Report Special Budget Meeting Committee of the Whole Thursday, November 7, 2019 Council Chamber Chair: George Cornell
Members Present: Warden George Cornell, Deputy Warden Barry Burton, Councillor Don Allen, Councillor Nina Bifolchi, Councillor Sylvia Bray, Councillor Mike Burkett, Councillor Jennifer Coughlin, Councillor Dan Davidson, Councillor Anita Dubeau, Councillor Jane Dunlop, Councillor Harry Hughes, Councillor Keith Hull, Councillor Scott Jermey, Councillor Rob Keffer, Councillor James Leduc, Councillor Doug Leroux, Councillor Sandie Macdonald, Alternate Member Mariane McLeod, Councillor Bob Meadows, Councillor Doug Measures, Councillor Rick Milne, Councillor Richard Norcross, Councillor John O'Donnell, Alternate Councillor Donna Orsatti, Councillor Floyd Pinto, Councillor Mike Ross, Councillor Michael Smith, Councillor Stewart Strathearn, Alternate Member Sandy Talbot, Councillor Steffen Walma, City of Orillia, Mayor Steve Clarke, City of Orillia, Councillor Ted Emond, City of Orillia, Councillor Pat Hehn, City of Barrie, Deputy Mayor Barry Ward, Member Sheila Craig, and Member Brandy Rafeek Members Absent: Councillor Basil Clarke, Councillor Lynn Dollin, Councillor Gerard LaChapelle, Councillor Brian Saunderson, Councillor Ted Walker, City of Barrie, Mayor Jeff Lehman, City of Barrie, Councillor Clare Riepma, and Member Claudia Cochrane Staff Present: Mark Aitken, Chief Administrative Officer, John Daly, County Clerk, Trevor Wilcox, General Manager of Corporate Performance, Greg Bishop, General Manager of Social and Community Services, Debbie Korolnek, General Manager of Engineering/Planning and Environment, Jane Sinclair, General Manager of Health and Emergency Services, and Jennifer Marshall, Legislative Coordinator
1. Call to Order
The Chair called the meeting to order at 9:30 a.m.
2. Approval of the Agenda
Resolution CCW-250-19
Moved by: Councillor Scott Jermey Seconded by: Councillor John O'Donnell
That the agenda for the November 7, 2019, Special Budget meeting
Page 1 of 529 Committee of the Whole, be approved as circulated. CARRIED
3. Disclosure of Pecuniary Interest
There were no declarations made.
4. 2020 Draft County of Simcoe Budget
5 - 529 4.1. CCW 2019-342 - 2020 Draft County of Simcoe Budget (Staff will present the 2020 Draft County of Simcoe Budget) CCW 2019-342 CCW 2019-342 Schedule 1 CCW 2019-342 Schedule 2 2020 Budget Presentation - 0 - Overview 2020 Budget Presentation - 1 - Warden CAO Clerk Archives 2020 Budget Presentation - 2 - Service Simcoe 2020 Budget Presentation - 3 - Social Community Services 2020 Budget Presentation - 4 - Health Emergency Services 2020 Budget Presentation - 5 - Engineering Planning Environment 2020 Budget Presentation - 6 - Corporate Performance 2020 Budget Presentation - 7 - Consolidated Financial Summary
Councillor Keith Hull arrived at 9:40 a.m.
Member Sheila Craig departed at 10:30 a.m.
Member Brandy Rafeek departed at 10:30 a.m.
Councillor Mike Burkett arrived at 11:40 a.m.
Resolution CCW-251-19
Moved by: Councillor Steffen Walma Seconded by: Councillor Doug Measures
That Special Budget Meeting Committee of the Whole recess at 12:17 p.m. CARRIED
Resolution CCW-252-19
Moved by: Councillor Michael Smith
Page 2 of 529 Seconded by: Councillor Rick Milne
That Special Budget Meeting Committee of the Whole reconvened at 12:45 p.m. CARRIED
City of Orillia Mayor Steve Clarke, Councillor Ted Emond and Councillor Pat Hehn departed at 1:33 p.m.
Alternate Member Donna Orsatti departed at 1:57 p.m.
Alternate Member Sandy Talbot departed at 2:09 p.m.
Councillor Rick Milne departed at 2:41 p.m.
Councillor Richard Norcross departed at 2:41 p.m.
Councillor Harry Hughes departed at 2:46 p.m.
Recommendation CCW-253-19
Moved by: Councillor Doug Leroux Seconded by: Councillor Keith Hull
That Item CCW 2019-342, dated November 7, 2019, regarding the 2020 Draft County of Simcoe budget, be received; and
That the 2020 Draft County of Simcoe Budget be referred to the November 12, 2019, Committee of the Whole meeting for review and recommendation to the November 26, 2019 Council meeting. CARRIED
5. Closed Session (if required)
There were no items for this portion of the meeting.
6. Adjournment
Resolution CCW-254-19
Moved by: Councillor Michael Smith Seconded by: Councillor Sandie Macdonald
That the November 7, 2019, Special Budget meeting Committee of the
Page 3 of 529 Whole be adjourned at 3:15 p.m.
CARRIED
RECOMMENDATIONS CONTAINED IN THIS COMMITTEE REPORT ARE NOT TO BE CONSIDERED THE FINAL DECISION OF THE CORPORATION UNTIL APPROVED BY SIMCOE COUNTY COUNCIL.
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To: Committee of the Whole
Agenda Section: Performance Management Division: Corporate Performance Department: Finance
Item Number: CCW 2019-342
Meeting Date: November 7, 2019
Subject: 2020 Draft County of Simcoe Budget
Recommendation
That Item CCW 2019-342, dated November 7, 2019, regarding the 2020 Draft County of Simcoe budget, be received; and
That subject to deliberations in the affirmative, the 2020 Draft County of Simcoe Budget be referred to the November 12, 2019, Committee of the Whole meeting for review and recommendation to the November 26, 2019 Council meeting.
Executive Summary
This Special Budget Meeting Committee of the Whole is being held for the purpose of receiving a presentation, which will outline the department budgets and County consolidated financials, review any questions or considerations related to the budget and to prepare Committee for its discussion and recommendation during the November 12, 2019, Committee of the Whole meeting.
Background/Analysis/Options
The 2020 Draft Budget is attached as Schedule 1 and 2 to this Item. Staff will present the draft 2020 budget during this Special Budget Meeting Committee of the Whole. It is not anticipated that any decisions will be made at that time. The purpose of the presentation is to outline the department budgets and County consolidated financials, review any questions or considerations related to the budget, and to prepare Committee for its discussion and recommendation of the draft budget at the November 12, 2019, Committee of the Whole meeting. Recommendations arising from the budget discussions will be considered by Council at its meeting on November 26th, 2019.
Financial and Resource Implications
As described in the summary and detailed budget documents attached.
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Relationship to Corporate Strategic Plan
Culture of Workplace and Operational Excellence: Create and maintain a healthy work environment that:
Provides services to residents in a fiscally sustainable and responsible manner Strategic Priority # 1: Continue to advance a workplace culture that promotes efficiencies and effectiveness in fiscal management and service delivery.
Reference Documents
There are no reference documents attached to this Item.
Attachments
Schedule 1 - County of Simcoe 2020 Draft Budget – Overall Budget Schedule 2 - County of Simcoe 2020 Draft Budget – 2020 Department budgets
Prepared By Lealand Sibbick, Treasurer
Approvals Date
Trevor Wilcox, General Manager, Corporate Performance October 30, 2019 Mark Aitken, Chief Administrative Officer October 31, 2019
Form issued: April 2016
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Table of Contents
At a Glance ...... 1 Department View ...... 35 Financial Snapshot ...... 3 Organizational Structure ...... 35 Overview ...... 7 Department Summaries ...... 36 County Profile ...... 7 Operational Requests ...... 49 County Statistics...... 8 Staffing ...... 50 Budget Framework ...... 9 Capital Projects ...... 55 Key Inputs ...... 12 Fleet Inventory by Department ...... 63 Financial Principles and Approach ...... 14 Long Term Planning ...... 67 Basis of Accounting and Budgeting ...... 15 Budgeting and the Long Term Plan ...... 67 County View ...... 16 Long Term Financial Plan ...... 69 Assumptions ...... 16 Warden, CAO, Clerks and Archives……………………………71 Operating Revenues ...... 17 Service Simcoe………………………………………………..…81 Operating Expenses ...... 24 Corporate Performance…………………………………………91 Operating Balance ...... 26 Health and Emergency Services…………….…….………....117 Capital Financing ...... 27 Social and Community Services…………………………...…163 Debt Financing ...... 28 Engineering, Planning and Environment…………………….213 Operating Cash Balance ...... 29 Service Partners…………………….………………………....323 Reserve Balances ...... 30 Risks and Opportunities ...... 34 Page 8 of529 Schedule 1 Committee of the Whole CCW 2019-342 Page 3
At a Glance The 2020 budget contains operating and capital expenditures Applying total operating and capital revenues excluding of $530M. property tax rate increase, reserve use and capital funding leaves a net requirement of $57.8M which is proposed to be The total County operating expenditures is $439M, broken funded as follows: down as follows by major departments: 2% tax rate increase of $3.4M Paramedic Services - $52M Capital debt financing of $12.3M - internally financed Long Term Care and Seniors Services - $58M Non-DC Reserve use of $13.2M - largely driven by Ontario Works - $71M planned Social Housing projects, Hospital Alliance Children & Community Services - $60M capital funding commitments and Asset Management Social Housing - $51M Initiatives Transportation and Engineering - $24M Development Charge Reserve use of $28.8M for Solid Waste Management - $45M growth related projects
The total County capital expenditures is $91M, broken down In addition to including all the resources necessary to maintain as follows by major department: existing services and service levels, the budget contains items Paramedic Services - $6M that address areas of growth and initiatives directed by Council to enhance service levels, increase efficiencies and Long Term Care and Seniors Services - $12M plan for the future. Simcoe County Housing Corporation - $8M
Transportation and Engineering - $54M Solid Waste Management - $4M Transit - $4M
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At a Glance (continued) These initiatives include: Continued implementation of the 10-year Affordable Continue the development of an Environmental Housing and Homelessness Prevention Strategy, Resource Recovery Centre (ERRC) to improve dedicating resources for increasing rental efficiencies and increase waste diversion rates in the supplements, secondary suites and rental future development Continue the implementation plan for the County wide The Simcoe County Housing Corporation capital inter-municipal transit service with the addition of an program which includes one major development in the additional two routes Township of Tay Major road construction projects including CR21, Long Term Care and Seniors Services 2020 capital CR22, CR 27, CR53, and CR4 with related road, includes the first year of funding for the redevelopment bridge and intersection components of Simcoe Village Implementation of the 2017 Provincial Growth Plan, Increasing Paramedic Services resourcing to address including the completion of a Municipal Comprehensive 6% continued growth of medical call volume in 2020 Review in partnership with the member municipalities Complete the development of the Barrie Simcoe Purchase of 90% ownership in the Lake Simcoe Emergency Services Campus in collaboration with the Regional Airport (LSRA) and integration of employees City of Barrie in the County
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Financial Snapshot This table summarizes the total County of Simcoe year over year budget and forecast change.
2020B vs 2019F 2020B vs 2019B Comparison (000's) 2019 2019 2020 Change Change
Budget Forecast Budget $ % $ % Operating Revenues 454,013 476,536 463,973 (12,563) (2.6) 9,960 2.2 Operating Expenses 428,742 450,831 439,529 (11,302) (2.5) 10,788 2.5 Operating Balance 25,271 25,705 24,444 (1,261) (4.9) (828) (3.3)
Gross Capital Requirement 119,562 142,317 90,919 (51,399) (28,643) Net Capital Requirement (43,115) (43,149) (36,790) 6,360 6,325
External Debt 33,200 40,560 36,886 (3,674) 3,686 Internal Debt 166,600 188,800 211,999 23,199 45,399 Page 11 of 529
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2020 Total County Expenditures: $530M
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2020 Total Operating Expenditures: $439M
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2020 Total Capital Expenditures: $91M
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Overview
County Profile The County of Simcoe delivers a wide variety of programs and services to meet the needs of local residents and businesses. The County is a dynamic community that continues to experience sustained rowth.g
Consists of 16 member municipalities Largest County in Ontario based on population - 2016 census Third largest County in Ontario based on physical size Owns and manages 33,300 acres of County forests Borders on 500 kilometres of shoreline Maintains more than 1,800 lane kilometres of County roads, 206 bridges and structures, and 60 major signalled intersections Plays host to over nine million visitors annually Employs more than 1,960 full and part-time people Paramedic Services responded to more than 78,000 calls in 2019 Long Term Care and Seniors Services in four homes and 544 beds Coordinating agency for 911 and Emergency Planning Service Manager for the provincially legislated Ontario Works program Planning and management of the Licensed Child Care and Early Years System Manages and funds homelessness prevention programs Responsible for the planning, funding and managing of the County’s social housing system providing 1,649 units through Simcoe County Housing Corporation (SCHC) and managing 2,534 units through non- profit organizations Responsible for the residential waste and recycling programs, environmental compliance and waste diversion initiative Handles more than 9,000 inquiries per month to Customer Service Works with partner municipalities through Planning and Development to guide and influence growth and development policies
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County Statistics
Measure 2015 2016 2017 2018 2019 2020 General Economic Consumer Price Index (Ontario) % Growth* 1.2% 2.0% 1.9% 2.0% 2.2%.0% 2 Non-Residential Building Construction Price Index (Toronto)* 1.2% 3.7% 3.1% 4.0% 3.0% 2.0% Infrastructure Ontario - Average yearly lending rate %* 3.1% 3.0% 3.5% 3.5% 3.4% 2.5% Electricity Average Lower Tier Price (¢ per kWh) % Growth* 12.6% 11.2% (8.0%) (8.0%) 3.0% 3.0% Natural Gas Average Effective Price (¢/m3) % Growth* (36.0%) (5.0%) (10.0%) (7.0%) 3.0% 4.0% Diesel Fuel ($ per litre) - Ontario Average* $1.10 $1.02 $1.04 $1.26 $1.18 $1.25 Gasoline Fuel ($ per litre) - Ontario Average* $1.07 $1.05 $1.05 $1.25 $1.16 $1.25 County Population incl. Barrie & Orillia **** 473,000 479,650 489,000 499,000 509,000 519,000 Simcoe County Housing Starts (excluding Barrie & Orillia)** 1,757 2,146 3,830 1,947 1,615 1,615 Unemployment Rate - Central Ontario* 7.4% 6.5% 6.0% 6.3% 5.4% 5.2% County Services County of Simcoe Tax Rate Increase** 1.1% 2.0% 2.0% 1.0% 2.0% 2.0% Development Charge Receipts ($M)** 19.2 23.2 33.4 17.7 15.0 15.6 Medical Call Volume** 61,080 65,874 70,073 73,722 78,413 83,275 Medical Call Volume % Growth** 5.2% 7.8% 6.4% 5.2% 6.4% 6.0% LTC Case Mix Index (acuity / complexity indicator)** 99.93% 98.08% 100.67% 108.11% 107.41% 107.41% Ontario Works Monthly Average Caseload** 7,278 6,483 5,656 5,479 5,600 5,600 Social Housing Waitlist* 3,087 2,979 3,169 3,907 4,319 4,319 Child Care Provincial Funding ($M)** 27.0 30.6 35.4 47.3 45.2 42.5 Solid Waste Tonnage Collected (curbside & drop-off)** 139,029 140,120 148,454 144,962 151,389 150,600 Solid Waste Direct Diversion Rate (curbside & drop-off)** 60.2% 60.8% 60.3% 59.7% 61.1% 61.7% Simcoe County Transit Ridership ** - - - 13,443 51,604 152,956 Simcoe Country Forest (acres)** 32,625 32,737 32,835 32,940 33,080 33,300 Simcoe County Museum Total Visitors** 35,992 32,865 35,591 33,507 38,500 38,500 Simcoe County Library Co-Operative Circulation** 67,782 69,124 71,848 74,388 77,840 81,920 Note: * 2019 Year to Date Measure, ** 2019 Projected Year Measure, *** 2020 Projection, **** Estimated population between census years of 2012 & 2016. 2% estimated growth from 2017-2020 based on Planning & EDO data
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Budget Framework Council is required to approve a balanced budget for the The County is committed to delivering core services to a calendar year (Jan 1 to Dec 31), before property taxes can be growing demand, enhancing programs and services while billed. The operating budget includes annual expenditures for balancing the financial burden to the taxpayers. staff, materials, services, debt servicing, reserve activity, taxation, subsidies and program costs. The capital budget This commitment is addressed annually through budget identifies approved projects and their revenues and costs. deliberations. Council decides on the overall level of services, the types of programs, the infrastructure and long-term Recurring expenditures are funded from recurring sources of investments necessary to support the growing community revenue. Non-recurring expenditures are funded from while preserving a valued lifestyle affordable to its residents. reserves or purpose specific funding. During the budget development process, Council will consider staffing, The annual budget is a strategic planning document whereby operational and capital expenditures to increase efficiencies the financial resources of the County are allocated to various and effectiveness. programs and services to achieve the County of Simcoe’s priorities and reflects the needs of residents. The budget Ontario Municipalities are not permitted to budget an operating establishes service levels, program offerings, replacement deficit. Any operating surplus at the end of the year is schedules as well as capital improvements. It also determines allocated as per Council’s direction during the strategic plan the amount of taxes to be collected from residents and discussions. businesses. Council and Management receive, on a regular basis, financial Balancing the need to provide core services to an expanding status reports on spending against budget and forecast to year population with the desire to pursue new opportunities end. presents a challenge due to limited revenue sources. County staff have maximized other sources of revenues to support Simcoe County’s history of maintaining low tax rates through a The County of Simcoe strives to provide good value for tax strong user pay for service and growth pays for growth dollars and works to enhance value for taxes by monitoring the philosophy. Where appropriate, service fees and charges efficiency and effectiveness of services. have been introduced or increased and services have been aligned with the needs of the growing community.
Multi-year financial planning in addition to the annual budgeting process ensures current and future impacts associated with decisions are understood and identified.
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Budget Process The challenge of the budget process is to meet the many and The budget process covers base budget, growth and varied needs of residents and businesses at a cost that is enhancements to service levels. reasonable to County taxpayers.
The primary purposes of the County of Simcoe’s budget are Base Budget Service Growth Enhancements to: 1. Set out the program of services provided by the County, •Costs required to •Costs required to •New services or maintain existing maintain existing enhanced their purpose and planned costs service levels service levels for service levels 2. Provide a method of controlling expenditures •Mandatory / the increasing •Funding to cover 3. Forecast revenues and funding to support services to the Legislative population cost of providing •Non discretionary •Funding of new these services communities costs imposed by initiatives by depends on 4. Support and facilitate achievement of long term plans and others development property taxes charge revenues and growth in the objectives •Carry over projects and property assessment base taxes identified that may lag the •Costs from prior by assessment timing of year growth expenditures commitments •Long term financing strategies
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Budget Review The budget review requires each department to meet with their Once the reviews are complete, the budget is presented to the Financial Controller and prepare a budget that ensures all Committee of the Whole. The Committee of the Whole relevant budgeting principles follow Generally Accepted provides comments and direction to staff for any adjustments. Accounting Principles (GAAP). The Committee of the Whole refers the budget to County Council with their recommendations for review and final The department budget outlines the associated revenues and approval. expenditures, net operating balance, net capital requirement and the total department requirement.
Department Submission Changes to operations, staffing complements and capital projects require an expenditure request form. All requests Finance Review must support the County’s strategic plan and each department’s mandate. Executive Management reviews, Executive Management Review challenges and assesses each proposal.
Committee of the Whole
County Council
Dates Description
November 07, 2019 Special budget meeting
November 12, 2019 Follow-up and finalize budget
November 26, 2019 Adoption of budget
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Key Inputs Plans, Acts and Regulations Provincial Subsidies The budget reflects the strategic initiatives and investment for The County assumes that provincial subsidies will continue at the County of Simcoe. A number of planning processes, multi- the current known and committed level as a major source of year Master Plans and Acts, in addition to Ministry regulations, operating revenue. The costs of providing provincially drive the development of the budget. Major elements include: mandated services are based on Ministry regulations and Affordable Housing and Homelessness Prevention Strategy guidelines. Ambulance Act Child Care and Early Years Act,2014 Development Charges and Reserve Funds County of Simcoe Strategic Plan Development Charges are fees imposed on development Development Charge Act projects to pay for increased costs arising from growth-related Development Charge Background Study development in the County. The rates for these fees are Environmental Protection Act developed based on the growth forecasts and needs Forest Management Plan requirements within the County. Various long term plans have Housing Services Act been utilized to develop future rates; including the Long Term Care Act Transportation Master Plan and the Official Plan. Long Term Financial Plan Ontario Planning Act A requirement of the Public Sector Accounting Standards of Ontario Provincial Standards the Chartered Professional Accountants of Canada (CPA Ontario Works Act Canada) is that obligatory reserve funds must be reported as Simcoe County Official Plan deferred revenue. This requirement restricts how these funds Solid Waste Management Strategy may be used and under certain circumstances how these Transit Feasibility and Implementation Study funds may need to be refunded. Monies received from Transportation Master Plan payment of Development Charges under the Development Charge By-Law are maintained in specific reserve funds and interest is allocated to each of the reserves increasing their Economic Outlook balances. The economic prospects for the County of Simcoe are expected to remain good per the Standard & Poor’s (S&P) 2018 report. The credit rating firm provided the following; “County of Simcoe 'AA' rating is based on exceptional liquidity, very low debt burden and contingent liabilities, a strong economy and budgetary performance with a stable outlook”. Page 20 of529
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Asset Management Plan Ontario municipalities must develop asset management plans The County has a current debt service capacity of $45 million to meet provincial regulatory requirements. The County has available per year for payments relating to debt and financial an asset management plan that outlines the state of the local obligations under provincial guidelines based on the 2016 infrastructure including an asset inventory list identifying Financial Information Return. This would allow additional various attributes of an asset such as the asset condition and borrowing if needed. replacement cost estimates. The asset management plan provides desired level of service, an asset management The additional borrowing which the County of Simcoe could strategy and a financing strategy. undertake over a 5 year, 10 year, 15 year and 20 year period is illustrated below at 5% interest rate, for information Debt Capacity purposes only. A Municipality may only issue new debt provided that the projected financial charges related to the outstanding debt will Period Maximum Borrowing be within the annual debt repayment limit prescribed by the 20 years $558M Ministry of Municipal Affairs. This limit is set at 25% of a 15 years $465M Municipality’s own source revenues less debt charges and 10 years $346M financial commitments. 5 years $194M
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Financial Principles and Approach The County’s approach to financial management is to balance bottom line concerns with longer term financial planning for sustainable service delivery.
The principles followed in the preparation of this budget are:
1. Ensure long term financial sustainability 3. User Fees Determine on a multi-year basis the financial Ensure that user fees recover program operating costs requirements for operating and capital needs Identify any funding gap between revenues and 4. Manage capital assets to maximize long-term community expenditures benefit Ensure there are sufficient revenues to meet long-term Maintain the County’s assets in a ‘state of good repair' in operating and financial requirements and balance accordance with the asset management plan spending with revenues 5. Implement a capital funding plan to address the County’s Plan for the replacement of assets and maintenance of assets through asset management and replacement requirements reserves New asset requirements Maintain existing service levels Develop debt financing program to address the County’s Keep tax levy impact within cost indices capital needs Ensure debt terms are consistent with the life of the 2. Deliver services in a cost-effective and efficient manner asset
Ongoing reviews of programs on a regular basis to 6. Maintain reserves at appropriate levels ensure services are delivered in a cost-effective and Establish reserves to provide funding for future assets efficient manner Identify and implement efficiencies 7. Prudent investment management Provide sustainable service levels Invest the County’s reserves to achieve optimum return
within appropriate risk tolerances
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Basis of Accounting and Budgeting The County of Simcoe’s financial statements are prepared and The County also utilizes a budgeting and reporting software presented in accordance with Generally Accepted Accounting which provides a central repository for the County’s budgeting Principles (GAAP) for local governments as recommended by and planning requirements. This enhances consistency in the Public Sector Accounting Board (PSAB). The County of budgeting methods, assumptions and data integrity among the Simcoe follows the full accrual basis of accounting, which divisions. recognizes revenues when they are earned and expenses when they are incurred rather than when a payment is made or received.
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County View The County budget is set by determining the yearly needs of the County. These needs or costs are referred to as expenditures, which are offset by the money that comes into the municipality, known as revenue. The revenue is generated through different streams such as provincial subsidies, service partners contributions, user fees, miscellaneous income, grants, reserves, capital funding and the county levy.
Assumptions Tax rate increase of 2% as directed by Council Municipal Property Assessment Corporation (MPAC) Provision of 1% of the levy set aside for strategic land increase of 2% purchases Simcoe Muskoka District Health Unit (SMDHU) increase Provision of 1% of the levy set aside for Economic of 33% as directed by the Unit Board to accommodate Development growth and announced provincial funding changes Based on historical trends, the property asset/additions Provision of $500K for Hospice capital funding growth assumption is estimated at 1.5% Hospital Alliance grant of $3M Consumer Price Index 2% Post-secondary funding of $1.5M Supplementary Taxes are estimated at $3.8M Cost sharing with the Cities of Barrie and Orillia are Non Residential Building Construction Price Index 2% estimated based on the shared services agreement Utilities projected increase (Natural Gas 4%, Water 4% Staffing requirement for FTE’s have been projected to and Hydro 3%) meet departmental objectives Gasoline and diesel fuel prices are estimated at $1.25 Paramedic medical call volume increase of 6% per litre Ontario Works monthly average caseload of 5,600 Age Friendly grant $550K Lake Simcoe Regional Airport (LSRA) operating costs Salaries & Benefits are based on current contracts and increase to reflect 90% ownership non-union compensation plan
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Operating Revenues The following revenue components represent major sources of revenue to fund the operating expenditures. User Fees Subsidies User Fees are utilized by the County to fund services Subsidies are one time or ongoing funding from that are user based versus community as a whole. This provincial or federal programs. reduces the need for property tax by requiring the users of the service to pay for the cost of those services. Service Partners Service Partners refers to revenues received for the Miscellaneous Income delivery of services to the cities of Barrie and Orillia. Miscellaneous Income are revenue sources that the Services provided include Ontario Works, Children and County has little control over in terms of the amount, Community Services, Social Housing, Paramedic timing or conditions associated with receiving them. Services and Long Term Care. The County and the Examples are funding from senior levels of government Cities are parties to a Municipal Services Management for a specific purpose, an operating surplus or gain from Agreement that outlines the management governance, the sale of an asset and recycled materials revenue. performance, communications, and cost sharing structure for these services. The current agreement covers a period of five years. Transfer from Reserves Transfer from Reserves represent funds that have been County Levy previously set aside by Council to fund asset The County Levy includes property taxes, property management plans, both the growth and non-growth asset/additions, Supplementary Taxes, Heads & Beds components of projects, and other specific initiatives. and Linear Acreage charges. Property taxes are calculated by multiplying the property assessment values established by Municipal Property Assessment Corporation (MPAC) by the tax rate set for each property class. The taxes levied for municipal purposes are used to fund the County’s financial condition, investment in infrastructure, on-going expenditures and liabilities incurred.
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Operating Revenues This table highlights the year over year budget and forecast changes for operating revenues.
2019 2019 2020 2020B vs 2019F 2020B vs 2019B Operating Revenues Summary Budget Forecast Budget Change $ Change $ ($000's)
Total Operating Revenues 454,013 476,536 463,973 (12,563) 9,960 Subsidies 208,323 221,410 203,108 (18,302) (5,215) Service Partners * 23,917 25,580 26,537 957 2,621 County Levy ** 169,674 169,674 177,953 8,279 8,279 User Fees 36,365 36,841 38,890 2,049 2,525 Miscellaneous Income 5,654 8,012 5,948 (2,064) 294 Transfer from Reserve *** 10,079 15,019 11,537 (3,483) 1,457
* Service Partners detail page 323 **County Levy detail page 20 ***Reserve Use detail page 22-23
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Property Taxation
Each year County Council is responsible for making tax They will however affect the overall distribution of the tax policy decisions that are sensitive to local needs and burden among taxpayers as rates of valuation change priorities. Those decisions define the local property tax vary by class. landscape. Property taxes are collected and administered by the Assessment valuations reflect changes in real estate local area municipality in which the property is located. market conditions which are driven by economic factors, The County collects its taxes by providing a tax demographics, etc. Generally, valuation reflects the requisition to member municipalities who levy separate impact of reassessment which involves updating the tax rates for County purposes. The County sets tax current assessed value of properties to reflect a more ratios and tax rates to raise the property tax amount from its member municipalities. recent effective valuation date.
The impact on the tax rate and the taxes paid by an Property taxes are charged to property owners according individual property owner will vary depending on the to the assessed value of each property. The value of the property’s new assessment applied by Municipal property assessment is determined by the Municipal Property Assessment Corporation (MPAC) relative to the Property Assessment Corporation (MPAC). MPAC is an average assessment and the four year phase-in independent body established by the Ontario Property provisions. Assessment Corporation Act.
These types of assessment changes will not affect municipal revenue because tax rates must be restated.
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County Levy Detail
The County Levy reconciliation and description of each component is outlined in the following table.
2020 Levy Budget ($000's) Component Description
2019 Annual Levy Base 166,555 The amount included in the 2019 budget. Adjustments made to reflect the actual 2019 year end property hangesc 2019 Property Asset/Additions 1,591 (asset/additions and deletions). Adjustment This amount does not increase the taxes for the current tax payer. 2019 Levy adjusted for 2019 This total reconciles the 2019 budget to the 2019 tax ratios and tax rate by- 168,147 assets/additions law levy estimate. Estimated at 1.5% growth, the property asset/additions is based on a 5 year 2020 Property Asset/Additions Estimate 2,522 historical trend of assessment revenue growth provided by MPAC. This amount does not increase the taxes for the current taxpayer. A property tax rate increase of 2% as directed by Council. 2020 Property Tax Increase 3,413 This amount impacts tax payers. Approximately $5.58 per $100,000 of assessment. 2020 Annual Levy Base 174,082 Used in the 2020 tax rate by-law levy estimate. Supplementary Taxes are non-recurring and are the result of growth related assessments/taxes received within the calendar year. Supplementary 2020 Supplementary Taxes 3,752 Taxes are estimated based on a 5 year historical trend. This amount does not increase the taxes for the current taxpayer. Heads & Beds refers to payments in lieu of taxes for provincial institutions such as public hospitals, universities, community colleges, and correctional 2020 Heads & Beds and Linear Acreage 119 facilities. Linear Acreage is the property taxation for certain Railway, Power & Utility Lands as defined by the Municipal act. 2020 County Levy Budget 177,953
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The following table illustrates the County Levy of $178M This table illustrates the tax impact per $100,000 of a broken down by the major services. property’s assessed value with a property tax rate increase of 2.0% for residents in the community. Your Tax Dollars Per County Tax Rate Increase % of $100,000 Levy Support Area Tax ($000's) Residential Dollars Assessment Percentage increase 2.0% Value Total tax increase $3.4M Paramedic Services 12.4% 22,054 $35.27 Long Term Care and Tax increase per $100,000 of assessment $5.58 8.8% 15,689 $25.09 Seniors Services
Ontario Works 2.3% 4,031 $6.45 Children & Community 2.8% 4,987 $7.97 Services Social Housing 10.8% 19,207 $30.72 Transportation & 13.1% 23,288 $37.24 Engineering Solid Waste Management 22.1% 39,253 $62.77 Planning, Economic 3.4% 6,072 $9.71 Development Transit 3.4% 6,037 $9.65 Administrative & Statutory Support (CAO, 7.5% 13,409 $21.44 Clerks, Service Simcoe, Corporate Performance) General Municipal Services (SMDHU, MPAC, LSRA, 13.4% 23,928 $38.26 Age Friendly grant, hospital & educational support) Total Taxes based on 100.0% 177,953 $284.58 Services * All numbers are rounded Page 29 of529
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Reserve Use The below table highlights the usage of reserves for both operating and capital projects.
Transfer From Reserves breakdown (Operating and Capital) ($000's) Transfer Transfer From From Total Reserves Detail breakdown Reserves Reserves Transfers Operating Capital Forestry 0 45 45 - Purchase of Forestry truck - Long Term Care and Seniors Services Asset Homes Contingency 551 725 1,276 Management Plan; operating requirements $551K and capital requirements $725K - YMCA Grant - $1M General Contingency 1,000 1,402 2,402 - Additional bus purchases for Transit - $1.4M - County Share of Non Profit provider loans - operating $1.8M - County Share of Asset Management Plan requirements; operating $692K, capital $811K. Social Housing 2,508 (1,097) 1,411 - New Developments; Orillia $100K, Tay ($2.0M); Ontario Priorities Housing Initiative (OPHI) funding used in place of reserve transfer previously approved (CCW 2019-234)
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Reserve Use (continued)
Transfer From Reserves breakdown (Operating and Capital) ($000's) Transfer Transfer From From Total Reserves Detail breakdown Reserves Reserves Transfers Operating Capital Paramedic Contingency 83 0 83 - Planning Analysis model update - Trade mission to Japan - $80K - EDO In-Market Grant -$100K Economic Development & Planning 3,880 0 3,880 - Purchase of Barrie's share in the LSRA - $3.7M Hospital Reserve 3,000 0 3,000 - Annual payment for Hospitals infrastructure - Various maintenance and building projects Sunset Village - County 35 48 83 for Sunset Village Other Small Transfers 95 298 393 - Miscellaneous - $337K ERRC, Waste Management Contingency 0 623 623 - $161K excavator replacement, - $125K walking floor trailer Total Transfer from Non-DC 11,152 2,044 13,196 Reserve/Reserve Funds - Roads capital projects(various), SWM capital Development Charges 385 28,448 28,833 projects (ERRC, Site Improvements), Planning - TMP $250K, MCR $135K Total Transfer From Reserves 11,537 30,493 42,029
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Operating Expenses The following are the expense categories used to outline costs within the County.
Client Benefits Facilities Client Benefits are expenses paid out to clients or service Facilities costs refer to the expenses associated to maintain providers for services that are available and benefit the and run the County owned or leased facilities, including population of the County. These include Ontario Works building maintenance, utilities and property taxes. benefits, child care fee subsidy and housing client benefits. Cost of Service Delivery Salaries and Benefits Cost of Service Delivery cover the expenditures associated Salaries and Benefits are the costs related to County of directly with providing services to the residents of the Simcoe employees including wages, health benefits, County. These include tipping fees, waste contract and overtime, group insurance, short term disability and OMERS. export, food and care supplies, road sand and salt, vehicle expenses, transit costs, grants and health unit assessment. Administration Administration costs are the County’s non-salary operating Transfer to Reserves expenditures such as MPAC fees, liability insurance, Transfer to Reserves are critical to the County’s long term professional services, rent, advertising, office expenses, financial plan. They represent funds that are being set aside training and development. for future asset management plan requirements, projects or initiatives. Reserves are used to provide stability by smoothing the effect of variable or unanticipated expenditures. Transfer purposes include hospital alliance, strategic land purchases, economic development fund, asset management and future initiatives.
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Operating Expenses This table highlights the year over year budget and forecast changes for operating expenses.
Operating Expenses Summary ($000's) 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Budget Forecast Budget Change $ Change $
Total Operating Expenses 428,742 450,831 439,529 (11,302) 10,788 Client Benefit 144,518 160,228 141,724 (18,504) (2,794) Salaries and Benefits * 150,067 150,957 155,009 4,052 4,942 Administration 21,107 21,333 21,160 (173) 53 Facilities 26,184 26,880 26,808 (72) 624 Cost of Service Delivery 69,618 71,264 77,676 6,413 8,059 Transfer to Reserve 17,249 20,170 17,153 (3,017) (96)
*Staffing detail page 50
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Operating Balance The operating balance is the remaining amount after operating xpensese are deducted from operating revenues.
This table outlines the County’s total current year operating balance budget as well the historical trend. The operating balance is used to partially fund the capital requirements for the current year.
2020B vs 2019F 2020B vs 2019B 2017 2018 2019 2019 2020 Change Change ($000's) Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 174,637 210,026 208,323 221,410 203,108 (18,302) (8.3) (5,215) (2.5) Service Partners 22,620 21,617 23,917 25,580 26,537 957 3.7 2,621 11.0 County Levy 157,862 164,623 169,674 169,674 177,953 8,279 4.9 8,279 4.9 User Fees 35,384 36,061 36,365 36,841 38,890 2,049 5.6 2,525 6.9 Miscellaneous Income 17,669 13,080 5,654 8,012 5,948 (2,064) (25.8)45.2 29 Transfer from Reserve 10,708 15,212 10,079 15,019 11,537 (3,483) (23.2) 1,457 14.5 Total Revenues 418,880 460,618 454,013 476,536 463,973 (12,563) (2.6) 9,960 2.2 Operating Expenses Client Benefit 117,892 147,556 144,518 160,228 141,724 (18,504) (11.5) (2,794) (1.9) Salaries 135,061 140,962 150,067 150,957 155,009 4,052 2.7 4,942 3.3 Administration 20,718 19,814 21,107 21,333 21,160 (173) (0.8) 53 0.3 Facilities 23,537 24,094 26,184 26,880 26,808 (72) (0.3) 624 2.4 Cost of Service Delivery 64,414 71,135 69,618 71,264 77,676 6,413 9.0 8,059 11.6 Transfer to Reserve 32,349 28,746 17,249 20,170 17,153 (3,017) (15.0) (96) (0.6) Total Expenses 393,972 432,306 428,742 450,831 439,529 (11,302) (2.5) 10,788 2.5 Total Operating Balance 24,908 28,312 25,271 25,705 24,444 (1,261) (4.9) (828) (3.3)
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Capital Financing The current capital budget includes total expenditures of 2020 Capital Financing $90.9M. Capital is funded by the operating balance, ($000's) reserves, development charge reserves, service partners and senior levels of government. Capital Expenditures 90,919 Development Charges are collected to recover the growth- related costs on capital projects that are associated with Revenue: Gas Tax 13,961 residential and non-residential development. As a significant Subsidies 5,488 portion of the County’s capital expenditures are growth Other Funding 211 related, development charges are a major source of Service Partners 3,976 financing for the capital plan. Reserves 30,492
Any shortfall is financed through various debt instruments. Total Capital Revenues 54,129 In 2020, the financing requirement is $12.3M as outlined in
the table. Operating Balance available for Capital 24,444
2020 Capital Financing Requirement 12,346
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Debt Financing Section 401 of the Municipal Act grants Council the authority The following key objectives were set out: to incur a debt when deemed in the best interest of the Adhere to statutory requirements taxpayers to finance its own capital expenditures. Ensure long term financial flexibility Limit financial risk exposure “Best Interest” for the County of Simcoe will be consistent with Minimize long term cost of financing the County’s strategic directions which includes fiscal Match term of financing to the useful life of the related management that contains both financial principles and asset policies. The total principal and interest payments in 2020 are $7.1M This philosophy is also reflected in the County of Simcoe’s with an estimated 2020 year end debt balance of $248.9M. capital financing and debt policy.
Debt Financing $M Forecasted Principal Interest Estimated Debt Type 2020 Debt Year End 2019 Payments Payments Year End 2020 Roads Debenture 1.1 1.1 0.0 Paramedic Station Debenture 27.3 1.0 0.7 26.3 Simcoe County Housing Corporation 8.6 1.4 0.3 7.2 Landfill Debt Payment to Municipalities 3.5 0.1 3.4 Unfinanced Development Charges 83.7 13.3 97.0 Unfinanced Capital 105.1 2.4 12.3 115.0 Total 229.4 6.1 1.0 25.6 248.9
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Operating Cash Balance
The following table shows the estimated operational cash balance for 2020. Other funds are held separately and may be used for cash management and emergency cash purposes.
2020 Budget
Operating Cash Balance ($M)
Cash Balance Beginning of Year 31.3
Sources From Operations Operating Revenues 452.4 Capital Revenues 23.6 Development Charge receipts 15.6 Less: Uses For Operations Operating Expenses 422.4 Capital Expenses 97.8 Net Cash From Operations (28.6)
Finance Sources - (Uses) Service Partners - MFC Financing 0.4 Building Hope Program (2.7) Provincial LTC Funding Recovery 1.0 Cash Balance - End of Year 1.5
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Reserve Balances
Operating Reserves Under the Municipal Act, Council has the authority to establish reserves as required. Reserves and Reserve Funds can be established to meet specific objectives.
Projected Reserves ($000's)
Transfer Transfer Transfer Transfer 2019 2020 Year to from to from Operating Reserves Funds End Budget Reserves Reserves Reserves Reserves Available Balance Operating Operating Capital Capital Archives Contingency 148 1 0 0 0 149 Museum Contingency 381 39 0 0 0 420 Forestry 6,134 631 0 0 45 6,720 Homes Contingency 677 704 551 1,000 725 1,106 General Contingency 7,741 3,091 1,000 0 1,402 8,431 Social Services 6,887 0 (0) 0 0 6,887 Simcoe Village 301 185 0 0 13 474 Roads Contingency 12,770 0 0 0 0 12,770 Paramedic Contingency 693 297 83 0 0 907 Administration Building Contingency 372 150 0 0 0 522 Tourism Simcoe 256 0 0 0 0 256 Social Housing 26,104 3,477 2,508 0 (1,097) 28,169 Waste Management Contingency 16,718 3,700 0 0 623 19,795 Economic Development & Planning 5,103 1,741 3,880 0 0 2,964 Total 84,284 14,017 8,022 1,000 1,710 89,569
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Reserve Funds
Projected Reserves ($000's)
Transfer Transfer Transfer Transfer 2019 2020 Year to from to from Reserve Funds Funds End Budget Reserves Reserves Reserves Reserves Available Balance Operating Operating Capital Capital Georgian Manor Donations 29 25 35 0 0 19 Georgian Village Suites - Residents 342 47 (0) 0 16 373 Georgian Village Homes - Residents 99 14 0 0 4 109 Simcoe Manor Donations 22 5 30 0 155 (158) Simcoe Village Donations 7 0 0 0 0 7 Sunset Manor Donations 8 5 15 0 0 (2) Sunset Village - Residents 447 32 (0) 0 0 480 Sunset Village - County 140 0 35 0 48 57 Trillium Manor Donations 6 5 15 0 0 (4) Alcona Development 591 0 0 0 0 591 Hospital Reserve 4,609 3,000 3,000 0 0 4,609 C. Matthews Museum Reserve Fund 4,399 0 0 0 100 4,299 Total Reserves Funds 10,699 3,133 3,130 0 323 10,379
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Trust Funds
Projected Reserves ($000's)
Transfer Transfer Transfer to Transfer to 2020 Year 2019 Funds from from Trust Funds Reserves Reserves End Budget Available Reserves Reserves Operating Capital Balance Operating Capital Estate of S.O. Bain 99 0 0 0 3 96 Estate of H.P. Brown 350 0 0 0 8 343 Ross Channen Memorial Fund 3 0 0 0 0 3 Honour Guard 55 3 0 0 0 57 Total Trust Funds 507 3 0 0 10 499
Grand Total 95,491 17,153 11,152 1,000 2,044 100,448
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Development Charge Reserves
Development Charges are collected to recover the growth- The Development Charge Act, 1997 and other legislation related costs associated with residential and non-residential require that municipalities maintain specific reserves. Such development of capital projects. reserves include Development Charge Deferred Revenue. Development Charge reserves have been advanced resulting A background study for the current Development Charge by- in development charge unfinanced capital. In 2020 law occurred early in 2016. Process reviews were conducted unfinanced development charges are to increase by $13.3M, to ensure stakeholders understand the methods and resulting in a year end unfinanced development charge assumptions used in determining the development charge balance of $95.6M. rates. This process helps to ensure stakeholders understand the infrastructure needs, associated costs, methods and 2020 Development Charge Balance address any concerns. The budget includes estimates based ($000's) on the County of Simcoe’s Development Charge By-Law
effective January 1, 2017. Development Charge Receipts 15,558
Development Charge Expenditures 28,833
Development Charge Balance ($13,276)
Transfer to Transfer from Transfer from Development Charge Reserves 2019 Funds 2020 Year End Reserves Reserves Reserves ($000's) Available Balance Operating Operating Capital Paramedic Services (9,455) 338 0 1,442 (10,560) Long Term Care (5,189) 932 0 2,459 (6,716) Social Housing (17,452) 1,794 0 2,610 (18,267) Public Works 45 152 0 0 198 General Government 148 93 385 0 (144) Roads and Related (51,593) 11,860 0 21,816 (61,549) Solid Waste Management 1,145 388 0 121 1,412 Total Development Charge Reserves (82,350) 15,558 385 28,448 (95,626)
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Risks and Opportunities
The following risks and opportunities could impact the ability to achieve the budget as outlined.
Risks Opportunities Further provincial funding reductions or changes Municipal partnerships to achieve economies of scale In year non-profit housing capital loan requests in common service areas Future collective agreements, interest arbitration Taking advantage of additional borrowing opportunities settlements and pay equity settlements at historical low interest rates Delays in regulatory approval and their impact on Receive potential rebates construction projects Realize market appreciation on County assets Delays in utility relocations and their impact on (i.e. housing, lands) construction projects Engage federal government to further support Unplanned initiatives requiring funding Affordable Housing Strategies Unforeseen legal/legislative challenges Federal funding for transit Human Resources - lost time management Long Term Care (LTC) capital funding Current funding model stability The Waste Free Ontario Act - timing of regulations and transition of blue box program plan Local municipal service challenges as it relates to planning regulations Provincial funding for Transit Innisfil Heights employment infrastructure funding Construction cost impacts from trade agreements and tariffs Uncertainty in the provincial legislation related to growth plan Reduced development charge revenues Supplementary Taxes shortfall if growth trend does not continue
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Department View
Organizational Structure The County of Simcoe is organized into six major areas: (Warden, CAO, Clerks and Archives), (Service Simcoe), (Corporate Performance), (Health & Emergency Services), (Social & Community Services) and (Engineering, Planning & Environment). Each area includes departments covering specific services.
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Department Summaries
Warden, CAO, Clerks and Archives This area consists of the Warden & Council, CAO, Clerks and Archives departments.
Warden & Council captures all activities of Council as well as fundraising activities with net proceeds from these events being paid out to various community causes. The CAO area is responsible for implementing Council’s decisions and strategic directions, providing leadership and advice on policies, programs and services and to ensure compliance with the Municipal Act. The primary role of the County Clerk is to perform the statutory duties assigned to the position by provincial legislation and County Council, as well as oversee a broad range of responsibilities related to the function of County Council. The Archives department preserves and promotes Simcoe County's cultural and visible heritage as wellas provides efficient permanent records management services to the departments of the County of Simcoe, the member municipalitiesand the City of Barrie.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Warden, Revenues 187 215 188 187 188 1 0 CAO, Clerks Expenses 2,939 3,173 3,566 3,544 3,703 159 137 and Archives Operating Balance (2,752) (2,958) (3,378) (3,357) (3,515) (158) (137)
The 2020 budget includes standard salary and benefit increasesfor existing staff as well as salary and per diem increases for Council approved in 2019. These increases are partially offset by reductions in other operating expenses.
Service Simcoe Service Simcoe was formed in 2017 to help redefine and emphasize the customer service experience for the County. Six portfolios are now housed under this model, which takes lessons and experiences from other service delivery models such as Service Ontario and Service Canada. The portfolios include: Communications and Events, Marketing and Creative Services, Public Engagement, Tourism Simcoe County, Simcoe County Museum and Library Co-operative. The approach with this service delivery model is to advance current and future service needs of the County with the goal of an enhanced client service and customer experience. By placing greater emphasis on public engagement, communication, and marketing efforts both corporately and regionally, through greater synergies with departments, and continuously looking for smoother, and where possible, seamless customer touch points, the goal is to make resident business with the County more informed, easy and faster. Marketing efforts are essential in order to
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Significantly improved synergies are being realized between portfolios and other departments, thus improving the customer service experience. Service Simcoe aligns with the County’s long termobjectives, providing greater efficiency, and will allow initiatives such as public engagement functions to adapt to growth and demand requirements. This ultimately positions the County to easily adopt 3-1-1 when required in the future.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 5,049 553 589 590 479 (111) (110) Service Simcoe Expenses 10,744 6,127 6,990 7,035 6,981 (53) (9) Operating Balance (5,695) (5,574) (6,401) (6,445) (6,503) (57) (101)
The six portfolios of Service Simcoe include: 1) Communications and Events: Full-service communications, social media, public relations, issues management, digital advertising, events planning and management, professional writing, and content generation services 2) Marketing and Creative Services: Full service marketing support, planning and campaign management as well as full graphic design, video capabilities, and full digital and traditional advertising 3) Public Engagement (Customer Service): An industry-sophisticated contact centre, providing residents with a central point of contact to access County services and programs 4) Tourism Simcoe County: Promotes Simcoe County as a first class tourist destination bydeveloping the tourism industry, experience programs and community partnerships and produces a range of guide books, maps and publications including provincial, national and international distribution and placement of localtourism materials 5) Simcoe County Museum: Welcomes over 35,000 visitors each year and offers a range of rogramsp and activities that highlight the stories of the people and events that shape our region 6) Library Co-operative: Supplements and enhances the library services provided by its member municipalities to the residents of the County of Simcoe and is a developing contact for community engagement
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Corporate Performance The Corporate Performance division consists of the support functions: Finance, Human Resources, Information Technology, Legal and Procurement, Fleet & Property. These areas areresponsible for the overall administration and support to the peratingo divisions of the County.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 440 512 456 442 442 0 (14) Corporate Performance Expenses 18,528 19,007 20,784 20,894 21,516 621 732 Operating Balance (18,087) (18,495) (20,328) (20,452) (21,073) (621) (746)
Corporate Performance continues to focus on operational efficiencies including LEAN implementation to avoid or reduce expenses as service and growth pressures continue. Automation to improve operational effectiveness and ongoing Cyber Security concerns continue to put pressure on IT resources. Steps will be taken this year to meet this demand in a cost effective manner by adding new staff to maintain and improve operational support and reduce external consulting costs. In addition, other department initiatives include continued HR systems automation, employee psychological health and safety programs, growth of in-house fleet capacityto enable further expense reductions, and facilities and maintenance optimization for the museum, archives and administration centre.
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General Municipal Services The General Municipal Services department is used to manage corporate functions within the County placing emphasis on responsible investment and debt management, assessment base management and property taxation. Funding and grants to various community stakeholders such as hospitals and educational institutions are administered through General Municipal Services.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change General Revenues 172,296 180,659 177,319 179,911 187,788 7,876 10,468 Municipal Expenses 38,381 40,160 28,491 30,162 33,558 3,396 5,068 Services Operating Balance 133,915 140,499 148,828 149,749 154,229 4,480 5,401
The 2020 General Municipal budget includes a 2% increase for MPAC and a 33% increase in payments to Simcoe Muskoka District Health Unit. Other major contributions include: Georgian College and Lakehead University, Age Friendly Grants, Hospice, Lake Simcoe Regional Airport (LSRA), YMCA and bursaries.
Health and Emergency Services
Paramedic Services Paramedic Services provide land ambulance services at a Primary Care Paramedic (PCP) and Advanced Care Paramedic (ACP) level of service with legislated response time requirements. They also offer training programs, public education Public Access Defibrillator programs and Community Paramedicine services.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 32,153 33,075 34,473 34,726 36,120 1,395 1,648 Paramedic Services Expenses 45,872 46,363 49,313 49,472 51,671 2,199 2,358 Operating Balance (13,719) (13,288) (14,840) (14,747) (15,551) (804) (711)
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Paramedic Services continues to provide timely and advanced quality service while responding to an estimated 6.4% (4,691) increase in emergency call volumes over 2018. Funding from the Ministry of Health is expected to increase based on the Ministry template and historical trends resulting in the Ministry funding 48.2% of the 2019 qualifying expenses. In order to maintainresponse times and meet operational need, 4.3 FTE new Paramedic staff are required in addition to the necessary equipment and facilities to ensure appropriate staffing levels to respond to the increasing volume and complexity of calls. In addition, the 2020 budgetincludes 2.8 FTE Logistical Technicians who will be responsible for thestocking and decontamination of ambulances at the Barrie Simcoe Emergency Services Campus. By adding the new technicians, Advance Care Paramedics(ACP) and Primary Care Paramedic(PCP) staff will be mobilized immediately back into call service.
Emergency Management Emergency Management is responsible for the County of Simcoe’s Emergency Response Plan, public and municipal emergency preparedness education and the administration of the 9-1-1 regional system.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 171 230 155 142 136 (6) (19) Emergency Management Expenses 509 541 588 547 587 40 (1) Operating Balance (338) (310) (433) (404) (451) (46) (18)
Emergency Management public and municipal training programs have grown over the past 10 years. In order to meet the increasing demand for training support, which began in 2019 and continuing into 2020, the Emergency Management department has included $60K towards the completion of the Community Safety & Wellbeing plan. This project is funded through the utilization of surplus wage dollars due to wage gapping. Costs associated with current and future operating and capital equipment requirements, including chemical, biological, radiological and nuclear equipment and emergency portable generators have also been included.
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Long Term Care and Seniors Services The Long Term Care and Seniors Services department provides residents with, high quality, safe, effective and efficient long term care and seniors services in home-like settings. This department manages four Long Term Care Homes and a broad range of seniors housing and services to support over 1,000 seniors across the region.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Long Term Care Revenues 49,838 54,242 53,845 54,878 54,750 (127) 906 and Seniors Expenses 53,497 57,335 57,297 59,335 58,257 (1,078) 960 Services Operating Balance (3,659) (3,093) (3,452) (4,458) (3,507) 951 (55)
The change in revenue of $134K 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 HomesContingency Reserve which is reflected in the Long Term Care and Seniors Services capital statement.
Overall revenue in 2020 is increasing by $899K, related to newbase community program funding, 2020 homes resident revenue increase and an estimated 1% increase in Ministry per diem funding. Operating costs increased $930K with considerations for cost of living increases, where applicable, increases in overtime and short term disability costs and the removal of the operatingtransfer to the Homes Contingency Reserve which is now reflected in theLong Term Care and Seniors Services capital statement.
Social and Community Services
Ontario Works The County of Simcoe administers both mandated and non-mandated programs through the Ontario Works department. Ontario Works provides both financial and employment supports to thosein need. Financial benefits under this program include income support, temporary care, drug benefits, medical benefits and funds for employment related expenses. Discretionary benefits under this program include emergency dental assistance for adults, funeral coverage, and assistance with health related items forose th in receipt of social assistance. Ontario Works also provides services to non-social assistance recipients which includes emergency dental and housing retention benefits.
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2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 65,640 65,365 72,160 72,358 70,412 (1,946) (1,748) Ontario Works Expenses 66,670 65,573 72,754 73,141 71,039 (2,002) (1,615) Operating Balance (1,029) (209) (594) (783) (727) 56 (134)
The 2020 Ontario Works budget is calculated based on a caseload of 5600. Given the decline in caseload in recent years, 2020will continue to focus on caseload monitoring as well as targeted employment support strategies for clients with multiple barriers. In addition, the augmentation of the Case Management Tracking Tool will support the case worker function by providing real time data and outcome measures that will enable staff to more efficiently and effectively support clients while reducing manual processes. With the provinces shift toward targeted employment outcomes, taffs will be realigning program delivery that aligns with provincial priorities. Staff will also be closely monitoring the provinces Employment Services Transformation that will see the piloting of three regional prototypes. The three Service System Managers will have oversight for delivery of stronger, locally-focussed employment and social assistance services that help individuals find andetain r employment. 2020 will also see the introduction of an Integrated Service Hub model that will provide onsite supports through a arietyv of partnerships with community agencies within the Barrie Ontario Works office. The hub will link clients who are experiencing a number of hallengesc to community supports onsite. Subsidies are to decrease in 2020 due to 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.
Children and Community Services The County is responsible for planning, funding, and managinghe t local Licensed Child Care and Early Years System comprising a number of mandated programs including Licensed Child Care Fee Subsidy. Through over 220 contracts with local service providers, funding is allocated to agencies delivering special needs resourcing for preschool children, and to child care operators to sistas with improved staff compensation, repairs and maintenance, general operating costs, and child care affordability. EarlyON Child dan Family Centres provide a range of on-site supports and services for families and caregivers, with an emphasis on healthy child development and social engagement. To date there are nine main EarlyON sites and 25 satellite sites across Simcoe County, managed by four lead agencies.
The County is also responsible for planning, funding, and managing local homelessness prevention service delivery, poverty reduction initiatives, and shelter retentionprograms. Through the Local Immigration Partnership Initiative, the County works with community partners to support improved social and economic outcomes for immigrants in Simcoe County.
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2020B vs 2017 2018 2019 2019 2020 2020B vs 2019F 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Children and Revenues 42,686 62,595 59,145 62,207 56,424 (5,784) (2,721) Community Expenses 46,009 65,497 62,315 65,340 60,295 (5,045) (2,020) Services Operating Balance (3,322) (2,902) (3,171) (3,133) (3,871) (738) (701)
Children and Community Services will continue to engage local takeholderss in identifying opportunities for enhanced client service across the homelessness prevention and licensed child care systems respectively. EarlyOn Child and Family Centres will retain their focus on strengthened service provision for vulnerable populations across the County. Within the context of a larger poverty reduction strategy, the regionalized Housing First Program will continue to assist homeless individuals in moving to positions of greater health and autonomy.
In 2019, the province introduced new cost sharing requirementsfor Children Services, to be implemented over 2020, 2021, and 2022 respectively. For 2020, Consolidated Municipal Service Managers are being asked to cost-share Child Care Expansion Funding at a ratio of 80% provincial and 20% municipal. Expansion funding ash historically been 100% provincial dollars. Children and Community Services will see the reduction of two full-time permanent staff which is not anticipated to affect client serviceevels. l These staffing reductions align with efforts to redesign work-flows across the full department, with an emphasis on integration of LEAN approaches and resulting efficiencies.
Social Housing The Social Housing Department is responsible for the planning and service delivery of both social and affordable housing programs which provide a range of community housing options to seniors,families and single individuals.
The Social Housing Department has two distinct areas of responsibility. The first area includes the administration of non-profit housing, whereby the County issues subsidies to non-profit providers and ensures compliance with the Housing Services Act asell w as implementing joint federal and provincial affordable housing programs. The second area is the direct management of County owned public housing.
In January 2014, County Council approved a 10-Year Affordable Housing and Homelessness Prevention Strategy. The strategy includes a target to increase the supply of affordable housing by 2,685 new affordable housing units throughout the region by2024.
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2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Simcoe County Revenues 11,194 11,802 12,798 12,891 14,658 1,767 1,860 Housing Expenses 14,183 15,006 16,156 15,852 18,206 2,354 2,050 Corporation Operating Balance (2,989) (3,204) (3,357) (2,961) (3,548) (587) (190)
The Simcoe County Housing Corporation (SCHC) will move tenantsinto the completed Wasaga Beach affordable housing development in early 2020, and will complete construction and move tenants into the new Township of Tay housing location in late 2020. As well, preliminary site design on the affordable housing development in the City of Orillia will be underway as partof a larger hub development. Other affordable housing development opportunities will continue to be explored in 2020. To address the increased operational needs of the new affordable housing complexes, as well as to assist social housing tenants with socialork w supports across the portfolio, and to implement capital repairjobs, 3.2 full-time equivalent staff are included in the 2020 udget.b
2020B vs 2020B vs 2017 2018 2019 2019 2020 2019F 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 16,192 26,150 20,424 34,045 20,147 (13,898) (277) Social Housing- Non-Profit Expenses 27,913 39,327 33,209 46,336 32,730 (13,606) (479) Operating Balance (11,721) (13,178) (12,785) (12,291) (12,583) (292) 203
The 10-Year Affordable Housing and Homelessness Prevention Strategy continues to guide the activities in the non-profit (NP) community housing system. This includes addressing the urgent repair needs of legislated social housing providers, in particular from a risk mitigation perspective in the County’s role as Service Manager. A 0.5 full-time equivalent staff is included inhe t 2020 NP budget, which is combined with 0.5 full-time equivalent staffn i SCHC for a position that will support capital repair projects across the housing system. Initiatives such as the secondary suites andent r subsidy programs continue to assist the County in achieving its affordable housing targets by 2024, as a complement to the Federal-Provincial affordable housing programs. It is anticipated that more information will be forthcoming on streamlined access to ommunityc housing and new funding programs from both the Federal and Provincial governments.
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Engineering, Planning & Environment
Transportation & Engineering The Transportation & Engineering department delivers the operational, maintenance, and construction services required for the County's road and bridge system. This is accomplished throughthe daily maintenance activities, an aggressive program of rehabilitation and reconstruction of the road and bridge infrastructure, and through the application of effective traffic operation and planning principles. The demand for growth is a major challenge facing the County transportation system. The department's goal is to ensure an acceptable level of service is maintained at all times.
Transportation & Engineering Construction continues to advanceroad construction and rehabilitation projects. In 2020, the previous budget allocation for the Holland Marsh Drainage Commission is now complete resulting in an overall reduction of expenses.
2020B vs 2020B vs 2017 2018 2019 2019 2020 2019F 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Transportation Revenues 5,820 6,434 6,428 6,603 6,556 (46) 129 and Engineering Expenses 7,733 8,863 9,784 9,946 9,160 (786) (624) - Construction Operating Balance (1,913) (2,429) (3,357) (3,343) (2,604) 739 753
Transportation & Engineering maintenance department is responsible for maintenance of 1,800 lane kilometres of County roads, 062 bridges and structures, 60 major signalled intersections plus secondary traffic control devices.
2020B vs 2020B vs 2017 2018 2019 2019 2020 2019F 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change
Transportation Revenues 500 660 595 595 603 7 7 and Engineering Expenses 13,848 14,073 14,348 14,393 14,559 165 211 - Maintenance Operating Balance (13,347) (13,413) (13,753) (13,798) (13,956) (158) (203)
Transportation & Engineering Maintenance will continue to evaluate standard operating procedures for their activities to identify necessary updates and potential efficiencies. It has been recommended to revise the way winter road patrol is completed to allow
Page 53 of529 for more operational flexibility and provide a more amenable shift schedule which will require one FTE (two seasonal staff).
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Solid Waste Management The Solid Waste Management department is divided into facilityrelated activities and waste collections. Facilities include managing waste disposal facilities, monitoring site diversion projects composting,( electronics, tire programs etc.), maintaining environmental compliance for waste disposal facilities and future capacity planning. Waste collections includes contracts and collectionsor f residential waste, curbside diversion projects, green bin program, blue box, special collections, waste auditing of collections, contractors and enforcement of waste management.
2020B vs 2020B vs 2017 2018 2019 2019 2020 2019F 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 14,759 15,178 12,708 12,783 11,521 (1,263) (1,188) Solid Waste Expenses 40,504 42,826 43,317 43,862 45,121 1,259 1,804 Management Operating Balance (25,746) (27,648) (30,609) (31,079) (33,600) (2,521) (2,991)
Solid Waste Management budgeted recycling revenues have significantly declined due to a decrease in market rates for paper refib sales. Operating expenses have increased due to a combination of unit growth (servicing costs) and other expenses related to tonnage increases and new contracts for waste transfer, haulage and processing.
Forestry The Forestry department is primarily responsible for the Simcoe County forest, including long-term strategic planning, forest management (harvesting, reforestation, and invasive species management), property and infrastructure maintenance, and the management of recreational uses including compliance. The Forestry department is also responsible for the continued expansion of the Simcoe County forest through strategic land acquisitions.Forestry administers the Forest Conservation By-law.
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2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 1,756 2,272 1,676 1,976 1,747 (230) 70 Forestry Expenses 1,932 2,449 1,676 2,066 1,840 (226) 164 Operating Balance (176) (177) 0 (90) (94) (4) (94)
In 2020, the County will continue with their forest and habitat restoration project for the Kirtland’s Warbler at the Packardforestry tract. Where opportunities exist, forestry operations, infrastructure enhancements and property acquisitions will continue.No major operational changes are expected in the upcoming year.
Planning & Economic Development The Planning Department develops and maintains the County of Simcoe Official Plan and nsurese conformity to provincial policy. The County of Simcoe is the approval authority for local Official Plans and subdivisions for some municipalities. The department assists other county departments on land use matters. The department also administers the Trails Connecting Communities program and the Transit Assistance program.
The Economic Development department is responsible for regional efforts to support the attraction, retention, and expansion of businesses and business opportunities within Simcoe County. It also promotes all areas of Simcoe County to potential investors including key regional assets (e.g. airports, railway). The department also co-ordinates and supports our regional partnerso t help foster and build capacity for a regional approach to economic evelopmentd activities.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Planning and Revenues 145 647 306 1,106 611 (495) 305 Economic Expenses 4,659 5,180 5,144 5,938 5,576 (363) 432 Development Operating Balance (4,514) (4,533) (4,837) (4,832) (4,965) (132) (127)
In 2019, a one-time $50K economic development grant was provided to ourlocal municipal partners to be utilized on economic development initiatives. It is not anticipated that this program will be repeated, which will result ina reduced use of reserve funds as compared to last year. The Planning department will be initiating a number of activities related to the Municipal Comprehensive Review as well as the updating of the Transportation Master Plan in 2020. Page 55 of529
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Transit The Transit department launched a regional transit system connecting major hubs within the County of Simcoe with conventional buses. The transit system also includes a specialized transit service for persons with disabilities as part of the service plan. The objective is to provide transportation options to all segmentsof the population.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B Department ($000's) Actual Actual Budget Forecast Budget Change Change Revenues 48 29 747 1,095 1,391 296 645 Transit Expenses 48 804 3,009 2,966 4,630 1,664 1,620 Operating Balance 0 (775) (2,262) (1,871) (3,238) (1,368) (976)
The addition of two transit routes in 2019 increased costs of operations relating to service contract costs, stop maintenance and vehicle expenses. In addition, Transit also assumed the inter-municipal service from Collingwood to Wasaga Beach. Fare revenues are increasing based on route expansion. Provincial Gas Tax funding is based on several factors including ridership history. As Simcoe County LINX remains in its infancy, the exact change infunding is difficult to anticipate. The Transit department will be initiating two more routes in 2020; Alliston via Beeton to Bradford and Penetanguishene / Midland via Tay and Severn Townships to Orillia.
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Operational Requests
Operational requests are changes to the existing County of Simcoe programs, services and operations. Expenditure Request Forms are included in the department budget for expenditures which commit the County to more than one budget term or are greater than $50K.
Operational Requests by Department Gross Net County Division Department Title Expenditures Impact ($000's) ($000's) Planning Analysis Model Update 120 0 Paramedic Services Cardiac Arrest Response Evaluation 60 41 Health and Emergency and Pilot Services Emergency Management Community Safety & Wellbeing plan 60 60 Long Term Care and Seniors Social Worker 67 52 Services 2020 Operational Requests by Department 307 154
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Staffing
The County employs more than 1,960 full and part-time Salaries and Benefits employees including seasonal staff which equates to Salaries and Benefits have increased by $4.9M (or 3.3%) over approximately 1,445 Full Time Equivalent (FTE) staff. the 2019 budget.
An FTE is calculated by determining the total staffing hours This increase consists of the following:
required to provide the service and dividing by a full time 1. $217K (or 0.14%) for 2019 County Council approved FTE’s. employee work hours. 2. $4.1M (or 2.7%) for compensation and benefits excluding The staffing change requests table outlines staffing changes staff changes. This includes COLA, salary progression, proposed for the budget. performance, union contracts and benefits increase. The benefit change consists of increased Health and Dental The staffing by department table illustrates the number of FTE rates as well as other statutory benefits. staff members required to deliver services to residents. 3. $627K (or 0.4%) for 2020 staff requests. A net of 6.9 Full Time Equivalent (or 0.5% increase). Details regarding staffing changes and staffing requests are outlined in the Department Budgets section.
Salaries & Benefits Summary ($000's) 2019 2020 $ 2020 vs 2019 (Budget) Budget Budget Variance %
Salaries and Benefits 150,067 155,009 4,942 3.3% 1) 2019 Staffing Council Approved FTE's 217 0.14% 2) Compensation & Benefit Adjustments 4,097 2.73% 3) 2020 Staffing Requests 627 0.42%
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Staffing Change Requests The table below summarizes the staffing addition requests and associated costs. Further details are included in the Department Budget sections.
Staffing Change Requests Gross Net Expenditures # of County Division Department Job Title Wages & FTE Impact Benefits ($000's) ($000's) Information Technology Database Application Specialist II 1.0 109 109 Fleet Supervisor 1.0 109 109 Corporate Real Estate Assistant (1.0) (50) (50) Procurement, Fleet and Performance Real Estate Coordinator 1.0 67 67 Property Maintenance and Facilities worker 0.5 32 32 (Part-Time) Advanced Care Paramedic 2.0 253 175 Paramedic Services Primary Care Paramedic 2.3 263 181 Health & Emergency Logistics Technicians 2.8 197 136 Services Emergency Management Emergency Management Intern (0.3) (19) (19) Long Term Care and Long Term Care and Seniors 0.9 57 46 Seniors Services Services Staffing
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Staffing Change Requests (continued)
Staffing Change Requests Gross Net Expenditures # of County Division Department Job Title Wages & FTE Impact Benefits ($000's) ($000's) Ontario Works Supervisor (1.0) (136) (33) Family Support Worker (2.0) (209) (50) Ontario Works Quality Assurance Worker (1.0) (104) (25) Addiction Service Worker (2.0) (177) (43) Children & Community Children Services Program Manager (1.0) (162) 0 Social & Community Services Children Services Clerical Support (1.0) (63) 0 Services Building Superintendent - Tay 1.0 80 55 Development Simcoe County Housing Student - 2 Positions 0.7 20 14 Corporation Social Worker 1.0 98 68 Junior Facilities Engineer 0.5 50 35 Non-Profit Housing Junior Facilities Engineer 0.5 50 35 T & E Maintenance Seasonal Labourer/Truck Driver 1.0 67 67 Engineering, Student 0.4 14 14 Planning & Equipment Operator - Collingwood 0.3 22 22 Solid Waste Management Environment Equipment Operator - 0.3 21 21 Grinder/Screener Transit Student 1.0 38 38 Total Staffing Change Requests 8.9 627 1,003
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Staffing by Department
The table below summarizes the FTE count by department. Further details are included in the Department Budget sections.
Staffing by Department (FTE'S) 2019 2019 2019 2020 2020 FTE'S PER DEPARTMENT End of Budget * Approved Requests Budget Contract Warden, CAO, CAO 3.0 3.0 Clerks and Archives Clerk 7.3 7.3 Archives 8.0 8.0 Communications 10.0 10.0 Customer Service 11.6 11.6 Service Simcoe Library 5.0 5.0 Museum 18.7 18.7 Tourism 6.3 6.3 Finance 34.3 34.3 Human Resources 22.5 22.5 Corporate Performance Information Technology 40.3 1.0 41.3 Legal 4.0 4.0 Procurement, Fleet & Property 32.5 1.5 34.0 Health & Paramedic Services 253.6 7.1 260.7 Emergency Emergency Management 2.6 (0.3) 2.3 Services Long Term Care and Seniors Services 547.9 1.9 0.9 550.7
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Staffing by Department (continued)
Staffing by Department (FTE'S) 2019 2019 2019 2020 2020 FTE'S PER DEPARTMENT End of Budget * Approved Requests Budget Contract Social & Ontario Works 147.7 (6.0) 141.7 Community Children and Community Services 42.5 1.0 (1.0) (2.0) 40.5 Services Simcoe County Housing Corporation 45.0 3.2 48.2 Social Housing - Non-Profit 12.8 0.5 13.3 Roads - T&E - Construction 10.8 10.8 Roads - T&E - Maintenance 72.5 (1.0) 1.0 72.5 Engineering, Planning & Solid Waste Management 78.1 1.0 79.1 Environment Forestry 6.7 6.7 Planning, Economic Development 18.7 18.7 Transit 2.0 1.0 3.0 Total Staffing by Department 1,444.5 2.9 (2.0) 8.9 1,454.2 * 2019 adjusted for organizational changes 2020 Budget Net Change 6.9 Percentage of total FTE's 0.5%
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Capital Projects
The capital budget includes total expenditures of $91M. A Simcoe Village is planned to include a larger long term care significant portion of the capital program is to service growth in home with 156 beds, seniors co-housing, affordable housing the County while the balance of the budget is for the apartment units, life lease suites, life lease garden homes, rehabilitation and/or replacement of existing infrastructure. retirement living, rental townhomes and a village centre with retail amenities. The site development will also include space for future growth, including parking. The Barrie Simcoe Emergency Campus The operational hub component of Paramedic Services will be Simcoe County Housing Corporation located at the Emergency Services Campus. The campus The capital program includes two major facility developments. includes an active paramedic station to respond to calls locally The first is located in the Township of Tay. This development and also serves as the central book-on for vehicles and staff is utilizing a donated 3.2 acre parcel of land for the creation of that will start their shift at the campus and deploy to posts one new apartment building. This development is currently in across Barrie, Innisfil and Springwater. This will provide the construction phase for approximately 41 new affordable greater levels of geographic coverage for emergency housing units. The second major facility development is the response. site design for the affordable housing component at the former high school site in Orillia, which is anticipated longer-term to The campus will also house central stores and will be the main be part of a larger regional hub development. logistics hub for Paramedic Services. This will provide preventative maintenance and decontamination programs for The main goal of the planned developments is to maximize equipment and vehicles and will allow for greater efficiency in County owned lands for the purpose of increasing the supply delivering needed supplies to allparamedic stations within the of affordable housing while creating a more sustainable, County. It will also contain facilities for required continuing energy efficient housing portfolio with prudent annual medical education. This project is in partnership with the City operating costs and consolidation of hub services where of Barrie and the Barrie Police Services. appropriate. These development plans support the County's 10-Year Affordable Housing and Homelessness Prevention Simcoe Village Redevelopment Strategy and make a significant contribution towards targets in The 2020 budget includes the first year of expenses towards these regions of the County. the redevelopment of Simcoe Manor and Simcoe Village into a combined campus referred to as Simcoe Village. The new
campus like setting will be similar to Georgian Village.
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Transportation and Engineering Construction CR 22 The capital plan includes a shift in focus from CR90, now This project includes improvements through the Horseshoe mostly complete, to other major road reconstruction projects resort area between the 3rd and 4th Lines of Oro-Medonte with throughout the County. Examples of major multi-year projects intersections being converted to roundabouts, vertical with related road, bridge and intersection components are CR alignment upgrades, drainage and roadside protection 21, CR 4, and CR 22. In addition, bridge projects include improvements. Work in 2020 will continue with property some major rehabilitation to the Archie Duckworth Bridge in purchase and site preparations for construction to begin in late Angus and Tioga bridge in Adjala - Tosorontio. 2020 or early 2021.
CR 21 CR 93 Balm Beach - Penetanguishene The road will be reconstructed to a wider four lane cross This project includes paved shoulders and off road trails along section including a paved median with both rural and urban CR 93 from Hwy 12 north through the Town of Midland to the sections as well as improvements to intersections including Town of Penetanguishene limit, as well as construction of a turning lanes and signal upgrades at intersections. 2020 work roundabout at the intersection of CR 93 and Vinden/Golf Link will include continuation of road construction from the Road. This project is a joint effort between the County and the intersection of CR 4 heading east into Alcona. This project Towns of Midland and Penetanguishene. includes the road section from CR 27 east to the 20th Sideroad of Innisfil, a total distance of approximately 12 km. Transportation and Engineering Maintenance The 2020 budget includes regular equipment replacement of a CR 4 one ton truck, a loader, and four plow trucks as per the fleet This project will include widening to a four lane cross section replacement schedule. Also included is an addition of a one including a paved median, horizontal and vertical alignment ton truck. adjustments, addition of auxiliary lanes and illumination upgrades at sideroad intersections and roadside protection. Solid Waste Management This project includes the road section from the north limits of The Solid Waste Management capital budget contains several the Town of Bradford, north to the intersection with CR 89, a equipment replacements that are recommended based on the distance of approximately 10 km. County’s Asset Management Plan which include the replacement of six pieces of equipment. In addition, projects include continued development of the Environmental Resource Recovery Centre (ERRC), site improvements and paving, and the closure of Site 12 - Sunnidale which includes the clean up of three smaller landfill sites.
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Transit In September 2016, County Council approved the Transit In 2020, the Transit department will be initiating two more Feasibility and Implementation Study and approved the short routes; Alliston via Beeton to Bradford and Penetanguishene / term plan. The plan includes five inter-municipal hub to hub Midland via Tay and Severn Townships to Orillia. Eight routes and the provision of accessible transportation services conventional buses and two speciality vans have been ordered to accommodate this expansion. for persons unable to use conventional fixed routes due to a
disability. The Midland to Barrie route was implemented in August 2018 with the purchase and deployment of four transit buses.
The second phase of the transit roll-out plan occurred in August 2019 which was the assumption of the Collingwood/Wasaga Beach Route and the addition of two new routes; Route 2 - Wasaga Beach via Clearview and Essa to Barrie, and Route 3 Orillia via Oro-Medonte to Barrie route. Seven transit buses were purchased for this phase of the transit system expansion. In addition, three specialty transit vans were also acquired for this phase of the transit system expansion in conjunction with the two specialty vans that are presently in service.
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Capital Projects ($000’s)
Project Description Total 2020 Gas City of City of County Department Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
ARC - Energy Efficiency Retro Project 882 264 0 0 211 0 0 0 53 ARC - Mobile Shelving Retrofit 60 60 0 0 0 0 0 0 60 ARC - Sign Replacement 40 40 0 0 0 0 0 0 40 Warden, CAO, Clerks and Archives 982 364 0 0 211 0 0 0 153 MUS - Building Repairs 135 135 0 0 0 0 0 0 135 MUS - C. Matthews Legacy Project 250 100 0 0 0 0 0 100 0 Service Simcoe 385 235 0 0 0 0 0 100 135 FIN - Asset Management Software 500 500 0 0 0 0 0 0 500 HR - Employee/Manager Self Service 225 70 0 0 0 0 0 0 70 HR - SAP Payroll Enhancements 53 53 0 0 0 0 0 0 53 IT - Infrastructure Improvements 781 781 0 0 0 0 0 0 781 PFP - Administration Building Components 500 500 0 0 0 0 0 0 500 PFP - Fleet Maintenance Vehicle 50 50 0 0 0 0 0 0 50 PFP -Compressed Natural Gas Fill Station 35 35 0 0 0 0 0 0 35 Corporate Performance 2,144 1,989 0 0 0 0 0 0 1,989 PAR - Ambulance (Fleet) 198 198 0 123 0 51 11 0 14 PAR - Ambulance (Spare ratio) 396 396 0 246 0 102 21 0 27 PAR - Ambulance Replacement 1,015 1,015 0 0 0 260 54 0 701 PAR - Barrie Simcoe Emergency Campus 24,936 1,792 0 408 0 459 95 0 829 PAR - Central East Barrie Par Post 1,892 1,148 0 255 0 294 61 0 538 PAR - CPR Equipment 878 73 0 0 0 19 4 0 51 PAR - Springwater South Post 1,565 1,148 0 255 0 294 61 0 538 PAR - Station Site Improvements 50 50 0 0 0 13 3 0 35 PAR - Wasaga Beach Station 500 500 0 155 0 128 27 0 190
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Project Description Total 2020 Gas City of City of County Department Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
Paramedic Services 31,429 6,319 0 1,442 0 1,621 336 0 2,921 LTC - Future Capital Redevelopment 6,000 1,000 0 0 0 0 0 0 1,000 LTC - Homes & Villages Building/Equip 1,757 1,757 0 0 0 166 161 816 615 LTC - Simcoe Manor - Para-Transit Bus 155 155 0 0 0 0 0 155 0 LTC - Simcoe Manor Redevelopment 153,950 9,450 0 2,459 250 208 221 0 6,312 Long Term Care and Seniors Services 161,862 12,362 0 2,459 250 374 382 971 7,927 SCHC - Affordable Development - Orillia 1,000 1,000 0 324 0 256 53 100 266 SCHC - Affordable Development - Tay 13,447 4,288 0 2,286 3,886 103 21 (2,008) 0 SCHC - Blake Street East 135 135 0 0 0 35 7 41 52 SCHC - Blake Street West 410 410 0 0 0 105 22 124 159 SCHC - Brooks Street 36 36 0 0 0 9 2 11 14 SCHC - Gignac Drive 77 77 0 0 0 20 4 23 30 SCHC - High Street 80 80 0 0 0 21 4 24 31 SCHC - Matthew Way 562 562 0 0 0 144 30 170 218 SCHC - Miller Park Avenue 145 145 0 0 0 37 8 44 56 SCHC - Napier Street 439 439 0 0 0 113 23 133 171 SCHC - Nelson Street 42 42 0 0 0 11 2 13 16 SCHC - Oxford Street 49 49 0 0 0 13 3 15 19 SCHC - Peter Street 99 99 0 0 0 25 5 30 38 SCHC - Regent Street 93 93 0 0 0 24 5 28 36 SCHC - Sophia Street 117 117 0 0 0 30 6 35 46 SCHC - St Paul Street 251 251 0 0 0 64 13 76 97 SCHC - Tecumseth Street 95 95 0 0 0 24 5 29 37 SCHC - Yonge Street 52 52 0 0 0 13 3 16 20 Simcoe County Housing Corporation 17,130 7,971 0 2,610 3,886 1,048 217 (1,097) 1,308 RDS - 2020 Active Transportation 6,450 400 0 0 0 0 0 0 400 RDS - Archie Duckworth Bridge 1,899 1,771 1,771 0 0 0 0 0 0 Page 67 of529
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Project Description Total 2020 Gas City of City of County Department Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
RDS - Bailey Creek Bridge 1,764 1,650 1,650 0 0 0 0 0 0 RDS - Browns Creek Bridge 2,330 2,160 2,160 0 0 0 0 0 0 RDS - Canal Road Bridge 1,750 1,200 0 0 0 0 0 0 1,200 RDS - Con 3/4, Lot 12 Culvert 1,963 75 0 0 0 0 0 0 75 RDS - Con 7, Lot 25 Culvert 2,033 75 0 0 0 0 0 0 75 RDS - Con 8/9, Lot 8 Culvert 1,817 75 0 0 0 0 0 0 75 RDS - County Road 1 Culvert 1,060 880 880 0 0 0 0 0 0 RDS - County Road 17 Bridges 3,078 2,691 2,691 0 0 0 0 0 0 RDS - County Road 21 73,721 9,550 0 7,568 400 0 0 0 1,582 RDS - County Road 22 21,134 3,098 0 2,612 0 0 0 0 486 RDS - County Road 27 56,658 100 0 91 0 0 0 0 9 RDS - County Road 4 160,992 4,191 0 3,918 0 0 0 0 273 RDS - County Road 53 Innisfil 20,280 100 0 85 0 0 0 0 15 RDS - CR 10 - Mitchell Bridge 3,283 50 0 25 0 0 0 0 25 RDS - CR 10 - Thompson Culvert 1,184 1,056 0 528 0 0 0 0 528 RDS - CR 21 / CR 56 4,221 220 0 0 0 0 0 0 220 RDS - CR 22 ERRC Intersection 1,000 800 0 744 0 0 0 0 56 RDS - CR 27 / 5th Line Intersection 8,403 2,643 0 2,482 0 0 0 0 161 RDS - CR 44 - Con 13, Lot 28 Culvert 1,744 352 0 0 0 0 0 0 352 RDS - CR 53 / Carson Rd Intersection 4,318 90 0 0 0 0 0 0 90 RDS - CR 56 - Con 6/7, Lot 24 Culvert 2,650 2,200 0 0 0 0 0 0 2,200 RDS - CR 88 / 5th SR Intersection 6,837 370 0 345 0 0 0 0 25 RDS - CR 9 W - Slope Stabilization 2,466 200 0 0 0 0 0 0 200 RDS - CR 93 - Balm Beach-Penetanguishene 10,326 7,058 0 2,731 952 0 0 0 3,375 RDS - Holland River Bridge 6,656 750 0 375 0 0 0 0 375 RDS - McArthur Culvert 953 853 443 0 0 0 0 0 410 RDS - Nottawasaga Mono Adjala Bridge 1,865 61 0 0 0 0 0 0 61 Page 68 of529
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Project Description Total 2020 Gas City of City of County Department Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
RDS - Old Fort Overhead Bridge 2,293 70 0 0 0 0 0 0 70 RDS - Pick Up Truck Replacement 35 35 0 0 0 0 0 0 35 RDS - Singhampton Bridge 490 440 0 0 0 0 0 0 440 RDS - Sturgeon River Bridge 984 66 0 0 0 0 0 0 66 RDS - Tioga Bridge 5,193 4,367 4,367 0 0 0 0 0 0 RDS - Vigo Bridge 9,526 625 0 313 0 0 0 0 313 RDS - Walkers Creek Culvert 000345 2,552 100 0 0 0 0 0 0 100 RDS - Wilcox Bridge 916 86 0 0 0 0 0 0 86 RDS - Willow Creek Structures 7,390 276 0 0 0 0 0 0 276 Transportation and Engineering - Construction 442,215 50,784 13,961 21,816 1,352 0 0 0 13,655 RDS - 1 Ton Truck 70 70 0 0 0 0 0 0 70 RDS - 1 Ton Truck Replacement 70 70 0 0 0 0 0 0 70 RDS - 2020 Traffic Signal Improvements 200 200 0 0 0 0 0 0 200 RDS - Loader Replacement 220 220 0 0 0 0 0 0 220 RDS - Midhurst Garage Equipment Shed 700 700 0 0 0 0 0 0 700 RDS - Orr Lake Garage Dome Upgrade 120 120 0 0 0 0 0 0 120 RDS - Plow Truck Replacement 1,122 1,122 0 0 0 0 0 0 1,122 RDS - Ramara Garage Components 420 420 0 0 0 0 0 0 420 Transportation and Engineering - Maintenance 2,922 2,922 0 0 0 0 0 0 2,922 SWM - 53' Van Trailer 39 39 0 0 0 0 0 0 39 SWM - ERRC Organics Processing Facility 37,364 435 0 98 0 0 0 337 0 SWM - Excavator Replacement 310 310 0 0 0 0 0 161 149 SWM - Front End Truck Replacement 330 330 0 0 0 0 0 0 330 SWM - Loader Replacement 376 376 0 0 0 0 0 0 376 SWM - Roll Off Truck Replacement 257 257 0 0 0 0 0 0 257 SWM - Site 12 Landfill Closure 1,370 1,370 0 0 0 0 0 0 1,370 SWM - Site 7 Mara - Hydro Installation 150 150 0 0 0 0 0 0 150 Page 69 of529
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Project Description Total 2020 Gas City of City of County Department Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
SWM - Site Improvements and Paving 260 260 0 23 0 0 0 0 237 SWM - Walking Floor Trailer 200 200 0 0 0 0 0 125 75 Solid Waste Management 40,656 3,727 0 121 0 0 0 623 2,982 FOR - Pick-Up Truck Replacement 45 45 0 0 0 0 0 45 0 Forestry 45 45 0 0 0 0 0 45 0 TRN - Conventional Buses 3,890 3,890 0 0 0 0 0 1,402 2,488 TRN - Specialized Buses 310 310 0 0 0 0 0 0 310 Transit 4,200 4,200 0 0 0 0 0 1,402 2,798 Total 703,971 90,919 13,961 28,448 5,699 3,042 934 2,044 36,790
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Fleet Inventory by Department
This table highlights the vehicle purchases and disposals by department that meet the definition of tangible capital assets (TCA).
2020 Vehicle Budget 2020 Total 2020 Disposal Budget Total Division Department Vehicles Vehicle Budget # of # of Vehicles 2019 ($ 000's) Units Units 2020 Warden, CAO, Clerks & Warden 1 Archives 1 Automobile Library 1 Van 1 1 Pick-up Truck 1 1 Roll Off Truck 1 Museum Service Simcoe 1 Tractor 1 3 3 Tourism 1 Van 1 Procurement Fleet & Corporate Performance Property 6 Service Vehicles 50 1 7 43 Ambulances 1,608 10 7 46 18 ERVs 18 2 Logistic Support 2 Command 2 Paramedic Services 2 Post/PAD 2 Utility Vehicle 2 Health & Emergency Director/Adm 1 Services 1 Vehicle 68 1,608 10 7 71 Emergency Planning 3 Generator 3 4 Buses 155 1 1 4 Long Term Care and 2 Vans 2 Seniors Services 1 Pick-up Truck 1 7 155 1 1 7 Page 71 of529
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2020 Vehicle Budget 2020 2020 Total Disposal Budget Budget Total Division Department Vehicles Vehicle # of ($ # of Vehicles 2019 Units 000's) Units 2020 T&E - Construction 3 Pick-up Trucks 35 1 1 3 15 Pick-up Trucks 15 8 1 Ton Trucks 140 2 1 9 40 Plows 1,122 4 4 40 6 Graders 6 20/25 Ton Float 1 1 Trailer Engineering, Planning & 14 Loaders/Backhoes 220 1 1 14 Environment T&E - Maintenance 1 Excavator 1 1 Gradall 1 1 Forklift 1 7Tractors 7 2 Paint Trucks 2 1 Wood Chippers 1 97 1,482 7 6 98
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2020 Vehicle Budget 2020 Total 2020 Disposal Budget Total Division Department Vehicles Vehicle Budget # of # of Vehicles 2019 ($ 000's) Units Units 2020 2 Bulldozer 2 17 Loader 376 1 2 16 5 Roll Off Truck 257 1 1 5 4 Compactor 4 10 Pick-up Truck 10 1 Grass Cutter 1 1 Float Trailer 1 Walking Floor 200 1 9 8 Trailer 3 Excavators 310 1 4 5 MEU, Pup Trailer 5 Engineering, Planning & Solid Waste 7 Skid Steer 7 Environment Management 1 Forklift 1 5 Highway Tractor 5 1 Screening Plant 1 1 Shredder Trailer 1 2 Grinder 2 1 53' Trailer 39 1 2 1 Service Vehicle 1 1 Rock Truck 1 1 Dump Truck 1 1 Water Truck 1 1 Front End Truck 330 1 1 1 79 1,512 6 4 81
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2020 Vehicle Budget 2020 Total 2020 Disposal Budget Total Division Department Vehicles Vehicle Budget # of # of Vehicles 2019 ($ 000's) Units Units 2020 Forestry 6 Pick-up Trucks 45 1 1 6 3 32 passenger bus 495 1 3 Engineering, Planning & Transit 8 24 passenger bus 3,395 7 18 Environment 5 Para-Transit Vans 310 2 5 16 4,200 10 26
291 Total Vehicles 9,087 37 20 308
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Long Term Planning
Budgeting and the Long Term Plan Long term planning is a powerful tool to help make informed decisions to ensure the County’s future vitality and economic stability. The long term plan identifies and analyzes current and future events and their effect on the County’s short and long-range goals and objectives. Building upon these efforts, the 2020 budget and long term financial plan will refer to some of the major issues facing the County of Simcoe.
The budgeting process is an integral component of the cycle of planning, budgeting, forecasting, measuring activities and results. The foundation of these forward looking processes are the County’s strategic objectives and long term business plan. By remaining focused on these strategic initiatives we ensure that the Corporation’s plans, budgets, and forecasts reflect the actions and activities necessary to achieve the
strategic objectives and targets.
The County of Simcoe updates the strategic plan and long term financial plan annually which serves as a framework by which County departments, agencies and other municipal partners can align their goals and strategies, thereby making budgetary decisions more consistent, sustainable and transparent. The budget is a subset of these long term plans that encompasses directed and approved service levels, capital projects, debt levels and revenue sources.
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The long term plan reflects the nature of the planning process at the County of Simcoe. Several master plans drive the development of the long term plan. Included are: Long Term Financial Plan
Affordable Housing and Homelessness Prevention Strategy Rehabilitation/ Growth/ Improvement/ Ambulance Act Replacement Expansion Enhancement Child Care and Early Years Act,2014 ______ County of Simcoe Strategic Plan Costs required for Costs required to Expenditures that Development Charge Act ongoing maintain existing increase the level of Development Charge Background Study maintenance or levels of service for quality of service Environment Protection Act replacement of the County’s currently provided Forestry Management Plan existing assets increase population Housing Services Act Long Term Care Act Long Term Financial Plan Ontario Planning Act Ontario Provincial Standards Ontario Works Act Simcoe County Official Plan Solid Waste Management Strategy Transit Feasibility and Implementation Study Transportation Master Plan
Growth continues to be a primary driver of the budget and Long Term Financial Plan with the majority of the projects targeted for new capital infrastructure to address capacity and development demands. However, emphasis is placed on maintaining the County of Simcoe’s infrastructure and providing for its eventual replacement.
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Long Term Financial Plan
The annual budget becomes the base year for the long term financial plan. The 2020 budget plus the next four years of the long term financial plan have been included to better understand what financial requirements exist. Focusing on the long term will ensure that the County will continue to be in a strong financial position.
County of Simcoe 2020 2020 2021 2022 2023 2024 ($000's) Budget LTFP LTFP LTFP LTFP LTFP Operating Revenues Subsidies 203,108 199,986 200,776 201,806 208,459 209,231 Service Partners 26,537 25,729 26,640 28,569 28,842 27,549 Levy 174,201 174,114 180,206 186,512 193,039 199,794 Supplementary Taxes 3,752 3,000 3,000 3,000 3,000 3,000 User Fees 38,890 38,695 39,591 40,103 43,248 44,797 Miscellaneous Income 5,948 6,761 6,940 7,127 4,085 4,840 Transfer From Reserve 11,537 7,660 7,877 10,626 10,613 5,838 Total Revenues 463,973 455,945 465,031 477,744 491,286 495,049 Operating Expenses Client Benefit 141,724 137,419 137,668 141,992 142,197 134,980 Salaries 155,009 154,773 158,712 164,267 169,783 175,048 Administration 21,160 21,634 21,531 22,430 21,506 21,772 Facilities 26,808 26,609 27,435 28,059 29,912 30,686 Cost of Service Delivery 77,676 71,185 73,155 73,856 73,475 74,819 Transfer To Reserve 17,153 17,548 17,582 17,378 18,058 19,176 Total Expenses 439,529 429,169 436,083 447,983 454,932 456,481 Total Operating Balance 24,444 26,776 28,947 29,761 36,354 38,568
Capital Capital Revenue 54,129 53,929 59,607 87,431 105,381 80,770 Capital Expenses 90,919 98,845 95,463 150,600 172,167 138,106 Net Capital (36,790) (44,916) (35,857) (63,169) (66,787) (57,336)
Net Requirement (12,346) (18,141) (6,909) (33,409) (30,433) (18,768)
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Warden, CAO, Clerks and Archives Page 81 of529
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Warden, CAO, Clerks and Archives Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 000 0 0 0 0.0 0 0.0 Service Partners 46 46 47 47 48 1 2.0 1 2.0 User Fees 0 0 0 0 0 0 0.0 0 0.0 Miscellaneous Income 141 169 141 140 140 0 0.1 (1) (0.9) Transfer from Reserve 0 0 0 0 0 0 0.0 0 0.0 Total Revenues 187 215 188 187 188 1 0.6 0 (0.2) Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 2,153 2,315 2,584 2,580 2,753 173 6.7 170 6.6 Administration 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 214231 1 (29) (95.4) 0 (22.2) Total 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
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) Page 82 of529
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Warden, CAO, Clerks and Archives Net Department Requirement ($000’s)
2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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) Page 83 of529
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Warden, CAO, Clerks and Archives 2020 Budget vs. 2019 Budget Change
The change in expenses broken down by department is as The overall 2020 Warden, CAO, Clerks and Archives budget follows: includes a net department requirement (total operating and
capital) of $3.7M, compared to $3.8M in 2019, a decrease of $147K. Archives: Expenses are increasing by $27K mainly due to regular salaries and benefits increases due to a full year ofhe t new additional position. Operating The Warden, CAO, Clerks and Archives operating budget CAO: Expenses are increasing by $18K due to increases in includes a total operating balance of $3.5M, compared to administration expenses and regular salaries and benefit $3.4M in 2019, an increase of $137K. allocation increases.
Salaries and Benefits are anticipated to increase in 2020 by Clerks: Expenses include regular salaries and benefits $170K. This increase is mainly attributed to Warden & Council increases which are offset by decreases in administrative salaries, per diem and related benefits resulting in an increase expenses. of $114K. The remaining costs of $56K represent the standard salaries and benefit allocation increases across the three Warden & Council: Expenses are increasing by $83K and departments: CAO, Clerks and Archives. include an increase in salaries and benefits of $114K. This increase is partially offset by reductions in administrative Administration costs are expected to decrease by $29K. expenses related to the Simcoe County Conference not being Lower costs are associated with the Simcoe County undertaken in 2020 and small decreases in special events and Conference being held every other year. Other administrative public relation expenses. costs are also reduced based on recent costing trends.
Facilities costs are projected to decrease by $1K. Capital
The Department's Capital budget is $364K. The details for Cost of Service Delivery is planned to decrease by $2K. each project are on the Request Form(s) included.
Transfer to Reserve will not change in 2020.
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Warden, CAO, Clerks and Archives 2020 Budget vs. 2019 Forecast Change
Cost of Service Delivery is planned to decrease by $4K. This The overall 2020 budget for Warden, CAO, Clerks and is due to lower special events and public relations costs in Archives includes a net department requirement (total 2020 Budget. operating and capital) of $3.7M, compared to $3.8M in the 2019 forecast, a decrease of $127K. Transfer to Reserve will decrease by $29K. The 2019 forecast Operating is higher than the 2020 budget due to 2019 grants from special events being moved into the reserve to purchase buses for The Warden, CAO, Clerks and Archives operating budget Long Term Care Homes. includes a total operating balance of $3.5M, compared to
$3.4M in the 2019 forecast, an increase of $158K. The changes in expenses broken down by department are as
follows: Salaries and Benefits are anticipated to increase in 2020 by
$173K. This increase is mainly attributed to changes related to Archives: Expenses are increasing by $84K mainly due to Warden and Council compensation as per Council Directive. regular salaries and benefits increases. The 2019 forecast Also, salaries and benefits in Clerks and Archives departments includes a decrease in salaries and benefits due to a delay in are forecasted to be below 2019 budget due to vacancies hiring new staff, and other small decreases in administration related to staff turnover and delay in hiring new staff. related to new staff.
Administration costs are expected to increase by $16K. This is CAO: Expenses are increasing by $20K due to increases in due to a combination of three factors. The first item is the administration expenses and regular salaries and benefit 2019 forecast is lower than the 2020 budget due to the 2019 allocation increases. grants being reallocated internally to the reserve account to Clerks: Expenses are increasing by $28K and include an purchase the buses for Long Term Care Homes. The second increase in regular salaries and benefits reflecting staff item is the 2020 budget is lower than the forecast because of turnover in 2019 and a small increase in administration costs the Simcoe County Conference being held every second year. due to one time forecast adjustments. Finally, staff training and other administrative costs were
forecasted to be lower than the budget. Warden & Council: Expenses are increasing by $26K and Facilities costs are projected to increase by $2K. include an increase in salaries and benefits of $57K. The per
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diem forecast in 2019 was adjusted due to lower than Capital anticipated attendance at the facility orientation tours and The Department's 2020 Capital budget is $364K. The details some sub-committees were established later in the year than for each project are on the Request Form(s) included. 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. Page 86 of529
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Warden, CAO, Clerks and Archives Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
ARC - Energy Efficiency Retro Project 882 264 0 0 211 0 0 0 53 ARC - Mobile Shelving Retrofit 60 60 0 0 0 0 0 0 60 ARC - Sign Replacement 40 40 0 0 0 0 0 0 40 Total Capital 982 364 0 0 211 0 0 0 153 Page 87 of529
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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 Impact of not proceeding
The Federation of Canadian Municipalities has approved The County may need to pay the full cost of the wall insulation funding for Archives building efficiency upgrades (including and cladding and door upgrades in coming years to ensure that 2020 exterior wall insulation and cladding, door upgrades, and Archives' collections stored in the older parts of the building are a rooftop solar power generating installation). The funding protected from temperature and humidity fluctuations near covers 80%. The remaining 20% is to be covered by the exterior walls. Archives power usage will continue to be higher County. than average facility costs and won't be offset by passive solar generation. The projects will increase the efficiency of Archives' environmental controls, reduce hydro usage, and ensure the on-going preservation of collections by reducing temperature Budget and humidity gradients in Archives storage vaults. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan
Capital Revenue 562 350 212 0 0
Capital Expense 882 617 265 0 0
Net Capital (320) (267) (53) 0 0 Net Expenditure (320) (267) (53) 0 0
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Archives Tangible Capital Asset (TCA)
Expenditure Title: Mobile shelving retrofit - flat and rolled storage capacity increase Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
Flat and rolled storage units are used to store maps, plans, and Larger flat records do not fit on existing shelves and may no technical drawings. The Simcoe County Archives will soon run longer be collected due to lack of storage options. Rolled out of large-format flat record storage and has run out of rolled records will be stored inefficiently on existing shelving and may record storage. be damaged when shelves are moved. Inefficient use of shelving designed for archival boxes will shorten the time to To increase capacity for these types of records, it is proposed capacity for the Archives. 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. Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Expense 60 0 60 0 0 Net Capital (60) 0 60 0 0 Net Expenditure (60) 0 60 0 0
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Archives Tangible Capital Asset (TCA)
Expenditure Title: Simcoe County Archives sign replacement Strategic Direction: C - Economic & Destination Development
Description and justification for expenditure Impact of not proceeding
The Simcoe County Archives' road sign has begun to decay. The Simcoe County Archives' road sign will continue to decay Paint is blistering and peeling, corrosion has appeared, sign and eventually become an eyesore. 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 Budget sign replacement is recommended. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Expense 40 0 40 0 0 Net Capital (40) 0 (40) 0 0 Net Expenditure (40) 0 (40) 0 0
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Service Simcoe Page 91 of529
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Service Simcoe Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 1.1 Transfer 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 0000 0 0 0.0 0 0.0 Salaries and Benefits 3,755 4,028 4,396 4,396 4,503 108 2.4 108 2.4 Administration 678 692 757 754 536 (218) (28.9) (221) (29.2) Facilities 378 323 356 401 358 (43) (10.7) 2 0.5 Cost of Service Delivery 1,199 1,005 1,442 1,445 1,545 100 6.9 103 7.1 Transfer 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 0.0 Net 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 Page 92 of529
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Service Simcoe Net Department Requirement ($000’s)
2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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) Total Operating Balance (5,695) (5,574) (6,401) (6,445) (6,503) (57) 0.9 (101) 1.6
Department Operating Expenses 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 Page 93 of529
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Service Simcoe 2020 Budget vs. 2019 Budget Change
Administration costs are expected to decrease by $221K. This The 2020 Service Simcoe budget includes a net department requirement (total operating and capital) of $6.6M, compared decrease is due to a reallocation of advertising and promotion to $6.5M in 2019, an increase of $151K. expenses in an effort to gain efficiencies. The offsetting increase is found within Cost of Service Delivery. The City of Barrie portion is $63K, an increase of $1K from 2019. The total Municipal requirement in 2020 is $6.7M Facilities costs are projected to increase by $2K. compared to $6.5M in 2019, an increase of $153K. Cost of Service Delivery is planned to increase by $103K. Operating Administration expenses for advertising and promotion have The Service Simcoe operating budget includes a total been reallocated to Cost of Service Delivery within the operating balance of $6.5M, compared to $6.4M in 2019, an Communications department to consolidate similar work and increase of $101K. gain efficiencies within the Service Simcoe portfolio accounting for an increase of $161K. This increase has been offset by a Subsidies are to decrease by $4K. The Museum operating decrease in program supplies and materials of $11K for the grant is decreasing slightly based on historical actuals and Library and $35K in Tourism as result of the completion of the partially offset by an small increase in Tourism grant revenue Barn Quilt project.
User Fees are to decrease by $8K. Transfer to Reserve will not change in 2020.
Miscellaneous Income is to increase by $1K. The changes in expenses broken down by departments as follows: Transfer from Reserve will decrease by $100K. The Museum will not be updating any of its galleries this year based on the Communications: Increases in expenses are primarily the planned cycle for gallery updates. This results in a lower result of salary increases due to the reorganization of staffo t Transfer from Reserve. the Communications department from the Tourism and Museum departments. With the movement of staff brings Salaries and Benefits are anticipated to increase by $108K. expenses for the advertising and promotion work that they will This includes collective agreement changes, standard salary perform within the department. These expenses have been Page 94 of529 increases and benefit increases.
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reallocated from Tourism, Museum and Library to centralize Public Engagement: The increase is a result of higher regular promotional efforts and gain efficiencies. salaries and benefits along with planned updates to office equipment. Library Co-Operative: The increase is mainly due to standard salary and benefit increases which have been offset by a Tourism: Salaries and Benefits have decreased as a result of decrease in program supplies and materials and the 1.0 FTE staff movement to Communications. As well, reallocation of advertising and promotion expenses to advertising and promotion, and printing expenses have been Communications. reallocated to Communications. Program supplies and material have also decreased with the completion of the Barn Museum: The decrease in expenses is mainly the result of 1.0 Quilt project. 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 Capital costs. As well, advertising andpromotion expenses have been The Department's Capital budget is $235K. The details for reallocated to Communications. Cost of Service Delivery each project are on the Request Form(s) included. decreased as there is no gallery update planned this year.
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Service Simcoe 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Service Simcoe includes a net Salaries and Benefits are anticipated to increase by $108K. department requirement (total operating and capital) of $6.6M, This includes collective agreement changes, standard salary compared to $6.5M in the 2019 forecast, an increase of and benefit increases. $107K. Administration costs are expected to decrease by $218K. This The City of Barrie portion is $63K, an increase of $1K from decrease is due to a reallocation of advertising and promotion 2019 forecast. The total Municipal requirement in the 2020 expenses in an effort to gain efficiencies. The offsetting budget is $6.7M compared to $6.6M in the 2019 forecast, an increase is found within Cost of Service Delivery. increase of $109K. Facilities costs are projected to decrease by $43K. This Operating decrease relates to a one-time costs incurred for fire related The Service Simcoe operating budget includes a total building repairs at the Museum. operating balance of $6.5M, compared to $6.4M in the 2019 forecast, an increase of $57K. Cost of Service Delivery is planned to increase by $100K. Administration expenses for advertising and promotion have Subsidies are to decrease by $6K. The Museum operating been reallocated to Cost of Service Delivery within the grant is decreasing based on historical actuals. Communications department to consolidate similar work and gain efficiencies for an increase of $161K. This increase has User Fees are to decrease by $7K. been offset by a decrease in program supplies and materials of $11K for the Library and $35K in Tourism as result of the Miscellaneous Income is to increase by $1K. completion of the Barn Quilt project.
Transfer from Reserve will decrease by $100K. The Museum Transfer to Reserve will not change in 2020. will not be updating any of its galleries this year based on the planned cycle for gallery updates. This results in a lower The changes in expenses broken down by departments are as Transfer from Reserve. follows: Page 96 of529
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as there is no gallery update planned this year and one time Communications: Higher expenses are primarily the result of costs for fire related repairs. salary increases due to the reorganization of staff to the Communications department from the Tourism and Museum Public Engagement: The higher expense cost is a result of departments. With the movement of staff brings expenses for regular salaries and benefits increases along with planned the advertising and promotions work they will perform within updates to office equipment. the department. These expenses have been reallocated from Tourism, Museum and Library to centralize promotional efforts Tourism: Salaries and Benefits have decreased as a result of and gain efficiencies. 1.0 FTE staff movement to Communications. As well, advertising and promotion, and printing expenses have been Library Co-Operative: The increase is mainly due to standard reallocated to Communications. Program supplies and salary and benefit compensation which have been offset by a material have also decreased with the completion of the barn decrease in program supplies and materials and the quilt project. reallocation of advertising and promotion expenses to Communications.
Museum: The decrease in expenses is mainly the result of 1.0 Capital FTE moving to Communications and 2.5 FTE maintenance The Department's 2020 Capital budget is $235K. The details staff moving to Procurement, Fleet, and Property. As well, for each project are on the Request Form(s) included. advertising and promotion expenses have been reallocated to Communications and Cost of Service Delivery has decreased Page 97 of529
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Service Simcoe Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
MUS - Building Repairs 135 135 0 0 0 0 0 0 135 MUS - C. Matthews Legacy Project 250 100 0 0 0 0 0 100 0 Total Capital 385 235 0 0 0 0 0 100 135 Page 98 of529
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Museum Tangible Capital Asset (TCA)
Expenditure Title: Building Repairs Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
As part of the Asset Management Plan, four building repair There is increased risk to the structural integrity of the building, projects are required for 2020: as well as future increased repair costs. Delaying these repairs Replacement of windows in the Living and Working gallery will likely result in higher repair costs, higher energy costs, and Interpretive 1 and 2 rooms potential emergency repair or replacement costs, and greater An engineering study on the replacement of four air handler risk to the building and the collection. units The replacement of air handler unit humidifiers in the old section Budget The replacement of fire sensors and installation of smoke Category 2019 & 2020 2021 Total 2022 + alarms in the old section of the Museum. ($000's) Prior Budget Plan Capital Expense 135 0 135 0 0 The windows in these areas were scheduled for replacement Net Capital (135) 0 (135) 0 0 as part of the Building Condition Assessment in 2020, and have Net Expenditure (135) 0 (135) 0 0 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. Page 99 of529
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Museum Tangible Capital Asset (TCA)
Expenditure Title: C. Matthews Legacy Project Strategic Direction: Select Strategic Direction
Description and justification for expenditure Impact of not proceeding
In 2017, the Simcoe County Museum received a bequest from The Matthews bequest was not time limited. However, the estate of the late Charles Matthews. Originally valued at continuing to engage architectural and engineering services $4.4M, the estate was completely settled in August 2019, and into 2020 will allow staff to source and seek opportunities for the Museum was bequeathed a final total of $5M. It was matching funds, as well as engage key stakeholders, such as directed by the estate that these funds be used for legacy Council, Museum Advisory Committee, Volunteers, and the capital projects related to the display, restoration and retention public. This will ensure that the project respects the memory of of museum collections, and/or the acquisition of museum Charles Matthews, and ensures the long term objectives of the artifacts. This 2020 proposal is a continuation of the 2019 Museum are achieved. 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. Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 250 150 100 0 0 Capital Expense 250 150 100 0 0 Net Expenditure 0 0 0 0 0
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Corporate Performance
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Corporate Performance Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 000 0 0 0 0.0 0 0.0 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 185 199 192 193 194 2 0.9 2 1.0 Miscellaneous Income 169 213 264 250 248 (2) (0.6) (16) (6.0) Transfer from Reserve 86 100 0 0 0 0 0.0 0 0.0 Total Revenues 440 512 456 442 442 0 0.1 (14) (3.1) Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 11,943 12,273 13,304 13,233 13,940 707 5.3 637 4.8 Administration 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 2.0 Cost of Service Delivery 2,898 2,985 3,378 3,349 3,447 98 2.9 69 2.0 Transfer to Reserve 229 150 150 150 150 0 0.0 0 0.0 Total Expenses 18,528 19,007 20,784 20,894 21,516 621 3.0 732 3.5 Total Operating Balance (18,087) (18,495) (20,328) (20,452) (21,073) (621) 3.0 (746) 3.7
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)
Net Department Requirement (19,506) (19,942) (22,351) (22,475) (23,062) (586) 2.6 (711) 3.2 Page 102 of529
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Corporate Performance Net Department Requirement ($000’s)
2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 Total Operating Balance (18,087) (18,495) (20,328) (20,452) (21,073) (621) 3.0 (746) 3.7
Department Operating Expenses 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) Page 103 of529
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Corporate Performance 2020 Budget vs. 2019 Budget Change
PFP department in 2019 to further improve efficiencies and The 2020 Corporate Performance budget includes a net reduce facility maintenance costs. Excluding these additions, department requirement (total operating and capital) of salaries would have increased by 2.1% which includes $23.1M, compared to $22.4M in 2019, an increase of $711K. changes relating to collective agreements and standard salary Operating and benefit increases.
The Corporate Performance operating budget includes a total Administration costs are expected to decrease by $2K. operating balance of $21.1M, compared to $20.3M in 2019, an Savings in consulting fees are offset by higher corporate increase of $746K. The changes in revenue and expenses training costs to improve security measures awareness within broken down by category are as follows. the Corporation. Tuition reimbursement costs and health and
safety training are also trending higher. User Fees are to increase by $2K. The increase reflects
inflationary changes. Facilities costs are projected to increase by $28K. This
reflects inflationary increases for utilities costs as well as Miscellaneous Income is to decrease by $16K. This results additional grounds maintenance costs related to new facilities. from the delay in fully utilizing IT services by member
municipalities. Cost of Service Delivery is planned to increase by $69K. This
is due to increases in software support and contracts costs Salaries and Benefits are anticipated to increase by $637K. related to new applications and increased users for existing This includes the addition of an IT Database Application applications. These additional costs are partially offset by Specialist to address current pressures to meet operational lower computer equipment and support costs resulting from demands. A reduction in consulting expenses offsets the costs streamlining of business processes and extending replacement of this position. The Procurement Fleet & Property (PFP) schedules for existing equipment. department is planning to add a Fleet Supervisor. The cost of
this position will be offset by reduced vehicle maintenance Transfer to Reserve will not change in 2020. The changes in expenses across the Corporation. The addition of a part-time expenses broken down by department are as follows: (0.5 FTE) Maintenance Worker will help to increase overall
efficiency within the Maintenance and Facilities Team. In
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Legal: The net increase in expenses of $31K reflect standard Finance: Expense increase of $87K reflects standard salaries salaries and benefits increases and a small reduction in and benefits increases and small inflationary increases in consulting fees. administration costs.
Procurement, Fleet & Property: The increased expenses of Human Resources: Higher expenses of $92K include $362K include the addition of 1.5 FTE, reclassification of the standard salaries and benefits increases, costs related to Real Estate Assistant position, 2.5 staff that moved from the promoting LEAN business processes across the corporation, Museum department and standard salaries and benefits employee psychological health and safety, and increased increases. The Fleet Supervisor will generate operational tuition reimbursement costs reflecting higher need to maintain savings that will offset the costs of this position. The addition skills and knowledge in the rapidly changing environment. of the part-time maintenance staff will increase overall
efficiency within the Maintenance and Facilities Team. Information Technology: Expense increase of $156K includes Salaries and benefits for the 2.5 FTEs transferred from the a new Database Applications Specialist to meet increased Museum department are cost neutral at the corporate level. operational demands and to reduce the utilization of consulting Additional expenses include a small increase for security resources. The cost of the new position is fully offset by cameras and grounds maintenance for new facilities. reduction in consulting expenses. Additional expenditures include increased software and support contracts costs which are partially offset by reductions in other expenses including Capital computer equipment and support costs resulting from changes The Department's Capital budget is $2.0M. The details for in replacement schedules. each project are on the Request Form(s) included.
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Corporate Performance 2020 Budget vs. 2019 Forecast Change
addition, two and a half staff have been moved from the The 2020 budget for Corporate Performance includes a net Museum to PFP department in 2019 to further improve department requirement (total operating and capital) of efficiencies and reduce costs. In addition, 2019 forecast was $23.1M, compared to $22.5M in the 2019 forecast, an increase of $586K. adjusted lower due to staff turnover.
Operating Administration costs are expected to decrease by $191K. The 2019 Forecast is higher mainly due to unplanned legal The Corporate Performance operating budget includes a total expenses related to Children & Community Services and HR operating balance of $21.1M, compared to $20.5M in the 2019 matters. forecast, an increase of $621K. The changes in revenue and
expenses broken down by category are as follows. Facilities costs are projected to increase by $7K. This reflects
inflationary increases in utilities costs as well as additional User Fees are to increase by $2K. The increase reflects grounds maintenance costs related to new facilities. inflationary changes.
Cost of Service Delivery is planned to increase by $98K. This Miscellaneous Income is to decrease by $2K. This results is due to an increase in software support and contracts costs from the delay in fully utilizing IT services by member related to new applications. These solutions support municipalities which is reflected in the forecast. operations as well as the increased number of users for
existing applications. Telecommunication services are also Salaries and Benefits are anticipated to increase by $707K. increasing due to Simcoe County Area Network (SCAN) costs This includes the addition of an IT Database Application related to upgrades and new locations. These additional costs Specialist to address current pressures to meet operational are partially offset by lower computer equipment and support demands. A reduction in consulting expenses offsets the costs costs due to changes in replacement schedules. of this position. The Procurement Fleet & Property (PFP)
department is planning to add a Fleet Supervisor. The cost of Transfer to Reserve will not change in 2020. this position will be offset by reduced vehicle maintenance The changes in expenses broken down by department are as expenses across the Corporation. The addition of a part time follows: (0.5 FTE) Maintenance Worker will help to increase overall
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Procurement, Fleet & Property: The increased expenses Finance: 2019 Forecast reflects a reduction in actual salaries include one and a half new FTE, reclassification of the Real compare to the 2019 budget due to staff turnover and Estate Assistant position, 2.5 staff moved from the Museum vacancies. This trend is not expected to continue into 2020. department and standard salaries and benefits increases. The
Fleet Supervisor cost is offset by reduced Fleet maintenance Human Resources: 2019 Forecast reflects an increase in legal costs across the corporation. The addition of the part time expenses and tuition reimbursement costs. This trend is maintenance staff will increase overall efficiency within the expected to continue in 2020 budget. Maintenance and Facilities Team. Salaries and benefits for
the two and a half FTEs transferred from the Museum are cost Information Technology: Increased expenses of $127K neutral at the corporate level. Additional expenses include a includes a new Database Applications Specialist to meet small increase for security cameras and grounds maintenance increased operational demands and to reduce the utilization of for new locations. The 2019 forecast includes an unplanned consulting resources. Total Salaries and benefits including the heat pump repair. standard increases are $162K higher than 2019 forecast. Additional expenditures include increased software and support contracts costs and Telecommunication services Capital related to Simcoe County Area Network (SCAN) costs are also The Department's 2020 Capital budget is $2.0M. The details increasing. These costs are partially offset by lower computer for each project are on the Request Form(s) included. The equipment costs resulting from changes to equipment change between the 2019 budget and 2019 forecast is due to replacement schedules. carry-over projects.
Legal: The 2019 Forecast includes an adjustment to
unplanned legal expenses related to Children & Community Services.
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Corporate Performance Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
FIN - Asset Management Software 500 500 0 0 0 0 0 0 500 HR - Employee/Manager Self Service 225 70 0 0 0 0 0 0 70 HR - SAP Payroll Enhancements 53 53 0 0 0 0 0 0 53 IT - Infrastructure Improvements 781 781 0 0 0 0 0 0 781 PFP - Administration Building Components 500 500 0 0 0 0 0 0 500 PFP - Fleet Maintenance Vehicle 50 50 0 0 0 0 0 0 50 PFP -Compressed Natural Gas Fill Station 35 35 0 0 0 0 0 0 35 Total Capital 2,144 1,989 0 0 0 0 0 0 1,989 Page 108 of529
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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 Impact of not proceeding
The Municipal Act Regulation O. Reg 588/2017 for asset If a qualified software solution is not implemented there willbe management planning sets out timelines and requirements that an increased risk of not meeting the Municipal Act requirements demand a significant level of system capabilities to collect and and a greater risk of inaccurate data or critical errors when analyze asset information. The County of Simcoe requires a preparing the County's asset management plan. 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 Budget inventory, condition and current performance of assets, levels Category 2019 & 2020 2021 of service, risk, life-cycle activities and growth and long-term Total 2022 + ($000's) Prior Budget Plan planning while being user friendly and requiring minimal IT support. Capital Expense 500 0 500 0 0 Net Capital (500) 0 (500) 0 0 Net Expenditure (500) 0 (500) 0 0 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. Page 109 of529
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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 Impact of not proceeding
Updates are planned to the Employee Self-Serve (ESS) and Currently, reports and processes are manual and as a result, Managers Self-Serve (MSS) module to continue to help work is time consuming. There is a risk for delays in reporting managers in their day-to-day tasks, saving time and reducing and subsequent actions as well as a greater probability of errors. Each process will be reviewed prior to automation to errors. 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. Budget
Category 2019 & 2020 2021 Changes in 2020 include: Total 2022 + ($000's) Prior Budget Plan • Allowing Sun Life dependant updates to be completed online Capital Expense 225 155 70 0 0 by employees. Net Capital (225) (155) (70) 0 0 • Allowing employees access to their current beneficiary Net Expenditure (225) (155) (70) 0 0 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
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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 Impact of not proceeding
The project includes the automation of the pay approval Time will continue to be spent inefficiently while timekeepers process under the Timekeeper Tools area of the portal, which manually print documents, take them or email them to would first require the confirmation/refinement of the hierarchal managers to review and approve, make corrections as needed structure within the organization. This would allow and re-print and send back to managers so managers can sign. Timekeepers to submit their payrolls for approval to the The document would then be scanned and sent to payroll. appropriate manager, ultimately sending the details to the Sometimes, multiple iterations of revisions are needed, making payroll department for processing. This would define the the process time consuming and frustrating. 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 Budget efficient. Confirming a single hierarchical structure to be used Category 2019 & 2020 2021 for all processes will build consistency, reduce errors, and Total 2022 + improve ease of understanding and communication. ($000's) Prior Budget Plan Capital Expense 53 0 53 0 0 Net Capital (53) 0 (53) 0 0 Net Expenditure (53) 0 (53) 0 0
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Information Technology Staffing
Expenditure Title: Database Application Specialist II Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The number of supported SAP interfaces and applications has If the Database Application Specialist II is not hired in 2020, a grown over the last several years, mainly driven by electronic decrease in service level operational support and client projects LEAN process improvement initiatives across the organization will be adversely impacted. As well, the team will continue to and the implementation of 3rd party software. While the lose operational knowledge of the applications and interfaces organization has seen an increase in staff efficiencies, the IT that are developed externally, resulting in longer turn around resources are now developing and supporting more end user times to fix and support SAP interfaces and applications. If applications. Supporting more interfaces and applications has existing commitments are to be delivered, an increase of $272K shifted the need to utilize more consulting resources throughout would be required from the IT operating budget. the year to complete project activities and operational support.
The new Database Application Specialist II, will ensure service Budget levels are maintained, continue to update and support our SAP Category environment, support operational and project tasks, and 2020 Budget maintaining support level documentation. ($000's) Salaries 109 Operating Expense 109 Net Expenditure (109) Page 112 of 529
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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 Impact of not proceeding
IT infrastructure consists of hardware, software, network and Email, security, server infrastructure equipment is required to security equipment. This infrastructure is the foundation forall maintain current operational requirements. of the information systems and applications. Each year the security, performance and capacity requirements are carefully The above enhancements respond to the overall risk reviewed to ensure the environment has the appropriate management requirements in order to maintain IT systems at resources. The scope of this infrastructure improvements the operational standard. A wide range of business includes servers, new applications, capital enhancements, applications are dependent on this infrastructure. storage area networks (SANs), wireless systems, and security. Based on this, planned improvements include: • Security Enhancements - $135K (SIEM security monitoring, Budget AI, Vulnerability Management, and a Security Assessment) Category 2019 & 2020 2021 • Server Equipment - $314K (server, SAN expansion, Backup Total 2022 + ($000's) Prior Budget Plan Expansion, Server Software); Capital Expense 781 0 781 0 0 • SAP application enhancements and improvements to Net Capital (781) 0 (781) 0 0 increase service levels and support the entire Corporation - Net Expenditure (781) 0 (781) 0 0 $192K • Wireless Upgrades - $140K Page 113 of 529
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Procurement, Fleet and Property Staffing
Expenditure Title: Fleet and Asset Supervisor Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The in-house fleet maintenance LEAN project resulted in If this position is not approved the six mechanics at three savings to the Corporation of over $700K in three years as separate locations will not have appropriate supervision, reported to Council in 2019. Due to the internal mechanic staff projected improvements in quality, cost savings and succession consolidation, the Fleet & Asset Manager now has 12 direct planning will not occur, and the current manager will continue reports, including the six mechanics located at three County with 12 direct reports that is not sustainable nor is it providing garages. From a management workload perspective this is not proper support for staff. 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 Budget this team and that quality, productivity and Key Performance Category Indicators (KPI) are closely monitored. This position will also 2020 Budget provide coverage for the Fleet & Asset Manager in the event of ($000's) absence and potentially for succession planning. The cost of Salaries 109 this position is completely offset by the continued and projected Operating Expense 109 savings from the in-house fleet maintenance program. Net Expenditure (109) Page 114 of 529
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Procurement, Fleet and Property Staffing
Expenditure Title: Maintenance and Facilities Worker 1 (Part-time) Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The Maintenance and Facilities Team cares for 40+ buildings If the position is not approved efficiencies will not be gained. including nine added since 2011. In 2019 the maintenance & Higher paid staff will be doing lower skilled work. Proper facilities department participated in a maintenance LEAN coverage and service levels for the Museum and other County optimization project that included resource analysis of properties will not be maintained. 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 Budget FTE) MF1 position would better allow the department to assign Category work appropriately, maximizing skill levels and make the most 2020 Budget efficient use of all staff. ($000's) Salaries 32 Operating Expense 32 Net Expenditure (32) Page 115 of 529
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Procurement, Fleet and Property Staffing
Expenditure Title: Real Estate Coordinator (replacing Real Estate Assistant) Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
This request is for one full-time Real Estate Coordinator If this position is not approved the existing challenges of position to replace the existing full-time Real Estate Assistant managing backlog and risk associated with missing deadlines position. Therefore the request is for the increased wages will continue and overtime will be required for the current between these two positions that amounts to $13K annually. coordinator despite having a position on the team that could The scope of work the real estate team handles has been assist, if not for the job title difference. 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 Budget ongoing backlog of work with important deadlines related to Category land deals or financial transactions often at risk. With the 2020 Budget approval of this change, there will be two coordinator positions ($000's) supporting the manager, with both being able to complete the Salaries 17 same complex work, easing the backlog, sharing this workload Operating Expense 17 and improving customer service. Net Expenditure (17) Page 116 of 529
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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 Impact of not proceeding
The original Administration Centre was constructed in 1971. If this work is not completed, projects will be pushed to future Staff maintain the building in good condition through an budget years and result in an increased cost and disruption to extensive asset management plan and building condition employees within the space. assessment that is reviewed annually making component replacement/repair recommendations seeking out work plan efficiencies where possible. Items included for 2020 are as Budget follows: Category 2019 & 2020 2021 • Building Envelope - Glass curtain wall $225K Total 2022 + ($000's) Prior Budget Plan • HVAC - West Wing and C section controls. As HVAC Capital Expense 500 0 500 0 0 equipment gets replaced downstream equipment and controls Net Capital (500) 0 (500) 0 0 must also be updated $185K Net Expenditure (500) 0 (500) 0 0 • Chamber Projectors replacement $50K • EV Charging Infrastructure $40K
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Procurement, Fleet and Property Tangible Capital Asset (TCA)
Expenditure Title: In-house Fleet Maintenance Electric Vehicle Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
This vehicle will be used for the following purposes: If this vehicle is not purchased, supervision of field activities, Travel to the three County fleet garages (Beeton, Orr Lake vendor and quality monitoring will continue to be limited and and Midhurst) improving supervision of the six mechanics mileage will continue to be paid out for staff's personal vehicle working at these sites; usage for these activities. Attend vendor locations where County vehicles are being repaired to monitor quality of work, Investigate vehicle accidents within the County, Budget Monitor vehicle auction service providers Category 2019 & 2020 2021 Total 2022 + Travel to various locations where County vehicles are being ($000's) Prior Budget Plan used to ensure safe operating practices. Capital Expense 50 0 50 0 0 Net Capital (50) 0 (50) 0 0 An electric vehicle (EV) which is a zero emission vehicle will be Net Expenditure (50) 0 (50) 0 0 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. Page 118 of 529
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Procurement, Fleet and Property Tangible Capital Asset (TCA)
Expenditure Title: Compressed Natural Gas (CNG) Dispensing Unit Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The use of Compressed Natural Gas (CNG) within the County If this CNG dispensing unit is not purchased, the expanded use fleet has been expanding since 2015 with a total of 15 vehicles of CNG will be restricted, as only one dispensing unit would be being converted. As new light vehicles are purchased, the available for all County CNG vehicles. The cost of CNG is CNG option is considered. The County has one CNG approx. $0.03 a litre compared to the volatile price of gasoline dispensing unit located at the Midhurst Garage and would like which varies from $1.00 a litre to $1.30 a litre. A CNG vehicle to open a second dispensing unit at the Orr Lake Garage as has lower fuel cost than a gasoline vehicle, produces 80% less consumption levels have increased. The Orr Lake Garage is a green house gas emissions and is less expensive in centralized location with many County CNG vehicles driving in repairs/maintenance cost. 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 Budget kilos of (equivalent) carbon dioxide annually per vehicle Category 2019 & 2020 2021 converted to CNG. Total 2022 + ($000's) Prior Budget Plan Capital Expense 35 0 35 0 0 Net Capital (35) 0 (35) 0 0 Net Expenditure (35) 0 (35) 0 0
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General Municipal Services
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General Municipal Services Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 00360 338 0 (338) (100.0) (360) (100.0) Service Partners 0 0 0 0 75 75 100.0 75 100.0 County 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 0.0 Miscellaneous Income 5,831 5,221 685 3,468 2,059 1,409) ( (40.6) 1,374 200.6 Transfer from Reserve 8,603 10,815 6,600 6,431 7,700 1,269 19.7 1,100 16.7 Total Revenues 172,296 180,659 177,319 179,911 187,788 7,876 4.4 10,468 5.9 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 0000 0 0 0.0 0 0.0 Administration 7,134 6,637 6,888 6,966 7,079 113 1.6 191 2.8 Facilities 0 0 0 0 0 0 0.0 0 0.0 Cost of Service Delivery 16,661 19,881 15,382 15,064 20,489 5,425 36.0 5,107 33.2 Transfer to Reserve 14,586 13,642 6,221 8,132 5,991 (2,141) (26.3) (231) (3.7) Total Expenses 38,381 40,160 28,491 30,162 33,558 3,396 11.3 5,068 17.8 Total 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) 00.0 Capital Expenses 0 0 0 4,000 0 (4,000) (100.0) 0 0.0 Net 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 Page 122 of529
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General Municipal Services 2020 Budget vs. 2019 Budget Change
The 2020 General Municipal Services budget includes a net Transfer from Reserve will increase by $1.1M. The increase department requirement (total operating and capital) of includes payment to the City of Barrie for the purchase of the ($154.2M), compared to ($148.8M) in 2019, an increase of Airport and 2020 contribution to the YMCA. This increase is $5.4M. partially offset by reduced reserve transfer due to completion of the construction of Hwy 400 and 5 th line interchange. The City of Barrie portion is $75K, an increase of $75K from 2019 for the LSRA. The total Municipal requirement in 2020 is Administration costs are expected to increase by $191K. This ($154.2M) compared to ($148.8M) in 2019, an increase of includes an estimated 2% increase in MPAC costs and an $5.3M. increase in Simcoe County Area Network costs for the service provided to member municipalities. Operating The General Municipal Services operating budget includes a Cost of Service Delivery is planned to increase by $5.1M. This total operating balance of ($154.2M), compared to ($148.8M) includes an increase of $1.6M in payments to the Simcoe in 2019, an increase of $5.4M. Muskoka District Health Unit, an increase related to the LSRA purchase including $3.7M for Barrie shares purchase and Subsidies are to decrease by $360K. This decrease results $600K for increase in share of LSRA operating costs. The from one time Ontario Cannabis legalization funding received increase also includes a $1M contribution to the YMCA for the in 2019 that is not expected in 2020. Youth Haven portion of the new centre and increased principal and interest costs. These increases are offset by a $4M The County Levy is estimated to increase by $8.3M to decrease in grants for Hwy 400 and 5th line interchange project $178.0M from $169.7M in 2019. This includes taxes from and $500K decrease related to SWIFT funding. property/asset additions estimated at $2.5M, growth related
supplementary taxes estimated at $3.8M plus proposed 2% Also Included in this section are contributions for grants to: property tax rate increase of $3.4M. -Georgian College $500K
-Lakehead University $1M Miscellaneous Income is to increase by $1.4M. This increase -Bursaries $69K is related to higher interest and return on investments and -Hospital Alliance $3M
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Transfer to Reserve will decrease by $231K. The decrease in Included in this section are: this category relates to one time cannabis funding included in -Age Friendly grants $550K 2019 budget which is partially offset by adding $50K Age -Hospice $500K Friendly Grants to member municipalities. This grant has been -Contribution of 1% Levy for strategic land purchases reallocated from Long Term Care area to General Municipal and is cost neutral at the corporate level. Capital There are no Capital Projects in 2020 for this Department.
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General Municipal Services 2020 Budget vs. 2019 Forecast Change
The 2020 budget for General Municipal Services includes a net Transfer from Reserve will increase by $1.3M. This is due to a department requirement (total operating and capital) of forecast adjustment related to earlier completion of the construction of Hwy 400 and 5 ($154.2M), compared to ($149.7M) in the 2019 forecast, an th line interchange and timing increase of $4.5M. changes for payments of 2018 Hospice and Age Friendly Grants. The 2020 budget includes transfers for the YMCA and The City of Barrie portion is $75K, an increase of $75K from LSRA acquisiton. 2019 forecast for the LSRA. The total Municipal requirement in 2020 budget is ($154.2M) compared to ($149.7M) in 2019 Administration costs are expected to increase by $113K. This forecast, an increase of $4.4M. includes a 2% increase in MPAC costs. The increased Simcoe County Area Network costs for the service provided to member Operating municipalities are included in the forecast. The General Municipal Services operating budget includes a total operating balance of ($154.2M), compared to ($149.7M) Cost of Service Delivery is planned to increase by $5.4M. The in the 2019 forecast, an increase of $4.5M. forecast includes an adjustment for timing difference of $2.5M
related to faster completion of Hwy 400 and 5th line Subsidies are to decrease by $338K. This decrease results interchange and $600K timing difference related to payment of from one time Ontario Cannabis legalization funding received 2018 Grants to Hospice and Age Friendly initiative. The 2020 in 2019 that is not expected in 2020. budget includes increased payments to Simcoe Muskoka
District Health Unit, increased LSRA expenditures relating to The County Levy is estimated to increase by $8.3M to purchase of Barrie shares and higher share of operating costs $178.0M from $169.7M in 2019. This includes taxes from and higher principal and interest costs. property/asset additions estimated at $2.5M, growth related
supplementary taxes estimated at $3.8M plus proposed 2% Transfer to Reserve will decrease by $2.1M. The forecast property tax rate increase of $3.4M. includes an adjustment for prior year surplus of $1.9M offset by
a budget decrease related to one time cannabis funding and Miscellaneous Income is to decrease by $1.4M. This decrease additional Age Friendly grant reallocated from the Long Term is related to prior year surplus of $1.9M included in 2019 Care.
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Capital There are no Capital Projects in 2020 for this Department.
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Health and Emergency Services
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Paramedic Services
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Paramedic Services Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 24,326 25,586 26,780 26,212 27,451 1,240 4.7 671 2.5 Service 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 0.0 Miscellaneous 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 4.8 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 39,103 40,828 43,457 43,390 45,133 1,743 4.0 1,676 3.9 Administration 2,163 1,270 1,274 1,405 1,362 (42) (3.0) 88 6.9 Facilities 1,149 1,033 1,047 1,156 1,611 455 39.3 564 53.9 Cost 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 4.8 Total 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) Page 130 of529
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Paramedic Services 2020 Budget vs. 2019 Budget Change
Miscellaneous Income is to decrease by $15K. 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. Transfer from Reserve will increase by $76K. In 2020, uncommitted Paramedic Services reserve funds are being The City of Barrie portion is $8.6M, a decrease of $3.6M from utilized to update the Paramedic Services planning analysis 2019. The City of Orillia portion is $1.8M, a decrease of model update report. $708K from 2019. The total Municipal requirement in 2020 is $28.9M compared to $39.8M in 2019, a decrease of $10.9M. Salaries and Benefits are anticipated to increase by $1.7M. The 2020 budget includes a request for 2 FTE Advanced Care Operating Paramedics, 2.3 FTE Primary Care Paramedics and 2.8 FTE The Paramedic Services operating budget includes a total Logistical Technicians. Excluding these changes, salaries and operating balance of $15.6M, compared to $14.8M in 2019, an benefits would have increased by $963K or 2.2%, which increase of $711K. includes an estimated collective agreement change and the changes in benefit costs. Subsidies are to increase by $671K. The 2020 Ministry subsidy includes three funding envelopes. The base funding Administration costs are expected to increase by $88K. Costs envelope is expected to increase by $671K providing 2020 associated with the Paramedic Services planning analysis estimated subsidy of $27.4M. This calculation is based on model update are included in this area in the amount of $120K. Ministry guidelines providing 50% funding of the County's Offsetting this addition to the 2020 budget is a reduction of approved 2019 budget, without an incremental increase as the $84K in current space rental for leased Paramedic Services Ministry removed this from the calculation in 2019. The other stations, which are now County owned and costs associated two funding envelopes for Community Paramedicine and with the Public Access Defibrillator program advertising of Dedicated Offload Nurse remain the same as 2019. $15K.
The 2020 Ministry funding represents 48.1% of the qualifying 2020 expenses, a shortfall of $1M from 50/50 funding.
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Facilities costs are projected to increase by $564K. The Barrie Cost of Service Delivery is planned to decrease by $19K. Simcoe Emergency Services Campus (BSESC) is expected to become operational in 2020. The operating costs associated Transfer to Reserve will increase by $49K. In 2020, a portion with this new facility are included in the 2020 budget. Future of the future replacement cost of the toughbook computers for cost savings associated with the opening of the BSESC are the ambulances has been incorporated. estimated to be $287K due to the closing of three paramedic stations as replacement posts are built. In addition, grounds Capital and equipment maintenance costs are expected to increase The Department's Capital budget is $6.3M. The details for and are offset by lower utility costs and rental income from the each project are on the Request Form(s) included. Georgian Day Out program in Elmvale.
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Paramedic Services 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Paramedic Services includes a net Miscellaneous Income is to decrease by $115K. The 2019 department requirement (total operating and capital) of forecast included $100K recovery from the City of Kawartha $18.5M, compared to $24.9M in the 2019 forecast, a decrease Lakes as reimbursement for a County of Simcoe Supervisor on of $6.5M. secondment. This is not expected to continue in 2020.
The City of Barrie portion is $8.6M, a decrease of $5.0M from Transfer from Reserve will decrease by $18K. 2019 forecast. The City of Orillia portion is $1.8M, a decrease of $1.0M from 2019 forecast. The total Municipal requirement Salaries and Benefits are anticipated to increase by $1.7M. in 2020 budget is $28.9M compared to $41.4M in 2019 2019 salaries and benefits are expected to be slightly under forecast, a decrease of $12.5M. budget. The increase in the 2020 budget over the 2019 forecast is due to the additional staff requirements in 2020, a Operating collective agreement change and changes in costs related to The Paramedic Services operating budget includes a total benefits. operating balance of $15.6M, compared to $14.7M in the 2019 forecast, an increase of $804K. Administration costs are expected to decrease by $42K. The 2020 Administration section includes an increase request of Subsidies are to increase by$1.2M. Paramedic Services 2019 $120K for consulting services related to the planning analysis funding forecast is based on the actual 2019 funding of model update. Offsetting the increase are decreased costs in $26.2M. The 2020 budget has been calculated based on 50% space rental in 2020 as the County continues to build new of the 2019 Council approved budget. This amounts to Paramedic stations and posts, moving out of leased space, $27.4M, an anticipated increase of $1.2M. and a decrease in the advertising and promotional budget related to the Public Access Defibrillator program. 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.
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Facilities costs are projected to increase by $455K. The Transfer to Reserve will increase by $49K. In 2020, a portion operating costs related to the Barrie Simcoe Emergency of the future replacement cost of the toughbook computers for Services Campus will increase the 2020 facility costs. Future the ambulances has been incorporated. cost savings associated with the opening of the BSESC are estimated to be $287K due to the closing of three paramedic Capital stations as replacement posts are built. Offsetting the increase The Department's 2020 Capital budget is $6.3M. The details are utility costs, which are estimated to be lower in 2020, as for each project are on the Request Form(s) included. The well as the costs associated with replacing the toughbook change between the 2019 budget and 2019 forecast is due to computers for the ambulances which have been removed as carry-over projects. they are not required in 2020.
Cost of Service Delivery is planned to decrease by $5K.
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Paramedic Services Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
PAR - Ambulance (Fleet) 198 198 0 123 0 51 11 0 14 PAR - Ambulance (Spare ratio) 396 396 0 246 0 102 21 0 27 PAR - Ambulance Replacement 1,015 1,015 0 0 0 260 54 0 701 PAR - Barrie Simcoe Emergency Campus 24,936 1,792 0 408 0 459 95 0 829 PAR - Central East Barrie Par Post 1,892 1,148 0 255 0 294 61 0 538 PAR - CPR Equipment 878 73 0 0 0 19 4 0 51 PAR - Springwater South Post 1,565 1,148 0 255 0 294 61 0 538 PAR - Station Site Improvements 50 50 0 0 0 13 3 0 35 PAR - Wasaga Beach Station 500 500 0 155 0 128 27 0 190 Total Capital 31,429 6,319 0 1,442 0 1,621 336 0 2,921 Page 135 of529
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Paramedic Services Staffing
Expenditure Title: Logistics Technicians Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
Paramedic Services is requesting the addition of 2.8 FTE’s Not proceeding with the addition of the LT will impact Logistics Technicians (LT). The LT’s working in the new deployment of Paramedics within the County, as Paramedics campus will clean and prepare vehicles, equipment and will continue to be removed from service to conduct significant supplies in order to “Make Ready” vehicles in place of more cleaning of ambulances in the event of a gross contamination costly paramedics who undertake these tasks now. This will and may delay ambulances being deployed due to vehicle and allow paramedics to spend an additional 1800-2000 more equipment checks. The efficiency of lower cost staff to hours of operational time providing emergency services in the undertake these tasks will not be realized. 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 Budget made ready for service by the LT's allowing the paramedics to Category immediately return to service effectively enhancing operational 2020 Budget capacity of existing paramedics. The LT’s will further support ($000's) the entire operation through scheduled cleaning programs. Salaries 197 Operating Expense 197 Service Partners 61 Operating Revenue 61 Net Expenditure (136) Page 136 of529
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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 Impact of not proceeding
Paramedic Services is requesting the addition of 9,400 hours (2 Not proceeding to address demand will increase risk to the ACP and 2.3 PCP FTE's) and an additional equipped community and compound costs in future to address larger ambulance to address identified demand spikes across the gaps. Impacts include longer time to patient treatment and region. Paramedic Services experiences 4% to 8% annual transport; increased need for emergency staffing with increased demand increases with a 2019 projected rise of 6.4%. The overtime costs; vehicles travelling greater distances attempting LTFP calls for the addition of six paramedic FTE's; however the to maintain emergency coverage; increased periods of low utilization of requested Logistics Technicians at a lesser cost, availability of Paramedics; and unreliable response times in to undertake "Make Ready" processes in the new Campus, areas of the region. 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 Budget provide service across the region. Paramedic Services has Category 2019 & 2020 2021 organized the County and cities into three operational districts. Total 2022 + The attached depicts planned deployment of the resources by ($000's) Prior Budget Plan day of the week and district based on demand peaks identified Salaries 516 0 516 0 0 through analysis of five years of data. Operating Expense 516 0 516 0 0 Service Partners 160 0 160 0 0 Operating Revenue 160 0 160 0 0 Capital Revenue 184 0 184 0 0 Capital Expense 198 0 198 0 0 Net Capital (14) 0 (14) 0 0 Net Expenditure (370) 0 (370) 0 0
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Paramedic Services Operating
Expenditure Title: Planning Analysis Model Update Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
In 2014, Paramedic Services undertook a fulsome appraisal Not proceeding with this reassessment and refresh of call data that included historical operational data, service demand will negatively impact our ability to understand future call trends projections, deployment considerations, population growth, and anticipate staffing level changes. This would also degrade demographics, geography, and the current and planned roads the value and accuracy of the planning tool/simulation network. This initiative was undertaken to inform future modelling software when making staffing, deployment or facility planning and included the provision of a modelling tool that location recommendations. would support simulation and decision making for Paramedic Services. Budget Now, five years later, in an effort to maximize operational Category 2019 & 2020 2021 performance and efficiency, Paramedic Services recommends Total 2022 + ($000's) Prior Budget Plan the engagement of a consultant to undertake a similar re- appraisal utilizing updated demand, performance and planning Administration 120 0 120 0 0 data. This would refresh and enhance the accuracy of Operating Expense 120 0 120 0 0 projections and validity of the modelling/planning tool. Service Partners 37 0 37 0 0 Transfer from Reserve 83 0 83 0 0 Operating Revenue 120 0 120 0 0 Net Expenditure 0 0 0 0 0
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Paramedic Services Operating
Expenditure Title: Cardiac Arrest Response Evaluation and Pilot Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
Staff are requesting funds to undertake a pilot program utilizing Not moving forward with a comprehensive regional review and drone technology to deliver defibrillators to assist cardiac arrest strategy may result in missed opportunities to enhance cardiac victims in areas that may experience prolonged response arrest survival and disjointed uncoordinated attempts to times. Staff will also review the availability and use of public address real or perceived gaps. Significant disparity in cardiac alerting software to compliment emergency response to cardiac arrest response across the region may result as some arrests in the community. With feasible options identified, a municipalities pursue such solutions while others do not. county wide comprehensive strategy can be developed to yield the most efficient and effective approach. Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Administration 60 0 60 0 0 Operating Expense 60 0 60 0 0 Service Partners 19 0 19 0 0 Operating Revenue 19 0 19 0 0 Net Expenditure (41) 0 (41) 0 0
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Ambulance Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The purchase of two additional ambulances and equipment is If these additional ambulances and equipment are not requested to maintain spare ambulance ratio at 30%. purchased, there is an increased potential of vehicles not being Presently, the spare ratio is 25.5% and with the addition of available when needed. Utilizing the existing ambulance fleet these two ambulances the spare ratio will be 30.2% which will will result in an increase in wear and tear on the existing fleet enable repair and maintenance procedures, unplanned repairs with associated repair and maintenance costs and reduced and accident damage repairs to be completed without reliability. adversely affecting daily operations. Adequate spare ratio also allows for up-staffing for planned and unplanned events ensuring resources are available for daily operations. Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 369 0 369 0 0 Capital Expense 396 0 396 0 0 Net Capital (27) 0 (27) 0 0 Net Expenditure (27) 0 (27) 0 0
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Ambulance Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If these vehicles are not replaced in 2020, the cyclical process fleet replacement plan to ensure vehicle reliability and to of replacing vehicles will require increased purchases in 2021 maximize cost effectiveness of the vehicle life cycle. and will result in a decline in vehicle reliability while increasing Replacement of seven ambulances is requested based on the repair and maintenance costs. The vehicles will be disposed of County's Asset Management Plan. These ambulances are at public auction and are expected to sell for $5K each. The classified as "high risk" classifying them as "consider for replacement vehicles will have improved fuel consumption replacement". Due to their age and overall condition, these which will lower the County's carbon footprint. vehicles are projected to have a dramatically reduced level of reliability which will have an adverse effect on the provisionof Budget emergency services provided by the Paramedic Services. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 314 0 314 0 0 Capital Expense 1,015 0 1,015 0 0 Net Capital (701) 0 (701) 0 0 Net Expenditure (701) 0 (701) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 3225-15 2015 400597 68649 6 18.6 15 35.9 3258-15 2015 441572 77699 6 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. 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
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Barrie Simcoe Emergency Services Campus Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The hub component will be located at the Barrie Simcoe Without needed funds, the space will not be complete and the Emergency Services Campus (BSESC). This serves as the value of the previous investments unrealized. Lack of on-site central location for Paramedics who will start their shift athe t fuel capacity will result in paying higher prices for fuel and risk campus and deploy to posts. The BSECS will house central greater amounts of staff overtime. The County's actual share stores for all of Paramedic Services. Activities include of the facility will not be paid for. The County would need to re- preventative maintenance, decontamination programs for evaluate options to deliver services and address financial and equipment and vehicles and support greater efficiency in partnership issues with the City of Barrie; all of which would delivering needed supplies to all paramedic stations. have significant implications.
This project will be completed in early 2020. The requested funds represent the remainder of the planned construction Budget budget of $796K. In addition, $250K is included to install on- Category 2019 & 2020 2021 site fuel that will be offset by a 10% savings from retail prices. Total 2022 + ($000's) Prior Budget Plan On-site fueling will allow efficient use of Paramedics’ time in ensuring operational readiness of the vehicles while reducing Capital Revenue 15,267 14,304 963 0 0 risk of overtime. Also included is $186K for future proofing Capital Expense 24,936 23,144 1,792 0 0 including EV charging, communications and security Net Capital (9,669) (8,840) (829) 0 0 Net Expenditure (9,669) (8,840) (829) 0 0 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. Page 144 of529
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Central East Barrie Paramedic Post Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
Paramedic Services requests funds to support the development Not proceeding with the requested funding in 2020 may result of a Central East Barrie Paramedic post. This small in increased development costs due to higher inflation of operational facility does not require a large footprint. It will construction and development values/expenses. Furthermore, provide necessities for Paramedics to carry out their there will continue to be an ongoing requirement to further administrative duties when not on calls, remaining in a location invest funds into a leased structure which is poorly located to identified to optimize emergency response coverage to the service emergency response to patients in the area and does community. This post represents the spoke in the hub and not meet future operational needs. 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 Budget leases of existing facilities. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 1,006 396 610 0 0 Capital Expense 1,892 744 1,148 0 0 Net Capital (887) (349) (538) 0 0 Net Expenditure (887) (349) (538) 0 0
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: CPR Equipment Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
Paramedic Services recommends the purchase of six If automated CPR machines are not purchased, CPR automated CPR devices as part of our multi-year rollout to interruptions and reduced quality CPR will continue. Greater eventually deploy these devices on all County ambulances. potential for patient survival will not be realized. Paramedics, Current practice requires manual CPR on cardiac arrest patients and other responders will be exposed to risk of patients. Manual CPR is inferior in quality due to interruptions significant injuries while working in a moving ambulance. and vehicle movement and could reduce patient survival Without the needed funds, this planned multi-year roll out will dramatically. Manual CPR must be halted while patients are not be able to continue, and Paramedic Services will not be moved (such as down stairs or when being placed on the able to proceed with the addition of CPR machines on all stretcher). Automated CPR provides consistent, high-quality County ambulances. 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 Budget in a moving ambulance, creating a significant risk of injury in Category 2019 & 2020 2021 the event of a collision. Automated CPR will allow Paramedics Total 2022 + ($000's) Prior Budget Plan to remain seated and secured in the rear of the ambulance during transport, enhancing Paramedic safety. The expected Capital Revenue 272 22 23 23 203 lifecycle of the equipment is seven years. This expense will Capital Expense 878 72 73 75 657 continue annually as the equipment is phased in for all Net Capital (606) (50) (51) (52) (454) Net Expenditure (606) (50) (51) (52) (454) ambulances and then going forward for lifecycle management. Page 146 of529
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Springwater South Paramedic Post Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
Paramedic Services requests funds to support the development Not proceeding with the requested funding in 2020 may result of a Springwater South Paramedic Post. This small operational in increased development costs due to higher inflation of facility does not require a large footprint. It will provide construction and development values/expenses. Furthermore, necessities for Paramedics to carry out their administrative there will continue to be an ongoing requirement to further duties when not on calls, remaining in a location identified to invest funds into a leased structure which is poorly located to optimize emergency response coverage to the community. service emergency response to patients in the area and does This post represents the spoke in the hub and spoke model not meet future operational needs. 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 Budget existing facilities. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 832 222 610 0 0 Capital Expense 1,565 417 1,148 0 0 Net Capital (733) (195) (538) 0 0 Net Expenditure (733) (195) (538) 0 0
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Paramedic Station Capital Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
For the 2020 budget period, Paramedic Services have The impact of not proceeding will result in higher future repair reviewed the building conditions assessment for stations and costs, issues with reliability and functionality for emergency posts and prioritized repair/replacement related expenses. The services stations, and potential for damage to existing building systems have been identified in the asset management structures and systems. program detailing what work is required to extend the buildings useful life and to avoid costly damage or future repairs. Budget To maintain the County-owned Paramedic Stations, continued Category 2019 & 2020 2021 investment in infrastructure and equipment is required. Capital Total 2022 + ($000's) Prior Budget Plan investments include: Capital Revenue 15 0 15 0 0 • Washago Station: Garage Doors and engineering paving Capital Expense 50 0 50 0 0
Net Capital (35) 0 (35) 0 0
Net Expenditure (35) 0 (35) 0 0
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Paramedic Services Tangible Capital Asset (TCA)
Expenditure Title: Wasaga Beach Paramedic Station Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
It is recommended to proceed with funds to support the By not proceeding with the request in 2020, costs may increase development of a Paramedic Station in Wasaga Beach which is due to price escalation should land be purchased at a later planned for 2023. date. Failure to locate a paramedic station in the location identified through analysis will result in poorer response time Pursuant to the ORH consultant's report and Paramedic performance. 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 Budget areas as identified by ORH will accommodate both the current Category 2019 & 2020 2021 needs and future growth of the area. As indicated in the Total 2022 + ($000's) Prior Budget Plan Paramedic Services Facility Plan, staff will look for opportunities to purchase land early in advance of the Capital Revenue 310 0 310 0 0 construction date, with the goal of reducing land costs in the Capital Expense 500 0 500 0 0 long term. This is consistent with the Paramedic Services Net Capital (190) 0 (190) 0 0 Net Expenditure (190) 0 (190) 0 0 Facility Plan and the County's Long Term Financial Plan.
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Emergency Management
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Emergency Management Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 38 35 0 0 0 0 0.0 0 0.0 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 0 0 0 0 0 0 0.0 0 0.0 Miscellaneous Income 133 135 133 136 136 0 0.0 3 2.3 Transfer 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 0000 0 0 0.0 0 0.0 Salaries and Benefits 246 255 316 263 293 31 11.6 (23) (7.2) Administration 36 31 40 88 92 5 5.6 53 132.6 Facilities 47 75 78 40 46 6 16.1 (32) (41.0) Cost of Service Delivery 170 174 142 145 145 1 0.3 3 2.4 Transfer 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 00000 00.0 00.0 Capital 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) Page 152 of529
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Emergency Management 2020 Budget vs. 2019 Budget Change
The 2020 Emergency Management budget includes a net training. In addition, staff changes within the department have department requirement (total operating and capital) of $451K, provided a reduction in the overall wage costs. compared to $478K in 2019, a decrease of $27K. Administration costs are expected to increase by $53K. The Operating 2020 budget includes $60K consulting costs related to the Community Safety and Well-being Plan development. This The Emergency Management operating budget includes a total cost is offset with reductions to other administration costs. operating balance of $451K, compared to $433K in 2019, an
increase of $18K. Facilities costs are projected to decrease by $32K. The 2019
budget included costs to replace the CBRN suits and costs for Miscellaneous Income is to increase by $3K. a trailer and cots shared with emergency social services.
These were one time costs in 2019 and not required in 2020. Transfer from Reserve will decrease by $22K. In 2019, funds
were transferred from the reserve to fund the replacement of Cost of Service Delivery is planned to increase by $3K. the Chemical, Biological, Radiological, Nuclear (CBRN) suits.
This transfer will not be required in 2020. Transfer to Reserve will decrease by $2K.
Salaries and Benefits are anticipated to decrease by $23K. The 2019 budget included the wages for an intern student Capital position for 4 months of the year. This position has been filled There are no Capital Projects in 2020 for this Department. in partnership with an Ontario university where the student
earns credit for the experience gained from real situational
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Emergency Management 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Emergency Management includes a net month staff vacancy which has been filled requiring a full year department requirement (total operating and capital) of $451K, salary in 2020. compared to $449K in the 2019 forecast, an increase of $1K. Administration costs are expected to increase by $5K. Operating The Emergency Management operating budget includes a total Facilities costs are projected to increase by $6K. operating balance of $451K, compared to $404K in the 2019 forecast, an increase of $46K. Cost of Service Delivery is planned to increase by $1K.
Miscellaneous Income is the same as in 2019. Transfer to Reserve will decrease by $2K.
Transfer from Reserve will decrease by $6K. Capital There are no Capital Projects in 2020 for this Department. Salaries and Benefits are anticipated to increase by $31K. The increase in wages over the 2019 forecast is due to a two
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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 Impact of not proceeding
In March of 2018, the Ontario Government passed legislation to Within this new legislation, all municipalities will be required to strengthen community safety to ensure all people feel safer and complete a Community Safety and Well-being Plan by January more protected, by addressing the root causes of crime and 1, 2021. The County will be providing leadership in the complex social issues. This legislation requires all development and completion of all 16 municipal plans for this municipalities to establish a Community Safety and Well-being region. Plan, set to come into force on January 1, 2021.
The costs associated with the creation of the Community Budget Safety and Well-being Plan are neutral as the project is utilizing Category 2019 & 2020 2021 the Emergency Management savings in 2020 related to the Total 2022 + ($000's) Prior Budget Plan removal of the intern position and wage gapping within the Administration 60 0 60 0 0 department. Operating Expense 60 0 60 0 0 Net Expenditure (60) 0 (60) 0 0
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Long Term Care and Seniors Services
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Long Term Care and Seniors Services Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 28,406 31,886 32,759 33,175 32,980 (195) (0.6) 221 0.7 Service 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 2.1 Miscellaneous Income 700 1,328 256 373 259 (115) (30.7) 3 1.0 Transfer 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 1.7 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 40,700 43,425 45,694 47,068 47,111 43 0.1 1,417 3.1 Administration 956 876 939 929 1,039 110 11.9 101 10.7 Facilities 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 7.9 Transfer 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 1.7 Total 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 3,244 272.4 Capital Expenses 868 3,175 2,578 2,578 12,362 9,785 379.6 9,785 379.6 Net 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 Page 158 of529
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Long Term Care and Seniors Services 2020 Budget vs. 2019 Budget Change
The 2020 Long Term Care and Seniors Services budget Reserve which is now reflected in the Long Term Care and includes a net department requirement (total operating and Seniors Services capital statement. capital) of $11.4M, compared to $4.8M in 2019, an increase of $6.6M. Subsidies are to increase by $221K. In 2019, the budget included historical cost of living increases related to the four The City of Barrie portion is $1.5M, an increase of $443K from funded envelopes. The estimated increases included 1.5% for 2019. The City of Orillia portion is $1.5M, an increase of two of the per diems and 2% for the balance. The Ministry $350K from 2019. The total Municipal requirement in 2020 is provided 1% across the board. Also, in 2019, three of the four $14.4M compared to $7.0M in 2019, an increase of $7.4M. Long Term Care homes received a reduced case mix index resulting in less funding in 2019. The Ministry of Long Term The 2020 Long Term Care and Seniors Services increased Care has advised the funding methodology remains under requirement of $6.6M is comprised of an increase in review in 2020 and therefore the 2020 budget related to operations of $55K and an increase of $6.5M in capital. The Ministry subsidies has remained conservative. The cost of majority of the capital increase is related to the redevelopment living increase has remained at the 2019 actual funding level fo of Simcoe Village. 1%. The homes case mix index adjustment percentage has been left at the newly provided 2019 rate. The resulting Operating subsidies related to the Homes is lower in 2020 than 2019 by The Long Term Care and Seniors Services operating budget $253K. includes a total operating balance of $3.5M, compared to $3.5M in 2019, an increase of $55K. The community programs however are offsetting the reduction in subsidies. Both Behavioural Supports Ontario and Georgian Overall revenue in 2020 is increasing by $906K, related to new Day Out program received one time increases to their funding base community program funding, 2020 homes resident in 2019 which becomes base funding in 2020. The subsidies revenue increase and an estimated 1% increase in Ministry per provided for the Seniors at Home program were budgeted for diem funding. Operating costs increased $960K with three months in 2019 and have been removed for 2020 as the considerations for cost of living increases, where applicable, funding is now provided directly to the service provider. The increases in overtime and short term disability costs and the increase in the community programs funding amounts to removal of the operating transfer to the Homes Contingency $474K. Page 159 of529
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Transfer from Reserve will decrease by $51K. Transfers from The 2020 budget also includes funding for three new Long Reserve change annually as they are utilized to fund specific Term Care beds at Georgian Manor. The County is currently projects during the year. As the projects change year over working with the Province to have the new funded beds year the annual reserve requirements also change. operational by the end of 2019. Salaries and Benefits are anticipated to increase by $1.4M. User Fees are to increase by $374K. The User Fees section The 2020 budget includes a new 0.2 FTE student position at consists of the Long Term Care resident co-payments and the Georgian Village and a new 0.2 FTE at Georgian Manor for rent/occupancy fees charged to residents residing in County of housekeeping and laundry related to the additional three beds. Simcoe community program housing. Each year, the Ministry FTE requests also include a one time secondment for a of Long Term Care sets the Long Term Care residents co- Scheduling Specialist to develop new Long Term Care and payment cost of living increase. In 2019 the budget assumed Seniors Services schedules. Excluding these changes, regular 1.1% based on historical trending. The Ministry set the 2019 salaries and benefits would have increased by $813K or 1.8%. rate increase at 2.3%. This increase in resident payments provided some relief for the loss of subsidy based revenue. Funds are being requested in 2020 to offset the increased costs of overtime, short term disability and modified work inhe t In 2019, the Ministry merged the High Intensity per diem into four Long Term Care homes. With the implementation of the the Nursing and Personal Care per diem, reclassifying the comprehensive Retention and Recruitment Strategy being funding from the User Fees section to the Subsidies section. developed by staff, it is expected that these costs will decrease compared to 2019 values. The Ontario rent guidelines for 2020 provide an allowable rent increase of 2.2%. Increases in resident rental rates have been Administration costs are expected to increase by $101K. In incorporated into the 2020 budget. 2020, $67K has been added to the previously approved $20K for Social Workers hours. The current budget levels are not With both the Long Term Care homes funding changes and attracting much needed Social Workers to the four Homes. the changes made through rental increases, timing of the With the new budget, the Homes will see seven hours of Social impacts in 2019 and 2020 are different. In 2019, parts of the Worker time per week, per Home. In addition, $30K has been funding changes only affected three months, where as in 2020 included to support a staff recruitment and retention the County will see the 12 month impact. Resident rental rates promotional video. will increase based on individual lease renewal dates. Facilities costs are projected to decrease by $188K. Facility Miscellaneous Income is to increase by $3K. costs include utilities and small equipment purchases. Utility costs are expected to be below budget in 2019 and therefore Page 160 of529
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the 2020 budget has been reduced to reflect this drop. Small in 2020. Historically, funds were transferred from operationsto equipment purchases are related to specific purchases and the Homes Reserve to fund capital projects. In 2020, rather this changes each year. The amount required in 2020 is less than fund the capital projects by reserve, the amount will than in 2019. become a new requirement under capital. The remaining decrease is the discontinuation of the Long Term Care wage Cost of Service Delivery is planned to increase by $391K. The stabilization fund. The transfer to the Homes Contingency 2020 budget includes expenses related to the increase in Reserve from the community programs has increased by $55K Behavioural Supports Ontario funding previously indicated. over 2019 budget, representing a 6% increase. Of this The additional funds will be utilized to fund third party service amount, $34K is commission revenue from the sales of the Life providers related to this program. In addition, the 2019 budget Lease units at Georgian and Sunset Villages. The balance of the transfer is a result of increased operating surpluses from included three months of flow through funding for the Seniors external revenues and cost efficiency measures. at Home program. The program funding will not continue as the Local Health Integration Network will now provide funding directly to the service provider. Capital
The Department's Capital budget is $12.4M. The details for Transfer to Reserve will decrease by $760K. The Transfer to each project are on the Request Form(s) included. Reserve for the four Long Term Care Homes decreased from
the 2019 budget by $815K. The 2019 transfer to the Long
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Long Term Care and Seniors Services 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Long Term Care and Seniors Services User Fees are to increase by $328K. The User Fees section includes a net department requirement (total operating and consists of the Long Term Care resident co-payments and the capital) of $11.4M, compared to $5.8M in the 2019 forecast, an rent/occupancy fees charged to residents residing in County of increase of $5.6M. Simcoe community program housing. The 2020 budget includes the increased revenue related to the Ministry of Long The City of Barrie portion is $1.5M, an increase of $287K from Term Care increase of 2.3% on Long Term Care resident co- 2019 forecast. The City of Orillia portion is $1.5M, an increase payments, with an additional 1.1% expected July 1, 2020. of $185K from 2019 forecast. The total Municipal requirement in 2020 budget is $14.4M compared to $8.3M in 2019 forecast, Miscellaneous Income is to decrease by $115K. The an increase of $6.1M. Miscellaneous Income section includes donation receipts within the year as well as commission revenue from the sales Operating of the Life Lease properties at Sunset and Georgian Villages. The Long Term Care and Seniors Services operating budget Donations and commissions are not budgeted for and are includes a total operating balance of $3.5M, compared to immediately transferred to their respective reserves for future $4.5M in the 2019 forecast, a decrease of $951K. The change use. in revenue of $127K is related to increased Ministry funding, user fees and Barrie and Orillia. The large decrease in Transfer from Reserve will decrease by $183K. Transfers from expenses is related to the change in the transfer to the Homes reserve change annually as they are utilized to fund specific Contingency Reserve which is reflected in the Long Term Care projects during the year. As the projects change year over and Seniors Services capital statement. year, the annual reserve requirements also change. In addition, the 2019 forecast includes a wage stabilization Subsidies are to decrease by $195K. In 2019, the Ministry of funding transfer from the Homes Contingency Reserve of Long Term Care and the North Simcoe Muskoka Local Health $154K to offset the loss in Ministry funding in 2019. Integration Network (LHIN) provided one time funding. Although part of this funding became base funding for 2020, Salaries and Benefits are anticipated to increase by $43K. others were related to specific projects which are not repeated The 2020 budget is more aligned with the 2019 forecast with in 2020. increases in overtime, short term disability and modified work to acknowledge the industry staffing situation and strategies
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expenses for equipment funding, high intensity supplies and expected to be in place for 2020. In addition, a 0.5 FTE for a lab fees. In addition, the $50K Age Friendly Municipal grant Scheduling Specialist has been added as a one time expense was moved to the General Municipal services area. secondment to deliver on the above noted strategies,
developing more full-time lines within Long Term Care and Transfer to Reserve will decrease by $849K. The Transfer to Seniors Services. Reserve for Long Term Care decreased from the 2019 budget
by $815K. In part, the 2019 transfer to the Long Term Care Administration costs are expected to increase by $110K. In Homes Reserve has been removed from operating in 2020. 2020, $67K has been added to the previously approved $20K Historically, funds were transferred from operations to the for Social Workers hours. The current budget levels are not Homes Reserve to fund capital projects. In 2020, rather than attracting much needed Social Workers to the four Homes. fund the capital projects by reserve, the amount will become a With the new budget, the Homes will see seven hours of Social new requirement under capital. The remaining decrease is the Worker time per week, per Home. In addition, $30K has been discontinuation of the Long Term Care wage stabilization fund. included to support a staff recruitment and retention The transfer to reserve from the community programs promotional video. continues to provide funding to Homes Contingency Reserve.
Although there is a decrease from 2019 by $34K this amount Facilities costs are projected to decrease by $149K. Facility consists of the commissions on sales of units and is not a costs include utilities, small equipment purchases and building budgeted item. 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 Capital are related to specific purchases which change each year. The Department's 2020 Capital budget is $12.4M. The details Building maintenance costs also change each year and for each project are on the Request Form(s) included. 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
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Long Term Care and Seniors Services Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
LTC - Future Capital Redevelopment 6,000 1,000 0 0 0 0 0 0 1,000 LTC - Homes & Villages Building/Equip 1,757 1,757 0 0 0 166 161 816 615 LTC - Simcoe Manor - Para-Transit Bus 155 155 0 0 0 0 0 155 0 LTC - Simcoe Manor Redevelopment 153,950 9,450 0 2,459 250 208 221 0 6,312 Total Capital 161,862 12,362 0 2,459 250 374 382 971 7,927 Page 164 of529
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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 Impact of not proceeding
The amount of soiled laundry has increased approximately 5% Staff have identified the additions as necessary to maintain a per year over the past four years within the Homes. In 2020, clean and safe living and working environment for residents Georgian Manor is adding three beds and wishes to ensure the and staff. This includes ensuring the campus appearance is current per diem laundry aide hours are maintained. Request maintained during the summer season. 0.2 FTE. Without the additional staff to specifically review current part Georgian Village has extensive gardens across the large time schedules and convert them to full-time, the County will campus. Summer maintenance services do not cover the continue to see higher overtime, modified and short term pruning & mulching of the gardens. A new summer student disability costs. position is being requested to perform these duties throughout the summer months. Request 0.2 FTE. Budget In order to address the shortage of staff within the four homes, Category one step in the Retention & Recruitment Strategy identified 2020 Budget creating more full-time jobs rather than smaller part-time ($000's) positions. In order to address this, the homes are requestinga Salaries 57 six month scheduling specialist to review current schedules and Operating Expense 57 identify areas where there is the possibility of combining part- Service Partners 11 time schedules into full-time. Request 0.5 temporary FTE. Operating Revenue 11 Net Expenditure (46) Page 165 of529
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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 Impact of not proceeding
Social workers within the Long Term Care environment assist Social workers are able to assist where current staff are family members of persons entering the home as well as the untrained or able to provide this service. Without the additional new resident with the transition process from their previous funds, the home will continue to struggle with finding trained living environment. In order for residents to function at the social workers to work within our homes. 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 Budget funds within the Long Term Care budget are not sufficient to Category 2019 & 2020 2021 attract Social Workers to the position. By adding these funds, it Total 2022 + ($000's) Prior Budget Plan is expected to provide one day per week of social worker time, per home. Administration 67 0 67 0 0 Operating Expense 67 0 67 0 0 Service Partners 15 0 15 0 0 Operating Revenue 15 0 15 0 0 Net Expenditure (52) 0 (52) 0 0
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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 Impact of not proceeding
The $1M contribution to the Homes Contingency Reserve is an Should this transfer to reserve not be approved, future annual commitment to fund the future redevelopment of one of redevelopment funding will be required from external sources the three remaining older County of Simcoe Long Term Care such as long term debt and future taxes. Ongoing in year Homes. Each of the remaining facilities, Simcoe Manor in capital costs are going to continue to increase in order to Beeton, Sunset Manor in Collingwood and Trillium Manor in maintain the older facilities and equipment. 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 Budget ensure the homes can operate safely and efficiently for the Category 2019 & 2020 2021 residents and staff. Total 2022 + ($000's) Prior Budget Plan
Prior to the redevelopment of Georgian Manor, opening in Capital Expense 6,000 2,000 1,000 1,000 2,000 Net Capital (6,000) (2,000) (1,000) (1,000) (2,000) 2013, Council approved a similar transfer to the Homes Net Expenditure (6,000) (2,000) (1,000) (1,000) (2,000) Contingency Reserve in order to fund a future redevelopment. The funds committed through this contribution will be utilizedto support a future redevelopment, reducing the amount required through external funding sources.
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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 Impact of not proceeding
For the 2020 budget period, staff have reviewed and prioritized If aging equipment and structures are not maintained to equipment and building components repair/replacement related required standards, resident and staff safety may be expenses utilizing the building condition assessment and compromised. 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 Budget Management Plan. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan In order to maintain the County's Long Term Care Homes and Facilities 204 0 204 0 0 Villages, continued investment in infrastructure and equipment Operating Expense 204 0 204 0 0 is required. Operating expenses include replacement of Service Partners 36 0 36 0 0 furniture. Transfer from Reserve 168 0 168 0 0
Operating Revenue 204 0 204 0 0 Funding for these projects will include cost sharing with the Capital Revenue 1,142 0 1,142 0 0 Cities of Barrie and Orillia. Other costs will be funded in whole Capital Expense 1,757 0 1,757 0 0 or partially through donations and reserves. Net Capital (615) 0 (615) 0 0 Net Expenditure (615) 0 (615) 0 0
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Net Expenditure by Location
Category 2020 Georgian Georgian Simcoe Simcoe Sunset Sunset Trillium ($000's) Budget Manor Village Manor Village Manor Village Manor Facilities 204 12 8 92 0 45 35 12 Operating Expense 204 12 8 92 0 45 35 12 Service Partners 36 3 0 20 0 10 0 3 Transfer from 168 9 8 71 0 35 35 10 Reserve Operating Revenue 204 12 8 91 0 45 35 13 Capital Revenue 1,142 77 157 136 13 523 48 189 Capital Expense 1,757 117 222 136 13 749 48 473 Net Capital (615) (40) (65) 0 0 (226) 0 (284) Net Expenditure (615) (40) (65) 0 0 (226) 0 (284) Page 169 of529
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Long Term Care and Seniors Services Tangible Capital Asset (TCA)
Expenditure Title: Simcoe Manor Para-transit Bus Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability, adversely affecting Replacement of this para-transit bus is requested based on the resident outings while increasing repair and maintenance costs. County's Asset Management Plan. This bus is classified as This vehicle will be disposed at public auction and is expected medium risk classifying it as"consider for replacement". Due to sell for $4K. The replacement vehicle will have improved to the vehicle age and overallcondition, this vehicle is fuel consumption which will lower the County's carbon footprint. 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 Budget adverse effect on the provision of services. This bus is used Category 2019 & 2020 2021 for resident outings, therefore, vehicle breakdowns cause Total 2022 + unexpected logistical problems while staff endeavour to source ($000's) Prior Budget Plan alternate transportation incurring additional costs and Capital Revenue 155 0 155 0 0 negatively impacting the resident activity. The funds for this Capital Expense 155 0 155 0 0 vehicle replacement have beenraised fully by Simcoe Manor Net Expenditure 0 0 0 0 0 staff fundraising efforts. Page 170 of529
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 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. Page 171 of529
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Long Term Care and Seniors Services Tangible Capital Asset (TCA)
Expenditure Title: LTC - Simcoe Manor Redevelopment Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
Simcoe Manor is beginning to experience significant capital Without the redevelopment of Simcoe Manor, the capital maintenance costs related to roofing, HVAC and building maintenance and equipment costs will only increase. envelope with some components and infrastructure dating back Redevelopment would provide Seniors in south Simcoe County to its original 1898 construction. In 2016, Council approved a with new forms of accommodations providing services comprehensive analysis of redevelopment options. The necessary for daily living in an aging in place community County engaged various community stakeholders which setting. 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 Budget redevelopment would be based upon. In the 2018 and Category 2019 & 2020 2021 subsequent budgets, Council has approved a $1M transfer to Total 2022 + reserve to begin setting aside funds for this redevelopment. ($000's) Prior Budget Plan Since 2016, the Long Term Financial Plan has incorporated Capital Revenue 58,595 0 3,138 405 55,052 this project with the plan to purchase land and begin design in Capital Expense 153,950 0 9,450 5,400 139,100 2020. Net Capital (95,355) 0 (6,312) (4,995) (84,048) Net Expenditure (95,355) 0 (6,312) (4,995) (84,048)
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Social and Community Services
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Ontario Works
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Ontario Works Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 0.0 Transfer from Reserve 94 11 0 189 0 (189) (100.0) 0 0.0 Total 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 60 631.6 Transfer 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 00000 00.0 00.0 Capital Expenses 0 0 0 0 0 0 0.0 0 0.0 Net 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 Page 176 of529
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Ontario Works 2020 Budget vs. 2019 Budget Change
The 2020 Ontario Works budget includes a net department The Client Benefit payments will decrease by $364K. This is a requirement (total operating and capital) of $727K, compared result of the cancellation of the Addiction Services Initiative to $594K in 2019, an increase of $134K. program.
The City of Barrie portion is $3.2M, an increase of $212K from Salaries and Benefits are anticipated to decrease by $238K. 2019. The City of Orillia portion is $1.1M, an increase of This includes the reduction of six FTE's in 2020, offset by $173K from 2019. The total Municipal requirement in 2020 is adjustments related to collective agreement changes, standard $5.0M compared to $4.5M in 2019, an increase of $518K. salary increases, and benefit increases. Two of the six FTE reductions are a result of the cancellation of the Addiction Operating Services Initiative program. The Ontario Works operating budget includes a total operating balance of $727K, compared to $594K in 2019, an increase of Administration costs are expected to decrease by $246K. This $134K. The 2020 caseload is budgeted at 5,600, which is is a result of the office equipment required for the Collingwood consistent with 2019. satellite office relocation being a one time expenditure in 2019, as well as decreased rent expense, and an overall decrease in Subsidies are to decrease by $2.0M. This is a result of the office supplies and mileage in the 2020 budget. Province's cancellation of the Addiction Services Initiative (July 31, 2019), as well as the Ontario Works administration funding Facilities costs are projected to decrease by $827K. This is a being held at the 2018 spending level. result of the Collingwood leasehold expenses being a one time expenditure in 2019. User Fees are to decrease by $92K. This is due to the reduction of rental income from the sublease within the Cost of Service Delivery is planned to increase by $60K. This Bradford satellite office, given that staff have been unable to is directly attributed to the presence of a security guard athe t secure space at an alternate location due to limited real estate Barrie satellite office. 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 Capital There are no Capital Projects in 2020 for this Department. Page 177 of529 programs and services.
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Ontario Works 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Ontario Works includes a net department The Client Benefit payments will decrease by $212K. This is a requirement (total operating and capital) of $727K, compared result of the cancellation of the Addiction Services Initiative to $783K in the 2019 forecast, a decrease of $56K. program as of July 31, 2019.
The City of Barrie portion is $3.2M, a decrease of $297K from Salaries and Benefits are anticipated to decrease by $172K. 2019 forecast. The City of Orillia portion is $1.1M, an increase This includes the reduction of six FTE's in 2020, offset by of $22K from 2019 forecast. The total Municipal requirement adjustments related to collective agreement changes, standard in 2020 budget is $5.0M compared to $5.4M in 2019 forecast, salary increases, and benefit increases. The 2019 forecast a decrease of $331K. was able to realize savings due to vacancies, as well as the two positions associated with the cancellation of the Addiction Operating Services Initiative program. The Ontario Works operating budget includes a total operating balance of $727K, compared to $783K in the 2019 forecast, a Administration costs are expected to decrease by $137K. This decrease of $56K. The 2020 caseload is budgeted at 5,600, is a result of the office equipment required for the Collingwood which is consistent with 2019. and Midland satellite office relocations being one time in nature for 2019. Subsidies are to decrease by $1.5M. This is a result of the Province's cancellation of the Addiction Services Initiative Facilities costs are projected to decrease by $1.5M. This is a program (July 31, 2019), as well as the Ontario Works result of the Collingwood leasehold costs being a one time administration funding being held at the 2018 spending level, expenditure in 2019. As well, the Midland leasehold with the exception of the leasehold projects in Collingwood and expenditures are included in the 2019 forecast, as they were Midland. an in-year approval in 2018, carried over to 2019.
User Fees are the same as in 2019. Cost of Service Delivery is planned to increase by $20K. This is directly attributed to the presence of a security guard athe t Transfer from Reserve will decrease by $189K. 2019 had a Barrie satellite office. The 2019 forecast includes the security one time transfer from the Social Services Reserve for the guard for a partial year.
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Capital There are no Capital Projects in 2020 for this Department.
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Children and Community Services
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Children and Community Services Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 0.0 Miscellaneous Income 23 98 75 87 75 (12) (14.1) 0 0.0 Transfer from Reserve 0 100 0 530 0 (530) (100.0) 0 0.0 Total 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 0.0 Cost of Service Delivery 0000 0 0 0.0 0 0.0 Transfer 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
Capital Revenue 00000 00.0 00.0 Capital Expenses 0 0 0 0 0 0 0.0 0 0.0 Net Capital 0 0 0 0 0 0 0.0 0 0.0
Net Department Requirement (3,322) (2,902) (3,171) (3,133) (3,871) (738) 23.6 (701) 22.1 Page 182 of529
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Children and Community Services 2020 Budget vs. 2019 Budget Change
The 2020 Children and Community Services budget includes a lower due to reduced provincial funding, offset with a $1.4M net department requirement (total operating and capital) of increase in client benefits as a result of the municipal 20% $3.9M, compared to $3.2M in 2019, an increase of $701K. change in cost sharing expansion plan program contribution. As well, client benefit payments are $726K lower in 2020 due The City of Barrie portion is $2.9M, an increase of $516K from to the timing of when the Home For Good payments were 2019. The City of Orillia portion is $584K, an increase of $88K planned in 2019, offset with the addition of the Reaching Home from 2019. The total Municipal requirement in 2020 is $7.3M program in the 2020 budget. compared to $6.0M in 2019, an increase of $1.3M. Salaries and Benefits are anticipated to decrease by $33K. Operating This includes the reduction of two FTE's in 2020 in an efforto t The Children and Community Services operating budget redesign workflows across the department, with an emphasis includes a total operating balance of $3.9M, compared to on integration of LEAN approaches and resulting efficiencies. $3.2M in 2019, an increase of $701K. This reduction is offset by collective agreement changes, standard salary increases, and benefit increases. Subsidies are to decrease by $3.3M. This decrease is mainly the result of a $2.7M decrease in Child Care funding from the Administration costs are expected to decrease by $79K. Ministry of Education. As well, Home For Good funding is $1M Meetings & Conferences, mileage, mobile communications, lower in the 2020 budget due to the timing of when the and office equipment have decreased in an effort to mitigate subsidies were planned in 2019. Offsetting these decreases, the impact of provincial funding changes. subsidies are increasing by $427K for the addition of the Reaching Home program in 2020. Capital Miscellaneous Income is the same as in 2019. There are no Capital Projects in 2020 for this Department.
The Client Benefit payments will decrease by $1.9M. This is directly attributed to the client benefit payments being $2.6M Page 183 of529
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Children and Community Services 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Children and Community Services The Client Benefit payments will decrease by $4.7M. This is includes a net department requirement (total operating and directly attributed to the client benefit payments being $4.6M capital) of $3.9M, compared to $3.1M in the 2019 forecast, an lower in 2020 as a result of the decrease in funding from the increase of $738K. Ministry of Education, as well as maximizing provincial administration dollars in the 2019 forecast. In addition, client The City of Barrie portion is $2.9M, an increase of $916K from benefits are $1.5M lower in 2020 for Home For Good, 2019 forecast. The City of Orillia portion is $584K, an increase Community Homelessness Prevention Initiative, and the of $184K from 2019 forecast. The total Municipal requirement Seniors At Home program due to the timing of when payments in 2020 budget is $7.3M compared to $5.5M in 2019 forecast, were paid out in 2019. Offsetting these reductions is the an increase of $1.8M. $1.4M increase in client benefits as a result of the municipal 20% change in cost sharing expansion plan contribution. Operating The Children and Community Services operating budget Salaries and Benefits are anticipated to increase by $173K. includes a total operating balance of $3.9M, compared to This includes the reduction of two FTE's in 2020 in an efforto t $3.1M in the 2019 forecast, an increase of $738K. redesign workflows across the department, with an emphasis on integration of LEAN approaches and resulting efficiencies. Subsidies are to decrease by $6.3M. This decrease is mainly This reduction is offset by collective agreement changes, the result of a $5.3M decrease in Child Care funding from the standard salary increases, and benefit increases in the 2020 Ministry of Education. As well, Home For Good funding is $1M budget. 2019 salaries and benefits forecast were adjusted to lower in the 2020 budget due to the timing of when the account for vacancies throughout 2019. subsidies were planned in 2019. Administration costs are expected to decrease by $26K. Miscellaneous Income is to decrease by $12K. Meetings & Conferences, mileage, mobile communications, and office equipment have decreased in an effort to mitigate Transfer from Reserve will decrease by $530K. The forecast the impact of provincial funding changes. Administration for 2019 includes two in year approvals for $530K from the savings of $53K were able to be realized in the 2019 forecast. Social Services Reserve to support community organizations.
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Transfer to Reserve will decrease by $493K. The 2019 Capital forecast includes a $493K transfer to reserve as a result of There are no Capital Projects in 2020 for this Department. 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.
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Simcoe County Housing Corporation
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Simcoe County Housing Corporation Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 22.0 Miscellaneous Income 46 381 31 31 31 0 0.0 0 0.0 Transfer from Reserve 0 52 647 662 692 30 4.5 46 7.0 Total Revenues 11,194 11,802 12,798 12,891 14,658 1,767 13.7 1,860 14.5 Operating Expenses Client Benefit 1,112 1,113 1,195 1,130 1,221 91 8.1 26 2.2 Salaries and Benefits 2,837 3,035 3,499 3,499 4,049 549 15.7 549 15.7 Administration 527 561 564 564 621 56 10.0 56 10.0 Facilities 7,024 7,357 8,253 8,014 9,072 1,057 13.2 819 9.9 Cost of Service Delivery 1,948 1,818 1,766 1,766 1,767 1 0.0 1 0.0 Transfer 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 12.7 Total 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)
Net Department Requirement (4,022) (5,671) (9,384) (8,979) (4,855) 4,123 (45.9) 4,529 (48.3) Page 188 of529
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Simcoe County Housing Corporation 2020 Budget vs. 2019 Budget Change
The 2020 Simcoe County Housing Corporation budget Transfer from Reserve will increase by $46K. This is the includes a net department requirement (total operating and County's portion of the facility costs that are above the annual capital) of $4.9M, compared to $9.4M in 2019, a decrease of maintenance budget, as projected through the County's Asset $4.5M. Management Plan.
The City of Barrie portion is $2.8M, a decrease of $6.3M from The Client Benefit payments will increase by $26K. This is the 2019. The City of Orillia portion is $580K, a decrease of result of a slight increase in the rent control guideline for 2020, $1.3M from 2019. The total Municipal requirement in 2020 is allowing a 2.2% rental increase. $8.2M compared to $20.3M in 2019, a decrease of $12.1M. Salaries and Benefits are anticipated to increase by $549K. Operating There are 3.2 FTE staffing requests included in the 2020 The Simcoe County Housing Corporation operating budget budget. These positions include a Building Superintendent for includes a total operating balance of $3.5M, compared to the new Township of Tay development, two summer students, $3.4M in 2019, an increase of $190K. a Social Worker, and a Junior Facilities Engineer, which is split 50/50 with Social Housing - Non-Profit. Excluding these Subsidies are to decrease by $88K. This is due to the federal changes, salaries and benefits have increased by $304K, funding decreasing as debentures within the Simcoe County which includes salary increases through the job evaluation Housing Corporation properties expire. process, collective agreement changes, standard salary increases, and benefit increases. User Fees are to increase by $1.7M. This is attributed to a full year of rental income for the Collingwood and Wasaga Beach Administration costs are expected to increase by $56K. This developments, as well as a partial year of the Township of Tay includes an increase in insurance attributed to a full year of the development being included in the 2020 budget. In addition, Collingwood and Wasaga Beach developments, as well as a the 2020 rental payments are projecting an overall increase for partial year of the Township of Tay development, to the 2020 the existing housing stock. The 2020 budget includes $243K policy as they become operational. of commercial rental revenue from the Collingwood development.
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Facilities costs are projected to increase by $819K. As per the Transfer to Reserve will increase by $598K. This is a result fo County Asset Management Plan, required facility costs are the increased future capital costs and operating surpluses increasing $119K. The County's portion is funded from associated with the Collingwood and Wasaga Beach reserve, as a $500K transfer to reserve is included in the developments being transferred to reserve. annual budget. Property taxes are increasing $237K, building maintenance $368K, and utilities are increasing $94K due to Capital the inclusion of the Collingwood, Wasaga Beach, and The Department's Capital budget is $8.0M. The details for Township of Tay developments in the operating budget. each project are on the Request Form(s) included.
Cost of Service Delivery is planned to increase by $1K.
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Simcoe County Housing Corporation 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Simcoe County Housing Corporation of commercial rental revenue from the Collingwood includes a net department requirement (total operating and development. capital) of $4.9M, compared to $9.0M in the 2019 forecast, a decrease of $4.1M. Miscellaneous Income is the same as in 2019.
The City of Barrie portion is $2.8M, a decrease of $9.1M from Transfer from Reserve will increase by $30K. This is the 2019 forecast. The City of Orillia portion is $580K, a decrease County's portion of the facility costs that are above the annual of $1.9M from 2019 forecast. The total Municipal requirement maintenance budget, as projected through the County's Asset in 2020 budget is $8.2M compared to $23.3M in 2019 forecast, Management Plan. Offsetting this is the reserve transfer from a decrease of $15.1M. the 2018 operating carryovers.
Operating The Client Benefit payments will increase by $91K. This is the The Simcoe County Housing Corporation operating budget result of a slight increase in the rent control guideline for 2020, includes a total operating balance of $3.5M, compared to allowing a 2.2% rental increase, as well as a surplus realized $3.0M in the 2019 forecast, an increase of $587K. in the 2019 forecast due to unit vacancies within the first six months of the year. Subsidies are to decrease by $179K. This is due to the federal funding decreasing as debentures within the Simcoe County Salaries and Benefits are anticipated to increase by $549K. Housing Corporation properties expire. As well, the 2019 There are 3.2 FTE staffing requests included in the 2020 forecast includes funding for the new Canada-Ontario budget. These positions include a Building Superintendent for Community Housing Initiative (COCHI). the new Township of Tay development, two summer students, a Social Worker, and a Junior Facilities Engineer, which is split User Fees are to increase by $1.6M. This is attributed to a full 50/50 with Social Housing - Non-Profit. Excluding these year of rental income for the Collingwood and Wasaga Beach changes, salaries and benefits have increased by $304K, developments, as well as a partial year of the Township of Tay which includes salary increases through the job evaluation development being included in the 2020 budget. In addition, process, collective agreement changes, standard salary the 2020 rental payments are projecting an overall increase for increases, and benefit increases.
Page 191 of529 the existing housing stock. The 2020 budget includes $243K
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Administration costs are expected to increase by $56K. This Cost of Service Delivery is planned to increase by $1K. includes an increase in insurance attributed to a full year of the Collingwood and Wasaga Beach developments, and a partial Transfer to Reserve will increase by $599K. This is a result fo year of the Township of Tay development, to the 2020 policy the increased future capital costs and operating surpluses as they become operational. associated with the Collingwood and Wasaga Beach developments being transferred to reserve in 2020. Facilities costs are projected to increase by $1.1M. As per the County Asset Management Plan, required facility costs are Capital increasing $119K. The County's portion is funded from The Department's 2020 Capital budget is $8.0M. The details reserve, as a $500K transfer to reserve is included in the for each project are on the Request Form(s) included. The annual budget. Property taxes are increasing $237K, building change between the 2019 budget and 2019 forecast is due to maintenance $368K, and utilities are increasing $94K due to carry-over projects. 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.
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Simcoe County Housing Corporation Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
SCHC - Affordable Development - Orillia 1,000 1,000 0 324 0 256 53 100 266 SCHC - Affordable Development - Tay 13,447 4,288 0 2,286 3,886 1031 2 (2,008) 0 SCHC - Blake Street East 135 135 0 0 0 35 7 41 52 SCHC - Blake Street West 410 410 0 0 0 105 22 124 159 SCHC - Brooks Street 36 36 0 0 0 9 2 11 14 SCHC - Gignac Drive 77 77 0 0 0 20 4 23 30 SCHC - High Street 80 80 0 0 0 21 4 24 31 SCHC - Matthew Way 562 562 0 0 0 144 30 170 218 SCHC - Miller Park Avenue 145 145 0 0 0 37 8 44 56 SCHC - Napier Street 439 439 0 0 0 113 23 133 171 SCHC - Nelson Street 42 42 0 0 0 11 2 13 16 SCHC - Oxford Street 49 49 0 0 0 13 3 15 19 SCHC - Peter Street 99 99 0 0 0 25 5 30 38 SCHC - Regent Street 93 93 0 0 0 24 5 28 36 SCHC - Sophia Street 117 117 0 0 0 30 6 35 46 SCHC - St Paul Street 251 251 0 0 0 64 13 76 97 SCHC - Tecumseth Street 95 95 0 0 0 24 5 29 37 SCHC - Yonge Street 52 52 0 0 0 13 3 16 20 Total Capital 17,130 7,971 0 2,610 3,886 1,048 217 (1,097) 1,308 Page 193 of529
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Simcoe County Housing Corporation Staffing
Expenditure Title: Building Superintendent Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The Simcoe County Housing Corporation will open the new Without a Building Superintendent to clean and maintain the development in Victoria Harbour, Township of Tay, in 2020. A building, there would be additional costs and staff time for the Building Superintendent will be required to organize and open use and supervision of external contractors and a loss of the building, as well as assist in the move-in process. Once reputation for the County from having a new building that was open, the Building Superintendent will provide full cleaning not cleaned or maintained to acceptable County standards. 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 Budget building components. The staff from this location will also Category provide some coverage to surrounding Simcoe County Housing 2020 Budget Corporation properties, thereby reducing the use, cost, and ($000's) reliance on external contractors. Salaries 80 Operating Expense 80 Service Partners 25 Operating Revenue 25 Net Expenditure (55) Page 194 of529
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Simcoe County Housing Corporation Staffing
Expenditure Title: Social Worker Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
A Social Worker position within SCHC is intended to provide Without the Social Work position, tenants who experience in- support to the most vulnerable tenants in the portfolio, i.e. depth challenges with limited ability to access resources, will those who encounter multiple challenges that can create not have the supports they need to maintain successful obstacles to maintaining successful tenancies. This position tenancies. When tenants do not have the supports they need, would be responsible to make and follow up referrals to there can be broader impacts to quality of life within the SCHC community agencies, with an overall goal of improving the portfolio, as well as pressure on public services such as quality of life at SCHC properties. It is recognized that hospitals, police, and paramedic services. permanent housing stabilizes peoples' lives however some tenants need additional supports beyond subsidized rent, such as professional social work linkages to specialized agencies Budget and ongoing support and encouragement to the tenant for Category follow-up. 2020 Budget ($000's) Salaries 98 Operating Expense 98 Service Partners 30 Operating Revenue 30 Net Expenditure (68) Page 195 of529
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Simcoe County Housing Corporation Staffing
Expenditure Title: Landscape and Maintenance Assistant (2 students) Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
There are currently four students in the Collingwood/Wasaga The use of summer students for grounds keeping, watering, site Beach area who assist at nine housing sites in Collingwood, clean-up, and minor maintenance mitigates the need to hire Stayner, Elmvale and Wasaga Beach. Two additional students contractors at a higher cost. If the grounds are not addressed will be required to conduct summer maintenance activities at with the care they require, the new plantings could die and/or the new building opening in Wasaga Beach in 2020. The become overgrown, thereby reducing curb appeal and giving landscape design in the new Wasaga Beach affordable the properties an overall appearance that is below acceptable housing development includes a large number of planter beds, County standards. 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 Budget results in improved curb appeal and landscaping, as well as Category being able to address other minor maintenance requirements. 2020 Budget ($000's) Salaries 20 Operating Expense 20 Service Partners 6 Operating Revenue 6 Net Expenditure (14) Page 196 of529
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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 Impact of not proceeding
The County purchased the former Orillia District Collegiate As the County has purchased the property, the impact of not Vocational Institute property in Orillia, an approximate nine- proceeding would result in the County not seeing a return on acre site, as a strategic purchase that could accommodate investment for the affordable housing component. Additionally, affordable housing, a social services hub, including Ontario if the site does not include affordable rental development, the Works/Children Services office and other partner agencies, as County could fall behind in meeting its 10-Year Housing and well as additional space for County operations. The County Homelessness Strategy targets for affordable housing. 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 Budget hub component on the site that would meet the needs for the Category 2019 & 2020 2021 City of Orillia and neighbouring areas, as well as the County's Total 2022 + 10-Year Housing and Homelessness Strategy. ($000's) Prior Budget Plan Capital Revenue 734 0 734 0 0 A key component of the site will be an approximate 100 unit Capital Expense 1,000 0 1,000 0 0 affordable housing building that will be part of a phased Net Capital (266) 0 (266) 0 0 Net Expenditure (266) 0 (266) 0 0 development. This request addresses the affordable housing preliminary design and costing in 2020, in preparation for a further detailed report to Council in 2021. Page 197 of529
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Township of Tay Rural Rental Development Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The Township of Tay location was originally identified under the This project was approved by Council in 2018. Construction Call for Proposals process during 2016, and further approval activities are underway and the Township of Tay has for the rental development project occurred in 2018. Federal- transferred land ownership of the site to the County for this Provincial funding has been committed to this location under purpose. Not proceeding would result in the County falling two funding programs. The project, located in Victoria Harbour, behind in meeting its 10-Year Housing and Homelessness entails development on a parcel of land donated by the Strategy targets for affordable housing. As well, there is $4.4M Township of Tay for the creation of approximately 41 new in Federal/Provincial funding tied to this project that would eb at affordable housing units for seniors and persons with risk for reallocation to another Service Manager. disabilities. Construction started in spring 2019 and is expected to be completed in fall 2020. Budget The Victoria Harbour site offers an opportunity to intensify an Category 2019 & 2020 2021 existing neighbourhood and provide a quality of housing that Total 2022 + ($000's) Prior Budget Plan will meet the current and projected sustainable affordable housing needs of the community. The site fulfills a requirement Capital Revenue 13,447 9,159 4,288 0 0 for a smaller rural development. This project will be the first Capital Expense 13,447 9,159 4,288 0 0 Net Expenditure 0 0 0 0 0 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. Page 198 of529
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Blake Street East Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Replacement is scheduled in 2020 for the kitchens at the Blake If the kitchen replacements are not done as part of multi-unit Street townhouses. The kitchen cabinets and countertops replacement, there will be an overall increase in the cost of have surpassed their lifespan (approximately 50 years), as both repairs as a result of one-off replacements. Also, the appearance and condition have deteriorated. Improvements serviceability of the kitchens will continue to deteriorate and will will contribute to tenant quality of life and satisfaction ofheir t not meet County standards. living environments.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 83 0 83 0 0 Capital Expense 135 0 135 0 0 Net Capital (52) 0 (52) 0 0 Net Expenditure (52) 0 (52) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Blake Street West Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Balcony restoration is required at Blake Street West, including If the balcony restoration is not done, there will be continued the restoration of the concrete decks and installation of new deterioration of the balconies which would increase the price fo balcony railings. Concrete spalling and deterioration of the later repairs. There will also be a health and safety risk to railings are evident. Full restoration of the balcony decks at tenants, visitors, and staff of falling pieces of concrete, which this time is expected to extend their lifespan an additional 30 also presents a liability to the County. years.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 251 0 251 0 0 Capital Expense 410 0 410 0 0 Net Capital (159) 0 (159) 0 0 Net Expenditure (159) 0 (159) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Brooks Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Implementation of a cellular signal upgrade is required at If this project is not done, there will be a significant liability for Brooks Street, including the installation of new infrastructure the County as tenants primarily rely on cellular communication and electrical components in order to boost cell phone systems. The current unavailability of signal, and/or unstable reception. Installation at this time will increase safety and connections to cellular signals, may reduce access to 911 security for tenants and is expected to have a 10 year lifespan services in the event of an emergency. before requiring a system upgrade.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 22 0 22 0 0 Capital Expense 36 0 36 0 0 Net Capital (14) 0 (14) 0 0 Net Expenditure (14) 0 (14) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Gignac Drive Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The shingle roof has reached the end of its lifespan. The roof If the work is not completed it could result in possible leaks will be replaced by a metal roof. The new metal roof lifespanis which can lead to significant damage to the interior of the expected to exceed 35 years. The roof will provide a longer building and contents. The roof will also enhance the visual lasting product that is more weather resistant and will maintain appearance of the building, keeping it in line with County a better appearance throughout the life of the roof as compared standards. to shingles.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 47 0 47 0 0 Capital Expense 77 0 77 0 0 Net Capital (30) 0 (30) 0 0 Net Expenditure (30) 0 (30) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: High Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The shingle roof has reached the end of its lifespan. The roof If the work is not completed it could result in possible leaks will be replaced by a metal roof. The new metal roof lifespanis which can lead to significant damage to the interior of the expected to exceed 35 years. The roof will provide a longer building and contents. The roof will also enhance the visual lasting product that is more weather resistant and will maintain appearance of the building, keeping it in line with County a better appearance throughout the life of the roof as compared standards. to shingles.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 49 0 49 0 0 Capital Expense 80 0 80 0 0 Net Capital (31) 0 (31) 0 0 Net Expenditure (31) 0 (31) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Matthew Way Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Replacement of the domestic hot water boilers is required as Not completing the boiler replacement will increase the chance the boilers have reached the end of their lifespan as the of breakdown and loss of hot water to the building. If the boiler equipment is approximately 27 years old. The new boilers will replacement does not go forward, the energy expenses will be high efficiency boilers and will provide reliable hot water to remain high, reliability will significantly decline, and the the building as well as reduce costs through more energy frequency of repairs will increase. Failure could result in efficient technologies. potential flooding and damage to the building and contents.
The air make-up units at the buildings are original to the Not replacing the air make-up units could risk failure and building and at the end of their lifespan. The existing prevent Simcoe County Housing Corporation from maintaining equipment is far less energy efficient than newer models. 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 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 344 0 344 0 0 Capital Expense 562 0 562 0 0 Net Capital (218) 0 (218) 0 0 Page 204 of529 Net Expenditure (218) 0 (218) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Miller Park Avenue Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Balcony restoration is required at Miller Park Avenue, including If the balcony restoration is not done, there will be continued the restoration of the concrete decks which are approximately deterioration of the balconies which would increase the price fo 45 years old. Concrete spalling and deterioration of the later repairs. There will also be the health and safety risk fo balcony decks are evident. Full restoration of the balcony falling pieces of concrete, which also present a liability tohe t decks at this time is expected to extend their lifespan an County. If the work of replacing the switchgear is not additional 30 years. completed it is possible to have a full electrical failure in the building resulting in the loss of power for several days. Allunits The main electrical panels and subpanels that supply all are heated using electric baseboard and they would cease to electricity in the building are original to construction. The function in the event of electrical failure. Not creating a panels have been assessed and they have reached the end of designated smoking enclosure may result in a tenant smoking their lifespan and need replacement. in their unit in inclement weather, violating their lease and placing their tenancy at risk. 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 Budget reduce external cleaning requirements by staff. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 89 0 89 0 0 Capital Expense 145 0 145 0 0 Net Capital (56) 0 (56) 0 0 Net Expenditure (56) 0 (56) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Napier Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The electrical panels that supply all electricity in the suites are If the work of replacing the switchgear is not completed it is original to construction (approximately 42 years old). The possible to have a full electrical failure in the building resulting panels have been assessed and they have reached the end of in the loss of power for several days. All units are heated using their lifespan and need replacement. electric baseboard which would cease to function in the event of electrical failure. If the flooring work is not done, triphazards The flooring in the common area hallways and stairwells have may arise due to warn/degraded material. If the work of reached the end of their lifespan and require replacement. The replacing the suite fire doors is not completed, increased new stairwell flooring will be a non-slip flooring, resultingn i liability may result in the event of a fire. If the common area better traction thereby reducing the chances of slips and falls. upgrade is not done in a planned manner, there may be damage to related components, and higher costs of doing one- Replacement fire doors are required at Napier Street, including off replacements. Also, the serviceability and use of the the replacement of doors, frames, locks, and hardware. All common area space will continue to deteriorate and not be up suite doors are original to construction and show deterioration. to acceptable County standards. 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. Budget
Category 2019 & 2020 2021 Replacement of multiple components in the common room is Total 2022 + ($000's) Prior Budget Plan required at Napier Street. The kitchen cabinets, countertops, Capital Revenue 269 0 269 0 0 carpet, entrance doors, and lighting have reached or surpassed their lifespan in both appearance and condition. Improvements Capital Expense 439 0 439 0 0 will contribute to tenant quality of life through increased Net Capital (171) 0 (171) 0 0 Net Expenditure (171) 0 (171) 0 0 usefulness of the common room environment. Page 206 of529
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Nelson Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The electrical panels that supply all electricity in the suites are If the work of replacing the panels is not completed it is possible original to construction, approximately 46 years old. The to have a full electrical failure in the suites resulting in the loss panels have been assessed and they have reached the end of of power for several days. All units are heated using electric their lifespan and need replacement. baseboard and they would cease to function in the event of an electrical failure.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 25 0 25 0 0 Capital Expense 42 0 42 0 0 Net Capital (16) 0 (16) 0 0 Net Expenditure (16) 0 (16) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Oxford Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The interlock walkways have reached the end of their lifespan Failure to proceed with the work will result in the walkways and show significant signs of wear, deterioration, and damage. appearing to be run down and in disrepair affecting the The new walkways will be regraded to improve winter reputation of the County. As the interlock continues to degrade maintenance and improve safe walking conditions. 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 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 30 0 30 0 0 Capital Expense 49 0 49 0 0 Net Capital (19) 0 (19) 0 0 Net Expenditure (19) 0 (19) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Peter Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The shingle roof has reached the end of its lifespan. The roof If the work is not completed it could result in possible leaks will be replaced by a metal roof. The new metal roof lifespanis which can lead to significant damage to the interior of the expected to exceed 35 years. The roof will provide a longer building and contents. The roof will also enhance the visual lasting product that is more weather resistant and will maintain appearance of the building, keeping it in line with County a better appearance throughout the life of the roof as compared standards. to shingles. Not creating a designated smoking enclosure may result in a The creation of a designated smoking enclosure is required in tenant smoking in their unit in inclement weather. This would order to assist tenants in complying with the implementation of violate their lease and place their tenancy at risk. In addition, non-smoking leases. 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 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 60 0 60 0 0 Capital Expense 99 0 99 0 0 Net Capital (38) 0 (38) 0 0 Net Expenditure (38) 0 (38) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Regent Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Balcony restoration is required at Regent Street, including the If the balcony restoration is not done, there will be continued restoration of the approximately 45 year old concrete decks. deterioration of the balconies which would increase the price fo Concrete spalling and deterioration of the balcony decks are later repairs. There will also be a health and safety risk of evident. Full restoration of the balcony decks at this time is falling pieces of concrete, which also presents a liability to the expected to extend their lifespan an additional 30 years. County.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 57 0 57 0 0 Capital Expense 93 0 93 0 0 Net Capital (36) 0 (36) 0 0 Net Expenditure (36) 0 (36) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Sophia Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Balcony restoration is required at Sophia Street, including the If the balcony restoration is not done, there will be continued restoration of the approximately 50 year old concrete decks. deterioration of the balconies which would increase the price fo Concrete spalling and deterioration of the balcony decks are later repairs. There will also be a health and safety risk of evident. Full restoration of the balcony decks at this time is falling pieces of concrete, which also presents a liability to the expected to extend their lifespan an additional 30 years. County.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 72 0 72 0 0 Capital Expense 117 0 117 0 0 Net Capital (46) 0 (46) 0 0 Net Expenditure (46) 0 (46) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: St. Paul Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
Balcony restoration is required at St. Paul Street, including the If the balcony restoration is not done, there will be continued restoration of the approximately 45 year old concrete decks deterioration of the balconies which would increase the price fo and installation of new balcony railings. Concrete spalling and later repairs. There will also be a health and safety risk of deterioration of the railings are evident. Full restoration of the falling pieces of concrete, which also presents a liability to the balcony decks at this time is expected to extend their lifespan County. an additional 30 years. If the parking lot work does not proceed it will result in thelot The driveway and parking lot have reached the end of their appearing to be run down and in disrepair affecting the lifespan and show significant signs of wear, deterioration, and reputation of the County. As the parking lot and curbs continue damage. The existing curbs will be replaced and the parking to degrade, they will present a tripping hazard and increased lot will be regraded to improve drainage conditions. liability for the County. The new parking lot and curbs will eb improved for accessibility standards and visibility, and will reduce safety concerns.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 154 0 154 0 0 Capital Expense 251 0 251 0 0 Net Capital (97) 0 (97) 0 0 Net Expenditure (97) 0 (97) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Tecumseth Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The shingle roof has reached the end of its lifespan. The roof If the work is not completed it could result in possible leaks will be replaced by a metal roof. The new metal roof lifespanis which can lead to significant damage to the interior of the expected to exceed 35 years. The roof will provide a longer building and contents. The roof will also enhance the visual lasting product that is more weather resistant and will maintain appearance of the building, keeping it in line with County a better appearance throughout the life of the roof as compared standards. to shingles.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 58 0 58 0 0 Capital Expense 95 0 95 0 0 Net Capital (37) 0 (37) 0 0 Net Expenditure (37) 0 (37) 0 0
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Simcoe County Housing Corporation Tangible Capital Asset (TCA)
Expenditure Title: Yonge Street Strategic Direction: B - Strengthened Social, Health and Educational Opportunities
Description and justification for expenditure Impact of not proceeding
The windows are at the end of their 48 year lifespan. There is If the work is not completed on the windows it will cause further currently damage around the windows due to water damage to the building envelope due to water and air penetration. The new windows will be of a high energy-efficient penetration. There are significant energy losses which results vinyl design resulting in an increase in tenant comfort and in higher costs from the current windows. Substantial energy aesthetic appeal. savings will be gained with improved technology and weather sealing.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Revenue 32 0 32 0 0 Capital Expense 52 0 52 0 0 Net Capital (20) 0 (20) 0 0 Net Expenditure (20) 0 (20) 0 0
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Social Housing - Non-Profit
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Social Housing - Non-Profit Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 0.0 Miscellaneous Income 0 0 0 0 0 0 0.0 0 0.0 Transfer from Reserve 1,113 1,519 1,726 4,463 1,816 (2,647) (59.3) 90 5.2 Total 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 6.8 Administration 74 61 142 142 103 (39) (27.6) (39) (27.6) Facilities 000 0 0 0 0.0 0 0.0 Cost 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
Capital Revenue 00000 00.0 00.0 Capital Expenses 0 0 0 0 0 0 0.0 0 0.0 Net Capital 0 0 0 0 0 0 0.0 0 0.0
Net Department Requirement (11,721) (13,178) (12,785) (12,291) (12,583) (292) 2.4 203 (1.6) Page 216 of529
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Social Housing - Non-Profit 2020 Budget vs. 2019 Budget Change
The 2020 Social Housing - Non-Profit budget includes a net The Client Benefit payments will decrease by $548K. This is a department requirement (total operating and capital) of result of expenditure decreases within the Investment in $12.6M, compared to $12.8M in 2019, a decrease of $203K. Affordable Housing Extension, the Social Infrastructure Fund, and Home For Good programs of $6.6M, net with expenditure The City of Barrie portion is $4.8M, an increase of $57K from increases in the new Ontario Priorities Housing Initiative and 2019. The City of Orillia portion is $991K, an increase of $25K new Canada-Ontario Community Housing Initiative of $5.4M. from 2019. The total Municipal requirement in 2020 is $18.4M Non-Profit provider repair loans are increasing $535K and compared to $18.5M in 2019, a decrease of $121K. provider subsidy payments are increasing $140K over the 2019 budget. Operating The Social Housing - Non-Profit operating budget includes a Salaries and Benefits are anticipated to increase by $108K. total operating balance of $12.6M, compared to $12.8M in There is a 0.5 FTE staffing request included in the 2020 2019, a decrease of $203K. budget for a Junior Facilities Engineer. Excluding this change, salaries and benefits would have increased $58K which Subsidies are to decrease by $449K. This is due to a includes adjustments related to standard salary and benefit decrease in funding within the Investment in Affordable increases. Housing Extension and Social Infrastructure Fund of $6.4M, net with an increase in new funding for the Ontario Priorities Administration costs are expected to decrease by $39K. Housing Initiative and Canada-Ontario Community Housing Consultant expenditures have decreased $40K due to the one- Initiative, as well as a Federal funding increase, totalling time cost of the Access to Housing report budgeted in 2019. $6.0M. Cost of Service Delivery is planned to decrease by $11K. Transfer from Reserve will increase by $90K. This is a result 2019 was the final year of the tax differential grants to of the County's portion of the Non-Profit provider repair loans developers in the County. increasing by $370K in the 2020 budget. Offsetting this is a decrease of $280K that was included in the 2019 budget for Transfer to Reserve will increase by $10K. the supportive housing project.
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Capital There are no Capital Projects in 2020 for this Department. Page 218 of529
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Social Housing - Non-Profit 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Social Housing - Non-Profit includes a net decrease of $280K that was included in the 2019 budget for department requirement (total operating and capital) of the supportive housing project. The 2019 forecast includes $12.6M, compared to $12.3M in the 2019 forecast, an increase 2018 carry-forwards for Non-Profit repair loans, secondary of $292K. suites, and rent supplements for $2.7M.
The City of Barrie portion is $4.8M, a decrease of $510K from The Client Benefit payments will decrease by $13.7M. This is 2019 forecast. The City of Orillia portion is $991K, a decrease a result of expenditure decreases within the Investment in of $106K from 2019 forecast. The total Municipal requirement Affordable Housing Extension, Social Infrastructure Fund, in 2020 budget is $18.4M compared to $18.7M in 2019 Home For Good, and Social Housing Apartment Improvement forecast, a decrease of $323K. Program of $16.4M, net with expenditure increases in the new Ontario Priorities Housing Initiative of $5.0M. Non-Profit Operating provider subsidy payments are increasing $721K over the The Social Housing - Non-Profit operating budget includes a 2019 forecast due to reconciliation repayments in 2019. As total operating balance of $12.6M, compared to $12.3M in the well, decreases in Non-Profit provider repair loans of $1.7M 2019 forecast, an increase of $292K. and municipal rent supplement and secondary suite programs of $1.3M are a result of 2018 carryovers expensed in 2019. Subsidies are to decrease by $10.6M. This is a result of a decrease in subsidies within the Investment in Affordable Salaries and Benefits are anticipated to increase by $127K. Housing Extension and Social Infrastructure Fund of $6.4M, There is a 0.5 FTE staffing request included in the 2020 net with an increase in funding for the new Ontario Priorities budget for a Junior Facilities Engineer. Excluding this change, Housing Initiative, as well as a Federal funding increase, salaries and benefits have increased $69K, which includes totalling $6.0M. In addition, subsidies are $10.1M lower in $58K in adjustments related to standard salary and benefit 2020 due to the timing of when the subsidies were recognized increases and $19K savings projected to be realized in the in 2019 for Home For Good and the Social Housing Apartment 2019 forecast. Improvement Program. Administration costs are expected to decrease by $39K. Transfer from Reserve will decrease by $2.6M. This is a result Consultant expenditures have decreased $40K due to the one- time cost of the Access to Housing report budgeted in 2019.
Page 219 of529 of the County's portion of the Non-Profit provider repair loans increasing by $370K in the 2020 budget. Offsetting this is a
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Cost of Service Delivery is planned to decrease by $11K. Capital 2019 was the final year of the tax differential grants to There are no Capital Projects in 2020 for this Department. developers in the County.
Transfer to Reserve will not change in 2020.
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Social Housing - Non-Profit Staffing
Expenditure Title: Junior Facilities Engineer Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
This staffing request is intended to provide technical supportto If this staffing request is not approved, there will be increased address the increasing capital repair projects in both the Non- use of consultants and contractors to make repairs, which is Profit system and Simcoe County Housing Corporation. Due to more costly for both Simcoe County Housing Corporation and aging housing infrastructure, the Non-Profit provider repair jobs Non-Profit providers. There will also be the exposure to greater will double over the next 2-5 years as the buildings in the financial risk and tenant/staff safety if timely preventative portfolio all reach 30 years old. The number of units in Simcoe maintenance processes are not completed for the complex County Housing Corporation has increased 34% during 2001 to systems. 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%. Budget
Category Additionally, the new equipment is much more complex with 2020 Budget respect to operation and controls, largely driven by energy ($000's) efficiency. Activities in this position will include the Salaries 101 development of operational controls programs, instructions and Operating Expense 101 procedures, preventative maintenance schedules, regular Service Partners 31 training for Non-Profit and Simcoe County Housing Corporation Operating Revenue 31 staff about the complex systems, and assistance with trouble Net Expenditure (70) shooting and maintenance when an issue cannot be resolved by front-line maintenance staff. Page 221 of529
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Engineering, Planning and Environment
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Transportation and Engineering - Construction
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Transportation and Engineering - Construction Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 6,001 6,261 6,427 6,602 6,555 (46) (0.7) 129 2.0 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 0 0 0 0 0 0 0.0 0 0.0 Miscellaneous Income (181) 174 1 1 1 0 0.0 0 0.0 Transfer from Reserve 0 0 0 0 0 0 0.0 0 0.0 Total Revenues 5,820 6,434 6,428 6,603 6,556 (46) (0.7) 129 2.0 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 1,198 1,224 1,388 1,388 1,449 60 4.3 60 4.3 Administration 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 2.3 Cost of Service Delivery 60 812 915 915 82 (833) (91.1) (833) (91.1) Transfer to Reserve 0440 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 33.0 Capital Expenses 42,180 43,705 38,328 38,828 50,784 11,956 30.8 12,456 32.5 Net Capital (11,622) (10,791) (10,416) (10,416) (13,655) (3,238) 31.1 (3,238) 31.1
Net Department Requirement (13,535) (13,221) (13,773) (13,760) (16,259) (2,499) 18.2 (2,486) 18.0 Page 226 of529
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Transportation and Engineering - Construction 2020 Budget vs. 2019 Budget Change
The 2020 Transportation and Engineering - Construction Administration costs are expected to decrease by $21K. This budget includes a net department requirement (total operating is mainly due to a reduction in consulting for inspections and and capital) of $16.3M, compared to $13.8M in 2019, an structure inventory management. increase of $2.5M. Facilities costs are projected to increase by $170K. Planned Operating roads rehabilitation projects have increased by $178K while a The Transportation and Engineering - Construction operating $12K anticipated reduction in electricity costs offsets this budget includes a total operating balance of $2.6M, compared increase. to $3.4M in 2019, a decrease of $753K. Cost of Service Delivery is planned to decrease by $833K. Subsidies are to increase by $129K. This is a result of an Final payments for the Holland Marsh project were made in increase in Ontario Community Infrastructure funding for roads 2019 which results in an $830K reduction in grants. rehabilitation projects. Capital Miscellaneous Income is the same as in 2019. The Department's Capital budget is $50.8M. The details for
each project are on the Request Form(s) included. Salaries and Benefits are anticipated to increase by $60K.
This includes collective agreement changes, adjustments to
hours worked, and salary and benefit increases.
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Transportation and Engineering - Construction 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Transportation and Engineering - Construction includes a net department requirement (total Administration costs are expected to decrease by $21K. This operating and capital) of $16.3M, compared to $13.8M in the is mainly due to a reduction in consulting for inspections and 2019 forecast, an increase of $2.5M. structure inventory management.
Operating Facilities costs are projected to increase by $8K. Roads The Transportation and Engineering - Construction operating rehabilitation projects were increased by $175K as a result of budget includes a total operating balance of $2.6M, compared higher than anticipated costs for scheduled projects. The 2020 to $3.3M in the 2019 forecast, a decrease of $739K. rehabilitation plan costs are similar to the level of forecasted costs for 2019 work. Subsidies are to decrease by $46K. Gas Tax funding for roads rehabilitation projects increased by $175K in the 2019 forecast Cost of Service Delivery is planned to decrease by $833K. as a result of higher than anticipated costs for scheduled Final payments for the Holland Marsh project were made in projects. Gas Tax funding will not increase in 2020, however, 2019 which results in an $830K reduction in grants. Ontario Community Infrastructure Funding will increase by $129K. These items result in an overall decrease to subsidies. Capital
The Department's 2020 Capital budget is $50.8M. The details Miscellaneous Income is the same as in 2019. for each project are on the Request Form(s) included.
Salaries and Benefits are anticipated to increase by $60K.
This includes collective agreement changes, adjustments to hours worked, and salary and benefit increases.
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Transportation and Engineering - Construction Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
RDS - 2020 Active Transportation 6,450 400 0 0 0 0 0 0 400 RDS - Archie Duckworth Bridge 1,899 1,771 1,771 0 0 0 0 0 0 RDS - Bailey Creek Bridge 1,764 1,650 1,650 0 0 0 0 0 0 RDS - Browns Creek Bridge 2,330 2,160 2,160 0 0 0 0 0 0 RDS - Canal Road Bridge 1,750 1,200 0 0 0 0 0 0 1,200 RDS - Con 3/4, Lot 12 Culvert 1,963 75 0 0 0 0 0 0 75 RDS - Con 7, Lot 25 Culvert 2,033 75 0 0 0 0 0 0 75 RDS - Con 8/9, Lot 8 Culvert 1,817 75 0 0 0 0 0 0 75 RDS - County Road 1 Culvert 1,060 880 880 0 0 0 0 0 0 RDS - County Road 17 Bridges 3,078 2,691 2,691 0 0 0 0 0 0 RDS - County Road 21 73,721 9,550 0 7,568 400 0 0 0 1,582 RDS - County Road 22 21,134 3,098 0 2,612 0 0 0 0 486 RDS - County Road 27 56,658 100 0 91 0 0 0 0 9 RDS - County Road 4 160,992 4,191 0 3,918 0 0 0 0 273 RDS - County Road 53 Innisfil 20,280 100 0 85 0 0 0 0 15 RDS - CR 10 - Mitchell Bridge 3,283 50 0 25 0 0 0 0 25 RDS - CR 10 - Thompson Culvert 1,184 1,056 0 528 0 0 0 0 528 RDS - CR 21 / CR 56 4,221 220 0 0 0 0 0 0 220 RDS - CR 22 ERRC Intersection 1,000 800 0 744 0 0 0 0 56 RDS - CR 27 / 5th Line Intersection 8,403 2,643 0 2,482 0 0 0 0 161 RDS - CR 44 - Con 13, Lot 28 Culvert 1,744 352 0 0 0 0 0 0 352 Page 229 of529 RDS - CR 53 / Carson Rd Intersection 4,318 90 0 0 0 0 0 0 90
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Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
RDS - CR 56 - Con 6/7, Lot 24Culvert 2,650 2,200 0 0 0 0 0 0 2,200 RDS - CR 88 / 5th SR Intersection 6,837 370 0 345 0 0 0 0 25 RDS - CR 9 W - Slope Stabilization 2,466 200 0 0 0 0 0 0 200 RDS - CR 93 - Balm Beach-Penetanguishene 10,326 7,058 0 2,731 952 0 0 0 3,375 RDS - Holland River Bridge 6,656 750 0 375 0 0 0 0 375 RDS - McArthur Culvert 953 853 443 0 0 0 0 0 410 RDS - Nottawasaga Mono Adjala Bridge 1,865 61 0 0 0 0 0 0 61 RDS - Old Fort Overhead Bridge 2,293 70 0 0 0 0 0 0 70 RDS - Pick Up Truck Replacement 35 35 0 0 0 0 0 0 35 RDS - Singhampton Bridge 490 440 0 0 0 0 0 0 440 RDS - Sturgeon River Bridge 984 66 0 0 0 0 0 0 66 RDS - Tioga Bridge 5,193 4,367 4,367 0 0 0 0 0 0 RDS - Vigo Bridge 9,526 625 0 313 0 0 0 0 313 RDS - Walkers Creek Culvert 000345 2,552 100 0 0 0 0 0 0 100 RDS - Wilcox Bridge 916 86 0 0 0 0 0 0 86 RDS - Willow Creek Structures 7,390 276 0 0 0 0 0 0 276 Total Capital 442,215 50,784 13,961 21,816 1,352 0 0 0 13,655 Page 230 of529
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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 Impact of not proceeding
The County purchased this 38 km long corridor in 2017 and Not proceeding with this project would result in the gaps in the completed a preliminary assessment and design in 2018. A trail continuing to exist which creates a comfort issue for all separate Council report was approved in 2019 recommending users as well as a liability concern as the existing corridor a project of converting the purchased section of the Barrie- continues to sit idle. 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 Budget Plan at the provincial level and County of Simcoe Official Plan, Category 2019 & 2020 2021 Transportation Master Plan and Trails Strategy at the municipal Total 2022 + ($000's) Prior Budget Plan level. Key benefits from this proposed project include promoting community and individual health, preserving a Capital Expense 6,450 0 400 2,017 4,033 continuous corridor for linear infrastructure, enhancement of Net Capital (6,450) 0 (400) (2,017) (4,033) Net Expenditure (6,450) 0 (400) (2,017) (4,033) 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.
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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 Impact of not proceeding
The Archie Duckworth Bridge (000201) is located on Centre The structure will continue to deteriorate, leading to an increase Street, 1.4 km west of 5th Line, in the Township of Essa. The in the scope of rehabilitative work required and an increase in bridge was constructed circa 1973. This mixed bridge carries the construction costs. 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 Budget width of 12.3 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The environmental assessment is complete. The rehabilitation Capital Revenue 1,771 0 1,771 0 0 design and approval work will be completed in 2019 with Capital Expense 1,899 128 1,771 0 0 construction to be completed in 2020. Net Capital (128) (128) 0 0 0
Net Expenditure (128) (128) 0 0 0
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Bailey Creek Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Bailey Creek Bridge (001170) is located on County Road The structure will continue to deteriorate, leading to an increase 1, 0.2 km east of Concession Road 7, in the Township of in the scope of rehabilitative work required and an increase in Adjala-Tosorontio. The Bailey Creek Bridge was constructed in the construction costs. 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 Budget length of 15.1 m and a maximum clearance of 3.3 m. The deck Category 2019 & 2020 2021 has a travel width of 9.2 m and an overall width of 11.1 m. Total 2022 + ($000's) Prior Budget Plan
Capital Revenue 1,650 0 1,650 0 0 The design and approval work are on schedule to be complete Capital Expense 1,764 114 1,650 0 0 by the end of 2019. The rehabilitation design includes a Net Capital (114) (114) 0 0 0 superstructure (deck and girders) replacement. Construction Net Expenditure (114) (114) 0 0 0 will be completed in 2020 employing two stages with one lane of traffic being maintained using temporary traffic signals, at all times. Page 233 of529
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Browns Creek Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Browns Creek Bridge (027550) is located on Yonge Street The structure will continue to deteriorate, leading to an increase (County Road 27), 0.86 km south of Queen St, in the Township in the scope of rehabilitative work required and an increase in of Springwater. The bridge was constructed circa 1977 and the construction costs. 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 Budget maximum clearance of 4.6 m. The deck has a travel width of Category 2019 & 2020 2021 11.1 m and an overall width of 12.8 m. Total 2022 + ($000's) Prior Budget Plan
The design and approval work are on schedule to be complete Capital Revenue 2,160 0 2,160 0 0 Capital Expense 2,330 170 2,160 0 0 by the end of 2019. The rehabilitation design includes a Net Capital (170) (170) 0 0 0 superstructure (deck and girders) replacement. Construction Net Expenditure (170) (170) 0 0 0 will be completed in 2020 employing two stages with one lane of traffic being maintained using temporary traffic signals, at all times.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Canal Road Adjacent Lock 38 Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Canal Road Adjacent Lock 38 Bridge (150000) is a The structure will continue to deteriorate, leading to an increase boundary bridge shared between the County of Simcoe and the in the scope of rehabilitative work required and an increase in Region of Durham. The bridge is located on Canal Road, 0.3 the overall construction costs. 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 Budget Trent Canal in four continuous spans with a total crossing Category 2019 & 2020 2021 length of 108 m and a maximum clearance of 11 m. The deck Total 2022 + ($000's) Prior Budget Plan has a travel width of 8.7 m and an overall width of 11.5 m. Capital Expense 1,750 550 1,200 0 0 The environmental assessment and design will be led by the Net Capital (1,750) (550) (1,200) 0 0 Net Expenditure (1,750) (550) (1,200) 0 0 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.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Concession 3/4, Lot 12 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Concession 3/4, Lot 12 Culvert (057052) is located on Line The structure will continue to deteriorate, leading to an increase 3 North, 0.7 km north of Highway 11, in the Township of Oro- in the scope of rehabilitative work required and an increase in Medonte. The Culvert was constructed circa 1935 and the construction costs. 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 Budget clearance of 1.8 m. The culvert length is 12.3 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The environmental assessment will continue in 2020 for Capital Expense 1,963 75 75 105 1,708 rehabilitation and replacement alternatives. The design and Net Capital (1,963) (75) (75) (105) (1,708) approval work will be complete by 2023 with construction to be Net Expenditure (1,963) (75) (75) (105) (1,708) completed in 2024.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Concession 7, Lot 25 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Concession 7, Lot 25 Culvert (020082) is located on The structure will continue to deteriorate, leading to an increase County Road 20 (Ridge Road), 0.4 km East of Line 6 South, in in the scope of rehabilitative work required and an increase in the Township of Oro-Medonte. The Culvert was constructed the construction costs. 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 Budget clearance of 2.3 m. The culvert length is 15.5 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The environmental assessment will commence in 2020 for Capital Expense 2,033 0 75 77 1,881 rehabilitation and replacement alternatives. The design and Net Capital (2,033) 0 (75) (77) (1,881) approval work will be completed in 2024 with construction to be Net Expenditure (2,033) 0 (75) (77) (1,881) completed in 2025.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Concession 8/9, Lot 8 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Concession 8/9, Lot 8 Culvert (092016) is located on The structure will continue to deteriorate, leading to an increase County Road 92, 1.5 km west of County Road 27, in the in the scope of rehabilitative work required and an increase in Township of Springwater. The Culvert was constructed circa the construction costs. 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. Budget The culvert length is 20.5 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The environmental assessment will continue into 2020 for Capital Expense 1,817 75 75 105 1,562 rehabilitation and replacement alternatives. The design and Net Capital (1,817) (75) (75) (105) (1,562) approval work will be completed in 2022 with construction to be Net Expenditure (1,817) (75) (75) (105) (1,562) completed in 2023. Page 238 of529
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 1 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The County Road 1 cross culvert is located on 8th Line (County The structure will continue to deteriorate, leading to structure Road 1), 1.0 km east of 15 Sideroad, in the Town of New failure and closure of County Road 1, until the structure is Tecumseth. The age of this culvert is unknown. The structure replaced. 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 Budget approximately 20 m. This culvert is a road crossing culvert and Category 2019 & 2020 2021 not considered a “structural” culvert because the span lengths i Total 2022 + ($000's) Prior Budget Plan less than 3 m (in accordance with the Highway Bridge Design Code for the definition of a structure) and therefore has not Capital Revenue 880 0 880 0 0 been included in the County’s structure inventory. Capital Expense 1,060 180 880 0 0 Net Capital (180) (180) 0 0 0
Net Expenditure (180) (180) 0 0 0 The design for the culvert replacement will be completed in 2019 with construction to be completed in 2020.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 17 Bridges Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
There are three bridges located on County Road 17, in the The structures will continue to deteriorate, leading to an Township of Severn that have rehabilitative needs or require increase in the scope of rehabilitative works required and an replacement. All three bridges were constructed circa 1963. increase in the construction costs. 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 Budget Creek. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The design and approval work are on schedule to be complete Capital Revenue 2,691 0 2,691 0 0 by the end of 2019. The rehabilitation designs include a Capital Expense 3,078 387 2,691 0 0 concrete overlay of the existing concrete deck, waterproofing Net Capital (387) (387) 0 0 0 and paving, approach slab construction, substructure repairs Net Expenditure (387) (387) 0 0 0 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.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 21 Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The environmental assessment for County Road 21 County Road 21 is a Class 1 road and forms a major east-west improvements (also known as Innisfil Beach Road) was link in the Town of Innisfil to the 400 Highway. This road completed in 2015 and includes the road section from County project has been identified in the Transportation Master Plan sa Road 27 east to the 20th Sideroad of Innisfil, a total distance of part of the overall transportation improvements required in the approximately 12 kilometres. The road will be reconstructed to area. Capacity concerns already exist and further delay of this a wider four lane cross section with both rural and urban project will have a negative impact on future congestion. 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) Budget already complete, County Road 4 and the 20th Sideroad. The Category 2019 & 2020 2021 2020 budget includes property purchase for Phase 1, utility Total 2022 + relocations at the intersection with 20th Sideroad, site ($000's) Prior Budget Plan preparation at the intersection with County Road 53, Capital Revenue 62,650 24,992 7,968 6,935 22,755 reconstruction of the intersection with County Road 4, and Capital Expense 73,721 28,513 9,550 8,138 27,520 Phase 1. County Road 21 will be divided into four construction Net Capital (11,071) (3,522) (1,582) (1,203) (4,765) Net Expenditure (11,071) (3,522) (1,582) (1,203) (4,765) phases. Page 241 of529
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 22 Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The environmental assessment for County Road 22 Population growth in the area will continue to put pressure on improvements (also known as Horseshoe Valley Road) is the roadway as traffic increases and safety improvements complete. This project includes the section of road through the through this section are required to improve overall Horseshoe Valley Resort area from the 3rd Line of Oro- performance. Upgrades to roadside protection, drainage Medonte through to the 4th Line, a total distance of 3.2 features and intersection improvements are needed to comply kilometres. Alternative design improvements will include with today’s standards. Improvements to this road section will intersection upgrades at the 3rd, 4th, and resort entrance also positively impact road maintenance operations as this road intersections, additional hill climbing lanes for the steep profiles section is difficult to maintain, especially through the winter of both the east and west hills, roadside protection upgrades, months. additional paved shoulders and drainage improvements. This project will continue in 2020 with detail design, property purchase, site preparation and utility relocation for construction Budget to begin in 2020 and will be phased over three years to Category 2019 & 2020 2021 complete the project. Total 2022 + ($000's) Prior Budget Plan Capital Revenue 19,106 2,698 2,612 6,762 7,035 Capital Expense 21,134 3,074 3,098 7,283 7,680 Net Capital (2,028) (376) (486) (521) (645) Net Expenditure (2,028) (376) (486) (521) (645)
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 27 Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
This project includes the section of County Road 27, from County Road 27 is a primary arterial road and forms a north- County Road 21 (Innisfil Beach Road) to County Road 90, a south link from Innisfil to the City of Barrie. This road project total distance of approximately 9.7 kilometres. Alternative has been identified in the Transportation Master Plan as part of design improvements will include widening to a four lane cross the overall transportation improvements required in the area. section including a paved median, horizontal and vertical Capacity concerns already exist and further delay of this project alignment adjustments, addition of auxiliary lanes and will have a negative impact on future congestion. illumination upgrades at sideroad intersections, roadside protection upgrades, addition of paved shoulders and drainage improvements. The budget item for 2020 is the continuation of Budget the environmental assessment for this project. The project will Category 2019 & 2020 2021 continue through to 2023 with the completion of the Total 2022 + environmental assessment as well as potential property ($000's) Prior Budget Plan purchase and the detail design. The site preparation and utility Capital Revenue 50,955 635 91 555 49,675 relocations are planned to be completed in 2024 through to Capital Expense 56,658 700 100 612 55,246 2026. The construction portion of County Road 27 from County Net Capital (5,703) (65) (9) (57) (5,572) Net Expenditure (5,703) (65) (9) (57) (5,572) Road 21 to Barrie is forecast to begin in 2026 and be completed over four construction seasons. Page 243 of529
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 4 Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The environmental assessment for County Road 4 was County Road 4 is a Class 1 road and forms a major north-south completed in 2012 and includes the road section from the north link from Barrie to Bradford in the southeast portion of the limits of the Town of Bradford, north to the intersection with County. This road project has been identified in the County Road 89, a distance of approximately 10 kilometres. Transportation Master Plan as part of the overall transportation Recommended improvements include widening to a four lane improvements required in the area. Capacity concerns already cross section including a paved median, horizontal and vertical exist and further delay of this project will have a negative alignment adjustments, addition of auxiliary lanes and impact on future congestion. 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 Budget property purchase for this three-phase project, which will Category 2019 & 2020 2021 include site preparation and utility relocation in 2020 and 2021 Total 2022 + ($000's) Prior Budget Plan for road construction to begin in 2021 and will be completed in 2024-year timeframe. The environmental assessment for Capital Revenue 146,315 7,583 3,918 13,606 121,208 County Road 4 from County Road 89 to Barrie is scheduled to Capital Expense 160,992 8,453 4,191 15,876 132,472 begin in 2020 with construction happening between 2028 and Net Capital (14,677) (870) (273) (2,269) (11,264) Net Expenditure (14,677) (870) (273) (2,269) (11,264) 2031. Page 244 of529
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 53 Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
This project includes the section of County Road 53 (5th County Road 53 is a secondary arterial road and forms a north- Sideroad), from County Road 21 (Innisfil Beach Road) to the south link from Innisfil to the City of Barrie annexed City of Barrie limit, a total distance of approximately 2.0 intensification lands. This road project has been identified in kilometres. Alternative design improvements will include the Transportation Master Plan as part of the overall widening to a four lane cross section including a paved median, transportation improvements required in the area. Capacity horizontal and vertical alignment adjustments, addition of concerns already exist and further delay of this project will aveh auxiliary lanes and illumination upgrades at sideroad a negative impact on future congestion. intersections, roadside protection upgrades, addition of paved shoulders and drainage improvements. The budget item for 2020 will continue the environmental assessment for this Budget project. The project will continue through to 2022 with the Category 2019 & 2020 2021 completion of the environmental assessment as well as Total 2022 + potential property purchase and the detail design. The site ($000's) Prior Budget Plan preparation and utility relocations are planned to be completed Capital Revenue 17,258 511 85 87 16,575 in 2023 and 2024. The construction portion of County Road 53 Capital Expense 20,280 600 100 102 19,478 from County Road 21 to Barrie is forecast to begin 2025 and be Net Capital (3,022) (89) (15) (15) (2,902) Net Expenditure (3,022) (89) (15) (15) (2,902) completed over two construction seasons. Page 245 of529
2020 DRAFT Department Budgets November 07, 2019 Page 235 Schedule 2 Committee of the Whole CCW 2019-342 Page 168
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: CR 10 - Mitchell Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Mitchell Bridge (010129) is located on County Road 10, The structure will continue to deteriorate, leading to an increase 3.0 km north of 8th Line (County Road 1), in the Town of New in the scope of rehabilitative work required and an increase in Tecumseth. The Bridge was constructed circa 1962. This the construction costs. 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 Budget has a travel width of 9.2 m and an overall width of 11 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The environmental assessment will continue in 2020 for Capital Revenue 1,641 50 25 104 1,463 rehabilitation and replacement alternatives. The design and Capital Expense 3,283 100 50 207 2,926 approval work will be completed in 2022 with construction to be Net Capital (1,641) (50) (25) (104) (1,463) completed in 2023. Net Expenditure (1,641) (50) (25) (104) (1,463)
Page 246 of529
2020 DRAFT Department Budgets November 07, 2019 Page 236 Schedule 2 Committee of the Whole CCW 2019-342 Page 169
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: CR 10 - Thompson Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Thompson Culvert (010122) is located on County Road 10, The structure will continue to deteriorate, leading to an increase 2.3 km north of 8th Line (County Road 1), in the Town of New in the scope of rehabilitative work required and an increase in Tecumseth. The culvert was constructed circa 1953. This the construction costs. 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 Budget is 18.5 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The design and approval work are on schedule and will be Capital Revenue 592 64 528 0 0 complete by the end of 2019. Construction to be completed in Capital Expense 1,184 128 1,056 0 0 2020. Net Capital (592) (64) (528) 0 0
Net Expenditure (592) (64) (528) 0 0
Page 247 of529
2020 DRAFT Department Budgets November 07, 2019 Page 237 Schedule 2 Committee of the Whole CCW 2019-342 Page 170
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 21/56 - Intersection Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The intersection of County Road 21 with County Road 56 is It is recommended to continue the design and site preparation located in the Township of Essa, east of Baxter. It is currently in 2020 to identify the requirements and prepare for the a four-way intersection with two-way stop control resulting in intersection reconfiguration and reconstruction. Delay may risk County Road 21 being the through road. As part of our regular additional traffic congestion and delays during peak periods. 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 Budget an assessment of existing and future traffic conditions for a Category 2019 & 2020 2021 recommendation on future intersection configuration. The Total 2022 + ($000's) Prior Budget Plan preferred option includes construction of a roundabout at this Capital Expense 4,221 390 220 3,611 0 intersection. Net Capital (4,221) (390) (220) (3,611) 0
Net Expenditure (4,221) (390) (220) (3,611) 0 The budget item for 2020 will complete the site preparation for utility relocations and road construction to begin in 2021.
Page 248 of529
2020 DRAFT Department Budgets November 07, 2019 Page 238 Schedule 2 Committee of the Whole CCW 2019-342 Page 171
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: CR 22 ERRC Intersection Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
This project includes the design and construction of the Not proceeding with this project may result in delays to required intersection improvements for the Environmental commissioning of the facility as all required intersection Resource Recovery Centre (ERRC) as identified in the traffic improvements will need to be in place as a condition of impact study completed in 2017. The facility is to be located at approval. 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 Budget preliminary work for potential future signals. It is plannedo t Category 2019 & 2020 2021 confirm any study requirements in 2019, begin the detail design Total 2022 + ($000's) Prior Budget Plan for planned construction in 2020, pending all necessary approvals for the facility are in place. Capital Revenue 930 186 744 0 0 Capital Expense 1,000 200 800 0 0 Net Capital (70) (14) (56) 0 0 Net Expenditure (70) (14) (56) 0 0
Page 249 of529
2020 DRAFT Department Budgets November 07, 2019 Page 239 Schedule 2 Committee of the Whole CCW 2019-342 Page 172
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 27 at 5th Line BWG - Intersection Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The intersection of County Road 27 with the 5th line is located Additional delays to this project will result in significant traffic in the Town of Bradford West Gwillimbury south of the village fo safety concerns as the current intersection configuration would Bond Head. This project is a result of the new interchange not support the additional traffic demand expected. 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 Budget 400 Highway. This project will include a minor profile Category 2019 & 2020 2021 adjustment for County Road 27 to improve sightlines, additional Total 2022 + ($000's) Prior Budget Plan turning lanes in all directions as well as signals. Land acquisitions and site preparation will be completed in the fall of Capital Revenue 7,673 5,192 2,482 0 0 Capital Expense 8,403 5,760 2,643 0 0 2019 with utility relocations to follow. The intersection reconstruction will be completed in 2020. Net Capital (729) (568) (161) 0 0 Net Expenditure (729) (568) (161) 0 0
Page 250 of529
2020 DRAFT Department Budgets November 07, 2019 Page 240 Schedule 2 Committee of the Whole CCW 2019-342 Page 173
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: CR 44 - Concession 13, Lot 28 Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Concession 13, Lot 28 Culvert (044032) is located on The structure will continue to deteriorate, leading to structure Rama Road (County Road 44), 3.2 km North of Highway 12, in failure and closure of County Road 44, until the structure is the Township of Ramara. The culvert was constructed circa replaced. 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. Budget The culvert length is 25 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The replacement structure will be a 3 m span by 2.4 m rise Capital Revenue 645 645 0 0 0 precast concrete box culvert. The design and approval work Capital Expense 1,744 1,392 352 0 0 are on schedule to be complete by the end of 2019. Net Capital (1,099) (747) (352) 0 0 Construction will be completed in 2020 utilizing an onsite Net Expenditure (1,099) (747) (352) 0 0 temporary two-lane detour roadway adjacent to the existing culvert.
Page 251 of529
2020 DRAFT Department Budgets November 07, 2019 Page 241 Schedule 2 Committee of the Whole CCW 2019-342 Page 174
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 53 and Seadon / Carson Intersection Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The intersection of County Road 53 with Seadon/Carson Road It is recommended to continue the design in 2020 to identify the is located in the Township of Springwater, north east of Centre requirements and prepare for the intersection reconfiguration Vespra. It is currently a four way intersection with two-way stop and reconstruction. Delay may risk additional traffic congestion control resulting in County Road 53 being the through road. As and delays during peak periods. 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 Budget lanes. This project underwent an assessment of existing and Category 2019 & 2020 2021 future traffic conditions for a recommendation on future Total 2022 + ($000's) Prior Budget Plan intersection configuration. The preferred option includes Capital Expense 4,318 550 90 245 3,433 construction of a roundabout at this intersection. Net Capital (4,318) (550) (90) (245) (3,433)
Net Expenditure (4,318) (550) (90) (245) (3,433) 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.
Page 252 of529
2020 DRAFT Department Budgets November 07, 2019 Page 242 Schedule 2 Committee of the Whole CCW 2019-342 Page 175
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
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 Impact of not proceeding
The Concession 6/7, Lot 24 Culvert (056141) is located on The structure will continue to deteriorate, leading to structure County Road 56, 5.1 km North of County Rd. 21, in the failure and closure of County Road 56, until the structure is Township of Essa. The culvert was constructed circa 1950. replaced. 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 Budget of 1.8 m. The culvert length is 10.4 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The replacement structure will be a 13.1 m span precast Capital Expense 2,650 450 2,200 0 0 concrete rigid frame bridge. The design and approval work are Net Capital (2,650) (450) (2,200) 0 0 on schedule to be completed by the end of 2019. Construction Net Expenditure (2,650) (450) (2,200) 0 0 will be completed in 2020 utilizing a temporary road closure at the culvert and a detour route around the construction site.
Page 253 of529
2020 DRAFT Department Budgets November 07, 2019 Page 243 Schedule 2 Committee of the Whole CCW 2019-342 Page 176
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 88 / 5th Sideroad, BWG - Intersection Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The intersection of County Road 88 with the 5th Sideroad is Additional delays to this project will result in significant traffic located in the Town of Bradford West Gwillimbury, east of the safety concerns as the current intersection configuration would Highway 400 interchange. It is expected that traffic will not support the additional traffic demand expected. 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 Budget Head development to the west). The environmental Category 2019 & 2020 2021 assessment was completed in September, 2014. The Total 2022 + ($000's) Prior Budget Plan intersection improvements include the widening of County Road 88 and the 5th Sideroad to accommodate two through Capital Revenue 6,283 1,104 345 4,834 0 lanes in each direction on County Road 88 and one through Capital Expense 6,837 1,286 370 5,181 0 lane in each direction on 5th Sideroad, dedicated left and right Net Capital (554) (182) (25) (347) 0 Net Expenditure (554) (182) (25) (347) 0 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 2020or f intersection reconstruction in 2021.
Page 254 of529
2020 DRAFT Department Budgets November 07, 2019 Page 244 Schedule 2 Committee of the Whole CCW 2019-342 Page 177
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 9 West, Slope Stabilization Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
This project includes various road sections along County Road Further delay to this project will continue to exhaust 9 West, in Clearview Township. The storm water runoff in maintenance resources as well as threaten the integrity of the general has caused erosion of the side slopes and is road as the side slopes continue to erode. undermining the road shoulders. Temporary solutions have been installed. This project involves an engineering assessment. A recommended permanent solution will be Budget constructed in 2021 and 2022. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Expense 2,466 0 200 1,122 1,144 Net Capital (2,466) 0 (200) (1,122) (1,144) Net Expenditure (2,466) 0 (200) (1,122) (1,144)
Page 255 of529
2020 DRAFT Department Budgets November 07, 2019 Page 245 Schedule 2 Committee of the Whole CCW 2019-342 Page 178
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: County Road 93 - Balm Beach - Penetanguishene Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
This project includes detail design in 2019 and 2020, utility Not proceeding with this project would result in continued lack relocations and phased construction in 2019, 2020 and 2021 of modal choice for transportation options in the area, no option resulting from the County Road 93 complete street study. As for pedestrian activity within the urban section of Midland or identified in the Transportation Master Plan, the County Road connection with other emerging active transportation facilities 93 Complete Street Environmental Assessment was completed between Midland and Penetanguishene. 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 Budget and off road trails along County Road 93 from Hwy 12 north Category 2019 & 2020 2021 through Midland to the Town of Penetanguishene Limit. Part of Total 2022 + ($000's) Prior Budget Plan the study also included the assessment of the intersection operations and improvements at County Road 93 and Capital Revenue 5,634 1,950 3,683 0 0 Vinden/Golf Link Rd. Capital Expense 10,326 2,270 7,058 999 0 Net Capital (4,693) (320) (3,375) (999) 0 Net Expenditure (4,693) (320) (3,375) (999) 0
Page 256 of529
2020 DRAFT Department Budgets November 07, 2019 Page 246 Schedule 2 Committee of the Whole CCW 2019-342 Page 179
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Holland River Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Holland River Bridge (027030) is located on County Road The structure will continue to deteriorate, leading to structure 27, 0.31 km north of Davis Drive (Highway 9), in the Town of failure and closure of County Road 27, until the structure is New Tecumseth. The bridge was constructed circa 1966 and replaced. 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 Budget wall replacement. This concrete slab on pre-stressed I-girder Category 2019 & 2020 2021 bridge carries two lanes of vehicular traffic across the Holland Total 2022 + ($000's) Prior Budget Plan 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. Capital Revenue 3,328 2,953 375 0 0 Capital Expense 6,656 5,906 750 0 0 Net Capital (3,328) (2,953) (375) 0 0 The bridge replacement design is complete and construction Net Expenditure (3,328) (2,953) (375) 0 0 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.
Page 257 of529
2020 DRAFT Department Budgets November 07, 2019 Page 247 Schedule 2 Committee of the Whole CCW 2019-342 Page 180
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: McArthur Culvert Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The McArthur Culvert (009105) is located on County Road 9, The structure will continue to deteriorate, leading to an increase 1.0 km East of County Road 42, in the Township of Clearview. in the scope of rehabilitative work required and an increase in The bridge was constructed circa 1959. This cast-in-place the construction costs. 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. Budget
Category 2019 & 2020 2021 The rehabilitation design and approval work will be completed Total 2022 + ($000's) Prior Budget Plan in 2019 with construction to commence in 2020. Capital Revenue 443 0 443 0 0
Capital Expense 953 100 853 0 0 Net Capital (510) (100) (410) 0 0 Net Expenditure (510) (100) (410) 0 0
Page 258 of529
2020 DRAFT Department Budgets November 07, 2019 Page 248 Schedule 2 Committee of the Whole CCW 2019-342 Page 181
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Nottawasaga Mono Adjala Townline Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Nottawasaga Mono Adjala Townline Bridge (000195) is a The structure will continue to deteriorate, leading to an increase boundary bridge shared between the County of Simcoe and in the scope of rehabilitative work required and an increase in Dufferin County. The bridge is located on Mono Adjala the construction costs. 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 Budget lanes of vehicular traffic across the Nottawasaga River in one Category 2019 & 2020 2021 continuous span with a total crossing length of 23.2 m and a Total 2022 + ($000's) Prior Budget Plan maximum clearance of 3.7 m. The deck has a travel width of 8.05 m and an overall width of 9.9 m. Capital Expense 1,865 50 61 0 1,754 Net Capital (1,865) (50) (61) 0 (1,754) Net Expenditure (1,865) (50) (61) 0 (1,754) 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.
Page 259 of529
2020 DRAFT Department Budgets November 07, 2019 Page 249 Schedule 2 Committee of the Whole CCW 2019-342 Page 182
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Old Fort Overhead Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Old Fort Overhead Bridge (058086) is located on County The structure will continue to deteriorate, leading to an increase Road 58, 0.3 km south of Highway 12, in Tay Township. The in the scope of rehabilitative work required and an increase in Bridge was constructed circa 1970. This slab on box girder the construction costs. 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 Budget clearance of 7.3 m. The deck has a travel width of 8.2 m and Category 2019 & 2020 2021 an overall width of 9.9 m. Total 2022 + ($000's) Prior Budget Plan
Capital Expense 2,293 81 70 2,142 0 The environmental assessment will continue in 2020 for Net Capital (2,293) (81) (70) (2,142) 0 rehabilitation and replacement alternatives. The design, Net Expenditure (2,293) (81) (70) (2,142) 0 approval work and construction are to be completed in 2021.
Page 260 of529
2020 DRAFT Department Budgets November 07, 2019 Page 250 Schedule 2 Committee of the Whole CCW 2019-342 Page 183
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Pick-up Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement, Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this pick-up truck is recommended based on repair and maintenance costs. This vehicle will be disposed at the County's Asset Management Plan. This vehicle is public auction and is expected to sell for $4K. The replacement classified as medium risk, classifying it as "consider for vehicle will have improved fuel consumption which will lower replacement", due to its age, odometer readings, repair and the operational cost and contribute to the reduction of the maintenance cost. Due to this vehicle’s overall condition, this County's carbon footprint. vehicle is projected to encounter increased risk of having unplanned repairs and maintenance becoming unreliable which Budget will adversely effect the provision of services. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Expense 35 0 35 0 0 Net Capital (35) 0 (35) 0 0 Net Expenditure (35) 0 (35) 0 0
Page 261 of529
2020 DRAFT Department Budgets November 07, 2019 Page 251 Schedule 2 Committee of the Whole CCW 2019-342 Page 184
Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 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. Page 262 of529
2020 DRAFT Department Budgets November 07, 2019 Page 252 Schedule 2 Committee of the Whole CCW 2019-342 Page 185
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Singhampton Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Singhampton Bridge (124092) is a boundary bridge shared The structure will continue to deteriorate, leading to an increase between the County of Simcoe and Grey County. The Bridge in the scope of rehabilitative work required and an increase in is located on County Road 124, 50 m south of River Street, in the construction costs. 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 Budget vehicular traffic across the Mad River with a total crossing Category 2019 & 2020 2021 length of 17 m and a maximum clearance of 3.5 m. The deck Total 2022 + ($000's) Prior Budget Plan has a travel width of 10.4 m and an overall width of 14.3 m. Capital Expense 490 50 440 0 0 The detailed deck condition survey and design will be led by Net Capital (490) (50) (440) 0 0 Net Expenditure (490) (50) (440) 0 0 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.
Page 263 of529
2020 DRAFT Department Budgets November 07, 2019 Page 253 Schedule 2 Committee of the Whole CCW 2019-342 Page 186
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Sturgeon River Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Sturgeon River Bridge (023048) is located on Vasey Road The structure will continue to deteriorate, leading to an increase (County Road 23), 0.7 km east of Gervais Road, in Tay in the scope of rehabilitative work required and an increase in Township. The Bridge was constructed circa 1970 and the construction costs. 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. Budget The deck has a travel width of 9.4 m and an overall width of Category 2019 & 2020 2021 11.1 m. Total 2022 + ($000's) Prior Budget Plan
Capital Expense 984 65 66 853 0 The environmental assessment will continue in 2020 for Net Capital (984) (65) (66) (853) 0 rehabilitation and replacement alternatives. The design and Net Expenditure (984) (65) (66) (853) 0 approval work will be completed in 2020 with construction to be completed in 2021.
Page 264 of529
2020 DRAFT Department Budgets November 07, 2019 Page 254 Schedule 2 Committee of the Whole CCW 2019-342 Page 187
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Tioga Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Tioga Bridge (013101) is located on County Road 13, 0.5 The structure will continue to deteriorate, leading to structure km south of Tosorontio Sideroad 17, in the Township of Adjala- failure and closure of County Road 13, until the structure is Tosorontio. The Bridge was constructed circa 1968. This slab replaced. 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. Budget The deck has a travel width of 9.3 m and an overall width of Category 2019 & 2020 2021 11.1 m. Total 2022 + ($000's) Prior Budget Plan
The environmental assessment and preliminary design were Capital Revenue 5,073 707 4,367 0 0 Capital Expense 5,193 827 4,367 0 0 completed in 2014. The recommendation from the preliminary Net Capital (120) (120) 0 0 0 design was to replace the Bridge in 10 years. The Bridge Net Expenditure (120) (120) 0 0 0 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.
Page 265 of529
2020 DRAFT Department Budgets November 07, 2019 Page 255 Schedule 2 Committee of the Whole CCW 2019-342 Page 188
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Vigo Bridge Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The Vigo Bridge (000211) is located on Flos Road 4 West, 1.2 The structure will continue to deteriorate, leading to structure km west of Vigo Road, in the Township of Springwater. The failure and closure of Flos Road 4 West, until the structure is bridge was constructed circa 1911 and rehabilitated in 1980. replaced. 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 Budget 7.5 m. The deck has a travel width of 4.6 m and an overall Category 2019 & 2020 2021 width of 4.9 m. A load restriction has been imposed on this Total 2022 + ($000's) Prior Budget Plan bridge. Capital Revenue 4,708 4,396 313 0 0
Capital Expense 9,526 8,901 625 0 0 Flos Road 4 West is currently under the jurisdiction of the Net Capital (4,818) (4,506) (313) 0 0 Township of Springwater. Flos Road 4 West has been Net Expenditure (4,818) (4,506) (313) 0 0 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.
Page 266 of529
2020 DRAFT Department Budgets November 07, 2019 Page 256 Schedule 2 Committee of the Whole CCW 2019-342 Page 189
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Townline Bridge over Walkers Creek Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Townline Bridge over Walkers Creek (000345) is a The structure will continue to deteriorate, leading to structure boundary bridge shared between the County of Simcoe and failure and closure of Mulmur Tosorontio Townline Road, until Dufferin County. The bridge is located on boundary road, the structure is replaced. 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 Budget 1940. This concrete slab on T-girders bridge carries two lanes Category 2019 & 2020 2021 of vehicular traffic across Walkers Creek in one continuous Total 2022 + ($000's) Prior Budget Plan 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 Capital Expense 2,552 300 100 265 1,887 an overall width of 7.1 m. Net Capital (2,552) (300) (100) (265) (1,887) Net Expenditure (2,552) (300) (100) (265) (1,887)
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.
Page 267 of529
2020 DRAFT Department Budgets November 07, 2019 Page 257 Schedule 2 Committee of the Whole CCW 2019-342 Page 190
Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Wilcox Bridge Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Wilcox Bridge (001021) is located on County Road 1, 2 km The structure will continue to deteriorate, leading to an increase west of County Road 27, in the Town of New Tecumseth. The in the scope of rehabilitative work required and an increase in Bridge was constructed circa 1960. This cast-in-place concrete the construction costs. rigid frame bridge carries two lanes of vehicular traffic across the Pennville Creek with a total crossing length of 13.7 m anda maximum clearance of 5.4 m. The deck has a travel width of Budget 9.3 m and an overall width of 10.4 m. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan The environmental assessment will continue in 2020 for Capital Expense 916 85 86 0 745 rehabilitation and replacement alternatives. The design and Net Capital (916) (85) (86) 0 (745) approval work will be completed in 2022 with construction to be Net Expenditure (916) (85) (86) 0 (745) completed in 2023.
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Transportation and Engineering - Construction Tangible Capital Asset (TCA)
Expenditure Title: Willow Creek Structures Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
There are four structures located on County Road 28, between The original portion of the structures will continue to deteriorate, 1.2 km and 2.3 km north of County Road 43, in the Township of leading to an increase in the scope of rehabilitative works Springwater. These structures were originally constructed circa required and an increase in the construction costs. 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 Budget lanes of vehicular traffic across various channels of the Willow Category 2019 & 2020 2021 Creek. Total 2022 + ($000's) Prior Budget Plan
Capital Expense 7,390 271 276 0 6,843 The environmental assessments will continue in 2020 for Net Capital (7,390) (271) (276) 0 (6,843) rehabilitation and replacement alternatives of each structure. Net Expenditure (7,390) (271) (276) 0 (6,843) The design and approval work will be completed in 2022 with construction to be completed in 2023.
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Transportation and Engineering - Maintenance
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Transportation and Engineering - Maintenance Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 000 0 0 0 0.0 0 0.0 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 174 192 212 212 219 7 3.4 7 3.4 Miscellaneous Income 326 467 384 384 384 0 0.0 0 0.0 Transfer from Reserve 0 0 0 0 0 0 0.0 0 0.0 Total Revenues 500 660 595 595 603 7 1.2 7 1.2 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 6,009 6,064 6,195 6,195 6,377 182 2.9 182 2.9 Administration 2,306 2,366 2,019 2,024 2,074 50 2.5 55 2.7 Facilities 1,089 1,186 1,217 1,222 1,259 37 3.0 42 3.4 Cost 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 Total Expenses 13,848 14,073 14,348 14,393 14,559 165 1.1 211 1.5 Total Operating Balance (13,347) (13,413) (13,753) (13,798) (13,956) (158) 1.1 (203) 1.5
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)
Net Department Requirement (14,822) (15,657) (19,498) (19,543) (16,878) 2,665 (13.6) 2,620 (13.4) Page 272 of529
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Transportation and Engineering - Maintenance 2020 Budget vs. 2019 Budget Change
The 2020 Transportation and Engineering - Maintenance Administration costs are expected to increase by $55K. This is budget includes a net department requirement (total operating mainly comprised of $45K in insurance and vehicle licenses as and capital) of $16.9M, compared to $19.5M in 2019, a well as a $5K increase required for hosting the Roads decrease of $2.6M. Supervisor Trade Show.
Operating Facilities costs are projected to increase by $42K. Costs for contracted services of sweeping, culvert flushing, catch basin The Transportation and Engineering - Maintenance operating cleaning and other maintenance activities are anticipated to budget includes a total operating balance of $14.0M, increase by $24K. As well, building maintenance has compared to $13.8M in 2019, an increase of $203K. increased by $13K based on historical actuals.
User Fees are to increase by $7K. Licenses and permit Cost of Service Delivery is planned to decrease by $69K. revenues generated through by-law activities increased based Program supplies and materials have decreased by $92K as a on historical actuals. result of efficiencies realized throughout the implementation fo
an improved salt management program. This has been offset Miscellaneous Income is the same as in 2019. by an increase of $19K in vehicle maintenance costs and $5K
for lab fees based on historical actuals. 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 Capital complement which is offset by a reduction of 1.0 FTE of a The Department's Capital budget is $2.9M. The details for Roads Foreperson. Excluding this change, salaries would each project are on the Request Form(s) included. have increased by $241K (3.9%) including collective
agreement changes, and regular salary and benefit increases.
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Transportation and Engineering - Maintenance 2020 Budget vs. 2019 Forecast Change
Administration costs are expected to increase by $50K. This The 2020 budget for Transportation and Engineering - Maintenance includes a net department requirement (total increase is mainly comprised of $45K in insurance and vehicle operating and capital) of $16.9M, compared to $19.5M in the licenses as well as a $5K increase required for hosting the 2019 forecast, a decrease of $2.7M. Roads Supervisor Trade Show.
Operating Facilities costs are projected to increase by $37K. Costs for contracted services of sweeping, culvert flushing, catch basin The Transportation and Engineering - Maintenance operating cleaning and other maintenance activities are anticipated to budget includes a total operating balance of $14.0M, increase by $24K. As well, building maintenance has compared to $13.8M in the 2019 forecast, an increase of increased by $13K based on historical actuals. $158K.
Cost of Service Delivery is planned to decrease by $104K. User Fees are to increase by $7K. Licenses and permit Harsh conditions in the latter half of the 2018-2019 winter revenues generated through by-law activities increased based season resulted in an increase of $35K in diesel costs. Thiss i on historical actuals. not being anticipated in the 2020 season. In addition, program
supplies and materials have decreased by $92K as a result of Miscellaneous Income is the same as in 2019. efficiencies realized throughout the implementation of an
improved salt management program. This has been offset by Salaries and Benefits are anticipated to increase by $182K. an increase of $19K in vehicle maintenance costs and $5K for Changes to the roads maintenance patrol program require 1.0 lab fees based on historical actuals. 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 Capital have increased by $241K (3.9%) including collective agreement changes, and regular salary and benefit increases. The Department's 2020 Capital budget is $2.9M. The details for each project are on the Request Form(s) included.
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Transportation and Engineering - Maintenance Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
RDS - 1 Ton Truck 70 70 0 0 0 0 0 0 70 RDS - 1 Ton Truck Replacement 70 70 0 0 0 0 0 0 70 RDS - 2020 Traffic Signal Improvements 200 200 0 0 0 0 0 0 200 RDS - Loader Replacement 220 220 0 0 0 0 0 0 220 RDS - Midhurst Garage Equipment Shed 700 700 0 0 0 0 0 0 700 RDS - Orr Lake Garage Dome Upgrade 120 120 0 0 0 0 0 0 120 RDS - Plow Truck Replacement 1,122 1,122 0 0 0 0 0 0 1,122 RDS - Ramara Garage Components 420 420 0 0 0 0 0 0 420 Total Capital 2,922 2,922 0 0 0 0 0 0 2,922 Page 275 of529
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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 Impact of not proceeding
Patrollers are required to monitor the weather and road High turnover in our patrol staff results in inexperienced staff conditions on a continual basis and determine the resources to making crucial decisions, although we can create guidelines to be deployed. With direction from the Roads Foreperson, help in the decision making process it takes experience to patrollers are required to make crucial decisions in regards to effectively apply those guidelines with any consistency. winter maintenance. Foreperson are the main patrollers in all Without the additional staff the Roads Foreperson will not be five districts Monday to Friday 07:00-15:30. The Foreperson able to properly administer their business unit, during the winter spends the bulk of their day performing patrol, taking time away months training, performance monitoring, staff development will from supervising staff and administering their business unit. all remain extremely difficult. 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 Budget periods of seven straight night shifts. With the addition of 1 Category FTE in 2020 and 1 FTE in 2021, scheduling of the patrollers will 2020 Budget be improved. Additionally, the staff addition will allow us to ($000's) utilize these employees outside their scheduled shifts when Salaries 67 required. Operating Expense 67 Net Expenditure (67) Page 276 of529
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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 Impact of not proceeding
Transportation and Engineering department is recommending If this vehicle is not purchased, the effectiveness and efficiency an additional one ton truck. When this vehicle type is out of of our operations will be adversely affected. Scheduling service, there are no other units available for its replacement. difficulties will arise for work that requires this type of vehicle When a vehicle is required to be moved to a County vehicle impacting our ability to meet minimum maintenance standards. 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 Budget Creemore Districts, continuity of service will not be impacted Category 2019 & 2020 2021 when either of their allocated one ton trucks are disabled. Total 2022 + ($000's) Prior Budget Plan Having this vehicle will facilitate one driver switching vehicles at the repair and maintenance facility. This additional vehicle will Capital Expense 70 0 70 0 0 also provide a resource to better meet peak demands, such as Net Capital (70) 0 (70) 0 0 Net Expenditure (70) 0 (70) 0 0 three staff conducting cold patching and three staff conducting shoulder washouts on roads. Page 277 of529
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Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)
Expenditure Title: 1 Ton Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement, Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this one ton truck is recommended based on repair and maintenance costs. This vehicle will be disposed at the County's Asset Management Plan. The one ton truck is public auction and is expected to sell for $10K. The classified as medium risk, classifying it as "consider for replacement vehicle will have improved fuel consumption which replacement", due to its age, odometer readings, repair and will lower the operational cost and contribute to the reduction of maintenance cost. Due to this vehicles overall condition, this the County's carbon footprint. vehicle is projected to encounter increased risk of having unplanned repairs and maintenance becoming unreliable which Budget will adversely effect the provision of services. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Expense 70 0 70 0 0 Net Capital (70) 0 (70) 0 0 Net Expenditure (70) 0 (70) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 719-12 2012 383662 16588 8 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. Page 279 of529
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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 Impact of not proceeding
This project includes upgrades to County intersections If remote and video access is not upgraded on these key controlled by traffic signals adjacent to the MTO Highway 400 county roads there will be no improvement to either traffic corridor. Many parallel County roads are used as emergency delays or safety concerns on county roads during Highway 400 detour routes (EDR) when Highway 400 is closed for longer disruptions. 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 Budget area congestion in the event of a long term closure of Highway Category 2019 & 2020 2021 400. The benefit of remote access to traffic signals is not Total 2022 + ($000's) Prior Budget Plan limited to times when the Highway 400 is closed. This technology can also be used at any time to adjust signal timing Capital Expense 200 0 200 0 0 whenever the need arises. Net Capital (200) 0 (200) 0 0 Net Expenditure (200) 0 (200) 0 0
Annual maintenance costs are estimated at $8K for cellular connections and signal cabinet maintenance. Page 280 of529
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Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)
Expenditure Title: Loader Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this loader is recommended based on the repair and maintenance costs. This vehicle will be disposed at County's Asset Management Plan. This loader is classified as public auction and is expected to sell for $30K. The medium risk, classifying it as "consider for replacement", dueto replacement vehicle will have improved fuel consumption which its age, hour meter readings, repair and maintenance cost and will lower the operational cost and contribute to the reduction of overall condition. It is recommended that this vehicle be the County's carbon footprint. 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 Budget duties in confined and congested areas. This vehicle is used Category 2019 & 2020 2021 for snow removal and power sweeping at Georgian Village Total 2022 + parking areas and County roadway intersections and bridges. ($000's) Prior Budget Plan This configuration change will increase efficiency while Capital Expense 220 0 220 0 0 providing a safer means of accessibility for completing required Net Capital (220) 0 (220) 0 0 operational duties. Net Expenditure (220) 0 (220) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 05-55 2005 11442 119081 15 13.5 11.3 65.8 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. Page 282 of529
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Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)
Expenditure Title: Midhurst Garage Equipment Shed Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The existing equipment shed at the Midhurst Garage is beyond If this project does not proceed, heavy equipment will have to repair and at its current size it is too small for the storageof be stored outside, reducing the life of the equipment and equipment and supplies. There has been an increased increasing operating costs. demand on our Midhurst Garage space since the building initially opened. Both our fleet and pavement marking operations have grown substantially which has decreased Budget useable space within the shed for winter operations. Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan A new four bay facility will provide for the storage of the Capital Expense 700 0 700 0 0 pavement marking equipment and heavy equipment that Net Capital (700) 0 (700) 0 0 requires indoor storage when not in use while allowing Net Expenditure (700) 0 (700) 0 0 adequate space for both our winter equipment and supplies.
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Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)
Expenditure Title: Orr Lake Garage Dome Upgrade Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Orr Lake dome (located at Perkinsfield) is utilized as a Continued deterioration of the shingles will lead to more satellite depot for winter material for the Orr Lake garage extensive and expensive repairs to the dome in the future. If operations and will be for the foreseeable future. The existing the entrance width is not increased, staff will have continued dome is in need of shingle replacement and a wider entrance to difficulty safely maneuvering large equipment in and out of the accommodate larger pieces of equipment. The widening of this dome to access winter material which also results in an dome would complete the material storage upgrades to all increased risk of damage to the dome, equipment or both. material storage domes within the County.
Budget Category 2019 & 2020 2021 Total 2022 + ($000's) Prior Budget Plan Capital Expense 120 0 120 0 0 Net Capital (120) 0 (120) 0 0 Net Expenditure (120) 0 (120) 0 0
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Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)
Expenditure Title: Plow Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If these vehicles are not purchased in 2020, the cyclical fleet replacement plan to ensure vehicle reliability and to process of replacing vehicles will require increased purchases maximize cost effectiveness of the vehicle life cycle. in 2021 and will result in a decline in vehicle reliability while Replacement of four combination plow trucks is recommended increasing repair and maintenance costs. These vehicles will based on the County's Asset Management Plan. These be disposed at public auction and are expected to sell for $10K combination plow trucks are classified as medium risk, each. The replacement vehicles will have improved fuel classifying them as "consider for replacement" due to their age, consumption which will lower the operational cost and odometer readings, repair and maintenance cost. The overall contribute to the reduction of the County's carbon footprint. 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 Budget increased risk of becoming unreliable resulting in escalated Category 2019 & 2020 2021 repair and maintenance costs and operational downtime which Total 2022 + will adversely effect the provision of services. ($000's) Prior Budget Plan Capital Expense 1,122 0 1,122 0 0 Net Capital (1,122) 0 (1,122) 0 0 Net Expenditure (1,122) 0 (1,122) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 178-08 2008 270396 189586 12 20.7 19.3 9.5 179-08 2008 227656 190353 12 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. 181-09 2009 303544 126438 12
182-09 2009 219361 151901 12
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Transportation and Engineering - Maintenance Tangible Capital Asset (TCA)
Expenditure Title: Ramara Garage Components Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Ramara Garage Components project is made up of the If a second material storage building at the Ramara garage is following two items: not constructed the result will be a loss of product and contamination of our winter materials which will result in Material Storage Building - The existing building is designedo t increased costs. accommodate a single type of material, however, winter operations now dictate the use of winter sand and salt. Failure to replace the oil grit separator and the floor drainswill Currently, accepted best practice is to store salt separately result in an increased risk of failure resulting in an increased from sand and as a result an additional storage building to risk of environmental hazards. 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. Budget
Category 2019 & 2020 2021 Oil Grit Separator and Floor Drains - The garage requires Total 2022 + ($000's) Prior Budget Plan replacement of the oil grit separator and the floor drains as these items have come to the end of their life cycle resultingin Capital Expense 420 0 420 0 0 an increased risk of failure. Replacement is necessary to Net Capital (420) 0 (420) 0 0 Net Expenditure (420) 0 (420) 0 0 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.
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Solid Waste Management
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Solid Waste Management Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % 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 3.2 Miscellaneous 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 0.0 Total Revenues 14,759 15,178 12,708 12,783 11,521 (1,263) (9.9) (1,188) (9.3) Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 6,520 6,725 6,858 6,858 7,139 281 4.1 281 4.1 Administration 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 5.5 Cost of Service Delivery 27,273 29,375 29,702 30,247 31,381 1,134 3.8 1,679 5.7 Transfer 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 4.2 Total 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 1,567 223 223 745 522 234.0 522 234.0 Capital Expenses 2,651 3,357 2,968 2,968 3,727 759 25.6 759 25.6 Net Capital (1,850) (1,789) (2,745) (2,745) (2,982) (237) 8.6 (237) 8.6
Net Department Requirement (27,596) (29,437) (33,354) (33,824) (36,583) (2,759) 8.2 (3,229) 9.7 Page 290 of529
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Solid Waste Management 2020 Budget vs. 2019 Budget Change
increases, and the addition of two 0.3 FTE Equipment The 2020 Solid Waste Management budget includes a net Operators and 0.4 FTE Student. Without the FTE additions, department requirement (total operating and capital) of salaries and benefits would have increased by $224K (3.3%). $36.6M, compared to $33.4M in 2019, an increase of $3.2M.
Operating Administration costs are expected to decrease by $218K. Costs related to the Waste Management calendar are The Solid Waste Management operating budget includes a decreasing by $109K as fewer calendars will be produced and total operating balance of $33.6M, compared to $30.6M in distributed as digital communication methods are increasingly 2019, an increase of $3.0M. implemented. This includes postage cost reductions as fewer
calendars are mailed and special programs information is Subsidies are to decrease by $317K. This is the result of a being bundled into fewer mailings. As well, consulting is reduction in Extended Producer Responsibility funding for tires, reduced by $85K, advertising is reduced by $12K and mileage blue box materials, and waste electrical and electronic costs are decreasing further in 2020 by $9K as a result of the equipment items. location change for organics processing.
User Fees are to increase by $178K. This is substantially due Facilities costs are projected to increase by $61K. Site 13 to increased revenues for commercial tipping fees, bag tag (Tosorontio) added household hazard waste disposal in early revenues, and bulky collections. These have been adjusted to 2019. Anticipated increases to the volume of materials and reflect historical actuals. costs of disposal are the primary reasons for this increase.
Miscellaneous Income is to decrease by $1.0M. This reflects Cost of Service Delivery is planned to increase by $1.7M. Site the persistent decline in revenues for blue box program capping and maintenance costs are increasing by $433K materials as a result of poor market conditions. Revenues for mainly due to changes required to gull control, a stormwater these items have decreased by $1.2M which has been offset and clay barrier at site 13 (Tosorontio), and other material by an increase of $145K in scrap metal and special collections management activities. In addition, recyclables collection, revenues. transfer, haulage, and processing costs will increase by
$1.24M due to tonnage growth and contractual increases. Salaries and Benefits are anticipated to increase by $281K.
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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.
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Solid Waste Management 2020 Budget vs. 2019 Forecast Change
Transfer from Reserve will decrease by $627K. This reserve The 2020 budget for Solid Waste Management includes a net transfer is a one-time use of reserves, approved by Council, to department requirement (total operating and capital) of $36.6M, compared to $33.8M in the 2019 forecast, an increase offset the reduced revenues received for paper fibres material of $2.8M. and co-mingled recyclables due to poor market conditions.
Operating Salaries and Benefits are anticipated to increase by $281K. This is due to collective agreement changes, salary and benefit The Solid Waste Management operating budget includes a increases, and the addition of two 0.3 FTE Equipment total operating balance of $33.6M, compared to $31.1M in the Operators and 0.4 FTE Student. Without the FTE additions, 2019 forecast, an increase of $2.5M. salaries and benefits would have increased by $224K (3.3%).
Subsidies are to decrease by $317K. This is the result of a Administration costs are expected to decrease by $218K. reduction in Extended Producer Responsibility funding for tires, Costs related to the Waste Management calendar are blue box materials, and waste electrical and electronic decreasing by $109K as fewer calendars will be produced and equipment items. distributed as digital communication methods are increasingly
implemented. This includes postage cost reductions as fewer User Fees are to increase by $88K. This is substantially due calendars are mailed and special programs information is to increased revenues for commercial tipping fees and bulky being bundled into fewer mailings. As well, consulting is collections. These have been adjusted to reflect historical reduced by $85K, advertising is reduced by $12K and mileage actuals. costs are decreasing further in 2020 by $9K as a result of the
location change for organics processing. Miscellaneous Income is to decrease by $407K. A further
decrease to anticipated blue box program material revenues is Facilities costs are projected to increase by $61K. Site 13 expected. The 2019 forecast captured a decrease in (Tosorontio) added household hazard waste disposal in early recyclables material revenue year to date, and the 2020 2019. Anticipated increases to the volume of materials and budget accounted for the anticipated persistent decline of the costs of disposal are the primary reasons for this increase. market.
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Cost of Service Delivery is planned to increase by $1.1M. Site equipment repairs increased the forecast by $178K but this capping and maintenance costs are increasing by $433K increase will not be repeated in 2020. mainly due to changes required to gull control, a stormwater and clay barrier at site 13 (Tosorontio), and other material Transfer to Reserve will not change in 2020. management activities. In addition, recyclables collection, transfer, haulage, and processing costs will increase by Capital $1.24M due to tonnage growth and contractual increases, The Department's 2020 Capital budget is $3.7M. The details however, the 2019 forecast captured part of this increase for each project are on the Request Form(s) included. 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
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Solid Waste Management Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
SWM - 53' Van Trailer 39 39 0 0 0 0 0 0 39 SWM - ERRC Organics Processing Facility 37,364 435 0 98 0 0 0 337 0 SWM - Excavator Replacement 310 310 0 0 0 0 0 161 149 SWM - Front End Truck Replacement 330 330 0 0 0 0 0 0 330 SWM - Loader Replacement 376 376 0 0 0 0 0 0 376 SWM - Roll Off Truck Replacement 257 257 0 0 0 0 0 0 257 SWM - Site 12 Landfill Closure 1,370 1,370 0 0 0 0 0 0 1,370 SWM - Site 7 Mara - Hydro Installation 150 150 0 0 0 0 0 0 150 SWM - Site Improvements and Paving 260 260 0 23 0 0 0 0 237 SWM - Walking Floor Trailer 200 200 0 0 0 0 0 125 75 Total Capital 40,656 3,727 0 121 0 0 0 623 2,982 Page 295 of529
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Solid Waste Management Staffing
Expenditure Title: 0.4 FTE Student Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
It is recommended to add a spring co-op student to the 2020 If the co-op student is not hired in 2020, there will be additional staffing compliment in the Solid Waste Management overtime costs to administer the above noted programs. 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 Budget out of the Administration Centre and will be responsible for Category assisting full-time staff with the following programs: 2020 Budget ($000's) Mobile Education Unit (MEU) set-up and promotion through Salaries 14 public schools and community outreach Operating Expense 14 Assisting with Simcoe County Collects App (updates, and Net Expenditure (14) content addition) Distribution of promotional material and curbside bins to waste sites School programs and organics launches throughout the community. Page 296 of529
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Solid Waste Management Staffing
Expenditure Title: 0.3 FTE Equipment Operator - Grinder/Screener Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
It is recommended to replace an eight month seasonal If the full-time additional Equipment Operator is not hired in equipment operator position with a full time position, resulting in 2020, there will be continuing and additional overtime costs to an increase to staffing of 0.3 FTE. The full-time position forms cover vacation and the potential need to contract out compost part of a three person crew operating two grinders and one screening operations. In addition, due to strong market screening plant. The two grinders process wood, brush, leaf demand for equipment operators the county runs the risk of not and yard waste, and shingles. The screening plant processes being able to recruit and retain qualified staff for this typeof glass and compost at all applicable facilities. Staff have seasonal position. 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 Budget seasonal position due to the job’s short-term duration. Staff Category have also noted that seasonal candidates are leaving County 2020 Budget positions to find full-time work elsewhere, extending the ($000's) recruitment process well into the busy season. This staff Salaries 21 addition would allow increased processing time, additional Operating Expense 21 vacation coverage, and opportunity to use County staff on Net Expenditure (21) projects, where required.
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Solid Waste Management Staffing
Expenditure Title: 0.3 FTE Equipment Operator - Collingwood Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
It is recommended to replace an eight month seasonal If the full-time Equipment Operator is not hired in 2020, there equipment operator position with a full time position, resulting in will be increased overtime costs to cover the position duringhe t an increase to staffing of 0.3 FTE. The full-time position forms off-season, and the potential to cease shredding on certain part of the staffing compliment at the Collingwood landfill, days which will impact landfill capacity. In addition, due to specifically within the shredding and landfilling operation. The strong market demand for equipment operators it continues to seasonal position provides support to the operation during the be a struggle to acquire and retain qualified staff for this type of busy season, however, it is noted that the off-season is seasonal position. 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 Budget County spent over $25k on overtime and additional staffing Category costs during the off-season at the site as a result of being 2020 Budget understaffed to perform the shredding/landfill operation. ($000's) Operating Expense 22 Net Expenditure (22)
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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 Impact of not proceeding
The purchase of a 53' van trailer is recommended to replace a If this 53' van trailer is not purchased, the County will be similar trailer that was retired from road service in late 2018. required to contract out for this service as the current capacity Because it was retired after the budget process was complete of two van trailers has been determined to not adequately meet for 2019, a request for replacement could not be made in that the current demand for transfer of recyclable materials to budget year. This replacement 53' van trailer will return the market. fleet to the previous capacity that is required to accommodate the timely transfer of recyclable mattresses to market. This anv trailer will be moved by one of the County highway tractors Budget providing a flexible means of meeting the transfer requirements Category 2019 & 2020 2021 resulting from fluctuating volumes of material at County Waste Total 2022 + ($000's) Prior Budget Plan Management Facilities. Capital Expense 39 0 39 0 0 Net Capital (39) 0 (39) 0 0 Net Expenditure (39) 0 (39) 0 0
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: ERRC - Organics Processing Facility Strategic Direction: D - Environmental Sustainability
Description and justification for expenditure Impact of not proceeding
The proposed Environmental Resource Recovery Center The County’s pursuit of the ERRC project, and the Organics (ERRC) is comprised of a Materials Management Facility Processing component in particular, is necessary to ensure our (MMF) and an Organics Processing Facility (OPF) with future waste diversion program for this material is controlled by the potential space for a Materials Recovery Facility. County County and will provide the necessary processing capacity to Council adopted a County Official Plan Amendment (COPA) in manage the significant tonnage of material developed by this June 2018 to allow development of the facility at 2976 program. Delay or cancellation of this project will result in Horseshoe Valley Road West, Springwater. The COPA has continued long range shipping of these materials to limited been submitted to Ministry of Municipal Affairs and Housing for outside processors coming at both an environmental and their consideration. Work will continue in 2020 on additional economic cost. 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 Budget request form). In 2020, funds will be allocated to the OPF Category 2019 & 2020 2021 component and will include: engineering studies, procurement Total 2022 + process, business case update following procurement, and ($000's) Prior Budget Plan planning related costs. Capital Revenue 24,138 645 435 3,015 20,043 Capital Expense 37,364 1,150 435 3,015 32,764 Net Capital (13,226) (505) 0 0 (12,721) Net Expenditure (13,226) (505) 0 0 (12,721)
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Excavator Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. This will result in a decline in vehicle reliability while increasing excavator is replacing one of the loaders that was identifiedn i repair and maintenance costs. This loader will be disposed at the LTP for procurement in 2020. Due to landfill operational public auction and is expected to sell for $30K. The changes and the increased processing of material volumes, an replacement vehicle (excavator) will have improved fuel excavator is requested and will be better suited to the consumption which will lower the operational cost and operational requirements than a loader. The excavator will contribute to the reduction of the County's carbon footprint. 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 Budget renting equipment for site maintenance and progressive landfill Category 2019 & 2020 2021 capping. The excavator is better suited for this operational oler Total 2022 + change and provides the ability to move material in a much ($000's) Prior Budget Plan more efficient and effective manner. Capital Revenue 161 0 161 0 0 Capital Expense 310 0 310 0 0 Net Capital (149) 0 (149) 0 0 Net Expenditure (149) 0 (149) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 05-09 2009 17447 128422 15 13.5 11.3 65.8 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. Page 302 of529
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Front-end Truck Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this roll-off truck is recommended based on the repair and maintenance costs. This vehicle will be disposed at County's Asset Management Plan. This front-end truck is public auction and is expected to sell for $20K. The classified as medium risk, classifying it as "consider for replacement vehicle will have improved fuel consumption which replacement", due to its age, odometer reading, repair and will lower the operational cost and contribute to the reduction of maintenance cost and overall condition. When this specialized the County's carbon footprint. 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 Budget untimely rental replacement vehicle has an adverse affect on Category 2019 & 2020 2021 productivity while incurring additional unplanned costs. As Total 2022 + directed by County Council, the Living and Learning Green ($000's) Prior Budget Plan program for County schools will continue and the truck Capital Expense 330 0 330 0 0 replacement will ensure a successful continuation of the Net Capital (330) 0 (330) 0 0 program. Net Expenditure (330) 0 (330) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 77-11 2011 271319 170019 10 23.5 19.3 93.4 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. Page 304 of529
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Loader Replacement Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this loader is recommended based on the repair and maintenance costs. This vehicle will be disposed at County's Asset Management Plan. This loader is classified as public auction and is expected to sell for $30K. The medium risk, classifying it as "consider for replacement", dueto replacement vehicle will have improved fuel consumption which its age, hour meter readings, repair and maintenance cost and will lower the operational cost and contribute to the reduction of overall condition. This vehicle is projected to encounter the County's carbon footprint. 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 Budget replaced with a rental unit which is difficult to acquire, costly to Category 2019 & 2020 2021 rent while incurring transport cost to float the replacement unit Total 2022 + to the required location. ($000's) Prior Budget Plan Capital Expense 376 0 376 0 0 Net Capital (376) 0 (376) 0 0 Net Expenditure (376) 0 (376) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 01-09 2009 12791 196251 15 13.5 11.3 65.8 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. Page 306 of529
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Roll-off Truck Replacement Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this roll-off truck is recommended based on the repair and maintenance costs. This vehicle will be disposed at County's Asset Management Plan. This roll-off truck is public auction and is expected to sell for $15K. The classified as medium risk, classifying it as "consider for replacement vehicle will have improved fuel consumption which replacement", due to its age, repair and maintenance cost, will lower the operational cost and contribute to the reduction of overall condition and high odometer reading which is reflective the County's carbon footprint. 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 Budget this specialty type of vehicle configuration is difficult to acquire, Category 2019 & 2020 2021 resulting in disruption of service levels. Total 2022 + ($000's) Prior Budget Plan Capital Expense 257 0 257 0 0 Net Capital (257) 0 (257) 0 0 Net Expenditure (257) 0 (257) 0 0
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 54-11 2011 663329 181787 8 23.5 19.3 93.4 *Consumption based on average litres per 100 km for road vehicles and average litres per hour for heavy equipment. Page 308 of529
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: SWM - Site 12 Landfill Closure Strategic Direction: D - Environmental Sustainability
Description and justification for expenditure Impact of not proceeding
It is being recommended to remove waste from three closed If the request is not granted, there will be no foreseeable landfill sites in Clearview Township, and consolidate that waste opportunity to remove waste from the three closed landfills in at the Sunnidale Landfill as part of the site's closure in 2020. the future. In addition, the County will continue to be The remediation and consolidation of waste from the three responsible for the environmental liability of these sites andwill landfills is being requested due to their small size, location, be required to enforce the D4 study requirements for new composition, and limited amount of waste. The key objective of development applications within 500 m of the sites. the remediation activities would be to excavate and transport lla waste from the three sites to the Sunnidale Landfill as the site is being closed. The benefit of remediating these sites in this Budget way is to negate future liabilities and remove the necessity of Category 2019 & 2020 2021 D-4 Studies for any future development applications within 500 Total 2022 + ($000's) Prior Budget Plan m of the landfill footprints. While the major benefit to the Capital Expense 1,370 0 1,370 0 0 County is avoided potential future liability associated with this Net Capital (1,370) 0 (1,370) 0 0 project, there is the real possibility of future sale of the cleaned Net Expenditure (1,370) 0 (1,370) 0 0 up sites to partially offset the cleanup costs. Page 309 of529
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Site 7 - Hydro Installation Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
It is requested to install hydro at Site 7 - Mara Transfer Station. If hydro is not installed at the site, the future modernization of The site is currently being powered by two solar panels and itis the site will not be feasible and staff will continue to lack the noted that additional solar panels will be required to produce required power to operate the site year round without significant enough energy to meet the demands of the site for the future. investment in the generator. 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 Budget a propane generator. Installation of hydro in 2020 will allowfor Category 2019 & 2020 2021 future modernization of the site in 2021, including: updated Total 2022 + ($000's) Prior Budget Plan scale house, scales, well, and washroom facilities with running Capital Expense 150 0 150 0 0 water. Net Capital (150) 0 (150) 0 0
Net Expenditure (150) 0 (150) 0 0
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Site Improvements and Paving Strategic Direction: A - Growth Related Service Delivery
Description and justification for expenditure Impact of not proceeding
It is being recommended to continue improving the appearance If the request is not granted, dust will continue to be of concern and usability of the County's waste management facilities. for some users of the County's facilities and sites will Facility improvements typically consist of road and diversion depreciate at a quicker rate. In addition, the gravel compost pad paving and general site improvements. In 2020, this pads will continue to require annual repairs. 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 Budget waste. This will ensure longevity of the compost pad, Category 2019 & 2020 2021 increased utilization of the area and improved material Total 2022 + ($000's) Prior Budget Plan processing conditions in all seasons. In general the requested expenditure will improve the overall appearance and usability fo Capital Revenue 23 0 23 0 0 sites for residents and employees. Capital Expense 260 0 260 0 0 Net Capital (237) 0 (237) 0 0 Net Expenditure (237) 0 (237) 0 0
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Solid Waste Management Tangible Capital Asset (TCA)
Expenditure Title: Walking Floor Trailer Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
The purchase of a walking floor trailer is recommended to If a walking floor trailer is not purchased, the County will be replace the dump trailer that was approved in the 2019 budget required to contract out for this service at a net increase but not purchased. The dump trailer was found to have limited operational cost. 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 Budget County was able to demonstrate to the processor that a water Category 2019 & 2020 2021 tight walking floor was capable of delivering material to their Total 2022 + ($000's) Prior Budget Plan specifications. Additionally the walking floor provides the fleet with great operational flexibility and is able to perform transfer Capital Revenue 125 0 125 0 0 Capital Expense 200 0 200 0 0 of more materials than the dump trailer. This walking floor trailer will be hauled by a County highway tractor providing the Net Capital (75) 0 (75) 0 0 Net Expenditure (75) 0 (75) 0 0 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. Page 312 of529
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Forestry
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Forestry Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 000 0 0 0 0.0 0 0.0 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 1,666 2,170 1,589 1,889 1,666 (224) (11.8) 76 4.8 Miscellaneous Income 90 84 87 87 81 (6) (6.9) (6) (6.9) Transfer from Reserve 0 17 0 0 0 0 0.0 0 0.0 Total Revenues 1,756 2,272 1,676 1,976 1,747 (230) (11.6) 70 4.2 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 757 771 696 696 729 33 4.7 33 4.7 Administration 80 178 80 80 82 1 1.5 1 1.5 Facilities 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 9.8 Total 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 Page 314 of529
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Forestry 2020 Budget vs. 2019 Budget Change
Administration costs are expected to increase by $1K. The 2020 Forestry budget includes a net department
requirement (total operating and capital) of $94K, compared to $0 in 2019, an increase of $94K. Facilities costs are projected to decrease by $14K. This change is primarily the result of a one-time purchase of a fire Operating cache unit.
The Forestry operating budget includes a total operating Cost of Service Delivery is planned to decrease by $16K. This balance of $94K, compared to $0 in 2019, an increase of is mainly the result of differing requirements for the work to be $94K. This increase results from internal restructuring to completed for the Kirtland's Warbler project at the Packard integrate one By-Law position into Forestry which is not funded Forestry Tract versus the Museum Forestry Tract project which by the Forestry reserve. was in its final year in 2019.
User Fees are to increase by $76K. This increase in revenue Transfer to Reserve will increase by $161K. Forestry net is the result of anticipated favourable market conditions for operational costs are transferred to reserve. This increase is timber sales. Revenues generated that exceed forest the combined result of increased timber revenues and management expenses are transferred to reserve. decreases in various forestry management related costs.
Miscellaneous Income is to decrease by $6K. A new Kirtland's Warbler project at the Packard Forestry Tract has been Capital initiated. The decrease in revenue is directly related to the The Department's Capital budget is $45K. The details for each funding for this project versus the Museum Forestry Tract project are on the Request Form(s) included. 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. Page 315 of529
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Forestry 2020 Budget vs. 2019 Forecast Change
Administration costs are expected to increase by $1K. The 2020 budget for Forestry includes a net department
requirement (total operating and capital) of $94K, compared to Facilities costs are projected to decrease by $14K. This $135K in the 2019 forecast, a decrease of $41K. change is primarily the result of a one-time purchase of a fire Operating cache unit.
The Forestry operating budget includes a total operating Cost of Service Delivery is planned to decrease by $15K. The balance of $94K, compared to $90K in the 2019 forecast, an decrease is mainly the result of differing requirements for the increase of $4K. This increase results from internal work to be completed for the Kirtland's Warbler project at the restructuring to integrate one By-Law position into Forestry Packard Forestry Tract versus the Museum Forestry Tract which is not funded by the Forestry reserve. project which was in its final year in 2019.
User Fees are to decrease by $224K. In 2019, the volume of Transfer to Reserve will decrease by $231K. Forestry net timber harvested was higher than expected for 2020. operational costs are transferred to reserve. The 2019 Revenues generated that exceed forest management forecast includes increased revenue from a higher than expenses are transferred to reserve. anticipated volume of timber harvested. The 2020 planned
volume of timber to be harvested will be lower than 2019 levels Miscellaneous Income is to decrease by $6K. A new Kirtland's resulting in a decreased transfer to reserve compared to Warbler project at the Packard Forestry Tract has been forecast. 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. Capital
The Department's 2020 Capital budget is $45K. The details Salaries and Benefits are anticipated to increase by $33K. for each project are on the Request Form(s) included. This increase includes collective agreement changes, standard
salary increases and benefit increases.
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Forestry Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
FOR - Pick-Up Truck Replacement 45 45 0 0 0 0 0 45 0 Total Capital 45 45 0 0 0 0 0 45 0 Page 317 of529
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Forestry Tangible Capital Asset (TCA)
Expenditure Title: Pick-up Truck Replacement Strategic Direction: D - Environmental Sustainability
Description and justification for expenditure Impact of not proceeding
The Procurement Fleet and Property department manages the If this vehicle is not purchased in 2020, the cyclical process of fleet replacement plan to ensure vehicle reliability and to replacing vehicles will require increased purchases in 2021 and maximize cost effectiveness of the vehicle life cycle. will result in a decline in vehicle reliability while increasing Replacement of this vehicle is recommended based on the repair and maintenance costs. This vehicle will be disposed at County's Asset Management Plan. This pick-up truck is public auction and is expected to sell for $3K. The replacement classified medium risk, classifying it as 'consider for vehicle will have improved fuel consumption which will lower replacement". The odometer reading does not reflect the operational cost and contribute to the reduction of the County's overall condition of this vehicle, as it has been used for the carbon footprint. majority of its operational role on off-road trails in the County forest. The level of reliability will decrease the longer this Budget vehicle is retained in service having an adverse effect on the Category 2019 & 2020 2021 provision of Forestry department services. The new vehicle will Total 2022 + ($000's) Prior Budget Plan be converted to compressed natural gas (CNG), allowing this vehicle to operate on gasoline and CNG, as part of ongoing Capital Revenue 45 0 45 0 0 Green Fleet initiatives. The CNG conversion will dramatically Capital Expense 45 0 45 0 0 reduce the maintenance and fuel costs while providing a three Net Expenditure 0 0 0 0 0 year return of investment (ROI). Page 318 of529
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Asset Information: Odometer Life to Date Historical Vehicle Fuel Projected Average Carbon Intensity Model Unit # Reading Repair & Life Cycle Consumption 2020 Vehicle Fuel Reduction Over Year (km/Hrs) Maintenance (in litres) Consumption Lifecycle (in litres) (in tonnes) 50-13 2013 428716 32693 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. Page 319 of529
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Planning & Economic Development
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Planning & Economic Development Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 39 91 0 0 0 0 0.0 0 0.0 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 84 66 60 60 46 (14) (23.3) (14) (23.3) Miscellaneous Income 1 0 0 0 0 0 0.0 0 0.0 Transfer from Reserve 21 490 246 1,046 565 (481) (46.0) 319 129.4 Total Revenues 145 647 306 1,106 611 (495) (44.8) 305 99.5 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries 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 68.0 Facilities 000 0 0 0 0.0 0 0.0 Cost 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 8.4 Total Operating Balance (4,514) (4,533) (4,837) (4,832) (4,965) (132) 2.7 (127) 2.6
2 Capital
Capital Revenue 00000 00.0 00.0 Capital Expenses 0 0 0 0 0 0 0.0 0 0.0 Net Capital 0 0 0 0 0 0 0.0 0 0.0
Net Department Requirement (4,514) (4,533) (4,837) (4,832) (4,965) (132) 2.7 (127) 2.6 Page 322 of529
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Planning & Economic Development 2020 Budget vs. 2019 Budget Change
The 2020 Planning & Economic Development budget includes Salaries and Benefits are anticipated to decrease by $22K. a net department requirement (total operating and capital) of This is due to department staff being in a rebuilding phase $5.0M, compared to $4.8M in 2019, an increase of $127K. which leads to lower salaries and benefit costs attributed to new employees. Operating Administration costs are expected to increase by $402K. The Planning & Economic Development operating budget Consulting has increased by $495K as a result of work includes a total operating balance of $5.0M, compared to planned for the Municipal Comprehensive Review and the $4.8M in 2019, an increase of $127K. Transportation Master Plan. This increase is offset by a
continued decrease in the need to outsource legal services. User Fees are to decrease by $14K. This is the result of an
expected decrease in the volume of local official plan updates, Cost of Service Delivery is planned to decrease by $27K. and a decrease in subdivision fee revenue as fewer Some Economic Development events that were completed in applications for large plans are expected. As well, both Innisfil 2019 are not being repeated. This is the result of a difference and Springwater have taken over this function for their in requirements for the events being planned in 2020. respective areas.
Transfer to Reserve will increase by $79K. Transfer to Transfer from Reserve will increase by $319K. Development Reserve is the Council directed contribution equal to 1% of the charge revenue is increasing by $239K as a result of planned levy, which is $1.74M. 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 Capital for the trade mission to Japan. There are no Capital Projects in 2020 for this Department.
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Planning & Economic Development 2020 Budget vs. 2019 Forecast Change
The 2020 budget for Planning & Economic Development Salaries and Benefits are anticipated to decrease by $22K. includes a net department requirement (total operating and This is due to department staff being in a rebuilding phase capital) of $5.0M, compared to $4.8M in the 2019 forecast, an which leads to lower salaries and benefit costs attributed to increase of $132K. new employees.
Operating Administration costs are expected to increase by $407K. Consulting has increased by $495K as a result of work The Planning & Economic Development operating budget planned for the Municipal Comprehensive Review and the includes a total operating balance of $5.0M, compared to Transportation Master Plan. This increase is offset by a $4.8M in the 2019 forecast, an increase of $132K. continued decrease in the need to outsource legal services.
User Fees are to decrease by $14K. This is the result of an Cost of Service Delivery is planned to decrease by $827K. A expected decrease in the volume of local official plan updates, one-time grant of $800K will not be repeated. In addition, and a decrease in subdivision fee revenue as fewer some Economic Development events that were completed in applications for large plans are expected. As well, both Innisfil 2019 are not being repeated. The decrease is a result of a and Springwater have taken over this function for their difference in requirements for the events being planned in respective areas. 2020.
Transfer from Reserve will decrease by $481K. A one-time Transfer to Reserve will increase by $79K. Transfer to grant funded from reserve of $800K will not be repeated in Reserve is the Council directed contribution equal to 1% of the 2020 which is offset by increased development charge levy, which is $1.74M. 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 Capital reserve revenue related to Economic Development for the There are no Capital Projects in 2020 for this Department. trade mission to Japan.
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Transit
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Transit Net Department Requirement ($000’s) 2017 2018 2019 2019 2020 2020B vs. 2019F 2020B vs. 2019B Change Change Actual Actual Budget Forecast Budget $ % $ % Operating Revenues Subsidies 00550 898 898 0 0.0 348 63.3 Service Partners 0 0 0 0 0 0 0.0 0 0.0 User Fees 0 29 197 197 493 296 150.6 296 150.6 Miscellaneous Income 0 0 0 0 0 0 0.0 0 0.0 Transfer from Reserve 48 0 0 0 0 0 0.0 0 0.0 Total Revenues 48 29 747 1,095 1,391 296 27.1 645 86.3 Operating Expenses Client Benefit 0000 0 0 0.0 0 0.0 Salaries and Benefits 0 55 262 262 299 37 14.1 37 14.1 Administration 48 210 302 302 263 (39) (12.8) (39) (12.8) Facilities 000 0 0 0 0.0 0 0.0 Cost of Service Delivery 0 540 2,446 2,402 4,068 1,666 69.3 1,622 66.3 Transfer to Reserve 0000 0 0 0.0 0 0.0 Total Expenses 48 804 3,009 2,966 4,630 1,664 56.1 1,620 53.8 Total 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 1,402 100.0 Capital Expenses 0 2,227 4,005 4,005 4,200 195 4.9 195 4.9 Net 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) Page 326 of529
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Transit 2020 Budget vs. 2019 Budget Change
The 2020 Transit budget includes a net department requirement (total operating and capital) of $6.0M, compared Administration costs are expected to decrease by $39K. The to $6.3M in 2019, a decrease of $231K. decrease is mainly the result of a one-time expense for office space reconfiguration not being repeated and a decrease in Operating consulting costs. These decreases are offset by an increase of $34K for vehicle licenses and insurance as the Transit fleet The Transit operating budget includes a total operating expands with route additions. balance of $3.2M, compared to $2.3M in 2019, an increase of $976K. Cost of Service Delivery is planned to increase by $1.6M. This
Subsidies are to increase by $348K. This is attributed to an is primarily the result of expanded service for bus operations increase in Provincial Gas Tax funding. with the addition of two routes and contractual increases.
User Fees are to increase by $296K. Revenue from fares is Capital increasing as a result of the addition of two new routes and The Department's Capital budget is $4.2M. The details for anticipated increases to ridership for existing routes. each project are on the Request Form(s) included.
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. Page 327 of529
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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 Administration costs are expected to decrease by $39K. The to $5.9M in the 2019 forecast, an increase of $161K. decrease is mainly the result of a one-time expense for office space reconfiguration not being repeated and a decrease in Operating consulting costs. These decreases are offset by an increase The Transit operating budget includes a total operating of $34K for vehicle licenses and insurance as the Transit fleet balance of $3.2M, compared to $1.9M in the 2019 forecast, an expands with route additions. increase of $1.4M. Cost of Service Delivery is planned to increase by $1.7M. This Subsidies are the same as in 2019. is primarily the result of expanded service for bus operations with the addition of two routes and contractual increases. User Fees are to increase by $296K. Revenue from fares is increasing as a result of the addition of two new routes and Capital anticipated increases to ridership for existing routes. The Department's 2020 Capital budget is $4.2M. The details for each project are on the Request Form(s) included. 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.
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Transit Capital Summary ($000’s)
Total 2020 Project Description Gas City of City of County Project Budget DC Other Reserves Tax Barrie Orillia Impact Cost Expense
TRN - Conventional Buses 3,890 3,890 0 0 0 0 0 1,402 2,488 TRN - Specialized Buses 310 310 0 0 0 0 0 0 310 Total Capital 4,200 4,200 0 0 0 0 0 1,402 2,798 Page 329 of529
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Transit Staffing
Expenditure Title: 1.0 FTE Student Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
It is recommended to add one full-time Co-op Student to the If the full-time Co-op Student is not hired, current staff would be staffing levels in Transit. In August of 2019, three conventional required to manage scheduling, and fare collection resulting in transit routes commenced, and in September 2019 specialized subsequent delays in scheduling specialized rides, increased service along these three corridors was added. Development customer dissatisfaction, and difficulty or delays in for two new routes is scheduled to begin late 2019. These implementing the two new routes. 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 Budget role will actively participate in scheduling specialized transit Category rides and assist with the revenue collection process. 2020 Budget ($000's) Salaries 38 Operating Expense 38 Net Expenditure (38) Page 330 of529
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Transit Tangible Capital Asset (TCA)
Expenditure Title: Conventional Buses Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
In September 2016, County Council approved the Transit If these vehicles are not purchased, the goal to follow County Feasibility and Implementation Study and approved the short Council's direction and meet the requirements of the County of term plan. The plan includes five inter-municipal hub to hub Simcoe Transportation Master Plan 2008 (TMP) and Update routes. The Midland - Penetanguishene - Barrie route was 2014, and the Ministry of Transportation Simcoe Area implemented in August 2018 with the purchase of four transit Multimodal Transportation Strategy (2014) to reduce buses. The second phase of the transit roll-out plan was automobile traffic and increase alternate modes of implemented in August 2019 with the Collingwood - Wasaga transportation would not be met. The expansion of the County Beach, Wasaga Beach - Stayner - Angus - Barrie, and Orillia - Transit system would be restricted. 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, Budget and the Alliston - Beeton - Bradford routes. Category 2019 & 2020 2021 Total 2022 + It is recommended that eight buses be purchased for the third ($000's) Prior Budget Plan phase roll-out. These buses, seven 24 passenger buses and Capital Revenue 1,402 0 1,402 0 0 one 32 passenger buses, are to be utilized on the two new Capital Expense 3,890 0 3,890 0 0 routes. Two of the buses will be readied as spares to Net Capital (2,488) 0 (2,488) 0 0 Net Expenditure (2,488) 0 (2,488) 0 0 accommodate vehicle preventative maintenance and unplanned repairs. The larger passenger capacity bus will be used to accommodate higher ridership at peak times. Page 331 of529
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Transit Tangible Capital Asset (TCA)
Expenditure Title: Specialized Buses Strategic Direction: E - A Culture of Workplace and Operational Excellence
Description and justification for expenditure Impact of not proceeding
In September 2016, County Council approved the Transit The goal to follow County Council's direction and meet the Feasibility and Implementation Study and approved the short requirements of the County of Simcoe Transportation Master term plan. The plan includes five inter-municipal hub to hub Plan 2008 (TMP) and Update 2014, and the Ministry of routes and the provision of accessible transportation services Transportation Simcoe Area Multimodal Transportation for persons unable to use conventional fixed routes due to a Strategy (2014) to reduce automobile traffic and increase disability. The specialty service was implemented in alternate modes of transportation would not be met. In September 2018 with the purchase of two six passenger addition, AODA legislation requires that municipalities provide specialty vans and three additional vans in 2019. parallel specialized transit service where there is conventional service. 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. Budget This addition will ensure adequate availability of specialty vans Category 2019 & 2020 2021 to service all routes. Total 2022 + ($000's) Prior Budget Plan
Capital Expense 310 0 310 0 0 Net Capital (310) 0 (310) 0 0 Net Expenditure (310) 0 (310) 0 0 Page 332 of529
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Service Partners Page 333 of529
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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.
2020B vs 2019F 2020B vs 2019B 2017 2018 2019 2019 2020 City of Barrie Operating Budget (000's) Change Change Actual Actual Budget Forecast Budget Department $% $% Long Term Care and Seniors Services 885 892 905 1,062 1,131 69 6.5 2254.9 2 Paramedic Services 6,293 6,016 6,282 6,788 7,026 238 3.5 744 11.8 Health and Emergency Services 7,178 6,908 7,188 7,849 8,157 308 3.9 969 13.5 Children and Community Services 2,195 2,061 2,350 1,950 2,867 916 47.0 516 22.0 Ontario Works 3,442 2,509 3,023 3,531 3,235 (297) (8.4) 212 7.0 Simcoe County Housing Corporation 1,204 1,339 1,595 1,470 1,756 286 19.4 161 10.1 Social Housing - Non-Profit 3,701 4,236 4,727 5,294 4,784 (510) (9.6)71.2 5 Social and Community Services 10,543 10,144 11,696 12,246 12,642 396.2 3 946 8.1 Archives 46 46 47 47 48 1 2.0 1 2.0 Museum 60 61 62 62 63 1 2.0 1 2.0 Total Archives and Museum 106 107 109 109 111 2 2.0 2 2.0 Lake Simcoe Regional Airport (LSRA) 0 0 0 0 75 75 100.0 75 100.0 Total 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 1,301287 1, 2,485 1,198 93.1 1,185 91.1 Total 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 33.8 Total Capital 3,413 3,301 3,550 3,758 3,958 200 5.3 407 11.5 Page 334 of529 Total Operating and Capital 21,240 20,459 22,543 23,962 24,943 980 4.1 2,324 10.3
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City of Barrie - Capital Projects
2020 - MFC Projects Budget 2020 - Capital Projects (Non MFC) Budget Department and Project (000's) Department and Project (000's) LTC - Simcoe Manor Redevelopment 208 LTC - Homes & Villages Building/Equip 166 Long Term Care and Senior Services 208 Long Term Care and Senior Services 166 PAR - Barrie Simcoe Emergency Campus 459 PAR - Ambulance (Fleet) 51 PAR - Central East Barrie Par Post 294 PAR - Ambulance (Spare ratio) 102 PAR - Springwater South Post 294 PAR - Ambulance Replacement 260 PAR - Wasaga Beach Station 128 PAR - CPR Equipment 19 Paramedic Services 1,176 PAR - Station Site Improvements 13 SCHC - Affordable Development - Orillia 256 Paramedic Services 444 SCHC - Affordable Development - Tay 103 SCHC - Blake Street East 35 Simcoe County Housing Corporation 359 SCHC - Blake Street West 105 Total MFC Projects 1,744 SCHC - Brooks Street 9 SCHC - Gignac Drive 20 MFC Summary SCHC - High Street 21 2020 MFC Financing SCHC - Matthew Way 144 County Share - Financing @ 90% 1,569 SCHC - Miller Park Avenue 37 Barrie MFC Share @ 10% 174 SCHC - Napier Street 113 Total 2020 MFC Projects 1,744 SCHC - Nelson Street 11 SCHC - Oxford Street 13 Prior Years Barrie Repayment with interest 2,485 SCHC - Peter Street 25 SCHC - Regent Street 24 Total 2020 MFC Payment - City of Barrie 2,659 SCHC - Sophia Street 30 SCHC - St Paul Street 64 SCHC - Tecumseth Street 24 SCHC - Yonge Street 13 Simcoe County Housing Corporation 688
Total Capital 1,298
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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.
2017 2018 2019 2019 2020 2020B vs 2019F 2020B vs 2019B City of Orillia Operating Budget 000's)( Actual Actual Budget Forecast Budget Change Change Department $% $% Long Term Care and Seniors Services 923 911 958 1,123 1,091 (32) (2.9) 133 13.9 Paramedic Services 1,305 1,229 1,283 1,406 1,455 49 3.5 172 13.4 Health and Emergency Services 2,229 2,140 2,241 2,529 2,546 17 0.7 305 13.6 Children and Community Services 508 424 496 400 584 184 46.1 88 17.8 Ontario Works 1,040 756 895 1,046 1,068 22 2.1 173 19.3 Simcoe County Housing Corporation 250 273 326 304 364 59 19.4 38 11.6 Social Housing - Non-Profit 768 865 966 1,096 991 (106) (9.6) 25 2.6 Social 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 94.0 Total 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 19.3 Total 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 Page 336 of529
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City of Orillia - Capital Projects
2020 - MFC Projects Budget 2020 - Capital Projects (Non MFC) Budget Department and Project (000's) Department and Project (000's) LTC - Simcoe Manor Redevelopment 221 LTC - Homes & Villages Building/Equip 161 Long Term Care and Senior Services 221 Long Term Care and Senior Services 161 PAR - Barrie Simcoe Emergency Campus 95 PAR - Ambulance (Fleet) 11 PAR - Central East Barrie Par Post 61 PAR - Ambulance (Spare ratio) 21 PAR - Springwater South Post 61 PAR - Ambulance Replacement 54 PAR - Wasaga Beach Station 27 PAR - CPR Equipment 4 Paramedic Services 244 PAR - Station Site Improvements 3 SCHC - Affordable Development - Orillia 53 Paramedic Services 92 SCHC - Affordable Development - Tay 21 SCHC - Blake Street East 7 Simcoe County Housing Corporation 74 SCHC - Blake Street West 22 Total MFC Projects 539 SCHC - Brooks Street 2 SCHC - Gignac Drive 4 MFC Summary SCHC - High Street 4 2020 MFC Financing SCHC - Matthew Way 30 County Share - Financing @ 90% 485 SCHC - Miller Park Avenue 8 Orillia MFC Share @ 10% 54 SCHC - Napier Street 23 Total 2020 MFC Projects 539 SCHC - Nelson Street 2 SCHC - Oxford Street 3 Prior Years Orillia Repayment with Interest 516 SCHC - Peter Street 5 SCHC - Regent Street 5 Total 2020 MFC Payment - City of Orillia 570 SCHC - Sophia Street 6 SCHC - St Paul Street 13 SCHC - Tecumseth Street 5 SCHC - Yonge Street 3 Simcoe County Housing Corporation 142
Total Capital 395 Page 337 of529
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Page 338 of529
2020 DRAFT Department Budgets November 07, 2019 Page 328 2020 Draft Budget Page 339 of529 Agenda
Overview
Department Budgets
Warden, CAO, Clerks & Archives Service Simcoe Social & Community Services Health & Emergency Services Engineering, Planning & Environment Corporate Performance
Consolidated Financial Summary
Questions & Next Steps Page 340 of529
2020 Draft Budget Overview November 07, 2019 2 Overview Page 341 of529 Overview
Budget Background
Expense Structure
Budgetary Challenges & Optimizations
Budget Snapshot & Summary Page 342 of529
2020 Draft Budget Overview November 07, 2019 4 BUDGET BACKGROUND Page 343 of529
2020 Draft Budget Overview November 07, 2019 5 Budget Purpose
The Budget’s primary purposes are to: Set out the program of services provided by the County, their purpose and planned costs Provide a method of controlling expenditures Forecast revenues and funding to support services to the communities served Support and facilitate achievement of long term plans and objectives
Required to approve a balanced budget each calendar year prepared in accordance with Public Sector Accounting Board rules. i.e. no operating deficit Page 344 of529
2020 Draft Budget Overview November 07, 2019 6 Budget Process
Department budgets are developed to maintain existing services and service levels and incorporate anticipated changes in expenses. Each department budget and the consolidated budget are then submitted and follow the review process
Department Submission
Finance Review
Plans Executive Management Review
Committee of the Whole
Strategic, Asset & other County Council Page 345 of529
2020 Draft Budget Overview November 07, 2019 7 EXPENSE STRUCTURE Page 346 of529
2020 Draft Budget Overview November 07, 2019 8 Expense Structure
Inflation Range Operating Expenses $M % low high mid Client Benefits 141.7 32% 1.0% 3.5% 2.3% Salaries 155.0 35% 1.7% 3.5% 2.6% Administration 21.2 5% 1.5% 4.5% 3.0% Facilities 26.8 6% 0.5% 8.0% 4.3% Cost of Service Delivery 77.7 18% 2.0% 5.0% 3.5% Transfer to Reserves 17.2 4% 0.0% 4.0% 2.0% Total Operating 439.5 % 1.4% 4.1% 2.7% $M 6.1 18.1 12.1
Capital Expenses 90.9 Total Operating & Capital 530.4 Page 347 of529
2020 Draft Budget Overview November 07, 2019 9 Expense Structure Summary
Before any change in service or growth pressure, expenses are expected to increase each year in the range of 1.4 to 4.1%
Excluding growth, 2020 Operating Expenses are estimated to increase by 1.3% -- excluding client benefits expenses are increasing 2.8%
Revenue needs to stay ahead of expenses in order to contribute to asset management and capital Page 348 of529
2020 Draft Budget Overview November 07, 2019 10 Expense Structure Summary
Revenues are somewhat diversified but County Levy is a significant contributor and ideally should increase in line with expenses
Catching up in future years may be difficult and unfair in terms of generational equity
Revenue growth has been funding service increases and budget additions
Efficiencies and cost saving initiatives help but will take time as they are often cost avoidance and may require Page 349 of529 capital
2020 Draft Budget Overview November 07, 2019 11 BUDGETARY CHALLENGES & OPTIMIZATIONS Page 350 of529
2020 Draft Budget Overview November 07, 2019 12 Budgetary Challenges
Provincial funding changes in Ontario Works, Children Services, Long Term Care & Public Health IT costs related to increased security needs Funding for YMCA initiative Increased ownership share in LSRA Growth in paramedic services to meet call volume Increased non-profit social housing repair loans Significant decline in market rates for paper fibre sales Waste costs related to unit growth, tonnage increases and costs for waste transfer, haulage and processing Continued transit development in line with plan Page 351 of529
2020 Draft Budget Overview November 07, 2019 13 Optimizations
Reductions / Efficiencies / Cost Avoidance initiatives included in the budget: Reduction of 6 positions in Ontario Works Reduction of 2 positions in Children Services Continue in-house fleet repair & maintenance in other areas LEAN training and efficiency projects Service Simcoe – synergies avoiding staff growth Automation of HR & Finance administrative & transactional processes Paramedic logistics support to improve vehicle mobilization Continuation of the salt management program Page 352 of529
2020 Draft Budget Overview November 07, 2019 14 BUDGET SNAPSHOT & SUMMARY Page 353 of529
2020 Draft Budget Overview November 07, 2019 15 Budget Snapshot
County of Simcoe 2020B vs 2019F 2020B vs 2019B 2019 2019 2020 Comparison ($M) Change Change Budget Forecast Budget $ % $ % Operating Revenues 454.0 476.5 464.0 (12.6) (2.6) 10.0 2.2 Operating Expenses 428.7 450.8 439.5 (11.3) (2.5) 10.8 2.5 Operating Balance 25.3 25.7 24.4 (1.3) (4.9) (0.8) (3.3)
Gross Capital Requirement 119.6 142.3 90.9 (51.4) (28.6) Net Capital Requirement (43.1) (43.1) (36.8) 6.4 6.3
External Debt 33.2 40.6 36.9 (3.7) 3.7 Internal Debt 166.6 188.8 212.0 23.2 45.4 Page 354 of529
2020 Draft Budget Overview November 07, 2019 16 2020 Budget In Summary
Overall, budget is cautiously positive for 2020 given the provincial changes and other challenges – larger challenge likely in 2021/22 when full impact is realized
Able to contain challenges within 2% levy increase and minimize Operating Balance decrease year over year
Operating balance declining slightly to $24.4M
$91M of capital projects planned and financing need delivered through internal financing
External debt held at very low level with slight decrease Page 355 of529
2020 Draft Budget Overview November 07, 2019 17 Department Budgets Page 356 of529 Agenda
Overview
Department Budgets
Warden, CAO, Clerks & Archives Service Simcoe Social & Community Services Health & Emergency Services Engineering, Planning & Environment Corporate Performance
Consolidated Financial Summary
Questions & Next Steps Page 357 of529
2020 Draft Budget Overview November 07, 2019 19 Page 358 of529
2020 Draft Budget Overview November 07, 2019 20 2020 Draft Budget Page 359 of529 Warden, CAO, Clerks & Archives
Warden & Council Chief Administrative Officer (CAO) Clerks Archives Page 360 of529
2020 Draft Budget Overview November 07, 2019 2 DEPARTMENT OVERVIEWS Page 361 of529
2020 Draft Budget Overview November 07, 2019 3 Dept. Overview: Warden & Council
Roles and responsibilities as prescribed in the Municipal Act and other pieces of legislation Approximately 70+ Council, Committee, Sub-Committee and Advisory Committee meetings per year Review and consider approximately 500 reports and 100 by-laws per year County Council representation on various boards and agencies (locally, provincially, and nationally) Corporate Governance / Board of Directors Corporate Events Page 362 of529
2020 Draft Budget Overview November 07, 2019 4 Dept. Overview: CAO
Administrative leadership & corporate / operational executive management
Strategic advice & support to the Warden and County Council
Coordinate the implementation of Council’s directions / provide assistance to County Councillors
Oversee fiscal and operational management and legislative compliance of County programs / services / activities
Build co-operative & effective inter-governmental & external relationships
A point of contact for community partners agencies, growth and economic opportunities, various levels of government Page 363 of529
2020 Draft Budget Overview November 07, 2019 5 Dept. Overview: Clerks
Council and Committee Secretariat
Records & Information Management
Access and Privacy
Accessibility Compliance
Legislative Oversight
Monitor provincial legislature for impactful legislation Page 364 of529
2020 Draft Budget Overview November 07, 2019 6 Dept. Overview: Archives
Acquires, preserves, and makes accessible to the public the documentary history of Simcoe County in the form of: The permanent corporate records of the County of Simcoe, its 16 constituent municipalities, and the City of Barrie Photographs, newspapers, maps, diaries, business records, directories, genealogical research material of Records of enduring historical value ~2,000 research visits, inquiries, and imaging requests annually Page 365 of529
2020 Draft Budget Overview November 07, 2019 7 2019 ACCOMPLISHMENTS Page 366 of529
2020 Draft Budget Overview November 07, 2019 8 2019 Accomplishments
Clerks 131 legislative Bills monitored & vetted for County and municipal interests Compliance Audit Committee for 11 participating municipalities, plus Orillia; 3 hearings held Average cost per 12 participating municipality $338 Launch of Electronic Records & Information Management Archives
Hired a Digital Preservation Archivist Acquired cloud-based digital preservation software Revised and streamlined records processing processes Page 367 of529
2020 Draft Budget Overview November 07, 2019 9 2020 KEY INITIATIVES / FOCUS Page 368 of529
2020 Draft Budget Overview November 07, 2019 10 2020 Key Initiatives/Focus
Warden & Council Continuing Strategic Plan considerations and implementation / County governance Inter-governmental relations (Political) Public / Media relations and events Western Ontario Wardens’ Caucus (WOWC), South Western Integrated Fibre Technology (SWIFT), Association of Municipalities Ontario (AMO), Federation of Canadian Municipalities (FCM), Great Lakes and other organization Representation Governance and Service Delivery considerations further to the Regional Governmental Review process Page 369 of529
2020 Draft Budget Overview November 07, 2019 11 2020 Key Initiatives/Focus
Chief Administrative Officer (CAO) Strategic Plan implementation / Corporate & Project management Modernization and efficiency initiatives including any further work directed by Council further to the Regional Government Review process Inter-governmental relations (Staff Level) Strategic partnership and oversight / coordination of various initiatives / opportunities Page 370 of529
2020 Draft Budget Overview November 07, 2019 12 2020 Key Initiatives/Focus
Clerks
Mid-term Council training opportunities (proposed)
Code of Conduct & Integrity Commissioner
Media Training and Professional Development
Ongoing deployment of Electronic Records & Information Management (EDRMS)
Facilitate Accessibility Advisory Committee meetings for 4 current member municipalities Page 371 of529
2020 Draft Budget Overview November 07, 2019 13 2020 Key Initiatives/Focus
Archives
Digital preservation: On-going training of staff and deployment of digital preservation software
Records processing: On-going processing procedures streamlining; aim to process at least the equivalent of the trimmed average of annual records intake
Access: Investigate ways to improve access to existing collections that are available only via physical finding aids in the reading room Page 372 of529
2020 Draft Budget Overview November 07, 2019 14 2020 BUDGET HIGHLIGHTS Page 373 of529
2020 Draft Budget Overview November 07, 2019 15 2020 Budget Highlights (page 72-73)
Warden & Council Salaries, benefits and per diems increase as directed Partially offset by reductions in expenses mainly related to Simcoe County Conference not being offered in 2020
CAO, Clerks and Archives Standard increases related to salaries and benefits and some small reductions in administrative expenses Archives capital expenditure include continuation of the Energy Efficiency Retrofit Project, Mobile Shelving Retrofit and Sign Replacement Page 374 of529
2020 Draft Budget Overview November 07, 2019 16 Warden, CAO, Clerks & Archives
Questions ? Page 375 of529
2020 Draft Budget Overview November 07, 2019 17 2020 Draft Budget Page 376 of529 Service Simcoe
Public Engagement Communications and Events Marketing and Creative Services Museum Library Co-operative Tourism Page 377 of529
2020 Draft Budget Overview November 07, 2019 2 DEPARTMENT OVERVIEWS Page 378 of529
2020 Draft Budget Overview November 07, 2019 3 Department Overview
Service Simcoe delivers customer-focussed solutions to the public, Council, staff departments, and partners Brings together client support, engagement, communication and awareness into one business unit as six different portfolios with a common goal to ensure the best possible resident experience Service Simcoe works to provide meaningful service, innovation, creativity, collaboration and solutions-based ideas for the public as the benchmark in municipal client service delivery Page 379 of529
2020 Draft Budget Overview November 07, 2019 4 Department Overview
Public Engagement (Customer Service) Respond to more than 9,000 public contacts per month through multiple channels to provide operational support Support to internal departments including registrations, cash management and project support Communications and Events Promote & educate residents about programs & services Media relations including management of briefings, media training, and interview preparation Develop and execute strategic communication plans Plan, manage and execute events and announcements Manage social media channels and County websites Page 380 of529
2020 Draft Budget Overview November 07, 2019 5 Department Overview
Marketing and Creative Services Develop strategic campaigns, social initiatives, manage corporate brand, e-solutions, and public education Co-ordinate and manage advertising media buys Support corporate initiatives/proposals Creative and graphic design services, photography & video Tourism Leads tourism development and marketing in this region Focus on pillars: marketing, product / experience dev., workforce dev. and investment attraction Outdoor recreation, agri-tourism and culture sector focus Administer tourism, arts, culture, sport & heritage grants Page 381 of529
2020 Draft Budget Overview November 07, 2019 6 Department Overview
Museum 30,000 visitors annually 26,000(+) artifacts; 16 heritage & display buildings that depict the history of Simcoe County 5 main galleries showcasing life in Simcoe County Over 9,000 students participate in educational programs Library Co-operative All municipalities served through 14 library boards and 28 library branches Multilingual collections in 11 languages Wireless wi-fi access - County wide Electronic collections of e-books & e-audiobooks Page 382 of529
2020 Draft Budget Overview November 07, 2019 7 2019 ACCOMPLISHMENTS Page 383 of529
2020 Draft Budget Overview November 07, 2019 8 2019 Accomplishments
Public Engagement (Customer Service) Service Simcoe Representatives at the Museum Contact Centre extended hours of service CTI “Screen Pop” Project: provides caller info & all previous history to improve experience and call time Cost per Call Project: track time & history for all ticket types to identify areas for optimizing & cost drivers Communications and Events Enhanced community events Growth of social media incl. launch of Instagram channel Pro-active communications including new Forestry campaign #Green&Growing & Pedal Week Page 384 of529
2020 Draft Budget Overview November 07, 2019 9 2019 Accomplishments
Marketing and Creative Services Green and Growing a year-long forestry campaign Launch marketing for LINX Phase III with 2 new routes Human Resources Recruitment Marketing Video presence with social media campaign and recruitment tools for job fairs and ongoing outreach Tourism Barn quilts project expansion to retail businesses Launch Simcoe County Honey Trail in South Simcoe – the first one in Ontario Attended the Toronto Christmas Market, promoted Saints and Sinners Bootleggers Trail Page 385 of529
2020 Draft Budget Overview November 07, 2019 10 2019 Accomplishments
Museum Opening of Red Pine House – Forestry Education Centre 46% increase in Skating Trail attendance Launch of Seniors Social, and Try it Out Tuesdays Completed repairs due to structure fire Planning for new build and use of Matthews bequest Library Co-operative Won Minister of Culture Award for Innovation for the Library Immigrant Hub Project Implemented app for the online catalogues of libraries Completed the Seniors Partnering With Immigrants in Conversation Exchanges (SPICE) Project Page 386 of529
2020 Draft Budget Overview November 07, 2019 11 2020 KEY INITIATIVES / FOCUS Page 387 of529
2020 Draft Budget Overview November 07, 2019 12 2020 Key Initiatives/Focus
Public Engagement (Customer Service) Customer Relationship Management s/w upgrade Service Simcoe Satellite Services – new locations and additional supported public interaction Communications and Events Increase resident engagement and awareness by communicating and promoting key initiatives Support, promotion of LSRA Marketing and Creative Services Launch of LINX Phase III SWM - organics diversion, recycling programs & mobile app Creative services for departments & member municipalities Page 388 of529
2020 Draft Budget Overview November 07, 2019 13 2020 Key Initiatives/Focus
Museum
Accelerated development of the Matthews bequest for the Transportation Permanent Exhibition Building Evaluation of Museum grounds and storage buildings 90th anniversary exhibit to commemorate establishment of Simcoe County Museum Library Co-operative
Expand the e-resources collection Promote increased usage of electronic resources by providing database training for staff of member libraries Collaborate with external partners to offer additional programs to newcomers in Simcoe County Page 389 of529
2020 Draft Budget Overview November 07, 2019 14 2020 Key Initiatives/Focus
Tourism Production of the first ever Simcoe County Visitor Guide Continue to work with Simcoe County stakeholders with large seasonal digital marketing campaigns Development of Simcoe, Grey, Bruce motorcycle experience 2020 host for provincial Terroir Symposium and Rural Retreat Page 390 of529
2020 Draft Budget Overview November 07, 2019 15 2020 BUDGET HIGHLIGHTS Page 391 of529
2020 Draft Budget Overview November 07, 2019 16 2020 Budget Highlights (page 82-83)
Total expenses are flat with standard salary & benefit increase offset by lower gallery update costs due to off year cycle & lower barn quilt costs Communications expenses increase as a result of the reallocation of staff and advertising & promotion expenses from Museum, Tourism & Library - net zero impact Museum expenses decrease as a result of reallocation of staff & expenses and off year for gallery updates Tourism expenses decrease as a result of reallocation of staff & expenses and lower barn quilt costs Page 392 of529
2020 Draft Budget Overview November 07, 2019 17 Service Simcoe
Questions Page 393 of529
2020 Draft Budget Overview November 07, 2019 18 Page 394 of529
2020 Draft Budget Overview November 07, 2019 19 2020 Draft Budget Page 395 of529 Social and Community Services
Ontario Works
Children and Community Services
Social Housing Page 396 of529
2020 Draft Budget Overview November 07, 2019 2 DEPARTMENT OVERVIEWS Page 397 of529
2020 Draft Budget Overview November 07, 2019 3 Dept. Overview: Ontario Works
Income & Employment Supports
Life Stabilization Supports
Housing Retention Program
Emergency Social Services Page 398 of529
2020 Draft Budget Overview November 07, 2019 4 Dept. Overview: Children & Community Services
Early Learning and Licensed Child Care System Management
Homelessness Prevention
Support to Poverty Reduction Planning / Initiatives
Local Immigration Partnership Page 399 of529
2020 Draft Budget Overview November 07, 2019 5 Dept. Overview: Social Housing
Simcoe County Housing Corporation
Social Housing Non-Profit System
Affordable Housing Strategy & Program Delivery Page 400 of529
2020 Draft Budget Overview November 07, 2019 6 2019 ACCOMPLISHMENTS Page 401 of529
2020 Draft Budget Overview November 07, 2019 7 2019: Ontario Works
Collingwood Social Services integrated hub
Midland Social Services relocation
Circles - Poverty Reduction Pilot
Implementation of Briefcase - case management tracking tool Page 402 of529
2020 Draft Budget Overview November 07, 2019 8 2019: Children & Community Services
Licensed Child Care System Expansion Increased number of EarlyON Child and Family Sites Service and Funding Review of Community Homelessness Service Providers Regionalized Housing First Program Outcomes Measurement Third year of “It Starts” campaign addressing racism and discrimination – focus on Youth Engagement Page 403 of529
2020 Draft Budget Overview November 07, 2019 9 2019: Social Housing
Collingwood development completion and move-ins Wasaga Beach & Township of Tay developments in construction phase Third Party Rental development completion (4 projects) Social Housing capital repairs – SCHC & Non-Profit Motel Conversion Supportive Housing development Anti-Human Trafficking Supportive Housing development 10-Year Housing and Homelessness Prevention Strategy Refresh Page 404 of529
2020 Draft Budget Overview November 07, 2019 10 2019: Social Housing
January 1, 2014 – June 30, 2019: 1,536 (57%) new units created towards target of 2,685 Page 405 of529
2020 Draft Budget Overview November 07, 2019 11 2020 KEY INITIATIVES / FOCUS & BUDGET HIGHLIGHTS BY DEPARTMENT Page 406 of529
2020 Draft Budget Overview November 07, 2019 12 Ontario Works Page 407 of529
2020 Draft Budget Overview November 07, 2019 13 Ontario Works
2020 Key Initiatives/Focus
Case Management Tracking Tool (Briefcase) – Phase 2 Caseload monitoring Increased Focus on Employment Services that aligns with Provincial Employment Services Transformation Social Assistance Service Modernization: MyBenefits App Reloadable payment card- pilot County LINX bus pass program Page 408 of529
2020 Draft Budget Overview November 07, 2019 14 Ontario Works Page 409 of529
2020 Draft Budget Overview November 07, 2019 15 Ontario Works
2020 Budget Highlights (Page 166)
Projected 2020 caseload is 5,600 (consistent with 2019 budget) Staffing reductions: 6 FTE Provincial Funding will decrease in 2020 due to: Provincial cancellation of the Addiction Services Initiative (July 31, 2019) Ontario Works administration funding being held at the 2018 spending level Service Partners Contribution: City of Barrie $3.2M (increase $212K) City of Orillia $2.2M (increase $173K) Page 410 of529
2020 Draft Budget Overview November 07, 2019 16 Ontario Works
Questions ? Page 411 of 529
2020 Draft Budget Overview November 07, 2019 17 Children and Community Services Page 412 of529
2020 Draft Budget Overview November 07, 2019 18 Children and Community Services
2020 Key Initiatives/Focus
Early Learning & Licensed Child Care System Management in a context of increased service needs and decreased funding: Fee Subsidy Special Needs Resourcing Operational Funding to Service Providers Quality Assurance and Capacity Building
Community Services: Continued Homelessness Service Coordination Implementation of County-wide Homeless Enumeration Page 413 of529
2020 Draft Budget Overview November 07, 2019 19 Children and Community Services
2020 Budget Highlights (Page 172) Expansion Plan Funding is now to be cost shared at 80:20 (previously 100% funded). Confirmation of a 2020 Provincial Funding Allocation was received Oct 25, 2019 resulting in a $1.24M municipal impact: City of Barrie $540K City of Orillia $109K County $587K Staffing Reductions: 2 FTE Positions Service Partners contribution: City of Barrie $2.9M (increase $516K) (revised Oct 25th $431K) City of Orillia $584K (increase $88K) (revised Oct 25th $71K) Page 414 of529
2020 Draft Budget Overview November 07, 2019 20 Children and Community Services
New Provincial Cost Sharing On August 28, 2019, the province announced changes to Cost Sharing and Administration to be phased in over the next three years On January 1, 2020, Consolidated Municipal Service Managers (CMSM) will be asked to cost-share Expansion Plan operating funding at a rate of 80/20 On January 1, 2021, all administrative funding will be cost shared 50/50 (most admin lines were previously 100% funded) On January 1, 2022, the threshold for allowable administrative funding will be reduced from 10% to 5% (cost shared 50/50) Page 415 of529
2020 Draft Budget Overview November 07, 2019 21 Children and Community Services
Questions ? Page 416 of529
2020 Draft Budget Overview November 07, 2019 22 Simcoe County Housing Corporation Page 417 of529
2020 Draft Budget Overview November 07, 2019 23 Simcoe County Housing Corporation
2020 Key Initiatives/Focus Regular capital asset management Wasaga Beach development: 99 affordable housing units with “move-ins” in early 2020 Township of Tay development: 41 affordable housing units Affordable Housing site design (former Orillia School Property) Planning for future development: Gradual sale of Barrie scattered units to rationalize resources and increase stock Consideration of other locations Page 418 of529
2020 Draft Budget Overview November 07, 2019 24 Simcoe County Housing Corporation
2020 Budget Highlights (Page 178)
Collingwood & Wasaga Beach developments - full year operational budgets Township of Tay development continuation in 2020 Capital repairs to Social Housing stock 3.2 FTE Staffing Requests (Building Superintendent; Social Worker; Junior Facilities Engineer – shared with Non-Profit Housing budget; 2 Landscape & Maintenance Students) Service Partners Contribution: City of Barrie $2.8M (decrease $6.3M) City of Orillia $580K (decrease $1.3M) Page 419 of529
2020 Draft Budget Overview November 07, 2019 25 Simcoe County Housing Corporation
Questions ? Page 420 of529
2020 Draft Budget Overview November 07, 2019 26 Social Housing - Non-Profit Page 421 of529
2020 Draft Budget Overview November 07, 2019 27 Social Housing - Non-Profit
2020 Key Initiatives/Focus 10-Year Affordable Housing and Homelessness Prevention Strategy Refresh: Continuation of County of Simcoe Rent Subsidy and Secondary Suite Programs Performance measurement and related reporting Continued municipal sector engagement Innovative approaches Social Housing system management and sustainability efforts Community Housing Renewal Strategy Page 422 of529
2020 Draft Budget Overview November 07, 2019 28 Social Housing - Non-Profit
2020 Key Initiatives/Focus Investment in Affordable Housing - Year 6: Secondary Suites/Ontario Renovates Homeownership Rent supplements Ontario Priorities Housing Initiative - Years 1 and 2: Secondary Suites/Ontario Renovates Rental Development - Tay Social Housing repairs Canada Ontario Community Housing Initiative: Social Housing repairs - Indigenous units Page 423 of529
2020 Draft Budget Overview November 07, 2019 29 Social Housing - Non-Profit
2020 Budget Highlights (Page 206) Ontario Priorities Housing Initiative - $5.5M (100% funded) Investments in Affordable Housing Extension & Social Infrastructure Fund - $1.6M (100% funded) 0.5 Staffing requests: Junior Facilities Engineer (50/50 with SCHC) Maintain and support Social Housing - Non-Profit Delivery: Ongoing subsidies and funding for capital repairs $2.63M - 2020 Provider Loans Service Partners contribution: City of Barrie $4.8M (increase $57K) City of Orillia $991K (increase $25K) Page 424 of529
2020 Draft Budget Overview November 07, 2019 30 Social Housing - Non-Profit
Questions ? Page 425 of529
2020 Draft Budget Overview November 07, 2019 31 2020 Draft Budget Page 426 of529 Health & Emergency Services
Paramedic Services
Emergency Management
Long-Term Care and Seniors Services Page 427 of529
2020 Draft Budget Overview November 07, 2019 2 DEPARTMENT OVERVIEWS Page 428 of529
2020 Draft Budget Overview November 07, 2019 3 Health & Emergency Services
Paramedic Services
Primary & Advanced Care Paramedics Mandated Response Time Targets 400 Paramedics 16 Land Ambulance Stations throughout the County + 7 posts Strategic Facility Plan
Community Paramedicine 911 Referrals Home Visit Program Health & Frequent User Program Emergency Focus Areas: Services Clinical Research Mental Health Resiliency
Page 429 of529 PAD Program (17 Saves)
2020 Draft Budget Overview November 07, 2019 4 Health & Emergency Services
Emergency Management (EM)
9-1-1 System Administration
EM Stakeholder Support:
Training Centre
Public Education
Regional – EM Planning
Simcoe Muskoka Opioid Strategy
Community Safety and Well-being Planning
IT Incident Response Plan Page 430 of529
2020 Draft Budget Overview November 07, 2019 5 Health & Emergency Services
Long-Term Care and Seniors Services Long-Term Care 544 Beds – NPC / Nutrition / Social & Recreation / Mobility Respite (7) ~ Memory Care Units (4) ~ Peritoneal Dialysis (2) Convalescent Care (5) Regional Programs: LTC Behavioural Support Services LTC/Community Telemedicine (OTN) Community Mobility Clinics Seniors Services Housing Life Lease, AFH, Retirement, Supportive Housing, Market Rentals Community Services
Page 431 of529 ADP (2 Sites), MOW (2 Sites), Home Care
2020 Draft Budget Overview November 07, 2019 6 2019 ACCOMPLISHMENTS Page 432 of529
2020 Draft Budget Overview November 07, 2019 7 Health & Emergency Services
2019 Accomplishments Paramedic Services Stations Enhanced Performance Bradford 12 hr Ambulance Tottenham RRU, Redeploy 24 hr Ambulance - Beeton Community Paramedicine Home Visit Expand - North Simcoe 911 Referrals *4,600 - 60% New Services & 30% 911 Reduction Mental Health Resiliency Programming Quality Care Program - 5 Fire Services Training, Quality Assurance & Medical Oversite) Page 433 of529
2020 Draft Budget Overview November 07, 2019 8 Paramedic Referral Impact Page 434 of529
2020 Draft Budget Overview November 07, 2019 9 Health & Emergency Services
2019 Accomplishments
Emergency Management
Simcoe Muskoka Opioid Plan Overdose Outbreak Plan Hospital Reporting Trial Public Education & Information – www.preventod.ca
Annual Exercise - Cyber Attack & Hydro Loss Community Safety & Well-Being Planning Expansion Continuity of Operations Plan (COOP) LTC Emergency Response Plan Development Example - Code Yellow Response Page 435 of529
2020 Draft Budget Overview November 07, 2019 10 Health & Emergency Services
2019 Accomplishments
Long-Term Care Coaching Program R & R Plan - Official Launch 3 New Beds - Georgian Manor Bus Fundraising Campaign
Senior Services 7 day/week Programs Georgian Village Elmvale ADP / Bathing Program HES Centre Opening (Elmvale) Page 436 of529
2020 Draft Budget Overview November 07, 2019 11 Health & Emergency Services
2019 Accomplishments
Age-Friendly - Positive Aging Strategy
Year 1 - Report Card
Year 2 - AFC Housing Grant
New Municipal Grant Program
Business Recognition Program Page 437 of529
2020 Draft Budget Overview November 07, 2019 12 2020 KEY INITIATIVES / FOCUS & BUDGET HIGHLIGHTS BY DEPARTMENT Page 438 of529
2020 Draft Budget Overview November 07, 2019 13 Paramedic Services
Paramedic Services (page 63) Page 439 of529
2020 Draft Budget Overview November 07, 2019 14 Paramedic Services
2020 Key Initiative/Focus Continue System Integration to ↓ Low Acuity 911 Calls
Community Paramedicine Expansion Home Visit & Frequent Caller Programs
Investigate Alternate Care Models (Ambulance Act revision) Alternate Destination Treat & Refer / Treat & Release Diversion at Dispatch
Dispatch Modernization Electronic Platform Upgrade – Data Transmission Provincial MPDS Implementation
Quality Care Program Expansion Page 440 of529
2020 Draft Budget Overview November 07, 2019 15 Paramedic Services
2020 Budget Highlights: (Page 120) Operating Subsidy based on Ministry of Health Formula ↑ Costs Associated with ↑ Call Volume 7.1 FTE’s staffing Paramedics / Logistics Technicians (2000 Hour Efficiency)
Capital Barrie-Simcoe, Snow Valley, Central East Barrie & Wasaga Beach 3 Ambulances & 7 Replacement Vehicles
Service Partners: (Operating and Capital) City of Barrie $8.6M (↓ $3.6M) City of Orillia $1.8M (↓ $708K) Page 441 of529
2020 Draft Budget Overview November 07, 2019 16 Paramedic Services Call Demand Requirements Page 442 of529
2020 Draft Budget Overview November 07, 2019 17 Paramedic Services
2020 Proposed Additional Resource Allocation Page 443 of529
2020 Draft Budget Overview November 07, 2019 18 Paramedic Services Comparative Operating Cost per Weighted Vehicle In-Service Hour (2018) - MBNC
Municipality Cost
Median of Municipal Results 221 Average of Municipal Results 219
Simcoe County 193 Durham Region 222 Halton Region 219 City of Hamilton 221 City of London 226 Niagara Region 192 City of Ottawa n/a City of Thunder Bay 202 City of Toronto 256 City of Waterloo 209 City of Windsor 196 Sudbury (Greater) 226 York 243 Page 444 of529 Source – Municipal Benchmarking Network Canada, 2018 Data
2020 Draft Budget Overview November 07, 2019 19 Paramedic Services
Paramedic Net Paramedic Cost Police Fire
$140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0
Municipal Cost County and Cities $000's
2010 2011 2012 2013 2014 2015 2016 2017 2018
Paramedic 29,563 32,322 32,892 34,990 36,749 39,891 40,900 44,723 45,339 Net Paramedic Cost 12,538 14,921 15,126 15,931 16,735 19,235 18,757 20,827 20,142
Police 93,136 102,266 104,910 106,112 111,765 115,158 119,343 123,754 126,768
Fire 44,588 47,697 53,473 54,407 58,277 62,837 64,416 65,604 70,176
Page 445 of529 Source – Police & Fire, Province of Ontario 2018 FIR Data (2017 Data for Midland, Penetanguishene and Essa)
2020 Draft Budget Overview November 07, 2019 20 Paramedic Services
Questions ? Page 446 of529
2020 Draft Budget Overview November 07, 2019 21 Emergency Management Page 447 of529
2020 Draft Budget Overview November 07, 2019 22 Emergency Management
2020 Initiatives/Focus
Finalize & Adopt Community Safety & Well-Being Plans Refresh Hazard Identification & Risk Assessment Plan Update 9-1-1 Training Manual Disaster Master Day Camp Page 448 of529
2020 Draft Budget Overview November 07, 2019 23 Emergency Management
2020 Budget Highlights (Page 142)
Net Municipal Impact $451K
Operating Budget Community Safety & Wellbeing Report City of Barrie CBRNE Program Cost Share $25K Reserve Transfer $10K Page 449 of529
2020 Draft Budget Overview November 07, 2019 24 Emergency Management
Questions ? Page 450 of529
2020 Draft Budget Overview November 07, 2019 25 Long-Term Care and Seniors Services Page 451 of529
2020 Draft Budget Overview November 07, 2019 26 Long-Term Care and Seniors Services
2020 Key Initiatives/Focus
Recruitment & Retention Plan LTC – Inventory Management Fundraising Program – LTC Buses Simcoe Manor Redevelopment Page 452 of529
2020 Draft Budget Overview November 07, 2019 27 Long-Term Care and Seniors Services
2020 Budget Highlights - LTC (Page 148)
Operating Budget ↓ Ministry Subsidy & Transfers to Reserve ↑ 0.2 FTE Laundry - Georgian Manor Recruitment & Retention (Schedules & Marketing) ↑ Social Work Support
Capital Budget Facility Maintenance - Buildings & Equipment Simcoe Village Redevelopment
Service Partners: (Operating & Capital) City of Barrie $1.5M ( ↑ $443K) City of Orillia $1.5M ( ↑ $350K) Page 453 of529
2020 Draft Budget Overview November 07, 2019 28 Long-Term Care and Seniors Services
2020 Budget Highlights - Community Programs (Page 148)
Gross Operating Expenditures $9.4M
Operating Budget Increased Subsidies / Occupancy Fees Utility Cost Reduction 0.2 FTE Summer Student – Georgian Village Grounds Maintenance
Capital Budget Facility Maintenance - Buildings & Equipment Page 454 of529
2020 Draft Budget Overview November 07, 2019 29 Comparative Long-Term Care Municipal Contributions
Approximate Budget Levy $ per day per resident
2019 Budget 2020 Budget Levy 2020 Budget 2019 Budget # of Beds Levy $ per day $ per day per Levy $* County of Simcoe Levy $* per resident resident
Georgian Manor 146 14.04 737,947 13.17 703,805 Simcoe Manor 126 21.87 1,005,949 20.08 925,998 Sunset Manor 150 15.10 826,975 15.86 870,746 Trillium Manor 122 22.39 996,872 26.48 1,182,553 County of Simcoe 544 18.03 3,567,743 18.50 3,683,102
* - Net of transfers from reserves Approximate Budget Levy $ per day per resident 2019 2019 Approximate Approximate Region (# of Homes) # of Beds Budget Levy Budget $ per day per resident * Levy $**
Halton Region (3) 572 74.70 17,620,000 City of Toronto (10) 2,641 49.65 47,859,700 Durham Region (4) 847 112.70 34,843,000 York Region (2) 232 164.37 13,919,000
Page 455 of529 Peel Region (5) 703 142.96 36,684,000
** - Source – Municipal Websites – 2019 Budgets – based on information available in order to determine comparative figures 2020 Draft Budget Overview November 07, 2019 30 Comparative Long-Term Care Municipal Contributions
Approximate Budget Levy $ per day per resident 2019 Approximate 2019 2020 # of Municipality (# of Homes) Budget Levy $ Approximate Approximate Beds per day per resident * Budget Levy $ * Budget Levy $
Simcoe County (4) 544 18.03 3,663,102 18.50
Essex County (1) 206 128.78 9,682,890
Bruce County (1) 244 65.46 5,830,000
District of Muskoka (1) 160 21.80 1,273,409
Northumberland County (1) 151 58.72 3,236,380
Wellington County (1) 176 96.83 6,220,100
Grey County (3) 316 44.42 5,122,884
Dufferin County (1) 160 31.93 1,865,000
Oxford County (1) 228 100.74 8,383,936 Page 456 of529 * - Source – Municipal Websites – 2019 Budgets – based on information available in order to determine comparative figures
2020 Draft Budget Overview November 07, 2019 31 Comparative Long-Term Care Municipal Contributions – Municipal Benchmarking Network Canada
Long-Term Care Operating Cost per Long-Term Care Facility Bed Day
2017 Operating Cost per Day per Bed Municipality (# of Homes) # of Beds $*
Median 248
Simcoe County 541 225
Durham Region 847 314
Halton Region 572 261
Hamilton 430 262
London 243 240
Niagara Region 931 221
Thunder Bay 150 240
Toronto 2,641 222
Waterloo Region 238 271
Windsor 224 271
York Region 232 289 Page 457 of529 * - Source – Municipal Benchmarking Network Canada
2020 Draft Budget Overview November 07, 2019 32 Long-Term Care & Seniors Services
Questions ? Page 458 of529
2020 Draft Budget Overview November 07, 2019 33 2020 Draft Budget Page 459 of529 Engineering, Planning and Environment Division
Transportation and Engineering Solid Waste Management Planning and Economic Development Transit Forestry Airport….coming soon Page 460 of529
2020 Draft Budget Overview November 07, 2019 2 DEPARTMENT OVERVIEWS Page 461 of529
2020 Draft Budget Overview November 07, 2019 3 Engineering, Planning and Environment Division
Transportation & Engineering Roads Construction Rehabilitation and Maintenance Development Engineering Review Right-of-Way Maintenance Traffic Control and Illumination Solid Waste Management Solid Waste Planning Curbside Collections Facilities Management Planning & Economic Development Land Use development approvals Policy development Master planning Long range planning Economic Development Strategy and Programs Page 462 of529
2020 Draft Budget Overview November 07, 2019 4 Engineering, Planning and Environment Division
Forestry Forest management Strategic Land Acquisition Recreational Use Agreements Transit Development and operation of planned inter-municipal routes Accessible transit servicing and scheduling Airport Coming in 2020 (budget shown in General Municipal) Operation and maintenance of Lake Simcoe Regional Airport Implementation of Strategic Plan Page 463 of529
2020 Draft Budget Overview November 07, 2019 5 2019 ACCOMPLISHMENTS Page 464 of529
2020 Draft Budget Overview November 07, 2019 6 Engineering, Planning and Environment Division
2019 Accomplishments Transportation and Engineering Reconstruction/Rehabilitation of 58km of roads, 1 intersection, 2 structures Continued upgrades of roads maintenance management system - automate payroll process, electronic road patrol system Completion of CR 90 reconstruction
Solid Waste Management Provincial approval of County Official Plan Amendment for Environmental Resource Recovery Centre Achieved 60% (unaudited Resource Productivity and Recovery Authority results for 2018) residential waste diversion - Achieved 6th in the Province at 59.6% in 2017 Developed and implemented new user friendly app “Simcoe County Collects” - 20,000 downloads as of October 2019 Page 465 of529
2020 Draft Budget Overview November 07, 2019 7 Engineering, Planning and Environment Division 2019 Accomplishments Forestry Projected timber sales totaling an estimated $ 2.0M+ 176,000 trees planted Museum Tract Forest & Habitat Restoration Project complete Red Pine House forestry education centre opened 50.4 hectares (125 acres) acquired Planning, Economic Development Approved local OP’s in Innisfil, Penetanguishene and New Tecumseth Completed Archeological Management Plan Made in Simcoe campaign, Agricultural Business Retention & Exp’n Investment attraction collaborations - EDCO alliance, Ontario Food Cluster, SOAN, Ontario Manufacturing Communities Alliance Page 466 of529
2020 Draft Budget Overview November 07, 2019 8 Engineering, Planning and Environment Division 2019 Accomplishments Transit Established two new conventional bus routes in August, 2019 Route 4: Wasaga Beach - Stayner - Angus -Barrie Route 3: Orillia - Oro Medonte - Barrie Hired Transit Operations Supervisor Assumption of the existing Collingwood - Wasaga Beach inter- municipal service Ridership continues to grow, with more than 15,700 riders per month as of September 2019 Airport Completion of Strategic Plan, Master Servicing Plan and Economic Impact Analysis Preparation for assumption of majority ownership January 1, 2020: Page 467 of529 finance, legal, IT, ERP, HR, operations, branding and marketing
2020 Draft Budget Overview November 07, 2019 9 2020 KEY INITIATIVES / FOCUS & BUDGET HIGHLIGHTS BY DEPARTMENT Page 468 of529
2020 Draft Budget Overview November 07, 2019 10 Transportation & Engineering
Vigo Bridge – Flos Rd 4 Intersection CR 21 & CR 4
County Road 90 Page 469 of529
2020 Draft Budget Overview November 07, 2019 11 Transportation & Engineering
2020 Key Initiatives/Focus Construction and Maintenance Continue to advance road construction and rehabilitation projects from Transportation Master Plan, Asset Management Plan and Development Charges study Roads capital program shift of focus from CR90 to CR21 and CR4 Roads maintenance initiative to revise our winter road patrol schedules and procedures to improve workforce retention Page 470 of529
2020 Draft Budget Overview November 07, 2019 12 Transportation & Engineering
2020 Budget Highlights: (page 216) Construction Net department increase (operating and capital) of $2.5M Operating budget decrease of $753K due to the Holland Marsh project payments being complete in 2019 and an increase in Ontario Community Infrastructure Funding of $129K Net Capital increase of $3.2M reflecting overall increase of $12.5M in capital construction costs which are being offset by a one-time receipt of $8.8M in Federal Gas Tax funding Page 471 of529
2020 Draft Budget Overview November 07, 2019 13 Transportation & Engineering
2020 Capital Program: (page 219-220) Construction Capital projects total $50.8M Continuation of multi-year road reconstruction projects 48.5 kilometers of road to be rehabilitated Reconstruction along CR21 will continue County Road 93 construction will continue which includes off road trails Page 472 of529
2020 Draft Budget Overview November 07, 2019 14 Transportation & Engineering
2020 Budget Highlights (page 262) Maintenance Net department decrease of $2.6M Operating budget increase of $203K driven primarily by salaries and benefits increases Capital budget of $2.9M includes fleet replacements and new replacement of the storage shed at Midhurst 1 FTE (2 Seasonal Staff) have been added which is offset by a reduction of 1 FTE (Roads Foreman) Replacement of equipment shed at Midhurst garage Page 473 of529
2020 Draft Budget Overview November 07, 2019 15 Transportation & Engineering
Questions ? Page 474 of529
2020 Draft Budget Overview November 07, 2019 16 Solid Waste Management Page 475 of529
2020 Draft Budget Overview November 07, 2019 17 Solid Waste Management
Key 2020 Initiatives/Focus Continued Development of Environmental Resource Recovery Centre Participate with Association of Municipalities Ontario and Province on major changes to Waste Management Legislation: Industry Funding Organization changes for Blue Box Recycling, Tires, Waste Electronics and Electrical Equipment, and Municipal Household Special Waste Commence review of Public Drop-Off Facilities Planning for new Curbside Waste Collection Contract Page 476 of529
2020 Draft Budget Overview November 07, 2019 18 Solid Waste Management
2020 Budget Highlights (page 280) Net department increase of $3.2M Operating Revenue decrease of $1.2M due to a decrease in global recycling revenue markets Operating Expenses increase of $1.8M due to combination of overall unit growth (servicing costs), and contractual increases for recyclables collection, transfer, haulage, and processing Net staff increase 1.0 FTE - two 0.3 FTE Equipment Operators for increased volume of materials (converting these two positions into full time positions); one 0.4 FTE student Capital Capital budget impact is increasing ($237K) due to the planned closure of Site 12 (Sunnidale) Page 477 of529
2020 Draft Budget Overview November 07, 2019 19 Solid Waste Management
Questions ? Page 478 of529
2020 Draft Budget Overview November 07, 2019 20 Forestry Page 479 of529
2020 Draft Budget Overview November 07, 2019 21 Forestry
2020 Key Initiatives/Focus Substantial completion of Forest & Habitat Restoration Project (Kirtland’s Warbler – Museum Tract) Initiation of second Forest & Habitat Restoration Project (Packard Tract) Forestry operations / infrastructure enhancements Continued strategic land acquisitions Continued trail enhancements through partnerships Page 480 of529
2020 Draft Budget Overview November 07, 2019 22 Forestry
2020 Budget Highlights (pages 304) Operating Net department increase of $94K Revenues are projected to be $1.75M ($1.67M from timber sales) Net operating balance requirement increase of $94K Capital Capital of $45K for pick-up truck replacement funded in total through the Forestry Reserve Page 481 of529
2020 Draft Budget Overview November 07, 2019 23 Forestry
Questions ? Page 482 of529
2020 Draft Budget Overview November 07, 2019 24 Planning, Economic Development and Transit Page 483 of529
2020 Draft Budget Overview November 07, 2019 25 Planning, Economic Development & Transit
2020 Initiatives/Focus – Planning and Economic Development Municipal Comprehensive Review Local Official Plan conformity approvals Implementation of the Archaeological Management Plan County Familiarization Tours with government officials, site selectors Foreign Investment Attraction engagement Business coordinated labour market attraction initiatives Skilled Trades Expo with School Boards Page 484 of529
2020 Draft Budget Overview November 07, 2019 26 Planning, Economic Development & Transit
2020 Initiatives/Focus – Transit Implementation of remaining routes in implementation plan: Midland - Tay - Severn - Orillia Alliston - Beeton - Bradford Conventional and specialized transit will be implemented Page 485 of529
2020 Draft Budget Overview November 07, 2019 27 Planning and Economic Development
2020 Budget highlights (page 312) Planning & Economic Development Net department requirement of $5M (a $127K increase) Transfer from reserve to increase by $319K to cover Municipal Comprehensive Review, Transportation Master Plan Update and Japan trade mission Administration costs to increase by $402K driven by studies for Municipal Comprehensive Review No capital projects Page 486 of529
2020 Draft Budget Overview November 07, 2019 28 Transit
2020 Budget highlights (page 316) Transit Net department requirement of $6M Total operating revenues of $1.4M include Provincial Gas Tax funding of $898K and anticipated fare revenue of $493K Operating expenses of $4.6M made up of salaries, administration and service contracts Salary and benefit increase as a result of an addition of 1 FTE Student $1.6M increase to cost of service delivery made up of fuel and service contract costs for new routes Net capital requirement of $2.8M for the acquisition of 8 conventional and 2 specialized buses Page 487 of529
2020 Draft Budget Overview November 07, 2019 29 Lake Simcoe Regional Airport
2020 Budget highlights (page 112) Airport Located in General Municipal Services budget Operating expenses of $752K - based on historical costs Detailed budgeting to be presented in 2021 budget cycle In 2020, implementation of Strategic Plan to commence as endorsed by County Council with preliminary design of runway extension Page 488 of529
2020 Draft Budget Overview November 07, 2019 30 Planning, Economic Development, Transit and Airport
Questions ? Page 489 of529
2020 Draft Budget Overview November 07, 2019 31 2020 Draft Budget Page 490 of529 Corporate Performance
Finance Human Resources Information Technology Legal Services Procurement, Fleet & Property Page 491 of529
2020 Draft Budget Overview November 07, 2019 2 DEPARTMENT OVERVIEWS Page 492 of529
2020 Draft Budget Overview November 07, 2019 3 Dept. Overview: Finance
Tax Policy and Assessment Roll Audit
In collaboration with member municipalities
Treasury Functions
Budgeting & Planning
Asset Management Planning
Internal and Statutory Financial and Statistical Reporting
Audit and Risk management
Analytics and Performance Management Page 493 of529
2020 Draft Budget Overview November 07, 2019 4 Dept. Overview: HR
Employee & Labour Relations Recruitment and Talent Management Collective Agreements, Grievances and Arbitrations Health, Safety and Wellness including Leave Management and Return to Work (STD, LTD, WSIB) Compensation & Benefits Total compensation (Salary and Benefits Administration) Payroll and Pension HRIS (Human Resources Information Systems) Organizational Learning and Development Leadership development, Competencies, Performance Management, LEAN Page 494 of529
2020 Draft Budget Overview November 07, 2019 5 Dept. Overview: IT
Technical Infrastructure Laptops / workstations / mobile devices Network connections to 123 County / library / municipal locations Servers & devices (applications, communications, security, storage) Service Delivery Help Desk receives over 10,000 service requests / year Approximately 25 projects each year Technical support to 18 County Library Co-operative locations Provide IT training for County and municipal partners
Business Applications Core Enterprise Resource Planning system (ERP) is SAP Web Services and Document Management system (SharePoint) Geographical Information Systems (GIS)
Page 495 of529 Specialized applications (Social Services, LTC, Paramedics, etc.)
2020 Draft Budget Overview November 07, 2019 6 Dept. Overview: Legal Services
General legal advice and opinions
Real estate law
Litigation
Social housing legal matters and program support
Contract review, drafting and negotiation Page 496 of529
2020 Draft Budget Overview November 07, 2019 7 Dept. Overview: PF&P
Procurement and Sustainable Operations
Fleet & Asset Management
Maintenance & Facility Services
Real Estate and Lease Administration
Property Development Coordination Page 497 of529
2020 Draft Budget Overview November 07, 2019 8 2019 ACCOMPLISHMENTS Page 498 of529
2020 Draft Budget Overview November 07, 2019 9 2019: Finance
Streamlined cash management processes
Established processes and financial structure for new functional areas
Improved financial & budgeting system alignment & configuration
Implemented functional improvements within core SAP system and associated processes
Successfully met all reporting deadlines related to increased provincial requirements Page 499 of529
2020 Draft Budget Overview November 07, 2019 10 2019: Human Resources
Efficiencies and Automation:
Further ESS/MSS development
Online incident/accident reporting and disability tracking
Updated and enhanced the job applicant system
Implemented electronic performance management system
Health, Safety and Wellness Year 1: ‘The Working Mind’ program for leaders and Wellness fair
Negotiated 3 collective agreements SEIU and ONA, OPSEU
Launched leadership programs to support competencies
LEAN Year 1: Online Orientation to LEAN, Encouraging documentation of improvement ideas
Reviewed and renewed HR planning, Onboarding, Recognition, and
Page 500 of529 Non-union compensation processes
2020 Draft Budget Overview November 07, 2019 11 2019: Information Technology
Enhancements to tablet based work order system for Transportation (Payroll integration and KPI reporting)
Improved internal security processes and technologies
Implemented new backup technology platform
Deployed procurement enhancements in SAP
Rolled out Homeless Individuals and Families Information System (HIFIS) to partner agencies
Configured bar code scanning for inventory at all paramedic bases
Acquired and implement Digital Preservation System for
Page 501 of529 Archives
2020 Draft Budget Overview November 07, 2019 12 2019: Legal Services
80+ active litigation / LPAT matters
Completed 200+ real estate / financing transactions
Oversaw transition to new LPAT rules
Successfully negotiated the LSRA share purchase
Focus on in-house legal education, precedent legal documents and paramedic training video Page 502 of529
2020 Draft Budget Overview November 07, 2019 13 2019: Procurement, Fleet & Property
Updated Corporate Conservation Energy Mgmt. Plan
Organized & ran Simcoe Connections 2019, the sold out GBAPPC public procurement vendor information day
Expanded in-house fleet repair realizing $200K add’l savings
Upgraded Fuel Mgmt. System card readers at five locations
Maintenance and Facilities: optimization at Midhurst properties & large move ins including OW, PS & SS
Real Estate: continued significant acquisition volume for roads plus 2 PS stations & 1 PS post and strategic requests
Property Development Coordination/Construction for Barrie Simcoe Emergency Services Campus, Collingwood &
Page 503 of529 Elmvale Stations, Creemore Garage and other plans
2020 Draft Budget Overview November 07, 2019 14 2020 KEY INITIATIVES / FOCUS Page 504 of529
2020 Draft Budget Overview November 07, 2019 15 2020: Finance
Asset Management Plan updates
Continuous improvement of Long Term Financial Plan(LTFP) and Budget processes
Management reporting enhancements
Review & improvement of internal controls in various areas
Budgeting systems (SharePoint and Prophix) - continuous improvements
SAP Processes for new developments Page 505 of529
2020 Draft Budget Overview November 07, 2019 16 2020: Human Resources
New leadership development programs: Crucial conversations, Leadership for Aspiring/Emerging Leaders
Implementation of new staff and leader Onboarding plan
LEAN Year 2: New roadmap
HR Analytics / Metrics
Health, Safety and Wellness Year 2: continue roll out of ‘the Working mind’ all staff to support psychological health, wellness inititatives
Efficiencies (bring STD in-house, dependants online, electronic data transfer with Sun Life, payroll authorizations)
4 collective agreements to be negotiated ( CUPE, SEIU Page 506 of529 Roads, SEIU RN and SEIU Service )
2020 Draft Budget Overview November 07, 2019 17 2020: IT & Legal Services
Information Technology
IT Security Updates/Enhancements Digital Transformation platform rollout(Information Management) LTC timeclock payroll integration Tablet based work orders for LTC
Legal Services
Infrastructure & transition support Legal learning seminars & videos Streamlining and standardizing contracting processes Page 507 of529
2020 Draft Budget Overview November 07, 2019 18 2020: Procurement, Fleet & Property
E bidding Phase 3 - Electronic Bid Evaluations
Partners for Climate Change (PCP) Milestone 1 - Corporate Carbon Footprint Inventory
New CNG fuel dispensing unit at Orr Lake garage
Move into Barrie Emergency Services Campus
Move into new Creemore TM garage
Support Airport operations coming online
Move into new Midland OW office
Paramedic facility plan - Land search ongoing Page 508 of529
2020 Draft Budget Overview November 07, 2019 19 2020 BUDGET HIGHLIGHTS Page 509 of529
2020 Draft Budget Overview November 07, 2019 20 2020 Budget Highlights (page 92-93)
Finance Standard salary and benefits increases
Human Resources Includes new initiatives: Programs to streamline business processes through LEAN management principles Employee health, safety and wellness programs Page 510 of529
2020 Draft Budget Overview November 07, 2019 21 2020 Budget Highlights (page 92-93)
Information Technology Request for Database Application Specialist to meet increased demand for service support which is offset by lower Consulting costs Increased Software and Support contracts: new applications, web hosted solutions, increased number of users Lower Computer Equipment Support costs due to more efficient purchasing and replacement schedules Page 511 of 529
2020 Draft Budget Overview November 07, 2019 22 2020 Budget Highlights (page 92-93)
Legal Services Improved accuracy in budgeting and forecasting as a result of 3 years worth of data
Procurement, Fleet & Property Request for Fleet Supervisor offset by In-House Fleet Repair project savings LEAN efficiency project - Transfer of 2.5 Maintenance Workers from Museum, request for .5 Maintenance Worker Small increases for security cameras and grounds maintenance at new location Page 512 of529
2020 Draft Budget Overview November 07, 2019 23 2020 Budget Highlights (page 98)
Capital
Finance Asset Management Software HR Employee/Manager Self Service to further improve system functionality IT infrastructure improvements – Security enhancements, servers, and wireless upgrades Continuation of building envelope and HVAC upgrades for older portion of Admin Center Pilot of first electric vehicle to support improved field supervision of fleet operations, increased efficiencies and evaluation of the application of this technology Page 513 of529
2020 Draft Budget Overview November 07, 2019 24 Corporate Performance
Questions ? Page 514 of529
2020 Draft Budget Overview November 07, 2019 25 General Municipal Page 515 of529
2020 Draft Budget Overview November 07, 2019 26 2020 Budget Highlights (page 112)
County Levy includes property tax changes related to: Property/asset additions estimated at $2.5M Proposed 2% property tax increase of $3.4M Growth related Supplementary Taxes estimated at $3.8M Administrative costs are expected to increase due to higher projected MPAC costs Cost of Service Delivery adjustments: Higher Simcoe Muskoka District Health Unit (SMDHU) costs due to provincial cost share changes LSRA share purchase and increased share of operating costs YMCA Youth Haven contribution Increased principal and interest payments Completion of 400 Hwy & 5th Line Interchange & SWIFT Page 516 of529 commitment
2020 Draft Budget Overview November 07, 2019 27 General Municipal
Questions ? Page 517 of529
2020 Draft Budget Overview November 07, 2019 28 2020 Draft Budget Consolidated Financial Summary Page 518 of529 Levy Budget
2020 Levy Budget Component ($000's) 2019 Levy Budget 166,555 2019 Property Asset/Additions Adjustment 1,591 2019 Levy adjusted for 2019 assets/additions 168,147 2020 Property Asset/Additions Estimate 2,522 2020 Property Tax Increase 3,413 2020 Annual Levy Base 174,082 2020 Supplementary Taxes 3,752 2020 Heads & Beds and Linear Acreage 119 2020 County Levy Budget 177,953
Residential impact of 2.0% Property Tax Rate Increase: $5.58 per $100,000 of assessment Page 519 of529
2020 Draft Budget Overview November 07, 2019 2 Operating Budget -Revenues (Page 18)
2020 vs. 2019 budget: ($464M - $454M) = $10M
Breakdown Of Operating Revenue Variance: Subsidies $ 5.2M Service partners $ 2.6M Levy (Asset/Additions and tax rate increase) $ 8.3M User Fees $ 2.5M Miscellaneous Income $ 0.3M Transfer from Reserve $ 1.5M Page 520 of529
2020 Draft Budget Overview November 07, 2019 3 Operating Budget -Expenses (Page 25)
2020 vs. 2019 budget: ($439.5M - $428.7M) = $10.8M
Breakdown Of Operating Expense Variance: Client Benefit payments $ 2.8M Salaries, Wages & Benefits (page 50) $ 4.9M 2019 Staffing Council approved FTE’s $0.2M Compensation and benefit adjustments $4.1M 2020 Staffing requests $0.6M Facilities $0.6M Cost of Service Delivery $8.1M Transfer to Reserve $0.1M Page 521 of529
2020 Draft Budget Overview November 07, 2019 4 Capital Budget (Page 27)
2020 Capital Financing ($000's)
Capital Expenditures 90,919
Revenue: Gas Tax 13,961 Subsidies 5,488 Other Funding 211 Service Partners 3,976 Reserves 30,492 Total Capital Revenues 54,129
Operating Balance available for Capital 24,444
2020 Capital Financing Requirement 12,346 Page 522 of529
2020 Draft Budget Overview November 07, 2019 5 2020 Reserves (Page 30– 33)
Forestry - $6.7M Homes Contingency - $1.1M General Contingency - $8.4M Social Services - $6.9M Roads Contingency - $12.8M Paramedic Services - $0.9M Social Housing - $28.2M Waste Management Contingency - $19.8M Economic Development and Planning - $3M Reserve balance increases to $100.4M DC balance increases to ($95.6M) Page 523 of529
2020 Draft Budget Overview November 07, 2019 6 Debt financing (Page 28)
No short term debt Added Paramedic Station debenture - $27.3M Debt payments in 2020 are $7.1M Estimated 2020 external year end debt balance of $36.9M which is less than the 2019 forecasted amount Unfinanced DC’S increase by $13.3M to $97M Unfinanced capital increases by $12.3M to $115M Estimated debt balance is $248.9M ($212M is internally financed) For illustrative purposes, borrowing to the limit at 5% interest over 20 years would provide an additional $558M in debt Page 524 of529
2020 Draft Budget Overview November 07, 2019 7 Budget Snapshot & Summary Page 525 of529
2020 Draft Budget Overview November 07, 2019 8 Budget Snapshot – Total County
County of Simcoe 2020B vs 2019F 2020B vs 2019B 2019 2019 2020 Comparison ($M) Change Change Budget Forecast Budget $ % $ % Operating Revenues 454.0 476.5 464.0 (12.6) (2.6) 10.0 2.2 Operating Expenses 428.7 450.8 439.5 (11.3) (2.5) 10.8 2.5 Operatin g Balance 25.3 25.7 24.4 (1.3) (4.9) (0.8) (3.3)
Gross Capital Requirement 119.6 142.3 90.9 (51.4) (28.6) Net Capital Requirement (43.1) (43.1) (36.8) 6.4 6.3
External Debt 33.2 40.6 36.9 (3.7) 3.7 Internal Debt 166.6 188.8 212.0 23.2 45.4 Page 526 of529
2020 Draft Budget Overview November 07, 2019 9 2020 Budget In Summary
Overall, budget is cautiously positive for 2020 given the provincial changes and other challenges – larger challenge likely in 2021/22 when full impact is realized
Able to contain challenges within 2% levy increase and minimize Operating Balance decrease year over year
Operating balance declining slightly to $24.4M
$91M of capital projects planned and financing need delivered through internal financing
External debt held at very low level with slight decrease Page 527 of529
2020 Draft Budget Overview November 07, 2019 10 2020 Draft Budget
Questions ? Page 528 of529
2020 Draft Budget Overview November 07, 2019 11 Page 529 of
2020 Draft Budget Overview November 07, 2019 12