Proposed 2019 Levy Supported Operating Budget Table of Contents

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET TABLE OF CONTENTS

FINANCIAL SERVICES REPORT...... Section 1

GUIDE TO FULL TIME EQUIVALENTS ...... Section 2

REQUISITIONS ...... Section 3

PROPOSED LEVY SUPPORTED OPERATING BUDGET ...... Section 4

SUPPLEMENTARY DOCUMENTATION ...... Section 5

Working together with our community Page 1 of 17

Special Council Meeting – January 23, 2019

Subject: Proposed 2019 Levy Supported Operating Budget Report Number: FS 19-03 Division: Financial Services Department: Financial Planning and Reporting Purpose: For Decision

Executive Summary: Section 290 (1) of the Municipal Act, 2001 requires that each year local municipalities prepare and adopt estimates for the purposes of the municipality including amounts sufficient to pay all debts falling due within the year, and amounts required for any board, commission or other body. Preparing and adopting annual budget estimates determines Norfolk County’s revenue requirements that will need to be collected through taxation and user rates.

The Levy Supported Operating Budget is the final of four annual budgets presented to Council for review and adoption. The review and approval of the Proposed 2019 Levy Supported Operating Budget will determine the amount of taxes to be levied on property owners annually.

Discussion: Council will be reviewing the Proposed 2019 Rate Supported Operating Budget on January 8, 2019 and the Proposed 2019 Capital 10 Year Plan, including the 2019 Capital Budget and 2020 – 2028 Capital Forecast, on January 9, 2018. Review and approval of the Proposed 2019 Board of Health and Levy Supported Operating Budgets is the final component of the 2019 budget process. The Levy Supported Operating Budget outlines the business priorities and service levels for levy supported operations in Norfolk County and sets the level of taxation required to support those activities.

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Developing the Proposed 2019 Levy Supported Operating Budget

Developing the Proposed 2019 Levy Supported Operating Budget (Proposed 2019 Budget) has been a collaborative process involving staff input from every Division and Department within the County. Staff across all Divisions worked with Financial Services staff to undertake the tremendous effort required into developing the Proposed 2019 Budget.

The starting point for developing the Proposed 2019 Budget is the underlying principle that levels of service, in the Approved 2018 Levy Supported Operating Budget, will remain. Staff review these services for the most cost efficient service delivery method when preparing the budget requirements for 2019. Changes in levels of service come from two sources: firstly, from reports approved by Council throughout the year, referred to as Council Approved Initiatives, secondly, from proposed changes presented as New Budget Initiatives in the Proposed 2019 Budget.

For the 2018 budget process, Council was provided with a preview of estimated budget drivers, proposed new initiatives and a summary of initiatives Council approved in 2017. This exercise provided Council with preliminary budget information for consideration prior to the actual budget deliberations. However, given the election this year, Council was provided with a high level overview of Norfolk County’s budget process on November 23, 2018 as opposed to preliminary budget information.

The Proposed 2019 Budget is prepared in a number of identifiable components or segments that are each reviewed independently by the Senior Leadership Team (SLT) during the initial budget review. Upon completion of the initial review of all the budget segments, Financial Services staff consolidates all of the components and provides SLT with the Preliminary Budget for review. It is at this point that the overall impact of the budget is seen, including the potential impact on the Net Levy Requirement and an estimate of the tax rates required. SLT then reviews the Preliminary Budget and makes additional adjustments as appropriate. The Proposed 2019 Budget, presented herein, is as approved by SLT and recommended to Council for consideration.

Proposed 2019 Levy Supported Operating Budget Format

The following provides a description of the information provided on the Proposed 2019 Budget pages:

2018 Forecasted Actuals This presents an estimate of year-end expenditures and revenues. The FMW Budget System produces year-end projections based upon the spending pattern from previous years. Staff in each Department/Division review these projections and make FS19-03 Page 3 of 17

adjustments where they determine there are differences between the projection and their knowledge of actual events. Financial Services staff have reviewed these forecasted amounts with the operating departments and adjustments have been made where appropriate.

Please note these projections have not received any detailed year-end review and any year-end corrections are outstanding. In addition, no formal audit review has been undertaken. 2019 Adjusted Budget This presents the cost, net of revenues, of providing the levels of service approved by Council in the 2018 Budget, with adjustments for inflation and other known economic impacts. This is, essentially, a “business as usual” budget with no provision for new services or changes in levels of service and is generally referred to as the Base Budget. 2019 ADJ BUD % This column presents the percentage change in the 2019 Adjusted Budget over the Incr/(Decr) approved 2018 Budget. This is the change in the Base Budget and does not include any changes approved by Council during the year. Values that are presented in (brackets) indicate a decrease in the 2019 Adjusted Budget over the approved 2018 Budget for that category. Council Approved Council Approved Initiatives are adjustments to the Base Budget approved by Council Initiatives (through budget amendment reports) during the year, after the 2018 Budget was approved and in advance of preparation of the Proposed 2019 Budget. These changes to the Proposed 2019 Budget are presented separately from New Budget Initiatives as they have already been approved by Council whereas the New Budget Initiatives are for proposed changes. New Budget Initiatives New Budget Initiatives are proposals for enhancement or reduction of existing services or for new services recommended by SLT for consideration by Council during the budget review process.

Details of all Council Approved Initiatives and New Budget Initiatives are provided in a separate document entitled Council Approved and New Budget Initiatives. 2019 Proposed Budget This column presents the Proposed 2019 Budget as recommended by SLT, including the 2019 Adjusted or Base Budget, Council Approved Initiatives and the New Budget Initiatives recommended by SLT. FS19-03 Page 4 of 17

2019 Budget $ This is the change – increase or (decrease) in dollars ($) for each type of expenditure Incr/(Decr) and revenue and percentage change (%) at the total levels – of the Proposed 2019 2019 Budget % Budget over the approved 2018 Budget. Incr/(Decr)

EXPENDITURES

Salaries & Benefits Salaries and benefits are based on a consistent full-time equivalent (FTE) of staff that provided a similar level of service in the prior year. The estimated cost is based upon negotiated contracts for salaries and wages, adjusted for anticipated annual increments, and the cost of employee benefits based upon statutory requirements and contracts with benefits providers. Materials & Supplies, These projected costs are based on the prior year’s requirements with economic Services, adjustments for inflation and other economic adjustments based on known/ Transfer Payments/Grants established impacts on existing costs and contracts to provide a similar level of service. Interdepartmental Charges Interdepartmental Charges are for the allocation of support or administrative costs from one division/department to another. The allocation of Interdepartmental Charges is done to reflect the true operating cost, including support and administrative costs provided by another division. Also see Interdepartmental Recoveries in the Revenues Section.

As this is an allocation of costs from one division/department to others, Interdepartmental Charges and Interdepartmental Recoveries should offset each other, however, there is a net difference because of the amount of Interdepartmental Charges allocated to Water and Wastewater Operations. Financial These are costs associated with insurance premiums for buildings and vehicles, write- offs of uncollectible accounts and bank service charges. Infrastructure Funding This is for funds included in the Proposed 2019 Budget that are contributed to Reserve and Reserve Funds to provide funding for replacement of existing Tangible Capital Assets or for major improvements to extend their useful life.

In addition, this category includes costs associated with the repayment of principal FS19-03 Page 5 of 17

and interest on long term debt issued by the County. The Proposed 2019 Budget includes an estimate of debt repayments on new debt planned to be issued for 2019. Capital This category provides funding for Operating Capital. Operating Capital is for acquisition of assets that are not classified as Tangible Capital Assets, including small tools, office furniture, office equipment, laboratory/testing equipment, etc.

This also provides funding for capital projects included in the Proposed 2019 Capital 10 Year Capital Plan that are to be funded from Tax Levies. In accordance with the Capital Financing Policy, Levy Funded Capital is for major capital expenditure where there is no Reserve or Reserve Fund available to fund the capital purchases, so funding must be provided from Tax Levies.

REVENUES

PIL’s – Supplementaries – This is the revenue from Payments-in-Lieu of Taxes, estimated supplementary taxes Local Improvements for new properties coming into the tax roll for the first time during 2019 and recovery of Local Improvement Charges. Federal/Provincial Grants This is for operating grants or subsidies received from Federal and Provincial Governments, based upon funding criteria and recovery rates applicable to the specific programs. Examples include the Ontario Municipal Partnership Fund (OMPF) Grant, funding of Health and Social Services costs, Ambulance operating subsidies, Norview Lodge operating subsidies. Municipal Recoveries This is for funds received from other municipalities. Primarily this includes recoveries from Haldimand County for their share of Ontario Works, Social Housing and Health programs. Included as well are recoveries for Cross Border Ambulance service. Financial Charges/ This category includes penalty and interest on taxes, POA fines, donations and Investment Income income on investments. Fees & Service Charges This is for user fees and service charges for use of County owned facilities and services. The budgets for Fees and Service Charges are based on the 2019 User Fees and Service Charges approved by Council. Transfers from Reserves This is for funds drawn from Reserves and Reserve Funds to provide funding for and Reserve Funds operating expenditures in accordance with the provisions of the particular Reserve or Reserve Fund. FS19-03 Page 6 of 17

Other Revenues This includes a variety of revenues that do not fit into any other category, including sale of assets and recoveries for capital project expenditures. Interdepartmental Interdepartmental Recoveries is the ‘opposite side’ of the Interdepartmental Charges, Recoveries representing the amount recovered by the charging division/department, for example the recovery in Financial Services for the charges allocated to other divisions/departments. Also see Interdepartmental Charges in the Expenditures Section.

NET LEVY This is the amount that is required to come from property taxation to fund the net cost REQUIREMENT – Expenditures less Revenues – of providing the levels of service provided in the Proposed 2019 Budget. The Net Levy Requirement is applied across all of the taxable assessments to arrive at the annual Tax Rate.

STAFFING The Staffing Complement line at the bottom of each division/department budget is the COMPLEMENT total Full Time Equivalent (FTE) staff complement for the division/department cost centre. A summary of the FTE’s for the County, excluding Water and Wastewater Operations, Library Services, and Police Services, is provided in Tab 2 of the Budget Book.

The first column in the proposed 2019 budget document is the 2018 forecasted actuals. Below is a list of the major budget variances forecasted for 2018 based on current information. Because there is no systematic variance process in place at this time the drivers are individually listed at a high level for variances greater than $100,000 and the remainder are grouped together. Please note that this forecast does not include items which are unknown at this time that are related to year-end and prior year adjusting entries. Examples of these items include but are not limited to changes in post-employment and sick leave liabilities or any other necessary accruals.

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Estimated 2018 Revenue / Expenditures Details Surplus/ (Deficit) $ Supplementary Taxes 800,000 Tax Penalties (535,300) Winter Control Costs (1,738,100) Haldimand-Norfolk Transition Investment Interest 471,000 POA Revenues (326,000) Norfolk County Allocation Share of Social Housing Costs (158,300) Overall Salaries & Benefits 1,123,500 Miscellaneous Items (218,900) Estimated 2018 Budget to Actual Surplus/(Deficit) (582,100)

Budget Presentation to Council

Requisitions from Boards and Agencies

Consistent with previous years, the Proposed 2019 Requisitions from Boards and Agencies are being presented separately from Norfolk County Divisional Budgets. As the budgets for these Boards and Agencies are the responsibility of the appointed Board, and not within the purview of County staff, staff thought it would be appropriate to present them separately. This would allow representatives of the Boards, if they so wished, to attend the Budget Review to present their budget and to be available to respond to questions from Council in a timely manner. Proposed 2019 Budgets for the following Boards are included in this separate presentation:

1. Haldimand Norfolk Health Unit – to be presented to the Board of Health on January 23, 2019 2. Norfolk County Police Services – Norfolk County Police Services Board 3. Library Services – Norfolk County Public Library Board 4. Grand River Conservation Authority and the Long Point Region Conservation Authority: a. The 2019 Requisitions from the conservation authorities are levied against the municipal members of the Authority under the authority of the Conservation Authorities Act and Regulations.

The net amounts of requisitions from these Boards and Agencies are included in the Proposed 2019 Budget. FS19-03 Page 8 of 17

Revised Financial Reporting Requirements

Starting with the 2009 fiscal year, all municipalities in Ontario have been required to follow the revised Public Sector Accounting Board (PSAB) guidelines for reporting of Tangible Capital Assets (TCA) and other financial reporting requirements.

To illustrate the differences in the reporting requirements, the Proposed 2019 Levy Supported Operating Budget is presented using a modified accrual method format and the fully accrued PSAB format required as the result of the revised PSAB reporting requirements. The modified accrual format is presented on pages 4-6 in the budget document. The PSAB format, in compliance with PSAB guidelines, is presented in a summary form on page 4-4 to 4-5. The reconciliation of the two report types can be found at the bottom of page 4-4 to 4-5.

Summary of the Proposed 2019 Levy Supported Operating Budget

Net Levy Requirement

The Net Levy Requirement is the amount that is required to come from property taxation to fund the net cost of the Proposed 2019 Budget. The Preliminary Budget is the first time that SLT sees the total consolidation of all the budget components and sees the Net Levy Requirement. Following review and revision of the Preliminary Budget, SLT provides the Proposed Budget for consideration by Council. Table 1 provides a comparison of the Net Levy Requirement for the Proposed 2019 Budget compared to the proposed and approved Net Levy Requirement for 2017 and 2018.

Table 1: Comparison of Net Levy Requirement for 2017 to 2019

Details 2017 2018 2019 Council Preliminary SLT Council Preliminary SLT Approved Budget Proposed Approved Budget Proposed Budget Budget Budget Budget Net Levy Requirement 79,627,300 86,365,200 85,197,300 84,261,800 94,424,300 91,539,800 % Increase Over 2017 Approved 8.5 % 7.0 % 5.8 % % Increase Over 2018 Approved 12.1% 8.6 %

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Major Base Budget Drivers

Table 2 presents a summary of major base budget drivers impacting the Proposed 2019 Adjusted Budget and does not include any impacts as a result of Council Approved Initiatives, New Budget Initiatives, or Requisitions from Boards and Agencies. The Proposed 2019 Adjusted Budget, or Base Budget, is the cost, net of revenues, of providing the levels of service approved by Council in the approved 2018 Budget. This is, essentially, a “business as usual” budget with no provision for new services or for growth in levels of service beyond what was approved by Council in the 2018 Budget. The impact on the Proposed 2019 Adjusted Budget, or Base Budget, on the Net Levy Requirement is $6,348,800 and represents a 7.5% increase in the Net Levy Requirement over the approved 2018 Net Levy Requirement.

Table 2: Summary of Norfolk County Operating Requirements Major Base Budget Drivers (Not including Council Approved & New Budget Initiatives)

2018 Council Approved Net Levy 84,261,800

PROPOSED BASE BUDGET CHANGES

2019 Impact of Council 2016 Phase-in Decisions 1. Phase-in of Waste Management Costs 420,300 2. Phase-in of Fire Protection Services Costs 219,000 3. Phase-in of Leachate Costs 93,700 733,000 0.9%

Uncontrollable Budget Impacts 1. Decrease in Ontario Municipal Provincial Funding 200,000 2. Increase in Utility Costs 384,800 3. Increase Winter Control Materials, Supplies & Services 85,800 4. Decrease in Tax Penalties 100,000 5. Increase in Investment Income (94,000) 6. Increase in Salaries & Benefits 1,098,200 1,774,800 2.1%

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Council/Departmental Controllable Adjustments 1. Increase in Approved Capital Contribution Levels 1,248,300 2. Contribution to the Opportunities & Contingency Reserve 158,800 3. Net Increase in Levy Requirements to Fund Capital 156,800 4. Increase in Fuel Costs 96,800 5. Decrease in Sale of Recyclable Materials 315,600 6. Decrease in Development Application Fees 173,300 7. Increase in Recycling Contract Costs 349,400 8. Decrease in POA Fines 200,000 9. Net Overall Increase in Other Items 612,300 3,311,300 3.9%

Requisitions of Boards and Agencies 1. Increase 4.0 % - Library Board 109,300 2. Increase 3.2 % - Long Point Region Conservation Authority 32,100 3. Decrease (9.1) % - Grand River Conservation Authority (2,800) 4. Increase 3.2% - Police Services 391,100 529,700 0.6%

PROPOSED 2019 INCREASE TO BASE BUDGET 6,348,800 7.5%

PROPOSED 2019 ADJUSTED BUDGET = BUSINESS AS USUAL 90,610,600 7.5%

Assessment Growth (1.99%)

PROPOSED 2019 ADJUSTED BUDGET INCLUDING GROWTH 5.51%

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Table 3 presents a summary of the adjustments to the Proposed 2019 Budget for Council Approved Initiatives and Proposed New Budget Initiatives that are recommended by SLT for Council consideration during budget review.

Council Approved Initiatives are for adjustments to the Base Budget approved by Council during the year and represent an increase of $460,700 in the Net Levy Requirement for the Proposed 2019 Budget. New Budget Initiatives for enhancement or for new services recommended by SLT for consideration by Council represent a proposed increase of $468,500 or 0.6% to the Net Levy.

During the initial review process, SLT reviewed all proposed New Budget Initiatives (NBI’s), evaluating them utilizing the Operating Ranking Criteria approved by Council. At that time, direction was given by SLT to either rework the proposed NBI’s or to consider alternative ways to meet the program goals through existing resources or through alternative resources. A copy of the Operating Ranking Criteria is included in the Council Approved and New Budget Initiatives package. All NBI’s, including those that were amended as the result of SLT’s direction, are included in the Proposed 2019 Budget for consideration by Council.

Details of the New Budget Initiatives are provided under separate cover to facilitate reference during budget review.

Table 3: Summary of Norfolk County Operating Requirements Major Base Budget Drivers (Includes Council Approved & New Budget Initiatives)

PROPOSED 2019 NORFOLK ADJUSTED BUDGET 90,610,600 Council Approved Initiatives 460,700 0.5%

Proposed New Budget Initiatives Rank 1 115,000 Rank 2 0 Rank 3 353,500 468,500 0.6%

PROPOSED 2019 COUNCIL APPROVED AND NEW BUDGET INITIATIVES 929,200 1.1%

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PROPOSED 2019 BUDGET FOR COUNTY OPERATIONS 91,539,800 8.6%

Assessment Growth (1.99%)

2019 NET LEVY REQUIREMENT ADJUSTED FOR GROWTH 6.61%

Capital Expenditures

The Proposed 2019 Budget includes an allocation of funds to provide funding for capital projects included in the proposed 2019 Capital Budget that are to be funded from Tax Levies. In accordance with the Capital Financing Policy, Levy Funded Capital is for major capital expenditure where there is no Reserve or Reserve Fund available to fund the capital purchases, so funding must be provided from Tax Levies. The Proposed 2019 Operating Budget also includes an allocation for Operating Capital which is included in each of the Division/Department Budgets. Operating Capital is for acquisition of assets that are not classified as Tangible Capital Assets, including small tools, office furniture, office equipment, laboratory/testing equipment, etc.

Table 4 provides a summary of funding for capital purposes approved in the Levy Supported Operating Budget for 2015 to 2018 and the amount included in the Proposed 2019 Budget:

Table 4: Summary of Approved and Proposed Budget Allocations for Capital Expenditures

Purpose 2015 2016 2017 2018 2019 2019 Approved Approved Approved Approved Preliminary Proposed Operating Capital 1,023,400 1,139,500 883,500 854,500 599,000 543,100 Levy Funded Capital 1,432,500 1,042,500 807,000 905,900 1,517,500 1,444,500 Total Capital 2,455,900 2,182,000 1,690,500 1,830,800 2,116,500 1,987,600 Funded from Other Reserves/Recoveries (130,000) 0 (31,400) (81,900) (27,400) (38,800) Funded from Tax Levy 2,480,200 2,325,900 2,182,000 1,748,900 2,089,100 1,948,800

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The Preliminary 2019 Budget, presented to SLT, included $2,089,100 for net capital expenditures. During review of the Preliminary 2019 Budget, SLT revised the allocation for capital purposes to $1,948,800 through deferring a number of operating capital expenditures and funding a number of Levy Funded Capital projects from various Reserves and Reserve Funds. This represents an overall reduction in the amount of $140,300 to be funded from the Tax Levy.

Assessment Changes

In 1997, the Province introduced Current Value Assessment (CVA) as the basis for property taxation by municipalities. In 2012 the province announced that CVA values would be updated every four years with increases in CVA values being phased in over four years - and decreases in CVA values being implemented immediately and not phased in. The most recent assessment was conducted in 2016 for phase in from 2017-2020. The effect of the change in CVA values for properties in Norfolk County is that the total residential assessment for 2019 taxation has increased an average of 4.7% over the total residential assessment for 2018 taxation. This increase is strictly the result in the change in CVA or market value and does not include any increase due to growth.

Growth in assessment, for new properties coming into the assessment roll for taxation for the first time in 2019, is approximately $79.8 million or 1.99% over the 2018 assessment. This growth in assessment will generate approximately $1.7 million in new tax revenue starting in 2019.

Impact on Property Taxes

There are a number of factors that have an impact on property taxes from 2018 to 2019, including:

• Updating of CVA values in 2018 for taxation in 2019 to 2020 • Growth in assessment for new properties added to the tax roll for taxation for the first time • Change in the Education Tax Rate provided by the Province

The updating of CVA values for all properties represents an “inflationary increase” in the assessment roll and does not represent a true increase in assessment for taxation. This “inflationary increase” in CVA values cannot be used to generate new tax revenue. The increase in CVA values must be applied to reduce the base tax rate to create a revenue– neutral situation which eliminates any false tax revenue increase resulting from the “inflationary increase” in assessment values.

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The Proposed 2019 Operating Budget, as presented in Tables 1, 2, 3, and 4 above, requires a Net Levy of $91,539,800 for County operating costs, which represents an increase of 8.6% over the approved 2018 Net Tax Levy. To determine the impact of the proposed 2018 Tax Rates on a residential property tax bill, both the Municipal Tax Rate and the Education Tax Rate have to be included.

When there is a change in CVA, the province resets Education Tax Rates to offset the change in assessment values across the province. For the past several years, the Residential Education Tax Rate has been reduced by approximately 4.5% per year. It is anticipated that for 2019, the Residential Education Rate will also be reduced; however, at the time of preparing this report 2019 Education Tax Rates were not available. For purposes of this report the Residential Education Tax Rate was reduced by 4.5%.

Table 5A presents the Residential Tax Impact of the Proposed 2019 Levy Supported Operating Budget on a single family detached property. For this purpose we have used the median assessment value for a single family detached property as provided by MPAC which was $226,000 in 2018 and is $233,250 for 2019.

Table 5A: Residential Tax Impact of Proposed 2019 Budget – Including County and Education Tax Rates

2018 Actual Per 2019 Proposed Budget Tax Levy Proposed Tax Change % Levy Change Tax Levy Municipal Tax Levy $ 2,319.69 $ 2,453.91 $ 134.22 5.8% Education Tax Levy 384.20 377.53 (6.67) (1.7) % Total Tax Levy $ 2,703.89 $ 2,831.44 $ 127.55 4.7 %

Table 5B provides a comparative summary of Proposed and Approved Budgets and Residential Property Tax Impacts for the past three budget years.

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Table 5B: Comparison of Residential Tax Impact of Proposed and Approved Budgets for 2017 to 2019 Including County and Education Tax Rates

2017 2018 2019 SLT Proposed Budget 81,207,400 85,197,300 91,539,800 County Residential Tax Rate Impact 4.9% 4.3% 5.8% Net Tax Rate Impact Including Education Taxes 3.9% 3.3% 4.7%

Council Approved Budget 79,627,300 84,261,800 To be County Residential Tax Rate Impact 2.8% 3.1% Determined Net Tax Rate Impact Including Education Taxes 2.1% 2.3%

The Residential Tax Impacts presented above is based upon the average increase of 3.2% in the median CVA value for single family detached residential properties across the County. The tax impact on an individual residential property will vary depending upon the actual increase in CVA for that property compared to the average – for properties with an increase in CVA below the average, the tax impact will be lower and for properties with assessment increases in excess of the average, the tax impact will be greater.

Financial Services Comments: The Proposed 2019 Levy Supported Operating Budget sets out the net operating costs to maintain current service levels provided by Norfolk County including Council Approved Initiatives and requests for new initiatives to either continue/maintain services or provide new or additional services.

Interdepartmental Implications: The levy supported operating budget includes charges for a variety of services from other divisions/departments and also includes a recoveries from the rate supported operating budget to offset various costs.

Consultation(s): Senior Leadership Team Norfolk County Directors and Managers Norfolk County Library Board FS19-03 Page 16 of 17

Long Point Conservation Authority Grand River Conservation Authority

Strategic Plan Linkage:

Annual operating budget processes take into account the broad directions of Norfolk County’s Strategic Plan which provides a basis for decision making.

Conclusion: Throughout the budget process, staff have worked diligently to review budget submissions in order to arrive at the current net levy requirement submitted within this report. The Proposed 2019 Budget as submitted does not include any measures that would negatively impact programs and services. During the deliberation process, the goal is to set an appropriate budget level while balancing the need to limit tax increases while still maintaining and protecting current service levels.

The Proposed 2019 Budget has been prepared based on a business as usual budget in order to maintain current approved service levels adjusted on the basis of any approved reports during the year to expand services, plus additional requests for Council’s consideration. In addition, as in prior years, this budget also includes further investments for capital infrastructure.

It is recommended that Council adopt the Proposed 2019 Levy Supported Operating Budget and associated adjustments to levels of services provided. Recommendation(s):

THAT Report FS 19-03 RE: Proposed 2019 Levy Supported Operating Budget be received as information;

AND THAT the 2019 Levy Supported Operating Budget, with a Net Levy Requirement of $91,539,800, be approved;

AND FURTHER THAT any surplus or deficit generated from General Operations be contributed to or offset from the Contingency Reserve;

AND FURTHER THAT Council approve staff attendance at out of province staff development and training as outlined in Section 5, pages 5-4 and 5-8 of the Proposed 2019 Levy Supported Operating Budget document. FS19-03 Page 17 of 17

Attachment(s): None

Submitted By: James Johnson, CPA, CGA General Manager and Treasurer, Financial Services For more information, call: 519-426-5870 ext. 1230

Prepared By: Kathy Laplante Manager Financial Planning & Reporting For more information, call: 519-426-5870 ext. 1284

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET GUIDE TO FULL TIME EQUIVALENTS (FTE) REPORT

Included in the annual levy supported operating budget is a corporate summary of Full Time Equivalents (FTE) by division. The following chart provides the reader with clarification of the details included in each column of the FTE report. The FTE do not include Water and Wastewater Operations, Norfolk County Public Library, and Police Services and approved accommodated positions.

COLUMN DESCRIPTION OF COLUMN Approved 2018 Full-Time Equivalents This column represents the FTE included in the Approved 2018 Levy Supported Operating Budget. Budget Adjustment/Program Cancellation This column represents the details of FTE that have moved between cost centres, programs with FTE that have been cancelled or ended, and minor adjustments to FTE complement. The financial impacts of these adjustments have been included in the Proposed 2019 Levy Supported Operating Budget. 2019 Annualization of 2018 Council Approved Initiatives This column represents the annualized impact in 2019 of the approved initiatives included in the Approved 2018 Levy Supported Operating Budget. Current County practices provide for the impact of new budget initiatives based on the projected months of service within the cost centre they are allocated to. As a result, proposed increases in the current budget year are pro-rated for the portion of the year to which they relate. Consequentially these changes can have positive/negative levy impacts in future years. 2019 Council Approved Initiatives This column represents the proposed effect on FTE in 2019 based on service level changes that have been adopted/approved by Council (via reports to Council during the year prior to adoption of the annual budget). 2019 New Budget Initiatives This column represents the applicable impacts on FTE of the proposed new budget initiatives ranked 1, 2 and 3 by SLT and included in the Proposed 2019 Levy Supported Operating Budget. 2019 Total Full-Time Equivalents This column represents the total FTE included in the Proposed 2019 Levy Supported Operating Budget. It is the sum of all the aforementioned columns. Increase/(Decrease) FTE This column represents the difference between the 2019 Total Full- Time Equivalents column and the 2018 Approved Full-Time Equivalents column.

2-1 2019 FULL TIME EQUIVALENTS SUMMARY (excluding Water & Wastewater, Norfolk County Public Library and Police Services)

Approved Budget 2019 2019 2019 New 2019 Total Incr / 2018 Full Adjustment / Annualization of Council 2018 Council Budget Full Time (Decr) Time Program Approved Approved Initiatives Equivalents FTE Equivalents Cancellations Initiatives Initiatives

Mayor & Council Services Mayor & Council Services 10.00 10.00 0.00 TOTAL MAYOR & COUNCIL SERVICES 10.00 0.00 0.00 0.00 0.00 10.00 0.00

Office of the CAO Office of the CAO 3.00 3.00 0.00 Council Services 9.35 9.35 0.00 TOTAL OFFICE OF THE CAO 12.35 0.00 0.00 0.00 0.00 12.35 0.00

Employee & Corporate Services Employee & Corporate Services Administration 3.00 (0.71) 2.29 (0.71) Human Resources 10.35 0.40 10.75 0.40 Corporate Support Services 15.35 2.00 17.35 2.00 Information Systems Services 9.70 1.00 10.70 1.00 Corporate Communication 0.00 4.00 4.00 4.00 TOTAL EMPLOYEE & CORPORATE SERVICES 38.40 2.40 (0.71) 4.00 1.00 45.09 6.69

Financial Services Financial Services 25.35 (0.40) 24.95 (0.40) TOTAL FINANCIAL SERVICES 25.35 (0.40) 0.00 0.00 0.00 24.95 (0.40)

Public Works Public Works Administration 2.00 1.00 3.00 1.00 Administration Services 19.35 (1.00) 18.35 (1.00) Engineering Services 13.09 13.09 Facilities 7.35 7.35

2-2 2019 FULL TIME EQUIVALENTS SUMMARY (excluding Water & Wastewater, Norfolk County Public Library and Police Services)

Roads Operations 65.46 65.46 Waste Management 4.05 4.05 TOTAL PUBLIC WORKS 111.30 (1.00) 0.00 1.00 0.00 111.30 0.00

Health & Social Services Health & Social Services Administration 2.00 2.00 Social Services 56.60 (1.00) 55.60 (1.00) Norview Lodge 165.11 1.00 166.11 1.00 Social Housing 4.49 (1.00) 4.00 1.00 8.49 4.00 Quality, Planning, Accountability & Performance 12.60 (1.60) 11.00 (1.60) TOTAL HEALTH & SOCIAL SERVICES 240.80 0.00 (2.00) 3.40 1.00 243.20 2.40

Haldimand-Norfolk Health Unit Program Based Grants 59.72 (0.20) 59.52 (0.20) Preschool Speech & Language 5.80 5.80 Nurse Practitioner 1.00 1.00 Healthy Babies/Healthy Children 9.50 9.50 Smoke Free Ontario 3.93 0.25 4.18 0.25 TOTAL HALDIMAND-NORFOLK HEALTH UNIT 79.95 0.00 0.00 (0.20) 0.25 80.00 0.05

Community Services Community Services Administration 2.00 2.00 Administrative & Client Services

Administrative & Client Services General Operations 9.43 (2.00) (0.15) 0.30 7.58 (1.85) Ride Norfolk 0.80 0.80

2-3 2019 FULL TIME EQUIVALENTS SUMMARY (excluding Water & Wastewater, Norfolk County Public Library and Police Services)

Parks & Recreation 75.12 1.35 (0.55) 0.60 76.52 1.40 Fire 33.67 33.67 Paramedic Services 65.42 (0.25) 1.20 66.37 0.95 Harbour Marinas 5.24 0.38 5.62 0.38 TOTAL COMMUNITY SERVICES 191.68 (0.65) (0.25) 0.88 0.90 192.56 0.88

Development & Cultural Services Development & Cultural Services Administration 2.70 (1.30) 1.40 (1.30) Community Planning & Development Services 18.10 18.10 Tourism & Economic Development 5.81 (0.81) 5.00 (0.81) Building 15.43 15.43 By-Law Enforcement 7.60 1.00 8.60 1.00 Heritage & Culture 13.30 13.30 TOTAL DEVELOPMENT & CULTURAL SERVICES 62.94 (0.81) 0.00 (1.30) 1.00 61.83 (1.11)

New Budget Initiatives Deferral New Budget Initiatives Deferral (0.75) 0.75 TOTAL NEW BUDGET INITIATIVES DEFERRAL (0.75) 0.00 0.75 0.00 0.00 0.00 0.75

TOTAL 772.02 (0.46) (2.21) 7.78 4.15 781.28 9.26

2-4 REQUISITIONS TABLE OF CONTENTS

LONG POINT REGION CONSERVATION AUTHORITY ...... 3-1

GRAND RIVER CONSERVATION AUTHORITY ...... 3-2

NORFOLK COUNTY PUBLIC LIBRARY ...... 3-3

POLICE SERVICES ...... 3-10

PROPOSED 2018 – 2027 CAPITAL PLAN

LONG POINT REGION

CONSERVATION AUTHORITY

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Long Point Region Conservation Authority DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Transfer Payments/Grants 1,017,900 1,017,900 1,050,000 3.2 0 0 1,050,000 32,100 3.2 TOTAL EXPENDITURES 1,017,900 1,017,900 1,050,000 3.2 0 0 1,050,000 32,100 3.2

REVENUES TOTAL REVENUES 0 0 0 0.0 0 0 0 0 0.0

NET LEVY REQUIREMENT 1,017,900 1,017,900 1,050,000 3.2 0 0 1,050,000 32,100 3.2

3-1

GRAND RIVER CONSERVATION

AUTHORITY

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Grand River Conservation Authority DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Transfer Payments/Grants 27,600 30,700 27,900 (9.1) 0 0 27,900 (2,800) (9.1) TOTAL EXPENDITURES 27,600 30,700 27,900 (9.1) 0 0 27,900 (2,800) (9.1)

REVENUES TOTAL REVENUES 0 0 0 0.0 0 0 0 0 0.0

NET LEVY REQUIREMENT 27,600 30,700 27,900 (9.1) 0 0 27,900 (2,800) (9.1)

3-2

NORFOLK COUNTY

PUBLIC LIBRARY

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norfolk County Public Library EXECUTIVE SUMMARY

FUNCTION/SERVICES The NCPL operates 5 Library Branches in the communities of Delhi, Port Dover, Port Rowan, Simcoe, Waterford and 1 Site at Norview Lodge Nursing home for a total of 206 hours each week. There is a compliment of 46 staff (12 full-time, 34 part-time). The following strategic directions are guiding the services offered: 1. PROVIDE EXCEPTIONAL CUSTOMER SERVICE: train staff to meet the changing needs of library patrons and to keep pace with technology; monitor the NCPL website to be compliant with AODA standards and to be user friendly, vibrant and inviting for all patrons 2. PROVIDE INCLUSIVE OPPORTUNITIES FOR LITERACY: host and lend a collection of written and online resources for the community that promote literacy and support lifelong learning; offer free library services and programs that residents can enjoy in their leisure time 3. DEVELOP A RELEVANT COLLECTION OF MATERIALS TO LEND: encourage feedback from library patrons about collection development; monitor statistics for use of hardcopy and online resources to meet resident needs and budget guidelines 4. CREATE COMMUNITY CONNECTIONS: collaborate with local museums and cultural organizations; expand the points of library service by attending community festivals and events; develop clearer relations with Norfolk County Divisions, educational institutions and the business community 5. DEVELOP RESPONSIVE INFRASTRUCTURE: address AODA and Health and Safety Standards in each Branch; explore the MakerSpace and STEAM (Science, Technology, Engineering, Arts and Math) trends and provide facilities where appropriate; create comfortable, welcoming, safe spaces in all Branches 6. CREATE SUSTAINABLE FINANCING: follow best practices to gain efficiencies; assemble Friends of the Library Chapters in each NCPL Branch that will contribute to operating funds; cultivate a donor and library legacy program to support long term finances; replenish reserves for future capital projects

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Total Library Card Holders (cards are renewed every 2 years) 17,133 17,141 18,681 Total visits to the library 273,846 253,437 205,180 Total Items Circulated 284,222 274,820 213,909 Total Electronic Books Downloaded 29,943 34,598 27,522 Total visits to the website 96,210 93,170 77,159 Total wireless users 18,027 17,944 45,264 Total computer sessions 22,961 21,663 16,320 Total people attending programs 29,559 33,300 27,167 Reference questions answered 43,551 44,391 35,938

3-3 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norfolk County Public Library EXECUTIVE SUMMARY

PRIOR YEAR ACHIEVEMENTS 1. Established the theme for 2018 as “Clear the Clutter”. The Library Board agreed to write new and update existing policies, initiate a Memorandum of Understanding with Norfolk County; revise the Terms of Reference for the 2019 Library Board; and develop a fundraising initiative. Staff focused upon clearing out the storage area at the Langton Administration Building; tidying all storage spaces within Library Branches; updating health and safety plans, policy manuals, and volunteer recruitment procedures 2. Held the official grand opening for the renovated and expanded Delhi Branch which was attended by 412 people. Special guests included award winning author Deborah Ellis, and local singer Danielle Ward 3. Developed a legacy project as part of the Library Board’s term that focused upon early literacy. Programs include the Dolly Parton Imagination Library in partnership with the Friends of the Library. During the first year of operation, $50,000 was pledged over 5 years, and 263 children ages birth to 5 years were registered to receive a free book each month. The program goal is to encourage early literacy skills that will develop stronger readers and students. Longitudinal studies show better brain development and an increase in high school graduation levels from former participants 4. Hosted the ‘Learning Without Tears’ instructors’ course for library staff and local teachers. Our goal is to offer cursive writing courses and keyboarding courses for residents of all ages in 2019 5. Prepared 689 income tax returns for low income residents through the Community Volunteer Income Tax program. Nineteen volunteers logged 653 hours for the program 6. Hosted two Imagination Walks of the downtown Simcoe area. The purpose was to start a conversation about what residents are concerned about, as well as, ideas for future development. Norfolk County Senior Planner, Shannon VanDalen facilitated the discussions. As a result of these discussions, the NCPL partnered with Melinda’s Enchanted Cottage to hold a Halloween Market on the front lawn of CAB and within the library premises in October 7. Revamped the summer reading program. The results were very positive with the following notable outcomes: 2,525 more books were read; 22 more children registered; and 666 more children participating in planned summer reading programs 8. Renovated a small meeting room at the Simcoe Branch into a film studio. This project is part of the MakerSpace program and was created by the 2018 new budget initiative of a full-time Technical and Social Media Library Assistant position. Other significant outputs achieved by the new full-time position include: 816 technical questions and lessons provided; 125 workshops offered; 889 social media posts created and 156 posters designed 9. Published the final Letters Home book called, The Last 100 Days, as part of the Norfolk Remembers the Great War 1914 – 1918 project. The committee also published a Remembrance Day tabloid that included the 262 Norfolk Soldiers who died during WW1; held a 100th Anniversary of the Armistice ceremony at the Rockford Road of Heroes site and projected the images of the soldiers on the Carillon Tower at dusk on November 11 10. Selected the book, Norfolk Letters Home 1918, The Last One Hundred Days as the One Novel, One Norfolk community read 11. Partnered with Fanshawe College at the Delhi Branch and the Norfolk Help Centre at the Port Rowan Branch to offer employment counselling and assistance with completing government forms. Frontier College helped 97 Spanish speaking workers to learn English and use technology at the Simcoe and Delhi Branches

3-4 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norfolk County Public Library EXECUTIVE SUMMARY

12. Contracted Masters of Business students from York University to research and recommend strategies to engage youth in library services

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Update and offer a library board orientation and training program for new library board members 2. Complete a MOU (memorandum of understanding) with Norfolk County in regards to library facilities, services and interdepartmental charges 3. Revise and develop policies to meet changing legislation and requirements identified by the Ontario Library Guidelines 4. Develop a work plan to apply for Accreditation with the Ontario Public Library System in 2020 5. Prepare a succession plan for library staff who are planning to retire within 5 years 6. Dedicate more resources to staff training for health and safety and how to serve patrons with mental illness 7. Develop a partnership with the French Immersion programs being offered by the school boards for collection development and online resources in French 8. Update the mental health collection with new materials in partnership with community mental health agencies 9. Create MakerSpace and STEAM (Science, Technology, Engineering, Arts and Math) activities at all Library Branches 10. Offer the Handwriting Without Tears programs at all Branches, focusing on cursive writing and keyboarding skills 11. Act upon strategies to engage youth in library services, including the development of a Youth Council 12. Partnering with long-term care facilities to offer various forms of reading to their residents 13. Launch a legacy fundraising campaign for future building and renovation initiatives if the Pay Pal program is approved

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. New Budget Initiative REQ-910-2019-007 Increase Page Hours increase of $27,600 2. New Budget Initiative REQ-910-2019-008 Increase Hours for 1 LAIII Position increase of $12,200 3. Salaries and Benefits: $95,600 increase. The 2019 operating budget proposes funding 2 new budget initiatives totaling $39,800 as noted above. The extra hours will be allocated to student positions to assist with weekend, evening and summer shifts. Also requested is 5 extra hours per week to offer children and youth programs at the Waterford Branch. The economic and merit increases for staff total $55,800 4. Infrastructure Funding shows a decrease of $31,400, mainly driven by a reduction of Debt Charges of $49,400 as the debt for two Technology for Library projects were paid in full in 2018, offset by an increase to the Reserve contribution of $18,000 for the Collection Development Budget (included in the capital budget) to keep pace with the increasing costs of books and licenses for e-books and online resources. Many resources are paid in USD which creates a strain on the budget 5. Materials & Supplies shows a $3,800 increase driven by a $6,500 increase to Utilities based on prior year’s actuals and 2019 Budget Assumptions, offset by the removal of the Waterford Branch’s defibrillator in the amount of $2,000, which was purchased in 2018, but not recorded as one-time and other minor adjustments of $700 6. Grants has a $12,800 decrease as we will not be receiving the Improving Library Digital Services (ILDS)Grant from the Province

3-5 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norfolk County Public Library EXECUTIVE SUMMARY

7. Other Revenues show a $15,000 reduction from the donation line to reflect a more realistic goal based on prior year’s actuals, offset by a projected $4,000 increase for external recoveries also based on prior year’s actuals

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Staff training needs to address education about technology devices that library patrons present staff with, for downloading books, apps and online resources 2. Customer service training to help library staff deal with a variety of personalities and needs 3. Offering current collections, programs and workshops that meet the needs of our diverse communities and literacy interests, within the approved budget 4. Keeping pace with new technology trends that allow downloading features and apps 5. Addressing the literacy needs of youth in Norfolk County

3-6 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norfolk County Public Library SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 1,866,600 1,838,200 1,894,000 3.0 0 39,800 1,933,800 95,600 5.2 Materials & Supplies 183,600 204,400 208,200 1.9 0 0 208,200 3,800 1.9 Services 336,800 325,100 334,000 2.7 0 0 334,000 8,900 2.7 Interdepartmental Charges 178,400 177,600 187,300 5.5 0 0 187,300 9,700 5.5 Financial 4,500 3,000 2,400 (20.0) 0 0 2,400 (600) (20.0) Infrastructure Funding 416,400 442,100 410,700 (7.1) 0 0 410,700 (31,400) (7.1) Capital 7,000 8,700 7,000 (19.5) 0 0 7,000 (1,700) (19.5) TOTAL EXPENDITURES 2,993,400 2,999,100 3,043,600 1.5 0 39,800 3,083,400 84,300 2.8

REVENUES Federal/Provincial Grants (131,100) (144,900) (132,100) (8.8) 0 0 (132,100) (12,800) (8.8) Fees & Service Charges (27,000) (28,200) (27,000) (4.3) 0 0 (27,000) (1,200) (4.3) Transfer From Reserve & Reserve Funds (24,300) 0 0 0.0 0 0 0 0 0.0 Other Revenues (74,400) (89,500) (78,500) (12.3) 0 0 (78,500) (11,000) (12.3) TOTAL REVENUES (256,900) (262,600) (237,600) (9.5) 0 0 (237,600) (25,000) (9.5)

NET LEVY REQUIREMENT 2,736,500 2,736,500 2,806,000 2.5 0 39,800 2,845,800 109,300 4.0

STAFFING COMPLEMENT 23.98 24.80 0.00 1.10 25.90 1.92

3-7 Norfolk County Proposed 2019 New Budget Initiative SLT Priority Name REQ-910-2019-008 Increase Hours for 1 LAIII Position Ranking N/A Department Library Board Position Type Strategic Theme Community FTEs 0.21 Strategic Direction Community Well-Being Budget Impact $ 12,200 Strategic Goal Maintain Current Levels of Service in Operating Departments Net Levy Impact $ 12,200 Included in Business Plan? Yes Request Need Business Continuity Requirement Start Date 02-January-2019 New or Existing Existing Program End Date January-2019 DESCRIPTION Increase 1 LAIII position from .362 to .57 FTE for a total of 380 hours.

JUSTIFICATION FINANCIAL IMPACT The NCPL is proposing to increase 1 LAIII position to provide extra hours to assist with EXPENDITURE AND REVENUE ITEMS programming. This position is currently working at Lakewood however with increased Expenditures: ($) growth in programs and events, additional staffing hours is required to allow this Salaries and Benefits 12,200 position the flexibility to assist with programs in other branches. Materials, Supplies and Services Transfer Payments and Grants to Others Interdepartmental Charges Capital Expenditures Other Expenditures TOTAL EXPENDITURES 12,200 Revenues: ($) Provincial/Federal Grants/Funding User Fees and /or Service Charges Other Recoveries/Collections/Sponsorships/Donations Transfers from Reserve/Reserve Funds Interdepartmental Recoveries Other Revenues TOTAL REVENUES 0 BUDGET IMPACT 12,200 ADJUSTMENT FOR FIRST YEAR DEFERRAL 0 2019 NET LEVY IMPACT $ 12,200 3-8 Norfolk County Proposed 2019 New Budget Initiative SLT Priority Name REQ-910-2019-007 Increase Page Hours Ranking N/A Department Library Board Position Type Strategic Theme Community FTEs 0.89 Strategic Direction Ongoing Operations Budget Impact $ 27,600 Strategic Goal Maintain Current Levels of Service in Operating Departments Net Levy Impact $ 27,600 Included in Business Plan? Yes Request Need Business Continuity Requirement Start Date 02-January-2019 New or Existing Existing Program End Date No end date DESCRIPTION Increase the average number of hours annually worked by a page from 186.5 to 312. Total increment will be .892 FTE or 1630 hours.

JUSTIFICATION FINANCIAL IMPACT Pages assist adult staff and are trained to work at the circulation desks, take fines, EXPENDITURE AND REVENUE ITEMS assist patrons and are oftentimes the 2nd person on staff at night to close. As Page Expenditures: ($) wages are considerable less than the adult staff the NCPL would like to utilize their Salaries and Benefits 27,600 services more by increasing Page hours. The NCPL currently has 12 pages. Materials, Supplies and Services Transfer Payments and Grants to Others Interdepartmental Charges Capital Expenditures Other Expenditures TOTAL EXPENDITURES 27,600 Revenues: ($) Provincial/Federal Grants/Funding User Fees and /or Service Charges Other Recoveries/Collections/Sponsorships/Donations Transfers from Reserve/Reserve Funds Interdepartmental Recoveries Other Revenues TOTAL REVENUES 0 BUDGET IMPACT 27,600 ADJUSTMENT FOR FIRST YEAR DEFERRAL 0 2019 NET LEVY IMPACT $ 27,600 3-9

POLICE SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Policing Services DEPARTMENT SUMMARY

DEPARTMENT FUNCTION/SERVICES 1. To ensure adequate & effective police services are provided in the County through the policing contract with the Ontario Provincial Police based on the following five (5) core services: Crime Prevention, Law Enforcement, Assistance to Victims of Crime, Public Order Maintenance, and Emergency Response 2. Administer & oversee the Community Policing Committee committees throughout Norfolk County

PRIOR YEAR ACHIEVEMENTS No significant changes over prior year

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Crime prevention and reduced victimization in our communities 2. Reduce crime and save lives on our roads and waterways 3. Maintain and develop new partnerships with community businesses, agencies, groups and citizens 4. Enhance the quality of life within our communities 5. Increase Community Policing participation

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Increase of OPP contract of $534,800 2. Increase in Provincial Allocation of Court Security Prison Transportation grant in the amount of $135,100

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES Continuation of revised contract calculations

3-10 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Police Services DEPARTMENT SUMMARY

REVENUES TOTAL REVENUES 0 0 0 0.0 0 0 0 0 0.0

NET LEVY REQUIREMENT 12,275,700 12,275,700 12,666,800 3.2 0 0 12,666,800 391,100 3.2

3-11 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET TABLE OF CONTENTS

GENERAL ORGANIZATIONAL INFORMATION Norfolk County Government Structure ...... 4-1 Norfolk County Council & Senior Staff ...... 4-2

HALDIMAND-NORFOLK HEALTH UNIT ...... Under Separate Cover

NORFOLK COUNTY OPERATING LEVY ...... 4-3

MAYOR & COUNCIL SERVICES ...... 4-7

OFFICE OF THE CAO ...... 4-8 Office of the CAO General Operations ...... 4-11 Council Services ...... 4-14

EMPLOYEE & CORPORATE SERVICES ...... 4-18 Employee & Corporate Services Administration ...... 4-21 Corporate Support Services General Operations ...... 4-24 Provincial Offences Act Administration ...... 4-28 Information Technology ...... 4-31 Human Resources ...... 4-35 Corporate Communications ...... 4-38

FINANCIAL SERVICES ...... 4-40

HEALTH & SOCIAL SERVICES ...... 4-45 Health & Social Services Administration ...... 4-48 Quality, Planning, Accountability & Performance ...... 4-51 Social Services ...... 4-54 Housing Services ...... 4-57 Norview Lodge ...... 4-60

DEVELOPMENT & CULTURAL SERVICES ...... 4-63 Development & Cultural Services Administration ...... 4-66 Planning & Development Engineering ...... 4-69

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET TABLE OF CONTENTS

Building ...... 4-73 By-Law Enforcement ...... 4-76 Tourism & Economic Development ...... 4-79 Heritage & Culture ...... 4-83

CORPORATE REVENUES & EXPENDITURES ...... 4-87

COMMUNITY SERVICES ...... 4-90 Community Services Administration ...... 4-93 Administrative & Client Services General Operations ...... 4-95 Ride Norfolk ...... 4-99 Parks & Recreation ...... 4-102 Fire ...... 4-106 Paramedic Services ...... 4-110 Harbour Marinas ...... 4-114

PUBLIC WORKS ...... 4-118 Public Works Administration ...... 4-121 Public Works Administration Services ...... 4-123 Engineering ...... 4-126 Facilities ...... 4-129 Roads ...... 4-132 Waste Management ...... 4-135

NORFOLK COUNTY GOVERNMENT STRUCTURE

MAYOR & COUNCIL LIBRARY BOARD OFFICE OF COUNCIL THE CAO SERVICES

EMPLOYEE & HEALTH & DEVELOPMENT FINANCIAL COMMUNITY CORPORATE PUBLIC WORKS SOCIAL & CULTURAL SERVICES SERVICES SERVICES SERVICES SERVICES

Accounting Services Corporate Support Engineering Haldimand Norfolk Administrative & Client Building & By-Law Services Health Unit Services Financial Planning & Environmental Services Development Reporting Human Resources Haldimand Norfolk Fire Engineering Facilities Social Services & Revenue & Tax Services Information Technology Housing Harbour Marinas Heritage & Culture Public Works Corporate Administration Services Norview Lodge Paramedic Services Planning Communications Roads Quality, Planning, Parks & Recreation Tourism & Economic Accountability & Development Performance

4-1 NORFOLK COUNTY COUNCIL & SENIOR STAFF

Norfolk County Council 2018-2022

Mayor Kristal Chopp

Ward 1 Tom Masschaele Ward 5 Ian Rabbitts

Ward 2 Roger Geysens Ward 5 Ryan J. Taylor

Ward 3 Michael J. Columbus Ward 6 Amy Martin

Ward 4 Chris Van Paassen Ward 7 Kim Huffman

Norfolk County Senior Staff

General Manager, Chief Administrative Officer David Cribbs Bill Cridland Community Services

General Manager & Treasurer, General Manager, James Johnson Marlene Miranda Financial Services Health & Social Services

General Manager, General Manager, Christopher Baird Employee & Corporate Yakov Sluchenkov Public Works Services General Manager, Acting Medical Officer Development & Cultural Pam Duesling Shanker Nesathurai of Health Services

4-2 HALDIMAND-NORFOLK HEALTH UNIT

DETAILS HAVE BEEN INCLUDED UNDER SEPARATE COVER

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET NORFOLK COUNTY OPERATING LEVY

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET NET LEVY REQUIREMENT CORPORATION OF NORFOLK COUNTY

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) NORFOLK COUNTY OPERATING REQUIREMENT CORPORATE REVENUES & EXPENDITURES (8,478,500) (8,459,800) (7,473,200) 1.3 0 0 (7,473,200) 986,600 11.7 MAYOR & COUNCIL SERVICES 787,200 789,200 816,200 0.0 90,000 0 906,200 117,000 14.8 OFFICE OF THE CAO 1,173,400 1,333,600 1,315,200 0.0 20,300 0 1,335,500 1,900 0.1 EMPLOYEE & CORPORATE SERVICES 1,313,300 1,240,500 1,468,800 0.3 19,200 96,300 1,584,300 343,800 27.7 FINANCIAL SERVICES 2,397,300 2,450,200 2,625,300 0.2 (9,500) 0 2,615,800 165,600 6.8 PUBLIC WORKS 36,505,200 35,358,300 37,617,800 2.9 94,600 85,000 37,797,400 2,439,100 6.9 HEALTH & SOCIAL SERVICES 9,017,200 9,176,400 9,218,900 0.1 0 5,800 9,224,700 48,300 0.5 HALDIMAND NORFOLK HEALTH UNIT 1,312,600 1,555,800 1,631,600 0.1 19,100 2,600 1,653,300 97,500 6.3 COMMUNITY SERVICES 19,571,400 19,417,200 20,966,100 2.0 169,400 130,800 21,266,300 1,849,100 9.5 DEVELOPMENT & CULTURAL SERVICES 5,187,100 5,339,600 5,833,400 0.6 57,600 148,000 6,039,000 699,400 13.1 TOTAL NOFOLK COUNTY REQUIREMENT 68,786,200 68,201,000 74,020,100 7.6 460,700 468,500 74,949,300 6,748,300 9.9

BOARDS & AGENCIES GRAND RIVER CONSERVATION AUTHORITY 27,600 30,700 27,900 0.0 0 0 27,900 (2,800) (9.1) LONG POINT REGION CONSERVATION AUTHORITY 1,017,900 1,017,900 1,050,000 0.0 0 0 1,050,000 32,100 3.2 NORFOLK COUNTY PUBLIC LIBRARY 2,736,500 2,736,500 2,845,800 0.1 0 0 2,845,800 109,300 4.0 POLICE SERVICES 12,275,700 12,275,700 12,666,800 0.5 0 0 12,666,800 391,100 3.2 TOTAL BOARDS & AGENCIES 16,057,600 16,060,800 16,590,500 0.7 0 0 16,590,500 529,700 3.3

TOTAL NET LEVY REQUIREMENT 84,843,900 84,261,800 90,610,600 8.3 460,700 468,500 91,539,800 7,278,000 8.6

4-3 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PSAB FORMAT CORPORATION OF NORFOLK COUNTY

Expenditures Salaries & Benefits 66,975,200 68,073,400 1.6 982,800 330,600 69,386,800 2,411,600 3.6 Materials & Supplies 10,985,800 11,822,600 7.6 82,900 10,700 11,916,200 930,400 8.5 Services 22,834,300 22,254,400 (2.5) 309,400 311,600 22,875,400 41,100 0.2 Transfer Payments/Grants 47,197,500 48,656,200 3.1 150,600 0 48,806,800 1,609,300 3.4 Interdepartmental Charges 14,343,300 15,093,500 5.2 432,500 14,000 15,540,000 1,196,700 8.3 Operating Capital Expenditures 867,300 498,700 (42.5) 20,000 24,400 543,100 (324,200) (37.4) Financial 3,091,700 3,138,000 1.5 0 0 3,138,000 46,300 1.5 Long Term Debt Interest 1,303,700 1,244,900 (4.5) 0 0 1,244,900 (58,800) (4.5) Amortization 19,076,300 19,532,600 2.4 0 0 19,532,600 456,300 2.4 Total Expenditures 186,675,100 190,314,300 1.9 1,978,200 691,300 192,983,800 6,308,700 3.4

Revenues PIL's-Supplementaries-Local Improvements (2,781,800) (2,795,700) 0.5 0 0 (2,795,700) 13,900 0.5 Federal/Provincial Grants (58,189,400) (58,168,700) 0.0 (1,032,700) (125,300) (59,326,700) 1,137,300 2.0 Municipal Recoveries (3,201,700) (3,113,700) (2.7) (14,000) (5,000) (3,132,700) (69,000) (2.2) Financial Charges/Investment Income (4,789,100) (6,826,000) 42.5 (38,300) 0 (6,864,300) 2,075,200 43.3 Fees & Service Charges (12,555,300) (12,115,200) (3.5) 0 (3,500) (12,118,700) (436,600) (3.5) Other Revenues (584,000) (589,000) 0.9 0 0 (589,000) 5,000 0.9 Interdepartmental Recoveries (13,816,100) (14,578,100) 5.5 (432,500) (14,000) (15,024,600) 1,208,500 8.7 Total Revenues (95,917,400) (98,186,400) 2.4 (1,517,500) (147,800) (99,851,700) 3,934,300 4.1

OPERATING RATE 90,757,700 92,127,900 1.5 460,700 543,500 93,132,100 2,374,400 2.6 FINANCING BUDGET

Long Term Debt Principal 3,187,400 3,214,400 0.8 0 0 3,214,400 27,000 0.8 Transfer From Reserve & Reserve Funds (4,705,800) (3,200,800) (32.0) 0 (75,000) (3,275,800) (1,430,000) (30.4)

4-4 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PSAB FORMAT CORPORATION OF NORFOLK COUNTY

2018 2019 2019 Council New 2019 2019 2019 APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Transfer To Reserves & Reserve Funds 13,135,300 16,557,200 26.1 0 0 16,557,200 3,421,900 26.1 Interfund Transfers 963,500 1,444,500 49.9 0 0 1,444,500 481,000 49.9 Amortization (19,076,300) (19,532,600) (2.4) 0 0 (19,532,600) (456,300) (2.4)

FINANCE RATE (6,495,900) (1,517,300) (76.6) 0 (75,000) (1,592,300) (4,903,600) (75.5) NET LEVY REQUIREMENT 84,261,800 90,610,600 7.5 460,700 468,500 91,539,800 7,278,000 8.6

STAFFING COMPLEMENT 772.02 769.35 7.78 4.15 781.28 9.26

4-5 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET CORPORATION OF NORFOLK COUNTY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 65,891,700 66,975,200 68,073,400 1.6 982,800 330,600 69,386,800 2,411,600 3.6 Materials & Supplies 12,057,400 10,985,800 11,822,600 7.6 82,900 10,700 11,916,200 930,400 8.5 Services 22,169,700 22,834,300 22,254,400 (2.5) 309,400 311,600 22,875,400 41,100 0.2 Transfer Payments/Grants 47,584,200 47,197,500 48,656,200 3.1 150,600 0 48,806,800 1,609,300 3.4 Interdepartmental Charges 14,097,900 14,343,300 15,093,500 5.2 432,500 14,000 15,540,000 1,196,700 8.3 Financial 2,987,400 3,091,700 3,138,000 1.5 0 0 3,138,000 46,300 1.5 Infrastructure Funding 20,229,000 17,626,400 21,016,500 19.2 0 0 21,016,500 3,390,100 19.2 Capital 1,770,400 1,830,800 1,943,200 6.1 20,000 24,400 1,987,600 156,800 8.6 TOTAL EXPENDITURES 186,787,700 184,885,000 191,997,800 3.8 1,978,200 691,300 194,667,300 9,782,300 5.3

REVENUES PIL's-Supplementaries-Local Improvements (3,008,400) (2,781,800) (2,795,700) 0.5 0 0 (2,795,700) 13,900 0.5 Federal/Provincial Grants (58,250,800) (58,189,400) (58,168,700) 0.0 (1,032,700) (125,300) (59,326,700) 1,137,300 2.0 Municipal Recoveries (2,779,900) (3,201,700) (3,113,700) (2.7) (14,000) (5,000) (3,132,700) (69,000) (2.2) Fees & Service Charges (12,363,400) (12,555,300) (12,115,200) (3.5) 0 (3,500) (12,118,700) (436,600) (3.5) Transfer From Reserve & Reserve Funds (4,277,900) (4,705,800) (3,200,800) (32.0) 0 (75,000) (3,275,800) (1,430,000) (30.4) Interdepartmental Recoveries (13,704,600) (13,816,100) (14,578,100) 5.5 (432,500) (14,000) (15,024,600) 1,208,500 8.7 Other Revenues (7,558,900) (5,373,100) (7,415,000) (38.0) (38,300) 0 (7,453,300) 2,080,200 38.7 TOTAL REVENUES (101,943,800) (100,623,200) (101,387,200) 0.8 (1,517,500) (222,800) (103,127,500) 2,504,300 2.5

NET LEVY REQUIREMENT 84,843,900 84,261,800 90,610,600 7.5 460,700 468,500 91,539,800 7,278,000 8.6

STAFFING COMPLEMENT 772.02 769.35 7.78 4.15 781.28 9.26

4-6 MAYOR & COUNCIL SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET MAYOR & COUNCIL SERVICES SUMMARY SUMMARY

REVENUES Transfer From Reserve & Reserve Funds (50,000) (50,000) 0 (100.0) 0 0 0 (50,000) (100.0) TOTAL REVENUES (50,000) (50,000) 0 (100.0) 0 0 0 (50,000) (100.0)

NET LEVY REQUIREMENT 787,200 789,200 816,200 3.4 90,000 0 906,200 117,000 14.8

STAFFING COMPLEMENT 10.00 10.00 0.00 0.00 10.00 0.00

4-7 OFFICE OF THE CAO

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET OFFICE OF THE CAO

CHIEF ADMINISTRATIVE OFFICER

COUNCIL SERVICES

4-8 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET OFFICE OF THE CAO SUMMARY NET LEVY REQUIREMENT

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Office of the CAO General Operations 491,600 580,000 456,600 (21.3) 300 0 456,900 (123,100) (21.2) Council Services 681,700 753,600 858,600 13.9 20,000 0 878,600 125,000 16.6 TOTAL 1,173,400 1,333,600 1,315,200 (1.4) 20,300 0 1,335,500 1,900 0.1

4-9 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET OFFICE OF THE CAO SUMMARY SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 1,237,900 1,250,200 1,263,600 1.1 0 0 1,263,600 13,400 1.1 Materials & Supplies 62,900 66,500 51,800 (22.1) 5,000 0 56,800 (9,700) (14.6) Services 325,900 450,500 403,900 (10.3) 16,900 0 420,800 (29,700) (6.6) Interdepartmental Charges 167,500 169,400 284,900 68.2 0 0 284,900 115,500 68.2 Infrastructure Funding 85,000 85,000 75,000 (11.8) 0 0 75,000 (10,000) (11.8) Capital 0 3,300 5,000 51.5 0 0 5,000 1,700 51.5 TOTAL EXPENDITURES 1,879,200 2,024,900 2,084,200 2.9 21,900 0 2,106,100 81,200 4.0

REVENUES Fees & Service Charges (143,300) (116,100) (118,100) 1.7 0 0 (118,100) 2,000 1.7 Transfer From Reserve & Reserve Funds (235,800) (235,800) 0 (100.0) 0 0 0 (235,800) (100.0) Interdepartmental Recoveries (326,300) (326,300) (637,800) 95.5 (1,600) 0 (639,400) 313,100 96.0 Other Revenues (400) (13,100) (13,100) 0.0 0 0 (13,100) 0 0.0 TOTAL REVENUES (705,800) (691,300) (769,000) 11.2 (1,600) 0 (770,600) 79,300 11.5

NET LEVY REQUIREMENT 1,173,400 1,333,600 1,315,200 (1.4) 20,300 0 1,335,500 1,900 0.1

STAFFING COMPLEMENT 12.35 12.35 0.00 0.00 12.35 0.00

4-10 OFFICE OF THE CAO GENERAL OPERATIONS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Office of the CAO General Operations SUMMARY OVERVIEW DEPARTMENT FUNCTION/SERVICES 1. Administrative leadership and direction across 6 Divisions consisting of 26 Departments 2. Provide oversight and management in the administration of the day-to-day affairs of Norfolk County 3. Establish and maintain appropriate management systems for planning, organizing, leading and controlling the organization 4. Ongoing development of management accountability framework addressing: leadership/strategic direction; results and accountability; people management; financial and asset management; information management; service delivery; and organizational values/culture 5. Emergency Operations Centre Manager and Chair of Emergency Control Group and Emergency Management Program Committee 6. Accountable for providing policy advice and implementing the decisions of Council 7. Coordinate implementation of the adopted/approved direction, plans and policies of Council, including operating and capital budgets

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Senior Leadership Team Meetings 47 46 29 Emergency Control Group Meetings and Mock Exercise 6 6 6 Emergency Management Program Committee Meetings 4 4 4 Joint Health & Safety Committee Meetings 5 5 5 Performance Review/Planning Meetings (GMs and CM Staff) 7 7 6 Council and Council-in-Committee Meetings 41 41 29 Mentorship and Coaching Meetings 8 8 12

PRIOR YEAR ACHIEVEMENTS 1. Management and Advocacy re: Gas Wells 2. Development of a corporate communications department 3. Structural and staffing changes to permanently address the County’s development and planning process and improve service capacity 4. Reduced number of outstanding Council reports to under 20 5. Completion of the 2018 budget process in 1.5 fewer days 6. Continued rationalization of Capital Budget and Ten-Year Capital Plan 7. Establishment and integration of County Solicitor 8. Establishment and integration of Development Engineering Department 9. Establishment and integration of Manager, Asset Management position 10. Relationship enhancements with the Norfolk County Public Library 11. Joined Federation of Canadian Municipalities (FCM) and have made application to Grants

4-11 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Office of the CAO General Operations SUMMARY OVERVIEW UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Improvement and changes to Corporate Communications 2. Update the Corporate Strategic Plan 3. Ongoing leadership and hands-on involvement in emergency preparedness and management as Chair of the Emergency Control Group, Emergency Management Program Committee and Emergency Operations Centre Manager 4. Active participation in Western Ontario Wardens Caucus CAO Group and key regional initiatives (e.g. South Western Integrated Fibre Technology (SWIFT) Project) 5. Development of an Asset Management Policy

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Services show an overall increase of $165,600 driven mainly by the reallocation of all Legal Services from all other departments’ budgets in the amount of $155,300 as a result of having some history since the implementation of last year’s CAI CAO-210-2018-001 County Solicitor, an increase of $5,000 to Contracted Services based on projected actuals and other minor budget adjustments round out the remaining $5,300 increase 2. Interdepartmental Charges show an increase of $30,400 and the main driver there is the addition of Legal Services in the amount of $26,500 and new charges for the County Solicitor in the amount of $3,400. Other minor adjustments of $500 round out the budget impacts 3. Interdepartmental Recoveries of $308,300 are a result of setting up the recoveries of Legal Services for both Internal and External costs 4. Salaries and Benefits show a decrease of $13,900 mainly due to the estimated salary for the solicitor budgeted higher than actual last year

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Gas Wells 2. Port Dover Medical Centre 3. Official Plan Review 4. New Councillor Code of Conduct, Integrity Commissioner 5. Grievance Hearings 6. Potential development of the Norplex HUB 7. Relationship with the Provincial Government 8. Reporting of Financial Information 9. Facilities/Property Ownership Opportunities

4-12 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Office of the CAO General Operations DEPARTMENT SUMMARY

REVENUES Fees & Service Charges 0 (600) 0 (100.0) 0 0 0 (600) (100.0) Interdepartmental Recoveries (95,500) (95,500) (402,200) 321.2 (1,600) 0 (403,800) 308,300 322.8 Other Revenues (400) (600) (600) 0.0 0 0 (600) 0 0.0 TOTAL REVENUES (96,000) (96,700) (402,800) 316.5 (1,600) 0 (404,400) 307,700 318.2

NET LEVY REQUIREMENT 491,600 580,000 456,600 (21.3) 300 0 456,900 (123,100) (21.2)

STAFFING COMPLEMENT 3.00 3.00 0.00 0.00 3.00 0.00

4-13 COUNCIL SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Council Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES • Council Secretariat • Licensing • Records Management/FOI Requests • Statutory duties as assigned in legislation to the Clerk/Municipal Election • Print and Mail • Customer Service and Corporate Switchboard

PERFORMANCE MEASURES AGENDA MANAGEMENT Measurable Service 2016 2017 2018 as of Sept 30 No. of Agenda Pages 6,932 7,335 5,743 Meeting Hours 248.20 247.25 134.25 Staff Reports to CIC or Council *does not include memos* 302 369 326 By Department: CAO 5 12 35 DCS 75 91 101 PW 88 96 57 CSD 19 31 31 FS 25 45 35 ECS 59 70 35 HSS 30 24 32 Closed Session Items 90 81 63 Deputations 99 78 31 By-laws 180 219 185

RECORDS MANAGEMENT AND FREEDOM OF INFORMATION 2018 as of Measurable Service 2016 2016 in % 2017 2017 in % 2018 in % Sept 30 98% in 30 62 95% in 30 67 97% in 30 Number of Formal FOI Requests 44 days days days Number of Appeals to the IPC 3 2 2 Number of Privacy Breaches to IPC 2 1 3 Number of Informal Requests (Lawyers) 13 16 10

PRIOR YEAR ACHIEVEMENTS 1. Expansion of Electronic Records Management Program

4-14 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Council Services DEPARTMENT SUMMARY 2. New Agenda Management processes and new report templates 3. Successful local government week program, increased level of public relations 4. Updates to County Procedural By-Law, New Action Item List Processes

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continued expansion of the Electronic Records Management Program rollout 2. Implement Integrated staff report submission workflows in Electronic Records Management software 3. Review of Business Licensing 4. Development and presentation of Accountability and Transparency Measures – Proactive Disclosure Policy

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI CAO-211-2019-004 Terms of Reference - Telecommunications Advisory Committee – establishment of a new committee - $10,000 2. CAI CAO-211-2019-006 Establishment of a Recreation Facilities Advisory Board (RFAB) – establishment of a new committee - $10,000 3. Salary and Benefits increased by $27,300 based on economic and merit increases 4. Meeting Expenses have increased by $4,000 as a result of the 2014-2018 Term of Council indicating a desire to have warm meals served at Council meetings 5. Interdepartmental Charges show an increase of $85,100, driven mainly by an adjustment to Office Space Rental in the amount of $68,300 as Council Services moved from a department in ECS to the Office of the CAO. Legal Services show an increase of $8,000 as part of a recalculation of projected legal requirements and a $5,500 increase to the Gilbertson Building Rental for file storage. Other minor budget adjustments round out the remaining $3,300 increase 6. Infrastructure Funding shows a $10,000 reduction to the Election Reserve as an analysis shows that it has an adequate balance 7. Within Fees and Service Charges, a negative impact of $2,600 is comprised of increases in Marriage and Other License Fees and permits of $32,200, offset by decreases to Lottery Licenses ($15,000), and Other User Fees ($6,300), Freedom of Information (FOI) applications ($2,700) and Commissioning Fees ($1.500) and Marriage Ceremony Fees ($4,100) all based on prior year’s actuals

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Public is increasingly making requests for information and anticipating short-turn arounds. In most cases materials requested are readily available online. This creates a challenge as it is beneficial to consider different manners to provide information to assist the ability of individuals to perform searches themselves 2. The County’s licensing and regulatory regime and their application to the “Friday the 13th” event(s) is/are an ongoing area of public complaint and dissatisfaction 3. Significant work is required in 2019 to ensure all Committees of Council and Advisory Committees have updated Terms of Reference and are applying policies and processes consistently

4-15 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Council Services DEPARTMENT SUMMARY 4. Implementation of the Integrity Commissioner and developing a clearer sense of the costs associated with the application and ongoing usage in the initial year of 2019 and future years. 5. Changes in terms of legislation are anticipated to result in the Municipal Elections Audit Compliance Committee requesting that an Auditor be appointed to review candidate expenses

4-16 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Council Services DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 792,500 760,700 788,000 3.6 0 0 788,000 27,300 3.6 Materials & Supplies 41,900 44,800 24,300 (45.8) 5,000 0 29,300 (15,500) (34.6) Services 250,400 334,500 124,200 (62.9) 15,000 0 139,200 (195,300) (58.4) Interdepartmental Charges 121,800 123,200 208,300 69.1 0 0 208,300 85,100 69.1 Infrastructure Funding 85,000 85,000 75,000 (11.8) 0 0 75,000 (10,000) (11.8) Capital 0 0 5,000 100.0 0 0 5,000 5,000 100.0 TOTAL EXPENDITURES 1,291,600 1,348,200 1,224,800 (9.2) 20,000 0 1,244,800 (103,400) (7.7)

REVENUES Fees & Service Charges (143,300) (115,500) (118,100) 2.3 0 0 (118,100) 2,600 2.3 Transfer From Reserve & Reserve Funds (235,800) (235,800) 0 (100.0) 0 0 0 (235,800) (100.0) Interdepartmental Recoveries (230,800) (230,800) (235,600) 2.1 0 0 (235,600) 4,800 2.1 Other Revenues 0 (12,500) (12,500) 0.0 0 0 (12,500) 0 0.0 TOTAL REVENUES (609,900) (594,600) (366,200) (38.4) 0 0 (366,200) (228,400) (38.4)

NET LEVY REQUIREMENT 681,700 753,600 858,600 13.9 20,000 0 878,600 125,000 16.6

STAFFING COMPLEMENT 9.35 9.35 0.00 0.00 9.35 0.00

4-17 EMPLOYEE & CORPORATE SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET EMPLOYEE & CORPORATE SERVICES DIVISION

GENERAL MANAGER

CORPORATE INFORMATION SUPPORT CORPORATE HUMAN RESOURCES TECHNOLOGY SERVICES COMMUNICATIONS

4-18 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET EMPLOYEE & CORPORATE SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Employee & Corporate Services Administration 293,700 332,900 202,300 (39.2) 0 0 202,300 (130,600) (39.2) Corporate Support Services Corporate Support Services General Operation 841,000 965,300 1,124,500 16.5 8,000 1,132,500 167,200 17.3 Provincial Offences Act Administration (210,700) (511,500) (292,600) 42.8 (292,600) 218,900 42.8 Total Corporate Support Services 630,300 453,800 831,900 83.3 8,000 839,900 386,100 85.1 Information Technology 337,900 387,700 324,100 (16.4) (2,200) 88,300 410,200 22,500 5.8 Human Resources 11,500 66,100 110,500 67.2 (2,500) 0 108,000 41,900 63.4 Corporate Communications 40,000 0 0 0.0 23,900 0 23,900 23,900 100.0 TOTAL 1,313,300 1,240,500 1,468,800 18.4 19,200 96,300 1,584,300 343,800 27.7

4-19 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET EMPLOYEE & CORPORATE SERVICES SUMMARY DIVISION SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 3,388,600 3,657,100 3,847,900 5.2 336,800 84,800 4,269,500 612,400 16.7 Materials & Supplies 304,200 296,100 285,900 (3.4) 15,900 0 301,800 5,700 1.9 Services 779,200 781,300 746,800 (4.4) 52,600 8,000 807,400 26,100 3.3 Interdepartmental Charges 540,400 559,500 630,900 12.8 27,500 0 658,400 98,900 17.7 Financial 2,156,400 2,145,200 2,159,000 0.6 0 0 2,159,000 13,800 0.6 Infrastructure Funding 454,100 415,400 402,400 (3.1) 0 0 402,400 (13,000) (3.1) Capital 33,400 27,500 19,900 (27.6) 0 3,500 23,400 (4,100) (14.9) TOTAL EXPENDITURES 7,656,200 7,882,100 8,092,800 2.7 432,800 96,300 8,621,900 739,800 9.4

REVENUES Federal/Provincial Grants 0 0 0 0.0 0 0 0 0 0.0 Fees & Service Charges (70,700) (57,100) (41,700) (27.0) (48,100) 0 (89,800) 32,700 57.3 Transfer From Reserve & Reserve Funds (792,200) (816,300) (758,400) (7.1) 0 0 (758,400) (57,900) (7.1) Interdepartmental Recoveries (4,548,400) (4,519,900) (4,733,000) 4.7 (360,900) 0 (5,093,900) 574,000 12.7 Other Revenues (931,600) (1,248,300) (1,090,900) (12.6) (4,600) 0 (1,095,500) (152,800) (12.2) TOTAL REVENUES (6,342,900) (6,641,600) (6,624,000) (0.3) (413,600) 0 (7,037,600) 396,000 6.0

NET LEVY REQUIREMENT 1,313,300 1,240,500 1,468,800 18.4 19,200 96,300 1,584,300 343,800 27.7

STAFFING COMPLEMENT 38.40 40.09 4.00 1.00 45.09 6.69

4-20 EMPLOYEE & CORPORATE SERVICES ADMINISTRATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Employee & Corporate Services Administration DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Administration of and strategic planning for, Corporate Support Services, Human Resources, Information Technology and Corporate Communications 2. Ensuring Corporate business practices align with the Norfolk County Strategic Plan, Policies and Procedures

PRIOR YEAR ACHIEVEMENTS 1. Completed a Request for Information for a Human Resource Information System (HRIS) based on identified gaps 2. Facilitated the creation of the Corporate Communications Department 3. Recruitment of the County Solicitor 4. Successfully lead the negotiations of the ONA and OPSEU Collective Agreements within Council given mandate 5. Oversight and strategic direction of Non Union Job Title Changes and the Job Evaluation Strategy 6. Champion the integration of modern applicant tracking and selection tools

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Drive the centralized procurement initiative and Information Technology (IT) infrastructure/processes 2. Champion successful centralization of the communications program 3. Lead the revitalization of the “Careers” page 4. Lead the negotiations of the CUPE Collective Agreement

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits decrease of $98,200 consists of: a) Decrease from position turnover offset by economic, merit and job evaluation increases - $10,300 b) Prior year CAI EBS-330-2018-011 Complaints and Compliance Specialist (EBS 17-68); reduction in salary and benefits as the position is not budgeted beyond April - $87,900 2. Interdepartmental Charges reduction of $119,000 is driven by the reallocation of the Office Space charges to Council Services based on Department realignment and to Corporate Support Services 3. Transfer From Reserves & Reserve Funds reduction of $87,900 due to 2018 one time funding from the Contingency Reserve for prior year approved CAI EBS-330-2018-011 Complaints and Compliance Specialist (EBS 17-68)

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Increased requests of IT customizations based on organizational needs 2. Limited resources to offer more digital services and digitization of services for ease of access

4-21 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Employee & Corporate Services Administration DEPARTMENT SUMMARY 3. Implications of new legislation (i.e. Better Jobs Act, Making Ontario Open for Business Act (Bill 47), Pay Transparency Act, Restoring Trust, Transparency and Accountability Act (Bill 57), Municipal Act, and OMERS Comprehensive Plan Review) 4. Out of date Human Resources Information Systems (HRIS) infrastructure

4-22 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Employee & Corporate Services Administration DEPARTMENT SUMMARY

REVENUES Transfer From Reserve & Reserve Funds (87,900) (124,100) (36,200) (70.8) 0 0 (36,200) (87,900) (70.8) Interdepartmental Recoveries (87,800) (87,800) (89,600) 2.1 0 0 (89,600) 1,800 2.1 Other Revenues (300) (500) (500) 0.0 0 0 (500) 0 0.0 TOTAL REVENUES (176,000) (212,400) (126,300) (40.5) 0 0 (126,300) (86,100) (40.5)

NET LEVY REQUIREMENT 293,700 332,900 202,300 (39.2) 0 0 202,300 (130,600) (39.2)

STAFFING COMPLEMENT 3.00 2.29 0.00 0.00 2.29 (0.71)

4-23 CORPORATE SUPPORT SERVICES GENERAL OPERATIONS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Corporate Support Services General Operations DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Risk Management including administration of insurance program, claims management and reporting, risk management identification and evaluation, risk inspections, certificates of insurance and facility user program administration 2. Asset Management Program for acquisition and disposal of all County assets 3. Customer Service including front counter services in Langton, casual customer service program, communications, email response, comment cards, coordinated advertising 4. Special Events including coordination of applications and requirements, preparing by-laws and issuing permits 5. Purchasing including formal bid document review and closings, procurement card administration, cooperative purchasing initiatives and centralized procurement functions 6. Accessibility including compliance with AODA, corporate-wide accessibility initiatives, barrier-free access program 7. Realty Services including title searches, lien checks, land acquisitions and sales, road/lane closures and conveyances, lease agreements and registrations

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Number of Insurance Claims 118 112 126 Customer Service Information Email Inquiries 1,566 1,680 1,547 Number of Special Events Permits Issued 51 59 60 Number of Special Event Temporary Road Closures 30 30 28 Number of Bid Documents Reviewed 92 99 68 Number of Bid Documents Issued through Centralized Purchasing 8 19 7 Number of Contracts Executed through Centralized Purchasing 9 16 19 Number of Accessibility Complaints and/or Requests for Accessible 12 10 5 Formats or Communication Supports Number of Registrations 70 49 45 Number of Title Searches 164 249 198 Number of Property Sales 3 5 3

PRIOR YEAR ACHIEVEMENTS 1. Cost Savings for the 2019 Insurance Program resulting from the issuance of the Request for Proposal for General Insurance and Risk Management Services 2. Establishing Norfolk County’s second fully accessible/inclusive playground at Delcrest Park with funding through a successful grant application from the Enabling Accessibly Fund 3. Acquisition of provincial lands located at 33 Rob Blake Way for Public Works

4-24 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Corporate Support Services General Operations DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Final Implementation Phase of Qualified Contractor database that centralizes the tracking and renewal of insurance certificates, WSIB certificates and AODA compliance 2. Centralization of Procurement Functions for Community Services and Public Works 3. Phase 2 Purchasing Policy and Procedures review and update 4. Comprehensive review and streamlining of the Outdoor Special Event Policy and Procedures 5. Ensure continued compliance with Integrated Accessibility Standards Regulation (IASR) 6. Phase 2 Approval for Mid-Sized Projects – Enabling Accessibility Fund grant submission (Governor Simcoe Square) 7. Ongoing involvement with the Norplex Hub project 8. Disposal of surplus property located at 161 Wellington Street, Delhi

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI ECS-330-2019-017 Accessible Document/PDF Remediation; to ensure items on the website are accessible - levy impact of $8,000 2. Salaries & Benefits increase of $181,500 consist of: a. Reallocation of two positions from Public Works and Community Services - $122,900 b. Net increase of $58,600 from economic, salary and job evaluation increases offset by staff turnover - $58,600 3. Services increase of $40,600 is driven by: a. Re-establishment of the Title Searching and Document Registration budget of $23,000, which was removed in error during the 2018 budget b. Decrease in Legal Services driven by the reallocation of Legal Services to Interdepartmental Charges based on the hiring of the County Solicitor - $10,300 c. Increase in Services which are Recoverable though Norfolk County property sales, which is fully offset by an increase in Other Revenues - $20,000 d. Increase for NBI Accessible Document/PDF Remediation of $8,000 4. Interdepartmental Charges increase of $32,000 is driven by the services of the County Solicitor and IT Support Charges 5. Minor increase in Financial of $5,900 consists of reduction in Insurance Premiums of $82,000 based on the Request for Proposal for General Insurance and Risk Management Services offset by an increase in Insurance Deductibles of $79,900 based on historical deductibles paid 6. Capital increase of $10,000 represents the request for mobility charging stations 7. Fees and Service Charges reduction of $15,100 driven by the ending of a lease agreement and the reduction in expected recoveries from User Fees for Realty Service Administration Fees based on actual fees collected 8. Transfer from Reserve & Reserve Funds reduced by $25,500 to phase out the funding of the Realty Services Program from the Property Management Reserve as it is anticipated it may be unsustainable to continue to fund the program from this reserve

4-25 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Corporate Support Services General Operations DEPARTMENT SUMMARY 9. Interdepartmental Recoveries increase of $91,700 is based on prior year insurance premiums actuals with an inflationary adjustment as allocated to operating departments 10. Other Revenues increase of $48,400 consists of: a. Increase in External Recoveries from Insurance Claims Processed based on current year actuals - $11,200 b. Increase in Facility User Insurance Recoveries due to the program initiation in 2018 - $8,000 c. Recoverable amounts due to Norfolk County property sales, offset by an increase in Services - $20,000 d. Purchasing Card provider rebate based on the expansion of the purchasing card program - $9,200

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Recruitment and Retention Issues 2. Continued training requirements to ensure efficient operations and continuity 3. Legislative changes introduced through the Comprehensive Economic and Trade Agreement (CETA) and Canadian Free Trade Agreement (CFTA) and its implications on Norfolk County’s Purchasing Policy and Procedures 4. Implication of Joint and Several Liability and long-tail Liability Claims

4-26 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Corporate Support Services General Operation DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 968,100 1,082,800 1,264,300 16.8 0 0 1,264,300 181,500 16.8 Materials & Supplies 28,200 26,400 31,100 17.8 0 0 31,100 4,700 17.8 Services 126,300 125,600 158,200 26.0 0 8,000 166,200 40,600 32.3 Interdepartmental Charges 136,700 154,300 186,300 20.7 0 0 186,300 32,000 20.7 Financial 1,958,300 1,953,700 1,959,600 0.3 0 0 1,959,600 5,900 0.3 Infrastructure Funding 89,100 11,800 12,000 1.7 0 0 12,000 200 1.7 Capital 3,400 3,000 13,000 333.3 0 0 13,000 10,000 333.3 TOTAL EXPENDITURES 3,310,200 3,357,600 3,624,500 7.9 0 8,000 3,632,500 274,900 8.2

REVENUES Federal/Provincial Grants 0 0 0 0.0 0 0 0 0 0.0 Fees & Service Charges (54,800) (39,800) (24,700) (37.9) 0 0 (24,700) (15,100) (37.9) Transfer From Reserve & Reserve Funds (174,900) (167,100) (149,800) (10.4) 0 0 (149,800) (17,300) (10.4) Interdepartmental Recoveries (2,097,200) (2,068,700) (2,160,400) 4.4 0 0 (2,160,400) 91,700 4.4 Other Revenues (142,400) (116,700) (165,100) 41.5 0 0 (165,100) 48,400 41.5 TOTAL REVENUES (2,469,300) (2,392,300) (2,500,000) 4.5 0 0 (2,500,000) 107,700 4.5

NET LEVY REQUIREMENT 841,000 965,300 1,124,500 16.5 0 8,000 1,132,500 167,200 17.3

STAFFING COMPLEMENT 10.95 12.95 0.00 0.00 12.95 2.00

4-27 PROVINCIAL OFFENCES ACT ADMINISTRATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Provincial Offences Act Administration DEPARTMENT OVERVIEW DEPARTMENT FUNCTION/SERVICES 1. As an area within Corporate Support Services, Provincial Offences Act Administration includes administration, prosecution, court facilities, in-court support, fine payments and collections

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Number of charges received from enforcement agencies and 6,291 6,353 3,912 processed $6,173,205.00* POA fines outstanding $5,939,049.00 $6,292,269.69 *as of Aug 31 2018 POA fines collected by collection agency $46,950.00 $72,606.58 $53,634.58 POA fines collected by internal staff $387,375.00 $388,104.86 $270,952.93

PRIOR YEAR ACHIEVEMENTS 1. Collaboration with MAG Case Management Team for effective scheduling and court utilization 2. POA collection strategy enhancements

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continued focus on court scheduling and utilization to create efficiencies for Central West Region and cost savings (adjudication and prosecution) 2. Continued focus on POA collection strategies as time and resources permit 3. Create efficiencies through the implementation of electronic importing of ICON RICO reports provided through the Ministry of Attorney General (MAG)

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits increase of $8,100 is based on economic, merit and job evaluation 2. Services decrease of $88,100 is driven by the legal services budget reallocation to Interdepartmental Charges 3. Interdepartmental Charges increase of $96,300 is driven by the reallocation from Services and a further requirement for legal services based on a review by the County Solicitor 4. Other Revenues decrease of $200,000 is driven by a recalculation of POA fine collections based on a three year average

4-28 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Provincial Offences Act Administration DEPARTMENT OVERVIEW CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Transfer of responsibilities for Part 3 Prosecution Services to the Municipal partner in accordance with the Bill 177, Stronger, Fairer, Ontario Act. 2. Continued training requirements for staff members to ensure efficient operations and continuity

4-29 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Provincial Offences Act Administration DEPARTMENT SUMMARY

REVENUES Fees & Service Charges (900) (3,100) (1,500) (51.6) 0 0 (1,500) (1,600) (51.6) Transfer From Reserve & Reserve Funds 0 0 0 0.0 0 0 0 0 0.0 Other Revenues (785,600) (1,114,000) (914,000) (18.0) 0 0 (914,000) (200,000) (18.0) TOTAL REVENUES (786,600) (1,117,100) (915,500) (18.0) 0 0 (915,500) (201,600) (18.0)

NET LEVY REQUIREMENT (210,700) (511,500) (292,600) 42.8 0 0 (292,600) 218,900 42.8

STAFFING COMPLEMENT 4.40 4.40 0.00 0.00 4.40 0.00

4-30 INFORMATION TECHNOLOGY

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Information Technology DEPARTMENT SUMMARY

DEPARTMENT FUNCTION/SERVICES 1. Information Technology (I.T.) will deliver services by: a. An internal I.T. helpdesk service and work order system b. Internal support and maintenance of telephone, cellular phone and voice-mail systems c. Internal support, maintenance and installation of I.T. infrastructure equipment d. Internal support of corporate software applications e. Internal support of networks, data backup, and security f. Internal support of electronic mail systems (email) g. Internal support of the Norfolk County website http://www.norfolkcounty.ca h. Internal support of the video camera equipment for broadcasting public meetings i. Internal support of surveillance camera equipment for security systems j. Internal support of the Building Access Control Card system for Norfolk County Employees k. External support and training of corporate software applications by each vendor l. External support, design and development of Norfolk County sponsored websites m. External support of fibre, wireless and DSL municipal area network (MAN) connections including the water and wastewater SCADA network connections

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Number of Service Desk Tickets 9,284 8,616 7,299 Number of Computer Workstations (Desktop and Laptops) 750 753 755 Number of Smartphone Devices 150 160 165 Number of Cell Phones 70 65 65 Number of Supported Networked Locations 94 95 97 4 Hour Response to High Level Service Desk Tickets (80%) 32% 77% 78% 4 Day Response to Medium Level Work Orders (80%) 72% 92% 90%

PRIOR YEAR ACHIEVEMENTS 1. Upgrade network connectivity to fibre optics for all facilities in Langton, Port Rowan and St. Williams 2. Upgrade of the county’s telephone system to SIP trunking to reduce analogue lines and improved system resiliency 3. Installation of an electronic faxing solution and migration of traditional phone lines to this solution 4. Upgrade of the county’s electronic email system 5. Acquisition and installation of security auditing solution to monitor document access control 6. Support all technology for the 2018 municipal election

4-31 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Information Technology DEPARTMENT SUMMARY

7. Updates to a number of corporate applications including GIS 8. Replacement of laptop and desktop equipment included in the 2018 replacement program 9. Installation of fire suppression system in the primary data centre located at the County Administration building 10. Centralization of all photocopier replacement under the IT Capital replacement program 11. Upgrade of Health Inspection software system providing on-line service for the disclosure of inspection results

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Acquisition and implementation of a human resources information management system (HRIS), if approved by Council 2. Complete upgrade of building, by-law and planning property management system to web enabled system 3. Implementation of on-line services for the Building and By-Law Department as part of the property management upgrade 4. Replacement of Desktops and Laptops scheduled for replacement 5. Upgrade connectivity to Water and Waste Water facilities located in Port Dover to fibre optics 6. Corporate application upgrades where necessary 7. Tender for fibre optic connectivity for county facilities located in Waterford 8. Assist in the replacement of the current facility booking and program registration software system 9. Review and update IT disaster recovery plan 10. Complete security audits for the county and make necessary changes to the current environment to reduce future security breaches 11. Assist in the development of various electronic forms with improved workflow for various internal processes

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI ECS-340-2019-014 Programmer Analyst Position; to support software systems as required by departments - levy impact of $88,300 2. Salaries & Benefits increase of $110,700 consists of: a. Economic & merit increases in the amount of $25,900; b. NBI Programmer Analyst Postion totaling $84,800 3. Materials & Supplies decrease of $20,200 is driven by the reduction of telephone charges via reduced number of extensions 4. Services increase of $43,600 is driven by the additional requirement of Software Support and maintenance & repairs for existing I.T. infrastructure 5. Infrastructure Funding decrease of $13,200 driven by the reallocation of a portion of the proposed debt payments for the Fibre Build to Port Rowan capital project; debt issuance to be shared with the rate supported budget 6. Capital decrease of $19,000 driven by the completion of a prior year capital project funded through operations 7. Interdepartmental Recoveries increase of $104,700 is driven by increased charges to other departments for I.T. support based on system or user requirements

4-32 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Information Technology DEPARTMENT SUMMARY

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Limited Resources for maintaining existing services 2. Response to 24 hour operations that require I.T. support 3. Minimize system downtime and plan updates appropriately 4. Network and data security to minimize/eliminate any type of intrusion 5. Develop preventative maintenance, change management and auditing processes with limited number of resources

4-33 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Information Technology DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 807,800 872,200 898,100 3.0 0 84,800 982,900 110,700 12.7 Materials & Supplies 209,100 211,900 191,700 (9.5) 0 0 191,700 (20,200) (9.5) Services 274,100 228,200 271,800 19.1 0 0 271,800 43,600 19.1 Interdepartmental Charges 100,300 102,500 115,500 12.7 0 0 115,500 13,000 12.7 Infrastructure Funding 365,000 403,600 390,400 (3.3) 0 0 390,400 (13,200) (3.3) Capital 24,500 24,500 2,000 (91.8) 0 3,500 5,500 (19,000) (77.6) TOTAL EXPENDITURES 1,780,800 1,842,900 1,869,500 1.4 0 88,300 1,957,800 114,900 6.2

REVENUES Interdepartmental Recoveries (1,442,900) (1,442,900) (1,545,400) 7.1 (2,200) 0 (1,547,600) 104,700 7.3 Other Revenues 0 (12,300) 0 (100.0) 0 0 0 (12,300) 0.0 TOTAL REVENUES (1,442,900) (1,455,200) (1,545,400) 6.2 (2,200) 0 (1,547,600) 92,400 6.3

NET LEVY REQUIREMENT 337,900 387,700 324,100 (16.4) (2,200) 88,300 410,200 22,500 5.8

STAFFING COMPLEMENT 9.70 9.70 0.00 1.00 10.70 1.00

4-34 HUMAN RESOURCES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Human Resources DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Labour and Employee Relations 2. Organizational Development Programs 3. Training and Staff Development 4. Payroll, Salary and Benefits Administration 5. Organizational Health, Safety and Wellness 6. Recruitment and Retention

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Number of resumes received 3,069 5,974 7,067 Number of WSIB Claims 56 62 44 Number of Collective Agreements ratified 1 (SEIU) 2 (IAMAW, UFCW) 2 (ONA, OPSEU) Number of electronic pay stubs issued 25,385 25,962 21,274 Number of positions posted 300 (PRs processed) 362 (SRs processed) 337 (SRs processed) 189 (positions posted) 218 (positions posted) 265 (positions posted) 53 (summer student PRs) 51 (summer student SRs) 54 (summer student SRs) Number of training sessions conducted 51 60 40

PRIOR YEAR ACHIEVEMENTS 1. Implemented changes as a result of Bill 148 2. Implemented changes to the Non Union position titles 3. Reviewed and updated the Non Union Job Evaluation process and evaluated a significant number of positions that required re-evaluation 4. Implemented of an online recruiting via the Workable platform and through the [email protected] email address 5. Awarded a contract for Benefits Consulting Services through the RFP process 6. Continued to implement Wellness Strategy including support for Psychological Health & Safety 7. Enhanced and made revisions and refinements to the “On-Boarding Package” 8. Enhanced the succession management initiatives through existing and new strategies including benchmarking, mentorship, leadership development and support for youth 9. Finalized negotiations for and ratification OPSEU and ONA Collective Agreements 10. Continued to review Norfolk County’s compensation strategy for all employee groups 11. Continued to design and deliver corporate training programs to meet the needs of the organization including legislative compliance, succession management, wellness and professional development 12. Reviewed and updated a significant number of Human Resources policies

4-35 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Human Resources DEPARTMENT SUMMARY 13. Continued to endorse our corporate coaching culture through continued promotion and facilitation of the Heart of Coaching framework

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Finalize collective bargaining with CUPE Local 4700 2. Enter into collective bargaining with SEIU, UFCW and IAMAW 3. Thorough review of the Non Union group’s compensation 4. Update of Human Resources policies on a regular ongoing basis 5. Review and streamline the Summer Student recruitment process 6. Review, update and implement a Supervisory training program for new supervisors

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits increase of $73,500 consists of: a. Economic, merit and job evaluation increases - $27,400 b. Reallocation of the CUPE President from Financial Services (ECS 18-30) - $46,100 2. Services decrease of $23,100 is driven by the reallocation of Legal Services to Interdepartmental Charges based on the hiring of the County Solicitor; offset by increases from the Employee Assistance Program and Medical Consults 3. Interdepartmental Charges increase of $49,100 is driven by the reallocation from Services and further requirement for Legal Services based on a review by the County Solicitor 4. Capital increase of $4,900 is for a one-time project for office modifications 5. Transfer from Reserve & Reserve Funds increase of $47,300 is to fund eligible Health and Wellness related costs 6. Other Revenues increase of $6,500 is driven by the reallocation of CUPE recoveries for the Union President 7. Interdepartmental Recoveries increase of $19,600 results from a 2.1% increase in HR Support Charges allocated to other Departments through interdepartmental charges.

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Continuous changes to employment legislation including the Occupational Health & Safety Act, Employment Standards Act, and Case Law pertaining to the Ontario Human Rights Code 2. Succession management continues to be a critical component of the Norfolk County Strategic Plan due to retention challenges and the number of increasing retirements 3. Psychological Health and Safety and Mental Health has become a central issue in Ontario Workplaces 4. Duty to Accommodate due to grounds under the Ontario Human Rights Code increasing 5. Ministry of Labour initiative on Musculoskeletal Disorder prevention focusing on Municipalities (April 2019-March 2020)

4-36 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Human Resources DEPARTMENT SUMMARY

REVENUES Fees & Service Charges (15,000) (14,200) (15,500) 9.2 0 0 (15,500) 1,300 9.2 Transfer From Reserve & Reserve Funds (529,400) (525,100) (572,400) 9.0 0 0 (572,400) 47,300 9.0 Interdepartmental Recoveries (920,500) (920,500) (937,600) 1.9 (2,500) 0 (940,100) 19,600 2.1 Other Revenues (3,300) (4,800) (11,300) 135.4 0 0 (11,300) 6,500 135.4 TOTAL REVENUES (1,468,200) (1,464,600) (1,536,800) 4.9 (2,500) 0 (1,539,300) 74,700 5.1

NET LEVY REQUIREMENT 11,500 66,100 110,500 67.2 (2,500) 0 108,000 41,900 63.4

STAFFING COMPLEMENT 10.35 10.75 0.00 0.00 10.75 0.40

4-37 CORPORATE COMMUNICATIONS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Corporate Communications DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Corporate Communications Department was established through report CAO 18-17 Communications Department Proposal, which was approved on May 15, 2018; existing staff resources and associated budgets have been reallocated in order to assemble a team of dedicated communications professionals; the creation of the Department will allow a greater degree of service coverage and communications specialization 2. The main functions of the Corporate Communications Department include: a) Media relations; b) Crisis communications/issues management; c) Social media communications; d) Marketing and branding; e) Internal communications

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Hiring and onboarding of two Communications Specialists and one Graphic Designer 2. Development of a Corporate Communications Plan which aligns with Norfolk County’s strategic plan 3. Development of key performance measures

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Communicating with a diverse population spread out across a large geographic area 2. Rapidly changing traditional media landscape 3. Expectation of engagement with County via social media 24/7

4-38 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Corporate Communications DEPARTMENT SUMMARY

REVENUES Fees & Service Charges 0 0 0 0.0 (48,100) 0 (48,100) 48,100 100.0 Interdepartmental Recoveries 0 0 0 0.0 (356,200) 0 (356,200) 356,200 100.0 Other Revenues 0 0 0 0.0 (4,600) 0 (4,600) 4,600 100.0 TOTAL REVENUES 0 0 0 0.0 (408,900) 0 (408,900) 408,900 100.0

NET LEVY REQUIREMENT 40,000 0 0 0.0 23,900 0 23,900 23,900 0.0

STAFFING COMPLEMENT 0.00 0.00 4.00 0.00 4.00 4.00

4-39 FINANCIAL SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET FINANCIAL SERVICES DIVISION

GENERAL MANAGER

FINANCIAL ACCOUNTING REVENUE & TAX PLANNING & SERVICES SERVICES REPORTING

4-40 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Financial Services DIVISION SUMMARY DIVISION FUNCTION/SERVICES 1. Primary function is to fulfill the fiduciary responsibilities, in the Municipal Act, 2001, over the financial assets of the corporation. This is accomplished by providing comprehensive financial systems, effective business processes and thorough internal controls in compliance with generally accepted accounting principles and regulatory requirements. Financial reporting is presented in accordance with the requirements of the Public Sector Accounting Board (PSAB) 2. Specific responsibilities include providing corporate accounting services, financial planning for capital and operating requirements, long and short-term investments, capital project financing, Reserve/Reserve Fund/Trust Fund management 3. Billing and collection of all County revenues, preparation and management of applications for grants and subsidies 4. Provide sound advice to Senior Leadership and Council on all matters affecting the health and sustainability of the Corporation’s financial position

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Invoices Processed 24,855 20,868 12,358

Total number of Payments for Year 12,591 12,050 7,032 Number of EFT Payments 9,481 9,525 5,600 Total Percentage of EFT Payments 75% 79% 80%

Total Property Taxes Billed for Year 100,409,299 104,033,253 108,994,738* Total Current Year Taxes Paid 95,326,853 98,456,947 98,143,606* Percentage Current Year Taxes Collected 94.9% 94.6% 90.0%*

Total Tax Arrears 8,280,628 8,296,125 14,685,468** Arrears as a percentage of Current Year Taxes Billed 8.2% 7.9% 13.5%**

Standard & Poors Credit Rating AA- AA- N/A

Reserves & Reserve Funds (in millions) 20.70 21.90 N/A

Surplus / (Deficit) – Levy Supported Operating (1,451,955) (5,633,493) N/A

*Tax numbers are as at Nov 6, 2018 **Includes supplementary taxes due in January/February 2019

4-41 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Financial Services DIVISION SUMMARY PRIOR YEAR ACHIEVEMENTS 1. Completed a comprehensive Reserve and Reserve Fund review and established a rebuilding strategy of the balances in order to sustain the ten year capital plan 2. Transition of a new Treasurer and Deputy Treasurer in 2017 and Accounting Services re-organization in 2018 3. Established a successful first annual Budget Overview and Economic Outlook 4. Redefined and implemented a post-employment and benefit accrual process through an actuarial analysis 5. Ongoing improvements and researching functionality of the financial system 6. Variance reporting of the Health Unit and inclusion of high level variance information in year-end report 7. Successful implementation of phasing out the vacancy rebate program 8. Established improved efficiencies and timeliness with year-end process

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Commence preparation for internal financial reporting 2. Complete Financial Statements in a timely manner and the Financial Information Return by the provincial due date 3. Continue the Reserve and Reserve Fund reform using Fund Manager and establish a funding policy 4. Complete the Development Charges Study 5. Commence preparation for new Asset Management Plan (AMP) legislation and prepare the AMP Policy 6. Ongoing improvements to provide financial information on Council reports 7. Review of accounts receivable and collection policies and procedures 8. Ongoing tax arrears collection process to maintain percentage of arrears less than 10%

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Economic, merit and job evaluation increases in salaries and benefits in the amount of $90,600 2. The increase in Infrastructure Funding of $48,200 is due to the Debt Principle and Interest for the financial system capital project 3. Services show an increase of $42,600. This is driven primarily by an increase to the Municipal Property Assessment Corporation (MPAC) annual contract of $30,500, and increase of $8,500 for financial software subscriptions and maintenance, offset by a decrease of $6,800 to tax bill printing 4. The decrease in External Recoveries of $13,400 is due to the retirement of an individual in a role that was partially funded by an external party

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Fiscal sustainability – providing funding for capital projects for replacement of infrastructure and other assets 2. Bill 177 was passed to establish more reporting related to Asset Management Plans which will require significant resources 3. The Assessment Review Board assigned greater responsibility on municipalities to actively participate in appeals. Difficulties fulfilling mandated obligations with current limited resources

4-42 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Financial Services DIVISION SUMMARY 4. There was a $6.9 million infrastructure gap between depreciated assets and contributions to the Capital Replacement Reserves in 2017 and the projected gap for 2018 is $6.7 million 5. Norfolk County’s long term liabilities have doubled from 2009 to 2017 and are projected to increase by another 39% by the end of 2020 6. The Corporation’s reserve and reserve fund balances have been reduced by $26.1 million from 2009 to 2017 (excluding the Legacy Fund), which represents a significant challenge to finance the future infrastructure replacement needs of Norfolk County 7. In 2009, Norfolk County was in a net financial asset position of $15.9 million and at the end of 2017, the County was in a net financial debt position of $17.8 million. Net Financial Debt is a measure of current assets over all liabilities, although this is not currently an issue, this indicates a trend that may impact the future capability of Norfolk County to meet its long term obligations

4-43 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET FINANCIAL SERVICES SUMMARY DIVISION SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 1,993,700 2,095,900 2,186,500 4.3 0 0 2,186,500 90,600 4.3 Materials & Supplies 30,000 30,600 29,200 (4.6) 0 0 29,200 (1,400) (4.6) Services 1,478,800 1,439,300 1,481,900 3.0 0 0 1,481,900 42,600 3.0 Interdepartmental Charges 257,400 257,200 255,600 (0.6) 0 0 255,600 (1,600) (0.6) Financial 300 0 0 0.0 0 0 0 0 0.0 Infrastructure Funding 0 0 48,200 100.0 0 0 48,200 48,200 100.0 Capital 11,500 10,000 7,000 (30.0) 0 0 7,000 (3,000) (30.0) TOTAL EXPENDITURES 3,771,800 3,833,000 4,008,400 4.6 0 0 4,008,400 175,400 4.6

REVENUES Fees & Service Charges (241,600) (246,100) (244,600) (0.6) 0 0 (244,600) (1,500) (0.6) Transfer From Reserve & Reserve Funds 0 0 0 0.0 0 0 0 0 0.0 Interdepartmental Recoveries (1,123,300) (1,123,300) (1,138,500) 1.4 (9,500) 0 (1,148,000) 24,700 2.2 Other Revenues (9,500) (13,400) 0 (100.0) 0 0 0 (13,400) 0.0 TOTAL REVENUES (1,374,500) (1,382,800) (1,383,100) 0.0 (9,500) 0 (1,392,600) 9,800 0.7

NET LEVY REQUIREMENT 2,397,300 2,450,200 2,625,300 7.1 (9,500) 0 2,615,800 165,600 6.8

STAFFING COMPLEMENT 25.35 24.95 0.00 0.00 24.95 (0.40)

4-44 HEALTH & SOCIAL SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET HEALTH & SOCIAL SERVICES DIVISION

GENERAL MANAGER

HALDIMAND NORFOLK QUALITY, PLANNING, HALDIMAND NORFOLK SOCIAL SERVICES & NORVIEW LODGE ACCOUNTABILITY & HEALTH UNIT HOUSING PERFORMANCE

4-45 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET HEALTH & SOCIAL SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Health & Social Services Administration 0 0 0 0.0 0 0 0 0 0.0 Quality, Planning, Accountability & Performance 0 0 0 0.0 0 0 0 0 0.0 Social Services 1,373,600 1,411,700 1,442,400 2.2 0 0 1,442,400 30,700 2.2 Norview Lodge 5,102,600 5,359,300 5,258,200 (1.9) 0 0 5,258,200 (101,100) (1.9) Housing Services 2,540,900 2,405,400 2,518,300 4.7 0 5,800 2,524,100 118,700 4.9 TOTAL 9,017,200 9,176,400 9,218,900 0.5 0 5,800 9,224,700 48,300 0.5

4-46 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET HEALTH & SOCIAL SERVICES SUMMARY DIVISION SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 19,444,800 19,772,000 19,956,900 0.9 405,500 12,000 20,374,400 602,400 3.0 Materials & Supplies 1,797,800 1,870,400 1,983,100 6.0 33,600 0 2,016,700 146,300 7.8 Services 2,545,800 2,656,800 2,379,000 (10.5) 17,800 50,100 2,446,900 (209,900) (7.9) Transfer Payments/Grants 28,965,000 28,683,300 29,176,900 1.7 102,500 0 29,279,400 596,100 2.1 Interdepartmental Charges 1,780,600 1,877,200 1,825,600 (2.7) 196,100 0 2,021,700 144,500 7.7 Financial 6,800 6,300 5,900 (6.3) 0 0 5,900 (400) (6.3) Infrastructure Funding 2,013,700 2,013,700 2,013,600 0.0 0 0 2,013,600 (100) 0.0 Capital 115,500 128,500 36,000 (72.0) 0 0 36,000 (92,500) (72.0) TOTAL EXPENDITURES 56,670,100 57,008,200 57,377,000 0.6 755,500 62,100 58,194,600 1,186,400 2.1

REVENUES Federal/Provincial Grants (39,157,500) (39,014,700) (39,254,800) 0.6 (688,600) (3,000) (39,946,400) 931,700 2.4 Municipal Recoveries (1,856,000) (2,080,700) (1,987,100) (4.5) 0 (3,300) (1,990,400) (90,300) (4.3) Fees & Service Charges (4,352,900) (4,213,200) (4,251,900) 0.9 0 0 (4,251,900) 38,700 0.9 Transfer From Reserve & Reserve Funds (65,800) (65,800) (205,200) 211.9 0 (50,000) (255,200) 189,400 287.8 Interdepartmental Recoveries (1,731,400) (1,863,100) (1,824,800) (2.1) (66,900) 0 (1,891,700) 28,600 1.5 Other Revenues (489,300) (594,300) (634,300) 6.7 0 0 (634,300) 40,000 6.7 TOTAL REVENUES (47,652,900) (47,831,800) (48,158,100) 0.7 (755,500) (56,300) (48,969,900) 1,138,100 2.4

NET LEVY REQUIREMENT 9,017,200 9,176,400 9,218,900 0.5 0 5,800 9,224,700 48,300 0.5

STAFFING COMPLEMENT 240.80 238.80 3.40 1.00 243.20 2.40

4-47 HEALTH & SOCIAL SERVICES ADMINISTRATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Health & Social Services Administration DEPARTMENT SUMMARY DIVISION FUNCTION/SERVICES 1. The Health & Social Services Division is comprised of: The Haldimand-Norfolk Health Unit, Social Services and Housing, Norview Lodge and Quality, Planning, Accountability and Performance 2. Staff in the Health Unit, Social Services and Housing and Quality, Planning, Accountability and Performance deliver services to both Haldimand and Norfolk Counties 3. Staff act as a resource to Norfolk County in its role as the Board of Health and Consolidated Municipal Services Manager for Haldimand and Norfolk Counties and as the Committee of Management for Norview Lodge

PRIOR YEAR ACHIEVEMENTS 1. Continued implementation of OUR Culture 2. A functional assessment of accommodations in Haldimand County 3. EarlyON new service 4. Medical assisted induced death policy development 5. Homelessness Prevention program offered in-house 6. Recruitment of a full time Medical Officer of Health 7. Divisional branding with new logo and email address 8. Four year agreement reached with ONA

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Quality, Planning, Accountability and Performance Framework ongoing 2. Continue with community partnerships to move Health and Social Services mandate 3. Work within approved budgets, manage resources to maintain and deliver as many programs and services as can be resourced, based on legislated mandates 4. Human Services Integration program ongoing 5. Haldimand Accommodation Expansion

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits increase of $7,900 is based on economic and merit increases 2. Materials & Supplies increase of $2,100 is driven by the increase in toner and ink costs, external staff meetings and increased data charges 3. Services decrease of $23,300 is largely driven by one-time items completed in 2018, including the accommodation assessment for Haldimand Offices 4. Capital decrease of $15,000 is driven by a one-time item completed in 2018 (Dunnville building access) 5. Interdepartmental Recoveries decrease of $27,800 is based on total expenditures (entirely charged out to other H&SS departments)

4-48 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Health & Social Services Administration DEPARTMENT SUMMARY

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Public Health OPHS modernization - continue to implement as released 2. Patient First Bill 41 - ongoing with MOH/LHIN partnership 3. Expert Panel recommendation of Public Health - uncertainty 4. Hydrogen sulphide gas wells - ongoing 5. HNHB Local Health Integrated Network Anchor Table 6. Opioid crisis 7. Social Assistance Reform - implement as plan is released 8. Cannabis SFOA implementation

4-49 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Health & Social Services Administration DEPARTMENT SUMMARY

REVENUES Interdepartmental Recoveries (473,000) (486,400) (458,600) (5.7) 0 0 (458,600) (27,800) (5.7) Other Revenues (1,800) (1,800) (1,800) 0.0 0 0 (1,800) 0 0.0 TOTAL REVENUES (474,800) (488,200) (460,400) (5.7) 0 0 (460,400) (27,800) (5.7)

NET LEVY REQUIREMENT 0 0 0 0.0 0 0 0 0 0.0

STAFFING COMPLEMENT 2.00 2.00 0.00 0.00 2.00 0.00

4-50 QUALITY, PLANNING, ACCOUNTABILITY & PERFORMANCE

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Quality, Planning, Accountability and Performance DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Quality, Planning, Accountability and Performance (QPAP) department is comprised of an epidemiologist, data analyst, priority population nurses, health planner, reception, and emergency planner 2. Staff in this department deliver services to both Haldimand and Norfolk Counties through support to the Health Unit, Social Services & Housing and Norview Lodge 3. The staff act as a resource in the areas of program planning, emergency planning, program monitoring and evaluation, and quality management

PERFORMANCE MEASURES Measurable Services 2017 2018 as of Sept 30 Work orders completed 1,006 939 Public inquiries resolved 199 116 Media events completed (media releases) 28 38

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Public disclosure of inspections, personal service settings etc. 2. Public reporting of accountability indicators and other accomplishments of the division 3. Development and implementation of performance framework 4. Development of a risk management framework 5. Continued institutionalization of a quality culture within the division

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI for Board of Health report HSS 18-28 MOHLTC 2018 Approved Budget for HNHU - $66,900 2. CAI for Council report CAO 18-17 Corporate Communications Department - net $0 3. Salaries & Benefits decrease of $95,700 consist of: a. CAI Corporate Communication Department - decrease of $184,700 b. CAI MOHLTC 2018 Approved Budget for HNHU - increase of $65,400 c. Economic, merit and job evaluation - increase of $23,600 4. Materials & Supplies decrease of $7,100 is driven by the CAI for Council report CAO 18-17 Corporate Communication Department 5. Services increase of $3,000 is driven by multiple training opportunities including IDEAS Advanced Learning Program (ALP), The Ontario Public Health Convention (TOPHC) and the Ontario Municipal Social Services Association (OMSSA) 6. Interdepartmental Charges increase of $208,500 is largely driven by the chargeback from the CAI Corporate Communications Department and also includes increases from supporting departments 7. Interdepartmental Recoveries increase of $108,700 is based on total expenditures (entirely charged out to other H&SS departments)

4-51 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Quality, Planning, Accountability and Performance DEPARTMENT SUMMARY

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Implementation of a Risk Management Framework 2. Impact of the Provincial reorganization of Social Services 3. Community Assessment

4-52 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Quality, Planning, Accountability & Performance DEPARTMENT SUMMARY

REVENUES Federal/Provincial Grants 0 0 0 0.0 0 0 0 0 0.0 Municipal Recoveries 0 0 0 0.0 0 0 0 0 0.0 Interdepartmental Recoveries (1,027,000) (1,145,200) (1,187,000) 3.7 (66,900) 0 (1,253,900) 108,700 9.5 Other Revenues (100) 0 0 0.0 0 0 0 0 0.0 TOTAL REVENUES (1,027,200) (1,145,200) (1,187,000) 3.7 (66,900) 0 (1,253,900) 108,700 9.5

NET LEVY REQUIREMENT 0 0 0 0.0 0 0 0 0 0.0

STAFFING COMPLEMENT 12.60 12.60 (1.60) 0.00 11.00 (1.60)

4-53 SOCIAL SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Social Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Ontario Works program provides employment assistance and financial assistance to people in financial need 2. The vision of Ontario Works is: “To achieve improved employment outcomes for Ontario Works participants by increasing individual employability with the goal of sustainable employment and increased financial independence” 3. The Social Services Department also includes Children’s Services which provides child care fee subsidy to eligible families, operating support to licensed child care centres and administration, funding and oversight of the Early ON Child and Family Centres in Haldimand and Norfolk Counties

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as at Sept 30 Response time to client eligibility (days) 2.3 3.0 2.4 Case load (in benefit units) and % of population or households 1,272 = 2.6% 1,241= 2.6% of 1,203 = 2.7% of households households households Average length of time receiving assistance 28.4 months 28.6 months 30.0 months

PRIOR YEAR ACHIEVEMENTS 1. Achievement of the provincial benchmarked turnaround time of four days and excellent customer service 2. Achievement of the Ontario Works service targets for the number of program participants exiting to employment 3. Completion of the Request for Proposals process for the Licensed Home Child Care and EarlyON Child and Family Centre programs 4. Achievement of service targets for the Ministry of Education childcare expansion initiative 5. Successful transition of the EarlyON Child and Family Centres from the Ministry of Education to the Social Services & Housing Department

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. To meet or exceed the targets established in the Ontario Works Service Plan 2. Implementation of the Ministry of Children Community and Social Services social assistance reform plans for Ontario Works 3. Continued support of the community’s licensed child care system to respond to the needs of families for high quality and affordable licensed child care 4. Continued implementation of the EarlyON Child and Family Centres in partnership with our external service delivery partner (Haldimand Norfolk REACH) 5. Implementation of the Journey Together plan to better support and include Indigenous families and children in licensed child care and early years programming in partnership with the Mississaugas of New Credit First Nation

4-54 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Social Services DEPARTMENT SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI HSS-650-2019-045 Child Care Fee Stabilization Support Funding (HSS 18-18); to support improving wages for the licensed child care workers, affordability for families and to address potential fee increases; 100% funded by the Ministry of Education (MEDU) 2. Salaries & Benefits decrease of $72,900 consists of one-time positions ended December 31, 2018 and funded 100% by the MEDU; offset by economic, merit and job evaluation increases 3. Materials & Supplies increase of $28,500 is driven by CAI Child Care Fee Stabilization Support Funding and promotional items for Children’s Services funded by the MEDU 4. Services decrease of $209,500 is driven by a reallocation of a previously approved budget amendment to Transfer Payments/Grants funded by the MEDU 5. Transfer Payments/Grants increase of $317,800 is driven by the net addition of programs for Children’s Services as well as inflationary and caseload increases within Ontario Works and a transfer from Services 6. Interdepartmental Charges decrease of $44,500 is driven by HSS internal expenses now being charged directly to programs offset by the reduced Interdepartmental Recoveries 7. Federal/Provincial Grants increase of $15,900 is driven by the net additions of Children’s Services programs

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Implementation of any change in provincial direction related to social assistance and child care as a result of the change in provincial government – will need to complete an analysis of impact on current service delivery of any proposed changes 2. Increased complexity of needs of Ontario Works participants – will need to identify training needs for staff in order to meet client needs related to mental health, addictions, disability and other effects of living in poverty – also need to ensure appropriate supports in place for staff to prevent and respond to compassion fatigue and vicarious trauma 3. Increased need for licensed child care in Haldimand and Norfolk Counties, particularly infant spaces 4. The need to ensure an adequate number of Registered Early Childhood Educators (RECEs) in the child care and early years system as the number of licensed child care spaces is expanded

4-55 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Social Services

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 4,268,300 4,529,300 4,456,400 (1.6) 0 0 4,456,400 (72,900) (1.6) Materials & Supplies 104,900 107,800 121,200 12.4 15,100 0 136,300 28,500 26.4 Services 1,798,100 1,790,400 1,580,900 (11.7) 0 0 1,580,900 (209,500) (11.7) Transfer Payments/Grants 21,369,100 21,117,800 21,206,700 0.4 228,900 0 21,435,600 317,800 1.5 Interdepartmental Charges 926,600 1,021,900 977,400 (4.4) 0 0 977,400 (44,500) (4.4) Financial 5,500 4,500 4,500 0.0 0 0 4,500 0 0.0 Infrastructure Funding 0 0 0 0.0 0 0 0 0 0.0 Capital 7,500 6,000 2,000 (66.7) 0 0 2,000 (4,000) (66.7) TOTAL EXPENDITURES 28,480,000 28,577,700 28,349,100 (0.8) 244,000 0 28,593,100 15,400 0.1

REVENUES Federal/Provincial Grants (25,368,100) (25,348,100) (25,120,000) (0.9) (244,000) 0 (25,364,000) 15,900 0.1 Fees & Service Charges (256,400) (155,200) (155,200) 0.0 0 0 (155,200) 0 0.0 Interdepartmental Recoveries (126,900) (127,000) (97,900) (22.9) 0 0 (97,900) (29,100) (22.9) Other Revenues (381,700) (496,100) (487,100) (1.8) 0 0 (487,100) (9,000) (1.8) TOTAL REVENUES (26,133,100) (26,126,400) (25,860,200) (1.0) (244,000) 0 (26,104,200) (22,200) (0.1)

NET LEVY REQUIREMENT 2,346,800 2,451,300 2,488,900 1.5 0 0 2,488,900 37,600 1.5

HALDIMAND SHARE 973,200 1,039,600 1,046,500 0.7 0 0 1,046,500 6,900 0.7

NORFOLK SHARE 1,373,600 1,411,700 1,442,400 2.2 0 0 1,442,400 30,700 2.2

STAFFING COMPLEMENT 56.60 55.60 0.00 0.00 55.60 (1.00)

4-56 HOUSING SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Housing Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Housing Services Department acts as the Consolidated Municipal Services Manager for housing and homelessness programs in Haldimand and Norfolk Counties 2. This involves the administration of the subsidized (rent-geared-to-income) housing system of 826 units that are owned and operated by 11 non-profit housing providers, the delivery of the federally and provincially-funded Investment in Affordable Housing Strategy for Ontario 2014 Extension (IAH-E) and Social Infrastructure Funding (SIF) programs and the provincially-funded Community Homelessness Prevention Initiative (CHPI) 3. The Department, either directly or through agreements with community partners, delivers programs and services to people on all points of the housing continuum, from street homelessness to affordable home ownership

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as at Sept 30 # of social housing units available per 1,000 households 16.6 17.1 18.9 % of waiting list housed annually 24% 20% 20% Cost per unit of social housing annually $5,117.68 $5,177.96 $5,207.75

PRIOR YEAR ACHIEVEMENTS 1. Successful implementation of the coordinated entry system and new service delivery model for Homeless Prevention Services within the Social Services and Housing Department 2. Construction start on 14 units of affordable seniors housing on the Grandview Lodge site in Dunnville (Aspen Apartments) 3. Successful completion of the first ever homeless enumeration in Haldimand and Norfolk Counties 4. Full allocation of all federal and provincial funding received through the CHPI, Investment in Affordable Housing (IAH) Strategy, Social Infrastructure Fund (SIF) and Social Housing Improvement Program (SHIP)

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continued implementation and evaluation of the coordinated entry system and Housing First model for the homeless prevention services 2. Completion of the Aspen Apartments affordable housing building in Dunnville 3. Finalization of a Shareholder’s Agreement for the Haldimand-Norfolk Housing Corporation 4. Five year review of the 10 Year Housing and Homelessness Plan - mandated under the Housing Services Act 5. Support of the redevelopment of the Norfolk Inn and investigation of potential partnerships for affordable housing

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI HSS-640-2019-053 Homelessness Prevention Services (HSS 18-34); hiring four positions (4.0 FTEs) within the Social Housing Department for a temporary period ending September 30, 2020; 100% funded by the Ministry of Municipal Affairs and Housing (MMAH)

4-57 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Housing Services DEPARTMENT SUMMARY 2. NBI HSS-640-2019-051 10 Year Housing and Homelessness Plan, 5 Year Review; as mandated by the MMAH and 100% funded from the Social Housing Reserve 3. NBI HSS-640-2019-050 Finance Clerk, Social Services & Housing; request for the temporary full-time (1.0 FTE) position to become permanent full-time; funded in part by the Ministry of Community and Social Services and both County’s Levies - Norfolk County levy impacts of $5,800 for 2019 and $33,700 annually 4. Salaries & Benefits increase of $437,000 consists of: a. Economic, merit and job evaluation increases totaling $6,200 b. CAI Homelessness Prevention Services totaling $418,800 c. NBI Finance Clerk, Social Services & Housing totaling $12,000 5. Materials and Supplies increase of $24,400 is driven by CAI Homelessness Prevention Services offset by a one-time purchase from the prior year 6. Services increase of $69,400 is driven by the NBI 10 Year Housing and Homelessness Plan, 5 Year Review and CAI Homelessness Prevention Services slightly offset by a program ending in the prior year 7. Transfer Payments/Grants increase of $278,300 is driven by the Aspen Apartments build for 14 one-bedroom units for seniors (HSS 17- 39) offset by CAI Homelessness Prevention Services being delivered in-house (increase in Salaries & Benefits, Materials, Supplies & Services, etc.)

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Implementation of any regulatory or program changes that are announced as a result of the change in provincial government - identification and assessment of impacts on local service delivery 2. Waiting list for rent-geared-to-income housing continues to grow with wait times up to 10 years for non-senior adults in the communities of Simcoe and Dunnville 3. Increasing complexity of need for support for those who are experiencing homelessness and housing instability 4. Planning for the future of existing social housing, including capital asset management and regeneration to meet community need

4-58 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Housing Services

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 316,100 380,300 386,500 1.6 418,800 12,000 817,300 437,000 114.9 Materials & Supplies 10,800 9,900 8,600 (13.1) 25,700 0 34,300 24,400 246.5 Services 35,900 23,000 21,800 (5.2) 20,500 50,100 92,400 69,400 301.7 Transfer Payments/Grants 7,595,900 7,565,500 7,970,200 5.3 (126,400) 0 7,843,800 278,300 3.7 Interdepartmental Charges 210,300 209,800 212,800 1.4 0 0 212,800 3,000 1.4 Financial 500 700 500 (28.6) 0 0 500 (200) (28.6) Infrastructure Funding 0 0 0 0.0 0 0 0 0 0.0 Capital 3,500 0 0 0.0 0 0 0 0 0.0 TOTAL EXPENDITURES 8,173,100 8,189,200 8,600,400 5.0 338,600 62,100 9,001,100 811,900 9.9

REVENUES Federal/Provincial Grants (4,644,800) (4,638,200) (4,857,800) 4.7 (338,600) (3,000) (5,199,400) 561,200 12.1 Transfer From Reserve & Reserve Funds 0 0 (127,400) 100.0 0 (50,000) (177,400) 177,400 100.0 Interdepartmental Recoveries (104,500) (104,500) (81,300) (22.2) 0 0 (81,300) (23,200) (22.2) Other Revenues 0 0 (75,000) 100.0 0 0 (75,000) 75,000 100.0 TOTAL REVENUES (4,749,300) (4,742,700) (5,141,500) 8.4 (338,600) (53,000) (5,533,100) 790,400 16.7

NET LEVY REQUIREMENT 3,423,800 3,446,500 3,458,900 0.4 0 9,100 3,468,000 21,500 0.6

HALDIMAND SHARE 882,800 1,041,100 940,600 (9.7) 0 3,300 943,900 (97,200) (9.3)

NORFOLK SHARE 2,540,900 2,405,400 2,518,300 4.7 0 5,800 2,524,100 118,700 4.9

STAFFING COMPLEMENT 4.49 3.49 4.00 1.00 8.49 4.00

4-59 NORVIEW LODGE

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norview Lodge DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Long-term care home providing 24-hour nursing care accommodation for 179 people 2. Preparation of life-cycle plans, operation and capital budgets

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Average Resident Occupancy Rate 99.18% 98.69% 98.71% # of Resident Admissions 36 62 53 # of Outings in the Community 197 194 160 Actual Local Food Costs $32,571 $32,511 $24,586 # of Emergency Transfers 73 65 42 # of Resident Satisfaction Surveys Completed 61 74 66 # of Family Satisfaction Surveys Completed 13 25 50

PRIOR YEAR ACHIEVEMENTS 1. Submission of the Long-Term Care Home Quality improvement plan (QIP) with the Ministry Of Health and Long Term Care (MOHLTC) 2. Successful annual mandatory Resident Quality Inspection (RQI) by the MOHLTC 3. Capital upgrades and replacements of: carpeting in Resident home areas, kitchen equipment (ice machine), dining room furniture (multi- positional tables), laundry equipment (two clothes dryers), building equipment (loading dock ramp and two condenser/evaporator pumps) and resident care equipment (mechanical lifts, slings, lift chairs and mattresses) 4. Completion of the capital upgrades/repairs to exterior building as identified in the 2012 Building Condition Assessment Report as well as roof repairs, attic insulation, repainting of all siding and other siding repairs and replacement of the building’s siding within the courtyards 5. Fluorescent lighting tube conversion to LED lighting tubes for reduced energy consumption as well as utilization of a rebate incentive initiative 6. A very successful timed fire drill to meet and exceed Ontario Fire Marshal’s requirements with the night staff compliment

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Parking lot expansion to comply with accessibility regulations 2. Capital upgrades and equipment replacement of mechanical lifts, slings, building carpeting 3. Annual mandatory Resident Quality Inspection (RQI) by the MOHLTC 4. Continuation and improvement of employee Attendance Management Program 5. Continuation of interior and exterior home-wide lighting conversion to LED lighting to reduce energy consumption 6. Continued development and improvement to resident programs, i.e. Restorative Care Program, End-of-Life Program, Continuous Quality Improvement Program

4-60 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norview Lodge DEPARTMENT SUMMARY 7. Implementation of computerized Building Preventative Maintenance Program

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Council Approved Initiative HSS-630-2019-043 Additional Funding for New Registered Nurse FTE ministry funding for one full time registered nurse $106,000 – 100% funded 2. Federal/Provincial Grants show an increase of $248,600, mainly driven by increases to the base Per Diem funding of $270,800 and offset by the removal of the Ontario Community Infrastructure Fund (OCIF) Grant that was not required ($60,000) 3. Salaries and Benefits increase is due to economic and merit increases in the amount of $220,100 4. Materials and Supplies show an overall increase of $98,400, driven mainly by an increase in Utilities of $66,800 based on prior year’s actuals and 2019 Budget Assumptions and an increase in Food Supplies accounts for $34,800 based on prior year’s actuals. This is offset by a decrease of $40,000 in High Intensity Expenses in Nursing Services. An increase in Operating Supplies of $33,000, is driven by items moved from Operating Capital to Operating Supplies due to a change in Operating Capital thresholds. Other adjustments of $3,800 round out the budget impacts 5. Services show a reduction of $49,500, driven mainly by the removal of Flushing and CCTV Inspection of Norview Lodge Storm Sewers in the amount of $60,000, offset by an increase of $10,000 in Maintenance and Repair Services-Medical Devices for lifts, electric beds, nurse call system, bathing systems, pager repairs and slings based on prior year actuals. Other minor adjustments round out the remaining $500 6. Interdepartmental charges shows a decrease of $23,000, mainly driven by the decrease of $29,700 for Legal Services, offset by an increase to IT Support Charges of $5,500 and other minor adjustments of $1,200 7. In Fees and Service Charges, an increase of $38,700 is mainly due to projected Resident Accommodation Revenue increases of $38,200 and other minor budget adjustments of $500 increase 8. Operating Capital’s decrease of $75,500 is mainly due to the moving of items in note 4. Other Operating Capital items were completed in 2018, and new requests for 2019 total $7,000

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Increased in-depth care needs of residents. Many residents are coming to Long Term Care with further advanced care needs which require a much higher level of expertise 2. Increased admissions of residents with mental health issues and physical health challenges 3. Striving for a reduction of employee lost time injuries and requests for work accommodations 4. Managing sick leaves, compassionate leaves and personal leaves. Many of our staff are in the sandwich generation where they have children who have not left the home or moved back while caring for and even sometimes providing essential needs of life including living accommodations 5. Recruitment and retention of staffing especially with an aging work force 6. Managing the new and enhanced legislative requirements

4-61 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Norview Lodge DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 13,617,700 13,534,300 13,754,400 1.6 106,000 0 13,860,400 326,100 2.4 Materials & Supplies 1,633,600 1,693,200 1,791,600 5.8 0 0 1,791,600 98,400 5.8 Services 558,200 665,100 615,600 (7.4) 0 0 615,600 (49,500) (7.4) Interdepartmental Charges 592,100 593,000 570,000 (3.9) 0 0 570,000 (23,000) (3.9) Financial 900 1,100 900 (18.2) 0 0 900 (200) (18.2) Infrastructure Funding 2,013,700 2,013,700 2,013,600 0.0 0 0 2,013,600 (100) 0.0 Capital 99,000 107,500 34,000 (68.4) 0 0 34,000 (73,500) (68.4) TOTAL EXPENDITURES 18,515,100 18,607,900 18,780,100 0.9 106,000 0 18,886,100 278,200 1.5

REVENUES Federal/Provincial Grants (9,144,600) (9,028,400) (9,277,000) 2.8 (106,000) 0 (9,383,000) 354,600 3.9 Fees & Service Charges (4,096,400) (4,058,000) (4,096,700) 1.0 0 0 (4,096,700) 38,700 1.0 Transfer From Reserve & Reserve Funds (65,800) (65,800) (77,800) 18.2 0 0 (77,800) 12,000 18.2 Other Revenues (105,700) (96,400) (70,400) (27.0) 0 0 (70,400) (26,000) (27.0) TOTAL REVENUES (13,412,500) (13,248,600) (13,521,900) 2.1 (106,000) 0 (13,627,900) 379,300 2.9

NET LEVY REQUIREMENT 5,102,600 5,359,300 5,258,200 (1.9) 0 0 5,258,200 (101,100) (1.9)

STAFFING COMPLEMENT 165.11 165.11 1.00 0.00 166.11 1.00

4-62 DEVELOPMENT & CULTURAL SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET DEVELOPMENT & CULTURAL SERVICES DIVISION

GENERAL MANAGER

TOURISM & BUILDING & DEVELOPMENT HERITAGE & PLANNING ECONOMIC BY-LAW ENGINEERING CULTURE DEVELOPMENT

4-63 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET DEVELOPMENT & CULTURAL SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Development & Cultural Services Administration 556,800 585,400 561,900 (4.0) 0 0 561,900 (23,500) (4.0) Planning & Development Engineering 1,269,300 1,366,200 1,675,300 22.6 48,100 107,000 1,830,400 464,200 34.0 Building 0 0 0 0.0 0 0 0 0 0.0 By-Law Enforcement 987,700 977,400 1,039,600 6.4 9,500 41,000 1,090,100 112,700 11.5 Tourism & Economic Development 1,057,300 981,600 992,700 1.1 0 0 992,700 11,100 1.1 Heritage & Culture 1,316,000 1,429,000 1,563,900 9.4 0 0 1,563,900 134,900 9.4 TOTAL 5,187,100 5,339,600 5,833,400 9.2 57,600 148,000 6,039,000 699,400 13.1

4-64 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET DEVELOPMENT & CULTURAL SERVICES SUMMARY DIVISION SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 5,194,800 5,517,900 5,616,700 1.8 (100,600) 109,600 5,625,700 107,800 2.0 Materials & Supplies 468,500 448,400 472,800 5.4 (8,100) 6,300 471,000 22,600 5.0 Services 1,196,600 1,765,900 1,792,400 1.5 (1,500) 108,400 1,899,300 133,400 7.6 Transfer Payments/Grants 156,000 120,000 120,000 0.0 48,100 0 168,100 48,100 40.1 Interdepartmental Charges 826,600 845,400 953,300 12.8 102,600 0 1,055,900 210,500 24.9 Financial 31,400 6,400 8,900 39.1 0 0 8,900 2,500 39.1 Infrastructure Funding 868,800 1,094,800 1,031,000 (5.8) 0 0 1,031,000 (63,800) (5.8) Capital 45,200 64,800 78,900 21.8 0 5,000 83,900 19,100 29.5 TOTAL EXPENDITURES 8,787,900 9,863,600 10,074,000 2.1 40,500 229,300 10,343,800 480,200 4.9

REVENUES Federal/Provincial Grants (52,700) (67,100) (93,400) 39.2 0 (81,300) (174,700) 107,600 160.4 Fees & Service Charges (2,384,800) (2,839,100) (2,590,100) (8.8) 6,100 0 (2,584,000) (255,100) (9.0) Transfer From Reserve & Reserve Funds (894,700) (1,314,500) (1,249,800) (4.9) 0 0 (1,249,800) (64,700) (4.9) Interdepartmental Recoveries (99,800) (106,200) (108,200) 1.9 6,400 0 (101,800) (4,400) (4.1) Other Revenues (168,800) (197,100) (199,100) 1.0 4,600 0 (194,500) (2,600) (1.3) TOTAL REVENUES (3,600,800) (4,524,000) (4,240,600) (6.3) 17,100 (81,300) (4,304,800) (219,200) (4.8)

NET LEVY REQUIREMENT 5,187,100 5,339,600 5,833,400 9.2 57,600 148,000 6,039,000 699,400 13.1

STAFFING COMPLEMENT 62.94 62.13 (1.30) 1.00 61.83 (1.11)

4-65 DEVELOPMENT & CULTURAL SERVICES ADMINISTRATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Development & Cultural Services Administration DIVISION SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To provide support and management services to the Development & Cultural Services team 2. To advise Council on all matters relating to Planning, Development Engineering, Building & Bylaw, Tourism & Economic Development and Heritage & Culture 3. To liaise with the Norfolk County community on matters relating to Divisional areas of responsibility 4. To establish and oversee budgets and divisional policy development; and 5. To continually identify opportunities and processes which enhance Customer Service across the Corporation and Community

PRIOR YEAR ACHIEVEMENTS 1. Approval and Implementation of Official Plan Review 2. Implementation of revised Community Improvement Incentives to enhance oversight and streamline process 3. Hastings Drive Zoning Decision and Implementation 4. Initiate Review Process of Development Engineering with Public Works 5. Introduction of Cannabis Zoning and By Law Enforcement 6. Establishment of Heritage and Culture Advisory Committee 7. High Development Applications and Building Permits 8. Transition of Ownership & Operations of Eva Brook Donly Museum and Archives 9. Zoning By-Law Appeals Complete 10. Staging and promotion of successful Culinary Rural Retreat to national / international audience 11. Update of Film Production Policy to streamline process 12. Commenced Economic Development Strategy Review

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Refine our Client Services strategy to respond to increased development activity 2. Alignment of new Development Engineering Department within the DCS Division 3. Continuation of Urban Renewal Partnership (Downtown Revitalization) 4. Archeological Study 5. Continued emphasis of Customer Service standards across the Division 6. Review of By-Laws and Enforcement Practices 7. Completion of Economic Development Strategy Review and implementation options

4-66 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Development & Cultural Services Administration DIVISION SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. As a result of the Council Approved Initiative ECS-370-2019-013 Corporate Communications Department reallocation, there are various reductions to Salary and Benefits, Materials and Supplies, and Services of $119,200, offset by an interdepartmental charge for communication services of $102,100 and removed revenue of $17,100 to bring the net levy impact to zero 2. Services’ increase of $34,900, after adjusting for note 1, is mainly as a result of last year’s New Budget Initiative DCS-820-2018-021 Norfolk Urban Renewal Partnership, as there was one time funding provided by the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) in the amount of $82,575; Norfolk County Council matched the funding for a total of $165,200 for Main Street Revitalization initiatives; as the entire amount was not spent in 2018, there is a one-time carry forward of $80,000 for 2019 and an adjustment to move the ongoing request back to the original $50,000, which results in a reduction of $32,600; removal of the $7,000 budget for a back-up for a contracted Customer Service Representative and other minor adjustments of $5,500 round out the budget impacts 3. Changes to Interdepartmental Charges result in a decrease of $24,000 before the inclusion of the new charge for the Corporate Communications as detailed in note 1 4. A one-time item to carry forward the funding portion of note 2 (Norfolk Urban Renewal Partnership), in the amount of $41,300 round out the main budget drivers

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Aligning all Departmental resources to serve our Clients needs in an era of continued development growth 2. Maintaining the ability to comply with legislated response times 3. Implementation of an enhanced Customer Service Strategy 4. Roll-out and Impact of Communication Division 5. Enhancement of the Langton Administration Building 6. Focus on Economic Development and Small Business Development/Downtown Revitalization 7. Low inventory of shovel-ready industrial land 8. Competing priorities in Economic Development Strategy (e.g. Manufacturing, Agriculture, Tourism, Small Business, etc.) 9. By-Law Review, Enhancement and Communication 10. Declining Heritage & Culture Volunteer Base

4-67 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Development & Cultural Services Administration DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 272,700 284,000 289,500 1.9 (100,600) 0 188,900 (95,100) (33.5) Materials & Supplies 26,200 21,200 21,200 0.0 (7,600) 0 13,600 (7,600) (35.8) Services 130,900 153,600 188,500 22.7 (11,000) 0 177,500 23,900 15.6 Transfer Payments/Grants 0 0 0 0.0 0 0 0 0 0.0 Interdepartmental Charges 53,400 69,100 45,100 (34.7) 102,100 0 147,200 78,100 113.0 Financial 0 0 0 0.0 0 0 0 0 0.0 Infrastructure Funding 73,500 73,600 73,500 (0.1) 0 0 73,500 (100) (0.1) Capital 4,600 1,000 2,500 150.0 0 0 2,500 1,500 150.0 TOTAL EXPENDITURES 561,300 602,500 620,300 3.0 (17,100) 0 603,200 700 0.1

REVENUES Federal/Provincial Grants 0 0 (41,300) 100.0 0 0 (41,300) 41,300 100.0 Fees & Service Charges (100) (6,100) (6,100) 0.0 6,100 0 0 (6,100) (100.0) Interdepartmental Recoveries 0 (6,400) (6,400) 0.0 6,400 0 0 (6,400) (100.0) Other Revenues (4,400) (4,600) (4,600) 0.0 4,600 0 0 (4,600) 0.0 TOTAL REVENUES (4,500) (17,100) (58,400) 241.5 17,100 0 (41,300) 24,200 141.5

NET LEVY REQUIREMENT 556,800 585,400 561,900 (4.0) 0 0 561,900 (23,500) (4.0)

STAFFING COMPLEMENT 2.70 2.70 (1.30) 0.00 1.40 (1.30)

4-68 PLANNING & DEVELOPMENT ENGINEERING

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Planning & Development Engineering DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Preparation and maintenance of long range planning policy studies, documents and strategies 2. To provide effective development planning implementation and administration; evaluate and process of planning applications including: consents, minor variance, official plan and zoning by-law amendments, site plan approval and condominium/ subdivision applications 3. Administration of the Norfolk Environmental Advisory Committee and Planning Advisory Committee 4. Provide Planning resources to TEDAB, AAB and the Heritage and Culture Committee 5. Create, acquire, maintain, coordinate, catalogue and distribute GIS data and mapping within the Planning Department 6. Develop systems and applications to allow effective sharing and distribution of GIS data within the County structure 7. Coordinate GIS projects, data creation, data acquisition and data standards and provide GIS support within the County structure 8. Provide the public and GIS community access to the County’s GIS data through data agreements, open data and internet web mapping applications

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Complete mapping for Planning Applications within specified 100% processed within 100% processed within 100% processed within deadlines specified deadlines specified deadlines specified deadlines Respond to request for information within 24 hours 90% of all requests for 90% of all requests for 90% of all requests for information processed information processed information processed within 24 hours within 24 hours within 24 hours Respond to basic mapping requests within 48 hours 90% of all requests for 90% of all requests for 90% of all requests for information processed information processed information processed within 48 hours within 48 hours within 48 hours Respond to GIS support calls within 24 hours 95% of GIS support 95% of GIS support 100% processed within calls were handled calls were handled specified deadlines within 24 hours within 24 hours # of Official Plan & Zoning Bylaw Amendments Processed 82 91 56 # of Consent Applications 68 90 62 # Site Plan Applications 33 31 19

PRIOR YEAR ACHIEVEMENTS 1. Completion of approximately 293 development applications 2. Official Plan Review Approved and Implemented including mapping 3. Consolidated Zoning By-Law Appeals Completed 4. Cannabis Zoning and Hastings Drive Zoning Implemented

4-69 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Planning & Development Engineering DEPARTMENT SUMMARY 5. New Site Plan Agreement 6. Rebuild of internal staff main mapping applications and completed Open Data Portal

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Archeological Study 2. Development review process to include Development & Engineering Department 3. Completion of many development applications including mapping 4. Simcoe Downtown and Port Dover West Secondary Plans 5. Service and Residential Monitoring 6. New Subdivision and Condominium Agreements 7. Create, maintain and update the County GIS data 8. Increase the sharing of GIS data through the release new internal and public web mapping application and review of Public Web Mapping

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. New Budget Initiative DCS-820-2019-035 Archaeological Study to provide policies, priorities and programs for the conservation, protection and preservation of heritage of Ontario with a total commitment of $250,000 over two years, $107,000 in 2019 and $143,000 in 2019 2. Council Approved Initiative DCS-820-2019-036 Lakeshore & Riverina Flood Hazard Study 2019 & 2020 Transfer of $48,100 to the Long Point Region Conservation Area (LPRCA) each year 3. Prior year approved New Budget Initiative DCS-820-2018-019 Port Dover West Secondary Plan in the amount of $350,000 was not started in 2018 as anticipated, so it will be carried forward to 2019. Net levy impact is $35,000 as it is funded through Development Charges and Gas Tax Funds 4. In Services, an overall decrease of $53,500 is driven by a reduction of Peer Review and Water Modeling ($55,000) based on prior year’s actuals and projected needs. Computer Software Service shows an increase of $13,900 based on prior year’s actuals and projected needs, offset by the reallocation of Legal Services ($13,000) to Interdepartmental Charges. Other minor budget adjustments round out the remaining $600 increase 5. Interdepartmental Charges increased by $118,500, driven by the new Development Engineering department implemented in 2018 ($45,200), Legal Services have been estimated at $47,300, and Insurance Admin Charges have essentially been moved from DCS Admin to Planning, based on actuals in the amount of $16,500; other incremental budget adjustments round out the remaining $9,500 increase

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Staff resources/connections for development related volume (specifically Development Engineering/ Administration) 2. Communication implementation to development community 3. High volume of development applications 4. Continued Policy Enhancements (Agricultural Diversification)

4-70 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Planning & Development Engineering DEPARTMENT SUMMARY 5. Condominium Approvals/Agreements 6. PSW Mapping 7. Service Monitoring

4-71 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Planning & Development Engineering DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 1,466,000 1,659,400 1,710,700 3.1 0 0 1,710,700 51,300 3.1 Materials & Supplies 43,600 56,700 52,500 (7.4) 0 0 52,500 (4,200) (7.4) Services 150,000 625,500 522,000 (16.5) 0 107,000 629,000 3,500 0.6 Transfer Payments/Grants 0 0 0 0.0 48,100 0 48,100 48,100 100.0 Interdepartmental Charges 243,500 228,900 347,400 51.8 0 0 347,400 118,500 51.8 Infrastructure Funding 30,400 30,400 30,400 0.0 0 0 30,400 0 0.0 Capital 3,800 2,800 9,000 221.4 0 0 9,000 6,200 221.4 TOTAL EXPENDITURES 1,937,300 2,603,700 2,672,000 2.6 48,100 107,000 2,827,100 223,400 8.6

REVENUES Fees & Service Charges (558,500) (793,600) (549,800) (30.7) 0 0 (549,800) (243,800) (30.7) Transfer From Reserve & Reserve Funds 0 (324,000) (315,000) (2.8) 0 0 (315,000) (9,000) (2.8) Interdepartmental Recoveries (99,800) (99,800) (101,800) 2.0 0 0 (101,800) 2,000 2.0 Other Revenues (9,800) (20,100) (30,100) 49.8 0 0 (30,100) 10,000 49.8 TOTAL REVENUES (668,000) (1,237,500) (996,700) (19.5) 0 0 (996,700) (240,800) (19.5)

NET LEVY REQUIREMENT 1,269,300 1,366,200 1,675,300 22.6 48,100 107,000 1,830,400 464,200 34.0

STAFFING COMPLEMENT 18.10 18.10 0.00 0.00 18.10 0.00

4-72 BUILDING

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Building DEPARTMENT SUMMARY

DEPARTMENT FUNCTION/SERVICES 1. To promote the safety of buildings constructed and renovated in Norfolk County with reference to public health, fire protection, structural sufficiency, accessibility, conservation and environmental provisions by applying the Building Code Act, the Ontario Building Code and all applicable legislation

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 # of Building Permits Issued 1,248 1,301 1,020 # of Residential Dwelling Units 389 398 215 $ Value of Building Permits Issued $ 110.9 mil $ 142.0 mil $87.5 mil

PRIOR YEAR ACHIEVEMENTS 1. Securing a replacement Deputy Chief Building Official position as a result of the retirement of the incumbent with 33 years of service 2. Working together in a “team” approach with Planning, Development Engineering & Tourism & Economic Development 3. Continuing to enhance connectivity of mobile devices which providing easier access to information remotely 4. Issuance of permits have been on schedule where applications were “complete” 5. Zoning reviews processed in timely manner with the addition of the Zoning Administrator position 6. Continuous training and professional development for various staff has continued in an effort to maintain knowledge of ever changing building code requirements. This will be critical with the introduction of a new building code and amendments proposed in 2019. 7. Introduction of electronic plan review

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Preparation of implementation of proposed new Building Code amendments in 2019 2. Ensure consistency of data entered into our permit tracking software to provide accuracy of information for reporting purposes 3. Improve efficiency of using mobile devices for all inspections to provide building inspectors with the necessary tools to quickly and easily access our permit tracking system remotely in real time from the field using a smartphone or tablet 4. Further promote a Customer Service approach to the Building Permit process by providing prompt, courteous, and efficient service to developers, building owners, design professionals, contractors and residents of Norfolk County 5. Provide assistance to individuals to meet the needs of Council, County Departments and the general public regarding the building permit process 6. Fulfilling the statutory duties and responsibilities while still providing excellent customer service to the public 7. Prepare, provide and make available regular building activity reports

4-73 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Building DEPARTMENT SUMMARY

8. Continue to monitor building permit activity, policies and related processes to ensure that they continue to be effective, efficient and enforced 9. Process all building permit applications and perform all inspections in accordance with legislated time frames 10. Review, develop and update current Policies & Procedures for the division and establish best practice guidelines 11. Prepare for implementation of Electronic Records Management software and document management software

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Under Fees and Service Charges, Building Permit income has decreased by $2,000, Zoning Amendment Applications decreased by $5,100, Occupancy Permits are increased by $5,000 and Lawyer Certificates decreased by $5,000, all based on prior year actuals 2. Salaries & Benefits have increased based on economic, and merit increases and an accommodated position for a total of $28,000 3. Infrastructure Funding’s decrease of $80,200 is mainly driven by the transfer from the WSIB reserve for the accommodated position in the amount of $66,500, offset by a transfer decrease from the Building Reserves (Building Permit Stabilization ORF) in the amount of $46,700

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Ongoing changes to the Building Code related to matters including Energy Efficiency, Climate Change and Accessibility 2. Development and implementation of a revised National Farm Building Code 3. Staffing changes and review of roles and responsibilities within the department 4. Increased expectation of service levels by the public and new Council 5. Opportunity to further review e-permitting, online permit applications options, electronic plan reviews 6. Decreasing building activity due to the slowing housing market

4-74 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Building DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 1,401,300 1,405,100 1,433,100 2.0 0 0 1,433,100 28,000 2.0 Materials & Supplies 72,100 61,500 68,000 10.6 0 0 68,000 6,500 10.6 Services 44,500 49,500 54,600 10.3 0 0 54,600 5,100 10.3 Interdepartmental Charges 275,300 275,200 266,100 (3.3) 0 0 266,100 (9,100) (3.3) Financial 10,000 0 0 0.0 0 0 0 0 0.0 Infrastructure Funding 693,100 919,000 838,800 (8.7) 0 0 838,800 (80,200) (8.7) Capital 10,000 13,700 0 (100.0) 0 0 0 (13,700) (100.0) TOTAL EXPENDITURES 2,506,200 2,724,000 2,660,600 (2.3) 0 0 2,660,600 (63,400) (2.3)

REVENUES Fees & Service Charges (1,569,600) (1,727,700) (1,720,000) (0.4) 0 0 (1,720,000) (7,700) (0.4) Transfer From Reserve & Reserve Funds (894,700) (990,500) (934,800) (5.6) 0 0 (934,800) (55,700) (5.6) Other Revenues (42,000) (5,800) (5,800) 0.0 0 0 (5,800) 0 0.0 TOTAL REVENUES (2,506,200) (2,724,000) (2,660,600) (2.3) 0 0 (2,660,600) (63,400) (2.3)

NET LEVY REQUIREMENT 0 0 0 0.0 0 0 0 0 0.0

STAFFING COMPLEMENT 15.43 15.43 0.00 0.00 15.43 0.00

4-75 BY-LAW ENFORCEMENT

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET By-Law Enforcement DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The By-Law Enforcement Department is responsible to promote a healthy, safe and harmonious community through the administration and enforcement of various County By-Laws through investigation and resolution of By-Law complaints

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 By-Law complaints received 749 714 1,034 By-Law complaints resolved 625 625 826 Priorities take precedent Priorities take precedent Priorities take precedent Complaints investigated within five (5) Initial inspection within three (3) Initial inspection within three (3) Initial inspection within three (3) business days days days days 98% of occurrences were 98% of occurrences were 98% of occurrences were Occurrences resolved without litigation resolved without court resolved without court resolved without court appearance appearance appearance Parking infraction notices issued 795 795 1,182 Number of call outs by animal control 265 265 178

PRIOR YEAR ACHIEVEMENTS 1. Improved access to information through By-Law tracking software 2. Hiring of replacement By-Law Enforcement Officer 3. Increase in enforcement as it pertains to Hastings Drive & Cannabis 4. Working collaboratively with the OPP to deal with By-Law enforcement matters 5. Largest Friday 13th event ever with few incidents

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Move toward more of a proactive enforcement philosophy as well as reactive. Determine whether a particular By-Law or area would benefit from proactive enforcement (ie downtowns) however, in most cases we respond reactively to community complaints 2. Monitor the impacts and regulation needs and challenges as it applies to the new cannabis legislation 3. Continue harmonization of current By-Laws of the former municipalities to create uniformity across Norfolk County and reducing confusion for public and staff when dealing with By-Law enforcement matters resulting in better customer service to all residents, and implementation of various By-Laws 4. Ensure that all inquiries and complaints are dealt with in a consistent, courteous, professional and timely manner 5. Ensure prompt and consistent data entry into our By-Law tracking system to provide accuracy of information for reporting purposes 6. Secure new Animal Control contract for 2019-2023 7. Continue to monitor the School Crossing Guard Program and rationalize new requests to ensure safety for school children 8. Further implementation of document management software

4-76 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET By-Law Enforcement DEPARTMENT SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. New Budget Initiative DCS-850-2019-037 By-Law Supervisor, shows an increase to Salaries and Benefits of $109,800 and other increases to Materials and Supplies, Services and Operating Capital, offset by funding of $81,300 for a net impact to the levy of $41,000 2. Services have increased by $46,400 based on the Council Approved Initiative DCS-850-2019-046 School Crossing Guard Request for one new crossing guard ($9,500) and the new School Crossing guard contract increases in 2019 ($43,700), offset by a $10,000 reduction for DCS-810-2016-118, the Feline Trap Neuter Release Program, which had a diminishing contract that reduced the initiative by $10,000 each year, and removal of the Legal Services budget of $3,300. Various immaterial changes of -$100 round out Services. 3. Salaries and Benefits changes based on economic and merit increases amount to $23,900

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Increased concern regarding new cannabis laws being introduced by other levels of Government 2. Concerns regarding the increase in cases of dog bite incidents resulting in further enforcement and partnership with the Ontario Provincial Police and Haldimand-Norfolk Health Unit 3. Trends in the judicial system have been imposing an increasing duty of care upon municipalities when it comes to the administration and enforcement of regulatory By-Laws 4. Philosophy of more “progressive enforcement approach” to achieve compliance

4-77 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET By-Law Enforcement DEPARTMENT SUMMARY

REVENUES Federal/Provincial Grants 0 0 0 0.0 0 (81,300) (81,300) 81,300 100.0 Fees & Service Charges (38,300) (34,900) (37,300) 6.9 0 0 (37,300) 2,400 6.9 Transfer From Reserve & Reserve Funds 0 0 0 0.0 0 0 0 0 0.0 Other Revenues (82,400) (110,400) (110,400) 0.0 0 0 (110,400) 0 0.0 TOTAL REVENUES (120,700) (145,300) (147,700) 1.7 0 (81,300) (229,000) 83,700 57.6

NET LEVY REQUIREMENT 987,700 977,400 1,039,600 6.4 9,500 41,000 1,090,100 112,700 11.5

STAFFING COMPLEMENT 7.60 7.60 0.00 1.00 8.60 1.00

4-78 TOURISM & ECONOMIC DEVELOPMENT

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Tourism & Economic Development DEPARTMENT SUMMARY

DEPARTMENT FUNCTION/SERVICES 1. Ensure long-term growth and prosperity by building and maintaining partnerships, increasing our assessment base, ensuring that our infrastructure and services are in place and sustainable 2. Support a centralized Tourism marketing authority via the Marketing Partnership Program 3. Focus on business visits and workshops

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Total value of revenues and recoveries from private-sector partners, advertisers and program participants – not including land sales (Goal: $113,000 $109,800 $95,400 $100,000) Total number of marketing partners (Goal: 250) 274 280 282 Total number of Community Improvement Plan incentives disbursed 37 13 11 Total value of Community Improvement Plan incentives disbursed $185,341 $71,185 $123,980 Total private-sector investment leveraged as a result of $507,900 $1,788,375 $615,593 Community Improvement Plan incentives Ratio of municipal incentive investment : private-sector investment 1:3 1:25 1:5

PRIOR YEAR ACHIEVEMENTS 1. Economic development and Tourism promotions generated (Jan-Sept 2018) 63% increase in norfolkbusiness.ca website sessions, 20% increase in norfolkTourism.ca website sessions, plus increases in development- and consumer-related email subscriptions and social media impressions 2. Revision of the Community Improvement Plan (CIP) business incentives program and implementation of reduced budget 3. Commenced Economic Development Strategy Review 4. Coordination of five workshops for agriculture, small business and Tourism 5. Staging of Culinary Rural Retreat to promote Norfolk County nationally and internationally 6. Continued implementation the Student Start Up Program (SSUP), funding 38 student businesses in Grades 6-12 7. Update of Film Production Policy with increased filming activity in Norfolk County 8. Implementation of Client Relationship Management (CRM) system for better business and stakeholder engagement 9. Planning and collaboration for Simcoe Gateway signage project, including donations from service clubs and RED grant application 10. Continued work on Urban Renewal Partnership in Simcoe with other collaborators (Downtown Revitalization) 11. Continued interest travel and food media writers, with more than 21 visits from bloggers

4-79 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Tourism & Economic Development DEPARTMENT SUMMARY

12. Record attendance at Annual Economic Development Symposium with keynote speaker E.J. Carrion

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Make investors, visitors and stakeholders aware: Promote Norfolk County as a preferred destination for investment by entrepreneurs, companies and tourists with continuing support from private-sector partners 2. Support entrepreneurs and developers: Assist individual business and development projects with Community Improvement Plan incentive instruments and through collaboration with other Departments and local Agencies 3. Support climate of opportunity and positivity: Develop the capacity of industry sectors to grow and add employment through workshops, business visits and networking, raise awareness among local businesses of this positive direction, and track progress through the Customer Relationship Management tracking system 4. Collaborate with local and regional partners: Work with Ministries, agencies and advisory boards to ensure Norfolk County is maximizing benefits of collaboration through staff development and communication with local, regional and provincial partners 5. Continue to work on specific projects related to agriculture development, Tourism development, business development, and downtown revitalization initiatives with individual community organizations and other stakeholders 6. Develop new / revised strategic priorities, part of the Economic Development Strategy Review and its implementation options 7. Return to full staff complement following passing of valued employee

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Capital needs for 2019 include the replacement and upgrade of Simcoe Gateway Signage at a total project cost of $90,000 2. Salary and Benefit’s reduction of $16,300 is driven by the removal of Visitor Services, with an impact of $26,700, offset by $10,400 for economic and merit increases 3. Materials and Supplies show a net increase of $6,200, driven by an increase to Meeting Expenses of $7,900, offset by the one-time removal of Visitor Services of $2,500. Other minor budget adjustments round out the remaining $800 increase 4. Services show an overall decrease of $7,800 driven mainly by the following adjustments a) Advertising – one-time removal of the AgriTourism ads to bring the Tourism budget under $1M ($4,000) and the one-time removal of 3 of the 4 ads for Lake Erie Living for the same reason as above ($9,000) b) Printing offset these decreases by an increase to the Guide/Map printing budget ($2,000) and insert printing into GTA newspapers ($3,000) and cloth promotional bags ($2,500) c) Contracted Services show a one-time decrease of $14,500 to remove Tourism brochure distribution to bring the Tourism budget under $1M, offset by an increase to the other distribution budget for the GTA in the amount of $10,000 d) Other minor budget adjustments round out the remaining $3,800 increase

4-80 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Tourism & Economic Development DEPARTMENT SUMMARY

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Low inventory of shovel-ready industrial land 2. Competing priorities of the business community (e.g. agriculture, tourism, manufacturing, small business, etc.) continue to challenge the resources available to service those expectations

4-81 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Tourism & Economic Development DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 527,800 538,500 522,200 (3.0) 0 0 522,200 (16,300) (3.0) Materials & Supplies 65,100 44,500 51,200 15.1 (500) 0 50,700 6,200 13.9 Services 294,100 303,200 295,400 (2.6) 0 0 295,400 (7,800) (2.6) Transfer Payments/Grants 156,000 120,000 120,000 0.0 0 0 120,000 0 0.0 Interdepartmental Charges 79,200 79,200 84,200 6.3 500 0 84,700 5,500 6.9 Financial 17,900 5,000 5,000 0.0 0 0 5,000 0 0.0 Infrastructure Funding 34,900 34,900 34,900 0.0 0 0 34,900 0 0.0 Capital 24,900 25,000 49,000 96.0 0 0 49,000 24,000 96.0 TOTAL EXPENDITURES 1,199,900 1,150,300 1,161,900 1.0 0 0 1,161,900 11,600 1.0

REVENUES Federal/Provincial Grants 0 0 0 0.0 0 0 0 0 0.0 Fees & Service Charges (125,700) (140,800) (144,200) 2.4 0 0 (144,200) 3,400 2.4 Other Revenues (16,800) (27,900) (25,000) (10.4) 0 0 (25,000) (2,900) (10.4) TOTAL REVENUES (142,500) (168,700) (169,200) 0.3 0 0 (169,200) 500 0.3

NET LEVY REQUIREMENT 1,057,300 981,600 992,700 1.1 0 0 992,700 11,100 1.1

STAFFING COMPLEMENT 5.81 5.00 0.00 0.00 5.00 (0.81)

4-82 HERITAGE & CULTURE

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Heritage & Culture DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Strengthen communities by preserving, supporting, presenting and promoting Norfolk County’s heritage and culture sector 2. Work with partners to strengthen community cultural skills and knowledge, heighten the quality and diversity of activities, and increase access to cultural resources and activities 3. Manage all matters related to heritage and culture legislation

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 # of visitors 26,006 32,625* 37,793* # of volunteer hours - Adult 4,122 5,264 2,863 # of volunteer hours - Youth 2,383 2,158 1,387 # of programs offered - Adult 73 105 76 # of programs offered - Youth 126 167 119 # of donations to Norfolk County collections 121 268 677 # of acquisitions to Norfolk County 188 30 73 collections *This number includes outreach of 16,357 as staff move outside the walls of their sites to engage with their communities through presentations and exhibits. This figure does not include the numbers reached through the museums participation/exhibition at the Norfolk County Fair and Horse Show.

PRIOR YEAR ACHIEVEMENTS 1. Successful transition of the operations of Eva Brook Donly Museum & Archives to Norfolk County 2. Establishment of Norfolk County Cultural Ambassador 3. Implementation of new Norfolk County cultural initiative - Art Battle Norfolk 4. Focused effort on collections management including collections storage reorganization 5. Dedication of the Norfolk County Book of Remembrance 6. Approval for establishment of the Norfolk County Heritage & Culture Advisory Committee 7. Publication of two exhibition catalogues: Richard the Woodcarver – Port Dover Harbour Museum; Potters of Brant And Norfolk – Waterford Heritage & Agricultural Museum 8. Continued restoration of the W.S. Stalker Alligator Tug 9. Book publication: Quilting for a Cause: Red Cross Quilts of the First World War – Waterford Heritage & Agricultural Museum 10. Major improvements to the preservation and access to both museum and archival collections

4-83 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Heritage & Culture DEPARTMENT SUMMARY

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Establish Heritage & Culture Advisory Committee 2. Expand the role of Norfolk County Cultural Ambassador 3. Establish Heritage Workshop Series with Norfolk Heritage Committee 4. Facilitate active participation by community members and stakeholders 5. Engage in robust collaborations with our communities 6. Lay groundwork for Curatorial Centre 7. Complete restoration and launch Alligator Tug 8. Expand exhibit outreach program 9. Implement an on-line registration system 10. Launch new online searchable database for archival collection and Book of Remembrance 11. Complete renovations of Norfolk County Archives reading room and new archival storage area

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salary and Benefits show a modest change of $6,400 for economic and merit increases 2. Materials and Supplies increase of $8,800, which is driven by the transfer of the Eva Brook Donly Museum to Norfolk County last year, we are now getting a better idea of operating costs. This increase amounts to $18,500, offset by a reduction to utility costs, based on prior year actuals of -$6,400 among all museums. The removal of Website Updates for Port Dover Harbour Museum and the Norfolk Arts Centre (-$6,000) and the moving of Performer and Presenter fees from Special Event Supplies to Contracted Services (-$4,900) Other minor budget adjustments round out the remaining $1,200 decrease 3. Services has an increase of $69,600, which is mainly driven by a. M/R Services – Land/Building, increases of $42,200 are outlined as follows: There are one time project costs for repairs to the board and batten siding and painting of the Teeterville Women’s Institute Hall to protect the historical integrity of the property in the amount of $25,000, and one-time costs of $8,500 for the exterior repairs to the Teeterville Pioneer Museum, and one-time costs for the painting of the basement of the Norfolk Arts Centre in the amount of $4,200 and of the main gallery of the Delhi Tobacco Museum of $3,000. Minor additional requests of $1,500 round out M/R Services – Land/Building b. Contracted Services increase overall by $22,600. Drivers include a $4,200 increase for mats and elevator service contracts for the Norfolk Arts Centre. With the transfer of the Eva Brook Donly Museum to Norfolk County last year, we are now getting a better idea of operating costs, so there is a $6,000 overall increase. There is also a one-time cost of $3,000 for the Delhi Tobacco Museum’s updates to their website. And the hiring of Workshop Instructors of $2,000, the move of $4,900 for Performer and Presenter fees from Special Event Supplies and the addition of a Boat Building Workshop for the Port Dover Harbour Museum of $2,100, that is offset 100% by projected workshop fees c. Advertising/Promotional budget of $4,400 is mainly driven by Eva Brook Donly’s set up of budgets of $5,400, offset by the removal of half of the Alligator Tug budget due to lack of activity ($500) in Advertising. The balance is a $500 reduction to Printing

4-84 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Heritage & Culture DEPARTMENT SUMMARY d. The remaining $400 are minor changes to Contracted Services 4. Interdepartmental Charges are increasing by $11,300 as Eva Brook Donly Museum is added to the Interdepartmental calculations for the first time 5. In Transfer to Capital, there is a required levy contribution of $10,000 for capital project Eva Brook Donly HVAC System to install a new HVAC system for the collections storage area to help preserve the collections 6. Infrastructure Funding’s Long-Term Debt Charges of $16,500 is mainly driven by the restoration and preservation of the Norfolk Arts Centre 7. In Federal/Provincial Grants, removal of $15,000 of funding for Eva Brook Donly Museum as it was discovered that the museum was ineligible for Community Museum Operating and Pay Equity Grants (CMOG) funding

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Declining volunteer base 2. Collaboration and increased partnerships 3. Shift from industrial/manufacturing economies to knowledge-based economies, cultural sites can play a pivotal role

4-85 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Heritage & Culture DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 929,600 1,028,100 1,034,500 0.6 0 0 1,034,500 6,400 0.6 Materials & Supplies 208,700 219,000 227,800 4.0 0 0 227,800 8,800 4.0 Services 172,900 233,100 302,700 29.9 0 0 302,700 69,600 29.9 Interdepartmental Charges 121,300 120,500 131,800 9.4 0 0 131,800 11,300 9.4 Financial 3,500 500 3,300 560.0 0 0 3,300 2,800 560.0 Infrastructure Funding 36,800 36,900 53,400 44.7 0 0 53,400 16,500 44.7 Capital 2,000 22,300 18,400 (17.5) 0 0 18,400 (3,900) (17.5) TOTAL EXPENDITURES 1,474,800 1,660,400 1,771,900 6.7 0 0 1,771,900 111,500 6.7

REVENUES Federal/Provincial Grants (52,700) (67,100) (52,100) (22.4) 0 0 (52,100) (15,000) (22.4) Fees & Service Charges (92,700) (136,000) (132,700) (2.4) 0 0 (132,700) (3,300) (2.4) Transfer From Reserve & Reserve Funds 0 0 0 0.0 0 0 0 0 0.0 Other Revenues (13,400) (28,300) (23,200) (18.0) 0 0 (23,200) (5,100) (18.0) TOTAL REVENUES (158,800) (231,400) (208,000) (10.1) 0 0 (208,000) (23,400) (10.1)

NET LEVY REQUIREMENT 1,316,000 1,429,000 1,563,900 9.4 0 0 1,563,900 134,900 9.4

STAFFING COMPLEMENT 13.30 13.30 0.00 0.00 13.30 0.00

4-86 CORPORATE REVENUES & EXPENDITURES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET CORPORATE REVENUES & EXPENDITURES SUMMARY DIVISION SUMMARY

DEPARTMENT FUNCTION/SERVICES 1. To account for corporate revenues and expenditures that do not specifically pertain to individual divisions or departments

PERFORMANCE MEASURES 1. See Financial Services Overview

PRIOR YEAR ACHIEVEMENTS 1. See Financial Services Overview

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. See Financial Services Overview

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS

REVENUES 1. PIL's-Supplementaries-Local Improvements have been increased by $13,000 based on historical actuals 2. Under Federal/Provincial Grants, there is an estimated reduction of the Ontario Municipal Partnership Fund (OMPF) in the amount of $200,000 from $5,842,200 to $5,642,200 based on previous annual reductions. For 2019, funding allocations have not been announced at the time of preparing the document 3. Other Revenues has a total economic impact of $2,408,600 mainly driven by the following: a. Interest/Investment Income - Recognition of projected Legacy Fund income of $2,500,000. $500,000 will be applied to offset the Norfolk General Hospital Capital Campaign contribution of $500,000 see below in Expenditures note 1, and $2,000,000 will be allocated to the Legacy Reserve Fund b. Fines and Penalties are penalties and interest from tax arrears; these have been lowered by $100,000 due to projected decreases in property tax receivables c. Bank Interest increases of $37,800 are based on projected increased interest rates and cash balances

EXPENDITURES 1. Within Transfer Payments/Grants, the contribution to the Norfolk General Hospital Capital Campaign, which is a $3.5 Million Capital Pledge spanning over 7 Years in the amount of $500,000, funded from Legacy Reserve Fund 2. Remove salary and benefit gapping in the amount of $245,500 in order to build contingency into the surplus/deficit

4-87 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET CORPORATE REVENUES & EXPENDITURES SUMMARY DIVISION SUMMARY

3. Increase contributions to the Contingency Reserve ($158,800), General Capital Replacement Reserve ($250,000) and the General Building Reserve ($30,100) for a total of $438,900 and a contribution to the Legacy Fund Reserve in the amount of $2,000,000 for a total impact of $2,438,900

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Forecasting investment income is difficult with changing interest rates and cash balance volatility – therefore conservative approach is used 2. Decreasing tax arrears is positive for cash flow, however penalty interest declines 3. With expected County growth in development, supplementary tax income has been increased 4. The trend of OMPF allocations have been decreasing annually

4-88 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET CORPORATE REVENUES & EXPENDITURES SUMMARY DIVISION SUMMARY

REVENUES PIL's-Supplementaries-Local Improvements (3,003,200) (2,777,500) (2,790,500) 0.5 0 0 (2,790,500) 13,000 0.5 Federal/Provincial Grants (5,842,200) (5,842,200) (5,642,200) (3.4) 0 0 (5,642,200) (200,000) (3.4) Fees & Service Charges (21,000) 0 0 0.0 0 0 0 0 0.0 Other Revenues (4,742,000) (1,960,200) (4,368,800) 122.9 0 0 (4,368,800) 2,408,600 122.9 TOTAL REVENUES (13,608,400) (10,579,900) (12,801,500) 21.0 0 0 (12,801,500) 2,221,600 21.0

NET LEVY REQUIREMENT (8,478,500) (8,459,800) (7,473,200) 11.7 0 0 (7,473,200) 986,600 11.7

STAFFING COMPLEMENT (0.75) 0.00 0.00 0.00 0.00 (0.75)

4-89 COMMUNITY SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET COMMUNITY SERVICES DIVISION

GENERAL MANAGER

ADMINISTRATIVE HARBOUR PARAMEDIC PARKS & & CLIENT FIRE MARINAS SERVICES RECREATION SERVICES

4-90 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET COMMUNITY SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Community Services Administration 302,500 303,500 317,700 4.7 0 0 317,700 14,200 4.7 Administrative & Client Services Administrative & Client Services General Operations 682,600 692,900 603,700 (12.9) 1,000 19,200 623,900 (69,000) (10.0) Ride Norfolk 110,500 113,100 162,500 43.7 162,500 49,400 43.7 Total Administrative & Client Services 793,100 806,000 766,200 (4.9) 1,000 19,200 786,400 (19,600) (2.4) Parks & Recreation 7,670,300 7,523,200 8,232,600 9.4 0 68,100 8,300,700 777,500 10.3 Fire 6,285,100 6,295,000 6,892,200 9.5 5,400 43,500 6,941,100 646,100 10.3 Paramedic Services 4,749,800 4,710,600 4,985,800 5.8 100,000 0 5,085,800 375,200 8.0 Harbour Marinas (229,400) (221,100) (228,400) (3.3) 63,000 0 (165,400) 55,700 25.2 TOTAL 19,571,400 19,417,200 20,966,100 8.0 169,400 130,800 21,266,300 1,849,100 9.5

4-91 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET COMMUNITY SERVICES SUMMARY DIVISION SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 17,243,500 17,139,200 17,132,600 0.0 149,100 101,000 17,382,700 243,500 1.4 Materials & Supplies 2,778,500 2,728,800 3,016,100 10.5 21,500 1,500 3,039,100 310,300 11.4 Services 2,892,400 2,877,400 2,689,800 (6.5) 208,100 16,800 2,914,700 37,300 1.3 Transfer Payments/Grants 60,000 60,500 51,200 (15.4) 0 0 51,200 (9,300) (15.4) Interdepartmental Charges 3,984,200 3,944,100 4,246,100 7.7 38,300 14,000 4,298,400 354,300 9.0 Financial 85,700 80,400 89,200 10.9 0 0 89,200 8,800 10.9 Infrastructure Funding 1,805,800 1,869,900 2,387,400 27.7 0 0 2,387,400 517,500 27.7 Capital 698,600 731,600 954,500 30.5 20,000 1,000 975,500 243,900 33.3 TOTAL EXPENDITURES 29,548,700 29,431,900 30,566,900 3.9 437,000 134,300 31,138,200 1,706,300 5.8

REVENUES Federal/Provincial Grants (4,802,500) (4,682,600) (4,840,300) 3.4 (271,300) 0 (5,111,600) 429,000 9.2 Municipal Recoveries (20,200) (60,000) (10,000) (83.3) 0 0 (10,000) (50,000) (83.3) Fees & Service Charges (3,799,000) (3,750,500) (3,819,800) 1.8 42,000 (3,500) (3,781,300) 30,800 0.8 Transfer From Reserve & Reserve Funds (750,200) (735,600) (401,700) (45.4) 0 0 (401,700) (333,900) (45.4) Interdepartmental Recoveries (292,700) (291,800) (284,500) (2.5) 0 0 (284,500) (7,300) (2.5) Other Revenues (312,700) (494,200) (244,500) (50.5) (38,300) 0 (282,800) (211,400) (42.8) TOTAL REVENUES (9,977,300) (10,014,700) (9,600,800) (4.1) (267,600) (3,500) (9,871,900) (142,800) (1.4)

NET LEVY REQUIREMENT 19,571,400 19,417,200 20,966,100 8.0 169,400 130,800 21,266,300 1,849,100 9.5

STAFFING COMPLEMENT 191.68 190.78 0.88 0.90 192.56 0.88

4-92 COMMUNITY SERVICES ADMINISTRATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Community Services Administration DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To deliver & direct the division’s management & overall operations 2. To provide long-range planning, development, financial management and leadership of division 3. To provide senior management level liaison to County Council, Senior Leadership Team and various Council appointed Boards & agencies 4. To provide leadership, problem solving, project management, direction and management support to managers and other staff to enable them to meet department and divisional goals & objectives

PRIOR YEAR ACHIEVEMENTS 1. Public Meetings regarding Recreation Feasibility: Community Consultation held throughout Norfolk County 2. Movement balance of Community Centre Contracted staff to Function Coordinator Employment Contracts; now all 5 of 5 large Community Centres are completed 3. Commenced dock street restoration project at the Port Rowan Harbour Marina 4. Completed realignment strategy for the Port Dover & Port Rowan Marinas

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continue the implementation of the Parks, Facilities & Recreation Master Plan 2. Continue to implement new Community Centre/Hall operation strategy 3. Review current land lease agreements/partnerships with Community Services Division 4. Continue with development and enhancement of the operations at the Port Dover & Port Rowan Marinas

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Increase in Salaries & Benefits of $13,300 driven by economic & merit increases 2. Increase in Materials and Supplies of $700 driven by expected meeting expenses, staff mileage and cell phone data usage 3. Decrease in Services of $6,100 driven by the reallocation of legal expenses to interdepartmental charges 4. Increase in Interdepartmental Charges of $6,300 driven by the reallocation of legal expenses from Services

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Recruitment and retaining supervisory/management staff due to attrition 2. Infrastructure funding for aging facilities (i.e. Community Centres/Halls, EMS Bases, Fire Halls) 3. User Fees/Cost Recovery for provision of services 4. Decreasing volunteer and service club membership involvement

4-93 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Community Services Administration DEPARTMENT SUMMARY

REVENUES TOTAL REVENUES 0 0 0 0.0 0 0 0 0 0.0

NET LEVY REQUIREMENT 302,500 303,500 317,700 4.7 0 0 317,700 14,200 4.7

STAFFING COMPLEMENT 2.00 2.00 0.00 0.00 2.00 0.00

4-94 ADMINISTRATIVE & CLIENT SERVICES GENERAL OPERATIONS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Administrative & Client Services General Operations DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To provide exceptional Customer Service to Community Services patrons 2. To provide budgeting, budget monitoring, variance reporting, accounting & payroll functions, cash management, capital project management, contract/lease management, clerical/administration and other support functions for the Community Services Division as a whole and to oversee all administrative and client service functions of the Division including functionality & operations of all division specific software systems – facility booking, program registration, marina management and cemetery management 3. To provide efficient & effective transportation services through the Ride Norfolk program 4. To provide all linkages between the various departments of the division for corporate policy and processes 5. To provide administration and budget management for Policing Services – False Alarm program, Police Services Board & Community Policing 6. To provide leadership & advice, as well as, project tracking to community fundraising groups, CSD Boards & Agencies and other community organizations/groups regarding charitable donations and Capital Funding partnerships 7. To continue to identify and foster new opportunities for revenue generation and marketability of existing facilities/programs and monitor current partnerships for concession management

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 # of P-card transactions reconciled/$ value processed 4,363 / $1,072,465 4612 / $ 1,383,848 3948 / $1,393,752 # of AP invoices processed 2,684 2,331 2,162 # of AR invoice requisitions submitted 272 310 186 # of payments/deposits processed at Culver Street 1,681 / 1,220 2,554 / 1,267 1,884 / 809

PRIOR YEAR ACHIEVEMENTS 1. Implemented the use of the Class Facility Booking Program in 80% of the Community Centres/Halls 2. Implemented the use of technology (hall specific email addresses and phone numbers) for Community Centre Function Coordinators in order to provide clients with a more consistent approach in contacting function coordinators 3. Implemented Facility User Insurance Program to ensure all private rentals in arenas, pools, pavilions, parks and multi-purpose rooms have appropriate 3rd party liability coverage when utilizing Norfolk County facilities 4. Implemented new Customer Service use of technology for inquiries and communication with Customer Service staff by creating and monitoring a new email address of [email protected] for better customer relations and department efficiencies 5. Began in depth research of the various facility booking/program registration software opportunities to ensure that the product that Norfolk County receives meets all needs and expectations 6. Began implementation towards paperless office/filing systems – purchased 4 desktop scanners in 2018 (4 more budgeted for 2019)

4-95 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Administrative & Client Services General Operations DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Conduct comprehensive review of Ride Norfolk/South Coast Shuttle Operations & implement improved scheduling & sponsorship plans 2. Continue implementation of Facility User Insurance Program in all Community Centres/Halls 3. Implement new Facility Booking & Program Registration Software system – EOI late 2018/early 2019 4. Implement a Social Media site for facility availability 5. Implement new Ice Allocation and Facility Booking Policies 6. Continue implementation of Customer Service Strategy for the Simcoe Recreation Centre and CSD as a whole 7. Conduct comprehensive review of all User Fees (except Marinas – completed in 2017) 8. Continue to develop and implement a new Hall Management Strategy in conjunction with Parks & Recreation Department – including implementation of facility booking software for tracking facility rentals on remaining halls (St.Williams CC, Port Rowan CC, Courtland CC) 9. Work closely with the Purchasing Department & Financial Services Division to implement Paramount purchasing software and a more centralized purchasing atmosphere at CSD 10. Implement new memorial/commemorative program for benches, trees, memorial gardens, etc. 11. Develop and implement a more effective and efficient budget monitoring process for CSD management team

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. ECS-370-2019-013 Corporate Communications Department (CAO 18-17) – decrease of $10,100 in Salaries and Benefits, a decrease of $36,200 in Services, a decrease of $42,000 in Sales of Goods and an increase of $5,300 for Interdepartmental charges for the In Norfolk Guide 2. CSD-720-2019-044 CSD Administrative & Client Services Backfill Hours Extension – increase in Salaries and Benefits of $19,200 3. Salaries and Benefits decrease of $99,200 driven by: a. Reduction in 2.15 FTE (1.0 reallocated to PR Admin; 1.0 reallocated to CSS purchasing; 0.15 reallocated to NEW Corporate Communications Department - ECS-370-2019-013 Corporate Communications Department) b. Offset by annual economic/merit increases and CSD-720-2019-044 CSD Administrative & Client Services Backfill Hours Extension 4. Materials and Supplies increase of $9,500 driven by: a. Purchase of 4 Desktop scanners to continue implementation towards paperless office – increase of $2,400 b. Reallocation of Bell Telephone IVR Lines from Parks and Recreation Administration – increase of $3,400 5. Services decrease of $13,400 driven by: a. ECS-370-2019-013 Corporate Communications Department – decrease of $36,200 b. Offset by reallocation from PR Admin for finalization of transfer of Customer Service to Admin & Client Services – increase of $28,600 6. Financial increase of $7,700 driven by: a. Bank charges based upon 3 year average - $6,000

4-96 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Administrative & Client Services General Operations DEPARTMENT SUMMARY

7. Fees and Service Charges decrease of $32,900 driven by: a. ECS-370-2019-013 Corporate Communications Department – decrease of $42,000 b. Anticipated increase in advertising revenues – increase of $9,000

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Lack of adequate Training & Development Budget 2. Limited staffing resources and time constraints including staffing turnover 3. User Fees - Cost Recovery methodology for provision of services can lead to customer service challenges

4-97 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Administrative & Client Services General Operations DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 721,600 737,000 628,700 (14.7) (10,100) 19,200 637,800 (99,200) (13.5) Materials & Supplies 11,300 11,600 21,100 81.9 0 0 21,100 9,500 81.9 Services 44,300 47,500 70,300 48.0 (36,200) 0 34,100 (13,400) (28.2) Interdepartmental Charges 46,000 46,300 42,700 (7.8) 5,300 0 48,000 1,700 3.7 Financial 32,900 28,000 35,700 27.5 0 0 35,700 7,700 27.5 Capital 5,400 5,400 4,500 (16.7) 0 0 4,500 (900) (16.7) TOTAL EXPENDITURES 861,500 875,800 803,000 (8.3) (41,000) 19,200 781,200 (94,600) (10.8)

REVENUES Fees & Service Charges (96,200) (100,600) (109,700) 9.0 42,000 0 (67,700) (32,900) (32.7) Transfer From Reserve & Reserve Funds (58,800) (58,800) (59,600) 1.4 0 0 (59,600) 800 1.4 Interdepartmental Recoveries 0 0 (5,500) 100.0 0 0 (5,500) 5,500 100.0 Other Revenues (24,000) (23,500) (24,500) 4.3 0 0 (24,500) 1,000 4.3 TOTAL REVENUES (178,900) (182,900) (199,300) 9.0 42,000 0 (157,300) (25,600) (14.0)

NET LEVY REQUIREMENT 682,600 692,900 603,700 (12.9) 1,000 19,200 623,900 (69,000) (10.0)

STAFFING COMPLEMENT 9.43 7.43 (0.15) 0.30 7.58 (1.85)

4-98 RIDE NORFOLK

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Ride Norfolk DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Ride Norfolk is dedicated to providing a reliable, affordable, and safe public transportation option for travelling within Norfolk County 2. Ride Norfolk works with members of the community in order to continually improve the service that is offered in order to best meet the transportation needs that exist within the community 3. Ride Norfolk engages the community in order to increase the financial viability of the service through effective and creative marketing and promotion

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 (up to Sept 30) Annual Ridership (Daily Ridership) 8,745 (31/day) 8,570 (30.5/day) 6,560 (30/day) Farebox Recovery Rate (Revenue from fare/Operating 10% 10% 8% Expenses) South Coast Shuttle Ridership 1,250 (33/day) 1,223 (31/day) 657 (16.5/day) South Coast Shuttle Sponsorship/Fare Revenue $17,600 $16,411 $10,474

PRIOR YEAR ACHIEVEMENTS 1. Completed Ride Norfolk Service Improvement Community Survey focusing on customer satisfaction and improvement areas 2. Created Interactive GIS mapping of Ride Norfolk Bus Routes 3. Created updated brochure with easier to follow routing information 4. Launched new Ride Norfolk Website 5. Implemented visual signage indicating Priority Seating & Bike Friendly initiative 6. Implemented Partnership with Fanshawe College to provide a “student” bus pass 7. Received notification of funding approval for Community Transportation Grant to extend services to Brantford 8. Reviewed various technology initiatives for the provision of electronic farebox systems and onboard visual displays

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Implement improved routing and stops based on results of Customer Satisfaction Survey – potential changes to Regular Service & South Coast Shuttle 2. Implement electronic farebox system and visual displays 3. Installation of transit related infrastructure i.e. bus shelters, benches, new signage using PTIF funding received in 2017/2018 4. Implement extension to services with the Community Transportation Funding 5. Increase ridership and revenue for both regular and south coast shuttle services 6. Continue engagement with community members and agencies to improve coordination of transportation services offered throughout Norfolk County & surrounding municipalities

4-99 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Ride Norfolk DEPARTMENT SUMMARY 7. Restructure Partnership Program for South Coast Shuttle Operations 8. Create & implement new advertising and sponsorship initiatives

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD-710-2019-053 Ride Norfolk Expansion – Brantford Connection – increase of $145,000 in Services and an increase of $20,000 in Capital. Expansion is 100% funded through Federal/Provincial Grants 2. Decrease in Salary and Benefits of $9,900 driven by staff turnover 3. Increase in Services of $162,000 driven by: a. CSD-710-2019-053 Ride Norfolk Expansion – Brantford Connection – increase of $142,000 b. Advertising costs – increased advertising charges – increase of $3,000 c. Anticipated increase in Contracted Services for provision of transportation contract – increase of $7,900 4. Increase in Fees and Services Charges of $2,300 based upon anticipated increase in ridership 5. Decrease in Transfer From Reserve and Reserve Funds of $65,500 driven by the decrease in expected funding from Provincial Gas Tax 6. Increase in Other Revenues of $4,800 driven by an increase in anticipated Sponsorship Revenues

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Meeting AODA legislated requirements for provision of service 2. Service provision to a large geographic area & diverse population 3. Integrating services with outside agencies with diverse mandates and funding formulas 4. Balancing Gas Tax Funding and Municipal Contributions to sustain transportation services 5. Utilizing contractors for Service Provision versus County owned & operated

4-100 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Ride Norfolk DEPARTMENT SUMMARY

REVENUES Federal/Provincial Grants 0 0 0 0.0 (165,000) 0 (165,000) 165,000 100.0 Fees & Service Charges (30,000) (31,200) (33,500) 7.4 0 0 (33,500) 2,300 7.4 Transfer From Reserve & Reserve Funds (134,400) (134,400) (68,900) (48.7) 0 0 (68,900) (65,500) (48.7) Other Revenues (13,000) (13,500) (16,000) 18.5 0 0 (16,000) 2,500 18.5 TOTAL REVENUES (177,400) (179,100) (118,400) (33.9) (165,000) 0 (283,400) 104,300 58.2

NET LEVY REQUIREMENT 110,500 113,100 162,500 43.7 0 0 162,500 49,400 43.7

STAFFING COMPLEMENT 0.80 0.80 0.00 0.00 0.80 0.00

4-101 PARKS & RECREATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Parks & Recreation DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To operate, maintain & develop a diverse inventory of Norfolk County recreation facilities, parkland, cemeteries, trails and forested lands 2. Develop and implement programs for children 3. To assist and work with community groups to encourage community initiatives and partnerships 4. To enhance the quality of life for residents of Norfolk County by fostering and supporting the development of recreation services and leadership throughout the County 5. Provide the highest quality accessible & affordable recreational opportunities for as many citizens as possible with the resources available 6. To create an Active Living Plan that will identify partnerships, program requirements and other direction for future methods to encourage physical activity for residents

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 # of programming hours of recreation programs 59,000 63,265 45,850 # of Hunting Licenses sold (resident/nonresident) 293/204 256/189 7/30 *please note season goes from Oct-Feb – so majority of licenses will not yet be sold as of Sept 30 Average # of Trail users per day 251 265 280 Average # of Trail users per week 1,779 1,870 1,964 Average # of Trail user per month 7,730 8,120 8,500

PRIOR YEAR ACHIEVEMENTS 1. Awarded a grant by Parks and Recreation Ontario (High Five) to deliver two free Principles of Health Aging workshops 2. Secured funding through the Aberdeen Foundation and Lion’s Club to offer free fitness programming to seniors in Norfolk County 3. Epoxy of Simcoe Farmers Market floor completed Oct of 2018 as per Health Department requirements 4. Oakwood Cemetery west gate closed to regular vehicular traffic, resulting in greater safety for children at St Joseph’s School and returned respect for the cemetery and visitors 5. Waterford Arena front entrance replacement – construction and installation of vestibule with sliding doors 6. Replacement of the Waterford arena ice resurfacer with an electric unit & finished Talbot Gardens Arena seating area repairs 7. Refurbishment of the bandstand in Powel Park, Port Dover. Included repair of block structure and painting 8. Vittoria & District CC – replaced hall flooring and painted hall interior and exterior in partnership with the Vittoria Lions Club 9. Delhi arena ball diamond sports lighting upgrades completed 10. Delcrest accessible playground built 11. Langton arena new lobby and washroom floor along with new partitions/fixtures in upper washrooms. 12. Interior Design Project for DKP to be completed by December 2018

4-102 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Parks & Recreation DEPARTMENT SUMMARY 13. Hosted 3 swim meets at the ACAC and 5 at DKP and the Water Safety Awareness Promoter organized over 35 various events throughout the County to promote water safety and drowning prevention

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Implementation of Public Tree By-law 2. Development of Concussion Policy, Tree Maintenance Policy, Trail Maintenance Policy, Fire Management Plan for County Woodlots, and Invasive Species Management Plan for County Woodlots 3. Project Norplex 4. Increase programming in underserviced areas of Norfolk County 5. 2019 By-Law amendments and signage upgrades for Oakwood Cemetery 6. Creation of a cemeteries Masterplan and trails Masterplan review 7. WinDel Park field house/washroom renovation and light tower replacement 8. Ice Rink Floor & Dasher board Replacement & Replacement of Ice Resurfacer with Electric Unit - Port Dover Arena

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD-730-2019-034 Inclusion Support – Parks and Recreation Programs – increase in Salaries and Benefits of $55,100, an increase in Materials and Supplies of $1,500, an increase in Capital of $1,000 and an increase in Fees and Service Charges of $3,500 2. CSD-730-2019-052 Additional Forestry and Parks Pickup Truck Lease – increase in Interdepartmental charges of $14,000 3. ECS-370-2019-013 Corporate Communications Department – Decrease in Salaries and Benefits of $30,100, Materials and Supplies of $600, and Services of $2,300 offset by an increase of $33,000 in Interdepartmental Charges 4. Increase in Salaries and Benefits of $91,200 driven by: a. Reallocation of staff and economic & merit increases to Salaries & Benefits – increase of $66,200 b. CSD-730-2019-034 – increase of $55,100 c. ECS-370-2019-013 – decrease of $30,100 5. Materials and supplies increase of $236,100 driven by: a. Increased Utility Costs – hydro, water/wastewater, gas – increase of $203,200 6. Services decrease of $194,000 driven by: a. Reduction for the reallocation of IVR lines and Software annual maintenance fees realloacted to Admin & Client Services – decrease of $25,400 b. Net reduction for the requirement of Consulting Services driven by the reallocation of the Ash Tree Replacement Program – decrease of $78,000 c. Reduction due to reallocation of Ash Tree Removal project from Operating Budget to Capital Budget – decrease of $200,000 d. Net increase for the requirement for repairs and maintenance across various facilities – increase of $85,100 7. Increase in Interdepartmental Charges of $70,200 driven by:

4-103 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Parks & Recreation DEPARTMENT SUMMARY a. CSD-730-2019-052 – increase of $14,000 b. ECS-370-2019-013 – increase of $33,000 c. Increase in IT Support Charges due to reallocation of staffing – increase of $10,500 8. Increase in Capital of $353,800 driven by: a. Donly Drive Woodlot – Perimeter Tree Maintenance and Fencing – as a result of DC study – increase of $97,000 b. Steel Light Tower Replacement Program – WinDel Park – increase of $145,000 c. Vittoria District Community Centre Parking Lot - $49,000 9. Net Reduction in overall revenue sources driven by: a. Debt Funding driven primarily by the reallocation of the Ash Tree Removal Program – decrease of $200,000 b. Transfers from Reserves & Reserve Funds driven primarily by the removal of the Recreation Feasibility Study – decrease $58,800 c. Offset by anticipated increases in user fees – increase of $31,800

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Ability to meet individual needs with regards to accessibility with current resources and infrastructure 2. Reacting and adjusting to the new extreme and radical weather conditions due to climate changes 3. Adjusting current and future operations due to weather changes 4. Viewing operations with a new “green/sustainable” perspective

4-104 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Parks & Recreation DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 5,228,900 5,248,200 5,314,400 1.3 (30,100) 55,100 5,339,400 91,200 1.7 Materials & Supplies 1,645,800 1,628,900 1,864,100 14.4 (600) 1,500 1,865,000 236,100 14.5 Services 1,776,500 1,774,200 1,582,000 (10.8) (2,300) 0 1,579,700 (194,500) (11.0) Transfer Payments/Grants 60,000 60,500 51,200 (15.4) 0 0 51,200 (9,300) (15.4) Interdepartmental Charges 1,149,600 1,119,500 1,142,700 2.1 33,000 14,000 1,189,700 70,200 6.3 Financial 34,500 34,400 34,500 0.3 0 0 34,500 100 0.3 Infrastructure Funding 395,700 420,100 403,100 (4.0) 0 0 403,100 (17,000) (4.0) Capital 238,700 244,800 597,600 144.1 0 1,000 598,600 353,800 144.5 TOTAL EXPENDITURES 10,529,700 10,530,600 10,989,600 4.4 0 71,600 11,061,200 530,600 5.0

REVENUES Federal/Provincial Grants (53,900) (45,400) (53,400) 17.6 0 0 (53,400) 8,000 17.6 Municipal Recoveries 0 0 0 0.0 0 0 0 0 0.0 Fees & Service Charges (2,254,800) (2,232,400) (2,260,700) 1.3 0 (3,500) (2,264,200) 31,800 1.4 Transfer From Reserve & Reserve Funds (60,500) (58,400) 0 (100.0) 0 0 0 (58,400) (100.0) Interdepartmental Recoveries (283,600) (282,700) (269,000) (4.8) 0 0 (269,000) (13,700) (4.8) Other Revenues (206,700) (388,500) (173,900) (55.2) 0 0 (173,900) (214,600) (55.2) TOTAL REVENUES (2,859,400) (3,007,400) (2,757,000) (8.3) 0 (3,500) (2,760,500) (246,900) (8.2)

NET LEVY REQUIREMENT 7,670,300 7,523,200 8,232,600 9.4 0 68,100 8,300,700 777,500 10.3

STAFFING COMPLEMENT 75.12 76.47 (0.55) 0.60 76.52 1.40

4-105 FIRE

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Fire DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Public safety and emergency preparedness education 2. Fire Code Enforcement 3. Fire protection and rescue services 4. Training and Development of 254 Volunteer Firefighters

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Total # of Incidents / Emergency Responses (calls) 1,043 962 798 Average response time (in minutes) 12.45 12.17 12.46 Smoke Alarm / Carbon Monoxide Alarm Campaign (annual visits) 502 517 0 – it is a fall program # of Volunteers Firefighter Recruited 20 23 0 Total # of Volunteer Firefighter Training Hours 13,036 13,413 8,758

PRIOR YEAR ACHIEVEMENTS 1. Office of the Fire Marshal (OFM)/Emergency Management yearly compliance 2. 43 vulnerable occupancy fire drills and reviews completed as per directed by the OFMEM 3. 1 Officer trained to NFPA 1021 Fire Officer 4, 1 Officer trained to NFPA 1021 Fire Officer 2, 4. 1 Officer trained to NFPA Fire Instructor 2, 4 Officers trained to NFPA 1033 Fire Investigator 1, 5. 21 Firefighters trained to NFPA Firefighter Level 1, 12 Firefighters trained to Fire Instructor 1 6. 10 Firefighters trained to Fire Officer 1 7. Completed Certified Pump Operators Course training 12 firefighters 8. Took delivery of 2 Tankers and 1 Pumper 9. 2 Promotions within the Volunteer ranks to Deputy District Chiefs

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Research ISO Certification 2. Award Fire Dispatch Contract 3. Mental Health Awareness Program 4. Occupational Specific Carcinogen Reduction Program 5. Review Standard Operating Guidelines 6. Firefighter Wellness Program 7. Standardizing Firefighter Equipment and Apparatus 8. Developing a Recruitment and Retention Program

4-106 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Fire DEPARTMENT SUMMARY 9. Station Location Study

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD-740-2019-043 Mandatory Fire Training; $26,700 increase in Salaries and Benefits, $16,800 increase in Services 2. CSD-740-2019-051 MTO Legislative Requirements; $5,400 increase in Materials and Supplies 3. Increase in Salaries and Benefits of $30,900 driven by: a. CSD-740-2019-043 – increase of $26,700 b. Merit and Economic increases – increase of 4,200 4. Increase in Materials and Supplies of $79,800 driven by: a. Replacement of Firefighting Rescue Equipment – increase of $65,000 b. Uniform Supplies due to corporate rebranding – increase of $10,300 c. Reallocation of tires, motor fuel and motor oil to Interdepartmental Charges – decrease of $30,200 d. Increase in costs of required licenses and permits – increase of $17,000 e. CSD-740-2019-051 – increase of $5,400 5. Increase in Services of $18,500 driven by: a. CSD-740-2019-043 – increase of $16,800 b. New tower rental – increase of $4,800 c. Replacement of Station signs due to corporate rebranding – increase of $4,000 d. Reallocation of Maintenance and Repairs to Interdepartmental Charges – decrease of $16,500 6. Interdepartmental Charges increase of $107,000 driven primarily by: a. Reallocation and increase of tires, motor fuel and motor oil from Materials and Supplies – increase of $30,800 b. Reallocation and increase of Maintenance and Repairs reallocated from Materials and Supplies, and Services – increase of $38,800 c. Increase of $21,000 for Fire Protection Services based on charges from the proposed rate budget 7. Infrastructure Funding increase of $248,900 driven by: a. Increased contribution to Fire & Vehicle Equipment for funding of vehicle apparatus replacements - increase of $243,100 8. Net decrease in Levy Funded Capital – decrease of $59,300 9. Transfer From Reserve and Reserve Funds decrease of $219,000 driven by: a. Net Reduction in Phase-in for Fire Protection Cost funded by Reserves

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Gas Well (Hydrogen Sulfide) Monitoring and Training 2. Firefighter Certification 3. Volunteer Commitment to Fire Protection

4-107 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Fire DEPARTMENT SUMMARY 4. Service Delivery Review 5. Legislated vulnerable occupancy fire drills and fire safety plan reviews 6. Officer Development 7. Business Licensing Inspections

4-108 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Fire DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 2,257,000 2,260,700 2,264,900 0.2 0 26,700 2,291,600 30,900 1.4 Materials & Supplies 322,800 329,000 403,400 22.6 5,400 0 408,800 79,800 24.3 Services 611,900 584,000 585,700 0.3 0 16,800 602,500 18,500 3.2 Interdepartmental Charges 2,376,300 2,377,300 2,485,000 4.5 0 0 2,485,000 107,700 4.5 Infrastructure Funding 882,700 896,800 1,145,700 27.8 0 0 1,145,700 248,900 27.8 Capital 332,600 347,300 288,000 (17.1) 0 0 288,000 (59,300) (17.1) TOTAL EXPENDITURES 6,783,300 6,795,100 7,172,700 5.6 5,400 43,500 7,221,600 426,500 6.3

REVENUES Fees & Service Charges (32,400) (32,800) (35,800) 9.1 0 0 (35,800) 3,000 9.1 Transfer From Reserve & Reserve Funds (438,000) (438,000) (219,000) (50.0) 0 0 (219,000) (219,000) (50.0) Interdepartmental Recoveries (9,100) (9,100) (10,000) 9.9 0 0 (10,000) 900 9.9 Other Revenues (18,700) (20,200) (15,700) (22.3) 0 0 (15,700) (4,500) (22.3) TOTAL REVENUES (498,200) (500,100) (280,500) (43.9) 0 0 (280,500) (219,600) (43.9)

NET LEVY REQUIREMENT 6,285,100 6,295,000 6,892,200 9.5 5,400 43,500 6,941,100 646,100 10.3

STAFFING COMPLEMENT 33.67 33.67 0.00 0.00 33.67 0.00

4-109 PARAMEDIC SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Paramedic Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Norfolk County Paramedic Services is committed to professionally serving the residents and visitors of Norfolk County with compassion, integrity and advocacy; we will provide timely response to emergencies, medical care based on clinical excellence and community service programs to preserve life, improve health and promote safety 2. The provision of effective, timely, and seamless emergency response as directed by the Central Ambulance Communication Centre (CACC) to all legislative standards from the Ministry of Health and Long Term Care 3. To promote wellness and healthy lifestyles, through health surveillance, public education and injury prevention initiatives 4. To work with fellow medical professionals, allied agencies and community health care providers in furthering pre-hospital emergency medical care and improving health care provision and system navigation in Norfolk County 5. Further enhanced services for vulnerable patients through Community Paramedicine Program including referrals, clinics and home visits

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 EMS Department - General Total annual call volume 14,270 15,080 11,956 # of Emergency calls for service (Code 3,4,8) 13,096 14,095 11,278 # of Patient Transfers (Includes all priorities) 2,154 2,066 1,546

Community Paramedicine Project *please note –program discontinued April to June in 2016* # of Wellness Clinics in 6 social housing complexes 47 60 45 # of patients seen in Wellness Clinics 432 196 149 # of Home Visits 234 402 308 # of referrals by Paramedics to Community Resources (CREMS) 686/114 605/188 268/136 (total/referred to other agencies)

PRIOR YEAR ACHIEVEMENTS 1. Rebranding of EMS service as Norfolk County Paramedic Services, in line with province, Norfolk County initiatives and inclusive of community-based care provision, including new crest, vehicle design and uniform adjuncts 2. Continued Implementation of new stretchers and load systems to protect the health and safety of patients and Paramedics 3. Enhancement of the Community Paramedicine Program, including increased home visits, new remote patient monitoring programming and maintenance of all community wellness clinics 4. Governor General Exemplary Service Medals presented to Deputy Chief Dean Casement and Paramedics Carol Dostal and Kerry Zerbes 5. Improved Community relations presence, with food drive, parades, school and community presentations and Norfolk County Fair Booth

4-110 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Paramedic Services DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Strategic Plan development for the future of Norfolk County Paramedic Services 2. Working towards construction of Waterford Base 3. Ongoing evaluation and continued enhancement of Community Paramedicine Program 4. Future Paramedic Services Headquarters with improved storage, training, administration offices and garage facilities 5. Ongoing medical education and skills training to ensure highest quality of care delivered to all patients

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD-750-2019-047 Norfolk County Community Paramedicine Program (CSD 18-01) – increase in Salaries and Benefits of $126,300 and an increase in Materials and Supplies of $16,700 2. CSD-750-2019-036 Emergency Services Operational Study (Resolution #7, Nov 1/17 – increase of $100,000 in Services 3. Salaries and Benefits increase of $148,700 driven by: a. Economic and merit increases for salaries and benefits – increase of $22,400 b. CSD-750-2019-047 – increase of $126,300 4. Materials and Supplies decrease of $33,500 driven by: a. Reallocation for tires, motor fuel and motor oil to Interdepartmental Charges – decrease of $88,000 b. Operating Supplies; Increase in purchases of ambulance/paramedic supplies due to requirements for Narcan and the purchase of new medical equipment bags for paramedics – increase of $36,800 c. CSD-750-2019-047 – increase of $16,700 5. Services increase of $72,600 driven by: a. CSD-750-2019-036 – increase of $100,000 b. Reallocation of maintenance and repair services to Interdepartmental Charges - decrease of $24,000 6. Interdepartmental charges increase of $156,700 driven by: a. Reallocation and increase for tires, motor fuel and motor oil from Materials and Supplies - increase of 90,700 b. Reallocation and increase from maintenance and repair services - increase of $24,500 c. Reallocation from Services for Legal costs – increase of $5,000 7. Infrastructure Funding increase of $278,900 due to annual amortization calculation 8. Capital reduced by $36,000 due to removal of the stretcher replacement program from 2018 9. Federal/Provincial Grants increase of $256,000 driven by: a. Ministry Funding based on projected funding level – increase of $149,700 b. CSD-750-2019-047 – increase of $144,600 10. Municipal Recoveries decrease of $50,000 based on historical actuals

4-111 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Paramedic Services DEPARTMENT SUMMARY CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Aging population growth in Norfolk County continues to increase demand for services, both emergency-based and at home 2. Steadily increasing call volume and offload delays while out-of-County continue to impact response time and service provision 3. Severe office, garage and storage deficiencies at Simcoe headquarters for current Leadership Team and Paramedics 4. Increasing cost of equipment (new standards enforced by Ministry, equipment and supplies) 5. Data collection, analysis and reporting challenges with current service tools

4-112 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Paramedic Services DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 8,423,600 8,295,300 8,317,700 0.3 126,300 0 8,444,000 148,700 1.8 Materials & Supplies 404,600 392,400 342,200 (12.8) 16,700 0 358,900 (33,500) (8.5) Services 131,600 152,100 123,100 (19.1) 101,600 0 224,700 72,600 47.7 Interdepartmental Charges 314,400 302,600 459,300 51.8 0 0 459,300 156,700 51.8 Financial 0 0 0 0.0 0 0 0 0 0.0 Infrastructure Funding 275,900 276,000 554,900 101.1 0 0 554,900 278,900 101.1 Capital 67,300 73,000 37,000 (49.3) 0 0 37,000 (36,000) (49.3) TOTAL EXPENDITURES 9,617,300 9,491,400 9,834,200 3.6 244,600 0 10,078,800 587,400 6.2

REVENUES Federal/Provincial Grants (4,748,600) (4,637,200) (4,786,900) 3.2 (106,300) 0 (4,893,200) 256,000 5.5 Municipal Recoveries (20,200) (60,000) (10,000) (83.3) 0 0 (10,000) (50,000) (83.3) Fees & Service Charges (400) (500) (1,700) 240.0 0 0 (1,700) 1,200 240.0 Transfer From Reserve & Reserve Funds (58,500) (46,000) (46,800) 1.7 0 0 (46,800) 800 1.7 Other Revenues (39,900) (37,100) (3,000) (91.9) (38,300) 0 (41,300) 4,200 11.3 TOTAL REVENUES (4,867,500) (4,780,800) (4,848,400) 1.4 (144,600) 0 (4,993,000) 212,200 4.4

NET LEVY REQUIREMENT 4,749,800 4,710,600 4,985,800 5.8 100,000 0 5,085,800 375,200 8.0

STAFFING COMPLEMENT 65.42 65.17 1.20 0.00 66.37 0.95

4-113 HARBOUR MARINAS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Harbour Marinas DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Port Dover Harbour Marina (PDHM) - Provision of seasonal dockage (466) - 381 fully serviced docks with hydro & water, 74 non-serviced docks (no hydro & water), and 11 transient docks that are fully serviced; Storage capabilities on site for off-season storage 2. Port Rowan Harbour Marina (PRHM) - Provision of seasonal dockage (38) - 28 with hydro on East side (recreational area) & 10 with hydro on West side (commercial area & breakwall) and water lot license agreements for 35 boathouses; small capability for off-season storage 3. To provide a public launching ramp (PDHM & PRHM); ability to purchase marine fuel, oil & ice (PDHM); provide pump out capability (PDHM) 4. To provide a safe and secure environment and well-being to our sail and powerboat customers 5. To work with other businesses within Norfolk County to help promote the area and bring in new customers into Norfolk County 6. To provide blue access to the public for recreational purposes & to protect aquatic life and waterways for future generations use

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 PDHM - Percentage of Usage of Permanent Slip Per Season (Apr 15 97% 94% 92% -Oct 15) PRHM - Percentage of Usage of Permanent Slip Per Season (May 1 89% 89% 96% -Oct 15) – East Slips (Recreational Area) PRHM - Percentage of Usage of Permanent Slip Per Season (May 1 90% 90% 100% -Oct 15) – West Slips (Commercial Area) PDHM - Percentage of Usage of Transient Slip Per Season (Apr 15 – 33% 43% 45% Oct 15)

PRIOR YEAR ACHIEVEMENTS 1. First year completed with PDHM and PRHM realigning of two marina’s into one business unit 2. Paving and resurfacing roadways in the marina (PDHM) 3. Replacing Solar Lantern and system on the Harbour Lighthouse and replaced two sewer pumps (PDHM) 4. Continued beautification of marina - new benches, garbage cans & recycle containers for more coordinated park-like style (PDHM & PRHM) 5. Completed second season of aquatic weed removal by using a herbicide application which worked very well (PDHM & PRHM) 6. Completed first season with staff restructuring - added one PFT Marina Labourers/Winter Control Truck Drivers and increased one additional Seasonal TFT Operations Coordinator (PDHM) 7. Increase in winter storage (PDHM & PRHM) 8. Re-instated the Port Dover Harbour Marina Advisory Committee (PDHM) 9. Complete Dock Street restoration (PRHM) 10. Installed various safety features including 6 Fire Extinguishers, 8 Life Rings and 4 Safety Ladders on docks & pier, as well as purchased AED for the safety of the people using the marina and park (PRHM)

4-114 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Harbour Marinas DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES

1. Develop and implement plans for new transient/day use/boat ramp in the old commercial dock area (PDHM) 2. Review of current policies & procedures and dockage contracts, as well as longer term water lot licenses for boathouses (PDHM & PRHM) 3. Continue Beautification of Marina and find new ways to improve customer service/satisfaction and safety (PDHM & PRHM) 4. Continue working to develop policies and procedures with Ontario Boating Association (PDHM & PRHM) 5. Investigate alternate revenue sources including provision of water accommodations to help increase tourism opportunities (PDHM & PRHM)

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD-760-2019-048 Staffing Review and Restructuring of Norfolk County Marinas – increase in Salaries and Benefits of $63,000 2. Salaries & Benefit increase of $68,500 driven by: a. $5,500 increase for Economic, Merit and Job Evaluation Increases b. $63,000 increase as a result of CSD-760-2019-048 Staffing Review and Restructuring of Norfolk County Marinas 3. Materials and Supplies increase of $17,000 driven primarily by: a. One-time Safety items - $10,400 increase (includes parking blocks, portable speed bumps & dock carts – PDHM - $4,400 and life rings, fire extinguishers & dock ladders - PRHM - $6,000) b. Increased Technology – 2 new smartphones with data capability for Marina Manager & Harbour Master - $1,400 increase c. Increase in staff mileage for Marina Manager due to dual role in responsibilities - $1,500 increase d. TSSA Inspection required in 2019 (PDHM) - $1,000 4. Net overall increase to Interdepartmental Charges of $10,900 a. Increase of IT support charges due to higher support being required for Marina software – increase of $2,300 b. Legal services has been reallocated from Service to Interdepartmental Charges – increase of $3,300 c. Communication Services increase due to reallocation from Admin & Client Services – increase of $5,500 5. Increase in Infrastructure Funding of $6,700 driven by increased debt financing interest due to completed Dock Street Reconstruction (PRHM) 6. Decrease in Capital of $13,700 driven by the decrease in requests for operating capital over 2018 7. Fees and Service Charges increase of $25,400 driven by the anticipated increase in user fees due to comprehensive review 8. Transfer from Reserve and Reserve Funds increase of $7,400 driven by a transfer from the Port Rowan Harbour Marina Reserve Fund to offset expenditure increases

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Demand for bigger slips for bigger boats (with current conditions PDHM cannot offer services to 50 foot plus boats) 2. Ongoing technical issues with computer connections due to location

4-115 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Harbour Marinas DEPARTMENT SUMMARY 3. High aquatic growth 4. Aging customer base and trying to make the marina AODA compliant (more accessible for patrons) 5. Low water levels (dredging requirements) 6. Lack of staff resources 7. Lack of opportunity to expand revenues to help offset increased operating costs

4-116 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Harbour Marinas DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 312,500 297,300 302,800 1.8 63,000 0 365,800 68,500 23.0 Materials & Supplies 377,200 349,300 366,300 4.9 0 0 366,300 17,000 4.9 Services 109,300 97,200 95,300 (2.0) 0 0 95,300 (1,900) (2.0) Interdepartmental Charges 62,800 63,400 74,300 17.2 0 0 74,300 10,900 17.2 Financial 18,500 18,000 19,000 5.6 0 0 19,000 1,000 5.6 Infrastructure Funding 251,500 277,000 283,700 2.4 0 0 283,700 6,700 2.4 Capital 34,600 41,100 27,400 (33.3) 0 0 27,400 (13,700) (33.3) TOTAL EXPENDITURES 1,166,400 1,143,300 1,168,800 2.2 63,000 0 1,231,800 88,500 7.7

REVENUES Fees & Service Charges (1,385,200) (1,353,000) (1,378,400) 1.9 0 0 (1,378,400) 25,400 1.9 Transfer From Reserve & Reserve Funds 0 0 (7,400) 100.0 0 0 (7,400) 7,400 100.0 Other Revenues (10,600) (11,400) (11,400) 0.0 0 0 (11,400) 0 0.0 TOTAL REVENUES (1,395,800) (1,364,400) (1,397,200) 2.4 0 0 (1,397,200) 32,800 2.4

NET LEVY REQUIREMENT (229,400) (221,100) (228,400) (3.3) 63,000 0 (165,400) 55,700 25.2

STAFFING COMPLEMENT 5.24 5.24 0.38 0.00 5.62 0.38

4-117 PUBLIC WORKS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PUBLIC WORKS DIVISION

GENERAL MANAGER

PUBLIC WORKS ENVIRONMENTAL ENGINEERING FACILITIES ADMINISTRATION ROADS SERVICES SERVICES

4-118 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PUBLIC WORKS SUMMARY DIVISION NET LEVY REQUIREMENT

2018 2018 2019 2019 Council New 2019 2019 2019 Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) Public Works Administration 394,900 298,900 248,100 (17.0) 94,600 0 342,700 43,800 14.7 Public Works Administration Services 1,142,100 972,400 1,046,300 7.6 0 0 1,046,300 73,900 7.6 Engineering 6,053,900 6,158,200 6,511,200 5.7 0 80,000 6,591,200 433,000 7.0 Facilities 2,243,500 2,337,100 2,523,500 8.0 0 5,000 2,528,500 191,400 8.2 Roads 19,964,000 18,704,500 19,127,300 2.3 0 0 19,127,300 422,800 2.3 Environmental Services Waste Management 6,706,800 6,887,200 8,161,400 18.5 8,161,400 1,274,200 18.5 Total Environmental Services 6,706,800 6,887,200 8,161,400 18.5 8,161,400 1,274,200 18.5 TOTAL 36,505,200 35,358,300 37,617,800 6.4 94,600 85,000 37,797,400 2,439,100 6.9

4-119 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PUBLIC WORKS SUMMARY DIVISION SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 9,680,900 9,623,900 9,802,000 1.9 91,100 0 9,893,100 269,200 2.8 Materials & Supplies 6,116,300 5,082,400 5,573,800 9.7 400 0 5,574,200 491,800 9.7 Services 12,562,600 12,507,000 12,377,100 (1.0) 3,100 124,000 12,504,200 (2,800) 0.0 Transfer Payments/Grants 2,092,100 2,007,800 2,000,500 (0.4) 0 0 2,000,500 (7,300) (0.4) Interdepartmental Charges 4,846,100 4,946,400 5,112,800 3.4 0 0 5,112,800 166,400 3.4 Financial 14,700 12,800 15,000 17.2 0 0 15,000 2,200 17.2 Infrastructure Funding 10,589,600 10,644,500 11,116,900 4.4 0 0 11,116,900 472,400 4.4 Capital 821,300 865,100 841,900 (2.7) 0 0 841,900 (23,200) (2.7) TOTAL EXPENDITURES 46,723,500 45,689,900 46,840,000 2.5 94,600 124,000 47,058,600 1,368,700 3.0

REVENUES PIL's-Supplementaries-Local Improvements (5,200) (4,300) (5,200) 20.9 0 0 (5,200) 900 20.9 Federal/Provincial Grants (1,004,000) (1,180,100) (994,200) (15.8) 0 0 (994,200) (185,900) (15.8) Fees & Service Charges (1,274,000) (1,255,200) (953,800) (24.0) 0 0 (953,800) (301,400) (24.0) Transfer From Reserve & Reserve Funds (1,489,300) (1,487,800) (585,700) (60.6) 0 (25,000) (610,700) (877,100) (59.0) Interdepartmental Recoveries (5,582,700) (5,585,500) (5,851,300) 4.8 0 (14,000) (5,865,300) 279,800 5.0 Other Revenues (863,100) (818,700) (832,000) 1.6 0 0 (832,000) 13,300 1.6 TOTAL REVENUES (10,218,300) (10,331,600) (9,222,200) (10.7) 0 (39,000) (9,261,200) (1,070,400) (10.4)

NET LEVY REQUIREMENT 36,505,200 35,358,300 37,617,800 6.4 94,600 85,000 37,797,400 2,439,100 6.9

STAFFING COMPLEMENT 111.30 110.30 1.00 0.00 111.30 0.00

4-120 PUBLIC WORKS ADMINISTRATION

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Public Works Administration DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Public Works Administration is responsible for the overall management, maintenance and capital works for roads, fleet, facilities, engineering, municipal drains, water, wastewater, storm sewer and waste management services provided throughout the County 2. In addition to the capital upgrades within the Division, it is responsible for all capital and operating costs for five (5) administration facilities in Norfolk County

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Efficient, effective and economical operation of the Division 2. Strive for exceptional customer service 3. Continue standardization of services 4. Continue development of Performance Measures 5. Develop a division Succession Management Plan for a sustainable future

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI PWE-510-2019-020 Asset Management Planning (CAO 18-12); to hire an Asset Management Coordinator to develop and integrate an appropriate Asset Management Plan - net levy impact of $94,600 2. Salaries & Benefits increase of $96,000 consists of: a. Economic, merit and job evaluation increases - $4,900 b. CAI Asset Management Planning - $91,100 3. Interdepartmental Charges decrease of $14,500 is driven by office space rental for the Delhi Administration Building based on a reduced use of space 4. Transfer From Reserve & Reserve Funds increase of $37,200 is from OCIF funding for Asset Management Projects

4-121 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Public Works Administration DEPARTMENT SUMMARY

REVENUES Transfer From Reserve & Reserve Funds 0 0 (37,200) 100.0 0 0 (37,200) 37,200 100.0 Interdepartmental Recoveries (66,200) (66,200) (67,800) 2.4 0 0 (67,800) 1,600 2.4 TOTAL REVENUES (66,200) (66,200) (105,000) 58.6 0 0 (105,000) 38,800 58.6

NET LEVY REQUIREMENT 394,900 298,900 248,100 (17.0) 94,600 0 342,700 43,800 14.7

STAFFING COMPLEMENT 2.00 2.00 1.00 0.00 3.00 1.00

4-122 PUBLIC WORKS ADMINISTRATION SERVICES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Public Works Administration Services DEPARTMENT SUMMARY

DEPARTMENT FUNCTION/SERVICES 1. The provision of administrative support, payroll input and work order maintenance for the operational departments of Public Works 2. Review and update to existing divisional policies, procedures and permits 3. Wide range of customer service and issuance of permits 4. Manage and monitor contracts for service (water & wastewater billing and collection, municipal infrastructure locates, after hours answering service, fuel supply and delivery) 5. Secure all revenue sources generated from water, wastewater and waste management 6. To provide and maintain 292 vehicles, equipment and radio communication system to the operational divisions/departments as required 7. To economically source various materials and supplies for use by the Norfolk County Garage and operational divisions/departments County wide as required 8. To coordinate all County signage through the operation of the sign shop

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as at Oct 30th Number of vehicles serviced and maintained 293 292 292 General work orders processed 6,300 5,588 4,740 Vehicle and equipment work orders processed 2,510 2,000 1,700 Oversize load permits issued 108 128 118 Entrance permits issued 88 111 130 Road cut permits issued 62 35 52 Water and sewer permits issued 338 437 173

PRIOR YEAR ACHIEVEMENTS 1. Realignment of Public Works Administrative Services 2. Construction and installation of new fueling stations in Villa Nova and Courtland; including integrations with the current electronic tracking and fuel monitoring systems 3. Continued improvement with the Water & Wastewater Billing and Collections Contractor (ERTH) 4. Effective repair and maintenance of Norfolk County vehicles and equipment

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Participate in the Customer Service Strategy 2. Continue with the implementation and improvement to the work order system 3. Continue to develop fuel reduction programs

4-123 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Public Works Administration Services DEPARTMENT SUMMARY

4. Continue with vehicle/equipment replacement program including in-depth analysis of the County’s existing vehicles and equipment in an effort to improve and streamline the fleet 5. Analyze interdepartmental usage and rental rates

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits decrease of $35,600 is driven by reallocation of 1.0 FTE to Corporate Support Services offset by economic, merit and job evaluation increase 2. Materials & Supplies increase of $225,000 is driven by the cost assumption for motor fuel, as well as costs for sign shop materials and larger sizes for road name signs 3. Services increase of $50,000 is driven by the addition of GPS vehicle trackers in County vehicles which increases monthly vehicle tracker module charges, as well as the addition of a truck lease for Community Services Forestry and Parks 4. Interdepartmental Charges increase of $67,800 is driven by Fleet Equipment Rental Charges which are based on the need by other Departments and are charged out 5. Infrastructure Funding increase of $27,500 consist of the Fleet Equipment Pool that is funded from Reserves 6. Capital increase of $26,900 consists of the capital project for the Electrical Vehicle Pilot Project that is funded from operating; offset by completion of prior year one-time projects 7. Interdepartmental Recoveries increase of $286,800 is driven by the charge out of vehicles and equipment repairs to Departments as required

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Maintain established service standards with fewer resources 2. Management of various contracted services (water & wastewater billing and collection, municipal infrastructure locates, after hours answering service, fuel supply and delivery) 3. Multi-use equipment 4. Increasingly difficult to maintain vehicles and equipment to a safe standard with the aging of our current fleet

4-124 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Public Works Administration Services DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 1,643,200 1,613,500 1,577,900 (2.2) 0 0 1,577,900 (35,600) (2.2) Materials & Supplies 1,495,000 1,439,500 1,664,500 15.6 0 0 1,664,500 225,000 15.6 Services 613,900 488,800 524,800 7.4 0 14,000 538,800 50,000 10.2 Interdepartmental Charges 264,300 285,100 352,900 23.8 0 0 352,900 67,800 23.8 Financial 800 900 800 (11.1) 0 0 800 (100) (11.1) Infrastructure Funding 1,373,200 1,373,200 1,400,700 2.0 0 0 1,400,700 27,500 2.0 Capital 37,400 37,900 64,800 71.0 0 0 64,800 26,900 71.0 TOTAL EXPENDITURES 5,427,700 5,238,900 5,586,400 6.6 0 14,000 5,600,400 361,500 6.9

REVENUES Fees & Service Charges (24,000) (2,800) (7,600) 171.4 0 0 (7,600) 4,800 171.4 Interdepartmental Recoveries (4,251,900) (4,254,700) (4,527,500) 6.4 0 (14,000) (4,541,500) 286,800 6.7 Other Revenues (9,800) (9,000) (5,000) (44.4) 0 0 (5,000) (4,000) (44.4) TOTAL REVENUES (4,285,600) (4,266,500) (4,540,100) 6.4 0 (14,000) (4,554,100) 287,600 6.7

NET LEVY REQUIREMENT 1,142,100 972,400 1,046,300 7.6 0 0 1,046,300 73,900 7.6

STAFFING COMPLEMENT 19.35 18.35 0.00 0.00 18.35 (1.00)

4-125 ENGINEERING

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Engineering DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Project management of the Capital Infrastructure Replacement Program: roads, sewers and watermains 2. Project management of the infrastructure improvements for Wastewater Treatment Plants (WWTP), Water Treatment Plants (WTP) and Wastewater pumping stations 3. Project management of the Bridge, Culvert and Retaining Walls Assessment and Repair/Replacement Program 4. Manage and administer the 10 year Capital Forecast for the Infrastructure Replacement Program 5. Project Management of special studies with respect to areas such as master planning, traffic and transportation and unique structures (i.e. dams) 6. Managing the documentation of design and construction standards for municipal infrastructure 7. To assist property owners in resolving drainage issues/disputes in an effective and cost efficient manner through the use of the Drainage Act legislation 8. To provide an effective and cost efficient maintenance program for municipal drains, including the County's five-year maintenance program for open ditch municipal drains; this maintenance work fulfills the County's obligations and liabilities under the Drainage Act

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Length of municipal drains (km) 953.4 953.4 958.6 Length of mutual agreement drains (km) 39.8 39.8 39.8

PRIOR YEAR ACHIEVEMENTS 1. Completion of the annual programs for Capital Infrastructure Replacement, Road Resurfacing, Bridge and Culvert Replacement 2. Completed construction of Tertiary Filters and Ultraviolet Disinfection at the Delhi WWTP 3. Completed detail design and tender preparation for new headworks, pumping, and biosolids storage at the Simcoe WWTP 4. Commenced construction of upgrades to the Waterford WWTP (anticipate completion in 2019) 5. Completed studies and public consultation leading to reconstruction and improvement of the full length of the Long Point Causeway and Big Creek Bridge; prepared and issued RFP for design services 6. Undertook studies related to intersections and roads of concern, identified through meetings with the OPP and public input 7. Continued cooperative efforts with Development and Cultural Services to ensure development proposals meet level-of-service goals for County infrastructure

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Completion of the Annual Programs for Capital Infrastructure Replacement, Road Resurfacing, Bridge and Culvert Replacement 2. Construction of capital upgrades to Port Dover WWTP and Simcoe WWTP 3. Upgrades to the Port Dover Water Treatment Plant

4-126 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Engineering DEPARTMENT SUMMARY 4. Capital upgrades to various sanitary sewer pump stations 5. Complete Inter Water Supply System Study, which is evaluating potentially connecting water systems in Port Dover, Simcoe, Waterford and Delhi 6. Continuation and expansion of the traffic and road safety program with the OPP

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI PWE-550-2019-016 Dam Inspections as legislated every year - levy impact of $80,000 2. Salaries & Benefits increase of $184,100 consists of: a. Economic, merit and job evaluation increases - $34,100 b. Removal of recovery for project management costs that are no longer allocated - $150,000 3. Services decrease of $78,100 is driven by the Roads Needs Study that is now 90% complete offset by NBI Dam Inspections and culvert replacement increases 4. Infrastructure Funding increase of $234,700 is due to a 7% contribution increase to replenish the Roadway Construction Reserve (FS 17- 26) 5. Capital decrease of $85,800 is driven by the completion of two capital projects funded from operations 6. Transfer From Reserve & Reserve Funds decrease of $180,000 consists of the Road Needs Study being 90% complete

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Limited Resources for asset management needed to establish a sustainable model for capital works replacement and maintenance 2. Aging Infrastructure 3. Replacing threatened and decommissioned groundwater sources

4-127 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Engineering DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 969,500 1,059,200 1,243,300 17.4 0 0 1,243,300 184,100 17.4 Materials & Supplies 38,900 60,900 33,200 (45.5) 0 0 33,200 (27,700) (45.5) Services 541,700 520,100 362,000 (30.4) 0 80,000 442,000 (78,100) (15.0) Interdepartmental Charges 261,600 272,300 287,900 5.7 0 0 287,900 15,600 5.7 Infrastructure Funding 4,373,100 4,373,100 4,607,800 5.4 0 0 4,607,800 234,700 5.4 Capital 466,600 485,800 400,000 (17.7) 0 0 400,000 (85,800) (17.7) TOTAL EXPENDITURES 6,651,400 6,771,400 6,934,200 2.4 0 80,000 7,014,200 242,800 3.6

REVENUES Federal/Provincial Grants (111,900) (111,900) (113,900) 1.8 0 0 (113,900) 2,000 1.8 Fees & Service Charges (44,000) (48,100) (39,400) (18.1) 0 0 (39,400) (8,700) (18.1) Transfer From Reserve & Reserve Funds (200,000) (200,000) (20,000) (90.0) 0 0 (20,000) (180,000) (90.0) Interdepartmental Recoveries (64,700) (64,700) (65,900) 1.9 0 0 (65,900) 1,200 1.9 Other Revenues (177,000) (188,500) (183,800) (2.5) 0 0 (183,800) (4,700) (2.5) TOTAL REVENUES (597,600) (613,200) (423,000) (31.0) 0 0 (423,000) (190,200) (31.0)

NET LEVY REQUIREMENT 6,053,900 6,158,200 6,511,200 5.7 0 80,000 6,591,200 433,000 7.0

STAFFING COMPLEMENT 13.09 13.09 0.00 0.00 13.09 0.00

4-128 FACILITIES

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Facilities DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To provide strategic facilities planning, construction, renewal and life cycle maintenance of 107 County facilities 2. To proactively assess and maintain facilities and capital equipment to ensure structural and mechanical integrity in order to maintain the value of County assets 3. To provide a centralized support centre to dispatch and manage work orders through the Facilities Service Desk 4. To oversee corporate security for facilities, including video surveillance, access control, intrusion systems and duress alarms 5. To provide project management for facilities capital projects including: new construction, renovation and life cycle renewal 6. To manage facilities services contracts including: janitorial services, mats & uniforms, overhead doors, CO monitoring systems, pest control, door operators, elevating devices, generator services and disposal bin services 7. To provide design services, space planning and regulatory compliance for facilities projects 8. To operate and maintain 12 administration/municipal buildings 9. To maintain, repair and replace the 950 pieces of Heating, Ventilation and Air Conditioning (HVAC) equipment in all County facilities 10. To ensure that Norfolk County operates as a sustainable, energy efficient corporation through an energy management program

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Nov 15 Number of pieces of HVAC equipment serviced and maintained 906 949 950 Number of work orders processed by Facilities service desk 2,706 3,155 2,979 Energy Star Portfolio Manager Energy use intensity of all County facilities 95.2 93.2 92.8

PRIOR YEAR ACHIEVEMENTS 1. Capital upgrades to various facilities 2. Norview Lodge exterior repairs 3. Consolidated Service contracts for carbon monoxide and nitrogen dioxide monitoring and pest control 4. Capital HVAC upgrades to County Administration Building and Talbot Gardens Arena 5. Norfolk Arts Centre exterior restoration 6. Teeterville Museum exterior repairs 7. Creation of Facilities services website

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Project management for the new Waterford EMS Base 2. Continued soil remediation of Queensway property 3. Management of the existing consolidated County wide service contracts 4. New service contract for door operators, eavestrough and roof drain cleaning

4-129 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Facilities DEPARTMENT SUMMARY 5. Establish 2019-2024 Norfolk County Energy Conservation & Demand Management Plan 6. Creation of Norfolk County Climate Change Adaptation and Greenhouse Gas Emissions Plan

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI PWE-530-2019-023 Weather Stripping Replacement Program; to replace failed or non-existent exterior door weather stripping - net levy impact of $5,000 2. NBI PWE-530-2019-024 LED Lighting Retrofit Program; based on life cycle replacements, expected savings and rebates - funded from reserve & reserve funds $25,000 3. Materials & Supplies increase of $53,700 driven by increased utilities costs based on budget assumptions as well as Energy Conservation supplies 4. Services increase of $116,000 is driven by the two NBIs and other building upgrades and repairs as needed (i.e. painting, brick repair, leaks) 5. Interdepartmental Charges increase of $40,200 is driven by increased use of office space for the Facilities Operations Building and HVAC charges for the Gilbertson Administration Building 6. Capital decrease of $56,800 is driven by prior year approved upgrades and repairs having been completed as well as completion of capital projects funded from operations 7. Other Revenues decrease of $15,000 is due to a reduction from the LAS Energy Rebate

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Providing consolidated facility service contracts 2. Aging buildings 3. Reorganization of facility maintenance/repair services delivery 4. Cancellation of Delhi Quance Dam micro-hydro generation project

4-130 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Facilities DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 730,500 727,600 726,000 (0.2) 0 0 726,000 (1,600) (0.2) Materials & Supplies 410,200 429,500 483,200 12.5 0 0 483,200 53,700 12.5 Services 1,723,400 1,775,100 1,861,100 4.8 0 30,000 1,891,100 116,000 6.5 Interdepartmental Charges 250,100 251,800 292,000 16.0 0 0 292,000 40,200 16.0 Financial 7,300 5,400 7,500 38.9 0 0 7,500 2,100 38.9 Infrastructure Funding 229,600 247,000 253,300 2.6 0 0 253,300 6,300 2.6 Capital 135,300 143,900 87,100 (39.5) 0 0 87,100 (56,800) (39.5) TOTAL EXPENDITURES 3,486,500 3,580,300 3,710,200 3.6 0 30,000 3,740,200 159,900 4.5

REVENUES Fees & Service Charges (78,700) (78,700) (78,700) 0.0 0 0 (78,700) 0 0.0 Transfer From Reserve & Reserve Funds (30,000) (30,000) 0 (100.0) 0 (25,000) (25,000) (5,000) (16.7) Interdepartmental Recoveries (1,088,700) (1,088,700) (1,077,200) (1.1) 0 0 (1,077,200) (11,500) (1.1) Other Revenues (45,600) (45,800) (30,800) (32.8) 0 0 (30,800) (15,000) (32.8) TOTAL REVENUES (1,243,000) (1,243,200) (1,186,700) (4.5) 0 (25,000) (1,211,700) (31,500) (2.5)

NET LEVY REQUIREMENT 2,243,500 2,337,100 2,523,500 8.0 0 5,000 2,528,500 191,400 8.2

STAFFING COMPLEMENT 7.35 7.35 0.00 0.00 7.35 0.00

4-131 ROADS

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Roads DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Manage all roadway operations and maintenance activities for approximately 4,200 lane kms of road system and 244 bridges and structures 2. Road surface maintenance, roadside maintenance, winter control program, safety devices, municipal parking lots, in full compliance with the MMS (Minimum Maintenance Standards) 3. Preparation of Operating and Capital budgets

PERFORMANCE MEASURES Compliance with O. Reg. 239/02: Minimum Maintenance Standards for Municipal Highways, with respect to the following infrastructure: Measurable Service 2016 2017 2018 as of Sep 30 Length of hard surfaced roads (lane km) 3,978 4,000 4,007 Length of gravel/earth roads (lane km) 197 195 188 Length of sidewalks (km) 158.6 159.9 160.0

PRIOR YEAR ACHIEVEMENTS 1. Completed 7 kilometres of gravel resurfacing and conversion to tar and chip road surface 2. Surface treated 100 kilometres of additional existing rural tar and chip roads 3. Micro surfaced 8 kilometres of existing hard surfaced semi-urban roadways in hamlets and rural residential areas 4. Completed shave and pave of 2.5 kilometres of urban roads in Simcoe and Delhi

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continue to meet the standards of O. Reg. 239/02 Minimum Maintenance Standards for Municipal Highways 2. Amendments to the Norfolk County Road Salt Management Plan (done annually) 3. Expand on urban and semi-urban resurfacing projects, i.e. micro surfacing, hot mix overlays, shave and pave 4. Ongoing staff training and development 5. Enhance skills training for all levels of the workforce for continuous improvement 6. Continue to work with Community Services on the tree assessment program to remove all critical trees from roadsides 7. To expand on cold recycled mix reconstruction program, making use of our asphalt millings

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Materials & Supplies increase of $235,700 driven by an increase in Maintenance & Repairs Supplies due to adjustments in tonnages and rates for snow plowing, sanding and salting along with increased hot mix asphalt costs for tar & chip resurfacing; also increase in hydro based on budget assumption and strongly driven by street lighting and traffic signals

4-132 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Roads DEPARTMENT SUMMARY 2. Services decrease of $251,700 are driven by the removal of the storm pond OCIF budget in Contracted Services as well as an adjustment in snow plowing, sanding and salting; another contributing factor is Waste Disposal due to a decrease in festival garbage collection based on prior year actuals 3. Interdepartmental Charges increase of $79,300 are driven by insurance administration charges based on prior year actuals 4. Infrastructure Funding increase of $106,700 consists of transfers to the Roadway Construction and Gravel Resurfacing reserves (FS 17- 26) offset by completion of projects funded through debt 5. Capital increase of $99,000 are driven by capital projects funded through operations (i.e. Traffic Signals, Accessible Pedestrian Signs) 6. Federal/Provincial Grants decrease of $200,000 consists of the removal for storm pond OCIF funding fully offset by the previously mentioned reduction in Services 7. Fees & Service Charges increase of $28,400 is driven by increased oversize load and excavation permits along with aggregate fees 8. Other Revenues increase of $37,000 is driven by scrap metal recoveries

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Growing community with Limited Resources and aging infrastructure 2. Achieving and maintaining Minimum Maintenance Standards (MMS) 3. Compliance with Salt Management Plan 4. Updating Road Needs Study 5. Increasing public expectations 6. Increased liabilities (claims and legal investigations)

4-133 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Roads DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 5,699,400 5,636,900 5,657,600 0.4 0 0 5,657,600 20,700 0.4 Materials & Supplies 4,099,100 3,076,900 3,312,600 7.7 0 0 3,312,600 235,700 7.7 Services 3,414,400 3,299,300 3,047,600 (7.6) 0 0 3,047,600 (251,700) (7.6) Interdepartmental Charges 3,691,200 3,757,200 3,836,500 2.1 0 0 3,836,500 79,300 2.1 Infrastructure Funding 3,706,500 3,707,800 3,814,500 2.9 0 0 3,814,500 106,700 2.9 Capital 182,000 182,000 281,000 54.4 0 0 281,000 99,000 54.4 TOTAL EXPENDITURES 20,792,700 19,660,100 19,949,800 1.5 0 0 19,949,800 289,700 1.5

REVENUES Federal/Provincial Grants 0 (200,000) 0 (100.0) 0 0 0 (200,000) (100.0) Fees & Service Charges (139,400) (111,700) (140,100) 25.4 0 0 (140,100) 28,400 25.4 Transfer From Reserve & Reserve Funds (69,900) (69,900) (71,400) 2.1 0 0 (71,400) 1,500 2.1 Other Revenues (619,300) (574,000) (611,000) 6.4 0 0 (611,000) 37,000 6.4 TOTAL REVENUES (828,600) (955,600) (822,500) (13.9) 0 0 (822,500) (133,100) (13.9)

NET LEVY REQUIREMENT 19,964,000 18,704,500 19,127,300 2.3 0 0 19,127,300 422,800 2.3

STAFFING COMPLEMENT 65.46 65.46 0.00 0.00 65.46 0.00

4-134 WASTE MANAGEMENT

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Waste Management DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The management of curbside collection of garbage, blue box recyclables and leaf & yard waste 2. The management of two County transfer stations (Simcoe and South Walsingham), the Material Recovery Facility (MRF) and the waste disposal contract 3. The management of other waste programs including management of bulky items, municipal household & special waste (MHSW/HHW), home composting, Christmas tree recycling plus monitoring programs for five closed landfill sites 4. Work with Haldimand County for the long term care of the jointly owned Tom Howe and Canborough closed landfill sites 5. Securing of Waste Diversion Act funding and preparation of associated budgets and program planning

PERFORMANCE MEASURES Measurable Service 2016 2017 2018 as of Sept 30 Curbside garbage collected (metric tonnes) 13,118 13,592 11,537 Curbside recyclables collected (metric tonnes) 4,962 5,059 3,862 Household hazardous waste events 72 65 70 Curbside and depot leaf & yard waste collected (metric tonnes) 1,454 1,375 858

PRIOR YEAR ACHIEVEMENTS 1. Completed modifications of the residential drop off areas at the two transfer stations 2. Successfully completed the Furniture and Appliance Program for 2018; the next program will be in 2021 3. Continued effective and efficient management of all collection and diversion programs 4. Secured Waste Diversion Ontario funding (WDO) of $800,000 5. Effective regulatory compliance

UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Monitor and prepare for the recently proclaimed Resource Recovery and Circular Economy Act, 2016 and the Waste Diversion Transition Act, 2016 as enacted by the Waste-Free Ontario Act, 2016 and the new Resource Productivity and Recovery Authority (the Authority) 2. Continued operation of all collection, diversion and monitoring programs 3. Continued implementation of the Solid Waste Management Master Plan 4. Conduct a tipping fee review

MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Services increase of $160,000 is driven by the new HGC recycling contract (PW 18-49) 2. Infrastructure funding increase of $97,200 is driven by the transfer to the solid waste reserve fund for the bulky item pickup scheduled for 2021

4-135 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Waste Management DEPARTMENT SUMMARY 3. Fees & Service Charges decrease of $325,900 is driven by the lack of market support for combined paper and recycling sales 4. Transfer From Reserves & Reserve Funds decrease of $730,800 is driven by a funding reduction to the solid waste transfer and disposal costs fund, of which this will be the final year for phase-in funding

CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Impacts of the new Waste-Free Ontario Act, 2016 continuing to evolve 2. Unveiling of a provincial organics strategy 3. Ongoing service level impacts of waste collection at condominiums 4. Ongoing transition of the transfer stations to an efficient and safe environment 5. Limited resources and staff turnover

4-136 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET Waste Management DEPARTMENT SUMMARY

2018 2018 2019 2019 Council New 2019 2019 2019 Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Incr/(Decr) Initiatives Initiatives BUDGET Incr/(Decr) Incr/(Decr) EXPENDITURES Salaries & Benefits 281,000 322,200 327,800 1.7 0 0 327,800 5,600 1.7 Materials & Supplies 66,500 69,100 74,100 7.2 0 0 74,100 5,000 7.2 Services 6,259,700 6,417,300 6,577,300 2.5 0 0 6,577,300 160,000 2.5 Transfer Payments/Grants 2,092,100 2,007,800 2,000,500 (0.4) 0 0 2,000,500 (7,300) (0.4) Interdepartmental Charges 291,200 292,300 270,300 (7.5) 0 0 270,300 (22,000) (7.5) Financial 6,600 6,500 6,700 3.1 0 0 6,700 200 3.1 Infrastructure Funding 907,100 943,400 1,040,600 10.3 0 0 1,040,600 97,200 10.3 Capital 0 15,500 9,000 (41.9) 0 0 9,000 (6,500) (41.9) TOTAL EXPENDITURES 9,904,200 10,074,100 10,306,300 2.3 0 0 10,306,300 232,200 2.3

REVENUES PIL's-Supplementaries-Local Improvements (5,200) (4,300) (5,200) 20.9 0 0 (5,200) 900 20.9 Federal/Provincial Grants (892,100) (868,200) (880,300) 1.4 0 0 (880,300) 12,100 1.4 Fees & Service Charges (987,900) (1,013,900) (688,000) (32.1) 0 0 (688,000) (325,900) (32.1) Transfer From Reserve & Reserve Funds (1,189,400) (1,187,900) (457,100) (61.5) 0 0 (457,100) (730,800) (61.5) Interdepartmental Recoveries (111,200) (111,200) (112,900) 1.5 0 0 (112,900) 1,700 1.5 Other Revenues (11,500) (1,400) (1,400) 0.0 0 0 (1,400) 0 0.0 TOTAL REVENUES (3,197,400) (3,186,900) (2,144,900) (32.7) 0 0 (2,144,900) (1,042,000) (32.7)

NET LEVY REQUIREMENT 6,706,800 6,887,200 8,161,400 18.5 0 0 8,161,400 1,274,200 18.5

STAFFING COMPLEMENT 4.05 4.05 0.00 0.00 4.05 0.00

4-137 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET SUPPLEMENTARY DOCUMENTATION TABLE OF CONTENTS

Supplementary Documentation Comparative Residential Property Taxation ...... 5-1 Comparative Commercial Property Taxation ...... 5-2 Comparative Industrial Property Taxation ...... 5-3 Summary of Planned out of Province Staff Development & Training ...... 5-4

Council Approved & New Budget Initiatives ...... Supplementary Package

Proposed 2019 Haldimand-Norfolk Health Unit Operating Budget ...... Supplementary Package

PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET COMPARATIVE RESIDENTIAL PROPERTY TAXATION

2018 BMA Study – Municipalities with Populations from 30,000 – 99,000 Residential Taxes - Detached Bungalow

$5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 Orilla Brant Innisfil Sarnia Aurora Norfolk Welland Average Caledon Timmins Fort Erie Stratford Cornwall Belleville Pickering Georgina North Bay Clarington Haldimand Orangeville Halton Hills Newmarket St. Thomas Whitchurch-… Quinte West Niagara Falls Peterborough Sault Ste. Marie

5-1 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET COMPARATIVE COMMERCIAL PROPERTY TAXATION

2018 BMA Study – Municipalities with Populations from 30,000 – 99,000 Commercial Taxes - Office Building $4.00 $3.75 $3.50 $3.25 $3.00 $2.75 $2.50 $2.25 $2.00 $1.75 $1.50 Stou… ‐ Brant Orillia Innisfil Sarnia Aurora Norfolk Welland Caledon Average Timmins Fort Erie Stratford Cornwall Belleville Georgina Pickering North Bay Clarington Haldimand Halton Hills Orangeville Newmarket St. Thomas Quinte West Niagara Falls Peterborough Sault Ste. Marie Whitchurch

5-2 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET COMPARATIVE INDUSTRIAL PROPERTY TAXATION

2018 BMA Study – Municipalities with Populations from 30,000 – 99,000 Industrial Taxes - Standard Industrial $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00 Brant Orillia Innisfil Sarnia Aurora Norfolk Welland Caledon Average Timmins Fort Erie Stratford Cornwall Belleville Pickering Georgina Stouffville North Bay Clarington ‐ Haldimand Orangeville Halton Hills Newmarket St. Thomas Quinte West Niagara Falls Peterborough Sault Ste. Marie Whitchurch

5-3 PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET SUMMARY OF PLANNED OUT OF PROVINCE STAFF DEVELOPMENT AND TRAINING 2019

CHIEF ADMINISTRATIVE OFFICER Category Details Name and location of Federation of Canadian Municipalities (FCM) Annual Conference training session Quebec City, Quebec

Date of training session May 30, 2019 – June 2, 2019 Staff position requesting Chief Administrative Officer attendance Why it is important for the FCM is a voice for Canadian Municipalities at the Federal level of government. It is staff to attend the particular important that Norfolk County participate in FCM to receive funding announcements, be training session eligible for funding opportunities and remain current on the issues facing municipalities and the Federal Government. Estimated cost $2,000 Date for cut-off for early- Registration opens in January, 2019. Early-bird registration date not yet available. bird registration

MAYOR & COUNCIL Category Details Name and location of Federation of Canadian Municipalities (FCM) Annual Conference training session Quebec City, Quebec

Date of training session May 30, 2019 – June 2, 2019 Staff position requesting Mayor attendance Why it is important for the FCM is a voice for Canadian Municipalities at the Federal level of government. It is staff to attend the important that Norfolk County participate in FCM to receive funding announcements, be particular training session eligible for funding opportunities and remain current on the issues facing municipalities and the Federal Government. Estimated cost $2,000

5-4 Date for cut-off for early- Registration opens in January, 2019. Early-bird registration date not yet available. bird registration

COMMUNITY SERVICES Category Details Name and location of Paramedic Chiefs of Canada Leadership Summit training session Charlottetown, PEI

Date of training session June 12-14, 2019 Staff position requesting Chief of Paramedicine attendance Why it is important for the Bringing together Paramedic Chiefs from across Canada, as well as experts in leadership, staff to attend the ethical and legal issues in paramedicine, new technology and medical evidence relating to particular training session emergency medical care, all provides staff with additional knowledge, mentoring and strategic planning for future of paramedicine in Norfolk County. Estimated cost No costs posted yet for conference – will be registration/meals only (travel/accommodation personal expense) – will not exceed $800 Date for cut-off for early- Assume March cut-off for early bird registration – registration dates not confirmed yet. bird registration

EMPLOYEE & CORPORATE SERVICES Category Details Name and location of Municipal Service Delivery Officials (MSDO) training session Annual Conference City of Regina, Saskatchewan Date of training session September 16 – 19, 2019 Staff position attending Director, Corporate Support Services Why it is important for the MSDO promotes municipal service delivery excellence for Canadians and provides a strong staff to attend the municipal voice in federal-provincial-territorial service delivery initiatives. particular training session The annual conference provides formal learning with concurrent workshops in both operational and strategic themes. It is important that Norfolk County participate in MSDO to

5-5 obtain access to information, best practices, training and professional development with municipal service professionals and remain current with technologies, solutions and procedures for municipal service delivery improvements.

The MSDO annual conference is held in Ontario for two consecutive years and then the third year is held out of province in either an eastern or western province.

The Director, Corporate Support Services represents Norfolk County in a volunteer capacity on the MSDO Board of Directors as a Director at Large. Estimated cost $1,800 (less $500 Board Member Discount) Date for cut-off for early- Early-Bird Registration not yet available. bird registration

Category Details Name and location of Joint Councils training session Public Sector Service Delivery Council (PSSDC) Public Sector Chief Information Officer Council (PSCIOC) Ottawa, Ontario – Gatineau, Quebec Winnipeg, Manitoba Date of training session February, 26 – 28, 2019 (Ottawa/Gatineau) September 24 – 26, 2019 (Winnipeg) Staff position attending Director, Corporate Support Services Why it is important for the The Public Sector Service Delivery Council (PSSDC) and the Public Sector Chief Information staff to attend the Officer Council (PSCIOC) (also known as the Joint Councils) are pan-Canadian particular training session interjurisdictional Councils focused on citizen-centred service delivery.

The PSSDC was created in 1998 to bring together service leaders from the federal, provincial and territorial governments to share information and best practices. Subsequently, regional representatives of municipal governments also joined the Council who are currently appointed through the Municipal Service Delivery Officials organization.

The Director, Corporate Support Services represents Norfolk County on the MSDO Board of Directors as a Director at Large. One of the primary roles for the Director at Large is the

5-6 appointment and participation in PSSDC and the Joint Councils. There are two in-person meetings each year. The winter meeting alternates between Toronto and Ottawa/Gatineau and the fall meeting is held in one of the provinces or territories in Canada.

PSSDC supports a research agenda to gain a better understanding of what drives excellence in public service. There is a sharing of best practices that has led to a number of service integration initiatives which have improved public service delivery across Canada.

PSSDC is a parallel organization to the Public Sector Chief Information Officer Council (PSCIOC), which brings together information management and information technology leaders from the federal, provincial and territorial governments along with regional representatives from the Municipal Information Systems Association (MISA).

The two Councils work collaboratively to enhance the efficacy of public service to Canadians.

Attendance at the Joint Councils will fulfil the role of the Director at Large position, provides a unique opportunity for Norfolk County to be represented at the federal, provincial and territorial level alongside and continues education and training on innovative public sector service delivery strategies for consideration and application in Norfolk County. Estimated cost $0 (all costs reimbursed by MSDO)

There is an annual fee to participate in PSSDC along with registration fees, accommodation and travel costs for each of the in-person meetings that are reimbursed by MSDO. Date for cut-off for early- Cut-Off date not yet available. bird registration

HEALTH AND SOCIAL SERVICES Category Details Name and location of Canadian Society of Nutrition Management training session Calgary, Alberta

Date of training session June 12-14, 2019

5-7 Staff position requesting Supervisor, Nutritional Services and Supervisor, Support Services, Norview Lodge attendance Why it is important for the Both Supervisors require a certificate for this organization (Certified Nutrition Manager). staff to attend the Proof of continuing education is required annually and this is one of the ways they can meet particular training session that requirement Estimated cost Approximately $1,000 per person Date for cut-off for early- Unknown – registration dates not yet confirmed. bird registration

5-8