PHES 2015-05 Re: 2016 New Initiative Request - Oxford County Paramedic Services 10-Year Growth Management Plan

AGENDA

COUNTY OF OXFORD

COUNCIL MEETING

WEDNESDAY, NOVEMBER 18, 2015 9:00 A.M.

COUNCIL CHAMBER, OXFORD COUNTY ADMINISTRATION BUILDING, WOODSTOCK

MEETING #26

1. CALL TO ORDER Time ______

2. APPROVAL OF AGENDA

3. DISCLOSURES OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF

4. ADOPTION OF COUNCIL MINUTES OF PREVIOUS MEETING

5. PUBLIC MEETINGS

6. DELEGATIONS AND PRESENTATIONS

1. Jeff Surridge, Director Community Employment Services representing the Oxford Workforce Development Partnership Re: Oxford Workforce Development Partnership Request for continued Financial Support Oxford Workforce Partnership - 111815

2. Ken McCutcheon, Foundation Board Member (Spokesperson) John McIntosh, Foundation Board Member Krista Linklater, Fundraising Coordinator St. Marys Memorial Hospital Foundation Councillor Doug Matheson, Township of Zorra Re: "Someone I Know" Fundraising St Marys Memorial Hosp Foundation - 111815 Zorra corresp. referral to budget deliberations from 102815

3. Art Lawson, General Manager South Central Ontario Region Economic Development Corporation (SCOR EDC) Re: SCOR EDC Update and Request for continued Financial Support SCOR EDC - 111815

County of Oxford ~ eAgenda Application Version 0.3.0 Agenda Version 1, ► Addition to Agenda PAGE 2 COUNCIL AGENDA NOVEMBER 18, 2015

7. CONSIDERATION OF DELEGATIONS AND PRESENTATIONS

Resolution

That the presentation made on behalf of the Oxford Workforce Development Partnership be received and the request for financial support, in the amount of $24,500, be referred to budget deliberations.

Resolution

That the presentation made on behalf of the St. Marys Memorial Hospital Foundation be received and the request for financial support, in the amount of $40,000, be referred to budget deliberations.

Resolution

That the presentation made on behalf of the South Central Ontario Region Economic Development Corporation (SCOR EDC), be received and the request for financial support, in the amount of $35,000, be referred to budget deliberations.

8. CONSIDERATION OF CORRESPONDENCE

1. Ian Heikoop, Co-Chair Oxford Invitational Youth Robotics Challenge November 3, 2015 Re: Annual Oxford Invitational Youth Robotics Challenge Oxford Invitational Youth Robotics Challenge - 110315

Resolution

That the correspondence from the Oxford Invitational Youth Robotics Challenge, dated November 3, 2015, be received and the request for financial support in the amount of $5,000 for the 2016 Challenge, be referred to 2016 budget deliberations.

9. REPORTS FROM DEPARTMENTS

CORPORATE SERVICES

CS 2015-40 Re: 2016 Business Plans and Budget

Recommendation

1. That the 2016 Preliminary Budget information package and presentations be received for discussion purposes.

CS 2015-41 Re: Oxford County Library 2016 Business Plan and Budget

Recommendation

1. That the recommendation of the Oxford County Library Board dated October 19, 2015, that County Council approve the 2016 Oxford County Library Business Plan and Budget to provide a levy of $3,503,814, subject to possible minor adjustments to interdepartmental charges, be approved.

County of Oxford ~ eAgenda Application Version 0.3.0 Agenda Version 1, ► Addition to Agenda PAGE 3 COUNCIL AGENDA NOVEMBER 18, 2015

CS 2015-42 Re: 2016 Preliminary Assessment and Tax Analysis

Recommendation

1. That Report No. CS 2015-42, entitled “2016 Preliminary Assessment and Tax Analysis”, be received for information.

CAO/CLERK

CAO 2015-08 Re: Positioning Future Oxford for Success

Recommendation

1. That the 2016 new initiative referred to as “Future Oxford” presented in the 2016 Draft Business Plan and Budget and further described in Report No. CAO 2015-08 be received for discussion purposes.

CAO 2015-09 Re: 2016 New Initiative Request - Strategic Initiatives Framework

Recommendation

1. That the 2016 new initiative referred to as “Manager of Strategic Initiatives” presented in the 2016 Draft Business Plan and Budget and further described in Report No. CAO 2015-09, be received for discussion purposes.

CAO 2015-10 Re: 2016 New Initiative Request - Corporate Performance Management System

Recommendation

1. That the 2016 new initiative referred to as “Corporate Performance Management System” presented in the 2016 Draft Business Plan and Budget and further described in Report No. CAO 2015-10, be received for discussion purposes.

PUBLIC HEALTH AND EMERGENCY SERVICES

PHES 2015-04 Re: 2016 New Initiative - Records Management and Electronic Health Record System

Recommendation

1. That the 2016 new initiative referred to as “Records Management and Electronic Health Record System” presented in the 2016 Business Plan and Budget and further described in Report No. PHES 2015-04 be received for discussion purposes.

County of Oxford ~ eAgenda Application Version 0.3.0 Agenda Version 1, ► Addition to Agenda PAGE 4 COUNCIL AGENDA NOVEMBER 18, 2015

PHES 2015-05 Re: 2016 New Initiative Request - Oxford County Paramedic Services 10-Year Growth Management Plan

Recommendation

1. That the 2016 new initiative referred to as “Oxford County Paramedic Services 10- Year Growth Management Plan” presented in the 2016 Draft Business Plan and Budget and further described in Report No. PHES 2015-05, be received for discussion purposes.

Resolution

That Reports No. CS 2015-40, No. CS 2015-41, No. CS 2015-42, No. CAO 2015-08, No. CAO 2015-09, No. CAO 2015-10, No. PHES 2015-04 and No. PHES 2015-05, be received.

STAFF PRESENTATIONS - 2016 BUSINESS PLAN AND BUDGET

10. UNFINISHED BUSINESS

For Budget Consideration

PW 2015-51 Re: Source Water Protection Business Case Adopted by Council September 23, 2015

PHES 2015-03 Re: Emergency Management Services - Shared Services Agreement Adopted by Council October 14, 2015

11. MOTIONS

12. NOTICE OF MOTIONS

13. NEW BUSINESS/ENQUIRIES/COMMENTS

14. CLOSED SESSION (Room 129)

Resolution Time ______

That Council rise and go into a Closed session for the purpose of considering Report No. CS (CS) 2015-43 regarding matters that have not been made public concerning labour relations or employee negotiations.

Resolution Time ______

That Council rise and reconvene in Open session.

15. CONSIDERATION OF MATTERS ARISING FROM THE CLOSED SESSION

CORPORATE SERVICES

CS (CS) 2015-43

County of Oxford ~ eAgenda Application Version 0.3.0 Agenda Version 1, ► Addition to Agenda PAGE 5 COUNCIL AGENDA NOVEMBER 18, 2015

16. BY-LAWS

BY-LAW NO. 5747-2015 Being a By-law to confirm all actions and proceedings of the Council of the County of Oxford at the meeting at which this By-law is passed.

17. ADJOURNMENT Time ______

County of Oxford ~ eAgenda Application Version 0.3.0 Agenda Version 1, ► Addition to Agenda

St. Marys Memorial Hospital Foundation

Our Mission: A healthy, active community

Our Hospital • 20 In-patient beds • Diagnostic Imaging (X-Ray/US) • Laboratory • Emergency department • Physiotherapy • Other services Tradition Mutual Centre for Wellness • 9 Family Physicians - 2 Nurse Practitioners • Some Services provided include: – Social Work – Diabetic Clinic – Nutrition Counselling – Addiction Counselling – Smoking Cessation Wellness Centre Our Hospital In a recent survey released in 2015 by the National Research Corporation of Canada, St. Marys Memorial Hospital was recognized as: Top Performer in patient satisfaction for Inpatient & Emergency care

Catchment Area

• Hospital attracts over 22,000 people from St. Marys and surrounding areas • Tradition Mutual Centre for Wellness attracts over 50,000 patient connections per year! Oxford County Catchment ~ FY14/15 - St. Marys Memorial Hospital

Inpatient Outpatient Hospital Total Wellness H +W Total Bright 0 5 5 21 26 Burgessville 0 2 2 21 23 Embro 2 108 110 200 310 Hickson 0 4 4 0 4 Ingersoll 0 27 27 62 89 Innerkip 2 0 2 0 2 Kintore 0 24 24 21 45 Lakeside 6 256 262 464 726 Tavistock 3 90 93 65 158 Thamesford 3 98 101 138 239 Tillsonburg 5 0 5 0 5 Woodstock 29 29 111 140

Total: 19 528 547 861 1767 Consideration Please

• We respectfully request your consideration of supporting “Someone YOU Know” with a contribution of: $ 40,000 What are we doing? • Updating facilities • Updating equipment • Updating technology • Revitalize & expand the Tradition Mutual Centre for Wellness *100% of the funds stay in St. Marys!

Keeping the heart of our community beating strong!

Why are we doing it? • Needed infrastructure, equipment & technology upgrades • Planning for strong, sustainable health services in our communities • A healthy community creates a successful, healthy business environment • Sustainable, second-to-none rural health system • The patients that need our care!

What’s your Opportunity?

• Sustaining & expanding infrastructure for future growth of our communities • Commitment to retaining and recruiting Physicians, Residents and Business to rural Ontario • Commitment to the health & well being of our rural communities

We have an ambitious goal, but ever since our first fundraiser in the late 1940s we’ve known this about our communities: We pull together, especially when it’s for Someone We Know

WHO do you know? Thank you! From: Karen Martin Sent: October-22-15 3:14 PM To: Brenda Tabor Cc: Krista Linklater Subject: St. Mary's Hospital - Resolution

Good afternoon,

Please be advised the Township of Zorra Council passed the following resolution at the October 20, 2015 meeting:

“THAT the Township of Zorra Council supports the St. Mary’s Memorial Hospital Foundation to present to County Council and supports the request for funding.” Disposition: Carried

Brenda, please be advised Krista Linklater from the St. Mary’s Memorial Hospital will be contacting you for a delegation to County Council.

Thanks,

Karen Martin, BA, MPA Clerk Township of Zorra 274620 27th Line P.O. Box 306 Ingersoll, ON N5C 3K5 Ph. 519-485-2490 ext. 228 or 1-888-699-3868 [email protected] www.zorra.on.ca

Individuals who submit letters and other information to Council should be aware that any personal information contained within their communications may become part of the public record and may be made available to the public through the Council/Committee Agenda process.

This email communication is CONFIDENTIAL AND LEGALLY PRIVILEGED. If you are not the intended recipient, please notify me at the telephone number shown above or by return email and delete this communication and any copy immediately. Thank you. Think about our environment. Print only if necessary.

September 2015 SCOR EDC PRESENTATION TO PARTNER COUNCILS

SCOR EDC Priorities 1. Infrastructure that fosters economic development 2. The development of human capital in support of economic development 3. Sector development with a focus on agriculture and agri-food value-added processing.

Approach to Priorities

In 2015 SCOR focused on our three priorities using a three pronged approach Action: through project work of our own and support of other regional projects

Advocacy: drawing attention to the region as whole and working to attract investment, iron out current issues and providing Ministries with an opportunity to work with the region to realize some of their goals (ROMA, AMO, CFDC project to FEDDEV)

Identification and Problem solving: working with local EDO’s, upper levels of government and private sector on identifying issues that may be a barrier for the region to attract investment and or pin pointing opportunities (rail issue)

Economic Development There are a number of activities and areas of focus that fall under the economic development umbrella. Economic development in rural and small urban areas often face limited resources (financial and capacity) and collaboration is one of the best ways to offset limited resources and leverage investment in a particular municipality or region.

South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G 0C4, P: 519-842-6333 F: 519-842-7123 E: [email protected] www.scorregion.com www.scorbusinessportal.com

Benefits of Partnership  Recognition and bargaining power:  Projects of a scale bigger than one municipality in scope.  Relatively low cost for the initiatives undertaken and enabled by the regional collaborative.  Recognition and reputation has been built over the 4 years of operation. The members of the corporation have enhanced their image as collaborators.  Good investment of dollars: for every 1 partner dollar invested we have leveraged an additional $1.55 dollars investment in the region (average over 3 years)

Action Through Projects and Initiatives 2015-2016

Moving Ontario Forward Worked very closely with Peter Crockett, Oxford County CAO and Don Shropshire CAO of Chatham-Kent to develop a submission to Kathleen Wynne who asked for a regional plan. This demonstrates how the senior levels of government are much more likely to work with and focus on a regional entity. We also col- laborated with Middlesex elected officials and Synthesis Agri-Network to further investigate potential of rail hub location

Western Ontario Community Futures Development Corporation Association (WOCFDCA) We have been working closely with Frank Rupcic to develop a submission to FedDev for a Western Ontario Development Fund that would mirror the fund the CFDC’s have in the east. This would give allow them to leverage funds and the submission would also have a community economic development (non-repayable) portion. This would be particularly good for the 5 SCOR CFDC’s who already administer the Sand Plains funding and it would further support high value community projects.

Pooled Insurance Regional collaboration for cost reduction to allow funding for other priorities such as economic development.

MOECC and ALUS This is an outcome from the AMO delegation to help the region become both more resilient to extreme weather events (associated with climate change) and an opportunity for showcasing innovation in managing water, waste water and storm water that can create jobs for local businesses as well as add value for community partners in protecting and extending the life of municipal infrastructure.

4 Elm Street, Tillsonburg, ON N4G 0C4, Telephone: 519-842-6333, [email protected]

ALUS is partnering with SCOR to add municipal projects and activities that reduce their carbon footprints and benefit from incentives.

Workforce Planning Boards The apprenticeship project has reduced barriers to participation in apprenticeships and adds participants that will have well-paying jobs and careers in the region. A project is being developed to help communities and employers adapt to labour market changes resulting from the Trans Pacific Partnership that is expected to adversely affect some sectors (automotive, dairy and poultry) but may benefit grains and oilseeds, beef, wood processing and fruit & vegetable production and processing. The insights will help employers and workers adapt to the changing supply and demand for af- fected careers in the region.

Apprenticeship Committee member and contributor to ongoing EmployerOne survey which is a source of labour market in- telligence for the region Apprenticeship committee looking at ways to improve communications between employers and employees to gain skilled workers through apprenticeship programs Wood products – sector development Working with Workforce Boards successful in getting funding to create short videos aimed at high school students about the wood products and forestry industry

FoodHub – sector development for agriculture Project timing has coincided with a general increase in demand for local food. The sales of the FoodHub Project have been slow but there are good outcomes related to the food hub project such as  Hub operators/producers assuming more control of the business,  30+ businesses trained and started on a path to certification for Canada GAP or other safety and traceability protocols.  Products from the region in over 900 schools through our work with Ontario Student Nutrition Pro- gram;  Regional collaborations and relationships developed as a result of the partnership such as White- crest and VG Meats,  Local suppliers now listed as suppliers to Sysco and GFS .  Support and assist other organizations working on food and food production issues (gleaning operations, London Food Council etc.)

OFA We have met and have been working with the OFA, OFVGA, Conservation Authorities on the Water and Food security project that came from the AMO delegation.

Looking Ahead - 2016 and Beyond

 Regional recognition and branding - taking advantage of opportunities and leveraging collaborations and relationships.  Strong sector development (agriculture/food and manufacturing) by working with OFA and regional representatives to capitalize on private investment  Implications of TPP and Cap and Trade for the region  Moving Ontario Forward Submission (Transportation and Infrastructure)

4 Elm Street, Tillsonburg, ON N4G 0C4, Telephone: 519-842-6333, [email protected]

November 3, 2015

County Councillors County of Oxford 21 Reeve Street, P. O. Box 1614 Woodstock, ON N4S 7Y3

Dear County Councillors:

The Steering Committee of the Oxford Invitational Youth Robotics Challenge would like to thank you for the $5000.00 sponsorship of the 2015 Oxford Invitational Youth Robotics Challenge which is the 10th year for the event.

The event will be held on November 24, at Goff Hall. Oxford County will be hosting 17 schools which include 19 teams from Oxford, Elgin, Middlesex and the City of London. At this time the Steering Committee would like to invite you to the event: judging starts at 3:00 pm and presentations 5:00 pm.

We are looking forward to a very successful event again this year. With the County of Oxford sponsorship, the County will definitely be seen as a welcoming leader in the region.

At this time the Steering Committee would like to request $5000.00 for the Annual Oxford Invitational Youth Robotics Challenge. This would start our funding raising campaign for 2016 in a very positive note and enable youth from across the region to participate in the Oxford Invitational Youth Robotics Challenge again next year.

Thank you for your support and consideration.

Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

To: Warden and Members of County Council

From: Director of Corporate Services

2016 Business Plans and Budget

RECOMMENDATION

1. That the 2016 Preliminary Budget information package and presentations be received for discussion purposes.

REPORT HIGHLIGHTS

. 2016 County general levy $54.1 million – 3.6% increase over 2015 . 2016 Library levy $3.5 million – 3.4% increase over 2015 . $71.6 million capital plan – 20.6% increase over 2015 . 7 new initiatives to advance the Strategic Plan

Implementation Points

The proposed schedule for presentations of draft 2016 business plans and budgets is as follows:

Budget Meeting Date Time

Special Council Meeting #1 Wednesday, November 18, 2015 9:00am – 12:00pm

Special Council Meeting #2 Wednesday, November 25, 2015 2:30pm – 6:00pm

Special Council Meeting #3 Tuesday, December 1, 2015 1:00pm - 4:30pm

Further discussion will take place in regards to scheduling any supplementary budget meetings that may be required with a goal to adopt the 2016 budget on Wednesday, December 9, 2015 at the regular scheduled Council meeting.

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

The Senior Management Team will present the business plans and budgets as follows, with time permitting: Wednesday, November 18, 2015 – Special Meeting

Process overview/Budget Summary

Capital budget

Public Works

Human Services

Woodingford Lodge

Public Health and Emergency Services

Wednesday, November 25, 2015 – Special Meeting

Corporate Services

General Taxation

Conservation Authorities

Grants

Human Resources

Planning

CAO/Clerk

Strategic Communication and Engagement

Tourism

Council

Tuesday, December 1, 2015 – Special Meeting

Council discussion and deliberations

Wednesday, December 9, 2015 – Regular Council Meeting

Budget related By-law approvals Budget deliberations are planned to take place during an open session of Council to allow Council the opportunity to present resolutions to advance the budget approval process. These resolutions may include, but not necessarily be limited to the following, or may be variations of the following:

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

Oxford County 2016 Business Plans be adopted as amended; And that Oxford County Council approves the 2016 Budget with a general purpose levy of $______;

And that Oxford County Council approves a 2016 special levy for Library purposes in the amount of $______;

And that the following grants be included in the 2016 general purpose levy:

Agricultural Award of Excellence $2,000 Economic Development - Oxford Connections 35,000 Tillsonburg Airport 5,000 Hospitals 40,000 South Central Ontario Region Action Plan (SCOR) 35,000 Oxford Creative Connections 50,000 Oxford Workforce Planning Partnership 24,500 Social Planning Council 55,000 Physician Recruitment 25,000 Robotics Challenge 5,000

And that a by-law to adopt the estimated expenditure for the year 2016 be presented to Council for enactment at the meeting scheduled for January 13, 2016;

And that staff be authorized to proceed with implementing the incremental full-time equivalent positions as presented on the Full-time Equivalent Plan attached to Report No. CS (CS) 2015-43 as part of the 2016 Preliminary Budget Information.

Financial Impact The Treasurer has prepared this report.

Risks/Implications The risks and implications associated with the proposed 2016 goals and objectives have been identified in each business plan and related new initiative reports. Delay in approval of the 2016 business plans and budget may have an impact on the ability to complete approved goals and objectives by their expected completion date.

Strategic Plan County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions: 1. ii. A County that Works Together – Enhance the quality of life for all of our citizens by: - Adapting programs, services and facilities to reflect evolving community needs 3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications Page 3 of 9

Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

DISCUSSION Background The 2016 Draft Budget proposes a levy requirement of $54,116,904 for general purposes and a levy requirement of $3,508,623 for libraries - benefitting seven of the eight Area Municipalities (excluding Woodstock). The 2016 proposed levies represent increases of 3.6% for general purposes and 3.4% for libraries.

The 2016 Preliminary Budget Information package is attached as Attachment No. 1.

Comments

Overview The 2016 draft budget process begins with the preparation of business plans by each department. Finance staff then provides assistance to each department in developing the base budget reflecting non-discretionary adjustments to service levels approved by Council in the prior year. In 2016, all municipalities in the province are facing certain non-discretionary expense challenges that are impacting the base budget, including cost of living increases reflected in collective agreements and aging infrastructure/asset management. Staff then considers the goals and objectives proposed within their respective business plans and determine the following impacts: one-time items; growth related; service level impacts; and, new initiatives that will affect the base budget in addition to the non-discretionary impacts previously mentioned.

The following chart identifies the funding sources for the one-time items, service level impacts and new initiatives that are included in the draft budget and how they impact the base budget. The illustration indicates that the base budget levy requirement represents a 0.9% increase over the prior year’s levy. The One-Time Items Report can be reviewed in more detail on page 204 of the 2016 Draft Budget information package

Draft Budget Impacts Total Reserves Taxation Other

One-time items $483,817 $235,000 $168,817 $80,000

Service level impacts 143,246 0 143,246 0

New initiatives 1,488,396 500,000 618,186 370,210

Roads annual capital increase 500,000 0 500,000 0

Total 2,615,459 735,000 1,430,249 450,210

Draft levy increase over prior year 1,889,646

Draft levy increase net of Budget Impacts funded by levy1 $459,397 Note 1: Draft levy increase net of Budget Impacts funded by levy represents 0.9% increase over prior year’s levy (base budget)

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

New initiatives proposed in the 2016 draft budget include the following:

New Initiative Strategic Plan Resources Required Report No. Alignment

Future Oxford A County that Existing staff + New SC&E CAO 2015-08 Community Thinks Ahead and Student FTE + resources in the Sustainability Plan Wisely Shapes the amount of $1,486,998 - Future funded by $892,000 in anticipated grants + $300,000 General reserve + $294,998 taxation

Strategic Initiatives A County that Manager of Strategic Initiatives CAO 2015-09 Framework Works Together and resources in the amount of A County that $232,058 – funded by taxation Thinks Ahead and Wisely Shapes the Future A County that Informs and Engages A County that Performs and Delivers Results

Corporate A County that Software costs $45,000 + staff CAO 2015-10 Performance Thinks Ahead and resources – funded from General Management System Wisely Shapes the reserve Future 2017 annual licence renewal - $8,000

Records Management A County that $65,000 - funded from General PHES 2015-04 and Electronic Health Performs and reserve Record Delivers Results

CEMC Shared A County that Staff + resources costs $91,130 – PHES 2015-03 Services Agreement Works Together funded from taxation

Paramedic Services A County that Consulting fees $90,000 – funded PHES 2015-05 10-Year Master Plan Thinks Ahead and from EMS reserve Wisely Shapes the Future

Source Water A County that $370,210 in 2016; $2,395,000 PW 2015-51 Protection Plan Thinks Ahead and Total (staffing, sewage Wisely Shapes the maintenance inspections, external Future expertise, cost for threat mitigating incentives) Source protection fee incorporated within water rate structure $1.20/month minimum or $0.3/m3 in 2017 = approx. $500,000/year to support incentive program

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

Provincial/Municipal Service Delivery Review – Upload Plan

This marks the ninth year of the Province’s action plan arising from the Municipal Provincial Service Delivery Review. The plan provides for income redistribution for programs such as Ontario Works (OW), Ontario Disability Support Program (ODSP) and court security costs associated with courts administered by the Province, to be funded by taxes at the provincial level. To date, the Province has “uploaded” the Ontario drug benefit costs under the OW program and all costs associated with the ODSP program. Further, the Province committed to uploading Ontario Works benefits over nine years starting in 2010, however, with the increased caseloads that have occurred since 2008, recognizable savings ($1.7 million in total projected - $493,052 savings from 2010 - 2015) have not been realized due to an unyielding case load. In regards to court security costs, an annual grant that has been paid in the past to police services within the County, in the amount of $280,000, intended to offset a portion of their costs incurred for the provision of court security and prisoner transfer, but this has not been part of the County’s budget since 2010. In November 2014, the Ministry of Community Safety and Correctional Services presented the County with a funding agreement to offset a portion of court security and prisoner transportation costs for the years 2015 and 2016 in the amount of $5,389 and $6,736 respectively. During the 2016 budget deliberations, County Council will consider a request received on October 28, 2015 from a delegation representing the Woodstock Police Services (WPS) to resume financial assistance for the court security services that WPS provides at the Oxford County Provincial Court.

Capital Plans

The 2016 proposed capital plan amounts to $71.6 million, compared to $59.4 million in 2015. The increase from 2015 is reflective of universal water metering; wastewater treatment plant upgrades in Ingersoll; trunk sewer on North Street in Tillsonburg; various County road improvements; and emergency services equipment.

The 2015 Capital Plan is expected to be 57% (67% in 2014) complete by year end. The report projects the unfinanced capital balance by project which represents the project expenses incurred, but not yet financed. In addition, the previous years’ approved budget that has not yet been spent is added, as well as the new requested budget for new and ongoing projects to arrive at the accumulated amount representing the 2016 Capital Budget. The funding sources proposed for each capital project are also illustrated in the 2016 Capital Plan. See page 19 of the 2016 Draft Budget information package for more details.

The long term capital plan illustrates the planned projects by department for ten consecutive years beginning in 2016. The report concludes with a year over year summary of the sources of funding for each of the respective capital budgets. The long-term capital plan peaks in 2016 to $71.6 million and again in 2018 at $41.9 million. The major projects impacting the 2016 capital plan include: the Ingersoll wastewater treatment plant improvements project ($13.6 million) - began in 2014; County Road 20, a three-year reconstruction plan ($3.6 million); completion of universal water meter installations ($4.6 million). As for 2018, the major projects that are influencing the increase in that year are the Tillsonburg wastewater treatment plant upgrade; the Woodstock wastewater treatment plant upgrade; and County Road 119 improvements. Further details regarding the long term capital plan start on page 23 of the 2016 Draft Budget information package.

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

Interdepartmental Allocations

Interdepartmental allocations include Finance, Customer Service, Human Resources, Information Systems (excluding GIS) and Public Works – Facilities. Due to a change Public Works operations in 2015, the 2016 interdepartmental charges now include operating costs associated with water and wastewater facilities and utility costs for each facility that was previously an operating expense under the service. Although the costs of $4.4 million are charged back to the respective water and wastewater systems, the year over year percentage change is not reflective of a true comparison showing a 53.2% increase. With the new charges eliminated, the year over year increase in the overall interdepartmental charges is 5.2%, of which facilities has the most significant increase of $204,798 or 11.5% over 2015, largely due to the utility costs, and the new Energy Management Coordinator. The other major contributor to the overall interdepartmental increase is Fleet with the budget increasing $154,322 or 5.4% over 2015 as a result of an additional electric vehicle to support the new Strategic Initiatives program, and phasing in an annual replacement cost for vehicles to meet the requirements of the Asset Management Plan. More information regarding the interdepartmental charges can be found on page 193 of the 2016 Draft Budget information package.

Full-time Equivalent Analysis

The County’s full-time equivalent (FTE) staffing complement is proposed to increase by 4.4 FTE’s in 2016, for a total of 642.3 FTE’s. Of the 4.4 FTE increase, CAO/Clerk is increasing 1.0 FTE to advance Council’s commitments to renewable energy and zero waste; 1.0 new FTE for Communications to support the efforts of Future Oxford; 1.1 FTEs in Tourism for a Coordinator (0.5) and two summer students (0.6 FTE); Information Systems is increasing by a total of 1.1 FTE – 1.0 for computer support to meet increasing demand on service level and 0.1 FTE to increase the part-time data technician support for GIS applications to meet service level requirements; Archives is reducing 1.0 FTE as a result of the service delivery review; Human Services Is proposing to increase their caseworker complement by 1.0 FTE to meet increasing demand in service; Public Health is reducing 3.2 FTEs in response to changes in 2015 funding; Emergency Services is adding 1.0 FTE for an Emergency Planning Officer to support the Emergency Planning shared services agreement with Area Municipalities and reducing 0.3 FTE in response to reduced Paramedicine funding; Public Works are proposing to add 1.0 FTE to assist with energy management, 0.16 to support roads operations, reduce the roads operations complement by 1.0 FTE over budgeted in 2015, increase 1.0 FTE for construction to reduce consulting fees, increase 0.3 FTE representing a student to support construction services, increase 0.7 FTE for the Source Water Protection Plan – Risk Management Inspector, 1.0 FTE for a temporary Water Operator to facilitate the universal water meter installation, and reduce 0.3 FTE student hours in wastewater.

More information regarding the Full-time Equivalent Plan can be found on page 194 of the 2016 Draft Budget information package.

Five Year Projections

Five year forecasts have been prepared by each department taking into account any planned projects, foreseen changes to services as well as cost of living increases – see page 206 of the 2016 Draft Budget information package.

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

Reserve Continuity Report

The reserve continuity schedule includes the Reserve Policy target balances and a column illustrating the surplus or shortfall within each reserve’s projected balance as of December 31, 2016, to provide a better indication of availability of future funding sources – details available on page 226.

Debt Repayment

Future years’ debt requirement projections are incorporated with current debt obligations in the debt repayment schedule covering years 2016 to 2025, which is largely driven by the long term capital plan – details available on page 232.

Assessment

As 2016 is the fourth and final year of the current four-year reassessment cycle, properties assessed on January 1, 2012 market values will be taxed based on the full value of their assessment, with the exception of a few lingering business class properties that remain protected by the tax capping regime. As the assessment value of properties change, it creates a shift in the proportionate share of taxes paid among property classes. Further analysis regarding tax shifts and assessment growth is presented in Report No. CS 2015-42.

Library Board

At their meeting held October 19, 2015, the Oxford County Library Board adopted a recommendation for County Council’s consideration of the 2016 Library draft Business Plan and Budget. The details of the proposed Business Plan and Budget are further explained under Report No. CS 2015-41.

Conservation Authorities

At the time of publishing this report, the Conservation Authorities’ 2016 draft budgets have not been received. The 2016 Draft Budget for Conservation Authorities’ levies are based on a historical average increase for each Conservation Authority, resulting in an estimated total of $1.4 million – an overall 2.12% increase in levy requirement over 2015. The Conservation Authorities’ 2016 draft budgets will be posted on the Council intranet as they are received. The Board meetings to consider the budgets are typically held in January and February of the budget year.

Grants

Grants included in the 2016 Preliminary Budget total $276,500 compared to $247,817 approved in 2015. The increase of $28,683 is due to Oxford Social Planning Council in the amount of $55,000 ($3,683 over 2015); Oxford Connections Economic Development request for $35,000, a $10,000 increase over previous years; and $25,000 for physician recruitment ($15,000 over 2015). This will mark the ninth year for the Stratford General Hospital grant in the amount of $40,000 per year - a ten-year commitment. Details regarding the grant allocations can be found on page 157 of the 2016 Draft Budget.

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Report No: CS 2015-40 CORPORATE SERVICES Council Date: November 18, 2015

PSAB Budget

In accordance with, Ontario Regulation 284/09 the 2016 Draft Budget is presented with a schedule in the PSAB format – see page 18 of the 2016 Draft Budget information package.

Conclusions

Included in the 2016 Draft Budget Information is an Executive Summary that provides a narrative synopsis of the draft budget that is before Council for consideration which is supplemented by a comparison chart illustrating the 2015 forecast, 2015 budget and 2016 budget figures with variances. Five year forecasts have been prepared that reflects the first five years from the ten year capital plan incorporated with a five year projection of operating costs. The County’s Asset Management Plan continues to provide valuable insight in preparing the five- and ten-year capital forecasts, allowing more accurate planning for the associated reserve and debt financing requirements.

The 2016 Draft Budget Information, including supplementary information provided to Council in electronic format, will be available for public access on the County’s website at www.oxfordcounty.ca .

SIGNATURE

Departmental Approval:

Original signed by Lynn S. Buchner, CPA, CGA Director of Corporate Services

Approved for submission:

Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer

ATTACHMENT

Attachment No. 1 – 2016 Draft Budget Information Package

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County of Oxford DRAFT 2016 Business Plan and Budget Highlights November 12, 2015

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Contents

About the County of Oxford 4

About the budget planning process 6

Financial management 6

2016 Budget highlights 7

Capital budget overview 8

Notes to budget overview 9 Chart: New initiatives in 2016 10 Summary and outlook 13

Figures

Figure 1: Oxford County services 5

Figure 2: Business planning and budget process 6

Figure 3: 2016 Funding sources 12

Figure 4: 2016 Expenditure distribution 12

Figure 5: Oxford County 2016 Construction Projects 14

Budget documents 15

Budget Summary: Consolidated 16

Budget Summary: General 17 Budget Summary: PSAB 18 Capital Plan 19

Long-Term Capital Plan 23

Continued

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Contents Continued

Business Plans and Detailed Budgets Public Works 29 Human Services 83 Woodingford Lodge 93 Public Health & Emergency Services 105 Library 119 Archives 126 Finance 132 Customer Service 138 Information Systems 143 Provincial Offences Administration 150 General 155 Conservation Authorities 156 Grants 157 Human Resources 158 Community & Strategic Planning 164 CAO / Clerk’s Office 170 Strategic Communication & Engagement 182 Tourism 187 Council 192

Interdepartmental Allocations 193 Full-Time Equivalent Allocations 194 Woodingford Lodge Per Diem Report 196 One-Time Items 204 Five-Year Projections 206 2016 Funding Sources 222 2016 Expenditure Distribution 223 2016 Expenditure Per Household 224 2016 Levy Distribution 225 Reserve Continuity Report 226 Debt Repayment Schedule 232

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About the County of Oxford

Situated in the heart of southwestern Ontario, the County of Oxford is a blend of urban and rural communities at the crossroads of Highways 401 and 403. The County is made up of eight area municipalities-- each with its own unique history and character-- that are geographically linked by an arterial road system comprising of over 1,300 paved lane kilometres. Oxford County’s municipalities are Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South-West Oxford, Tillsonburg, Woodstock and Zorra.

How we serve your community

The County of Oxford consists of County Council and Administration, which is made up of seven business areas focused on delivering excellent service to approximately 111,000 people. The County serves its area municipalities, businesses, visitors, community and government partners, and Oxford County employees.

Oxford County Council is the decision-making body for the County of Oxford. Council comprises the mayors of each of the County’s eight area municipalities plus two additional councillors from the City of Woodstock. County Council agendas and minutes are posted online for public viewing at www.oxfordcounty.ca/yourcouncil.

CAO & Clerk’s Office provides corporate oversight of the County’s Strategic Plan, works with other levels of government and provides leadership to County management and staff in order to carry out County Council’s priorities. Included under the CAO’s office is Tourism Oxford, which promotes the County’s attractions, arts, heritage and culture, including a growing culinary tourism sector. Communication is also a function of the CAO’s office, providing communication support services to Council and staff to better inform and engage the community.

Corporate Services focuses on support services for both staff and the public that help the corporation run effectively, efficiently, and in compliance with legislated requirements. Services include Finance, Customer Service, Information Systems, Legislative Services, Insurance and Risk Management, Records Management and Archives, Provincial Offences Administration and Oxford County Library, which operates 14 branches across the County.

Public Health & Emergency Services works to keep people in our community healthy and safe through programs in prevention, protection and emergency response. Services include family health, immunization, dental health, infectious disease prevention, sexual health, public health inspection, environmental health, chronic disease and injury prevention, emergency planning, and 24-hour paramedic pre-hospital care. The department serves as the local public health unit in Oxford and is the home of Oxford County Paramedic Services.

Public Works plays a key role in maintaining municipal infrastructure at both the County level and in each of the eight area municipalities. Public Works is responsible for daily operations, capital upgrades and administration of 614 kilometres of County Roads, 17 water systems, 11 wastewater treatment systems, waste management including the County Landfill, County properties including 345 hectares of county forests, and County facilities.

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Community & Strategic Planning plays a central role in long-range planning and managing new development in the County. Development proposals are evaluated according to the policies of the County Official Plan, taking into consideration matters such as compatibility with adjacent land uses as well as Oxford County’s broader social, economic, heritage and natural environments. Ultimately, Community & Strategic Planning ensures our communities are growing and developing towards their vision for the future as established in the County’s Strategic Plan.

Human Services provides integrated human services based on a holistic service delivery model, addressing issues such as shelter, income, employment, education, health, safety/legal and transportation. Programs meet objectives set by a provincial funding framework and are enhanced by community partnerships.

Woodingford Lodge is Oxford County’s municipally owned, not-for-profit long-term care provider with locations in Woodstock, Ingersoll and Tillsonburg. Woodingford’s 228 beds across the County help ensure seniors can stay close to their families when they enter long- term care.

Human Resources. Oxford County is a major employer in the community with more than 800 staff members working in a wide range of professions to serve the community. The Human Resources department is involved in recruitment, benefits and salary administration, health and safety, and labour relations with seven bargaining units and non-union employees.

FIG. 1—OXFORD COUNTY SERVICES

WHO WE ARE WHAT WE DO WHAT WE DELIVER County of Oxford Housing services Maintain 628 public housing Administration consists of Social assistance units and 571 not-for-profit eight business areas Family and children’s services housing units • Coordinate focused on delivering Emergency medical services licensed daycare for 1,691 excellent service to about Emergency planning children • Paramedic services provided to 9,810 patients 111,000 residents living Public health services in the municipalities of annually • Promote health Long-term care through 1,567 dental clinic visits, Blandford-Blenheim, Water treatment East Zorra-Tavistock, 2,160 health inspections, and Ingersoll, Norwich, South- Waste management 8,764 immunizations • West Oxford, Tillsonburg, Sewage treatment Provide 228 long-term care beds Woodstock and Zorra. Environmental protection in three locations • Manage 17 Arterial roads municipal water systems serving CAO/Clerk’s Office Court administration 80,000 people and Corporate Services Tourism 11 wastewater systems • Manage Human Resources Libraries 345 hectares of County forest • Maintain 614 km of road and 161 Community and Archives Strategic Planning bridge structures • Process Financial management 16,500 Provincial Offences Public Works Customer Service charges • Support and market Human Services Geographic information Oxford’s tourism industry • Offer Public Health & Information Management library services in 14 branches Emergency Services Land use planning and online • Manage land use Woodingford Lodge Community development planning policies and land development changes

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About the budget planning process

The County of Oxford’s annual budget is financed by the tax levies collected through its FIG. 2—BUSINESS PLANNING eight area municipalities; government funding for AND BUDGET PROCESS some of the services provided; reserve funding; and income from development charges, water and wastewater and other user fees. Council identifies Strategic Plan “Vision to Action” priorities for the coming year The County of Oxford’s fiscal year is from January 1 to December 31. The budget planning Priorities guide departments in develop- process begins in April when Council reviews the ing draft business plans and budgets strategic plan including goals, objectives and initiatives. In July, County departments assess Senior Management Team reviews plans their needs and priorities for the coming year and prepares submission and their current financial state in order to develop preliminary budgets. The Chief Administrative Officer leads the Senior Management Team in reviewing the budgets and Budget presentations to Council then developing a budget submission to County Council. County Council reviews business plans and

budgets and provides direction This year’s budget will be presented to County Council for review beginning in November with the aim of securing final budget approval in Senior Management Team December. The final budget will consist of an makes necessary changes operating budget that covers day-to-day expenses such as employee salaries, maintenance and utilities at work sites, and the cost of providing services to people in the Final budget presented community, while the capital budget covers the to County Council for approval cost of one-time investment or replacements for facilities, public works infrastructure, etc.

Financial management

Corporate Services provides financial direction for County Administration and acts as an advisory body to County Council and the Library Board. The Oxford County Library serves seven of the eight area municipalities: Blandford-Blenheim, East Zorra -Tavistock, Ingersoll, Norwich, South-West Oxford, Tillsonburg and Zorra.

The financial management and control of the County of Oxford is largely governed through by-laws that set out purchasing, accounting, investment and risk management procedures. The County uses a multi-year business planning approach which links the organization’s Strategic Plan directives to action items, goals and objectives, and the performance plans of individual employees. This type of planning allows the County to broaden its budget planning beyond a one-year horizon to better plan for the future. The main focus is to ensure that decisions made during the annual budget process are sustainable and maintain a strong, viable long-term strategy for the County.

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2016 Budget highlights

Total budget for 2016 The draft 2016 budget presents a total gross expenditure budget of $226.3 million ($206.0 million–2015), resulting in a net levy increase for all County services, except libraries, of 3.6%. The net levy increase specific to libraries is 3.4%.

Total increase in tax levy The total requirement from taxation for general purposes in 2016 is $54.1 million, compared to $52.2 million in 2015 ($3.5 million in 2016; $3.4 million in 2015 for libraries). This represents an increase of $1.9 million ($1.0 million–2015) for general purposes and an increase of $0.1 million ($0.4 million–2015) for libraries required to meet expenditures.

Comparison to previous budgets The overall budget increased to $226.3 million in 2016 from $206.0 million in 2015. The increase of $20.3 million is due to increases in capital ($12.2 million), CAO ($0.6 million), Public Works operations ($0.3 million), Woodingford Lodge operations ($0.5 million), Human Services ($0.5 million), Emergency Services ($0.4 million), Library ($0.1 million), Public Health (-$0.3 million).

Departmental proportion of budget Public Works accounts for 56% of the total 2016 County budget, Human Services 16%, Woodingford Lodge 10%, Public Health 4%, Emergency Services 5%, Planning 1%, Library 2%, and other 6%.

Use of revenues The revenues of $130.7 million ($125.4 million–2015) are to finance current operations, reserves and reserve funds, and capital expenditures. Revenues have increased $5.2 million as a result of increases in federal grant ($2.0 million); provincial transfer funding ($1.3 million), water/wastewater rates ($1.4 million); potential land sales ($2.0 million).

Funding sources The County levy (including library) represents 23% (27%-2015) of the funding sources included in the 2016 budget, federal and provincial funding represent 2% and 19% respectively (1% and 24%-2015), water and sewer rates 14% (17%-2015), user fees 12% (16%-2015), reserve transfer 21%, new debt 6%, development charges 1% and other 2% (other 1%-2015).

Capital expenses Capital expenses total $71.6 million in 2016 ($59.4 million–2015) representing a 20.6% increase (36.5% increase–2015). Of the capital projects presented in the 2016 budget 87% represent major infrastructure projects, 2% vehicles, 9% building and 2% furnishings and equipment.

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Capital budget overview Major capital projects in the 2016 budget include:

PROJECT DESCRIPTION $ Computer equipment 425,600 EMS – vehicles 270,000 EMS – equipment 520,400 Woodingford Lodge – equipment 105,200 Fleet vehicles 1,550,000 Trails 620,000 Courthouse renovations 580,000 Green Energy Capital 295,000 Salford Landfill Facilities 575,000 Facilities solar projects – (3) 3,580,000 Housing/Shelter building 508,000 Woodingford Lodge parking lot re-paving 200,000 Various County Road improvements 10,107,000 Rural road rehabilitation and reconstruction 5,500,000 Bridges rehabilitation 2,300,000 Woodstock wastewater, treatment plant electrical supply 750,000 Woodstock wastewater, Jack Pool trunk sewer, north Pittock servicing 830,000 Woodstock wastewater, Landsdowne pumping station 1,585,000 Woodstock wastewater, Devonshire and County Road 4 310,000 Tillsonburg wastewater, North St. trunk sewer 2,001,575 Ingersoll wastewater, treatment plant upgrade 13,634,000 Ingersoll wastewater, HWY 401 service 800,000 Tavistock wastewater, biosolids cleanout 500,000 Tavistock wastewater, berm repair 360,000 Plattsville wastewater, sanitary replacements 200,000 Drumbo wastewater, treatment plant expansion 390,000 Norwich wastewater, biosolids cleanout 700,000 Norwich wastewater, treatment plant splitter box 110,000 Thamesford wastewater, electrical metering 190,000 Mt. Elgin wastewater, septic tanks pump 253,000 Woodstock water, Parkinson Road watermain 500,000 Woodstock water, undisclosed land 1,100,000 Woodstock water, watermain lining 700,000 Tillsonburg water, replacements and rehabilitation 585,000 Tillsonburg water, water meter upgrades 1,230,000 Ingersoll water, cast iron pipe replacement 750,000 Ingersoll water, water meter upgrades 1,073,000 Township water, distribution replacements 575,000 Township water, Mt. Elgin Graydon well 990,000 Township water, water meter installation 2,270,000

Budget pressures from aging infrastructure Like many communities, Oxford County is dealing with the financial impacts of key municipal infrastructure investments nearing the end of their intended lifespan. The 2016 budget reflects a $0.5 million increase for roads resurfacing as a measure to ensure the standards of the County’s roads infrastructure is maintained in response to increased demands on use.

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Notes to budget overview

As 2016 is the fourth and final year of a four-year reassessment cycle, property values were last assessed using January 1, 2012 market values and those properties that increased in value will see that increase phased-in over four years.

In 2016, the assessment for increasing properties will increase by 25% (100% cumulative increase that started in 2013) to full value of their total assessment. As the assessment value of properties change, it creates a shift in the proportionate share of taxes paid among property classes. Preliminary analysis regarding tax shifts and assessment growth indicates that assessment growth in 2015 would generate approximately $487,670 in annualized tax revenue. Based on the growth related and phased-in assessment recorded to date, the draft 2016 levy will cost the average single residential dwelling $938 in property tax in 2016 compared to $920 in 2016.

The capital budget has increased by $12.2 million in 2016, the increase from 2015 is largely due to: . universal water metering in the amount of $3.2 million; . wastewater treatment plant upgrades in Ingersoll increase of $2 million; . Ingersoll cast iron pipe replacement and rehabilitation $1.2 million; . trunk sewer on North Street in Tillsonburg; increases of approximately $0.7 million in various County road improvements; and . emergency services equipment.

The 2016 budget reflects a $0.5 million increase for roads resurfacing as a measure to ensure the standards of the County’s roads infrastructure is maintained in response to increased use.

The 2016 budget also reflects 7 new initiatives, representing a total investment of $1.5 million as listed in the following table. Of the $1.5 million: . $0.6 million is funded from taxation; . $0.4 million from water/wastewater reserves; and . $0.5 from other reserves.

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Notes to budget overview Continued

New initiatives in 2016

NEW INITIATIVE STRATEGIC PLAN RESOURCES REQUIRED REPORT NO. ALIGNMENT

FUTURE OXFORD A County that Thinks Existing staff + New SC&E CAO 2015-08 COMMUNITY Ahead and Wisely Student FTE + resources in SUSTAINABILITY Shapes the Future the amount of $1,486,998 PLAN - funded by $892,000 in anticipated grants + $300,000 General reserve + $294,998 taxation

STRATEGIC A County that Manager of Strategic CAO 2015-09 INITIATIVES >Works Together Initiatives and resources in FRAMEWORK >Thinks Ahead and the amount of $232,058 – Wisely Shapes the funded by taxation Future >Informs and Engages >Performs and Delivers Results

CORPORATE A County that Thinks Software costs $45,000 + CAO 2015-10 PERFORMANCE Ahead and Wisely staff resources – funded from MANAGEMENT Shapes the Future General reserve SYSTEM 2017 annual licence renewal - $8,000

RECORDS A County that Performs $65,000 - funded from PHES 2015-04 MANAGEMENT AND and Delivers Results General reserve ELECTRONIC HEALTH RECORD

CEMC SHARED A County that Works Staff + resources costs PHES 2015-03 SERVICES Together $91,130 – funded from AGREEMENT taxation

PARAMEDIC A County that Thinks Consulting fees $90,000 – PHES 2015-05 SERVICES 10-YEAR Ahead and Wisely funded from EMS reserve MASTER PLAN Shapes the Future

SOURCE WATER A County that Thinks $370,210 in 2016; PW 2015-51 PROTECTION PLAN Ahead and Wisely $2,395,000 Total (staffing, Shapes the Future sewage maintenance inspections, external expertise, cost for threat mitigating incentives) Source protection fee incorporated within water rate structure $1.20/month minimum or $0.3/m3 in 2017 = approx. $500,000/year to support incentive program

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Notes to budget overview Continued

The County’s levy (property tax) represents only a portion of resident’s municipal property tax bill. In many parts of the County, the amount of tax paid to the County of Oxford is roughly equivalent to the cost of high-speed Internet for a year. For that amount, the County manages and provides services for major roads, human services, public health and emergency medical services (ambulance), community and strategic planning, long-term care at Woodingford Lodge, County libraries and archives, Provincial Offences court and administration. Other services provided by the County such as water and wastewater services are fully funded by user fees while garbage and recycling are funded by a combination of user fees and property tax.

The County of Oxford faced a number of pressures in business planning for 2016. These pressures are not unique to Oxford, but reflective of the social and economic realities also faced by other communities in Ontario. They include:

Asset Management Plan - Aging infrastructure. Like many communities, Oxford County is dealing with the financial impacts of key municipal infrastructure investments nearing the end of their intended lifespan. The 2016 budget reflects a $0.5 million increase for roads resurfacing as a measure to ensure the standards of the County’s road infrastructure is maintained in response to increased demands on use in accordance with the Asset Management Plan. The County’s Asset Management Plan continues to provide valuable insight in preparing the five- and ten-year capital forecasts, allowing more accurate planning for the associated reserve and debt financing requirements.

Community Sustainability In 2015 County Council engaged the community of Oxford to develop a plan to recognize the importance of meeting the community’s needs today without compromising the future. The plan is premised on a vision that encompasses vibrancy, prosperity and responsibility with a simple mission to “achieve community sustainability throughout Oxford” with emphasis on the three pillars of a community – social, economic and environment. This initiative was a priority identified by Council in the Strategic Plan (2015 – 2018) - A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by supporting the community implementation of the Community Sustainability Plan in response to the continued challenges and financial pressures in society and our economy.

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FIG. 3—2016 FUNDING SOURCES

FIG. 4—2016 EXPENDITURE DISTRIBUTION

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Summary and outlook

The preliminary 2016 levy represents an increase of 3.6% over the 2015 levy, 0.9% of which represents the year over year increase to the base budget with the remaining represented by one-time items, service level impacts, new initiatives and the $0.5 million annual increase to the roads capital budget.

The overall County’s full-time equivalent (FTE) staffing complement is proposed to increase by 4.4 FTE’s in 2016, for a total of 642.3 FTE’s. Of the 4.4 FTE increase:

. CAO/Clerk is increasing 1.0 FTE to advance Council’s commitments to renewable energy and zero waste; . 1.0 new student FTE for Communications to support the efforts of Future Oxford; . 1.1 FTEs in Tourism for a Coordinator (0.5) and two summer students (0.6 FTE); . Information Systems is increasing by a total of 1.1 FTE – 1.0 for computer support to meet increasing demand on service level and 0.1 FTE to increase the part-time data technician support for GIS applications to meet service level requirements; . Archives is reducing 1.0 FTE as a result of the service delivery review; . Human Services is proposing to increase their caseworker complement by 1.0 FTE to meet increasing demand in service; . Public Health is reducing 3.2 FTEs in response to changes in 2015 funding; . Emergency Services is adding 1.0 FTE for an Emergency Planning Officer to support the Emergency Planning shared services agreement with Area Municipalities and reducing 0.3 FTE in response to reduced Paramedicine funding; . Public Works are proposing to add 1.0 FTE to assist with energy management, 0.16 to support roads operations, reduce the roads operations complement by 1.0 FTE over budgeted in 2015, increase 1.0 FTE for construction to reduce consulting fees, increase 0.3 FTE representing a student to support construction services, increase 0.7 FTE for the Source Water Protection Plan – Risk Management Inspector, 1.0 FTE for a temporary Water Operator to facilitate the universal water meter installation, and reduce 0.3 FTE student hours in wastewater.

In summary, the 2016 business plans and budget prepared on the basis of the County’s refreshed Strategic Plan (2015 – 2018) represent a responsible budget with a year over year increase in the base budget of less than 1%, being the current cost of living increase. In addition to the base budget increase there are seven new initiatives in the draft budget that contribute to the overall levy increase of 3.6%. Two of the new initiatives are directly related to, and support, the Future Oxford Community Sustainability Plan. The plan embraces the importance of managing human, natural and financial resources through integrated solutions rather than through fragmented approaches that meet one goal or objective at the expense of others. The 2016 draft budget and new initiatives demonstrates a commitment to partner with the community in efforts to stimulate our economy, support our social needs and protect our environment by growing stronger…together.

Lynn S. Buchner, CPA, CGA Director of Corporate Services/Treasurer County of Oxford

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FIGURE 5: OXFORD COUNTY 2016 CONSTRUCTION PROJECTS

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DRAFT Budget Documents

15 of 234 County of Oxford 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES PRIOR YEAR SURPLUS 166 (17,280) (67,000) (49,720) 287.73% TAXATION (1,268,730) (1,269,000) (1,418,000) (149,000) 11.74% FEDERAL (4,670,390) (3,077,989) (5,224,303) (2,146,314) 69.73% PROVINCIAL (48,108,915) (48,557,408) (49,765,869) (1,208,461) 2.49% OTHER GRANTS (879,279) (217,867) (769,304) (551,437) 253.11% WATER/WASTEWATER RATES (34,493,237) (34,756,096) (36,110,115) (1,354,019) 3.90% DONATIONS (18,082) (27,000) (25,000) 2,000 (7.41%) USER FEES (33,216,701) (32,468,645) (30,204,213) 2,264,432 (6.97%) INTEREST (870,000) (950,000) (870,000) 80,000 (8.42%) DEVELOPMENT CHARGES (3,698,000) (3,605,500) (3,673,000) (67,500) 1.87% OTHER (814,964) (835,000) (2,948,537) (2,113,537) 253.12% TOTAL REVENUES (128,038,132) (125,781,785) (131,075,341) (5,293,556) 4.21% SALARIES AND BENEFITS 57,034,518 57,407,971 59,521,082 2,113,111 3.68% OPERATING AND PROGRAM EXPENSES 90,818,977 90,366,927 103,377,174 13,010,247 14.40% DEBT REPAYMENT 15,363,161 14,970,836 14,272,743 (698,093) (4.66%) INTERDEPARTMENTAL ALLOCATIONS (16,383,319) (16,095,297) (22,462,064) (6,366,767) 39.56% CAPITAL 32,891,625 59,373,536 71,611,136 12,237,600 20.61% OTHER 3,493,450 (24,622,120) (37,619,203) (12,997,083) 52.79% TOTAL County of Oxford 55,180,280 55,620,068 57,625,527 2,005,459 3.61%

16 of 234 COUNTY OF OXFORD (EXCLUDING LIBRARY) 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES TAXATION (1,268,730) (1,269,000) (1,418,000) (149,000) 11.74% FEDERAL (4,660,889) (3,061,137) (5,224,303) (2,163,166) 70.67% PROVINCIAL (47,926,736) (48,394,918) (49,626,965) (1,232,047) 2.55% OTHER GRANTS (879,279) (217,867) (769,304) (551,437) 253.11% WATER/WASTEWATER RATES (34,493,237) (34,756,096) (36,110,115) (1,354,019) 3.90% DONATIONS (17,375) (22,000) (20,000) 2,000 (9.09%) USER FEES (33,181,871) (32,435,420) (30,172,188) 2,263,232 (6.98%) INTEREST (870,000) (950,000) (870,000) 80,000 (8.42%) DEVELOPMENT CHARGES (3,548,000) (3,505,500) (3,523,000) (17,500) 0.50% OTHER (814,964) (835,000) (2,948,537) (2,113,537) 253.12% TOTAL REVENUES (127,661,081) (125,446,938) (130,682,412) (5,235,474) 4.17% SALARIES AND BENEFITS 54,942,645 55,222,106 57,255,243 2,033,137 3.68% OPERATING AND PROGRAM EXPENSES 89,515,451 89,083,403 101,925,930 12,842,527 14.42% DEBT REPAYMENT 15,142,477 14,749,368 14,057,154 (692,214) (4.69%) INTERDEPARTMENTAL ALLOCATIONS (16,383,319) (16,095,297) (22,462,064) (6,366,767) 39.56% CAPITAL 32,891,625 59,373,536 71,601,136 12,227,600 20.59% OTHER 3,406,650 (24,658,920) (37,578,083) (12,919,163) 52.39% TOTAL COUNTY OF OXFORD (EXCLUDING LIBRARY) 51,854,448 52,227,258 54,116,904 1,889,646 3.62%

17 of 234 County of Oxford 2016 BUDGET FOR PSAB

PRINCIPAL LOCAL AREA TRANSFERS 2016 2016 DEBT MUNICIPAL DEBT DEBENTURE TO/FROM AMORTIZATION PSAB BUDGET REPAYMENT (1) REPAYMENTS (2) CAPITAL PROCEEDS SURPLUS (3) (4) BUDGET REVENUES (131,075,341) - 5,180,490 - - 67,000 - (125,827,851) SALARIES AND BENEFITS 59,521,082 ------59,521,082 OPERATING AND PROGRAM EXPENSES 103,377,174 - - (270,000) - - - 103,107,174 DEBT REPAYMENT 14,272,743 (6,542,973) (5,180,491) - - - - 2,549,279 INTERDEPARTMENTAL ALLOCATIONS (22,462,064) ------(22,462,064) CAPITAL 71,611,136 - - (69,027,579) - (2,583,557) - - OTHER (37,619,203) - - - 15,962,000 20,390,415 15,503,852 14,237,064 TOTAL County of Oxford 57,625,527 (6,542,973) (1) (69,297,579) 15,962,000 17,873,858 15,503,852 31,124,684

1. Prinicpal debt repayment for County debt 2. This represents the repayment of the local area municipalities debt 3. This represents the transfers to and from Reserves and Reserve Funds (excluding gas tax and development charge reserves)

4. Estimated based on 2014 actual amortization

18 of 234 2016 CAPITAL PLAN BUDGET

2015 2015 CARRY NEW 2016 W/WW GAS TAX 2015 CAPITAL PERCENTAGE UNFINANCED FORWARD REQUESTED CAPITAL RATES & DEVELOPMENT REBATE/ OTHER DESCRIPTION FORECAST BUDGET SPENT CAPITAL (1) BUDGET (2) BUDGET (3) BUDGET TAXATION RESERVES RESERVES CHARGES GRANTS DEBENTURES SOURCES OPERATIONAL CAPITAL INFORMATION SYSTEMS COMPUTER EQUIPMENT 283,000 268,000 - - - 425,600 425,600 82,300 - 343,300 - - - - FACILITIES 15,000 - - - - 100,500 100,500 50,500 - 50,000 - - - - FACILITIES FURNISHINGS 37,953 10,000 - - - 63,900 63,900 58,900 - 5,000 - - - - FLEET VEHICLES 1,243,965 1,633,000 - - - 1,550,000 1,550,000 40,000 - 1,510,000 - - - - WASTEWATER GENERAL OP EQUIPMENT 2,850 6,500 ------WATER GENERAL OP EQUIPMENT 2,850 6,500 ------WASTE MANAGEMENT - MONITORING WELLS 10,000 - - - - 80,000 80,000 80,000 ------CAPITAL ADMIN EQUIPMENT 27,619 15,000 - - - 18,200 18,200 18,200 ------WOODINGFORD LODGE EQUIPMENT 71,500 78,500 - - - 105,200 105,200 105,200 ------WOODINGFORD LODGE FURNISHINGS 65,409 131,123 - - - 40,179 40,179 40,179 ------EMERGENCY SERVICES FLEET 351,000 345,000 - - - 270,000 270,000 - - 270,000 - - - - EMERGENCY SERVICES EQUIPMENT 53,590 53,590 - - - 520,400 520,400 - - 520,400 - - - - EMERGENCY SERVICES FURNISHINGS - - - - - 7,600 7,600 7,600 ------TOTAL OPERATIONAL CAPITAL 2,164,736 2,547,213 85 - - 3,181,579 3,181,579 482,879 - 2,698,700 - - - - COMBINED PROJECTS STUDY/SERVICING 900004 SERVICING STUDY 40,000 90,000 - - 50,000 90,000 140,000 40,000 - 100,000 - - - - 900016 SCADA MASTER PLAN - - - - - 175,000 175,000 - - 175,000 - - - - 900017 W/WW RATES STUDY - - - - - 60,000 60,000 - - 60,000 - - - - TOTAL STUDY/SERVICING 40,000 90,000 44 - 50,000 325,000 375,000 40,000 - 335,000 - - - - COMBINED PROJECTS 900014 TRAILS 250,000 - - - - 620,000 620,000 - - 56,000 - 510,000 - 54,000 900015 BIOSOLIDS/TRANSFER STATION - 1,250,000 ------TOTAL COMBINED PROJECTS 250,000 1,250,000 20 - - 620,000 620,000 - - 56,000 - 510,000 - 54,000 TOTAL COMBINED PROJECTS 290,000 1,340,000 22 - 50,000 945,000 995,000 40,000 - 391,000 - 510,000 - 54,000 FACILITIES FACILITIES 911000 FACILITIES CONDITION ASSESSMT 175,000 325,000 - - 150,000 125,000 275,000 - - 275,000 - - - - 911002 COURTHOUSE RENOVATIONS 1,450,000 2,041,000 - - - 580,000 580,000 - - 580,000 - - - - 911006 GREEN ENERGY CAPITAL 309,000 309,000 - - - 295,000 295,000 - - 295,000 - - - - 911115 COIN TOWERS 225,000 - - - - 85,000 85,000 - - 29,000 - - - 56,000 911273 WATER OPERATIONS CENTRE - - - - - 100,000 100,000 - - 100,000 - - - - 911303 SPRINGFORD YARD FACILITIES - - - - - 25,000 25,000 - - 25,000 - - - - 911800 SALFORD LANDFILL FACILITIES - - - - - 575,000 575,000 - - 575,000 - - - - 911900 FACILITIES SOLAR PROJECT 350,000 480,000 - - - 3,580,000 3,580,000 - - - - - 3,580,000 - 915010 EMS MILL ST - 455,823 ------983610 H.S.I SHELTER BUILDING 720,000 745,000 - - - 508,000 508,000 508,000 ------983910 WOODINGFORD LODGE BUILDINGS 440,020 640,000 - - - 335,000 335,000 75,000 - 260,000 - - - - TOTAL FACILITIES 3,669,020 4,995,823 73 - 150,000 6,208,000 6,358,000 583,000 - 2,139,000 - - 3,580,000 56,000 TOTAL FACILITIES 3,669,020 4,995,823 73 - 150,000 6,208,000 6,358,000 583,000 - 2,139,000 - - 3,580,000 56,000 ROADS ROADS 930000 TRANSPORTATION MASTER PLAN - - - - - 75,000 75,000 35,000 - - 40,000 - - - 930001 ROADS NEEDS STUDY 90,000 70,000 ------930004 CR 4 5,000 70,000 - - 65,000 - 65,000 - - - 65,000 - - - 930005 CR 5 - 25,000 - - 25,000 - 25,000 - - 25,000 - - - -

1. Unfinanced Capital: Project expenses incurred however not financed. 2. Carry Forward Budget: Prior year's approved budget not spent. 3. New Requested Budget: Additional or new project budget requested. 19 of 234 2016 CAPITAL PLAN BUDGET

2015 2015 CARRY NEW 2016 W/WW GAS TAX 2015 CAPITAL PERCENTAGE UNFINANCED FORWARD REQUESTED CAPITAL RATES & DEVELOPMENT REBATE/ OTHER DESCRIPTION FORECAST BUDGET SPENT CAPITAL (1) BUDGET (2) BUDGET (3) BUDGET TAXATION RESERVES RESERVES CHARGES GRANTS DEBENTURES SOURCES 930008 CR 8 2,200,000 2,400,000 - - 200,000 100,000 300,000 77,000 - 223,000 - - - - 930012 CR 12 350,000 1,200,000 - - 850,000 200,000 1,050,000 - - 1,050,000 - - - - 930013 CR 13 - - - - - 250,000 250,000 150,000 - 100,000 - - - - 930015 CR 15 200,000 200,000 - - - 932,000 932,000 - - 932,000 - - - - 930016 CR 16 30,000 100,000 - - 70,000 270,000 340,000 270,000 - 70,000 - - - - 930020 CR 20 2,000,000 3,665,000 - - 1,665,000 1,905,000 3,570,000 1,010,000 - 1,970,000 590,000 - - - 930036 CR 36 800,000 1,800,000 - - 1,000,000 900,000 1,900,000 900,000 - 1,000,000 - - - - 930037 CR 37 150,000 ------930099 REHAB & RESURFACING 3,750,000 4,400,000 - - 577,000 4,923,000 5,500,000 1,708,000 - 577,000 - 3,215,000 - - 930115 DRAIN IMPROV 150,000 150,000 - - - 150,000 150,000 150,000 ------930119 CR 119 10,000 25,000 - - 15,000 75,000 90,000 - - - 90,000 - - - 930151 URBAN - STOVER ST SOUTH - - - - - 1,300,000 1,300,000 1,300,000 ------930200 BRIDGE REHAB 2,250,000 2,250,000 - - - 2,300,000 2,300,000 2,300,000 ------930201 BRIDGE NEEDS STUDY - - - - - 60,000 60,000 60,000 ------930250 SURFACE TREATMENTS 1,173,000 720,000 ------930301 TRAFFIC - THA TRAFFIC CALMING 100,000 100,000 ------TOTAL ROADS 13,258,000 17,175,000 77 - 4,467,000 13,440,000 17,907,000 7,960,000 - 5,947,000 785,000 3,215,000 - - TOTAL ROADS 13,258,000 17,175,000 77 - 4,467,000 13,440,000 17,907,000 7,960,000 - 5,947,000 785,000 3,215,000 - - WASTEWATER WOODSTOCK - WW 950103 WDSTK - WWTP UPGRADES 125,000 ------950105 WDSTK - WWTP ENERGY EFFICIENCY - - - - - 75,000 75,000 - 75,000 - - - - - 950115 WDSTK - WWTP1 DEMOLITION - - - - - 200,000 200,000 - 200,000 - - - - - 950131 WDSTK - WWTP RECEIVING STATION 70,000 1,200,000 - - 50,000 - 50,000 - 50,000 - - - - - 950132 WDSTK - WWTP ELEC SUPPLY/SUB 50,000 700,000 - - 650,000 100,000 750,000 - 750,000 - - - - - 950133 WDSTK - WWTP CLARIFIER - - - - - 200,000 200,000 - 200,000 - - - - - 950141 WDSTK - TRUNK SEWER JACK POOLE 50,000 880,000 - - 830,000 - 830,000 - 830,000 - - - - - 950158 WDSTK - CITY PROJECTS 1,230,000 1,230,000 - - - 1,405,000 1,405,000 - 1,405,000 - - - - - 950160 WDSTK - PARKINSON RD SANITARY 190,000 95,000 ------950161 WDSTK - DEVONSHIRE & CR4 SANIT 10,000 320,000 - - 310,000 - 310,000 ------310,000 950163 WDSTK - LANSDOWNE PS 15,000 1,600,000 - - 1,585,000 - 1,585,000 - 1,505,000 - 80,000 - - - TOTAL WOODSTOCK - WW 1,740,000 6,025,000 29 - 3,425,000 1,980,000 5,405,000 - 5,015,000 - 80,000 - - 310,000 TILLSONBURG - WW 950202 TBURG - WWTP ENERGY EFFICIENCY - - - - - 75,000 75,000 - 75,000 - - - - - 950214 TBURG - WWTP DIGESTERS - - - - - 75,000 75,000 - 75,000 - - - - - 950215 TBURG - WWTP DIGESTER HATCH - - - - - 60,000 60,000 - 60,000 - - - - - 950220 TBURG - JOHN POUND LIFT STN - - - - - 80,000 80,000 - 80,000 - - - - - 950226 TBURG - TOWN PROJECTS 108,000 104,000 - - - 323,000 323,000 - 323,000 - - - - - 950227 TBURG - NORTH ST TRUNK SEWER 650,000 1,490,000 - 101,575 840,000 1,060,000 2,001,575 - - 150,873 1,398,082 - - 452,620 TOTAL TILLSONBURG - WW 758,000 1,594,000 48 101,575 840,000 1,673,000 2,614,575 - 613,000 150,873 1,398,082 - - 452,620 INGERSOLL - WW 900012 ING - HWY 401 SERVICE - 725,000 - - 725,000 75,000 800,000 ------800,000 950302 ING - CAMI SAMPLING HUT - - - - - 75,000 75,000 - 75,000 - - - - - 950311 ING - WWTP 3,535,000 11,624,000 - 1,795,000 8,089,000 3,750,000 13,634,000 - 1,262,000 - 350,000 - 12,022,000 - 950320 ING - CARNEGIE SPS REPLACEMENT 575,000 650,000 ------950330 ING - TOWN PROJECTS 738,000 738,000 - - - 1,160,000 1,160,000 - 1,160,000 - - - - - 950331 ING - MUTUAL ST EXTENSION 219,549 180,000 ------

2015 2015 CARRY NEW 2016 W/WW GAS TAX 2015 CAPITAL PERCENTAGE UNFINANCED FORWARD REQUESTED CAPITAL RATES & DEVELOPMENT REBATE/ OTHER DESCRIPTION FORECAST BUDGET SPENT CAPITAL (1) BUDGET (2) BUDGET (3) BUDGET TAXATION RESERVES RESERVES CHARGES GRANTS DEBENTURES SOURCES 950350 ING - SOUTH SERVICING 1,895,000 1,895,000 - - - 200,000 200,000 ------200,000 950361 ING - PARK AVE SANITARY 129,073 100,000 ------TOTAL INGERSOLL - WW 7,091,622 15,912,000 45 1,795,000 8,814,000 5,260,000 15,869,000 - 2,497,000 - 350,000 - 12,022,000 1,000,000 TAVISTOCK - WW 950504 TAV - WWTP EXPANSION/UPGRADE 10,000 10,000 ------950505 TAV - WWTP AERATION UPGRADE 175,000 250,000 ------950507 TAV - BIOSOLIDS CLEAN-OUT - - - - - 500,000 500,000 - 500,000 - - - - - 950508 TAV - BERM REPAIR 210,000 301,000 - 210,000 90,000 60,000 360,000 - - - - - 360,000 - 950550 TAV - SANITARY REPLACEMENTS 50,000 120,000 - - 70,000 - 70,000 - 70,000 - - - - - TOTAL TAVISTOCK - WW 445,000 681,000 65 210,000 160,000 560,000 930,000 - 570,000 - - - 360,000 - PLATTSVILLE - WW 950650 PLAT - SANITARY REPLACEMENTS - 200,000 - - 200,000 - 200,000 - 200,000 - - - - - TOTAL PLATTSVILLE - WW - 200,000 - - 200,000 - 200,000 - 200,000 - - - - - DRUMBO - WW 950810 DRUMBO - WWTP 30,000 400,000 - - 370,000 20,000 390,000 - 160,000 - 230,000 - - - TOTAL DRUMBO - WW 30,000 400,000 8 - 370,000 20,000 390,000 - 160,000 - 230,000 - - - NORWICH - WW 950401 NOR - East End Servicing 10,000 40,000 - - 30,000 - 30,000 - 30,000 - - - - - 950408 NOR - WWTP EXPANSION 15,000 52,000 - - 37,000 18,000 55,000 - - - 55,000 - - - 950409 NOR - BIOSOLIDS CLEAN-OUT 200,000 350,000 - - 150,000 550,000 700,000 - 700,000 - - - - - 950415 NOR - WWTP SPLITTER BOX 10,000 110,000 - - 100,000 10,000 110,000 - 110,000 - - - - - 950450 NOR - SANITARY REPLACEMENTS 5,000 75,000 - - 70,000 25,000 95,000 - 95,000 - - - - - TOTAL NORWICH - WW 240,000 627,000 38 - 387,000 603,000 990,000 - 935,000 - 55,000 - - - THAMESFORD - WW 950701 THAMES - ELECTRICAL METERING - - - - - 190,000 190,000 - - 190,000 - - - - 950702 THAMES - SPS GENERATOR - - - - - 100,000 100,000 - - 100,000 - - - - 950715 THAMES - WWTP INTEG CLARIFIER - - - - - 75,000 75,000 - - 75,000 - - - - 950720 THAMES - WWTP ENERGY AUDIT 12,000 - - - - 30,000 30,000 - 30,000 - - - - - TOTAL THAMESFORD - WW 12,000 - - - - 395,000 395,000 - 30,000 365,000 - - - - MT ELGIN - WW 950902 MT ELGIN - WW SERVICING 37,000 66,000 - 476,982 29,000 324,000 829,982 - 100,000 158,982 - - - 571,000 TOTAL MT ELGIN - WW 37,000 66,000 56 476,982 29,000 324,000 829,982 - 100,000 158,982 - - - 571,000 EMBRO - WW 951002 EMBRO - ODOUR CONTROL 10,000 25,000 - - 15,000 - 15,000 - 15,000 - - - - - TOTAL EMBRO - WW 10,000 25,000 40 - 15,000 - 15,000 - 15,000 - - - - - INNERKIP - WW 951102 INNERKIP - ODOUR CONTROL 20,000 50,000 - - 30,000 - 30,000 - 30,000 - - - - - TOTAL INNERKIP - WW 20,000 50,000 40 - 30,000 - 30,000 - 30,000 - - - - - TOTAL WASTEWATER 10,383,622 25,580,000 41 2,583,557 14,270,000 10,815,000 27,668,557 - 10,165,000 674,855 2,113,082 - 12,382,000 2,333,620 WATER WOODSTOCK - W 960102 WDSTK - AMR EQUIPMENT - - - - - 57,000 57,000 - 57,000 - - - - - 960110 WDSTK -UNDISCLOSED LAND ACQUIS - 250,000 - - 250,000 850,000 1,100,000 - 1,100,000 - - - - - 960115 WDSTK - PARKINSON WM REPLACE 10,000 500,000 - - 490,000 10,000 500,000 - 500,000 - - - - - 960120 BOWERHILL RESERVOIR REHAB - - - - - 100,000 100,000 - 100,000 - - - - - 960136 WDSTK - ADDITIONAL SUPPLY 70,000 ------960141 WDSTK - CITY PROJECTS 1,215,000 1,335,000 - - 120,000 2,120,000 2,240,000 - 2,240,000 - - - - -

2015 2015 CARRY NEW 2016 W/WW GAS TAX 2015 CAPITAL PERCENTAGE UNFINANCED FORWARD REQUESTED CAPITAL RATES & DEVELOPMENT REBATE/ OTHER DESCRIPTION FORECAST BUDGET SPENT CAPITAL (1) BUDGET (2) BUDGET (3) BUDGET TAXATION RESERVES RESERVES CHARGES GRANTS DEBENTURES SOURCES 960142 WDSTK - WATERMAIN RELINING - - - - - 700,000 700,000 - 700,000 - - - - - 960143 WDSTK - ICI CAPACITY BUY-BACK 67,500 67,500 ------960149 WDSTK - CITY PROJ OVERSIZING - - - - - 50,000 50,000 - 50,000 - - - - - 960159 WDSTK - WATER DISTRIB MASTER - 100,000 - - 100,000 - 100,000 - 100,000 - - - - - 960162 WDSK - TRANSMISSION MAIN REHAB 20,000 150,000 - - 130,000 50,000 180,000 - 180,000 - - - - - 960163 WDSK - CR17 & 11th LINE WM - 170,000 - - 170,000 - 170,000 - 170,000 - - - - - 960165 WDSK - COMMERCE WAY BPS 24,000 ------960172 WDSTK - Sprucedale WM - 10,000 ------960180 WDSTK - REPLACEMENT REHAB 262,000 262,000 - - - 72,000 72,000 - 72,000 - - - - - TOTAL WOODSTOCK - W 1,668,500 2,844,500 59 - 1,260,000 4,009,000 5,269,000 - 5,269,000 - - - - - TILLSONBURG - W 960200 TBURG - WELL 7A RAW WATER MAIN - - - - - 300,000 300,000 - 300,000 - - - - - 960235 TBURG - TOWN PROJECTS 385,000 409,000 - - - 424,000 424,000 - 424,000 - - - - - 960236 TBURG - NORTH ST 290,000 320,000 - - 30,000 200,000 230,000 - 95,000 - - - - 135,000 960238 TBURG - TREATABILITY STUDY - 30,000 - - 30,000 25,000 55,000 - 55,000 - - - - - 960246 TBURG - UNIVERSAL METERING P 2 25,000 990,000 - - 965,000 265,000 1,230,000 - 1,230,000 - - - - - 960280 TBURG - REPLACEMENTS / REHAB 105,000 105,000 - - - 585,000 585,000 - 585,000 - - - - - TOTAL TILLSONBURG - W 805,000 1,854,000 43 - 1,025,000 1,799,000 2,824,000 - 2,689,000 - - - - 135,000 INGERSOLL - W 960301 ING - UNIVERSAL METERING P 2 25,000 90,000 - - 65,000 1,008,000 1,073,000 - 1,073,000 - - - - - 960302 ING - WATERMAIN THAMES ST N - 100,000 - - 100,000 - 100,000 - 100,000 - - - - - 960304 ING - CORROSION CONTROL STUDY - - - - - 125,000 125,000 - 125,000 - - - - - 960325 ING - TOWN PROJECTS 215,500 262,000 - - - 1,245,000 1,245,000 - 1,245,000 - - - - - 960335 ING - CAST IRON PIPE REPLACE 442,000 575,000 - - - 750,000 750,000 - 750,000 - - - - - 960380 ING REPLACEMENTS / REHAB 90,000 90,000 - - - 40,000 40,000 - 40,000 - - - - - TOTAL INGERSOLL - W 772,500 1,117,000 69 - 165,000 3,168,000 3,333,000 - 3,333,000 - - - - - TOWNSHIPS - W 960400 TOWNSHIP DISTRIB REPLACEMENTS 20,000 150,000 - - 130,000 445,000 575,000 - 575,000 - - - - - 960403 MT ELGIN GRAYDON WELL 10,000 700,000 - - 690,000 300,000 990,000 - 990,000 - - - - - 960411 THAMESFORD WATERMAIN EXTENSION 12,000 ------960412 STANDBY POWER THMSFRD & LKSIDE 70,000 ------960416 OTTERVILLE TOWER PAINT/REPAIR - 50,000 - - 50,000 - 50,000 - 50,000 - - - - - 960418 PRINCETON WATER SYSTEM 300,000 450,000 - - 150,000 - 150,000 - 150,000 - - - - - 960430 TREATABILITY STUDY 10,000 20,000 - - 10,000 30,000 40,000 - 40,000 - - - - - 960435 BRIGHT WATER STORAGE 300,000 300,000 ------960436 TWSP - UNIVERSAL METERING P 2 25,000 250,000 - - 125,000 2,145,000 2,270,000 - 2,270,000 - - - - - 960438 Bright Watermain Extension 23,700 ------TOTAL TOWNSHIPS - W 770,700 1,920,000 40 - 1,155,000 2,920,000 4,075,000 - 4,075,000 - - - - - TOTAL WATER 4,016,700 7,735,500 52 - 3,605,000 11,896,000 15,501,000 - 15,366,000 - - - - 135,000 TOTAL Cost Centre/System 33,782,078 59,373,536 57 2,583,557 22,542,000 46,485,579 71,611,136 9,065,879 25,531,000 11,850,555 2,898,082 3,725,000 15,962,000 2,578,620

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL CAPITAL COSTS CAPITAL COSTS OPERATIONAL CAPITAL INFORMATION SYSTEMS COMPUTER EQUIPMENT 425,600 574,875 528,195 295,850 316,425 - - - - - 2,140,945 FACILITIES 100,500 10,000 10,000 10,000 10,000 - - - - - 140,500 FACILITIES FURNISHINGS 63,900 15,500 15,500 16,000 16,000 - - - - - 126,900 FLEET VEHICLES 1,550,000 1,300,000 1,300,000 1,300,000 1,300,000 - - - - - 6,750,000 WASTE MANAGEMENT - MONITORING WELLS 80,000 ------80,000 CAPITAL ADMIN EQUIPMENT 18,200 ------18,200 WOODINGFORD LODGE EQUIPMENT 105,200 124,300 105,500 103,100 24,500 - - - - - 462,600 WOODINGFORD LODGE FURNISHINGS 40,179 79,766 75,760 82,635 77,843 - - - - - 356,183 EMERGENCY SERVICES FLEET 270,000 499,000 270,000 424,000 274,000 - - - - - 1,737,000 EMERGENCY SERVICES EQUIPMENT 520,400 124,250 635,200 214,250 48,400 - - - - - 1,542,500 EMERGENCY SERVICES FURNISHINGS 7,600 ------7,600 TOTAL OPERATIONAL CAPITAL 3,181,579 2,727,691 2,940,155 2,445,835 2,067,168 - - - - - 13,362,428 COMBINED PROJECTS STUDY/SERVICING 900004 SERVICING STUDY 140,000 ------140,000 900016 SCADA MASTER PLAN 175,000 75,000 ------250,000 900017 W/WW RATES STUDY 60,000 ------60,000 TOTAL STUDY/SERVICING 375,000 75,000 ------450,000 COMBINED PROJECTS 900014 TRAILS 620,000 ------620,000 TOTAL COMBINED PROJECTS 620,000 ------620,000 TOTAL COMBINED PROJECTS 995,000 75,000 ------1,070,000 FACILITIES FACILITIES 911000 FACILITIES CONDITION ASSESSMT 275,000 ------275,000 911002 COURTHOUSE RENOVATIONS 580,000 200,000 ------780,000 911006 GREEN ENERGY CAPITAL 295,000 325,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 500,000 2,870,000 911070 93 GRAHAM - - - 30,000 ------30,000 911115 COIN TOWERS 85,000 ------85,000 911264 WATER TOWNSHIP FACILITIES - 325,000 ------325,000 911273 WATER OPERATIONS CENTRE 100,000 500,000 ------600,000 911303 SPRINGFORD YARD FACILITIES 25,000 200,000 ------225,000

23 of 234 LONG TERM CAPITAL PLAN REPORT 2016

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL 911800 SALFORD LANDFILL FACILITIES 575,000 ------575,000 911900 FACILITIES SOLAR PROJECT 3,580,000 ------3,580,000 916140 TILLSONBURG LIBRARY - - - - - 50,000 - - - - 50,000 983610 H.S.I SHELTER BUILDING 508,000 500,000 661,000 400,000 365,000 200,000 360,000 200,000 200,000 200,000 3,594,000 983910 WOODINGFORD LODGE BUILDINGS 335,000 226,000 310,000 60,000 130,000 - - - - - 1,061,000 TOTAL FACILITIES 6,358,000 2,276,000 1,221,000 740,000 745,000 500,000 610,000 450,000 450,000 700,000 14,050,000 TOTAL FACILITIES 6,358,000 2,276,000 1,221,000 740,000 745,000 500,000 610,000 450,000 450,000 700,000 14,050,000 WASTE MANAGEMENT LANDFILL SOUTH OPERATING AREA - - - - - 1,000,000 - - - - 1,000,000 LANDFILL NORTH OPERATING AREA - 500,000 ------500,000 TOTAL WASTE MANAGEMENT - 500,000 - - - 1,000,000 - - - - 1,500,000 ROADS ROADS 930000 TRANSPORTATION MASTER PLAN 75,000 125,000 50,000 - - 75,000 125,000 50,000 - - 500,000 930001 ROADS NEEDS STUDY - - - - 70,000 - - - - 70,000 140,000 930004 CR 4 65,000 400,000 ------465,000 930005 CR 5 25,000 ------25,000 930008 CR 8 300,000 ------300,000 930012 CR 12 1,050,000 ------1,050,000 930013 CR 13 250,000 ------250,000 930015 CR 15 932,000 100,000 ------1,032,000 930016 CR 16 340,000 1,500,000 1,500,000 ------3,340,000 930020 CR 20 3,570,000 ------3,570,000 930035 CR 35 - 250,000 ------250,000 930036 CR 36 1,900,000 1,600,000 1,150,000 ------4,650,000 930059 CR 59 - 350,000 ------350,000 930099 REHAB & RESURFACING 5,500,000 3,470,000 4,665,000 7,760,000 10,320,000 11,513,000 12,062,000 12,665,000 13,270,000 13,815,000 95,040,000 930115 DRAIN IMPROV 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,500,000 930119 CR 119 90,000 - 2,000,000 560,000 ------2,650,000 930150 URBANIZATION - 2,430,000 1,170,000 2,100,000 600,000 - - - - - 6,300,000 930151 URBAN - STOVER ST SOUTH 1,300,000 ------1,300,000 930200 BRIDGE REHAB 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 2,250,000 22,950,000 930201 BRIDGE NEEDS STUDY 60,000 - 60,000 - 60,000 - 65,000 - 65,000 - 310,000 930300 TRAFFIC SIGNALS - 250,000 - - 250,000 - - 250,000 - - 750,000 TOTAL ROADS 17,907,000 12,925,000 13,045,000 12,870,000 13,750,000 14,038,000 14,702,000 15,415,000 15,785,000 16,285,000 146,722,000

24 of 234 LONG TERM CAPITAL PLAN REPORT 2016

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL TOTAL ROADS 17,907,000 12,925,000 13,045,000 12,870,000 13,750,000 14,038,000 14,702,000 15,415,000 15,785,000 16,285,000 146,722,000 WASTEWATER WOODSTOCK - WW 950104 WDSTK - WWTP STAGE 2 - 800,000 8,600,000 ------9,400,000 950105 WDSTK - WWTP ENERGY EFFICIENCY 75,000 ------75,000 950115 WDSTK - WWTP1 DEMOLITION 200,000 ------200,000 950131 WDSTK - WWTP RECEIVING STATION 50,000 2,000,000 ------2,050,000 950132 WDSTK - WWTP ELEC SUPPLY/SUB 750,000 ------750,000 950133 WDSTK - WWTP CLARIFIER 200,000 ------200,000 950141 WDSTK - TRUNK SEWER JACK POOLE 830,000 100,000 ------930,000 950158 WDSTK - CITY PROJECTS 1,405,000 1,230,000 1,270,000 1,300,000 1,345,000 1,380,000 1,425,000 1,470,000 1,510,000 1,560,000 13,895,000 950161 WDSTK - DEVONSHIRE & CR4 SANIT 310,000 ------310,000 950162 WDSTK - 11th LINE SANITARY - 250,000 ------250,000 950163 WDSTK - LANSDOWNE PS 1,585,000 ------1,585,000 950165 WDSTK - SANITARY OVERSIZING - 40,000 - - 50,000 - - 60,000 - - 150,000 950169 WDSTK - BIOSOLIDS STORAGE - 75,000 750,000 ------825,000 950173 WDSTK - TWINNING @ 59 & FAIRWAY - - - - 250,000 - - - - - 250,000 TOTAL WOODSTOCK - WW 5,405,000 4,495,000 10,620,000 1,300,000 1,645,000 1,380,000 1,425,000 1,530,000 1,510,000 1,560,000 30,870,000 TILLSONBURG - WW 950200 TBURG - WWTP UPGRADE - 600,000 6,200,000 ------6,800,000 950202 TBURG - WWTP ENERGY EFFICIENCY 75,000 ------75,000 950214 TBURG - WWTP DIGESTERS 75,000 ------75,000 950215 TBURG - WWTP DIGESTER HATCH 60,000 ------60,000 950220 TBURG - JOHN POUND LIFT STN 80,000 ------80,000 950226 TBURG - TOWN PROJECTS 323,000 340,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 3,863,000 950227 TBURG - NORTH ST TRUNK SEWER 2,001,575 ------2,001,575 TOTAL TILLSONBURG - WW 2,614,575 940,000 6,600,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 12,954,575 INGERSOLL - WW 900012 ING - HWY 401 SERVICE 800,000 ------800,000 950302 ING - CAMI SAMPLING HUT 75,000 ------75,000 950311 ING - WWTP 13,634,000 111,000 ------13,745,000 950330 ING - TOWN PROJECTS 1,160,000 368,000 378,000 388,000 398,000 408,000 418,000 420,000 422,000 424,000 4,784,000 950350 ING - SOUTH SERVICING 200,000 ------200,000 TOTAL INGERSOLL - WW 15,869,000 479,000 378,000 388,000 398,000 408,000 418,000 420,000 422,000 424,000 19,604,000 TAVISTOCK - WW

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2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL 950507 TAV - BIOSOLIDS CLEAN-OUT 500,000 100,000 ------600,000 950508 TAV - BERM REPAIR 360,000 ------360,000 950550 TAV - SANITARY REPLACEMENTS 70,000 160,000 - 180,000 - 200,000 - - - - 610,000 TOTAL TAVISTOCK - WW 930,000 260,000 - 180,000 - 200,000 - - - - 1,570,000 PLATTSVILLE - WW 950650 PLAT - SANITARY REPLACEMENTS 200,000 - 175,000 - - 200,000 - - - - 575,000 TOTAL PLATTSVILLE - WW 200,000 - 175,000 - - 200,000 - - - - 575,000 DRUMBO - WW 950810 DRUMBO - WWTP 390,000 1,100,000 ------1,490,000 TOTAL DRUMBO - WW 390,000 1,100,000 ------1,490,000 NORWICH - WW 950401 NOR - East End Servicing 30,000 ------30,000 950408 NOR - WWTP EXPANSION 55,000 - - - 700,000 4,000,000 3,000,000 - - - 7,755,000 950409 NOR - BIOSOLIDS CLEAN-OUT 700,000 ------700,000 950415 NOR - WWTP SPLITTER BOX 110,000 ------110,000 950450 NOR - SANITARY REPLACEMENTS 95,000 - 160,000 - 180,000 - 200,000 - 220,000 - 855,000 TOTAL NORWICH - WW 990,000 - 160,000 - 880,000 4,000,000 3,200,000 - 220,000 - 9,450,000 THAMESFORD - WW 950701 THAMES - ELECTRICAL METERING 190,000 ------190,000 950702 THAMES - SPS GENERATOR 100,000 ------100,000 950705 THAMES - DEWATERING - - 220,000 1,500,000 ------1,720,000 950715 THAMES - WWTP INTEG CLARIFIER 75,000 ------75,000 950720 THAMES - WWTP ENERGY AUDIT 30,000 ------30,000 TOTAL THAMESFORD - WW 395,000 - 220,000 1,500,000 ------2,115,000 MT ELGIN - WW 950902 MT ELGIN - WW SERVICING 829,982 - - - 25,000 - - - - - 854,982 TOTAL MT ELGIN - WW 829,982 - - - 25,000 - - - - - 854,982 EMBRO - WW 951002 EMBRO - ODOUR CONTROL 15,000 ------15,000 TOTAL EMBRO - WW 15,000 ------15,000 INNERKIP - WW 951102 INNERKIP - ODOUR CONTROL 30,000 ------30,000 TOTAL INNERKIP - WW 30,000 ------30,000 TOTAL WASTEWATER 27,668,557 7,274,000 18,153,000 3,768,000 3,348,000 6,588,000 5,443,000 2,350,000 2,552,000 2,384,000 79,528,557 WATER

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2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL WOODSTOCK - W 960102 WDSTK - AMR EQUIPMENT 57,000 ------57,000 960110 WDSTK -UNDISCLOSED LAND ACQUIS 1,100,000 ------1,100,000 960115 WDSTK - PARKINSON WM REPLACE 500,000 ------500,000 960120 BOWERHILL RESERVOIR REHAB 100,000 300,000 ------400,000 960141 WDSTK - CITY PROJECTS 2,240,000 1,500,000 1,545,000 1,590,000 1,640,000 1,690,000 1,740,000 1,790,000 1,845,000 1,900,000 17,480,000 960142 WDSTK - WATERMAIN RELINING 700,000 1,000,000 ------1,700,000 960149 WDSTK - CITY PROJ OVERSIZING 50,000 110,000 ------160,000 960159 WDSTK - WATER DISTRIB MASTER 100,000 ------100,000 960162 WDSK - TRANSMISSION MAIN REHAB 180,000 800,000 500,000 ------1,480,000 960163 WDSK - CR17 & 11th LINE WM 170,000 250,000 ------420,000 960170 WDSTK - CR4 & LANSDOWNE WATERMAIN - 120,000 730,000 ------850,000 960171 WDSTK - CR17 BPS & WATERMAIN - 265,000 795,000 1,590,000 ------2,650,000 960180 WDSTK - REPLACEMENT REHAB 72,000 72,000 73,000 75,000 76,000 78,000 79,000 80,000 81,000 82,000 768,000 TOTAL WOODSTOCK - W 5,269,000 4,417,000 3,643,000 3,255,000 1,716,000 1,768,000 1,819,000 1,870,000 1,926,000 1,982,000 27,665,000 TILLSONBURG - W 960200 TBURG - WELL 7A RAW WATER MAIN 300,000 ------300,000 960235 TBURG - TOWN PROJECTS 424,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 4,024,000 960236 TBURG - NORTH ST 230,000 ------230,000 960238 TBURG - TREATABILITY STUDY 55,000 ------55,000 960241 TBURG - CONCESSION TO WEST TOWN LI - - - - 75,000 - - - - - 75,000 960246 TBURG - UNIVERSAL METERING P 2 1,230,000 310,000 ------1,540,000 960280 TBURG - REPLACEMENTS / REHAB 585,000 87,000 88,000 90,000 92,000 94,000 96,000 98,000 100,000 - 1,330,000 TOTAL TILLSONBURG - W 2,824,000 797,000 488,000 490,000 567,000 494,000 496,000 498,000 500,000 400,000 7,554,000 INGERSOLL - W 960301 ING - UNIVERSAL METERING P 2 1,073,000 271,000 ------1,344,000 960302 ING - WATERMAIN THAMES ST N 100,000 ------100,000 960304 ING - CORROSION CONTROL STUDY 125,000 ------125,000 960325 ING - TOWN PROJECTS 1,245,000 550,000 567,000 583,000 601,000 619,000 630,000 650,000 670,000 690,000 6,805,000 960335 ING - CAST IRON PIPE REPLACE 750,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 7,500,000 960380 ING REPLACEMENTS / REHAB 40,000 90,000 40,000 90,000 40,000 90,000 40,000 90,000 40,000 90,000 650,000 TOTAL INGERSOLL - W 3,333,000 1,661,000 1,357,000 1,423,000 1,391,000 1,459,000 1,420,000 1,490,000 1,460,000 1,530,000 16,524,000 TOWNSHIPS - W 960400 TOWNSHIP DISTRIB REPLACEMENTS 575,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 3,275,000 960402 NEW ASSET SUPPLY/LINEAR - 50,000 550,000 150,000 150,000 100,000 250,000 800,000 100,000 150,000 2,300,000

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2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL 960403 MT ELGIN GRAYDON WELL 990,000 ------990,000 960416 OTTERVILLE TOWER PAINT/REPAIR 50,000 350,000 ------400,000 960418 PRINCETON WATER SYSTEM 150,000 ------150,000 960430 TREATABILITY STUDY 40,000 ------40,000 960436 TWSP - UNIVERSAL METERING P 2 2,270,000 570,000 ------2,840,000 960437 TWSP - TAVISTOCK WELL 4 - 100,000 250,000 750,000 ------1,100,000 TOTAL TOWNSHIPS - W 4,075,000 1,370,000 1,100,000 1,200,000 450,000 400,000 550,000 1,100,000 400,000 450,000 11,095,000 TOTAL WATER 15,501,000 8,245,000 6,588,000 6,368,000 4,124,000 4,121,000 4,285,000 4,958,000 4,286,000 4,362,000 62,838,000 TOTAL CAPITAL COSTS 71,611,136 34,022,691 41,947,155 26,191,835 24,034,168 26,247,000 25,040,000 23,173,000 23,073,000 23,731,000 319,070,985 TOTAL CAPITAL COSTS 71,611,136 34,022,691 41,947,155 26,191,835 24,034,168 26,247,000 25,040,000 23,173,000 23,073,000 23,731,000 319,070,985 FINANCING TAXATION 9,065,879 9,472,066 10,194,260 10,182,235 10,633,843 10,700,000 11,360,000 11,700,000 12,200,000 12,700,000 108,208,283 RESERVES 11,850,555 5,756,625 3,836,895 3,943,600 2,428,325 1,300,000 250,000 500,000 250,000 500,000 30,616,000 DEVELOPMENT CHARGES 2,898,082 670,000 1,912,500 335,000 700,000 1,278,000 222,000 25,000 - - 8,040,582 GAS TAX 3,215,000 3,215,000 3,370,000 3,370,000 3,500,000 3,500,000 3,640,000 3,640,000 3,785,000 3,785,000 35,020,000 DEBENTURES 15,962,000 360,000 2,750,000 ------19,072,000 GRANTS 510,000 ------510,000 OTHER SOURCES 2,578,620 - - 50,000 72,000 - - - - - 2,700,620 WATER/WASTEWATER RATES/RESERVES 25,531,000 14,549,000 19,883,500 8,311,000 6,700,000 9,469,000 9,568,000 7,308,000 6,838,000 6,746,000 114,903,500 TOTAL FINANCING 71,611,136 34,022,691 41,947,155 26,191,835 24,034,168 26,247,000 25,040,000 23,173,000 23,073,000 23,731,000 319,070,985 TOTAL Cost Centre/System ------

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2016 BUSINESS PLAN PUBLIC WORKS

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •1.ii. A County that Works Together Roads Capital > enhance the 71.4 km 42.8 km 51.2 km 55 km quality of life for all citizens km repaved or new by: maintaining and strengthening core Roads Maintenance infrastructure and working $14,137 $13,646 $13,813 $14,524 Maintains and manages $cost/km public works with community partners and organizations to Waste Management infrastructure across the maintain/strengthen public $222 $221 $218 $214 County, including roads safety $cost/household and bridges, drinking Water Supply water, wastewater, •5.ii. A County that Performs $911.59 $955.02 $1,034.44 $1,058.77 facilities, and waste and Delivers Result > $cost/megalitre management deliver exceptional services Wastewater by: conducting regular service reviews to ensure delivery Treatment $606.46 $858.94 $781.85 $793.24 effectiveness and efficiency $cost/megalitre % Project Spent 69% 77% 85% 85% Roads % Project Spent 114% 85% 90% 90% Facilities* % Project Spent 56% 43% 65% 65% Water & Wastewater** *2014 Facilities spent includes additional work approved by Council for the courthouse. **Water & Wastewater projects are budgeted based on anticipated growth. Projects are delayed until actual develop warrants the need for completion.

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2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications ROADS AND BRIDGES Oxford Road 16 Improvements, from A County that $270,000 in 2016; 2018 Improve road to same width Kintore to Zorra 31-st Line - EA Works Together $3,270,000 Total as adjacent sections. Property Acquisitions. Oxford Road 20 (North St., A County that $1,905,000 in 2016; 2016 Includes costs for water Tillsonburg) Phase B and C Works Together $5,570,000 Total and wastewater works.

Oxford Road 36 – Shared with A County that $900,000 in 2016; 2018 Require all municipalities to Waterloo Region and Brant County Works Together $5,450,000 Total have sufficient funds.

Bell St (Rd 119) Ingersoll, Upgrade A County that $75,000 in 2016; 2019 Study & Construction Thinks Ahead and Wisely $1,660,000 Total Shapes the Future Transportation Master Plan A County that $75,000 in 2016; 2018 Thinks Ahead and Wisely $250,000 Total Shapes the Future Urban Cross Section Construction A County that $1,300,000 in 2016; 2020 Various Roads. Works Together $7,600,000 Total

Bridge Needs Study A County that $60,000 in 2016 2016 Thinks Ahead and Wisely Shapes the Future FACILITIES Springford Patrol Renovation A County that $25,000 in 2016; Q3 2017 Design – 2016 (addition of female washroom and Thinks Ahead and Wisely $225,000 Total Construction – 2017. relocate sign shop) Shapes the Future Water Operations Center Expansion A County that $100,000 in 2016; Q4 2017 Design / Moving Fill. Thinks Ahead and Wisely $600,000 Total Shapes the Future GREEN ENERGY PLAN Purchase eleven (11) of the 2016 A County that $61,000 Q3 2016 Recommendation of the

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2016 BUSINESS PLAN PUBLIC WORKS

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Capital Fleet vehicles as lower Thinks Ahead and Wisely (additional cost above the Green Fleet Plan. Expected carbon emissions Shapes the Future typical purchase price of to provide a 2.9% reduction • Three (3) convert to Natural gasoline vehicles) in carbon emission and Gas $24,000 in fuel savings • Eight (8) as diesels fuel annually compared to maintaining the current vehicles in the fleet. Installation of LED lighting fixtures A County that $200,000 in 2016 Q3 2016 Strategy of the Energy Thinks Ahead and Wisely Management Plan to Shapes the Future reduce the electrical consumption of the County’s lighting fixtures.

Solar FIT Project A County that $2,500,000 in 2016 Q4 2016 PW 2015-33 Thinks Ahead and Wisely Recommendation to submit Shapes the Future application to IESO for 500kW project.

Strategy of the Energy Management Plan as an alternative program to reduce the County’s carbon footprint.

4 microFIT Projects A County that $160,000 in 2016 Q3 2016 Strategy of the Energy Thinks Ahead and Wisely Management Plan as an Shapes the Future alternative program to reduce the County’s carbon footprint.

Pilot Energy Audit A County that Staff Time Q3 2016 Initiation will allow the Thinks Ahead and Wisely County to benchmark Shapes the Future energy consumption.

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2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Employee Engagement Workshops A County that $4,500 Q1 2016 Thinks Ahead and Wisely Shapes the Future Landfill/Waste Management A County that $575,000 in 2016 Q4 2016 Strategy of the Energy Administration Building (Passive Thinks Ahead and Wisely Management Plan to House Design) Shapes the Future ensure construction incorporates sustainable energy as part of the building system.

Building Condition Assessment A County that $125,000 in 2016; Q3 2016 CS 2014-22 Thinks Ahead and Wisely $450,000 Total Recommendation to assist Shapes the Future staff in better understanding the current condition of the portfolio. PW 2015-30 Recommendation to release LOI/RFP documents.

Woodstock WWTP Tillsonburg A County that $150,000 in 2016 Q4 2016 WWTP energy Efficiency Projects Thinks Ahead and Wisely Shapes the Future WASTE MANAGEMENT Replacement Wells (2) (landfill gas A County that $200,000 Q4 2016 system) Works Together Transfer building for SWOX blue-box A County that $80,000 Q4 2016 Transfer building cost to be material Works Together reimbursed by SWOX. $7,000/yr for 15 years.

Review of Compost/Brush Depot A County that Staff time Q4 2016 agreements with municipalities Works Together

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2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications WASTEWATER TREATMENT Ingersoll WWTP Upgrade - Phase 1 A County that $3,750,000 in 2016; Q3 2017 Contract B Construction Thinks Ahead and Wisely $13,700,000 Total Shapes the Future Woodstock WWTP – Receiving A County that $2,120,000 Total Q1 2017 Station (Construction) Works Together Drumbo WWTP Upgrade (Class EA, A County that $20,000 in 2016; Q4 2017 Design, Construction) Thinks Ahead and Wisely $1,520,000 Total Shapes the Future Norwich Lagoons Upgrade Class EA A County that $18,000 in 2016; Q1 2017 Thinks Ahead and Wisely $70,000 Total Shapes the Future Tillsonburg Digesters Conversion to A County that $75,000 in 2016 Q4 2017 Anoxic (Design, Construction) Thinks Ahead and Wisely Shapes the Future WATER SERVICES (INCLUDING WASTEWATER COLLECTION) Mount Elgin new well – design and A County that $300,000 in 2016; Q1 2017 construction Performs and Delivers $990,000 Total Results Water/Wastewater Servicing Study A County that $50,000 in 2016; Q4 2016 Initiation is dependent upon (Beachville or Sweaburg) Thinks Ahead and Wisely $100,000 Total completion of Princeton Shapes the Future Servicing Study.

Universal Metering – Countywide A County that $3,418,000 in 2016; Resulting water Performs and Delivers $5,690,000 Total Q2 2017 conservation may decrease Results revenues.

2017 – 2020 Water and Wastewater A County that $60,000 in 2016 Q3 2016 Preparation of the 2017 – Rate Study Performs and Delivers 2020 water and wastewater Results rates.

SCADA Master Plan A County that $175,000 in 2016; Q2 2017 Integration of

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2016 BUSINESS PLAN PUBLIC WORKS

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Performs and Delivers $250,000 Total instrumentation and Results controls to allow for remote monitoring and control of water and wastewater facilities.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications ROADS AND BRIDGES Oxford Road 59 at Juliana - A County that $350,000 in 2017 2017 Provide west-bound right Woodstock Works Together turn lane. Oxford Road 35- east of Lansdowne A County that $250,000 in 2017 2017 Provide traffic signal & turn Thinks Ahead and Wisely lanes. Shapes the Future Urbanization A County that $2,430,000 in 2017 2020 Thinks Ahead and Wisely $6,300,000 Total Shapes the Future FACILITIES Water Operations Building - Pitcher A County that $325,000 in 2017 Q4 2017 Street Norwich Thinks Ahead and Wisely Shapes the Future GREEN ENERGY PLAN Energy Audit - Lighting A County that $200,000 in 2017 Q4 2017 Thinks Ahead and Wisely Shapes the Future

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2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications WASTE MANAGEMENT Excavation of Cell 5 North Fill Area A County that $500,000 in 2017 Q4 2017 Performs and Delivers Results

WASTEWATER TREATMENT Tillsonburg WWTP A County that $600,000 in 2017; 2021 Phase 2 to be completed in Upgrade/Expansion – Phase 1 Thinks Ahead and Wisely $6,800,000 Total 10+ years – approx. $23 (Design, Construction) Shapes the Future million plus inflation.

Woodstock WWTP A County that $800,000 in 2017; 2018 Expansion/Upgrade – Stage 2 Thinks Ahead and Wisely $9,400,000 Total (Design, Construction) Shapes the Future Thamesford WWTP Dewatering A County that $1,720,000 Total 2019 (Design, Construction) Works Together Biosolids Centralized Storage A County that $75,000 in 2017; 2018 Facility (BCSF) Expansion Works Together $825,000 Total (Design, Construction) Norwich Lagoons Upgrade (Design, A County that 2022 Construction) Thinks Ahead and Wisely $7,700,000 Total Shapes the Future WATER SERVICES (INCLUDING WASTEWATER COLLECTION) Climate Change/Energy A County that $50,000 in 2017 Q3 2017 Assess potential impacts of Management Thinks Ahead and Wisely climate change on the Shapes the Future wastewater collection systems.

Integrated Water Resource Plan A County that $75,000 in 2017 Q4 2017 Assessment of system (IWRP) Thinks Ahead and Wisely capacity and redundancy Shapes the Future for long-term planning purposes.

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2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Undertaking a Benchmarking A County that $100,000 in 2017 Q4 2017 Assessment of efficiency Initiative Performs and Delivers and performance against Results comparable municipalities.

Additional Supply – Township A County that $150,000 in 2017; Q4 2019 Priorities developed Systems Performs and Delivers $1,825,000 Total through IWRP. Results

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2016 BUSINESS PLAN PUBLIC WORKS

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(59,252,286) $(59,025,935) $(60,592,901) $(1,566,966) 2.65%

SALARIES AND BENEFITS 11,849,616 11,857,293 12,497,415 640,122 5.40%

OPERATING AND PROGRAM EXPENSES 39,925,099 39,944,046 47,027,279 7,083,233 17.73%

DEBT REPAYMENT 5,889,813 6,129,665 5,470,172 (659,493) -10.76%

INTERDEPARTMENTAL ALLOCATIONS (11,898,293) (11,610,271) (17,864,965) (6,254,694) 53.87%

CAPITAL 30,887,153 57,107,323 69,332,657 12,225,334 21.41%

OTHER 4,114,340 (22,913,364) (34,083,079) (11,169,715) 48.75%

EXPENSES 80,767,728 80,514,692 82,379,479 1,864,787 2.32%

NET LEVY $21,515,442 $21,488,757 $21,786,578 $297,821 1.39%

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EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 81,074,104 88,551,681 134,327,523 99,317,006 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 45.89% 45.15% 53.99% 47.38% COST PER HOUSEHOLD $1,815.04 $1,957.59 $2,934.71 $2,144.29 COST PER CAPITA $737.01 $797.49 $1,202.14 $882.91 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN PUBLIC WORKS

FULL-TIME EQUIVALENT SUMMARY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VARIANCE FTE's 127.4 130.3 2.9 2.2% Student FTE's 9.0 9.0 0.0 0.0% Total 136.4 139.3 2.9 2.1% Reason for FTE change 1.0 FTE addition is proposed to assist with Energy Management. This position will coordinate the implementation of energy related projects.

0.16 FTE addition is proposed to assist with year round Roads operations. This FTE is partially offset by the elimination of two seasonal positions.

1.0 FTE decrease as Roads was over budgeted in 2015.

1.0 FTE is proposed for Construction. This FTE will assist with Computed Aided Design and Drafting (CADD) since the Construction section has been assigned more projects from other sections of PW. This position will be funded from projects already budgeted, reducing consultant fees.

0.3 Student FTE for Construction for the fall term.

0.7 FTE addition is proposed for a Risk Management Inspector (starting April 2016) for the Source Water Protection program in accordance with PW 2015-51 on contract

1.0 FTE addition is proposed for a Water Operator on a 16- month contract to assist with water operations during the Countywide Water Meter Installation Program. Will be funded by the Water Meter Capital Project. This was done during the

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2016 BUSINESS PLAN PUBLIC WORKS

Woodstock project as well.

0.3 Student FTE decrease in Wastewater

2016 NEW INITIATIVES Strategic Plan Expected Rationale and/or Goals/Objectives Budget Implications Alignment Completion Implications Public Works Source Water Protection A County that $370,200 in 2016; 2019 – four year Implementation of a Thinks Ahead $2,395,000 Total (staffing, plan with ongoing Source Water Protection and Wisely sewage maintenance operational costs program to meet Shapes the inspections, external expertise, continuing legislated requirements Future cost for threat mitigating indefinitely under the Clean Water incentives) Act

Source protection fee See Report No. PW incorporated within water rate 2015-51 structure $1.20/month minimum or $0.3/m3 in 2017 = approx. $500,000/year to support incentive program

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HOW WE ARE ORGANIZED

Director of Public Works

Roads & Environmental Water Energy Construction PW Services Facilities Services Services Management Manager Coordinator Manager Coordinator Manager Manager

Waste Water Engineering Construction Wastewater Roads Facilities Management Supervisors Staff(5.7) Staff(3) Supervisor Coordinator Supervisor Supervisor Supervisor(3) Supervisor (2)

WM Staff(7) Staff(5) Foreman (2) Foremen(3) Foremen (4) Foremen (1) Coordinator

Staff(27.6) Staff(5) Staff (16) Staff(12) Staff(20)

Woodlands conservation officer

41 of 234 PUBLIC WORKS 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES FEDERAL (3,061,137) (3,061,137) (3,214,194) (153,057) 5.00% PROVINCIAL (45,340) (790,340) (60,340) 730,000 (92.37%) OTHER GRANTS (530,000) - (510,000) (510,000) - % WATER/WASTEWATER RATES (34,493,237) (34,756,096) (36,110,115) (1,354,019) 3.90% USER FEES (16,856,783) (16,162,362) (14,314,715) 1,847,647 (11.43%) DEVELOPMENT CHARGES (3,509,500) (3,472,000) (3,484,500) (12,500) 0.36% OTHER (756,289) (784,000) (2,899,037) (2,115,037) 269.78% TOTAL REVENUES (59,252,286) (59,025,935) (60,592,901) (1,566,966) 2.65% SALARIES AND BENEFITS 11,849,616 11,857,293 12,497,415 640,122 5.40% OPERATING AND PROGRAM EXPENSES 39,925,099 39,944,046 47,027,279 7,083,233 17.73% DEBT REPAYMENT 5,889,813 6,129,665 5,470,172 (659,493) (10.76%) INTERDEPARTMENTAL ALLOCATIONS (11,898,293) (11,610,271) (17,864,965) (6,254,694) 53.87% CAPITAL 30,887,153 57,107,323 69,332,657 12,225,334 21.41% OTHER 4,114,340 (22,913,364) (34,083,079) (11,169,715) 48.75% TOTAL PUBLIC WORKS 21,515,442 21,488,757 21,786,578 297,821 1.39%

42 of 234 FACILITIES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (50,040) (48,505) (50,005) (1,500) 3.09% REV - RENT (734,200) (848,189) (724,083) 124,106 (14.63%) REV - DEVEL CHARGES (60,000) (90,000) (60,000) 30,000 (33.33%) REV - OTHER SOURCES (175,000) - - - - % REV - FEED IN TARIFF (13,298) (36,000) (54,537) (18,537) 51.49% REV - LAND SALES - - (2,000,000) (2,000,000) - % TOTAL REVENUES (1,032,538) (1,022,694) (2,888,625) (1,865,931) 182.45% SALARIES AND BENEFITS SALARIES 651,193 661,387 740,562 79,175 11.97% BENEFITS 173,090 173,090 197,961 24,871 14.37% TOTAL SALARIES AND BENEFITS 824,283 834,477 938,523 104,046 12.47% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 930,460 840,943 1,874,538 1,033,595 122.91% PROPERTY TAXES 1,061 - - - - % INSURANCE CLAIM COSTS 14,497 20,000 20,000 - - % COMPUTER SOFTWARE & SUPPORT 2,000 2,000 2,000 - - % UTILITIES 464,214 393,400 - (393,400) (100.00%) ADVERTISING/MARKETING/PROMO 700 700 3,000 2,300 328.57% TELECOMMUNICATIONS 10,060 9,300 10,425 1,125 12.10% TRAINING/SEMINARS/CONFERENCE 11,500 10,500 16,300 5,800 55.24% POSTAGE 50 50 50 - - % TRAVEL-EXPENSES, MILEAGE 1,200 1,200 1,200 - - % TOOLS/EQUIPMENT PURCHASE 11,774 12,000 13,500 1,500 12.50% R & M - BUILDINGS 340,385 210,400 526,500 316,100 150.24% TESTING - - 200 200 - % LIFE SAFETY SERVICES 54,232 43,900 51,500 7,600 17.31% OFFICE SUPPLIES/EXPENSES 790 300 11,300 11,000 3,666.67% UTILITIES - HYDRO - - 3,785,797 3,785,797 - % UTILITIES - HEAT - - 318,200 318,200 - % UTILITIES - WATER/SEWAGE - - 158,154 158,154 - % GARBAGE DISPOSAL 16,275 11,500 27,031 15,531 135.05% INSURANCE 25,961 21,791 23,545 1,754 8.05% LEGAL - 5,000 5,000 - - % SECURITY 24,856 20,900 108,517 87,617 419.22% JANITORIAL SERVICE 251,930 226,300 275,708 49,408 21.83% PURCHASED SERVICES 11,953 - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments. As a result of pooling expenditures for demand maintenance the budgeted charge to facility operations has increased. Actual expenditures will be charged to individual buildings.

43 of 234 FACILITIES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE LOCKSMITHING 2,798 5,400 - (5,400) (100.00%) HVAC REPAIRS INC CONTRACT 84,106 74,600 87,000 12,400 16.62% PLUMBING REPAIRS INC CONTRACT 45,589 30,450 25,000 (5,450) (17.90%) ELECTRICAL REPAIRS INC CONTRAC 68,468 53,200 75,000 21,800 40.98% GROUNDS WORK INC SNOW 153,165 155,402 379,658 224,256 144.31% ROOF REPAIRS 4,000 5,700 - (5,700) (100.00%) TOOLS/EQUIPMENT RENTAL 300 - - - - % ENERGY MANAGEMENT 3,000 4,000 4,000 - - % TOTAL OPERATING AND PROGRAM EXPEN 2,535,324 2,158,936 7,803,123 5,644,187 261.43% DEBT REPAYMENT DEBT REPAYMENT 714,534 733,483 838,883 105,400 14.37% DEBT PAYMENT - INTEREST 300,886 330,265 308,424 (21,841) (6.61%) TOTAL DEBT REPAYMENT 1,015,420 1,063,748 1,147,307 83,559 7.86% INTERDEPARTMENTAL ALLOCATIONS CHARGE TO OTHER JOB (1,959,056) (1,787,328) (1,983,266) (195,938) 10.96% CHARGE TO FACILITY OPERATIONS (816,356) (721,831) (1,759,939) (1,038,108) 143.82% CHARGE TO WASTE WATER (14) - (2,174,242) (2,174,242) - % CHARGE TO WATER (4,550) - (2,217,525) (2,217,525) - % TOTAL INTERDEPARTMENTAL ALLOCATIO (2,779,976) (2,509,159) (8,134,972) (5,625,813) 224.21% CAPITAL CAPITAL - BUILDING 15,000 - 90,500 90,500 - % CAPITAL - EQUIPMENT 5,700 - - - - % CAPITAL - FURNISHINGS 5,000 5,000 44,600 39,600 792.00% TOTAL CAPITAL 25,700 5,000 135,100 130,100 2,602.00% OTHER CONTRIBUTIONS TO RESERVE 757,718 742,408 2,383,514 1,641,106 221.05% CONTRIBUTIONS FROM RESERVE (171,401) (153,500) (186,002) (32,502) 21.17% TOTAL OTHER 586,317 588,908 2,197,512 1,608,604 273.15% TOTAL FACILITIES 1,174,530 1,119,216 1,197,968 78,752 7.04%

44 of 234 ROADS 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SALE OF EQUIPMENT (84,991) (50,000) (50,000) - - % REV - SERVICE RECOVERY FEES (277,620) (274,500) (322,000) (47,500) 17.30% REV - FINES (300) - (200) (200) - % REV - DEVEL CHARGES (650,000) (650,000) (650,000) - - % TOTAL REVENUES (1,012,911) (974,500) (1,022,200) (47,700) 4.89% SALARIES AND BENEFITS SALARIES 2,133,456 2,224,379 2,208,563 (15,816) (0.71%) BENEFITS 494,900 523,147 528,384 5,237 1.00% TOTAL SALARIES AND BENEFITS 2,628,356 2,747,526 2,736,947 (10,579) (0.39%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 2,370,882 2,016,520 2,257,092 240,572 11.93% INSURANCE CLAIM COSTS 14,657 25,000 25,000 - - % UTILITIES 41,087 46,300 - (46,300) (100.00%) LICENCES 59,132 48,453 60,698 12,245 25.27% ADVERTISING/MARKETING/PROMO 8,420 9,500 9,000 (500) (5.26%) TELECOMMUNICATIONS 11,300 14,750 11,800 (2,950) (20.00%) MEMBERSHIP/DUES/SUBSCRIPTIONS 1,200 3,500 4,200 700 20.00% TRAINING/SEMINARS/CONFERENCE 50,000 50,000 62,500 12,500 25.00% POSTAGE 100 100 100 - - % TRAVEL-EXPENSES, MILEAGE 12,500 23,000 8,500 (14,500) (63.04%) TOOLS/EQUIPMENT PURCHASE 111,304 141,300 115,500 (25,800) (18.26%) R & M - BUILDINGS 267 - - - - % R & M - EQUIPMENT 45,880 31,200 34,350 3,150 10.10% R & M - VEHICLES 569,631 521,550 551,350 29,800 5.71% MATERIALS 1,134,738 1,198,700 1,174,500 (24,200) (2.02%) FUEL DEPOT 30,000 - - - - % FUEL - VEHICLES 714,821 776,050 732,755 (43,295) (5.58%) LANDFILL TIPPING FEES 31,168 24,000 29,000 5,000 20.83% OFFICE SUPPLIES/EXPENSES 19,964 23,500 23,500 - - % UTILITIES - HYDRO - - 44,114 44,114 - % INSURANCE 211,864 226,267 220,088 (6,179) (2.73%) LEGAL 12,000 15,000 15,000 - - % CONTRACTOR PAYMENTS 808,854 738,100 606,200 (131,900) (17.87%) CONSULTANT FEES 30,000 70,000 70,000 - - % GROUNDS WORK INC SNOW 5,000 - 5,000 5,000 - % TOOLS/EQUIPMENT RENTAL 137,945 130,400 142,600 12,200 9.36%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

45 of 234 ROADS 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE SALT 814,000 814,000 824,000 10,000 1.23% SAND 71,800 65,000 65,000 - - % SUPPLIES/PROGRAM EXPENSES 646,750 631,600 678,600 47,000 7.44% PAYMENT CERTIFICATES 76,030 74,000 74,000 - - % TOTAL OPERATING AND PROGRAM EXPEN 8,041,294 7,717,790 7,844,447 126,657 1.64% DEBT REPAYMENT DEBT REPAYMENT 176,184 157,537 177,051 19,514 12.39% DEBT PAYMENT - INTEREST 42,492 50,205 38,132 (12,073) (24.05%) TOTAL DEBT REPAYMENT 218,676 207,742 215,183 7,441 3.58% INTERDEPARTMENTAL ALLOCATIONS CHARGE TO FACILITY OPERATIONS (10,000) (10,000) (10,200) (200) 2.00% CHARGE EQUIPMENT TO OTHER JOB (3,052,516) (2,870,940) (3,034,303) (163,363) 5.69% TOTAL INTERDEPARTMENTAL ALLOCATIO (3,062,516) (2,880,940) (3,044,503) (163,563) 5.68% CAPITAL CAPITAL - COMPUTER EQUIPMENT - - 3,000 3,000 - % CAPITAL - EQUIPMENT 12,500 - - - - % CAPITAL - VEHICLE 1,215,930 1,633,000 1,510,000 (123,000) (7.53%) TOTAL CAPITAL 1,228,430 1,633,000 1,513,000 (120,000) (7.35%) OTHER CONTRIBUTIONS TO RESERVE 2,249,675 1,972,250 2,196,195 223,945 11.35% CONTRIBUTIONS FROM RESERVE (1,543,965) (1,742,000) (1,585,000) 157,000 (9.01%) TOTAL OTHER 705,710 230,250 611,195 380,945 165.45% TOTAL ROADS 8,747,039 8,680,868 8,854,069 173,201 2.00%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

46 of 234 ADMINISTRATION 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - FEDERAL GAS REBATE (3,061,137) (3,061,137) (3,214,194) (153,057) 5.00% REV - PROVINCIAL GOVT - (730,000) - 730,000 (100.00%) REV - GRANT (530,000) - (510,000) (510,000) - % REV - SERVICE RECOVERY FEES (432,250) (52,250) (162,250) (110,000) 210.53% REV - CAPITAL CONTRIBUTIONS (118,500) (118,500) - 118,500 (100.00%) TOTAL REVENUES (4,141,887) (3,961,887) (3,886,444) 75,443 (1.90%) SALARIES AND BENEFITS SALARIES 1,480,145 1,521,543 1,629,031 107,488 7.06% BENEFITS 372,251 379,653 410,350 30,697 8.09% TOTAL SALARIES AND BENEFITS 1,852,396 1,901,196 2,039,381 138,185 7.27% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 885,214 961,689 933,577 (28,112) (2.92%) MEETING COSTS 25 - - - - % COMPUTER SOFTWARE & SUPPORT 9,000 10,000 10,000 - - % ADVERTISING/MARKETING/PROMO 900 900 910 10 1.11% TELECOMMUNICATIONS 12,350 12,160 12,477 317 2.61% MEMBERSHIP/DUES/SUBSCRIPTIONS 5,000 1,650 1,000 (650) (39.39%) TRAINING/SEMINARS/CONFERENCE 25,000 30,000 26,500 (3,500) (11.67%) POSTAGE 3,700 4,200 2,550 (1,650) (39.29%) PRINTING & PHOTOCOPYING - 300 - (300) (100.00%) TRAVEL-EXPENSES, MILEAGE 7,000 8,000 7,000 (1,000) (12.50%) R & M - EQUIPMENT 1,300 1,300 1,300 - - % OFFICE SUPPLIES/EXPENSES 14,800 15,500 14,950 (550) (3.55%) INSURANCE 58,430 55,002 60,183 5,181 9.42% LEGAL 6,500 11,500 11,500 - - % PURCHASED SERVICES 13,508 25,500 17,500 (8,000) (31.37%) SUPPLIES/PROGRAM EXPENSES 1,000 2,000 2,000 - - % TOTAL OPERATING AND PROGRAM EXPEN 1,043,727 1,139,701 1,101,447 (38,254) (3.36%) INTERDEPARTMENTAL ALLOCATIONS CHARGE TO PW OPERATIONS (1,827,994) (1,838,724) (1,919,726) (81,002) 4.41% CHARGE TO OTHER JOB (CAPITAL) (185,140) (185,140) (193,206) (8,066) 4.36% TOTAL INTERDEPARTMENTAL ALLOCATIO (2,013,134) (2,023,864) (2,112,932) (89,068) 4.40% CAPITAL CAPITAL - MAJOR PROJECTS 16,057,000 20,715,726 23,983,000 3,267,274 15.77% CAPITAL - EQUIPMENT 15,119 15,000 18,000 3,000 20.00% CAPITAL - VEHICLE 28,035 - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

47 of 234 ADMINISTRATION 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TRANSFER TO UNFINANCED CAPITAL 757,271 660,097 - (660,097) (100.00%) TOTAL CAPITAL 16,857,425 21,390,823 24,001,000 2,610,177 12.20% OTHER CONTRIBUTIONS TO RESERVE 5,877,637 3,591,137 3,464,194 (126,943) (3.53%) CONTRIBUTIONS FROM RESERVE (9,174,773) (11,577,323) (11,783,000) (205,677) 1.78% PROCEEDS FROM DEBENTURES (1,427,498) (1,480,000) (3,580,000) (2,100,000) 141.89% TOTAL OTHER (4,724,634) (9,466,186) (11,898,806) (2,432,620) 25.70% TOTAL ADMINISTRATION 8,873,893 8,979,783 9,243,646 263,863 2.94%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

48 of 234 Woodstock Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (2,300) (2,300) (2,300) - - % REV - RATES (6,941,408) (7,182,277) (7,275,548) (93,271) 1.30% REV - DEVEL CHARGES (500,000) (500,000) (500,000) - - % REV - CAPITAL PROJECT BILLING (492,200) - - - - % REV - CAPITAL CONTRIBUTIONS (142,800) (142,800) (144,228) (1,428) 1.00% TOTAL REVENUES (8,078,708) (7,827,377) (7,922,076) (94,699) 1.21% SALARIES AND BENEFITS SALARIES 159,704 209,270 162,718 (46,552) (22.24%) BENEFITS 41,322 54,878 41,215 (13,663) (24.90%) TOTAL SALARIES AND BENEFITS 201,026 264,148 203,933 (60,215) (22.80%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 1,158,168 1,192,112 2,123,380 931,268 78.12% BAD DEBTS EXPENSE 33,350 23,800 33,850 10,050 42.23% PROPERTY TAXES 81,500 79,100 82,700 3,600 4.55% UTILITIES 604,016 495,000 - (495,000) (100.00%) TELECOMMUNICATIONS 37,000 36,750 37,500 750 2.04% TRAVEL-EXPENSES, MILEAGE 100 - - - - % R & M - BUILDINGS 50,000 50,000 - (50,000) (100.00%) TESTING 16,335 16,336 19,292 2,956 18.10% MATERIALS 72,600 94,700 89,700 (5,000) (5.28%) OFFICE SUPPLIES/EXPENSES - 500 - (500) (100.00%) BILLING & COLLECTING EXPENSES 345,500 400,300 434,100 33,800 8.44% INSURANCE 12,669 9,951 13,049 3,098 31.13% LEGAL 1,500 - 1,500 1,500 - % JANITORIAL SERVICE 8,500 - - - - % PURCHASED SERVICES 1,624,500 1,654,450 1,772,065 117,615 7.11% GROUNDS WORK INC SNOW 35,000 25,500 - (25,500) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 4,080,738 4,078,499 4,607,136 528,637 12.96% DEBT REPAYMENT DEBT REPAYMENT 181,206 181,206 181,206 - - % DEBT PAYMENT - INTEREST 169,261 168,815 161,136 (7,679) (4.55%) TOTAL DEBT REPAYMENT 350,467 350,021 342,342 (7,679) (2.19%) CAPITAL CAPITAL - MAJOR PROJECTS 1,668,500 2,844,500 5,334,672 2,490,172 87.54% TOTAL CAPITAL 1,668,500 2,844,500 5,334,672 2,490,172 87.54% OTHER

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

49 of 234 Woodstock Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CONTRIBUTIONS TO RESERVE 4,116,077 3,634,709 3,268,665 (366,044) (10.07%) CONTRIBUTIONS FROM RESERVE (2,198,500) (3,344,500) (5,834,672) (2,490,172) 74.46% PROCEEDS FROM DEBENTURES (139,600) - - - - % TOTAL OTHER 1,777,977 290,209 (2,566,007) (2,856,216) (984.19%) TOTAL Woodstock Water - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

50 of 234 Tillsonburg Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (16,620) (6,620) (6,620) - - % REV - RATES (3,096,296) (3,126,994) (3,295,309) (168,315) 5.38% REV - DEVEL CHARGES (150,000) (150,000) (150,000) - - % REV - CAPITAL PROJECT BILLING (160,000) (160,000) (135,000) 25,000 (15.63%) REV - CAPITAL CONTRIBUTIONS (65,800) (65,800) (66,458) (658) 1.00% TOTAL REVENUES (3,488,716) (3,509,414) (3,653,387) (143,973) 4.10% SALARIES AND BENEFITS SALARIES 149,639 122,145 138,796 16,651 13.63% BENEFITS 39,702 31,635 34,755 3,120 9.86% TOTAL SALARIES AND BENEFITS 189,341 153,780 173,551 19,771 12.86% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 510,642 523,840 973,726 449,886 85.88% BAD DEBTS EXPENSE 34,500 34,500 34,600 100 0.29% PROPERTY TAXES 18,200 18,200 18,300 100 0.55% UTILITIES 304,360 230,000 - (230,000) (100.00%) TELECOMMUNICATIONS 15,000 17,350 17,700 350 2.02% R & M - BUILDINGS 27,000 27,500 - (27,500) (100.00%) TESTING 15,448 15,448 15,443 (5) (0.03%) MATERIALS 39,300 30,670 28,090 (2,580) (8.41%) BILLING & COLLECTING EXPENSES 207,300 207,300 207,600 300 0.14% INSURANCE 2,156 1,074 2,221 1,147 106.80% LEGAL - - 500 500 - % JANITORIAL SERVICE 2,800 - - - - % PURCHASED SERVICES 970,482 977,992 983,040 5,048 0.52% CONTRACTOR PAYMENTS 6,360 - - - - % GROUNDS WORK INC SNOW 11,000 13,000 - (13,000) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 2,164,548 2,096,874 2,281,220 184,346 8.79% DEBT REPAYMENT DEBT REPAYMENT 5,028 5,028 5,229 201 4.00% DEBT PAYMENT - INTEREST 1,593 1,592 1,391 (201) (12.63%) TOTAL DEBT REPAYMENT 6,621 6,620 6,620 - - % CAPITAL CAPITAL - MAJOR PROJECTS 805,000 1,854,000 2,857,633 1,003,633 54.13% TOTAL CAPITAL 805,000 1,854,000 2,857,633 1,003,633 54.13% OTHER CONTRIBUTIONS TO RESERVE 1,148,206 1,282,140 1,206,996 (75,144) (5.86%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

51 of 234 Tillsonburg Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CONTRIBUTIONS FROM RESERVE (825,000) (1,884,000) (2,872,633) (988,633) 52.48% TOTAL OTHER 323,206 (601,860) (1,665,637) (1,063,777) 176.75% TOTAL Tillsonburg Water - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

52 of 234 Ingersoll Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (23,947) (27,025) (19,525) 7,500 (27.75%) REV - RATES (3,357,285) (3,452,765) (3,517,588) (64,823) 1.88% REV - DEVEL CHARGES (100,000) (100,000) (100,000) - - % REV - CAPITAL PROJECT BILLING (113,568) - - - - % REV - CAPITAL CONTRIBUTIONS (49,700) (49,700) (50,190) (490) 0.99% TOTAL REVENUES (3,644,500) (3,629,490) (3,687,303) (57,813) 1.59% SALARIES AND BENEFITS SALARIES 376,776 310,720 364,330 53,610 17.25% BENEFITS 93,335 80,232 92,957 12,725 15.86% TOTAL SALARIES AND BENEFITS 470,111 390,952 457,287 66,335 16.97% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 406,359 408,578 927,866 519,288 127.10% BAD DEBTS EXPENSE 18,500 15,180 18,685 3,505 23.09% PROPERTY TAXES 36,955 46,160 37,325 (8,835) (19.14%) INSURANCE CLAIM COSTS 768 - - - - % UTILITIES 344,428 286,000 - (286,000) (100.00%) TELECOMMUNICATIONS 20,500 20,000 20,500 500 2.50% POSTAGE 2,510 2,600 2,600 - - % R & M - BUILDINGS 10,000 41,000 - (41,000) (100.00%) TESTING 14,225 14,225 11,007 (3,218) (22.62%) MATERIALS 144,250 161,200 166,500 5,300 3.29% OFFICE SUPPLIES/EXPENSES 500 1,000 750 (250) (25.00%) BILLING & COLLECTING EXPENSES 168,600 168,600 170,286 1,686 1.00% INSURANCE 4,973 3,012 4,780 1,768 58.70% JANITORIAL SERVICE 2,100 2,000 - (2,000) (100.00%) PURCHASED SERVICES 145,100 208,200 190,300 (17,900) (8.60%) GROUNDS WORK INC SNOW 17,000 18,600 - (18,600) (100.00%) TOOLS/EQUIPMENT RENTAL - 300 300 - - % TOTAL OPERATING AND PROGRAM EXPEN 1,336,768 1,396,655 1,550,899 154,244 11.04% DEBT REPAYMENT DEBT REPAYMENT 65,901 65,901 58,609 (7,292) (11.07%) DEBT PAYMENT - INTEREST 19,075 19,643 17,327 (2,316) (11.79%) TOTAL DEBT REPAYMENT 84,976 85,544 75,936 (9,608) (11.23%) CAPITAL CAPITAL - MAJOR PROJECTS 772,500 1,117,000 3,358,319 2,241,319 200.66% TOTAL CAPITAL 772,500 1,117,000 3,358,319 2,241,319 200.66%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

53 of 234 Ingersoll Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE OTHER CONTRIBUTIONS TO RESERVE 1,981,156 1,971,339 1,703,181 (268,158) (13.60%) CONTRIBUTIONS FROM RESERVE (1,001,011) (1,332,000) (3,458,319) (2,126,319) 159.63% TOTAL OTHER 980,145 639,339 (1,755,138) (2,394,477) (374.52%) TOTAL Ingersoll Water - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

54 of 234 Township Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (320,847) (327,847) (320,847) 7,000 (2.14%) REV - RATES (4,427,212) (4,399,251) (4,557,406) (158,155) 3.60% REV - DEVEL CHARGES (149,500) (152,000) (149,500) 2,500 (1.64%) REV - CAPITAL PROJECT BILLING (51,484) - - - - % REV - CAPITAL CONTRIBUTIONS (63,120) (63,120) (63,750) (630) 1.00% TOTAL REVENUES (5,012,163) (4,942,218) (5,091,503) (149,285) 3.02% SALARIES AND BENEFITS SALARIES 501,257 496,285 475,911 (20,374) (4.11%) BENEFITS 127,933 132,844 124,161 (8,683) (6.54%) TOTAL SALARIES AND BENEFITS 629,190 629,129 600,072 (29,057) (4.62%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 500,467 518,593 1,209,319 690,726 133.19% BAD DEBTS EXPENSE 36,000 25,200 36,396 11,196 44.43% PROPERTY TAXES 52,830 52,830 53,411 581 1.10% INSURANCE CLAIM COSTS 502 - - - - % UTILITIES 439,972 332,500 - (332,500) (100.00%) TELECOMMUNICATIONS 34,449 53,000 35,000 (18,000) (33.96%) POSTAGE 3,019 2,700 3,000 300 11.11% R & M - BUILDINGS 40,000 45,000 - (45,000) (100.00%) TESTING 53,437 53,907 51,052 (2,855) (5.30%) MATERIALS 171,500 195,500 191,700 (3,800) (1.94%) BILLING & COLLECTING EXPENSES 187,100 179,400 182,091 2,691 1.50% INSURANCE 15,954 12,631 16,433 3,802 30.10% LEGAL 1,700 5,000 3,000 (2,000) (40.00%) PURCHASED SERVICES 357,100 442,300 338,200 (104,100) (23.54%) CONTRACTOR PAYMENTS 6,000 - - - - % GROUNDS WORK INC SNOW 54,317 51,500 - (51,500) (100.00%) TOOLS/EQUIPMENT RENTAL 17 - - - - % TOTAL OPERATING AND PROGRAM EXPEN 1,954,364 1,970,061 2,119,602 149,541 7.59% DEBT REPAYMENT DEBT REPAYMENT 225,145 225,145 234,651 9,506 4.22% DEBT PAYMENT - INTEREST 49,171 49,169 39,662 (9,507) (19.34%) TOTAL DEBT REPAYMENT 274,316 274,314 274,313 (1) - % CAPITAL CAPITAL - MAJOR PROJECTS 770,700 1,920,000 4,123,376 2,203,376 114.76% TOTAL CAPITAL 770,700 1,920,000 4,123,376 2,203,376 114.76%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

55 of 234 Township Water 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE OTHER CONTRIBUTIONS TO RESERVE 2,324,293 2,268,714 2,197,516 (71,198) (3.14%) CONTRIBUTIONS FROM RESERVE (940,700) (2,120,000) (4,223,376) (2,103,376) 99.22% TOTAL OTHER 1,383,593 148,714 (2,025,860) (2,174,574) (1,462.25%) TOTAL Township Water - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

56 of 234 Water General 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (45,340) (60,340) (60,340) - - % REV - SERVICE RECOVERY FEES (147,524) (177,607) (142,997) 34,610 (19.49%) TOTAL REVENUES (192,864) (237,947) (203,337) 34,610 (14.55%) SALARIES AND BENEFITS SALARIES 739,729 715,366 909,400 194,034 27.12% BENEFITS 469,239 391,520 526,549 135,029 34.49% TOTAL SALARIES AND BENEFITS 1,208,968 1,106,886 1,435,949 329,063 29.73% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 979,905 960,045 960,650 605 0.06% COMPUTER SOFTWARE & SUPPORT 21,900 21,900 10,000 (11,900) (54.34%) UTILITIES 3,665 3,200 - (3,200) (100.00%) LICENCES 20,000 20,000 - (20,000) (100.00%) ADVERTISING/MARKETING/PROMO 8,700 18,000 13,500 (4,500) (25.00%) TELECOMMUNICATIONS 10,000 12,300 12,600 300 2.44% MEMBERSHIP/DUES/SUBSCRIPTIONS 15,000 15,000 16,200 1,200 8.00% TRAINING/SEMINARS/CONFERENCE 43,500 39,000 43,750 4,750 12.18% POSTAGE 3,200 3,700 3,700 - - % TRAVEL-EXPENSES, MILEAGE 1,900 5,000 3,100 (1,900) (38.00%) TOOLS/EQUIPMENT PURCHASE 25,000 33,000 35,000 2,000 6.06% R & M - BUILDINGS 6,150 10,500 10,000 (500) (4.76%) R & M - EQUIPMENT 2,500 5,000 5,000 - - % MATERIALS 1,700 3,650 3,675 25 0.68% CHLORINE AND CHEMICALS 170,000 194,000 194,000 - - % OFFICE SUPPLIES/EXPENSES 4,000 1,000 1,000 - - % INSURANCE 118,562 128,439 122,119 (6,320) (4.92%) LEGAL 10,000 10,000 - (10,000) (100.00%) SECURITY 10,000 10,400 10,800 400 3.85% PURCHASED SERVICES 201,800 321,050 196,075 (124,975) (38.93%) CONSULTANT FEES - 25,000 110,880 85,880 343.52% LOCATE 4,800 - 5,000 5,000 - % TOOLS/EQUIPMENT RENTAL 2,500 3,500 3,500 - - % SUPPLIES/PROGRAM EXPENSES 84,000 124,000 324,400 200,400 161.61% TOTAL OPERATING AND PROGRAM EXPEN 1,748,782 1,967,684 2,084,949 117,265 5.96% DEBT REPAYMENT DEBT REPAYMENT 761,560 761,560 380,780 (380,780) (50.00%) DEBT PAYMENT - INTEREST 26,914 26,914 5,418 (21,496) (79.87%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

57 of 234 Water General 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL DEBT REPAYMENT 788,474 788,474 386,198 (402,276) (51.02%) INTERDEPARTMENTAL ALLOCATIONS CHARGE TO WATER (2,571,386) (2,643,123) (3,028,961) (385,838) 14.60% TOTAL INTERDEPARTMENTAL ALLOCATIO (2,571,386) (2,643,123) (3,028,961) (385,838) 14.60% CAPITAL CAPITAL - COMPUTER EQUIPMENT 6,500 - - - - % CAPITAL - EQUIPMENT - 6,500 - (6,500) (100.00%) TOTAL CAPITAL 6,500 6,500 - (6,500) (100.00%) OTHER CONTRIBUTIONS FROM RESERVE (988,474) (988,474) (674,798) 313,676 (31.73%) TOTAL OTHER (988,474) (988,474) (674,798) 313,676 (31.73%) TOTAL Water General - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

58 of 234 WASTE MANAGEMENT 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - TIPPING FEES (3,100,000) (3,100,000) (3,100,000) - - % REV - SERVICE RECOVERY FEES (3,753,730) (3,845,600) (3,951,340) (105,740) 2.75% REV - STEWARDSHIP ONTARIO (658,000) (698,000) (794,500) (96,500) 13.83% TOTAL REVENUES (7,511,730) (7,643,600) (7,845,840) (202,240) 2.65% SALARIES AND BENEFITS SALARIES 840,374 840,374 866,359 25,985 3.09% BENEFITS 222,164 222,164 241,946 19,782 8.90% TOTAL SALARIES AND BENEFITS 1,062,538 1,062,538 1,108,305 45,767 4.31% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 857,369 860,374 877,831 17,457 2.03% PROPERTY TAXES 30,406 26,500 31,014 4,514 17.03% COMPUTER SOFTWARE & SUPPORT 29,270 28,400 23,700 (4,700) (16.55%) UTILITIES 44,693 45,000 - (45,000) (100.00%) ADVERTISING/MARKETING/PROMO 78,600 59,000 39,100 (19,900) (33.73%) TELECOMMUNICATIONS 3,300 3,820 3,300 (520) (13.61%) MEMBERSHIP/DUES/SUBSCRIPTIONS 3,380 3,550 3,650 100 2.82% TRAINING/SEMINARS/CONFERENCE 7,900 10,080 9,400 (680) (6.75%) POSTAGE 8,550 11,200 8,470 (2,730) (24.38%) TRAVEL-EXPENSES, MILEAGE 825 900 860 (40) (4.44%) TOOLS/EQUIPMENT PURCHASE 12,000 15,000 15,000 - - % R & M - BUILDINGS 11,000 15,000 15,000 - - % R & M - EQUIPMENT 10,000 12,000 12,000 - - % TESTING 3,100 2,750 3,100 350 12.73% MATERIALS 25,000 50,000 50,000 - - % LANDFILL TIPPING FEES 973,758 982,200 976,100 (6,100) (0.62%) OFFICE SUPPLIES/EXPENSES 1,000 2,000 2,000 - - % UTILITIES - HYDRO - - 31,913 31,913 - % UTILITIES - HEAT - - 16,355 16,355 - % TRANSPORTATION 55,000 56,874 - (56,874) (100.00%) TSFR STATION 122,598 122,598 - (122,598) (100.00%) INSURANCE 119,783 112,651 123,377 10,726 9.52% JANITORIAL SERVICE 2,850 3,000 3,000 - - % PURCHASED SERVICES 6,378,274 6,372,797 6,462,081 89,284 1.40% CONSULTANT FEES 60,300 61,600 69,000 7,400 12.01% TOOLS/EQUIPMENT RENTAL 2,500 2,500 2,500 - - % SUPPLIES/PROGRAM EXPENSES 78,200 84,600 77,600 (7,000) (8.27%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

59 of 234 WASTE MANAGEMENT 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL OPERATING AND PROGRAM EXPEN 8,919,656 8,944,394 8,856,351 (88,043) (0.98%) CAPITAL CAPITAL - BUILDING 10,000 - 80,000 80,000 - % TOTAL CAPITAL 10,000 - 80,000 80,000 - % OTHER CONTRIBUTIONS TO RESERVE 116,359 216,540 441,437 224,897 103.86% CONTRIBUTIONS FROM RESERVE - - (280,000) (280,000) - % TOTAL OTHER 116,359 216,540 161,437 (55,103) (25.45%) TOTAL WASTE MANAGEMENT 2,596,823 2,579,872 2,360,253 (219,619) (8.51%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

60 of 234 Woodstock Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (101,652) (135,552) (145,064) (9,512) 7.02% REV - RATES (5,670,759) (5,940,005) (5,820,109) 119,896 (2.02%) REV - DEVEL CHARGES (600,000) (600,000) (600,000) - - % REV - CAPITAL PROJECT BILLING (581,417) (390,000) (310,000) 80,000 (20.51%) REV - CAPITAL CONTRIBUTIONS (143,300) (143,300) (144,733) (1,433) 1.00% TOTAL REVENUES (7,097,128) (7,208,857) (7,019,906) 188,951 (2.62%) SALARIES AND BENEFITS SALARIES 547,405 539,436 550,113 10,677 1.98% BENEFITS 141,331 131,901 147,417 15,516 11.76% TOTAL SALARIES AND BENEFITS 688,736 671,337 697,530 26,193 3.90% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 704,719 743,953 1,498,363 754,410 101.41% BAD DEBTS EXPENSE 11,000 33,400 11,132 (22,268) (66.67%) UTILITIES 684,918 714,000 - (714,000) (100.00%) TELECOMMUNICATIONS 6,600 7,800 7,900 100 1.28% TRAINING/SEMINARS/CONFERENCE 13,000 13,000 13,000 - - % POSTAGE - 90 - (90) (100.00%) TRAVEL-EXPENSES, MILEAGE 4,000 4,000 4,000 - - % TOOLS/EQUIPMENT PURCHASE 8,000 19,500 19,500 - - % R & M - BUILDINGS 100 3,000 - (3,000) (100.00%) R & M - EQUIPMENT 1,500 5,000 5,000 - - % TESTING 52,575 55,075 56,000 925 1.68% MATERIALS 134,220 135,110 131,975 (3,135) (2.32%) CHLORINE AND CHEMICALS 156,250 186,250 168,000 (18,250) (9.80%) LANDFILL TIPPING FEES 2,500 8,000 3,000 (5,000) (62.50%) OFFICE SUPPLIES/EXPENSES 100 500 500 - - % GARBAGE DISPOSAL 2,500 2,500 - (2,500) (100.00%) BILLING & COLLECTING EXPENSES 197,570 197,570 214,000 16,430 8.32% INSURANCE 11,787 9,511 12,141 2,630 27.65% LEGAL 1,400 - 1,000 1,000 - % PURCHASED SERVICES 811,445 869,455 852,600 (16,855) (1.94%) GROUNDS WORK INC SNOW 8,750 8,150 - (8,150) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 2,812,934 3,015,864 2,998,111 (17,753) (0.59%) DEBT REPAYMENT DEBT REPAYMENT 368,819 368,819 369,466 647 0.18% DEBT PAYMENT - INTEREST 237,617 237,137 234,584 (2,553) (1.08%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

61 of 234 Woodstock Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL DEBT REPAYMENT 606,436 605,956 604,050 (1,906) (0.31%) CAPITAL CAPITAL - MAJOR PROJECTS 1,740,000 6,493,000 5,474,028 (1,018,972) (15.69%) TOTAL CAPITAL 1,740,000 6,493,000 5,474,028 (1,018,972) (15.69%) OTHER CONTRIBUTIONS TO RESERVE 4,354,329 3,465,700 3,010,215 (455,485) (13.14%) CONTRIBUTIONS FROM RESERVE (2,904,264) (7,043,000) (5,764,028) 1,278,972 (18.16%) PROCEEDS FROM DEBENTURES (201,043) - - - - % TOTAL OTHER 1,249,022 (3,577,300) (2,753,813) 823,487 (23.02%) TOTAL Woodstock Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

62 of 234 Tillsonburg Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (584,066) (512,066) (568,066) (56,000) 10.94% REV - RATES (3,070,977) (3,125,475) (3,162,987) (37,512) 1.20% REV - DEVEL CHARGES (450,000) (450,000) (450,000) - - % REV - CAPITAL PROJECT BILLING (266,000) (218,000) (452,620) (234,620) 107.62% REV - CAPITAL CONTRIBUTIONS (62,900) (62,900) (63,529) (629) 1.00% TOTAL REVENUES (4,433,943) (4,368,441) (4,697,202) (328,761) 7.53% SALARIES AND BENEFITS SALARIES 253,819 222,305 245,750 23,445 10.55% BENEFITS 68,182 56,811 62,563 5,752 10.12% TOTAL SALARIES AND BENEFITS 322,001 279,116 308,313 29,197 10.46% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 302,546 316,274 596,803 280,529 88.70% BAD DEBTS EXPENSE 25,000 16,000 25,100 9,100 56.88% PROPERTY TAXES 15,940 15,940 16,099 159 1.00% UTILITIES 229,842 223,520 - (223,520) (100.00%) TELECOMMUNICATIONS 3,520 5,130 5,145 15 0.29% TRAINING/SEMINARS/CONFERENCE 3,234 2,500 3,000 500 20.00% TRAVEL-EXPENSES, MILEAGE 250 750 250 (500) (66.67%) TOOLS/EQUIPMENT PURCHASE 11,751 12,000 11,500 (500) (4.17%) R & M - BUILDINGS - 100 - (100) (100.00%) TESTING 24,500 24,500 24,500 - - % MATERIALS 37,500 50,620 47,890 (2,730) (5.39%) CHLORINE AND CHEMICALS 63,241 66,000 66,000 - - % OFFICE SUPPLIES/EXPENSES - 200 200 - - % GARBAGE DISPOSAL 2,000 2,000 - (2,000) (100.00%) BILLING & COLLECTING EXPENSES 118,500 118,500 95,000 (23,500) (19.83%) INSURANCE 2,734 2,047 2,816 769 37.57% PURCHASED SERVICES 395,901 412,908 384,460 (28,448) (6.89%) GROUNDS WORK INC SNOW 12,000 3,500 - (3,500) (100.00%) TOOLS/EQUIPMENT RENTAL 200 800 800 - - % TOTAL OPERATING AND PROGRAM EXPEN 1,248,659 1,273,289 1,279,563 6,274 0.49% DEBT REPAYMENT DEBT REPAYMENT 119,809 119,809 80,715 (39,094) (32.63%) DEBT PAYMENT - INTEREST 26,098 26,051 22,164 (3,887) (14.92%) TOTAL DEBT REPAYMENT 145,907 145,860 102,879 (42,981) (29.47%) CAPITAL

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

63 of 234 Tillsonburg Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CAPITAL - MAJOR PROJECTS 758,000 1,706,000 2,544,662 838,662 49.16% TRANSFER TO UNFINANCED CAPITAL (101,575) - 101,575 101,575 - % TOTAL CAPITAL 656,425 1,706,000 2,646,237 940,237 55.11% OTHER CONTRIBUTIONS TO RESERVE 2,507,951 2,452,176 2,553,827 101,651 4.15% CONTRIBUTIONS FROM RESERVE (447,000) (1,488,000) (2,193,617) (705,617) 47.42% TOTAL OTHER 2,060,951 964,176 360,210 (603,966) (62.64%) TOTAL Tillsonburg Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

64 of 234 Ingersoll Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (75,046) (75,046) (75,046) - - % REV - RATES (3,855,807) (4,002,200) (4,122,426) (120,226) 3.00% REV - DEVEL CHARGES (350,000) (350,000) (350,000) - - % REV - CAPITAL PROJECT BILLING (2,882,772) (2,900,000) (200,000) 2,700,000 (93.10%) REV - CAPITAL CONTRIBUTIONS (46,640) (46,640) (847,106) (800,466) 1,716.27% TOTAL REVENUES (7,210,265) (7,373,886) (5,594,578) 1,779,308 (24.13%) SALARIES AND BENEFITS SALARIES 372,999 325,520 372,803 47,283 14.53% BENEFITS 97,228 86,189 96,884 10,695 12.41% TOTAL SALARIES AND BENEFITS 470,227 411,709 469,687 57,978 14.08% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 238,022 256,113 524,662 268,549 104.86% BAD DEBTS EXPENSE 15,000 8,520 12,120 3,600 42.25% PROPERTY TAXES 21,352 46,700 21,715 (24,985) (53.50%) UTILITIES 229,515 214,500 - (214,500) (100.00%) TELECOMMUNICATIONS 6,700 7,540 7,600 60 0.80% TRAINING/SEMINARS/CONFERENCE 7,500 7,500 9,000 1,500 20.00% TRAVEL-EXPENSES, MILEAGE 522 2,000 500 (1,500) (75.00%) TOOLS/EQUIPMENT PURCHASE 17,995 16,600 16,600 - - % R & M - BUILDINGS - 500 - (500) (100.00%) R & M - EQUIPMENT 1,500 5,000 5,000 - - % TESTING 23,000 23,000 23,000 - - % MATERIALS 70,110 75,220 73,320 (1,900) (2.53%) CHLORINE AND CHEMICALS 61,000 61,000 61,000 - - % OFFICE SUPPLIES/EXPENSES 150 150 150 - - % GARBAGE DISPOSAL 2,000 2,500 2,000 (500) (20.00%) BILLING & COLLECTING EXPENSES 81,970 81,970 83,200 1,230 1.50% INSURANCE 3,056 2,229 3,148 919 41.23% PURCHASED SERVICES 148,429 198,920 190,140 (8,780) (4.41%) GROUNDS WORK INC SNOW 12,000 3,000 - (3,000) (100.00%) TOOLS/EQUIPMENT RENTAL 843 2,500 2,500 - - % TOTAL OPERATING AND PROGRAM EXPEN 940,664 1,015,462 1,035,655 20,193 1.99% DEBT REPAYMENT DEBT REPAYMENT 427,513 427,213 293,949 (133,264) (31.19%) DEBT PAYMENT - INTEREST 102,911 234,961 89,588 (145,373) (61.87%) TOTAL DEBT REPAYMENT 530,424 662,174 383,537 (278,637) (42.08%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

65 of 234 Ingersoll Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CAPITAL CAPITAL - MAJOR PROJECTS 7,091,622 16,013,000 14,199,759 (1,813,241) (11.32%) TRANSFER TO UNFINANCED CAPITAL (1,793,035) 2,000 1,795,000 1,793,000 89,650.00% TOTAL CAPITAL 5,298,587 16,015,000 15,994,759 (20,241) (0.13%) OTHER CONTRIBUTIONS TO RESERVE 3,491,756 2,313,541 2,705,699 392,158 16.95% CONTRIBUTIONS FROM RESERVE (3,513,893) (3,160,000) (2,972,759) 187,241 (5.93%) PROCEEDS FROM DEBENTURES (7,500) (9,884,000) (12,022,000) (2,138,000) 21.63% TOTAL OTHER (29,637) (10,730,459) (12,289,060) (1,558,601) 14.53% TOTAL Ingersoll Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

66 of 234 Norwich Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (114,183) (113,949) (113,949) - - % REV - RATES (683,947) (740,366) (716,558) 23,808 (3.22%) REV - DEVEL CHARGES (160,000) (160,000) (160,000) - - % REV - CAPITAL CONTRIBUTIONS (11,600) (11,600) (11,716) (116) 1.00% TOTAL REVENUES (969,730) (1,025,915) (1,002,223) 23,692 (2.31%) SALARIES AND BENEFITS SALARIES 49,006 42,765 58,977 16,212 37.91% BENEFITS 13,199 10,635 14,677 4,042 38.01% TOTAL SALARIES AND BENEFITS 62,205 53,400 73,654 20,254 37.93% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 59,718 63,587 115,035 51,448 80.91% BAD DEBTS EXPENSE 4,500 2,450 4,545 2,095 85.51% PROPERTY TAXES 3,586 5,600 3,636 (1,964) (35.07%) UTILITIES 26,629 24,800 - (24,800) (100.00%) TELECOMMUNICATIONS 2,400 2,750 2,800 50 1.82% TOOLS/EQUIPMENT PURCHASE 500 500 500 - - % R & M - BUILDINGS - 500 - (500) (100.00%) TESTING 4,250 6,500 6,500 - - % MATERIALS 19,460 26,155 17,080 (9,075) (34.70%) CHLORINE AND CHEMICALS 10,000 10,000 10,000 - - % BILLING & COLLECTING EXPENSES 19,180 19,180 19,468 288 1.50% INSURANCE 597 415 615 200 48.19% PURCHASED SERVICES 35,923 73,335 47,690 (25,645) (34.97%) GROUNDS WORK INC SNOW 22,500 6,000 - (6,000) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 209,243 241,772 227,869 (13,903) (5.75%) DEBT REPAYMENT DEBT REPAYMENT 74,763 74,763 78,357 3,594 4.81% DEBT PAYMENT - INTEREST 29,086 29,086 25,492 (3,594) (12.36%) TOTAL DEBT REPAYMENT 103,849 103,849 103,849 - - % CAPITAL CAPITAL - MAJOR PROJECTS 240,000 627,000 995,520 368,520 58.78% TOTAL CAPITAL 240,000 627,000 995,520 368,520 58.78% OTHER CONTRIBUTIONS TO RESERVE 594,433 626,894 596,851 (30,043) (4.79%) CONTRIBUTIONS FROM RESERVE (240,000) (627,000) (995,520) (368,520) 58.78% TOTAL OTHER 354,433 (106) (398,669) (398,563) 376,002.83%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

67 of 234 Norwich Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL Norwich Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

68 of 234 Tavistock Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (300,872) (190,900) (300,500) (109,600) 57.41% REV - RATES (893,266) (854,097) (1,008,708) (154,611) 18.10% REV - DEVEL CHARGES (100,000) (40,000) (75,000) (35,000) 87.50% REV - CAPITAL CONTRIBUTIONS (10,110) (10,110) (10,211) (101) 1.00% TOTAL REVENUES (1,304,248) (1,095,107) (1,394,419) (299,312) 27.33% SALARIES AND BENEFITS SALARIES 90,917 58,918 91,470 32,552 55.25% BENEFITS 23,971 12,212 23,551 11,339 92.85% TOTAL SALARIES AND BENEFITS 114,888 71,130 115,021 43,891 61.71% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 50,858 54,059 289,265 235,206 435.09% BAD DEBTS EXPENSE 2,500 2,120 2,525 405 19.10% PROPERTY TAXES 43,541 12,630 43,098 30,468 241.24% UTILITIES 190,470 131,800 - (131,800) (100.00%) TELECOMMUNICATIONS 3,300 5,000 5,100 100 2.00% TOOLS/EQUIPMENT PURCHASE 7,500 4,500 4,500 - - % R & M - BUILDINGS - 6,000 - (6,000) (100.00%) TESTING 17,000 23,000 23,000 - - % MATERIALS 10,550 22,570 19,870 (2,700) (11.96%) CHLORINE AND CHEMICALS 72,745 77,500 77,500 - - % GARBAGE DISPOSAL 400 - 400 400 - % BILLING & COLLECTING EXPENSES 13,200 13,200 13,398 198 1.50% INSURANCE 1,167 550 1,202 652 118.55% LEGAL 1,150 - - - - % PURCHASED SERVICES 33,959 100,520 80,540 (19,980) (19.88%) GROUNDS WORK INC SNOW 17,550 4,500 - (4,500) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 465,890 457,949 560,398 102,449 22.37% DEBT REPAYMENT DEBT REPAYMENT 287,327 329,837 354,088 24,251 7.35% DEBT PAYMENT - INTEREST 161,113 189,825 165,953 (23,872) (12.58%) TOTAL DEBT REPAYMENT 448,440 519,662 520,041 379 0.07% CAPITAL CAPITAL - MAJOR PROJECTS 445,000 545,000 727,812 182,812 33.54% TRANSFER TO UNFINANCED CAPITAL 226,886 136,000 210,000 74,000 54.41% TOTAL CAPITAL 671,886 681,000 937,812 256,812 37.71% OTHER

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

69 of 234 Tavistock Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CONTRIBUTIONS TO RESERVE 462,951 135,110 278,959 143,849 106.47% CONTRIBUTIONS FROM RESERVE (256,190) (215,000) (657,812) (442,812) 205.96% TFR TO UNFINANCED CAPITAL (OP) 8,269 (3,744) - 3,744 (100.00%) PROCEEDS FROM DEBENTURES (611,886) (551,000) (360,000) 191,000 (34.66%) TOTAL OTHER (396,856) (634,634) (738,853) (104,219) 16.42% TOTAL Tavistock Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

70 of 234 Plattsville Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (3,800) (2,880) (3,800) (920) 31.94% REV - RATES (523,412) (516,271) (529,177) (12,906) 2.50% REV - DEVEL CHARGES (170,000) (160,000) (170,000) (10,000) 6.25% REV - CAPITAL CONTRIBUTIONS (4,780) (4,780) (4,828) (48) 1.00% TOTAL REVENUES (701,992) (683,931) (707,805) (23,874) 3.49% SALARIES AND BENEFITS SALARIES 37,791 40,856 44,947 4,091 10.01% BENEFITS 9,124 8,254 11,044 2,790 33.80% TOTAL SALARIES AND BENEFITS 46,915 49,110 55,991 6,881 14.01% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 22,676 23,390 106,488 83,098 355.27% BAD DEBTS EXPENSE 8,000 3,300 7,500 4,200 127.27% PROPERTY TAXES 700 930 707 (223) (23.98%) UTILITIES 63,451 39,600 - (39,600) (100.00%) TELECOMMUNICATIONS 755 1,020 1,040 20 1.96% TOOLS/EQUIPMENT PURCHASE - 1,000 750 (250) (25.00%) R & M - BUILDINGS - 500 - (500) (100.00%) TESTING 9,800 9,000 9,800 800 8.89% MATERIALS 3,976 17,925 17,420 (505) (2.82%) CHLORINE AND CHEMICALS 23,750 24,000 24,000 - - % OFFICE SUPPLIES/EXPENSES - 250 - (250) (100.00%) BILLING & COLLECTING EXPENSES 5,444 3,820 5,498 1,678 43.93% INSURANCE 300 198 309 111 56.06% PURCHASED SERVICES 9,204 38,725 29,220 (9,505) (24.54%) GROUNDS WORK INC SNOW 13,050 1,400 - (1,400) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 161,106 165,058 202,732 37,674 22.82% DEBT REPAYMENT DEBT REPAYMENT 192,663 192,663 200,350 7,687 3.99% DEBT PAYMENT - INTEREST 92,251 92,251 84,564 (7,687) (8.33%) TOTAL DEBT REPAYMENT 284,914 284,914 284,914 - - % CAPITAL CAPITAL - MAJOR PROJECTS - 200,000 204,811 4,811 2.41% TOTAL CAPITAL - 200,000 204,811 4,811 2.41% OTHER CONTRIBUTIONS TO RESERVE 535,977 500,510 344,321 (156,189) (31.21%) CONTRIBUTIONS FROM RESERVE (326,920) (515,661) (384,964) 130,697 (25.35%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

71 of 234 Plattsville Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL OTHER 209,057 (15,151) (40,643) (25,492) 168.25% TOTAL Plattsville Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

72 of 234 Thamesford Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (393,952) (1,105,839) (356,038) 749,801 (67.80%) REV - RATES (1,161,660) (590,041) (1,219,366) (629,325) 106.66% REV - DEVEL CHARGES (60,000) (60,000) (60,000) - - % REV - CAPITAL CONTRIBUTIONS (8,290) (8,290) (8,373) (83) 1.00% TOTAL REVENUES (1,623,902) (1,764,170) (1,643,777) 120,393 (6.82%) SALARIES AND BENEFITS SALARIES 146,660 127,776 148,939 21,163 16.56% BENEFITS 38,949 32,458 39,761 7,303 22.50% TOTAL SALARIES AND BENEFITS 185,609 160,234 188,700 28,466 17.77% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 41,447 43,997 366,955 322,958 734.05% BAD DEBTS EXPENSE 3,700 3,700 3,774 74 2.00% PROPERTY TAXES 26,602 26,600 26,866 266 1.00% UTILITIES 278,046 241,600 - (241,600) (100.00%) TELECOMMUNICATIONS 2,400 2,615 2,800 185 7.07% TRAINING/SEMINARS/CONFERENCE 2,000 2,000 2,400 400 20.00% TRAVEL-EXPENSES, MILEAGE - 500 100 (400) (80.00%) TOOLS/EQUIPMENT PURCHASE 12,646 2,100 2,000 (100) (4.76%) R & M - EQUIPMENT 4,000 5,200 5,200 - - % TESTING 21,000 21,000 21,000 - - % MATERIALS 74,700 66,550 61,580 (4,970) (7.47%) CHLORINE AND CHEMICALS 130,180 142,000 142,000 - - % OFFICE SUPPLIES/EXPENSES - 250 - (250) (100.00%) GARBAGE DISPOSAL 750 750 750 - - % BILLING & COLLECTING EXPENSES 10,540 10,540 10,698 158 1.50% INSURANCE 1,042 761 1,073 312 41.00% LEGAL 1,628 - - - - % PURCHASED SERVICES 160,734 166,590 170,465 3,875 2.33% GROUNDS WORK INC SNOW 5,635 510 - (510) (100.00%) TOOLS/EQUIPMENT RENTAL 3,150 1,000 1,000 - - % TOTAL OPERATING AND PROGRAM EXPEN 780,200 738,263 818,661 80,398 10.89% DEBT REPAYMENT DEBT REPAYMENT 315,783 315,783 324,262 8,479 2.69% DEBT PAYMENT - INTEREST 92,307 92,201 75,938 (16,263) (17.64%) TOTAL DEBT REPAYMENT 408,090 407,984 400,200 (7,784) (1.91%) CAPITAL

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

73 of 234 Thamesford Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CAPITAL - MAJOR PROJECTS 12,000 58,000 402,060 344,060 593.21% TOTAL CAPITAL 12,000 58,000 402,060 344,060 593.21% OTHER CONTRIBUTIONS TO RESERVE 387,503 562,689 296,216 (266,473) (47.36%) CONTRIBUTIONS FROM RESERVE (142,000) (163,000) (462,060) (299,060) 183.47% PROCEEDS FROM DEBENTURES (7,500) - - - - % TOTAL OTHER 238,003 399,689 (165,844) (565,533) (141.49%) TOTAL Thamesford Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

74 of 234 Drumbo Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - RATES (284,960) (297,920) (306,858) (8,938) 3.00% REV - DEVEL CHARGES (10,000) (10,000) (10,000) - - % REV - CAPITAL CONTRIBUTIONS (3,050) (3,050) (3,081) (31) 1.02% TOTAL REVENUES (298,010) (310,970) (319,939) (8,969) 2.88% SALARIES AND BENEFITS SALARIES 40,600 44,487 49,934 5,447 12.24% BENEFITS 10,007 10,250 12,459 2,209 21.55% TOTAL SALARIES AND BENEFITS 50,607 54,737 62,393 7,656 13.99% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 15,918 16,967 72,189 55,222 325.47% BAD DEBTS EXPENSE 8,000 2,960 3,535 575 19.43% PROPERTY TAXES 21,650 21,650 21,867 217 1.00% UTILITIES 43,813 21,800 - (21,800) (100.00%) TELECOMMUNICATIONS 3,300 4,000 4,100 100 2.50% TOOLS/EQUIPMENT PURCHASE - 1,000 1,000 - - % TESTING 8,100 7,500 7,500 - - % MATERIALS 9,168 11,830 11,910 80 0.68% CHLORINE AND CHEMICALS 10,000 10,000 10,000 - - % BILLING & COLLECTING EXPENSES 3,880 3,880 3,910 30 0.77% INSURANCE 975 882 1,004 122 13.83% PURCHASED SERVICES 30,331 51,340 33,730 (17,610) (34.30%) GROUNDS WORK INC SNOW 7,000 3,000 - (3,000) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 162,135 156,809 170,745 13,936 8.89% CAPITAL CAPITAL - MAJOR PROJECTS 30,000 409,000 394,272 (14,728) (3.60%) TOTAL CAPITAL 30,000 409,000 394,272 (14,728) (3.60%) OTHER CONTRIBUTIONS TO RESERVE 85,268 99,424 86,801 (12,623) (12.70%) CONTRIBUTIONS FROM RESERVE (30,000) (409,000) (394,272) 14,728 (3.60%) TOTAL OTHER 55,268 (309,576) (307,471) 2,105 (0.68%) TOTAL Drumbo Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

75 of 234 Mt. Elgin Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (84,026) (84,026) (84,026) - - % REV - RATES (73,202) (75,000) (97,950) (22,950) 30.60% REV - CAPITAL PROJECT BILLING (32,000) (66,000) (571,000) (505,000) 765.15% REV - CAPITAL CONTRIBUTIONS (690) (690) (1,510) (820) 118.84% TOTAL REVENUES (189,918) (225,716) (754,486) (528,770) 234.26% SALARIES AND BENEFITS SALARIES 15,780 31,953 22,757 (9,196) (28.78%) BENEFITS 4,141 8,761 5,301 (3,460) (39.49%) TOTAL SALARIES AND BENEFITS 19,921 40,714 28,058 (12,656) (31.09%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 3,254 4,389 41,850 37,461 853.52% BAD DEBTS EXPENSE 900 - 500 500 - % PROPERTY TAXES 265 210 268 58 27.62% UTILITIES 9,773 2,500 - (2,500) (100.00%) TOOLS/EQUIPMENT PURCHASE 79 750 750 - - % R & M - EQUIPMENT 1,000 1,000 1,000 - - % TESTING 650 650 650 - - % MATERIALS 2,526 6,000 6,000 - - % BILLING & COLLECTING EXPENSES 2,040 2,040 2,060 20 0.98% INSURANCE 279 118 287 169 143.22% PURCHASED SERVICES 4,181 12,000 8,500 (3,500) (29.17%) GROUNDS WORK INC SNOW 3,900 - - - - % TOTAL OPERATING AND PROGRAM EXPEN 28,847 29,657 61,865 32,208 108.60% DEBT REPAYMENT DEBT REPAYMENT 33,136 33,135 34,440 1,305 3.94% DEBT PAYMENT - INTEREST 13,390 13,390 12,086 (1,304) (9.74%) TOTAL DEBT REPAYMENT 46,526 46,525 46,526 1 - % CAPITAL CAPITAL - MAJOR PROJECTS 37,000 66,000 354,010 288,010 436.38% TRANSFER TO UNFINANCED CAPITAL 20,000 - 476,982 476,982 - % TOTAL CAPITAL 57,000 66,000 830,992 764,992 1,159.08% OTHER CONTRIBUTIONS TO RESERVE 62,624 690 47,037 46,347 6,716.96% CONTRIBUTIONS FROM RESERVE (25,000) - (259,992) (259,992) - % TFR TO UNFINANCED CAPITAL (OP) - 42,130 - (42,130) (100.00%) TOTAL OTHER 37,624 42,820 (212,955) (255,775) (597.33%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

76 of 234 Mt. Elgin Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL Mt. Elgin Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

77 of 234 Embro Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (281,769) (281,769) (281,769) - - % REV - RATES (202,770) (202,368) (214,936) (12,568) 6.21% REV - CAPITAL CONTRIBUTIONS (2,920) (2,920) (2,949) (29) 0.99% TOTAL REVENUES (487,459) (487,057) (499,654) (12,597) 2.59% SALARIES AND BENEFITS SALARIES 15,473 32,396 15,111 (17,285) (53.36%) BENEFITS 3,849 7,980 3,926 (4,054) (50.80%) TOTAL SALARIES AND BENEFITS 19,322 40,376 19,037 (21,339) (52.85%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 14,967 15,790 47,372 31,582 200.01% BAD DEBTS EXPENSE 800 - 808 808 - % PROPERTY TAXES 500 920 505 (415) (45.11%) UTILITIES 24,634 41,000 - (41,000) (100.00%) TELECOMMUNICATIONS 3,000 3,775 3,850 75 1.99% R & M - EQUIPMENT 1,500 1,000 1,500 500 50.00% MATERIALS 3,110 6,395 5,660 (735) (11.49%) CHLORINE AND CHEMICALS 8,000 8,160 8,320 160 1.96% BILLING & COLLECTING EXPENSES 3,500 3,500 3,553 53 1.51% PURCHASED SERVICES 12,400 15,965 16,850 885 5.54% GROUNDS WORK INC SNOW 3,900 3,675 - (3,675) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 76,311 100,180 88,418 (11,762) (11.74%) DEBT REPAYMENT DEBT REPAYMENT 215,856 215,856 223,961 8,105 3.75% DEBT PAYMENT - INTEREST 65,913 65,915 57,808 (8,107) (12.30%) TOTAL DEBT REPAYMENT 281,769 281,771 281,769 (2) - % CAPITAL CAPITAL - MAJOR PROJECTS 10,000 25,000 16,945 (8,055) (32.22%) TOTAL CAPITAL 10,000 25,000 16,945 (8,055) (32.22%) OTHER CONTRIBUTIONS TO RESERVE 19,713 64,730 110,430 45,700 70.60% CONTRIBUTIONS FROM RESERVE (10,000) (25,000) (16,945) 8,055 (32.22%) TFR TO UNFINANCED CAPITAL (OP) 90,344 - - - - % TOTAL OTHER 100,057 39,730 93,485 53,755 135.30% TOTAL Embro Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

78 of 234 Innerkip Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (294,508) (294,508) (294,508) - - % REV - RATES (250,276) (251,066) (265,189) (14,123) 5.63% REV - CAPITAL PROJECT BILLING (65,298) - - - - % REV - CAPITAL CONTRIBUTIONS (3,090) (3,090) (3,121) (31) 1.00% TOTAL REVENUES (613,172) (548,664) (562,818) (14,154) 2.58% SALARIES AND BENEFITS SALARIES 18,878 22,743 15,956 (6,787) (29.84%) BENEFITS 4,716 6,645 4,147 (2,498) (37.59%) TOTAL SALARIES AND BENEFITS 23,594 29,388 20,103 (9,285) (31.59%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 17,170 14,666 46,660 31,994 218.15% BAD DEBTS EXPENSE 1,500 2,850 1,515 (1,335) (46.84%) PROPERTY TAXES 3,039 - 3,069 3,069 - % UTILITIES 21,106 22,500 - (22,500) (100.00%) TELECOMMUNICATIONS 5,000 3,650 3,725 75 2.05% R & M - EQUIPMENT 1,500 1,000 1,500 500 50.00% MATERIALS 3,610 6,395 5,660 (735) (11.49%) CHLORINE AND CHEMICALS 9,200 8,160 8,320 160 1.96% BILLING & COLLECTING EXPENSES 3,760 2,760 3,798 1,038 37.61% PURCHASED SERVICES 14,300 16,965 18,100 1,135 6.69% GROUNDS WORK INC SNOW 4,700 4,100 - (4,100) (100.00%) TOTAL OPERATING AND PROGRAM EXPEN 84,885 83,046 92,347 9,301 11.20% DEBT REPAYMENT DEBT REPAYMENT 223,191 223,191 231,572 8,381 3.76% DEBT PAYMENT - INTEREST 71,317 71,316 62,936 (8,380) (11.75%) TOTAL DEBT REPAYMENT 294,508 294,507 294,508 1 - % CAPITAL CAPITAL - MAJOR PROJECTS 20,000 50,000 32,121 (17,879) (35.76%) TOTAL CAPITAL 20,000 50,000 32,121 (17,879) (35.76%) OTHER CONTRIBUTIONS TO RESERVE 210,185 141,723 155,860 14,137 9.98% CONTRIBUTIONS FROM RESERVE (20,000) (50,000) (32,121) 17,879 (35.76%) TOTAL OTHER 190,185 91,723 123,739 32,016 34.91% TOTAL Innerkip Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

79 of 234 General Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (4,728) (3,670) (5,080) (1,410) 38.42% TOTAL REVENUES (4,728) (3,670) (5,080) (1,410) 38.42% SALARIES AND BENEFITS SALARIES 401,726 415,227 383,595 (31,632) (7.62%) BENEFITS 285,226 397,753 287,151 (110,602) (27.81%) TOTAL SALARIES AND BENEFITS 686,952 812,980 670,746 (142,234) (17.50%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 772,866 770,841 798,890 28,049 3.64% INSURANCE CLAIM COSTS 5,000 10,000 10,000 - - % COMPUTER SOFTWARE & SUPPORT 6,000 - 10,000 10,000 - % UTILITIES 3,995 3,430 - (3,430) (100.00%) ADVERTISING/MARKETING/PROMO 500 2,500 2,500 - - % TELECOMMUNICATIONS 8,800 13,300 13,600 300 2.26% MEMBERSHIP/DUES/SUBSCRIPTIONS 1,000 1,400 2,600 1,200 85.71% TRAINING/SEMINARS/CONFERENCE 10,000 12,000 13,950 1,950 16.25% POSTAGE 100 100 100 - - % TRAVEL-EXPENSES, MILEAGE 1,000 1,500 1,500 - - % TOOLS/EQUIPMENT PURCHASE 15,000 25,000 25,000 - - % R & M - BUILDINGS 4,650 10,500 10,000 (500) (4.76%) R & M - EQUIPMENT 1,000 2,000 2,000 - - % MATERIALS 1,300 17,340 2,580 (14,760) (85.12%) OFFICE SUPPLIES/EXPENSES 1,000 1,000 1,000 - - % INSURANCE 67,846 68,114 69,881 1,767 2.59% LEGAL 5,000 2,000 5,000 3,000 150.00% SECURITY 10,000 10,200 10,400 200 1.96% PURCHASED SERVICES 27,000 35,000 35,000 - - % CONSULTANT FEES - 40,000 30,880 (9,120) (22.80%) LOCATE 2,000 - 2,200 2,200 - % TOOLS/EQUIPMENT RENTAL 3,500 3,500 - (3,500) (100.00%) SUPPLIES/PROGRAM EXPENSES 20,000 7,650 23,250 15,600 203.92% TOTAL OPERATING AND PROGRAM EXPEN 967,557 1,037,375 1,070,331 32,956 3.18% INTERDEPARTMENTAL ALLOCATIONS CHARGE TO WASTE WATER (1,471,281) (1,553,185) (1,543,597) 9,588 (0.62%) TOTAL INTERDEPARTMENTAL ALLOCATIO (1,471,281) (1,553,185) (1,543,597) 9,588 (0.62%) CAPITAL CAPITAL - COMPUTER EQUIPMENT 6,500 - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

80 of 234 General Wastewater 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CAPITAL - EQUIPMENT - 6,500 - (6,500) (100.00%) TOTAL CAPITAL 6,500 6,500 - (6,500) (100.00%) OTHER CONTRIBUTIONS FROM RESERVE (185,000) (300,000) (192,400) 107,600 (35.87%) TOTAL OTHER (185,000) (300,000) (192,400) 107,600 (35.87%) TOTAL General Wastewater - - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

81 of 234 RURAL PROPERTIES & WOODLAND CONSERVATION 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (25,000) (5,000) (15,000) (10,000) 200.00% REV - NOTICES OF INTENT (1,900) (500) (500) - - % REV - IN TRUST-PLANNING (475) (400) (400) - - % REV - RENT (174,399) (174,524) (174,399) 125 (0.07%) TOTAL REVENUES (201,774) (180,424) (190,299) (9,875) 5.47% SALARIES AND BENEFITS SALARIES 75,236 75,236 76,365 1,129 1.50% BENEFITS 17,194 17,194 17,869 675 3.93% TOTAL SALARIES AND BENEFITS 92,430 92,430 94,234 1,804 1.95% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 11,102 12,488 11,808 (680) (5.45%) PROPERTY TAXES 35,865 31,720 36,582 4,862 15.33% ADVERTISING/MARKETING/PROMO 1,500 2,000 2,000 - - % TRAINING/SEMINARS/CONFERENCE - 1,500 - (1,500) (100.00%) TESTING 1,500 1,500 1,500 - - % MATERIALS 20,000 25,000 - (25,000) (100.00%) LEGAL 35,000 5,000 40,000 35,000 700.00% PURCHASED SERVICES 7,500 15,500 15,500 - - % SUPPLIES/PROGRAM EXPENSES 49,000 64,020 64,020 - - % TOTAL OPERATING AND PROGRAM EXPEN 161,467 158,728 171,410 12,682 7.99% OTHER CONTRIBUTIONS TO RESERVE 113,034 111,304 131,317 20,013 17.98% CONTRIBUTIONS FROM RESERVE (42,000) (53,020) (76,020) (23,000) 43.38% TOTAL OTHER 71,034 58,284 55,297 (2,987) (5.12%) TOTAL RURAL PROPERTIES & WOODLAND C 123,157 129,018 130,642 1,624 1.26%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

82 of 234

2016 BUSINESS PLAN HUMAN SERVICES

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •1.iii A County that Works Together > Enhance the Shelter 360 365 365 375 quality of life of all of our Provide integrated citizens by: ensuring a range Improvement human services: of housing options, adapting Interventions financial assistance, programs, services and Employment 1554 750 1600 1650 child care and shelter, facilities to reflect evollving Referrals* based on Quality of Life community needs assessments and Education Referrals* 252 100 250 250 subsequent •5.ii. A County that Performs Safety Interventions 50 48 52 60 interventions. Services and Delivers Results > Transportation 590 581 575 580 are delivered in a Deliver exceptional services Interventions by: conducting regular service community based reviews to ensure delivery Income Assistance 18,200 18,220 18,240 18,245 partnership model. effectiveness and efficiency Grants Health Referrals 182 187 180 182 * Due to the implementation of SAMS Employment and Education referrals are down in 2015, Referrals are expected to return to regular levels in 2016

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2016 BUSINESS PLAN HUMAN SERVICES

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Continued facilitation of County of A County that Provincial 10 year funding Q4 Private/Public partnership. Oxford Affordable Housing Works Together commitment Service Delivery Review/ Development Service Improvement Opportunity [HS.03.01] Staff Time Implementation of the Housing First A County that Development capacity is Q4 Private/Public partnership. policy Performs and Delivers limited to proceeds Service Delivery Review/ Results received from County- Service Improvement owned land sales - target Opportunity [HS.03.01] proceeds of $2,000,000

Staff Time Evaluate the effectiveness of the A County that Staff Time Q4 Ensure the funding model is newly implemented funding model Performs and Delivers fair and equitable and meets for Child Care services Results the needs of child care operators and parents.

Implement Children’s Services A County that Staff Time Q4 Measure efficiencies and review and recommendations Performs and Delivers implement service and Results delivery improvements.

Implement new computerized A County that Staff Time Q4 Streamline and create systems (one Window) Performs and Delivers efficiencies using a platform Results $170,000 in 2016; to centralize Shelter and $240,000 Total Child Care Waitlist. Service Delivery Review/Service Improvement Opportunity [HS.01.00]

Develop, implement and action A County that Staff Time Q2 Service Delivery Review/ strategies to provide more fulsome Thinks Ahead and Service Improvement services to vulnerable clients Wisely Shapes the Opportunity Future through collaboration between [HSPH.01.01];[HSPH.01.02]; 84 of 234

2016 BUSINESS PLAN HUMAN SERVICES

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Human Services and Public Health [HSPH.01.03];[HSPH.01.05]

Strategically review the possibility of A County that Staff Time Q3 This initiative will simplify the digital signatures for Human Thinks Ahead and application process for Services Clients Wisely Shapes the $110,000 clients served by the Human Future Services Department.

Service Delivery Review/ Service Improvement Opportunity [HS.02.00]

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Continued facilitation County of A County that Provincial 10 year funding Q4 Private/Public partnership. Oxford Affordable Housing Works Together commitment Service Delivery Review/ Development Service Improvement Staff Time Opportunity [HS.03.01] Implementation of the Housing First A County that Surplus lands policy Q4 Private/Public partnership. policy Works Together Service Delivery Review/ Staff Time Service Improvement Opportunity [HS.03.01] Evaluate the Children’s Services A County that Staff Time Q4 Ensure implemented review implementation Performs and Delivers recommendations are Results efficient and meet the needs of child care operator’s and parents.

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2016 BUSINESS PLAN HUMAN SERVICES

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(28,530,774) $(26,739,810) $(30,016,345) $(3,276,535) 12.25%

SALARIES AND BENEFITS 3,729,147 3,675,367 3,901,118 225,751 6.14%

OPERATING AND PROGRAM EXPENSES 32,004,220 30,950,096 35,559,475 4,609,379 14.89%

DEBT REPAYMENT 596,108 - 607,244 607,244 0.00%

CAPITAL 736,000 745,000 526,400 (218,600) -29.34%

OTHER (741,610) (840,000) (2,348,390) (1,508,390) 179.57%

EXPENSES 36,323,865 34,530,463 38,245,847 3,715,384 10.76%

NET LEVY $7,793,091 $7,790,653 $8,229,502 $438,849 5.63%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 32,381,189 37,065,475 40,594,237 37,921,688 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 18.33% 18.90% 16.32% 18.10% COST PER HOUSEHOLD $724.93 $819.40 $886.88 $818.74 COST PER CAPITA $294.36 $333.81 $363.29 $337.12 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN HUMAN SERVICES

FULL-TIME EQUIVALENT SUMMARY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 43.5 44.5 1.0 2.3% Student FTE's 0.7 0.7 0.0 0.0% Total 44.2 45.2 0.0 2.3% Reason for FTE change 1.0 FTE is proposed for a Caseworker to meet increase in workload as a result of SAMS implementation and to increase level of service provided.

HOW WE ARE ORGANIZED

Director of Human Services

Manager of Human Services (5)

Staff (38.5)

87 of 234 HUMAN SERVICES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES FEDERAL (1,599,752) - (1,660,109) (1,660,109) - % PROVINCIAL (24,070,698) (23,996,260) (25,591,956) (1,595,696) 6.65% USER FEES (2,828,824) (2,712,050) (2,732,780) (20,730) 0.76% OTHER (31,500) (31,500) (31,500) - - % TOTAL REVENUES (28,530,774) (26,739,810) (30,016,345) (3,276,535) 12.25% SALARIES AND BENEFITS 3,729,147 3,675,367 3,901,118 225,751 6.14% OPERATING AND PROGRAM EXPENSES 32,004,220 30,950,096 35,559,475 4,609,379 14.89% DEBT REPAYMENT 596,108 - 607,244 607,244 - % CAPITAL 736,000 745,000 526,400 (218,600) (29.34%) OTHER (741,610) (840,000) (2,348,390) (1,508,390) 179.57% TOTAL HUMAN SERVICES 7,793,091 7,790,653 8,229,502 438,849 5.63%

88 of 234 COMMUNITY SERVICES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (8,719,075) (8,151,814) (8,998,355) (846,541) 10.38% REV - INCOME DEDUCTION (1,194,924) (1,150,000) (1,150,000) - - % REV - INCOME MAINTENANCE (11,103,740) (11,390,000) (12,157,452) (767,452) 6.74% REV - OW REIMBURSEMENTS (521,928) (430,000) (430,000) - - % REV - OW REPAYMENTS (49,871) (50,000) (50,000) - - % REV - SERVICE RECOVERY FEES (11,195) (11,000) (6,000) 5,000 (45.45%) TOTAL REVENUES (21,600,733) (21,182,814) (22,791,807) (1,608,993) 7.60% SALARIES AND BENEFITS SALARIES 2,912,745 2,900,917 3,008,096 107,179 3.69% HONORARIUM 1,200 2,750 2,600 (150) (5.45%) BENEFITS 797,966 771,700 838,833 67,133 8.70% TOTAL SALARIES AND BENEFITS 3,711,911 3,675,367 3,849,529 174,162 4.74% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 698,425 682,935 657,974 (24,961) (3.65%) COMPUTER SOFTWARE & SUPPORT 12,158 19,158 19,350 192 1.00% TELECOMMUNICATIONS 8,808 13,000 10,000 (3,000) (23.08%) MEMBERSHIP/DUES/SUBSCRIPTIONS 17,000 13,000 13,190 190 1.46% TRAINING/SEMINARS/CONFERENCE 30,000 30,000 30,450 450 1.50% POSTAGE 27,000 32,000 32,860 860 2.69% TRAVEL-EXPENSES, MILEAGE 14,299 15,000 15,150 150 1.00% DENTAL ADMIN FEE TO BOH 12,200 12,200 12,200 - - % OFFICE SUPPLIES/EXPENSES 27,560 29,000 28,000 (1,000) (3.45%) INSURANCE 15,059 14,900 15,511 611 4.10% LEGAL 1,736 1,500 1,500 - - % PURCHASED SERVICES 93,000 380,191 733,000 352,809 92.80% RENT - BUILDING 39,928 39,900 41,500 1,600 4.01% EXTERNAL TRANSFERS 7,790,748 - 7,819,188 7,819,188 - % BASIC ALLOWANCE 6,393,258 5,600,000 6,800,000 1,200,000 21.43% OW RECOVERY (MAN/COMP CHQ) (1,278,372) (190,000) (1,310,000) (1,120,000) 589.47% SHELTER 7,291,846 7,200,000 7,500,000 300,000 4.17% SUPPLIES/PROGRAM EXPENSES 635,735 7,663,027 715,100 (6,947,927) (90.67%) TRANSITION CHILD BENEFIT 117,006 75,000 120,000 45,000 60.00% TCB(REPAYMENT) (58,503) (40,000) (60,000) (20,000) 50.00% PARENT CONTRIBUTION (382,420) (340,000) (340,300) (300) 0.09% TOTAL OPERATING AND PROGRAM EXPEN 21,506,471 21,250,811 22,854,673 1,603,862 7.55% CAPITAL

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

89 of 234 COMMUNITY SERVICES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CAPITAL - FURNISHINGS 1,000 - 18,400 18,400 - % TOTAL CAPITAL 1,000 - 18,400 18,400 - % OTHER CONTRIBUTIONS FROM RESERVE - - (250,000) (250,000) - % TOTAL OTHER - - (250,000) (250,000) - % TOTAL COMMUNITY SERVICES 3,618,649 3,743,364 3,680,795 (62,569) (1.67%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

90 of 234 HOUSING 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - FEDERAL GOVT (1,599,752) - (1,660,109) (1,660,109) - % REV - PROVINCIAL GOVT (1,607,576) (2,514,959) (2,539,003) (24,044) 0.96% REV - PROV. GRANT CAPITAL FNDG (1,445,383) (789,487) (747,146) 42,341 (5.36%) REV - SERVICE RECOVERY FEES (268,380) (257,750) (259,180) (1,430) 0.55% REV - RENT (1,944,500) (1,930,550) (1,954,500) (23,950) 1.24% REV - FEED IN TARIFF (31,500) (31,500) (31,500) - - % REV - OTHER REVENUE (32,950) (32,750) (33,100) (350) 1.07% TOTAL REVENUES (6,930,041) (5,556,996) (7,224,538) (1,667,542) 30.01% SALARIES AND BENEFITS SALARIES 13,341 - 41,211 41,211 - % BENEFITS 3,895 - 10,378 10,378 - % TOTAL SALARIES AND BENEFITS 17,236 - 51,589 51,589 - % OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 156,090 153,555 177,723 24,168 15.74% FINANCE CHARGES 120 - - - - % BAD DEBTS EXPENSE 30,000 - 5,000 5,000 - % PROPERTY TAXES 1,464,823 1,379,680 1,628,747 249,067 18.05% INSURANCE CLAIM COSTS 400 - - - - % UTILITIES 956,190 894,500 - (894,500) (100.00%) ADVERTISING/MARKETING/PROMO 1,658 1,500 1,500 - - % TELECOMMUNICATIONS 23,363 22,140 29,760 7,620 34.42% MEMBERSHIP/DUES/SUBSCRIPTIONS 985 985 995 10 1.02% POSTAGE 50 - 25 25 - % TRAVEL-EXPENSES, MILEAGE - 500 - (500) (100.00%) R & M - BUILDINGS 521,500 609,000 610,000 1,000 0.16% R & M - EQUIPMENT 1,092 1,400 1,500 100 7.14% LIFE SAFETY SERVICES 66,850 32,685 50,000 17,315 52.98% UTILITIES - HYDRO - - 579,350 579,350 - % UTILITIES - HEAT - - 215,685 215,685 - % UTILITIES - WATER/SEWAGE - - 211,500 211,500 - % GARBAGE DISPOSAL 42,250 43,555 50,000 6,445 14.80% INSURANCE 82,663 83,297 85,143 1,846 2.22% LEGAL 2,500 2,500 2,500 - - % JANITORIAL SERVICE 188,380 188,700 205,949 17,249 9.14% PURCHASED SERVICES 145,042 68,373 20,000 (48,373) (70.75%) CONSULTANT FEES - 2,500 - (2,500) (100.00%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

91 of 234 HOUSING 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE HVAC REPAIRS INC CONTRACT 36,000 37,000 35,000 (2,000) (5.41%) PLUMBING REPAIRS INC CONTRACT 86,700 73,800 75,000 1,200 1.63% ELECTRICAL REPAIRS INC CONTRAC 51,000 62,000 50,000 (12,000) (19.35%) GROUNDS WORK INC SNOW 200,910 160,000 180,000 20,000 12.50% EXTERNAL TRANSFERS 6,018,276 - 8,055,925 8,055,925 - % EXPENDITURE RECOVERIES (58,734) (25,000) - 25,000 (100.00%) SUPPLIES/PROGRAM EXPENSES 54,641 5,481,615 - (5,481,615) (100.00%) HSI - RENT SUPPLEMENTS 425,000 425,000 433,500 8,500 2.00% TOTAL OPERATING AND PROGRAM EXPEN 10,497,749 9,699,285 12,704,802 3,005,517 30.99% DEBT REPAYMENT DEBT REPAYMENT 389,763 - 417,078 417,078 - % DEBT PAYMENT - INTEREST 206,345 - 190,166 190,166 - % TOTAL DEBT REPAYMENT 596,108 - 607,244 607,244 - % CAPITAL CAPITAL - BUILDING 720,000 745,000 508,000 (237,000) (31.81%) CAPITAL - FURNISHINGS 15,000 - - - - % TOTAL CAPITAL 735,000 745,000 508,000 (237,000) (31.81%) OTHER CONTRIBUTIONS FROM RESERVE (741,610) (840,000) (2,098,390) (1,258,390) 149.81% TOTAL OTHER (741,610) (840,000) (2,098,390) (1,258,390) 149.81% TOTAL HOUSING 4,174,442 4,047,289 4,548,707 501,418 12.39%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

92 of 234

2016 BUSINESS PLAN WOODINGFORD LODGE

Whhat we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •1. A County That Works Together. ii. Enhance the Percentage of 97.5 % 97% 97.5% 97.9 % quality of life for all of our positive resident citizens by: surveys •Adapting programs, services Number of people 460 462 465 470 and facilities to reflect evolving community needs on wait list for •5. A County that Performs admission and Delivers Results. ii. Percentage of No data 88.6% 89% 90% Provide Resident Deliver exceptional service centered care in a long by: residents who would (question term care environment •Conducting regular service recommend living at first reviews to ensure delivery Woodingford Lodge presented effectiveness and efficiency to others on survey •Developing and tracking key in 2015) performance indicators against goals and report Percentage of staff 75.8% (survey is (survey is 77.8% results who indicate job (question every every three •Identify best practices and satisfaction based first three years) appropriate benchmarking on the employee presented years) engagement survey on survey regarding work life in 2014)

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2016 BUSINESS PLAN WOODINGFORD LODGE

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Introduce the Music and MemoriesSM A County that $7,500 within the current Q3 To reduce the use of program, using music as a method Works Together funding envelope medication and temper to connect with residents with challenging behaviours, cognitive impairments with the intent and therefore create a of continuing the program once peaceful environment with established decreased anxiety and agitation for individual residents as well as collectively.

Reduce staff turnover, increase staff A County that Staff Time Q4 Improved scheduling job satisfaction and provide Employs People Who practices for part time consistency in resident care Make a Positive employees in accordance Difference with employee survey results.

May reduce overtime related costs. Advance our home-specific goals in A County that Staff time Q4 Integrated approach to conjunction with the Ministry of Performs and Delivers addressing resident care Health’s mandated Quality Results needs resulting in the best Improvement Plan quality of life for residents and job satisfaction for staff.

Seek provincial regulatory reform A County that Staff time Ongoing To achieve efficiencies and Thinks Ahead and Wisely improve the regulations to Shapes the Future accommodate the changing requirements of long term care.

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2016 BUSINESS PLAN WOODINGFORD LODGE

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Reduce staff turnover, increase staff A County that Staff Time Q4 Improved scheduling job satisfaction and provide Employs People Who practices for part time consistency in resident care Make a Positive employees in accordance Difference with employee survey results. May reduce overtime related costs. Advance our home-specific goals in A County that Staff Time Q4 Integrated approach to conjunction with the Ministry of Performs and Delivers addressing resident care Health’s mandated Quality Results needs resulting in the best Improvement Plan quality of life for residents and job satisfaction for staff.

Seek provincial regulatory reform A County that Staff Time Ongoing To achieve efficiencies and Thinks Ahead and Wisely improve the regulations to Shapes the Future accommodate the changing requirements of long term care.

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2016 BUSINESS PLAN WOODINGFORD LODGE

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(16,462,387) $(16,348,595) $(16,636,081) $(287,486) 1.76%

SALARIES AND BENEFITS 16,870,176 16,870,176 17,297,585 427,409 2.53%

OPERATING AND PROGRAM EXPENSES 5,346,264 5,273,426 5,475,825 202,399 3.84%

DEBT REPAYMENT 2,340,107 2,340,107 2,305,159 (34,948) -1.49% INTERDEPARTMENTAL ALLOCATIONS - - - - 0.00%

CAPITAL 576,929 849,623 488,879 (360,744) -42.46%

OTHER (546,708) (858,918) (319,415) 539,503 -62.81%

EXPENSES 24,586,768 24,474,414 25,248,033 773,619 3.16%

NET LEVY $8,124,381 $8,125,819 $8,611,952 $486,133 5.98%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 24,522,116 25,133,476 25,567,448 25,620,076 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 13.88% 12.82% 10.28% 12.22% COST PER HOUSEHOLD $548.99 $555.62 $558.58 $553.15 COST PER CAPITA $222.92 $226.35 $228.81 $227.76 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN WOODINGFORD LODGE

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 188.8 188.8 0.0 0.0% Student FTE's 0.9 0.9 0.0 0.0% Total 189.7 189.7 0.0 0.0% Reason for FTE change

HOW WE ARE ORGANIZED

Director of Woodingford Lodge

Supervisor of Manager of Coordinator of Manager of Environmental Woodingford Supervisor of Administrative Nurse Practitioner Registered Resident Resident Services Services (1 FTE Lodge Satellites Food Services (1) staff (7.6) (1) Dietitian (0.8) Programs (1) (1) in PW) (2)

Assistant Coordinator of Staff (21.7) Staff (6.4) Staff (37) Supervisor of Resident Care (2) Food Services (1)

Staff (89) Staff (16.4)

97 of 234 WOODINGFORD LODGE 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES PROVINCIAL (11,186,119) (11,143,550) (11,216,900) (73,350) 0.66% USER FEES (5,276,268) (5,205,045) (5,419,181) (214,136) 4.11% TOTAL REVENUES (16,462,387) (16,348,595) (16,636,081) (287,486) 1.76% SALARIES AND BENEFITS 16,870,176 16,870,176 17,297,585 427,409 2.53% OPERATING AND PROGRAM EXPENSES 5,346,264 5,273,426 5,475,825 202,399 3.84% DEBT REPAYMENT 2,340,107 2,340,107 2,305,159 (34,948) (1.49%) CAPITAL 576,929 849,623 488,879 (360,744) (42.46%) OTHER (546,708) (858,918) (319,415) 539,503 (62.81%) TOTAL WOODINGFORD LODGE 8,124,381 8,125,819 8,611,952 486,133 5.98%

98 of 234 WFL - WOODSTOCK 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (6,592,414) (6,533,652) (6,622,416) (88,764) 1.36% REV - PROV-PAY EQUITY (31,116) (31,116) (31,116) - - % REV - PROV. GRANT CAPITAL FNDG (604,428) (604,428) (604,428) - - % REV - PROV - RPN FUNDING (122,097) (122,160) (122,076) 84 (0.07%) REV - PROV - EQUALIZATION (158,844) (158,844) (158,844) - - % REV - PROV - RAI (78,804) (78,804) (78,804) - - % REV -PROV - HIGH COST SUPPLIES (43,800) (43,800) (43,800) - - % REV - PROV - BSO (53,256) (53,256) (53,256) - - % REV - PROV - PHYSIOTHERAPY (124,200) (122,400) (124,800) (2,400) 1.96% REV - PROV - PHYSICIAN ON CALL (15,675) (15,920) (15,492) 428 (2.69%) REV - PRIVATE ACCOMMODATION (610,980) (576,610) (642,299) (65,689) 11.39% REV - BASIC ACCOMMODATION (3,014,900) (2,989,548) (3,071,821) (82,273) 2.75% REV - RESPITE ACCOMMODATION (25,267) (26,228) (26,883) (655) 2.50% REV - SEMI-PRIVATE ACCOMMODATIO (36,000) (34,242) (36,765) (2,523) 7.37% TOTAL REVENUES (11,511,781) (11,391,008) (11,632,800) (241,792) 2.12% SALARIES AND BENEFITS SALARIES 9,766,286 9,766,286 9,987,793 221,507 2.27% BENEFITS 2,149,553 2,149,553 2,271,240 121,687 5.66% TOTAL SALARIES AND BENEFITS 11,915,839 11,915,839 12,259,033 343,194 2.88% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 786,985 787,308 792,741 5,433 0.69% BAD DEBTS EXPENSE 3,642 - - - - % COMPUTER SOFTWARE & SUPPORT 26,093 24,950 27,212 2,262 9.07% UTILITIES 485,940 420,000 - (420,000) (100.00%) ADVERTISING/MARKETING/PROMO 3,000 12,600 3,045 (9,555) (75.83%) TELECOMMUNICATIONS 17,000 18,800 17,230 (1,570) (8.35%) MEMBERSHIP/DUES/SUBSCRIPTIONS 9,480 9,480 9,622 142 1.50% TRAINING/SEMINARS/CONFERENCE 27,761 27,761 28,115 354 1.28% POSTAGE 5,925 5,925 5,814 (111) (1.87%) TRAVEL-EXPENSES, MILEAGE 4,330 4,330 4,385 55 1.27% TOOLS/EQUIPMENT PURCHASE 62,550 62,750 64,736 1,986 3.16% DIETARY - R&M EQUIPMENT 50,000 50,000 51,500 1,500 3.00% R & M - BUILDINGS 200,000 213,250 209,000 (4,250) (1.99%) R & M - EQUIPMENT 98,450 99,050 101,229 2,179 2.20% LIFE SAFETY SERVICES 17,000 - 11,790 11,790 - % OFFICE SUPPLIES/EXPENSES 8,500 8,500 8,628 128 1.51%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

99 of 234 WFL - WOODSTOCK 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE UTILITIES - HYDRO - - 289,697 289,697 - % UTILITIES - HEAT - - 149,559 149,559 - % UTILITIES - WATER/SEWAGE - - 66,122 66,122 - % GARBAGE DISPOSAL 16,000 17,500 18,025 525 3.00% INSURANCE 38,157 36,639 39,302 2,663 7.27% LEGAL 20,000 25,000 20,000 (5,000) (20.00%) JANITORIAL SERVICE - - 1,754 1,754 - % PURCHASED SERVICES 177,602 181,452 182,751 1,299 0.72% GROUNDS WORK INC SNOW 45,000 45,000 45,000 - - % EXPENDITURE RECOVERIES (89,761) (89,761) (53,800) 35,961 (40.06%) INCONTINENCE SUPPLIES 71,131 77,140 77,140 - - % HIGH INTENSITY NEEDS SUPPLIES 2,500 10,000 2,500 (7,500) (75.00%) RAW FOOD COSTS 494,400 494,400 509,232 14,832 3.00% SUPPLIES/PROGRAM EXPENSES 188,500 183,500 188,863 5,363 2.92% MEDICAL SUPPLIES 86,999 85,000 85,900 900 1.06% HGH INTENSITY NEEDS 57,192 55,400 58,212 2,812 5.08% PHYSICIAN - REGULAR FEES 21,024 21,024 21,024 - - % PHYSICIAN ON CALL 15,675 15,920 15,492 (428) (2.69%) TOTAL OPERATING AND PROGRAM EXPEN 2,951,075 2,902,918 3,051,820 148,902 5.13% DEBT REPAYMENT DEBT REPAYMENT 827,399 827,399 837,093 9,694 1.17% DEBT PAYMENT - INTEREST 530,422 530,422 486,725 (43,697) (8.24%) TOTAL DEBT REPAYMENT 1,357,821 1,357,821 1,323,818 (34,003) (2.50%) CAPITAL CAPITAL - BUILDING 420,000 620,000 260,000 (360,000) (58.06%) CAPITAL - COMPUTER EQUIPMENT - - 8,500 8,500 - % CAPITAL - EQUIPMENT 71,500 78,500 75,200 (3,300) (4.20%) CAPITAL - FURNISHINGS 17,770 17,300 12,500 (4,800) (27.75%) TOTAL CAPITAL 509,270 715,800 356,200 (359,600) (50.24%) OTHER CONTRIBUTIONS TO RESERVE 43,582 35,082 69,085 34,003 96.92% CONTRIBUTIONS FROM RESERVE (533,000) (745,800) (388,500) 357,300 (47.91%) TOTAL OTHER (489,418) (710,718) (319,415) 391,303 (55.06%) TOTAL WFL - WOODSTOCK 4,732,806 4,790,652 5,038,656 248,004 5.18%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

100 of 234 WFL - INGERSOLL 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (1,321,542) (1,348,560) (1,311,336) 37,224 (2.76%) REV - PROV. GRANT CAPITAL FNDG (128,436) (128,436) (128,436) - - % REV - PROV - RPN FUNDING (48,792) (48,792) (48,792) - - % REV - PROV - EQUALIZATION (40,332) (40,332) (40,332) - - % REV - PROV - RAI (39,996) (39,996) (39,996) - - % REV -PROV - HIGH COST SUPPLIES (9,312) (9,312) (9,312) - - % REV - PROV - BSO (11,316) (11,316) (11,316) - - % REV - PROV - PHYSIOTHERAPY (26,394) (26,010) (26,520) (510) 1.96% REV - PROV - PHYSICIAN ON CALL (14,694) (14,925) (14,527) 398 (2.67%) REV - PRIVATE ACCOMMODATION (123,721) (123,721) (129,397) (5,676) 4.59% REV - BASIC ACCOMMODATION (671,300) (667,038) (692,354) (25,316) 3.80% REV - SEMI-PRIVATE ACCOMMODATIO (12,500) (11,895) (14,778) (2,883) 24.24% TOTAL REVENUES (2,448,335) (2,470,333) (2,467,096) 3,237 (0.13%) SALARIES AND BENEFITS SALARIES 2,027,638 2,027,638 2,062,381 34,743 1.71% BENEFITS 467,924 467,924 474,655 6,731 1.44% TOTAL SALARIES AND BENEFITS 2,495,562 2,495,562 2,537,036 41,474 1.66% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 167,994 168,064 170,125 2,061 1.23% COMPUTER SOFTWARE & SUPPORT 5,609 5,300 5,213 (87) (1.64%) UTILITIES 113,672 107,641 - (107,641) (100.00%) ADVERTISING/MARKETING/PROMO 1,500 1,500 1,515 15 1.00% TELECOMMUNICATIONS 9,500 10,300 9,500 (800) (7.77%) MEMBERSHIP/DUES/SUBSCRIPTIONS 3,280 3,280 3,313 33 1.01% TRAINING/SEMINARS/CONFERENCE 4,915 4,915 4,981 66 1.34% POSTAGE 625 625 591 (34) (5.44%) TRAVEL-EXPENSES, MILEAGE 2,550 2,460 2,494 34 1.38% TOOLS/EQUIPMENT PURCHASE 22,650 21,750 16,809 (4,941) (22.72%) DIETARY - R&M EQUIPMENT 3,000 3,000 3,030 30 1.00% R & M - BUILDINGS 80,375 80,375 80,000 (375) (0.47%) R & M - EQUIPMENT 25,815 26,715 26,655 (60) (0.22%) LIFE SAFETY SERVICES 10,272 - 7,680 7,680 - % OFFICE SUPPLIES/EXPENSES 2,050 2,050 1,571 (479) (23.37%) UTILITIES - HYDRO - - 75,712 75,712 - % UTILITIES - HEAT - - 30,692 30,692 - % UTILITIES - WATER/SEWAGE - - 11,816 11,816 - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

101 of 234 WFL - INGERSOLL 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE GARBAGE DISPOSAL 7,500 7,500 7,725 225 3.00% INSURANCE 7,202 9,130 7,418 (1,712) (18.75%) LEGAL 5,000 5,000 5,000 - - % JANITORIAL SERVICE - - 1,941 1,941 - % PURCHASED SERVICES 520,510 513,304 509,965 (3,339) (0.65%) GROUNDS WORK INC SNOW 25,000 25,000 25,000 - - % EXPENDITURE RECOVERIES (19,440) (9,206) (1,300) 7,906 (85.88%) INCONTINENCE SUPPLIES 17,257 16,357 16,357 - - % HIGH INTENSITY NEEDS SUPPLIES 1,500 4,200 1,500 (2,700) (64.29%) RAW FOOD COSTS 110,266 114,391 111,376 (3,015) (2.64%) SUPPLIES/PROGRAM EXPENSES 29,900 29,900 30,731 831 2.78% MEDICAL SUPPLIES 19,139 19,139 22,427 3,288 17.18% HGH INTENSITY NEEDS 11,350 11,350 11,643 293 2.58% PHYSICIAN - REGULAR FEES 4,468 4,468 4,468 - - % PHYSICIAN ON CALL 14,694 14,925 14,527 (398) (2.67%) TOTAL OPERATING AND PROGRAM EXPEN 1,208,153 1,203,433 1,220,475 17,042 1.42% DEBT REPAYMENT DEBT REPAYMENT 313,914 313,914 332,214 18,300 5.83% DEBT PAYMENT - INTEREST 193,051 193,051 174,263 (18,788) (9.73%) TOTAL DEBT REPAYMENT 506,965 506,965 506,477 (488) (0.10%) CAPITAL CAPITAL - BUILDING 10,000 10,000 75,000 65,000 650.00% CAPITAL - EQUIPMENT - - 15,000 15,000 - % CAPITAL - FURNISHINGS 25,139 54,212 15,179 (39,033) (72.00%) TOTAL CAPITAL 35,139 64,212 105,179 40,967 63.80% OTHER CONTRIBUTIONS FROM RESERVE (28,500) (74,100) - 74,100 (100.00%) TOTAL OTHER (28,500) (74,100) - 74,100 (100.00%) TOTAL WFL - INGERSOLL 1,768,984 1,725,739 1,902,071 176,332 10.22%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

102 of 234 WFL - TILLSONBURG 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (1,401,429) (1,392,372) (1,412,100) (19,728) 1.42% REV - PROV. GRANT CAPITAL FNDG (128,436) (128,436) (128,436) - - % REV - PROV - RPN FUNDING (48,792) (48,792) (48,792) - - % REV - PROV - EQUALIZATION (40,332) (40,332) (40,332) - - % REV - PROV - RAI (39,966) (39,996) (39,966) 30 (0.08%) REV -PROV - HIGH COST SUPPLIES (9,312) (9,312) (9,312) - - % REV - PROV - BSO (11,316) (11,316) (11,316) - - % REV - PROV - PHYSIOTHERAPY (26,394) (26,010) (26,520) (510) 1.96% REV - PROV - PHYSICIAN ON CALL (14,694) (14,925) (14,527) 398 (2.67%) REV - PRIVATE ACCOMMODATION (122,500) (117,863) (127,324) (9,461) 8.03% REV - BASIC ACCOMMODATION (634,300) (634,788) (651,361) (16,573) 2.61% REV - RESPITE ACCOMMODATION (9,700) (9,415) (10,340) (925) 9.82% REV - SEMI-PRIVATE ACCOMMODATIO (15,100) (13,697) (15,859) (2,162) 15.78% TOTAL REVENUES (2,502,271) (2,487,254) (2,536,185) (48,931) 1.97% SALARIES AND BENEFITS SALARIES 1,994,888 1,994,888 2,048,317 53,429 2.68% BENEFITS 463,887 463,887 453,199 (10,688) (2.30%) TOTAL SALARIES AND BENEFITS 2,458,775 2,458,775 2,501,516 42,741 1.74% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 167,994 168,064 170,125 2,061 1.23% COMPUTER SOFTWARE & SUPPORT 5,609 5,300 5,199 (101) (1.91%) UTILITIES 131,091 112,767 - (112,767) (100.00%) ADVERTISING/MARKETING/PROMO 1,500 1,500 1,515 15 1.00% TELECOMMUNICATIONS 9,978 10,030 10,500 470 4.69% MEMBERSHIP/DUES/SUBSCRIPTIONS 3,280 3,280 3,313 33 1.01% TRAINING/SEMINARS/CONFERENCE 4,915 4,915 4,981 66 1.34% POSTAGE 625 625 591 (34) (5.44%) TRAVEL-EXPENSES, MILEAGE 2,900 2,610 2,646 36 1.38% TOOLS/EQUIPMENT PURCHASE 26,250 21,750 16,809 (4,941) (22.72%) DIETARY - R&M EQUIPMENT 3,000 3,000 3,030 30 1.00% R & M - BUILDINGS 83,875 83,875 83,500 (375) (0.45%) R & M - EQUIPMENT 28,165 27,515 27,480 (35) (0.13%) LIFE SAFETY SERVICES 14,675 - 7,680 7,680 - % OFFICE SUPPLIES/EXPENSES 2,050 2,050 1,571 (479) (23.37%) UTILITIES - HYDRO - - 78,438 78,438 - % UTILITIES - HEAT - - 31,162 31,162 - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

103 of 234 WFL - TILLSONBURG 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE UTILITIES - WATER/SEWAGE - - 23,627 23,627 - % GARBAGE DISPOSAL 7,500 7,500 7,725 225 3.00% INSURANCE 7,411 9,130 7,633 (1,497) (16.40%) LEGAL 5,000 5,000 5,000 - - % JANITORIAL SERVICE - - 1,600 1,600 - % PURCHASED SERVICES 470,534 471,840 478,239 6,399 1.36% GROUNDS WORK INC SNOW 20,000 20,000 20,000 - - % EXPENDITURE RECOVERIES (19,440) (8,706) (1,300) 7,406 (85.07%) INCONTINENCE SUPPLIES 16,357 16,357 16,357 - - % HIGH INTENSITY NEEDS SUPPLIES 1,500 4,200 1,500 (2,700) (64.29%) RAW FOOD COSTS 110,266 114,391 111,376 (3,015) (2.64%) SUPPLIES/PROGRAM EXPENSES 30,700 30,700 31,511 811 2.64% MEDICAL SUPPLIES 19,139 19,139 19,427 288 1.50% HGH INTENSITY NEEDS 13,000 10,850 13,300 2,450 22.58% PHYSICIAN - REGULAR FEES 4,468 4,468 4,468 - - % PHYSICIAN ON CALL 14,694 14,925 14,527 (398) (2.67%) TOTAL OPERATING AND PROGRAM EXPEN 1,187,036 1,167,075 1,203,530 36,455 3.12% DEBT REPAYMENT DEBT REPAYMENT 294,320 294,320 311,478 17,158 5.83% DEBT PAYMENT - INTEREST 181,001 181,001 163,386 (17,615) (9.73%) TOTAL DEBT REPAYMENT 475,321 475,321 474,864 (457) (0.10%) CAPITAL CAPITAL - BUILDING 10,020 10,000 - (10,000) (100.00%) CAPITAL - EQUIPMENT - - 15,000 15,000 - % CAPITAL - FURNISHINGS 22,500 59,611 12,500 (47,111) (79.03%) TOTAL CAPITAL 32,520 69,611 27,500 (42,111) (60.49%) OTHER CONTRIBUTIONS FROM RESERVE (28,790) (74,100) - 74,100 (100.00%) TOTAL OTHER (28,790) (74,100) - 74,100 (100.00%) TOTAL WFL - TILLSONBURG 1,622,591 1,609,428 1,671,225 61,797 3.84%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

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What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection Enhance Community health & Building Partnerships: safety through our services in To assess and evaluate the promotion, prevention, effectiveness of public health 25% 75% 100% 100% protection and emergency partnerships related to the prevention response including: •1.ii. A County that of injury and substance misuse Works Together > Case/Outbreak: Enhance the quality of % of confirmed Invasive Group A life for all of our citizens Streptococcal Disease (iGAS) cases * Building Partnerships, by: 80% 100% 100% 100% Collaborations & networks where initiation of follow-up occurred •implementing a healthy on the same day as receipt of lab *Case & Outbreak Management community strategy confirmation of a positive case •working with *Health Advocacy & Promotion Health Advocacy community partners % of smoking cessation clients who N/A 75% 78% 80% *Health Protection Certification and organizations to report quitting or reduction attempt manintain/strengthen *Health Resource Distribution within first 30 days of program entry public safety Certification: *Individual Health Assessment Number of food handlers certified in a 286 300 320 340 *Inspeections, Investigations & calendar year Enforcement Resource Distribution: Number of vaccine doses distributedd in 63,146 64,500 65,145 65,800 *Monitoring & Surveillance a calendar year *Emergency Medical Services Individual Health Assessment: % of families with risk who complete an 50% 62% 75% 85% *911 Call Taking & Dispatch in-depth assessment *Emergency Management Inspections/Enforcement: % of high-risk food premises inspecteed 100% 100% 100% 100% once every 4 months while in operatiion

Monitoring & Surveillance % of J.K., SK and gr.2 oral health 100% 100% 100% 100% screens completed EMS: 9,841 10,004 10,800 11,670 Total patient encounters 911 Yes Yes Yes Yes terms of contract met by provider Emergency Management: Compliance with ON Reg. 380 100% 100% 100% 100% Emergency Management Standards 105 of 234

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2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications PUBLIC HEALTH Client/Customer Service: A County that Potential rental costs to Woodstock based clinical • Identify and implement Works Together secure appropriate facilities Q3 services review to be opportunities to improve completed and any access to clinical service for Staff Time recommendations clients living in communities implemented by March 31, outside of Woodstock Improving accessibility may 2016. Complete a review • Provide appropriate space in result in increased clinic and implement communities outside of supply costs recommendations for other Woodstock for staff who locations. spend the majority of their Service Delivery Review/ workweek out of the office. Service Improvement Opportunity: [PH.02.00]. Work space for staff assigned to areas outside of Woodstock is linked to Libraries as community hubs. Service Delivery Review/ Service Improvement Opportunity: [PH.03.00].

Expansion of Youth Engagement A County that Staff Time Currently the Youth Initiative: Informs and Engages Engagement strategy is • Expand opportunities to Q2 primarily focused on Youth engage youth, who attend attending secondary community based school. The new program programs/groups/clubs, in expands beyond this to the development and reach youth who may not implementation of youth be attending school. focused Health advocacy & Promotion activities Link to libraries as hubs.

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2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Food skills training for vulnerable A County that Staff Time Improving food literacy populations: Works Together skills will strengthen the • Plan and implement a food Q3 capacity of our most literacy program which vulnerable community teaches participants basic members to manage their food preparation and kitchen limited food resources in skills (including safe food preparing safe and handling, and incorporation nutritious food to meet their of fresh local foods and dietary needs for an active decrease reliance on and healthy life. prepared foods) in collaboration with local (Future Oxford 1iD) service providers. Princeton Wastewater Outreach & A County that $4,500 Q3 This option includes an Education Campaign: Thinks Ahead and Wisely onsite sewage system Shapes the Future outreach pilot program to Protect human and environmental improve water quality by health through groundwater encouraging septic system protection strategies by educating owners to adopt a suite of homeowners on how to maintain an best management practices environmentally responsible septic (BMPs) related to the care tank system and maintenance of septic systems.

(Future Oxford 3iD)

EMERGENCY SERVICES DIVISION Paramedic Services: Implementation A County that $390,000 (capital) funded Q2 To reduce lost time and of an Injury Mitigation Strategy Thinks Ahead and Wisely from EMS injuries. (Mental Health Wellness, Power Shapes the Future Vehicle/Equipment Reserve Assisted Stretchers) County 911: Review 911 Contract A County that Staff Time Q3 As part of the Services That

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2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications and Next Generation 911 Performs and Delivers Work review it was This project would review the Results identified that a review of potential costs / benefits of a longer how the County contracts term contract inclusive of capital its 911 services should be support for the implementation of undertaken [EMS 02:01]. new dispatch technology. This could include the potential for rationalization of service contracts, improved service delivery, improved dispatch accountability and cost savings.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications PUBLIC HEALTH Records Management and A County that TBD 2016-2017 Service Delivery Review/ Electronic Health Record Performs and Delivers Service Improvement Implement recommendations Results Opportunities: [PH.07.00].

Long-term protection of all private A County that Project costs TBD for 2017 Q3 2017 (Future Oxford 3iD) drinking water sources: Thinks Ahead and Wisely • Lead the development of a Shapes the Future Implementation costs to be project related to a County- included in 2018 budget wide water management program for private wells used for drinking water.

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2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications EMERGENCY SERVICES Implementation of 10 year Master A County that TBD TBD Plan Performs and Delivers Results

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BUDGET SUMMARY 2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(13,242,270) $(12,950,314) $(12,808,578) $141,736 -1.09%

SALARIES AND BENEFITS 15,704,834 15,680,388 16,022,505 342,117 2.18%

OPERATING AND PROGRAM EXPENSES 4,260,901 4,280,289 4,021,789 (258,500) -6.04%

DEBT REPAYMENT 298,456 300,139 292,787 (7,352) -2.45%

CAPITAL 406,590 398,590 790,400 391,810 98.30%

OTHER 106,410 111,410 (375,400) (486,810) -436.95%

EXPENSES 20,777,191 20,770,816 20,752,081 (18,735) -0.09%

NET LEVY $7,534,921 $7,820,502 $7,943,503 $123,001 1.57%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 20,467,083 20,670,781 21,127,481 20,757,374 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 11.59% 10.54% 8.49% 9.91% COST PER HOUSEHOLD $458.20 $456.96 $461.58 $448.16 COST PER CAPITA $186.06 $186.16 $189.08 $184.53 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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FULL-TIME EQUIVALENT SUMMARY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VARIANCE FTE's 149.8 146.4 -3.4 -2.2% Student FTE's 1.7 2.6 0.9 52.9% Total 151.5 149.0 -2.5 -1.6% Reason for FTE change PH - Additional 2.1 FTE showing in Strat. Comm. & Engagement (not included in PH FTE count here) Decreased 4 FTE and made other small changes due to 2015 funding EMS - Decrease 0.30 FTE for Community Paramedicine Paramedic Funding (2015 only), increase 1.0 FTE for New Emergency Planning Officer

NEW INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Records Management and A County that $65,000 funded from Q4 Service Delivery Review/ Electronic Health Record Performs and Delivers general reserve Service Improvement Conduct a business process review, Results Opportunities: [PH.07.00] mapping and policy development for improvements in productivity, See Report No. PHES documentation and information 2015-04 management: • leverage opportunities for use of the Corporate digital data management system (Laserfiche) and • Continue membership on a multi-health unit working group whose mandate is to develop recommendations for standardization of 111 of 234

2016 BUSINESS PLAN PUBLIC HEALTH AND EMERGENCY SERVICES

NEW INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications electronic health record system for all health units

CEMC Shared Services to provide A County that Staff + resource costs Q1 Provide integrated emergency management services to Works Together $91,130 – funded from emergency management local area municipalities taxation programs so that they are mutually supportive; reflect coordinated response approaches; maximize effectiveness of resources, organizations and systems in response to emergency and disaster planning

See Report No. PHES 2015-07

Paramedic Services: 10-year Master A County that Consulting fees $90,000 – Q3 Service Delivery Review/ Plan Thinks Ahead and Wisely funded from General Service Improvement Shapes the Future reserve Opportunities –[EMS 03.01] Review EMS Response Time Standard and Deployment and [EMS 03.02] Review Hospital Turnaround Times

See Report No. PHES 2015-05

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HOW WE ARE ORGANIZED

Director Public Health Medical Officer of & Emergency Health ((Acting) Services

Manager Supervisor, Manager, Public Heatlh, Emergency Administration Paramedic Services (3) Management

Supervisor, Supervisor, Staff Paramedic Services (4) (1) (3)

Field Supervisor, Staff Paramedic Services (62.6) (5)

Staff (62.9)

113 of 234 PUBLIC HEALTH & EMERGENCY SERVICES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES PROVINCIAL (12,619,190) (12,459,379) (12,395,282) 64,097 (0.51%) OTHER GRANTS (322,879) (217,867) (114,304) 103,563 (47.53%) DONATIONS (17,375) (22,000) (20,000) 2,000 (9.09%) USER FEES (223,651) (206,068) (228,992) (22,924) 11.12% DEVELOPMENT CHARGES (35,000) (30,000) (35,000) (5,000) 16.67% OTHER (24,175) (15,000) (15,000) - - % TOTAL REVENUES (13,242,270) (12,950,314) (12,808,578) 141,736 (1.09%) SALARIES AND BENEFITS 15,704,834 15,680,388 16,022,505 342,117 2.18% OPERATING AND PROGRAM EXPENSES 4,260,901 4,280,289 4,021,789 (258,500) (6.04%) DEBT REPAYMENT 298,456 300,139 292,787 (7,352) (2.45%) CAPITAL 406,590 398,590 790,400 391,810 98.30% OTHER 106,410 111,410 (375,400) (486,810) (436.95%) TOTAL PUBLIC HEALTH & EMERGENCY SERVICES 7,534,921 7,820,502 7,943,503 123,001 1.57%

114 of 234 PUBLIC HEALTH 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (7,358,097) (7,276,000) (7,106,122) 169,878 (2.33%) REV - GRANT (322,879) (217,867) (114,304) 103,563 (47.53%) REV - PROJECT REVENUE - - (9,800) (9,800) - % REV - MORTGAGE / FILE SEARCH (12,645) (5,500) (9,000) (3,500) 63.64% REV - PLANNING REVIEW FEES (1,800) (2,500) (2,500) - - % REV - SEPTIC SYSTEM FEES (65,000) (65,000) (70,000) (5,000) 7.69% REV - FLU VACCINE (17,000) (20,000) (15,000) 5,000 (25.00%) REV - HPV VACCINE (9,000) (11,000) (9,000) 2,000 (18.18%) REV - MENINGITIS VACCINE (10,260) (10,260) (10,260) - - % REV - SERVICE RECOVERY FEES (74,662) (44,700) (67,160) (22,460) 50.25% REV - DONATIONS (17,375) (22,000) (20,000) 2,000 (9.09%) REV - OTHER SOURCES (24,384) (26,208) (25,172) 1,036 (3.95%) TOTAL REVENUES (7,913,102) (7,701,035) (7,458,318) 242,717 (3.15%) SALARIES AND BENEFITS SALARIES 5,902,650 6,006,195 5,906,872 (99,323) (1.65%) BENEFITS 1,470,657 1,574,460 1,506,825 (67,635) (4.30%) TOTAL SALARIES AND BENEFITS 7,373,307 7,580,655 7,413,697 (166,958) (2.20%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 1,029,918 1,029,918 1,065,787 35,869 3.48% MEETING COSTS 19,720 11,800 12,713 913 7.74% ADMINISTRATION EXP 43,654 43,170 39,000 (4,170) (9.66%) COMPUTER SOFTWARE & SUPPORT 12,000 - - - - % LICENCES 5,050 1,800 5,500 3,700 205.56% ADVERTISING/MARKETING/PROMO 60,432 55,560 52,325 (3,235) (5.82%) TELECOMMUNICATIONS 27,902 30,540 24,550 (5,990) (19.61%) MEMBERSHIP/DUES/SUBSCRIPTIONS 12,879 13,577 14,047 470 3.46% TRAINING/SEMINARS/CONFERENCE 87,413 63,860 75,045 11,185 17.51% POSTAGE 13,777 10,000 12,000 2,000 20.00% TRAVEL-EXPENSES, MILEAGE 152,847 164,775 159,274 (5,501) (3.34%) TOOLS/EQUIPMENT PURCHASE 25,000 44,045 48,907 4,862 11.04% R & M - EQUIPMENT 2,600 1,500 2,500 1,000 66.67% OFFICE SUPPLIES/EXPENSES 17,500 17,500 17,500 - - % INSURANCE 32,302 32,942 33,271 329 1.00% LEGAL 14,640 10,000 16,000 6,000 60.00% PURCHASED SERVICES 521,745 679,545 178,928 (500,617) (73.67%) CONSULTANT FEES 15,264 5,000 70,000 65,000 1,300.00%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

115 of 234 PUBLIC HEALTH 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE RENT - BUILDING 7,000 - 11,000 11,000 - % RAW FOOD COSTS 101,640 52,702 51,951 (751) (1.42%) SUPPLIES/PROGRAM EXPENSES 325,772 262,968 316,417 53,449 20.33% MEDICAL SUPPLIES 30,900 30,827 30,900 73 0.24% TOTAL OPERATING AND PROGRAM EXPEN 2,559,955 2,562,029 2,237,615 (324,414) (12.66%) CAPITAL CAPITAL - COMPUTER EQUIPMENT 2,000 - - - - % TOTAL CAPITAL 2,000 - - - - % OTHER CONTRIBUTIONS FROM RESERVE - - (65,000) (65,000) - % TOTAL OTHER - - (65,000) (65,000) - % TOTAL PUBLIC HEALTH 2,022,160 2,441,649 2,127,994 (313,655) (12.85%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

116 of 234 EMERGENCY SERVICES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (5,196,093) (5,113,379) (5,214,360) (100,981) 1.97% REV - SALE OF EQUIPMENT (24,175) (15,000) (15,000) - - % REV - PROJECT REVENUE (65,000) (70,000) (65,000) 5,000 (7.14%) REV - SERVICE RECOVERY FEES (8,900) (15,900) (15,900) - - % REV - DEVEL CHARGES (35,000) (30,000) (35,000) (5,000) 16.67% REV - OTHER SOURCES - (5,000) (5,000) - - % TOTAL REVENUES (5,329,168) (5,249,279) (5,350,260) (100,981) 1.92% SALARIES AND BENEFITS SALARIES 6,800,278 6,642,093 7,031,315 389,222 5.86% BENEFITS 1,531,249 1,457,640 1,577,493 119,853 8.22% TOTAL SALARIES AND BENEFITS 8,331,527 8,099,733 8,608,808 509,075 6.29% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 630,971 630,974 605,672 (25,302) (4.01%) MEETING COSTS 10,000 10,000 17,000 7,000 70.00% INSURANCE CLAIM COSTS 32,000 - - - - % COMPUTER SOFTWARE & SUPPORT 84,725 98,197 71,325 (26,872) (27.37%) LICENCES 3,795 - 4,000 4,000 - % ADVERTISING/MARKETING/PROMO 28,522 30,500 35,500 5,000 16.39% TELECOMMUNICATIONS 33,300 33,300 43,400 10,100 30.33% MEMBERSHIP/DUES/SUBSCRIPTIONS 4,825 4,850 6,325 1,475 30.41% TRAINING/SEMINARS/CONFERENCE 35,553 46,300 33,700 (12,600) (27.21%) POSTAGE 1,500 2,000 1,850 (150) (7.50%) TRAVEL-EXPENSES, MILEAGE 2,500 4,000 6,000 2,000 50.00% TOOLS/EQUIPMENT PURCHASE 19,800 19,800 32,357 12,557 63.42% R & M - BUILDINGS 7,500 10,000 10,000 - - % R & M - EQUIPMENT 37,140 37,140 24,160 (12,980) (34.95%) R & M - VEHICLES 130,000 123,000 123,000 - - % FUEL - VEHICLES 113,601 135,000 125,000 (10,000) (7.41%) OFFICE SUPPLIES/EXPENSES 4,000 4,000 4,000 - - % INSURANCE 122,534 135,109 126,210 (8,899) (6.59%) LEGAL 12,000 10,000 10,000 - - % PURCHASED SERVICES 44,700 44,700 91,850 47,150 105.48% CONSULTANT FEES - - 90,000 90,000 - % SUPPLIES/PROGRAM EXPENSES 85,460 84,390 55,825 (28,565) (33.85%) MEDICAL SUPPLIES 170,520 169,000 175,000 6,000 3.55% EMS- UNIFORMS 86,000 86,000 92,000 6,000 6.98%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

117 of 234 EMERGENCY SERVICES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE TOTAL OPERATING AND PROGRAM EXPEN 1,700,946 1,718,260 1,784,174 65,914 3.84% DEBT REPAYMENT DEBT REPAYMENT 233,951 233,951 236,268 2,317 0.99% DEBT PAYMENT - INTEREST 64,505 66,188 56,519 (9,669) (14.61%) TOTAL DEBT REPAYMENT 298,456 300,139 292,787 (7,352) (2.45%) CAPITAL CAPITAL - EQUIPMENT 53,590 53,590 520,400 466,810 871.08% CAPITAL - VEHICLE 351,000 345,000 270,000 (75,000) (21.74%) TOTAL CAPITAL 404,590 398,590 790,400 391,810 98.30% OTHER CONTRIBUTIONS TO RESERVE 545,000 540,000 610,000 70,000 12.96% CONTRIBUTIONS FROM RESERVE (438,590) (428,590) (920,400) (491,810) 114.75% TOTAL OTHER 106,410 111,410 (310,400) (421,810) (378.61%) TOTAL EMERGENCY SERVICES 5,512,761 5,378,853 5,815,509 436,656 8.12%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

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2016 BUSINESS PLAN CORPORATE SERVICES: LIBRARY

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017

Actual Forecast Projection Projection •1.ii. A County that Works Provide comfortable, Together ˃ Enhance the Circulation per hour 28.4 28 28 28 welcoming community hubs quality of life for all our citizens open (items in 14 branch locations: by: borrowed) lending of a wide variety of •Adapting programs, services Computer and 4.3 5 5.2 5.5 and facilities to reflect materials; supporting the wireless use per public’s informational, evolving community needs recreational, and •Working with community hour open employment-based needs; partners and organizations to e-book downloads 51,275 55,000 60,000 65,000 offering a wide range of maintain/strengthen public safety e-audiobook 9,844 14,000 16,000 17,000 recreational and educational •Promoting community downloads programs for all ages; participation and life-long In-library visits 302,039 320,000 330,000 335,000 providing access to electronic involvement in recreational resources; coaching and In-library visits increased by 8.6% over 2013. and cultural activities E-book downloads increased by 97% over 2013. training on the use of technology; outreach and •2.iii. A County that is Well home delivery services to Connected > Strengthen nursing homes and community access and Internet homebound clients connectivity

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2016 BUSINESS PLAN CORPORATE SERVICES: LIBRARY

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Undertake a multi-service facility A County that Staff Time 2017-2020 Service Delivery Review/ review: Works Together Service Improvement • Participate in SIO Team with Opportunity [LB.01.06] – CAO, Human Services and Libraries as Community Public Health Hubs. • Pilot study and community consultations in Zorra Would address existing • Consider alternate locations barriers to access county and modes of service services and would delivery respond to real needs of communities. Increase use of library facility. Undertake a library membership A County that Staff Time Q4 2016 Increase reach; drive: Works Together Measured by the • Community-based social Estimated project costs percentage of population marketing program $10,000 (Advertising, served having active library • Consider implementing a special projects) membership Membership Benefits program • Quantify the use of “family cards” to better reflect actual reach

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Participate as research site for A County that Staff Time Q4 2017 Outcome-based evaluation Ontario Library Association’s Performs and Delivers models look beyond

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2016 BUSINESS PLAN CORPORATE SERVICES: LIBRARY

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Community Impact evaluation tool Results quantitative measures, instead measuring community impact and maximizing relevance. Facilitates strategic decision-making re resource allocation and delivery methods. Building on the outcomes of the A County that Staff Time 2017-2018 Service Delivery Community Hub SIO, proceed with Performs and Delivers Review/Service Space Needs Review and Resource Results Improvement Opportunities Review [LB.01.04] – Library Space • Identification of space needs A County that Needs Review and based on community needs Is an Employer of Choice [LB.01.03] - Library and opportunities for multi- Resource Review - use identified as sub-phases of • implement effective staffing the Service Improvement model to address evolving Opportunity [LB.01.06] – library services and support Libraries as Community succession planning for key Hubs. vulnerable positions

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2016 BUSINESS PLAN CORPORATE SERVICES: LIBRARY

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(377,051) $(334,847) $(392,929) $(58,082) 17.35%

SALARIES AND BENEFITS 2,091,873 2,185,865 2,265,839 79,974 3.66%

OPERATING AND PROGRAM EXPENSES 1,303,526 1,283,524 1,451,244 167,720 13.07%

DEBT REPAYMENT 220,684 221,468 215,589 (5,879) -2.65%

CAPITAL - - 10,000 10,000 0.00%

OTHER 86,800 36,800 (41,120) (77,920) -211.74%

EXPENSES 3,702,883 3,727,657 3,901,552 173,895 4.66%

NET LEVY $3,325,832 $3,392,810 $3,508,623 $115,813 3.41%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 3,533,504 3,616,083 3,942,672 3,844,668 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 2.00% 1.84% 1.58% 1.83% COST PER HOUSEHOLD $127.19 $128.92 $139.43 $134.86 COST PER CAPITA $49.73 $51.31 $55.76 $54.16 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDDGET % BUDGET BUDGET VARIANCE VARIANCE FTE's 36.0 36.7 0.7 2.0% Student FTE's 0.7 0.0 -0.7 -100.0% Total 36.7 36.7 0.0 0.0% Reason for FTE change 0.7 student FTE hours are proposed to shift to part-time hours in response to elimination of the Community Access Program Youth Initiative funding stream

HOW WE ARE ORGANIZED

Oxford County Library Board

Director of CEO & Chief Corporate Librarian Services

Staff (35.7)

123 of 234 LIBRARY 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - FEDERAL GOVT (9,501) (16,852) - 16,852 (100.00%) REV - PROVINCIAL GOVT (159,261) (135,675) (135,675) - - % REV - PROV-PAY EQUITY (3,229) (3,229) (3,229) - - % REV - PROV - ONE TIME FUNDING (19,689) (23,586) - 23,586 (100.00%) REV - SERVICE RECOVERY FEES (18,230) (23,625) (18,425) 5,200 (22.01%) REV - RENT (3,600) (3,600) (3,600) - - % REV - CAP DONATIONS (707) (5,000) (5,000) - - % REV - DEVEL CHARGES (150,000) (100,000) (150,000) (50,000) 50.00% REV - OTHER SOURCES (13,000) (6,000) (10,000) (4,000) 66.67% REV - SURPLUS 166 (17,280) (67,000) (49,720) 287.73% TOTAL REVENUES (377,051) (334,847) (392,929) (58,082) 17.35% SALARIES AND BENEFITS SALARIES 1,753,919 1,836,638 1,885,452 48,814 2.66% HONORARIUM 2,000 3,000 2,000 (1,000) (33.33%) BENEFITS 335,954 346,227 378,387 32,160 9.29% TOTAL SALARIES AND BENEFITS 2,091,873 2,185,865 2,265,839 79,974 3.66% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 417,312 386,987 468,818 81,831 21.15% COMPUTER SOFTWARE & SUPPORT 30,030 30,030 25,000 (5,030) (16.75%) UTILITIES 57,307 46,500 - (46,500) (100.00%) ADVERTISING/MARKETING/PROMO 12,000 12,000 12,000 - - % TELECOMMUNICATIONS 26,860 29,500 27,225 (2,275) (7.71%) MEMBERSHIP/DUES/SUBSCRIPTIONS 18,300 18,300 19,000 700 3.83% TRAINING/SEMINARS/CONFERENCE 11,000 14,000 12,000 (2,000) (14.29%) POSTAGE 1,200 1,500 1,500 - - % TRAVEL-EXPENSES, MILEAGE 14,000 14,000 14,000 - - % R & M - EQUIPMENT 5,000 5,000 5,000 - - % TESTING 156 300 - (300) (100.00%) COFFEE MACHINE EXP 1,250 1,625 1,375 (250) (15.38%) OFFICE SUPPLIES/EXPENSES - - 6,000 6,000 - % UTILITIES - HYDRO - - 40,944 40,944 - % UTILITIES - HEAT - - 12,577 12,577 - % UTILITIES - WATER/SEWAGE - - 2,750 2,750 - % INSURANCE 20,125 25,330 20,729 (4,601) (18.16%) SECURITY 4,392 4,500 - (4,500) (100.00%) JANITORIAL SERVICE 1,776 1,776 - (1,776) (100.00%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

124 of 234 LIBRARY 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE PURCHASED SERVICES 32,000 50,000 40,000 (10,000) (20.00%) RENT - BUILDING 214,836 216,590 343,406 126,816 58.55% DONATION WITHDRAWAL 707 5,000 5,000 - - % SUPPLIES/PROGRAM EXPENSES 70,275 50,586 18,920 (31,666) (62.60%) BOOKS - HARD COPY 310,000 310,000 270,000 (40,000) (12.90%) CULTURAL PROGRAMS 25,000 30,000 30,000 - - % GUIDES & TOOLS 30,000 30,000 35,000 5,000 16.67% BOOKS - ELECTRONIC - - 40,000 40,000 - % TOTAL OPERATING AND PROGRAM EXPEN 1,303,526 1,283,524 1,451,244 167,720 13.07% DEBT REPAYMENT DEBT REPAYMENT 173,457 173,457 175,818 2,361 1.36% DEBT PAYMENT - INTEREST 47,227 48,011 39,771 (8,240) (17.16%) TOTAL DEBT REPAYMENT 220,684 221,468 215,589 (5,879) (2.65%) CAPITAL CAPITAL - BUILDING - - 10,000 10,000 - % TOTAL CAPITAL - - 10,000 10,000 - % OTHER CONTRIBUTIONS TO RESERVE 175,000 125,000 175,000 50,000 40.00% CONTRIBUTIONS FROM RESERVE (88,200) (88,200) (216,120) (127,920) 145.03% TOTAL OTHER 86,800 36,800 (41,120) (77,920) (211.74%) TOTAL LIBRARY 3,325,832 3,392,810 3,508,623 115,813 3.41%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

125 of 234

2016 BUSINESS PLAN CORPORATE SERVICES: ARCHIVES

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection Acquires, conserves and •4ii A County that Informs provides access to the and Engages > Better inform Submit descriptions to 7 12 5 5 inactive historical the public about County ARCHEION programs, services and Total fonds in ARCHEION 27 39 44 49 records of the County of activities through planned Oxford, its agencies, Presentations to better communication by inform and engage our boards, and implementing a County community and celebrate commissions. The Report Card that engages and informs our community our history: disparate archival - Education/youth 2 0 1 1 collections support the and celebrates our successes and our history groups cultural, administrative, - Misc. service 8 4 2 2 financial, legal, social, clubs/organizatio historiical and ns educational heritage of Special Projects including: the County and Area - Conservation and Municipalities. preservation of paper documents, 16 10 5 5 photographs and other media - Transcriptions of written records, preparation of special displays Research inquiries - Internal 130 100 100 100 - Telephone 100 100 100 125 - Mail/Email 150 150 150 175 - Research visits 150 150 175 200 - Visitors 190 225 225 225

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2016 BUSINESS PLAN CORPORATE SERVICES: ARCHIVES

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Provide a special display/event to A County that Cost of materials for display Q1 This major collection announce the acquisition, Informs and Engages includes records from all 3 arrangement and description and Staff Time levels of government as then access to, the Senator Donald well as the federal Senate. Sutherland fonds Display and event will provide an opportunity for the Archives to promote this collection to the public. Prepare a WWI display and a related A County that Cost of materials for the Q4 This will be part of the brochure/written information (ie. War Informs and Engages display and booklet “Oxford Remembers” Memorials of Oxford County) schedule of events and will Staff Time be working with Stephen Smith (local military historian) along with Creative Connections and area municipal museums. Submit 5 descriptions to ARCHEION A County that Staff Time Q4 This will allow for more including County of Oxford series Informs and Engages collections to be searchable on-line . Consult with Area Municipalities to A County that Staff Time Q4 Service Delivery Review/ assess potential for shared archival Works Together Service Improvement services Opportunity– Expand Archives to all Area Municipalities [AR.03.00] Review current state of management of area municipality archives and costs of expanding County Archives to include municipal records.

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2016 BUSINESS PLAN CORPORATE SERVICES: ARCHIVES

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Online exhibit on Senator Donald A County that Archives and IT Staff Time Q2 Extension of project from Sutherland Informs and Engages 2016 which allows for materials to be viewed electronically. Arrangement and Description of A County that Cost of materials to house Q4 Vital collection related to COA44 Edwin Bennett fonds – His Informs and Engages collection the history of WWII – records include a large number of completion of arrangement materials related to WWII Staff Time and description would allow for better access for researchers. Submit 5 descriptions to ARCHEION A County that Staff Time Q4 This allow for more Informs and Engages collections to be searchable on-line.

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2016 BUSINESS PLAN CORPORATE SERVICES: ARCHIVES

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(500) $(200) $(300) $(100) 50.00%

SALARIES AND BENEFITS 124,414 217,459 142,504 (74,955) -34.47%

OPERATING AND PROGRAM EXPENSES 70,474 72,482 73,496 1,014 1.40% CAPITAL - - - - 0.00% OTHER - - - - 0.00%

EXPENSES 194,888 289,941 216,000 (73,941) -25.50%

NET LEVY $194,388 $289,741 $215,700 $(74,041) -25.55%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 264,026 194,888 216,000 220,684 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.15% 0.10% 0.09% 0.11% COST PER HOUSEHOLD $5.91 $4.31 $4.72 $4.76 COST PER CAPITA $2.40 $1.76 $1.93 $1.96 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN CORPORATE SERVICES: ARCHIVES

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 3.0 2.0 -1.0 -33.3% Student FTE's 0.0 0.0 0.0 0.0% Total 3.0 2.0 -1.0 -33.3% Reason for FTE change Reduction of 1 FTE in 2016 in response to Service Delivery Review/Service Improvement Opportunity [AR.04.00] Merge Archives and Records Managementt. Staff reduction of 1 FTE – although the merger of Archives annd Records Management has not occurred the staff reduction was implemented due to a naturally occurring attrition opportunity. This reduction impacts service delivery levels as reeflected in the projected KPIs for future years.

HOW WE ARE ORGANIZED

Director of Corporate Services

Archivist

Staff (1)

130 of 234 ARCHIVES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (500) (200) (300) (100) 50.00% TOTAL REVENUES (500) (200) (300) (100) 50.00% SALARIES AND BENEFITS SALARIES 105,688 173,551 110,104 (63,447) (36.56%) BENEFITS 18,726 43,908 32,400 (11,508) (26.21%) TOTAL SALARIES AND BENEFITS 124,414 217,459 142,504 (74,955) (34.47%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 60,357 60,356 59,873 (483) (0.80%) ADVERTISING/MARKETING/PROMO 400 500 500 - - % TELECOMMUNICATIONS 1,016 1,100 1,100 - - % MEMBERSHIP/DUES/SUBSCRIPTIONS 733 750 750 - - % TRAINING/SEMINARS/CONFERENCE 371 1,400 2,200 800 57.14% POSTAGE 20 60 40 (20) (33.33%) TRAVEL-EXPENSES, MILEAGE 400 500 700 200 40.00% OFFICE SUPPLIES/EXPENSES 300 200 200 - - % INSURANCE 1,877 1,716 1,933 217 12.65% SUPPLIES/PROGRAM EXPENSES 5,000 5,900 6,200 300 5.08% TOTAL OPERATING AND PROGRAM EXPEN 70,474 72,482 73,496 1,014 1.40% TOTAL ARCHIVES 194,388 289,741 215,700 (74,041) (25.55%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

131 of 234

2016 BUSINESS PLAN CORPORATE SERVICES: FINANCE

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •3.iii. A County that Thinks Ahead and Wisely Shapes Number of Invoices 15,802 15,960 16,120 16,280 the Future > apply social, financial and environmental Paid per Accounts Provide professional sustainability lenses to Payable FTE support services significant decisions by Number of Payroll 13,891 13,900 13,900 13,900 including: payroll, assessing options in regard Direct Deposits per accounts receivable, to: life cycle costs and Payroll FTE accounts payable, benefit/costs – including debt, taxes and reserve levels and Number of Invoices 2,093 2,100 2,100 2,100 budgeting, financial implications analysis, financial Issued per Accounts •5.ii. A County that Performs reporting and financial and Delivers Results > Receivable FTE statement preparation deliver exceptional services Date Budget By-law Dec 2013 Jan 2015 Dec 2015 Dec 2016 by: conducting regular service Passed reviews to ensure delivery effectiveness and efficiency Credit Rating – AA/Stable AAA+/ AAA+/ AAA+/ Standard & Poor’s Stable Stable Stable

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2016 BUSINESS PLAN CORPORATE SERVICES: FINANCE

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Review and implement payroll A County that Staff Time + $30,000 Q2 Consistent and efficient process changes. Performs and Delivers software enhancements payroll processes across Results the County.

Enhancement will improve employee’s access to payroll information. Review purchasing procedures/ A County that Staff Time Q4 Improved purchasing data policies, and develop a collaborative Performs and Delivers management with the purchasing process. Results creation of a central purchasing data collection and analysis process.

Service Delivery Review/ Service Improvement Opportunity [CS.07.00] - A more collaborative approach to purchasing may result in savings.

Implement cash receipting at A County that Staff Time – Finance and Q4 Implementing changes will Customer Service from Great Plains, Performs and Delivers Customer Service reduce manual entry and as well as inventory/service tracking. Results strengthen internal controls.

Review and determine a solution to A County that Staff Time Q4 Current purchase order replace Business Portal – purchase Performs and Delivers system will not be order software. Results supported with next upgrade of the Great Plains Software.

Review maintenance of Asset A County that Staff Time - Finance and Q4 Identify a single source Management Plan. Thinks Ahead and Wisely Public Works Service Owner responsible Shapes the Future for Capital Planning and

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2016 BUSINESS PLAN CORPORATE SERVICES: FINANCE

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Asset Management.

Service Delivery Review/ Service Improvement Opportunity [CSPW.03.02] - Develop a consistent process for updating financial and asset condition ratings for County assets.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Implement solution to replace A County that Staff Time + $TBD Q1 Based on results of 2016 Business Portal – purchase order Performs and Delivers review. software Results Implement Asset Management Plan A County that Staff Time + $TBD Q1 Based on results of 2016 maintenance. Performs and Delivers review. Results Update Asset Management Plan. A County that Staff Time – Finance and Q3 Every two years Asset Thinks Ahead and Wisely Public Works Management Plan will be Shapes the Future updated with Council.

Review water and wastewater billing A County that Staff Time – Finance, Q1 (2018) PW 2015-28 – Water and – billing & collection agreements Performs and Delivers Customer Service and Wastewater Billing expire Q4-2018 with optional one- Results Public Works Services. year extension. Consultation with Area Municipalities and current customer service providers 134 of 234

2016 BUSINESS PLAN CORPORATE SERVICES: FINANCE

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(19,500) $(11,000) $(9,500) $1,500 -13.64%

SALARIES AND BENEFITS 776,009 850,060 834,559 (15,501) -1.82%

OPERATING AND PROGRAM EXPENSES 376,204 432,987 354,393 (78,594) -18.15%

INTERDEPARTMENTAL ALLOCATIONS (1,193,547) (1,193,547) (1,182,952) 10,595 -0.89% CAPITAL - - - - 0.00%

OTHER (5,500) (78,500) 3,500 82,000 -104.46%

EXPENSES (46,834) 11,000 9,500 (1,500) -13.64%

NET LEVY $(66,334) - - - 0.00%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 1,135,415 1,152,213 1,188,952 1,211,318 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.64% 0.59% 0.48% 0.58% COST PER HOUSEHOLD $25.42 $25.47 $25.98 $26.15 COST PER CAPITA $10.32 $10.38 $10.64 $10.77 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 10.0 10.0 0.0 0.0% Student FTE's 0.0 0.0 0.0 0.0% Total 10.0 10.0 0.0 0.0% Reason for FTE change

HOW WE ARE ORGANIZED

Director of Corporate Services

Manager of Finance

Staff (9)

136 of 234 FINANCE 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (15,000) (5,000) (5,000) - - % REV - DEVEL CHARGES (3,500) (3,500) (3,500) - - % REV - OTHER SOURCES (1,000) (2,500) (1,000) 1,500 (60.00%) TOTAL REVENUES (19,500) (11,000) (9,500) 1,500 (13.64%) SALARIES AND BENEFITS SALARIES 606,112 680,168 654,195 (25,973) (3.82%) BENEFITS 169,897 169,892 180,364 10,472 6.16% TOTAL SALARIES AND BENEFITS 776,009 850,060 834,559 (15,501) (1.82%) OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 37,081 37,081 42,461 5,380 14.51% COMPUTER SOFTWARE & SUPPORT 103,923 193,300 97,650 (95,650) (49.48%) ADVERTISING/MARKETING/PROMO 2,500 - - - - % MEMBERSHIP/DUES/SUBSCRIPTIONS 4,315 5,450 4,790 (660) (12.11%) TRAINING/SEMINARS/CONFERENCE 4,500 4,000 5,000 1,000 25.00% POSTAGE 2,200 500 5,700 5,200 1,040.00% TRAVEL-EXPENSES, MILEAGE 250 500 250 (250) (50.00%) OFFICE SUPPLIES/EXPENSES 6,500 5,000 5,000 - - % INSURANCE 115,236 105,501 118,693 13,192 12.50% LEGAL 10,000 10,000 10,000 - - % PURCHASED SERVICES 79,699 71,655 64,849 (6,806) (9.50%) SUPPLIES/PROGRAM EXPENSES 10,000 - - - - % TOTAL OPERATING AND PROGRAM EXPEN 376,204 432,987 354,393 (78,594) (18.15%) INTERDEPARTMENTAL ALLOCATIONS CHARGE TO OTHER JOB (1,193,547) (1,193,547) (1,182,952) 10,595 (0.89%) TOTAL INTERDEPARTMENTAL ALLOCATIO (1,193,547) (1,193,547) (1,182,952) 10,595 (0.89%) OTHER CONTRIBUTIONS TO RESERVE 3,500 3,500 3,500 - - % CONTRIBUTIONS FROM RESERVE (9,000) (82,000) - 82,000 (100.00%) TOTAL OTHER (5,500) (78,500) 3,500 82,000 (104.46%) TOTAL FINANCE (66,334) - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

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2016 BUSINESS PLAN CORPORATE SERVICES: CUSTOMER SERVICE

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •5.i. A County that Performs and Delivers Results > Insurance claims in 7 5 6 6 Enhance our customer Customer service is service focus and the year committed to providing responsiveness to municipal Insurance claims $150,000 $150,000 $175,000 $175,000 exceptional service to partners and the public by costs (5 year avg.) meet the needs of implementing clearly defined Incident frequency – 45 40 40 40 residents, stakeholders customer service standards and employees of the and expectations reported under Risk County and area Management Policy municipalities in a Service Requests 1348 2000 2000 2200 timely, knowledgeable, initiated at Customer courteous and fair Service manner. Locates forms 2101 3200 3500 3500 completed at Customer Service

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2016 BUSINESS PLAN CORPORATE SERVICES: CUSTOMER SERVICE

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Issue RFQ for document destruction A County that Staff Time Q1 Competitive process Performs and Delivers required. Results Accountability & Transparency A County that Staff Time Q2 Periodic review Policy Review Performs and Delivers requirement. Results Code of Conduct Policy Review A County that Staff Time Q2 Periodic review Performs and Delivers requirement. Results Risk Management Plan Review A County that Staff Time Q3 To coordinate with Project Performs and Delivers Management Review Results implementation.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Video Surveillance Policy Review A County that Staff Time Q2 Periodic review Performs and Delivers requirement. Results Access and Privacy Policy Review A County that Staff Time Q2 Periodic review Performs and Delivers requirement. Results

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2016 BUSINESS PLAN CORPORATE SERVICES: CUSTOMER SERVICE

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(1,000) $(1,000) $(500) $500 -50.00%

SALARIES AND BENEFITS 516,746 522,611 537,589 14,978 2.87%

OPERATING AND PROGRAM EXPENSES 98,611 102,152 112,845 10,693 10.47%

INTERDEPARTMENTAL ALLOCATIONS (623,763) (623,763) (649,934) (26,171) 4.20% CAPITAL - - - - 0.00% OTHER - - - - 0.00%

EXPENSES (8,406) 1,000 500 (500) -50.00%

NET LEVY $(9,406) - - - 0.00%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 779,941 615,357 650,434 660,157 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.44% 0.31% 0.26% 0.31% COST PER HOUSEHOLD $17.46 $13.60 $14.21 $14.25 COST PER CAPITA $7.09 $5.54 $5.82 $5.87 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN CORPORATE SERVICES: CUSTOMER SERVICE

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 5.5 5.5 0.0 0.0% Student FTE's 0.0 0.0 0.0 0.0% Total 5.5 5.5 0.0 0.0% Reason for FTE change

HOW WE ARE ORGANIZED

Director of Corporate Services

Manager, Legislative Customer Service Services and POA (0.5) Coordinator

Customer Service Assistants (3)

141 of 234 CUSTOMER SERVICE 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SERVICE RECOVERY FEES (1,000) (1,000) (500) 500 (50.00%) TOTAL REVENUES (1,000) (1,000) (500) 500 (50.00%) SALARIES AND BENEFITS SALARIES 407,225 415,848 426,163 10,315 2.48% BENEFITS 109,521 106,763 111,426 4,663 4.37% TOTAL SALARIES AND BENEFITS 516,746 522,611 537,589 14,978 2.87% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 52,972 52,972 60,659 7,687 14.51% CREDIT CARD COSTS 14,000 14,000 15,000 1,000 7.14% TELECOMMUNICATIONS 1,090 1,380 1,080 (300) (21.74%) MEMBERSHIP/DUES/SUBSCRIPTIONS 3,612 3,500 3,860 360 10.29% TRAINING/SEMINARS/CONFERENCE 6,173 7,500 7,000 (500) (6.67%) POSTAGE 9,000 9,000 11,406 2,406 26.73% TRAVEL-EXPENSES, MILEAGE 500 500 500 - - % R & M - EQUIPMENT 3,440 3,500 2,840 (660) (18.86%) OFFICE SUPPLIES/EXPENSES 2,024 3,500 4,200 700 20.00% PURCHASED SERVICES 5,000 6,000 6,000 - - % SUPPLIES/PROGRAM EXPENSES 800 300 300 - - % TOTAL OPERATING AND PROGRAM EXPEN 98,611 102,152 112,845 10,693 10.47% INTERDEPARTMENTAL ALLOCATIONS CHARGE TO OTHER JOB (623,763) (623,763) (649,934) (26,171) 4.20% TOTAL INTERDEPARTMENTAL ALLOCATIO (623,763) (623,763) (649,934) (26,171) 4.20% TOTAL CUSTOMER SERVICE (9,406) - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

142 of 234

2016 BUSINESS PLAN CORPORATE SERVICES: INFORMATION SYSTEMS

What we do Strategic plan alignment Key Performance Indicators

Provide professional 2014 2015 2016 2017 support services Actual Forecast Projection Projection including: Geographic •5.ii. A County that Performs Information System and Delivers Results > Website visits Deliver exceptional services 232,651 226,556 210,979 202,000 (GIS) and application by regularly reviewing service (County) development and level standards to assess Mobile Website 53,467 77,245 111,598 140,000 programming support to potential for improved access visits (County) to services/amenities; County Council, County Information Oxford Database departments, staff, Area conducting regular service Municipalities and reviews to ensure delivery • Business listings 4,323 4,323 4,323 4,323 community partners. effectiveness and efficiency; developing and tracking key • Provide project performance indicators 211 listings 802 802 805 810 management service to against goals and report Custom internal 30 30 32 34 results; identifying best applications coordinate the human, practices and appropriate financial and planning benchmarking resources needed to complete major 2014 2015 2016 2017 corporate projects. Actual Forecast Projection Projection

Network 73 95 120 145 Connections – COIN Provide professional Network Devices - 425 600 650 700 support services •2.iii. A County that is Well COIN including: Desktop Connected > Strengthen community access and internet Email accounts 1775 1291 1310 1310 support for County connectivity hosted Council, County •4.ii. A County that Informs Email messages 13,500 17,000 18,000 19,000 departments, and staff. and Engages > Better inform (average/day) Provide network support the public about County and internet access to programs, services and Help desk support 44,816 5,210 5,300 5,400 all County facilities, activities through planned tickets Municipal offices, and communication by improving IT operating cost per 22,237 2,330 2,337 2,329 Community partners in County-municipality information exchange computer device Oxford County IT cost per multi- 55,590 4,660 4,228 4,228 function copier/printer 143 of 234

2016 BUSINESS PLAN CORPORATE SERVICES: INFORMATION SYSTEMS

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Repatriate shared municipal network A County that Staff Time Q2 Implementing repatriation is Well Connected of network by June 30 – end of managed contract. Source out replacement VoIP – A County that Staff Time Q3 New VoIP systems to Telephone system is Well Connected replace end-of-life systems at Administration Building and the three Woodingford Lodge sites. Support implementation of external A County that Staff Time Gradual Intranet software and website refresh and implementation Performs and Delivers implementation hardware is end of life. of new intranet Results 2016-2017 External website is due for refresh. Support implementation of mobile A County that Public Works budget Q4 Mobile workforce - workforce within water/wastewater Performs and Delivers Increased visibility, distribution and collection Results compliance and streamlined workflow.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Installation of New VoIP system for A County that $400,000 from IT Reserve Q3 Replace end of life systems all County locations is Well Connected Staff Time no longer supported in 2017. Support implementation of mobile A County that Public Works budget Q4 Mobile workforce - workforce within wastewater Performs and Delivers Increased visibility, treatment. Results compliance and streamlined workflow.

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2016 BUSINESS PLAN CORPORATE SERVICES: INFORMATION SYSTEMS

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(133,847) $(114,580) $(125,344) $(10,764) 9.39%

SALARIES AND BENEFITS 1,879,322 2,035,801 2,183,700 147,899 7.26%

OPERATING AND PROGRAM EXPENSES 1,166,273 1,221,281 1,164,182 (57,099) -4.68% DEBT REPAYMENT - - - - 0.00%

INTERDEPARTMENTAL ALLOCATIONS (1,898,424) (1,898,424) (1,948,353) (49,929) 2.63%

CAPITAL 272,216 268,000 369,100 101,100 37.72%

OTHER (91,030) (84,035) (109,221) (25,186) 29.97%

EXPENSES 1,328,357 1,542,623 1,659,408 116,785 7.57%

NET LEVY $1,194,510 $1,428,043 $1,534,064 $106,021 7.42%

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EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 3,520,977 3,317,811 3,716,982 3,924,656 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 1.99% 1.69% 1.49% 1.87% COST PER HOUSEHOLD $78.83 $73.35 $81.21 $84.73 COST PER CAPITA $32.01 $29.88 $33.26 $34.89 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital FULL-TIME EQUIVALENT SUMMARY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VARIANCE FTE's 23.6 24.7 1.1 4.7% Student FTE's 0.6 0.6 0.0 0.0% Total 24.2 25.3 1.1 4.5% Reason for FTE change One additional FTE – Computer/Network/Training Support Technician to meet increasing information technology project and support requirements for the County and six of its Area Municipalities.

Increasing “Data Technician” from .6 to .7 will allow for more effective maintenance of property related data by reducing plan input backlog (currently 3 months) to 1 week and allow the “Data Technician” to assist with parcel adjustments, generation of zoning key maps and address point maintenance. This would in turn allow our GIS Asset Management Technician to focus more on advancing implementation of our work management system (Cartegraph OMS).

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2016 BUSINESS PLAN CORPORATE SERVICES: INFORMATION SYSTEMS

HOW WE ARE ORGANIZED

Director of Corporate Services

Manager of Manager of Information Technical Services Services

Staff(10.7) Staff (12)

147 of 234 INFORMATION SYSTEMS 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - GRANT (26,400) - - - - % REV - SERVICE RECOVERY FEES (107,447) (114,580) (125,344) (10,764) 9.39% TOTAL REVENUES (133,847) (114,580) (125,344) (10,764) 9.39% SALARIES AND BENEFITS SALARIES 1,502,774 1,636,000 1,736,808 100,808 6.16% BENEFITS 376,548 399,801 446,892 47,091 11.78% TOTAL SALARIES AND BENEFITS 1,879,322 2,035,801 2,183,700 147,899 7.26% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 129,952 129,948 136,159 6,211 4.78% COMPUTER SOFTWARE & SUPPORT 416,929 446,655 486,165 39,510 8.85% ADVERTISING/MARKETING/PROMO - 1,100 - (1,100) (100.00%) MARKETING & PROMOTION 26,400 - - - - % TELECOMMUNICATIONS 82,348 77,196 77,276 80 0.10% MEMBERSHIP/DUES/SUBSCRIPTIONS 24,489 22,600 24,650 2,050 9.07% TRAINING/SEMINARS/CONFERENCE 25,880 29,200 28,400 (800) (2.74%) POSTAGE 300 500 350 (150) (30.00%) TRAVEL-EXPENSES, MILEAGE 11,498 12,690 12,240 (450) (3.55%) R & M - EQUIPMENT 30,000 31,000 31,200 200 0.65% OFFICE SUPPLIES/EXPENSES 25,608 26,650 24,400 (2,250) (8.44%) INSURANCE 19,080 15,502 19,652 4,150 26.77% PURCHASED SERVICES 236,700 250,600 170,200 (80,400) (32.08%) CONSULTANT FEES 15,000 20,000 20,000 - - % TOOLS/EQUIPMENT RENTAL 17,520 19,200 17,550 (1,650) (8.59%) SUPPLIES/PROGRAM EXPENSES 104,569 138,440 115,940 (22,500) (16.25%) TOTAL OPERATING AND PROGRAM EXPEN 1,166,273 1,221,281 1,164,182 (57,099) (4.68%) INTERDEPARTMENTAL ALLOCATIONS CHARGE TO OTHER JOB (1,726,454) (1,726,454) (1,752,774) (26,320) 1.52% CAPITAL - CHARGE TO OTHER DEPT (171,970) (171,970) (195,579) (23,609) 13.73% TOTAL INTERDEPARTMENTAL ALLOCATIO (1,898,424) (1,898,424) (1,948,353) (49,929) 2.63% CAPITAL CAPITAL - COMPUTER EQUIPMENT 268,000 268,000 358,600 90,600 33.81% CAPITAL - EQUIPMENT - - 10,500 10,500 - % CAPITAL - FURNISHINGS 4,216 - - - - % TOTAL CAPITAL 272,216 268,000 369,100 101,100 37.72% OTHER CONTRIBUTIONS TO RESERVE 201,970 348,965 225,579 (123,386) (35.36%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

148 of 234 INFORMATION SYSTEMS 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE CONTRIBUTIONS FROM RESERVE (293,000) (433,000) (334,800) 98,200 (22.68%) TOTAL OTHER (91,030) (84,035) (109,221) (25,186) 29.97% TOTAL INFORMATION SYSTEMS 1,194,510 1,428,043 1,534,064 106,021 7.42%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

149 of 234

2016 BUSINESS PLAN CORPORATE SERVICES: PROVINCIAL OFFENCES ADMINISTATION

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection1 •5.i. A County that Performs and Delivers Results > Part I Charges 15540 14000 15000 15000 Enhance our customer service focus and received Court administration is responsiveness to municipal Part I Charges 13352 11672 12000 12000 responsible for the partners and the public by Disposed before trial implementing clearly defined delivery of the customer service standards Time to trial 123 130 120 120 administrative, and expectations Events Heard (Part I 9897 8072 9000 9000 prosecutorial, and court and Part III) support functions as Note 1 – Implementation of administrative monetary penalties system (AMPS) may have a enforced under the significant impact on these projections Provincial Offences Act.

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2016 BUSINESS PLAN CORPORATE SERVICES: PROVINCIAL OFFENCES ADMINISTATION

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Prepare for implementation of A County that Unknown Q4 To conform to changes in changes related to AMPS as Thinks Ahead and Wisely legislation directed by the Ministry of the Shapes the Future Attorney General

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Implementation of AMPS as directed A County that Unknown Q2 To conform to changes in by the Ministry of the Attorney Performs and Delivers legislation General Results Data entry of old fines into new MTO A County that Unknown – possible loss of Q4 To conform to changes in system to aid in collection of Performs and Delivers revenue if defaulted cost is legislation defaulted fines Results reallocated to MTO

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2016 BUSINESS PLAN CORPORATE SERVICES: PROVINCIAL OFFENCES ADMINISTATION

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(1,867,889) $(1,980,389) $(1,866,737) $113,652 -5.74%

SALARIES AND BENEFITS 377,844 379,918 394,789 14,871 3.91%

OPERATING AND PROGRAM EXPENSES 614,406 720,606 714,672 (5,934) -0.82%

CAPITAL - - 40,000 40,000 0.00% OTHER - - - - 0.00%

EXPENSES 992,250 1,100,524 1,149,461 48,937 4.45%

NET LEVY $(875,639) $(879,865) $(717,276) $162,589 -18.48%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 908,737 992,250 1,149,461 1,126,307 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.51% 0.51% 0.46% 0.54% COST PER HOUSEHOLD $20.34 $21.94 $25.11 $24.32 COST PER CAPITA $8.26 $8.94 $10.29 $10.01 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN CORPORATE SERVICES: PROVINCIAL OFFENCES ADMINISTATION

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 5.5 5.5 0.0 0.0% Student FTE's 0.0 0.0 0.0 0.0% Total 5.5 5.5 0.0 0.0% Reason for FTE change

HOW WE ARE ORGANIZED

Director of Corporate Services

Manager, Customer Service and POA (0.5)

Staff (5)

153 of 234 POA 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT (5,389) (5,389) (6,737) (1,348) 25.01% REV - SERVICE RECOVERY FEES (1,803,000) (1,900,000) (1,800,000) 100,000 (5.26%) REV - OTHER SOURCES (59,500) (75,000) (60,000) 15,000 (20.00%) TOTAL REVENUES (1,867,889) (1,980,389) (1,866,737) 113,652 (5.74%) SALARIES AND BENEFITS SALARIES 296,159 294,524 305,211 10,687 3.63% BENEFITS 81,685 85,394 89,578 4,184 4.90% TOTAL SALARIES AND BENEFITS 377,844 379,918 394,789 14,871 3.91% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 178,401 178,406 185,922 7,516 4.21% CREDIT CARD COSTS 18,000 20,000 20,000 - - % COMPUTER SOFTWARE & SUPPORT 39,055 45,000 40,000 (5,000) (11.11%) TELECOMMUNICATIONS 580 650 700 50 7.69% MEMBERSHIP/DUES/SUBSCRIPTIONS 200 300 250 (50) (16.67%) TRAINING/SEMINARS/CONFERENCE 920 3,000 3,200 200 6.67% POSTAGE 5,000 6,000 5,000 (1,000) (16.67%) TRAVEL-EXPENSES, MILEAGE 500 1,000 600 (400) (40.00%) TOOLS/EQUIPMENT PURCHASE 2,500 9,500 - (9,500) (100.00%) R & M - EQUIPMENT - 1,800 - (1,800) (100.00%) OFFICE SUPPLIES/EXPENSES 5,000 7,200 1,000 (6,200) (86.11%) LEGAL 6,000 6,000 6,000 - - % SECURITY 16,000 20,000 18,000 (2,000) (10.00%) PURCHASED SERVICES 66,000 88,000 67,000 (21,000) (23.86%) WITNESS EXPENSES 2,000 7,000 4,000 (3,000) (42.86%) SUPPLIES/PROGRAM EXPENSES 6,500 9,000 7,500 (1,500) (16.67%) ADJUDICATION-JUSTICE OF PEACE 80,000 120,000 160,000 40,000 33.33% INTERPRETER FEES 20,000 30,000 20,000 (10,000) (33.33%) MONITORING COSTS 7,750 7,750 15,500 7,750 100.00% PROSECUTION 160,000 160,000 160,000 - - % TOTAL OPERATING AND PROGRAM EXPEN 614,406 720,606 714,672 (5,934) (0.82%) CAPITAL CAPITAL - COMPUTER EQUIPMENT - - 40,000 40,000 - % TOTAL CAPITAL - - 40,000 40,000 - % TOTAL POA (875,639) (879,865) (717,276) 162,589 (18.48%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

154 of 234 GENERAL 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV -COUNTY SHARE SUPPPL TAXES (965,000) (965,000) (1,051,000) (86,000) 8.91% REV - INLIEU (303,730) (304,000) (367,000) (63,000) 20.72% REV - INCOME FROM GAS ROYALTY (3,000) (4,500) (3,000) 1,500 (33.33%) REV - SERVICE RECOVERY FEES (5,816,692) (5,778,157) (5,180,490) 597,667 (10.34%) REV - INTEREST (870,000) (950,000) (870,000) 80,000 (8.42%) TOTAL REVENUES (7,958,422) (8,001,657) (7,471,490) 530,167 (6.63%) OPERATING AND PROGRAM EXPENSES TAX WRITE OFFS 1,424,006 1,282,006 1,257,006 (25,000) (1.95%) INSURANCE CLAIM COSTS 100,000 210,000 100,000 (110,000) (52.38%) INSURANCE (142,509) (125,000) (147,000) (22,000) 17.60% PURCHASED SERVICES 52,000 85,000 55,000 (30,000) (35.29%) GRANTS 247,817 247,817 276,500 28,683 11.57% ASSESSMENT COSTS 1,521,745 1,550,000 1,545,650 (4,350) (0.28%) TOTAL OPERATING AND PROGRAM EXPEN 3,203,059 3,249,823 3,087,156 (162,667) (5.01%) DEBT REPAYMENT DEBT REPAYMENT 4,326,163 4,331,609 3,850,122 (481,487) (11.12%) DEBT PAYMENT - INTEREST 1,490,529 1,446,547 1,330,369 (116,178) (8.03%) TOTAL DEBT REPAYMENT 5,816,692 5,778,156 5,180,491 (597,665) (10.34%) OTHER CONTRIBUTIONS TO RESERVE 834,648 874,455 737,250 (137,205) (15.69%) CONTRIBUTIONS FROM RESERVE - (210,000) (200,000) 10,000 (4.76%) TOTAL OTHER 834,648 664,455 537,250 (127,205) (19.14%) TOTAL GENERAL 1,895,977 1,690,777 1,333,407 (357,370) (21.14%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

155 of 234 2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE OPERATING AND PROGRAM EXPENSES UPPER THAMES 771,200 771,200 787,350 16,150 2.09% GRAND RIVER 94,830 95,600 96,725 1,125 1.18% LONG POINT 280,842 280,842 292,075 11,233 4.00% CATFISH CREEK 9,064 8,500 8,750 250 2.94% TOTAL OPERATING AND PROGRAM EXPENSES 1,155,936 1,156,142 1,184,900 28,758 2.49% DEBT REPAYMENT DEBT REPAYMENT - UPPER THAMES 201,301 201,301 201,301 - - TOTAL DEBT REPAYMENT 201,301 201,301 201,301 - - TOTAL CONSERVATION AUTHORITIES 1,357,237 1,357,443 1,386,201 28,758 2.12%

156 of 234 GRANTS 2016 BUDGET REPORT 2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE PROGRAM EXPENSES Creative Connections 50,000 50,000 50,000 - - South Central Ontario Region Economic Development 35,000 35,000 35,000 - - Agricultural Award of Excellence 2,000 2,000 2,000 - - Economic Development 25,000 25,000 35,000 10,000 40.00% Tillsonburg Airport 5,000 5,000 5,000 - - Stratford Gen Hospital 40,000 40,000 40,000 - - Physician recruitment 10,000 10,000 25,000 15,000 150.00% Social Planning Council Oxford 51,317 51,317 55,000 3,683 7.18% Robotic Challange 5,000 5,000 5,000 - - Immigration Oxford Sustainability Plan 24,500 24,500 24,500 - - TOTAL GRANTS 247,817 247,817 276,500 28,683 11.57%

157 of 234

2016 BUSINESS PLAN HUMAN RESOURCES

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •6. A County that Employs Provide strategic advice People Who Make a Full Time Voluntary 4.6% 4.9% 5.0% 5.0% Positive Difference > and support to County i. Attract, retain and develop Employee Turnover departments to enable the highest quality staff Rate them to deliver the % Completion of 95% 98% 100% 100% programs and services Non-Union mandated by County Council in a timely and Performance effectiive manner and to Appraisals provide human Grievance rate 3.9% 3.7% 3.5% 3.5% resources advice and (number of assistance to the area grievances as a % municipalities as of unionized requeested employees) No. of Workplace Safety Insurance Board (WSIB) 1 claims filed : Lost time 16 12 10 8 No lost time 28 34 32 30 Lost Time Injury 2.67% 2.00% 1.67% 1.37% Frequency Rate No Lost Time 4.68% 5.68% 5.34% 5.01% Injury Frequency Rate 1 Injury frequency rates are the percentage of employees per year (based on full-time equivalents) that sustained an injury that resulted in WSIB lost time and no lost time claims. The formulas to calculate these percentages are standardized WSIB formulas.

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2016 BUSINESS PLAN HUMAN RESOURCES

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Facilitate the Employee Homewood A County that $3,500 + Staff Time Q2 Health Challenge Employs People Who Make a Positive Difference Review and refresh the current A County that Staff Time Q3 performance appraisal/management Employs People Who program to align with our core and Make a Positive Difference leadership competency framework

Review and refresh recruitment and A County that Staff Time only for 2016 Q4 onboarding processes, utilizing new Employs People Who tools and approaches to increase the Make a Positive Any new tools may need to Difference be budgeted for in 2017 accuracy and reliability of hiring decisions

Implement 2016 Learning & A County that $5,200 + Staff Time Q4 Opportunities to take place Development Calendar Employs People Who throughout the year. Make a Positive Difference

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Conduct second employee A County that $12,000 Q1 engagement survey to measure Employs People Who progress Make a Positive Difference

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2016 BUSINESS PLAN HUMAN RESOURCES

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Refresh the ‘Our People, Our A County that Staff Time Q3 Strength’ plan to set new key actions Employs People Who Make a Positive Difference

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2016 BUSINESS PLAN HUMAN RESOURCES

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE % REVENUES - - - - 0.00%

SALARIES AND BENEFITS 665,000 665,787 691,547 25,760 3.87%

OPERATING AND PROGRAM EXPENSES 121,403 152,405 175,213 22,808 14.97%

INTERDEPARTMENTAL ALLOCATIONS (769,292) (769,292) (815,860) (46,568) 6.05% CAPITAL - - - - 0.00%

OTHER (20,900) (48,900) (50,900) (2,000) 4.09%

EXPENSES (3,789) - - - 0.00%

NET LEVY $(3,789) - - - 0.00%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 724,693 786,403 866,760 893,316 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.41% 0.40% 0.35% 0.43% COST PER HOUSEHOLD $16.22 $17.38 $18.94 $19.29 COST PER CAPITA $6.59 $7.08 $7.76 $7.94 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN HUMAN RESOURCES

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 7.0 7.0 0.0 0.0% Student FTE's 0.0 0.0 0.0 0.0% Total 7.0 7.0 0.0 0.0% Reason for FTE change

HOW WE ARE ORGANIZED

Director of Human Resources

Staff (6)

162 of 234 HUMAN RESOURCES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS SALARIES 529,000 529,263 547,924 18,661 3.53% BENEFITS 136,000 136,524 143,623 7,099 5.20% TOTAL SALARIES AND BENEFITS 665,000 665,787 691,547 25,760 3.87% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 26,486 26,486 30,329 3,843 14.51% MEETING COSTS 200 200 200 - - % COMPUTER SOFTWARE & SUPPORT - - 7,000 7,000 - % TELECOMMUNICATIONS 612 650 650 - - % MEMBERSHIP/DUES/SUBSCRIPTIONS 1,835 1,994 1,994 - - % TRAINING/SEMINARS/CONFERENCE 31,000 60,570 66,570 6,000 9.91% POSTAGE 250 250 250 - - % TRAVEL-EXPENSES, MILEAGE 2,800 3,035 3,000 (35) (1.15%) OFFICE SUPPLIES/EXPENSES 1,500 1,500 1,500 - - % LEGAL - 500 500 - - % PURCHASED SERVICES 40,720 40,720 38,720 (2,000) (4.91%) CONSULTANT FEES 500 1,000 1,000 - - % SUPPLIES/PROGRAM EXPENSES 15,500 15,500 23,500 8,000 51.61% TOTAL OPERATING AND PROGRAM EXPEN 121,403 152,405 175,213 22,808 14.97% INTERDEPARTMENTAL ALLOCATIONS CHARGE TO OTHER JOB (769,292) (769,292) (815,860) (46,568) 6.05% TOTAL INTERDEPARTMENTAL ALLOCATIO (769,292) (769,292) (815,860) (46,568) 6.05% OTHER CONTRIBUTIONS FROM RESERVE (20,900) (48,900) (50,900) (2,000) 4.09% TOTAL OTHER (20,900) (48,900) (50,900) (2,000) 4.09% TOTAL HUMAN RESOURCES (3,789) - - - - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

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2016 BUSINESS PLAN COMMUNITY AND STRATEGIC PLANNING OFFICE

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection Applications 344 290 325 325 •3.ii. A County that Thinks Processed (total) Ahead and Wisely Shapes Consents 76 50 75 75 the Future Land use planning – > Implement Official Plan 7 5 10 10 Review, advise and development policies and make recommendations community planning Amendments regarding broad range guidelines that: Subdivisions/ 9 10 5 5 •strategically grow our Condominiums of development planning economy and our community matters to County and •actively promote the Zoning By-law 90 80 85 85 Area Councils and responsible use of land and Amendments Committees, internal natural resources by focusing All Other 162 145 150 150 staff and the public on higher density options Applications •provide a policy framework which supports community Ontario Municipal 6 0 5 5 Community sustainability, health and well- Board Appeals development – Official being Plan policy •support healthy communities development; within the built environment complliance with •support and protect a vibrant and diversified agricultural Provincial Policy; industry Community Planning; •4.i. A County that Informs growth lands monitoring and Engages > Better & reporting; population, harness the power of the household & community through employment projections; conversation and dialogue by: Source Water Protection •providing multiple policy and opportunities for public implementation participation and a meaningful voice in civic affairs •understanding and addressing public aspirations for a more livable community

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2016 BUSINESS PLAN COMMUNITY AND STRATEGIC PLANNING OFFICE

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Official Plan Review A County that Staff Time Q3 Submission of amendments Works Together to MMAH for approval; timing will allow OPAs to Thinks Ahead and Wisely address PPS & guidelines, Shapes the Future sustainability, Source Protection Plans & updated mapping. Source Protection Planning A County that Staff Time Q1 Implementation of Source Works Together Water Protection Plan development, screening Thinks Ahead and Wisely processes and complete Shapes the Future required Zoning By-law amendments. Clean Water Program Funding A County that $35,000 Q1 To maintain funding for Thinks Ahead and Wisely natural heritage related Shapes the Future programs into 2016.

Aggregate Resource Policy Updates A County that Staff Time Q1 Review and update Official and Service Extension Policy Works Together Plan policies related to amendments Aggregate Resources and Thinks Ahead and Wisely Service Extensions. Shapes the Future Growth Related Studies A County that $150,000 Q4 Undertake studies related Works Together (from DC/OP Reserves) to comprehensive reviews and/or secondary planning Thinks Ahead and Wisely associated with municipal Shapes the Future boundary adjustments.

Bill 73 Amendments to the Planning A County that Staff Time On-going Potential consultation/ Act Thinks Ahead and Wisely implementation related to Shapes the Future the Planning Act amendments.

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2016 BUSINESS PLAN COMMUNITY AND STRATEGIC PLANNING OFFICE

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Develop implementation guidelines A County that Some potential consulting Q4 Improve consistency in and processes for certain Official Thinks Ahead and Wisely support implementation and Plan policies (i.e. agricultural impact Shapes the Future communication of certain studies) policy/study requirements.

Compilation, review and A County that Cost for custom products Q4 2018 Completion dependant on communication of 2016 Census data Thinks Ahead and Wisely (i.e. journey-to work data) release dates of various Shapes the Future and/or data tabulations Census data sets.

Comprehensive updates to Area A County that Staff Time Q4 Zoning By-law must comply Municipal Zoning By-laws to comply Works Together with the updated OP with OP amendments and Planning policies within 3 years. Act Thinks Ahead and Wisely Shapes the Future Implementation of any process A County that TBD TBD Timing dependant on changes resulting from amendments Thinks Ahead and Wisely nature of amendments and to the Planning Act Shapes the Future MMAH approval dates.

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2016 BUSINESS PLAN COMMUNITY AND STRATEGIC PLANNING OFFICE

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(132,191) $(214,458) $(199,461) $14,997 -6.99%

SALARIES AND BENEFITS 1,323,628 1,324,128 1,343,662 19,534 1.48%

OPERATING AND PROGRAM EXPENSES 314,789 526,241 626,167 99,926 18.99% CAPITAL - - - - 0.00%

OTHER (23,000) (270,220) (346,580) (76,360) 28.26%

EXPENSES 1,615,417 1,580,149 1,623,249 43,100 2.73%

NET LEVY $1,483,226 $1,365,691 $1,423,788 $58,097 4.25%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 1,517,644 1,638,417 1,969,829 1,796,341 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.86% 0.84% 0.79% 0.86% COST PER HOUSEHOLD $33.98 $36.22 $43.04 $38.78 COST PER CAPITA $13.80 $14.76 $17.63 $15.97 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN COMMUNITY AND STRATEGIC PLANNING OFFICE

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 13.3 13.3 0.0 0.0% Student FTE's 0.3 0.3 0.0 0.0% Total 13.6 13.6 0.0 0.0% Reason for FTE change

HOW WE ARE ORGANIZED

Director of Community and Strategic Planning Woodland Conservation Land Division By-Law Appeal Committee

Manager of Strategic Staff (6.5) Administrative Assistant Policy Planning

Staff (1.5) SStaff (2.3)

168 of 234 PLANNING 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - SALES/CONSOLIDATION (2,912) (4,048) (3,786) 262 (6.47%) REV - PLANNING FEES (50,038) (54,010) (57,370) (3,360) 6.22% REV - PLANNING REVENUE (1,786) (1,980) (2,720) (740) 37.37% REV - LAND DIVISION (67,455) (129,420) (120,585) 8,835 (6.83%) REV - SERVICE RECOVERY FEES (10,000) (25,000) (15,000) 10,000 (40.00%) TOTAL REVENUES (132,191) (214,458) (199,461) 14,997 (6.99%) SALARIES AND BENEFITS SALARIES 1,053,624 1,042,522 1,055,514 12,992 1.25% HONORARIUM 8,100 13,110 10,790 (2,320) (17.70%) BENEFITS 261,904 268,496 277,358 8,862 3.30% TOTAL SALARIES AND BENEFITS 1,323,628 1,324,128 1,343,662 19,534 1.48% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 188,505 188,505 191,462 2,957 1.57% ADVERTISING/MARKETING/PROMO 4,524 19,140 36,440 17,300 90.39% TELECOMMUNICATIONS 1,402 1,020 1,690 670 65.69% MEMBERSHIP/DUES/SUBSCRIPTIONS 2,209 3,260 2,560 (700) (21.47%) TRAINING/SEMINARS/CONFERENCE 11,689 20,140 17,450 (2,690) (13.36%) POSTAGE 1,751 8,380 7,280 (1,100) (13.13%) TRAVEL-EXPENSES, MILEAGE 6,102 9,480 11,310 1,830 19.30% R & M - EQUIPMENT - 510 510 - - % OFFICE SUPPLIES/EXPENSES 4,743 7,520 7,090 (430) (5.72%) INSURANCE 9,345 8,556 9,625 1,069 12.49% LEGAL 6,519 122,100 107,100 (15,000) (12.29%) PURCHASED SERVICES - - 1,020 1,020 - % CONSULTANT FEES 63,000 122,630 197,630 75,000 61.16% SUPPLIES/PROGRAM EXPENSES 15,000 15,000 35,000 20,000 133.33% TOTAL OPERATING AND PROGRAM EXPEN 314,789 526,241 626,167 99,926 18.99% OTHER CONTRIBUTIONS FROM RESERVE (23,000) (270,220) (346,580) (76,360) 28.26% TOTAL OTHER (23,000) (270,220) (346,580) (76,360) 28.26% TOTAL PLANNING 1,483,226 1,365,691 1,423,788 58,097 4.25%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection Gross Operating •Vision Budget Variance 93.1% 100% 98.5% 98.5% •Vibrant communities, working (% Operating well and growing stronger ... together! Budget Spent) Capital Budget Mission (Delivery) Variance • 61.7% 55.4% 85% 85% •To serve the needs and (% Capital Budget advance the collective Spent) interests of our communities, Employee residents and businesses 76.1% 2017 survey 2017 survey 80% through customer-focused Engagement* (72.8%) pllanned planned (73%) The CAO/Clerk Office services that improve quality - With Their Work provides Council support of life. and advice, strategic Employee leadership, guidance •Values Engagement* 63.3% 2017 survey 2017 survey 70% and administrative •Excellence, Accountability, - With The (65.5%) pllanned planned (66%) oversight to the Innovation, Integrity and Organization organization Teamwork Community Satisfaction with •Strategic Directions N/A TBD TBD TBD County programs •A County that Works Together and services •A County that is Well * Oxford County (Comparable Municipal Sector) Connected •A County that Thinks Ahead and Wisely Shapes the Future •A County that Informs and Engages •A County that Performs and Delivers Results •A County that is an Employer of Choice

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Continued implementation of all • A County that Works Existing staff and resources Q4 The implementation of the strategic directions as defined within Together Strategic Plan remains a key the Strategic Plan (2015-2018) • A County that is Well focus. Connected • A County that Thinks Ahead and Wisely Shapes the Future • A County that Informs and Engages • A County that Performs and Delivers Results • A County that employs people who make a positive difference Continue to work through Western • A County that is Well Existing staff and resources Q4 SWIFT and the Moving Ontario Warden’s Caucus to: Connected Ontario Forward investment • advance SWIFT • A County that Thinks program will be a key focus • advance initiatives outlined in Ahead and Wisely area. Moving Ontario Forward Shapes the Future submission Continue to Advocate for Oxford • A County that Thinks Existing staff and resources Q4 Ensuring Oxford’s voice and County and Southwestern Ontario Ahead and Wisely Southwestern Ontario’s voice Shapes the Future is heard and understood will • A County that be a key focus. Informs and Engages Southwestern Landfill Proposal • A County that Thinks Existing staff and resources Q4 Work with partner Ahead and Wisely municipalities to ensure that Shapes the Future technical and community • A County that issues and concerns are

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Informs and Engages understood and addressed by the proponents and the regulators (province).

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Continued implementation of all • A County that Works Existing staff and resources Q4 The implementation of the strategic directions as defined within Together Strategic Plan will remain a the Strategic Plan (2015-2018) • A County that is Well key focus. Connected • A County that Thinks Ahead and Wisely Shapes the Future • A County that Informs and Engages • A County that Performs and Delivers Results • A County that employs people who make a positive difference Continued support of the Future • A County that Thinks Existing staff and resources Q4 Establishing the Future Oxford Board, its committees and Ahead and Wisely Oxford Board and participate as an active stakeholder Shapes the Future successful implementation to advance the Future Oxford of the Future Oxford Community Sustainability Plan Community Sustainability Plan will remain a key focus area.

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Continue to work through Western • A County that is Well Existing staff and resources Q4 SWIFT and the Moving Ontario Warden’s Caucus to: Connected Ontario Forward investment • advance SWIFT • A County that Thinks program will remain a key • advance initiatives outlined in Ahead and Wisely focus area. Moving Ontario Forward Shapes the Future submission Continue to Advocate for Oxford • A County that Thinks Existing staff and resources Q4 Ensuring Oxford’s voice County and Southwestern Ontario Ahead and Wisely and Southwestern Ontario’s Shapes the Future voice is heard and • A County that understood will remain a Informs and Engages key focus area.

Southwestern Landfill Proposal • A County that Thinks Existing staff and resources Q4 Work with partner Ahead and Wisely municipalities to ensure Shapes the Future that technical and • A County that community issues and Informs and Engages concerns are understood and addressed by the proponents and the regulators (province).

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES - - $(892,000) $(892,000) 0.00%

SALARIES AND BENEFITS 492,927 504,260 684,763 180,503 35.80%

OPERATING AND PROGRAM EXPENSES 389,001 388,199 1,753,923 1,365,724 351.81%

CAPITAL - - 52,700 52,700 0.00%

OTHER (200,000) (200,000) (345,000) (145,000) 72.50%

EXPENSES 681,928 692,459 2,146,386 1,453,927 209.97%

NET LEVY $681,928 $692,459 $1,254,386 $561,927 81.15%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 667,366 881,928 772,330 750,968 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.38% 0.45% 0.31% 0.36% COST PER HOUSEHOLD $14.94 $19.50 $16.87 $16.21 COST PER CAPITA $6.07 $7.94 $6.91 $6.68 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

FULL-TIME EQUIVALENT SUMMARY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VARIANCE FTE's 4.0 5.0 1.0 25.0% Student FTE's 0.0 0.0 0.0 0.0% Total 4.0 5.0 1.0 25.0% Reason for FTE change Strategic Initiatives Position - This new position will be instrumental in advancing Oxford County’s Renewable Energy and Zero Waste commitments.

NEW INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Future Oxford Community A County that Thinks Existing staff + New SC&E Q4 Establishing the Future Sustainability Plan Ahead and Wisely Student FTE + resources in Oxford Board and Shapes the Future the amount of $1,486,998 - successful implementation funded by $892,000 in of the Future Oxford anticipated grants + Community Sustainability $300,000 General reserve + Plan will be a key focus $294,998 taxation area.

See Report CAO 2015-08

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

NEW INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Strategic Initiatives Framework - A County that Works Manager of Strategic Q4 This new position will be create a sustainable framework to Together Initiatives and resources in instrumental in advancing advance key Oxford areas of A County that Thinks the amount of $232,058 – Oxford County’s strategic priority, Ahead and Wisely funded by taxation Renewable Energy and E.g. Renewable Energy and Zero Shapes the Future Zero Waste commitments. Waste A County that Informs and Engages See Report CAO 2015-09 A County that Performs and Delivers Results Corporate Performance A County that Thinks Software costs $45,000 + Q3 Provide staff with Management System - implement a Ahead and Wisely staff resources – funded performance information at corporate performance planning and Shapes the Future from General reserve any level of the planning or integrated management software organizational hierarchy 2017 annual licence and consolidates KPIs in a renewal - $8,000 way that is easy to view, update and report.

See Report CAO 2015-10

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2016 BUSINESS PLAN CHIEF ADMINISTRATIVE OFFICER/CLERK (CAO/CLERK)

HOW WE ARE ORGANIZED

Council

Chief Administrative Officer

Admininstrative Tourism Specialist Assistant

Manager of Strategic CAO/Clerk's Communication & Secretary Engagement

Manager of Strategic Clerk Initiatives

Director of Public Director of Director of Director of Public Director of Human Director of Health and Director of Human Community and Corporate Services Works Services Resources Woodingford Lodge Emergency Services Strategic Planning

177 of 234 CAO 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES FEDERAL - - (350,000) (350,000) - % PROVINCIAL - - (355,750) (355,750) - % OTHER GRANTS - - (145,000) (145,000) - % USER FEES (60,015) (59,000) (104,425) (45,425) 76.99% TOTAL REVENUES (60,015) (59,000) (955,175) (896,175) 1,518.94% SALARIES AND BENEFITS 796,472 813,608 1,073,773 260,165 31.98% OPERATING AND PROGRAM EXPENSES 681,964 695,441 2,052,728 1,357,287 195.17% CAPITAL 12,737 5,000 53,700 48,700 974.00% OTHER (200,000) (200,000) (345,000) (145,000) 72.50% TOTAL CAO 1,231,158 1,255,049 1,880,026 624,977 49.80%

178 of 234 CAO CLERK 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS SALARIES 406,295 404,724 413,808 9,084 2.24% BENEFITS 86,632 99,536 103,940 4,404 4.42% TOTAL SALARIES AND BENEFITS 492,927 504,260 517,748 13,488 2.67% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 52,621 52,619 60,102 7,483 14.22% MEETING COSTS 8,000 - 5,000 5,000 - % ADVERTISING/MARKETING/PROMO 9,000 - 10,000 10,000 - % TELECOMMUNICATIONS 1,500 1,200 1,200 - - % MEMBERSHIP/DUES/SUBSCRIPTIONS 4,280 4,280 5,280 1,000 23.36% TRAINING/SEMINARS/CONFERENCE 11,100 11,100 9,000 (2,100) (18.92%) POSTAGE 200 200 200 - - % TRAVEL-EXPENSES, MILEAGE 2,000 2,000 2,000 - - % OFFICE SUPPLIES/EXPENSES 2,300 1,800 1,800 - - % LEGAL 38,000 15,000 15,000 - - % CONSULTANT FEES 260,000 300,000 100,000 (200,000) (66.67%) SUPPLIES/PROGRAM EXPENSES - - 45,000 45,000 - % TOTAL OPERATING AND PROGRAM EXPEN 389,001 388,199 254,582 (133,617) (34.42%) OTHER CONTRIBUTIONS FROM RESERVE (200,000) (200,000) (45,000) 155,000 (77.50%) TOTAL OTHER (200,000) (200,000) (45,000) 155,000 (77.50%) TOTAL CAO CLERK 681,928 692,459 727,330 34,871 5.04%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

179 of 234 STRATEGIC INITIATIVES 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS SALARIES - - 107,267 107,267 - % BENEFITS - - 26,750 26,750 - % TOTAL SALARIES AND BENEFITS - - 134,017 134,017 - % OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES - - 9,041 9,041 - % TELECOMMUNICATIONS - - 800 800 - % MEMBERSHIP/DUES/SUBSCRIPTIONS - - 2,500 2,500 - % TRAINING/SEMINARS/CONFERENCE - - 5,000 5,000 - % TRAVEL-EXPENSES, MILEAGE - - 30,000 30,000 - % TOTAL OPERATING AND PROGRAM EXPEN - - 47,341 47,341 - % CAPITAL CAPITAL - COMPUTER EQUIPMENT - - 2,000 2,000 - % CAPITAL - EQUIPMENT - - 200 200 - % CAPITAL - FURNISHINGS - - 8,500 8,500 - % CAPITAL - VEHICLE - - 40,000 40,000 - % TOTAL CAPITAL - - 50,700 50,700 - % TOTAL STRATEGIC INITIATIVES - - 232,058 232,058 - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

180 of 234 FUTURE OXFORD 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - FEDERAL GOVT - - (350,000) (350,000) - % REV - PROVINCIAL GOVT - - (350,000) (350,000) - % REV - GRANT - - (145,000) (145,000) - % REV - SERVICE RECOVERY FEES - - (47,000) (47,000) - % TOTAL REVENUES - - (892,000) (892,000) - % SALARIES AND BENEFITS SALARIES - - 30,285 30,285 - % BENEFITS - - 2,713 2,713 - % TOTAL SALARIES AND BENEFITS - - 32,998 32,998 - % OPERATING AND PROGRAM EXPENSES ADVERTISING/MARKETING/PROMO - - 5,000 5,000 - % TRAVEL-EXPENSES, MILEAGE - - 2,500 2,500 - % OFFICE SUPPLIES/EXPENSES - - 500 500 - % PURCHASED SERVICES - - 80,000 80,000 - % CONSULTANT FEES - - 315,000 315,000 - % RENT - BUILDING - - 9,000 9,000 - % GRANTS - - 1,040,000 1,040,000 - % TOTAL OPERATING AND PROGRAM EXPEN - - 1,452,000 1,452,000 - % CAPITAL CAPITAL - COMPUTER EQUIPMENT - - 2,000 2,000 - % TOTAL CAPITAL - - 2,000 2,000 - % OTHER CONTRIBUTIONS FROM RESERVE - - (300,000) (300,000) - % TOTAL OTHER - - (300,000) (300,000) - % TOTAL FUTURE OXFORD - - 294,998 294,998 - %

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

181 of 234

2016 BUSINESS PLAN STRATEGIC COMMUNICATION AND ENGAGEMENT

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017

Strategic Communication & •4.i. A County that Informs # News impressions 550 600 615 630 Engagement directly and Engages supports the CAO and SMT > Better # Media interviews facilitated 150 175 185 185 harness the power of the in informing the public # Unique visits / users 155,667 163,512 171,752 TBD about County actitvities and community through engaging citizens and conversation and dialogue by: # Media products issued (new) NA 48 50 50 partners in these activities •Enhancing opportunities for # Visits to website 286,118 303,801 322,577 TBD when their input is required. public participation and a Social media interaction (new) NA NA TBD TBD The team works to promote meaningful voice in civic and protect the County's affairs Social media growth (new) NA NA 3000 3100 identity and reputation. •Fostering greater involvement Employee communication 56.3% NA NA 60% in County and community (every 3 years) events and/or Support services to the program/project County include internal implementation communication, media relations, corporate identitty •4.ii. A County that Informs ("branding"), social media and Engages > Better inform management, advertisting the public about County and marketing, event programs, services and planning, publications, activities through planned emergency and crisis communication by: enhancing communication, issues the communication value management, and County information community engagement and relations

182 of 234

2016 BUSINESS PLAN STRATEGIC COMMUNICATION AND ENGAGEMENT

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Support implementation of the A County that $5,000 Q4 Requires support/staff Future Oxford Community Thinks Ahead and Wisely (Future Oxford) resources not considered Sustainability Plan and related Shapes the Future under current staffing projects, e.g., Smart Energy Oxford, A County that model. Future Oxford Expo, Towards Zero Informs and Engages Waste Identify and implement a metric for A County that Staff Time Q2 Outcome of 2014 objective social media engagement Informs and Engages for comm measurement.

Update Emergency Communication A County that Staff Time Q2 Last revision in 2012. Plan Thinks Ahead and Wisely Shapes the Future A County that Informs and Engages Launch Corporate Identity A County that Staff Time Q3 Document was developed Guidelines document and provide Informs and Engages in 2012 for use with internal resources and education for staff clients. Planning broader distribution this year to promote brand consistency.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Review and make recommendations A County that Staff time Q4 Requests for this service/ on videography service or support Performs and Delivers support are increasing. Results Have begun tracking requests/ outcomes. Evaluate implementation of internal A County that Staff time Q4 New tools will have been communication and publication Informs and Engages introduced for employee strategy (2014/2015) communication in 2015/2016. 183 of 234

2016 BUSINESS PLAN STRATEGIC COMMUNICATION AND ENGAGEMENT

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE % REVENUES - - - - 0.00%

SALARIES AND BENEFITS 153,806 157,726 167,996 10,270 6.51%

OPERATING AND PROGRAM EXPENSES 67,540 70,177 68,453 (1,724) -2.46%

CAPITAL 1,976 5,000 1,000 (4,000) -80.00% OTHER - - - - 0.00%

EXPENSES 223,322 232,903 237,449 4,546 1.95%

NET LEVY $223,322 $232,903 $237,449 $4,546 1.95%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 190,644 223,322 237,449 240,412 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.11% 0.11% 0.10% 0.11% COST PER HOUSEHOLD $4.27 $4.94 $5.19 $5.19 COST PER CAPITA $1.73 $2.01 $2.13 $2.14 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

184 of 234

2016 BUSINESS PLAN STRATEGIC COMMUNICATION AND ENGAGEMENT

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 4.0 4.0 0.0 0.0% Student FTE's 0.0 1.0 1.0 0.0% Total 4.0 5.0 1.0 25.0% Reason for FTE change 1.0 FTE Request for year-round studentt intern to assist with Future Oxford Initiative

HOW WE ARE ORGANIZED

Chief Administrative Officer

Manager of Strategic Communication & Engagement

Staff (3)

185 of 234 STRATEGIC COMM & ENGAGEMENT 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS SALARIES 121,348 123,810 132,347 8,537 6.90% BENEFITS 32,458 33,916 35,649 1,733 5.11% TOTAL SALARIES AND BENEFITS 153,806 157,726 167,996 10,270 6.51% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 32,077 32,086 37,821 5,735 17.87% MEETING COSTS 100 100 100 - - % COMPUTER SOFTWARE & SUPPORT 2,622 3,566 2,650 (916) (25.69%) ADVERTISING/MARKETING/PROMO 10,000 10,000 10,000 - - % TELECOMMUNICATIONS 1,828 2,544 2,040 (504) (19.81%) MEMBERSHIP/DUES/SUBSCRIPTIONS 1,442 1,442 1,542 100 6.93% TRAINING/SEMINARS/CONFERENCE 3,800 3,800 3,800 - - % POSTAGE 27 - - - - % TRAVEL-EXPENSES, MILEAGE 500 894 500 (394) (44.07%) OFFICE SUPPLIES/EXPENSES 144 745 - (745) (100.00%) PURCHASED SERVICES 15,000 15,000 10,000 (5,000) (33.33%) TOTAL OPERATING AND PROGRAM EXPEN 67,540 70,177 68,453 (1,724) (2.46%) CAPITAL CAPITAL - COMPUTER EQUIPMENT - - 1,000 1,000 - % CAPITAL - FURNISHINGS 1,976 5,000 - (5,000) (100.00%) TOTAL CAPITAL 1,976 5,000 1,000 (4,000) (80.00%) TOTAL STRATEGIC COMM & ENGAGEMENT 223,322 232,903 237,449 4,546 1.95%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

186 of 234

2016 BUSINESS PLAN TOURISM

What we do Strategic plan alignment Key Performance Indicators

2014 2015 2016 2017 Actual Forecast Projection Projection •1. i. A County that Works Together Number of Partners > Strengthen, 230 302 320 320 diversify and broaden the / Agreements economic/prosperity base through: Number Tourism An external service that Oxford/Oxford 139 181 190 190 develops and coordinates •Strengthening tourism- strategies and marketing to supportive initiatives Fresh Advertisers support the growth of the •Promotion of local agriculture Advertiser Growth 13% 30% 4% 4% tourism industry in Oxford and “buy local” food initiatives Rate County Number Visitor •1.ii. A County that Works 65,635 136,000 1599,000 159,000 Together > Enhance the Interactions An external service that quality of life for all of our Digital (Tourism provides information to citizens by: tourists Oxford Channels - •Promoting community followers, 61,610 81,700 1500,000 150,000 participation and life-long subscribers, involvement in recreational impressions web and cultural activities sessions) Direct (kiosk, 53,630 62,100 74,000 74,000 events, print)

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2016 BUSINESS PLAN TOURISM

2016 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Enhance tourism market readiness A County that Staff Time Q4 Increase Oxford’s ability to and development in desired market Works Together Tourism Coordinator meet needs of tourists with segments including culinary, enhanced and new outdoors & touring offerings. Facilitate the creation of an Oxford A County that Staff Time Q4 Strengthening local Tourism Food Network to support Works Together Tourism Coordinator businesses, their support local food procurement in Oxford network and foster County as recommended in the cooperative and business Culinary Tourism Strategy to business activities. Support the enhancement of culinary A County that Staff Time Q4 This will increase the activities at existing festivals & Works Together Tourism Coordinator appeal of local festivals and events and development of a cheese the creation a new festival festival as recommended in the celebrating the cheese trail. Culinary Tourism Strategy New seasonal visitor information A County that $18,375 (.58 FTE) Q2 Increase visitor interactions kiosk and mobile information kiosk Works Together Cost is offset by previous .4 by attending special events FTE, revenue from grants, and venues. and savings on rent at hotel Writers and Travel Writers A County that $3,000 Q3 Increase Oxford County’s Works Together profile in print and online.

2017 KEY INITIATIVES Expected Rationale and/or Goals/Objectives Strategic Plan Alignment Budget Implications Completion Implications Enhance tourism market readiness A County that Staff Time Q4 and development in desired market Performs and Delivers segments including culinary, Results outdoors & touring

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2016 BUSINESS PLAN TOURISM

BUDGET SUMMARY

2015 2015 2016 BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE VARIANCE %

REVENUES $(60,015) $(59,000) $(63,175) $(4,175) 7.08%

SALARIES AND BENEFITS 149,739 151,622 221,014 69,392 45.77%

OPERATING AND PROGRAM EXPENSES 225,423 237,065 230,352 (6,713) -2.83%

CAPITAL 10,761 - - - 0.00% OTHER - - - - 0.00%

EXPENSES 385,923 388,687 451,366 62,679 16.13%

NET LEVY $325,908 $329,687 $388,191 $58,504 17.75%

EFFICIENCY MEASURES

2014 2015 2016 2017 ACTUALS FORECAST BUDGET BUDGET

GROSS EXPENSES1 440,714 385,923 451,366 457,663 GROSS EXPENSES AS % OF TOTAL COUNTY GROSS EXPENSES 0.25% 0.20% 0.18% 0.22% COST PER HOUSEHOLD $9.87 $8.53 $9.86 $9.88 COST PER CAPITA $4.01 $3.48 $4.04 $4.07 1 Includes salaries & benefits, operating & program expenses, debt repayment and capital

189 of 234

2016 BUSINESS PLAN TOURISM

FULL-TIME EQUIVALENT SUMMARYY

2015 2016 BUDGET BUDGET % BUDGET BUDGET VARIANCE VAARIANCE FTE's 2.5 3.0 0.5 20.0% Student FTE's 0.0 0.6 0.6 0.00% Total 2.5 3.6 1.1 43.2% Reason for FTE change New Tourism Coordinator and 2 summer students (0.3 FTE each) - Additional staffing will suppoort growth of tourism in Oxford County

HOW WE ARE ORGANIZED

Chief Administrative Officer

Tourism Specialist

Staff (2)

190 of 234 TOURISM 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE REVENUES REV - PROVINCIAL GOVT - - (5,750) (5,750) - % REV - SERVICE RECOVERY FEES (60,015) (59,000) (57,425) 1,575 (2.67%) TOTAL REVENUES (60,015) (59,000) (63,175) (4,175) 7.08% SALARIES AND BENEFITS SALARIES 118,022 119,533 172,889 53,356 44.64% BENEFITS 31,717 32,089 48,125 16,036 49.97% TOTAL SALARIES AND BENEFITS 149,739 151,622 221,014 69,392 45.77% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 23,206 23,201 35,008 11,807 50.89% MEETING COSTS 1,000 1,000 1,000 - - % ADVERTISING/MARKETING/PROMO 95,022 92,007 95,425 3,418 3.71% TELECOMMUNICATIONS 1,338 1,152 1,488 336 29.17% MEMBERSHIP/DUES/SUBSCRIPTIONS 3,760 3,613 3,321 (292) (8.08%) TRAINING/SEMINARS/CONFERENCE 7,200 10,700 6,700 (4,000) (37.38%) POSTAGE 1,500 3,000 2,500 (500) (16.67%) TRAVEL-EXPENSES, MILEAGE 4,000 4,000 6,000 2,000 50.00% OFFICE SUPPLIES/EXPENSES 900 2,500 700 (1,800) (72.00%) INSURANCE 45 - 46 46 - % PURCHASED SERVICES 59,000 63,000 63,000 - - % CONSULTANT FEES 15,000 15,000 10,000 (5,000) (33.33%) RENT - BUILDING 10,452 16,892 4,164 (12,728) (75.35%) SUPPLIES/PROGRAM EXPENSES 3,000 1,000 1,000 - - % TOTAL OPERATING AND PROGRAM EXPEN 225,423 237,065 230,352 (6,713) (2.83%) CAPITAL CAPITAL - FURNISHINGS 10,761 - - - - % TOTAL CAPITAL 10,761 - - - - % TOTAL TOURISM 325,908 329,687 388,191 58,504 17.75%

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

191 of 234 COUNCIL 2016 BUDGET REPORT

2016 2015 2015 REQUESTED BUDGET BUDGET FORECAST BUDGET BUDGET VARIANCE % VARIANCE SALARIES AND BENEFITS SALARIES 317,834 317,083 321,839 4,756 1.50% BENEFITS 11,603 12,427 12,658 231 1.86% TOTAL SALARIES AND BENEFITS 329,437 329,510 334,497 4,987 1.51% OPERATING AND PROGRAM EXPENSES INTERDEPARTMENTAL CHARGES 46,630 46,630 53,704 7,074 15.17% MEETING COSTS 4,200 4,200 4,200 - - % ADVERTISING/MARKETING/PROMO 19,800 19,800 14,800 (5,000) (25.25%) MEMBERSHIP/DUES/SUBSCRIPTIONS 46,795 174,048 167,698 (6,350) (3.65%) TRAINING/SEMINARS/CONFERENCE 17,000 17,000 17,000 - - % TRAVEL-EXPENSES, MILEAGE 14,000 14,000 14,000 - - % OFFICE SUPPLIES/EXPENSES 750 - 750 750 - % INSURANCE 16,173 14,808 16,658 1,850 12.49% PURCHASED SERVICES - 5,000 5,000 - - % CONSULTANT FEES 10,500 10,500 2,000 (8,500) (80.95%) TOTAL OPERATING AND PROGRAM EXPEN 175,848 305,986 295,810 (10,176) (3.33%) OTHER CONTRIBUTIONS FROM RESERVE (20,000) (140,848) (140,848) - - % TOTAL OTHER (20,000) (140,848) (140,848) - - % TOTAL COUNCIL 485,285 494,648 489,459 (5,189) (1.05%)

Certain costs in the 2016 budget have been reallocated to increase consistency and clarity in accounts across all departments.

192 of 234 2016 INTERDEPARTMENTAL ALLOCATIONS

2015 2016 2015 2016 % 2015 2016 HUMAN HUMAN 2015 2016 CUSTOMER CUSTOMER 2015 2016 2015 2016 2015 2016 INCREASE FINANCE FINANCE RESOURCES RESOURCES IT IT SERVICE SERVICE FACILITIES FACILITIES FLEET FLEET TOTAL TOTAL (DECREASE) COUNCIL 5,156 6,485 - - 2,946 2,992 1,447 1,766 37,081 42,461 - - 46,630 53,704 15.2 CAO/CLERK 4,906 5,454 5,196 6,715 14,122 15,125 1,909 2,479 26,486 30,329 - - 52,619 60,102 14.2 STRATEGIC COMMUNICATION & ENGAGEMENT 4,227 4,492 5,196 6,715 12,806 15,366 587 633 9,270 10,615 - - 32,086 37,821 17.9 TOURISM 4,921 7,389 3,897 4,835 12,219 14,833 2,164 1,885 - 6,066 - - 23,201 35,008 50.9

CORPORATE SERVICES FINANCE ------37,081 42,461 - - 37,081 42,461 14.5 CUSTOMER SERVICE ------52,972 60,659 - - 52,972 60,659 14.5 GIS 9,350 3,358 16,888 17,459 46,743 55,033 6,643 2,683 13,243 15,165 - - 92,867 93,698 0.9 INFORMATION SYSTEMS ------37,081 42,461 - - 37,081 42,461 14.5 ARCHIVES 3,849 3,404 3,897 2,686 11,166 11,535 3,444 3,488 38,000 38,760 - - 60,356 59,873 (0.8) POA 22,127 19,867 7,145 7,386 31,003 38,159 16,131 16,470 102,000 104,040 - - 178,406 185,922 4.2 LIBRARY 43,094 48,893 45,466 49,287 174,593 226,505 27,814 28,416 79,746 97,745 16,274 17,972 386,987 468,818 21.1 TOTAL CORPORATE SERVICES 78,420 75,522 73,396 76,818 263,505 331,232 54,032 51,057 360,123 401,291 16,274 17,972 845,750 953,892 12.8

PUBLIC WORKS 397,085 460,428 164,069 186,943 397,375 364,760 257,271 290,649 247,166 4,703,726 2,834,239 2,987,289 4,297,205 8,993,795 109.3 HUMAN RESOURCES ------26,486 30,329 - - 26,486 30,329 14.5 HUMAN SERVICES 227,049 196,293 57,418 60,702 172,287 159,892 116,263 114,971 251,585 291,915 11,888 11,924 836,490 835,697 (0.1) WOODINGFORD LODGE 279,115 216,714 245,519 254,764 404,058 454,374 94,038 91,027 92,167 108,035 8,539 8,077 1,123,436 1,132,991 0.9 PLANNING 17,067 11,509 17,537 18,265 61,496 59,964 31,487 31,966 60,918 69,758 - - 188,505 191,462 1.6

PUBLIC HEALTH & EMERGENCY SERVICES PUBLIC HEALTH 113,823 132,513 102,624 101,126 373,604 385,088 34,457 33,542 405,410 413,518 - - 1,029,918 1,065,787 3.5 EMERGENCY SERVICES 61,779 66,153 94,440 98,978 184,009 144,732 30,109 29,958 260,637 265,851 - - 630,974 605,672 (4.0) TOTAL PUBLIC HEALTH & EMERGENCY SERVICES 175,602 198,666 197,064 200,104 557,613 529,820 64,566 63,500 666,047 679,369 - - 1,660,892 1,671,459 0.6

TOTAL 1,193,548 1,182,952 769,292 815,861 1,898,427 1,948,358 623,764 649,933 1,777,329 6,373,894 2,870,940 3,025,262 9,133,300 13,996,260 53.2

The Facilities Interdepartmental has a large increase in 2016 as they are now managing w/ww buildings, including utilities costs.

193 of 234 Full-Time Equivalent Plan

2015 2016 % Department FTE Student Budget FTE Student Budget Inc(Dec) Change 2016 Budget Explanation CAO/Clerk's Office 4.0 4.0 5.0 5.0 1.0 25.0 Strategic Initiatives Position - This new position will be instrumental in advancing Oxford County’s - - Renewable Energy and Zero Waste commitments. 4.0 4.0 4.0 1.0 5.0 1.0 25.0 Strategic Communication & Engagement - 1.0 FTE Request for year-round student intern to assist with Future Oxford Initiative Tourism 2.5 2.5 3.0 0.6 3.6 1.1 43.2 Tourism Coordinator and 2 summer students (0.3 FTE each) - Additional staffing will support growth of - tourism in Oxford County. Community and Strategic Planning 13.3 0.3 13.6 13.3 0.3 13.6 - - Human Resources 7.0 - 7.0 7.0 - 7.0 - -

Finance 10.0 - 10.0 10.0 - 10.0 - - Customer Service 5.5 - 5.5 5.5 - 5.5 - - Provincial Offences Administration 5.5 - 5.5 5.5 - 5.5 - - Information Systems 23.6 0.6 24.2 24.7 0.6 25.3 1.1 4.5 One additional FTE – Computer/Network/Training Support Technician to meet increasing information technology project and support requirements for the County and six of its Area Municipalities.

Library 36.0 0.7 36.7 36.7 - 36.7 0.0 0.0 0.7 student FTE hours are proposed to shift to part-time hours in response to elimination of the Community Access Program Youth Initiative funding stream. Archives 3.0 - 3.0 2.0 - 2.0 (1.0) (33.3) Reduction of 1 FTE in 2016 in response to Service Delivery Review/Service Improvement Opportunity [AR.04.00] Merge Archives and Records Management. Staff reduction of 1 FTE – although the merger of Archives and Records Management has not occurred the staff reduction was implemented due to a naturally occurring attrition opportunity. This reduction impacts service delivery levels as reflected in the projected KPIs for future years. Corporate Services 83.6 1.3 84.9 84.4 0.6 85.0 0.1 0.1

Human Services 43.5 0.7 44.2 44.5 0.7 45.2 1.0 2.3 1.0 FTE is proposed for a Caseworker to meet increase in workload as a result of SAMS implementation and to increase level of service provided. Woodingford Lodge 188.8 0.9 189.7 188.8 0.9 189.7 - -

Public Health 77.1 1.4 78.5 73.0 2.3 75.3 (3.2) (4.1) Decreased 4 FTE and made other small changes due to 2015 funding Emergency Services 72.7 0.3 73.0 73.4 0.3 73.7 0.7 1.0 Decrease 0.30 FTE for Community Paramedicine Paramedic Funding, increase 1.0 FTE for New Emergency Planning Officer Public Health & Emergency Services 149.8 1.7 151.5 146.4 2.6 149.0 (2.5) (1.6)

Administration 5.0 5.0 5.0 5.0 - - Roads and Facilities 43.4 5.0 48.4 43.6 5.0 48.6 0.160 0.3 1.0 FTE addition is proposed to assist with Energy Management. This position will coordinate the implementation of energy related projects.

0.16 FTE addition is proposed to assist with year round Roads operations. This FTE is partially offset by the elimination of two seasonal positions.

1.0 FTE decrease as Roads was over budgeted in 2015.

194 of 234 Full-Time Equivalent Plan

2015 2016 % Department FTE Student Budget FTE Student Budget Inc(Dec) Change 2016 Budget Explanation Construction 14.0 1.0 15.0 15.0 1.3 16.3 1.30 8.7 1.0 FTE is proposed for Construction. This FTE will assist with Computed Aided Design and Drafting (CADD) since the Construction section has been assigned more projects from other sections of PW. This position will be funded from projects already budgeted, reducing consultant fees.

0.3 Student FTE for Construction for the fall term.

Water Services 30.0 1.0 31.0 31.7 1.0 32.7 1.70 5.5 0.7 FTE addition is proposed for a Risk Management Inspector (starting April 2016) for the Source Water Protection program in accordance with PW 2015-51 on contract

1.0 FTE addition is proposed for a Water Operator on a 16-month contract to assist with water operations during the Countywide Water Meter Installation Program. Will be funded by the Water Meter Capital Project. This was done during the Woodstock project as well.

Environmental Services 35.0 2.0 37.0 35.0 1.7 36.7 (0.30) (0.8) 0.3 Student FTE decrease in Wastewater Public Works 127.4 9.00 136.4 130.3 9.00 139.3 2.9 2.1

Total 623.9 13.9 637.8 626.7 15.7 642.4 4.6 0.0

195 of 234 WOODINGFORD LODGE 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET NURSING AND PERSONAL

FUNDING MINISTRY (8,564,577) (8,504,354) (8,605,436) (102.63) (101.91) (103.41) TOTAL FUNDING (8,564,577) (8,504,354) (8,605,436) (102.63) (101.91) (103.41) EXPENSES OPERATING EXPENSES 12,726,322 12,744,569 13,082,432 152.51 152.72 157.20 TOTAL EXPENSES 12,726,322 12,744,569 13,082,432 152.51 152.72 157.20 TOTAL 4,161,745 4,240,215 4,476,996 49.87 50.81 53.80

PROGRAM SUPPORT AND SERVICES

FUNDING MINISTRY (947,436) (937,380) (954,660) (11.35) (11.23) (11.47) TOTAL FUNDING (947,436) (937,380) (954,660) (11.35) (11.23) (11.47) EXPENSES OPERATING EXPENSES 1,078,080 1,077,430 1,102,809 12.92 12.91 13.25 TOTAL EXPENSES 1,078,080 1,077,430 1,102,809 12.92 12.91 13.25 TOTAL 130,644 140,050 148,149 1.57 1.68 1.78

RAW FOOD

FUNDING MINISTRY (670,107) (664,920) (678,216) (8.03) (7.97) (8.15) TOTAL FUNDING (670,107) (664,920) (678,216) (8.03) (7.97) (8.15) EXPENSES OPERATING EXPENSES 741,832 750,082 760,229 8.89 8.99 9.14 TOTAL EXPENSES 741,832 750,082 760,229 8.89 8.99 9.14 TOTAL 71,725 85,162 82,013 0.86 1.02 0.99

OTHER ACCOMMODATIONS

FUNDING MINISTRY (142,699) (175,596) (117,288) (1.71) (2.10) (1.41) RESIDENT (5,276,268) (5,205,045) (5,419,181) (63.23) (62.37) (65.12) TOTAL FUNDING (5,418,967) (5,380,641) (5,536,469) (64.94) (64.48) (66.53) EXPENSES

196 of 234 WOODINGFORD LODGE 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET OPERATING EXPENSES 7,700,427 7,562,226 7,240,579 92.28 90.62 87.01 TOTAL EXPENSES 7,700,427 7,562,226 7,240,579 92.28 90.62 87.01 5046 UTILITIES - HYDRO XXXX 443,847 5.33 TOTAL 5046 UTILITIES - HYDRO 443,847 5.33 5047 UTILITIES - HEAT XXXX 211,413 2.54 TOTAL 5047 UTILITIES - HEAT 211,413 2.54 5048 UTILITIES - WATER/SEWAGE XXXX 101,565 1.22 TOTAL 5048 UTILITIES - WATER/SEW 101,565 1.22 TOTAL 2,281,460 2,181,585 2,460,935 27.34 26.14 29.57

DEBT REPAYMENT

FUNDING MINISTRY (861,300) (861,300) (861,300) (10.32) (10.32) (10.35) TOTAL FUNDING (861,300) (861,300) (861,300) (10.32) (10.32) (10.35) EXPENSES OPERATING EXPENSES 2,340,107 2,340,107 2,305,159 28.04 28.04 27.70 TOTAL EXPENSES 2,340,107 2,340,107 2,305,159 28.04 28.04 27.70 TOTAL 1,478,807 1,478,807 1,443,859 17.72 17.72 17.35

ONE TIME FUNDING

TOTAL 8,124,381 8,125,819 8,611,952 97.36 97.38 103.48

197 of 234 WFL - WOODSTOCK 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET NURSING AND PERSONAL

FUNDING MINISTRY (5,953,728) (5,888,048) (5,992,068) (101.67) (100.55) (102.60) TOTAL FUNDING (5,953,728) (5,888,048) (5,992,068) (101.67) (100.55) (102.60) EXPENSES OPERATING EXPENSES 8,666,830 8,681,783 8,938,368 148.00 148.25 153.05 TOTAL EXPENSES 8,666,830 8,681,783 8,938,368 148.00 148.25 153.05 TOTAL 2,713,102 2,793,735 2,946,300 46.33 47.71 50.45

PROGRAM SUPPORT AND SERVICES

FUNDING MINISTRY (664,488) (657,432) (670,344) (11.35) (11.23) (11.48) TOTAL FUNDING (664,488) (657,432) (670,344) (11.35) (11.23) (11.48) EXPENSES OPERATING EXPENSES 729,720 727,986 745,294 12.46 12.43 12.76 TOTAL EXPENSES 729,720 727,986 745,294 12.46 12.43 12.76 TOTAL 65,232 70,554 74,950 1.11 1.20 1.28

RAW FOOD

FUNDING MINISTRY (470,253) (466,608) (475,944) (8.03) (7.97) (8.15) TOTAL FUNDING (470,253) (466,608) (475,944) (8.03) (7.97) (8.15) EXPENSES OPERATING EXPENSES 514,800 514,800 530,652 8.79 8.79 9.09 TOTAL EXPENSES 514,800 514,800 530,652 8.79 8.79 9.09 TOTAL 44,547 48,192 54,708 0.76 0.82 0.94

OTHER ACCOMMODATIONS

FUNDING MINISTRY (131,737) (147,864) (112,248) (2.25) (2.53) (1.92) RESIDENT (3,687,147) (3,626,628) (3,777,768) (62.96) (61.93) (64.69) TOTAL FUNDING (3,818,884) (3,774,492) (3,890,016) (65.21) (64.46) (66.61) EXPENSES

198 of 234 WFL - WOODSTOCK 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET OPERATING EXPENSES 4,975,416 4,899,270 4,627,946 84.96 83.66 79.25 TOTAL EXPENSES 4,975,416 4,899,270 4,627,946 84.96 83.66 79.25 5046 UTILITIES - HYDRO XXXX - - 289,697 - - 4.96 TOTAL 5046 UTILITIES - HYDRO - - 289,697 - - 4.96 5047 UTILITIES - HEAT XXXX - - 149,559 - - 2.56 TOTAL 5047 UTILITIES - HEAT - - 149,559 - - 2.56 5048 UTILITIES - WATER/SEWAGE XXXX - - 66,122 - - 1.13 TOTAL 5048 UTILITIES - WATER/SEW - - 66,122 - - 1.13 TOTAL 1,156,532 1,124,778 1,243,308 19.75 19.21 21.29

DEBT REPAYMENT

FUNDING MINISTRY (604,428) (604,428) (604,428) (10.32) (10.32) (10.35) TOTAL FUNDING (604,428) (604,428) (604,428) (10.32) (10.32) (10.35) EXPENSES OPERATING EXPENSES 1,357,821 1,357,821 1,323,818 23.19 23.19 22.67 TOTAL EXPENSES 1,357,821 1,357,821 1,323,818 23.19 23.19 22.67 TOTAL 753,393 753,393 719,390 12.87 12.87 12.32

ONE TIME FUNDING ------

TOTAL 4,732,806 4,790,652 5,038,656 80.82 81.81 86.28

199 of 234 WFL - INGERSOLL 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET NURSING AND PERSONAL

FUNDING MINISTRY (1,279,845) (1,297,665) (1,272,199) (102.85) (104.28) (102.51) TOTAL FUNDING (1,279,845) (1,297,665) (1,272,199) (102.85) (104.28) (102.51) EXPENSES OPERATING EXPENSES 2,048,846 2,053,417 2,091,362 164.65 165.01 168.52 TOTAL EXPENSES 2,048,846 2,053,417 2,091,362 164.65 165.01 168.52 TOTAL 769,001 755,752 819,163 61.80 60.73 66.01

PROGRAM SUPPORT AND SERVICES

FUNDING MINISTRY (141,474) (139,974) (141,600) (11.37) (11.25) (11.41) TOTAL FUNDING (141,474) (139,974) (141,600) (11.37) (11.25) (11.41) EXPENSES OPERATING EXPENSES 173,833 174,475 178,672 13.97 14.02 14.40 TOTAL EXPENSES 173,833 174,475 178,672 13.97 14.02 14.40 TOTAL 32,359 34,501 37,072 2.60 2.77 2.99

RAW FOOD

FUNDING MINISTRY (99,927) (99,156) (101,136) (8.03) (7.97) (8.15) TOTAL FUNDING (99,927) (99,156) (101,136) (8.03) (7.97) (8.15) EXPENSES OPERATING EXPENSES 113,766 117,891 115,051 9.14 9.47 9.27 TOTAL EXPENSES 113,766 117,891 115,051 9.14 9.47 9.27 TOTAL 13,839 18,735 13,915 1.11 1.51 1.12

OTHER ACCOMMODATIONS

FUNDING MINISTRY 8,868 (2,448) 12,804 0.71 (0.20) 1.03 RESIDENT (807,521) (802,654) (836,529) (64.89) (64.50) (67.41) TOTAL FUNDING (798,653) (805,102) (823,725) (64.18) (64.70) (66.38) EXPENSES

200 of 234 WFL - INGERSOLL 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET OPERATING EXPENSES 1,373,909 1,343,324 1,359,385 110.41 107.95 109.54 TOTAL EXPENSES 1,373,909 1,343,324 1,359,385 110.41 107.95 109.54 5046 UTILITIES - HYDRO XXXX - - 75,712 - - 6.10 TOTAL 5046 UTILITIES - HYDRO - - 75,712 - - 6.10 5047 UTILITIES - HEAT XXXX - - 30,692 - - 2.47 TOTAL 5047 UTILITIES - HEAT - - 30,692 - - 2.47 5048 UTILITIES - WATER/SEWAGE XXXX - - 11,816 - - 0.95 TOTAL 5048 UTILITIES - WATER/SEW - - 11,816 - - 0.95 TOTAL 575,256 538,222 653,880 46.23 43.25 52.69

DEBT REPAYMENT

FUNDING MINISTRY (128,436) (128,436) (128,436) (10.32) (10.32) (10.35) TOTAL FUNDING (128,436) (128,436) (128,436) (10.32) (10.32) (10.35) EXPENSES OPERATING EXPENSES 506,965 506,965 506,477 40.74 40.74 40.81 TOTAL EXPENSES 506,965 506,965 506,477 40.74 40.74 40.81 TOTAL 378,529 378,529 378,041 30.42 30.42 30.46

ONE TIME FUNDING ------

TOTAL 1,768,984 1,725,739 1,902,071 142.16 138.68 153.27

201 of 234 WFL - TILLSONBURG 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET NURSING AND PERSONAL

FUNDING MINISTRY (1,331,004) (1,318,641) (1,341,169) (106.96) (105.97) (108.07) TOTAL FUNDING (1,331,004) (1,318,641) (1,341,169) (106.96) (105.97) (108.07) EXPENSES OPERATING EXPENSES 2,010,646 2,009,369 2,052,702 161.58 161.47 165.41 TOTAL EXPENSES 2,010,646 2,009,369 2,052,702 161.58 161.47 165.41 TOTAL 679,642 690,728 711,533 54.62 55.51 57.34

PROGRAM SUPPORT AND SERVICES

FUNDING MINISTRY (141,474) (139,974) (142,716) (11.37) (11.25) (11.50) TOTAL FUNDING (141,474) (139,974) (142,716) (11.37) (11.25) (11.50) EXPENSES OPERATING EXPENSES 174,527 174,969 178,843 14.02 14.06 14.41 TOTAL EXPENSES 174,527 174,969 178,843 14.02 14.06 14.41 TOTAL 33,053 34,995 36,127 2.66 2.81 2.91

RAW FOOD

FUNDING MINISTRY (99,927) (99,156) (101,136) (8.03) (7.97) (8.15) TOTAL FUNDING (99,927) (99,156) (101,136) (8.03) (7.97) (8.15) EXPENSES OPERATING EXPENSES 113,266 117,391 114,526 9.10 9.43 9.23 TOTAL EXPENSES 113,266 117,391 114,526 9.10 9.43 9.23 TOTAL 13,339 18,235 13,390 1.07 1.47 1.08

OTHER ACCOMMODATIONS

FUNDING MINISTRY (19,830) (25,284) (17,844) (1.59) (2.03) (1.44) RESIDENT (781,600) (775,763) (804,884) (62.81) (62.34) (64.86) TOTAL FUNDING (801,430) (801,047) (822,728) (64.40) (64.37) (66.30) EXPENSES

202 of 234 WFL - TILLSONBURG 2016 SUMMARY PER DIEM REPORT

PER DIEM 2015 2015 2016 2015 2015 2016 FORECAST BUDGET BUDGET FORECAST BUDGET BUDGET OPERATING EXPENSES 1,351,102 1,319,632 1,253,248 108.57 106.05 100.99 TOTAL EXPENSES 1,351,102 1,319,632 1,253,248 108.57 106.05 100.99 5046 UTILITIES - HYDRO XXXX - - 78,438 - - 6.32 TOTAL 5046 UTILITIES - HYDRO - - 78,438 - - 6.32 5047 UTILITIES - HEAT XXXX - - 31,162 - - 2.51 TOTAL 5047 UTILITIES - HEAT - - 31,162 - - 2.51 5048 UTILITIES - WATER/SEWAGE XXXX - - 23,627 - - 1.90 TOTAL 5048 UTILITIES - WATER/SEW - - 23,627 - - 1.90 TOTAL 549,672 518,585 563,747 44.17 41.67 45.43

DEBT REPAYMENT

FUNDING MINISTRY (128,436) (128,436) (128,436) (10.32) (10.32) (10.35) TOTAL FUNDING (128,436) (128,436) (128,436) (10.32) (10.32) (10.35) EXPENSES OPERATING EXPENSES 475,321 475,321 474,864 38.20 38.20 38.26 TOTAL EXPENSES 475,321 475,321 474,864 38.20 38.20 38.26 TOTAL 346,885 346,885 346,428 27.88 27.88 27.92

ONE TIME FUNDING ------

TOTAL 1,622,591 1,609,428 1,671,225 130.39 129.33 134.67

203 of 234 ONE TIME ITEMS 2016 BUDGET REPORT

W/WW ONE TIME SERVICE LEVEL NEW 2016 RATES & DEVELOPMENT REBATE/ OTHER ITEMS GROWTH IMPACTS INITIATIVES TOTAL TAXATION RESERVES RESERVES CHARGES GRANTS DEBENTURES SOURCES CAO CLERK-Performance Tracking/Monitoring/Reporting - - - 45,000 45,000 - - 45,000 - - - - Software Software - new initiative

SCE-On Call iPad/Tablet and case 1,000 - - - 1,000 1,000 ------TOURISM-Salary Plan Posting (Salary) - - 60,576 - 60,576 60,576 ------TOURISM-Salary Plan Posting (Benefits) - - 15,286 - 15,286 15,286 ------STRATEGIC INITIATIVES-Salary Plan Posting (Salary) - - - 107,267 107,267 107,267 ------

STRATEGIC INITIATIVES-Salary Plan Posting (Benefits) - - - 26,750 26,750 26,750 ------

STRATEGIC INITIATIVES-Initial Blackberry purchase - - - 200 200 200 ------

STRATEGIC INITIATIVES-Blackberry Monthly Fee - - - 600 600 600 ------STRATEGIC INITIATIVES-Membership and Subscriptions - - - 2,500 2,500 2,500 ------

STRATEGIC INITIATIVES-Training and Conferences - - - 5,000 5,000 5,000 ------

STRATEGIC INITIATIVES-Travel and Mileage - - - 30,000 30,000 30,000 ------STRATEGIC INITIATIVES-New Smart Car-Fleet Charge 9,041 9,041 9,041 ------

STRATEGIC INITIATIVES-Initial purchase of Laptop - - - 2,000 2,000 2,000 ------STRATEGIC INITIATIVES-Deskphone - - - 200 200 200 ------STRATEGIC INITIATIVES-Desk - - - 2,000 2,000 2,000 ------STRATEGIC INITIATIVES-Cubicle Space - - - 6,000 6,000 6,000 ------STRATEGIC INITIATIVES-Chair - - - 500 500 500 ------STRATEGIC INITIATIVES-Smart Car - - - 40,000 40,000 40,000 ------FUTURE OXFORD-Federal Government Revenue - - - (350,000) (350,000) - - - - (350,000) - - FUTURE OXFORD-Provincial Government Revenue - - - (350,000) (350,000) - - - - (350,000) - -

FUTURE OXFORD-Rural Ontario Institute - - - (10,000) (10,000) - - - - (10,000) - - FUTURE OXFORD-FCM - - - (100,000) (100,000) - - - - (100,000) - - FUTURE OXFORD-CIW Funding Partner Contributions - - - (35,000) (35,000) - - - - (35,000) - - United Way $10,000 + WACHC $15,000 + CES $10,000

FUTURE OXFORD-CES - 0.5 FTE plus office - - - (47,000) (47,000) - - - - (47,000) - - FUTURE OXFORD-Salary Plan Posting (Salary) - - - 30,285 30,285 30,285 ------FUTURE OXFORD-Salary Plan Posting (Benefits) - - - 2,713 2,713 2,713 ------FUTURE OXFORD-Advertising and Marketing - - - 5,000 5,000 5,000 ------FUTURE OXFORD-Travel and Mileage - - - 2,500 2,500 2,500 ------FUTURE OXFORD-Office Supplies - - - 500 500 500 ------FUTURE OXFORD-Program Director - 50% - - - 80,000 80,000 80,000 ------FUTURE OXFORD-Community Index of Wellbeing - - - 115,000 115,000 15,000 - 100,000 - - - - Project FUTURE OXFORD-Community Energy Plan - Baseline - - - 200,000 200,000 - - 200,000 - - - - Project FUTURE OXFORD-Bulding Rent - - - 9,000 9,000 9,000 ------FUTURE OXFORD-Investment Fund Grant - - - 1,000,000 1,000,000 108,000 - - - 892,000 - - FUTURE OXFORD-Investment Fund - Administration - - - - 40,000 40,000 40,000 ------Grant FUTURE OXFORD-Laptop - - - 2,000 2,000 2,000 ------FINANCE-Payroll Enhancements 15,000 - - - 15,000 15,000 ------

204 of 234 ONE TIME ITEMS 2016 BUDGET REPORT

W/WW ONE TIME SERVICE LEVEL NEW 2016 RATES & DEVELOPMENT REBATE/ OTHER ITEMS GROWTH IMPACTS INITIATIVES TOTAL TAXATION RESERVES RESERVES CHARGES GRANTS DEBENTURES SOURCES IS-Laserfiche spatial connection 20,000 - - - 20,000 20,000 ------IS-Laptops - 3 9,000 - - - 9,000 9,000 ------IS-OXFMUN Server 10,000 - - - 10,000 10,000 ------IS-Large monitors for all staff 4,800 - - - 4,800 4,800 ------IS-SAN Server 35,000 - - - 35,000 - - 35,000 - - - - IS - Salary Plan Posting (Salary) - - 62,327 - 62,327 62,327 IS - Salary Plan Posting (Benefits) - - 5,057 - 5,057 5,057 POA-POA Server 40,000 - - - 40,000 40,000 - - - - - FACILITIES-Surveillance Cameras 67,750 - - - 67,750 67,750 ------WATER - Salary Plan Posting (Salary) - - - 54,384 54,384 - 54,384 - - - - - WATER - Salary Plan Posting (Benefits) - - - 15,826 15,826 - 15,826 - - - - - WATER-SWP-Technical Support Part IV implementation 100,000 100,000 - 100,000 - - - - -

WATER-SWP-RMP Incentive 200,000 200,000 - 200,000 - - - - - WASTE MGMT-Replacement Wells (2) (landfill gas 200,000 - - - 200,000 - 200,000 - - - - system) WASTE MGMT-SWO transfer station 80,000 - - - 80,000 - 80,000 - - - - PUBLIC HEALTH-Capital Clinic Relocation (75% funding) 5,067 - - - 5,067 1,267 - - - - - 3,800 100% expenses PUBLIC HEALTH-Capital Clinc Relocation (75% Funding) (3,800) - - - (3,800) ------(3,800)

PUBLIC HEALTH-Purpose-Built Vaccine Refrigerator 9,800 - - - 9,800 ------9,800 (100% funding) PUBLIC HEALTH-Purpose-Built Vaccine Refrigerator (9,800) - - - (9,800) ------(9,800) (100% funding) PUBLIC HEALTH-Records Management/Electonic Health - - - 65,000 65,000 - - 65,000 - - - - Record - Contractor Services EMS-Salary Plan Posting (Salary) - - - 58,804 58,804 58,804 ------EMS-Salary Plan Posting (Benefits) - - - 16,966 16,966 16,966 ------EMS-Municipal ECG Annual Meeting - - - 7,000 7,000 7,000 ------EMS-Graphic design and print - - - 5,000 5,000 5,000 ------EMS-EOC Fax and Land LIne 21 Reeve St, - - - 960 960 960 ------EMS-OAEM Conference - - - 400 400 400 ------EMS-Travel to Municipalities - - - 2,000 2,000 2,000 ------EMS-10-Year Master Plan - - - 90,000 90,000 - - 90,000 - - - - TOTAL County of Oxford 483,817 - 143,246 1,488,396 2,115,459 930,249 370,210 815,000 - - - -

205 of 234 County of Oxford FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (131,075,341) (126,402,699) (127,418,850) (128,115,466) (128,381,477) SALARIES AND BENEFITS 59,521,082 59,864,540 60,420,593 61,296,595 62,160,020 OPERATING AND PROGRAM EXPENSES 103,377,174 100,886,021 102,908,844 105,497,506 105,363,834 DEBT REPAYMENT 14,272,743 14,858,597 13,872,024 13,852,414 12,934,051 INTERDEPARTMENTAL ALLOCATIONS (22,462,064) (23,459,100) (24,064,692) (24,733,362) (24,883,299) CAPITAL 71,611,136 34,022,691 41,947,155 26,191,835 24,034,168 OTHER (37,619,203) (392,618) (6,957,047) 8,129,266 12,381,649 TOTAL County of Oxford 57,625,527 59,377,432 60,708,027 62,118,788 63,608,946

206 of 234 PUBLIC WORKS FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (60,592,901) (56,612,781) (57,212,687) (58,027,405) (58,922,603) SALARIES AND BENEFITS 12,497,415 12,480,182 12,385,072 12,576,557 12,770,929 OPERATING AND PROGRAM EXPENSES 47,027,279 48,891,542 50,052,951 51,477,011 51,913,138 DEBT REPAYMENT 5,470,172 6,044,782 5,709,004 5,972,519 5,873,646 INTERDEPARTMENTAL ALLOCATIONS (17,864,965) (18,778,302) (19,265,520) (19,808,385) (19,862,931) CAPITAL 69,332,657 31,900,500 39,367,500 24,612,000 22,798,000 OTHER (34,083,079) (1,239,368) (7,797,809) 7,192,704 10,412,754 TOTAL PUBLIC WORKS 21,786,578 22,686,555 23,238,511 23,995,001 24,982,933

207 of 234 HUMAN SERVICES FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (30,016,345) (30,264,105) (30,986,524) (30,962,855) (30,851,424) SALARIES AND BENEFITS 3,901,118 3,959,595 4,018,950 4,079,195 4,140,345 OPERATING AND PROGRAM EXPENSES 35,559,475 32,864,890 33,507,273 33,591,942 33,758,448 DEBT REPAYMENT 607,244 597,203 467,064 467,064 359,500 CAPITAL 526,400 500,000 661,000 400,000 365,000 OTHER (2,348,390) 600,000 675,000 850,000 750,000 TOTAL HUMAN SERVICES 8,229,502 8,257,583 8,342,763 8,425,346 8,521,869

208 of 234 WOODINGFORD LODGE FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (16,636,081) (16,769,056) (16,847,137) (16,926,000) (17,005,622) SALARIES AND BENEFITS 17,297,585 17,334,567 17,594,587 17,858,504 18,126,378 OPERATING AND PROGRAM EXPENSES 5,475,825 5,587,492 5,689,664 5,802,524 5,913,137 DEBT REPAYMENT 2,305,159 2,267,951 2,231,766 2,195,499 2,159,867 CAPITAL 488,879 430,066 491,260 245,735 232,343 OTHER (319,415) 103,244 141,426 176,431 210,878 TOTAL WOODINGFORD LODGE 8,611,952 8,954,264 9,301,566 9,352,693 9,636,981

209 of 234 PUBLIC HEALTH & EMERGENCY SERVICES FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (12,808,578) (12,682,930) (12,736,138) (12,795,096) (12,859,145) SALARIES AND BENEFITS 16,022,505 16,079,685 16,203,230 16,357,885 16,489,644 OPERATING AND PROGRAM EXPENSES 4,021,789 3,767,576 3,798,811 3,803,156 3,837,208 DEBT REPAYMENT 292,787 286,863 281,067 275,271 269,540 CAPITAL 790,400 623,250 905,200 638,250 322,400 OTHER (375,400) (53,250) (335,200) (68,250) 247,600 TOTAL PUBLIC HEALTH & EMERGENCY SERVICES 7,943,503 8,021,194 8,116,970 8,211,216 8,307,247

210 of 234 LIBRARY FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (392,929) (335,929) (325,929) (325,929) (325,929) SALARIES AND BENEFITS 2,265,839 2,294,911 2,329,301 2,364,213 2,399,646 OPERATING AND PROGRAM EXPENSES 1,451,244 1,339,470 1,351,779 1,375,224 1,403,042 DEBT REPAYMENT 215,589 210,287 162,790 157,592 152,441 CAPITAL 10,000 - - - - OTHER (41,120) 96,800 96,800 96,800 96,800 TOTAL LIBRARY 3,508,623 3,605,539 3,614,741 3,667,900 3,726,000

211 of 234 CORPORATE SERVICES FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (2,002,381) (1,998,544) (1,998,344) (1,998,094) (1,998,094) SALARIES AND BENEFITS 4,093,141 4,197,216 4,297,552 4,393,173 4,489,181 OPERATING AND PROGRAM EXPENSES 3,604,488 3,592,301 3,672,313 3,813,743 3,781,978 DEBT REPAYMENT 201,301 201,301 201,301 201,301 201,301 INTERDEPARTMENTAL ALLOCATIONS (3,781,239) (3,838,382) (3,946,547) (4,056,672) (4,128,800) CAPITAL 409,100 568,875 522,195 295,850 316,425 OTHER (105,721) (299,296) (222,616) (42,771) 28,717 TOTAL CORPORATE SERVICES 2,418,689 2,423,471 2,525,854 2,606,530 2,690,708

212 of 234 GENERAL FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (7,471,490) (7,441,713) (7,010,593) (6,774,656) (6,109,250) OPERATING AND PROGRAM EXPENSES 3,087,156 3,130,606 3,109,606 3,128,806 3,148,206 DEBT REPAYMENT 5,180,491 5,250,210 4,819,032 4,583,168 3,917,756 OTHER 537,250 637,000 723,100 762,100 731,800 TOTAL GENERAL 1,333,407 1,576,103 1,641,145 1,699,418 1,688,512

213 of 234 HUMAN RESOURCES FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET SALARIES AND BENEFITS 691,547 708,836 726,557 744,720 763,339 OPERATING AND PROGRAM EXPENSES 175,213 184,480 176,968 174,485 179,129 INTERDEPARTMENTAL ALLOCATIONS (815,860) (842,416) (852,625) (868,305) (891,568) OTHER (50,900) (50,900) (50,900) (50,900) (50,900) TOTAL HUMAN RESOURCES - - - - -

214 of 234 PLANNING FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (199,461) (196,641) (200,498) (204,431) (208,410) SALARIES AND BENEFITS 1,343,662 1,375,633 1,409,063 1,443,350 1,478,484 OPERATING AND PROGRAM EXPENSES 626,167 420,708 428,555 1,041,309 444,992 OTHER (346,580) (46,000) (46,000) (646,000) (46,000) TOTAL PLANNING 1,423,788 1,553,700 1,591,120 1,634,228 1,669,066

215 of 234 CAO CLERK FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET SALARIES AND BENEFITS 517,748 523,465 531,317 539,287 547,376 OPERATING AND PROGRAM EXPENSES 254,582 227,503 229,187 231,006 232,787 OTHER (45,000) - - - - TOTAL CAO CLERK 727,330 750,968 760,504 770,293 780,163

216 of 234 STRATEGIC INITIATIVES FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET SALARIES AND BENEFITS 134,017 136,027 138,068 140,139 142,240 OPERATING AND PROGRAM EXPENSES 47,341 47,053 47,058 47,062 47,067 CAPITAL 50,700 - - - - TOTAL STRATEGIC INITIATIVES 232,058 183,080 185,126 187,201 189,307

217 of 234 FUTURE OXFORD FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (892,000) (47,000) (47,000) (47,000) (47,000) SALARIES AND BENEFITS 32,998 33,493 33,995 34,505 35,022 OPERATING AND PROGRAM EXPENSES 1,452,000 239,000 239,000 404,000 239,000 CAPITAL 2,000 - - - - OTHER (300,000) - - - - TOTAL FUTURE OXFORD 294,998 225,493 225,995 391,505 227,022

218 of 234 STRATEGIC COMM & ENGAGEMENT FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET SALARIES AND BENEFITS 167,996 171,356 174,783 178,279 181,845 OPERATING AND PROGRAM EXPENSES 68,453 69,056 70,063 71,154 72,162 CAPITAL 1,000 - - - - TOTAL STRATEGIC COMM & ENGAGEMENT 237,449 240,412 244,846 249,433 254,007

219 of 234 TOURISM FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET REVENUES (63,175) (54,000) (54,000) (54,000) (54,000) SALARIES AND BENEFITS 221,014 230,059 233,510 237,012 240,568 OPERATING AND PROGRAM EXPENSES 230,352 227,604 228,684 229,825 230,776 TOTAL TOURISM 388,191 403,663 408,194 412,837 417,344

220 of 234 COUNCIL FIVE YEAR BUDGET PROJECTION

2016 2017 2018 2019 2020 REQUESTED PROJECTED PROJECTED PROJECTED PROJECTED BUDGET BUDGET BUDGET BUDGET BUDGET SALARIES AND BENEFITS 334,497 339,515 344,608 349,776 355,023 OPERATING AND PROGRAM EXPENSES 295,810 296,740 306,932 306,258 162,764 OTHER (140,848) (140,848) (140,848) (140,848) - TOTAL COUNCIL 489,459 495,407 510,692 515,186 517,787

221 of 234 2016 Funding Sources

Development Charges 1% Federal 2% Reserve Property Taxes Transfer 21% 23% Other Revenues 2% Province 19% New Debt 6% User Fees 12% Water/Sewer Rates 14%

222 of 234 2016 Expenditure Distribution Public Health Facilities Planning Emergency 4% Library 4% 1% Services 2% 5% Solid Waste Human Services 16% 4% Roads Other 13% 6%

Wastewater Water 20% Woodingford 15% Lodge 10%

223 of 234 2016 Expenditure Per Household Facilities $223 Library $146 Emergency Public Planning $43 Services $264 Health $211 Human Services Solid Waste $229 $887 Other $402 Roads $735

Water $1,160 Wastewater $1,711 Woodingford Lodge $560

224 of 234 2016 Levy Distribution

Facilities Planning Library Public Health 3% 2% 4% 6% Emergency Human Services Services 14% 10% Solid Waste 4% Roads Other 31% 11% Woodingford Lodge 15%

225 of 234 2016 RESERVE CONTINUITY REPORT

2015 2015 2015 2015 2015 FORECAST 2016 2016 2016 2016 BUDGET RESERVE POLICY OPENING FORECAST FORECAST FORECAST CLOSING BUDGET BUDGET BUDGET CLOSING TARGET (SURPLUS) BALANCE INTEREST TO FROM BALANCE INTEREST TO FROM BALANCE POLICY SHORTFALL DEVELOPMENT CHARGES 91100 DC - ADMIN 494,759 3,500 3,500 (9,000) 492,759 6,652 3,500 (135,000) 367,911 - (367,911) 91210 DC - FACILITIES OCAB 31,483 225 60,000 (90,000) 1,708 23 60,000 (28,000) 33,731 - (33,731) 91230 DC - ROADS 90,704 650 650,000 (555,000) 186,354 2,407 650,000 (785,000) 53,761 - (53,761) 91251 DC - WW WOODSTOCK 656,494 5,000 600,000 (1,161,000) 100,494 1,400 600,000 (680,000) 21,894 - (21,894) 91252 DC - WW TILLSONBURG 2,147,645 15,000 450,000 (250,000) 2,362,645 31,400 450,000 (1,398,082) 1,445,963 - (1,445,963) 91253 DC - WW INGERSOLL 82,615 600 350,000 (415,000) 18,215 200 350,000 (350,000) 18,415 - (18,415) 91254 DC - WW NORWICH 800,425 5,000 160,000 (15,000) 950,425 12,800 160,000 (55,000) 1,068,225 - (1,068,225) 91255 DC - WW TAVISTOCK 119,118 900 100,000 (196,190) 23,828 300 75,000 (80,000) 19,128 - (19,128) 91256 DC - WW PLATTSVILLE 188,930 1,300 170,000 (326,920) 33,310 300 170,000 (170,000) 33,610 - (33,610) 91257 DC - WW THAMESFORD 75,189 500 60,000 (130,000) 5,689 100 60,000 (60,000) 5,789 - (5,789) 91258 DC - WW DRUMBO 383,706 2,600 10,000 (20,000) 376,306 5,100 10,000 (230,000) 161,406 - (161,406) 91261 DC - W WOODSTOCK 6,572 50 500,000 (500,000) 6,622 100 500,000 (500,000) 6,722 - (6,722) 91262 DC - W TILLSONBURG 47,213 300 150,000 (180,000) 17,513 200 150,000 (150,000) 17,713 - (17,713) 91263 DC - W INGERSOLL 137,816 1,000 100,000 (215,000) 23,816 300 100,000 (100,000) 24,116 - (24,116) 91264 DC - W NORWICH 31,132 220 22,000 - 53,352 700 22,000 - 76,052 - (76,052) 91265 DC - W TAVISTOCK 419,224 3,000 20,000 - 442,224 6,000 20,000 - 468,224 - (468,224) 91266 DC - W PLATTSVILLE 89,752 600 80,000 (160,000) 10,352 100 80,000 (80,000) 10,452 - (10,452) 91267 DC - W THAMESFORD 25,901 200 20,000 (40,000) 6,101 100 20,000 (20,000) 6,201 - (6,201) 91268 DC - W DRUMBO 84,566 600 7,500 - 92,666 1,300 7,500 - 101,466 - (101,466) 91500 DC - EMS 273,579 2,000 35,000 (295,000) 15,579 750 35,000 (40,000) 11,329 - (11,329) 91600 DC - LIBRARY 261,711 2,000 150,000 (78,200) 335,511 4,529 150,000 (78,200) 411,840 - (411,840) TOTAL DEVELOPMENT CHARGES 6,448,534 45,245 3,698,000 (4,636,310) 5,555,469 74,761 3,673,000 (4,939,282) 4,363,948 - (4,363,948)

RESERVE FUNDS 93270 RF - LANDFILL 24,393,033 700,000 116,359 - 25,209,392 700,000 441,437 (855,000) 25,495,829 5,637,135 (19,858,694) TOTAL RESERVE FUNDS 24,393,033 700,000 116,359 - 25,209,392 700,000 441,437 (855,000) 25,495,829 5,637,135 (19,858,694)

RESERVES 92101 R - HR WSIB 4,747,838 - - (575,290) 4,172,548 - - (616,000) 3,556,548 5,114,136 1,557,588 92102 R - PAY EQUITY 1,352,256 - - - 1,352,256 - - - 1,352,256 1,100,000 (252,256) 92103 R - TRAINING 195,841 - 44,000 (20,900) 218,941 - - (50,900) 168,041 100,000 (68,041) 92120 R - IS 1,280,513 - 201,970 (293,000) 1,189,483 - 225,579 (334,800) 1,080,262 1,030,000 (50,262)

226 of 234 2016 RESERVE CONTINUITY REPORT

2015 2015 2015 2015 2015 FORECAST 2016 2016 2016 2016 BUDGET RESERVE POLICY OPENING FORECAST FORECAST FORECAST CLOSING BUDGET BUDGET BUDGET CLOSING TARGET (SURPLUS) BALANCE INTEREST TO FROM BALANCE INTEREST TO FROM BALANCE POLICY SHORTFALL 92130 R - CORPORATE - GENERAL 10,962,514 - 18,500 (681,825) 10,299,189 - - (715,348) 9,583,841 8,100,000 (1,483,841) 92131 R - WORKING CAPITAL 6,100,000 - - - 6,100,000 - - - 6,100,000 8,100,000 2,000,000 92133 R - LEGAL 310,190 - 100,000 - 410,190 - 100,000 (55,780) 454,410 500,000 45,590 92134 R - INSURANCE 928,357 153,558 - - 1,081,915 158,650 - (200,000) 1,040,565 750,000 (290,565) 92205 R - GAS REBATE* 1,779,436 10,000 3,061,137 (4,810,000) 40,573 300 3,214,194 (3,215,000) 40,067 - (40,067) 92210 R - FAC 4,066,782 - 639,238 (1,735,708) 2,970,312 - 512,499 (1,512,657) 1,970,154 4,310,950 2,340,796 92215 R - TREES RURAL 12,806 - - - 12,806 - - - 12,806 - (12,806) 92220 R - FLEET 5,596,488 - 1,599,675 (1,473,965) 5,722,198 - 1,546,195 (1,510,000) 5,758,393 1,800,000 (3,958,393) 92230 R - ROADS 5,775,767 - 2,276,500 (1,021,000) 7,031,267 - - (6,022,000) 1,009,267 10,350,000 9,340,733 92235 R - BRIDGES 597,326 - 530,000 (700,000) 427,326 - 250,000 - 677,326 3,240,000 2,562,674 92240 R - WATER/WASTEWATER CSAP 2,712,306 - 618,790 (817,368) 2,513,728 - 625,783 (309,855) 2,829,656 621,840 (2,207,816) 92241 R - 170 UPGRADE 1,855,411 - - (788,474) 1,066,937 - - (386,198) 680,739 - (680,739) 92249 R-WW EMBRO - 40 16,793 (10,000) 6,833 600 107,481 (16,945) 97,969 - (97,969) 92250 R - WW INNERKIP 110,560 1,900 207,095 (20,000) 299,555 3,200 152,739 (32,121) 423,373 - (423,373) 92251 R - WW WOODSTOCK 8,237,421 87,500 3,611,029 (1,525,000) 10,410,950 51,900 2,265,482 (5,084,028) 7,644,304 7,600,000 (44,304) 92252 R - WW TILLSONBURG 10,232,434 112,000 1,995,051 (108,000) 12,231,485 107,800 2,040,298 (644,662) 13,734,921 37,788,000 24,053,079 92253 R - WW INGERSOLL 840,435 11,700 3,095,116 (2,638,000) 1,309,251 13,000 2,308,593 (2,622,759) 1,008,085 12,200,000 11,191,915 92254 R - WW NORWICH 1,365,227 16,600 422,833 (225,000) 1,579,660 15,500 425,135 (940,520) 1,079,775 1,500,000 420,225 92255 R - WW TAVISTOCK 58,084 2,200 352,841 (60,000) 353,125 1,700 193,748 (577,812) (29,239) 5,300,000 5,329,239 92256 R - WW PLATTSVILLE 161,136 3,700 361,197 - 526,033 5,500 169,493 (214,964) 486,062 611,000 124,938 92257 R - WW THAMESFORD 1,541,836 18,650 319,213 (12,000) 1,867,699 19,300 227,843 (402,060) 1,712,782 7,500,000 5,787,218 92258 R - WW DRUMBO 775,641 8,900 72,218 (10,000) 846,759 8,700 73,720 (164,272) 764,907 659,000 (105,907) 92259 R - WW MT ELGIN - 200 61,934 (25,000) 37,134 - 45,527 (101,010) (18,349) 659,000 677,349 92261 R - W WOODSTOCK 9,670,821 109,000 3,473,277 (1,668,500) 11,584,598 114,000 2,624,437 (5,334,672) 8,988,363 15,868,000 6,879,637 92262 R - W TILLSONBURG 3,139,458 36,000 932,406 (645,000) 3,462,864 25,800 990,538 (2,722,633) 1,756,569 5,200,000 3,443,431 92263 R - W INGERSOLL 2,841,932 37,000 1,831,456 (772,500) 3,937,888 33,300 1,552,991 (3,358,319) 2,165,860 15,892,000 13,726,140 92264 R - W TOWNSHIP 6,748,028 81,700 2,111,673 (735,000) 8,206,401 78,000 1,984,266 (4,123,376) 6,145,291 10,059,000 3,913,709 92280 R - WASTE MGT 2,178,000 - - - 2,178,000 - - - 2,178,000 500,000 (1,678,000) 92300 R - HOUSING 3,398,402 - 158,890 (741,610) 2,815,682 - 2,000,000 (2,098,390) 2,717,292 2,600,000 (117,292) 92301 R - CC MITIGATION 965,695 - - - 965,695 - - (250,000) 715,695 - (715,695) 92400 R - CASPO 693,349 - - (23,000) 670,349 - - (180,800) 489,549 600,000 110,451 92510 R - EMS GENERAL 178,004 - - - 178,004 - - (90,000) 88,004 - (88,004)

227 of 234 2016 RESERVE CONTINUITY REPORT

GRAND TOTAL 133,833,911 1,435,893 32,509,897 (27,410,681) 140,369,020 1,412,011 28,362,395 (50,656,848) 119,486,578 176,498,333 57,011,755

228 of 234 2016 LONG TERM RESERVE CONTINUITY REPORT

2015 2015 2016 2017 2018 2019 2020 ACTUAL FORECAST BUDGET BUDGET BUDGET BUDGET BUDGET OPENING CLOSING CLOSING CLOSING CLOSING CLOSING CLOSING BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE DEVELOPMENT CHARGES 91100 DC - ADMIN 494,759 492,759 367,911 376,378 384,959 47,156 51,293 91210 DC - FACILITIES OCAB 31,483 1,708 33,731 66,186 99,080 132,418 166,206 91230 DC - ROADS 90,704 186,354 53,761 57,553 58,896 60,257 61,637 91251 DC - WW WOODSTOCK 656,494 100,494 21,894 22,194 22,494 22,794 23,094 91252 DC - WW TILLSONBURG 2,147,645 2,362,645 1,445,963 1,492,063 258,763 258,763 258,763 91253 DC - WW INGERSOLL 82,615 18,215 18,415 18,615 18,915 19,215 19,515 91254 DC - WW NORWICH 800,425 950,425 1,068,225 1,242,625 1,419,425 1,598,625 1,080,225 91255 DC - WW TAVISTOCK 119,118 23,828 19,128 14,428 9,628 9,728 9,828 91256 DC - WW PLATTSVILLE 188,930 33,310 33,610 33,910 34,210 34,510 34,810 91257 DC - WW THAMESFORD 75,189 5,689 5,789 5,889 8,544 8,644 8,744 91258 DC - WW DRUMBO 383,706 376,306 161,406 58,606 49,406 50,106 50,806 91261 DC - W WOODSTOCK 6,572 6,622 6,722 6,822 6,922 7,022 7,122 91262 DC - W TILLSONBURG 47,213 17,513 17,713 17,913 18,113 18,313 18,513 91263 DC - W INGERSOLL 137,816 23,816 24,116 24,416 24,716 25,016 25,316 91264 DC - W NORWICH 31,132 53,352 76,052 99,052 122,352 146,052 170,052 91265 DC - W TAVISTOCK 419,224 442,224 468,224 419,524 257,724 6,224 6,324 91266 DC - W PLATTSVILLE 89,752 10,352 10,452 10,552 10,652 10,752 10,852 91267 DC - W THAMESFORD 25,901 6,101 6,201 6,301 6,401 6,501 6,601 91268 DC - W DRUMBO 84,566 92,666 101,466 110,366 119,366 128,466 137,666 91500 DC - EMS 273,579 15,579 11,329 7,022 2,657 (1,767) (6,251) 91600 DC - LIBRARY 261,711 335,511 411,840 489,200 567,604 647,067 727,602 TOTAL DEVELOPMENT CHARGES 6,448,534 5,555,469 4,363,948 4,579,615 3,500,827 3,235,862 2,868,718 RESERVE FUNDS 93270 RF - LANDFILL 24,393,033 25,209,392 25,495,829 25,914,484 26,758,387 27,458,387 28,158,387 TOTAL RESERVE FUNDS 24,393,033 25,209,392 25,495,829 25,914,484 26,758,387 27,458,387 28,158,387

229 of 234 2016 LONG TERM RESERVE CONTINUITY REPORT

2015 2015 2016 2017 2018 2019 2020 ACTUAL FORECAST BUDGET BUDGET BUDGET BUDGET BUDGET OPENING CLOSING CLOSING CLOSING CLOSING CLOSING CLOSING BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE RESERVES 92101 R - HR WSIB 4,747,838 4,172,548 3,556,548 3,381,548 3,331,548 3,281,548 3,231,548 92102 R - PAY EQUITY 1,352,256 1,352,256 1,352,256 1,352,256 1,352,256 1,352,256 1,352,256 92103 R - TRAINING 195,841 218,941 168,041 117,141 66,241 15,341 (35,559) 92120 R - IS 1,280,513 1,189,483 1,080,262 777,466 551,350 581,579 606,796 92130 R - CORPORATE - GENERAL 10,962,514 10,299,189 9,583,841 9,442,993 9,302,145 9,161,297 9,161,297 92131 R - WORKING CAPITAL 6,100,000 6,100,000 6,100,000 6,100,000 6,100,000 6,100,000 6,100,000 92133 R - LEGAL 310,190 410,190 454,410 508,410 562,410 616,410 670,410 92134 R - INSURANCE 928,357 1,081,915 1,040,565 1,001,765 967,565 938,065 913,365 92205 R - GAS REBATE* 1,779,436 40,573 40,067 49,261 56,512 63,763 73,763 92210 R - FAC 4,066,782 2,970,312 1,970,154 1,799,153 2,161,443 2,548,416 3,018,808 92215 R - TREES RURAL 12,806 12,806 12,806 10,806 8,806 6,806 6,806 92220 R - FLEET 5,596,488 5,722,198 5,758,393 6,004,588 6,250,783 6,496,978 6,743,173 92230 R - ROADS 5,775,767 7,031,267 1,009,267 446,767 421,767 1,071,767 1,471,767 92235 R - BRIDGES 597,326 427,326 677,326 927,326 1,177,326 1,427,326 1,677,326 92240 R - WATER/WASTEWATER CSAP 2,712,306 2,513,728 2,829,656 3,465,747 4,110,847 4,764,293 5,426,130 92241 R - 170 UPGRADE 1,855,411 1,066,937 680,739 680,739 680,739 680,739 680,739 92249 R-WW EMBRO - 6,833 97,969 211,788 338,171 473,229 614,256 92250 R - WW INNERKIP 110,560 299,555 423,373 583,878 751,234 924,496 1,106,886 92251 R - WW WOODSTOCK 8,237,421 10,410,950 7,644,304 5,486,256 (17,173) 654,008 968,971 92252 R - WW TILLSONBURG 10,232,434 12,231,485 13,734,921 15,399,845 12,757,358 15,119,500 17,541,706 92253 R - WW INGERSOLL 840,435 1,309,251 1,008,085 2,177,747 4,212,596 6,421,800 8,820,298 92254 R - WW NORWICH 1,365,227 1,579,660 1,079,775 1,524,110 1,825,241 2,299,758 2,608,126 92255 R - WW TAVISTOCK 58,084 353,125 (29,239) 65,607 297,163 399,961 739,985 92256 R - WW PLATTSVILLE 161,136 526,033 486,062 654,542 656,551 841,501 1,033,891 92257 R - WW THAMESFORD 1,541,836 1,867,699 1,712,782 1,969,134 2,008,558 767,679 1,021,680

230 of 234 2016 LONG TERM RESERVE CONTINUITY REPORT

2015 2015 2016 2017 2018 2019 2020 ACTUAL FORECAST BUDGET BUDGET BUDGET BUDGET BUDGET OPENING CLOSING CLOSING CLOSING CLOSING CLOSING CLOSING BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE BALANCE 92258 R - WW DRUMBO 775,641 846,759 764,907 54,645 129,184 197,708 269,405 92259 R - WW MT ELGIN - 37,134 (18,349) 91,020 208,862 333,906 456,054 92261 R - W WOODSTOCK 9,670,821 11,584,598 8,988,363 7,034,948 5,814,367 4,945,102 5,642,047 92262 R - W TILLSONBURG 3,139,458 3,462,864 1,756,569 1,898,730 2,294,805 2,684,741 3,166,757 92263 R - W INGERSOLL 2,841,932 3,937,888 2,165,860 2,070,938 2,285,999 2,444,588 2,718,793 92264 R - W TOWNSHIP 6,748,028 8,206,401 6,145,291 6,487,621 7,520,556 8,520,917 10,085,681 92280 R - WASTE MGT 2,178,000 2,178,000 2,178,000 2,178,000 2,178,000 2,178,000 2,178,000 92300 R - HOUSING 3,398,402 2,815,682 2,717,292 3,317,292 3,992,292 4,842,292 5,592,292 92301 R - CC MITIGATION 965,695 965,695 715,695 715,695 715,695 715,695 715,695 92400 R - CASPO 693,349 670,349 489,549 489,549 489,549 159,549 159,549 92510 R - EMS GENERAL 178,004 178,004 88,004 88,004 88,004 88,004 88,004 92511 R - EMS VEHICLES 562,617 674,027 458,627 410,377 80,177 16,927 269,527 92512 R - EMS STATIONS 527,197 345,262 310,314 321,220 330,180 337,128 341,694 92600 R - OCL 239,450 239,450 239,450 239,450 239,450 239,450 239,450 92602 R - OCL NORWICH CAPITAL 40,466 40,466 40,466 40,466 40,466 40,466 40,466 92605 R - OCL - FACILITIES 194,400 219,400 114,400 139,400 164,400 189,400 214,400 92621 R - OCL PROV. LITERACY 17,920 7,920 - ---- TOTAL RESERVES 102,992,344 109,604,159 89,626,801 89,716,228 86,503,423 94,942,389 107,732,238 TOTAL RESERVES 133,833,911 140,369,020 119,486,578 120,210,327 116,762,637 125,636,638 138,759,343

231 of 234 CURRENT DEBT REPAYMENT SCHEDULE COVERING JANUARY 1, 2016 to DECEMBER 31, 2025 REPAYMENT INCLUDES PRINCIPAL AND INTEREST

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL WASTEWATER

WW WDSK 604,050 558,768 549,533 871,910 863,054 840,335 831,100 811,360 802,406 792,893 WW TBURG 102,879 61,441 60,531 58,656 40,612 39,665 38,755 37,846 29,035 28,098 WW INGERSOLL 383,537 1,131,822 1,123,713 1,119,743 1,115,920 1,100,629 1,096,658 1,055,445 1,051,583 1,040,191 WW NORWICH 103,849 103,849 103,849 103,849 103,849 103,849 - - - - WW TAVISTOCK 520,041 559,563 575,113 571,358 567,703 563,818 560,034 556,238 552,510 526,774 WW PLATTSVILLE 284,914 284,914 284,914 284,914 284,914 284,914 284,914 284,914 284,914 - WW THAMESFORD 400,200 391,482 159,142 157,155 155,251 70,202 68,215 66,229 64,303 62,257 WW DRUMBO - - 24,117 24,117 24,117 24,117 24,117 24,117 24,117 24,117 WW MT. ELGIN 46,526 46,526 46,526 45,193 45,193 45,193 43,717 43,717 - - WW EMBRO 281,769 281,769 241,680 241,680 241,680 241,680 241,681 - - - WW INNERKIP 294,508 294,508 268,679 268,679 268,679 268,679 268,679 - - - TOTAL WASTEWATER 3,022,273 3,714,642 3,437,797 3,747,254 3,710,972 3,583,081 3,457,870 2,879,866 2,808,868 2,474,330

WATER

WATER WOODSTOCK 342,342 333,325 324,754 316,183 307,964 299,141 290,469 281,898 273,586 264,756 WATER TILLSONBURG 6,620 6,620 6,620 6,620 6,621 6,620 - - - - WATER INGERSOLL 75,936 66,851 65,821 64,789 63,770 62,728 61,699 60,669 27,897 27,898 WATER TOWNSHIPS 274,313 177,763 164,768 164,768 147,344 147,344 147,344 - - - W/WW HISTORICAL & REG 170 DEBT 386,198 ------TOTAL WATER 1,085,409 584,559 561,963 552,360 525,699 515,833 499,512 342,567 301,483 292,654

GENERAL GOVERNMENT

CONSERVATION AUTHORITIES 201,301 201,301 201,301 201,301 201,301 - - - - - FACILITIES ADMIN - 19,294 19,294 19,294 19,294 19,294 19,293 19,294 19,293 19,294 ADMIN BUILDING 978,861 945,418 912,693 879,967 847,600 814,516 781,789 749,064 365,259 5,929 COURT HOUSE 119,838 119,813 119,785 119,756 119,727 119,697 119,665 119,632 119,598 119,563

232 of 234 CURRENT DEBT REPAYMENT SCHEDULE COVERING JANUARY 1, 2016 to DECEMBER 31, 2025 REPAYMENT INCLUDES PRINCIPAL AND INTEREST

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL

59 GEORGE JOHNSON 36,750 36,750 36,750 36,750 36,750 36,750 36,750 36,750 36,750 1,627 SPRINGFORD YARD FAC 5,929 5,929 5,929 5,929 5,929 5,929 5,928 5,929 5,929 5,929 EMS-MILL ST 5,929 5,929 5,929 5,929 5,929 5,929 5,928 5,929 5,929 5,929 SALFORD LANDFILL BUILDINGS - 400,938 400,938 400,938 400,938 400,938 400,939 400,939 400,939 400,939 ROADS ADMIN 215,183 211,510 207,926 204,342 200,808 197,176 193,592 151,265 147,693 - TOTAL GENERAL GOVERNMENT 1,563,791 1,946,882 1,910,545 1,874,206 1,838,276 1,600,229 1,563,884 1,488,802 1,101,390 559,210

WOODINGFORD LODGE

WFL - WOODSTOCK 1,323,818 1,287,607 1,252,480 1,217,331 1,182,884 1,146,985 1,111,783 1,076,557 776,033 740,857 WFL - INGERSOLL 506,477 505,963 505,416 504,840 504,228 503,582 502,896 502,172 - - WFL - TILLSONBURG 474,864 474,381 473,870 473,328 472,755 472,147 471,507 470,828 - - TOTAL WOODINGFORD LODGE 2,305,159 2,267,951 2,231,766 2,195,499 2,159,867 2,122,714 2,086,186 2,049,557 776,033 740,857

HOUSING

H.S.I. SHELTER 607,244 597,203 467,064 467,064 359,500 294,183 275,818 275,818 179,198 179,197 TOTAL HOUSING 607,244 597,203 467,064 467,064 359,500 294,183 275,818 275,818 179,198 179,197

EMS

EMERGENCY SERVICES 292,787 286,863 281,067 275,271 269,540 194,243 188,448 182,652 - - TOTAL EMS 292,787 286,863 281,067 275,271 269,540 194,243 188,448 182,652 - -

LIBRARY

BRANCH LIBRARIES 215,589 210,287 162,790 157,592 152,441 147,197 141,999 84,730 - - TOTAL LIBRARY 215,589 210,287 162,790 157,592 152,441 147,197 141,999 84,730 - -

OXFORD COUNTY TOTAL 9,092,252 9,608,387 9,052,992 9,269,246 9,016,295 8,457,480 8,213,717 7,303,992 5,166,972 4,246,248

233 of 234 CURRENT DEBT REPAYMENT SCHEDULE COVERING JANUARY 1, 2016 to DECEMBER 31, 2025 REPAYMENT INCLUDES PRINCIPAL AND INTEREST

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL AREA MUNICIPALITIES 5,180,491 5,250,210 4,819,032 4,583,168 3,917,756 3,720,022 3,409,390 3,130,452 2,100,440 1,678,232

GRAND TOTAL 14,272,743 14,858,597 13,872,024 13,852,414 12,934,051 12,177,502 11,623,107 10,434,444 7,267,412 5,924,480

PROJECTED COUNTY DEBT 65,243,398 59,319,116 55,948,127 49,438,001 42,789,767 36,340,052 29,858,077 23,973,689 19,929,363 16,652,348

234 of 234

Report No: CS 2015-41 CORPORATE SERVICES Council Date: November 18, 2015

To: Warden and Members of County Council

From: Director of Corporate Services

Oxford County Library 2016 Business Plan and Budget

RECOMMENDATION

REPORT HIGHLIGHTS

. 2016 Library levy $3.5 million – 3.4% increase over 2015

. $10,000 capital plan – 100% increase from 2015

. $120,000 contribution to building improvements related to Ingersoll Branch

. No increase in FTEs

. 1 new service improvement opportunity in 2016 from the 2014/2015 Service Delivery Review - 3 service improvement opportunities to follow in 2017 . Draft 2016 County Budget as consolidated results in a minor adjustment to the recommended Library Board budget – increase of $4,809 Implementation Points The Oxford County Library 2016 Business Plan and Budget will be presented to Council as part of Corporate Services’ programs.

Upon County Council’s approval a County of Oxford by-law will be enacted to authorize the Oxford County Library Board special levy.

Financial Impact The draft budget proposes a $115,813 increase in the levy to be collected from property owners within the Area Municipalities that participate in the County library system. This represents a 3.4% increase over the 2015 levy.

The Treasurer has prepared this report.

Page 1 of 4

Report No: CS 2015-41 CORPORATE SERVICES Council Date: November 18, 2015

Risks/Implications The risks and implications associated with the proposed 2016 goals and objectives have been identified in Oxford County Library Board Report No. 2015-22 – Draft Library Business Plan.

Delay in approval of the 2016 business plan and budget may have an impact on the ability to complete approved goals and objectives by their expected completion date.

Strategic Plan County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions: 1. ii. A County that Works Together – Enhance the quality of life for all of our citizens by: - Adapting programs, services and facilities to reflect evolving community needs - Promoting community participation and life-long involvement in recreational and cultural activities 3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications DISCUSSION

Background Section 24(1) of the Public Libraries Act, R.S.O. 1990, states that “A public library board, county library board or county library co-operative board shall submit to the appointing council, annually on or before the date and in the form specified by the council, estimates of all sums required during the year for the purposes of the board. Subsection (2) sets out the approval as “The amount of the board’s estimates that is approved or amended and approved by the council shall be adopted by the board and shall be paid to the board out of the money appropriated for it. Subsection (3) indicates that “The board shall apply the money paid to it under subsection (2) in accordance with the estimates as approved, subject to subsection (4)” and subsection (4) states “The council may, in its approval of the board’s estimates or at any time at the board’s request, authorize the board to apply a specified amount or percentage of the money paid to it under subsection (2) otherwise than in accordance with the items of the estimates as approved.”

Comments At the regular meeting of the Board held September 25, 2015, the Board considered the draft 2016 Library Business Plan and passed the following resolution: “That the Oxford County Library Board approves the 2016 Library Business Plan goals and objectives as set forth in Report 2015-19.”

The content of the 2016 Library Business Plan is incorporated in the County of Oxford 2016 Draft Business Plan and Budget Highlights information which is to be presented to Council on November 18, November 25, and further deliberated on December 1, 2015. The information package can also be found on the County’s website at http://www.oxfordcounty.ca/general/budget/2015/default.aspx . Page 2 of 4

Report No: CS 2015-41 CORPORATE SERVICES Council Date: November 18, 2015

At the regular meeting of the Board held October 19, 2015, the Board considered Report No. 2015-22 regarding the 2016 draft budget and passed the following resolution: “That the Board recommends that County Council approve the 2016 Oxford County Library Business Plan and budget to provide a levy of $3,503,814, subject to possible minor adjustments to interdepartmental charges.”

Based on the Board’s direction regarding the 2016 goals and objectives, the 2016 Draft Library Budget proposes a levy requirement of $3,508,623 (adjusted to reflect interdepartmental charge amendments - increase of $4,809) - benefitting seven of the eight Area Municipalities (excluding Woodstock). The 2016 proposed levy represents an increase of 3.4% over the 2015 levy.

The total budget (gross expenditures) is $3,942,672, which is a $251,815 increase over 2015 or 6.8%. Although the draft budget proposes an increase of $251,815, the library levy is increasing by $115,813. This variance is explained in Table 1 – Budget Increases/Pressures.

Table 1 – Budget Increases/Pressures Expense Explanation Amount

Salaries and Benefits cost of living, salary grid and benefit premium increases $79,974

Charge from IT/IS Net computer costs – understated in prior year 46,564

Rent – Building Ingersoll Town Centre – Library’s share of HVAC upgrades 120,000

Capital Tillsonburg Branch – Library’s share of hydro upgrades 10,000

Other - net savings (4,723)

Budget Increase 251,815

Revenues

Prior year surplus Difference between 2015 budget and forecast surplus (49,720)

Federal grant CAP Youth program discontinued 16,852

Provincial grant One time funding – technology grant 23,586

Other Contributions from facilities reserve – for Ingersoll and (130,000) Tillsonburg upgrades

Other revenue losses 3,280

Levy Increase $115,813

Budget Increases/Pressures Since the prior year surplus and contributions from reserve are funding sources, it is largely the increase in salaries/benefits and computer costs that are impacting the levy requirement to deliver library services.

Page 3 of 4

Report No: CS 2015-41 CORPORATE SERVICES Council Date: November 18, 2015

Full-time Equivalent Analysis Table 2 provides a comparison of full time equivalent (FTE) staff resources from 2015 to 2016.

Table 2 – Full-time Equivalent Analysis 2015 2016

FTE Student Budget FTE Student Budget % Inc(Dec) Change

36.0 0.7 36.7 36.7 0.0 36.7 0.0 0.0

The 0.7 student FTE hours are proposed to shift to part-time hours to reflect elimination of the Community Access Program (CAP) Youth Initiative funding stream.

Other Considerations In addition to the considerations previously cited in this report, the Board also reviewed the future years’ debt requirement projections for the years 2016 to 2023. There are no plans at present to increase debt in the ten-year planning horizon and all current debt will be fully retired by the end of 2023.

Also as part of the 2015 budget review process, the Board gave consideration to the projected Library reserve continuity schedule illustrating the proposed uses and contributions to each of the respective reserves as contained in the draft budget to ensure that funds previously collected are brought into revenue at the appropriate time.

Conclusions The 2016 draft Oxford County Library Board Business Plan and Budget proposes a strong foundation from which service improvement opportunities can be further explored and considered as we continue to strive to adapt our programs, services and facilities to reflect evolving community needs1.

SIGNATURES

Departmental Approval:

Original signed by Lynn S. Buchner, CPA, CGA Director of Corporate Services

Approved for submission:

Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer

1 County of Oxford Strategic Plan – 1.ii. – Enhance the quality of life for all of our citizens, May 27, 2015 Page 4 of 4

Report No: CS 2015-42 CORPORATE SERVICES Council Date: November 18, 2015

To: Warden and Members of County Council

From: Director of Corporate Services

2016 Preliminary Assessment and Tax Analysis

RECOMMENDATION

1. That Report No. CS 2015-42, entitled “2016 Preliminary Assessment and Tax Analysis”, be received for information.

REPORT HIGHLIGHTS

. 2015 revenue growth $488,000 - based on $161.9 million increase in assessment

. 2016 estimated County taxes on an average single family detached residential property valued at $244,000 is anticipated to increase by $18 from 2015 levels

Implementation Points

The information contained in this report is based on the pre-roll return assessment values available from Municipal Property Assessment Corporation (MPAC) Notice Based Market Change Profile Data as of November 2, 20151.

The analysis in this report is to be considered preliminary and should not be used for calculating 2016 taxation.

Financial Impact

The information contained in this report has no impact on the County’s budget or tax levy; instead it reflects how the County’s budget and tax levy is distributed among the various property classes and average properties based on preliminary assessment values.

The Treasurer has prepared this report based on information compiled by MTE through MPAC’s 2015 Notice Based Market Change Profile.

Risks/Implications

There are no risks or implications that could result by adopting the recommendation contained within this report.

1 Preliminary Phase-In Impact Study & Notice Based Data Version, Municipal Tax Equity (MTE) Consultants Inc. November 5, 2015 Page 1 of 6

Report No: CS 2015-42 CORPORATE SERVICES Council Date: November 18, 2015

Strategic Plan

County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting held May 27, 2015. The initiative contained within this report supports the Values and Strategic Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:

3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Life cycle costs and benefit/costs, including debt, tax and reserve levels and implications

DISCUSSION

Background

The information presented in this report is based on MPAC’s 2015 Notice Based Market Change Profile (MCP) Data. This information is the first representation of the data that will form the basis for the roll as returned for 2016 taxation – which is due in mid-December. That being said, the assessment data used to prepare this report is to be considered preliminary and subject to review and revision by MPAC.

Analysis contained in this report is based on the use of tax rates for County purposes only. Education tax rates and area municipal tax rates have not been included.

All tax calculations and tax levies have been calculated based on the following: . 2015 tax calculations are based on actual 2015 tax rates; . preliminary revenue neutral rates have been calculated for the purposes of 2016; . the County’s current tax ratio schedule has been applied for 2016; . tax amounts represent CVA taxes, no capping adjustments have been applied; and . tax rate calculations are based on taxable assessment and exclude payment in lieu properties unless explicitly illustrated.

Comments

The 2016 taxation year will mark the fourth and final year of a four-year assessment cycle based on January 1, 2012 market values. Within a four-year assessment cycle, it is important to understand the phase-in effects which are the basis of the taxation results. The contents of this report have been prepared to provide a thorough review of the revised assessment values including implications of the phase-in program at the property class level – see Tables 1 through 5 below that illustrate the following:

Table 1 – Preliminary 2015 Assessment Growth (Phased-in Value) Table 2 – Preliminary 2015 Revenue Growth (Annualized) Table 3 – Preliminary 2016 Rates and Taxable Levy Table 4 – Net Year-Over-Year Impact of Phase-in and Preliminary Levy Increase Table 5 – Tax Impact on Average Single Family Residential Property Page 2 of 6

Report No: CS 2015-42 CORPORATE SERVICES Council Date: November 18, 2015

Table 1 – Preliminary 2015 Assessment Growth (Phased-in Value) – provides a preliminary summary of the net effect of all annualized in-year changes to assessment for 2015 tax purposes. Growth includes physical changes to property such as new construction, additions, improvements and demolitions, as well as equity changes in value that are triggered by Minutes of Settlement, decisions of the Assessment Review Board, and refund applications – representing real changes in the County’s tax base, including growth and loss.

Property Tax Class 2015 Phased CVA Phased CVA Growth As Returned As Revised $ % Taxable Residential 8,735,145,999 8,808,589,406 73,443,407 0.84% Farm 3,072,809,820 3,143,554,985 70,745,165 2.30% Managed Forest 7,455,892 8,274,134 818,242 10.97% Multi-residential 186,206,601 189,166,058 2,959,457 1.59% Commercial 962,779,923 975,741,405 12,961,482 1.35% Industrial 208,131,994 208,258,960 126,966 0.06% Large Industrial 357,033,329 356,202,137 -831,192 -0.23% Pipeline 226,444,465 226,998,216 553,751 0.24% Sub-total Taxable 13,756,008,023 13,916,785,301 160,777,278 1.17% Payments in Lieu Residential 911,000 853,942 -57,058 -6.26% Farm 85,900 85,900 0 0.00% Commercial 43,626,961 44,771,084 1,144,123 2.62% Industrial 2,678,062 2,678,062 0 0.00% Sub-total PIL 47,301,923 48,388,988 1,087,065 2.30% Total 13,803,309,946 13,965,174,289 161,864,343 1.17%

Table 2 – Preliminary 2015 Revenue Growth (Annualized) – provides preliminary data illustrating the net revenue growth calculated as the difference in the returned roll tax amount and the revised roll. These calculations represent a full year of taxation and therefore are not a true representation of the revenues that would have been realized in 2015 as many changes would not have been in effect for the full tax year. It is important to note that due to the protected classes (multi-residential, commercial and industrial) being subject to capping provisions, the tax yield from CVA growth in these classes cannot simply be determined based on pure CVA multiplied by the applicable tax rate.

Page 3 of 6

Report No: CS 2015-42 CORPORATE SERVICES Council Date: November 18, 2015

Property Tax Class 2015 CVA Tax Revenue Growth As Returned As Revised $ % Taxable Residential 33,625,463 33,908,371 282,907 0.84% Farm 2,957,395 3,025,483 68,088 2.30% Managed Forest 7,176 7,963 788 10.97% Multi-residential 1,964,176 1,995,394 31,217 1.59% Commercial 6,985,388 7,080,440 95,052 1.36% Industrial 2,048,438 2,055,230 6,792 0.33% Large Industrial 3,541,461 3,533,446 -8,015 -0.23% Pipeline 1,097,807 1,100,492 2,685 0.24% Sub-total Taxable 52,227,306 52,706,819 479,513 0.92% Payments in Lieu Residential 3,507 3,287 -220 -6.26% Farm 83 83 0 0.00% Commercial 315,216 323,593 8,377 2.66% Industrial 25,853 25,853 0 0.00% Sub-total PIL 344,659 352,816 8,157 2.37% Total 52,571,965 53,059,635 487,670 0.93%

Table 3 – Preliminary 2016 Rates and Taxable Levy – provides a comparison of the resulting tax rates in contrast to the County’s actual 2015 levy and preliminary 2016 levy.

Property Tax Class General Tax Rates 2015 2016 Actual Preliminary % Change Residential 0.00384977 0.00384286 -0.18% Farm 0.00096244 0.00096072 -0.18% Managed Forest 0.00096244 0.00096072 -0.18% Multi-residential 0.01054837 0.01052944 -0.18% Commercial 0.00732149 0.00730835 -0.18% Industrial 0.01012490 0.01010672 -0.18% Large Industrial 0.01012490 0.01010672 -0.18% Pipeline 0.00484802 0.00483931 -0.18% Taxable Levy 52,227,258 54,116,904 3.62%

Page 4 of 6

Report No: CS 2015-42 CORPORATE SERVICES Council Date: November 18, 2015

Table 4 – Net Year-Over-Year Impact of Phase-in and Preliminary Levy Increase – illustrates the net year-over-year impact of the preliminary phase-in change based on the 2016 preliminary levy.

Property Tax Class 2015 CVA Tax 2016 Net Preliminary Change Preliminary As Revised Tax $ % Taxable Residential 33,908,371 34,634,338 725,967 2.14% Farm 3,025,483 3,286,098 260,615 8.61% Managed Forest 7,963 8,323 360 4.52% Multi-residential 1,995,394 2,132,181 136,787 6.86% Commercial 7,080,440 7,160,877 80,437 1.14% Industrial 2,055,230 2,074,570 19,340 0.94% Large Industrial 3,533,446 3,700,660 167,214 4.73% Pipeline 1,100,492 1,119,865 19,373 1.76% Sub-total Taxable 52,706,819 54,116,912 1,410,093 2.68% Payments in Lieu Residential 3,287 3,443 156 4.75% Farm 83 85 2 2.41% Commercial 323,593 333,109 9,516 2.94% Industrial 25,853 26,589 736 2.85% Sub-total PIL 352,816 363,226 10,410 2.95% Total 53,059,635 54,480,138 1,420,503 2.68%

Page 5 of 6

Report No: CS 2015-42 CORPORATE SERVICES Council Date: November 18, 2015

Table 5 – Tax Impact on Average Single Family Residential Property – this Table compares the 2015 average single family detached residential property to the 2016 average single family detached residential property in terms of assessment and the resulting tax based on the 2015 actual residential tax rate and the 2016 preliminary residential tax rate. The illustration also provides similar calculations based on a residential property assessed at $200,000.

Single Family Detached 2015 2016 $ Change % Change Residential Actual Preliminary Phased CVA $238,913 $243,993 $5,080 2.13% General tax rate 0.00384977 0.00384286 -0.00000691 -0.18% General tax rate $920 $938 $18 1.95%

Single Family Detached 2015 2016 $ Change % Change Residential Actual Preliminary Phased CVA $200,000 $200,000 $0 0.00% General tax rate 0.00384977 0.00384286 -0.00000691 -0.18% General tax rate $770 $769 -$1 -0.18%

Conclusions

Although much of the information presented in this report is similar to the report Council typically receives to establish annual tax policies, it is important to be reminded that the underlying data used for the basis of this report is not the assessment roll as returned by MPAC and, therefore, readers are cautioned not to base decisions solely on its content.

SIGNATURE

Departmental Approval:

Original signed by

Lynn S. Buchner, CPA, CGA Director of Corporate Services

Approved for submission:

Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer

Page 6 of 6

Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015

To: Warden and Members of County Council

From: Chief Administrative Officer

Positioning Future Oxford for Success

RECOMMENDATION

1. That the 2016 new initiative referred to as “Future Oxford” presented in the 2016 Draft Business Plan and Budget and further described in Report No. CAO 2015-08, be received for discussion purposes.

REPORT HIGHLIGHTS

. This report presents a funding strategy to establish the County of Oxford’s financial commitment to Future Oxford and the delivery of the Community Sustainability Plan. . This report is also provides supplementary information requested by Council with the adoption of Report CAO 2015-06 – Adopting the Future Oxford Plan, as approved on September 9, 2015.

Implementation Points

Approval of the draft 2016 Business Plan and Budget as submitted provides for the establishment of a funding strategy for Future Oxford.

Financial Impact

The initiative outlined in this report, if included with the approved 2016 Business Plan and Budget, represents gross funding of $1,486,998 funded by $892,000 in anticipated grants which results in a net financial impact of $594,998 in 2016 ($294,998 taxation + $300,000 reserves). The $300,000 contribution from the General Reserve was approved by Council through Report No. CAO 2015-06 titled “Adopting the Future Oxford Plan” for the purposes of funding energy and community wellbeing baseline studies. Beginning in 2017, ongoing funding/grants to Future Oxford are estimated at $85,493 (operating) and $140,000 (investment fund). Future specific funding contributions will be dependent on the grants and partnerships Future Oxford is able to establish in 2016 and will be addressed through the 2017 Business Plan and Budget process.

The Treasurer has reviewed this report and agrees with the financial impact information.

Risks/Implications

Approval of this initiative confirms the County of Oxford as a funding partner for Future Oxford. Such a commitment is necessary to enable County responsibilities, to work with our partners and stakeholders and to respond to growing provincial, national and international interests in the renewable energy and zero waste interests of Oxford County.

Page 1 of 10 Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015

Strategic Plan

County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting of May 27, 2015. The initiatives contained in this report support the Values and many of the Strategic Directions as set out in the Strategic Plan, including:

1. i. A County that Works Together – Strengthen, diversify and broaden the economic/prosperity base 1. ii. A County that Works Together – Enhance the quality of life for all of our citizens 2. i. A County that is Well Connected – Improve travel options beyond the personal vehicle 2. ii. A County that is Well Connected – Advocate for appropriate federal and provincial support, programming and financial initiatives to strengthen the movement of people and goods to, from and through the County 2. iii. A County that is Well Connected – Strengthen community access and Internet connectivity 3. i. A County that Thinks Ahead and Wisely Shapes the Future – Influence federal and provincial policy with implications for the County: 3. ii. A County that Thinks Ahead and Wisely Shapes the Future – Implement development policies, land uses and community planning guidelines 3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability

DISCUSSION

Background

At its meeting on September 9, 2015 Council adopted the Future Oxford Community Sustainability Plan. With adoption, County Council requested similar adoption from each of the Area Municipalities (Report CAO 2015-06). Finally, through Report CAO 2015-06, Council also: . Appointed the Community Steering Committee as the Future Oxford Transition Board . Mandated the Transition Board to begin implementation of the Future Oxford Plan including the appointment of the Inaugural Future Oxford Board and a Program Director by January 30, 2016 . Authorized staff to begin seeking financial partners in support of Future Oxford . Approved $300,000 funding from General Reserves for energy and community baseline studies.

With the above funding approval, Council requested further information regarding use of the funding, partnership resources and updates on Smart Energy Oxford (SEO) and the Canadian Index of Wellbeing (CIW).

Comments

The Future Oxford Community Sustainability Plan

The Future Oxford Community Sustainability Plan (The Plan) was developed in recognition of the importance of meeting the community’s needs today without compromising the future. The plan embraces the importance of managing human, natural and financial resources through integrated solutions rather than through fragmented approaches that meet one goal or objective at the expense of others.

Page 2 of 10

Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015 The plan was developed from a broad consultation and engagement process led by a Steering Committee comprising of active and informed citizens representing a cross-section of the community from both a geographic perspective as well as with respect to the ‘pillars’ of sustainability (i.e. community, economy, environment).

The plan is premised on a vision that encompasses vibrancy, prosperity and responsibility with a simple mission to ‘achieve community sustainability throughout Oxford’. The plan’s goals and objectives reflect the community’s perspectives regarding accessibility, education and creativity as well as growing a sustainable economy and creating an Oxford that is a leader in environmental action.

While the plan is specific, particularly with respect to the 70 actions that have been identified through the broad engagement process, the document is not intended to be prescriptive. The plan is also intended as a ‘living document’ that is intended to evolve over time through both use in the community and periodic review.

The Canadian Index of Wellbeing (CIW)

The Canadian Index of Wellbeing organization is a research group affiliated with the University of Waterloo’s Faculty of Applied Health Sciences. This research has lead to the development of a composite index intended to measure state, trends and patterns of change in the wellbeing of our Canadians (Attachment 1). The wellbeing index comprises of eight domains with eight indicators in each domain.

Figure 1 The Canadian Index of Wellbeing Conceptual Framework

Through the eight domains and 64 indicators, the CIW composite index assesses overall wellbeing by analyzing a comprehensive list of factors that influence key social, health, economic, and environmental factors which contribute to overall quality of life. This leading edge research has been applied nationally, provincially and municipally as a methodology to assess overall quality of life.

Page 3 of 10

Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015

To understand our progress towards the vision of Future Oxford, it is vital that we understand where we are today. The Future Oxford Community Sustainability Plan recognizes the need for targets and milestones to mark achievement towards the vision. Specific targets and achievement milestones are established based on known start and end points. Establishing our CIW baseline will inform where we are and how that relates to the vison of Future Oxford.

The CIW work is underway. In partnership with the United Way, the Woodstock and Area Community Health Centre (WACHC) and Oxford Community Employment Services the County has engaged the University of Waterloo’s Canadian Index of Wellbeing to undertake a Community Wellbeing Survey for Oxford. This work will provide detailed information on the quality of life of residents in Oxford County.

The United Way and WACHC will co-lead the project. The Future Oxford Board is in the process of establishing the Community Oxford Committee, Co-Chaired by the United Way and WACHC. Community Oxford will act as the Steering Committee for the Community Wellbeing Survey and the establishment of Oxford’s community wellbeing baseline. The study will be completed in late 2016.

Smart Energy Oxford (SEO)

At its meeting on June 24, 2015 Council committed through resolution to achieve 100% Renewable Energy by 2050 (Attachment 2), the first such commitment by any municipality in Ontario. Achieving such a long term goal will take the commitment of the entire Oxford community and a number of successful partnerships.

The Government of Canada and the Government of Ontario will be critical partners in policy, strategy, expertise and funding. Our Area Municipalities will be key leadership partners as we collectively work within each of our operations, with businesses and residents to conserve and manage our energy demands, and explore renewable energy generation opportunities. So too will our ability to build relationships with the national and international renewable energy community and the invaluable insight and economic opportunities created through positive and supportive relationships with the academic community.

We have quickly been able to build strong relationships with many key organizations, people and businesses actively working to advance renewable energy and energy alternatives locally, nationally and internationally (Attachment 2).

Our discussions at Smart Energy Oxford have provided clear local indication that we are on the right path and that there is a desire to deliver. In addition, the national and international renewable energy industry is seeking out Oxford. To date, we have mentorship support, insight and guidance from across the industry, and we have a strong base of knowledge, energy and dedication locally to succeed. It will be critical that all of these positive influences are cultivated and fully utilized to put Oxford in the best position for success.

SEO has developed a draft overview and framework document (Attachment 3) to guide development of a 100% Renewable Energy by 2050 Community Energy Plan. The Community Energy Plan that will emerge from the framework will establish the actions, targets and milestones to achieve 100% Renewable Energy by 2050. Having validated the draft framework document with industry experts, it is the intended base for a formal dialogue with the Ministry of Energy that the SEO is now establishing.

Page 4 of 10

Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015

SEO is now seeking the guidance of industry experts to develop a work plan to establish Oxford’s 2014 energy demand and renewable energy baseline. Establishing such a baseline is fundamental to informing decisions regarding the detailed actions, targets and milestones necessary to achieve 100% Renewable Energy by 2050.

Funding the Plan

Plan implementation will require funding support.

In keeping with the implementation model adopted for Future Oxford, a Program Director will be necessary to facilitate the implementation of the plan under the direction and guidance of the Future Oxford Board. Annual operations will be incurred in support of this dedicated resource.

Further financial support will be necessary to support some of the key planned actions identified within the plan. Staff were authorized to begin seeking partners (financial and in- kind) to support both the annual operations of Future Oxford and to establish an implementation fund for the Future Oxford Board to allocate as appropriate for the implementation of the plan for Council’s consideration within the 2016 Business Plan and Budget process.

The draft 2016 Business Plan and Budget includes as a new initiative a proposed Future Oxford 2016 financial plan. Highlights of the funding plan include: . Total Gross 2016 Budget $1,486,988. . Gross Annual Operating Budget $ 131,998. . Gross Investment Fund (one-time) $1,355,000. . Net County of Oxford Annual Operating contribution $ 84,998. . Net County of Oxford (one-time) Investment Fund contribution $ 510,000. . Total Net 2016 Budget - County of Oxford contribution $ 594,998.*

* Total Net $594,998 comprises $294,998 taxation + $300,000 reserves

The intent of this financial plan is to provide Future Oxford with a sustainable operating base to fund a Program Director, office space and other operating costs. As well, to address the additional communication workload expected, 1 FTE (student) has been added to the Strategic Communication and Engagement section and is included in the County support for Future Oxford. It is proposed that the County of Oxford be a funding partner of the annual operating costs, through an annual grant, estimated at $85,403 in 2017. This is consistent with the approach the County has taken to support the Oxford Workforce Development Partnership. Discussions with a potential funding partner are underway.

In addition, the intent is to establish a Future Oxford Investment Fund. The intent of the Future Oxford Investment Fund is to create a streamlined, locally managed, loan and/or grant allocation model that will allow the Future Oxford Board the resources necessary to implement the plan, while maintaining transparent and accountable use of available funds. Initial outreach to appropriate federal and provincial government ministries has been initiated. Ongoing discussions are expected. Additional grant opportunities and funding partners are being sought. To ensure the viability of the investment fund going forward, County forecasts for 2017 include an annual contribution to the investment fund estimated at $140,000. The specific amount will be subject to the nature of various grants and partnerships that Future Oxford is able to establish.

Page 5 of 10

Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015 Conclusions

Oxford County Council, with significant input from the community, has taken significant steps to shape the future of Oxford. The adoption of the Future Oxford Community Sustainability Plan, and the concrete commitments made through Council resolution, are clear demonstrations of leadership in support of a community based vision. Council’s leadership does not stop with the adoption of a plan or a commitment to an outcome. The transformation necessary to achieve the vision is significant and is fraught with challenges. Creating opportunities from those challenges will hinge on a leadership that demonstrates a willingness to strategically invest in our future and expected accomplishments. Both government and broad community leadership throughout will be required. With this in mind, staff recommends adoption of the proposed investment outlined in this report.

SIGNATURES

Approved for submission:

Original signed by

Peter M. Crockett, P.Eng. Chief Administrative Officer

ATTACHMENTS

Attachment 1 - The Canadian Index of Wellbeing Poster Attachment 2 - 100% Renewable Energy by 2050 Resolution Attachment 3 - Smart Energy Oxford, Affiliate, Academic and Local Relationships Attachment 4 - Achieving 100% Renewable Energy by 2050 Plan Overview and Framework

Page 6 of 10

CANADIAN INDEX OF WELLBEING

“Measuring what matters and making measures matter to improve Canadians’ quality of life”

How the CIW can improve our wellbeing Why Canada needs the CIW Trends in the CIW compared to GDP per capita for Canada, 1994 to 2010 Canadians care about their wellbeing. As a country, we spend considerable time and resources trying to provide a high quality of life for all. Despite To be Canadian means that we value “quality of life” for ourselves, our efforts of governments, NGOs, communities, our provinces, and our country. But how well are we and the private sector, the CIW really doing in our lives? Is the economy growing at the cost of the reveals in its recent national and environment, our health, and education? Ontario reports that we are not When you look at the difference between GDP achieving the desired outcomes. and the CIW, it’s not a gap. It’s a chasm. How do we know if we are making progress in achieving We must adjust our focus and apply our By understanding the complex nature of wellbeing, we can choose to question the status quo and consider alternate ways to promote both a a high level of wellbeing for all Canadians? limited resources more effectively higher wellbeing status for all Canadians and a healthy economy.

What gets measured gets talked about The CIW fills the need to measure and Making an impact track what matters most to Canadians Leaders are working with the CIW to make Media are using the The CIW created the methodology and tools to effectively measure what evidence-based decisions CIW as “go to” source changes have occurred to Canadians’ wellbeing so that we can The CIW provides policy shapers, decision makers, media, community understand what is happening and take informed action, as needed. organisations, and everyday Canadians with a measurement of societal We are the first community to progress and a tool for data-driven, evidence-based decision making “ use the CIW…to improve the wellbeing of individuals and and accountability. families in Guelph…this is about Monitoring wellbeing across Canada By using the CIW: transformational change. Rooted in Canadian Values —Karen Farbridge, Ph.D. All levels of government have the evidence they Mayor, City of Guelph National need to help develop better policies; Policy shapers can use CIW to align limited Provincial resources for collective impact; Funders can redirect resources to areas of the highest need; In order to evaluate the impact Community “of our investments, OTF will use Businesses can build more productive workforces; the CIW as both a measurement and framework and a baseline. —Andrea Cohen Barrack CIW Data Repository at UW Individual Canadians have the knowledge to access CEO, Ontario Trillium Foundation the services and supports they need to be fully engaged members of society.

Join the conversation: with people in your everyday life Talk about the CIW with elected officials, online colleagues, friends & family, because………. So, how can YOU participate? Read our blog posts at ciw.ca It’s about our quality of life and share, like, and comment donate @ciwnetwork #wellbeing at ciw.ca so we can keep tracking data

Visit our website at www.ciw.ca UNIVERSITY OF WATERLOO APPLIED HEALTH SCIENCES

Whereas the environmental implications of continued fossil fuel use and the growing impacts of climate change are well documented and recently recognized by G7 Leaders;

And whereas significant reduction in fossil fuel dependency represents, as it does for much of the world, an enormous challenge to Oxford;

And whereas Oxford has begun to address the challenge of energy sustainability through critical first steps that include energy management and conservation strategies;

And whereas Oxford has a history of environmental courage and leadership; And whereas Oxford is poised to adopt by the Fall of 2015 its first Community Sustainability Plan which includes, among other goals, significant advancement in the role of renewable energy in Oxford with similarly significant reductions in fossil fuel reliance;

And whereas leading municipalities around the world are considering or have committed to achieving 100% Renewable Energy by 2050;

And whereas the continued advancements of renewable energy and energy storage technologies demonstrate strong potential for achieving 100% Renewable Energy by 2050;

And whereas Oxford residents and businesses already demonstrate significant leadership in the advancement of renewable energy technologies and their applications;

And whereas Oxford has the opportunity to be the first Ontario municipality to commit to achieving 100% Renewable Energy by 2050;

And whereas being the first Ontario municipality to commit to achieving 100% Renewable Energy by 2050 is expected to catalyze environmental change in Oxford, create opportunity for renewable energy investment in Oxford, and position Oxford as a renewable energy centre of excellence and home for renewable energy education, research and development;

Therefore be it resolved that the County of Oxford hereby commits to the achievement of 100% Renewable Energy by 2050.

Adopted by Oxford County Council at its June 24, 2015 Regular Meeting Report No: CAO 2015-08 CAO/CLERK Council Date: November 18, 2015 Attachment 3 – Smart Energy Oxford, Affiliate, Academic and Local Relationships

Affiliate Relationships:

York University Sustainable Energy Initiative: http://sei.info.yorku.ca/ 100% Renewables: http://go100re.net/ Renewable Cities: http://www.renewablecities.ca/ Ontario Sustainable Energy Association: http://www.ontario-sea.org/

Academic Resources:

Dr. Jose Etcheverry, Associate Professor, Co-Chair, Sustainable Energy Initiative (SEI) Business and Environment Coordinator http://fes.yorku.ca/faculty/fulltime/profile/645742

Dr. Josipa Petrunic, Executive Director, Canadian Urban Transit Research and Innovation Consortium http://www.cutaactu.ca/en/public-transit/News/index.aspx?feedId=b8c7d1fa-5f3c-47f7-814d- c10f44ddd029&newsId=5415e0cb-acb0-4e1d-9ea5-75905f01c5fd

Dr. Songnian Li, Faculty, Geomatics Engineering, Department of Civil Engineering, Ryerson University http://snli.blog.ryerson.ca/research/

Smart Energy Oxford Membership

Name Affiliation Art Gibson Former employee, Ministry of Trades, Colleges & Universities David Creery CAO, City of Woodstock Don McKay Mayor, Twp of East Zorra Tavistock George Klosler Business Owner/Operator Jay Heaman (Co-Chair) Manager of Operations, Woodstock Hydro Future Oxford Board Member Jurgen van Dijken Operations Manager, Arntjen Solar NA Murray Logan Sales Representative, Faromor Ltd. Nik Van Haeren President, Enerworks Solar Heating & Cooling Peter Crockett CAO, County of Oxford Trevor Birtch (Co-Chair) Mayor, City of Woodstock Gord Reynolds Vice-President, Corporate Development, ERTH Corporation Mark Rosehart General Manager and CEO – Tillsonburg Hydro Inc. Warden, County of Oxford David Mayberry Mayor, Township of South West Oxford

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SMART ENERGY OXFORD Draft Final – September 12, 2015

Achieving 100% Renewable Energy by 2050 Plan Overview and Framework

INTRODUCTION:

The County of Oxford became the first municipality in Ontario to commit to achieving 100% renewable energy by 2050 on June 24, 2015 with the unanimous County Council adoption of the attached resolution. To help coordinate and facilitate the Oxford wide community action necessary to advance our energy goals and to achieve the historic 100% Renewable Energy goal, Smart Energy Oxford was established.

The 100% Renewable Energy by 2050 goal has been defined as:

Oxford's goal is to achieve 100% or more of our energy demands from renewable sources by 2050

The purpose of the document is to provide the Smart Energy Oxford team a framework for the development of the plan to advocate, facilitate, support, monitor and report Oxford’s achievement of the 100% Renewable Energy goal through:

1. Energy conservation and demand management strategies (energy reduction and storage) to reduce Oxford’s overall and peak energy needs; 2. Energy produced from replenished sources available within Oxford (E.g. solar, wind, water, biomass, geothermal heat and energy recovery), as appropriate. 3. Opportunities to foster the expansion of renewable energy production, the advancement of energy conservation and renewable energy technologies through research, production, and practical application throughout Oxford County.

STRATEGIC COMMUNICATION AND ENGAGEMENT:

We need to develop a comprehensive communication and engagement strategy. The goal of the strategy is to provide a framework to consistently ensure all citizens of Oxford, stakeholders and partners understand the desired outcome, what is involved, how they can participate, and to encourage active engagement throughout. Ongoing communication and engagement plans must include, but not be limited to:

. Increase public/County awareness that RE 100 is going to happen in Oxford; . Create a forum for community stakeholders (public and business) where they can engage, become involved, be informed; . Inspire the community to identify Oxford as a leader among Global leaders in the quest to reach a sustainable energy community; . Create an advocacy program to message public, business, governments, to entice and engage, we need to talk to the doubting community to ease them into the vision; . Create a robust and ongoing in-school education and competition campaign, working closely with local school boards.

SMART ENERGY OXFORD Draft Final – September 12, 2015

CONSERVATION AND DEMAND MANAGEMENT:

An energy conservation and demand management (CDM) strategy will be a critical element to reducing Oxford’s overall and peak energy needs. This facet of Oxford’s RE 100 plan must include focused peak energy reduction targets and the enhancement of energy storage capabilities in Oxford. All work should consider early opportunities for achievement. Steps include, but will not be limited by:

. Establish baseline information . Energy consumption by sector, energy source, and location . Renewable energy production by sector, type, and location

. Establish CDM Targets by year, sector, energy source, and location

. Establish CDM Milestones by sector, energy source, and location . CDM opportunities and programs for residents, agriculture, ICI, and government sector

. Tactics for achieving CDM Targets and Milestones may include, but not limited by: . Establishing energy efficiencies as part of County OP review; . Engage builder’s groups (where, how and new standards that can be achieved; . Seek Hydro One’s IESO’s - CDM funds intended for Oxford to create a benchmark target for conservation investment in Oxford; . Encourage broad public participation in conservation programs; . Appropriate use of contests to encourage participation and to reducing energy use within different sectors. Such contests may for example include school children “signing up” their homes for a month and their consumption is monitored to see the improvements they make.

RENEWABLE ENERGY PRODUCTION:

Renewable energy production in Oxford must encourage and support all opportunity areas (residents, agriculture, ICI, government sector). All work should consider early opportunities for achievement.

. Establish RE targets mix by source type and year; . Establish RE milestone achievements by source type and year; . Encourage, incent and foster RE production; . Assist Province with transition from renewable FIT to Net Metering; . Work with LDCs, Hydro One, Ministry of Energy, OPA, and IESO to ensure RE is critically addressed in distribution system; . An “All Oxford” approval for RE generation for applicants with conditions (i.e.: the Bayham Bylaw); . Provide opportunities to link interested parties to local RE production suppliers; . Create customer category profiles and establish renewable energy strategy, training and competition programs tailored to each group.

SMART ENERGY OXFORD Draft Final – September 12, 2015

ELECTRIC AND ALTERNATIVE FUEL MOBILITY

A transition from fossil based mobility (including public transportation, encouraging private ownership and agricultural applications) will both support and enable the transition to renewable energy resources.

. Identify existing public transportation technologies and annual fuel consumption by type; . identify private vehicle ownership and track transition to electric mobility by residents, both un-incented and incented through Provincial and eventually municipal incentive (these incentives may be monetary or non-monetary); . Coordinate renewable energy resources development with electric vehicles to ensure mobile energy storage devices can be used as load and energy source; . Monitor vehicle to home (V2H) and vehicle to grid (V2G) trending and technology applications – include within innovation hub planning processes; . Monitor agricultural opportunities (NG, methane injection, hydrogen, battery).

BUILDING TECHNOLOGY:

Buildings consume a significant amount of our total energy and will play an important role in combining energy conservation and renewable energy applications. It is critical that we understand existing building code energy results and begin the process of transitioning new and existing building stock to a much higher level of efficiency and energy input requirements.

. Identify existing building code and construction type energy footprint requirements and forecast energy reduction opportunities through enhanced building requirements (i.e. LEED, Passive House); . Create an “Oxford Standard” for kilowatt per square metre metric; . Create an ongoing education and incentive process with builders and building owner/operator groups to enable transition; . Create a program that encourages / incents energy efficient buildings.

PARTNERSHIP OPPORTUNITIES AND CHALLENGES:

Achieving 100% Renewable Energy will require definitive action and commitment from all sectors of Oxford, residential, ICI, agriculture, local government (Area Municipal and County), and all Local Distribution Companies (LDCs). Success will also require effective partnerships with the Government of Ontario, Hydro One (both as an LDC and as the provincial electric distributor) as well as the renewable energy community (academia, national, and international). As such, our plan must include, but not be limited to:

. SEO Available Resource listing . Internal and external . Public, ICI, agriculture, political . Technical and non-technical partners, . Academia . International, national renewable energy community . Government of Ontario relationships . International 100RE agencies and supporting network

SMART ENERGY OXFORD Draft Final – September 12, 2015

Opportunities . Identify areas of opportunity that will advance to delivery of our goals . Technology strengths (local or external) . Local LDC willingness . Political, public, ICI, agriculture (willing support and advocacy) . Government of Ontario support . Legislative support (E.g. Green Energy Act and Green Economy Act) . Funding (grants, “cap and trade (if / when) . Create network of international advisors . Consider partnership with other municipalities (globally or locally) who share the common goal of 100RE . Establish speaker series to ensure public education and training is ongoing and progressive . Government leadership . Create RE 100 plan for County (and Area Municipalities). Program specific goals and programs with respective budgets for conservation and generation . Consider Courthouse Square - Energy campus, or temporary offices for researchers etc. . Consider a County FT position – embedded RE 100% resource funded through partnership (CDM funds, LDCs, Province)

. Challenges and solutions . Identify and mitigate challenges to delivery of our goals . Technical restrictions . Systemic distribution industry/system issues . Conflicting mandates of various partners . Resistance to change (of public, business, etc.) . Political, public, ICI, agriculture perceptions and understanding . Legislative( e.g. building code, OP) ANNUAL REPORTING:

Regular public reporting of achievements and milestones must be clearly articulated within the plan. Such public reporting will be critical to build on successes and keep a community and industry focus and must include, but not limited to: . Annual reporting of activities, successes challenges, opportunities and estimated achievements . Extensive reporting at regular 5 year increments addressing CDM, Renewable Energy production . Targets . Milestone achievements . Trends . Opportunities / Challenges

. Reporting to various Ministries (Ministry of Energy, Ministry of Environment and Climate Change, Ministry of Transportation, Ministry of Economic Development, Ministry of Municipal Affairs and Housing, Ministry of Food & Agriculture)

ATTACHMENTS: Attachment 1 – 100% Renewable Energy by 2050 Resolution Attachment 2 – Mandate letters to various Ministries (action item)

Report No: CAO 2015-09 CAO/CLERK Council Date: November 18, 2015

To: Warden and Members of County Council

From: Chief Administrative Officer

2016 New Initiative Request - Strategic Initiatives Framework

RECOMMENDATION

REPORT HIGHLIGHTS

. This report presents a resource plan to support the County of Oxford’s commitment to renewable energy and zero waste

Implementation Points

Approval of the draft 2016 Business Plan and Budget as submitted provides for the recruitment and hiring of a Manager of Strategic Initiatives to support the advancement towards the County of Oxford’s commitment to 100% Renewable Energy by 2050 (Attachment 1) and the Towards Zero Waste goals (Attachment 2) .

Financial Impact

The initiative outlined in this report, if included with the approved 2016 Business Plan and Budget, represents a total financial impact of $232,058 in 2016.

The Treasurer has reviewed this report and agrees with the financial impact information.

Risks/Implications

Approval of funding for this initiative provides dedicated and critically important staff resources to advance key areas of demonstrated Council commitment. Such a commitment is necessary to advance direct County responsibilities, to work with our partners and stakeholders and to respond to growing provincial, national and international interests in the renewable energy and zero waste interests of Oxford County.

Page 1 of 5 Report No: CAO 2015-09 CAO/CLERK Council Date: November 18, 2015 Strategic Plan

County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting of May 27, 2015. The initiatives contained in this report support the Values and Strategic Directions as set out in the Strategic Plan as they pertain to the following:

1. i. A County that Works Together – Strengthen, diversify and broaden the economic/prosperity base through: - Strategies to retain and support existing businesses and grow our green economy - Enhanced inter-municipal cooperation to create a clearly defined economic development strategy - Increased collaborative promotion of investment opportunities 3. i. A County that Thinks Ahead and Wisely Shapes the Future – Influence federal and provincial policy with implications for the County by: - Advocating for federal and provincial initiatives that are appropriate to our county 3. ii. A County that Thinks Ahead and Wisely Shapes the Future – Implement development policies, land uses and community planning guidelines that: - Strategically grow our economy and our community 3. iii. A County that Thinks Ahead and Wisely Shapes the Future - Demonstrated commitment to sustainability by: - Ensuring that all significant decisions are informed by assessing all options with regard to the community, economic and environmental implications including: o Responsible environmental leadership and stewardship o Supporting the community implementation of the Community Sustainability Plan 4. i. A County that Informs and Engages - Harness the power of the community through conversation and dialogue by: - Fostering greater involvement in County and community events and/or program/project implementation - Understanding and addressing public aspirations for a more livable community

DISCUSSION

Background

At its meeting on June 24, 2015 Council committed through resolution to achieve 100% Renewable Energy by 2050 (Attachment 1), the first such commitment by any municipality in Ontario.

At its meeting on September 9, 2015 Council further adopted the Future Oxford Community Sustainability Plan and in a separate resolution the goals of Zero Waste (Attachment 2)

Comments

100% Renewable Energy by 2050

Achieving such a long term goal will take the commitment of the entire Oxford community and a number of successful partnerships.

Page 2 of 5

Report No: CAO 2015-09 CAO/CLERK Council Date: November 18, 2015

The national and international renewable energy industry is seeking out Oxford. Coupled with our discussions at Smart Energy Oxford, there is clear indication that we are on the right path; that we have mentorship support, insight and guidance from across the industry; and that we have a strong base of knowledge, energy and dedication locally to succeed. It will be critical that all of these positive influences are cultivated and fully utilized to put Oxford in the best position for success.

Towards Zero Waste Oxford

Work with “Towards Zero Waste Oxford” is just beginning. However, it is apparent from Council’s adoption of the Future Oxford Community Sustainability Plan and the Towards Zero Waste resolution that we are beginning to capture the attention of the Government of Ontario and the solid waste industry.

Staff believe that much of the same progress will begin to quickly unfold with County Council’s commitment Towards Zero Waste as has already been experienced with 100% Renewable Energy. Senior levels of government, the international community, academia, our area municipal partners, residents and businesses will all play significant roles in Oxford achieving its goals. Again, Oxford is on the right path; we will have mentorship support, insight and guidance from across the industry; and we have a strong base of knowledge, energy and dedication locally to succeed. And again, it will be critical that all of these positive influences are cultivated and fully utilized to put Oxford in the best position for success.

Manager of Strategic Initiatives

It is clear from the early work in both the renewable energy and zero waste initiatives that dedicated resources are necessary to lead the 100% Renewable Energy and Towards Zero Waste goals of Council – all in keeping with our community’s vision as captured in the Future Oxford Community Sustainability Plan. Given the significance and breadth of the issues and complexities, it is expected that significant County leadership is both appropriate and critical. The need to link internal operational issues with similarly critical community engagement, active participation and action and similarly with provincial, national and international stakeholders will be vital to success. Such a leadership position at the County will:

. coordinate and prioritize all related County activities; . work with the Area Municipalities as appropriate to assist and coordinate; . work to assist, coordinate, facilitate and advance community stakeholder participation and action; and . cultivate and fully utilize academic, government, national and international relationships in a manner that places Oxford in the best position for success.

As such, included with the draft 2016 Business Plan and Budget is a proposal for 1 FTE and supportive resources for a total 2016 financial commitment of $232,058. The Manager of Strategic Initiatives position will report to the Chief Administrative Officer and have significant access to the Senior Management Team for guidance and support. Page 3 of 5

Report No: CAO 2015-09 CAO/CLERK Council Date: November 18, 2015

Conclusions

Oxford County Council has listened to the community and, in response, has taken significant steps to shape the future of Oxford. The adoption of the Future Oxford Community Sustainability Plan, and the concrete commitments made through Council resolution, are clear demonstrations of leadership in support of a community based vision. Council’s leadership does not stop with the adoption of a plan or a commitment to an outcome. The transformation necessary to achieve the vision is significant and is fraught with challenges. Creating opportunities from those challenges will hinge on a leadership that demonstrates a willingness to strategically invest in our future and expected accomplishments. Both government and broad community leadership throughout will be required. With this in mind, staff recommends adoption of the proposed Strategic Initiative Framework outlined in this report.

SIGNATURES

Approved for submission:

Original signed by Peter M. Crockett, P.Eng. Chief Administrative Officer

ATTACHMENTS

Attachment 1 - 100% Renewable Energy by 2050 Resolution Attachment 2 - Towards Zero Waste Resolution Attachment 3 - Affiliate, Academic and Local Relationships

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OFFICE OF THE C.A.O./ CLERK