2016 Draft Budget Package - Dufferin County · PDF file2016 Draft Budget Package. 2016 DRAFT...

2016 Draft Budget Package

2016 DRAFT Budget Overview Introductory Remarks

The 2016 Budget was developed by County staff over several months. Preparing this budget has proven challenging as a result of some new cost pressures on the operating budget, combined with the ever-increasing infrastructure deficit. Senior staff have reviewed department budgets and carefully evaluated the necessity and urgency of the expenditures being proposed. The detailed 2016 Budget document identifies all of the planned expenditures and anticipated revenues, to determine the tax levy requirement.

The Capital budget has been prepared based on preferred timing for each project from a technical perspective. The value of the projects is significantly higher than previous years due to the substantial back log in projects. It is acknowledged that this level of capital expenditure is not within the fiscal reality. Staff recommends that a long term capital financing strategy be implemented, to gradually address the infrastructure deficit, and start to close the funding gap. A number of options are presented in this document for consideration.

Overall Position

The 2016 Draft Budget impact on existing tax payers, including an 11.07% budget increase, minus forecasted 2016 growth of 2.0% = 9.07%:

Assessment 2015 County Rate

2015 Taxes on $100,000

9.07% increase in

2016 2016 Taxes

$100,000 0.388143% $ 388.14 $ 35.20 $ 423.34

The impact on individual property owners can be calculated by taking your property’s assessed residential value, compared to $100,000 and multiplying by 0.388143 to get your 2015 County taxes, for example a $300,000 property gives 3 x $388.14 = $1,164.42 for 2015 County taxes, and a potential 9% increase in 2016 would amount to 0.09 x $1,164.42 = $104.80 in 2016, if the 2016 Draft Budget is not changed.

The following table presents a high-level summary of the 2016 Draft Budget:

_________________________________________________________________________________________________________2016 Draft Budget October 19, 2015

TABLE A – BUDGET SUMMARY

The Line-item percentage change column shows the change in each area, relative to the same area the year before. The percentage change in the Budget Impact column accounts for the proportion of the total change represented by each item.

It is not unusual for the budget discussions to start at roughly 10%. In most years the proposed increase can be attributable to enhancements needed for capital funding, to deal with the ever growing infrastructure deficit. In 2016, this is the case once again. About 7.9% of the draft budget increase of 11% is coming from a need to improve the level of funding for capital projects.

New property assessment growth is expected to be about 2.0% in 2016, greater than what it has traditionally been in the past several years, but close to what it was in 2015, when growth was at a stronger 2.2%. When the levy is adjusted for assessment growth, the impact on existing tax payers is reduced from 11% to 9%.

In previous years, two basic strategies have been employed to minimize the impact on tax payers: significantly reducing the capital budget, and applying some reserves. However, it should be noted continued withdrawals from reserves is not a long-term solution, and the ongoing postponement of capital projects does not address the infrastructure funding gap. Long-term financial planning is a stated goal within the County Strategic Plan. Looking forward over the three years left in this term of Council, it appears the Operating area requires ongoing increases projected to be consistently around 3%. This increase is attributable to modest staffing cost increases - generally less than CPI, contract price increases, and decreases in subsidies from other levels of government. Significant and long term reductions to the operating budget can only be accomplished through a comprehensive service review leading to service level reductions. The Capital budget, however, requires much greater increases. There is one large road project proposed in 2017 which causes the capital amount to increase, followed by more moderate capital budgets in 2018 and 2019, which are still much greater than 2016.

Draft 2016 Budget

ADOPTED Net 2015 Budget

Change in $$

Line-item %

Budget Impact %

Operations $28.363 M $27.807 M

Savings-to-find $ -0.458 M

Operations, net $28.363 M $27.349 M $ 1.014 M 3.71% 3.14%

Capital $ 7.456 M $ 4.901 M $ 2.555 M 52.13% 7.93%

Final Tax Levy $35.819 M $32.250 M $ 3.569 M 11.07% 11.07%


TABLE B – FORECASTED INCREASES 2016 TO 2019

Table B reveals operating budget increases continue to be moderate. In the past, operating increases have been approved at the expense of capital, which makes it extremely difficult to implement a strategy that addresses the infrastructure deficit. The future capital side is inconsistent, with large increases in 2016 and 2017 to “catch-up” with the infrastructure gap, created in prior years.

Increasing the annual capital contribution is another stated goal within the County Strategic Plan. What remains to be determined is the degree by which this will be done, over future years. Council must deliberate on just how far they are willing to go, on a year-by-year basis, to reach this goal.

Draft Operating Budget

The 2016 Draft Operating Budget shows a net increase of $1,013,878, from $27,349,218 approved for 2015 up to $28,363,096. This amount is 3.71% higher than the 2015 approved operating budget amount, and is comparable to increases of prior years.

Table C provides a review of County net Operating budgets, by department, over a five year period including 2015 (adopted) and 2016 to 2019 (draft).

2016 2017 2018 2019

Operations 3.14% 2.38% 1.96% 2.00%

Capital Budget 7.93% 17.57% -5.66% -4.29%

Total increase over prior year 11.07% 19.95% -3.70% -2.29%

Increase over 2015 11.07% 33.22% 28.30% 25.37%

Remaining Term of Council


TABLE C – FIVE YEAR OPERATING BUDGET REVIEW

Over the 5 year period above, the areas expected to increase the most are:

• Waste Services, by about $700,000 over 4 years, due mostly to collection contracts that increase as household counts increase

• Social Housing, by about $800,000 over 4 years, because of both consistent increases in utility costs and expected decreases in subsidies received

• Paramedics and Health Unit, by about $600,000 over 4 years • Community Services (Ont. Works, Child Care) by about $400,000 over 4 years • Dufferin Oaks, by about $350,000 over 4 years (but a big drop is coming in 2020,

when the debt payments on the Oaks building are finished)

In general, the increases forecasted for Operations look manageable over the next few years, and are not a cause for great concern. All staff compensation, including benefits,

2015 Final 2016 Draft 2017 Draft 2018 Draft 2019 Draft

Council, grants & econ develop 848,762 838,650 850,380 864,710 874,230

Corp. Services, Planning, Admin. 1,776,555 1,870,110 1,904,280 1,936,815 1,970,965

Treasury, MPAC, taxation, interest 824,350 843,020 1,001,930 1,001,760 1,028,600

Building, Bylaw, Facilities 773,965 720,045 752,435 739,685 757,905

Paramedics and Health Unit 4,455,671 4,602,838 4,720,660 4,857,845 5,066,350

Public Works Transportation 5,279,160 5,328,750 5,246,660 5,356,615 5,435,325

Public Works Waste Services 3,945,005 4,111,520 4,297,200 4,461,040 4,636,740

Dufferin Oaks, DCCSS, MLC 2,993,598 3,093,790 3,244,045 3,389,305 3,358,629

Community Services, other than Housing 2,281,038 2,548,719 2,611,837 2,621,692 2,690,982

Social Housing 3,223,749 3,460,254 3,633,604 3,842,283 4,044,108

DCMA & Forest 947,365 945,400 953,965 988,520 1,025,185

Total 27,349,218 28,363,096 29,216,996 30,060,270 30,889,019

% increase 3.707% 3.011% 2.886% 2.757%

$ increase 1,013,878 853,900 843,275 828,749


are included here, along with maintenance costs for vehicles, equipment and buildings, including utility costs.

The more critical part of the 2016 Draft Budget story is on the Capital Budget side.

Draft Capital Budget

The Draft Capital Budget Plan, covering ten years, consists of specific projects which County staff have identified as priorities for 2016, and for the next nine years to 2025. Funding sources for capital projects include:

• Subsidies and Grants from Federal and Provincial governments, including Federal Gas Tax (some restrictions apply on how Gas Tax may be used)

• Development Charges (some restrictions apply, limited to specific projects named in the DC Bylaw), County Reserves, and some other, smaller amounts like asset sales proceeds

• New long-term debt (borrowing), which in turn impacts future Operating Budgets • Property tax levy

The average total capital project value in recent years has been about $9.5 million per year. Roughly $4.75 million of that work has been financed from property taxes.

HOWEVER…these numbers were arrived at, in prior years, by deferring many projects, and approving much less work to be done than what had been requested. As a result, an “infrastructure gap” has been building.

This gap is apparent from the Draft Ten-Year Capital Plan (see Table D below):

TABLE D – DRAFT CAPITAL BUDGET PLAN, Tax Levy requirements

Tax Support Request

Increase (decrease)

2015 4,901,027 adopted

2016 7,456,150 2,555,123

2017 13,748,550 6,292,400

2018 11,317,650 (2,430,900)

2019 9,542,450 (1,775,200)

2020 10,319,750 777,300

2021 10,382,950 63,200

2022 10,030,950 (352,000)

2023 9,805,950 (225,000)

2024 9,899,950 94,000

2025 10,420,350 520,400 10 year Average $10,292,470


The average tax requirement over the next 10 years is more than double 2015’s amount. Tax Levy amounts for capital, in future years, are significantly higher than what has been approved in the past several years. Tax support for capital has remained virtually unchanged since 2008, the last time there was a significant increase.

Most of the increases, in this Table D, are for Public Works, both for roads and for structures (bridges and culverts).

There are many consequences related to an expanding capital project backlog, including:

• Increased pressure on the Operating side of Transportation. As assets deteriorate more operational dollars will need to be spent on it over time

• Risk of asset failure can lead to higher insurance claims, from accidents that happen on County roads or bridges, at least in part related to assets in poor condition; higher claims, in turn, lead to higher premiums

• The cost of replacing assets goes up every year, so delayed asset replacement also means more expensive asset replacement; further, experience has shown that construction materials, asphalt for example, often increase in price at a pace greater than general inflation

Focusing on the draft 2016 figures, $8.8 million worth of projects are for transportation. Once revenues (mostly Gas Tax) are applied, the tax support needed is $6.127 million. That $6.1 million is more than the full amount of tax support for all capital work approved in 2015, for all departments combined, which was $4.901 million.

The capital budget 10-year plan for transportation has been reviewed and amended several times at the staff level, in an effort to keep the property tax impact down to a gradual increase over the 10 year period. Even with these changes by staff, the tax impact for transportation projects alone reaches $12 million in 2017, and then the tax impact averages about $9 million per year from 2018 to 2025.


The transportation capital plan is somewhat ambitious, and covers about 25 to 30 km of road every year from 2017 onwards. For 2016, it covers under 20 km.

In summary, the 2016 Overall draft budget increase, after growth (estimated to be 2%), is 9%, in order to make a start at these Strategic Plan Objectives:

• Develop a long-term infrastructure plan (4.1.1)

• Increase the annual capital contribution (4.1.4)

• Develop a long-term financial plan that responsibly balances infrastructure requirements against local economic conditions (3.2.4)

There are several options available, to start to address, in 2016, the capital project backlog. The hard part is that all these options involve increased property tax support. To be effective, these options must be applied every year, for many years.

• Implement a Dedicated Tax Levy increase in 2016, and every year afterwards, meant specifically for capital projects. This should be most simply expressed as an additional percent increase in taxes, such as 1%, 2% or 3% etc. over the prior year

• Implement a Tax Rate Freeze. This will result in the total tax revenue for the County increasing each year by the combined amount of MPAC market-value increases, plus any new property growth. For 2016 this number will be 3% for the MPAC portion, plus expected growth of 2%, for a total increase of 5%. The taxpayers would see an increase corresponding to their own market-value change, which would be the 3% amount, in most cases.

Keeping the Status Quo level of tax support for capital projects would look like this:

Year OPER Tax Levy

CAPITAL Levy TAX LEVY Increase as a

% 2015 27,349,218 4,901,027 32,250,245 896,485 2.86%

2016 28,350,245 4,900,000 33,250,245 1,000,000 3.10%

2017 29,250,245 5,000,000 34,250,245 1,000,000 3.01%

2018 30,060,245 5,190,000 35,250,245 1,000,000 2.92%

3 yr. capital 15,090,000

2016 28,363,096 7,456,150 35,819,246 3,569,001 11.07%

2017 29,216,996 13,698,550 42,915,546 7,096,300 19.81%

2018 30,060,270 11,267,650 41,327,920 (1,587,626)

3 yr. capital 32,422,350


For the three years 2016-2018, projects worth $17.3 million would have to be postponed to 2019 or later (32,422,350 ask, minus 15,090,000 allowed). Alternatively, a dedicated tax levy increase of 2% for capital projects, every year, would increase the tax levy by 5% per year, and give these results for 2016 to 2018:

For the three years 2016-2018, capital projects worth $13.3 million would have to be postponed to 2019 or later ($32,422,350 ask, minus $19,091,500 allowed). In another scenario, a dedicated tax levy increase of 3% for capital projects, every year, would increase the tax levy 6% per year, and give these results for 2016 to 2018:

For the three years 2016-2018, projects worth $11.23 million would have to be postponed to 2019 or later ($32,422,350 ask, minus $21,171,400 allowed). Finally, the tax-rate freeze option would give the same results for 2016 as the 2% levy option does, with the tax levy increasing by 5%, but potentially would give different results in 2017 and 2018 and beyond, depending on the results of the next MPAC market-value re-assessment (taking effect in 2017).

Year OPER Tax Levy


% 2015 27,349,218 4,901,027 32,250,245 896,485 2.86%

2016 28,350,245 5,512,500 33,862,745 1,612,500 5.00%

2017 29,250,245 6,305,600 35,555,845 1,693,100 5.00%

2018 30,060,245 7,273,400 37,333,645 1,777,800 5.00%

3 yr. capital 19,091,500

Year OPER Tax Levy


% 2015 27,349,218 4,901,027 32,250,245 896,485 2.86%

2016 28,350,245 5,835,000 34,185,245 1,935,000 6.00%

2017 29,250,245 6,986,100 36,236,345 2,051,100 6.00%

2018 30,060,245 8,350,300 38,410,545 2,174,200 6.00%

3 yr. capital 21,171,400


The important point to be made is that the County’s capital project backlog has grown, over the past six years, to such a size that, regardless of which option is chosen, there will still have to be some project postponements every year, thereby increasing the size of the backlog. The point has been reached where, no matter what the County does, its project backlog is going to get larger, at least in the short-term future. The County needs to get started, in 2016, on a long-term financial plan (LTFP) to limit the growth of its capital project backlog. If such a LTFP is maintained for many years, the County can eventually reach the point where its project backlog stops growing, and then slowly it can be reduced. However a LTFP is needed, because this result will take many years to achieve.

Strategic Plan

Throughout the budget package there are direct references to the Strategic Plan. Major accomplishments and goals and objectives are linked to the plan for each department. A detailed chart showing Strategic Plan priority areas, strategic objectives and actions is attached at the end of the budget document.

Year OPER Tax Levy


% 2015 27,349,218 4,901,027 32,250,245 896,485 2.86%

2016 28,350,245 5,512,500 33,862,745 1,612,500 5.00%

2017 29,250,245 6,305,600 35,555,845 1,693,100 5.00%

2018 30,060,245 7,273,400 37,333,645 1,777,800 5.00%

3 yr. capital 19,091,500


County Council Departmental Description

County Council is responsible for the overall governance of the corporation.

Services Provided

2016 Budget

The following tables summarize the Council related budgets for 2016 to 2019:

WHO WE ARE

County Council consists of elected mayors and

deputy mayors representing eight local municipalities: Township of Amaranth, Township of East Garafraxa, Town

of Grand Valley, Township of

Melancthon, Town of Mono, Township of Mulmur, Town of

Orangeville and Town of Shelburne

HOW WE DO IT

37 grants to local community groups • 8

grants for local students • 11 Council meetings

• 32 Committee meetings • Work with staff on new and existing initiatives • Serve on six outside

boards and committees • Annual budget approval • Partner with Economic

Development groups

WHAT WE DO

Represent public interest of municipality • Carry out duties in accordance with Municipal and other Acts

• Determine which services the County

provides • Consider staff recommendations

• Develop and evaluate policies and programs

• Strategic planning • Financial oversight

• Economic Development


Operating Requirements

The following tables summarizes the Council related operating budgets:

Highlights include the following:

• Decrease in Salaries and Benefits a result of the elimination of per diems • Increase in Administrative and Office to reflect increase in professional

associations (WOWC and AMO) • Transfer to Accessibility Reserve ceased as buildings are compliant


• CPI increase on grants to Dufferin Board of Trade and Headwaters Tourism

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $449,170 $453,370 $460,080 $461,890 $464,200 -$15,030 -3.24%Revenues $0 $0 $0 $0 $0 $0 0.00%

Total Operating $449,170 $453,370 $460,080 $461,890 $464,200 -$15,030 -3.24%Capital Requirements

Expenditures $0 $0 $0 $0 $0 $0 0.00%Revenues $0 $0 $0 $0 $0 $0 0.00%

Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $449,170 $453,370 $460,080 $461,890 $464,200 -$15,030 -3.24% C

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $389,480 $397,010 $404,630 $412,340 $384,562 $4,918 1.28%Revenues $0 $0 $0 $0 $0 $0 0.00%

Total Operating $389,480 $397,010 $404,630 $412,340 $384,562 $4,918 1.28%Capital Requirements


Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $389,480 $397,010 $404,630 $412,340 $384,562 $4,918 1.28%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $265,900 $269,800 $273,700 $277,700 $270,800 -$4,900 -1.81%Administrative and Office $60,020 $60,320 $63,130 $60,940 $55,700 $4,320 7.76%Service Delivery (Grant Progra $118,500 $118,500 $118,500 $118,500 $118,500 $0 0.00%IT and Communications $4,750 $4,750 $4,750 $4,750 $4,200 $550 13.10%Transfers to Reserves $0 $0 $0 $0 $15,000 -$15,000 -100.00%

Total Expenditures $449,170 $453,370 $460,080 $461,890 $464,200 -$15,030 -3.24%RevenuesTotal Revenues $0 $0 $0 $0 $0 $0 0.00%Total Council & Grant Programs $449,170 $453,370 $460,080 $461,890 $464,200 -$15,030 -3.24%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresService Delivery $389,480 $397,010 $404,630 $412,340 $384,562 $4,918 1.28%

Total Expenditures $389,480 $397,010 $404,630 $412,340 $384,562 $4,918 1.28%RevenuesTotal Revenues $0 $0 $0 $0 $0 $0 0.00%Total Economic Development $389,480 $397,010 $404,630 $412,340 $384,562 $4,918 1.28%

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Total County Council Tax Requirements

Below is a summary of the total costs associated with County Council including the Grant Program and Economic Development:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $838,650 $850,380 $864,710 $874,230 $848,762 -$10,112 -1.19%Revenues $0 $0 $0 $0 $0 $0 0.00%



Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $838,650 $850,380 $864,710 $874,230 $848,762 -$10,112 -1.19%

Total Service Enhancements $0 $0 $0 $0 $0 $0

Total Tax Levy Requirements $838,650 $850,380 $864,710 $874,230 $848,762 -$10,112 -1.19% CO

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Office of the CAO Departmental Description

The Office of CAO is the bridge between policy making, legislation and administrative branches of County government. The CAO, Department Heads and Human Resources Manager form the Senior Management Team and work together to ensure efficient delivery of all County services. Human resources and planning functions fall under the Office of the CAO at this time. The CAO also acts as a liaison with external organizations and other levels of government.

Services Provided

Accomplishments in 2015

During 2015 the Office of the CAO:

• Coordinated the creation of the first County of Dufferin Corporate Strategic Plan.

WHO WE ARE

The Office of the CAO strives to provide high quality research and advice to Council; to ensure timely and

effective implementation of Council decisions; and

to exercise general control and management

of administration, personnel, budgeting, policy development,

capital works and operations of all County

functions.

HOW WE DO IT

Support 180 non-union and 213 unionized staff

• Recruited for 129 vacancies • 48 Joint Health and Safety

Committee inspections, 41 hazards corrected

• 304 H&S training participants • 481 safety

talk participants • 43 attendance counselling

interviews

WHAT WE DO

Provide Council support • Liaise with community

organizations, agencies, and other levels of

government • Policy Development and Review • Council Report Review •

Coordinate inter-departmental initiatives • Emergency Management

Oversight • Personnel Management • Payroll •

Administer County Official Plan • Health and Safety

Oversight


• Implemented formal process to align Council reporting and budget objectives to strategic initiatives

• Commenced planning review and approval functions and appointed the MMM Group to be the County planners of record (1.1.5)

• Developed planning protocols and procedures (1.1.5) • Introduced new broad based economic development committee in cooperation

with Dufferin Board of Trade representatives to review regional approach and identify County-wide interests (1.1.1)

• Served as CAO Lead for WOWC SWIFT broadband team to move the ultra-high speed internet project forward (1.2.1)

• Implemented PENNY timesheet software and provided training sessions to 146 end users (4.4.3)

• Introduced Manager’s Guide to On-Boarding new hires (4.4.8) • Implemented e-learning modules to augment Employee Health and Safety

Orientation program (4.4.3) • Developed training outline for implementing new Globally Harmonized System

(GHS) for classifying and labelling chemicals and products in the workplace in compliance with new legislative changes (4.4.3)

• Updated Health and Safety Policies 1.01-1.06 (3.3.2) • Introduced employee wellness initiatives (2.4.2)

Challenges

There are a number of challenges that will impact the Office of the Chief Administrative Officer in 2016.

• Budget pressures from multiple areas • Evaluating impact of changes to provincial policy and legislation such as Bill 8 • Ongoing implementation of the Official Plan and handling a greater than

expected volume of planning activity • Meeting public expectations with respect to communications and updating

information • Enhancing the level of meaningful public engagement • Upcoming retirement of long serving staff in various departments

2016 Goals and Objectives

As we move into 2016 the Office of the CAO anticipates accomplishing the following:

• Complete a detailed review of County operations and services including consideration of unconventional solutions to improve efficiency and enhance service delivery

• Coordinate initiation of Planning Advisory Committee (1.1.5) • Implement PRIME software for planning (1.1.5) • Commence Natural Heritage Systems Study (1.3.4) • Implement the Corporate Strategic Plan and ensure changes are made to reflect

ongoing challenges and new goals (3.2.3)


• Introduce Department operating plans (2.4.3) • Identification of regional economic development goals (1.1.2) • Coordinate annual joint Council workshop with 2016 topic to be regional and

county-wide economic development opportunities (2.2.2) • Enhance cooperation with local municipalities to initiate joint responses and

strengthen advocacy role (2.3.2, 3.1.2) • Update the annual evaluation program for employees (4.4.8) • Introduce Staff information sessions (2.4.1) • Create a staff committee to review best practices and develop an employee

recognition system (4.4.5)

Staffing Resources

The Office of the CAO itself consists of five full time staff and two summer students. However, all departments also report to the CAO as outlined below.

2016 Proposed Budget

The following table summarizes the Office of the CAO budget for 2016 to 2019:

Permanent FTEs 2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook

Full time FTEs 5 5 5 5 5 0

Part time FTEs .67 .67 .67 .67 .67 0

Net FTE Change 5.67 5.67 5.67 5.67 5.67 0



The following table summarizes the operating budget:


• Decrease in Administrative and Office and Transfers from Reserves relates to a study scheduled in 2015

• IT and Communications decrease relates to completion of implementation of new timesheet software, Penny

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $706,185 $721,075 $726,880 $745,650 $731,710 -$25,525 -3.49%Revenues -$700 -$700 -$700 -$700 -$20,700 $20,000 -96.62%



Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $705,485 $720,375 $726,180 $744,950 $711,010 -$5,525 -0.78%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $155,225 $150,375 $152,320 $154,540 $145,850 $9,375 6.43%Revenues -$155,225 -$150,375 -$152,320 -$154,540 -$145,850 -$9,375 6.43%

Total Operating $0 $0 $0 $0 $0 $0 0.00%Capital Requirements


Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $0 $0 $0 $0 $0 $0 0.00%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $165,000 $165,000 $165,000 $105,000 $10,600 $154,400 1456.60%Revenues -$80,000 -$80,000 -$80,000 -$20,000 $0 -$80,000 100.00%




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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $559,190 $571,920 $576,960 $593,540 $546,410 $12,780 2.34%Administrative and Office $141,135 $142,395 $144,060 $145,350 $162,900 -$21,765 -13.36%IT and Communications $5,860 $6,760 $5,860 $6,760 $22,400 -$16,540 -73.84%

Total Expenditures $706,185 $721,075 $726,880 $745,650 $731,710 -$25,525 -3.49%Revenues

Subsidies -$700 -$700 -$700 -$700 -$700 $0 0.00%Transfers from Reserves $0 $0 $0 $0 -$20,000 $20,000 -100.00%

Total Revenues -$700 -$700 -$700 -$700 -$20,700 $20,000 -96.62%Total Human Resources $705,485 $720,375 $726,180 $744,950 $711,010 -$5,525 -0.78%

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• Increase in Service Delivery is offset by increase in Other Revenue – relates to new Wellness initiatives


• Increase in Administrative and Office to reflect actual cost of planning and higher than anticipated planning activity

• Administrative and Office also includes funds to begin work on the Natural Heritage Systems Strategy study, a requirement of the Official Plan, which is offset by a Transfer from Reserve (Development Charges)

• Addition of User Fees to process Official Plan amendment applications.

Service Enhancements

There are no service enhancements requested as part of the 2016 budget.

Total Office of CAO Tax Requirements

Below is a summary of the total costs associated with the Office of the CAO including Human Resources, Health and Safety and Planning.

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $115,250 $117,050 $118,850 $120,750 $115,050 $200 0.17%Administrative and Office $17,525 $16,075 $16,520 $16,540 $16,100 $1,425 8.85%Service Delivery $18,500 $13,000 $13,000 $13,000 $12,200 $6,300 51.64%IT and Communications $3,450 $3,750 $3,450 $3,750 $2,000 $1,450 72.50%Vehicles and Equipment $500 $500 $500 $500 $500 $0 0.00%

Total Expenditures $155,225 $150,375 $152,320 $154,540 $145,850 $9,375 6.43%Revenues

Other Revenue -$83,163 -$78,238 -$79,210 -$80,320 -$75,375 -$7,788 10.33%Transfers from Reserves -$72,063 -$72,138 -$73,110 -$74,220 -$70,475 -$1,588 2.25%

Total Revenues -$155,225 -$150,375 -$152,320 -$154,540 -$145,850 -$9,375 6.43%Total Health and Safety $0 $0 $0 $0 $0 $0 0.00%

HEA

LTH

& S

AFE

TY

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresAdministrative and Office $165,000 $165,000 $165,000 $105,000 $10,600 $154,400 1456.60%


User Fees -$20,000 -$20,000 -$20,000 -$20,000 $0 -$20,000 100.00%Transfers from Reserves -$60,000 -$60,000 -$60,000 $0 $0 -$60,000 100.00%

Total Revenues -$80,000 -$80,000 -$80,000 -$20,000 $0 -$80,000 100.00%Total Planning $85,000 $85,000 $85,000 $85,000 $10,600 $74,400 701.89%

PLA

NN

ING


2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $1,026,410 $1,036,450 $1,044,200 $1,005,190 $888,160 $138,250 15.57%Revenues -$235,925 -$231,075 -$233,020 -$175,240 -$166,550 -$69,375 41.65%





Total Tax Levy Requirements $790,485 $805,375 $811,180 $829,950 $721,610 $68,875 9.54%

OFF

ICE

OF

THE

CA

O


Corporate Services Departmental Description

The Corporate Services Department is comprised of the Clerk’s Division and IT Division. It works with 7 municipal departments, Members of Council, Media, public and stakeholders to deliver customer service, information technology, legislative services, records management and communications. The Corporate Services Department also facilitates 2 cross-functional teams: Communications Team and Information Management Team.

Services Provided

WHO WE ARE

Corporate Services focuses on support

services for both staff and the public that helps

the corporation run effectively, efficiently,

and in compliance with legislated requirements.

Services include Customer Service,

Information Technology, Legislative Services,

Records Management

HOW WE DO IT

966 tweets • 1,451 Facebook posts • 33

meetings (attendance, agendas and minutes)

• 25 FOI requests • 20,536 managed

corporate files • 8,344 resident inquiries (phone calls) • 310 laptops and desktops • 340 phones

supported + live helpdesk support • 2,200 IT work orders • 164 electronic

newsletters/alerts

WHAT WE DO

Main Reception/ Resident inquiries • Council/

Committee coordination • IT support • Corporate

Communications • Corporate Records

Management • Website and social media

• Municipal Freedom of Information and

Protection Act • IT support for four local

municipalities • Manage council budget



The Corporate Services Department provides oversight and support in its role at the County. The following are some examples of work in 2015:

• Commenced IT support for the Townships of Amaranth and East Garafraxa • Corporate communications initiatives (increased visibility on social media) (2.1.1,

3.2.2) • Implemented and rolled out of the RMS (Records Management System) (3.3.3) • Developed new training package for RMS • Created fillable electronic forms for the website • Assisted in implementation of time sheet software • Improved access to mapping data with interactive map on external website

(2.1.1, 3.2.1) • Museum Phone System Replacement and connect to County Phone System

(4.3.1) • Replaced complete storage area network (SAN) in Shelburne • Commenced scanning of inactive files into RMS software • Lap top and desktop replacement for municipal clients (Shelburne, Amaranth,

East Garafraxa) • Development, issuance, review and award of request for proposal for legal

services

Challenges

There are a number of challenges that impact the Corporate Services Department:

• Finding effective ways to deliver information to residents/stakeholders with diverse needs

• Maintaining a high level of inter-departmental cooperation on initiatives that are corporate in nature

• Implementing and maintaining the RMS system without a Records Specialist on staff

• Inadequate network connections as bandwidth requirement increase for County locations

• Working within budget due to fluctuating Canadian dollar as software licensing agreements are generally in US dollars

• Maintaining IT security in constantly changing technology and ever increasing cyber threats


Moving into 2016 the Corporate Services Department anticipates accomplishing the following:

• Initiate procurement process for corporate photocopiers with the Information Management Team (lease expires 2016)


• Review website, social media and electronic newsletters • Continue monitoring and reviewing of different social media platforms (2.1.1) • Work cooperatively to implement consistent policies with respect to Bill 8 and

new accountability measures (2.2.4) • Conduct training related to what is open government and open data (3.2.1) • Implement email retention policy and schedules (3.3.2) • Continue roll out of RMS (3.3.3) • 2016 lap top and desktop replacements • 2016 infrastructure replacements • Support implementation of new operational software for Dufferin Oaks and

Community Services (4.4.3)

Staffing Resources

Corporate Services Department consists of eight staff, one co-op student and one summer student as outlined below:

A co-op position was added in 2015, due to timing of the budget it was only budgeted for two terms, in 2016 the co-op position will be filled for the full year. In 2017, the Corporate Services Department would like to add an FTE Clerk’s Assistant/Records Clerk to primarily be responsible for records management and MFIPPA requests. The position would be responsible to maintain the RMS system, develop, implement and maintain electronic records processes.



The following table summarizes the Corporate Services Department budget for 2016 to 2018:


The following table summarizes the Corporate Services Department operating budget:


• Full year of co-op student

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE





CLE

RK

S

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $811,005 $832,165 $853,475 $863,035 $831,915 -$20,910 -2.51%Revenues -$117,450 -$123,250 -$124,050 -$124,650 -$147,200 $29,750 -20.21%


Expenditures $209,300 $209,300 $209,300 $209,300 $200,300 $9,000 4.49%Revenues -$27,350 -$27,350 -$27,350 -$27,350 -$18,350 -$9,000 49.05%

Total Capital $181,950 $181,950 $181,950 $181,950 $181,950 $0 0.00%Tax Levy Requirements $875,505 $890,865 $911,375 $920,335 $866,665 $8,840 1.02%

INFO

RM

ATI

ON

TE

CH

NO

LOG

Y

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $353,220 $358,940 $364,660 $370,480 $332,700 $20,520 6.17%Administrative and Office $45,550 $43,150 $44,250 $44,250 $44,350 $1,200 2.71%Service Delivery $500 $500 $500 $500 $500 $0 0.00%IT and Communications $11,550 $12,150 $11,550 $12,150 $10,330 $1,220 11.81%


User Fees -$500 -$500 -$500 -$500 -$500 $0 100.00%Other Revenue -$24,250 -$24,250 -$24,250 -$24,250 -$17,150 -$7,100 41.40%

Total Revenues -$24,750 -$24,750 -$24,750 -$24,750 -$17,650 -$7,100 40.23%Total Administration $386,070 $389,990 $396,210 $402,630 $370,230 $15,840 4.28%

CLE

RK

S Permanent FTEs 2015

Budget 2016

Budget 2017

Budget 2018

Budget 2019

Budget Change to

Outlook Full time FTEs 8 8 9 9 9 0

Part time FTEs 1.33 1.33 1.33 1.33 1.33 0.00

Net FTE Change 9.33 9.33 10.33 10.33 10.33 0.00


• Increase in IT and Communications a result of internet costs associated with POA to reflect actual costs, offset by increase in Other Revenue

• Additional Other Revenue due to an increase in internal transfer for ambulance services


• IT and Communications and Transfers from Reserves reduction partially associated with 2015 Records Management Software implementation (now complete)

• Increasing licensing fees due to the value of the Canadian dollar also impacts IT and Communications

• Loss of Rent Revenue at Whitfield Tower



Capital Requirements

The following table summarizes the Corporate Services Capital budgets:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $559,830 $568,620 $577,510 $586,700 $557,700 $2,130 0.38%Administrative and Office $75,600 $75,650 $75,750 $75,800 $78,100 -$2,500 -3.20%IT and Communications $165,725 $177,725 $189,725 $189,725 $183,050 -$17,325 -9.46%Facilities $3,550 $3,650 $3,800 $3,800 $3,400 $150 4.41%Vehicles and Equipment $3,650 $3,670 $3,690 $3,710 $3,465 $185 5.34%Transfers to Reserves $2,650 $2,850 $3,000 $3,300 $6,200 -$3,550 -57.26%


Rent Revenue -$6,200 -$6,500 -$6,800 -$7,100 -$9,600 $3,400 -35.42%Subsidies -$700 -$700 -$700 -$700 -$700 $0 100.00%Other Revenue -$103,400 -$108,900 -$109,400 -$109,700 -$100,100 -$3,300 3.30%Transfers from Reserves -$7,150 -$7,150 -$7,150 -$7,150 -$36,800 $29,650 -80.57%

Total Revenues -$117,450 -$123,250 -$124,050 -$124,650 -$147,200 $29,750 -20.21%Total Information Technology $693,555 $708,915 $729,425 $738,385 $684,715 $8,840 1.29%

INFO

RM

ATI

ON

TEC

HN

OLO

GY


A ten year capital plan was developed for 2016 – 2025, details can be found in the capital section of this document. Specific 2016 capital projects include:

Total Corporate Services Tax Requirements

Below is a summary of the total costs associated with Corporate Services including Information Technology:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresEquipment & Machinery $209,300 $209,300 $209,300 $209,300 $200,300 $9,000 4.49%


Transfers from Reserves -$27,350 -$27,350 -$27,350 -$27,350 -$18,350 -$9,000 49.05%Total Revenues -$27,350 -$27,350 -$27,350 -$27,350 -$18,350 -$9,000 49.05%Total Information Technology $181,950 $181,950 $181,950 $181,950 $181,950 $0 0.00%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresEquipment & Machinery $209,300 $209,300 $209,300 $209,300 $209,300 $209,300

Total Expenditures $209,300 $209,300 $209,300 $209,300 $209,300 $209,300Revenues

Transfers from Reserves -$27,350 -$27,350 -$27,350 -$27,350 -$27,350 -$27,350Total Revenues -$27,350 -$27,350 -$27,350 -$27,350 -$27,350 -$27,350Total Information Technology $181,950 $181,950 $181,950 $181,950 $181,950 $181,950

INFO

RM

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ON

TE

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NO

LOG

Y IN

FOR

MA

TIO

N

TEC

HN

OLO

GY

Project Description Project Cost Tax Levy Requirements

Infrastructure Replacement 76,000 76,000Laptop and Desktop Replacement 93,000 75,650Phone System and Phone Replacement 28,000 28,000Courtroom AV Equipment 10,000 0Councillor Device Replacement 2,300 2,3002016 Total 209,300 181,950

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $1,221,825 $1,246,905 $1,274,435 $1,290,415 $1,219,795 $2,030 0.17%Revenues -$142,200 -$148,000 -$148,800 -$149,400 -$164,850 $22,650 -13.74%

Total Operating $1,079,625 $1,098,905 $1,125,635 $1,141,015 $1,054,945 $24,680 2.34%Capital Requirements

Expenditures $209,300 $209,300 $209,300 $209,300 $200,300 $9,000 4.49%Revenues -$27,350 -$27,350 -$27,350 -$27,350 -$18,350 -$9,000 49.05%

Total Capital $181,950 $181,950 $181,950 $181,950 $181,950 $0 0.00%Tax Levy Requirements $1,261,575 $1,280,855 $1,307,585 $1,322,965 $1,236,895 $24,680 2.00%


Total Tax Levy Requirements $1,261,575 $1,280,855 $1,307,585 $1,322,965 $1,236,895 $24,680 2.00%

CO

RPO

RA

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ERVI

CES


Treasury Department Departmental Description

The Treasury Department is responsible for ensuring the long term financial health of the County, by providing financial advice and recommendations to Council and other departments while managing risk and maintaining accountability and transparency. The Treasury Department also oversees the contracts for paramedic services and the Wellington-Dufferin-Guelph Health Unit.

Services Provided

Accomplishments 2015

The Treasury department provides significant value to Dufferin County. The following are some examples of work in 2015:

• Issued debt for new Housing facilities (Dynes Gray in Shelburne) • RFP’s done for insurance and for auditors

WHO WE ARE

The Treasury department works to maintain the

financial integrity of the organization by providing a number of internal and external services to its

clients

HOW WE DO IT

6,215 vendor payments • 2,665 account codes • 36 tenders/RFPs • 62

Ministry reports • 7 debentures ($20.1 million

debt) • $10.97 million investments • 2,680

receipts • 59 rescue calls processed • 15 insurance

claims processed • 9 bank accounts reconciled

monthly • 700 capital asset records maintained

WHAT WE DO

Cash management • Budget development and business planning

• Financial reporting and audit • Accounting • Procurement and

purchasing • Insurance and risk management

• Financial policy development • Paramedic

services contract • WDG Health Unit

financial liaison • Property tax policy setting


Challenges

There are a number of challenges that impact the Treasury department:

• No increase to the capital budget in over 5 years • Expected 40% increase in hydro rates by 2018 • Additional and always changing provincial reporting requirements; for example,

Ontario Works monthly claims and one time funding for Community Support Services

• External economic conditions (low interest rates) • Inability to collect monies for rescue calls due to insufficient information being

provided in order to invoice the proper individual and refusal of some insurance companies to make payment


As we move into 2016, Treasury anticipates accomplishing the following:

• Preparation, issuance and review of request for proposal for Development Charges study

• Work on a plan to close the Infrastructure Gap (4.1) • Ongoing development of long term financial plan (3.2.4) • Roll out of new financial reporting system to departments (4.4.3)

Staffing Resources

The Treasury Department consist of five staff as outlined below (no changes):


2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook


Part time FTEs 0 0 0 0 0 0

Net FTE 5 5 5 5 5 0



The following tables summarize the Treasury, Paramedic Services and Health Unit budgets for 2016 to 2019:


The following tables summarize the Treasury, Paramedic Services and Health Unit operating budgets for 2016 to 2019:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $1,881,450 $1,888,840 $1,920,400 $1,946,220 $1,778,100 $103,350 5.81%Revenues -$1,038,430 -$886,910 -$918,640 -$917,620 -$953,750 -$84,680 8.88%

Total Operating $843,020 $1,001,930 $1,001,760 $1,028,600 $824,350 $18,670 2.26%Capital Requirements


Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $843,020 $1,001,930 $1,001,760 $1,028,600 $824,350 $18,670 2.26%

TR

EASU

RY

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $6,202,465 $6,323,630 $6,450,720 $6,577,250 $5,860,530 $341,935 5.83%Revenues -$3,173,628 -$3,233,970 -$3,297,875 -$3,360,900 -$2,931,885 -$241,743 8.25%


Expenditures $429,000 $446,000 $446,000 $446,000 $429,000 $0 0.00%Revenues -$170,000 -$170,000 -$170,000 -$170,000 -$195,000 $25,000 -12.82%

Total Capital $259,000 $276,000 $276,000 $276,000 $234,000 $25,000 10.68%Tax Levy Requirements $3,287,838 $3,365,660 $3,428,845 $3,492,350 $3,162,645 $125,193 3.96% P

AR

AM

EDIC

SER

VIC

ES

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $1,833,339 $1,883,318 $1,950,065 $2,006,872 $1,793,125 $40,214 2.24%Revenues -$259,339 -$252,318 -$245,065 -$156,872 -$266,099 $6,760 -2.54%



Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $1,574,000 $1,631,000 $1,705,000 $1,850,000 $1,527,026 $46,974 3.08%

WD

G H

EALT

H U

NIT

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $547,900 $556,700 $565,610 $574,720 $539,000 $8,900 1.65%Administrative and Office $1,125,000 $1,112,900 $1,125,450 $1,137,950 $1,089,700 $35,300 3.24%Service Delivery $155,000 $170,000 $175,000 $178,500 $102,500 $52,500 51.22%IT and Communications $33,550 $29,240 $34,340 $30,050 $26,900 $6,650 24.72%Transfers to Reserves $20,000 $20,000 $20,000 $25,000 $20,000 $0 0.00%

Total Expenditures $1,881,450 $1,888,840 $1,920,400 $1,946,220 $1,778,100 $103,350 5.81%Revenues

Taxation -$510,000 -$385,000 -$406,000 -$392,000 -$507,350 -$2,650 0.52%Subsidies -$65,300 -$65,300 -$65,300 -$65,300 -$52,200 -$13,100 25.10%Other Revenue -$431,130 -$436,610 -$447,340 -$460,320 -$394,200 -$36,930 9.37%Transfers from Reserves -$32,000 $0 $0 $0 $0 -$32,000 100.00%

Total Revenues -$1,038,430 -$886,910 -$918,640 -$917,620 -$953,750 -$84,680 8.88%Total Treasury $843,020 $1,001,930 $1,001,760 $1,028,600 $824,350 $18,670 2.26%

TR

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• Transfer from Reserves and increase in Administrative and Office expenses due to Development Charge study planned for 2016

• Service delivery increase associated with increase in rescue calls and subsequent inability to collect

• Last planned increase in subsidies for court security • Bi-annual upgrade to financial software (Great Plains)


• Contract costs with Headwaters Healthcare Centre up 3.56% • Increase in Service Delivery, Vehicles and Equipment and Revenues for new

100% funded programs (Community Paramedic, Off Load Nursing)


• Increase in contract costs with Wellington Dufferin Guelph Health Unit




The following table summarizes Paramedic Services ten year Capital budget:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresAdministrative and Office $171,550 $175,850 $183,450 $188,550 $167,600 $3,950 2.36%Service Delivery $5,664,005 $5,774,640 $5,887,540 $6,002,640 $5,343,000 $321,005 6.01%IT and Communications $56,950 $56,950 $56,950 $56,950 $56,500 $450 0.80%Facilities $88,030 $91,250 $94,700 $97,850 $85,230 $2,800 3.29%Vehicles and Equipment $221,930 $224,940 $228,080 $231,260 $208,200 $13,730 6.59%


Subsidies -$3,159,778 -$3,220,600 -$3,283,785 -$3,347,290 -$2,931,885 -$227,893 7.77%Other Revenue -$13,850 -$13,370 -$14,090 -$13,610 $0 -$13,850 100.00%

Total Revenues -$3,173,628 -$3,233,970 -$3,297,875 -$3,360,900 -$2,931,885 -$241,743 8.25%Total Paramedic Services $3,028,838 $3,089,660 $3,152,845 $3,216,350 $2,928,645 $100,193 3.42%

PA

RA

MED

IC S

ERVI

CES

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresDebt Repayment $238,400 $238,400 $238,400 $238,400 $238,400 $0 0.00%Service Delivery $1,594,939 $1,644,918 $1,711,665 $1,768,472 $1,554,725 $40,214 2.59%


Other Revenue -$124,900 -$119,900 -$114,750 -$109,000 -$129,725 $4,825 -3.72%Transfers from Reserves -$134,439 -$132,418 -$130,315 -$47,872 -$136,374 $1,935 -1.42%

Total Revenues -$259,339 -$252,318 -$245,065 -$156,872 -$266,099 $6,760 -2.54%Total WDG Health Unit $1,574,000 $1,631,000 $1,705,000 $1,850,000 $1,527,026 $46,974 3.08%

WD

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresBuildings $50,000 $50,000 $50,000 $50,000 $0 $50,000Equipment & Machinery $128,000 $141,000 $141,000 $141,000 $128,000 $0 0.00%Vehicles $231,000 $235,000 $235,000 $235,000 $231,000 $0 0.00%Transfers to Reserves $20,000 $20,000 $20,000 $20,000 $70,000 -$50,000 -71.43%

Total Expenditures $429,000 $446,000 $446,000 $446,000 $429,000 $0 0.00%Revenues

Development Charges -$10,000 -$10,000 -$10,000 -$10,000 -$10,000 $0 0.00%Subsidies -$160,000 -$160,000 -$160,000 -$160,000 -$160,000 $0 0.00%Other Revenue $0 $0 $0 $0 -$25,000 $25,000 100.00%

Total Revenues -$170,000 -$170,000 -$170,000 -$170,000 -$195,000 $25,000 -12.82%Total Paramedic Services $259,000 $276,000 $276,000 $276,000 $234,000 $25,000 10.68%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresBuildings $50,000 $50,000 $50,000 $50,000 $50,000 $50,000Equipment & Machinery $151,000 $151,000 $151,000 $156,000 $156,000 $156,000Vehicles $245,000 $245,000 $245,000 $245,000 $250,000 $250,000Transfers to Reserves $20,000 $20,000 $20,000 $20,000 $20,000 $20,000


Development Charges -$10,000 -$10,000 -$10,000 -$10,000 -$10,000 -$10,000Subsidies -$160,000 -$160,000 -$160,000 -$160,000 -$160,000 -$160,000

Total Revenues -$170,000 -$170,000 -$170,000 -$170,000 -$170,000 -$170,000Total Paramedic Services $296,000 $296,000 $296,000 $301,000 $306,000 $306,000

PA

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P

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VIC

ES


Ambulance Replacements 206,000 46,000Replace In-Vehicle Laptops 13,000 13,000Emergency Response Unit 25,000 25,000Patient Care Equipment 70,000 67,500Defibrillators 45,000 37,500HVAC 8,500 8,500Plumbing 3,500 3,500Electrical 5,000 5,000Building Envelope 6,000 6,000Parking Lot 10,000 10,000Doors & Windows 10,000 10,000Roofing 5,000 5,000Security 2,000 2,000Paramedic Service Facility Reserve 20,000 20,0002016 Total 429,000 259,000


Total Treasury Tax Requirements

Below is a summary of the total costs associated with Treasury including Paramedic Services and Wellington Dufferin Guelph Health Unit:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $429,000 $446,000 $446,000 $446,000 $429,000 $0 0.00%Revenues -$170,000 -$170,000 -$170,000 -$170,000 -$195,000 $25,000 -12.82%

Total Capital $259,000 $276,000 $276,000 $276,000 $234,000 $25,000 10.68%Tax Levy Requirements $5,704,858 $5,998,590 $6,135,605 $6,370,950 $5,514,021 $190,837 3.46%


Total Tax Levy Requirements $5,704,858 $5,998,590 $6,135,605 $6,370,950 $5,514,021 $190,837 3.46%

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Building and Property Departmental Description

The Building and Property department oversees building services, bylaw enforcement and facilities management. Building services is responsible for ensuring that each building, whether residential, commercial or farm building, is built to the standards required by the Ontario Building Code, Canadian Farm Building Code or the National Building Code. Facilities is responsible for maintaining the County Administration and Court House, three Ambulance stations, Jean Hamlyn Daycare Centre, all Public Works buildings, the Community Services building, Museum buildings and various County owned housing complexes.

Services Provided

WHO WE ARE

The Building and Property department ensures new

construction is safe, sustainable and

accessible. It maintains the integrity and safety of

all County owned facilities.

HOW WE DO IT

Issued 1,045 permits • Performed 5,225

building related inspections • Manage

374,473 sq. ft. of facilities • Maintain 1,825 windows

and 2,900 doors • Maintain 19 elevators

• Maintain 250,000 sq. ft. of parking area

WHAT WE DO

Enforce building and plumbing regulations

• Plans review • Inspection services

• Municipal bylaw enforcement • Enforces

nuisance beaver and coyote regulations

• Provide general building code information

• Facilities management



The Building and Property Department provides a number of services to Dufferin County residents and departments. The following are some examples of work in 2015:

• Record number of building permits issued in one year • Integrated with MPAC to provide more timely data, which gets new assessment

on rolls faster • Completed first round of septic re-inspection program • Responded to record number of bylaw enforcement calls • Renovations of 3,000 sq. ft. into 3 additional affordable housing units at Dynes

Gray Apartments (1.4.2) • Reduced building permit fees by 10% • Enhanced security in all social housing buildings • Ongoing lighting upgrades on County facilities to increase energy efficiency

(4.4.3) • Upgraded boilers at 250 Simon Street • Issue tenders for snow clearing services and for fire alarm inspections services

Challenges

There are a number of challenges that impact the Building and Property department:

• Continued growth throughout Dufferin County • Maintaining source water protection act requirements • Exceptionally busy bylaw enforcement activities • Maintaining compliance with various acts related to buildings and maintenance • Keeping abreast of regulation changes • Scheduling facilities maintenance across multiple departments • Maintaining standards of care of aging asset base given resources available


Moving into 2016 the Building and Property Department anticipates accomplishing the following:

• Enhance communications and cooperation with local municipalities to ensure timely and efficient resolution of by-laws issues (2.2.3)

• Researching and implementing energy conservation programs • Staff recruitment (4.4.4) • Resurface north lot of Court House • Extend/improve the life cycle of buildings and components through the use of

new technology (4.4.3) • Continued implementation of the energy management plan • Increase partnerships with local housing providers to enhance facilities

maintenance (4.3.5)


Staffing Resources

The Building and Property Department consists of 19 full time staff, 4 part-time staff and 4 summer students as outlined below:


2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook

Full time FTEs 19 19 19 19 19 0

Part time FTEs 3.3 3.3 3.3 3.3 3.3 0

Total FTE 22.3 22.3 22.3 22.3 22.3 0


The following tables summarize the budgets for Building and Property Department for 2016 to 2019:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE


Total Operating $15,675 $15,675 $15,675 $15,675 $15,175 $500 3.29%Capital Requirements

Expenditures $25,000 $25,000 $25,000 $30,000 $36,000 -$11,000 -30.56%Revenues -$25,000 -$25,000 -$25,000 -$30,000 -$36,000 $11,000 -30.56%

Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $15,675 $15,675 $15,675 $15,675 $15,175 $500 3.29% B

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The following tables summarize the operating budgets for Building and Property Department for 2016 to 2019:


• Increase in Other Revenue and Vehicles and Equipment directly attributable to greater demand for bylaw enforcement

• User Fees increase slightly due to planned growth in Dufferin County, incorporates reduction in permit fees

• Administrative and Office increase reflects increase in legal fees to better reflect actuals

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $143,000 $143,000 $143,500 $151,000 $114,000 $29,000 25.44%Revenues $0 $0 $0 $0 $0 $0 0.00%

Total Capital $143,000 $143,000 $143,500 $151,000 $114,000 $29,000 25.44%Tax Levy Requirements $847,370 $879,760 $867,510 $893,230 $872,790 -$25,420 -2.91%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $693,075 $703,865 $714,855 $726,045 $674,875 $18,200 2.70%Administrative and Office $144,625 $146,395 $147,695 $149,515 $132,275 $12,350 9.34%Service Delivery $7,500 $7,500 $7,500 $7,500 $7,500 $0 0.00%IT and Communications $18,200 $19,900 $18,600 $20,100 $19,400 -$1,200 -6.19%Vehicles and Equipment $32,710 $32,800 $32,890 $32,990 $29,975 $2,735 9.12%Transfers to Reserves $70,665 $29,500 $29,500 $34,500 $82,250 -$11,585 -14.09%


User Fees -$929,100 -$899,100 -$622,100 -$609,600 -$919,100 -$10,000 1.09%Other Revenue -$22,000 -$22,320 -$22,040 -$22,360 -$12,000 -$10,000 83.33%Transfers from Reserves $0 -$2,865 -$291,225 -$323,015 $0 $0 0.00%

Total Revenues -$951,100 -$924,285 -$935,365 -$954,975 -$931,100 -$20,000 2.15%Total Building and Bylaw $15,675 $15,675 $15,675 $15,675 $15,175 $500 3.29%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $1,082,050 $1,104,680 $1,127,710 $1,151,240 $1,039,050 $43,000 4.14%Administrative and Office $23,240 $23,430 $23,670 $23,850 $23,650 -$410 -1.73%Debt Repayment $340,440 $335,640 $331,600 $327,710 $343,910 -$3,470 -1.01%IT and Communications $12,500 $14,100 $12,700 $14,300 $13,480 -$980 -7.27%Facilities $397,020 $422,000 $450,500 $483,100 $422,460 -$25,440 -6.02%Vehicles and Equipment $42,760 $42,850 $42,940 $43,040 $42,865 -$105 -0.24%Transfers to Reserves $10,000 $10,000 $10,000 $10,000 $0 $10,000 100.00%


Rent Revenue -$744,340 -$765,210 -$789,310 -$813,910 -$622,225 -$122,115 19.63%Other Revenue -$459,300 -$450,730 -$485,800 -$497,100 -$504,400 $45,100 -8.94%

Total Revenues -$1,203,640 -$1,215,940 -$1,275,110 -$1,311,010 -$1,126,625 -$77,015 6.84%Total Facilities Management $704,370 $736,760 $724,010 $742,230 $758,790 -$54,420 -7.17%

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• Increase in Salaries and Benefits is full year impact of additional maintenance staff in 2015

• Reduction in Facilities costs is associated with reduction in property insurance and snow clearing

• Significant increase in Rent Revenue to reflect additional court revenue, a portion of which will be transferred to reserve to help offset the future costs of audio visual equipment replacement in the court rooms




The following tables summarize ten year Capital budget for Building and Bylaw:

The following tables summarize ten year Capital budget for Facilities:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresVehicles $25,000 $25,000 $25,000 $30,000 $36,000 -$11,000 -30.56%


Transfers from Reserves -$25,000 -$25,000 -$25,000 -$30,000 -$36,000 $11,000 -30.56%Total Revenues -$25,000 -$25,000 -$25,000 -$30,000 -$36,000 $11,000 -30.56%Total Building and Bylaw $0 $0 $0 $0 $0 $0 0.00%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresVehicles $30,000 $30,000 $30,000 $30,000 $30,000 $31,000


Transfers from Reserves -$30,000 -$30,000 -$30,000 -$30,000 -$30,000 -$31,000Total Revenues -$30,000 -$30,000 -$30,000 -$30,000 -$30,000 -$31,000Total Building and Bylaw $0 $0 $0 $0 $0 $0

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresLand Improvements $8,500 $8,500 $8,500 $10,000 $50,000 -$41,500 -83.00%Buildings $77,500 $77,500 $77,500 $83,000 $42,500 $35,000 82.35%Equipment & Machinery $28,500 $28,500 $29,000 $29,000 $13,500 $15,000 111.11%Vehicles $8,500 $8,500 $8,500 $9,000 $8,000 $500 6.25%Transfers to Reserves $20,000 $20,000 $20,000 $20,000 $0 $20,000 100.00%

Total Expenditures $143,000 $143,000 $143,500 $151,000 $114,000 $29,000 25.44%RevenuesTotal Revenues $0 $0 $0 $0 $0 $0 0.00%Total Facilities Management $143,000 $143,000 $143,500 $151,000 $114,000 $29,000 25.44%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresLand Improvements $10,000 $10,000 $10,000 $10,000 $10,000 $10,000Buildings $83,000 $83,000 $83,000 $83,000 $83,000 $73,000Equipment & Machinery $29,000 $29,000 $29,000 $29,000 $29,000 $29,000Vehicles $9,000 $9,000 $9,000 $9,000 $9,000 $9,000Transfers to Reserves $20,000 $20,000 $20,000 $20,000 $20,000 $20,000

Total Expenditures $151,000 $151,000 $151,000 $151,000 $151,000 $141,000RevenuesTotal Revenues $0 $0 $0 $0 $0 $0Total Facilities Management $151,000 $151,000 $151,000 $151,000 $151,000 $141,000 F

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Building Inspection Vehicles 25,000 0Facilities Maintenance Truck 8,500 8,500Elevator(s) Replacement 25,000 25,000Parking Lot Resurfacing (north lot) 8,500 8,500HVAC 7,500 7,500Structural Work 5,000 5,000Electrical /Mechanical Upgrades 5,000 5,000Windows 5,000 5,000Exterior Painting (2018) 10,000 10,000Equipment Replacement - Tractor/snow blowers 3,500 3,500Flooring 5,000 5,000Roof Replacement 10,000 10,000Facilities Reserve Contribution 20,000 20,000Security 30,000 30,0002016 Total 168,000 143,000


Total Building and Property Tax Requirements

Below is a summary of the total costs associated with Building and Property including Facilities Management.

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $168,000 $168,000 $168,500 $181,000 $150,000 $18,000 12.00%Revenues -$25,000 -$25,000 -$25,000 -$30,000 -$36,000 $11,000 -30.56%

Total Capital $143,000 $143,000 $143,500 $151,000 $114,000 $29,000 25.44%Tax Levy Requirements $863,045 $895,435 $883,185 $908,905 $887,965 -$24,920 -2.81%


Total Tax Levy Requirements $863,045 $895,435 $883,185 $908,905 $887,965 -$24,920 -2.81%

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Public Works Departmental Description

Public Works oversees both Transportation and Waste Services. Transportation is responsible for maintaining County road infrastructure on a day to day basis, designing and administering capital projects as well as other aspects which may impact the integrity of our roads or structures. Waste services manages the collection and disposal of waste throughout the County and provides education on diversion methods.

Services Provided


Public works provides a number of services to Dufferin County residents. The following are some examples of work completed in 2015:

Transportation:

• Maximized 2015 Capital savings to allow for additional work as listed below

WHO WE ARE

The Public Works department maintains the integrity and safety of the County road and bridge network and administers

an efficient, comprehensive and diversion oriented countywide waste collection program

HOW WE DO IT

324 km of roads •103 bridges/large-span

structures • 2,848 road signs • 9 traffic lights

• Over 20,000 tonnes of sand and salt • 6,600

tonnes of garbage collected • Diverted from landfill 6,000 tonnes of

recycling, 4,900 tonnes of organics and yard waste,

160 tonnes Household Hazardous and Electronic

Waste

WHAT WE DO

Road/Structure design, maintenance and

administration • Entrance permits • Excess load

permits • Road occupancy permits

• Mapping • Emergency numbering and signs • GIS • Road signs

• Organic, recycling and solid waste collections

• Household Hazardous and Electronic Waste


• Total of 19.7 km of Capital road work including road resurfacing, road reconstruction and widening, and intersection sightline improvements:

Road Location # of km Treatment 18 1 km S of 15 SR to CR 8 4.0 Rehabilitation and resurfacing 18 20 SR to CR 21 3.1 Rehabilitation and resurfacing 19 Hwy 89 to 5 SR 3.3 Rehabilitation and resurfacing 18 5 SR 0.5 Intersection improvements 11 CR 10 to 15 SR 3.1 Road widening and resurfacing 18 Various locations Asphalt repairs

Additional work completed 21 CR 124 to 5th Line 4.5 Rehabilitation and resurfacing 15 In Monticello 1.2 Rehabilitation and resurfacing

• Rehabilitation of 3 Culverts, one bridge repair and the replacement of 1 bridge structure:

Road Structure Treatment Am/GV Townline Bridge No. 004-0163 Replacement

109 Culvert No. 004-0164 Rehabilitation 109 Culvert No. 004-0165 Rehabilitation 109 Lockyer Bridge Repairs

Additional work completed 124 Culvert No. 004-0187 Rehabilitation

• Completed initial draft of Phase 1 Road Rationalization Study (4.1.2) • Reviewed Road Occupancy Permits, Entrance Permits and Construction

Notification policies

Waste Services:

• Achieved a 53.68% diversion rate for 2013 (WDO released the rate in spring 2015) (1.3.2)

• Received two Promotion and Education (P&E) awards from the Municipal Waste Association for the Waste Services Guide and newsletter (2.1.2)

• Expanded list of acceptable electronic wastes items, leading to increased e-waste recycling at events (1.3.2)

• Reviewed and awarded RFPs for Electronic Waste Collections and Collection Services for Household Hazardous Waste Event Days


• Implemented an annual Waste Collections Service Review of multi-residential, IC&I (Industrial, Commercial & Institutional) and County Buildings/Facilities, to increase diversion efforts and support collection services provided by the County

Challenges

There are a number of challenges that impact the Public Works department:

Transportation:

• Limited funding to maintain the road system • Limited compliment of Engineering staff to deliver more challenging, but cost

effective project solutions • The infrastructure gap • Sourcing willing hosts for the Living Snow Fence Program

Waste Services:

• Increasing program related costs • Increase of light-weight materials in the Blue Box recycling program, impacting

the overall diversion rate


As we move into 2016, the Public Works Department anticipates accomplishing the following:

Transportation:

• Complete Phase 1 and Phase 2 of the Road Rationalization project (4.1.2) • Collaborate with the local municipalities to explore joint procurement

opportunities (4.3.4) • Work to develop a long term financial plan that balances infrastructure

requirements against local economic conditions (4.1.1) • Increase annual capital contribution • Hire one additional Engineering Technologist to enable further Capital project

savings through administering unique and cost effective solutions as Capital constraints increase and projects become more complex

• Enhancing roadside safety • Improving stakeholder communications systems during winter events • Work to develop a pavement preservation strategy to prolong pavement life-

cycles (4.1.1) • Complete proposed capital projects

o 18.2 km of resurfacing work on Dufferin Road 24, Dufferin Road 15, Dufferin Road 19 and Dufferin Road 11 (includes road widening)

o Structure rehabilitation and repairs of one bridge and two culverts along with the replacement of one culvert

• Update Road Occupancy Permits, Entrance Permits and Construction Notification policies (3.3.2)


• Complete OSIM study

Waste Services:

• Work to develop a long term waste management strategy (1.3.1) • Increase education efforts to promote diversion (1.3.2) • Maximize countywide waste diversion through continued service reviews and

support of IC&I and multi-residential buildings/facilities, and single-family households

• Increase Blue Box capacity from 1.3 blue boxes per week per household, to 2 per week (or more) per household

• Review waste management programs and develop business practices (3.3.2)

Staffing Resources

The Public Works department consists of 20 full time staff, 18 seasonal staff, 1 co-op student all year and 4 summer students as outlined below:

In 2016, the Public Works Department is seeking authorization for a second full-time Engineering Technologist position. This position will further enable the Engineering team to provide a high level of service and ensure sufficient staff are available for administration of future Capital projects. With projects becoming increasingly complex and more numerous as infrastructure deteriorates, this position will provide their expertise in Engineering, tender writing, project estimation, surveying, contract administration and construction inspection to ensure Capital goals are met efficiently and effectively. As Capital funding is limited, staff work to implement unique and cost


effective solutions for each project to maximize the volume of work completed each year. These efforts effectively enhance the value for money related to Capital. This additional position will enable staff to pursue additional and significant savings for future work as many of these cost effective solutions require significant knowledge for implementation. This additional Engineering position will provide the necessary knowledge to obtain these savings.


2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook

Full time FTEs 20 21 21 21 21 1

Part time FTEs 9.2 9.2 9.2 9.2 9.2 0

Net FTE Change 29.2 30.2 30.2 30.2 30.2 -1


The following tables summarize the Public Works departmental budgets for 2016 to 2019:


The following table summarizes the Public Works operating budget by major function centre for 2016 to 2019:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $5,580,210 $5,499,930 $5,629,360 $5,699,720 $5,536,460 $43,750 0.79%Revenues -$303,520 -$306,935 -$328,070 -$321,435 -$257,300 -$46,220 17.96%

Total Operating $5,276,690 $5,192,995 $5,301,290 $5,378,285 $5,279,160 -$2,470 -0.05%Capital Requirements

Expenditures $8,816,000 $15,981,000 $13,431,000 $11,243,000 $7,781,677 $1,034,323 13.29%Revenues -$2,688,800 -$3,691,900 -$3,556,300 -$3,156,500 -$3,890,600 $1,201,800 -30.89%

Total Capital $6,127,200 $12,289,100 $9,874,700 $8,086,500 $3,891,077 $2,236,123 57.47%Tax Levy Requirements $11,403,890 $17,482,095 $15,175,990 $13,464,785 $9,170,237 $2,233,653 24.36%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $116,000 $12,000 $12,000 $12,000 $16,000 $100,000 625.00%Revenues $0 $0 $0 $0 $0 $0 0.00%


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• Last installment on South Arterial Road debenture to be made in 2016 • Increase in Administrative and Office relates to consulting fees for: bi annual

OSIM study and Phase 2 of the Road Rationalization study • Decrease in Service Contracts and User Fees relates to 2015 tri-annual air

photos • Increase in Other Revenue is transfers to capital to account for actual time staff

are spending on capital projects


• Slight increase in Service Delivery to reflect rising costs and additional funds required for loosetop maintenance

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $512,660 $526,510 $538,560 $550,710 $491,900 $20,760 4.22%Administrative and Office $336,760 $307,050 $315,770 $327,840 $279,300 $57,460 20.57%Debt Repayment $149,620 $0 $0 $0 $299,250 -$149,630 -50.00%Service Delivery $26,500 $23,600 $43,700 $27,200 $33,500 -$7,000 -20.90%IT and Communications $26,600 $28,950 $30,050 $30,750 $27,700 -$1,100 -3.97%Vehicles and Equipment $9,410 $13,350 $13,590 $13,630 $9,930 -$520 -5.24%

Total Expenditures $1,061,550 $899,460 $941,670 $950,130 $1,141,580 -$80,030 -7.01%Revenues

User Fees -$6,000 -$6,100 -$17,200 -$6,200 -$14,800 $8,800 -59.46%Subsidies -$700 -$700 -$700 -$700 -$700 $0 100.00%Other Revenue -$224,250 -$228,195 -$237,230 -$241,355 -$167,000 -$57,250 34.28%Transfers from Reserves -$750 $0 $0 $0 -$3,800 $3,050 -80.26%

Total Revenues -$231,700 -$234,995 -$255,130 -$248,255 -$186,300 -$45,400 24.37%Total Transportation $829,850 $664,465 $686,540 $701,875 $955,280 -$125,430 -13.13% A

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $1,574,350 $1,605,590 $1,637,340 $1,668,940 $1,527,900 $46,450 3.04%Administrative and Office $17,300 $17,050 $18,050 $17,950 $17,400 -$100 -0.57%Service Delivery $1,819,000 $1,832,000 $1,865,100 $1,879,400 $1,752,000 $67,000 3.82%IT and Communications $9,150 $9,450 $9,450 $9,750 $9,200 -$50 -0.54%Facilities $88,950 $93,300 $97,300 $100,650 $88,480 $470 0.53%Vehicles and Equipment $609,910 $633,080 $650,450 $662,900 $599,900 $10,010 1.67%Transfers to Reserves $400,000 $410,000 $410,000 $410,000 $400,000 $0 0.00%


User Fees -$10,000 -$10,000 -$11,000 -$11,000 -$9,000 -$1,000 11.11%Other Revenue -$61,820 -$61,940 -$61,940 -$62,180 -$62,000 $180 -0.29%

Total Revenues -$71,820 -$71,940 -$72,940 -$73,180 -$71,000 -$820 1.15%Total Transportation $4,446,840 $4,528,530 $4,614,750 $4,676,410 $4,323,880 $122,960 2.84%

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• Increase in Service Delivery a result of CPI indices on the contracts, improved participation of program and growth in the number of households

• Increase in Administrative and Office and Transfer from Reserve for consulting services to assist with the development of a long term waste strategy


These items are not included in the numbers above and are shown separately as they are considered service enhancements.

The 2016 request for additional engineering staff is described above under staffing resources.


The following table summarizes the Public Works Capital budget:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $397,950 $408,270 $419,130 $421,590 $386,800 $11,150 2.88%Administrative and Office $179,960 $155,600 $142,670 $143,140 $140,100 $39,860 28.45%Service Delivery $4,859,450 $5,018,230 $5,185,000 $5,356,830 $4,684,500 $174,950 3.73%IT and Communications $3,400 $4,300 $3,400 $4,300 $4,900 -$1,500 -30.61%Vehicles and Equipment $8,510 $8,550 $8,590 $8,630 $7,530 $980 13.01%


User Fees -$60,000 -$60,000 -$60,000 -$60,000 -$60,000 $0 0.00%Rent Revenue -$2,850 -$2,850 -$2,850 -$2,850 -$1,425 -$1,425 100.00%Subsidies -$1,400 -$1,400 -$1,400 -$1,400 -$1,400 $0 0.00%Other Revenue -$1,233,500 -$1,233,500 -$1,233,500 -$1,233,500 -$1,216,000 -$17,500 1.44%Transfers from Reserves -$40,000 $0 $0 $0 $0 -$40,000 100.00%

Total Revenues -$1,337,750 -$1,297,750 -$1,297,750 -$1,297,750 -$1,278,825 -$58,925 4.61%Total Waste Services $4,111,520 $4,297,200 $4,461,040 $4,636,740 $3,945,005 $166,515 4.22%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Service EnhancementsStaffing change $52,060 $53,665 $55,325 $57,040 $0 $52,060

$52,060 $53,665 $55,325 $57,040 $0 $52,060Total Service Enhancements


A ten year capital plan was developed for 2016 – 2025, details can be found in the capital section of this document. Specific 2016 transportation capital projects include:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresLand $150,000 $100,000 $0 $0 $0 $150,000 #DIV/0!Land Improvements $385,000 $435,000 $435,000 $435,000 $410,000 -$25,000 -6.10%Buildings $125,000 $125,000 $125,000 $125,000 $75,000 $50,000 100.00%Equipment & Machinery $89,000 $18,000 $10,000 $10,000 $19,000 $70,000 368.42%Vehicles $420,000 $417,000 $610,000 $515,000 $307,000 $113,000 36.81%Roads $6,316,000 $13,146,000 $10,498,000 $8,962,000 $5,458,500 $857,500 15.71%Bridges & Culverts $1,331,000 $1,740,000 $1,753,000 $1,196,000 $1,512,177 -$181,177 -11.98%

Total Expenditures $8,816,000 $15,981,000 $13,431,000 $11,243,000 $7,781,677 $1,034,323 13.29%Revenues

Development Charges -$369,800 -$901,900 -$870,300 -$812,000 -$447,800 $78,000 -17.42%Transfers from Reserves -$230,000 -$331,000 -$462,500 -$427,500 -$1,136,700 $906,700 -79.77%Subsidies -$1,729,000 -$1,729,000 -$1,811,000 -$1,847,000 -$1,866,100 $137,100 100.00%Other Revenue -$360,000 -$730,000 -$412,500 -$70,000 -$440,000 $80,000 -18.18%

Total Revenues -$2,688,800 -$3,691,900 -$3,556,300 -$3,156,500 -$3,890,600 $1,201,800 -30.89%Total Transportation $6,127,200 $12,289,100 $9,874,700 $8,086,500 $3,891,077 $2,236,123 57.47%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresLand Improvements $435,000 $435,000 $435,000 $435,000 $435,000 $435,000Buildings $125,000 $125,000 $25,000 $25,000 $25,000 $25,000Equipment & Machinery $10,000 $10,000 $10,000 $10,000 $10,000 $10,000Vehicles $315,000 $597,000 $475,000 $570,000 $700,000 $615,000Roads $9,390,000 $8,636,000 $8,379,000 $8,061,000 $8,150,000 $8,607,000Bridges & Culverts $1,607,500 $1,577,000 $1,599,000 $1,674,000 $1,705,000 $1,738,400

Total Expenditures $11,882,500 $11,380,000 $10,923,000 $10,775,000 $11,025,000 $11,430,400Revenues

Development Charges -$857,700 -$18,500 -$35,000 -$44,500 -$17,500 -$17,500Transfers from Reserves -$247,500 -$478,500 -$390,000 -$452,500 -$592,500 -$497,500Subsidies -$1,847,000 -$1,847,000 -$1,884,000 -$1,884,000 -$1,921,000 -$1,921,000Other Revenue -$50,000 -$100,000 -$50,000 -$70,000 -$90,000 -$100,000

Total Revenues -$3,002,200 -$2,444,000 -$2,359,000 -$2,451,000 -$2,621,000 -$2,536,000Total Transportation $8,880,300 $8,936,000 $8,564,000 $8,324,000 $8,404,000 $8,894,400

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresBuildings $100,000 $0 $0 $0 $0 $100,000 100.00%Vehicles $16,000 $12,000 $12,000 $12,000 $16,000 $0 0.00%

Total Expenditures $116,000 $12,000 $12,000 $12,000 $16,000 $100,000 625.00%RevenuesTotal Revenues $0 $0 $0 $0 $0 $0 0.00%Total Waste Services $116,000 $12,000 $12,000 $12,000 $16,000 $100,000 625.00%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresVehicles $12,000 $12,000 $12,000 $12,000 $12,000 $12,000

Total Expenditures $12,000 $12,000 $12,000 $12,000 $12,000 $12,000RevenuesTotal Revenues $0 $0 $0 $0 $0 $0Total Waste Services $12,000 $12,000 $12,000 $12,000 $12,000 $12,000

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Specific 2016 waste services capital projects include:

Total Public Works Tax Requirements

Below is a summary of the total costs associated with Public Works including Transportation and Waste Services.

Project Description km Project Cost Tax Levy

RequirementsPre-engineering/Design for Future Projects 100,000 0CR 11 Road Allowance Purchases 0 150,000 150,000Rsf & widen CR 11 (15th SR to 20th SR) 3.1 2,550,000 2,180,200Rsf CR 19 (5 SR to CR 17) 3.1 700,000 0Rsf CR 15 (CR 25 to Monticello) 4.8 856,000 0Rsf CR 24 (CR3 to 10 SR) 3.3 1,010,000 837,000Rsf CR 24 (10 Line to CR 109) 3.9 1,100,000 1,100,000Small Structure Replacement 130,000 130,000Future Year Structure Design and Approvals 82,000 82,000Culvert 231544XC - Replace 465,000 465,000Municipal Drain Culvert (004-0186) - Min.Rehab. 181,000 181,000Boyne River Bridge (004-0116) - Min.Rehab. 250,000 250,000Culvert No. 802 (004-0906) - Min.Rehab. 223,000 223,000Living Snow Fencing 50,000 50,000Guiderails 100,000 100,000Other - Intersection Lighting, Signals, etc. 10,000 10,000Tandem Plows 280,000 0Sign/Service Truck and Equipment 105,000 0Truck Lifts 70,000 0Pick-up Trucks 35,000 0Small Equipment 19,000 19,000Salt-Loading building beside existing domes 100,000 100,000Roofing (2020) 25,000 25,000Trails Development 150,000 150,000Rail Trail Fencing 75,000 75,0002016 Total 8,816,000 6,127,200


Waste Services Storage Building 100,000 100,000Vehicle Replacement 16,000 16,0002016 Total 116,000 116,000


2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $8,932,000 $15,993,000 $13,443,000 $11,255,000 $7,797,677 $1,134,323 14.55%Revenues -$2,688,800 -$3,691,900 -$3,556,300 -$3,156,500 -$3,890,600 $1,201,800 -30.89%

Total Capital $6,243,200 $12,301,100 $9,886,700 $8,098,500 $3,907,077 $2,336,123 59.79%Tax Levy Requirements $15,631,410 $21,791,295 $19,649,030 $18,113,525 $13,131,242 $2,500,168 19.04%

Total Service Enhancements $52,060 $53,665 $55,325 $57,040 $0 $52,060

Total Tax Levy Requirements $15,683,470 $21,844,960 $19,704,355 $18,170,565 $13,131,242 $2,552,228 19.44%

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Community Services Departmental Description

The Community Services Department is responsible for Ontario Works, Children Services, Housing Services and Emergency Management. The Department provides Community and Social Services to county residents who may be in financial hardship, require short or long term social supports or require supports related to employment. The Department acts as the service manager for the Ministry of Municipal Affairs and Housing (Housing Programs), the Ministry of Community and Social Services (Ontario Works), the Ministry of Education (Children Services), and the Ministry of Child and Youth (also Children Services).The department also collaborates with a multitude of ministries related to local emergency management.

Services Provided

Key Initiatives in 2015

For 2015 several initiatives were undertaken by the Community Services Department:

• Implementation of the provincial computer system for Ontario Works

WHO WE ARE

The County of Dufferin Community Services

department is dedicated to improving the well-

being of individuals and families in our community by connecting people to resources, supports and

opportunities at every chapter of life

HOW WE DO IT

Support 789 Ontario Works individuals monthly • Issues $3.7 M in social

assistance annually • $1,900,000 in children fee subsidy / year – 303

children / month • Manage 279 Social Housing Units

monthly • Support 600 private housing units

• 11,500 client visits to Edelbrock Centre per year

• 498 annual tenant housing reviews

WHAT WE DO

Financial supports for social housing, child

care, unemployed and the underemployed • Employment and Addiction Related

Services • Address eviction prevention and homelessness • Provide

children services and supports to families and agencies • Emergency

Services


• Enhanced the use of social media detailing services offered by the department (2.1.1)

• Engaged the Aboriginal and Metis Groups – Specific 10 year Housing and Homelessness Plan objective (1.4.2)

• Enhanced Emergency Management as well as the Accessibility for Ontarians with Disabilities work by offering local table top exercises and a new Accessibility Share Point Website for local policy development (3.1.1)

• Completed project funding plan for 2015 Provincial Investment in Affordable Housing

• Launched the DC MOVES planning table in efforts to working with local agencies to better integrate human services (4.2.3)

• Planned Poverty Forum and created local Poverty Reduction planning table (1.4.3)

• Enhanced the accreditation, education and quality of child care centres and providers by using County staff and resources

• Reestablished communication protocols for stakeholders in the coordination of emergency notifications specific to severe weather, sheltering and local road closures

Challenges

There are a number of challenges that impact the Community Services Department:

• Staff “Change Fatigue” as a result of ministry program and technology changes • New technology / learning curves / staff moral • Reduced Ministry funding in program areas • Program outcomes requirements not reflective of funding due to drag in ministry

funding formula • Precarious employment options that do not lead to program exits – increase in

recidivism and time requiring assistance • Greater up-take in service demands being managed with current staffing

complement • Increased work load due to new ministry software requirements • Time commitment and greater emphasis on housing provider administration • Changes in service cost that increase cost to operations


As we move into 2016 Community Services anticipates accomplishing the following:

• Commence planning for additional social housing units in 2018 (1.4.2) • Become a ministry pilot for new Ontario Works software (SAMS systems

enhancements • Develop a 3 year plan to start addressing poverty reduction for Dufferin County

(1.4.3) • Create Evidence Informed Planning Table in Children’s Services that drives local

and aligned access to service for residents (4.4.3)


• Officially launch Edelbrock Social Enterprise in collaboration with HUB partners • Investigate the possibilities of local “Social Impact Bonds”

Staffing Resources

The Community Services department consists of 38 full time staff, 26 part time staff and 1 summer student as outlined below:


2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook

Full time FTEs 36 36 36 36 36 0

Part time FTEs 13.93 13.93 13.93 13.93 13.93 0

Total FTE 49.93 49.93 49.93 49.93 49.93 0


The following tables summarize Community Services budgets for 2016 to 2019, including Emergency Services, Ontario Works and Employment, Child Care and Housing:



The following tables summarize the Community Services operating budgets for 2016 to 2019:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $6,733,275 $6,757,780 $6,797,254 $6,835,694 $6,692,705 $40,571 0.61%Revenues -$5,348,172 -$5,416,792 -$5,529,169 -$5,533,982 -$5,364,497 $16,325 -0.30%



Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $1,385,103 $1,340,988 $1,268,085 $1,301,712 $1,328,208 $56,896 4.28% O

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE


Total Operating $826,316 $930,229 $1,010,128 $1,042,460 $679,986 $146,330 21.52%Capital Requirements


Total Capital $0 $0 $0 $0 $0 $0 0.00%Tax Levy Requirements $826,316 $930,229 $1,010,128 $1,042,460 $679,986 $146,330 21.52%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $220,000 $220,000 $4,620,000 $226,000 $167,000 $53,000 31.74%Revenues -$142,500 -$130,000 -$4,515,000 -$110,000 -$157,500 $15,000 -9.52%


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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $292,820 $295,140 $297,000 $299,330 $279,845 $12,975 4.64%Revenues -$6,000 -$5,000 -$4,000 -$3,000 -$7,000 $1,000 -14.29%




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• Addition of Transfer from Reserve to offset reduction in Subsidies


• Increase in hours of Quality Assurance position responsible for increase to Salaries and Benefits offset by increase in Subsidies

• Enhanced provincial funding contributes to increase in both Subsidies and Service Delivery

• Transfer from Reserves decrease as a result of preapproved plan to reduce transfer from Children’s Services Reserve Fund

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $1,662,300 $1,678,400 $1,704,900 $1,731,800 $1,623,975 $38,325 2.36%Administrative and Office $175,740 $179,130 $185,980 $188,970 $178,500 -$2,760 -1.55%Debt Repayment $312,690 $305,020 $298,550 $292,340 $318,260 -$5,570 -1.75%Service Delivery $4,007,000 $4,007,000 $4,007,000 $4,007,000 $4,000,000 $7,000 0.18%IT and Communications $20,500 $21,600 $21,300 $21,600 $19,200 $1,300 6.77%Facilities $535,045 $546,630 $559,524 $573,984 $532,770 $2,276 0.43%Transfers to Reserves $20,000 $20,000 $20,000 $20,000 $20,000 $0 0.00%


Rent Revenue -$132,030 -$136,000 -$140,080 -$140,080 -$128,160 -$3,870 3.02%Subsidies -$4,675,926 -$4,787,676 -$4,891,976 -$4,891,976 -$4,751,800 $75,874 -1.60%Other Revenue -$462,080 -$463,700 -$466,358 -$469,772 -$457,626 -$4,454 0.97%Transfers from Reserves -$78,136 -$29,416 -$30,755 -$32,154 -$26,911 -$51,225 190.35%

Total Revenues -$5,348,172 -$5,416,792 -$5,529,169 -$5,533,982 -$5,364,497 $16,325 -0.30%Total Ont. Works, Employment Resources $1,385,103 $1,340,988 $1,268,085 $1,301,712 $1,328,208 $56,896 4.28%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $1,721,830 $1,749,530 $1,777,630 $1,806,230 $1,644,300 $77,530 4.72%Administrative and Office $45,110 $45,680 $46,280 $46,690 $43,180 $1,930 4.47%Service Delivery $3,095,458 $3,095,458 $3,095,458 $3,095,458 $2,909,462 $185,996 6.39%IT and Communications $12,390 $13,290 $12,390 $13,290 $12,000 $390 3.25%Facilities $197,177 $197,200 $199,579 $202,281 $191,374 $5,803 3.03%Vehicles and Equipment $6,850 $6,870 $6,890 $6,910 $5,865 $985 16.79%


User Fees -$331,300 -$331,300 -$331,300 -$331,300 -$331,300 $0 0.00%Subsidies -$3,669,323 -$3,669,623 -$3,669,923 -$3,670,223 -$3,468,019 -$201,304 5.80%Other Revenue -$126,876 -$126,876 -$126,876 -$126,876 -$126,876 $0 0.00%Transfers from Reserves -$125,000 -$50,000 $0 $0 -$200,000 $75,000 -37.50%

Total Revenues -$4,252,499 -$4,177,799 -$4,128,099 -$4,128,399 -$4,126,195 -$126,304 3.06%Total Child Care $826,316 $930,229 $1,010,128 $1,042,460 $679,986 $146,330 21.52%

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• Full year of debenture payments for new housing building Dynes Gray contributes to increase in Debt Repayment

• Large increase in Facilities contributable to increase in utilities, insurance and property taxes

• Decrease to Subsidies as a result of reduction in federal funding partially offset by Transfer from Reserve Fund


• Increase in Transfers to Reserves for Disaster Relief Reserve


These items are not included in the numbers above and are shown separately as they are considered service enhancements.

As per County Council funds have been added for the Poverty Reduction Task Force.

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $1,107,720 $1,152,130 $1,187,640 $1,224,150 $1,103,700 $4,020 0.36%Administrative and Office $345,230 $337,168 $329,191 $321,870 $345,585 -$355 -0.10%Debt Repayment $499,220 $499,220 $499,220 $499,220 $392,284 $106,936 27.26%Service Delivery $3,381,100 $3,451,600 $4,481,995 $3,571,390 $3,291,600 $89,500 2.72%IT and Communications $45,960 $46,630 $46,100 $46,770 $44,050 $1,910 4.34%Facilities $1,922,958 $1,988,530 $2,056,896 $2,117,792 $1,800,893 $122,066 6.78%Vehicles and Equipment $7,800 $7,820 $7,840 $7,860 $7,715 $85 1.10%


User Fees -$19,320 -$19,320 -$19,320 -$19,320 -$21,450 $2,130 -9.93%Rent Revenue -$1,745,600 -$1,762,900 -$1,780,500 -$1,765,200 -$1,689,350 -$56,250 3.33%Subsidies -$1,691,774 -$1,704,994 -$2,650,389 -$1,658,034 -$1,763,428 $71,654 -4.06%Other Revenue -$65,500 -$65,500 -$36,000 -$36,000 -$60,700 -$4,800 7.91%Transfers from Reserves -$327,540 -$296,780 -$280,390 -$266,390 -$227,150 -$100,390 44.20%

Total Revenues -$3,849,734 -$3,849,494 -$4,766,599 -$3,744,944 -$3,762,078 -$87,656 2.33%Total Housing $3,460,254 $3,633,604 $3,842,283 $4,044,108 $3,223,749 $236,506 7.34%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $110,650 $112,470 $114,290 $116,110 $109,900 $750 0.68%Administrative and Office $19,770 $19,870 $20,110 $20,220 $19,620 $150 0.76%Service Delivery $119,050 $119,130 $119,210 $119,290 $116,300 $2,750 2.36%IT and Communications $11,100 $11,400 $11,100 $11,400 $11,700 -$600 -5.13%Vehicles and Equipment $2,250 $2,270 $2,290 $2,310 $2,325 -$75 -3.23%Transfers to Reserves $30,000 $30,000 $30,000 $30,000 $20,000 $10,000 50.00%


Transfers from Reserves -$6,000 -$5,000 -$4,000 -$3,000 -$7,000 $1,000 -14.29%Total Revenues -$6,000 -$5,000 -$4,000 -$3,000 -$7,000 $1,000 -14.29%Total Emergency Services $286,820 $290,140 $293,000 $296,330 $272,845 $13,975 5.12%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

Service EnhancementsPoverty Reduction Task Force $30,000 $30,000 $30,000 $30,000 $0 $30,000

$30,000 $30,000 $30,000 $30,000 $0 $30,000Total Service Enhancements



The following table summarizes the Community Services Capital budget:


2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresLand Improvements $25,000 $25,000 $25,000 $25,000 $10,000 $15,000 150.00%Buildings $135,000 $135,000 $4,535,000 $136,000 $85,000 $50,000 58.82%Equipment & Machinery $45,000 $45,000 $45,000 $50,000 $57,000 -$12,000 -21.05%Transfers to Reserves $15,000 $15,000 $15,000 $15,000 $15,000 $0 0.00%

Total Expenditures $220,000 $220,000 $4,620,000 $226,000 $167,000 $53,000 31.74%Revenues

Subsidies -$142,500 -$130,000 -$115,000 -$110,000 -$157,500 $15,000 -9.52%Other Revenue $0 $0 -$4,400,000 $0 $0 $0 0.00%

Total Revenues -$142,500 -$130,000 -$4,515,000 -$110,000 -$157,500 $15,000 -9.52%Total Community Services $77,500 $90,000 $105,000 $116,000 $9,500 $68,000 715.79%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresLand Improvements $25,000 $25,000 $25,000 $25,000 $25,000 $25,000Buildings $136,000 $136,000 $136,000 $136,000 $136,000 $136,000Equipment & Machinery $50,000 $50,000 $60,000 $60,000 $60,000 $60,000Transfers to Reserves $15,000 $15,000 $15,000 $15,000 $15,000 $15,000


Subsidies -$100,000 -$90,000 -$80,000 -$70,000 -$60,000 -$20,000Total Revenues -$100,000 -$90,000 -$80,000 -$70,000 -$60,000 -$20,000Total Community Services $126,000 $136,000 $156,000 $166,000 $176,000 $216,000

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Public Housing Reserve Contribribution 15,000 15,000Electrical/Security/Intercom 20,000 0Roof Replacement 15,000 0Kitchen Retrofits 5,000 5,000Structural (balconies, etc.) 10,000 10,000Flooring 20,000 7,500HVAC 20,000 10,000Bathrooms 25,000 25,000Exterior Painting 5,000 5,000Asphalt Paving 25,000 0Window Replacement 15,000 0Appliance Replacement 15,000 0Elevator Replacement 30,000 02016 Total 220,000 77,500


Total Community Services Tax Requirements

Below is a summary of the total costs associated with Corporate Services including Ontario Works, Child Care, Housing and Emergency Management Services.

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $220,000 $220,000 $4,620,000 $226,000 $167,000 $53,000 31.74%Revenues -$142,500 -$130,000 -$4,515,000 -$110,000 -$157,500 $15,000 -9.52%


Total Service Enhancements $30,000 $30,000 $30,000 $30,000 $0 $30,000

Total Tax Levy Requirements $6,358,274 $6,441,137 $6,596,687 $6,851,700 $5,733,299 $624,976 10.90% TO

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Dufferin Oaks Departmental Description

The Dufferin Oaks Department is responsible for Dufferin Oaks Long Term Care Home, Dufferin County Community Support Services, McKelvie Supportive Housing and the Mel Lloyd Centre.

Services Provided


Dufferin Oaks provides a number of services to our residents and clients. The following are some examples of work in 2015:

• Trained and became a Music and Memory Certified Care Facility. This program connects our residents to meaningful personalized music of their past to provide

WHO WE ARE

Dufferin Oaks is dedicated to enhancing the lives of seniors and

adults with disabilities by offering a continuum of

care and services throughout our community

HOW WE DO IT

160 long term care beds providing 24/7/365 care

• 654,000 pounds of laundry washed • 181,870 meals

prepared • 21,015 litres of milk and 4,116 loaves of

bread served • 2,772 days of adult day program • 816 community clients served • 9,358 transportation trips • 7,512 meals on wheels delivered • 22 supportive housing apartments • hub

for over 20 community organizations • 188

volunteers • over 186,000 sq. feet of buildings

WHAT WE DO

Long Term Care • Meals on Wheels and Frozen Meals • Transportation • Adult Day Program • Congregate Dining • Home Help • Home

Maintenance • Friendly Visiting • Respite • Outreach Bathing • Supportive Housing • Community Hub

Building


an enhanced quality of life. Received community donations to support this valuable program (4.2.2)

• Reviewed the Dufferin Oaks Mission Statement with our required partners as legislated by the Long Term Care Homes Act every 5 years (3.3.1)

• Purchased new furniture for our secure home area • Expanded our transportation program with an additional van. Now 5 vans

providing transportation to Dufferin County seniors and adults with disabilities (1.4.1)

• Purchased new equipment including beds, lifts, slings, floor scrubber, and wheelchair adjustable dining tables

• Purchased new Dufferin Oaks bus • Completed repair to 6 HVAC units at Dufferin Oaks • Completed roof restoration on Dufferin Oaks building • Implemented Point of Care computerized documentation for our long term care

residents (4.4.3) • Received an average satisfaction rating of 96% on Dufferin Oaks annual resident

and family survey • Successful intergenerational programming with our residents and day program

clients with the children of the Shelburne Ontario Early Years Centre (4.2.2)

Challenges

There are a number of challenges that impact the Dufferin Oaks department:

• Increasing care needs of residents and client expectations • Dealing with responsive behaviours and ensuring the safety of residents. Dufferin

Oaks has the only secure unit for residents with dementia in Dufferin County • Inadequate Ministry funding to meet client needs and expectations • Stringent Long Term Care Home regulations and inspection process • Over 100 on the waitlist for our 160 beds • Managing over 200 unionized employees (CUPE & ONA)


As we move into 2016 Dufferin Oaks anticipates accomplishing the following:

• Meeting Long Term Care Compliance inspections • Upgrading various resident care equipment including beds and lifts • Replace two end of life Mel Lloyd Centre boilers with more efficient units • Repair Mel Lloyd Centre walkways • Repair Mono Home Area Patio for the safety of our secure residents • Negotiation of collective agreements for ONA (agreement expires March 2016)

and CUPE (agreement expires December 2016) • Preparation for Accreditation to be completed by March 2017 as per LHIN

Accountability Agreement (3.3.1) • Enter into new LSAA (Long Term Care Service Accountability Agreement) for

2016-2019 with the Central West LHIN for Long Term Care Home funding


Staffing Resources

The Dufferin Oaks department consists of 85 full time staff and 141 part time staff as outlined below:

No additional staff are being requested. The increases shown below relate to enhancements in Community Support Services made possible through additional provincial subsidy.


2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook

Full time FTEs 85 86 86 86 86 0

Part time FTEs 56.2 56.0 56.4 56.4 56.4 0

Total FTE 141.2 142.0 142.4 142.4 142.4 0


The following table summarizes Dufferin Oaks status quo budget for 2016 to 2019:



The following tables summarize the operating budgets for Dufferin Oaks for 2016 to 2019:


• Vehicles and Equipment have decreased due to a reduction in equipment related costs to better reflect actual expenditures

• Decrease in Other Revenue is due to loss of revenue associated with Pharmacy contract

• One time transfer from reserve ceases in 2016 • Increase in Service Delivery due mainly to increase in raw food costs and high

intensity needs, both partially offset by provincial subsidy

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $450,000 $618,000 $586,000 $590,500 $854,500 -$404,500 -47.34%Revenues $0 $0 $0 $0 -$487,000 $487,000 -100.00%

Total Capital $450,000 $618,000 $586,000 $590,500 $367,500 $82,500 22.45%Tax Levy Requirements $3,543,790 $3,862,045 $3,975,305 $3,949,129 $3,361,098 $182,692 5.44% D

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $10,791,410 $10,964,595 $11,138,355 $11,314,825 $10,631,380 $160,030 1.51%Administrative and Office $358,880 $372,260 $388,270 $400,700 $374,070 -$15,190 -4.06%Debt Repayment $1,526,100 $1,529,300 $1,530,600 $1,358,200 $1,524,600 $1,500 0.10%Service Delivery $1,229,790 $1,252,130 $1,273,870 $1,295,154 $1,163,853 $65,937 5.67%IT and Communications $101,150 $102,030 $102,060 $102,700 $96,850 $4,300 4.44%Facilities $696,690 $721,670 $750,150 $777,510 $697,750 -$1,060 -0.15%Vehicles and Equipment $89,920 $91,660 $93,300 $94,750 $102,765 -$12,845 -12.50%


User Fees -$3,465,410 -$3,499,700 -$3,534,330 -$3,569,310 -$3,339,430 -$125,980 3.77%Subsidies -$7,801,170 -$7,864,350 -$7,936,850 -$8,010,030 -$7,743,830 -$57,340 0.74%Other Revenue -$311,830 -$314,670 -$316,710 -$317,810 -$352,830 $41,000 -11.62%Transfers from Reserves -$164,300 -$168,000 -$171,900 -$176,000 -$221,730 $57,430 -25.90%

Total Revenues -$11,742,710 -$11,846,720 -$11,959,790 -$12,073,150 -$11,657,820 -$84,890 0.73%Total Dufferin Oaks Long Term Care $3,051,230 $3,186,925 $3,316,815 $3,270,689 $2,933,448 $117,782 4.02%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresIT and Communications $1,950 $1,950 $1,950 $1,950 $1,900 $50 2.63%Facilities $318,670 $328,060 $337,570 $347,530 $316,310 $2,360 0.75%


Rent Revenue -$282,790 -$291,270 -$300,010 -$309,010 -$275,400 -$7,390 2.68%Other Revenue -$48,450 -$49,420 -$50,410 -$51,420 -$47,500 -$950 2.00%Transfers from Reserves -$39,500 -$39,500 -$39,500 -$39,500 -$39,500 $0 0.00%

Total Revenues -$370,740 -$380,190 -$389,920 -$399,930 -$362,400 -$8,340 2.30%Total Mel Lloyd Centre -$50,120 -$50,180 -$50,400 -$50,450 -$44,190 -$5,930 13.42%

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• Large increases in Salaries and Benefits and Service Delivery are offset by increase in Subsidies, relates to various programming enhancements

• User Fees increase reflects increase in programming




The following tables summarize ten year Capital budget for Dufferin Oaks:

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $593,780 $599,350 $608,920 $618,700 $514,970 $78,810 15.30%Administrative and Office $70,240 $71,470 $72,830 $73,650 $74,250 -$4,010 -5.40%Service Delivery $943,530 $943,810 $943,990 $944,170 $838,700 $104,830 12.50%IT and Communications $8,900 $9,270 $9,340 $9,420 $8,850 $50 0.56%Facilities $45,530 $46,900 $48,310 $49,760 $44,200 $1,330 3.01%Vehicles and Equipment $37,670 $39,370 $40,890 $42,430 $37,930 -$260 -0.69%


User Fees -$153,500 -$150,500 -$150,500 -$150,500 -$134,500 -$19,000 14.13%Subsidies -$1,407,840 -$1,407,840 -$1,407,840 -$1,407,840 -$1,237,640 -$170,200 13.75%Other Revenue -$1,400 -$1,400 -$1,400 -$1,400 -$1,400 $0 0.00%

Total Revenues -$1,562,740 -$1,559,740 -$1,559,740 -$1,559,740 -$1,373,540 -$189,200 13.77%Total Community Support Services $136,910 $150,430 $164,540 $178,390 $145,360 -$8,450 -5.81%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $10,620 $10,790 $10,960 $11,140 $10,400 $220 2.12%IT and Communications $13,700 $13,750 $13,800 $13,850 $13,650 $50 0.37%Facilities $152,700 $157,000 $161,420 $166,050 $150,630 $2,070 1.37%


User Fees -$13,400 -$13,700 -$13,700 -$13,700 -$13,200 -$200 1.52%Rent Revenue -$207,850 -$210,970 -$214,130 -$217,340 -$202,500 -$5,350 2.64%

Total Revenues -$221,250 -$224,670 -$227,830 -$231,040 -$215,700 -$5,550 2.57%Total McKelvie Supportive Hsg -$44,230 -$43,130 -$41,650 -$40,000 -$41,020 -$3,210 7.83% M

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresLand Improvements $75,000 $42,000 $62,000 $2,000 $77,000 -$2,000 -2.60%Buildings $258,000 $451,000 $381,000 $353,000 $475,000 -$217,000 -45.68%Equipment & Machinery $92,000 $95,000 $88,000 $145,500 $121,500 -$29,500 -24.28%Vehicles $25,000 $30,000 $35,000 $25,000 $85,000 -$60,000 100.00%Other $0 $0 $20,000 $65,000 $96,000 -$96,000 -100.00%


Development Charges $0 $0 $0 $0 -$27,000 $27,000Transfers from Reserves $0 $0 $0 $0 -$10,000 $10,000 -100.00%Subsidies $0 $0 $0 $0 -$75,000 $75,000Other Revenue $0 $0 $0 $0 -$375,000 $375,000 100.00%

Total Revenues $0 $0 $0 $0 -$487,000 $487,000 -100.00%Total Dufferin Oaks $450,000 $618,000 $586,000 $590,500 $367,500 $82,500 22.45%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresLand Improvements $32,000 $32,000 $32,000 $32,000 $32,000 $32,000Buildings $303,000 $268,000 $258,000 $278,000 $298,000 $308,000Equipment & Machinery $154,000 $212,000 $207,000 $207,000 $186,000 $176,000Vehicles $45,000 $45,000 $55,000 $50,000 $50,000 $50,000Other $60,000 $37,500 $42,500 $27,500 $27,500 $27,500

Total Expenditures $594,000 $594,500 $594,500 $594,500 $593,500 $593,500RevenuesTotal Revenues $0 $0 $0 $0 $0 $0Total Dufferin Oaks $594,000 $594,500 $594,500 $594,500 $593,500 $593,500

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Elevators 25,000 25,000HVAC 25,000 25,000Boilers 40,000 40,000Exterior Patio/Walkways 45,000 45,000Exterior 5,000 5,000Windows 10,000 10,000Electrical /Mechanical 10,000 10,000Fire Alarm Panels 10,000 10,000Lighting 3,000 3,000Bed/Nursing Equipment Replacement 42,000 42,000Kitchen Equipment Replacement 13,000 13,000Laundry Equipment 15,500 15,500Housekeeping Equipment Replacement 8,500 8,500MLC Roof 70,000 70,000Kitchen Flooring Restoration 10,000 10,000MBV Village Replacements 13,000 13,000MBV Sprinklers 50,000 50,000Parking Lot and Site Improvements 30,000 30,000DO/DCCSS Vehicle Replacement 25,000 25,0002016 Total 450,000 450,000


Total Dufferin Oaks Tax Requirements

Below is a summary of the total costs associated with Dufferin Oaks including Long Term Care, Mel Lloyd Centre, McKelvie Supportive Housing and Community Support Services.

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE



Expenditures $450,000 $618,000 $586,000 $590,500 $854,500 -$404,500 -47.34%Revenues $0 $0 $0 $0 -$487,000 $487,000 -100.00%

Total Capital $450,000 $618,000 $586,000 $590,500 $367,500 $82,500 22.45%Total Status Quo $3,543,790 $3,862,045 $3,975,305 $3,949,129 $3,361,098 $182,692 5.44%


Total Tax Levy Requirements $3,543,790 $3,862,045 $3,975,305 $3,949,129 $3,361,098 $182,692 5.44% DU

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Museum, Archives & Forest Departmental Description

The Dufferin County Museum & Archives (DCMA) and Forest Department serves as guardian of the cultural and natural heritage of Dufferin County.

Services Provided


During 2015 the DCMA and County Forest:

• Implemented an annual schedule of exhibits, programs and events; widely distributed a new format guide to DCMA events, programs and services

• Completed a successful inaugural year of the Digital Historian Project (1.1.4) • Completed staff restructuring coinciding with the retirement of a senior staff

member and elimination of an existing full time position • Undertook a high level review of the County Forest operation, working with a

steering committee assembled for this purpose (1.3.5)

WHO WE ARE

DCMA preserves the past and inspires the future with the thoughtful and

engaging presentation of artifacts and archive

materials; and strives to conserve, protect and promote responsible

enjoyment of the forest lands.

HOW WE DO IT

15,000 visitors annually • 1,000 members and 250

online members • 60 active volunteers • 50

educational programs and events annually

• Collection of 35,000 + artifacts and archival documents • 5,800

veteran histories • 1,000 forest users and 10

events annually

WHAT WE DO

Manage collections of artifacts, visual arts and

historic documents • Manage on-line access

to archives • Conduct research on history of

County residents • Provide school

education programs • Host exhibits and events

• Monitor forest health and sustainability

• Coordinate recreational use of forest properties


Challenges

There are a number of challenges that will impact operations in 2016:

• Maintaining expense levels while building audience and extending marketing reach through partnerships and sponsorships

• Achieving or exceeding revenue targets and securing grants to support activities and offset costs

• Maintaining the level and quality of services with a downsized staffing structure and an increased use of trained volunteers and interns

• Balancing the environmental health of the forest reserve with demands for public use and recreation


In 2016 the DCMA and Forest Department will accomplish the following:

• Achieve a 5% increase in visitor attendance through the marketing of our 2016 schedule of exhibits, events, programs and services

• Expand the use of partnerships, sponsorships and volunteers in key areas of marketing, programming and staffing to offset costs and maintain activity levels

• Complete a comprehensive update of DCMA policies to current Provincial Standards for Community Museums

• Complete a Forest Management Plan and develop a recreational policy (1.3.5)

Staffing Resources

The DCMA and Forest Department consists of 7 full time staff, 3 part time staff and 2 summer students as outlined below:


2016 Budget

2017 Budget

2018 Budget

2019 Budget

Change to Outlook


Part time FTEs 2.8 3.4 3.4 3.4 3.4 0

Net FTE Change 10.8 10.4 10.4 10.4 10.4 0



The following table summarizes the Museum, Archives and County Forest budgets for 2016 to 2019:


The following table summarizes the Museum, Archives and County Forest operating budgets:


• Reduction in Salaries and Benefits and Transfer from Trust associated with restructuring plan approved by previous Council

• Facilities has been reduced to better reflect actual expenditures

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $1,230,510 $1,244,380 $1,281,120 $1,320,040 $1,280,915 -$50,405 -3.94%Revenues -$285,110 -$290,415 -$292,600 -$294,855 -$333,550 $48,440 -14.52%

Total Operating $945,400 $953,965 $988,520 $1,025,185 $947,365 -$1,965 -0.21%Capital Requirements

Expenditures $251,500 $238,500 $238,500 $78,500 $87,000 $164,500 189.08%Revenues -$150,000 -$150,000 -$150,000 $0 $0 -$150,000 0.00%

Total Capital $101,500 $88,500 $88,500 $78,500 $87,000 $14,500 16.67%Tax Levy Requirements $1,046,900 $1,042,465 $1,077,020 $1,103,685 $1,034,365 $12,535 1.21% M

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $744,700 $743,560 $766,020 $789,280 $774,850 -$30,150 -3.89%Administrative and Office $70,360 $71,220 $75,000 $75,660 $76,450 -$6,090 -7.97%Service Delivery $77,500 $79,500 $79,500 $79,500 $79,000 -$1,500 -1.90%IT and Communications $32,300 $31,600 $30,600 $31,200 $23,500 $8,800 37.45%Facilities $139,850 $148,200 $157,800 $168,700 $155,240 -$15,390 -9.91%Vehicles and Equipment $11,620 $11,670 $11,720 $11,770 $12,830 -$1,210 -9.43%

Total Expenditures $1,076,330 $1,085,750 $1,120,640 $1,156,110 $1,121,870 -$45,540 -4.06%Revenues

User Fees -$40,000 -$40,000 -$41,500 -$41,500 -$40,000 $0 0.00%Subsidies -$56,950 -$56,950 -$56,950 -$56,950 -$56,950 $0 0.00%Other Revenue -$83,200 -$85,200 -$85,200 -$85,200 -$83,200 $0 0.00%Transfers from Reserves/Trust -$8,000 -$8,000 -$8,000 -$8,000 -$50,000 $42,000 -84.00%

Total Revenues -$188,150 -$190,150 -$191,650 -$191,650 -$230,150 $42,000 -18.25%Total Museum and Archives $888,180 $895,600 $928,990 $964,460 $891,720 -$3,540 -0.40%

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2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresSalaries and Benefits $119,930 $122,960 $126,390 $130,020 $120,400 -$470 -0.39%Administrative and Office $13,650 $12,850 $13,450 $13,550 $15,880 -$2,230 -14.04%Service Delivery $15,000 $17,500 $15,000 $15,000 $17,300 -$2,300 -13.29%IT and Communications $650 $350 $650 $350 $500 $150 30.00%Vehicles and Equipment $4,950 $4,970 $4,990 $5,010 $4,965 -$15 -0.30%


Other Revenue -$56,500 -$56,500 -$56,500 -$56,500 -$56,000 -$500 0.89%Transfers from Reserves -$40,460 -$43,765 -$44,450 -$46,705 -$47,400 $6,940 -14.64%

Total Revenues -$96,960 -$100,265 -$100,950 -$103,205 -$103,400 $6,440 -6.23%Total County Forest $57,220 $58,365 $59,530 $60,725 $55,645 $1,575 2.83%

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The following table summarizes the Museum, Archives and Forest Capital budgets:


Total Museum, Archives and Forest Tax Requirements

Below is a summary of the total costs associated with the Museum, Archives and Forest.

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresLand Improvements $15,000 $15,000 $15,000 $5,000 $15,000 $0 0.00%Buildings $193,000 $193,000 $193,000 $43,000 $0 $193,000 100.00%Equipment & Machinery $31,500 $21,500 $21,500 $21,500 $60,000 -$28,500 -47.50%Vehicles $12,000 $9,000 $9,000 $9,000 $12,000 $0 0.00%


Other Revenue -$150,000 -$150,000 -$150,000 $0 $0 -$150,000Total Revenues -$150,000 -$150,000 -$150,000 $0 $0 -$150,000 0.00%Total Museum, County Forest $101,500 $88,500 $88,500 $78,500 $87,000 $14,500 16.67%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresLand Improvements $5,000 $5,000 $5,000 $5,000 $5,000 $5,000Buildings $43,000 $43,000 $43,000 $43,000 $43,000 $43,000Equipment & Machinery $21,500 $21,500 $21,500 $21,500 $21,500 $21,500Vehicles $9,000 $6,000 $6,000 $6,000 $6,000 $6,000

Total Expenditures $78,500 $75,500 $75,500 $75,500 $75,500 $3,000RevenuesTotal Revenues $0 $0 $0 $0 $0 $0Total Museum, County Forest $78,500 $75,500 $75,500 $75,500 $75,500 $3,000

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Forest Vehicle Replace (2016) 6,000 6,000Museum Vehicle Replace (2019) 6,000 6,000Microfilm Reader/Printer/Scanner (2016) 10,000 10,000Corn Flower Gallery (2018) 150,000 0Equipment Replacement 9,500 9,500HVAC 12,000 12,000Electrical 2,500 2,500Plumbing/Septic/Well 5,000 5,000Structural 5,000 5,000Windows & Doors 3,500 3,500Roof 5,000 5,000Elevator 12,000 12,000Parking Lot Repavement (2018) 15,000 15,000Painting 10,000 10,0002016 Total 251,500 101,500


2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

Operating RequirementsExpenditures $1,230,510 $1,244,380 $1,281,120 $1,320,040 $1,280,915 -$50,405 -3.94%Revenues -$285,110 -$290,415 -$292,600 -$294,855 -$333,550 $48,440 -14.52%

Total Operating $945,400 $953,965 $988,520 $1,025,185 $947,365 -$1,965 -0.21%Capital Requirements

Expenditures $251,500 $238,500 $238,500 $78,500 $87,000 $164,500 189.08%Revenues -$150,000 -$150,000 -$150,000 $0 $0 -$150,000 0.00%



Total Tax Levy Requirements $1,046,900 $1,042,465 $1,077,020 $1,103,685 $1,034,365 $12,535 1.21% MU

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Capital 2016 - 2025 Proposed Budget

The following tables summarize the 2016 – 2025 capital plan by expenditure type and funding, similar to the charts found in the departmental sections of this package (presented in 000s):

2016 BUDGET

2017 BUDGET

2018 BUDGET

2019 BUDGET

2015 BUDGET

DOLLAR CHANGE

%AGE CHANGE

ExpendituresLand $150,000 $100,000 $0 $0 $0 $150,000 100.00%Land Improvements $508,500 $525,500 $545,500 $477,000 $562,000 -$53,500 -9.52%Buildings $938,500 $1,031,500 $5,361,500 $790,000 $677,500 $261,000 38.52%Equipment & Machinery $623,300 $558,300 $543,800 $606,300 $599,300 $24,000 4.00%Vehicles $737,500 $736,500 $934,500 $835,000 $695,000 $42,500 6.12%Roads $6,316,000 $13,146,000 $10,498,000 $8,962,000 $5,458,500 $857,500 15.71%Bridges & Culverts $1,331,000 $1,740,000 $1,753,000 $1,196,000 $1,512,177 -$181,177 -11.98%Other $0 $0 $20,000 $65,000 $96,000 -$96,000 -100.00%Transfers to Reserves $55,000 $55,000 $55,000 $55,000 $85,000 -$30,000 -35.29%


Development Charges -$379,800 -$911,900 -$880,300 -$822,000 -$484,800 $105,000 -21.66%Transfers from Reserves -$282,350 -$383,350 -$514,850 -$484,850 -$1,201,050 $918,700 -76.49%Subsidies -$2,031,500 -$2,019,000 -$2,086,000 -$2,117,000 -$2,258,600 $227,100 -10.05%Other Revenue -$510,000 -$880,000 -$4,962,500 -$70,000 -$840,000 $330,000 -39.29%

Total Revenues -$3,203,650 -$4,194,250 -$8,443,650 -$3,493,850 -$4,784,450 $1,580,800 -33.04%Total All County Departments $7,456,150 $13,698,550 $11,267,650 $9,492,450 $4,901,027 $2,555,123 52.13%

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

2025 BUDGET

ExpendituresLand Improvements $507,000 $507,000 $507,000 $507,000 $507,000 $507,000Buildings $740,000 $705,000 $595,000 $615,000 $635,000 $635,000Equipment & Machinery $624,800 $682,800 $687,800 $692,800 $671,800 $661,800Vehicles $665,000 $944,000 $832,000 $922,000 $1,057,000 $973,000Roads $9,390,000 $8,636,000 $8,379,000 $8,061,000 $8,150,000 $8,607,000Bridges & Culverts $1,607,500 $1,577,000 $1,599,000 $1,674,000 $1,705,000 $1,738,400Other $60,000 $37,500 $42,500 $27,500 $27,500 $27,500Transfers to Reserves $55,000 $55,000 $55,000 $55,000 $55,000 $55,000

Total Expenditures $13,649,300 $13,144,300 $12,697,300 $12,554,300 $12,808,300 $13,204,700Revenues

Development Charges -$867,700 -$28,500 -$45,000 -$54,500 -$27,500 -$27,500Transfers from Reserves -$304,850 -$535,850 -$447,350 -$509,850 -$649,850 -$555,850Subsidies -$2,107,000 -$2,097,000 -$2,124,000 -$2,114,000 -$2,141,000 -$2,101,000Other Revenue -$50,000 -$100,000 -$50,000 -$70,000 -$90,000 -$100,000

Total Revenues -$3,329,550 -$2,761,350 -$2,666,350 -$2,748,350 -$2,908,350 -$2,784,350Total All County Departments $10,319,750 $10,382,950 $10,030,950 $9,805,950 $9,899,950 $10,420,350

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The following table summarizes the same data with a further breakdown of how the total projects are proposed to be funded.

2014 BUDGET

2015 BUDGET

2016 BUDGET

2017 BUDGET

2018 BUDGET

Project Cost 8,999 9,839 9,689 15,123 10,650

Funding SourcesGax Tax 2,560 1,778 1,729 1,729 1,811 Development Charges 358 485 684 511 229 Reserves 1,073 1,201 279 348 523 Subsidies 308 481 303 1,090 275 Other - Sales/Contributions 215 840 50 2,930 413 Debt - - - 1,400 - Tax Levy 4,486 5,054 6,644 7,114 7,400

Total Funding Sources 8,999 9,839 9,689 15,123 10,650

2019 BUDGET

2020 BUDGET

2021 BUDGET

2022 BUDGET

2023 BUDGET

2024 BUDGET

Project Cost 10,713 11,516 12,277 12,346 12,620 13,252

Funding SourcesGax Tax 1,811 1,847 1,847 1,884 1,884 1,921 Development Charges 301 506 550 241 75 48 Reserves 481 282 503 402 435 631 Subsidies 270 260 250 240 230 210 Other - Sales/Contributions 50 50 100 50 50 90 Debt - - - - - - Tax Levy 7,800 8,570 9,027 9,529 9,946 10,352

Total Funding Sources 10,713 11,516 12,277 12,346 12,620 13,252


The following tables summarize the 2016 – 2025 capital plan by committee and department:

2015 Budget

2016 Budget

2017 Budget

2018 Budget

2019 Budget

Information Technology 182 182 182 182 182 Paramedic Service 234 259 276 276 276 Building - - - - - Facilities Management 114 143 143 144 151

Sub-total General Government 530 584 601 601 609Transportation 3,891 6,127 12,289 9,875 8,087 Waste Management 16 116 12 12 12

Sub-total Public Works 3,907 6,243 12,301 9,887 8,099Dufferin Oaks 382 450 618 586 591 Social Housing 5 78 90 105 116 Museum & Archives 110 96 86 86 76 County Forest 6 6 3 3 3 Sub-total Community & Cultural 503 629 797 780 785

Total Capital Summary 4,940 7,456 13,699 11,268 9,492

$ Change From Prior Year 2,517 6,242 (2,431) (1,775) %age Change From Prior Year 50.95% 83.72% -17.75% -15.75%

2020 Budget

2021 Budget

2022 Budget

2023 Budget

2024 Budget

2025 Budget

Information Technology 182 182 182 182 182 182 Paramedic Service 296 296 296 301 306 306 Building - - - - - - Facilities Management 151 151 151 151 151 141

Sub-total General Government 629 629 629 634 639 629Transportation 8,880 8,936 8,564 8,324 8,404 8,894 Waste Management 12 12 12 12 12 12

Sub-total Public Works 8,892 8,948 8,576 8,336 8,416 8,906Dufferin Oaks 594 595 595 595 594 594 Social Housing 126 136 156 166 176 216 Museum & Archives 76 73 73 73 73 73 County Forest 3 3 3 3 3 3 Sub-total Community & Cultural 799 806 826 836 845 885

Total Capital Summary 10,320 10,383 10,031 9,806 9,900 10,420

$ Change From Prior Year 827 63 (352) (225) 94 520 %age Change From Prior Year 8.72% 0.61% -3.39% -2.24% 0.96% 5.26%

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General Government Services

The following tables outline the detailed projects and revenue sources for each department within the General Government Services Committee for 2016 to 2019.

Information Technology

2016 Project Description Project Cost Tax Levy Requirements DC/Reserves Other

ContributionsInfrastructure Replacement 76,000 76,000 0 0Laptop and Desktop Replacement 93,000 75,650 17,350 0Phone System and Phone Replacement 28,000 28,000 0 0Courtroom AV Equipment 10,000 0 10,000 0Councillor Device Replacement 2,300 2,300 0 0

Information Technology Total 209,300 181,950 27,350 0


ContributionsInfrastructure Replacement 76,000 76,000 0 0Laptop and Desktop Replacement 93,000 75,650 17,350 0Phone System and Phone Replacement 28,000 28,000 0 0Courtroom AV Equipment 10,000 0 10,000 0Councillor Device Replacement 2,300 0 0 0









Paramedic Services


ContributionsAmbulance Replacements 206,000 46,000 0 160,000Replace In-Vehicle Laptops 13,000 13,000 0 0Emergency Response Unit 25,000 25,000 0 0Patient Care Equipment 70,000 67,500 2,500 0Defibrillators 45,000 37,500 7,500 0HVAC 8,500 8,500 0 0Plumbing 3,500 3,500 0 0Electrical 5,000 5,000 0 0Building Envelope 6,000 6,000 0 0Parking Lot 10,000 10,000 0 0Doors & Windows 10,000 10,000 0 0Roofing 5,000 5,000 0 0Security 2,000 2,000 0 0Paramedic Service Facility Reserve 20,000 20,000 0 0

Paramedic Service Total 429,000 259,000 10,000 160,000


ContributionsAmbulance Replacements 215,000 55,000 0 160,000Replace In-Vehicle Laptops 16,000 16,000 0Emergency Response Unit 20,000 20,000 0 0Patient Care Equipment 75,000 72,500 2,500 0Defibrillators 50,000 42,500 7,500 0HVAC 8,500 8,500 0 0Plumbing 3,500 3,500 0 0Electrical 5,000 5,000 0 0Building Envelope 6,000 6,000 0 0Parking Lot 10,000 10,000 0 0Doors & Windows 10,000 10,000 0 0Roofing 5,000 5,000 0 0Security 2,000 2,000 0 0Paramedic Service Facility Reserve 8,500 8,500 0 0



Building and Property


ContributionsBuilding Inspection Vehicles 25,000 - 25,000 - Facilities Maintenance Truck 8,500 8,500 - - Elevator(s) Replacement 25,000 25,000 - - Parking Lot Resurfacing (north lot) 8,500 8,500 - - HVAC 7,500 7,500 - - Structural Work 5,000 5,000 - - Electrical /Mechanical Upgrades 5,000 5,000 - - Windows 5,000 5,000 - - Exterior Painting (2018) 10,000 10,000 - - Equipment Replacement - Tractor/snow blowers 3,500 3,500 - - Flooring 5,000 5,000 - - Roof Replacement 10,000 10,000 - - Facilities Reserve Contribution 20,000 20,000 - - Security 30,000 30,000 - -

Building and Facilities Total 168,000 143,000 25,000 0





Public Works

The following tables outline the detailed projects and revenue sources for each department within the Public Works Committee for 2016 to 2019.

Transportation

2016 Project Description km Project Cost Tax Levy Requirements DC/Reserves Other

ContributionsPre-engineering/Design for Future Projects 100,000 - - 100,000 CR 11 Road Allowance Purchases 150,000 150,000 - - Rsf & widen CR 11 (15th SR to 20th SR) 3.1 2,550,000 2,180,200 369,800 - Rsf CR 19 (5 SR to CR 17) 3.1 700,000 - - 700,000 Rsf CR 15 (CR 25 to Monticello) 4.8 856,000 - - 856,000 Rsf CR 24 (CR3 to 10 SR) 3.3 1,010,000 837,000 - - Rsf CR 24 (10 Line to CR 109) 3.9 1,100,000 1,100,000 - - Small Structure Replacement 130,000 130,000 - - Future Year Structure Design and Approvals 82,000 82,000 - - Culvert 231544XC - Replace 465,000 465,000 - - Municipal Drain Culvert (004-0186) - Min.Rehab. 181,000 181,000 - - Boyne River Bridge (004-0116) - Min.Rehab. 250,000 250,000 - - Culvert No. 802 (004-0906) - Min.Rehab. 223,000 223,000 - - Living Snow Fencing 50,000 50,000 - - Guiderails 100,000 100,000 - - Other - Intersection Lighting, Signals, etc. 10,000 10,000 - - Tandem Plows 280,000 - 230,000 50,000 Sign/Service Truck and Equipment 105,000 - - 105,000 Truck Lifts 70,000 - - 70,000 Pick-up Trucks 35,000 - - 35,000 Small Equipment 19,000 19,000 - - Salt-Loading building beside existing domes 100,000 100,000 - - Roofing (2020) 25,000 25,000 - - Trails Development 150,000 150,000 - - Rail Trail Fencing 75,000 75,000 - -

Total Public Works 8,816,000 6,127,200 599,800 1,916,000



ContributionsPre-engineering/Design for Future Projects 110,000 110,000 - - CR 11 Road Allowance Purchases 100,000 100,000 - - Rsf CR 11 (20 SR to 25 SR) 3.1 2,410,000 2,060,500 349,500 - Rsf CR 8 (3rd Line to CR 18) 4.4 1,060,000 - - 1,060,000 Rsf CR 109 (2nd Line to E of Riddell Rd) 1 1,020,000 872,100 147,900 - Rsf CR 21 (Hwy 10 to 4th Line NE) 3.7 980,000 311,000 - 669,000 Recon CR 21 (4th Line NE to W of 8th Line 4.9 5,025,000 5,025,000 - - Rsf CR 109 (CR 12 to 10th Line Am) 7 2,090,000 1,786,900 303,100 - Rsf CR 23 (CR 3 to Old Carriage Road 1.5 451,000 385,600 65,400 - Small Structure Replacement 140,000 140,000 - - Future Year Structure Design and Approvals 83,000 83,000 - - Hay's Bridge (004-0132) - Replace 705,000 352,500 - 352,500 Creek Bridge (over Tyner Riv.) (004-0138) Min.Rehab. 655,000 327,500 - 327,500 Nottawasaga Bridge (030-0318) - Min.Rehab. 157,000 157,000 - - Living Snow Fencing 50,000 50,000 - - Guiderails 100,000 100,000 - - Other - Intersection Lighting, Signals, etc. 10,000 10,000 - - Tandem Plows 280,000 - 280,000 - Pick-up Trucks 72,000 - 72,000 - Small Equipment 18,000 18,000 - - One-tonne Pick Up Truck 65,000 - 65,000 - Salt-Loading building beside existing domes 100,000 100,000 - - Roofing (2020) 25,000 25,000 - - Trails Development 200,000 200,000 - - Rail Trail Fencing 75,000 75,000 - -

Total Public Works 15,981,000 12,289,100 1,282,900 2,409,000



ContributionsPre-engineering/Design for Future Projects 72,000 72,000 - - Rsf CR 11 (25 SR to 30 SR) 3.1 1,180,000 1,008,900 171,100 - Rsf CR 11 (Third Line to 2nd Line Am) 1.5 570,000 487,300 82,700 - Rsf CR 124 (Hwy 89 to CR 17) 6.1 1,960,000 1,675,800 284,200 - Rsf CR 3 (Wellington to 12th Line) 5.5 1,495,000 - - 1,495,000 Rsf CR 18 (CR 17 Mansfield to 15 SR) 3.4 1,045,000 893,500 151,500 - Rsf CR 18 (15 SR to 20 SR) 3.3 940,000 803,700 136,300 - Rsf CR 12 (CR 109 to CR 10 Laurel) 6.1 2,706,000 2,390,000 - 316,000 Rsf CR 9 8th Line to 5th Line 3.3 530,000 530,000 - - Small Structure Replacement 150,000 150,000 - - Future Year Structure Design and Approvals 83,000 83,000 - - Culvert No. 682514XC (682514XC) - Min.Rehab. 135,500 135,500 - - Extra T-Beam - Replace 625,000 312,500 - 312,500 Grand River Bridge (004-0115) - Maj.Rehab. 421,500 421,500 - - Drain No. 7 Culvert (004-0166) - Min.Rehab. 158,000 158,000 - - Byers Drain Culvert (004-0167) - Min.Rehab. 180,000 180,000 - - Living Snow Fencing 50,000 50,000 - - Guiderails 100,000 100,000 - - Other - Intersection Lighting, Signals, etc. 10,000 10,000 - - Tandem Plows 280,000 - 280,000 - Pick-up Trucks 35,000 - 35,000 - Small Equipment 10,000 10,000 - - Engineering Vehicle 30,000 3,000 - - Tractor with Blower 265,000 - 265,000 - Salt-Loading building beside existing domes 100,000 100,000 - - Roofing (2020) 25,000 25,000 - - Trails Development 200,000 200,000 - - Rail Trail Fencing 75,000 75,000 - -



The following maps provide a visual outline as to where the 2016 – 2019 transportation capital projects are located.


ContributionsPre-engineering/Design for Future Projects 72,000 72,000 - - Rsf CR 124 (CR 17 to CR 21) 10 3,364,000 2,876,200 487,800 - Rsf CR 3 (17th Line to CR 11) 4.4 1,251,000 - - 1,251,000 Rsf CR 18 (Hwy 9 to CR 7) 7.1 2,115,000 1,808,300 306,700 - Rsf CR 17 (CR 124 to Prince of Wales) 4.2 1,115,000 519,000 - 596,000 Rsf CR 7 (CR 18 to Cty Border) 3.5 1,045,000 1,045,000 - - Small Structure Replacement 160,000 160,000 - - Future Year Structure Design and Approvals 87,000 87,000 - - Byers Drain Culvert (004-0167) - Min.Rehab. 18,000 18,000 - - Culvert 4-168 (004-0168) - Min.Rehab. 233,000 233,000 - - Bridge No. 11 (004-0027) - Min.Rehab. 213,000 213,000 - - Culvert No. 501 (004-0902) - Min.Rehab. 108,000 108,000 - - Culvert No. 4-184 (004-0184) - Min.Rehab. 179,000 179,000 - - Arnold Culvert (004-0129) - Min.Rehab. 198,000 198,000 - - Living Snow Fencing 50,000 50,000 - - Guiderails 100,000 100,000 - - Other - Intersection Lighting, Signals, etc. 10,000 10,000 - - Tandem Plows 280,000 - 280,000 - Pick-up Trucks 35,000 - 35,000 - Small Equipment 10,000 10,000 - - Loader 200,000 - 200,000 - Salt-Loading building beside existing domes 100,000 100,000 - - Roofing (2020) 25,000 25,000 - - Trails Development 200,000 200,000 - - Rail Trail Fencing 75,000 75,000 - -



2016CAPITAL ROAD, CULVERT, & BRIDGE PROJECTS

LEGEND

County Road

Provincial Highway

Resurfacing & shoulder gravel

Widening, resurfacing & culvert replacement

Bridge & culvert restoration or replacement

9

15

15 SIDEROAD

SIDER

OAD

21-22

004-0116

20 SIDEROAD

004-0906

231544XC

004-0186

109

324

5

17

17

21 18

18

7

16

25

1211 8

19

124

2

10923

15

921

17

10

10

89

89

10

9


004-0132

004-0138030-0318

682514XC

004-0115

004-0166

Extra T-Beam

004-0167 004-0168

004-0027

004-0902

004-0184

004-0129

LEGEND

County Road

Provincial Highway

2017 Projects 2017 Bridge/Culvert Projects



2017-19CAPITAL ROAD, CULVERT, & BRIDGE PROJECTS

9

15

109

3245

17

17

21

18

18

7

16

25

12

11

8

19

124

2

10923

15

921

17

10

10

89

89

10

9


Waste Services

Community and Cultural Services

The following tables outline the detailed projects and revenue sources for each department within the Community and Cultural Services Committee for 2016 to 2019.

Dufferin Oaks


ContributionsWaste Services Storage Building 100,000 100,000 - - Vehicle Replacement 16,000 16,000 - -

Total Waste Services 116,000 116,000 0 0


ContributionsVehicle Replacement 12,000 12,000 - -









ContributionsElevators 25,000 25,000 - - HVAC 25,000 25,000 - - Boilers 40,000 40,000 - - Exterior Patio/Walkways 45,000 45,000 - - Exterior 5,000 5,000 - - Windows 10,000 10,000 - - Electrical /Mechanical 10,000 10,000 - - Fire Alarm Panels 10,000 10,000 - - Lighting 3,000 3,000 - - Bed/Nursing Equipment Replacement 42,000 42,000 - - Kitchen Equipment Replacement 13,000 13,000 - - Laundry Equipment 15,500 15,500 - - Housekeeping Equipment Replacement 8,500 8,500 - - MLC Roof 70,000 70,000 - - Kitchen Flooring Restoration 10,000 10,000 - - MBV Village Replacements 13,000 13,000 - - MBV Sprinklers 50,000 50,000 - - Parking Lot and Site Improvements 30,000 30,000 - - DO/DCCSS Vehicle Replacement 25,000 25,000 - -

Total Dufferin Oaks 450,000 450,000 0 0



ContributionsElevators 40,000 40,000 - - HVAC 45,000 45,000 - - Boilers 150,000 150,000 - - Exterior Patio/Walkways 2,000 2,000 - - Exterior 5,000 5,000 - - Windows 10,000 10,000 - - Electrical /Mechanical 10,000 10,000 - - Fire Alarm Panels 10,000 10,000 - - Lighting 3,000 3,000 - - Bed/Nursing Equipment Replacement 50,000 50,000 - - Kitchen Equipment Replacement 17,500 17,500 - - Laundry Equipment 16,000 16,000 - - Housekeeping Equipment Replacement 8,500 8,500 - - MLC Roof 115,000 115,000 - - Kitchen Flooring Restoration 10,000 10,000 - - MBV Sprinklers 53,000 53,000 - - Parking Lot and Site Improvements 40,000 40,000 - - DO/DCCSS Vehicle Replacement 30,000 30,000 - - Prog & Supp/Res Prog Appliance Replacement 3,000 3,000 - -



ContributionsElevators 40,000 40,000 - - HVAC 70,000 70,000 - - Boilers 20,000 20,000 - - Exterior Patio/Walkways 2,000 2,000 - - Exterior 5,000 5,000 - - Windows 10,000 10,000 - - Electrical /Mechanical 10,000 10,000 - - Fire Alarm Panels 10,000 10,000 - - Lighting 3,000 3,000 - - Bed/Nursing Equipment Replacement 50,000 50,000 - - Kitchen Equipment Replacement 10,000 10,000 - - Laundry Equipment 16,500 16,500 - - Housekeeping Equipment Replacement 8,500 8,500 - - MLC Roof 125,000 125,000 - - Kitchen Flooring Restoration 20,000 20,000 - - MBV Sprinklers 68,000 68,000 - - Parking Lot and Site Improvements 60,000 60,000 - - DO/DCCSS Vehicle Replacement 35,000 35,000 - - Prog & Supp/Res Prog Appliance Replacement 3,000 3,000 - - Res Lounges/Den Furniture Replacement 20,000 20,000 - -



Housing Services


ContributionsElevators 40,000 40,000 - - HVAC 50,000 50,000 - - Boilers 10,000 10,000 - - Exterior Patio/Walkways 2,000 2,000 - - Exterior 5,000 5,000 - - Flooring 5,000 5,000 - - Windows 10,000 10,000 - - Electrical /Mechanical 10,000 10,000 - - Fire Alarm Panels 10,000 10,000 - - Lighting 3,000 3,000 - - Bed/Nursing Equipment Replacement 50,000 50,000 - - Kitchen Equipment Replacement 10,000 10,000 - - Laundry Equipment 17,000 17,000 - - Housekeeping Equipment Replacement 8,500 8,500 - - MLC Roof 175,000 175,000 - - DO/DCCSS Vehicle Replacement 25,000 25,000 - - Res Lounges/Den Furniture Replacement 40,000 40,000 - - Nurse Help-Call System 20,000 20,000 - - Tub Replacement/Resident Bathing 25,000 25,000 - - Computer Terminals - Point of Care 40,000 40,000 - - DO Roof Replacement 35,000 35,000 - -



ContributionsPublic Housing Reserve Contribribution 15,000 15,000 - - Electrical/Security/Intercom 20,000 - - 20,000 Roof Replacement 15,000 - - 15,000 Kitchen Retrofits 5,000 5,000 - 5,000 Structural (balconies, etc.) 10,000 10,000 - 10,000 Flooring 20,000 7,500 - 20,000 HVAC 20,000 10,000 - 20,000 Bathrooms 25,000 25,000 - 25,000 Exterior Painting 5,000 5,000 - 5,000 Asphalt Paving 25,000 - - 25,000 Window Replacement 15,000 - - 15,000 Appliance Replacement 15,000 - - 15,000 Elevator Replacement 30,000 - - 30,000

Total Social Housing 220,000 77,500 0 205,000



ContributionsPublic Housing Reserve Contribribution 15,000 15,000 - - Electrical/Security/Intercom 20,000 - - 20,000 Roof Replacement 15,000 - - 15,000 Kitchen Retrofits 5,000 5,000 - - Structural (balconies, etc.) 10,000 10,000 - - Flooring 20,000 15,000 - 20,000 HVAC 20,000 15,000 - 20,000 Bathrooms 25,000 5,000 - - Exterior Painting 5,000 5,000 - - Asphalt Paving 25,000 5,000 - 25,000 Window Replacement 15,000 - - 15,000 Appliance Replacement 15,000 15,000 - 15,000 Elevator Replacement 30,000 - - 30,000



ContributionsPublic Housing Reserve Contribribution 15,000 15,000 - - Electrical/Security/Intercom 20,000 - - 20,000 Roof Replacement 15,000 - - 15,000 Kitchen Retrofits 5,000 5,000 - - Structural (balconies, etc.) 10,000 10,000 - - Flooring 20,000 20,000 - - HVAC 20,000 - - 20,000 Bathrooms 25,000 25,000 - - Exterior Painting 5,000 5,000 - - Asphalt Paving 25,000 10,000 - 25,000 Window Replacement 15,000 - - 15,000 Appliance Replacement 15,000 15,000 - - Elevator Replacement 30,000 - - 30,000 Construction of Social Housing Units 4,400,000 - - 4,400,000

Total Social Housing 4,620,000 105,000 0 4,525,000


Museum and Forest


ContributionsPublic Housing Reserve Contribribution 15,000 15,000 - - Electrical/Security/Intercom 20,000 10,000 - 10,000 Roof Replacement 15,000 - - 15,000 Kitchen Retrofits 5,000 5,000 - - Structural (balconies, etc.) 10,000 10,000 - - Flooring 20,000 20,000 - - HVAC 20,000 - - 20,000 Bathrooms 25,000 25,000 - - Exterior Painting 6,000 6,000 - - Asphalt Paving 25,000 10,000 - 15,000 Window Replacement 15,000 - - 15,000 Appliance Replacement 15,000 15,000 - - Elevator Replacement 35,000 - - 35,000



ContributionsForest Vehicle Replace (2016) 6,000 6,000 - - Museum Vehicle Replace (2019) 6,000 6,000 - - Microfilm Reader/Printer/Scanner (2016) 10,000 10,000 - - Corn Flower Gallery (2018) 150,000 - - 150,000 Equipment Replacement 9,500 9,500 - - HVAC 12,000 12,000 - - Electrical 2,500 2,500 - - Plumbing/Septic/Well 5,000 5,000 - - Structural 5,000 5,000 - - Windows & Doors 3,500 3,500 - - Roof 5,000 5,000 - - Elevator 12,000 12,000 - - Parking Lot Repavement (2018) 15,000 15,000 - - Painting 10,000 10,000 - -

Total Museum and Forest 251,500 101,500 0 150,000



ContributionsForest Vehicle Replace (2016) 3,000 3,000 - - Museum Vehicle Replace (2019) 6,000 6,000 - - Corn Flower Gallery (2018) 150,000 - - 150,000 Equipment Replacement 9,500 9,500 - - HVAC 12,000 12,000 - - Electrical 2,500 2,500 - - Plumbing/Septic/Well 5,000 5,000 - - Structural 5,000 5,000 - - Windows & Doors 3,500 3,500 - - Roof 5,000 5,000 - - Elevator 12,000 12,000 - - Parking Lot Repavement (2018) 15,000 15,000 - - Painting 10,000 10,000 - -



ContributionsForest Vehicle Replace (2016) 3,000 3,000 - - Museum Vehicle Replace (2019) 6,000 6,000 - - Corn Flower Gallery (2018) 150,000 - - 150,000 Equipment Replacement 9,500 9,500 - - HVAC 12,000 12,000 - - Electrical 2,500 2,500 - - Plumbing/Septic/Well 5,000 5,000 - - Structural 5,000 5,000 - - Windows & Doors 3,500 3,500 - - Roof 5,000 5,000 - - Elevator 12,000 12,000 - - Parking Lot Repavement (2018) 15,000 15,000 - - Painting 10,000 10,000 - -



ContributionsForest Vehicle Replace (2016) 3,000 3,000 - - Museum Vehicle Replace (2019) 6,000 6,000 - - Equipment Replacement 9,500 9,500 - - HVAC 12,000 12,000 - - Electrical 2,500 2,500 - - Plumbing/Septic/Well 5,000 5,000 - - Structural 5,000 5,000 - - Windows & Doors 3,500 3,500 - - Roof 5,000 5,000 - - Elevator 12,000 12,000 - - Parking Lot Repavement (2018) 5,000 5,000 - - Painting 10,000 10,000 - -

Total Museum and Forest 78,500 78,500 0 0


Appendix B Municipal Debt

Under the County of Dufferin Debt Policy, long-term debt (LTD) is used as a way of financing new capital assets, but debt is not used to finance the replacement or refurbishing of any existing capital assets. This Policy limits the amount of LTD.

A second element of the County Debt Policy sets an internal borrowing limit. That self-imposed limit states LTD must not exceed 40% of the limit set for the County by the borrowing rules of the Province. The County Debt Policy takes the view that the Province’s limit is too generous, and carrying such an amount of debt, although permitted, would be too risky, so no more than 40% of the Provincial limit is used.

These two Debt Policy elements help to ensure the County’s LTD is held to a manageable level.

At the end of 2014, total LTD was $20,157,407. In 2015, one new debenture was issued for the Dynes Gray project, and the amount borrowed was $3,170,000.

Principal being paid off in 2015 will be $2,166,410 consisting of $2,108,612 on older debts plus $57,798 for a half-year payment on the new 2015 debenture.

The balance of LTD at the end of 2015 will therefore be $21,160,995 and roughly $2.1 million per year will be repaid over the years 2016 to 2018. There are no plans for any new borrowing to be done in 2016.

Debenture 2015 Ending Balance

Expiration Date

South Arterial Road 146,400 2016

Vacant Land 714,675 2021

Dufferin Oaks 5,207,000 2022

Health Unit 3,124,610 2024

Lawrence Avenue Apartments 3,168,610 2031

Courthouse Expansion 2,187,500 2033

Edelbrock Centre 3,500,000 2033

Dynes Gray Apartments 3,112,200 2035

21,160,995


Several of the existing LTD involved new assets that qualified, at least in part, as being “growth-related” under the definitions of the Development Charges Act, and so the annual principal and interest payments are being financed, in part, from development charge collections, reducing the impact to the property tax levy. Examples include the Lawrence Avenue and Dynes Gray housing buildings, which were constructed in response to the public need for more affordable housing, due to growth in the County. This also applies to the Health Unit bank loan, which is partly DC-eligible.

One further aspect of the Debt Policy is that, when a debt runs out, and the repayments end, the amount saved (on the Operations Budget) by the removal of the repayments is supposed to be added to the Capital Budget, to help address the infrastructure gap.

This will happen in 2016 to a minor degree. The 2005 debt on the South Arterial Road was a 10-year debt and it expires in mid-2016. In other words, 2015 was the last year of a full year’s repayment cost in the budget, and there is only a half-year repayment in the 2016 budget, to reach the end of this debt. There are no repayments after 2016. There is a modest savings being realized on the Public Works Operations budget in 2016, and again in 2017, because of the expiry of these debt payments.

The largest existing LTD is from 2002, a twenty-year borrowing for the construction of Dufferin Oaks. Repayments on this debt will decrease to nearly zero in the year 2020. Only very minor payments will continue through 2020 and 2021. The opportunity to improve the capital budget situation will therefore be present, for the consideration of the 2020 County Council, should the existing Debt Policy be followed at that time.

County Debt Repayments

Bank Loan principal COMBINED

2015 2,058,568 106,400 2,165,968 2016 2,067,629 110,900 2,178,529 2017 2,017,994 115,600 2,133,594 2018 2,118,376 121,970 2,240,346 2019 2,061,375 127,065 2,188,440 2020 774,918 132,370 907,288 2021 719,738 137,900 857,638 2022 661,028 143,665 804,693 2023 670,023 149,665 819,688 2024 683,557 156,000 839,557 2025 697,639 162,500 860,139


Appendix A Reserves and Reserve Funds

This is a summary of County Reserves and Reserve Funds. The difference between them is:

• Reserves are created by a motion of Council for specific purposes. They do not earn interest. Their purpose can be changed, in whole or in part, by Council, simply by passing another motion. Council has full discretion on Reserves as to when and how they are used.

• Reserve Funds are created by legislation, and also can be created by Council through a Bylaw. They earn interest on their balances. They are established for specific purposes laid out in legislation (or in Bylaws) and cannot be used for any other purposes.

Based on these rules, Reserves are flexible, and are available for Council to use in its annual budget-setting exercise.

There is a third category called Obligatory Reserve Funds, which are unspent balances of Development Charges and Gas Taxes. They are excluded from this Appendix. They are treated as Deferred Revenues, under Liabilities on municipal Balance Sheets, and not Reserves.

High levels of Reserves are an indication of good financial management; for example, a municipality with good financial planning will prepare for future, large capital projects by creating, then building up, a Reserve to pay for that project, in whole or in part, during the years leading up to the project completion. That way, the cost is spread over multiple years, instead of a spike in the year of project completion. This helps to avoid borrowing, which often happens for a large project which a municipality has not been financially preparing for, in advance, but instead borrows the funds needed at the time the project is done.

There are no general rules for determining an appropriate level of Reserves. One reason is the example in the previous paragraph. When Reserves are being built for a major project, Reserve levels may appear high, but once the project is done, and those Reserves are applied, the Reserve levels can appear quite low.

Nevertheless, it is still informative to compare Reserve levels with those of other Counties, but being careful to do so on a “per capita” basis for proper comparability, since Counties vary greatly in the size of their budgets and operations.

Table R1 compares Dufferin County’s Reserves to certain other Counties, as of the end of 2013. The Table shows that Dufferin County is at the low end, when it comes to the size of its reserves, compared with other Counties. Dufferin County did increase its combined Reserves and Reserve Funds to $14.4 million by the end of 2014.


TABLE R1

Reserve Funds (RF)

RF are restricted, namely they may only be used for the purpose for which they were created. For example, the largest RF is the Building Department RF, which is built up from the net operating surplus of the Building Department. This RF may only be used to purchase assets like vehicles used by the Building Department staff, or to cover future net operating losses of the Building Department, in years when revenues from building permits are low. The Building Department forecasts a small surplus in 2016. Moderate net operating losses are forecasted for the department in each year starting with 2017.

The restrictions on these RF make them, in general, not of much benefit to the 2016 County Budget. One exception is the Children’s Services RF, which has been applied to the budget for several years. For example, $200,000 was withdrawn in both 2014 and 2015, and another $125,000 is being withdrawn in the 2016 draft budget.

TABLE R2

At end of 2015

(approx.)

2016 additions

2016 reductions

At end of 2016

(approx.)W S I B 1,890,000 240,000 (300,000) 1,830,000 Building Department 3,125,000 41,000 3,166,000 Children’s Services 790,000 (125,000) 665,000 DWP Community Fund 614,000 614,000 Public Housing Capital 465,000 15,000 480,000 County Forest 265,000 (40,000) 225,000 Non-Public Housing Capital 303,500 303,500 Housing Providers RF 162,800 (90,000) 72,800 Dufferin Oaks Capital 80,200 80,200 Home Ownership 46,000 46,000 Total 7,741,500 296,000 (555,000) 7,482,500

COUNTY Res. & Res.

Funds values 31/12/2013

Population Res. & Res.

Funds per capita

Wellington 66,619,639 95,784 695.52 Peterborough 30,065,997 56,235 534.65 Hastings 17,313,253 35,529 487.30 Grey 42,061,292 92,568 454.38 Bruce 22,030,413 61,119 360.45 Huron 44,327,060 57,579 769.85 Perth 7,711,896 37,571 205.26 Simcoe 75,855,225 279,766 271.14 Lambton 29,255,895 126,199 231.82 Dufferin 13,593,787 56,881 238.99


The $125,000 withdrawal from Children’s Services RF could be increased; it has been reduced from its 2015 amount to limit the decrease in the RF.

The County Forest 2016 budget forecasts a small withdrawal from its RF, to keep the net increase in the tax levy for the Forest operation in 2016 to 2%.

Reserves

Table R3 lists County Reserves.

Although each reserve was set up for specific purposes, they are completely at the discretion of Council, to be increased or decreased as Council chooses, whenever Council chooses. Therefore, these reserves may be used in the 2016 budget. Some are being used in the Draft Budget, per the reductions column in Table R3.

However, it is always true that applying reserves to a budget is a “band-aid” solution, because once it gets used, a reserve is gone (or it becomes smaller) and that action cannot be repeated in future budgets.

The net operating surplus (if there is one) goes into the Roads Rehabilitation reserve at year-end, as per County policy. This reserve is meant for covering any cost over-runs on works capital projects, and to help to finance any new projects that might be entered into mid-year, after the budget has been adopted (such as the addition of resurfacing of roads 15 and 21 in mid-2015).

Once again, in the 2016 Draft Budget, although there are several cases of amounts being withdrawn from reserves, there are very few amounts being included in the budget for additions to Reserves, so the result is that total Reserves in 2016 will not grow by much.

One caveat to this discussion about reserves is the Asset Management (AM) that is being done by the County annually, through the Capital Budget.

There are many line-items within the Capital Budget which by their nature are very much like reserves, and not like true capital projects, although they are not called reserves under the County’s system. These AM line-items raise small amounts annually, building up surplus balances to be used as the need arises, generally for capital purposes. These capital AM line-items are too numerous to list here, please refer to the detailed Capital Budget.

With County Reserve Funds of about $7.5 million (restricted in their use) and Reserves of about $6.65 million (unrestricted, see Table R3), the total is about $14.15 million, before considering those funds now held in AM line-items within the Capital Budget, which amount to roughly $5 million.


TABLE R3

All these reserves were created for a specific purpose by County Council, however Council has the authority to re-direct any of these reserves to a different purpose, if they choose.

RESERVE FUNDS + RESERVES = $7.5 million + $6.75 million = $14.25 million

At end of 2015

(approx.)

2016 additions

2016 reductions

At end of 2016

(approx.)Tax Rate Stabilization 659,750 659,750

DWP 2014 lump-sum 694,900 694,900

Waste Services 270,000 (40,000) 230,000

Recycling Revenues 314,971 314,971

Ambulance Capital 485,080 485,080

Dufferin Oaks Capital 300,021 300,021

Facilities Capital 284,281 20,000 304,281

MLC/McK.-B. Apts. Capital 237,200 237,200

Info Technology Capital 190,700 37,150 (27,350) 200,500

Emergency Systems Capital 129,682 20,000 (6,000) 143,682

DCMA Capital 154,631 154,631

Roads Rehabilitation 679,000 679,000

Public Works Fleet 654,800 400,000 (230,000) 824,800

Winter Control 349,902 349,902

Misc. Contingencies 250,000 250,000

Disaster Relief 150,000 10,000 160,000

Dufferin Oaks Operations 246,971 246,971

Ontario Works Operations 100,000 (50,000) 50,000

Social Housing Operations 150,000 150,000

Accessibility 75,000 75,000

Uninsured Losses 35,979 20,000 55,979

Health Unit 240,750 (80,250) 160,500

Total 6,653,618 507,150 (433,600) 6,727,168


Appendix C Strategic Plan Update

Economic Vitality

The Corporation of the County of Dufferin will foster a sustainable, vibrant and inclusive community. The Corporation of the County of Dufferin will play an important role in the long-term economic vitality of the County. The role of the organization with respect to economic development, sustainability, and conservation initiatives is evolving and is now incorporated into the County Official Plan policies. Opportunities for partnerships with other regions and organizations are expanding and there is a need to lead community capacity building initiatives that contribute to a more inclusive and connected community.

Actions 2015 Accomplishments 2016 Objectives Department 1.1 Foster a regional approach to Economic Development 1.1.1 Review current

County economic role

• Steering committee tasked with identifying areas of common interest across the County and with neighbours

• Identify options for County economic role and develop implementation strategy

CAO

1.1.2 Work with partners to develop sustainable economic development plan/strategy

• Establishment of steering committee with County, economic development organizations, and local municipal/economic development committee representatives

• Define economic development roles and cooperative strategies with common and complimentary goals CAO

2016 Draft Budget October 19, 2015

• Part of WOWC CAO group reviewing economic development resources and joint-opportunities across south western Ontario

1.1.3 Build partnerships with local agencies who focus on employment

• Enhance partnership with Georgian College

Community Services

1.1.4 Work with partners on cultural/heritage opportunities

• Completed a successful inaugural year of the Digital Historian Project

• Seek out community and corporate partnerships Museum,

Archives

1.1.5 Implement policies of the Official Plan

• First County Official Plan approved by the Ministry of Municipal affairs and Housing

• Completed RFP for planning services and retained the MMM Group of Planning Consultants of record

• Developed planning procedures and fees

• Implement PRIME software tool for tracking and reporting

• Define role of Planning Advisory Committee and appoint members

CAO Clerk PW

1.2 Support ultra-high speed broadband connectivity 1.2.1 Participate in the

Western Ontario Wardens’ SWIFT initiative to expand connectivity

• Budgeted for first of five annual installments of $107,500 for SWIFT capital contribution

• Lead CAO for the WOWC project; participated in numerous meetings, delegations, and presentations to move the project forward

• Maintain budget contribution • CAO to continue with Lead CAO

role

CAO


1.3 Promote conservation and environmental sustainability 1.3.1 Investigate a long-

term local waste solution

• Engage consultant to provide options

Public Works (Waste

Services) 1.3.2 Increase overall

County waste diversion rate

• Increased communication with social housing residents and staff and facilities staff to increase diversion within social housing units

• Released benchmark diversion rate of 53.68% for 2013

• Expanded list of acceptable electronic and hazardous wastes

• Implemented an annual Waste Collections Service Review

• Implement e-waste collection and other streams that can be diverted out of the general waste disposal

• Increase Blue Box capacity from 1.3 blue boxes per week per household to 2 per week per household

• Examine how the increase of light-weight materials (i.e. plastics) in the Blue Box program, is impacting the County’s overall diversion rate

• Establish protocol to measure and track progress (i.e. schedule of audits, participation studies, service reviews)

Public Works (Waste

Services)

1.3.3 Develop multi-use trail plan and policies

• Developed partnerships with Island Lake, ATV and snow mobile clubs

• Continue to work with municipalities and local agencies around the creation of multi-use trails involving both “Accessibility Dufferin” and the County Accessibility Coordinator

• Collaborate with community groups to begin developing consultation processes and trail policies for the Dufferin trail network

Public Works (Transportation), Forest, Community

Services


1.3.4 Initiate Natural Heritage Systems Strategy study to implement policies of the Official Plan

• Commence study in 2016 (funds included in draft budget) CAO/

Planning

1.3.5 Support conservation of farmland and agricultural opportunities

• Partnered with Orangeville Food Bank to provide community garden space at Edelbrock Centre

• Created the County Forest Operational Review Committee (FORC)

• Identify opportunities to support local agricultural organizations and initiatives

• Complete Forest Management Plan including Recreation policy CAO, Forest

1.4 Support initiatives that improve social determinants of health 1.4.1 Investigate and

review opportunities to collaborate with local agencies for rural transportation services

• Rural transportation study completed by HCIA

• Increased DCCSS transportation program by one vehicle to support seniors and adults with disabilities

• Continue to investigate and quantify the need for rural transportation with local partners Community

Services, DCCSS

1.4.2 Increase affordable housing availability

• Converted commercial space into three new Affordable Housing units in Shelburne

• Engaged community partners to discuss housing related issues, specifically Housing First

• Engaged the aboriginal community surrounding housing issues

• Investigate Housing First approaches to address homelessness

• Develop business case that evaluates the merits of replacing existing units with newer more efficient mix

Community Services (Housing)


1.4.3 Investigate a local Dufferin poverty reduction strategy

• Created Poverty Reduction Table

• Build framework, and set ongoing priorities

• Sponsor Poverty Reduction Coordinator position

Community Services

Communication and Connections

The Corporation of the County of Dufferin will engage in timely, two-way communications that create meaningful connections. The Corporation of the County of Dufferin is committed to being a leader in communication. Creating connections with all staff, residents, other municipalities, community partners, and other levels of government is key to achieving success in all strategic priority areas. Regular, two-way conversations encourage collaboration and innovation.

Actions 2015 Accomplishments 2016 Objectives Department 2.1 Connect with residents 2.1.1 Develop a public

communications strategy reviewing current and new media sources

• Improved social media usage before, during, and after emergencies

• Initiated corporate communications initiatives (increased visibility on social media)

• Created a user-friendly interactive map on our external website

• Investigate and develop detailed communications strategy, policy and procedures using a cross functional team

• Continue monitoring and reviewing of different social media platforms

Corporate Services

(Communications Team)

2.1.2 Promote and market County and community programs and services

• Implemented new promotional initiatives

o Child Care Quality twitter account

o Raising the Bar website

• Increase social media reach and smartphone app usage

• Expand education efforts to promote diversion through community and school

Corporate Services



o Community Services display board

• Promoted waste services to social housing residents

• Awarded the 2014 Gold Promotion & Education Award for Calendar

• Awarded the 2014 Gold Promotion and Education Award for Print Tool

presentations, interactive activities

2.1.3 Encourage public feedback and comments in a variety of innovative forums

• Created Forest Operating Review Committee

• Conduct regular online surveys of residents

• Investigate budget feedback tools

Corporate Services


2.2 Foster two way communication with lower tiers and neighbouring municipalities 2.2.1 Provide regular

updates on County Council events

• Developed subscription list for the local councillors for the Monthly Council In Brief publication

• Consult with local municipalities to determine what information is valuable to them

Corporate Services

2.2.2 Implement annual Joint Council workshops

• Held strategic planning joint council

• Hold joint council workshop for economic development

CAO, Corporate Services

2.2.3 Enhance regular communication with neighbouring municipalities

• Attended local councils to discuss ongoing bylaw and building issues

• Worked with local municipal counterparts on various Capital Construction projects to incorporate feedback, collaborate on joint improvement processes and to keep all informed of project details and progress

• Continue dialogue related to building and bylaw issues as they arise

• Continue regular communication with local municipalities related to construction, winter control planning and road closure procedures

• Schedule quarterly or semi-annual planning review meetings to share information on upcoming planning issues that

All Departments


have impacts beyond local municipal boundaries

2.2.4 Encourage sharing of information between all municipalities

• Joined the SAMS Financial Reconciliation Network

• Participated in regional Community Emergency Management Coordinator meetings

• Developed SharePoint Site promoting wellness initiatives within all municipalities

• Circulated documents and sought feedback for new County planning procedures and fees

• Work cooperatively to implement consistent policies with respect to Bill 8 and new accountability measures

• Continue assisting local municipalities in source water protection implementation

All Departments

2.3 Provide a strong voice for advocating to the province 2.3.1 Advocate and

pursue other levels of government for funding

• Advocated to province to change criteria for future infrastructure grant programs

• Participated in WOWC Ontario Moves submission to advocate for funding infrastructure funding for southwestern Ontario

• Pursue infrastructure funding opportunities from other levels of government

• Coordinate with local municipalities where possible to enhance funding opportunities

Treasury

2.3.2 Collaborate to provide feedback on provincial policy

• Clerk joined the AMCTO Municipal Act Review Committee

• Attended joint delegation between County and local municipal representatives to Ministry of Environment on negative impact of importing excess fill

• Coordinate local responses to provincial policy changes

• Work with WOWC to provide policy input on a regional level

CAO, Corporate Services

2.4 Promote internal communications 2.4.1 Maintain positive

connections with all staff

• Conducted a Management Training Day

• Conduct a survey of staff • Work with cross functional teams

Human Resources


encouraging collaboration and innovation

• Used employee SharePoint site to provide human interest and good news stories

• Introduce Information Sessions to ensure staff are aware of overall County operations

2.4.2 Promote an inclusive workplace

• Developed Wellness Committee

• Seek input from staff on desired initiatives Human

Resources

2.4.3 Convey business requirements with all staff and clearly define corporate strategic priorities and objectives

• Held Management Meetings to discuss departmental objectives, budget and strategic objectives

• Continue to hold regular Management Meetings to discuss departmental objectives, budget and strategic objectives

• Implement requirement for Department and division operational plans

All Departments

Good Governance

The Corporation of the County of Dufferin will lead through open, transparent and responsible decision making.

The Corporation of the County of Dufferin makes decisions and sets policy on behalf of residents, community groups, and local municipalities. Balancing the needs of many stakeholders means being considerate of different perspectives, effectively managing resources, and communicating the process and the results.

Actions 2015 Accomplishments 2016 Objectives Department

3.1 Promote rural/urban cohesiveness 3.1.1 Collaborate with the

area municipalities to look for innovative

• Created Access Dufferin SharePoint site to allow

• Market the use of the Access Dufferin SharePoint site in Corporate

Services


opportunities to partner and responsibly share resources

collaboration on accessibility related policies and procedures

• Jointly investigated POA services

• Provide IT support to East Garafraxa and Amaranth

efforts to promote municipal policy development

• Facilitate the newly formed Dufferin Records Group

• Explore opportunities for joint procurement related to Capital work

3.1.2 Identify areas of County wide and common interests

• Created County Disaster Relief Program

• Engage local municipalities to identify areas of common interests

CAO

3.2 Increase transparency 3.2.1 Introduce open

government initiatives, ie. Open data

• Improved access to mapping data with interactive map on external website

• Conduct training related to what is open government and open data

• Investigate open data opportunities

• Investigate a budget feedback tool

Corporate Services

3.2.2 Provide more open routine disclosure and information for residents

• Created the first annual report regarding the progress made on the 10 Year Housing and Homelessness Plan

• Increased use of social media to provide regular updates and answer resident inquiries

• Implement quarterly Warden and Council’s newsletter

• Implement departmental annual reporting requirements Corporate

Services

3.2.3 Develop evaluation and reporting process to assess achievement of strategic goals and objectives

• Completed first strategic plan progress report

• Modified council reports to identify linkages with strategic plan

• Identified lead departments for specific strategic plan actions

• Create mechanism for evaluating objectives and actions

• Develop departmental strategic plans

• Identify where changes and updates are required

CAO


3.2.4 Develop a long term financial plan that responsibly balances infrastructure requirements against local economic conditions

• Introduced long term financial plan in 2016 draft budget

• Hold council workshop to discuss long term goals

• Develop public engagement process to gather input Treasury

3.3 Improve policies, practices and procedures 3.3.1 Ensure compliance

with Ministerial standards and requirements

• Conducted working at heights training

• Established Adhoc Council Review Committee to review Council code of conduct and accountability policies

• Reviewed Dufferin Oaks Mission Statement as legislated by the Long Term Care Homes Act every 5 years

• Prepare for March 2017 Accreditation as per LHIN Accountability Agreement

• Conduct bi-annual OSIM (structure) review

• Complete a Development Charges Study

• Update Accountability and Transparency policies

All departments

3.3.2 Review and update current policies and procedures

• Introduced Manager’s Guide to Onboarding new hires

• Updated the Council Orientation program

• Updated Health and Safety Policies 1.01 to 1.06 and circulated to municipalities for adoption

• Reviewed several transportation policies

• Implement email retention policy and schedules

• Update Health and Safety Policies 1.07 to 10.02 and circulate to l for adoption

• Review local building requirements to incorporate standards to reduce tornado damage

• Update transportation policies • Review waste service programs

and develop business practices

All departments


3.3.3 Implement Corporate Records Management System including archival

• Implemented and rolled out the RMS (Records Management System)

• Continue roll out of RMS Corporate Services

3.3.4 Review of procedural by-law, notice requirements and committee structure

• Completed in 2015 Corporate Services

Service Excellence

The Corporation of the County of Dufferin will deliver innovative services considerate of community needs.

The Corporation of the County of Dufferin is committed to providing excellent services at an exceptional value.

Actions 2015 Accomplishments 2016 Objectives Department 4.1 Close the infrastructure gap 4.1.1 Develop a long term

infrastructure plan • Compiled detailed project

specific budgets as part of a prioritized 10 year Capital budget plan

• Compiled a detailed and itemized 5 year historical project cost summary as a budgeting aid

• Formalize a 10-year capital plan that contains more specific commitments on the timing of capital spending and amend the Plan with project deferral

• Explore alternative rehabilitation options for future capital work

• Develop 10 year pavement preservation program

Treasury, Public Works

4.1.2 Implementation of road network rationalization study

• Completed initial draft of Phase 1 Road Rationalization Study

• Complete Phase 2 Implementation of Road Rationalization Study

Public Works (Transportati

on)


4.1.3 Develop facilities, maintenance and capital plan

• Developed capital work plan for social housing

• Compiled detailed project specific budgets as part of a prioritized 10 year Capital budget plan

• Complete capital work plan for balance of all County facilities

Building and Property

4.1.4 Increase annual capital contribution

• Introduced dedicated capital tax levy in 2016 draft budget

• Utilized project savings to complete additional road and structure work

• Implement strategy for dedicated capital levy increases over the longer-term Treasury

4.2 Improve seniors and social services 4.2.1 Investigate options

for transportation for seniors

• Completed study in 2015

4.2.2 Ensure inclusive support services that promote safe and healthy living are available to Dufferin residents

• Reviewed Food Programs offered in Dufferin County

• Dufferin Oaks became a Music and Memory Certified Care Facility

• Implemented intergenerational programming with residents and day program clients with the children of the Shelburne Ontario Early Years Centre

• Community Services and Facilities Staff created Social Housing Garden Boxes that promote healthy living and healthy eating

• Create a “Food For Thought” grant designed to allocate County grants to agencies involved in local food services targeting residents in need

• Expand garden program to other social housing buildings Community

Services


4.2.3 Engage with community partners to address service provision and access

• Created the DC MOVES initiative that will support County agency engagement as a whole

• Continued engagement with Community Services and Georgian College Employment

• Formed multi-agency Evidence Informed Planning group with WDGHU

• Implement DC MOVES initiative in partnership with Headwaters Communities In Action

• Continue to build on service pathways, relationship building with clients and staff

• Implement multi-agency Evidence Informed Planning priorities with WDGHU

Community Services

4.3 Enhance value for money 4.3.1 Develop a

continuous improvement process to provide innovation and efficiency

• Replaced Museum phone system and connected to County phone system

• Refined tendering and project management process to maximize available funds for construction projects

• Continue review of budget software

• Investigate formal continuous improvement systems i.e. Six Sigma

Treasury

4.3.2 Explore alternative sources of funding

• Obtained community donations to support our Music and Memory Program at Dufferin Oaks

• Created stewardship revenue stream by implementing e-waste collections at County facilities/buildings

• Explore additional waste funding opportunities

Treasury

4.3.3 Develop a tool to examine the long term impact of new program funding opportunities

• Create a process to evaluate the ongoing financial, technological, staffing, and legal impact of all new initiatives.

Treasury


4.3.4 Expand partnerships for procurement by collaborating with local and neighbouring municipalities

• Explore opportunities for joint procurement related to capital work Treasury

4.3.5 Investigate opportunities to partner and share resources/services

• Assisted housing provider in obtaining better prices for capital work

• Incorporated housing provider in snow clearing tender

• Continue to work collaboratively with housing providers to ensure optimal value on service and construction contracts

• Complete inventory of current and potential partners

Treasury

4.4 Promote organizational excellence and innovation and celebrate success 4.4.1 Utilize cross-

functional work teams to collaborate and deliver innovative service

• Increased communication between facilities and housing staff through regular meetings

• Facilities, IT, and Community Services departments collaborated to implement e-waste recycling in County facilities

• Delivered specialized workshops on recycling and composting by Community Services and Waste Services staff

• Investigate opportunities for cross functional teams

4.4.2 Develop Customer Service Standards for the corporation

• Drafted Customer Service Policy

• Shared policy with Senior Management Team prior to approval by Council

• Roll out and training of customer service policy Corporate

Services


4.4.3 Leverage existing and new technologies

• Implemented use Ministry of Education Child Care Licensing System technology

• Introduced new “The WorxHub” system to Housing and Facilities staff to better address unit and tenant needs in a timely fashion

• Implemented Point of Care computerized documentation for our long term care residents

• Introduced “Penny” time sheet software integrated with existing Accounting/Payroll software and provided training to over 140 end users

• Introduced new e-learning software to assist in delivery of Health and Safety related training

• Implemented new facilities maintenance work order system

• Completed 3 LED lighting upgrades at county sites

• Identify further sites for LED lighting upgrade

• Continue to investigate alternative road design software suites

• Investigate additional e-learning opportunities

Corporate Services (IT)

4.4.4 Develop a recruitment and succession plan

• Identified key positions that may be lost due to retirement or turnover

• Identify possible internal candidates for succession

• Identify recruitment requirements

Human Resources

4.4.5 Implement a recognition program to highlight staff accomplishments

• Create staff committee to examine best practices and develop a recognition program

Human Resources


and commitment to innovation

4.4.6 Commit to ongoing performance development and staff training, including increasing the understanding of what other departments do

• Created a training program for new and aspiring leaders within Community Services

• Implemented e-learning modules to augment Employee Health & Safety Orientation Program

• Adoption & Implementation of Globally Harmonized System (GHS) which replaces WHMIS

• Developed training outline for implementing new (GHS) for staff and member municipalities

• Facilities staff completed training related to dementia and dealing with seniors

• Building department staff completed ongoing Ontario Building Code training

• Enhance management training opportunities

• Develop master training plan for all staff levels

• Continue GHS Training throughout 2016 until all levels of

CAO/ Human Resources

4.4.7 Create a forum for sharing best practices

• Develop a management SharePoint site for sharing best practices

• Hold quarterly management team meetings

Human Resources

4.4.8 Review and update the performance review process

• Developed new senior management employee evaluation program

• Developed an onboarding process for new staff

• Establish a committee to review performance appraisal process CAO/ Human

Resources

2016 Draft Budget Package - Dufferin County · PDF file2016 Draft Budget Package. 2016 DRAFT...

Documents

Transcript of 2016 Draft Budget Package - Dufferin County · PDF file2016 Draft Budget Package. 2016 DRAFT...