Department budget - Final Department... · 2019. 12. 4. · 2020 FINAL Department Budgets December...

2020 FINAL Department Budgets December 04, 2019 Page 71

Warden, CAO, Clerks and Archives


Warden, CAO, Clerks and Archives Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange

2020B vs. 2019BChange

Actual Actual Budget Forecast Budget $ % $ %

Operating Revenues Subsidies 0 0 0 0 0 0 0.0 0 0.0Service Partners 46 46 47 47 48 1 2.0 1 2.0

User Fees 0 0 0 0 0 0 0.0 0 0.0Miscellaneous Income 141 169 141 140 140 0 0.1 (1) (0.9)Transfer from Reserve 0 0 0 0 0 0 0.0 0 0.0Total Revenues 187 215 188 187 188 1 0.6 0 (0.2)Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 2,153 2,315 2,584 2,580 2,753 173 6.7 170 6.6Administration 390 405 490 445 461 16 3.7 (29) (5.9)Facilities 201 204 223 220 222 2 1.0 (1) (0.4)Cost of Service Delivery 194 236 267 269 265 (4) (1.4) (2) (0.8)Transfer to Reserve 2 14 2 31 1 (29) (95.4) 0 (22.2)

Total Expenses 2,939 3,173 3,566 3,544 3,703 159 4.5 137 3.8Total Operating Balance (2,752) (2,958) (3,378) (3,357) (3,515) (158) 4.7 (137) 4.1

2

Capital

Capital Revenue 70 139 350 350 211 (139) (39.7) (139) (39.7)Capital Expenses 343 345 788 788 364 (424) (53.8) (424) (53.8)Net Capital (274) (207) (438) (438) (153) 285 (65.1) 285 (65.1)

Net Department Requirement (3,026) (3,165) (3,816) (3,795) (3,668) 127 (3.3) 147 (3.9)


Warden, CAO, Clerks and Archives Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Revenue 187 215 188 187 188 1 0.6 0 (0.2)

Expenses 2,939 3,173 3,566 3,544 3,703 159 4.5 137 3.8

Total Operating Balance (2,752) (2,958) (3,378) (3,357) (3,515) (158) 4.7 (137) 4.1

Department Operating Expenses

Archives 578 679 790 733 817 84 11.5 27 3.4

CAO 501 524 549 546 566 21 3.8 18 3.2

Clerk 725 824 847 828 857 28 3.4 9 1.1

Warden & Council 1,136 1,146 1,380 1,438 1,463 26 1.8 83 6.0

Total Operating Expenses 2,939 3,173 3,566 3,544 3,703 159 4.5 137 3.8

Total Capital Expenses 343 345 788 788 364 (424) (53.8) (424) (53.8)


Warden, CAO, Clerks and Archives 2020 Budget vs. 2019 Budget Change

The overall 2020 Warden, CAO, Clerks and Archives budget includes a net department requirement (total operating and capital) of $3.7M, compared to $3.8M in 2019, a decrease of $147K.

Operating The Warden, CAO, Clerks and Archives operating budget includes a total operating balance of $3.5M, compared to $3.4M in 2019, an increase of $137K. Salaries and Benefits are anticipated to increase in 2020 by $170K. This increase is mainly attributed to Warden & Council salaries, per diem and related benefits resulting in an increase of $114K. The remaining costs of $56K represent the standard salaries and benefit allocation increases across the three departments: CAO, Clerks and Archives. Administration costs are expected to decrease by $29K. Lower costs are associated with the Simcoe County Conference being held every other year. Other administrative costs are also reduced based on recent costing trends. Facilities costs are projected to decrease by $1K. Cost of Service Delivery is planned to decrease by $2K. Transfer to Reserve will not change in 2020.

The change in expenses broken down by department is as follows: Archives: Expenses are increasing by $27K mainly due to regular salaries and benefits increases due to a full year of the new additional position. CAO: Expenses are increasing by $18K due to increases in administration expenses and regular salaries and benefit allocation increases. Clerks: Expenses include regular salaries and benefits increases which are offset by decreases in administrative expenses. Warden & Council: Expenses are increasing by $83K and include an increase in salaries and benefits of $114K. This increase is partially offset by reductions in administrative expenses related to the Simcoe County Conference not being undertaken in 2020 and small decreases in special events and public relation expenses.

Capital The Department's Capital budget is $364K. The details for each project are on the Request Form(s) included.

2020 FINAL Department Budgets December 04, 2019 5

Warden, CAO, Clerks and Archives 2020 Budget vs. 2019 Forecast Change

The overall 2020 budget for Warden, CAO, Clerks and Archives includes a net department requirement (total operating and capital) of $3.7M, compared to $3.8M in the 2019 forecast, a decrease of $127K.

Operating The Warden, CAO, Clerks and Archives operating budget includes a total operating balance of $3.5M, compared to $3.4M in the 2019 forecast, an increase of $158K. Salaries and Benefits are anticipated to increase in 2020 by $173K. This increase is mainly attributed to changes related to Warden and Council compensation as per Council Directive. Also, salaries and benefits in Clerks and Archives departments are forecasted to be below 2019 budget due to vacancies related to staff turnover and delay in hiring new staff. Administration costs are expected to increase by $16K. This is due to a combination of three factors. The first item is the 2019 forecast is lower than the 2020 budget due to the 2019 grants being reallocated internally to the reserve account to purchase the buses for Long Term Care Homes. The second item is the 2020 budget is lower than the forecast because of the Simcoe County Conference being held every second year. Finally, staff training and other administrative costs were forecasted to be lower than the budget. Facilities costs are projected to increase by $2K.

Cost of Service Delivery is planned to decrease by $4K. This is due to lower special events and public relations costs in 2020 Budget. Transfer to Reserve will decrease by $29K. The 2019 forecast is higher than the 2020 budget due to 2019 grants from special events being moved into the reserve to purchase buses for Long Term Care Homes. The changes in expenses broken down by department are as follows: Archives: Expenses are increasing by $84K mainly due to regular salaries and benefits increases. The 2019 forecast includes a decrease in salaries and benefits due to a delay in hiring new staff, and other small decreases in administration related to new staff. CAO: Expenses are increasing by $20K due to increases in administration expenses and regular salaries and benefit allocation increases. Clerks: Expenses are increasing by $28K and include an increase in regular salaries and benefits reflecting staff turnover in 2019 and a small increase in administration costs due to one time forecast adjustments. Warden & Council: Expenses are increasing by $26K and include an increase in salaries and benefits of $57K. The per


diem forecast in 2019 was adjusted due to lower than anticipated attendance at the facility orientation tours and some sub-committees were established later in the year than forecast. The increase in salaries is partially offset by reductions in administrative expenses related to the Simcoe County Conference not being undertaken in 2020 and small decreases in Cost of Service Delivery relating to special events and public relations.

Capital The Department's 2020 Capital budget is $364K. The details for each project are on the Request Form(s) included.


Warden, CAO, Clerks and Archives Capital Summary ($000’s)

Project Description Total Project

Cost

2020Budget

Expense

Gas Tax DC Other City of

Barrie

City of Orillia

Reserves

County Impact

ARC - Energy Efficiency Retro Project 882 264 0 0 211 0 0 0 53ARC - Mobile Shelving Retrofit 60 60 0 0 0 0 0 0 60ARC - Sign Replacement 40 40 0 0 0 0 0 0 40Total Capital 982 364 0 0 211 0 0 0 153


Archives Tangible Capital Asset (TCA)

Expenditure Title: Archives Energy Efficiency Retrofit Project Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Federation of Canadian Municipalities has approved funding for Archives building efficiency upgrades (including 2020 exterior wall insulation and cladding, door upgrades, and a rooftop solar power generating installation). The funding covers 80%. The remaining 20% is to be covered by the County. The projects will increase the efficiency of Archives' environmental controls, reduce hydro usage, and ensure the on-going preservation of collections by reducing temperature and humidity gradients in Archives storage vaults.

Impact of not proceeding The County may need to pay the full cost of the wall insulation and cladding and door upgrades in coming years to ensure that Archives' collections stored in the older parts of the building are protected from temperature and humidity fluctuations near exterior walls. Archives power usage will continue to be higher than average facility costs and won't be offset by passive solar generation. Budget Category

($000's) Total 2019 &Prior

2020Budget

2021Plan 2022 +

Capital Revenue 562 350 212 0 0Capital Expense 882 617 265 0 0Net Capital (320) (267) (53) 0 0Net Expenditure (320) (267) (53) 0 0



Expenditure Title: Mobile shelving retrofit - flat and rolled storage capacity increase Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure Flat and rolled storage units are used to store maps, plans, and technical drawings. The Simcoe County Archives will soon run out of large-format flat record storage and has run out of rolled record storage. To increase capacity for these types of records, it is proposed that the Archives retrofit a fixed end-unit bank of its mobile shelving installation to add approximately 200 flat storage drawers and approximately 200 rolled storage slots.

Impact of not proceeding Larger flat records do not fit on existing shelves and may no longer be collected due to lack of storage options. Rolled records will be stored inefficiently on existing shelving and may be damaged when shelves are moved. Inefficient use of shelving designed for archival boxes will shorten the time to capacity for the Archives. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 60 0 60 0 0Net Capital (60) 0 60 0 0Net Expenditure (60) 0 60 0 0



Expenditure Title: Simcoe County Archives sign replacement Strategic Direction: C - Economic & Destination Development

Description and justification for expenditure The Simcoe County Archives' road sign has begun to decay. Paint is blistering and peeling, corrosion has appeared, sign panels are out of alignment, the concrete pillars upon which the sign is mounted are deteriorating, and the sign is difficult to read from a car travelling at the speed limit on Highway 26. A sign replacement is recommended.

Impact of not proceeding The Simcoe County Archives' road sign will continue to decay and eventually become an eyesore. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 40 0 40 0 0Net Capital (40) 0 (40) 0 0Net Expenditure (40) 0 (40) 0 0


Service Simcoe


Service Simcoe Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 154 144 95 96 90 (6) (5.8) (4) (4.6)Service Partners 60 61 62 62 63 1 2.0 1 2.0

User Fees 265 261 285 285 278 (7) (2.4) (8) (2.6)Miscellaneous Income 4,533 37 47 47 48 1 1.1 1 1.1Transfer from Reserve 38 50 100 100 0 (100) (100.0) (100) (100.0)Total Revenues 5,049 553 589 590 479 (111) (18.8) (110) (18.7)Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 3,755 4,028 4,396 4,396 4,503 108 2.4 108 2.4Administration 678 692 757 754 536 (218) (28.9) (221) (29.2)Facilities 378 323 356 401 358 (43) (10.7) 2 0.5Cost of Service Delivery 1,199 1,005 1,442 1,445 1,545 100 6.9 103 7.1Transfer to Reserve 4,735 80 39 39 39 0 0.0 0 0.0

Total Expenses 10,744 6,127 6,990 7,035 6,981 (53) (0.8) (9) (0.1)Total Operating Balance (5,695) (5,574) (6,401) (6,445) (6,503) (57) 0.9 (101) 1.6

2

Capital

Capital Revenue 200 143 150 150 100 (50) (33.3) (50) (33.3)Capital Expenses 200 255 235 235 235 0 0.0 0 0.0Net Capital 0 (112) (85) (85) (135) (50) 58.8 (50) 58.8

Net Department Requirement (5,695) (5,686) (6,486) (6,530) (6,638) (107) 1.6 (151) 2.3


Service Simcoe Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Revenue 5,049 553 589 590 479 (111) (18.8) (110) (18.7)

Expenses 10,744 6,127 6,990 7,035 6,981 (53) (0.8) (9) (0.1)



Communications 954 937 1,256 1,256 1,793 537 42.7 537 42.7

Library 790 804 777 777 784 7 1.0 7 1.0

Museum 6,816 2,162 2,243 2,291 1,999 (292) (12.7) (245) (10.9)

Public Engagement (Customer Service) 907 929 1,084 1,084 1,096 12 1.1 12 1.1

Tourism 1,277 1,295 1,630 1,627 1,309 (318) (19.5) (321) (19.7)

Total Operating Expenses 10,744 6,127 6,990 7,035 6,981 (53) (0.8) (9) (0.1)

Total Capital Expenses 200 255 235 235 235 0 0.0 0 0.0


Service Simcoe 2020 Budget vs. 2019 Budget Change

The 2020 Service Simcoe budget includes a net department requirement (total operating and capital) of $6.6M, compared to $6.5M in 2019, an increase of $151K.

The City of Barrie portion is $63K, an increase of $1K from 2019. The total Municipal requirement in 2020 is $6.7M compared to $6.5M in 2019, an increase of $153K.

Operating The Service Simcoe operating budget includes a total operating balance of $6.5M, compared to $6.4M in 2019, an increase of $101K. Subsidies are to decrease by $4K. The Museum operating grant is decreasing slightly based on historical actuals and partially offset by an small increase in Tourism grant revenue User Fees are to decrease by $8K. Miscellaneous Income is to increase by $1K. Transfer from Reserve will decrease by $100K. The Museum will not be updating any of its galleries this year based on the planned cycle for gallery updates. This results in a lower Transfer from Reserve. Salaries and Benefits are anticipated to increase by $108K. This includes collective agreement changes, standard salary increases and benefit increases.

Administration costs are expected to decrease by $221K. This decrease is due to a reallocation of advertising and promotion expenses in an effort to gain efficiencies. The offsetting increase is found within Cost of Service Delivery. Facilities costs are projected to increase by $2K. Cost of Service Delivery is planned to increase by $103K. Administration expenses for advertising and promotion have been reallocated to Cost of Service Delivery within the Communications department to consolidate similar work and gain efficiencies within the Service Simcoe portfolio accounting for an increase of $161K. This increase has been offset by a decrease in program supplies and materials of $11K for the Library and $35K in Tourism as result of the completion of the Barn Quilt project. Transfer to Reserve will not change in 2020. The changes in expenses broken down by departments as follows: Communications: Increases in expenses are primarily the result of salary increases due to the reorganization of staff to the Communications department from the Tourism and Museum departments. With the movement of staff brings expenses for the advertising and promotion work that they will perform within the department. These expenses have been


reallocated from Tourism, Museum and Library to centralize promotional efforts and gain efficiencies. Library Co-Operative: The increase is mainly due to standard salary and benefit increases which have been offset by a decrease in program supplies and materials and the reallocation of advertising and promotion expenses to Communications. Museum: The decrease in expenses is mainly the result of 1.0 Full-Time Equivalent staff (FTE) moving to Communications and 2.5 FTE maintenance staff moving to Procurement, Fleet, and Property which reduces salaries expense and staff training costs. As well, advertising and promotion expenses have been reallocated to Communications. Cost of Service Delivery decreased as there is no gallery update planned this year.

Public Engagement: The increase is a result of higher regular salaries and benefits along with planned updates to office equipment. Tourism: Salaries and Benefits have decreased as a result of 1.0 FTE staff movement to Communications. As well, advertising and promotion, and printing expenses have been reallocated to Communications. Program supplies and material have also decreased with the completion of the Barn Quilt project.



Service Simcoe 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Service Simcoe includes a net department requirement (total operating and capital) of $6.6M, compared to $6.5M in the 2019 forecast, an increase of $107K.

The City of Barrie portion is $63K, an increase of $1K from 2019 forecast. The total Municipal requirement in the 2020 budget is $6.7M compared to $6.6M in the 2019 forecast, an increase of $109K.

Operating The Service Simcoe operating budget includes a total operating balance of $6.5M, compared to $6.4M in the 2019 forecast, an increase of $57K. Subsidies are to decrease by $6K. The Museum operating grant is decreasing based on historical actuals. User Fees are to decrease by $7K. Miscellaneous Income is to increase by $1K. Transfer from Reserve will decrease by $100K. The Museum will not be updating any of its galleries this year based on the planned cycle for gallery updates. This results in a lower Transfer from Reserve.

Salaries and Benefits are anticipated to increase by $108K. This includes collective agreement changes, standard salary and benefit increases. Administration costs are expected to decrease by $218K. This decrease is due to a reallocation of advertising and promotion expenses in an effort to gain efficiencies. The offsetting increase is found within Cost of Service Delivery. Facilities costs are projected to decrease by $43K. This decrease relates to a one-time costs incurred for fire related building repairs at the Museum. Cost of Service Delivery is planned to increase by $100K. Administration expenses for advertising and promotion have been reallocated to Cost of Service Delivery within the Communications department to consolidate similar work and gain efficiencies for an increase of $161K. This increase has been offset by a decrease in program supplies and materials of $11K for the Library and $35K in Tourism as result of the completion of the Barn Quilt project. Transfer to Reserve will not change in 2020. The changes in expenses broken down by departments are as follows:


Communications: Higher expenses are primarily the result of salary increases due to the reorganization of staff to the Communications department from the Tourism and Museum departments. With the movement of staff brings expenses for the advertising and promotions work they will perform within the department. These expenses have been reallocated from Tourism, Museum and Library to centralize promotional efforts and gain efficiencies. Library Co-Operative: The increase is mainly due to standard salary and benefit compensation which have been offset by a decrease in program supplies and materials and the reallocation of advertising and promotion expenses to Communications. Museum: The decrease in expenses is mainly the result of 1.0 FTE moving to Communications and 2.5 FTE maintenance staff moving to Procurement, Fleet, and Property. As well, advertising and promotion expenses have been reallocated to Communications and Cost of Service Delivery has decreased

as there is no gallery update planned this year and one time costs for fire related repairs. Public Engagement: The higher expense cost is a result of regular salaries and benefits increases along with planned updates to office equipment. Tourism: Salaries and Benefits have decreased as a result of 1.0 FTE staff movement to Communications. As well, advertising and promotion, and printing expenses have been reallocated to Communications. Program supplies and material have also decreased with the completion of the barn quilt project.



Service Simcoe Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

MUS - Building Repairs 135 135 0 0 0 0 0 0 135MUS - C. Matthews Legacy Project 250 100 0 0 0 0 0 100 0Total Capital 385 235 0 0 0 0 0 100 135


Museum Tangible Capital Asset (TCA)

Expenditure Title: Building Repairs Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure As part of the Asset Management Plan, four building repair projects are required for 2020: Replacement of windows in the Living and Working gallery

and Interpretive 1 and 2 rooms An engineering study on the replacement of four air handler

units The replacement of air handler unit humidifiers in the old

section The replacement of fire sensors and installation of smoke

alarms in the old section of the Museum. The windows in these areas were scheduled for replacement as part of the Building Condition Assessment in 2020, and have reached the end of their life span. The cost for replacement is estimated at $50K. The engineering study, estimated at $20K, is required to plan the most cost effective and energy efficient replacement for the air handler units that are at the end of their life span. The replacement of fire sensors and installation of smoke alarms is estimated at $15K. This need for replacement was identified as a result of the structure fire in 2018. The replacement of HVAC humidifiers, estimated at $50K, is required as part of the building condition assessment.

Impact of not proceeding There is increased risk to the structural integrity of the building, as well as future increased repair costs. Delaying these repairs will likely result in higher repair costs, higher energy costs, potential emergency repair or replacement costs, and greater risk to the building and the collection. Budget Category


2020Budget

2021Plan 2022 +



Museum Tangible Capital Asset (TCA)

Expenditure Title: C. Matthews Legacy Project Strategic Direction: Select Strategic Direction

Description and justification for expenditure In 2017, the Simcoe County Museum received a bequest from the estate of the late Charles Matthews. Originally valued at $4.4M, the estate was completely settled in August 2019, and the Museum was bequeathed a final total of $5M. It was directed by the estate that these funds be used for legacy capital projects related to the display, restoration and retention of museum collections, and/or the acquisition of museum artifacts. This 2020 proposal is a continuation of the 2019 project to engage architectural and engineering services for the drafting of a building that achieves the objective of this bequest, and meets the long term operational objectives of the museum.

Impact of not proceeding The Matthews bequest was not time limited. However, continuing to engage architectural and engineering services into 2020 will allow staff to source and seek opportunities for matching funds, as well as engage key stakeholders, such as Council, Museum Advisory Committee, Volunteers, and the public. This will ensure that the project respects the memory of Charles Matthews, and ensures the long term objectives of the Museum are achieved. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 250 150 100 0 0Capital Expense 250 150 100 0 0Net Expenditure 0 0 0 0 0


Corporate Performance


Corporate Performance Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange




User Fees 185 199 192 193 194 2 0.9 2 1.0Miscellaneous Income 169 213 264 250 248 (2) (0.6) (16) (6.0)Transfer from Reserve 86 100 0 0 0 0 0.0 0 0.0Total Revenues 440 512 456 442 442 0 0.1 (14) (3.1)Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 11,943 12,273 13,304 13,233 13,940 707 5.3 637 4.8Administration 2,200 1,998 2,516 2,705 2,514 (191) (7.1) (2) (0.1)Facilities 1,257 1,600 1,436 1,457 1,465 7 0.5 28 2.0Cost of Service Delivery 2,898 2,985 3,378 3,349 3,447 98 2.9 69 2.0Transfer to Reserve 229 150 150 150 150 0 0.0 0 0.0


2

Capital

Capital Revenue 802 7,016 215 1,353 0 (1,353) (100.0) (215) (100.0)Capital Expenses 2,220 8,463 2,238 3,376 1,989 (1,387) (41.1) (250) (11.1)Net Capital (1,418) (1,447) (2,023) (2,023) (1,989) 35 (1.7) 35 (1.7)



Corporate Performance Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Revenue 440 512 456 442 442 0 0.1 (14) (3.1)

Expenses 18,528 19,007 20,784 20,894 21,516 621 3.0 732 3.5



Finance 3,498 3,369 3,720 3,620 3,807 187 5.2 87 2.3

Human Resources 3,302 3,398 3,588 3,681 3,679 (2) 0.0 92 2.6

Information Technology 6,878 7,057 8,060 8,089 8,216 127 1.6 156 1.9

Legal 604 606 687 770 719 (51) (6.7) 31 4.6

Procurement, Fleet and Property 4,246 4,577 4,732 4,737 5,095 358 7.6 362 7.7

Total Operating Expenses 18,528 19,007 20,784 20,894 21,516 621 3.0 732 3.5

Total Capital Expenses 2,220 8,463 2,238 3,376 1,989 (1,387) (41.1) (250) (11.1)


Corporate Performance 2020 Budget vs. 2019 Budget Change

The 2020 Corporate Performance budget includes a net department requirement (total operating and capital) of $23.1M, compared to $22.4M in 2019, an increase of $711K.

Operating The Corporate Performance operating budget includes a total operating balance of $21.1M, compared to $20.3M in 2019, an increase of $746K. The changes in revenue and expenses broken down by category are as follows. User Fees are to increase by $2K. The increase reflects inflationary changes. Miscellaneous Income is to decrease by $16K. This results from the delay in fully utilizing IT services by member municipalities. Salaries and Benefits are anticipated to increase by $637K. This includes the addition of an IT Database Application Specialist to address current pressures to meet operational demands. A reduction in consulting expenses offsets the costs of this position. The Procurement Fleet & Property (PFP) department is planning to add a Fleet Supervisor. The cost of this position will be offset by reduced vehicle maintenance expenses across the Corporation. The addition of a part-time (0.5 FTE) Maintenance Worker will help to increase overall efficiency within the Maintenance and Facilities Team. In addition, 2.5 staff have been moved from the Museum to the

PFP department in 2019 to further improve efficiencies and reduce facility maintenance costs. Excluding these additions, salaries would have increased by 2.1% which includes changes relating to collective agreements and standard salary and benefit increases. Administration costs are expected to decrease by $2K. Savings in consulting fees are offset by higher corporate training costs to improve security measures awareness within the Corporation. Tuition reimbursement costs and health and safety training are also trending higher. Facilities costs are projected to increase by $28K. This reflects inflationary increases for utilities costs as well as additional grounds maintenance costs related to new facilities. Cost of Service Delivery is planned to increase by $69K. This is due to increases in software support and contracts costs related to new applications and increased users for existing applications. These additional costs are partially offset by lower computer equipment and support costs resulting from streamlining of business processes and extending replacement schedules for existing equipment. Transfer to Reserve will not change in 2020. The changes in expenses broken down by department are as follows:


Finance: Expense increase of $87K reflects standard salaries and benefits increases and small inflationary increases in administration costs. Human Resources: Higher expenses of $92K include standard salaries and benefits increases, costs related to promoting LEAN business processes across the corporation, employee psychological health and safety, and increased tuition reimbursement costs reflecting higher need to maintain skills and knowledge in the rapidly changing environment. Information Technology: Expense increase of $156K includes a new Database Applications Specialist to meet increased operational demands and to reduce the utilization of consulting resources. The cost of the new position is fully offset by reduction in consulting expenses. Additional expenditures include increased software and support contracts costs which are partially offset by reductions in other expenses including computer equipment and support costs resulting from changes in replacement schedules.

Legal: The net increase in expenses of $31K reflect standard salaries and benefits increases and a small reduction in consulting fees. Procurement, Fleet & Property: The increased expenses of $362K include the addition of 1.5 FTE, reclassification of the Real Estate Assistant position, 2.5 staff that moved from the Museum department and standard salaries and benefits increases. The Fleet Supervisor will generate operational savings that will offset the costs of this position. The addition of the part-time maintenance staff will increase overall efficiency within the Maintenance and Facilities Team. Salaries and benefits for the 2.5 FTEs transferred from the Museum department are cost neutral at the corporate level. Additional expenses include a small increase for security cameras and grounds maintenance for new facilities.

Capital The Department's Capital budget is $2.0M. The details for each project are on the Request Form(s) included.


Corporate Performance 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Corporate Performance includes a net department requirement (total operating and capital) of $23.1M, compared to $22.5M in the 2019 forecast, an increase of $586K.

Operating The Corporate Performance operating budget includes a total operating balance of $21.1M, compared to $20.5M in the 2019 forecast, an increase of $621K. The changes in revenue and expenses broken down by category are as follows. User Fees are to increase by $2K. The increase reflects inflationary changes. Miscellaneous Income is to decrease by $2K. This results from the delay in fully utilizing IT services by member municipalities which is reflected in the forecast. Salaries and Benefits are anticipated to increase by $707K. This includes the addition of an IT Database Application Specialist to address current pressures to meet operational demands. A reduction in consulting expenses offsets the costs of this position. The Procurement Fleet & Property (PFP) department is planning to add a Fleet Supervisor. The cost of this position will be offset by reduced vehicle maintenance expenses across the Corporation. The addition of a part time (0.5 FTE) Maintenance Worker will help to increase overall efficiency within the Maintenance and Facilities Team. In

addition, two and a half staff have been moved from the Museum to PFP department in 2019 to further improve efficiencies and reduce costs. In addition, 2019 forecast was adjusted lower due to staff turnover. Administration costs are expected to decrease by $191K. The 2019 Forecast is higher mainly due to unplanned legal expenses related to Children & Community Services and HR matters. Facilities costs are projected to increase by $7K. This reflects inflationary increases in utilities costs as well as additional grounds maintenance costs related to new facilities. Cost of Service Delivery is planned to increase by $98K. This is due to an increase in software support and contracts costs related to new applications. These solutions support operations as well as the increased number of users for existing applications. Telecommunication services are also increasing due to Simcoe County Area Network (SCAN) costs related to upgrades and new locations. These additional costs are partially offset by lower computer equipment and support costs due to changes in replacement schedules. Transfer to Reserve will not change in 2020. The changes in expenses broken down by department are as follows:


Finance: 2019 Forecast reflects a reduction in actual salaries compare to the 2019 budget due to staff turnover and vacancies. This trend is not expected to continue into 2020. Human Resources: 2019 Forecast reflects an increase in legal expenses and tuition reimbursement costs. This trend is expected to continue in 2020 budget. Information Technology: Increased expenses of $127K includes a new Database Applications Specialist to meet increased operational demands and to reduce the utilization of consulting resources. Total Salaries and benefits including the standard increases are $162K higher than 2019 forecast. Additional expenditures include increased software and support contracts costs and Telecommunication services related to Simcoe County Area Network (SCAN) costs are also increasing. These costs are partially offset by lower computer equipment costs resulting from changes to equipment replacement schedules. Legal: The 2019 Forecast includes an adjustment to unplanned legal expenses related to Children & Community Services.

Procurement, Fleet & Property: The increased expenses include one and a half new FTE, reclassification of the Real Estate Assistant position, 2.5 staff moved from the Museum department and standard salaries and benefits increases. The Fleet Supervisor cost is offset by reduced Fleet maintenance costs across the corporation. The addition of the part time maintenance staff will increase overall efficiency within the Maintenance and Facilities Team. Salaries and benefits for the two and a half FTEs transferred from the Museum are cost neutral at the corporate level. Additional expenses include a small increase for security cameras and grounds maintenance for new locations. The 2019 forecast includes an unplanned heat pump repair.

Capital The Department's 2020 Capital budget is $2.0M. The details for each project are on the Request Form(s) included. The change between the 2019 budget and 2019 forecast is due to carry-over projects.


Corporate Performance Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

FIN - Asset Management Software 500 500 0 0 0 0 0 0 500HR - Employee/Manager Self Service 225 70 0 0 0 0 0 0 70HR - SAP Payroll Enhancements 53 53 0 0 0 0 0 0 53IT - Infrastructure Improvements 781 781 0 0 0 0 0 0 781PFP - Administration Building Components 500 500 0 0 0 0 0 0 500PFP - Fleet Maintenance Vehicle 50 50 0 0 0 0 0 0 50PFP -Compressed Natural Gas Fill Station 35 35 0 0 0 0 0 0 35Total Capital 2,144 1,989 0 0 0 0 0 0 1,989


Finance Tangible Capital Asset (TCA)

Expenditure Title: Asset Management Software Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Municipal Act Regulation O. Reg 588/2017 for asset management planning sets out timelines and requirements that demand a significant level of system capabilities to collect and analyze asset information. The County of Simcoe requires a qualified asset management software solution to meet these regulatory requirements and improve the management of the County's asset information, including but not limited to inventory, condition and current performance of assets, levels of service, risk, life-cycle activities and growth and long-term planning while being user friendly and requiring minimal IT support. The County's current asset management software is not meeting the diverse needs of all departments nor does it provide all that is required to meet the regulation. To maintain status quo of the current system an upgrade of approximately $200K is required.

Impact of not proceeding If a qualified software solution is not implemented there will be an increased risk of not meeting the Municipal Act requirements and a greater risk of inaccurate data or critical errors when preparing the County's asset management plan. Budget Category


2020Budget

2021Plan 2022 +



Human Resources Tangible Capital Asset (TCA)

Expenditure Title: Employee/Manager Self Service (ESS/MSS) Updates Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure Updates are planned to the Employee Self-Serve (ESS) and Managers Self-Serve (MSS) module to continue to help managers in their day-to-day tasks, saving time and reducing errors. Each process will be reviewed prior to automation to ensure they follow LEAN business principles. Overall, the proposed changes will increase the "one-stop-shopping" efficiency of Employee Self-Service and Manager Self-Service. Changes in 2020 include: • Allowing Sun Life dependant updates to be completed online

by employees. • Allowing employees access to their current beneficiary

information • Making the Attendance Support Program reporting available

through MSS • Provision of employee emergency contact information

electronically to supervisors 24/7, replacing manual reports and phone calls

Impact of not proceeding Currently, reports and processes are manual and as a result, work is time consuming. There is a risk for delays in reporting and subsequent actions as well as a greater probability of errors. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 225 155 70 0 0Net Capital (225) (155) (70) 0 0Net Expenditure (225) (155) (70) 0 0


Human Resources Tangible Capital Asset (TCA)

Expenditure Title: HR-TCA-SAP Payroll Enhancements Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The project includes the automation of the pay approval process under the Timekeeper Tools area of the portal, which would first require the confirmation/refinement of the hierarchal structure within the organization. This would allow Timekeepers to submit their payrolls for approval to the appropriate manager, ultimately sending the details to the payroll department for processing. This would define the corporate hierarchy for managers allowing the automation of the approval process. The project will save time for timekeepers and managers, and make the process more efficient. Confirming a single hierarchical structure to be used for all processes will build consistency, reduce errors, and improve ease of understanding and communication.

Impact of not proceeding Time will continue to be spent inefficiently while timekeepers manually print documents, take them or email them to managers to review and approve, make corrections as needed and re-print and send back to managers so managers can sign. The document would then be scanned and sent to payroll. Sometimes, multiple iterations of revisions are needed, making the process time consuming and frustrating. Budget Category


2020Budget

2021Plan 2022 +



Information Technology Staffing

Expenditure Title: Database Application Specialist II Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The number of supported SAP interfaces and applications has grown over the last several years, mainly driven by electronic LEAN process improvement initiatives across the organization and the implementation of 3rd party software. While the organization has seen an increase in staff efficiencies, the IT resources are now developing and supporting more end user applications. Supporting more interfaces and applications has shifted the need to utilize more consulting resources throughout the year to complete project activities and operational support. The new Database Application Specialist II, will ensure service levels are maintained, continue to update and support our SAP environment, support operational and project tasks, and maintaining support level documentation.

Impact of not proceeding If the Database Application Specialist II is not hired in 2020, a decrease in service level operational support and client projects will be adversely impacted. As well, the team will continue to lose operational knowledge of the applications and interfaces that are developed externally, resulting in longer turn around times to fix and support SAP interfaces and applications. If existing commitments are to be delivered, an increase of $272K would be required from the IT operating budget. Budget

Category($000's) 2020 Budget

Salaries 109Operating Expense 109Net Expenditure (109)


Information Technology Tangible Capital Asset (TCA)

Expenditure Title: Infrastructure Improvement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure IT infrastructure consists of hardware, software, network and security equipment. This infrastructure is the foundation for all of the information systems and applications. Each year the security, performance and capacity requirements are carefully reviewed to ensure the environment has the appropriate resources. The scope of this infrastructure improvements includes servers, new applications, capital enhancements, storage area networks (SANs), wireless systems, and security. Based on this, planned improvements include: • Security Enhancements - $135K (SIEM security monitoring, AI, Vulnerability Management, and a Security Assessment)

• Server Equipment - $314K (server, SAN expansion, Backup Expansion, Server Software);

• SAP application enhancements and improvements to increase service levels and support the entire Corporation - $192K

• Wireless Upgrades - $140K

Impact of not proceeding Email, security, server infrastructure equipment is required to maintain current operational requirements. The above enhancements respond to the overall risk management requirements in order to maintain IT systems at the operational standard. A wide range of business applications are dependent on this infrastructure. Budget Category


2020Budget

2021Plan 2022 +



Procurement, Fleet and Property Staffing

Expenditure Title: Fleet and Asset Supervisor Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The in-house fleet maintenance LEAN project resulted in savings to the Corporation of over $700K in three years as reported to Council in 2019. Due to the internal mechanic staff consolidation, the Fleet & Asset Manager now has 12 direct reports, including the six mechanics located at three County garages. From a management workload perspective this is not sustainable nor is it providing appropriate supervision and support to the fleet mechanic team. The hiring of a supervisor will ensure the savings and efficiency trends continue within this team and that quality, productivity and Key Performance Indicators (KPI) are closely monitored. This position will also provide coverage for the Fleet & Asset Manager in the event of absence and potentially for succession planning. The cost of this position is completely offset by the continued and projected savings from the in-house fleet maintenance program.

Impact of not proceeding If this position is not approved the six mechanics at three separate locations will not have appropriate supervision, projected improvements in quality, cost savings and succession planning will not occur, and the current manager will continue with 12 direct reports that is not sustainable nor is it providing proper support for staff. Budget





Expenditure Title: Maintenance and Facilities Worker 1 (Part-time) Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The Maintenance and Facilities Team cares for 40+ buildings including nine added since 2011. In 2019 the maintenance & facilities department participated in a maintenance LEAN optimization project that included resource analysis of Corporate maintenance staff and Museum maintenance staff. After reviewing the data and making some internal resource moves, it was identified that adding an additional part-time (0.5 FTE) MF1 position would better allow the department to assign work appropriately, maximizing skill levels and make the most efficient use of all staff.

Impact of not proceeding If the position is not approved efficiencies will not be gained. Higher paid staff will be doing lower skilled work. Proper coverage and service levels for the Museum and other County properties will not be maintained. Budget





Expenditure Title: Real Estate Coordinator (replacing Real Estate Assistant) Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure This request is for one full-time Real Estate Coordinator position to replace the existing full-time Real Estate Assistant position. Therefore the request is for the increased wages between these two positions that amounts to $13K annually. The scope of work the real estate team handles has been growing over time mainly due to increased land acquisition and leasing activity. It's become clear that the coordinator's workload is much higher than that of the assistant. There is an ongoing backlog of work with important deadlines related to land deals or financial transactions often at risk. With the approval of this change, there will be two coordinator positions supporting the manager, with both being able to complete the same complex work, easing the backlog, sharing this workload and improving customer service.

Impact of not proceeding If this position is not approved the existing challenges of managing backlog and risk associated with missing deadlines will continue and overtime will be required for the current coordinator despite having a position on the team that could assist, if not for the job title difference. Budget




Procurement, Fleet and Property Tangible Capital Asset (TCA)

Expenditure Title: Administration Building Components Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The original Administration Centre was constructed in 1971. Staff maintain the building in good condition through an extensive asset management plan and building condition assessment that is reviewed annually making component replacement/repair recommendations seeking out work plan efficiencies where possible. Items included for 2020 are as follows: • Building Envelope - Glass curtain wall $225K • HVAC - West Wing and C section controls. As HVAC equipment gets replaced downstream equipment and controls must also be updated $185K

• Chamber Projectors replacement $50K • EV Charging Infrastructure $40K

Impact of not proceeding If this work is not completed, projects will be pushed to future budget years and result in an increased cost and disruption to employees within the space. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: In-house Fleet Maintenance Electric Vehicle Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure This vehicle will be used for the following purposes: Travel to the three County fleet garages (Beeton, Orr Lake

and Midhurst) improving supervision of the six mechanics working at these sites;

Attend vendor locations where County vehicles are being repaired to monitor quality of work,

Investigate vehicle accidents within the County, Monitor vehicle auction service providers Travel to various locations where County vehicles are being

used to ensure safe operating practices.

An electric vehicle (EV) which is a zero emission vehicle will be purchased having annual repair/maintenance and charging cost of approx. $1K compared to $7K for a gasoline vehicle based on 35,000 Km annually. The vehicle life cycle is projected to be 8 years. The EV is $26K less to operate over its life than a gasoline powered vehicle. This will be a pilot and if successful future EV purchases will occur in the ongoing efforts to reduce costs and the County's carbon footprint. Costs will also be offset by the reduction in mileage paid now to staff who use their personal vehicles for this operational travel.

Impact of not proceeding If this vehicle is not purchased, supervision of field activities, vendor and quality monitoring will continue to be limited and mileage will continue to be paid out for staff's personal vehicle usage for these activities. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Compressed Natural Gas (CNG) Dispensing Unit Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The use of Compressed Natural Gas (CNG) within the County fleet has been expanding since 2015 with a total of 15 vehicles being converted. As new light vehicles are purchased, the CNG option is considered. The County has one CNG dispensing unit located at the Midhurst Garage and would like to open a second dispensing unit at the Orr Lake Garage as consumption levels have increased. The Orr Lake Garage is a centralized location with many County CNG vehicles driving in close proximity while carrying out their duties. This additional CNG dispensing unit will allow the County to continue with the CNG expansion, reducing the County carbon footprint by 4,697 kilos of (equivalent) carbon dioxide annually per vehicle converted to CNG.

Impact of not proceeding If this CNG dispensing unit is not purchased, the expanded use of CNG will be restricted, as only one dispensing unit would be available for all County CNG vehicles. The cost of CNG is approx. $0.03 a litre compared to the volatile price of gasoline which varies from $1.00 a litre to $1.30 a litre. A CNG vehicle has lower fuel cost than a gasoline vehicle, produces 80% less green house gas emissions and is less expensive in repairs/maintenance cost. Budget Category


2020Budget

2021Plan 2022 +



General Municipal Services


General Municipal Services Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 0 0 360 338 0 (338) (100.0) (360) (100.0)Service Partners 0 0 0 0 75 75 100.0 75 100.0County Levy 157,862 164,623 169,674 169,674 177,953 8,279 4.9 8,279 4.9

User Fees 0 0 0 0 0 0 0.0 0 0.0Miscellaneous Income 5,831 5,221 685 3,468 2,059 (1,409) (40.6) 1,374 200.6Transfer from Reserve 8,603 10,815 6,600 6,431 7,700 1,269 19.7 1,100 16.7Total Revenues 172,296 180,659 177,319 179,911 187,788 7,876 4.4 10,468 5.9Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 0 0 0 0 0 0 0.0 0 0.0Administration 7,134 6,637 6,888 6,966 7,079 113 1.6 191 2.8Facilities 0 0 0 0 0 0 0.0 0 0.0Cost of Service Delivery 16,661 19,881 15,382 15,064 19,413 4,349 28.9 4,031 26.2Transfer to Reserve 14,586 13,642 6,221 8,132 7,067 (1,065) (13.1) 845 13.6

Total Expenses 38,381 40,160 28,491 30,162 33,558 3,396 11.3 5,068 17.8Total Operating Balance 133,915 140,499 148,828 149,749 154,229 4,480 3.0 5,401 3.6

2

Capital

Capital Revenue 0 0 0 4,000 0 (4,000) (100.0) 0 0.0Capital Expenses 0 0 0 4,000 0 (4,000) (100.0) 0 0.0Net Capital 0 0 0 0 0 0 0.0 0 0.0

Net Department Requirement 133,915 140,499 148,828 149,749 154,229 4,480 3.0 5,401 3.6


General Municipal Services 2020 Budget vs. 2019 Budget Change

The 2020 General Municipal Services budget includes a net department requirement (total operating and capital) of ($154.2M), compared to ($148.8M) in 2019, an increase of $5.4M.

The City of Barrie portion is $75K, an increase of $75K from 2019 for the LSRA. The total Municipal requirement in 2020 is ($154.2M) compared to ($148.8M) in 2019, an increase of $5.3M.

Operating The General Municipal Services operating budget includes a total operating balance of ($154.2M), compared to ($148.8M) in 2019, an increase of $5.4M. Subsidies are to decrease by $360K. This decrease results from one time Ontario Cannabis legalization funding received in 2019 that is not expected in 2020. The County Levy is estimated to increase by $8.3M to $178.0M from $169.7M in 2019. This includes taxes from property/asset additions estimated at $2.5M, growth related supplementary taxes estimated at $3.8M plus proposed 2% property tax rate increase of $3.4M. Miscellaneous Income is to increase by $1.4M. This increase is related to higher interest and return on investments and higher purchasing card rebates.

Transfer from Reserve will increase by $1.1M. The increase includes payment to the City of Barrie for the purchase of the Airport and 2020 contribution to the YMCA. This increase is partially offset by reduced reserve transfer due to completion of the construction of Hwy 400 and 5th line interchange. Administration costs are expected to increase by $191K. This includes an estimated 2% increase in MPAC costs and an increase in Simcoe County Area Network costs for the service provided to member municipalities. Cost of Service Delivery is planned to increase by $4.0M. This includes an increase of $564K in payments to the Simcoe Muskoka District Health Unit, an increase related to the LSRA purchase including $3.7M for Barrie shares purchase and $600K for increase in share of LSRA operating costs. The increase also includes a $1M contribution to the YMCA for the Youth Haven portion of the new centre and increased principal and interest costs of $1.8M related to the debt payment for Paramedic capital projects. These increases are offset by a $4M decrease in grants for Hwy 400 and 5th line interchange project and $500K decrease related to SWIFT funding. Also Included in this section are contributions for grants to: -Georgian College $500K -Lakehead University $1M -Bursaries $69K -Hospital Alliance $3M


Transfer to Reserve will increase by $845K. The increase in this category relates to one time transfer to reserve of $1.1M corresponding to the change in SMDHU payment for 2020 and $50K Age Friendly Grants to member municipalities. This grant has been reallocated from Long Term Care area to General Municipal and is cost neutral at the corporate level. This increase is reduced by one time cannabis funding included in 2019 budget.

Included in this section are: -Age Friendly grants $550K -Hospice $500K -Contribution of 1% Levy for strategic land purchases

Capital There are no Capital Projects in 2020 for this Department.


General Municipal Services 2020 Budget vs. 2019 Forecast Change

The 2020 budget for General Municipal Services includes a net department requirement (total operating and capital) of ($154.2M), compared to ($149.7M) in the 2019 forecast, an increase of $4.5M.

The City of Barrie portion is $75K, an increase of $75K from 2019 forecast for the LSRA. The total Municipal requirement in 2020 budget is ($154.2M) compared to ($149.7M) in 2019 forecast, an increase of $4.4M.

Operating The General Municipal Services operating budget includes a total operating balance of ($154.2M), compared to ($149.7M) in the 2019 forecast, an increase of $4.5M. Subsidies are to decrease by $338K. This decrease results from one time Ontario Cannabis legalization funding received in 2019 that is not expected in 2020. The County Levy is estimated to increase by $8.3M to $178.0M from $169.7M in 2019. This includes taxes from property/asset additions estimated at $2.5M, growth related supplementary taxes estimated at $3.8M plus proposed 2% property tax rate increase of $3.4M. Miscellaneous Income is to decrease by $1.4M. This decrease is related to prior year surplus of $1.9M included in 2019 forecast.

Transfer from Reserve will increase by $1.3M. This is due to a forecast adjustment related to earlier completion of the construction of Hwy 400 and 5th line interchange and timing changes for payments of 2018 Hospice and Age Friendly Grants. The 2020 budget includes transfers for the YMCA and LSRA acquisiton. Administration costs are expected to increase by $113K. This includes a 2% increase in MPAC costs. The increased Simcoe County Area Network costs for the service provided to member municipalities are included in the forecast. Cost of Service Delivery is planned to increase by $4.3M. The forecast includes an adjustment for timing difference of $2.5M related to faster completion of Hwy 400 and 5th line interchange and $600K timing difference related to payment of 2018 Grants to Hospice and Age Friendly initiative. The 2020 budget includes increased payments to Simcoe Muskoka District Health Unit, increased LSRA expenditures relating to purchase of Barrie shares and higher operating costs and higher borrowing expenses for Paramedic capital projects. Transfer to Reserve will decrease by $1.1M. The forecast includes an adjustment for prior year surplus of $1.9M offset by a budget decrease related to one time cannabis funding and additional Age Friendly grant reallocated from Long Term Care.


Health and Emergency Services


Paramedic Services


Paramedic Services Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 24,326 25,586 26,780 26,212 27,451 1,240 4.7 671 2.5Service Partners 7,599 7,245 7,566 8,194 8,481 288 3.5 915 12.1

User Fees 65 48 44 44 44 0 0.0 0 0.0Miscellaneous Income 164 197 75 175 61 (115) (65.4) (15) (19.4)Transfer from Reserve 0 0 7 101 83 (18) (17.9) 76 -Total Revenues 32,153 33,075 34,473 34,726 36,120 1,395 4.0 1,648 4.8Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 39,103 40,828 43,457 43,390 45,133 1,743 4.0 1,676 3.9Administration 2,163 1,270 1,274 1,405 1,362 (42) (3.0) 88 6.9Facilities 1,149 1,033 1,047 1,156 1,611 455 39.3 564 53.9Cost of Service Delivery 3,199 2,848 3,285 3,271 3,266 (5) (0.2) (19) (0.6)Transfer to Reserve 257 385 250 250 299 49 19.5 49 19.5

Total Expenses 45,872 46,363 49,313 49,472 51,671 2,199 4.4 2,358 4.8Total Operating Balance (13,719) (13,288) (14,840) (14,747) (15,551) (804) 5.5 (711) 4.8

2

Capital

Capital Revenue 5,344 10,919 13,638 16,493 3,398 (13,095) (79.4) (10,239) (75.1)Capital Expenses 9,766 14,333 23,837 26,691 6,319 (20,371) (76.3) (17,518) (73.5)Net Capital (4,422) (3,414) (10,200) (10,198) (2,921) 7,277 (71.4) 7,279 (71.4)

Net Department Requirement (18,141) (16,702) (25,040) (24,945) (18,472) 6,473 (25.9) 6,568 (26.2)


Paramedic Services 2020 Budget vs. 2019 Budget Change

The 2020 Paramedic Services budget includes a net department requirement (total operating and capital) of $18.5M, compared to $25.0M in 2019, a decrease of $6.6M.

The City of Barrie portion is $8.6M, a decrease of $3.6M from 2019. The City of Orillia portion is $1.8M, a decrease of $708K from 2019. The total Municipal requirement in 2020 is $28.9M compared to $39.8M in 2019, a decrease of $10.9M.

Operating The Paramedic Services operating budget includes a total operating balance of $15.6M, compared to $14.8M in 2019, an increase of $711K. Subsidies are to increase by $671K. The 2020 Ministry subsidy includes three funding envelopes. The base funding envelope is expected to increase by $671K providing 2020 estimated subsidy of $27.4M. This calculation is based on Ministry guidelines providing 50% funding of the County's approved 2019 budget, without an incremental increase as the Ministry removed this from the calculation in 2019. The other two funding envelopes for Community Paramedicine and Dedicated Offload Nurse remain the same as 2019. The 2020 Ministry funding represents 48.1% of the qualifying 2020 expenses, a shortfall of $1M from 50/50 funding. User Fees are the same as in 2019.

Miscellaneous Income is to decrease by $15K. Transfer from Reserve will increase by $76K. In 2020, uncommitted Paramedic Services reserve funds are being utilized to update the Paramedic Services planning analysis model update report. Salaries and Benefits are anticipated to increase by $1.7M. The 2020 budget includes a request for 2 FTE Advanced Care Paramedics, 2.3 FTE Primary Care Paramedics and 2.8 FTE Logistical Technicians. Excluding these changes, salaries and benefits would have increased by $963K or 2.2%, which includes an estimated collective agreement change and the changes in benefit costs. Administration costs are expected to increase by $88K. Costs associated with the Paramedic Services planning analysis model update are included in this area in the amount of $120K. Offsetting this addition to the 2020 budget is a reduction of $84K in current space rental for leased Paramedic Services stations, which are now County owned and costs associated with the Public Access Defibrillator program advertising of $15K.


Facilities costs are projected to increase by $564K. The Barrie Simcoe Emergency Services Campus (BSESC) is expected to become operational in 2020. The operating costs associated with this new facility are included in the 2020 budget. Future cost savings associated with the opening of the BSESC are estimated to be $287K due to the closing of three paramedic stations as replacement posts are built. In addition, grounds and equipment maintenance costs are expected to increase and are offset by lower utility costs and rental income from the Georgian Day Out program in Elmvale.

Cost of Service Delivery is planned to decrease by $19K. Transfer to Reserve will increase by $49K. In 2020, a portion of the future replacement cost of the toughbook computers for the ambulances has been incorporated.



Paramedic Services 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Paramedic Services includes a net department requirement (total operating and capital) of $18.5M, compared to $24.9M in the 2019 forecast, a decrease of $6.5M.

The City of Barrie portion is $8.6M, a decrease of $5.0M from 2019 forecast. The City of Orillia portion is $1.8M, a decrease of $1.0M from 2019 forecast. The total Municipal requirement in 2020 budget is $28.9M compared to $41.4M in 2019 forecast, a decrease of $12.5M.

Operating The Paramedic Services operating budget includes a total operating balance of $15.6M, compared to $14.7M in the 2019 forecast, an increase of $804K. Subsidies are to increase by $1.2M. Paramedic Services 2019 funding forecast is based on the actual 2019 funding of $26.2M. The 2020 budget has been calculated based on 50% of the 2019 Council approved budget. This amounts to $27.4M, an anticipated increase of $1.2M. The 2019 Ministry funding will bring the total funding to 48.1% of the 2019 budgeted expenses, a shortfall of $1M from 50/50 funding. User Fees are the same as in 2019.

Miscellaneous Income is to decrease by $115K. The 2019 forecast included $100K recovery from the City of Kawartha Lakes as reimbursement for a County of Simcoe Supervisor on secondment. This is not expected to continue in 2020. Transfer from Reserve will decrease by $18K. Salaries and Benefits are anticipated to increase by $1.7M. 2019 salaries and benefits are expected to be slightly under budget. The increase in the 2020 budget over the 2019 forecast is due to the additional staff requirements in 2020, a collective agreement change and changes in costs related to benefits. Administration costs are expected to decrease by $42K. The 2020 Administration section includes an increase request of $120K for consulting services related to the planning analysis model update. Offsetting the increase are decreased costs in space rental in 2020 as the County continues to build new Paramedic stations and posts, moving out of leased space, and a decrease in the advertising and promotional budget related to the Public Access Defibrillator program.


Facilities costs are projected to increase by $455K. The operating costs related to the Barrie Simcoe Emergency Services Campus will increase the 2020 facility costs. Future cost savings associated with the opening of the BSESC are estimated to be $287K due to the closing of three paramedic stations as replacement posts are built. Offsetting the increase are utility costs, which are estimated to be lower in 2020, as well as the costs associated with replacing the toughbook computers for the ambulances which have been removed as they are not required in 2020. Cost of Service Delivery is planned to decrease by $5K.

Transfer to Reserve will increase by $49K. In 2020, a portion of the future replacement cost of the toughbook computers for the ambulances has been incorporated.



Paramedic Services Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

PAR - Ambulance (Fleet) 198 198 0 123 0 51 11 0 14PAR - Ambulance (Spare ratio) 396 396 0 246 0 102 21 0 27PAR - Ambulance Replacement 1,015 1,015 0 0 0 260 54 0 701PAR - Barrie Simcoe Emergency Campus 24,936 1,792 0 408 0 459 95 0 829PAR - Central East Barrie Par Post 1,892 1,148 0 255 0 294 61 0 538PAR - CPR Equipment 878 73 0 0 0 19 4 0 51PAR - Springwater South Post 1,565 1,148 0 255 0 294 61 0 538PAR - Station Site Improvements 50 50 0 0 0 13 3 0 35PAR - Wasaga Beach Station 500 500 0 155 0 128 27 0 190Total Capital 31,429 6,319 0 1,442 0 1,621 336 0 2,921


Paramedic Services Staffing

Expenditure Title: Logistics Technicians Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure Paramedic Services is requesting the addition of 2.8 FTE’s Logistics Technicians (LT). The LT’s working in the new campus will clean and prepare vehicles, equipment and supplies in order to “Make Ready” vehicles in place of more costly paramedics who undertake these tasks now. This will allow paramedics to spend an additional 1800-2000 more hours of operational time providing emergency services in the community. In the event a vehicle needs to be placed out of service for a deep clean or gross decontamination, the Paramedics will be given a vehicle that has been previously made ready for service by the LT's allowing the paramedics to immediately return to service effectively enhancing operational capacity of existing paramedics. The LT’s will further support the entire operation through scheduled cleaning programs.

Impact of not proceeding Not proceeding with the addition of the LT will impact deployment of Paramedics within the County, as Paramedics will continue to be removed from service to conduct significant cleaning of ambulances in the event of a gross contamination and may delay ambulances being deployed due to vehicle and equipment checks. The efficiency of lower cost staff to undertake these tasks will not be realized. Budget


Salaries 197Operating Expense 197Service Partners 61Operating Revenue 61Net Expenditure (136)


Paramedic Services Operating & TCA with new Staffing

Expenditure Title: Paramedic Staff and Ambulance Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure Paramedic Services is requesting the addition of 9,400 hours (2 ACP and 2.3 PCP FTE's) and an additional equipped ambulance to address identified demand spikes across the region. Paramedic Services experiences 4% to 8% annual demand increases with a 2019 projected rise of 6.4%. The LTFP calls for the addition of six paramedic FTE's; however the utilization of requested Logistics Technicians at a lesser cost, to undertake "Make Ready" processes in the new Campus, facilitates increases to operational productivity of existing paramedics and reduces the need to request more paramedic hours. If approved, the paramedic resources will be added to provide service across the region. Paramedic Services has organized the County and cities into three operational districts. The attached depicts planned deployment of the resources by day of the week and district based on demand peaks identified through analysis of five years of data.

Impact of not proceeding Not proceeding to address demand will increase risk to the community and compound costs in future to address larger gaps. Impacts include longer time to patient treatment and transport; increased need for emergency staffing with increased overtime costs; vehicles travelling greater distances attempting to maintain emergency coverage; increased periods of low availability of Paramedics; and unreliable response times in areas of the region. Budget Category


2020Budget

2021Plan 2022 +

Salaries 516 0 516 0 0Operating Expense 516 0 516 0 0Service Partners 160 0 160 0 0Operating Revenue 160 0 160 0 0Capital Revenue 184 0 184 0 0Capital Expense 198 0 198 0 0Net Capital (14) 0 (14) 0 0Net Expenditure (370) 0 (370) 0 0


Paramedic Services Operating

Expenditure Title: Planning Analysis Model Update Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure In 2014, Paramedic Services undertook a fulsome appraisal that included historical operational data, service demand projections, deployment considerations, population growth, demographics, geography, and the current and planned roads network. This initiative was undertaken to inform future planning and included the provision of a modelling tool that would support simulation and decision making for Paramedic Services. Now, five years later, in an effort to maximize operational performance and efficiency, Paramedic Services recommends the engagement of a consultant to undertake a similar re-appraisal utilizing updated demand, performance and planning data. This would refresh and enhance the accuracy of projections and validity of the modelling/planning tool.

Impact of not proceeding Not proceeding with this reassessment and refresh of call data will negatively impact our ability to understand future call trends and anticipate staffing level changes. This would also degrade the value and accuracy of the planning tool/simulation modelling software when making staffing, deployment or facility location recommendations. Budget Category


2020Budget

2021Plan 2022 +

Administration 120 0 120 0 0Operating Expense 120 0 120 0 0Service Partners 37 0 37 0 0Transfer from Reserve 83 0 83 0 0Operating Revenue 120 0 120 0 0Net Expenditure 0 0 0 0 0


Paramedic Services Operating

Expenditure Title: Cardiac Arrest Response Evaluation and Pilot Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure Staff are requesting funds to undertake a pilot program utilizing drone technology to deliver defibrillators to assist cardiac arrest victims in areas that may experience prolonged response times. Staff will also review the availability and use of public alerting software to compliment emergency response to cardiac arrests in the community. With feasible options identified, a county wide comprehensive strategy can be developed to yield the most efficient and effective approach.

Impact of not proceeding Not moving forward with a comprehensive regional review and strategy may result in missed opportunities to enhance cardiac arrest survival and disjointed uncoordinated attempts to address real or perceived gaps. Significant disparity in cardiac arrest response across the region may result as some municipalities pursue such solutions while others do not. Budget Category


2020Budget

2021Plan 2022 +

Administration 60 0 60 0 0Operating Expense 60 0 60 0 0Service Partners 19 0 19 0 0Operating Revenue 19 0 19 0 0Net Expenditure (41) 0 (41) 0 0


Paramedic Services Tangible Capital Asset (TCA)

Expenditure Title: Ambulance Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The purchase of two additional ambulances and equipment is requested to maintain spare ambulance ratio at 30%. Presently, the spare ratio is 25.5% and with the addition of these two ambulances the spare ratio will be 30.2% which will enable repair and maintenance procedures, unplanned repairs and accident damage repairs to be completed without adversely affecting daily operations. Adequate spare ratio also allows for up-staffing for planned and unplanned events ensuring resources are available for daily operations.

Impact of not proceeding If these additional ambulances and equipment are not purchased, there is an increased potential of vehicles not being available when needed. Utilizing the existing ambulance fleet will result in an increase in wear and tear on the existing fleet with associated repair and maintenance costs and reduced reliability. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 369 0 369 0 0Capital Expense 396 0 396 0 0Net Capital (27) 0 (27) 0 0Net Expenditure (27) 0 (27) 0 0



Expenditure Title: Ambulance Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of seven ambulances is requested based on the County's Asset Management Plan. These ambulances are classified as "high risk" classifying them as "consider for replacement". Due to their age and overall condition, these vehicles are projected to have a dramatically reduced level of reliability which will have an adverse effect on the provision of emergency services provided by the Paramedic Services.

Impact of not proceeding If these vehicles are not replaced in 2020, the cyclical process of replacing vehicles will require increased purchases in 2021 and will result in a decline in vehicle reliability while increasing repair and maintenance costs. The vehicles will be disposed of at public auction and are expected to sell for $5K each. The replacement vehicles will have improved fuel consumption which will lower the County's carbon footprint. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 314 0 314 0 0Capital Expense 1,015 0 1,015 0 0Net Capital (701) 0 (701) 0 0Net Expenditure (701) 0 (701) 0 0


Asset Information:

Unit # Model Year

Odometer Reading (km/Hrs)

Life to DateRepair &

MaintenanceLife Cycle

3225-15 2015 400597 68649 6

3258-15 2015 441572 77699 6

3504-15 2015 457166 77750 6

3507-15 2015 433848 87004 6

3532-15 2015 457921 63749 6

3533-15 2015 440709 82703 6

3525-14 2014 419738 82874 6

Historical Vehicle Fuel

Consumption(in litres)

Projected Average 2020 Vehicle Fuel


Carbon Intensity Reduction Over

Lifecycle(in tonnes)

18.6 15 35.9*Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment.



Expenditure Title: Barrie Simcoe Emergency Services Campus Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The hub component will be located at the Barrie Simcoe Emergency Services Campus (BSESC). This serves as the central location for Paramedics who will start their shift at the campus and deploy to posts. The BSECS will house central stores for all of Paramedic Services. Activities include preventative maintenance, decontamination programs for equipment and vehicles and support greater efficiency in delivering needed supplies to all paramedic stations. This project will be completed in early 2020. The requested funds represent the remainder of the planned construction budget of $796K. In addition, $250K is included to install on-site fuel that will be offset by a 10% savings from retail prices. On-site fueling will allow efficient use of Paramedics’ time in ensuring operational readiness of the vehicles while reducing risk of overtime. Also included is $186K for future proofing including EV charging, communications and security requirements and $560K to cover increase in the County’ share from 24% to 25% share in the project that will be reflected on title. There remains one risk with turning lane costs that will be finalized in early 2020. Although being priced in 2016, the project is expected to be within 5% of plan, chiefly due to the IPD management method.

Impact of not proceeding Without needed funds, the space will not be complete and the value of the previous investments unrealized. Lack of on-site fuel capacity will result in paying higher prices for fuel and risk greater amounts of staff overtime. The County's actual share of the facility will not be paid for. The County would need to re-evaluate options to deliver services and address financial and partnership issues with the City of Barrie; all of which would have significant implications. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 15,267 14,304 963 0 0Capital Expense 24,936 23,144 1,792 0 0Net Capital (9,669) (8,840) (829) 0 0Net Expenditure (9,669) (8,840) (829) 0 0



Expenditure Title: Central East Barrie Paramedic Post Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure Paramedic Services requests funds to support the development of a Central East Barrie Paramedic post. This small operational facility does not require a large footprint. It will provide necessities for Paramedics to carry out their administrative duties when not on calls, remaining in a location identified to optimize emergency response coverage to the community. This post represents the spoke in the hub and spoke model outlined in the Strategic Facility Plan. The timing of this development aligns with the completion of the Barrie Simcoe Emergency Services Campus and the expiration of leases of existing facilities.

Impact of not proceeding Not proceeding with the requested funding in 2020 may result in increased development costs due to higher inflation of construction and development values/expenses. Furthermore, there will continue to be an ongoing requirement to further invest funds into a leased structure which is poorly located to service emergency response to patients in the area and does not meet future operational needs. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 1,006 396 610 0 0Capital Expense 1,892 744 1,148 0 0Net Capital (887) (349) (538) 0 0Net Expenditure (887) (349) (538) 0 0



Expenditure Title: CPR Equipment Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure Paramedic Services recommends the purchase of six automated CPR devices as part of our multi-year rollout to eventually deploy these devices on all County ambulances. Current practice requires manual CPR on cardiac arrest patients. Manual CPR is inferior in quality due to interruptions and vehicle movement and could reduce patient survival dramatically. Manual CPR must be halted while patients are moved (such as down stairs or when being placed on the stretcher). Automated CPR provides consistent, high-quality CPR during patient movement and transport, increasing the rate of patient survival. Furthermore, there is no way to safely restrain a Paramedic or other responder that is performing CPR in a moving ambulance, creating a significant risk of injury in the event of a collision. Automated CPR will allow Paramedics to remain seated and secured in the rear of the ambulance during transport, enhancing Paramedic safety. The expected lifecycle of the equipment is seven years. This expense will continue annually as the equipment is phased in for all ambulances and then going forward for lifecycle management.

Impact of not proceeding If automated CPR machines are not purchased, CPR interruptions and reduced quality CPR will continue. Greater potential for patient survival will not be realized. Paramedics, patients and other responders will be exposed to risk of significant injuries while working in a moving ambulance. Without the needed funds, this planned multi-year roll out will not be able to continue, and Paramedic Services will not be able to proceed with the addition of CPR machines on all County ambulances. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 272 22 23 23 203Capital Expense 878 72 73 75 657Net Capital (606) (50) (51) (52) (454)Net Expenditure (606) (50) (51) (52) (454)



Expenditure Title: Springwater South Paramedic Post Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure Paramedic Services requests funds to support the development of a Springwater South Paramedic Post. This small operational facility does not require a large footprint. It will provide necessities for Paramedics to carry out their administrative duties when not on calls, remaining in a location identified to optimize emergency response coverage to the community. This post represents the spoke in the hub and spoke model outlined in the Strategic Facility Plan. The timing of this development aligns with the completion of the Barrie Simcoe Emergency Services Campus and the expiration of leases of existing facilities.

Impact of not proceeding Not proceeding with the requested funding in 2020 may result in increased development costs due to higher inflation of construction and development values/expenses. Furthermore, there will continue to be an ongoing requirement to further invest funds into a leased structure which is poorly located to service emergency response to patients in the area and does not meet future operational needs. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 832 222 610 0 0Capital Expense 1,565 417 1,148 0 0Net Capital (733) (195) (538) 0 0Net Expenditure (733) (195) (538) 0 0



Expenditure Title: Paramedic Station Capital Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure For the 2020 budget period, Paramedic Services have reviewed the building conditions assessment for stations and posts and prioritized repair/replacement related expenses. The building systems have been identified in the asset management program detailing what work is required to extend the buildings useful life and to avoid costly damage or future repairs. To maintain the County-owned Paramedic Stations, continued investment in infrastructure and equipment is required. Capital investments include: • Washago Station: Garage Doors and engineering paving

Impact of not proceeding The impact of not proceeding will result in higher future repair costs, issues with reliability and functionality for emergency services stations, and potential for damage to existing structures and systems. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Wasaga Beach Paramedic Station Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure It is recommended to proceed with funds to support the development of a Paramedic Station in Wasaga Beach which is planned for 2023. Pursuant to the ORH consultant's report and Paramedic Services Facility Plan, a County owned, purpose built, facility will yield the highest long term financial and operational performance. The development of the new facility in optimal areas as identified by ORH will accommodate both the current needs and future growth of the area. As indicated in the Paramedic Services Facility Plan, staff will look for opportunities to purchase land early in advance of the construction date, with the goal of reducing land costs in the long term. This is consistent with the Paramedic Services Facility Plan and the County's Long Term Financial Plan.

Impact of not proceeding By not proceeding with the request in 2020, costs may increase due to price escalation should land be purchased at a later date. Failure to locate a paramedic station in the location identified through analysis will result in poorer response time performance. Budget Category


2020Budget

2021Plan 2022 +



Emergency Management


Emergency Management Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange




User Fees 0 0 0 0 0 0 0.0 0 0.0Miscellaneous Income 133 135 133 136 136 0 0.0 3 2.3Transfer from Reserve 0 60 22 6 0 (6) (100.0) (22) (100.0)Total Revenues 171 230 155 142 136 (6) (4.3) (19) (12.2)Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 246 255 316 263 293 31 11.6 (23) (7.2)Administration 36 31 40 88 92 5 5.6 53 132.6Facilities 47 75 78 40 46 6 16.1 (32) (41.0)Cost of Service Delivery 170 174 142 145 145 1 0.3 3 2.4Transfer to Reserve 11 5 12 12 10 (2) (16.7) (2) (16.7)

Total Expenses 509 541 588 547 587 40 7.4 (1) (0.1)Total Operating Balance (338) (310) (433) (404) (451) (46) 11.5 (18) 4.2

2

Capital

Capital Revenue 0 0 0 0 0 0 0.0 0 0.0Capital Expenses 0 0 45 45 0 (45) (100.0) (45) (100.0)Net Capital 0 0 (45) (45) 0 45 (100.0) 45 (100.0)

Net Department Requirement (338) (310) (478) (449) (451) (1) 0.3 27 (5.6)


Emergency Management 2020 Budget vs. 2019 Budget Change

The 2020 Emergency Management budget includes a net department requirement (total operating and capital) of $451K, compared to $478K in 2019, a decrease of $27K.

Operating The Emergency Management operating budget includes a total operating balance of $451K, compared to $433K in 2019, an increase of $18K. Miscellaneous Income is to increase by $3K. Transfer from Reserve will decrease by $22K. In 2019, funds were transferred from the reserve to fund the replacement of the Chemical, Biological, Radiological, Nuclear (CBRN) suits. This transfer will not be required in 2020. Salaries and Benefits are anticipated to decrease by $23K. The 2019 budget included the wages for an intern student position for 4 months of the year. This position has been filled in partnership with an Ontario university where the student earns credit for the experience gained from real situational

training. In addition, staff changes within the department have provided a reduction in the overall wage costs. Administration costs are expected to increase by $53K. The 2020 budget includes $60K consulting costs related to the Community Safety and Well-being Plan development. This cost is offset with reductions to other administration costs. Facilities costs are projected to decrease by $32K. The 2019 budget included costs to replace the CBRN suits and costs for a trailer and cots shared with emergency social services. These were one time costs in 2019 and not required in 2020. Cost of Service Delivery is planned to increase by $3K. Transfer to Reserve will decrease by $2K.



Emergency Management 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Emergency Management includes a net department requirement (total operating and capital) of $451K, compared to $449K in the 2019 forecast, an increase of $1K.

Operating The Emergency Management operating budget includes a total operating balance of $451K, compared to $404K in the 2019 forecast, an increase of $46K. Miscellaneous Income is the same as in 2019. Transfer from Reserve will decrease by $6K. Salaries and Benefits are anticipated to increase by $31K. The increase in wages over the 2019 forecast is due to a two

month staff vacancy which has been filled requiring a full year salary in 2020. Administration costs are expected to increase by $5K. Facilities costs are projected to increase by $6K. Cost of Service Delivery is planned to increase by $1K. Transfer to Reserve will decrease by $2K.



Emergency Management Operating

Expenditure Title: EM - Consulting - Community Safety and Well-being Plan Strategic Direction: F - Responsive and Effective Governance

Description and justification for expenditure In March of 2018, the Ontario Government passed legislation to strengthen community safety to ensure all people feel safer and more protected, by addressing the root causes of crime and complex social issues. This legislation requires all municipalities to establish a Community Safety and Well-being Plan, set to come into force on January 1, 2021. The costs associated with the creation of the Community Safety and Well-being Plan are neutral as the project is utilizing the Emergency Management savings in 2020 related to the removal of the intern position and wage gapping within the department.

Impact of not proceeding Within this new legislation, all municipalities will be required to complete a Community Safety and Well-being Plan by January 1, 2021. The County will be providing leadership in the development and completion of all 16 municipal plans for this region. Budget Category


2020Budget

2021Plan 2022 +

Administration 60 0 60 0 0Operating Expense 60 0 60 0 0Net Expenditure (60) 0 (60) 0 0


Long Term Care and Seniors Services


Long Term Care and Seniors Services Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 28,406 31,886 32,759 33,175 32,980 (195) (0.6) 221 0.7Service Partners 1,808 1,803 1,863 2,185 2,222 37 1.7 358 19.2

User Fees 18,220 18,481 18,235 18,281 18,609 328 1.8 374 2.1Miscellaneous Income 700 1,328 256 373 259 (115) (30.7) 3 1.0Transfer from Reserve 704 744 732 864 681 (183) (21.2) (51) (7.0)Total Revenues 49,838 54,242 53,845 54,878 54,750 (127) (0.2) 906 1.7Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 40,700 43,425 45,694 47,068 47,111 43 0.1 1,417 3.1Administration 956 876 939 929 1,039 110 11.9 101 10.7Facilities 4,693 4,290 3,939 3,900 3,751 (149) (3.8) (188) (4.8)Cost of Service Delivery 5,236 5,924 4,942 5,567 5,333 (234) (4.2) 391 7.9Transfer to Reserve 1,912 2,819 1,783 1,872 1,023 (849) (45.3) (760) (42.6)

Total Expenses 53,497 57,335 57,297 59,335 58,257 (1,078) (1.8) 960 1.7Total Operating Balance (3,659) (3,093) (3,452) (4,458) (3,507) 951 (21.3) (55) 1.6

2

Capital

Capital Revenue 868 806 1,191 1,191 4,435 3,244 272.4 3,244 272.4Capital Expenses 868 3,175 2,578 2,578 12,362 9,785 379.6 9,785 379.6Net Capital 0 (2,369) (1,387) (1,387) (7,927) (6,541) 471.7 (6,541) 471.7

Net Department Requirement (3,659) (5,462) (4,839) (5,844) (11,434) (5,589) 95.6 (6,595) 136.3


Long Term Care and Seniors Services 2020 Budget vs. 2019 Budget Change

The 2020 Long Term Care and Seniors Services budget includes a net department requirement (total operating and capital) of $11.4M, compared to $4.8M in 2019, an increase of $6.6M.

The City of Barrie portion is $1.5M, an increase of $443K from 2019. The City of Orillia portion is $1.5M, an increase of $350K from 2019. The total Municipal requirement in 2020 is $14.4M compared to $7.0M in 2019, an increase of $7.4M.

The 2020 Long Term Care and Seniors Services increased requirement of $6.6M is comprised of an increase in operations of $55K and an increase of $6.5M in capital. The majority of the capital increase is related to the redevelopment of Simcoe Village.

Operating The Long Term Care and Seniors Services operating budget includes a total operating balance of $3.5M, compared to $3.5M in 2019, an increase of $55K. Overall revenue in 2020 is increasing by $906K, related to new base community program funding, 2020 homes resident revenue increase and an estimated 1% increase in Ministry per diem funding. Operating costs increased $960K with considerations for cost of living increases, where applicable, increases in overtime and short term disability costs and the removal of the operating transfer to the Homes Contingency

Reserve which is now reflected in the Long Term Care and Seniors Services capital statement. Subsidies are to increase by $221K. In 2019, the budget included historical cost of living increases related to the four funded envelopes. The estimated increases included 1.5% for two of the per diems and 2% for the balance. The Ministry provided 1% across the board. Also, in 2019, three of the four Long Term Care homes received a reduced case mix index resulting in less funding in 2019. The Ministry of Long Term Care has advised the funding methodology remains under review in 2020 and therefore the 2020 budget related to Ministry subsidies has remained conservative. The cost of living increase has remained at the 2019 actual funding level of 1%. The homes case mix index adjustment percentage has been left at the newly provided 2019 rate. The resulting subsidies related to the Homes is lower in 2020 than 2019 by $253K. The community programs however are offsetting the reduction in subsidies. Both Behavioural Supports Ontario and Georgian Day Out program received one time increases to their funding in 2019 which becomes base funding in 2020. The subsidies provided for the Seniors at Home program were budgeted for three months in 2019 and have been removed for 2020 as the funding is now provided directly to the service provider. The increase in the community programs funding amounts to $474K.


The 2020 budget also includes funding for three new Long Term Care beds at Georgian Manor. The County is currently working with the Province to have the new funded beds operational by the end of 2019. User Fees are to increase by $374K. The User Fees section consists of the Long Term Care resident co-payments and the rent/occupancy fees charged to residents residing in County of Simcoe community program housing. Each year, the Ministry of Long Term Care sets the Long Term Care residents co-payment cost of living increase. In 2019 the budget assumed 1.1% based on historical trending. The Ministry set the 2019 rate increase at 2.3%. This increase in resident payments provided some relief for the loss of subsidy based revenue. In 2019, the Ministry merged the High Intensity per diem into the Nursing and Personal Care per diem, reclassifying the funding from the User Fees section to the Subsidies section. The Ontario rent guidelines for 2020 provide an allowable rent increase of 2.2%. Increases in resident rental rates have been incorporated into the 2020 budget. With both the Long Term Care homes funding changes and the changes made through rental increases, timing of the impacts in 2019 and 2020 are different. In 2019, parts of the funding changes only affected three months, where as in 2020 the County will see the 12 month impact. Resident rental rates will increase based on individual lease renewal dates. Miscellaneous Income is to increase by $3K.

Transfer from Reserve will decrease by $51K. Transfers from Reserve change annually as they are utilized to fund specific projects during the year. As the projects change year over year the annual reserve requirements also change. Salaries and Benefits are anticipated to increase by $1.4M. The 2020 budget includes a new 0.2 FTE student position at Georgian Village and a new 0.2 FTE at Georgian Manor for housekeeping and laundry related to the additional three beds. FTE requests also include a one time secondment for a Scheduling Specialist to develop new Long Term Care and Seniors Services schedules. Excluding these changes, regular salaries and benefits would have increased by $813K or 1.8%. Funds are being requested in 2020 to offset the increased costs of overtime, short term disability and modified work in the four Long Term Care homes. With the implementation of the comprehensive Retention and Recruitment Strategy being developed by staff, it is expected that these costs will decrease compared to 2019 values. Administration costs are expected to increase by $101K. In 2020, $67K has been added to the previously approved $20K for Social Workers hours. The current budget levels are not attracting much needed Social Workers to the four Homes. With the new budget, the Homes will see seven hours of Social Worker time per week, per Home. In addition, $30K has been included to support a staff recruitment and retention promotional video. Facilities costs are projected to decrease by $188K. Facility costs include utilities and small equipment purchases. Utility costs are expected to be below budget in 2019 and therefore


the 2020 budget has been reduced to reflect this drop. Small equipment purchases are related to specific purchases and this changes each year. The amount required in 2020 is less than in 2019. Cost of Service Delivery is planned to increase by $391K. The 2020 budget includes expenses related to the increase in Behavioural Supports Ontario funding previously indicated. The additional funds will be utilized to fund third party service providers related to this program. In addition, the 2019 budget included three months of flow through funding for the Seniors at Home program. The program funding will not continue as the Local Health Integration Network will now provide funding directly to the service provider. Transfer to Reserve will decrease by $760K. The Transfer to Reserve for the four Long Term Care Homes decreased from the 2019 budget by $815K. The 2019 transfer to the Long Term Care Homes Reserve has been removed from operating

in 2020. Historically, funds were transferred from operations to the Homes Reserve to fund capital projects. In 2020, rather than fund the capital projects by reserve, the amount will become a new requirement under capital. The remaining decrease is the discontinuation of the Long Term Care wage stabilization fund. The transfer to the Homes Contingency Reserve from the community programs has increased by $55K over 2019 budget, representing a 6% increase. Of this amount, $34K is commission revenue from the sales of the Life Lease units at Georgian and Sunset Villages. The balance of the transfer is a result of increased operating surpluses from external revenues and cost efficiency measures.



Long Term Care and Seniors Services 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Long Term Care and Seniors Services includes a net department requirement (total operating and capital) of $11.4M, compared to $5.8M in the 2019 forecast, an increase of $5.6M.

The City of Barrie portion is $1.5M, an increase of $287K from 2019 forecast. The City of Orillia portion is $1.5M, an increase of $185K from 2019 forecast. The total Municipal requirement in 2020 budget is $14.4M compared to $8.3M in 2019 forecast, an increase of $6.1M.

Operating The Long Term Care and Seniors Services operating budget includes a total operating balance of $3.5M, compared to $4.5M in the 2019 forecast, a decrease of $951K. The change in revenue of $127K is related to increased Ministry funding, user fees and Barrie and Orillia. The large decrease in expenses is related to the change in the transfer to the Homes Contingency Reserve which is reflected in the Long Term Care and Seniors Services capital statement. Subsidies are to decrease by $195K. In 2019, the Ministry of Long Term Care and the North Simcoe Muskoka Local Health Integration Network (LHIN) provided one time funding. Although part of this funding became base funding for 2020, others were related to specific projects which are not repeated in 2020.

User Fees are to increase by $328K. The User Fees section consists of the Long Term Care resident co-payments and the rent/occupancy fees charged to residents residing in County of Simcoe community program housing. The 2020 budget includes the increased revenue related to the Ministry of Long Term Care increase of 2.3% on Long Term Care resident co-payments, with an additional 1.1% expected July 1, 2020. Miscellaneous Income is to decrease by $115K. The Miscellaneous Income section includes donation receipts within the year as well as commission revenue from the sales of the Life Lease properties at Sunset and Georgian Villages. Donations and commissions are not budgeted for and are immediately transferred to their respective reserves for future use. Transfer from Reserve will decrease by $183K. Transfers from reserve change annually as they are utilized to fund specific projects during the year. As the projects change year over year, the annual reserve requirements also change. In addition, the 2019 forecast includes a wage stabilization funding transfer from the Homes Contingency Reserve of $154K to offset the loss in Ministry funding in 2019. Salaries and Benefits are anticipated to increase by $43K. The 2020 budget is more aligned with the 2019 forecast with increases in overtime, short term disability and modified work to acknowledge the industry staffing situation and strategies


expected to be in place for 2020. In addition, a 0.5 FTE for a Scheduling Specialist has been added as a one time secondment to deliver on the above noted strategies, developing more full-time lines within Long Term Care and Seniors Services. Administration costs are expected to increase by $110K. In 2020, $67K has been added to the previously approved $20K for Social Workers hours. The current budget levels are not attracting much needed Social Workers to the four Homes. With the new budget, the Homes will see seven hours of Social Worker time per week, per Home. In addition, $30K has been included to support a staff recruitment and retention promotional video. Facilities costs are projected to decrease by $149K. Facility costs include utilities, small equipment purchases and building and equipment maintenance costs. Utility costs are expected to be below budget in 2019 and therefore the 2020 budget has been reduced to reflect this drop. Small equipment purchases are related to specific purchases which change each year. Building maintenance costs also change each year and because of this, a lower amount has been requested in 2020. Cost of Service Delivery is planned to decrease by $234K. In 2019, expenses include costs associated with one time

expenses for equipment funding, high intensity supplies and lab fees. In addition, the $50K Age Friendly Municipal grant expense was moved to the General Municipal services area. Transfer to Reserve will decrease by $849K. The Transfer to Reserve for Long Term Care decreased from the 2019 budget by $815K. In part, the 2019 transfer to the Long Term Care Homes Reserve has been removed from operating in 2020. Historically, funds were transferred from operations to the Homes Reserve to fund capital projects. In 2020, rather than fund the capital projects by reserve, the amount will become a new requirement under capital. The remaining decrease is the discontinuation of the Long Term Care wage stabilization fund. The transfer to reserve from the community programs continues to provide funding to Homes Contingency Reserve. Although there is a decrease from 2019 by $34K this amount consists of the commissions on sales of units and is not a budgeted item.

Capital The Department's 2020 Capital budget is $12.4M. The details for each project are on the Request Form(s) included.


Long Term Care and Seniors Services Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

LTC - Future Capital Redevelopment 6,000 1,000 0 0 0 0 0 0 1,000LTC - Homes & Villages Building/Equip 1,757 1,757 0 0 0 166 161 816 615LTC - Simcoe Manor - Para-Transit Bus 155 155 0 0 0 0 0 155 0LTC - Simcoe Manor Redevelopment 153,950 9,450 0 2,459 250 208 221 0 6,312Total Capital 161,862 12,362 0 2,459 250 374 382 971 7,927


Long Term Care and Seniors Services Staffing

Expenditure Title: LTC - Staffing Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The amount of soiled laundry has increased approximately 5% per year over the past four years within the Homes. In 2020, Georgian Manor is adding three beds and wishes to ensure the current per diem laundry aide hours are maintained. Request 0.2 FTE. Georgian Village has extensive gardens across the large campus. Summer maintenance services do not cover the pruning & mulching of the gardens. A new summer student position is being requested to perform these duties throughout the summer months. Request 0.2 FTE. In order to address the shortage of staff within the four homes, one step in the Retention & Recruitment Strategy identified creating more full-time jobs rather than smaller part-time positions. In order to address this, the homes are requesting a six month scheduling specialist to review current schedules and identify areas where there is the possibility of combining part-time schedules into full-time. Request 0.5 temporary FTE.

Impact of not proceeding Staff have identified the additions as necessary to maintain a clean and safe living and working environment for residents and staff. This includes ensuring the campus appearance is maintained during the summer season. Without the additional staff to specifically review current part time schedules and convert them to full-time, the County will continue to see higher overtime, modified and short term disability costs. Budget




Long Term Care and Seniors Services Operating

Expenditure Title: Social Worker Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure Social workers within the Long Term Care environment assist family members of persons entering the home as well as the new resident with the transition process from their previous living environment. In order for residents to function at the highest possible level of social and emotional wellness while transitioning or in their day to day activities, a social worker is specially trained to provide the necessary support. Current funds within the Long Term Care budget are not sufficient to attract Social Workers to the position. By adding these funds, it is expected to provide one day per week of social worker time, per home.

Impact of not proceeding Social workers are able to assist where current staff are untrained or able to provide this service. Without the additional funds, the home will continue to struggle with finding trained social workers to work within our homes. Budget Category


2020Budget

2021Plan 2022 +

Administration 67 0 67 0 0Operating Expense 67 0 67 0 0Service Partners 15 0 15 0 0Operating Revenue 15 0 15 0 0Net Expenditure (52) 0 (52) 0 0


Long Term Care and Seniors Services Tangible Capital Asset (TCA)

Expenditure Title: LTC - Future Capital Redevelopment Strategic Direction: F - Responsive and Effective Governance

Description and justification for expenditure The $1M contribution to the Homes Contingency Reserve is an annual commitment to fund the future redevelopment of one of the three remaining older County of Simcoe Long Term Care Homes. Each of the remaining facilities, Simcoe Manor in Beeton, Sunset Manor in Collingwood and Trillium Manor in Orillia are beginning to show their age. Each budget year staff review the Asset Management Plan in order to prioritize capital projects so the buildings and equipment are maintained to ensure the homes can operate safely and efficiently for the residents and staff. Prior to the redevelopment of Georgian Manor, opening in 2013, Council approved a similar transfer to the Homes Contingency Reserve in order to fund a future redevelopment. The funds committed through this contribution will be utilized to support a future redevelopment, reducing the amount required through external funding sources.

Impact of not proceeding Should this transfer to reserve not be approved, future redevelopment funding will be required from external sources such as long term debt and future taxes. Ongoing in year capital costs are going to continue to increase in order to maintain the older facilities and equipment. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 6,000 2,000 1,000 1,000 2,000Net Capital (6,000) (2,000) (1,000) (1,000) (2,000)Net Expenditure (6,000) (2,000) (1,000) (1,000) (2,000)


Long Term Care and Seniors Services Operating & TCA

Expenditure Title: Long Term Care and Seniors Services Building and Equipment Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure For the 2020 budget period, staff have reviewed and prioritized equipment and building components repair/replacement related expenses utilizing the building condition assessment and departmental equipment requirements. The building components and equipment identified for replacement are at the end of their useful life and have been identified in the Asset Management Plan. In order to maintain the County's Long Term Care Homes and Villages, continued investment in infrastructure and equipment is required. Operating expenses include replacement of furniture. Funding for these projects will include cost sharing with the Cities of Barrie and Orillia. Other costs will be funded in whole or partially through donations and reserves.

Impact of not proceeding If aging equipment and structures are not maintained to required standards, resident and staff safety may be compromised. Budget Category


2020Budget

2021Plan 2022 +

Facilities 204 0 204 0 0Operating Expense 204 0 204 0 0Service Partners 36 0 36 0 0Transfer from Reserve 168 0 168 0 0Operating Revenue 204 0 204 0 0Capital Revenue 1,142 0 1,142 0 0Capital Expense 1,757 0 1,757 0 0Net Capital (615) 0 (615) 0 0Net Expenditure (615) 0 (615) 0 0


Net Expenditure by Location

Category 2020 Budget

Georgian Georgian Simcoe Simcoe Sunset Sunset Trillium($000's) Manor Village Manor Village Manor Village Manor

Facilities 204 12 8 92 0 45 35 12Operating Expense 204 12 8 92 0 45 35 12Service Partners 36 3 0 20 0 10 0 3Transfer from Reserve 168 9 8 71 0 35 35 10Operating Revenue 204 12 8 91 0 45 35 13Capital Revenue 1,142 77 157 136 13 523 48 189Capital Expense 1,757 117 222 136 13 749 48 473Net Capital (615) (40) (65) 0 0 (226) 0 (284)Net Expenditure (615) (40) (65) 0 0 (226) 0 (284)



Expenditure Title: Simcoe Manor Para-transit Bus Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this para-transit bus is requested based on the County's Asset Management Plan. This bus is classified as medium risk classifying it as "consider for replacement". Due to the vehicle age and overall condition, this vehicle is projected to have dramatically increased repair and maintenance costs. The level of reliability will decrease the longer this vehicle is retained in service which will have an adverse effect on the provision of services. This bus is used for resident outings, therefore, vehicle breakdowns cause unexpected logistical problems while staff endeavour to source alternate transportation incurring additional costs and negatively impacting the resident activity. The funds for this vehicle replacement have been raised fully by Simcoe Manor staff fundraising efforts.

Impact of not proceeding If this vehicle is not purchased in 2020, the cyclical process of replacing vehicles will require increased purchases in 2021 and will result in a decline in vehicle reliability, adversely affecting resident outings while increasing repair and maintenance costs. This vehicle will be disposed at public auction and is expected to sell for $4K. The replacement vehicle will have improved fuel consumption which will lower the County's carbon footprint. Budget Category


2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




06-790 2006 83124 91546 12







18.6 15 35.9*Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment.



Expenditure Title: LTC - Simcoe Manor Redevelopment Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure Simcoe Manor is beginning to experience significant capital maintenance costs related to roofing, HVAC and building envelope with some components and infrastructure dating back to its original 1898 construction. In 2016, Council approved a comprehensive analysis of redevelopment options. The County engaged various community stakeholders which indicated the area needs additional housing and specialized services to support seniors, opportunities to incorporate emerging models of care and/or housing which Simcoe Manor redevelopment would be based upon. In the 2018 and subsequent budgets, Council has approved a $1M transfer to reserve to begin setting aside funds for this redevelopment. Since 2016, the Long Term Financial Plan has incorporated this project with the plan to purchase land and begin design in 2020.

Impact of not proceeding Without the redevelopment of Simcoe Manor, the capital maintenance and equipment costs will only increase. Redevelopment would provide Seniors in south Simcoe County with new forms of accommodations providing services necessary for daily living in an aging in place community setting. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 58,595 0 3,138 405 55,052Capital Expense 153,950 0 9,450 5,400 139,100Net Capital (95,355) 0 (6,312) (4,995) (84,048)Net Expenditure (95,355) 0 (6,312) (4,995) (84,048)


Social and Community Services


Ontario Works


Ontario Works Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 58,883 60,311 65,992 65,434 63,952 (1,482) (2.3) (2,041) (3.1)Service Partners 4,482 3,264 3,918 4,578 4,302 (275) (6.0) 384 9.8

User Fees 2,181 1,779 2,250 2,158 2,158 0 0.0 (92) (4.1)Miscellaneous Income 0 0 0 0 0 0 0.0 0 0.0Transfer from Reserve 94 11 0 189 0 (189) (100.0) 0 0.0Total Revenues 65,640 65,365 72,160 72,358 70,412 (1,946) (2.7) (1,748) (2.4)Operating Expenses Client Benefit 51,662 50,796 56,327 56,175 55,963 (212) (0.4) (364) (0.6)Salaries and Benefits 13,034 12,677 13,300 13,234 13,062 (172) (1.3) (238) (1.8)Administration 1,786 1,743 2,096 1,987 1,850 (137) (6.9) (246) (11.7)Facilities 175 185 1,021 1,695 194 (1,500) (88.5) (827) (81.0)Cost of Service Delivery 13 13 10 50 70 20 40.4 60 631.6Transfer to Reserve 0 159 0 0 0 0 0.0 0 0.0

Total Expenses 66,670 65,573 72,754 73,141 71,139 (2,002) (2.7) (1,615) (2.2)Total Operating Balance (1,029) (209) (594) (783) (727) 56 (7.1) (134) 22.5

2

Capital

Capital Revenue 0 0 0 0 0 0 0.0 0 0.0Capital Expenses 0 0 0 0 0 0 0.0 0 0.0Net Capital 0 0 0 0 0 0 0.0 0 0.0

Net Department Requirement (1,029) (209) (594) (783) (727) 56 (7.1) (134) 22.5


Ontario Works 2020 Budget vs. 2019 Budget Change

The 2020 Ontario Works budget includes a net department requirement (total operating and capital) of $727K, compared to $594K in 2019, an increase of $134K.

The City of Barrie portion is $3.2M, an increase of $212K from 2019. The City of Orillia portion is $1.1M, an increase of $173K from 2019. The total Municipal requirement in 2020 is $5.0M compared to $4.5M in 2019, an increase of $518K.

Operating The Ontario Works operating budget includes a total operating balance of $727K, compared to $594K in 2019, an increase of $134K. The 2020 caseload is budgeted at 5,600, which is consistent with 2019. Subsidies are to decrease by $2.0M. This is a result of the Province's cancellation of the Addiction Services Initiative (July 31, 2019), as well as the Ontario Works administration funding being held at the 2018 spending level. User Fees are to decrease by $92K. This is due to the reduction of rental income from the sublease within the Bradford satellite office, given that staff have been unable to secure space at an alternate location due to limited real estate options. Staff were, however, able to acquire additional space within the current shared lease agreement with Bradford Works, allowing for increased capacity for direct delivery of programs and services.

The Client Benefit payments will decrease by $364K. This is a result of the cancellation of the Addiction Services Initiative program. Salaries and Benefits are anticipated to decrease by $238K. This includes the reduction of six FTE's in 2020, offset by adjustments related to collective agreement changes, standard salary increases, and benefit increases. Two of the six FTE reductions are a result of the cancellation of the Addiction Services Initiative program. Administration costs are expected to decrease by $246K. This is a result of the office equipment required for the Collingwood satellite office relocation being a one time expenditure in 2019, as well as decreased rent expense, and an overall decrease in office supplies and mileage in the 2020 budget. Facilities costs are projected to decrease by $827K. This is a result of the Collingwood leasehold expenses being a one time expenditure in 2019. Cost of Service Delivery is planned to increase by $60K. This is directly attributed to the presence of a security guard at the Barrie satellite office.



Ontario Works 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Ontario Works includes a net department requirement (total operating and capital) of $727K, compared to $783K in the 2019 forecast, a decrease of $56K.

The City of Barrie portion is $3.2M, a decrease of $297K from 2019 forecast. The City of Orillia portion is $1.1M, an increase of $22K from 2019 forecast. The total Municipal requirement in 2020 budget is $5.0M compared to $5.4M in 2019 forecast, a decrease of $331K.

Operating The Ontario Works operating budget includes a total operating balance of $727K, compared to $783K in the 2019 forecast, a decrease of $56K. The 2020 caseload is budgeted at 5,600, which is consistent with 2019. Subsidies are to decrease by $1.5M. This is a result of the Province's cancellation of the Addiction Services Initiative program (July 31, 2019), as well as the Ontario Works administration funding being held at the 2018 spending level, with the exception of the leasehold projects in Collingwood and Midland. User Fees are the same as in 2019. Transfer from Reserve will decrease by $189K. 2019 had a one time transfer from the Social Services Reserve for the County portion of the Midland satellite office leaseholds.

The Client Benefit payments will decrease by $212K. This is a result of the cancellation of the Addiction Services Initiative program as of July 31, 2019. Salaries and Benefits are anticipated to decrease by $172K. This includes the reduction of six FTE's in 2020, offset by adjustments related to collective agreement changes, standard salary increases, and benefit increases. The 2019 forecast was able to realize savings due to vacancies, as well as the two positions associated with the cancellation of the Addiction Services Initiative program. Administration costs are expected to decrease by $137K. This is a result of the office equipment required for the Collingwood and Midland satellite office relocations being one time in nature for 2019. Facilities costs are projected to decrease by $1.5M. This is a result of the Collingwood leasehold costs being a one time expenditure in 2019. As well, the Midland leasehold expenditures are included in the 2019 forecast, as they were an in-year approval in 2018, carried over to 2019. Cost of Service Delivery is planned to increase by $20K. This is directly attributed to the presence of a security guard at the Barrie satellite office. The 2019 forecast includes the security guard for a partial year.


Children and Community Services


Children and Community Services Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 39,961 59,913 56,223 59,239 52,898 (6,342) (10.7) (3,325) (5.9)Service Partners 2,702 2,485 2,847 2,350 3,451 1,101 46.8 605 21.2

User Fees 0 0 0 0 0 0 0.0 0 0.0Miscellaneous Income 23 98 75 87 75 (12) (14.1) 0 0.0Transfer from Reserve 0 100 0 530 0 (530) (100.0) 0 0.0Total Revenues 42,686 62,595 59,145 62,207 56,424 (5,784) (9.3) (2,721) (4.6)Operating Expenses Client Benefit 41,347 60,739 57,617 60,409 55,709 (4,700) (7.8) (1,908) (3.3)Salaries and Benefits 3,561 3,947 4,385 4,179 4,352 173 4.1 (33) (0.8)Administration 244 346 314 261 234 (26) (10.1) (79) (25.3)Facilities 16 17 0 0 0 0 0.0 0 0.0Cost of Service Delivery 0 0 0 0 0 0 0.0 0 0.0Transfer to Reserve 841 448 0 493 0 (493) (100.0) 0 0.0

Total Expenses 46,009 65,497 62,315 65,340 60,295 (5,045) (7.7) (2,020) (3.2)Total Operating Balance (3,322) (2,902) (3,171) (3,133) (3,871) (738) 23.6 (701) 22.1

2

Capital




Children and Community Services 2020 Budget vs. 2019 Budget Change

The 2020 Children and Community Services budget includes a net department requirement (total operating and capital) of $3.9M, compared to $3.2M in 2019, an increase of $701K.

The City of Barrie portion is $2.9M, an increase of $516K from 2019. The City of Orillia portion is $584K, an increase of $88K from 2019. The total Municipal requirement in 2020 is $7.3M compared to $6.0M in 2019, an increase of $1.3M.

Operating The Children and Community Services operating budget includes a total operating balance of $3.9M, compared to $3.2M in 2019, an increase of $701K. Subsidies are to decrease by $3.3M. This decrease is mainly the result of a $2.7M decrease in Child Care funding from the Ministry of Education. As well, Home For Good funding is $1M lower in the 2020 budget due to the timing of when the subsidies were planned in 2019. Offsetting these decreases, subsidies are increasing by $427K for the addition of the Reaching Home program in 2020. Miscellaneous Income is the same as in 2019. The Client Benefit payments will decrease by $1.9M. This is directly attributed to the client benefit payments being $2.6M

lower due to reduced provincial funding, offset with a $1.4M increase in client benefits as a result of the municipal 20% change in cost sharing expansion plan program contribution. As well, client benefit payments are $726K lower in 2020 due to the timing of when the Home For Good payments were planned in 2019, offset with the addition of the Reaching Home program in the 2020 budget. Salaries and Benefits are anticipated to decrease by $33K. This includes the reduction of two FTE's in 2020 in an effort to redesign workflows across the department, with an emphasis on integration of LEAN approaches and resulting efficiencies. This reduction is offset by collective agreement changes, standard salary increases, and benefit increases. Administration costs are expected to decrease by $79K. Meetings & Conferences, mileage, mobile communications, and office equipment have decreased in an effort to mitigate the impact of provincial funding changes.



Children and Community Services 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Children and Community Services includes a net department requirement (total operating and capital) of $3.9M, compared to $3.1M in the 2019 forecast, an increase of $738K.

The City of Barrie portion is $2.9M, an increase of $916K from 2019 forecast. The City of Orillia portion is $584K, an increase of $184K from 2019 forecast. The total Municipal requirement in 2020 budget is $7.3M compared to $5.5M in 2019 forecast, an increase of $1.8M.

Operating The Children and Community Services operating budget includes a total operating balance of $3.9M, compared to $3.1M in the 2019 forecast, an increase of $738K. Subsidies are to decrease by $6.3M. This decrease is mainly the result of a $5.3M decrease in Child Care funding from the Ministry of Education. As well, Home For Good funding is $1M lower in the 2020 budget due to the timing of when the subsidies were planned in 2019. Miscellaneous Income is to decrease by $12K. Transfer from Reserve will decrease by $530K. The forecast for 2019 includes two in year approvals for $530K from the Social Services Reserve to support community organizations.

The Client Benefit payments will decrease by $4.7M. This is directly attributed to the client benefit payments being $4.6M lower in 2020 as a result of the decrease in funding from the Ministry of Education, as well as maximizing provincial administration dollars in the 2019 forecast. In addition, client benefits are $1.5M lower in 2020 for Home For Good, Community Homelessness Prevention Initiative, and the Seniors At Home program due to the timing of when payments were paid out in 2019. Offsetting these reductions is the $1.4M increase in client benefits as a result of the municipal 20% change in cost sharing expansion plan contribution. Salaries and Benefits are anticipated to increase by $173K. This includes the reduction of two FTE's in 2020 in an effort to redesign workflows across the department, with an emphasis on integration of LEAN approaches and resulting efficiencies. This reduction is offset by collective agreement changes, standard salary increases, and benefit increases in the 2020 budget. 2019 salaries and benefits forecast were adjusted to account for vacancies throughout 2019. Administration costs are expected to decrease by $26K. Meetings & Conferences, mileage, mobile communications, and office equipment have decreased in an effort to mitigate the impact of provincial funding changes. Administration savings of $53K were able to be realized in the 2019 forecast.


Transfer to Reserve will decrease by $493K. The 2019 forecast includes a $493K transfer to reserve as a result of municipal savings achieved through maximizing provincial funding in 2019 to help offset the expected decrease in child care funding, and therefore the County impact, in future years.



Simcoe County Housing Corporation


Simcoe County Housing Corporation Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 2,780 2,638 2,458 2,549 2,370 (179) (7.0) (88) (3.6)Service Partners 1,454 1,612 1,921 1,774 2,119 345 19.4 199 10.3

User Fees 6,914 7,119 7,742 7,875 9,446 1,572 20.0 1,704 22.0Miscellaneous Income 46 381 31 31 31 0 0.0 0 0.0Transfer from Reserve 0 52 647 662 692 30 4.5 46 7.0Total Revenues 11,194 11,802 12,798 12,891 14,658 1,767 13.7 1,860 14.5Operating Expenses Client Benefit 1,112 1,113 1,195 1,130 1,221 91 8.1 26 2.2Salaries and Benefits 2,837 3,035 3,499 3,499 4,049 549 15.7 549 15.7Administration 527 561 564 564 621 56 10.0 56 10.0Facilities 7,024 7,357 8,253 8,014 9,072 1,057 13.2 819 9.9Cost of Service Delivery 1,948 1,818 1,766 1,766 1,767 1 0.0 1 0.0Transfer to Reserve 736 1,123 878 878 1,477 599 68.2 598 68.1

Total Expenses 14,183 15,006 16,156 15,852 18,206 2,354 14.8 2,050 12.7Total Operating Balance (2,989) (3,204) (3,357) (2,961) (3,548) (587) 19.8 (190) 5.7

2

Capital

Capital Revenue 6,553 25,491 32,233 46,507 6,663 (39,844) (85.7) (25,570) (79.3)Capital Expenses 7,586 27,958 38,260 52,524 7,971 (44,554) (84.8) (30,289) (79.2)Net Capital (1,033) (2,467) (6,026) (6,018) (1,308) 4,710 (78.3) 4,719 (78.3)



Simcoe County Housing Corporation 2020 Budget vs. 2019 Budget Change

The 2020 Simcoe County Housing Corporation budget includes a net department requirement (total operating and capital) of $4.9M, compared to $9.4M in 2019, a decrease of $4.5M.

The City of Barrie portion is $2.8M, a decrease of $6.3M from 2019. The City of Orillia portion is $580K, a decrease of $1.3M from 2019. The total Municipal requirement in 2020 is $8.2M compared to $20.3M in 2019, a decrease of $12.1M.

Operating The Simcoe County Housing Corporation operating budget includes a total operating balance of $3.5M, compared to $3.4M in 2019, an increase of $190K. Subsidies are to decrease by $88K. This is due to the federal funding decreasing as debentures within the Simcoe County Housing Corporation properties expire. User Fees are to increase by $1.7M. This is attributed to a full year of rental income for the Collingwood and Wasaga Beach developments, as well as a partial year of the Township of Tay development being included in the 2020 budget. In addition, the 2020 rental payments are projecting an overall increase for the existing housing stock. The 2020 budget includes $243K of commercial rental revenue from the Collingwood development. Miscellaneous Income is the same as in 2019.

Transfer from Reserve will increase by $46K. This is the County's portion of the facility costs that are above the annual maintenance budget, as projected through the County's Asset Management Plan. The Client Benefit payments will increase by $26K. This is the result of a slight increase in the rent control guideline for 2020, allowing a 2.2% rental increase. Salaries and Benefits are anticipated to increase by $549K. There are 3.2 FTE staffing requests included in the 2020 budget. These positions include a Building Superintendent for the new Township of Tay development, two summer students, a Social Worker, and a Junior Facilities Engineer, which is split 50/50 with Social Housing - Non-Profit. Excluding these changes, salaries and benefits have increased by $304K, which includes salary increases through the job evaluation process, collective agreement changes, standard salary increases, and benefit increases. Administration costs are expected to increase by $56K. This includes an increase in insurance attributed to a full year of the Collingwood and Wasaga Beach developments, as well as a partial year of the Township of Tay development, to the 2020 policy as they become operational.


Facilities costs are projected to increase by $819K. As per the County Asset Management Plan, required facility costs are increasing $119K. The County's portion is funded from reserve, as a $500K transfer to reserve is included in the annual budget. Property taxes are increasing $237K, building maintenance $368K, and utilities are increasing $94K due to the inclusion of the Collingwood, Wasaga Beach, and Township of Tay developments in the operating budget. Cost of Service Delivery is planned to increase by $1K.

Transfer to Reserve will increase by $598K. This is a result of the increased future capital costs and operating surpluses associated with the Collingwood and Wasaga Beach developments being transferred to reserve.



Simcoe County Housing Corporation 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Simcoe County Housing Corporation includes a net department requirement (total operating and capital) of $4.9M, compared to $9.0M in the 2019 forecast, a decrease of $4.1M.

The City of Barrie portion is $2.8M, a decrease of $9.1M from 2019 forecast. The City of Orillia portion is $580K, a decrease of $1.9M from 2019 forecast. The total Municipal requirement in 2020 budget is $8.2M compared to $23.3M in 2019 forecast, a decrease of $15.1M.

Operating The Simcoe County Housing Corporation operating budget includes a total operating balance of $3.5M, compared to $3.0M in the 2019 forecast, an increase of $587K. Subsidies are to decrease by $179K. This is due to the federal funding decreasing as debentures within the Simcoe County Housing Corporation properties expire. As well, the 2019 forecast includes funding for the new Canada-Ontario Community Housing Initiative (COCHI). User Fees are to increase by $1.6M. This is attributed to a full year of rental income for the Collingwood and Wasaga Beach developments, as well as a partial year of the Township of Tay development being included in the 2020 budget. In addition, the 2020 rental payments are projecting an overall increase for the existing housing stock. The 2020 budget includes $243K

of commercial rental revenue from the Collingwood development. Miscellaneous Income is the same as in 2019. Transfer from Reserve will increase by $30K. This is the County's portion of the facility costs that are above the annual maintenance budget, as projected through the County's Asset Management Plan. Offsetting this is the reserve transfer from the 2018 operating carryovers. The Client Benefit payments will increase by $91K. This is the result of a slight increase in the rent control guideline for 2020, allowing a 2.2% rental increase, as well as a surplus realized in the 2019 forecast due to unit vacancies within the first six months of the year. Salaries and Benefits are anticipated to increase by $549K. There are 3.2 FTE staffing requests included in the 2020 budget. These positions include a Building Superintendent for the new Township of Tay development, two summer students, a Social Worker, and a Junior Facilities Engineer, which is split 50/50 with Social Housing - Non-Profit. Excluding these changes, salaries and benefits have increased by $304K, which includes salary increases through the job evaluation process, collective agreement changes, standard salary increases, and benefit increases.


Administration costs are expected to increase by $56K. This includes an increase in insurance attributed to a full year of the Collingwood and Wasaga Beach developments, and a partial year of the Township of Tay development, to the 2020 policy as they become operational. Facilities costs are projected to increase by $1.1M. As per the County Asset Management Plan, required facility costs are increasing $119K. The County's portion is funded from reserve, as a $500K transfer to reserve is included in the annual budget. Property taxes are increasing $237K, building maintenance $368K, and utilities are increasing $94K due to the inclusion of the Collingwood, Wasaga Beach, and Township of Tay developments in the 2020 operating budget. In addition, savings of $238K were realized within the existing housing stock's property taxes ($137K) and utilities ($101K) in the 2019 forecast.

Cost of Service Delivery is planned to increase by $1K. Transfer to Reserve will increase by $599K. This is a result of the increased future capital costs and operating surpluses associated with the Collingwood and Wasaga Beach developments being transferred to reserve in 2020.



Simcoe County Housing Corporation Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

SCHC - Affordable Development - Orillia 1,000 1,000 0 324 0 256 53 100 266SCHC - Affordable Development - Tay 13,447 4,288 0 2,286 3,886 103 21 (2,008) 0SCHC - Blake Street East 135 135 0 0 0 35 7 41 52SCHC - Blake Street West 410 410 0 0 0 105 22 124 159SCHC - Brooks Street 36 36 0 0 0 9 2 11 14SCHC - Gignac Drive 77 77 0 0 0 20 4 23 30SCHC - High Street 80 80 0 0 0 21 4 24 31SCHC - Matthew Way 562 562 0 0 0 144 30 170 218SCHC - Miller Park Avenue 145 145 0 0 0 37 8 44 56SCHC - Napier Street 439 439 0 0 0 113 23 133 171SCHC - Nelson Street 42 42 0 0 0 11 2 13 16SCHC - Oxford Street 49 49 0 0 0 13 3 15 19SCHC - Peter Street 99 99 0 0 0 25 5 30 38SCHC - Regent Street 93 93 0 0 0 24 5 28 36SCHC - Sophia Street 117 117 0 0 0 30 6 35 46SCHC - St Paul Street 251 251 0 0 0 64 13 76 97SCHC - Tecumseth Street 95 95 0 0 0 24 5 29 37SCHC - Yonge Street 52 52 0 0 0 13 3 16 20Total Capital 17,130 7,971 0 2,610 3,886 1,048 217 (1,097) 1,308


Simcoe County Housing Corporation Staffing

Expenditure Title: Building Superintendent Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The Simcoe County Housing Corporation will open the new development in Victoria Harbour, Township of Tay, in 2020. A Building Superintendent will be required to organize and open the building, as well as assist in the move-in process. Once open, the Building Superintendent will provide full cleaning services and minor repairs to the building at the new development. With the opening of 41 total units, there will be ongoing interior and exterior cleaning and maintenance of building components. The staff from this location will also provide some coverage to surrounding Simcoe County Housing Corporation properties, thereby reducing the use, cost, and reliance on external contractors.

Impact of not proceeding Without a Building Superintendent to clean and maintain the building, there would be additional costs and staff time for the use and supervision of external contractors and a loss of reputation for the County from having a new building that was not cleaned or maintained to acceptable County standards. Budget





Expenditure Title: Social Worker Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure A Social Worker position within SCHC is intended to provide support to the most vulnerable tenants in the portfolio, i.e. those who encounter multiple challenges that can create obstacles to maintaining successful tenancies. This position would be responsible to make and follow up referrals to community agencies, with an overall goal of improving the quality of life at SCHC properties. It is recognized that permanent housing stabilizes peoples' lives however some tenants need additional supports beyond subsidized rent, such as professional social work linkages to specialized agencies and ongoing support and encouragement to the tenant for follow-up.

Impact of not proceeding Without the Social Work position, tenants who experience in-depth challenges with limited ability to access resources, will not have the supports they need to maintain successful tenancies. When tenants do not have the supports they need, there can be broader impacts to quality of life within the SCHC portfolio, as well as pressure on public services such as hospitals, police, and paramedic services. Budget





Expenditure Title: Landscape and Maintenance Assistant (2 students) Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure There are currently four students in the Collingwood/Wasaga Beach area who assist at nine housing sites in Collingwood, Stayner, Elmvale and Wasaga Beach. Two additional students will be required to conduct summer maintenance activities at the new building opening in Wasaga Beach in 2020. The landscape design in the new Wasaga Beach affordable housing development includes a large number of planter beds, fruit trees, and grounds to maintain. The addition of two students to the operations in this area will contribute to reduced travel time and mileage costs. The use of summer students results in improved curb appeal and landscaping, as well as being able to address other minor maintenance requirements.

Impact of not proceeding The use of summer students for grounds keeping, watering, site clean-up, and minor maintenance mitigates the need to hire contractors at a higher cost. If the grounds are not addressed with the care they require, the new plantings could die and/or become overgrown, thereby reducing curb appeal and giving the properties an overall appearance that is below acceptable County standards. Budget




Simcoe County Housing Corporation Tangible Capital Asset (TCA)

Expenditure Title: Orillia Affordable Housing and Hub Development Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The County purchased the former Orillia District Collegiate Vocational Institute property in Orillia, an approximate nine-acre site, as a strategic purchase that could accommodate affordable housing, a social services hub, including Ontario Works/Children Services office and other partner agencies, as well as additional space for County operations. The County undertook a community engagement process in 2019 to seek input from the public and social service agencies in the community, to formulate a vision for the potential community hub component on the site that would meet the needs for the City of Orillia and neighbouring areas, as well as the County's 10-Year Housing and Homelessness Strategy. A key component of the site will be an approximate 100 unit affordable housing building that will be part of a phased development. This request addresses the affordable housing preliminary design and costing in 2020, in preparation for a further detailed report to Council in 2021.

Impact of not proceeding As the County has purchased the property, the impact of not proceeding would result in the County not seeing a return on investment for the affordable housing component. Additionally, if the site does not include affordable rental development, the County could fall behind in meeting its 10-Year Housing and Homelessness Strategy targets for affordable housing. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 734 0 734 0 0Capital Expense 1,000 0 1,000 0 0Net Capital (266) 0 (266) 0 0Net Expenditure (266) 0 (266) 0 0



Expenditure Title: Township of Tay Rural Rental Development Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The Township of Tay location was originally identified under the Call for Proposals process during 2016, and further approval for the rental development project occurred in 2018. Federal-Provincial funding has been committed to this location under two funding programs. The project, located in Victoria Harbour, entails development on a parcel of land donated by the Township of Tay for the creation of approximately 41 new affordable housing units for seniors and persons with disabilities. Construction started in spring 2019 and is expected to be completed in fall 2020. The Victoria Harbour site offers an opportunity to intensify an existing neighbourhood and provide a quality of housing that will meet the current and projected sustainable affordable housing needs of the community. The site fulfills a requirement for a smaller rural development. This project will be the first community housing to be available in the Township of Tay, as neither social nor affordable housing multi-residential buildings have been available in the Township in the past.

Impact of not proceeding This project was approved by Council in 2018. Construction activities are underway and the Township of Tay has transferred land ownership of the site to the County for this purpose. Not proceeding would result in the County falling behind in meeting its 10-Year Housing and Homelessness Strategy targets for affordable housing. As well, there is $4.4M in Federal/Provincial funding tied to this project that would be at risk for reallocation to another Service Manager. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 13,447 9,159 4,288 0 0Capital Expense 13,447 9,159 4,288 0 0Net Expenditure 0 0 0 0 0



Expenditure Title: Blake Street East Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Replacement is scheduled in 2020 for the kitchens at the Blake Street townhouses. The kitchen cabinets and countertops have surpassed their lifespan (approximately 50 years), as both appearance and condition have deteriorated. Improvements will contribute to tenant quality of life and satisfaction of their living environments.

Impact of not proceeding If the kitchen replacements are not done as part of multi-unit replacement, there will be an overall increase in the cost of repairs as a result of one-off replacements. Also, the serviceability of the kitchens will continue to deteriorate and will not meet County standards. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Blake Street West Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Balcony restoration is required at Blake Street West, including the restoration of the concrete decks and installation of new balcony railings. Concrete spalling and deterioration of the railings are evident. Full restoration of the balcony decks at this time is expected to extend their lifespan an additional 30 years.

Impact of not proceeding If the balcony restoration is not done, there will be continued deterioration of the balconies which would increase the price of later repairs. There will also be a health and safety risk to tenants, visitors, and staff of falling pieces of concrete, which also presents a liability to the County. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Brooks Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Implementation of a cellular signal upgrade is required at Brooks Street, including the installation of new infrastructure and electrical components in order to boost cell phone reception. Installation at this time will increase safety and security for tenants and is expected to have a 10 year lifespan before requiring a system upgrade.

Impact of not proceeding If this project is not done, there will be a significant liability for the County as tenants primarily rely on cellular communication systems. The current unavailability of signal, and/or unstable connections to cellular signals, may reduce access to 911 services in the event of an emergency. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Gignac Drive Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure The shingle roof has reached the end of its lifespan. The roof will be replaced by a metal roof. The new metal roof lifespan is expected to exceed 35 years. The roof will provide a longer lasting product that is more weather resistant and will maintain a better appearance throughout the life of the roof as compared to shingles.

Impact of not proceeding If the work is not completed it could result in possible leaks which can lead to significant damage to the interior of the building and contents. The roof will also enhance the visual appearance of the building, keeping it in line with County standards. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: High Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities




2020Budget

2021Plan 2022 +




Expenditure Title: Matthew Way Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Replacement of the domestic hot water boilers is required as the boilers have reached the end of their lifespan as the equipment is approximately 27 years old. The new boilers will be high efficiency boilers and will provide reliable hot water to the building as well as reduce costs through more energy efficient technologies. The air make-up units at the buildings are original to the building and at the end of their lifespan. The existing equipment is far less energy efficient than newer models.

Impact of not proceeding Not completing the boiler replacement will increase the chance of breakdown and loss of hot water to the building. If the boiler replacement does not go forward, the energy expenses will remain high, reliability will significantly decline, and the frequency of repairs will increase. Failure could result in potential flooding and damage to the building and contents. Not replacing the air make-up units could risk failure and prevent Simcoe County Housing Corporation from maintaining proper air exchange in the buildings as well as reducing the ability to maintain the minimum required temperature during the winter months. There are significant energy losses which result in higher costs from the current equipment. Substantial energy savings will be gained with improved technology. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Miller Park Avenue Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Balcony restoration is required at Miller Park Avenue, including the restoration of the concrete decks which are approximately 45 years old. Concrete spalling and deterioration of the balcony decks are evident. Full restoration of the balcony decks at this time is expected to extend their lifespan an additional 30 years. The main electrical panels and subpanels that supply all electricity in the building are original to construction. The panels have been assessed and they have reached the end of their lifespan and need replacement. The creation of a designated smoking enclosure is required in order to assist tenants in complying with the implementation of non-smoking leases. Having a designated place to smoke will reduce external cleaning requirements by staff.

Impact of not proceeding If the balcony restoration is not done, there will be continued deterioration of the balconies which would increase the price of later repairs. There will also be the health and safety risk of falling pieces of concrete, which also present a liability to the County. If the work of replacing the switchgear is not completed it is possible to have a full electrical failure in the building resulting in the loss of power for several days. All units are heated using electric baseboard and they would cease to function in the event of electrical failure. Not creating a designated smoking enclosure may result in a tenant smoking in their unit in inclement weather, violating their lease and placing their tenancy at risk. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Napier Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure The electrical panels that supply all electricity in the suites are original to construction (approximately 42 years old). The panels have been assessed and they have reached the end of their lifespan and need replacement. The flooring in the common area hallways and stairwells have reached the end of their lifespan and require replacement. The new stairwell flooring will be a non-slip flooring, resulting in better traction thereby reducing the chances of slips and falls. Replacement fire doors are required at Napier Street, including the replacement of doors, frames, locks, and hardware. All suite doors are original to construction and show deterioration. Full replacement of the doors and frames at this time will increase safety and security for tenants and should extend the lifespan for an additional 30 years. Replacement of multiple components in the common room is required at Napier Street. The kitchen cabinets, countertops, carpet, entrance doors, and lighting have reached or surpassed their lifespan in both appearance and condition. Improvements will contribute to tenant quality of life through increased usefulness of the common room environment.

Impact of not proceeding If the work of replacing the switchgear is not completed it is possible to have a full electrical failure in the building resulting in the loss of power for several days. All units are heated using electric baseboard which would cease to function in the event of electrical failure. If the flooring work is not done, trip hazards may arise due to warn/degraded material. If the work of replacing the suite fire doors is not completed, increased liability may result in the event of a fire. If the common area upgrade is not done in a planned manner, there may be damage to related components, and higher costs of doing one-off replacements. Also, the serviceability and use of the common area space will continue to deteriorate and not be up to acceptable County standards. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Nelson Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure The electrical panels that supply all electricity in the suites are original to construction, approximately 46 years old. The panels have been assessed and they have reached the end of their lifespan and need replacement.

Impact of not proceeding If the work of replacing the panels is not completed it is possible to have a full electrical failure in the suites resulting in the loss of power for several days. All units are heated using electric baseboard and they would cease to function in the event of an electrical failure. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Oxford Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure The interlock walkways have reached the end of their lifespan and show significant signs of wear, deterioration, and damage. The new walkways will be regraded to improve winter maintenance and improve safe walking conditions.

Impact of not proceeding Failure to proceed with the work will result in the walkways appearing to be run down and in disrepair affecting the reputation of the County. As the interlock continues to degrade it will present multiple tripping hazards and increased liability for the County. The new walkways will be improved to account for accessibility standards and reduce safety concerns. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Peter Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure The shingle roof has reached the end of its lifespan. The roof will be replaced by a metal roof. The new metal roof lifespan is expected to exceed 35 years. The roof will provide a longer lasting product that is more weather resistant and will maintain a better appearance throughout the life of the roof as compared to shingles. The creation of a designated smoking enclosure is required in order to assist tenants in complying with the implementation of non-smoking leases.

Impact of not proceeding If the work is not completed it could result in possible leaks which can lead to significant damage to the interior of the building and contents. The roof will also enhance the visual appearance of the building, keeping it in line with County standards. Not creating a designated smoking enclosure may result in a tenant smoking in their unit in inclement weather. This would violate their lease and place their tenancy at risk. In addition, without a localized place to smoke, tenants will smoke at various locations on the property and discarded cigarettes would make the property unsightly and cause additional areas for site staff to clean on a regular basis. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Regent Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Balcony restoration is required at Regent Street, including the restoration of the approximately 45 year old concrete decks. Concrete spalling and deterioration of the balcony decks are evident. Full restoration of the balcony decks at this time is expected to extend their lifespan an additional 30 years.

Impact of not proceeding If the balcony restoration is not done, there will be continued deterioration of the balconies which would increase the price of later repairs. There will also be a health and safety risk of falling pieces of concrete, which also presents a liability to the County. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Sophia Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Balcony restoration is required at Sophia Street, including the restoration of the approximately 50 year old concrete decks. Concrete spalling and deterioration of the balcony decks are evident. Full restoration of the balcony decks at this time is expected to extend their lifespan an additional 30 years.

Impact of not proceeding If the balcony restoration is not done, there will be continued deterioration of the balconies which would increase the price of later repairs. There will also be a health and safety risk of falling pieces of concrete, which also presents a liability to the County. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: St. Paul Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure Balcony restoration is required at St. Paul Street, including the restoration of the approximately 45 year old concrete decks and installation of new balcony railings. Concrete spalling and deterioration of the railings are evident. Full restoration of the balcony decks at this time is expected to extend their lifespan an additional 30 years. The driveway and parking lot have reached the end of their lifespan and show significant signs of wear, deterioration, and damage. The existing curbs will be replaced and the parking lot will be regraded to improve drainage conditions.

Impact of not proceeding If the balcony restoration is not done, there will be continued deterioration of the balconies which would increase the price of later repairs. There will also be a health and safety risk of falling pieces of concrete, which also presents a liability to the County. If the parking lot work does not proceed it will result in the lot appearing to be run down and in disrepair affecting the reputation of the County. As the parking lot and curbs continue to degrade, they will present a tripping hazard and increased liability for the County. The new parking lot and curbs will be improved for accessibility standards and visibility, and will reduce safety concerns. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Tecumseth Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities




2020Budget

2021Plan 2022 +




Expenditure Title: Yonge Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities

Description and justification for expenditure The windows are at the end of their 48 year lifespan. There is currently damage around the windows due to water penetration. The new windows will be of a high energy-efficient vinyl design resulting in an increase in tenant comfort and aesthetic appeal.

Impact of not proceeding If the work is not completed on the windows it will cause further damage to the building envelope due to water and air penetration. There are significant energy losses which results in higher costs from the current windows. Substantial energy savings will be gained with improved technology and weather sealing. Budget Category


2020Budget

2021Plan 2022 +



Social Housing - Non-Profit


Social Housing - Non-Profit Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 10,610 19,529 13,004 23,192 12,556 (10,636) (45.9) (449) (3.4)Service Partners 4,469 5,101 5,693 6,391 5,775 (615) (9.6) 82 1.4

User Fees 0 0 0 0 0 0 0.0 0 0.0Miscellaneous Income 0 0 0 0 0 0 0.0 0 0.0Transfer from Reserve 1,113 1,519 1,726 4,463 1,816 (2,647) (59.3) 90 5.2Total Revenues 16,192 26,150 20,424 34,045 20,147 (13,898) (40.8) (277) (1.4)Operating Expenses Client Benefit 23,771 34,909 29,378 42,514 28,830 (13,683) (32.2) (548) (1.9)Salaries and Benefits 1,467 1,490 1,598 1,579 1,706 127 8.0 108 6.8Administration 74 61 142 142 103 (39) (27.6) (39) (27.6)Facilities 0 0 0 0 0 0 0.0 0 0.0Cost of Service Delivery 14 9 11 11 0 (11) (100.0) (11) (100.0)Transfer to Reserve 2,587 2,858 2,080 2,091 2,091 0 0.0 10 0.5

Total Expenses 27,913 39,327 33,209 46,336 32,730 (13,606) (29.4) (479) (1.4)Total Operating Balance (11,721) (13,178) (12,785) (12,291) (12,583) (292) 2.4 203 (1.6)

2

Capital


Net Department Requirement (11,721) (13,178) (12,785) (12,291) (12,583) (292) 2.4 203 (1.6)


Social Housing - Non-Profit 2020 Budget vs. 2019 Budget Change

The 2020 Social Housing - Non-Profit budget includes a net department requirement (total operating and capital) of $12.6M, compared to $12.8M in 2019, a decrease of $203K.

The City of Barrie portion is $4.8M, an increase of $57K from 2019. The City of Orillia portion is $991K, an increase of $25K from 2019. The total Municipal requirement in 2020 is $18.4M compared to $18.5M in 2019, a decrease of $121K.

Operating The Social Housing - Non-Profit operating budget includes a total operating balance of $12.6M, compared to $12.8M in 2019, a decrease of $203K. Subsidies are to decrease by $449K. This is due to a decrease in funding within the Investment in Affordable Housing Extension and Social Infrastructure Fund of $6.4M, net with an increase in new funding for the Ontario Priorities Housing Initiative and Canada-Ontario Community Housing Initiative, as well as a Federal funding increase, totalling $6.0M. Transfer from Reserve will increase by $90K. This is a result of the County's portion of the Non-Profit provider repair loans increasing by $370K in the 2020 budget. Offsetting this is a decrease of $280K that was included in the 2019 budget for the supportive housing project.

The Client Benefit payments will decrease by $548K. This is a result of expenditure decreases within the Investment in Affordable Housing Extension, the Social Infrastructure Fund, and Home For Good programs of $6.6M, net with expenditure increases in the new Ontario Priorities Housing Initiative and new Canada-Ontario Community Housing Initiative of $5.4M. Non-Profit provider repair loans are increasing $535K and provider subsidy payments are increasing $140K over the 2019 budget. Salaries and Benefits are anticipated to increase by $108K. There is a 0.5 FTE staffing request included in the 2020 budget for a Junior Facilities Engineer. Excluding this change, salaries and benefits would have increased $58K which includes adjustments related to standard salary and benefit increases. Administration costs are expected to decrease by $39K. Consultant expenditures have decreased $40K due to the one-time cost of the Access to Housing report budgeted in 2019. Cost of Service Delivery is planned to decrease by $11K. 2019 was the final year of the tax differential grants to developers in the County. Transfer to Reserve will increase by $10K.


Social Housing - Non-Profit 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Social Housing - Non-Profit includes a net department requirement (total operating and capital) of $12.6M, compared to $12.3M in the 2019 forecast, an increase of $292K.

The City of Barrie portion is $4.8M, a decrease of $510K from 2019 forecast. The City of Orillia portion is $991K, a decrease of $106K from 2019 forecast. The total Municipal requirement in 2020 budget is $18.4M compared to $18.7M in 2019 forecast, a decrease of $323K.

Operating The Social Housing - Non-Profit operating budget includes a total operating balance of $12.6M, compared to $12.3M in the 2019 forecast, an increase of $292K. Subsidies are to decrease by $10.6M. This is a result of a decrease in subsidies within the Investment in Affordable Housing Extension and Social Infrastructure Fund of $6.4M, net with an increase in funding for the new Ontario Priorities Housing Initiative, as well as a Federal funding increase, totalling $6.0M. In addition, subsidies are $10.1M lower in 2020 due to the timing of when the subsidies were recognized in 2019 for Home For Good and the Social Housing Apartment Improvement Program. Transfer from Reserve will decrease by $2.6M. This is a result of the County's portion of the Non-Profit provider repair loans increasing by $370K in the 2020 budget. Offsetting this is a

decrease of $280K that was included in the 2019 budget for the supportive housing project. The 2019 forecast includes 2018 carry-forwards for Non-Profit repair loans, secondary suites, and rent supplements for $2.7M. The Client Benefit payments will decrease by $13.7M. This is a result of expenditure decreases within the Investment in Affordable Housing Extension, Social Infrastructure Fund, Home For Good, and Social Housing Apartment Improvement Program of $16.4M, net with expenditure increases in the new Ontario Priorities Housing Initiative of $5.0M. Non-Profit provider subsidy payments are increasing $721K over the 2019 forecast due to reconciliation repayments in 2019. As well, decreases in Non-Profit provider repair loans of $1.7M and municipal rent supplement and secondary suite programs of $1.3M are a result of 2018 carryovers expensed in 2019. Salaries and Benefits are anticipated to increase by $127K. There is a 0.5 FTE staffing request included in the 2020 budget for a Junior Facilities Engineer. Excluding this change, salaries and benefits have increased $69K, which includes $58K in adjustments related to standard salary and benefit increases and $19K savings projected to be realized in the 2019 forecast. Administration costs are expected to decrease by $39K. Consultant expenditures have decreased $40K due to the one-time cost of the Access to Housing report budgeted in 2019.


Cost of Service Delivery is planned to decrease by $11K. 2019 was the final year of the tax differential grants to developers in the County. Transfer to Reserve will not change in 2020.



Social Housing - Non-Profit Staffing

Expenditure Title: Junior Facilities Engineer Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure This staffing request is intended to provide technical support to address the increasing capital repair projects in both the Non-Profit system and Simcoe County Housing Corporation. Due to aging housing infrastructure, the Non-Profit provider repair jobs will double over the next 2-5 years as the buildings in the portfolio all reach 30 years old. The number of units in Simcoe County Housing Corporation has increased 34% during 2001 to 2020, the original housing stock is approximately 50 years old, and the projected capital repair jobs over the next 5 years will increase by 35%. Additionally, the new equipment is much more complex with respect to operation and controls, largely driven by energy efficiency. Activities in this position will include the development of operational controls programs, instructions and procedures, preventative maintenance schedules, regular training for Non-Profit and Simcoe County Housing Corporation staff about the complex systems, and assistance with trouble shooting and maintenance when an issue cannot be resolved by front-line maintenance staff.

Impact of not proceeding If this staffing request is not approved, there will be increased use of consultants and contractors to make repairs, which is more costly for both Simcoe County Housing Corporation and Non-Profit providers. There will also be the exposure to greater financial risk and tenant/staff safety if timely preventative maintenance processes are not completed for the complex systems. Budget




Engineering, Planning and Environment


Transportation and Engineering - Construction


Transportation and Engineering - Construction Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 6,001 6,261 6,427 6,602 6,555 (46) (0.7) 129 2.0Service Partners 0 0 0 0 0 0 0.0 0 0.0

User Fees 0 0 0 0 0 0 0.0 0 0.0Miscellaneous Income (181) 174 1 1 1 0 0.0 0 0.0Transfer from Reserve 0 0 0 0 0 0 0.0 0 0.0Total Revenues 5,820 6,434 6,428 6,603 6,556 (46) (0.7) 129 2.0Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 1,198 1,224 1,388 1,388 1,449 60 4.3 60 4.3Administration 157 88 150 150 129 (21) (13.9) (21) (13.9)Facilities 6,319 6,695 7,331 7,493 7,501 8 0.1 170 2.3Cost of Service Delivery 60 812 915 915 82 (833) (91.1) (833) (91.1)Transfer to Reserve 0 44 0 0 0 0 0.0 0 0.0

Total Expenses 7,733 8,863 9,784 9,946 9,160 (786) (7.9) (624) (6.4)Total Operating Balance (1,913) (2,429) (3,357) (3,343) (2,604) 739 (22.1) 753 (22.4)

2

Capital

Capital Revenue 30,559 32,914 27,912 28,412 37,129 8,717 30.7 9,217 33.0Capital Expenses 42,180 43,705 38,328 38,828 50,784 11,956 30.8 12,456 32.5Net Capital (11,622) (10,791) (10,416) (10,416) (13,655) (3,238) 31.1 (3,238) 31.1



Transportation and Engineering - Construction 2020 Budget vs. 2019 Budget Change

The 2020 Transportation and Engineering - Construction budget includes a net department requirement (total operating and capital) of $16.3M, compared to $13.8M in 2019, an increase of $2.5M.

Operating The Transportation and Engineering - Construction operating budget includes a total operating balance of $2.6M, compared to $3.4M in 2019, a decrease of $753K. Subsidies are to increase by $129K. This is a result of an increase in Ontario Community Infrastructure funding for roads rehabilitation projects. Miscellaneous Income is the same as in 2019. Salaries and Benefits are anticipated to increase by $60K. This includes collective agreement changes, adjustments to hours worked, and salary and benefit increases.

Administration costs are expected to decrease by $21K. This is mainly due to a reduction in consulting for inspections and structure inventory management. Facilities costs are projected to increase by $170K. Planned roads rehabilitation projects have increased by $178K while a $12K anticipated reduction in electricity costs offsets this increase. Cost of Service Delivery is planned to decrease by $833K. Final payments for the Holland Marsh project were made in 2019 which results in an $830K reduction in grants.



Transportation and Engineering - Construction 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Transportation and Engineering - Construction includes a net department requirement (total operating and capital) of $16.3M, compared to $13.8M in the 2019 forecast, an increase of $2.5M.

Operating The Transportation and Engineering - Construction operating budget includes a total operating balance of $2.6M, compared to $3.3M in the 2019 forecast, a decrease of $739K. Subsidies are to decrease by $46K. Gas Tax funding for roads rehabilitation projects increased by $175K in the 2019 forecast as a result of higher than anticipated costs for scheduled projects. Gas Tax funding will not increase in 2020, however, Ontario Community Infrastructure Funding will increase by $129K. These items result in an overall decrease to subsidies. Miscellaneous Income is the same as in 2019. Salaries and Benefits are anticipated to increase by $60K. This includes collective agreement changes, adjustments to hours worked, and salary and benefit increases.

Administration costs are expected to decrease by $21K. This is mainly due to a reduction in consulting for inspections and structure inventory management. Facilities costs are projected to increase by $8K. Roads rehabilitation projects were increased by $175K as a result of higher than anticipated costs for scheduled projects. The 2020 rehabilitation plan costs are similar to the level of forecasted costs for 2019 work. Cost of Service Delivery is planned to decrease by $833K. Final payments for the Holland Marsh project were made in 2019 which results in an $830K reduction in grants.



Transportation and Engineering - Construction Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

RDS - 2020 Active Transportation 6,450 400 0 0 0 0 0 0 400RDS - Archie Duckworth Bridge 1,899 1,771 1,771 0 0 0 0 0 0RDS - Bailey Creek Bridge 1,764 1,650 1,650 0 0 0 0 0 0RDS - Browns Creek Bridge 2,330 2,160 2,160 0 0 0 0 0 0RDS - Canal Road Bridge 1,750 1,200 0 0 0 0 0 0 1,200RDS - Con 3/4, Lot 12 Culvert 1,963 75 0 0 0 0 0 0 75RDS - Con 7, Lot 25 Culvert 2,033 75 0 0 0 0 0 0 75RDS - Con 8/9, Lot 8 Culvert 1,817 75 0 0 0 0 0 0 75RDS - County Road 1 Culvert 1,060 880 880 0 0 0 0 0 0RDS - County Road 17 Bridges 3,078 2,691 2,691 0 0 0 0 0 0RDS - County Road 21 73,721 9,550 0 7,568 400 0 0 0 1,582RDS - County Road 22 21,134 3,098 0 2,612 0 0 0 0 486RDS - County Road 27 56,658 100 0 91 0 0 0 0 9RDS - County Road 4 160,992 4,191 0 3,918 0 0 0 0 273RDS - County Road 53 Innisfil 20,280 100 0 85 0 0 0 0 15RDS - CR 10 - Mitchell Bridge 3,283 50 0 25 0 0 0 0 25RDS - CR 10 - Thompson Culvert 1,184 1,056 0 528 0 0 0 0 528RDS - CR 21 / CR 56 4,221 220 0 0 0 0 0 0 220RDS - CR 22 ERRC Intersection 1,000 800 0 744 0 0 0 0 56RDS - CR 27 / 5th Line Intersection 8,403 2,643 0 2,482 0 0 0 0 161RDS - CR 44 - Con 13, Lot 28 Culvert 1,744 352 0 0 0 0 0 0 352RDS - CR 53 / Carson Rd Intersection 4,318 90 0 0 0 0 0 0 90



Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

RDS - CR 56 - Con 6/7, Lot 24 Culvert 2,650 2,200 0 0 0 0 0 0 2,200RDS - CR 88 / 5th SR Intersection 6,837 370 0 345 0 0 0 0 25RDS - CR 9 W - Slope Stabilization 2,466 200 0 0 0 0 0 0 200RDS - CR 93 - Balm Beach-Penetanguishene 10,326 7,058 0 2,731 952 0 0 0 3,375RDS - Holland River Bridge 6,656 750 0 375 0 0 0 0 375RDS - McArthur Culvert 953 853 443 0 0 0 0 0 410RDS - Nottawasaga Mono Adjala Bridge 1,865 61 0 0 0 0 0 0 61RDS - Old Fort Overhead Bridge 2,293 70 0 0 0 0 0 0 70RDS - Pick Up Truck Replacement 35 35 0 0 0 0 0 0 35RDS - Singhampton Bridge 490 440 0 0 0 0 0 0 440RDS - Sturgeon River Bridge 984 66 0 0 0 0 0 0 66RDS - Tioga Bridge 5,193 4,367 4,367 0 0 0 0 0 0RDS - Vigo Bridge 9,526 625 0 313 0 0 0 0 313RDS - Walkers Creek Culvert 000345 2,552 100 0 0 0 0 0 0 100RDS - Wilcox Bridge 916 86 0 0 0 0 0 0 86RDS - Willow Creek Structures 7,390 276 0 0 0 0 0 0 276Total Capital 442,215 50,784 13,961 21,816 1,352 0 0 0 13,655


Transportation and Engineering - Construction Operating & TCA

Expenditure Title: Active Transportation - Barrie Collingwood Rail Trail Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The County purchased this 38 km long corridor in 2017 and completed a preliminary assessment and design in 2018. A separate Council report was approved in 2019 recommending a project of converting the purchased section of the Barrie-Collingwood Rail Trail (BCRY) into a multi-use trail. The project aligns with the existing Provincial Policy, Ontario Trails Strategy, Ontario’s Cycling Strategy, Ontario’s Cycling Tourism Plan at the provincial level and County of Simcoe Official Plan, Transportation Master Plan and Trails Strategy at the municipal level. Key benefits from this proposed project include promoting community and individual health, preserving a continuous corridor for linear infrastructure, enhancement of natural heritage resources and recognition of cultural heritage. 2020 work will include the required environmental assessment and approvals for trail construction to begin in 2021 or 2022. Once complete, the annual maintenance costs for the trail corridor are estimated at $100K.

Impact of not proceeding Not proceeding with this project would result in the gaps in the trail continuing to exist which creates a comfort issue for all users as well as a liability concern as the existing corridor continues to sit idle. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 6,450 0 400 2,017 4,033Net Capital (6,450) 0 (400) (2,017) (4,033)Net Expenditure (6,450) 0 (400) (2,017) (4,033)


Transportation and Engineering - Construction Tangible Capital Asset (TCA)

Expenditure Title: Archie Duckworth Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Archie Duckworth Bridge (000201) is located on Centre Street, 1.4 km west of 5th Line, in the Township of Essa. The bridge was constructed circa 1973. This mixed bridge carries two lanes of vehicular traffic across the Nottawasaga River with a total crossing length of 58.7 m and a maximum clearance of 7.9 m. The deck has a travel width of 8.6 m and an overall width of 12.3 m. The environmental assessment is complete. The rehabilitation design and approval work will be completed in 2019 with construction to be completed in 2020.

Impact of not proceeding The structure will continue to deteriorate, leading to an increase in the scope of rehabilitative work required and an increase in the construction costs. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 1,771 0 1,771 0 0Capital Expense 1,899 128 1,771 0 0Net Capital (128) (128) 0 0 0Net Expenditure (128) (128) 0 0 0



Expenditure Title: Bailey Creek Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Bailey Creek Bridge (001170) is located on County Road 1, 0.2 km east of Concession Road 7, in the Township of Adjala-Tosorontio. The Bailey Creek Bridge was constructed in 1969 and is a single span 15.2 m reinforced concrete deck on precast concrete girder bridge. The structure carries two lanes of vehicular traffic across the Bailey Creek with a total crossing length of 15.1 m and a maximum clearance of 3.3 m. The deck has a travel width of 9.2 m and an overall width of 11.1 m. The design and approval work are on schedule to be complete by the end of 2019. The rehabilitation design includes a superstructure (deck and girders) replacement. Construction will be completed in 2020 employing two stages with one lane of traffic being maintained using temporary traffic signals, at all times.



2020Budget

2021Plan 2022 +




Expenditure Title: Browns Creek Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Browns Creek Bridge (027550) is located on Yonge Street (County Road 27), 0.86 km south of Queen St, in the Township of Springwater. The bridge was constructed circa 1977 and rehabilitated in 2004. This slab on precast I-girder bridge carries two lanes of vehicular traffic across the Wye River in one continuous span with a crossing length of 25 m and a maximum clearance of 4.6 m. The deck has a travel width of 11.1 m and an overall width of 12.8 m. The design and approval work are on schedule to be complete by the end of 2019. The rehabilitation design includes a superstructure (deck and girders) replacement. Construction will be completed in 2020 employing two stages with one lane of traffic being maintained using temporary traffic signals, at all times.



2020Budget

2021Plan 2022 +




Expenditure Title: Canal Road Adjacent Lock 38 Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Canal Road Adjacent Lock 38 Bridge (150000) is a boundary bridge shared between the County of Simcoe and the Region of Durham. The bridge is located on Canal Road, 0.3 km North of Durham Region Road 48, in the Region of Durham. The bridge was constructed circa 1972. This slab on I-girder bridge carries two lanes of vehicular traffic across the Trent Canal in four continuous spans with a total crossing length of 108 m and a maximum clearance of 11 m. The deck has a travel width of 8.7 m and an overall width of 11.5 m. The environmental assessment and design will be led by the Region of Durham and will involve the County of Simcoe in all key decisions. The County of Simcoe is responsible for fifty percent of the capital costs. The rehabilitation design is on-going and construction will commence in 2020.

Impact of not proceeding The structure will continue to deteriorate, leading to an increase in the scope of rehabilitative work required and an increase in the overall construction costs. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 1,750 550 1,200 0 0Net Capital (1,750) (550) (1,200) 0 0Net Expenditure (1,750) (550) (1,200) 0 0



Expenditure Title: Concession 3/4, Lot 12 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Concession 3/4, Lot 12 Culvert (057052) is located on Line 3 North, 0.7 km north of Highway 11, in the Township of Oro-Medonte. The Culvert was constructed circa 1935 and widened in 1965. This cast-in-place concrete box culvert carries two lanes of vehicular traffic across the Willow Creek Tributary with a total crossing length of 4.5 m and a maximum clearance of 1.8 m. The culvert length is 12.3 m. The environmental assessment will continue in 2020 for rehabilitation and replacement alternatives. The design and approval work will be complete by 2023 with construction to be completed in 2024.



2020Budget

2021Plan 2022 +

Capital Expense 1,963 75 75 105 1,708Net Capital (1,963) (75) (75) (105) (1,708)Net Expenditure (1,963) (75) (75) (105) (1,708)



Expenditure Title: Concession 7, Lot 25 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Concession 7, Lot 25 Culvert (020082) is located on County Road 20 (Ridge Road), 0.4 km East of Line 6 South, in the Township of Oro-Medonte. The Culvert was constructed circa 1952. This cast-in-place concrete open footing culvert carries two lanes of vehicular traffic across the Shelswells Creek with a total crossing length of 4.9 m and a maximum clearance of 2.3 m. The culvert length is 15.5 m. The environmental assessment will commence in 2020 for rehabilitation and replacement alternatives. The design and approval work will be completed in 2024 with construction to be completed in 2025.



2020Budget

2021Plan 2022 +

Capital Expense 2,033 0 75 77 1,881Net Capital (2,033) 0 (75) (77) (1,881)Net Expenditure (2,033) 0 (75) (77) (1,881)



Expenditure Title: Concession 8/9, Lot 8 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Concession 8/9, Lot 8 Culvert (092016) is located on County Road 92, 1.5 km west of County Road 27, in the Township of Springwater. The Culvert was constructed circa 1955. This cast-in-place concrete box culvert carries two lanes of vehicular traffic across the Wye River Tributary with a total crossing length of 4.2 m and a maximum clearance of 1.7 m. The culvert length is 20.5 m. The environmental assessment will continue into 2020 for rehabilitation and replacement alternatives. The design and approval work will be completed in 2022 with construction to be completed in 2023.



2020Budget

2021Plan 2022 +




Expenditure Title: County Road 1 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The County Road 1 cross culvert is located on 8th Line (County Road 1), 1.0 km east of 15 Sideroad, in the Town of New Tecumseth. The age of this culvert is unknown. The structure is a cast-in-place concrete open bottom box and carries two lanes of vehicular traffic across the unnamed watercourse with a total crossing length of 2.9 m. The culvert length is approximately 20 m. This culvert is a road crossing culvert and not considered a “structural” culvert because the span length is less than 3 m (in accordance with the Highway Bridge Design Code for the definition of a structure) and therefore has not been included in the County’s structure inventory. The design for the culvert replacement will be completed in 2019 with construction to be completed in 2020.

Impact of not proceeding The structure will continue to deteriorate, leading to structure failure and closure of County Road 1, until the structure is replaced. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 880 0 880 0 0Capital Expense 1,060 180 880 0 0Net Capital (180) (180) 0 0 0Net Expenditure (180) (180) 0 0 0



Expenditure Title: County Road 17 Bridges Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure There are three bridges located on County Road 17, in the Township of Severn that have rehabilitative needs or require replacement. All three bridges were constructed circa 1963. Upper Big Chute Bridge (017043), Durnford Bridge (017052), and Lovering Bridge (017058) are cast-in-place rigid frame bridges that carry two lanes of vehicular traffic across Bear Creek. The design and approval work are on schedule to be complete by the end of 2019. The rehabilitation designs include a concrete overlay of the existing concrete deck, waterproofing and paving, approach slab construction, substructure repairs and barrier wall replacement, at each structure. Construction will be completed in 2020. Once the detail design has been finalized and feedback from adjacent properties has been obtained as to their required use of the bridges for farm equipment, a traffic study will be completed to determine the impact of full closure and staged construction alternatives on the roadway users.

Impact of not proceeding The structures will continue to deteriorate, leading to an increase in the scope of rehabilitative works required and an increase in the construction costs. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: County Road 21 Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The environmental assessment for County Road 21 improvements (also known as Innisfil Beach Road) was completed in 2015 and includes the road section from County Road 27 east to the 20th Sideroad of Innisfil, a total distance of approximately 12 kilometres. The road will be reconstructed to a wider four lane cross section with both rural and urban sections as well as improvements to intersections including turning lanes and signal upgrades at intersections with County Road 53 (5th Sideroad), County Road 54 (10th Sideroad) already complete, County Road 4 and the 20th Sideroad. The 2020 budget includes property purchase for Phase 1, utility relocations at the intersection with 20th Sideroad, site preparation at the intersection with County Road 53, reconstruction of the intersection with County Road 4, and Phase 1. County Road 21 will be divided into four construction phases.

Impact of not proceeding County Road 21 is a Class 1 road and forms a major east-west link in the Town of Innisfil to the 400 Highway. This road project has been identified in the Transportation Master Plan as part of the overall transportation improvements required in the area. Capacity concerns already exist and further delay of this project will have a negative impact on future congestion. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 62,650 24,992 7,968 6,935 22,755Capital Expense 73,721 28,513 9,550 8,138 27,520Net Capital (11,071) (3,522) (1,582) (1,203) (4,765)Net Expenditure (11,071) (3,522) (1,582) (1,203) (4,765)




Description and justification for expenditure The environmental assessment for County Road 22 improvements (also known as Horseshoe Valley Road) is complete. This project includes the section of road through the Horseshoe Valley Resort area from the 3rd Line of Oro-Medonte through to the 4th Line, a total distance of 3.2 kilometres. Alternative design improvements will include intersection upgrades at the 3rd, 4th, and resort entrance intersections, additional hill climbing lanes for the steep profiles of both the east and west hills, roadside protection upgrades, additional paved shoulders and drainage improvements. This project will continue in 2020 with detail design, property purchase, site preparation and utility relocation for construction to begin in 2020 and will be phased over three years to complete the project.

Impact of not proceeding Population growth in the area will continue to put pressure on the roadway as traffic increases and safety improvements through this section are required to improve overall performance. Upgrades to roadside protection, drainage features and intersection improvements are needed to comply with today’s standards. Improvements to this road section will also positively impact road maintenance operations as this road section is difficult to maintain, especially through the winter months. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 19,106 2,698 2,612 6,762 7,035Capital Expense 21,134 3,074 3,098 7,283 7,680Net Capital (2,028) (376) (486) (521) (645)Net Expenditure (2,028) (376) (486) (521) (645)




Description and justification for expenditure This project includes the section of County Road 27, from County Road 21 (Innisfil Beach Road) to County Road 90, a total distance of approximately 9.7 kilometres. Alternative design improvements will include widening to a four lane cross section including a paved median, horizontal and vertical alignment adjustments, addition of auxiliary lanes and illumination upgrades at sideroad intersections, roadside protection upgrades, addition of paved shoulders and drainage improvements. The budget item for 2020 is the continuation of the environmental assessment for this project. The project will continue through to 2023 with the completion of the environmental assessment as well as potential property purchase and the detail design. The site preparation and utility relocations are planned to be completed in 2024 through to 2026. The construction portion of County Road 27 from County Road 21 to Barrie is forecast to begin in 2026 and be completed over four construction seasons.

Impact of not proceeding County Road 27 is a primary arterial road and forms a north-south link from Innisfil to the City of Barrie. This road project has been identified in the Transportation Master Plan as part of the overall transportation improvements required in the area. Capacity concerns already exist and further delay of this project will have a negative impact on future congestion. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 50,955 635 91 555 49,675Capital Expense 56,658 700 100 612 55,246Net Capital (5,703) (65) (9) (57) (5,572)Net Expenditure (5,703) (65) (9) (57) (5,572)




Description and justification for expenditure The environmental assessment for County Road 4 was completed in 2012 and includes the road section from the north limits of the Town of Bradford, north to the intersection with County Road 89, a distance of approximately 10 kilometres. Recommended improvements include widening to a four lane cross section including a paved median, horizontal and vertical alignment adjustments, addition of auxiliary lanes and illumination upgrades at sideroad intersections and roadside protection. This project will also include an off road trail. The budget item for 2020 will complete the design and continue with property purchase for this three-phase project, which will include site preparation and utility relocation in 2020 and 2021 for road construction to begin in 2021 and will be completed in 2024-year timeframe. The environmental assessment for County Road 4 from County Road 89 to Barrie is scheduled to begin in 2020 with construction happening between 2028 and 2031.

Impact of not proceeding County Road 4 is a Class 1 road and forms a major north-south link from Barrie to Bradford in the southeast portion of the County. This road project has been identified in the Transportation Master Plan as part of the overall transportation improvements required in the area. Capacity concerns already exist and further delay of this project will have a negative impact on future congestion. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 146,315 7,583 3,918 13,606 121,208Capital Expense 160,992 8,453 4,191 15,876 132,472Net Capital (14,677) (870) (273) (2,269) (11,264)Net Expenditure (14,677) (870) (273) (2,269) (11,264)




Description and justification for expenditure This project includes the section of County Road 53 (5th Sideroad), from County Road 21 (Innisfil Beach Road) to the City of Barrie limit, a total distance of approximately 2.0 kilometres. Alternative design improvements will include widening to a four lane cross section including a paved median, horizontal and vertical alignment adjustments, addition of auxiliary lanes and illumination upgrades at sideroad intersections, roadside protection upgrades, addition of paved shoulders and drainage improvements. The budget item for 2020 will continue the environmental assessment for this project. The project will continue through to 2022 with the completion of the environmental assessment as well as potential property purchase and the detail design. The site preparation and utility relocations are planned to be completed in 2023 and 2024. The construction portion of County Road 53 from County Road 21 to Barrie is forecast to begin 2025 and be completed over two construction seasons.

Impact of not proceeding County Road 53 is a secondary arterial road and forms a north-south link from Innisfil to the City of Barrie annexed intensification lands. This road project has been identified in the Transportation Master Plan as part of the overall transportation improvements required in the area. Capacity concerns already exist and further delay of this project will have a negative impact on future congestion. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: CR 10 - Mitchell Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Mitchell Bridge (010129) is located on County Road 10, 3.0 km north of 8th Line (County Road 1), in the Town of New Tecumseth. The Bridge was constructed circa 1962. This cast-in-place concrete rigid frame bridge carries two lanes of vehicular traffic across the Bailey Creek with a total crossing length of 16.4 m and a maximum clearance of 6.2 m. The deck has a travel width of 9.2 m and an overall width of 11 m. The environmental assessment will continue in 2020 for rehabilitation and replacement alternatives. The design and approval work will be completed in 2022 with construction to be completed in 2023.



2020Budget

2021Plan 2022 +




Expenditure Title: CR 10 - Thompson Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Thompson Culvert (010122) is located on County Road 10, 2.3 km north of 8th Line (County Road 1), in the Town of New Tecumseth. The culvert was constructed circa 1953. This cast-in-place box culvert carries two lanes of vehicular traffic across the Bailey Creek Tributary with a total crossing length of 7.4 m and a maximum clearance of 2.3 m. The culvert length is 18.5 m. The design and approval work are on schedule and will be complete by the end of 2019. Construction to be completed in 2020.



2020Budget

2021Plan 2022 +

Capital Revenue 592 64 528 0 0Capital Expense 1,184 128 1,056 0 0Net Capital (592) (64) (528) 0 0Net Expenditure (592) (64) (528) 0 0



Expenditure Title: County Road 21/56 - Intersection Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The intersection of County Road 21 with County Road 56 is located in the Township of Essa, east of Baxter. It is currently a four-way intersection with two-way stop control resulting in County Road 21 being the through road. As part of our regular traffic monitoring in 2016, the total traffic volume is approaching the need for upgrades including signalization and the potential justification for additional turning lanes. This project underwent an assessment of existing and future traffic conditions for a recommendation on future intersection configuration. The preferred option includes construction of a roundabout at this intersection. The budget item for 2020 will complete the site preparation for utility relocations and road construction to begin in 2021.

Impact of not proceeding It is recommended to continue the design and site preparation in 2020 to identify the requirements and prepare for the intersection reconfiguration and reconstruction. Delay may risk additional traffic congestion and delays during peak periods. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 4,221 390 220 3,611 0Net Capital (4,221) (390) (220) (3,611) 0Net Expenditure (4,221) (390) (220) (3,611) 0



Expenditure Title: CR 22 ERRC Intersection Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure This project includes the design and construction of the required intersection improvements for the Environmental Resource Recovery Centre (ERRC) as identified in the traffic impact study completed in 2017. The facility is to be located at 2976 County Road 22 (Horseshoe Valley Road) with improvements to include an eastbound left turn lane, westbound right turn lane and speed change lane as well as preliminary work for potential future signals. It is planned to confirm any study requirements in 2019, begin the detail design for planned construction in 2020, pending all necessary approvals for the facility are in place.

Impact of not proceeding Not proceeding with this project may result in delays to commissioning of the facility as all required intersection improvements will need to be in place as a condition of approval. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 930 186 744 0 0Capital Expense 1,000 200 800 0 0Net Capital (70) (14) (56) 0 0Net Expenditure (70) (14) (56) 0 0



Expenditure Title: County Road 27 at 5th Line BWG - Intersection Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The intersection of County Road 27 with the 5th line is located in the Town of Bradford West Gwillimbury south of the village of Bond Head. This project is a result of the new interchange currently that provides access to Highway 400 from the 5th Line. It is expected that traffic will increase on the 5th line which will provide motorists another alternative to access the 400 Highway. This project will include a minor profile adjustment for County Road 27 to improve sightlines, additional turning lanes in all directions as well as signals. Land acquisitions and site preparation will be completed in the fall of 2019 with utility relocations to follow. The intersection reconstruction will be completed in 2020.

Impact of not proceeding Additional delays to this project will result in significant traffic safety concerns as the current intersection configuration would not support the additional traffic demand expected. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 7,673 5,192 2,482 0 0Capital Expense 8,403 5,760 2,643 0 0Net Capital (729) (568) (161) 0 0Net Expenditure (729) (568) (161) 0 0



Expenditure Title: CR 44 - Concession 13, Lot 28 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Concession 13, Lot 28 Culvert (044032) is located on Rama Road (County Road 44), 3.2 km North of Highway 12, in the Township of Ramara. The culvert was constructed circa 1970. The corrugated steel pipe (CSP) culvert supports two lanes of vehicular traffic across the unnamed creek with a total crossing length of 3 m and a maximum clearance of 2.2 m. The culvert length is 25 m. The replacement structure will be a 3 m span by 2.4 m rise precast concrete box culvert. The design and approval work are on schedule to be complete by the end of 2019. Construction will be completed in 2020 utilizing an onsite temporary two-lane detour roadway adjacent to the existing culvert.



2020Budget

2021Plan 2022 +

Capital Revenue 645 645 0 0 0Capital Expense 1,744 1,392 352 0 0Net Capital (1,099) (747) (352) 0 0Net Expenditure (1,099) (747) (352) 0 0



Expenditure Title: County Road 53 and Seadon / Carson Intersection Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The intersection of County Road 53 with Seadon/Carson Road is located in the Township of Springwater, north east of Centre Vespra. It is currently a four way intersection with two-way stop control resulting in County Road 53 being the through road. As part of our regular traffic monitoring in 2016, the total traffic volume is approaching the need for upgrades including signalization and the potential justification for additional turning lanes. This project underwent an assessment of existing and future traffic conditions for a recommendation on future intersection configuration. The preferred option includes construction of a roundabout at this intersection. The budget item for 2020 includes the design and property purchase and site preparation. Utility relocations will be completed in 2021 and road construction to begin in 2022.

Impact of not proceeding It is recommended to continue the design in 2020 to identify the requirements and prepare for the intersection reconfiguration and reconstruction. Delay may risk additional traffic congestion and delays during peak periods. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: CR 56 - Concession 6/7, Lot 24 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Concession 6/7, Lot 24 Culvert (056141) is located on County Road 56, 5.1 km North of County Rd. 21, in the Township of Essa. The culvert was constructed circa 1950. The cast-in-place concrete open footing culvert supports two lanes of vehicular traffic across the Nottawasaga River tributary with a total crossing length of 6.8 m and a maximum clearance of 1.8 m. The culvert length is 10.4 m. The replacement structure will be a 13.1 m span precast concrete rigid frame bridge. The design and approval work are on schedule to be completed by the end of 2019. Construction will be completed in 2020 utilizing a temporary road closure at the culvert and a detour route around the construction site.



2020Budget

2021Plan 2022 +

Capital Expense 2,650 450 2,200 0 0Net Capital (2,650) (450) (2,200) 0 0Net Expenditure (2,650) (450) (2,200) 0 0



Expenditure Title: County Road 88 / 5th Sideroad, BWG - Intersection Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The intersection of County Road 88 with the 5th Sideroad is located in the Town of Bradford West Gwillimbury, east of the Highway 400 interchange. It is expected that traffic will increase on County Road 88 and the 5th Sideroad due to the major development in the area (development on the east and west sides of the Hwy 400, from Line 5 to Line 9, and the Bond Head development to the west). The environmental assessment was completed in September, 2014. The intersection improvements include the widening of County Road 88 and the 5th Sideroad to accommodate two through lanes in each direction on County Road 88 and one through lane in each direction on 5th Sideroad, dedicated left and right turn lanes, profile corrections on the 5th Sideroad approaches, pavement resurfacing, drainage upgrades, and replacement of the existing temporary traffic signals with permanent traffic signals complete with partial illumination. Property purchase, site preparation and utility relocation will continue in 2020 for intersection reconstruction in 2021.

Impact of not proceeding Additional delays to this project will result in significant traffic safety concerns as the current intersection configuration would not support the additional traffic demand expected. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 6,283 1,104 345 4,834 0Capital Expense 6,837 1,286 370 5,181 0Net Capital (554) (182) (25) (347) 0Net Expenditure (554) (182) (25) (347) 0



Expenditure Title: County Road 9 West, Slope Stabilization Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure This project includes various road sections along County Road 9 West, in Clearview Township. The storm water runoff in general has caused erosion of the side slopes and is undermining the road shoulders. Temporary solutions have been installed. This project involves an engineering assessment. A recommended permanent solution will be constructed in 2021 and 2022.

Impact of not proceeding Further delay to this project will continue to exhaust maintenance resources as well as threaten the integrity of the road as the side slopes continue to erode. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 2,466 0 200 1,122 1,144Net Capital (2,466) 0 (200) (1,122) (1,144)Net Expenditure (2,466) 0 (200) (1,122) (1,144)



Expenditure Title: County Road 93 - Balm Beach - Penetanguishene Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure This project includes detail design in 2019 and 2020, utility relocations and phased construction in 2019, 2020 and 2021 resulting from the County Road 93 complete street study. As identified in the Transportation Master Plan, the County Road 93 Complete Street Environmental Assessment was completed in September, 2017. This project is a joint effort between the County and the Towns of Midland and Penetanguishene. Recommendations from the study included paved shoulders and off road trails along County Road 93 from Hwy 12 north through Midland to the Town of Penetanguishene Limit. Part of the study also included the assessment of the intersection operations and improvements at County Road 93 and Vinden/Golf Link Rd.

Impact of not proceeding Not proceeding with this project would result in continued lack of modal choice for transportation options in the area, no option for pedestrian activity within the urban section of Midland or connection with other emerging active transportation facilities between Midland and Penetanguishene. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 5,634 1,950 3,683 0 0Capital Expense 10,326 2,270 7,058 999 0Net Capital (4,693) (320) (3,375) (999) 0Net Expenditure (4,693) (320) (3,375) (999) 0



Expenditure Title: Holland River Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Holland River Bridge (027030) is located on County Road 27, 0.31 km north of Davis Drive (Highway 9), in the Town of New Tecumseth. The bridge was constructed circa 1966 and rehabilitated in 1985 and 2003. The 2003 minor rehabilitation consisted of a patch, waterproof and asphalt paving of the bridge deck, replacement of the expansion joints and parapet wall replacement. This concrete slab on pre-stressed I-girder bridge carries two lanes of vehicular traffic across the Holland River with a total crossing length of 67.1 m. The deck has a travel width of 9.4 m and an overall width of 11.1 m. The bridge replacement design is complete and construction will commence in 2019. A new two lane bridge will be constructed adjacent to the existing bridge in order to maintain traffic during construction. The existing bridge will be closed to traffic following the opening of the new bridge. Construction will be completed over two seasons.



2020Budget

2021Plan 2022 +

Capital Revenue 3,328 2,953 375 0 0Capital Expense 6,656 5,906 750 0 0Net Capital (3,328) (2,953) (375) 0 0Net Expenditure (3,328) (2,953) (375) 0 0



Expenditure Title: McArthur Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The McArthur Culvert (009105) is located on County Road 9, 1.0 km East of County Road 42, in the Township of Clearview. The bridge was constructed circa 1959. This cast-in-place concrete box culvert carries two lanes of vehicular traffic across the Coates Creek with a total crossing length of 7.5 m and a maximum clearance of 2.8 m. The culvert length is 25.4 m. The rehabilitation design and approval work will be completed in 2019 with construction to commence in 2020.



2020Budget

2021Plan 2022 +

Capital Revenue 443 0 443 0 0Capital Expense 953 100 853 0 0Net Capital (510) (100) (410) 0 0Net Expenditure (510) (100) (410) 0 0



Expenditure Title: Nottawasaga Mono Adjala Townline Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Nottawasaga Mono Adjala Townline Bridge (000195) is a boundary bridge shared between the County of Simcoe and Dufferin County. The bridge is located on Mono Adjala Townline Road, 0.2 km north of County Road 1, in the Township of Adjala-Tosorontio. The bridge was constructed circa 1975. This slab on monolithic girders bridge carries two lanes of vehicular traffic across the Nottawasaga River in one continuous span with a total crossing length of 23.2 m and a maximum clearance of 3.7 m. The deck has a travel width of 8.05 m and an overall width of 9.9 m. The environmental assessment and design will continue in 2020 and be led by the County of Simcoe and involve Dufferin County in all key decisions. The County of Simcoe is responsible for fifty percent of the capital costs. The design and approval work will begin in 2020 with construction to be completed in 2024.



2020Budget

2021Plan 2022 +

Capital Expense 1,865 50 61 0 1,754Net Capital (1,865) (50) (61) 0 (1,754)Net Expenditure (1,865) (50) (61) 0 (1,754)



Expenditure Title: Old Fort Overhead Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Old Fort Overhead Bridge (058086) is located on County Road 58, 0.3 km south of Highway 12, in Tay Township. The Bridge was constructed circa 1970. This slab on box girder bridge carries two lanes of vehicular traffic across a pedestrian trail (previously a railway corridor) in three continuous spans with a total crossing length of 40.4 m and a maximum clearance of 7.3 m. The deck has a travel width of 8.2 m and an overall width of 9.9 m. The environmental assessment will continue in 2020 for rehabilitation and replacement alternatives. The design, approval work and construction are to be completed in 2021.



2020Budget

2021Plan 2022 +

Capital Expense 2,293 81 70 2,142 0Net Capital (2,293) (81) (70) (2,142) 0Net Expenditure (2,293) (81) (70) (2,142) 0



Expenditure Title: Pick-up Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement, Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this pick-up truck is recommended based on the County's Asset Management Plan. This vehicle is classified as medium risk, classifying it as "consider for replacement", due to its age, odometer readings, repair and maintenance cost. Due to this vehicle’s overall condition, this vehicle is projected to encounter increased risk of having unplanned repairs and maintenance becoming unreliable which will adversely effect the provision of services.

Impact of not proceeding If this vehicle is not purchased in 2020, the cyclical process of replacing vehicles will require increased purchases in 2021 and will result in a decline in vehicle reliability while increasing repair and maintenance costs. This vehicle will be disposed at public auction and is expected to sell for $4K. The replacement vehicle will have improved fuel consumption which will lower the operational cost and contribute to the reduction of the County's carbon footprint. Budget Category


2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




726-11 2011 323763 19844 6







17.6 13.8 52.4*Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment.



Expenditure Title: Singhampton Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Singhampton Bridge (124092) is a boundary bridge shared between the County of Simcoe and Grey County. The Bridge is located on County Road 124, 50 m south of River Street, in Singhampton, in the Township of Clearview. The Bridge was constructed circa 1956 and rehabilitated in 1998 and 2011. This cast-in-place rigid frame bridge carries two lanes of vehicular traffic across the Mad River with a total crossing length of 17 m and a maximum clearance of 3.5 m. The deck has a travel width of 10.4 m and an overall width of 14.3 m. The detailed deck condition survey and design will be led by the County of Simcoe and will involve Grey County in all key decisions. The County of Simcoe is responsible for fifty percent of the capital costs. Construction will commence in 2020.



2020Budget

2021Plan 2022 +

Capital Expense 490 50 440 0 0Net Capital (490) (50) (440) 0 0Net Expenditure (490) (50) (440) 0 0



Expenditure Title: Sturgeon River Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Sturgeon River Bridge (023048) is located on Vasey Road (County Road 23), 0.7 km east of Gervais Road, in Tay Township. The Bridge was constructed circa 1970 and rehabilitated in 2005. This slab on I-girder bridge carries two lanes of vehicular traffic across the Sturgeon River with a total crossing length of 26 m and a maximum clearance of 5.6 m. The deck has a travel width of 9.4 m and an overall width of 11.1 m. The environmental assessment will continue in 2020 for rehabilitation and replacement alternatives. The design and approval work will be completed in 2020 with construction to be completed in 2021.



2020Budget

2021Plan 2022 +

Capital Expense 984 65 66 853 0Net Capital (984) (65) (66) (853) 0Net Expenditure (984) (65) (66) (853) 0



Expenditure Title: Tioga Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Tioga Bridge (013101) is located on County Road 13, 0.5 km south of Tosorontio Sideroad 17, in the Township of Adjala-Tosorontio. The Bridge was constructed circa 1968. This slab on I girder bridge carries two lanes of vehicular traffic across the Pine River in three non-continuous spans with a total crossing length of 56 m and a maximum clearance of 10.1 m. The deck has a travel width of 9.3 m and an overall width of 11.1 m. The environmental assessment and preliminary design were completed in 2014. The recommendation from the preliminary design was to replace the Bridge in 10 years. The Bridge replacement was scheduled to occur in 2024, however, the progressive deterioration of the exposed concrete deck has necessitated repairs to be undertaken in 2018 and 2019. The bridge superstructure replacement has been advanced in the schedule to 2020.



2020Budget

2021Plan 2022 +




Expenditure Title: Vigo Bridge Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The Vigo Bridge (000211) is located on Flos Road 4 West, 1.2 km west of Vigo Road, in the Township of Springwater. The bridge was constructed circa 1911 and rehabilitated in 1980. This single span steel through truss bridge carries one lane of vehicular traffic across the Nottawasaga River. The bridge has a total crossing length of 45.2 m and a maximum clearance of 7.5 m. The deck has a travel width of 4.6 m and an overall width of 4.9 m. A load restriction has been imposed on this bridge. Flos Road 4 West is currently under the jurisdiction of the Township of Springwater. Flos Road 4 West has been identified in the County’s 2014 Transportation Master Plan (TMP) update for uploading to the County. The environmental assessment was completed in 2013. The new bridge construction commenced in September 2018. The new bridge will be open to traffic in the fall of 2019 with surface course asphalt placement occurring in 2020 to allow for any settlement in the approach roadway embankments.

Impact of not proceeding The structure will continue to deteriorate, leading to structure failure and closure of Flos Road 4 West, until the structure is replaced. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 4,708 4,396 313 0 0Capital Expense 9,526 8,901 625 0 0Net Capital (4,818) (4,506) (313) 0 0Net Expenditure (4,818) (4,506) (313) 0 0



Expenditure Title: Townline Bridge over Walkers Creek Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Townline Bridge over Walkers Creek (000345) is a boundary bridge shared between the County of Simcoe and Dufferin County. The bridge is located on boundary road, Mulmur Tosorontio Townline Road, 0.3 km south of Mulmur Nottawasaga Townline Road, in the Townships of Adjala-Tosorontio and Mulmur. The bridge was constructed circa 1940. This concrete slab on T-girders bridge carries two lanes of vehicular traffic across Walkers Creek in one continuous span with a total crossing length of 13.4 m and a maximum clearance of 2.4 m. The deck has a travel width of 6.3 m and an overall width of 7.1 m. The environmental assessment and design will continue in 2020 and be led by the County of Simcoe and will involve Dufferin County in all key decisions. The County of Simcoe is responsible for fifty percent of the capital costs. The design and approval work will be completed in 2021 with land acquisitions in 2020, a site preparation contract in 2021 for utility relocations to occur and construction in 2025.

Impact of not proceeding The structure will continue to deteriorate, leading to structure failure and closure of Mulmur Tosorontio Townline Road, until the structure is replaced. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Wilcox Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Wilcox Bridge (001021) is located on County Road 1, 2 km west of County Road 27, in the Town of New Tecumseth. The Bridge was constructed circa 1960. This cast-in-place concrete rigid frame bridge carries two lanes of vehicular traffic across the Pennville Creek with a total crossing length of 13.7 m and a maximum clearance of 5.4 m. The deck has a travel width of 9.3 m and an overall width of 10.4 m. The environmental assessment will continue in 2020 for rehabilitation and replacement alternatives. The design and approval work will be completed in 2022 with construction to be completed in 2023.



2020Budget

2021Plan 2022 +

Capital Expense 916 85 86 0 745Net Capital (916) (85) (86) 0 (745)Net Expenditure (916) (85) (86) 0 (745)



Expenditure Title: Willow Creek Structures Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure There are four structures located on County Road 28, between 1.2 km and 2.3 km north of County Road 43, in the Township of Springwater. These structures were originally constructed circa 1950 and widened in 2005. The four structures include three bridges; cast-in-place concrete slab on T-beams or box beams and one open footing box culvert. All four structures carry two lanes of vehicular traffic across various channels of the Willow Creek. The environmental assessments will continue in 2020 for rehabilitation and replacement alternatives of each structure. The design and approval work will be completed in 2022 with construction to be completed in 2023.

Impact of not proceeding The original portion of the structures will continue to deteriorate, leading to an increase in the scope of rehabilitative works required and an increase in the construction costs. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 7,390 271 276 0 6,843Net Capital (7,390) (271) (276) 0 (6,843)Net Expenditure (7,390) (271) (276) 0 (6,843)


Transportation and Engineering - Maintenance


Transportation and Engineering - Maintenance Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange




User Fees 174 192 212 212 219 7 3.4 7 3.4Miscellaneous Income 326 467 384 384 384 0 0.0 0 0.0Transfer from Reserve 0 0 0 0 0 0 0.0 0 0.0Total Revenues 500 660 595 595 603 7 1.2 7 1.2Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 6,009 6,064 6,195 6,195 6,377 182 2.9 182 2.9Administration 2,306 2,366 2,019 2,024 2,074 50 2.5 55 2.7Facilities 1,089 1,186 1,217 1,222 1,259 37 3.0 42 3.4Cost of Service Delivery 4,444 4,257 4,916 4,952 4,848 (104) (2.1) (69) (1.4)Transfer to Reserve 0 200 0 0 0 0 0.0 0 0.0


2

Capital

Capital Revenue 530 17 444 444 0 (444) (100.0) (444) (100.0)Capital Expenses 2,005 2,261 6,189 6,189 2,922 (3,267) (52.8) (3,267) (52.8)Net Capital (1,475) (2,244) (5,745) (5,745) (2,922) 2,823 (49.1) 2,823 (49.1)



Transportation and Engineering - Maintenance 2020 Budget vs. 2019 Budget Change

The 2020 Transportation and Engineering - Maintenance budget includes a net department requirement (total operating and capital) of $16.9M, compared to $19.5M in 2019, a decrease of $2.6M.

Operating The Transportation and Engineering - Maintenance operating budget includes a total operating balance of $14.0M, compared to $13.8M in 2019, an increase of $203K. User Fees are to increase by $7K. Licenses and permit revenues generated through by-law activities increased based on historical actuals. Miscellaneous Income is the same as in 2019. Salaries and Benefits are anticipated to increase by $182K. Changes to the roads maintenance patrol program require 1.0 FTE (2 seasonal patrollers) to be added to the staff complement which is offset by a reduction of 1.0 FTE of a Roads Foreperson. Excluding this change, salaries would have increased by $241K (3.9%) including collective agreement changes, and regular salary and benefit increases.

Administration costs are expected to increase by $55K. This is mainly comprised of $45K in insurance and vehicle licenses as well as a $5K increase required for hosting the Roads Supervisor Trade Show. Facilities costs are projected to increase by $42K. Costs for contracted services of sweeping, culvert flushing, catch basin cleaning and other maintenance activities are anticipated to increase by $24K. As well, building maintenance has increased by $13K based on historical actuals. Cost of Service Delivery is planned to decrease by $69K. Program supplies and materials have decreased by $92K as a result of efficiencies realized throughout the implementation of an improved salt management program. This has been offset by an increase of $19K in vehicle maintenance costs and $5K for lab fees based on historical actuals.



Transportation and Engineering - Maintenance 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Transportation and Engineering - Maintenance includes a net department requirement (total operating and capital) of $16.9M, compared to $19.5M in the 2019 forecast, a decrease of $2.7M.

Operating The Transportation and Engineering - Maintenance operating budget includes a total operating balance of $14.0M, compared to $13.8M in the 2019 forecast, an increase of $158K. User Fees are to increase by $7K. Licenses and permit revenues generated through by-law activities increased based on historical actuals. Miscellaneous Income is the same as in 2019. Salaries and Benefits are anticipated to increase by $182K. Changes to the roads maintenance patrol program require 1.0 FTE (2 seasonal patrollers) to be added to the staff complement which is offset by a reduction of 1.0 FTE of a Roads Foreperson. Excluding this change, salaries would have increased by $241K (3.9%) including collective agreement changes, and regular salary and benefit increases.

Administration costs are expected to increase by $50K. This increase is mainly comprised of $45K in insurance and vehicle licenses as well as a $5K increase required for hosting the Roads Supervisor Trade Show. Facilities costs are projected to increase by $37K. Costs for contracted services of sweeping, culvert flushing, catch basin cleaning and other maintenance activities are anticipated to increase by $24K. As well, building maintenance has increased by $13K based on historical actuals. Cost of Service Delivery is planned to decrease by $104K. Harsh conditions in the latter half of the 2018-2019 winter season resulted in an increase of $35K in diesel costs. This is not being anticipated in the 2020 season. In addition, program supplies and materials have decreased by $92K as a result of efficiencies realized throughout the implementation of an improved salt management program. This has been offset by an increase of $19K in vehicle maintenance costs and $5K for lab fees based on historical actuals.



Transportation and Engineering - Maintenance Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

RDS - 1 Ton Truck 70 70 0 0 0 0 0 0 70RDS - 1 Ton Truck Replacement 70 70 0 0 0 0 0 0 70RDS - 2020 Traffic Signal Improvements 200 200 0 0 0 0 0 0 200RDS - Loader Replacement 220 220 0 0 0 0 0 0 220RDS - Midhurst Garage Equipment Shed 700 700 0 0 0 0 0 0 700RDS - Orr Lake Garage Dome Upgrade 120 120 0 0 0 0 0 0 120RDS - Plow Truck Replacement 1,122 1,122 0 0 0 0 0 0 1,122RDS - Ramara Garage Components 420 420 0 0 0 0 0 0 420Total Capital 2,922 2,922 0 0 0 0 0 0 2,922


Transportation and Engineering - Maintenance Staffing

Expenditure Title: RDS-Staffing 1-FTE (2 Seasonal Staff) Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure Patrollers are required to monitor the weather and road conditions on a continual basis and determine the resources to be deployed. With direction from the Roads Foreperson, patrollers are required to make crucial decisions in regards to winter maintenance. Foreperson are the main patrollers in all five districts Monday to Friday 07:00-15:30. The Foreperson spends the bulk of their day performing patrol, taking time away from supervising staff and administering their business unit. The seasonal staff support the remaining hours not covered by the Foreperson during the week. The seasonal patrollers work every weekend for the duration of the winter and will have periods of seven straight night shifts. With the addition of 1 FTE in 2020 and 1 FTE in 2021, scheduling of the patrollers will be improved. Additionally, the staff addition will allow us to utilize these employees outside their scheduled shifts when required.

Impact of not proceeding High turnover in our patrol staff results in inexperienced staff making crucial decisions, although we can create guidelines to help in the decision making process it takes experience to effectively apply those guidelines with any consistency. Without the additional staff the Roads Foreperson will not be able to properly administer their business unit, during the winter months training, performance monitoring, staff development will all remain extremely difficult. Budget




Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)

Expenditure Title: 1 Ton Truck Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure Transportation and Engineering department is recommending an additional one ton truck. When this vehicle type is out of service, there are no other units available for its replacement. When a vehicle is required to be moved to a County vehicle repair and maintenance facility, two staff and two vehicles are required to facilitate this process. With the addition of this one ton truck, which will be shared between the Beeton and Creemore Districts, continuity of service will not be impacted when either of their allocated one ton trucks are disabled. Having this vehicle will facilitate one driver switching vehicles at the repair and maintenance facility. This additional vehicle will also provide a resource to better meet peak demands, such as three staff conducting cold patching and three staff conducting shoulder washouts on roads.

Impact of not proceeding If this vehicle is not purchased, the effectiveness and efficiency of our operations will be adversely affected. Scheduling difficulties will arise for work that requires this type of vehicle impacting our ability to meet minimum maintenance standards. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: 1 Ton Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement, Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this one ton truck is recommended based on the County's Asset Management Plan. The one ton truck is classified as medium risk, classifying it as "consider for replacement", due to its age, odometer readings, repair and maintenance cost. Due to this vehicles overall condition, this vehicle is projected to encounter increased risk of having unplanned repairs and maintenance becoming unreliable which will adversely effect the provision of services.



2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




719-12 2012 383662 16588 8









Transportation and Engineering - Maintenance Operating & TCA

Expenditure Title: Traffic Signalization Improvements Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure This project includes upgrades to County intersections controlled by traffic signals adjacent to the MTO Highway 400 corridor. Many parallel County roads are used as emergency detour routes (EDR) when Highway 400 is closed for longer durations. This project would include remote and video access to 11 County of Simcoe traffic signals providing the ability to better manage and adjust traffic signal timing, and assist with area congestion in the event of a long term closure of Highway 400. The benefit of remote access to traffic signals is not limited to times when the Highway 400 is closed. This technology can also be used at any time to adjust signal timing whenever the need arises. Annual maintenance costs are estimated at $8K for cellular connections and signal cabinet maintenance.

Impact of not proceeding If remote and video access is not upgraded on these key county roads there will be no improvement to either traffic delays or safety concerns on county roads during Highway 400 disruptions. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Loader Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this loader is recommended based on the County's Asset Management Plan. This loader is classified as medium risk, classifying it as "consider for replacement", due to its age, hour meter readings, repair and maintenance cost and overall condition. It is recommended that this vehicle be replaced with a compact loader with a broom attachment which will be better suited for a majority of the tasks it is required to complete while providing a more efficient means of completing duties in confined and congested areas. This vehicle is used for snow removal and power sweeping at Georgian Village parking areas and County roadway intersections and bridges. This configuration change will increase efficiency while providing a safer means of accessibility for completing required operational duties.



2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




05-55 2005 11442 119081 15










Expenditure Title: Midhurst Garage Equipment Shed Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The existing equipment shed at the Midhurst Garage is beyond repair and at its current size it is too small for the storage of equipment and supplies. There has been an increased demand on our Midhurst Garage space since the building initially opened. Both our fleet and pavement marking operations have grown substantially which has decreased useable space within the shed for winter operations. A new four bay facility will provide for the storage of the pavement marking equipment and heavy equipment that requires indoor storage when not in use while allowing adequate space for both our winter equipment and supplies.

Impact of not proceeding If this project does not proceed, heavy equipment will have to be stored outside, reducing the life of the equipment and increasing operating costs. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Orr Lake Garage Dome Upgrade Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Orr Lake dome (located at Perkinsfield) is utilized as a satellite depot for winter material for the Orr Lake garage operations and will be for the foreseeable future. The existing dome is in need of shingle replacement and a wider entrance to accommodate larger pieces of equipment. The widening of this dome would complete the material storage upgrades to all material storage domes within the County.

Impact of not proceeding Continued deterioration of the shingles will lead to more extensive and expensive repairs to the dome in the future. If the entrance width is not increased, staff will have continued difficulty safely maneuvering large equipment in and out of the dome to access winter material which also results in an increased risk of damage to the dome, equipment or both. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Plow Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of four combination plow trucks is recommended based on the County's Asset Management Plan. These combination plow trucks are classified as medium risk, classifying them as "consider for replacement" due to their age, odometer readings, repair and maintenance cost. The overall condition of these vehicles is reflective of the extreme operational conditions in which they are employed, spreading road salt and brine. These vehicles are projected to have increased risk of becoming unreliable resulting in escalated repair and maintenance costs and operational downtime which will adversely effect the provision of services.

Impact of not proceeding If these vehicles are not purchased in 2020, the cyclical process of replacing vehicles will require increased purchases in 2021 and will result in a decline in vehicle reliability while increasing repair and maintenance costs. These vehicles will be disposed at public auction and are expected to sell for $10K each. The replacement vehicles will have improved fuel consumption which will lower the operational cost and contribute to the reduction of the County's carbon footprint. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 1,122 0 1,122 0 0Net Capital (1,122) 0 (1,122) 0 0Net Expenditure (1,122) 0 (1,122) 0 0


Asset Information:

Unit # Model Year




178-08 2008 270396 189586 12

179-08 2008 227656 190353 12

181-09 2009 303544 126438 12

182-09 2009 219361 151901 12










Expenditure Title: Ramara Garage Components Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Ramara Garage Components project is made up of the following two items: Material Storage Building - The existing building is designed to accommodate a single type of material, however, winter operations now dictate the use of winter sand and salt. Currently, accepted best practice is to store salt separately from sand and as a result an additional storage building to house salt inventories is needed to properly manage our inventories of both materials to eliminate cross contamination. The cost to build the new storage building is $380K. Oil Grit Separator and Floor Drains - The garage requires replacement of the oil grit separator and the floor drains as these items have come to the end of their life cycle resulting in an increased risk of failure. Replacement is necessary to ensure these components are effectively separating oil and other materials during disposal so that these materials do not negatively impact the environment. The oil grit separator and the floor drains replacement cost is $40K.

Impact of not proceeding If a second material storage building at the Ramara garage is not constructed the result will be a loss of product and contamination of our winter materials which will result in increased costs. Failure to replace the oil grit separator and the floor drains will result in an increased risk of failure resulting in an increased risk of environmental hazards. Budget Category


2020Budget

2021Plan 2022 +



Solid Waste Management


Solid Waste Management Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange



Operating Revenues Subsidies 3,437 3,632 3,675 3,675 3,358 (317) (8.6) (317) (8.6)Service Partners 0 0 0 0 0 0 0.0 0 0.0

User Fees 5,629 5,717 5,558 5,648 5,737 88 1.6 178 3.2Miscellaneous Income 5,693 4,574 3,475 2,833 2,426 (407) (14.4) (1,049) (30.2)Transfer from Reserve 0 1,254 0 627 0 (627) (100.0) 0 0.0Total Revenues 14,759 15,178 12,708 12,783 11,521 (1,263) (9.9) (1,188) (9.3)Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 6,520 6,725 6,858 6,858 7,139 281 4.1 281 4.1Administration 1,419 1,882 1,946 1,946 1,728 (218) (11.2) (218) (11.2)Facilities 1,065 982 1,112 1,112 1,173 61 5.5 61 5.5Cost of Service Delivery 27,273 29,375 29,702 30,247 31,381 1,134 3.8 1,679 5.7Transfer to Reserve 4,227 3,861 3,700 3,700 3,700 0 0.0 0 0.0

Total Expenses 40,504 42,826 43,317 43,862 45,121 1,259 2.9 1,804 4.2Total Operating Balance (25,746) (27,648) (30,609) (31,079) (33,600) (2,521) 8.1 (2,991) 9.8

2

Capital

Capital Revenue 801 1,567 223 223 745 522 234.0 522 234.0Capital Expenses 2,651 3,357 2,968 2,968 3,727 759 25.6 759 25.6Net Capital (1,850) (1,789) (2,745) (2,745) (2,982) (237) 8.6 (237) 8.6



Solid Waste Management 2020 Budget vs. 2019 Budget Change

The 2020 Solid Waste Management budget includes a net department requirement (total operating and capital) of $36.6M, compared to $33.4M in 2019, an increase of $3.2M.

Operating The Solid Waste Management operating budget includes a total operating balance of $33.6M, compared to $30.6M in 2019, an increase of $3.0M. Subsidies are to decrease by $317K. This is the result of a reduction in Extended Producer Responsibility funding for tires, blue box materials, and waste electrical and electronic equipment items. User Fees are to increase by $178K. This is substantially due to increased revenues for commercial tipping fees, bag tag revenues, and bulky collections. These have been adjusted to reflect historical actuals. Miscellaneous Income is to decrease by $1.0M. This reflects the persistent decline in revenues for blue box program materials as a result of poor market conditions. Revenues for these items have decreased by $1.2M which has been offset by an increase of $145K in scrap metal and special collections revenues. Salaries and Benefits are anticipated to increase by $281K. This is due to collective agreement changes, salary and benefit

increases, and the addition of two 0.3 FTE Equipment Operators and 0.4 FTE Student. Without the FTE additions, salaries and benefits would have increased by $224K (3.3%). Administration costs are expected to decrease by $218K. Costs related to the Waste Management calendar are decreasing by $109K as fewer calendars will be produced and distributed as digital communication methods are increasingly implemented. This includes postage cost reductions as fewer calendars are mailed and special programs information is being bundled into fewer mailings. As well, consulting is reduced by $85K, advertising is reduced by $12K and mileage costs are decreasing further in 2020 by $9K as a result of the location change for organics processing. Facilities costs are projected to increase by $61K. Site 13 (Tosorontio) added household hazard waste disposal in early 2019. Anticipated increases to the volume of materials and costs of disposal are the primary reasons for this increase. Cost of Service Delivery is planned to increase by $1.7M. Site capping and maintenance costs are increasing by $433K mainly due to changes required to gull control, a stormwater and clay barrier at site 13 (Tosorontio), and other material management activities. In addition, recyclables collection, transfer, haulage, and processing costs will increase by $1.24M due to tonnage growth and contractual increases.


Transfer to Reserve will not change in 2020. Capital The Department's Capital budget is $3.7M. The details for each project are on the Request Form(s) included.


Solid Waste Management 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Solid Waste Management includes a net department requirement (total operating and capital) of $36.6M, compared to $33.8M in the 2019 forecast, an increase of $2.8M.

Operating The Solid Waste Management operating budget includes a total operating balance of $33.6M, compared to $31.1M in the 2019 forecast, an increase of $2.5M. Subsidies are to decrease by $317K. This is the result of a reduction in Extended Producer Responsibility funding for tires, blue box materials, and waste electrical and electronic equipment items. User Fees are to increase by $88K. This is substantially due to increased revenues for commercial tipping fees and bulky collections. These have been adjusted to reflect historical actuals. Miscellaneous Income is to decrease by $407K. A further decrease to anticipated blue box program material revenues is expected. The 2019 forecast captured a decrease in recyclables material revenue year to date, and the 2020 budget accounted for the anticipated persistent decline of the market.

Transfer from Reserve will decrease by $627K. This reserve transfer is a one-time use of reserves, approved by Council, to offset the reduced revenues received for paper fibres material and co-mingled recyclables due to poor market conditions. Salaries and Benefits are anticipated to increase by $281K. This is due to collective agreement changes, salary and benefit increases, and the addition of two 0.3 FTE Equipment Operators and 0.4 FTE Student. Without the FTE additions, salaries and benefits would have increased by $224K (3.3%). Administration costs are expected to decrease by $218K. Costs related to the Waste Management calendar are decreasing by $109K as fewer calendars will be produced and distributed as digital communication methods are increasingly implemented. This includes postage cost reductions as fewer calendars are mailed and special programs information is being bundled into fewer mailings. As well, consulting is reduced by $85K, advertising is reduced by $12K and mileage costs are decreasing further in 2020 by $9K as a result of the location change for organics processing. Facilities costs are projected to increase by $61K. Site 13 (Tosorontio) added household hazard waste disposal in early 2019. Anticipated increases to the volume of materials and costs of disposal are the primary reasons for this increase.


Cost of Service Delivery is planned to increase by $1.1M. Site capping and maintenance costs are increasing by $433K mainly due to changes required to gull control, a stormwater and clay barrier at site 13 (Tosorontio), and other material management activities. In addition, recyclables collection, transfer, haulage, and processing costs will increase by $1.24M due to tonnage growth and contractual increases, however, the 2019 forecast captured part of this increase related to recyclables haulage of $420K. This amount represents the increases from the implementation of the new contract in April until year end. In addition, unanticipated

equipment repairs increased the forecast by $178K but this increase will not be repeated in 2020. Transfer to Reserve will not change in 2020.



Solid Waste Management Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

SWM - 53' Van Trailer 39 39 0 0 0 0 0 0 39SWM - ERRC Organics Processing Facility 37,364 435 0 98 0 0 0 337 0SWM - Excavator Replacement 310 310 0 0 0 0 0 161 149SWM - Front End Truck Replacement 330 330 0 0 0 0 0 0 330SWM - Loader Replacement 376 376 0 0 0 0 0 0 376SWM - Roll Off Truck Replacement 257 257 0 0 0 0 0 0 257SWM - Site 12 Landfill Closure 1,370 1,370 0 0 0 0 0 0 1,370SWM - Site 7 Mara - Hydro Installation 150 150 0 0 0 0 0 0 150SWM - Site Improvements and Paving 260 260 0 23 0 0 0 0 237SWM - Walking Floor Trailer 200 200 0 0 0 0 0 125 75Total Capital 40,656 3,727 0 121 0 0 0 623 2,982


Solid Waste Management Staffing

Expenditure Title: 0.4 FTE Student Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure It is recommended to add a spring co-op student to the 2020 staffing compliment in the Solid Waste Management department. This position would be responsible for completing tasks that were originally associated to a position that was corporately reallocated. This new co-op position will be based out of the Administration Centre and will be responsible for assisting full-time staff with the following programs: Mobile Education Unit (MEU) set-up and promotion through

public schools and community outreach Assisting with Simcoe County Collects App (updates, and

content addition) Distribution of promotional material and curbside bins to

waste sites School programs and organics launches throughout the

community.

Impact of not proceeding If the co-op student is not hired in 2020, there will be additional overtime costs to administer the above noted programs. Budget





Expenditure Title: 0.3 FTE Equipment Operator - Grinder/Screener Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure It is recommended to replace an eight month seasonal equipment operator position with a full time position, resulting in an increase to staffing of 0.3 FTE. The full-time position forms part of a three person crew operating two grinders and one screening plant. The two grinders process wood, brush, leaf and yard waste, and shingles. The screening plant processes glass and compost at all applicable facilities. Staff have experienced a significant amount of growth in the quantities of these divertible materials requiring processing. In addition, staff have experienced many challenges when hiring the seasonal position due to the job’s short-term duration. Staff have also noted that seasonal candidates are leaving County positions to find full-time work elsewhere, extending the recruitment process well into the busy season. This staff addition would allow increased processing time, additional vacation coverage, and opportunity to use County staff on projects, where required.

Impact of not proceeding If the full-time additional Equipment Operator is not hired in 2020, there will be continuing and additional overtime costs to cover vacation and the potential need to contract out compost screening operations. In addition, due to strong market demand for equipment operators the county runs the risk of not being able to recruit and retain qualified staff for this type of seasonal position. Budget





Expenditure Title: 0.3 FTE Equipment Operator - Collingwood Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure It is recommended to replace an eight month seasonal equipment operator position with a full time position, resulting in an increase to staffing of 0.3 FTE. The full-time position forms part of the staffing compliment at the Collingwood landfill, specifically within the shredding and landfilling operation. The seasonal position provides support to the operation during the busy season, however, it is noted that the off-season is requiring the same amount of staff to ensure garbage is shred daily and sufficient landfill compaction is being completed to preserve landfill capacity for the future. In 2018/2019 the County spent over $25k on overtime and additional staffing costs during the off-season at the site as a result of being understaffed to perform the shredding/landfill operation.

Impact of not proceeding If the full-time Equipment Operator is not hired in 2020, there will be increased overtime costs to cover the position during the off-season, and the potential to cease shredding on certain days which will impact landfill capacity. In addition, due to strong market demand for equipment operators it continues to be a struggle to acquire and retain qualified staff for this type of seasonal position. Budget


Operating Expense 22Net Expenditure (22)


Solid Waste Management Tangible Capital Asset (TCA)

Expenditure Title: 53' Van Trailer Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The purchase of a 53' van trailer is recommended to replace a similar trailer that was retired from road service in late 2018. Because it was retired after the budget process was complete for 2019, a request for replacement could not be made in that budget year. This replacement 53' van trailer will return the fleet to the previous capacity that is required to accommodate the timely transfer of recyclable mattresses to market. This van trailer will be moved by one of the County highway tractors providing a flexible means of meeting the transfer requirements resulting from fluctuating volumes of material at County Waste Management Facilities.

Impact of not proceeding If this 53' van trailer is not purchased, the County will be required to contract out for this service as the current capacity of two van trailers has been determined to not adequately meet the current demand for transfer of recyclable materials to market. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: ERRC - Organics Processing Facility Strategic Direction: D - Environmental Sustainability

Description and justification for expenditure The proposed Environmental Resource Recovery Center (ERRC) is comprised of a Materials Management Facility (MMF) and an Organics Processing Facility (OPF) with future potential space for a Materials Recovery Facility. County Council adopted a County Official Plan Amendment (COPA) in June 2018 to allow development of the facility at 2976 Horseshoe Valley Road West, Springwater. The COPA has been submitted to Ministry of Municipal Affairs and Housing for their consideration. Work will continue in 2020 on additional technical studies incorporated in the County Official Plan Amendment (noting that the MMF has sufficient approved funds for a portion of this work and is not included in this request form). In 2020, funds will be allocated to the OPF component and will include: engineering studies, procurement process, business case update following procurement, and planning related costs.

Impact of not proceeding The County’s pursuit of the ERRC project, and the Organics Processing component in particular, is necessary to ensure our waste diversion program for this material is controlled by the County and will provide the necessary processing capacity to manage the significant tonnage of material developed by this program. Delay or cancellation of this project will result in continued long range shipping of these materials to limited outside processors coming at both an environmental and economic cost. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 24,138 645 435 3,015 20,043Capital Expense 37,364 1,150 435 3,015 32,764Net Capital (13,226) (505) 0 0 (12,721)Net Expenditure (13,226) (505) 0 0 (12,721)



Expenditure Title: Excavator Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. This excavator is replacing one of the loaders that was identified in the LTP for procurement in 2020. Due to landfill operational changes and the increased processing of material volumes, an excavator is requested and will be better suited to the operational requirements than a loader. The excavator will ensure better utilization of County material processing equipment and decrease downtime due to equipment repairs. In addition, the department will realize the cost avoidance of renting equipment for site maintenance and progressive landfill capping. The excavator is better suited for this operational role change and provides the ability to move material in a much more efficient and effective manner.

Impact of not proceeding If this vehicle is not purchased in 2020, the cyclical process of replacing vehicles will require increased purchases in 2021 and will result in a decline in vehicle reliability while increasing repair and maintenance costs. This loader will be disposed at public auction and is expected to sell for $30K. The replacement vehicle (excavator) will have improved fuel consumption which will lower the operational cost and contribute to the reduction of the County's carbon footprint. Budget Category


2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




05-09 2009 17447 128422 15










Expenditure Title: Front-end Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this roll-off truck is recommended based on the County's Asset Management Plan. This front-end truck is classified as medium risk, classifying it as "consider for replacement", due to its age, odometer reading, repair and maintenance cost and overall condition. When this specialized vehicle encounters unplanned breakdowns, a replacement unit must be rented from a waste collections contractor that generally has very limited available resources. The cost of an untimely rental replacement vehicle has an adverse affect on productivity while incurring additional unplanned costs. As directed by County Council, the Living and Learning Green program for County schools will continue and the truck replacement will ensure a successful continuation of the program.



2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




77-11 2011 271319 170019 10










Expenditure Title: Loader Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this loader is recommended based on the County's Asset Management Plan. This loader is classified as medium risk, classifying it as "consider for replacement", due to its age, hour meter readings, repair and maintenance cost and overall condition. This vehicle is projected to encounter increased risk of having unplanned repairs and maintenance becoming increasingly unreliable. This unit is employed at a landfill site and if a breakdown occurs, the loader must be replaced with a rental unit which is difficult to acquire, costly to rent while incurring transport cost to float the replacement unit to the required location.



2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




01-09 2009 12791 196251 15










Expenditure Title: Roll-off Truck Replacement Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this roll-off truck is recommended based on the County's Asset Management Plan. This roll-off truck is classified as medium risk, classifying it as "consider for replacement", due to its age, repair and maintenance cost, overall condition and high odometer reading which is reflective of its highway operational role. This vehicle is projected to encounter increased risk of having unplanned repairs and maintenance becoming unreliable. A rental replacement for this specialty type of vehicle configuration is difficult to acquire, resulting in disruption of service levels.



2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




54-11 2011 663329 181787 8










Expenditure Title: SWM - Site 12 Landfill Closure Strategic Direction: D - Environmental Sustainability

Description and justification for expenditure It is being recommended to remove waste from three closed landfill sites in Clearview Township, and consolidate that waste at the Sunnidale Landfill as part of the site's closure in 2020. The remediation and consolidation of waste from the three landfills is being requested due to their small size, location, composition, and limited amount of waste. The key objective of the remediation activities would be to excavate and transport all waste from the three sites to the Sunnidale Landfill as the site is being closed. The benefit of remediating these sites in this way is to negate future liabilities and remove the necessity of D-4 Studies for any future development applications within 500 m of the landfill footprints. While the major benefit to the County is avoided potential future liability associated with this project, there is the real possibility of future sale of the cleaned up sites to partially offset the cleanup costs.

Impact of not proceeding If the request is not granted, there will be no foreseeable opportunity to remove waste from the three closed landfills in the future. In addition, the County will continue to be responsible for the environmental liability of these sites and will be required to enforce the D4 study requirements for new development applications within 500 m of the sites. Budget Category


2020Budget

2021Plan 2022 +

Capital Expense 1,370 0 1,370 0 0Net Capital (1,370) 0 (1,370) 0 0Net Expenditure (1,370) 0 (1,370) 0 0



Expenditure Title: Site 7 - Hydro Installation Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure It is requested to install hydro at Site 7 - Mara Transfer Station. The site is currently being powered by two solar panels and it is noted that additional solar panels will be required to produce enough energy to meet the demands of the site for the future. It is further noted that during the winter months, the affiliated battery pack is not adequately charging due to the lack of sunlight and the site is mainly relying on secondary power from a propane generator. Installation of hydro in 2020 will allow for future modernization of the site in 2021, including: updated scale house, scales, well, and washroom facilities with running water.

Impact of not proceeding If hydro is not installed at the site, the future modernization of the site will not be feasible and staff will continue to lack the required power to operate the site year round without significant investment in the generator. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Site Improvements and Paving Strategic Direction: A - Growth Related Service Delivery

Description and justification for expenditure It is being recommended to continue improving the appearance and usability of the County's waste management facilities. Facility improvements typically consist of road and diversion pad paving and general site improvements. In 2020, this capital will be used primarily for the improvement of the main compost processing area at the Nottawasaga Landfill, which receives approximately 60% of the County's leaf and yard waste. This will ensure longevity of the compost pad, increased utilization of the area and improved material processing conditions in all seasons. In general the requested expenditure will improve the overall appearance and usability of sites for residents and employees.

Impact of not proceeding If the request is not granted, dust will continue to be of concern for some users of the County's facilities and sites will depreciate at a quicker rate. In addition, the gravel compost pads will continue to require annual repairs. Budget Category


2020Budget

2021Plan 2022 +




Expenditure Title: Walking Floor Trailer Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure The purchase of a walking floor trailer is recommended to replace the dump trailer that was approved in the 2019 budget but not purchased. The dump trailer was found to have limited operational flexibility and was previously requested as part of the transition to a new organic material processor which required the use of dump trailers for material delivery. The County was able to demonstrate to the processor that a water tight walking floor was capable of delivering material to their specifications. Additionally the walking floor provides the fleet with great operational flexibility and is able to perform transfer of more materials than the dump trailer. This walking floor trailer will be hauled by a County highway tractor providing the ability for this trailer to be moved to various landfill sites meeting fluctuations in material volumes as well as being utilized to transport drywall, garbage, wood or leaf and yard waste material in addition to organic waste as required.

Impact of not proceeding If a walking floor trailer is not purchased, the County will be required to contract out for this service at a net increase operational cost. Budget Category


2020Budget

2021Plan 2022 +



Forestry


Forestry Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange




User Fees 1,666 2,170 1,589 1,889 1,666 (224) (11.8) 76 4.8Miscellaneous Income 90 84 87 87 81 (6) (6.9) (6) (6.9)Transfer from Reserve 0 17 0 0 0 0 0.0 0 0.0Total Revenues 1,756 2,272 1,676 1,976 1,747 (230) (11.6) 70 4.2Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 757 771 696 696 729 33 4.7 33 4.7Administration 80 178 80 80 82 1 1.5 1 1.5Facilities 125 146 170 170 156 (14) (8.2) (14) (8.2)Cost of Service Delivery 251 267 260 258 244 (15) (5.7) (16) (6.3)Transfer to Reserve 720 1,088 470 862 631 (231) (26.8) 161 34.2

Total Expenses 1,932 2,449 1,676 2,066 1,840 (226) (10.9) 164 9.8Total Operating Balance (176) (177) 0 (90) (94) (4) 4.2 (94) 100.0

2

Capital

Capital Revenue 903 418 91 45 45 0 0.0 (45) (50.0)Capital Expenses 938 453 91 91 45 (45) (50.0) (45) (50.0)Net Capital (35) (35) 0 (45) 0 45 (100.0) 0 0.0

Net Department Requirement (211) (212) 0 (135) (94) 41 (30.7) (94) 100.0


Forestry 2020 Budget vs. 2019 Budget Change

The 2020 Forestry budget includes a net department requirement (total operating and capital) of $94K, compared to $0 in 2019, an increase of $94K.

Operating The Forestry operating budget includes a total operating balance of $94K, compared to $0 in 2019, an increase of $94K. This increase results from internal restructuring to integrate one By-Law position into Forestry which is not funded by the Forestry reserve. User Fees are to increase by $76K. This increase in revenue is the result of anticipated favourable market conditions for timber sales. Revenues generated that exceed forest management expenses are transferred to reserve. Miscellaneous Income is to decrease by $6K. A new Kirtland's Warbler project at the Packard Forestry Tract has been initiated. The decrease in revenue is directly related to the funding for this project versus the Museum Forestry Tract project which was in its final year in 2019. Salaries and Benefits are anticipated to increase by $33K. This is due to collective agreement changes, standard salary increases and benefit increases.

Administration costs are expected to increase by $1K. Facilities costs are projected to decrease by $14K. This change is primarily the result of a one-time purchase of a fire cache unit. Cost of Service Delivery is planned to decrease by $16K. This is mainly the result of differing requirements for the work to be completed for the Kirtland's Warbler project at the Packard Forestry Tract versus the Museum Forestry Tract project which was in its final year in 2019. Transfer to Reserve will increase by $161K. Forestry net operational costs are transferred to reserve. This increase is the combined result of increased timber revenues and decreases in various forestry management related costs.



Forestry 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Forestry includes a net department requirement (total operating and capital) of $94K, compared to $135K in the 2019 forecast, a decrease of $41K.

Operating The Forestry operating budget includes a total operating balance of $94K, compared to $90K in the 2019 forecast, an increase of $4K. This increase results from internal restructuring to integrate one By-Law position into Forestry which is not funded by the Forestry reserve. User Fees are to decrease by $224K. In 2019, the volume of timber harvested was higher than expected for 2020. Revenues generated that exceed forest management expenses are transferred to reserve. Miscellaneous Income is to decrease by $6K. A new Kirtland's Warbler project at the Packard Forestry Tract has been initiated. The decrease in revenue is directly related to the funding for this project versus the Museum Forestry Tract project which was in its final year in 2019. Salaries and Benefits are anticipated to increase by $33K. This increase includes collective agreement changes, standard salary increases and benefit increases.

Administration costs are expected to increase by $1K. Facilities costs are projected to decrease by $14K. This change is primarily the result of a one-time purchase of a fire cache unit. Cost of Service Delivery is planned to decrease by $15K. The decrease is mainly the result of differing requirements for the work to be completed for the Kirtland's Warbler project at the Packard Forestry Tract versus the Museum Forestry Tract project which was in its final year in 2019. Transfer to Reserve will decrease by $231K. Forestry net operational costs are transferred to reserve. The 2019 forecast includes increased revenue from a higher than anticipated volume of timber harvested. The 2020 planned volume of timber to be harvested will be lower than 2019 levels resulting in a decreased transfer to reserve compared to forecast.



Forestry Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

FOR - Pick-Up Truck Replacement 45 45 0 0 0 0 0 45 0Total Capital 45 45 0 0 0 0 0 45 0


Forestry Tangible Capital Asset (TCA)

Expenditure Title: Pick-up Truck Replacement Strategic Direction: D - Environmental Sustainability

Description and justification for expenditure The Procurement Fleet and Property department manages the fleet replacement plan to ensure vehicle reliability and to maximize cost effectiveness of the vehicle life cycle. Replacement of this vehicle is recommended based on the County's Asset Management Plan. This pick-up truck is classified medium risk, classifying it as 'consider for replacement". The odometer reading does not reflect the overall condition of this vehicle, as it has been used for the majority of its operational role on off-road trails in the County forest. The level of reliability will decrease the longer this vehicle is retained in service having an adverse effect on the provision of Forestry department services. The new vehicle will be converted to compressed natural gas (CNG), allowing this vehicle to operate on gasoline and CNG, as part of ongoing Green Fleet initiatives. The CNG conversion will dramatically reduce the maintenance and fuel costs while providing a three year return of investment (ROI).

Impact of not proceeding If this vehicle is not purchased in 2020, the cyclical process of replacing vehicles will require increased purchases in 2021 and will result in a decline in vehicle reliability while increasing repair and maintenance costs. This vehicle will be disposed at public auction and is expected to sell for $3K. The replacement vehicle will have improved fuel consumption which will lower operational cost and contribute to the reduction of the County's carbon footprint. Budget Category


2020Budget

2021Plan 2022 +



Asset Information:

Unit # Model Year




50-13 2013 428716 32693 6









Planning & Economic Development


Planning & Economic Development Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange




User Fees 84 66 60 60 46 (14) (23.3) (14) (23.3)Miscellaneous Income 1 0 0 0 0 0 0.0 0 0.0Transfer from Reserve 21 490 246 1,046 565 (481) (46.0) 319 129.4Total Revenues 145 647 306 1,106 611 (495) (44.8) 305 99.5Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 1,780 1,849 2,137 2,137 2,114 (22) (1.0) (22) (1.0)Administration 519 469 590 585 992 407 69.5 402 68.0Facilities 0 0 0 0 0 0 0.0 0 0.0Cost of Service Delivery 853 992 755 1,555 728 (827) (53.2) (27) (3.5)Transfer to Reserve 1,508 1,870 1,661 1,661 1,741 79 4.8 79 4.8

Total Expenses 4,659 5,180 5,144 5,938 5,576 (363) (6.1) 432 8.4Total Operating Balance (4,514) (4,533) (4,837) (4,832) (4,965) (132) 2.7 (127) 2.6

2

Capital




Planning & Economic Development 2020 Budget vs. 2019 Budget Change

The 2020 Planning & Economic Development budget includes a net department requirement (total operating and capital) of $5.0M, compared to $4.8M in 2019, an increase of $127K.

Operating The Planning & Economic Development operating budget includes a total operating balance of $5.0M, compared to $4.8M in 2019, an increase of $127K. User Fees are to decrease by $14K. This is the result of an expected decrease in the volume of local official plan updates, and a decrease in subdivision fee revenue as fewer applications for large plans are expected. As well, both Innisfil and Springwater have taken over this function for their respective areas. Transfer from Reserve will increase by $319K. Development charge revenue is increasing by $239K as a result of planned work for the Transportation Master Plan and the Municipal Comprehensive Review. In addition, there will be an increase of $80K in reserve revenue related to Economic Development for the trade mission to Japan.

Salaries and Benefits are anticipated to decrease by $22K. This is due to department staff being in a rebuilding phase which leads to lower salaries and benefit costs attributed to new employees. Administration costs are expected to increase by $402K. Consulting has increased by $495K as a result of work planned for the Municipal Comprehensive Review and the Transportation Master Plan. This increase is offset by a continued decrease in the need to outsource legal services. Cost of Service Delivery is planned to decrease by $27K. Some Economic Development events that were completed in 2019 are not being repeated. This is the result of a difference in requirements for the events being planned in 2020. Transfer to Reserve will increase by $79K. Transfer to Reserve is the Council directed contribution equal to 1% of the levy, which is $1.74M.



Planning & Economic Development 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Planning & Economic Development includes a net department requirement (total operating and capital) of $5.0M, compared to $4.8M in the 2019 forecast, an increase of $132K.

Operating The Planning & Economic Development operating budget includes a total operating balance of $5.0M, compared to $4.8M in the 2019 forecast, an increase of $132K. User Fees are to decrease by $14K. This is the result of an expected decrease in the volume of local official plan updates, and a decrease in subdivision fee revenue as fewer applications for large plans are expected. As well, both Innisfil and Springwater have taken over this function for their respective areas. Transfer from Reserve will decrease by $481K. A one-time grant funded from reserve of $800K will not be repeated in 2020 which is offset by increased development charge revenue of $239K as a result of planned work for the Transportation Master Plan and the Municipal Comprehensive Review. In addition, there will be an increase of $80K in reserve revenue related to Economic Development for the trade mission to Japan.

Salaries and Benefits are anticipated to decrease by $22K. This is due to department staff being in a rebuilding phase which leads to lower salaries and benefit costs attributed to new employees. Administration costs are expected to increase by $407K. Consulting has increased by $495K as a result of work planned for the Municipal Comprehensive Review and the Transportation Master Plan. This increase is offset by a continued decrease in the need to outsource legal services. Cost of Service Delivery is planned to decrease by $827K. A one-time grant of $800K will not be repeated. In addition, some Economic Development events that were completed in 2019 are not being repeated. The decrease is a result of a difference in requirements for the events being planned in 2020. Transfer to Reserve will increase by $79K. Transfer to Reserve is the Council directed contribution equal to 1% of the levy, which is $1.74M.



Transit


Transit Net Department Requirement ($000’s)

2017 2018 2019 2019 2020 2020B vs. 2019FChange




User Fees 0 29 197 197 493 296 150.6 296 150.6Miscellaneous Income 0 0 0 0 0 0 0.0 0 0.0Transfer from Reserve 48 0 0 0 0 0 0.0 0 0.0Total Revenues 48 29 747 1,095 1,391 296 27.1 645 86.3Operating Expenses Client Benefit 0 0 0 0 0 0 0.0 0 0.0Salaries and Benefits 0 55 262 262 299 37 14.1 37 14.1Administration 48 210 302 302 263 (39) (12.8) (39) (12.8)Facilities 0 0 0 0 0 0 0.0 0 0.0Cost of Service Delivery 0 540 2,446 2,402 4,068 1,666 69.3 1,622 66.3Transfer to Reserve 0 0 0 0 0 0 0.0 0 0.0

Total Expenses 48 804 3,009 2,966 4,630 1,664 56.1 1,620 53.8Total Operating Balance 0 (775) (2,262) (1,871) (3,238) (1,368) 73.1 (976) 43.1

2

Capital

Capital Revenue 0 719 0 0 1,402 1,402 100.0 1,402 100.0Capital Expenses 0 2,227 4,005 4,005 4,200 195 4.9 195 4.9Net Capital 0 (1,508) (4,005) (4,005) (2,798) 1,207 (30.1) 1,207 (30.1)

Net Department Requirement 0 (2,283) (6,267) (5,876) (6,037) (161) 2.7 231 (3.7)


Transit 2020 Budget vs. 2019 Budget Change

The 2020 Transit budget includes a net department requirement (total operating and capital) of $6.0M, compared to $6.3M in 2019, a decrease of $231K.

Operating The Transit operating budget includes a total operating balance of $3.2M, compared to $2.3M in 2019, an increase of $976K. Subsidies are to increase by $348K. This is attributed to an increase in Provincial Gas Tax funding. User Fees are to increase by $296K. Revenue from fares is increasing as a result of the addition of two new routes and anticipated increases to ridership for existing routes. Salaries and Benefits are anticipated to increase by $37K. Increases are expected due to the addition of 1.0 FTE Student in addition to collective agreement changes, standard salary increases, and benefit increases.

Administration costs are expected to decrease by $39K. The decrease is mainly the result of a one-time expense for office space reconfiguration not being repeated and a decrease in consulting costs. These decreases are offset by an increase of $34K for vehicle licenses and insurance as the Transit fleet expands with route additions. Cost of Service Delivery is planned to increase by $1.6M. This is primarily the result of expanded service for bus operations with the addition of two routes and contractual increases.



Transit 2020 Budget vs. 2019 Forecast Change

The 2020 budget for Transit includes a net department requirement (total operating and capital) of $6.0M, compared to $5.9M in the 2019 forecast, an increase of $161K.

Operating The Transit operating budget includes a total operating balance of $3.2M, compared to $1.9M in the 2019 forecast, an increase of $1.4M. Subsidies are the same as in 2019. User Fees are to increase by $296K. Revenue from fares is increasing as a result of the addition of two new routes and anticipated increases to ridership for existing routes. Salaries and Benefits are anticipated to increase by $37K. Increases are expected due to the addition of 1.0 FTE Student in addition to collective agreement changes, standard salary increases, and benefit increases.

Administration costs are expected to decrease by $39K. The decrease is mainly the result of a one-time expense for office space reconfiguration not being repeated and a decrease in consulting costs. These decreases are offset by an increase of $34K for vehicle licenses and insurance as the Transit fleet expands with route additions. Cost of Service Delivery is planned to increase by $1.7M. This is primarily the result of expanded service for bus operations with the addition of two routes and contractual increases.



Transit Capital Summary ($000’s)


Cost

2020Budget

Expense


Barrie

City of Orillia

Reserves

County Impact

TRN - Conventional Buses 3,890 3,890 0 0 0 0 0 1,402 2,488TRN - Specialized Buses 310 310 0 0 0 0 0 0 310Total Capital 4,200 4,200 0 0 0 0 0 1,402 2,798


Transit Staffing

Expenditure Title: 1.0 FTE Student Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure It is recommended to add one full-time Co-op Student to the staffing levels in Transit. In August of 2019, three conventional transit routes commenced, and in September 2019 specialized service along these three corridors was added. Development for two new routes is scheduled to begin late 2019. These increases, along with the overall growth of Transit, requires a full-time student to help the team meet time-sensitive projects such as route design, development and implementation. This role will actively participate in scheduling specialized transit rides and assist with the revenue collection process.

Impact of not proceeding If the full-time Co-op Student is not hired, current staff would be required to manage scheduling, and fare collection resulting in subsequent delays in scheduling specialized rides, increased customer dissatisfaction, and difficulty or delays in implementing the two new routes. Budget




Transit Tangible Capital Asset (TCA)

Expenditure Title: Conventional Buses Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure In September 2016, County Council approved the Transit Feasibility and Implementation Study and approved the short term plan. The plan includes five inter-municipal hub to hub routes. The Midland - Penetanguishene - Barrie route was implemented in August 2018 with the purchase of four transit buses. The second phase of the transit roll-out plan was implemented in August 2019 with the Collingwood - Wasaga Beach, Wasaga Beach - Stayner - Angus - Barrie, and Orillia - Oro-Medonte - Barrie routes with the purchase of seven transit buses. The third phase of the transit roll-out plan is the Penetanguishene - Midland - Tay - Severn Township - Orillia, and the Alliston - Beeton - Bradford routes. It is recommended that eight buses be purchased for the third phase roll-out. These buses, seven 24 passenger buses and one 32 passenger buses, are to be utilized on the two new routes. Two of the buses will be readied as spares to accommodate vehicle preventative maintenance and unplanned repairs. The larger passenger capacity bus will be used to accommodate higher ridership at peak times.

Impact of not proceeding If these vehicles are not purchased, the goal to follow County Council's direction and meet the requirements of the County of Simcoe Transportation Master Plan 2008 (TMP) and Update 2014, and the Ministry of Transportation Simcoe Area Multimodal Transportation Strategy (2014) to reduce automobile traffic and increase alternate modes of transportation would not be met. The expansion of the County Transit system would be restricted. Budget Category


2020Budget

2021Plan 2022 +

Capital Revenue 1,402 0 1,402 0 0Capital Expense 3,890 0 3,890 0 0Net Capital (2,488) 0 (2,488) 0 0Net Expenditure (2,488) 0 (2,488) 0 0


Transit Tangible Capital Asset (TCA)

Expenditure Title: Specialized Buses Strategic Direction: E - A Culture of Workplace and Operational Excellence

Description and justification for expenditure In September 2016, County Council approved the Transit Feasibility and Implementation Study and approved the short term plan. The plan includes five inter-municipal hub to hub routes and the provision of accessible transportation services for persons unable to use conventional fixed routes due to a disability. The specialty service was implemented in September 2018 with the purchase of two six passenger specialty vans and three additional vans in 2019. It is recommended that two additional specialty service vans be purchased for third phase of the service roll-out plan which includes the Midland to Orillia and Alliston to Bradford routes. This addition will ensure adequate availability of specialty vans to service all routes.

Impact of not proceeding The goal to follow County Council's direction and meet the requirements of the County of Simcoe Transportation Master Plan 2008 (TMP) and Update 2014, and the Ministry of Transportation Simcoe Area Multimodal Transportation Strategy (2014) to reduce automobile traffic and increase alternate modes of transportation would not be met. In addition, AODA legislation requires that municipalities provide parallel specialized transit service where there is conventional service. Budget Category


2020Budget

2021Plan 2022 +



Service Partners


Service Partners City of Barrie - Operating and Capital The City of Barrie shares costs for Lake Simcoe Regional Airport (LSRA), Health & Emergency Services, Social & Community Services divisions as well as Archives and Museum. The 2020 budgeted cost sharing contributions are outlined in the following table.

City of Barrie Operating Budget (000's) 2017 Actual

2018 Actual

2019 Budget

2019 Forecast

2020 Budget

Department $ % $ %Long Term Care and Seniors Services 885 892 905 1,062 1,131 69 6.5 225 24.9Paramedic Services 6,293 6,016 6,282 6,788 7,026 238 3.5 744 11.8Health and Emergency Services 7,178 6,908 7,188 7,849 8,157 308 3.9 969 13.5Children and Community Services 2,195 2,061 2,350 1,950 2,867 916 47.0 516 22.0Ontario Works 3,442 2,509 3,023 3,531 3,235 (297) (8.4) 212 7.0Simcoe County Housing Corporation 1,204 1,339 1,595 1,470 1,756 286 19.4 161 10.1Social Housing - Non-Profit 3,701 4,236 4,727 5,294 4,784 (510) (9.6) 57 1.2Social and Community Services 10,543 10,144 11,696 12,246 12,642 396 3.2 946 8.1Archives 46 46 47 47 48 1 2.0 1 2.0Museum 60 61 62 62 63 1 2.0 1 2.0Total Archives and Museum 106 107 109 109 111 2 2.0 2 2.0Lake Simcoe Regional Airport (LSRA) 0 0 0 0 75 75 100.0 75 100.0Total LSRA 0 0 0 0 75 75 100.0 75 100.0

Total Operating 17,826 17,159 18,993 20,204 20,985 780 3.9 1,917 10.1

Total Capital MFC Projects - Projects - MFC Payment @ 10% - 506 1,280 1,333 174 (1,159) (86.9) (1,105) (86.4) - Prior year Barrie re-payment (including Interest) - 86 1,301 1,287 2,485 1,198 93.1 1,185 91.1Total MFC payment - 592 2,580 2,620 2,659 39 1.5 79 3.1

Non MFC capital projects 3,413 2,709 970 1,138 1,298 160 14.1 328 33.8Total Capital 3,413 3,301 3,550 3,758 3,958 200 5.3 407 11.5

Total Operating and Capital 21,240 20,459 22,543 23,962 24,943 980 4.1 2,324 10.3

2020B vs 2019F Change

2020B vs 2019B Change


City of Barrie - Capital Projects 2020 - MFC Projects Budget 2020 - Capital Projects (Non MFC) BudgetDepartment and Project (000's) Department and Project (000's)LTC - Simcoe Manor Redevelopment 208 LTC - Homes & Villages Building/Equip 166Long Term Care and Senior Services 208 Long Term Care and Senior Services 166PAR - Barrie Simcoe Emergency Campus 459 PAR - Ambulance (Fleet) 51PAR - Central East Barrie Par Post 294 PAR - Ambulance (Spare ratio) 102PAR - Springwater South Post 294 PAR - Ambulance Replacement 260PAR - Wasaga Beach Station 128 PAR - CPR Equipment 19Paramedic Services 1,176 PAR - Station Site Improvements 13SCHC - Affordable Development - Orillia 256 Paramedic Services 444SCHC - Affordable Development - Tay 103 SCHC - Blake Street East 35Simcoe County Housing Corporation 359 SCHC - Blake Street West 105Total MFC Projects 1,744 SCHC - Brooks Street 9 SCHC - Gignac Drive 20MFC Summary SCHC - High Street 212020 MFC Financing SCHC - Matthew Way 144County Share - Financing @ 90% 1,569 SCHC - Miller Park Avenue 37Barrie MFC Share @ 10% 174 SCHC - Napier Street 113Total 2020 MFC Projects 1,744 SCHC - Nelson Street 11 SCHC - Oxford Street 13Prior Years Barrie Repayment with interest 2,485 SCHC - Peter Street 25 SCHC - Regent Street 24Total 2020 MFC Payment - City of Barrie 2,659 SCHC - Sophia Street 30

SCHC - St Paul Street 64SCHC - Tecumseth Street 24SCHC - Yonge Street 13Simcoe County Housing Corporation 688

Total Capital 1,298


City of Orillia - Operating and Capital The City of Orillia shares costs for Health & Emergency Services and Social & Community Services divisions. The 2020 budgeted cost sharing contributions are outlined in the following chart.

City of Orillia Operating Budget (000's) 2017 Actual

2018 Actual

2019 Budget

2019 Forecast

2020 Budget

Department $ % $ %Long Term Care and Seniors Services 923 911 958 1,123 1,091 (32) (2.9) 133 13.9Paramedic Services 1,305 1,229 1,283 1,406 1,455 49 3.5 172 13.4Health and Emergency Services 2,229 2,140 2,241 2,529 2,546 17 0.7 305 13.6Children and Community Services 508 424 496 400 584 184 46.1 88 17.8Ontario Works 1,040 756 895 1,046 1,068 22 2.1 173 19.3Simcoe County Housing Corporation 250 273 326 304 364 59 19.4 38 11.6Social Housing - Non-Profit 768 865 966 1,096 991 (106) (9.6) 25 2.6Social and Community Services 2,565 2,318 2,683 2,847 3,007 160 5.6 324 12.1

Total Operating 4,794 4,458 4,924 5,376 5,553 177 3.3 628 12.8

Total Capital MFC Projects - Projects - MFC Payment @ 10% - 103 260 276 54 (222) (80.5) (206) (79.3) - Prior year Orillia re-payment (including Interest) - 18 266 264 516 252 95.6 250 94.0Total MFC payment - 121 526 540 570 30 5.6 44 8.3

Non MFC capital projects 739 612 331 368 395 27 7.3 64 19.3Total Capital 739 733 857 908 965 57 6.3 108 12.6

Total Operating and Capital 5,533 5,191 5,782 6,284 6,518 234 3.7 736 12.7

2020B vs 2019F Change

2020B vs 2019B Change


City of Orillia - Capital Projects 2020 - MFC Projects Budget 2020 - Capital Projects (Non MFC) BudgetDepartment and Project (000's) Department and Project (000's)LTC - Simcoe Manor Redevelopment 221 LTC - Homes & Villages Building/Equip 161Long Term Care and Senior Services 221 Long Term Care and Senior Services 161PAR - Barrie Simcoe Emergency Campus 95 PAR - Ambulance (Fleet) 11PAR - Central East Barrie Par Post 61 PAR - Ambulance (Spare ratio) 21PAR - Springwater South Post 61 PAR - Ambulance Replacement 54PAR - Wasaga Beach Station 27 PAR - CPR Equipment 4Paramedic Services 244 PAR - Station Site Improvements 3SCHC - Affordable Development - Orillia 53 Paramedic Services 92SCHC - Affordable Development - Tay 21 SCHC - Blake Street East 7Simcoe County Housing Corporation 74 SCHC - Blake Street West 22Total MFC Projects 539 SCHC - Brooks Street 2 SCHC - Gignac Drive 4MFC Summary SCHC - High Street 42020 MFC Financing SCHC - Matthew Way 30County Share - Financing @ 90% 485 SCHC - Miller Park Avenue 8Orillia MFC Share @ 10% 54 SCHC - Napier Street 23Total 2020 MFC Projects 539 SCHC - Nelson Street 2 SCHC - Oxford Street 3Prior Years Orillia Repayment with Interest 516 SCHC - Peter Street 5 SCHC - Regent Street 5Total 2020 MFC Payment - City of Orillia 570 SCHC - Sophia Street 6

SCHC - St Paul Street 13SCHC - Tecumseth Street 5SCHC - Yonge Street 3Simcoe County Housing Corporation 142

Total Capital 395

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