2020 Draft Budget

Includes 2020-2022 3-year Operating Budget 2020-2029 10-year Capital Budget

January 2020 This document is available in alternate formats, upon request 2020 Budget DECEMBER 5, 2019 2020 Overall Budget

County Base Levy at 7.26%, $16,704,452 1% Levy Increase = $155,744 Overall Budget Summary 2020‐2022

Budget Budget 2019 2020

% of Levy % of Overall Operating Levy 12,529,355 13,539,452 1,010,097 8.06% 6.49%

Capital Levy 3,045,000 3,165,000 120,000 3.94% 0.77%

Overall Levy 15,574,355 16,704,452 1,130,097 7.26% 2020 Overall Budget

Summary Review • County Base Levy at 7.26%, $16,704,452 1% Levy Increase = $155,744

NON‐DEPARTMENTAL CHANGES CAPITAL BUDGET Non‐departmental (0.94)% Capital Budget Levy 0.77% . OMPF ‐$212K (Levy ‐ Future ($3.17M) Stabilization) $100,000 Modernization . Other Net ‐$24K Net Internal Services 5.14% Grants 0.06% EXTERNAL SHARED SERVICES SUMMARY Social Services 1.07% Non‐departmental+Grants (0.88)% Health Unit 0.70% Capital 0.77% Spruce Lodge 0.48% External Shared Services 2.26% Stratford‐Perth Museum 0.01% Internal Operating 5.11% Net Shared Programs 2.26% Net County Levy 7.26% 2020 Overall Budget

2020 Operating Budget Breakdown

Operating Budget $ 29,331,176 Administration $ 2,981,030 10.2% Capital Budget $ 6,619,420 Court Services $ 1,068,346 3.6% (Net of inter‐dept transfers) $ 35,950,596

Archives $ 430,885 1.5% Revenues Federal Grants $ 3,856,393 10.5% Public Works $ 7,398,476 25.2% Provincial Grants $ 8,384,758 22.8% Planning & Economic Other Municipal $ 5,627,241 15.3% Development $ 970,309 3.3% Other Revenue $ 2,280,520 6.2% Paramedic Services $ 9,817,378 33.5% $ 20,148,912 $ 22,666,424

Operating Levy $ 13,539,452 Capital Levy $ 3,165,000 External $ 6,664,752 22.7% $ 16,704,452 45.3% $ 36,853,364 $ 29,331,176 Budget Overview

• 2020 Budgeted Operational Expenses total ‐ $41.25 Million, Expenses are offset by $27.7 Million in Revenues received from Federal, Provincial, Municipal grants and other revenues. Revenue and expenses includes interdepartmental revenues and expenses. • Removing Interdepartmental revenue and expenses the operational budget breakdown for 2020 ‐ $29.3 Million 2020 Operating Budget Breakdown Administration 10% POA 4% External Archives PS 33% 23% 1% Public Works 25%

Public Works 58% 25% Paramedic External 23% Services 34% 81%

Planning & EcDev 3% Budget Overview

Operating Budget Items • Overhead costs – CAO, Clerk, HR, Finance, IT, General Liability Insurance net costs (2018: $2.40M, +$345K) (2017: $1.99M ‐$103K); (2016: $2.10M, +$190K);have been allocated to all other operational budgets), (2019: $2.73M, +$390K), (2020: $2.79M, +$60K), (2021: $2.83M, +$40K). Budget Overview

Operating Budget Items • Overhead costs (Continued) – CAO, Clerk, HR, Finance, IT, General Liability Insurance net costs are allocated based on a Division’s prior year percentage of Operating budget Budget Overview

Operating Budget Items • Interdepartmental charges – All facilities, including Courthouse County offices, all PS bases and Archives location, are reflected within the PW‐Facilities Division, and recovered through ‘Interdepartmental Charges‐Rents’ (2016: $1.45M, +$351K), (2017: $1.65M,), (2018: $1.71M, +65K), (2019: $1.75M, +40K), (2020: $1.76M, +6K), (2021: $1.76M, N/C) – All fleet are managed by Public Works –Fleet Division. Fleet Division uses a combination of Hourly rates –PW vehicles and Flat Rate to fund the complete operation and future capital replacement of the overall County fleet. Flat and hourly rates are reviewed annually to ensure Reserve has sufficient money to purchase new. Budget Pressures

Items impacting the budget • OMPF funding – 2011 $4.37M; 2012 $4.21M; 2013 $3.98M; 2014 $3.38M; 2015 $2.7M; 2016 $2.3M; 2017 $1.95M; 2018 $1.66M; 2019 $1.41M, 2020 $1.20M, 2021 $1.02M – For 2020, allocation is 85% of 2019 – County receives 100% transitional assistance funding, which is being completely eliminated. – Remaining impact to the overall budget represents a 9% levy increase. – With the impacts of Winter Maintenance and Shared Services to assist in overall pressure is to fund the decrease from OMPF from Levy Stabilization reserve forecasted for 2020 and 2021. – Levy stabilization reserve is anticipated to have approximately $870,000 at the end of 2019. Utilization of this reserve will leave an approximately $360K in the reserve at end of 2021. 2020 Continuity of Reserve

Balance Contributions Contributions Contributions Transfers Expenditures Balance Projected From From From Between From Projected 1‐Jan‐20 Operating / Capital Levy Interest Reserves Reserves 31‐Dec‐20 Other Capital Reserves 3810 Facilities Reserve 1,681,198 748,473 0 38,628 891,847 1,576,452 3820 Medical Equipment Reserve 56,660 0 125,000 1,127 144,420 38,367 3825 Equipment Reserve 52,448 0 0 1,259 10,600 10,600 53,707 3830 Fleet Reserve 351,671 617,501 0 5,638 851,000 123,810 3840 Roads Reserve 7,346,660 1,293,595 2,300,000 161,124 4,859,954 6,241,425 3850 Bridges & Culverts Reserve 394,288 158,552 740,000 14,834 451,000 856,674 3860 Computer Systems Reserve 37,102 155,000 0 1,370 38,000 153,000 78,472 $9,920,027$ 2,973,121 $3,165,000 $ 223,980 $ 48,600 $ 7,361,821 $8,968,907 Earmarked Reserves 3130 County WSIB Reserve 415,948 0 0 10,815 0 426,763 3140 County Employment Reserve 197,186 5,127 95,000 107,313 3150 County Levy Stabilization Reserve 865,968 0 0 22,515 365,800 522,683 3175 Paramedic Community Care Fund 6,462 168 6,630 3190 Assessment Appeals 96,552 0 0 2,510 0 99,062 3145 Cannabis Funding Grant 52,474 1,364 53,838 3200 Moderization Grant 631,500 0 0 16,419 ‐26,000 100,000 521,919 3234 Winter Maintenance Reserve 63,110 0 0 1,641 0 64,751 3310 EMS Employment Reserve 146,400 0 0 3,806 0 150,206 3330 EMS WSIB ReserveBilling Reserve 103,097 600,670 0 0 0 0 2,681 15,617 54,000 0 105,778 562,287 34003340 Archives EMS Inter Equipment‐Mun Reserve 105,804 0 0 2,751 ‐22,600 0 85,955 3410 Archives General Reserve 47,391 0 0 1,232 0 48,623 3500 Land Division General Reserve 37,637 0 0 979 0 38,616 3600 Planning Photoimagery Reserve 17,713 0 0 461 7,500 10,674 $ 3,387,912 $ ‐ $ ‐ $ 88,086 ‐$ 48,600 $ 622,300 $ 2,805,098 Discretionary Reserves 3100 County General Reserve 66,436 19,582 0 1,727 3,500 84,245 $ 66,436 $ 19,582 $ ‐ $ 1,727 $ 3,500 $ 84,245 Sub‐Total Reserves 13,374,375 2,992,703 3,165,000 313,793 0 7,987,621 11,858,250

3160 Working Fund 1,644,474 0 0 42,756 0 1,687,230 $ 1,644,474 $ ‐ $ ‐ $ 42,756 $ ‐ $ 1,687,230

Total Reserves 2020 15,018,849$ 356,549 13,545,480 Budget Pressures

Items impacting the budget (Continued) • Shared Services (Social Services, HPHU, Spruce Lodge) – Social Services numbers provided are based on reports submitted MSSC in 2019 for the 2020 Budget. – Weighted Assessment Formula. County percentage has increased over 2019 by 0.95%, which is 2.10% over the past 2 years. Anticipated to have another 0.60% increase in 2021. This was due to the Farm assessment increases in the last assessment cycle, a shift back against residential will most likely be seen in next assessment cycle. • Insurance – 2020 ‐ Overall increase in insurance from 2019 – 22%. Increase relates a market correction being seen across the overall Municipal sector. Minor increases to Automobile and Property premiums. Asset Management

• 2020 Capital Budget – Capital projects total ‐ $6.6 Million – $2.2 Million funded from reserves – $4.4 Million funded from Federal Gas tax, Provincial OCIF, Municipal Partners – $3.17 Million capital levy with the transfer to reserves for future capital projects Asset Management

• Infrastructure funding (Capital) Budget– Federal Scenarios Gas Tax ‐ Agreement is now based on population growth; 2016‐17 $1.14M; 2018‐ $1.19M; 2019‐20‐$1.15M; 2021‐ $1.21M – Regional Roads – Capital Funding • Historically, all money received for regional roads went against operations. Change in allocation of Municipal funding from operating to Capital started in 2016 in shifting 10% of the funding 2020 to capital. In 2020, proposed: Operating Budget % Operating 85.00% Capital Budget Roads - Capital Roads 7.00% Bridges - Capital Bridges & Culverts 8.00% Total Capital % Capital 15.00%

Operating Budget $ Operating 1,684,786

Roads - Capital Roads 138,763 Bridges - Capital Bridges & Culverts 158,552 Total Capital $ Capital 297,315

Total Contribution from Stratford Regional Roads Revenue 1,982,101 Infrastructure Deficit Gap

• Based on the 2020 proposed increases to Capital Levy the Infrastructure Gap still remains 1.47M per year.

County of Perth Summary of Infrastructure Requirements & Current Funding Available ‐ 2020

Annual Deficit Average Annual Investment Stratford Road Taxes to Asset Category Required Gas Tax OCIF Contribution Reserves Total Tax funded: Computer Systems 170,539 ‐ ‐ ‐ 155,000 155,000 15,539 Bridges and Culverts 1,171,277 ‐ ‐ 158,552 740,000 898,552 272,725 Road Network 4,869,651 1,154,779 ‐ 138,763 2,300,000 3,593,595 1,276,056

Facilities and Land Improvements 633,066 ‐ ‐ ‐ 748,473 748,473 ‐115,407 Fleet 633,654 ‐ ‐ ‐ 617,501 617,501 16,153

Medical Equipment 127,014 ‐ ‐ ‐ 125,000 125,000 2,014 Total 7,605,201 1,154,779 0 297,368 3,790,974 5,084,569 1,467,080 Asset Management

• Dedicated increase to Roads and Bridges capital levy over the next 10 years of $170,000 per year ($150,000 roads and $20,000 Bridges) to assist in closing the infrastructure et Scenariosdeficit gap significantly by 2029. • Contribution to Roads in 2029 –3.5 Million from levy • Contribution to Bridges and Culverts in 2029 – 920K Asset Management

Continuity of Capital Reserves

$12,000,000

$10,000,000

$8,000,000

$6,000,000 Dollars Ending Capital Reserve Balances

$4,000,000

$2,000,000

$‐ 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2010 ‐ 2028 Median/Typical Property Impact Thank you CONfENTS

OVERALL BUDGET SUMMARY & RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT

OPERATING BUDGET SUMMARY

NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE t

CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & r �. TOURISM, PLANNING

CORPORATE SERVICES CLERK/LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES, COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

PARAMEDIC SERVICES PARAMEDIC SERVICES

IIIAwRV• READY IND Ex• DIVIDERS Overall Budget Summary 2020‐2022

Budget Budget Budget Budget 2019 2020 2021 2022

% of Levy % of Overall % of Levy % of Overall % of Levy % of Overall Operating Levy 12,529,355 13,539,452 1,010,097 8.06% 6.49% 14,467,593 928,141 6.86% 5.56% 15,338,422 870,829 6.02% 4.89%

Capital Levy 3,045,000 3,165,000 120,000 3.94% 0.77% 3,340,000 175,000 5.53% 1.05% 3,515,000 175,000 5.24% 0.98%

Overall Levy 15,574,355 16,704,452 1,130,097 7.26% 17,807,593 1,103,141 6.60% 18,853,422 1,045,829 5.87%

1% Levy Increase $ 155,744 Overall Levy % 20,000,000 8.00% 7.00% 18,000,000 6.00% 5.00% 4.00% 16,000,000 Overall Levy 3.00% 2.00% 14,000,000 1.00% 0.00% 2020 2021 2022 12,000,000

10,000,000 Capital Levy Operating Levy

8,000,000

6,000,000

4,000,000

2,000,000

2019 2020 2021 2022

12/3/2019 Balance Contributions Contributions Contributions Transfers Expenditures Balance Projected From From From Between From Projected 1‐Jan‐20 Operating / Capital Levy Interest Reserves Reserves 31‐Dec‐20 Other Capital Reserves 3810 Facilities Reserve 1,681,198 748,473 0 38,628 891,847 1,576,452 3820 Medical Equipment Reserve 56,660 0 125,000 1,127 144,420 38,367 3825 Equipment Reserve 52,448 0 0 1,259 10,600 10,600 53,707 3830 Fleet Reserve 351,671 617,501 0 5,638 851,000 123,810 3840 Roads Reserve 7,346,660 1,293,595 2,300,000 161,124 4,859,954 6,241,425 3850 Bridges & Culverts Reserve 394,288 158,552 740,000 14,834 451,000 856,674 3860 Computer Systems Reserve 37,102 155,000 0 1,370 38,000 153,000 78,472 $9,920,027$ 2,973,121 $ 3,165,000 $ 223,980 $ 48,600 $ 7,361,821 $8,968,907 Earmarked Reserves 3130 County WSIB Reserve 415,948 0 0 10,815 0 426,763 3140 County Employment Reserve 197,186 5,127 95,000 107,313 3150 County Levy Stabilization Reserve 865,968 0 0 22,515 365,800 522,683 3175 Paramedic Community Care Fund 6,462 168 6,630 3190 Assessment Appeals 96,552 0 0 2,510 0 99,062 3145 Cannabis Funding Grant 52,474 1,364 53,838 3200 Moderization Grant 631,500 0 0 16,419 ‐26,000 100,000 521,919 3234 Winter Maintenance Reserve 63,110 0 0 1,641 0 64,751 3310 EMS Employment Reserve 146,400 0 0 3,806 0 150,206 3330 EMS WSIB Reserve 600,670 0 0 15,617 54,000 562,287 3340 EMS Inter‐Mun Billing Reserve 103,097 0 0 2,681 0 105,778 3400 Archives Equipment Reserve 105,804 0 0 2,751 ‐22,600 0 85,955 3410 Archives General Reserve 47,391 0 0 1,232 0 48,623 3500 Land Division General Reserve 37,637 0 0 979 0 38,616 3600 Planning Photoimagery Reserve 17,713 0 0 461 7,500 10,674 $ 3,387,912 $ ‐ $ ‐ $ 88,086 ‐$ 48,600 $ 622,300 $ 2,805,098 Discretionary Reserves 3100 County General Reserve 66,436 19,582 0 1,727 3,500 84,245 $ 66,436 $ 19,582 $ ‐ $ 1,727 $ 3,500 $ 84,245 Sub‐Total Reserves 13,374,375 2,992,703 3,165,000 313,793 0 7,987,621 11,858,250

3160 Working Fund 1,644,474 0 0 42,756 0 1,687,230 $ 1,644,474 $ ‐ $ ‐ $ 42,756 $ ‐ $ 1,687,230

Total Reserves 2020 15,018,849$ 356,549 13,545,480

4 ‐ Council Review Balance Contributions Contributions Contributions Transfers Expenditures Balance Projected From From From Between From Projected 1‐Jan‐21 Operating / Capital Levy Interest Reserves Reserves 31‐Dec‐21 Other Capital Reserves 3810 Facilities Reserve 1,576,452 730,117 0 42,030 880,907 1,467,692 3820 Medical Equipment Reserve 38,367 0 130,000 2,295 42,813 127,849 3825 Equipment Reserve 53,707 0 0 1,504 0 55,211 3830 Fleet Reserve 123,810 716,065 0 4,624 633,420 211,079 3840 Roads Reserve 6,241,425 2,078,809 2,450,000 130,529 7,688,092 3,212,671 3850 Bridges & Culverts Reserve 856,674 179,562 760,000 20,718 1,173,000 643,954 3860 Computer Systems Reserve 78,472 155,000 0 2,626 0 124,440 111,658 $8,968,907$ 3,859,553 $ 3,340,000 $ 204,326 $ ‐ $ 10,542,672 $5,830,114 Earmarked Reserves 3130 County WSIB Reserve 426,763 0 0 11,736 0 438,499 3140 County Employment Reserve 107,313 2,951 40,000 70,264 3150 County Levy Stabilization Reserve 522,683 0 0 14,374 180,000 357,057 3175 Paramedic Community Care Fund 6,630 182 6,812 3190 Assessment Appeals 99,062 0 0 2,724 0 101,787 3196 Cannabis Funding Grant 53,838 1,481 55,319 3200 Moderization Grant 521,919 0 0 14,353 117,000 419,272 3234 Winter Maintenance Reserve 64,751 0 0 1,781 0 66,532 3310 EMS Employment Reserve 150,206 0 0 4,131 0 154,337 3330 EMS WSIB Reserve 562,287 0 0 15,463 54,000 523,750 3340 EMS Inter‐Mun Billing Reserve 105,778 0 0 2,909 0 108,686 3400 Archives Equipment Reserve 85,955 0 0 2,364 0 0 88,319 3410 Archives General Reserve 48,623 0 0 1,337 0 49,960 3500 Land Division General Reserve 38,616 0 0 1,062 0 39,677 3600 Planning Photoimagery Reserve 10,674 0 0 294 0 10,967 $ 2,805,098 $ ‐ $ ‐ $ 77,140 $ ‐ $ 391,000 $ 2,491,238 Discretionary Reserves 3100 County General Reserve 84,245 19,582 0 2,317 3,500 102,644 $ 84,245 $ 19,582 $ ‐ $ 2,317 $ 3,500 $ 102,644 Sub‐Total Reserves 11,858,250 3,879,135 3,340,000 283,783 0 10,937,172 8,423,996

3160 Working Fund 1,687,230 0 0 46,399 0 1,733,629 $ 1,687,230 $ ‐ $ ‐ $ 46,399 $ ‐ $ 1,733,629

Total Reserves 2020 13,545,480$ 330,182 10,157,625

4 ‐ Council Review CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

A

SAVERYS READY INDEA DIVOERS County of Perth Capital Budget Summary 2020 Budget Year

2020 Grants/ Other Capital Levy Reserves Financing Other Budget Revenue Fire Radio Equipment Projects CF0001 Fire Radio Equipment $50,000 $50,000 Total Fire Radio Equipment Projects $50,000 $50,000 Network Equpment Projects CN0001 Network Equipment $53,000 $53,000 Total Network Equpment Projects $53,000 $53,000 Server Projects CV0001 Server Replacements $12,000 $12,000 Total Server Projects $12,000 $12,000 Software Projects CS0001 Software Licensing $21,000 $21,000 Total Software Projects $21,000 $21,000 Workstation Projects CW0004 Workstation Replacements $17,000 $17,000 Total Workstation Projects $17,000 $17,000 Bridge & Culverts Projects BC0039 Small Culverts $250,000 $250,000 BC0052 086061 Bridge Rehab $201,000 $201,000 Total Bridge & Culverts Projects $451,000 $451,000 Road Surface Projects RS0013 Road 113 $1,428,000 $1,396,717 $31,283 RS0014 Road 112 $777,500 $742,858 $34,642 RS0020 Line 86 East $1,089,500 $1,075,161 $14,339 RS0048 Municipal Addressing Signs $300,000 $138,791 $161,209 RS0050 Perth Line 36 $1,018,000 $1,003,661 $14,339 Total Road Surface Projects $4,613,000 $4,357,188 $255,812 Work in Progress WP0001 Work In Progress $50,000 $50,000 Total Work in Progress $50,000 $50,000 Building Projects FB0019 Registry Roof $80,000 $80,000 FB0033 Archives-Capital Maintenance $10,000 $10,000 FB0034 Courthouse-Capital Maintenance $139,000 $139,000 FB0036 PS Listowel Base-Capital Maintenance $7,000 $7,000 FB0040 PW Milverton-Capital Maintenance $11,000 $11,000 Total Building Projects $247,000 $247,000 Furniture Purchases FF0001 Miscellaneous Furniture Replacement $24,000 $24,000 Total Furniture Purchases $24,000 $24,000 Work in Progress WP0002 Work In Progress $75,000 $75,000 Total Work in Progress $75,000 $75,000 Class A Maintenance Vehicle VA0002 Annual Fleet Replacements $275,000 $275,000 Total Class A Maintenance Vehicle $275,000 $275,000 Class C Pickup Truck VC0001 PW Pickup Replacement $38,000 $38,000 VC0003 CEMC Vehicle $35,000 $35,000 Total Class C Pickup Truck $73,000 $73,000 Class D Ambulance VD0002 Annual Ambulance Replacements $500,000 $500,000

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth Capital Budget Summary 2020 Budget Year

2020 Grants/ Other Capital Levy Reserves Financing Other p $,Budget $, Revenue Total Class D Ambulance $500,000 $500,000 Medical Equipment projects EM0004 Replacement of Medical Equipment $148,420 $148,420 EM0005 Bariatric Equipment $10,000 $10,000 Total Medical Equipment projects $158,420 $158,420 Sub-total $6,619,420 $4,357,188 $2,262,232

RV0001 Transfers to Capital Reserves TRXBRIDGES Bridges & Culverts Reserve $740,000 ($740,000)

TRXMEDEQUIPMedical Capital Equipment $125,000 ($125,000)

TRXROADS Roads Reserve $2,300,000 ($2,300,000)

Total RV0001 Transfers to Capital Reserves $3,165,000 ($3,165,000)

Total $3,165,000 ($3,165,000) Total $6,619,420 $4,357,188 $3,165,000 ($902,768)

Run Date: Dec 3, 2019 Page No: 2 4-Council Review 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Fire Radio Equipment Projects CF0001 Fire Radio Equipment $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755 Total Fire Radio E quipment Projects $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755 Network Equpment Projects CN0001 Network Equipment $53,000 47,430 35,374 58,366 27,060 68,454 59,689 40,205 55,065 41,829 Total Network Equpment Projects $53,000 47,430 35,374 58,366 27,060 68,454 59,689 40,205 55,065 41,829 Printer Projects CP0001 Printer Replacements 6,034 21,224 3,091 6,795 23,902 Total Printer Projects 6,034 21,224 3,091 6,795 23,902 Server Projects CV0001 Server Replacements $12,000 12,485 12,734 13,249 16,893 13,784 14,341 Total Server Projects $12,000 12,485 12,734 13,249 16,893 13,784 14,341 Software Projects CS0001 Software Licensing $21,000 15,300 9,364 21,224 23,813 24,290 13,514 12,636 10,544 CS0002 Website Renewal/Enhancements 52,020 Total Software Projects $21,000 15,300 61,384 21,224 23,813 24,290 13,514 12,636 10,544 Workstation Projects CW0002 EMS Toughbook Replacement 36,081 36,802 39,834 40,633 CW0004 Workstation Replacements $17,000 10,710 11,444 16,979 5,953 23,186 27,592 19,528 12,302 13,146 Total Workstation Projects $17,000 10,710 11,444 53,060 42,755 23,186 27,592 19,528 52,136 53,780 Bridge & Culverts Projects BC0018 Structure #151012 265,200 BC0024 Structure #107030 551,824 BC0028 Bridge & Culvert Rehabilitations 652,800 410,958 508,728 541,009 788,340 591,658 597,550 BC0029 Bridge 163058 1,269,314 BC0039 Small Culverts $250,000 343,332 357,192 364,353 386,628 394,383 BC0049 Bridge Rehab 020115 255,000 BC0052 086061 Bridge Rehab $201,000 BC0053 119077 Culvert Replacement 645,899 BS0001 163020 Culvert Replacement 252,714 Total Bridge & Culverts Projects $451,000 1,173,000 754,290 551,824 865,920 1,551,261 788,340 1,522,028 978,286 991,933 Road Lighting Projects RL0001 Listowel Traffic Lights 204,000 Total Road Lighting Projects 204,000 Road Surface Projects RS0008 Road 101 2,429,339 RS0010 Line 8 2,422,155 RS0013 Road 113 $1,428,000 RS0014 Road 112 $777,500 RS0015 Road 107 581,861 RS0016 Road 130 454,239 258,359 RS0017 Line 55 1,288,158 RS0018 Line 44 West 1,439,746 RS0020 Line 86 East $1,089,500 RS0021 Line 72 East 315,180 RS0022 Road 121 South 1,721,556 RS0026 Road 131 3,156,678 RS0029 Line 55 1,652,825 RS0030 Road 120A 174,266 RS0031 Line 43 1,731,454 RS0032 Line 44 East 1,791,784 RS0033 Line 56 1,724,820 RS0035 Line 93 1,844,684 RS0036 Line 20 West 1,739,417 RS0037 Road 121 2,270,862 RS0038 Line 86 West 1,298,509 RS0039 Line 33 2,182,800 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget RS0044 Perth Road 147 1,321,005 RS0045 Perth Road 178 427,287 RS0048 Municipal Addressing Signs $300,000 RS0049 Perth Road 135 1,143,093 781,116 463,954 RS0050 Perth Line 36 $1,018,000 RS0052 Perth Road 139 228,386 RS0053 Resurfacing 2,103,642 762,775 3,002,702 4,574,044 5,198,685 Total Road Surface Projects $4,613,000 7,232,514 6,033,072 5,847,000 6,224,233 4,810,895 4,996,161 5,104,823 5,037,997 5,198,685 Work in Progress WP0001 Work In Progress $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755 Total Work in Progress $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755 Building Projects FB0019 Registry Roof $80,000 FB0033 Archives-Capital Maintenance $10,000 2,122 27,050 FB0034 Courthouse-Capital Maintenance $139,000 127,500 52,020 162,360 11,041 112,620 17,574 29,878 FB0035 PS HQ-Capital Maintenance 18,401 16,893 9,764 17,574 9,202 FB0036 PS Listowel Base-Capital Maintenance $7,000 5,202 12,841 17,997 FB0037 PS Milverton Base-Capital Maintenance 11,220 31,467 28,718 20,914 FB0038 PS Mitchell Base-Capital Maintenance 6,120 4,139 18,347 44,219 FB0039 PS St. Marys Base-Capital Maintenance 6,120 4,162 13,514 18,379 14,059 23,902 FB0040 PW Milverton-Capital Maintenance $11,000 30,600 26,426 12,808 3,585 FB0041 PW Mitchell-Capital Maintenance 16,646 6,367 154,574 16,893 41,006 17,927 FB0042 PW Stratford-Capital Maintenance 4,162 21,648 4,416 2,252 25,775 12,310 FB0043 Registry-Capital Maintenance 41,616 99,369 22,170 13,744 Total Building Projects $247,000 181,560 150,234 25,469 220,755 358,722 162,173 79,031 115,988 175,680 Furniture Purchases FF0001 Miscellaneous Furniture Replacement $24,000 24,480 24,970 25,469 25,978 26,498 27,029 27,569 28,118 28,682 Total Furniture Purchases $24,000 24,480 24,970 25,469 25,978 26,498 27,029 27,569 28,118 28,682 Capital Land Improvements LI0001 Courthouse Parking Lot 86,700 Total Capital Land Improvements 86,700 Work in Progress WP0002 Work In Progress $75,000 25,500 26,010 26,530 27,060 27,603 28,155 28,718 29,290 29,878 Total Work in Progress $75,000 25,500 26,010 26,530 27,060 27,603 28,155 28,718 29,290 29,878 Class A Maintenance Vehicle VA0002 Annual Fleet Replacements $275,000 71,400 150,858 74,284 37,884 38,644 78,834 439,350 50,194 Total Class A Maintenance Vehicle $275,000 71,400 150,858 74,284 37,884 38,644 78,834 439,350 50,194 Class B Tandem Truck VB0001 Tandem Truck Replacement 316,200 322,524 357,192 728,706 371,646 379,071 370,481 Total Class B Tandem Truck 316,200 322,524 357,192 728,706 371,646 379,071 370,481 Class C Pickup Truck VC0001 PW Pickup Replacement $38,000 77,520 39,535 41,131 83,912 42,796 89,042 45,414 VC0002 EMS Pickup Trucks 145,656 75,638 167,314 VC0003 CEMC Vehicle $35,000 39,417 Total Class C Pickup Truck $73,000 77,520 185,191 41,131 83,912 157,850 89,042 212,728 Class D Ambulance VD0002 Annual Ambulance Replacements $500,000 168,300 171,666 350,196 357,192 182,177 185,823 379,071 386,628 197,192 Total Class D Ambulance $500,000 168,300 171,666 350,196 357,192 182,177 185,823 379,071 386,628 197,192 Medical Equipment projects EM0004 Replacement of Medical Equipment $148,420 30,697 31,701 19,590 11,333 11,394 20,153 12,199 12,003 71,706 EM0005 Bariatric Equipment $10,000 108,187 10,824 84,465 151,973 35,148 EM0006 Pediatric Restraints 2,981 EM0007 Training Mannequins 3,366 31,212 1,714 8,774 6,594 EM0009 Defibrillator/CPR Equipment 12,750 137,333 5,508 6,502 384,672 Total Medical Equipment projects $158,420 46,813 200,246 129,491 36,439 27,471 489,290 164,172 47,151 71,706 Total Asset Classes $6,619,420 9,783,427 8,249,821 7,302,991 8,395,652 8,078,568 7,515,609 7,885,504 7,393,552 7,580,519 County of Perth 10 Year Reserve Continuity Schedule 2020 - 2029 TRXCOMPSYS Computer Systems 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 RESERVES Opening Balance: 37,102 78,472 111,658 90,711 32,747 46,088 24,587 16,152 43,387 31,297 TRANSFERS IN: Contributions from Capital Levy - Current 103,898 45,968 67,083 128,958 115,001 141,388 149,410 127,435 139,735 162,310 Contributions from Capital Levy - Future 51,102 109,032 87,917 31,042 44,999 23,612 15,590 42,565 30,265 7,690 Total Contributions from Capital Levy 155,000 155,000 155,000 160,000 160,000 165,000 165,000 170,000 170,000 170,000 Transfer from Modernization Grant Reserve 26,000 Transfer from Archives Equipment Reserve 12,000 Total Contributions To Reserves 193,000 155,000 155,000 160,000 160,000 165,000 165,000 170,000 170,000 170,000

Total Available for Current Projects 230,102 233,472 266,658 250,711 192,747 211,088 189,587 186,152 213,387 201,297 CAPITAL PROJECT COMMITMENTS:

CF0001 Fire Radio Equipment 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 CN0001 Network Equipment 53,000 46,500 34,000 55,000 25,000 62,000 53,000 35,000 47,000 35,000 CP0001 Printer Replacements 5,800 20,000 2,800 5,800 20,000 CS0001 Software Licensing 21,000 15,000 9,000 20,000 22,000 22,000 15,000 11,000 9,000 CS0002 Website Renewal/Enhancements 50,000 CV0001 Server Replacements 12,000 12,000 12,000 12,000 12,000 12,000 12,000 CW0002 EMS Toughbook Replacement 34,000 34,000 34,000 34,000 CW0004 Workstation Replacements 17,000 10,500 11,000 16,000 5,500 21,000 24,500 17,000 10,500 11,000

Inflation Adjustment 2,440 6,941 12,668 11,248 17,676 19,498 18,588 26,821 31,606

Total Committments To Capital Projects 153,000 124,440 178,741 219,668 147,748 187,476 173,998 143,588 183,121 193,606

TRANSFERS OUT: Transfers to Operating budget Transfers to Other Reserves

Total Expenditures Against Reserves 153,000 124,440 178,741 219,668 147,748 187,476 173,998 143,588 183,121 193,606

Closing Balance Before Interest 77,102 109,032 87,917 31,042 44,999 23,612 15,590 42,565 30,265 7,690

Interest Income 1,370 2,625 2,794 1,705 1,088 976 562 822 1,031 546

Closing Reserve Balance 78,472 111,658 90,711 32,747 46,088 24,587 16,152 43,387 31,297 8,236

Updated 12/3/2019 4 - Council Review Computer Systems Capital Reserve

250,000

200,000

150,000

Capital Projects

Dollars Ending Reserve Balance 100,000 Contributions to Capital

50,000

0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year Forecast

Page 2 Perth County Capital Projects Project CF0001 Fire Radio Equipment Department Technology Services Version4-Council Review Year 2020

Description Project Description The County is responsible for the maintenance and replacement of the communication infrastructure that enables the County fire departments to communicate.

Project Justification Efforts have been made to identify and plan for major equipment replacements but these schedules can be impacted by exposure to severe weather conditions experienced in the County.

Perth County is the clearing house for the county fire department radio communications system. The County holds the licences for fire operations radios and paging systems. The County owns the communications infrastructure throughout the county, including equipment at Stratford Fire Dispatch, Stratford tower, St. Marys water tower, FS Partners towers in Mitchell and Milverton, and Listowel Fire Station tower; mobile repeaters on Shakespeare, Monkton and Mitchell trucks.

Work will continue in 2020 to maintain the condition of the radio infrastructure.

Additional Comments / Notes All operational costs are billed back to each partner annually, as per the Fire Radio Communications System Agreement. End-user radios and pagers are the property and responsibility of the participating Fire Dept.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 500,000 50,000 50,000 50,000 50,000 50,000 250,000 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Expenditures Total 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Funding Reserves Computer Systems Reserve 500,000 50,000 50,000 50,000 50,000 50,000 250,000 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Funding Total 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Attributes Attribute Value Comment Attributes Contract Department Technology Services Asset Classification Fire Radio Equipment Contract No. 23-2-FIREQUIP Fire Radio Equipment Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 1 Perth County Capital Projects Project CN0001 Network Equipment Department Technology Services Version4-Council Review Year 2020

Description Project Description Certain network equipment identified as past its useful life (as defined in current asset management policies) will be retired. Replacements will be purchased to ensure current levels of reliability and productivity.

Project Justification 2020 replacements include network time clocks for our remote Paramedic Services locations, upgrades to microfilm scanners at the Stratford-Perth Archives and a new audio system for the Council chambers.

Network devices are the basic building blocks of the corporate computer network. The corporate network is vital to day to day productivity activities (e-mail, document access, website access). New network equipment will help improve overall service levels specifically related to reliability, access speeds and reduced power consumption.

The average age of the equipment to be replaced is 9 years. The useful life threshold is set at 6 years.

Additional Comments / Notes Replacing this equipment, ensures that the corporate network is capable of meeting current user performance and reliability demands while reducing the maintenance costs associated with older equipment. Network disruptions, service outages and slow performance are just a few risks that could negatively impact employee productivity if this equipment is not maintained and replaced according to corporate asset management life cycle thresholds.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 445,500 53,000 46,500 34,000 55,000 25,000 232,000 445,500 53,000 46,500 34,000 55,000 25,000 232,000 Expenditures Total 445,500 53,000 46,500 34,000 55,000 25,000 232,000 Funding Reserves Computer Systems Reserve 445,500 53,000 46,500 34,000 55,000 25,000 232,000 445,500 53,000 46,500 34,000 55,000 25,000 232,000 Funding Total 445,500 53,000 46,500 34,000 55,000 25,000 232,000 Attributes Attribute Value Comment Attributes Contract Department Technology Services Asset Classification Network Equipment Contract No. 23-2-NETEQUIP Network Equpment Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 2 Perth County Capital Projects Project CS0001 Software Licensing Department Technology Services Version4-Council Review Year 2020

Description Project Description Software licenses will be purchased, for multiple products, to reflect the current level of software usage and replacement requirements according to current asset management policies. Other new licenses will be purchased in order to meet new service level requirements. Project Justification The County is required to align its current license inventory with its current level of software usage in order to remain in legal compliance. Shortfalls in our current license inventory must be corrected if we are to maintain current usage levels. New service offerings and systems may also require new software licenses to be purchased and deployed.

Additional Comments / Notes There is also an asset management component to this. Some software is past it’s useful life, according to current asset management policies. Bringing all software up to a standard level will reduce IT support issues (associated with supporting multiple versions of software) and ensure compatibility between all County department software.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 141,000 21,000 15,000 9,000 20,000 22,000 54,000 141,000 21,000 15,000 9,000 20,000 22,000 54,000 Expenditures Total 141,000 21,000 15,000 9,000 20,000 22,000 54,000 Funding Reserves Computer Systems Reserve 141,000 21,000 15,000 9,000 20,000 22,000 54,000 141,000 21,000 15,000 9,000 20,000 22,000 54,000 Funding Total 141,000 21,000 15,000 9,000 20,000 22,000 54,000 Attributes Attribute Value Comment Attributes Contract Department Technology Services Asset Classification Software Contract No. 23-2-SOFTWARE Software Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 3 Perth County Capital Projects Project CV0001 Server Replacements Department Technology Services Version4-Council Review Year 2020

Description Project Description One server will be purchased to replace another server past it's useful life span as defined in current Asset Management policies. Server hardware needs to be refreshed in order to maintain service levels (reliability and responsiveness) expected and required by County staff. Project Justification As new systems are implemented or upgraded, increased service expectations and requirements dictate that server hardware accommodate these changes.

Certain servers are no longer covered under manufacturer service or warranty, will require extra costs and time to maintain and are due for scheduled replacement.Service outages, loss of employee productivity and additional maintenance and equipment costs are just a few risks associated with maintaining server hardware past its useful life thresholds. New server hardware being purchased will improve reliability and response time for staff while reducing costs associated with cooling, power consumption and maintenance.

The useful life threshold for servers is set at 6 years. Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 87,000 12,000 12,000 12,000 51,000 87,000 12,000 12,000 12,000 51,000 Expenditures Total 87,000 12,000 12,000 12,000 51,000 Funding Reserves Computer Systems Reserve 87,000 12,000 12,000 12,000 51,000 87,000 12,000 12,000 12,000 51,000 Funding Total 87,000 12,000 12,000 12,000 51,000 Attributes Attribute Value Comment Attributes Contract Department Technology Services Asset Classification Servers Contract No. 23-2-SERVERS Server Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 4 Perth County Capital Projects Project CW0004 Workstation Replacements Department Technology Services Version4-Council Review Year 2020

Description Project Description Computers will be purchased to replace those identified as being beyond the useful life threshold as defined in the current Asset Management policy, and to maintain current software compatibility and employee productivity.

Project Justification Workstations are how employees access and utilize the data of the corporation and thus need to meet certain functional requirements. As new software is introduced or existing software is updated, the workstations must be able to meet any new demand in functionality and productivity.

The average age of the computers to be replaced is over 7.5 years, useful life is set at 7years.

Additional Comments / Notes Increased support and hardware maintenance costs and decreased employee productivity, due to breakdowns and overtaxed systems, are just two risks associated with maintaining employee workstations past the useful life thresholds.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 144,000 17,000 10,500 11,000 16,000 5,500 84,000 144,000 17,000 10,500 11,000 16,000 5,500 84,000 Expenditures Total 144,000 17,000 10,500 11,000 16,000 5,500 84,000 Funding Reserves Computer Systems Reserve 144,000 17,000 10,500 11,000 16,000 5,500 84,000 144,000 17,000 10,500 11,000 16,000 5,500 84,000 Funding Total 144,000 17,000 10,500 11,000 16,000 5,500 84,000 Attributes Attribute Value Comment Attributes Contract Department Technology Services Asset Classification Workstations Contract No. 23-2-WKSTNS Workstation Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 5 County of Perth 10 Year Reserve Continuity Schedule 2020 - 2029 TRXBRIDGES Bridges & Culverts 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 RESERVES Opening Balance: 394,288 856,674 643,954 874,498 1,339,359 1,522,958 1,039,071 1,337,544 922,724 1,069,950 TRANSFERS IN: Contributions from Capital Levy - Current 0 136,764 0 0 0 0 0000 Contributions from Capital Levy - Future 740,000 623,236 780,000 800,000 820,000 840,000 860,000 880,000 900,000 920,000 Total Contributions from Capital Levy 740,000 760,000 780,000 800,000 820,000 840,000 860,000 880,000 900,000 920,000 Grants and Subsidies - Federal Grants and Subsidies - Provincial Grants and Subsidies - Municipal Regional Roads Revenue - City of Stratford 158,552 179,562 183,869 186,119 190,000 192,000 194,000 196,000 198,000 200,000 Total Contributions To Reserves 898,552 939,562 963,869 986,119 1,010,000 1,032,000 1,054,000 1,076,000 1,098,000 1,120,000

Total Available for Current Projects 1,292,840 1,796,236 1,607,823 1,860,617 2,349,359 2,554,958 2,093,071 2,413,544 2,020,724 2,189,950

CAPITAL PROJECT COMMITMENTS: BC0018 Structure #151012 260,000 BC0024 Structure #107030 520,000 BC0028 Bridge & Culvert Rehabilitations 640,000 395,000 470,000 490,000 700,000 505,000 500,000 BC0029 Bridge 163058 1,105,000 BC0039 Small Culverts 250,000 330,000 330,000 330,000 330,000 330,000 BC0049 Bridge Rehab 020115 250,000 BC0050 Culvert Rehab 180234 BC0052 086061 Bridge Rehab 201,000 BC0052 119077 Culvert Replacement 585,000 BS0001 163020 Culvert Replacement 220,000

Inflation Adjustment 23,000 29,290 31,824 65,920 146,261 88,340 197,028 143,286 161,933

Total Committments To Capital Projects 451,000 1,173,000 754,290 551,824 865,920 1,551,261 788,340 1,522,028 978,286 991,933

TRANSFERS OUT: Transfers to Operating budget

Total Expenditures Against Reserves 451,000 1,173,000 754,290 551,824 865,920 1,551,261 788,340 1,522,028 978,286 991,933

Closing Balance Before Interest 841,840 623,236 853,533 1,308,793 1,483,439 1,003,698 1,304,731 891,517 1,042,438 1,198,017

Interest Income 14,834 20,719 20,965 30,566 39,519 35,373 32,813 31,207 27,512 31,752

Closing Reserve Balance 856,674 643,954 874,498 1,339,359 1,522,958 1,039,071 1,337,544 922,724 1,069,950 1,229,768

Updated 12/3/2019 4 - Council Review Bridges and Culverts Capital Reserve

1,800,000

1,600,000

1,400,000

1,200,000

1,000,000 Capital Projects Dollars 800,000 Ending Reserve Balance Contributions to 600,000 Capital

400,000

200,000

0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year Forecast

Page 2 Perth County Capital Projects Project BC0039 Small Culverts Department Bridges Version4-Council Review Year 2020

Description Project Description Replacement of various "small" culverts.

Project Justification In 2020, we are targeting a number of municipal drain culvert replacements. We anticipate that County forces will provide labour and equipment for the projects.

Black Creek Municipal Drain (South Branch) - Perth Road 135: 1.5 m diameter CSP (Estimate $30K) Miller Municipal Drain - Perth Road 121: 2.1 m diameter CSP (Estimate $40K)

There are 4 other municipal drain culverts requiring replacement in 2020 but details, scope and estimate are not yet available: Danbrook A&B (North Perth) "B" Branch Drain No. 59 (North Perth) Rea Drain (Perth South) Davis Drain (Perth South) Additional Comments / Notes These structures have not been previously identified separately as an individual asset, since structures with a span of less than 3.0 metres are not considered under the bridge code and does not require a OSIM inspection. Small culverts have been included with road base on the initial inventory of the asset of the County. Nonetheless, these are important structures with a significant financial impact.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 170,000 20,000 30,000 30,000 90,000 Contractor 1,730,000 230,000 300,000 300,000 900,000 1,900,000 250,000 330,000 330,000 990,000 Expenditures Total 1,900,000 250,000 330,000 330,000 990,000 Funding Reserves Bridges & Culverts Reserve 1,900,000 250,000 330,000 330,000 990,000 1,900,000 250,000 330,000 330,000 990,000 Funding Total 1,900,000 250,000 330,000 330,000 990,000 Attributes Attribute Value Comment Attributes Contract Department Bridges Asset Classification Bridges Concrete Contract No. 31-2-BRDGCON Bridge & Culverts Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 1 Perth County Capital Projects Project BC0052 086061 Bridge Rehab Department Bridges Version4-Council Review Year 2020

Description Project Description Bridge rehabilitation on Perth Line 86 approximately 0.7 km west of Road 129.

Project Justification The bridge is a rigid frame structure built in 1969. The structure is in overall good to fair condition however the concrete parapet walls have extensive delaminations, spalling and are now "undersized" given the higher volumes of traffic on Perth Line 86. In conjunction with a planned road reconstruction project with Wellington County, the rehabilitation work will include replacement of the existing concrete parapet walls and steel beam guide rail at each approach. The rehab work was chosen as it upgrades the key roadside safety devices to current standards and extends the useful service life of the bridge by 30 to 40 years. A less expensive rehab was considered with patching the existing parapet walls, however, this work would only last 10 to 15 years until a major rehab would be required. Our roads have a useful service life of 20 years before major rehab/reconstruction. The rehab chosen for the bridge is more cost effective and better aligns with the lifecycle of the road.

Additional Comments / Notes This is a boundary structure with Wellington County. Each County will be responsible for 50% of the total costs.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Contractor 201,000 201,000 201,000 201,000 Expenditures Total 201,000 201,000 Funding Reserves Bridges & Culverts Reserve 201,000 201,000 201,000 201,000 Funding Total 201,000 201,000 Attributes Attribute Value Comment Attributes Contract Department Bridges Asset Classification Bridges Concrete Contract No. 31-2-BRDGCON Bridge & Culverts Projects Project Start Year 2020 Project End Date 2020 Status Project Status Not Approved

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Page No. : 6 County of Perth 10 Year Reserve Continuity Schedule 2020 - 2029 TRXROADS Roads Reserve 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 RESERVES Opening Balance: 7,346,660 6,241,425 3,212,671 1,186,638 282,074 9,446 47,532 205,691 178,497 291,163 TRANSFERS IN: Contributions from Capital Levy - Current 0 0 1,474,102 2,488,204 2,894,579 3,003,255 2,997,805 3,176,808 3,215,322 3,287,518 Contributions from Capital Levy - Future 2,300,000 2,450,000 1,125,898 261,796 5,421 46,745 202,195 173,192 284,678 212,482 Total Contributions from Capital Levy 2,300,000 2,450,000 2,600,000 2,750,000 2,900,000 3,050,000 3,200,000 3,350,000 3,500,000 3,500,000 Grants and Subsidies - Federal 1,154,779 1,207,269 1,207,269 1,207,269 1,259,759 1,259,759 1,259,759 1,259,759 1,259,759 1,259,759 Grants and Subsidies - Provincial Grants and Subsidies - Municipal 543,150 922,349 1,381,941 213,640 302,375 Regional Roads Revenue - City of Stratford 138,816 328,390 394,060 455,000 510,000 560,000 620,000 620,000 620,000 620,000 Total Contributions To Reserves 3,593,595 4,528,809 4,201,329 5,334,618 6,051,700 5,083,399 5,382,134 5,229,759 5,379,759 5,379,759

Total Available for Current Projects 10,940,255 10,770,234 7,414,000 6,521,256 6,333,774 5,092,845 5,429,666 5,435,450 5,558,256 5,670,922 CAPITAL PROJECT COMMITMENTS: RL0001 Listowel Traffic Lights 200,000 RS0008 Road 101 2,244,400 RS0010 Line 8 2,328,100 RS0013 Road 113 1,428,000 RS0014 Road 112 777,500 RS0015 Road 107 527,000 RS0016 Road 130 436,600 234,000 RS0017 Line 55 1,262,900 RS0018 Line 44 West 1,304,000 RS0020 Line 86 East 1,089,500 RS0021 Line 72East 309,000 RS0022 Road 121 South 1,687,800 RS0026 Road 131 3,034,100 RS0028 Line 55 1,527,000 RS0030 Road 120A 161,000 RS0031 Line 43 1,631,600 RS0033 Line 56 1,691,000 RS0035 Line 93 1,738,300 RS0036 Line 20 West 1,607,000 RS0037 Road 121 2,139,900 RS0039 Line 33 2,140,000 RS0045 Perth Road 178 387,000 RS0048 Municipal Addressing Signs 300,000 RS0050 Perth Line 36 1,018,000 RS0052 Perth Road 139 211,000 Remaining Projects 50,000 50,000 50,000 50,000 50,000 1,955,300 4,486,300 4,494,000 4,350,100 4,400,000 Inflation Adjustment 146,814 236,292 340,260 477,953 458,800 566,171 668,258 746,477 858,440 Total Committments To Capital Projects 4,663,000 7,487,514 6,085,092 5,900,060 6,278,353 4,866,100 5,052,471 5,162,258 5,096,577 5,258,440 TRANSFERS OUT: Transfers to Operating budget 196,954 200,578 203,011 359,400 50,000 180,000 175,000 100,000 177,000 200,000 Total Expenditures Against Reserves 4,859,954 7,688,092 6,288,103 6,259,460 6,328,353 5,046,100 5,227,471 5,262,258 5,273,577 5,458,440

Closing Balance Before Interest 6,080,301 3,082,142 1,125,898 261,796 5,421 46,745 202,195 173,192 284,678 212,482 Interest Income 161,124 130,530 60,740 20,278 4,025 787 3,496 5,304 6,484 7,051

Closing Reserve Balance 6,241,425 3,212,671 1,186,638 282,074 9,446 47,532 205,691 178,497 291,163 219,533 Updated 12/3/2019 4 - Council Review Roads Capital Reserve

8,000,000

7,000,000

6,000,000

5,000,000

Capital Projects 4,000,000 Dollars Ending Reserve Balance

3,000,000 Capital Levy Contributions

2,000,000

1,000,000

0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year Forecast

Page 2 Perth County Capital Projects Project RS0013 Road 113 Department Roads Version4-Council Review Year 2020

Description Project Description Recycle and repave Perth Road 113 from Stratford to the Oxford boundary, a total length of 7.58km.

Project Justification Perth Road 113 carries approximately 4000 vehicles per day. The south portion (Perth Line 26 south to Oxford boundary) was last reconstructed in 1994 (25 years old) using cold-in-place recycling and a 2" lift of hot mix asphalt. The north portion (Stratford boundary to Perth Line 26) was last reconstructed in 1995 (24 years old) with two 1.5" lifts of hot mix asphalt. The north section showed early cracking distresses throughout the roadway. In 2004, this section of 113 received a modified slurry seal as a pavement preservation technique. Since then, the road has been extensively crack sealed up to a point, where cracking is so prevalent, that further remediation is not cost effective. The south portion of Perth Road 113 is showing similar distresses, however that cracking occurred much later in the road's lifecycle. This could be attributed to the method of reconstruction (cold-in-place recycling) which is designed to delay reflective cracking through the pavement structure. This section was not slurry sealed. County crews have performed spray patching and crack sealing in areas over the past few years. The Asset Management Plan and Road Needs Study have previously indicated this road for reconstruction. The current pavement condition is Very Poor (24 for the south and 2 for north section). Both sections also have a Very High risk rating.

Additional Comments / Notes The reconstruction of Perth Road 113 is scheduled in combination with Perth Road 112 (and a nearby Perth East project) and is to be tendered together as one package for economy of scale savings. A small culvert replacement was done in 2018 (north section of 113) in preparation for the road reconstruction.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 25,408 25,408 Contractor 1,326,309 1,326,309 Equipment Own 16,000 16,000 Labour 15,283 15,283 Material 45,000 45,000 1,428,000 1,428,000 Expenditures Total 1,428,000 1,428,000 Funding Grants Federal Grants 1,396,717 1,396,717 1,396,717 1,396,717 Reserves Roads Reserve 31,283 31,283 31,283 31,283 Funding Total 1,428,000 1,428,000 Attributes Attribute Value Comment Attributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020

Page No. : 1 Perth County Capital Projects Project RS0013 Road 113 Department Roads Version4-Council Review Year 2020 Attributes Attribute Value Comment Status Project Status Not Approved

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Page No. : 6 Perth County Capital Projects Project RS0014 Road 112 Department Roads Version4-Council Review Year 2020

Description Project Description

Recycle and repave Perth Road 112 from Stratford to Perth Line 26. (4 kilometers) A portion of the road will be regraded south of the intersection of Line 29 (cut and fill operations). This portion will not be recycled but receive two lifts of hot mix asphalt.

Project Justification Perth Road 112 carries approximately 3000 vehicles per day from Stratford to Perth Line 26 in Harmony. The road was last reconstructed in 1994 (25 years old) using cold-in-place recycling and lift of hot mix asphalt. The road has performed very well over its lifecycle with distresses in the roadway occurring much later. The current pavement condition rating is Poor to Very Poor (42 to 24) with a High to Very High risk rating (12 to 15). The road never received any pavement preservation technique over its lifecycle. Distresses have mainly occurred as cracking in the wheel paths and have been crack sealed in recent years. Cut and fill operations will be included in this project for an area immediately south of the intersection of Line 29. This is to improve the vertical alignment of the roadway.

Additional Comments / Notes This project is to be tendered with Perth Road 113 project and a Perth East project (Line 29).

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 25,206 25,206 Contractor 702,652 702,652 Equipment Own 25,000 25,000 Labour 9,642 9,642 Material 15,000 15,000 777,500 777,500 Expenditures Total 777,500 777,500 Funding Grants Federal Grants 742,858 742,858 742,858 742,858 Reserves Roads Reserve 34,642 34,642 34,642 34,642 Funding Total 777,500 777,500 Attributes Attribute Value Comment Attributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020

Page No. : 7 Perth County Capital Projects Project RS0014 Road 112 Department Roads Version4-Council Review Year 2020 Attributes Attribute Value Comment Status Project Status Not Approved

Gallery L:\Public Works\F05 - Budgets\2019\Rd 112 Pictures\20180829_151915.jpg

Page No. : 8 Perth County Capital Projects Project RS0014 Road 112 Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Rd 112 Pictures\20180829_152008.jpg

Page No. : 9 Perth County Capital Projects Project RS0020 Line 86 East Department Roads Version4-Council Review Year 2020

Description Project Description

Resurfacing project on Perth Line 86 from Perth Road 131 east to Dorking (7.5 kilometers) This section of Perth Line 86 is a boundary road with Wellington County.

Project Justification Perth Line 86 from Perth Road 131 to Dorking is a Class 2 roadway and has a traffic volume of 9845 vehicles per day. 756 (or 8%) of those vehicles are trucks which accounts for the majority of the loading on road structure. This is the busiest road in the County's asset inventory. The Asset Management Plan and Road Needs Study indicates that road is scheduled for reconstruction and the pavement condition along the sections of Perth Line 86 range from Poor to Very Poor (52 - 30) and have a Very High risk rating (16 - 21). This stretch of Perth Line 86 was last reconstructed back in 1998 (20 years old) with cold-in-place recycling and a 2" lift of hot mix asphalt. Early distresses in the road were extensive centerline cracking, mid-lane cracking (indication of paver screed box issues during construction) and loss of fine aggregate in the asphalt surface. County crews have performed extensive crack sealing and spray patching operations over the past 10 years. Pavement preservation techniques (lifecycle activities like micro-surfacing or bonded wearing course) were not performed on this section of Perth Line 86

Additional Comments / Notes A culvert replacement was completed in 2019 ahead of the road project.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Contractor 1,075,161 1,075,161 Labour 14,339 14,339 1,089,500 1,089,500 Expenditures Total 1,089,500 1,089,500 Funding Grants Federal Grants 1,075,161 1,075,161 1,075,161 1,075,161 Reserves Roads Reserve 14,339 14,339 14,339 14,339 Funding Total 1,089,500 1,089,500 Attributes Attribute Value Comment Attributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020 Status Project Status Not Approved

Page No. : 10 Perth County Capital Projects Project RS0020 Line 86 East Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 86 Pictures\20180829_170301.jpg

Page No. : 11 Perth County Capital Projects Project RS0020 Line 86 East Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 86 Pictures\20180829_170918.jpg

Page No. : 12 Perth County Capital Projects Project RS0020 Line 86 East Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 86 Pictures\20180829_164833.jpg

Page No. : 13 Perth County Capital Projects Project RS0020 Line 86 East Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 86 Pictures\20180829_164926.jpg

Page No. : 14 Perth County Capital Projects Project RS0048 Municipal Addressing Signs Department Roads Version4-Council Review Year 2020

Description Project Description Replacement of municipal 911 addressing signs and intersection signs. This would include the replacement of approximately 9,300 property address signs and 760 intersection signs.

Project Justification Reflective material has degraded and the signs have now reached the end of their useful life (luminous properties).

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 283,555 283,555 Labour 16,445 16,445 300,000 300,000 Expenditures Total 300,000 300,000 Funding Grants Other Municipalities Revenue 138,791 138,791 138,791 138,791 Reserves Roads Reserve 161,209 161,209 161,209 161,209 Funding Total 300,000 300,000 Attributes Attribute Value Comment Attributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020 Status Project Status Not Approved

Page No. : 15 Perth County Capital Projects Project RS0050 Perth Line 36 Department Roads Version4-Council Review Year 2020

Description Project Description

Reconstruction of Perth Line 36 from Perth Road 135 to Road 125. (4.1 kilometers) Pulverization, stabilization and regrading of the existing pavement structure. Granular base repairs will be required in some areas. Work will include shoulder drainage and 2 lifts of hot mix asphalt.

Project Justification Perth Line 36 from Perth Road 135 to Road 125 was formerly a township roadway and transferred to the County back in 2013. The road was last reconstructed back in 2004 with a single lift of hot mix asphalt. The roadway is Class 3 with a daily traffic volume of 2250 vehicles. The asset management plan and road needs study indicate an average pavement condition rating of 5 (Very Poor) and a risk rating of 15 (Very High). The road was micro-surfaced in 2014 but has not performed effectively with the roadway rapidly deteriorating to a point where further remediation is not cost effective. There is evidence of road structure problems (more evident near the edges) which will require some granular base repairs, additional granular structure and proper drainage (shoulder drains).

Additional Comments / Notes A culvert on the Ehgoetz Municipal drain required replacement in 2019, ahead of the road project.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 36,000 36,000 Contractor 967,661 967,661 Labour 14,339 14,339 1,018,000 1,018,000 Expenditures Total 1,018,000 1,018,000 Funding Grants Federal Grants 588,487 588,487 Provincial Grants 415,174 415,174 1,003,661 1,003,661 Reserves Roads Reserve 14,339 14,339 14,339 14,339 Funding Total 1,018,000 1,018,000 Attributes Attribute Value Comment Attributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020 Status

Page No. : 16 Perth County Capital Projects Project RS0050 Perth Line 36 Department Roads Version4-Council Review Year 2020 Attributes Attribute Value Comment Project Status Not Approved

Gallery L:\Public Works\F05 - Budgets\2019\Line 36 Pictures\20180829_160354.jpg

Page No. : 17 Perth County Capital Projects Project RS0050 Perth Line 36 Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 36 Pictures\20180829_160825.jpg

Page No. : 18 Perth County Capital Projects Project RS0050 Perth Line 36 Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 36 Pictures\20180829_161230.jpg

Page No. : 19 Perth County Capital Projects Project RS0050 Perth Line 36 Department Roads Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\Line 36 Pictures\20180829_161304.jpg

Page No. : 20 Perth County Capital Projects Project WP0001 Work In Progress Department Roads Version4-Council Review Year 2020

Description Project Description Work In Progress is used for future capital projects for which the specifics are unknown at budget time. The budget amount includes funds for engineering, and for County personnel to perform work on projects prior to them becoming capital assets. Throughout the year, once the work to be started is identified as belonging to a particular project that will result in a future asset, the budget dollars will be moved from this project to that project, for a zero net effect. Project Justification It is usually necessary to prepare for capital projects a year or more in advance. This project contains funds for pre-engineering as well as miscellaneous works such as road widening/surveying/drainage in advance of paving projects.

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 400,000 40,000 40,000 40,000 40,000 40,000 200,000 Equipment Own 100,000 10,000 10,000 10,000 10,000 10,000 50,000 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Expenditures Total 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Funding Reserves Roads Reserve 500,000 50,000 50,000 50,000 50,000 50,000 250,000 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Funding Total 500,000 50,000 50,000 50,000 50,000 50,000 250,000 Attributes Attribute Value Comment Attributes Contract Department Roads Asset Classification Work In Progress Contract No. 31-2-WIP Work in Progress Project Start Year 2019 Project End Date 2026 Status Project Status Not Approved

Page No. : 21 County of Perth 10 Year Reserve Continuity Schedule 2020 - 2029 TRXFACILITIES Facilities 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 RESERVES Opening Balance: 1,681,198 1,576,452 1,467,692 1,431,745 1,502,895 1,353,187 1,039,022 894,369 891,444 920,454 TRANSFERS IN: Contributions from Capital Levy - Current 0000000000 Contributions from Capital Levy - Future 617,473 599,117 574,247 575,000 570,000 570,000 570,000 565,000 565,000 560,000 Total Contributions from Capital Levy 617,473 599,117 574,247 575,000 570,000 570,000 570,000 565,000 565,000 560,000 EMS Base Leases - Principal Payments 131,000 131,000 131,000 131,000 131,000 131,000 131,000 131,000 131,000 131,000 Grants and Subsidies - Federal Total Contributions To Reserves 748,473 730,117 705,247 706,000 701,000 701,000 701,000 696,000 696,000 691,000 Debt Financing Proceeds

Total Available for Current Projects 2,429,671 2,306,569 2,172,939 2,137,745 2,203,895 2,054,187 1,740,022 1,590,369 1,587,444 1,611,454 CAPITAL PROJECT COMMITMENTS:

FB0019 Registry Roof 80,000 FB0033 Archives - Capital Maintenance 10,000 2,000 24,500 FB0034 Courthouse - Capital Maintenance 139,000 125,000 50,000 150,000 10,000 100,000 15,000 25,000 FB0035 PS HQ - Capital Maintenance 17,000 15,000 8,500 15,000 7,700 FB0036 PS Listowel Base- Capital Maintenance 7,000 5,000 12,100 16,300 FB0037 PS Milverton Base- Capital Maintenance 11,000 28,500 25,000 17,500 FB0038 PS Mitchell Base- Capital Maintenance 6,000 3,900 16,950 37,000 FB0039 PS St. Marys Base- Capital Maintenance 6,000 4,000 12,000 16,000 12,000 20,000 FB0040 PW Milverton- Capital Maintenance 11,000 30,000 25,400 11,600 3,000 FB0041 PW Mitchell - Capital Maintenance 16,000 6,000 140,000 15,000 35,000 15,000 FB0042 PW Stratford - Capital Maintenance 4,000 20,000 4,000 2,000 22,000 10,300 FB0043 Registry - Capital Maintenance 40,000 90,000 19,300 11,500 FF0001 Miscellaneous Furniture Replacement 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 LI0001 Courthouse Parking Lot 85,000 WP0002 Work in Progress 75,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000

Inflation Adjustment 6,240 7,813 4,468 20,843 38,923 24,357 17,517 25,397 38,240

Total Committments To Capital Projects 346,000 318,240 201,213 77,468 273,793 412,823 217,357 135,317 173,397 234,240

TRANSFERS OUT: Transfers to Operating budget Transfers to Other Reserves Financing Payments 545,847 562,667 580,013 597,900 616,347 635,371 654,990 588,265 518,609 535,270 Total Expenditures Against Reserves 891,847 880,907 781,226 675,368 890,140 1,048,194 872,347 723,582 692,006 769,510 Closing Balance Before Interest 1,537,824 1,425,662 1,391,713 1,462,377 1,313,754 1,005,994 867,675 866,787 895,438 841,944

Interest Income 38,628 42,030 40,032 40,518 39,433 33,029 26,694 24,656 25,016 24,674

Closing Reserve Balance 1,576,452 1,467,692 1,431,745 1,502,895 1,353,187 1,039,022 894,369 891,444 920,454 866,618

Updated 12/3/2019 4 - Council Review Facilities Capital Reserve

1,800,000

1,600,000

1,400,000

1,200,000

1,000,000 Capital Projects Dollars 800,000 Ending Reserve Balance Contributions to 600,000 Capital

400,000

200,000

0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year Forecast

Page 2 Perth County Capital Projects Project FB0019 Registry Roof Department Facilities Version4-Council Review Year 2020

Description Project Description Replacement of both the main and small roof tops on Registry Building.

Project Justification Ethylene propylene diene monomer (EPDM) with a stone ballast is utilized as the roofing finish atop the main portion of the building. The last noted replacement of the roof was in 1988. Condition of the roof tops are poor. Issues viewed during inspection include the membrane tension in the corners/edges and the poor condition of the flashing due to the EPDM tenting. The roof is expected to be the cause of various water infiltration locations found throughout the main floor of the building (mainly around the perimeter). Replacement is required in order to prevent further interior damages

Additional Comments / Notes This project was originally identified for 2019 but was deferred. There are currently no definitive future plans for the Registry Building and Courthouse Campus. This project can be deferred, however the roof is in poor condition and there is potential risk for further water infiltration. There have been no leaks in 2019.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Contractor 80,000 80,000 80,000 80,000 Expenditures Total 80,000 80,000 Funding Reserves Facilities Reserve 80,000 80,000 80,000 80,000 Funding Total 80,000 80,000 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Buldings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2020 Status Project Status Not Approved

Page No. : 1 Perth County Capital Projects Project FB0033 Archives-Capital Maintenance Department Facilities Version4-Council Review Year 2020

Description Project Description Repair drainage issues associated with front garden.

Project Justification During heavier rains, the garden does not drain effectively resulting in flooding of pathways and plantings.

Additional Comments / Notes Staff have identified a municipal drain that we will outlet into. County PW staff will do drainage work. The drainage plan has been worked on by County staff, Drainage Superintendent and Upper Thames River Conservation Authority.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Contractor 36,500 10,000 2,000 24,500 36,500 10,000 2,000 24,500 Expenditures Total 36,500 10,000 2,000 24,500 Funding Reserves Facilities Reserve 36,500 10,000 2,000 24,500 36,500 10,000 2,000 24,500 Funding Total 36,500 10,000 2,000 24,500 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Buildings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 2 Perth County Capital Projects Project FB0034 Courthouse-Capital Maintenance Department Facilities Version4-Council Review Year 2020

Description Project Description Capital Maintenance work for the Courthouse identified in the Facility Condition Assessment.

Project Justification Work budgeted for 2020 includes: Repairs to both the front entrance stairs-Stairs are in poor condition and require major repairs ($36K) Repairs to wood front entrance doors-3 sets of exterior wood doors (original to the building) require wood repairs at the bottom and refinishing. ($10K) Replacement of 3 AC units-The units requiring replacement were originally installed in 2000 and are in poor condition. These type of AC units typically have a 18-year useful life. Each are approximately $7000 to replace. ($21K) Blinds and Carpet for Council Chambers ($13,500) Carpet for 3rd Level Hallway and Main Stairs ($7,500) Courtroom Lights- Convert Halogen to LED ($5,000) Attic Insulation-Additional and replacement insulation is required in the attic. Areas are in poor condition. This is a capital maintenance item that is scheduled for every 30 years. ($30K) Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Contractor 614,000 139,000 125,000 50,000 150,000 150,000 614,000 139,000 125,000 50,000 150,000 150,000 Expenditures Total 614,000 139,000 125,000 50,000 150,000 150,000 Funding Reserves Facilities Reserve 614,000 139,000 125,000 50,000 150,000 150,000 614,000 139,000 125,000 50,000 150,000 150,000 Funding Total 614,000 139,000 125,000 50,000 150,000 150,000 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Buildings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 3 Perth County Capital Projects Project FB0036 PS Listowel Base-Capital Maintenance Department Facilities Version4-Council Review Year 2020

Description Project Description Replacement of 3 heat pumps at Listowel PS Base.

Project Justification Three heating/cooling units (located in lounge and office areas) require replacement. The current units are at the end of their useful lifespan and replacement is more cost efficient than servicing & retro-fitting. Cost estimate for replacement is $6000 total.

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 40,400 7,000 5,000 12,100 16,300 40,400 7,000 5,000 12,100 16,300 Expenditures Total 40,400 7,000 5,000 12,100 16,300 Funding Reserves Facilities Reserve 40,400 7,000 5,000 12,100 16,300 40,400 7,000 5,000 12,100 16,300 Funding Total 40,400 7,000 5,000 12,100 16,300 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Buildings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 4 Perth County Capital Projects Project FB0040 PW Milverton-Capital Maintenance Department Facilities Version4-Council Review Year 2020

Description Project Description Replace Septic Tank and Septic Bed

Project Justification The current septic system is original (40+ years old) and requires replacement. This was not replaced when a renovation to the building was done in 2007. The system is not functioning effectively and requires frequent "pump outs".

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Contractor 81,000 11,000 30,000 25,400 14,600 81,000 11,000 30,000 25,400 14,600 Expenditures Total 81,000 11,000 30,000 25,400 14,600 Funding Reserves Facilities Reserve 81,000 11,000 30,000 25,400 14,600 81,000 11,000 30,000 25,400 14,600 Funding Total 81,000 11,000 30,000 25,400 14,600 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Buildings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 5 Perth County Capital Projects Project FF0001 Miscellaneous Furniture Replacement Department Facilities Version4-Council Review Year 2020

Description Project Description Project is for miscellaneous furniture replacements that occur annually at the various County facilities.

Project Justification This is an annual project, with actual expenditures varying from year to year based on need.

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Material 240,000 24,000 24,000 24,000 24,000 24,000 120,000 240,000 24,000 24,000 24,000 24,000 24,000 120,000 Expenditures Total 240,000 24,000 24,000 24,000 24,000 24,000 120,000 Funding Reserves Facilities Reserve 240,000 24,000 24,000 24,000 24,000 24,000 120,000 240,000 24,000 24,000 24,000 24,000 24,000 120,000 Funding Total 240,000 24,000 24,000 24,000 24,000 24,000 120,000 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Furniture Contract No. 32-2-FURN Furniture Purchases Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 6 Perth County Capital Projects Project WP0002 Work In Progress Department Facilities Version4-Council Review Year 2020

Description Project Description Work In Progress is used for future Facility capital projects for which the specifics are unknown at budget time. The budget amount includes funds for engineering, and for County personnel to perform work on projects prior to them becoming capital assets. Throughout the year, once the work to be started is identified as belonging to a particular project that will result in a future asset, the budget dollars will be moved from this project to that project, for a zero net effect. Project Justification It is usually necessary to prepare for capital projects a year or more in advance. This project contains funds for pre-engineering as well as miscellaneous works.

Additional Comments / Notes The amount in WIP (Facilities) has been increased to $75K for 2020. Staff intend to bring forward the Courthouse Campus/County Administration discussion back to Council in 2020. The additional funds are intended to cover any staff and consulting costs that may be incurred.

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Consultant Fees 300,000 75,000 25,000 25,000 25,000 25,000 125,000 300,000 75,000 25,000 25,000 25,000 25,000 125,000 Expenditures Total 300,000 75,000 25,000 25,000 25,000 25,000 125,000 Funding Reserves Facilities Reserve 300,000 75,000 25,000 25,000 25,000 25,000 125,000 300,000 75,000 25,000 25,000 25,000 25,000 125,000 Funding Total 300,000 75,000 25,000 25,000 25,000 25,000 125,000 Attributes Attribute Value Comment Attributes Contract Department Facilities Asset Classification Work in Progress Contract No. 32-2-WIP Work in Progress Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 7 County of Perth 10 Year Reserve Continuity Schedule 2020 - 2029 TRXFLEET Fleet Capital Reserve 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 RESERVES Opening Balance: 351,671 123,810 211,079 72,811 355,850 310,450 93,388 141,233 172,422 40,644 TRANSFERS IN: Contributions from Capital Levy - Current 476,609 454,010 579,160 310,069 398,750 652,188 602,006 591,909 722,298 767,451 Contributions from Capital Levy - Future 118,172 206,455 68,892 349,931 301,250 87,812 137,994 168,091 37,702 12,549 Total Contributions from Capital Levy 594,781 660,465 648,052 660,000 700,000 740,000 740,000 760,000 760,000 780,000 Grants and Subsidies - Federal Grants and Subsidies - Provincial Grants and Subsidies - Municipal Transfers from Other Reserves Sale of Fleet - Proceeds 22,720 55,600 40,000 41,600 38,800 70,800 26,500 25,000 20,300 22,500 Total Contributions To Reserves 617,501 716,065 688,052 701,600 738,800 810,800 766,500 785,000 780,300 802,500

Total Available for Current Projects 969,172 839,875 899,131 774,411 1,094,650 1,121,250 859,888 926,233 952,722 843,144 CAPITAL PROJECT COMMITMENTS:

VA0002 Annual Fleet Replacements 275,000 70,000 145,000 70,000 35,000 35,000 70,000 375,000 42,000 VB0001 Tandem Truck Replacement 310,000 310,000 330,000 660,000 330,000 330,000 310,000 VC0001 PW Pickup Replacement 38,000 76,000 38,000 38,000 76,000 38,000 76,000 38,000 VC0002 EMS Pickup Trucks 140,000 140,000 VC0002 CEMC Vehicle 38,000 38,000 VD0002 Annual Ambulance Replacements 500,000 165,000 165,000 330,000 330,000 165,000 165,000 330,000 330,000 165,000

Inflation Adjustment 12,420 32,239 24,480 60,399 97,438 80,894 98,142 134,020 135,595

Total Committments To Capital Projects 851,000 633,420 830,239 424,480 793,399 1,033,438 721,894 758,142 915,020 830,595

TRANSFERS OUT: Transfers to Operating budget Transfers to Other Reserves

Total Expenditures Against Reserves 851,000 633,420 830,239 424,480 793,399 1,033,438 721,894 758,142 915,020 830,595

Closing Balance Before Interest 118,172 206,455 68,892 349,931 301,250 87,812 137,994 168,091 37,702 12,549

Interest Income 5,638 4,624 3,920 5,918 9,199 5,576 3,239 4,331 2,942 745

Closing Reserve Balance 123,810 211,079 72,811 355,850 310,450 93,388 141,233 172,422 40,644 13,294

Updated 12/3/2019 4 - Council Review Fleet Capital Reserve

1,200,000

1,000,000

800,000

Capital Projects

600,000 Ending Reserve Balance Dollars Contributions to Capital

400,000

200,000

0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year Forecast

Page 2 Perth County Capital Projects Project VA0002 Annual Fleet Replacements Department Fleet Version4-Council Review Year 2020

Description Project Description Replacement of 2004 Komatsu WA 200 Loader

Project Justification The County has two loaders in its fleet of equipment with a useful lifespan of 15 years. Both loaders are essential pieces of equipment and extensively used in the winter season, gravel shouldering operations and loading/unloading of materials. The Komatsu loader was purchased in 2004 and in addition to the winter and shouldering operations, this unit has a sweeper attachment that is utilized throughout the summer months. The Komatsu is at the end of its useful service life and over the past 2 years has required significant maintenance to keep operational, this included electrical, sensors and solenoid repairs.

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 1,117,000 275,000 70,000 145,000 70,000 35,000 522,000 1,117,000 275,000 70,000 145,000 70,000 35,000 522,000 Expenditures Total 1,117,000 275,000 70,000 145,000 70,000 35,000 522,000 Funding Reserves Fleet Capital Reserve 1,117,000 275,000 70,000 145,000 70,000 35,000 522,000 1,117,000 275,000 70,000 145,000 70,000 35,000 522,000 Funding Total 1,117,000 275,000 70,000 145,000 70,000 35,000 522,000 Attributes Attribute Value Comment Attributes Contract Department Fleet Asset Classification Maintenance Vehicles Contract No. 33-2-VEH_CL_A Class A Maintenance Vehicle Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 1 Perth County Capital Projects Project VA0002 Annual Fleet Replacements Department Fleet Version4-Council Review Year 2020 Gallery \\perthcounty.local\data\documents\Corporate Services\Finance\Budget\2020\Pictures\KOMATSUWA200-5.jpg

Page No. : 2 Perth County Capital Projects Project VC0001 PW Pickup Replacement Department Fleet Version4-Council Review Year 2020

Description Project Description Replacement of pick-up truck.

Project Justification Unit 12-23 is a 2011 Chevy Silverado (2-wheel drive) with approximately 280,000 kilometers. It will be replaced with a full size half- ton 4x4 pick up truck.

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 418,000 38,000 76,000 38,000 38,000 228,000 418,000 38,000 76,000 38,000 38,000 228,000 Expenditures Total 418,000 38,000 76,000 38,000 38,000 228,000 Funding Reserves Fleet Capital Reserve 418,000 38,000 76,000 38,000 38,000 228,000 418,000 38,000 76,000 38,000 38,000 228,000 Funding Total 418,000 38,000 76,000 38,000 38,000 228,000 Attributes Attribute Value Comment Attributes Contract Department Fleet Asset Classification Pickup Trucks Contract No. 33-2-VEH_CL_C Class C Pickup Truck Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 3 Perth County Capital Projects Project VC0001 PW Pickup Replacement Department Fleet Version4-Council Review Year 2020 Gallery \\perthcounty.local\data\documents\Corporate Services\Finance\Budget\2020\Pictures\Unit 1223 PW Pickup.jpg

Page No. : 4 Perth County Capital Projects Project VC0003 CEMC Vehicle Department Fleet Version4-Council Review Year 2020

Description Project Description Purchase of a new SUV type Unit for use by the of Community Emergency Management Coordinator during the course of business. To increase the capacity of the CEMC role to meet the expectations of member municipalities, while providing a visible presence to the citizens improving community profile of the program.

Project Justification The vehicle will support Emergency Preparedness Education to all citizens within Perth County including remote Amish and Mennonite Schools. The vehicle will improve visibility within the member municipalities and it's citizens

Vehicle will carry emergency site coordination supplies, EOC support kits as well as public education materials. The vehicle will be deployed to support Incident Command function, incident scenes as well as provide support EOC Staff, and alternate EOC set up then required. It will be utilized in all emergency situations for resource deployment as needed by the scalability of the response.

Additional Comments / Notes The CEMC Vehicle will mitigate the risk and liability from current CEMC responding to emergency situation using personal vehicle. The vehicle will be equipped with warn lights and reflective markings to meet MTO standards

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 70,000 35,000 35,000 70,000 35,000 35,000 Expenditures Total 70,000 35,000 35,000 Funding Reserves Fleet Capital Reserve 70,000 35,000 35,000 70,000 35,000 35,000 Funding Total 70,000 35,000 35,000 Attributes Attribute Value Comment Attributes Contract Department Fleet Asset Classification Pickup Trucks Contract No. 33-2-VEH_CL_C Class C Pickup Truck Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 5 Perth County Capital Projects Project VD0002 Annual Ambulance Replacements Department Fleet Version4-Council Review Year 2020

Description Project Description Replacement of 3 front line ambulances.

Project Justification In 2019, the PS Operational Review included additional staffing and requirement for an additional ambulance to be added to the fleet complement. Fleet Division kept the ambulance that was scheduled to be sold in 2019 (A1060) as the additional ambulance and scheduled it for replacement in 2020. There were two ambulances previously scheduled to be replaced in 2020. We have 3 - Type II Diesel Mercedes ambulances (A1060, A1061, A1062) that we are scheduling to replace in 2020 with 3 new Type III ambulances (gas).

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 2,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000 2,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000 Expenditures Total 2,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000 Funding Reserves Fleet Capital Reserve 2,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000 2,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000 Funding Total 2,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000 Attributes Attribute Value Comment Attributes Contract Department Fleet Asset Classification Ambulances Contract No. 33-2-VEH_CL_D Class D Ambulance Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 6 Perth County Capital Projects Project VD0002 Annual Ambulance Replacements Department Fleet Version4-Council Review Year 2020 Gallery L:\Public Works\F05 - Budgets\2019\1062 ambulance.JPG

Page No. : 7 County of Perth 10 Year Reserve Continuity Schedule 2020 - 2029 TRXMEDEQUIP Medical Equipment 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 RESERVES Opening Balance: 56,660 38,367 127,849 69,325 88,514 206,143 343,764 19,490 15,805 130,672 TRANSFERS IN: Contributions from Capital Levy - Current 101,760 8,446 72,397 60,165 0 0 145,526 144,683 31,350 0 Contributions from Capital Levy - Future 23,240 121,554 62,603 82,335 150,000 157,500 14,474 15,317 128,650 160,000 Total Contributions from Capital Levy 125,000 130,000 135,000 142,500 150,000 157,500 160,000 160,000 160,000 160,000 Grants and Subsidies - Federal Grants and Subsidies - Provincial Grants and Subsidies - Municipal Sale of Medical Equipment - Procceeds 14,000 4,000 4,000 4,000 Total Contributions To Reserves 139,000 134,000 139,000 146,500 150,000 157,500 160,000 160,000 160,000 160,000

Total Available for Current Projects 195,660 172,367 266,849 215,825 238,514 363,643 503,764 179,490 175,805 290,672 CAPITAL PROJECT COMMITMENTS:

EM0004 Replacement of Medical Equipment 148,420 30,095 30,470 18,460 10,470 10,320 17,895 10,620 10,245 60,000 EM0005 Bariatric Equipment 10,000 101,948 10,000 75,000 132,300 30,000 EM0006 Pediatric Restraints 2,700 EM0007 Training Mannequins 3,300 30,000 1,615 8,106 5,972 EM0009 Defibrillator/CPR Equipment 12,500 132,000 5,089 5,889 341,566

Inflation Adjustment 918 7,776 7,468 2,774 2,590 54,829 21,252 6,910 11,706

Total Committments To Capital Projects 158,420 46,813 200,246 129,491 36,439 27,471 489,290 164,172 47,155 71,706

TRANSFERS OUT: Transfers to Operating budget 50,000 Transfers to Other Reserves

Total Expenditures Against Reserves 158,420 46,813 200,246 129,491 36,439 27,471 489,290 164,172 47,155 121,706

Closing Balance Before Interest 37,240 125,554 66,603 86,335 202,075 336,172 14,474 15,317 128,650 168,966

Interest Income 1,127 2,295 2,722 2,179 4,068 7,592 5,015 487 2,022 4,195

Closing Reserve Balance 38,367 127,849 69,325 88,514 206,143 343,764 19,490 15,805 130,672 173,161

Updated 12/3/2019 4 - Council Review Medical Equipment Capital Reserve

600,000

500,000

400,000

Capital Projects 300,000

Dollars Ending Reserve Balance Contributions to Capital 200,000

100,000

0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 10 Year Forecast

Page 2 Perth County Capital Projects Project EM0004 Replacement of Medical Equipment Department Emergency Medical Services Version4-Council Review Year 2020

Description Project Description Annually the medical equipment is reviewed to determine whether equipment needs to be replaced or whether stock quantity is appropriate. Oxygen D, M regulators, Oxygen flowmeters, Sagers, Keds and damage and replacement, $8,400. (Total $8,420)

Project Justification Replacement of equipment at their designated replacement cycles ensures service levels to the public are maintained to their expected standards.

Additional Comments / Notes Additional purchase of 7 Stryker Stretchers included in the 2020 to outfit the 3 new ambulance scheduled for purchase and to outfit 4 exisiting vehicles using the obsolete Ferno stretchers. Cost $20,000 per stretcher with a total cost of approximately $140,000

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 346,995 148,420 30,095 30,470 18,460 10,470 109,080 346,995 148,420 30,095 30,470 18,460 10,470 109,080 Expenditures Total 346,995 148,420 30,095 30,470 18,460 10,470 109,080 Funding Reserves Medical Capital Equipment 346,995 148,420 30,095 30,470 18,460 10,470 109,080 346,995 148,420 30,095 30,470 18,460 10,470 109,080 Funding Total 346,995 148,420 30,095 30,470 18,460 10,470 109,080 Attributes Attribute Value Comment Attributes Contract Department Emergency Medical Services Asset Classification Medical Equipment Contract No. 52-2-MEDEQUIP Medical Equipment projects Project Start Year 2020 Project End Date 2029 Status Project Status Not Approved

Page No. : 1 Perth County Capital Projects Project EM0005 Bariatric Equipment Department Emergency Medical Services Version4-Council Review Year 2020

Description Project Description Annually the medical equipment is reviewed to determine whether equipment needs to be replaced or whether stock quantity is appropriate. Soft bariatric Stretchers are due for replacement ($10,000)

Project Justification Replacement of equipment at their designated replacement cycles ensures service levels to the public are maintained to their expected standards.

Additional Comments / Notes

Budget Total 20202021 2022 2023 2024 Future Expenditures Expenditures Costs of Purchase 359,248 10,000 101,948 10,000 237,300 359,248 10,000 101,948 10,000 237,300 Expenditures Total 359,248 10,000 101,948 10,000 237,300 Funding Reserves Medical Capital Equipment 359,248 10,000 101,948 10,000 237,300 359,248 10,000 101,948 10,000 237,300 Funding Total 359,248 10,000 101,948 10,000 237,300 Attributes Attribute Value Comment Attributes Contract Department Emergency Medical Services Asset Classification Medical Equipment Contract No. 52-2-MEDEQUIP Medical Equipment projects Project Start Year 2020 Project End Date 2029 Status Project Status Approved

Page No. : 2 CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

A

SAVERYS READY INDEA DIVOERS Levy Summary Change by Division

2019 2019 2020 Budget Projected Budget Actuals Revenues CA General 11 CAO 504,110 496,266 235,360 13 HUMAN RESOURCES 494,912 453,217 367,818 15 ECONOMIC DEVELOPMENT & TOURISM 37,750 45,750 113,920 41 PLANNING 305,200 260,072 216,050 CS General 12 CLERK 637,365 499,746 765,369 22 FINANCE 457,095 447,586 473,785 23 TECHNOLOGY SERVICES 841,130 817,816 871,396 24 PROVINCIAL OFFENCES 1,653,500 1,603,010 1,637,000 25 ARCHIVES 329,154 316,991 335,942 PW General 30 PW ADMINISTRATION 1,498,829 1,380,993 1,573,733 31 ROADS 4,432,326 4,484,064 4,013,153 32 FACILITIES 2,415,092 2,408,755 2,462,346 33 FLEET 2,291,080 2,299,016 2,429,988 ES General 52 PARAMEDIC SERVICES 9,404,226 9,400,632 9,476,427 Council 80 COUNCIL 0 0 0 Non Departmental 90 NON‐DEPARTMENTAL 2,452,416 14,586,753 2,592,982 93 GENERAL LIABILITY INSURANCE 120,960 109,080 147,960 Sub‐total Revenue 27,875,145 39,609,747 27,713,229 Expenses CA General Expense Chg Rev Chg Net Levy Chg %Levy Chg 11 CAO 504,110 496,269 235,360 (268,750) (268,750) 0 0.00% 13 HUMAN RESOURCES 494,912 453,217 367,818 (127,094) (127,094) 0 0.00% 15 ECONOMIC DEVELOPMENT & TOURISM 599,524 585,350 698,514 98,990 76,170 22,820 0.15% 41 PLANNING 579,464 458,660 524,125 (55,339) (89,150) 33,811 0.22% CS General 12 CLERK 637,365 499,747 765,369 128,004 128,004 0 0.00% 22 FINANCE 457,095 447,586 473,785 16,690 16,690 0 0.00% 23 TECHNOLOGY SERVICES 841,130 817,815 871,396 30,266 30,266 0 0.00% 24 PROVINCIAL OFFENCES 1,653,500 1,603,008 1,637,000 (16,500) (16,500) 0 0.00% 25 ARCHIVES 741,649 713,397 757,078 15,429 6,788 8,641 0.06% PW General 30 PW ADMINISTRATION 1,498,830 1,380,992 1,573,734 74,904 74,904 0 0.00% 31 ROADS 8,333,445 8,385,182 8,539,289 205,844 (419,173) 625,017 4.01% 32 FACILITIES 2,415,092 2,408,752 2,462,346 47,254 47,254 0 0.00% 33 FLEET 2,291,080 2,299,016 2,429,988 138,908 138,908 0 0.00% ES General 52 PARAMEDIC SERVICES 12,395,236 12,355,694 12,565,760 170,524 72,201 98,323 0.63% Council 80 COUNCIL 238,783 233,700 246,201 7,418 0 7,418 0.05% 92 GRANTS 28,930 28,229 38,930 10,000 10,000 0.06% Non Departmental 90 NON‐DEPARTMENTAL 1,636,283 1,235,394 1,629,806 (6,477) 140,566 (147,043) ‐0.94% 91 COST SHARED PROGRAMS 4,937,112 4,937,112 5,288,222 351,110 351,110 2.25% 93 GENERAL LIABILITY INSURANCE 120,960 109,080 147,960 27,000 27,000 0 0.00% Sub‐total Expenses 40,404,500 39,448,200 41,252,681 848,181 (161,916) 1,010,097 6.49%

Contribution to (from) Net Municipal Position 161,547 % of Levy % of Overall Operating Levy 12,529,355 13,539,452 1,010,097 8.06% 6.49%

Capital Levy 3,045,000 3,165,000 120,000 3.94% 0.77%

Overall Levy 15,574,355 16,704,452 1,130,097 7.26%

12/3/2019 4 - Council Review County of Perth 2020 OPERATING BUDGET

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget YearEnd Budget Budget $ Budget % YE Projection YE Projection Budget Budget Change Change $ Change % Change

Revenue CA General 11 CAO 504,110 496,266 $235,360 (268,750) 53.31% (260,906) 52.57% $248,784 $263,022 13 HUMAN RESOURCES 494,912 453,217 $367,818 (127,094) 25.68% (85,399) 18.84% $381,983 $406,894 15 ECONOMIC DEVELOPMENT & TOURISM 37,750 45,750 $113,920 76,170 (201.77%) 68,170 (149.01%) $70,170 $17,000 41 PLANNING 305,200 260,072 $216,050 (89,150) 29.21% (44,022) 16.93% $183,550 $183,550 CS General 12 CLERK 637,365 499,746 $765,369 128,004 (20.08%) 265,623 (53.15%) $726,217 $751,535 22 FINANCE 457,095 447,586 $473,785 16,690 (3.65%) 26,199 (5.85%) $501,747 $510,982 23 TECHNOLOGY SERVICES 841,130 817,816 $871,396 30,266 (3.60%) 53,580 (6.55%) $890,968 $906,662 24 PROVINCIAL OFFENCES 1,653,500 1,603,010 $1,637,000 (16,500) 1.00% 33,990 (2.12%) $1,628,000 $1,619,000 25 ARCHIVES 329,154 316,991 $335,942 6,788 (2.06%) 18,951 (5.98%) $345,326 $352,973 PW General 30 PW ADMINISTRATION 1,498,829 1,380,993 $1,573,733 74,904 (5.00%) 192,740 (13.96%) $1,635,623 $1,678,868 31 ROADS 4,432,326 4,484,064 $4,013,153 (419,173) 9.46% (470,911) 10.50% $4,115,606 $4,158,293 32 FACILITIES 2,415,092 2,408,755 $2,462,346 47,254 (1.96%) 53,591 (2.22%) $2,477,195 $2,489,395 33 FLEET 2,291,080 2,299,016 $2,429,988 138,908 (6.06%) 130,972 (5.70%) $2,530,988 $2,551,291 ES General 52 PARAMEDIC SERVICES 9,404,226 9,400,632 $9,476,427 72,201 (0.77%) 75,795 (0.81%) $9,814,914 $10,066,478 Non Departmental 90 NON-DEPARTMENTAL 2,452,416 14,586,753 $2,592,982 140,566 (5.73%) (11,993,771) 82.22% $2,467,862 $2,081,768 93 GENERAL LIABILITY INSURANCE 120,960 109,080 $147,960 27,000 (22.32%) 38,880 (35.64%) $154,008 $160,298 Sub-total Revenue 27,875,145 39,609,747 $27,713,229 (161,916) 0.58% (11,896,518) 30.03% $28,172,941 $28,198,009

Expenses CA General 11 CAO 504,110 496,269 $235,360 (268,750) (53.31%) (260,909) (52.57%) $248,784 $263,022 13 HUMAN RESOURCES 494,912 453,217 $367,818 (127,094) (25.68%) (85,399) (18.84%) $381,983 $406,894 15 ECONOMIC DEVELOPMENT & TOURISM 599,524 585,350 $698,514 98,990 16.51% 113,164 19.33% $650,978 $600,392 41 PLANNING 579,464 458,660 $524,125 (55,339) (9.55%) 65,465 14.27% $365,659 $379,639 CS General 12 CLERK 637,365 499,747 $765,369 128,004 20.08% 265,622 53.15% $726,217 $751,535 22 FINANCE 457,095 447,586 $473,785 16,690 3.65% 26,199 5.85% $501,747 $510,982 23 TECHNOLOGY SERVICES 841,130 817,815 $871,396 30,266 3.60% 53,581 6.55% $890,968 $906,662 24 PROVINCIAL OFFENCES 1,653,500 1,603,008 $1,637,000 (16,500) (1.00%) 33,992 2.12% $1,628,000 $1,619,000 25 ARCHIVES 741,649 713,397 $757,078 15,429 2.08% 43,681 6.12% $778,404 $795,785 PW General 30 PW ADMINISTRATION 1,498,830 1,380,992 $1,573,734 74,904 5.00% 192,742 13.96% $1,635,623 $1,678,868 31 ROADS 8,333,445 8,385,182 $8,539,289 205,844 2.47% 154,107 1.84% $8,711,177 $8,857,854 32 FACILITIES 2,415,092 2,408,752 $2,462,346 47,254 1.96% 53,594 2.22% $2,477,195 $2,489,395 33 FLEET 2,291,080 2,299,016 $2,429,988 138,908 6.06% 130,972 5.70% $2,530,988 $2,551,291 ES General 52 PARAMEDIC SERVICES 12,395,236 12,355,694 $12,565,760 170,524 1.38% 210,066 1.70% $13,069,316 $13,401,465 Council 80 COUNCIL 238,783 233,700 $246,201 7,418 3.11% 12,501 5.35% $252,417 $258,058 92 GRANTS 28,930 28,229 $38,930 10,000 34.57% 10,701 37.91% $38,930 $38,930 Non Departmental 90 NON-DEPARTMENTAL 1,636,283 1,235,394 $1,629,806 (6,477) (0.40%) 394,412 31.93% $1,731,089 $1,702,862 91 COST SHARED PROGRAMS 4,937,112 4,937,112 $5,288,222 351,110 7.11% 351,110 7.11% $5,867,051 $6,163,499 93 GENERAL LIABILITY INSURANCE 120,960 109,080 $147,960 27,000 22.32% 38,880 35.64% $154,008 $160,298 Sub-total Expenses 40,404,500 39,448,200 $41,252,681 848,181 2.10% 1,804,481 4.57% $42,640,534 $43,536,431

Contribution to Net Municipal Position 161,547 Net Levy Requirement 12,529,355 (161,547) $13,539,452 1,010,097 13,700,999 $14,467,593 $15,338,422 8.06% 6.86% 6.02%

Run Date: Dec 3, 2019 4-Council Review County and Lower Tiers OMPF Allocations 2020 vs 2019 Perth East Perth South West Perth North Perth Perth County 2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change Total 2020 Total 2019 Change Grant Components 1. Assessment Equalization Grant ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2. Northern Communities Grant ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3. Rural Communities Grant 935,500 928,500 7,000 352,500 355,700 ‐ 3,200 804,900 802,800 2,100 1,238,300 1,219,100 19,200 ‐ ‐ ‐ 3,331,200 3,306,100 25,100 4. Northern and Rural Fiscal Circumstances Grant 76,200 79,500 ‐ 3,300 8,000 9,700 ‐ 1,700 65,600 68,800 ‐ 3,200 128,900 131,800 ‐ 2,900 ‐ ‐ ‐ 278,700 289,800 ‐ 11,100 5. Transitional Assistance ‐ 121,700 ‐ 121,700 338,800 457,300 ‐ 118,500 301,400 507,100 ‐ 205,700 ‐ ‐ ‐ 1,200,400 1,412,200 ‐ 211,800 1,840,600 2,498,300 ‐ 657,700

2019 Allocations$ 1,011,700 $ 1,129,700 ‐$ 118,000 $ 699,300 $ 822,700 ‐$ 123,400 $ 1,171,900 $ 1,378,700 ‐$ 206,800 $ 1,367,200 $ 1,350,900 $ 16,300 $ 1,200,400 $ 1,412,200 ‐$ 211,800 $ 5,450,500 $ 6,094,200 ‐$ 643,700 ‐$ 10,910,200

2019 Allocations$ 1,129,700 $ 822,700 $ 1,378,700 $ 1,350,900 $ 1,412,200 $ 6,094,200 ‐$ 830,900 2018 Allocations$ 1,329,000 $ 967,800 $ 1,622,000 $ 1,344,900 $ 1,661,400 $ 6,925,100 ‐$ 938,000 2017 Allocations$ 1,563,500 $ 1,138,500 $ 1,908,200 $ 1,298,400 $ 1,954,500 $ 7,863,100 ‐$ 1,376,600 2016 Allocations$ 1,839,300 $ 1,339,400 $ 2,244,900 $ 1,516,800 $ 2,299,300 $ 9,239,700 ‐$ 1,617,700 2015 Allocations$ 2,163,800 $ 1,575,700 $ 2,641,000 $ 1,771,900 $ 2,705,000 $ 10,857,400 ‐$ 2,670,700 ‐$ 10,266,500 2014 Allocations$ 2,704,700 $ 1,969,600 $ 3,301,200 $ 2,171,400 $ 3,381,200 $ 13,528,100 ‐$ 2,281,700 2013 Allocations$ 3,170,700 $ 2,317,100 $ 3,865,500 $ 2,478,700 $ 3,977,800 $ 15,809,800 ‐$ 550,900 2012 Allocations$ 3,232,100 $ 2,317,100 $ 3,948,400 $ 2,653,800 $ 4,209,300 $ 16,360,700 ‐$ 2,100 2011 Allocations$ 3,335,700 $ 2,322,800 $ 3,902,300 $ 2,428,600 $ 4,373,400 $ 16,362,800 $ 256,400 2010 Allocations$ 3,335,300 $ 2,180,000 $ 3,858,900 $ 2,368,200 $ 4,364,000 $ 16,106,400 ‐$ 36,600 2009 Allocations $ 3,398,700 $ 1,999,400 $ 3,842,100 $ 2,396,200 $ 4,506,600 $ 16,143,000 $ 1,850,400 $ 7,987,700 2008 Allocations$ 3,034,200 $ 1,318,700 $ 2,815,800 $ 2,398,000 $ 4,725,900 $ 14,292,600 $ 1,842,257 2007 Allocations$ 2,737,551 $ 1,194,490 $ 2,537,149 $ 2,299,689 $ 3,681,464 $ 12,450,343 $ 418,937 2006 Allocations$ 2,672,491 $ 1,170,750 $ 2,482,605 $ 2,241,430 $ 3,464,130 $ 12,031,406 $ 2,227,734 2005 Allocations$ 2,615,356 $ 1,147,018 $ 2,429,646 $ 1,976,652 $ 1,635,000 $ 9,803,672 $ 1,430,672 2004 Allocations ‐ CRF$ 2,151,000 $ 961,000 $ 2,009,000 $ 1,617,000 $ 1,635,000 $ 8,373,000

Key OMPF Data Inputs Perth East Perth South West Perth North Perth Perth County 2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change 1. Households 4,233 4,182 51 1,595 1,602 ‐ 7 3,642 3,616 26 5,603 5,491 112 15,073 14,891 182

2. Total Weighted Assessment per Household $ 459,060 $ 427,366 31,694 $ 545,908 $ 495,352 50,556 $ 412,631 $ 386,792 25,839 $ 356,350 $ 338,507 17,843 $ 418,816 $ 391,907 26,909 3. Rural and Small Community Measure 100% 100% ‐ 100% 100% ‐ 100% 100% ‐ 100% 100% ‐ 100% 100% ‐ 4. Farm Area Measure 90.5% 90.7% ‐0.2% 90.8% 91.7% ‐0.9% 93.3% 93.2% 0.1% 91.3% 90.6% 0.7% n/a n/a Northern and Rural Municipal Fiscal 5. Circumstances 1.8 1.9 ‐ 0.1 0.5 0.6 ‐ 0.1 1.8 1.9 ‐ 0.1 2.3 2.4 ‐ 0.1 n/a n/a 6. 2020 Guranteed Level of Support 85.0% 85.0% 0.0% 85.0% 85.0% ‐ 85.0% 85.0% ‐ 85.3% 85.4% ‐0.1% 85.0% 85.0% 0.0% 7. 2019 OMPF (Line A from 2018 Allocation No$ 1,129,700 $ 1,329,000 ‐ 199,300 $ 822,700 $ 967,800 ‐ 145,100 $ 1,378,700 $ 1,622,000 ‐ 243,300 $ 1,350,900 $ 1,344,900 6,000 $ 1,412,200 $ 1,661,400 ‐ 249,200 $ 10,776,200

Reductions from 2020‐$ 118,000 ‐$ 123,400 ‐$ 206,800 $ 16,300 ‐$ 211,800 ‐$ 643,700

OMPF Grant Components

Grant Components 2012 2013 2014 2015 2016 2017 2018 2019 2020 Social Services Grant 30 Policing Grant 94 Farmland and Managed Forests Grant 46 2019‐2020 95% of funding has been allocated to core grants Total of Core Grants 416 421 444 463 477 477 477 5 Transitional and Stabilization Grants 30134946142332823‐5 5% TOTAL OMPF (Millions) 596 575 550 515 505 505 510 505 500 remains to be defined 2020 Salary Change Analysis 2020 - Council Review Year-over-Year Change Change Impact to Levy Division 2019 Budget FTEs 2020 Budget FTEs $$ FTEs % % of Total % $$ Comments/Assumptions 11 CAO$ 164,550 1.00 $ 156,015 1.00 -$ 8,535 - -5.19 -3.17% 43.7%- 3,734 12 CLERK$ 389,957 5.30 $ 467,447 6.00 $ 77,490 0.70 19.87 28.80% 43.7% 33,899 Movement of Accessibility Coordinator to Clerk 13 HUMAN RESOURCES$ 245,391 3.00 $ 176,305 2.00 -$ 69,086 - 1.00 -28.15 -25.68% 43.7%- 30,223 15 ECONOMIC DEVELOPMENT & TOURISM$ 196,030 3.04 $ 229,647 3.70 $ 33,617 0.66 17.15 12.50% 100.0% 33,617 22 FINANCE$ 233,839 3.00 $ 294,470 4.00 $ 60,631 1.00 25.93 22.54% 43.7% 26,524 Finance & Purchasing Assistant 23 TECHNOLOGY SERVICES$ 313,171 4.34 $ 331,884 4.34 $ 18,713 - 5.98 6.96% 43.7% 8,186 24 PROVINCIAL OFFENCES$ 271,550 4.34 $ 286,248 4.34 $ 14,698 - 5.41 5.46% 0.0% - 25 ARCHIVES$ 298,832 5.33 $ 311,090 5.33 $ 12,258 - 4.10 4.56% 56.0% 6,864 30 PW ADMINISTRATION$ 168,074 2.00 $ 195,913 2.00 $ 27,839 - 16.56 10.35% 70.0% 19,487 Asset Manager and Engineering Specialist 31 ROADS$ 1,138,945 16.85 $ 1,164,258 16.74 $ 25,313 - 0.11 2.22 9.41% 85.0% 21,516 32 FACILITIES$ 151,868 2.33 $ 159,912 2.33 $ 8,044 - 5.30 2.99% 0.0% - 33 FLEET$ 179,000 2.00 $ 185,000 2.00 $ 6,000 - 3.35 2.23% 0.0% - 41 PLANNING$ 220,183 2.83 $ 179,403 2.33 -$ 40,780 - 0.50 -18.52 -15.16% 100.0%- 40,780 52 PARAMEDIC SERVICES$ 7,212,322 79.53 $ 7,311,775 80.71 $ 99,453 1.18 1.38 36.97% 24.4% 24,276 See EMS Salary Breakdown below 80 COUNCIL$ 159,426 $ 162,790 $ 3,364 - 2.11 1.25% 100.0% 3,364

Operating Salaries Salaries $ 11,343,138 134.89 $ 11,612,157 136.82 $ 269,019 1.93 2.37 $ 102,998

Benefits$ 2,760,656 $ 2,870,125 $ 109,469 $ 41,912 Total Salaries & Benefits $ 14,103,794 $ 14,482,282 $ 378,488 $ 144,909 Benefits as % of Salaries 24.3% 24.7% 0.93% Impact to Levy % 15,574,355 2019 Levy

EMS Salary Breakdown Increase in budget $ 99,453 Non-Union Benefits 2019 2020 Change CPI 2.11%$ 30,342 (2019 base of 1,438,000 X 2.11%) CPP Expense 383,870 397,900 14,030 4% Market Adjustment 1.00%$ 14,380 (2019 base of 1,438,000 X 1.00%) EI Expense 176,006 171,752 - 4,254 -2% EHT Expense 221,179 226,435 5,256 2% FTE Increases$ 150,579 (HR Generalist, 1 Deputy Chiefs, 3 Commnanders) OMERS 1,083,372 1,129,180 45,808 4% $ 195,301 Health Benefits 896,229 944,858 48,629 5% Union 2,760,656 2,870,125 109,469 COLA%$ 115,486 (2019 Base 5,774,322 x CPI%) Total Union Salaries FT & PT Vacation allotment increases, decrease backfill of PT hours -$ 211,334 -$ 95,848

Total Combined Salaries CPI increase 2.05%$ 232,534 includes weighted avg of Union (CPI%) + Non-Union (2.11%) Market Adjustment 0.43%$ 48,856 Remainder of changes -0.11%-$ 12,371 $ 269,019

Total Increase in Salaries$ 269,019 2.37% Union Increases-$ 95,848 -0.84% Non-Union Increases$ 364,867 3.22%

Non Union Increase CPI 117,502 2.11% FTE Changes 197,324 (Asset Manager & Engineering Specialist, Reduce Contract Planner, PS Changes) Other 50,041 Grid Movements, plus Market Adjustment 1% 364,867

1/7/2020 CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

A

SAVERYS READY INDEA DIVOERS County of Perth 80 COUNCIL 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue Subtotal Revenue : $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00% Expenses 5000 Salaries $159,426 $167,653 $162,790 $3,364 2.1% (4,863) (2.90%) $167,674 $172,704 Refer to Salary Analysis 5010 CPP Expense $4,823 $6,454 $5,112 $289 6.0% (1,342) (20.79%) $5,529 $6,022 5030 EHT Expense $3,109 $3,247 $3,174 $65 2.1% (73) (2.25%) $3,270 $3,368 5150 Insurance $475 $475 $475 $0 0.0% 0 0.00% $494 $514 5210 Memberships $13,700 $13,891 $17,400 $3,700 27.0% 3,509 25.26% $18,200 $18,200 Increase in WOWC Membership 5220 Mileage $14,000 $12,533 $14,000 $0 0.0% 1,467 11.71% $14,000 $14,000 5230 Miscellaneous Expense $500 $867 $500 $0 0.0% (367) (42.33%) $500 $500 5280 Professional Development $21,500 $7,938 $21,500 $0 0.0% 13,562 170.85% $21,500 $21,500 5320 Telecommunications $250 $231 $250 $0 0.0% 19 8.23% $250 $250 6158 County Banquet $10,000 $9,160 $10,000 $0 0.0% 840 9.17% $10,000 $10,000 6190 Educational Tour / Council Retreat $1,000 $1,057 $1,000 $0 0.0% (57) (5.39%) $1,000 $1,000 6580 Public Relations $1,500 $3,544 $1,500 $0 0.0% (2,044) (57.67%) $1,500 $1,500 6640 Session Expenses $6,000 $6,650 $6,000 $0 0.0% (650) (9.77%) $6,000 $6,000 6725 Integrity Officers $2,500 $0 $2,500 $0 0.0% 2,500 0.00% $2,500 $2,500 Use as required Subtotal Expenses : $238,783 $233,700 $246,201 $7,418 12,501 $252,417 $258,058 3.11% 2.52% 2.23% Refer to Salary Analysis Net Levy Requirement $238,783 $233,700 $246,201 $7,418 12,501 $252,417 $258,058 3.11% 2.52% 2.23%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth 92 GRANTS 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue Subtotal Revenue : $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00% Expenses 6480 North Perth ‐ EPC $8,880 $8,880 $8,880 $0 0.0% 0 0.00% $8,880 $8,880 Refer to Grant Application 6520 Perth County 4‐H General Programme $3,000 $3,000 $3,000 $0 0.0% 0 0.00% $3,000 $3,000 Refer to Grant Application 6522 Perth County 4‐H Go for the Gold/Dairy C $800 $99 $800 $0 0.0% 701 708.08% $800 $800 Based on resolution 2017‐12 upon request 6525 Stratford Perth Community Foundation Gr $0 $0 $5,000 $5,000 0.0% 5,000 0.00% $5,000 $5,000 Refer to Grant Application 6530 Perth County Plowmen's Association $1,250 $1,250 $1,250 $0 0.0% 0 0.00% $1,250 $1,250 Refer to Grant Application 6545 Gallery Stratford Grant $0 $0 $5,000 $5,000 0.0% 5,000 0.00% $5,000 $5,000 Gallery Stratford Grant 6785 Tree Planting Grants ‐ Lower Tiers $15,000 $15,000 $15,000 $0 0.0% 0 0.00% $15,000 $15,000 Subtotal Expenses : $28,930 $28,229 $38,930 $10,000 10,701 $38,930 $38,930 34.57% 0.00% 0.00% Refer to Grant Application Net Levy Requirement $28,930 $28,229 $38,930 $10,000 10,701 $38,930 $38,930 34.57% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review Corporation of the County of Perth Tel: 519-271-0531 Corporate Services - Finance Division Fax: 519-271-6265 1 Huron Street, Stratford, Ontario N5A 5S4 Email: [email protected] 2020 GRANT APPLICATION SUBMISSION DEADLINE: September 20, 2019

Please note: A grant in any year is not to be considered a commitment by the County of Perth to continue such assistance in future years. It is not the intent of this grant program to become an annual component of an organization’s operating budget plan.

Grant Information Amount requested for this 2020 grant: Will funding be requested in future years? $ 8,880 If yes, please indicate intended future requests 2021 $ 8,880 2022 $ 8,880 Please indicate how the grant funds will be used: To operate our program, and to pay program coordinator

General Organization Information Organization Name: North Perth Seniors Centre Contact Name: Cara Burns Mailing Address: P.O Box 123 City/Town: Listowel, Ontario Postal Code: N4W 3H3 Telephone No.: 519-323-8582 Fax No.: Email: [email protected]

Briefly state your organization's missions/goals: Community organization for adults fifty plus, informing, coordinating, developing and operating social, recreational, culture, and volunteer opportunities.

Number of volunteers: 16 Does the organization operate as a not-for-profit? Yes Is the organization incorporated? If yes, please give the date of incorporation: No - Does the organization have charitable status? No - If yes, please provide charitable number: Are fees charged for membership or services/activities you provide? If yes, please explain: $3 entry at the door for our Thursday dance, gets you over an hour of live music and dancing, chance to win door prizes, afternoon snack and chance to win spot dance prizes.

$5 membership fee, optional to all but will save you money on bus trips.

Does anyone besides County of Perth residents belong to our organization, or benefit from your services/activities? If yes, please explain: Our organization is very important to County of Perth Seniors but many other communities come participate in our organization because they don't have anything like this in their community. Corporation of the County of Perth Tel: 519-271-0531 Corporate Services - Finance Division Fax: 519-271-6265 1 Huron Street, Stratford, Ontario N5A 5S4 Email: [email protected] 2020 GRANT APPLICATION SUBMISSION DEADLINE: September 20, 2019

Please note: A grant in any year is not to be considered a commitment by the County of Perth to continue such assistance in future years. It is not the intent of this grant program to become an annual component of an organization’s operating budget plan.

Grant Information Amount requested for this 2020 grant: Will funding be requested in future years? $ 3,000 If yes, please indicate intended future requests 2021 $ 3,000 2022 $ 3,000 Please indicate how the grant funds will be used: To support programs and activities for Perth County 4-H members between the ages of 9-21 and Clover Bud members between the ages of 6-8 years. Some of these activities include our judging competition, Go for the Gold program-both local and regional, regional/provincial/national opportunities (such as Leadership Camps, Career Development & Youth Conferences) that Perth County members might attend and participate in.

General Organization Information Organization Name: Perth County 4-H Association Contact Name: Grace Oesch Mailing Address: 1201 Lichty Rd, RR 2 City/Town: Wellesley Postal Code: N0B 2T0 Telephone No.: 519-656-2199 Fax No.: Email: [email protected]

Briefly state your organization's missions/goals: Mission Statement: "The Association" will provide leadership to the 4-H program within Perth County. To plan and coordinate a quality program which adheres to the 4-H philosophy and is practical for the member, parents, leaders. The 4-H Moto is "Learn to do by doing"

Number of volunteers: 70 Does the organization operate as a not-for-profit? Yes Is the organization incorporated? If yes, please give the date of incorporation: No - Does the organization have charitable status? Yes - 892280843RR0001 If yes, please provide charitable number: Are fees charged for membership or services/activities you provide? If yes, please explain: Perth County 4-H offer a reduced fee to our members from the designated 4-H Ontario fee through local sponsorship. Some individual clubs request a small fee to cover expenses for running that specific club (ie-cooking clubs)

Does anyone besides County of Perth residents belong to our organization, or benefit from your services/activities? If yes, please explain: 4-H Ontario has a membership fee of currently $85 (rising to $95 for 2020) per member per year. Perth County collect this and remits its entirety to 4-H Ontario on a quarterly basis. We do not collect addition funds from members directly to Perth County 4-H (only the individual club incidential expenses). Program dollars are raised through fund-raising efforts.

PERTH COUNTY 4-H ASSOCIATION Grace Oesch, Treasurer/Membership Coordinator RR 2, 1201 Lichty Rd, Wellesley, Ontario N0B 2T0 Phone 519-656-2199 [email protected]

PROGRAM OUTLINE for 2020

- Participating members, ages 9-21 have the options to choose from many agricultural, like skills and a wide range of general interest projects with new ones being added yearly. - They are able to participate in skill developing County activities such as judging, communication and public speaking training, parliamentary procedure skills, running effective meeting skills, Go for the Gold competition – all of which lead to networking skills - They also have the opportunity to participate in these same activities on a Regional and Provincial level thereby allowing them to meet and network with members from across the Province, Canada and International - Members can participate in as many clubs as the choose as long as they meet the minimum completion requirements for each project - Many of our current volunteer leaders were themselves members either locally or in another area of the province - The 4-H Motto is “Learn to do by doing” - Members receive awards from the Provincial Association and Perth County 4-H to recognize the various levels of project completion in their 4-H career as well as recognition for graduation from the program at age 21 - Ontario had recently introduced a “Clover Bud” program for 4-H participants age 6, 7 and 8 which started in Perth County in 2013 - Perth County have had numerous 4-H program graduates and members who have gone on to many other successful avenues in life, and have won many competitions to which they have attributed their success to their 4-H training and experience [including several members that have won Queen of the Furrow competitions, Fair Ambassador competitions and a Miss Oktoberfest ]

Developing Tomorrow’s Leaders ~ Today

PERTH COUNTY 4-H ASSOCIATION Grace Oesch, Treasurer/Membership Coordinator RR 2, 1201 Lichty Rd, Wellesley, Ontario N0B 2T0 519-656-2199 [email protected]

Perth County 4-H Association Board of Directors-2019

President – Ben Lindner Secretary – Lesley Chapman Treasurer – Grace Oesch Past President – Erica Murray Directors – - Tammy Horn - Jennifer Aikens - Nellie van den Hoven - Carolyn van der Heiden - Amy Halls - Jesse Nyland - Tammy Horn - Jennie Nichol - Leasa Skinner Regional Rep – Erica Murray

Thanks

Grace Oesch, Treasurer, Membership & Screening Coordinator Perth County 4-H Association

Developing Tomorrow’s Leaders ~ Today Corporation of the County of Perth Tel: 519-271-0531 Corporate Services - Finance Division Fax: 519-271-6265 1 Huron Street, Stratford, Ontario N5A 5S4 Email: [email protected] 2020 GRANT APPLICATION SUBMISSION DEADLINE: September 20, 2019

Please note: A grant in any year is not to be considered a commitment by the County of Perth to continue such assistance in future years. It is not the intent of this grant program to become an annual component of an organization’s operating budget plan.

Grant Information Amount requested for this 2020 grant: Will funding be requested in future years? $ 5,000 If yes, please indicate intended future requests 2021 $ 5,000 2022 $ 5,000 Please indicate how the grant funds will be used: Engaging With this funding, the Community Foundation will host a series of free events in Perth County engaging with local community and business leaders, elected officials and invested citizens. We will listen and learn about each region’s unique needs and key priorities. The findings will help guide us as to where the granting from our Smart & Caring Community Funds will be best served.

Educating We will also have the opportunity at these events to further educate the community of the local benefits of our Smart & Caring General Organization Information Community Funds. As our funds grow, so will our investment back in the region through grants that will meet our community’s needsOrganization today, tomorrow Name: Stratfordand forever. Perth Community Foundation Contact Name: Roxy Rae Of note: Future funding requests are tentative. Community engagement will continue to be a priority, but may look different fromMailing year Address: to year. 55 Lorne Avenue East, Unit 5 City/Town: Stratford Postal Code: N5A 6S4 Telephone No.: 519-271-1503 Fax No.: Email: [email protected]

Briefly state your organization's missions/goals: Vision Realizing community vitality through philanthropy.

Mission To enrich the lives of people in Stratford, St. Marys and Perth County by providing support to charitable organizations through grants made possible by responsible stewardship of endowment funds. Number of volunteers: 30 Does the organization operate as a not-for-profit? Yes Is the organization incorporated? If yes, please give the date of incorporation: Yes - April-9-2003 Does the organization have charitable status? Yes - 884884305RR0001 If yes, please provide charitable number: Are fees charged for membership or services/activities you provide? If yes, please explain: We do not charge for memberships. We do have a small administrative fee (2%) for the management and administration of our endowment funds. If we hold educational seminars/workshops, we would run them on a cost-recovery basis either through sponsorship, tickets, or a combination of the two.

Does anyone besides County of Perth residents belong to our organization, or benefit from your services/activities? If yes, please explain: Our Board of Directors and volunteers are representatives from across Perth County, Stratford and St. Marys. We provide grants annually to charitable and not-for-profit organizations throughout our region, benefiting all communities that we serve.

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Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internaL control as management determines is necessary to enabLe the preparation of financiaL statements that are free from material misstatement, whether due to fraud or error.

In preparing the financiaL statements, management is responsibLe for assessing the Foundation’s ability to continue as a going concern, disclosing, as appLicable, matters reLated to going concern and using the going concern basis of accounting unless management either intends to Liquidate the Foundation or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Foundation’s financiaL reporting process.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonabLe assurance about whether the financial statements as a whoLe are free from materiaL misstatement, whether due to fraud or error, and to issue an auditor’s report that incLudes our opinion. ReasonabLe assurance is a high LeveLof assurance, but is not a guarantee that an audit conducted in accordance with Canadian generalLy accepted auditing standards wilLalways detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered materiaL if, individuaLLyor in the aggregate, they couLd reasonably be expected to infLuence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generaLly accepted auditing standards, we exercise professional judgment and maintain professionaL skepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financiaL statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a materiaL misstatement resuLting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controL.

Obtain an understanding of internaL control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Foundation’s internaL controL.

Evaluate the appropriateness of accounting poLicies used and the reasonableness of accounting estimates and reLated disclosures made by management.

3 Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Foundation’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such discLosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Foundation to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underLying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

spo Canada LI-P

Chartered ProfessionaL Accountants, Licensed Public Accountants

Stratford, Ontario June 5, 2019

4 Stratford and Perth County Community Foundation Balance Sheet

Operating Endowment Funds for December31 Fund Fund Distribution 2018 2017

Assets

Current Cash and cash equivalents $ 165,459 $ - $ - $ 165,459 $ 188,030 Accounts receivable 41,511 - - 41,511 24,532 HSTrecoverabLe 7,169 - - 7,169 - Prepaid expenses 1,341 - - 1,341 1,469 Inve5tments (Note 3) 10,000 4,356,067 - 4,366,067 4,402,721 Cash surrender vaLue - life insurance (Note 4) - 26,484 - 26,484 25,268 Interfund receivable (payabLe) (22,359) 12,322 10,037 - -

S 203,121 $4,394,873 $ 10,037 $4,608,031 $ 4,642,020

Liabilities and Fund Balances

Current Accounts payabLe $ 23,484 - - $ 23,484 $ 20,489 Deferred revenue (Note 6) 13,875 - - 13,875 7,125 Funds heLd in trust (Note 3) - 209,989 - 209,989 254,773

37,359 209,989 - 247,348 282,387

Fund balances Endowment funds (Note 5) - 4,184,884 - 4,184,884 4,174,336 Funds for distribution - - 10,037 10,037 42,039 Unrestricted funds 165,762 - - 165,762 143,258

165,762 4,184,884 10,037 4,360,683 4,359,633

S 203,121 $4,394,873 $ 10,037 $4,608,031 $ 4,642,020

On behalf of the Board:

Director

Director

Theaccompanyingnotesare an integralpartofthese financialstatements. 5 Stratford and Perth County Community Foundation Statement of Operations and Changes in Fund Balances

Operating Endowment Funds for For the year ended Fund Fund Distribution 2018 2017

Revenue Donation revenue $ 25,265 S 368,185 $ 37,080 $ 430,530 $ 933,378 Municipal grant 13,000 - 13,000 8,000 Corporate sponsorship 101,500 - 101,500 100,500 Ontario Trillium Foundation (Note 11) - - 14300 Event revenue 36,440 - 36,440 49,590 Investment income (Loss) - (265,527) 164,650 (100,877) 353,145 Fund administration fees 92,110 (92,110)

268,3*5 10,548 201,730 480,593 1,458,913 Expenditures Administration support 6,811 - - 6,811 4,977 Board and committee meeting expenses 3,390 - - 3,390 1,429 Community outreach and marketing 8,717 - - 8,717 9,737 Computer 4,962 - - 4,962 3,826 Event expenses 25,046 - - 25,046 26,935 Fundraising 3,204 - - 3,204 3,233 Granting 4,331 - - 4,331 4,479 Insurance 2,234 - - 2,234 2,127 Interest and bank charges 1,726 - - 1,726 994 Membership fees 1,472 - - 1,472 2,796 Office, printing, and postage 5,903 - - 5,903 6,865 Office rent 12,473 - - 12,473 12,473 Online donation expenses 2,172 - - 2,172 1,958 ProfessionaL fees 7,382 - - 7,382 7,161 Salaries and benefits 147,811 - - 147,811 153,517 SpeciaLprojects 4,385 - - 4,385 4,142 Telephone 1,836 - - 1,836 1,625 Travel and conferences 1,956 - - 1,956 4,640

245,811 - - 245,811 252,914 Grants and Distributions (Note 7) Arts, culture, and heritage - - 16,300 16,300 19,538 ChiLdrenand youth - - 15,900 15,900 20,900 Education and Literacy - - 14,850 14,850 41,968 Environment - - 18,952 18,952 3,660 HeaLthand wellness - - 77,800 77,800 43,202 Recreation and sports - - 7,380 7,380 12,500 Seniors - - 26,000 26,000 3,500 Social services - - 56,550 56,550 31,400

- - 233,732 233,732 176,668

Excess of revenue over expenditures 22,504 10,548 (32,002) 1,050 1,029,331 Fund balance, opening 143,258 4,174,336 42,039 4,359,633 3,330,302

Fund balance, ending $ 165,762 $ 4,134,884 $ 10,037 $ 4,360,683 S 4,359,633

Theaccompanyingnotesareanintegralpadofthesefinancialstatements. 6 Stratford and Perth County Community Foundation Statement of Cash Flows

Operating Endowment Funds for For the year ended Fund Fund Distribution 2018 2017

Cash flows from operating activities Excess of revenue over expenditures $ 22,504 $ 10,548 $ (32,002) $ 1,050 $ 1,029,331 Adjustment for: Realized and unreaLized (gains) Losses - 203,155 - 203,155 (263,493)

22,504 213,703 (32,002) 204,205 765,838

Changes in non-cash working capitaL balances: Accounts receivable (16,979) - - (16,979) (3,760) FISTrecoverable (7,169) - - (7,169) - Prepaid expenses 128 - - 128 1,540 Interfund receivabLe (payable) (20,800) (11,202) 32,002 - - Accounts payabLe 2,995 - - 2,995 123 Deferred revenue 6,750 - - 6,750 (4,250) Funds held in trust - (44,784) - (44,784) (6,493)

(12,571) 157,717 - 145,146 752,998

Cash flows from investing activities Purchase of investments (10,000) (368,185) - (378,185) (818,843) Proceeds on saLe of investments - 211,684 - 211,684 135,166 Increase in cash surrender value - Lifeinsurance - (1,216) - (1,216) (25,268)

(10,000) (157,717) - (167,717) (708,945)

Change in cash and cash equivalents during the year (22,571) - - (22,571) 44,053

Cash and cash equivalents, beginning of year 188,030 - - 188,030 143,977

Cash and cash equivalents, end of year $ 165,459 $ - $ - $ 165,459 $ 188,030

Theaccompanyingnotesare an integralpaitofthese financialstatements. Stratford and Perth County Community Foundation Notes to the Financial Statements

December 31, 2018

1. Significant Accounting Policies

Basis of Accounting These financial statements were prepared in accordance with Canadian accounting standards for not-for-profit organizations.

Fund Accounting For financial reporting purposes, the Foundation employs the following three funds:

Operating Fund This fund accounts for the Foundation’s administrative and operational revenues and expenses. Net expenditures of this fund are financed primariLy by donor contributions directed to generaL operations, fundraising events, and from an interfund administrative charge.

Endowment Fund

This fund reports amounts that are required to be maintained by the Foundation on a permanent basis, incLuding investment income needed to preserve the purchasing power of the endowed capital.

Funds (or Distribution

This fund represents amounts, including unendowed contributions and restricted investment income on endowment funds, that are avaiLabLe to be used for purposes specified by donors. Donors may specify the charitabLe organization(s) to receive grants or may identify the particular area of interest to be supported by these funds.

Revenue Recognition The Foundation follows the restricted method of accounting for contributions. ALldonations and bequests are recorded as revenue onLy as received or receivable if the amount to be received can be reasonabLy estimated and coLLectionis reasonably assured.

Investment income incLudes interest, dividends, and realized and unreaLized gains (losses).

8 Stratford and Perth County Community Foundation Notes to the Financial Statements

December 31, 2018

1. Significant Accounting Policies (continued)

Contributed Services Volunteers contribute many hours per year to assist the Foundation in carrying out its fundraising and granting activities. Because of the difficulty in determining their fair vaLue, contributed services are not recognized in the financiaL statements.

In-kind Contributions Throughout the year, the Foundation receives in-kind contributions. Significant contributions are recorded in the financiaL statements at their fair market value at the date of the contribution.

Capital Assets In common with many not-for-profit organizations, capital assets are not required to be recorded on the balance sheet. Expenditures for capital assets are recorded in the Statement of Operations and Changes in Fund BaLances and discLosed separately in the notes to the financial statements.

Financial Instruments The Foundation recognizes and measures financial assets and financial liabiLities on the balance sheet when it becomes a party to the contractual provisions of a financial instrument. Financial instruments are recorded at fair value when acquired or issued. In subsequent periods, the organization’s financial instruments are reported at cost or amortized cost Less impairment, if applicable. Financial assets are tested for impairment when changes in circumstances indicate the asset could be impaired.

Foreign Currency Translation Foreign currency transactions are translated at the rates of exchange in effect at the dates of the transaction. Resulting foreign currency denominated monetary assets and Liabilities are translated at the rates of exchange in effect at the baLance sheet date. Gains and losses on translation of monetary assets and LiabiLities are included in the determination of net revenue for the current year.

9 Stratford and Perth County Community Foundation Notes to the Financial Statements

December 31, 2018

2. Purpose of Organization

The purpose of the organization is to receive and maintain funds, to apply aLLor part of the principaL and income therefrom, from time to time, for giving grants to quaLified donees who meet charitabLe purposes, and more particularLy:

(a) to advance education at the primary, secondary and post-secondary LeveLs;

(b) to promote and advance sociaL weLfare and heaLth programs and activities that contribute to the deveLopment of heaLthy communities; (c) to relieve poverty;

(d) to preserve and protect the environment through hands on projects, as welL as, through courses and seminars directed at educating the public; (e) to advance the arts through the presentation of performances and exhibitions of an artistic nature, instructional seminars and workshops reLated to the arts;

(f) to prevent and address probLems of deLinquency and substance abuse amongst youth;

(g) to reLieve LoneLinessand isolation, and provide heaLth services to, the elderly.

The Foundation is a registered charity and is classified as a public foundation under Section 149.1(1) of the Income Tax Act. As such, it is exempt from income taxes and may issue donation receipts for income tax purposes. The Foundation must meet certain requirements to maintain its status as a public foundation registered under the Act. In the opinion of the Board of Directors, these requirements have been met.

10 in 11 - to and The fees 2017 year. 2023. event building surrender 18, prior 1,058,430 cumuLative 1,159,863 2,184,428 4,402,721 funds. and

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(CSV). Community in

by the 2.55% manages - income. comprised with insurance

ticket to contributed vaLue managing shown are of life is reduced 1.80%

of County funds

advance Notes Foundation from investment vaLue, surrender costs donated income,

the Perth -$81,016) comprised Foundation. fund cash (GIC) two is market ranging investment of represents at

(2017 which and their its Library rates at Foundations investment baLance owner Policies endowment certificate carried investments. revenue $92,110 PubLic pooLed the $209,989 on interest shown are of with Balance Funds has

BaLances. Stratford became fee are unreaLized Insurance cover deferred Fund which incLude returns Stratford annuaL investment Fund Revenue to included 2018 and equities Life in 2019. the year the has equities poLicies are of Endowment Foundation Foundation GIC Deferred January Current reaLized Endowment Changes charged administration The Donated value The These Investments funds improve The Foreign The Bonds Canadian Guaranteed Investments, Investments 6. 5. 4. 3. December31, Stratford and Perth County Community Foundation Notes to the Financial Statements

December 31, 2018

7. Grants and Distributions Grants and distributions made during the year were as follows:

Organization Project Amount

Arts, culture, and heritage GaLLeryStratford Creating Together program $ 5,000 Friends of the St. Marys Museum Art, Ink Imagination Exhibit 5,000 Hermione Presents InterdiscipLinary Arts SpringWorks Puppets - Mini Fest Production Inc. Pilot Project 2,300 Stratford Perth Museum Steed Gazebo Animation Project 2,000 PLaymakers! Theatre School Stratford Lantern Parade 2,000 16,300 Children and youth Big Brothers Big Sisters ListoweL In-schooL mentor program 1,400 EatFit Project (Foundation for EatFit Project Mentorship Camp Education) Cape Dorset, Nunavut 3,000 Stratford-Perth FamiLyYMCA MitchelL Youth Centre 500 Stratford-Perth FamiLyYMCA Youth Engagement & Program Enhancement - the Creative Process 2,200 Stratford-Perth Humane Society Humane Education School Visits 1,000 Town of St. Marys Healthy ReLationships LGBTQ 3,300 St. Marys Youth Centre Learning HeaLthy Cooking and MeaLPreparation 4.500 15,900 Education and literacy Junior Achievement DolLarswith Sense & Economics for Success/Developing FinanciaL Literacy Skills 1,400 North Perth Public Library North Perth Public Library Fund 500 Stratford PubLic Library Stratford Public Library Foundation Building Fund 2,500 Peter DonaLdsonMemorial Fund Scholarship 1,500 Ian Garner Scholarship Fund Scholarship 1,000 ALanSEater Memorial SchoLarship Scholarship 1,000 Neigh SchoLarship SchoLarships 2,000 Peter and Lisa Hyde Family Fund Scholarships 700 Scott Diamond Legacy Fund Scholarship 1,000 Gordon and ELaineSteed FamiLyFund Scholarships 2,250 Jean Aitcheson Nursing Fund Scholarship 1,000 14,850

12 Stratford and Perth County Community Foundation Notes to the Financial Statements

December 31, 2018

7. Grants and Distributions (continued) Organization Project Amount

Environment Upper Thames River Conservation Tree Planting & Addressing Authority invasive Species 3,202 Guelph to Goderich Trail Inc. Perth Harvest Pathway - Trail Grading & Surface Improvement 6,000 Maitland Valley Conservation Authority Middle Maitland Headwater Restoration . Mcintosh Community Planting 5,000 The Local Community Food Centre Compost Education Program 2,050 The Local Community Food Centre Loving Spoonfuls Program - Gardening Component 2,700 18,952

Health and wellness Family Services Perth-Huron Family Counselling Project 2,800 Choices for Change Alcohol, Drug & Family Counselling Program Gambling Counselling Centre Development 2,500 Family Services Perth-Huron Brain Injury Counselling 8,620 Hidden Acres Mennonite Camp Inc. Camp Subsidies 500 Huron-Perth Centre for Children & Building ResiLient Communities 6,100 Youth St. Josephs Health Care Foundation Launching the Parkwood PLanning & Pacing App: Phase 3 17,600 Wellspring Stratford Cancer Support Centre Aquafit, Art Therapy and 7,680 Acoustics Stratford General Hospital Foundation Strickland Community Fund 7,000 Canadian Diabetes Association Melanson Family Fund 10,000 Stratford General Hospital Foundation Melanson Family Fund 15,000 77,800 Recreation and sports Salvation Army Stratford Stratford Sports for Kids Fund 1,000 Salvation Army Stratford - Hockey Bursary Program John Mavity Hockey Legacy Fund 1,000 Salvation Army North Perth North Perth Sports for Kids Fund 5,380 7,380

13 Stratford and Perth County Community Foundation Notes to the Financial Statements

December 31, 2018

7. Grants and Distributions (continued) Organization Protect Amount

Seniors ListoweL RoyaLCanadian Legion North Perth Smart and Caring Community Fund 21,500 North Perth Community Hospice Sid and Margaret Henery Fund 500 ONECAREHome and Community Support Services Supporting Meals on Wheels 4,000 26,000

Social services Choices for Change, ALcohol, Drug a CLient & FamiLyEngagement GambLing CounselLing Centre Strategy Phase 2 - Execution 3,250 Choices for Change, ALcohol, Drug & Addiction Recovery a Physical Gambling CounselLing Centre Fitness Program Development 3,000 The LocaLCommunity Food Centre Community Access Outreach Market 2,500 Autism Society Ontario - Huron Perth Independent FaciLitation and Chapter PLanning for Young Adults with Autism Spectrum Disorders 5,350 United Way Perth Huron PFS Bridging CounseLLing 2,050 Stratford House of BLessing Food FLowProject 2,100 Emily Murphy Centre Second Stage Residences EmiLyMurphy Centre Re-Branding 6,000 SPCFOperating Support TMFCOperating Fund 1,500 Elgin Missionary Church Laverne Health Fund 700 John Howard Society Dave Persad Fund 600 Canadian Red Cross Society Melanson FamiLyFund 15,000 The LocaLCommunity Food Centre Melanson FamiLyFund 10,000 Stratford Perth Community Foundation DesRosiers Endowment 4.500 56,550

TotaL grants and distributions $ 233,732

14 Stratford and Perth County Community Foundation Notes to the Financial Statements

December31, 2018

B. Commitments

The Foundation has an operating lease for its premises at $13,560 annually untiL March 31, 2020.

9. Use of Estimates

The preparation of financiaL statements in accordance with Canadian accounting standards for not-for-profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financiaL statements, and the reported amounts of revenue and expenses during the reporting period. Actual resuLts couLddiffer from those estimates as additional information becomes avaiLabLe.

10. Financial Instruments

UnLess otherwise noted, it is managements opinion that the Foundation is not exposed to significant credit risks arising from its financiaL instruments, and the carrying amounts of instruments reported at cost approximate their fair vaLues.

The Foundation is exposed to market, interest and currency risks with respect to its investments. FLuctuations in financiaL markets wiLLimpact the fair vaLues of these financiaL instruments.

11. Ontario Trillium Foundation Revenue

The Foundation was awarded TriLLiumfunding for $92,100 to be received over 36 months commencing in 2015. The proceeds are to be used for operationaL activities. Revenue is recognized as the funds are received provided that the related operationaL activities have occurred.

12. Comparative Information

Certain comparative figures for the previous year have been restated to conform to the current years presentation.

15 Stratford Perth Community Foundation 2020 Draft Budget. Our Board will finalize and approve our 2020 Budget in December 2019. F2020 Budget (DRAFT) Jan 1, 2020 to Dec 31, 2020 REVENUE Private Funding Individuals 10,000 Third Party Events 5,000 SPCF Operating Grants 45,000 Total Private Funding 60,000

Government and Municipal Grants City of Stratford (will be requested for Nov 30 deadline) 5,000 Town of St. Marys (will be requested for Nov 30 deadline) 5,000 Perth County (requested) 5,000 Total Government and Municipal Grants 15,000

Special Events Corporate Partners 100,000 Ticket Sales 18,000 Silent Auction 17,000 Total Special Events 135,000

Administration Fees Endowed Funds 105,000 Other Fees 2,000 Total Administration Fees 107,000

TOTAL REVENUE 317,000

EXPENSES Total Payroll Expenses (including EI, CPP and benefits) 185,000 Total Program & Admin Expenses 120,000

Total Capital Expenses (new database implementation for 2020) 20,000

TOTAL EXPENSES 325,000

PROJECTED SURPLUS * -$8,000.00 *OF NOTE: As part of our long-term strategic plan to be a self-sustaining organization any projected surplus/deficit will be added/subtracted from our six-month operating reserve and/or invested into our operating endowment. Income earned from our operating endowment provides revenue to support our operating needs and, in time, the Foundation will rely less on sponsorships and municipal grants for funding.

**PENDING GRANT APPLICATIONS FOR 2020 City of Stratford 5,000 Town of St. Marys 5,000 County of Perth 5,000

Stratford Perth Community Foundation 55 Lorne Avenue East, Unit 5 Stratford ON N5A 6S4 T 519-271-1503 | www.spccf.ca BN 88488 4305 RR0001

SUPPORTING INFORMATION, SPCF PROGRAMS AND ACTIVITIES

ABOUT THE STRATFORD PERTH COMMUNITY FOUNDATION

Created by and for the people of Stratford, St. Marys and Perth County, the Stratford Perth Community Foundation, has been the region’s Community Foundation and partner in philanthropy for 15 years. Uniquely positioned, the Community Foundation connects people who care with community organizations addressing the region’s community priorities. As one of 191 Community Foundations across Canada, the Community Foundation manages endowed funds and provides vital grants throughout Perth County.

We are an important funder for Perth County, Stratford and St. Marys Since our inception in 2004, we have granted over $1,000,000 into our geographic service footprint. As per CRA policies, we disburse a minimum of 3.5% from our endowment income each year. We invest broadly e.g. arts, culture, seniors, health, youth, housing, environment etc. back into the community through our grant program.

Specifically we look to support projects that: • Address existing and emerging community needs, opportunities and demonstrate innovation • Strengthen the applicant’s and the community’s capacity • Have additional funding partners and/or developed strong collaborative relationships • Improve organizational effectiveness • Demonstrate fiscal responsibility and sustainability • Receive volunteer support from the community • Build on the community’s strengths, assets, skills and resources • Develop leadership and self-reliance, mobilize civic participation and resources • Do not duplicate programs offered

Any charitable organization that we support must provide detailed documentation about how their project went, numbers of people serviced, budgets, what they learned etc. We use this information to help determine good investments, impact on community and future grants.

1 | Page

Smart & Caring Community Funds While many of our Funds grant broadly across our region, in 2015 we initiated our Smart & Caring Community Funds – unrestricted, sustainable funding resources for each of the municipalities we serve.

Like the citizens of Perth County, we envision a vibrant, not-for-profit sector in our communities. To help achieve this we have a sustainable funding resource for each of the four municipalities:

• North Perth Smart & Caring Community Fund • Perth East Smart & Caring Community Fund • Perth South Smart & Caring Community Fund • West Perth Smart & Caring Community Fund

The grants from each of these funds will be used to support key priorities and the ever-changing needs of each region. In 2019 a total of $8,250 was granted back to these communities. As these funds grow, so will the amount invested back into the community’s programs and projects through our granting program on an annual basis. https://spccf.ca/giving/smart-caring-community-funds/ https://spccf.ca/2019-grant-recipients/

IN SUMMARY

The Community Foundation is working hard to help build a strong, sustainable future for Perth County. The more that we can inform and educate local individuals about the four Smart & Caring Community Funds, the more donations will be received, the Fund will grow and more important projects and initiatives will be funded that will improve the quality of life for more of Perth County citizens.

Perth County funding will be used by the Community Foundation to engage directly with Perth County citizens – helping to educate them about the importance of giving and how they can support their community – the place they call home. Together we will all build a sustainable funding resource to support local needs, making Perth County the best place to live, work and play – today, tomorrow and forever.

2 | Page Stratford Perth Community Foundation 55 Lorne Avenue East, Unit 5, Stratford ON N5A 6S4 | T 519-271-1503 | www.spccf.ca | BN 88488 4305 RR0001

Stratford Perth Community Foundation 55 Lorne Avenue East, Unit 5 Stratford ON N5A 6S4 T 519-271-1503 | www.spccf.ca BN 88488 4305 RR0001

The Community Foundation’s work is made possible through the tireless dedication of the Board of Directors and our volunteer committees, consisting of 30-40 volunteers (depending on the year’s activities) offering their time, talent and treasure to our operations. Our Board is made up of representatives from across Perth County, Stratford and St. Marys. We are currently looking for two representatives to complete our Board.

Stratford Perth Community Foundation Board of Directors Dennis DesRosiers, Board Chair Doug MacDougald, Vice Chair Helen Dowd, Secretary Stacey Campbell, Treasurer John Wilkinson, Past Chair Mae Brooks, Director Patti Henhoeffer, Director Ron McKay, Director Justin O’Rourke, Director Lucille Roch, Director

Tim MacDonald, Honorary Chair Lloyd & Nancy Robertson, Honorary Patrons

Stratford Perth Community Foundation Staff Heidi Culliton, Executive Director Roxy Rae, Marketing and Outreach Manager Amanda Willie, Grants and Data Manager All staff are full-time paid positions

Corporation of the County of Perth Tel: 519-271-0531 Corporate Services - Finance Division Fax: 519-271-6265 1 Huron Street, Stratford, Ontario N5A 5S4 Email: [email protected] 2020 GRANT APPLICATION SUBMISSION DEADLINE: September 20, 2019

Please note: A grant in any year is not to be considered a commitment by the County of Perth to continue such assistance in future years. It is not the intent of this grant program to become an annual component of an organization’s operating budget plan.

Grant Information Amount requested for this 2020 grant: Will funding be requested in future years? $ 1,250 If yes, please indicate intended future requests 2021 $ 1,250 2022 $ 1,250 Please indicate how the grant funds will be used: Funds used to cover the county level level match and queen of the furrow program

General Organization Information Organization Name: Perth County Plowmen Contact Name: Bert J. Vorstenbosch Mailing Address: 5755 Line 34 City/Town: mitchell Postal Code: N0K 1N0 Telephone No.: 519-348-8761 Fax No.: Email: [email protected]

Briefly state your organization's missions/goals: Promote agriculture and the art of competitive plowing through hosting our local match and queen of the furrow program

Number of volunteers: 20 Does the organization operate as a not-for-profit? Yes Is the organization incorporated? If yes, please give the date of incorporation: No - Does the organization have charitable status? No - If yes, please provide charitable number: Are fees charged for membership or services/activities you provide? If yes, please explain: Fees to cover basic costs for local club and provincial (postage etc )

Does anyone besides County of Perth residents belong to our organization, or benefit from your services/activities? If yes, please explain: Our match bring individuals from outside Perth county to our event as well as locals Corporation of the County of Perth Tel: 519-271-0531 Corporate Services - Finance Division Fax: 519-271-6265 1 Huron Street, Stratford, Ontario N5A 5S4 Email: [email protected] 2020 GRANT APPLICATION SUBMISSION DEADLINE: September 20, 2019

Please note: A grant in any year is not to be considered a commitment by the County of Perth to continue such assistance in future years. It is not the intent of this grant program to become an annual component of an organization’s operating budget plan.

Grant Information Amount requested for this 2020 grant: Will funding be requested in future years? $ If yes, please indicate intended future requests 2021 $ 2022 $ Please indicate how the grant funds will be used:

General Organization Information Organization Name: Contact Name: Mailing Address: City/Town: Postal Code: Telephone No.: Fax No.: Email:

Briefly state your organization's missions/goals:

Number of volunteers: Does the organization operate as a not-for-profit? Is the organization incorporated? If yes, please give the date of incorporation: Does the organization have charitable status? If yes, please provide charitable number: Are fees charged for membership or services/activities you provide? If yes, please explain:

Does anyone besides County of Perth residents belong to our organization, or benefit from your services/activities? If yes, please explain:

Financial Information - Gallery Stratford Budget

Gallery Stratford Budget Current Year, Request Year

2019 Budget 2020 Budget Revenue

Earned Revenue Education Programs 99,000 103,000 Children 3,500 8,000 Adult 18,500 19,000 Summer 55,000 55,000 School Break 3,000 3,000 Open Studio 1,500 1,500 Special Education Workshops 2,500 1,000 Avon Maitland School Board 14,500 15,000 Perth Huron Separate School Board 500 500 Community Outreach 2,000 3,000 TIFF Movie Series Bus Trips 1,500 1,500 Outreach 500 1,500

Membership 10,000 10,000 Facility Rental 4,000 7,500 Total Earned Revenue 115,000 123,500

Investment Income 4,000 4,000

Private Sector Revenue Individual Donations 23,000 26,000 General Donations 13,000 13,500 Donation Box 10,000 12,500 Corporate Sponsorships 2,500 5,000 Exhibition Sponsorship 2,500 4,000 Foundation Grants (Community Fdn) 5,000 Fundraising Events 75,000 95,000 Auction 63,000 70,000 Nevada 12,000 10,000 Other Fundraising 11,000 15,000 Total Private Sector Revenue 100,500 131,000

Public Sector Revenue New Horizons Seniors Program 25,000 25,000 OAC Operating Grant 12,659 12,659 City of Stratford Grant 51,050 76,575 OAC Project Grant Trillium 40,000 5,000 Employment Grants (Federal / Provincial) 50,000 50,000 Total Public Sector Revenue 178,709 169,234

Total Revenue 398,209 427,734 Financial Information - Gallery Stratford Budget

Expenses

Artistic Expenses Artist Fees 25,000 31,000 Exhibition 25,000 31,000 Art / Education Salaries 157,173 163,673 Curator of Education (100%) 51,000 54,000 Director / Curator (33%) 17,673 17,673 Art Educators 33,000 35,000 Art Education – New Horizons 6,000 6,000 Exhibition Install 3,000 4,000 Education – Summer Student 27,000 22,000 Exhibition Assistant 19,500 25,000 Total Artistic Expenses 182,173 194,673

Programming Expenses Exhibition / Programming 42,100 46,050 Children 500 750 Adult 1,000 1,500 Summer 8,000 8,000 School Break 500 500 Seniors – New Horizons 13,300 13,300 Open Studio 1,300 1,500 Special Education Workshops 500 500 Avon Maitland School Board 5,000 5,000 Perth Huron Separate School Board Exhibition 12,000 15,000 Collections Management 3,000 5,000 Community Outreach 1,850 2,500 ArtCycle Stratford 100 100 Share Stratford Art Buttons 400 400 Steelbox Art Lab 350 1,000 Creation Place Bus Trips 1,000 1,000 TIFF Movies Other Programming (membership / scholarship) 1,100 1,100 AGM / Donor Recognition 500 500 Scholarship 600 600 Total Programming Expenses 48,050 54,650

Operating Expenses Facility Salaries 4,000 5,000 Facility Expenses 30,000 32,000 Total Operating Expenses 34,000 37,000

Marketing & Communications Expenses Marketing & Communication Salaries 17,600 22,600 Director / Curator (14%) 7,600 7,600 Front Desk 10,000 15,000 Advertising / Marketing Costs / Website 3,000 3,000 Total Marketing Expenses 20,600 25,600 Financial Information - Gallery Stratford Budget

Fundraising Expenses Fundraising Salaries 17,100 17,100 Director / Curator (20%) 10,800 10,800 Office Manager (25%) 6,300 6,300 Fundraising Costs 22,000 22,000 Auction 13,000 13,000 Nevada 9,000 9,000 Total Fundraising Expenses 39,100 39,100

Administrative Expenses Administrative Salaries 37,673 37,673 Director / Curator (33%) 17,673 17,673 Office Manager (75%) 20,000 20,000 Office / Administrative Costs 35,000 38,000 Total Administrative Expenses 72,673 75,673

Total expenses 396,596 426,696

Excess of revenue over expenses 1,613 1,038

Note: This budget is a basic operating budget and does not include the Feasibility Study as this depends on funding received. Gallery Stratford 2020 Perth County Grants

Additional Information

Overview

As the only organization in our community dedicated to the exhibition, preservation and education of the visual arts we are constantly looking at new ways we can address the growing and diverse needs of our community. Over the past few years we have changed both our exhibition philosophy and schedule allowing us to present a diverse range of rotating exhibitions. Our former gallery shop has been converted into a small intimate gallery space where we can present work by local artists. We have made a commitment to showcase our permanent collection on a more regular basis and have invited community members in to work with us to curate these exhibitions. Together with our free admission policy, these changes have resulted in a relatively strong and growing visitor attendance, however, funding continues to be a challenge making it more and more challenging to maintain our current level of service to the community.

Gallery Stratford is one of the few public galleries in Ontario without a base level of annual support. Despite our growing attendance, improvement in the quality of our programs and increased outreach and engagement with our community our funding from the City of Stratford remains relatively stable at $51,050, while funding from the Ontario Arts Council has decreased steadily these past few years taking a major hit in 2019, falling to just $12,659 from $25,318 the previous year. Our building provides us with a beautiful setting in which to present art, however, it is over 130 years old and has not received substantial renovation or updating since we moved into our facility in 1967. When we opened 50 years ago, we were a Class “A” Museum Facility, however, today our facilities are aging and we no longer meet these requirements making it difficult, if not impossible, to borrow work from other institutions. Our base building operational costs (utilities, insurance) have hovered just under $30,000, representing 7.5% of our budget, a higher percentage than we are able to dedicate to our exhibition program which is at the heart of our mission.

Due to increased expenses and stagnant income our permanent staffing has decreased over the past few years going from 3.5 FTE to 2.5 FTE. Fortunately, we have been able to augment this reduction in staff with grant funded minimum wage positions during the summer months, however, we are still seriously under-resourced during the fall and winter season placing increased demands and excessive unpaid overtime for our full-time staff. Staff salaries have remained relatively stagnant for the past 10 to 15 years with no increase in the Director / Curator salary in over 10 years and small adjustments for cost of living for the other staff positions. Gallery staff receive no benefits or retirement packages. As a public art gallery we are required to pay exhibiting artists fees at the CARFAC rates. These fees have risen annually at a rate of 3%.

While the participation and attendance in our programs and exhibitions continues to grow annually, there is increased competition from the more stably funded organizations in our community (Stratford Perth Museum and the Stratford Public Library) who are increasingly offering free and affordable art related programs and classes. We have witnessed increased competition from new entrants into the art educational marketplace from commercial entities such as Michael’s, Kind HeARTed Studio and the York Lane Collective and an increasing number of artists are offering private art instruction. Our art education programs are created, and run by professional artists and art educators and provide a level of quality and expertise not found through our competitors. However, our community studio is looking dated and tired and is in desperate need of a facelift. While we have managed to maintain a small increase in educational revenue this past year, it is increasingly difficult to maintain our competitive edge without the necessary funding and capitol to invest in new programming or infrastructure.

Exposure to the visual arts has been shown to improve student retention and graduation rates, as it helps develop cognitive and creative thinking. There is also growing recent research showing that the arts are important for our physical, emotional, and mental health. Engaging with the arts has been shown to have a marked decrease in feelings of anxiety and depression and improves overall wellbeing and social inclusion. Through our programs at

1 Gallery Stratford 2020 Perth County Grants

the gallery we have seen first-hand the way the arts connect people and how they help make sense of our lives and the world around us.

Over the past few years we have focused on providing experiential exhibitions that allow our visitors to engage with the gallery in new and unexpected ways. We still have visitors who ask us when we are bringing the lake back – referring to Steve Driscoll’s Just a Sliver of a Room installation in 2017. Last summer visitors were enchanted by Amanda McCavour’s installation Poppies and the 762 embroidered flowers cascading from the gallery ceiling. This past year Vessna Perunovich’s installation Shifting Shelter and Libby Hague’s immersive print-making installation Every Heart Can Grow Bigger continue to challenge the way our visitors think about art and the gallery space. The three exhibitions currently on view in our gallery space engage visitors in thinking about our relationships to forests and a natural environment that is constantly at risk.

With the assistance of funding at the provincial and federal level our seniors, inter-generational, youth, family, and special needs programs have resulted in positive and inspirational learning exchanges, skill development, and the forming of new friendships. Students and seniors participating in our Intergenerational program created the sculptural installation Remember the Forest that now sits in the park in front of the gallery. Not only was this a memorable experience for the young and elderly artists participating in the project, but the resulting art work delights visitors young and old and has become a favourite of photographers and instagrammers who visit the gallery and park.

While we continue to work at growing our impact and outreach into the community and offer an increasing number of free and low-cost activities and programs to our community, our funding remains inadequate to sustain our level of service to the community. Gallery Stratford is the only arts organization in our region that provides programs and services on a daily year-round basis. We have never received funding from Perth County and the funding we receive from the City of Stratford’s Community Grant program are used largely to operate and maintain our city owned building, leaving little of our grant available for program costs or new program development.

Art Exhibitions:

Stratford and Regional Artists Gallery Stratford is committed to promoting and investing in the presentation and development of the artists living and working in Stratford and Perth County. These local and regional artists reflect a diversity of vision and a multitude of voices that respond to our shared sense of place. Through presenting the work of our local artists we not only celebrate the talent that exists, but we can also look at what it means to live and work in our region, providing a space for discussion, dialogue and debate.

Over the past few years we have developed a strong partnership with Stratford Central Secondary School. Three exhibitions of skateboard art created by the Grade 10 art classes have been exhibited in the Steelbox Art Lab, first in October 2016 and again in both June 2017 and 2018. The work of their Grade 12 Art Students was exhibited in one of our main gallery spaces in January 2017. The success of this exhibition has resulted in us making it a regular part of our annual exhibition schedule, this past year we presented Grade 12 exhibitions in both January and May and plans for a January 2020 exhibition are in the works. Now that Stratford Central has joined with Northwestern Secondary we are able to reach even more young artists through this program. An important part of this program is the mentoring that takes place throughout the semester. Gallery curatorial staff visit with the students in the classroom for “studio visits” providing the students with the opportunity to discuss their work with art professionals. The students also make regular visits to the gallery to learn more about the art of installation and the important considerations that go into professionally mounting and framing work.

Our gallery programming works to find a balance between recognizing and celebrating local talent and bringing new work from national and international artists to the attention of a more local art audience. In 2019 we presented the work of local and regional artists: Vessna Perunovich (Toronto), Rena Balmain Matthews (Stratford),

2 Gallery Stratford 2020 Perth County Grants

Joanie Chapple (Stratford), Libby Hague (Toronto), Don Russell (Cambridge), Lisa Hirmer (Guelph), Jenn Mezei (Stratford); Lauren Prousky (Waterloo); Ann Marie Hadcock (Wiarton); Tracey-Mae Chambers (Simcoe) and Brenda Storey (Stratford). We have also been able to introduce internationally recognized artists including Kelly Richardson (UK / Vancouver Island) to our local audience.

The Gallery cares for over 1000 significant art works, including drawings, paintings, and prints by important Canadian and International artists. Permanent collections are held in trust to preserve our cultural assets, provide valuable resources for research and advancement of knowledge, as well as for the enjoyment of the community. Due to space and budgetary limitations we are no longer actively adding to our collection, however, our recent commitment to exhibiting our collection in temporary exhibitions has also allowed us to take a more proactive approach to documentation and conservation.

Thanks to support of the Young Canada Works program we have been working on digitally documenting and researching our collection over the past few years. Our current collection facilities need upgrading as they are cramped and not up to current art gallery / museum standards. The lack of adequate environmental controls and a building that is not water-tight due to much needed brick repointing puts our collection in jeopardy. As part of a long-term facility plan we need to look at how we can upgrade our collection storage to properly protect our cultural assets.

Our permanent collection has played an important role in preserving the work of local and national artists and is held in trust for our community and the Citizens of Canada. Our collection is, therefore, the community’s collection and over the past four years we have invited community members to work with us to curate an exhibition. These exhibitions have proven to be an excellent way to present a range of curatorial viewpoints and aesthetic interests, while also introducing community members to the collection helping them understand both the importance and need for care.

Due to lack of funding and staff resources our permanent collection had been woefully neglected for decades. Thanks to the work of our community curators and curatorial interns funded through Young Canada Works we have made strides in documenting the collection and assessing the condition of both the work we own and our storage systems over the past year. In December 2018 we discovered mold on the exterior wall of the collection storage area. We remediated the infected area and treated all work impacted by the moisture and mold. In order to assess the entire collection storage area, we mounted a major collection exhibition in February of this year. The community positively engaged with this work resulting in a spike in gallery attendance not usually seen in the winter months.

As fostering and promoting local and regional talent is an important part of our mandate, Gallery Stratford is a regular participant in the Ontario Arts Council Exhibition Assistance granting program helping to allocate grants that help fund independent visual arts projects proposed by local and regional artists. The Director / Curator regularly meets with local artists in their studios and attends local exhibitions and arts events as a means to develop future exhibition ideas and proposals and to help create a cohesive and collaborative visual arts community. Gallery Stratford is committed to the proper compensation of artists and pays fees to all exhibiting artists according to the Canadian National Standard (CARFAC).

2019 - 2020 Programming

Our 2019 exhibition programming explores issues of identity and sense of place. Cambridge based indigenous artist Don Russell, Guelph conceptual artist Lisa Hirmer and UK / Vancouver Island-based media artist Kelly Richardson take different approaches in looking at our relationship with trees and forests in our current fall exhibitions. In our off-site space Tracey-Mae Chambers (Metis) looks at our relationship to bees through sculpture and installation. This past summer Libby Hague (Toronto) and Ann Marie Hadcock (Owen Sound) created immersive installations in both our 54 Romeo Street and downtown spaces and our 2018-2019 curatorial intern Jessica Sealey’s (Stratford) exhibition Controlled Chaos looked at the history of Canadian Abstraction through

3 Gallery Stratford 2020 Perth County Grants

works in our collection. We opened our 2019 season with work from our collection including the community curator exhibition which brought together long-time friends Lucinda Jones (South Perth – artist), Dorothy Washburn (Stratford – retired educator), and Irene Miller (South Perth – artist) bridging three generations and representing different viewpoints and aesthetic backgrounds.

Our 2020 programming continues to explore ideas that are topical and with ties to our community. Libby Oliver (Guelph / Victoria) presents a new look at portraiture and our relationship to clothes. Claire Bartleman (Toronto) re-purposes wedding dresses as soft sculptures of industrial objects. Both these exhibitions are designed to create a dialogue with the message and events of Stratford Trashion Week. Jason McLean (London / Brooklyn) and Kelly Stevenson (Blyth) look at issues surrounding mental health in their work. While Hilary Hung (Guelph) investigates materiality and the use of non-traditional art-materials in art-making.

Education: Inspiring, Creating, and Engaging our Community

Gallery Stratford is widely recognized for offering creative, inspired, and engaging educational programs that foster skill development and creative exploration in a fun, accessible and enjoyable environment. Our educational programs are designed for all ages and skill levels and are taught by professional artists and arts educators who live in Stratford and the surrounding area. To make visual arts education accessible to all members of our community, we have created a number of free art programs that are specifically directed at families and seniors. Family Art Sundays provide area residents and gallery visitors with a free weekly opportunity to drop-in and participate in creative art projects with trained art educators. Our Community Art Studio is open daily providing opportunities for the community to drop in and make use of our free art supplies and studio space. With the help of New Horizons for Seniors funding and the Ontario Seniors Community Grant program we have developed relationships with local senior residences and the seniors community offering both structured programs and drop-in sessions that focus on creativity, skill development and social networking.

School Programs An important goal of Gallery Stratford is to develop visual arts education among school-age children. The Gallery welcomes over 500 students from the Huron-Perth Catholic District School Board and the Avon Maitland District School Board for gallery tours and workshops each year. Tours of current exhibitions and hands-on workshops taught by our art educators are provided to assist teachers with the Visual Art Curriculum. The Gallery continues to reach out to alternative education sectors with art programs designed for home-schooled children and their families.

Family Programs Gallery Stratford’s family programs are designed to nourish and encourage creating art together. Through free art programs, such as Family Art Sunday and our new Baby Art Walk the Gallery has seen an increase in both new attendance and returning participants. Due to the growing attendance and the desire for free accessible art programming our Family Art Sunday program has been expanded from once a month to weekly.

Children’s Programs Led by local artists, Gallery Stratford’s children’s programs hone natural creativity and encourage self-expression, while creating artistic, meaningful experiences. In addition to year-round after school and weekend programs, the Arts Alive summer camp has been a mainstay of visual arts education for children living throughout the County for over 20 years. Our Art & Tennis collaboration with the Stratford Tennis Club expanded into a four-week program during the summer of 2016, a six-week program in 2017 and 2018, and operated for five weeks this past summer. The success and popularity of this multi-layered experience combining athletic and artistic skill development in one summer camp led to the creation of our Art & Golf program in 2015. The overwhelming success of these two programs indicated that there is a need for programming that engages both the body and the mind. These dual discipline, partnership programs have led us into discussions with Summer Music and the Stratford Festival looking at ways we can offer Art & Music, Art & Theatre, or Art & Dance programs in 2020.

4 Gallery Stratford 2020 Perth County Grants

Our birthday party programs provide opportunities for children to participate in an art project led by an art educator followed by cake and presents. This program brings new families into the gallery and is another opportunity to engage and inspire a new generation of young artists. Our PA Day, and winter and march break art camps are typically filled to capacity, frequently taking over one of our gallery spaces in addition to our studio space. These camps offer our young participants with opportunities to learn about and experiment with a number of art forms and practices.

Teen Programs Gallery Stratford’s teen programs are designed for students to enjoy the freedom to express their artistic side with creative like-minded participants. Recognizing the need for artistic skill development, leadership, and self-esteem building we are continually meeting and working with the youth in our community to develop new and innovative programs that will foster creativity, community engagement, and independence. As many of the students find transportation to the gallery difficult, we have secured funding through the Ontario Trillium Foundation and are currently in the last few weeks of the first session of SITE Studio, a new afterschool program especially for boys aged 10 to 14.

Adult Programs Our adult art programs are seeing record enrollments and continue to grow year over year. Adult programs are designed for all levels of creative learners and ranges from formal instruction to weekly drop-in life drawing and painting sessions. This range of programming covers a variety of art techniques and mediums, allowing ample opportunity for experimentation, discovery, and innovation. Participants come from all over the county as well as surrounding Huron, Wellington and Oxford counties to take our programs.

In collaboration with Family Services and Community Living we initiated a new program for adults living with disabilities. These four week programs have been well-received and filled a void, offering an avenue for creative self-expression, social interaction and skill development. Despite the popularity and interest in this program we were forced to discontinue it in April due to a lack of funding. We are looking for new funding to allow us to continue this much needed program.

Senior Programs Gallery Stratford offers a variety of programs exclusively created for seniors emphasizing the importance of life- long learning. Afternoon art sessions and intergenerational art workshops provide opportunity for creative expression and hands-on learning, while artist lectures, and volunteer opportunities provide opportunities for interaction, education and engagement. Our volunteer and docent program is managed and run primarily by seniors and provides vital support in our visitor services area and giving tours to gallery visitors and school groups.

We have been fortunate to receive ongoing support from the New Horizons for Seniors Program to develop and offer creative programs that are making an impact on the lives of seniors living in our community. Our intergenerational programs continue to be a resounding success and bring together students and seniors in the act of co-creation. The sculptural work created during our New Horizons for Seniors program this past year was installed on our grounds this past spring.

With the help of the Ontario Seniors Community Grant we were able to purchase a kiln and we began offering clay and ceramics classes for seniors and others in our community earlier this year. Clay is a tactile medium that is therapeutic, while also offering opportunities for creative self-expression regardless of skill level or visual or manual dexterity. We continue to be excited about the creative opportunities that this presents for our community.

Art Scholarships and Bursaries for Youth Gallery Stratford is committed to supporting the development of the next generation of artists and cultural participants. The Gallery continues to increase funds in its Bursary Program for the popular Arts Alive summer program to provide children from families with financial need an opportunity to participate in free weekly art

5 Gallery Stratford 2020 Perth County Grants

classes taught by professional artists. In addition to this, the Gallery presents the Ela Moll scholarship to an exceptional high school student pursuing visual arts at the secondary level. Local artist, Glenn Elliott passed away suddenly in November 2017. With the help of our community we started a memorial scholarship in his name and presented the first Glenn Elliott Memorial Scholarship at the Stratford Central Convocation last fall.

Communications Strategy

We have been increasingly relying on Social Media as our major communication and marketing platform. The visual nature of our exhibitions, programs and events makes them highly shareable and as a result our online audience continues to grow. Our website has been in need of a major revamp for a number of years and has been compromised with security issues. We have been working closely with Redding Designs to design a new website and recently launched our new Splash Page in anticipation of a full launch in the next few months.

We are very fortunate that local graphic designer Scott McKowen and local printers International Graphics continue to partner with us to produce high quality exhibition handouts and posters. Through their combined donation of services and printing we have been able to print exhibition handouts and posters which together enhance our visitor experience by providing explanatory or didactic information about the artists and artwork we are exhibiting.

Community Volunteers & Partnerships

Gallery Stratford continues to creatively and passionately contribute to a vibrant, healthy, active community for the residents and visitors of Stratford. Community engagement plays a central role in program development and is an important catalyst for the growth of the Gallery. Over 100 local volunteers contribute to the Gallery’s many events and programs. The I Love My Gallery Radio Auction was cancelled in 2019 due to a change in how our community engages with and consumes media. However, our Gala at the Gallery held annually on the first Friday in May, continues to be supported by approximately 400 businesses and over 250 volunteer hours, generating almost 20% of our annual revenue. In late 2018 we launched the Gallery Stratford 100, based on the successful ‘100 women who care’ model. Since launching this new fundraising initiative we have reached 50% of our goal, demonstrating the willingness of individuals in our community to support organizations that enhance and contribute to our quality of life. Volunteers also participate as greeters at our front desk, as tour guides, and studio assistants for our classes. Each year one of our outstanding volunteers is recognized and acknowledged through the Anne P. Gregory Award during our volunteer and sponsor Thank-you reception. This past year we presented this award to Shawn Blackburn, a Community Living client who has faithfully volunteered at the gallery every Friday morning for almost a decade.

Community collaboration and partnerships are important to a thriving community and we continue to develop and grow our partnerships with: the Stratford Tourism Alliance, Stratford Area Bed and Breakfast Association, Heritage Stratford, Stratford Public Library, Playmakers! Theatre School, Stratford Arts & Culture Collective, University of Waterloo - Stratford Campus, Rotary Club of Stratford, Stratford Chamber of Commerce, Springworks Indie Theatre & Arts Festival, Community Living Stratford and Area, Alzheimer Society of Perth County, Stratford Youth Centre, the Avon Maitland School District, the Stratford Perth YMCA, among others.

Financial Sustainability

Gallery Stratford’s financial planning is guided by a five-year Strategic Plan. Working with an art consultant and facilitator funded through the Ontario Arts Council Compass Grant program we began work on our next five-year plan last year and are in the process of re-visioning a new Gallery Stratford. Base operational funding consists of annual grants from municipal and provincial agencies, including the City of Stratford and the Ontario Arts Council. We have been fortunate these past few years to receive project based funding from New Horizons for Seniors, the Ontario Arts Council, Ontario Trillium Foundation, the Stratford – Perth Community Foundation, Leisure Activity

6 Gallery Stratford 2020 Perth County Grants

Council, and the Ontario Seniors Community Grant program. This project funding has allowed us to initiate new community based projects. While we are proud of the programs we have developed, and are seeing the impact they are creating, maintaining these programs continues to be a challenge as funders and sponsors prioritize new initiatives, with the expectation that core operating funds will allow for these programs to be sustained.

As part of our long-range planning we are also looking at the long-term viability of our current facility. We love our location and hope to work together with the City of Stratford and our community and regional partners to develop 54 Romeo Street into a facility that meets the growing needs of a vibrant art gallery while also serving the diverse needs of our community and adding to the cultural excitement of Queens and Upper Queens Park with the opening of the new Tom Patterson Theatre. With this goal in mind we are excited to embark on a architecturally focused feasibility study which has already secured support from the Stratford Festival, Stratford Summer Music, and the Stratford Tourism Association.

We are excited about our future and the impact we continue to make in our community, however, our financial reality continues to be a significant challenge. Without core base funding, we are in the position where we have to raise 100% of our operating budget each year. This provides challenges in terms of future planning as well as the sustainability of programs. Over the past few years we have managed this successfully through prudent budget oversight, a freeze on salaries, reducing part-time staff, full-time staff assuming jobs we previously contracted out (exhibition install, etc), and reducing or cutting our marketing and other budgets. With the rising costs of everything from postage, to artist fees, art supplies, and the minimum wage we are forced to look at new ways to either cut expenses or find new or increase existing funding sources.

We feel that the service we provide and the impact we have on our region is vital. We are one of the few arts organizations in our region that operate daily year-round with programs that are free and accessible to all. For many individuals, we provide their first and in some cases only exposure to the visual arts. For tourists to our area, we add significantly to the arts experiences they seek which may help keep them in our region a day or so longer.

We have also found over the past year that we are one of the few venues in town that are available for other non- profit and arts groups to use. We receive numerous requests from individuals, community groups, and arts organizations on a weekly and monthly basis asking to use our space. While we love working with and assisting our community partners, offering our space free or at a reduced cost, taxes staff and adds to our cleaning and facility expenses.

We understand that our community has many important needs and as a result there is insufficient funds to support all of the deserving community-focused projects that request funding through your Grant program. We are asking for support towards our Architectural Feasibility Study so that we can continue to preserve the heritage and cultural asset we call home in a venue that meets the needs of today’s audience allowing us to not just sustain but grow the programs we are able to offer. Public Art galleries serve as a vital cultural hub in their communities and surrounding regions. With Perth County’s support we can both sustain and grow our existing programs, support local and regional artists, foster a greater interest and appreciation for the visual arts, while also continuing to provide space for the community to meet, perform and gather.

7

Organizational Structure – Board of Trustees

Board of Trustees 2019 – 2020

Board Term Committee Expertise Executive Committee

Clodagh Moss, Chair March 2016 – March 2022 Gala / Strat Plan Community Outreach / Events Tim Stock-Bateman, Vice-Chair March 2019 – March 2022 Governance / Strat Plan Law / Non-Profit Admin Emily Schaefer, Treasurer March 2019 – March 2022 Finance / Arts Advisory Finance / Artist (Painting)

Members-At-Large

Simon Brothers January 2019 – March 2022 Arts Advisory Artist (New Media) / Entrepreneur Jo-Dee Burbach Nov 2018 – October 2023 City Council Rep / Communications Ernest Daetwyler March 2017 – March 2020 Arts Advisory Artist (Public Art) Maxine Noel January 2019 – March 2022 Arts Advisory Artist / Indigenous Issues

All members of the Board of Trustees live in Stratford, ON with the exception of Ernest Daetwyler who lives in Atwood, Ontario, Emily Schaefer who lives in Tavistock, Ontario and Maxine Noel, who lives in Woodstock, Ontario

Staff

Angela Brayham, Director / Curator Paid, Full-time Nell Crook, Curator of Exhibitions & Education Paid, Full-time (On Mat Leave Feb 2019 – Jan 2020) Melissa Quinn, Manager of Education Programs Paid, Full-time (Mat Leave replacement Feb 2019 – Jan 2020) Christine Lee, Office Manager Paid, Part-time

County of Perth 90 NON-DEPARTMENTAL 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4010 General Tax Levy $0 $12,529,367 $0 $0 0.0% (12,529,367) 100.00% $0 $0 4020 Supplementary Tax $265,000 $265,000 $290,000 $25,000 (9.4%) 25,000 (9.43%) $290,000 $290,000 Based on 5 year Average of Supplemental Taxes 4030 Payments In Lieu of Tax $10,000 $10,000 $10,000 $0 0.0% 0 0.00% $10,000 $10,000 4040 OMPF Funding $1,412,200 $1,412,200 $1,200,400 ($211,800) 15.0% (211,800) 15.00% $1,020,400 $867,400 4045 Unconditional Grants ‐ Provincial $0 $0 $100,000 $100,000 0.0% 100,000 0.00% $117,000 $125,000 Monderization grant used to fund Asset Management Coordinator

4060 Conditional Grants ‐ Provincial $288,508 $3,000 $398,613 $110,105 (38.2%) 395,613 (13,187.10%) $496,100 $402,426 Community Transportation Grant 4070 Other Municipal $109,707 $119,084 $119,707 $10,000 (9.1%) 623 (0.52%) $119,707 $119,707 4090 Other Municipal ‐ Town of St. Marys $23,350 $0 $26,221 $2,871 (12.3%) 26,221 0.00% $0 $0 St. Marys Contribution to the Community Transportation project

4120 Fees $85,940 $500 $55,500 ($30,440) 35.4% 55,000 (11,000.00%) $130,820 $163,400 Fees Revenue ($55,000) community transportation project. $500 Commissioning of Oaths

4140 Other Income $1,500 $8,981 $10,200 $8,700 (580.0%) 1,219 (13.57%) $10,200 $10,200 Increase relates to transition mitigation payment from Ministry

4280 Interest Income $74,400 $114,060 $90,135 $15,735 (21.1%) (23,925) 20.98% $90,135 $90,135 Higher interest earned on bank account 4400 Transfer from Reserve ‐ County General $3,500 $4,845 $3,500 $0 0.0% (1,345) 27.76% $3,500 $3,500 4450 Transfer from Reserve ‐ Levy Stabilizati $178,311 $119,716 $288,706 $110,395 (61.9%) 168,990 (141.16%) $180,000 $0 $211,800 from Levy Stabilization reserves to offset the decrease in OMPF Funding for 2020. Remaining $76,906 relates to the Municipal contribution to Community Transportation Project. 2021 $180,000 used to offset anticipated loss in OMPF.

Subtotal Revenue : $2,452,416 $14,586,753 $2,592,982 $140,566 (11,993,771) $2,467,862 $2,081,768 5.73% (4.83%) (18.55%) Based on 5 year Average of Supplemental Taxes Expenses 5300 Special Projects $516,793 $64,200 $556,740 $39,947 7.7% 492,540 767.20% $626,420 $565,326 Community Transportation Project 5410 Transfer to Reserve ‐ County General $600 $1,226 $1,200 $600 100.0% (26) (2.12%) $1,200 $1,200 Estimated interest earned on reserves 5440 Transfer to Reserve ‐ County WSIB $5,600 $8,860 $9,250 $3,650 65.2% 390 4.40% $9,250 $9,250 Estimated interest earned on reserves 5450 Transfer to Reserve ‐ County Employment $0 $3,727 $2,000 $2,000 0.0% (1,727) (46.34%) $2,000 $2,000 Estimated interest earned on reserves 5460 Transfer to Reserve ‐ Levy Stabilization $19,000 $41,328 $19,350 $350 1.8% (21,978) (53.18%) $19,350 $19,350 Estimated interest earned on reserves 5465 Transfer to Reserve ‐ PC Community Care $0 $0 $150 $150 0.0% 150 0.00% $150 $150 Estimated interest earned on reserves 5466 Transfer to Reserve ‐ Passport Radio $0 $204 $0 $0 0.0% (204) (100.00%) $0 $0 5470 Transfer to Reserve ‐ Working Fund $25,000 $6,168 $25,350 $350 1.4% 19,182 310.99% $25,350 $25,350 Estimated interest earned on reserves 5496 Transfer to Reserve ‐ Assessment Appeals $1,350 $2,072 $2,150 $800 59.3% 78 3.76% $2,150 $2,150 Estimated interest earned on reserves 5514 Transfer to Reserve ‐ Public Works Winte $4,000 $0 $0 ($4,000) (100.0%) 0 0.00% $0 $0 5555 Transfer to Reserve ‐ Paramedic Services $0 $0 $3,500 $3,500 0.0% 3,500 0.00% $3,500 $3,500 Estimated interest earned on reserves 5570 Transfer to Reserve ‐ Paramedic Services $2,400 $5,101 $2,400 $0 0.0% (2,701) (52.95%) $2,400 $2,400 Estimated interest earned on reserves 5590 Transfer to Reserve ‐ Paramedic Services $6,500 $11,412 $11,475 $4,975 76.5% 63 0.55% $11,475 $11,475 Estimated interest earned on reserves 5600 Transfer to Reserve ‐ Paramedic Services $450 $1,586 $1,670 $1,220 271.1% 84 5.30% $1,670 $1,670 Estimated interest earned on reserves 5620 Transfer to Reserve ‐ Archives Equipment $1,250 $2,254 $2,340 $1,090 87.2% 86 3.82% $2,340 $2,340 Estimated interest earned on reserves 5630 Transfer to Reserve ‐ Archives General $650 $1,107 $1,070 $420 64.6% (37) (3.34%) $1,070 $1,070 Estimated interest earned on reserves 5640 Transfer to Reserve ‐ Land Division Gene $500 $799 $850 $350 70.0% 51 6.38% $850 $850 Estimated interest earned on reserves 5660 Transfer to Reserve ‐ Planning Photoimag $100 $330 $380 $280 280.0% 50 15.15% $380 $380 Estimated interest earned on reserves 5665 Transfer to Reserve ‐ Broadband $113,897 $113,897 $0 ($113,897) (100.0%) (113,897) (100.00%) $0 $0 6450 MPAC $759,693 $759,693 $790,081 $30,388 4.0% 30,388 4.00% $821,684 $854,551 Anticipated 4% increase based on past history 6580 Public Relations $3,500 $3,977 $3,500 $0 0.0% (477) (11.99%) $3,500 $3,500 Based on 5 year average 7990 Tax Write‐Offs $175,000 $207,453 $200,000 $25,000 14.3% (7,453) (3.59%) $200,000 $200,000 Based on 5 year average Subtotal Expenses : $1,636,283 $1,235,394 $1,633,456 ($2,827) 398,062 $1,734,739 $1,706,512 (0.17%) 6.20% (1.63%) Community Transportation Project Net Levy Requirement ($816,133) ($13,351,359) ($959,526) ($143,393) 12,391,833 ($733,123) ($375,256) 17.57% (23.60%) (48.81%)

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth 91 COST SHARED PROGRAMS 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue Subtotal Revenue : $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00% Expenses 6550 Perth District Health Unit $771,669 $771,669 $880,516 $108,847 14.1% 108,847 14.11% $1,209,499 $1,227,641 Based on MSSC budget received November 19th 6660 Social Services $3,496,315 $3,496,315 $3,662,319 $166,004 4.7% 166,004 4.75% $3,853,621 $4,084,838 Based on MSSC budget received November 19th 6690 Spruce Lodge $570,576 $570,576 $644,962 $74,386 13.0% 74,386 13.04% $701,490 $746,530 Based on MSSC budget received November 19th 6710 Stratford‐Perth Museum $98,552 $98,552 $100,425 $1,873 1.9% 1,873 1.90% $102,441 $104,490 Based on MSSC budget received November 19th Subtotal Expenses : $4,937,112 $4,937,112 $5,288,222 $351,110 351,110 $5,867,051 $6,163,499 7.11% 10.95% 5.05% Based on MSSC budget received November 19th Net Levy Requirement $4,937,112 $4,937,112 $5,288,222 $351,110 351,110 $5,867,051 $6,163,499 7.11% 10.95% 5.05%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review Shared Services Calculations As per Stratford-County Agreement

Shared Services Calculations As Per New County-Stratford-St Marys Jan 1, 2017 Agreement

2019 budgeted expenditures Weighted Assessment County St. Marys Stratford Total County of Town of City of % share 49.20% 8.53% 42.27% 100% Perth St. Mary's Stratford Social Services 3,496,315 606,170 3,003,846 7,106,331 Shared Services 50.15% 8.26% 41.59% EMS 3,116,009 540,235 2,677,108 6,333,352 Health Unit 771,669 133,787 662,976 1,568,432 5,947,620,245 979,189,498 4,931,848,726 11,858,658,469 Spruce Lodge 570,576 98,923 490,208 1,159,707 Total 7,954,568 1,379,115 6,834,138 16,167,822 Roads 54.67% 45.33%

2020 Budget

2020 Calculated Shared Services Costs based on 2019 Weighted Assessment Change County St. Marys Stratford Total Municipal Share % share 50.15% 8.26% 41.59% 100% County St. Marys Stratford Program Cost Increase Social Services 3,662,319 603,205 3,037,205 7,302,730 Social Services 166,004 -2,965 33,359 196,399 2.76% EMS 3,214,710 529,482 2,665,998 6,410,190 EMS 98,701 -10,753 -11,110 76,838 1.21% Health Unit 880,516 145,026 730,223 1,755,765 Health Unit 108,848 11,239 67,246 187,333 11.94% Spruce Lodge 644,962 106,229 534,874 1,286,065 Spruce Lodge 74,386 7,306 44,666 126,358 10.90% Total 8,402,507 1,383,942 6,968,301 16,754,750 County of Perth 93 GENERAL LIABILITY INSURANCE 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4150 Interdepartmental Revenues $120,960 $109,080 $147,960 $27,000 (22.3%) 38,880 (35.64%) $154,008 $160,298 Subtotal Revenue : $120,960 $109,080 $147,960 $27,000 38,880 $154,008 $160,298 22.32% 4.09% 3.92% Expenses 5150 Insurance $120,960 $109,080 $147,960 $27,000 22.3% 38,880 35.64% $154,008 $160,298 Increase due to Market correction. Markets were experiencing challenges over the past year, which are not unique to the County and many other municipalities are experiencing similar challenges. Included a 22% increase in the General Liability for 2020.

Subtotal Expenses : $120,960 $109,080 $147,960 $27,000 38,880 $154,008 $160,298 22.32% 4.09% 4.08% Increase due to Market correction. Markets were experiencing challenges over the past year, which are not unique to the County and many other municipalities are experiencing similar challenges. Included a 22% increase in the General Liability for 2020 Net Levy Requirement $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

A

SAVERYS READY INDEA DIVOERS County of Perth 11 CAO 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4150 Interdepartmental Revenues $248,110 $240,802 $235,360 ($12,750) 5.1% (5,442) 2.26% $248,784 $263,022 4450 Transfer from Reserve ‐ Levy Stabilizati $256,000 $255,464 $0 ($256,000) 100.0% (255,464) 100.00% $0 $0 Strategic Plan update to be funded from the Levy Stabilization Reserve

Subtotal Revenue : $504,110 $496,266 $235,360 ($268,750) (260,906) $248,784 $263,022 (53.31%) 5.70% 5.41% Strategic Plan update to be funded from the Levy Stabilization Reserve Expenses 5000 Salaries $164,550 $163,745 $156,015 ($8,535) (5.2%) (7,730) (4.72%) $167,114 $179,017 Refer to Salary Analysis 5010 CPP Expense $2,749 $2,442 $2,898 $149 5.4% 456 18.67% $3,090 $3,317 5020 EI Expense $1,204 $1,066 $1,199 ($5) (0.4%) 133 12.48% $1,239 $1,270 5030 EHT Expense $3,209 $3,210 $3,042 ($167) (5.2%) (168) (5.23%) $3,259 $3,491 5040 OMERS $20,804 $20,830 $19,491 ($1,313) (6.3%) (1,339) (6.43%) $21,028 $22,681 5060 Health Benefits $8,117 $8,259 $8,441 $324 4.0% 182 2.20% $8,757 $8,925 5130 Consultant Fees $5,000 $451 $0 ($5,000) (100.0%) (451) (100.00%) $0 $0 5150 Insurance $541 $541 $571 $30 5.5% 30 5.55% $594 $618 5190 Legal $10,000 $10,018 $10,000 $0 0.0% (18) (0.18%) $10,000 $10,000 Legal advice and reviews 5210 Memberships $1,800 $1,800 $1,900 $100 5.6% 100 5.56% $1,900 $1,900 5220 Mileage $2,550 $2,530 $2,650 $100 3.9% 120 4.74% $2,650 $2,650 Transportation costs for meetings, seminars, events, etc.

5250 Office Supplies $400 $410 $400 $0 0.0% (10) (2.44%) $400 $400 5260 Photocopying $750 $726 $750 $0 0.0% 24 3.31% $750 $750 5280 Professional Development $7,750 $7,910 $7,850 $100 1.3% (60) (0.76%) $7,850 $7,850 AMO, OMAA, Ontario West, ROMA 5300 Special Projects $0 $0 $2,000 $2,000 0.0% 2,000 0.00% $2,000 $2,000 Allowance for small projects 5320 Telecommunications $700 $280 $700 $0 0.0% 420 150.00% $700 $700 Costs for mobile device 5404 Interdepartmental Charges ‐ Rent $15,486 $15,486 $14,853 ($633) (4.1%) (633) (4.09%) $14,853 $14,853 Rent reallocations of sq. ft. used within the County Courthouse

6580 Public Relations $2,500 $1,101 $2,600 $100 4.0% 1,499 136.15% $2,600 $2,600 6708 Strategic Initiatives $256,000 $255,464 $0 ($256,000) (100.0%) (255,464) (100.00%) $0 $0 Joint Service Delivery Review ($47,200 in 2019), and joint Strategic Plan ($208,800 in 2019)

Subtotal Expenses : $504,110 $496,269 $235,360 ($268,750) (260,909) $248,784 $263,022 (53.31%) 5.70% 5.72% Refer to Salary Analysis Net Levy Requirement $0 $3 $0 $0 (3) $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth 13 HUMAN RESOURCES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4080 Other Municipal ‐ City of Stratford $12,000 $17,436 $0 ($12,000) 100.0% (17,436) 100.00% $0 $0 4150 Interdepartmental Revenues $482,912 $435,781 $367,818 ($115,094) 23.8% (67,963) 15.60% $381,983 $406,894 Subtotal Revenue : $494,912 $453,217 $367,818 ($127,094) (85,399) $381,983 $406,894 (25.68%) 3.85% 6.12% Expenses 5000 Salaries $245,391 $226,247 $176,305 ($69,086) (28.2%) (49,942) (22.07%) $181,594 $187,042 Refer to 2020 Salary Analysis. Accessibility moved to Clerk's Division

5010 CPP Expense $8,247 $8,109 $5,796 ($2,451) (29.7%) (2,313) (28.52%) $6,180 $6,635 5020 EI Expense $3,613 $3,498 $2,398 ($1,215) (33.6%) (1,100) (31.45%) $2,477 $2,539 5030 EHT Expense $4,785 $4,540 $3,438 ($1,347) (28.2%) (1,102) (24.27%) $3,541 $3,647 5040 OMERS $26,167 $24,216 $19,166 ($7,001) (26.8%) (5,050) (20.85%) $19,770 $20,398 5060 Health Benefits $18,131 $18,243 $13,014 ($5,117) (28.2%) (5,229) (28.66%) $13,165 $13,320 5100 Advertising $8,280 $4,550 $7,780 ($500) (6.0%) 3,230 70.99% $7,780 $7,780 5130 Consultant Fees $20,830 $35,799 $20,830 $0 0.0% (14,969) (41.81%) $20,830 $33,830 5150 Insurance $1,383 $1,383 $1,364 ($19) (1.4%) (19) (1.37%) $1,419 $1,476 5190 Legal $15,500 $15,565 $15,500 $0 0.0% (65) (0.42%) $15,500 $15,500 5210 Memberships $1,867 $1,468 $1,067 ($800) (42.8%) (401) (27.32%) $1,067 $1,067 5220 Mileage $6,386 $6,041 $1,197 ($5,189) (81.3%) (4,844) (80.19%) $1,197 $1,197 5250 Office Supplies $1,350 $420 $1,350 $0 0.0% 930 221.43% $1,350 $1,350 5260 Photocopying $987 $811 $987 $0 0.0% 176 21.70% $987 $987 5270 Postage $100 $96 $100 $0 0.0% 4 4.17% $100 $100 5280 Professional Development $13,480 $11,410 $7,890 ($5,590) (41.5%) (3,520) (30.85%) $7,890 $7,890 OHMRA Fall conference, SDHRA learning sessions, Mediation Certificate, HR Certificiate (HR Assistant)

5282 Professional Development ‐ Corporate $59,500 $47,851 $39,700 ($19,800) (33.3%) (8,151) (17.03%) $47,200 $52,200 Leadership Training, Conflict management and enhanced emploiyee culture

5300 Special Projects $8,800 $6,391 $4,950 ($3,850) (43.8%) (1,441) (22.55%) $4,950 $4,950 Policy development work with municipal engagement 5310 Subscriptions $1,200 $0 $1,200 $0 0.0% 1,200 0.00% $1,200 $1,200 5320 Telecommunications $880 $461 $880 $0 0.0% 419 90.89% $880 $880 5404 Interdepartmental Charges ‐ Rent $15,485 $15,485 $18,816 $3,331 21.5% 3,331 21.51% $18,816 $18,816 6020 Accessibility Advisory Committee $7,960 $6,124 $0 ($7,960) (100.0%) (6,124) (100.00%) $0 $0 6021 Accessibility Accommodations $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000 6340 Health & Safety $17,280 $9,343 $17,280 $0 0.0% 7,937 84.95% $17,280 $17,280 6580 Public Relations $1,310 $1,213 $810 ($500) (38.2%) (403) (33.22%) $810 $810 6740 Technology Services $5,000 $3,953 $5,000 $0 0.0% 1,047 26.49% $5,000 $5,000 Subtotal Expenses : $494,912 $453,217 $367,818 ($127,094) (85,399) $381,983 $406,894 (25.68%) 3.85% 6.52% Refer to 2020 Salary Analysis. Accessibility moved to Clerk's Division Net Levy Requirement $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review

COUNTY OF PERTH

Office of the CAO

Economic Development and Tourism Division

2020 Business Plan

December 2019

This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents

Business Plan 2020 1 Economic Development and Tourism ...... 1

Preamble ...... 1

Service Strategy ...... 2

Key Customers ...... 2

Core Businesses/Services ...... 2

Legislated Standards ...... 3

Key Linkages with Strategic Plan ...... 5

2019 Achievements 6 Major Initiatives for 2019: 7 Major Initiatives for 2020: 17 Significant Variances ...... 23

Training and Development ...... 23

Business Plan 2020

Economic Development and Tourism

Questions should be forwarded to the Manager of Economic Development and Tourism.

Preamble

Economic Development has become an increasingly important function for municipal governments in the past 25 years. It is rooted in economic and planning theory and aims to ensure sustained, concerted actions that promote high standard of living and economic health of a specific area. Economic development can be described as “a process that influences growth and restructuring of an economy to enhance the economic well-being of a community or region”.

Economic Development and Tourism Division activities include initiatives aimed at retaining existing businesses and creating a business environment that will enable local businesses to expand and prosper. These activities include business recruitment, investment attraction, strategic alliances and partnerships, entrepreneurship, quality of life, workforce development, downtown revitalization, tourism development, updating the official municipal plan to increase capacity for growth and improving municipal infrastructure, etc. These factors combine to position a community for growth and long term economic sustainability.

Tourism initiatives will continue to promote Perth County as a destination area, promoting and strengthening the local economy, towns and community events. Through new strategic marketing initiatives, Tourism will continue to increase the profile of the region’s tourism offerings with the goal to increase visitor spending and lengthen visitor overnight stays. Strategic marketing of our region’s tourism amenities to visitors and residents helps create jobs, stimulate supply-chain spending, and enable business owners to prosper.

Corporate Communications are vital to maintaining the integrity of the Perth County brand, while striving for unity among all Perth County departments and representatives. Our communication strategy ensures that the public perception of Perth County staff, politicians and functions will be positively maintained at all times. A good communications strategy is essential for any municipality to get important information out to its residents. Understanding what communication channels and tools are available to a municipality, and which are used by community members, is essential. Perth County staff maintains several social media platforms, website, public facing emails and media lists to ensure that corporate messages are deployed in timely and professional manner to the appropriate audiences.

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Service Strategy

The Service Strategy of the Economic Development and Tourism Division is to facilitate and implement regional economic development and tourism strategies as a means of promoting the County as a viable business location and place to live and visit. This is achieved by developing and delivering programs and policies that support, increase and strengthen the business communities of Perth County. We achieve this by engaging and working with our member municipalities, businesses, business organizations, community organizations, provincial and federal government partners, investors and associations. A collaborative approach is taken to ensure timely delivery of projects that will promote Perth County business development and stabilization. The Economic Development and Tourism Division strives to provide exceptional service by participating as a key partner in regional initiatives, serving as a resource to Perth County’s member communities and ensuring responsive action to inquiries and challenges facing business. This is achieved by ensuring a high level of professionalism, a proactive approach to dealing with challenges and ensuring high level of expertise and industry knowledge, as well as fostering partnerships and building relationships within and beyond Perth County. Collectively, we will continue to market our county as a sought after destination to visitors, locals and investors.

Key Customers

 County Council/Member Municipalities, staff and elected officials  County Businesses and Industry/Taxpayers/Entrepreneurs  Business Investors /Residents and Visitors  Business Associations, BIAs and Chambers of Commerce  Sector Associations (Federation of Agriculture, etc.)  Other Economic Development based organizations  Provincial Ministries  Federal Departments

Core Businesses/Services

 Respond to business start-up and investment inquiries  Promote the County as a region to invest, live, work and visit  Implement and maintain an effective Business Retention and Expansion program  Implement Workforce Development Projects addressing our labour shortage

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 Provide leadership support to member Municipalities, Businesses, Business Associations, industry and community organizations  Serve as resource and partner for local BIAs and Chambers  Lead and facilitate economic development and tourism research projects to support business and community development  Support the continued success of key economic sectors such as Agriculture and Manufacturing  Execute marketing strategies  Identify emerging trends, challenges and opportunities and design effective responses  Establish meaningful contact with other levels of government, business community, education institutions and interest groups to develop and further economic initiatives and goals  Pursue funding and manage administration of grant programs  Develop and maintain an accessible online presence including web and social media  Conduct research to gather information and identify resources to assist businesses and entrepreneurs  Engage key stakeholders to ensure community-designed strategies  Maintain and analyze statistical data about the County needed to monitor socio- economic trends  Work closely with other departments to consider economic impacts of County policies and programs  Administration of annual divisional budget and work plans

Legislated Standards

 Municipal Act, SO 2001  Ontario Regulations  County of Perth By-laws & Policies  Municipal By-laws & Official Plans  Municipal Freedom of Information and Protection of Privacy Act  Development Charges Act  Personal Information Protection and Electronic Documents Act, 2000, c.5  Provincial Policy Statement, 2014  County of Perth Official Plan  Accessibility for Ontarians with Disabilities Act (AODA)

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Economic & Business Core Programs Policy & Administration Analysis

Business Retention & Socio-economic Expansion Policy Development statistical data analysis

Marketing & Business consultation Promotion Divisional Budget and advising Member Municipal Support Grant Administration Primary research Performance Strategic Plan monitoring of implementation Grant Procurement programs Business & Investment attraction Procurement of and support Services Strategic Planning Interdepartmental Communication of Program development Economic interests Problem solving Manage Contracted Communications Staff Recruitment Communications with Communications & Member Public Relations Municipalities

Web and Social Media Presence Stakeholder & Community Engagement Media Promotion Support to BIAs, Chambers and Stakeholders Promote and maintain integrity of Perth County Brand

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Key Linkages with Strategic Plan

Economic Development is a key focus of the County 2012-17 Strategic Plan. As such a larger number of goals and actions are linked to the County Economic Development Department, Primarily Goals 1, 2 and 3 and the subsequent actions are directly tied to the delivery of economic development or have overlap with economic development programs and priorities. In addition, Economic Development interests extend into other aspects of the Corporation. Policies and regulations can have unintended economic impacts on the business community. A cohesive informed approach is important. Goal 1: Action 6- leverage the Official Plan Review as a means to attract new employment and residential growth Goal 2: Create an environment that supports and engages a diverse range of local businesses. Goal 3: Support the Continued Strength and Success of our Agricultural Businesses Goal 4: Support existing and new Opportunities to engage the County’s residents and visitors The Economic Development Program continues to grow as a result of strategic planning, research and action plans that have been developed to address issues facing businesses across Perth County: Labour Shortage issues, Youth Outmigration, Lack of resources for Newcomers, and Workforce Development to name a few. These issues have been identified in the BR+E, Labour Market Strategy and Perth4Youth Strategic Plan. As the business community has become more aware of the County and the profile of the County increases, in addition to ongoing implementation of core programs, there is a need for additional staff support.

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2019 Achievements

 Further developed a major tourism campaign – advertised in seventeen diverse province-wide publications  Distributed over 35,000 copies of the ‘Discover More’ tourism brochures  Provided on-going support to sixteen organizations, including member municipalities, BIAs and Chambers  Six Foreign Direct Investment Missions  Developed seven thematic ‘Plan Your Trip’ online tourism itineraries  Hosted eleven Business Tours across the County  Hosted four groups of tourism travel writers to Perth County  Developed two Perth County Tourism videos (Brittlestar and ‘Discover PC’)  #ProsperInPerthCounty Campaign continued: eleven youth profiles and five youth videos created  Improved the capacity to respond to foreign investor opportunities through development of marketing materials: templates, folders, fact sheets, and a ‘Sizzle Reel Video’ featuring the opportunities in Perth County  Hosted six cultural diversity training sessions for local businesses, politicians, and municipal staff.  Produced a ‘Welcome to Perth County’ video to showcase the regions’ friendly and welcoming communities, as part of our newcomer project  Produced four Economic Development and Tourism newsletters (quarterly)  Participated in three workforce development days in partnership with local school boards to promote regional opportunities to local students  Promoted and maintained Opportunity Lives Here – 980 jobs posted (Nov 2018- Nov 2019)  Hosted annual Tourism Familiarization Tour  Participated in six regional job fairs  Hosted three Community Economic Development training sessions with OMAFRA  Hosted six Ontario Business Improvement Area Association (OBIAA) Digital Main Street Business training sessions  Launched and distributed 35,000 Farm Gate Maps  Received funding from the Rural Ontario Institute for a four-month youth engagement internship  Attended two engagement days at Queens Park advocating for rural issues (workforce, lack of housing, no support for newcomers, etc.)

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Major Initiatives for 2019:

Projects Comments

Advertising Perth County as 1. STA Culinary Guide the place to visit, do 2. STA Banner Photo/Editorial business, grow and prosper 3. STA Social Media Posts We’re in the business of 4. Ontario Travel Information Centres (Posters – Sarnia, Barrie and people attraction Windsor; Outdoor Kiosk – Niagara Falls) 5. Destination Ontario Ad 6. Stratford Festival Playbill 7. Eat Drink Magazine 8. Grey Bruce Boomers 9. Summer Music Festival Ad 10. Epoch Time 2019 Travel Ontario Guide 11. Stratford Beacon Herald - Things to do in Perth 12. TripAdvisor Summer Ad Space 13. Stratford Perth Museum - Website Banner Ad 14. Stratford Perth Museum - Video Project at Festival Gazebo 15. Millbank Brochure 16. Shakespeare Map 17. Stratford Perth Museum Car Rally Route Guides Tourism Brochure 35,000 Copies were printed and distributed both regionally and at points of interest (border crossings, tourist attractions, and airports.)

Municipal/Business Support to member municipalities, BIAs and Business Associations and Association Support Chambers  North Perth Ec Dev / West Perth Ec Dev  Mitchell BIA / Milverton BIA / Millbank BIA / Listowel BIA  Rural Tourism Membership with the Stratford Tourism Alliance  Tourism Industry Association of Ontario  Economic Development Council of Ontario  Travel Media Association of Canada  Stratford and Area Human Resources Association  Stratford Area Builders Association  Listowel Win This Space Committee Southern Ontario Marketing The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of Alliance Southwestern Ontario communities, grown out of natural economic ties. This region, known as Canada's Industrial Heartland, encompasses the municipalities of Ingersoll, North Middlesex, Perth, Stratford, St. Thomas, Tillsonburg, and Woodstock. It stretches across Elgin, Middlesex, Oxford

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and Perth Counties. Shows for 2019  Site Selectors Guild  Food Processing (Expo West, Anuga)  Manufacturing (Automechanka)  Manufacturing (SEMA)  ThinkGlobal Show Tourism Itinerary We worked with 519 Tours to develop an itinerary-style road trip tourism Building/Tour Development program. These launched September 10, 2019 and will be run by coordinated by 519 Tours. You can view tour itineraries at www.519Tours.ca/Tours Online/printable theme based ‘Plan Your Trip’ tourism itinerary packages were created. Year 2 Students from the University of Waterloo Economic Development Program collected and provided the ground work and research to push this project forward. All itineraries will be available on the corporate website by December 31, 2019. The winter-based itineraries will be advertised on social media beginning in January 2020. The summer-based itineraries will be launched in the spring of 2020. Stratford Tourism/Stratford Tours has included many Perth County destinations in their Fall Road Trips blog series, on our recommendation. This series aligns well with our fall tours with Stratford Road Trips: Farm to Table Discovery Tour and Brews & Berries Shakespeare Adventure.

Experiential Tourism The Canadian Experiences Fund (CEF) supports communities across Training Program Canada as they create and enhance tourism products, facilities and experiences. Delivered through Canada's Regional Development Applied for Canadian Agencies (RDAs), this two-year Fund helps Canada's tourism sector Experience Fund from innovate and grow by providing targeted investments based on regional FedDev. priorities. Perth County staff will work with regional tourism-oriented businesses to create memorable rural tourism activities through providing experience development training to enhance product and service planning and visitor experience implementation. This destination development will support the tourism industry by engaging existing and new operators and sector champions to enable sustainable experience models for the region and encourage collaborations between tourism businesses to draw visitors. With a target of increasing tourism during traditional “shoulder seasons”, the project will have a special focus on culinary tourism in this agricultural community. It is expected developed experiences will be added to the annual update of the Perth County Farm Gate map and tourism brochures. This project address opportunities in experience development and collaboration within the sector with a view to address gaps in products and services geared toward experiential activities within our existing and new tourism sector opportunities. $119,420 (Applied for $53,170 FedDev) Economic Development and Tourism Division Page 8

Business Retention and 1. Woodcock Brothers – PS Expansion 2. Atwood Heritage – NP 3. Anna Mae’s – PE 4. Organic Oasis – PE 5. EFS Plastics – NP 6. HLA Attachments – NP 7. GABEL Electric, Plumbing and HVAC – NP 8. Continental Tire – WP 9. River Valley Golf Course – PS 10. Millbank Hardware – PE 11. Boshart Industries – PE Tourism Writer Recruitment Four groups of travel writers highlighted tourism attractions in Perth County from various points of view on different online platforms. Each writer attracted a unique and vast audience and showcased the wide variety of memorable experiences available throughout Perth County. Articles written the 2019 travel writers can be accessed at the Media Buzz page (a 2019 addition to the website): www.perthcounty.ca/en/discover/MediaBuzz.aspx.  June 6-8: Adventure and Local Food Writer  July 11-13: Travelling with a Family Writer  June 18-20: Farm Gate Exploration Writer  October 11-13: Autumn in Perth County Writer (ongoing agreement… stories with this writer group will continue to build into future seasons) Brittlestar created an exciting video promoting Perth County as a desirable tourist destination. The video featured Listowel Golf Club, Goats on 86, Lynn River Farm Store, Anna Mae’s, West Perth Wetlands, Jillians, Stonetown Cheese, and Wildwood Conservation Area.

Tourism Photography Continued to build our photo library Development

Youth Attraction Project The Prosper to Perth County project aims to attract and re-attract youth, #ProsperInPerthCounty including newcomer youth and young families, to Perth County. 5 videos featuring local youth were created (extended contract with Innertainment

who had completed the 2017/18 youth videos) and 11 youth profiles were created. All materials produced have been distributed to the Avon Maitland District School Board (AMDSB) and Huron-Perth Catholic District School Board (HPCDSB). AMDSB is delivering content directly to grade ten students in career classes, while also having creating a mandatory online module that students must complete to finish their academic year. HPCDSB invited Perth County Economic Development and Tourism staff in to present the content in various classes during November/December. 11 Youth Profiles

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1. Carter Collinson, GABEL Electric – NP 2. Drew Anger, Flight Media – PE 3. Georg Walch, Walch Family Strawberries & Farm – PS 4. Louisa Walch, Walch Family Strawberries & Farm – PS 5. Gloria Walch, Walch Family Strawberries & Farm – PS 6. Katy Walch, Walch Family Strawberries & Farm – PS 7. Eren Kizilirmakli, Continental Tire – WP 8. Sarah Jamison, Municipality of North Perth, NP 9. Ashley Brockelbank, PC - NP 10. Holdyn Lansink, Stop 23 Auto Sales – NP 11. Matthew Rae, MPP Randy Pettapiece Constituency Office - WP 5 Video Profiles 1. Keaton Willis, GABEL Electric – NP 2. Jason Wright, Quadro Communications - PS 3. Nick Poole & Ryan Bettles, Delta Power Equipment – WP 4. Taylor Winhold & Risa Bedard, Bosharts – PE 5. Beth Pilkington, Newcomer Firefighter – NP We did not receive RED funding. Total project was $20,000. Rural Ontario Institute Youth This internship helped execute the second stage of our youth project that Internship stemmed from the Perth4Youth research: ‘Prosper In Perth County: Apprenticeship, Entrepreneurs and Young Newcomers’ (AEYN).

CBC Morning Radio – Youth Retention Interview Youth Engagement Intern did six interviews with CBC stations across the province (Sudbury, Thunder Bay, Kitchener, London, Ontario Morning, and Windsor) to discuss the internship and #ProsperInPerthCounty campaign. See link below: www.cbc.ca/player/play/1561841731825 We received funding from the Rural Ontario Internship ($4,000.00)

Youth Engagement Blog This blog, featured on the corporate website, has articles celebrating opportunities and key youth champions in Perth County. Sip & Swing – Youth Youth Engagement Intern organized an event that was open to youth Networking Event between the ages of 19 – 29 who live and/or work in Perth County. The event was sold out with over 45 attendees and was very positively received. Data collected at the event reflected a desire from youth for similar events in the future.

Workforce Development Ongoing projects with stakeholders and partners Projects Joint projects with education and training partners to promote career opportunities and support resident retention and attraction.  AMDSB Career Pathways Fair -- June 26th-25th. Perth County

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hosted a booth to market the employment opportunities for youth within the region.  AMDSB Interactive Career Day – November 13th . Connected and allowed students to network through interactive displays and activities. Exposed the many opportunities available in local industries.  Joint Application for a Virtual Welder with the Technical Training Group – Successfully secured funding through Libro and the Stratford Perth Community Foundation Opportunity Lives Here Perth County Economic Development Staff continue to maintain and Website manage the Opportunity Lives Here Website for the Town of St. Marys and the City of Stratford New Instagram account started to assist in promotion of job opportunities. Currently over 594 followers. This was based on feedback from Prosper in Perth County Youth day indicating that a presence on Instagram would help reach a younger demographic interested in learning more about job opportunities in the region. Facebook: 6,862 likes, Twitter: 2,080 (updated Dec 3) Regional Ride Share Continue to support the regional rideshare program

Commute Ontario Program Supported the Commute Ontario Program – Partnership agreement signed. The kick-off conference in April 2019 signaled the commencement of the program. We received promotional items and materials when the program launched to help advertise Webinars for businesses occurred on June 26 and July 10th. Tourism /Economic The annual tour took place on May 28, 2019 and had 55 people Development Familiarization participate, with stops at the following locations: Tour 1. Stratford Perth Museum 2. West Perth Demonstration Forest 3. Atwood Heritage 4. Anna Mae’s Bakery & Restaurant 5. Organic Oasis Farm Store 6. Brocksden School House (Lunch) 7. Lynn River Farm – provided a locally sourced meal 8. Shakespeare Brewing Company - provided beverages 9. McCully’s Hill Farm 10. River Valley Golf Course Tradeshows/Newcomer Bus Participated in consumer tradeshows promoting Perth County as a Tours/Events /Job destination, and job fairs across the GTA and Southern Ontario to Fairs/College & University promote available jobs. Fairs Erwin Hymer Job Fair – March 7 - Joint Booth with North Perth (400 job seekers)

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London Works Job Fair – April 16, 2019 (2,500 job seekers) Epoch Times – Travel and Investment Fair – Mary 4 & 5 North Perth Home Show – May 9 - 11 London Works Job Fair – September 24 (2,500 job seekers) NCP Job Fair Mississauga – November 19 (350 job seekers)

Community Economic Milverton – March 19, 2019 - 2:00pm - 4:00pm Development Training Mitchell – March 27th, 2019 - 2:00pm - 4:00pm & 7:00pm - 9:00pm Digital Main Street Business Providing training to assist local businesses to improve their digital skills Training Sessions and increase their online presence. June 10 – Small Business Website - 21 participants July 15 – SEO Fundamentals – 24 particpants August 12 – Social Media for Small Business – 18 participants September 16 – Maximize your online advertising and digital marketing budget – 26 particpants Presentations/Outreach North Perth Mayor’s Taskforce on Labour Reliability BA5 Local Food Sponsorship – Stratford Perth Museum Rural Ontario Institute Webinar on Youth Attraction & Retention Huron Perth Association of Realtors AGM - Speaker Technical Training Group AGM – Keynote Speaker Grand Bend Horticultural Society – Speaker Rural Ontario Institute ‘Measuring Rural Community Vitality Showcase’ – Speaker

Business Directory Updated Updated new businesses, old and CASSL consent (annual).

Farm Gate Map Printed 35,000 copies of this map and distributed it locally, and within day-tripping distance. Online interactive map available at www.perthcounty.ca/farmgate.

Stratford Festival Gazebo Created a two minute video highlighting Perth County as a desirable Video/Stratford Perth tourism destination just minutes outside of Stratford, to be played at the Museum Partnership Project outdoor media gazebo by the Stratford Festival entrance. This video has the potential to be seen by 500,000+ attendees of the festival. The video further promotes our Discover More brand with a special focus on discovering more shopping, flavour, and outdoor adventures.

Newcomer Huron Perth Perth County Economic Development continues to chair this committee, Settlement Committee and develop the agenda and minutes. The Newcomer Brochure was completed as a partnership with Huron County. It has been distributed locally and is available online at: www.perthcounty.ca/en/doing-business/resources/HP-NewcomerBro- Web.pdf

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Ontario Trillium Foundation: Application being written and will be submitted January 6th, 2020. Youth Friendly Community Designation This designation will signal to residents and newcomers that Perth County is a youth friendly community and offers opportunity for growth. Four County Labour Market Manager of Economic Development and Tourism is a Director on the Planning Board Four County Labour Market Planning Boards, Board of Directors.

Technical Training Group Manager of Economic Development and Tourism is a Director on the Technical Training Group, Board of Directors.

Stratford Tourism Alliance Tourism Officer is an ex officio Director on the Stratford Tourism Alliance Board of Directors

Connect2Skills Economic Development/Communications Officer sits on the Connect2Skills Program Committee to help get Perth County residents who are currently unemployed or underemployed in the manufacturing sector.

Workforce Development The Economic Development/Communications Officer is the chair of the Taskforce Perth County Workforce Development Taskforce

Government Relations and Queen’s Park Engagement Days Advocacy Attended Queen’s Park engagement days held by the Economic Developers Council of Ontario (February 25, 2019) and Tourism Industry Association of Ontario (March 5, 2019) met with several MPP’s to discuss workforce development and infrastructure issues across the province.

Perth County Federation of Agriculture/Randy Pettapiece’s - Perth County Rural Farm Tour Attended Randy Pettapiece’s Rural Farm Tour, to speak with agriculture industry representatives and advocate for the needs of agriculture-based economies – more widely, rural Ontario – with MPP’s and staff from Queen’s Park. Perth County provided 50 bags for attendees, filled with recent publications and other promotional items. EDCO Stakeholder Relations Joined the EDCO Stakeholder Relations Committee for 2019/2020. Committee North Perth Chamber of Perth County sponsored a hole at the North Perth Chamber of Commerce Commerce Golf Tournament Golf Tournament on Wednesday June 19, 2019 at the Listowel Golf and Country Club. This event also provided the opportunity to engage in an open dialogue to discuss business expansion and retention opportunities with local NP businesses. Rural Innovation Roundtable Curated by Small Economy Works, hosted with Rural Ontario Institute, and supported by Ontario Trillium Foundation, this roundtable looked at the changing rural context and opportunities to blend social finance, up- skilling, and entrepreneurship. The event was attended by stakeholders in rural Ontario and provided an opportunity for Perth County to discuss Economic Development and Tourism Division Page 13

workforce development.

University of Waterloo Provided case studies for students of the Economic Development Economic Development Certificate Program. Economic Development and Tourism staff met with Certificate Program Student students and later, provided feedback on their presentations. Some Projects findings and suggestions have been implemented in aspects of on-going projects. Year One:  Newcomers in Perth County  FDI marketing materials Year Two:  Farm Gate Tourism Signage – Perth South Pilot Program  Tourism Itineraries World Council on City Data Perth County, along with several neighbouring Counties, has been (WCCD) ISO 37120 interested in pursuing ISO 37120 Certification through the World Council Certification on City Data (WCCD). On October 23, the Economic Development / Communications Officer attended a presentation by Dr. Patricia McCarney, the President and CEO of WCCD. Peter Smith from the Canadian Centre for Rural Creativity will be following up with all regional partners in the area who attended to see if a coordinated effort to seek funding for this project could occur. For more information about the program, visit: www.dataforcities.org/wccd Available Lands/EcDev Map We’re working in partnership with the Huron Perth Association of Realtors to map available properties using Perth County’s GIS platform. This project will help better promote commercial property investment opportunities available across Perth County. Currently awaiting access to the RETS feed to establish the connection. Sample data agreement received and under review by County IT. Working to establish a data connection in 2019 with map under development in 2020. FDI Educational/Inventory of Collect information on behalf of SOMA about post-secondary education Available Lands Research institutions and available industrial land opportunities in the SOMA region. The goal was to pull together a comprehensive list to be added to marketing material to help inform foreign Direct Investment missions. Welcoming Community While hosted by the Stratford Library, Perth County will have a presence Nights at two of these events in the upcoming year. Engaging with those new to the area and informing them about the opportunities in Perth County.  Sept 26, 2019  May 28, 2020 Mitchell BIA Business Assisted the Mitchell BIA with interconnectivity to the Perth County Directory business directory to identify their membership. Stratford Perth Museum Car As an event sponsor, Economic Development and Tourism staff worked Rally in partnership with the Stratford Perth Museum to host a historic car rally. Participants interacted with guides and reenactors who provided interesting facts and stories about Perth County while sampling local food and drink. Economic Development and Tourism Division Page 14

Ontario Immigration Perth County continued to work with the Ministry of Economic Nominee Program Development Job Creation and Trade and hosted four roundtable Stakeholder Roundtables sessions on July 10th and 11th. The Ontario Immigrant Nominee Program with the Ministry of (OINP), an immigration program designed to help Ontario meet its labour Economic Development , market and economic development priorities, is part of the Ontario Job Creation and Trade Ministry of Economic Development, Job Creation and Trade portfolio. The program allows Ontario to nominate, for permanent residence, individuals who have the skills and experience to contribute to Ontario’s economy, and assists employers in recruiting and retaining foreign workers. July 10 - 10:00am- Noon / July 10 - 2:00pm-4:00pm July 11 - 10:00am- Noon / July 11 - 2:00pm-4:00pm Corporate Communications On a continued basis, staff completed the following activities and provided on-going support related to communication for all departments and politicians:  Warden’s/Council Remarks for events  PerthCounty.ca Website o Approved Event Submissions o Content Approvals/Editing o Posted Notices of Office Closures o Posted other main-page alert banner (public engagement sessions, incidents, etc.)  Staff support – assisted and advised staff on communications related components to a variety of projects and events (AMO Conference Delegations, New Official Plan, New Strategic Plan, Budget 2020 public engagement)  Social Media o Posted relevant content to social media (Facebook and Twitter) about Corporate initiatives and activities o Created Facebook event pages to manage and encourage public engagement o Monitored contributor posts for consistency and quality of content o Monitored comments, tags, etc. o Monitored and share relevant content from member municipalities and key partners o Posted office closure information o Developed content to educate and elevate the visibility of the Corporation and its functions in the community o Managed lists of posting authorities o LinkedIn – managed corporate page, posted jobs and relevant corporate activities  Media/News Releases o Drafted press releases as needed o Reviewed and edited press releases generated by other divisions o Responded and directed media inquiries accordingly o Updated and maintained local media contact list o Reviewed and proofread wording for printed material and press releases to ensure a cohesive tone is maintained  Bang The Table Economic Development and Tourism Division Page 15

o Set up and maintained Engagement HQ pages o Monitored comments and input on Engagement HQ pages o Acted as a resource for staff in the creation and maintenance of projects through Engagement HQ o Generated activity/response reports for projects o Provided staff support and training for projects  Training o Acted as a resource for staff for internal and external communications o Provided training and coaching on communications best practices and procedures (particularly regarding social media) o Communications support and resource for member municipalities o Collaborated and worked jointly to support communications efforts of member municipalities as well as partner initiatives with Stratford and St. Marys o Coached businesses in social media assistance o Trained County Staff on Website and Engagement HQ North Perth – Welcome Economic Development and Tourism staff created 50 bags filled with Wagon Bags publications and promotional items for newcomers and new homeowners in the Municipality of North Perth. Promotional Community  Stratford Chamber Golf Tournament Support Sponsorships  RE-Max Golf Tournament  Innkeepers Dinner  Japan Society of Canada Golf Tournament  Association of Roads Supervisors  Listowel Kinsmen Casino Night  West Perth Youth Action Council’s Amazing Race  Economic Developer Council of Ontario Conference sponsorship basket  Sip & Swing Youth Networking Event  North Perth Chamber Golf Tournament  Facebook Contests (various)  Community Living – Stratford and Area Golf Tournament  Perth East Youth Action Council’s Amazing Race  Cystic Fibrosis Stratford and Area Baseball Tournament  Community Living Stratford and Area Golf Tournament  Aspire to Inspire Women – A Celebration of Women  West Perth Economic Development Committee Breakfast  Stratford Tourism Alliance – Flavours of Perth County basket Win This Space – Listowel Continues to assist and sponsor the Listowel BIA’s Win This Space program as part of the Committee. The project commenced on September 25, 2019 and is on-going. Perth South Farm Gate Perth County Economic Development and Tourism staff worked with Program Perth South staff to create a farm gate signage program for participating vendors within the Township of Perth South. This program included

Economic Development and Tourism Division Page 16

organizing promotional items and options.

Business Resources Created a one-page post card to provide business resources available in Postcard Perth County.

Major Initiatives for 2020:

2020 Goals / Objectives Comments

Advertising Perth County as Advertising, direct marketing, web and social media, strategically the place to do business, marketing Perth County as a great place to visit, grow and prosper. grow, and prosper

Tourism Brochure Tourism brochure promoting tours, trails, programs and activities

Municipal/Business Support to Member Municipalities, BIAs and Business Associations and Association Support Chambers 1. North Perth Ec Dev / West Perth Ec Dev 2. Mitchell BIA / Milverton BIA / Millbank BIA / Listowel BIA 3. Rural Tourism Membership with the Stratford Tourism Alliance 4. Tourism Industry Association of Ontario 5. Economic Development Council of Ontario 6. Travel Media Association of Canada 7. Stratford and Area Human Resources Association 8. Stratford Area Builders Association 9. Listowel Win This Space Committee 10. North Perth Chamber of Commerce 11. Stratford Chamber of Commerce 12. Huron Perth Association of Realtors 13. Southwestern Ontario Marketing Alliance Membership

Southwestern Ontario The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of Marketing Alliance Southwestern Ontario communities, grown out of natural economic ties. This region, known as Canada's Industrial Heartland, encompasses the municipalities of Ingersoll, North Middlesex, Perth, Stratford, St. Thomas, Tillsonburg, and Woodstock. It stretches across Elgin, Middlesex, Oxford and Perth Counties.

SOMA Membership: Shows Planned for 2020 1. World Ag Expo 2. Expo West 3. Site Selectors Guild 4. ConXpo 5. SEMA

Economic Development and Tourism Division Page 17

Professional Development Ontario Tourism Marketing Partnership Corporation Fall Conference – Tourism Officer Economic Developers Council of Ontario Conference 2020 – Manager of Economic Development and Tourism Economic Developers Council of Ontario Conference 2020 – Economic Development Officer MISC. Local Economic Development and Tourism Conference

Workforce Engagement & The goal of this Workforce Engagement & Attraction Project (WEAP) is to Attraction Project (WEAP) take a creative approach to tackling the persistent workforce challenges experienced by employers in rural Perth County. We are tackling this in Applied for RED. two ways: First, there are a number of large employers in Perth County who have a significant number of employees who commute in from neighbouring cities. In fact, there are employers who have regular busses that bring in workers from the GTA (Mississauga, Brampton, etc.) in order to fill their labour needs. We plan to host on-site lunches at several employers across the County to showcase information about the region and entice workers to consider building their life in Perth County. By settling in our region they can reduce commute times, take advantage of our affordable housing, as well as bring families who could also assist in filling the labour shortage. Secondly, we plan to engage with recent local graduates and young professionals by creating networking opportunities through youth engagement events. This allows them to grow their network in Perth County and recognize the value of building a life in our region. In 2019 we hosted a pilot youth networking event in North Perth. The event was well received and the youth and young professionals involved expressed a need for similar events to continue across the County. This need was also expressed in our research during the Perth4Youth and Labour Market Strategy projects

$37,500.00 (Applied for RED Funding for $18,750.00)

Best Practice and Training The Best Practice and Training Brunch Series (BPTBS) project aims to Brunch Series (BPTBS) educate and inform local businesses and assist with the attraction and project retention of labour to Perth County. We will host a brunch series consisting of a mix of training and informative presentations relevant to Applied for RED. the business community in Perth County. By hosting these sessions over breakfast, it allows small business owners and entrepreneurs to continue with their day and not require a full day out of the office. In addition to the professional training sessions, we plan to draw informational speakers and panelists from within the community and surrounding areas to speak about their best practices and how their business is succeeding through strategic attraction and retention of their workforce. We know of many local businesses who, in the face of a labour shortage, seem so have innovative solutions to assist with their challenges. By inviting them to speak and share their information, we can help to remove barriers through educating and improving the overall business community in Perth County. $40,000 (Applied for RED funding for $20,000) Economic Development and Tourism Division Page 18

CanExport Community Applied for the creation of Sector profiles to add FDI collateral. In Investments 2020 addition, attending targeted site selection conferences (e.g.: Site Application (Formerly ICCI) Selectors Guild, Invest Canada, World Economic Forum and World Forum for FDI). $20,000 (Applied for ICCI funding for $10,000) Tourism Writer Recruitment Focus resources on promoting media writers to our area, encouraging them to write stories on their experiences here. Experiential Tourism Perth County staff will work with regional tourism-oriented businesses to Training Program create memorable rural tourism activities through providing experience development training to enhance product and service planning and visitor Applied for Canadian experience implementation. This destination development will support the Experience Fund from tourism industry by engaging existing and new operators and sector FedDev. champions to enable sustainable experience models for the region and encourage collaborations between tourism businesses to draw visitors. With a target of increasing tourism during traditional “shoulder seasons”, the project will have a special focus on culinary tourism in this agricultural community. It is expected developed experiences will be added to the annual update of the Perth County Farm Gate map and tourism brochures. $119,420 (Applied for $53,170 from FedDev)

Partners in Employment Provide support to Partners in Employment to assist the transition of Funding Support Youth youth from educational institutions to employment. (Committed to support Employment Transition $2500)

Business Retention and Business Tours (12 per year) Expansion

Tourism Photography Continue to build our photo library Development

Economic Development Continue to produce quarterly newsletters Newsletters

Workforce Development Ongoing projects with stakeholders and partners Projects (Schoolboard Joint projects with education and training partners projects) Promote career opportunities, support youth retention by supporting the mobile learning lab with TTG/AMDSB/Huron County/InvestStratford

OLH Website Maintenance Perth County Economic Development Staff will continue to maintain and manage the Opportunity Lives Here Website for the Town of St. Marys and the City of Stratford Revenue: $5,000 – Town of St. Marys $5,000 – InvestStratford Gateway Signage Revitalize County gateway signage to reflect current branding. Add gateway signage to major county entry ways.

Regional Rideshare/Rural Continue to support the Regional Rideshare Program and the Commute Transportation Ontario Program.

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TMAC Munch and Mingle Expansion of tourism network and contents – along with sharing best Road Trip practices in the industry.

Local Champion Organize a familiarization tour for front line staff, municipal staff and Familiarization Tour stakeholders.

Stratford Festival Gazebo Created a two minute video highlighting Perth County as a desirable Video/Stratford Perth tourism destination just minutes outside of Stratford, to be played at the Museum Partnership Project outdoor media gazebo by the Stratford Festival entrance. This video has the potential to be seen by 500,000+ attendees of the festival. The video further promotes our Discover More brand with a special focus on discovering more shopping, flavour, and outdoor adventures.

Promotional Material Purchase promotional items to hand out during events and for regional promotion.

Tradeshows/Job Fairs/Bus 1. Rendez Vous Canada Tours Participate and promote Perth County at Rendez Vous Canada as it provides opportunities to forge new contacts and strengthen existing partnerships, gain the inside track on Canadian tourism and where it’s headed. Perth County will learn new and creative ways to market our region to a global audience through Destination Canada’s innovative, research-driven marketing programs. 2. New Grad Job Fairs Continue to participate in consumer tradeshows promoting Perth County as a destination, job fairs across the GTA and Southern Ontario to promote available jobs

Corporate Communications Continue to support on-going activities related to communication for all departments and politicians:  Warden’s/Council Remarks for events  PerthCounty.ca Website o Approve Event Submissions o Content Approvals/Editing o Post Notices of Office Closures o Post other main-page alert banner (public engagement sessions, incidents, etc.)  Staff support – assist and advise staff on communications related components to a variety of projects and events (AMO Conference Delegations, New Official Plan, New Strategic Plan, Budget 2020 public engagement)  Social Media o Post relevant content to social media (Facebook and Twitter) about Corporate initiatives and activities o Create Facebook event pages to manage and encourage public engagement o Monitor contributor posts for consistency and quality of content o Monitor comments, tags, etc. o Monitor and share relevant content from member municipalities and key partners o Post office closure information o Develop content to educate and elevate the visibility of Economic Development and Tourism Division Page 20

the Corporation and its functions in the community o Manage lists of posting authorities o LinkedIn – managed corporate page, post jobs and relevant corporate activities  Media/News Releases o Draft press releases as needed o Review and edit press releases generated by other divisions/departments o Respond and direct media inquiries accordingly o Update and maintain local media contact list o Review and proofread wording for printed material and press releases to ensure a cohesive tone is maintained  Training o Act as a resource for staff for internal and external communications o Provide training and coaching on communications best practices and procedures (particularly regarding social media) o Communications support and resource for member municipalities o Collaborate and work jointly to support communications efforts of member municipalities as well as partner initiatives with Stratford and St. Marys o Coach businesses in social media assistance o Train County Staff on Website and Engagement HQ Perth County Brand Maintain integrity of the Perth County brand and provide support and Champions approvals to all divisions/departments and staff to ensure colours/logo placement/use and verbiage represents the Perth County brand values.

Promotional Community Donate ‘Taste/Travel Perth County’ Gift baskets to various events, Support Sponsorships community groups, to promote our region and support Perth County businesses.

Government Advocacy for Participate in Queen’s Engagement days with EDCO, TIAO, and Perth Rural Perth County County Federation of Agriculture/Randy Pettapiece Rural Farm Day. Take every opportunity to engage with local politicians, MPP, MP’s to discuss rural issues such as transportation, housing, workforce development, etc.

Partnership with the Provided case studies for students of the Economic Development University of Waterloo Certificate Program. Economic Development and Tourism staff tailors Economic Development projects for the University of Waterloo students that can be implemented Program in Perth County. Some findings and suggestions have been implemented in aspects of on-going projects such as tourism itinerary, Perth South Farm Gate Signage Program, FDI one page information spec sheets.

Available Lands/EcDev Map We’re working in partnership with the Huron Perth Association of Realtors to map available properties using Perth County’s GIS platform. This project will help better promote commercial property investment opportunities available across Perth County. Currently awaiting access to the RETS feed to establish the connection. Sample data agreement received and under review by County IT. Working to establish a data connection in 2019 with map under development in 2020.

Economic Development and Tourism Division Page 21

FDI Educational/Inventory of Collect information on behalf of SOMA about post-secondary education Available Lands Research institutions and available industrial land opportunities in the SOMA region. The goal was to pull together a comprehensive list to be added to marketing material to help inform foreign Direct Investment missions.

Welcoming Community Perth County will have a presence at the Stratford Library Welcoming Nights Community Nights. Engaging with those new to the area and informing them about the opportunities in Perth County.

Newcomer Huron Perth Perth County Economic Development will continue to chair of this Settlement Committee committee, develop the agenda and minutes.

Immploy Perth County has been working with Immploy and the Economic Development and Communications Officer currently sits on the Leadership Council.

Ontario Food Cluster - Chair The Ontario Food Cluster attracts international investment to its thriving cluster of 3,000 food and beverage companies. Ontario is one of North America’s largest agri-food sectors. Companies locate here because they are close to more than 200 agricultural commodities and a market of 460 million customers. Annual Business Directory Update new businesses, old and CASSL consent while tracking Update employment numbers and improving communication with our business community.

Ontario Trillium Foundation: Application being written and will be submitted January 6th, 2020. Youth Friendly Community This designation will signal to residents and newcomers that Perth Designation County is a youth friendly community and offers opportunity for growth.

Four County Labour Market Manager of Economic Development and Tourism is a Director on the Planning Board Four County Labour Market Planning Boards, Board of Directors

Technical Training Group Manager of Economic Development and Tourism is a Director on the Four County Labour Market Planning Board

Connect2Skills Economic Development/Communications Officer sits on the Connect2Skills Program Committee to help get Perth County residents who are currently unemployed or underemployed in the manufacturing sector.

Stratford Tourism Alliance Tourism Officer is a Director on the Stratford Tourism Alliance Board of Directors

Develop an Economic ON HOLD –Waiting for Corporate Strategic Plan to be completed Development and Tourism Strategic Plan

Economic Development and Tourism Division Page 22

Financial Allocation/Deployment Plan

Service FTE Requirements by Year 2019 2020 2021 2022 Economic Development and Tourism Division

Total Program FTE 3.04 3.7 3.7 3.7 Requirements

Significant Variances  Nothing significant identified. 2020 Includes an additional summer student.

Training and Development

 Annual association conferences  Annual EDCO Conference for Manager of Economic Development and Tourism  Annual EDCO Conference for Economic Development/Communications Officer  Annual Destination Ontario Conference for Tourism Officer  Sector specific workshops or training provided by Ministry (OMAFRA, Ministry of Economic Development)  Various training workshops pertinent to position

Economic Development and Tourism Division Page 23

County of Perth 15 ECONOMIC DEVELOPMENT & TOURISM 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4050 Conditional Grants ‐ Federal $0 $0 $53,170 $53,170 0.0% 53,170 0.00% $53,170 $0 4060 Conditional Grants ‐ Provincial $27,750 $27,750 $50,750 $23,000 (82.9%) 23,000 (82.88%) $7,000 $7,000 4070 Other Municipal $10,000 $10,000 $10,000 $0 0.0% 0 0.00% $10,000 $10,000 4140 Other Income $0 $8,000 $0 $0 0.0% (8,000) 100.00% $0 $0 Subtotal Revenue : $37,750 $45,750 $113,920 $76,170 68,170 $70,170 $17,000 201.77% (38.40%) (312.76%) Expenses 5000 Salaries $196,030 $198,943 $229,647 $33,617 17.1% 30,704 15.43% $244,062 $254,616 Refer to Salary Analysis 5010 CPP Expense $7,825 $7,779 $9,648 $1,823 23.3% 1,869 24.03% $10,353 $11,121 5020 EI Expense $3,510 $3,482 $4,052 $542 15.4% 570 16.37% $4,185 $4,292 5030 EHT Expense $3,823 $3,971 $4,478 $655 17.1% 507 12.77% $4,759 $4,965 5040 OMERS $17,414 $15,379 $20,729 $3,315 19.0% 5,350 34.79% $22,422 $23,619 5060 Health Benefits $15,234 $13,778 $17,942 $2,708 17.8% 4,164 30.22% $18,336 $18,618 5100 Advertising $54,567 $53,671 $63,867 $9,300 17.0% 10,196 19.00% $63,867 $63,867 Continue with our tourism marketing with the additon of an ad in the Enroute Magazine and an a feature ad in the Epoch Times magazine.

5140 Courier $0 $0 $500 $500 0.0% 500 0.00% $500 $500 Segregated cost related to courier. Not segregated in the past

5150 Insurance $1,209 $1,209 $1,348 $139 11.5% 139 11.50% $1,402 $1,458 5210 Memberships $43,179 $42,037 $43,179 $0 0.0% 1,142 2.72% $43,179 $43,179 5220 Mileage $15,000 $12,763 $15,000 $0 0.0% 2,237 17.53% $15,000 $15,000 5250 Office Supplies $1,050 $1,183 $1,000 ($50) (4.8%) (183) (15.47%) $1,000 $1,000 Based on 5 year average 5260 Photocopying $0 $0 $3,200 $3,200 0.0% 3,200 0.00% $3,300 $3,400 Related to leased printer use. Previously expensed by Planning Division

5280 Professional Development $6,300 $5,982 $6,300 $0 0.0% 318 5.32% $6,300 $6,300 5300 Special Projects $137,281 $136,271 $172,250 $34,969 25.5% 35,979 26.40% $94,750 $28,500 Increase do the Experiencial Tourism FEDEV Funding application

5320 Telecommunications $4,000 $2,505 $4,000 $0 0.0% 1,495 59.68% $4,000 $4,000 5402 Interdepartmental Charges ‐ Overhead $47,188 $43,217 $54,953 $7,765 16.5% 11,736 27.16% $67,142 $69,536 5404 Interdepartmental Charges ‐ Rent $18,164 $18,164 $17,421 ($743) (4.1%) (743) (4.09%) $17,421 $17,421 6495 Rural Transportation $2,250 $2,250 $2,000 ($250) (11.1%) (250) (11.11%) $2,000 $2,000 6580 Public Relations $10,500 $8,062 $12,000 $1,500 14.3% 3,938 48.85% $12,000 $12,000 County requested that the Tourism Media Assocation do a Familiarization tour in Perth County in 2020 and increased our public relations money to support that iniaitive

6585 Promotional Items $5,000 $4,737 $5,000 $0 0.0% 263 5.55% $5,000 $5,000 6775 Tradeshows $10,000 $9,967 $10,000 $0 0.0% 33 0.33% $10,000 $10,000 Subtotal Expenses : $599,524 $585,350 $698,514 $98,990 113,164 $650,978 $600,392 16.51% (6.81%) (7.77%) Refer to Salary Analysis Net Levy Requirement $561,774 $539,600 $584,594 $22,820 44,994 $580,808 $583,392 4.06% (0.65%) 0.44%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth 41 PLANNING 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4120 Fees $99,200 $140,600 $123,550 $24,350 (24.5%) (17,050) 12.13% $123,550 $123,550 Based on past 3 years application history 4140 Other Income $1,000 $0 $0 ($1,000) 100.0% 0 0.00% $0 $0 4450 Transfer from Reserve ‐ Levy Stabilizati $205,000 $125,520 $85,000 ($120,000) 58.5% (40,520) 32.28% $60,000 $60,000 4660 Transfer from Reserve ‐ Planning Photoim $0 $0 $7,500 $7,500 0.0% 7,500 0.00% $0 $0 Subtotal Revenue : $305,200 $266,120 $216,050 ($89,150) (50,070) $183,550 $183,550 (29.21%) (15.04%) 0.00% Based on past 3 years application history Expenses 5000 Salaries $220,183 $223,676 $179,403 ($40,780) (18.5%) (44,273) (19.79%) $191,769 $204,831 Refer to Salary Analysis 5010 CPP Expense $8,731 $8,335 $6,251 ($2,480) (28.4%) (2,084) (25.00%) $6,669 $7,163 5020 EI Expense $3,923 $3,713 $2,616 ($1,307) (33.3%) (1,097) (29.54%) $2,703 $2,771 5030 EHT Expense $4,296 $4,471 $3,498 ($798) (18.6%) (973) (21.76%) $3,740 $3,994 5040 OMERS $21,534 $18,535 $18,176 ($3,358) (15.6%) (359) (1.94%) $19,770 $21,464 5060 Health Benefits $12,599 $14,874 $12,821 $222 1.8% (2,053) (13.80%) $13,165 $13,528 5130 Consultant Fees $0 $0 $3,750 $3,750 0.0% 3,750 0.00% $1,250 $1,250 Consulting related to peer review opinions at the County level. Rplaces OPA expenses and Subdivision Approval Expense accounts

5140 Courier $0 $4 $0 $0 0.0% (4) (100.00%) $0 $0 5150 Insurance $1,466 $1,466 $1,454 ($12) (0.8%) (12) (0.82%) $1,512 $1,572 5190 Legal $38,000 $4,000 $88,000 $50,000 131.6% 84,000 2,100.00% $2,000 $2,000 38,000 from 2019 carry over as OPA 129/10 postponed until 2020 plus 50,000 for expected new OPA LPAT hearing(s)

5200 Meal Allowance $400 $273 $1,000 $600 150.0% 727 266.30% $1,000 $1,000 2 planners @ 2 meeting/month @ $20 each 5210 Memberships $2,500 $732 $1,650 ($850) (34.0%) 918 125.41% $1,650 $1,650 2 OPPI memberships @750 + 1 OACA membership @ 150

5220 Mileage $5,650 $4,843 $4,150 ($1,500) (26.5%) (693) (14.31%) $4,150 $4,150 5230 Miscellaneous Expense $250 $0 $200 ($50) (20.0%) 200 0.00% $200 $200 5250 Office Supplies $1,800 $1,834 $1,800 $0 0.0% (34) (1.85%) $1,800 $1,800 5260 Photocopying $4,200 $4,720 $3,000 ($1,200) (28.6%) (1,720) (36.44%) $3,000 $3,000 Adjustment of cost shared with Economic Development

5270 Postage $1,200 $916 $1,000 ($200) (16.7%) 84 9.17% $1,000 $1,000 5280 Professional Development $6,000 $1,694 $6,000 $0 0.0% 4,306 254.19% $6,000 $6,000 5300 Special Projects $7,500 $0 $7,500 $0 0.0% 7,500 0.00% $0 $0 $7,500 Planning and photo imagery purchase. 5310 Subscriptions $1,500 $178 $1,000 ($500) (33.3%) 822 461.80% $1,000 $1,000 decreased by $500 no longer subscribing to LPAT reports as of 2017

5320 Telecommunications $1,712 $672 $600 ($1,112) (65.0%) (72) (10.71%) $600 $600 decrease due to fewer planners and lower rate plan 5402 Interdepartmental Charges ‐ Overhead $43,968 $40,269 $60,594 $16,626 37.8% 20,325 50.47% $38,019 $36,004 5404 Interdepartmental Charges ‐ Rent $35,802 $35,802 $34,362 ($1,440) (4.0%) (1,440) (4.02%) $34,362 $34,362 5660 Transfer to Reserve ‐ Planning Photoimag $2,000 $2,000 $0 ($2,000) (100.0%) (2,000) (100.00%) $0 $0 Photoimagery reserve has sufficient funds to purchase new photos 5 year in the future ‐ 2025

6160 County Official Plan Expenses $153,000 $85,617 $85,000 ($68,000) (44.4%) (617) (0.72%) $30,000 $30,000 Official plan will continue into 2020 6490 OPA Expenses $500 $0 $0 ($500) (100.0%) 0 0.00% $0 $0 6580 Public Relations $750 $36 $300 ($450) (60.0%) 264 733.33% $300 $300 Subtotal Expenses : $579,464 $458,660 $524,125 ($55,339) 65,465 $365,659 $379,639 (9.55%) (30.23%) 3.82% Refer to Salary Analysis Net Levy Requirement $274,264 $192,540 $308,075 $33,811 115,535 $182,109 $196,089 12.33% (40.89%) 7.68%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

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SAVERYS READY INDEA DIVOERS County of Perth 12 CLERK 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4080 Other Municipal ‐ City of Stratford $0 $0 $15,000 $15,000 0.0% 15,000 0.00% $15,000 $15,000 Accessibility services performed for City of Stratford 4150 Interdepartmental Revenues $637,365 $499,746 $750,369 $113,004 (17.7%) 250,623 (50.15%) $711,217 $736,535 Subtotal Revenue : $637,365 $499,746 $765,369 $128,004 265,623 $726,217 $751,535 20.08% (5.12%) 3.37% Accessibility services performed for City of Stratford Expenses 5000 Salaries $389,957 $322,496 $467,447 $77,490 19.9% 144,951 44.95% $439,577 $459,970 Refer to 2020 Salary Analysis 5010 CPP Expense $13,988 $11,588 $16,832 $2,844 20.3% 5,244 45.25% $15,060 $16,183 5020 EI Expense $6,311 $5,237 $7,133 $822 13.0% 1,896 36.20% $6,128 $6,287 5030 EHT Expense $7,604 $6,311 $9,115 $1,511 19.9% 2,804 44.43% $8,572 $8,970 5040 OMERS $41,159 $20,290 $49,496 $8,337 20.3% 29,206 143.94% $47,724 $50,276 5060 Health Benefits $29,829 $18,318 $36,830 $7,001 23.5% 18,512 101.06% $32,502 $33,083 5100 Advertising $4,250 $122 $4,750 $500 11.8% 4,628 3,793.44% $4,750 $4,750 5150 Insurance $2,483 $2,483 $2,703 $220 8.9% 220 8.86% $2,811 $2,923 5190 Legal $15,500 $4,873 $15,500 $0 0.0% 10,627 218.08% $15,500 $15,500 5200 Meal Allowance $350 $36 $350 $0 0.0% 314 872.22% $350 $350 5210 Memberships $1,505 $548 $2,305 $800 53.2% 1,757 320.62% $2,305 $2,305 5220 Mileage $3,690 $2,224 $6,349 $2,659 72.1% 4,125 185.48% $6,349 $6,349 5230 Miscellaneous Expense $100 $191 $100 $0 0.0% (91) (47.64%) $100 $100 5250 Office Supplies $1,800 $2,007 $1,800 $0 0.0% (207) (10.31%) $1,800 $1,800 5270 Postage $120 $92 $120 $0 0.0% 28 30.43% $150 $150 5280 Professional Development $12,160 $6,103 $14,455 $2,295 18.9% 8,352 136.85% $14,455 $14,455 5300 Special Projects $14,000 $10,544 $8,850 ($5,150) (36.8%) (1,694) (16.07%) $5,850 $5,850 Records management project and accessibility intiatives

5310 Subscriptions $795 $508 $795 $0 0.0% 287 56.50% $795 $795 5320 Telecommunications $9,963 $5,936 $9,963 $0 0.0% 4,027 67.84% $9,963 $9,963 Municipal 511, Notification, Mapping and Interoperability Systems

5330 Telephone $1,000 $0 $0 ($1,000) (100.0%) 0 0.00% $0 $0 5404 Interdepartmental Charges ‐ Rent $16,651 $16,651 $26,356 $9,705 58.3% 9,705 58.28% $26,356 $26,356 5406 Interdepartmental Charges ‐ Fleet $0 $0 $12,000 $12,000 0.0% 12,000 0.00% $12,000 $12,000 Annual rent related to CEMC new vehicle budget in 2020. Refer to Fleet capital budget

6020 Accessibility Advisory Committee $0 $0 $9,220 $9,220 0.0% 9,220 0.00% $9,220 $9,220 6150 Protective Equipment $500 $230 $500 $0 0.0% 270 117.39% $500 $500 6565 Weed and Tree Inspections $52,000 $53,997 $52,000 $0 0.0% (1,997) (3.70%) $53,000 $53,000 Weed and Tree Inspector 6580 Public Relations $2,850 $1,014 $1,600 ($1,250) (43.9%) 586 57.79% $1,600 $1,600 Weather, Partner Events, Info Sessions, Emergency Preparedness Week Events, Partnership Meetings. Items relating to the ACC Committee

6760 Tools and Equipment $800 $1,088 $800 $0 0.0% (288) (26.47%) $800 $800 EOC & Site IMS Supplies 6770 Training $8,000 $6,860 $8,000 $0 0.0% 1,140 16.62% $8,000 $8,000 BEM, IMS and EOC Courses Subtotal Expenses : $637,365 $499,747 $765,369 $128,004 265,622 $726,217 $751,535 20.08% (5.12%) 3.49% Refer to 2020 Salary Analysis Net Levy Requirement $0 $1 $0 $0 (1) $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review

COUNTY OF PERTH Corporate Services Department Finance Division

2020-2022 Business Plan December 2019

Table of Contents

Preamble ...... 0

Service Strategy ...... 0

Key Customers ...... 0

Core Businesses/Services ...... 1

Legislated Standards ...... 1

Program Maps ...... 2

Key Linkages with Strategic Plan ...... 2

Achievement of 2019 Program ...... 3

Major Initiatives for 2020, 2021, 2022 ...... 4

Program Delivery Plan ...... 5

How will the program be delivered and at what level? ...... 5

What changes will impact program delivery in the future? ...... 5

Financial Allocation/Deployment Plan ...... 6

FTE Variances ...... 6

Training and Development ...... 6

Comments ...... 6

Business Plan 2020-2022 Finance

October 2019 Questions can be forwarded to the Manager of Finance / Treasurer.

Preamble

The financial system of any organization is a key tool to ensure that business objectives are carried out in accordance with the policies set forth by Council and all legislative requirements. Strategic financial management allows for greater collaboration by improving data access and providing information and analytic tools to business units for enhanced decision making.

Service Strategy

To provide a system of financial management and reporting that allows Council to fulfill its fiduciary duty, and to provide timely and relevant financial data to County departments to enable effective management decisions. We are committed to supporting staff, investing in capacity building, and identifying and modelling behaviours which demonstrate:

 Collaboration, mutual respect and productive working relationships.  Courteous, respectful and effective communication.  Innovation and creativity.  A commitment to excellence, professional development and a strategic approach to achieving results.  Personal drive and integrity.

Key Customers

. Taxpayers / Citizens . County Council . County departments and staff . Member and Partner municipalities . Suppliers / Vendors . Provincial Ministries

Core Businesses/Services

. Administration of annual budget . Administration of procurement policies . Advice on financial legislative obligations . Reserve and reserve fund administration . Financial impacts and analysis . Investments and borrowing . Financial & tax policies and procedures . Insurance claims . Financial institutions and other stakeholder relations . Software support for financial system . Administration of employee payroll . Coordination of Asset Management

Legislated Standards

. Municipal Act, SO 2001, c.25, and related Ontario Regulations . Public Sector Accounting Board Handbook . County of Perth By-laws & Policies . Eligible Investment O. Reg. 438/97, as amended . Municipal Freedom of Information and Protection of Privacy Act . Personal Information Protection and Electronic Documents Act, 2000, c.5 . Income Tax Act . Wages Act . Canada Pension Plan Act . Employment Insurance Act . Ontario Municipal Employees Retirement System Act, 2006, c.2 . Employment Standards Act, SO 2000, c.41

Finance Division Business Plan 2020-2022 1

Program Maps

Financial Accounting Planning/Policy Financial Analysis Financial Policy Accounts Payable Development Variance Reports Taxation Policies & By- Accounts Receivable laws Analytics

Payroll Risk Management Business Intelligence

Capital Assets Budget Audit

Recruitment Investment Management

Cash Flow Management Reserve/Reserve Funds Borrowing & Financing

Key Linkages with Strategic Plan

Finance is linked with every program and service within the Corporation through the ongoing processing of financial obligations and through the provision of financial and budgetary services. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012. As well, through the development of taxation policies as an upper tier government, in which adoption of tax ratios and tax parameters affect the distribution of tax burden amongst the various tax classes of the lower tier municipalities, its actions also link to Goal 2: Create an environment that supports and engages a diverse range of local businesses.

Finance Division Business Plan 2020-2022 2

Achievement of 2019 Program

2019 Goals / Objectives Achieved Comments

Asset Management RoadMap Yes Asset Management is a major Project component of the activities of finance and public works. Continued development of procedures, methodologies and training and will be ongoing in the future until the project of asset management is completed. Policies – Development No Finance has passed 2 new policies in 2019 (Asset Management Policy and Investment Policy). Finance continues in developing other financial policies such as Budget Policy, Reserve Policy and Financing and Debt Policy to come in 2020 year. Banking Services - Yes A major task for the County is 2019 was Implementation the transition to the new bank. This ensure the success of the transition process, Finance staff has taken the time needed to ensure all products are fully functioning. Finance is in the final stages of the transition with full transition project to be completed in early December 2019. Laura Albrecht, Finance and Payroll Clerk has spent time working with CIBC over the months to help in the overall success of the transition. Asset Management – Yes Martin successfully completed the asset Professional Development management certificate through the Institute of Public Works Engineering Australasia (NAMS Canada). The County took advantage of the opportunity through Federation of Canadian Municipalities (FCM) which funded 80% of the cost of the program.

Finance Division Business Plan 2020-2022 3

Major Initiatives for 2020, 2021, 2022

2020 Goals / Objectives Comments

Policies - Development These policies will allow the County council and staff adapt to changing political and regulatory environments. Ensure a framework is in place for future staff and assist in the increased demand for transparency and accountability.

County’s Comprehensive Continue to refine the asset management Asset Management Plan plan of the County

Modernization of process and Working with partner and member procedures municipalities in identifying ways common objectives can be done differently to remain sustainable for the long term.

2021 Goals / Objectives Comments

Policies – Implementation. Strengthen the County’s financial framework Development of process and and sustainability, (i.e. investments, procedures linking policies to financing & debt, grants, reserves). New practice. Policies will drive process and procedure development of the Finance Division with the policy framework in place to enhance the way the finance and all Department and Divisions do business.

County’s Comprehensive Continue to refine the asset management Asset Management Plan plan of the County update

2022 Goals / Objectives Comments

County’s Comprehensive Continue to refine the asset management Asset Management Plan plan of the County update

Finance Division Business Plan 2020-2022 4

Program Delivery Plan

How will the program be delivered and at what level?

. 1 Manager of Finance / Treasurer . 1 Financial Analyst . 1 Finance & Payroll Clerk . 1 Finance & Procurement Assistant . Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday

What changes will impact program delivery in the future?

. Changes Mandated by Other Levels of Government  Amendments to Municipal Act, SO 2001  Amendments to Public Sector Accounting Handbook (PSAB)  Changes to Generally Accepted Accounting Principles (GAAP)  Changes to other Acts and Regulations . Direction Received from County Council and CAO  Structure of County operations  Policy decisions  Service demands from other departments  Council priorities . Major Project Outcomes  Asset Management Plan implementation  Procurement process implementation  Investment procedure development (Cash flow and investment management)  Strategic plan update

Finance Division Business Plan 2020-2022 5

Financial Allocation/Deployment Plan

Service FTE Requirements by Year 2019 2020 2021 2022 Finance Division Total Program FTE 3.00 4.00 4.00 4.00 Requirements

FTE Variances . There are contracted resources allocated to corporate procurement in 2019 that will be considered in 2020 relating to potential in-house service, plus additional assistance in the area of the finance division.

Training and Development

. Capital Asset Management Training to assist in development of benchmarks and processes within the framework of the County . Project Management Training . Continuation of management training program for supervisory staff . Training to familiarize new staff with municipal operations and processes . Various training workshops pertinent to positions as need/opportunity arises Comments The County remains to be in the process of a Joint Service Delivery review and updated Strategic Plan in 2019. Time and resources has been spent on both these two significant projects to determine the composition and direction of Finance now and into the future. 2019 Finance division took on the task in transitioning Banking services with a new vendor – CIBC. Full transition will be finalized in 4th quarter of 2019. Finance also finalized the provincial mandated Asset Management Policy by the deadline of July 1, 2019, which is located on the County Website. This is aiding Finance and Public works in supporting the related capital budget and assist in providing management and Council with better information for decision making on the long term plan of the County. Staff will continue working with Consultants throughout 2020-2022 to assist in these matters as they arise. Consideration in 2020 will be related to the status change from outsourced to in-house service provision relating to procurement. Level requirement for majority of any given year is more of procurement support than of a coordinator related with this size of

Finance Division Business Plan 2020-2022 6

organization. Finance could utilize a full time position to assist in procurement, when not working related to procurement can assist in other projects and tasks within the Finance division. Also, the position would be another great resource for backup when required. This can be obtained with minimal costs with the removal of the Procurement Coordinator contract and filling it with a full time staff member.

Finance Division Business Plan 2020-2022 7

County of Perth 22 FINANCE 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4150 Interdepartmental Revenues $457,095 $447,586 $473,785 $16,690 (3.7%) 26,199 (5.85%) $501,747 $510,982 Subtotal Revenue : $457,095 $447,586 $473,785 $16,690 26,199 $501,747 $510,982 3.65% 5.90% 1.81% Expenses 5000 Salaries $233,839 $233,504 $294,470 $60,631 25.9% 60,966 26.11% $314,965 $324,413 Refer to 2020 Salary Analysis 5010 CPP Expense $8,247 $7,967 $11,415 $3,168 38.4% 3,448 43.28% $12,186 $13,099 5020 EI Expense $3,613 $3,473 $4,796 $1,183 32.7% 1,323 38.09% $4,955 $5,079 5030 EHT Expense $4,560 $4,584 $5,926 $1,366 30.0% 1,342 29.28% $6,142 $6,326 5040 OMERS $24,375 $24,491 $31,349 $6,974 28.6% 6,858 28.00% $32,619 $33,648 5060 Health Benefits $17,824 $18,221 $24,628 $6,804 38.2% 6,407 35.16% $24,944 $25,213 5120 Audit $29,126 $29,126 $30,000 $874 3.0% 874 3.00% $30,900 $31,900 Audit fee increase based on agreement 5130 Consultant Fees $5,000 $4,113 $1,200 ($3,800) (76.0%) (2,913) (70.82%) $5,200 $1,200 Consulting fees as requried. 2021 relates to WSIB acturial study.

5140 Courier $100 $58 $100 $0 0.0% 42 72.41% $100 $100 Based on 5 year average 5150 Insurance $1,652 $1,652 $1,751 $99 6.0% 99 5.99% $1,821 $1,894 Occupational Accident & Excess Indemnity Insurance 5190 Legal $1,000 $0 $750 ($250) (25.0%) 750 0.00% $750 $750 Legal fees as required 5210 Memberships $3,530 $2,859 $3,530 $0 0.0% 671 23.47% $3,550 $3,600 Chartered Professional Accountants, Municipal Finance Officers Association, Canadian Payroll Association

5220 Mileage $710 $596 $675 ($35) (4.9%) 79 13.26% $700 $725 Based on 5 year average 5250 Office Supplies $4,000 $2,754 $3,250 ($750) (18.8%) 496 18.01% $3,250 $3,250 Based on 5 year average 5260 Photocopying $4,900 $4,850 $4,900 $0 0.0% 50 1.03% $5,000 $5,000 Based on 5 year average 5270 Postage $3,600 $3,459 $3,500 ($100) (2.8%) 41 1.19% $3,500 $3,500 Based on 5 year average 5280 Professional Development $5,300 $3,451 $5,400 $100 1.9% 1,949 56.48% $5,500 $5,600 MFOA conference, PSD User Conference, Payroll Courses and Asset Management.

5310 Subscriptions $120 $117 $120 $0 0.0% 3 2.56% $120 $120 CICA Handbook electronic subscription 5320 Telecommunications $248 $233 $248 $0 0.0% 15 6.44% $248 $248 Treasurer's cellphone 5404 Interdepartmental Charges ‐ Rent $42,151 $42,151 $40,427 ($1,724) (4.1%) (1,724) (4.09%) $40,427 $40,427 6080 Bank Charges $1,000 $4,323 $750 ($250) (25.0%) (3,573) (82.65%) $770 $790 Relates only to the cost of Corporate service office ‐ payment termiinal

6580 Public Relations $200 $166 $100 ($100) (50.0%) (66) (39.76%) $100 $100 Based on 5 year average 6720 Contractor $55,000 $54,357 $0 ($55,000) (100.0%) (54,357) (100.00%) $0 $0 Replaced by Finance & Purchasing Assistant position 6740 Technology Services $7,000 $1,081 $4,500 ($2,500) (35.7%) 3,419 316.28% $4,000 $4,000 Based on 5 year average Subtotal Expenses : $457,095 $447,586 $473,785 $16,690 26,199 $501,747 $510,982 3.65% 5.90% 1.84% Refer to 2020 Salary Analysis Net Levy Requirement $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review

COUNTY OF PERTH Corporate Services Department Technology Services Division

2020-2022 Business Plan January 2020

This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents

Preamble ...... 1

Service Strategy ...... 1

Key Customers ...... 1

Core Businesses/Services ...... 2

Program Maps ...... 2

2019 Service Summary ...... 3

Legislated Standards ...... 3

Key Linkages with Strategic Plan ...... 4

Achievement of 2019 Program ...... 4

Major Initiatives for 2020, 2021, 2022 ...... 5

Program Delivery Plan ...... 5

How will the program be delivered and at what level? ...... 5

What changes will impact program delivery in the future? ...... 5

Financial Allocation/Deployment Plan ...... 6

FTE Variances ...... 6

Training and Development ...... 6

Comments ...... 6

This document is formatted for double-sided printing, and thus this page intentionally left blank.

Business Plan 2020-2022 Technology Services

January 2020 Questions can be forwarded to the Manager of Technology Services.

Preamble

From an organizational standpoint, public institutions are experiencing an ever- increasing use of current and emerging information technologies. Realistically, it has become nearly impossible for a public organization to operate without the extensive use of technology and the associated services.

The Technology Services division supports corporate strategic goals and objectives by providing services and solutions that enable staff to deliver municipal services in the most efficient and effective manner.

Service Strategy

The Information Technology section provides technology services, support and leadership to County Council, County departments & staff, and liaison with member municipalities and community partners. The Geographic Information Systems (GIS) section manages all County GIS data which provides accurate property and asset management information to the Council and staff of the County and its Local Municipalities, as well as the public.

Key Customers

. County Council . County departments and staff . Member and Partner municipalities

Technology Services Division Business Plan 2020-2022 1

Core Businesses/Services

. Managing Local and Wide Area Networks and all associated services (including high speed internet access, email and directory services) . Installation and support of all corporate hardware and software (Office Suites, Operating systems, computers, servers, printers, etc.) . Technical support, assistance and training to all County staff . Centralized IT purchasing, project management and consultation . Development and maintenance of Corporate IT Policies, Procedures and Standards . Communication systems administration and support (telephones and mobile devices) . Electronic information security and protection (anti-virus, internet security, data backup and disaster recovery) . Administration and maintenance of the County’s public web sites (including web mapping sites) . Management and Development of the County’s Geographic Information System

Program Maps

System Design, Build and Transition Design of IT Services and Processes (new and changed services) Policy, procedure and system documentation (create and maintain) Design, build and implement all Network infrastructures (cabling plants and hardware and software deployment) System Operation and Maintenance System Security Maintenance (anti-virus, security policies) Maintenance and support of server infrastructure components (hardware maintenance, software updates) Central data storage protection (backup and restore) Manage physical network infrastructure (monitor usage, purchase/manage assets and IT reserve) Service Desk Incident Management (break/fix activities) Service and Change Request Management (request for new services or minor system changes)

Technology Services Division Business Plan 2020-2022 2

Support end-user Technology Training Hardware Warranty and Repair (vendor relationships) GIS Services Geodatabase administration and management Digital and hard copy map creation, maintenance and publishing Web based GIS system administration and management Develop and maintain GIS applications

2019 Service Summary

11 Locations all connected via a Wide Area Network 154 Technology users 98 Computers and 25 Printers

22 Server systems hosted on 7 physical servers Telecom infrastructure including 82 telephone sets and 34 mobile devices 30+ End-user specific productivity software applications Network infrastructure of fibre optics, cable, ADSL2+, dedicated VLANs, including 25+ interconnected devices including switches, routers and wireless access points

Legislated Standards

. Municipal Act, S.O. 2001, c.25 . Electronic Commerce Act, S.O. 2000, c.17 . Personal Health Information Protection Act, S.O. 2004, c. 3 (PHIPA) . Municipal Freedom of Information and Privacy Protection Act (MFIPPA) . Accessibility for Ontarians with Disabilities Act, S.O. 2005, c. 11 . World Wide Web Consortium (W3C) Web Standards and Guidelines . Payment Card Industry (PCI) Data Security Standard . County of Perth Technology Use Policy and relevant By-laws . Employment Standards Act, SO 2000, c.41 . Canada's anti-spam legislation (CASL), S.C. 2010, c. 23

Technology Services Division Business Plan 2020-2022 3

Key Linkages with Strategic Plan

Technology Services is linked with every program and service within the Corporation through the ongoing development, provision and support of technology services and processes. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012. As well, through its direct and indirect influence on the County’s online services (website, email, mapping and social media), its actions also link to Goal 4: Support existing and new opportunities to engage the County’s residents and visitors.

Achievement of 2019 Program

2019 Goals / Objectives Achieved Comments

Replace backup appliance Complete Replaced critical backup system software and hardware to ensure reliable data retention and recovery while increasing space available to accommodate future growth Upgrade all computer systems In- All new computers deployed with to Windows 10 operating progress Widows 10, exisiting systems to be system upgraded starting in 2019 Replace network switching In- All switches purchased and equipment at all remote progress configured. Deployment has locations started and will be completed in early 2020

Technology Services Division Business Plan 2020-2022 4

Major Initiatives for 2020

2020 Goals / Objectives Comments

Upgrade VoIP Telephone A new system and client software package system software will be rolled out to the Courthouse, Archives and Public Works Mitchell locations. Staff training on the new software to be provided. Replace 12 computer systems 12 desktop computer systems will bepurchased, configured and deployed in 2020. Digital Meeting and Records The meeting management and records Management Systems management systems rollouts will Deployment continue into 2020

Program Delivery Plan

How will the program be delivered and at what level?

. 1 Manager of Technology Services . 1 Systems Administrator . 1 GIS Coordinator . 1 GIS Planning Technician . 1 Summer Student (May – August) . Contract labour as defined in the project scopes . Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday

What changes will impact program delivery in the future?

. Changes Mandated by Other Levels of Government  Changes to other Acts and Regulations (i.e. Accessibility for Ontarians with Disabilities Act)

. Direction Received from County Council and CAO  Structure of County operations and services  Policy decisions

Technology Services Division Business Plan 2020-2022 5

 Service demands from other departments, member municipalities and the public  Amendments to Municipal Act, SO 2001 or other legislative standards noted above. . Major Project Outcomes  Strategic plan update  Service Delivery Review implementation

Financial Allocation/Deployment Plan

Service FTE Requirements by Year 2019 2020 2021 2022 Technology Services Division Total Program FTE 4.34 4.34 4.34 5.34 Requirements

FTE Variances

. No changes planned for 2020 but the continued growth in technology use and the administrative responsibility associated indicates an increase in staff levels will be required in the near future.

Training and Development

. Various training workshops pertinent to positions as need/opportunity arises . Current core infrastructure systems (i.e. Microsoft technologies, Exchange, Windows server, SQL server, ESRI technologies, GeoCortex and desktop operating systems)

Comments

The County continues to increase its use of and dependence on technology systems. Today every service we offer by every department and division uses technology in

Technology Services Division Business Plan 2020-2022 6

some way to deliver that service. This growth trend towards technology, as well as the addition of the GIS service, has put a strain on current staff levels to the point where, if it continues at this pace, additional staff resources will be required in order to provide acceptable levels of service. Technology Services must remain flexible in the approach to yearly projects in order to accommodate the priorities of the business to meet all strategic goals. Other budget activities as listed in the 2020-2022 Technology Services Division budget reflect no change in the ongoing operations of the Division.

Technology Services Division Business Plan 2020-2022 7

County of Perth 23 TECHNOLOGY SERVICES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4070 Other Municipal $56,082 $49,163 $56,723 $641 (1.1%) 7,560 (15.38%) $57,223 $57,723 4150 Interdepartmental Revenues $785,048 $768,653 $814,673 $29,625 (3.8%) 46,020 (5.99%) $833,745 $848,939 Subtotal Revenue : $841,130 $817,816 $871,396 $30,266 53,580 $890,968 $906,662 3.60% 2.25% 1.73% Expenses 5000 Salaries $313,171 $308,961 $331,844 $18,673 6.0% 22,883 7.41% $345,554 $355,921 Refer to Salary Analysis 5010 CPP Expense $11,436 $10,656 $12,062 $626 5.5% 1,406 13.19% $12,865 $13,816 5020 EI Expense $5,044 $4,702 $5,023 ($21) (0.4%) 321 6.83% $5,189 $5,320 5030 EHT Expense $6,107 $6,084 $6,471 $364 6.0% 387 6.36% $6,738 $6,940 5040 OMERS $31,191 $31,478 $33,596 $2,405 7.7% 2,118 6.73% $35,211 $36,336 5060 Health Benefits $23,542 $24,059 $25,105 $1,563 6.6% 1,046 4.35% $25,486 $25,771 5110 Amortization Expense $140,000 $140,000 $140,000 $0 0.0% 0 0.00% $140,000 $140,000 Based on Computer System Capital program 5111 Capital Renewal Expense $10,000 $10,000 $15,000 $5,000 50.0% 5,000 50.00% $15,000 $15,000 Based on Computer System Capital program 5150 Insurance $1,882 $1,882 $1,995 $113 6.0% 113 6.00% $2,075 $2,158 5210 Memberships $500 $454 $500 $0 0.0% 46 10.13% $500 $500 5220 Mileage $1,100 $770 $900 ($200) (18.2%) 130 16.88% $900 $900 5250 Office Supplies $1,000 $900 $1,000 $0 0.0% 100 11.11% $1,000 $1,000 5280 Professional Development $7,500 $6,680 $7,500 $0 0.0% 820 12.28% $7,500 $7,500 5320 Telecommunications $800 $572 $600 ($200) (25.0%) 28 4.90% $600 $600 5332 Telephone/Internet $38,000 $37,942 $37,000 ($1,000) (2.6%) (942) (2.48%) $37,050 $37,100 5404 Interdepartmental Charges ‐ Rent $15,021 $15,021 $14,407 ($614) (4.1%) (614) (4.09%) $14,407 $14,407 6010 911/Mun Addressing Expense $2,000 $650 $2,000 $0 0.0% 1,350 207.69% $2,000 $2,000 6330 Hardware Maintenance $13,500 $12,557 $13,500 $0 0.0% 943 7.51% $13,500 $13,500 6400 Licensing ‐ General $113,254 $112,414 $122,170 $8,916 7.9% 9,756 8.68% $124,170 $126,170 Annual software maintenance cost increases 6470 Network Support $27,000 $21,446 $21,000 ($6,000) (22.2%) (446) (2.08%) $21,000 $21,000 6600 Radio Maintenance $56,082 $49,163 $56,723 $641 1.1% 7,560 15.38% $57,223 $57,723 Tower rental and telephone circuit cost increases 6828 Website Maintenance $23,000 $21,424 $23,000 $0 0.0% 1,576 7.36% $23,000 $23,000 Subtotal Expenses : $841,130 $817,815 $871,396 $30,266 53,581 $890,968 $906,662 3.60% 2.25% 1.76% Refer to Salary Analysis Net Levy Requirement $0 ($1) $0 $0 1 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 1 4-Council Review

COUNTY OF PERTH Corporate Services Department Provincial Offences Division

2020-2022 Business Plan August 2019 Table of Contents

Preamble ...... 1

Service Strategy ...... 2

Key Stakeholders ...... 2

Core Businesses/Services ...... 3

Legislated Standards ...... 3

Program Maps ...... 4

Achievement of 2019 Program ...... 5

Major Initiatives for 2020, 2021, 2022 ...... 5

Key Linkages with Strategic Plan ...... 5

Program Delivery Plan ...... 8

How will the program be delivered and at what level? ...... 8

What changes will impact program delivery in the future? ...... 8

FTE Variances ...... 8

Training and Development ...... 9

Comments ...... 9

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Business Plan 2020-2022 Provincial Offences Division

August 2019

Questions should be directed to the Manager of Court Services.

Preamble

In Ontario, the court system comprises three distinct courts: the Ontario Court of Justice, the Superior Court of Justice, and the Ontario Court of Appeal. The Provincial Offences Division of the Corporate Services Department operates the Provincial Offences (POA) court, which is a division of the Ontario Court of Justice.

The purpose of the Provincial Offences Division is to provide administrative support to:

. the Ontario Court of Justice – Provincial Offences Court . the judiciary . other court offices . general public . enforcement agencies . legal profession

The Provincial Offences Division answers enquires and responds to request from the general public in relation to offences committed under the legislation governed by the Provincial Offences Act. There is a great deal of data entry and processing of payments. Accuracy is of paramount importance to this office since errors can affect a large number of stakeholders.

The Provincial Offences Division administers charges, conviction and enforcement for over 150 statutes. While the greatest volume of charges are under the Highway Traffic Act, other administered charges are under such statutes as the Compulsory Automobile Insurance Act, the Liquor Licence Act, the Occupational Health and Safety Act, the Retail Sales Tax Act, the Environmental Protection Act, etc. including all municipal bylaws and parking.

As part of the Local Service Realignment Review of 2000, Provincial Offences Administration was downloaded from the Province in March 2000 through a Memorandum of Understanding between the Ministry of the Attorney General and the County of Perth. The County of Perth also entered into an inter-municipal Service Agreement with the municipalities within the geographic Perth County, formalizing the County of Perth as the service provider for the Provincial Offences Court.

Provincial Offences Division Business Plan 2020-2022 1

Service Strategy

To serve the function of the Ontario Court of Justice – Provincial Offences. This is executed by office procedures guiding job function rotation as a guideline for priority of service. Court Service Clerks are to provide professional, accurate, impartial, timely service in the following order: 1. Person present at the counter. 2. Telephone. 3. Fax/E-mail/Voice mail/correspondence.

The priority of service is reinforced throughout training and operations.

The County of Perth Provincial Offences Division has opted in to the Early Resolution System. Defendants are given the opportunity to meet with the prosecutor in an attempt to resolve their matter rather than going directly to trial. The Municipal Prosecutor has been provided a separate office to facilitate private resolution meetings.

Accessibility:

Staff has completed training in “Accessible Customer Service”. The staff schedule interpreters as requested by the defendant or as ordered by the court. The right to adequate court interpretation is entrenched in the Charter of Rights. Twice a year we are provided with a bilingual Justice of the Peace and all French trial requests are scheduled for these dates.

Key Stakeholders

 County Council  Taxpayers of the County of Perth  General Public  The Judiciary  Police Enforcement Agencies  Ministry of the Attorney General  Crown Attorney’s Office  Municipal Prosecutors  Ontario Court of Justice – Provincial Division  Probation and Parole  Ministry of Transportation  Defaulted Fines Control Centre  Service Ontario

Provincial Offences Division Business Plan 2020-2022 2

 Collections Agencies  Ministry of Environment  Ministry of Finance  Ministry of Labour  Ministry of Natural Resources  Perth District Health Unit  Local Tier Municipalities

Core Businesses/Services

. Court Monitor, Court Reporter, Clerk of the Court . Trial and court appearance coordination of resources and availability of judiciary, crown and defendant(s) . Preparation of transcripts in accordance with Ministry of Attorney General standards when resources permit. Larger transcripts are sent out for production. . Court administration: case management, tracking courtroom utilization. . Cashier, processing payments: balancing daily cash receipts . Providing explanation of options to defendant. . Providing application forms (extension, reopening, appeal) . Monitoring payment plans, mailing out collection notices, enforcing defaulted fines. . Monitoring performance of collection agencies. . Preparing statistical information as required by the Regional Senior Justice of the Peace. . Bookkeeper: balancing all monies, investigating incorrect payments and balancing month-end.

Legislated Standards

. Provincial Offences Act . 150 Statutes that are administered by the Provincial Offences Court . Cannabis Act . Evidence Act . Municipal Act . Payment Card Industry Data Security Standard . County of Perth By-laws & Policies . Municipal Freedom of Information and Protection of Privacy Act . Employment Standards Act . Ministry of Attorney General Best Practices

Provincial Offences Division Business Plan 2020-2022 3

Program Maps

Trial Coordination Court Administration Prosecutions Justice of the Peace Scheduling Manage Early Coordination Case Management Resolution Meetings Fine collection. Coordination of Ensuring funds are Support/Coordinate counsel and judiciary properly applied to with police for court for court appearances case appearances Assess & prosecute cases, summarize evidence and make Respond to enquiries recommendations for Trial scheduling from the general public judgement Assist Early Record courtroom Resolution Meetings utilization

Recruitment

Court Monitor

Clerk of the Court. Ensure accurate court recording for legal and judicial transcripts. Manage information and certificates before the court.

Judiciary support.

Provincial Offences Division Business Plan 2020-2022 4

Achievement of 2019 Program

2019 Goals / Objectives Achieved Comments

2018 POA Municipal Partner Yes Transmitted February 22, 2019; Annual Report submitted to Consolidated Financial Statements Ministry of Attorney General followed on September 13, 2019 Determine feasibility of Ongoing Discussions continue. Some implementing E-tickets with the officers are issuing charges using OPP the e-ticket format, but still filing the paper copy. POA Online Services Yes Online case lookup and online (a modernization initiative) early resolution requests are operational at www.ontario.ca/ticketsandfines

Major Initiatives for 2020, 2021, 2022

2020 Goals / Objectives Comments

2019 POA Municipal Partner Annual Requirement Annual Report submitted to Ministry of Attorney General Download of Part III Disrupted On August 2, 2017 the CAO received Prosecutions notification that sometime in 2018 or 2019, the Ministry of Attorney General will download the prosecution of most Part III matters to our municipality. When this happens, our prosecution costs will increase by an estimated 51% since these are the complex and more serious cases. Discussions have taken place with the Crown Attorney. They have contracted their Part III prosecutions to our Part I prosecutor. No communication or instructions have been received from the Province as of November 12, 2019.

Provincial Offences Division Business Plan 2020-2022 5

Work with the Ministry of Disrupted Ministry of Attorney General is working Attorney General to on an implementation plan and have implement Bill 177. projected that Bill 177 will be fully implemented by August 2020. Awaiting further communication from the Province as of November 12, 2019.

2021 Goals / Objectives Comments

Work with the Ministry of Attorney General and with guidance from the Municipal Court Managers’ Association to implement POA modernization and POA streamlining initiatives.

2022 Goals / Objectives Comments

Work with the Ministry of Attorney General and with guidance from the Municipal Court Managers’ Association to implement POA modernization and POA streamlining initiatives.

Key Linkages with Strategic Plan

Draft Strategic Plan – Goal 2: Regionalization & Service Effectiveness.

The Provincial Offences Court Office is a shared service, providing court administration to the County of Perth, our local municipalities, the Town of St Marys and the City of Stratford. Operation of this court office is regulated by the Memorandum of Understanding with the Ministry of Attorney General. The office has many office procedures to ensure that the service is delivered consistently and efficiently. Net revenue is distributed to the municipal partners based on location of offence, then the County revenue is distributed to the local municipalities based on weighted assessment. .

Provincial Offences Division Business Plan 2020-2022 6

Draft Strategic Plan – Goal 3: Customer Service Excellence.

The Provincial Offences Court Office consistently demonstrates service excellence. Staff follows the priority of service to ensure that the person at the counter is given full attention since they have taken the time to attend in person. Full and courteous explanations are provided to questions from defendants. Assistance is provided to persons requiring applications for extension of time to pay, re-opening and appeal. Guides to Defendants are provided for persons appearing in court. The Provincial Offences section of the Perth County Website provides a great deal of information on the options on the defendants’ Provincial Offence Notice (traffic ticket) and provides links to online services to request an early resolution, look up the status of a ticket and pay a fine. When a person requires a longer period of time to pay off their fine, many payment options are provided including Pre-Authorized Debit from a bank account and Virtual Terminal for recurring Visa, MasterCard or VisaDebit payments.

Draft Strategic Plan – Goal 5: Corporate Sustainability

Court Services Clerks are knowledgeable, capable and willing to learn and adjust to changing technologies and legislation. The Provincial Offences Court Office continues to work as efficiently as possible utilizing technology to improve delivery of our services:  By adopting an electronic document policy we have made the court more conveniently accessible. Some documents can be submitted by e-mail or fax.  Daily and monthly reports are received and stored electronically resulting in a reduction in the amount of storage we require.  Dockets are captured electronically and stored on the network using the Nordat Report Management program.  All charges are keyed into the CAMS system, then uploaded to the ICON system. CAMS is a valuable administration tool:

o provides data entry validation to reduce errors, o easier to search cases, using various criteria, o produces final notices when case are in default and validates licence suspension lists,

o assigns cases to the collection agencies, o produces a variety of forms and applications with information pre-filled to assist the applicants.  We send court appearance notices and correspondence by e-mail.

Provincial Offences Division Business Plan 2020-2022 7

Program Delivery Plan

How will the program be delivered and at what level?

. 1 Manager of Court Services . 3 Court Services Clerks . 1 Summer student (May to September) . Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday

What changes will impact program delivery in the future?

. Changes Mandated by Other Levels of Government  Amendments to Municipal Act, SO 2001  Amendments to Provincial Offences Act  Changes to other Acts and Regulations . Download of Part III Prosecutions to the Municipal Partner . Direction Received from County Council and CAO  Structure of County operations  Policy decisions

Financial Allocation/Deployment Plan

Service FTE Requirements by Year 2019 2020 2021 2022 Provincial Offences Administration Division

Total Program FTE 4.34 4.34 4.34 4.34 Requirements

FTE Variances

. No changes in staffing levels anticipated.

Provincial Offences Division Business Plan 2020-2022 8

Training and Development

o Court Services Clerks – 2019 professional development budget allows the following opportunities for staff:

o Clerk/Monitor training, ICON training, MTO DFCC Seminars o Trial Coordinator Meetings o Annual MCMA-POA Collections Conference o Manager of Court Service – 2019 professional development budget allows for the following conference:

o Municipal Court Manager’s Association Conference o MCMA Committee Meetings o Annual MCMA-POA Collections Conference Comments

Revenue for the Provincial Offences Division is difficult to predict as it relies upon a number of factors. Budgeted revenue and net distribution are based on a 5-year average. Final revenue distribution is based on the location of the offence.

Renovations and upgrades to the POA office were completed in December 2008. Upgrades provide improved safety features and ergonomic improvements for staff. An ergonomic assessment was completed in 2013. Further ergonomic improvements were implemented in 2014, but accessibility of the POA court room continues to remain a critical issue. There are additional issues related to delivering this service through the existing facility, such as lack of parking, lack of waiting area, lack of reception, and lack of meeting room space to facilitate early resolution meetings.

We were notified that the Provincial Administration charges would increase in 2015. Monitoring and Enforcement Costs doubled in 2016 to $4,700/year. The hourly rate we are charged by the Province for Judicial Court time increased from $200/hour to $300/hour.

Changes to legislation made in 2015 promised improvements to the collection of outstanding fines, which include the expansion of the use of plate denial as an enforcement tool for defaulted fines. This enhancement would make it more difficult for vehicle owners to avoid paying their overdue parking fines by linking the ownership records to the driving records so that a person with a suspended licence will not be able to renew the validation on their licence plates. The expansion of plate denial went live in May 2017. Once a driver’s licence is suspended, the driver can pay their entire fine and the additional $281 reinstatement fee at any Service Ontario location, as long as

Provincial Offences Division Business Plan 2020-2022 9

the sentence date is after May 1, 2010. We continue in our efforts to make the system work but it is a strain on our resources. Staff regularly receives questioned on matters unrelated to Provincial Offences because staff at Service Ontario refers all persons with question across the courtyard to our office. For example: our office cannot assist with 407 toll charges or parking tickets from any of the larger municipalities other than we can provide contact information for the source municipality. We cannot access reasons for licence suspension other than defaulted fines since that is under the authority of the Ministry of Transportation.

Under section 1.3.2 of the Memorandum of Understanding, the County is responsible for providing a municipal prosecutor for proceedings under Part I of the Provincial Offences Act. The cost to provide municipal prosecution services continues to increase. It appears that defendants find the early resolution option less intimidating than the trial option and as a result, we are receiving more requests. The impact of demerit points and convictions on insurance rates seems to motivate drivers toward this option as well. Court days are quite full and the municipal prosecutor sub-contracts a second municipal prosecutor to improve the flow of persons in and out of the courthouse.

On August 2, 2017 the Province notified the C.A.O. that they will be proceeding with the download of most Part III Prosecutions to the municipal partners. This is projected to increase our prosecution expenses substantially. Part III matters are the more complex cases and more serious charges. Every person charged under Part III is summoned to court and in all cases where a person does not appear for court, an ex-parte trial is required in order to register a conviction. More preparation time is required and more court time is required. Volume of Part III charges on the dockets is increasing. This means more preparation time, more court time paid to Province and more prosecution costs. In 2018 we paid $5,228 to the Province for Part III prosecution costs as part of the Provincial Administration Charges. We have already paid $3,992 in the first 6 months of 2019. In addition to incurring additional prosecution expenses, the amount we pay to the Province will be reduced with this download, but not completely eliminated. Traditionally external ministries such as the Ministry of Labour, Ministry of Transportation and Ministry of Environment, send their own specialized prosecutors. The memorandum does not address if that practice will continue.

The same person has provided prosecution service to the County for Part I prosecutions and to the Crown for Part III prosecutions for quite some time. It is a more efficient way to deliver the service from an operational standpoint, but with this download, our costs will increase.

As of November 2019, no update has been received on if and when the download of Part III prosecutions will occur.

Working with Stratford Police Service, staff continue to upload Part I E-tickets using CAMS. This has reduced the amount of data entry relating to those tickets, and we have continued discussions with OPP on feasibility of uploading their e-tickets.

Provincial Offences Division Business Plan 2020-2022 10

Other budget activities as listed in the 2020-2022 Provincial Offences budget reflect no change in the ongoing operations of the Division.

Provincial Offences Division Business Plan 2020-2022 11

County of Perth 24 PROVINCIAL OFFENCES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4220 Fines $1,530,000 $1,425,395 $1,520,000 ($10,000) 0.7% 94,605 (6.64%) $1,510,000 $1,500,000 Fine revenue 5 year average remains at approximately $1.52 M

4230 Fines ‐ Other Court Areas $110,000 $166,105 $103,000 ($7,000) 6.4% (63,105) 37.99% $104,000 $105,000 Fines collected on our behalf at other court locations: 5 year average is down.

4240 Transcript Revenue $1,500 $117 $0 ($1,500) 100.0% (117) 100.00% $0 $0 No transcript orders expected. 4280 Interest Income $12,000 $11,393 $14,000 $2,000 (16.7%) 2,607 (22.88%) $14,000 $14,000 Subtotal Revenue : $1,653,500 $1,603,010 $1,637,000 ($16,500) 33,990 $1,628,000 $1,619,000 (1.00%) (0.55%) (0.56%) Fine revenue 5 year average remains at approximately $1.52 M Expenses 5000 Salaries $271,550 $270,757 $286,248 $14,698 5.4% 15,491 5.72% $295,828 $304,703 Refer to Salary Analysis 5010 CPP Expense $11,447 $11,381 $12,074 $627 5.5% 693 6.09% $12,878 $13,829 5020 EI Expense $5,049 $4,835 $5,028 ($21) (0.4%) 193 3.99% $5,195 $5,326 5030 EHT Expense $5,295 $5,326 $5,582 $287 5.4% 256 4.81% $5,768 $5,941 5040 OMERS $25,067 $25,372 $26,989 $1,922 7.7% 1,617 6.37% $28,002 $28,911 5060 Health Benefits $22,490 $23,026 $23,815 $1,325 5.9% 789 3.43% $24,078 $24,321 5140 Courier $0 $8 $0 $0 0.0% (8) (100.00%) $0 $0 5150 Insurance $1,963 $1,963 $2,080 $117 6.0% 117 5.96% $2,163 $2,250 5190 Legal $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000 5210 Memberships $205 $200 $205 $0 0.0% 5 2.50% $205 $205 Municipal Court Managers Association (MCMA) annual membership.

5220 Mileage $1,000 $578 $1,000 $0 0.0% 422 73.01% $1,000 $1,000 5250 Office Supplies $3,500 $3,413 $3,500 $0 0.0% 87 2.55% $3,500 $3,500 5260 Photocopying $2,826 $2,826 $2,826 $0 0.0% 0 0.00% $2,826 $2,826 5270 Postage $3,000 $2,228 $3,000 $0 0.0% 772 34.65% $3,000 $3,000 5280 Professional Development $3,720 $2,883 $2,220 ($1,500) (40.3%) (663) (23.00%) $2,220 $2,220 Annual MCMA Conference; training opportunities for staff.

5310 Subscriptions $1,600 $1,600 $1,600 $0 0.0% 0 0.00% $1,600 $1,600 Current legislation. 5402 Interdepartmental Charges ‐ Overhead $129,002 $118,147 $129,728 $726 0.6% 11,581 9.80% $130,721 $132,847 5404 Interdepartmental Charges ‐ Rent $54,156 $54,156 $52,143 ($2,013) (3.7%) (2,013) (3.72%) $52,143 $52,143 6080 Bank Charges $20,000 $19,246 $20,000 $0 0.0% 754 3.92% $20,000 $20,000 Charges for online fine payments, credit card payment fees, pre‐authroized payment fees, banking fees.

6140 Collection Charges $78,000 $44,418 $78,000 $0 0.0% 33,582 75.60% $78,000 $78,000 The amount paid to collection agencies is paid on fines that are paid while assigned to a collection agency. Most of these costre are recovered and are included in our revenue. The higher the collection agency costs paid out, the more defaulted fined that have been collected.

6170 Dedicated Fines $4,000 $3,385 $4,000 $0 0.0% 615 18.17% $4,000 $4,000 Under the MOU, we are required to forward Dedicated Fine revenue to the Province. We only pay the province when the fines are paid. TThese are fines relating to hunting, fishing, conservation and shipping regulations.

6240 Fines ‐ Other Court Areas $121,000 $116,766 $121,000 $0 0.0% 4,234 3.63% $121,000 $121,000 Fines we collect on behalf of other court areas. 6260 Fines ‐ County $234,993 $292,819 $222,821 ($12,172) (5.2%) (69,998) (23.90%) $209,025 $194,995 County 5 year average: 57.58% 6270 Fines ‐ St. Marys $14,455 $27,570 $13,621 ($834) (5.8%) (13,949) (50.59%) $12,778 $11,920 St Marys 5 year average: 3.52% 6280 Fines ‐ Stratford $167,132 $152,510 $150,521 ($16,611) (9.9%) (1,989) (1.30%) $141,201 $131,724 Stratford 5 year average: 38.90% 6560 Prosecution Expense $106,000 $71,935 $106,000 $0 0.0% 34,065 47.36% $106,000 $106,000 Budget remains the same. Prosecution download from Province still an unknown at this time.

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth 24 PROVINCIAL OFFENCES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % 6570 Provincial Administration Charges $79,500 $76,710 $79,500 $0 0.0% 2,790 3.64% $79,500 $79,500 Judicial court time, monitoring and enforcement, ICON fees.

6740 Technology Services $6,650 $5,739 $7,829 $1,179 17.7% 2,090 36.42% $7,829 $7,829 Increase in cost for CAMS support: Niagara Region no longer providing support as of December 2019.

6750 Tickets/Forms/Supplies $9,500 $9,500 $9,500 $0 0.0% 0 0.00% $9,500 $9,500 Ticket books, e‐ticket paper, roadside summons books, notices of fine and due date.

6780 Transcript Expense $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000 Municipality is required to pay for any transcripts ordered by the Justice of the Peace.

6810 Victim Fine Surcharge $262,400 $246,701 $257,670 ($4,730) (1.8%) 10,969 4.45% $259,540 $261,410 Legislated surcharge which we are required to collect and forward to the Province. Funds programs for victims of crime.

6850 Witness/Interpretor Fees $6,000 $7,010 $6,500 $500 8.3% (510) (7.28%) $6,500 $6,500 Increase in requests for interpreters & witness mileage to reflect trend. Depends upon number of interpreter requests, French Language matters and how many Crown Witnesses are summoned to testify in court.

Subtotal Expenses : $1,653,500 $1,603,008 $1,637,000 ($16,500) 33,992 $1,628,000 $1,619,000 (1.00%) (0.55%) (0.55%) Refer to Salary Analysis Net Levy Requirement $0 ($2) $0 $0 2 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 3, 2019 Page No: 2 4-Council Review

COUNTY OF PERTH

Corporate Services Department

Archives Division

Stratford-Perth Archives

2020-2022 Business Plan November 2019 This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents

Archives Division Business Plan 2020-2022 2 Preamble ...... 2

Service Strategy ...... 2

Key Customers ...... 2

Core Businesses/Services ...... 2

Legislated Standards ...... 3

Program Maps ...... 5

Service to Municipal Governments 5

Collections Management 5

Service to Public Clients 5

Collections Development 5

Key Linkages with Strategic Plan ...... 6 Table 1: Achievement of 2019 Program 6 Table 2: Other Major Accomplishments 2019 8

Table 3: Major Initiatives for 2020 9 Table 4: Major Initiatives for 2021 10

Table 5: Major Initiatives for 2022 11

Program Delivery Plan ...... 12

How will the program be delivered and at what level? 12

What changes will impact program delivery in the future? 12

Financial Allocation/Deployment Plan ...... 13

Table 6: Archives Services Division FTE Requirements by Year 13

FTE Variances ...... 13

Training and Development ...... 13

Comments ...... 13

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Archives Division Business Plan 2020-2022 1

Archives Division Business Plan 2020-2022 October 2019

Questions should be directed to the Manager of Archives Services or the Director of Corporate Services.

Preamble The Stratford-Perth Archives is the municipal archives for the City of Stratford, the County of Perth and the County’s member municipalities of Perth East, Perth South, North Perth and West Perth. Service Strategy The Archives supports efficient and effective governance by providing timely access to historical records for municipal staff and elected officials. The Archives supports transparent and accountable government by capturing key evidence of local government decisions and activities and making it available to citizens. Key Customers . Councillors and staff of Perth East, Perth South, North Perth, West Perth, Perth County and City of Stratford and staff of their agencies, boards and commissions . Citizens of Perth County, member municipalities and City of Stratford . General public

Core Businesses/Services The Stratford-Perth Archives identifies, acquires, preserves and promotes access to municipal government and local community archival records documenting the history of the County of Perth, the Municipalities of Perth South, West Perth, Perth East and North Perth, the City of Stratford, their predecessors and their agencies, boards and commissions. For 2020 and beyond, the goal of the Stratford-Perth Archives remains to provide this professional archives service with specific objectives addressing the core functions of:  Service to Municipal Governments  Collections Management  Service to Public Clients  Collections Development

Archives Division Business Plan 2020-2022 2

Legislated Standards

Municipal records in Ontario are subject to a variety of legislation dictating how they are created, accessed and, in some cases, preserved in perpetuity. . Municipal Act, SO 2001, c.25, Sec. 254-255 . Canada Revenue Agency (CRA) – Keeping Records (Canada – RC4409) . Books & Records Retention/Destruction (Canada – IC78-10R3) . CGSB 72-11-93 Microfilm & Electronic Images as Documentary Evidence . CGSB 72-34-2005 Electronic Records as Documentary Evidence . Personal Information Protection & Electronic Documents Act (PIPEDA – Canada Bill C6) . Municipal Freedom of Information and Protection of Privacy Act (MFIPPA – Ontario) . Evidence Act (Ontario) . Canada Evidence Act (Canada) . Electronic Commerce Act (Ontario – Bill 88, 2000) . Records Disposition Authority No. 96/023 – Records Relating to Electronic Imaging . Archives Ontario – Information Bulletin #6 Electronic Records Systems – Recorded Information Management (RIM) Requirements . Assessment Act (Ontario) . Vital Statistics Act, R.S.O. 1990, CHAPTER V.4 (Ontario) . Education Act,1990, c.E.2 (Ontario) . Archives and Records Keeping Act, 2006 (Ontario) . Copyright Act, RSC 1985, c C-42 (Canada) . County of Perth By-laws & Policies, especially, Perth By-Law 2983 …to establish schedules of retention periods for documents, records and other papers of the corporation of the County of Perth . Member Municipalities’ By-laws & Policies, especially West Perth By-Law No. 32- 2004…to establish a schedule for the retention and destruction of records; North Perth By-Law No. 49-AD-1999, as amended by 86-AD-2002…to establish a schedule for the retention and destruction of records; and, Perth East By-Law No. 13-2001…to establish schedules of retention periods for documents, records and other papers of the municipality

Archives Division Business Plan 2020-2022 3

. City of Stratford By-laws & Policies, especially By-law 192-2000, as amended, establishing schedules of retention periods for documents, records and other papers of the City of Stratford . Association of Canadian Archivists’ Code of Ethics

Archives Division Business Plan 2020-2022 4

Program Maps

Service to Municipal Governments

 Support transparent and accountable government for Stratford and Perth County residents  Information management through permanent records transfers and appraisal of long-term value of other government records and information  Reference and research service to support policy development and maintain corporate memory  Digitize government records to protect original records and facilitate access

Collections Management

 Maintain optimal storage conditions for all collections  Catalogue and document status of all collections  Disaster response plan for Stratford-Perth Archives  Reappraise collections as needed

Service to Public Clients

 Reference & Research requests  Photograph & document scanning requests  Digitize government records and community collections to protect original records and facilitate public access

Collections Development

 Appraise and acquire information  Curate rare book and reference library  Donor Outreach to local businesses, community organizations and families to encourage collection development through publicizing the benefits of donating records to Stratford-Perth Archives  Community Outreach to encourage use of Archives collections for personal and academic research, community celebrations and marketing local businesses, including exhibits and other public events

Archives Division Business Plan 2020-2022 5

Key Linkages with Strategic Plan

Stratford-Perth Archives is linked with every program and service within the County of Perth and member municipalities and the City of Stratford and their agencies, boards and commissions through the ongoing processing of records and information obligations to ensure transparent and accountable government to Stratford and Perth County residents. As a public facility open to citizens accessing information about local governments and researchers from around the world, its actions link with the strategic goals relating to Customer Service Excellence, Community Development & Planning and Corporate Sustainability.

Table 1: Achievement of 2019 Program 2019 Goals / Objectives Achieved Comments

Service to Public Clients Deferred Formal service strategy, including social medial plan for Archives based on new County strategic plan (Though weekly posts from Archives via County Facebook have been done since August 2018)

Service to Public Clients Deferred Archives user survey to inform development of formal service strategy based on new County strategic plan. Service to Municipal On-going Work jointly with the County Clerk’s Governments Division on document management. Collections Management Completed Multi-year project to arrange and describe the Gaffney Construction Company records (217 boxes of project files; 59 oversized boxes of rolled drawings; 4 map cabinet drawers of flat drawings) Collections Management Completed Arrange and describe the records of Canadian Federation of University Women, Stratford Club

Archives Division Business Plan 2020-2022 6

Collections Management On-Going Perth County Family photos digitization project continuing from 2018. Approximately 1500 photos have been digitized by donor/volunteer working with staff. Collections Management On-Going Women’s Institute Tweedsmuir History Book digitization project continuing from 2018. 6 branches now digitized by Federated Women’s Institutes of Ontario. Collections Management Completed Clean, rehouse, arrange and describe the records of the Stratford General Hospital (Training opportunity for co-op students.) Service to Public Clients Completed Exhibit in celebration of the 125th anniversary of Labour Day in Canada in James Anderson Gallery Service to Public Clients Deferred Formal opening of accessible, native plant walking area at north end of property. Plan for flooding issues being developed by County Facilities staff with support of Upper Thames River Conservation Authority.

Archives Division Business Plan 2020-2022 7

Table 2: Other 2019 Major Achievements

2019 other Achievements Achieved Comments

Collections Management Completed Other cataloguing projects this year include: E. Lillian Morley fonds, Kroehler Furniture factory collection and Monteith family fonds. Collections Management Completed On-site disaster response workshop for all Archives staff Service to Public Clients Completed Research support and photograph scanning work for local authors such as Dean Robinson and local businesses such as The Hub restaurant and Ballinran Entertainment Service to Public Clients Completed Partnered with a number of area organizations on events, projects, publications etc. – including Perth County branch of the Ontario Genealogical Society, Stratford-Perth Architectural Conservancy, Stratford Perth Museum, North Perth Arts & Culture Council, Allward Memorial website group, Stratford and District Historical Society, Municipal Archives Interest Group (Archives Association of Ontario), Stratford Tourism Alliance Collections Development Completed Weekly articles in Listowel, Mitchell and Stratford newspapers and Perth County Facebook page publicizing Archives collections and services

Archives Division Business Plan 2020-2022 8

Table 3: Major Initiatives for 2020

2020 Goals / Objectives Achieved Comments

Service to Municipal Information management through Governments permanent records transfers and appraisal of long-term value of other government records and information Service to Municipal Reference and research service to Governments support policy development and maintain corporate memory Collections Management Maintain optimal storage conditions for collections Collections Management Complete arrangement and description project involving the archival records donated from the Perth Regiment Museum collection. Project has been on- going since 2017. Collections Management Work with County IT staff to develop detailed plan for on-line catalogue. Collections Management Update Archives 2016 Disaster Response Plan utilizing all-staff training in 2019 Service to Public Clients Reference and research requests and Photograph and document scanning requests. Collections Development Appraise and acquire government records transfers and community donations Collections Development Annual exhibit in James Anderson Gallery and pop up exhibits to promote treasures of the collections Collections Development Advance planning for Archives’ 50th Anniversary in 2022.

Archives Division Business Plan 2020-2022 9

Table 4: Major Initiatives for 2021

2021 Goals / Objectives Achieved Comments

Service to Municipal Information management through Governments permanent records transfers and appraisal of long-term value of other government records and information. Service to Municipal Reference and research service to Government Clients support policy development and maintain corporate memory Service to Municipal Digitize government records to Government Clients protect original records and facilitate access

Collections Management Maintain optimal storage conditions for collections Collections Management Catalogue and document status of collections Service to Public Clients Reference and research requests and photograph and document scanning requests.

Collections Development Appraise and acquire government records transfers and community donations Collections Development Annual exhibit in James Anderson Gallery Collections Development Pop up exhibits to promote treasures of the collections Collections Development Advance planning for Archives’ 50th Anniversary in 2022.

Archives Division Business Plan 2020-2022 10

Table 5: Major Initiatives for 2022

2022 Goals / Objectives Achieved Comments

Service to Municipal Information management through Governments permanent records transfers and appraisal of long-term value of other government records and information. Service to Municipal Reference and research service to Government Clients support policy development and maintain corporate memory

Service to Municipal Digitize government records to Government Clients protect original records and facilitate access Collections Management Maintain optimal storage conditions for collections Collections Management Catalogue and document status of collections Service to Public Clients Reference and research requests and Photograph and document scanning requests.

Collections Development Appraise and acquire government records transfers and community donations Collections Development Annual exhibit in James Anderson Gallery Collections Development Pop up exhibits to promote treasures of the collections Collections Development Celebrate Archives’ 50th Anniversary

Archives Division Business Plan 2020-2022 11

Program Delivery Plan

How will the program be delivered and at what level?

. 0.15 FTE Director of Corporate Services / County Clerk . 1 Manager of Archives Services / Archivist . 2 Archives Technicians . 2 Archives Clerks . 1 summer student requested for 2020 . Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday . Public service hours 10 a.m. to 4 p.m., Monday to Saturday . Saturday opening by appointment October - April

What changes will impact program delivery in the future?

. Changes Mandated by Other Levels of Government  Amendments to Municipal Act, SO 2001  Changes to Professional / Institutional standards for archives  Changes to other Acts and Regulations . Direction Received from County Council and CAO  Structure of County operations  New County Strategic Plan  Service demands from other departments

Archives Division Business Plan 2020-2022 12

Financial Allocation/Deployment Plan

Table 6: Archives Services Division FTE Requirements by Year

Year 2019 2020 2021 2022 Total Program 5.35 5.35 5.35 5.35 FTE Requirements

FTE Variances . No changes in FTEs forecast. A summer student is requested for 2020

Training and Development . Training to familiarize new staff with municipal operations and processes . Various training workshops and conferences pertinent to positions as need/opportunity arises

Comments The budget includes a request for a summer student enrolled in college or university to free up staff time for Collection Management projects by assisting with Reference and Research duties. Other budget activities as listed in the 2020-2022 Archives Division budget reflect no other changes in the ongoing operations of the Division.

Archives Division Business Plan 2020-2022 13

County of Perth 25 ARCHIVES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4080 Other Municipal ‐ City of Stratford $324,104 $311,462 $330,892 $6,788 (2.1%) 19,430 (6.24%) $340,276 $347,923 4100 Sales $250 $291 $250 $0 0.0% (41) 14.09% $250 $250 4120 Fees $1,800 $2,007 $1,800 $0 0.0% (207) 10.31% $1,800 $1,800 4140 Other Income $2,500 $2,803 $2,500 $0 0.0% (303) 10.81% $2,500 $2,500 4270 Donations $500 $428 $500 $0 0.0% 72 (16.82%) $500 $500 Subtotal Revenue : $329,154 $316,991 $335,942 $6,788 18,951 $345,326 $352,973 2.06% 2.79% 2.17% Expenses 5000 Salaries $298,832 $283,086 $311,090 $12,258 4.1% 28,004 9.89% $326,762 $339,127 Refer to Salary Analysis 5010 CPP Expense $13,043 $12,186 $13,852 $809 6.2% 1,666 13.67% $15,376 $16,721 5020 EI Expense $6,020 $5,618 $6,029 $9 0.1% 411 7.32% $6,424 $6,582 5030 EHT Expense $5,827 $5,539 $6,066 $239 4.1% 527 9.51% $6,372 $6,613 5040 OMERS $17,714 $17,767 $18,168 $454 2.6% 401 2.26% $19,440 $20,022 5060 Health Benefits $16,551 $12,793 $17,300 $749 4.5% 4,507 35.23% $17,839 $17,850 5100 Advertising $1,600 $1,485 $1,725 $125 7.8% 240 16.16% $1,725 $1,725 Ads in local publications and special editions of area newspapers promoting Archives services and events.

5140 Courier $0 $28 $75 $75 0.0% 47 167.86% $75 $75 5150 Insurance $1,886 $1,886 $2,005 $119 6.3% 119 6.31% $2,085 $2,168 5210 Memberships $4,550 $4,222 $4,550 $0 0.0% 328 7.77% $4,550 $4,550 Ancestry subscription for public use in Reading Room. Memberships in professional and heritage organizations for staff development opportunities and publications for Archives reference library.

5220 Mileage $1,000 $978 $1,000 $0 0.0% 22 2.25% $1,000 $1,000 Staff travel to donors to pick up records, to training sessions and conferences.

5230 Miscellaneous Expense $500 $467 $500 $0 0.0% 33 7.07% $500 $500 Small expenses such as parking fees, sympathy cards etc.

5250 Office Supplies $2,200 $2,055 $2,200 $0 0.0% 145 7.06% $2,200 $2,200 5260 Photocopying $6,200 $5,564 $6,200 $0 0.0% 636 11.43% $6,200 $6,200 5270 Postage $150 $45 $75 ($75) (50.0%) 30 66.67% $75 $75 5280 Professional Development $3,000 $2,596 $3,000 $0 0.0% 404 15.56% $3,000 $3,000 Staff require access to training to become familiar with or refresh knowledge of archival practices.

5310 Subscriptions $1,000 $924 $1,100 $100 10.0% 176 19.05% $1,100 $1,100 Local newspapers for collection. 5330 Telephone $400 $224 $400 $0 0.0% 176 78.57% $400 $400 Manager's Blackberry. 5402 Interdepartmental Charges ‐ Overhead $50,816 $46,540 $51,193 $377 0.7% 4,653 10.00% $52,731 $55,327 5404 Interdepartmental Charges ‐ Rent $275,000 $275,000 $275,000 $0 0.0% 0 0.00% $275,000 $275,000 Rent Analysis determined 2019 level sufficient to fund operations of archive facility

6030 Acquisitions $2,100 $2,068 $2,100 $0 0.0% 32 1.55% $2,100 $2,100 Microfiliming Stratford‐Beacon Herald and reference books and maps for collection.

6050 Archival Supplies $4,000 $3,751 $4,000 $0 0.0% 249 6.64% $4,000 $4,000 Storage boxes, file folders, tissue, mylar etc as needed. Staff PPE such as parrticulate masks, lab coats and gloves when working with contaminated records.

6080 Bank Charges $1,000 $827 $1,000 $0 0.0% 173 20.92% $1,000 $1,000 Monthly fees for POS merchant terminal. 6210 Equipment Maintenance $2,300 $2,283 $2,350 $50 2.2% 67 2.93% $2,350 $2,350 Annual maintenance contract for shelving units in Collections Room.

6230 Exhibits and Programs $2,500 $2,756 $2,500 $0 0.0% (256) (9.29%) $2,500 $2,500 Supplies to build Gallery exhibits. 6580 Public Relations $300 $296 $300 $0 0.0% 4 1.35% $300 $300 ncludes gifts etc for Archives volunteers and co‐op students.

Run Date: Dec 3, 2019 Page No: 1 4-Council Review County of Perth 25 ARCHIVES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % 6740 Technology Services $23,160 $22,413 $23,300 $140 0.6% 887 3.96% $23,300 $23,300 Includes PCIN hosting fee and book cataloguing contract, support contract for collection management software and internet fee for Archives building.

Subtotal Expenses : $741,649 $713,397 $757,078 $15,429 43,681 $778,404 $795,785 2.08% 2.82% 2.23% Refer to Salary Analysis Net Levy Requirement $412,495 $396,406 $421,136 $8,641 24,730 $433,078 $442,812 2.09% 2.84% 2.25%

Run Date: Dec 3, 2019 Page No: 2 4-Council Review CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

A

SAVERYS READY INDEA DIVOERS COUNTY OF PERTH Public Works Department

2020-2022 Business Plan December, 2019

This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Public Works Business Plan 2020-2022 2

Table of Contents

Business Plan 2020-2022 4 Preamble ...... 4

Service Strategy ...... 4

Key Customers ...... 5

Core Businesses/Services ...... 5

Legislated Standards ...... 6

Key Linkages with Strategic Plan ...... 7

Major Initiatives for 2020, 2021, 2022 ...... 8

Program Delivery Plan ...... 10

How will the program be delivered and at what level? 10

What changes will impact program delivery in the future? 10

Financial Allocation/Deployment Plan ...... 11

Significant Variances ...... 12

Training and Development ...... 11

Public Works Business Plan 2020-2022 3

Business Plan 2020-2022

Public Works Department

December, 2019

Any questions should be forwarded to the Director of Public Works.

Preamble

Consuming approximately 60% of the County’s net levy requirement, the Public Works Department is responsible for the majority of the physical assets owned by the County of Perth and is one of the main providers of direct service to the citizens of Perth County. Roads Division manages 442 kilometres of highways and 114 structures while Fleet Division services and maintains 9 Tandem/Tri-axle trucks, various pieces of maintenance equipment, light-duty vehicles and 10 front line ambulances. The Facilities Division is responsible for a diversified portfolio of 17 County owned buildings totaling 147,800sf with an estimated insured value of $40 million. The locations of these facilities span across a large geographical area, serve multiple program uses (Administration, Archives, Paramedic Services and Public Works) and range in age from 133 years to just over three years old.

Service Strategy

At present, the County’s asset portfolio totals approximately $201 million with over 90% of those physical assets being managed by the Public Works Department (Roads, Bridges & Culverts, Facilities, Fleet & Equipment). Planning for the sustainability of these assets requires a systemic and comprehensive plan for maintaining, rehabilitating and replacing infrastructure at the lowest total cost of ownership to the organization and its stakeholders. The service strategy of the Public Works department is to employ good asset management practices and processes designed to manage all assets effectively and sustainably. To anchor this strategy, Public Works uses as its core values: a. Safety. All services and assets are in safe usable condition. b. Value. Good quality service at a reasonable cost. c. Efficiency. Maximizing the use of the resources available. d. Effectiveness. Putting resources to work on things that matter.

Public Works Business Plan 2020-2022 4

Public Works also fosters collaborative opportunities, the use of technology and environmental stewardship in the delivery of services.

Key Customers

The customer base for Roads Division is external and includes all members of the travelling public, whether citizens of Perth County or not. Fleet Division’s customers are internal to the County and include Roads Division, Facilities and Paramedic Services staff. Facilities’ customer base is County departments, Council, purchasers of goods and services, members of the public and provincial ministries.

Core Businesses/Services

Roads Division is responsible for the operation and maintenance of the County’s highway system (roads, bridges and all appurtenances associated with this system). Roads Division is further subdivided into Summer Maintenance, Winter Maintenance and Capital Projects. Priorities for these sub-service areas are as follows:

Summer Maintenance 1. Safety of road users 2. Preventative maintenance to prolong asset life 3. Data collection and management 4. Aesthetics

Winter Maintenance 1. Safety of road users 2. Meeting customer expectations 3. Mitigation of environmental impacts

Capital Projects 1. Value for money 2. Timely asset renewal and repairs 3. Long range planning

Fleet Division does not have any division of services and generally treats all County vehicles and equipment equally. The priorities of the Fleet Division are as follows:

1. Legal compliance 2. Operational readiness

Public Works Business Plan 2020-2022 5

3. Timely preventative maintenance 4. Appropriate procurement practices

Facilities Division maintains, repairs, and operates County Facilities. Customers of Facilities are both internal and external, and include County staff, Provincial staff, members of the public, and 3rd party lessees and lessors. Priorities of Facilities are: 1. Safety of County Buildings 2. Aesthetics and Cleanliness 3. Manage the Maintenance and Repairs of County Facilities 4. Access and Mitigate Workplace Risks and Hazards 5. Provide Asset Management and lifecycle maintenance for building systems 6. Security of Property and Specific Emergency Preparedness 7. Identify, Develop and Implement Initiatives to reduce Utility Costs 8. Provide or Support Technology Requirements of the County

Legislated Standards

Like most County operations, Public Works operates under a wide variety of legislated standards, including Federal and Provincial statutes, and municipal by-laws and policies.

Of particular importance to Public Works are the following statutes:

 Occupational Health & Safety Act o O. Reg 213/91 Construction Projects o Reg. 851 Industrial Establishments  Municipal Act o O. Reg 239/02 Minimum Maintenance Standards  Highway Traffic Act o O. Reg 555/06 Hours of Service  Public Transportation and Highway Improvement Act  Ontario Building Code  Ontario Fire Code  Accessibility for Ontarians with Disabilities Act  Official Plan and Zoning By-Laws (County and City)  County Policy PW 2.01.1 Maintenance Standards  County Policy FI 1.01 Procurement

Public Works Business Plan 2020-2022 6

As well, a number of standards are referenced on a regular basis in order to conduct business. Those of particular importance are:

 The Ontario Traffic Manual  Transportation Association of Canada Geometric Design Guide for Canadian Roads  Ontario Provincial Standards (OPS)

This list is clearly not comprehensive, and is provided only to provide insight into the most commonly cited legislative standards.

Key Linkages with Strategic Plan

Perth County’s mission is that “The County of Perth, in partnership with its local municipalities, provides efficient, effective quality services to its residents, businesses and visitors, fostering strong communities and development across the County.” Public Works includes efficiency and effectiveness as two of its Core Values, aligning with the Strategic Plan. Public Works aligns fully with the County’s Goals and Objectives, primarily Goal #1, “Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.” Service to residents and the public at large is at the heart of what Public Works does, and this naturally includes efficient and comprehensive service delivery.

For rural Ontario, highways are the sole mode of transportation available. Businesses of all types depend on a functional highway system to deliver goods and services to their customers. Public Works will continue to invest in the County’s highway system, which in turns helps to support goals of the Strategic Plan.

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Major Initiatives for 2020, 2021, 2022 2020 Goals / Objectives Comments

Capital Roads Perth Road 113, Perth Road 112, Perth Line 36, Perth Line 86, Municipal Addressing Signs

Capital Bridges & Culverts Bridge Rehab – Perth Line 86 (Boundary structure) Small Culvert Rehabs

Fleet Replacements 3 Ambulances, 2 Pick-ups, Loader Road Needs Study - Update Biennial inspection and report on the state of the infrastructure (Road network)

Review of Travel Permit Review of Oversize and Overweight permit Process process and fees. Archives Drainage Address drainage issues in front of property. Registry Roof Registry Roof needs replacement. Courthouse Capital Repairs Front stairs, Front doors, Insulation, Carpet, A/C Units. Milverton PW Septic System Replace tank and septic bed.

2021 Goals / Objectives Comments

Capital Roads Perth Line 55, Perth Line 56, Perth Line 33, Perth Line 72 (Millbank East), , Perth Road 121

Capital Bridges & Culverts 3 Bridge Rehabs Fleet Replacements 2 Pick-ups, 1 Ambulance, 1 Tandem Biennial Bridge & Culvert Biennial inspection of County Bridges & Inspections (OSIM) Culverts over 3m span.

Courthouse Capital Repairs 2022 Goals / Objectives Comments

Capital Roads Perth Road 131 South, Perth Road 130

Public Works Business Plan 2020-2022 8

Capital Bridges & Culverts 2 Concrete Culvert Rehabs, Small Culvert Replacement Fleet Replacements 1 Ambulance, 1 Pick-up, 1 Tadem, Back- hoe, 2-PS Pick-ups (Commander units) Biennial Bridge & Culvert Biennial inspection of County Bridges & Inspections (OSIM) Culverts over 3m span.

Program Delivery Plan How will the program be delivered and at what level?

The priorities listed in Core Businesses/Services are in order of precedence. During the annual budget cycle, Public Works will ensure that the highest priority items are fully funded. Other priorities will receive budget dollars as funding permits. Where budget cuts are necessary, lower priority items will be targeted for reduction first. Safety related items will always be fully funded.

While safety has and will be priority for all divisions of Public Works, Facilities Division will need to focus and develop sound facilities management practices moving forward. Previously, facility maintenance and management has been more of a “reactive” process. Focus needs to shift to a more proactive approach where preventative maintenance, lifecycle replacement and monitoring of energy/building systems are managed effectively to maximize the useful life of the County’s assets and protect the investment.

What changes will impact program delivery in the future?

. Amendments to Municipal Act O. Reg. 239/02 Minimum Maintenance Standards . Amendments to other legislated standards . Direction Received from County Council and CAO  Structure of County operations  Policy decisions  Service demands . Updates from Road Needs Study and Structure Inspections

. Changes Mandated by Other Levels of Government  Amendments to ODA & Regulations  Amendments to Ontario Fire Code  Amendments to OHSA

Public Works Business Plan 2020-2022 9

 Changes to other Acts and Regulations

Financial Allocation/Deployment Plan Service FTE Requirement by Year FTE Requirement by Year 2019 2020 2021 2022 PW Administration Total Program FTE 2 2 2 2 Requirements

Service FTE Requirement by Year FTE Requirement by Year 2019 2020 2021 2022 PW Roads Division Total Program FTE 16.9 16.7 16.7 16.7 Requirements

Service FTE Requirement by Year FTE Requirement by Year 2019 2020 2021 2022 PW Fleet Division Total Program FTE 2 2 2 2 Requirements

Service FTE Requirement by Year FTE Requirement by Year 2019 2020 2021 2022 PW Facilities Division Total Program FTE 2.33 2.33 2.33 2.33 Requirements

Due to the constantly changing nature of Public Works tasks, a wide variety of resources will be deployed as necessary. Public Works uses a combination of full time, part time and seasonal staff to undertake jobs in-house. A proper fleet of equipment

Public Works Business Plan 2020-2022 10

and inventory of supplies/materials will be maintained at all times to support the operations. As well, a mix of contractors, consultants and hired equipment are utilized on a regular basis, to compliment maintenance activities and most especially for jobs or projects that are beyond the specialization of Roads & Fleet staff. Staffing levels within the Roads Division fluctuate seasonally, as dictated by the operational requirements of the department, and currently range from a low of 16 persons to as many as 30. Public Works will endeavour to maintain staffing at a level appropriate to the approved work plan, as determined during the budget cycle. Fleet and equipment will likewise be kept at a level appropriate to the work plan and will be set so as to make the most efficient use of existing inventory, and to keep surplus capacity to a minimum while not adversely impacting operational readiness. Beginning in 2020, the Public Works Department is proposing a change in the department structure to address the need for additional resources in the area of asset management. A new position, Asset Manager & Engineering Specialist, will focus on managing the County’s asset portfolio (over 90% of the County’s assets are in the Public Works Department), assist the Director with capital projects, contract management and help prepare reports for Council. It is proposed that this position will be a 3-year contract funded from the Modernizatio/Efficiency grant that the province allocated in 2019.

Significant Variances . Changes to level of service or amendments to legislated standards can affect certain maintenance activities (eg. Winter maintenance). Staffing levels, equipment compliment and hours of service may need to be increased to support such changes. . Updated Road Needs Studies and Structure Inspections may impact 10 Year Plan for Highways and Structural Repair & Replacement Plan.

Training and Development . Annual Health & Safety Training . Update job specific training for certain maintenance activities . Continuation of management training program for supervisory staff . Various training workshops pertinent to positions as need/opportunity arises

Public Works Business Plan 2020-2022 11

County of Perth 30 PW ADMINISTRATION 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4160 Intradepartmental Revenues $1,498,829 $1,380,993 $1,573,733 $74,904 (5.0%) 192,740 (13.96%) $1,635,623 $1,678,868 Subtotal Revenue : $1,498,829 $1,380,993 $1,573,733 $74,904 192,740 $1,635,623 $1,678,868 5.00% 3.93% 2.58% Expenses 5000 Salaries $168,074 $169,907 $195,913 $27,839 16.6% 26,006 15.31% $219,315 $229,760 Refer to Salary Analysis 5010 CPP Expense $5,307 $5,409 $5,796 $489 9.2% 387 7.15% $6,180 $6,635 5020 EI Expense $2,409 $2,431 $2,398 ($11) (0.5%) (33) (1.36%) $2,477 $2,539 5030 EHT Expense $3,277 $3,305 $3,636 $359 11.0% 331 10.02% $4,277 $4,480 5040 OMERS $18,314 $18,152 $21,538 $3,224 17.6% 3,386 18.65% $25,278 $26,635 5060 Health Benefits $12,200 $12,537 $12,229 $29 0.2% (308) (2.46%) $14,240 $14,538 5150 Insurance $10,228 $10,228 $10,727 $499 4.9% 499 4.88% $11,156 $11,602 5210 Memberships $2,700 $2,679 $1,500 ($1,200) (44.4%) (1,179) (44.01%) $1,500 $1,500 5220 Mileage $1,800 $1,878 $2,500 $700 38.9% 622 33.12% $2,500 $2,500 5230 Miscellaneous Expense $1,700 $132 $1,000 ($700) (41.2%) 868 657.58% $1,000 $1,000 5250 Office Supplies $4,200 $729 $2,000 ($2,200) (52.4%) 1,271 174.35% $2,000 $2,000 5260 Photocopying $3,050 $2,258 $2,100 ($950) (31.1%) (158) (7.00%) $2,100 $2,100 5280 Professional Development $5,000 $1,294 $3,975 ($1,025) (20.5%) 2,681 207.19% $3,975 $3,975 5320 Telecommunications $590 $232 $465 ($125) (21.2%) 233 100.43% $465 $465 5330 Telephone $1,717 $1,723 $1,717 $0 0.0% (6) (0.35%) $1,717 $1,717 5402 Interdepartmental Charges ‐ Overhead $1,245,064 $1,140,298 $1,303,615 $58,551 4.7% 163,317 14.32% $1,334,818 $1,364,797 Due to increase in share of overall budget allocation. Overall Corporate Overhead Division indicating a 2% increaase in Corporate OH Divisions.

5406 Interdepartmental Charges ‐ Fleet $7,800 $7,800 $0 ($7,800) (100.0%) (7,800) (100.00%) $0 $0 6740 Technology Services $5,400 $0 $2,625 ($2,775) (51.4%) 2,625 0.00% $2,625 $2,625 Subtotal Expenses : $1,498,830 $1,380,992 $1,573,734 $74,904 192,742 $1,635,623 $1,678,868 5.00% 3.93% 2.64% Refer to Salary Analysis Net Levy Requirement $1 ($1) $1 $0 2 $0 $0 0.00% (100.00%) 0.00%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review County of Perth 31 ROADS 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections 31-1-5000 General Maintenance 5110 Bridge Repairs 6,123 2,115 8,560 2,437 39.80% 6,445 304.73% $9,069 $9,197 No major changes in the overall general maintenance program for 2020. Only thing to note is Centerline Marking program will see a slight decrease in 2020 and shift back in 2021 and 2022.

5120 Culvert Repairs 131,936 70,625 120,998 (10,938) (8.29%) 50,373 71.32% 124,830 126,602

5210 Mowing/Spraying 100,805 73,196 109,609 8,804 8.73% 36,413 49.75% 109,308 110,019

5230 Tree Maintenance 148,294 150,902 154,374 6,080 4.10% 3,472 2.30% 159,823 162,061

5240 Ditch & Tile 277,431 275,523 262,317 (15,114) (5.45%) (13,206) (4.79%) 266,841 269,919

5250 Catch Basins 19,060 14,867 25,049 5,989 31.42% 10,182 68.49% 21,550 21,777

5260 Clean Up Right of Way 14,771 15,043 17,911 3,140 21.26% 2,868 19.07% 19,247 19,568

5310 Pavement Repairs 160,752 179,297 162,427 1,675 1.04% (16,870) (9.41%) 169,137 172,664

5330 Sweeping, Flushing 46,385 41,714 38,939 (7,446) (16.05%) (2,775) (6.65%) 42,936 43,709

5340 Shouldering Maintenance 372,023 383,148 376,064 4,041 1.09% (7,084) (1.85%) 401,683 405,911

5561 Standby 6,504 6,839 6,142 (362) (5.57%) (697) (10.19%) 7,066 7,352

5610 Centerline Marking 316,126 303,286 262,022 (54,104) (17.11%) (41,264) (13.61%) 265,776 268,369

5620 Roadway Lighting 32,738 14,125 27,494 (5,244) (16.02%) 13,369 94.65% 27,418 27,605

5640 Signs 137,421 136,737 137,190 (231) (0.17%) 453 0.33% 144,425 147,253

5660 Crossing Protection 17,061 15,884 19,099 2,038 11.95% 3,215 20.24% 18,997 19,115

5670 Guiderails 7,495 33,564 7,803 308 4.11% (25,761) (76.75%) 8,546 8,716

5770 Routine Patrol 126,060 104,741 104,083 (21,977) (17.43%) (658) (0.63%) 111,039 113,509

5790 Engineering 25,636 26,210 48,785 23,149 90.30% 22,575 86.13% 49,503 50,071

5791 Road Closings 8,540 11,601 8,791 251 2.94% (2,810) (24.22%) 9,753 10,005

Total 31-1-5000 General Maintenance 1,955,161 1,859,417 1,897,657 (57,504) (2.94%) 38,240 2.06% 1,966,947 1,993,422

31-1-5100 Capital Maintenance 5320 Crack Sealing 108,767 49,209 101,433 (7,334) (6.74%) 52,224 106.13% $105,018 $106,722

5350 Resurfacing 658,479 693,715 95,521 (562,958) (85.49%) (598,194) (86.23%) 95,560 96,289 A number of capital maintenace projects were performed in 2019. A shift from Capital Maintenance to Capital contruction projects will be seen over the next few years.

RESERVESFROM Transfers from Reserves (767,246) (742,925) (196,954) 570,292 (74.33%) 545,971 (73.49%) (200,578) (203,011)

Total 31-1-5100 Capital Maintenance (1) 1 (100.00%)

Page No: 1 4-Council Review County of Perth 31 ROADS 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections 31-1-5500 Winter Maintenance Contract PATROL Winter Patrol 215,890 218,420 225,942 10,052 4.66% 7,522 3.44% $243,751 $250,524

PLOWSAND Plowing/Sanding Maintenance 3,413,704 3,566,404 4,123,879 710,175 20.80% 557,475 15.63% 4,167,596 4,220,442 Winter maintenance seeing significant increases in material and subcontractor costs. Salt usage and cost relates to $500K increase in the overall witner maintenance budget.

WINTERSTANDBYWinter Standby 29,323 10,538 35,658 6,335 21.60% 25,120 238.38% 36,528 37,850

Total 31-1-5500 Winter Maintenance Contract 3,658,917 3,795,362 4,385,479 726,562 19.86% 590,117 15.55% 4,447,875 4,508,816

31-1-ADMIN Roads Division Administration ADMRD Admin Roads 1,892,834 1,864,170 2,001,398 108,564 5.74% 137,228 7.36% $2,019,981 $2,076,059 Related to increase allocation of Corporate Overhead and labour distribution REVENUE General Revenue (1,892,834) (1,864,170) (2,001,398) (108,564) 5.74% (137,228) 7.36% (2,019,981) (2,076,059)

Total 31-1-ADMIN Roads Division Administration

31-1-ADMREVTR Revenue & Reserve Transfers RESERVESTO Transfers to Reserves 63,110 (63,110) (100.00%)

REVENUE General Revenue (1,713,151) (1,777,044) (1,754,786) (41,635) 2.43% 22,258 (1.25%) (1,819,612) (1,803,788) Regional Roads increase in relation to increase in overall roads budget Total 31-1-ADMREVTR Revenue & Reserve Transfers (1,713,151) (1,713,934) (1,754,786) (41,635) 2.43% (40,852) 2.38% (1,819,612) (1,803,788)

31-9-OTHMUN Maintenance Work for Other Municipal NORTHPER Maintenance Work for North Perth 3,661 12,151 3,519 (142) (3.88%) (8,632) (71.04%) $8,804 $8,876

OTHERMUN Maintenance Work for Other Municipalities 12,614 19,281 12,426 (188) (1.49%) (6,855) (35.55%) 12,806 12,901

PEREAST Maintenance Work for Perth East 10,728 6,116 10,351 (377) (3.51%) 4,235 69.24% 11,112 11,302

PERSOUTH Maintenance Work for Perth South 4,518 4,186 4,282 (236) (5.22%) 96 2.29% 14,757 14,876

REVOTHER Revenue from Other Municipalities (59,095) (99,925) (60,015) (920) 1.56% 39,910 (39.94%) (75,435) (75,435)

WESTPER Maintenance Work for West Perth 27,766 18,464 27,223 (543) (1.96%) 8,759 47.44% 28,317 28,591

Total 31-9-OTHMUN Maintenance Work for Other Municipal 192 (39,727) (2,214) (2,406) (1,253.13%) 37,513 (94.43%) 361 1,111

Total 31 ROADS 3,901,119 3,901,117 4,526,136 625,017 16.02% 625,019 16.02% 4,595,571 4,699,561

Page No: 2 4-Council Review County of Perth 31 ROADS 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4070 Other Municipal $59,095 $99,925 $60,015 $920 (1.6%) (39,910) 39.94% $75,435 $75,435 4080 Other Municipal ‐ City of Stratford $1,643,151 $1,643,152 $1,684,786 $41,635 (2.5%) 41,634 (2.53%) $1,749,612 $1,733,788 4140 Other Income $40,000 $99,950 $40,000 $0 0.0% (59,950) 59.98% $40,000 $40,000 4160 Intradepartmental Revenues $1,892,834 $1,864,170 $2,001,398 $108,564 (5.7%) 137,228 (7.36%) $2,019,981 $2,076,059 4260 Permits $30,000 $33,942 $30,000 $0 0.0% (3,942) 11.61% $30,000 $30,000 4484 Transfer from Reserve ‐ Roads Capital $767,246 $742,925 $196,954 ($570,292) 74.3% (545,971) 73.49% $200,578 $203,011 Subtotal Revenue : $4,432,326 $4,484,064 $4,013,153 ($419,173) (470,911) $4,115,606 $4,158,293 (9.46%) 2.55% 1.03% Expenses 5000 Salaries $1,411,608 $1,376,169 $1,482,753 $71,145 5.0% 106,584 7.74% $1,549,490 $1,624,135 5010 CPP Expense $46,210 $45,821 $47,955 $1,745 3.8% 2,134 4.66% $51,993 $55,829 5020 EI Expense $20,307 $20,581 $19,970 ($337) (1.7%) (611) (2.97%) $20,895 $21,423 5030 EHT Expense $22,209 $21,839 $22,703 $494 2.2% 864 3.96% $23,756 $24,584 5040 OMERS $80,025 $89,290 $81,012 $987 1.2% (8,278) (9.27%) $86,884 $90,099 5060 Health Benefits $68,082 $63,753 $70,008 $1,926 2.8% 6,255 9.81% $72,588 $73,414 5160 Insurance Claims $25,000 $3,180 $25,000 $0 0.0% 21,820 686.16% $25,000 $25,000 5280 Professional Development $16,126 $2,882 $15,026 ($1,100) (6.8%) 12,144 421.37% $15,026 $15,026 5320 Telecommunications $2,493 $654 $2,493 $0 0.0% 1,839 281.19% $2,493 $2,493 5404 Interdepartmental Charges ‐ Rent $346,500 $346,500 $359,000 $12,500 3.6% 12,500 3.61% $359,000 $359,000 5408 Intradepartmental Charges ‐ Overhead $1,049,181 $966,695 $1,101,611 $52,430 5.0% 134,916 13.96% $1,144,934 $1,175,206 5514 Transfer to Reserve ‐ Public Works Winte $0 $63,110 $0 $0 0.0% (63,110) (100.00%) $0 $0 6150 Protective Equipment $17,667 $12,082 $17,667 $0 0.0% 5,585 46.23% $17,667 $17,667 6200 Equipment ‐ Other $252,568 $179,267 $280,186 $27,618 10.9% 100,919 56.30% $278,698 $280,421 6220 Equipment Owned $1,639,525 $1,510,193 $1,712,361 $72,836 4.4% 202,168 13.39% $1,780,601 $1,791,275 6290 Fuel $68,242 $41,176 $61,203 ($7,039) (10.3%) 20,027 48.64% $60,877 $61,254 6360 Hydro $17,061 $8,156 $13,022 ($4,039) (23.7%) 4,866 59.66% $12,953 $13,033 6410 Materials $2,073,644 $2,433,923 $2,477,534 $403,890 19.5% 43,611 1.79% $2,464,389 $2,479,609 6600 Radio Maintenance $16,126 $13,025 $16,126 $0 0.0% 3,101 23.81% $16,126 $16,126 6720 Contractor $1,150,871 $1,186,886 $723,659 ($427,212) (37.1%) (463,227) (39.03%) $717,807 $722,260 6740 Technology Services $10,000 $0 $10,000 $0 0.0% 10,000 0.00% $10,000 $10,000 Subtotal Expenses : $8,333,445 $8,385,182 $8,539,289 $205,844 154,107 $8,711,177 $8,857,854 2.47% 2.01% 1.68% Net Levy Requirement $3,901,119 $3,901,118 $4,526,136 $625,017 625,018 $4,595,571 $4,699,561 16.02% 1.53% 2.26%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review County of Perth 32 FACILITIES 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections 32-1-24ANDREW 24 St. Andrews Street EXPENSES Expenses 16,546 11,942 17,474 928 5.61% 5,532 46.32% $17,969 $18,462 Nothing major indicated in relation to the overall facilities of the County. Operational cost have been stable with seen savings in Heat and Hydro at Archives and Courthouse. Refer to Facility Rent Analysis.

Total 32-1-24ANDREW 24 St. Andrews Street 16,546 11,942 17,474 928 5.61% 5,532 46.32% 17,969 18,462

32-1-ADMIN Facilities Division Administration ADMFAC Admin Facility 328,182 323,091 354,193 26,011 7.93% 31,102 9.63% $369,042 $381,242

REVENUE General Revenue (328,182) (323,091) (354,193) (26,011) 7.93% (31,102) 9.63% (369,042) (381,242)

Total 32-1-ADMIN Facilities Division Administration

32-1-ADMREVTR Facilities Reserve Transfers RESERVESTOTransfers to Reserves 131,998 289,983 180,997 48,999 37.12% (108,986) (37.58%) $162,641 $137,771

REVENUE General Revenue (4,424) (4,424) (4,424) (4,424) (4,424) Rent related to use from Stratford Jail parking lot

Total 32-1-ADMREVTR Facilities Reserve Transfers 127,574 285,559 176,573 48,999 38.41% (108,986) (38.17%) 158,217 133,347

32-1-ARCHIVES Archives Operating Costs EXPENSES Expenses 251,136 236,348 247,682 (3,454) (1.38%) 11,334 4.80% $250,324 $252,698

REVENUE General Revenue (275,000) (275,000) (275,000) (275,000) (275,000)

Total 32-1-ARCHIVES Archives Operating Costs (23,864) (38,652) (27,318) (3,454) 14.47% 11,334 (29.32%) (24,676) (22,302)

32-1-CRTHOUSE Courthouse Operating Costs EXPENSES Expenses 415,670 390,790 399,437 (16,233) (3.91%) 8,647 2.21% $408,624 $416,991

REVENUE General Revenue (424,493) (424,492) (444,773) (20,280) 4.78% (20,281) 4.78% (444,773) (444,773)

Total 32-1-CRTHOUSE Courthouse Operating Costs (8,823) (33,702) (45,336) (36,513) 413.84% (11,634) 34.52% (36,149) (27,782)

32-1-EMSHQ EMS Head Quarters (Stratford EXPENSES Expenses 469,720 461,637 469,401 (319) (0.07%) 7,764 1.68% $467,537 $471,083

REVENUE General Revenue (515,500) (515,500) (500,000) 15,500 (3.01%) 15,500 (3.01%) (500,000) (500,000)

Total 32-1-EMSHQ EMS Head Quarters (Stratford (45,780) (53,863) (30,599) 15,181 (33.16%) 23,264 (43.19%) (32,463) (28,917)

32-1-EMSLIST EMS Listowel Base Operating Costs EXPENSE Expenses 50,176 40,921 45,864 (4,312) (8.59%) 4,943 12.08% $46,656 $47,356

REVENUE General Revenue (61,000) (61,000) (60,000) 1,000 (1.64%) 1,000 (1.64%) (60,000) (60,000)

Total 32-1-EMSLIST EMS Listowel Base Operating Costs (10,824) (20,079) (14,136) (3,312) 30.60% 5,943 (29.60%) (13,344) (12,644)

32-1-EMSMILV EMS Milverton Operating Costs EXPENSE Expenses 70,832 56,524 72,451 1,619 2.29% 15,927 28.18% $73,455 $74,366

Page No: 1 4-Council Review County of Perth 32 FACILITIES 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections REVENUE General Revenue (77,000) (77,000) (74,500) 2,500 (3.25%) 2,500 (3.25%) (74,500) (74,500)

Total 32-1-EMSMILV EMS Milverton Operating Costs (6,168) (20,476) (2,049) 4,119 (66.78%) 18,427 (89.99%) (1,045) (134)

32-1-EMSMITCH EMS Mitchell Operating Costs EXPENSE Expenses 92,853 85,478 100,585 7,732 8.33% 15,107 17.67% $101,306 $101,933

REVENUE General Revenue (81,000) (81,000) (100,000) (19,000) 23.46% (19,000) 23.46% (100,000) (100,000)

Total 32-1-EMSMITCH EMS Mitchell Operating Costs 11,853 4,478 585 (11,268) (95.06%) (3,893) (86.94%) 1,306 1,933

32-1-EMSMONK EMS Monkton Post Operating Costs EXPENSE Expenses 19,678 17,499 20,556 878 4.46% 3,057 17.47% $20,763 $20,915

REVENUE General Revenue (20,000) (20,000) (20,000) (20,000) (20,000)

Total 32-1-EMSMONK EMS Monkton Post Operating Costs (322) (2,501) 556 878 (272.67%) 3,057 (122.23%) 763 915

32-1-EMSSTMAR EMS St. Mary's Base Operating Costs EXPENSE Expenses 75,240 62,662 76,293 1,053 1.40% 13,631 21.75% $77,166 $77,955

REVENUE General Revenue (80,000) (80,000) (80,000) (80,000) (80,000)

Total 32-1-EMSSTMAR EMS St. Mary's Base Operating Cost (4,760) (17,338) (3,707) 1,053 (22.12%) 13,631 (78.62%) (2,834) (2,045)

32-1-PWRMILV PW Milverton Yard Operating Costs EXPENSE Expenses 61,559 58,163 63,849 2,290 3.72% 5,686 9.78% $64,522 $65,100

REVENUE General Revenue (59,000) (59,000) (74,000) (15,000) 25.42% (15,000) 25.42% (74,000) (74,000)

Total 32-1-PWRMILV PW Milverton Yard Operating Costs 2,559 (837) (10,151) (12,710) (496.68%) (9,314) 1,112.78% (9,478) (8,900)

32-1-PWRMITCH PW Mitchell Operating Costs EXPENSE Expenses 261,442 227,475 235,648 (25,794) (9.87%) 8,173 3.59% $234,762 $236,894

REVENUE General Revenue (300,000) (300,000) (245,000) 55,000 (18.33%) 55,000 (18.33%) (245,000) (245,000)

Total 32-1-PWRMITCH PW Mitchell Operating Costs (38,558) (72,525) (9,352) 29,206 (75.75%) 63,173 (87.11%) (10,238) (8,106)

32-1-PWRSTRAT PW Stratford Operating Costs EXPENSE Expenses 81,194 78,662 90,188 8,994 11.08% 11,526 14.65% $91,737 $93,163

REVENUE General Revenue (70,000) (70,000) (110,000) (40,000) 57.14% (40,000) 57.14% (110,000) (110,000)

Total 32-1-PWRSTRAT PW Stratford Operating Costs 11,194 8,662 (19,812) (31,006) (276.99%) (28,474) (328.72%) (18,263) (16,837)

32-1-RADIOEQU Radio Interoperability Equipment RADIOEQUIP Radio Equipment 589 1,865 650 61 10.36% (1,215) (65.15%) $703 $754

Total 32-1-RADIOEQU Radio Interoperability Equipment 589 1,865 650 61 10.36% (1,215) (65.15%) 703 754

32-1-REGISTRY Registry Operating Expenses

Page No: 2 4-Council Review County of Perth 32 FACILITIES 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections EXPENSES Expenses 85,497 63,371 84,060 (1,437) (1.68%) 20,689 32.65% $86,848 $89,453

REVENUE General Revenue (104,493) (105,455) (105,456) (963) 0.92% (1) (105,456) (105,456)

Total 32-1-REGISTRY Registry Operating Expenses (18,996) (42,084) (21,396) (2,400) 12.63% 20,688 (49.16%) (18,608) (16,003)

32-1-SOLAR Solar Panel Expenses EXPENSE Expenses 2,780 2,344 3,018 238 8.56% 674 28.75% $3,140 $3,259

REVENUE General Revenue (15,000) (12,793) (15,000) (2,207) 17.25% (15,000) (15,000) Revenue generated from solar panels located at Mitchell garage. Total 32-1-SOLAR Solar Panel Expenses (12,220) (10,449) (11,982) 238 (1.95%) (1,533) 14.67% (11,860) (11,741)

Total 32 FACILITIES

Page No: 3 4-Council Review County of Perth 32 FACILITIES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4140 Other Income $19,424 $17,217 $19,424 $0 0.0% 2,207 (12.82%) $19,424 $19,424 4150 Interdepartmental Revenues $1,751,417 $1,751,417 $1,757,285 $5,868 (0.3%) 5,868 (0.34%) $1,757,285 $1,757,285 4160 Intradepartmental Revenues $328,182 $323,091 $354,193 $26,011 (7.9%) 31,102 (9.63%) $369,042 $381,242 4200 Lease/Rental ‐ Province $316,069 $317,030 $331,444 $15,375 (4.9%) 14,414 (4.55%) $331,444 $331,444 Subtotal Revenue : $2,415,092 $2,408,755 $2,462,346 $47,254 53,591 $2,477,195 $2,489,395 1.96% 0.60% 0.49% Expenses 5000 Salaries $195,856 $194,379 $213,361 $17,505 8.9% 18,982 9.77% $229,596 $245,793 5010 CPP Expense $5,964 $5,940 $6,373 $409 6.9% 433 7.29% $6,799 $7,303 5020 EI Expense $2,677 $2,712 $2,668 ($9) (0.3%) (44) (1.62%) $2,755 $2,826 5030 EHT Expense $2,956 $3,035 $3,112 $156 5.3% 77 2.54% $3,324 $3,539 5040 OMERS $13,775 $15,052 $14,977 $1,202 8.7% (75) (0.50%) $16,312 $17,698 5060 Health Benefits $11,434 $6,513 $12,191 $757 6.6% 5,678 87.18% $12,490 $12,793 5110 Amortization Expense $436,476 $436,476 $436,476 $0 0.0% 0 0.00% $436,476 $436,476 5150 Insurance $112,915 $115,616 $124,207 $11,292 10.0% 8,591 7.43% $129,176 $134,059 5190 Legal $0 $8,000 $5,000 $5,000 0.0% (3,000) (37.50%) $5,000 $5,000 5210 Memberships $280 $280 $280 $0 0.0% 0 0.00% $280 $280 5220 Mileage $750 $149 $750 $0 0.0% 601 403.36% $750 $750 5230 Miscellaneous Expense $8,223 $3,936 $5,359 ($2,864) (34.8%) 1,423 36.15% $5,413 $5,452 5280 Professional Development $2,833 $2,490 $5,230 $2,397 84.6% 2,740 110.04% $5,230 $5,230 5290 Rent $22,334 $21,205 $23,331 $997 4.5% 2,126 10.03% $23,565 $23,739 5320 Telecommunications $1,583 $353 $1,583 $0 0.0% 1,230 348.44% $1,583 $1,583 5330 Telephone $10,191 $10,553 $10,645 $454 4.5% 92 0.87% $10,752 $10,831 5406 Interdepartmental Charges ‐ Fleet $7,000 $7,000 $12,000 $5,000 71.4% 5,000 71.43% $12,000 $12,000 5408 Intradepartmental Charges ‐ Overhead $224,825 $207,149 $236,060 $11,235 5.0% 28,911 13.96% $245,344 $251,831 5542 Transfer to Reserve ‐ Facilities Capital $131,998 $289,983 $180,997 $48,999 37.1% (108,986) (37.58%) $162,641 $137,771 6110 Building Maintenance $272,848 $281,528 $256,471 ($16,377) (6.0%) (25,057) (8.90%) $259,030 $260,951 6120 Building Supplies $61,795 $67,342 $69,301 $7,506 12.1% 1,959 2.91% $70,001 $70,514 6130 Contract Cleaning, Supplies, Garbage $155,596 $122,912 $133,319 ($22,277) (14.3%) 10,407 8.47% $134,657 $135,651 6150 Protective Equipment $1,500 $1,523 $1,500 $0 0.0% (23) (1.51%) $1,500 $1,500 6220 Equipment Owned $5,832 $428 $6,166 $334 5.7% 5,738 1,340.65% $6,229 $6,274 6320 Grounds Maintenance $93,222 $116,613 $119,589 $26,367 28.3% 2,976 2.55% $120,792 $121,682 6350 Heat $90,144 $68,599 $86,423 ($3,721) (4.1%) 17,824 25.98% $87,290 $87,935 6360 Hydro $215,824 $140,353 $179,203 ($36,621) (17.0%) 38,850 27.68% $181,002 $182,336 6375 Interest Expense $268,142 $240,131 $255,892 ($12,250) (4.6%) 15,761 6.56% $246,781 $246,781 6410 Materials $4,108 $200 $4,202 $94 2.3% 4,002 2,001.00% $4,225 $4,241 6620 Security $6,115 $9,805 $9,029 $2,914 47.7% (776) (7.91%) $9,121 $9,187 6720 Contractor $18,121 $10,877 $17,176 ($945) (5.2%) 6,299 57.91% $17,328 $17,438 6760 Tools and Equipment $11,608 $3,379 $10,499 ($1,109) (9.6%) 7,120 210.71% $10,584 $10,641 6820 Water $18,167 $14,241 $18,976 $809 4.5% 4,735 33.25% $19,169 $19,310 Subtotal Expenses : $2,415,092 $2,408,752 $2,462,346 $47,254 53,594 $2,477,195 $2,489,395 1.96% 0.60% 0.49% Net Levy Requirement $0 ($3) $0 $0 3 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review County of Perth 33 FLEET 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections 33-1-ADMIN Fleet Division Administration ADMFLT Fleet Admin 465,095 413,989 467,153 2,058 0.44% 53,164 12.84% $479,603 $489,906

REVENUE General Revenue (465,095) (413,990) (467,153) (2,058) 0.44% (53,163) 12.84% (479,603) (489,906)

Total 33-1-ADMIN Fleet Division Administration (1) 1 (100.00%)

33-1-ADMREVTR Admin Revenue & Transfer to Reserve RESERVESTOTransfers to Reserves 534,823 661,293 594,781 59,958 11.21% (66,512) (10.06%) $660,544 $648,215

Total 33-1-ADMREVTR Admin Revenue & Transfer to Reserv 534,823 661,293 594,781 59,958 11.21% (66,512) (10.06%) 660,544 648,215

33-1-FLEET Fleet Contract 0440 V040 KOMATSU WA200 5LOADER 32,111 19,209 31,610 (501) (1.56%) 12,401 64.56% $32,132 $32,677

0543 V043 CAT 4300 IT Backhoe 19,644 29,710 19,221 (423) (2.15%) (10,489) (35.30%) 19,494 19,751

0579 V079 2005 20 t trailer 4,568 4,321 4,554 (14) (0.31%) 233 5.39% 4,720 4,907

0616 V016 1999 FL80 Single Axle 12,317 15,253 12,208 (109) (0.88%) (3,045) (19.96%) 12,408 12,599

0656 145 Gallon Diesel Kettle w/Hose & Wand 8,644 14,496 8,529 (115) (1.33%) (5,967) (41.16%) 8,746 8,982

0703 V003 2008 16000 F450 truck 13,683 12,571 13,555 (128) (0.94%) 984 7.83% 13,842 14,138

0729 V029 2008 Tandem Dump Plow VHD64B 39,910 36,977 39,265 (645) (1.62%) 2,288 6.19% 39,979 40,695

0909 V009 2009 VOLVO TANDEM/PLOW 63,437 65,917 65,488 2,051 3.23% (429) (0.65%) 66,700 67,923

0967 VERMEER BRUSH CHIPPER 4,610 4,994 4,537 (73) (1.58%) (457) (9.15%) 4,627 4,717

1008 V008 2010 Tandem 52,701 65,236 63,792 11,091 21.05% (1,444) (2.21%) 65,058 66,355

1028 V028 2011 Pickup (compact) 14,764 5,068 (14,764) (100.00%) (5,068) (100.00%) 2019 Cost associtated with vehicle 1928

1117 2011 Chevrolet Silverado LT 2500 1/2 Ton 26,228 22,825 25,732 (496) (1.89%) 2,907 12.74% 26,133 26,519

1135 V035 2011 Caterpillar Grader 33,248 19,486 32,570 (678) (2.04%) 13,084 67.15% 33,022 33,444

1150 John Deere 644L Loader 12,654 14,304 12,515 (139) (1.10%) (1,789) (12.51%) 12,713 12,900

1210 2012 16,000 GVW Chassis Cab Truck 13,101 12,054 16,615 3,514 26.82% 4,561 37.84% 16,897 17,173

1223 2012 Chevorlet Pickup 15,346 8,597 16,671 1,325 8.63% 8,074 93.92% 16,946 17,215 Unit to be replaced in 2020

1258 Demer Ambulance - Facilities Vehicle 11,754 5,472 11,733 (21) (0.18%) 6,261 114.42% 12,108 12,516

1301 V001 Tri - Axle Truck 78,537 78,667 90,331 11,794 15.02% 11,664 14.83% 91,836 93,321

1355 V055 Spray Patch 7,038 3,300 6,783 (255) (3.62%) 3,483 105.55% 7,088 7,435

1405 V005 2014 Tandem Dump Plow 79,991 68,994 86,309 6,318 7.90% 17,315 25.10% 87,853 89,400

Page No: 1 4-Council Review County of Perth 33 FLEET 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections 1406 2015 Freightliner Model 114SD /TriAxle 88,117 92,278 89,606 1,489 1.69% (2,672) (2.90%) 91,171 92,732

1418 V018 - 3/4 Ton Pickup, Diesel 18,678 32,582 20,015 1,337 7.16% (12,567) (38.57%) 20,311 20,595

1419 V019 - 1/2 Ton Pickup 30,786 19,289 16,671 (14,115) (45.85%) (2,618) (13.57%) 16,946 17,215

1524 V024 Tri - Axle Truck 60,358 77,160 81,380 21,022 34.83% 4,220 5.47% 82,631 83,839

1602 V002 Tandem Dump Plow VHD64B 57,107 66,516 72,389 15,282 26.76% 5,873 8.83% 73,581 74,753

1614 V014 2016 Chevy Silverado Quad 19,881 8,100 19,589 (292) (1.47%) 11,489 141.84% 20,014 20,455

1715 V015 2017 Dodge RAM 1500 4x4 17,443 6,851 19,589 2,146 12.30% 12,738 185.93% 20,014 20,455

1807 V007 2019 Tandem Dump Plow 43,673 (43,673) (100.00%) Budget in 2019, but actual Fleet # was 1907

1820 V020 2018 Dodge RAM 1500 SLT 19,606 15,908 16,379 (3,227) (16.46%) 471 2.96% 16,640 16,892

1822 V022 2018 Dodge RAM 1500 SLT 18,443 10,790 15,212 (3,231) (17.52%) 4,422 40.98% 15,413 15,596

1907 Vehicle 07 - 2018 Dump/Plow 22,507 63,280 63,280 40,773 181.16% 63,957 64,531 Received vehicle in spring 2019

1928 V028 - 2019 Ford F150 XLT 5,298 14,541 14,541 9,243 174.46% 14,778 15,006

2012 Pickup Truck CEMC 6,169 6,169 6,169 6,201 6,221 New SUV Type Vehicle - CEMC

9174 GRAVEL SPREADER 19,648 12,451 19,484 (164) (0.83%) 7,033 56.49% 20,143 20,874

A1000 EMS Incident Trailer 2,268 410 2,248 (20) (0.88%) 1,838 448.29% 2,328 2,417

A1022 2016 Ambulance 30,175 43,856 28,670 (1,505) (4.99%) (15,186) (34.63%) 29,056 29,403

A1023 2017 Chevrolet unit #NE-11184 30,012 26,256 28,670 (1,342) (4.47%) 2,414 9.19% 29,056 29,403

A1024 2017 Chevrolet unit #NE-11185 31,801 32,103 28,670 (3,131) (9.85%) (3,433) (10.69%) 29,056 29,403

A1025 2017 Crestline unit 31,801 28,076 28,670 (3,131) (9.85%) 594 2.12% 29,056 29,403

A1026 2018 Crestline 30,175 27,116 28,670 (1,505) (4.99%) 1,554 5.73% 29,056 29,403

A1027 2019 Crestline 27,211 27,211 27,211 27,522 27,783 New Ambulance to replace unit 1269 in 2020

A1059 2015 Demers 28,549 33,143 28,670 121 0.42% (4,473) (13.50%) 29,056 29,403

A1060 2014 Demers 34,539 32,530 33,047 (1,492) (4.32%) 517 1.59% 33,657 34,262 Unit to be replaced in 2020

A1061 2014 Demers 22,048 31,931 28,670 6,622 30.03% (3,261) (10.21%) 29,056 29,403 Unit to be replaced in 2020

A1062 2013 Demers 26,753 12,336 18,552 (8,201) (30.65%) 6,216 50.39% 19,000 19,465 Unit to be replaced in 2020

A1070 2015 Demers 26,924 32,400 28,670 1,746 6.48% (3,730) (11.51%) 29,056 29,403

A1264 2010 DeMers (145) 145 (100.00%)

Page No: 2 4-Council Review County of Perth 33 FLEET 2020 Operating Budget by Activity

2019 2019 2020 2019-2020 2019-2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget YearEnd Budget Budget Budget YE Projections % Change Budget Budget Projections $ Change % Change $ Change YE Projections A1269 2010 DeMers 15,547 13,282 (15,547) (100.00%) (13,282) (100.00%) Supply/Support. Was suppose to be sold in 2019. Kept as an additional vehicle based on operational review A1390 2017 Chevy Silverado Supervisors Vehicle 21,272 13,250 20,657 (615) (2.89%) 7,407 55.90% 20,892 21,094

A1391 2017 Chevy Silverado Supervisors Vehicle 21,272 16,505 20,657 (615) (2.89%) 4,152 25.16% 20,892 21,094

REVENUE General Revenue (1,825,985) (1,881,525) (1,962,835) (136,850) 7.49% (81,310) 4.32% (2,051,385) (2,061,385)

Total 33-1-FLEET Fleet Contract (534,823) (661,295) (594,781) (59,958) 11.21% 66,514 (10.06%) (660,544) (648,215)

Total 33 FLEET (3) 3 (100.00%)

Page No: 3 4-Council Review County of Perth 33 FLEET 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4150 Interdepartmental Revenues $1,825,985 $1,885,026 $1,962,835 $136,850 (7.5%) 77,809 (4.13%) $2,051,385 $2,061,385 4160 Intradepartmental Revenues $465,095 $413,990 $467,153 $2,058 (0.4%) 53,163 (12.84%) $479,603 $489,906 Subtotal Revenue : $2,291,080 $2,299,016 $2,429,988 $138,908 130,972 $2,530,988 $2,551,291 6.06% 4.16% 0.80% Expenses 5000 Salaries $273,587 $237,399 $275,246 $1,659 0.6% 37,847 15.94% $289,144 $305,224 5010 CPP Expense $5,498 $5,997 $5,796 $298 5.4% (201) (3.35%) $6,180 $6,635 5020 EI Expense $2,409 $2,612 $2,398 ($11) (0.5%) (214) (8.19%) $2,477 $2,539 5030 EHT Expense $3,491 $3,519 $3,608 $117 3.4% 89 2.53% $3,767 $3,962 5040 OMERS $18,673 $17,388 $19,824 $1,151 6.2% 2,436 14.01% $20,834 $22,107 5060 Health Benefits $12,230 $11,747 $13,068 $838 6.9% 1,321 11.25% $13,331 $13,613 5150 Insurance $82,312 $82,310 $91,746 $9,434 11.5% 9,436 11.46% $95,233 $98,893 5320 Telecommunications $524 $59 $524 $0 0.0% 465 788.14% $524 $524 5404 Interdepartmental Charges ‐ Rent $82,500 $82,500 $70,000 ($12,500) (15.2%) (12,500) (15.15%) $70,000 $70,000 5408 Intradepartmental Charges ‐ Overhead $224,825 $207,149 $236,060 $11,235 5.0% 28,911 13.96% $245,344 $251,831 5554 Transfer to Reserve ‐ Fleet Capital $534,823 $661,293 $594,781 $59,958 11.2% (66,512) (10.06%) $660,465 $648,052 6220 Equipment Owned $23,891 $27,125 $26,223 $2,332 9.8% (902) (3.33%) $26,375 $26,486 6290 Fuel $558,544 $473,825 $557,611 ($933) (0.2%) 83,786 17.68% $561,267 $563,554 6410 Materials $460,384 $477,926 $391,099 ($69,285) (15.0%) (86,827) (18.17%) $393,144 $394,421 6720 Contractor $489 $1,540 $135,104 $134,615 27,528.6% 133,564 8,672.99% $136,003 $136,550 6760 Tools and Equipment $6,900 $6,627 $6,900 $0 0.0% 273 4.12% $6,900 $6,900 Subtotal Expenses : $2,291,080 $2,299,016 $2,429,988 $138,908 130,972 $2,530,988 $2,551,291 6.06% 4.16% 0.80% Net Levy Requirement $0 $0 $0 $0 0 $0 $0 0.00% 0.00% 0.00%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review CON I E NTS

OVERALL BUDGET SUMMARY& RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT A RYOPERATING — NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE 1 CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING 1

CORPORATE SERVICES CLERK! LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES,- COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

A

PARAMEDICSERVICES PARAMEDIC SERVICES

A

SAVERYS READY INDEA DIVOERS County of Perth 52 PARAMEDIC SERVICES 2020 OPERATING BUDGET

2019 2019 2020 2019‐2020 2019‐2020 2019-2020 2019-2020 2021 2022 Budget Comments Budget Projected Budget Budget to Budget to Actuals to Actuals to Budget Budget Actuals Budget $ Budget % Budget $ Budget % Revenue 4060 Conditional Grants ‐ Provincial $5,892,784 $6,095,919 $6,219,821 $327,037 (5.5%) 123,902 (2.03%) $6,467,729 $6,641,059 Incorporates a maximum 3.5% increase as assumed in the 2019 announcement

4080 Other Municipal ‐ City of Stratford $2,677,108 $2,646,225 $2,665,686 ($11,422) 0.4% 19,461 (0.74%) $2,743,407 $2,808,729 4090 Other Municipal ‐ Town of St. Marys $540,235 $534,003 $529,420 ($10,815) 2.0% (4,583) 0.86% $542,278 $555,190 4140 Other Income $7,500 $49,485 $7,500 $0 0.0% (41,985) 84.84% $7,500 $7,500 4550 Transfer from Reserve ‐ PS General $188,299 $0 $0 ($188,299) 100.0% 0 0.00% $0 $0 4560 Transfer from Reserve ‐ PS Employment $0 $35,000 $0 $0 0.0% (35,000) 100.00% $0 $0 4580 Transfer from Reserve ‐ PS WSIB $48,300 $0 $54,000 $5,700 (11.8%) 54,000 0.00% $54,000 $54,000 Offset salary costs related to WSIB accomodations 4720 Transfer from Reserve ‐ EMS Medical Equ $50,000 $40,000 $0 ($50,000) 100.0% (40,000) 100.00% $0 $0 Subtotal Revenue : $9,404,226 $9,400,632 $9,476,427 $72,201 75,795 $9,814,914 $10,066,478 0.77% 3.57% 2.50% Incorporates a maximum 3.5% increase as assumed in the 2019 announcement Expenses 5000 Salaries $7,212,322 $7,300,871 $7,311,775 $99,453 1.4% 10,904 0.15% $7,664,778 $7,852,998 Refer to Salary Analysis. Medavie will provide a costing update with any formal proposals. Indications are not major changes in overall PS bottom line

5010 CPP Expense $230,356 $239,695 $236,040 $5,684 2.5% (3,655) (1.52%) $252,253 $270,894 5020 EI Expense $109,919 $107,015 $106,044 ($3,875) (3.5%) (971) (0.91%) $109,390 $111,994 5030 EHT Expense $140,634 $134,559 $142,584 $1,950 1.4% 8,025 5.96% $149,457 $153,136 5040 OMERS $727,161 $577,733 $754,670 $27,509 3.8% 176,937 30.63% $793,398 $813,566 5050 WSIB $100,000 $234,524 $130,000 $30,000 30.0% (104,524) (44.57%) $150,000 $175,000 5060 Health Benefits $627,966 $506,206 $657,465 $29,499 4.7% 151,259 29.88% $670,915 $673,197 5140 Courier $600 $674 $600 $0 0.0% (74) (10.98%) $600 $600 5150 Insurance $42,955 $42,955 $44,359 $1,404 3.3% 1,404 3.27% $46,133 $47,978 5160 Insurance Claims $7,600 $0 $7,600 $0 0.0% 7,600 0.00% $7,600 $7,600 5170 Internet Expense $13,500 $12,423 $13,500 $0 0.0% 1,077 8.67% $13,500 $13,500 5190 Legal $40,000 $239,798 $20,000 ($20,000) (50.0%) (219,798) (91.66%) $20,000 $20,000 5200 Meal Allowance $4,000 $4,779 $4,000 $0 0.0% (779) (16.30%) $4,000 $4,000 5210 Memberships $3,269 $3,249 $3,269 $0 0.0% 20 0.62% $3,269 $3,269 5220 Mileage $4,000 $2,562 $4,000 $0 0.0% 1,438 56.13% $4,000 $4,000 5250 Office Supplies $11,500 $7,893 $6,500 ($5,000) (43.5%) (1,393) (17.65%) $6,500 $6,500 5260 Photocopying $3,321 $3,642 $3,321 $0 0.0% (321) (8.81%) $3,321 $3,321 5270 Postage $500 $519 $500 $0 0.0% (19) (3.66%) $500 $500 5280 Professional Development $27,136 $13,478 $22,056 ($5,080) (18.7%) 8,578 63.64% $22,056 $22,056 5310 Subscriptions $260 $229 $260 $0 0.0% 31 13.54% $260 $260 5320 Telecommunications $11,968 $4,447 $16,718 $4,750 39.7% 12,271 275.94% $16,718 $16,718 5330 Telephone $4,500 $5,094 $4,500 $0 0.0% (594) (11.66%) $4,500 $4,500 5402 Interdepartmental Charges ‐ Overhead $1,215,452 $1,113,177 $1,189,882 ($25,570) (2.1%) 76,705 6.89% $1,208,051 $1,267,761 5404 Interdepartmental Charges ‐ Rent $834,500 $834,500 $834,500 $0 0.0% 0 0.00% $834,500 $834,500 5406 Interdepartmental Charges ‐ Fleet $610,000 $610,000 $670,000 $60,000 9.8% 60,000 9.84% $700,000 $710,000 6120 Building Supplies $4,000 $4,042 $4,000 $0 0.0% (42) (1.04%) $4,000 $4,000 6150 Protective Equipment $101,500 $95,289 $61,500 ($40,000) (39.4%) (33,789) (35.46%) $61,500 $61,500 6180 Pharmaceuticals $17,350 $18,503 $17,350 $0 0.0% (1,153) (6.23%) $17,350 $17,350 6210 Equipment Maintenance $52,020 $32,946 $52,020 $0 0.0% 19,074 57.89% $52,020 $52,020 6390 Laundry $22,000 $16,537 $22,000 $0 0.0% 5,463 33.04% $22,000 $22,000 6420 Medical Documentation $1,850 $171 $1,850 $0 0.0% 1,679 981.87% $1,850 $1,850 6440 Medical Supplies $108,000 $111,707 $110,000 $2,000 1.9% (1,707) (1.53%) $112,000 $112,000 6580 Public Relations $4,000 $5,902 $4,000 $0 0.0% (1,902) (32.23%) $4,000 $4,000 6740 Technology Services $101,097 $70,575 $108,897 $7,800 7.7% 38,322 54.30% $108,897 $108,897 Subtotal Expenses : $12,395,236 $12,355,694 $12,565,760 $170,524 210,066 $13,069,316 $13,401,465 1.38% 4.01% 2.54% Refer to Salary Analysis. Medavie will provide a costing update with any formal proposals. Indications are not major changes in overall PS bottom line Net Levy Requirement $2,991,010 $2,955,062 $3,089,333 $98,323 134,271 $3,254,402 $3,334,987 3.29% 5.34% 2.48%

Run Date: Dec 4, 2019 Page No: 1 4-Council Review