AGENDA
COUNTY OF OXFORD COUNCIL
Meeting #19 Wednesday, November 14, 2018, 9:30 a.m. Council Chamber, Oxford County Administration Building, Woodstock
1. CALL TO ORDER
2. APPROVAL OF AGENDA
3. DISCLOSURES OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
4. ADOPTION OF COUNCIL MINUTES OF PREVIOUS MEETING
4.1 October 24, 2018
5. PUBLIC MEETINGS
6. DELEGATIONS AND PRESENTATIONS
7. CONSIDERATION OF DELEGATIONS AND PRESENTATIONS
8. CONSIDERATION OF CORRESPONDENCE
8.1 Bright Community Group Network Testimonial Letters and Petition October 24, 2018 Re: Wagner Subdivision - Bright, ON
Resolution - That the testimonial letters and petition as referred to during the October 24, 2018 Public Meeting regarding the Application for Draft Plan of Subdivision SB 18-08-1 be received as information and referred for consideration during deliberation on Report No. CP 2018-320.
8.2 Bright Community Group Network October 31, 2018 Re: Wagner Subdivision - Bright, ON
Resolution - That the correspondence from the Bright Community Group Network, dated October 31, 2018, be received as information and referred for consideration during deliberation on Report No. CP 2018-320. Page 2 of 177
8.3 Oxford Invitational Youth Robotics Challenge October 22, 2018 Re: Sponsorship of Oxford Invitational Youth Robotics Challenge
Resolution - That the correspondence from the Oxford Invitational Youth Robotics Challenge, dated October 22, 2018 regarding Oxford County's 2018 sponsorship be received as information. Council looks forward to their delegation at the December 12, 2018 meeting regarding their 2019 grant request.
8.4 Township of Zorra October 2, 2018 Re: Access to Natural Gas
Resolution - That Resolution # 14-10-18 adopted by the Township of Zorra at its meeting of October 2, 2018 be received as information.
8.5 Upper Thames River Conservation Authority November 8, 2018 Re: Upper Thames River Conservation Authority Draft Budget
Resolution - That the 2019 Upper Thames River Conservation Authority Draft Budget, dated November 8, 2018 be received as information and referred to during 2019 Budget deliberations.
9. REPORTS FROM DEPARTMENTS
9.1 COMMUNITY PLANNING
9.1.1 CP 2018-320 - Application for Draft Plan of Subdivision SB 18-08-1 – Ruth Wagner RECOMMENDATION
1. That Oxford County Council grant draft approval to a proposed residential plan of subdivision submitted by Ruth Wagner, consisting of 17 lots for single detached dwellings, serviced by municipal water and private individual septic systems, 1 block for stormwater management purposes, as well as an extension of George Street and Hewitt Street, on lands described as Part Lot 24, Concession 10 (Blenheim), Parts 1 – 5, 41R-8008, in the Township of Blandford-Blenheim, subject to the conditions attached as Schedule “A” to this Report being met prior to final approval.
9.1.2 CP 2018 - 324-Application for Draft Plan of Subdivision SB18-07-3 - Norwich Pines Inc. RECOMMENDATION
1. That Oxford County Council grant approval to a proposed plan of subdivision, File No. SB18-07-3, submitted by Norwich Pines, shown as Plate 3 of Report No. CP2018302, comprised of land described as Part Lot 537, Plan 745 (Norwich), Part of PART 1, Plan 41R-5014, Township of Norwich, subject to the conditions attached as Schedule “A” to this Report being met prior to final approval. Page 3 of 177
9.2 HUMAN RESOURCES
9.2.1 HR 2018-06 - Psychological Health & Safety in the Workplace – Policy & Handbook RECOMMENDATION
1. That the Psychological Health & Safety in the Workplace Policy 7.29 be approved as presented in Attachment No. 1 to Report No. HR 2018-06 entitled “Psychological Health & Safety in the Workplace”, effective November 14, 2018.
9.3 CORPORATE SERVICES
9.3.1 CS 2018-30 - Business Plan and Budget Review – 3rd Quarter RECOMMENDATION
1. That Report No. CS 2018-30 entitled “Business Plan and Budget Review – 3rd Quarter” be received for information.
9.3.2 CS 2018-31 - Reserves Year End Allocations and Policy Review RECOMMENDATIONS
1. That County Council hereby approves amendments to Reserves Policy No. 6.20 as set out on Attachment No. 1, forming part of Report No. CS 2018- 31, and authorizes the Chief Administrative Officer to authorize implementation; 2. And further, that County Council hereby approves reserve year end allocations identified in Attachment No. 2, forming part of Report No. CS 2018-31, to the respective reserve and reserve fund accounts for future use.
9.3.3 CS 2018-32 - 2019 Insurance Program RECOMMENDATION
1. That County Council approves the 2019 Insurance Program proposed by Frank Cowan Company Limited at a base premium rate of $1,048,394 plus applicable taxes.
9.3.4 CS 2018-33 - 2018 Auditor Appointment – Joint Public Health Board RECOMMENDATION
1. That notwithstanding By-law No. 5700-2015, adopted by County Council on May 27, 2015, appointing Christene Scrimgeour, CPA, CA, as the Municipal Auditor for the County of Oxford, for the fiscal years 2015 to 2018 inclusive, Council hereby authorizes the County’s Municipal Auditor to rely on the audited statements prepared by the auditor appointed to the former Elgin St. Thomas Public Health for the purposes of fulfilling the audit services of the new Southwestern Public Health, for the eight month period ending December 31, 2018 for proportionate consolidation with the County’s December 31, 2018 Audited Financial Statements, subject to meeting the conditions contained in the Christene Scrimgeour’s correspondence dated October 29, 2018, attached hereto. Page 4 of 177
10. UNFINISHED BUSINESS
10.1 Pending Items
11. MOTIONS
12. NOTICE OF MOTIONS
13. NEW BUSINESS/ENQUIRIES/COMMENTS
14. CLOSED SESSION (Room 129)
15. CONSIDERATION OF MATTERS ARISING FROM THE CLOSED SESSION
16. BY-LAWS
16.1 BY-LAW NO. 6059-2018 BEING a By-law to confirm all actions and proceedings of the Council of the County of Oxford at the meeting at which this By-law is passed.
17. ADJOURNMENT
17.1 NOTE: A County Council Elect Orientation session will follow Council Page 5 of 177 Page 1 October 24, 2018
OXFORD COUNTY COUNCIL
MINUTES
Meeting #18 October 24, 2018
Council Present Warden David Mayberry Deputy Warden Larry Martin Councillor Trevor Birtch Councillor Ted Comiskey Councillor Margaret Lupton Councillor Don McKay Councillor Stephen Molnar Councillor Deborah Tait Councillor Sandra Talbot Councillor Marion Wearn
Staff Present P.M. Crockett, Chief Administrative Officer P. Beaton, Director of Human Services L. Buchner, Director of Corporate Services C. Fransen, Director of Woodingford Lodge G. Hough, Director of Community Planning D. Simpson, Director of Public Works A. Smith, Director of Human Resources C. J. Senior, Clerk A. Ferrell, Deputy Clerk
1. CALL TO ORDER
Oxford County Council meets in regular session this twenty fourth day of October, 2018, in the Council Chamber, County Administration Building, Woodstock at 7:00 p.m. with Warden Mayberry in the chair.
2. APPROVAL OF AGENDA
RESOLUTION NO. 1 Moved By: Deborah Tait Seconded By: Trevor Birtch
That the agenda be approved.
DISPOSITION: Motion Carried
Page 6 of 177 Page 2 October 24, 2018
3. DISCLOSURES OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF NIL
4. ADOPTION OF COUNCIL MINUTES OF PREVIOUS MEETING
4.1 Minutes of October 10, 2018
RESOLUTION NO. 2:
Moved By: Trevor Birtch Seconded By: Deborah Tait
That the Council minutes of October 10, 2018 be adopted.
DISPOSITION: Motion Carried
5. PUBLIC MEETINGS
RESOLUTION NO. 3:
Moved By: Sandra Talbot Seconded By: Margaret Lupton
That Council rise and go into a public meeting pursuant to the Planning Act to consider a Draft Plan of Subdivision for Application No. SB-18-07-3 and that the Warden chair the public meeting.
DISPOSITION: Motion Carried (7:02 p.m.)
5.1 Application for Draft Plan of Subdivision Norwich Pines - SB 18-07-3 To facilitate the development of 16 lots for semi-detached dwellings. Subject lands are described as Part Lot 537, Judge’s Plan 745 (Norwich), Part of PART 1, Plan 41R‑5014, Township of Norwich, located on the east side of Poldon Drive, in the Village of Norwich
The Chair asks G. Hough, Director of Community Planning, to come forward to present the application. G. Hough summarizes Application File No. SB 18-07-3 as contained in Report No. CP 2018-302.
The Chair opens the meeting to questions from members of Council. There are none.
The Chair asks if the applicant and/or agent wishes to speak.
Speaking from the gallery, a representative indicates that they are in agreement.
Page 7 of 177 Page 3 October 24, 2018 RESOLUTION NO. 4: Moved By: Ted Comiskey Seconded By: Margaret Lupton
That Council adjourn the public meeting and reconvene as Oxford County Council with the Warden in the chair.
DISPOSITION: Motion Carried (7:04 p.m.)
CP 2018-302 Re: Application for Draft Plan of Subdivision SB 18-07-3 - Norwich Pines
RESOLUTION NO. 5:
Moved By: Margaret Lupton Seconded By: Ted Comiskey
That the recommendations contained in Report No. CP 2018-302, titled "Application for Draft Plan of Subdivision SB 18-07-3 - Norwich Pines", be adopted.
DISPOSITION: Motion Carried
RESOLUTION NO. 6:
Moved By: Don McKay Seconded By: Marion Wearn
That Council rise and go into a public meeting pursuant to the Planning Act to consider a Draft Plan of Subdivision for Application No. SB-18-08-1 and that the Warden chair the public meeting.
DISPOSITION: Motion Carried (7:05 p.m.)
5.2 Application for Draft Plan of Subdivision Ruth Wagner - SB 18-08-1 To facilitate the development of 17 lots for single detached dwellings Subject lands are described as Part Lot 24, Concession 10 (Blenheim), Parts 1 – 5, 41R-8008, in the Township of Blandford-Blenheim
Page 8 of 177 Page 4 October 24, 2018
The Chair asks G. Hough, Director of Community Planning, to come forward to present the application. G. Hough summarizes Application File No. SB 18-08-1 as contained in Report No. CP 2018-303. G. Hough speaks to some of the issues raised at Blandford-Blenheim Township Council regarding traffic, storm water management and water capacity. G. Hough indicates that Planning staff are satisfied that the concerns would be addressed through the many draft plan approval conditions.
The Chair opens the meeting to questions from members of Council. Councillor Molnar references citizen concerns. G. Hough indicates that those concerns have been sufficiently addressed and that Blandford-Blenheim Council recommended approval of the draft plan.
Councillor Wearn raises past concerns about benzene and asks about the possibility of wells being contaminated. G. Hough indicates that the current water supply does not have the issues of benzene and nitrates which were a concern of the past.
The Chair asks if the applicant and/or agent wishes to speak.
Douglas Stewart, Associate, Manager, Urban & Regional Planner, IBI Group, the agent for the applicant Ruth Wagner, comes forward and speaks in support of the Report recommendations. He further indicates that in his professional opinion, the conditions of draft approval are consistent with provincial policy statement.
The Chair opens the meeting to questions from members of Council. There are none.
The Chair asks if there are any members of the public wishing to speak in favour of or in opposition to the application.
Scott Woodall, a resident of Bright comes forward.
S. Woodall asks if there is a possibility of water being syphoned back from the west side of the village and expresses that this is a major concern for the residents.
D. Simpson, Director of Public Works speaks to the environmental monitoring, regulated inspections and early warning system which is in place to detect contamination. He further adds that there has been no evidence of contamination since 2002.
Norman Pigeon, a resident of Bright comes forward.
N. Pigeon indicates that he speaks on behalf of the Bright Community Group and carries a petition of over 70 names of concerned residents of the village of Bright as well as supporting testimonial letters which will posted as correspondence for Council’s meeting of November 14, 2018.
Page 9 of 177 Page 5 October 24, 2018
N. Pigeon states that the land which the Phase One subdivision was built upon was at one time a cattle grazing agricultural piece of land in which the cattle sometimes grazed knee deep in water to feed. He further states that since that time, homeowners have had to deal with lots that are saturated to the extent that lawn mowing is often impossible, basements flood and septic tanks overflow due to ground saturation. Repeated basement flooding has caused insurance companies to deny further coverage. Residents of Hewitt Street have come together to dig a trench at the end of their joint lots and have installed a drain pipe at their expense. He further indicates that this drain pipe issues out onto the Phase 2 proposed site where the land is lower still. Since no municipal drainage facility is in place to handle this problem, he is of the opinion that the residents on Hewitt and Charles Streets will suffer an even greater impact by ground and surface water. Faced with this looming threat they are voicing their alarm at this Phase 2 plan. Along with additional costs of installing sump pumps, some multiple, the stress every major rain storm brings and property values detrimentally affected – the citizens of Bright are very concerned with the Phase Two proposed subdivision.
In response to a question from Mr. Pigeon regarding whether the groundwater can handle the proposed number of septic tanks being spaced so closely together, Mr. Stewart indicates that the Stantec Consulting Group has prepared a stormwater management report which examines the existing system as well as the proposal for Phase Two and that a Professional Engineer is reviewing to ensure the requirements are met. He further adds that the terms of the proposed draft approval will assure the Township and County will be satisfied.
The Chair opens the meeting to questions from members of Council.
Councillor McKay asks Mr. Pigeon if his concerns were brought forward to Blandford-Blenheim council. N. Pigeon confirms that the concerns were brought before Blandford-Blenheim’s council but felt they were not addressed as they were primarily concerned with water quality rather than drainage.
Councillor Molnar asks Mr. Pigeon if the residents who installed drain pipes did so in cooperation with the developer. N. Pigeon indicates that the residents dealt with this issue independently.
In response to a question from Warden Mayberry, Councillor Wearn indicates that the Drainage Superintendent for the Township is going through the storm water management plan to ensure the drainage issues are alleviated as part of the subdivision agreement.
Page 10 of 177 Page 6 October 24, 2018
Susan Entz, a resident of Bright comes forward.
S. Entz asks if the Water Dept. could provide additional information pertaining to the water levels available to the Village of Bright and whether or not the current system is sufficient to supply the additional number of homes proposed in this plan. D. Simpson, Director of Public Works indicates that there is sufficient flow available to supply the proposed subdivision.
RESOLUTION NO. 7:
Moved By: Marion Wearn Seconded By: Stephen Molnar
That Council adjourn the public meeting and reconvene as Oxford County Council with the Warden in the chair.
DISPOSITION: Motion Carried (7:39 p.m.)
RESOLUTION NO. 8:
Moved By: Stephen Molnar Seconded By: Larry Martin
That the recommendation contained in Report No. CP 2018-303, titled "Application for Draft Plan of Subdivision SB 18-08-1 - Ruth Wagner", be adopted.
DISPOSITION: Motion Carried
6. DELEGATIONS AND PRESENTATIONS NIL
7. CONSIDERATION OF DELEGATIONS AND PRESENTATIONS NIL
8. CONSIDERATION OF CORRESPONDENCE NIL
9. REPORTS FROM DEPARTMENTS
9.1 COMMUNITY PLANNING
9.1.1 CP 2018-302 Application for Draft Plan of Subdivision SB18-07-3 – Norwich Pines
The Report was dealt with under Public Meetings.
Page 11 of 177 Page 7 October 24, 2018
9.1.2 CP 2018-303 - Application for Draft Plan of Subdivision SB 18-08-1 – Ruth Wagner
The Report was dealt with under Public Meetings.
9.2 PUBLIC WORKS
9.2.1 PW 2018-40 - Carmeuse Lime Category 3 Permit to Take Water, Renewal of Application – EBR Registry No. 013-3639
RECOMMENDATIONS
1. That, in response to EBR Registry No. 013-3639, County Council requests the Minister of Environment, Conservation and Parks to deem the Carmeuse Lime (Canada) Ltd.’s Permit-To-Take-Water (PTTW) application request incomplete until an environmental impact assessment and a detailed water monitoring program are completed along with fulsome dialogue and consultation between Oxford County staff, the MOECP and Carmeuse Lime (Canada) Ltd. to review and resolve the County’s concerns; 2. And further, that County Council endorse Oxford County’s October 5, 2018 submission (Attachment 1) to the Ministry of the Environment, Conservation and Park’s (MOECP) EBR Registry No. 013-3639 regarding Carmeuse Lime (Canada) Ltd.’s Category 3 PTTW, Renewal of Application, as outlined in Report No. PW 2018-40; 3. And further, that Report No. PW 2018-40 be circulated to the Oxford MPP and Area Municipalities for information.
RESOLUTION NO. 9:
Moved By: Larry Martin Seconded By: Stephen Molnar
That the recommendations contained in Report No. PW 2018-40, titled "Carmeuse Lime Category 3 Permit to Take Water, Renewal of Application - EBR Registry No. 013-3639", be adopted.
DISPOSITION: Motion Carried
10. UNFINISHED BUSINESS
10.1 Pending Items
No discussion takes place regarding the Pending Items list.
Page 12 of 177 Page 8 October 24, 2018
11. MOTIONS NIL
12. NOTICE OF MOTIONS NIL
13. NEW BUSINESS/ENQUIRIES/COMMENTS
In reference to Remembrance Day, Councillor Molnar asks that everyone remember our veterans as well as those who continue to give so that we may enjoy our freedom.
14. CLOSED SESSION (Room 129) NIL
15. CONSIDERATION OF MATTERS ARISING FROM THE CLOSED SESSION NIL
16. BY-LAWS
16.1 BY-LAW NO. 6057-2018
BEING a By-law to remove certain lands from Part Lot Control.
16.2 BY-LAW NO. 6058-2018
BEING a By-law to confirm all actions and proceedings of the Council of the County of Oxford at the meeting at which this By-law is passed.
RESOLUTION NO. 10:
Moved By: Deborah Tait Seconded By: Trevor Birtch
That the following By-laws be now read a first and second time: No 6057-2018 and 6058-2018.
DISPOSITION: Motion Carried
RESOLUTION NO. 11:
Moved By: Deborah Tait Seconded By: Trevor Birtch
That the following By-laws be given a third and final reading: No. 6057-2018 and 6058- 2018
DISPOSITION: Motion Carried
Page 13 of 177 Page 9 October 24, 2018 17. ADJOURNMENT Council adjourns its proceedings at 7:49 p.m. until the next meeting scheduled for Wednesday, November 14, 2018 at 9:30 a.m.
Minutes adopted on ______by Resolution No. ______.
______
WARDEN
______
CLERK
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personal information redacted for privacy purposes Page 15 of 177 Page 16 of 177 Page 17 of 177 Page 18 of 177
personal information redacted for privacy purposes Page 19 of 177 Page 20 of 177 Page 21 of 177 personal information redacted for privacy purposes Page 22 of 177 Page 23 of 177
personal information redacted for privacy purposes Page 24 of 177 Page 25 of 177 Page 26 of 177 Page 27 of 177 Page 28 of 177 Page 29 of 177 Page 30 of 177 Page 31 of 177
BRIGHT COMMUNITY GROUP NETWORK
October 31st, 2018
Attention of: Warden and County Council County of Oxford Office of the Clerk 21 Reeves Street, Woodstock, Ont.
SUBJECT: WAGNER SUBDIVISION – BRIGHT, ONT.
Subsequent to voicing the concerns of the Bright Community at the Township Council meeting on October 3rd and again at the Oxford County Council meeting of October 24th, 2018 where a written statement was left with the council as well a supporting testimonials from the residents on Hewitt- Charles-George Streets most affected by the inadequate drainage for the past number of years with no relief in sight, no response has been received from either level of administration.
The focus has been by both levels of administration to move the subdivision project forward based upon the respective departments that have been involved with this application and their approval. It appears from our vantage point that the councils give more credence to their staff and professionals than the people living the day-to-day anxieties caused by the swamp land their homes have been built on and also of the anxiety of having an adjacent subdivision that is going to compound their unresolved drainage problems. The particulars are given in the testimonial letters from these home owners at the meeting on the 24th last.
We can only hope at this stage that council is deliberating and investigating the facts presented in the tabled documents as more than just ‘complaints’. If council would consider presenting a plan of action to deal with the drainage of this swamp area upon which Phase One was built and upon which Phase Two is proposed, and arrange to meet with the interested residents to thrash out a strategy to the satisfaction of all parties I foresee no objection to this proposed subdivision.
Again, I express the concerns of the Bright Community Group but they all need to see the administrations giving an ear and action to their long-overdue drainage issues.
Awaiting your reply before the next County Meeting of November 14th, 2018.
Respectfully,
Norman J Pigeon
For: The Bright Community Group Tel: 519-454-4681 [email protected] ( acting secretary)
( Now at 80 signatories and growing as a permanent unified voice for this community) Page 32 of 177
October 22, 2018
County Councillors County of Oxford 21 Reeve Street, P. O. Box 1614 Woodstock, ON N4S 7Y3
Dear County Councillors:
The Steering Committee of the Oxford Invitational Youth Robotics Challenge would like to thank you for the $5000.00 sponsorship of the 2018 Annual Oxford Invitational Youth Robotics Challenge.
The event will be held on November 20, 2018 at Goff Hall. This year Oxford County will be hosting 18 schools which includes 19 teams from Oxford, Elgin, Middlesex and the City of London. The Steering Committee would like to invite you to the event: judging starts at 3:00 pm and presentations 5:00 pm.
We are looking forward to a very successful event again this year. With the County of Oxford sponsorship, the County will definitely be seen as a welcoming leader in the region.
At this time the Steering Committee would like to request $5000.00 for the 2019 Oxford Invitational Youth Robotics Challenge. This would start our funding raising campaign for 2019 in a very positive note and enable youth from across the region to participate in the Oxford Invitational Youth Robotics Challenge again next year.
Thank you for your support and consideration.
Sincerely.
Lisa Wells, Brad Hammond Co-Chair Co-Chair Oxford Invitational Youth Robotics Challenge Oxford Invitational Youth Robotics Challenge
Page 33 of 177 CORPORATION OF THE TOWNSHIP OF ZORRA 7. 8( a) 274620 271h Line, PO Box 306 Ingersoll, ON, N5C 3K5 zorrol ' OURPART TOWNSH, Ph. 519- 485- 2490 9 1- 888- 699- 3868 • Fax 519- 485-2520
Moved By: k Cyt---C t: P A Seconded By:
Date: October 2, 2018 Resolution #: 10- 18
WHEREAS the ability to use natural gas as a fuel source for residential heating, agricultural purposes, and vehicle fuel is a significant cost savings compared to propane and gasoline respectively, and a significant reduction in greenhouse gas emissions; AND WHEREAS these advantages would be particularly useful to Zorra' s rural residents, Zorra Highland Park Public School ( the only Thames Valley school without natural gas), the Oxford County Public Works Shed, the Township of Zorra Kintore Public Works shop, and countless other potential residential, institutional, and business opportunities presented by access to natural gas; AND WHEREAS the inability of township Agricultural Businesses to access natural gas is a significant detriment to rural economic development, and Zorra Township wants local businesses to have the same cost and environmental advantages their competitors benefit from in other serviced areas; AND WHEREAS most of the rural residents of the Township of Zorra do not have access to natural gas even though they have natural gas pipelines running near, or through, their property; Therefore be it resolved that the Township of Zorra supports residents in refusing to surrender some property rights to allow yet more natural gas pipelines through their communities, without them being allowed the opportunity to connect themselves; And that the Township request intervenor status with the OEB; And that this Resolution be forwarded to the Township of East Zorra-Tavistock, Oxford County, Perth County, ROMA, AMO, Union Gas, the Ministry of Economic Development, Job Creation and Trade, the Ministry of Agriculture, Food and Rural Affairs, the Ontario Energy Board, the Ministry of Energy, Northern Development and
Mines, and the OFA."
Yea Nay Recorded Vote
Mayor Lupton Carried Defeated Tabled/ Deferred
Councillor Forbes
Councillor Keasey
Councillor Ryan
Councillor Matheson Mayor: Page 34 of 177
Chloe Senior
From: Michelle Viglianti
November 8, 2018
Attention: Clerks of UTRCA Member Municipalities
Please find attached a copy of the UTRCA’s 2019 Draft Budget (Please consider this the official version; no hard copy will be mailed this year). This budget has been approved by the UTRCA's Board of Directors for circulation to member municipalities for comment. The Draft Budget will be considered for final approval at the Authority’s Annual General Meeting scheduled for February 21, 2019.
With the election of new councils, UTRCA staff and your current Board representative would be happy to attend a council meeting as a delegation to present and discuss the draft budget and/or to provide a brief overview of our programs and services. If this is of interest, please notify Michelle Viglianti ([email protected] ) 519- 451- 2800 ext. 222.
Any comments regarding the Draft Budget are encouraged and can be forwarded to your Board representative or to Ian Wilcox at 519 451-2800 ext. 259 or [email protected]
Yours truly
Ian Wilcox, General Manager
1 Page 35 of 177
20192019 DRAFT BUDGET November 2018 Upper Thames River Conservation Authority
1424 Clarke Road, London, ON N5V 5B9 / 519-451-2800 / [email protected] / www.thamesriver.on.ca Page 36 of 177
2019 UTRCA Draft Budget November 2018
The Upper Thames River Conservation Authority (UTRCA) 2019 than simply “maintain.” The Environmental Targets represent Draft Budget (expenditures) is forecast at $20,272,503. This an organizational commitment to achieve measurable total is split between operating expenses ($15,266,199) and improvements in our watershed’s health. This in turn supports capital ($5,006,304). economic development, human health, and makes the watershed more attractive and resilient. The Environmental Key influences on the 2019 Budget include: Targets are aggressive but realistic. The UTRCA has the tools, experience, expertise and relationships to achieve these 1. Continued Implementation of the UTRCA’s Environmental Targets. Funding needed to support this work is also significant; Targets Strategic Plan however, given partner support and a phased approach to
The Board of Directors Environmental Targets: implementation, the plan is practical and achievable. approved a new Environmental Strategic Plan Targets Strategic Plan in June June 2016 For 2019, a total of $288,130 in new levy funding has been 2016. The Plan represents included for this, the third year of the proposed four year the most significant funding phase-in. This new revenue is needed to support water programming change in the quality improvements and the expansion of natural cover in UTRCA’s nearly 70 year history the watershed. Note that new funding from senior levels of and is designed to ensure government as well as user fees are also being requested to measurable improvements in help support the plan’s implementation. watershed health by setting Watershed Targets.
These Targets are designed to advance achievement of the UTRCA’s Ends: 1. Protecting people and their property from flooding and erosion, 2. Protecting and improving water quality, 3. Managing and expanding natural areas, and 4. Providing outdoor recreation/education opportunities.
Monitoring data has clearly shown that progress in achieving these Ends has plateaued during the past 20 years. That is not to suggest current conservation efforts have been ineffective. In fact, maintaining these measures as status quo is a form of success, in a landscape facing increasing stressors such as 2. Inflation development, population growth, climate change and invasive An inflationary increase of 2.1% (April 2017- April 2018 species. However, the UTRCA has a responsibility to do more Consumer Price Index for Ontario) has been applied to the 2019 budget.
3. Finance System Modernization The UTRCA continues to revise its internal systems to improve budgeting accuracy. More comprehensive planning on the part of management, a clear separation of operating and capital expenditures, and realistic projections of capital costs have led to much more realistic budgeting. Comparisons of the 2019 Draft Budget with past years suggests rapid organizational growth and, while there has certainly been an element of growth, better and more accurate budgeting accounts for a significant portion of what appears to be an increased total budget. As the new system becomes normalized, more accurate comparisons, projections and reporting will result.
2019 Draft Budget 1 Page 37 of 177
- 1 - Flood & Erosion Hazard Protection
- 1 - Flood & Erosion Hazard Protection
Program Examples ▪ Operation and maintenance of dams and dykes ▪ Floodplain and hazard regulations ▪ Flood forecasting and warning ▪ Plan review ▪ River Safety education program ▪ Fanshawe Dam education program
2 Page 38 of 177
- 1 - Flood & Erosion Hazard Protection Flood / Water & Erosion Control (Water & Information Management Unit budget)
What we do: • Reduce the risk of property damage and loss of lives due to flooding by providing flood forecasting and warning programs • Operate and maintain water control structures to control flood flows and augment stream flow during dry periods • Operate and maintain recreational water control structures on behalf of municipalities
Examples: • Providing and maintaining flood situation emergency plans and a flood warning system • Continually monitoring stream flow, reservoirs and watershed conditions, and forecasting floods • Collecting and maintaining flood damage information and historical flooding data • Maintaining and expanding stream gauge network in order to improve stream flow, climatic and water quality monitoring • Improving and calibrating flood forecasting models • Coordinating, maintaining, and improving stream flow through flow augmentation reservoirs • Coordinating the upper Thames River watershed’s Low Water Response Team, which is planning for drought response to meet the needs of watershed residents and business, while protecting natural systems and human health • Operating, inspecting, and maintaining flood control dams, dyke systems, channels, and erosion control structures, constructed in partnership with municipalities • Operating, inspecting, and maintaining medium sized municipal recreation dams and Conservation Area dams • Undertaking major maintenance projects on water and erosion control structures, and assessing municipal erosion control works • Undertaking dam safety studies, and improving public safety around dams • Updating operation and maintenance manuals • Securing capital maintenance funding for water and erosion control infrastructure • Providing technical expertise to identify natural hazards (such as floodplains and steep slopes) with the goal of protecting people and property from these natural hazards • Providing, interpreting and maintaining floodplain mapping • Updating hazard modelling and mapping in support of Environmental Planning & Regulations unit • Securing senior government funding support for flood hazard mitigation
Why: • Reduce property damage, injury and loss of life • Comply with legislative requirements and guidelines at the local level • Maintain public investment in infrastructure to prevent catastrophic loss • Improve water quality and stream flow • Key component of a comprehensive floodplain management program • Provide park land and recreational opportunities
Who benefits/ participates: • Municipalities • Watershed residents and businesses potentially affected by flooding or drought • Conservation area users • Province (through reduced flood damages)
3 Page 39 of 177
- 1 - Flood & Erosion Hazard Protection Environmental Planning & Regulations (Environmental Planning & Regulations Unit budget) What we do: • Administer the Conservation Authorities Act related to the Development, Interference with Wetlands and Alterations to Shorelines and Watercourses Regulations • Assist municipalities with fulfilling their Planning Act responsibilities by identifying natural hazard areas and natural heritage features, and providing policy support • Respond to Planning Act and Conservation Authorities Act inquiries • Provide municipalities with access to policy and technical experts in various disciplines including hydrology, hydrogeology, ecology, fisheries, bioengineering, engineering, stream morphology and land use planning • Perform a planning advisory role to municipalities which may include, but is not limited to, matters related to the assessment or analysis of environmental impacts associated with activities near or in the vicinity of sensitive natural features such as wetlands, river and stream valleys, fish habitat and significant woodlands; hydrogeology; and stormwater management studies
Examples: • Providing comments to assist municipalities with processing Official Plan and zoning by-law amendments, severances, variances and plans of subdivision • Answering questions from the public on the environmental aspects of land use planning • Responding to property inquiries (legal, real estate, and general information) • Providing resource mapping as well as technical reviews and clearances • Administering approvals and investigating violations related to regulations made pursuant to the Conservation Authorities Act • Screening and commenting on mitigation related to projects requiring federal Fisheries Act review or approval • Liaising between municipalities and other government agencies
Why: • Reduce the risk to life and property from natural hazards such as flooding and unstable slopes • Conservation Authorities have delegated responsibilities to represent provincial interests regarding natural hazards encompassed by Section 3.1 of the Provincial Policy Statement, 2014 (MMAH, 2014). These delegated responsibilities require CAs to review and provide comments on policy documents (Official Plans and comprehensive zoning by-laws) and applications submitted pursuant to the Planning Act as part of the Provincial One-Window Plan Review Service. • Promote the maintenance and enhancement of natural heritage features and areas such as woodlands, wetlands and threatened species • Protect and promote the wise use of groundwater resources • Complement other UTRCA mission centres such as Water & Information Management, Watershed Planning, Research & Monitoring, and Conservation Services • Comply with legislative requirements
Who benefits/ participates: • Municipal decision makers (planning committee, committee of adjustment, and council) • General public • Ratepayers associations and other special interest groups • Landowners, developers, private planning and engineering consultants, lawyers, real estate agents • Municipal planners, building officials, engineers, parks and recreation services staff • Provincial ministries, Local Planning Appeal Tribunal, and Mining and Lands Tribunal • Academic community
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- 2 - Water Quality Protection & Improvement
- 2 - Water Quality Protection & Improvement
Program Examples ▪ Clean Water Program ▪ Drinking Water Source Protection Planning ▪ Provincial Water Quality Monitoring Network ▪ Provincial Groundwater Monitoring Network ▪ Benthic monitoring program ▪ Thames River Clear Water Revival ▪ Watershed Report Cards ▪ Watershed Report Card education program ▪ Developing and implementing community-based watershed strategies ▪ Environmental education programs for 20,000 students annually at Fanshawe and Wildwood Conservation Areas ▪ Children’s Water Festival
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- 2 - Water Quality Protection & Improvement Environmental Monitoring (Watershed Planning, Research & Monitoring Unit budget)
What we do: • Provide watershed scale environmental monitoring, summarized every 5 years in a comprehensive Watershed Report Card document, to understand current health and emerging trends as a basis for setting environmental management priorities and tracking progress on Environmental Targets
Examples: • Working in partnership with the Ontario Ministry of the Environment, Conservation & Parks (MECP) and municipal Health Units to collect and analyze surface water samples at 24 sites as part of the Provincial Water Quality Monitoring Network (PWQMN) • Working in partnership with the MECP to collect and analyze groundwater samples at 24 sites as part of the Provincial Groundwater Monitoring Information System • Undertaking expanded water quality and stream health monitoring, in support of efforts identified in the Environmental Targets Strategic Plan, at 13 additional sites to fill gaps in data collection • Working in partnership with member municipalities to undertake detailed local water quality studies to better understand local water quality issues identified in Watershed Report Cards • Compiling water quality and aquatic community health data in a comprehensive and standardized time series database that is integrated with water quantity and available to watershed partners • Monitoring aquatic community health including benthic invertebrates at approximately 100 sites annually and fisheries as an indicator of environmental health • Monitoring aquatic species at risk, including fish, reptiles and freshwater mussels, to identify priority areas for implementation of best management practices and stewardship aimed at improving habitat • Continuing a monitoring program in Wildwood, Pittock and Fanshawe Reservoirs for parameters such as dissolved oxygen, to ensure operations of the structures do not negatively impact water quality • Developing interactive GIS tools for use by UTRCA staff to track project work and progress towards achieving Environmental Targets • Developing UTRCA Watershed Report Cards to summarize and report all monitoring data and trends
Why: • To gather long term data and create information to measure outcomes related to the UTRCA Environmental Targets Strategic Plan • Changes in environmental health must be monitored and understood to help guide the conservation authority, municipalities, government agencies and community groups in implementing restoration and rededication programs • Monitoring can detect problems before serious damage occurs and result in considerable cost saving and improved environmental health in the watershed
Who benefits/ participates: • Watershed residents • Municipalities • Agencies • Schools, universities
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- 2 - Water Quality Protection & Improvement Watershed Planning (Watershed Planning, Research & Monitoring Unit budget)
What we do: • Develop and maintain watershed, subwatershed and property specific management plans in cooperation with government agencies, municipalities and community groups
Examples: • Supporting the development of natural heritage targets for the watershed and participating in property assessment and acquisition projects in partnership with other UTRCA units in order to characterize, protect and rehabilitate natural features and systems • Participating in the ongoing implementation of recovery strategies for aquatic and terrestrial species at risk • Developing and maintaining Geographic Information System (GIS) databases, performing spatial analysis and producing mapping and GIS tools to support watershed planning initiatives, assist in property management and support regulatory activities • Developing and maintaining Internet-based GIS mapping tools to support UTRCA staff • Developing land management plans for UTRCA properties, such as the Lowthian Flats and Fullaraton area lands, in partnership with the Conservation Areas and Lands & Facilities units • Presenting findings on environmental conditions in the watershed’s 28 subwatersheds through watershed report cards • Providing technical support and review for applications related to planning advisory services for the Environmental Planning & Regulations unit • Facilitating the development of an updated Water Management Plan for the Thames River watershed that serves to refine water management objectives, in collaboration with a broad group of stakeholders • Participate in senior government working groups related to development of a Domestic Action Plan to reduce phosphorus loads to Lake Erie
Why: • Solving environmental problems and implementing plans to improve watershed health requires a broad geographic perspective and knowledge of current resources, research and implementation practices • Private landowners ultimately manage the majority of lands and, therefore, need to help determine the future of these properties; we provide the forum for the community to work collectively toward a common vision for the watershed
Who benefits/ participates: • Watershed residents • Community groups • Municipalities • Agencies
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- 2 - Water Quality Protection & Improvement Research
(Watershed Planning, Research & Monitoring Unit budget)
What we do: • Implement research studies to fill resource information gaps and develop innovative methods of protecting and enhancing watershed resources
Examples: • Developing an assessment of water quality in the Thames River watershed based on analysis of existing data, modeling and long term trends • Studying threatened and endangered wildlife species and their habitat requirements (such as the spiny softshell turtle, queen snake, black redhorse fish and freshwater mussels) that are indicators of watershed health • Participating in multi-agency research projects, such as Conservation Ontario’s Provincial Information Technology Forum, Conservation Authorities Aquatics Group, Lake St. Clair Management Plan, and Lake Erie Lakewide Action & Management Plan • Providing technical lead in the development of natural heritage system studies and models for determining natural heritage system significance (such as the Perth and Elgin County Natural Heritage System Studies) • Spatially quantifying natural heritage feature gains and losses to identify areas of concern and guide our advocacy for protection/restoration
Why: • New information and solutions are required for existing environmental problems to ensure we can live in healthy communities • To advocate for natural heritage feature protection and restoration in the watershed as identified in UTRCA Environmental Targets • Provide clean water for community use and for the enjoyment of future generations • Decrease the health risk to humans and animals • Improve habitat for fish and wildlife
Who benefits/ participates: • Private landowners, the local community and municipal partners • Industry gains new technology and products • Individuals and agencies share new ideas and expertise • Landowners, community groups and municipalities benefit from funding that they could not access on their own
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- 2 - Water Quality Protection & Improvement Soil Conservation
(Conservation Services budget)
What we do: • Provide comprehensive in-field and in-stream conservation planning services to address soil and water quality concerns
Examples: • Working under the auspices of Environment & Climate Change Canada (ECCC) to deliver the Medway Creek Watershed Phosphorus Reduction Initiative • Working under auspices of the Agricultural Adaptation Council to deliver the Medway Creek Watershed Demonstration Project for Phosphorus Reduction • Working under the auspices of ECCC to gather background water quality data from agriculture-based selected Thames River subwaterheds • Managing demonstration and research efforts, including: controlled drainage, engineered vegetated filter strips, saturated buffers, constructed wetlands, and surface inlet effectiveness, with the Ontario Ministry of Agriculture, Food & Rural Affairs (OMAFRA) • Managing biofilter demonstration and research efforts with the Universities of Waterloo and Guelph • Partnering with Agriculture & Agri-Food Canada on edge-of-field research efforts to monitor phosphorus movement on agricultural cropland • Continuing with monitoring of several demonstration projects implemented through the Ministry of the Environment, Conservation & Parks’s Showcasing Water Innovation program, including on-farm stormwater management, the use of slag filters for phosphorus removal in barnyard and silage leachate runoff, wetland restoration, and sub-irrigation/drainage projects • Working with local communities and agency funders to improve the overall watershed health of the Avon River, as well as Cedar, Halls and Stoney Creeks • Focusing efforts to restore natural stream flow and structure in Medway Creek in order to improve the stream’s aquatic health • Working with the community to implement a low impact development program across the watershed • Working with OMAFRA on the Soil Health Project to determine the state of agricultural soils in Ontario and demonstrate methods for improvement • Implementing practical, cost-effective alternatives for landowners and other agency staff with water quality concerns, such as bioengineering to control streambank erosion and slope instability, natural channel design in disturbed watercourses and drainage systems, and constructed wetlands to treat industrial, septic and agricultural wastewater • Working with the Great Lakes and St. Lawrence Cities Initiative on the Thames River Phosphorus Reduction Collaborative to reduce phosphorus input to the Thames River
Why: • Reduce watercourse pollution and maintenance costs by keeping soil on the land • Stabilize streams experiencing pressure from surrounding land uses • Improve water quality and habitat for fish and wildlife • Reestablish natural aquatic linkages • Protect topsoil for agriculture
Who benefits/ participates: • Groups and individuals in the participating communities • Private landowners and the local community can sustain crop yields, avoid costly drain maintenance and keep local water resources clean • Local contractors carry out much of the work • Industry gains new technology and products • Agencies and individuals share new ideas and expertise
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- 2 - Water Quality Protection & Improvement Clean Water Program (Conservation Services budget)
What we do: • Provide technical assistance and financial incentives to rural landowners for implementing measures that improve surface water and groundwater quality and contribute to sustainable agriculture operations. CWP is funded by the Counties of Oxford, Middlesex and Perth, the Town of St. Marys and the Cities of Stratford and London. Additional funding is provided by Environment & Climate Change Canada’s Habitat Stewardship Program. The program is delivered by the Ausable Bayfield, Catfish Creek, Grand River, Kettle Creek, Long Point Region, Maitland Valley, St. Clair Region, and Upper Thames River Conservation Authorities. • Provide technical delivery of Agriculture & Agri-Food Canada’s Greencover Program • Deliver the Ontario Drinking Water Stewardship Program to eligible landowners throughout the Thames- Sydenham and Region Source Protection Region
Examples: • Eligible projects include the following: • milkhouse washwater disposal • clean water diversion • livestock access restriction to watercourses • nutrient management plans • wellhead protection • decommissioning unused wells • fertilizer, chemical and fuel storage or handling • septic systems • erosion control structures • fragile land retirement • woodlot and wetland enhancement
Why: • To address locally identified priority water quality impairment issues • To maintain working relationships between various municipalities, local farm groups, government agencies and interested groups or associations that have a direct stake in the issue of agriculture, water quality and future health of our watersheds • To protect municipal drinking water sources
Who benefits/ participates: • Landowners within the Counties of Oxford, Perth and Middlesex, the Cities of Stratford and London and the Town of St. Marys • Municipalities, by joining together, enjoy environmental programs and services that would otherwise be too costly for individual municipalities • Everyone benefits from improved environmental health
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- 2 - Water Quality Protection & Improvement Source Water Protection (Environmental Planning & Regulations Unit budget)
What we do: • Work with our partners to develop and implement a Source Protection Plan that will: • protect human health, and • protect present and future municipal drinking water sources (quality and quantity) • The Upper Thames River, Lower Thames Valley, and St. Clair Region Conservation Authorities are working together in a partnership with the Province and our member municipalities • The UTRCA, as the lead CA, is responsible for the overall project administration
Examples: • Provide risk management services to regulate identified risks to drinking water sources • Support municipalities in the implementation of the Source Protection Plan • Provide education and outreach related to the Source Protection Plan • Monitor and report on implementation progress • Support the Source Protection Committee • Ensure transparent, multi-stakeholder involvement • Provide technical information and resources • Integrate drinking water source protection into other program areas • Update technical information in Assessment Reports • Develop a water budget • Manage and maintain data
Why: • The Walkerton Inquiry recommended a multi-barrier approach to protecting drinking water, with drinking water source protection as the first barrier • Protecting our surface water and groundwater from becoming contaminated or overused will ensure that we have a sufficient supply of clean, safe drinking water now and for the future • Clean and sustainable drinking water sources are critical to healthy and economically sustainable communities • Protecting drinking water sources is more cost-effective than remediating water quantity and/or quality, if remediation is even possible • Required by the Clean Water Act
Who benefits/ participates: • Province • Conservation authorities • Municipalities • Stakeholders • Water users
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- 3 - Natural Areas Protection & Expansion
- 3 - Natural Areas Protection & Expansion
Program Examples ▪ Private land tree planting ▪ Communities for Nature program ▪ Tree Power program ▪ Various management plans (Ellice, Sifton) ▪ Watershed Report Cards ▪ Property management ▪ Wetlands education program ▪ Developing and implementing community-based watershed strategies ▪ Creating value for the UTRCA and the environment by linking the Authority and its information with the watershed residents and their ability to take action
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- 3 - Natural Areas Protection & Expansion Forestry
(Conservation Services budget)
What we do: • Offer a range of tree planting and woodlot management services to improve the health of the local environment and provide a learning experience
Examples: • Providing a wide range of forestry services including tree planting plans (including technical assistance, planting or supplying appropriate stock, and maintenance assistance), woodlot management, non-native vegetation control (with the EZJect system and other herbicide and manual methods), and planning and auditing for the Managed Forest Tax Incentive Program • Initiating inventories and management plans for UTRCA-owned plantations and other wooded areas • Carrying out controlled burns to sustain Communities for Nature native grass and wildflower plantings, with the UTRCA’s Environmentally Significant Areas team • Planning and implementing naturalization projects through the Communities for Nature program, which gives 4,000 people each year a hands-on educational experience enhancing their local environment, through community forestry, wildflower and aquatic planting, and provides local businesses with an opportunity to provide lands and/or financial support • Coordinating the George Furtney, Woodstock, Zorra, Thames Centre, and St. Marys Area Memorial Forests, to improve the local environment while commemorating people or events • Partnering with the Canadian Forestry Service on Emerald Ash Borer (EAB) parasitoid research for control of EAB • Partnering with the Forest Gene Conservation Association to establish a Southwest Ontario Butternut Tree Archive site at Pittock Conservation Area, to help preserve the genetics of this endangered species • Providing tree marking and woodlot management advice for private landowners • Providing technical assistance to the London airport tree trimming project
Why: • Improve crop yields and water quality by reducing soil erosion • Provide habitat for wildlife • Improve air quality • Shade and protect buildings, reducing heating and cooling costs • Reduce snow drifting and snow removal costs • Provide timber products • Provide recreational opportunities and aesthetics
Who participates/ benefits: • Farmers and rural landowners • Students, non-profit groups, service clubs and community associations • General public • Municipalities • Private tree nurseries • Funeral homes • Corporations/ businesses
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- 3 - Natural Areas Protection & Expansion Lands & Facilities (Lands & Facilities Unit budget)
What we do: • Work in partnership with the community to ensure the long-term protection of natural areas, such as woodlands and wetlands, and provide a variety of recreational opportunities on UTRCA-owned/ managed lands • Lease structures and properties to clubs and community groups, individuals and municipalities for activities that complement the UTRCA’s programs and services
Examples: • Providing passive day-use recreational opportunities on 1900 hectares of rural properties, including woodlands, wetlands, agreement forests and 7 rural conservation areas • Initiating asset management plan as per the UTRCA Strategic Plan • Initiating or assisting with capital development projects • Managing UTRCA fleet vehicles and equipment system • Working with the local community to implement the Ellice and Gads Hill Swamps Management Strategy • Performing comprehensive risk management and safety inspections on UTRCA-owned properties • Assessing hunting opportunities on UTRCA-owned properties and, where appropriate, implementing a controlled hunting program • Responding to infringement and encroachment related issues on UTRCA-owned properties • Leasing 24 UTRCA-owned agricultural properties totalling approximately 475 hectares • Leasing 5 residential homes and managing/maintaining 7 storage buildings located throughout the watershed • Maintaining lease agreements with 7 community-based groups for the management and maintenance of our rural conservation areas • Maintaining lease agreements with more than 20 clubs for recreational opportunities within Fanshawe, Wildwood and Pittock Conservation Areas • Maintaining lease agreements for 80 cottages at two locations • Maintaining leases with groups and individuals for a variety of activities at properties throughout the watershed
Why: • Natural areas are highly valued by the community • Wetlands provide storage for flood waters, help reduce the impacts of drought, and improve water quality by trapping sediments and storing nutrients • Natural areas provide habitat to a variety of plants and animals • We provide safe access to UTRCA owned/managed lands for permitted activities • When acquiring lands for the development of the reservoirs, the UTRCA was obliged to purchase entire holdings (farms); some of these lands are not needed to support the flood management and recreational programs of the UTRCA and have been made available to the community
Who benefits/ participates: • Local communities enjoy access to day-use opportunities in nearby parks and natural areas • Local economies benefit from tourism • Tenants, club members, cottagers, outdoor enthusiasts
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- 3 - Natural Areas Protection & Expansion Environmentally Significant Areas (Lands & Facilities Unit budget)
What we do: • As of January 2019, the UTRCA is in an agreement with the City of London to manage 11 Environmentally Significant Areas (ESAs) covering 735.6 hectares: the Coves, Kains Woods, Kelly Stanton, Kilally Meadows, Lower Dingman, Meadowlily Woods, Medway Valley, Pottersburg Valley, Sifton Bog, Warbler Woods, and Westminster Ponds/Pond Mills Conservation Area • Our management goals are to protect the ESAs, encourage partnership and education, ensure public safety, and promote and enforce proper use
Examples: • Working with the local community to implement ESA Conservation Master Plans, in partnership with the City of London • Implementing site planning and trail design, and installing signs and trail markers • Maintaining and constructing bridges, boardwalks, staircases, railings, barricades and other trail structures • Working with the City of London to develop and implement an encroachment management strategy • Implementing management strategies for wildlife (e.g. coyote, beaver, Species at Risk) in partnership with agencies, the City of London and stakeholders • Undertaking tree risk assessment and hazard tree mitigation on ESA trails and boundaries • Restricting unofficial access points by installing barricades to protect sensitive vegetation • Enforcing rules to protect vegetation, wildlife and people under the Provincial Offences Act and the City of London’s Parks & Recreation By-law • Working with local interest groups and schools to build valuable partnerships and provide education • Implementing invasive species management programs, including inventory, removal and monitoring, using the most current Best Management Practices • Developing and implementing restoration projects including tree, shrub and wildflower planting, bioengineering and erosion control • Providing co-op students, volunteers and summer students with placement opportunities where they enhance their skills and knowledge and make career decisions to work in the environmental/ conservation field
Why: • ESAs provide excellent examples of a variety of natural habitats, including upland forests, wetlands, meadows, ponds and river corridors • ESAs are highly valued by the community, enhance quality of life and provide educational opportunities for students and the public
Who benefits/ participates: • All City of London and area residents and visitors
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- 4 - Provide Outdoor Recreation & Education Opportunities
- 4 - Provide Outdoor Recreation & Education Opportunities
Program Examples ▪ Camping ▪ Day use, hiking, biking ▪ Boating, fishing, hunting ▪ Pavilion rentals, special events ▪ Cottages ▪ Environmental education programs for 20,000 students annually at Fanshawe & Wildwood Conservation Areas
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- 4 - Provide Outdoor Recreation & Education Opportunities Conservation Areas (Conservation Areas Unit budget)
What we do: • Provide a variety of recreational and educational opportunities and facilities on 3200 hectares of conservation lands at Fanshawe, Wildwood and Pittock Conservation Areas. Our target is to reach 1M annual visitors to our conservation areas by 2037 and ensure their experience includes a conservation message to take with them.
Examples: • Over 1300 seasonal and nightly camping sites, including new back country camp sites • Over 50 km of trail systems for biking, hiking and nature watching • Water-based recreational opportunities including rental equipment • Variety of special events and programs in partnership with local organizations for all ages to enjoy, including: ▪ bike workshops and races ▪ dragon boat festivals ▪ cross country run events ▪ reptile shows ▪ campfire programs ▪ trail days • Day use opportunities including picnic areas, pavilion rentals, disc golf, geocaching, sand volleyball, yoga classes • Cottage program • Hunting program • Assisting other UTRCA units with a range of activities and programs, including: ▪ flood control operations and snow course readings ▪ risk management for community education program areas ▪ grounds maintenance of the Watershed Conservation Centre ▪ tree storage and pick up locations for tree planting programs ▪ Memorial Forests and dedication services • Land Management Agreement with the City of Woodstock for portions of the north shore and the entire south shore of Pittock Reservoir • Using our conservation areas as demonstration sites for environmental projects completed by other Units (e.g., rain garden, fish habitat creation, shoreline erosion solutions) • Ensuring conservation area lands comply with applicable legislation and associations including but not limited to the Conservation Authorities Act, Safe Drinking Water Act, Electrical Safety Authority, Swimming Pool Safety Act, and Occupational Health and Safety Act • Setting annual goals and implementing strategies to continue to improve the current services and investigate opportunities for new ones
Why: • Lands that were acquired for the development of flood control reservoirs also serve as multi-purpose recreational facilities • Create value for the environment by providing outdoor recreational opportunities • Provide safe access to UTRCA-owned lands and permitted activities
Who benefits/ participates: • 500,000 people visit Fanshawe, Pittock and Wildwood CAs annually, mostly from local communities • 22 non-profit organizations are based on UTRCA properties • Local economies benefit from tourism • Local communities enjoy access to day use opportunities in nearby parks • Visitors can step into nature without traveling far • Opportunity to work in partnership with local businesses and agencies to promote an outdoor experience
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- 4 - Provide Outdoor Recreation & Education Opportunities Community Partnerships (Community Partnerships Unit budget)
What we do: • Motivate watershed residents to adopt stewardship (behaviours that protect and restore the environment) by facilitating access to environmental and conservation information, and involvement in stewardship activities
Examples: • Coordinating community involvement in planning and implementing environmental restoration, information sharing and education projects in the Trout, Medway, South Thames, Cedar Creek, Stoney and Forks watersheds and the Dorchester Mill Pond • Providing environmental education programs and hands-on resource management opportunities in local natural areas and in class, to students and community groups (e.g., stream health monitoring, stream rehabilitation, Watershed Report Card and Wetlands Education programs) • Building partnerships with First Nation communities • Delivering a “Focus on Flooding” awareness and education program to help communities recognize flood prone areas and minimize their risk • Continuing to assist communities in learning about and implementing Low Impact Development (LID) for stormwater projects, including hosting professional development and training sessions and the Stream of Dreams (Fish on Fences) community art program • Continuing GREEN education program partnership with GM Canada to foster environmental youth leadership • Working with corporate partners to naturalize industrial properties (GM Canada - Ingersoll, Toyota - Woodstock) • Partnering with the City of Woodstock to re-naturalize Burgess Park and restore the Brick Ponds Wetland Complex • Facilitating involvement of the community, industry and corporations in environmental clean up and community events • Assisting, as a member of the Oxford County Trails Council, with development and promotion of trails throughout Oxford County, and protection and enhancement of natural heritage within trail corridors • Creating opportunities for Specialist High Skills Major students to obtain environmental and leadership accreditations • Partnering with Cargill Cares and Ontario Power Generation to deliver the Watershed Report Card education program and the Sifton Bog Wetland education program • Introducing student use of and accreditation for new environmental technologies (GPS) • Coordinating the 2019 London Middlesex Children’s Water Festival and planning for a Perth County Children’s Water Festival in 2020
Why: • Create value for a healthy environment by providing opportunities to experience and learn about conservation • Accrue future benefits for the environment from citizens with an environmental stewardship ethic • Provide hands-on learning opportunities to help the environment • Empower people to take action in their local community • Help people make informed environmental decisions
Who benefits/ participates: • 20,000 students from regional boards of education visit our two outdoor education centres each year • Landowners, community groups and municipalities benefit from funding that they could not otherwise access • Watershed residents participate in restoration projects in their local communities • Municipalities benefit by having an involved and informed constituency
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Corporate & Support Services Corporate & Support Services (Service Cost Centres budget)
What we do: • Support the Conservation Authority’s staff, members of the Board of Directors, and programs
Examples: • Corporate and strategic planning, governance policy development, and implementation • Financial control support including development of procedures, systems integration and efficiency projects • Continue efforts to develop the General Ledger for management reporting purposes • Adopting new accountings standards • Developing the treasury function including investment programs • Implementing an acquisition policy and automated system • Human resources administration, benefits administration • Payroll and health and safety initiatives • Engaging communities of interest through interactive social media channels • Assessing community needs and opportunities through communications and marketing • Administrative, clerical, systems, communications and graphic design support • Providing information products including printed materials, GIS mapping and Geoportal, and websites to watershed residents, the Board of Directors and staff • Professional development opportunities • Coordinating community volunteers
Why: • Ensure programs are consistent with watershed resources, management needs, community values, and political and financial realities • Ensure accountability to the community, partners, and municipal and senior government • Inform staff, members, stakeholders and the public of the UTRCA’s programs and policies • Provide programs that are cost-effective • Maintain competent, highly trained, safe and motivated staff to implement the UTRCA’s programs • Maintain efficient systems and equipment to support the organization
Who benefits/ participates: • Municipalities benefit from targeted programs tailored to their specific environmental needs and economic realities • Taxpayers receive the most value for their dollars • UTRCA suppliers and customers • UTRCA staff and members • Community volunteers such as students
Who pays: • All Corporate & Support Services costs are allocated among the programs of the UTRCA
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2019 Draft Budget: Summary November 2018
Operating Budget 2019
2018 2018 2019 % Incr YTD Actual Budget Budget (decr) Notes REVENUES: Levy Funding 2019 Municipal General Levy 3,696,564 3,605,251 3,963,386 9.9% Dam and Flood Control Levy 1,351,126 1,351,126 1,311,279 -2.9% Deferred Dam and Flood Control Levy 27,083 - 59,755 100.0% Levied in 2018 but deferred for use in 2019 Operating Reserve Levy 32,400 32,400 33,048 2.0% 5,107,173 4,988,777 5,367,468
MNRF Transfer Payment 351,020 351,020 351,016 -0.0%
Contracts and Grants Municipal within UTR watershed 745,808 812,337 714,151 -12.1% Municipal outside of UTR watershed 12,920 75,840 107,340 41.5% Work for other CAs, WISKI, LSWIMS Provincial 919,334 930,411 715,813 -23.1% Anticipated drop in funding Federal 440,418 993,815 1,284,860 29.3% Continuing project funding until 2020 All Other 1,937,715 1,636,069 1,588,139 -2.9% 4,056,194 4,448,472 4,410,303 -0.9%
User Fees and Other Revenues Conservation Areas 3,599,004 3,559,859 3,670,699 3.1% Planning and Permit Fees 186,802 195,000 205,000 5.1% Education Fees 142,111 129,700 145,000 11.8% 3,927,917 3,884,559 4,020,699 3.5%
Other Revenues 2,170,871 2,132,186 1,100,525 -48.4% Less carryforward into 2019 than into 2018
Funding from Reserves - 1,491,366 54,662 -96.3%
TOTAL REVENUES 15,613,176 17,296,380 15,304,673 -11.5%
EXPENDITURES: Mission Cost Centres Community Partnerships 1,152,113 1,448,396 1,256,726 -13.2% Water and Information Management 2,077,000 2,686,574 2,647,246 -1.5% Environmental Planning & Regulations 1,392,338 1,858,588 1,841,717 -0.9% Conservation Services 1,240,593 1,689,792 2,110,647 24.9% Expanded ECCC program Watershed Planning, Research & Monitoring 879,793 1,036,483 1,017,022 -1.9% Conservation Areas 3,550,638 4,544,804 4,643,524 2.2% Lands and Facilities Management 3,105,054 3,641,273 1,455,942 -60.0% Skewed from land transactions in 2018 Service Cost Centres 263,618 104,368 183,139 75.5% Change in allocations Program Operating Expenditures 13,661,147 17,010,278 15,155,963 -10.9%
Desired Transfer to Reserves 52,400 165,407 110,236 -33.4%
TOTAL EXPENDITURES 13,713,547 17,175,685 15,266,199 -11.1%
NET SURPLUS (DEFICIT) 1,899,629 120,695 38,474
Depreciation Expense 748,738 828,446 1,029,482 24.3%
CASH SURPLUS (DEFICIT) 2,648,367 949,141 1,067,956 12.5%
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2019 Draft Budget: Summary November 2018
Capital Budget 2019
2018 2018 2019 % Incr YTD Actual Budget Budget (decr)
Capital Funding for Flood Control Flood Control Capital Levy 707,907 2,189,754 1,774,604 -19.0% Federal - NDMP 135,657 1,874,231 1,576,227 -15.9% Provincial - WECI 313,825 1,401,535 827,104 -41.0% Funding from reserves - 217,255 283,288 30.4% Total funding for Flood Control Capital 1,157,389 5,682,775 4,461,223 -21.5%
Capital Projects Fanshawe Dam 658,999 1,139,866 20,017 -98.2% Wildwood Dam 1,910 220,685 175,124 -20.6% Pittock Dam - 41,339 65,040 57.3% London Dykes 1,079,292 3,195,600 3,394,901 6.2% St Marys Floodwall 575,837 738,513 444,558 -39.8% RT Orr Dam 968 14,284 100,025 600.3% Mitchell Dam 110 30,000 30,021 0.1% Small Dams 1,354 6,127 109,618 1689.1% Transfer to structure reserves - 225,000 125,000 Total Flood Control Capital Spending 2,318,469 5,611,414 4,464,304
Net Flood Control Capital Budget (1,161,080) 71,360 (3,081)
Capital Funding for Other Capital needs Capital Maintenance Reserve 27,312 168,324 171,690 2.0% 27,312 168,324 171,690 2.0%
Land Improvements 108,400 176,000 50,000 -71.6% Buildings and Building Systems - 50,000 20,000 -60.0% Infrastructure 50,406 70,000 50,000 -28.6% Furniture and Fixtures 7,876 50,000 67,000 34.0% Vehicles and Equipment 131,323 104,500 255,000 144.0% Technology Equipment 78,712 110,000 100,000 -9.1% 376,717 560,500 542,000 -3.3%
Net Other Capital Budget (349,405) (392,176) (370,310)
Surplus (Deficit) in Capital Spending Activities (1,510,486) (320,816) (373,391) 0.0%
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2019 Draft Budget: Mission Centres November 2018
Water & Information Management - All Activities Except Capital
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 1,651,905 1,624,822 1,662,203 2.2% Government Transfer Payments 322,068 322,068 322,064 -0.0% Contracts 186,095 565,700 768,800 35.9% User Fees 150 - 60,000 100.0% New services agreement arranged All Others incl deferred amounts 45,629 180,400 54,662 -69.7% Total Revenues 2,205,847 2,692,990 2,867,729 6.5%
Operating Expenditures Wages, Benefits, Per Diems 1,089,070 1,393,766 1,271,368 -8.8% Training 6,915 26,350 4,900 -81.4% Reflects actuals better Legal, Audit, Insurance 28,683 32,366 23,000 -28.9% Apportionment changed Services 35,568 55,000 57,000 3.6% Computers, Property and Utilities 188,264 210,607 214,725 2.0% Supplies 27,047 140,350 87,550 -37.6% Depreciation Expenses 267,683 248,009 457,461 84.5% Recent works at Fanshawe and other Allocated Costs 433,771 580,126 531,242 -8.4% dams Total Operating Expenditures 2,077,000 2,686,574 2,647,246 -1.5%
Capital Expenditures 60,323 - - 0.0%
Desired Transfers to Reserves - 113,007 57,836 -48.8%
Surplus (deficit) 68,525 (106,591) 162,647 -252.6%
Water & Information Management - Capital Activities Only
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 707,907 2,189,754 1,774,604 -23.4% Reflects change in capital projects Contracts 470,251 3,275,766 2,403,331 -26.6% All Others incl deferred amounts (88,109) 217,255 283,288 30.4% Total Revenues 1,090,049 5,682,775 4,461,223 -21.5%
Operating Expenditures Wages, Benefits, Per Diems 131,381 188,921 257,879 36.5% Services 484,787 4,327,219 3,575,275 -17.4% Water & Erosion Control Infrastructure Computers, Property and Utilities 1,804,410 824,014 473,964 -42.5% projects for contractors Supplies (102,109) 46,260 32,186 -30.4% Total Operating Expenditures 2,318,469 5,386,414 4,339,304 -19.4%
Desired Transfers to Reserves - 225,000 125,000 -44.4%
Surplus (deficit) (1,228,420) 71,360 (3,081) -104.3%
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2019 Draft Budget: Mission Centres November 2018
Lands & Facilities
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 591,579 591,579 589,479 -0.4% Contracts 863,722 913,243 801,045 -12.3% User Fees 4,571 2,100 2,000 -4.8% All Others incl deferred amounts 986,679 1,982,000 - -100.0% 2018 skewed by major land transaction Total Revenues 2,446,551 3,488,922 1,392,524 -60.1%
Operating Expenditures Wages, Benefits, Per Diems 705,596 942,748 890,698 -5.5% Training 5,562 8,850 9,100 2.8% Legal, Audit, Insurance 11,232 32,575 12,900 -60.4% Planned reduced need for land legal work Services 1,914,015 1,969,200 35,000 -98.2% Computers, Property and Utilities 72,700 124,986 77,200 -38.2% Supplies 47,070 98,400 42,800 -56.5% Flow Through Expenses - 9,000 8,000 -11.1% Depreciation Expenses 14,643 17,572 17,572 0.0% Allocated Costs 334,237 437,942 362,672 -17.2% Total Operating Expenditures 3,105,054 3,641,273 1,455,942 -60.0%
Surplus (deficit) (658,503) (152,351) (63,418) -58.4%
Conservation Areas
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 202,087 109,830 112,027 2.0% Contracts 743,247 703,287 828,119 17.7% Includes new Woodstock management agreement User Fees 3,596,608 3,557,759 3,668,699 3.1% Estimate only - 2019 fees not set yet All Others incl deferred amounts 300 88,000 150,000 70.5% Funding user survey and capacity needs Total Revenues 4,542,242 4,458,876 4,758,845 6.7%
Operating Expenditures Wages, Benefits, Per Diems 1,728,836 1,986,878 2,020,429 1.7% Training 12,032 17,250 16,200 -6.1% Staff training still to be finalized Legal, Audit, Insurance 72,382 107,250 107,000 -0.2% Services 139,226 308,111 161,000 -47.7% Refining plans for contract services Computers, Property and Utilities 696,641 886,200 924,120 4.3% Supplies 230,578 376,907 360,700 -4.3% Depreciation Expenses 65,694 76,301 76,373 0.1% Allocated Costs 605,548 785,907 977,702 24.4% Total Operating Expenditures 3,550,937 4,544,804 4,643,524 2.2%
Capital Expenditures 158,806 296,000 150,000 -49.3%
Surplus (deficit) 832,500 (381,928) (34,679) -90.9%
23 Page 59 of 177
2019 Draft Budget: Mission Centres November 2018
Environmental Planning & Regulations
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 710,000 710,000 871,839 18.6% Government Transfer Payments 28,952 28,952 28,952 0.0% Contracts 471,597 717,497 795,359 10.9% Includes Source Water Protection program User Fees 186,802 195,000 205,000 5.1% All Others incl deferred amounts 305,266 303,278 85,381 -71.8% Risk Management Services reducing carryforwards Total Revenues 1,702,617 1,954,727 1,986,531 1.6%
Operating Expenditures Wages, Benefits, Per Diems 899,744 1,198,710 1,212,880 1.2% Training 4,087 10,600 13,500 27.4% New staff training needs Legal, Audit, Insurance 9,860 22,000 27,000 22.7% Legal fees for appeals increasing Services 137,942 185,975 171,500 -7.8% Computers, Property and Utilities 19,785 25,400 27,750 9.3% Supplies 7,428 7,750 8,400 8.4% Allocated Costs 313,491 408,153 380,687 -6.7% Total Operating Expenditures 1,392,338 1,858,588 1,841,717 -0.9%
Surplus (deficit) 310,279 96,139 144,814 50.6%
Watershed Planning, Research & Monitoring
2018 Change YTD 2018 2019 from Total Budget Budget last year Notes Revenues Municipal Levies 696,142 695,408 697,997 0.4% Contracts 229,056 174,875 130,800 -25.2% Uncertainty surrounding available provincial contracts User Fees 40 - - 0.0% All Others incl deferred amounts 19,007 10,941 10,000 -8.6% Total Revenues 944,245 881,224 838,797 -4.8%
Operating Expenditures Wages, Benefits, Per Diems 567,526 715,363 706,348 -1.3% Training 1,308 5,250 5,250 0.0% Services 89,482 23,000 18,000 -21.7% Reduction in services from reduction in grants Computers, Property and Utilities 6,473 10,500 8,500 -19.0% Supplies 13,187 15,001 16,000 6.7% Depreciation Expenses 1,813 2,176 2,176 0.0% Allocated Costs 200,004 265,193 260,748 -1.7% Total Operating Expenditures 879,793 1,036,483 1,017,022 -1.9%
Surplus (deficit) 64,452 (155,259) (178,225) 14.8%
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2019 Draft Budget: Mission Centres November 2018
Conservation Services
Change 2018 YTD 2018 2019 from Total Budget Budget last year Notes Revenues Municipal Levies 614,538 614,538 740,102 17.0% Considerable Targets funding here Contracts 1,047,609 774,040 819,750 5.9% User Fees 129,221 130,000 151,500 16.5% Increasing landowner fees due to tree price increases All Others incl deferred amounts 569,875 794,698 414,744 -47.8% Total Revenues 2,361,243 2,313,276 2,126,096 -8.1%
Operating Expenditures Wages, Benefits, Per Diems 587,309 750,378 795,536 6.0% Training 1,044 1,000 9,000 800.0% New staff training required Services 12,668 62,800 40,700 -35.2% Computers, Property and Utilities 56,530 50,675 187,603 270.2% Supplies 204,693 291,130 423,133 45.3% Flow Through Expenses 25,363 73,500 243,361 231.1% Landowner incentives from Environment & Climate Depreciation Expenses 2,002 2,403 2,403 0.0% Change Canada programs Allocated Costs 350,984 457,906 408,911 -10.7% Total Operating Expenditures 1,240,593 1,689,792 2,110,647 24.9%
Capital Expenditures 10,000 - - 0.0%
Surplus (deficit) 1,110,651 623,484 15,449 -97.5%
Community Partnerships
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 610,200 610,200 660,773 7.7% Contracts 513,494 599,830 264,930 -55.8% Uncertainty on many provincial contracts User Fees 142,111 129,700 145,000 11.8% All Others incl deferred amounts 7,992 8,935 98,500 1002.4% Total Revenues 1,273,797 1,348,665 1,169,203 -13.3%
Operating Expenditures Wages, Benefits, Per Diems 613,251 815,513 692,664 -15.1% Staff hours to be reduced Training 3,342 4,200 4,100 -2.4% Services 19,415 28,250 14,150 -49.9% Fewer and smaller programs undertaken Computers, Property and Utilities 102,898 71,520 47,220 -34.0% Supplies 77,084 111,430 118,120 6.0% Flow Through Expenses 30,783 9,350 31,700 239.0% Depreciation Expenses 1,202 1,442 1,442 0.0% Allocated Costs 304,138 406,691 347,330 -14.6% Total Operating Expenditures 1,152,113 1,448,396 1,256,726 -13.2%
Surplus (deficit) 121,683 (99,731) (87,523) -12.2%
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2019 Draft Budget: Mission Centres November 2018
Service Cost Centres
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 58,034 200,724 204,738 2.0% Contracts 1,374 - 1,500 100.0% Rental revenue for WCC meeting space User Fees 3,668 3,300 3,300 0.0% All Others incl deferred amounts 100,868 122,000 127,100 4.2% Total Revenues 163,944 326,024 336,638 3.3%
Operating Expenditures Wages, Benefits, Per Diems 1,615,093 2,066,300 2,067,331 0.0% Training 19,091 40,900 39,300 -3.9% More accurately reflects actuals Legal, Audit, Insurance 207,110 205,851 205,394 -0.2% Services 39,491 32,250 47,000 45.7% Added investment management fees Computers, Property and Utilities 376,248 444,975 441,000 -0.9% Supplies 153,054 188,500 180,350 -4.3% Depreciation Expenses 395,702 480,543 472,055 -1.8% Allocated Costs (2,542,172) (3,354,951) (3,269,291) -2.6% Total Operating Expenditures 263,618 104,368 183,139 75.5%
Capital Expenditures 147,588 264,500 392,000 48.2%
Desired Transfers to Reserves 52,400 52,400 52,400 0.0%
Surplus (deficit) (299,662) (95,244) (290,901) 205.4% All Units, All Activities
2018 YTD 2018 2019 Change from Total Budget Budget last year Notes Revenues Municipal Levies 5,842,392 7,346,855 7,313,762 -0.5% Government Transfer Payments 351,020 351,020 351,016 -0.0% Assumes MNRF transfer payment continues Contracts 4,526,446 7,724,238 6,813,634 -11.8% Other provincial grants expected to decline User Fees 4,063,171 4,017,859 4,235,499 5.4% All Others incl deferred amounts 1,947,507 3,707,507 1,223,675 -67.0% Less use of reserves planned for 2019 Total Revenues 16,730,536 23,147,479 19,937,586 -13.9%
Operating Expenditures Wages, Benefits, Per Diems 7,937,807 10,058,577 9,915,133 -1.4% Reflects planned staff reductions Training 53,381 114,400 101,350 -11.4% Legal, Audit, Insurance 329,267 400,042 375,294 -6.2% Services 2,872,594 6,991,805 4,119,625 -41.1% All flood control capital contracts are here Computers, Property and Utilities 3,323,949 2,648,877 2,402,082 -9.3% Supplies 658,032 1,275,728 1,269,239 -0.5% Flow Through Expenses 56,146 91,850 283,061 208.2% New landowner incentive programs in 2019 Depreciation Expenses 748,738 828,446 1,029,482 24.3% Allocated Costs - (13,033) 1 -100.0% Total Operating Expenditures 15,979,915 22,396,692 19,495,267 -13.0%
Capital Expenditures 376,717 560,500 542,000 -3.3% These are not flood control related
Desired Transfers to Reserves 52,400 390,407 235,236 -39.7%
Surplus (deficit) 321,505 (200,121) (334,917) 67.4%
26 Page 62 of 177
2019 Draft Flood Control Capital Levy November 2018
The UTRCA operates and manages a number of water and With the plan in place, the UTRCA is able to leverage the municipal erosion control structures on behalf of its member municipalities. contributions to pursue senior government funding support for The operation and maintenance costs for these structures are specific projects. The long term cost projections are also used to apportioned to municipalities on a beneficiary pays basis. The lobby senior levels of government to continue providing major UTRCA also maintains and operates a number of recreation dams capital repair grant programs, such as Ontario’s Water and Erosion on behalf of member municipalities. The benefiting municipality Control Infrastructure program. In 2019, the UTRCA has again for these recreational structures is the municipality within which obtained funding from the National Disaster Mitigation Program they are located. Capital maintenance of all of these structures for Major Capital Maintenance Projects. is funded in the same proportions as operating, as shown in the table below. The amounts for the annual fixed contributions from the affected municipalities have been calculated based on long term flood The UTRCA Board of Directors has approved a 20 Year Capital control capital repair estimates. The 20 Year Capital Maintenance Maintenance Plan for Water and Erosion Control Structures. This Plan includes provisions for reviews and for the adjustment of the long term plan has been developed to coordinate the timing and municipal contributions, depending on updated studies and cost financing of major capital repairs to the water and erosion control estimates. The 2019 Draft Flood Control Capital Levy is described structures. The plan is reviewed and updated annually, to maintain in the following table. a rolling 20 year estimate for planning and financing purposes.
Flood Control Capital Levy Summary Municipality Structure Apportionment 2019 FC Capital Levy Total Wildwood Dam 0.97% Oxford County Pittock Dam 62.07% $125,000 Ingersoll Channel 100.00% Fanshawe Dam 100.00% Wildwood Dam 83.96% City of London Pittock Dam 36.86% $1,486,104 London Dykes & Erosion Control Structures 100.00% Springbank Dam 100.00% St. Marys Floodwall 100.00% Town of St. Marys $102,000 Wildwood Dam 14.10% City of Stratford RT Orr Dam & Channel 100.00% $50,000 Municipality of West Perth Fullarton Dam 100.00% $5,000 Embro Dam 100.00% $1,500 Township of Zorra Harrington Dam 100.00% $5,000 Total Flood Control Capital Levy $1,774,604
2019 Draft Flood Control Capital Levy 27 Page 63 of 177
2019 UTRCA Draft Budget: Municipal Levy November 2018
Current Year Operations Capital Investments 2019 Totals
Dam and Flood Env Total Municipal Operating Control Levy Specific Project Targets Total Municipal Year over Year Capital Total Municipal Year over Year Funding for Year over Year General Levy Flood Control Capital Levy Reserve Levy (see table below for Funding Year 3 Operational Funding Increase Maintenance Capital Funding Increase Operations and Increase details) of 4 Capital 2018 2019 Municipality 2018 2019 2018 2019 2018 2019 2018 2019 2019 2018 2019 $ % 2018 2019 Structure 2018 2019 2018 2019 $ % 2018 2019 $ % CVA CVA Oxford County 16.373 16.551 573,096 590,927 5,305 5,470 194,300 185,042 47,690 772,701 829,129 56,428 7.3% 27,560 28,111 WWD & PTTK Dams 124,407 125,000 151,967 153,111 1,144 0.8% 924,668 982,240 57,572 6.2% London 65.045 64.698 2,276,729 2,309,891 21,075 21,382 854,866 857,719 105,000 105,000 186,415 3,257,670 3,480,407 222,737 6.8% 109,485 111,675 Total Structures1 1,906,526 1,486,104 2,016,011 1,597,779 (418,232) -20.7% 5,273,681 5,078,186 (195,495) -3.7% Lucan/Biddulph 0.309 0.318 10,827 11,350 100 105 2,176 2,018 916 13,103 14,388 1,285 9.8% 521 531 521 531 10 2.0% 13,624 14,920 1,296 9.5% Thames Centre 3.157 3.217 110,499 114,848 1,023 1,063 27,272 25,585 9,269 138,794 150,764 11,970 8.6% 5,314 5,420 5,314 5,420 106 2.0% 144,108 156,185 12,077 8.4% Middlesex Centre 2.287 2.287 80,051 81,637 741 756 16,068 14,501 6,588 96,860 103,483 6,623 6.8% 3,850 3,927 3,850 3,927 77 2.0% 100,710 107,410 6,700 6.7% Stratford 7.322 7.285 256,292 260,097 2,372 2,408 125,219 121,533 20,991 383,883 405,028 21,144 5.5% 12,325 12,572 RT Orr Dam 50,000 12,325 62,572 50,247 407.7% 396,208 467,599 71,391 18.0% Perth East 1.326 1.373 46,402 49,012 430 454 11,861 11,298 3,955 58,693 64,720 6,027 10.3% 2,231 2,276 2,231 2,276 45 2.0% 60,924 66,996 6,072 10.0% West Perth 1.365 1.419 47,769 50,651 442 469 47,956 43,583 4,088 96,167 98,791 2,624 2.7% 2,297 2,343 Fullarton Dam 5,000 2,297 7,343 5,046 219.7% 98,464 106,134 7,670 7.8% St. Marys 1.532 1.509 53,632 53,882 496 499 41,792 27,396 4,348 95,920 86,125 (9,795) -10.2% 2,579 2,631 St. Marys Floodwall 100,000 102,000 102,579 104,631 2,052 2.0% 198,499 190,756 (7,744) -3.9% Perth South 1.087 1.143 38,037 40,812 352 378 7,622 7,229 3,294 46,011 51,712 5,701 12.4% 1,829 1,866 1,829 1,866 37 2.0% 47,840 53,577 5,737 12.0% S Huron/Usborne 0.198 0.200 6,917 7,148 64 66 1,384 1,265 577 8,365 9,056 691 8.3% 333 340 333 340 7 2.0% 8,698 9,396 698 8.0% Zorra 0 - - - 15,000 8,500 - 15,000 8,500 (6,500) -43.3% - Harrington $5,000 Embro $1,500 6,500 - 6,500 6,500 15,000 15,000 - 0.0% SW Oxford - - - 5,610 5,610 - 5,610 5,610 - 0.0% - - - - 5,610 5,610 - 0.0% Total 100 100 3,500,251 3,570,256 32,400 33,048 1,351,126 1,311,279 105,000 105,000 288,130 4,988,777 5,307,713 318,936 6.4% 168,324 171,690 2,130,933 1,774,604 2,299,257 1,946,294 (352,963) -15.4% 7,288,034 7,254,008 (34,026) -0.5%
1Total City of London Structures (Flood Control Capital Levy) Fanshawe Dam 10,000 Wildwood & Pittock Dams 120,000 2019 UTRCA Draft Budget: Dam & Flood Control Levy - Details London Dykes 1,356,104 Total London Structures 1,486,104
Flood Plan & Tech Small 2018 2019 Wildwood Dam Pittock Dam 100% Structures Municipality Forecasting Studies Holdings 2018 2019 CVA CVA $ $ $ % $ % $ Structure $ Oxford County 16.373 16.551 94,896 6,835 1,134 0.97 1,095 62.07 58,582 Ingersoll Channel 22,500 194,300 185,042 London 65.045 64.698 370,940 26,718 4,432 83.91 94,757 36.81 34,741 Total Structures2 326,131 854,866 857,719 Lucan/Biddulph 0.309 0.318 1,823 131 22 0.02 23 0.02 19 2,176 2,018 2Total City of London Structures (Dam & Flood Control Levy) Thames Centre 3.157 3.217 18,443 1,328 220 0.19 215 0.19 179 Dorchester Mill Pond Dam & Dorchester CA Dam ($2,600 ea) 5,200 27,272 25,585 Fanshawe Dam 300,825 Springbank Dam 14,616 Middlesex Centre 2.287 2.287 13,110 944 157 0.14 158 0.14 132 16,068 14,501 London Dykes/Erosion Control 10,690 Stratford 7.322 7.285 41,768 3,009 499 0.44 497 0.44 415 RT Orr Dam & Channel 75,345 125,219 121,533 Total London Structures 326,131 Perth East 1.326 1.373 7,871 567 94 0.08 90 0.08 76 Shakespeare Dam 2,600 11,861 11,298 West Perth 1.365 1.419 8,134 586 97 0.08 90 0.08 76 Mitchell Dam ($32,000) & Fullarton Dam ($2,600) 34,600 47,956 43,583 St. Marys 1.532 1.509 8,653 623 103 14.10 15,923 0.10 94 St. Marys Floodwall 2,000 41,792 27,396 Perth South 1.087 1.143 6,554 472 78 0.06 68 0.06 57 7,622 7,229 South Huron/Usborne 0.198 0.200 1,148 83 14 0.01 11 0.01 9 1,384 1,265 Zorra - Harrington Dam & Embro Dam 8,500 15,000 8,500 South West Oxford - Centreville Dam 5,610 5,610 5,610 Draft Budget Total Member Municipalities 100.00 100.00 573,340 41,296 6,850 100.00 112,927 100.00 94,380 482,486 1,351,126 1,311,279 2019 November 2018 Page 64 of 177
Report No: CP 2018-320 COMMUNITY PLANNING Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director, Community Planning
Application for Draft Plan of Subdivision SB 18-08-1 – Ruth Wagner
RECOMMENDATION
1. That Oxford County Council grant draft approval to a proposed residential plan of subdivision submitted by Ruth Wagner, consisting of 17 lots for single detached dwellings, serviced by municipal water and private individual septic systems, 1 block for stormwater management purposes, as well as an extension of George Street and Hewitt Street, on lands described as Part Lot 24, Concession 10 (Blenheim), Parts 1 – 5, 41R-8008, in the Township of Blandford-Blenheim, subject to the conditions attached as Schedule “A” to this Report being met prior to final approval.
REPORT HIGHLIGHTS
. The purpose of this report is to give consideration to granting draft plan approval for a residential plan of subdivision in the Township of Blandford-Blenheim.
Implementation Points
This application will be implemented in accordance with the relevant objectives, strategic initiatives and policies contained in the Official Plan.
Financial Impact
The approval of this application will have no financial impact beyond what has been approved in the current year’s budget. The Treasurer has reviewed this report and agrees with the financial impact information.
Page 1 of 3
Page 65 of 177
Report No: CP 2018-320 COMMUNITY PLANNING Council Date: November 14, 2018
Risks/Implications
There are no risks or other implications anticipated as a result of this application beyond those that can reasonably be expected for any such proposal with respect to potential appeals to the Local Planning Appeal Tribunal.
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following:
3. ii. A County that Thinks Ahead and Wisely Shapes the Future – Implement development policies, land uses and community planning guidelines that: - Strategically grow our economy and our community - Actively promote the responsible use of land and natural resources by focusing on higher density options before considering settlement boundary expansions - Provides a policy framework which supports community sustainability, health and well- being - Supports healthy communities within the built environment - Supports and protects a vibrant and diversified agricultural industry
DISCUSSION
Background
At the October 24, 2018 meeting of County Council, a public meeting was held pursuant to Section 51(20) of the Planning Act, R.S.O. 1990, as amended, to consider an application for draft approval of a plan of subdivision.
A number of neighbouring property owners attended the above-noted public meeting, raising concerns with respect to drainage on existing residential properties to the north of the proposed development, and the potential implications of the new subdivision on existing drainage in the area.
Planning staff subsequently discussed these concerns with Township staff, who indicated that the noted drainage concerns can be addressed by staff at the request of individual property owners. In addition, as a condition of draft approval, the stormwater management plan for the proposed subdivision will be reviewed by the Township Engineer Consultant, to ensure drainage is properly managed.
Page 2 of 3
Page 66 of 177
Report No: CP 2018-320 COMMUNITY PLANNING Council Date: November 14, 2018
Comments
Township of Blandford-Blenheim Council, at their meeting of October 3, 2018, passed a resolution recommending support of the proposed draft plan of subdivision. County Council is now in a position to give draft plan approval to subdivision File No. SB 18-08-1.
Conclusion
It is the opinion of the Community Planning Office that draft approval of the plan of subdivision, SB 18-08-1, is appropriate from a planning perspective, subject to the imposition of the draft plan conditions attached as Schedule “A”.
SIGNATURES
Original Signed By Gordon K. Hough, RPP Director
Approved for submission:
Original Signed By Peter M. Crockett, P.Eng. Chief Administrative Officer
ATTACHMENTS
Attachment No. 1: Conditions of Draft Approval (SB 18-08-1)
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CP2018-320 - Attachment No. 1 Page 67 of 177
Schedule “A” To Report No. CP2018-320
CONDITIONS OF DRAFT APPROVAL – SB 18-08-1 – Ruth Wagner
1. This approval applies to draft plan of subdivision SB18-08-1, submitted by Ruth Wagner and prepared by IBI Group, as shown on Plate 3 of Report No. CP 2018-303, and comprising Part Lot 24, Concession 10 (Blenheim), Parts 1 – 5, 41R-8008, in the Township of Blandford-Blenheim, showing a total of showing 17 lots for single detached dwellings, serviced by municipal water and private individual septic systems, 1 block for stormwater management purposes, as well as extensions of George Street and Hewitt Street.
2. The Owner agrees in writing to satisfy all requirements, financial and otherwise, of the Township of Blandford-Blenheim regarding the construction of roads, installation of services, including the water, electrical distribution systems, sidewalks and drainage facilities, and other matters pertaining to the development of the subdivision in accordance with the standards of the Township of Blandford-Blenhiem.
3. The Owner shall enter into a subdivision agreement with the Township of Blandford- Blenheim and this agreement shall be registered by the Township against the land to which it applies.
4. If required, the subdivision agreement shall make provision for the dedication of parkland or cash-in lieu thereof in accordance with the relevant provisions of the Planning Act, to the satisfaction of the Township of Blandford-Blenheim.
5. If required, the Owner agrees in writing, to install fencing as may be required by the Township, to the satisfaction of the Township of Blandford-Blenheim.
6. The road allowances included in the draft plan of subdivision shall be dedicated as a public highway, free of all encumbrances and costs, to the satisfaction of the Township of Blandford-Blenheim.
7. The streets included in the draft plan of subdivision shall be named, to the satisfaction of the Township of Blandford-Blenheim.
8. The Owner agrees in writing, to ensure the new local streets on this subdivision plan are connected to George Street and Hewitt Street at no cost to the Township, to the satisfaction of the Township of Blandford-Blenheim.
9. The Owner agrees in writing, that 0.3 metre (1 foot) reserves shall be conveyed to the Township as required, free of all costs and encumbrances, to the satisfaction of the Township of Blandford-Blenheim.
10. Prior to the approval of the final plan by the County, all lots/blocks shall conform to the zoning requirements of the Township’s Zoning By-law. Certification of lot areas, frontages, and depths shall be provided to the Township by an Ontario Land Surveyor retained by the Owner, to the satisfaction of the Township of Blandford-Blenheim.
11. The Owner agrees in writing, to ensure the stormwater management block identified as Blocks 18 on the draft plan, is dedicated to the Township of Blandford-Blenheim, free of all costs and encumbrances, to the satisfaction of the Township of Blandford-Blenheim. Page 68 of 177
12. The subdivision agreement shall contain provisions indicating that the owner shall prepare and submit a detailed storm water management report and sediment erosion control plan, as required, to be reviewed and approved by the Township, and further, the subdivision agreement shall include provisions for the owner to carry out or cause to be carried out any necessary works in accordance with the approved plans an reports, to the satisfaction of the Township of Blandford-Blenheim.
13. Prior to the approval of the final plan by the County, such easements as may be required for utility and drainage purposes shall be granted to the appropriate authority, to the satisfaction of the Township of Blandford-Blenheim and County of Oxford Public Works.
14. Prior to the approval of the final plan by the County, the owner shall receive confirmation from the County of Oxford Public Works Department that there is sufficient capacity in the Village of Bright water system to service the plan of subdivision. Confirmation shall be given in accordance with the “Protocol for Allocation of Water and Sewage Capacity for Development”, to the satisfaction of County of Oxford Public Works.
15. The Owner agrees in writing, to satisfy all the requirements, financial and otherwise, including payment of applicable development charges, of the County of Oxford regarding the installation of the water distribution system, the installation of the sanitary sewer system, and other matters pertaining to the development of the subdivision, to the satisfaction of County of Oxford Public Works.
16. The subdivision agreement shall make provision for the assumption and operation of the water system within the draft plan of subdivision by the County of Oxford, to the satisfaction of County of Oxford Public Works.
17. The Owner agrees in writing, to prepare and submit for approval from County of Oxford Public Works, detailed servicing plans designed in accordance with the County Design Guidelines, to the satisfaction of County of Oxford Public Works.
18. Prior to the approval of the final plan by the County, the Owner shall agree in writing that all phasing of the plan of subdivision will be to the satisfaction of the Township of Blandford- Blenheim and County of Oxford Public Works.
19. Prior to the approval of the final plan by the County, the Owner shall submit an archaeological assessment of the subject property and mitigate, through preservation or resources removal and documentation, adverse impacts to any significant archaeological resources found. No grading or other soil disturbances shall take place on the subject property prior to the issuance of a clearance letter by the Ministry of Culture confirming that all archaeological resource concerns have met licensing and resource conservation requirements.
20. The Owner agrees in writing, to satisfy all the requirements of the appropriate authority regarding the installation of the electrical distribution system and any other matters pertaining to the development of the subdivision. 21. Prior to the approval of the final plan by the County, the Owner shall agree in writing to satisfy the requirements of Canada Post Corporation with respect to advising prospective purchasers of the method of mail delivery; the location of temporary Centralized Mail Box locations during construction; and the provision of public information regarding the proposed locations of permanent Centralized Mail Box locations, to the satisfaction of Canada Post.
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22. Prior to the approval of the final plan by the County, the Owner shall agree in writing, to satisfy the requirements of Union Gas that the owner/developer provide Union Gas Limited with the necessary easements and/or agreements required for the provisions of gas services, to the satisfaction of Union Gas Limited.
23. Prior to the approval of the final plan by the County, the Owner shall submit to the Ministry of Environment and Climate Change (MOECC) a 'Record of Site Condition' as prepared by a qualified professional, and the County shall be in receipt of a Director's Order issued pursuant to the Environmental Protection Act.
24. Prior to the approval of the final plan by the County, the Owner shall provide a list of all conditions of draft approval with a brief statement detailing how each condition has been satisfied, including required supporting documentation from the relevant authority, to the satisfaction of the County of Oxford.
25. Prior to the approval of the final plan by the County, the County of Oxford shall be advised by the Township of Blandford-Blenheim that Conditions 2 to 13 (inclusive) and 18, have been met to the satisfaction of the Township. The clearance letter shall include a brief statement for each condition detailing how each has been satisfied.
26. Prior to the approval of the final plan by the County, the Owner shall secure clearance from the County of Oxford Public Works Department that Conditions 13 to 18 (inclusive), have been met to the satisfaction of County Public Works. The clearance letter shall include a brief statement for each condition detailing how each has been satisfied.
27. Prior to the signing of the final plan by the County of Oxford, we are to be advised by the Ministry of Culture that Condition 19 has been met to their satisfaction. The clearance letter shall contain a brief statement detailing how the condition has been satisfied.
28. Prior to the signing of the final plan by the County of Oxford, we are to be advised by the Hydro One that Condition 20 has been met to their satisfaction. The clearance letter shall contain a brief statement detailing how the condition has been satisfied.
29. Prior to the approval of the final plan by the County, the County of Oxford shall be advised by Canada Post Corporation that Condition 21 has been met to the satisfaction of Canada Post. The clearance letter shall include a brief statement detailing how this condition has been satisfied.
30. Prior to the approval of the final plan by the County, the County of Oxford shall be advised by Union Gas that Condition 22 has been met to the satisfaction of Union Gas. The clearance letter shall include a brief statement detailing how this condition has been satisfied.
31. This plan of subdivision shall be registered on or before November 14, 2021 after which time this draft approval shall lapse unless an extension is authorized by the County of Oxford. Page 70 of 177
Report No: CP 2018-324 COMMUNITY PLANNING Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director, Community Planning
Application for Draft Plan of Subdivision SB18-07-3 - Norwich Pines Inc.
RECOMMENDATION
1. That Oxford County Council grant approval to a proposed plan of subdivision, File No. SB18-07-3, submitted by Norwich Pines, shown as Plate 3 of Report No. CP 2018-302, comprised of land described as Part Lot 537, Plan 745 (Norwich), Part of PART 1, Plan 41R-5014, Township of Norwich, subject to the conditions attached as Schedule “A” to this Report being met prior to final approval.
REPORT HIGHLIGHTS
. The purpose of this report is to consider a draft plan approval of a residential plan of subdivision, proposing the creation of 16 lots for semi-detached dwellings and the extension of Lossing Drive, in the Village of Norwich.
Implementation Points
This application will be implemented in accordance with the relevant objectives, strategic initiatives and policies contained in the Official Plan.
Financial Impact
The approval of this application will have no financial impact beyond what has been approved in the current year’s budget. The Treasurer has reviewed this report and agrees with the financial impact information.
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Report No: CP 2018-324 COMMUNITY PLANNING Council Date: November 14, 2018
Risks/Implications
There are no risks or other implications anticipated as a result of this application beyond those that can reasonably be expected for any such proposal with respect to potential appeals to the Local Planning Appeal Tribunal.
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following:
3. ii. A County that Thinks Ahead and Wisely Shapes the Future – Implement development policies, land uses and community planning guidelines that: - Strategically grow our economy and our community - Actively promote the responsible use of land and natural resources by focusing on higher density options before considering settlement boundary expansions - Provides a policy framework which supports community sustainability, health and well- being - Supports healthy communities within the built environment - Supports and protects a vibrant and diversified agricultural industry
DISCUSSION
Background
At the October 24, 2018 meeting of County Council, a public meeting was held pursuant to Section 51(20) of the Planning Act, R.S.O. 1990, as amended, to consider an application for draft approval of a residential plan of subdivision. No concerns were raised at the public meeting.
Comments
Township of Norwich Council, at their regular meeting of September 25, 2018, passed a resolution recommending that draft plan approval be given by the County. County Council is now in a position to give draft plan approval to subdivision File No. SB18-07-3.
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Report No: CP 2018-324 COMMUNITY PLANNING Council Date: November 14, 2018
Conclusion
It is the opinion of the Community Planning Office that draft approval of the residential plan of subdivision, SB18-07-3, is appropriate from a planning perspective, subject to the draft plan conditions attached as Schedule “A”.
SIGNATURES
Original Signed By
Gordon K. Hough, RPP Director
Approved for submission:
Original Signed By
Peter M. Crockett, P.Eng. Chief Administrative Officer
ATTACHMENT
Attachment No. 1: Conditions of Draft Approval (SB18-07-3)
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Schedule “A” To Report No. CP 2018-324
CONDITIONS OF DRAFT APPROVAL – SB18-07-3 – NORWICH PINES INC.
1. This approval applies to the draft plan of subdivision, submitted by Norwich Pines (File SB 18-07-3) as prepared by NA Geomatics Inc. (dated March 23, 2018), as shown on Plate 3 of Report No. 2018-302, comprised of land described as Part Lot 537, Judge’s Plan 745 (Norwich), Part of PART 1, 41R-5014, Township of Norwich, and showing 16 lots for semi-detached dwellings, served by an extension of Lossing Drive.
2. The owner agrees in writing to satisfy all requirements, financial and otherwise, of the Township of Norwich regarding the construction of roads, installation of services, including the water, electrical distribution systems, sidewalks and drainage facilities, and other matters pertaining to the development of the subdivision in accordance with the standards of the Township of Norwich.
3. The subdivision agreement shall be registered by the Township of Norwich against the lands to which it applies.
4. Prior to final approval by the County of Oxford, such easements as may be required for utility or drainage purposes outside of the public right-of-way shall be granted to the appropriate authority.
5. The road allowance included in the draft plan of subdivision shall be dedicated as a public highway.
6. The subdivision agreement shall include necessary provisions to ensure the new local street on this subdivision plan is connected to Poldon Drive and Lossing Drive at no cost to the Township of Norwich.
7. Prior to the final approval by the County of Oxford, all lots/blocks shall conform to the zoning requirements of the Township of Norwich Zoning By-Law. Certification of lot areas, lot frontages, and lot depths shall be obtained from an Ontario Land Surveyor retained by the developer.
8. The owner agrees in writing to satisfy all the requirements of the appropriate authority regarding the installation of the electrical distribution system and any other matters pertaining to the development of the subdivision.
9. Prior to final approval, the owner agrees in writing to satisfy all requirements of Union Gas Limited regarding necessary easements and/or agreements for the provision of gas services and any other matters pertaining to the development of the subdivision.
10. Prior to final approval by the County of Oxford, the owner agrees in writing to satisfy the requirements of Canada Post Corporation with respect to advising prospective purchasers of the method of mail delivery, the location of temporary Centralized Mail Box locations during construction and, the provision of public information regarding the proposed locations of permanent Centralized Mail Box locations. Page 74 of 177
11. Prior to the final approval by the County of Oxford, the owner shall receive confirmation from the County of Oxford Public Works Department that there is sufficient capacity in the Norwich water and sanitary system to service the plan of subdivision.
12. The owner agrees in writing to satisfy all the requirements, financial and otherwise, including payment of applicable development charges, of the County of Oxford regarding the installation of water and wastewater distribution systems, and other matters pertaining to the development of the subdivision.
13. The subdivision agreement shall make provision for the assumption and operation, by the County of Oxford, of the water and wastewater distribution systems within the draft plan, subject to the approval of the County of Oxford Department of Public Works.
14. Prior to final approval by the County a final storm water management plan and a grading plan be prepared and submitted by the owner for the review and approval by the Township of Norwich and the County of Oxford, and further, the subdivision agreement shall include provisions for the owner to carry out, or cause to be carried out, any necessary works in accordance with the approved plans and reports.
15. The subdivision agreement shall contain provisions relating to the abandonment of the Lossing Drain and the revision of the Lossing Drain Engineers Report to reflect any necessary changes to the Drain, to the satisfaction of the Township of Norwich.
16. If required, the subdivision agreement shall include provisions that require the owner to establish sidewalks along Lossing Drive, at no cost to the Township of Norwich to the satisfaction of the Township of Norwich.
17. The Township of Norwich may accept cash-in-lieu of 5% parkland under the provisions of the Planning Act, R.S.O. 1990, as amended, and the Township of Norwich is hereby authorized to do so.
18. Prior to approval of the final plan by the County of Oxford, the owner shall provide a list of all conditions of draft approval with a brief statement detailing how each condition has been satisfied, including required supporting documentation from the relevant authority.
19. Prior to the approval of the final plan by the County of Oxford, the owner shall satisfy Conditions Number 7 & 18 to the satisfaction of the County of Oxford.
20. Prior to the approval of the final plan by the County of Oxford, the owner shall provide to the County clearance from the Erie Thames Powerlines Corporation that Condition Number 8 has been met to their satisfaction. The clearance letter shall include a brief statement detailing how the condition has been satisfied.
21. Prior to the approval of the final plan by the County of Oxford, the owner shall provide to the County clearance from Union Gas Limited that Condition Number 9 has been met to their satisfaction. The clearance letter shall include a brief statement detailing how the condition has been satisfied.
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22. Prior to the approval of the final plan by the County of Oxford, the owner shall provide clearance to the County from Canada Post Corporation that Condition Number 10 has been met to their satisfaction. The clearance letter shall include a brief statement detailing how the condition has been satisfied.
23. Prior to the approval of the final plan by the County of Oxford, the owner shall provide clearance to the County from the Township of Norwich that Conditions 2 to 6 and 14 to 17 have been met to their satisfaction. The clearance letter shall include a brief statement for each condition detailing how each has been satisfied.
24. Prior to the approval of the final plan by the County of Oxford, the owner shall secure clearance from the County of Oxford Public Works Department that Conditions 11 to 13 have been met to their satisfaction. The clearance letter shall include a brief statement for each condition detailing how each has been satisfied.
25. This plan of subdivision shall be registered on or before November 14, 2021 after which time this draft approval shall lapse unless an extension is authorized by the County of Oxford.
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Report No: HR 2018-06 HUMAN RESOURCES Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director of Human Resources
Psychological Health and Safety in the Workplace – Policy and Handbook
RECOMMENDATION
1. That the Psychological Health & Safety in the Workplace Policy 7.29 be approved as presented in Attachment No. 1 to Report No. HR 2018-06 entitled “Psychological Health & Safety in the Workplace”, effective November 14, 2018.
REPORT HIGHLIGHTS
. Presents the proposed new Psychological Health & Safety in the Workplace policy (Attachment No. 1), which outlines the commitment Oxford County is making to enhance its current occupational health and safety program by making it more comprehensive with the inclusion of workplace mental health protection.
. Presents the County’s new Workplace Mental Health & Wellbeing Handbook (Attachment No. 2) which organizes and provides a framework for the various policies, programs and resources that Oxford County already makes available and that employees have access to in the pursuit of positive mental wellbeing. The handbook also outlines several external resources and tools, including self-help tools that are intended to provide additional information to employees requiring mental health related assistance.
Implementation Points
Human Resources will be working with Strategic Communication and Engagement to develop an effective communication strategy so that all employees are aware of the policies, programs and resources that make up Oxford County’s psychological health and safety in the workplace framework.
Starting in 2017, Oxford County began offering Mental Health First Aid (MHFA) training developed by the Mental Health Commission of Canada to employees. This training is now routinely part of the Oxford Grows learning and development program for employees to attend voluntarily if interested. Some County departments have also provided sector-specific MHFA training to their staff to address operational needs and to improve service delivery.
Starting in 2019 pending budget approval, Oxford County intends to begin training all of the senior and extended management teams on how to best manage mental health issues within the
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Report No: HR 2018-06 HUMAN RESOURCES Council Date: November 14, 2018 workplace. The goal will be to train all management and supervisory staff within the next 24 months.
Financial Impact
The proposed policy and handbook establishes a commitment by the employer in the protection of psychological health and safety and outlines the various programs and resources that we currently provide to employees. The only expected cost as a result of this initiative would relate to management training that is estimated to cost $2550 (2019) and $2750 (2020), and will be included for consideration in the draft 2019 budget.
The Treasurer has reviewed this report and agrees with the financial impact information.
Risks/Implications
Addressing workplace mental health issues is likely to garnish organizational benefits and savings longer term in relation to potential improvements to employee absenteeism, productivity, extended health care costs and other indirect expenditures.
Failure to address workplace mental health issues and to protect psychological health and safety opens up employers to potential litigation, compensation and discrimination claims. Psychological health and safety and the protection of disabilities (including mental health disabilities) is a focus of human rights and workplace health and safety regimes including the Workplace Safety & Insurance Board that has expanded the coverage of workplace injury compensation to include mental health related claims under several recent policies and statutory amendments including the following:
. Policy 15-03-02 - Traumatic Mental Stress . Policy 15-03-13 - Posttraumatic Stress Disorder in First Responders and Other Designated Workers . Policy 15-03-14 – Chronic Mental Stress
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
6. A County that employs people who make a positive difference - Attract, retain and develop the highest quality staff through: - Management and organizational excellence - Open communications, dialogue and understanding - Vibrant and challenging career opportunities - Progressive policies and practices
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Report No: HR 2018-06 HUMAN RESOURCES Council Date: November 14, 2018
DISCUSSION
Background
One of the objectives included in the 2018 Human Resources business plan was completing a review of the National Standard for Psychological Health and Safety in the Workplace. The refreshed 2018 – 2020 Our People, Our Strength Plan also cited the implementation of a psychological health and safety in the workplace framework as a key action item.
Comments
Mental health is an issue that impacts every workplace in Canada. One in five Canadians will experience a mental health issue in any given year. This becomes more prevalent as the workforce ages and by the time a Canadian reaches 40 years of age, one in two are experiencing or have experienced a mental health illness or problem such as depression. 1
This is a growing concern for employers since mental and behavioural health issues are the main cause of short and long-term disability leaves from work in Canada accounting for approximately 30% of all claims. Mental health illnesses contribute to disability in the workplace directly in two ways: “absenteeism” meaning the employee is physically absent from work and “presenteeism” where the employee is physically at work but have low performance and productivity while at work. The cost to the Canadian economy is estimated to be at least 50 billion dollars when considering health care costs, lost work time, lost productivity and work disruptions. 2
Workplaces have traditionally looked at workplace health and safety from strictly an occupational health and safety perspective. Protecting employees from physical injuries and occupational diseases has always been the principle focus but to have a complete and more comprehensive approach, workplaces should also consider measures that may impact the mental health of its employees. The workplace can contribute significantly to a person’s mental health, both positively and negatively.
There is strong evidence that certain features of the workplace can affect employees' mental and physical health. These factors include demoralization, depressed mood, anxiety, and burnout to name a few. These factors increase the likelihood that an individual will experience increased stress, which in turn increases the likelihood of developing or worsening a mental health disorder. Mental distress that has not reached the level of a diagnosable mental disorder can still be a source of considerable suffering. It is possible that workplace factors may increase the likelihood of the occurrence of a mental disorder or impede the effective treatment and rehabilitation. On the other hand, a supportive work environment can reduce the onset, severity, impact and duration of a mental health disorder.
1 Statistical Source: Investing in Healthy Minds @ Work, Workplace Safety & Prevention Services (WSPS) 2 Statistical Source: Making the Case for Investing in Mental Health in Canada, Mental Health Commission of Canada and the Canadian Mental Health Association
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Report No: HR 2018-06 HUMAN RESOURCES Council Date: November 14, 2018
Time spent at work accounts for a large amount of time in workers lives, approximately 60% of their waking hours. Therefore it makes good business sense to create a workplace that is both physically and mentally safe. While health is primarily a personal responsibility, the workplace can play a role in assisting workers manage personal health – both physically and mentally. Workplace factors have the ability to contribute to employees’ struggles as well as be part of the solution including a source of support, safety and balance.
Psychological Health and Safety in the Workplace Policy The proposed policy is outlined in Attachment No. 1, and outlines our commitment to maintaining a psychologically safe workplace. A preventative approach to addressing mental health issues in the workplace is becoming increasingly important. The impact of mental health issues in the workplace has serious consequences not just for the affected employees but also the productivity and liability of the organization. The proposed policy and associated framework outlined in the handbook provides an important step in the evolution of Oxford County’s occupational health and safety program and demonstrates the employer’s continued commitment to providing a psychologically healthy and safe workplace. The primary objectives for a psychological health and safety program include:
. Raise awareness of mental health issues amongst staff
. Reduce stigma associated with mental health conditions
. Connect employees experiencing a mental health challenge with appropriate assistance
. Reduce psychological hazards
. Reduce organizational loss of productivity, absenteeism, presenteeism, disability and health claims associated with mental health issues. Workplace Mental Health and Well-being Handbook A comprehensive handbook that provides a framework for the various policies, programs and resources offered by Oxford County that contribute to positive workplace mental health has been developed, and is outlined in Attachment No. 2. The handbook has been organized in accordance with the thirteen (13) risk factors of psychological health and safety in the workplace as outlined in the National Standard of Canada for Psychological Health & Safety in the Workplace. The thirteen (13) risk factors are:
Psychological support Recognition and reward Organizational culture Involvement and influence Clear leadership & expectations Workload management Civility and respect Engagement Psychological competencies and requirements Balance Growth and development Psychological protection Protection of physical safety
The handbook also outlines several external resources and tools, including self-help tools that are intended to provide additional information to employees requiring mental health related assistance. Like all programs, these policies, programs and resources will evolve over time while striving for improvement and meeting organizational demands and limitations.
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Report No: HR 2018-06 HUMAN RESOURCES Council Date: November 14, 2018
Conclusions
Oxford County recognizes the importance of a psychological healthy and safe workplace and promotes a positive working environment where management and employees collaborate to promote the physical and mental health of all employees and takes action to prevent psychological harm through policies, programs and resources.
SIGNATURE
Report Author:
Original signed by:
Greg Robertson Coordinator of Health & Safety
Departmental Approval:
Original signed by:
Amy Smith Director of Human Resources
Approved for submission:
Original signed by:
Peter M. Crockett, P. Eng. Chief Administrative Officer
ATTACHMENTS Attachment 1 - Psychological Health & Safety in the Workplace Policy Attachment 2 - Workplace Mental Health & Wellbeing Handbook
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GENERAL POLICY MANUAL
SECTION: Health and Safety APPROVED BY: County Council
NUMBER: 7.29 SIGNATURE:
PAGE: 1 of 3 DATE: November 14, 2018
REFERENCE POLICY: 5.06, 7.04 REVISED:
Psychological Health & Safety in the Workplace
POLICY
The County of Oxford recognizes the importance of a psychologically healthy and safe workplace and promotes a positive working environment where management and employees collaborate to promote the physical and mental health of all employees and takes actions to prevent psychological harm through policies, programs and resources.
COMMITMENT
The County of Oxford is committed to providing a psychologically healthy and safe workplace. The importance of protecting employee’s from physical hazards like toxic chemicals, noise and electrical shock to name just a few hazards is well entrenched in occupational health & safety programs. An evolution in the protection of workers includes addressing employee’s psychological / mental health in the workplace. Identifying and reducing the workplace risks of psychological injury or illness and supporting mental wellness can benefit the organization significantly by reducing escalating costs associated with increased benefits utilization, disability claims, lost productivity, absenteeism, employee turn-over while also improving overall employee morale and engagement, customer and client relations and organizational reputation. Greater psychological health & safety and mental wellness contributes to healthier, engaged and productive employees and ultimately a more effective and sustainable organization.
DEFINITIONS
psychologically a workplace that promotes workers’ psychological well-being and healthy and safe actively works to prevent harm to worker psychological health, workplace including negligent, reckless or intentional ways.
psychological / a state of well-being in which the individual realizes his or her own mental health abilities, can cope with the normal stresses of life, can work proactively, and is able to make contributions to his or her workplace and community.
psychological the absence of harm and/or threat of harm to mental well-being that a safety worker may experience.
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GENERAL POLICY MANUAL
SECTION: Health and Safety APPROVED BY: County Council
NUMBER: 7.29 SIGNATURE:
PAGE: 2 of 3 DATE: November 14, 2018
REFERENCE POLICY: 5.06, 7.04 REVISED:
PSYCHOLOGICAL FACTORS
The National Standard of Canada for Psychological Health and Safety in the Workplace developed by the Canadian Standards Association (CSA) is a set of voluntary guidelines, tools and resources intended to guide organizations in promoting mental health and preventing psychological harm at work. The standard provides a comprehensive framework to help organizations of all types guide their current and future efforts in a way that supports the psychological health of employees and the overall well-being of the organization. Thirteen psychological factors provide a framework that the County of Oxford utilizes to help guide and stimulate a sustainable, healthy and safe workplace. The thirteen (13) psychological factors are:
1) Psychological Support 2) Organizational Culture 3) Clear Leadership & Expectations 4) Civility & Respect 5) Psychological Competencies & Requirements 6) Growth & Development 7) Recognition & Reward 8) Involvement & Influence 9) Workload Management 10) Engagement 11) Balance 12) Psychological Protection 13) Protection of Physical Safety
Refer to the County of Oxford’s Workplace Mental Health & Well-being Policies, Programs and Resources Handbook which outlines the County’s programs and services organized within the framework of the thirteen (13) psychological factors outlined in the National Standard.
RESPONSIBILITIES
1.0 Responsibilities of Employer and Supervisors 1.1 Communicate this policy and handbook to all workplace parties including management, supervisors and workers and ensure it is accessible for reference. 1.2 Identify particular issues or areas of greatest relevance to the mental health and psychological safety for employees within each department and/or division. Consult with the applicable Joint Health & Safety Committees or Wellness Committee as applicable when assessing and determining improvements. Page 83 of 177
GENERAL POLICY MANUAL
SECTION: Health and Safety APPROVED BY: County Council
NUMBER: 7.29 SIGNATURE:
PAGE: 3 of 3 DATE: November 14, 2018
REFERENCE POLICY: 5.06, 7.04 REVISED:
1.3 Provide reasonable availability and time for employees to attend information sessions, programs and training offered by the employer on topics related to psychological health & safety and wellness. 1.4 Supervisors shall ensure employees who are experiencing personal difficulties and/or stress are made aware of and support them to attend the County of Oxford’s Employee & Family Assistance Program (EFAP) and/or other professional assistance. 1.5 Supervisors shall ensure all psychologically traumatic workplace related incidents are reported as per Workplace Incident, Injury & Illness Reporting Policy 7.04. 1.6 Supervisors shall investigate and identify opportunities for improvement and implement corrective actions and/or changes following psychologically traumatic workplace related incidents where appropriate. 1.7 Supervisors shall ensure employees who are exposed to a psychologically traumatic workplace related incident are provided an opportunity to debrief and are made aware of and encouraged to attend the County’s Employee & Family Assistance Program (EFAP) and/or other professional assistance, if appropriate.
2.0 Responsibilities of Employees 2.1 Do not engage in any behaviours that would constitute psychological harm and/or threat of harm to the mental well-being of employees, clients or members of the public including bullying, harassment or aggressive physical actions. 2.2 Participate and provide input in regards to the development of policies, promotion programs and services related to psychological health & safety and mental wellness 2.3 Take advantage of and attend information sessions, programs and training offered by the employer on topics related to psychological health & safety and wellness. 2.4 Report all psychologically traumatic workplace related incidents as per Workplace Incident, Injury & Illness Reporting Policy 7.04. 2.5 Report acts of discrimination or harassment in a timely manner to an appropriate person such as the supervisor, Department Head or Director of Human Resources and comply with the requirements of Harassment and Discrimination in the Workplace Policy 5.06. 2.6 Seek support and assistance from the County of Oxford’s Employee & Family Assistance Program (EFAP) and/or other appropriate support services when experiencing stress, personal difficulties or when confronted with traumatic events. Page 84 of 177
20182018 POLICIES,POLICIES, PROGRAMSPROGRAMS ANDAND RESOURCESRESOURCES Page 85 of 177
CONTENTS
Introduction 3
The 13 psychological factors 4 - 17 1. Psychological support 4 2. Organizational culture 5 3. Clear leadership & expectations 6 4. Civility & respect 7 5. Psychological competencies & requirements 8 6. Growth & development 9 7. Recognition & reward 10 8. Involvement & influence 11 9. Workload management 12 10. Engagement 13 11. Balance 14 - 15 12. Psychological protection 16 13. Protection of physical safety 17
Dealing with stress in the workplace 18
Resources to assist co-workers 19
Additional resources and tools 20 - 24
CCOHS: Mental health in the Canadian workplace 25
This document provides numerous online resources and links. It is recommended employees access an electronic version of the document so as to have full access to the resources and tools available.
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INTRODUCTION
Oxford County recognizes the importance of a psychological healthy and safe workplace and promotes a positive working environment where management and employees collaborate to promote the physical and mental health of all employees and takes action to prevent psychological harm through policies, programs and resources.
The following corporate policies, programs and resources contribute to positive workplace mental health and well-being, healthier lifestyles and workplace culture. The programs have been organized in accordance with the thirteen (13) factors of psychological health & safety in the workplace as outlined in the National Standard of Canada for Psychological Health and Safety in the Workplace. Like all programs, these policies, programs and resources will evolve and change over time while striving for improvement and meeting organizational demands and limitations.
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THE 13 PSYCHOLOGICAL FACTORS
1. Psychological support
What is it? A workplace where co-workers and supervisors are supportive of employees’ psychological and mental health concerns and respond appropriately as needed.
Why is it important? Employees that feel they have psychological support have greater job attachment, commitment, job satisfaction, involvement, positive work moods, desire to remain with the organization, organizational citizenship behaviours (behaviours of personal choice that benefit the organization) and job performance.
Policies, Programs and Services • Psychological Health & Safety in the Workplace (Policy 7.29) • Mental Health First Aid Training (Canadian Mental Health Commission) • Oxford County Paramedic Services Mental Health / Peer Support Team • Employee & Family Assistance Program (Homewood Health) • Life Lines Employee Health Newsletters (Homewood Health) • Oxford County Wellness Fairs • Benefit coverage for psychologist and psychiatrist care
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THE 13 PSYCHOLOGICAL FACTORS
2. Organizational culture
What is it? A workplace characterized by trust, honesty and fairness. Organizational culture, in general, mean the group of individuals share a mix of values, beliefs and expectations that group members hold in common and that they use as cues to what is considered acceptable behaviour and appropriate ways to solve problems.
Why is it important? Organizational trust is essential for any positive and productive social processes within any workplace. Trust is a predictor of cooperative behaviour, organizational citizenship behaviours (behaviours of personal choice that benefit the organization), organizational commitment, and employee loyalty. An organization that has a health-focused culture enhances employee well-being, job satisfaction and organizational commitment, which helps to retain and attract employees. A work culture with social support also enhances employee well-being by providing a positive environment for employees who may be experiencing psychological conditions such as depression and anxiety.
Culture sets the tone for an organization - a negative culture can undermine the effectiveness of the best programs, policies and services intended to support the workforce.
Policies, Programs and Sevices • Employee Code of Conduct (Policy 5.02) • Harassment & Discrimination Prevention Program (Policy 5.02) • Oxford Grows Learning & Development opportunities
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THE 13 PSYCHOLOGICAL FACTORS
3. Clear leadership & expectations
What is it? A workplace where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization and whether there are impending changes.
Why is it important? Effective leadership increases employee morale, resiliency and trust, and decreases employee frustration and conflict. Good leadership results in employees with higher job well-being, reduced sick leave and disability claims. Leaders who demonstrate a commitment to maintaining his or her own physical and psychological health can influence the health of employees as well as the health of the organization as a whole.
Leaders who are more instrumental in their approach (focusing on producing outcomes with little attention paid to the big picture, the psychosocial dynamics within the organization, and the individual employees) are more likely to hear staff health complaints. Similarly, leaders who do not demonstrate visible concern for their own physical and psychological health set a negative example for their staff and can undermine the legitimacy of any organizational program, policy and/or service intended to support employees.
Policies, Programs and Sevices
• CAO/Senior Management Town Halls • Extended Management Team Workshops • Oxford County Competency Framework • Succession Planning and Leadership Development Program • Performance Management Program (Policy 5.08)
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THE 13 PSYCHOLOGICAL FACTORS
4. Civility & respect
What is it? A workplace where employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public. Civility and respect are based on showing esteem, care and consideration for others, and acknowledging their dignity.
Why is it important? A civil and respectful workplace is related to greater job satisfaction, greater perceptions of fairness, a more positive attitude, improved morale, better teamwork, greater interest in personal development, engagement in problem resolution, enhanced supervisor-staff relationships, and reduction in sick leave and turnover. Organizations characterized by civility and respect create a positive atmosphere marked by high spirits and work satisfaction. This civility allows people to enjoy the environment, whether they are staff, clients or customers.
Policies, Programs and Sevices • Oxford County Service Excellence Standards • Employee Code of Conduct (Policy 5.02) • Harassment & Discrimination Prevention Program (Policy 5.02) • Discipline Guidelines (Policy 5.09) • Web, Intranet and Social Media Management (Policy 8.05)
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5. Psychological competencies & requirements
What is it? A workplace where there is a good fit between employees’ interpersonal and emotional competencies, their job skills and the position they hold. A good fit means that the employees possess the technical skills and knowledge for a particular position as well as the psychological skills and emotional intelligence (self-awareness, impulse control, persistence, self-motivation, empathy and social deftness) to do the job.
Why is it important? A good job fit is associated with: • fewer health complaints • enhanced performance • lower levels of depression • job satisfaction • greater self-esteem • employee retention • a more positive self-concept
Policies, Programs and Sevices • Oxford County Competency Framework • Oxford County recruitment process (Policy 5.03) • Performance Management Program (Policy 5.08) • Job Profiles
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6. Growth & development
What is it? A workplace where employees receive encouragement and support in the development of their interpersonal, emotional and job skills. This type of workplace provides a range of internal and external opportunities for employees to build their repertoire of competencies. It helps employees with their current jobs as well as prepares them for possible future opportunities.
Why is it important? Employee development increases goal commitment, organizational commitment and job satisfaction. Employees feel that organizations care when the organization supports growth and development. Skill acquisition and career development directly enhance employee well-being. It is best to ensure that opportunities go beyond learning specific technical skills, and also include opportunities to learn personal and interpersonal skills that are critical to successfully caring for oneself and relating to others.
Policies, Programs and Sevices • Oxford Grows Learning & Development opportunities • Departmental training opportunities and professional development • Life Lines Employee Health Newsletters (Homewood Health) • Future Ready Leadership Program
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THE 13 PSYCHOLOGICAL FACTORS
7. Recognition & reward
What is it? A workplace where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner. This element includes appropriate and regular financial compensation as well as employee or team celebrations, recognition of years served, demonstrating/acting according to organizational values, and/or milestones reached.
Why is it important? Recognition and reward: • motivates employees • encourages employees to • fuels the desire to excel exceed expectations • builds self-esteem • enhances team success Employees receiving appropriate recognition and reward have more energy and enthusiasm, a greater sense of pride and participation in their work, and are more likely to treat colleagues and customers with courtesy, respect and understanding.
Policies, Programs and Sevices • Awards of Excellence (ACE) Employee Recognition Program • Long Service Awards (Policy 5.16) • Employee Retirement and Resignation Gift Program (Policy 5.36)
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THE 13 PSYCHOLOGICAL FACTORS
8. Involvement & influence
What is it? A workplace where employees are included in discussions about how their work is done and how important decisions are made. Opportunities for involvement can relate to an employee’s specific job, the activities of a team or department, or issues involving the organization as a whole.
Why is it important? When employees feel they have meaningful input into their work they are more likely to be engaged, to have higher morale, and to take pride in their organization. This feeling, in turn, increases the willingness to make extra effort when required. Job involvement is associated with increased psychological well-being, enhanced innovation, and organizational commitment.
Policies, Programs and Sevices • CAO/Senior Management Town Halls • Labour / Management meetings and collective bargaining process • Joint Health & Safety Committees • Departmental staff meetings • Employee engagement surveys • Cross-departmental teams established to advance strategic plan/goals
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9. Workload management
What is it? A workplace where tasks and responsibilities can be accomplished successfully within the time available. A large workload is often described by employees as being the biggest workplace stressor (i.e., having too much to do and not enough time to do it). It is not only the amount of work that makes a difference but also the extent to which employees have the resources to do the work well.
Why is it important? Most employees willingly work hard and feel a good day’s work is fulfilling and rewarding. Workload management is important because there is a unique relationship between job demands, intellectual demands and job satisfaction. Job demands reduce job satisfaction, while intellectual demands or decision-making latitude will increase job satisfaction. Even when there are high demands, if employees also have high decision-making ability they are more likely to thrive. Having high decision-making latitude also allows for positive coping behaviours to be learned and experienced. Excessive workload is one of the main reasons employees are negative about their jobs and their employers.
Policies, Programs and Sevices • Performance Management Program (Policy 5.08)
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10. Engagement
What is it? Employees enjoy and feel connected to their work and where they feel motivated to do their job well. Employee engagement can be physical (energy exerted), emotional (positive job outlook and passionate about their work) or cognitive (devote more attention to their work and are absorbed in their job). Engaged employees feel connected to their work because they can relate to and are committed to the overall success and mission of their organization. Engagement is similar to, but should not be mistaken for job satisfaction, job involvement, organizational commitment, psychological empowerment, and intrinsic motivation.
Why is it important? Engagement is important for individual satisfaction and psychological health and leads to: • increased outcomes for the organization • greater motivation • greater customer satisfaction • increased organizational citizenship • enhanced task performance behaviours (behaviours of personal • greater morale choice that benefit the organization)
Policies, Programs and Sevices • CAO/Senior Management Town Halls • Employee engagement surveys • Connectons This Week newsletters • Fundraising Campaigns • Oxford County intranet announcements
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11. Balance
What is it? Present in a workplace where there is recognition of the need for balance between the demands of work, family and personal life. This factor reflects the fact that everyone has multiple roles employees, parents, partners, etc. These multiple roles can be enriching and allow for fulfillment of individual strengths and responsibilities, but conflicting responsibilities can lead to role conflict or overload. Greater workplace flexibility enables employees to minimize work-life conflict by allowing them to accomplish the tasks necessary in their daily lives.
Work-life balance is a state of well-being that allows a person to effectively manage multiple responsibilities at work, at home and in their community. Work-life balance is different for everyone and it supports physical, emotional, family and community health and does so without grief, stress or negative impact.
Why is it important? Recognizing the need for work-life balance: • makes employees feel valued and happier both at work and at home • reduces stress and the possibility that home issues will spill over into work, or vice versa • allows staff to maintain their concentration, confidence, responsibility, and sense of control at work • results in enhanced employee well-being, commitment, job satisfaction, organizational citizenship behaviours (behaviours of personal choice that benefit the organization), job performance and reduced stress
Not all employees will have the same work-life balance issues. Age, cultural, gender, family and marital status, care-giver demands, socioeconomic status and many other factors affect an employee’s work-life balance.
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THE 13 PSYCHOLOGICAL FACTORS
11. Balance
Policies, Programs and Sevices • Flexible Work Arrangements Program (Policy 5.40) • Leave of absences including Personal Emergency, Pregnancy and Parental, Family Caregiver, Family Medical, Critical Illness, Domestic and Sexual Violence Leave and other leaves (Policy 5.22) • Paid vacation and holidays (Policy 5.15) • Employee & Family Assistance Program (Homewood Health) • Life Lines Employee Health newsletters (Homewood Health)
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12. Psychological protection
What is it? Workplace psychological safety is demonstrated when employees feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves or their career. A psychologically safe and healthy workplace actively promotes emotional well-being among employees while taking all reasonable steps to minimize threats to employee mental health.
Why is it important? When employees are psychologically protected they demonstrate greater job satisfaction, enhanced team learning behaviour and improved performance. Employees are more likely to speak up and become involved. They show increased morale and engagement and are less likely to experience stress-related illness. Psychologically protected workplaces also experience fewer grievances, conflicts and liability risks.
Policies, Programs and Sevices • Employee Code of Conduct (Policy 5.02) • Harassment & Discrimination Prevention Program (Policy 5.02) • Workplace Violence Prevention Program (Policy 7.10)
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13. Protection of physical safety
What is it? This factor includes the work environment itself. Steps can be taken by management to protect the physical safety of employees. Examples include policies, training, appropriate response to incidents or situations identified as risks, and a demonstrated concern for employees’ physical safety.
Why is it important? Employees who work in an environment that is perceived as physically safe will feel more secure and engaged. Higher levels in the confidence of the safety protection at work results in lower rates of psychological distress and mental health issues. Safety is enhanced through minimizing hazards, training, response to incidents, and the opportunity to have meaningful input into the workplace policies and practices. The concept of ‘safety climate’ is linked to this factor as they both relate to the larger culture or climate of the organization.
Policies, Programs and Sevices • Oxford County’s Occupational Health & Safety Program (Policy 7.01) • Oxford County’s Joint Health & Safety Committees • Reporting and Resolving Health & Safety Concerns (Policy 7.05) • Health & Safety Training (Policy 7.12)
Source: Adapted from the Canadian Centre of Occupational Health & Safety (CCOHS)
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DEALING WITH STRESS IN THE WORKPLACE
Feeling overwhelmed by stress at work? Here are three ways to get support:
• Talk to your supervisor. Start by having an open conversation with your supervisor. They may not be aware you are having difficulty. The purpose of the meeting should be to come up with an effective plan for managing your work and stressors you have identified so you can perform your job. • Set realistic goals. Work with management to set realistic expectations and deadlines. Set regular progress reviews and adjust your goals as needed. • Seek and accept help. Contact the Employee & Family Assistance Program (Homewood 1-800-663-1142) or utilize any of the resources listed below as needed. Accepting help from professionals or trusted friends and family can improve your ability to manage stress.
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RESOURCES TO ASSIST CO-WORKERS
Centre for Mental Health in the Workplace (Great-West Life) Helping troubled coworkers
Mental Health Works Coaching Up - Help your supervisor support you through your mental illness
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ADDITIONAL RESOURCES & TOOLS
HomewoodHealth.com 1-800-663-1142
The County of Oxford’s Employee & Family Assistance program provider. Homewood services focus on helping people and organizations get better. They offer a unique and comprehensive continuum of care that ensures people get the help they need, when they need it. With over 130 years of experience in mental health an addictions, we create, innovate and collaborate to improve our care and improve lives.
reachout247.ca 519-433-2023 or 1-866-933-2023
Reach Out is a confi dential 24/7 information, support and crisis service for people living with mental health or addictions concerns in Elgin, Oxford, Middlesex and London.
connexontario.ca 1-866-531-2600
ConnexOntario is an information and referral specialist service that will answer your call, email or web chat 24/7. They provide access to addiction, mental health, and problem gambling services for anywhere in Ontario. Free and confi dential. Funded by the Government of Ontario.
ThinkMentalHealth.ca Thinkmentalhealth.ca is a joint effort from Ontario Health & Safety System Partners to provide business owners with the resources needed to better understand and prevent mental health problems. Our goal is to help you, your staff and your company stay healthy.
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ADDITIONAL RESOURCES & TOOLS
fi rstrespondersfi rst.ca First responders are at least twice as likely to suffer from PTSD. There’s no need to suffer in silence. The help you need is here. This website offers resources and services for the First Responder community to understand the various steps of a PTSD program from managing a crisis through to implementing best practices into an exisitng program.
CheckUpFromTheNeckUp.ca Your mental health is just as important as your physical health. This simple, online, private, mental health check-up can identify some symptoms of common mood disorders so you can get help if you need it. You can also learn more about mood disorders on this site and fi nd resources to help yourself, your family members, or friends.
WorkplaceStrategiesForMentalHealth.com Working Through It™ is a series of videos designed to speak directly to people struggling with mental health issues. Real people share their experiences of working through times of mental health pressures at work, off work and returning to work, and send these important messages: 1) you are not alone, 2) there are things you can do to reclaim your well-being, and 3) there is hope for a better tomorrow. The messages are in short video clips that answer the questions most relevant to those who need them. In addition, valuable resources are free to download and print. Working Through It™ is a tool/resource offered through Workplace Strategies for Mental Health, an initiative of the Great-West Life Centre for Mental Health in the Workplace.
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ADDITIONAL RESOURCES & TOOLS
cmhaoxford.on.ca 519-539-8055 or 1-800-859-7248
The Canadian Mental Health Association is a nationwide leader and champion for mental health, CMHA facilitates access to the resources people require to maintain and improve mental health and community integration, build resilience, and support recovery from mental illness. CMHA branches across Canada provide a wide range of innovative services and supports to people who are experiencing mental illness and their families. These services are tailored to the needs and resources of the communities where they are based. One of the core goals of these services is to help people with mental illness develop the personal tools to lead meaningful and productive lives.
HealthyMinds App
Stress can take a toll on your mind, weighing you down and even making you ill, so it’s important to take action to stay healthy. That’s what HealthyMinds is all about. HealthyMinds is a problem- solving tool to help deal with emotions and cope with the stresses you encounter in life. The goal: Keeping your mind healthy. The Royal is one of Canada’s foremost mental health care and academic health science centres. Its mandate is simple: to help more people living with mental illness into recovery faster.
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ADDITIONAL RESOURCES & TOOLS
PTSD Coach Canada App
The PTSD Coach Canada app can help you learn about and manage symptoms that can occur after trauma. Features include: • Reliable information on PTSD and treatments that work • Tools for screening and tracking your symptoms • Convenient, easy-to-use tools to help you handle stress symptoms • Direct links to support and help • Always with you when you need it PTSD Coach Canada was developed by Veterans Affairs Canada in partnership with the Department of National Defence and the Canadian Mental Health Association. PTSD Coach Canada has been adapted from PTSD Coach with permission of the U.S. Department of Veterans Affairs and U.S. Department of Defense.
CCOHS Mental Health Awareness E-course About one in fi ve Canadians experience mental health issues at some point during their working years. According to the Mental Health Commission of Canada, it is estimated that mental illness costs the Canadian economy more than $50 billion per year in terms of healthcare service use, lost workdays and work disruptions. A healthy Canadian economy – and a healthy workplace – relies on healthy minds. This online free course provides an introduction to the complex issue of mental health in the workplace, and explains why it is so important. You will learn the difference between mental well- being and mental illness, factors that put people at risk, and the roles of early intervention and promotion of mental well-being at work. Developed in collaboration with High Point Wellness Centre, this free awareness course serves as a precursor to more detailed courses in CCOHS’ mental health series.
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ADDITIONAL RESOURCES & TOOLS
Being a Mindful Employee: An Orientation to Psychological Health and Safety in the Workplace This free online training program is about psychological health and safety in the workplace. The goal is to help you, as an employee, understand the 13 psychosocial workplace factors from the National Standard of Psychological Health and Safety in the Workplace and what you can do to help yourself and others in the workplace. Upon successful completion of the fi nal quiz, learners will be able to print a certifi cate of completion. Average time to complete this course is approximately 75 minutes .
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EXTERNAL FACILITATORS
Alice Strachan, AMS and Associates Alice Strachan, BSc, CPF, IA, ADR, has an Honours Bachelor of Science, Kinesiology from the University of Waterloo with a specialty in Sports Medicine. She is also a Certified Professional Facilitator (CPF), Lean Six Sigma Black Belt, an Improvement Advisor with the Institute for Healthcare Improvement, Certified Lego Serious Play Master Facilitator and has completed the Dispute Resolution Certificate Course. Alice was inducted into the University of Waterloo Hall of Fame and has received the Award of Excellence in Training from Parks and Recreation Ontario. Alice has proven skills in facilitation, presentation, collaborative approaches to quality improvement and learning and is an advocate for quality decision-making.
Glenn Pothier, GLPi Glenn is an acknowledged leading communicator, facilitator/consultation design specialist, strategic planner and trainer. For over two decades, Glenn has been helping individuals and organizations to thrive and function more effectively in complex environments. Simply put, Glenn helps people move from where they are to where they want to be. Glenn is an accredited member (and former president) of the Canadian Public Relations Society and a member of the Counselors Academy of the Public Relations Society of America. He is also a professional member of both the Marketing Research and Intelligence Association, and its Qualitative Research Division.
Katherine Blair, K. Blair Safety Consulting Inc. Katherine began her journey in the safety business in 1976. After 12 years of working for various organizations in health and safety and human resources, Katherine joined the Ministry of Labour as a Health and Safety Inspector. In 1998, after a part-time career as an instructor, Katherine recognized a growing need for health and safety education and began her own safety consulting business. Katherine has completed a diploma of Business Administration and her Bachelor of Arts degree from the University of Western Ontario. Page 109 of 177
©Oxford County, 2018 For questions or permission to reproduce contact: 519-539-9800 | 1-800-755-0394 [email protected]
oxfordcounty.ca Page 110 of 177
Report No: CS 2018-30 CORPORATE SERVICES Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director of Corporate Services
Business Plan and Budget Review – 3rd Quarter
RECOMMENDATION
1. That Report No. CS 2018-30 entitled “Business Plan and Budget Review – 3rd Quarter” be received for information.
REPORT HIGHLIGHTS
. Delivery of the 2018 goals and objectives is progressing as planned . Operating and program revenues and expenses are on target for core services and completion of the annual goals and objectives
Financial Impact
This report is based on information Finance staff have compiled from the financial systems and input received from each of the respective departments. The year to date financial activity as presented in this report anticipates positive year-end financial results.
The Treasurer has reviewed this report and agrees with the financial impact statement.
Risks/Implications
There are no risks or implications that could result by adopting the recommendation contained within this report.
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
5. ii. A County that Performs and Delivers Results - Deliver exceptional services by: - Developing and tracking key performance indicators against goals and report results
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Report No: CS 2018-30 CORPORATE SERVICES Council Date: November 14, 2018
Background
In accordance with the reporting provisions contained within the Long Term Financial Sustainability Plan, staff has prepared progress updates for each of the approved goals and objectives within their business plans, accompanied by budget variance reports annotated to explain significant variances as of September 30, 2018.
Comments
Attachment No.1 is the “3rd Quarter 2018 Business Plan Update” including comments prepared by the respective departments.
Attachment No. 2 is the “Budget to Forecast – 3rd Quarter 2018” variance reports with comments explaining any significant variances as at September 30, 2018. The first page of Attachment No. 2 is a consolidation of all the departments indicating that there is a forecasted variance of 0.04% (2017 – 1.86%) which represents an anticipated surplus of $22,862 (2017 - $1,089,658). The forecasted surplus is detailed below:
2018 Department Description Forecast Net interdepartmental impact of public health merger Interdepartmental $-9,200 (Finance, HR, Customer Service & IT) Interest income Enhanced investment activity 200,000 Interest reserve Increase in reserve earning balances -171,300 allocation
Taxation Taxation surplus - net of supplemental and write-offs 201,700
Net deficit - Bill 148 changes effective Jan 1, 2018 Paramedic Services -98,700 not budgeted for Roads Salt -277,000 Waste Management Increase in landfill tipping fee revenues 200,000 Waste Management Decrease in market price for recycling -151,000 Waste Management Woodstock HHW/Bulk Item & recycling depot -333,000 Woodingford Lodge Salaries & Benefits 249,000 Public Health SWPH Reserve Contribution -531,523 Public Health Reserve contribution from transition reserve 478,934 County Various other revenues and expenses 264,951 Forecast Budget Surplus $22,862
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Report No: CS 2018-30 CORPORATE SERVICES Council Date: November 14, 2018
The “2018 Capital Plan Review” is attached at Attachment No. 3 illustrating the 2018 approved budgets (including in-year approved budget transfers); forecasts (including forecast carry- forward variances of the prior year); and, projected year end variance for each project. The projected variance for year end is estimated to be 30.8%, representing the amount of the budget expected to be spent, which was projected at 39.9% for 2017 projects in Q3. The unspent budget funds for capital projects do not represent a portion of the projected surplus as these funds are carried over in the case of multi-year projects and placed in reserve for deferred and delayed projects.
Conclusions
Overall the forecast figures present a potential surplus of $22,862 (Comprised of General surplus of $22,862 and Library surplus of $0 – with the surplus of $141,778 allocated to Library Capital Facilities reserve.
SIGNATURES
Report Author:
Original signed by
Carolyn King, CPA, CA Manager of Finance
Departmental Approval:
Original signed by
Lynn S. Buchner, CPA, CGA Director of Corporate Services
Approved for submission:
Original signed by
Peter M. Crockett, P.Eng. Chief Administrative Officer
ATTACHMENTS
Attachment No. 1 – 3rd Quarter 2018 Business Plan Update Attachment No. 2 – Budget to Forecast – 3rd Quarter 2018 Attachment No. 3 – 2018 Capital Plan Review
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Page 113 of 177 Report No. CS 2018-30 Attachmeent No. 1 3rd Quarter 2018 Business Plan Update
Strategic Description Quarter Achieved/Comments Plan
CAO CAO/Clerk Council Achievements - End of Council Term A County that In progress as planned. Term summary report Performs and (Report CAO 2018-20) and brochure published Reporting Delivers Results A County that In progress as planned Transition to 2018-2022 Term of Council Works Together A County that Term summary report (Report CAO 2018-20) and Ongoing implementation of the County’s Thinks Ahead and Wisely brochure published Strategic Plan Shapes the Future Ongoing facilitation of, and support for, the A County that In progress as planned implementation of the Future Oxford Thinks Ahead Community Sustainability Plan through the and Wisely Future Oxford Partnership and within Oxford Shapes the County operations Future Ongoing support and involvement with In progress as planned Western Ontario Wardens Caucus initiatives: A County that SWIFT is Well SW Ontario Economic Development Connected Plan Ongoing Southwestern Ontario In progress as planned. Steel Corridors (Report CAO A County that Transportation Advocacy Thinks Ahead 2018-13), SouthwestLynx (Report CAO 2018-18) and Integrated Public Transportation and Wisely the Connecting Southwestern Ontario brochure Freight Rail Shapes the Future Short Line Rail A County that In progress as planned Continue to advocate for Oxford County and Thinks Ahead and Wisely Southwestern Ontario Shapes the Future A County that In progress as planned County oversight and engagement in the Thinks Ahead and Wisely Southwestern Landfill Proposal EA process Shapes the Future Working with Oxford community partners A County that Draft Zero Poverty Plan (Report CAO 2018-15) and across all sectors (municipal, health, social, Thinks Ahead Living Wage (Report CAO 2018-17) adopted by education, business and others), lead the and Wisely Council June 27, 2018 development of a pragmatic strategy for the Shapes the elimination of poverty in Oxford County Future A County that In progress as planned Work collaboratively with community partners Thinks Ahead to ensure appropriate response, services and and Wisely care are readily available in any emergency Shapes the Future
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3rd Quarter 2018 Business Plan Update
Strategic Description Quarter Achieved/Comments Plan
Create a single shared repository for Ongoing and in progress Emergency Management related resources A County that (critical infrastructure inventory, local Thinks Ahead community resources, emergency plans and and Wisely emergency contacts) to reduce duplication of Shapes the activities improved efficiency and Future effectiveness Continue ongoing enhancement of Ongoing and in progress Emergency Preparedness communications to A County that enhance community preparedness, Thinks Ahead and Wisely emergency response and to ensure optimal Shapes the citizen and community partner access to Future emergency information Tourism Tourism Oxford has partnered with 3 businesses to run A County that a partnership digital advertisement promoting their Develop a digital advertising partnership Thinks Ahead agricultural open houses. The video & blog social program that features advertising partners and Wisely Shapes the media campaign had a social media reach of 97,000. A Future meeting was held for local businesses to learn about this partnership and plans for 2019. The consultant has assessed paddling routes in Oxford County and submitted a report. A meeting was held Assess Oxford County’s paddling assets and A County that with the consultant, recreation departments and Thinks Ahead conservation authorities to discuss the recommended work with partners to implement and Wisely recommendations Shapes the routes (fall 2018). The discussion included the Future potential for signing and improving parking at the discussed sites
A County that Final changes are being made to the map to add the Reprint the RideOxford road cycling map Thinks Ahead and Wisely Trans Canada Trail extension, prior to printing. incorporating the Trans Canada Trail Shapes the Future 3 local businesses that attended the 2018 TODS workshop have signed up for the TODS program. An A County that Collaborate with area municipalities to Oxford Fresh signage program is being tested in Zorra investigate and develop a policy for Thinks Ahead and Wisely Township. Businesses that secured TODS signs are wayfinding road signage to compliment the Shapes the TODS program. Future reporting an increase in visitation after purchasing signs.
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3rd Quarter 2018 Business Plan Update
Strategic Description Quarter Achieved/Comments Plan
Strategic Communications & Engagement Greater public participation and Landing page refreshed with support from Web community engagement Team. (i) Oxford County A County that Branding refresh: updated wordmark and supporting Informs and Engages graphics Refresh “Speak Up, Oxford!” to increase 14 engagement campaigns to date (highest number public input and participation. since launch) Greater public participation and Oxford site: Draft content completed: to work with community engagement Web Team to add photographs and upload content. (ii) Future Oxford Future Oxford site: New section added this year for A County that Informs and Zero Waste Planning and municipal election Continue to improve online experience for Engages engagement website with new section designed to increase public input and engagement.
Visual communication strategy Tracking of requests started but SCE will not be able to support implementation for this under 2019 projected Assess and make recommendations on the A County that staff levels. County’s use of visual communication tools Thinks Ahead (e.g., videos, info graphics, etc.) to prepare and Wisely for growing preferences for this style of Shapes the information among both external and internal Future audiences.
Future Oxford strategic communication Completing and/or bringing forward activities identified in comms plan in expected timeframes, adjusting for Support Future Oxford Community changing priorities of the Partnership. Sustainability Plan by developing and implementing strategic communication plan A County that Works Progressing as outlined in Future Oxford as approved by the Future Oxford Together Partnership. This encompasses executing all communication plan. activities, campaigns and deliverables outlined within.
Strategic Initiatives Speakers Series Several events, including three library sessions A County that completed. Additional library sessions now scheduled Continue public engagement sessions at Informs and for Q3. Passivehouse public speakers event and County library facilities and other suitable Engages separate four-day certification training hosted at Oxford venues. County. http://www.futureoxford.ca/Events.aspx International Renewable Energy Academy The York Universitiy/Oxford County IREA program was (IREA) http://rea.info.yorku.ca/ completed again this year, with over 40 international participants and several hosted tours in GTA and Partner with York University Sustainable A County that Informs and Oxford County. http://rea.info.yorku.ca/ Energy Initiative to establish experiential Engages learning for international students, professionals and academics.
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3rd Quarter 2018 Business Plan Update
Strategic Description Quarter Achieved/Comments Plan
Future Oxford Green Tour Continuing to discuss this program with Tourism and expect to have location mapping in draft by Q3. Working alongside Tourism Oxford and Future Oxford, establish key locations around A County that Informs and the County suitable for self-guided touring of Engages sustainability initiatives throughout the Oxford County.
Future Oxford Trailer Rebranding completed in Q2, promoting Future Oxford sustainability themes. Complete Future Oxford branding to inside of A County that Informs and trailer; create means of changing theme and Engages establish visual aids.
Zero Waste – Public and Corporate Zero waste plan revised in Q2 to meeting new Building training A County that Blocks theme. Public education programming to Informs and continue through Speakers Series, Future Oxford Integrate Circular Economy Act and Oxford Engages Zero Waste programming. trailer and Waste administration and education center.
Solar Oxford Challenge Solar Oxford Challenge delayed to coordinate launch with Ontarios GreenOn Solar incentive program. Implement Phase 1 of Challenge in Q1 2018. GreenOn cancelled, however program launch Provide energy training and support for completed in Q3.Deadline for submissions July 31 participants; engage LDC’s and key A County that contractors, create public education storyline Thinks Ahead 2018. and Wisely http://www.oxfordcounty.ca/Home/Newsroom/News- around results of Challenge. Shapes the Future Details/ArticleId/14255/Are-you-up-to-the-solar- Compile information and create foundation challenge for subsequent challenges.
Electric Vehicle Accessibility Program EV charger feasibility study completed in Q1. A County that http://www.oxfordcounty.ca/Your-Government/Speak- Complete 2017 EVSE feasibility study to Thinks Ahead up-Oxford/Campaign-Details/ArticleId/13382/Electric- support MTO EVCO program, municipal and and Wisely Shapes the Vehicle-Chargers-in-Oxford corporate fleet strategies and alternative low Future carbon fueling opportunities.
Sustainability Cluster Business case and proposals provided to Council in Q2 (Report CAO 2018-19). Deferred to 2019. Complete Deep Energy retrofit of 75 Graham A County that Street Woodstock to Passive House Thinks Ahead (EnerPhit) Standard. Establish venue at this and Wisely location to accelerate innovation and Shapes the implementation of sustainability plan Future initiatives.
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3rd Quarter 2018 Business Plan Update
Strategic Description Quarter Achieved/Comments Plan
Continuing to build on Energy Dashboard via IESO Baseline Energy Load and Dashboard Smart metering program and outcomes. Natural Gas and electricity updates expected in Q3. https://demo.walterfedy.com/energy- A County that slider/ Thinks Ahead and Wisely Using energy baseline data to complete Community Shapes the Continue building on the Oxford County Future GHG strategy reporting. Ongoing as planned energy baseline detail.
IESO Data Strategy Advisory Council – Oxford County is Ontario’s first Smart metering pilot Oxford County Pilot project – Smart utilizing 3rd party access program through IESO. Metering Report remains confidential with IESO, however http://www.ieso.ca/sector- minutes and public information available here: participants/smart-metering-entity/data- A County that http://www.ieso.ca/sector-participants/smart-metering- Thinks Ahead entity/data-strategy-advisory-council strategy-advisory-council and Wisely Shapes the Continue development of Oxford County pilot Future to gather all residential and small business electrical hourly consumption detail. Integrate into Baseline Energy Load database and dashboard.
University of Western Ontario (UWO) Discussions and candidate building review ongoing. CyPreSS: Software Techniques for the Meetings with UWO in Q3 to begin process of Engineering of Cyber-Physical Systems accessing data from net zero Waste administration and A County that Working with research scientists from UWO, Thinks Ahead education center. Initial reports expected in Q3. and Wisely Blossom Park building data not expected until 2019. establish building sensor and database Shapes the program utilizing Oxford County net zero and Future passive house projects for energy performance monitoring.
Smart Cities Canada Challenge Smart Cities submission completed, however not selected to continue. http://www.oxfordcounty.ca/Your- http://www.infrastructure.gc.ca/plan/cities- Government/Speak-up-Oxford/Campaign- villes-eng.html A County that Details/ArticleId/13931/Smart-Cities Thinks Ahead Oxford County will participate in this and Wisely challenge, bringing initiatives of Future Shapes the Oxford and Oxford County to profile our Future progress toward sustainability and smart community initiatives:
Waste Recovery A County that Ongoing, Selection process continuing as adopted by Thinks Ahead Council (Report PW 2018-33). Technology RFP for waste recovery and Wisely technology Shapes the Future
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Strategic Description Quarter Achieved/Comments Plan
Ongoing work with Future Oxford and Zero Waste Waste Reduction A County that Thinks Ahead Oxford to empower local zero waste events. and Wisely Waste reduction strategy development Shapes the Also linked to Waste Recovery RFP process. Future Paramedic Services Adoption of Master Plan in Q1 2018 Completed Q2 (Council report PS 2018-01). A County that Phased in implementation of the 10 Year Performs and First phase of service level enhancements in Delivers Master Plan Results Tillsonburg implemented October 2018.
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Strategic Description Quarter Achieved/Comments Plan
Community Planning Official Plan Review Ongoing A County that Review and update OP policies to ensure Thinks Ahead consistency with Provincial legislation and and Wisely policies; includes extensive consultation Shapes the Future program
Growth Related Studies Phase 1 County-wide comprehensive review and A County that secondary planning for Southeast Woodstock initiated Undertake studies related to comprehensive Thinks Ahead and Wisely in Q2 and is ongoing review and secondary planning, in Shapes the partnership with the City of Woodstock Future
Development Charges By-law DC study updates initiated in Q2 and are ongoing
Partner with Corporate Services and Public A County that Works Works to update County DC background Together study and By-laws
Woodlands Conservation By-law WCB approved by Council in Q2; amendments to website completed in Q3; additional education and Continued partnership with Public Works to A County that outreach initiatives will be developed through Q4 develop education and outreach related to Works WCB and initiatives regarding good forestry Together practices
Update County Statistical Profile A County that 2016 Statistical Profile and available JTW data added Thinks Ahead to CPO website in Q1, with ongoing additions and and Wisely Communication of 2016 Census data, in enhancements partnership with other related departments Shapes the Future Develop and Implement Key Performance Baseline data for KPIs introduced in 2018 BP being Indicators in accordance with A County that Performs and developed for inclusion in 2019 BP recommendations of the Services that Work Delivers review Results
A County that Ongoing Centralize CP financial and customer service Thinks Ahead functions in Corporate Services and Wisely Shapes the Future Review CP development application A County that Ongoing Performs and processing procedures Delivers Results Review data entry process together with A County that Ongoing Public Works and Human Services Works Together
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Strategic Description Quarter Achieved/Comments Plan
Working with Oxford community partners A County that Draft Zero Poverty Plan adopted by Council in Q2; across all sectors (municipal, health, social, Thinks Ahead continued implementation ongoing education, business and others), lead the and Wisely development of a pragmatic strategy for the Shapes the elimination of poverty in Oxford County Future
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Strategic Description Quarter Achieved/Comments Plan
Corporate Services Archives WWI Commemoration – including completion Complete – book launched November 8th at Oxford and printing of the publication on WWI Archives – WW1 displays in Board Room and County Memorials and Cenotaphs; book launch (in A County that Administration Building Lobby – website launched th collaboration with Tourism) and event to be Thinks Ahead October 24 held on November 11, 2018 to commemorate and Wisely the end of the War; and corresponding web Shapes the component highlighting the location of each Future monument and some of the names listed on each. Complete – relocated records requiring less frequent Archives Collection Management Review – access allowing more space in on-site vault staff review archival collections and storage A County that needs; prioritizing records to determine what Thinks Ahead and Wisely New transfers from Area Municipalities and Archives is best housed in the archives vault vs. offsite Shapes the Ontario are quickly filling available space, including off- storage; determining the storage and access Future needs of partnering area municipalities. site storage
Archives Space improvements – including A County that Complete - reconfigured processing room to be more reconfiguration of the current space, Thinks Ahead productive and efficient space in order to better manage transferring of materials to off-site storage, and Wisely unprocessed records and the arrangement and description of Shapes the unprocessed collections. Future A County that Complete - social media campaign began in June - joined Increase the Archives web presence through Thinks Ahead County social media platforms – positive response to and Wisely the introduction of social media content. Shapes the weekly Facebook posts – Instagram posts weekly Future Complete - formulated programs around high school Formulation of a more dedicated outreach curriculum for September program for students and community A County that organizations (included the creation of Thinks Ahead Complete - designed programs for seniors – delivery is themes/content, strengthening of and Wisely ongoing partnerships with library, museums, and Shapes the Future other heritage organizations, and production Complete - Historical election process display in County of corresponding handouts, brochures, etc.) Administration Building lobby
Customer Services A County that On target Performs and Access and Privacy Policy review Delivers Results A County that On target Performs and Risk Management Plan review Delivers Results
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Strategic Description Quarter Achieved/Comments Plan
A County that On target Performs and Video Surveillance Policy review Delivers Results A County that On target Insurance Incident Reporting & Claim Performs and Management Policy review Delivers Results Accessibility Standards for Customer Service A County that On target Policy review Performs and Delivers Multi-Year Accessibility Plan update Results A County that On target Develop a Cyber Security Policy with Thinks Ahead guidelines that outline the responsibilities for and Wisely managing information security risks Shapes the Future A County that On target Assist in developing IT Disaster Recovery Thinks Ahead and Wisely and Business Continuity Policies Shapes the Future Information Technology Continued deployment of new VoIP system A County that Project implementation delayed due to Public health is Well merger – underway for 2019 completion to all County departments and locations Connected Information Services Support implementation of mobile In progress – project on target workforce within wastewater and water A County that treatment Thinks Ahead and Wisely Mobile workforce - Increased visibility, Shapes the Future compliance and streamlined workflow
Support implementation of external In progress – project on target website refresh A County that Thinks Ahead and Wisely Ensure websites are mobile friendly and Shapes the meet website accessibility requirements. Future
Support procurement and implementation In progress – project on target of new case management and workflow software platform.
Procure and implement AMANDA for area A County that Works municipality building departments Together
Implement AMANDA for Community Planning.
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Strategic Description Quarter Achieved/Comments Plan
Provincial Offences Administration Implement changes to POA court schedule A County that Waiting on Ministry regulation and procedures to correspond with provincial Performs and legislation that addresses Online Dispute Delivers Resolution (ODR) Results Administer changes to POA procedures as A County that Waiting on Ministry regulation outlined in provincial legislation that Performs and addresses POA streamlining measures Delivers Results Implement POA prosecution model as Waiting on Ministry regulation detailed in provincial legislation to include A County that Performs and Part III prosecutions by the municipal Delivers prosecutor Results
Upgrade technology in the courtroom to allow A County that Q4 implementation planned Thinks Ahead for remote appearances by defendants, and Wisely enforcement officers and interpreters Shapes the Future Finance Update Asset Management Policies In progress – delayed due to timing of Regulation A County that proclamation As proposed in the regulation, the County is Thinks Ahead and Wisely required to develop and adopt a strategic Shapes the asset management policy by January 1, Future 2019. Facilitate completion of the Development A County that Underway – By-laws to be presented to Council by July Charges Review Study Thinks Ahead 2019 and Wisely Development Charges Study is planned as Shapes the part of the 5 year review of DC Charges. Future Review water and wastewater billing & Underway – Report to Council planned for Q1-2019 collection agreements A County that Staff plan to review the existing agreements Performs and (expire December 31, 2018) and policies to Delivers ensure they align with strategic plan. This Results review is part of the recommendations contained in report PW 2015-28.
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Strategic Description Quarter Achieved/Comments Plan
Human Resources A County that On track Complete a review of the National Standard Employs for Psychological Health and Safety in the People Who Workplace and begin implementing program Make a elements Positive Difference Complete a Non-union and Council A County that Complete compensation market review, per Policy 5.42 Employs Non-Union Job Evaluation and Salary People Who Administration, stating to be completed at Make a Positive least every 5 years Difference A County that On track Develop and begin implementing Learning & Employs People Who Development Framework Make a Positive Difference A County that Complete Revise Woodingford Lodge Attendance Employs People Who Management Program Make a Positive Difference
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Strategic Description Quarter Achieved/Comments Plan
Human Services Community Services A County that New active partnership with Woodstock and Area Continue and strengthen community Thinks Ahead Community Health Centre partnerships that support residents in Oxford and Wisely County Shapes the Future Implement children’s services special needs A County that Completed and selected new service provider for Thinks Ahead review recommendations identified in the and Wisely Special Needs Resources review Shapes the Future Continue with the Ontario Early Years Child Ongoing with service enhancements beginning to and Family Centres (OEYCFC) community A County that occur Thinks Ahead needs assessment through ongoing and Wisely engagement with key stakeholders to help Shapes the design Oxford County’s model. Future
A County that Ongoing Implement the 2018-2020 Children’s Thinks Ahead Services Plan and Wisely Shapes the Future A County that Engaging several community partners in the expansion Analyze and determine the need for Thinks Ahead increased licensed child care spaces and Wisely of childcare throughout the county Shapes the Future A County that Pilot is underway with full staff implementation Complete the implementation of electronic Thinks Ahead signatures and Wisely expected by year end Shapes the Future Housing Continued facilitation of County of Oxford Housing development for Woodingford Lands has affordable Housing Development, including A County that been awarded. Thinks Ahead the development of County surplus lands and Wisely 2 other projects under construction at this time located adjacent to Woodingford Lodge in Shapes the 1 in Tillsonburg Woodstock. Future 1 in Woodstock
Implement security measures for all Rent A County that Private security force is in place on limited basis Thinks Ahead Geared to Income Housing multi-unit and Wisely residences Shapes the Future Conduct Energy Audits on all non-profit A County that Not for profits are working towards this goal housing projects in an effort to determine Thinks Ahead energy consumption and establish targets to and Wisely reduce usage. Shapes the Future
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Strategic Description Quarter Achieved/Comments Plan
Working with Oxford community partners Ongoing discussion relative to improved services to across all sectors (municipal, health, social, A County that address poverty Thinks Ahead education, business and others), lead the and Wisely development of a pragmatic strategy for the Shapes the elimination of poverty in Oxford County Future
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Strategic Description Quarter Achieved/Comments Plan
Library Host a Community Reading Initiative Complete – events started in fall – speakers, A County that programs, author visit, all books available were lent out Series of events along the lines of the “One Works with lengthy holds – every branch participated – an Book, One Community” model Together overall success with more than 100 participants at the Gala held October 25th Develop shared service opportunities with Digital Literacy and Local History Technicians County of Oxford Archives (Ingersoll and Tillsonburg) working in parallel with Archives Increase access to and interest in County historical documentary resources. Engage A County that Working on genealogy webpage public in the history of their communities. Works Preserve and promote content that enriches Together “Then and Now” town photos featured on the website library programming and collections as part of Teen Photography contest Enhance web content, with emphasis on Tillsonburg local history materials
Increase youth engagement and Teen advisory groups in Ingersoll and Tillsonburg are volunteerism active
Re-establish Teen Advisory Groups in Three coding clubs underway – Ingersoll, Tillsonburg, Ingersoll and Tillsonburg Mt. Elgin Pilot Coding Clubs in a minimum of three branches, to deliver coding and digital skills Thamesford robotics programs and initiatives to youth A County that Working with Fusion in Ingersoll and Upper Deck in Works Participate in Fusion STEM (Science, Together Tillsonburg Technology, Engineering and Math) program, a collaboration of Fusion Centre, GM Using in coding club teams Canada, Oxford County Library, and Upper Thames Conservation Authority Working with Child & Youth Planning Table through OEYC Develop Teen Volunteer program Zero Poverty Plan – working on Circles and Youth for Oxford programs
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Strategic Description Quarter Achieved/Comments Plan
Public Works Engineering Services A County that In progress. Facilities Zero Waste Programs (ex. Thinks Ahead Disposable Glove Recycling, Organics and Wisely Collection expansion at OCAB, etc) Shapes the Future A County that In progress. Design and Construction Standards for Thinks Ahead and Wisely Roads, Bridges and Facilities Shapes the Future A County that In progress. Researching and Implement more Thinks Ahead Sustainable Construction practices into the and Wisely Capital Plan Projects Shapes the Future A County that In progress. Thinks Ahead Develop Long- term Renewable Energy Plan and Wisely Shapes the Future A County that Complete. Enhance Facilities Contractor Management Performs and and Work Inspection Delivers Results A County that In progress. Collect and Standardize Data Inventories to Thinks Ahead and Wisely support Fleet Utilization and Operational Shapes the Decisions Future A County that In progress. Thinks Ahead Municipal Property Review for Monetization and Wisely Shapes the Future Transportation and Waste Management Services A County that Under review. Roads and Trails Governance and Thinks Ahead Management Review and Wisely Shapes the Future Issued customized vehicle tender June 2018. Achieve Consistent Road Sign Installation A County that Anticipated in-service vehicle delivery December, and Maintenance Works 2018. Together
A County that Under review in 2019. Relocate County Public Works Inquiries to Thinks Ahead and Wisely Customer Service Shapes the Future A County that Preliminary discussions held with Area Municipalities. New Waste Management Agreements with Performs and Area Municipalities Delivers Results
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Strategic Description Quarter Achieved/Comments Plan
A County that Complete. RFP consulting assignment awarded July
Thinks Ahead 11, 2018. Request for Proposals - Waste Reduction and Wisely and Recovery Technologies Shapes the Future A County that In progress. Thinks Ahead Transportation Master Plan and Wisely Shapes the Future Water and Wastewater Services A County that Issued request for Letter of Interest to prequalify a Water and Wastewater Benchmarking and Thinks Ahead short list of qualified consulting firms. Pending and Wisely Operations Review Shapes the resourcing, will issue Request For Proposal in 2019. Future A County that In progress. Thinks Ahead SCADA Master Plan and Wisely Shapes the Future A County that Complete. Wetland Restoration and Tree Planting on Thinks Ahead and Wisely County-owned lands Shapes the Future Implementation of a Preventative A County that Complete. Performs and Maintenance Water System Valve Turning Delivers Program Results A County that In progress. Water and Wastewater Asset Identification Performs and and Valuation project Delivers Results A County that Draft agreements under review by Area Municipalities. New Water and Wastewater Agreements with Performs and Area Municipalities Delivers Results A County that 10 year operational work plan included in 2019 Budget Thinks Ahead Develop a Forestry Management Plan and Wisely forecast. Shapes the Future
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Strategic Description Quarter Achieved/Comments Plan
Woodingford Lodge Meet or exceed ministerial benchmarks for A County that On Track Performs and Effective Transitions; Resident Experience; Delivers Medication Safety and Safe Care. Results Implement, evaluate and sustain Best On Track Practice Guidelines: “Person and Family A County that Centred Care”; “Preventing and Addressing Performs and Abuse and Neglect of Older Adults”; and Delivers “Assessment and Management of Pain (3rd Results edition).” Cultivate a robust volunteer structure by On Track utilizing the talents of local secondary A County that Works students and promoting placement Together opportunities at Woodingford Lodge. Implement research based solutions to On Target with measured remarkable outcomes expand organic waste diversion beyond the A County that resident nutritional services to include all Thinks Ahead areas of Woodingford Lodge. Investigate and Wisely feasibility of supporting organic solutions for Shapes the the Oxford County Administration Building Future (OCAB.) Produce a cohesive report to submit to the On track working with the Ontario Long Term Care Minister of Health and Long-Term Care A County that Association highlighting the results of the Oxford County Thinks Ahead Survey as it relates to long term care, and Wisely inclusive of recommendations for future Shapes the consideration, specific to Oxford County Future residents. Provide a safer home for our residents and a A County that On Track safer working environment for our staff in Employs People Who response to a significant increased Make a percentage of residents with complex Positive physical and cognitive challenges. Difference To intervene the mental health related crisis A County that On Track in our residents with a five year plan which Employs People Who provides the Mental Health First Aid (MHFA) Make a Seniors Course to all staff with an in-house Positive trainer. Difference A County that On Track To utilize an increase in funding for BSO Employs staffing by increasing staffing in Ingersoll and People Who Tillsonburg. Make a Positive Difference
Page 18 of 18 Report No. CSPage 2018-30 131 of 177 Attachment No. 2
COUNTY OF OXFORD FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -136,729,073 -138,805,438 -2,076,365 1.50% SALARIES AND BENEFITS 58,712,622 63,632,153 4,919,531 7.73 OPERATING AND PROGRAM EXPENSES 109,959,506 115,983,565 6,024,059 5.19 DEBT REPAYMENT 13,922,922 13,508,951 -413,971 -3.06 INTERDEPARTMENTAL ALLOCATIONS -21,886,092 -23,188,699 -1,302,607 5.62 CAPITAL 51,315,567 60,824,721 9,509,154 15.63 OTHER -15,535,828 -32,172,767 -16,636,939 51.71 TOTAL County of Oxford 59,759,624 59,782,486 22,862 0.04
Page 1 of 13 Page 132 of 177
COUNCIL FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS 344,901 344,742 -159 (0.05%) OPERATING AND PROGRAM EXPENSES 265,346 311,310 45,964 14.76 OTHER -140,847 -140,848 -1 0.00 TOTAL COUNCIL 469,400 515,204 45,804 8.89
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CAO FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -5,977,220 -5,872,334 104,886 (1.79%) SALARIES AND BENEFITS 10,635,232 10,306,843 -328,389 -3.19 OPERATING AND PROGRAM EXPENSES 2,967,487 3,125,285 157,798 5.05 DEBT REPAYMENT 281,067 281,067 0 0.00 CAPITAL 602,050 630,000 27,950 4.44 OTHER -557,150 -492,361 64,789 -13.16 TOTAL CAO 7,951,466 7,978,500 27,034 0.34
Item Explanation Higher revenues in Paramedic Services projected due to REVENUES increased development charges, cross border revenues and proceeds from the sale of equipment Paramedic Services salaries and benefits forecasted to be over budget due to in-year approved service level SALARIES AND BENEFITS enhancement for the Tillsonburg base as well as increased salaries & benefits costs due to Bill 148 changes. Variance of $110,000 due to consultant fees for the Zero Waste Reduction Technology project. The remainder of OPERATING AND PROGRAM EXPENSES this project, plus the increased approved budget of this project will be completed in 2019.
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HUMAN RESOURCES FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS 715,286 732,951 17,665 2.41% OPERATING AND PROGRAM EXPENSES 573,491 514,027 -59,464 -11.57 INTERDEPARTMENTAL ALLOCATIONS -945,001 -1,044,405 -99,404 9.52 OTHER -221,457 -202,573 18,884 -9.32 TOTAL HUMAN RESOURCES 122,319 0 -122,319 #DIV/0!
Item Explanation
Loss of interdepartmental charges due to the merger of INTERDEPARTMENTAL ALLOCATIONS Oxford Public Health with Southwestern Public Health
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CORPORATE SERVICES FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -1,894,422 -1,994,600 -100,178 5.02% SALARIES AND BENEFITS 4,055,264 4,498,187 442,923 9.85 OPERATING AND PROGRAM EXPENSES 4,410,551 4,497,542 86,991 1.93 DEBT REPAYMENT 201,301 201,301 0 0.00 INTERDEPARTMENTAL ALLOCATIONS -3,891,814 -4,231,160 -339,346 8.02 CAPITAL 297,870 429,820 131,950 30.70 OTHER -576,275 -695,241 -118,966 17.11 TOTAL CORPORATE SERVICES 2,602,475 2,705,849 103,374 3.82
Item Explanation REVENUES Decrease in POA revenues anticipated SALARIES AND BENEFITS Staff vacancies Decrease in capital requirements for computer CAPITAL replacements; partly due to Public Health merger
Loss of interdepartmental charges due to the merger of INTERDEPARTMENTAL ALLOCATIONS Oxford Public Health with Southwestern Public Health
Decrease in capital reserve funding related to decrease OTHER in capital computer spending requirements
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GENERAL FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -9,981,984 -9,160,186 821,798 (8.97%) OPERATING AND PROGRAM EXPENSES 7,926,349 7,916,751 -9,598 -0.12 DEBT REPAYMENT 5,986,478 5,568,186 -418,292 -7.51 OTHER -3,184,124 -3,405,436 -221,312 6.50 TOTAL GENERAL 746,719 919,315 172,596 18.77
Item Explanation Service recovery fees related to new area municipal debt; REVENUES amount offset by debenture payments; Forecasted increase in investment income of $250,000 Debenture payments for area municipalities; Offset DEBT REPAYMENT against revenue variance Projecting an increase in interest earned on capital OTHER reserves
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PUBLIC WORKS FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -63,870,951 -60,999,054 2,871,897 (4.71%) SALARIES AND BENEFITS 13,201,580 12,973,246 -228,334 -1.76 OPERATING AND PROGRAM EXPENSES 47,127,063 47,122,904 -4,159 -0.01 DEBT REPAYMENT 4,592,361 4,596,682 4,321 0.09 INTERDEPARTMENTAL ALLOCATIONS -17,049,277 -17,913,134 -863,857 4.82 CAPITAL 48,392,702 57,713,304 9,320,602 16.15 OTHER -8,957,836 -20,662,309 -11,704,473 56.65 TOTAL PUBLIC WORKS 23,435,642 22,831,639 -604,003 -2.65
Item Explanation Timing of the Clean Water Grant funding tied to the completion of capital. Many of the 2017 projects were delayed into 2018 more than expected; Additional revenues for shared capital projects with area REVENUES municipalities - offset by higher capital costs; Land sales that were budgeted will not be completed in 2018; Recycling revenues are projected to be $151,000 lower than budget due to a market price decrease. Higher WSIB costs ($440,000) anticipated due to an SALARIES AND BENEFITS updated actuarial assessment
Expenditures associated with planned capital delivery were limited in several cases by approval delays, lack of project grant funding, insufficient project budget (due to CAPITAL higher than anticipated tender cost submissions) and phasing changes of coordinated road/buried infrastructure projects. Accordingly, a number of capital projects will be brought forward in the 2019 budget.
Variances due to reserve funding requirements due to changes in the timing of capital projects. Debenture issue for Woodstock WWTP renewable OTHER energy project not expected until 2019.
Land sales that were included in the budget, will not be complete in 2018.
Page 7 of 13 Page 138 of 177
WOODINGFORD LODGE FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -17,594,034 -17,441,552 152,482 (0.87%) SALARIES AND BENEFITS 19,220,733 19,261,622 40,889 0.21 OPERATING AND PROGRAM EXPENSES 5,666,144 5,840,525 174,381 2.99 DEBT REPAYMENT 2,231,861 2,231,861 0 0.00 CAPITAL 746,313 769,097 22,784 2.96 OTHER -536,859 -600,977 -64,118 10.67 TOTAL WOODINGFORD LODGE 9,734,158 10,060,576 326,418 3.24
Item Explanation REVENUES Increase in Ministry funding for all envelopes OPERATING AND PROGRAM EXPENSES Forecasting savings in utility costs Decreased reserve funding due to reduced capital OTHER expenses
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HUMAN SERVICES FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -33,480,384 -35,024,017 -1,543,633 4.41% SALARIES AND BENEFITS 4,098,618 4,151,663 53,045 1.28 OPERATING AND PROGRAM EXPENSES 36,268,818 42,207,467 5,938,649 14.07 DEBT REPAYMENT 467,064 467,064 0 0.00 CAPITAL 901,239 1,221,500 320,261 26.22 OTHER -958,279 -5,694,737 -4,736,458 83.17 TOTAL HUMAN SERVICES 7,297,076 7,328,940 31,864 0.43
Item Explanation REVENUES Affordable Housing projects have been delayed. OPERATING AND PROGRAM EXPENSES Affordable Housing projects have been delayed. CAPITAL Delayed County-owned housing capital projects. Forecasted housing surplus contributed to reserve and OTHER delayed reserve contributions related to housing projects
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PUBLIC HEALTH FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -3,075,123 -7,530,524 -4,455,401 59.16% SALARIES AND BENEFITS 2,758,728 7,517,207 4,758,479 63.30 OPERATING AND PROGRAM EXPENSES 2,767,977 2,203,742 -564,235 -25.60 CAPITAL 241,166 0 -241,166 #DIV/0! OTHER -478,934 0 478,934 #DIV/0! TOTAL PUBLIC HEALTH 2,213,814 2,190,425 -23,389 -1.07
Item Explanation REVENUES SALARIES AND BENEFITS Merger with Southwestern Public Health on May 1, 2018 OPERATING AND PROGRAM EXPENSES CAPITAL Reserve funding from the Public Health transition OTHER reserve. Reserve transfer for the new Southwestern Public Health.
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PLANNING FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -223,536 -199,488 24,048 (12.05%) SALARIES AND BENEFITS 1,415,041 1,434,044 19,003 1.33 OPERATING AND PROGRAM EXPENSES 419,143 708,246 289,103 40.82 OTHER -145,670 -412,340 -266,670 64.67 TOTAL PLANNING 1,464,978 1,530,462 65,484 4.28
Item Explanation Planning Fees Revenue volumes and Land Division REVENUES Revenue volumes have increased OPERATING AND PROGRAM EXPENSES Official Plan Review delayed to future years Budget for Official Plan Review to be funded from OTHER reserves - Official plan will not be done in 2018
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LIBRARY FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE REVENUES -631,419 -583,683 47,736 (8.18%) SALARIES AND BENEFITS 2,267,239 2,411,648 144,409 5.99 OPERATING AND PROGRAM EXPENSES 1,449,882 1,418,511 -31,371 -2.21 DEBT REPAYMENT 162,790 162,790 0 0.00 CAPITAL 134,227 61,000 -73,227 -120.04 OTHER 221,603 134,055 -87,548 -65.31 TOTAL LIBRARY 3,604,322 3,604,321 -1 -0.00
Item Explanation One time funding received of $22,750 and 2017 surplus REVENUES exceeded budget by $15,031. SALARIES AND BENEFITS Staff vacancies Additional capital expenses related to the Ingersoll CAPITAL branch not budgeted for Additional capital reserve contribution to fund anticipated OTHER 2019 capital expenses for the Ingersoll branch
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COURT SECURITY FOR PERIOD ENDING SEPTEMBER 30, 2018
2018 2018 FORECAST BUDGET VARIANCE % VARIANCE OPERATING AND PROGRAM EXPENSES 117,255 117,255 0 0.00% TOTAL COURT SECURITY 117,255 117,255 0 0.00
Page 13 of 13 Report No. CSPage 2018-30 144 of 177 Attachment No. 3
2018 CAPITAL PLAN REVIEW
APPROVED 2017 2018 REVISED PROJECTED PROJECTED 2018 2018 BUDGET BUDGET APPROVED VARIANCE VARIANCE PROJECT ID - NAME FORECAST BUDGET TRANSFER (1) C/FWD (2) BUDGET $ % MINOR CAPITAL 900014 TRAILS 330,000 - - 330,000 330,000 $ - - % 900024 TCT FENCING 250,000 - - 250,000 250,000 - - 982160 FACILITIES FURNISHINGS 51,092 61,500 - - 61,500 10,408 16.9 983960 WOODINGFORD LODGE FURNISHINGS 133,024 145,880 - - 145,880 12,856 8.8 TOTAL MINOR CAPITAL 764,116 207,380 - 580,000 787,380 23,264 3.0 FLEET & MAJOR EQUIPMENT 981230 COMPUTER EQUIPMENT 320,393 429,820 - - 429,820 $109,427 25.5% 982200 FLEET VEHICLES 2,198,500 2,238,000 - - 2,238,000 39,500 1.8 982550 WASTEWATER GENERAL OP EQUIPMENT 90,000 90,000 - - 90,000 - - 982950 GENERAL EQUIPMENT 133,500 50,000 - - 50,000 (83,500) (167.0) 983950 WOODINGFORD LODGE EQUIPMENT 234,289 190,217 - - 190,217 (44,072) (23.2) 985120 EMERGENCY SERVICES FLEET 415,000 440,000 - - 440,000 25,000 5.7 985150 EMERGENCY SERVICES EQUIPMENT 187,050 190,000 - - 190,000 2,950 1.6 TOTAL FLEET & MAJOR EQUIPMENT 3,578,732 3,628,037 - - 3,628,037 49,305 1.4 SOCIAL HOUSING & CORPORATE FACILITIES 911002 COURTHOUSE RENOVATIONS 920,000 540,000 253,532 61,000 854,532 ($65,468) (7.7%) 911006 GREEN INITIATIVES FACILITIES 100,000 240,000 (30,000) 36,000 246,000 146,000 59.3 911010 DAMP PROOFING COURTHOUSE - 55,000 - - 55,000 55,000 100.0 911015 ELECTRIC VEH CHARGING STN 30,000 400,000 - 53,500 453,500 423,500 93.4 911016 WORKPLACE ELECTRIC VEH CHG STN 127,000 - 127,500 - 127,500 500 0.4 911070 93 GRAHAM 86,549 - 88,500 - 88,500 1,951 2.2 911080 75 GRAHAM - 1,375,000 - - 1,375,000 1,375,000 100.0 911090 92 LIGHT 1,000 625,000 - - 625,000 624,000 99.8 911125 ARCHIVES 45,000 50,000 - - 50,000 5,000 10.0 911302 HIGHLAND YARD FACILITIES 45,000 100,000 - - 100,000 55,000 55.0 911303 SPRINGFORD YARD FACILITIES 120,000 50,000 - 107,000 157,000 37,000 23.6 911500 WOODINGFORD LODGE FLOORING 100,000 320,000 - 24,700 344,700 244,700 71.0 911800 SALFORD LANDFILL FACILITIES 1,060,000 726,000 - 366,000 1,092,000 32,000 2.9 911900 FACILITIES RENEWABLE ENERGY 405,000 2,650,000 - - 2,650,000 2,245,000 84.7 915000 BOH - Facility 127,500 - 163,700 - 163,700 36,200 22.1 916040 INGERSOLL LIBRARY 88,700 61,000 - 73,700 134,700 46,000 34.1 916140 TILLSONBURG LIBRARY 28,000 - - 33,700 33,700 5,700 16.9 982100 FACILITIES 364,396 709,000 - - 709,000 344,604 48.6 983610 H.S.I SHELTER BUILDING 894,239 1,221,500 - - 1,221,500 327,261 26.8 983910 WOODINGFORD LODGE BUILDINGS 377,000 433,000 - - 433,000 56,000 12.9 TOTAL SOCIAL HOUSING & CORPORATE FACILIT 4,919,384 9,555,500 603,232 755,600 10,914,332 5,994,948 54.9 ROAD NETWORK 911009 GREEN INITIATIVES ROADS 25,000 25,000 - - 25,000 $ - - % 930000 TRANSPORTATION MASTER PLAN 46,000 50,000 - (4,000) 46,000 - - 930003 CR 3 42,000 - 42,000 - 42,000 - - 930004 CR 4 - 65,000 - - 65,000 65,000 100.0
1. Approved Budget Transfer: Budget transfers approved in-year by CAO or Council Report. Run Date: 02/11/18 9:10 AM 2. Carry Forward Budget: Prior year's forecasted capital expenses not spent by the end of the prior year.
Page 1 of 4 Page 145 of 177
2018 CAPITAL PLAN REVIEW
APPROVED 2017 2018 REVISED PROJECTED PROJECTED 2018 2018 BUDGET BUDGET APPROVED VARIANCE VARIANCE PROJECT ID - NAME FORECAST BUDGET TRANSFER (1) C/FWD (2) BUDGET $ % 930010 CR 10 190,000 100,000 90,000 - 190,000 - - 930012 CR 12 2,200,000 2,447,000 (300,000) 257,000 2,404,000 204,000 8.5 930015 CR 15 249,000 100,000 - 149,000 249,000 - - 930016 CR 16 250,000 400,000 - 66,000 466,000 216,000 46.4 930020 CR 20 666,258 - - 785,000 785,000 118,742 15.1 930036 CR 36 75,000 250,000 - - 250,000 175,000 70.0 930037 CR 37 88,000 - - 88,000 88,000 - - 930059 CR 59 765,000 850,000 (211,000) - 639,000 (126,000) (19.7) 930070 GUIDE RAILS 20,000 20,000 - - 20,000 - - 930071 CYCLING MASTER PLAN - 75,000 - - 75,000 75,000 100.0 930072 AUTOMATED SPEED ENFORCEMENT 10,000 10,000 - - 10,000 - - 930099 REHAB & RESURFACING 4,068,000 4,665,000 (453,251) (144,000) 4,067,749 (251) - 930102 CRACK SEALING 224,000 104,000 - - 104,000 (120,000) (115.4) 930115 DRAIN IMPROV 300,000 300,000 - - 300,000 - - 930119 CR 119 50,000 368,000 - 32,000 400,000 350,000 87.5 930150 URBANIZATION 285,000 175,000 110,000 - 285,000 - - 930198 URBAN STORM SEWER 400,000 - 399,421 - 399,421 (579) (0.1) 930199 RURAL STORM SEWER 437,000 - 436,830 - 436,830 (170) - 930300 TRAFFIC SIGNALS 430,000 550,000 - 100,000 650,000 220,000 33.8 930301 TRAFFIC - TRAFFIC CALMING 53,000 - - 53,000 53,000 - - TOTAL ROAD NETWORK 10,873,258 10,554,000 114,000 1,382,000 12,050,000 1,176,742 9.8 BRIDGES AND CULVERTS 930200 BRIDGE REHAB 2,500,000 4,250,000 - 845,000 5,095,000 $2,595,000 50.9% 930201 BRIDGE NEEDS STUDY 70,000 70,000 - - 70,000 - - TOTAL BRIDGES AND CULVERTS 2,570,000 4,320,000 - 845,000 5,165,000 2,595,000 50.2 WATER & WASTEWATER GENERAL 900004 SERVICING STUDY 74,000 10,000 - 5,000 15,000 ($59,000) (393.3%) 900016 SCADA MASTER PLAN 125,000 245,000 - 25,000 270,000 145,000 53.7 900018 WATER MODEL 30,000 30,000 - 18,000 48,000 18,000 37.5 900019 GENSET REPAIRS 40,000 100,000 - 13,600 113,600 73,600 64.8 900020 W/WW BENCHMARKING & OP REVIEW - 90,000 - 15,000 105,000 105,000 100.0 900022 W/WW ASSETMGMT INV & ASSESS 50,000 50,000 - - 50,000 - - 911007 GREEN INITIATIVES WATER 35,000 50,000 - - 50,000 15,000 30.0 911008 GREEN INITIATIVES WASTEWATER 60,000 100,000 - - 100,000 40,000 40.0 TOTAL WATER & WASTEWATER GENERAL 414,000 675,000 - 76,600 751,600 337,600 44.9 WASTEWATER SYSTEMS 911273 WATER OPERATIONS CENTRE 10,000 - - 16,700 16,700 $6,700 40.1% 911280 WDSTK - WW FACILITIES 90,000 131,000 - - 131,000 41,000 31.3 911283 NOR - WW FACILITIES - 25,000 (25,000) - - - - 911285 PLAT - WW FACILITIES 32,000 - 32,000 - 32,000 - - 911286 THAMES - WW FACILITIES 5,000 6,000 - - 6,000 1,000 16.7 950132 WDSTK - WWTP ELEC SUPPLY/SUB 700,000 754,000 - - 754,000 54,000 7.2
1. Approved Budget Transfer: Budget transfers approved in-year by CAO or Council Report. Run Date: 02/11/18 9:10 AM 2. Carry Forward Budget: Prior year's forecasted capital expenses not spent by the end of the prior year.
Page 2 of 4 Page 146 of 177
2018 CAPITAL PLAN REVIEW
APPROVED 2017 2018 REVISED PROJECTED PROJECTED 2018 2018 BUDGET BUDGET APPROVED VARIANCE VARIANCE PROJECT ID - NAME FORECAST BUDGET TRANSFER (1) C/FWD (2) BUDGET $ % 950141 WDSTK - TRUNK SEWER JACK POOLE 2,800,000 5,314,000 - 5,000 5,319,000 2,519,000 47.4 950158 WDSTK - CITY PROJECTS 1,279,000 1,375,000 - - 1,375,000 96,000 7.0 950159 WDSK - BRICK PONDS TRUNK SEWER 300,000 500,000 - 1,000,000 1,500,000 1,200,000 80.0 950161 WDSTK - DEVONSHIRE & CR4 SANIT ------950163 WDSTK - LANSDOWNE PS 22,000 - - 72,000 72,000 50,000 69.4 950165 WDSTK - SANITARY OVERSIZING 30,000 40,000 - - 40,000 10,000 25.0 950169 WDSTK - BIOSOLIDS STORAGE 673,000 87,562 80,208 504,700 672,470 (530) (0.1) 950171 WDSTK - TRUNK SEWER CLASS EA 15,000 71,000 - - 71,000 56,000 78.9 950200 TBURG - WWTP UPGRADE 50,000 350,000 - - 350,000 300,000 85.7 950212 TBURG - WWTP UNIT PROCESS REV 75,000 75,000 - - 75,000 - - 950220 TBURG - JOHN POUND LIFT STN 49,000 52,000 - 73,600 125,600 76,600 61.0 950226 TBURG - TOWN PROJECTS 60,000 400,000 - - 400,000 340,000 85.0 950227 TBURG - NORTH ST SPS 750,000 1,390,000 750,000 54,000 2,194,000 1,444,000 65.8 950228 TBURG - POTTERS RD SEWER EXT ------950269 TBURG - BIOSOLIDS STORAGE 160,000 20,816 19,068 120,000 159,884 (116) (0.1) 950302 ING - CAMI SAMPLING HUT 19,000 - - 19,000 19,000 - - 950311 ING - WWTP 8,335,611 8,684,804 - - 8,684,804 349,193 4.0 950330 ING - TOWN PROJECTS 500,000 500,000 - - 500,000 - - 950369 ING - BIOSOLIDS STORAGE 148,000 19,309 17,688 110,900 147,897 (103) (0.1) 950409 NOR - BIOSOLIDS CLEAN-OUT 78,000 200,000 - - 200,000 122,000 61.0 950416 NOR - SUTTON ST SPS & PLANT IN 480,000 - 244,948 132,500 377,448 (102,552) (27.2) 950450 NOR - SANITARY REPLACEMENTS - 36,000 - - 36,000 36,000 100.0 950504 TAV - WWTP EXPANSION/UPGRADE 420,000 - - 695,000 695,000 275,000 39.6 950505 TAV - WWTP AERATION UPGRADE 180,513 50,000 - - 50,000 (130,513) (261.0) 950507 TAV - BIOSOLIDS CLEAN-OUT - 50,000 - - 50,000 50,000 100.0 950508 TAV - BERM REPAIR 190,953 - - - - (190,953) - 950550 TAV - SANITARY REPLACEMENTS 60,000 - 60,000 - 60,000 - - 950650 PLAT - SANITARY REPLACEMENTS - - - 180,000 180,000 180,000 100.0 950702 THAMES - SPS GENERATOR 50,000 90,000 - 9,000 99,000 49,000 49.5 950717 THAMES - WWTP RETROFIT 655,000 605,000 - 50,000 655,000 - - 950769 THAMES - BIOSOLIDS STORAGE 12,000 1,506 1,380 8,900 11,786 (214) (1.8) 950810 DRUMBO - WWTP 80,000 350,000 - 18,700 368,700 288,700 78.3 950869 DRUMBO - BIOSOLIDS STORAGE 14,000 1,807 1,656 10,500 13,963 (37) (0.3) 950902 MT ELGIN - WW SERVICING 2,000 330,000 - 43,000 373,000 371,000 99.5 951002 EMBRO - ODOUR CONTROL 15,000 - - - - (15,000) - 951003 EMBRO - SERVICING 125,000 62,500 - - 62,500 (62,500) (100.0) 951100 INNERKIP - WW SERVICING 200,000 75,000 - - 75,000 (125,000) (166.7) 951102 INNERKIP - ODOUR CONTROL 15,000 47,000 - 5,000 52,000 37,000 71.2 TOTAL WASTEWATER SYSTEMS 18,680,077 21,694,304 1,181,948 3,128,500 26,004,752 7,324,675 28.2 WATER SYSTEMS 911261 WDSTK - WATER FAC 14,000 14,000 - - 14,000 $ - - % 911264 WATER TOWNSHIP FACILITIES 720,000 504,500 250,000 8,000 762,500 42,500 5.6
1. Approved Budget Transfer: Budget transfers approved in-year by CAO or Council Report. Run Date: 02/11/18 9:10 AM 2. Carry Forward Budget: Prior year's forecasted capital expenses not spent by the end of the prior year.
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2018 CAPITAL PLAN REVIEW
APPROVED 2017 2018 REVISED PROJECTED PROJECTED 2018 2018 BUDGET BUDGET APPROVED VARIANCE VARIANCE PROJECT ID - NAME FORECAST BUDGET TRANSFER (1) C/FWD (2) BUDGET $ % 911272 WATER INGERSOLL FACILITIES 10,000 10,000 - - 10,000 - - 960115 WDSTK - PARKINSON WM REPLACE 17,000 - - 17,500 17,500 500 2.9 960120 BOWERHILL RESERVOIR REHAB 60,000 370,000 - 8,000 378,000 318,000 84.1 960141 WDSTK - CITY PROJECTS 1,391,000 1,850,000 (350,000) - 1,500,000 109,000 7.3 960142 WDSTK - WATERMAIN RELINING 1,400,000 928,000 472,000 - 1,400,000 - - 960148 WDSTK - WILSON ST CNR WMAIN CROSSI - - 350,000 - 350,000 350,000 100.0 960149 WDSTK - CITY PROJ OVERSIZING - 110,000 - - 110,000 110,000 100.0 960162 WDSK - TRANSMISSION MAIN R/R 20,000 99,000 - - 99,000 79,000 79.8 960163 WDSK - CR17 & 11th LINE WM 50,000 250,000 - (15,000) 235,000 185,000 78.7 960164 WDSTK - 11TH LINE WM REPLACE 641,000 - 183,000 458,000 641,000 - - 960166 WDSTK - TRANSMISSION MAIN REHA 400,000 - - 749,000 749,000 349,000 46.6 960171 WDSTK - CR17 BPS & Watermain 920,000 1,500,000 - 76,000 1,576,000 656,000 41.6 960180 WDSTK - REPLACEMENT REHAB 60,000 73,000 - - 73,000 13,000 17.8 960200 TBURG - WELL 7A RAW WATER MAIN 100,000 - - 102,000 102,000 2,000 2.0 960235 TBURG - TOWN PROJECTS 285,000 400,000 - - 400,000 115,000 28.7 960236 TBURG - NORTH ST 3,000 - - - - (3,000) - 960242 TBURG - CONC 3 NTR WMAIN REPLA 387,000 200,000 175,000 12,000 387,000 - - 960246 TBURG - UNIVERSAL METERING P 2 1,000 94,000 - 37,000 131,000 130,000 99.2 960280 TBURG - REPLACEMENTS / REHAB 60,000 88,000 - - 88,000 28,000 31.8 960281 TBURG - NORTH ST WM RELINING 35,000 - - 196,000 196,000 161,000 82.1 960301 ING - UNIVERSAL METERING P 2 3,000 - - 289,000 289,000 286,000 99.0 960302 ING - WATERMAIN THAMES ST N 3,000 - - - - (3,000) - 960304 ING - CORROSION CONTROL STUDY 15,000 115,000 - 10,000 125,000 110,000 88.0 960306 ING - FILTER EFFIC PILOT STUDY 25,000 50,000 - - 50,000 25,000 50.0 960325 ING - TOWN PROJECTS 567,000 567,000 - - 567,000 - - 960336 ING - CAST IRON WM REPL 45,000 - - 175,000 175,000 130,000 74.3 960340 ING - TOWER GENSET CLASS EA 10,000 50,000 - - 50,000 40,000 80.0 960380 ING REPLACEMENTS / REHAB 45,000 40,000 - - 40,000 (5,000) (12.5) 960400 TOWNSHIP DISTRIB REPLACEMENTS 50,000 285,000 - (50,000) 235,000 185,000 78.7 960402 NEW ASSET SUPPLY/LINEAR 80,000 150,000 - - 150,000 70,000 46.7 960403 MT ELGIN GRAYDON WELL 80,000 418,000 - 8,000 426,000 346,000 81.2 960416 OTTERVILLE TOWER PAINT/REPAIR 1,500,000 800,000 850,000 8,000 1,658,000 158,000 9.5 960417 TWSP - GROUNDWATER MODEL 50,000 100,000 - - 100,000 50,000 50.0 960428 TAV - WOODSTOCK ST S 175,000 550,000 - - 550,000 375,000 68.2 960430 TREATABILITY STUDY 100,000 300,000 - - 300,000 200,000 66.7 960436 TWSP - UNIVERSAL METERING P 2 6,000 - - 567,000 567,000 561,000 98.9 960439 THAMES - ADDITIONAL SUPPLY 5,000 195,000 - 15,000 210,000 205,000 97.6 960442 INNERKIP WATER TRTMT FAC 103,000 - 103,100 - 103,100 100 0.1 960450 EMBRO FILTER EFFICIENCY 80,000 80,000 - - 80,000 - - TOTAL WATER SYSTEMS 9,516,000 10,190,500 2,033,100 2,670,500 14,894,100 5,378,100 36.1 TOTAL Cost Centre/System 51,315,567 60,824,721 3,932,280 9,438,200 74,195,201 22,879,634 30.8
1. Approved Budget Transfer: Budget transfers approved in-year by CAO or Council Report. Run Date: 02/11/18 9:10 AM 2. Carry Forward Budget: Prior year's forecasted capital expenses not spent by the end of the prior year.
Page 4 of 4 Page 148 of 177 Report No: CS 2018-31 CORPORATE SERVICES Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director of Corporate Services
Reserves Year End Allocations and Policy Review
RECOMMENDATIONS
1. That County Council hereby approves amendments to Reserves Policy No. 6.20 as set out on Attachment No. 1, forming part of Report No. CS 2018-31, and authorizes the Chief Administrative Officer to authorize implementation;
2. And further, that County Council hereby approves reserve year end allocations identified in Attachment No. 2, forming part of Report No. CS 2018-31, to the respective reserve and reserve fund accounts for future use.
REPORT HIGHLIGHTS
. Reserves Policy 6.20 is subject to an annual review to ensure appropriate reserve balances are maintained to fund specified operations and capital projects in accordance with the County’s Long Term Financial Sustainability Plan
. Year end allocations to and from reserves are based on the status of projects previously approved for funding from reserves or from taxation; year end surpluses; and variance from target balances
Implementation Points
Upon Council approval, amendments to Reserves Policy 6.20 attached to this Report as Attachment No. 1 shall take effect immediately. Year end reserve allocations as described and set out in Attachment No. 2 to this Report will be reflected in 2018 year end financial reports.
Financial Impact
There is no impact on the County’s 2018 budget as a result of carrying over funds collected for capital and/or special projects not completed during the year as they are reserved for future use as reflected in the 2018 forecast. At the time these projects are completed the reserves will provide a source of funding that effectively reduces the annual levy to be collected through tax rates and user fees.
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Report No: CS 2018-31 CORPORATE SERVICES Council Date: November 14, 2018
Risks/Implications
An annual review of the Reserves Policy ensures the County maintains the appropriate combination of revenue sources to fund ongoing and future projects without imposing significant tax and user fee fluctuations.
In accordance with Reserves Policy No. 6.20, transfers to and from reserves and reserve funds not specifically approved in the annual operating and capital budgets require Council’s approval. Without Council’s approval, any funds generated in the year that are not used as a result of incomplete projects will become part of the County’s year end surplus and allocated as outlined in the Reserves Policy No. 6.20. This has the potential of funds being used for projects and/or programs other than the purpose for which they were collected.
Strategic Plan (2015 – 2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications 5. ii. A County that Performs and Delivers Results - Deliver exceptional services by: - Conducting regular service reviews to ensure delivery effectiveness and efficiency
DISCUSSION
Background
Each year department managers are requested to review special project and capital spending which could not be completed in the current year. Under spending related to ongoing operational items is generally not reserved, however where special projects cannot be completed, due to lack of time or other uncontrollable circumstances, the practice has been to reserve those funds for future use.
Comments
The Reserve Policy has been reviewed in accordance with the Long Term Financial Sustainability Plan designed to ensure that sufficient funding and resources are provided to meet required service level and infrastructure needs over the long term; and, the County’s Strategic Plan - Demonstrated commitment to sustainability by: Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications. Page 2 of 4
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Report No: CS 2018-31 CORPORATE SERVICES Council Date: November 14, 2018
In response, the following proposed Reserves Policy amendments described below are clearly marked by tracked changes in the Reserves Policy attached as Attachment No. 1.
Section 4.0 – Reserves and Reserve Fund Sustainability Strategies Amendments to identify a new section of the policy to better explain measures taken to sustain reserve balances without imposing additional taxation.
Section 4.1 – Interest Allocations Amendments within capital reserves include Woodingford Lodge equipment reserve to be interest bearing.
Section 4.2 – Annual Allocations of Operating Surpluses Amendments to include program/service specific operating surpluses that have annually been allocated to reserves as set out in the Appendix to the policy. In addition to those traditional allocations, the revisions are proposing the following new sustainability strategies: 1. Library surplus allocated to Facilities – Library reserve in order to meet funding needs for planned capital requirements. 2. County general year end operating surplus allocated to specific reserves to assist in funding our community’s infrastructure and tax stabilization: a. 25% to Corporate General Reserve b. 50% to Roads Capital Reserve c. 15% to Bridge Capital Reserve d. 5% to Facilities Capital Reserve e. 5% to Housing Capital Reserve In the past, the annual operating surplus has been allocated to the Corporate General Reserve which also serves as the tax stabilization reserve. The proposed allocation strategy is designed to assist with asset management requirements while ensuring tax stabilization measures are available from an operational perspective.
Schedule “A” – Reserve Policy Amendments within Schedule “A” to the Reserve Policy include the following: 1. County’s general year end operating surplus – proposed allocation to be split 25% to the Corporate General Reserve and 75% to County capital reserves as outlined in the policy. 2. Library’s year end operating surplus – proposed to be allocated to Facilities – Library Reserve.
Attachment No. 2 illustrates the 2018 continuity of each reserve and reserve fund outlining the amounts requested to be carried over along with provisions approved in the 2018 budget. This report also reflects the 2018 interest income that would have been earned on the water and wastewater systems; capital and insurance reserves year end balances as if they were designated as reserve funds.
The remaining balance in the Water and Wastewater Regulation 170 reserve has been allocated to the CSAP reserve as approved by Council January 25, 2017 – Report No. PW 2017-02.
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Report No: CS 2018-31 CORPORATE SERVICES Council Date: November 14, 2018
Conclusions
This report fulfills the requirements of the County’s Reserves Policy for an annual review and authorizes carryover of funds generated for projects and/or special programs not completed in 2018 to the appropriate reserve or reserve fund for future use.
SIGNATURES
Report Author:
Original signed by
Carolyn King, CPA, CA Manager of Finance
Departmental Approval:
Original signed by Lynn S. Buchner, CPA, CGA Director of Corporate Services
Approved for submission:
Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer
ATTACHMENTS
Attachment No. 1 – Reserve Policy No. 6.20 Attachment No. 2 – 2018 Year End Reserve Continuity Report
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Report No. CS 2018-31 AttachmentPage No. 152 1 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 1 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
Reserves POLICY
A financially sustainable County government provides an optimal mix and level of services to citizens within available means while proactively taking measures to preserve the ability to continue providing value in the long term. Reserves are established to accomplish this goal.
The objective of the reserves policy is to ensure adequate working capital is available for cash flow and contingency purposes, and as a source of funding the County’s long-term capital plan, while maintaining reasonable tax rates and user fees.
DEFINITIONS
Reserves A reserve is an allocation of accumulated net revenue. It has no reference to any specific assets and does not require the physical segregation of money or assets. Reserves are part of the revenue fund and, therefore, do not earn interest on their own, as is the case of reserve funds. Any earnings derived from investment of reserves’ money are reported as revenue fund earnings.
Reserve Funds A reserve fund differs from a reserve in that the reserve fund assets are segregated and restricted to meet the purpose of the reserve fund. All earnings derived from such investments must form part of the reserve fund. There are two types of reserve funds: obligatory reserve funds and discretionary reserve funds.
Obligatory Reserve Funds An obligatory reserve fund, as per statute or legislation requirements, is comprised of funds received for special purposes and are segregated from the general revenues of the County. Obligatory reserve funds are created solely for the purpose prescribed for them.
Discretionary Reserve Funds A discretionary reserve fund is not segregated from the general revenues of the County, based on Council direction, to finance a future expenditure or to provide for a specific contingent liability so that the funds are available as required.
Page 1 of 12 Page 153 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 2 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
PROCEDURES
1.0 Authority
1.1 Municipal Act, 2001
1.1.1 Subsection 289(3) – in preparing the budget, an upper tier municipality may provide for such reserves as the upper tier municipality deems necessary.
1.1.2 Section 293 – specifies that the Minister may make regulations requiring a municipality to establish a reserve fund designated for prescribed liabilities, defining “liabilities”, requiring a municipality to make payments into the reserve fund, prohibiting the municipality from changing the purpose for which the reserve fund is designated; and prescribing the conditions under which the municipality may change the designation of all or any part of the reserve fund, and borrow from the reserve fund.
1.1.3 Section 417 – allows a municipality to provide in its budget for the establishment or maintenance of a reserve fund for any purpose for which it has authority to spend money and that a municipality may by by-law provide that the money raised for a reserve fund may be spent or applied to a purpose other than that for which the fund was established.
2.0 Principles and Objectives
2.1 The County recognizes that the strategic use of reserves and reserve funds is an essential part of long term corporate financial planning (Policy 6.16 Long Term Financial Sustainability Plan). In addition, reserves and reserve funds shall receive priority consideration for the distribution of surplus funds and non- recurring revenues
2.2 Reserves represent an important tool in debt management as it is a source of financing for larger projects. Capital budgets can vary from year-to-year, which can create a funding need that may be best financed over time (Policy 6.19 Debt Management Policy).
2.2 Reserves and reserve funds may be established for any purpose deemed necessary by resolution of County Council, or if required in accordance with provincial statute. Typical uses of reserves are for contingencies, stabilization purposes and capital financing.
Page 2 of 12 Page 154 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 3 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
2.3 Reserves and reserve funds may be closed only by resolution of Council.
2.4 The County Treasurer is authorized to process transfers to and from reserves and reserve funds in compliance with the sources and uses listed in Appendix “A”, which forms an integral part of this policy, and in accordance with annual operating and capital budgets.
2.5 Reserve transfers not part of the annual operating or capital budget or set out specifically in this policy must be approved by County Council.
2.6 Target balances, funding sources and uses of reserves and reserve funds are set out in Appendix “A”.
3.0 Reserves and Reserve Fund Categories
Appropriate balances shall be maintained reflecting the nature of the accounts, such as:
3.1 Stabilization Reserves – used to offset extraordinary and unforeseen expense requirements, one-time expenses, revenue shortfalls, to avoid significant fluctuations on the general tax levy and to manage cash flows.
3.1.1 Corporate General 3.1.2 Water/Wastewater Community Servicing Assistance Program 3.1.3 Waste Collection 3.1.4 Legal 3.1.5 Insurance 3.1.6 WSIB 3.1.7 Pay Equity 3.1.8 Training 3.1.9 Working Funds
3.2 Government Funded Reserves – established to track the revenues received from the Provincial and Federal Governments for specific services. Funding received from other levels of government will be used in future budgets as per the guidelines or requirements of each program.
3.2.1 Federal Gas Tax 3.2.2 Ontario Community Infrastructure Fund
Page 3 of 12 Page 155 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 4 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
3.3 Program Specific Reserves – established in response to specific programs or special funding that has been received. 3.3.1 Land Ambulance 3.3.2 Planning – Official Plan review 3.3.3 Libraries 3.3.4 Child Care Mitigation Funding 3.3.5 Rural Trees 3.3.6 Landfill and Waste Diversion (fund) 3.3.7 Source Water Protection 3.3.8 Public Health Transition 3.3.9 Affordable Housing
3.4 Capital Reserves – used to fund specific replacement or renewal of capital assets. As the assets of the County increase, so should the contribution from the Operating Budget to these reserves for the replacement and refurbishment needs of the underlying capital assets, based on lifecycle costing. 3.4.1 Facilities 3.4.2 Roads 3.4.3 Bridges 3.4.4 Fleet 3.4.5 Water – Townships 3.4.6 Water – Ingersoll 3.4.7 Water – Tillsonburg 3.4.8 Water – Woodstock 3.4.9 Wastewater - Embro 3.4.10 Wastewater – Drumbo 3.4.11 Wastewater – Ingersoll 3.4.12 Wastewater - Innerkip 3.4.13 Wastewater – Mt. Elgin 3.4.14 Wastewater – Norwich 3.4.15 Wastewater – Plattsville 3.4.16 Wastewater – Tavistock 3.4.17 Wastewater – Thamesford 3.4.18 Wastewater – Tillsonburg 3.4.19 Wastewater – Woodstock 3.4.20 Information Systems 3.4.21 Social Housing 3.4.22 Land Ambulance - Stations 3.4.23 Land Ambulance - Vehicles and Equipment 3.4.24 Facilities – Libraries 3.4.25 Woodingford Lodge - Equipment
Page 4 of 12 Page 156 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 5 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
4.0 Reserves and Reserve Fund Sustainability Strategies
Reserve and reserve fund preservation and sustainability has become more prevalent over time with the reduction of transfer payments from other levels of government to support local services. Municipalities are facing financial challenges to meet service level expectations and must seek other means of sustaining an appropriate level of reserves through increased revenues. The following strategies are designed to specific revenue streams to reserves:
4.1 Interest Allocations – the following reserves, not represented by a reserve fund with segregated assets, shall receive, or be charged, an allocation of interest in the year, based on the County’s average monthly interest rate earned on its current bank deposit balances, to each of the reserves calculated on their average opening and ending balances for the year. 3.5.1 Insurance 3.5.2 Facilities 3.5.3 Roads 3.5.4 Bridges 3.5.5 Fleet 3.5.6 Water – Townships 3.5.7 Water – Ingersoll 3.5.8 Water – Tillsonburg 3.5.9 Water – Woodstock 3.5.10 Wastewater - Embro 3.5.11 Wastewater – Drumbo 3.5.12 Wastewater – Ingersoll 3.5.13 Wastewater - Innerkip 3.5.14 Wastewater – Mt. Elgin 3.5.15 Wastewater – Norwich 3.5.16 Wastewater – Plattsville 3.5.17 Wastewater – Tavistock 3.5.18 Wastewater – Thamesford 3.5.19 Wastewater – Tillsonburg 3.5.20 Wastewater – Woodstock 3.5.21 Information Systems 3.5.22 Social Housing 3.5.23 Land Ambulance - Stations 3.5.24 Land Ambulance - Vehicles and Equipment 3.5.25 Facilities – Libraries 3.5.26 Woodingford Lodge - Equipment
Page 5 of 12 Page 157 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 6 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
4.2 Annual Allocation of Operating Surpluses
Annual year-end audited operating surpluses allocated as follows:
4.2.1 Waste collection surplus funded through user fees allocated to the Waste Collection reserve.
4.2.2 Legal expense surplus allocate to Legal reserve.
4.2.3 Training expense surplus allocated to the Training reserve.
4.2.4 Paramedic Services (County portion) surplus allocated to the Land Ambulance reserve.
4.2.5 Library surplus allocated to Facilities-Library reserve.
4.2.6 Landfill surplus funded through user fees allocated to Landfill and Waste Diversion reserve fund.
4.2.7 Source Water Protection funded through user fees allocated to Source Water Protection reserve.
4.2.8 Housing surplus allocated to the Affordable Housing reserve.
4.2.9 Water and Wastewater Systems funded through user fees allocated to their respective systems’ reserve.
4.2.10 The resulting consolidated County operating surplus after all the above allocations have been accounted for allocated as follows: i. 25% allocated to the Corporate General Reserve; ii. 50% allocated to the Roads Capital Reserve; iii. 15% allocated to the Bridge Capital Reserve; iv. 5% allocated to the Facilities Capital Reserve; v. 5% allocated to the Housing Capital Reserve.
Page 6 of 12 Page 158 of 177 GENERAL POLICY MANUAL
SECTION: Finance APPROVED BY: County Council
NUMBER: 6.20 SIGNATURE: Original signed by: Peter M. Crockett, CAO
PAGE: 7 of 5 DATE: August 10, 2011
REFERENCE 6.16, 6.19, Asset REVISED: November 22, 2017 POLICY: Management Plan
4.3 Annual Reporting and Monitoring
An annual review of cash flow requirements and appropriate fund balances shall be undertaken to determine whether modifications are appropriate for the reserve policy.
On the basis of the annual policy review, the following year’s budget report will include a current year reserve continuity schedule and a five year projected reserve balance schedule reflecting the reserve provisions contained in the budget.
Page 7 of 12 Page 159 of 177 Appendix A Reserve and Reserve Funds
Reserve Name Target Balance Sources of Funding Uses of Funding Stabilization Reserves Corporate General 15% of the County's current Operating budget and 25% of Emergency and unplanned situations; and year's tax levy year-end County operating tax stabilization due to significant surplus assessment appeals beyond operating budget provisions and capping shortfalls; as determined appropriate by Council; and current year end County deficits Water/Wastewater Balance projected through No current funding sources According to CSAP By-Law 5345-2012 Community Servicing most recent regular water rate Assistance Program review that will meet the future requirements of the fund Waste Collection 40% of estimated annual bag Year-end surplus from waste To fund deficits in waste collection program tags sales based on prior 3 collection efforts (funded by year's sales bag tag user fees) Legal Two times the average annual Year-end surplus from legal Significant OMB or other unbudgeted or legal costs based on prior expenses until target balance extraordinary legal matters three years – no less than is met $500,000 Insurance Average costs to the County Operating budget; and Unbudgeted self insured claims, non- expended on claims below the interest earned based on insurable claims and claims less than the deductible plus claims billed average balance County’s insurance deductible; and to back by the insurer in the past mitigate significant increases in insurance five years – no less than premiums $750,000 WSIB Based on 75% of triennial Operating budget To fund significant and/or unbudgeted WSIB actuarial evaluation claims and employee injury related costs Pay Equity 2% of payroll Operating budget Fund pay equity adjustments retroactive to prior years or unanticipated adjustments in current year Training $100,000 Year-end surplus from training Training programs having corporate expenses until reserve target significance as determined by the CAO has been met Working Funds 10% of the County's current Operating budget To support corporate cash flow year's tax levy
Page 8 of 12 Page 160 of 177 Appendix A Reserve and Reserve Funds
Reserve Name Target Balance Sources of Funding Uses of Funding Government Funded Reserves Federal Gas Tax N/A Federal Government – New incremental capital spending on administered by AMO infrastructure including local roads, bridges and active transportation such as bike lanes that enhance sustainability outcomes in accordance with the Keeping Canada’s Economy and Jobs Growing Act Ontario Community N/A Government of Ontario under Capital spending on renewal, rehabilitation Infrastructure Fund Ontario Community and replacement of core infrastructure Infrastructure Fund assets. Eligible project categories include: Agreement paved roads, street lighting as part of a roads project, bridges and culverts, water treatment, water distribution/transmission, wastewater treatment and disposal, sanitary sewer systems and storm water systems, subject to restrictions. The development and implementation of asset management plans for core infrastructure assets are also eligible. The Agreement sets out the eligible projects/categories as well as the terms & conditions in further detail. Program Specific Reserves Land Ambulance N/A Operating budget and 50% of Special projects having long term benefits the annual surplus within EMS Paramedic Services budget, Municipal funding portion only Planning Costing requirement based on Operating budget annual Official Plan review recurring every five years five year equal cost installment equal allocation over a five cycle year period based on estimated cost of Official Plan review Libraries 5% of Library’s current year's Operating budget Unbudgeted extraordinary operating or tax levy capital expenses to provide sufficient flexibility and protection for unforeseen events in the Library system
Page 9 of 12 Page 161 of 177 Appendix A Reserve and Reserve Funds
Reserve Name Target Balance Sources of Funding Uses of Funding Child Care Mitigation N/A Provincial funding To offset child care service costs to support Funding transition to Ontario’s new child care funding formula over three to five years Rural Trees N/A County Tree Memorial and Rural tree plantings County Agreement Forest Trust Funds Landfill and Waste Future landfill expansion and Annual surplus of the Landfill Future maintenance costs and current capital Diversion (reserve fund) capital costs (generated exclusively from improvements, future expansion and user fees); and interest replacement costs; and funding programs revenue that would extend the life of the landfill by waste diversion and sustainability efforts Source Water Protection N/A Year-end surplus from Source To fund spending deficits in the Source Water Protection program Water Protection program (funded by user fees) Public Health Transition N/A Year-end surplus from Public To fund the County’s future transition costs Health division related to changes in the organizational structure for Oxford County Public Health Affordable Housing N/A Disposal of Land/Housing Affordable housing incentives and capital First Policy; Year-end surplus expenditures associated with the from Housing division development of new housing units Capital Reserves Facilities To meet lifecycle financing Operating budget; and annual Capital repairs, maintenance, betterments requirements based on Asset net rental income from and replacements of County-owned Management Plan for all County-owned rural properties buildings2 and communication towers (except County buildings (except and facilities (excluding libraries, land ambulance, housing, water libraries, land ambulance, library, land ambulance, and wastewater facilities); energy housing, water and wastewater housing, water and management programs to fund capital facilities) wastewater facilities)1; 5% of projects that would result in future energy year-end County operating savings; and emergency and unplanned surplus repairs Roads To meet lifecycle financing Operating budget; and surplus Funding roads and drainage capital projects;
1 And interest earned based on average balance 2 Costs related to the Development Charges Act requirement that development-related capital costs be reduced by 10%. The 10% must be funded from non- growth related sources.
Page 10 of 12 Page 162 of 177 Appendix A Reserve and Reserve Funds
Reserve Name Target Balance Sources of Funding Uses of Funding requirements based on Asset from capital road projects budget adjustments at time of tender; road Management Plan funded by taxation3; 50% of emergency or unplanned expenses year-end County operating surplus Bridges To meet lifecycle financing Operating budget; and surplus Funding bridge capital projects; budget requirements based on Asset from capital bridge projects adjustments at time of tender; bridge Management Plan funded by taxation3; 15% of emergency or unplanned expenses year-end County operating surplus Fleet To meet lifecycle financing Annual allocation based on Replacement of rolling stock and equipment requirements based on Asset internal charges to (excluding emergency services vehicles and Management Plan departments3 equipment) Water – Townships Water – Ingersoll Water – Tillsonburg Water – Woodstock Wastewater – Embro Wastewater – Drumbo Wastewater – Ingersoll Funding of system capital projects; To meet lifecycle financing unplanned deficits of operating system; and Wastewater – Innerkip Annual surplus in operating requirements based on Asset emergency and unplanned expenditures in system (funded by user fees)3 Wastewater – Mt. Elgin Management Plan operating system Wastewater – Norwich Wastewater – Plattsville Wastewater – Tavistock Wastewater – Thamesford Wastewater – Tillsonburg Wastewater – Woodstock Information Systems Average annual replacement Annual allocation based on Replacement or upgrades of computer requirements for hardware and internal charges to hardware and to fund software upgrades or corporate software in departments3 acquisition having corporate benefit, accordance with replacement including aerial photography updates and
3 And interest earned based on average balance
Page 11 of 12 Page 163 of 177 Appendix A Reserve and Reserve Funds
Reserve Name Target Balance Sources of Funding Uses of Funding policy for hardware and three shared municipal network equipment year upgrade for VoIP software systems; shared municipal network infrastructure Housing To meet lifecycle financing Operating budget5; 5% of Capital improvements to existing social requirements based on Asset year-end County operating housing stock Management Plan for all surplus County-owned Housing buildings Land Ambulance – To meet lifecycle financing Dedicated funding provided Capital repairs, maintenance, betterments Stations requirements based on Asset by the Ministry of Health and and replacements of County-owned Land Management Plan for County- Long-Term Care5 Ambulance Stations4 owned Land Ambulance Stations Land Ambulance – To meet lifecycle financing Dedicated funding provided Replacement of Land Ambulance vehicles Vehicles and Equipment requirements based on Asset by the Ministry of Health and and equipment Management Plan Long-Term Care and proceeds from equipment sales5 Facilities – Libraries To meet lifecycle financing Operating budget5; year-end Capital repairs, maintenance, betterments requirements based on Asset Library operating surplus and replacements of County-owned library Management Plan for County- buildings4 owned library buildings Woodingford Lodge - To meet lifecycle financing Operating budget and Replacement of Woodingford Lodge furniture Equipment requirements proceeds from equipment and fixtures, and equipment including lifts sales5 and dietary equipment
4 Costs related to the Development Charges Act requirement that development-related capital costs be reduced by 10%. The 10% must be funded from non- growth related sources. 5 And interest earned based on average balance
Page 12 of 12 Report No. CSPage 2018-31 164 of 177 Attachment No. 2
2017 2018 2018 2018 2018 2018 2018 2018 2018 2018 RESERVE POLICY CLOSING BUDGET BUDGET BUDGET CLOSING FORECAST FORECAST FORECAST RESERVE CLOSING TARGET (SURPLUS) BALANCE INTEREST TO FROM BALANCE INTEREST TO FROM REALIGNME BALANCE POLICY SHORTFALL DEVELOPMENT CHARGES 91100 DC - ADMIN 502,002 8,000 3,500 (279,000) 234,502 7,800 3,500 (117,000) - 396,302 - - 91210 DC - FACILITIES OCAB 25,881 300 60,000 (28,000) 58,181 400 45,000 (28,000) - 43,281 - - 91230 DC - ROADS 1,453,162 7,000 650,000 (853,000) 1,257,162 22,500 1,000,000 (1,320,356) - 1,155,306 - - 91251 DC - WW WOODSTOCK 1,220,020 10,400 600,000 (567,322) 1,263,098 18,900 900,000 (2,090,457) - 48,463 - - 91252 DC - WW TILLSONBURG 4,150,885 59,300 450,000 (1,432,995) 3,227,190 64,300 900,000 (727,074) - 4,388,111 - - 91253 DC - WW INGERSOLL 143,179 2,100 350,000 (356,025) 139,254 2,200 700,000 (714,913) - 130,466 - - 91254 DC - WW NORWICH 1,274,426 18,900 160,000 - 1,453,326 19,800 200,000 - - 1,494,226 - - 91255 DC - WW TAVISTOCK 204,323 2,600 75,000 (80,000) 201,923 3,200 200,000 (330,000) - 77,523 - - 91256 DC - WW PLATTSVILLE 53,568 2,600 170,000 (170,000) 56,168 800 170,000 (170,000) - 54,368 - - 91257 DC - WW THAMESFORD 110,180 1,600 60,000 (52,308) 119,472 1,700 130,000 (1,116) - 240,764 - - 91258 DC - WW DRUMBO 374,394 5,300 10,000 (233,896) 155,798 5,800 9,999 (54,727) - 335,466 - - 91261 DC - W WOODSTOCK 491,910 2,900 500,000 (622,994) 371,816 7,600 800,000 (1,115,780) - 183,730 - - 91262 DC - W TILLSONBURG 38,126 1,000 150,000 (150,000) 39,126 600 150,000 (153,720) - 35,006 - - 91263 DC - W INGERSOLL 122,077 2,400 100,000 (100,000) 124,477 1,900 100,000 (103,480) - 120,497 - - 91264 DC - W NORWICH 152,090 2,100 22,000 - 176,190 2,400 50,000 (135,374) - 69,116 - - 91265 DC - W TAVISTOCK 533,311 7,800 20,000 - 561,111 8,300 20,000 (1,380) - 560,231 - - 91266 DC - W PLATTSVILLE 12,978 700 80,000 (80,000) 13,678 200 80,000 (81,020) - 12,158 - - 91267 DC - W THAMESFORD 44,145 700 20,000 (20,000) 44,845 700 40,000 (61,920) - 22,925 - - 91268 DC - W DRUMBO 88,260 1,500 7,500 - 97,260 1,400 (300) - - 89,360 - - 91500 DC - EMS 149,474 1,600 35,000 (40,000) 146,074 2,300 50,000 (40,000) - 161,774 - - 91600 DC - LIBRARY 439,707 6,600 150,000 (78,200) 518,107 6,800 150,000 (78,200) - 518,307 - - TOTAL DEVELOPMENT CHARGES 11,584,098 145,400 3,673,000 (5,143,740) 10,258,758 179,600 5,698,199 (7,324,517) - 10,137,380 - - RESERVE FUNDS 93270 RF - LANDFILL AND WASTE DIV. 25,267,205 600,000 - (1,572,375) 24,294,830 650,000 - (1,780,117) - 24,137,088 20,400,000 (3,737,088) TOTAL RESERVE FUNDS 25,267,205 600,000 - (1,572,375) 24,294,830 650,000 - (1,780,117) - 24,137,088 20,400,000 (3,737,088) RESERVES STABILIZATION RESERVES 92101 R - WSIB 3,718,975 - - (195,000) 3,523,975 - - (316,467) - 3,402,508 4,167,000 764,492 1 92102 R - PAY EQUITY 1,352,256 - - (298,575) 1,053,681 - - (295,948) - 1,056,308 1,005,000 (51,308) 92103 R - TRAINING 282,543 - - - 282,543 - - - - 282,543 100,000 (182,543) 92130 R - CORPORATE GENERAL 12,511,439 - 200,000 (6,285,709) 6,425,730 - 200,000 (6,963,726) - 5,747,713 8,550,000 2,802,287 92131 R - WORKING CAPITAL 6,100,000 - - - 6,100,000 - - - - 6,100,000 5,700,000 (400,000) 92133 R - LEGAL 502,098 - - - 502,098 - - (40,170) - 461,928 500,000 38,072 92134 R - INSURANCE 1,425,153 22,090 - - 1,447,243 22,090 - - - 1,447,243 750,000 (697,243) 92240 R - WATER/WASTEWATER CSAP 2,430,796 - - (72,858) 2,357,938 - 12,222 (81,997) 43,707 2,404,728 - - 2 92280 R - WASTE COLLECTION 2,468,482 - - (251,863) 2,216,619 - - (67,441) - 2,401,041 1,128,000 (1,273,041) TOTAL STABILIZATION RESERVES 30,791,742 22,090 200,000 (7,104,005) 23,909,827 22,090 212,222 (7,765,749) 43,707 23,304,012 21,900,000 1,000,716 GOVERNMENT FUNDED RESERVES 92205 R - FEDERAL GAS TAX 50,893 768 3,367,251 (3,370,000) 48,912 768 3,367,251 (3,370,000) - 48,912 - - 92206 R - OCIF ------1,373,162 (1,373,162) - - - - TOTAL GOVERNMENT FUNDED RESERVES 50,893 768 3,367,251 (3,370,000) 48,912 768 4,740,413 (4,743,162) - 48,912 - - PROGRAM SPECIFIC RESERVES 92215 R - TREES RURAL 7,819 - - (2,500) 5,319 - - - - 7,819 - - 92241 R - 170 UPGRADE 143,707 - - - 143,707 - - (100,000) (43,707) - - - 2 92244 R - SOURCE WATER PROTECTION 136,756 - 295,942 - 432,698 - 339,360 - - 476,116 - - Page 1 of 3 Page 165 of 177
2017 2018 2018 2018 2018 2018 2018 2018 2018 2018 RESERVE POLICY CLOSING BUDGET BUDGET BUDGET CLOSING FORECAST FORECAST FORECAST RESERVE CLOSING TARGET (SURPLUS) BALANCE INTEREST TO FROM BALANCE INTEREST TO FROM REALIGNME BALANCE POLICY SHORTFALL 92301 R - CHILD CARE MITIGATION FUND 965,695 - - - 965,695 - - - - 965,695 - - 92302 R - AFFORDABLE HOUSING 5,318,117 - 1,500,000 (5,093,237) 1,724,880 - 534,847 (1,053,237) - 4,799,727 - - 92400 R - PLANNING - OFFICIAL PLAN 693,349 - - (187,340) 506,009 - - (24,500) - 668,849 162,000 (506,849) 3 92505 R - PUBLIC HEALTH TRANSITION 478,934 - - - 478,934 - - (478,934) - - - - 4 92510 R - LAND AMBULANCE 262,022 - - (154,831) 107,191 - - (170,783) - 91,239 - - 5 92600 R - LIBRARIES 239,450 - - - 239,450 - - - - 239,450 180,000 (59,450) 92621 R - OCL PROV. LITERACY 695 - - (1,665) (970) - - (695) - - - - TOTAL PROGRAM SPECIFIC RESERVES 8,246,544 - 1,795,942 (5,439,573) 4,602,913 - 1,133,649 (1,828,149) (43,707) 7,508,337 342,000 (566,299) CAPITAL RESERVES GENERAL 92120 R - INFORMATION SYSTEMS 1,526,215 15,199 255,579 (805,320) 991,673 19,934 210,595 (690,870) - 1,065,874 1,030,000 (35,874) 6 92210 R - FACILITIES 5,468,514 64,414 751,696 (2,150,086) 4,134,538 76,236 780,140 (1,880,264) - 4,444,626 8,000,000 3,555,374 92220 R - FLEET 535,085 4,196 1,782,743 (1,943,000) 379,024 6,716 1,740,097 (1,974,700) - 307,198 2,137,000 1,829,802 92230 R - ROADS 6,348,041 82,745 6,574,000 (6,526,000) 6,478,786 106,076 6,824,000 (5,279,437) - 7,998,680 14,390,000 6,391,320 7 92235 R - BRIDGES 4,810,072 54,241 2,300,000 (2,946,838) 4,217,475 83,106 2,300,000 (1,196,838) - 5,996,340 4,600,000 (1,396,340) 8 92300 R - SOCIAL HOUSING 2,258,303 72,869 700,000 (1,221,500) 1,809,672 33,498 700,000 (894,239) - 2,097,562 3,080,000 982,438 8 92335 R - WOODINGFORD LODGE EQUIP 35,298 - - - 35,298 - - (12,670) - 22,628 - - 92511 R - LAND AMBULANCE VEHICLES 473,892 8,181 773,750 (630,000) 625,823 8,676 773,750 (602,050) - 654,268 463,000 (191,268) 92512 R - LAND AMBULANCE STATIONS 324,774 4,359 26,581 (74,024) 281,690 4,668 26,502 (73,688) - 282,256 450,000 167,744 TOTAL GENERAL 21,780,194 306,204 13,164,349 (16,296,768) 18,953,979 338,910 13,355,084 (12,604,756) - 22,869,432 34,150,000 11,303,196 LIBRARY 92602 R - OCL NORWICH CAPITAL 40,466 - - - 40,466 - - - - 40,466 - - 92605 R - OCL - FACILITIES 102,691 929 124,920 (84,000) 144,540 2,084 267,198 (122,018) - 249,955 1,250,000 1,000,045 9 TOTAL LIBRARY 143,157 929 124,920 (84,000) 185,006 2,084 267,198 (122,018) - 290,421 1,250,000 1,000,045 WATER AND WASTEWATER 92249 R-WW EMBRO 122,533 2,908 98,225 - 223,666 2,560 105,659 (15,000) - 215,752 693,000 477,248 10 92250 R - WW INNERKIP 492,331 7,001 60,179 (47,000) 512,511 8,416 123,967 (15,000) - 609,714 531,000 (78,714) 10 92251 R - WW WOODSTOCK 13,850,222 161,576 2,096,659 (7,705,240) 8,403,217 202,308 2,025,927 (3,208,978) - 12,869,479 15,165,000 2,295,521 10 92252 R - WW TILLSONBURG 15,991,535 258,076 1,954,094 (854,821) 17,348,884 260,675 2,229,033 (325,503) - 18,155,740 7,937,000 (10,218,740) 10 92253 R - WW INGERSOLL 1,451,468 25,605 2,565,499 (2,348,088) 1,694,484 22,263 1,802,335 (1,712,891) - 1,563,175 11,784,000 10,220,825 10 92254 R - WW NORWICH 2,643,481 41,201 473,058 (261,000) 2,896,740 42,063 442,994 (284,908) - 2,843,630 1,110,000 (1,733,630) 10 92255 R - WW TAVISTOCK 1,892,530 16,108 496,722 (100,000) 2,305,360 25,739 915,344 (851,466) - 1,982,147 1,533,000 (449,147) 10 92256 R - WW PLATTSVILLE 1,171,650 15,043 119,280 - 1,305,973 19,215 182,202 (32,000) - 1,341,067 958,000 (383,067) 10 92257 R - WW THAMESFORD 2,839,921 38,687 419,235 (702,036) 2,595,807 39,123 112,502 (714,268) - 2,277,278 882,000 (1,395,278) 10 92258 R - WW DRUMBO 1,122,562 17,060 108,517 (117,911) 1,130,228 18,480 177,077 (31,334) - 1,286,785 1,566,333 279,548 10 92259 R - WW MT ELGIN 355,145 2,064 94,606 (330,000) 121,815 6,197 132,483 (2,000) - 491,825 275,000 (216,825) 10 92261 R - W WOODSTOCK 16,878,554 218,494 2,610,368 (4,934,000) 14,773,416 253,983 2,756,409 (3,551,379) - 16,337,567 11,231,000 (5,106,567) 10 92262 R - W TILLSONBURG 1,990,428 26,670 732,564 (729,000) 2,020,662 32,683 983,665 (718,000) - 2,288,776 6,525,000 4,236,224 10 92263 R - W INGERSOLL 4,260,118 61,266 1,877,620 (832,000) 5,367,004 75,547 2,013,461 (723,000) - 5,626,126 3,776,000 (1,850,126) 10 92264 R - W TOWNSHIP 10,150,596 122,814 1,104,638 (3,382,500) 7,995,548 142,772 1,521,757 (2,949,000) - 8,866,125 5,610,000 (3,256,125) 10 TOTAL WATER AND WASTEWATER 75,213,074 1,014,573 14,811,264 (22,343,596) 68,695,315 1,152,024 15,524,815 (15,134,727) - 76,755,186 69,576,333 (7,178,853) TOTAL CAPITAL RESERVES 97,136,425 1,321,706 28,100,533 (38,724,364) 87,834,300 1,493,018 29,147,097 (27,861,501) - 99,915,039 104,976,333 5,124,388 TOTAL RESERVES 136,225,604 1,344,564 33,463,726 (54,637,942) 116,395,952 1,515,876 35,233,381 (42,198,561) - 130,776,300 127,218,333 5,558,805 TOTAL RESERVES 173,076,907 2,089,964 37,136,726 (61,354,057) 150,949,540 2,345,476 40,931,580 (51,303,195) - 165,050,768 147,618,333 1,821,717
Page 2 of 3 Page 166 of 177
2017 2018 2018 2018 2018 2018 2018 2018 2018 2018 RESERVE POLICY CLOSING BUDGET BUDGET BUDGET CLOSING FORECAST FORECAST FORECAST RESERVE CLOSING TARGET (SURPLUS) BALANCE INTEREST TO FROM BALANCE INTEREST TO FROM REALIGNME BALANCE POLICY SHORTFALL 1 Higher WSIB costs than expected for significant claim 2 Realignment of remaining balance in Reg 170 W/WW reserve (Resolution No. 12 on January 25, 2017) 3 Contribution from reserves for Official Plan Review not required as review has been delayed. 4 Funding for Southwestern Public Health reserve 5 Additional funding required for Ministry claw back for 2017 funding deficit 6 Capital expenditures & contributions to reserve for future equipment less than budgeted due to the Public Health Merger 7 Reserve contributions have been adjusted as a result of project delays. 8 Delay in the completion of projects 9 Significant capital expenses expected in 2019. Library surplus allocated to reserve for 2018. The excess revenues generated in the water and wastewater systems that are over the operating costs are contributed to reserves and then used to cover all capital project costs. Some projects have been delayed until future years and 10 therefore less contribution from reserves was required.
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Report No: CS 2018-32 CORPORATE SERVICES Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director of Corporate Services
2019 Insurance Program
RECOMMENDATION
1. That County Council approves the 2019 Insurance Program proposed by Frank Cowan Company Limited at a base premium rate of $1,048,394 plus applicable taxes.
REPORT HIGHLIGHTS
. Proposed 2018 premium - $1,048,394 ($1,000,490 revised premium – 2018)
. increase of $47,904 (4.8%) over 2018
. includes housing coverage and a Housing Service Corporation fee of $1,777.20
Implementation Points
Staff will update the property, vehicle and equipment listings for the 2019 insurance program to take effect January 1, 2019.
Financial Impact
The proposed insurance premiums are included in the 2019 draft budget. The Treasurer has reviewed this report and agrees with the financial impact statement.
Risks/Implications
There is always risk with insurance coverage that catastrophic claims could exceed the limit of coverage. The most vulnerable exposure is liability claims of which the courts have generously awarded damages to claimants as municipalities are seen as having the ability to tax to cover the costs – even when only 1% at fault. Provincial case law has proven that claim costs are being awarded that exceed the County’s current limit of coverage at $25 million.
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Report No: CS 2018-32 CORPORATE SERVICES Council Date: November 14, 2018 Strategic Plan (2015 – 2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications DISCUSSION
Background
In 2014, County Council gave staff direction to issue a tender for the County’s 2015 insurance program as it had been eight years since the last competitive process in 2006.
As a result of the competitive process, Frank Cowan Company Limited (Cowan) was awarded the County’s 2015 insurance program which included environmental liability and social housing stock for an overall premium savings of approximately $100,000. The report recommending approval of the tender proposal from Cowan also suggested an option to renew for each subsequent year, based on satisfactory performance and service.
In addition to the traditional coverage the County had acquired in the past, the RFP included a request for a quote for environmental liability; and, a quote for social housing stock to be compared to the quote received from the Housing Services Corporation (HSC). The HSC is a subsidiary of the Province, that provides insurance and risk management services to Social Housing Consolidated Service Managers. If Consolidated Service Managers (CSM – includes County of Oxford) cannot attain a lower cost quote from another insurer, they are required to purchase their insurance coverage through HSC’s insurance pool – based on a consolidation of claims experience from all participating CSMs across the province. This legislation has recently been under review. In the meantime, the County requested quotes from Cowan and HSC’s insurance provider in the same manner as has been required in the past.
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Report No: CS 2018-32 CORPORATE SERVICES Council Date: November 14, 2018 Comments
Considering that County staff continues to be satisfied with services provided by Cowan, a 2019 renewal proposal was requested and subsequently received on October 17, 2018. The proposal indicates a cost increase of $47,904 over the 2018 revised premium. The most significant contributors to the increase include general liability – a premium increase of $49,000 (8.0% over 2018) and property coverage increasing by $3,700 (2.0% over 2017). Table 1 provides the coverages contained in the County’s current and renewal insurance program.
Table 1 – Schedule of Coverage
Schedule of Coverage Coverage Limit Deductible
General liability $15,000,000 $50,000
Follow form excess liability 10,000,000 0
Errors & omissions 15,000,000 25,000
Non-owned auto 15,000,000 500
Environmental liability 3,000,000 50,000
Crime 1,000,000 0
Councillors’ accident 250,000 0
Schedule of Coverage Coverage Limit Deductible Legal expense 100,000 0
Property insurance 397,587,600 25,000
Automobile 15,000,000 25,000
Conclusions
Staff has conducted a careful review of the insurance program renewal as submitted by Cowan in consideration with a claims experience analysis and are of the opinion that the renewal proposal provides the County with a comprehensive insurance program complemented by a sound risk management plan.
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Report No: CS 2018-32 CORPORATE SERVICES Council Date: November 14, 2018
In conclusion, staff recommends renewal of the County’s insurance program with Frank Cowan Company Limited for 2019 with the option to renew for each subsequent year, subject to satisfactory performance and service.
SIGNATURES
Departmental Approval:
Original signed by
Lynn S. Buchner, CPA, CGA Director of Corporate Services
Approved for submission:
Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer
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Report No: CS 2018-33 CORPORATE SERVICES Council Date: November 14, 2018
To: Warden and Members of County Council
From: Director of Corporate Services
2018 Auditor Appointment – Joint Public Health Board
RECOMMENDATION
1. That notwithstanding By-law No. 5700-2015, adopted by County Council on May 27, 2015, appointing Christene Scrimgeour, CPA, CA, as the Municipal Auditor for the County of Oxford, for the fiscal years 2015 to 2018 inclusive, Council hereby authorizes the County’s Municipal Auditor to rely on the audited statements prepared by the auditor appointed to the former Elgin St. Thomas Public Health for the purposes of fulfilling the audit services of the new Southwestern Public Health, for the eight month period ending December 31, 2018 for proportionate consolidation with the County’s December 31, 2018 Audited Financial Statements, subject to meeting the conditions contained in the Christene Scrimgeour’s correspondence dated October 29, 2018, attached hereto.
REPORT HIGHLIGHTS
. Southwestern Public Health 2018 external audit services to be conducted by auditors of the former Elgin St. Thomas Public Health
Implementation Points
Staff will liaise with the County’s auditor and the Southwestern Public Health Treasurer and auditor for the purposes of preparing the County’s 2018 Consolidated Financial Statements.
Financial Impact
There is no financial impact anticipated to result by adopting the recommendation contained in this report. The Treasurer has reviewed this report and agrees with the financial impact statement.
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Report No: CS 2018-33 CORPORATE SERVICES Council Date: November 14, 2018
Risks/Implications
There are no risks or implications anticipated to result by adoption of the recommendation in this report, assuming the County’s auditor is satisfied with the Audit Opinion that will be issued by the Southwestern Public Health’s auditor.
Strategic Plan (2015 – 2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications 4. ii. A County that Informs and Engages - Inform the public about County programs, services and activities through planned communication that includes: - A County Report Card that engages and informs our community and celebrates our successes and our history
DISCUSSION
Background
On April 4, 2018, the required regulatory changes to the Health Protection and Promotion Act were posted on the Government of Ontario’s e-Laws with May 1, 2018 being the date in which the amended regulatory changes come into force. As such, audited financial statement for Oxford County Public Health were prepared for the period January 1, 2018 to April 30, 2018. That audit was conducted by the County’s appointed auditor and presented to Council on July 11, 2018 under Report No. CS 2018-23. – 2018 Audited Oxford County Public Health Financial Statements.
In the case of the new entity – Southwestern Public Health is a joint board of Elgin, St. Thomas and Oxford and, as such, will require audited financial statements that will be apportioned among the Consolidated Financial Statements of each of the funding partners, based on funding contribution. Considering the County of Oxford has the largest population, it is the largest funder among the three municipal partners.
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Report No: CS 2018-33 CORPORATE SERVICES Council Date: November 14, 2018
The Municipal Act, 2001 sets out the requirements for municipalities with respect to appointment for external audit services for the municipality and its local boards, which is defined to include board of health. For the 2018 fiscal year, Council appointed Scrimgeour & Company, Chartered Accountant, as auditor for the financial statements for the County of Oxford including its local boards, under By-law No. 5700-2015. The following are excerpts from the Municipal Act, 2001:
Subsection 296(1) of the Municipal Act, 2001, states that a municipality shall appoint an auditor licensed under the Public Accounting Act, 2004 who is responsible for, (a) annually auditing the accounts and transactions of the municipality and its local boards and expressing an opinion on the financial statements of these bodies based on the audit; and (b) performing duties required by the municipality or local board. Further, Subsection 296(10) of the Municipal Act, 2001, states that “If a local board is a local board of more than one municipality, only the auditor of the municipality that is responsible for the largest share of expenses of the local board in the year is required to audit the local board in that year.”
Comments
Due to the complexity of the merger of two former public health services into a new entity, the Southwestern Public Health has requested continuity of the auditor who has provided external audit services to the former Elgin St. Thomas Public Health for this eight month period. In response, County staff were asked to contact the County’s auditor to enquire if, for the purposes of fulfilling the County’s audit, they would be able to rely on the opinion of another auditor.
Attached is a written response from the County’s appointed auditor, Christene Scrimgeour, Scrimgeour & Company, dated October 29, 2018 – refer to Attachment No. 1. In summary, the auditor’s response indicates that they are willing to include proportional consolidation of the Board’s financial statements under their audit opinion/report for the County under two conditions: 1. the appointed auditing firm for the Board issues a unqualified report; and 2. the appointed auditing firm is in good standing with CPA Ontario.
Considering the County adopted By-law No. 5700-2015 on May 27, 2015, appointing Christene Scrimgeour, as the Municipal Auditor for the fiscal years 2015 to 2018 inclusive, in accordance with the Municipal Act, 2001, as cited above, it is recommended that County Council officially acknowledge this exception.
The County of Elgin and the City of St. Thomas have relied on audit opinions prepared by the same accounting firm for their municipal financial statements as well as the Elgin St. Thomas Public Health proportional statements in the past.
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Report No: CS 2018-33 CORPORATE SERVICES Council Date: November 14, 2018
Conclusions
Considering the scope of the County’s audit has changed as a result of the merger of Oxford County Public Health with Elgin St. Thomas Public Health, and the County’s Municipal Auditor appointment By-law expires on December 31, 2018, a Request for Proposals (RFP) has been issued for the County’s external services. It is anticipated that a recommendation for the appointment of a municipal auditor, starting in 2019, will be brought forward to the new Council for consideration at their December 12, 2018 regular meeting.
SIGNATURES
Departmental Approval:
Original signed by
Lynn S. Buchner, CPA, CGA Director of Corporate Services
Approved for submission:
Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer
ATTACHMENTS
Attachment No. 1 – Correspondence from Christene Scrimgeour, CPA, CA, Scrimgeour & Company, dated October 29, 2018
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Report No. CSPage 2018-33 175 of 177 Attachment No. 1 SCRIMGEOU OMPANY CPA PROFESS!
October 29, 2018
Ms. Lynn Buchner, Director of Corporate Services County of Oxford 21 Reeve Street Woodstock, Ontario N4S7Y3
Dear Ms. Buchner:
This letter is in response to your inquiry regarding the audit of the County of Oxford as it relates to the consolidation of the Oxford Elgin St. Thomas Public Health (the "Board") forthe year ending December 31, 2018.
The Municipal Act Section 296 (10) states that "if a local board is a local board of more than one municipality, only the auditor of the municipality that is responsible for the largest share of the expenses of the local board in the year is required to audit the local board in that year".
The County of Oxford contributes the largest share of expenses of the Board, a joint local board of more than one municipality. As auditor of the County of Oxford, the Municipal Act would indicate that Scrimgeour & Company CPA Professional Corporation should be appointed auditor of the Board.
The Board has appointed another audit firm as their auditor. This is a matter for the Board, as they are responsible for adherence to the Municipal Act.
Our firm is licensed under CPA Ontario and as such, our firm is responsible to CPA Ontario's Rules of Professional Conduct. As well, we are responsible for issuing an Independent Auditor's Report on the County of Oxfordfinancial statements. For the year ending December 31, 2018, this will include proportional consolidation of the Board. Our firm believes we can issue such a Report for the County of Oxford, assuming the appointed auditing firm provides the required unqualified audited financial statements and is in good standing with CPA Ontario.
If you have any further questions regarding this matter, please do not hesitate to contact our office.
Sincerely,
Christene A. Scrimgeour, CPA, CA, BA SCRIMGEOUR & COMPANY CPA PROFESSIONAL CORPORATION
Suite 1706, 148 Fullarton Street London, ON N6A 5P3 • Phone: 519-672-6811 Fax: 519-672-9757 Page 176 of 177
Copied for Council Meeting of November 14, 2018 PENDING ITEMS
Council Lead Meeting Date Issue Pending Action Dept. Time Frame
24-May-17 5935-2017 - Natural Resource Gas Limited Franchise Agreement 3rd Reading PW Subject to Resolution No. 8 - Blandford-Blenheim resolution requesting the County initiate a lands needs assessment including the need for future 10-Jan-18 residential growth - referred to Community Planning Report CP Q1 2018 June 13, 2018 - Resolution No. 21 - That the recommendations contained in Report No. PW 2018-28, titled "Princeton Wastewater Servicing Class Environmental Assessment Study - Notice of Completion" be deferred to provide Blandford-Blenheim the opportunity 13-Jun-18 to propose a solution. Awaiting action from Blandford-Blenheim PW Q4 2018
Resolution No. 9: "Resolved that the recommendation contained in Report No. CP 2018-269, titled "Application for Official Plan Amendment OP 18-05-3 – Michael and Violetta Bell (Evan Van Moerkerke)”, be deferred to allow Norwich Township Council to 26-Sep-18 consider new information that may impact the zoning application." Awaiting action from Township of Norwich CP Q4 2018 Page 177 of 177
COUNTY OF OXFORD
BY-LAW NO. 6059-2018
BEING a By-law to confirm all actions and proceedings of the Council of the County of Oxford at the meeting at which this By-law is passed.
The Council of the County of Oxford enacts as follows:
1. That all decisions made by Council at the meeting at which this By-law is passed, in respect of each report, resolution or other action passed and taken by the Council at this meeting, are hereby adopted, ratified and confirmed.
2. That the Warden and/or the proper officers of the County are hereby authorized and directed to do all things necessary to give effect to the said decisions referred to in Section 1 of this By-law, to obtain approvals where required, and except where otherwise provided, to execute all necessary documents and the Clerk is hereby authorized and directed to affix the corporate seal where necessary.
3. That nothing in this By-law has the effect of giving to any decision the status of a By-law where any legal prerequisite to the enactment of a specific By-law has not been satisfied.
4. That all decisions, as referred to in Section 1 of this By-law, supersede any prior decisions of Council to the contrary.
READ a first and second time this 14th day of November, 2018.
READ a third time and finally passed this 14th day of November, 2018.
DAVID MAYBERRY, WARDEN
CHLOÉ J. SENIOR, CLERK