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151116 Budget Council MIN ATTENDANCE Deputy Mayor Dave Beres Councillor Maxwell Adam Councillor Penny Esseltine Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Tricia Smith, Deputy Clerk Darrell Eddington, Director of Finance Kevin DeLeebeck, Director of Operations Jeff Smith, Fire Chief Geno Vanhaelewyn, Chief Building Official Janet McCurdy, Community Centre Manager Regrets: Mayor Stephen Molnar Donna Wilson, Town Clerk 1. Call to Order The meeting was called to order at 9:04 am. 2. Adoption of Agenda Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council meeting of November 16, 2015, be adopted. Carried. 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. The Corporation of the Town of Tillsonburg BUDGET COUNCIL MEETING Monday, November 16, 2015 9:00 AM Council Chambers 200 Broadway, 2nd Floor MINUTES Council Meeting – Minutes 2 5. Adoption of Council Minutes of Previous Meeting 5.1. Minutes from the Meeting of November 10, 2015 Minutes, November 10, 2015 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT the Minutes of the Council Meeting of November 10, 2015, be approved. Carried. 6. Information 6.1. 2016 Consolidated Budget Summary 2016 Consolidated Budget Summary Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives the 2016 Consolidated Budget Summary for information. Carried. 7. Departmental Business Plans & Budgets 7.1. Operations Business Plan & Budgets Director of Operations Operations - BP & Budgets Pre-budget approval was requested by the Director of Operations for the repaving of Broadway Street, north of North Street. Staff to review the need for audible signals when re-developing North Street. Staff to report back to Council with a cost comparison for grass cutting at the airport. Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives the Operations Business Plan and Budgets for information. Carried. 7.1.1. Operations Services 2016 Draft Budget Supporting Documentation OPS 15-37 Operations Services 2016 Draft Budget Supporting Documentation OPS 15-01 White Paper on Town's Assessment Management Plan OPS 15-02 White Paper on Town's Fleet Equipment OPS 15-33 Fleet Replacement Strategy Council Meeting – Minutes 3 Moved By: Councillor Stephenson Seconded By: Councillor Adam THAT Council receives Report OPS 15-37 Operations Services 2016 Draft Budget Supporting Documentation as information. Carried. 7.1.2. Fleet Leasing & Used Vehicle Options OPS 15-38 Fleet Leasing & Used Vehicle Options Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receives Report OPS 15-38 Fleet Leasing and Used Vehicle Options as information. Carried. 7.2. Fire & OPP Services Business Plan & Budgets Fire Chief Fire OPP Services - BP & Budgets Moved By: Councillor Esseltine Seconded By: Councillor Adam THAT Council receives the Fire & OPP Services Business Plan and Budget as information. Carried. Lunch Break 7.3. Building, Planning & Bylaw Business Plan & Budgets Chief Building Official Building, Planning & Bylaw - BP & Budgets Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receives the Building, Planning & By-Law Business Plan and Budgets as information. Carried. Council Meeting – Minutes 4 8. Finance 8.1. Report FIN 15-46 Rates & Fees FIN 15-46 Rates & Fees 2016 Proposed Rates Fees - Information Report (2) 2016 Rates and Fees Moved By: Councillor Adam Seconded By: Councillor Stephenson THAT Council receives Report FIN 15-46 Rates & Fees; AND THAT a By-Law to establish Rates & Fees for 2016 be brought forward for Council consideration. Carried. 9. Recreation, Culture & Parks Pricing Policy Community Centre Manager RCP 15-48 RCP Pricing Policy Director of Recreation, Culture & Park Services to provide Council with a review of the proposed dog park and identify how costs would be paid for. Director of Recreation, Culture & Park Services to provide Council with a review of the proposed fees for ball diamond rentals. Director of Recreation, Culture & Park Services to provide Council with comparable municipal information for recreation programs. Moved By: Councillor Adam Seconded By: Councillor Esseltine THAT Council receives Report RCP 15-48 and the RCP Pricing Policy for information. Carried. 10. Budget Requests Limited to 15 minutes each 10.1. Budget Requests FIN 15-45 2015 Budget Requests Police Services Board Christmasfest Special Awards Committee Council Meeting – Minutes 5 Council requested that the delegation by the Heritage, Beautification and Cemetery Advisory Committee be deferred to the November 26, 2015 meeting. Staff to review the Terms of Reference for the Cultural Committee. Moved By: Councillor Hayes Seconded By: Councillor Adam THAT Council receives the following budget requests be included in the 2016 budget: The Police Services Board in the amount of $8,500; The Tillsonburg Christmas in the amount of $4,000; The Special Awards Committee in the amount of $300. Carried. 11. Council Budget Discussions 12. By-Laws By-Laws from the Meeting of November 16, 2015 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT By-Law 3964, To confirm the proceedings of Council at its meeting held on the 16th day of November, 2015, be read for a first, second and third and final reading, and the Deputy Mayor and Deputy Clerk, be and are hereby authorized to sign the same, and place the Corporate seal thereunto. Carried. 13. Adjournment Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT the Council Meeting of November 16th, 2015 be adjourned at 2:42 p.m. Carried. Table of Contents Agenda 2 Minutes, November 10, 2015 Minutes, November 10, 2015 6 2016 Consolidated Budget Summary 2016 Consolidated Budget Summar 9 Operations Business Plan and Budgets Operations - BP & Budgets 11 OPS 15-37 Operations Services 2016 Draft Budget Supporting Documentation 41 OPS 15-01 White Paper on Town's Assessment Management Plan 43 OPS 15-02 White Paper on Town's Fleet Equipment 45 OPS 15-33 Fleet Replacement Strategy 56 Fleet Leasing and Used Vehicle Options OPS 15-38 Fleet Leasing & Used Vehicle Options 65 Fire & OPP Services Business Plan and Budget Fire OPP Services - BP & Budgets 70 Building, Planning & Bylaw Business Plan and Budgets Building, Planning & Bylaw - BP & Budgets 85 Report FIN 15-46 Rates & Fees FIN 15-46 Rates & Fees 96 2016 Proposed Rates Fees - Information Report (2)97 2016 Rates and Fees 100 Recreation, Culture & Parks Pricing Policy RCP 15-48 124 RCP Pricing Policy 130 Budget Requests - Limited to 15 minutes each FIN 15-45 2015 Budget Requests 132 Police Services Board 133 Christmasfest 134 Heritage, Beautification & Cemetery Advisory Committee 135 Special Awards Committee 136 By-Law 3964, To confirm the proceedings of Council By-Law 3964 137 1 1.Call to Order 2.Adoption of Agenda Proposed Resolution #1 THAT the Agenda as prepared for the Council meeting of November 16, 2015, be adopted. 3.Moment of Silence 4.Disclosures of Pecuniary Interest and the General Nature Thereof 5.Adoption of Council Minutes of Previous Meeting 5.1. Minutes from the Meeting of November 10, 2015 Minutes, November 10, 2015 Proposed Resolution #2 THAT the Minutes of the Council Meeting of November 10, 2015, be approved. 6. Information 6.1. 2016 Consolidated Budget Summary 2016 Consolidated Budget Summary Proposed Resolution #3 THAT Council receives the 2016 Consolidated Budget Summary for information. 7.Departmental Business Plans & Budgets 7.1. Operations Business Plan & Budgets Operations - BP & Budgets Proposed Resolution #4 THAT Council receives the Operations Business Plan and Budgets for information. The Corporation of the Town of Tillsonburg BUDGET COUNCIL MEETING Monday, November 16, 2015 9:00 AM Council Chambers 200 Broadway, 2nd Floor AGENDA (Amended) 2 Council Meeting – Agenda 2 7.1.1. Operations Services 2016 Draft Budget Supporting Documentation OPS 15-37 Operations Services 2016 Draft Budget Supporting Documentation OPS 15-01 White Paper on Town's Assessment Management Plan OPS 15-02 White Paper on Town's Fleet Equipment OPS 15-33 Fleet Replacement Strategy Proposed Resolution #5 THAT Council receives Report OPS 15-37 Operations Services 2016 Draft Budget Supporting Documentation as information. 7.1.2. Fleet Leasing & Used Vehicle Options OPS 15-38 Fleet Leasing & Used Vehicle Options Proposed Resolution #6 THAT Council receives Report OPS 15-38 Fleet Leasing and Used Vehicle Options as information. 7.2. Fire & OPP Services Business Plan & Budgets Fire OPP Services - BP & Budgets Proposed Resolution #7 THAT Council receives the Fire & OPP Services Business Plan and Budget as information. 7.3. Building, Planning & Bylaw Business Plan & Budgets Building, Planning & Bylaw - BP & Budgets Proposed Resolution #8 THAT Council receives the Building, Planning & By-Law Business Plan and Budgets as information. 8. Finance 8.1. Report FIN 15-46 Rates & Fees FIN 15-46 Rates & Fees 2016 Proposed Rates Fees - Information Report (2) 2016 Rates and Fees 3 Council Meeting – Agenda 3 Proposed Resolution #9 THAT Council receives Report FIN 15-46 Rates & Fees; AND THAT a By-Law to establish Rates & Fees for 2016 be brought forward for Council consideration. 9. Recreation, Culture & Parks Pricing Policy RCP Pricing Policy RCP 15-48 Proposed Resolution #10 THAT Council receives Report RCP 15-48 and the RCP Pricing Policy for information. 10. Budget Requests Limited to 15 minutes each 10.1. Budget Requests FIN 15-45 2015 Budget Requests Police Services Board Christmasfest Heritage, Beautification & Cemetery Advisory Committee Special Awards Committee Proposed Resolution #11 THAT Council supports that the following budget requests be included in the 2016 budget: The Police Service Board in the amount of $________; The Tillsonburg Christmas in the amount of $________; The Heritage, Beautification & Cemetery Advisory Committee in the amount of $________; The Special Awards Committee in the amount of $__________. 11. Council Budget Discussions 12. By-Laws By-Laws from the Meeting of November 16, 2015 4 Council Meeting – Agenda 4 Proposed Resolution #12 THAT By-Law 3964, To confirm the proceedings of Council at its meeting held on the 16th day of November, 2015, be read for a first, second and third and final reading, and the Deputy Mayor and Deputy Clerk, be and are hereby authorized to sign the same, and place the Corporate seal thereunto. 13. Adjournment Proposed Resolution #13 THAT the Council Meeting of November 16th, 2015 be adjourned at _____ p.m. 5 ATTENDANCE Mayor Stephen Molnar Deputy Mayor Dave Beres Councillor Maxwell Adam Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Tricia Smith, Deputy Clerk Darrell Eddington, Director of Finance Rick Cox, Director of Recreation, Culture and Park Services Kevin DeLeebeck, Director of Operations Jeff Smith, Fire Chief Regrets: Councillor Esseltine Donna Wilson, Town Clerk 1. Call to Order The meeting was called to order at 10:05 am. 2. Adoption of Agenda Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council meeting of Tuesday, November 10th, 2015, be adopted. Carried. 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. The Corporation of the Town of Tillsonburg BUDGET COUNCIL MEETING Tuesday, November 10, 2015 10:00 AM Council Chambers 200 Broadway, 2nd Floor MINUTES 6 Council Meeting – Minutes 2 5. Opening Remarks The CAO acknowledged opened the budget meeting with general comments on the budget and acknowledged the work of staff in its preparation. 6. 2016 Draft Budget Update Introduction and Overview Budget Summary - Consolidated Long Term Debt Repayment Staff requested direction from Council regarding service levels and percentage changes. Staff to report back to Council when the assessment information is received from MPAC. Staff to provide Council with any pre-budget approval requests for consideration. Staff to provide Council with a report on Payment-in-Lieu for OPP and Elliott Fairbairn properties. Council directed staff to look at investments that will result in cost savings for the municipality over time (i.e. installation of timers at ball diamonds). Ontario Municipal Partnership Funding expected to decrease in 2016. Province indicated that funding will continue to decrease to zero over the coming years. Applications have been received under the Municipal Community Grant Funding Program. Council Adam joined the meeting at 10:44 a.m. 7. Departmental Business Plans 7.1. Finance Business Plan Director of Finance Finance - BP & Budgets CAO noted that a corporate strategy for equipment replacement has been implemented. Staff to review the Terms of Reference for the Municipal Community Funding program and report back to Council. Lunch Break 7.2. Human Resources Business Plan Human Resources Manager Human Resources Human Resources Manager presented her Business Plan. 7 Council Meeting – Minutes 3 7.3. Operations Business Plan Development Commissioner Operations - BP & Budgets Staff to provide Council with a list of special projects for the 2016 budget and include special projects completed in 2015. Staff to provide Council with a report on the lease agreement for the mall parking garage. Director of Parks & Recreation to report back to Council with a comparison of similarly sized municipalities for recreation services. 8. Recommendations Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT THE 2016 Budget and Overview be received as information; AND THAT the 2016 Finance Business Plan and Budget be received as information; AND THAT the 2016 Human Resources Business Plan be received as information; AND THAT the 2016 Economic Development & Marketing Business Plan and Budget be received as information. Carried. 9. By-Laws from the Meeting of November 10, 2015 Moved By: Councillor Stephenson Seconded By: Councillor Adam THAT By-Law 3963, To Confirm the Proceedings of the Council Meeting of November 10, 2015, be read for a first, second and third and final reading and the Mayor and Deputy Clerk be and are hereby authorized to sign the same, and place the Corporate seal thereunto. Carried. 10. Adjournment Moved By: Councillor Stephenson Seconded By: Councillor Adam THAT the Council Meeting of November 10, 2015 be adjourned at 2:24 p.m. Carried. 8 Taxation Requirements Council100 287,200 284,583 327,400 40,200 14.00% Finance110 2,066,400 2,110,788 2,101,900 35,500 1.72% CSC120 (96,600)(110,981)3,000 99,600 (103.11%) Fleet130 (262,000)(204,325)(299,800)(37,800)14.43% Hyd145 (261,500)(272,136)(270,200)(8,700)3.33% Fire150 1,227,300 1,167,402 1,170,700 (56,600)(4.61%) Police160 2,918,100 2,917,055 2,826,200 (91,900)(3.15%) Conserv170 8,400 5,727 (8,400)(100.00%) Protection180 219,000 220,215 215,200 (3,800)(1.74%) Building190 59,900 58,999 97,900 38,000 63.44% Op Admin200 219,100 219,100 Engineering210 415,500 375,122 313,800 (101,700)(24.48%) Roads220 1,618,300 1,567,160 1,867,100 248,800 15.37% Winter Mtce225 482,000 496,313 510,600 28,600 5.93% Parking230 3 (1,000)(1,000) Streetlights235 304,400 296,614 305,100 700 0.23% Airport240 92,400 38,368 110,700 18,300 19.81% Storm Sewers260 308,600 289,894 195,900 (112,700)(36.52%) Solid Waste & Recycling280 129,900 142,999 202,000 72,100 55.50% Cem300 134,300 195,166 222,100 87,800 65.38% Parks450 575,900 552,852 561,300 (14,600)(2.54%) Rec - Programs460 268,100 255,147 300,000 31,900 11.90% Rec - Bldg Mtce465 2,045,300 2,069,288 2,153,800 108,500 5.30% EFC467 (27,500)(29,338)(14,900)12,600 (45.82%) Museum475 289,200 295,622 292,800 3,600 1.24% DCS500 81,500 81,571 81,400 (100)(0.12%) EcDev505 293,900 315,561 339,900 46,000 15.65% Municipal - Taxes600 (98,000)(13,181,021)(100,000)(2,000)2.04% Total Taxation Requirements 13,080,000 (61,352)13,732,000 652,000 4.98% Operating Council100 287,200 284,583 327,400 40,200 14.00% Finance110 1,926,100 1,974,390 1,921,900 (4,200)(0.22%) CSC120 (96,600)(110,981)3,000 99,600 (103.11%) Fleet130 (262,000)(204,324)(299,800)(37,800)14.43% Hyd145 (261,500)(272,136)(270,200)(8,700)3.33% Fire150 1,128,600 1,070,348 1,110,200 (18,400)(1.63%) Police160 2,901,200 2,900,155 2,826,200 (75,000)(2.59%) Conserv170 8,400 5,727 (8,400)(100.00%) Protection180 212,000 213,215 215,200 3,200 1.51% Building190 59,900 58,999 97,900 38,000 63.44% Op Admin200 219,100 219,100 Engineering210 373,900 333,522 273,800 (100,100)(26.77%) Roads220 1,488,400 1,435,953 1,522,500 34,100 2.29% Winter Mtce225 482,000 496,313 510,600 28,600 5.93% Parking230 (33,000)(26,884)(36,400)(3,400)10.30% 2015 Budget 2015 Projection 2016 Budget Variance $ Variance % 2016 Financial Plan Run Date: 05/11/15 11:21 AM 9 Streetlights235 304,400 283,318 305,100 700 0.23% Airport240 92,300 38,368 75,700 (16,600)(17.98%) Storm Sewers260 136,600 117,894 125,900 (10,700)(7.83%) Solid Waste & Recycling280 129,900 142,999 152,000 22,100 17.01% Cem300 90,200 146,557 190,000 99,800 110.64% Parks450 443,900 421,352 414,400 (29,500)(6.65%) Rec - Programs460 243,100 230,191 275,000 31,900 13.12% Rec - Bldg Mtce465 2,002,300 2,025,012 2,097,800 95,500 4.77% EFC467 (27,500)(29,338)(14,900)12,600 (45.82%) Museum475 264,200 271,622 277,800 13,600 5.15% DCS500 81,500 81,571 81,400 (100)(0.12%) EcDev505 293,900 315,561 339,900 46,000 15.65% Municipal - Taxes600 (98,000)(13,181,021)(100,000)(2,000)2.04% Total Operating 12,171,400 (977,034)12,641,500 470,100 3.86% Capital Finance110 140,300 136,398 180,000 39,700 28.30% CSC120 Fleet130 (1) Hyd145 Fire150 98,700 97,054 60,500 (38,200)(38.70%) Police160 16,900 16,900 (16,900)(100.00%) Protection180 7,000 7,000 (7,000)(100.00%) Engineering210 41,600 41,600 40,000 (1,600)(3.85%) Roads220 129,900 131,207 344,600 214,700 165.28% Parking230 33,000 26,887 35,400 2,400 7.27% Streetlights235 13,296 Airport240 100 35,000 34,900 34,900.00% Storm Sewers260 172,000 172,000 70,000 (102,000)(59.30%) Solid Waste & Recycling280 50,000 50,000 Cem300 44,100 48,609 32,100 (12,000)(27.21%) Parks450 132,000 131,500 146,900 14,900 11.29% Rec - Programs460 25,000 24,956 25,000 Rec - Bldg Mtce465 43,000 44,276 56,000 13,000 30.23% EFC467 Museum475 25,000 24,000 15,000 (10,000)(40.00%) DCS500 EcDev505 Total Capital 908,600 915,682 1,090,500 181,900 20.02% 2015 Budget 2015 Projection 2016 Budget Variance $ Variance % 2016 Financial Plan Run Date: 05/11/15 11:21 AM 10 TOWN OF TILLSONBURG 2016 OPERATION SERVICES BUSINESS PLAN DIRECTOR OF OPERATIONS 11 2016 Business Objectives Item Division Owner Budget Value Target Date Update Health and Safety policies and procedures for the Department Operations Director of Operations - Q2 Comprehensive review of Winter Maintenance Program and development of a Winter Operations Plan Public Works Manager of Public Works - Q3 Update Engineering Design Criteria to current industry standards & practices Engineering Manager of Engineering - Q3 Revise Subdivisionand Site Plan Guidelines for improved communication with the development community Engineering Manager of Engineering - Q4 Asset Management Projects Inventory all Regulatory Signs Inventory all Streetlights and Traffic Signals Engineering Manager of Public Works/ Engineering - Q3/Q4 Asset Management Plan Updates Pavement Management Strategy Bridge & Culvert Management Strategy Develop project prioritization methodology Engineering Manager of Engineering - Q1 – Q4 Water and Wastewater Rate review for implementation in 2017 to 2021 Utility Operations Manager of Utility Operations - Q2/Q3 12 2016 Business Objectives – Continued Item Division Owner Budget Value Target Date Drive-by Water Meter Conversion Program Utility Operations Manager of Utility Operations - Q1/Q2 Traffic Calming Policy Engineering Manager of Engineering - Q2 Municipal Drain and Stormwater Management Study Engineering Manager of Engineering - Q3/Q4 Accessibility for the Built Environment Upgrades Program Engineering Manager of Engineering $45,000 Q2/Q3 Corridor Management Initiatives Engineering Manager of Engineering $40,000 Q4 North Street Sidewalk – Phase C (Oxford County Rd 20)Engineering Manager of Engineering $65,000 Q3/Q4 13 2016 Business Objectives – Continued Item Division Owner Budget Value Target Date Trottier Subdivision Phase 1 Reconstruction – Stage 4 Engineering Manager of Engineering $322,500 Q3/Q4 Riverview Subdivision Reconstruction – Stage 1 Engineering Manager of Engineering $310,000 Q3/Q4 Connecting Link Resurfacing – North St. to Town Limits Engineering Manager of Engineering $435,000 Q3/Q4 MediumDuty Vehicle Replacements Roads Unit # 23 – 2003 Ford F350 Public Works Manager of Public Works $120,000 Q3 Water Unit # 45 – 2004 GMC Van Public Works Manager of Public Works $35,000 Q3 Heavy Duty Vehicle Replacements Roads Unit # 62 – 2004 Peterbuilt Plow Truck Public Works Manager of Public Works $260,000 Q4 Fire Unit # 70 – 1990 Pierce Pumper Truck Public Works Manager of Public Works $435,000 Q4 14 2016 Business Objectives – Continued Item Division Owner Budget Value Target Date Off Road Equipment Replacements Airport Unit # 202 – 1999 Rotary Wing Mower Public Works Manager of Public Works $25,000 Q2 Parks Unit # 204 – 2006 Gravely Mower Public Works Manager of Public Works $15,000 Q2 Roads Unit # 98 – 2004 Flail Mower Public Works Manager of Public Works $11,000 Q2 15 Risks Development of standardized Health and Safety operating policies and procedures is critical to provide clear direction to staff, maintain a safe working environment and comply with the Occupational Health and Safety Act to reduce overall risk. Creating an inventory of Regulatory Signs, Streetlights, and Signalized Intersections will allow for the implementation of the legislatively required Sign Reflectivity Program and development of LED streetlight conversion business case. Development of a Town specific Asset Management Strategies for Pavement and Bridge, Culvert and Retaining Wall Structures will ensure the right maintenance strategy is executed at the right time to minimize lifecycle costs, prolong asset life and maintain desired service levels. Development of a risk based Project Prioritization Methodology across all linear asset categories will allow the appropriate rehabilitation strategy for the highest risk assets as well as the coordination of linear asset replacement. Detailed review of the Water and Wastewater Rates is essential to ensure that appropriate sustainable funding is available for infrastructure renewal for 2017 to 2021 and to ensure that the Town remains a competitive place to live and operate business. 16 Risks Undertaking a Municipal Drain and Stormwater Management Study will help determine our maintenance obligations, potential liabilities and define a comprehensive approach and general direction on stormwater management initiatives within the Town. Early issuance of capital reconstruction tenders is critical to obtain best pricing. Failure to complete capital reconstruction projects will delay other asset needs and increase maintenance costs The overall condition & performance of fleet and equipment assets is very poor resulting in operator safety and service level issues. Continuing along this path will substantially increase annual maintenance costs. Significant long-term investment is required to re-establish condition of fleet and equipment assets. Legislated implementation of Ontario One-Call requires comprehensive review of processes to ensure compliance with the Ontario Underground Infrastructure Notification System Act. Water Distribution, Sewage Collection, and Engineering Services contracts with Oxford County currently running on year-to-year basis. Loss of these contracts would significantly affect several divisions in Operation Services. 17 Opportunities Review of the Winter Maintenance Program and development of a Winter Operations Plan will ensure compliance with the Minimum Maintenance Standards O.Reg. 239/02, provide additional support in claim situations as well as an opportunity to identify potential efficiencies. Modifying Engineering Design Criteria of all municipal infrastructure assets to current industry standards and practices will support operational objectives and ensure compliance with changing legislative requirements. Revision of the Subdivision and Site Plan guidelines will improve communication with the development community by providing a clear outline of the development process and associated expectations and requirements. Implementation of the Drive-by water meter conversion program by Oxford County will decrease overall operating maintenance costs and allow for potential internal efficiencies. Creating and implementing a Traffic Management Policy and Procedure will support the efficient and safe use of the Town’s transportation network. Accessibility Standards for the Built Environment under O.Reg. 191/11 requires new development and reconstruction to include accessible components for sidewalks, curbs, pedestrian signals and on-street parking. 18 Opportunities Identifying and implementing corridor functional improvements to support the intent of the Traffic Management Policy and to promote safe and efficient use of the active transportation network in the Town (i.e. investigate pedestrian crossings, 40 km/hr flashing school crossings, etc.) Past practice with Oxford County has revealed a 50/50 cost sharing arrangement for new sidewalk installations along County roadways. The MTO Highway 19 project from Mt. Elgin to Town limits provides an opportunity for the Town to leverage economies of scale and resurface a portion of the Connecting Link from the Town limits to connect with Phase C of the County’s North Street Reconstruction scheduled for 2016. Continue implementing accurate GIS infrastructure mapping to increase Ontario One-Call locate request efficiency. Detailed review of Rates & Fees Bylaw to ensure the appropriate cost recovery charges are applied for hot water tanks, labour, fleet, etc. 19 Future Departmental Directions: 3 year outlook Rehabilitate/Replace infrastructure identified following a standardized capital project methodology based on asset risk to maximize approved capital budgets. Continue asset condition assessment programs to adjust deterioration curves, predict end of life scenarios, and optimize life cycle maintenance strategies. Investigate and develop business case for LED streetlight conversion. Continue Fleet & Equipment asset management and financing strategy to improve overall condition, operator safety and service levels. Comprehensive review of Roads, Water, Wastewater, and Engineering policies and procedures to improve documentation and information retention. Implement a leak detection program to reduce costs associated with potable water losses through leaks. Pursue Provincial and Federal capital funding programs when available 2017 20 Future Departmental Directions: 3 year outlook Rehabilitate/Replace infrastructure identified following a standardized capital project methodology based on asset risk to maximize approved capital budgets. Continue asset condition assessment programs to adjust deterioration curves, predict end of life scenarios, and optimize life cycle maintenance strategies. Implement LED streetlight conversion program (if viable) Continue Fleet & Equipment asset management and financing strategy to improve overall condition, operator safety and service levels. Implement an inflow and infiltration program to identify areas to reduce flows to Sewage treatment plant. Pursue Provincial and Federal capital funding programs when available 2018 21 Future Departmental Directions: 3 year outlook Rehabilitate/Replace infrastructure identified following a standardized capital project methodology based on asset risk to maximize approved capital budgets. Continue asset condition assessment programs to adjust deterioration curves, predict end of life scenarios, and optimize life cycle maintenance strategies. Continue Fleet & Equipment asset management and financing strategy to improve overall condition, operator safety and service levels. Pursue Provincial and Federal capital funding programs when available 2019 22 Human Resources Allocation/Deployment Plan 2014 2015 2016 Total FTE Requirements 18.25 19 19.25 Change from previous year (.25) .75 .25 2015 2016 2017 Total FTE Requirement 40.87 49.57 49.57 Contract Staff 0 0 0 Change from previous year 0 9.30 0 23 Revenues User Charges Misc Rev3300 (1,400)1,400 Rent Rev3500 (1,161,300)(1,107,878)(1,216,800)(55,500) Total User Charges (1,162,700)(1,107,878)(1,216,800)(54,100) Specified Revenue Devlpmt Charge Rev3805 (31,187) Total Specified Revenue (31,187) Total Revenues (1,162,700)(1,139,065)(1,216,800)(54,100) Expenditures Labour F/T Reg5001 243,800 259,985 216,600 (27,200) F/T OT5002 9,000 23,278 10,000 1,000 Total Labour 252,800 283,263 226,600 (26,200) Purchases Eq Rental Exp5105 1,000 819 1,000 Fuel & Oil5110 167,700 121,878 156,800 (10,900) Supplies5300 26,000 24,005 26,000 Equip S&R5310 238,500 264,951 240,900 2,400 Books&Pub5315 400 300 (100) Building Repairs & Maintenance5320 3,500 5,008 5,000 1,500 Insurance5330 29,600 30,478 30,300 700 Phone, F&M5335 11,000 15,000 18,000 7,000 Misc Exp5400 17,800 17,371 17,100 (700) Trng&Wkshps5415 3,500 5,000 5,000 1,500 Sp Proj Exp5425 4,500 5,121 (4,500) Membership Exp5430 300 100 300 Total Purchases 503,800 489,731 500,700 (3,100) Contracted Services Subcon Exp5505 14,200 9,822 5,500 (8,700) Total Contracted Services 14,200 9,822 5,500 (8,700) Contribution to Reserves Contrib to Dc Res5955 21,025 Total Contribution to Reserves 21,025 Debt Principal & Interest Debt Interest5900 34,300 34,300 43,600 9,300 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Fleet Run Date: 05/11/15 12:03 PM 24 Debt Principal5905 95,600 96,600 140,600 45,000 Total Debt Principal & Interest 129,900 130,900 184,200 54,300 Total Expenditures 900,700 934,741 917,000 16,300 Total Net Levy (262,000)(204,324)(299,800)(37,800) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Fleet Run Date: 05/11/15 12:03 PM 25 Revenues User Charges Misc Rev3300 (19,600)(61,580)(19,600) Rent Rev3500 (28,000)(27,997)(28,000) Total User Charges (47,600)(89,577)(47,600) Other Revenue Interest Rev3600 (150,000)(150,027)(150,000) Total Other Revenue (150,000)(150,027)(150,000) Total Revenues (197,600)(239,604)(197,600) Expenditures Labour F/T Reg5001 37,800 33,467 34,900 (2,900) F/T OT5002 447 500 500 Total Labour 37,800 33,914 35,400 (2,400) Purchases Materials/Inventory5200 6,000 5,987 6,000 Supplies5300 8,700 4,641 8,300 (400) H,L&W5325 4,800 4,815 5,000 200 Total Purchases 19,500 15,443 19,300 (200) Contracted Services Subcon Exp5505 6,000 51,939 6,000 Total Contracted Services 6,000 51,939 6,000 Interfunctional Adjustments Fleet5100 12,800 6,169 6,700 (6,100) Total Interfunctional Adjustments 12,800 6,169 6,700 (6,100) Total Expenditures 76,100 107,465 67,400 (8,700) Total Net Levy (121,500)(132,139)(130,200)(8,700) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Hyd Run Date: 05/11/15 12:04 PM 26 Revenues Total Revenues Expenditures Labour F/T Reg5001 3,000 3,254 (3,000) F/T OT5002 150 P/T Reg5003 500 509 (500) P/T OT5004 113 Total Labour 3,500 4,026 (3,500) Purchases Supplies5300 1,000 (1,000) Misc Exp5400 1,500 (1,500) Total Purchases 2,500 (2,500) Interfunctional Adjustments Fleet5100 1,600 1,600 (1,600) Total Interfunctional Adjustments 1,600 1,600 (1,600) Debt Principal & Interest Debt Interest5900 200 101 (200) Debt Principal5905 600 (600) Total Debt Principal & Interest 800 101 (800) Total Expenditures 8,400 5,727 (8,400) Total Net Levy 8,400 5,727 (8,400) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Conserv Run Date: 05/11/15 12:04 PM 27 Revenues Total Revenues Expenditures Labour F/T Reg5001 220,700 220,700 Total Labour 220,700 220,700 Purchases Supplies5300 1,000 1,000 Equip S&R5310 300 300 Books&Pub5315 500 500 Phone, F&M5335 1,000 1,000 Misc Exp5400 3,000 3,000 Meeting Exp5405 1,000 1,000 Trng&Wkshps5415 4,100 4,100 Membership Exp5430 2,000 2,000 Total Purchases 12,900 12,900 Interfunctional Adjustments OpAd OH5710 (14,500)(14,500) Total Interfunctional Adjustments (14,500)(14,500) Total Expenditures 219,100 219,100 Total Net Levy 219,100 219,100 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Op Admin Run Date: 05/11/15 12:06 PM 28 Revenues Grants Grants&S-Fed3200 (7,300) Total Grants (7,300) User Charges Misc Rev3300 (54,000)(48,699)(38,000)16,000 Cert Rev3420 (1,000)(300)(500)500 Inspections3430 (4,500)(13,567)(4,500) Total User Charges (59,500)(62,566)(43,000)16,500 Total Revenues (59,500)(69,866)(43,000)16,500 Expenditures Labour F/T Reg5001 510,200 488,370 392,200 (118,000) F/T OT5002 11,000 10,978 11,000 P/T Reg5003 37,800 33,813 36,800 (1,000) P/T OT5004 400 200 (200) Total Labour 559,400 533,161 440,200 (119,200) Purchases Supplies5300 3,600 3,386 3,500 (100) Equip S&R5310 3,300 3,016 3,000 (300) Books&Pub5315 1,400 1,474 1,600 200 Phone, F&M5335 4,400 3,117 3,000 (1,400) Misc Exp5400 8,000 7,369 5,000 (3,000) Meeting Exp5405 1,200 791 1,000 (200) Trng&Wkshps5415 13,100 12,735 12,000 (1,100) Membership Exp5430 3,800 3,139 2,000 (1,800) Total Purchases 38,800 35,027 31,100 (7,700) Contracted Services Equip Mtc Contract5510 500 500 Total Contracted Services 500 500 Interfunctional Adjustments Fleet5100 12,400 12,400 13,200 800 OpAd OH5710 (177,200)(177,200)(168,200)9,000 Total Interfunctional Adjustments (164,800)(164,800)(155,000)9,800 Total Expenditures 433,400 403,388 316,800 (116,600) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Engineering Run Date: 05/11/15 12:06 PM 29 Total Net Levy 373,900 333,522 273,800 (100,100) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Engineering Run Date: 05/11/15 12:06 PM 30 Revenues Grants Grants&s-Oth3210 (71,100)(71,100)(72,300)(1,200) Total Grants (71,100)(71,100)(72,300)(1,200) Specified Revenue Devlpmt Charge Rev3805 (74,975) Total Specified Revenue (74,975) Total Revenues (71,100)(146,075)(72,300)(1,200) Expenditures Labour F/T Reg5001 509,900 471,480 517,800 7,900 F/T OT5002 22,900 41,710 27,700 4,800 P/T Reg5003 101,200 97,388 71,700 (29,500) P/T OT5004 1,500 9,405 1,500 Total Labour 635,500 619,983 618,700 (16,800) Purchases Eq Rental Exp5105 2,000 1,409 1,500 (500) Supplies5300 43,600 47,716 45,000 1,400 Equip S&R5310 2,800 2,550 7,000 4,200 Books&Pub5315 500 500 500 Building Repairs & Maintenance5320 4,000 3,985 4,000 H,L&W5325 34,000 34,000 35,800 1,800 Insurance5330 120,500 123,058 125,100 4,600 Phone, F&M5335 5,000 5,042 5,000 Misc Exp5400 3,000 3,278 4,000 1,000 Advert&Promo5410 1,011 1,000 1,000 Trng&Wkshps5415 3,000 10,371 10,000 7,000 Membership Exp5430 1,500 1,500 1,500 Total Purchases 219,900 234,420 240,400 20,500 Contracted Services Consult,Leg,Aud5500 1,500 (1,500) Subcon Exp5505 215,900 190,568 215,900 Total Contracted Services 217,400 190,568 215,900 (1,500) Contribution to Reserves Contrib to Dc Res5955 50,357 Total Contribution to Reserves 50,357 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Roads Run Date: 05/11/15 12:07 PM 31 Interfunctional Adjustments Fleet5100 136,000 136,000 149,800 13,800 CorpAd OH5700 54,500 54,500 56,300 1,800 Total Interfunctional Adjustments 190,500 190,500 206,100 15,600 Debt Principal & Interest Debt Interest5900 153,100 153,100 155,900 2,800 Debt Principal5905 143,100 143,100 157,800 14,700 Total Debt Principal & Interest 296,200 296,200 313,700 17,500 Total Expenditures 1,559,500 1,582,028 1,594,800 35,300 Total Net Levy 1,488,400 1,435,953 1,522,500 34,100 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Roads Run Date: 05/11/15 12:07 PM 32 Revenues Total Revenues Expenditures Labour F/T Reg5001 109,600 77,302 121,000 11,400 F/T OT5002 26,500 35,107 28,000 1,500 P/T Reg5003 39,300 40,084 46,000 6,700 P/T OT5004 8,000 15,032 8,000 Total Labour 183,400 167,525 203,000 19,600 Purchases Eq Rental Exp5105 2,700 1,500 (1,200) Supplies5300 116,000 144,424 120,000 4,000 Ins Claim5331 2,639 Trng&Wkshps5415 1,500 (1,500) Total Purchases 120,200 147,063 121,500 1,300 Contracted Services Subcon Exp5505 3,000 6,325 4,500 1,500 Total Contracted Services 3,000 6,325 4,500 1,500 Interfunctional Adjustments Fleet5100 175,400 175,400 181,600 6,200 Total Interfunctional Adjustments 175,400 175,400 181,600 6,200 Total Expenditures 482,000 496,313 510,600 28,600 Total Net Levy 482,000 496,313 510,600 28,600 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Winter Mtce Run Date: 05/11/15 12:07 PM 33 Revenues Levy, PILS Taxes-Residential3000 (15,000)(15,612)(15,000) Taxes-Multi-Res3005 (2,600)(6,840)(6,500)(3,900) Taxes-Commercial3010 (118,500)(116,945)(117,500)1,000 Taxes-Commercial Vancant Land3014 (480)(500)(500) Taxes-Supplementaries3070 170 Taxes-W/O's3085 (2,200)1,500 3,700 Taxes-PIL's3090 (1,200)(1,200) Total Levy, PILS (139,500)(139,707)(139,200)300 Specified Revenue Devlpmt Charge Rev3805 (36) Total Specified Revenue (36) Total Revenues (139,500)(139,743)(139,200)300 Expenditures Labour F/T Reg5001 26,800 23,750 26,000 (800) F/T OT5002 500 2,868 1,500 1,000 P/T Reg5003 5,600 4,024 4,000 (1,600) Total Labour 32,900 30,642 31,500 (1,400) Purchases Supplies5300 3,000 1,000 2,000 (1,000) Misc Exp5400 10,000 Total Purchases 3,000 11,000 2,000 (1,000) Contracted Services Subcon Exp5505 27,000 27,594 25,000 (2,000) Total Contracted Services 27,000 27,594 25,000 (2,000) Contribution to Reserves Contrib to Dc Res5955 23 Total Contribution to Reserves 23 Interfunctional Adjustments Fleet5100 28,500 28,500 29,500 1,000 Total Interfunctional Adjustments 28,500 28,500 29,500 1,000 Debt Principal & Interest Debt Interest5900 8,300 8,300 8,000 (300) Debt Principal5905 6,800 6,800 6,800 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Parking Run Date: 05/11/15 12:08 PM 34 Total Debt Principal & Interest 15,100 15,100 14,800 (300) Total Expenditures 106,500 112,859 102,800 (3,700) Total Net Levy (33,000)(26,884)(36,400)(3,400) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Parking Run Date: 05/11/15 12:08 PM 35 Revenues Total Revenues Expenditures Labour F/T Reg5001 26,500 31,064 26,600 100 F/T OT5002 1,500 1,385 1,500 Total Labour 28,000 32,449 28,100 100 Purchases Materials/Inventory5200 12,000 11,983 12,000 Supplies5300 11,000 10,417 11,000 H,L&W5325 233,200 205,898 233,200 Misc Exp5400 48 Total Purchases 256,200 228,346 256,200 Contracted Services Subcon Exp5505 3,000 3,032 3,000 Total Contracted Services 3,000 3,032 3,000 Interfunctional Adjustments Fleet5100 17,200 19,491 17,800 600 Total Interfunctional Adjustments 17,200 19,491 17,800 600 Total Expenditures 304,400 283,318 305,100 700 Total Net Levy 304,400 283,318 305,100 700 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Streetlights Run Date: 05/11/15 12:09 PM 36 Revenues Grants Grants&s-Oth3210 (5,000)(5,000)(5,000) Total Grants (5,000)(5,000)(5,000) User Charges Misc Rev3300 (777) Landscaping3365 (1,200) Rent Rev3500 (177,100)(178,697)(182,800)(5,700) Merch Rev3505 (237,300)(317,339)(326,900)(89,600) Concession Sales3510 (200)(402)(200) Total User Charges (414,600)(498,415)(509,900)(95,300) Other Revenue Special Rev3700 (2,611)(500)(500) Donation Rev3705 (1,000)1,000 Total Other Revenue (1,000)(2,611)(500)500 Total Revenues (420,600)(506,026)(515,400)(94,800) Expenditures Labour F/T Reg5001 146,900 105,489 149,100 2,200 F/T OT5002 500 1,000 1,000 P/T Reg5003 27,100 33,277 28,000 900 Total Labour 174,000 139,266 178,100 4,100 Purchases Fuel & Oil5110 2,700 4,292 2,600 (100) Materials/Inventory5200 191,200 252,016 257,000 65,800 Supplies5300 3,600 3,452 3,600 Equip S&R5310 2,100 3,688 3,500 1,400 Books&Pub5315 100 100 Building Repairs & Maintenance5320 2,000 3,714 6,200 4,200 H,L&W5325 14,500 13,289 15,200 700 Insurance5330 6,300 6,183 6,300 Phone, F&M5335 3,400 3,359 3,400 Misc Exp5400 9,300 8,996 9,500 200 Meeting Exp5405 3,200 1,836 1,600 (1,600) Advert&Promo5410 1,000 639 1,000 Trng&Wkshps5415 1,000 1,721 1,000 Sp Event Exp5420 1,500 1,090 1,500 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Airport Run Date: 05/11/15 12:09 PM 37 Sp Proj Exp5425 8,000 6,273 11,500 3,500 Membership Exp5430 1,400 1,297 1,600 200 Total Purchases 251,300 311,845 325,600 74,300 Contracted Services Consult,Leg,Aud5500 11,000 11,000 8,000 (3,000) Subcon Exp5505 26,000 30,184 30,000 4,000 Total Contracted Services 37,000 41,184 38,000 1,000 Contribution to Reserves Contrib to Res5950 6,000 7,500 6,000 Total Contribution to Reserves 6,000 7,500 6,000 Interfunctional Adjustments Fleet5100 3,100 3,100 3,200 100 Total Interfunctional Adjustments 3,100 3,100 3,200 100 Debt Principal & Interest Debt Interest5900 8,500 8,499 7,200 (1,300) Debt Principal5905 33,000 33,000 33,000 Total Debt Principal & Interest 41,500 41,499 40,200 (1,300) Total Expenditures 512,900 544,394 591,100 78,200 Total Net Levy 92,300 38,368 75,700 (16,600) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Airport Run Date: 05/11/15 12:09 PM 38 Revenues Specified Revenue Devlpmt Charge Rev3805 (3,301) Total Specified Revenue (3,301) Total Revenues (3,301) Expenditures Labour F/T Reg5001 41,600 35,985 47,000 5,400 F/T OT5002 1,000 500 1,000 P/T Reg5003 10,800 3,656 3,600 (7,200) Total Labour 53,400 40,141 51,600 (1,800) Purchases Supplies5300 5,000 3,633 4,000 (1,000) Total Purchases 5,000 3,633 4,000 (1,000) Contracted Services Subcon Exp5505 46,000 43,000 48,000 2,000 Total Contracted Services 46,000 43,000 48,000 2,000 Contribution to Reserves Contrib to Dc Res5955 2,221 Total Contribution to Reserves 2,221 Interfunctional Adjustments Fleet5100 21,600 21,600 22,300 700 Total Interfunctional Adjustments 21,600 21,600 22,300 700 Debt Principal & Interest Debt Interest5900 2,500 2,500 (2,500) Debt Principal5905 8,100 8,100 (8,100) Total Debt Principal & Interest 10,600 10,600 (10,600) Total Expenditures 136,600 121,195 125,900 (10,700) Total Net Levy 136,600 117,894 125,900 (10,700) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Storm Sewers Run Date: 05/11/15 12:10 PM 39 Revenues Grants Grants&s-Oth3210 (143,500)(138,098)(120,400)23,100 Total Grants (143,500)(138,098)(120,400)23,100 User Charges Misc Rev3300 (21,000)(9,036)(10,000)11,000 Merch Rev3505 (116,700)(102,525)(104,800)11,900 Total User Charges (137,700)(111,561)(114,800)22,900 Total Revenues (281,200)(249,659)(235,200)46,000 Expenditures Labour F/T Reg5001 73,300 59,712 75,800 2,500 F/T OT5002 1,200 41 (1,200) P/T Reg5003 26,900 22,841 4,600 (22,300) P/T OT5004 100 (100) Total Labour 101,500 82,594 80,400 (21,100) Purchases Eq Rental Exp5105 1,300 800 500 (800) Materials/Inventory5200 95,800 91,125 95,800 Supplies5300 500 426 400 (100) H,L&W5325 1,200 1,200 1,300 100 Phone, F&M5335 153 200 200 Total Purchases 98,800 93,704 98,200 (600) Contracted Services Subcon Exp5505 94,300 99,860 98,500 4,200 Total Contracted Services 94,300 99,860 98,500 4,200 Interfunctional Adjustments Fleet5100 84,200 84,200 78,100 (6,100) CorpAd OH5700 25,500 25,500 24,800 (700) OpAd OH5710 6,800 6,800 7,200 400 Total Interfunctional Adjustments 116,500 116,500 110,100 (6,400) Total Expenditures 411,100 392,658 387,200 (23,900) Total Net Levy 129,900 142,999 152,000 22,100 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Solid Waste & Recycling Run Date: 05/11/15 12:10 PM 40 STAFF REPORT OPERATIONS SERVICES Report Title: Operations Services 2016 Draft Budget Supporting Documentation Report No.: OPS 15-37 Author: Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type: BUDGET MEETING Council Date: NOVEMBER 16, 2015 Attachments: 1. OPS 15-01 WHITE PAPER ON THE TOWN’S ASSET MANAGEMENT PLAN 2. OPS 15-02 WHITE PAPER ON THE TOWN’S FLEET & EQUIPMENT 3. OPS 15-33 FLEET REPLACEMENT STRATEGY RECOMMENDATION: THAT Council receive Report OPS 15-37 Operations Services 2016 Draft Budget Supporting Documentation as information. SUMMARY During the 2015 budget deliberations Operations Services provided a white paper on the Town’s Asset Management Plan that not only outlined the purpose and Provincial requirement of asset management plans, but also the average annual capital requirement for sustainability identified as Table 1 in the attached OPS 15-01 report. The approved 2015 budget invested $1.02 Million or about 31% of the annual capital requirement in roads and storm sewer projects. The 2016 draft budget seeks to increase the capital investment for roads and storm sewers to approximately $1.13 Million or about 35% of the annual requirement through the combined use of reserves, gas tax, debt and taxation. A white paper regarding the Town’s Fleet & Equipment was also provided during the 2015 budget deliberations which identified the average annual capital requirement for sustainability of approximately $930,000 as outlined in Figure 4 of the attached OPS 15- 02 report. Council recognized the poor state of the Town’s fleet and approved an investment of $1.44 Million in the 2015 budget. The 2016 draft budget looks to continue to address the state of the Town’s fleet by investing another $901,000 however the key difference being that replacement needs have been selected based on a standardized approach of the assets overall risk in accordance with the Fleet Replacement Strategy (OPS 15-33 attached). A summary of the fleet risk analysis is provided in Figure 1 below. Page 1 / 2 41 Km Hrs Score Lifecycle O & M Costs Score 70 Pierce Heavy Duty Arrow Pumper Truck 1990 $293,036 20 2010 $435,000 28,178 2,440 2.4 $177,380 3.0 3.0 4.0 Highly Probable 5.0 Severe Extreme 62 Peterbuilt Heavy Duty 330 Underslung Plow Truck 2004 $171,856 10 2014 $260,000 146,892 6,290 2.4 $184,008 5.0 4.0 4.0 Highly Probable 4.0 Major Extreme 23 Ford Medium Duty F350 w/ Service Body 2003 $41,925 10 2013 $120,000 114,870 7,706 2.3 $87,107 5.0 2.0 3.0 Likely 3.0 Moderate High 202 Trackless Attachment 14' Rotary Wing Mower 1999 $15,065 10 2009 $25,000 - - 0.0 $47,124 5.0 5.0 5.0 Highly Probable 3.0 Moderate Extreme 204 Gravely Off Road Equip 320 Mower 2006 $11,404 10 2016 $15,000 - 1,760 4.4 $19,605 5.0 3.0 4.0 Highly Probable 3.0 Moderate High 98 Trackless Attachment Flail Mower 2004 $8,470 10 2014 $11,000 - - 0.0 $0 0.0 2.0 5.0 Highly Probable 3.0 Moderate High 45 GMC Medium Duty Savana Van 2004 $33,376 8 2012 $35,000 139,641 8,333 3.5 $45,855 5.0 2.0 3.0 Highly Probable 3.0 Moderate High TOTAL $901,000 ASSET RISK FIGURE 1 - 2016 FLEET RISK ANALYSIS SUMMARY Type of Service Score Consequence of Failure CONSEQUENCE Reliability Score Mechanical / Body Score Probability of Failure REPLACEMENT Km / Hrs Lifecycle O & M PROBABILITYACQUISITION Vehicle Number Make Type Description Cycle Rep. Year Predicted Rep. Est.Year Cost Page 2 / 2 42 STAFF REPORT OPERATIONS SERVICES Report Title: White Paper on the Town’s Asset Management Plan Report No.: OPS 15-01 Author: Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type: BUDGET MEETING Council Date: JANUARY 22, 2015 Attachments: NONE BACKGROUND While asset management is not a new concept to the Town of Tillsonburg, up until 2014 there has not been a documented asset management plan in place. In 2012 through the Municipal Infrastructure Investment Initiative (MIII) program the Province of Ontario tied future infrastructure funding assistance to a requirement that municipalities must demonstrate that a full range of available financing and revenue generation tools have been explored and applied prior to requesting financial support from the Government. In addition, projects selected for Provincial funding must be compared against other competing projects in order to prove their priority based on their condition and the need for investment. By developing and implementing a comprehensive asset management plan the Town will continue to meet this requirement. The plan will not only assist the Town to qualify for future Provincial funding programs, but will also act as a tool to allocate other funding sources to renewal projects in the most efficient and cost effective manner. There are currently three asset networks included in the asset management plan being Roads (including curbs, sidewalks and guiderails), Bridges & Culverts, and the Stormwater network. The scope of the plan will grow in the coming years to include other assets such as recreation and administration facilities, fleet and equipment, traffic and street lighting infrastructure, parks and park amenities, information technology, and so on to develop a comprehensive asset management plan. The asset management plan is a living document that will require regular updates to ensure that condition assessments are up to date and that the inventory of assets is accurate and complete. Asset data is stored in enterprise wide systems such as the Geographical Information System (GIS), the Towns financial system and in the capital planning software of CityWide. The ability for the Town of Tillsonburg to provide services to the community relies on the existence of a network of assets and is restricted by the condition that those assets are in. Choosing a financially sustainable level of service and maintaining, rehabilitating and replacing 43 assets in order to meet that level of service in the most efficient and effective manner is important for the fiscal health of the community. Adherence to the asset management plan will be instrumental in ensuring the Town is able to meet the financial needs associated with keeping assets in the condition they need to be in now and in the future. The Town of Tillsonburg’s average annual investment requirement for Roads, Bridges & Culverts, and Stormwater networks is approximately $3.24 Million as summarized in Table 1. Annual revenue currently allocated to these assets for capital purposes is about $455,000 resulting in an annual deficit of approximately $2.79 Million. In other words these infrastructure categories are currently funded at 14% of their long-term annual requirement. (Source: The Asset Management Plan for the Town of Tillsonburg, 2013) The 2015 draft budget seeks to increase the capital investment for these infrastructure assets to approximately $1.24 Million or about 38% of the annual requirement through the combined use of reserves, taxation and debt. As part of the 2015 Asset Management Plan update, Council will be provided the opportunity to determine the extent and which funding sources to utilize, as well as a phase in strategy to achieve financial sustainability ensuring infrastructure needs are met now and in the future. Page 2 / 2 44 STAFF REPORT OPERATIONS SERVICES Report Title: White Paper on the Town’s Fleet & Equipment Report No.: OPS 15-02 Author: Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type: BUDGET MEETING Council Date: JANUARY 22, 2015 Attachments: NONE STATE OF LOCAL INFRASTRUCTURE Inventory The fleet and equipment that serves the Town of Tillsonburg spans all departments and consists of a range of light, medium and heavy duty trucks, trailers, generators, and various types of off- road and small equipment. These components have been identified within Table 1 below. Table 1: Fleet & Equipment Inventory Asset Type Asset Component Quantity (ea) Fleet & Equipment Light Duty Trucks 19 Medium Duty Trucks 9 Heavy Duty Trucks 14 Off Road Equipment 67 Trailers 9 Generators 12 Small Equipment 55 Total 185 The information used to compile the above inventory was determined by reviewing and extracting asset information from various incomplete databases, query reports from Worktech, and by conducting in-field data collection. This data forms the basis for analysis and the entire Fleet & Equipment Asset Management Plan. Valuation The replacement cost for fleet and equipment was estimated using current standards, historical tender pricing, and current market replacement values. The estimated replacement value of the 45 fleet and equipment assets, based upon current dollar value (2014) is $10.1 Million. The following table (Table 2) and associated pie-chart (Figure 1) provides a breakdown of the contribution of each of the fleet and equipment assets to the overall system value. Table 2: Fleet & Equipment Replacement Value Asset Type Asset Component Quantity Replacement Value Fleet & Equipment Light Duty Trucks 19 $ 615,000 Medium Duty Trucks 9 $ 582,000 Heavy Duty Trucks 14 $ 5,604,000 Off Road Equipment 65 $ 2,804,000 Trailers 9 $ 125,000 Generators 12 $ 313,000 Small Equipment 57 $ 81,000 TOTAL $ 10,124,000 As can be seen from the pie chart of Figure 1, the Town’s heavy duty trucks by themselves make up about 55% of the fleet and equipment assets based on replacement value. If this total asset value is translated to an average value per household assuming 7,200 dwellings, then the average household would have an investment of approximately $1,400 in fleet and equipment assets. Figure 1: Breakdown of Fleet & Equipment Components by Value Condition vs. Performance Figure 2 below demonstrates that about 30% of the fleet and equipment assets are in fair to very good condition, but that nearly 70% are in poor or very poor condition representing approximately $7.1 Million. Light Duty Trucks 6.1% Medium Duty Trucks 5.7% Heavy Duty Trucks 55.4% Off Road Equipment 27.7% Trailers 1.2% Generators 3.1% Small Equipment 0.8% Page 2 / 11 46 The overall Condition & Performance rating of fleet and equipment assets is Very Poor (7%), meaning that on average, the fleet and equipment assets are 93% into their weighted average estimated service life of 13 years, and have 7% of their service life remaining (i.e. the weighted average estimated age of the fleet and equipment assets is 12 years old). Figure 2: Fleet & Equipment Condition by Replacement Value The Fire and Hydro Departments consists of four (4) heavy duty trucks while the Roads Department consists of six (6) heavy duty trucks. Figure 3 below provides a breakdown of the $3.8 Million in Very Poor heavy duty trucks and indicates that about 75% of the Fire Departments and about 50% of the Hydro Departments heavy duty trucks are in very poor condition while approximately 85% of the Roads Department heavy duty trucks are in very poor condition, all based on replacement value. Figure 3: Very Poor Heavy Duty Trucks by Replacement Value $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 Very Good Good Fair Poor Very Poor Light Duty Trucks Medium Duty Trucks Heavy Duty Trucks Off Road Equipment Trailers Generators Small Equipment $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Fire Hydro Roads 5 units 2 units 3 units Page 3 / 11 47 DESIRED LEVELS OF SERVICE Service Level Indicators and Benchmarks The goal of asset management is to move away from reactive and “worst first” planning to maintenance of assets in a “state of good repair”. This is the most economical way to manage assets and to provide higher levels of service. The path to get there requires a long-term strategy and customer buy-in to assure change. To aid in the evaluation of this change three types of indicators and associated performance measures have been developed. Strategic Level Strategic indicators are the highest and most abstract type of indicators. They are set and reviewed by the highest level of municipal decision makers. Examples would include the percentage of reinvestment compared to the value of the system, or assessing deficit needs versus budget. Tactical Level Tactical indicators result from analyzing different but related operational indicators to obtain an overview of an asset’s condition. A tactical indicator provides managerial-level municipal decision makers with an overview of an asset’s condition, state, or value. Tactical indicators would include the percentage amount for operations and maintenance compared to the value of the system or the overall asset condition. Operational Level An operational indicator is generally raw data collected about an asset by work crews while performing their duties or as part of an asset inventory process. Operational indicators can be expressed as a dollar value per repair or simply by the number of repair requests per year. Fleet & Equipment Goal To maintain, repair, and renew the Town’s fleet and equipment assets with the goal of providing the necessary vehicles and equipment to enable the safe, reliable, and efficient operations of the various Town departments that deliver essential services to the public and residents of the Municipality. Objective • Maintenance, repair, disposal, and acquisition of fleet vehicles and equipment • Comply with Provincial standards and regulations for the Fire Department • Maintain the Town’s Commercial Vehicle Operators Registration (CVOR) certificate and Carrier Safety Rating (CSR) as per the Highway Traffic Act and associated regulations. Page 4 / 11 48 Performance Indicators Decision Level Performance Indicator Measure Current (2014) Desired (2024)* Strategic Level Cost per 7,200 households per day $0.41 /hh $0.58 /hh Percentage of capital reinvestment compared to total fleet & equipment replacement value 4.53% 9.21% Backlog value of fleet & equipment shortfall (accumulated asset network deficit) $6,217,000 $2,000,000 Tactical Level Overall Condition vs. Performance Rating 7% 60% Total Inventory of fleet vehicles and equipment 185 187 Percentage of fleet & equipment replacement value spent on operations and maintenance 6.10% 5.89% Operatio nal Level Number of repair requests received annually 300 250 Percentage of repair requests serviced in 48 hours 67% 80% Average cost per repair serviced in 48 hours $3,084 /ea $2,981 /ea * Does not account for inflation, expressed in 2014 dollars. ASSET MANAGEMENT STRATEGY Objective An asset management strategy is a set of planned actions that will enable the asset to provide the desired levels of service in a sustainable way, while managing risk, at the lowest lifecycle cost. Lifecycle activities of an asset can be viewed in the context of four phases; minor maintenance, major maintenance, rehabilitation, and replacement as detailed in Table 3 below. Table 3: Lifecycle Activities vs. Asset Age Activity Definition Asset Age Minor Maintenance Planned activities such as visual inspections, monitoring, cleaning, testing, etc. 0 - 25% of assets life Major Maintenance Maintenance and repair activities, generally unplanned, however they can be anticipated and would generally be accounted for with the Towns annual operating budget. 25 - 50% of assets life Page 5 / 11 49 Rehabilitation Are generally one-time events that rebuild or replace components of an asset to restore the asset to a required functional condition and extend the assets useful life. Typically involves repairing the asset to deliver its original level of service without resorting to significant upgrading or renewal, using available techniques and standards. 50 - 75% of assets life Replacement Assets will reach the end of their useful life and require replacement. The expected life of an asset is impacted by the natural properties of its materials and can vary greatly depending on a number of environmental factors that impact the degree of deterioration and performance. 75 - 100% of assets life The fleet and equipment asset management strategy will develop a process that can be applied to the lifecycle of an asset that will assist in the development of a 25-year plan to ensure the best overall health and performance of the Towns fleet and equipment. Fleet & Equipment Useful Life The range of values used for typical expected useful life for the fleet and equipment assets are summarized in Table 4 below. It should be recognized that the actual asset life is influenced by many variables such as the extent and type of usage, operation by the operator, manufacturing quality, exposure to local weather conditions, etc, and may be greater than the expected useful life in favourable conditions. Town staff will continue to refine the asset’s expected useful life as more specific data becomes available. Table 4: Fleet & Equipment Useful Life Asset Component Expected Useful Life (years) Light Duty 6 - 8 Medium Duty 8 - 10 Heavy Duty 8 - 15 Off Road Equip. 10 - 15 Trailers 20 - 25 Generators 20 - 25 Small Equip. 3 - 5 Page 6 / 11 50 Lifecycle Activities During a vehicle or equipments lifecycle there are various windows available for work activity that will maintain or extend the life of the asset. These windows of work activity generally coincide with the assets condition. A summary of available lifecycle work activities for the fleet and equipment assets are provided in Table 5 below. Table 5: Fleet & Equipment Lifecycle Activities Minor Maintenance Activity Options • Preventative maintenance service work and inspections • Annual motor vehicle inspections • Annual Commercial Vehicle Inspections (CVIS) and service work to meet legislative requirements Major Maintenance Activity Options • In-house repairs of breakdowns and service requests • Outsource major unplanned repair work Rehabilitation Activity Options • Sandblast and repaint vehicles and equipment • Recap heavy duty truck tires • Upgrade and/or refurbish critical asset components/parts Replacement Activity Options • Relocation to another department, if feasible • Disposal of decommissioned asset through public auction • Replace following procurement methods of Purchasing Policy Asset Hierarchy An asset hierarchy will provide a base for planning maintenance, rehabilitation, and renewal. This structure will allow the Town to focus its resources on assets that have been identified as critical where these assets have a high consequence of failure but not necessarily a high risk of failure. Since not all assets can be maintained at the desired level of service, prioritizing critical assets over lower risk assets ensures that the system is protected against the most severe risks. Figure 6 below identifies the critical fleet and equipment assets. Page 7 / 11 51 Figure 6: Fleet & Equipment Asset Hierarchy Ranking Service Hierarchy Service Level Objective Critical Risk 1 Emergency Fleet & Equipment Provide safe, reliable, and efficient fire fighting vehicles and equipment • Unable to effectively fight fires and perform rescues • Injury or loss of life • Breakdowns • Incorrect use • Damage to other assets as a result of malfunctioning equipment • Loss of equipment 2 Hydro and Road Maintenance Fleet & Equipment Provide safe, dependable, and efficient vehicles and equipment for hydro operations and road maintenance / snow removal • Unable to effectively restore power to residents • Unable to effectively provide winter maintenance of roadways • Injury or loss of life • Breakdowns • Incorrect use • Damage to others as a result of malfunctioning equipment • Loss of equipment 3 Remaining Fleet and Equipment Provide safe, efficient and reliable vehicles and equipment for the overall operation of the Town • Injury or loss of life • Breakdowns • Incorrect use • Damage to other assets as a result of malfunctioning equipment • Loss of equipment FINANCING STRATEGY Replacement Profile The projected capital investment for fleet and equipment is summarized in Figure 4 below. The analysis was run over a 25-year period to ensure that all assets went through at least one cycle of replacement in order to provide a sustainable projection. The capital investment required in any given year ranges from $500,000 to $1.25 Million over the 25-year planning horizon. Based on 2014 replacement values, the average annual capital investment required is $930,000 compared to the historical 5-year average annual capital investment of $345,000 resulting in a funding gap of approximately $585,000. Page 8 / 11 52 Figure 4: Fleet & Equipment 25-Year Replacement Profile Investment Profile The historical operations and maintenance expenditures have increased by approximately 8% over the past 5 years as illustrated in Figure 5 below. However in recent years this relatively linear upwards trend has begun to accelerate due to a significant increase in the number of breakdown repairs, overtime, and the cost of obsolete replacement parts. Figure 5: Fleet & Equipment Operations and Maintenance Expenditures $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 Light Duty Medium Duty Heavy Duty Off Road Equipment Trailers Generators Small Equipment Annual Requirement Current Funding Level $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 2009 2010 2011 2012 2013 2014 2015 2016 Year Actuals Projection Budget Page 9 / 11 53 The investment profile considers lifecycle costs comprised of the required capital investments for replacement of the Town’s existing fleet and equipment and the operations and maintenance estimates included in annual operating budgets. It should be noted that the straight-line deprecation of the historical acquisition cost of fleet and equipment is approximately $620,000 per year. This does not account for the increase in capital investment required for future replacement. Table 7: Fleet & Equipment Investment Profile Investment Measure Description Investment per year % of Current Replacement Value Capital Investment Requirement Average annual capital replacement over 25 years $930,000 9.21% Current Average Annual Investment Level Historical total fleet and equipment capital investment over past 5 years $345,000 3.41% Current Average Annual Operating Budget Historical total operations and maintenance cost over past 5 years $620,000 6.10% Average Annual Lifecycle Investment Requirements Average annual capital and operating costs $1,550,000 15.31% Funding Sustainability The timely and continued replacement of vehicles and equipment strikes an optimum balance when the rising maintenance costs/decreased reliability begins to exceed the depreciating asset value/re-sale value. In order to operate within this optimum balance adequate dedicated funding must be available and sustainable. One strategy of achieving sustainability is to dedicate the annual capital investment requirement from taxation on a year to year basis to fleet and equipment replacement. However, historically this strategy has often gone unfulfilled resulting in the current situation of a very poor aging fleet. Another strategy is to establish a dedicated equipment replacement reserve account to ensure that adequate funds are available to facilitate the optimum future replacement of vehicles and equipment and to eliminate the large year to year capital requirement fluctuations from taxation. Typical equipment replacement reserve account balances range between 10% - 20% of the total overall replacement value depending on the average age and condition of the existing fleet. Establishing a Fleet & Equipment Reserve account equal to $1.55M (approximately 15% of the overall Fleet & Equipment replacement value) for the Town of Tillsonburg can be accomplished in a variety of manners such as: Page 10 / 11 54 1) A one-time dedication of $1.55M 2) Annual dedications of $310,000 for the next five years in addition to the yearly capital investment requirements. 3) Contributing any surplus from Fleet Services operating budget, while also funding the yearly capital investment requirements, until the $1.55M target is achieved. Once the Fleet & Equipment Reserve has been fully establish it will be important to adjust the inter-department fleet and equipment charges to ensure the appropriate cost recovery of all expenses, including sufficient contribution to replenish the reserve account, for sustainable continued future replacements. This will likely be in the form of daily or hourly rental rates for each vehicle and piece of equipment and will include all overhead, fixed and running costs with the exception of fuel. These rental rates can then be used to charge a job code for the time that a vehicle or piece of equipment was utilized in performing a task. Page 11 / 11 55 STAFF REPORT OPERATIONS SERVICES Report Title: Fleet Replacement Strategy Report No.: OPS 15-33 Author: Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type: REGULAR COUNCIL Council Date: SEPTEMBER 28, 2015 Attachments: NONE RECOMMENDATION: THAT Council receive Report OPS 15-33 Fleet Replacement Strategy; AND THAT Council adopts the Fleet Replacement Strategy as the standardized approach to identifying fleet and equipment replacement needs. SUMMARY Timely replacement of fleet assets is important for controlling the total cost of ownership and overall fleet performance (i.e. vehicle suitability, availability, safety, reliability, and efficiency). The economic theory of vehicle replacement, as illustrated in Figure 1 indicates that from an economic perspective the optimal point to replace fleet assets is when the total cost of ownership is at its lowest. As a vehicle ages, its capital cost diminishes and its operating costs increase (i.e. maintenance, repair, and fuel). The combination of these two costs produces a U-shaped total cost curve that reflects the total cost of ownership. Ideally a vehicle or piece of equipment should be replaced when the capital and operating cost curves intersect and the total cost of ownership begins to increase. However, given that the bottom of the total cost curve is relatively flat suggests that there is not a single best time to replace a unit, but rather that a period of time exists as illustrated in Figure 2. Page 1 / 9 56 Figure 1 – Economic Theory of Vehicle Replacement Figure 2 – Economic Reality of Vehicle Replacement Page 2 / 9 57 In order to ensure that the appropriate vehicle or piece of equipment is identified for replacement during the period of time when the total cost of ownership is lowest a quantitative condition scoring system has been established based on industry standards and fleet management best practices. However to ensure alignment with the uniform approach of the Town’s Asset Management Plan for Condition & Performance a combination of the assets Estimated Service Life (ESL) and condition “score” will be used to estimate the Percentage of Remaining Service Life (%RSL) for each individual fleet asset. The %RSL is then used to place assets into one of five rating categories ranging from Very Good to Very Poor as shown in Table 1. Table 1: Rating Categories based on Estimated Service Life and Condition Rating Category % of Remaining Service Life (RSL) Definition Very Good 81% - 100% Fit for the Future - The asset is generally in very good condition, typically new or recently rehabilitated. A few elements show general signs of deterioration that require attention. Good 61% - 80% Adequate for Now - Some asset elements show general signs of deterioration that require attention. A few elements exhibit significant deficiencies. Fair 41% - 60% Requires Attention - The asset shows general signs of deterioration and requires attention with some elements exhibiting significant deficiencies. Poor 21% - 40% At Risk – The asset is in poor condition and mostly below standard, with many elements approaching the end of their service life. A large portion of the asset exhibits significant deterioration. Very Poor < 20% Unfit for Sustained Service - The asset is in unacceptable condition with widespread signs of advanced deterioration. Many components of the asset exhibit signs of imminent failure, which is affecting service or has effectively exceeded its theoretical service life. An asset’s ESL is the period of time that it is expected to be of use and fully functional to the Town. Once an asset reaches the end of its service life, it will be deemed to have deteriorated to a point that necessitates replacement. The ESL for each vehicle and piece of equipment specific to the Town of Tillsonburg, summarized in Table 2, has been developed based on staff’s knowledge and experience, best practices, industry standards, MTO guidelines, and in consideration of the survey results of area municipalities (Appendix ‘A’). Page 3 / 9 58 Table 2 – Standard Vehicle & Equipment Guidelines Fleet Asset Type Tillsonburg (urban) ESL Km /Hrs Cars, Mini Vans, SUV's 8 200,000 1/2 Ton & 3/4 Ton Trucks 8 200,000 1 Ton Trucks 10 250,000 Single Axle Plow Trucks 10 300,000 Tandem Axle Plow Trucks 12 325,000 Street Sweeper 8 10,000 Loader 15 10,000 Grader 20 15,000 Backhoe 12 12,000 Tractors 15 5,000 Sidewalk Machine 10 5,000 Utility Trailers 15 - Wood Chipper 15 2,000 Mowers 10 2,000 The quantitative condition scoring system will provide staff with additional information of fleet assets and is be based on the average of four different factors including mileage (or hours), lifecycle operating and maintenance costs, reliability, and the mechanical/body assessment. A description of each factor and the associated scoring matrix is provided below: Mileage/Hours (5 pts) The odometer or hour meter reading for the respective vehicle or piece of equipment is compared to the standard vehicle and equipment guidelines (Table 2) and assigned a score based on the extent of use as outlined in Table 3. Table 3 – Mileage/Hour Scoring Matrix Km / Hours Score Km/Hrs are less than 20% of vehicle & equipment guideline 1 Km/Hrs are 21-40% of vehicle & equipment guideline 2 Km/Hrs are 41-60% of vehicle & equipment guideline 3 Km/Hrs are 61-80% of vehicle & equipment guideline 4 Km/Hrs are greater than 81% of vehicle & equipment guideline 5 Page 4 / 9 59 Lifecycle Operation and Maintenance Cost (5 pts) The total lifecycle maintenance and repair costs (not including repair from accident damage, lube, oil changes, filters, tire rotations, annual inspections etc.) is expressed as a percentage of the original purchase price for the respective vehicle or piece of equipment. This data is extracted for each vehicle or piece of equipment from the Town’s financial software system with points assigned as outlined in Table 4. Table 4 – Lifecycle O & M Scoring Matrix Lifecycle Operation & Maintenance Cost Score Lifecycle O&M costs are less than 20% of original purchase cost 1 Lifecycle O&M costs are 21-40% of original purchase cost 2 Lifecycle O&M costs are 41-60% of original purchase cost 3 Lifecycle O&M costs are 61-80% of original purchase cost 4 Lifecycle O&M costs are greater than 81% of original purchase cost 5 Reliability (5 pts) Points are assigned depending on the frequency that a vehicle or piece of equipment is in the shop for repair as outlined in Table 5. The more frequent shop visits the higher the score. This data is extracted for each vehicle or piece of equipment from the service requests generated by fleet maintenance software. Table 5 – Reliability Scoring Matrix Reliability Score less than 5 Service Requests per year 1 more than 5 but less than 10 Service Requests per year 2 more than 10 but less than 15 Service Requests per year 3 more than 15 but less than 20 Service Requests per year 4 more than 20 Service Requests per year 5 Page 5 / 9 60 Mechanical / Body Assessment (5 pts) An annual assessment of each vehicle or piece of equipment is performed that takes into consideration body condition, rust, interior condition, accident history, steering and suspension, engine and transmission, hydraulic and electrical systems, brakes, chassis, etc. based on the applicable MTO inspection standards. The mechanical/body score is based on the outcome of the assessment evaluation as outlined in Table 6. Table 6 – Mechanical / Body Assessment Scoring Matrix Mechanical / Body Assessment Score No visual damage or rust, good drivetrain & engine 1 Minor imperfections in body/paint, interior fair (no rips, tears, burns), good drivetrain 2 Noticeable imperfections in body/paint, minor rust, minor damage to body, worn interior (one or more rips, tears, burns), weak or noisy drivetrain or engine 3 Previous accident damage, poor paint and body condition, rust and rusted through areas, bad interior (rips, tears, cracked dash), major damage to body, drivetrain or engine worn or bad 4 Previous accident damage, poor paint and body condition, rust and rusted through areas, bad interior (rips, tears, cracked dash), major damage to body, drivetrain or engine inoperative or unsafe 5 Implementing the process described above to determine the Condition & Performance ratings of fleet assets will likely produce a larger list of needs (i.e. assets in the Poor and Very Poor rating category) than available resources. Therefore project prioritization parameters must be developed to ensure that the right fleet assets come forward in the short-term and long range business plans. An important method of project prioritization is to rank each vehicle or piece of equipment on the basis of how much risk it represents to the Town. Prioritizing critical assets over lower risk assets ensures that the Town’s fleet is protected against the most severe risks. Asset risk is defined by applying the following formula to each of the fleet assets. Asset Risk = Probability of Failure Score x Consequence of Failure Score The probability of failure relates to the current condition state of each asset, whether they are in Very Good, Good, Fair, Poor, or Very Poor condition. The %RSL score is inversely proportional to the probability of failure and serves as a good indicator regarding the future risk of failure of an asset as described in Table 7. Page 6 / 9 61 Table 7 – Probability of Failure Score %RSL Rating Category Probability of Failure Description Probability of Failure Score Very Good Improbable 1 Good Unlikely 2 Fair Possible 3 Poor Likely 4 Very Poor Highly Probable 5 The consequence of failure relates to the magnitude or overall effect that an asset’s failure will cause and can be characterized by the type of service the vehicle or piece of equipment is used for. For example failure of a Fire Services vehicle could have severe consequences, such as loss of life compared to the failure of a vehicle in Building or Engineering Services. Type of Service Points are assigned based on the type of service that the vehicle or piece of equipment is used for as outlined in Table 8. The more severe the type of service performed the higher the score. Table 8 – Type of Service Scoring Matrix Type of Service Consequence of Failure Score Consequence of Failure Description Any standard car, pickup, SUV, van, or equipment 1 Slight Any vehicle or equipment with standard duties with attachments, service vehicle or dump body, with occasional off-road use 2 Minor Any vehicle or equipment with multiple duties, that pulls trailers, hauls heavy loads, special purpose, or continued off-road use 3 Moderate Hydro fleet & equipment, any vehicle or equipment involved in snow removal 4 Major Emergency fleet & equipment 5 Severe With both the probability of failure and consequence of failure documented, the total risk of asset failure can be determined. A graphical representation of the risk scoring matrix is illustrated in Table 9. Total risk can be classified under the following categories: Page 7 / 9 62 • Extreme Risk (>60%): risk well beyond acceptable levels; • High Risk (45-60%): risk beyond acceptable levels; • Medium Risk (30-45%): risk at acceptable levels, monitoring required to ensure risk does not become high; • Low Risk (15-30%): risk at or below acceptable levels. • Minimal Risk (<15%): risk sufficiently below acceptable levels Table 9 – Asset Risk Scoring Matrix Consequence Probability Improbable Unlikely Possible Likely Highly Probable Severe Low Medium High Extreme Extreme Major Low Medium High Extreme Extreme Moderate Minimal Low Medium High High Minor Minimal Low Low Medium Medium Slight Minimal Minimal Minimal Low Low The objective of this fleet replacement strategy is to reduce risk levels that are deemed to be high, as well as to ensure assets are maintained in a way that sustains risk at acceptable levels. Staff recognizes that the general approach will need to be reviewed and refined over the upcoming years and will monitor asset risk scores to ensure in- house knowledge and experience is captured appropriately. CONSULTATION/COMMUNICATION The following documents were consulted during the development of the proposed fleet replacement strategy as well as a survey of seven (7) nearby and/or similar sized municipalities. 1) APWA Vehicle Replacement Guide, 2001 2) Fleet Challenge Ontario, Best Practices Manual, 2008 3) Fleet Replacement Plan for the City of Prince George, 2014 4) City of Boise Fleet Management Strategic Plan, 2008 FINANCIAL IMPACT/FUNDING SOURCE The financial impact of the proposed fleet replacement strategy will be addressed through the annual budgeting process or through the creation and monitoring of a Fleet & Equipment Reserve. Page 8 / 9 63 APPENDIX ‘A’ Fleet Asset Type MTO Guideline (rural) Norfolk County (rural) Oxford County (rural) Haldimand County (rural) Zorra (rural) Woodstock (urban) St. Mary’s (urban) St. Thomas (urban) Tillsonburg (urban) ESL Km / Hrs ESL Km / Hrs ESL Km / Hrs ESL Km / Hrs ESL Km / Hrs ESL Km / Hrs ESL Km / Hrs ESL Km /Hrs ESL Km /Hrs Cars, Mini Vans, SUV's 7-12 200,000 - 350,000 7 200,000 5-7 200,000 10 - 10 - 10 - 8-10 - 8-12 - 8 200,000 1/2 Ton & 3/4 Ton Trucks 7-12 200,000 - 350,000 7 200,000 5-7 200,000 4-10 - 5 - 10 - 7-9 - 8-12 - 8 200,000 1 Ton Trucks 8-12 250,000 - 300,000 8 250,000 10 250,000 - 300,000 12 - 10 - 10 - 8-10 - 8-10 - 10 250,000 Single Axle Plow Trucks 7-12 200,000 - 320,000 10 300,000 10-12 200,000 - 250,000 12 - 10 - 10 - 8-10 - - - 10 300,000 Tandem Axle Plow Trucks 11-15 200,000 - 350,000 12 300,000 10 200,000 - 250,000 12 - 10 - 12 - 8-10 - 12 - 12 325,000 Street Sweeper 10-20 10,000 - 20,000 7 10,000 10-15 10,000 8 - - - 8 - 10-12 - 10 - 8 10,000 Loader 12-20 10,000 - 15,000 18 16,000 12-20 12,000 25 - 15 - 15 - 12-15 - 12-15 - 15 10,000 Grader 15 -20 10,000 - 15,000 20 15,000 20 12,000 - 20,000 20 - 15 - 20 - - - 20 - 20 15,000 Backhoe 12-20 12,000 - 20,000 12 12,000 12-20 10,000 - 12,000 15 - 12 - 12 - 10-12 - 8 - 12 12,000 Tractors 14-20 16,000 - 20,000 10 4,000 12-15 10,000 - 12,000 20 - 15 - 15-20 - - - 8-12 - 15 5,000 Sidewalk Machine - - 10 5,000 - - 10 - - - 8 - 8-10 - 10 - 10 5,000 Utility Trailers 20 - 7 - 20 - 20 - - - 20 - 15 - 12-15 - 15 - Wood Chipper 10-20 - 15 2,000 10-15 10,000 15 - 10 - 10 - 15 - 18 - 15 2,000 Mowers 7-20 1,000 8 - 7-10 1,000 10 - 10 - 8 - As required - - 10 2,000 Page 9 / 9 64 STAFF REPORT OPERATIONS SERVICES Report Title: Fleet Leasing and Used Vehicle Options Report No.: OPS 15-38 Author: Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type: BUDGET MEETING Council Date: NOVEMBER 16, 2015 Attachments: NONE RECOMMENDATION: THAT Council receive Report OPS 15-38 Fleet Leasing and Used Vehicle Options as information; SUMMARY It is a known fact that all mechanical equipment will slowly deteriorate over time into an unacceptable or unusable state. The Town recently adopted the Fleet Replacement Strategy as a standardized approach to identifying fleet replacement needs which utilized best practices in determining an assets expected useful life. An important concept of asset management is total lifecycle cost, which includes not only the original purchase price of an asset, but also the total cost to operate, maintain and dispose of the asset at the end of its useful life. While purchasing new fleet assets will always provide the lowest total lifecycle cost, options such as leasing or purchasing used equipment can be used in certain situations as a tool to help stabilize annual capital requirements. VEHICLE LEASING OPTION In order to evaluate the advantages and disadvantages of leasing one must understand that leasing is not ownership. Leasing is simply paying an owner of an asset for the use of that asset over a period of time and then returning it. The money spent does not create any equity nor is there any tangible asset at the end of the lease term. There are two basic types of leases; Closed End or Open End. A Closed End lease is written for a fixed term, usually three years (to coincide with the vehicle base warranty) at a fixed monthly payment. An Open End lease is a short minimum term (usually one year) that continues on a month to month basis. Open End leases have higher monthly costs and as the vehicle ages the monthly costs decrease. A summary of the advantages and disadvantages in summarized in the chart below. Page 1 / 5 65 Leasing Advantages Disadvantages COSTS Lower monthly costs compared to loan payments. No equity value for those monthly payments. High hidden fees; $400 – $500 acquisition fee due at lease start, $200 - $500 disposition fee due at end of lease. Wear and tear penalties – the vehicle must be returned with only “normal wear and tear”. Scratches, dents, interior damage (two-way radio mountings), seat tears, decal imprints on exterior paint will all have to be repaired or will be charged back to the Town at the end of the lease. INSURANCE Higher insurance costs to Town while the leasing company claims any proceeds should an accident occur. LIFECYCLES New equipment every 2 or 3 years Higher overall lifecycle costs when compared to “full life” of a purchased unit Although there are maintenance cost savings with a lease they should be considered false economy. The basic maintenance needs of a vehicle in years 1 to 3 are typically minimal with only preventative maintenance required (i.e. oil, lube, filters, etc.) regardless if the vehicle is leased or owned these activities would be completed by the Town. The actual costs of leasing would be incurred when the vehicle is returned at the end of the lease. Tire and brake wear will be accounted for and charged back to the Town in the disposition fee. Essentially the Town would be returning vehicles in “like new” condition every 3 years and with the additional acquisition and damage fees every 3 years the cost of leasing quickly add up. The table below compares the total lifecycle cost of leasing and owning a typical pickup truck over a 10 year lifecycle. Page 2 / 5 66 Lifecycle Costs of a Typical Pickup Truck based on a 10 year Useful Life Year Expense Leased Owned 1 Purchase 0 $27,548 (actual 2015 data) 1 Acquisition Fee (first leasing cycle) $500 0 1 Decaling, striping, 2 way radio install $1,000 $1,000 1 Lease Payment ($500 x 36 months) $18,000 0 2 General Repairs 0 $1,000 3 Disposition Fee $500 0 3 Damage and excess wear fee $2,000 - $4,000 0 3 General Repairs 0 $1,500 4 Acquisition Fee (second lease cycle) $500 0 4 Decaling, striping, 2 way radio install $1,000 0 4 Lease Payment ($500 x 36 months) $18,000 0 4 General Repairs 0 $1,500 5 Brakes and Tires 0 $2,000 5 General Repairs 0 $2,000 6 Disposition Fee $500 0 6 Damage and excess wear fee $2,000 - $4,000 0 6 General Repairs 0 $2,000 7 Acquisition Fee (third lease cycle) $500 0 7 Decaling, striping, 2 way radio install $1,000 0 7 Lease Payment ($500 x 36 months) $18,000 0 7 General Repairs 0 $2,500 8 General Repairs 0 $2,500 9 Disposition Fee $500 0 9 Damage and excess wear fee $2,000 - $4,000 0 9 General Repairs 0 $3,000 Lifecycle insurance cost $7,000 $3,000 Estimated Total $71,000 $49,548 Notes: 1) Assumes preventative maintenance repairs are equal between vehicles 2) Assumes fuel costs are equal between vehicles Page 3 / 5 67 USED VEHICLE OPTION Purchasing used vehicles requires careful evaluation and consideration. For example purchasing a 3 year old vehicle provides a sense of savings due to a lower capital cost however consideration must also be given to the loss of any warranty item savings as well as the lower cost of ownership in the first 3 years illustrated below. Purchasing used vehicles in effect transfers fleet costs from capital to operating due to the higher maintenance costs associated with aging vehicles (i.e. years 4 to 12) that increases the overall lifecycle cost of the vehicle to the Town. Lifecycle Costs of a Typical Pickup Truck based on a 10 year Useful Life Year Expense Used (3 yr old) Owned 1 Purchase $20,000 $27,548 (actual 2015 data) 1 Paint job $3,500 0 1 Decaling, striping, 2 way radio install $1,000 $1,000 2 General Repairs $1,500 $1,000 2 Brakes and Tires $2,000 0 3 General Repairs $2,000 $1,500 4 General Repairs $2,500 $1,500 5 Brakes and Tires 0 $2,000 5 General Repairs $2,500 $2,000 6 General Repairs $3,000 $2,000 7 General Repairs $4,000 $2,500 7 Brakes and Tires $2,000 0 8 General Repairs $5,000 $3,000 9 General Repairs $5,500 $4,000 Lifecycle insurance cost $3,000 $3,000 Estimated Total $57,500 $49,548 Notes: 1) Assumes preventative maintenance repairs are equal between vehicles 2) Assumes fuel costs are equal between vehicles The best way to avoid increased lifecycle costs would be to rotate our own used vehicles within our own fleet. Moving vehicles from higher use departments to lower use departments allows the Town to reap the benefits of well-maintained vehicles with known history and predictable future expectations. Purchasing new vehicles for higher use departments provides the benefits of reliable units with overall lower lifecycle costs compared to purchasing used vehicles. Page 4 / 5 68 However there are situations were purchasing used equipment may be a viable option in order to negate the large capital expenditure of equipment that have limited use but are necessary fleet units (i.e. road grader, sewer rodder). Purchasing such used equipment would require staff to find well maintained equipment that is also low enough on its depreciation curve to be relatively affordable, but still early enough into its lifecycle that maintenance costs would still be low. CONSULTATION/COMMUNICATION The following documents and resources were consulted during the development of this report. 1) APWA Vehicle Replacement Guide, 2001 2) Eichenberg Motors, Tillsonburg FINANCIAL IMPACT/FUNDING SOURCE The financial impact of fleet replacements will be addressed through the annual budgeting process and Council directives. Page 5 / 5 69 TOWN OF TILLSONBURG 2016 BUSINESS PLAN TILLSONBURG FIRE AND RESCUE SERVICES AND THE COMMUNITY EMERGENCY MANAGEMENT PROGRAM 70 2016 Business Objectives Item Dept Owner Budget Value Target Date Thermal Imaging Camera Fire Dept. Fire Chief $24,000 Q2 Traffic Signal Priority Control System Phase III Fire Dept. Operations Fire Chief $15,000 (DC)Q3 Fire Comm Infrastructure (New Customer Related)Fire Dept. Deputy Chief $37,500 Q2 MSA SCBA Lease & Buy-out Fire Dept. Fire Chief $22,500 Q2 71 2016 Business Objectives Item Dept Owner Budget Value Target Date Live Fire Training Simulator (Phase 1 of 2)Fire Dept. Fire Chief $14,000 Q4 Strategic Planning Committee Fire Dept. Fire Chief $0 Ongoing Succession Management Plan (Officer Development Training, new Reserve Program hiring, etc.) Fire Dept. Fire Chief $0 Q1 – Q4 72 Risks 1. Lack of Strategic Plan to help fire department determine how to meet the current and future needs and expectations of residents. 2. Pre-incident planning of high hazard and high risk occupancies in Tillsonburg have not been developed. Proficient pre-incident plans will help minimize risk to lives and property. 3. Increased Legislated responsibilities to inspect and monitor occupancies with vulnerable occupants has direct impact on administrative workload. Open inspection files are a significant liability. 4. Officers and firefighters need to continue to be developed to meet current provincial legislation & standards such as Occupational Health & Safety requirements for Supervisors, Building Construction and Fireground Safety Officer. 73 Risks 5. The 1990 Pumper is no longer recognized as an emergency vehicle by Fire Underwriters Survey and no longer contributes to Residential or Commercial insurance ratings. Due to age, the apparatus is at an increased risk of mechanical failure at emergency scenes. 6. Current Thermal Imaging Cameras (TIC) are 15+ years old and beginning to fail. Product is no longer supported by manufacture and parts are no longer available. Cameras are vital part of alarm investigation, checking for hidden fire and victim search and rescue at fire incidents. 7. Existing fire hall building does not meet current Building Code, health & safety standards, accessibility standards and the ergonomic needs of the employees who work in it and the general public. 74 Opportunities 1. Continue the Strategic Planning process designed to ensure the fire service meets the current and forecasted needs of the municipality. 2. Continue the Succession Management plan for firefighters, including Officer Development, training program for prospective officers and firefighter development. Ensure hiring program recognizes future leaders. 3. Continue evolving Emergency Operations Centre procedures to an Incident Management System based Emergency Response Plan. 75 Opportunities 4. Continue to promote a Culture of Safety within the fire department through a high commitment to the Occupational Health & Safety Act, including roles and responsibilities, and industry best practices. Develop and implement fire service specific near miss program to help focus training and resource efforts. 5. Conduct proactive Fire & Life Safety inspections in addition to current practice of only conducting inspections upon complaint or request. 6. Continue to market Fire Communications to develop into a more viable division. Develop partnership prospects and non-core business opportunities. 76 Future Departmental Directions: 3 year outlook 2017 1. Continue Strategic Planning process for Fire Department. 2. Convert analog radio system to narrow band digital system to meet Industry Canada standards (2002). 3. Acquire specialty firefighting equipment including hydrant assist valve and ground monitor. 4. Emergency Operations Centre enhancements, including telecommunications equipment and interoperability equipment. 5. Replacement of bunker gear washer and extractor, to minimize firefighter exposure to contamination. 6. Reserve contribution for replacement of SCBA in 2020. 77 Future Departmental Directions: 3 year outlook 2018 1. Implementation of Strategic Planning initiatives. 2. Conduct needs analysis for aerial device replacement and reserve contribution for 2020 replacement of Ladder 4 (1998 purchase). 3. Reserve contribution for SCBA replacement in 2020. 4. Expansion of training facilities & equipment such as forcible entry prop and additional live fire training equipment. 5. Equipment & training for confined space and dangerous goods responses. Required to deliver established service level. (Phase 1 of 2) 78 Future Departmental Directions: 3 year outlook 2019 1. Reserve contribution for SCBA replacement in 2020. 2. Reserve contribution for Ladder 4 replacement in 2020. 3. Equipment & training for confined space and dangerous goods responses. Required to deliver established service level. (Phase 2 of 2) 4. Hose & equipment storage racking in fire station. 5. Medical equipment replacement / upgrade. 79 Human Resources Allocation/Deployment Plan 2014 2015 2016 Total FTE Requirements 18.25 19 19.25 Change from previous year (.25) .75 .25 2015 2016 2017 Total FTE Requirements-Full time 7.75 7 7 Total FTE Requirements-Part time 3.0 3.0 3.0 Contract Staff 0 0 0 Change from previous year 0 -0.75 0 80 Revenues User Charges Misc Rev3300 (23,800)(25,078)(28,500)(4,700) Programs3360 (218,600)(225,006)(253,900)(35,300) Inspections3430 (1,200)(2,379)(3,000)(1,800) Total User Charges (243,600)(252,463)(285,400)(41,800) Specified Revenue Devlpmt Charge Rev3805 (18,498) Total Specified Revenue (18,498) Total Revenues (243,600)(270,961)(285,400)(41,800) Expenditures Labour F/T Reg5001 554,300 494,369 521,800 (32,500) F/T OT5002 2,021 P/T Reg5003 401,900 382,758 436,800 34,900 Total Labour 956,200 879,148 958,600 2,400 Purchases Eq Rental Exp5105 800 795 1,000 200 Fuel & Oil5110 600 582 500 (100) Materials/Inventory5200 1,000 1,000 Supplies5300 16,200 14,498 17,100 900 Program Supplies5305 2,100 1,876 2,900 800 Equip S&R5310 26,600 28,560 29,700 3,100 Books&Pub5315 2,300 1,624 2,300 Building Repairs & Maintenance5320 10,000 5,496 6,000 (4,000) H,L&W5325 20,000 20,177 21,000 1,000 Insurance5330 15,700 15,286 15,500 (200) Phone, F&M5335 22,800 22,772 25,000 2,200 Misc Exp5400 7,000 11,471 4,800 (2,200) Meeting Exp5405 1,600 838 1,200 (400) Advert&Promo5410 2,501 2,300 2,300 Trng&Wkshps5415 32,500 22,586 33,900 1,400 Sp Event Exp5420 22,900 19,454 27,400 4,500 Sp Proj Exp5425 39,100 90,171 43,200 4,100 Membership Exp5430 1,900 400 2,000 100 Total Purchases 222,100 259,087 236,800 14,700 Contracted Services 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Fire Run Date: 05/11/15 3:57 PM 81 Subcon Exp5505 20,000 18,888 20,500 500 Equip Mtc Contract5510 40,000 39,665 38,000 (2,000) Total Contracted Services 60,000 58,553 58,500 (1,500) Contribution to Reserves Contrib to Dc Res5955 12,421 Total Contribution to Reserves 12,421 Interfunctional Adjustments Fleet5100 215,500 213,700 224,100 8,600 CorpAd OH5700 (81,600)(81,600)(82,400)(800) Total Interfunctional Adjustments 133,900 132,100 141,700 7,800 Total Expenditures 1,372,200 1,341,309 1,395,600 23,400 Total Net Levy 1,128,600 1,070,348 1,110,200 (18,400) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Fire Run Date: 05/11/15 3:57 PM 82 Revenues Grants Grants&S-Prov3205 (130,000)(129,120)(37,800)92,200 Total Grants (130,000)(129,120)(37,800)92,200 User Charges Misc Rev3300 (18,000)(17,949)(18,000) Rent Rev3500 (277,700)(277,684)(305,500)(27,800) Total User Charges (295,700)(295,633)(323,500)(27,800) Other Revenue Donation Rev3705 (945) Total Other Revenue (945) Specified Revenue Devlpmt Charge Rev3805 (5) Total Specified Revenue (5) Total Revenues (425,700)(425,703)(361,300)64,400 Expenditures Labour F/T Reg5001 88,200 89,154 97,400 9,200 Total Labour 88,200 89,154 97,400 9,200 Purchases Eq Rental Exp5105 374 Supplies5300 1,000 964 1,000 Equip S&R5310 5,200 4,794 5,000 (200) Building Repairs & Maintenance5320 6,000 5,971 6,000 H,L&W5325 36,300 36,328 38,100 1,800 Insurance5330 1,500 1,717 1,700 200 Phone, F&M5335 2,000 1,948 2,000 Misc Exp5400 1,600 8 11,100 9,500 Meeting Exp5405 800 1,091 800 Trng&Wkshps5415 5,000 4,126 5,500 500 Sp Proj Exp5425 5,000 5,265 5,000 Membership Exp5430 1,100 1,122 1,200 100 Total Purchases 65,500 63,708 77,400 11,900 Contracted Services Subcon Exp5505 3,173,200 3,049,255 3,012,700 (160,500) Total Contracted Services 3,173,200 3,049,255 3,012,700 (160,500) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Police Run Date: 05/11/15 3:58 PM 83 Contribution to Reserves Contrib to Res5950 123,738 Contrib to Dc Res5955 3 Total Contribution to Reserves 123,741 Total Expenditures 3,326,900 3,325,858 3,187,500 (139,400) Total Net Levy 2,901,200 2,900,155 2,826,200 (75,000) 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Police Run Date: 05/11/15 3:58 PM 84 TOWN OF TILLSONBURG 2016 BUSINESS PLAN BUILDING/PLANNING/BY-LAW SERVICES 85 2016 Business Objectives Item Dept Owner Budget Value Target Date Departmental Communications Building/Plannin g/By-Law CBO $0 Q2 By-law Review - Ongoing By-Law By-Law $0 Q4 Façade Improvement Program Building CBO/Development Tech. $15,000 Q4 Central Area Design Study Review and Recommendations Planning CBO $0 Q2 Building/Planning Fee Study Building/ Planning CBO $6,000 Q2 Zoning By-Law Review Planning CBO $0 Q3 Departmental Records Management Bldg/Plng/Bylaw CBO/D.Tech. $0 Q3 Uphold Efficient Application/Inspection Turnaround Times Bldg/Plng/Bylaw CBO/D.Tech. $0 Ongoing 86 Risks •Ongoing complex development/construction projects require significant amount of staff time which may result in longer turn around times for other projects. •Continuing changes to the Ontario Building Code requires ongoing staff training. •Ontario Building Code Changes causes frustration for contractors, developers and owners and requires additional staff time to educate. •Managing unanticipated projects. 87 Opportunities •Improvement of departmental communications to community and development industry creates positive outcomes and transparency •By-Law review provides updates and clarification that are relevant to current public needs •Ongoing code training reduces liability and provides efficiencies •Review of Central Area Design Study will provide a framework for future opportunity and development of the downtown BIA area 88 Future Departmental Directions: 3 year outlook 2017 •Completion of the Façade Improvement Program •Central Area Design Study Review & Reccomendations •Animal Control Contractor RFP •Open Data Review & Records Management 89 Future Departmental Directions: 3 year outlook 2018 •Central Area Design Study – Phase 2 Grant Project •Departmental IT Review •Crossing Guard Program Review •Open Data Review 90 Future Departmental Directions: 3 year outlook 2019 •Central Area Design Study •By-Law Review 91 Human Resources Allocation/Deployment Plan 2014 2015 2016 Total FTE Requirements-Full time 5 5 5 Total FTE Requirements-Part time 1.65 1.65 1.65 Contract Staff 0 0 0 Change from previous year 0 0 0 92 Revenues User Charges Misc Rev3300 (11,000)(13,728)(12,000)(1,000) Permit Fees3400 (230,000)(196,506)(210,000)20,000 Cert Rev3420 (5,600)(4,860)(5,500)100 Total User Charges (246,600)(215,094)(227,500)19,100 Contribution from Reserves Contr from Res3900 (38,900)(38,900)(38,900) Total Contribution from Reserves (38,900)(38,900)(38,900) Total Revenues (285,500)(253,994)(266,400)19,100 Expenditures Labour F/T Reg5001 269,600 234,212 279,400 9,800 F/T OT5002 5,100 P/T Reg5003 9,000 8,078 9,500 500 Total Labour 278,600 247,390 288,900 10,300 Purchases Supplies5300 3,500 3,467 3,600 100 Equip S&R5310 2,200 1,894 2,000 (200) Books&Pub5315 1,800 1,718 1,900 100 Insurance5330 9,500 9,535 9,700 200 Phone, F&M5335 2,000 661 1,000 (1,000) Misc Exp5400 4,300 4,257 6,000 1,700 Meeting Exp5405 400 378 400 Advert&Promo5410 4,500 4,491 4,500 Trng&Wkshps5415 6,000 5,984 6,300 300 Sp Event Exp5420 1,000 1,026 1,000 Sp Proj Exp5425 6,000 6,000 Membership Exp5430 1,800 1,739 1,900 100 Total Purchases 37,000 35,150 44,300 7,300 Contracted Services Consult,Leg,Aud5500 1,269 Subcon Exp5505 6,300 5,708 6,500 200 Total Contracted Services 6,300 6,977 6,500 200 Interfunctional Adjustments Fleet5100 14,300 14,300 14,800 500 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Building Run Date: 05/11/15 11:43 AM 93 CorpAd OH5700 9,200 9,176 9,800 600 Total Interfunctional Adjustments 23,500 23,476 24,600 1,100 Total Expenditures 345,400 312,993 364,300 18,900 Total Net Levy 59,900 58,999 97,900 38,000 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Building Run Date: 05/11/15 11:43 AM 94 Revenues User Charges Misc Rev3300 (22,000)(20,018)(26,000)(4,000) Licence Fees3410 (54,400)(53,289)(56,400)(2,000) Total User Charges (76,400)(73,307)(82,400)(6,000) Total Revenues (76,400)(73,307)(82,400)(6,000) Expenditures Labour F/T Reg5001 144,500 144,498 149,000 4,500 F/T OT5002 2,773 P/T Reg5003 70,900 68,547 72,000 1,100 Total Labour 215,400 215,818 221,000 5,600 Purchases Supplies5300 5,600 5,684 6,400 800 Phone, F&M5335 900 475 900 Misc Exp5400 5,500 5,492 6,800 1,300 Advert&Promo5410 500 565 400 (100) Trng&Wkshps5415 3,700 3,660 3,900 200 Membership Exp5430 400 389 400 Total Purchases 16,600 16,265 18,800 2,200 Contracted Services Subcon Exp5505 36,500 34,539 37,000 500 Total Contracted Services 36,500 34,539 37,000 500 Interfunctional Adjustments Fleet5100 7,100 7,100 7,300 200 CorpAd OH5700 12,800 12,800 13,500 700 Total Interfunctional Adjustments 19,900 19,900 20,800 900 Total Expenditures 288,400 286,522 297,600 9,200 Total Net Levy 212,000 213,215 215,200 3,200 2015 Budget 2015 Projection 2016 Budget Budget Variance 2016 Financial Plan Operating Plan - Cost Code Summary Protection Run Date: 05/11/15 11:44 AM 95 1 CAO STAFF REPORT Title: RATES & FEES Report No.: FIN 15-46 Author: Darrell Eddington Meeting Type: COUNCIL BUDGET MEETING Council/Committee Date: November 26, 2015 Attachments: 2016 RATES & FEES RECOMMENDATION THAT Council receive Report FIN 15-46 Rates & Fees; AND THAT a By-Law to establish Rates & Fees for 2016 be brought forward for Council consideration. EXECUTIVE SUMMARY Staff has committed to review the rates and fees on an annual basis so the public is aware of all rates and fees. It also makes sense to review the annual rates and fees to coincide with the annual budget process to ensure approved fee increases are incorporated into the 2016 budget. The proposed changes to all fees can be determined by department in each tab by reviewing the % change column, if any. The Building department is proposing new fees for 2016 and a separate report is attached. Those fees are highlighted in yellow. And the non-controlled Town fees tab is information for the public and Council. Each director will review their changes to their rates and fee or their rational for no change in their rates and fees. 96 STAFF REPORT DEVELOPMENT & COMMUNICATION SERVICES Report Title: 2016 Proposed Rates and Fees Report No.: Information Author: Geno Vanhaelewyn, Chief Building Official Meeting Type: INFORMATION Council Date: Attachments: - INFORMATION EXECUTIVE SUMMARY This report is to provide additional information related to Building, Planning and By-Law Services proposed changes to rates and fees for 2016. Animal Control 1. Animal control subcontractor fees are updated to reflect the current agreement. 2. Increased fee for dog licences purchased before March 31st as follows: Dog Licences – Fixed - increase from $15.00 to $20.00 Dog Licences – Intact - increase from $20.00 to $25.00 The proposed $5.00 increase in revenue for dog licences purchased before March 31st will be reserved specifically for the creation of a community dog park as proposed by Recreation, Culture & Parks. Dog licences have not seen an increase in over 15 years. 3. Increased fee for dog licences purchased after March 31st as follows: Dog Licences – Fixed - increase from $20.00 to $30.00 Dog Licences – Intact - increase from $25.00 to $35.00 1 CAO 97 All licences expire on December 31st and new licences are discounted until March 31st. The proposed increase is to encourage compliance and to reduce staff time to follow-up on expired licences. DOG LICENCE FEE COMPARISONS MUNICIPALITY DOG FIXED EARLY PAYMENT DOG UNALTERED EARLY PAYMENT DOG FIXED DOG UNALTERED TILLSONBURG 20.00 Proposed increase from 15.00 25.00 Proposed increase from 20.00 30.00 Proposed increase from 20.00 35.00 Proposed increase from 25.00 INGERSOLL 15.00 20.00 20.00 25.00 WOODSTOCK 15.00 30.00 20.00 35.00 STRATFORD Seniors Rate 20.00 17.00 50.00 42.50 30.00 25.50 60.00 51.00 NORFOLK 23.00 34.00 28.00 39.00 ST. THOMAS 30.00 55.00 35.00 60.00 CENTRAL ELGIN 30.00 30.00 30.00 30.00 By-Law Enforcement Invoice administration and processing fee increased from $100.00 to $150.00. This fee is charged when invoicing a property owner for clean yard violations. The proposed increase is to recover by-law enforcement and administrative staff costs per occurrence. Signs The proposed increase in fees is to assist in offsetting the cost to administer. Other Introduction of the following three new fees to offer service and/or obtain cost recovery. 1. Register Document on Title $150.00 2. Remove/Release Document from Title $150.00 3. Title Search $50.00 2 CAO 98 Planning & Development Increase minor variance applications as follows: Minor Variance Application – increase from $350.00 to $550.00. Minor Variance Application after the fact - increase from $500.00 to $850.00. The proposed increase is to partially recover costs to review and process these types of applications. The table below lists other municipality’s fees for comparison. MUNICIPALITY MINOR VARIANCE FEE East Zorra Tavistock 325.00 South-West Oxford 350.00 Norwich 350.00 Tillsonburg (current) 350.00 Zorra 400.00 Blandford Blenheim 400.00 Aylmer 400.00 Tillsonburg (proposed) 550.00 Woodstock 600.00 Thames Centre (Dorchester) 750.00 St. Mary’s 800.00 Norfolk 814.00 Brant 930.00 Ingersoll 1,400.00 CONSULTATION/COMMUNICATION Municipal comparable fees researched and provided where applicable. FINANCIAL IMPACT/FUNDING SOURCE Slight increase in revenue for 2016 is predicted. 3 CAO 99 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 R e v e n u e 2016 Budget Impact Notes Ai r p o r t Air p o r t - A i r c r a f t P a r k i n g F e e s - D a i l y 6 . 0 0 6 . 0 0 0. 0 0 % plu s H S T da i l y 10 - 60 60 - Air p o r t - A i r c r a f t P a r k i n g F e e s - M o n t h l y 4 2 . 0 0 4 2 . 0 0 0. 0 0 % plu s H S T mo n t h l y 40 - 1, 6 8 0 1,680 - Air p o r t - B a s e m e n t B o a r d r o o m r e n t a l ( 1 5 ' x 2 9 ' ) h a l f da y 4 5 . 0 0 4 5 . 0 0 0. 0 0 % plu s H S T ha l f d a y 0 - - - - Air p o r t - B a s e m e n t B o a r d r o o m r e n t a l ( 1 5 ' x 2 9 ' ) f u l l da y 8 0 . 0 0 8 0 . 0 0 0. 0 0 % plu s H S T fu l l d a y 0 - - - - Air p o r t - B a s e m e n t o r D i n i n g A r e a R e n t a l p e r h o u r 1 5 . 0 0 1 5 . 0 0 0. 0 0 % plu s H S T ho u r 0 - - - - Air p o r t - D i n i n g A r e a R e n t a l p e r h a l f d a y 4 5 . 0 0 4 5 . 0 0 0. 0 0 % plu s H S T ha l f d a y 0 - - - - Air p o r t - B o a r d r o o m L o n g t e r m r e n t a l ( m o r e t h a n o n e w e e k - co n s e c u t i v e ) I n c l u d e s c o f f e e 2 7 5 . 0 0 2 7 5 . 0 0 0. 0 0 % plu s H S T we e k 0 - - - - Air p o r t - H a n g a r L a n d L e a s e F e e A n n u a l l y p e r S F 0 . 2 9 0 . 2 9 0. 0 0 % pl u s H S T an n u a l l y - - - - Air p o r t - I n f r a s t r u c t u r e f e e < 5 , 0 0 0 S F h a n g a r - 5 0 0 . 0 0 0. 0 0 % pl u s H S T on e t i m e f e e 2 1, 0 0 0 1,000 Air p o r t - I n f r a s t r u c t u r e f e e > 5 , 0 0 0 S F h a n g a r - 1 , 0 0 0 . 0 0 0. 0 0 % pl u s H S T on e t i m e f e e 0 - - - - - - An i m a l C o n t r o l - - - - Bo a r d i n g F e e C a t 1 0 . 0 0 2 0 . 0 0 10 0 . 0 0 % HS T pe r d a y 0 10 . 0 0 - - - As per Animal Control Contract Bo a r d i n g F e e D o g 1 8 . 0 0 2 0 . 0 0 11 . 1 1 % HS T pe r d a y 0 2.0 0 - - - As per Animal Control Contract Ca l l o u t f e e f o r s e r v i c e 6 0 . 0 0 1 0 0 . 0 0 66 . 6 7 % HS T ea c h 0 40 . 0 0 - - - As per Animal Control Contract Do g l i c e n s e - s p a y e d o r n e u t e r e d b e f o r e M a r c h 3 1 1 5 . 0 0 2 0 . 0 0 33 . 3 3 % ex e m p t ea c h 1, 3 0 0 5.0 0 19 , 5 0 0 26,000 6,500 Schedule V Part VI (ETA)- Exempt ($5.00 increase de dicated to dog park development) Do g l i c e n s e - s p a y e d n e u t e r e d a f t e r M a r c h 3 1 2 0 . 0 0 3 0 . 0 0 50 . 0 0 % ex e m p t ea c h 50 0 10 . 0 0 10 , 0 0 0 15,000 5,000 Schedule V Part VI (ETA)- Exempt (recover staff cos t to follow-up outstanding accounts and to administer) Do g l i c e n s e - i n t a c t - b e f o r e M a r c h 3 1 2 0 . 0 0 2 5 . 0 0 25 . 0 0 % ex e m p t ea c h 10 0 5.0 0 2, 0 0 0 2,500 500 Schedule V Part VI (ETA)- Exempt ($5.00 increase de dicated to dog park development) Do g l i c e n s e - i n t a c t - a f t e r M a r c h 3 1 2 5 . 0 0 3 5 . 0 0 40 . 0 0 % ex e m p t ea c h 10 0 10 . 0 0 2, 5 0 0 3,500 1,000 Schedule V Part VI (ETA)- Exempt (recover staff cos t to follow-up outstanding accounts and to administer) Ca t l i c e n s e - s p a y e d o r n e u t e r e d b e f o r e M a r c h 3 1 1 5 . 0 0 1 5 . 0 0 0. 0 0 % ex e m p t ea c h 65 0 - 9, 7 5 0 9,750 - Schedule V Part VI (ETA)- Exempt Ca t l i c e n s e - s p a y e d n e u t e r e d a f t e r M a r c h 3 1 2 0 . 0 0 2 0 . 0 0 0. 0 0 % ex e m p t ea c h 20 0 - 4, 0 0 0 4,000 - Schedule V Part VI (ETA)- Exempt Ca t l i c e n s e - i n t a c t - b e f o r e M a r c h 3 1 2 0 . 0 0 2 0 . 0 0 0. 0 0 % ex e m p t ea c h 50 - 1, 0 0 0 1,000 - Schedule V Part VI (ETA)- Exempt Ca t l i c e n s e - i n t a c t - a f t e r M a r c h 3 1 2 5 . 0 0 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 20 - 50 0 500 - Schedule V Part VI (ETA)- Exempt Ca t / d o g l i c e n s e - r e p l a c e m e n t 5 . 0 0 5 . 0 0 0. 0 0 % ex e m p t ea c h 10 - 50 50 - Schedule V Part VI (ETA)- Exempt Eu t h a n a s i a a n d D i s p o s a l - C a t 4 9 . 0 0 6 0 . 0 0 22 . 4 5 % HS T ea c h 0 11 . 0 0 - - - As per Animal Control Contract Eu t h a n a s i a a n d D i s p o s a l - D o g 9 5 . 0 0 8 0 . 0 0 -1 5 . 7 9 % HS T ea c h 0 (1 5 . 0 0 ) - - - As per Animal Control Contract Liv e T r a p P l a c e m e n t 7 0 . 0 0 1 0 0 . 0 0 42 . 8 6 % HS T ea c h 0 30 . 0 0 - - - As per Animal Control Contract - - - - By - l a w E n f o r c e m e n t - - - - In v o i c e a d m i n p r o c e s s i n g f e e 1 0 0 . 0 0 1 5 0 . 0 0 50 . 0 0 % HS T ea c h 10 50 . 0 0 1, 0 0 0 1,500 500 Increase to cover satff time per occurance Ow n e r d u m p i n g d e b r i s o n o w n l a n d s 5 0 0 . 0 0 5 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Ow n e r f a i l i n g t o t a g g a r b a g e 5 0 0 . 0 0 5 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Re - i s s u a n c e o f P e r m i t / L i c e n s e / D o c u m e n t 5 0 . 0 0 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pa r k i n g - d o u b l e p a r k i n g 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pa r k i n g - f o r l o n g e r p e r i o d t h a n p r o v i d e d 1 5 . 0 0 1 5 . 0 0 0. 0 0 % ex e m p t ea c h 30 0 - 4, 5 0 0 4,500 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - i n l o a d i n g z o n e 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 5 - 15 0 150 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - n e a r f i r e h y d r a n t 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 5 - 15 0 150 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - n o p a r k i n g ( 2 a m - 7 a m ) 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 50 - 1, 5 0 0 1,500 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - O b s t r u c t i n g T r a f f i c 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 2 - 60 60 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - p a r k i n g i n h a n d i c a p p e d p a r k i n g s p a c e w i t h ou t pe r m i t 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 5 - 1, 5 0 0 1,500 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - P a r k i n g / s t a n d i n g i n f i r e r o u t e 6 0 . 0 0 6 0 . 0 0 0. 0 0 % ex e m p t ea c h 25 - 1, 5 0 0 1,500 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - p r o h i b i t e d a r e a 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 60 - 1, 8 0 0 1,800 - Schedule V Part VI (ETA)- Exempt Pa r k i n g - t o o c l o s e t o c o r n e r 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pa r k i n g - t o o c l o s e t o c u r b 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pa r k i n g - W r o n g s i d e o f r o a d 3 0 . 0 0 3 0 . 0 0 0. 0 0 % ex e m p t ea c h 15 - 45 0 450 - Schedule V Part VI (ETA)- Exempt Pe r s o n a s s i s t i n g d u m p i n g d e b r i s o n p r i v a t e l a n d s 5 0 0 . 0 0 5 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pe r s o n d u m p i n g d e b r i s o n p r i v a t e / p u b l i c l a n d s 5 0 0 . 0 0 5 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 4 - 2, 0 0 0 2,000 - Schedule V Part VI (ETA)- Exempt Pe r s o n f a i l t o i m m e d i a t e r e m o v e d e b r i s 5 0 0 . 0 0 5 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 2 - 1, 0 0 0 1,000 - Schedule V Part VI (ETA)- Exempt Fo r t i f i c a t i o n B y - L a w E x e m p t i o n A p p l i c a t i o n - s i n g l e f a m i l y dw e l l i n g o r n o t - f o r - p r o f i t o r g a n i z a t i o n 1 5 0 . 0 0 HS T 0 - New Fee Fo r t i f i c a t i o n B y - L a w E x e m p t i o n A p p l i c a t i o n - M u l t i - Re s i d e n t i a l , C o m m e r c i a l , I n d u s t r i a l 4 0 0 . 0 0 HS T 0 - New Fee - - - - Bu i l d i n g - F e e s - - - - H:\ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 0 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 R e v e n u e 2016 Budget Impact Notes Bu i l d i n g - p h o t o c o p i e s - l a r g e r t h a n l e d g e r 2 . 0 0 2 . 0 0 0. 0 0 % HS T pe r p a g e 0 - - - - Bu i l d i n g C e r t i f i c a t e 5 0 . 0 0 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 75 - 3, 7 5 0 3,750 - Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - a m e n d e x i s t i n g p e r m i t 5 0 . 0 0 5 0 . 0 0 0. 0 0 % ea c h 0 - - - - Pe r m i t R e v i e w F e e - m a j o r a m e n d m e n t t o e x i s t i n g p e r mit 4 0 . 0 0 4 0 . 0 0 0. 0 0 % HS T 0 - - - - per hour - fee to review major changes to existing permit in accordance with By-Law 3198 Pe r m i t f e e s - B u i l d i n g a ) $ 4 5 . 0 0 f i r s t $ 1 , 0 0 0 . 0 0 of e s t i m a t e d v a l u e o f co n s t r u c t i o n p l u s b ) $1 0 . 0 0 p e r e a c h ad d i t i o n a l $ 1 , 0 0 0 . 0 0 o r pa r t t h e r e o f a ) $ 4 5 . 0 0 f i r s t $ 1 , 0 0 0 . 0 0 o f es t i m a t e d v a l u e o f c o n s t r u c t i o n pl u s b ) $ 1 0 . 0 0 p e r e a c h ad d i t i o n a l $ 1 , 0 0 0 . 0 0 o r p a r t th e r e o f 0. 0 0 % ex e m p t ea c h 35 0 Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - c h a n g e o f u s e - n o c o n s t r u c t i o n 4 5 . 0 0 4 5 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - c o n n e c t i o n t o m u n i c i p a l w a t e r o r s e w e r 4 5 . 0 0 4 5 . 0 0 0. 0 0 % ex e m p t ea c h 25 - 1, 1 2 5 1,125 - Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - c o n s t r u c t i o n w i t h o u t p e r m i t d o u b l e i n i t i a l p e r m i t f e e d o u b l e i n i t i a l p e r m i t f e e 0. 0 0 % ex e m p t ea c h 15 Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - d e m o l i t i o n 1 0 0 . 0 0 1 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 10 - 1, 0 0 0 1,000 - Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - P l u m b i n g - o t h e r t h a n r e s i d e n t i a l a ) $ 7 5 . 0 0 f i r s t f i x t u r e b ) $6 . 0 0 p e r f i x t u r e a ) $ 7 5 . 0 0 f i r s t f i x t u r e b ) $ 6 . 0 0 pe r f i x t u r e 0. 0 0 % ex e m p t ea c h 50 Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - P l u m b i n g - r e s i d e n t i a l a ) $ 4 0 . 0 0 f i r s t f i x t u r e b ) $6 . 0 0 p e r f i x t u r e a ) $ 4 0 . 0 0 f i r s t f i x t u r e b ) $ 6 . 0 0 pe r f i x t u r e 0. 0 0 % ex e m p t ea c h 15 0 Schedule V Part VI (ETA)- Exempt Sig n s - - - - Pe r m i t f e e s - s i g n s - p e r m a n e n t a ) $ 5 0 . 0 0 f i r s t $ 1 , 0 0 0 . 0 0 of e s t i m a t e d v a l u e o f co n s t r u c t i o n p l u s b ) $5 . 0 0 p e r e a c h a d d i t i o n a l $1 , 0 0 0 . 0 0 o r p a r t t h e r e o f a ) $ 5 0 . 0 0 f i r s t $ 1 , 0 0 0 . 0 0 o f es t i m a t e d v a l u e o f c o n s t r u c t i o n plu s b ) $ 5 . 0 0 p e r e a c h a d d i t i o n a l $1 , 0 0 0 . 0 0 o r p a r t t h e r e o f 0. 0 0 % ex e m p t ea c h 20 Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - s i g n s - m o b i l e 2 5 . 0 0 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 10 0 - 2, 5 0 0 2,500 - Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - s i g n - c o n s t r u c t i o n / p l a c e m e n t w i t h o u t a p e r m i t d o u b l e i n i t i a l p e r m i t f e e d o u b l e i n i t i a l p e r m i t f e e 0. 0 0 % ex e m p t ea c h 5 Schedule V Part VI (ETA)- Exempt Sig n V a r i a n c e - M i n o r V a r i a n c e - D i r e c t o r A p p r o v a l 1 5 0 . 0 0 1 7 5 . 0 0 16 . 6 7 % ex e m p t ea c h 6 25 . 0 0 90 0 1,050 150 Schedule V Part VI (ETA)- Exempt Sig n V a r i a n c e - M a j o r V a r i a n c e - C o u n c i l A p p r o v a l 2 5 0 . 0 0 2 7 5 . 0 0 10 . 0 0 % ex e m p t ea c h 2 25 . 0 0 50 0 550 50 Schedule V Part VI (ETA)- Exempt Sig n V a r i a n c e - A p p e a l A p p l i c a t i o n 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Sig n R e m o v a l - G e n e r a l 1 0 0 . 0 0 / s i g n 1 0 0 . 0 0 / s i g n 0. 0 0 % HS T 0 Sig n R e m o v a l - M o b i l e S i g n 2 5 0 . 0 0 / e a 2 5 0 . 0 0 / e a 0. 0 0 % HS T 0 Sig n R e m o v a l - P o s t e r s 2 5 . 0 0 / e a + c o s t t o r e p a i r an y d a m a g e t o p u b l i c pr o p e r t y 2 5 . 0 0 / e a + c o s t t o r e p a i r a n y da m a g e t o p u b l i c p r o p e r t y 0. 0 0 % HS T 0 Sig n R e m o v a l - T e m p o r a r y S i g n s 2 5 . 0 0 / e a 2 5 . 0 0 / e a 0. 0 0 % HS T 15 Sig n R e m o v a l - A - F r a m e / S a n d w i c h B o a r d / S i d e w a l k S i g n s 1 0 0 . 0 0 / e a 1 0 0 . 0 0 / e a 0. 0 0 % HS T 0 Sig n R e m o v a l - B a n n e r S i g n 2 5 0 . 0 0 / e a 2 5 0 . 0 0 / e a 0. 0 0 % HS T 0 Pe r m i t f e e s - t e m p o r a r y b u i l d i n g s 2 , 0 0 0 . 0 0 2 , 0 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pe r m i t f e e s - t r a n s f e r o f p e r m i t 5 0 . 0 0 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Bu i l d i n g L i c e n c e s - - - - Ta x i C a b D r i v e r ' s L i c e n c e 2 5 . 0 0 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 30 - 75 0 750 - Schedule V Part VI (ETA)- Exempt Ta x i C a b O w n e r S t a n d 1 2 5 . 0 0 1 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Ta x i C a b r e n e w a l 1 5 . 0 0 1 5 . 0 0 0. 0 0 % ex e m p t ea c h 25 - 37 5 375 - Schedule V Part VI (ETA)- Exempt Ta x i C a b V e h i c l e L i c e n c e 3 5 . 0 0 3 5 . 0 0 0. 0 0 % ex e m p t ea c h 17 - 59 5 595 - Schedule V Part VI (ETA)- Exempt Lim o u s i n e D r i v e r ' s L i c e n c e 2 5 . 0 0 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Lim o u s i n e O w n e r L i c e n c e 1 0 0 . 0 0 1 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Lim o u s i n e r e n e w a l 2 5 . 0 0 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Lim o u s i n e v e h i c l e l i c e n c e 3 5 . 0 0 3 5 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Ke n n e l - n e w 1 0 0 . 0 0 1 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Ke n n e l - r e n e w a l 1 0 0 . 0 0 1 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Cl e r k I s s u e d D o c u m e n t s - L i c e n c e s Refer to Town Business Licence Bylaw for definition s and requirements for Clerk Issued Licences. Bu s i n e s s L i c e n c e Ne w B u s i n e s s 1 2 5 . 0 0 1 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 16 - 2, 0 0 0 2,000 - Schedule V Part VI (ETA)- Exempt Ho m e o c c u p a t i o n B u s i n e s s 1 2 5 . 0 0 1 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 3 - 37 5 375 - Schedule V Part VI (ETA)- Exempt H:\ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 1 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 R e v e n u e 2016 Budget Impact Notes Bu s i n e s s L i c e n c e p e r y e a r - - - - Au c t i o n e e r L i c e n c e 2 0 0 . 0 0 2 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pa w n b r o k e n L i c e n c e - r e n e w a l 1 6 0 . 0 0 1 6 0 . 0 0 0. 0 0 % ex e m p t ea c h 2 - 32 0 320 - Schedule V Part VI (ETA)- Exempt Pa w n b r o k e r L i c e n c e - n e w 2 , 0 0 0 . 0 0 2 , 0 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 0 - - - - Schedule V Part VI (ETA)- Exempt Pa w n b r o k e r S e c u r i t y D e p o s i t - r e f u n d a b l e 2 0 0 . 0 0 2 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 2 - 40 0 400 - Schedule V Part VI (ETA)- Exempt Ve n d i n g / S a l e s p e r s o n L i c e n c e 2 0 0 . 0 0 2 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 5 - 1, 0 0 0 1,000 - Schedule V Part VI (ETA)- Exempt Fo o d V e n d i n g L i c e n c e 2 0 0 . 0 0 2 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 2 - 40 0 400 - Schedule V Part VI (ETA)- Exempt Ev e n t O r g a n i z e r L i c e n c e 2 0 0 . 0 0 2 0 0 . 0 0 0. 0 0 % ex e m p t 2 - 40 0 400 - Does not apply to not for profit organizations - - - - Ot h e r e a c h - - - - Ma r r i a g e L i c e n c e 1 2 5 . 0 0 1 2 5 . 0 0 0. 0 0 % ex e m p t ea c h 10 8 - 13 , 5 0 0 13,500 - Schedule V Part VI (ETA)- Exempt Ma r r i a g e C e r e m o n y - C o u n c i l C h a m b e r s 2 5 0 . 0 0 2 5 0 . 0 0 0. 0 0 % HS T 5 - 1, 2 5 0 1,250 - In Council Chambers during business hours. Ma r r i a g e C e r e m o n y - O t h e r L o c a t i o n 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % HS T 3 - 90 0 900 - within Town limits - outside Town limits subject to mileage. Wi t n e s s i f r e q u i r e d 2 5 . 0 0 2 5 . 0 0 0. 0 0 % HS T 0 - - - - Two witnesses are required for each ceremony. Bu r i a l P e r m i t s 2 0 . 0 0 2 0 . 0 0 0. 0 0 % ex e m p t ea c h 31 7 - 6, 3 4 0 6,340 - Schedule V Part VI (ETA)- Exempt Ph o t o c o p y i n g / P r i n t i n g d o u b l e s i d e d 0 . 3 1 0 . 3 1 0. 0 0 % H S T pe r p a g e - - - - Ph o t o c o p y i n g / P r i n t i n g s i n g l e s i d e d 0 . 2 7 0 . 2 7 0. 0 0 % HS T pe r a f f i d a v i t - - - - Co m i s s i o n e r o f O a t h s S i g n a t u r e s w h e r e C l e r k m u s t pr o d u c e a f f i d a v i t ( m a x . 3 s e e n o t e s ) 2 5 . 0 0 2 5 . 0 0 0. 0 0 % no n e pe r v i s i t 1 - 25 25 - pension applications and bankruptcy forms exempt. A n additional $5 will be charged for more than 3 docum ents requiring signature. Co m m i s s i o n e r o f O a t h s S i g n a t u r e s o r C e r t i f i e d T r u e Co p i e s ( m a x . 5 s e e n o t e s ) 1 5 . 0 0 1 5 . 0 0 0. 0 0 % no n e 72 - 1, 0 8 0 1,080 - maximum 5 copies , there will an additional fee of $2.00 for each additional copy Re g i s t e r D o c u m e n t o n T i t l e - 1 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 10 15 0 . 0 0 - 1,500 1,500 New fee - provide service & cost recovery Re m o v e / R e l e a s e D o c u m e n t f r o m T i t l e - 1 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 5 15 0 . 0 0 - 750 750 New fee - provide service & cost recovery Ti t l e S e a r c h - 5 0 . 0 0 0. 0 0 % ex e m p t ea c h 20 50 . 0 0 - 1,000 1,000 New fee - provide service & cost recovery Pla n n i n g & D e v e l o p m e n t - - - - Ca s h - i n - l i e u o f p a r k l a n d ( c o n s e n t s ) 5 5 0 . 0 0 5 5 0 . 0 0 0. 0 0 % no n e pe r a p p l i c a t i o n 1 - 55 0 550 - Pla n n i n g A p p l i c a t i o n - M i n o r V a r i a n c e 3 5 0 . 0 0 5 5 0 . 0 0 57 . 1 4 % no n e pe r a p p l i c a t i o n 10 20 0 . 0 0 3, 5 0 0 5,500 2,000 Pla n n i n g A p p l i c a t i o n - M i n o r V a r i a n c e - a f t e r t h e f ac t 6 0 0 . 0 0 8 5 0 . 0 0 41 . 6 7 % no n e ea c h 1 25 0 . 0 0 60 0 850 250 Pla n n i n g A p p l i c a t i o n - S i t e P l a n - M i n o r 2 5 0 . 0 0 2 5 0 . 0 0 0. 0 0 % no n e ea c h 2 - 50 0 500 - Pla n n i n g A p p l i c a t i o n - S i t e P l a n - M i n o r - a f t e r c o ns t r u c t i o n 3 5 0 . 0 0 3 5 0 . 0 0 0. 0 0 % no n e ea c h 0 - - - - Pla n n i n g A p p l i c a t i o n - S i t e P l a n - M a j o r 5 0 0 . 0 0 5 0 0 . 0 0 0. 0 0 % no n e ea c h 8 - 4, 0 0 0 4,000 - Pla n n i n g A p p l i c a t i o n - S i t e P l a n - M a j o r - a f t e r c o ns t r u c t i o n 8 5 0 . 0 0 8 5 0 . 0 0 0. 0 0 % no n e ea c h 0 - - - - Pla n n i n g A p p l i c a t i o n - S i t e P l a n - A m e n d m e n t A p p l i c at i o n 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e ea c h 1 - 15 0 150 - Pla n n i n g A p p l i c a t i o n - S i t e P l a n - A m e n d m e n t A p p l i c at i o n af t e r - t h e - f a c t 2 5 0 . 0 0 2 5 0 . 0 0 0. 0 0 % no n e ea c h 0 - - - - Pla n n i n g A p p l i c a t i o n - Z o n e C h a n g e - p r i o r t o u s e 6 5 0 . 0 0 6 5 0 . 0 0 0. 0 0 % no n e ea c h 8 - 5, 2 0 0 5,200 - Pla n n i n g A p p l i c a t i o n - Z o n e C h a n g e - a f t e r u s e h a s oc c u p i e d 1 , 1 5 0 . 0 0 1 , 1 5 0 . 0 0 0. 0 0 % no n e ea c h 0 - - - - Pla n n i n g A p p l i c a t i o n - Z o n i n g - R e m o v a l o f ( H ) 2 0 0 . 0 0 2 0 0 . 0 0 0. 0 0 % no n e ea c h 1 - 20 0 200 - Su b d i v i s i o n C e r t i f i c a t e 4 0 . 0 0 4 0 . 0 0 0. 0 0 % no n e ea c h 5 - 20 0 200 - Zo n i n g C e r t i f i c a t e 4 0 . 0 0 4 0 . 0 0 0. 0 0 % ex e m p t ea c h 75 - 3, 0 0 0 3,000 - Schedule V Part VI (ETA)- Exempt Pla n n i n g - P r e s e r v i c i n g A g r e e m e n t A d m i n i s t r a t i o n f e e 1 , 2 0 0 . 0 0 1 , 2 0 0 . 0 0 0. 0 0 % HS T 1 - 1, 2 0 0 1,200 - En c r o a c h m e n t A g r e e m e n t P e r m i t F e e 1 , 0 0 0 . 0 0 1 , 0 0 0 . 0 0 0. 0 0 % ex e m p t ea c h 4 - 4, 0 0 0 4,000 - Schedule V Part VI (ETA)- Exempt 12 2 , 0 3 5 $ 1 4 1 , 2 3 5 $ 1 9 , 2 0 0 $ H:\ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 2 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s Rate V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Co r p o r a t e Ph o t o c o p y i n g / P r i n t i n g d o u b l e si d e d $0 . 3 1 $0 . 3 1 0. 0 0 % HS T pe r p a g e 25 - 8 8 - Ph o t o c o p y i n g / P r i n t i n g s i n g l e si d e d $0 . 2 7 $0 . 2 7 0. 0 0 % HS T pe r p a g e 25 - 7 7 - In t e r e s t o n o v e r d u e a c c o u n t s 15 % 15 % HS T 9, 0 0 0 * Ta x D e p a r t m e n t Ta x c e r t i f i c a t e $ 4 0 . 0 0 $ 5 0 . 0 0 2 5 . 0 0 % e x e m p t e a c h 4 5 0 1 0 . 0 0 1 8 , 0 0 0 22,500 4,500 Ta x r e g i s t r a t i o n s e r v i c e c o s t s $ 2 , 1 0 0 . 0 0 $ 2 , 1 0 0 . 0 0 0 . 0 0% e x e m p t e a c h 6 - 1 2 , 6 0 0 12,600 - Ta x B i l l r e p r i n t $ 1 0 . 0 0 $ 1 0 . 0 0 0 . 0 0 % e x e m p t e a c h 3 0 - 3 0 0 300 - Ta x r e c e i p t $ 5 . 0 0 $ 1 0 . 0 0 1 0 0 . 0 0 % e x e m p t e a c h 8 5 5 . 0 0 4 2 5 850 425 Wa t e r / S e w e r A d m i n C h a r g e $ 0 . 0 0 $ 4 5 . 0 0 0 . 0 0 % e x e m p t e a c h 4 5.00 - New fee Co r p o r a t e NS F F e e $ 3 5 . 0 0 $ 3 5 . 0 0 0 . 0 0 % e x e m p t e a c h 8 0 - 2 , 8 0 0 2,800 - 34,140 39,065 4,925 H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 3 Pr o g r a m s 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 2 0 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 Revenue 2016 Budget Impact Notes Co m m u n i t y C e n t r e - A q u a t i c s Aq u a f i t - 1 0 p a s s e s $4 7 . 8 6 $4 9 . 0 0 2% HS T 10 p a s s e s 80 1.1 4 3, 8 2 9 3,920 91 Ae r o b i c s - 1 0 p a s s e s $4 7 . 8 6 $4 9 . 0 0 2% HS T 10 p a s s e s Aq u a f i t - 2 0 p a s s e s $7 5 . 9 5 $7 7 . 5 0 2% HS T 20 p a s s e s 18 0 1.5 5 13 , 6 7 1 13,950 279 Ae r o b i c s - 2 0 p a s s e s $7 5 . 9 5 $7 7 . 5 0 2% HS T 20 p a s s e s 1.5 5 Ae r o b i c s - 5 p a s s e s $3 3 . 9 6 $3 4 . 5 0 2% HS T 5 p a s s e s 0 0.5 4 - - - 30 m i n u t e S w i m m i n g L e s s o n $5 1 . 0 0 $5 2 . 0 0 2% Ex e m p t 8 l e s s o n s 1, 5 6 0 1.0 0 79 , 5 6 0 81,120 1,560 Schedule V, 45 m i n u t e S w i m m i n g L e s s o n $5 4 . 0 0 $5 5 . 0 0 2% Ex e m p t 8 l e s s o n s 39 9 1.0 0 21 , 5 4 6 21,945 399 Schedule V, 60 m i n u t e S w i m m i n g L e s s o n $5 7 . 0 0 $5 8 . 0 0 2% Ex e m p t 8 l e s s o n s 31 7 1.0 0 18 , 0 6 9 18,386 317 Schedule V, Br o n z e S t a r $5 8 . 8 0 $6 0 . 0 0 2% HS T co u r s e 40 1.2 0 2, 3 5 2 2,400 48 Br o n z e M e d a l l i o n $7 2 . 9 5 $7 4 . 5 0 2% HS T pe r c o u r s e 20 1.5 5 1, 4 5 9 1,490 31 Br o n z e C r o s s $7 2 . 9 5 $7 4 . 5 0 2% HS T pe r c o u r s e 20 1.5 5 1, 4 5 9 1,490 31 Fir s t A i d $7 2 . 9 5 $7 4 . 5 0 2% HS T pe r c o u r s e 30 1.5 5 2, 1 8 9 2,235 47 Fir s t A i d R e c e r t $5 0 . 7 5 $5 2 . 0 0 2% HS T pe r c o u r s e 25 1.2 5 1, 2 6 9 1,300 31 Na t i o n a l L i f e g u a r d $2 0 2 . 5 0 $2 0 6 . 0 0 2% HS T pe r c o u r s e 20 3.5 0 4, 0 5 0 4,120 70 Na t i o n a l L i f e g u a r d R e c e r t $4 7 . 9 5 $4 9 . 0 0 2% HS T pe r c o u r s e 20 1.0 5 95 9 980 21 As s i s t a n t S w i m m i n g I n s t r u c t o r s S c h o o l $6 2 . 1 0 $6 3 . 5 0 2% HS T pe r c o u r s e 15 1.4 0 93 2 953 21 Ad d i t i o n a l F e e $2 5 . 8 0 $2 6 . 2 5 2% HS T pe r c o u r s e 0 0.4 5 - - - Sw i m f o r L i f e I n s t r u c t o r s S c h o o l $9 8 . 9 5 $1 0 0 . 5 0 2% HS T pe r c o u r s e 15 1.5 5 1, 4 8 4 1,508 23 Li f e s a v i n g I n s t r u c t o r s $9 8 . 9 5 $1 0 0 . 5 0 2% HS T pe r c o u r s e 15 1.5 5 1, 4 8 4 1,508 23 Sw i m / L i f e s a v i n g I n s t r u c t o r s $2 0 2 . 5 0 $2 0 6 . 0 0 2% HS T pe r c o u r s e 0 3.5 0 - - - Se m i P r i v a t e L e s s o n s ( 1 4 + y e a r s ) $1 0 6 . 0 0 $1 0 8 . 0 0 2% HS T 6 c l a s s e s 0 2.0 0 - - - Se m i P r i v a t e L e s s o n s $1 0 6 . 0 0 $1 0 8 . 0 0 2% no n e 6 l e s s o n s 75 2.0 0 7, 9 5 0 8,100 150 Youth Sy n c h r o n i z e d S w i m m i n g T e a m $4 6 8 . 0 0 $4 7 6 . 0 0 2% no n e 9 M o n t h s 14 8.0 0 6, 5 5 2 6,664 112 Youth Fir s t A i d I n s t r u c t o r $9 6 . 9 0 $9 9 . 0 0 2% HS T pe r c o u r s e 0 2.1 0 - - - Na t i o n a l L i f e g u a r d I n s t r u c t o r $1 4 2 . 8 0 $1 4 5 . 0 0 2% HS T pe r c o u r s e 0 2.2 0 - - - Ex a m i n e r S t a n d a r d s / A d v a n c e d I n s t r u c t o r s $3 5 . 7 0 $3 6 . 5 0 2% HS T pe r c o u r s e 0 0.8 0 - - - Pl e a s u r e C r a f t O p e r a t o r L i c e n s e $4 5 . 9 0 $4 7 . 0 0 2% HS T pe r c o u r s e 0 1.1 0 - - - Co m m u n i t y C e n t r e - c l a s s e s , c o u r s e s , a n d c a m p s Ab s O n l y $3 0 . 8 5 $3 1 . 5 0 2% HS T 6 l e s s o n s 1 0.6 5 31 32 1 Ad u l t F r i e n d l y B a d m i n t o n $6 4 . 7 5 $6 6 . 0 0 2% HS T 13 l e s s o n s 24 1, 5 5 4 Ba b y & M e $5 4 . 4 0 8 l e s s o n s 5 Ba b y s i t t i n g C o u r s e $5 0 . 0 0 $5 1 . 0 0 2% Ex e m p t 8h r c o u r s e 82 1.0 0 4, 1 0 0 4,182 82 Schedule V, Bi r t h d a y P a r t i e s $1 6 6 . 2 6 $1 6 9 . 0 0 2% HS T pe r p a r t y 22 2.7 4 3, 6 5 8 3,718 60 Bi r t h d a y P a r t i e s - A d d i t i o n a l C h i l d $1 5 . 3 0 $1 5 . 5 0 1% HS T pe r p e r s o n 4 0.2 0 61 62 1 Br i d e t o B e P e r s o n a l T r a i n i n g - 3 m o . $2 6 0 . 1 0 HS T pe r m e m b e r s h i p 0 Br i d e t o B e P e r s o n a l T r a i n i n g - 5 m o . $4 3 1 . 7 5 HS T pe r m e m b e r s h i p 0 Bu s T r i p - B a s e ( Y o u t h T r i p s ) $4 8 . 2 5 HS T pe r t r i p 13 8 Bu s T r i p - B a s e + C o a c h ( D a y T r i p s ) $8 3 . 2 5 HS T pe r t r i p 15 2 Da n c e 3 0 m i n c l a s s $4 1 . 5 2 $4 2 . 0 0 1% Ex e m p t 6 l e s s o n s 13 3 0.4 8 5, 5 2 2 5,586 64 Schedule V, Da n c e 4 5 m i n c l a s s $5 4 . 4 0 $5 5 . 5 0 2% Ex e m p t 7 l e s s o n s 48 1.1 0 2, 6 1 1 2,664 53 Da n c e 6 0 m i n c l a s s $6 2 . 5 4 $6 3 . 5 0 2% Ex e m p t 6 l e s s o n s 30 0.9 6 1, 8 7 6 1,905 29 Schedule V, Fit n e s s f o r T e e n s $6 6 . 3 0 $6 6 . 3 0 0% HS T 8 l e s s o n s 15 - 99 5 995 - Ka r a t e - K i d s K a r a t e $5 5 . 0 0 $5 6 . 0 0 2% Ex e m p t 12 l e s s o n s 42 1.0 0 2, 3 1 0 2,352 42 Schedule V, Ka r a t e - T i n y T i g e r s $4 4 . 0 0 $4 5 . 0 0 2% Ex e m p t 12 l e s s o n s 63 1.0 0 2, 7 7 2 2,835 63 Schedule V, Le a r n t o R u n ( C l i n i c ) $6 6 . 3 0 $6 7 . 0 0 1% HS T 12 l e s s o n s 4 0.7 0 26 5 268 3 Sp e e d S k a t i n g $1 0 1 . 0 0 Ex e m p t 8 l e s s o n s 8 T'b u r g G i r l s - D r o p i n W o r k s h o p $1 0 . 0 0 in c l u d e d pe r n i g h t 12 Wo r k s h o p s - 1 / 2 d a y $2 5 . 5 0 $2 5 . 5 0 0% HS T 0 - - - - Wo r k s h o p s - S p e c i a l t y C o u r s e $7 6 . 5 0 $7 6 . 5 0 0% HS T 0 - - - - Wo r k s h o p s - 8 h o u r s $1 0 2 . 0 0 $1 0 2 . 0 0 0% HS T 0 - - - - Yo g a $4 0 . 8 0 $4 1 . 5 0 2% HS T 6 l e s s o n s 25 0.7 0 1, 0 2 0 1,038 18 Yo u t h B o y s / G i r l s V o l l e y b a l l $9 2 . 7 7 HS T 12 l e s s o n s 28 Yo u t h C o - E d B a s k e t b a l l G r 5 / 6 $8 3 . 2 5 HS T 12 l e s s o n s 24 Yo u t h C a m p - w e e k $1 2 5 . 5 0 $1 2 7 . 0 0 1% Ex e m p t we e k 64 2 1.5 0 80 , 5 7 1 81,534 963 Schedule V, Yo u t h C a m p d a y $3 0 . 6 0 $3 1 . 2 5 2% Ex e m p t da i l y 0 0.6 5 - - - Schedule V, Yo u t h C a m p L u n c h $5 . 2 5 $5 . 5 0 5% Ex e m p t ea c h 36 7 0.2 5 1, 9 2 7 2,019 92 Schedule V, H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 4 Pr o g r a m s 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 2 0 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 Revenue 2016 Budget Impact Notes Yo u t h C a m p S p e c i a l $1 7 2 . 0 0 $1 7 5 . 0 0 2% Ex e m p t we e k 24 3.0 0 4, 1 2 8 4,200 72 Schedule V, Yo u t h C a m p - s h o r t w e e k $1 0 0 . 4 0 $1 0 2 . 0 0 2% Ex e m p t 58 1.6 0 5, 8 2 3 5,916 93 Schedule V, Ca n c e l l a t i o n s l e s s t h a n 2 4 h o u r s n o t i c e 70 % o f re g i s t r a t i o n 70 % o f re g i s t r a t i o n 0 Co m m u n i t y C e n t r e - E v e n t s Ru n - 1 0 k m - d a y o f r e g i s t r a t i o n $2 7 . 5 4 $5 0 . 0 0 82 % HS T pe r p e r s o n 0 22 . 4 6 - - - Ties in with area races Ru n - 1 0 k m - r e g u l a r r e g i s t r a t i o n $4 0 . 0 0 HS T pe r p e r s o n Ru n - 1 0 k m - e a r l y b i r d r e g i s t r a t i o n $2 5 . 5 0 $3 5 . 0 0 37 % HS T pe r p e r s o n 8 9.5 0 20 4 280 76 T Shirt included Ru n - 5 k m - r e g u l a r r e g i s t r a t i o n $2 2 . 4 4 $3 5 . 0 0 56 % HS T pe r p e r s o n 0 12 . 5 6 - - - Ties in with area races Ru n - 5 k m - e a r l y b i r d r e g i s t r a t i o n $2 0 . 4 0 $3 0 . 0 0 47 % HS T pe r p e r s o n 31 9.6 0 63 2 930 298 T Shirt included Ru n - 5 k m - d a y o f r e g i s t r a t i o n $4 5 . 0 0 HS T pe r p e r s o n Bi k e T o u r - 2 5 k m $2 0 . 0 0 $2 0 . 0 0 0% HS T pe r p e r s o n 0 - - - - Bi k e T o u r - 4 0 k m $4 0 . 0 0 $4 0 . 0 0 0% HS T pe r p e r s o n 0 - - - - Bi k e T o u r - 1 0 0 k m $6 0 . 0 0 $6 0 . 0 0 0% HS T pe r p e r s o n 0 - - - - Bi k e T o u r - 1 0 0 m i $8 0 . 0 0 $8 0 . 0 0 0% HS T pe r p e r s o n 0 - - - - Co m m u n i t y C e n t r e - F a c i l i t y R e n t a l s Ar e n a - W e e k d a y s b e f o r e 5 p m & a f t e r 1 1 p m $8 6 . 7 0 $8 8 . 5 0 2% HS T ho u r 15 5 1.8 0 13 , 4 3 9 13,718 279 Effective 2016 Summer/Fall Ar e n a - W e e k d a y s a f t e r 5 p m & w e e k e n d s $1 6 2 . 6 6 $1 6 5 . 5 0 2% HS T ho u r 65 0 2.8 4 10 5 , 7 2 9 107,575 1,846 Effective 2016 Ar e n a - M i n o r $1 1 3 . 9 7 $1 1 6 . 0 0 2% HS T ho u r 2, 3 8 5 2.0 3 27 1 , 8 3 0 276,660 4,830 Ar e n a - S h i n n y $5 . 1 0 $5 . 2 5 3% HS T pe r p e r s o n 40 0.1 5 20 4 210 6 Ar e n a - I c e F l a t R a t e $3 9 2 . 7 0 $4 0 0 . 0 0 2% HS T pe r d a y 0 7.3 0 - - - Ar e n a F l o o r - C o m m e r c i a l $2 , 1 1 3 . 5 8 $2 , 1 1 3 . 5 8 0% HS T pe r d a y 3 - 6, 3 4 1 6,341 - Ar e n a F l o o r - F u l l U s e $1 , 5 6 0 . 6 0 $1 , 5 9 0 . 0 0 2% HS T pe r d a y 5 29 . 4 0 7, 8 0 3 7,950 147 Ar e n a F l o o r - F l a t F e e ( n o s e t u p ) $5 1 0 . 0 0 $5 2 0 . 0 0 2% HS T pe r d a y 10 10 . 0 0 5, 1 0 0 5,200 100 Ar e n a F l o o r - C h i l l e d F l o o r ( a d d i t i o n a l f e e ) $2 , 0 0 0 . 0 0 $2 , 0 0 0 . 0 0 0% HS T pe r d a y 0 - - - - Ar e n a F l o o r - H o u r l y L e a g u e F e e $6 4 . 2 6 $6 4 . 2 6 0% HS T pe r h o u r 1 - 64 64 - Ar e n a F l o o r - S e t u p D a y / T e a r D o w n D a y $7 9 5 . 0 0 $7 9 5 . 0 0 0% HS T pe r d a y 0 - - - - Ar e n a - M i n i P a d $4 1 . 8 2 $4 2 . 5 0 2% HS T ho u r 13 2 0.6 8 5, 5 2 0 5,610 90 Au d i t o r i u m - F r i d a y o r S a t u r d a y $5 0 5 . 0 8 $5 0 5 . 0 8 0% HS T pe r d a y 40 - 20 , 2 0 3 20,203 - Au d i t o r i u m - S u n d a y - T h u r s d a y $2 7 8 . 4 4 $2 7 8 . 4 4 0% HS T pe r e v e n i n g 23 - 6, 4 0 4 6,404 - Au d i t o r i u m - H o u r l y $5 6 . 3 0 $5 6 . 3 0 0% HS T 16 0 - 9, 0 0 9 9,009 - Ro o m S e t u p & D e c o r a t i n g F e e ( D a y b e f o r e ) $1 0 5 . 0 0 $1 0 5 . 0 0 0% HS T 10 - 1, 0 5 0 1,050 - Ba l l D i a m o n d - O c c a s i o n a l U s e $7 3 . 2 0 $7 5 . 0 0 2% HS T pe r d a y 0 1.8 0 - - - Ba l l D i a m o n d - S e a s o n a l Y o u t h T e a m $7 1 . 4 0 $7 5 . 0 0 5% HS T 23 3.6 0 1, 6 4 2 1,725 83 Ba l l D i a m o n d - S e a s o n a l T e a m P r a c t i c e $2 6 0 . 1 0 $2 6 5 . 0 0 2% HS T pe r t e a m 3 4.9 0 78 0 795 15 Ba l l D i a m o n d - S e a s o n a l A d u l t T e a m $4 3 1 . 7 5 $4 3 5 . 0 0 1% HS T pe r t e a m 35 3.2 5 15 , 1 1 1 15,225 114 Ba l l D i a m o n d - 2 - d a y T o u r n a m e n t $5 0 0 . 0 0 $5 1 0 . 0 0 2% HS T 2 d a y s 7 10 . 0 0 3, 5 0 0 3,570 70 Ba l l D i a m o n d - T o u r n a m e n t p e r d i a m o n d p e r d a y $7 3 . 2 0 $7 5 . 0 0 2% HS T pe r 0 1.8 0 - - - Ba l l D i a m o n d - K e y s $1 1 . 0 0 $1 1 . 2 5 2% HS T 0 0.2 5 - - - Da m a g e D e p o s i t $5 0 0 . 0 0 $5 0 0 . 0 0 0% No n e 35 - 17 , 5 0 0 17,500 - De n - F r i o r S a t $1 7 0 . 0 0 $1 7 0 . 0 0 0% HS T pe r d a y 11 - 1, 8 7 0 1,870 - De n - S u n - T h u r s d a y $1 2 5 . 0 0 $1 2 5 . 0 0 0% HS T pe r d a y 21 - 2, 6 2 5 2,625 - De n - H o u r l y $3 0 . 0 0 $3 0 . 0 0 0% HS T 23 0 - 6, 9 0 0 6,900 - En t i r e T C C B u i l d i n g - 1 a r e n a 9 a m - 4 p m $2 , 0 0 0 . 0 0 $2 , 0 0 0 . 0 0 0% HS T 0 - - - - En t i r e T C C B u i l d i n g - 2 a r e n a s 9 a m - 4 p m $2 , 5 0 0 . 0 0 $2 , 5 0 0 . 0 0 0% HS T 1 - 2, 5 0 0 2,500 - Gib s o n H o u s e $6 6 . 0 5 $6 6 . 0 5 HS T pe r d a y 0 - - - - Gib s o n H o u s e - H o u r l y $2 5 . 5 0 $2 5 . 5 0 HS T pe r h o u r 0 - - - - Ki n s m e n C a n t e e n $2 5 . 5 0 $2 5 . 5 0 0% HS T p e r d a y 6 - 15 3 153 - Lo b b y A r e a $3 0 . 6 0 $3 0 . 6 0 0% HS T 5 - 15 3 153 - Ma r w o o d B o r C $6 4 . 7 5 $6 4 . 7 5 0% HS T pe r d a y 22 - 1, 4 2 5 1,425 - Ma r w o o d B C $1 2 9 . 5 0 $1 2 9 . 5 0 0% HS T pe r d a y 24 - 3, 1 0 8 3,108 - Ma r w o o d B o r C - H o u r l y $2 5 . 0 0 $2 5 . 0 0 0% HS T 30 - 75 0 750 - Ma r w o o d B C - H o u r l y $3 0 . 0 0 $3 0 . 0 0 0% HS T 36 - 1, 0 8 0 1,080 - Me m o r i a l P a v i l i o n ( f u l l ) $8 5 . 6 8 $8 6 . 0 0 0% HS T pe r d a y 16 0.3 2 1, 3 7 1 1,376 5 Me m o r i a l P a v i l i t i o n ( h a l f ) $5 3 . 0 4 $5 4 . 0 0 2% HS T pe r d a y 5 0.9 6 26 5 270 5 Ne w m a n P a r k G a z e b o $5 2 . 0 2 $5 2 . 5 0 1% HS T pe r d a y 1 0.4 8 52 53 0 H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 5 Pr o g r a m s 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 2 0 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 Revenue 2016 Budget Impact Notes Pa r k i n g L o t $1 0 5 . 0 0 HS T pe r d a y New Ro t a r y R o o m $6 6 . 0 5 $6 6 . 0 5 HS T 0 - - - - Ro t a r y R o o m - H o u r l y $2 5 . 5 0 $2 5 . 5 0 HS T 0 - - - - Ro w i n g C l u b p e r m o n t h $9 2 . 7 7 $9 2 . 7 7 0% HS T 10 - 92 8 928 - Sc h o o l L e s s o n s $3 . 6 0 $3 . 6 0 0% Ex e m p t pe r p e r s o n 10 - 36 36 - Youth Sw i m t o S u r v i v e R e n t a l s $8 7 . 7 5 $8 7 . 7 5 0% Ex e m p t pe r h o u r 40 - 3, 5 1 0 3,510 - Youth SW A O f f i c e $2 5 . 5 0 $2 5 . 5 0 0% HS T 0 - - - - SW A S w i m T e a m $4 1 . 3 0 $4 2 . 1 3 2% HS T pe r h o u r 29 5 0.8 3 12 , 1 8 4 12,428 245 SW A S w i m T e a m - S h a r e d $2 3 . 1 5 $2 3 . 6 1 2% HS T pe r h o u r 80 0.4 6 1, 8 5 2 1,889 37 SW A S w i m M e e t $2 9 5 . 2 0 $3 0 1 . 1 0 2% HS T pe r w e e k e n d 5 5.9 0 1, 4 7 6 1,506 30 SW A S w i m M e e t E v e n i n g $1 4 7 . 6 0 $1 5 0 . 5 4 2% HS T 0 2.9 4 - - - St o r a g e P o o l D e c k $2 5 . 5 0 $2 6 . 0 1 2% HS T pe r m o n t h 0 0.5 1 - - - St o r a g e R o o m s $1 0 4 . 0 4 $1 0 4 . 0 4 0% HS T pe r c o n t r a c t - - - - St o r a g e O f f i c e A $2 5 . 5 0 $2 5 . 5 0 0% HS T pe r m o n t h 20 - 51 0 510 - St o r a g e O f f i c e B $1 5 . 3 0 $1 5 . 3 0 0% HS T pe r m o n t h 9 - 13 8 138 - St o r a g e O f f i c e C $5 . 2 5 $5 . 2 5 0% HS T pe r m o n t h 16 - 84 84 - Po o l - 0 - 5 0 s w i m m e r s $8 5 . 6 8 $8 5 . 6 8 0% HS T pe r h o u r 42 - 3, 5 9 9 3,599 - Po o l - 1 0 1 + s w i m m e r s $2 1 8 . 2 8 $2 1 8 . 2 8 0% HS T pe r h o u r 2 - 43 7 437 - Po o l - 5 1 - 1 0 0 s w i m m e r s $1 1 6 . 2 8 $1 1 6 . 2 8 0% HS T pe r h o u r 6 - 69 8 698 - Tic k e t I c e - 1 0 e P u n c h $6 . 9 0 $7 . 0 0 1% HS T ea c h 24 0.1 0 16 6 168 2 Change in HST Wa t e r P a r k - 0 - 1 0 0 s w i m m e r s $3 1 2 . 1 2 $3 1 2 . 1 2 0% HS T ho u r 2 - 46 8 468 - Wa t e r P a r k - 0 - 1 0 0 s w i m m e r s - e x t r a h a l f h o u r $2 0 8 . 0 8 $2 0 8 . 0 8 0% HS T ad d . H a l f h r . 2 - 41 6 416 - Wa t e r p a r k 1 0 1 - 3 0 0 s w i m m e r s $4 2 4 . 4 8 $4 2 4 . 4 8 0% HS T ho u r 2 - 84 9 849 - Wa t e r p a r k 1 0 1 - 3 0 0 s w i m m e r s - e x t r a h a l f h o u r $3 1 2 . 1 2 $3 1 2 . 1 2 0% HS T ad d . H a l f h r . 2 - 62 4 624 - Wa t e r p a r k 3 0 0 + s w i m m e r s $5 7 2 . 2 2 $5 7 2 . 2 2 0% HS T ho u r 0 - - - - Wa t e r p a r k 3 0 0 + s w i m m e r s - e x t r a h a l f h o u r $4 5 2 . 5 7 $4 5 2 . 5 7 0% HS T ad d . H a l f h r . 0 - - - - Wa t e r p a r k B o a r d o f E d 1 0 0 s w i m m e r s $2 7 6 . 9 0 $2 7 6 . 9 0 0% HS T ho u r 5 - 1, 3 8 5 1,385 - Wa t e r p a r k B o a r d o f E d 1 0 0 s w i m m e r s a d d . H r . $1 5 3 . 8 3 $1 5 3 . 8 3 0% HS T ad d . H a l f h r . 2 - 30 8 308 - Wa t e r p a r k B o a r d o f E d 1 0 0 + s w i m m e r s $4 9 2 . 2 7 $4 9 2 . 2 7 0% HS T ho u r 6 - 2, 9 5 4 2,954 - Wa t e r p a r k B o a r d o f E d 1 0 0 + s w i m m e r s a d d . H r . $2 4 6 . 1 4 $2 4 6 . 1 4 0% HS T ad d . H a l f h r . 2 - 49 2 492 - Co m m u n i t y C e n t r e - L e a g u e s a n d M e m b e r s h i p s Ad u l t L e a g u e - I n d i v i d u a l $5 6 . 1 0 $5 6 . 1 0 0% HS T ea c h 3 - 16 8 168 - Ad u l t L e a g u e - T e a m $3 6 2 . 1 0 $3 6 2 . 1 0 0% HS T pe r t e a m 25 - 9, 0 5 3 9,053 - Co u r t M e m b e r s h i p - A d u l t $5 0 . 0 0 $5 0 . 0 0 0% HS T Se a s o n a l 0 - - - - Co u r t M e m b e r s h i p - Y o u t h $1 8 . 0 0 $1 8 . 0 0 0% HS T Se a s o n a l 0 - - - - Di s c G o l f - D e p o s i t $2 0 . 0 0 $2 0 . 0 0 N/ A 13 - 26 0 260 - Di s c G o l f - S e t $3 3 . 0 0 HS T ea c h 8 Di s c G o l f - S i n g l e $1 2 . 5 0 HS T ea c h 8 Te n n i s L e s s o n s - 1 h o u r $8 0 . 0 0 $8 0 . 0 0 0% HS T 8 l e s s o n s 72 - 5, 7 6 0 5,760 - Te n n i s L e s s o n s - 1 / 2 h o u r $3 5 . 0 0 $3 5 . 0 0 HS T 8 l e s s o n s 12 - 42 0 420 - Youth Me m b e r s h i p - A q u a F i t / A q u a J o g g i n g - 1 2 m o $2 9 6 . 0 6 $2 9 6 . 0 6 HS T 12 m o n t h 0 - - - - Me m b e r s h i p - P a r e n t P a s s $3 3 . 9 6 $3 3 . 9 6 0% HS T 6 w e e k s 7 - 23 8 238 - Me m b e r s h i p - P e r s o n a l T r a i n i n g - 1 0 $1 9 0 . 6 5 $1 9 0 . 6 5 0% HS T 10 s e s s i o n s 1 h r 4 - 76 3 763 - Me m b e r s h i p - P e r s o n a l T r a i n i n g - 5 $1 0 6 . 1 0 $1 0 6 . 1 0 0% HS T 5 s e s s i o n s 1 h r - - - - Me m b e r s h i p - P o o l - 1 2 m o n t h $1 8 7 . 2 7 $1 8 7 . 2 7 0% HS T ea c h 25 - 4, 6 8 2 4,682 - Me m b e r s h i p - P o o l - 6 m o n t h $1 3 1 . 1 0 $1 3 1 . 1 0 0% HS T ea c h 9 - 1, 1 8 0 1,180 - Me m b e r s h i p - P o o l 2 0 P u n c h C a r d P a s s $6 2 . 4 0 $6 2 . 4 0 0% HS T ea c h 65 - 4, 0 5 6 4,056 - Me m b e r s h i p - W e i g h t T r a i n i n g $5 3 . 5 8 $5 3 . 5 8 0% HS T up t o 6 h o u r s 0 - - - - Me m b e r s h i p - H C A d u l t - 0 1 m o n t h $6 9 . 1 9 $6 9 . 1 9 0% HS T 1 m o n t h 24 - 1, 6 6 0 1,660 - Me m b e r s h i p - H C A d u l t - 0 3 m o n t h $1 8 2 . 0 7 $1 8 2 . 0 7 0% HS T 3 m o n t h 3 - 54 6 546 - Me m b e r s h i p - H C A d u l t - 0 6 m o n t h $2 6 5 . 3 0 $2 6 5 . 3 0 0% HS T 6 m o n t h 9 - 2, 3 8 8 2,388 - Me m b e r s h i p - H C A d u l t - 1 2 m o n t h $4 0 7 . 8 4 $4 0 7 . 8 4 0% HS T 12 m o n t h 34 - 13 , 8 6 6 13,866 - Me m b e r s h i p - H C A d u l t - 2 0 P u n c h C a r d P a s s $1 6 1 . 2 6 $1 6 1 . 2 6 0% HS T 20 V i s i t s 14 - 2, 2 5 8 2,258 - Me m b e r s h i p - H C F a m i l y - 0 1 m o n t h $1 5 6 . 0 6 $1 5 6 . 0 6 0% HS T 1 m o n t h 4 - 62 4 624 - Me m b e r s h i p - H C F a m i l y - 0 3 m o n t h $3 9 0 . 1 5 $3 9 0 . 1 5 0% HS T 3 m o n t h 9 - 3, 5 1 1 3,511 - Me m b e r s h i p - H C F a m i l y - 0 6 m o n t h $5 8 2 . 6 2 $5 8 2 . 6 2 0% HS T 6 m o n t h 0 - - - - Me m b e r s h i p - H C F a m i l y - 1 2 m o n t h $8 1 6 . 7 1 $8 1 6 . 7 1 0% HS T 12 m o n t h 19 - 15 , 5 1 8 15,518 - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 6 Pr o g r a m s 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 2 0 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 Revenue 2016 Budget Impact Notes Me m b e r s h i p - H C S t u d e n t / S e n i o r - 0 1 m o n t h $5 5 . 9 4 $5 5 . 9 4 0% HS T 1 m o n t h 33 - 1, 8 4 6 1,846 - Me m b e r s h i p - H C S t u d e n t / S e n i o r - 0 3 m o n t h $1 5 3 . 8 5 $1 5 3 . 8 5 0% HS T 3 m o n t h 8 - 1, 2 3 1 1,231 - Me m b e r s h i p - H C S t u d e n t / S e n i o r - 0 6 m o n t h $1 9 0 . 2 3 $1 9 0 . 2 3 0% HS T 6 m o n t h 8 - 1, 5 2 2 1,522 - Me m b e r s h i p - H C S t u d e n t / S e n i o r - 1 2 m o n t h $3 0 0 . 7 2 $3 0 0 . 7 2 0% HS T 12 m o n t h 42 - 12 , 6 3 0 12,630 - Me m b e r s h i p - S t u d e n t - 2 0 P a s s e s $7 5 . 0 0 $7 5 . 0 0 0% HS T 2 - 15 0 150 - Me m b e r s h i p - H C G l e n d a l e S t u d e n t $9 2 . 0 8 $9 2 . 0 8 0% HS T 5 M o n t h 0 - - - - Me m b e r s h i p - S p e c i a l - A d u l t $2 6 5 . 1 2 $2 6 5 . 1 2 0% HS T 12 m o n t h 84 - 22 , 2 7 0 22,270 - Me m b e r s h i p - S p e c i a l - S t u d e n t / S e n i o r $1 9 5 . 4 7 $1 9 5 . 4 7 0% HS T 12 m o n t h 51 - 9, 9 6 9 9,969 - Me m b e r s h i p - S p e c i a l - U n d e r 1 4 $5 5 . 0 4 $5 5 . 0 4 0% HS T 12 m o n t h 1 55 Me m b e r s h i p - R e p l a c e m e n t C a r d $5 . 0 0 $5 . 0 0 0% HS T ea c h 4 - 20 20 - Me m b e r s h i p - S q u a s h A d u l t - 0 1 m o n t h $6 7 . 1 4 $6 7 . 1 4 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h A d u l t - 0 3 m o n t h $1 7 6 . 2 3 $1 7 6 . 2 3 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h A d u l t - 0 6 m o n t h $2 5 8 . 7 6 $2 5 8 . 7 6 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h A d u l t - 2 0 p u n c h c a r d p a s s $8 3 . 2 3 $8 3 . 2 3 0% HS T 1 m o n t h 21 - 1, 7 4 8 1,748 - Me m b e r s h i p - S q u a s h F a m i l y - 0 1 m o n t h $1 5 1 . 0 6 $1 5 1 . 0 6 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h F a m i l y - 0 3 m o n t h $3 7 7 . 6 4 $3 7 7 . 6 4 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h F a m i l y - 0 6 m o n t h $5 6 7 . 8 7 $5 6 7 . 8 7 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h S t u d e n t - 0 1 m o n t h $5 5 . 9 4 $5 5 . 9 4 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h S t u d e n t - 0 3 m o n t h $1 5 3 . 8 5 $1 5 3 . 8 5 0% HS T 1 m o n t h 0 - - - - Me m b e r s h i p - S q u a s h S t u d e n t - 0 6 m o n t h $1 9 0 . 2 3 $1 9 0 . 2 3 0% HS T 1 m o n t h 0 - - - - Pa y a s y o u g o - A d m i s s i o n Aq u a t f i t / A e r o b i c s C l a s s $7 . 4 0 $7 . 5 0 1% HS T i n c l u d e d ea c h 16 6 0.1 1 1, 2 2 8 1,245 17 Bo a r d o f E d u c a t i o n - S q u a s h / H C $2 . 7 5 $2 . 7 5 0% HS T i n c l u d e d 12 8 - 35 2 352 - Bo a r d o f E d u c a t i o n - A r e n a / P o o l $3 . 0 0 $3 . 0 0 0% HS T i n c l u d e d - - - - Co u r t F e e $5 . 0 0 $5 . 0 0 0% HS T i n c l u d e d 0 - - - - He a l t h C l u b A d u l t $1 0 . 4 5 $1 0 . 5 0 0% HS T i n c l u d e d ea c h 68 0.0 5 71 1 714 3 He a l t h C l u b - Y o u t h $4 . 6 0 $4 . 7 5 3% HS T i n c l u d e d ea c h 56 7 0.1 5 2, 6 0 8 2,693 85 Min Age of 12 Sq u a s h $1 0 . 7 5 $1 0 . 7 5 0% HS T i n c l u d e d pe r c o u r t ( 1 h r ) 31 6 - 3, 3 9 7 3,397 - Ro l l e r S k a t e - A d m i s s i o n N o s k a t e r e n t a l $2 . 0 0 $2 . 0 0 0% HS T i n c l u d e d 43 - 86 Ro l l e r S k a t e - A d m i s s i o n W i t h s k a t e r e n t a l $5 . 0 0 $5 . 0 0 0% HS T i n c l u d e d 21 7 - 1, 0 8 5 Sw i m C h i l d $2 . 0 0 $2 . 0 0 0% HS T i n c l u d e d ea c h 88 8 - 1, 7 7 6 1,776 - Sw i m F a m i l y $9 . 0 0 $9 . 0 0 0% HS T i n c l u d e d ea c h 38 0 - 3, 4 2 0 3,420 - Sw i m - O v e r 1 4 $4 . 2 5 $4 . 2 5 0% HS T i n c l u d e d ea c h 1, 5 2 4 - 6, 4 7 7 6,477 - Sk a t e C h i l d $2 . 0 0 $2 . 0 0 0% HS T i n c l u d e d ea c h 30 2 - 60 4 604 - Sk a t e F a m i l y $9 . 0 0 $9 . 0 0 0% HS T i n c l u d e d ea c h 87 - 78 3 783 - Sk a t e - O v e r 1 4 $4 . 2 5 $4 . 2 5 0% HS T i n c l u d e d ea c h 26 6 - 1, 1 3 1 1,131 - Wa l l y b a l l $1 1 . 5 0 $1 1 . 5 0 0% HS T i n c l u d e d pe r c o u r t ( 1 h r ) 14 - 16 1 161 - Wa t e r p a r k 2 - 5 y r s $0 . 0 0 $0 . 0 0 HS T i n c l u d e d ea c h 3, 6 7 5 - - - - Wa t e r p a r k 5 5 + y e a r s $4 . 5 0 $4 . 5 0 0% HS T i n c l u d e d ea c h 56 4 - 2, 5 3 8 2,538 - Wa t e r p r a k 5 5 + y e a r s H a l f P r i c e $2 . 2 5 HS T i n c l u d e d ea c h 0 Wa t e r p a r k 6 - 1 4 y r s $4 . 0 0 $4 . 0 0 0% HS T i n c l u d e d ea c h 5, 8 1 8 - 23 , 2 7 2 23,272 - Wa t e r p a r k 6 - 1 4 y r s H a l f P r i c e $2 . 0 0 HS T i n c l u d e d ea c h 1, 0 0 8 Wa t e r p a r k A d d i t i o n a l F a m i l y M e m b e r $2 . 0 0 $2 . 0 0 0% HS T i n c l u d e d 34 5 - 69 0 690 - Wa t e r p a r k A d u l t $6 . 7 5 $6 . 7 5 0% HS T i n c l u d e d ea c h 4, 4 3 1 - 29 , 9 0 9 29,909 - Wa t e r p a r k A d u l t H a l f P r i c e $3 . 4 0 HS T i n c l u d e d ea c h 83 5 Wa t e r p a r k F a m i l y $2 4 . 5 0 $2 4 . 5 0 0% HS T i n c l u d e d pe r f a m i l y o f 5 50 3 - 12 , 3 2 4 12,324 - Wa t e r p a r k F a m i l y H a l f P r i c e $1 2 . 2 5 HS T i n c l u d e d pe r f a m i l y o f 5 65 Wa t e r p a r k G r a n d p a r e n t s D a y $0 . 0 0 HS T i n c l u d e d 57 2 Wa t e r p a r k P a s s - 1 0 - C h i l d 6 - 1 4 $2 8 . 5 0 $2 8 . 5 0 0% HS T ea c h 24 - 68 4 684 - Wa t e r p a r k P a s s - 1 0 - 6 0 & o v e r $4 1 . 5 0 $4 1 . 5 0 0% HS T ea c h 13 - 54 0 540 - Wa t e r p a r k P a s s - 1 0 - A d u l t $6 1 . 9 5 $6 1 . 9 5 0% HS T ea c h 19 - 1, 1 7 7 1,177 - Wa t e r p a r k P a s s - 1 0 - F a m i l y $2 1 3 . 2 5 $2 1 3 . 2 5 0% HS T ea c h 2 - 42 7 427 - Wa t e r p a r k P a s s - 2 0 - C h i l d 6 - 1 4 $5 3 . 5 5 $5 3 . 5 5 0% HS T ea c h 37 - 1, 9 8 1 1,981 - Wa t e r p a r k P a s s - 2 0 - 6 0 & o v e r $8 3 . 0 0 $8 3 . 0 0 0% HS T ea c h 0 - - - - Wa t e r p a r k P a s s - 2 0 - A d u l t $1 3 1 . 0 5 $1 3 1 . 0 5 0% HS T ea c h 0 - - - - Wa t e r p a r k T i l l s o n b u r g R e s i d e n t P a s s ( 6 + ) $2 5 . 0 0 $2 5 . 0 0 0% HS T pe r p e r s o n 1, 2 7 4 - 31 , 8 5 0 31,850 - Wa t e r p a r k N o n - r e s i d e n t P a s s ( Y o u t h & S r s 6 0 + ) $4 0 . 0 0 $4 0 . 0 0 0% HS T pe r p e r s o n 3 - 12 0 120 - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 7 Pr o g r a m s 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 2 0 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Y e a r R e v e n u e 2016 Revenue 2016 Budget Impact Notes Wa t e r p a r k N o n - r e s i d e n t P a s s ( A d u l t u n d e r 6 0 ) $6 0 . 0 0 $6 0 . 0 0 0% HS T pe r p e r s o n 73 3 - 43 , 9 8 0 43,980 - Wa t e r p a r k P o o c h P l u n g e $6 . 0 0 $6 . 0 0 0% HS T pe r d o g 27 - 16 2 162 - Co m m u n i t y C e n t r e - O t h e r f e e s Ad m i n - R e f u n d A d m i n F e e $1 5 . 0 0 $1 5 . 0 0 0% Ex e m p t ea c h 0 - - - - Ad m i n - R e p r i n t r e c e i p t $5 . 0 0 $5 . 0 0 0% Ex e m p t ea c h 0 - - - - Ad m i n - C o n s o l i d a t e d R e c e i p t s ( C h i l d T a x C r e d i t ) $1 0 . 0 0 $1 0 . 0 0 0% HS T 5 - 50 50 - Ad m i n - C o p i e s - S i n g l e s i d e d $0 . 2 7 $0 . 2 7 0% HS T 0 - - - - Ad m i n - C o p i e s - D o u b l e s i d e d $0 . 3 1 $0 . 3 1 0% HS T 0 - - - - Au d i o / V i s u a l - C o r d l e s s M i c r o p h o n e s $2 0 . 4 0 $2 1 . 0 0 3% HS T 0 0.6 0 - - - Au d i o / V i s u a l - T V / D V D S o u n d S y s t e m $2 0 . 4 0 $2 1 . 0 0 3% HS T 0 0.6 0 - - - Ca m p i n g - N o n S e r v i c e d p e r s i t e $3 0 . 6 0 $3 0 . 6 0 0% HS T 0 - - - - Ca m p i n g - S e r v i c e d p e r s i t e $5 1 . 0 0 $5 1 . 0 0 0% HS T 16 - 81 6 816 - Me m o r i a l T r e e $5 1 0 . 0 0 $5 1 0 . 0 0 0% HS T 1 - 51 0 510 - Me m o r i a l B e n c h $1 , 0 2 0 . 0 0 $1 , 0 2 0 . 0 0 0% HS T 0 - - - - Re n t a l s - 8 ' w o o d e n t a b l e s $5 . 2 5 $5 . 2 5 0% HS T 19 - 10 0 100 - Re n t a l s - B l a c k p l a s t i c c h a i r s $2 . 0 5 $2 . 0 5 0% HS T ea c h 11 2 - 23 0 230 - De l i v e r y o f T a b l e & C h a i r s ( p e r r o u n d t r i p ) $2 5 . 5 0 $2 5 . 5 0 0% HS T 0 - - - - Re n t a l s - B l a c k c u r t a i n s / h a r d w a r e r e n t a l p e r f o o t $2 . 5 0 $2 . 5 0 0% HS T 0 - - - - Re n t a l s - 1 0 ' x 1 0 ' O u t d o o r S h e l t e r s / T e n t s $2 5 . 0 0 $2 5 . 0 0 0% HS T New Item Re n t a l s - 1 0 ' x 2 0 ' O u t d o o r S h e l t e r s / T e n t s $1 0 0 . 0 0 $1 0 0 . 0 0 0% HS T New Item AD V E R T I S I N G 10 % - 3 0 % Re d u c t i o n s m a y a p p l y t o m u l t i p l e ad v e r t i s i n g Ad v e r t i s i n g - M e m o r i a l A r e n a B o a r d B a c k L i t $1 , 0 2 0 . 0 0 $1 , 0 2 0 . 0 0 0% HS T ea c h - - - - Ad v e r t i s i n g - C o m m u n i t y A r e n a B a c k l i t $5 1 0 . 0 0 $5 1 0 . 0 0 - - - - Ad v e r t i s i n g - M e m o r i a l A r e n a B o a r d $6 6 3 . 0 0 $6 6 3 . 0 0 0% HS T ea c h - - - - Ad v e r t i s i n g - C o m m u n i t y A r e n a B o a r d $4 0 8 . 0 0 $4 0 8 . 0 0 0% HS T ea c h - - - - Ad v e r t i s i n g - I c e R e - S u r f a c e r - S i d e $5 1 0 . 0 0 $5 1 0 . 0 0 0% HS T - - - - Ad v e r t i s i n g - I c e R e - S u r f a c e r - T o p $1 , 0 2 0 . 0 0 $1 , 0 2 0 . 0 0 0% HS T - - - - Ad v e r t i s i n g - I c e R e - S u r f a c e r - 3 s i d e s $2 , 2 6 0 . 0 0 $2 , 2 6 0 . 0 0 0% HS T - - - - Ad v e r t i s i n g - I n s i d e F r o n t P a g e $1 , 5 0 0 . 0 0 $1 , 5 0 0 . 0 0 0% HS T ea c h - Ad v e r t i s i n g - B a c k P a g e $2 , 0 0 0 . 0 0 $2 , 0 0 0 . 0 0 0% HS T ea c h - Ad v e r t i s i n g - B r o c h u r e 1 / 8 p a g e $1 0 2 . 0 0 $1 0 2 . 0 0 0% HS T ea c h 2 - 20 4 204 - Ad v e r t i s i n g - B r o c h u r e 1 / 4 p a g e $1 7 8 . 5 0 $1 7 8 . 5 0 0% HS T ea c h 22 - 3, 9 2 7 3,927 - Ad v e r t i s i n g - B r o c h u r e 1 / 2 p a g e $3 0 6 . 0 0 $3 0 6 . 0 0 0% HS T ea c h 10 - 3, 0 6 0 3,060 - Ad v e r t i s i n g - B r o c h u r e F u l l p a g e $6 1 2 . 0 0 $6 1 2 . 0 0 0% HS T ea c h 16 - 9, 7 9 2 9,792 - Ad v e r t i s i n g - B r o c h u r e F u l l p a g e ( i n t e r n a l c o r p o r a t e ) $2 0 0 . 0 0 $2 0 0 . 0 0 N/ A ea c h - - - - Ad v e r t i s i n g - M i s c e l l a n e o u s $1 0 2 . 0 0 $1 0 2 . 0 0 0% HS T ea c h - - - - Ad v e r t i s i n g - D i g i t a l A d S e t u p $2 0 . 0 0 $2 0 . 0 0 0% HS T 1 - 20 20 - Ad v e r t i s i n g - D i g i t a l A d - M o n t h l y ( m i n . 3 m o s t e r m ) $5 0 . 0 0 $5 0 . 0 0 0% HS T 3 - 15 0 150 - Ad v e r t i s i n g - D i g i t a l A d - T o u r n a m e n t / S p e c i a l E v e n t s $5 0 . 0 0 $5 0 . 0 0 0% HS T - - - - Ad v e r t i s i n g - F e n c e - P e r S e a s o n $1 0 2 . 0 0 $1 1 2 . 0 0 10 % HS T pe r s e a s o n 1 10 . 0 0 10 2 112 10 Ad v e r t i s i n g - F e n c e - P e r Y e a r $2 2 4 . 4 0 $2 2 4 . 4 0 0% HS T an n u a l l y 14 - 3, 1 4 2 3,142 - $1 , 2 4 6 , 6 7 3 $1,258,348 $11,675 A 2 n d a d v e r t i s e m e n t g e t s 1 0 % o f f b o t h , a 3 r d a d g e t s 2 0 % o f f a l l 3 a n d a 4 t h a d g e t s 3 0 % o f f t h e t o t a l f o r a l l 4 . H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 8 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s Rate V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes - - - - Fi r e - - - - Fe e f o r r e s p o n s e t o a n u i s a n c e f i r e a l a r m - f i r s t in c i d e n t i n 1 2 m o n t h p e r i o d 2 1 0 . 0 0 2 1 0 . 0 0 0. 0 0 % Ex e m p t pe r a l a r m 0 - - - - first incident, caused by negligant act Fe e f o r e a c h f i r e a p p a r a t u s d i s p a t c h e d t o a sp e c i f i c a d d r e s s i n r e s p o n s e t o a n u i s a n c e f a l s e al a r m A F T E R t h e f i r s t i n c i d e n t i n 1 2 m o n t h p e r i o d $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r 0 subsequent incidents based on two apparatus dispatched to the alarm. Re s p o n s e t o f a l s e a l a r m s i n b u i l d i n g r e q u i r e d b y th e O n t a r i o B u i l d i n g C o d e w h e r e w o r k i s b e i n g do n e o n t h e s y s t e m a n d t h e o w n e r o r h i s a g e n t fa i l s t o n o t i f y t h e F i r e D e p a r t m e n t $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r 2 each incident based on two apparatus dispatched to the alarm. Fe e f o r e a c h f i r e a p p a r a t u s d i s p a t c h e d t o t h e sc e n e o f a m o t o r v e h i c l e a c c i d e n t a n d p r o v i d i n g fi r e p r o t e c t i o n o r o t h e r e m e r g e n c y s e r v i c e s . $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r + ma t e r i a l s u s e d $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r + ma t e r i a l s u s e d 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r + ma t e r i a l s 32 Where possible this fee will be charged to insurance company of vehicle owner, otherwise the fee is chargeable to the registered owner of the vehicle. Fe e f o r e a c h f i r e a p p a r a t u s d i s p a t c h e d t o t h e sc e n e o f a m o t o r v e h i c l e f i r e a n d p r o v i d i n g f i r e pr o t e c t i o n o r o t h e r e m e r g e n c y s e r v i c e s . $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r + ma t e r i a l s u s e d $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r + ma t e r i a l s u s e d 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r + ma t e r i a l s 0 Where possible this fee will be charged to insurance company of vehicle owner, otherwise the fee is chargeable to the registered owner of the vehicle. Fe e f o r e a c h f i r e a p p a r a t u s d i s p a t c h e d t o t h e sc e n e o f a m o t o r v e h i c l e a c c i d e n t o r a t t h e s c e n e of a m o t o r v e h i c l e f i r e a n d p r o v i d i n g f i r e p r o t e c t i o n or o t h e r e m e r g e n c y s e r v i c e s o n a p r o v i n c i a l hi g h w a y . $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r + ma t e r i a l s u s e d $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r + ma t e r i a l s u s e d 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r + ma t e r i a l s 0 This fee will be charged to the Ministry of Transportation for all vehicle accident or vehicle fire related services that occur on provincial highways. Fe e f o r e a c h f i r e a p p a r a t u s d i s p a t c h e d t o N a t u r a l Ga s L e a k $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r + ma t e r i a l s u s e d $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r + ma t e r i a l s u s e d 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r + ma t e r i a l s 0 This fee is chargeable where the fire department responds and determines that a natural gas incident has been caused directly by a person or company. Fe e f o r e a c h f i r e a p p a r a t u s d i s p a t c h e d t o a Ha z a r d o u s M a t e r i a l s I n c i d e n t . $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r + ma t e r i a l s u s e d $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r + ma t e r i a l s u s e d 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r + ma t e r i a l s 0 This fee is chargeable to the person or company that has control of a Hazardous Material that’s release has resulted in the response of the fire department. Fe e f o r e a c h f i r e a p p a r a t u s a s s i g n e d t o a f i r e wa t c h a u t h o r i z e d b y F i r e C h i e f $ 4 1 0 / h r + $ 2 0 5 / e a c h ha l f h r t h e r e a f t e r $ 4 1 0 / h r + $ 2 0 5 / ea c h h a l f h r th e r e a f t e r 0% ( b a s e d o n M T O se t r a t e ) Ex e m p t pe r h o u r o r ha l f h o u r 0 This fee is charged to the insurance company of the registered owner of a property, otherwise the registered owner of the property where in the opinion of the fire chief or his designate a fire is likely to occur. H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 10 9 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s Rate V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Ad d i t i o n a l F i r e d e p a r t m e n t e x p e n s e i n c u r r e d du r i n g a n e m e r g e n c y r e q u i r e d t o m i t i g a t e t h e em e r g e n c y a c t u a l c o s t s a c t u a l c o s t s Ex e m p t 0 This fee is charged to the insurance company of the registered owner of a property, otherwise the registered owner of the property where in the opinion of the fire chief or his designate it is necessary to employ heavy equipment to extinguish a fire or protect adjacent properties from the spread of fire. Fi r e I n c i d e n t R e p o r t 1 0 2 . 0 0 1 0 4 . 0 0 1. 9 6 % HS T ea c h 2 2.00 204 208 4 Fi r e I n v e s t i g a t i o n r e p o r t 2 0 5 . 0 0 2 0 9 . 0 0 1. 9 5 % HS T ea c h 0 4.00 - - - Fe e t o c o n d u c t a f i l e s e a r c h f o r o u t s t a n d i n g or d e r s / i n s p e c t i o n r e p o r t s a n d r e s p o n d b y l e t t e r 8 0 . 0 0 8 1 . 5 0 1. 8 8 % HS T ea c h r e q u e s t 8 1.50 640 652 12 Fe e t o c o n d u c t a r e q u e s t e d i n s p e c t i o n o f a co m m e r c i a l , i n d u s t r i a l , o r i n s t i t u t i o n a l b u i l d i n g l e s s th a n 9 3 0 m 2 ( 1 0 , 0 0 0 s q . f t . ) 2 0 5 . 0 0 2 0 9 . 0 0 1. 9 5 % HS T ea c h 1 4.00 205 209 4 OBC Classification A, B, D, E & F. Residential (OBC C) removed for 2015 and listed separate. Ea c h a d d i t i o n a l 1 8 5 m 2 ( 2 0 0 0 s q . f t . ) i n a co m m e r c i a l , i n d u s t r i a l o r i n s t i t u t i o n a l b u i l d i n g 3 0 . 0 0 3 1 . 0 0 HS T ea c h 0 1.00 - - - New fee for additional area over base fee Fe e t o c o n d u c t a r e q u e s t e d i n s p e c t i o n o f a re s i d e n t i a l b u i l d i n g u p t o a n d i n c l u d i n g 4 s u i t e s o r ap a r t m e n t s 2 0 0 . 0 0 2 0 4 . 0 0 2. 0 0 % HS T ea c h 3 4.00 600 612 12 OBC Classification C. Separated from other occupancies for 2015. Ea c h a d d i t i o n a l s u i t e o r a p a r t m e n t o v e r b a s e f e e 3 0 . 0 0 3 1 . 0 0 HS T ea c h 1.00 - - - New fee for additonal unit(s). Fee per apartment over base fee. Fe e t o c o n d u c t a r e q u e s t e d i n s p e c t i o n o f a n y li c e n s e d o c c u p a n c y e x c l u d i n g a d a y c a r e 1 5 5 . 0 0 1 6 0 . 0 0 3. 2 3 % HS T ea c h 5.00 - - - Fe e t o c o n d u c t a r e q u e s t e d i n s p e c t i o n o f a da y c a r e f a c i l i t y 7 7 . 0 0 8 0 . 0 0 3. 9 0 % HS T ea c h 1 3.00 77 80 3 Fe e t o c o n d u c t v e r i f i c a t i o n o f f i r e d r i l l s c e n a r i o 1 2 5 . 0 0 1 2 7 . 0 0 HS T ea c h 4 2.00 500 508 8 New fee. For verifying fire drills are conducted within established time limits in occupancies with vulnerable occupants. Bu s i n e s s L i c e n s e I n s p e c t i o n 7 7 . 0 0 7 8 . 5 0 Ex e m p t ea c h 0 1.50 - - - Fe e t o c o n d u c t a n y r e q u e s t e d i n s p e c t i o n a b o v e th a t i s i n c o m p l i a n c e w i t h t h e F i r e C o d e a t i n i t i a l in s p e c t i o n ( 5 0 . 0 0 ) ( 5 0 . 0 0 ) 0. 0 0 % HS T ea c h 3 - (150) (150) - Credit Fe e t o c o n d u c t e a c h r e q u i r e d r e - i n s p e c t i o n a f t e r on e v e r i f i c a t i o n r e - i n s p e c t i o n s a m e a s o r i g i n a l s a m e a s o r i g i n a l HS T ea c h Subsequent inspections following the second. Fee charged to registered owner. Re s i d e n t i a l c a r b o n m o n o x i d e a l a r m o r s m o k e al a r m l e f t w i t h a h o m e o w n e r o n l o a n 7 5 . 0 0 7 7 . 0 0 2. 6 7 % HS T , i f n o t re t u r n e d pe r d e t e c t o r no t r e t u r n e d 2.00 - - - Fee charged if loaner alarm not returned within two (2) weeks of being left on site. Fi r e d e p a r t m e n t a p p r o v a l a s p a r t o f a D e m o l i t i o n Pe r m i t i s s u e d b y t h e B u i l d i n g D e p a r t m e n t . 1 0 0 . 0 0 1 0 2 . 0 0 2. 0 0 % HS T ea c h 2.00 - - - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 0 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s Rate V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Fe e t o r e v i e w a n a p p l i c a t i o n f o r a l i c e n c e t o s e l l Co n s u m e r F i r e w o r k s ( F . 1 ) i n c l u d i n g a s i t e in s p e c t i o n a n d r e v i e w o f F i r e S a f e t y P l a n 1 7 0 . 0 0 1 7 2 . 0 0 1. 1 8 % HS T ea c h 2.00 - - - Fe e t o r e v i e w a n a p p l i c a t i o n f o r a D i s p l a y Fi r e w o r k s ( F . 2 ) e v e n t 1 2 5 . 0 0 1 2 7 . 0 0 HS T ea c h 2.00 - - - New fee for 2015. Town of Tillsonburg sponsored event are exempt from this fee. Fe e t o r e v i e w a n a p p l i c a t i o n f o r a l i c e n c e t o co n d u c t a P y r o t e c h n i c s ( F . 3 ) d i s p l a y i n c l u d i n g a si t e i n s p e c t i o n a n d r e v i e w o f F i r e S a f e t y P l a n 2 0 0 . 0 0 2 0 2 . 0 0 1. 0 0 % HS T ea c h 2.00 - - - Fe e t o i s s u e o p e n a i r b u r n p e r m i t 1 0 5 . 0 0 1 0 6 . 5 0 1. 4 3 % HS T ea c h 1 1.50 105 107 2 Fe e t o r e v i e w a f i r e s a f e t y p l a n e x c l u d i n g a n y s u c h re v i e w r e q u i r e d a s p a r t o f a p r o p e r t y i n s p e c t i o n f o r wh i c h a f e e h a s b e e n s e t i n t h i s b y - l a w . 5 5 . 0 0 5 6 . 0 0 1. 8 2 % HS T ea c h 4 1.00 220 224 4 Fe e t o r e v i e w a n d / o r a p p r o v e a L e v e l 1 R i s k Ma n a g e m e n t P l a n a s p a r t o f a n a p p l i c a t i o n t o t h e TS S A f o r a l i c e n c e t o s t o r e p r o p a n e . 3 0 0 . 0 0 3 0 5 . 0 0 1. 6 7 % HS T ea c h 1 5.00 300 305 5 Fe e t o r e v i e w a n d / o r a p p r o v e a L e v e l 2 R i s k Ma n a g e m e n t P l a n a s p a r t o f a n a p p l i c a t i o n t o t h e TS S A f o r a l i c e n c e t o s t o r e p r o p a n e $ 7 5 0 p l u s a c t u a l c o s t s to r e t a i n a 3 r d p a r t en g i n e e r o r o t h e r f i r m i f re q u i r e d . $ 7 5 0 p l u s a c t u a l co s t s t o r e t a i n a 3 r d pa r t e n g i n e e r o r ot h e r f i r m i f re q u i r e d . HS T ea c h 0 Fe e f o r f a c i l i t a t i n g f i r e s a f e t y t r a i n i n g 1 0 5 . 0 0 1 0 7 . 0 0 1. 9 0 % HS T pe r h o u r 2 2.00 210 214 4 plus cost of materials Fe e s t o f a c i l i t a t e p u b l i c e d u c a t i o n p r e s e n t a t i o n s , st a t i o n t o u r s , a n d l e c t u r e s f o r n o n - r e s i d e n t or g a n i z a t i o n s a n d i n d i v i d u a l s 5 0 . 0 0 5 1 . 0 0 2. 0 0 % HS T pe r h o u r 0 1.00 - - - plus cost of materials Fe e t o r e c h a r g e s e l f - c o n t a i n e d b r e a t h i n g a i r cy c l i n d e r s 3 0 . 0 0 3 0 . 7 5 2. 5 0 % HS T 0 0.75 - - - Excludes customers with special agreement Fe e t o r e c h a r g e s e l f - c o n t a i n e d b r e a t h i n g a i r cy l i n d e r s , u n d e r a s p e c i a l a g r e e m e n t w i t h S W O X an d B a y h a m F i r e D e p t s 1 , 3 0 0 . 0 0 1 , 3 0 0 . 0 0 0. 0 0 % HS T pe r y e a r 0 - - - - to increase by $100 each year through to 2015 Fe e t o c l e a n s e t o f b u n k e r g e a r 2 . 5 0 2 . 5 5 HS T ea c h 0 0.05 - - - Re n t a l o f T r a i n i n g R o o m ( e x c l u d i n g e m e r g e n c y se r v i c e s ) 2 0 5 . 0 0 2 1 0 . 0 0 2. 4 4 % HS T pe r d a y 6 5.00 1,230 1,260 30 4,141 $ 4,229 $ 88 H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 1 It e m 20 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s Rate Variance Current Year Revenue 2016 Revenue 2016 Budget Impact Notes En g i n e e r i n g F e e s Ce r t i f i c a t e r e q u e s t - E n g i n e e r i n g 10 0 . 0 0 10 0 . 0 0 0. 0 0 % HS T pe r c o p y - - - - Dr a w i n g C o p y F e e - l a r g e E n g i n e e r D r a w i n g (2 4 x 3 6 ) 15 . 0 0 1 5 . 0 0 HS T pe r c o p y - - - - Dr a w i n g R e v i e w F e e - E l e c t r i c a l M a j o r 1, 8 0 0 . 0 0 1, 8 0 0 . 0 0 0. 0 0 % HS T pe r c o p y - - - - Dr a w i n g R e v i e w F e e - E l e c t r i c a l M i n o r 50 0 . 0 0 50 0 . 0 0 HS T pe r c o p y - - - - Dr a w i n g R e v i e w F e e - L a r g e E n g i n e e r D r a w i n g (2 4 x 3 6 ) 50 0 . 0 0 5 0 0 . 0 0 HS T pe r c o p y - - - - Dr a w i n g R e v i e w F e e - S u b d i v i s i o n 4, 5 0 0 . 0 0 4, 5 0 0 . 0 0 HS T pe r c o p y - - - - Ea s e m e n t R e s e a r c h R e q u e s t 10 0 . 0 0 10 0 . 0 0 HS T pe r c o p y - - - - Ma p s LR I S M a p s ( s c r e e n s h o t p r i n t e d f r o m L R I S ) 2. 0 0 2. 0 0 HS T pe r c o p y - - - - Ti l l s o n b u r g M a p fr e e d i g i t a l do w n l o a d fr e e d i g i t a l do w n l o a d Ur b a n A i r p h o t o M a p s - 2 4 " x 3 6 " 20 . 0 0 20 . 0 0 HS T pe r c o p y - - - - Ur b a n A i r p h o t o M a p s - 3 6 " x 4 8 " 25 . 0 0 25 . 0 0 HS T pe r c o p y - - - - Ur b a n S u b d i v i s i o n S t a t u s M a p s ( 1 1 x 1 7 ) 3. 0 0 3. 0 0 HS T pe r c o p y - - - - Ur b a n Z o n i n g M a p s - 2 4 " x 3 6 " 15 . 0 0 15 . 0 0 0. 0 0 % HS T pe r c o p y - - - - Ur b a n Z o n i n g M a p s - 3 6 " x 4 8 " 20 . 0 0 20 . 0 0 0. 0 0 % HS T pe r c o p y - - - - $ - $ - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 2 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % Ch a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Mu s e u m Mu s e u m - A d m i s s i o n - A d u l t 5 . 3 1 5 . 3 1 HS T da i l y 33 1 - 1 , 7 5 8 1,758 - Mu s e u m - A d m i s s i o n - A n n u a l - F a m i l y R a t e 4 5 . 00 4 5 . 0 0 HS T ye a r l y 0 - - - - Mu s e u m - A d m i s s i o n - A n n u a l - I n d i v i d u a l 2 0 . 0 0 2 0 . 0 0 HS T ye a r l y 0 - - - - Mu s e u m - A d m i s s i o n - C h i l d 2 . 2 1 2 . 2 1 HS T da i l y 20 - 4 4 44 - Mu s e u m - A d m i s s i o n - F a m i l y R a t e 1 0 . 6 2 1 0 . 6 2 HS T da i l y 20 - 2 1 2 212 - Mu s e u m - A d m i s s i o n - G r o u p R a t e 4 . 0 0 4 . 0 0 HS T da i l y 24 0 - 9 6 0 960 - Mu s e u m - A d m i s s i o n - S e n i o r 4 . 4 2 4 . 4 2 HS T da i l y 50 0 - 2 , 2 1 0 2,210 - Mu s e u m - A d m i s s i o n - S t u d e n t 3 . 0 0 3 . 0 0 HS T da i l y 50 - 1 5 0 150 - Mu s e u m V o l u n t e e r - A d m i s s i o n - F r e e - - - - - - Free Mu s e u m - P e r m i s s i o n F e e s - P e r s o n a l U s e 2 .5 0 2 . 5 0 HS T ea c h 0 - - - - Mu s e u m - P e r m i s s i o n F e e s - P u b i c a t i o n U s e 5 . 5 0 5 . 5 0 HS T ea c h 0 - - - - Mu s e u m - R e n t a l s - A u d i o V i s u a l E q u i p m e n t - C o r p o r a t e - - 0 - - - Mu s e u m - R e n t a l s - P r o g r a m R o o m o r G r o u n d s & G a r d e n s - 25 - 5 0 p e o p l e 5 0 . 0 0 5 0 . 0 0 HS T ea c h 0 - - - - Mu s e u m - R e n t a l s - G r o u n d s & G a r d e n s - C o r p o r a t e 5 0 . 0 0 5 0 . 0 0 HS T ea c h 0 - - - - Mu s e u m - R e n t a l s - K i t c h e n 2 5 . 0 0 2 5 . 0 0 HS T ea c h 0 - - - - Mu s e u m - R e n t a l s - K i t c h e n - C o r p o r a t e 3 5 . 0 0 3 5 . 0 0 HS T ea c h 0 - - - - Mu s e u m - R e n t a l s - P r o g r a m R o o m 5 0 . 0 0 5 0 . 0 0 HS T ha l f d a y 0 - - - - Mu s e u m - R e n t a l s - P r o g r a m R o o m 7 5 . 0 0 7 5 . 0 0 HS T fu l l d a y 0 - - - - Mu s e u m - R e n t a l s - P r o g r a m R o o m - C o r p o r a t e 7 5. 0 0 7 5 . 0 0 HS T ha l f d a y 8 - 6 0 0 600 - Mu s e u m - R e n t a l s - P r o g r a m R o o m - C o r p o r a t e 1 0 0 .0 0 1 0 0 . 0 0 HS T fu l l d a y 1 - 1 0 0 100 - Mu s e u m - R e n t a l s - T o u r S u r c h a r g e - G r o u p s 1 0 0 - 1 5 0 1 0 0 . 0 0 1 0 0 . 0 0 HS T ea c h 0 - - - - Mu s e u m - R e n t a l s - T o u r S u r c h a r g e - G r o u p s 2 5 - 5 0 6 0 . 0 0 6 0 . 0 0 HS T ea c h 1 - 6 0 60 - Mu s e u m - R e n t a l s - T o u r S u r c h a r g e - G r o u p s 5 1 - 1 0 0 7 5 . 0 0 7 5 . 0 0 HS T ea c h 0 - - - - Mu s e u m - S e a s o n a l C h i l d r e n s P r o g r a m s 2 0 . 0 0 2 0 . 0 0 e a c h 15 0 - 3 , 0 0 0 3,000 - No longer including HST in rate Mu s e u m - S e a s o n a l C h i l d r e n s P r o g r a m s - 2 n d C h i l d 1 8 . 0 0 1 8 . 0 0 e a c h 10 - 1 8 0 180 - No longer including HST in rate Mu s e u m - S c h o o l P r o g r a m - p e r s t u d e n t ( 1 h o u r ) 2 . 5 0 2 . 5 0 e a c h 22 0 - 5 5 0 550 - No longer including HST in rate Mu s e u m - S c h o o l P r o g r a m - p e r s t u d e n t ( 2 h o u r s ) 3 . 5 0 3 . 5 0 e a c h 0 - - - - New Fee Mu s e u m - S p e c i a l E v e n t - A d u l t p r o g r a m - 5 . 0 0 HS T ea c h 0 - New Fee Mu s e u m - S p e c i a l E v e n t - A d u l t p r o g r a m 7 . 0 0 HS T ea c h 0 - New Fee Mu s e u m - S p e c i a l E v e n t - A d u l t p r o g r a m 1 0 . 0 0 HS T ea c h 23 1 1 5 New Fee Mu s e u m - S p e c i a l E v e n t - A d u l t p r o g r a m 10 . 0 0 1 2 . 0 0 HS T ea c h 0 2 . 0 0 - - - New Fee Mu s e u m - S l i d e S h o w P r e s e n t a t i o n s - O f f S i t e 4 0 . 0 0 4 0 . 0 0 HS T ea c h 0 - - - - Mu s e u m - S l i d e S h o w P r e s e n t a t i o n s - O n S i t e 3 0 . 0 0 3 0 . 0 0 HS T ea c h 0 - - - - Mu s e u m - A d m i s s i o n - P r a t t G a l l e r y o n l y 2 . 5 0 2 . 5 0 HS T ea c h 23 - 5 8 58 - Mu s e u m - S p e c i a l E v e n t - L u n c h & L e a r n S e r i e s P a s s 7 0 . 0 0 7 0 . 0 0 HS T 5 5 - 3 , 8 5 0 3,850 - Mu s e u m - S p e c i a l E v e n t - L u n c h & L e a r n - S i n g l e P a s s 2 0 . 0 0 2 0 . 0 0 HS T 1 0 0 - 2 , 0 0 0 2,000 - Mu s e u m - S p e c i a l E v e n t - W o m e n ' s D a y L u n c h e o n 3 0 . 0 0 3 0 . 0 0 HS T 3 0 - 9 0 0 900 - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 3 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % Ch a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Mu s e u m - S p e c i a l E v e n t T e a 1 5 . 0 0 1 5 . 0 0 HS T 3 2 - 4 8 0 480 - Mu s e u m - S p e c i a l E v e n t - D i n n e r 5 5 . 0 0 5 5 . 0 0 HS T pe r e v e n t 0 - - - - Mu s e u m - S p e c i a l E v e n t - P e r f o r m a n c e 4 0 . 0 0 4 0 . 0 0 HS T 1 5 6 - 6 , 2 4 0 6,240 - New Fee Wo r k s h o p s 3 5 . 0 0 3 5 . 0 0 HS T pe r e v e n t 0 - - - - Wo r k s h o p s 5 5 . 0 0 5 5 . 0 0 HS T pe r e v e n t da y 0 - - - - Wo r k s h o p s 7 5 . 0 0 7 5 . 0 0 HS T pe r e v e n t da y 0 - - - - Wo r k s h o p s 1 0 0 . 0 0 1 0 0 . 0 0 HS T pe r e v e n t da y 0 - - - - Sh o w T i c k e t s 4 5 . 0 0 4 5 . 0 0 HS T fl a t f e e 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 2 0 . 0 0 20 . 0 0 H S T 4 0 - 8 0 0 800 - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 2 5 . 0 0 25 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 3 0 . 0 0 30 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 3 5 . 0 0 35 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 4 0 . 0 0 40 . 0 0 H S T 2 4 - 9 6 0 960 - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 4 5 . 0 0 45 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 5 0 . 0 0 50 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 6 0 . 0 0 60 . 0 0 H S T 2 8 - 1 , 6 8 0 1,680 - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 6 5 . 0 0 65 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 7 0 . 0 0 70 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 7 5 . 0 0 75 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 8 0 . 0 0 80 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 8 5 . 0 0 85 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 9 0 . 0 0 90 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 9 5 . 0 0 95 . 0 0 H S T 0 - - - - Mu s e u m - C u l t u r e T i l l s o n b u r g E v e n t T i c k e t 1 0 0 . 0 0 10 0 . 0 0 H S T 0 - - - - 26,792 $ 26,907 $ -$ H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 4 Ite m 20 1 5 Bu r i a l F e e 20 1 5 P e r p e t u a l Ca r e F e e 20 1 5 F e e 20 1 6 Bu r i a l F e e 20 1 6 P e r p e t u a l Ca r e F e e P r o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 2 0 1 5 Oc c u r r e n c e s Rate Variance Current Year Revenue 2016 Revenue 2016 Budget Impact Notes In t e r m e n t R i g h t s P e r p e t u a l c a r e f e e s r e g u l a t e d b y t h e P r o v i n c e Gr a v e 1 0 x 4 3 9 7 . 3 5 2 6 4 . 9 1 6 6 2 . 2 6 4 0 5 . 3 0 2 7 0 . 2 0 6 7 5 . 5 0 2 % H S T g r a v e 2 2 1 3 . 2 5 1 4 , 5 6 9 . 6 4 14,861.03 291.39 All perpetual care fees regulated by the Province In f a n t G r a v e 3 X 3 1 3 2 . 4 5 8 8 . 2 9 2 2 0 . 7 4 1 3 5 . 1 0 9 0 . 0 6 2 2 5 . 1 6 2 % H S T g r a v e 0 4 . 4 1 - - - Cr e m a t i o n G r a v e 3 x 3 3 1 8 . 2 7 2 1 2 . 1 8 5 3 0 . 4 5 3 2 4 . 6 3 2 1 6 . 4 2 5 4 1 . 0 6 2 % H S T g r a v e 3 1 0 . 6 1 1 , 5 9 1 . 3 4 1,623.17 31.83 Co l u m b a r i u m N i c h e 1 , 5 4 0 . 9 8 2 7 9 . 7 2 1 , 8 2 0 . 7 0 1 , 5 7 1 . 8 0 2 8 5 . 3 2 1 , 8 5 7 . 1 1 2 % H S T n i c h e 1 5 3 6 . 4 1 2 7 , 3 1 0 . 5 0 27,856.71 546.21 Ce m e t e r y S e r v i c e s - - Ce m e t e r i e s R e g u l a t i o n U n i t b u r i a l an d c r e m a t i o n l i c e n s e 1 2 . 0 0 1 2 . 0 0 1 2 . 0 0 1 2 . 0 0 0 % N O H S T i n t e r m e n t 1 2 0 - 1 , 4 4 0 . 0 0 1,440.00 - Set by the Province Co l u m b a r i u m N i c h e O p e n / C l o s e 2 4 7 . 5 4 2 4 7 . 5 4 2 5 2 . 4 9 2 5 2 . 4 9 2 % H S T e a c h 2 3 4 . 9 5 5 , 6 9 3 . 5 1 5,807.38 113.87 Ad u l t I n t e r m e n t 8 1 2 . 3 6 8 1 2 . 3 6 8 2 8 . 6 1 8 2 8 . 6 1 2 % H S T e a c h 4 5 1 6 . 2 5 3 6 , 5 5 6 . 1 4 37,287.26 731.12 Ch i l d / I n f a n t I n t e r m e n t 3 0 3 . 2 7 3 0 3 . 2 7 3 0 9 . 3 3 3 0 9 . 3 3 2 % H S T e a c h 1 6 . 0 7 3 0 3 . 2 7 309.33 6.07 (length is 5' or less) Cr e m a t e d R e m a i n s I n t e r m e n t In f a n t 3 0 3 . 2 7 3 0 3 . 2 7 3 0 9 . 3 3 3 0 9 . 3 3 2 % H S T e a c h 0 6 . 0 7 - - - Cr e m a t e d R e m a i n s I n t e r m e n t Ad u l t 4 5 4 . 4 4 4 5 4 . 4 4 4 6 3 . 5 3 4 6 3 . 5 3 2 % H S T e a c h 4 3 9 . 0 9 1 9 , 5 4 0 . 9 5 19,931.76 390.82 St a t u t o r y H o l i d a y s - F u n e r a l F e e 2 6 7 . 9 0 2 6 7 . 9 0 2 7 3 . 2 6 2 7 3 . 2 6 2 % H S T e a c h 0 5 . 3 6 - - - Di s i n t e r m e n t / E x h u m a t i o n - Re l o c a t i o n i n S a m e C e m e t e r y - Ad u l t C a s k e t 2 , 0 9 7 . 1 4 2 , 0 9 7 . 1 4 2 , 1 3 9 . 0 9 2 , 1 3 9 . 0 9 2 % H S T e a c h 0 4 1 . 9 4 - - - Di s i n t e r m e n t / E x h u m a t i o n - Re l o c a t i o n i n S a m e C e m e t e r y - Ad u l t C a s k e t i n V a u l t 1 , 8 2 0 . 7 0 1 , 8 2 0 . 7 0 1 , 8 5 7 . 1 1 1 , 8 5 7 . 1 1 2 % H S T e a c h 0 3 6 . 4 1 - - - Di s i n t e r m e n t / E x h u m a t i o n - Re l o c a t i o n i n A n o t h e r C e m e t e r y - Ad u l t C a s k e t 1 , 8 7 6 . 3 9 1 , 8 7 6 . 3 9 1 , 9 1 3 . 9 2 1 , 9 1 3 . 9 2 2 % H S T e a c h 0 3 7 . 5 3 - - - Di s i n t e r m e n t / E x h u m a t i o n - Re l o c a t i o n i n A n o t h e r C e m e t e r y - Ad u l t C a s k e t i n V a u l t 1 , 6 0 2 . 0 6 1 , 6 0 2 . 0 6 1 , 6 3 4 . 1 0 1 , 6 3 4 . 1 0 2 % H S T e a c h 0 3 2 . 0 4 - - - Di s i n t e r m e n t / E x h u m a t i o n - C h i l d Ca s k e t 8 3 8 . 8 6 8 3 8 . 8 6 8 5 5 . 6 4 8 5 5 . 6 4 2 % H S T e a c h 0 1 6 . 7 8 - - - (length is 5' or less) Di s i n t e r m e n t / E x h u m a t i o n - Ch i l d / I n f a n t C r e m a i n s 3 0 3 . 2 7 3 0 3 . 2 7 3 0 9 . 3 3 3 0 9 . 3 3 2 % H S T e a c h 0 6 . 0 7 - - - Ma r k e r / F o u n d a t i o n S e r v i c e s Pr e p a r a t i o n o f F o u n d a t i o n s f o r Up r i g h t M o n u m e n t ( 5 ' d e p t h ) 1 7 . 6 9 1 7 . 6 9 1 8 . 0 4 1 8 . 0 4 2 % H S T p e r c u b i c f o o t 5 0 0 0 . 3 5 8 , 8 4 3 . 4 0 9,020.27 176.87 Se t t i n g V e t e r a n S t a n d i n g Mo n u m e n t 1 9 2 . 8 9 1 9 2 . 8 9 1 9 6 . 7 5 1 9 6 . 7 5 2 % H S T e a c h 0 3 . 8 6 - - - Ma r k e r S e t t i n g - m i n i m u m c h a r g e 1 6 5 . 0 3 1 6 5 . 0 3 1 6 8 . 3 3 1 6 8 . 3 3 2 % H S T e a c h 2 5 3 . 3 0 4 , 1 2 5 . 7 1 4,208.22 82.51 Ma r k e r S e t t i n g - n o c o n c r e t e 2 7 . 8 6 2 7 . 8 6 2 8 . 4 2 2 8 . 4 2 2 % H S T e a c h 0 . 5 6 - - - Ma r k e r S e t t i n g - 4 " C o n c r e t e Bo r d e r 8 2 . 5 1 8 2 . 5 1 8 4 . 1 6 8 4 . 1 6 2 % H S T e a c h 6 1 . 6 5 4 9 5 . 0 8 504.99 9.90 Ma r k e r S e t t i n g - 2 " F o u n d a t i o n w i t h Bo r d e r 1 6 6 . 1 0 1 6 6 . 1 0 1 6 9 . 4 2 1 6 9 . 4 2 2 % H S T e a c h 1 0 3 . 3 2 1 , 6 6 1 . 0 0 1,694.22 33.22 Mo n u m e n t C a r e & M a i n t e n a n c e Fla t M a r k e r s 5 0 . 0 0 5 0 . 0 0 5 0 . 0 0 5 0 . 0 0 2 % H S T e a c h 1 6 - 8 0 0 . 0 0 800.00 - Up r i g h t M a r k e r s U p t o 4 8 " 1 0 0 . 0 0 1 0 0 . 0 0 1 0 0 . 0 0 1 0 0 . 0 0 2 % H S T e a c h 1 5 - 1 , 5 0 0 . 0 0 1,500.00 - Up r i g h t M a r k e r s O v e r 4 8 " 2 0 0 . 0 0 2 0 0 . 0 0 2 0 0 . 0 0 2 0 0 . 0 0 2 % H S T e a c h 1 0 - 2 , 0 0 0 . 0 0 2,000.00 - Ot h e r F e e s & S e r v i c e s 2% Tr a n s f e r F e e / R e p l a c e m e n t - In t e r m e n t R i g h t s C e r t i f i c a t e 3 7 . 5 1 3 7 . 5 1 3 8 . 2 6 3 8 . 2 6 2 % H S T e a c h 1 0 0 . 7 5 3 7 5 . 0 6 382.57 7.50 Flo w e r C a m p a i g n 1 0 0 . 0 0 1 0 0 . 0 0 1 0 0 . 0 0 1 0 0 . 0 0 2 % H S T b a s k e t 8 5 - 8 , 5 0 0 . 0 0 8,500.00 - Wr e a t h C a m p a i g n 6 0 . 0 0 6 0 . 0 0 6 0 . 0 0 6 0 . 0 0 2 % H S T w r e a t h 1 5 - 9 0 0 . 0 0 900.00 - 136,206 138,627 2,421 H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o r t \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 5 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Ut i l i t y N S F C h e q u e F e e $ 2 0 . 0 0 $ 2 0 . 0 0 0 . 0 0 % e a c h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - A c c o u n t S e t U p F e e $ 3 0 . 0 0 $ 3 0 . 0 0 0 . 0 0 % p l u s H S T ea c h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - A f t e r H o u r R e c o n n e c t $ 1 8 5 . 0 0 $ 1 8 5 . 0 0 0 . 0 0 % p l u s H S T e a c h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - D u r i n g H o u r s R e c o n n e c t $ 6 5 . 0 0 $ 6 5 . 0 0 0 . 0 0 % p l u s H S T e a c h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - I n t e r v a l M e t e r $ 1 , 1 0 0 . 0 0 $ 1 , 1 0 0 . 0 0 0 . 0 0 % p l u s H ST e a c h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - S p e c i a l M e t e r R e a d i n g $ 3 0 . 0 0 $ 3 0 . 0 0 0 . 0 0 % p l u s H S T e a c h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - M i s c e l l a n e o u s M a t e r i a l s M a r k U p $ 0 . 2 5 $ 0 . 2 5 0 . 00 % p l u s H S T % - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - P o l e R e n t a l - 3 0 f t $ 1 . 5 0 $ 1 . 5 0 0 . 0 0 % p l u s H S T m on t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - P o l e R e n t a l - 3 5 f t $ 2 . 2 5 $ 2 . 2 5 0 . 0 0 % p l u s H S T m on t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - S e n t i n a l L i g h t R e n t a l - 1 5 0 W $ 3 . 7 5 $ 3 . 7 5 0 . 0 0 % p l u s H S T m o n t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - S e n t i n a l L i g h t R e n t a l - 1 7 5 W $ 3 . 7 5 $ 3 . 7 5 0 . 0 0 % p l u s H S T m o n t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - S e n t i n a l L i g h t R e n t a l - 2 5 0 W $ 4 . 0 0 $ 4 . 0 0 0 . 0 0 % p l u s H S T m o n t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - S e n t i n a l L i g h t R e n t a l - 4 0 0 W $ 4 . 0 0 $ 4 . 0 0 0 . 0 0 % p l u s H S T m o n t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - S e n t i n a l L i g h t R e n t a l - 7 0 W $ 3 . 5 0 $ 3 . 5 0 0 . 0 0 % pl u s H S T m o n t h - - - - Changes to rates must be approved by the THI Board of Directors or OEB Ut i l i t y - G e n e r a t o r ( 1 0 0 W ) 1 2 2 / 2 0 8 $ 3 0 0 . 0 0 $ 3 0 0 . 0 0 0 . 0 0 % p l u s H S T p e r d a y - - - - Ut i l i t y - G e n e r a t o r ( 1 2 5 W ) 3 4 7 / 6 0 0 $ 4 0 0 . 0 0 $ 4 0 0 . 0 0 0 . 0 0 % p l u s H S T p e r d a y - - - - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 6 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Ut i l i t y - L a b o u r $4 3 . 1 0 $ 4 3 . 8 5 1 . 7 4 % p l u s H S T h o u r 0 . 7 5 - - - Ut i l i t y - T r u c k C h a r g e s - # 2 6 $ 1 5 . 0 0 $ 1 5 . 0 0 0 . 0 0 % p l u s H S T h o u r - - - - Ut i l i t y - T r u c k C h a r g e s - # 3 0 $ 1 5 . 0 0 $ 1 5 . 0 0 0 . 0 0 % p l u s H S T h o u r - - - - Ut i l i t y - T r u c k C h a r g e s - # 4 1 $ 1 8 . 0 0 $ 2 0 . 0 0 1 1 . 1 1 % p l u s H ST h o u r 2 . 0 0 - - - Ut i l i t y - T r u c k C h a r g e s - # 6 5 $ 3 5 . 0 0 $ 6 5 . 0 0 8 5 . 7 1 % p l u s H ST h o u r 3 0 . 0 0 - - - Ut i l i t y - T r u c k C h a r g e s - # 6 6 $ 3 5 . 0 0 $ 6 5 . 0 0 8 5 . 7 1 % p l u s H ST h o u r 3 0 . 0 0 - - - Ut i l i t y - T r u c k C h a r g e s - # 6 8 $ 3 5 . 0 0 $ 7 5 . 0 0 1 1 4 . 2 9 % p l u s HS T h o u r 4 0 . 0 0 - - - Ut i l i t y - T r u c k C h a r g e s - # 7 4 $6 5 . 0 0 p l u s H S T h o u r - - - - Ut i l i t y - T r u c k C h a r g e s - # 2 2 $ 1 5 . 0 0 $ 1 5 . 0 0 0 . 0 0 % p l u s H S T h o u r - - - - Ut i l i t y - T r u c k C h a r g e s - # 2 8 $ 1 5 . 0 0 $ 1 5 . 0 0 0 . 0 0 % p l u s H S T h o u r - - - - Ut i l i t y - T r u c k C h a r g e s - # 4 4 $ 1 8 . 0 0 $ 2 5 . 0 0 3 8 . 8 9 % p l u s H ST h o u r 7 . 0 0 - - - Ut i l i t y - T r u c k C h a r g e s - # 4 5 $ 1 5 . 0 0 $ 1 5 . 0 0 0 . 0 0 % p l u s H S T h o u r - - - - Ut i l i t y - T r u c k C h a r g e s - # 8 6 $ 3 5 . 0 0 $ 3 5 . 0 0 0 . 0 0 % p l u s H S T h o u r - - - - Ut i l i t y - S e w e r C a m e r a J o b ( f l a t r a t e / j o b ) $ 5 0 . 0 0 $ 5 0 . 0 0 0 . 0 0 % p l u s H S T f l a t r a t e - - - - Ut i l i t y - W a t e r H e a t e r R e n t a l - 4 0 g a l . $ 7 . 0 0 $ 8 . 0 0 1 4 . 2 9% p l u s H S T m o n t h 1 . 0 0 - - - Ut i l i t y - W a t e r H e a t e r R e n t a l - 6 0 g a l $ 8 . 0 0 $ 9 . 0 0 1 2 . 5 0 % p l u s H S T m o n t h 1 . 0 0 - - - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 7 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Wa t e r P e r m i t N o n - M e t e r e d C o n d o $ 1 0 . 0 0 $ 1 0 . 0 0 0 . 0 0 % e a c h - - - - County approved Wa t e r P e r m i t N o n - M e t e r e d R e s i d e n t i a l $ 2 5 . 0 0 $ 2 5 . 0 0 0 . 0 0% e a c h - - - - County approved Wa t e r V i o l a t i o n $7 5 . 0 0 $ 7 5 . 0 0 0 . 0 0 % e a c h - - - - County approved Wa t e r / W a s t e w a t e r C o l l e c t i o n F e e $ 1 5 . 0 0 $ 1 5 . 0 0 0 . 0 0 % - - - - County approved $ - $ - $ - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 8 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes Ro a d s - L a b o u r $3 6 . 4 1 $ 3 6 . 4 1 p l u s H S T p e r h o u r - - - - Ro a d s - L a b o u r O v e r t i m e $ 5 0 . 7 2 $ 5 0 . 7 2 p l u s H S T p e r h o u r - - - - Ro a d s - L a b o u r D o u b l e T i m e $ 6 5 . 0 3 $ 6 5 . 0 3 p l u s H S T p e r h o u r - - - - 1/ 2 T o n P i c k u p T r u c k $ 1 5 . 0 0 $ 1 5 . 0 0 p l u s H S T p e r h o u r - - - - 1- T o n T r u c k $2 5 . 0 0 $ 2 5 . 0 0 p l u s H S T p e r h o u r - - - - Si n g l e A x l e D u m p T r u c k $ 8 0 . 0 0 $ 8 0 . 0 0 p l u s H S T p e r h o u r - - - - W i t h P l o w & W i n g $ 1 0 . 0 0 $ 1 0 . 0 0 p l u s H S T p e r h ou r - - - - W i t h S a n d e r / S a l t e r $ 1 9 . 0 0 $ 1 9 . 0 0 p l u s H S T p e r h o u r - - - - W i t h P l o w , W i n g & S a n d e r / S a l t e r $ 2 9 . 0 0 $ 2 9 . 00 p l u s H S T p e r h o u r - - - - W i t h A n t i - I c i n g S y s t e m $ 3 . 5 0 $ 3 . 5 0 p l u s H S T p er h o u r - - - - Fr o n t E n d L o a d e r $5 0 . 0 0 $ 5 0 . 0 0 p l u s H S T p e r h o u r - - - - W i t h P l o w B l a d e $ 5 . 0 0 $ 5 . 0 0 p l u s H S T p e r h o u r - - - - W i t h S n o w b l o w e r $ 1 8 0 . 0 0 $ 1 8 0 . 0 0 pl u s H S T pe r h o u r - - - - Gr a d e r $7 5 . 0 0 $ 7 5 . 0 0 p l u s H S T p e r h o u r - - - - St r e e t S w e e p e r $6 5 . 0 0 $ 6 5 . 0 0 pl u s H S T pe r h o u r - - - - Tr a c k l e s s T r a c t o r $4 5 . 0 0 $ 4 5 . 0 0 p l u s H S T p e r h o u r - - - - W i t h P l o w $5 . 0 0 $ 5 . 0 0 p l u s H S T p e r h o u r - - - - W i t h S a n d e r $3 . 0 0 $ 3 . 0 0 p l u s H S T p e r h o u r - - - - W i t h S n o w b l o w e r $ 1 3 . 0 0 $ 1 3 . 0 0 p l u s H S T p e r h o ur - - - - W i t h P l o w \ W i n g & S a n d e r $ 8 . 0 0 $ 8 . 0 0 p l u s H S T pe r h o u r - - - - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 11 9 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e T a x U n i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e Current Year Revenue 2016 Revenue 2016 Budget Impact Notes W i t h S n o w b l o w e r & S a n d e r $ 1 6 . 0 0 $ 1 6 . 0 0 p l u s HS T p e r h o u r - - - - W i t h A n g l e B r o o m $ 7 . 0 0 $ 7 . 0 0 p l u s H S T p e r h o u r - - - - W i t h F l a i l M o w e r $ 6 . 0 0 $ 6 . 0 0 p l u s H S T p e r h o u r - - - - W i t h L e a f L o a d e r $ 8 5 . 0 0 $ 8 5 . 0 0 p l u s H S T p e r h ou r - - - - W i t h C o l d P l a n e r $ 3 5 . 0 0 $ 3 5 . 0 0 p l u s H S T p e r h ou r - - - - Li n e S t r i p e r $1 1 . 0 0 $ 1 1 . 0 0 p l u s H S T p e r h o u r - - - - Se w e r R o d d e r $9 0 . 0 0 $ 9 0 . 0 0 p l u s H S T p e r h o u r - - - - Wo o d C h i p p e r $6 5 . 0 0 $ 6 5 . 0 0 p l u s H S T p e r h o u r - - - - Ze r o R a d i u s M o w e r $ 2 5 . 0 0 $ 2 5 . 0 0 p l u s H S T p e r h o u r - - - - Po r t a b l e P u m p $3 5 . 0 0 $ 3 5 . 0 0 p l u s H S T p e r h o u r - - - - Wa l k B e h i n d S n o w b l o w e r $ 2 . 0 0 $ 2 . 0 0 p l u s H S T p e r h o u r - - - - Wa l k B e h i n d P u s h M o w e r $ 2 . 0 0 $ 2 . 0 0 p l u s H S T p e r h o u r - - - - Ch a i n s a w $2 . 5 0 $ 2 . 5 0 p l u s H S T p e r h o u r - - - - Tr i m m e r $2 . 0 0 $ 2 . 0 0 p l u s H S T p e r h o u r - - - - Sm a l l G e n e r a t o r $9 . 0 0 $ 9 . 0 0 p l u s H S T p e r h o u r - - - - Ut i l i t y T r a i l e r $6 . 5 0 $ 6 . 5 0 p l u s H S T p e r h o u r - - - - - - - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 12 0 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Ye a r R e v e n u e 2 0 1 6 R e v e n u e 2016 Budget Impact Notes Ba g T a g s $2 . 0 0 $ 2 . 0 0 0. 0 0 % no n e - - - - County approved Bl u e B o x ( a p p a r t m e n t ) $ 3 . 5 0 $ 3 . 5 0 0. 0 0 % no n e - - - - County approved Bl u e B o x ( M i d s i z e ) $ 4 . 5 0 $ 4 . 5 0 0. 0 0 % no n e - - - - County approved Bl u e B o x ( l a r g e ) $ 5 . 5 0 $ 5 . 5 0 0. 0 0 % no n e - - - - County approved Bl u e B o x L i d $1 . 5 0 $ 1 . 5 0 0. 0 0 % no n e - - - - County approved Co m p o s t e r $1 0 . 0 0 $ 1 0 . 0 0 0. 0 0 % no n e - - - - County approved Ra i n b a r r e l s $ 4 5 . 0 0 $ 4 5 . 0 0 0. 0 0 % no n e - - - - County approved Fi n e - a l l o w o r p e r m i t a n a n i m a l t o tr e s p a s s o n p r i v a t e p r o p e r t y 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l t o e n s u r e t h a t t h e a n i m a l en c l o s u r e i s k e p t f r e e o f o f f e n s i v e o d o u r 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l t o e n s u r e t h a t t h e a n i m a l en c l o s u r e i s k e p t i n a c l e a n a n d s a n i t a r y co n d i t i o n 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l t o e n s u r e t h a t t h e n a t u r e a n d co n d i t i o n o f t h e a n i m a l e n c l o s u r e a r e su c h t h a t t h e a n i m a l w o u l d n o t b e ha r m e d a n d i t s h e a l t h w o u l d n o t b e ne g a t i v e l y a f f e c t e d 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l t o e n s u r e t h e a n i m a l en c l o s u r e i s s u c h t h a t t h e a n i m a l c a n b e re a d i l y o b s e r v e d u n l e s s t h e n a t u r a l ha b i t s o f t h e a n i m a l r e q u i r e o t h e r w i s e 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l t o k e e p d o g l i c e n s e f i x e d o n do g / c a t 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l t o n o t i f y l i c e n s e i s s u e r u p o n sa l e o f p u p p y / k i t t e n 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l t o o b t a i n d o g / c a t l i c e n s e 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l t o p r e v e n t a n a n i m a l f r o m ru n n i n g a t l a r g e 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l t o p r o v i d e a n i m a l w i t h b a s i c ne c e s s i t i e s 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l t o r e m o v e o r d i s p o s e o f a n i m a l ex c r e m e n t f o r t h w i t h 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l t o r e n e w d o g / c a t l i c e n s e 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l i n g t o m u z z l e p o t e n t i a l l y da n g e r o u s d o g o r d a n g e r o u s d o g 3 0 5 . 0 0 3 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l i n g t o r e s t r a i n d o g f r o m ca u s i n g n o i s e 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 12 1 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Ye a r R e v e n u e 2 0 1 6 R e v e n u e 2016 Budget Impact Notes Fi n e - f a i l i n g t o r e s t r a i n p o t e n t i a l l y da n g e r o u s d o g o r d a n g e r o u s d o g 3 0 5 . 0 0 3 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l u r e t o c o m p l y w i t h c o n d i t i o n s of m u z z l e o r d e r 3 0 5 . 0 0 3 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l u r e t o e n s u r e t h a t t h e a n i m a l en c l o s u r e f o r e v e r y re p t i l e / f i s h / a m p h i b i a n h a s a n e n c l o s e d sp a c e a d a q u a t e f o r t h e n e e d s o f t h e sp e c i e s 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l u r e t o e n s u r e t h a t t h e a n i m a l en c l o s u r e i s e s c a p e - p r o o f 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l u r e t o e n s u r e t h a t t h e a n i m a l en c l o s u r e i s o f a s i z e / i n c o n d i t i o n s u c h th a t t h e a n i m a l m a y e x t e n d i t s l e f s , w i n g s an d b o d y t o t h e i r f u l l e x t e n t , s t a n d s i t a n d pe r c h 3 0 0 . 0 0 3 0 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l u r e t o n o t i f y c h a n g e o f ow n e r s h i p o f p o t e n t i a l l y d a n g e r o u s d o g or d a n g e r o u s d o g 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f a i l u r e t o p o s t s i g n 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - F a i l u r e t o s t o r e f e e d i n a r o d e n t - pr o o f c o n t a i n e r 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - f o r c i b l y t r y i n g t o r e t r i e v e d o g o r c a t fr o m p o u n d k e e p e r o r p r e m i s e s o f p o u n d ke e p e r 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - H a r b o u r i n g m o r e t h a n t h r e e d o g s 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - H a r b o u r i n g m o r e t h a n t w o c a t s 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - h a v e d o g o n l e a s h e x c e e d i n g t w o me t r e s 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - K e e p a n i m a l i n u n s a n i t a r y co n d i t i o n s 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - K e e p i n g m o r e t h a n t e n p i d g e o n s 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - K e e p i n g p r o h i b i t e d a n i m a l s 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - k e e p i n g p r o h i b i t e d a n i m a l s - ag r i c u l t u r a l l a n d s 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - O f f e r i n g f o r s a l e , s e l l i n g , m a k i n g av a i l a b l e 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - o p e r a t e a k e n n e l w i t h o u t a l i c e n s e 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 12 2 It e m 2 0 1 5 F e e Pr o p o s e d 20 1 6 F e e % C h a n g e Ta x Un i t Pr o j e c t e d 20 1 5 Oc c u r r e n c e s R a t e V a r i a n c e C u r r e n t Ye a r R e v e n u e 2 0 1 6 R e v e n u e 2016 Budget Impact Notes Fi n e - r e s t r a i n i n g p o t e n t i a l l y d a n g e r o u s do g o r d a n g e r o u s d o g e x c e e d i n g t w o fe e t i n l e n g t h 3 0 5 . 0 0 3 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - r e t r i e v e a d o g a n d o r c a t f r o m po u n d k e e p e r w i t h o u t p a y i n g f e e s 1 5 0 . 0 0 1 5 0 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. Fi n e - u n l a w f u l l y t r a n s f e r r e d d o g / c a t t a g 1 0 5 . 0 0 1 0 5 . 0 0 0. 0 0 % no n e pe r i n f r a c t i o n - - - - Fines set by province, approved by Justice of the Peace, not contained in bylaw. AG C O R e q u i r e d L i c e n c e s 0. 0 0 % ea c h - - - - Alcohol & Gaming Commission of Ontario (AODA) Sp e c i a l S a l e s L i c e n s e $ 1 p e r t h o u s a n d $ 1 p e r th o u s a n d 0. 0 0 % no n e e a c h Alcohol and Gaming Commission 50 / 5 0 R a f f l e 3 % w i t h m i n . o f $2 5 3 % w i t h m i n . of $ 2 5 0. 0 0 % no n e e a c h Alcohol and Gaming Commission B a z a a r $ 1 0 p e r w h e e l , 3 wh e e l s m a x $ 1 0 p e r wh e e l , 3 wh e e l s m a x 0. 0 0 % no n e e a c h Alcohol and Gaming Commission B a z a a r / B i n g o 2 p e r c e n t 2 p e r c e n t 0. 0 0 % no n e e a c h Alcohol and Gaming Commission B a z a a r / R a f f l e 3 % u p t o $ 5 0 0 0 3 % u p t o $5 0 0 0 0. 0 0 % no n e e a c h Alcohol and Gaming Commission B i n g o O n l y 2 p e r c e n t u p t o $5 5 0 0 2 p e r c e n t u p to $ 5 5 0 0 0. 0 0 % no n e e a c h Alcohol and Gaming Commission N e v a d a @ o t h e r l o c a t i o n 3 % x # o f u n i t s X to t a l p r i z e / u n i t 3 % x # o f un i t s X t o t a l pr i z e / u n i t 0. 0 0 % no n e e a c h Alcohol and Gaming Commission N e v a d a @ o w n l o c a t i o n 2 % x # o f u n i t s X to t a l p r i z e / u n i t 2 % x # o f un i t s X t o t a l pr i z e / u n i t 0. 0 0 % no n e Alcohol and Gaming Commission Po l i c e Ac c i d e n t P h o t o s a n d V i d e o 3 7 . 3 9 3 7 . 3 9 0. 0 0 % HS T pe r c o p y - - - - Bi k e l i c e n s e f e e 5 . 0 0 5 . 0 0 0 . 0 0 % E x e m p t pe r li c e n s e - - - - Es c o r t f e e s 6 0 . 6 2 7 3 . 6 0 21 . 4 1 % HS T pe r h o u r 12 . 9 8 - - - $60.62 pd duty admin Es c o r t f e e s 2 5 . 0 0 2 8 . 2 5 13 . 0 0 % HS T 3. 2 5 - - - $25 per hr vehicle usage Fi n g e r p r i n t s 2 3 . 4 5 5 1 . 5 0 11 9 . 6 2 % HS T pe r s e t 28 . 0 5 - - - Oc c u r a n c e R e p o r t 3 7 . 3 9 4 2 . 2 5 13 . 0 0 % HS T pe r c o p y 4. 8 6 - - - Po l i c e S e c u r i t y C h e c k s 3 0 . 0 0 2 5 . 0 0 -1 6 . 6 7 % no n e ea c h (5 . 0 0 ) - - - Te c h n i c a l T r a f f i c C o l l i s i o n r e p o r t 5 0 0 . 0 0 5 6 5 . 0 0 13 . 0 0 % HS T pe r c o p y 65 . 0 0 - - - Wi t n e s s s t a t e m e n t s 3 7 . 3 9 4 2 . 2 5 13 . 0 0 % HS T pe r c o p y 4. 8 6 - - - H: \ F i n a n c e \ F i n a n c i a l P l a n s \ 2 0 1 6 \ 2 0 1 6 B u s i n e s s S u p p o rt \ S c h e d u l e A 2 0 1 6 R a t e s & F e e s . x l s x 1 1 / 1 1 / 2 0 1 5 12 3 THE CORPORATION OF THE TOWN OF TILLSONBURG ADMINISTRATIVE POLICY RECREATION, CULTURE & PARKS PRICING POLICY APPROVAL DATE: REVISION DATE: Page 1 of 6 SCHEDULE RECREATION, CULTURE & PARKS PRICING POLICY Policy Statement The Recreation, Culture and Parks provide a variety of recreation, leisure, and sporting opportunities for the residents of the Town of Tillsonburg and surrounding areas. These services enable users to lead an active and healthy lifestyle which benefits both individuals and the community. A user fee policy provides a balanced approach for establishing fees in consideration of the following objectives: • Reducing reliance on property taxes, by recovering an appropriate portion of the costs for various services from the users that benefit from them; • Providing a fair and equitable process that encourages accessibility and participation; and • Ensuring fees contribute to the effective and efficient use of town resources. The policy provides enough flexibility to meet evolving social values and changing fiscal pressures. Purpose The purpose of this policy is to: 1. Provide clear and consistent procedures for establishing user fees for Recreation, Culture and Parks programs and services; 2. Outline the fee approval process, whereby: • All user fees shall be reviewed and set annually; • Base user fees shall be approved by Council; and • Updated user fees shall be posted on Town’s website. Authority Council shall: a) Approve budget targets; and, b) Approve base fees. Director of Recreation, Culture and Parks shall: a) Provide Council with budget targets and develop the Department’s budget; b) Ensure compliance with the fee policy; c) Review and recommend to Council any changes or amendments to the fee policy; d) Review and recommend to Council all base fees; and e) Analyze and evaluate all proposed base fees. Recreation, Culture & Parks Staff shall: 124 THE CORPORATION OF THE TOWN OF TILLSONBURG ADMINISTRATIVE POLICY RECREATION, CULTURE & PARKS PRICING POLICY APPROVAL DATE: REVISION DATE: Page 2 of 6 SCHEDULE a) Ensure compliance with the Rates & Fees policy; b) Propose base fees for new programs and services; and, c) Participate in regular reviews of base fees. POLICY Setting Fees Various strategies will be used to guide pricing decisions. The following protocols will be used to determine fees 1. Establish the base rate through considering: • Input costs to provide the service, facility or program; • Competitive rates in comparison to other municipalities and service providers; and, • Inflationary increases (regular incremental increases). The comparators’ data will be reviewed every two years. The comparators will be reviewed every five years while the rates will be reviewed every year. Note: Rates approved annually through the Rates and Fees Bylaw with specific percentage increases may be rounded for advertising and administration purposes. 2. Apply reductions to the base rate using: • Incentive rates; • Reductions for certain user categories; • Special rates for special occasions • Volunteering a) Incentive Rates i. Reductions For Rentals  Arena Rentals - 25% reduction 6am-5pm Monday through Friday  Facility Rentals – 25% reduction to customers booking two or more events at the base rate at the same time.  Partnership in profit sharing - up to 40% reduction to bookings at the base rate when profit sharing becomes an opportunity, i.e. from a portion of admission receipts. ii. Promotional Rates – promotional rates discounted up to 25%, may be applied to increase participation, encourage registration in new programs, promote active & healthy lifestyles and/or increase sale of memberships. iii. Advertising packages - up to 25% reduction off arena board and sports field fence advertising may be applied if multiple locations are secured at the same time. 125 THE CORPORATION OF THE TOWN OF TILLSONBURG ADMINISTRATIVE POLICY RECREATION, CULTURE & PARKS PRICING POLICY APPROVAL DATE: REVISION DATE: Page 3 of 6 SCHEDULE b) User Category Reductions Certain categories of users may be granted reductions on selected qualifying programs, services and/or facility rentals. i. Adult – Base Rate: no reduction ii. Child/Youth Rate – 30% reduction if additional child registered iii. Toddler rate - 100% Reduction (Lake Lisgar Waterpark 5 years & under) iv. User Groups – Base Rate- no reduction v. Registered Non-Profit- 25% reduction to base rate for a fundraising event (not including hourly rate) vi. Designated Minor Sports • Tillsonburg Minor Hockey Inc. • Tillsonburg Skating Club • Tillsonburg Ringette • Tillsonburg Minor Ball Inc. • Southwestern Aquatics vii. Advertising in Leisure Guide may be provided free to Town Departments & initiatives; viii. Advertising in the Leisure Guide is discounted by 50% for specific Town Partners: • Station Arts Centre/Tillsonburg & District Arts & Crafts Guild • Tillsonburg Senior Centre • Oxford County including Oxford County Library • Theatre Tillsonburg • Discover Tillsonburg • Tourism Oxford • Oxford Creative Connections Inc. • United Way Oxford ix. Should an individual or company rent the Museum’s program room or grounds, they may book the historic house to be open for their guests to tour. A tour surcharge will be added to the rental fee in the following manner: • 25-50 guests - $50.00 • 50-100 guests - $60.00 • 100-150 guests - $75.00 c) Special Rates For Special Occasions Special rates for services and programs that promote physical, leisure and cultural activity for persons of all ages and abilities may be assessed a 126 THE CORPORATION OF THE TOWN OF TILLSONBURG ADMINISTRATIVE POLICY RECREATION, CULTURE & PARKS PRICING POLICY APPROVAL DATE: REVISION DATE: Page 4 of 6 SCHEDULE reduction on special occasions. (e.g. Canada Day, Waterpark ½ price days, etc.) d) Museum Volunteers Active Museum volunteers and members in good standing of the Tillsonburg & District Historical Society receive free admission to the Museum. This applies only to volunteers and members, not their families and/or guests. 3. Apply additional fees for user specific services and surcharges as applicable by using: • Extra fees • Premiums a) Extra Fees Additional fees that represent the incremental cost of supplies and staff time shall be applied for programs, rentals, and services that require extra care and attention beyond what is provided at the base rate. (e.g. set-up or clean-up for special events or tournaments, insurance) b) Premiums Premiums may be added to cover additional costs associated with facility bookings or services at certain times of the year. The premiums shall be added to the base rate and shall not be subject to any reductions: i. Statutory Holidays – Additional 50% of base rate (not including hourly rate) Donations a) Requests for Donations Non-profit organizations requesting donations from the RCP Department for use as fundraisers may be provided with seasonal passes to the LLWP. b) Donations of or for Capital Improvements Donations of or for capital improvements received from any organization may result in the donor organization receiving a credit towards facility rental costs. The timing and value of the credit will be determined on a case by case basis by the Director of Recreation, Culture & Parks to reflect the value of the donation to the entire user base and the greater public good. 127 THE CORPORATION OF THE TOWN OF TILLSONBURG ADMINISTRATIVE POLICY RECREATION, CULTURE & PARKS PRICING POLICY APPROVAL DATE: REVISION DATE: Page 5 of 6 SCHEDULE c) Donations of Equipment Donations of equipment received from any organization may result in the donor organization receiving a credit towards facility rental costs. The timing and value of the credit will be determined on a case by case basis by the Director of Recreation, Culture & Parks to reflect the value of the donation to the entire user base and the greater public good. d) Donations for Program Subsidies Grants received from any organization may result in the donor organization receiving a credit towards facility rental costs. e) Donations to the Museum The Museum, through the Town of Tillsonburg Finance Department, issues tax receipts for monetary donations to both the Museum’s general donation account and the Annandale House Trust Account. The Museum, through the Town of Tillsonburg Finance Department, issues “gift in kind” tax receipts for the value of donated goods and/or services to the museum. If requested by the donor, the museum offers “Fair Market Value” tax receipt letters for items donated to the museum’s permanent collection. Items valued over $1,000 must be appraised by an accredited appraiser. Payment of any associated fees with said appraisals will be negotiated on a case by case basis. Administration Administration fees are included in the Rates and Fees By-law. Examples of Administration fees include but are not limited to fees for issuing refunds, course withdrawals, returned NSF cheques, receipt re-prints, etc. Program Cancellations Insufficient registrations, inclement weather, or building maintenance issues may necessitate the cancellation of a program. The Town reserves the right to reschedule or cancel programs if necessary. In addition to refunding the cost of the cancelled program, a 30% discount may be provided on a future registration as compensation if a course is cancelled less than 24 hours before the first scheduled class. 128 THE CORPORATION OF THE TOWN OF TILLSONBURG ADMINISTRATIVE POLICY RECREATION, CULTURE & PARKS PRICING POLICY APPROVAL DATE: REVISION DATE: Page 6 of 6 SCHEDULE Monitoring and Evaluation The Town of Tillsonburg shall continuously monitor and evaluate the effectiveness of the Pricing Policy in terms of its ability to address community needs. A full review of the policy will take place every five years or less if deemed appropriate. Comparator Municipalities The comparator municipalities are based on geographical proximity and are of similar size. Comparator data will be updated every two years. The list of comparator municipalities will be updated every five years. • City of Woodstock • Norfolk County • Town of Aylmer • Town of Dorchester • Town of Ingersoll 129 STAFF REPORT RECREATION, CULTURE & PARKS Title: Recreation, Culture and Parks Pricing Policy Report No.: RCP 15-48 Author: RICK COX Meeting Type: COUNCIL MEETING Council/Committee Date: NOVEMBER 16, 2015 Attachments: • Recreation, Culture & Parks Pricing Policy Draft RECOMMENDATION THAT Council receive Report 15-48 - Recreation, Culture and Parks Pricing Policy for information; AND THAT Staff be directed to bring forward a By-Law for consideration at a future Council meeting. EXECUTIVE SUMMARY Council requested staff develop a policy that outlined a policy for discount facility rental pricing available to organizations that provided donations to Town projects and that the policy be brought forward during the 2016 budget process. Staff developed the attached policy to codify an overall pricing framework including a mechanism to provide the discounts requested by Council. BACKGROUND A pricing policy provides staff with a framework within which to deploy pricing strategies that are directed at increasing revenue or supporting community priorities. The framework also provides direction regarding where the decision making authority rests for various scenarios. The attached draft policy addresses the following objectives: • Reducing reliance on property taxes, by recovering an appropriate portion of the costs for various services from the users that benefit from them; • Providing a fair and equitable process that encourages accessibility and participation; and • Ensuring fees contribute to the effective and efficient use of town resources. Council requested a policy to address a mechanism to provide discounted facility booking for local non-profit organizations that support Town initiatives and donate funds towards capital improvement of Town Facilities. This is addressed in the Donations section of the attached draft policy. RCP Pricing Policy 1/2 130 CONSULTATION/COMMUNICATION The policy was drafted using examples from Orangeville, Thunder Bay, Barrie and Edmonton, as well as information received during an AMCTO training session on Rates and Fees. FINANCIAL IMPACT The policy includes mechanisms to provide discounts and other rate adjustments. Use of these will have an impact on revenue to the Town specific to the item adjusted; however the intent of having the adjustments is to deploy them as incentives and accommodations resulting in overall increased revenue through growth of market share. COMMUNITY STRATEGIC PLAN (CSP) IMPACT No impact. RCP Pricing Policy 2/2 131 1 CAO STAFF REPO RT Title: 2015 Budget Requests Report No.: FIN 15-45 Author: Darrell Eddington Meeting Type: COUNCIL BUDGET MEETING Council/Committee Date: November 26, 2015 Attachments: RECOMMENDATION THAT Council receive Report FIN 15-45 2015 Budget Requests as information. EXECUTIVE SUMMARY At the budget meeting of November 10, 2015, Council requested information on the 2015 Budget requests. Big Brothers Big Sisters $ 3,000 Tillsonburg Christmasfest $ 3,000 Station Arts Centre $35,000 Culture Advisory Committee $10,000 Tillsonburg Turtlefest $10,000 Multi-Service Centre $10,000 Canada Day Fireworks $ 5,000 $76,000 Tillsonburg & District Historical Society $22,100 BIA $112,350 Police Services Board $ 8,505 Police Services Board Special Project $ 5,000 YFC/Youth Unlimited $ 2,000 (Community Trust/Youth Trust) Tillsonburg Chamber of Commerce $ 4,000 (Economic Development) 132 133 134 135 136 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 3964 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 16th day of November, 2015 WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the powers of a municipal corporation shall be exercised by its council; AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Tillsonburg at this meeting be confirmed and adopted by by-law; NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held on November 16, 2015, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Deputy Mayor and Deputy Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Deputy Mayor and the Deputy Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. This by-law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 16th DAY OF NOVEMBER, 2015. READ A THIRD AND FINAL TIME AND PASSED THIS 16th DAY OF NOVEMBER, 2015. ________________________________ DEPUTY MAYOR – Dave Beres ________________________________ DEPUTY CLERK – Tricia Smith 137