The URL can be used to link to this page

100122 Council MINMINUTES: Meeting for the Committee "Open Council" Review Access: e Public 0 Private (! > CLOSED MEETING SESSION > DISCLOSURE OF PECUNIARY INTEREST OR THE GENERAL NATURE THEREOF > Page 1 (\ MINUTES: Meeting for the Committee "Open Council" MINUTES & BUSINESS ARISING OUT OF THE MINUTES ~January 7, 201 O (Budget Meeting) No. 1 Moved by Councillor Lewis Seconded by Councillor Lamb AND RESOLVED THAT the Minutes as prepared for the Special Council - Budget Meeting of January 7, 2010 be adopted. "Carried" > ADOPTION OF AGENDA No. 2 Moved by Councillor Lewis Seconded by Councillor Lamb AND RESOLVED THAT the Agenda as prepared for the Special Council - Budget Meeting of January 22, 2010 be adopted. "Carried" > PRESENTATIONS > PUBLIC MEETINGS > DELEGATIONS > QUARTERLY REPORTS > CHIEF ADMINISTRATIVE OFFICER > OPERATIONS > COMMUNITY SERVICES > CORPORATE SERVICES > FINANCE Page2 u MINUTES: Meeting for the Committee "Open Council" 1. 2010 Budgets Files ~ Presented By: Directors > 2. 2010 Business Plans [;;JJ Presented By: Directors > 3. 2010 Budget Action Items ~ Presented By: Director of Finance Opportunity was given for questions and comments. With respect to the various 2010 Budget Action Items, Mayor Molnar asked that ownership and expectations be recognized. Discussion was held and resolutions were passed, providing direction for further action. 1. Tourism -Culture Advisory Committee: Town sponsorship of Community Cultural Events (i.e. Fireworks displays) Resolution >No. 3 Moved by Councillor Stephenson Seconded by Councillor Lewis AND RESOLVED THAT staff be directed, within the next two weeks, to prepare a report and recommendations regarding local tourism/cultural activities; AND THAT $25,000 be allocated for this purpose, from Reserves, in the 2010 Budget. "Carried" 2. Council: Council contingency reserve Resolution > No.4 Moved by Councillor Lewis Seconded by Councillor Stephenson AND RESOLVED THAT a Council Contingency Emergency Reserve be set up in the amount of $100,000 to cover events which are unpredictable; AND THAT this Reserve be specific and that it be funded in 2010 from existing Reserves or other sources within the Reserve Accounts that we chose to allocate. "Defeated" 3. Corporate Administration: Consolidation/closing of trust accounts Page 3 () u MINUTES: Meeting for the Committee "Open Council" Resolution >No. 5 Moved by Councillor Lewis Seconded by Councillor Beres AND RESOLVED THAT direction be given to consolidate current and future trust accounts, into a Community Trust Account, or fewer specific trust accounts; AND THAT public notice be given of this merge. "Carried" 4. Corporate Administration: Consolidation and amount of legal fees; FRP Resolution >No. 6 Moved by Councillor Lewis Seconded by Councillor Beres AND RESOLVED THAT the management of legal fees through the corporate admin department be consolidated under the direction of the CAO; AND FURTHER THAT an RFP for legal services be prepared and distributed to the various legal firms for their consideration. "Carried" 5. Corporate Administration: Review of purchasing guidelines Resolution >No. 7 Moved by Councillor Stephenson Seconded by Councillor Rosehart AND RESOLVED THAT a review of the Procurement By-Law be undertaken, and recommendations be included in the 2011 Business Plan. "Carried" 6. Corporate Administration: Town Facility options/Council Chambers sound system Resolution >No. 8 Moved by Councillor Lewis Seconded by Councillor Stephenson AND RESOLVED THAT a special meeting of Council be scheduled in February 2010 for the purpose of considering Town facility options; AND THAT $25,000 be included in the 2010 Budget to examine the alternatives relating to examination of Town facility options. "Carried" With respect to Council Chambers sound system, it was noted that if the system needs to be replaced, it should come through asset management. It was also noted that if the issue is with the system being inadequate for the local cable company, perhaps that is something the cable company may need to address. It was noted that reserves is to be used to fund the examination of facility options. 7. All Departments: Asset Management increase Page4 (; MINUTES: Meeting for the Committee "Open Council" Resolution >No. 9 Moved by Councillor Beres Seconded by Councillor Lewis AND RESOLVED THAT direction be given lo identify options relating to the re-introduction of the Asset Management Plan. "Carried" 8. Economic Development: Regional Transportation Resolution >No. 10 Moved by Councillor Lewis Seconded by Councillor Lamb AND RESOLVED THAT a review of regional transportation be included in Q3 of the Economic Development business plan. 11Carried" 9. Fire: Supplemental List This item was discussed in Closed Session, for education purposes. > 4. Preliminary 2010 Tax Implications to the Median Residential Tax Payer ~ Presented By: Director of Finance Mayor Molnar commented. If there are things paramount in any of the departments, Mayor Molnar asked that Council be given the opportunity to support or debate those initiatives, relating to pre-budget approval. > 5. 2010 Budget Supplementary List Ql Presented By: Director of Finance > INFORMATION ITEMS > NOTICE OF MOTION > RESOLUTIONS Page 5 MINUTES: Meeting for the Committee "Open Council" > BY-LAWS > ITEMS OF PUBLIC INTEREST > CLOSED MEETING SESSION CONTINUED Resolution >No. 11 Moved by Councillor Lewis Seconded by Councillor Lamb AND RESOLVED THAT Town Council move into Closed Session for the purpose of educating or training the members regarding the 2010 Fire Business Plan. "Carried" Council moved into Closed Session at 4:00 p.m. > ADJOURNMENT Council moved out of Closed Session and adjourned at 4:17 p.m. A date for the next Budget Meeting to be set prior to the end of the January 25th Council Meeting, in order to provide increased public notification. > Approval Received: (1 of 1) Lana LundfTillsonburg (Wednesday February 10, 201011:38AM) Town of Tillsonburg Page 6 MINUTES: Meeting for the Committee "Open Council" Review Access: e Public 0 Private (' Mayor Molnar requested Deputy Mayor Renaud to Chair the meeting. > CLOSED MEETING SESSION > DISCLOSURE OF PECUNIARY INTEREST OR THE GENERAL NATURE THEREOF Page 1 () MINUTES: Meeting for the Committee "Open Council" None > MINUTES & BUSINESS ARISING OUT OF THE MINUTES ~December 10, 2009 (Budget Meeting) No. 1 Moved by Councillor Rosehart Seconded by Councillor Stephenson AND RESOLVED THAT the Minutes as prepared for the Special Council· Budget Meeting of December 10, 2009 be adopted. "Carried" > ADOPTION OF AGENDA No. 2 Moved by Councillor Rosehart Seconded by Councillor Stephenson AND RESOLVED THAT the Agenda as prepared for the Special Council • Budget Meeting of January 7, 2010 be adopted. "Carried" > PRESENTATIONS > PUBLIC MEETINGS > DELEGATIONS > QUARTERLY REPORTS > CHIEF ADMINISTRATIVE OFFICER > OPERATIONS > COMMUNITY SERVICES > CORPORATE SERVICES Page2 (: •. J MINUTES: Meeting for the Committee "Open Council" > FINANCE 1. 2010 Budget Files l;Jft The Director of Finance commented. The Director noted the loss of provincial funding (OMPF), as the Town was advised of at the end of 2009. He further noted that Senior Management has mitigated, resulting in the requirement from taxation remaining at 2.93%. > 2.{al 2010 Business Plans [;;Ji > 2.{bl Fleet Business Plan Amendment [;JJ Presented By: Director of Operations The Director of Operations commented. Discussion was held regarding the scope of the work that this direction will permit, as well as the pricing. Councillor Lewis moved a motion to defer. The motion was defeated. The following resolution was passed. Resolution >No. 3 Moved by Councillor Beres Seconded by Councillor Lewis AND RESOLVED THAT Operations Services Report 02009-32 dated December 18th, 2009 from the Fleet Manager be received; AND FURTHER THAT Fleet Services no longer engage in private retail maintenance and repairs and that the 2010 Fleet Business Plan reflect this new direction. "Carried11 > 3.Cal 201 O Budget Action Items [;;Ji Presented By: Director of Finance The Director of Finance noted the items tracked, as a result of the December 10th, 2009 Budget Meeting. > Page 3 ( ) MINUTES: Meeting for the Committee "Open Council" 3.Cbl 2010 Debt Analysis gi Presented By: Director of Finance A listing of unsecured debt was suggested. No direction was given to provide a list. > 3.Ccl l TSEC Revenue and Labour Costs [kl!I Presented By: Director of Community Services > 3.(dl Advertising and Promotion Expenditures [;;:!) Presented By: Director of Finance The Director of Finance noted that the Development Commissioner was unable to attend today's Budget session, due to a conflict. The attached information had been submitted in response to previous direction of Council. > 3.(el Grant Requests Presented By: Director of Finance Kin Canada.pdf Naval Officers' Association of Canada.pdf Wrestling Championships.pdf Discussion was held regarding the attached requests. The following resolution was passed. No. 4 Moved by Mayor Molnar Seconded by Councillor Lewis AND RESOLVED THAT the communications from Kin Canada, Naval Officers Association of Canada, and OFSAA Wrestling Championship be received; AND THAT Council approve a $500 grant for the Naval Officers Association and OFSAA, with funds from the 2010 Budget. "Carried" > 4. Surveillance Cameras Cl! Presented By: Director of Community Services Resolution Page4 (\ -J MINUTES: Meeting for the Committee "Open Council" >No. 5 Moved by Councillor Stephenson Seconded by Councillor Rosehart AND RESOLVED THAT pre-budget approval be given for the lease of a surveillance system from Wm Dowds & Sons Inc for a 36 month term with a $10.00 purchase price at the end of the term -$784.96 monthly ($9,419.52 annually); monitoring entrances and parking lots at the Tillsonburg Community Centre; AND FURTHER THAT the Director of Finance is directed to amend the draft 2010 budget by $9,400. "Carried" The Director of Community Services was requested to follow-up to determine if a reduction in the Town's insurance rate would be in order as a result of the installation of the surveillance system. > 5. TYAC Business Plan [kl! Presented By: Director of Finance Discussion was held, and the following resolution was passed. No. 6 Moved by Councillor Seconded by AND RESOLVED THAT the report as prepared by the Tillsonburg Youth Advisory Committee regarding the 2010 Business Plan, dated December 17, 2009, be received. "Carried" > 6. Councillor lnout ~ Presented By: Council Council members were encouraged to comment and/or share any ideas relating to the 2010 Budget deliberations. Councillor Stephenson commented regarding: • Transit System. It was noted that Transit System had previously been assigned to the Development Commissioner for review. • Town Sponsorship of permanent events, for advertising/promotion, etc. Assigned to the CAO. Councillor Lewis commented regarding: • Trust Funds, suggesting, where possible, these funds be shut down. • Professional Services (i.e. legal fees) Deputy Mayor Renaud commented regarding: • Legal Fees, and that too much has been spent. • Purchasing Guidelines. Should be reviewed. • Town Facility options. Encouraged discussion for the 2010 Budget, as the lease comes up in the Fall 2010. Page 5 MINUTES: Meeting for the Committee "Open Council" > 7. Preliminary 2010 Tax Implications to the Median Residential Tax Payer Presented By: Director of Finance > 8. Supplementary List Presented By: Director of Finance > 2010 SUPP Lisi· Capital & Operating Supplemental Lisi by Dep'l.xls The Director of Finance noted that the Supplementary List was provided for information purposes. It was noted that a snowplow truck and trackless should be added. (~ \, \_~---J > INFORMATION ITEMS > NOTICE OF MOTION > RESOLUTIONS > BY-LAWS > ITEMS OF PUBLIC INTEREST > CLOSED MEETING SESSION CONTINUED > ADJOURNMENT Meeting adjourned at 4:10 p.m. Page6 r ( ",: r ' \, ' MINUTES: Meeting for the Committee "Open Council" > Approval Received: (1 of 1) Lana Lund/Tillsonburg (Wednesday January 20, 2010 04:26 PM) Town of Tillsonburg Page 7 c Town o/Tillsonburg 2010 Financial Plan 2008 Actual YTD IQI&I REQUIREMENTS Council 224,538 95,230 Customer Service 68,959 7,880 Protection 126,389 47,202 Planning 48,279 256,691 BIA 0 (26,932) Economic Development 71,032 646,306 Corporate Admin 968,828 (4,952,127) Police 2,187,943 1,375,393 CEMP Fire 898,859 461,043 Community Services Admin 80,970 47,227 Airport 46,720 86,851 Cemetery 154,302 54,510 Library 237,514 146,706 Museum 150,887 90,549 Tourism 57,969 43,806 Parks & Recreation 2,721,526 1,519,221 TSEC 141,750 90,416 EFC 63,681 17,814 Municipal Facilities 46,930 4,226 Roads 2,089,250 1,869,178 Parking 30,693 342,275 Sanitary Sewers (456,004) Solid Waste 143,453 156,201 Building 166,272 (29,117) Operations Admin (8,824) 24,681 Engineering 132,151 101,225 Enterprise Services 4,220 240,683 Water (114,551) Fleet (90,200) 91,520 Total Requirement from Taxation 10,764,093 2,238,105 OPERA TING REQUIREMENTS Council 224,538 95,230 Customer Service 68,959 7,880 Protection 126,389 47,202 Planning 44,845 242,719 BIA 0 (26,932) Economic Development 71,032 103,292 Corporate Admin 966,239 (5,317,540) Police 2,187,943 1,375,393 C:\Userslnfullam\AppData\Local\Templnoles4l8MD\20lO Budgel 000 Ornsoli<latian -Council .~ II }· "/ 2009 Budget Projection Variance$ 131,454 149,260 17,806 59,673 53,885 (5,788) 112,800 113,245 445 27,903 32,433 4,530 149,595 150,777 1,182 1,004,912 1,115,973 111,061 2,576,619 2,533,903 (42,716) 949,490 974,583 25,093 101,500 108,000 6,500 51,083 46,033 (5,050) 142,429 154,069 11,640 300,064 288,990 (11,074) 163,838 168,164 4,326 56,801 56,801 2,832,478 2,878,278 45,800 182,836 181,324 (1,512) (25,740) (21,023) 4,717 16,006 16,040 34 2,560,565 2,547,747 (12,819) (49,851) (45,669) 4,182 154,774 178,517 23,743 70,826 (18,444) (89,270) (39,032) 24,518 63,550 61,640 103,133 41,493 (235,442) (229,000) 6,441 (0) 0 0 (270,033) (308,192) (38,159) 11,087,189 11,253,343 166,154 131,454 149,260 17,806 59,673 53,885 (5,788) 112,800 113,245 445 27,903 24,433 (3,470) 149,595 150,777 1,182 899,523 1,010,390 110,867 2,576,619 2,533,903 (42,716) 2U/08/l0142:36PM Variance o/o 13.5% -9.7% 0.4% 16.2% 0.8% 11.1% -1.7% 2.6% 6.4% -9.9% 8.2% -3.7% 2.6% 0.0% 1.6% -0.8% -18.3% 0.2% -0.5% -8.4% 15.3% -126.0% -162.8% 67.3% -2.7% -130.0% 14.1% 1.5% 13.5% -9.7% 0.4% -12.4% 0.8% 12.3% -1.7% 1·. i ') Summary by Department ,,,,,,,, "" /1!Jll),, 'Jl@goli,,.c ' >Y!lliiliW~$'": . · •Vof!@¢e%·, ···:,,:-;Co,: Page I of4 Town ofTillsonburg 2010 Financiol Plan CEMP Fire Community Services Admin Airport Cemetery Library Museum Tourism Parks & Recreation TSEC EFC Municipal Facilities Roads Parking Sanitary Sewers Solid Waste Building Operations Admin Engineering Enterprise Services Water 2008 Actual 878,697 80,970 52,720 148,857 237,514 150,887 57,969 2,551,040 141,750 63,681 10,900 2,221,399 (65,164) 143,453 166,272 (8,824) 103,754 4,220 YTD 461,043 47,227 68,906 36,551 146,706 90,549 43,806 1,608,739 90,416 17,814 4,226 1,392,008 (12,701) (483,862) Budget 914,135 101,500 51,083 127,429 255,064 145,838 56,801 2,665,078 182,836 (25,740) 16,006 2,339,732 (49,851) 2009 Projection 939,228 108,000 46,033 139,069 243,990 150,164 56,801 2,715,009 181,324 (21,023) 16,040 2,310,835 (46,794) Variance$ 25,093 6,500 (5,050) 11,640 (11,074) 4,326 49,931 (1,512) 4,717 34 (28,897) 3,057 108,358 154,774 157,182 2,408 (29,117) 70,826 (18,444) (89,270) 24,681 (39,032) 24,518 63,550 101,225 61,640 103,133 41,493 240,683 (235,442) (229,000) 6,441 (125,582) (0) 0 0 Fleet (472,324) (176,510) (443,014) (456,062) (13,048) Total Requirement from Taxation CAPITAL REQUIREMENTS Council Customer Service Protection Planning BIA Economic Development Corporate Admin Police CEMP Fire Community Services Admin Airport Cemetery Library Museum Tourism Parks & Recreation TSEC 10,157,717 3,434 2,589 20,162 (6,000) 5,445 170,486 C:\UsctS\nfullamlAL\ITempl!lotes418AAD\2010 Budget 000 Consolidation -Council 182,411 13,973 543,014 365,414 17,945 17,959 (89,518) 10,307,231 105,389 35,355 15,000 45,000 18,000 167,400 10,455,895 8,000 105,583 35,355 15,000 45,000 18,000 163,269 148,664 8,000 194 (4,131) 20/0812014 2;~n ''-li __ .... / Variance% 2.7% 6.4% -9.9% 9.1% 4.3% 3.0% o.0°1o 1.9% -0.8% -18.3% 0.2% -1.2% -6.1% 1.6% -126.0% -162.8% 67.3% -2.7% -130.0% 2.9% 1.4o/o 0.2% 0.0% 0.0% 0.0% 0.0% -2.5% Summary by Department P~of4 c Town o/Tillsonburg 2010 Financial Plan EFC Municipal Facilities Roads Parking Sanitary Sewers Solid Waste Building Operations Admin Engineering Enterprise Services Water Fleet Total Requirement from Taxation RESERVE BALANCES Council Customer Service Protection Planning BIA Economic Development Corporate Admin Police CEMP Fire Community Services Admin Airport Cemetery Library Museum Tourism Parks & Recreation TSEC EFC Municipal Facilities Roads Parking Sanitary Sewers Solid Waste Building Operations Admin Engineering Enterprise Services 2008 Actual 36,030 (132,149) 95,857 28,398 382,124 606,376 265,536 111,764 746,523 1,117,629 194,146 91,395 8,962 164,208 19,153 279,298 (0) 131,564 1,149,738 170,262 10,000 C.IUseislnful\Bm\AppDa1a\Local\Tomplnotcs4\BAADl20lO Budget 000 Consolidation -Council YTD Budget 477,170 220,833 354,976 27,858 47,843 11,031 268,030 172,981 2,055,694 779,958 26,430 111,764 53,440 746,523 313,633 1,117,629 1,573,445 306,296 15,000 27,356 91,395 48,780 8,962 8,962 164,208 144,121 19,153 19,153 221,523 152,750 (0) 131,564 131,202 1,149,738 (145,588) 170,262 10,000 10,000 ~, '·< __ ___/·' 2009 Projection Variance$ 236,912 16,079 1,125 1,125 21,335 21,335 147,870 (25,lll) 797,449 17,491 408,810 382,380 lll,764 58,324 721,523 407,890 1,422,130 (151,315) 136,269 121,269 (27,356) 87,226 38,446 11,962 3,000 15,000 15,000 224,969 80,848 29,153 10,000 374,567 221,817 (0) (0) 156,517 25,315 1,283,783 1,429,371 45,000 45,000 10,000 20}()&120142:36PM Variance% 7.3o/o -14.5% 2.2% 1446.&o/o 109.1% 130.1% -9.6% 808.5% -100.0% 78.8% 33.5% 56.1% 52.2% 145.2% 19.3% -98I.8o/o 0.0% J Summary by Department Budget 90000 30:000 2010 •. .Vatilitfce'$.· ·-· 90,000 (190;833) . ,- ..:'· .. _-,· -· 29g;t~s, / c ('i.$'717 . , ; -.i~ta.l~~i.-::·.'. '/:_:~.~:-.~;:?~J.~;~~~;;,:·. . 2~7,8!0 20f,J80' Variance %-- .-86.4% ' ''76LQ% --~·5;3J%:··_' '98J%"' -~.-_:,,13:;-~%- -Q.00/ii . ~ioojJo/O il)i%'c_ .. 6.-7%; ''2{9_~ ,' :s2,~%. Page 3 of4 Town ofTillsonburg Summary by Department 2010 Financial Plan 2008 ··~ .-.uu.J f;t-;~~:j,;';(~~~~}°t~"l;~Ji.Hf:;::~;~~j'btt1:~;,*f"~\-\;\~2(}1!1~.:i'·!2:''.'Y,(d,~:t(,'.j,ii'.i:·~::·)/, '·:· .. ,,,, .. .-,.·:··' Actual YTD Budget Projection vanance :ti vanance 'Yo H::VJ®f:maji~7i~;t:iwijtifID~.$'fS~~tft,~~i;r~it~·(<~·,: ;:1j!Nilt!~J.~;: :;.~ :'\'.1t:'.~~; . Water Fleet 324,634 229,984 204,903 459,615 254,712 124.3% Total Reserve Balances: 4,784,812 4,479,001 2,583,587 5,498,288 2,914,701 112.8% r {\~~W~1li'ii~\j~, ·. . .. _:·~ ':;~E3~'--L ~,·) C:\Userslnfull!llll\AppDC'ITemp\rultes418AAD\2010 Budget 000 Consolidation -Cour.cil 20/0&'20l4 2;~~ ' ' ' "-h-> P"]of4 (' Tawn of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 224,538 Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 224,538 2008 Actual 18 606 18 606 141,733 88,322 13,088 243,143 224,538 224,538 224,538 C:\Usorslnfullam\App[lata\LO<:al\Templnoles418AAD\2010 Budget 100 Co...cil YID 95,230 95,230 YID 71,191 22,409 1,630 95,230 95,230 95,230 95,230 Budget 131,454 131,454 2009 Projection 149,260 149,260 ~I I I "-.__ _ _,/ JOO-Council i\'-. ~,~-·J','.';';;;5_;zo10_:.:, r···:_,_:,:C:>· 2011 2012 Variance $ Variance% L. · ;'..'tl~-, ;:·-~!;:~~:¥arliltit~·s; :-, ~.Vilf:ia.ttce'~o/o i Budget Budget i' ····". i' ·., ... ----·. __ ·. ' .,· ... -- 17,806 13.5o/o j6~;641 3~;1~6 26:8% 315,540 354,706 17,806 13.5o/o 1~~1··· 3!!iiHl6 26:8%-315,540 354,706 89.4% 12.4% J 100 -Council 2013 Budget 334,147 334,147 -5.Bo/o 2014 Budget 343,872 343,872 2.9% 2009 -·:::c:zOfO'-. · 2011 2012 2013 2014 Budget Projection Variance$ V~_~ce % i./ ··:-,BtiAAi!t''·--~(;'..k:Y~-$/,": ·V•C:en .. : Budget Budgej: Budget Budget 160,000 160,000 0.0% 160,000 160,000 0.0% 131,500 150,000 18,500 14.1% 159,954 159,260 (694) -0.4% 291,454 309 260 17 806 6.1% 131,454 149,260 17,806 13.5% 131,454 149,260 17,806 13.5% 131,454 149,260 17,806 13.5% 20/0Bf.2014 2:36 PM ,. 130,000 ••.· ... • .· .... (30;0001. •!818~ .• 130:000 : •. : (;10;000} .• 18.8%. tis,5iio i,68J4i (J.{)()(j) i2:3'}> ._-.··8;1_~· .. s:1%· '· 296,641.'" '5;186 166,641 3s;1w :~: "··.-. t66:64L 3t!J!6 ---,;..,·:.· 166;641 ,. 3'5,iil6 ,- .J.;8% '.·2~;8% ;26,8%; 26.'~% . . 132155 136,326 140,415 144.628 173.185 218.380 183,732 189.244 --- 10,000 10000 10 000 315,540 354,706 334.147 343.872 I 315.540 354,706 334,147 343,872 I I I I i 315,540 354,706 334.147 343.872 ·. I I I I 315,540 354,706 334,147 343,872 89.4% 12.4% -5.8% 2.9% Page 1 of1 r Town of Tillson burg 2010 Financial Plan ,~ I ' , ___ / 110 -Corporate Administration & Finance \ j 110 -Corporate Administration & Finance 2009 ~'.; . ..-._·:_~:·:'-~:,.2010-\ 2011 2012 2013 2008 Actual YTD Budget Projection Variance$ Variance o/o ~-'1·. ·.; Btid#t---": '--~·:'¥~:;$_<-· (Y~, %-: Budget Budget Budget 20i4 Budget OPERA TING AND CAPITAL REOUIREMENTS Operating 966,239 (5,317,540) 899,523 1,010,390 II0,867 Capital 2,589 365,414 105,389 105,583 194 Total Requirement from Taxation % Change from Previous Year %8,828 (4,952,127) 1,004,912 1,115,973 111,061 12.3% 0.2% 11.1% 'f::~J2_;i~~-::·:'''._ 4~3:~:i .. ·.; --~--.-~~~6-~ <64;80o"/· '(4<>,589)' '>8;53' . l,3ll,581 1,350,929 1,391,457 1,433,200 64,800 64,800 64,800 64,800 ' . _"·-·:.: __ '.: .·-·_:<_. ·-<<·-' -·~·--__ .. _ ... _ -''· ' --,_-1 : ---.;.07,555 :'432.642.: 43:i%·-·'! 1,376,381 1,415,729 1,456,257 1,498,000 4.3% 2.9o/o 2.9% 2.9% 2008 Actual 2009 f:· •. "(_:,.,,:' >;.:i· / -.;lftlO,'~'.}!:·:·"····· 2011 2012 2013 2014 Budg_et OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves ExpenditurtS Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation 0/o Change from Previous Year YTD 206,105 5,475,522 1,217,195 400,797 97,864 18,085 2,722 852 1,199 1,160 68,001 1,593,087 5,896,417 850,316 401,942 549,321 194,406 371,745 143,262 873,797 2,645,179 739,609 1,052,093 (5,156,808) (149,270) [65,610) 902,823 (5,222,418) 10,510 4,189 52,906 (99,312l 966,239 (5,317,540) C:\UsersWullam\AppData\lccal\Templnoles41 BAAD\201 O Budget 110 Corp Adm in & Finance Budget Projection Variance$ y~ance % :,.\;,,<~nu..Q~;2~2~~YEijijlli®:$'. ·-:vim:aQce-%;1 Budget Budget Budget 115,000 41,112 801,594 801,594 94,016 36,852 2,772 11,141 (108,018} ~51,0421 902,592 842,429 847,724 847,724 417,719 391,065 424,738 375,617 456 594 459 366 2,146,775 2,073,772 1,244,183 1,231,343 (131,219l (131,219l 1,112,964 1,100,124 9,578 9,578 (223,018) [99,312) 899,523 1,010,390 (73,888) (57,164) 2,772 11,141 56,976 (60,163) (26,654) (49,121) 2 772 [73,003) (12,840) (12,840) 0 123,706 110,867 -64.3% 0.0% -60.8% -52.7"/o -6.7"/o 0.0% -6.4% -11.6% 0.6% -3.4% -1.0% 0.0% -1.2% 0.0% -55.5% 12.3% 20/0812014 2:36 PM '_, .. - -... --- < ({15,~om> 'l~0.0%, ; ·' ;?.?.O_i6~_~':':-/. -:~-/(?_~j~29}: -._,~t.8i:8% ··,·< 3$;981> · ;r~s;o3oJ .. .<il .. 1% · ' ,.. : .. : ',,._;. :.·· - 752 585 37066 --- 775 162 798 417 822 370 38178 39323 40,503 . -·;:'.·:i;idf2i8.--,-;?-T; J>:'.·Si$i~·46: _.-::_~~·.'~%-.:-: 1," J',1~6•8'79~'i•:. 7,274,237 • , :,o,4%':>. 189,651 813,340 831,140 862,812 •::.--.-:::::~>· ';,_:.:-. -'-<~:>-·/ ·:·:_-.;·:~::::~:: c ·:.:~:~n-~·-·\ I'~,-: [.""· 878,672 905 033 932,184 960 149 430,078 442 980 456 269 469 957 792 482 816 256 840 744 865 966 -ij 2,101,232 2,164.269 2229.197 2,296,073 1,311,581 1,350,929 1,391,457 1,433,200 di I I I I ') 1.311.581 1.350,929 1,391,457 1,433,200 f' ::':_-'·<f~5~~k-::.-;2_;~:;~;t~·~4®m;;· ·.1_-_;u··"~" t-! I I I I '·1i·~~2:~·55.:,::f~·:.: ·.::;:·:1~dii~': ·~·.1d.,:6·~·: '>; 1,311,581 1,350,929 1,391,457 1,433,200 4.5% 3.0o/o 3.0% 3.0% Page 1of1 c Town of Tillson burg 2010 Financial Plan 2008 Actual 2009 YID Budget Projection .~ \.~ __ ) 120 -Customer Service Centre :,;:. ;;4010: -,,>j Variance$ Variance% [\:_, <~~~-~:/ ·:~:0Y~c~;~_--· · .. ·_.Vati~e'%; -) 120-Customer Service Centre 2011 2012 2013 2014 Budget Budget Budget Bud~et OPERATING AND CAPITAL REQUIREMENTS Operating 68,959 7,880 59,673 53,885 I., ·:_:';:·:··-_. .-·:-,'_:-:· -___ :::-__ .. (5,788) -9.7o/o [ .. ' . 6;~!},°s· -··(~3;'275)". _" is'9J_o/~ 6,590 6,788 6,991 7,201 I , ,-.-• .-.• Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves lnterfunctional adjustments Debt Principal and Interest Prior year (surplus) deficit Requirement from Taxation o/o Change from Previous Year ::·.,. . __ ,,_ -~-- 68,959 7,880 59,673 53,885 (5,788) -9.7o/o I @iii!·· c•i~isr . :89 3'.Y• 6,590 6,788 6,991 7,201 3.0o/o 3.0% 3.0o/o 3.0% 2008 Actual 2009 i--f'.0' _:,c;~; h·',~-:--'~·i':-:?2010;;':-L'',:,-:·c-; ' --,-.I 2011 2012 2013 2014 YTD Budget Projection Variance$ Variance% ~;!;i ::-:atjd8¢f;W;t~:;::;'.>V~''.$\t' ·,C\yjliijlliC~f/k~r,: Budget Bud~_ Budget Budget 228,335 113,525 325,244 231,153 (94,091) -28.9% 228,335 607,108 171,208 20,186 113,525 266,214 76,872 10,983 325,244 554,01 l 275,713 20,000 231,153 556,653 148,983 21,273 (94.091) 2,642 (126,730) l,273 798,502 354,068 849,724 726,909 (122,815) 570,166 240,544 524,480 495,756 (28,724) (501,207) (232.664) (464.807) (441.871) 22.936 68,959 7,880 59,673 53,885 (5,788) 68,959 7,880 59,673 53,885 (5,788) -28.9% 0.5% -46.0% 6.4% -14.5% -5.5% -4.9% -9.7% -9.7% -~-. .. ·.·. .·. 337.222 347,339 357759 368,492 327,4btl<• : .. 2;is~ 0.7%, -. -: .•.·· .o·~'· ' ',·'.:-~·: . · .. ·: •·3l74QO:i:: '.:'..•:.~;iS~:. b:7% -----337.222 -. --347,339 357,759 368.492 ft~i•t': rnM' ~~ m» _,,, ,--. :·::;-:;,1:sts:;ts$0::~;\"t.,s}.~.:11/u·tt?<r:~~;/ ~0:2~~ :·: :I 541 419 s51 662 574,392 591,623 •.•:.\::!f$J1i;i,ij\<:[z,![z(~4i#ii}' :H'.7'!'i .I (534'.829ll (55o'.874ll (567,4ooil (584,422>1 ·.'._'/: \!.6;s~-~-·--,:~.:::;;,?;\·_-~;cs?~?:5r <'·:~~:~% ··-.-.:j 6,590 6,788 6.991 1.201 •:.:Ee .:<; ? < : H " i I I I I 606,691 624 891 643 638 662 947 250039 257 541 265 267 273.225 21911 22,569 23,246 23.943 '~:-:\'--:): !_.~:~~ ::-\:' _·:;._-_, ,, .. _~-:-·,:-:':<·-'.-_:_\ '.,_, '6?98 .-'.'d i',.i'.~;(~75):;-' .·--:~,~~"-_' 6,590 6,788 6,991 7,201 3.0% 3.0o/o 3.0% 3.0% C:\Useralfflullam\AppData\Local\Temp\Jlotes416AAD\201 O Budget 120 Customer Service 20/0812014 2:~6 PM Page 1 of 1 I Town of Ti/lsonburg 130-Fleet ( '110 Financial Plan 2008 2009 2010 Actual YTD Bude et I Proiection BudPet 7010-Gen __________ ,,_ ________________________________ !'" _____ ----------- Revenues 10-130-7010-000-3205 Fleet -Gen -Grant&S-Prov 297 -- l 0-l 30-7010-000-3500 Fleet -Gen -Rent Rev --24,500 10-l 30-7010-000-3900 Fleet -Gen -Contr from Res --- 297 -24,500 -- Expenditures 10-130-7010-000-5001 Fleet-Gen -F!T Reg 48,814 32,130 105,989 105,563 104,489 10-130-7010-000-5002 Fleet-Gen -Fff OfT 672 267 -681 - 10-130-7010-000-5003 Fleet -Gen -Pff Reg 143 -- 10-l 30-7010-000-5105 Fleet -Gen -Eq_ Rental Exp --- 10-130-7010-000-5110 Fleet-Gen -Fuel&Oil (8,293) (4,966) -- 10-l 30-7010-000-5300 Fleet -Gen -Supplies 23,202 13,535 26,000 28,000 25,000 10-130-7010-000-5310 Fleet -Gen -Equip S&R 10,194 11,271 10,000 14,000 8,000 10-130-7010-000-5315 Fleet -Gen -Books&Publ 875 915 500 915 1,000 10-l 30-7010-000-5330 Fleet -Gen -Insurance -8,789 -8,789 8,789 10-l 30-7010-000-5335 Fleet-Gen -Phone,F&M 12,101 5,182 ll,700 11,700 11,440 10-l 30-7010-000-5400 Fleet -Gen -Misc Exp 8,420 12,017 8,000 13,550 6,000 10-l 30-7010-000-5410 Fleet -Gen -Adv&Promo 519 -500 700 500 10-130-7010-000-5415 Fleet-Gen -Tmg&Wkshps 2,057 2,831 3,500 3,500 3,500 10-130-7010-000-5420 Fleet -Gen -Sp Event Exp --- 10-130-7010-000-5430 Fleet -Gen -Membership Exp 170 275 250 275 250 ( \)0-130-7010-000-5505 Fleet -Gen -Subcon Exp 1,748 3,578 l,500 3,700 2,000 jl0-130-70 l 0-000-5700 Fleet -Gen -CorpAd OH 20,436 --- 10-130-7010-000-5900 Fleet -Gen -Debt Interest 981 6,148 7,008 884 10-l 30-7010-000-5905 Fleet -Gen -Debt Principal l,028 10,018 5,610 1,028 10-130-7010-000-5950 Fleet -Gen -Contrib to Reserves --- 123,068 101,991 180,557 191,373 172,880 Total Net Levy 122,770 101,991 156,057 191,373 172,880 7015 -Benefits ----------------________________________________ ; ___________ Revenues ----- Expenditures 10-l 30-70 l 5-000-5070 Fleet -Benefits -CPP Exp 4,llO 3,430 10-130-7015-000-5071 Fleet -Benefits -El Exp l,998 1,755 10-130-7015-000-5072 Fleet -Benefits -WSIB Exp 2,219 1,198 10-130-7015-000-5073 Fleet -Benefits -EHT Exp 2,736 1,433 10-l 30-7015-000-5074 Fleet -Benefits -OMERS Exp 8,995 5,073 l 0-130-7015-000-5075 Fleet-Benefits -Vac Exp 8,717 3,277 l 0-l 30-7015-000-5076 Fleet -Benefits -Sick Exp 136 301 l 0-130-7015-000-5077 Fleet -Benefits -Life Ins Exp 1,628 l,092 l 0-130-7015-000-5078 Fleet -Benefits -Hlth Care Exp 9,556 5,804 10-130-70 l 5-000-5079 Fleet -Benefits -Pers Day Exp -161 10-l 30-70 l 5-000-5080 Fleet -Benefits -Overhead Offset (40,095) (23,525) 10-130-70 l 5-000-508 l Fleet-Benefits-Health Club (Taxable) -- -0 --- tal Net Levy -0 --- _J 7019 -Eng -07 Ford Ranger R~~~------r--------------------1-----1-----1-----r----1----- C:\Users\nlullam\AppData\Local\Templnotes418MD\2010 Budget 130 Fleet 2010812014 2:37 PM Page 1 of 32 TtlHln ofTillsonburg 130-Fleet 2010 Financial Plan I 2008 2009 2010 Actual YTD BudPet Proiection Budtret I 0-130-7019-000-3500 Fleet-Eng -07 Ford Ranger-Rent Rev 6,000 3,000 6,000 6,000 6,000 6,000 3,000 6,000 6,000 6,000 Expenditures 10-130-7019-000-500 I Fleet-Eng-07 Ford Ranger-Fff Reg 1,516 1,142 990 1,500 1,500 10-130-7019-000-5002 Fleet-Eng -07 Ford Ranger-Fff Off -571 -571 10-130-7019-000-5110 Fleet -Eng -07 Ford Ranger -Fuel & Oil 1,099 258 1,059 900 1,000 10-130-7019-000-5310 Fleet-Eng -07 Ford Ranger -Equip S&R --500 100 500 10-130-7019-000-5330 Fleet -Eng-07 Ford Ranger-Insurance 361 448 361 448 448 10-130-7019-000-5400 Fleet -Eng-07 Ford Ranger -Misc Exp 74 -74 74 74 3,050 2,418 2,984 3,593 3,522 Total Net Levy (2,950) (582) (3,016) (2,407) (2,478) 7020 -Eng -07 Ford Freestar --------------------------------""----------------------------Revenues I 0-130-7020-000-3500 Fleet -Eng-07 Ford Freestar -Rent Rev 6,300 3,285 6,000 6,000 6,000 6,300 3,285 6,000 6,000 6,000 Expenditures 10-130-7020-000-5001 Fleet-Eng -07 Ford Freestar-F!T Reg 312 329 297 350 350 10-130-7020-000-5002 Fleet -Eng -07 Ford Freestar-Fff O!T --- 10-130-7020-000-5110 Fleet -Eng -07 Ford Freestar-Fuel&Oil 1,201 400 1,059 910 1,000 I 0-130-7020-000-5310 Fleet -Eng-07 Ford Freestar-Equip S&R 106 -500 JOO 500 I 0-130-7020-000-5330 Fleet -Eng-07 Ford Freestar-Insurance 717 718 360 718 718 I 0-130-7020-000-5400 Fleet-Eng-07 Ford Freestar-Misc Exp 74 -74 74 74 ~ 10-130-7020-000-5900 Fleet -Eng -07 Ford Freestar -Debt Interest 1,074 967 967 967 856 -~ 10-130-7020-000-5905 Fleet -Eng -07 Ford Freestar -Debt Principal 2,370 2,370 2,370 2,370 2,370 5,854 4,783 5,627 5,489 5,868 Total Net Levy (446) 1,498 (373) (511) (132) 7021 -Rds -07 Dodge Ram 1500 --------------------------·~-------------------~-----------· Revenues 10-130-7021-000-3500 Fleet -Rds -07 Dodge Ram 1500 -Rent Rev 8,820 2,145 9,229 9,229 9,147 8,820 2,145 9,229 9,229 9,147 Expenditures I 0-130-7021-000-5001 Fleet-Rds-07 Dodge Ram 1500-Fff Reg 488 134 495 200 495 10-130-7021-000-5002 Fleet-Rds -07 Dodge Ram -Fff Off --- 10-130-7021-000-5110 Fleet -Rds -07 Dodge Ram 1500 -Fuel&Oil 2,128 665 2,647 1,300 2,000 10-130-7021-000-5310 Fleet -Rds -07 Dodge Ram 1500 -Equip S&R 532 -500 100 500 10-130-7021-000-5330 Fleet -Rds -07 Dodge Ram 1500 -Insurance 356 357 356 357 357 I 0-130-7021-000-5400 Fleet-Rds -07 Dodge Ram 1500 -Misc Exp 74 -74 74 74 I 0-130-7021-000-5505 Fleet -Rds -07 Dodge Ram 1500 -Subcon Exp --- 3,578 1,157 4,072 2,031 3,426 Total Net Levy (5,242) (988) (5,157) (7,198) (5,721) 7022 -Water -01 Ford F150 ----------·---------------------·---------------------------Revenues I 0-130-7022-000-3500 Fleet-Water-01 Ford F150 -Rent Rev 23,318 10,238 14,385 14,385 16,170 23,318 10,238 14,385 14,385 16,170 Expenditures 10-130-7022-000-500 I Fleet-Water-01 Ford Fl50-Fff Reg 396 262 396 400 400 10-130-7022-000-5002 Fleet -Water-01 Ford Fl50 -Fff Off --- 10-130-7022-000-5110 Fleet-Water-01 Ford F150 -Fuel&Oil 3,616 888 2,647 2,200 2,500 C:\Users\nfullam\AppData\LocanTemp\notes41BAAD\201 O Budget 130 Fleet 20/0012014 2:37 PM Page 2 of32 Town of Tillsonburg 130-Fleet ( '910 Financial Plan 2008 2009 2010 Actual YTD Bud2et Proiection Bude et 10-130-7022-000-5310 Fleet -Water -01 Ford Fl50 -Equip S&R 189 26 500 200 500 10-130-7022-000-5330 Fleet -Water-01 Ford F150 -Insurance 360 360 360 360 360 10-130-7022-000-5400 Fleet-Water-01 Ford FISO -Misc Exp 74 -74 74 74 4,635 1,535 3,977 3,234 3,834 Total Net Levy (18,683) (8,702) (10,408) (11,151) (12,336) 7023 -Rds -03 F350 Service Bdy ----------·---------------------·-----------M~----------------· Revenues 10-130-7023-000-3500 Fleet -Rds -03 F350 Service Bdy -Rent Rev 14,634 7,848 20,473 20,473 19,305 14,634 7,848 20,473 20,473 19,305 Expenditures 10-130-7023-000-5001 Fleet-Rds -03 F350 Service Bdy -Fff Reg 1,048 516 990 900 990 10-130-7023-000-5002 Fleet-Rds -03 F350 Service Bdy -F!T Off --- 10-130-7023-000-5110 Fleet -Rds -03 F350 Service Bdy -Fuel&Oil 2,931 1,200 3,088 2,700 3,000 10-130-7023-000-5310 Fleet -Rds -03 F350 Service Bdy -Equip S&R 573 506 2,000 1,000 2,000 10-130-7023-000-5330 Fleet -Rds -03 F350 Service Bdy -Insurance 356 357 356 357 357 10-130-7023-000-5400 Fleet -Rds -03 F350 Service Bdy -Misc Exp 167 -167 167 167 5,075 2,579 6,601 5,124 6,514 Total Net Levy (9,559) (5,269) (13,872) (15,349) (12,791) u C:\Users\n!ullam\AppData\Local\Templnotes418AAD\2010 Budget 130 Fleet 2010812014 2:37 PM Page 3 of32 Town of Tillsonburg 130-Fleet 2010 Financial Plan I 2008 2009 2010 Actual YTD Bttdt!et Proiection Bttdi!et 7024 -Pks -02 Dodge Ram 112 ton --------------------------------·-----------·~----------------Revenues 10-130-7024-000-3500 Fleet-Pks -02 Dodge Ram 1/2 ton -Rent Rev 7,648 1,185 7,411 7,411 7,459 7,648 1,185 7,411 7,411 7,459 Expenditures 10-130-7024-000-5001 Fleet -Pks -02 Dodge Ram 1/2 ton -F!f Reg 1,467 1,411 1,287 1,800 1,300 10-130-7024-000-5002 Fleet -Pks -02 Dodge Ram 1/2 ton -Ff!' Off --- 10-130-7024-000-5110 Fleet -Pks -02 Dodge Ram 1/2 ton -Fuel&Oil 1,830 548 2,647 1,600 2,000 10-130-7024-000-5310 Fleet -Pks -02 Dodge Ram 112 ton -Equip S&R 1,513 1,250 2,000 1,500 2,000 10-130-7024-000-5330 Fleet -Pks -02 Dodge Ram 1/2 ton -Insurance --357 357 10-130-7024-000-5400 Fleet -Pks -02 Dodge Ram 112 ton -Misc Exp 74 -74 74 74 4,885 3,209 6,365 4,974 5,731 Total Net Levy (2,763) 2,024 (1,046) (2,437) (1,728) 7025 -Rds -07 Chev Silverado ----------·~--------------------·------------~----------------· Revenues 10-130-7025-000-3500 Fleet -Rds -07 Chev Silverado -Rent Rev 15,915 7,448 14,849 14,849 15,062 15,915 7,448 14,849 14,849 15,062 Expenditures 10-130-7025-000-5001 Fleet-Rds -07 Chev Silverado -Fff Reg 230 32 297 100 300 10-130-7025-000-5002 Fleet-Rds -07 Chev Silverado -F!f O!I --- 10-130-7025-000-5110 Fleet -Rds -07 Chev Silverado -Fuel&Oil 2,739 753 2,382 1,700 2,000 -~ 10-130-7025-000-5310 Fleet -Rds -07 Chev Silverado -Equip S&R 44 130 500 250 500 ~- 10-130-7025-000-5330 · Fleet -Rds -07 Chev Silverado -Insurance 356 357 356 357 357 10-130-7025-000-5400 Fleet -Rds -07 Chev Silverado -Misc Exp 74 -74 74 74 3,443 1,272 3,609 2,481 3,231 Total Net Levy (12,472) (6,175) (11,240) (12,368) (11,831) 7026 -Water -05 Dodge Caravan ----------·-------------------------------------------------Revenues 10-130-7026-000-3500 Fleet -Water -05 Dodge Caravan -Rent Rev 4,200 2,310 8,179 8,179 7,383 4,200 2,310 8,179 8,179 7,383 Expenditures 10-130-7026-000-5001 Fleet-Water-05 Dodge Caravan -Fff Reg 270 130 297 200 300 10-130-7026-000-5002 Fleet-Water-05 Dodge Caravan -Fff Off --- 10-130-7026-000-5110 Fleet-Water-05 Dodge Caravan -Fuel&Oil 996 442 882 1,000 1,000 10-130-7026-000-5310 Fleet-Water -05 Dodge Caravan -Equip S&R 150 9 250 100 250 10-130-7026-000-5330 Fleet -Water -05 Dodge Caravan -Insurance 360 361 360 361 361 10-130-7026-000-5400 Fleet -Water -05 Dodge Caravan -Misc Exp 74 -74 74 74 1,850 941 1,863 1,735 1,985 Total Net Levy (2,350) (1,369) (6,316) (6,444) (5,398) 7027 -Pks -07 Ford F350 I Ton ----------·,..--------------------·-----------.. -----------------Revenues 10-130-7027-000-3500 Fleet-Pks -07 Ford F350 1 Ton -Rent Rev ----- ----- Expenditures ._) 10-130-7027-000-5001 Fleet -Pks -07 Ford F350 1 Ton-Fff Reg --- 10-130-7027-000-5002 Fleet-Pks -07 Ford F350 1 Ton -FfT Off --- 10-130-7027-000-5110 Fleet-Pks -07 Ford F350 1 Ton -Fuel&Oil --- C:\Uaers\nlullam\AppData\Loca~Temp\note"416AAD\2010 Budget 130 Fleet 2010812014 2:37 PM Page4 of32 Tuwn o/Tillsonburg 130-Fleet ( -.?10 Financial Plan 2008 2009 2010 Actual YTD Bud2et Pro.iection Budeet 10-130-7027-000-5310 Fleet -Pks -07 Ford F350 I Ton -Equip S&R --- 10-130-7027-000-5330 Fleet -Pks -07 Ford F350 1 Ton -Insurance 360 360 -360 10-130-7027-000-5400 Fleet -Pks -07 Ford F350 I Ton -Misc Exp --- 10-130-7027-000-5900 Fleet-Pks -07 Ford F350 1 Ton -Debt Interest --- I 0-130-7027-000-5905 Fleet-Pks -07 Ford F350 1 Ton -Debt Principal --- 360 360 -360 - Total Net Levy 360 360 -360 - () u C:\Userslnfullam\AppData\Local\Templnotes418AAD\2010 Budget 130 Fleet 20/0812014 2:37 PM Page 5 of 32 Town o/Tillsonburg 130-Fleet 2010 Financial Plan I i 2008 2009 2010 Actual YTD Bude:et I Pro_iection Bude et 7028-Water-99 Ford F150 ----------·---------------------·-----------·"'----------------· Revenues 10-130-7028-000-3500 Fleet -Water -99 Ford Fl50 -Rent Rev 25,073 11,595 18,966 18,966 20,186 25,073 11,595 18,966 18,966 20,186 Expenditures 10-130-7028-000-5001 Fleet-Water-99 Ford FlSO -F!T Reg 257 164 545 200 500 10-130-7028-000-5002 Fleet-Water-99 Ford F150 -Fff O!T --- 10-130-7028-000-5110 Fleet-Water -99 Ford F150 -Fuel&Oil 2,467 630 2,382 1,200 1,000 10-130-7028-000-5310 Fleet-Water-99 Ford Fl50-Equip S&R 35 -500 100 100 10-130-7028-000-5330 Fleet -Water-99 Ford FISO -Insurance 360 360 360 360 360 10-130-7028-000-5400 Fleet -Water-99 Ford FISO -Misc Exp 74 -74 74 74 3,193 1,154 3,861 1,934 2,034 Total Net Levy (21,880) (10,441) (15,105) (17,032) (18,152) 7029 -Pks -03 Dodge Ram 112 ton ----------·~--------------------·-----------·~----------------Revenues 10-130-7029-000-3500 Fleet-Pks -03 Dodge Ram 112 ton -Rent Rev 7,648 2,940 7,411 7,411 7,459 7,648 2,940 7,411 7,411 7,459 Expenditures 10-130-7029-000-5001 Fleet -Pks -03 Dodge Ram 1/2 ton -F!I Reg 225 -545 200 500 10-130-7029-000-5002 Fleet -Pks -03 Dodge Ram 112 ton-Fff Off --- 10-130-7029-000-5110 Fleet -Pks -03 Dodge Ram 1/2 ton -Fuel&Oil 2,221 927 2,647 2,300 2,500 l 10-130-7029-000-5310 Fleet -Pks -03 Dodge Ram 112 ton -Equip S&R 736 326 1,500 500 1,000 ~---7 10-130-7029-000-5330 Fleet -Pks -03 Dodge Ram 1/2 ton -Insurance --360 360 10-130-7029-000-5400 Fleet -Pks -03 Dodge Ram 1/2 ton -Misc Exp 74 -74 74 74 3,256 1,253 5,125 3,074 4,434 Total Net Levy (4,392) (1,687) (2,286) (4,337) (3,025) 7030 -Hydro -98 Ford F150 ----------·--------------------------------------------------Revenues 10-130-7030-000-3500 Fleet -Hydro -98 Ford Fl50 -Rent Rev 13,455 7,163 12,935 12,935 13,039 13,455 7,163 12,935 12,935 13,039 Expenditures 10-130-7030-000-5001 Fleet -Hydro -98 Ford Fl 50 -Fff Reg 641 34 545 300 500 10-130-7030-000-5002 Fleet -Hydro -98 Ford F 150 -Fff Off --- 10-130-7030-000-5110 Fleet-Hydro -98 Ford F150 -Fuel&Oil 2,171 895 2,206 2,000 1,000 10-130-7030-000-5310 Fleet -Hydro -98 Ford Fl50 -Equip S&R 78 -500 200 100 10-130-7030-000-5330 Fleet -Hydro -98 Ford Fl50 -Insurance 356 356 356 356 356 10-130-7030-000-5400 Fleet -Hydro -98 Ford Fl50 -Misc Exp 74 -74 74 74 3,319 1,286 3,680 2,930 2,030 Total Net Levy (10,136) (5,877) (9,255) (10,005) (11,009) 7031-Pks-01 Ford F150 Re~=~------·~--------------------~-----------------r----------· 10-130-7031-000-3500 Fleet-Pks-01 FordF150-RentRev 10,444 -10,582 10,582 10,554 10,444 -10,582 I 10,582 10,554 Expenditures 10-130-7031-000-5001 Fleet-Pks-01 Ford Fl50 -Fff Reg 226 227 446 400 450 10-130-7031-000-5002 Fleet-Pks-01 Ford Fl50 -Fff OfT --- 10-130-7031-000-5110 Fleet-Pks-01 Ford F150-Fuel&Oil 1,115 553 882 1,200 1,000 C:\Userslnfullam\AppData\LooanTemplnotes418AAD\2010 Budget 130 Flea! 2010812014 2:37 PM Page 6 of 32 ( Town of Tillsonburg 130-Fleet 'n O Financial Plan 2008 2009 2010 Actual YTD Bud2et Pro.iectioo Budeet 10-130-7031-000-5310 Fleet-Pks -01 Ford FISO -Equip S&R 43 -500 100 500 10-130-7031-000-5330 Fleet-Pks -01 Ford FISO -Insurance 360 361 360 361 361 10-130-7031-000-5400 Fleet-Pks -01 Ford F150 -Misc Exp 74 -74 74 74 1,818 1,141 2,262 2,135 2,385 Total Net Levy (8,626) 1,141 {8,320) {8,447) {8,169) (~) u C \Users\nfullam\AppData\Local\Ternplnotes4 18AADl201 0 Budget 130 Fleet 20/0812014 2:37 PM Page 7 of32 Town of Tillsonburg 130-Fleet 2010 Financial Plan I 1 2008 2009 2010 Actual YTD Bud11:et Proiection Bud~et 7032 -Op -02 Pontiac Montana ----------·!""--------------------!"'"-----------·----------------Revenues 10-130-7032-000-3500 Fleet -Op -02 Pontiac Montana -Rent Rev 6,996 3,498 7,000 7,000 7,000 6,996 3,498 7,000 7,000 7,000 Expenditures I 0-130-7032-000-5001 Fleet-Op -02 Pontiac Montana -Fff Reg 254 130 545 250 545 I0-130-7032-000-5110 Fleet -Op -02 Pontiac Montana -Fuel&Oil 685 215 882 500 700 10-130-7032-000-5310 Fleet -Op -02 Pontiac Montana -Equip S&R 557 42 500 250 500 10-130-7032-000-5330 Fleet -Op -02 Pontiac Montana -Insurance 360 360 360 360 360 I0-130-7032-000-5400 Fleet -Op -02 Pontiac Montana -Misc Exp 74 -74 74 74 1,930 746 2,361 1,434 2,179 Total Net Levy (5,066) (2,752) (4,639) (5,566) (4,821) 7033 -Cem -97 GMC 2500 ----------____________________ !"'" ___________ ----------------Revenues I0-130-7033-000-3500 Fleet -Cem -97 GMC 2500 -Rent Rev 18,120 1,650 15,731 15,731 16,209 18,120 1,650 15,731 15,731 16,209 Expenditures I0-130-7033-000-500 I Fleet -Cem -97 GMC 2500 -Fff Reg 938 1,003 545 1,200 550 I 0-130-7033-000-5002 Fleet-Cem-97 GMC 2500 -F!T OT --- I0-130-7033--000-51 IO Fleet -Cem -97 GMC 2500 -Fuel&Oil 2,001 573 1,765 1,500 1,700 I0-130-7033--000-53 IO Fleet -Cem -97 GMC 2500 -Equip S&R 114 4,945 1,000 5,000 1,000 ~\ 10-130-7033-000-5330 Fleet M Cem M 97 GMC 2500 M Insurance 378 378 378 378 378 -7 10-130-7033-000-5400 Fleet M Cem M 97 GMC 2500 M Misc Exp 124 -124 124 124 3,555 6,898 3,811 8,202 3,752 Total Net Levy (14,565) 5,248 (11,920) (7,529) (12,457) 7034 -Building-99 Ford F150 ----------·!"'--------------------·------------.. ----------1-----Revenues . 10-130-7034-000-3500 Fleet M Building M 99 Ford Fl50 M Rent Rev 7,000 15,288 7,000 7,000 7,000 7,000 15,288 7,000 7,000 7,000 Expenditures 10-130-7034-000-5001 Fleet M Building M 99 Ford F150 M Fff Reg 531 262 545 400 500 10-130-7034-000-5002 Fleet M Building M 99 Ford F150 M Fff orr --- 10-130-7034-000-5110 Fleet M Building M 99 Ford Fl50 M Fuel&Oil 1,182 345 1,323 1,000 1,000 I 0-130-7034-000-5310 Fleet M Building M 99 Ford F150 M Equip S&R 289 -500 100 500 I0-130-7034--000-5330 Fleet M Building M 99 Ford F150 M Insurance 366 366 366 366 366 I 0-130-7034-000-5400 Fleet M Building M 99 Ford Fl50 M Misc Exp 74 -74 74 74 2,442 973 2,808 1,940 2,440 Total Net Levy (4,558) (14,315) (4,192) (5,060) (4,560) 7035 -Fire -88 GMC 1500 ----------·--------------------------------·r-----------------Revenues I0-130-7035-000-3300 FleetM Fire M 88 GMC 1500 MMisc Rev --- I 0-130-7035-000-3500 Fleet M Fire M 88 GMC 1500 M Rent Rev ---- ----- Expenditures \ 10-130-7035-000-5001 Fleet M Fire M 88 GMC 1500 M Fff Reg 292 -149 150 150 r----J 10-130-7035-000-5002 Fleet M Fire M 88 GMC 1500 M Fff orr --- I 0-130-7035-000-5110 Fleet M Fire M 88 GMC 1500 M Fuel&Oil --88 50 50 C:\Users\nfullam\AppData\Local\Templriotes418AA0\2010 Budget 130 Fleet 20/0812014 2:37 PM Page 8 of 32 Town of Tlllsonburg 130-Fleet ( '?J 0 Financial Plan 2008 2009 2010 Actual YTD Bude:et Projection Budeet I 0-130-7035-000-5310 Fleet-Fire-88 GMC 1500-Equip S&R 761 -250 100 250 10-130-7035-000-5330 Fleet -Fire -88 GMC 1500 -Insurance 301 300 301 300 301 10-130-7035-000-5400 Fleet -Fire -88 GMC 1500 -Misc Exp 74 -74 74 74 1,427 300 862 674 825 Total Net Levy 1,421 I 300 862 674 825 () u C:\Users\nfullam\AppData\Loaal\Temp\notes41 BAAD\2010 Budget 130 Fleet 20/01lJ2014 2:37 PM Page 9 of32 Town of Tillsonburg 130-Fleet 2010 Financial Plan \ ) 2008 2009 2010 Actual YTD Bude et Projection Bude et 7036 -Prot -04 Chev Cavalier -.----------.. --------------------.------------.. ----------------Revenues 10-130-7036-000-3500 Fleet -Prat -04 Chev Cavalier -Rent Rev 6,000 3,000 6,000 6,000 6,000 6,000 3,000 6,000 6,000 6,000 Expenditures 10-130-7036-000-5001 Fleet-Prot-04 Chev Cavalier -FfT Reg 364 456 297 540 500 10-130-7036-000-5002 Fleet -Prot -04 Chev Cavalier -F ff Off --- 10-130-7036-000-5110 Fleet -Prot -04 Chev Cavalier -Fuel&Oil 609 141 618 500 600 10-130-7036-000-5310 Fleet -Prot -04 Chev Cavalier -Equip S&R 92 269 250 350 250 10-130-7036-000-5330 Fleet -Prot -04 Chev Cavalier -Insurance 1,463 1,464 1,463 1,464 1,464 10-130-7036-000-5400 Fleet -Prot -04 Chev Cavalier -Misc Exp 74 -74 74 74 2,601 2,331 2,702 2,928 2,888 Total Net Levy (3,399) (669) (3,298) (3,072) (3,112) 7037 -Fire -07 Ford F250 ----------·,...--------------------I""-----------.. ----------------Revenues 10-130-7037-000-3500 Fleet-Fire -07 Ford F250 -Rent Rev 6,996 3,498 7,000 7,000 7,000 6,996 3,498 7,000 7,000 7,000 Expenditures 10-130-7037-000-5001 Fleet -Fire -07 Ford F250 -Fff Reg 750 227 990 500 500 10-130-7037-000-5002 Fleet -Fire -07 Ford F250 -Fff Off --- 10-130-7037-000-5110 Fleet -Fire -07 Ford F250 -Fuel&Oil 2,233 682 2,206 1,500 2,200 --, \ 10-130-7037-000-5310 Fleet-Fire -07 Ford F250 -Equip S&R 202 -1,000 100 500 J 10-130-7037-000-5330 Fleet -Fire -07 Ford F250 -Insurance 386 388 386 388 388 10-130-7037-000-5400 Fleet -Fire -07 Ford F250 -Misc Exp 109 -llO 110 110 10-130-7037-000-5900 Fleet -Fire -07 Ford F250 -Debt Interest 2,388 2,149 2,149 2,149 1,903 10-130-7037-000-5905 Fleet -Fire -07 Ford F250 -Debt Principal 5,270 5,270 5,270 5,270 5,270 ll,338 8,716 12,110 10,017 10,871 Total Net Levy 4,342 5,218 5,110 3,017 3,871 7038 -Fire -98 Crown Vic ----------·---------------------·------------~----------------Revenues 10-130-7038-000-3500 Fleet-Fire -98 Crown Vic -Rent Rev 6,996 3,498 7,000 7,000 7,000 6,996 3,498 7,000 7,000 7,000 Expenditures 10-130-7038-000-5001 Fleet -Fire -98 Crown Vic -Fff Reg 561 296 495 600 250 10-130-7038-000-5002 Fleet -Fire -98 Crown Vic -Fff Off --- 10-130-7038-000-5110 Fleet -Fire -98 Crown Vic -Fuel&Oil 1,196 264 882 600 500 10-130-7038-000-5310 Fleet -Fire -98 Crown Vic -Equip S&R 604 366 500 1,000 200 10-130-7038-000-5330 Fleet-Fire -98 Crown Vic -Insurance 1,473 1,474 1,473 1,474 360 10-130-7038-000-5400 Fleet-Fire -98 Crown Vic -Misc Exp 74 -74 74 74 3,908 2,400 3,424 3,748 1,384 Total Net Levy (3,088) (l,098) (3,576) (3,252) (5,616) 7039 -Building -98 Crown Vic ------------------------------------------------------------· Revenues 10-130-7039-000-3500 Fleet -Building -98 Crown Vic -Rent Rev 7,000 14,478 7,000 7,000 7,000 7,000 14,478 7,000 7,000 7,000 ) Expenditures 10-130-7039-000-5001 Fleet-Building -98 Crown Vic -Fff Reg 450 268 297 400 500 C:\Users\nfullam\AppData\Local\Temp\notea.418AAD\2010 Budget 130 Fleet 2010012014 2:37 PM Page1Dof32 Town of Tillsonburg 130-Fleet ( ".OIO Financial Plan , 2008 2009 2010 Actual YTD Budeet Projection Budeet 10-130-7039-000-5002 Fleet-Building -98 Crown Vic -Fff Off ---207 10-130-7039-000-5110 Fleet -Building -98 Crown Vic -Fuel&Oil 2,095 721 882 1,500 1,500 IO-130-7039-000-5310 Fleet -Building-98 Crown Vic -Equip S&R 59 721 250 1,000 1,000 10-130-7039-000-5330 Fleet -Building-98 Crown Vic -Insurance 1,339 1,341 361 1,341 361 10-130-7039-000-5400 Fleet -Building-98 Crown Vic-Misc Exp 74 -74 74 74 4,016 3,051 1,864 4,522 3,435 Total Net Levy (2,984) (11,427) (5,136) (2,478) (3,565) () lJ C:\Usera\nfullam\AppData\Local\Templnoles41 0AAD\2010 Budget 130 Fleet 20/0812014 2:37 PM Page 11 of 32 Town of Tillsonburg 130-Fleet 2010 Financial Plan I 2008 2009 2010 I Actual YTD Bude et Proiection Budeet 7040 -Pks -03 F350 Cntrctr Bdy ----------· ... --------------------·-----------··----------------Revenues 10-130-7040-000-3500 Fleet -Pks -03 F350 Cntrctr Bdy -Rent Rev 16,273 1,062 16,379 16,379 16,358 16,273 1,062 16,379 16,379 16,358 Expenditures 10-130-7040-000-5001 Fleet-Pks -03 F350 Cntrctr Bdy -FIT Reg 863 192 743 700 750 10-130-7040-000-5002 Fleet-Pks -03 F3SO Cntrctr Bdy -FfT Off --- 10-130-7040-000-5110 Fleet -Pks -03 F350 Cntrctr Bdy -Fuel&Oil 3,005 956 3,088 3,000 3,000 10-130-7040-000-5310 Fleet -Pks -03 F350 Cntrctr Bdy -Equip S&R 356 -1,000 400 1,000 10-130-7040-000-5330 Fleet -Pks -03 F350 Cntrctr Bdy -Insurance 390 391 390 391 391 10-130-7040-000-5400 Fleet -Pks -03 F350 Cntrctr Bdy -Misc Exp 167 -167 167 167 4,781 1,539 5,388 4,658 5,308 Total Net Levy (11,492) 477 (10,991) (11,721) (I 1,050) 7041-Water-03 FlatbedBdy ----------------·:---------------------------------------------Revenues 10-130-7041-000-3500 Fleet-Water-03 Flatbed Bdy -Rent Rev 21,024 9,450 24,926 24,926 21,228 21,024 9,450 24,926 24,926 21,228 Expenditures 10-130-7041-000-5001 Fleet -Water -03 Flatbed Bdy-Fff Reg 761 778 644 1,000 700 10-130-7041-000-5002 Fleet -Water -03 Flatbed Bdy-Fff O!T -104 -104 10-130-7041-000-5110 Fleet -Water -03 Flatbed Bdy-Fuel&Oil 4,130 1,385 3,529 3,500 3,500 ~ -' ' 10-130-7041-000-5310 Fleet-Water-03 Flatbed Bdy-Equip S&R 323 256 4,000 500 4,000 ' ) ,_ 10-130-7041-000-5330 Fleet-Water-03 Flatbed Bdy-Insurance 395 395 395 395 395 10-130-7041-000-5400 Fleet-Water-03 Flatbed Bdy -Misc Exp 167 -167 167 167 5,776 2,918 8,735 5,666 8,762 Total Net Levy (15,248) (6,532) (16,191) (I 9,260) (12,466) 7042 -90 Chev 3500 ----------·---------------------... -----------·----------------Revenues 10-130-7042-000-3500 Fleet -Fleet -90 Chev 3500 -Rent Rev ---- ----- Expenditures 10-130-7042-000-5001 Fleet -Fleet-90 Chev 3500 -Fff Reg 358 162 297 290 300 10-130-7042-000-5002 Fleet -Fleet-90 Chev 3500 -Fff Off --- 10-130-7042-000-5110 Fleet -Fleet-90 Chev 3500 -Fuel&Oil 1,611 487 1,235 1,100 1,200 10-130-7042-000-5310 Fleet -Fleet -90 Chev 3500 -Equip S&R 331 1,652 500 1,800 500 10-130-7042-000-5330 Fleet -Fleet -90 Chev 3500 -Insurance 393 393 393 393 393 10-130-7042-000-5400 Fleet -Fleet -90 Chev 3500 -Misc Exp 139 -139 139 139 2,832 2,694 2,564 3,722 2,532 Total Net Levy 2,832 2,694 2,564 3,722 2,532 7043 -Pks -01 Ford F250 ----------'I"' --------------------·----------------------------Revenues 10-130-7043-000-3500 Fleet-Pks-01 Ford F250-Rent Rev 12,089 4,950 11,782 11,782 11,841 12,089 4,950 11,782 11,782 11,841 Expenditures 10-130-7043-000-5001 Fleet -Pks -01 Ford F250 -Fff Reg 1,278 313 1,089 500 750 10-130-7043-000-5002 Fleet -Pks -01 Ford F250 -Fff OT 45 --190 10-130-7043-000-5110 Fleet -Pks -01 Ford F250 -Fuel&Oil 3,103 935 3,265 3,000 3,000 C:\Users\nlullam\AppData\locanTemp\note&418AAD\201 O Budget 130 Fleet 20JO!lJ2014 2:37 PM Page 12 of32 Town ofTillsonburg 130-Fleet ··?JO Financial Plan ' 2008 2009 2010 Actual YTD Budizet Proiection Bud2et 10-130-7043-000-5310 Fleet -Pks -01 Ford F250 -Equip S&R 4,606 185 1,000 300 1,000 10-130-7043-000-5330 Fleet-Pks-01 Ford F250-Insurance 360 361 360 361 361 10-130-7043-000-5400 Fleet-Pks-01 Ford F250-Misc Exp 74 -74 74 74 9,467 1,794 5,788 4,425 5,185 Total Net Levy (2,622) (3,156) (5,994) (7,357) (6,656) () C:\Users\nfullam\AppData\Local\Templnotes41 BAAD\201 O 8Udg!!l 130 Fleet 20/0812014 2:37 PM Page 13 of 32 Town of Tillsonburg 130-Fleet 2010 Financial Plan r 2008 2009 2010 Actual YTD Bud11et Proiection Bude:et 7044 -Water -08 Dodge 4500 ----------·,---------------------·-----------·Po-----r------------Revenues 10-130-7044-000-3500 Fleet-Water-97 Ford F350Crane -Rent Rev 33,327 15,2IO 33,009 33,009 33,071 33,327 15,2IO 33,009 33,009 33,071 Expenditures 1 0-130-7044-000-5001 Fleet-Water -08 Dodge 4500 -Fff Reg 488 232 495 600 600 I0-130-7044-000-5002 Fleet-Water-08 Dodge 4500 -Ftr Off --- 10-130-7044-000-51 IO Fleet -Water-08 Dodge 4500 -Fuel&Oil 4,051 1,103 3,088 2,300 3,000 I0-130-7044-000-5310 Fleet -Water-08 Dodge 4500 -Equip S&R 685 447 250 800 500 10-130-7044-000-5330 Fleet -Water-08 Dodge 4500 -Insurance 395 394 395 394 394 I0-130-7044-000-5400 Fleet -Water-08 Dodge 4500 -Misc Exp 252 -252 252 252 5,872 2,175 4,480 4,346 4,746 Total Net Levy (27,455) (13,035) (28,529) (28,663) (28,325) 7045 -Water -04 GMC SA VANA ----------·---------------------.------------·-----..... ----------Revenues 10-130-7045-000-3500 Fleet -Water -04 GMC SAV ANA-Rent Rev 31,752 17,492 32,752 32,752 32,552 31,752 17,492 32,752 32,752 32,552 Expenditures 10-130-7045-000-5001 Fleet-Water -04 GMC SAV ANA-Fff Reg 796 296 594 500 600 10-130-7045-000-5002 Fleet-Water-04 GMC SAV ANA -Fff Off --- I0-130-7045-000-51 IO Fleet-Water-04 GMC SAVANA-Fuel&Oil 3,025 1,219 2,470 2,700 2,500 ~ 10-130-7045-000-5310 Fleet-Water-04 GMC SAVANA-Equip S&R 459 174 1,000 400 1,000 ~. ) 10-130-7045-000-5330 Fleet -Water-04 GMC SAV ANA -Insurance 356 356 356 356 356 10-130-7045-000-5400 Fleet -Water-04 GMC SAV ANA -Misc Exp 74 -74 74 74 4,711 2,046 4,494 4,030 4,530 Total Net Levy (27,041) (15,446) (28,258) (28,722) (28,022) 7046 -Works -02 Dodge Ram3500 ----------·~--------------------·-----------· ----------------Revenues 10-130-7046-000-3500 Fleet -Works -02 Dodge Ram3500 -Rent Rev 19,143 11,475 24,708 24,708 23,593 19,143 11,475 24,708 24,708 23,593 Expenditures 10-130-7046-000-5001 Fleet-Works -02 Dodge Ram3500 -FIT Reg 723 746 644 1,000 1,000 10-130-7046-000-5002 Fleet-Works -02 Dodge Ram3500 -FIT OT --- 10-130-7046-000-5110 Fleet-Works -02 Dodge Ram3500 -Fuel&Oil 3,231 1,462 3,088 3,080 3,100 10-130-7046-000-5310 Fleet -Works-02 Dodge Ram3500 -Equip S&R 1,639 1,086 1,500 1,500 1,500 I0-130-7046-000-5330 Fleet -Works -02 Dodge Ram3500 -Insurance 390 391 390 391 391 10-130-7046-000-5400 Fleet -Works -02 Dodge Ram3500 -Misc Exp 154 -154 154 154 6,137 3,685 5,776 6,125 6,145 Total Net Levy (13,006) (7,790) (18,932) (18,583) (17,448) 7047 -Rds -07 Ford F350 --------------------------------·-----------·I" ----------------Revenues 10-130-7047-000-3500 Fleet -Rds -07 Ford F350 -Rent Rev 18,198 9,531 11,949 11,949 13,199 18,198 9,531 11,949 11,949 13,199 Expenditures 10-130-7047-000-5001 Fleet-Rds -07 Ford F350 -Fff Reg 646 65 545 500 600 10-130-7047-000-5002 Fleet-Rds -07 Ford F350 -F!I Off --I - 10-130-7047-000-5110 Fleet -Rds -07 Ford F350 -Fuel & Oil 3,212 1,285 3,088 3,100 3,100 C:\Usera\nlullam\AppData\Local\Templnotes418AAD\2010 Budget 130 Fleet 20/0012014 2:37 PM Page 14 of32 Town ofTil/sonburg 130-Fleet '110 Financiol Plan 2008 2009 2010 Actual YTD Bude:et Proiection Bude:et 10-130-7047-000-5310 Fleet -Rds -07 Ford F350 -Equip S&R -849 1,000 1,000 1,000 10-130-704 7-000-5330 Fleet -Rds -07 Ford F350 -Insurance --360 360 10-130-7047-000-5400 Fleet-Rds -07 Ford F350 -Misc Exp 74 -167 167 167 10-130-7047-000-5900 Fleet-Rds -07 Ford F350 -Debt Interest 2,733 2,459 2,459 2,459 2,178 10-130-7047-000-5905 Fleet-Rds -07 -Ford F350 -Debt Principal 6,030 6,030 6,030 6,030 6,030 12,694 10,688 13,649 13,256 13,435 Total Net Levy (5,504) 1,157 1,700 1,307 236 7050 -Pks -04 Dodge Ra ml 500 ----------·~---------------------·-----------.,. ----------------Revenues 10-130-7050-000-3500 Fleet-Pks-04 DodgeRam1500 -Rent Rev ----- ----- Expenditures 10-130-7050-000-5001 Fleet-Pks -04 Dodge Ram1500 -FIT Reg --- 10-130-7050-000-5105 Fleet-Pks -04 Dodge RamlSOO -Eq Rental Exp --- 10-130-7050-000-5110 Fleet -Pks -04 Dodge Ram1500 -Fuel&Oil --- 10-130-7050-000-5310 Fleet-Pks -04 Dodge Ram1500 -Equip S&R --- 10-130-7050-000-5330 Fleet-Pks-04 Dodge Raml500-Insurance --- 10-130-7050-000-5410 Fleet -Pks -04 Dodge Raml 500 -Adv&Promo --- ----- Total Net Levy ----- CJ u C:\User.;\nrullam\AppData\Local\Temp\notes418AAD\2010 Budget 130 Fleet 2010812014 2:37 PM Page15of32 Town of Tlllsonburg 130-Fleet 2010 Financial Plan ~ 2008 2009 2010 Actual YTD Budeet Pro_iection Budeet 7051-Pks-04 Ford Fl50 -------------------------------·-----------·-----------------Revenues 10-130-7051-000-3500 Fleet -Pks -04 Ford F150 -Rent Rev ----- ----- Expenditures 10-130-7051-000-5001 Fleet-Pks -04 Ford FISO -Fff Reg --- 10-130-7051-000-5105 Fleet-Pks -04 Ford FISO -Eq Rental Exp --- 10-130-7051-000-5110 Fleet -Pks -04 Ford F 150 -Fuel&Oil --- 10-130-7051-000-5310 Fleet-Pks -04 Ford F150 -Equip S&R --- 10-130-7051-000-5330 Fleet-Pks -04 Ford F150 -Insurance --- 10-130-7051-000-5410 Fleet-Pks -04 Ford F150 -Adv&Promo --- ----- Total Net Levy ----- 7060-Rds -05 PETERBILT 335 ----------·~--------------------·-----------·-----------------· Revenues 10-130-7060--000-3500 Fleet-Rds-05 PETERBILT 335 -Rent Rev 28,945 17,106 22,636 22,636 23,898 28,945 17,106 22,636 22,636 23,898 Expenditures 10-130-7060-000-5001 Fleet-Rds-05 PETERBILT 335 -F!f Reg 2,613 888 2,178 2,200 2,200 10-130-7060-000-5002 Fleet-Rds-05 PETERBILT 335 -Fff Off --500 200 10-130-7060-000-5110 Fleet -Rds -05 PETERBILT 335 -Fuel&Oil 8,328 3,460 5,294 6,100 6,000 -d 10-130-7060-000-5310 Fleet -Rds -05 PETERBILT 335 -Equip S&R 3,707 4,329 4,000 5,500 4,000 ~- ) 10-130-7060-000-5330 Fleet-Rds -05 PETERBILT 335 -Insurance 831 831 831 831 831 10-130-7060-000-5400 Fleet -Rds -05 PEIBRBIL T 335 -Misc Exp 764 -764 764 764 16,243 9,508 13,567 15,595 13,795 Total Net Levy (12,702) (7,599) (9,069) (7,041) (10,103) 7061 -Rds -98 GMC Tpkck 5 ton -----------------------------------------------------------· Revenues 10-130-7061-000-3500 Fleet -Rds -98 GMC Tpkck 5 ton -Rent Rev 12,880 14,963 19,833 19,833 18,442 12,880 14,963 19,833 19,833 18,442 Expenditures 10-130-7061--000-5001 Fleet-Rds -98 GMC Tpkck 5 ton-Fff Reg 2,957 1,953 2,178 3,000 3,000 10-130-7061-000-5002 Fleet-Rds -98 GMC Tpkck 5 ton-Fff Off 313 -500 200 10-130-7061-000-5110 Fleet -Rds -98 GMC Tpkck 5 ton -Fuel&Oil 4,034 2,585 3,529 3,800 3,800 10-130-7061-000-5310 Fleet -Rds -98 GMC Tpkck 5 ton -Equip S&R 8,987 3,014 5,000 4,000 5,000 10-130-7061-000-5330 Fleet -Rds -98 GMC Tpkck 5 ton -Insurance 831 831 831 831 831 10-130-7061-000-5400 Fleet -Rds -98 GMC Tpkck 5 ton -Misc Exp 635 -635 635 635 17,757 8,383 12,673 12,466 13,266 Total Net Levy 4,877 (6,580) (7,160) (7,367) (5,176) 7062 -Rds -04 Ptrblt 330 ----------·!""-------------------------------------------------Revenues 10-130-7062-000-3500 Fleet-Rds -04 Ptrblt 330 -Rent Rev 28,508 16,573 18,197 18,197 20,256 28,508 16,573 18,197 18,197 20,256 Expenditures 10-130-7062-000-5001 Fleet-Rds -04 Ptrblt 330 -Fff Reg 4,078 1,065 3,267 3,300 3,300 10-130-7062-000-5002 Fleet -Rds -04 Ptrblt 330 -Fff Off 977 -1,000 500 10-130-7062-000-5110 Fleet -Rds -04 Ptrblt 330 -Fuel&Oil 8,215 3,597 5,294 5,400 5,300 C:\Users\nfullam\AppData\Local\Temp\notes416AA0\201 O Bl!dgat 130 Fleet 2010612014 2:37 PM Page 16 of32 Town of Til/sonburg 130-Fleet · 910 Financial Plan , 2008 2009 2010 Actual YTD Budiret Proiection Budiret 10-130-7062-000-5310 Fleet -Rds -04 Ptrblt 330 -Equip S&R . 6,557 3,126 6,000 5,000 6,000 10-130-7062-000-5330 Fleet -Rds -04 Ptrblt 330 -Insurance 831 831 831 831 831 10-130-7062-000-5400 Fleet -Rds -04 Ptrblt 330 -Misc Exp 764 -764 764 764 21,422 8,619 17,156 15,795 16,195 Total Net Levy (7,086) (7,954) (1,041) (2,402) (4,061) (-) C:\Userslnfullam\AppData\Local\Templnotes418AAC\2010 Budget 130 Fleet 2010812014 2:37 PM Page 17 of32 Town of Tillsonburg 130-Fleet 2010 Financial Plan I"] 2008 2009 2010 Actual YTD Bude et Proiection Budeet 7063 -Rds -2006 PETERBILT 335 ----------·~------------------------------------------------Revenues I 0-130-7063-000-3500 Fleet-Rds-2006 PETERBILT 335 -Rent Rev 31,273 18,375 15,940 15,940 19,003 31,273 18,375 15,940 15,940 19,003 Expenditures 10-130-7063-000-500 I Fleet-Rds-2006 PETERBILT 335 -FIT Reg 4,738 2,083 2,970 3,000 3,000 10-130-7063-000-5002 Fleet-Rds-2006 PETERBILT 335 -Fff Off 808 -500 500 10-130-7063-000-5110 Fleet-Rds -2006 PETERBILT 335 -Fuel&Oil 10,033 4,520 5,735 6,700 6,000 I 0-130-7063-000-5310 Fleet-Rds-2006 PEIBRBILT 335 -Equip S&R 7,031 5,945 4,000 7,000 5,000 I 0-130-7063-000-5330 Fleet-Rds -2006 PETERBILT 335 -Insurance 831 I 831 831 831 831 I 0-130-7063-000-5400 Fleet-Rds-2006 PETERBILT 335 -Misc Exp 784 I -764 764 764 24,226 13,379 14,800 18,795 15,595 Total Net Levy (7,046) (4,996) (1,140) 2,855 (3,408) 7064 -Rds-04 Ptrblt330UbdyP/w ----------·---------------------·-----------------------------· Revenues 10-130-7064-000-3500 Fleet -Rds -04 Ptrblt330UbdyPlw -Rent Rev 32,730 17,990 29,468 29,468 30,119 32,730 17,990 29,468 29,468 30,119 Expenditures I 0-130-7064-000-5001 Fleet-Rds -04 Ptrblt330UbdyPlw-F!T Reg 1,868 2,320 3,267 3,200 3,300 10-130-7064-000-5002 Fleet-Rds -04 Ptrblt330UbdyPlw-Fff O!T 653 -500 200 10-130-7064-000-511 0 Fleet-Rds -04 Ptrblt330UbdyPlw-Fuel&Oil 8,390 3,863 5,735 .·· 6,000 6,000 -J 10-130-7064-D00-53 l 0 Fleet-Rds -04 Ptrblt330UbdyPlw-Equip S&R 3,216 8,226 4,000 8,300 5,000~ , - 10-130-7064-000-5330 Fleet-Rds-04 Ptrblt330UbdyPlw-Insurance 831 831 831 831 831 10-130-7064-000-5400 Fleet-Rds-04 Ptrblt330UbdyPlw-Misc Exp 764 -765 765 765 15,722 15,239 15,098 19,296 15,896 Total Net Levy (17,008) (2,751) (14,370) (I0,172) (14,223) 7065 -Hydro -2009 IHC 4300 HYBRID ----------·---------------------~---------------------------· Revenues I 0-130-7065-000-3500 Fleet-Hydro -2009 IHC 4300 HYBRID -Rent Rev 35,700 25,253 36,457 36,457 36,306 35,700 25,253 36,457 36,457 36,306 Expenditures 10-130-7065-000-500 I Fleet-Hydro -2009 IHC 4300 HYBRID -F!I Reg 253 242 495 800 500 10-130-7065-000-5002 Fleet-Hydro -2009 IHC 4300 HYBRID -F!I OT 1,347 -250 250 10-130-7065-000-5110 Fleet -Hydro -2009 IHC 4300 HYBRID -Fuel&Oil 4,542 1,563 3,088 3,100 1,000 10-130-7065-000-5310 Fleet -Hydro -2009 IHC 4300 HYBRID -Equip S&R 9,760 2,513 2,500 5,500 4,000 10-130-7065-000-5330 Fleet -Hydro -2009 IHC 4300 HYBRID -Insurance 797 797 797 797 797 I 0-130-7065-000-5400 Fleet -Hydro -2009 IHC 4300 HYBRID -Misc Exp 296 -296 296 296 I 0-130-7065-000-5900 Fleet-Hydro -2009 IHC 4300 HYBRID -Debt Interest ---7,002 10-130-7065-000-5905 Fleet-Hydro -2009 IHC 4300 HYBRID-Debt Principal ---4,555 16,995 5,115 7,426 10,743 18.149 Total Net Le"'"' ll8 705 (20 137 (29,031 (25,714 118,157 7066 -Hydro -2000 IHC 4900 ----------·~--------------------~-----------·----------------Revenues I 0-130-7066-D00-3500 Fleet -Hydro -2000 IHC 4900 -Rent Rev 36,225 21,788 44,459 44.459 42.812 36225 21 788 44,459 44,459 42,812 Expenditures I 0-130-7066-000-5001 Fleet -Hydro -2000 IHC 4900 -F!I Reg 1,059 545 99 1 000 1 000 10-130-7066-000-5002 Fleet -Hvdro -2000 IHC 4900 -Fff Off I 066 -1,000 250 C:\Users\nrunaml.AppData\Local\Templnotes418AADl2010 Budget 130 Fleet 2010812014 2:37 PM Page 18 of32 Town ofTillsonburg 130-Fleet (f 0 Financial Plan 2008 2009 2010 Actual YTD Budl!et Proiection Bude: et 10-130-7066-000-5110 Fleet -Hydro -2000 IHC 4900 -Fuel&Oil 4,273 1,679 3,529 3,300 3,500 10-130-7066-000-5310 Fleet -Hydro -2000 IHC 4900 -F.(Juip S&R 10,578 3,015 8,000 4000 8000 10-130-7066-000-5330 Fleet -Hvdro -2000 IHC 4900 -Insurance 823 823 823 823 823 10-130-7066-000-5400 Fleet -Hydro -2000 IHC 4900 -Misc Exp 296 -296 2% 2% 18 095 6062 13 747 9669 13 619 Total Net Levv !18,130 !15,725 130,712 134,790 129,193 () C:\US!!rslnfullaml.AppData\Local\Temp\notes418AAD\2010 Budget 130 Fleet 20/0812014 2:37 PM Page19of32 Tuwn of Tillsonburg 130-Fleet 2010 Financial Plan '"""'\ 2008 2009 2010 I I Actual YTD Bude:et Proiectioo Bude et 7067 -Hydro -90 Intern/ Derrick --------------------------·---------------------~----------Revenues ---- Expenditures I 0-130-7067-000-5001 Fleet-Hydro -90 Inteml Derrick -Fff Reg 44 -- 10-130-7067-000-5002 Fleet-Hvdro -90 Inteml Derrick -Fff OT --- 10-130-7067-000-5110 Fleet -Hvdro -90 Inteml Derrick -Fuel&Oil --- 44 ---- Total Net Levv 44 ---- 7068 -Hydro -03 Ptrblt Derrick ----------· ---------------------"" ___________ !'" _____ -----------Revenues I 0-130-7068-000-3500 Fleet -Hvdro -03 Ptrblt Derrick -Rent Rev 21,753 7,175 18,000 18,000 18,747 21,753 7,175 18,000 18 000 18 747 Expenditures 10-130-7068-000-500 I Fleet -Hydro -03 Ptrblt Derrick-Fff Reg 944 285 990 990 990 10-130-7068-000-5002 Fleet -Hvdro -03 Ptrblt Derrick-Fff Off --150 10-130-7068-000-5110 Fleet -Hydro -03 Ptrblt Derrick -Fuel&Oil 3,731 723 3,088 1,800 3,000 I 0-130-7068-000-5310 Fleet -Hydro -03 Ptrblt Derrick -Equip S&R 12,582 2,736 5,000 5 000 5,000 10-130-7068-000-5330 Fleet -Hvdro -03 Ptrblt Derrick -Insurance 823 823 823 823 823 I 0-130-7068-000-5400 Fleet -Hydro -03 Ptrblt Derrick -Misc Exn 1,024 -1,024 1,024 1,024 19,104 4568 11 075 9,637 10,837 Total Net Levv (2,649 (2,607 (6,925 (8 363 (7.910 7070 -Fire -84 Intern! Pumper ~~ ----------·~--------------------·----------------------------~) Revenues 10-130-7070-000-3500 Fleet -Fire -84 Intern! Pumper -Rent Rev 9,996 4,998 IO 000 10,000 30,000 9,996 4,998 10,000 10,000 30,000 Exnenditures 10-130-7070-000-5001 Fleet-Fire -84 Internl Pumner-Fff Reg 780 65 1,634 1,000 1,634 10-130-7070-000-5002 Fleet -Fire -84 Inteml Pumper-Fff Off 1,290 285 -285 10-130-7070-000-5110 Fleet -Fire -84 Internl Pumner -Fuel&Oil 364 119 353 350 350 10-130-7070-000-5310 Fleet -Fire -84 Inteml Pumper-Equin S&R 313 1,265 3,500 2.000 3.500 10-130-7070-000-5330 Fleet -Fire -84 Inteml Pumper -Insurance 730 731 730 731 731 3,476 2,465 6,216 4,366 6,215 Total Net Levy (6 520 (2 533 (3,784 (5,634 (23,785 7071 -Fire -90 Pierce Pumper ----------·---------------------·-----------·~----------------Revenues 10-130-7071-000-3500 Fleet -Fire -90 Pierce Pumper -Rent Rev 15,000 7 500 15 000 15,000 40,000 15,000 7,500 15,000 15,000 40,000 Exnenditures 10-130-7071-000-5001 Fleet -Fire -90 Pierce Pumner-Fff Reg 424 896 3,465 2,000 2,500 10-130-7071-000-5002 Fleet -Fire -90 Pierce Pumper-Fff Off 1,302 --207 10-130-7071-000-5110 Fleet -Fire -90 Pierce Pumner -Fuel&Oil 1,165 341 882 800 880 10-130-7071-000-5310 Fleet -Fire -90 Pierce Pumper -Equip S&R 5,015 2,435 5,000 3.400 5.000 10-130-7071-000-5330 Fleet -Fire-90 Pierce Pumper-Insurance 1,060 1,060 1,060 1,060 1060 8,965 4,732 10.407 7,467 9,440 Total Net Levy (6,035 (2,768 (4,593 (7 533 (30 560 u C:\Usera\nfullam\AppData\LocanTemp\ncte&41 BAAD\2010 Budget 130 Fleet 20/0812014 2:37 PM Page 20 of32 Town ofTillsonburg 130-Fleet ~?JO Financial Plan 2008 2009 2010 Actual YTD Bud!!et Proiection Budeet 7072 -Fire-95 Frghtlnr FL70 ----------·---------------------!""-----------·-----------Revenues ----- 10-130-7072-000-3500 Fleet -Fire -95 Frghtlnr FL 70 -Rent Rev 9,996 4,998 10,000 10000 30000 9996 4 998 10,000 10,000 30,000 Expenditures I 0-130-7072-000-500 I Fleet -Fire -95 Frghtlm FL 70 -F!T Reg 1,168 166 1,089 500 1,089 10-130-7072-000-5002 Fleet -Fire -95 Fntlltlnr FL70 -F!T Off 682 -- I 0-130-7072-000-5110 Fleet -Fire -95 Frghtlnr FL 70 -Fuel&Oil 684 201 529 500 500 I 0-130-7072-000-5310 Fleet -Fire -95 Frghtlnr FL 70 -Equip S&R 2,179 184 2,000 500 2,000 I 0-130-7072-000-5330 Fleet -Fire -95 Frehtlnr FL 70 -Insurance 754 754 754 754 754 5,466 1,304 4,372 2,254 4,343 Total Net Le"" 14 530 13,694 15,628 17,746 125,657 7073 -Fire -98 Spartan Aerial --------------------------------~---------------------------Revenues 10-130-7073-000-3500 Fleet-Fire -98 Spartan Aerial -Rent Rev 147,000 73,500 147,000 147,000 45,000 10-130-7073-000-3900 Fleet -Fire -98 Spartan Aerial -Contr from Res --- 10-130-7073-000-3905 Fleet -Fire -98 Snartan Aerial-Contr from DC Res 23 051 -- 170,051 73,500 147,000 147,000 45,000 Expenditures I 0-130-7073-000-5001 Fleet-Fire -98 Spartan Aerial -FIT Reg 1,463 320 2,178 1,200 2,178 I 0-130-7073-000-5002 Fleet-Fire -98 Spartan Aerial -F!f Off 1,813 --621 10-130-7073-000-5110 Fleet -Fire -98 Spartan Aerial -Fuel&Oil 829 73 529 . 500 500 10-130-7073-000-5310 Fleet -Fire -98 Spartan Aerial -Equip S&R 4,401 152 3,000 1,200 3.000 .-· 10-130-7073-000-5330 Fleet -Fire -98 Spartan Aerial -Insurance 1,821 1,823 1,821 1,823 1,823 ( '10-130-7073-000-5900 Fleet -Fire -98 Spartan Aerial -Debt Interest 3,811 2,131 1,401 2,131 256 .------10-130-7073-000-5905 Fleet -Fire -98 Snartan Aerial -Debt Princinal 46,364 41,382 41,382 41,382 -400 10-130-7073-000-5950 Fleet -Fire -98 Soartan Aerial -Contrib to Res --- 60,502 45,880 50 311 48 857 8,156 Total Net Levv (109 550 127,620 196,689 198,143 (36,844 7074 -Hydro -97 GMC Topkick-__________ ,,_ ____________________ , ____________ ,, ___________ -----Revenues 10-130-7074-000-3500 Fleet-Hydro -97 GMC Topkick -Rent Rev 11,270 3.465 8,512 8,512 9,064 11,270 3,465 8,512 8,512 9,064 Exoenditures 10-130-7074-000-500 I Fleet-Hydro -97 GMC Topkick -Fff Reg 187 640 545 640 545 10-130-7074-000-5002 Fleet-Hydro -97 GMC Topkick -Fff Off --- 10-130-7074-000-5110 Fleet-Hvdro -97 GMC Tonkick -Fuel&Oil 665 110 529 500 530 10-130-7074-000-5310 Fleet-Hydro -97 GMC Tookick -F.nuio S&R 2,069 341 2,000 500 2.000 10-130-7074-000-5330 Fleet-Hydro -97 GMC Topkick -Insurance 628 628 628 628 628 10-130-7074-000-5400 Fleet -Hydro -97 GMC Topkick -Misc Exp 549 -550 550 550 4.098 1,719 4,252 2,818 4,253 Total Net I A"VV (7,172 (1,746 14260 15 694 14,811 7075 -Rds -02 GMC Tpkck Lo-pro - ----------·~--------------------~----------------------------Revenues I 0-130-7075-000-3500 Fleet -Rds -02 GMC Tpkck Lo-pro -Rent Rev 16,529 3,658 18 157 18,157 17,562 16,529 3 658 18,157 18,157 17,562 Expenditures I 0-130-7075-000-500 I Fleet -Rds -02 GMC Tnkck Lo-oro -FfT Rell 2,690 1,331 1,980 I 980 1980 I 0-130-7075-000-5002 Fleet-Rds -02 GMC Tokck Lo-oro -Fff Off 280 -- 10-130-7075-000-5110 Fleet -Rds -02 GMC Tpkck Lo-oro -Fuel&Oil 2,351 369 2,206 1800 2200 10-130-7075-000-5310 Fleet -Rds -02 GMC Tpkck Lo-pro -Equip S&R 1,244 3,784 2,000 3,800 2,000 10-130-7075-000-5330 Fleet -Rds -02 GMC Tpkck Lo-pro -Insurance 630 630 630 630 630 _/ 10-130-7075-000-5400 Fleet -Rds -02 GMC Tpkck Lo-pro -Misc Exp 421 -421 421 421 I 7616 6114 7,237 8,631 7 231 C:\Ueera\nfullam\AppData\Local\Templnotes418AADl2010 Budget 130 Fleet 20/0812014 Z37 PM Page 21 of32 Town ofTillsonburg 130-Fleet 2010 Financial Plan n 2008 2009 2010 Actual YTD I Budeet Proiection Budeet Total Net Levy (8.912 2.456 I (10,920 (9,526 (10,331 7080 -Rds -01 Komatsu Loader - ----------·---------------------~----------· ----------------Revenues 10-130-7080-000-3500 Fleet-Rds -01 Komatsu Loader -Rent Rev 11,928 10780 18 912 18 912 21,894 11,928 10,780 18,912 18,912 21,894 Exoenditures 10-130-7080-000-5001 Fleet -Rds -01 Komatsu Loader -F ff Reg 2,244 621 1,089 1.089 1,089 10-130-7080-000-5002 Fleet -Rds -01 Komatsu Loader-Fff Off 991 -500 200 10-130-7080-000-5110 Fleet -Rds -01 Komatsu Loader -Fuel&Oil 4,172 2,367 3,088 3,600 3,100 10-130-7080-000-5310 Fleet -Rds -01 Komatsu Loader -Equip S&R 3,514 212 2,500 500 2500 10-130-7080-000-5330 Fleet -Rds -01 Komatsu Loader -Insurance 698 699 698 699 699 11 619 3.899 7.875 6088 7,388 Total Net LeUY (309 (6,881 (11,037 (12,824 (14,506 7081 -Rds -04 Cat 924G Loader -----------·---------------------____________ !'" _____ -----------Revenues 10-130-7081-000-3500 Fleet -Rds -04 Cat 924G Loader -Rent Rev 35,168 20,587 21,615 21,615 30407 35,168 20,587 21,615 21,615 30,407 Exnenditures 10-130-7081-000-5001 Fleet-Rds -04 Cat 924G Loader -Fff Reg 987 1,487 1,089 1,800 1,089 10-130-7081-000-5002 Fleet-Rds -04 Cat 924G Loader -F!f Off 746 533 500 533 10-130-7081-000-5110 Fleet -Rds -04 Cat 924G Loader -Fuel&Oil 7,407 2,693 5,294 5,000 5,300 10-130-7081-000-5310 Fleet -Rds -04 Cat 924G Loader -Equip S&R 3,385 9,883 9,000 10.000 4,000 10-130-7081-000-5330 Fleet -Rds -04 Cat 924G Loader -Insurance 315 316 315 -316 316 12,841 14,912 16,198 17,649 10,705 3 Total Net•-'""' (22,327 (5,675 (5,417 (3,966 (19,702 7082 -Rds -95 Champion Grader -----------·~--------------------~----------------------------Revenues 10-130-7082-000-3500 Fleet -Rds -95 Chamnion Grader -Rent Rev 8,694 7,518 9,366 9,366 9,232 8,694 7,518 9,366 9,366 9.232 Expenditures 10-130-7082-000-5001 Fleet -Rds -95 Champion Grader-F!f Reg 4,045 843 1,881 L881 L881 10-130-7082-000-5002 Fleet-Rds -95 Chamnion Grader -F!f Off 924 -- 10-130-7082-000-5110 Fleet-Rds -95 Champion Grader -Fuel&Oil 2,654 1,028 2,206 2-000 2.200 10-130-7082-000-5310 Fleet -Rds -95 Champion Grader -Equip S&R 6,303 2,425 5,000 3,000 5,000 10-130-7082-000-5330 Fleet -Rds -95 Chamnion Grader -Insurance 388 388 388 388 388 14,314 4.684 9.475 7,269 9.469 Total Net Le"" 5,620 (2,834 109 (2,097' 237 7083 -Rds -08 Trackless MT6 -----------·-------------------------------------------1-----Revenues 10-130-7083-000-3500 Fleet -Rds -08 Trackless MT6 -Rent Rev 12,689 19,181 22,480 22,480 20,525 12.689 19,181 22.480 22.480 20,525 Expenditures 10-130-7083-000-5001 Fleet -Rds-08 Trackless Mf6 -FfT Reg 1,565 520 1,980 1,566 1.980 10-130-7083-000-5002 Fleet -Rds -08 Trackless MT6 -FfT Off 315 --414 10-130-7083-000-5110 Fleet -Rds -08 Trackless MT6 -Fuel&Oil 2,002 2,007 3,529 4,000 4.400 10-130-7083-000-5310 Fleet -Rds -08 Trackless MT6 -Equip S&R 1,202 288 500 520 1,000 10-130-7083-000-5330 Fleet -Rds -08 Trackless MT6 -Insurance 173 173 173 173 173 5,256 2,988 6,182 6,673 7,553 Total Net Le"" 17,432 116,193 116,298 115,807 112,972 u C:\Users\nfullam\AppData\Local\Templnotes418AAD\2010 Budget 130 Fleet 20/0812014 2:37 PM Page 22 of32 Tuwn ofTil/sonburg 130-Fleet (~?JO Financial Plan 2008 2009 2010 Actual YTD Bud2et Proiection Bude:et 7084 -Rds -05 Trackless MTS -----------·---------------------,..-----------·-----~----------Revenues 10-130-7084-000-3500 Fleet -Rds -05 Trackless MTS -Rent Rev 38,008 15,906 23,085 23,085 26,064 38,008 15,906 23 085 23.085 26.064 Expenditures 10-130-7084-000-5001 Fleet -Rds -05 Trackless MTS -F/f Reg 1,772 676 2,079 1.872 2.079 10-130-7084-000-5002 Fleet -Rds -05 Trackless MTS -F!T Off 45 --207 10-130-7084-000-5110 Fleet -Rds -05 Trackless MTS -Fuel&Oil 6,098 1,873 4,412 4,000 4,400 10-130-7084-000-5310 Fleet -Rds -05 Trackless MTS -Eauin S&R 2,348 255 2,000 500 2000 10-130-7084-000-5330 Fleet -Rds -05 Trackless MTS -Insurance 427 427 427 427 427 10690 3,231 8,918 7,006 8,906 Total Net Levv '27,318 (12,675 (14 167 (16.079 (17,158 7085 -Rds -02 Johnson Sweeper -----------··--------------------,..-----------------~-----Revenues ----- 10-130-7085-000-3500 Fleet-Rds -02 Johnson Sweeper -Rent Rev 27,105 13,611 36,591 36,591 34,693 27,105 13,611 36,591 36,591 34,693 Expenditures 10-130-7085-000-5001 Fleet-Rds -02 Johnson Sweeper -Fff Reg 4,547 1,838 5,445 5,445 4,025 10-130-7085-000-5002 Fleet-Rds -02 Johnson Sweener-F!f Off --500 200 10-130-7085-000-5110 Fleet -Rds -02 Johnson Sweeper-Fuel&Oil 4,755 1,322 3,529 3.500 3.500 10-130-7085-000-5310 Fleet -Rds -02 Johnson Sweeper -Equip S&R 13,293 1,773 10,000 3,000 4,000 10-130-7085-000-5330 Fleet -Rds -02 Johnson Sweeper -Insurance 632 633 632 632 632 23,226 5,566 20,106 12,777 12.157 "1'.'qtal Net Liwv (3,879 18 045 116,485 123,814 122,536 ) ,_ 7086 -Water -02 CAT 4200Bckhoe- ----------·~--------------------~---------------------------Revenues 10-130-7086-000-3500 Fleet -Water -02 CAT 4200Bckhoe -Rent Rev 19,793 7805 14,722 14,722 15,732 19.793 7,805 14,722 14,722 15,732 Expenditures 10-130-7086-000-5001 Fleet-Water-02 CAT 4200Bckhoe -Fff Reg 420 242 792 792 792 10-130-7086-000-5002 Fleet-Water-02 CAT 4200Bckhoe-Fff OT 1,294 -500 200 10-130-7086-000-5110 Fleet-Water -02 CAT 4200Bckhoe -Fuel&Oil 2,311 698 1,765 1,700 1,700 10-130-7086-000-5310 Fleet-Water-02 CAT 4200Bckhoe -Eauin S&R 1,582 134 3,000 500 3,000 10-130-7086-000-5330 Fleet-Water-02 CAT 4200Bckhoe -Insurance 410 411 410 411 411 6,017 1,486 6467 3 603 5,903 Total Net Levv 113 775 16,319 18,255 111,119 19,829 7087-Cem-03 JD 310Bckhoe- ----------·~--------------------~----------------------------Revenues 10-130-7087-000-3500 Fleet -Cem -03 JD 310 Bckhoe -Rent Rev 40,180 6,125 31,416 31,416 33 169 40,180 6,125 31,416 31416 33 169 Expenditures 10-130-7087-000-5001 Fleet-Cem-03 JD 310 Bckhoe -Fff Reg 372 389 792 792 792 10-130-7087-000-5002 Fleet-Cem-03 JD 310 Bckhoe-Fff Off --- 10-130-7087-000-5110 Fleet -Cem -03 JD 310 Bckhoe -Fuel&Oil 2,504 865 2,206 2000 2-200 10-130-7087-000-5310 Fleet -Cem -03 JD 310 Bckhoe -Equip S&R 1,128 286 1,000 500 2,000 10-130-7087-000-5330 Fleet -Cem -03 JD 310 Bckhoe -Insurance 380 380 380 380 380 4,384 1920 4,378 3,672 5,372 Total Net Levv 135,796 (4,205 (27,038 (27 744 (27,797 l : _/ C:\Users\nfullam\AppData\Local\Temp\notes418AADl201 o Budget 130 Fleet 20/0B/2014 2:37 PM Page 23 of32 Town of Tillsonburg 130-Fleet 2010 Financiol Plan r 2008 2009 2010 , Actual YTD Budeet Projection Bud Pet 7088 -Pks -06 JD 4720 Tractor - -------------------------------~----------· Revenues ---------------- 10-130-7088-000-3500 Fleet-Pks -06 JD 4720 Tractor-Rent Rev 5,199 2,964 4,666 4,666 4,770 5,199 2964 4,666 4,666 4,770 Expenditures 10-130-7088-000-5001 Fleet-Pks -06 JD 4720 Tractor-Fff Reg: 175 394 545 545 545 10-130-7088-000-5002 Fleet -Pks -06 JD 4 720 Tractor -Ftr Off 45 -- 10-130-7088-000-5110 Fleet -Pks -06 JD 4 720 Tractor -Fuel&Oil 133 274 88 500 500 10-130-7088-000-5310 Fleet-Pks -06 JD 4720 Tractor -Equip S&R 209 1,542 500 2,100 L500 10-130-7088-000-5330 Fleet-Pks -06 JD 4720 Tractor-Insurance 60 60 60 60 60 623 2,270 1,193 3,205 2605 Total Net Levv (4,576 (694 (3,473 (1461 (2,165 7089 -Pks -00 JD Tractor - ----------·---------------------~---------------------------Revenues 10-130-7089-000-3500 Fleet -Pks -00 JD Tractor -Rent Rev 16,067 3 221 15,728 15,728 15,792 16,067 3,221 15,728 15 728 15,792 Expenditures 10-130-7089-000-5001 Fleet-Pks -00 JD Tractor-FIT Re!! 512 238 792 792 792 10-130-7089-000-5002 Fleet-Pks -00 JD Tractor -Ftr Off --- 10-130-7089-000-5077 Fleet -Pks -00 JD Tractor-Life Ins Exp --- 10-130-7089-000-5110 Fleet -Pks -00 JD Tractor -Fuel&Oil 57 25 88 100 100 10-130-7089-000-5310 Fleet -Pks -00 JD Tractor -Eciuip S&R 5,516 -1,500 250 1,500 10-130-7089-000-5330 Fleet -Pks -00 JD Tractor -Insurance 60 60 61 60 60 6146 323 2,441 1,202 2,452 Total Net Levv (9,921 (2,897 (13,287 (14,526 (13 340 ,_j 7092 -Rds -06 MT Snow Blower - ----------·~--------------------·~--------------------------Revenues 10-130-7092-000-3500 Fleet -Rds -06 MT Snow Blower -Rent Rev ----- ----- Exoenditures 10-130-7092-000-5001 Fleet -Rds -06 MI Snow Blower-F!T Reg 1,178 486 495 495 495 10-130-7092-000-5002 Fleet -Rds -06 MT Snow Blower -Fff Off 136 -- 10-130-7092-000-5110 Fleet -Rds -06 MI Snow Blower -Fuel&Oil --- 10-130-7092-000-5310 Fleet -Rds -06 MT Snow Blower -Equip S&R 28 878 500 900 l 000 10-130-7092-000-5330 Fleet -Rds -06 Mr Snow Blower -Insurance --- 1,341 1,364 995 1.395 l,495 Total Net L ... ,,.., 1 341 1 364 995 1,395 1,495 7093 -Rds -06 MT Snow Blower -------------------------------·-----------~ ----------------Revenues 10-130-7093-000-3500 Fleet -Rds -06 MT Snow Blower -Rent Rev ----- ----- Exoeoditures 10-130-7093-000-5001 Fleet -Rds -06 MT Snow Blower-F!f Reg 1,056 713 495 1,200 500 10-130-7093-000-5002 Fleet-Rds -06 MI Snow Blower -Fff Off 183 -- 10-130-7093-000-5310 Fleet -Rds -06 MT Snow Blower -1-<11uin S&R --500 500 1,239 713 995 1,200 1,000 Total Net Levv 1,239 713 995 1,200 1,000 u C:\Users\nrunam\AppData\Local\Temp\nctes41BAAlJ\2010 Budget 130 Fleet 20/0B/2014 2:37 PM Page 24 of32 Town ofTillsonburg 130-Fleet ( J~l•O•F.•1-na•n•c•ia•/•R•t•an-.....-~~~~~~~~~~~~~~~-+~ ..... ..,.~ .... ~~~-'-1-. ... ~..._~~~--1~....,,...--1 I 2008 2009 2010 I Actual YTD I Budeet Pro_iectiou Budeet 7096 -Rds -87 Sicard Snw Blowr ----------·.---------------------·-----------· .. ----------------Revenues 10-130-7096-000-3500 Fleet -Rds -87 Sicard Snw Blowr -Rent Rev ---------- Expenditures 10-130-7096-000-5001 Fleet-Rds -87 Sicard Snw Blowr -Fff Reg 1,098 331 99 331 100 10-130-7096-000-5002 Fleet-Rds -87 Sicard Snw Blowr -F!T Off 1,440 -- 10-130-7096-000-5110 Fleet -Rds -87 Sicard Snw Blowr -Fuel&Oil --- 10-130-7096-000-5310 Fleet -Rds -87 Sicard Snw Blowr -Equip S&R 1,337 1,200 100 1,300 1,000 3,874 1,531 199 1 631 1 100 Total Net Levv 3,874 1,531 199 1,631 1,100 7098 -Rds -04 MT Flail Mower ----------·.---------------------·------------.. ----------------Revenues 10-130-7098-000-3500 Fleet-Rds -04 MT Flail Mower -Rent Rev ----- Expenditures 10-130-7098-000-5001 Fleet-Rds -04 MT Flail Mower -FfT Reg 1,335 313 1,584 L500 LSOO 10-130-7098-000-5002 Fleet-Rds -04 MT Flail Mower-F!f Off --- 10-130-7098-000-5310 Fleet -Rds -04 MT Flail Mower -Eciuip S&R 2,309 42 2,500 500 2,500 10-130-7098-000-5330 Fleet -Rds -04 NIT Flail Mower -Insurance 58 58 58 58 58 3,702 413 4,142 2058 4,058 Total Net Levv 3,702 413 4,142 2,058 4,058 (---j';'n";'e;'------·~------------.!..lJ!!..;.!d!....~..E,2_Tr_2~!l!!s_M_!~------·~---------------- I0-130-7099-000-3SOO Fleet -Rds -02 Trackless MTS -Rent Rev 31,433 11,501 3S,248 3S,248 34,482 31,433 11,501 35,248 35248 34482 Expenditures 10-130-7099-000-5001 Fleet -Rds -02 Trackless MTS -F!I Reg: 1,691 1,158 1,584 1,584 1,584 10-130-7099-000-5002 Fleet -Rds -02 Trackless MTS -Fff arr 45 -- 10-130-7099-000-5110 Fleet -Rds -02 Trackless MTS -Fuel&ail 4,656 1,316 1,323 2,000 2,000 10-130-7099-000-5310 Fleet -Rds -02 Trackless MTS -Equip S&R 2,609 1,573 3,000 2,000 3 000 9,002 4,047 5,907 5 584 6,584 Total Net Levy (22,431 (7,454 (29,341 (29,664 (27,898 7100-Rds-02 Leaf Harvester Re;;'n";'e;' ------·---------------------··-----------·~---------------- 10-130-7100-000-3SOO Fleet-Rds-02LeafHarvester-RentRev 3,150 -7,276 7,276 6,4Sl 3,150 -7,276 7276 6.451 Expenditures 10-130-7100-000-5001 Fleet -Rds -02 Leaf Harvester -Fff Reg: 1,360 990 990 990 10-130-7100-000-5002 Fleet -Rds -02 Leaf Harvester -Fff arr - 10-130-7100-000-5310 Fleet -Rds -02 LeafHarvester -Equip S&R 1,674 3,500 1700 BOO 3,034 4490 2,690 4,490 Total Net LPVV (1!6 (2,786 (4,586 0.961 7101-Rds-03 NH Tractor ----------·~--------------------·------------Revenues -----~---------- 10-130-7101-000-3500 Fleet -Rds -03 NH Tractor -Rent Rev 13,923 2,024 13,552 13,552 13,623 13,923 2,024 13,552 13,552 13 623 Expenditures 792 790 79-0 -l ,J 0-130-7101-000-5001 Fleet-Rds -03 NH Tractor -F!T Reg 523 269 jl 0-130-7101-000-5002 Fleet-Rds -03 NH Tractor -F!T arr 49 - I 10-130-7101-000-5110 Fleet -Rds -03 NH Tractor -Fuel&ail 60 133 176 200 200 I 10-130-7101-000-5310 Fleet -Rds -03 NH Tractor -F.ouip S&R I -123 750 250 750 C:\Userslnfullam\AppData\Local\Templnotes418AADl2010 Budllat 130 Fleet 2010812014 2:37 PM Page 25 of32 Town o/Tillsonburg 130-Fleet 2010 Financial Plan ) 2008 2009 2010 Actual YTD Budoet Proiection Budaet 632 524 1,718 1,240 1,740 Total Net Li>vv (13 291 11 499 (I l.834 112,312 (11-883 A ----~ u C:\Users\nlullem\AppData\Local\Templnotes418AADl201 o Budget 130 Fleet 2010812014 2:37 PM Page 26 of32 Town of Tillson burg 130-Fleet ( '"'?I 0 Financial Plan 2008 2009 2010 Actual YTD Bude:et Proiection Bude et 7110-Rds-00 Sewer Rodder 444 ----------·~--------------------~----------·~----------------Revenues 10-130-7110-000-3500 Fleet -Rds -00 Sewer Rodder 444 -Rent Rev ---------- Expenditures 10-130-7110-000-5001 Fleet-Rds -00 Sewer Rodder 444 -Fff Reg 64 -99 99 10-130-7110-000-5002 Fleet-Rds -00 Sewer Rodder 444 -FfT Orf --- 10-13 0-7110-000-5110 Fleet -Rds -00 Sewer Rodder 444 -Fuel&Oil --- 10-130-7110-000-5310 Fleet -Rds -00 Sewer Rodder 444 -Eauio S&R 6 -500 500 10-130-7110-000-5330 Fleet -Rds -00 Sewer Rodder 444 -Insurance 193 194 193 194 194 264 194 792 194 793 Total Net Levv 264 194 792 194 793 7111-Rds-2008 WKBOO Snw Blowr ----------·---------------------~-----------~-----~----------· Revenues 10-130-7111-000-3500 Fleet -Rds -2008 WK800 Snw Blowr -Rent Rev 2448 ---- 2448 ---- Expenditures 10-130-7111-000-5001 Fleet-Rds -2008 WK800 Snw Blowr-FIT Reg 288 178 99 200 200 10-130-7111-000-5002 Fleet-Rds -2008 WK800 Snw Blowr-Fff Off 114 -- 10-130-7111-000-5110 Fleet -Rds -2008 WK800 Snw Blowr -Fuel&Oil --88 100 10-130-7111-000-5310 Fleet -Rds -2008 WK.800 Snw Blowr -Equip S&R 517 89 100 100 500 10-130-7111-000-5330 Fleet -Rds -2008 WK800 Snw Blowr -Insurance 238 238 238 238 238 1.157 504 525 538 1,038 '°"'fltal Net Le"'"' !1,290 504 525 538 1,038 ' .j -7112-Rds-91 Vermeer Chipper ----------·---------------------... -----------·----------------Revenues 10-130-7112-000-3500 Fleet -Rds -91 Vermeer Chipper -Rent Rev 3,638 7,384 4.500 4,500 4,500 3,638 7,384 4500 4,500 4,500 Expenditures 10-130-7112-000-5001 Fleet -Rds -91 Vermeer Chinner -F!T Reg 390 517 545 550 545 10-130-7112-000-5002 Fleet -Rds -91 Vermeer Chinner -Frr arr 182 -- 10-130-7112-000-5110 Fleet -Rds -91 Vermeer Chipper -Fuel&ail --44 50 10-130-7112-000-5310 Fleet-Rds-91 Vermeer Chipper-Equip S&R 928 1,532 1,000 1,600 1,000 10-130-7112-000-5330 Fleet -Rds -91 Vermeer Chinner -Insurance 104 104 104 104 104 1 603 2,153 1,693 2,254 1 699 Total Net Levv (2,035 (5,231 (2.807 (2,246 (2,801 7115 -Rds-02 Graco Lazerinr Re;;"n"ie~------·---------------------... ----------· .. ----------1----- 10-130-7115-000-3500 Fleet -Rds -02 Graco Lazerline -Rent Rev 4,496 2 516 3,000 3,000 3,000 4496 2,516 3,000 3,000 3 000 Exnenditures 10-130-7115-000-5001 Fleet-Rds -02 Graco Lazerline -Frr Reg 728 616 297 700 300 10-130-7115-000-5002 Fleet-Rds -02 Graco Lazerinr -Frr arr --- 10-130-7115-000-5110 Fleet -Rds -02 Graco Lazerline -Fuel&ail --- 10-130-7115-000-5310 Fleet -Rds -02 Graco Lazerline -1-<:ciuip S&R 347 -500 100 500 10-130-7115-000-5330 Fleet -Rds -02 Graco Lazerline -Insurance --- 1,075 616 797 800 800 Total Net Levv (3 421 (1.900 (2,203 (2,200 (2,200 C:\Userslnfullam\AppData\Loaal\Temp\notes410AADl2010 Budget 130 Fleet 2010812014 2:37 PM Page 27 of32 Town of Til/sonburg 130-Fleet 2010 Financial Plan 2008 2009 2010 I Actual YTD Bude et I Proiection Budeet 7116-Rec-2008 Olympia Rs/er-----------·--------------------~----------------------------Revenues 10-130-7116-000-3500 Fleet -Rec -2008 Olympia Rsfcr -Rent Rev 11,700 5 850 11,700 11,700 11,700 11,700 5,850 11,700 11,700 11,700 Expenditures 10-130-7116-000-5001 Fleet -Rec -2008 Olvmnia Rsfcr -Fir Reg --- 10-130-7116-000-5110 Fleet -Rec -2008 Olympia Rsfcr -Fuel&Oil --- 10-130-7116-000-5310 Fleet -Rec -2008 Olvmnia Rsfcr -Flluip S&R 9,155 -2,500 2,500 10-130-7116-000-5330 Fleet -Rec -2008 Olympia Rsfcr -Insurance 66 66 66 66 66 10-130-7116-000-5900 Fleet -Rec -2008 OJvmnia Rsfcr -Debt Interest 2,772 2,194 2,194 2.194 11 516 10-130-7116-000-5905 Fleet -Rec -2008 Olympia Rsfcr -Debt Principal 13,000 13,000 13,000 13,000 30,982 24,993 15,260 17,760 15,260 45,064 Total Net Levv 13 293 9410 6,060 3,560 33,364 7118 -Fire -2008 Compair B.A.C. ----------·~--------------------·-----------·~----------------· Revenues 10-130-7118-000-3300 Fleet-Fire -2008 Compair B.A.C. -Misc Rev --- 10-130-7118-000-3500 Fleet -Fire -2008 Comnair B.A.C. -Rent Rev ----- ----- Expenditures 10-130-7118-000-5001 Fleet-Fire -2008 Compair B.A.C. -Fff Reg 176 227 99 300 200 10-130-7118-000-5002 Fleet-Fire -2008 Compair B.A.C. -F!T Off -285 -285 10-130-7118-000-5310 Fleet-Fire -2008 Compair B.A.C. -Equip S&R -11 100 500 500 176 523 199 1.085 700 Total NetL""" 176 523 199 1,085 700 ~ I 7200 -Rds -97 JD 275 Mower •,-----------·---------------------..------------.. ----------------· Revenues 10-130-7200-000-3500 Fleet -Rds -97 JD 275 Mower -Rent Rev 2,970 1,888 1,300 1.300 2,000 2 970 1 888 1,300 1,300 2,000 Expenditures 10-130-7200-000-5001 Fleet-Rds -97 JD 275 Mower-F!I Reg 323 486 347 600 400 10-130-7200-000-5002 Fleet-Rds -97 JD 275 Mower-Fff Off --- 10-130-7200-000-5110 Fleet-Rds -97 JD 275 Mower-Fuel&Oil --- 10-130-7200-000-5310 Fleet -Rds -97 JD 275 Mower-Equip S&R 223 290 250 300 500 10-130-7200-000-5330 Fleet -Reis -97 JD 275 Mower -Insurance 28 28 28 28 28 574 804 625 928 928 Total Net T"""' 12,396 11,084 1676 1372 11,072 7201 -Cem -05 Gravely Mower ----------·---------------------.-----------------------------· Revenues 10-130-7201-000-3500 Fleet -Cem -05 Gravely Mower -Rent Rev ----- ----- Expenditures 10-130-7201-000-5001 Fleet -Cem -05 Gravely Mower-Fff Reg 928 513 743 750 750 10-130-7201-000-5002 Fleet -Cem -05 Gravely Mower-Fff O!I' --- 10-130-7201-000-5310 Fleet -Cem -05 Gravely Mower -Equip S&R 477 303 800 800 800 10-130-7201-000-5330 Fleet -Cem -05 Gravely Mower -Insurance 66 66 66 66 66 L471 882 1,609 1,616 1,616 Total Net Le~,.., 1,471 882 1609 1,616 1,616 u C:\Users\nfullam\AppData\Lccal\Templnoles41 BAAD\2010 13udget 130 Fleet 2010612014 2:37 PM Page 28 of32 Town ofTillsonburg 130-Fleet ( '"'910 Financial Plan 2008 2009 2010 Actual YTD BudPet Proiection Bude:et 7202 -Air-97 Rotary Wing Mower ----------·!"'--------------------""----------··-----------Revenues ----- 10-130-7202-000-3500 Fleet -Air -97 Rot~rv Wing Mower -Rent Rev , , , , , , , , , , Expenditures 10-130-7202-000-5001 Fleet -Air-97 Rotary Wing Mower-Fff Reg 1,579 1,146 1,584 1600 1600 10-130-7202-000-5002 Fleet -Air -97 Rotary Wing Mower-F!I Off , , , 10-130-7202-000-5310 Fleet -Air -97 Rotarv Wing Mower -Equip S&R 302 945 2,500 1,000 2,500 10-130-7202-000-5330 Fleet -Air -97 Rotary Wing Mower -Insurance , , , 1,881 2,091 4,084 2,600 4,100 Total Net Levy 1,881 2,091 4084 2,600 4,100 7203 -Pks -2006 Gravely Mower ---------------·---------------------""----------·------------Revenues 10-130-7203-000-3500 Fleet -Pks -2006 Gravely Mower -Rent Rev 4,089 2,926 3,800 3,800 4,000 4,089 2,926 3,800 3,800 4,000 Expeoditures 10-130-7203-000-5001 Fleet-Pks -2006 Gravely Mower-Fff Reg 482 673 792 1,100 800 10-130-7203-000-5002 Fleet-Pks -2006 Gravely Mower -F!T Off , , , 10-130-7203-000-5110 Fleet -Pks -2006 Gravely Mower -Fuel&Oil , , , 10-130-7203-000-5310 Fleet -Pks -2006 Gravely Mower -Eauin S&R 574 579 700 720 800 10-130-7203-000-5330 Fleet -Pks -2006 Gravely Mower -Insurance 78 78 78 78 78 1,133 1,330 1,570 1,898 1,678 Total Net Levv 12,956 11,596 12,230 11,902 12,322 ' --) 7204 -Pks -2007 Gravely Mower---------------------------·~--------------------------------Revenues ( 10-130-7204-000-3500 Fleet -Pks -2007 Gravely Mower -Rent Rev 4,052 3,332 3,800 3,800 4,000 4,052 3,332 3,800 3,800 4,000 Exoenditures 10-130-7204-000-5001 Fleet-Pks -2007 Gravely Mower -F!T Reg 655 464 792 800 800 10-130-7204-000-5110 Fleet -Pks -2007 Gravely Mower -Fuel&Oil , , , 10-130-7204-000-5310 Fleet -Pks -2007 Gravely Mower -Eauin S&R 1,105 576 700 640 800 10-130-7204-000-5330 Fleet -Pks -2007 Gravely Mower -Insurance 78 78 78 78 78 1,837 I 1,118 1,570 1,518 1,678 Total Net Levv 12 215)1 12,214 12,230 12,282 12,322 7232 -Hydro -86 Wiltsie Fltbd ----------·""--------------------·------------·-----------Revenues ----- 10-130-7232-000-3500 Fleet -Hydro -86 Wiltsie Fltbd -Rent Rev , , , , , , , , , , Exoenditures 10-130-7232-000-5001 Fleet -Hydro -86 Wiltsie Fltbd -F!T Reg , 69 99 100 100 10-130-7232-000-5002 Fleet -Hydro -86 Wiltsie Fltbd -F!T O!T , , , 10-130-7232-000-5310 Fleet -Hydro -86 Wiltsie Fltbd -Equip S&R , , 150 150 10-130-7232-000-5330 Fleet -Hvdro -86 Wiltsie Fltbd -Insurance 73 73 73 73 73 73 142 322 173 323 Total Net Levv 73 142 322 173 323 ( ) ~-' C:\Users\n!ullam\AppData\Local\Templnotes418AAD\2010 Budget 130 Fleet 2010812014 2:37 PM Page 29 of32 Town ofTil/sonburg 130-Fleet 2010 Financial Plan .... ., ,> 2008 2009 2010 I Actual YTD Bud~et Proiection Bude: et 7233 -Hydro -86 York Cable Trlr - ----------·~--------------------·-----------·~-----------Revenues ----- 10-130-7233-000-3500 Fleet -Hydro -86 York Cable Trlr -Rent Rev ----- ----- Expenditures 10-130-7233-000-5001 Fleet -Hydro -86 York Cable Trlr -F!I Reg --99 60 100 10-130-7233-000-5310 Fleet -Hvdro -86 York Cable Trlr -Eauiv S&R --250 250 10-130-7233-000-5330 Fleet -Hydro -86 York Cable Trlr -Insurance 123 123 123 123 123 123 123 472 183 473 Total Net Levv 123 123 472 183 473 7234 -Hydro -94 Flatbed Utlty Trlr -----------------· ----------·~-------------------------------· Revenues 10-130-7234-000-3500 Fleet -Hvdro -94 Flatbed Utlty Trlr -Rent Rev ----- ----- Exoenditures 10-130-7234-000-500 I Fleet -Hydro -94 Flatbed Utlty Trlr-Fff Reg --99 60 100 10-130-7234-000-5310 Fleet -Hydro -94 Flatbed Utlty Trlr -Equip S&R --250 250 10-130-7234-000-5330 Fleet -Hydro -94 Flatbed Utlty Trlr -Insurance --- --349 60 350 Total Net•'""' --349 60 350 7300 -Rds -99 100 KW Generator ----------·---------------------·------------,-----------------Revenues I 0-130-7300-000-3500 Fleet -Rds -99 100 KW Generator -Rent Rev -----r--, --"\ -----) Expenditures 10-130-7300-000-500 I Fleet -Rds -99 100 KW Generator -F!I Reg --99 60 100 I 0-130-7300-000-5002 Fleet-Rds -99 100 KW Generator-F!I Off --- 10-130-7300-000-5110 Fleet-Rds -99 100 KW Generator -Fuel&Oil --88 100 I 0-130-7300-000-5310 Fleet-Rds-99 100 KW Generator-Eouip S&R 27 -150 150 27 -337 60 350 Total Net Levy 27 -337 60 350 7301 -Hydro -99 175 KW Generator -----------·---------------------------------·----------------Revenues 10-130-7301-000-3500 Fleet-Hydro -99 175 Kw Generator-Rent Rev ----- ----- Expenditures 10-130-7301-000-500 I Fleet-Hydro -99 175 KW Generator-F!I Reg -178 99 200 100 10-130-7301-000-5110 Fleet -Hydro -99 175 KW Generator -Fuel&Oil --88 100 10-130-7301-000-5310 Fleet -Hydro -99 175 KW Generator -Equip S&R 64 669 150 700 150 64 846 337 900 350 Total Net Levv 64 846 337 900 350 7302 -Fire -2008 30KW Gensel-----------·---------------------.... -----------·----------------· Revenues I 0-130-7302-000-3500 Fleet -Fire -2008 30KW Genset -Rent Rev ----- ----- Expenditures I 0-130-7302-000-500 I Fleet-Fire -2008 30KW Genset-F!I Rea 405 -99 100 100 10-130-7302-000-5310 Fleet-Fire -2008 30KW Genset-Equip S&R 1,764 756 100 800 150 2 169 756 199 900 250 ' Total Net Levv 2.169 756 199 900 250 C:\Userslnlullam\AppData\Loca~Templnotes41BAAD\2010 Budget 130 Fleet 2010812014 2:37 PM Page 30 of32 I Town ofTillsonburg 130-Fleet ( '110 Financial Plan 2008 2009 2010 Actual YTD Bud2et Proiection Budl!et 7390 -Equip -Misc ----------·-------------------------------------------------Revenues I 0-130-7390-000-3500 Fleet -Equip -Misc -Rent Rev 78 996 39498 79,000 79,000 79,000 78,996 39,498 79,000 79,000 79.000 Expenditures 10-130-7390-000-5001 Fleet -Eauio -Misc -Fff Ree: 23,IOI 12,955 19,800 19,000 20.000 10-130-7390-000-5002 Fleet -Equip -Misc -FfT Off 526 571 650 650 I0-130-7390-000-51 IO Fleet -Equip -Misc -Fuel&Oil 11,634 3,896 10,588 I0,000 I0,000 10-130-7390-000-53 IO Fleet -Eauin -Misc -1-<nuin S&R 31,535 12,818 40,000 32,000 30.000 10-130-7390-000-5330 Fleet -Equip -Misc -Insurance 1,472 1,386 1,472 1.472 1.472 I0-130-7390-000-5425 Fleet -Equip -Misc -Sp Prj Exp 5,434 2295 5,000 5,000 5,000 73 700 33,920 77,510 68,122 66,472 Total Net Levv (5,296 (5,578 (! 490 (10,878 (12,528 7391 -Equip -Wings & Plows Re;;"n"'ii'e';"'------·---------------------P""-----i------------~---------- 10-130-7391-000-3500 Fleet -1-<:auip -Win!!s & Plows -Rent Rev 19 998 I 9,999 20,000 20,000 20,000 19,998 I 9,999 20,000 20.000 20,000 Expenditures 10-130-7391-000-500 I Fleet-Equip -Wings & Plows -FIT Reg 2,952 1,607 2,970 2,000 3.000 10-130-7391-000-5002 Fleet-1-<.nuio -Wini:i:s & Plows -FIT Off 1,178 -1,500 - 10-130-7391-000-53 IO Fleet -Equip -Wings & Plows -Equip S&R 13,932 I0,582 I0,000 I0600 I0,000 I0-130-7391-000-5330 Fleet -Equip -Wings & Plows -Insurance 432 432 432 432 432 18.493 12.621 14,902 13,032 13,432 (~ ~tal Net LPVV (l,505)1 2,622 (5,098 (6 968 (6,568 7392 -Equip -Misc Trackless Eq ---------------·~--------------------~-----------·-----~-----Revenues I0-130-7392-000-3500 Fleet -Equip -Misc Trackless Eq -Rent Rev 19,998 9,999 20 000 20,000 20,000 19,998 9999 20,000 20,000 20,000 Expenditures 10-130-7392-000-5001 Fleet -Equip -Misc Trackless Eq -F!T Reg 4,070 2,053 3,218 3,000 3200 10-130-7392-000-5002 Fleet -Eouio -Misc Trackless Eo -F!T O!T 356 -300 621 10-130-7392-000-5310 Fleet -P.auip -Misc Trackless Eq -1-<:nuip S&R 13,483 2,880 12,000 12,000 12,000 10-130-7392-000-5330 Fleet -Equip -Misc Trackless Eq -Insurance 490 492 490 490 490 18AOO 5,426 16,008 16,111 15 690 Total Net LPVV (1,598 (4,573 (3 993 <3,889 <4,310 7403 -Town of Ingersol Fire Dept- Re~~;------·---------------------~-----------"'----------1----- I0-130-7403-000-3300 Fleet -Town of Ingersol Fire Dept-Misc Rev 7,117 1,841 873 10,900 15,000 7,117 I 841 873 10,900 15,000 Expenditures 10-130-7403-000-5001 Fleet-Town of Ingersol Fire Dent -F!T Reg --198 198 198 I0-130-7403-000-53 IO Fleet-Town of Ingersol Fire Dept -Equip S&R 808 -500 1,900 500 808 -698 2,098 698 Total Net Leuv (6,309 <I,841 (175 (8,802 (14,302 7404 -Twsp of Norwich -----------·---------------------.-----------·"'----------------Revenues 10-130-7 404-000-3300 Fleet-Twso of Norwich -Misc Rev 168 -186 168 4,000 168 -186 168 4,000 'oenditures ___/ 10-130-7404-000-5001 Fleet -Twso ofNmwich ~ F!T Reg 1,670 1,705 149 1,850 1,700 I 0-130-7404-000-5310 Fleet -Twsp of Norwich -Equip S&R 2,310 1,377 -1,500 LSOO 3 980 3,083 149 3 350 3200 C:\Users\nfullam\App0ata\local\Temp\notes418AADl201 O Budget 130 Fleet 2010812014 2:37 PM Page 31 of32 Town of Tillsonburg 130-Fleet 2010 Financial Plan I 2008 2009 2010 Actual YTD Bude et Proiection Bude:et Total Net Leu-o' 3,812 3,083 (37)1 3,182 (800 7405 -Municipality of Bayham --------------------------·---------------------~-----------Revenues 10-130-7405-000-3300 Fleet -Municioality ofBavham -Misc Rev 420 367 124 1,000 2,000 420 367 124 1,000 2,000 Expenditures 10-130-7405-000-5001 Fleet-Municipality ofBayham -F!T Reg 90 -99 35 100 10-130-7405-000-5002 Fleet-Municipality ofBayham-F!T Off --- 10-130-7405-000-5310 Fleet-Municipality ofBavham -Equip S&R ---60 90 -99 95 100 Total Net Levv (330 1367 125 1905 11,900 7406 -Gen Ext Cust --------------------------------~---------------------------Revenues 10-130-7406-000-3300 Fleet -Gen Ext Cust -Misc Rev 478 3,634 124 478 20,700 478 3,634 124 478 20,700 Expenditures 10-130-7406-000-5001 Fleet -Gen Ext Cust-F!f Re!! 132 -99 370 100 10-130-7 406-000-5002 Fleet -Gen Ext Cust-F!I Off 500 500 10-130-7406-000-5070 Fleet -Gen Ext Cust -CPP Exp --- 10-130-7 406-000-5071 Fleet -Gen Ext Cust -EI Evn --- 10-130-7406-000-5072 Fleet -Gen Ext Cust -WSIB Exp --- 10-130-7406-000-5073 Fleet -Gen Ext Cust -EIIT Exp --- 10-130-7406-000-5074 Fleet -Gen Ext Cust -OMERS Exp --- 10-130-7406-000-5077 Fleet -Gen Ext Cust -Life Ins Exp --- 10-130-7406-000-5310 Fleet -Gen Ext Cost -Equip S&R 335 1814 -D70 5000 467 1814 99 3,240 5,600 Total Net Le"'"' (11 (4,448 (25 2,762 (15.100 7690-Bldg Mice ----------· ... --------------------·-----------·!"----------------Revenues ----- Exoenditures 10-130-7690-000-5001 Fleet -Bldg Mtce -F!T Reg 706 748 495 750 500 10-130-7690-000-5002 Fleet -Bldg Mtce -F!T O!T --- 10-130-7690-000-5003 Fleet -Bldg Mtce -P!T Reg --- 10-130-7690-000-5100 Fleet -Bldg Mtce -Fleet 684 -- 10-130-7690-000-5320 Fleet -Bldg Mtce -Bldg R&M 2,607 1,203 2,000 1,300 2,000 10-130-7690-000-5330 Fleet -Bldg Mtce -Insurance --- 10-130-7690-000-5505 Fleet -Bldg Mtce -Subcon Exp --250 250 3,997 1,951 2,745 2,050 2,750 Total Net Levy 3 997 1 951 2.745 2,050 2 750 C:\Usera\nlullam\AppData\Local\Temp\noteB41 0AAD\2010 Budget 130 Fleet 20/0812014 2:37 PM Page 32 of32 - ) \ l ~- u c Tawn of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 10,900 36.030 Capital Total Requirement from Taxation % Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves lnterfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 46,930 2008 Actual 22.397 22,397 22,397 22,397 10,900 10,900 C:\Users1nlullam\AppData\LoCBl\Templnoles41 BAAD\201 0 Budget 1~5 Facilities YTD 4,226 4,226 YTD 11,814 11,814 (11.814) (11.814) 16,040 4,226 (~, I , '"-___ / 135 -Facilities J 13 5 -Facilities 2009 l'-:,:·'.'-' ,• 0 • l010ii'.'>: :, -I 2011 2012 2013 2014 Budget Projection Variance$ Variance%! 0:·,:,Bµdget:;'..::~ ::,_,-"'ViiPBhCe_;$:<. -·Viltit!iice.%-: Budget Budget Budget Budget 16,006 16,006 Budget 16,006 16,006 16,040 34 0.2o/o 16,040 34 0.2% -~~?;_fi7_.,-.. ---:. -: .:··~;_1ii.'' . ,-6,9% '9o ooo., ..• ,9(jobo · . !"" -'F::;::;:._:,::_, ._.-, -~':-;-:-;;::_-, .. :;_ . .-:· .. ·-, 107417< . • 9lilU. 569(2% 90,000 90,000 -16.0% 90,000 90,000 90.000 90,000 90,000 90,000 O.Oo/o 0.0% 0.0% 2009 t':,;~·,~-. ·'·;:~··;::;c;;.:· ·_~:.:,·.--;'.~?2010?:.:·.·,t .\'''".":'"-•'' -·":.1 2011 2012 2013 2014 Projection Variance$ Variance% l~·::c~'(·_~l!<i&~tl;:; ;(~:· :;::Y~¢e~$'.·t::-i·-:Y8!iiilite %' 1 Budget Budget Budget Budget 24,953 24,953 24,953 24.953 24,953 24,953 24,953 24,953 20J0al20142:37 PM -:-6-".'"' . _•.:; :o::·•' ' ' .. ;:·, ' " ·~·; ,·, ,,c;.-, .. ,·;; ' : -~~:>-~'.-~:e:i(:';_-;_ -'";:,~;,;_~O) : :_;._:, '-: ,~.;-:c:·-: ,· if~Lii'. [t ,,, . 1 I I I I !: ,,;;:,, 'b.AJ,:::: ~:' ... · > l< :·:i~·;;:·~·;;r:i~·:;,trn ) I I I 1-~,.;i; I• \ .. :?;:'~.'.[J!,ii:i:f':'.1!tj{j.·.j,'.i;ki0:.\:~; >6·~9'%~·::_.:."-J: I I I i-.":-_~:\ s.:·:'J_f~::t-;' ,;::: .. ~::_'-• ::.-·:::}:j~ii'i-?<~;I\;·:. -, .::t,llf ·~-~~~~:~~~· ·>i ==~=_=17o7o~.07%~.~~~~~~~~~~~~~~~~ Page 1 of 1 n u c Town of Tillsonburg 2010 Financial Plan ./..-.._,,\ I ' ""---/ ·ram ') 140 -Community Emergency Management Program 2009 1:·<;;<e:~\~· .o::-·,~;,~.;A'.!l,~~"~3:'/20t0<";t.~~t;:;:.~~/i-.';i;':;.::;:h·:~: ~'~\·, ' 2011 2012 2013 2014 2008 Actual Y'fD Budget Projection Variance$ Variance% ~'/:".<i~:-'.aiiditi;f/;:'.';:.~_k:Vll.tililiee'-:$rYfi"_.:'.i~~c"t.fo/Q': Budget Budget Budget Budget CAPITAL REQUIREMENTS Funding Sources Government Grants & Subsidies Other Revenues Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Capital Expenditures Contribution to Reserves Requirement from Taxation % Change from Previous Year RESERVES Beginning Balance Contribution to Reserves Operating fund Capital Fund Contribution from Reserves Operating fund Capital Fund Transfers from (to) other programs Ending Balance 2008 Actual YID C:\Userslnfuilam\AppDatallocal\Temp1notos418AAD\2010 Budget 14!l Comm Emorg Mgmt Prcg I,.:, --c-·':_: ~:\;. ::·~~::.:-:·· C:\2.-0.•: i -~-.%'.-~--':· i --~, ,;-~ ~:_:,_ ;.-_,'CiX:,':· ·-.-"-- 2009 [.· ~··,".!~·i.)_: ;,_,,;;)_,;; -,<_f:,}ZQfO-~', ~<;· :yc·~;:.'.'·:>.·-''c.-,;:--.-1 2011 2012-2013 2014 Budget Projection Variance $ Variance% f: .~.:~t@getj'.· i'j:\-'.?,V,litja.nbe.S<'. ; ',\{ijiitli.Q~'/Vp __ :! Budget Budget Budget Budget ! .-.:.., 21.356 I I c21.356l 27,356 (27,356) -100.0% -100.0% · ;s; :. 1G ;,'.,11.is1fr• ,i0o;o%>,_ ___ ~---~----~---~ ,. ···, '.(27;3~6) .'lOQ;Oj'o. ·================= 20/0Bf.l0142:37 PM Page 1 Of 1 Town of Tillsonburg 145 -Enterprise Services ,(JJO Financial Plan 2008 2009 2010 Actual YTD Bud2et Proiection Bude:et 5005 -Op Supervision & Engineering ---------·---------------------· ~----- ----______ P"' _____ i"'" _____ Revenues ----- Expenditures 10-145-5005-000-5001 Hyd -Op Supervision & Eng-Fff Reg 22,204 13,126 100,825 25,036 45,655 10-145-5005-000-5100 Hyd -Op Supervision & Eng -Fleet 1,320 870 821 821 1,157 10-145-5005-000-5400 Hyd -Op Supervision & Eng -Misc Exp --- 10-145-5005-000-5415 Hyd -Op Supervision & Eng-Tmg&Wkshps --- 10-145-5005-000-5710 Hyd -Op Supervision & Eng -OpAd OH 129,396 65,850 131,705 131,705 131,180 152,920 79,846 233,352 157,562 177,992 Total Net Levy 152,920 79,846 233,352 157,562 177,992 5010-Load Dispatching ---------·~--------------------· ---------------·Po----------· Revenues ----- Expenditures 10-145-5010-000-5001 Hyd -Load Dispatching -F!I Reg 1,271 1,039 1,145 1,558 1,415 I 0-145-5010-000-5002 Hyd -Load Dispatching -Ftr Off -314 -472 I 0-145-5010-000-5100 Hyd -Load Dispatching -Fleet 360 400 98 98 138 ( --\ 0-145-5010-000-5200 Hyd -Load Dispatching -Materials/Inv --- I 1,631 1,753 1,243 2,128 1,553 ' ' Total Net Levy 1,631 1,753 1,243 2,128 1,553 5017 -Distribution Station Equipment ---------·---------------------· ---------------------------· Revenues ----- Expenditures 10-145-5017-000-500 I Hyd -Distrib Station Equip -Fff Reg 1,728 414 1,000 1,554 1,600 I 0-145-5017-000-5100 Hyd -Distrib Station Equip -Fleet 402 336 293 293 412 I 0-145-5017-000-5330 Hyd -Distrib Station Equip -Insurance 3,052 3,075 3,144 3,144 3,144 I 0-145-5017-000-5400 Hyd -Distrib Station Equip -Misc Exp 4,097 1,785 13,315 22,233 13,165 10-145-5017-000-5505 Hyd -Distrib Station Equip -Subcon Exp 1,300 4,698 1,138 4,698 2,999 10,579 10,308 18,890 31,922 21,320 Total Net Levy 10,579 10,308 18,890 31,922 21,320 5025 -Overhead Lines & Feeders ---------·---------------------· ,, _____ ----------"'-----,------· Revenues I 0-145-5025-000-3300 Hyd -0/HL&F -Misc Rev --- ----- I Expenditures I 0-145-5025-000-5001 Hyd-0/HL&F -FfT Reg 36,900 30,136 36,084 54,l35 50,518 10-145-5025-000-5002 Hyd -O/HL&F -Frr orr 2,403 173 -173 - I 0-145-5025-000-5100 Hyd -O/HL&F -Fleet 8,498 6,383 7,394 7,394 10,389 10-145-5025-000-5200 Hyd -O/HL&F -Materials/Inv 1,993 -15,310 5,575 3,784 ( :o-145-5025-000-5300 Hyd -O/HL&F -Supplies -1,885 835 1,885 2,000 -,-10-145-5025-000-5310 Hyd -O/HL&F -Equip S&R --- 10-145-5025-000-5400 Hyd -O/HL&F -Misc Exp --- C \Userslnfullam\AppData\Local\Temp\notes41 BAAD\2010 Budget 145 Enterprise Services 20/0812014 2:37 PM Page 1 of 32 Town ofTillsonburg 145 ~Enterprise Services 2010 Financial Plan 2008 2009 2010 Actual YTD Bud2et Proiection Bud!!et 10-145-5025-000-5505 Hyd -0/HL&F -Subcon Exp 896 -- 50,690 38,577 59,623 69,162 66,691 u C:\Users\nfullam\AppData\Loc:anTemplnotes41BAAD\2010 Budget 145 Enterprise Services 20/0012014 2.37 PM Page 2 of 32 Town of Til/sonburg 145 -Enterprise Services "110 Financial Plan 2008 2009 2010 Actual YTD Bude:et Proiection Bud2et Total Net Levy 50,690 38,577 59,623 69,162 66,691 5035 -Overhead Distribution Transformers .. _____ ----------·----------· ---------~--------------------· Revenues ----- Expenditures 10-145-5035-000-5001 Hyd -O/H Distrib Transformers -Fff Reg 16,302 7,177 8,831 12,961 16,632 10-145-5035-000-5100 Hyd -O/H Distrib Transformers -Fleet 6,083 1,504 354 354 498 10-145-5035-000-5200 Hyd -0/H Distrib Transformers -Materials/Inv 1,858 17,771 10,121 17,771 1,771 10-145-5035-000-5300 Hyd -O/H Distrib Transformers -Supplies 355 --56 - 10-145-5035-000-5400 H)'d -O/H Distrib Transformers -Misc Exp -12 -12 - 10-145-5035-000-5505 Hyd -0/H Distrib Transformers -Subcon Exp 2,028 -2,500 -2,000 26,626 26,464 21,807 31,154 20,901 Total Net Levy 26,626 26,464 21,807 31,154 20,901 5045 -Underground Distribution Lines ---------~---------------------Revenues ---------------------------· 10-145-5045-000-3300 Hyd -U/G Distrib Lines -Misc Rev , --- ----- Expenditures 10-145-5045-000-5001 Hyd -VIG Distrib Lines -F!T Reg 14,455 1,508 13,232 2,684 14,620 ( 'O· '.45-5045-000-5002 Hyd -U/G Distrib Lines -Fff Off 305 --'\ .• Hyd -U/G Distrib Lines -Fleet 3,912 441 926 926 1,302 ' A0-145-5045-000-5100 10-145-5045-000-5200 Hyd -VIG Distrib Lines -Materials/Inv 436 -1,226 -750 10-145-5045-000-5300 Hyd -U/G Distrib Lines -Supplies 1,415 -450 -500 10-145-5045-000-5505 Hyd -U/G Distrib Lines -Subcon Exp --- 20,523 1,949 15,834 3,610 17,172 Total Net Levy 20,523 1,949 15,834 3,610 17,172 5055 -Underground Distribution Transformers ---------·---------------------· ----------·------·----------· Revenues ----- Expenditures 10-145-5055-000-5001 Hyd -U/G Distrib Transformers -Fff Reg 6,777 2,681 4,906 7,722 7,250 10-145-5055-000-5100 Hyd -U/G Distrib Transformers -Fleet 2,780 655 300 300 422 10-145-5055-000-5300 Hyd -U/G Distrib Transformers -Supplies 61 -- 9,618 3,336 5,206 8,022 I 7,672 Total Net Levy 9,618 3,336 5,206 8,022 7,672 5065 -Meter Expenses ---------·---------------------· ""---------·-----··----------· Revenues 10-145-5065-000-3300 Hyd -Mtr Expense -Misc Rev 86 -- 86 ---- Expenditures 10-145-5065-000-5001 Hyd -Mtr Expense-Fff Reg 65,972 34,135 66,218 65,155 65,901 ·p-145-5065-000-5002 Hyd -Mtr Expense-Pff Reg 4,666 3,852 3,245 5,362 5,000 _/0-145-5065-000-5100 Hyd -Mtr Expense -Fleet 11,781 6,353 1,246 1,246 1,750 10-145-5065-000-5200 Hyd -Mtr Expense -Materials/Inv I (5,882) 311 2,575 1,148 1,100 10-145-5065-000-5300 Hyd -Mtr Expense -Supplies 653 1,769 2,266 4,000 2,300 C'\Users\nfullam\AppData\Local\Templnotes418AAD\2010 Budget 145 Enterprise Services 20/0612014 2:37 PM Page 3 of32 Town of Tillson burg 145 -Enterprise Services 2010 Financial Plan 2008 2009 2010 n Actual YTD Budl!et Proiection Budl!et 10-145-5065-000-5335 I Hyd -Mtr Expense -Phone,F&M --- 10-145-5065-000-5400 Hyd -Mtr Expense -Misc Exp 219 -359 -- 10-145-5065-000-5415 Hyd -Mtr Expense-Tmg&Wkshps --2,000 -- 10-145-5065-000-5505 Hyd -Mtr Expense -Subcon Exp 2,460 1,714 3,133 2,571 2,000 79,869 48,134 81,042 79,482 78,051 8 u C:\Usera\nfullam\AppData\Local\Templnotes41 BMD\201 0 Budget 145 Enterprise Services 2010012014 237 PM Page 4 of 32 Town of Tillson burg 145 -Enterprise Services ?JO Financial Plan 2008 2009 2010 Actual YTD I Bud2et Proiection Bude et Total Net Levy 79,7831 48,1341 81,042 79,482 78,051 5075 -Customer Premises -General ---------·~-----------------------------------------------· Revenues 10-145-5075-000-3300 Hyd -Cust Prem -General -Misc Rev --- ----- Expenditures I 0-145-5075-000-5001 Hyd -Cust Prem -General -F!f Reg 21,200 11,300 27,449 22,715 23,958 10-145-5075-000-5002 Hyd -Cust Prem -General -F ff Off 817 -2,029 -500 10-145-5075-000-5100 Hyd -Cust Prem -General -Fleet 6,481 3,282 9,063 9,063 12,734 10-145-5075-000-5200 Hyd -Cust Prem -Materials/Inv 1,350 479 1,622 810 1,100 10-145-5075-000-5300 Hyd -Cust Prem -General -Supplies 1,205 105 1,265 322 750 10-145-5075-000-5400 Hyd -Cust Prem -General -Misc Exp 25,181 -- 56,233 15,167 41,428 32,910 39,042 Total Net Levy 56,233 15,167 41,428 32,910 39,042 5076 -Customer Premises -Line Locate Rm~~-----r--------------------· 1----------,....---------------· ----- Expenditures 10-145-5076-000-500 I Hyd -Cust Prem -Line Locate-F!f Reg 21,314 11,230 26,331 22,581 22,948 c--'0-145-5076-000-5002 Hyd -Cust Prem -Line Locate-Ftr Off (107) --170 - -,h-145-5076-000-5003 Hyd -Cust Prem -Line Locate -P!T Reg 329 -- 10-145-5076-000-5100 Hyd -Cust Prem -Line Locate -Fleet 7,339 3,530 1,652 1,652 2,322 28,874 14,760 27,984 24,403 25,270 Total Net Levy 28,874 14,760 27,984 24,403 25,270 5085 -Miscellaneous Distribution Expenses ---------·---------------------· 1----------,...----------------· Revenues I 0-145-5085-000-3300 Hyd -Misc Distrib Exp -Misc Rev 5,368 8,198 40,582 15,271 - I 0-145-5085-000-3900 Hyd -Misc Distrib Exp -Contr from Res ---- 5,368 8,198 40,582 15,271 - Expenditures 10-145-5085-000-500 I Hyd -Misc Distrib Exp -Fff Reg 182,388 121,769 232,573 225,997 215,356 I 0-145-5085-000-5002 Hyd-Misc Distrib Exp -Fff Off --1,200 -- I 0-145-5085-000-5003 Hyd -Misc Distrib Exp -Pff Reg --- I 0-145-5085-000-5100 Hyd -Misc Distrib Exp -Fleet 13,892 6,898 1,586 1,586 2,229 10-145-5085-000-5200 Hyd -Misc Distrib Exp -Materials/Inv 43 79 -854 I 0-145-5085-000-5300 Hyd -Misc Distrib Exp -Supplies 995 489 3,096 2,544 1,750 10-145-5085-000-5315 Hyd -Misc Distrib Exp -Books&Publ -220 -220 / IBDrin ~-ter: I 0-145-5085-000-5330 Hyd -Misc Distrib Exp -Insurance ---Newp .mases 10-145-5085-000-5331 Hyd -Misc Distrib Exp -Ins Claims 1,000 --I I 0-145-5085-000-5335 Hyd -Misc Distrib Exp -Phone,F&M 4,868 2,330 7,725 4,546 I 2,715 10-145-5085-000-5400 Hyd -Misc Distrib Exp -Misc Exp 50,250 11,300 53,045 25,000 34,500 I 0-145-5085-000-5410 Hyd -Misc Distrib Exp -Adv&Promo --- 10-145-5085-000-5415 Hyd -Misc Distrib Exp -Trng&Wkshps 6,256 3,516 32,516 3,651 75,500 I 0-145-5085-000-5430 Hyd -Misc Distrib Exp -Membership Exp 3,546 3,662 3,327 -6,638 '0-145-5085-000-5500 Hyd -Misc Distrib Exp -Consult,Leg&Aud --- __,0-145-5085-000-5505 Hyd -Misc Distrib Exp -Subcon Exp 3,967 1,108 2,022 2,098 2,100 10-145-5085-000-5700 Hyd -Misc Distrib Exp -CorpAd OH 16,524 8,388 16,777 16,777 19,290 283,729 159,760 353,868 283,273 360,078 C:\Users\nfullam\AppData\Local\Templnotes418AAD\2010 Budget 145 Enterprise Se.vices 20/0BJ2014 2:37 PM Page 5 of32 Tuwn of Tillsonburg 145 -Enterprise Services 2010 Financial Plan 2008 2009 2010 n Actual YTD Bud!!et Proiection Budl!et Total Net Levy 278,361 151,562 313,286 268,002 360,078 5095 -Overhead Lines and Feeders -Rental Paid ---------·~--------------------· Revenues ---------------·----------- ----- Expenditures 10-145-5095-000-5400 Hyd -0/HL&F -Rental Paid -Misc Exp 7,521 -- 7,521 ---- u C:\Usera\nfullam\AppData\Local\Templnotes41BAADl2010 Budget 145 Enterprise Services 20/0812014 237 PM Page 6 of 32 Tuwn of Tillsonburg 145 -Enterprise Services '?JO Financial Plan 2008 2009 2010 Actual YTD Bude et Pro_iection Bude et Total Net Levy I 7,521 ---- 5105 -Maintenance Supervision & Engineering ---------·~---------------------Revenues ----------------·----------· ----- Expenditures 10-145-5105-000-5001 Hyd-Mtce Supervision & Eng-Fff Reg . 5,987 1,957 6,869 3,402 5,695 10-145-5105-000-5002 Hyd-Mtce Supervision & Eng-Ffr OIT --- 10-145-5105-000-5100 Hyd -Mtce Supervision & Eng -Fleet 675 315 366 366 514 10-145-5105-000-5400 Hyd -Mtce Supervision & Eng -Misc Exp --- 6,662 2,272 7,235 3,768 6,209 Total Net Levy 6,662 2,272 7,235 3,768 6,209 _______ ;:,!.!!. :::.:2.'1.!!.e.!!.a!!.C!. ~ ~a.:,o!! .i;:_q!!!.~!,!!-:_ ______ . 1o----------.... ---------------· Revenues ----- Expenditures 10-145-5114-000-5001 Hyd -Mtce of Station Equipment-F!T Reg -3,877 1,112 5,816 5,000 10-145-5114-000-5100 Hyd -Mtce of Station Equipment-Fleet -802 556 556 781 10-145-5114-000-5300 Hyd -Mtce of Station Equipment-Supplies ---c·.·· '0-145-5114-000-5505 Hyd -Mtce of Station Equipment -Subcon Exp --- I -4,679 1,667 6,372 5,781 Total Net Levy -4,679 1,667 6,372 5,781 _,.1.,.,v -,~, a1n1enance -rotes, 1 awers « rixrures ------------------------------· 1----------,....---------------· Revenues 10-145-5120-000-3300 Hyd -Mtce PT&F -Misc Rev --- ----- Expenditures 10-145-5120-000-5001 Hyd -Mtce PT&F -F!f Reg 14,863 1,091 21,314 1,637 14,250 10-145-5120-000-5002 Hyd -Mtce PT&F -Frr arr 1,681 -515 10-145-5120-000-5100 Hyd -Mtce PT &F -Fleet 7,657 890 1,824 1,824 2,563 10-145-5120-000-5200 Hyd -Mtce PT &F -Materials/Inv 16,386 1,916 16,614 3,838 10,000 10-145-5120-000-5400 Hyd -Mtce PT &F -Misc Exp --- 10-145-5120-000-5505 Hyd -Mtce PT &F -Subcon Exp 3,999 -5,000 -2,000 44,585 3,898 45,267 7,299 28,813 Total Net Levy 44,585 3,898 45,267 7,299 28,813 .., .. _ _, -..... ain enance-...... ~er,,eau ""'onuuc1ors a: i.-ev1ces ------------------------------· Revenues I 1----------.... ---------------· 10-145-5125-000-3300 Hyd -Mtce O/HC&D -Misc Rev --- ----- Expenditures 10-145-5125-000-5001 Hyd -Mtce a/HC&D -Frr Reg 9,790 1,929 17,173 5,495 9,643 10-145-5125-000-5002 Hyd-Mtce a/HC&D-Frr arr 3,688 2,509 5,098 4,568 4,130 ( 0-145-5125-000-5100 Hyd -Mtce O/HC&D -Fleet 3,655 641 3,266 3,266 4,589 10-145-5125-000-5200 Hyd -Mtce O/HC&D -Materials/Inv 7,906 447 3,123 1,131 1,100 10-145-5125-000-5300 Hyd -Mtce O/HC&D -Supplies 194 301 -1,200 1,000 10-145-5125-000-5310 Hyd -Mtce O/HC&D -Equip S&R --- C:\Users\nfullam\AppData\Looal\Temp\notes4 1 9AADl2010 Budget 145 Enterprise Services 20/0B/2014 2:37 PM Page 7 of 32 Town o/Tillsonburg 145 -Enterprise Services 2010 Financial Plan n 2008 2009 2010 Actual YTD Bttd!!et Proiection Bud!!et I 0-145-5125-000-5400 Hyd -Mtce O/HC&D -Misc Exp --- 10-145-5125-000-5505 Hyd -Mtce O/HC&D -Subcon Exp --- C:\Userslnfullam\AppData\Local\Templnotes4 1BAAD\201 O Budget 145 Enterprise Services 2010612014 2:37 PM Page B of32 J._;own ofTillsonburg ( 110 Financial Plan 145 -Enterprise Services 2008 2009 2010 Actual YTD Bud!!et Proiection Bud2et 25,233 5,827 28,660 15,660 20,462 Total Net Levy 25,233 5,827 28,660 15,660 20,462 ------_-'.!,-',! :;:!!'!!!'!!!,".!!,";!,. 2 ~v!!'~~ ~!:!'.'~!.------• 1----------!"'"----·!'"-----,.....----· Revenues 10-145-5130-000-3300 Hyd -Mtce Overhead Services -Misc Rev --- ----- Expenditures 10-145-5130-000-5001 Hyd -Mtce Overhead Services -F ff Reg 4,072 2,795 10,770 4,797 6,435 10-145-5130-000-5002 Hyd -Mtce Overhead Services -F ff O!I 1,710 -2,142 368 - 10-145-5130-000-5100 Hyd -Mtce Overhead Services -Fleet 1,343 1,080 1,500 1,500 2,107 10-145-5130-000-5200 Hyd -Mtce Overhead Services -Materials/Inv 3,033 3,141 1,864 4,200 3,500 10-145-5130-000-5300 Hyd -Mtce Overhead Services -Supplies 111 193 -290 200 10-145-5130-000-5400 Hyd -Mtce Overhead Services -Misc Exp --- 10,269 7,209 16,276 11,155 12,242 Total Net Levy 10,269 7,209 16,276 11,155 12,242 .J.L..J.J -1J11ain enance iree irtmming uverneauL-tnes ---------·---------------------· 1----------!"'"----·!'"-----,.....----· Revenues ----- ~xpenditures ( '~-145-5135-000-5001 Hyd -Mtce Tree Trim OH Lines -F!f Reg 29,437 50,010 37,837 75,982 53,660 -l0-145-5 13 5-000-5002 Hyd -Mtce Tree Trim OH Lines -Fff Off -167 1,428 251 500 10-145-5135-000-5003 Hyd -Mtce Tree Trim OH Lines -Pff Reg --- 10-145-5135-000-5100 Hyd -Mtce Tree Trim OH Lines -Fleet 14,806 22,170 15,294 15,294 21,489 10-145-5135-000-5300 Hyd -Mtce Tree Trim OH Lines -Supplies 81 -- 10-145-5135-000-5310 Hyd -Mtce Tree Trim OH Lines -Equip S&R --- 10-145-5135-000-5505 Hyd -Mtce Tree Trim OH Lines -Subcon Exp 1,200 -2,000 3,668 2,000 45,525 72,348 56,559 95,195 77,649 Total Net Levy 45,525 72,348 56,559 95,195 77,649 ___ ::_.L::: .;_~;:.~':!.n':.n;;.p.!J..!'!!."!!lf!.°.!!.1!! !::.o!!.u!.c~'!. ~.1,!,.ev.!.c!! ___ . ~-------------------------· Revenues ----- Expenditures 10-145-5150-000-5001 Hyd-Mtce U/GC&D-Fff Reg 8,788 -13,231 1,000 6,500 10-145-5150-000-5002 Hyd -Mtce U/GC&D -F rr orr 3,146 -1,189 -- 10-145-5150-000-5100 Hyd -Mtce U/GC&D -Fleet 2,402 70 299 299 420 10-145-5150-000-5200 Hyd -Mtce U/GC&D -Materials/Inv 8,983 -- 10-145-5150-000-5300 Hyd -Mtce U/GC&D -Supplies --2,698 -3,000 I 0-145-5150-000-5400 Hyd -Mtce U/GC&D -Misc Exp --- 10-145-5150-000-5505 Hyd -Mtce U/GC&D -Subcon Exp 2,184 I -- 25,503 70 17,417 1,299 9,920 Total Net Levy 25,503 70 17,417 1,299 9,920 ------~~~-~~~~~2~~'!!!~~~~~~~-----· 1--------------------------· venues __ ,b-145-5155-000-3300 Hyd -Mtce U/G Services -Misc Rev --- ----- C:\Userslnfullam\AppData\Local\Temp\notes418AA0\2010 Budget 145 Enterprise Services 20/0812014 2:37 PM Page 9 of 32 Town o/Tillsonburg 2010 Financial Plan 2008 Actual YTD Expenditures I 0-145-5155-000-5001 Hyd -Mtce U/G Services -F!T Reg 2,092 2,525 10-145-5155-000-5002 Hyd -Mtce U/G Services -F!I O/f 160 - 10-145-5155-000-5100 Hyd -Mtce U/G Services -Fleet 543 680 10-145-5155-000-5200 Hyd -Mtce U/G Services -Materials/Inv 61 38 10-145-5155-000-5300 Hyd -Mtce U/G Services -Supplies -- 10-145-5155-000-5400 Hyd -Mtce U/G Services -Misc Exp -- I 0-145-5155-000-5505 Hyd -Mtce U/G Services -Subcon Exp -1,890 C:\Users\nfullaml.AppData\Local\Temp\notes41BAAD\2010 Budget 145 Enterprise Services 20/0812014 2:37 PM 145 -Enterprise Services 2009 2010 Bude: et Projection Budeet 5,725 4,676 4,651 1,154 230 200 1,287 1,287 1,809 1,133 1,000 800 5,150 -- - -1,890 1,500 Page 10 of 32 Q "'j u Town of Tillsonburg 145 -Enterprise Services ( '?J 0 Financial Plan 2008 2009 2010 Actual YTD Bude: et Pro_iection Budeet 2,856 5,133 14,449 9,083 8,960 Total Net Levy 2,856 5,133 14,449 9,083 8,960 ------~~~~~~~~~~~~~~~~~~------· ~---------------.. ----------· Revenues 10-145-5160-000-3300 Hyd -Mtce Line Transfomers -Misc Rev --- ----- Expenditures 10-145-5160-000-500 I Hyd -Mtce Line Transformers -F!I Reg 870 1,757 3,997 2,727 3,900 10-145-5160-000-5002 Hyd -Mtce Line Transformers -FfI O!T 2,185 765 2,134 1,677 2,010 10-145-5160-000-5100 Hyd -Mtce Line Tranformers -Fleet 380 640 1,378 1,378 1,936 10-145-5160-000-5200 Hyd -Mtce Line Tran-formers -Materials/Inv 6,412 96 4,897 144 4,500 10-145-5160-000-5300 Hyd -Mtce Line Tranfonners -Supplies 32 -- 10-145-5160-000-5400 Hyd -Mtce Line Tranformers -Misc Exp --- I 0-145-5160-000-5505 Hyd -Mtce Line Tran:fonners -Subcon Exp --2,060 -- 9,879 3,258 14,465 5,926 12,346 Total Net Levy 9,879 3,258 14,465 5,926 12,346 ---------·~~;_·-;;,.a!!!.'!..n!!..n:!!!!.::. ... !!.e:!---------· ----------r-----.. ----------· Revenues ----- .. -°',~enditures -10-145-5175-000-5001 Hyd -Mtce Meters -F!T Reg 152 --361 10-145-5175-000-5100 Hyd -Mtce Meters -Fleet ---- 10-145-5175-000-5310 Hyd -Mtce Meters -Equip S&R --- 10-145-51 75-000-5400 Hyd -Mtce Meters -Misc Exp --- 152 --361 - Total Net Levy 152 --361 - J~ u -1r_.erer Keaaing bxpense ---------·~--------------------· ---------------·"'----------· Revenues 10-145-5310-000-3300 Hyd -Meter Reading Exp -Misc Rev --- ----- Expenditures 10-145-5310-000-5001 Hyd -Meter Reading Exp -Fff Reg 22,750 11,635 16,286 22,821 25,786 I 0-145-53 I 0-000-5002 Hyd -Meter Reading Exp -Fff Off 184 397 500 596 600 10-145-5310-000-5100 Hyd -Meter Reading Exp -Fleet 9,042 5,349 1,242 1,242 1,745 I 0-145-5310-000-5310 Hyd -Meter Reading Exp -Equip S&R 1,667 149 -354 900 10-145-5310-000-5400 Hyd -Meter Reading Exp -Misc Exp --100 -- I 0-145-5310-000-5505 Hyd -Meter Reading Exp -Subcon Exp 22,719 9,077 27,716 26,785 26,785 10-145-5310-000-5510 Hyd -Meter Reading Exp -Eqp Mtce Contract (2,039) 144 473 216 - 54,323 26,750 46,317 52,014 55,816 Total Net Levy 54,323 26,750 46,317 52,014 55,816 _,_,,._, -...,usiomer n1u1ng ------------------------------· ----------,...----·!"----------· Revenues 10-145-5315-000-3300 Hyd -Customer Billing -Misc Rev 13,204 14,027 ---13,204 14,027 J n &Drinkwater I Expenditures ' I paper and pos age 10-145-5315-000-5100 Hyd -Customer Billing -Fleet ----- C:\Users\nfullam\AppDatalLocaHemplnotes41 BMD\2010 Budget 145 Enterprise Services 20/0812014 2:37 PM Page 11 of32 Town of Tillsonburg 145 -Enterprise Services 2010 Financial Plan 2008 2009 2010 Actual YTD BodRet Proiection BudRet 10-145-5315-000-5300 Hyd -Customer Billing -Supplies --29,988 28,774 30,000 10-145-5315-000-5310 Hyd -Customer Billing -Equip S&R --- 10-145-5315-000-5400 Hyd -Customer Billing -Misc Exp 2,428 -- 10-145-5315-000-5415 Hyd -Customer Billing-Tmg&Wkshps 864 -3,399 108 10-145-5315-000-5425 Hyd -Customer Billing -Sp Prj Exp --2,575 -1,000 10-145-5315-000-5505 Hyd -Customer Billing -Subcon Exp ---(29,725) 10-145-5315-000-5510 Hyd -Customer Billing -Eqp Mtce Contract 41,580 10,890 29,890 45,476 45,476 10-145-5315-000-5700 Hyd -Customer Billing -CorpAd OH 196,272 106,206 212,395 212,395 277,647 e u C:\Users\nfullam\AppData\Local\Templnotes41 BAAD\2010 Budget 145 Enterprise Services 20/0612014 2:37 PM Page12of32 ( I. Tuwn of Til/sonburg 145 -Enterprise Services 110 Financial Plan 2008 2009 2010 Actual YTD Bude:et Pro_iection BudP-et 241,144 ll7,096 278,247 286,753 324,398 Total Net Levy 241,144 ll7,096 278,247 273,549 310,372 .,_,..,.,. -LOuecang ---------·---------------------· ----------.----------------· Revenues ----- Expenditures 10-145-5320-000-5400 Hyd -Collecting -Misc Exp --- 10-145-5320-000-5505 Hyd -Collecting -Subcon Exp 1,339 151 2,025 5ll 950 1,339 151 2,025 5ll 950 Total Net Levy 1,339 151 2,025 5ll 950 _,_,_,v -1.,ouec11on ..,.~arges -------------------------------· +----------.... ----·!'"----------· Revenues ----- Expenditures 10-145-5330-000-5400 Hyd -Collection Charges -Misc Exp (2,319 (266 -(216 (2,319 (266 -(216 - Total Net LPVV (2.319 (266 -(216 - _,_,_,_, -naa uenc i:;,xpense ----.... ----·!'"----------· --"'(e.We;------·~--------------------· 1------ _J ( ----- Expenditures 10-145-5335-000-5850 Hyd -Bad Debt Expense --- ----- Total Net Levv ----- _,_,..,.v -nuung nnergy ~eu.emen1 ana i,,.1.anagemenc ----------· ---------·~--------------------· +----------.... -----Revenues ----- Expenditures 10-145-5340-000-500 I Hyd -Billing Enrr.-.1 Settle&Mamt-F!I Reg 20,456 7,888 59,565 16,300 20,378 10-145-5340-000-5002 Hyd -Billing EnrR:V Settle&Mgmt-F!I Off 3,658 2,054 8,889 3.972 3,815 10-145-5340-000-5100 Hyd -Billing Enr~ Settle&Mgmt -Fleet 4,814 1,929 5,767 5,767 8,103 10-145-5340-000-5335 Hvd -Billing Enrmr Settle&Mgmt-Phone,F&M --- 10-145-5340-000-5400 Hyd -Billing Enrou Settle&Mcrmt-Misc Exo 564 1,063 1,000 1.595 1,000 10-145-5340-000-5505 Hyd -Billing Enrw Settle&MP111t-Subcon Exp 45,486 22.494 40,995 40914 43,200 74,978 35,428 ll6,216 68,548 76,496 Total Net Levv 74.978 35,428 ll6,216 68,548 76,496 .......... -nxecui1ve 3·a1aries °' .c:.xpenses 1-----1----.... ----------------· ---------·~--------------------· Revenues ----- Exoenditures 10-145-5605-000-5001 Hyd -Executive Salaries & Exp -FfT Reg --- l ~-145-5605-000-5300 Hvd -Executive Salaries & Exp -Supplies --- ib-145-5605.Q00-5315 Hvd -Executive Salaries & Exp -Books&Publ --- I 10-145-5605-000-5330 Hyd -Executive Salaries & Exp -Insurance --- I 10-145-5605-000-5400 Hvd -Executive Salaries & E~ -Misc Exn --- C'\Users\nfullam\AppData\Locai\Templnotea418AAD\2010 Budget 145 Enterprise Services 20/0BJ2014 2:37 PM Page 13 of32 Town of Tillsonburg 145 -Enterprise Services n 2010 Financial Plan 2008 2009 2010 Actual YTD Bttdl!et Proiection Budt?et ----- Total Net Levy ----- -------~~~~~~~~~~~~~~~~~------· ---------------· ----------· Revenues ----- Expenditures I 0-145-5610-000-500 I Hyd-Mgmt Salaries & Exn -Fff Reg --- 10-145-5610-000-5400 Hvd -Mgmt Salaries & Exn -Misc Exn --- ----- Total Net L,..,,., ----- .JU.L-' -uenerai L.LKm1n1s1rauon .:lUtaries « nxpenses ---------·~--------------------· ---------------· ----------· Revenues ----- Expenditures 10-145-5615-000-500 I Hyd -Gen Admin Salaries & Exp -F!T Reg 23,849 14,020 44,649 25,042 26446 10-145-5615-000-5002 Hyd -Gen Admin Salaries & Exp -F!I Off 681 919 412 L577 1,129 I 0-145-5615-000-5700 Hyd -Gen Admin Salaries & Evn -CorpAd OH 109296 55,404 110,810 110,810 110 378 133,827 70343 155,871 137,429 137 953 Total Net L.-v 133.827 70,343 155,871 137,429 137,953 ~ .... -vuisiue ~ervtces Empioyeu ------------------------------------------------------JGott: stoTHU Revenues I Direct charg I 2009and 20 0 -external to ----base MSAfe Expenditures 10-145-5630-000-5500 Hyd -Outside Svcs Emnloved -Consult,Leg&Aud 3.101 15 --- 3.101 15 --- Total Net L""'-"" 3,101 15 --- .,u_,_, -Aegu1a1ory nxpenses ---------·---------------------· --------------------------· Revenues JGott• ----Direct charge: to lliI in 2009 and 201 -external to Expenditures base MSA fee 10-145-5655-000-500 I Hyd-ReITTJlatory Exp-Fff Reg --- 10-145-5655-000-5300 Hyd -Regulatorv E-vn -Supplies --- 10-145-5655-000-5310 Hyd -Regulatory Evn -Eauio S&R --- 10-145-5655-000-5400 Hyd -Remilatnrv Exp -Misc Exp -8,372 --- 10-145-5655-000-5410 Hyd -Regulatory E-vn -Adv&Promo --- I 0-145-5655-000-5415 Hyd -Regulatory Exp -Tmg&Wkshos --- I 0-145-5655-000-5505 Hyd -ReITTJlatory Exn -Subcon Exp --- -8,372 --- Total Net Levy -8,372 ---________ ... ::..., -o-enera1 rJ.uverusing .expenses -----1--------------------· ·--------------------· Revenues I -I ---- Expenditures 10-145-5660-000-5400 Hvd -Gen Advertisina Exn -Misc Exn -5 000 ' ---u C:\Users\nfullam\AppData\LocanTemplnotes418AAD\2010 Budget 145 Enterprise Serviaes 2010612014 2:37 PM Page 14 of32 I Town of Tillsonburg 145 -Enterprise Services ( ~?JO Financial Plan 2008 2009 2010 Actual YTD Bude et Proiection Bude et ----5,000 Total Net Levv ----5 000 -isceuaneous uenera1 £xpenses ·------~ --·!"----------· Re;";u"ii'es --------------------------· I 0-145-5665-000-3300 F --- 10-145-5665-000-3600 Hvd -Misc Gen Exn -Interest Rev --- ----- Expenditures 10-145-5665-000-5001 Hyd -Misc Gen Exp-F!T Reg 75,308 61,718 78,800 91,127 77,800 10-145-5665-000-5100 Hyd -Misc Gen Exp -Fleet ----- 10-145-5665-000-5105 Hvd -Misc Gen Exp -1-<'.<l Rental Exn 241 120 200 200 200 10-145-5665-000-5300 Hyd -Misc Gen Exp -Supplies --- I IBDri1 10-145-5665-000-5310 Hyd -Misc Gen Exp -Equip S&R 81 -81 .......... -~rchases 10-145-5665-000-5315 Hvd -Misc Gen Exo -Books&Publ 42 --/ new, I 0-145-5665-000-5330 Hyd -Misc Gen Exp -Insurance 32,577 31,972 36,602 36602 / 36,602 I 0-145-5665-000-5335 Hyd -Misc Gen Exp -Phone,F&M 5,408 1,831 4,745 4,745 " 3,444 10-145-5665-000-5400 Hyd -Misc Gen Exp -Misc Exp 3,963 403 2,575 2,500 2481 10-145-5665-000-5405 Hyd -Misc Gen Exp -Meeting Exp 2,348 1,540 -3,442 3 ODO 10-145-5665-000-5410 Hvd -Misc Gen Exn -Adv&Promo 6,258 3,932 -5232 6,500 10-145-5665-000-5415 Hyd -Misc Gen Exp -Tmg&Wkshps 26,402 33,310 35,000 40,000 10-145-5665-000-5430 Hyd -Misc Gen Exp -Membership Exp 19,781 19,200 20,475 19,200 33,800 10-145-5665-000-5500 Hyd -Misc Gen Exp -Consult,Leu&Aud 10,850 4,174 3,095 25509 18 180 10-145-5665-000-5510 Hvd -Misc Gen Exo -Enn Mtce Contract --- 183,178 158,282 181,492 228,638 182 007 ( -·~,~al Net L"""' 183,178 158,282 181 492 228,638 182,007 ', ___ ../.:_ _______ .-----'~'.:.."":.!!!!!'~------------· 1------____ """ _____ ----------· Revenues ----- Exoenditures 10-145-5670-000-5600 Hyd -Rent ·Rent Exn 84,972 43,764 87.524 87,524 90,147 84,972 43,764 87,524 87 524 90,147 Total Net Le'"'' 84,972 43,764 87,524 87,524 90,147 . .,. ...... -....,u.er .1.n1eres1 nxpense 1---------------·.---------------------· ----"""---------------· Revenues ----- Expenditures I 0-145-6035-000-5605 Hvd -Other Interest Exp --- ----- Total Net Levv ----- .,..._,, -.1.axes o ... er 111an income iaxes ---------.---------------------· 1----------"""-----·----------· Revenues ----- Exoenditures 10-145-6105-000-5400 Hyd -Taxes Other Than Income Taxes -Misc Exn --- C:\Users\nfullamlAppData\Local\Temp\notes418AADl2010 Budget 145 Enterprise Services 2010812014 2:37 PM Page 15 of32 Town o/Tillsonburg 145 -Enterprise Services 2010 Financial Plan 2008 2009 2010 Actual YID Budeet Proiection Budeet ----- Total Net Levy ----- v,,,,,, -1.111son ~~~2~~~~~~~~12!'~~~~----· ---------· 1----------~----·~----------· Revenues 10-145-6999-000-3300 Hvd -TIII OD -MSA -Misc Rev 1,594,555 945,534 1,983,752 1,798,402 1,996,863 1.594.555 945 534 1,983,752 1,798,402 1,996,863 Expenditures ----- Total Net Levy 0,594,555 (945,534 0,983,752 0,798,402 0,996,863 l) C:\Users\nfullam\AppData\Local\Temp\notes416AAD\2010 Budget 145 Enterprise Services 20/0812014 2:37 PM Page 16 of32 Town of Tillsonburg $ 140,000 $ -Flat Fee $ - "910 Financial Plan 0% 5% 200812009 5% 200712008 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance 5005 -Op Supervision & Engineering ---------·~--------------------· -----------------,....----------· Revenues ---- ----- Expenditures 10-145-5005-000-5001 Hyd -Op Supervision & Eng-Fff Reg 45,655 105,866 (60,211) 105,866 10-145-5005-000-5100 Hyd -Op Supervision & Eng -Fleet 1,157 863 295 863 10-145-5005-000-5400 Hyd -Op Supervision & Eng -Misc Exp ---- 10-145-5005-000-5415 Hyd -Op Supervision & Eng -Tmg&Wkshps ---- 10-145-5005-000-5710 Hyd -Op Supervision & Eng -OpAd OH 131,180 138,290 (7,110) 138,290 177,992 245,019 (67,027) -245,019 Total Net Levy 177,992 245,019 (67,027) -245,019 5010 -Load Dispatching ---------·---------------------· 1----------------------------Revenues ---- ----- Expenditures 10-145-5010-000-5001 Hyd -Load Dispatching -Ftr Reg 1,415 1,202 213 1,202 10-145-5010-000-5002 Hyd -Load Dispatching -FIT Off ---- 10-145-5010-000-5100 Hyd -Load Dispatching -Fleet 138 103 35 103 ( '\0-145-5010-000-5200 Hyd -Load Dispatching -Materials/Inv ---- ' 1,553 1,305 248 -1,305 ) Total Net Levy 1,553 1,305 248 -1,305 5017 -Distribution Station Equipment 1----------------------------· Re:=~-----r--------------------· I ---- ----- Expenditures 10-145-5017-000-5001 Hyd -Distrib Station Equip -Fff Reg 1,600 1,050 550 1,050 10-145-5017-000-5100 Hyd -Distrib Station Equip -Fleet 412 308 104 308 10-145-5017-000-5330 Hyd -Distrib Station Equip -Insurance 3,144 3,301 (157) 3,301 10-145-5017-000-5400 Hyd -Distrib Station Equip -Misc Exp 13,165 13,981 (816) 13,981 10-145-5017-000-5505 Hyd -Distrib Station Equip -Subcon Exp 2,999 1,195 1,804 1,195 21,320 19,835 1,485 -19,835 Total Net Levy 21,320 19,835 1,485 -19,835 5025 -Overhead Lines & Feeders ---------·---------------------· 1------------r----------------· Revenues I 0-145-5025-000-3300 Hyd -OIHL&F -Misc Rev ---- ----- Expenditures 10-145-5025-000-5001 Hyd-O/HL&F-FIT Reg 50,518 37,888 12,630 37,888 10-145-5025-000-5002 Hyd -0/HL&F -FIT Off ---- I 0-145-5025-000-5100 Hyd -O/HL&F -Fleet 10,389 7,764 2,625 7,764 10-145-5025-000-5200 Hyd -O/HL&F -Materials/Inv 3,784 16,076 (12,292) 16,076 J-145-5025-000-5300 Hyd -OIHL&F -Supplies 2,000 877 1,123 877 10-145-5025,000-5310 Hyd -O/HL&F -Equip S&R ---- 10-145-5025-000-5400 Hyd -OIHL&F -Misc Exp ---- C:\Users\nfullam\AppData\Local\Templnoles410AAD\2010 Buctget 145 Enterprise Services 2010812014 2:37 PM Page 17 of32 Town of Tillsonburg $ 140,000 $ -Flat Fee $ - 2010 Financial Plan 0% 5% 200812009 5% 200712008 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance I 0-145-5025-000-5505 Hyd -O/HL&F -Subcon Exp ---- 66,691 62,604 4,087 -62,604 u C:\Userslnfullam\AppData\Local\Templnote&418AAD\2010 Budget 145 Enterprise Services 2010012014 2:37 PM Page 18 of32 Town ofTillsonburg $ 140,000 $ -Flat Fee $ - '?JO Financial Plan 0% 5% 200812009 5o/o 200712008 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance Total Net Levv 66,691 62,604 4,087 -62,604 5035 -Overhead Distribution Transformers ---------~---------------------Revenues --------------------------- ---- ----- Expenditures . I 0-145-5035-000-500 I Hyd -O/H Distrib Transformers -F!T Reg 16,632 9;273 7,359 9,273 10-145-5035-000-5100 Hyd -O/H Distrib Transformers -Fleet 498 372 126 372 10-145-5035-000-5200 Hyd -O/H Distrib Transformers -Materials/Inv 1,771 10,627 (8,856) 10,627 10-145-5035-000-5300 Hyd -0/H Distrib Transformers -Supplies ---- 10-145-5035-000-5400 Hyd -OIH Distrib Transformers -Misc Exp ---- 10-145-5035-000-5505 Hyd -O/H Distrib Transformers -Subcon Exp 2,000 2,625 (625) 2,625 20,901 22,897 (I,996) -22,897 Total Net Levy 20,901 22,897 (1,996) -22,897 5045 -Underground Distribution Lines ---------·---------------------· 1-----------------!"""-----------Revenues I 0-145-5045-000-3300 Hyd -U/G Distrib Lines -Misc Rev ---- ----- Expenditures 10-145-5045-000-500 I Hyd -U/G Distrib Lines -Fff Reg 14,620 13,893 727 13,893 ( 'G-145-5045-000-5002 Hyd -U/G Distrib Lines -Fff Off ---- lo-145-5045-ooo-51 oo Hyd -U/G Distrib Lines -Fleet 1,302 973 329 973 10-145-5045-000-5200 Hyd -U/G Distrib Lines -Materials/Inv 750 1,287 (537) 1,287 10-145-5045-000-5300 Hyd -U/G Distrib Lines -Supplies 500 473 28 473 10-145-5045-000-5505 Hyd -U/G Distrib Lines -Subcon Exp ---- 17,172 16,626 546 -16,626 Total Net Levy 17,172 16,626 546 -16,626 5055 -Underground Distribution Transformers ---------·---------------------· !-----------------,....----------· Revenues ---- ----- Expenditures 10-145-5055-000-500 I Hyd -VIG Distrib Transfonners -F!f Reg 7,250 5,151 2,099 5,151 10-145-5055-000-5100 Hyd -U/G Distrib Transfonners -Fleet 422 315 107 315 10-145-5055-000-5300 Hyd -U/G Distrib Transfonners -Supplies ---- 7,672 5,467 2,206 -5,467 Total Net Levy 7,672 5,467 2,206 -5,467 5065 -Meter Expenses 1----------------------------· ---------·---------------------· Revenues I 0-145-5065-000-3300 Hyd -Mtr Expense -Misc Rev ---- ----- Expenditures I 0-145-5065-000-5001 Hyd-Mtr Expense-F!f Reg a &Drinkwater: 29 (3,628) 69 nkwater: c ~-145-5065-000-5002 Hyd -Mtr Expense -P!f Reg IOiange # 1D F/T Reg arr 07 1,593 3,4illcJ; nge# to Fn !0-145-5065-000-5100 Hyd -Mtr Expense -Fleet , 08 442 1,3 10-145-5065-000-5200 Hyd -Mtr Expense -Materials/Inv 1,100 2,704 (1,604) 2,704 10-145-5065-000-5300 Hyd -Mtr Expense -Supplies 2,300 2,379 (79) 2,379 C:\Users\nfUllam\AppOata\Lccal\Templnotes410MD\2010 Budget 145 Enterprise Services 2010012014 2:37 PM Page 19 of32 Town o/Tlllsonburg $ 140,000 $ -Flat Fee $ - 2010 Financial Plan 0% 5o/o 200812009 5% 200712008 2010 2009 MSA 2008 MSA n MSA MSA Variance MSA Variance 10-145-5065-000-5335 Hyd -Mtr Expense -Phone,F&M ---- 10-145-5065-000-5400 Hvd -Mtr Exnense -Misc Exn -377 (377) 377 10-145-5065-000-5415 Hyd -Mtr Expense -Tmg&Wkshps -2,100 (2,100) 2,100 I 0-145-5065-000-5505 Hyd -Mtr Expense -Subcon Exp 2,000 3,290 (1,290) 3,290 78,051 85,094 (7,042) -85,094 u C:\Users\nfullam\AppData\Loca~Templncles41 BAAD\201 O Budget 145 Enterprise Services 20/0t!/2014 2:37 PM Page 20 of32 Town ofTil/sonhurg $ 140,000 $ -Flat Fee $ - ( '~JO Financial Plan 0% 5% 200812009 5% 200712008 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance Total Net Levv 78,051 85,094 (7,042) -85,094 5075 -Customer Premises -General ---------·---------------------· 1----------------------------· Revenues 10-145-507 5-000-3300 Hyd -Cust Prem -General -Misc Rev ---- ----- Expenditures 10-145-5075-000-5001 Hyd -Cust Prem -General -FfI Reg 23,958 28,822 I (4,864) 28,822 10-145-5075-000-5002 Hyd -Cust Prem -General -F!I Off 500 2,130 (1,630) 2,130 10-145-5075-000-5100 Hyd -Cust Prem -General -Fleet 12,734 9,516 3,218 9,516 10-145-5075-000-5200 Hyd -Cust Prem -Materials/Inv 1,100 1,703 (603)1 1,703 10-145-5075-000-5300 Hyd -Cust Prem -General -Supplies 750 1,328 (578) 1,328 10-145-5075-000-5400 Hyd -Cust Prem -General -Misc Exp --I -- 39,042 43,500 (4,458) -43,500 Total Net Levy 39,042 43,500 (4,458) -43,500 5076 -Customer Premises -Line Locate ---------~-----------------------------------------------· Revenues ---- ----- Expenditures I 10-145-5076-000-5001 Hyd -Cust Prem -Line Locate-F/f Reg 22,948 27,648 (4,700) 27,648 --( '~-145-5076-000-5002 Hyd -Cust Prem -Line Locate-Ftr Off ---- 16-145-5076-000-5003 Hyd -Cust Prem -Line Locate -Pff Reg ---- 10-145-5076-000-5100 Hyd -Cust Prem -Line Locate -Fleet 2,322 1,735 587 1,735 25,270 29,383 (4,113) -29,383 Total Net Levy 25,270 29,383 (4,113) 3 JGott: -5085 -Miscellaneous Distribution Expenses ~-----/""""-----------I· Fonnula error in 2007 -· ---------·~--------------------· Budget file so cost did not Revenues 10-145-5085-000-3300 Hyd -Misc Distrib Exp -Misc Rev -40,582 (40,582) flow through !2 - 10-145-5085-000-3900 Hyd -Misc Distrib Exp -Contr from Res --- -40,582 (40,58i) -40,582 I Expenditures I 10-145-5085-000-5001 Hyd -Misc Distrib Exp -Fff Reg 215,356 244,202 (28,846) 244,202 10-145-5085-000-5002 Hyd -Misc Distrib Exp -FfT Off -1,260 (\1,260) 1,260 10-145-5085-000-5003 Hyd -Misc Distrib Exp -PfT Reg --I - 10-145-5085-000-5100 Hyd -Misc Distrib Exp -Fleet 2,229 1,666 I 563 1,666 10-145-5085-000-5200 Hyd -Misc Distrib Exp -Materials/Inv --I -- 10-145-5085-000-5300 Hyd -Misc Distrib Exp -Supplies 1,750 3,251 I (1,501) 3,251 10-145-5085-000-5315 Hyd -Misc Distrib Exp -Books&Publ --&Drinkwater: 10-145-5085-000-5330 Hyd -Misc Distrib Exp -Insurance / I New purchases I -I -I"'""'""~ .. ~ 10-145-5085-000-5331 Hyd -Misc Distrib Exp -Ins Claims I • -I -I ' 10-145-5085-000-5335 Hyd -Misc Distrib Exp -Phone,F&M .! 2,715 8,111 ]Gott: 8,111 10-145-5085-000-5400 Hyd -Misc Distrib Exp -Misc Exp 34,500 ---------55,697 ELISA Fee direct charged to 55,697 10-145-5085-000-5410 Hyd -Misc Distrib Exp -Adv&Promo -------- (5,250) Tlil 5680 in 2009 and 2010 (5,2>< - 10-145-5085-000-5415 Hyd -Misc Distrib Exp -Trng&Wkshps ------75,500 34,142 --------34, l 42 I 0-145-5085-000-5430 Hyd -Misc Distrib Exp -Membership Exp 6,638 3,493 3,145 3,493 0-145-5085-000-5500 Hyd -Misc Distrib Exp -Consult,Leg&Aud ---- _,0-145-5085-000-5505 Hyd -Misc Distrib Exp -Subcon Exp 2,100 2,123 (23) 2,123 10-145-5085-000-5700 Hyd -Misc Distrib Exp -CorpAd OH I 19,290 17,616 1,674 17,616 360,078 366,311 (6,233) -366,311 C:\Ueera\nfullam\AppData\Local\Templnote8418AADl2010 Budget 145 Enterprise Services 20/08'2014 2:37 PM Page 21 of32 Town of Tillsonburg $ 140,000 $ -Flat Fee $ - 2010 Financial Plan O'lo 5% 200812009 5o/o 200712008 2010 2009 MSA 2008 MSA n MSA MSA Variance MSA Variance Total Net Levy 360,078 325,729 34,349 -325,729 5095 -Overhead Lines and Feeders -Rental Paid ---------·~--------------------· Revenues 1-----------------"""----------· ---- ----- Expenditures 10-145-5095-000-5400 Hyd -O/HL&F -Rental Paid -Misc Exp ---- ----- e u C:\Users\nlullam\AppData\Local\Temp\notes418AAD\2010 Budget 145 Enterprise Services 2010BJ2014 2:37 PM Page 22 of32 Town o/Tillsonburg $ 140,000 $ -Flat Fee $ - ( '910 Financial Plan 0% 5% 200812009 5% 200712008 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance Total Net Levv ----- 5105 -Maintenance Supervision & Engineering ---------·~---------------------Revenues ,. ___________ ----------------· ---- ----- Expenditures 10-145-5105-000-5001 Hyd -Mtce Supervision & Eng -FfI Reg 5,695 7,213 (1,518) 7,213 10-145-5105-000-5002 Hyd-Mtce Supervision & Eng-Fff Off ---- 10-145-5105-000-5100 Hyd -Mtce Supervision & Eng -Fleet 514 384 130 384 10-145-5105-000-5400 Hyd -Mtce Supervision & Eng -Misc Exp ----- 6,209 7,597 (1,388) -7,597 Total Net Levy 6,209 7,597 (1,388) -7,597 ------~~~~~~~~~~~~~~~~!!!'~~------· ----------------------------· Revenues ---- ----- Expenditures 10-145-5114-000-5001 Hyd -Mtce of Station Equipment -Fff Reg 5,000 1,167 3,833 -1,167 10-145-5114-000-5100 Hyd -Mtce of Station Equipment -Fleet 781 583 197 -583 10-145-5114-000-5300 Hyd -Mtce of Station Equipment -Supplies ----- ( ·-:o-145-5114-000-5505 Hyd -Mtce of Station Equipment -Subcon Exp --I -- . -·· 5,781 1,750 4,030 -1,750 Total Net Levy 5,781 1,750 4,030 -1,750 -'1..""'u -1'flja1ncenance-rotes, .1. owers ~ ru:cures -------------------------------· !-----------------,....----------· Revenues 10-145-5120-000-3300 Hyd -Mtce PT &F -Misc Rev ----- ----- Expenditures I 10-145-5120-000-500 I Hyd-Mtce PT&F-Fff Reg 14,250 22,380 (8,130) 22,380 10-145-5120-000-5002 Hyd-Mtce PT&F -Fff Off -541 (541) 541 10-145-5120-000-5100 Hyd -Mtce PT &F -Fleet 2,563 1,915 648 1,915 10-145-5120-000-5200 Hyd -Mtce PT &F -Materials/Inv 10,000 17,445 (7,445) 17,445 10-145-5120-000-5400 Hyd -Mtce PT &F -Misc Exp ---- 10-145-5120-000-5505 Hyd -Mtce PT &F -Subcon Exp 2,000 5,250 (3,250) -5,250 28,813 47,530 (18,718) -47,530 Total Net Levy 28,813 47,530 (18,718) -47,530 _,.._ _ _, -.,, .. azn enance -.... ert1eau \..,onuuciors ..... ~evzces -------------------------------· 1----------------------------· Revenues 10-145-5125-000-3300 Hyd -Mtce O/HC&D -Misc Rev ---- ----- Expenditures 10-145-5125-000-5001 Hyd -Mtce O/HC&D -Fff Reg 9,643 18,032 (8,389) 18,032 10-145-5125-000-5002 Hyd -Mtce O/HC&D -Fff Off 4,130 5,353 (1,223) 5,353 0-145-5125-000-5100 Hyd -Mtce O/HC&D -Fleet 4,589 3,429 1,160 3,429 _,0-145-5125-000-5200 Hyd -Mtce O/HC&D -Materials/Inv 1,100 3,279 (2,179) 3,279 10-145-5125-000-5300 Hyd -Mtce O/HC&D -Supplies 1,000 -1,000 - 10-145-5125-000-5310 Hyd -Mtce 0/HC&D -Equip S&R ---- C:\Users\nfullam\AppData\Looal\Templnotes418AA0\2010 Budget 145 Enterprise Services 20/0812014 2:37 PM Page 23 of32 Town of Tillsonburg $ 140,000 $ -Flat Fee $ - 2010 Financial Plan 0% 5% 200812009 5% 200712008 2010 2009 MSA 2008 MSA n MSA MSA Variance MSA Variance 10-145-5125-000-5400 Hyd -Mtce O/HC&D -Misc Exp ----- 10-145-5125-000-5505 Hvd -Mtce O/HC&D -Subcon Exn ----- u C:\Userslnfullam\AppData\Local\Temp\notes41 BAAD\201 0 Budget 145 Enterprlse SeJVices 20/0812014 2:37 PM Page 24 of32 LT own of Tillsonburg $ 140,000 $ -Flat Fee $ - ( '~JO Financial Plan 0% 5% 200812009 5% 200712008 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance 20,462 30,093 (9,631) -30,093 Total Net Levy 20,462 30,093 (9,631) -30,093 -------""'.!.""'.!. :::"':!.'!!!.':!.<!!!.'=. 2 '::.. .. !!'!!.'!::. '::!!!.':!~ ------. 1-----------1-----"""----------· Revenues 10-145-5130-000-3300 Hyd -Mtce Overhead Services -Misc Rev --I -- ----- Expenditures 10-145-5130-000-5001 Hyd -Mtce Overhead Services -F!f Reg 6,435 11,309 (4,874) 11,309 10-145-5130-000-5002 Hyd -Mtce Overhead Services -F ff Off -2,249 (2,249) 2,249 10-145-5130-000-5100 Hyd -Mtce Overhead Services -Fleet 2,107 1,575 532 1,575 10-145-5130-000-5200 Hyd -Mtce Overhead Services -Materials/Inv 3,500 1,957 1,543 1,957 10-145-5130-000-5300 Hyd -Mtce Overhead Services -Supplies 200 -200 - 10-145-5130-000-5400 Hyd -Mtce Overhead Services -Misc Exp ---- 12,242 17,090 (4,847) -17,090 Total Net Levy 12,242 17,090 (4,847) -17,090 _,.._...,_, -H.._a1n enance 1. ree .1 rimnung ..,,,,erneau Llnes 1-----------1-----"""----------· ------------------------------· Revenues ---- ----- Expenditures ( '?-145-5135-000-5001 Hyd -Mtce Tree Trim OH Lines -F!f Reg 53,660 39,728 13,932 39,728 -10-145-5135-000-5002 Hyd -Mtce Tree Trim OH Lines -F!f Off 500 1,499 (999) 1,499 10-145-5135-000-5003 Hyd -Mtce Tree Trim OH Lines -Pfr Reg ---- 10-145-5135-000-5100 Hyd -Mtce Tree Trim OH Lines -Fleet 21,489 16,059 5,430 16,059 10-145-5135-000-5300 Hyd -Mtce Tree Trim OH Lines -Supplies ---- 10-145-5135-000-5310 Hyd -Mtce Tree Trim OH Lines -Equip S&R ---- 10-145-5135-000-5505 Hyd -Mtce Tree Trim OH Lines -Subcon Exp 2,000 2,100 (100) 2,100 77,649 59,386 18,263 -59,386 Total Net Levy 11,649 I 59,386 18,263 -59,386 ___ ::_.z~ .;_1::,.a~';!n~n,,;_e!!f .!!~a!!Ff!.O!!.n.! !;;.O!!,a.!c~'! '!. ~ev.!.c;! ___ • 1----------------------------· Revenues ---- ----- Expenditures 10-145-5150-000-5001 Hyd -Mtce U/GC&D-FfT Reg 6,500 13,892 (7,392) 13,892 10-145-5150-000-5002 Hyd -Mtce U/GC&D-FfT OfT -1,248 (1,248) 1,248 10-145-5150-000-5100 Hyd -Mtce U/GC&D -Fleet 420 314 106 314 10-145-5150-000-5200 Hyd -Mtce U/GC&D -Materials/Inv ---- 10-145-5150-000-5300 Hyd -Mtce U/GC&D -Supplies 3,000 1,783 1,217 1,783 10-145-5150-000-5400 Hyd -Mtce U/GC&D -Misc Exp ----- 10-145-5150-000-5505 Hyd -Mtce U/GC&D -Subcon Exp ----- 9,920 17,238 (7,317) -17,238 Total Net Levy 9,920 17,238 (7,317) -17,238 ------~~~!~~~~2~~'!!!~~~~~~~-----· 1----------------------------· yenues _,b-145-5155-000-3300 Hyd -Mtce U/G Services -Misc Rev ---- ----- C:\Userslnfullam\AppData\Local\Templnotes418M0\2010 Budget 145 Enterprise Services 2010812014 2:37 PM Page 25 of32 Town o/Tillsonburg $ 140,000 $ 2010 Financial Plan 0% 2010 MSA Expenditures I 10-145-5155-000-5001 Hvd -Mtce U/G Seni._ces -F!f Reg --4,651 10-145-5155-000-5002 Hyd -Mtce U/G Services -Fff O/f 200 10-145-5155-000-5100 Hyd -Mtce U/G Services -Fleet 1,809 10-145-5155-000-5200 Hyd -Mtce U/G Services -Materials/Inv 800 10-145-5155-000-5300 Hyd -Mtce U/G Services -Supplies - 10-145-5155-000-5400 Hyd -Mtce U/G Services -Misc Exp - 10-145-5155-000-5505 Hyd -Mtce U/G Services -Subcon Exp 1,500 C:\Users\nfullam\AppData\Local\Templnotes418AAD\2010 Budget 145 Enterprise Services 2010012014 2:37 PM -Flat Fee 5% 200812009 2009 MSA MSA Variance 6,011 (1,360) 1,212 (1,012) 1,352 457 1,190 (390) 5,408 (5,408) -- -1,500 $ - 5% 2008 MSA - 200712008 MSA Variance 6,011 1,212 1,352 1,190 5,408 - - Page 26 of32 Q ~--·) u Town of Tillsonburg $ 140,000 $ -Flat Fee $ - I 'QJO Financial Plan O'lo 5% 200812009 5% 200712008 \ 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance 8,960 15,171 (6,212) -15,171 Total Net Levy 8,960 15,171 (6,212) -15,171 _______ :J!;_O!!_-;-'-!!!'!!.e!!.a!!.c!. ~ ~~ !::'!!!~!!!'.!!~ ______ . ------------.. ----------------· Revenues 10-145-5160-000-3300 Hyd -Mtce Line Transfomers -Misc Rev ---- ----- Expenditures 10-145-5160-000-5001 Hyd -Mtce Line Transfonners -Fff Reg 3,900 4,196 (296) 4,196 10-145-5160-000-5002 Hyd -Mtce Line Transformers -Fff Off 2,010 2,241 (231) 2,241 10-145-5160-000-5100 Hyd -Mtce Line Tranfonners -Fleet 1,936 1,447 489 1,447 10-145-5160-000-5200 Hyd -Mtce Line Tranformers -Materials/Inv 4,500 5,142 (642) 5,142 10-145-5160-000-5300 Hyd -Mtce Line Tranfonners -Supplies ---- 10-145-5160-000-5400 Hyd -Mtce Line Tranfonners -Misc Exp ---- 10-145-5160-000-5505 Hyd -Mtce Line Tranfonners -Subcon Exp -2,163 (2,163) 2,163 12,346 15,189 (2,843) -15,189 Total Net Levy 12,346 15,189 (2,843) -15,189 ----------~~~~~~~~~:~~---------· ----------------------------· Revenues ---- ----- ( "1,lenditures -,Q-145-5175-000-5001 Hyd -Mtce Meters -F!I Reg ---- 10-145-5175-000-5100 Hyd -Mtce Meters -Fleet ---- 10-145-5175-000-5310 Hyd -Mtce Meters -Equip S&R ---- 10-145-51 75-000-5400 Hyd -Mtce Meters -Misc Exp ----- ----I - Total Net Levy ----- J_l" -uie1er .Keaaing .expense ------------------------------· -----------1----------------· Revenues 10-145-5310-000-3300 Hyd -Meter Reading Exp -Misc Rev --I --- ----- Expenditures 10-145-5310-000-5001 Hyd -Meter Reading Exp -Fff Reg 25,786 17,100 8,686 17,100 10-145-5310-000-5002 Hyd -Meter Reading Exp -Fff Off 600 525 75 525 10-145-5310-000-5100 Hyd -Meter Reading Exp -Fleet 1,745 1,304 441 1,304 10-145-5310-000-5310 Hyd -Meter Reading Exp -Equip S&R 900 -900 - 10-145-5 310-000-5400 Hyd -Meter Reading Exp -Misc Exp -105 (105) 105 10-145-5310-000-5505 Hyd -Meter Reading Exp -Subcon Exp 26,785 29,102 (2,317) 29,102 10-145-5310-000-5510 Hyd -Meter Reading Exp -Eqp Mtce Contract -497 (497) 497 55,816 48,633 7,183 -48,633 Total Net Levy 55,816 48,633 7,183 -48,633 .i.i.1_.i -Luscomer 111u1ng ---------·---------------------· ____________ !' _____ ----------- Revenues 10-145-5315-000-3300 Hyd -Customer Billing -Misc Rev 14,027 -14,027 - 14,027 -14,027 -- ) ~&Drinkwater: I n Dl.llrinkwater: I _/ Expenditures /I paper and postage I / l...,..lr anu po~~ .. ~ 10-145-5315-000-5100 Hyd -Customer Billing -Fleet .i. ---J. I - C:\User.;\nlullam\AppData\Local\Templnoles418AAD\2010 Budget 145 Enterprise Services 2010812014 2:37 PM Page 27 of32 Town o/Tillsonburg $ 140,000 $ - 2010 Financial Plan 0% 5% 2010 2009 MSA MSA 10-145-5315-000-5300 Hyd -Customer Billing -Supplies 30,000 31,487 10-145-5315-000-5310 Hvd -Customer BillinO" -c~uin S&R -- 10-145-5315-000-5400 Hyd -Customer Billing -Misc Exp -- 10-145-5315-000-5415 Hyd -Customer Billing -Tmg&Wkshps -3,569 10-145-5315-000-5425 Hyd -Customer Billing -Sp Prj Exp 1,000 2,704 10-145-5315-000-5505 Hyd -Customer Billing -Subcon Exp (29,725) - 10-145-5315-000-5510 Hyd -Customer Billing -Eqp Mtce Contract 45,476 31,385 10-145-5315-000-5700 Hyd -Customer Billing -CorpAd OH 277,647 223,015 . C:\Users\nfullam\AppData\Local\Templnotes418AAD\2010 Budget 145 Enterprise Services 20/0B/2014 2:37 PM Flat Fee $ 200812009 5% MSA 2008 Variance MSA (1,487) - - (3,569) (1,704) (29,725) 14,092 54,632 - 200712008 MSA Variance 31,487 - - 3,569 2,704 - 31,385 223,015 Page 28 of32 C;, ~.J u Town ofTillsonburg $ 140,000 $ -Flat Fee $ -(r '010 Financial Plan 0% 5% 200812009 5% 200712008 ' 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance I 324,3981 292,159 32,239 -292,159 Total Net Levy 310,372 292,159 18,212 -292,159 -'·"'"'" -1...ouecung ---------·--------------------------------------------------· Revenues ---- ----- Expenditures 10-145-5320-000-5400 Hyd -Collecting -Misc Exp ---- 10-145-5320-000-5505 Hyd -Collecting -Subcon Exp 950 (191) 1,141 (191) 950 (191) 1,141 -- Total Net Levy 950 (191) 1,141 -- ..,_,_,., -\..,ouecuon ..., •• arges 1----------------------------· ---------~--------------------· Revenues ---- ----- Exnenditures 10-145-5330-000-5400 Hyd -Collection Charges -Misc Exp ---- ----- Total Net L""" ----- ..,,..,,..,..., -.ua .. ..-eui .1.:,xpense 1-----------------r----------~--------·----------------------( 'venues ) -- ----- Expenditures I 0-145-5335-000-5850 Hyd -Bad Debt Expense ---- ----- Total Net Levv ----- JJ¥11 -nlt11ng i:.nergy 1.Jeuiemeni anu u~anagemeni ---------·---------------------· 1-----------------~----------· Revenues ---- ----- Expenditures 10-145-5340-000-500 I Hyd -Billing Enrgy Settle&Mgmt -Fff Reg 20,378 62,543 (42,165) 62,543 10-145-5340-000-5002 Hyd -Billing Enrgy Settle&Mgmt -Fff Off 3,815 9,333 (5,518 9,333 10-145-5340-000-5100 Hvd -Billing EtlrITTI Settle&Mgmt -Fleet 8,103 6,055 2,048 6,055 10-145-5340-000-5335 Hyd -Billing EnrITT' Settle&MITTTit -Phone,F&M ---- 10-145-5340-000-5400 Hyd -Billing Enrgy Settle&Mgmt -Misc Exn 1,000 1,050 (50) 1,050 10-145-5340-000-5505 Hyd -Billing Enrgy Settle&Mgmt -Subcon Exp 43,200 43,045 155 43,045 76,496 122,027 (45,531 -122 027 Total Net Le"" 76,496 122,027 (45 531 -122,027 ..,..,.., ~ LWO.-ecu11ve i.>a1ar1es"' .expenses ---------·~--------------------· 1----------------------------· Revenues ---- ----- Expenditures 10-145-5605-000-5001 Hyd -Executive Salaries & Exp -Fff Reg ---- D-145-5605-000-5300 Hyd -Executive Salaries & Exp -Supplies ---- ,0-145-5605-000-5315 Hvd -Executive Salaries & Exn -Books&Publ ---- I 10-145-5605-000-5330 Hvd -Executive Salaries & Exo -Insurance ---- I I 0-145-5605-000-5400 Hvd -Executive Salaries & Exo -Misc Exo ---- C:\Userslnfullam\AppData\Local\Temp\notes41 BAAD\2010 Budget 145 Enterp~se Services 20108/2014 2:37 PM Page 29 of 32 Town of Tillsonburg $ 140,000 $ -Flat Fee $ - 2010 Financial Plan 0% 5% 200812009 So/o 200712008 r: 2010 2009 MSA 2008 MSA MSA MSA Variance MSA Variance ----- Total Net Levv ----- ~ ....... v -.. ianagemeni .,a,aries °' ,e,,xpenses 1----------------------------· ---------·---------------------· Revenues ---- ----- Expenditures 10-145-5610-000-5001 Hvd-Mgmt Salaries & Exp-Fff Reg ---- 10-145-5610-000-5400 Hyd -Mgmt Salaries & Exp -Misc Exp ---- ----- Total Net Levv ----- .JOl .J -CJenerat AamtnlSlTQllOn 1.JUiaries °' nxpenses 1------,....----.. ----------------· ---------·---------------------· Revenues . --- ----- Expenditures 10-145-5615-000-5001 Hyd -Gen Admin Salaries & Exo -Fff Rel! 26,446 46,882 (20,436) 46,882 10-145-5615-000-5002 Hvd -Gen Admin Salaries & Exp -Fff Off 1,129 433 696 433 10-145-5615-000-5700 Hyd -Gen Admin Salaries & Exp -CorpAd OH 110,378 116,351 (5,973 116,351 137,953 163,665 125,712' -163,665 Total Net Levy 137,953 163,665 (25,712 -163,665 _,, 1v -uurstae r..lervices .nmpioyea --------------------------JG°"' ----r----------GOtEr ~) Revenues I Direct charges to lHI in --·--.• ~_w I 2009 and 2010 -external to -/ arto base MSAfee --- I I Expenditures ... ... 10-145-5630-000-5500 Hyd -Outside Svcs Employed -Consult,Leg&Aud 140,000 -140,000 - 140,000 -140,000 -- Total Net Levv 140 000 -140 000 -- ·~-----neguiaiory nxpenses ---------·---------------------· ------------_____ I"" _____ -----· Revenues ~ --- Direct charges ID THI in ---IDlH ;, 2009 and 2010 -external ID 20 9 and 2010 -O>Y11 mallD Exnenditures base MSAfee ba;e MSA fee 10-145-5655-000-5001 Hvd -Regulatory Exp -FfT Reg --- 10-145-5655-000-5300 Hyd -Remilatorv Exp -Supplies ---- 10-145-5655-000-5310 Hyd -Regulatory Exn -Equip S&R ' ---• - 10-145-5655-000-5400 Hvd -Regulatory Exp -Misc Exp ----- 10-145-5655-000-5410 Hyd -Rem1latorv Exn -Adv&Promo ----- 10-145-5655-000-5415 Hyd -Regulatory Exp -Tmg&Wkshps ----- 10-145-5655-000-5505 Hvd -Reonlatorv Exo -Subcon Exp ---- ----- Total Net Levv -----_,.,.., -uenerai ~ .. .,.verus1ng nxpenses 1-----------------!""'----------· ---------~--------------------· Revenues ---- ----- Expenditures 10-145-5660-000-5400 Hvd -Gen Advertising: Exn -Misc Exn 5 000 -5000 -I u C:\Users\nfullam\AppData\Local\Temp\notes418AAD\2010 Budget 145 Enterprise Se Mees 2010812014 2:37 PM Page 30 of32 Tuwn of Tillsonburg ( ~'910 Financial Plan Total Net L"""' $ 140,000 $ 0% 2010 MSA 5.000 5,000 5% 2009 MSA -------~~~~~~~e~~~~~~~~~-------·~-----------Revenues 10-145-5665-000-3300 F 10-145-5665-000-3600 Hyd -Misc Gen Exp -Interest Rev Expenditures 10-145-5665-000-5001 Hyd-Misc Gen Exp-Fff Reg 77,800 10-145-5665-000-5100 Hyd-Misc Gen Exp-Fleet 200 10-145-5665-000-5105 Hyd-Misc Gen Exn -Eq Rental Exp 10-145-5665-000-5300 Hyd-Misc Gen Exp-Sunnlies 10-145-5665-000-5310 Hyd -Misc Gen Exp -Equip S&R / IBDrinkwater: 1-1~0~-1~4~5-~5~6~65~-~00~0~-~53~1~5-+-H~ycd--~M=is=c~Ge=n=E=x~p-=B~o=okis=&=P=u~bl-----/+--Jnew purchases 10-145-5665-000-5330 Hyd-Misc Gen Exn-Insurance I 36,602 10-145-5665-000-5335 Hyd-Misc Gen Exp-Phone,F&M .L 3,444 10-145-5665-000-5400 Hyd-Misc Gen Exp-Misc Exp 2,481 10-145-5665-000-5405 Hvd -Misc Gen Exn-Meetin12 Exp 3,000 10-145-5665-000-5410 Hyd -Misc Gen Exo -Adv&Promo 6,500 10-145-5665-000-5415 Hyd-Misc Gen Exp-Tmg&Wkshos 10-145-5665-000-5430 Hyd -Misc Gen Exp -Membership Exp 33,800 10-145-5665-000-5500 Hvd -Misc Gen Exn -Consult,Leg&Aud 18,180 10-145-5665-000-5510 Hyd -Misc Gen Exp-Enn Mtce Contract 182,007 ~1tal Net Levv 182,007 i .... v·v-n.eni 82,740 210 I • 38,432 4,982 2,704 36,750 21,499 3,250 190,567 190,567 Flat Fee 200812009 MSA Variance 5,000 5,000 $ 5o/o 2008 MSA 200712008 MSA Variance ----------------· (4,940) 82,740 (IO) 210 / I/ (1,830) I 38,432 (1,539) 4,982 (223) 2,704 3,000 6,500 (36,750) 36,750 12,301 21,499 14,930 3,250 18 560 190,567 (8,560 190,567 /--------·!"'"--------------------·~---------------------------· Kevenues --- --- Expenditures 10-145-5670-000-5600 Hyd -Rent -Rent Exp 90.147 91,900 (1,753 91,900 90,147 91 900 (],753' 91,900 Total Net Levv 90,147 91,900 n,753 91,900 ---------,;;:;;,,;:.:. ··;,,;,:;f!.r .,;!.",:!'.!,S~:J'!f..n!! __ -------·-__ --__ ---------------------· Revenues Expenditures 10-145-6035-000-5605 Hyd -Other Interest Exp Total Net Levv ____ ----u~.l"'"-.!1!::::!. f!!..n!!!!!!f!!!!:!!~'!!.e.!.~e!.. _______ .~ _____ ,_,,,_ ---______ r-_________ -· Revenues Expenditures 10-145-6105-000-5400 Hvd-Taxes Other Than Income Taxes-Misc Exn C:\Uaers\nfullam\AppData\Local\Templnates418MD\201 0 Budget 145 Enterprise SeNices 20/0812014 2:37 PM Page 31of32 Town ofTillsonburg $ 140,000 $ -Flat Fee $ - 2010 Financial Plan 0% 5o/o 200812009 5% 200712008 2010 2009 MSA 2008 MSA n MSA MSA Variance MSA Variance ------Total Net LPVV ----- u777 -.1. u1sonourg n.yaro 1nc Jr .. 11..J.r.a uperauon .1. ... ecovery ---------~--------------------· -----------------~----------· Revenues 10-145-6999-000-3300 Hvd -THI On -MSA -Misc Rev 1,996,863 1,977,261 19,602 -1,977,452 1,996,863 1,977,261 19,602 -1,977,452 Expenditures ----- Total Net Levv 11,996,863 11,977,261 119,602 -11,977,452 8 u C:\Userslnfullam\App0ala\Local\Templnotes418AAD\2010 Budget 145 Enterpri&e Services 20/0812014 2:37 PM Page 32 of32 c Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 878,697 20,162 898,859 2008 Actual 305,160 11,543 316.703 693,758 193,718 46,932 11,_543 945,950 629,247 202,500 831,747 46,950 878,697 C:\UserslnfuUam\AppData\Loca\Templnotes41aAAD\2010 Budget 150 Fire ~ ~--/' ) j 150-Fire 150-Fire 2009 1,: -'.'."; .;:·-,,~·~;'~i'':·,,-,;;:i_-~.,,:.;_:.:.201og,·f'.f".;;:::,,, ·,/~-<--~ 2011 -2012 2013 2014 YTD Budget Projection Variance$ Variance% l>/ '-Bilif@{f;:; :_;;~~•V'idiilf¢C;$-'..i ::.,Ylltiiri'icie:!MJ~j Budget Budget Budget Budget 461,043 461,043 YTD 137,427 6,264 143,691 355,742 77,831 24,613 458,187 314,495 IOI 318 415,814 45,230 461,043 914,135 35,355 949,490 Bud1 298,134 33,800 331,934 772,350 165,315 60,599 998.264 666,330 202,575 868,905 45,230 914,135 939,228 35,355 974,583 2009 Proiection 282,792 12,913 6,975 302,680 739,673 178,418 60,399 15,613 994,103 691,423 202,575 893,998 45,230 939,228 25,093 25,093 2.7o/o O.Oo/o 2.6o/o •;,,,/:''"---•;•>- ~~~if[& .. , ).<}~:~~!; ;-t1~I~ !l'l:W1 ;~;!42 2.6% - 1:1 ·'·"•1:, •• :1;:;.;:.;;;ao1J1, "~; .. 879,973 426.800 1,306,773 34.lo/o 906,373 100,800 1,007,173 ~22.9% 933,564 95,800 1,029,364 2.2o/o 961,571 101,800 1,063,371 3.3% Variance$ Variance% [_',-•,:I:i\~~i~i;;~§'~ii'.i@i:Ci$>~' 2 :Y,ii.ffiUK\~,%,,i 2011 Bud,get 2012 Bud,get 2013 Budget 2014 Budget (15,342) 12,913 (26,825) (29,254) (32,677) 13,103 (200) 15,613 (4.161) 25,093 25,093 0 25,093 -5.1 o/o -79.4% -8.8% -4.2% 7.9% -0.3% -0.4% 3.8% 0.0% 2.9% 0.0% 2.7% 20/C812014 2:~7 PM : '. ;{~''.''.t'.·,~ \ '. . . . • ••.• ". ' I: .• C::\77iQ90. . :.: 1(il.,l.;14):,:· .-7J% · • ! '.~?.{ .· '~::··· '. 285 310 293 869 302 685 311 766 285,310 293,869 302 685 311,766 .. . 805.339 829.500 854 385 880.016 135,919 139.997 144 197 148 523 62,417 64.289 66 218 68.205 iC:,9.7.1;~2_0?~\~_:;-; ;:'(23i822l?) :-,,.~;1f!yo.>: 1 003,676 1,033,786 1,064,800 1,096,744 ".--:.~7"";69J;~ __ 3'.:;;Y.~:·;_ '~'::,~1a:la't:~ /~-LT'!!( 718366 739917 162,115 784,978 i <.ts6,<100: · ·· ; .. f4s,675r; .,2~is% •I 161'.601 I 166'.456 I 111,449 I 116,593 I .-;~;,< ~:s51.;_~,~---·,;·:'·:· ,--;1f4?~~f-), ·. _ --:t.7.o/D_,;" -1 879,973 906,373 933,564 961,571 : , • ~3,488· (1'712)·. ·-3.9% · · I I I I I .. : . <-''~(-,:;·_'·_-,'., -,, : ;_~-,;;:;:.::: 1·-.-~9';&j1 . (i'~;'1~1 -1_.8o/o' 879,973 906,373 933,564 961,571 -2.0% 3.0% 3.0% 3.0% Page 1of1 n u c Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 2,187,943 Capital Total Requirement from Taxation % Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labolli' Purchases Contracted Services Contribution to Reserves lnterfunctional Adjustments Debt Principal and Interest Prior year (surplus) deficit Requirement from Taxation o/o Change from Previous Year 2,187,943 2008 Actual 210,946 264,573 8,693 376,550 860,762 174,082 98,090 2,507,982 186,082 2,966,236 2,105,473 ~51,600} 2,053,873 134,070 2,187,943 C:\UsersWullam\AppDatallocel\Templncles41 eAAD\201 0 Bud(l<!l 160 Poice t~\ ' \_--._ ___ / ) 160 -Police 160 -Police 2009 :··-. :o:;;·~-' ;,;':-';~;i'.-'.'-~lOlQ.'/·f;·.'' · ,_'.·.;·~-';r"---2011 2012 2013 YID Budget Projection Variance$ Variance% f··.-. '.-'JlWf~t ;,;~.:-~::;,)l~Cli$' ,,~Variliftbe-·%:i-) Budget Budget Budget 2014 Budget 1,375,393 2,576,619 2,533,903 (42,716) -1.7"/o C'J12,6~6 '4A%_ 2,944,573 3,028,888 3,115,733 3,205,183 1,375,393 2,576,619 2,533,903 (42,716) -1.T'Ai ' <';~;,2.;:S .. ·· Jl2.~26 4.4% 2,944,573 3,028,888 3,115,733 3,205,183 9.5o/o 2.9% 2.9o/o 2.9% 2009 :<' ''-~~~'---2011 2012 2013 2014 YID Budget Projection Variance$ Variance% F~:'.~ J3_yQSef :::;-~~~i*~Ce\$> ::.-:v;{ifiQnee,-%'-i Bud_~_ Budget Budget Budget 53,846 180,000 180,000 0.0% 132,190 259,803 259,803 0.0% 4,778 9,119 9,119 179,453 179,146 _QQZ)_ -0.2% 190,815 619,256 628,068 8,812 1.4% 83,822 147,830 170,071 22,241 15.0% 37,306 83,611 92,693 9,082 10.9% 1,225,110 2,882,864 2,696,368 (186,496) -6.5% 112,150 121 269 121,269 1,458,388 3,114,305 3,080,401 p3,904} -1.1% 1,267,573 2,495,049 2,452,333 (42,716) -1.7% (26,250) {52,500} {52,500} 0.0% 1,241,323 2,442,549 2,399,833 (42,716) -1.7% 134,070 134,070 134,070 0 0.0% 1,375,393 2,576,619 2,533,903 (42,716) -1.7% 2{]/0612014 2:38 PM ~'-" ,,_,, .. '.: : . ~:~:~~~· ; , --~;_',;- o.ow· ~-;,~-$Ji00.:--;~-ii9% - :. , 185.400 190.962 196.691 202.592 272.747 280 930 289 357 298038 1 ;. lt1j1;~]{~. · ·i~ii;i•s<ft J2i4~ f"'.-.:: ."'.S6610!Z2tt:-<1.': ~\f5$H-8'4)\:§' {--~~~&~-;·> 458,147 471,892 486 048 500 630 ~l"·'~jlG~. ;~,--;i~::·~;h~~t .. ~'·'.. ,;~; , .. - 152 162 156 727 161 429 166 271 •• 80 791 83,215 85 711 88 283 3 035,697 3.126,768 3 220 571 3.317.188 _:-<:3;-113.;44.7,/::-f:/" ":::<~~J\142,:-_:·.: .. · ., -~i:~% ___ _. ' _i 3,268,650 3,366 710 3 467 711 3,571,743 --·"'.)·2· ...•.. 6~ .. -.1: .•. e.-r ... ~.··.··.· ... ·:.·;.:.:_:. -.·: .. 1 ... J .. ?. :a.··.·.· 2§· ... ·.• •. -, .. · •. ·.;· ... · .. ·.4;.·S:·~.·.·.· · .. ,,- 1 2,810,503 2.894.818 2,981.663 3.071.113 ·· :•:t52.aoo1H : .·.;;aoo·. "(),6% .·. · I I I I , ·2;555;1'·7· •. F:.: ;: /1)2 .. ;~26. ;', 3:6l', I 2,810:503 2,894:818 2,981,663 3,071,113 u4;010 .. .. , • ·0:0% 134 010 I 134 010 I 134,070 I 134,070 I r-:· · ')<i .-'.·,.~: --.-./.~~~;:-:.,.~ : · ••.:~;~~~~.is ' ·. · ... Hi.~~ · .. · 4.4% 2,944,573 3,028,888 3,115,733 3,205,183 9.5% 2.9% 2.9% 2.9% Page 1 of1 n u c Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 3,824 Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation 0/o Change from Previous Year 3,824 2008 Actual 3,062 3_._Q62 2,285 739 3,024 (38) 800 762 3,062 3,824 C:\Users"1fuiam\AppData\loc:al\Templnote"41SAA0\2010 Budset 170 Coriservaticn \ ' ' "-/ ) 170 -Conservation 170 -Conservation 2009 !". -,·<<'·_-.2010-" 2011 2012 2013 2014 YTD Budget Projection Variance $ Variance% f.-,~ /·BUdget -:~,.:;:--_~Vltti.afil:i¢-:$' --;;-~:YD.i"Uaj~J§ Budget Bud_~_ Budget Budget 6,079 94,823 100,902 YID 1,088 1,648 2,735 2,735 282 3,017 3,062 6,079 ''-:o 28,580 5,223 (23,357) -81.7% i'l,659 ' --_59.7_% 3,000 3,000 3,000 3,000 28,580 5,223 (23,357) -81.7% -::: :::it~s~:·:·-~~~-.. ~ ·;i~~-Ci6;-,21f~ ___ :~~~~~-~~--·_ 3,000 3,000 3,000 3,000 -74.3% 0.0% 0.0% O.Oo/o 2009 f; ·.J·;' ·,:: ;;,j~;'{thl:(;;_~~l01ft"~ft}3;>/•.o.~'.;~/t;::'.J/:l:~ 0u..:• 2011 2012 2013 Budget 2014 Budget Bud~t Projection Variance$ Variance% t ·~·~ :~:Btrdge;t~f;f.i:%~>Y~'e,($:~j.;t\1',Vqce:%, Budget Budget 3,062 3062 3,062 3,062 2,030 2,406 376 26,000 2,268 (23,732) 28.030 4,674 (23,356) 24,968 1,612 (23,356) 550 550 25,518 2,162 3,062 3,061 28,580 5,223 (23,356) (I) (23,357) O.Oo/o 0.0% 18.5% -91.3% -&3.3o/o -93.5% 0.0% -91.5% 0.0% -81.7% 20/06/2014 2:36 PM .,, \;}' .. } " I I I I I '~~i~~;;;z::)@~:~l, c\1{!t~>, I I I I I ::3;i j,, (!~:;~ /:1:~1' I I I I , ~:~a~· .. .. ·c28,~i' !1~0r;,. .-:~_:/' ;-·-· M,•, .. ·.. .• j~~ . d~921). -59.2%' -100.0% Page 1of1 ( ,_ Town of Tillsonhurg 2010 Financial Plan 2008 Actual OPERA TING AND CAPITAL REQUIREMENTS YID ,r, \, __ / R0ads -Consolidated 2009 -·"·' ·.-,,; ~;:;;,~·; ·;;:--_2Q10'f{:C !~,~':';.,';. ''-"".-i ,..,-,.-_ 2011 2012 Budget Projection Variance$ Variance o/o I 'i' ':~;amtget~~-:".(:'i::_ ::V:~i$-~~-:·.\1-VatWteti-.%·--1 Budget Budget ) Roads -Consolidated 2013 Budget 2014 Budget Operating 2,221,399 1,392,008 2,339,732 2,310,835 (28,897) -1.2% 7.3% :-_-,, __ ~~~~if t-,~r~~;i 2,139,229 2,725,021 2,190,620 5,028,547 2,243,552 2,298,072 Capital (132,149) 477,170 220,833 236,912 16,079 Total Requirement from Taxation % Change from Previous Year 2,089,250 1,869,178 2,560,565 2,547,747 (12,819) -0.5% ---,-2@i\ii6 . 12691349) '10.5% 4,449,764 4,783,043 4,864,250 7,219,167 6,693,316 7,081,115 112.3°/.J 48.4o/o -7.3o/o 5.8% 2008 Actual 2009 !"; .;,·~ic'' '': ::;o; <·201Q:'.;i~· ·.;·;,.··· ,.,, · .. ' ·.··, :' -.. 2011 2012 2013 2014 YID Bu_<!get Projection Variance$ Variance% i~·,:,:3;;_;fj~w;Jg~f ~}/'L(<::'V~_;_$ );r;:_.y~c;((%.-] Budget Budget Budget Budget OPERA TING REOUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year (5,656) 362,480 6,081 77,544 74,468 514,918 724,611 522,596 229,867 358,359 l,835,433 1,320,515 419,082 1,739,597 481,802 2,221,399 2,150 4,298 77,768 759 39,488 3 062 44,545 82,980 379,551 693,103 212,323 533,048 39,507 275,826 631,382 1,501,977 586,837 1,418,996 232 704 342,170 819,540 1,761,166 572,468 578,566 1,392,008 2,339,732 C:\Users"1fullam\AppDalalJ..ocal\Temp1mrtes416AADl2010 Bu<lget170, 220, 225, :235, :260 Roads-Consolidated 83,469 868 90,605 3 062 178,004 721,344 519,698 240,178 90,605 I 571 825 1,393,821 344,377 1,738,198 572,637 2,310,835 (2,150) 5,700 868 90,605 95,023 28,241 (13,350) (35,648) 90,605 69,848 (25,175) 2,207 (22,968) (5,929) (28,897) -100.0% 7.3% 0.0% 114.5% 4.lo/o -2.5% -12.9% 4.7% -1.8% 0.6% -1.3% -1.0% -1.2% :20/0a/201423B PM -11). ' ,_ ,._ '· ' ' } (~;ii~); -l~:o/(' '' ~:: ;;J8·118-:; -,;· .,.1-010_<·· -·t3%' I ! '/ '.-. .:. I I 81,141 83,575 86,083 88,665 : : ;,jL~~:~t ,: : r' · ;' ~<~~78f178'?/:f~:~1.?::'.::H~\202y;'·· :>:~s::J,'%~ .. : r----~-~-~-7---~--~-~---~=~--~~~ 61,1"1-I llJ,:)/:) 86,083 88,665 I , , \ft~·:,~--•--~_·'_:::."_'.,:~:_'.::··i.::(>_-.':·.',.;· ·~:;::\ " _ ·. 1-,, = ·' ,·7os~26ii .. :_:-;<: <::·, ·/15'.~-63 ~·· ._: ·-2:i% :.:.>)·· ·:·~1:H1~.~: ... :;~~:· ~, ·-'..cir:~-~_,J._: · . .-.,;72~.2.o/~-~ ! . -a2~.~2~:· .. ,:··.-.:· -49.6Qe-:-... 1s.0% ..... t-, .. ,, ·1i~ss1r12:, -.·:.,·. ->.,::sawt9,'.·c;_-: ;:·~_i5%<· L. ··1A'l~!39f'. ·.--:.:.< 1~_-.-'.._?1,:39:r_' .,4~o%. 1 -• . 3ss~~' , . Ja;3a6 .-~ ~r-. ! ,_ i.m{~:~ Z' <&1~:~il :i~q~~ .,,_,~·.-.;· ;.~"· ••• -i.2~i,2~}_'. Ji~i~ -. :3,1~ 727,423 530,944 333,973 1,592,341 1,511,199 201 824 1,713,023 426,206 2,139,229 -5.4% 749,246 771,723 794,875 546,872 563,279 580,177 343,993 354,312 364,942 1,640,111 1,689,314 1,739,994 1,556,535 1,603,231 1,651,328 207 879 214,115 220,539 1,764,414 1,817,346 1,871,867 426,206 426,206 426,206 2,190,620 2,243,552 2,298,072 2.4% 2.4% 2.4% Page 1 of1 c Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 126,389 Capital Total Requirement from Taxation o/o Change from Previous Year OPERA TING REQUIREMENTS Revenues Special Levy, Local hnprovements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 126,389 2008 Actual 1,959 53,060 55,019 114,987 11,783 48,638 175,408 120,389 6000 126,389 126,389 C:\Users\nlullam\AppData\Local\Templnotes41 BAAD\201 O Budget 1 BQ Praloclion YTD 47,202 47,202 YTD 36,234 36,234 58,779 4,041 17,615 80 436 44,202 3,000 47,202 47,202 ;---, '-----_/ J 180 -Protection 180 -Protection 2009 i· ;:: ' .. ;~,·;·,. i/.<.\0:2010· _ _'-:·:_-,' -',_. ;>'' 2011 2012 · 2013 2014 Budget Projection Variance $ Variance% l . _:_::'~B®8'3t':'('." :-:-vatiim,e_f:•$,-,-.;: '-·vartenc:e:% :,, Bud_g5!__ Budget Budget Budget 112,800 113,245 121,694 445 0.4o/o ,,_,_:·--,-,·:·_ i, /i1iti4~ 4:8% ' ·.'I lll,155 '·'«;_-:.:, 114,565 118,077 112,800 113,245 445 0.4o/o ·: ;{'1Wr;l45, · .. = • · ·'" ·, :·,5,;1ssr: -4:s% 111,155 114.565 118,077 121,694 3.5% 3. lo/o 3.lo/o 3.1% 2009 ~.':: ''.": . .j':~j·-.-,-:o_:/2010r ,-~>" 2011 2012 2013 Budget Projection Variance$ Variance% i '-:·_~r; <'-¥~':$,~;. 'V!iriM.¢e.%·-': Budget Budget Budget 2014 Budget 1,000 52,500 3,000 58,000 2,000 5,500 200.0% 10.5% ·--". -.,, __ :;._,. :'Jii,Q:~~\_-" .. ,{;;?so --;- -,_ '1ii~9°l • ••• ', .•. , ,,,,vv v,vvv 1,500 140% i•''x'·6;~so,'.L.· •-kt/so 16A% ..,.,, cnn £1 """ •, ,' 109,100 116,420 10,200 8,325 41,000 43,500 160,300 168,245 106,800 107,245 6,000 6,000 112,800 113,245 112,800 113,245 7,320 (1,875) 2,500 7,945 445 445 445 6.7% -18.4% 6.1% 5.0% 0.4% 0.0% 0.4% 0.4% 20/08120142:38 PM lc~t-~jil;i1 i'>'-'· ,"_:,~6);'595.;}.t-:-'·-: _ ;::_'~_:-'3'!2:95.'--:;:; :--~}io/(i_ ! · .. iq.J;Hs> -/ ,(5,455} .. ,S.1% I" ->.:-_600o · · -'-;:_,_: .. (._ , o.0%_- ,107•345· <·•?i(5'455), '4.8% I· ----, " -.--',_:'.-'~: ._,_ , !; :t_- ccc';, '•:c·: .··:·:c -.;•. , , , , , ' ' ---101;345_-::~:'' :{5!455) :4'.:i~-% 2,500 2500 2500 2 500 61 028 62 858 64,744 66 686 63,528 65,358 67244 69,186 116,184 119.670 123 260 126.957 8.029 8,269 8 518 8.TI3 44290 45 619 46987 48.397 168,503 173,558 178,764 184,127 104,975 108,199 111,520 114,941 I 6;i8ITT___ 6,365 I 6,556 I 6,753 I -: 111.155 114.565 118.077 121.694 I I I I I 111,155 114,565 118,077 121,694 3.5% 3.1% 3.1% 3.1% Page 1of1 I \_ Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 166,272 Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, L-Ocal Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 166,272 2008 Actual 113,520 113,520 195,718 29,202 224,921 111,400 54,872 166,272 166,272 C:IU•""*1MamV\ppData\Local\Temp\notes41 SAAD\2010 Budget 190 Buiding ~. ) 190 -Building 190-Bui/ding 2009 F·_.,,.,, · ;-.: ;.;,_ .. _,.~-~.:2010;~''):.:· ---2011 2012 2013 Budget 2014 Budget YTD Budget Projection Variance $ Variance % I -,.-~:-Bqij.~!' -':/\i;Si-Uili.CiiS:/C:-:Vartan'ce·!fl{: Budget Budget (18,444) 69,299 (29,117) 70,826 (89,270) -126.0% r· · 61,572 ~13.'lo/o 109,485 112,769 114,729 ' --_,-:~' (29,117) 70,826 (18,444) (89,270) -126.0% . •1;572 (9;2~4) ~13.lo/o· 109,485 112,769 114,729 69,299 77.So/o 3.0% 1.7°/o -39.6% 2009 ·.s · 20IU<: YID Budget Projection Variance$ Variance% k <-:.:B~'.;;i,';; .. ;):;~-'.VatU!ilC~;$ 2012 Bud_g~t 2013 Budget 2014 Budget 183,706 168,900 287,150 183,706 168,900 287,150 94,074 153,800 186,500 9,828 30,080 26,360 103,901 183,880 212 860 (79,805) 14,980 (74,290) 50,688 55 846 55,846 (29,117) 70,826 (18,444) 118,250 118,250 32,700 (3,720) 28,980 (89,270) (89,270) 70.0% 70.0% 21.3% -12.4% 15.8% -595.9% 0.0% -126.0% (29,117) 70,826 (18,444) (89,270) -126.0% 20IDBl201 4 2"36 PM I I:· i I i ! #if~oo .,.._. ,.-.'];, <:· .. - :s~.500 ··· .._;.-~:t_~4Yo .<-•,-· >:{'• . .· 230.102 237005 244.115 251 439 .. i • • .... •. 2~,.joo · ·pf 04;~0 jf3%. . ------230,102 -----237,005 244,115 251.439 · <' ~~!:J~tc ~1~~:ifi1 ~t111~: . 209 193 215 469 221 933 228 591 . 27,294 28,112 28 956 29824 . 46066 47448 47448 ---~ ---:~229\~99::'-~:;~:------45/1-19'' 14~~~;. -282 553 291 029 298 337 258,415 •· •.•.m .. r· · . (8.,1s11 .•.. -?8. :6.·w . 52,451 54,024 54:221 6:977 55;373 • · · :<47>>: . ;<ts% I 51,034 I 58,745 I •o 508 I 62 323 I '6J:57.2·•.y .. '{~~~11• .. :1.3:1% : 109,485 112,769 114,729 69,299 . -< -~:-, ·-;_;s::-~ :~:-:. ::._~:~~~:-: ~-- --":;1i1;'57j::~~'.'.::,)~:-. (~lfu1:-·. ,··:h~J~/ 109,485 112,769 114,729 69,299 77.8% 3.0% 1.7% -39.6% Page 1 of1 I ~ Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating (8,824) Capital YID Budget 24,681 (39,032) Total Requirement from Taxation o/o Change from Previous Year (8,824) 24,681 (39,032) OPERATING REOUIREMENTS Revenues Special Levy, Local hnprovements, FILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit 2008 Actual 86,661 86,661 223,203 14,464 237,667 151,006 (159,8302 (8,824) YID Budget 26,704 140,000 26,704 140,000 ll5,096 227,300 7,436 15,964 122,532 243,264 95,829 103,264 (71,148) (142,296) 24,681 (39,032) 2009 Projection Variance$ 24,518 63,550 24,518 63,550 2009 Projection Variance$ 75,000 (65,000) 75,000 (65,000) 226,100 (1,200) 15,714 (250) 241,814 iJ,4502 166,814 63,550 !142,2962 24,518 63,550 ,,.-.._, '-. __ _/ 200 -Operations Administration 1::· i,\ ;1;~;--J:~ .... ,_,~.;i;§;:;~..2010:: ,_,.;,::.:.;;~, :,:,:;~~I>':.,.-;~.·!· ;0·--! Variance% ~ -'°f;·i~\~:\;~.':?~Viitiiibe.e'~'-;'::-:;:,;·v~!\e:.111(-1 I:;. \:_:: __ :Zi2':}~~:-,·, ---:··, ~-;:&~:t,,,,-~-/:,'._:::;·_ ·_'.'.'~" :.: :.· ___ ::_·/ ':_.-__ -., ::·] 2011 Bud2et ) 200 -Operations Administration 2012 Bud2et 2013 Budget 2014 Budget (78) (85) -162.Bo/o .·.'.·.·~_:.'·, :flf))"-'.--. :-: :)8;956· ·.:.-99:&% i .;:~·~lj·~~r:;~,·~;~1:~ '._~.-8~~! (78) (80) (83) !85) (80) (83) -162.8% 1>0< Variance% 1-~<1:s:::i,t-~0'4-'\t,:;;'JW~!$~W-~@.z.y~;_%-;.j -46.4% -46.4o/o -I -0.5% -l.6o/o -0.6% 61.5% 0.0% -162.8% '·-:-<'-''· ·· ~:-~~;; -~::-:'.( ·"-~~'-':i;·;\~;E,,-,·---,_'_:'f\_.:· .; ·:·:··_ 3.0% 3.0% 3.0% 3.0o/o 2011 Budget 103,000 103,000 233 192 I 15 640 I 248.832 2012 Bud: 106.090 106,090 240 188 I 16.109 I :et 109273 109,273 247 393 T 16.592 I 2014 Budget 112.551 112.551 254 815 17.090 Requirement from Taxation (8,824) 24,681 (39,032) 24,518 63,550 -162.8% ·i c•Jw.···· 38;9;~ ·~;8% i (78) (80) (83) (85) % Change from Previous Year 3.0% 3.0% 3.0% 3.0% C:\Users1nfullam\AppData\Lccal\Templnotes41 EIAA0\201 O Budget 200 Ops Admin 20/0812014 2:39 PM Page 1 of1 ~ l Town of Tillson burg 2010 Financial Plan ~ ) _/ 210 -Engineering 210-Engineering 2008 Actual 2009 f'>S;\i:4~F>+~:~'.U:-~!'i;~~~~$201oz;;;;;,;;_;:'.·?';:;1·1;fk~!f'.(··~\',_,,:'j 2011 2012 2013 --2014 YID Budget Projection Variance$ Variance o/o !:\"·'.:~aftt~:;;·;;;:a-?-:W~-~~~'.·-:~;:~~~;~~~~ Budget Budget Budget Budget OPERATING AND CAPITAL REQUIREMENTS Operating 103,754 101,225 61,640 103,133 41,493 Capital --~2~8~39~8~-------------------- Total Requirement from Taxation o/o Change from Previous Year 132,151 101,225 61,640 103,133 41,493 67.3% 67.3% i. iMi39 >; ' '.ii4;~ 5/7%; 67,119 3.0o/o 68,953 70,841 2.7% 2.7% 66,786 6,000 72,786 2.7o/o 2008 Actual YID 2?09. . ~--1'.·~~~:i;.i~~;;,~'.:s;,:i·)~:'~'>'.;:;l;W-tr~O-~o;;:~'.~'~::~;_.:':·.-:;,~:;_~:::'.~"'.:_~~-''.··'J 2011 2012 2013 2014 Budget Pro1ecbon Vanance $ Vanance % b?'~':awg§t};x:'h;,:t~~;$;;.;c:.;.>?iif.l8P~:"!i"i Budget Budget Budget Budget OPERA TING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves lnterfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 1,840 3,955 5,795 296,145 25,104 1,985 1,985 151~30 11,988 1,840 125,500 127,340 284,000 24,200 1,000 91,047 91,047 289,2<10 24,200 1,000 (1,840) (34,453) (36,293) 5,200 "'"00 321,248 163,318 309,200 314,400 .,,, .... 315,453 161,333 181,860 223,353 ... "ll,"193 (211,700) (60,108) (120,220) (120,220) 103,754 101,225 61,640 103,133 41,493 103,754 101,225 61,640 103,133 41,493 -100.0% -27.5% -28.5% 1.8°/o 0.0% 0.0% 1.7o/o 22.8o/o 0.0% 67.3% 67.3% C:\Usorslnfullam\AppData\Local\Templnoles416AAD\2010 Budget 210 El1glneenng 20J00i20142:39PM ' I _· y,,!l~l~f ~;-~': :''.}~~j1::~~~~~~~~;~i{ii~~)';·:.--"/i~i~~i:::_t?~ ~!: ~;: ~~~::!~ ~!~.~~! r• :'@19,6101:.;i,;i.,;;,:~so:, :.0:5% ,.I cm'.26011 n26.958ll c130,161 1.,,:~il13:~;;~;~';::c~~::;,· ~;~'!& i 61,119 I 62,953 I 64,841 I 66,786 I ,_.,,, .. ,-,,_., , .. t? 135,445 139,508 143,694 148,004 293 808 302 622 311 700 321 051 26 017 26797 27,601 28429 -------- A •A ·~~ ! <~t13ji •.• ~·;iit!tl;. 61,119 62,953 64,841 66,786 3.3% 3.0% 3.0% 3.0% Page 1 of1 c Town of Tillson burg 2010 Financial Plan 2008 Actual OPERA TING AND CAPITAL REQUIREMENTS YTD r-, ,-' , _____ / 220-Roads ) / 220-Roads 200!.i f-: ~:,_~_ :::~::·:·_'f.:~~':._·",;::,'2Ql~:i;t_ __ l _-·;;;'-/,;:_;>I\,~;i'] 2011 2012 20JJ 2014 Budget Projecti_()n Variance$ Variance% k ,_ <fjijdg¢_t-:-~(~)\~;.y_@.fili~e-$?~-0:;v:~ance:o/i(1 Budget Bu_Qg_et Budget Budget Operating 1,338,709 917,199 1,568,847 1,520,581 (48,266) 6,848 -3.1% 3.1% f,~&~~ 1,318,898 2,683,621 1,346,952 4,987,147 1,375,847 4,408,364 1,405,609 4,741,643 Capital (65,949) 349,650 220,833 227.681 Total Requirement from Taxation % Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local hnprovements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reseives Expenditures Labour Purchases Contracted Seivices Contribution to Reseives Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 1,272,760 2008 Actual (5,656) 362,480 3,980 77,544 71,407 509,756 509,072 193,363 201,732 358,359 1,262,527 752,771 156,440 909,211 429,498 1,338,709 C:\Users\nfultam\AppDeta\loc:a~Templnotes418AAD\2010 Budget 220 Roads 1,266,849 1,789,680 1,748,262 (41,418) -2.3% 4,002,519 6,334,099 5,784,211 6,147,252 170.3% 58.3% -8.7% 6.3o/o 2~09. . . r:-' >c ·:·,·~:.~·~'.~:·:,·;?. -·;;·'>'.~-~~.O~i~:~''.': .. --o-::>::·'; ·~i;-':.;· . , 2011 2012 2013 2014 YTD Budget Projection Vanance$ Van3!1-_pe% '·"";::.C.:13J@g~_[_.;{\j:;-_¥a,tiijl)~i$:~);Y;Y,itrl~:-%:) Budget Budget Budget Budget ,,-.-;:;=J i.-' 2,150 (2,150) -100.0% I 4,298 77,768 83,469 5,700 7.3% [':::· 759 868 868 39,488 90,605 90,605 l.c 118.9% 44,545 79,918 174,942 95,023 , fr ~-: ;~:;l~l'~qj\ -IOQ,0% ---- 1,!·1:1s; ~!'.~r; • · 1,~~ • I 81,141 I 83,5751 86,0831 88,6651 [;, ,!~~ij~~j,J;j@~~!~~·" ;.; '.:· 1----+----+-----t-----; t ;''.''~~:~,··:~:~_!/'}~~;'~/·'."}~'~-:~J"K~;~t .:_::::-'~·~'-~%~:--:" -,. 81 141 83,575 86 083 88 665 221,307 501,919 495,935 (5,984) -1.2% 519 153 534 728 550 769 567292 111,800 237,848 222,806 (15,042) -6.3% 214 662 221102 227 735 234.567 25,335 225,617 206,517 (19,100) -8.5% 282,444 290,917 299 644 308634 90,605 90605 358,441 965,384 1,015,863 50,479 5.2% 313,896 885,465 840,921 (44,544) -5.00/o 76321 150301 152 508 2207 1.5% 390,217 1,035,767 993,430 (42,337) -4.1% 526,982 533,080 527,151 (5,929) -1.1% ' 1,016,258 1 046,746 1,078,149 1,110,493 -.. ;;;;"} 935,117 963,171 992,066 1.021.828 ~ I I I I I 935,117 963,171 992,066 1.021.828 <.! 383,181 I 383,781 I 383,181 I 383,781 I (48,266) 917,199 -3.1% 1,568,847 1,520,581 '" l~---------------- 1 'f~.i~~d?ill'i'l'''' ~!1411\i:Ui:~ ff'.~i~ '· .i 1,318,898 1,346,952 1,375,847 1,405,609 -9.1% 2.1% 2.1% 2.2% 20108'20142:39 PM Page 1 of 1 c- Town ofTillsonburg 2010 Financial Plan ,,.--, -, ) 225 -Winter Maintenance 225 -Winter Maintenance 2009 f;,·~~::.'.;,~.'_-';:-;. .. ::·;;.x;;;~:±"~t·'':<-·.:aoto~-;;1:J::;<:";y_:::_F:: ;-:"!:-: ~: 2011 2012 2013 2014 2008 Actual YTD Budg~~ Projection Variance$ Variance o/o t;~~~Z.J3iiQ8ijgi:~[~~j,:3y."M:l_iii®i$:'.:\'.+-}M@a#~l:o/ii) Budget Budget Budget Budget OPERATING AND CAPITAL REQUIREMENTS Operating 546,394 Capital Total Requirement from Taxation o/o Change from Previous Year OPERA TING REQUIREMENTS Revenues Special Levy, Local Improvements, Pil,S Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 546,394 2008 Actual 163,339 141,509 1,610 306,458 306,458 239,936 546,394 546,394 342,455 342,_455 YTD 117,914 81,981 2,015 201,911 201,911 140,544 342,455 342,455 C:\USerslnMam\AppData\Loca~Temp\notes418AAD\2010 Budge! 225 Winter Maintenance 417,605 459,719 417,605 459,719 2009 Budget Proiection 139,088 161,743 106,000 124,624 1,180 2,015 246,268 288)82 246,268 288,382 171337 171 337 417,605 459,719 417,605 459,719 42,114 42,114 Variance$ 22,655 18,624 835 42,114 42,114 42,114 42,114 10.1% 10.1% 16.3o/o 17.6% 70.8% 17.lo/o 17.1% 0.0% 10.1% 10.1% 20/llB/2014 2:Ja PM t··.· ~~ ~ ,~~;~~~;I.·J1;f ;:f i;l~;:·;.~ ·.:~;J·'.:Y:~::·'~,.t;;::.;~,.:i<·::: ... -.·: i .' , .'461;4.i;ik.i•-.-,:,.,,·43,810 • •:to;5%'• 474,104 488,327 502,977 518,066 i'·,'r:f~~~~~4~~l[Jf~\~~6•C ~El&~lt·1 474,104 488~27 502,977 518 066 2.7% 3.00/o 3.0% 3.0% ·<;1 2011 2012 2013 2014 Budget Budget Budjiet Budget .::'..; ·'1 r~>~I~ ;~;~i .. ----~----~----~----~ !;\';c,c•,·:•J"('•''''h':-':'-'•' I I I I I 15:;c~ ;J'~'.::;1;~'.;·f ]·:)~: : , , ·~, -----+• -----+• -----+, ------!, :·.:~"',FJ:;S' '.},;"7-:: ,.i?~· ·~:s~.;; ;, ;fi,'.':·>/ ·· . ~ :_;.-:;., ~ ;-•• 1 156 651 161350 166 191 171176 136.856 140.962 145.191 149,546 :·~~~.); ·~·~i(;;·~'/ ,~'I 293,507 302312 311,381 320,123 ., .'.,1.6,,~~·. '" 293 507 302,312 311,381 320,723 , . ..., "~:·:"·'·":'e~:··"' cc· .' ,,,.,,._.':7H':'""'.·~:-:' ;·,,:~;~:1!,. 180 597 I 186 015 I 191 595 I 197 343 I i · '·~·:~::46y,41s:Y·"-:.i ~::t.''43nfl0'\:·_~· · :·1o:so/o 474,104 488,327 502,977 518 066 t,:_: :/\~;;;·.:~'.~'.::;i;:. ,:.-::: .. ·:::~~·~§~·\::'.:;:'.: }:·:-. _·. : ·.:• ··;>•. :~:.-, -, I I I I :. 0 ;~jj.f,;{~:;~, '.ii#'lii -;lo:;~':. 474,104 488,327 502,977 51s,066 2.7% 3.0% 3.0o/o 3.0% Page1 of1 c Town of Tillson burg 2010 Financial Plan CAPITAL REQUIREMENTS Funding Sources Government Grants & Subsidies Other Revenues Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Capital Expenditures Contribution to Reserves Requirement from Taxation % Change from Previous Year 2008 Actual YTD 217,117 (217,117) 45,_000 204,081 159,081 (45,000) 45,000 421,12:~-159,081 (262,117) 49,776 354,976 421,198 160,206 (260,992) 91.081 140,857 354,976 421,198 160,206 (260,992) 95,857 354,976 1,125 1,125 r~ I ''-.. ___ / -100.0'% -22.lo/o -62.2o/o -62.0o/o -62.0% 230 -Parking '·" --,_.,,,,,, __ , ) j 230-Parking 2014 Budget ~1'\s~~ ·i~. -------------------- ,o,'.·:_·.,o'.'" ·! ! 45,000 45,000 45,000 45,000 45,000 45,000 O.Oo/o 110,000 110,000 110,000 144.4% -100.0% 2008 Actual YTD Budget 2009 Projection var13nce $ Variance% C,~il~ii~~~~~iBi~~J~i~~:~j B:~~ 2012 Budget 2013 Bud_~ 2014 Budget RESERVES Beginning Balance Contribution to Reserves Operating fund Capital Fund Contribution from Reserves Operating fund Capital Fund Transfers from (to) other programs Ending Balance 124,181 91,081 (45,000) 170.262 C:\UsersWuUam\AppData\Looa\Templnotes418AAD\2010 Budget 230 Parking 170,262 170,262 170,262 170,262 (204,081) (159,081) 33,819 I 33.819 I 45,000 45,000 45,000 0.0% -22.1% 0.0% 20/08J2(]14 2:39 PM ,.,,,,.. ' _')!;;f:': '•, ~ . :·>,-', /" -:,;·~"/ Page 1 of1 ,,~ ~ .. • Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS YID Bud: Operating 194,402 30,690 179 2009 Proiection 047 .~ '"-.___/: 235 -Streetlights f' -.;·,. f'!ff.-~--~::':{.t%".4:"l?:i:<llQ1Q';,•:,,.:~.:-'.'.<'.f ;F'~~'' ''.-'~i ;~g:> j Variance$ Variance% l'·~:~_?ctaU<t~t~~~&-:4~V~$'-~-::,;Mtlli~\;%'::' 6.6% 2011 Budget 2012 Bmfa:et ov..i,001 ) 235 -Streetlights 2013 Bud 209,091 2014 Budg_et Capital (66.200) 9,231 9,231 9,231 38,400 38,400 Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Laboru- Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 128,202 2008 Actual 2,101 2JQ!_ 18,093 170,217 330 188,640 186,539 7,863 194,402 194,402 C:\Userslfflullam\AppDatallocel\Templnotes41 BAAD\201 O Budget235 streedlghls ,,:·_~ii 39,921 179,047 200,163 21,116 11.8% ~41,401 247,491 .!.~.170 .t..5o/o 2.5% 2009 Fi .. :<;y~;~-d}tf.t'ts~;~;;:;:::ltJfO~J~;~;'.:o:·;·~·:=;.~'J::.':'.:-.Hi_<;·~'! 2011 2012 2013 2014 YID Budget Projection Variance$ Variance o/o k ; __ )l,~\i(lg&ttt.>L'.%'.,:;$r;¥~1-$\-zj't;l'.:';Y8ffiUi¢e.'.-~'J Budget Budget Budget Budget 'j~ 8,900 16,050 16,289 16,599 155,000 165,000 1,646 1,646 27,144 171,050 182,935 27,144 171,050 182,935 3,546 7,997 7,997 30,690 179,047 190,932 239 1.5% 10,000 6.5% 1,646 11,885 6.9% 11,885 6.9% 0.0% 11,885 6.6% 1;~;-~~i;S!~,: [~1~j;~ii!~i·i~;'~;~{~:~~i:·~ i~1~ ~! ' .. F._~,i!}_HMJf: :'.-~· ',e,-!2~;;iot'~:" ·;.,--6.-Qo/ci" 197,088 203,001 209,091 215,364 f·'._: --.. ~---·'._::Zf _~-_-_ ,~.:: !::s:~::· ':;~l~t:-:·: --". ~-: .; i;.i; );(Jig:~;,:-,~:~:·-;.,.---... :., 16.583 17.080 17 593 18.121 170 980 176 109 181 393 186 834 I 030 1 061 1 093 I 126 188,593 194,251 200,078 206,081 188,593 194,251 200 078 206,081 8495 I 8.750 9 013 9.283 I 30,690 179,047 190,932 11,885 6.6% ·<'.~-::;~1!348:~ ;~:.~:·:~ .. _-~-.iiJfit>'-,: --~;~%->:·:1 197,088 203,001 209,091 215,364 3.0% 3.0% 3.0% 3.0% 20/0Bl20142'39 PM Page 1 of 1 ( "- Town of Tillsonburg 2009 Financial Plan ,/'"\, ',,__/ 240 -Airport ) 240 -Airport 2008 Actual 2009 l :::;,:_.'J,1'.!-:1~,;,>;.;;,\ft-·;~:~-'-2hf2010:tl:'.~V;,~,-'.,:-:~t•:~:3,::~';,:~~ 2011 2012 2013 2014 YTD Budget P!~jection Variance$ Variance% i-;: •:iaW;tp~:;-~.;,;~::t.:Y~e-;$~--_q;;,Vati$C~;,o/~'.; Budget Budget Budget Budget OPERATING AND CAPITAL REQUIREMENTS Operating Capital Total Requirement from Taxation % Change from Previous Year 52,720 68,906 51,083 (6,000) 17,945 46,720 86,851 51,083 46,033 (5,050) -9.9% 46,033 (5,050) -9.9% -28.3o/o -8.9% 1.0% 1.0o/o 2009 ),'.; ~,-;i;ll.1i·&'i'.~~j,,.fJt'!;t;:/{1."2.0.1071l!§'r;'.-;,~: ;:;:):\;_'-'~'2'./.>~;;j 2011 2008 Actual YTD Budget Projection Variancf: $_ Variance o/o t):*~';a.U!:lijMJ#(";~:,~-~\$;f~'d~t¥~~o/O',',) Budg~ 2012 Budget 2013 Budget 2014 Budget OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 5,000 201,209 206)09 78,275 143,142 17,037 238,454 32,245 3,195 35,440 17,280 52,720 C:\UsorsliTfu!lam\AppData\Lccal\Templnotes41 BAAD\201 Q Bud~ 240 Airport 5,000 54,555 59,555 35,965 57,424 14,871 108,260 48,705 2,231 50,936 17,970 68,906 5,000 220,274 225,274 74,321 144,854 32,000 251,175 25,901 3.000 28,901 22,182 51,083 5,000 183,064 188,064 71,800 119,582 18,745 3000 213,127 25,063 3,000 28,063 17,970 46,033 (37,210) (37,210) (2,521) (25,272) (13,256) 3,000 (3810481 (838) (838) (4,212) (5,050) 0.0% -16.9% -16.5% -3.4o/o -17.4% -41.4% -15.1% -3.2% 0.0% -2.9% -19.0% -9.9% 20/0612014 2:40 PM 10.000 10 000 10.000 10 000 216 091 222,574 229251 236 128 V·\~ -~~c~\'.229\'3'60 · .. ,-,';.> ~~.-'· C'4WStf,'[ , :··;t,8%'.''? ·i 226,091 232,574 239,251 246 128 r·~tliil¥ 79 001 8ll71 83 812 86l27 132.536 136 512 140.608 144.826 21.630 22279 22947 23.636 c:.;••236;68S'.'•i;t.••§cJJ'4l42W •-:~:_soy,;, · ! 233,167 240 162 247 367 254 788 , ... ,~._','; ?7~~~~-f:~:;;::' :',!fl8i~;r~}':·.··~'j1L1:% :·: 7,076 7,589 8,116 8,660 ; i~J1~·~ .. : ,::' .:~' ,;;;:' .~' 3~.*.L'· '(JliQ19k: :23•59" __ 1 10,166 10,771 11,395 12,036 -74.0o/o 6.0% 5.8% 5.6% Page 1 of 1 c Town of Tillson burg 2009 Financial Plan CAPITAi, REQUIREMENTS Funding Sources Government Grants & Subsidies Other Revenues Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Capital Expenditures Contribution to Reserves Interfunctional Adjustments Payments to (recovery from) County Requirement from Taxation % Change from Previous Year RESERVES Beginning Balance Contribution to Reserves Operating fund Capital Fund Contribution from Reserves Operating fund Capital Fund Transfers from (to) other programs Ending Balance 2008 Actual 68,578 68,578 68,578 \...._ __ / ~ ) 250 -Sanitary Sewers 250 -Sanitary Sewers 2009 [:~~ ;;t,';f;>:"':''. LJ:tr~~']:';'i[t2(if0 :'"f~J:JF'.'.,;:;.~Ys\%·\f~/~'· ·: '--1 2011 2012 2013 2014 YTD Budget Projection Variance$ Variance% i·':,"t-··a®get:_?;,~:{:;i\4Vffei~~t$fk0f:~-Vlmai:il;~-;'1j;-.I Budget Budget Budget Budget -:&,-~~-, ;.-,,,; 113,700 113,700 0.0% 113,700 113,700 0.0% '1~a~:o1t>·~----------------- 27,858 113,700 113,700 0.0% 68,578 27,858 113,700 113,700 0.0% i~'(5~i~~ ''1 2008 Actual 27,858 27,858 27,1!58 YfD .,, ';, : • ·:" ---------------------- ' -~ -~·::.:..:_:_ 2009 '.>'·''' .. ~"-_1.V§:"';-~;;,,;_(:,c;;,:~:1;,~.~201u~,~~:J!''}{G:;:f ;tf.'\'?\:i';.·: >'.:1 2011 2012 Budget Projection Variance$ Variance% ;: -~.: .. ?JjiJ~~,fr<;;;~:i'f.YWJ:iiti:Ce;!_$_;!~'.h~¥~.%··: Budge_t Budget ''i ·i~ -','.·:~. -'1 •{_, c,:j(~0'-c. ,··,:;-:;·; . . ·1 I I :'- i-,..-i!·" -----;:< '/. :~·~·'" 2013 Bud_g_et 2014 Budget C:\Users\nfullam\J\ppData\Loca~Templnotes410AAD\2010 Budget 250 Sanrtary Seli'llelS 200812{114 2:40 PM Page1 of1 c: Town of Tillsonburg 2010 Financial Plan 2008 Actual OPERA TING AND CAPITAL REQUIREMENTS Operating 138,070 Capital Total Requirement from Taxation % Change from Previous Year 138,070 YID 95,585 23,466 119,051 Budget 145,654 145,654 2009 Projection 134,380 134,380 (11,274) (11,274) I"'. ·'-... _ _/ -7.7o/o -7.7o/o ) 260 -Storm Sewers 260 -Storm Sewers 2012 2013 2014 Budget Budget Bude:et 152,340 155,637 159,034 ---~·~ ---637 159,034 "'.'.>; , • ""' ·:o,,"'..,.;:.;~; • '.~i:;:JO'/~< '';-~-" •J·~~~,l~~ii~·:%'.' ~[it) ··i!% .. r· ,-... '.';·.r~,l~o;,-::':~?~'.:~:-~::···;" ___ .;_~i6'''~ ~-~j~~-~~~·:;~:_ir __ 1_4_9-,1-,-.---.-,-.-,,,-~----.-,, 149,139 "-· L ,0 ..<.,2o/o 2.1% "tn/ "'. 2.2% 2008 2009 f:'·'·<f,·=';*~;!'J_%~;~iK~%i.01JJ;f;i.;2-i':0,~'.:;_~J.t~fi'ii:;!,;:_~,:t;,.f:1.i 2011 2012 2013 2014 Actual YID Budget Pro'ection Variance$ Variance% li-;;:f;'a' • ·_it;);!R'i~'*l'S~,,~)'.C.\V~Io/;~ Budget Bud Budget Budget OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Jnterfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 31,823 16,768 26,195 74,785 74,785 14,043 88,828 49,242 138,070 C:\Usors\nfullam\AppDalall<lcal\Templnotes418AAD\2010 Budget 260 Storm Sewers 30,343 296 10,511 34,016 8,200 49,029 44,971 5,000 30,000 41,150 91,245 79,971 41,150 91,245 79,971 12.011 11,984 11,984 53,161 103,230 91,955 42,425 42,425 42,425 95,585 145,654 134,380 ll'~tliJl'.~:~~::( 10,955 32.2% (3,200) -39.0% (19,029) -38.8% .. 35036 36 088 37170 38 285 8 446 8699 8,960 9229 50,500 52 015 53,575 55 183 '::··::/~"'::jj:t;:M5:;~~-·:· _ ,'-~-c-0:X?~{Pl/.:· ~9_:_Q%·-:· 93,982 96,802 99 706 102 697 l 'c/"'.'j~·.~:,9~,;~~~:i·.:_,··:.< ,.-.-~ _>-~;~(0)/:--" ::_p;b,%. • 93,982 96802 99,706 102,697 io · ·<;12[36l.:1:.: · · ·'a16> ' .. ~;1% · I 12.132 I 13'.m I 13,501 I 13,912 I f':. < .. ·l.~.}l~O.§i/i · · ··.·'.N.610.:·. ·. g.A'Y<·a·' .. ' 106,714 109:915 113,213 116,609 :· · • :42;~.zf.:· . '' > · io,9% ·· I 42,425 I 42 425 I 42,425 I 42.425 I [~,.:'.m~~~\ : 7~ij~.··. ~3~· (11,274) -12.4% (11,274) -12.4% 0.0% (11,274) -10.9% 0 0.0% (11,274) -7.7% 149,139 152,340 155,637 159,034 2.1% 2.1% 2.2% 2.2% 20/0012014 2:40 PM Page 1 of1 (~ "· Town of Tillsonburg 1009 Financial Plan 2008 Actual OPERATING AND CAPITAL REOUIREMENTS Operating Capital Total Requirement from Taxation % Change from Previous Year OPERA TING REQUIREMENTS Revenues Special Levy, Local Improvements, FILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjusttnents Debt Principal and Interest Payments to (recovery from) County Requirement from Taxation o/o Change from Previous Year 2008 Actual 3,109,819 3,109,819 344,675 282,945 52,413 680,034 (2,429,784) 415,657 (2,014,127) (2,014,127) 2,014,127 C:\Users1nfunam\AppData\Local\Templnotes41aAA0\201 0 Budget 270 Water '~ ' ' \, ___ /' j 270-Water 270-Water 2009 i._',"",:';'~ ,,-,,, -•>.';';;·~-- YID Budget Projection Variance$ Variance-% l~--,,_.:·,.{!i~i\t~'. 2013 B~et 2014 Budget (125,582) 11,031 (0) 0 0 (114,551) (0) 0 0 YID 1,439,233 1,439,233 174,545 109,674 26,698 310,917 (1,128,315) 206,920 (921,396) (921,396) 795.814 Bud~et 2,937,525 2,937,525 407,855 276,523 38,920 2009 Proiection 2,941,260 2,941,260 360,717 198,800 74,481 Variance$ 3,735 3,735 (47,138) (77,723) 35,561 723,298 633,998 (89,300) (2,214,227) (2,307,262) (93,035) 475.529 452,593 (22,936) (1,738,698) (1,854,669) (115,971) (l,738,698) 1,738,698 (1,854,669) 1,854,669 (115,971) 115,971 (125,582) (0) 0 0 -130.0% -130.0% Variance% 0.1% 0.1% -11.6% -28.1% 91.4% -12.3% 4.2% -4.8o/o 6.7% 6.7% 6.7% -130.0% 20/0612014 2:40 PM :': ~~J~~\~t~~;:~·~]iib;l/,~~~~o% .!,_ -------------------- , ,, " • ],(OJi('.'' ; co1;;;j~ociiii>; I ==~=-=10~0~.0~o/.=,~~~~~~~~~~~~~~~ 2011 ·Budget 2.955.037 2012 Bud: 2.975 360 2013 Budg_et 2 996.293 2014 Budget 3.017 855 'Jliii~ ':~:~: ~~ ':~ ;;i+1:9i/i: : I r2,211,s86l r2.211,s86l r2.211,586J c •••• "'""l 3,017,855 404115 416 239 428 726 441 588 205 714 211 885 218.241 224 789 67622 69 651 71 740 73 893 :~<r;:~:·~, .; p,1:~,:::I: p,10~,~~: /: p,:~:,~~~I: p,:~~,~~~I: !L •irfJ~lg.i~J·,)•''.\ ·~:.:J1,2;fl\( :. <j.2% • .. i (1,796,878) (1,782,457) (1,767,603) (1,752,304) f 'it,8i0,879 ,,,;: :·•: ,'72JJ!l .. ! 1,796,878 1 782 457 I 767 603 1 752 304 ,:·~,:· ""-~ .. ~br:s·.-,_, , ... --Ti6> _ 'i4if°o% i<'.; -100.0% Page1 of1 c Town of Tillsonburg 2008 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 143,453 Capital Total Requirement from Taxation % Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 143,453 2008 Actual 142,675 89,981 232.2.655 85,235 81,380 116,009 282,624 49,968 93,485 143,453 143,453 C:\Users\nlullam\AppData\local\Temp1mrtes416AADl2010 Budget 260 Solid Waste YTD 108,358 47,843 156,201 YID 36,824 36,824 32,083 28,707 48,126 108,917 72,092 36,266 108,358 108,358 /\. ''-. _ _./ 280-Solid Waste & Recycling \ J 280 -Solid Waste & Recycling 2009 v:,~ ~~;_S)::J#·--_ ::.':'::'.t;W?Sf".o10.Ul'lr{:·>/i};o_'f:' .'.;,t··_:~>:_,:".:j 2011 2012 2013 Budget Projection Variance$ Variance% r.·: ;.:.;:BQ(tget;:;\,.';-.:":ifY~Qe,$?' ;,_.' .. Vt:trlattce;%-.! Budget Budget Budget 2014 Budget 154,774 154,774 Budget 148,403 94,030 242,433 75,177 83,720 121,403 280,300 37,867 116,908 154,774 154,774 157,182 21,335 178,517 2009 Projection 148,359 75,270 223,629 75,927 62,607 125,370 263,904 40,275 116,908 157,182 157,182 2,408 21,335 23,743 Variance$ (44) (18,760) (18,804) 750 (21,113) 3,967 (16,3962 2,408 2,408 2,408 1.6o/o 15.3% 0.0% -20.0% -7.8% 1.00/o -25.2% 3.3% ~5.8% 6.4% 0.0% I.6o/o I.6% 20/0012014 2.40 PM f'•" :.'.':i\<i· ,!:_:'\'. /"~~:~ .:-,~-·. ;;';~; .. ,. 152,284 156,853 161,558 166,405 f .: .. ·'. l4z~4:~@: ~ i[~~;;;'. c~s~ ... [·:: ,, .. .;;147J149,::::>:·-, (6;92~ ·---~ ~,~~~~" 152,284 156,853 161,558 166,405 1 :::.·='·'cf'; {7-z 1-l 3.0% 3.0% 3.0% 3.0% 163 995 85 463 79492 74.109 125.045 2012 Budget 168 915 88 027 81877 76 332 128 796 2013 Budeet 173 982 90 668 84 333 78.622 132 660 2014 Budget 179 202 93 388 86,863 80980 136 640 f. · -,, ,:;:2qo;5Jo:~' :·;~~!~1<9f:7Y,OJ;:"< ~~g~s%:~ .,,_: 218,646 281.005 295,615 304,484 r--· ,;~):;f~;'3q_~'..ii 'C·:j~_:j.~{?~,;~~)/.;· ~~_S:_~rc( :·,_; 29,188 30,063 30 965 31 894 ['.:: ':(i9;5tfa•>•:· :'i~il;ii4•\ 2:•% I 123,097 I 126,789 I 130:593 I 134:511 I .. · .. :tt(i.!fl9.F> .. ••rni9f5F .:· ·::f5%.,' •, 152.284 156,853 161,558 166,405 r···. ·. :,;, .... '..;"· .. ·-· .•. 1 I I I I I·_,--· . ,_c,': ,,, ... ,.:::~'--.~ ,:,.'. -~_';" ;~_<-.:.,'.·;~;·::;-_. ''. ::;_:--: i:-_-:_>_,:,,''' , i ' ' 147;1149 .. ·' • ' . (6,92!) ' 4.5% . 152,284 156,853 161,558 166,405 3.0% 3.0% 3.0% 3.0% Page 1 of1 c Town of Tillsonburg 2009 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS YTD ,r---) ~ / 300-Cemetery 300 -Cemetery 2009 [''~-,,-._:si-'' :.;:'t:et'!-'.i"i.:2010,'i/''~Y'.~.>::>,'i~:·,;o' -··1 2011 2012 2013 Budget Projection Variance$ Varian~e % l,· :·\ijilitget;::;; ;,::;~X~C~l,'~):;V!lr!.dnCe}%.:d Bud_~--Budget Budget 2014 Budg~t Operating 148,857 36,551 127,429 139,069 11,640 r· .-c-,-~~:;;~;:;·,:;·C~:'.···--,:··;t.~J;,::: -,}t,:··,. _::··:::::··::-::.'.\:_.-;:. -~·1 9.1% I ~ :·_-_; li~_;,.3,Q:.-~-~;,::_,-:,__"' _1;11_0 ·.--:-.--P.90{o_ ';I 132,395 0.0% i \::t~::,·~:~~, .t;{i.(·:i;r~ ·I 15,000 136,367 140,458 Capital 5,445 17,959 15 000 15,000 Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local hnprovements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 154,302 2008 Actual 139,299 139,299 181,235 21,844 18,705 221,784 82,485 66,372 148,857 148,857 C:\Users1nfullam\AppData\L<Jcal\Templnoles41 BAAD\201 0 Bud5jel 300 Cemetery 54,510 142,429 154,069 11,640 8.2o/o 2009 YTD Budget Projection Variance$ 60,519 138,000 128,450 (9,550) -6.9% 60.519 138.000 128.450 (9.550) -6.9% 70,988 156,999 159,902 14,081 38,283 36,770 869 16,000 16,700 85,937 211 282 213,372 25,418 73,282 84,922 11,133 54,147 54,147 36,551 127,429 139,069 36,551 127,429 139,069 2,903 (1.513) 700 2,090 11,640 11,640 11,640 l.8% -4.0% 4.4% l.0% 15.9% 0.0% 9.1% 9.1% 20/ll8f.!0142:40 PM _'."j ;.·,.. . -;;;f'~•\' :: , 5 2% !:~it~i1'\ 147,395 2.7o/o 2011 Bud~t 149.505 -·----149,505 166 324 40464 17,043 - 15,000 151,367 2.7% 2012 Budget 153.990 ------153,990 171 314 41 678 17554 15 000 155,458 2.7% 2013 Bud: 158 609 ------158,609 176 454 42 928 18 081 159,672 2.7% 2014 163.368 ------163,368 181 747 44 216 18 623 ! i:•::2t7?12t1i)ct~:~.;6;oiiOV,\' .,}.~+ '::·i 223 831 230 546 237,463 244.587 ' · ::•'•\'1%'I62:"'1'ciyci'.?(li!~Oj•i·, ·;~;% ::··• 74 327 76 557 78 853 81 219 i /,c;~;.-n1:1;1\i,>i\2ao , 1i% •. j 58:068 I 59:810 1 61:604 I 63:453 1 1"·' • ''·T;?~i~~9_:-:-,z~~{:-\·}l:~tl'O·-. ;9~9"/o 132 395 136,367 140,458 144,672 i_,·. "<:·;-~~·::.;-·:: ;~~·:,:-.-·> --.· ':'.:<.: . .-··.-::~ '~·.>·-~·!-! ----"------'-----'------' -·-:,·~·~~~~~:?·-:-_:-:: ----;.-;: .. t~ito _.~-. ,:~.:::o'.~% .. _::_.: 132,395 136,367 140,458 144,672 3.0% 3.0% 3.0% 3.0% Page 1 of 1 { ~ Town o/Tillsonburg 2009 Financial Plan !-.... ,_ ' ' ) 450-Recreation -Parks 450 -Recreation -Parks 2008 Actual 2009 L~;':t:1\\A~0:.:~:'.:'.tZ';:'-~~,;;'!·,.~'.\:"20lO·;~,:: .z,C_;~_f::;;};'f'"J.~;!<;'.<:' ~-:,\'] 2011 2012 2013 2014 YTD Budget Projection Variance$ Variance% [-.~;t~·!-:aiid@t:::t~~tf,,Yliffi16te,f~J::.'.~Yitl'f~~~~:j Budget Budget Budget Budget OPERATING AND CAPITAL REQUIREMENTS Operating 377,461 146,108 392 124 Capital 3,943 14,806 (194) (194) Total Requirement from Taxation % Change from Previous Year 381.404 160,914 392,124 436,929 44,806 2009 11.5% i 341,300 351,539 362,086 372,948 11.4% ::-_->-~-'-,' --.-·:., ', ''':· : '<-:: _--=:-:·. _· -·:.·::iK~~3~~s:i-. -··,,:=::ri::~~.fi ~~ .. ~~~i~~-~ :;:._._1 341,300 351,539 362,086 372,948 -19.3o/o 3.0% 3.0% 3.0o/o 2008 Actual YID Budget Projection Variance$ Variance% l·:.:;'.~:ittt{tJ,' 2011 Budget 2012 Budget 2013 Budget 2014 Bud: OPERA TING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Setvices Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 3,227 4,861 8,088 152,976 93,074 33,796 279,846 271,758 105,703 377,461 377,461 C:\Users1n!ullam\AppData\Local\Templnoles418AAD\201 O Bud~ 450 Recreatlon -Parks 475 34,880 9,500 (25,380) 475 34.880 9,500 (25,380) 58,191 43,311 9,955 127,864 96,955 22,105 133,189 103,191 35,163 5,325 6,237 13,058 111,457 246,923 771.543 24,620 110,982 212,043 262,043 50,000 35,126 113,111 113.111 146,108 325,154 375,154 66,970 61,969 146,108 392,124 437,123 50,000 (5,001) 45,000 -72.8% -72.8% 4.2% 6.4% 59.1% 10.0% 23.6% 0.0% 15.4% -7.5% 1 I.5°/o 20/0812014 2:41 PM 61 945 63.804 65.718 67.689 ·:,<': (60;886,:.:;,: .<:33;022::,, ,,25:8~··'' t ).·::<·~~ttl~';'.·,,?~\~f~f:' ;~\}~i 165 712 170.684 175.804 181 078 93 810 96625 99524 102 509 26 453 27.246 28064 28905 --. '., ;~~:~~tiif!-4t>.;;:\-~0;.i;:.;;.._,-;~~~i1~3:-f;, ~_-, ).i,'4% . 285,975 294,554 303,391 312,493 .. >"::~?2~·1~~H~~~:;~::.:_~~::_;~f'~62,<:: _:->:i.-~l~%r;~_ ·'·' 224 030 230 151 231613 244 so3 ·::.1t38\~r,.:. ; •. ::.•:iiilii' <:'Q:?~ , I m'.211 I 120'.789 I 124'.m I 128'.145 I , 3~~~~T,i',~,~1~tL:;~99?; j 341,300 1 351,539 1 362,086 1 372,948 1 ·.:~.L42J;fjj5'.~;;:; ,;_::.:<<Jt9lt·>----~~~~-.. J 341.JOO 351,539 362,086 372,948 -19.3% 3.0% 3.0% 3.0% Page 1 of 1 c Town of Tillsonburg 2009 Financial Plan 2009 r"' ' '-. ____ / t.h~'::; -~-.. -:·,:~·::~, 2008 Actual YTD Budget Projection Variance$ Variance% :;·: ;:,~:-'.J;j}lt{g~l;:V;~t;):t'i-~~af[iji:~Cf$JT·~~~Cei.%?J OPERATING AND CAPITAL REQUIREMENTS Operating 2,551,040 1,608,739 2,665,078 2,715,009 49,931 Capital 170,486 (89,518) 167,400 163,269 (4,131) Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 2,721,526 2008 Actual 37,205 1,636,371 37,485 12,000 1,723,061 2,231,199 1,081,432 65,908 50,790 3,429,329 1,706,268 118,849 1,825,117 725,923 2,551,040 1,519,221 YTD 30,137 726,733 20,172 777,043 1,077,930 522,060 17,327 1,617,316 840,274 45,170 885,443 723,295 1,608,739 C:\Users\nfullam\AppData\l...cx:a\\Temp\no\es418AAD\2010 Budget 450, 460, 465 Recreation -Consolidated 2,832,478 Budget 49,984 1,645,081 1,695,065 2,303,609 1,069,276 56,383 15,800 3,445,068 1,750,002 124,811 1,874,814 790,265 2,665,078 2,878,278 2009 Projection 48,376 1,529,598 43,844 1,621,818 2,238,051 1,064,903 66,153 57,644 3,426,751 1,804,934 124,811 1,929,745 785,264 2,715,009 45,800 Variance$ (1,608) (115,484) 43,844 (73,248) (65,558) (4,373) 9,770 41,844 (18,317) 54,931 54,931 (5,001) 49,931 20/0812014 2:41 PM 1.9o/o -2.5% 1.6% -3.2% -7.0% -4.3o/o -2.8% -0.4% 17.3% 264.8% -0.5% 3.1% 0.0% 2.9o/o -0.6o/o 1.9% '' .----" ,_-. ";''.;_; ·'o~·>' ~-;-.-.-_e; •• ,-~-· ~. ;?fr~~[:»~,;? , 2,r,:~f:;~~~: ',~]~~ · ','~~~s~~~~ ' . ,~~1;19;; ' b% ·.i , .. _._ , •· i.i~~WI ;; , ~4;,~~51 •... · ·2J% 1 ••. ros4 931 • . i~Ass · .. ts.% I . f ~;~~6;,: , : · '~94 . · . :~~;,· 1. ,iii;}iii.t' .·;·(~I· i!~ ·.· 'l.9~~!74~> '. '94;92f. $.!% : 'g4:iifl~' ' '<4~;1;19) -5;5% ···.:.;c.:.-_ •. ;,-· -•', 2,<1i~.~iF ; ' t~i;1;~ .-"L9% ) Page 1 of 1 c Town of Tillsonburg 2009 Financial Plan 2008 Actual OPERATING AND CAPITAL REOUIREMENTS Operating 80,970 Capital Total Requirement from Taxation % Change from Previous Year OPERA TING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reseives Expenditures l.abolll" Purchases Contracted Services Contribution to Reserves lnterfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 80,970 2008 Actual 4,212 4 .. 212 79,466 5,716 85,182 80,970 80,970 80,970 YID 47,227 47,227 YID 42,024 884 4,319 47,227 47,227 47,227 47,227 C:\UserslnMam\AppData\Local\Tamplnotes418AAD\201 O Bud(l"l 455 Comm Serv Admin Budget 101,500 101,500 Budget 105,400 (3,900) 101,500 101,500 101,500 101,500 2009 Projection 108,000 108,000 2009 Projection 105,400 2,600 108 000 108,000 108,000 108,000 ('. :,'-. ____ ) ., l j 455 -Community Services Administration 455 -Community Services Administration b·-0-,;' >~\·;.'~ ·.?£,:;.::~' ·~2-'/:1· .. ;'JOlJ);,:·;:. ;.(::>''"·'·'· -.~,J 2012 2013 2014 Variance$ Variance o/o W..f:' :··:B_µtiget}':J' .. ~:::·-~Yili'fiu.¢~($_··'.'."'. 'iV~,% _I Budget Budget 6,500 6,500 Variance$ 6,500 6500 6,500 6,500 6,500 6.4% 6.4% Variance% 0.0% -166.7o/o 6.4o/o 6.4o/o 6.4o/o 6.4% 20/0812014 2:41 PM 114,321 116,608 11-t'l.,1 11~Ulll i ; ' iii'.~g·;~~·s::;1~0;S,Oi,_j;O;if~: u .,m m·--- l~5~~~'11~~;fS':·f:7@'Y,h'.%'.6'~lD10!~·.\i~'.~i::-~"i;[,;;-!. ;,:~'.~''_f°.-,;/ ,:;.~' ~'.::f,(~~tr:trf:'i~-Y~1Jt~-~:S;N'~'.%~ij L.U"ro 2011 Bu~t 107.814 6,507 L.U'Yo 2012 Budget 109 970 6637 118,940 121,319 118,940 121,319 2.0o/o 2.0% 2013 2014 Budget Budget 112 170 114413 6770 6906 ·Aii'1 .. <fl· ,,.I 114.321 116.608 118.940 121.319 '" .. , . ··• I I I I I 114,321 116,608 118 940 121 319 I'.'.·:' " '·/}( .• < ;))c;:,,• . '• -;::.~----~;· 1 ·' Jui~'J: •.. 'iio~io <.104% 114,321 116,608 118,940 121,319 2.0% 2.0% 2.0% 2.0%1 Page 1of1 r '-~ Town o/Tillsonburg 2009 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating (75,613) f' ' ' / ) / 460 -Recreation -Programs 460 -Recreation -Programs 2009 f::::.:··>· · · "">>;.",-'.~;.~Cc,201(1;~-·~.'·-, :'.'.:I;~.·.~;;;·:,,:.;--.-•.(i 2011 2012 2013 2014 YTD Budget Projection Variance$ Variance o/o f;.j::l1B,Udgeti(rVf.'ii~.c_·k¥~:$;~~· :,1V-®':%;~ Budget Budget Budget Budget 14,396 34,455 35,176 721 2.1% ,, ;~:)s~'tc'; c~.697) :: ~194t. ' 19,833 20,930 22,048 23,189 Capital ___ 2~5~03~9----------------->~---\·,, <~'-»,~" · .. ~·-:,'~:\~_: __ ' ... _, ·_:~-/> __ ::··;· Total Requirement from Taxation % Change from Previous Year (50,573) 14,396 34,455 35,176 721 2.1% ;-~-21'7~~-!;;;,--~~ -· ,_:~;{~_';~-~~!£4~_-_; .. j 19,833 20,930 22,048 23,189 -28.5o/o 5.5o/o 5.3% 5.2o/o 2009 L:,_'.3;::;;0:~'.f'.'§JtZ_'"':-~~8.~i~.h~lOl-O~f~;::_-,;;< · .. ·::-1:.;i}.}~~ ;·,·:-,;t:.! 2011 2012 2013 2014 2008 Actual YID Budget Projection Variance$ Variance% ~:0;,';Bf:{ij~tt#%:0·~i~y'~i$:'C: '.'1.Yitrliifel;'}}t·;i Budget Budget Budget Budget OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation o/o Change from Previous Year 33,979 1,613,412 12,_000 1,659,391 1,287,383 289,891 6,505 1,583,779 (75,613) (75,613) (75,613) 30,137 718,915 749,052 606,781 156,667 763,448 14,396 14,396 14,396 C:\Userslnfullam\AppOatalL<>cal\Templnoles418AAD\2010 Budget 460 Rocreation -Protpms 49,984 1,555,576 48,376 1,465,047 (1,608) (90,529) 1,605,560 1,513,423 (92,137) 1,350,193 280,822 1,279,401 262,198 (70,792) (18,624) 9.000 7,000 (2,000) 1.640,015 1,548,599 (91,416) 34,455 35,176 721 34,455 35,176 721 34,455 35,176 721 -3.2% -5.8% -5.7°/& -5.2% -6.6% -22.2% -5.6% 2.1% 2.1% 2.1% 20/08120142:41 PM 35 000 35,000 35,000 35.000 1 456,350 1,485 477 1 515 186 1 545 490 !i::.;[;%2i'19~·~'~':£1;]l'.42i16~)+\·\e/i~'l!;:, ''! 1491350 1 520,477 1,550,186 1,580,490 ~!~~;\~~( ' • :•;!,490f$5ll'•c>•'P'49(4~3ti' ·;.c.~;:)i)>, •.' 1,511,183 1,541.407 1,572,235 1.603 679 ~-::·: ·" ~··-;~7;7~~';> ,;'\' ···''t(§~6_9_V':"'-:f.'.;jt'9!4%~ --19.833 20.930 22,048 23,189 ! ~;. , ·. )i6'~: ·· ;;9'4% .1 19 833 I 20 930 I 22 048 I 23 189 I ·:z · · I · 1 • 1 • 1 • 1 ' -;~.?• . .t;J-~ -· .. - -'~ --·;;:_~,--·." - 1279 782 1 305 377 I 331 485 1 358 115 231401 236 029 240 750 245 565 ---- ~ ·· ·s ;u,is· ·f : ':f £-.fu .>191·w 19,833 20,930 22,048 23,189 -28.5% 5.5% 5.3% 5.2% Page 1 of 1 c Town o/Tillsonburg 2009 Financial Plan 2008 Actual YID Budg_et OPERA TING AND CAPITAL REQUIREMENTS Operating 141,750 90,416 182,836 Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 141,750 2008 Actual 77,031 123,192 200 .. 223 34,305 88,308 1,964 90,416 182,836 YID Bud_g_et 36,004 70,000 36,004 70.000 20,205 38,870 51,285 91,486 2,233 2,300 124,577 73,723 132,656 (75,646) 37,719 62,656 3.000 1,500 3,000 (72,646) 39,219 65,656 214,396 51,198 117,180 141,750 90,416 182,836 C:\Usors'<dullarn\AppDela\Local\Templnctes41 BAAD\2010 Budget 400, 4ll5--no3 Speci .. Events Centre r", \ '-... __ ,/ / 4601465-7703 -Special Events Centre 4601465-7703-Special Events Centre 2009 I·.;-:;·::''."''·'-'' ·.<.:·;_":f:>-\'~·;;;_~lQlOf:-'-.:-.·; ~->•:.;;\T:i/-.':'.:'.:--·_:i 2011 2012 2013 2014 Projection Variance $ Variance% i":·_--;;'~B~~:-~;;J;;Vaft®t:i'i~$~--,:) .yl!ijiitiCe.%·_ ! Budget Budget Budget Budget le-:):-:,_-_>:;:_.>/:.:::::r~·.r::: ·."·-___ ._ ';_:-· __ ::=---~:;; ::_, :_::~::\:,:·c -0.So/o ! ·:"l-7,4~7CL:·-;" > . (7;966) -··-4Ao/o r ::-,.·_::(?_A::;;:--.~-/'--->-;:,;:,:.~· ;~5~_-<, -. o· 181,324 (1,512) 145,306 146,712 73,146 74,609 181,324 (1,512) -0.So/o 1: ;~· .. ::/::1d4{j16:::.'y-~· 0'~ ;· • ."'J7;~~~;~:,~.'. __ '~;4.~ 145,306 146,712 73,146 74,609 -19.9% 1.0% -50. lo/o 2.0% 2009 2011 2012 2013 2014 Projection Variance$ Variance% "'°~ ;yaj'j@.jtj:j~,,_~1C1 Budget Budget Budget Budget 75,000 5,000 7.1% 65.280 66 586 67917 69.276 75,000 5,000 7.1% 39,620 750 1.9% 93,724 2,238 2.4% 2,800 500 21.7% · ·c;.i;4iO:Q!J,\,,, ;:··;§;i)}!~C&iOOOJ~:; '.-.:::~;:~~ <">1 65,280 66,586 67,917 69,276 ,~tii~;l'*~II 42855 43,712 44587 45478 89874 91672 93 505 95 375 2856 2 913 2 971 3 031 136 144 3,488 2.6% 61,144 (1,512) -2.4o/o 3,000 0.0% 64,144 (l,512) -2.3% 117,180 0 0.0% \::~~:i~?~-, 135,586 138,297 141,063 143,885 ·.·-·-.. ----,-,·.···. •', .. 1 •. ~ .. ~.:~ .. % ... ~~.'--.· ·.:'.I 70,306 11.112 73,146 74,609 '.---7~,-._-,. ;::o:Oo/cf"" :·i' I I I I c:-:':·;/:'~l~?Jcr::·,:; ----~~Q;~4W:':: . .:: 70,306 71,712 73,146 74,609 (1,i:2}tY· ,,12'1%. I 75,000 I 75,000 I I I ';..-,·· ,:-:,_:;;:_:., : 2'',; 181,324 (1,512) -0.8% \~~~5o . / \11.~~~ -4.4%. 145,306 146,712 73,146 74,609 -19.9°/o 1.0% -50.1% 2.0% 2111t1!!120142:41 PM Page 1 of 1 f \_ Town of Tillson burg 2009 Financial Plan 2008 Aotual OPERATING AND CAPITAL REQUIREMENTS YTD Budget 2009 Projection .~ ______ _,/ 465 -Recreation -Facilities {c-'_'fi~' :·. ~/.\~f:-~1_':~U2010;_~.:.C'il!~;J_{:: -~'-'·i >"' .;-;·; 2011 2012 Variance $ Vitriance % !> ;r~,JJUdgett'.~i£2~t~?i8-1'.iflbtjii:$'i~-~?'o'.;Y.'4fitihtle;_%:_! Budget Budget !·/'/•'" '''i .. \""·~·:>:·: .--'<-·:_,. ) j 465 -Recreation -Facilities 2013 Budget 2014 Budget Operating 2,249,192 1,448,235 2,238,499 2,242,710 4,210 0.2o/o -2.4o/o 1 ·• }~~~!~~~· ;} .. }1'16.'.' ·f2%. _9·;0%": 2,300,138 167,400 2,342,062 167,400 2,385,066 167,400 2,429,177 167,400 Capital 141,503 (104,324) 167,400 163.463 (3.937) Total Requirement from Taxation % Change from Previous Year OPERATING REOUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 2,390,695 2008 Aotual 18,097 37,485 55,582 790,840 698,468 32,112 44 285 1,565 705 1,510,123 13 146 1,523,269 725,923 2,249,192 1,343,911 YTD 7,344 20,172 27.516 412,958 322,082 7,372 742,412 714,896 10,044 724,940 723,295 1,448,235 C:\Userslnfll~am\App!lala\L<>cm\Templnote<;418MD\2010 Budget 465 Recreation -Facilities 2,405,899 2,406,173 273 0.0% --~~m~~' .. , ,~::~·::_er~1~~~i~--·. _ 1.1%_,_ 2,467,538 2,509,462 2,552,466 2,596,577 1.4% 1.'79/o 1. 7o/o 1.7% 2009 [, ;;)~j:\~-~i''"\j_~:';_:~if-kf~"jfiff2010\'.'f'}=:it+:~!1'.:}~'tii:&'.'::'--_-2011 2012 Budget Projection Vari3!15_e_ $ Variance% ~:'.ji~~f'.!3.ij~S-,~t:%\$;'.::¥~-$,;\f?~?'¥•i'ift1'~:%\: Budget Budget 2013 Budg~t 2014 Budget 54,625 55,051 426 0.8% 50500 50,500 50 500 50 500 43,844 43,844 i 54,625 98,895 44)70 81.0% ----50,500 50,500 50.500 50,500 825,552 825,461 (91) 0.0% 855 719 872 833 890 290 908 096 691,499 699,514 8,015 1.2o/o 789 998 813 698 838 109 863 253 34,278 30,990 (3,288) -9.6% 37429 38 178 38,941 39,720 6,800 50,644 43,844 644.8% 1,558,129 1,606,609 48,480 3.1% 1,503,504 1,507,715 4,210 0.3% 11,700 11,700 0.0% 1,515,204 1,519,415 4,210 0.3% 723,295 723,295 (OJ 0.0% 2,238,499 2,242,710 4,210 0.2% .,,;,1;649;42o4\;;;t;.,,;j.9Jg9;;~j;•/$.~!fi' ! 1,683,146 1,724,709 1,767 340 1 811 068 /.''.1;s98,9 .•. 24 .. )"'''.·.'·'.9$;.4~o ..... '5 ... ·.·.·.·3.•'.% .... ••·· 1 1.632.646 1,674,209 1,116,840 1,760,568 ii.1001•'' • ;.,,. ·'·'·" ,. · •;rf:Q%; • I 12,051 I 12,413 I 12,785 I 13,168 I ·-·;·:J;6.J.o_;~t-4._:':?::;;/i' ,:·_~?.x4 .. ~q.;_,-·.·-:i_'·6-\:3'!(ii ·-: >·_-1 1 t,644,697 t,686,622 1,129,625 1,113,131 ·65s!#t·· · <~•:is4)' ''9.4% . 655,441 I 655,441 I 655.441 I 655,441 I ---~\~~-~,~--:-~s'-' ,~ ___ ::~·-:J ,---.-,,; ------------------ ;:.::'-::2~~~~:"';-~,-" -<.-i1£d~i::· "· --~·l.2%; 2,300,138 2,342,062 2,385,066 2,429,177 1.5% 1.8% 1.8% 1.8% 20/0612014 2:42 PM Page 1 of 1 I \__. Tuwn of Tillsonburg 2010 Financial Plan 2008 Actual OPERA TING AND CAPITAL REQUIREMENTS Operating 63,681 Capital " 467 -Elliott Fairbairn Centre --, ) 467 -Elliott Fairbairn Centre 2009 ~··:;~;,;; ·."',JJ,~·\).\;~?,~::;;-:_~;t\lf20)0tS:fPP-:-;~,~~',.·.~::;:.;;!-:{ft« 2011 2012 -2013 2014 YID Bud.e;et Projection Variance$ Variance% ::;.:-~~Ihi~~:;;,;;.~f~1~~-S~t;~_~i_;Vaiiatii;¥:%·-._I Budget Budget Budget Bud_g_et 17,814 (25,740) (21,023) 4,717 Total Requirement from Taxation 63,681 17,814 (25,740) (21,023) 4,717 o/o Change from Previous Year OPERA TING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted SetVices Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 2008 Actual 21,753 21 .. 753 13,540 33,691 3,256 50,487 28,733 28,733 34,948 63,681 c:\Users1n!ullam\AppData\Locel\Templnoles41llAAD\201 0 BudE)el 467 EFC YID 34,266 34,266 1,295 13,402 3,153 17 850 (16,416) (16,416) 34,230 17,814 Budget 79,429 79,429 2,000 7,039 10,390 19,429 (60,000) (60,000) 34,260 (25,740) 2009 Projection 85,134 85,134 3,182 16,310 10,390 29,882 (55,252) (55,252) 34,229 (21,023) 126.3% ;·:: :::.,:: •.•.• J•'iSA'ic'lD1UJC:c.4;ifi11:•:ct:J.:•··j 2011 Variance$ Variance o/o t ,:c~. :aUQ.8,et§i:c·~~s11rYWQ"''.$5s':~·5\Vi,l,fiAAC¢:-,~-':1 Budget 5,705 5,705 1,182 9,271 10,453 4,748 4,748 (31) 4,717 7.2% 7.2% 59.1%1 131.7% 0.0% 53.8% -7.9% -7.9% -0.1% -18.3% 20/0812014 2:42 PM "°'C~' '_'·,<:·:!·'"'_'' / (:··,_· - '·.;; ( :iCl;9ll ·-.. .,,,~; i ) J))80,9!t•,): ·):'):, :i\482'' '<:.{•(,•, ·. -•. -"T9% .. . : ' 82 529 - .· '·:._·,' '' 82,529 2067 7.880 10 914 12tl.3% 2.0o/o 2012 Budget . 84180 84,180 2108 8037 11 132 2.0% 2.0% 2013 Budget - 85 863 85 863 2.150 8 198 11 355 2.0% 2.0o/o 2014 Bud~et - 87 581 87,581 2.193 8.362 11,582 2.0% Page 1 of 1 ( Town of Tillson burg 2009 Financial Plan ' 2008 Actual OPERATING AND CAPITAL REOUIREMENTS Operating 237,514 Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 237,514 2008 Actual 23,685 46,218 23,810 10,000 103,712 203,197 84,323 5,884 23,810 317,214 213,502 213,502 24,012 237,514 C.\UsersWunam\AppDala\Local\Templnotes418AADl201 Q Bud(l"l 470 Ubrary ,r-·~ '-. -_ _/ 470 -Library 2009 f~ .-.. ,-··,-:'.~'.'',-1' '-') ':~ ~:-,: ;,0~2010,j!\,:~~. ~~~-:-"~.1 2011 2012 -\ ; / 470 -Library YID Bu~~--Projection Variance$ Variance% r-:-~/~-'.JJ~'.-;l::'; ~!;';_,(;V'dtfilhc~~:$/, /,'V·®~o/ii·c·j Bud~t Budget 2013 Budget 2014 Budget 146,706 146,706 YID 22,912 12,167 35,079 103,142 40,062 14,269 157,473 122,394 122,394 18,287 6,025 146,706 255,064 45,000 300,064 243,990 45,_000 288,990 (11,074) (11,074) -4.3% 0.0% -3.'Plo -·"'·.:: .':~<:." -,~-':~'.'.:~~-'.;~~~\~-~ ;"~:· ~;_;:~-:~--;-.-':):.;~,, <: __ . ·~:· :~ -' '·>-:i '•249,223 '.>"/.<(;;1140J .···' ->i~'i'· ' ' i ','.·· ,. ,, '·<:,t45i!i!!b) -10o:tl%i· >---------------- •. :::.-:<::.;:!·'·-~:: --.:_.·:-:·---' ; '.:;::\:(>-::>.:"- ' .249.2W·. . ('9.lf40l. c:J6,9'1' 248,079 253,664 259,361 265,172 248.079 253,664 259,361 265,172 -0.5% 2.3o/o 2.2% 2.2o/o 2009 ~<·:·.~;.,; ... ' ,. t·:·'-:'~;;2011:1:'; 2011 2012 2013 2014 Budget Projection _ Variance$ Variance% k;. ';B-f;\~;·, -~' ·:-'.VilfiiihCe_:$_;~; ,·ytlliarici;l-,%-.·1 Budget Budget Budget Budget 23,685 31,185 7,500 56,500 41,000 (15,500) 25,761 25,761 10,000 10,000 90,185 107,946 17,761 197,733 85,314 32,000 315,047 224,862 224,862 18,431 11,771 255,064 201,620 71,389 28,854 25,761 327,624 219,678 3,887 (13,925) (3,146) 25,761 12,577 (5,184) 219,678 (5,184) 18,287 (144) 6,025 (5,746) 243,990 (11,074) 31.7% -27.4% 0.0% 19.7% 2.0% -16.3% -9.8o/o 4.0% -2.3% -2.3% -0.8% -48.8% -4.3% 2Q/Q812014 2:42 PM •', <3rMi ;';:7~0<> Jo·r-. 42.POO ·'CH.~001 · ;.is.7%. .. · ''•, , .... 31185 31 185 31 185 31.185 42 840 43 697 44,571 45 462 i-'.' r.:· ._ '';;:["; ": ~ r --t:,j~~-~: ·~·· m~ ™' """ ~.;-~,-,.-: /?1~l~Q3,;'t;JI\',;;: ./A~~~41.' 'c/1~%·· '·-; 248,079 253,664 259,361 265,172 r:c:c. ~.,c.;•::"'c,,:,,, · '': . ' . I I I I I i· -:~!_. .. ,_:_:;.;~-4ltj_Q~::_::'\'.'.:::/:::/ t:~.z41,_ ... ·,~-.t~~o/ci. ·. ; 248.079 253,664 259.361 265,112 i !. :·1t;61i4cy: .· Pe'ii . +0% . I I I I I i. ::•(1.1,<l74l ,: ,· •• ;(24;84;) ··:.~1it~~I iJ·>,~~-g~f~~-~{~-~ .. \ifl~o~i . ----. ---74,025 74,8-82 75,756 76,647 210.426 214 635 218.927 223 106 83,745 85420 87,128 88871 ., 27 933 28491 29 061 29,642 ;; <24?.J~i (!,84il) '2.~% 248,079 253,664 259,361 265,172 -0.5% 2.3% 2.2% 2.2% Page 1 of 1 c Town of Tillsonburg 2009 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 150,887 Capital Total Requirement from Taxation o/o Change from Previous Year OPERATING REOUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves 150,887 2008 Actual 26,989 26,462 ~ 475-Museum ~ ' J / 475-Museum 2009 f' ·"" :;,':.' :p_·-21'.h~~L <-·2010;-,\\;'.~;::}::.-F-'::':'i'· · -, ; 2011 2012 2013 2014 YTD Budget Projection Variance$ Variance% I_:;: '.'-'iBUQ8et.'~~;;1::,z~yq@!$,~~i'.i'.~Yi'ltiiiti¢e'.'1!:-:: Bud~--Budget Budget Budget 90,549 90,549 YID 8,244 145,838 150,164 18.000 18.000 163,838 Budget 27,014 38,443 168,164 2009 Projection 26,149 34,386 4,326 4,326 Variance$ (865) (4,057) 3.0o/o O.Oo/o 2.6o/o I •. ·•t:;c·:;·;,,{, ••··.·····> t·. ___ .: __ )~?~~~~-:-/"' -:·-:;:-:)i_7,~~~-::'.: '1.2%,_ ,-151,147 154,737 158,400 162,136 f_ ·!,·_,__: ,. __ Jt4o~,: · <6Jmor__ ~3~:1~': 11 400 11,400 11 400 11,400 , ·::,1~~~--:-:-:c4;si-i;_~_ -~~~~ 162,547 166,137 169,800 173,536 2.2o/o 2.2% 2.2% 2.2% :~'>1~-''L'· O·'.\/:/'.JQl_O:._;,:,:--:.t'• . ' ; ; 2011 2012 Variance% ;:.-_;;hBJiQget~.-<<·:,:.\w~;s<:-:, cVi!dligte,:%-·1 Bud~t Budget 2013 Budget 2014 Budget -3.2% -10.6% f'·. :-· ;j81'.l99; ·38;700 ~ -: .. :_·:;:~ .- ·- --.. ~·:. .. /i;§ss 251 . -~- -ii% _:;o;:Ti"' -28 399 28399 28 399 28399 39 474 40..L63 41 069 41 890 53.451 8_,Mt ________ §~.457 60,535 (4,922) -7.5% [.. '6;,Q99•'i}· .. }.~~~; 25%. 67,873 68,662 69.468 ~ ---70,289 Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 141,930 59,132 3,276 204.338 150,887 150,887 150,887 C:\Users\n!Ullam\AppData\Local\Templnol<!s41 BAAD\2010 Budget 475 Museum 65,834 31,384 1,575 98,792 90,549 90,549 90,549 136,600 143,222 6,622 4.8'1/o 71,195 64,201 (6,994) -9.8% 3,500 3,276 (224) -6.4% 211,295 210,699 (596) -0.3% 145,838 150,164 4,326 3.0o/o 145,838 150,164 4,326 3.0% 145,838 150,164 4,326 3.0% 20JO.Bf.!0142:42 PM --.,:,;--'. 1·· . ,, · ..... ~~-~~ ;-0: ··t~:~;~b,g,,t;:j~-(_;:~ -_ ~:~~;·L~ti~_-f; __ ... g~~~~: o· '; :'.,. "73'925--''.· .. ----,..-2_730;--'-'3.8% l---~. ·:·:4_;~~?~\--,-~ -:~'.~;f~P:.-· __ -;i~:~~,- 1<•. •· 214\72$•> .} i3;430i 1:6% . ,·.\ 139 536 142,327 145.173 148 077 75404 76.912 78450 80 019 . 4 080 4162 4245 4 330 .·. 219,020 223,400 227,868 232.425 "" · ··:141:62'6 ,,, .. ,._ ,, ·:-:---l-0188-· L2% i(' .• . '.~ > <~:'. Ur. I '~:.-:.--~-.t4?;62~:~ --:.-J;'f!S~ -i r: • . ,;;: . . • :. 151,147 154,737 158,400 162.136 151,147 154,737 158,400 162,136 ---,-----~ 1 '.'1.11~2~ > :i:;~~;c 1-.2%-151,147 154,737 158,400 162,136 2.4% 2.4% 2.4% 2.4% Page 1 of1 c Tuwn of Tillsonburg 2009 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 57,969 Capital Total Requirement from Taxation % Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User Charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 57,969 2008 Actual 57,969 57 969 57,969 57,969 57,969 C:\Usors\nfullam\AppOata\local\Tomplnotes418AA0\2010 Budget 400 Tourism YID 43,806 43,806 YID 43,806 43 806 43,806 43,806 43,806 Budget 56,801 56,801 .~ I ' ' ' / '"'"" ) 480-Tourism 480 -Tourism 2009 [, ·.·;.\ ~.-'; ,,.;./·\ -,,.··::::2010;,·/:,i;t: ,,,:.~,>-,><·':-<:::~:: __ -__ ! 2011 :tin2 2013 Projection Variance $ Variance% t J ;;_,,B~?~:'·:·. ·.--~-:v~:$f·'. ... :;,Vili:jali,ce-.%·.-.1 Budget Budget Budget 56,801 0.0% 60,648 61,861 63,098 56,801 0.0% l-'' -.,,,t_·, '.·.----::.-·· , ... _ .. ,>:> r·· -"':59AS9-l;f)ss---'-4.1% 60.648 61,861 63,098 2.0o/o 2.0% 2.0o/o 2009 v~ . .-';·;,; _;.'.·;;~::,;\-:i;:·_,,_.'i-oc.: ::2p.10i(f~~ ~-->.>,,:'; ,_. 2011 2012'--2013 2014 Budget 64,360 64,360 2.0% Budget Projection Variance$ Variance o/o fL'.i_~::alJ~;_,_::1:t:,:~iifc~1$ ;'~·,c;:;yiiiijfjlOO·,%·,·j Budget Budget Budget 2014 Budget 56,801 56,801 56 801 56,801 56,801 56,801 56,801 56,801 56,801 56,801 0.0% 0.0% 0.0% 0.0% 0.0% 20/08120142:42 PM --'.'" .. r:-:-:,c :--;--.. ; =,- -.< " ~< ,, ,,,~,.-· ' ___ ,_. ' ·<:~ .. _,_, -~-' f ,_-~.';/.:_ ... ; °';:-:' 'o·/~:\;;·::.::io'' ,_ : ... /ycit.n0.: > ...... :---~----~---~---~ ;:\ 59,~5~~·1,";, 2.~,~) ·/.;~·'! 60.~8 I 61.;61 I 63.~98 I 64.;60 I :<:,:::,~-~~-;g~~~:~~{::~~~~-~~::2i6~-,--::. ·::_::~~,::~~\·.:;_;·,_! 60,648 61,861 63,098 64,360 '\'i~e:·59:'459'·?0';f:,:R::' ·;-:-i'·'~Sflc!: : .. ·:-~:~1\--7%:' .·'} 60 648 61 861 63 098 64 360 •/;',<ii•T,\• L1 / :. I · I , I , I , I :":"?_9;~59 .. '.<:.-:_; ·;,>·~;~5:$ ,, '-4.7.% -,,,' 60.648 61,861 63,098 64,360 F,,, L~9t!~~P"~i~:,;;)~ '.',~:;,,_ c ! ~648 I 61,861 1 63,09s I 64,360 1 2.0% 2.0% 2.0% 2.0% Page 1 of1 c Variance$ (3,470) -12.4% 8,000 4,530 16.2% = Variance $ Variance % (10,010) -5.2% (10,010) -5.2% 4,079 12.2% (1,060) -17.7% (16,500) -49.3o/o (13,481) -18.5% (3,471) 2.9o/o (3,471) 2.9% 1 0.0o/o - (3,470) -12.4% I~ . I \ ... ___ _,/ 500 -Planning .. ~~r~ai~;iiiiJ~ 20/0812014 2:43 PM 2011 Budget 22,471 22,471 -9.6% 2011 Budget 186,762 186,762 34,150 5,763 24,480 22,471 -9.6o/o 2012 Budget 18,800 18,800 -16.3% 2012 Budget 192,365 192,365 35,174 5,936 25,214 18,800 -16.3% 500 -Planning 2013 Budget 15,019 15,019 -20.1% 2013 Budget 198,136 198,136 36,229 6,114 25.~m 15,019 -20.1% 2014 Budget 11,124 11,124 -25.9% 2014 Budget 204,080 204,080 37,316 6;1.97 ·-26,750 11,124 -25.9% -:i Page 1 of 1 c Town of Tillsonhurg 2009 Financial Plan 2008 Actual OPERATING AND CAPITAL REQUIREMENTS Operating 71,032 Capital Total Requirement from Taxation % Change from Previous Year OPERATING REQUIREMENTS Revenues Special Levy, Local Improvements, PILS Government Grants & Subsidies User charges Development Charges Sale of Assets Debenture Proceeds Contribution from Reserves Expenditures Labour Purchases Contracted Services Contribution to Reserves Interfunctional Adjustments Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year 71,032 2008 Actual 85,847 5,650 50,000 141.?.497 110,809 78,919 22,801 212,529 71,032 71,032 71,032 YID 103,292 543,014 646,306 YID 6,000 6,000 54,956 53,077 l,259 109,292 103,292 103,292 103,292 C;\Us~~am\AppData\L<>cal\Temp\notes418AAD\2010 Budget 505 Economic Development Bud_g_et 149,595 149.S95 Budget 20,000 45,000 65,000 118,130 54,438 42,027 214,595 149,595 149,595 149,595 2009 1~\ ''---.._./'' 505 -Econ Devlpmt T :" '] 505 -Econ Devlpmt 2013 2014 Projection Variance$ Variance o/o [('3:'~-Bf Budget Budget 150,777 1,182 0.8% 150,777 1,182 0.8% 2009 Proiection Variance $ Variance % 22,000 (20,000) 22,000 25,000 (20,000) 47,000 (18,000) 114,000 (4,130) 81,277 26,839 -100.0% 44.4% -27.'l°/o -3.5°/o 49.3o/o !:',.!-;·' _ .. _,--:~:qoi;:. ;:i 208,444 213,448 218,602 1· 1•<> AAO ... 0 ,602 ··:.-_;~;;:t~j,)J -,~:·,iii;~).,~-~~~-?°~---, 208.444 MJCJo .... U M.lO --,--- ''···'"' : .. ~,c·c -.:; ·;:... ,,:-;, -:,- 40.3o/o ~ •n' ..:..'+70 2011 2012 39780 40 973 ..:..4% 2013 Bud,get 42,203 223,911 223,911 2.4o/o 2014 Budg~t 43469 ·--:~:;;'!1~$;9~~;\.f _,~~;:4j::Jo/c(-: ·~ 39,780 40 973 42,203 43,469 ;j 120,656 124,275 128,004 131 844 83,890 86406 88998 91668 2,500 (39,527) -94.1% [)/·' ·''!','~;·: . 2040 2 101 2 164 2?29 197,777 150,777 150,777 150,777 (16,818) 1,182 1,182 1,182 -7.8% 0.8% 0.8% 0.8% 20/0Bl2014243 PM i "-:. ~:;.:;~~}_ ,;:'.~~'' :~;.·,:{~~·0;c?-'>"·· . ,.\ -/~· -;,~:·:.~-~· f' :·:. _ "\·211.2iS~~.;t,~(·;.~:i0;;~£:12\Q.6Dr::.'.._: :.:.::~A~> ---J 206,585 212,783 219,166 22s,141 !.:.:( ;;::-:T9~;·~~-?{'-·;:'~~:~··~.'.;(i}~~~9_8)i~:_;· )·2~,5%\ ·.:I 166,805 171.810 176,964 182.273 ::.:~ ·:J:~~]~~;, __ ~.-'.~;·.>~:.-::[;;~;~:~;~;~:_·. ::'.j;~~~----_\ 166 805 I 111,810 I 116 964 I 182,213 I , : 4f,63s;::·->· <4l;6Jij_c:<' :,; . ': 41638 I 41638 I 41 638 I 41638 I '~>"' ·--::.::.;x-·::~·· (\'.'.·~·:.~ .... -~·-~ ~··_;_·,-:--.-,~.:_:-;:::, f-~~~~~~~~~~~~~~~-l~ a.~~ -;;: · c1i~l "1-~· 2os,444 213,448 218,602 223,911 - 40.3% 2.4% 2.4% 2.4% Page 1 of1 ( \__ . Town of Til/sonhurg 2009 Financial Plan OPERATING REQUIREMENTS Revenues Taxes -regular roll Taxes -supplementaries Taxes -PILS Taxes -write-offs Interest Earned Donations Other Revenues Contribution from Reserves Expenditures Operational Beautification Promotion Contribution to Reserves Debt Principal and Interest Prior year (surplus) Deficit Requirement from Taxation % Change from Previous Year RESERVES Beginning Balance Contribution to Reserves Contribution from Reserves Ending Balance 2008 Actual 93,491 1,156 1,649 2,500 780 99,576 12,804 14,062 9,070 58,324 94,261 (5,316) 5,316 (0) 2008 Actual 53,440 58,324 111,764 C:\Userslnfullam\AppData\Local\Temp\notes418AAD\201 o Budget 510 BIA YTD Budget YTD Budget 111,764 53,440 111,764 53,440 .,,--.,, '"-._ _ _,,,) 2009 Projection Variance$ Variance% 2009 Projection Variance$ Variance% 111,764 58,324 109.1% 111,764 58,324 109.1% 20/06/2014 2:43 PM J 510 -Business Improvement Area .. , ·:•·· :':2010·· ~ <-:·v'1tlance .% ?3~00 ·, --'~<).-/::, 1 t ;·;~, 2:'.!!~~: < ~i.~ .;2~~:! •: · •·· ..... , , .. 126;5~0 ·: ; ..• :12615~0·\ .. '•C;,:J .:.--j;;':,' I :; ] 10)/./ cor i•' ?''f:'·''"•'' ·-::.•;::,:c: 20lO·:.: ·. r::: ·••:Bii~•i•.i!i!• •:::•;:'(l!l;il!!ili!;:$i:"· '' · •Y"'lilftee_.% ,., .. ,,,'.;";"' ' ·-~·-;·· ,.,· ... ;:;,•" .. ""''. -·;:;- ilt 764 ·' .. 58,~24 109.1% . {29,sso\ c29:850) :u,11i4 28;474 53;3% Page 1 of 1 (~) u TOWN OF TILLSONBURG 2010 BUSINESS PLAN COUNCIL Town of Tillsonburg 2010 Business Plan Council -2- Council 1) Program Mission Statement: To set policies to ensure provision of the most efficient and economical administration of the corporation's assets and the delivery of services to provide a dynamic environment for healthy family living, business growth and the development of the community. 2) Core Businesses: Key Customers > ratepayers > residents -including tenants > commercial business > industries > developers Core Businesses/Services > policy setting > representing the voice of the public in service level demands -through Strategic Planning which will provide for a link between strategic issues and the organization's goals and objectives, process measures and individual job performance measures Non-Core Businesses/Services/Activities > act as an appeal board for the Town's human resources > Citizen/volunteer recognition Legislated Standards > procedural by-law > Municipal Act > Criminal Code > Municipal Conflict of Interest Act n f ~ , __ / u Town of Tillson burg 2010 Business Plan Council Program Maps -3- Council I General Administration Conference & Seminars 3) Performance Measures: Measure 2006 2007 Output Measures - Quantity Number of policies reviewed/revised Efficiency Measures - $Cost Cost of Council per $20.81 $27.53 household Cost of Council per $10.90 $14.42 electorate Cost per capita $8.65 $11.91 Cost as a% of total 2% Mun. operating costs Total reserves 1,573,863 3,522,368 Increase in tax rates 2.3% 2.2% Effectiveness I Customer Service Electorate satisfaction survey Percentage of 71% NIA Councillors re-elected 2008 2009 2010 $42.33 $23.32 $22.30 $12.63 $18.17 $10.07 2.5% 1% 2,373,132 2,547 5.88% 2.12% NIA NIA Town of Tillsonbnrg 2010 Business Plan Conncil 4) Future Directions (Longer Term): -4- );> potential partnerships with Oxford County municipalities );> Investments in IT equipment or infrastructure );> Alternative service delivery options );> Program/policy changes );> Re-allocation of resources );> Service level changes );> Revenue/user fee strategy );> Potential for Telephone and Internet Voting in next Municipal Election 5) Current Directions (Short Term): );> Review adequacy of service levels through business planning process 6) Key Linkages with Business Plans of Other Programs Council provides direction regarding priorities and service levels to all programs within the corporation through the setting of policies and approval of business plans. 7) Program Delivery Plan (a) How is the program delivered now and at what level? );> Mayor, Deputy Mayor and five Councillors );> Chief Administrative Officer acts as liaison between Council and Staff );> Council meets to deal with the corporation's business regularly on the second and forth Monday of every month and for special meetings as required );> agendas scheduling business to be dealt with at meetings are prepared in accordance with the procedural by-law which allows members of Council to bring forward issues raised by their constituents (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? );> Mayor, Deputy Mayor and five councilors Changes Mandated by Other Levels of Government );> the County of Oxford restructuring study and Provincial direction ordering the County to restructure has the potential of imposing a significant change in the services or levels of services delivered at the local level. u l/ Town of Tillson burg 2010 Business Plan Council Political Direction Received ~ to minimize tax increases Professional Judgment of Staff ~ -5- (c) Implementation of changes required to move from (a) to (b) ~ 8) Key Goals/Objectives of Program by Year 2010 Goals I Objectives 2010 Goals I Objectives Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable Quarter of Expected Completion Quarter of Expected Completion Town of Tillson burg 2010 Business Plan Council -6- 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2007 2008 2009 2010 Council 7.0 7.0 7.0 7.0 Total Program FTE Requirements 7.0 7.0 7.0 7.0 Change from Previous Year 0% 0% 0% 0% Significant Variances Access & Equity ,,.,. information technology training offered to staff will also be offered to members of Council Training and Development ,,.,. Town tour identifying municipal owned assets and infrastructure, in correlation with business plan review of priorities Performance Management ,,.,. Council has adopted a performance evaluation policy and will conduct the annual performance evaluation of the Chief Administrative Officer. Other issues ,,.,. Third party consultant reviewed wages and benefits and recommendation have been incorporated. 10) Information/Other Technology Plan ,,.,. in accordance with corporate computer replacement plan 11) Other Resources Plan Asset Type Requirements/Condition/Replacement Plan 2011 Information Technology Council Chambers 7 Laptop computers/refer to Corporate Administration IT Business Plan Office Space 7 Council members, 6 staff, public delegations, media I newly renovated I none Mayor's office & furnishings I good I none u TOWN OF TILLSONBURG 2010 BUSINESS PLAN CORPORATE ADMINISTRATION u Town of Tillson burg 2010 Business Plan Corporate Administration -2- Corporate Administration 1) Program Mission Statement: To provide professional support in the administration of the policies set by Council and exercising regard for stewardship of the assets of Town. To respond to the needs of Council, staff and our conununity in a timely, innovative and effective manner, through teamwork and partnerships. 2) Core Businesses: Key Customers > ratepayers > residents -including tenants > conunercial business > industries > developers > other municipal program staff > lawyers and financial institutions > Federal, Provincial and Municipal governments Core Businesses I Services > administration of corporate policies > financial recording & reporting including > banking > billing -taxes & utilities > accounts receivable > accounts payable > inventory > asset management > payroll/benefits administration > tax administration > Hydro filings > information technology > records management > corporate conununication > corporate insurance management > human resource administration > health & safety Non-Core Businesses I Services I Activities > statutory positions of clerk and treasurer sign affidavits and declarations n u (-\ ' / L1 Town of Tillson burg 2010 Business Plan Corporate Administration Legislated Standards );;-Municipal Act );;-Municipal By-laws );;-County of Oxford By-laws );;-Development Charges Act );;-Education Act );;-Power Corporations Act Program Maps -3- I I I I Gn2al 11 lnllnnticnSy.mm 11 I Finn:ia!Rqn1ing-11 1'ulite:IF/S, HR, Minwrttt&wts I I Hlliq!;&Cblledicn-Thxfsl &Uiliti<s I I A:rolisRro:i - I Axrurrls lily.Die I Rrordslvlrng:mrt I I -~ml 1~~ml I I Clwoil&WJt I lbmn~ 11 ::: 11 ~rurre I ~ I l~~ili:1 I Clwoil:~ I amis~ 11 fuOOe~ I l~&WY-~1 I I ~~ 11~~-~1 I Gnpm~~ I Town of Tillson burg 2010 Business Plan Corporate Administration 3) Performance Measures: Measure 2006 Output Measures - Quantity Cost as a% of total mun 6.48% operating costs Cost per household $152.92 Efficiency Measures -$ Cost Year end misc $526,430 receivables Y earend tax receivables $.94m Effectiveness/Customer Service Staff turnover 1 4) Future Directions (Longer Term): 5) Current Directions (Short Term): -4- 2007 2008 2009 2010 5.17% 5.16% 5.46% 6.75% $132.55 $142.14 $147.43 $187.01 $483,648 $363,000 TBD $1.26m $1.20m TBD 1 0 0 0 ~ Electronic Records Management & Document Imaging Project continues. ~ Service Delivery reviews; reviewed as required when Operations completes a review. ~ Salary grid implementation. ~ Review and obtain approval on updated Personnel Policy ~ Outsourcing of Human Resources function. ~ International Financial Reporting Standard (IFRS) 6) Key Linkages with Business Plans of Other Programs Corporate Administration is linked with every program within the corporation. f ~ ~--/ u (~) Town of Tillson burg 2010 Business Plan Corporate Administration 7) Program Delivery Plan -5- (a) How is the program delivered now and at what level? > Chief Administrative Officer );> Council Coordinator Jo> Director of Corporate Services/Clerk Jo> Director of Finance/Treasurer Jo> Human Resources Manager > Deputy Treasurer );> Finance Regulatory Affairs Manager );> Senior Accountant > Revenue Manager );> Tax CSR > Records Management Coordinator Jo> Payroll Input and Accounts Payable Clerk > Office hours 8:30 a.m. to 4:30 p.m. (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government Jo> Municipal Act, 2001, S.O. 2001 Political Direction Received Jo> Council continues to encourage Administrative Staff to achieve savings and eliminate duplication to minimize tax rate increases for local purposes Professional Judgment of Staff );> (c) Implementation of changes required to move from (a) to (b) Town of Tillson burg 2010 Business Plan Corporate Administration -6- 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Salary Grid Implementation Revise 2010 Financial Statements and Budget to meetPSAB Train on new version of general ledger system Service delivery reviews Obtain approval on updated Personnel Policy Outsourcing of HR function IFRS Information Technology Projects IT Capital -Carry Forward Projects and Asset Management Requests (Not 2009 AM plan not yet approved, therefore, costs and/or quarter not incorporated): Cemetery Server CS Servers Tape Backup Library ACR SQL Server Suite Response Advisor Upgrade ACR Web Server INT eCare Rugged Laptops Domain Controller Rep Replacement Computers CIS Server Air Conditioner in Annex Scanners Hardware loan repayment Total IT Additional Costs (Savings) if Applicable $200,000 Quarter of Expected Completion l st l st 1st TBD lst lst or 2nd 4th n u L/ Town of Tillsonbnrg 2010 Business Plan Corporate Administration Maintenance Contracts Knexa -SuiteResponse Service -7- Knexa -SuiteResponse Egenda/Ordinances Knexa -Support Time Ever America -Lotus Notes Clients/Domino Serve Ever America -Domino Doc Cobra Image Routing Software & OCR Compupower/Diamond -Annual Support Contract Compupower/Diamond -Great Plains Dynamics Class Software Solutions -Facilities Management Class Software Solutions -Program Registration Class Software Solutions -Pass Management Class Software Solutions -POS (Point of Sale) Class Software Solutions -Payment Processing Class Software Solutions -IVR Class Software Solutions -e-Connect Class Software Solutions -Reporting Class Software Solutions -Citiserve Oxford County -Backup Exec Software Subscr. Cemetery Stone Orchard Software Norton Antivirus -Enterprise Edition WorkTech Asset Manager Module Asset Management and Life Cycle Costing Application Great Plains -upgrade 9) Human Resources Allocation/Deployment Plan Service 2008 Corporate Administration -general 11.65 Total Program FTE Requirements 11.65 Change from Previous Year 0% Significant Variances Access & Equity FTE Requirements by Year 2009 2010 2011 2012 11.65 11.65 11.65 11.65 11.65 11.65 0% 0% 0% » Continue to cross train all Corporate Administrative Staff to allow for job sharing for purposes of holidays and sick time Town of Tillson burg 2010 Business Plan Corporate Administration -8- Training and Development }> Health & Safety }> WHMIS }> First Aid }> CPR }> Payroll/benefits Performance Management }> will follow corporate direction on performance management Other issues }> none 10) Information/Other Technology Plan }> electronic mail allows for more frequent information flow to Council from Staff and from Council to Staff }> continued implementation of electronic records management and document imaging system 11) Other Resources Plan Asset Type Fleet Customer Service Centre Corporate Office Computers Requirements/Condition/Replacement Plan Personal vehicles used as required and reimbursed in accordance with personnel policy Revenue Officer, Tax CSR CAO, Director of Corporate Services/Clerk, Director of Finance, Council Coordinator, Deputy Treasurer, Finance Regulatory Affairs Manager, Senior Accountant, Community Development Coordinator, Records Management Coordinator, Payroll/Accounts Payable Clerk, Replaced in 2007. n u (_-) _,~"'" TOWN OF TILLSONBURG 2010 BUSINESS PLAN CUSTOMER SERVICE CENTRE Town ofTillsonburg 2010 Business Plan Customer Service Centre 1) Mission Statement -2 - The Customer Service Centre is committed to providing exceptional service to the residents and employees of the Town of Tillsonburg through an efficient process with an emphasis on technology. This exceptional service will be measured against performance to achieve customer satisfaction. The Customer Service Centre is a "one stop" access centre where customers can readily utilize staff, information and other services. Multi-trained staff deliver services in a fast, productive and effective manner. 2) Core Businesses: Key Customers > real estate agents 'J;;-lawyers > developers > contractors > taxpayers > citizens/residents > elected officials > utility ratepayers > tourists > other municipal departments > employees > County of Oxford > service clubs > vendors/suppliers > other municipalities > regulatory entities > utility retailers > internet/phone customers Core Businesses/Services > election, by-law legislative services > customer solutions and service provider > property taxes > planning > building > vital statistics > application processing > data management of customer accounts > marketing of new and existing services > main access point for municipality > general public inquiries > utilities > hydro conservation programs n u C._ ;. l__; Town ofTillsonburg 2010 Business Plan Customer Service Centre -3- ~ call centre for municipal and county services ~ licensing, permits and certificates ~ accounts receivable -billing and collecting ~ information requests ~ internet and phone services provider Non-Core Businesses/Services/ Activities ~ links to other local community services ~ local not-for-profit organizations ~ local service clubs ~ advertising for local businesses I services ~ credit bureau Legislated Standards ~ Alcohol and Gaming Commission ~ Ministry of Municipal Affairs and Housing ~ Ontario Hydro Services Corporation ~ Ministry of Economic Development, Trade and Tourism ~ Ontario Energy Board (OEB) ~ Occupational Health and Safety ~ Town ofTillsonburg by-laws ~ Independent Market Operator (IMO) ~ Ministry of Community and Social Services Town of Tillsonburg 2010 Business Plan Customer Service Centre 3) Performance Measures: Outnut Measures -Ouantitv # of Animal Licences Purchased #of Business Licences Purchased # of Lottery Licences Purchased # of Marriage Licences Purchased Certificate Request-Building Certificate Request-Tax Certificate Request-Utilities Certificate Request-Zoning # Building Permit Fees Pd #Requests for Bldg Inspect. (Suite response) # POS Utility Payments # POS Tax Payments Cemetery-Grave Plot Purchases Cemetery-Columbarium Purchases # Issues Logged through Suite Response # CIS S.O.'s Comp!. -Moves (Utility) # CIS S.O.'s Comp!. -All other (Utility) # Death Registrations # Birth Registrations Locate Requests-Hydro & Water Incoming Calls Answered -4- 2005 2006 958 872 29 35 81 77 122 129 212 150 342 382 119 88 162 123 300 362 724 748 24,863 23,731 11,204 10,599 NIA NIA NIA NIA 1,891 2,128 1,123 1,097 4,260 3,726 321 342 5 1 892 1,032 40,916 38,044 2007 2008 2009 @Nov IS 1,107 1,585 1,820 45 38 34 80 74 64 125 92 80 113 98 59 430 429 363 31 12 11 104 86 44 397 286 266 930 767 710 24,018 23,876 19,027 10,267 9,824 9,425 NIA NIA NIA NIA NIA NIA 2,245 2,392 2,120 1,165 4,510 328 334 295 5 2 1,275 39,104 58,084 u ( Town of Tillsonburg 2010 Business Plan Customer Service Centre -5- Effectiveness/Customer Service Measures -Hours of Service: OFFICE HOURS: Monday-Friday, 8 a.m. -6 p.m., Saturday 9 a.m. -12 p.m. Open hours were modified in 2005 (closed from 6 p.m. -8 p.m.) After hour call service provided by Fire Communicators. 4) }>- }>- }>- }>- }>- }>- }>- }>- }>- }>- }>- }>- Future Directions (Long Term): review and standardize municipal customer service levels consolidation of computer software wherever possible (cash receipts, customer database) improve and continually update Web site on-line payment services partnerships with Municipalities, County, Province and other agencies leading to new opportunities continue to update IT equipment to meet ever-increasing needs internet service provider continued effort to reduce duplication and increase productivity increase parking at facility to meet increasing demands improve inter-office record retention -relocate permanent records serve as resource centre to community customer service training throughout corporation 5) Current Directions (Short Term): 2010 Projects: }>-continued customer service standards policies and procedures }>-continued documentation of business process changes relative to new billing system }>-provide additional web services for customers -Ecare, Ebilling, credit card payments }>-significant contributions in Smart Meter Project }>-customer service training for all staff -provide consistent levels of service }>-improve and continually update Web site as well as web POS }>-increased and improved marketing of services through web page and advertising }>-continued improvements on service delivery }>-standardize and improve internal information systems }>-continue to expand knowledge base within software }>-updates to new resident municipal package }>-increase items offered via the Web }>-service provider for other agencies (i.e. Internet) }>-continue to strengthen existing services through increased cross training }>-track incoming calls by area (ARC, Nortel) Town of Tillsonburg 2010 Business Plan Customer Service Centre -6- }-continue to promote and administer Customer Service (training, workshops, meetings etc) }-continue to work on/change business processes relevant to hydro deregulation (billing, administration) }-continuation of mapping processes and variances; streamline where possible (ARC) }-corporate policies to improve inter-department communications (business process review) }-First Aid, CPR, WHMIS training }-addition of another "Commissioner for Taking Affidavits" Consider how these apply to or impact the program }-creates a higher quality service for customers }-expand knowledge base throughout corporation (ARC) }-providing excellent, consistent customer service throughout corporation }-faster response and tum-around times }-improves public perception }-creates a greater accountability for results }-reduces duplication 6) Key Linkages with Business Plans of Other Programs n The Customer Service Centre is linked to all facets of the corporation. It offers administrative (~ support services to all areas within the corporate structure. This support is available due to fully integrated telephone, radio communication and networked computer systems. The key linkages are as follows: }-operations staff to perform building maintenance functions including housekeeping }-front end support to Corporate Services including Taxes, Building, Planning }-call Centre for Utilities, Works with goals to integrate others }-provide administrative support to Utility operations }-contracted to provide customer service and administrative support services with County of Oxford }-primary cash receipts location for all municipal revenue }-incoming and outgoing mail controls for all municipal areas }-all office equipment and supplies in office are shared with other Customer Service Centre occupants including Building, Planning, Taxes, and Utilities }-co-ordinate advertising initiatives/requirements for Corporation }-co-ordinate corporate internal communications including radio, telephone and Suite Response Service }-administration for Fleet services }-Fire Comm staff provide after hour customer service 7) Program Delivery Plan (a) How is the program delivered now and at what level? u (--\ \ Town ofTillsonburg 2010 Business Plan Customer Service Centre -7- )-hours of operation: 8:00 a.m. -6:00 p.m. Monday to Friday; 9:00 a.m. -12:00 p.m. Saturday )-9 Full time staff, 3 of which are dedicated to utility billing and collections )-1 Manager of Customer Service )-integrated corporate wide telephone system )-radio communications system capable of cross-channelling with all areas )-networked computer systems )-utility billing software -HARRIS NORTHSTAR (implemented 2009) )-municipal accounting package -GREAT PLAINS · )-tax software -DIAMOND )-point of sale and miscellaneous revenue software -CITISERVE )-payment management -CLASS Payment Manager software )-recreation software -CENTRESERVE )-issue processing software -SERVICE (to be replaced in 2008) )-by-law software -ENACT )-building permit software -LRIS )-cemetery software -CEMLITE (current) -NO longer provided Cemetery services )-procedural database -ARC (to be replaced in 2010) )-consolidated corporate mailing system )-commitment to 24 x 7 access via call centre )-contracted meter reading for utility )-utility bills are processed on a daily basis by billing cycles )-internet products and services offered, marketed )-customer service representatives are crossed trained in all applicable administrative support services )-customer service daily workload is split according to staff location with numerous work stations providing different services )-4 of the work stations are located at the front counter, plus 1 wheelchair accessible station (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government )-Utility Billing is subject to provincial legislation )-Oxford County water and sewer rates, water conservation programs (currently none) )-Oxford County restructuring has resulted in service changes )-Gaming Commission defines licensing guidelines )-Ontario Energy Board mandates utility financial controls/measures )-Canada Post Corporation establishes controls on outgoing mail )-Changes in provincial and federal legislation that affects all other departments )-Changes to municipal and county by-laws Town of Tillson burg 2010 Business Plan Customer Service Centre Political Direction Received -8- );> Council for the Town of Tillsonburg provides policy guidelines );> Council committed to providing residents within the Town of Tillsonburg with improved customer service at a lower cost );> commitment to offer 24 hour, 7 day a week access to municipal services Professional Judgement of Staff );> continual efforts should focus around providing higher levels of customer service by equipping staff with the resources and knowledge enabling this to be achieved );> changes to service levels and municipal offerings should be based upon financial assessment and community of interest desires );> identify and address staff training needs as the centre continues to evolve );> continue to determine goals and objectives of the Centre and involve staff in development/implementation process );> research service expansion opportunities (c) Implementation of changes required moving from (a) to (b) );> municipal customer service campaign initiatives );> upgraded technology );> continued staff development through training and educational courses );> continued business processes review 8) Objectives of Program by Year Goals I Objectives Additional Costs (Savings) if Quarter of Expected Annlicable Comnletion Review/Streamline the followin!! manual nrocesses: Building permits Building insnections Sewer insnections Locates Misc invoicing -revenue cantured fnlPOS entrv Business Process review with CRM imnlementation Utility services (contracts, deposit slips, water heaters etc ... ) online submissions and requests for service Service software expansion inclndine:: Active CRM & Knowledge database (reolace Clearframe) Utility billing software (reolace CIS Advanced) Installation ofExeculink software for product orders Other: Imolementation & staff training -Utility Svstem Implementation & staff training-CRM & Knowledge DB Imolementation & staff training -Internet Marketing orogram -Internet/Phone Indentify compliance requirements for Accessibility Regs. OEB regulation -hvdro budget for mat. labour costs from CS Move towards real-time cash receipt posting u ( LJ Town of Tillsonburg 2010 Business Plan Customer Service Centre Improve and continually update Web Page -9 - Unorades to CitiServe -shonning cart/cash management Continue Manning processes and variances in order to improve Investigate future changes-increased office space req'd by other departments (K Batt) Communications training Tender for Photocooiers 9) Human Resources Allocation/Deployment Plan Service FTERe 2007 2008 Manager of Customer Service (I) 1.00 I CSR -Utility Billing (2.5 Full time) 2.50 2.5 CSR (7.5 Full time) 6.5 6.5 CSR -Maternitv Leave Vacation/Sick/Training Coverage -I .5 1.5 Total FTE Requirements 10.5 11.5 Change from Previous Year 0 +I Significant Variances uirements bv Year 2009 2010 2011 I I 2.6 3 6.5 6 0.7 .5 10.7 10.5 -0.8 ~ Implementation and training time needed for new software systems will impact staff overtime significantly and staff coverage requirements ~ Initial training for phone/internet products will affect employee hours and staff coverage required ~ Customer Service salary ~ Vacation entitlements increase due to length of service Training and Development ~ Training for staff on set up, maintenance of new utility software, CRM software, Execulink software products/services to be offered ~ additional Microsoft Office and Windows training ~ Customer service training ~ more access to web programming and revisions ~ First Aid I CPR ~ Health & Safety ~ new cemetery software training ~ Great Plains training ~ cross training in other municipal functions (FireComm) ~ additional call centre training ~ increased internal cross training of duties Town of Tillsonburg 2010 Business Plan Customer Service Centre -10- Performance Management ~ will follow corporate direction on performance management Other issues ~ continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings ~ geographic separation of corporate office and customer service Centre creates difficulty for information and resource sharing 10) Information/Other Technology Plan ~ integrated telephone system, CRM and Internet allows for 24 hour 7 day a week access to municipal services ~ real-time payment processing (barcode machine and software integration with CLass) ~ computerization of manual processes will reduce processing time (Misc AR) ~ complete software integration will eliminate duplication of work (CRM across Corp) ~ upgrades to Class allow us to provide additional services (web pos), and provide improvements to areas such as cash management 11) Other Resources Plan Asset Tvne Number Renuirements Buildin1> 1 Stora1>e snace for records retention Building 1 Building has a very poor HV AC system. This should be looked at and either upgraded, fixed or r~laced. Buildinu Worksnace for PTowing number of emnlovees Asset Tvne Number Conditions Buildinu 2005 -front roofrenlaced Building 1 2004 Upgrades: replaced flooring in front lobby and carpet in customer service office areas, Tax offices, and Planner's office; fresh paint in customer service office areas, including tax offices; new workstations for frontline and back office customer service areas. Building 1 Office Space -Customer Service Centre area -1475 square feet to accommodate at least 9 emnlovees ner dav Buildinu 1 Office Snace -Mail Room -96 snuare feet Buildin" 1 Office Snace -Printer Room -104 souare feet Buildin1> 1 Office Snace -Countv Planner -125 souare feet to accommodate 1 emnlovee Buildinu 1 Office Snace -Tax Denartment-374 sauare feet to accommodate 2.5 emplovees Buildin" 1 Office Snace -Buildin1> Denartment -338 souare feet currentlv accommodatin1> 2 emnlovees Building 1 Office Snace -Board Room -468 sauare feet Eouinment 10 Personal comnuters leased Eouinment 1 HP DeskJet nrinter Enuinment 1 Digital scanner nurchased in 2002 Eouinment 5 Kevboards and cash travs nurchased in 2002 for CLASS POS Eouinment 4 POS kevboards renlaced in 2007 (for front counter kevboards) Enuinment 4 POS Ithaca nrinters renlaced Star nrinters in 2007 Eouinment 1 Heavv dutv shredder nurchased in 2002 Eouinment 1 Fullv intearated nhone svstem nurchased in 1999 Enuinment 1 Toshiba 720 Diuital Conier u () Town ofTillsonburg 2010 Business Plan Customer Service Centre Equipment I Eauioment I Eauioment I Equipment I Equipment I Equipment I Asset Tvne Number Buildiag I Equipment 12 -11- Toshiba 35 Digital Copier -2 year lease began Oct 1106 Canon laser fax machiae leased ia 2002 (bouuht out lease ia 2006) Neooost digital oostage machiae -leased ia 2005 for 60 months Neopost mail folder/iaserter machiae -leased 2005 for 60 months Xerox 640 tvoewriter 2-way radio system, purchased ia 1999, which allows CSR's to communicate with all operations staff-uogrades done 2007 with relocation ofFireComm staff to Fire Hall Reolacement Plans Renovations -front office completed ia 2004 Lease expires for all digital copiers withia the Town TOWN OF TILLSONBURG () 2010 BUSINESS PLAN FLEET lJ Town of Tillsonbnrg 2010 Business Plan Fleet 1) Program Mission Statement: -2- Our vision is to provide safe, reliable fleet maintenance, which is critical to maintaining Operations Services to the customers of Tillsonburg and general public in a cost effective and environmentally safe manner in order to maintain preserve and enhance the quality of life for the town. ~ To provide efficient, cost effective repairs and maintenance to all vehicles and equipment. ~ To eliminate maintenance related breakdowns and failures. ~ To minimize down time on all vehicles and equipment by being pro active when performing maintenance procedures. ~ To minimize returned work by completely doing all necessary repairs every time a unit is in for service. ~ To establish and maintain Preventative Maintenance programs and procedures. ~ To attain maximum life from all parts, attachments, vehicles and equipment. ~ To constantly seek more effective and less costly ways to provide the n appropriate levels of service. F-~ .. )·· ~ To stay abreast of changes in technology and equipment as they affect "· vehicles, equipment and maintenance procedures. ~ To be receptive to suggestions from users and/or customers and evaluate them on their merits. )> To be innovative at all times. 2) Core Businesses: Key Customers ~ Customers ~ Staff ~ Developers ~ Insurance Company ~ Contractors ~ Local businesses ~ Other government departments such as MOE, MNR, LPRCA and MTO. ~ County of Oxford and surrounding Counties. ~ Ingersoll Fire Services ~ Township of Norwich Fire Services ~ Municipality ofBayham Fire Services ~ Municipality of Southwest Oxford Fire Services u (' Town of Tillsonburg 2010 Business Plan Fleet Core Businesses/Services -3- )'> Maintenance of corporate fleet vehicles and equipment for Operations Services, Community Services, Fire Services and Corporate Services. )'> Annual scheduled fleet inspections and performance tests )'> Preventative maintenance procedures )'> Unscheduled minor and major repairs )'> Purchase of capital vehicles and equipment )'> Operate our own Vehicle Licensing Station Non-Core Businesses/Services/ Activities )'> Daily vehicle inspection logs (Circle Checks) )'> Records Management )'> Asset Management )'> Fuel Management, Records and Dispensing )'> Budget for shop tools and equipment for repairing fleet and equipment )'> Annual Vehicle registrations )'> Annual Fleet Insurance Renewal )'> Annual CVOR and clean air emissions compliance (Drive Clean-MTO) )'> Annual surplus vehicle auction Legislated Standards and Guidelines )'> Ministry of Labour )'> Occupational Health and Safety Act )'> Technical Standards and Safety Authority )'> Ministry of Environment and Energy Requirements. )'> Ministry of Transportation Ontario requirements. )'> Highway Traffic Act )'> Canadian Motor Vehicle Safety Standards )'> Canadian Standards Association. )'> Manufacturers Shop Manuals for vehicles )'> NFP A Standards -Performance and Maintenance Standards )'> ULC )'> NAEVT-National Association of Emergency Vehicle Technicians )'> Ontario Municipal Fire Departments Mechanical Officers Association )'> Fire Protection and Prevention Act )'> Ontario Fire Marshal Town of Tillson burg 2010 Business Plan Fleet Program Map -4- Fleet / ---------Repairs I Preventative Maintenance I Replacements I Shop Equipment I Fuel & Oil I Contractors Other Services I Other Municipal Fire Fleets u f' ( ' \.., _/ Town of Tillsonburg 2010 Business Plan -5- Fleet 3) Performance Measures: Measure 2008 2009 2010 Actual Actual Projected Output Measures -quantity No. of Light Vehicles< 1 Tonne 21 21 20 No. of Medium Vehicles >1<4.5 Tonne 8 8 8 No. of Heavy Vehicles> 4.5 tonnes 14 14 14 Number of pieces Light Equipment 54 54 54 Number of Off Road Equipment 21 21 21 Number of Attachments 28 28 28 Number of Trailers 11 11 11 Number of Generator units 15 15 15 Total units 172 172 171 Efficiency Measures (Cost per Unit)* Avg. Maintenance cost per unit: Light $3,674 $3,610 $3,600 Avg. Maintenance cost per unit: Medium $4,278 $5,779 $5,700 Avg. Maintenance cost per unit: Heavy $9,659 $13,270 $13,000 Avg. Maintenance cost per unit: Misc $1,360 $1,635 $1,600 Effectiveness/Customer Service Measures Accidents due to mechanical failure 0 0 0 Accidents due to driver error 1 3 0 Vehicle breakdowns in field 3 1 0 *MAINTENANCE COSTS WILL VARY WITH THE AGE OF THE EQUIPMENT 4) Future Directions (Longer Term): ~ Continue to pursue contracting in maintenance work ~ Maintain a preventative maintenance program ~ Maintain a replacement reserve plan for all major vehicles and equipment 5) Current Directions (Shorter Term): ~ Maintain a shop equipment acquisition/replacement program ~ Maintain mechanics' training to keep up to date on changes and developments affecting fleet maintenance ~ Pursue contracting in other maintenance work ~ Continue to automate maintenance records Town of Tillson burg 2010 Business Plan Fleet -6- 6) Key Linkages with Business Plans of Other Programs > Fire Services -Equipment Maintenance Program > Operations Services -Equipment Maintenance Program > Corporate Services -Equipment Maintenance Program > Facilities -Building Maintenance & Capital Plan 7) Program Delivery Plan (a) How is the program delivered now and at what level? > Repair shop operation reports to the Fleet Manager overseen by the Director of Operations > One Class 'T/S' Heavy Equipment Mechanic with Diesel Endorsement, Master Emergency Vehicle Technician "EVT'' certification, Propane and Natural Gas certifications , A!C Endorsement, TSSA Site Operator Certification for Private Fuelling Station > One Class 'S' Light Vehicle Mechanic > One Fleet Assistant > Hours of Operations > 7:00 a.m. to 4:00 p.m. daily Monday to Friday. n > Overtime as required for winter maintenance and emergencies f~ (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Political Direction Received > Council for the Town of Tillsonburg, policies and guidelines. Professional Judgment of Staff > To work with customers to ensure the best possible service is delivered at the appropriate level. > Vehicle replacement schedule aids the budgeting process and allows for planned vehicle replacements > Continue the fleet maintenance standard and PM Program > Existing stafting level now allows for cost effective procedures and we are now keeping current with record keeping and billing for external work. The Fleet Assistant is very active in competitive parts pricing and additional service client acquisitions. Provincial and Federal Regulations > Maintenance, inspections and repairs are completed to the full compliance of the Highway Traffic Act and the Canadian Motor Vehicle Safety Standards u {' Town of Tillson burg 2010 Business Plan Fleet -7- 8) Key Goals/Objectives of Program by Year • Attract additional emergency equipment maintenance contracts • Perform more body building and manufacturing in-house as apposed to outside contractors • Attract additional maintenance contracts from area municipal fleets such as Ingersol! and Oxford County 2010 Goals/Objectives Additional Costs (Savings) if Applicable Quarter of Expected Completion Maintain the funding for equipment replacement Purchase vehicles & equipment Seek additional municipal maintenance contracts Cost savings resulting from parts acquisition using staff Fleet Assistant to source best pricing Cost savings resulting from warranty reimbursements using staff Fleet Assistant to submit for warranty claims and documents Cost savings resulting from adjustment of parts stocking levels and returns of overstock and obsolete parts by staff Fleet Assistant 4th AM Fund ($5,000) 4th ($10,000) 4th ($5,000) 4th ($1,000) 4th Town of Tillsonbnrg 2010 Business Plan Fleet 2011 Goals/Objectives Maintain the funding for equipment replacement Purchase vehicles & equipment Seek additional maintenance contracts -8- Additional Costs (Savings) if Applicable Quarter of Expected Completion 4' 4 !st 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2007 2008 2009 2010 2011 Fleet Services -general 2.0 2.0 2.0 2.0 2.0 Other Services O* .5 1.0 1.0 1.0 Total Program FTE Requirements 2.0 2.5 3.0 3.0 3.0 Change from Previous Year 0 0.5 0.5 0 0 *See explanation in Significant Variances below Significant Variances ~ Fleet management position is being performed by the Senior Mechanic as well as the duties of the Senior Mechanic ~ The full-time Fleet Assistant is used for data entry into Shopkey work order and stock manager programs, sourcing best pricing for stock and supplies, control of existing parts stock including lowering of current stock levels and return of obsolete parts as well as fuel management data requirements (mandated by the TSSA). Additional savings in man-time expenditures and cost savings in parts acquisitions have been realized n u (\ ' ) Town of Tillson burg 2010 Bnsiness Plan Fleet -9- Man-time Expenditures without Fleet Assistant FLEET MANAGER HOURLY MANTIME EXPENDITURES Working HRS/Month) •Administrative ( Fleet Managen Phone, Email, Meetings) •Fuel Reporting •Work Orders •Filing (Work Orders, Invoices, E1 •Mechanical Duties FLEET MECHANIC HOURLY MANTIME EXPENDITURES (Based on 160 Working HRS/Month) •Work Orders •Health & Safety, MSDS, WHIMIS •MISC Exp. (Picking up parts, Supplies, Ordering Parts, Picking up Vehicles for Repairs, Etc. •Mechanical Duties Town of Tillson burg 2010 Business Plan Fleet -10- Current Man-time Expenditures with Fleet Assistant FLEET MANAGER HOURLY MANTIME EXPENDITURES with Fleet Assistant (Based o Working HRS/Month) •Administrative ( Fleet Management, Phone, Email, Meetings) •Fuel Reporting •Work Orders •Filing (Work Orders, Invoices, Etc.) •Mechanical Duties FLEET MECHANIC HOURLY MANTIME EXPENDITURES with Fleet Assistant (Based on 160 Working HRS/Month) •Work Orders • Mechanical Duties n (\ ' --- Town of Tillson burg 2010 Business Plan Fleet -11- HOURLY MANTIME SAVINGS PER MONTH WITH FLEET ASSISTANT Conclusion •Fleet Management - Administration •Fleet Management -Work Orders •Filing (Work Orders, Invoices) •Fuel Reporting •Fleet Mechanic -Work Orders •Health & Safety, MSDS, WHIMIS •Parts, Supplies & Inventory Control Implementing the full-time Fleet Assistant working 160 hours per month has resulted in 95 hrs per month savings for the Fleet Manager and 65 hrs per month savings for the Fleet Mechanic. Total man-time savings for YTD 2009 totaled 630 hours by the Fleet Assistant resulting in a direct cost savings of$21,735.00 in saved shop time. These time savings have allowed the mechanical staff to apply these saved hours directly to productive shop labour hours and have allowed us to increase our availability to seek additional maintenance contracts with neighboring Municipalities. Additional savings have been realized by having the Fleet Assistant source best pricing for parts and supplies and downsizing current stock levels. By shopping around and negotiating best prices for parts and supplies, $8,150.00 was saved in purchases and by reducing our parts inventory, $2,950.00 in parts were returned for credits. Total cost savings for the year totaled $32,835.00 thanks entirely to the Fleet Assistant. These cost savings are based on 9 months of full time expenses as the Fleet Assistant did not join Fleet Service: until April of2009. Wage expenses forthe 9 months of fleet service work totaled $28,926.00 minus the total savings of$32,835.00 results in a total net savings to the department of($3,909.00). These savings will be increased in fiscal year 2010 as staff will be in the Fleet Services Department for a full 12 months allowing us to further expand our external customer list and solicit Woodstock Fire Services, Brant County Fire Services and Malahide Fire Services. Total labour cost savings for 2010 will be 160 hrs per month times our shop labour rate of$34.50/hr which will equate to $66,240.00 External revenues from current Fire Department customers totaled $19,000.00 from May/09 to Oct/09. External revenues for 2010 will be $3 8 -$40,000 based on our existing client list. Additional service contracts will result in additional revenues Town of Tillsonbnrg 2010 Business Plan Fleet Performance Management -12- )> Will follow corporate direction on performance management. Other issues > Continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings and if approved by Council, 10) Information/Other Technology Plan > Corporate Training as required for software updates and new programs as approved. > Worktech software modules for asset management. > Shopkey software modules for Fleet repairs and parts inventory 11) Other Resources Plan Asset Type Fleet Shop Equipment Property Number Requirements/Condition/Replacement Plans See attached schedule Shop equipment is up to date, no additions required See Facilities Plan u LJ Town of Tillsonburg 2010 Business Plan Fleet -13- 2010 Fleet requirements: Asset Management Plan Priority Unit Year Division Unit Type Replace With 1 61 1998 Roads Snowplow/sander Same 2 34 1999 Building Pickup Hybrid Pickup 3 39 1997 Building Pickup Hybrid Pickup 4 89 2000 Parks Mid-size tractor Same 5 95 1998 Roads Trackless broom Same 6 232 1986 Hydro Flatbed trailer Same 7 112 1991 Roads Chipper Same 8 38 1998 Fire Crown Vic Hybrid SUV 82 1995 Roads Road grader Same 42 1990 Fleet Service Truck Same Total New Additions to Fleet to be Approved By Council Priority Division Unit Type 1 \Nater/Hydro/Roads HydroVac/valve turner trailer mounted 2 Roads Snowplow/sander/anti-icing unit 3 Roads Trackless sidewalk tractor 4 Roads Trackless snowblower attachment 5 Roads Trackless sander box attachment 6 Roads Trackless angle broom attachment New Additions Total Cost 249,258 49,805 49,805 59,703 7,500 9,417 84,342 49,000 Moved to 2011 Moved to 2011 $558,830 Estimated Cost 65,000 249,500 133,000 9,500 6,500 7,500 $471,000 n e u () u TOWN OF TILLSONBURG 2010 BUSINESS PLAN MUNICIPAL FACILITIES Town of Tillsonburg 2010 Business Plan Municipal Facilities 1) Program Mission Statement: -2- Our vision is to provide quality facilities and properties for Town staff and other customers of Tillsonburg in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality of life for the town. 2) Core Businesses: Key Customers ~ Town staff ~ Tenants ~ Tillsonburg Tri-County Agricultural Society ~ Other government departments such as, MOEE ,MNR, LPRCA and TSSA. ~ Other Municipalities. ~ Corporation Authorities &staff from other departments. ~ Local residents of all ages ~ Public ~ Boards of Education ~ Service Clubs ~ Local Businesses ~ Council Core Businesses/Services ~ Corporate Offices ~ Public Library ~ Museum ~ Airport ~ Operation Services ~ Special Events Centre ~ Public Works ~ Fire Station ~ Police Station ~ Fair Board Buildings ~ Other Properties and Facilities as directed ~ Elliott Fairbairn ~ Customer Service n 0 u (-; Town of Tillsonbnrg 2010 Business Plan Municipal Facilities Non-Core Businesses/Services/Activities > Public Education > Safety Training (EUSA) -3- > Assistance to Local Schools and other groups > Future Needs Town of Tillsonbnrg 2010 Business Plan Municipal Facilities Legislated Standards and Guidelines ~ Town ofTil!sonburg By-laws. ~ Ontario Fire Code ~ Ontario Building Code -4- ~ Ontario Recreational Facilities Association ~ Ontario Provincial Standard Specifications and Drawings ~ Technical Standards and Safety Association ~ Occupational Health and Safety Act ~ Ministry of Labour ~ Public Health Department n u Town of Tillson burg 2010 Business Plan Municipal Facilities Program Map -5- Municipal Facilities (_-~ ~'',-----------------<--~------'-------------~----~ Corporate Special Even s Centre u Customer Service Centre Public Works/ Fleet Services Fire Station Fair Board Bui dings Police Station Library Elliott Fairbairn Centre Airport Museum Town of Tillsonburg 2010 Business Plan Municipal Facilities 3) Performance Measures: Measure Output Measures - Calls received for assistance Suite Response issues Efficiency Measures Average response times 4) Future Directions (Longer Term): -6- 2009 2010 12 10 );> Continue to meet evolving needs of Town staff 2011 10 );> Provide operational support of all Town ofTillsonburg owned buildings );> Strive to continually improve communication and co-operation with Town staff and tenants );> Continue to work with maintenance providers and contractors to provide support services );> Review life cycle for all major component including HY AC, building renovations etc 5) Key Assumptions, Priorities and Trends (Shorter Term): );> Review potential energy savings with new technology );> Review maintenance contract and coordinate savings where possible );> Research potential savings on bulk purchasing of facilities supplies );> Continue staff training for cross utilization between buildings n 0 u c ) u Town of Tillsonburg 2010 Business Plan Municipal Facilities -7- 6) Key Linkages with Business Plans of Other Programs );> Corporate );> Annandale National Historic Site & Museum );> Special Events Centre );> Police );> Fire );> Library );> Customer Service Centre );> Operations Department );> Fleet );> Building );> Provision of Health & Safety Training for Corporate Staff 7) Program Delivery Plan (a) How is the program delivered now and at what level? );> Overseen by the Manager of Parks and Facilities );> 7:30a.m. to 4:30 p.m. );> Parks and Facilities Foreman as required );> 5 Facility Operators );> Monitor Contract Housekeeping for other buildings where feasible ( CSC, Works, Corporate, Fire, Museum, Library, Police) (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? );> Coordinate sharing of resources between departments );> Life Cycle of buildings and equipment );> Energy saving potential Changes Mandated by Other Levels of Government Political Direction Received );> Council for the Town of Tillsonburg, policies and guidelines. Town of Tillson burg 2010 Business Plan Municipal Facilities -8- 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Continually work with these groups to provide safe and well maintained facilities for all Town of Tillsonburg staff and tenants. 2011 Goals/Objectives Continually work with these groups to provide safe and well maintained facilities for all Town of Tillsonburg staff and tenants. Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable Quarter of Expected Completion Quarter of Expected Completion 9) Human Resources Allocation/Deployment Plan Service Full Time Management Full Time Maintenance Total Program FTE Requirements Change from Previous Year 2009 .1 .1 .20 FTE Requirements by Year 2010 2011 2012 .1 .1 .1 .1 .20 .20 {', \, __ ,/ u (' ,_j) l : j Town of Tillson burg 2010 Business Plan Municipal Facilities Significant Variances -9- Jo> Review of current resources and mandate for facilities services Training and Development Jo> Facility Maintenance Courses Jo> Equipment Training Courses Jo> Equipment Operator Training Jo> Health & Safety Ji> WHMIS Jo> First Aid Jo> CPR Jo> Additional Microsoft Office Training. Jo> New Utilities Software training. Jo> Lotus Notes Training. Jo> Suite Response Training Jo> Attend seminar, workshop and conferences to maintain current level of technology and education. Performance Management • Will follow corporate direction on performance management. Other issues • Will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings. 10) Information/Other Technology Plan • Upgrade software and hardware requirements in accordance with Corporate Administration IT Plan • Add a computer terminal for employee email access as required • Research and invest in asset management equipment and life cycle costing audits or technology Town of Tillson burg 2010 Business Plan Municipal Facilities -10- Tillsonburg Police Station Civic Address: 90 Concession Street, Tillsonburg Year of Construction: 1993 Square Footage: 14,000 sq.ft. Fire Alarm: Edwards ESA-2000 Roof: EPDM (rubber roof with ballast) -2004 roofing report available Boilers: AO Smith Gas Fired installed in 1993 Water Heater: 1993 AO Smith 200 gallon Emergency Generator: Original in 1993 Sprinkler: Wet System Water Softener: 1993 Space Humidifier: Nortec AlR FOG installed in 2001 Carbon Monoxide Detector: Armstrong gem 1022 installed in 2003 HV AC units: 3 Carrier rooftop units with additional hydronic heating Short Term Capital -5 years No major short-term requirements -facility in decent shape Some minor items may be present in Police Business Plan Flooring and surfaces updated as required Long Term Capital Roof replacement in the next 8-10 years with a different style researched and implemented. HV AC units reviewed and suggested for replacement in 8-10 years n (~) u ( ) l ; j Town of Tillsonburg 2010 Business Plan Municipal Facilities -11- Town of Tillsonbnrg lOlO Business Plan Municipal Facilities -12- n () u c \ Town of Tillsonburg 2010 Business Plan Municipal Facilities -13- Tillsonburg Special Events Centre Civic Address: 60 Cedar Street, Tillsonburg Year of Construction: 1965 Square Footage: 70,000 sq. ft. Type: Warehouse/ Office Space Electrical: 800 amps. 250 volt 3 phase power. Uses: Craft Shows, Community Festivals, Home Shows, Private Socials Fire Alarm: Edwards EST Quick Start Emergency Monitoring: ISW Systems Roof: Metal deck installed in 1965 Boiler: Napanee Gas fired boiler -original Heaters: 6 pneumatic controlled heaters -installed in 1965 Space Heaters: 3-40 years old Office Furnaces: 2-30 years old Water Heater: AO Smith gas fired installed in 1985 Sprinkler: Wet System and Dry System installed in 2004 Water Softener: Myers installed in 1998 Other Major life safety work performed in 2004 Short Term Capital -5 years Review energy consumption in concert with new units to achieve energy savings ( winterize facility) Review and replace surfaces in office areas and hallways as budgets permit Town of Tillsonburg 2010 Business Plan Municipal Facilities -14- Long Term Capital Replace additional heating systems Review roofing again for possible replacement r.·, \j u (\, \ Town of Tillson burg 2010 Business Plan Municipal Facilities -IS- Town of Tillsonburg 2010 Business Plan Municipal Facilities -16- Tillsonburg Annandale Museum Civic Address: 30 Tillson Avenue, Tillsonburg Year of Construction: Annandale House 1887 but restored in 1982 Museum 1989 Square Footage: sq. ft. Type: Museum I Restored Home I Office Space Electrical: 800 amps. 250 volt 3 phase power. Uses: Museum, Educational Opportunities, and Private Socials Fire Alarm: Emergency Monitoring: Updated ADT System Roof: Museum-Hot asphalt/gravel installed in 2002 Annandale House- Boiler: VIESSMANN Gas fired boiler-Qty 2 15 years old Heaters: 6 pneumatic controlled heaters -installed in 1965 Additional HV AC: Carrier Rooftop Qty 2, Attic Supplementary Heat, Humidifiers: Nortec in-line Humidifiers Qty 3 Water Heater: John Wood 60 gal Electric installed in 1989 Elevator: Skyline Elevator with Monthly PM program with Skyline Water Softener: NovaTek install in 1999 Auxiliary Power: Yes battery back up for Fire and Security Short Term Capital -5 years As per Museum Business plan Surface treatment in New Museum area Install barrier free doors from door equipment from Library Long Term Capital Restore or Build additional storage Refer to Museum Business Plan n u () (_j Town of Tillson burg ZOIO Business Plan Municipal Facilities -17- Town of Tillson burg 2010 Business Plan Municipal Facilities -18- n (~: u (. ~ Town of Tillson burg 2010 Business Plan Municipal Facilities -19- Town of Tillsonburg 2010 Business Plan Municipal Facilities -20- u r', ' \ I l) Town of Tillsonburg 2010 Business Plan Municipal Facilities -21- Tillsonburg Customer Service Centre Civic Address: 10 Lisgar Avenue, Tillsonburg Year of Construction: Built in 1980 Square Footage: 18,985 sq. ft. Type: Workshop I Storage I Garage Bays Electrical: Uses: CSR & Engineering office space, PUC workshop Fire Alarm: Not needed in this building Emergency Monitoring: ISW Roof: 1 Section Hot asphalt/gravel installed in 1999 Remainder Hot asphalt I gravel original Boiler: Baxi Boiler install in 2007 Heaters: Direct gas fued space heaters in bays -installed in 1980 Additional HV AC: Replaced in 2008 all new gas fired units with economizers. Water Heater: GSW 60 gal Electric installed in 1980 Auxiliary Power: Interior generator Short Term Capital -5 years As per CSC Business plan Surface treatment in Office areas Lighting replacement Roof replacement as per roofing report Update kitchen and fixtures Long Term Capital Refer to CSC Business Plan Town of Tillsonburg 2010 Business Plan Municipal Facilities -22- u (\ u Town of Tillsonburg 2010 Business Plan Municipal Facilities -23- Town of Tillson burg 2010 Business Plan Municipal Facilities -24-n 8 u (-) u Town of Tillsonburg 2010 Business Plan Municipal Facilities -25- Tillsonburg Fire Hall Civic Address: 80 Concession East, Tillsonburg Year of Construction: Built in 1979 Square Footage: 5700 sq/ft. Type: Fire Hall, offices, garage bays, meeting room Electrical: 240-volt single phase. Uses: Fire I Ambulance home base Fire Alarm: No Emergency Monitoring: No Roof: Steel Metal Deck Boiler: Weil McLain Gas fired boiler -Installed in 2000 Bay Heaters: 3 of Gas Fired Space Heaters -original Additional HV AC: 3 window Air conditioners Humidifiers: No Water Heater: GSW Gas 30 gallon -original Elevator: No Water Softener: No Auxiliary Power: Yes -Diesel generator for O/H doors and administration offices Short Term Capital-5 years As per Fire Department Business plan Review of future space needs and changes to facility Surface treatment in Fire Hall area Roof.repair work at exhaust stack locations (3) Exhaust fansN entilation in Garage Bay areas Address Air Quality Issues in Offices and Training rooms Address Slip Hazards on Wagon Floor - Address Accessibility issues Time controls and safety stop/recall on overhead doors -Thermal and safety considerations Town of Tillsonbnrg 2010 Business Plan Municipal Facilities -26- Long Term Capital Storage for Antique Fire Apparatus Refer to Fire Department Business Plan and future Master Plan Create additional office space Replace Boiler and Heating system Refer to fleet for Vehicle needs Continue to monitor status of Building walls and foundation n u Town of Tillsonbnrg 2010 Bnsiness Plan Mnnicipal Facilities -27- Town of Tillson burg 2010 Business Plan Municipal Facilities -28- n () lJ Town of Tillsonbnrg 2010 Business Plan Mnnicipal Facilities -29- Town of Tillson burg 2010 Business Plan Municipal Facilities -30- n 8 u Town of Tillson burg 2010 Business Plan Municipal Facilities -31- Tillsonburg Library Civic Address: 2 Library Lane, Tillsonburg Year of Construction: 1974 Square Footage: 8000 sq. ft. Type: Library and office space Electrical: 200 amps. 250 volt 3 phase power. Uses: Library, office, archive storage Fire Alarm: No Emergency Monitoring: ISW Roof: Hot asphalt/gravel Redone by Smith Peat in 2001 Boiler: Ray PakGas fired boiler -Original Heaters: Additional in-line heat rads HV AC: York rooftop A/C unit -original equipment Humidifiers: No Water Heater: GSW Gas Fired 40 gallon -original Elevator: No Water Softener: No Auxiliary Power: No Short Term Capital -5 years As per Library Business plan Surface treatment in Library area Addition of Fireplace in Reading area Address accessibility as part of a 2009 trillium Grant Addition of Mezzanine I 2"d floor Expand to Rear of Building lj Refer to Library Business Plan Long Term Capital Town of Tillson burg 2010 Business Plan Municipal Facilities -32- n 8 u () Town of Tillson burg 2010 Business Plan Municipal Facilities -33- Town of Tillsonburg 2010 Business Plan Municipal Facilities -34- n E3 u ( ) Town of Tillson burg 2010 Bnsiness Plan Municipal Facilities -35- Town of Tillsonburg 2010 Business Plan Municipal Facilities -36- 8 u ( Town of Tillsonbnrg 2010 Business Plan Mnnicipal Facilities -37- Tillsonburg Public Works Department Civic Address: Spruce Street, Tillsonburg Year of Construction: 1976 Square Footage: 3260 sq. ft. Type: Works Department, offices, garage bays Electrical: 250 volt 3 phase power. Uses: Garage Bays, equipment storage, home base for Public Works Fire Alarm: No Emergency Monitoring: ISW Roof: Hot asphalt/gravel with 2 sections original and one section replaced in 2001 Boiler: No Heaters: Garage -5 direct fired gas space heaters Mechanics Bay -New Radiant Heat system Additional HV AC: Carrier Rooftop replaced in 2006 Humidifiers: No Water Heater: Office and adrnin-GSW 240 volt electric 270 Litre installed in 2003 Mechanics bay -GSW 240 volt electric 40-gallon original in 1976 Elevator: No Water Softener: No Auxiliary Power: Portable trailer mounted unit Irrigation: Front Lawn (Rain Bird Unit) Short Term Capital -5 years As per Public Works Business plan Modify Hook up for Generator for Fuel Pumps and Garage Bays Examine air quality in new Mechanics bay re: non-functioning Co/Co2 sensors Garage Door replacement Town of Tillsonburg 2010 Business Plan Municipal Facilities -38- Long Term Capital As per Public Works Business Plan n e u \ Town of Tillsonburg 2010 Business Plan Municipal Facilities -39- Town of Tillsonburg 2010 Business Plan Municipal Facilities -40- Tillsonburg Facilities -Airport Originally built in 1941 Total Airport Acreage: Total Acreage in use: Office: 620 Acres 240 Acres Existing office is approximately 50 years and was moved to location in 1971 from a used car dealership, size is 24X28 with not much insulation and poor windows. Plan to replace in 2009 or 2010. HV AC: Original electric heater Electric forced air furnace with condenser coil on roof for A/C. Furnace appears to be approximately 25 years old or more with the A/C unit about the same vintage. There does not appear to be any air filtration system on the furnace. Has been serviced by TEAR Systems in the past. Water and Sewer: Hot water tank is an Electric 40 gallon that was purchased in 1986. There is a septic tank that may have to be looked at in the near future. Water is supplied via Well. Security: Monitored by ISW. Hanger: New hanger built in 2004 Size is 48 X 52 with a dirt floor. u () Town of Tillson burg 2010 Business Plan Municipal Facilities -41- Town of Tillson burg 2010 Business Plan Municipal Facilities -42- n u () u TOWN OF TILLSONBURG 2010 BUSINESS PLAN ENTERPRISE SERVICES Town of Tillson burg 2010 Business Plan Enterprise Services 1) Program Mission Statement: -2- Our vision is to provide Electrical, Water and Sanitary services to the customers of Tillsonburg & others outside the Town in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality of life. We also provide quality Fiber services within the Town. 2) Core Businesses: Key Customers > Customers. > Developers > Lawyers > Contractors > Consulting Engineers > Planners > Surveyors > Sales personnel > Local businesses > Other Utilities such as Hydro One, Bell Telephone, Union Gas, and TV cable, etc. > Other government departments such as OEB, IMO, MOEE, MNR, LPRCA, MTO. > Other authorities such as Railway Company. > County of Oxford and surrounding Counties. > Other Municipalities. > Real estate agents. > Corporation Authorities staff from other departments. Core Businesses/Services > Street-lighting, Traffic signals > Fores try services > Electrical Distribution & Services design & construction > New Construction in Subdivisions > Contract Construction Services to Bell Canada, Rogers Cable-systems, Private Owners, Other Municipalities, > Fibre Optics Services Non-Core Businesses/Services/ Activities > Public Education > Christmas Decorations > Flags, Banners and Special Events for BIA and service clubs > Records Management n u u Town of Tillson burg 2010 Business Plan Enterprise Services Legislated Standards and Guidelines > Ontario Energy Board (OEB) -3- > Independent Market Operator (IMO) > Ontario Electrical Code > Canadian Safety Association (CSA) > Electrical Distributors Association (EDA) > Electrical Safety Authority (ESA) > Electrical Utilities Safety Association.(EUSA) > Construction Verification Program (ESA) > Ontario Provincial Standard Specifications and Drawings (OPSD and OPSS) > Ministry of Environment and Energy Requirements. > Ministry of Transportation Ontario requirements. > Town ofTillsonburg By-Laws. > County of Oxford. > Canada and Ontario Building code. > Municipal Engineering Manual and design guidelines. > Manual of Uniform Traffic Control Devices > Streetlight Design Manual > Railways Crossing Guide Line Town of Tillsonbnrg 2010 Bnsiness Plan Enterprise Services Program Map -4- Enterprise Services - ~ ------General Services I Water heater Rentals I I Sewer Camera Work &Repairs I Water repairs General Services I Electrical Distribution Services I Fiber Optic Services Sentinel Lighting & Street Lighting Electrical repairs Storm Assistance Joint Utility Servicing (MTO, Bell, Cable TV. Union Energy) Traffic Signal Maintenance n I u (\ ( \ G Town of Tillsonbnrg 2010 Business Plan -5- Enterprise Services 3) Performance Measures: Measure 2006 2007 2008 2009 2010 Output Measures -quantity No. Traffic Signals Maintained 13 13 13 13 No. Street lights maintained 2533 2551 2626 2626 Km.-3 Phase conductors 88.35 88.9 71.42 71.42 (overhead+ underground) Km.-Single Phase conductors 62.6 70.9 84.41 84.41 (overhead + underground) Km.-Underground Conductors 49.3 51.5 54.53 54.53 Km.-Overhead Conductors 101.65 101.25 101.3 101.3 Total Circuit Kilometers of Line 150.99 152.8 155.83 155.83 4) Future Directions (Longer Term): General discussion of direction that program is heading in future years such as: • Work with Hydro One to review transformer capacity at Tillson Ave. site. Looking at long range planning power projections to ensure adequate supply of electricity for existing and new customers. 5) Key Assumptions, Priorities and Trends (Shorter Term): Summarize those factors that have governed the development of the business plan such as: • • • • • • • THI Corporate Strategic Plan Implement re-lamping program on a quadrant basis for street-light Review and Implement Fibre Optic Communications systems (COIN or others) Implementation of Fiber Optics within Town Limits Continued proficiency and safety training to keep pace with technology Investigate diversify operations to provide other utility services such as locating and other installations on a cost recovery basis Master Service Agreement -Tillsonburg Hydro Inc. -annually . Town of Tillson burg 2010 Business Plan Enterprise Services -6- • • • • • Smart Meter implementation to be completed 4th Quarter 2010 to meet July 2011 "TOU" numbers. Voltage conversion planning & projects -voltage conversion work will continue annually for 5-10 more years so as to minimize line losses and save money. Working as part of the South West LDC consortium, a joint application will be put together to ensure we get a share of the CDM provincial $400 million dollar fund. Future direction of hydroelectric power and other renewable sources of power. Pursuit of" Zero Quest " 6) Key Linkages with Business Plans of Other Programs • • Provide staff to change outside lighting in other facilities. (Implemented) Provide support services to tree maintenance program (Implemented) 7) Program Delivery Plan (a) How is the program delivered now and at what level? • Overseen by Operations/Utility manager • Hours of Operations • 7:30 a.m. to 4 p.m. daily Monday to Friday • On Call 2417 • Electrical foreman • 7 Linesmen • Hydro Operations Technologist • 1 Meter technician • 1 Service man • 1 General Laborer • 1 Purchasing Agent • 1 Operations Regulatory Affairs Manager (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government Political Direction Received • Council for the Town of Tillsonburg direction • Tillsonburg Hydro Inc. n 8 u Town of Tillson burg 2010 Business Plan Enterprise Services Professional Judgment of Staff -7- • Implementation Coin Network Agent for Tillsonburg • Identify the staff training and address its need. • Enter Fiber Optic Market ( c) Implementation of changes required moving from (a) to (b) • Attendance of seminars and staff training • To partnership with other Utilities and to provide them with our construction services. •Hydro Inc. set up booth at 2010 Home Show • Re: Smart Metering, CDM Programs and others 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Mass Smart Metering Implementation Memorandum of Understanding with Tillsonburg Hydro Performance Management Additional Costs (Savings) if Applicable • Will follow corporate direction on performance management. Other issues Quarter of Expected Completion 4th 2nd • Will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings. Town of Tillsonburg 2010 Bnsiness Plan Enterprise Services -8- 10) Information/Other Technology Plan • Internet access allows for immediate file download drawing file to the computer instead by mail • Internet access will allow communication with other utilities to develop the drawing and map and data sharing. • Upgrade software and hardware requirements. • Links up County for data (LRIS) e u TOWN OF TILLSONBURG 2010 BUSINESS PLAN FIRE SERVICES and the COMMUNITY EMERGENCY MANAGEMENT PROGRAM Town ofTillsonburg 2010 Business Plan Fire Services 1. Program Mission Statement: -2- Mission Statement We will be responsive to the needs of the community through the delivery of a focused fire protection and prevention program based on a continuum of risk assessment, targeted public education and prevention initiatives and in the case of an emergency, promptly respond with a highly trained and motivated fire suppression team, ensuring that Tillsonburg will be regarded as a premiere and safe community in Ontario in which to live, work and visit. Our Guiding Principles: We believe in S urrounding our Customer with Service _JI_ ccountability through performance measures P ostering open communication and collaboration P, ducating the public to preserve life and wellness q' he promotion of honesty, integrity and fairness <Yes, ''we are here to serve you." n u () Town of Tillson burg 2010 Business Plan Fire Services 2. Core Businesses: 2.1 Key Customers Residents of Tillsonburg Residents outside Tillsonburg for Mutual Aid service Realtors Lawyers Commercial property owners Industrial property owners Income property owners Community organizations Building contractors Architects Oxford County O.P.P. Oxford County EMS Crown attorney Prosecuting attorney County of Oxford 2.2 Core Businesses/Services 2.2.1 Public Education Public education practices, including: ~ Distribution of public education material in the community. ~ Facilitating smoke alarm initiatives ~ Facilitating home escape planning initiatives ~ Program evaluation and validation ~ Providing access for media ~ Delivery of specialized programs including: -3- Office of the Fire Marshal Other Provincial Ministries Insurance Advisory Organization Educators Social workers Board of Health Area Fire departments Developers Fire protection equipment installers Fire Chief Chief Building Official Planner Elected officials CAO Directors Firefighters o Learn Not To Burn o Fire Safety House o Hazard House o Older and Wiser o Alarmed For Life o Risk Watch o TAPP-C o Baby Sitter Courses o Fire safety talks to groups o Fire station tours & lectures Town of Tillsonburg 2010 Business Plan Fire Services -4- Core Businesses/Services continued 2.2.2 Fire Prevention ;... Selection of appropriate programs ;... Role of chief frre official ;... Role of assistant to fire marshal re prevention ;... Input into frre prevention policy development ;... Code development input ;... Development offrre prevention by-laws ;... Inter-action with building department ;... Inter-action with other government agencies ;... Inspection practices, including o Complaints inspections o Requested inspections o Conducting routine inspections per frre prevention policy o Dealing with code compliance issues (mandated) o Preparing reports and issuing written responses to requests ;... Enforcing municipal by-laws ;... Preparation for and appearances in court ;... Issuing permits ;... Fire investigation practices, including o Determining cause and origin o Assessing code compliance o Assessing fire suppression effectiveness o Determining compliance with building standards o Determining effectiveness of built-in suppression features o Interacting with OFM investigators o Interacting with Police investigators o Supporting criminal prosecutions o Consulting with police and other agencies o Providing forensic services ;... Plans examination and approval practices, including o Examining and approving new construction plans o Examining and approving renovation plans o Reviewing and approving sub-division/development agreements o Reviewing and approving site plans Providing on-site inspection of approved plans to determine compliance ;... Systems checking, testing and approval ;... Compile, analyze and disseminate functional statistics ;... Consultation with architects, engineers, planners, contractors and building trades n u (' c-; Town of Tillson burg 2009 Business Plan Community Emergency Management Core Businesses/Services 2.2.3 Suppression -5- )-Basic firefighting -no expected rescue component )-Structural firefighting including rescue )-Vehicle firefighting )-Grass, brush, forestry firefighting )-Mutual aid )-Vehicle accidents )-Vehicle extrication )-Transportation incidents involving vehicles, trains and aircraft )-Water and ice -shore based )-Public assistance )-Ambulance assistance )-Police assistance )-Public utilities assistance )-Community emergency plan participation )-Urban search and rescue (light only) ~ Role as assistant to fire marshal re suppression 2.2.4 Fire Administration )-Planning & growth practices, including o Master planning o Evaluating programs and services o Projecting station locations and reallocations o Determining staffing levels and assignments )-Coordinating with other emergency services )-Coordinating development with other community departments )-Coordinating with neighbouring and area municipal fire services )-Financial & records analysis practices, including o Identifying alternative sources of revenue and fees for services o Operating o Capital o Purchasing o Input into level of service issues (based on available funding) o Developing, controlling and monitoring budgets )-Coordinating use of information from fire prevention activities )-Coordinating use of information from suppression activities )-Records management, including o Note taking o Records retention o Freedom of information legislation 0 Town of Tillsonburg 2009 Business Plan -6- Community Emergency Management Core Businesses/Services (continued) Fire Administration }> Human resources practices including o recruitment, selection and retention o promotion o performance evaluation o career development and higher education o job classifications }> Client/customer relations practices, including o preserving local identity o enhancing fire department image o marketing }> Environmental scanning, anticipating pressures and developing communication strategies }> Enhancing public perception of access to fire department staff }> Developing inter-agency relationships 2.2.5 Training, Education & Firefighter Safety }> Program development practices, including o Developing trainer facilitators o Coordinating core curriculum o Developing specialized staff development programs }> Developing succession training programs }> Developing self-directed learning programs }> Providing access to training facilities, including o Coordinating access .to facility o Delivering hands-on training to staff }> Station training practices, including o Delivery of curriculum specific to discipline's needs o Establishing and enforcing safety in training evolutions o Supervisory training drills o Providing support and direction }> Evaluation of training programs to ensure effectiveness and customer satisfaction }> Development, approval and delivery of incident management and accountability systems and procedures » Co-ordination, development, approval and distribution of standard operating guidelines for various disciplines » Establishing and supporting the Joint Health and Safety Committee » Health and safety practices, including communicable diseases n A u (" (' Town ofTillsonburg 2009 Business Plan -7- Community Emergency Management Core Businesses/Services (continued) 2.2.6 Maintenance )'-Liaising with fleet manager to ensure adequate fleet and equipment maintenance practices, including o Maintaining fleet and equipment (both routine and emergency) o Providing annual testing programs o Mechanical worthiness o Ministry of Labour requirements o Pump capacity and certification o Specification development o Acceptance testing and approval of new apparatus and equipment )'-Maintaining specialized equipment, e.g. SCBA )'-Rental of fire station facility and supporting the needs of tenants )'-Facilities maintenance, including o Maintenance of station and grounds infrastructure o Providing input re renovation, design and construction considerations for fire station alterations and expansion 2.2.7 Communications )'-Dispatch practices, including o Receiving 911 Calls o Processing Emergencies and alerting appropriate Fire Service o Maintaining Base Communications throughout Emergency until Termination o Liaising with dispatch centres I allied agencies o Providing access points for operational supervisors o Training of communications personnel )'-Providing on-going resources and Logistical support to operations during emergency )'-Sharing data with other municipal departments )'-Accessing information from other sources )'-Technology issues including, o Maintaining and repairing communications systems and components (both routine and emergency) o Providing technical support o Developing specifications for radios, pagers, telephones, and computers Town ofTillsonburg 2009 Business Plan -8- Community Emergency Management Core Businesses/Services (continued) 2.2.8 Support Services (Shared responsibilities with other departments) > Purchasing practices, including o Bulk purchasing through local and area organizations > Developing standardized specifications for all apparatus and equipment > Financial practices, including o Financial analysis o Liaising with other area departments o Coordinating day to day financial services o Arranging long term funding > Risk management practices, including o Assessing changing risk o Consideration of risk management into every function o Providing insurance o Prevention planning o Risk avoidance o Loss control o Loss reduction o Separation and diversification of losses o Risk transfer > Human resources practices, including o Developing recruitment and retention programs o Specializing in fire service legislation and related issues > Co-ordination with other agencies for shared infrastructure, including o Municipal water system development o Maintenance and access to water supply 2.3 Non core services > Volunteers provide protection services for public events > Fire extinguisher testing 2.4 Legislated Standards > Fire Protection & Prevention Act & Regulations > National Fire Protection Association > Occupational Health & Safety Act & Regulations > Highway Traffic Act > Canadian Standards Association > Municipal by-laws and standards including our Regulating by-law > Ontario Building Code Act & Regulations > Transportation of Dangerous Goods Act > A u ("' Town ofTillsonburg 2009 Business Plan Community Emergency Management Legislated Standards (continued) »-Canada Explosives Act -9- »-Emergency Management Act »-Ontario Firefighter Standards (Training Curriculum) »-Tillsonburg Fire Services Operational Guidelines »-Tillsonburg Emergency Plan »-County of Oxford Emergency Plan Master Fire Plan The Community Fire Protection program is an integral part of the corporation's overall plan for community safety and customer service. Seven divisions form the overall Fire Protection Program. All are dependent on one another in order to optimize public safety and community fire protection. The programs as illustrated below break out into a work flow so that each program can be performance measured to determine its effectiveness (success/failure). The Fire Prevention program is illustrated as an example. Fire Prevention Communications Public Education Firefighter Suppression Training & Administration Bnilding & Apparatus Maintenance ( l_) Safety P109ram Selecliofl, D~onland MnplemeoMa!joo We are currently assisting Council to develop a Master Fire Plan to address the Fire protection Needs of the Community for a 5 -10 year period. A Master Fire Planning Committee has been appointed by Council. The committee has completed a comprehensive Risk Assessment and is currently developing Action Plans for each of the 7 programs complete with Options, Implications, Benefits and Recommendations to Council. Staff provide research and coordination support to the committee. Action Plans once approved by Council will form the completed Master Fire Plan. Town ofTillsonburg 2009 Business Plan Community Emergency Management -10 - • The overall objective of any fire protection program is to provide the optimum level of protection to the community, in keeping with local needs and circumstances. • Extensive research has demonstrated that there are a variety of factors that will have an impact on the fire department's capacity to fulfill this objective. • Conversely, there are many different options that a municipality may pursue to improve the efficiency and effectiveness of its fire protection system. • Local circumstances will have a profound effect on which factors are most important for any one municipality, and what options are available for its fire protection system. • Selecting among these options is an extremely complex task. • Success will require a combination of specialized expertise in fire protection, and a thorough appreciation of Tillsonburg's economic, social and political circumstances. Optimizing Public Fire Safety S•I ~I~ F"in-1mol~ '"" O~tl:tto 9\rudur-1 ...... ' ....... ·~ : . o: . . .. .. . . . ~ ... Stage 1: Set Policy Parameters Stage 2: Determine Local Circumstances Stage 3: Status Report Stage 4: Determine Fire Protection Strategy Stage 5: Develop Master Fire Plan Stage 6: Monitor, Evaluate and Revise Stage 7: Performance Measures ............. _ ...... ~,.*···· : 'j, ! ~e~H~ j . ' . ' . ' . ' . . . ~ . !00·~ 0i8~·~ i0 : Pl;iin : : ; ~ --l . : : . ' ~e .. ~: . . . . . . . ' ~ --. . . "• •• ·• •• + ....... The complete model can be found at: http://www.ofm.gov.on.ca/english/Publications/G uidelines/munguide/pfsgidx.asp u Town ofTillsonburg 2009 Business Plan ~1 Community Emergency Management 3) Performance Measures: Measure Outout Measures-Quantitv # of Training Sessions-Suooression Number of specialized training % Firefighter Training Attendance #of Training Sessions-Comm's Number of specialized training - Comms % Training Attendance Fire Safety Property Inspections Fire Safety Plans Approved # of education pamphlets dist. #of households reached with media # of Emergency Responses $ Property Loss recorded % Firefighter Incident attendance #of Programs Evaluated '1# of Pre-Fire Plans -11 - 2007 Actual 24 ( 48 Hours) 8 hours 95% 4 (8 hours) 5 (40 hours) 90% 569 15 15,000 35,000 212 253,800 90% 0 0 2008 Projection 30 (60 hours) 16 hours 90% 12 (24 hours) 0 90% 500** 25** 20,000** 35,000 250 90% 0 0 * Shift Focus of current Resource to Fire Communications 2009 2010 Pro_jection Projection 3 6 (72 hours) 3 6 (72 hours) 16 hours 16 hours 90% 90% 12 (24 hours) 12 (24 hours) 0 0 90% 90% 400** 400** 15** 15** 10,000** 10,000** 40,000 40,000 250 250 90% 90% 0 0 0 0 **Increase frequency oflnspections, Public Education, Fire Safety Plans, Pre-Fire Plans with additional Resource -Fire Prevention Officer (was placed on supplemental in 2008 and 2009 but not aooroved) Efficiency Measures -$ Cost Operating cost per thousand dollars of assessment 2003 2004 2006 2007 2008 2009 2010 $0.64 $0.71 $0.69 $0.80 Effectiveness/Customer Service #of fire deaths in the community 0 0 0 0 # of fire injuries in the community 0 0 0 0 # of firefighter injuries 1 0 0 0 % of fire inspections within 5 days 100% 100% 100% 100% Town ofTillsonburg 2009 Business Plan Community Emergency Management 4)Future Directions (Longer Term): -12 - ~ Hire a Communications Supervisor to more efficiently utilize Fire Department Managers whose productivity and measurable outputs have been significantly impacted due to pressures resulting from the growth of the Fire Communications Division and an increasing level of work resulting from labour relations, specifically negotiation of a collective agreement. ~ Procurement and Installation of Micro Wave radio transmission equipment between the Communications Center and the Telecom Facility and Transmission Tower at the Reservoir. ~ Plan for procurement of a new Fire Apparatus to replace the 1984 Seagrave Pumper (Pump # 1) in partnership with the Fleet Services Division. ~ Make Improvements to the Fire Station to improve the health and safety of the public and employees. ~ Develop and Initiate a Pre-fire Plan Program ~ Develop and Initiate a Home Smoke Alarm Program ~ Continue to develop community-based partnerships, which support Fire Prevention and Public Education initiatives. 5) Current Direction (Short Term): ~ Complete the Master Fire Plan by Q4 2010 o Implement Recommendations of the Master Fire Plan Committee n o Three Recommendations as November 23, 2009 Organizational Risk Action Plan for C) Fire Prevention (Attached) • Recommendation #1: • That this Report be adopted. • Recommendation #2: • That the Town of Tillsonburg ensure timely compliance with Section 2(:1.){a) of the FPPA by adopting Option #2 of this Report. • Recommendation #3: • That a comprehensive Fire Prevention Inspection Program be prepared and implemented for the Town of Til/sonburg. ~ Procurement of Digital Radio Equipment to meet current Industry Standards and Firefighter safety for emergency telecommunications ~ Continue to grow, develop and maintain a Fire Communications Center that is Standards-based and staffed with highly trained and motivated employees. o Operate efficiently within a new proposed (first) Collective Agreement ~ Continue to grow, develop and maintain a Fire Suppression Team (Volunteer Firefighters) which provides Standards-based Services and staffed with highly trained and motivated employees. o Implement 4 new committees which will provide greater opportunity for all Firefighters to have ownership in the department, while improving safety, morale, community involvement and transparency ~ Procurement of a new Fire Apparatus to replace the 1990 Pierce Arrow Pumper Tanker (Pump #2) in partnership with the Fleet Services Division. ~ Market and Promote Fire Communications Services. Attract new business opportunities in order to U further reduce operating costs and to improve profitability. Develop Business cases for the review and consideration of Council. ~ Implement a 1-year Tiered Medical Response Pilot Program to respond to citizens who are presenting VSA symptoms (Vital Signs Absent). Town ofTillsonburg 2009 Business Plan -13 -r, Community Emergency Management n \_/ ~ Increase operating efficiencies for report, records, inspections, pre-fire planning, fire communications using recently acquired technology-Ingenious Software (Fire Pro 2) ~ Continue to focus on Firefighter safety. o Implement a Safety Officer Program o Enhance Monthly, Quarterly and Annual Health & Safety Inspections ~ Develop an effective Firefighter Training Program o Review training programs through Risk Assessment and Master Fire Plan o Seek improved methods of matching training needs of Recruit vs. Veterans o Continue to progress in the FF Curriculum o Increase number of training sessions to meet community needs o Maintain a highly trained, highly motivated and adequately equipped firefighting force. o Implement a Company Officer Development (training) Program o Participate in the development of a County Plan for training 6) Key Linkages with Business Plans of Other Programs ~ ~ ~ ~ ~ ~ ~ Fire Services Administration is also responsible for Administration of the Community Emergency Management Program Parks performs grounds maintenance in summer months. Engineering consults with Fire Services for fire fighting water supply. Customer Service Representatives located at the Customer Service Center to provide backup dispatch service for Fire Services. Fleet management and maintenance service provided by Operations. Facilities Manager consults on building & property matters Oxford County EMS is a tenant in the Fire Station, employed and supervised by the County of Oxford 7) Program Delivery Plan (a) How is the program delivered now and at what level? ~ At 0.8 FTE, the Fire Chief is currently responsible for all facets of the program as set out in section 2.2 ofthis business plan core business/services, specifically: o Public Education -Request o Fire Prevention -Complaints and Request o Suppression -Reactive o Fire Administration o Training, Education & Firefighter Safety -Both Reactive and Proactive o Maintenance -Property, Equipment & Apparatus -Reactive o Communications -Under Development o Support Services -Under Development ~ In addition to the above noted program responsibilities, the Fire Chief is also the Community Emergency Management Coordinator. The Business Plan for that program establishes a 0.2 FTE, the Fire Chief as the CEMC. In reality the Fire Chief spends more than 90% of resource time in Town of Tillsonburg 2009 Business Plan Community Emergency Management -14 - Fire, primarily in non-administrative tasks including Fire Prevention, Communications and Public Education activities (ground level) which is an obstacle to an adequate level of administration. In addition, there is a significant GAP in resource time allocated to Legislated CEMC activities. ~ The department is not currently able to consistently meet the municipal requirements for Fire protection as required by 2(1) (a) of the FPPA. The Master Fire Plan Committee has recommended that a Fire Prevention Officer be hired to mitigate risk in the Community. ~ Some other core fire service program levels outlined above are inadequate with respect to industry standards and best practices. One example includes a New Fire Code and a New Building Code, both of which the Fire Chief has not received training to implement and enforce. Numerous NFPA standards required to be enforced in accordance with these Codes have been developed, others revised, for which there has not been any training I professional development to meet these needs. (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the fature? ~ Nothing to date, but it is believed that by dopting the recommendations of the MFP committee the will be in compliance with the FPP A. Political Direction Received ~ Council has received the recommendations of the MFP and has stated they will be considered in the 2010 budget deliberations. Professional Judgment of Staff ~ There are not sufficient human resources available to do the work that is required to deliver a standards based Fire Protection Program in the community. (c) Implementation of changes required to move from (a) to (b) ~ An increase of 1.0 additional F. T .E. is required to meet the shortfall. ~ Purchase Digital Radio Equipment n u Town of Tillson burg 2009 Business Plan (> Community Emergency Management -15 - 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Specific Capital Investment Procure Digital Radio Equipment funded by the Ontario Fire Services Grant currently in Reserves New Dispatch Contract New Dispatch Contract 2011 Goals/Objectives Specific Capital Investment Fire Station Renovation project 2012 Goals/Objectives Specific Capital Investment Critical Infrastructure -Dry Hydrant Lake Lisgar Critical Infrastructure -Microwave Communications link Additional Costs (Savings) if Applicable 32,655 (6,750) 20,000 !0,000 Additional Costs (Savings) if Applicable $350,000 Additional Costs (Savings) if Applicable $6,000 $58,830 Quarter of Expected Completion Ql Unknown Unknown Quarter of Expected Completion Q4 Quarter of Expected Completion QI QI Town of Tillsonburg 2009 Business Plan Community Emergency Management -16 - 9) Human Resources Allocation/Deployment Plan Service 2008 Total of Fire & Emergency Management Fire Chief, Emergency Planner 1.0 Deputy Chief, Alternate CEMC 1.0 Fire Prevention Officer (see Note 1) 0.0 Communications Supervisor (see Note 3) 0.0 Administrative Assistant 0.0 Receptionist at the OPP (funded by Fire Dept) 1.0 Total FTE 3.0 Change from Previous Year .4 Fire Communicators (*moved from OPP) Full-Time 4 Part-Time 4 TotaIFTE 5 Change from Previous Year 0 Volunteer (part-time paid) Firefighters 28 Change from Previous Year 0 FTE Requirements by Year 2009 2010 2011 2012 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 1.0 1.0 1.0 0.0 1.0 1.0 1.0 0.0 0.0 0.0 0.0 1.0 1.0 1.0 1.0 3.0 5.0 5.0 5.0 0 2 0 0 4 4 4 4 4 4 5 5 5 0 0 0 28 28 28 0 0 0 Note 1: A Fire prevention Officer is needed according to the Report and reconnnendations caontained therein by the Master Fire Planning Connnittee (attached to this Business Plan) Note 2: A Fire Commuuications Supervisor is required to support the new fire commuuications bureau. We did not forsee the scope of the challenge with operating an emergency telecommunications 911 bureau with a single employee on duty. When the frequency of calls are elevated additional fire connnuuicators are required to be called in to work. Currently the fire chief and deputy frre chief are called to assist 24 hours I day, 365 days/year. This work is performed without compensation. This is contradictory to the Employment Standards Act. While this position is planned to be contingent on revenue from additional frre connnunications agreements, the current situation is not tenable for a sustained period of time. Council may need to act on this regardless of any new revenue if the division is to be successful. Significant Variances These are addressed in the Master Fire Plan Report (attached). Training and Development >-Firefighter training and more specifically "drilling" is an immediate priority in the department's fire suppression program with respect to the current gap in fireground effectiveness. >-An officer program commenced in 2003 and then later suspended is required to prepare our new and inexperienced officers for field supervision, command and leadership. n 0 >-Succession planning needs to commence at the soonest possible time to better prepare the U department for future needs in fire administration and command. >-Customer demands for customer service are not being met with respect to (modified) tiered medical response, hazardous materials response and specialized rescue including water and ice. Program development and training is required to improve customer service and protect firefighters. Town of Tillsonburg 2009 Business Plan 0 Community Emergency Management Performance Management -17 - >-Follow corporate direction and policy on performance management in tandem with the performance review mechanism outlined in the program map of this plan. >-All Fire Services employees participate in performance review including part-time paid Firefighters. Other issues >-A strategy needs to be developed to satisfy the training needs of the fire department with respect to redeveloping an adequate training classroom when the OCEMS vacates our fire station. >-The fire chief requires to free up sufficient work time in order to provide the caliber of leadership and service that is required to meet customer needs. The Fire Chief should still work on the ground, but additional administrative time and professional development is required. 10) Information/Other Technology Plan >-One additional computer is required to track the location of firefighters and the amount of breathing air they have remaining while they are inside of, on top of and under burning buildings and in other dangerous environments. We were provided with one of the older lap top computers in 2008 but that was subsequently seconded to the part-time Economic development student. We believe Firefighter safety is paramount and a computer to help manage Firefighter Accountability would be very much appreciated. >-We need to replace our aging analogue radio technology with more current digital radio technology. A report is attached which details and justifies this need. The Capital Budget for 2010 calls for the funding of this program from reserves, money that was originally granted by the province of Ontario to the fire department for this type of program upgrade. Town of Tillsonburg 2009 Business Plan -18 - Community Emergency Management 11) Other Resources Plan Asset Type Requirements/Condition/Replacement Plan Building 5,000 square feet constructed in 1979 with renovations in 2001 to relocate an office to the main floor/modifications to accommodate land ambulance headquarters. A Health and Safety Concern has not been resolved relative to mould growing in the basement. No air exchange throughout the entire building. There is not a Fire Alarm System in the Building. Shortage of required office space and storage space. Requires Handicap Accessibility. Need to improve customer service access and reception. Communications 2 Base Radio Stations (1991) relocated in 2007 from OPP Detachment Equip 2 key pad encoder (Fire & CSC) 2 Base Radios -Tillsonburg (Fire & CSC) 2 Base Radios -Ingersoll (Fire & CSC) 1 Base Radio -Chippewas (Fire) 30 pagers 21 portable radios ( + 10 for CEMP) 6 mobile radios 1 Mobile repeater ( + 1 for CEMP) 1 Fixed repeater system (Reservoir Hill) 2 Ham Radios 2 cellular telephones Aooaratus: Year & type Pump 1 1984 King Pump 2 1990 Superior Rescue 3 1994 Freightliner Platform 4 1998 Smeal Command 1 2006 Ford F250 Half Ton Truck 1 Staff car (#38) was to be replaced in 2008. It was written off as the result of a motor vehicle collision. The town was paid out on the insurance claim. The vehicle has not yet been replaced. The vehicle is necessary relative to emergency response, emergency scene size up and Incident Command Functions. The detailed needs of the vehicle were outlined in a report to Council (attached). u Town of Tillson burg 2009 Business Plan -19 -(1, Community Emergency Management () ( . ~/ 1) Program Mission Statement: Our Community Emergency Management Program will support public safety and improve the capability for the Town of Tillsonburg to become a disaster resilient community. This realistic risk- based program will ensure that our community is properly resourced and exercised to provide continuity of our government and our critical assets through times of crisis in order to save lives, money, protect the environment and to promote economic stability. 2) Core Businesses: Key Customers ~ Every individual citizen of Tillsonburg ~ Every property owner and investor in Tillsonburg ~ Every corporation, business owner or tenant of commerce and industry in Tillsonburg ~ Every person who is employed in commerce and industry in Tillsonburg ~ Every external corporation, business owner, tenant or employee of commerce and industry who supplies or receives goods or services from a business or industry located in Tillsonburg. ~ Every person who is a resident of a Nursing Home or Retirement Home in Tillsonburg temporary or full-time. ~ Every in I out patient and employee of Tillsonburg & District Memorial Hospital. ~ Every person who attends or is employed at a school located in Tillsonburg ~ Every person who enters Tillsonburg for commerce, attend church or any other activity. ~ Every person who travels through Tillsonburg ~ Every transportation and distribution company who operates in or through Tillsonburg. ~ Every area conservation authority. ~ The County of Oxford and all of its citizens. ~ The Boards of Education who own and operate schools in Tillsonburg. ~ The lower and upper tiers of all bordering governments and all of their citizens who live or work near the Town of Tillsonburg. ~ Emergency Management Ontario (EMO) I Ministry of Public Safety and Security ~ The Province of Ontario ~ Joint Emergency Management Program (JEPP) ~ Federal Office of Critical Infrastructure Protection and Emergency Preparedness (OCIPEP) ~ The Government of Canada Core Businesses/Services ~ Mitigation I Prevention ~ Preparedness ~ Response ~ Recovery ~ All above at 3 progressive levels of service through a risk-based model ~ The first level is "Essential Program" is required to be completed by December 31, 2004. Town ofTillsonburg 2009 Business Plan -20 - Community Emergency Management ESSENTIAL PROGRAM * Designation of a community emergency management coordinator * Formation of a community emergency management program committee * Publication of an approved community emergency response plan * Development of an appropriate community emergency operations centre * Identification of critical infrastructure * Development of an appropriate community emergency response capability * Conduct of annual training for the community control group and emergency operations centre staff * Conduct or an annual exercise to evaluate the community emergency response plan * Identification of individuals to act as community emergency information staff * Development and implementation of a community management public awareness program * Conduct of an annual review of the community emergency management program ENHANCED PROGRAM * Publication of an enhanced community emergency response plan to include supporting plans for high risks (e.g. hazardous facility, flood, severe weather, n transportation accidents, critical infrastructure etc.) Q * Publication of a supporting plan for the dissemination of emergency information including the designation and arrangements for a local information centre * Development of an enhanced community emergency operations centre to include detailed operating procedures, arrangements, and provision for appropriate specialist and auxiliary staff during an emergency * Development and implementation of an annual community emergency management training program involving appropriate staff, volunteer organizations, auxiliary staff and emergency services * Development and implementation of an annual community emergency management exercise program involving appropriate staff, volunteer organizations, auxiliary staff and emergency services * Development and implementation of a community public education program based on identified high risks * Development and implementation of an annual self-assessment process to determine the quality and effectiveness of the community emergency management program COMPREHENSIVE PROGRAM * Development of mutual aid and assistance agreements with neighbouring communities and organizations * Development of a community mitigation strategy and plan for identified high risks * Publication of a community recovery plan for identified high risks * Implementation of guidelines for risk-based, land use planning * Designation of community dangerous goods routes * Development and implementation of a detailed risk-based public education program u Town of Tillsonburg 2009 Business Plan ~· Community Emergency Management -21 - * Development of a comprehensive community evacuation plan * Development and implementation of an external assessment process to determine the quality and effectiveness of the community emergency management program Non-Core Businesses/Services/ Activities )-To assist neighbouring municipalities through mutual aid when an emergency occurs in their jurisdiction. )-To assist commerce, industry and institutions in Tillsonburg when a crisis occurs in their facility. Legislated Standards )-Provincial o Emergency Management and Civil Protection Act, R.S.0. 1990, Chapter E.9 (2006). o Ontario Municipal Act, RSO 2000 o Framework for Community Emergency Management Programs (EMO standard) o Partnerships Toward Safer Communities Program (CAFC standard) )-Federal o Emergency Management Act (EMA) o Emergency Preparedness Act Town of Tillsonburg 2009 Business Plan Community Emergency Management -22 - Mitigation I I Preparedness I I Response Prevention I ---------Essential Level Enhanced Level Complete by 12/31/04 Optional Designation High Risks CEMC Plan Formation of Information CEMPC Plan Approved Enhance Emergency EOC P1Hn Develop Enhance EOC Training Identify Enhance Critical Exercise Tnfi-H"l.tn1e:h1rP. Develop Enhance Response Public Education Training Self-CCG&EOC Assessment Conduct Annual Exercise Information Staff Awareness Pro grant Review CEMP Program Map n I I Recovery I Comprehensive Level Optional Mutual Aid I Mitigate High Risks I Recovery Plan High Risks I Guidelines Land Use c: Planning I Dangerous Goods Routes I Risk-Based Public Education I Community Evacuation Plan I External Assessment Quality & Effectiveness u Town of Tillson burg 2009 Business Plan l' Community Emergency Management 3) Performance Measures: Measure Output Measures -Quantity No. ofCEMPC meetings Annual review & approval of Emergency Plan Development ofEOC & alternate Critical Infrastructure identified Develop Emergency Response Training sessions CCG & EOC Exercises conducted I evaluations Public awareness programs Public education programs Annual review of the program Efficiency Measures -$ Cost Operating cost per thousand dollars ,of assessment Effectiveness/Customer Service No. of emergencies I crisis directly impacting the community No. of emergencies I crisis indirectly impacting the community No. of deaths I critical injuries resulting from a community emergency No. of businesses I industries displaced by a community emergency -23 - 2007 Budget 10 1 0 22 4 6 3 3 3 1 $0.01 0 0 0 0 2008 2009 2010 Budget Budget Budget 10 1 1 1 1 1 0 0 0 22 0 0 4 0 0 6 1 1 3 1 1 3 0 0 3 0 0 1 1 1 0 *unknown *unknown 0 *unknown *unknown 0 *unknown *unknown 0 *unknown *unknown * According to the World Health Organization a worldwide pandemic much more serious than was SARS is probable. 4) Future Directions (Longer Term): Both human and financial resources will be required to complete the following objectives. Completion of these targets will improve the municipality's opportunity to survive a major community emergency. >-Develop and facilitate a Public information training program. >-Develop and implement a Public Information Team and establish Standard operating Guidelines. >-Develop and train 2°d Alternates for every position in the EOC. >-Establish a network of volunteers to assist the community in an emergency. >-Investigate options for alternate methods of Public alerting I warning. Town ofTillsonburg 2009 Business Plan Community Emergency Management -24 - > Develop and Interoperability Plan. Currently there is no interoperability Plan or infrastructure in place for Emergency Services (Police, Fire and Ambulance) to communicate with each other or to a common base. > Install a generator quick plug and operate electrical system at the Special Events Center (this will be funded through another budget) > Install a Dry Hydrant at Lake Lisgar to ensure water supply for firefighting in the event of a failure in the municipal water supply. > Prepare and Implement a Business Continuity Plan for the municipality. > Establish a Pet Emergency Plan. > Enhance EOC with available technology including digital recording devices to capture a log of events, an electronic and visual critical events board, and a network to process digital imaging between the EOC and the Emergency site. > Distribute revised Emergency Response Plan to all departments I agencies assigned support roles to theEOC. > Develop a program to get emergency preparedness information pamphlets into every home and business in Tillsonburg. > Advance the Emergency Management Program to an Enhanced Level and interface the Municipal Plan with other key Agencies in the Community including the hospital, Nursing Homes, Retirement Homes, Schools, Business and Industry. > Establish committee timelines to ensure progress and plan completion. n > Develop a reporting structure to keep council informed of the progress the committee is making. > Develop strategies to provide assurance of Critical Infrastructure (many are still unknown) Q > Provide BEM training programs to Municipal Staff. > Develop a Community Field Exercise to test our emergency response effectiveness. 5) Current Direction (Short Term): > Follow the requirements established by the Emergency Management and Civil Protection Act R.S.O. 1990, Chapter E.9, the Regulations established by the Minister of Community Safety and Corrections and other standards as set out by Emergency Management Ontario (EMO). > Enter into an Agreement with the Canadian Red Cross and other agencies as required to provide sufficient staffmg and resources required to operate a Registration and Inquiry Center and an Evacuation Center for sustained periods of time. 6) Key Linkages with Business Plans of Other Programs > In order to provide continuity oflocal government this plan must be linked with every Town of Tillsonburg Business Plan, particularly those plans which are essential services and all services, which are vital for the continuity of local government. > Ontario Provincial Police > Local industry plans to provide continuity of commerce and employment. > Health facility plans including the Hospital, Nursing Home and Retirement Home(s). > Emergency Management Plans of both District School Boards > County of Oxford Emergency Management plan. > Area I neighbouring municipal emergency management plans. U > JEPP funding opportunities Town ofTillsonburg 2009 Business Plan ('1 Community Emergency Management 7) Program Delivery Plan -25 - (a) How is the program delivered now and at what level? >-The Chief Administrative Officer has designated a CEMC who is the Fire Chief. >-The CEMC coordinates activities for training and exercises of the Emergency Management Plan >-The program is currently maintained at the Essentials level. (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the fature? Changes Mandated by Other Levels of Government >-The Emergency Management and Civil Protection Act, R.S.O. 1990, Chapter E.9 (2006) establishes that the municipality is required to maintain an Emergency Management Program at the Essetials Level (minimum standard). It is unclear ifthe Government of Ontario will make additional Regulations in order to move the existing guidelines to a higher level of Standard. Political Direction Received >-Direction from Emergency Measures Ontario (EMO) to Mayor and Council to maintain the Emergency Management Program at the current Essentials Level. >-Direction from Council to the CEMC through the CAO to maintain the Emergency Management Program at the current Essentials Level. >-Due to budget constraints funds have not been provided to support Section 4 of this Business Plan. Professional Judgment ofStqff >-The current EMP meets the minimum Provincial Legislation. >-There is insufficient evidence to support that the municipality, its citizens, institutions and businesses are prepared to survive a major community emergency. >-More resources are required to ensure the safety of the community as it relates to Emergency Preparedness. (d) Implementation of changes required to move from (a) to (b) >-It will require the municipality to provide sufficient resources as described within this business plan in order to truly meet the needs of the community respecting our best defense to prevent, mitigate and recover from a major community emergency. >-Persons responsible for their functional area(s) of responsibility within the Emergency Plan need to complete their assigned tasks in order for the Program to be successful. Town ofTillsonburg 2009 Business Plan Community Emergency Management -26 - 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Dry Hydrant at Lake Lisgar (Included in Fire Services Program) 2011 Goals/Objectives Provide assurance for Interoperability of Critical Infrastructure (Telecom Facility, Transmission Tower and Water Reservoir) through the installation of a microwave radio link between the Fire Station I Alternate EOC and the telecom facility and transmission tower at the Reservoir north of Tillsonburg. (Included in Fire Services Program) 2012 Goals/Objectives Additional Costs (Savings) if Applicable ) Additional Costs (Savings) if Applicable Quarter of Expected Completion Quarter of Expected Completion 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2006 2007 2008 2009 2010 CEMC 0.50 0.50 0.20 0.20 0.00 Clerical staff 0.40 0.40 0.00 0.00 0.00 Total Program FTE Requirements 0.9 0.9 0.20 0.20 0.00 Change from Previous Year 0% 0% -0.7% 0% -0.2% Human resource allocation is contained within the Fire Services Program Business Plan Significant Variances ~ Additional Human Resource is required (-) u Town ofTillsonburg 2009 Business Plan (-\. Community Emergency Management Training and Development -27 - Both human and financial resources will be required to complete the following objectives. Completion of these targets will improve the municipality's opportunity to survive a major community emergency. » Training and development of staff and development and implementation of operating guidelines for the Information Officer and additional team members so that this group is able to fulfill the duties and responsibilities as established by the Community Emergency Plan. » Training and development of staff and development and implementation of operating guidelines to initiate and operate Reception, Inquiry and Evacuation Center in a sustainable fashion. » Three-day Basic Emergency Management (BEM) course for Emergency Operations Centre (EOC) staff, managers and supervisors. Some other community leaders (such as Lion's, Kinsmen, Ham radio club, etc.) may be invited to attend this 3-day workshop if they will have a role in the Community Emergency Plan. Note: This is a pre-requisite for key personnel to attend the Canadian Emergency Preparedness College (CEPC) in Ottawa. Performance Management » The department adheres to corporate direction and policy on performance management. (~,\ Other issues _) 10) Information/Other Technology Plan Information is disseminated daily to CEMCs from the Operations Centre at the Provincial EOC. If a known threat (natural or human I terrorist) exists it is released immediately to the CEMC via an email alert. One of the tasks of the new CEMPC will be to determine the most effective method to disseminate imminent emergency messages to the citizens and businesses in the community instantly. New technology is available. Chatham Kent has recently purchased and implemented a reverse 911 software system whereby the 911 centre puts out an emergency message to every phone in the community or even to an isolated portion of the community. Sarnia has purchase software connected to Environment Canada and has the ability to break into local (Rogers) Community Cable within a few minutes to provide warnings and accurate weather forecasting. Public awareness and public education are two mandatory components of the legislated program. Our municipal information system including our website will be one cost-effective method of fulfilling this obligation. Other methods to disseminate information to the public are through pamphlets located at the customer service center, articles in the "civic comer" newspaper column, Rogers Cablecasts and specific media releases. Town ofTillsonburg 2009 Business Plan -28 - Community Emergency Management 11) Other Resources Plan Asset Type Emergency Generator #2 Radio Dispatch Telephones & Fax Computers & Internet Requirements/Condition/Replacement Plan The CEMPC needs to review the most effective use of this. One potential location would be at the Special Events Centre so that the facility could provide shelter for a few thousand people. Currently the EOC (CSC) has radio to dispatch operations and fire only. There is no interoperability Plan or infrastructure in place for Emergency Services (Police, Fire and Ambulance) to communicate with each other or to a common base. Currently the EOC (CSC) is sufficient Currently the EOC (CSC) is sufficient The Program Committee has recommended wireless internet infrastructure be installed at the fire department which serves as the secondary EOC. c u ( Town ofTillsonbu~ - 2009 Business Plan Community Emergency Management -29- ~ ' \ '-. ___ / FRAMEWORK FOR COMMUNITY EMERGENCY MANAGEMENT PROGRAMS '" ' -·.' :~. ---, ,,, iJ>SSJ3J\!IJAi:;';.:(/' ·.' • ' ' _ .. •<·r ;'{';; i :l:)~~l,j:ENS~yE, :,: ,• <ic \ ·· · --rt : : ----:"j'.-CEMC Designation (Confom/Update) (Commn/Update) H'' --· "· }';:-.. T Community Emergency Management Committee (Maintain/Update) (Maintain/Update) .. Risk-Based Comniunity Mitigation Strategy and Plan Y:, I i_ Enhanced Community Emergency Response _ ~ ----?' ·· .. •• Approved Emergency Response Plan I Plan (Risk-Based) _ -----: f'nmmnnitv Rr:cnvMV Plan . · .. ·· _...... ' ·.•· •• _);:~::~~~~~~~~===::: ______________ ! i.' \ Comprehensive Community Evacuation Plan ps: Identify Critical Infrastructure ' I ' . 1 Guidelines for Risk-Rao;;ed Land TJse Planninl! . . ~I Community Dangerous Goods Routes s ·I Appropriate Emergency Operations Centre I : Enhanced Emergency Operations Centre (Maintain/Upgrade) --::<-::: I ·' : Appropriate Emergency Response Capability (Maintain/Upgrade) Mutual Aid & Assistance Agreements ::· .... ' :~-:·~>-\_::·, ·: ,., 1 Annual CCG & EOC Staff Training I .I Community Emergency Management (Maintain/Upgrade) :-~:~.~--·~ I Tr~ininP-PrnP"T~m _·. < r ~ : Annual Exercise I _, <,:· ,•_/' I -1 Exercise Prowam (Maintain/Upgrade) ' ' ,-, I Identification of Community Emergency .. Emergency Information Centre & Plan (Maintain/Upgrade) ·--:. 1 Information Staff I w Detailed Risk-Based Public Education Program ...... :; Community Emergency Management Community Public Education Program /: -_ .. ---, _ _. Public Awareness Program Based on Identified High Risks : Communitv Emeraencv Management Week I I I I I I I I I I I I I I '> -fj Annual Review of the Community Emergency Annual self-Assessment Process to Determine the External Assessment Process to Determine the Quality I Management Proe:ram Oualitv & Effectiveness of the CEMP & Effectiveness of the CEMP . '~ .. '._-_, .. ' ,, __,J 1. 2. 2.0.1 2.1 3. 4. 5. 5.1 6. 6.1 6.2 7. 7.0.1 7.0.2 7.0.3 7.0.4 7.0.5 7.0.6 7.0.7 7.0.8 7.0.9 7.0.10 7.0.11 7.1 7.2 8. 8.1 9. 10. 11. 12. 13. 13.1 14. 15. Town ofTillsonburg 2009 Business Plan -30 - Community Emergency Management Emergency Management and Civil Protection Act R.S.O. 1990, Chapter E.9 Notice of Currency:* This document is up to date. *This notice is usually current to within two business days of accessing this document. For more current amendment information, see the Table of Public Statutes -Legislative History Overview. Amended by: 1999, c. 12, Sched. P, ss. 3-9; 2002, c. 14, ss. 2-16; 2002, c. 17, Sched. C, s. 10; 2003, c. 1, S. 14; 2006, C. 13, SS. 1, 2. Skip Table of Contents CONTENTS Definitions L. In this ·Act, Definitions Administration of Act Cabinet advisory committee Municipal emergency management programs Municipal emergency plan Declaration of emergency Conformity with upper-tier plan Emergency management programs of provincial government bodies Emergency plans of provincial government bodies Chief, Emergency Management Ontario Emergency plans submitted to Chief Definitions Declaration of emergency Emergency powers and orders Powers of the Premier Delegation of powers Proceedings to restrain contravention of order Reports during an emergency Termination of emergency Revocation of orders Disallowance of emergency by Assembly Report on emergency Offences Orders in emergency Orders, general Lieutenant Governor in Council to formulate plan Other emergency plans What plan may provide Public access to plans Protection from action Right of action Agreements Action not an expropriation Standards for emergency management programs and emergency plans Crown bound "Crown employee" means a Crown employee within the meaning of the Public Service Act; ("employe de la Couronne") "emergency" means a situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise; C'situation d'urgence") "emergency area" means the area in which an emergency exists; ("zone de crise") '~emergency management program" means a program developed under section 2.1 or 5.1; ('~rogramme de gestion des situations d'urgence") "emergency plan" means a plan formulated under section 3, 6, 8 or 8.1; ("plan de mesures d'urgence") "employee of a municipality" means an employee as defined in section 278 of the Municipal Act, 2001; ("employe municipal") "head of council" includes a chair of the board of an improvement district; ("president du conseil") "local board" means a local board as defined in the Municipal Affairs Act; ("conseil local") "local services board" means a Local Services Board established under the Local Services Boards Act; ("regie locale des services publics") 0 u CJ Town ofTillsonburg 2009 Business Plan Community Emergency Management -31- "member of council" includes a trustee of the board of an improvement district; ("membre du conseil") R.S.O. 1990, c. E.9, s. 1; 1999, c. 12, Sched. P, s. 3; 2002, c. 14, s. 3; 2002, c. 17, Sched. C, s. 10 (1, 2); 2006, c. 13, s. 1 (2). Administration of Act £, The Solicitor General is responsible for the administration of this Act. R.S.O. 1990, c. E.9, s. 2. Cabinet advisory committee 2.0.1 The Lieutenant Governor in Council may appoint, from among the members of the Executive Council, a committee to advise the Lieutenant Governor in Council on matters relating to emergencies. 2006, c. 13, s. 1 (3). Municipal emergency management programs 2.1 (1) Every municipality shall develop and implement an emergency management program and the council of the municipality shall by by-law adopt the emergency management program. 2002, c. 14, s. 4. Same (2) The emergency management program shall consist of, (a) an emergency plan as required by section 3; (b) training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; ( c) public education on risks to public safety and on public preparedness for emergencies; and ( d) any other element required by the standards for emergency management programs set under section 14. 2002, c. 14, s. 4. Hazard and risk assessment and infrastructure identification (3) In developing its emergency management program, every municipality shall identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure that are at risk of being affected by emergencies. 2002, c. 14, s. 4. Confidentiality for defence reasons (4) Subject to subsection (5), a head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, may refuse under that Act to disclose a record if, (a) the record contains information required for the identification and assessment activities under subsection (3); and (b) its disclosure could reasonably be expected to prejudice the defence of Canada or of any foreign state allied or associated with Canada or be injurious to the detection, prevention or suppression of espionage, sabotage or terrorism. 2002, c. 14, s. 4. Same ( 5) A head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, shall not disclose a record described in subsection ( 4 ), (a) ifthe institution is a municipality and the head of the institution is not the council of the municipality, without the prior approval of the council of the municipality; (b) if the institution is a board, commission or body of a municipality, without the prior approval of the council of the municipality or, if it is a board, commission or body of two or more municipalities, without the prior approval of the councils of those municipalities. 2002, c. 14, s. 4. Confidentiality of third party information (6) A head of an institution, as defined in the Municipal Freedom of !reformation and Protection of Privacy Act, shall not, under that Act, disclose a record that, (a) contains information required for the identification and assessment activities under subsection (3); and (b) reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly. 2002, c. 14, s. 4. Meetings closed to public (7) The council of a municipality shall close to the public a meeting or part of a meeting if the subject matter being considered is the council's approval for the purpose of subsection (5). 2002, c. 14, s. 4. Application of Municipal Freedom of Information and Protection of Privacy Act (8) Nothing in this section affects a person's right ofappeal under section 39 of the Municipal Freedom of Iriformation and Protection of Privacy Act with respect to a record described in this section. 2002, c. 14, s. 4. Municipal emergency plan 1,. ( 1) Every municipality shall formulate an emergency plan governing the provision of necessary services during an emergency and the procedures under and the manner in which employees of the municipality and other persons will respond to the emergency and the council of the municipality shall by by-law adopt the emergency plan. 2002, c. 14, s. 5 (1). (2) Repealed: 2002, c. 14, s. 5 (1). Co-ordination by county Town ofTillsonburg 2009 Business Plan Community Emergency Management -32 - (3) The council ofa county may with the consent of the councils of the municipalities situated within the county co-ordinate and assist in the formulation of their emergency plans under subsection (1). R.S.O. 1990, c. E.9, s. 3 (3). Specific emergencies may be designated ( 4) The Lieutenant Governor in Council may designate a municipality to address a specific type of emergency in its emergency plan and, if so required, the municipality shall include the type of emergency specified in its emergency plan. 2002, c. 14, s. 5 (2). Training and exercises (5) Every municipality shall conduct training programs and exercises to ensure the readiness of employees of the municipality and other persons to act under the emergency plan. 2002, c. 14, s. 5 (3). Review of plan (6) Every municipality shall review and, if necessary, revise its emergency plan every year. 2002, c. 14, s. 5 (3). Declaration of emergency 'h ( 1) The head of council of a municipality may declare that an emergency exists in the municipality or in any part thereof and may take such action and make such orders as he or she considers necessary and are not contrary to law to implement the emergency plan of the municipality and to protect property and the health, safety and welfare of the inhabitants of the emergency area. R.S.O. 1990, c. E.9, s. 4 (1). Declaration as to termination of emergency (2) The head of council or the council of a municipality may at any time declare that an emergency has terminated. R.S.O. 1990, c. E.9, s. 4 (2). Solicitor General to be notified (3) The head of council shall ensure that the Solicitor General is notified forthwith of a declaration made under subsection (1) or (2). R.S.O. 1990, c. E.9, s. 4 (3). Premier may declare emergency terminated (4) The Premier of Ontario may at any time declare that an emergency has terminated. R.S.O. 1990, c. E.9, s. 4 (4). Conformity with upper-tier plan ~ The emergency plan of a lower-tier municipality in an upper-tier municipality, excluding a county, shall conform to the emergency plan of the upper-tier municipality and has no effect to the extent of any inconsistency and, for the purposes of this section, The Corporation of the County ofLambton shall be deemed to be an upper-tier municipality. 2002, c. 17, Sched. C, s. 10 (3 ). Emergency management programs of provincial government bodies .2.,1_(1) Every minister of the Crown presiding over a ministry of the Government of Ontario and every agency, board, commission and other branch of government designated by the Lieutenant Governor in Council shall develop and implement an emergency management program consisting of, (a) an emergency plan as required by section 6; (b) training programs and exercises for Crown employees and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; (c) public education on risks to public safety and on public preparedness for emergencies; and (d) any other element required by the standards for emergency management programs set under section 14. 2002, c. 14, s. 7. Hazard and risk assessment and infrastructure identification (2) In developing an emergency management program, every minister of the Crown and every designated agency, board, commission and other branch of government shall identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure for which the minister or agency, board, commission or branch is responsible that are at risk of being affected by emergencies. 2002, c. 14, s. 7. Confidentiality of third party information (3) A head of an institution, as defined in the Freedom of Information and Protection of Privacy Act, shall not, under that Act, disclose a record that, (a) contains information required for the identification and assessment activities under subsection (2); and (b) reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly. 2002, c. 14, s. 7. Application of Freedom of Information and Protection of Privacy Act (4) Nothing in this section affects a person's right of appeal under section 50 of the Freedom of Ieformation and Protection of Privacy Act with respect to a record described in this section. 2002, c. 14, s. 7. Emergency plans of provincial government bodies Q, (1) It is the responsibility of, (a) each minister of the Crown presiding over a ministry of the Government of Ontario; and n 0 u (' Town ofTiUsonburg 2009 Business Plan Community Emergency Management -33 - (b) each-agency, board, commission or other branch of government designated by the Lieutenant Governor in Council, to formulate an emergency plan for the ministry or branch of government, as the case may be, in respect of the type of emergency assigned to it by the Lieutenant Governor in Council, governing the provision of necessary services during an emergency and the procedures under and the manner in which Crown employees and other persons will respond to the emergency. R.S.O. 1990, c. E.9, s. 6 (1). Training and exercises (2) Every minister of the Crown described in clause (1) (a) and every agency, board, commission or other branch of government described in clause (1) (b) shall conduct training programs and exercises to ensure the readiness of Crown employees and other persons to act under their emergency plans. 2002, c. 14, s. 8. Review of plan (3) Every minister of the Crown described in clause (1) (a) and every agency, board, commission or other branch of government described in clause (1) (b) shall review and, if necessary, revise its emergency plan every year. 2002, c. 14, s. 8. Chief, Emergency Management Ontario 6.1 The Lieutenant Governor in Council shall appoint a Chief, Emergency Management Ontario who, under the direction of the Solicitor General, shall be responsible for monitoring, co-ordinating and assisting in the development and implementation of emergency management programs under sections 2.1 and 5 .1 and for ensuring that those programs are co-ordinated in so far as possible with emergency management programs and emergency plans of the Government of Canada and its agencies. 2002, c. 14, s. 9. Emergency plans submitted to Chief 6.2 (1) Every municipality, minister of the Crown and designated agency, board, commission and other branch of government shall submit a copy of their emergency plans and of any revisions to their emergency plans to the Chief, Emergency Management Ontario, and shall ensure that the Chief, Emergency Management Ontario has, at any time, the most current version of their emergency plans. 2002, c. 14, s. 10. Repository for emergency plans (2) The Chief, Emergency Management Ontario shall keep in a secure place the most current version of every emergency plan submitted to him or her. 2002, c. 14, s. 10. Definitions L In sections 7.0.1to7.0.11, "animal" means a domestic animal or bird or an animal or bird that is wild by nature that is in captivity; ("animal") "Commissioner of Emergency Management" means the person appointed from time to time by order in council as the Commissioner of Emergency Management; ("commissaire a la gestion des situations d'urgence") "municipality" includes a local board of a municipality, a district social services administration board and, despite subsection 6 (2) of the Northern Services Boards Act, a local services board; ("municipalite") "necessary goods, services and resources" includes food, water, electricity, fossil fuels, clothing, equipment, transportation and medical services and supplies. ("denrees, services et ressources necessaires") 2006, c. 13, s. 1 (4). Declaration of emergency 7.0.1 (!) Subject to subsection (3), the Lieutenant Governor in Council or the Premier, if in the Premier's opinion the urgency of the situation requires that an order be made immediately, may by order declare that an emergency exists throughout Ontario or in any part of Ontario. 2006, c. 13, s. 1 (4). Confirmation of urgent declaration (2) An order of the Premier that declares an emergency is terminated after 72 hours unless the order is confirmed by order of the Lieutenant Governor in Council before it terminates. 2006, c. 13, s. 1 (4). Criteria for declaration (3) An order declaring that an emergency exists throughout Ontario or any part of it may be made under this section if, in the opinion of the Lieutenant Governor in Council or the Premier, as the case may be, the following criteria are satisfied: 1. There is an emergency that requires immediate action to prevent, reduce or mitigate a danger of major proportions that could result in serious harm to persons or substantial damage to property. 2. One of the following circumstances exists: i. The resources normally available to a ministry of the Government of Ontario or an agency, board or commission or other branch of the government, including existing legislation, cannot be relied upon without the risk of serious delay. ii. The resources referred to in subparagraph i may be insufficiently effective to address the emergency. Town ofTillsonburg 2009 Business Plan Community Emergency Management -34 - 111. It is not possible, without the risk of serious delay, to ascertain whether the resources referred to in subparagraph i can be relied upon. 2006, c. 13, s. 1 (4). Emergency powers and orders Purpose 7.0.2 (1) The purpose of making orders under this section is to promote the public good by protecting the health, safety and welfare of the people of Ontario in times of declared emergencies in a manner that is subject to the Canadian Charter of Rights and Freedoms. 2006, c. 13, s. 1 (4). Criteria for emergency orders (2) During a declared emergency, the Lieutenant Governor in Council may make orders that the Lieutenant Governor in Council believes are necessary and essential in the circumstances to prevent, reduce or mitigate serious harm to persons or substantial damage to property, if in the opinion of the Lieutenant Governor in Council it is reasonable to believe that, (a) the harm or damage will be alleviated by an order; and (b) making an order is a reasonable alternative to other measures that might be taken to address the emergency. 2006, c. 13, s. 1 (4). Limitations on emergency order (3) Orders made under this section are subject to the following limitations: 1. The actions authorized by an order shall be exercised in a manner which, consistent with the objectives of the order, limits their intrusiveness. 2. An order shall only apply to the areas of the Province where it is necessary. 3. Subject to section 7.0.8, an order shall be effective only for as long as is necessary. 2006, c. 13, s. 1 (4). Emergency orders (4) In accordance with subsection (2) and subject to the limitations in subsection (3), the Lieutenant Governor in Council may make orders in respect of the following: 1. Implementing any emergency plans formulated under section 3, 6, 8 or 8.1. 2. Regulating or prohibiting travel or movement to, from or within any specified area. 3. Evacuating individuals and animals and removing personal property from any specified area and making arrangements for the adequate care and protection of individuals and property. 4. Establishing facilities for the care, welfare, safety and shelter of individuals, including emergency shelters and hospitals. 5. Closing any place, whether public or private, including any business, office, school, hospital or other establishment or institution. 6. To prevent, respond to or alleviate the effects of the emergency, constructing works, restoring necessary facilities and appropriating, using, destroying, removing or disposing of property. 7. Collecting, transporting, storing, processing and disposing of any type of waste. 8. Authorizing facilities, including electrical generating facilities, to operate as is necessary to respond to or alleviate the effects of the emergency. 9. Using any necessary goods, services and resources within any part of Ontario, distributing, and making available necessary goods, services and resources and establishing centres for their distribution. 10. Procuring necessary goods, services and resources. 11. Fixing prices for necessary goods, services and resources and prohibiting charging unconscionable prices in respect of necessary goods, services and resources. 12. Authorizing, but not requiring, any person, or any person ofa class of persons, to render services of a type that that person, or a person of that class, is reasonably qualified to provide. 13. Subject to subsection (7), requiring that any person collect, use or disclose information that in the opinion of the Lieutenant Governor in Council may be necessary in order to prevent, respond to or alleviate the effects of the emergency. 14. Consistent with the powers authorized in this subsection, taking such other actions or implementing such other measures as the Lieutenant Governor in Council considers necessary in order to prevent, respond to or alleviate the effects of the emergency. 2006, c. 13, s. 1 (4). Terms and conditions for services (5) An order under paragraph 12 of subsection ( 4) may provide for terms and conditions of service for persons providing and receiving services under that paragraph, including the payment of compensation to the person providing services. 2006, c. 13, s. 1 (4). Employment protected (6) The employment of a person providing services under an order made under paragraph 12 of subsection (4) shall not be terminated because the person is providing those services. 2006, c. 13, s. 1 (4). Disclosure of information (7) The following rules apply with respect to an order under paragraph 13 of subsection ( 4): 1. Information that is subject to the order must be used to prevent, respond to or alleviate the effects of the emergency and for no other purpose. n u ( \ Town ofTiUsonburg 2009 Business Plan Community Emergency Management -35- 2. Information that is subject to the order that is personal information within the meaning of the Freedom of Information and Protection of Privacy Act is subject to any law with respect to the privacy and confidentiality of personal information when the declared emergency is terminated. 2006, c. 13, s. I (4). Exception (8) Paragraph 2 of subsection (7) does not prohibit the use of data that is collected as a result of an order to disclose information under paragraph 13 of subsection ( 4) for research purposes if, (a) information that could be used to identify a specific individual is removed from the data; or (b) the individual to whom the information relates consents to its use. 2006, c. 13, s. I (4). Authorization to render information anonymous (9) A person who has collected or used information as the result of an order under paragraph 13 of subsection ( 4) may remove information that could be used to identify a specific individual from the data for the purpose ofclause (8) (a). 2006, c. 13, s. I (4). Powers of the Premier Powers delegated to Premier 7.0.3 (1) If an order is made under section 7.0.1, the Premier may exercise any power or perform any duty conferred upon a minister of the Crown or a Crown employee by or under an Act of the Legislature. 2006, c. 13, s. I (4). Powers of Premier, municipal powers (2) If an order is made under section 7 .0. I and the emergency area or any part ofit is within the jurisdiction of a municipality, the Premier, where he or she considers it necessary, may by order made under this section, (a) direct and control the administration, facilities and equipment of the municipality in the emergency area, and, without restricting the generality of the foregoing, the exercise by the municipality of its powers and duties in the emergency area, whether under an emergency plan or otherwise, is subject to the direction and control of the Premier; and (b) require any municipality to provide such assistance as he or she considers necessary to an emergency area or any part of the emergency area that is not within the jurisdiction of the municipality and direct and control the provision of such assistance. 2006, c. 13, s. I (4). By-law not necessary (3) Despite subsection 5 (3) of the Municipal Act, 2001, a municipality is authorized to exercise a municipal power in response to an order of the Premier or his or her delegate made under subsection (2) without a by-law. 2006, c. 13, s. I (4). Delegation of powers 7.0.4 (!) After an order has been made under section 7.0.1, the Lieutenant Governor in Council may delegate to a minister of the Crown or to the Commissioner of Emergency Management any of the powers of the Lieutenant Governor in Council under subsection 7.0.2 (4) and the Premier may delegate to a minister of the Crown or to the Commissioner of Emergency Management any of the Premier's powers under section 7.0.3. 2006, c. 13, s. I (4). Sarne (2) A minister to whom powers have been delegated under subsection(!) may delegate any of his or her powers under subsection 7.0.2 (4) and section 7.0.3 to the Commissioner of Emergency Management. 2006, c. 13, s. I ( 4). Proceedings to restrain contravention of order 7 .0.5 Despite any other remedy or any penalty, the contravention by any person of an order made under subsection 7.0.2 (4) may be restrained by order of a judge of the Superior Court ofJustice upon application without notice by the Crown in right of Ontario, a member of the Executive Council or the Commissioner of Emergency Management, and the judge may make the order and it may be enforced in the same manner as any other order or judgment of the Superior Court of Justice. 2006, c. 13, s. I (4). Reports during an emergency 7.0.6 During an emergency, the Premier, or a Minister to whom the Premier delegates the responsibility, shall regularly report to the public with respect to the emergency. 2006, c. 13, s. I (4). Termination of emergency 7.0.7 (I) Subject to this section, an emergency declared under section 7.0.1 is terminated at the end of the 14th day following its declaration unless the Lieutenant Governor in Council by order declares it to be terminated at an earlier date. 2006, c. 13, s. I (4). Extension of emergency, L.G. in C. (2) The Lieutenant Governor in Council may by order extend an emergency before it is terminated for one further period ofno more than 14 days. 2006, c. 13, s. I (4). Extension of emergency, Assembly (3) The Assembly, on the recommendation of the Premier, may by resolution extend the period of an emergency for additional periods of no more than 28 days. 2006, c. 13, s. I (4). Same Town ofTillsonburg 2009 Business Plan Community Emergency Management -36 - (4) If there is a resolution before the Assembly to extend the period of the emergency, the declaration of emergency shall continue until the resolution is voted on. 2006, c. 13, s. 1 (4). Revocation of orders 7.0.8 (1) Subject to this section, an order made under subsection 7.0.2 (4) is revoked 14 days after it is made unless it is revoked sooner. 2006, c. 13, s. 1 (4). Commissioner's orders (2) An orderof the Commissionerof Emergency Management made under subsection 7 .0.2 ( 4) is revoked at the end of the second full day following its making unless it is confirmed before that time by order of the Lieutenant Governor in Council, the Premier or the Minister who delegated the power to make the order. 2006,c. 13,s.1 (4). Extension of orders, L.G. in C., etc. (3) During a declared emergency, the Lieutenant Governor in Council or a Minister to whom the power has been delegated may by order, before it is revoked, extend-the effective period of an order made under subsection 7.0.2 (4) for periods ofno more than 14 days. 2006, c. 13, s. 1 (4). Extension of order after emergency (4) Despite the termination or disallowance of the emergency, the Lieutenant Governor in Council may by order extend the effective period of an order made under subsection 7.0.2 (4) for periods ofno more than 14 days where the extension of the order is necessary to deal with the effects of the emergency. 2006, c. 13, s. 1 (4). Disallowance of emergency by Assembly 7.0.9 (1) Despite section 7.0.7, the Assembly may by resolution disallow the declaration of emergency under section 7.0.1 or the extension of an emergency. 2006, c. 13, s. 1 (4). Sarne (2) If the Assembly passes a resolution disallowing the declaration of emergency or the extension of one, any order made under subsection 7.0.2 (4) is revoked as of the day the resolution passes. 2006, c. 13, s. 1 (4). Report on emergency 7.0.10 (1) The Premier shall table a report in respect of the emergency in the Assembly within 120 days after the termination of an emergency declared under section 7 .0.1 and, if the Assembly is not then in session, the Premier shall table the report within seven days of the Assembly reconvening. 2006, c. 13, s. 1 (4). Content of report (2) The report of the Premier shall include information, (a) in respect of making any orders under subsection 7.0.2 (4) and an explanation of how the order met the criteria for making an order under subsection 7.0.2 (2) and how the order satisfied the limitations set out in subsection 7.0.2 (3); and (b) in respect of making any orders under subsection 7.0.3 (2) and an explanation as to why he or she considered it necessary to make the order. 2006, c. 13, s. 1 (4). Consideration of report (3) The Assembly shall consider the report within five sitting days after the report is tabled. 2006, c. 13, s. 1 (4). Commissioner's report (4) If the Commissioner of Emergency Management makes any orders under subsection 7.0.2 (4) or 7.0.3 (2), he or she shall, within 90 days after the termination of an emergency declared under subsection 7.0.1 (1), make a report to the Premier in respect of the orders and the Premier shall include it in the report required by subsection (1). 2006, c. 13, s. 1 (4). Offences 7.0.11 (1) Every person who fails to comply with an order under subsection 7.0.2 (4) or who interferes with or obstructs any person in the exercise of a power or the performance of a duty conferred by an order under that subsection is guilty of an offence and is liable on conviction, (a) in the case of an individual, subject to clause (b), to a fine of not more than $100,000 and for a term of imprisonment of not more than one year; (b) in the case of an individual who is a director or officer of a corporation, to a fine of not more than $500,000 and for a term of imprisonment of not more than one year; and (c) in the case ofa corporation, to a fine ofnot more than $10,000,000. 2006, c. 13, s. 1 (4). Separate offence (2) A person is guilty ofa separate offence on each day that an offence under subsection (1) occurs or continues. 2006, c. 13, s. 1 (4). Increased penalty (3) Despite the maximum fines set out in subsection (1 ), the court that convicts a person of an offence may increase a fine imposed on the person by an amount equal to the financial benefit that was acquired by or that accrued to the person as a result of the commission of the offence. 2006, c. 13, s. 1 (4). Exception (l c u \ ( Town ofTillsonburg 2009 Business Plan Community Emergency Management -37 - (4) No person shall be charged with an offence under subsection (I) for failing to comply with or interference or obstruction in respect of an order that is retroactive to a date that is specified in the order, ifthe failure to comply, interference or obstruction is in respect of conduct that occurred before the order was made but is after the retroactive date specified in the order. 2006, c. 13, s. I ( 4). Orders in emergency Purpose 7.1 (1) The purpose of this section is to authorize the Lieutenant Governor in Council to make appropriate orders when, in the opinion of the Lieutenant Governor in Council, victims of an emergency or other persons affected by an emergency need greater services, benefits or compensation than the law of Ontario provides or may be prejudiced by the operation of the law of Ontario. 2006, c. 13, s. I (5). Order (2) If the conditions set out in subsection (3) are satisfied, the Lieutenant Governor in Council may, by order made on the recommendation of the Attorney General, but only if the Lieutenant Governor in Council is of the opinion described in subsection (1), (a) temporarily suspend the operation of a provision of a statute, regulation, rule, by-law or order of the Government of Ontario; and (b) if it is appropriate to do so, set out a replacement provision to be in effect during the temporary suspension period only. 2006, c. 13, s. I (5). Conditions (3) The conditions referred to in subsection (2) are: 1. A declaration has been made under section 7.0.1. 2. The provision, i. governs services, benefits or compensation, including, A. fixing maximum amounts, B. establishing eligibility requirements, C. requiring that something be proved or supplied before services, benefits or compensation become available, · D. restricting how often a service or benefit may be provided or a payment may be made in a given time period, E. restricting the duration of services, benefits or compensation or the time period during which they may be provided, ii. establishes a limitation period or a period of time within which a step must be taken in a proceeding, or ni. requires the payment of fees in respect of a proceeding or in connection with anything done in the administration of justice. 3. In the opinion of the Lieutenant Governor in Council, the order would facilitate providing assistance to victims of the emergency or would otherwise help victims or other persons to deal with the emergency and its aftermath. 2006, c. 13, s. I (5). Maximum period, renewals and new orders (4) The period of temporary suspension under an order shall not exceed 90 days, but the Lieutenant Governor in Council may, (a) before the end of the period of temporary suspension, review the order and, if the conditions set out in subsection (3) continue to apply, make an order renewing the original order for a further period of temporary suspension not exceeding 90 days; (b) at any time, make a new order under subsection (2) for a further period of temporary suspension not exceeding 90 days. 2006, c. 13, s. I (5). Further renewals (5) An order that has previously been renewed under clause (4) (a) may be renewed again, and in that case clause (4) (a) applies with necessary modifications. 2006, c. 13, s. I (5). Effect of temporary suspension: time period (6) If a provision establishing a limitation period or a period of time within which a step must be taken in a proceeding is temporarily suspended by the order and the order does not provide for a replacement limitation period or period of time, the limitation period or period of time resumes running on the date on which the temporary suspension ends and the temporary suspension period shall not be counted. 2006, c. 13, s. I (5). Effect of temporary suspension: fee (7) If a provision requiring the payment of a fee is temporarily suspended by the order and the order does not provide for a replacement fee, no fee is payable at any time with respect to things done during the temporary suspension period. 2006, c. 13, s. I (5). Restriction (8) This section does not authorize, (a) making any reduction in respect of services, benefits or compensation; Town of Tillsonburg 2009 Business Plan Community Emergency Management -38 - (b) shortening a limitation period or a period of time within which a step must be taken in a proceeding; or (c) increasing the amount of a fee. 20060 c. 13, s. 1 (5). Orders, general Commencement 7.2 (!) An order made under subsection 7.0.2 (4) or 7.1 (2), (a) takes effect immediately upon its making; or (b) if it so provides, may be retroactive to a date specified in the order. 2006, c. 13, s. I (5). Notice (2) Subsection 5 (3) of the Regulations Act does not apply to an order made under subsection 7.0.2 (4), 7.0.3 (2) or 7.1 (2), but the Lieutenant Governor in Council shall take steps to publish the order in order to bring it to the attention of affected persons pending publication under the Regulations Act. 2006, c. 13, s. 1 (5). Note: This amendment applies only ifBill 14 (Access to Justice Act, 2006), introduced on October 27, 2005, receives Royal Assent. On the day Bill 14 receives Royal Assent, subsection (2) is repealed by the Statutes of Ontario, 2006, chapter 13, subsection 2 (3) and the following substituted: Notice (2) Subsection 18 (4) of the Legislation Act, 2006 does not apply to an order made under subsection 7.0.2 (4) or 7.1 (2), but the Lieutenant Governor in Council shall take steps to publish the order in order to bring it to the attention of affected persons pending publication under the Legislation Act, 2006. 2006, c. 13, s. 2 (3). See: 2006, c. 13, ss. 2, 5 (2). General or specific (3) An order made under subsection 7.0.2 (4) or 7.1 (2) may be general or specific in its application. 2006, c. 13, s. 1 (5). Conflict (4) In the event of conflict between an order made under subsection 7.0.2 (4) or 7.1 (2) and any statute, regulation, rule, by-law, other order or instrument of a legislative nature, including a licence or approval, made or issued under a statute or regulation, the order made under subsection 7.0.2 (4) or 7.1 (2) prevails unless the statute, regulation, rule, by-law, other order or instrument of a legislative nature specifically provides that it is to apply despite this Act. 2006, c. 13, s. 1 (5). Chief Medical Officer of Health (5) Except to the extent that there is a conflict with an order made under subsection 7.0.2 (4), nothing in this Act shall be construed as abrogating or derogating from any of the powers of the Chief Medical Officer of Health as defined in subsection 1 (1) of the Health Protection and Promotion Act. 2006, c. 13, s. I (5). Limitation ( 6) Nothing in this Act shall be construed or applied so as to confer any power to make orders altering the provisions of this Act. 2006, c. 13, s. I (5). Same (7) Nothing in this Act affects the rights of a person to bring an application for the judicial review of any act or failure to act under this Act. 2006, c. 13, s. 1 (5). Occupational Health and Safety Act (8) Despite subsection (4), in the event of a conflict between this Act or an order made under subsection 7.0.2 (4) and the Occupational Health and Safety Act or a regulation made under it, the Occupational Health aod Safety Act or the regulation made under it prevails. 2006, c. 13, s. I (5). Lieutenant Governor in Council to formulate plan ~ The Lieutenant Governor in Council shall formulate an emergency plan respecting emergencies arising in connection with nuclear facilities, and any provisions of an emergency plan of a municipality respecting such an emergency shall conform to the plan formulated by the Lieutenant Governor in Council and are subject to the approval of the Solicitor General and the Solicitor General may make such alterations as he or she considers necessary for the purpose of co-ordinating the plan with the plan formulated by the Lieutenant Governor in Council. R.S.O. 1990, c. E.9, s. 8; 1999, c. 12, Sched. P, s. 6. Other emergency plans .8...1 The Solicitor General may, if he or she thinks it is necessary or desirable in the interests of emergency management and public safety, formulate emergency plans respecting types of emergencies other than those arising in connection with nuclear facilities. 2002, c. 14, s. 12. What plan may provide 2_, An emergency plan formulated under section 3, 6 or 8 shall, (a) in the case ofa municipality, authorize employees of the municipality or, in the case ofa plan formulated under section 6 or 8, authorize Crown employees to take action under the emergency plan where an emergency exists but has not yet been declared to exist; (b) specify procedures to be taken for the safety or evacuation of persons in an emergency area; () () Town ofTillsonburg 2009 Business Plan Community Emergency Management -39 - (c) in the case of a municipality, designate one or more members of council who may exercise the powers and perform the duties of the head of council under this Act or the emergency plan during the absence of the head of council or during his or her inability to act; (d) establish committees and designate employees to be responsible for reviewing the emergency plan, training employees in their functions and implementing the emergency plan during an emergency; (e) provide for obtaining and distributing materials, equipment and supplies during an emergency; (e.1) provide for any other matter required by the standards for emergency plans set under section 14;and (f) provide for such other matters as are considered necessary or advisable for the implementation of the emergency plan during an emergency. R.S.O. 1990, c. E.9, s. 9; 2002, c. 14, s. 13. Public access to plans l(l. An emergency plan formulated under section 3, 6 or 8 shall be made available to the public for inspection and copying during ordinary business hours at an office of the municipality, ministry or branch of government, as the case may be. R.S.O. 1990, c. E.9, s. 10. Protection from action l.L_{l) No action or other proceeding lies or shall be instituted against a member of council, an employee of a municipality, an employee of a local services board, an employee of a district social services administration board, a minister of the Crown, a Crown employee or any other individual acting pursuant to this Act or an order made under this Act for any act done in good faith in the exercise or performance or the intended exercise or performance of any power or duty under this Act or an order under this Act or for neglect or default in the good faith exercise or performance of such a power or duty. 2006, c. 13, s. 1 (6). Crown not relieved ofliability (2) Despite subsections 5 (2) and (4) of the Proceedings Against the Crown Act, subsection (1) does not relieve the Crown of liability for the acts or omissions of a minister of the Crown or a Crown employee referred to in subsection (1) and the Crown is liable under that Act as if subsection (1) had not been enacted. 2006, c. 13, s. 1 (6). Municipality not relieved of liability (3) Subsection (1) does not relieve a municipality ofliability for the acts or omissions ofa member of council or an employee of the municipality referred to in subsection (1), and the municipality is liable as if subsection ( 1) had not been enacted and, in the case of a member of council, as if the member were an employee of the municipality. 2006, c. 13, s. 1 (6). Application of subs. (1) ( 4) In the case of an order that is made retroactive to a date specified in the order, subsection ( 1) applies to an individual referred to in that subsection in respect of any act or any neglect or default that occurs before the order is made but on or after the date specified in the order. 2006, c. 13, s. 1 (6). Definitions ( 5) In this section, ''member of council" includes a member of a local board, a local services board or a district social service administration board; ("membre du conseil") "municipality" includes a local boardofamunicipality. ("municipalite") 2006, c. 13, s. 1 (6). Right of action 12. Where money is expended or cost is incurred by a municipality or the Crown in the implementation of an emergency plan or in connection with an emergency, the municipality or the Crown, as the case may be, has a right of action against any person who caused the emergency for the re co Very of such money or cost, and for the purposes of this section, "municipality" includes a local board ofa municipality and a local services board. R.S.O. 1990, c. E.9, s. 12; 1999, c. 12, Sched. P, s. 8. Agreements .lJ..: ( 1) The Solicitor General, with the approval of the Lieutenant Governor in Council, may make agreements with the Crown in right of Canada in respect of the payment by Canada to Ontario of any part of the cost to Ontario and to municipalities of the development and implementation of emergency management programs and the formulation and implementation of emergency plans. R.S.O. 1990, c. E.9, s. 13 (1); 2002, c. 14, s. 15. Idem (2) The Solicitor General, with the approval of the Lieutenant Governor in Council, may make agreements with the Crown in right of Canada and with the Crown in right of any other province for the provision of any personnel, service, equipment or material during an emergency. R.S.O. 1990, c. E.9, s. 13 (2). Idem (3) The council of a municipality may make an agreement with the council of any other municipality or with any person for the provision of any personnel, service, equipment or material during an emergency. R.S.O. 1990, c. E.9, s. 13 (3); 1999, c. 12, Sched. P, s. 9. Action not an expropriation Town ofTillsonburg 2009 Business Plan Community Emergency Management -40- 13.l (!) Nothing done under this Act or under an order made under subsection 7.0.2 (4) constitutes an expropriation or injurious affection for the purposes of the Expropriations Act or otherwise at law and there is no compensation for the loss, including a taking, of any real or personal property except in accordance with subsection (3). 2006, c. 13, s. I (7). Payment of cost of assistance (2) The Lieutenant Governor in Council may by order authorize the payment of the cost of providing any assistance that arises under this Act or as the result of an emergency out of funds appropriated by the Assembly. 2006, c. 13, s. I (7). Compensation for loss of property (3) If, as the result of making an order under subsection 7.0.2 (4), a person suffers the loss, including a taking, of any real or personal property, the Lieutenant Governor in Council may by order authorize the reasonable compensation of the person for the loss in accordance with such guidelines as may be approved by the Lieutenant Governor in Council. 2006, c. 13, s. 1 (7). Compensation for municipalities (4) Without limiting the generality of subsection (2), the Lieutenant Governor in Council may by order authorize the payment of the costs incurred by a municipality in respect of an order made under this Act out of funds appropriated by the Assembly. 2006, c. 13, s. 1 (7). Standards for emergency management programs and emergency plans 1±.._(l) The Solicitor General may make regulations setting standards for the development and implementation of emergency management programs under sections 2.1 and 5 .1 and for the formulation and implementation of emergency plans under sections 3 and 6. 2002, c. 14, s. 16. General or particular (2) A regulation made under subsection (1) may be general or particular in its application. 2002, c. 14, s. 16. Conformity to standards required (3) Every municipality, minister of the Crown and designated agency, board, commission and other branch of government shall ensure that their emergency management programs and emergency plans conform to the standards set under this section. 2002, c. 14, s. 16. Crown bound 15. This Act binds the Crown. 2006, c. 13, s. 1 (8). n () u (-) Town ofTiUsonburg 2009 Business Plan Community Emergency Management Emergency Management Act -41- R.S.O. 1990, CHAPTERE.9 Amended by: 1999, c. 12, Sched. P, ss. 3-9; 2002, c. 14, ss. 2-16; 2002, c. 17, Sched. C,s. 10; 2003, c. l,s. 14. Definitions L, In this Act, "Crown employee" means a Crown employee within the meaning of the Public Service Act\ ("employe de la Couronne'') "emergency" means a situation or an impending situation caused by the forces of nature, an accident, an intentional act or otherwise that constitutes a danger of major proportions to life or property; ("situation d'urgence") "emergency area" means the area in which an emergency exists; ("zone de crisc") "emergency management program" means a program developed under section 2.1 or 5.1; ("programme de gestion des situations d'urgence") "emergency plan" means a plan formulated under section 3, 6, 8 or 8.1; ("plan de mesures d'urgence") "employee of a municipality" means an employee as defmed in section 278 of the Municipal Act, 2007; ("employe municipal") "head of council" includes a chair of the board of an improvement district; ("president du conseil") "local board" means a local board as defined in the Municipal Affairs Act', ("conseil local") "local services board" means a Local Services Board established under the Local Services Boards Act: ("regie locale des services publics") "member of council" includes a trustee of the board of an improvement district; ("mcmbre du conseil") R.S.O. 1990, c. E.9, s. 1; 1999, c. 12, Sched. P, s. 3; 2002, c. 14, s. 3; 2002, c. 17, Sched. C, s. 10(1,2). Administration of Act 2. The Solicitor General is responsible forthe administration of this Act. R.S.O. 1990, c.E.9, s. 2. Municipal emergency management programs 2.1 ( 1 ) Every municipality shall develop and implement an emergency management program and the council of the municipality shall by by-law adopt the emergency management program. 2002, c. 14, s. 4. Town ofTillsonburg 2009 Business Plan Community Emergency Management -42 - (2) The emergency management program shall consist of, (a) an emergency plan as required by section 3; (b) training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; ( c) public education on risks to public safety and on public preparedness for emergencies; and ( d) any other element required by the standards for emergency management programs set under section 14. 2002, c. 14, s. 4. Hazard and risk assessment and infrastructure identification (3) In developing its emergency management program, every municipality shall identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure that are at risk of being affected by emergencies. 2002, c. 14, s. 4. Confidentiality for defense reasons ®Subject to subsection (5), a head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, may refuse under that Act to disclose a record if, (a) the record contains information required for the identification and assessment activities under subsection (3); and (b) its disclosure could reasonably be expected to prejudice the defence of Canada or of any foreign state allied or associated with Canada or be injurious to the detection, prevention or suppression of espionage, sabotage or terrorism. 2002, c. 14, s. 4. ill A head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, shall not disclose a record described in subsection (4), (a) ifthe institution is a municipality and the head of the institution is not the council of the municipality, without the prior approval of the council of the municipality; (b) ifthe institution is a board, commission or body ofa municipality, without the prior approval of the council of the municipality or, ifit is a board, commission or body of two or more municipalities, without the prior approval of the councils of those municipalities. 2002, c. 14, s. 4. Confidentiality of third party information ®A head of an institution, as defined in the Municipal Freedom of Information and Protection of Privacy Act, shall not, under that Act, disclose a record that, u (\ \_/ Town ofTillsonburg 2009 Business Plan Community Emergency Management -43 - (a) contains information required for the identification and assessment activities under subsection (3); and (b) reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly. 2002, c. 14, s. 4. Meetings closed to public (7) The council of a municipality shall close to the public a meeting or part of a meeting ifthe subject matter being considered is the council's approval for the purpose of subsection (5). 2002, c. 14, s. 4. Application of Municipal Freedom of Information and Protection of Privacy Act 08) Nothing in this section affects a person's right of appeal under section 39 of the Municipal Freedom of Information and Protection of Privacy Act with respect to a record described in this section. 2002, c. 14, s. 4. Municipal emergency plan Ull Every municipality shall formulate an emergency plan governing the provision of necessary services during an emergency and the procedures under and the manner in which employees of the municipality and other persons will respond to the emergency and the council of the municipality shall by by-law adopt the emergency plan. 2002, c. 14, s. 5 (I). [2] Repealed: 2002, c. 14, s. 5 (1). Co-ordination by county ill The council of a county may with the consent of the councils of the municipalities situated within the county co-ordinate and assist in the formulation of their emergency plans under subsection(!). R.S.O. 1990, c. E.9, s. 3 (3). Specific emergencies may be designated ill The Lieutenant Governor in Council may designate a municipality to address a specific type of emergency in its emergency plan and, if so required, the municipality shall include the type of emergency specified in its emergency plan. 2002, c. 14, s. 5(2). Training and exercises ill Every municipality shall conduct training programs and exercises to ensure the readiness of employees of the municipality and other persons to act under the emergency plan. 2002, c. 14, s. 5 (3). Town ofTillsonburg 2009 Business Plan Community Emergency Management Review of plan -44- ® Every municipality shall review and, if necessary, revise its emergency plan every year. 2002, c. 14, s. 5 (3). Declaration of emergency 1,_fil The head of council of a municipality may declare that an emergency exists in the municipality or in any part thereof and may take such action and make such orders as he or she considers necessary and arc not contrary to law to implement the emergency plan of the municipality and to protect property and the health, safety and welfare of the inhabitants of the emergency area. R.S.O. 1990, c. E.9, s. 4(1). Declaration as to termination of emergency ill The head of council or the council of a municipality may at any time declare that an emergency has terminated. R.S.O. 1990, c. E.9, s. 4 (2). Solicitor General to be notified £3) The head of council shall ensure that the Solicitor General is notified forthwith of a n declaration made under subsection(!) or (2). R.S.O. 1990, c. E.9, s.4(3). (-) Premier may declare emergency terminated ( 4) The Premier of Ontario may at any time declare that an emergency has terminated. R.S.O. 1990, c. E.9, s. 4 (4). Conformity with upper-tier plan 5. The emergency plan of a lower-tier municipality in an upper-tier municipality, excluding a county, shall conform to the emergency plan of the upper-tier municipality and has no effect to the extent of any inconsistency and, for the purposes of this section, The Corporation of the County ofLambton shall be deemed to be an upper-tier municipality. 2002, c. 17, Sched. C, s. 10 (3). Emergency management programs of provincial government bodies 5.1 (I) Every minister of the Crown presiding over a ministry of the Government of Ontario and every agency, board, commission and other branch of government designated by the Lieutenant Governor in Council shall develop and implement an emergency management program consisting of, (a) an emergency plan as required by section 6; (b) training programs and exercises for Crown employees and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery activities; ( c) public education on risks to public safety and on public preparedness for emergencies; and u () Town ofTiUsonburg 2009 Business Plan Community Emergency Management -45 - ( d) any other clement required by the standards for emergency management programs set under section 14. 2002, c. 14, s. 7. Hazard and risk assessment and infrastructnre identification (2) In developing an emergency management program, every minister of the Crown and every designated agency, board, commission and other branch of government shall identify and assess the various hazards and risks to public safety that could give rise to emergencies and identify the facilities and other elements of the infrastructure for which the minister or agency, board, commission or branch is responsible that are at risk of being affected by emergencies. 2002, c. 14, s. 7. Confidentiality of third party information (!)A head of an institution, as defined in the Freedom of Information and Protection of Privacy Act, shall not, under that Act, disclose a record that, (a) contains information required for the identification and assessment activities under subsection (2); and (b) reveals a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence implicitly or explicitly. 2002, c. 14, s. 7. Application of Freedom of Information and Protection of Privacy Act (4) Nothing in this section affects a person's right of appeal under section 50 of the Freedom of Information and Protection of Privacy Act with respect to a record described in this section. 2002, c. 14, s. 7. Emergency plans of provincial government bodies Q,_fil It is the responsibility of, (a) each minister of the Crown presiding over a ministry of the Government of Ontario; and (b) each agency, board, commission or other branch of government designated by the Lieutenant Governor in Council, to formulate an emergency plan for the ministry or branch of government, as the case may he, in respect of the type of emergency assigned to it by the Lieutenant Governor in Council, governing the provision of necessary services during an emergency and the procedures under and the manner in which Crown employees and other persons will respond to the emergency. R.S.O. 1990, c. E.9, s. 6 (1). L) Training and exercises ill Every minister of the Crown described in clause (I) (a) and every agency, board, commission or other branch of government described in clause (I) (b) shall conduct training programs and exercises to ensure the readiness of Crown employees and other persons to act under their emergency plans. 2002, c. 14, s. 8. Town ofTiUsonburg 2009 Business Plan Community Emergency Management Review of plan -46- ill Every minister of the Crown described in clause (1) (a) and every agency, board, commission or other branch of government described in clause (1) (b) shall review and, if necessary, revise its emergency plan every year. 2002, c. 14, s. 8. Chief, Emergency Management Ontario 6.1 The Lieutenant Governor in Council shall appoint a Chief, Emergency Management Ontario who, under the direction of the Solicitor General, shall be responsible for monitoring, co-ordinating and assisting in the development and implementation ofemergency management programs under sections 2.1 and 5.1 and for ensuring that those programs are co-ordinated in so far as possible with emergency management programs and emergency plans of the Government of Canada and its agencies. 2002, c. 14, s. 9. Emergency plans submitted to Chief §,£ill Every municipality, minister of the Crown and designated agency, board, commission and other branch of government shall submit a copy of their emergency plans and of any revisions to their emergency plans to the Chief, Emergency Management Ontario, and shall ensure that the Chief, Emergency Management Ontario has, at any time, the most current version of their emergency plans. 2002, c. 14, s. 10. Repository for emergency plans ill The Chief, Emergency Management Ontario shall keep in a secure place the most current version of every emergency plan submitted to him or her. 2002, c. 14, s. 10. Declaration of emergency L..ill The Premier of Ontario may declare that an emergency exists throughout Ontario or in any part thereof and may take such action and make such orders as he or she considers necessary and arc not contrary to law to implement the emergency plans formulated under section 6 or 8 and to protect property and the health, safety and welfare of the inhabitants of the emergency area. R.S.O. 1990, c. E.9, s. 7(1 ). Power of Premier [2J For the purposes of subsection (1 ), the Premier of Ontario may exercise any power or perform any duty conferred upon a minister of the Crown or a Crown employee by or under an Act of the Legislature. R.S.O. 1990, c. E.9, s. 7 (2). Emergency powers (3) Where a declaration is made under subsection (1) and the emergency area or any part thereof is within the jurisdiction of a municipality, the Premier of Ontario may, where he or she considers it necessary, direct and control the administration, facilities n () u (_) l ' j Town ofTiUsonburg 2009 Business Plan Community Emergency Management -47 - and equipment of the municipality to ensure the provision of necessary services in the emergency area, and, without restricting the generality of the foregoing, the exercise by the municipality of its powers and duties in the emergency area, whether under an emergency plan or otherwise, is subject to the direction and control of the Premier. R.S.O. 1990, c. E.9, s. 7 (3). Assistance ( 4) The Premier of Ontario may require any municipality to provide such assistance as he or she considers necessary to an emergency area or any part thereof that is not within the jurisdiction of the municipality, and may direct and control the provision of such assistance, and the Lieutenant Governor in Council may authorize the payment of the cost thereof out of the Consolidated Revenue Fund. R.S.O. 1990, c. E.9, s. 7 (4). Premier may designate minister (5) Where the Premier of Ontario makes a declaration under subsection (1), he or she may designate a minister of the Crown to exercise the powers conferred on the Premier by subsections(!), (2), (3) and (4). R.S.O. 1990, c. E.9, s. 7 (5). Local boards and local services boards included ( 6J For the purposes of this section, "municipality" includes a local board of a municipality and a local services board. R.S.O. 1990, c. E.9, s. 7 (6); 1999, c. 12, Sched. P, s. 5. Order in council in emergency Purpose 7.1 (I) The purpose of this section is to authorize the Lieutenant Governor in Council to make appropriate orders when, in the opinion of the Lieutenant Governor in Council, victims of an emergency or other persons affected by an emergency need greater services, benefits or compensation than the law of Ontario provides or may be prejudiced by the operation of the law of Ontario. 2003, c. I, s.14(1). Order in council ru If the conditions set out in subsection (2.1) are satisfied, the Lieutenant Governor in Council may, by order in council made on the recommendation of the Attorney General, but only if the Lieutenant Governor in Council is of the opinion described in subsection (1 ), (a) temporarily suspend the operation of a provision of a statute, regulation, rule, by-law or order of the Government of Ontario; and (b) if it is appropriate to do so, set out a replacement provision to be in effect during the temporary suspension period only. 2003, c. 1, s. 14(1 ). Conditions J2.U The conditions referred to in subsection (2) are: Town ofTillsonburg 2009 Business Plan -48 - Community Emergency Management I. A declaration has been made under subsection 7(1 ). 2. The provision, i. governs services, benefits or compensation, including, A. fixing maximum amounts, B. establishing eligibility requirements, C. requiring that something be proved or supplied before services, benefits or compensation become available, D. restricting how often a service or benefit may be provided or a payment may be made in a given time period, E. restricting the duration of services, benefits or compensation or the time period during which they may be provided, ii. establishes a limitation period or a period of time within which a step must be taken in a proceeding, or Hi. requires the payment of fees in respect of a proceeding or in connection with anything done in the administration of justice. 3. In the opinion of the Lieutenant Governor in Council, the order in council would fucilitate providing assistance to victims of the emergency or would otherwise help victims or other persons to deal with the emergency and its aftermath. 2003, c. 1, s. 14 (1). Commencement (3) The order in council may, if it so provides, (a) come into force on the day it is issued; or Notice (b) have retroactive effect to a date no earlier than the beginning of the emergency. 2002, c. 14, s. 11. ®Subsection 5 (3) of the Regulations Act does not apply to the order in council, but the Lieutenant Governor in Council shall take steps to publish the order in council in order to bring it to the attention of affected persons pending publication under the Regulations Act. 2002, c. 14, s. 11. Maximum period, renewals and new orders in council ill The period of temporary suspension under an order in council shall not exceed 90 days, but the Lieutenant Governor in Council may, (a) before the end of the period of temporary suspension, review the order in council and, ifthe conditions set out in subsection (2.1) continue to apply, make an order in council renewing the original order in council for a further period of temporary suspension not exceeding 90 days; ('1 () u (' Town ofTillsonburg 2009 Business Plan Community Emergency Management -49- (b) at any time, make a new order in council under subsection (2) for a further period of temporary suspension not exceeding 90 days. 2003, c. l,s. 14(2). Further renewals (5JL) An order in council that has previously been renewed under clause (5) (a) may be renewed again, and in that case clause (5) (a) applies with necessary modifications. 2003, c. 1, s. 14 (2). Cri!neralorspecific .(§)_ The order in council may be general or specific in its application. 2002, Conllict (7) In the event of conflict, the order in council prevails over the statute, regulation, rule, by-law or order to which the temporary suspension relates. 2002, c. 14,s. ll. t'\ Effect of temporary snspension: time period \,,J ill If a provision establishing a limitation period or a period of time within which a step must be taken in a proceeding is temporarily suspended by the order in council and the order in council does not provide for a replacement limitation period or period of time, the limitation period or period of time resumes running on the date on which the temporary suspension ends and the temporary suspension period shall not be counted. 2003, c. 1, s. 14 (3). Effect of temporary suspension: fee 12) If" provision requiring the payment ofa fee is temporarily suspended by the order in council and the order in council does not provide for a replacement fee, no fee is payable at any time with respect to things done during the temporary suspension period. 2003, c. 1, s. 14 (3). Restriction { 1 0) This section does not authorize, (a) making any reduction in respect of services, benefits or compensation; (b) shortening a limitation period or a period of time within which a step must be taken in a proceeding; or (c) increasing the amount of a fee. 2003, c. 1, s. 14 (3). Lieutenant Governor in Council to formulate plan Town ofTillsonburg 2009 Business Plan Community Emergency Management -50 - &. The Lieutenant Governor in Council shall formulate an emergency plan respecting emergencies arising in connection with nuclear facilities, and any provisions of an emergency plan of a municipality respecting such an emergency shall conform to the plan formulated by the Lieutenant Governor in Council and are subject to the approval of the Solicitor General and the Solicitor General may make such alterations as he or she considers necessary for the purpose of coordinating the plan with the plan formulated by the Lieutenant Governor in Council. R.S.O. 1990, c. E.9, s. 8; 1999,c. 12, Sched.P, s. 6. Other emergency plans JU The Solicitor General may, ifhe or she thinks it is necessary or desirable in the interests of emergency management and public safety, formulate emergency plans respecting types of emergencies other than those arising in connection with nuclear facilities. 2002, c. 14, s. 12. What plan may provide 9. An emergency plan formulated under section 3, 6 or 8 shall, (a) in the case of a municipality, authorize employees of the municipality or, in the case of a plan formulated under section 6 or 8, authorize Crown employees to take action under the emergency plan where an emergency exists but has not yet been declared to exist; (b) specify procedures to be taken for the safety or evacuation of persons in an emergency area; ( c) in the case of a municipality, designate one or more members of council who may exercise the powers and perform the duties of the head of council under this Act or the emergency plan during the absence of the head of council or during his or her inability to act; ( d) establish committees and designate employees to be responsible for reviewing the emergency plan, training employees in their functions and implementing the emergency plan during an emergency; ( e) provide for obtaining and distributing materials, equipment and supplies during an emergency; ( e. 1) provide for any other matter required by the standards for emergency plans set under section 14; and (t) provide for such other matters as are considered necessary or advisable for the implementation of the emergency plan during an emergency. RS.O. 1990,c.E.9,s.9;2002,c. 14,s. 13. Public access to plans u Town ofTillsonburg 2009 Business Plan Community Emergency Management -51- 10. An emergency plan formulated under section 3, 6 or 8 shall be made available to the public for inspection and copying during ordinary business hours at an office of the municipality, ministry or branch of government, as the case may be. R.S.O. 1990, c. E.9, s. 10. Protection from personal liability 11. (' I) No action or other proceeding lies or shall be instituted against a member of council, an employee of a municipality, a minister of the Crown or a Crown employee for doing any act or neglecting to do any act in good faith in the implementation or intended implementation of an emergency management program or an emergency plan or in connection with an emergency. 2002, c. 14, s. 14. Crown not relieved of liability 12} Despite subsections 5 (2) and ( 4) of the Proceedings Against the Crown Act, subsection (I) does not relieve the Crown ofliability for the acts or omissions ofa minister of the Crown or a Crown employee referred to in subsection (I) and the Crown is liable under that Act as if subsection (I) had not been enacted. R.S.O. 1990,c. E.9,s. 11 (2). ( ' Municipality not relieved of liability "--/ L1 (3) Subsection (I) docs not relieve a municipality ofliability for the acts or omissions of a member ofcouncil or an employee of the municipality referred to in subsection (I), and the municipality is liable as if subsection (I) had not been enacted and, in the case of a member of council, as ifthe member were an employee of the municipality. R.S.O. 1990, c. E.9, s. 11 (3). Loo!l boanlvS included (4) For the purposes of this section, "municipality" includes a local board of a municipality and "member of council" includes a member of a local board. 1999, c. 12, Sched. P, s. 7. Right of action 12. Where money is expended or cost is incurred by a municipality or the Crown in the implementation of an emergency plan or in connection with an emergency, the municipality or the Crown, as the case may be, has a right of action against any person who caused the emergency for the recovery of such money or cost, and for the purposes of this section, "municipality" includes a local board of a municipality and a local services board. RS.O. 1990, c. E.9, s. 12; 1999,c. 12, Sched.P,s. 8. Agreements 13. ( I ) The Solicitor General, with the approval of the Lieutenant Governor in Council, may make agreements with the Crown in right of Canada in respect of the payment by Canada to Ontario of any part of the cost to Ontario and to municipalities of the Town ofTillsonburg 2009 Business Plan Community Emergency Management -52 - development and implementation of emergency management programs and the formulation and implementation of emergency plans. R.S.O. 1990, c. E.9, s. 13 (!); 2002, c. 14,s. 15. Idem ill The Solicitor General, with the approval of the Lieutenant Governor in Council, may make agreements with the Crown in right of Canada and with the Crown in right of any other province for the provision of any personnel, service, equipment or material during an emergency. R.S.O. 1990, c. E.9, s. 13 (2). Idem ill The council of a municipality may make an agreement with the council of any other municipality or with any person for the provision of any personnel, service, equipment or material during an emergency. R.S.O. 1990, c. E.9, s. 13 (3); 1999, c. 12, Sched. P, s. 9. Standards for emergency management programs and emergency plans 14. ( 1) The Solicitor General may make regulations setting standards for the development and implementation of emergency management programs under sections 2.1 and 5 .1 and for the formulation and implementation of emergency plans under sections 3 and 6. 2002, c. 14, s. 16. General or particular ill A regulation made under subsection (1) may be general or particular in its application. 2002, c. 14, s. 16. Conformity to standards required ill Every municipality, minister of the Crown and designated agency, board, commission and other branch of government shall ensure that their emergency management programs and emergency plans conform to the standards set under this section. 2002, c. 14, s. 16. u Town ofTillsonburg 2009 Business Plan -53 - (' Community Emergency Management MlnMiyofCommunity Safety and Correctional Services Emergency Mana~ement Ontano 77 Welles ey Street West Box 222 Toronto ON M7A IN3 Office of the Chief Telephone/Telephone Facsimile/ Telecopieur E-mail File Reference/Reference MinNere de la Security communautaire et des Services correctionnels Gestion des situations d'urgence Ontario 77, rue Wellesley Quest - C.P. 222 Toronto0NM7A 1N3 (' Bureau du chef ', I (416)212-3526 ( 416)212-3498 Infonnation.EMO@j us.gov.on.ca October 21,2004 (Name/ Adch'ess) Dear Head ofCmmcil: Subject: Emergency Management Regulations On October 21, 2004, the Minister of Community Safety and Correctional Services, went 1o Cabinet with Regulations pursuant 1o the Emergency Management Act and received approval 1o promulgate those Regulations. The actual promulgation will occur after the legal process and translation into French are completed. The Regulations will provide greater detail for the following elements of Essential level community emergency management programs: • Appoin1ment of an Community Emergency Management Coordinator • Establishment of an Emergency Management Program Committee • Establishment of an Municipal Emergency Control Group • Establishment of an Emergency Operations Centre • Appointment of an Emergency fufonnation Officer • Formulation of an Emergency Response Plan The provisions of these Regulations are consistent with the written guidance and the training provided 1o your community by Emergency Management Ontario staff over the past two years. The implementation date of December 31,2004 for the Essential level will therefore remain the same. This is an important milestone in the establishment of a comprehensive emergency management program in Ontario, our goal for the province. Over the coming monfus EMO Community Officers will be providing additional information and resources 1o assist you in advancing your community emergency management program towards the Comprehensive level. Sincerely, NeilT. McKerrell Chief n u (; REPORT Town of Tillson burg DATE: August 20, 2014 TO: David Morris, CAO FROM: Master Fire Plan Committee Glen Harrop, Chair Bob Parsons, Fire Chief Organizational Risk Analysis -Fire Prevention RE: ORGANIZATIONAL RISK ANALYSIS -FIRE PREVENTION Executive Summarv • This Report is first of seven such Fire Services Organizational Risk Reports that will assist Council to form a Master Fire Plan. o GAP Analysis -The decision of Council to adopt the Recommendations contained in this report will have a direct impact on the other 6 Reports. • The report contains statistical information of what the municipality is doing today in the community with respect to legislated requirements for Fire Prevention activities and compares these to Best Practice with reference to Provincial Standards and Guidelines. o GAP Analysis -The municipality may not be in compliance currently with the municipal responsibilities for fire protection 2.(l)(a) FPPA. • The Report contains analysis of time requirements to complete inspections and enforce the Ontario Fire Code and includes staffing comparatives with municipalities of similar size and demographics. o GAP Analysis -There is not sufficient staff resources available to the fire department currently to complete the work. Page 55 of79 Organizational Risk Analysis -Fire Prevention TOWN OF TILLSONBURG FIRE DEPARTMENT MASTER FIRE PLAN ORGANIZATIONAL RISK ANALYSIS FIRE PREVENTION Purpose The purpose of this report is to analyze the current level of service the Tillsonburg Fire Department is currently providing in the area of fire prevention and code enforcement, to identify any gaps existing between the level of service provided and the level of service that is required. A Master Fire Committee has been appointed by council to study any identified risks, rank them by probability, consequence and impact, develop and consider options to mitigate the risk and finally to make recommendations to the council to implement policy so that its fire department can provide fire protection services to the citizens based on the Town's needs and circumstances for the next 5 -10 years. This report is one of seven other fire service organizational risk analysis reports that once prepared and studied will form a comprehensive Master Fire Plan for the Town of Tillsonburg. The other components will include Public Education, Administration, Fire Suppression, Firefighter Training, Communications, Fire Apparatus and Equipment and an ( ' .. ·· analysis of non-core potential fire service options to deliver tiered medical response, water and _ . ice rescue, technical rescue including trench and confined space and hazardous materials response at the operations or technical rescue levels. The Fire Protection and Prevention Act CFPPAl This legislation establishes the municipality's responsibility for fire protection in the community. This is established by Section 2 of the FPPA and it states: 2(1) "Every municipality shall, (a) establish a program in the municipality which must include public education with respect to fire safety and certain components of fire prevention; and (b) provide such other fire protection services as it determines may be necessary in accordance with its needs and dn:umstances.'' Page 56 of79 u () Organizational Risk Analysis -Fire Prevention To satisfy Section 2(1)(a) every municipality in Ontario is required to provide at a minimum the 4 basic services to its residents as follows: • Simplified Risk Assessment • A Smoke Alarm Program with home escape planning • Fire Safety Education Material distributed to residents/ occupants • Inspections upon complaint or when requested to assist with code compliance The Town of Tillsonburg completed a Simplified Risk Assessment and in February, 2004 the Office of the Fire Marshal awarded a Certificate of Compliance too the Town. To satisfy 2.(l)(b), the best way is to prepare and implement a Master Fire Plan. The Master Fire Plan process will include a comprehensive Risk Assessment. The Office of the Fire Marshal has identified three "lines of defense" in terms of the overall fire protection for a community: • Public fire safety education. • Fire prevention inspections and code enforcement. • Emergency response. The philosophy of this strategy is to provide buildings which are as fire safe as possible, to educate residents in fire prevention/fire safety and to provide effective emergency response should the first two strategies fail. While the general public views the fire service as primarily providing emergency response services, the premise of the "three lines of defense" is that the system has failed each time an emergency fire response is required. In support of these lines of defense, the Fire Protection and Prevention Act mandates that municipalities provide specified core services as related to fire prevention-code enforcement and public fire safety education In support of these requirements, the Tillsonburg Fire Chief who in addition to performing other assigned responsibilities including management of 37 employees, currently works actively on the ground as a Fire Prevention officer and conducts most of the Fire Prevention duties. The Department is staffed with a full time Deputy Fire Chief who is primarily responsible for supervision of the Fire Suppression, Fire Communications, Training, Apparatus and Maintenance divisions. Both the Fire Chief and Deputy Fire Chief are trained and qualified as Fire Inspectors. Both are Assistants to the Fire Marshal as defined by the Fire Protection and Prevention Act. As well, The Fire Chief has delegated his authorities under the Fire Protection and Prevention Act to the Deputy Fire Chief. Mission Statement We will be responsive to the needs of the community through the delivery of a focused fire protection and prevention program based on a continuum of risk assessment, targeted public education and prevention initiatives and in the case of an emergency, promptly respond with highly trained and motivated fire suppression team, ensuring that Tillsonburg will be regarded as a premiere and safe community in Ontario in which to live, work and visit. Guiding Principles We believe in S urrounding our Customer with Service A ccountability through performance measures F ostering open communication and collaboration Page 57 of79 Organizational Risk Analysis -Fire Prevention E ducating the public to preserve life and wellness • T he promotion of honesty, integrity and fairness • Y es, "we are here to serve you." The Status of the Fire Prevention Inspection Program in Tillsonburg Today Fire Prevention Insoection Policv The current council approved policy of the fire department is to conduct fire safety inspections upon request or complaint. We are not doing this consistently. • We are not able to consistently respond to request or complaint inspections on a reasonable timely basis. • We are not able to consistently conduct follow up inspections to ensure that fire code violations have been corrected on a timely basis. • We are not consistently able to review and approve Fire Safety Plans which are required by certain property owners in order to be in compliance with the Ontario Fire Code. • We are not able to prosecute for contravention of the Fire Code due to consistent work flow. • We do not regularly or routinely inspect the Hospital, Nursing Homes, Retirement Homes and homes for special care. • We do not regularly or routinely inspect occupancies with large public assembly including schools, churches, restaurants or community centers. • We do not regularly or routinely inspect occupancies containing multi-residential dwellings. • Other higher risk occupancies including the mall or high, medium hazard industry. Provincial Review of the Fire Prevention Inspection Program The municipality is subject to a review by the Office of the Fire Marshal to ensure we are in compliance with the responsibilities established by the FPPA. Based on our current fire inspection practices we may not be able to obtain a Certificate of Compliance as we did in 2004. Should this occur there is some likelihood that the Fire Marshal may come into the community to review all aspects of the Fire Protection services in the community. Inspections and Code Enforcement The Office of the Fire Marshal has published standard inspection frequency data based on occupancy use. For purposes of discussion, this report will utilize the Office of the Fire Marshal inspection frequencies as follows for its analysis: • Assembly Annual • Institutional Annual • Multi unit Residential Annual • Business/Personal Service Bi-annual • Mercantile Bi-annual • Industrial Bi-annual The duties of the fire department in terms of fire prevention/code enforcement include: • Enforcement of the Fire Protection and Prevention Act. Page 58 of79 u ,-----\ ~/ Organizational Risk Analysis -Fire Prevention • Inspections and code enforcement as related to the Ontario Fire Code (a regulation under the F.P.P.A.) including inspections due to complaint, and inspections due to request, and retrofit inspections. • Business registry inspections. • Liquor license application inspections. • Provincial ministry license inspections (day care etc.) • Commenting, as requested by the Building Department, on Ontario Building Code issues as related to buildings in the municipality. • Fire cause determination and investigation. • Commenting on site plan issues as requested by the Planning Department. • Data compilation and record keeping duties. Page 59 of79 Organizational Risk Analysis -Fire Prevention The estimated time per inspection is based on the following projected table. Actual times may vary somewhat due to the complexity of the inspection and the number of follow up inspections required attaining compliance. Times are shown in minutes. ACTIVITY TIME IN MINUTES TRAVEL TIME 30 FILE SEARCH 20 INSPECTION 30-120 REPORTlRESEARCH 60-120 FOLLOW-UP 30-120 FIRE SAFETY PLAN REVIEW 60-90 FIRE PROTECTION SYSTEM REPORT 30-60 REVIEW COURT 5-20 HOURS! Based on the building stock for the Town of Tillsonburg and utilizing the Office of the Fire Marshal standard inspection frequency data, the following table provides an analysis of the estimated time required to complete inspections based on the frequency data provided by the Office of the Fire Marshal. BUILDING TYPE FREQUENCY HOURS NO. OF TOTAL TIME PER BUILDINGS TIME YR. (HR} ** fHR) Assemblv Annual 4.5 136 612 612 Care/Detention Annual 6 66 396 396 Multi-Resid. * Annual 6 196 1176 1176 Hotel / Motel Annual 6 4 24 24 Business Bi-annual 4.5 295 1327.5 664 Mercantile Bi-annual 4.5 266 1197 599 Industrial Bi-annual 4.5 75 337.5 169 Sinnle Familv Dwellinns 4484 Residential includina Mobile, Co-Oo and Condos 357 Buildinos not classified bv OBC 49 Excluding court, the total annual hours required to complete fire 3640 nrevention insnections *Would include additional 2-unit dwellings, once their locations are determined and ''retrofit" inspections are complete, which will require an amendment to this table relative to the total time per year. **Source: County of Oxford, Town of 7711sonburg and the Simplified Assessment November, 2003. Page 60 of79 () u ( : ' / Organizational Risk Analysis -Fire Prevention Based on a 40-hour work week, 1 Full-Time Equivalent (FTE) works 1824 hours annually (excluding vacation and statutory holidays) The above table demonstrates that to complete fire safety inspections as per the inspection frequency schedule as recommended by the Office of the Fire Marshal, 2 FTEs are required. The table analyzing the inspection hours by occupancy does not include complaint or request inspections, inspections required under the Fire Protection and Prevention Act (F.P.P.A.), inspections in conjunction with the Building Department or retrofit inspections under the Ontario Fire Code. Follow-up inspections are often not completed in a timely fashion or not completed at all. This is a critical liability exposure. We are still not meeting the O.F.M. frequency which is a best practice recommendation. The table does not consider the time it takes to complete other fire prevention activities including review and attendance at meetings relative to building permits, building occupancy approvals, site plan and work associated with our participation on the Development Coordinating Committee, zoning applications, prosecution for offences under the FPPA and fire scene investigation to determine the origin and cause of fire as required by the FPPA. Currently 2 FTEs at the Fire Department commit a cumulative total of approximately 450 hours on average annually to conducting Fire Prevention inspections or approximately 25% of 1 FTE. A greater amount of staff resource time is required to work operationally, supervise and manage other divisions and responsibilities of the Fire Department and other assigned duties including, Administration, Public Education, Suppression, Training, Fire Communications, Mechanical, Building, Recruitment, Health & Safety, and Community Emergency Management. The FTE analysis for each of these divisions and activities will be reported in forthcoming Organizational Risk Analysis Reports. A summary of the inspections completed from 2004-2008 is provided in the tables that follow. Page 61 of79 Organizational Risk Analysis -Fire Prevention Inspection Comparison 2004-2008 2005 2006 19 17 Residential 321 481 Commercial 19 9 Institutional 9 13 Industrial 13 16 2005 Ins ection Summa Assembl Residential Commercial Institutional Industrial Fire Safety Plan Review Fire Investigation Zoning, Building and Site Plan Review Fire Safety Ins ction 8 18 254 9 3 4 5 14 39 Follow-Occupant u Load 7 1 27 0 6 0 3 0 4 0 2006Ins ection Summa Fire Safety Follow Occupant Ins ction u Load Assembl 7 6 2 Residential 25 385 41 0 Commercial 5 2 0 Institutional 6 0 Industrial 5 ··.···t !flll\1; Jt " ' ! "Wi-zc,, 11.~;;iJL~ _ • -~-;;.;,;z<t- Fire Safety Plan Review 7 Fire Investigation 9 Zoning, Building and Site Plan 12 Review 2007 2008 4 4 323 323 12 12 8 8 5 5 Consultation Other 2 1 7 15 2 2 2 1 Consultation Other 1 1 13 17 2 0 2 1 Page 62 of79 n u (-\ •.. J Assembl Residential Commercial Institutional Fire Safety Plan Review 3 Fire Investigation 5 2007Ins Fire Safety Ins ection 2 29 408 19 3 Zoning, Building and Site Plan 23 Review Organizational Risk Analysis -Fire Prevention ction Summa Follow Occupant U Load Consultation Other 4 2 1 0 36 0 16 22 12 0 3 0 3 0 2 0 4 0 1 0 2008 Inspection Summary Fire Safety Follow Occupant Ins ection u Load Consultation Other Assembl 2 1 1 0 0 Residential 17 262 26 0 8 10 Commercial 7 3 0 2 0 Institutional 4 0 1 2 Industrial Fire Safety Plan Review 4 Fire Investigation 4 Zoning, Building and Site Plan 20 Review Source: Tillsonburg Fire Department inspection data. Page 63 of79 Organizational Risk Analysis -Fire Prevention For information purposes the following outline is provided as to what a "typical" inspection involves. Depending on the occupancy, other measures may also need to be assessed: Fire Safetv Inspection Procedure -Determine the property to be inspected by correct verified municipal address on the department's Records Management System, Fire Pro. -Determine the type of occupancy to be inspected as per the Ontario Building Code. -Review the current record for previous building information including fire prevention or fire loss data, if available. -Review applicable sections of the Ontario Fire Code and Ontario Building Code if required. -Upon arrival, meet with the owner or owner's representative prior to conducting the inspection: • Discuss any changes to the building since the last fire safety inspection. • Find out what types offire safety systems the building has (e.g. sprinkler system, fire alarm system, fixed fire protection, etc). • Obtain copies of the fire safety system's inspection/testing reports as required under the Ontario Fire Code. • Ask to see the building's fire safety plan (if required) and determine if updates are required. • Ask to see the records of the checks, tests and inspections that are required under the Ontario Fire Code that pertain to the building being inspected. • Have the owner or owner's representative attend the inspection so that they can be educated on any violations found as well to provide access to secured areas of the building. (-) During the inspection process, Ontario Fire Code Division B Part 2 (Fire Safety) & Part 6 (Fire Protection Equipment) are utilized. Other areas of the Ontario Fire Code may be utilized depending on the type of the building and what the building is being used for. Other areas of the Ontario Fire Code that may be utilized are the following: ;> Division B, Part 3 -Fire Safety For Industrial and Commercial Uses ;> Division B, Part 4 -Flammable and Combustible Liquids ;> Division B, Part 5 -Hazardous Materials, Processes and Operations ;> Division B, Part B -Demolition ;> Division B, Part 9 -Retrofit The inspection process becomes more involved when the above noted parts of the Ontario Fire Code are utilized as these parts are highly technical and require a thorough knowledge of not only the Ontario Fire Code, but also the Ontario Building Code. For the purpose of discussion, this report will reflect a general fire safety inspection only involving Division B, Parts 2 & 6. The following is what an inspector is looking for during the inspection process: Division B, Part 2 Iii 2.2.1.1. -Is the fire separation between major occupancies damaged (e.g. between two different stores in one building)? Iii 2.2.1.1. -Are there any damaged fire separations (e.g. furnace room, storage room, etc)? Iii 2.2.3.1. -Are closing devices intact and operating properly? Iii 2.3.2.1. -Is flame resistance of textiles required and when was the last time it was treated (e.g. flame retardant applied to curtains in a school gym)? Iii 2.4.1.1. -Is there an accumulation of combustible materials that poses a fire hazard? Iii 2.4.1.5. -Are dryer lint traps being cleaned out? Iii 2.4.4.1. -Are open flames being used? Iii 2.4.4. 1. -Are extension cords being used as permanent wiring; are there any other electrical issues? Page 64 of79 u (' Ir/ Ir/ Ir/ Iii Iii Iii Iii Iii Iii Iii Iii Iii Iii Ir/ Organizational Risk Analysis -Fire Prevention 2.5. 1.2. -Are fire access routes unobstructed? 2.5. 1.4. -Are fire access routes properly marked as per the Town of Tillsonburg Traffic By- law. 2. 6. 1. 12. -Is commercial cooking equipment provided with exhaust and fire protection systems in conformance with NFPA 96 (2001 Edition). 2. 6. 1. 13. -Are commercial cooking equipment exhaust and fire protection systems being property maintained in conformance with NFPA 96 (2001 Edition). 2. 7. 1.4. -Is the occupant load posted in a conspicuous location and is the occupant load correct for this building? 2. 7. 1. 7. -Are the exits property lit and are they obstructed? 2. 7. 1. 8. -Is the fire escape being properly maintained? 2. 7. 2. 1. -Is the door release hardware functioning property and installed in the proper locations? 2. 7. 3. 1. -Is the exit signage visible and illuminated? 2.7.3.3. -Is the emergency lighting being tested monthly and annually? Are there records to prove this? 2.8. 1.1. -Does this building require a fire safety plan? Is there a fire safety plan on site? Has the plan been approved by the Chief Fire Official? Has the plan been reviewed in the past 12 months? 2.8.3.2. -Are fire drills being conducted in accordance with the Ontario Fire Code? Are there records to prove this? 2.13.2.1. -Are there smoke alarms installed between each sleeping area and the remainder of the dwelling unit? Are there smoke alarms installed on every storey that does not contain a sleeping area? 2.15.1.2. -Is oxygen being stored and handled in accordance with CSA-Z305.12? (~) Division B. Part 6 (Fire Protection Equipment) Ir/ 6.2. 1.2. -Are portable extinguishers operable and fully charged? Ir/ 6.2. 1. 3. -Are portable extinguishers obstructed, in the right place, correctly sized in accordance with the Ontario Fire Code? Iii 6.2. 7. 1. -Are portable extinguishers being maintained and tested in accordance with NFPA 1 O (2002 Edition)? Are there records to prove this? Iii 6.2. 7.2. -Are portable extinguishers being inspected monthly? Are there records to prove this? Iii 6.3. 1. 1. -Are fire alarm system components obstructed? Iii 6.3.2.2. -Is the fire alarm system inspected and tested in conformance with CANIULC-S536 (daily, monthly and annual)? Are there records to prove this? Ir/ 6.4. 1.3. -Are caps on standpipe and hose systems for fire department connections wrench tight? Ir/ 6.4. 2. 1. -Are hose stations being inspected monthly? Are there records to prove this? W 6.5. 1.1. -Is the sprinkler system inspected and tested in conformance with NFPA 25 (2002 Edition)? Are there records to prove this? Iii 6. 7. 1. 1. -Are emergency power systems inspected, tested and maintained in conformance with CSA-C282? Are there records to prove this? When any fire protection system requires inspection, testing or maintenance, a report is required to be submitted to the Tillsonburg Fire Department for our review. This process has to be in conformance with a standard as outlined in the Ontario Fire Code. Each report has to be reviewed and compared to the standard to ensure that the system in question is in compliance with the Ontario Fire Code. This process can be time consuming and more often than not, requires follow-up phone calls to the contractors who performed this service. The inspector takes his/her notes back to the station and completes a detailed fire safety inspection report which identifies all violations found. This process varies from building to Page 65 of79 Organizational Risk Analysis -Fire Prevention building, however more time is required as the building size increases as well as the number of fire safety systems involved. Provincial Transfer of Responsibilities In the recent past, the Office of the Fire Marshal inspected all hotels, motels, and nursing homes. Several years ago, the inspection and code compliance and enforcement for these occupancies was transferred to municipalities. Although we do not have a large number of these buildings, they contain vulnerable populations and at a minimum the nursing homes should be inspected annually. These occupancies are large and contain many non-ambulatory persons who are not able to escape on their own in the case of a fire. Hotels / motels too for the traveling public should be inspected at least once on an annual basis. Standard Operational Guidelines The fire service has used operational guidelines (SOG's) for suppression division activities for many years and more recently to operate the fire communications division. The guidelines, while flexible due to circumstances, outline the "way we operate" for most day-to-day activities and the procedures normally followed. SOGs do not currently exist and regulate the way the Fire Prevention program operates currently. There is risk to our department and municipality if the fire code is not enforced fairly, consistently and especially accurately. It is important to do this work properly and professionally. Once the fire department has noted any contravention of the fire code there is a duty of care to ensure that corrections are made. This is not being done currently in a consistent and timely manner. SOGs need to be developed to reduce this exposure relative to the following components of an overall comprehensive fire safety Inspection Program: • Inspections & Code Enforcement • Immediate Threats to Life & Orders to Close • Complaint Inspections. • Residential Smoke Alarm Program • Fire Cause Investigation and Determination. • Records Management • Fire Safety Plan Review • Building Plans Review • Site Plan Reviews • Zoning Review Retrofit Inspections The Ontario Building Code and Ontario Fire Code are the two most relevant Ontario regulations in terms of building safety. The Ontario Building Code ensures that structures are designed and constructed to standard and that all of the occupant safety measures that form part of the structure are in place prior to occupancy. Once an occupancy permit is issued, the Ontario Fire Code is utilized to ensure that the safety devices and systems that are in place are maintained. In the 1990's it was recognized that many structures existed that were constructed prior to current building codes or even prior to the existence of any building codes. It was identified that some of these occupancies could pose a significant life safety hazard should a fire occur. As a result, the Retrofit section of the Ontario Fire Code was enacted. This section of the code requires upgrades to existing structures in order to meet current life safety standards. Examples include assembly occupancies, boarding houses, health care facilities, hotels, apartment buildings, and two unit residential occupancies. We have been Page 66 of79 u Organizational Risk Analysis -Fire Prevention able to complete the required retrofit inspections of the most, larger assembly and all known care/detention occupancies. Smaller assembly occupancies including church halls and other buildings being used for public assembly that were not designed or constructed for such use have not been retrofitted. One example includes the agricultural buildings at the fairgrounds. Inspections have been made upon on all known multi unit residential occupancies which contain 7 or more residential dwellings, but follow-up inspections, in some cases, still need to be completed. There are a number of some smaller apartment buildings that contain between 3 and 7 residential dwellings that have not been inspected. There are an unknown number of 2-unit dwellings that have not been inspected and the location of which are not generally known to the fire department. 118 of these have been identified and inspected. Several of these still require follow up inspections. We suspect a number of other 2-unit dwellings that are currently not in compliance with the law. These are in houses that were originally constructed as single family dwellings, long before building or fire codes. A number have been converted to 2-units, sometimes referred to "granny flats" or contain an ancillary apartment. The process of inspecting these premises and bringing them up to the mandated codes will be monumental and time consuming, potentially taking several years. The potential for a serious life safety threat and negative economic impact should a fire occur in these occupancies, however, compels us to address this issue. In addition, the liability issue of not completing these inspections is of serious concern. Once the retrofit inspections of buildings containing less than 7 dwellings are complete, these occupancies will be subject to inspection from time to time, but most often these inspections are made subject to request as a condition of sale. The fire department charges fees for such inspections in accordance with approved by-law. A compliance strategy was initiated with mass media distribution including newspaper articles and tax assessment inserts to notify all owners of two unit dwellings of their responsibility to comply with the fire code. Presentations have been made to Real Estate professionals and to Lawyers to ensure that buildings comply with the fire code when they are sold. While the mass media strategy did not produce favourable results, the education and communication with the business community has been quite successful. More needs to be done, but current staffing fails to afford such opportunity. Of importance to note is the fact that the Tillsonburg Building Department will become involved in any retrofit inspections that require structural changes or upgrades in that a building permit will be required in order for the building owner to have the work completed. Page 67 of79 Organizational Risk Analysis -Fire Prevention Fire Safety Plan Review Section 2.8 of the Ontario Fire Code mandates the completion of Fire Safety Plans for specified occupancies in the Town of Tillsonburg. These plans include: • Emergency procedures to be followed. • Appointment and organization of supervisory staff for fire safety matters. • Instructions to supervisory staff and building occupants on their responsibility in fire safety matters. • Procedures for holding and recording of fire drills. • Control of fire hazards in the occupancy. • Testing and maintenance of building facilities provided for occupant safety. • Provision of alternative measures for safety during any shut down of fire protection equipment and systems. • Instructions, including schematic diagrams, describing location, operation and type of building emergency systems. Our Fire Department has prepared a template and makes it available with charge which provides a guideline for building owners to follow when completing these plans. The main impact for staff in Fire Safety Plans is that each plan must be reviewed and approved by the chief fire official prior to its adoption and following any subsequent changes. The amended 2007 Ontario Fire Code also mandates an annual review of these plans. This is an important but often time consuming task and we are not able currently to process these approvals in a timely fashion. In some cases this may represent a delay to a property owner who is attempting to open a business. Fire Cause and Origin Determination The Office of the Fire Marshal for the province must be notified of and, if they deem necessary, will investigate all fires meeting the following criteria: • Loss of life or serious injury which may result in loss of life. • Suspected incendiary. • Gaseous explosion. • Loss over $500,000. • Fires of unusual origin or circumstance. • Multi unit residential occupancies where fire has spread past the unit of origin. • Any fires involving an illegal drug grow operation or clandestine drug laboratory. As stated, the Office of the Fire Marshal may choose not to attend these scenes based on their availability of investigators. In cases where they do not attend these scenes and for all other fire losses, the determination of fire cause is now the responsibilitv of the municipality. As with any specialized tasks such as this, standards based training of personnel is necessary. Fire cause investigations must now be much more detailed than in the past and may involve such activities as taking and logging photographs, preparing line drawings, collecting samples for analysis and procuring witness statements. These culminate in a comprehensive report that is kept on file and may be used for court purposes. It is difficult to determine the total amount of time required each year for this activity as it is dependent on the number and seriousness of fire incidents. When major incidents occur, however, a significant amount of time is required in order n to complete the cause and origin investigation effectively and the investigation takes precedence ( 1 over all other fire prevention activities. The accepted standard used by the courts for fire \._) investigators is the National Fire Protection Association 1033. Although the Fire Chief and Deputy Page 68 of79 ( Organizational Risk Analysis -Fire Prevention Fire Chief are trained in fire investigation and cause determination, we do not currently have any staff trained to the N.F.P.A. 1033 standard, which is the industry benchmark. Smoke Alarm Compliance Enforcement The Ontario Fire Code mandates the installation and proper maintenance of smoke alarms on each level of a residential occupancy and outside of each sleeping area. The strategy of the Office of the Fire Marshal has shifted toward a provincial "zero tolerance" model to reduce the number of preventable deaths and injuries which occur in residential occupancies. The Office of the Fire Marshal has strongly encouraged fire departments to adopt such policy and to issue tickets under the Provincial Offences Act (POA) in the amount of $235 for non-compliance relative to the installation and maintenance of smoke alarms. We have provided much education over the last several years to owners who were responsible for placing the lives of occupants in residential buildings at risk when smoke alarms are not installed or maintained. The issuance of such tickets will result in additional staff time required to follow up to ensure compliance and possible court time where tickets are disputed. This will necessitate staff time to deal with these issues. The department has kept detailed statistics on smoke alarm inspections and enforcement since January 1, 2008. During this period 79 smoke alarm inspections were completed. Of these, only 55 (70%) of the residences were compliant with the Ontario Fire Code smoke alarm mandate prior to the inspection. In some cases, we installed smoke alarms or batteries as needed. Since October 1, 2008 our department has adopted the zero tolerance policy and since this time 9 tickets have been issued for failure to install or maintain smoke alarms. Page 69 of79 Organizational Risk Analysis -Fire Prevention Court Proceedings Historically, the department has received reasonably good co-operation from building owners with respect to compliance with the Ontario Fire Code. However, cases sometimes occur where the only alternative to achieve compliance is through the laying of charges and court proceedings. As well, the Office of the Fire Marshal has adopted a "zero tolerance" approach to laying a stance of laying charges immediately on violations which constitute a serious life safety hazard. This process involves documentation prior to the laying of the information, swearing the information before a Justice of the Peace, preparation of a crown brief (which includes a history of the case to that point, all documentation including detailed descriptions of the offenses and their effect on life safety, and photographs of the site and offences), and actual court time. As this involves court proceedings, accuracy and attention to detail are very important. The courts are recognizing the life safety implications of non compliance and significant numbers of charges are being upheld, sizeable fines are being levied and, in some cases, building owners are being jailed. As with other processes such as this, staff time for a court proceeding is significant and is driven by the schedule of the courts. Interooerations with the Building Department The fire department and building department have worked well together to ensure building and occupant safety. There have been occasions, however, when clearer lines of communication would reduce risk of overlapped jurisdiction during business license application inspections, change of occupancy and by law enforcement activities would have been of benefit. The Fire Chief and Chief Building Official have met to discuss these issues. A policy (and form) should be l' developed whereby the fire department provides written comments to the Building Department c· where a change of use permit is requested or a bylaw enforcement issue which could affect fire . safety surfaces. Public Assembly Occupancies Occupant loads have not been calculated and posted as required by the Fire Code. Overcrowding of building occupants and insufficient number of supervisory to assist with evacuation of endangered occupants place high numbers of persons at risk. We have found church basements full of people with only one exit available and others locked. We have noted a number of Public Assemblies that have been significantly overloaded. If a fire occurred there would be a high number of casualties. A fire in a Public Assembly in New Jersey in 2005 where there were insufficient exits available to the occupants resulted in more than 100 deaths. Bodies were found bottlenecked at the single unlocked exit. In Tillsonburg, building occupants are on their own without assistance from the Fire Department for at least 10 minutes. In the case of a fire, building occupants in Tillsonburg must evacuate without assistance from the Fire Department. Few Public Assemblies have approved Fire Safety Plans. Without regular or routine inspections, the Fire Department cannot confirm there is sufficient staff available to assist evacuation of endangered occupants in the case of a fire (I.e. A rental of a Public Assembly does not include instruction to the tenant to ensure no fire hazards are created (candles or open flames), instructions for fire safety measures, etc.). Occupants of Public Assembly facilities are not fully aware of their surroundings, the fire protection systems in place, or lack thereof, risks associated with the specific building and secondary exit facilities. In many cases alcohol may be a factor leading to longer evacuation times. The building may not perform as expected in the case of a fire if the fire protection features of U' the occupancy are not maintained. The protection features include fire alarm and detection systems, sprinkler systems, emergency lighting, smoke alarms in multi-residential buildings, interior finish, exits, commercial cooking equipment and more. Page 70 of79 Organizational Risk Analysis -Fire Prevention Institutional Care 8r. Detention Occupancies The strategy in Health care Facilities is to defend occupants in place and not to evacuate the infirmed unless absolutely necessary. In a fire emergency at any Health care Facility, the prime consideration is to ensure that the patients/residents are safe. This often means moving the patients/residents in the immediate fire area to an alternate zone. If the fire cannot be quickly brought under control, patients/residents may have to be moved to an alternate floor or even relocated to another building. The extent of fire development, building layout, weather conditions, the state of health of the patients/residents and other factors will dictate the need to relocate patients/residents, some almost immediately. Relocation arrangements for patients/residents must become a set of established, pre-planned options, especially when it becomes necessary to evacuate a building due to fire or other emergency. Occupants are especially at risk when fire separations are not in place to prevent the rapid spread of fire and movement of smoke. The response by volunteer Firefighters will be at least 10 minutes. Depending on the time of arrival of additional Firefighters, providing they are available to respond, may result in 15 -20 minutes before search and rescue operations commence and interior firefighting tactics be initiated. This means that occupants are on staff are on their own for a considerable period of time. In a fire every second counts. It will take several persons to lift and move one occupant who is non-ambulatory. We have found one rest home that had only one employee on duty to supervise 51 older adults, many under nursing care. There is a definite risk to this occupancy when fire safety inspections are not made regularly and routinely and when fire safety plans have not been prepared, approved and implemented. (:) Apartments and Mercantile in Downtown Core Residential apartments above commercial buildings in downtown core are of concern and history of fire loss supports this concern. Occupants of these apartment dwellings are at risk when there is not a detection system in place within the commercial portion of the building. Without detection occupants are at risk from not being able to safely escape from the fire. Firefighters may arrive too late to initiate interior search and rescue or fire suppression activities efficiently and safely and as a result they are at greater risk. Historically, multiple numbers of residential occupants have been left homeless after fires in the downtown core. Some multiple Residential apartment buildings have a history of repeated false alarms. There is risk to building occupants when complacency occurs and they fail to react to fire alarms. For any alarm there is greater risk in the community to pedestrians and vehicular traffic due to responding emergency apparatus. False fire alarms ad.d a level of unnecessary risk. Firefighters are needlessly at risk when they travel from home or their workplace responding to false alarms. Firefighters experience lost wages / their employers experience lower production levels when firefighters respond to false alarms. There is cost to the municipality for additional maintenance of fire apparatus and equipment, which is avoidable risk. In the case of a real fire or emergency elsewhere in the community the Fire Department will have a delayed response due to their activities at false alarms resulting in greater risk to building occupants that may be trapped by fire and to the potential for property loss. Multi-Residential Apartment Buildings Infants and all children less than 5 years old (school age), older adults, non-ambulatory occupants, physically or mentally disabled residents are at greater risk of becoming injured or dying in the case of a fire. Where these vulnerable populations are occupants within multi-level residential apartment buildings they are at even greater risk as their ability to safely escape a fire is much more difficult. Fire Department response analysis and statistical data supplied by the Office of the Fire Marshal confirms that occupants of Residential buildings who are under the Page 71 of79 Organizational Risk Analysis -Fire Prevention influence of alcohol or drugs have a greater probability of causing a fire due to their physical and mental condition placing themselves, other building occupants and Firefighters at risk due to fire. Department response analysis and statistical data supplied by the Office of the Fire Marshal confirms that persons involved in criminal activities through the manufacturing of illegal drugs place themselves, other building occupants and firefighters at a very high level of risk due to fire, explosions, booby traps set for law enforcement agencies. Certain environmental risks are prevalent in the manufacture of drugs including the transportation and handling of hazardous materials. The location of drug manufacturing occurs in average looking Residential dwellings and in some affluent subdivisions in neighbouring communities, which is obviously unknown to the Fire Department. Firefighters may unsuspectingly enter any residential building to conduct search and rescue or the initiate fire suppression activities and find themselves exposed to armed criminals, bombs, holes in floors, lethal hazardous materials and a host of other risks. Higher Risk Occuoancies The Fire Department has little information concerning the transportation, storage and handling of flammable/combustible liquids, hazardous materials, and toxic substances. Occupants of this building classification, neighbouring occupancies, the community as a whole and the environment are all at risk when these materials are not the transported, stored and handled in accordance with the Fire Code and other applicable legislation and standards. Firefighters are at risk to the adverse effects of these products, especially under fire conditions. Some materials react violently to water. Firefighters are at even greater risk when there is no pre-fire plan information available to them which outlines the hazards associated with this occupancy, the fire safety features of the building and the expectation that the building will perform well under fire conditions. Given the greater risks associated with Industrial Occupancies the Fire Department may not be able to respond with a sufficient number of personnel to rescue endangered occupants and conduct interior firefighting operations. Some Industrial operations store and process pesticides and other hazardous products. Firefighter's personal protective equipment is not a sufficient membrane to protect firefighters from this risk. Pesticides under fire conditions become a very significant environmental hazard due to particulates carried away from the site in super heated smoke plumes, and in water runoff from fire suppression activities. Risks need to be carefully evaluated before a fire starts in order to determine if firefighting activities would cause more harm than a let burn strategy. There is a risk to the municipality if all associated stakeholders are not aware of pre-determined strategies. Staffing Comparisons The following table is provided for purposes of information listing the full time staffing levels of various municipalities with populations from 15,000 to 25,000. The average 2008 totals for the municipalities in this population range are as follows. Source: Office of the Ontario Fire Marshal Page 72 of79 n () u c ,/\, ' '-...... __ ,/ Fire Department Staffing Comparables Organizational Risk Analysis -Fire Preventio.:--) The following table is provided for the purposes of information listing the full-time staffing levels of comparable fire departments across Ontario. Tillson burg I 14,822 I 6,519 I 1 I 1 I 0 I 0 I 0 I (4 providing I 0 I •2 service for feasl 11,760 4,670 1 1 1 1 1 0 0 5 14,587 6,025 1 1 1 1 1 0 0 5 14,649 5,913 1 2 0 0 0 0 0 3 15,062 5,814 1 0 0 1 1 0 0 3 15,029 9,716 1 1 1 0 0 0 14 17 16,390 6,560 1 1 1 0 0 0 0 3 15,652 8,568 1 0 0 1 1 0 0 3 Coboun:i 18,210 7,571 1 1 1 1 0 0 12 16 Port Colbourne 18,599 8,519 1 0 1 1 0 0 12 15 Kinasville 20,908 7,845 1 0 0 2 0 0 0 3 21,753 9,736 1 0 1 2 1 0 26 31 21,748 8,346 1 1 0 0 0 0 3 5 5,818 2,781 1 0 0 1 0 0 0 2 62,563 26,527 1 2 2 1 Haldimand 45,212 18,386 1 2 3 1 Orani::ieville 40,230 14,239 1 1 1 2 Orillia 30,259 13,013 1 1 1 3 Leamini::iton 28,833 10,465 1 2 1 1 Tecumseh 24,224 8,710 1 2 1 0 * 4 Fu/I-time and 4 Part-time staff the fire communications = 5 FTE. These employees are not available for staff activities including Rre Prevention. The division is funded exclusively by agreements mostly funded by other municipalities for the provision of fire communications services. Without such agreements the division would not be required I may not exist. Page 73 of79 Organizational Risk Analysis -Fire Prevention Ootions The Master Fire Plan Steering Committee suggests that there are three options which municipal council should consider regarding fire prevention risks within the community. The status Quo is not an option as the Risk is too great and cannot be resolved without hiring additional staff. The options and final recommendations of the committee are as follows: Ontion Descriotion Implication Benefit 1 Council adopts a fire inspection policy which • Becoming non-compliant with 2(1)a -Elimination of risk to municipality reflects that all inspections due to request or of the FPPA. -Major increase to community safety complaint are completed within 30 days; and that • This could trigger the Office of the -Major reduction of false fire alarms a Best Practice Inspection Frequency is adopted Fire Marshal to monitor the Fire -New revenue opportunities to be examined (By-law for higher risk occupancies; and that staff be Department, from all aspects, not just enforcement) increased in 2010 by two full time Fire Prevention Fire Prevention. -Retrofit inspections completed within 3-5 year time period. Officers. -Estimate adequate staffing needs for a minimum 10 year period. -Remaining compliant under the section 2(1)a under the reouest and comoliances Ootion Descriotion Imolication Benefit 2 Council adopts a fire inspection policy which -Personal Business, Commercial and Industrial -Reduction of risk to municipality reflects that all inspections due to request or occupancies will not be inspected except by -Significant increase to community safety complaint are completed within 30 days and that request or complaint. -Significant reduction of false fire alarms a modified regular inspection frequency is adopted -Inspection schedule subject to change relative to -New revenue opportunities to be examined (By-law and staff be increased in 2010 by one full time fire investigations and prosecution activity. enforcement) Fire Prevention Officer. -Will require quarterly monitoring and annual -Retrofit inspections completed within 5-7 year time staffing review period. Review of staffing needs after 1 year. -Becoming non-compliant with 2(1)a of the FPPA. -Estimate adequate staffing needs for a minimum 5- -This could trigger the Office of the Fire Marshal year period. to monitor the Fire Department, from all aspects, not iust Fire Prevention. Page 74 of79 c ~ < ____ ) ') c '~ ' ' '....._ ___ / Organizational Risk Analysis -Fire Preventio.'J Option Descriotion Implication Benefit 3 Council adopts a fire inspection policy which -Vulnerable populations may be at risk to death or injury -Some Limited reduction of risk to reflects that only inspections due to request or caused by fire. municipality complaint are completed in a timely fashion and -Municipality may fail to comply with responsibilities of the -May assist in remaining compliant under the that no occupancies will be inspected on a regular FPPA. section 2(1)a under the request and basis and further; that part-time fire prevention -Inspections may not be made in accordance with compliances staff will be added to the fire department in 2010 standards (qualifications of inspector) and the position be reviewed on a yearly basis. -Number of fires may impact Volunteer Firefighters, employers and families which may result in greater staff turnover. -False alarms will likely continue to increase -Fires may not be investioated Page 75 of79 DIRECTOR OF FINANCE COMMENTS Should the recommended Option #2 be adopted by Council, the potential addition of a full time Fire Prevention Officer will need to be added to the 2010 draft budget. The estimated full year cost is $80,000 including the cost of benefits. The date of hire will impact the amount that potentially needs to be added to the draft budget. Recommendations Recommendation #1: That this Report be adopted. Recommendation #2: That the Town of Tillsonburg ensure timely compliance with Section 2(L)(a) of the FPPA by adopting Option #2 of this Report. Recommendation #3: That a comprehensive Fire Prevention Inspection Program be prepared and implemented /'or the Town of Til/sonburg. PREPARED BY: Bob Parsons, Fire Chief APPROVED BY: Master Fire Plan Committee David Morris, CAO n u (~\ • .. / Organizational Risk Analysis -Fire Prevention REPORT Town ofTillsonburg DATE: November 20, 2009 TO: David Morris -CAO FROM: Bob Parsons -Fire Chief RE: Tillsonburg Fire & Rescue Services Radio Upgrade Purpose: The purpose of this report is to provide information in relation to the Tillsonburg Fire & Rescue Services radio system upgrade and to seek approval to proceed with the upgrade in 2009 budget year. Comments: The federal government has put into place an action plan to provide additional frequencies for the commercial mobile radio users in the VHF (138MHz -l 74MHz) and UHF (403MHz-470MHz) frequency bands1. The Tillsonburg Fire Department operates in the VHF frequency band. To deliver on this goal the government introduced narrow banding. As a result of this initiative the federal government demands that all two-way radio users in the VHF and UHF frequency bands move from 25 KHz channel spacing to 12.5 KHz channel spacing and ultimately to 6.25 KHz channel spacing. Presently the Tillsonburg Fire Department operates a wide band system and this is non- compliant with Industry Canada standards. To operate at 6.25 KHz channel spacing this requires radios operating in digital mode. Changing to 6.25 KHz channel spacing is estimated to be demanded within the next 5-10 years. However the federal government may alter these timelines. Page 77 of79 Organizational Risk Analysis -Fire Prevention At some point a switch to narrowband will be forced either by Industry Canada or by interfering with neighbouring compliant narrowband systems. Wide band systems can interfere with narrowband operation and if Tillsonburg is the "interfering party" we would most likely be asked to move. In most cases we would be given two years to change out to narrowband. Currently there are seven portable radios in use by the Fire Service that do not have the Emergency Button. This is an essential safety feature. This button can be depressed signifying that the user is in distress. Depressing the button sends a signal to Fire Communications that enables an alarm to sound on the console. The Fire Communicator must acknowledge this alarm and contact the Incident Commander with the information of the distress call. Proceeding with this upgrade will allow all radios to have the Emergency Button feature. It is proposed to upgrade the radio system to a Motorola Mototrbo2 infrastructure. This system operates on both Digital and Analogue modes. The advantage with MotoTrbo is that is does 25KHz (wideband), 2.SKHz (narrowband Phase 1) and 6.25KHz (narrowband Phase 2). This will bring us into compliance with Industry Canada. It has been encouraged to start the equipment change now as timelines with this plan have changed and will continue to change. Our current licensing through Industry Canada allows us to operate on Tactical work channels. These channels are Analogue. The paging system and the back-up system at the Customer Service Centre are also Analogue. The dual feature, of operating in analogue and digital, provides a gateway for the future by providing us a means into the digital world. With this system we are capable of sending and receiving voice and data signals. In the 2008 budget year an upgrade program was recommended. The upgrade program at that time would have cost $18, 860.83. Due to the increase in price and the decrease in the trade in value of our existing equipment the price has increased. Continuing to wait additional years will cause the overall price to increase more. Spectrum Communications will be constructing a new tower at the reservoir site within a short while. There may be opportunity to find some cost savings in the installation in tying the two projects together. Currently, until December 28, 2009, Motorola is offering an incentive of $700.00 rebate for every 6 Mototrbo radios purchased. With the trade-in value, combined with this incentive, we can realize a cost savings of approximately $300.00 per radio, if we act now. Page 78 of79 n () u Organizational Risk Analysis -Fire Prevention Recommendation: It is recommended that the Tillsonburg Fire & Rescue Services proceed with the implementation of this upgrade in the 2009 budget year. The cost for this upgrade program has been quoted as $32, 655.07. By acting now, this overall cost will be less. The funds for this program will be allocated from reserves. In 2005 the Fire Services received a onetime grant from the Provincial Government totaling $75, 000. The reserve funds will be from this grant. References: 1. http://www.for.gov.bc.ca/hth/engineering/documents/Road Radio Pil ot Project/Pilot Implementation New Resource Road Radio Chan nels.ppt 2. http://mototrbo.motorola.com/ Page 79 of79 u () TOWN OF TILLSONBURG 2010 BUSINESS PLAN POLICE Town of Tillsonburg 2010 Business Plan Police 1) Program Mission Statement: -2- »-To protect against criminal activity, promote public awareness, safety and security to the community with emphasis on local presence in the most effective and efficient manner possible. 2) Core Businesses: Key Customers »-Residents »-Local businesses »-Schools »-Other emergency agencies »-Council »-Other government agencies Core Businesses/Services »-Operations »-Criminal investigations »-Community services »-Custody Non-Core Businesses/Services/ Activities »-Signing of affidavits and commissioning oaths »-Issuance of letters of non-criminal record Legislated Standards »-Police Services Act »-Provincial Offences »-Criminal Code »-Municipal By-laws »-CDSA (Narcotic Control Act) n u () l__; Town of Tillsonburg 2010 Business Plan Police Program Map General -3- Police Services Police Service Board OPP Contract Building Administration Town of Tillsonbnrg 2010 Business Plan -4- Police n 3) Performance Measures: Measure 2005 2006 2007 2008 2009 2010 Output Measures 3' Qtr No. of violent crime incidents 92.1% 87.4% 93.4% 91.7% 94.3% cleared/ Total actual violent crimes No. of property crime 21.1% 17.8% 19.4% 63% 27.1% incidents cleared/ Total actual property crimes No. of other criminal code 60.7% 66.7% 66.7% 68.9% 71.4% (excluding traffic) crime incidents cleared/ Total actual criminal code (excluding traffic) crimes No. of criminal code traffic 97.6% 94.7% 92.5% 90.6% 98.1% crime incidents cleared/ Total actual criminal code traffic cnmes (-) No. of drug crime incidents 50.0% 62.3% 58% 68.9% 78.3% cleared/ Total actual drug crimes No. of federal statutes crime 100.0% 100% 100% 100% 100% incidents cleared/ Total actual federal statutes crimes No. of all crime categories 87.6% 88.8% 87.6% 87.6% 91.4% crime incidents cleared/ Total actual all crime categories cnmes No. of school seminars & 523 548 429 659 191 visits Efficiency Measures $ Cost of policing per $137.35 $143.69 $144.01 $173.42 $173.84 $182.58 population Effectiveness/Customer Service Officer to citizen ratio 1:740 1:740 1:740 1:652 1:652 #of young criminal offenders 103 98 76 82 53 # of adult criminal offenders 577 568 529 562 404 # of provincial offence 807 778 1,687 1,629 955 notices u Town of Tillsonbnrg 2010 Business Plan -5- (' Police --\ ( j 4) Future Directions (Longer Term): 5) Current Directions (Short Term): » Ensure service level is maintained. » Continue the coordination of a traffic study with the Town to improve traffic flow and reduce accidents. };. TPSB will decide on allocation of the special projects budget of$23,000, including. » Implementation of a scholarship program approved by Council in 2008. 6) Key Linkages with Business Plans of Other Programs };. };. };. The building's maintenance is managed and in some cases serviced by the Town's Parks & Facilities. OPP CSR is a full time Town position, 8:30 -4:30, Monday to Friday and is funded by the Fire Department, as was presented to Council in the Fire Department business case in 2007. Part time OPP CSR hours from 4:30 -8:00 pm, Tuesdays and Thursdays. The Police Services Board in 2009 proposed to increase hours by 3.5 hours for an additional shift on Wednesday, thereby keeping the OPP offices open until 8:00 pm 3 days a week for Customer Service reasons. 7) Program Delivery Plan (a) How is the program delivered now and at what level? » OPP Contracted Service consists of the following staff complement for 2010 providing 24 hour policing coverage seven days a week: » Inspector };. Staff Sergeant Operations Manager » Sergeants };. Constables » Court Officer -Civilian OAl 0 };. Clerical -Civilian OAS » A minimum of two officers will be working in the Town at any one time. };. The Tillsonburg Police Station located at 90 Concession Street (12,600 squares foot facility) is leased to the OPP providing a headquarters for police servicing the Town ofTillsonburg, Town oflngersoll, Township of Zorra and Township of Southwest Oxford. l_J (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Town of Tillson burg 2010 Business Plan Police -6- Changes Mandated by Other Levels of Government »-. Political Direction Received »- Professional Judgment of Staff »-Community satisfaction survey conducted in 2002 regarding police services indicates the public is generally satisfied with the level of services they are currently receiving. (c) Implementation of changes required to move from (a) to (b) »-No change currently planned. 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives 2011 Goals/Objectives Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable Quarter of Expected Completion Quarter of Expected Completion n u Town of Tillsonbnrg 2010 Business Plan -7-t\, Police () Human Resources Allocation/Del!lo;rment Plan Service FTE Requirements by Year 2007 2008 2009 2010 Police Services Board -5 persons Police Services Board Secretary -1 person 0.1 0.1 0.1 0.1 OPP CSR-.3 PT and 1 FT in 2009 0.33 1.2 1.3 1.3 Total Program FTE Requirements 0.43 1.3 1.4 1.4 Change from Previous Year 330% 202% 7.7% 0% Significant Variances >' OPP CSR position is funded through Fire Department, as was originally presented and approved by Council in 2007. Access & Equity >' None. Training and Development >' None. Performance Management >' Maintain Board honorarium. >' Meeting expense (per diem) fees are provided to encourage participation and professional development. >' Authority for a municipality to enter into an agreement for the provision of police services by the O.P.P. is provided under the Part 1, Section 10 of the Police Services Act, Chp.P.15, R.S.O. 1990. Other issues >' PSB have input in OPP Business Plan. 2011 >' Police Services Act requires delivery of adequate and effective police services in accordance with local needs through the following 5 core services: >' Crime prevention >' Law enforcement >' Victims assistance >' Public order maintenance >' Emergency response >' Municipalities to provide necessary administration and infrastructure to support adequate and effective police services. Town of Tillson burg 2010 Business Plan Police -8- 10) Information/Other Technology Plan :» To provide ongoing open communication between Director of Finance and Director of Corporate Services and the Oxford County OPP Inspector and the Police Services Board. 11) Other Resources Plan Asset Type Facility Equipment Requirements/Condition/Replacement Plan 12,600 square feet Computerized security system Interview rooms Community room -serves as a general office Separate administration and operations areas Communications, records and sergeants offices Patrol officers room and library Exercise room -equipment owned by former TP A Six cells (males, females and young offenders) monitored by closed circuit television Officer and stafflockers and shower facilities Barrier free washrooms Storage for officers' weapons and long guns -provided by OPP Secure lockup areas Sally port Two garages Heating, air conditioning, humidifier, generator Telephone system Communications radio console Dictaphone -Yi owned by Town Yi owned by OPP Time clock Fax machine -for CSR & Fire use Fire sprinkler system Outside sprinkler system Automatic doors Security system n u TOWN OF TILLSONBURG ( '1 l, ___ / 2010 BUSINESS PLAN ROADS Town of Tillsonbnrg 2010 Business Plan Roads 1) Program Mission Statement: -2- Our vision is to provide a reliable Road Transportation network to the customers of Tillsonburg and general public in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality of life for the town. 2) Core Businesses: Key Customers ~ Customers. ~ Developers ~ Lawyers ~ Contractors ~ Consulting Engineers ~ Planners ~ Surveyors ~ Local businesses ~ Sales personal ~ Other Utilities such as Bell Telephone, Union Gas, TV cable Company ~ Other government departments such as MOE, MNR, LPRCA and MTO. ~ Other Authorities such as Railways Company. ~ County of Oxford and surrounding Counties. ~ Other Municipalities. ~ Authorities staff from other departments. Core Businesses/Services ~ Resurfacing Annual Program including design and construction. ~ Reconstruction including design and construction. ~ Storm Sewage system design and construction. ~ Curb and sidewalk design and construction. ~ Engineering standards and specification. ~ Government Project Approvals (MOE, MTO, MNR, LPRCA,) ~ Inspection and construction ~ Tendering ~ Signage, line painting and safety devices maintenance ~ Landscaping and Tree maintenance ~ Bridge maintenance ~ Debris clean-up and street sweeping ~ Winter maintenance ('1 C•,1 l) (-\ • .. / Town of Tillson burg 2010 Business Plan Roads Non-Core Businesses/Services/ Activities ~ Records Management -3- ~ Setting up barriers for special events and road closures ~ Encroachment permit inspections ~ Recoverable private work Legislated Standards and Guidelines ~ Town ofTillsonburg Design Criteria-Residential Subdivisions ~ Municipal Engineering Works Design Manual ~ Ontario Provincial Standard Specifications and Drawings ~ Ontario Traffic Manual ~ RTAC Geometric Road Design Manual ~ Roadside Safety Manual ~ Ministry of Environment and Energy Requirements. ~ Ministry of Transportation Ontario requirements. ~ Town ofTillsonburg by-laws. ~ Canadian Standards Association. ~ County of Oxford. ~ Canadian Safety Association. ~ Electrical Utilities Safety Association. ~ Environmental Services at Railways Crossing guideline. Town of Tillsonburg 2010 Business Plan Roads Program Map -4- Roads / ----------Road Services I Annual Resurfacing Program I Curb and Sidewalk Reconstruction Sweeping and Debris pick up I Line Painting Winter Maintenance Storm Sewers Annual Ditching Program Annual Crack Sealing Program Annual Tar& Chip Program Other Services I Records Management I Road Closures I Encroachment Permits I Recoverables n u Town of Tillsonburg 2010 Business Plan -5- Roads 3) Performance Measures: Measure 2006 2007 2008 2009 Output Measures -quantity Population 14,500 15,000 15,000 14,500 Lane Km. of roads (est.) 212.4 217.8 221 224 Km. of sidewalks (est.) 80.0 81.4 85.4 85.6 Km. of road resurfaced per year 1.1 2.1 2.1 1.49 Signs replaced per year 130 109 209 Storm Water Management Ponds 8 9 11 11 Note: From 1998 -2004, 4.08 km of new roads were added From 2004 -2008, 4.46 km of new roads were added Note: From 1998 -2004, 4.97 km of new sidewalks were added. From 2004 -2008, 10.05 km of new sidewalks were ~, ( ; added Efficiency Measures (Cost per Unit) Winter Maintenance Cost/ km of road $2,105.08 $1,568.69 $1,804.92 $1864.31 Effectiveness/Customer Service Measures Litres of traffic paint placed 4,185 3,575 4,095 3780 Issues per year 386 393 369 384 Complaints per km 1.78 1.82 1.70 1.75 Boulevard trees maintained 99 114 69 43 L Encroachment permits per year 68 72 30 36 Tonnes Cold Patch used 123.11 116.31 93.82 82.6 Appreciation Letters/Phone calls 15 17 8 4 Town of Tillson burg 2010 Business Plan Roads -6- 4) Future Directions (Longer Term): » Ongoing upgrading of the five year reconstruction and resurfacing program » Ongoing Traffic Operations Study in partnership with the County » Alternate Truck Route study around Tillsonburg in partnership with the County andMTO. 5) Current Directions (Shorter Term): 6) » Updating the 5 year resurfacing program » Updating the 5 year road reconstruction program to be co-ordinated with sewer, watermain, utilities and development-related re-construction » Maintain GPS systems as budget allows to winter sanders, plows and sidewalks equipment » Continued monitoring Minimum Maintenance Standards for Municipal Roads » Continued implementation of the Salt Management Plan » Assisting in implementing an Asset Management Plan Future Building Needs (As identified under Facilities Manager report) » New Shop Bay Doors $ 30,658.69 for 2010 » New Salt brine tanks with containment $ 19,500.00 for 2011 see Fleet Asset Management Plans » New Salt Shed $ 125,000.00 for 2012 see Winter Maintenance 5-yr Capital Plans » Sand & Salt underground run-off storage tanks $ 30,000.00 for 2013 » New shop bays to accommodate future growth $ 550,000.00 for 2014 » Sign Shed $ 40,000.00 for 2015 » Emergency Lighting $ 6,000.00 for 2016 » Control access gate $ 15,000.00 for 2017 n () u (-; Town of Tillson burg 2010 Business Plan Roads -7- 7) Fleet Requirements (Also See Fleet Budget and Business Plans) ~ Replace unit# 61 as per Asset Management Plan. > Purchase an additional five ton truck with front and wing plows along with an anti icing unit due to the approximately 10 kms of new roads built in subdivisions on the west side of town. > Purchase an additional Trackless Sidewalk Machine to service the new sidewalks on the west side of town. ~ With the town growing larger to the west we have found the winter maintenance activities such as plowing, salting and snow removal has fallen below our standards. 8) Key Linkages with Business Plans of Other Programs > > > > Planning of reconstruction and capital work with other areas such as engineering, water, sewers, hydro, county, other municipalities, utilities, etc. Assist in facility road and lane maintenance (patching as required). Line Painting at Airport, Customer Service Centre, Cemetery, Complex, Police & Fire Services Additional Storm Water Management Ponds Maintenance 9) Program Delivery Plan (a) How is the program delivered now and at what level? > Hours of Operations, 7:00 a.m. to 3:15 p.m. daily Monday to Friday ~ Roads Manager ~ Working Foreperson/Heavy Equipment operator ~ 8 Full-Time Equipment Operators :~·;",~j~t:?:~l~l~i·~~~;~iO-Oii:lilt~;l'.~e~~s > 4 Part-time Equipment Operators for winter months > 4 Part-time Students in the summer > Overtime as required for winter maintenance and emergencies (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government Political Direction Received > Council for the Town of Tillsonburg, policies and guidelines. Professional Judgement of Staff Town of Tillson burg 2010 Business Plan Roads -8- > Continue work with staff committee on Shared services for obtaining quotes to obtain better pricing on traffic signs, cold mix, vehicles, salt, etc with other Oxford County Municipalities. (c) Implementation of changes required to move from (a) to (b) 10) Key Goals/Objectives of Program by Year Additional Costs Quarter 2010 Goals/Objectives (Savings) if Completed A1mlicable Resurfacing NIA 4tn Reconstruction NIA 4t• Curb and Gutter NIA 4t• Sidewalks NIA 4t• Guide rail -Various locations NIA 4th Storm Sewer Flushing Program NIA 4t• Sanitary Sewer Flushing Program NIA 4t• 11) Asset Management Requests 12) Human Resources Allocation/Deployment Plan Note -A portion of the Full-time employee's FTE's have been allocated to other Business Plans. Roads @6.86 FTE'S, Parking@ 1.53 FTE'S, Sanitary Sewers@ 1.53 FTE'S, and Solid Waste and Recycling @3.98 FTE'S) for a Total of 13.90 FTE's. The Proposed "New Full Time Employee" will be an active team member in all Business Plans as noted above. The last hire in Public Works was in the year 2003. Since then we have added approximately 10 kms of roadways on the west side ofTillsonburg. The employee will be added to our team starting January 1110 and will have experience in operating heavy equipment. The addition of this employee will assist us in maintaining service in all aspects of Public Works. The Proposed "New Part Time Employee" would be added for the Winter Season in 2010 to operate the additional Trackless Sidewalk Machine. n (~) In the next five years Public Works is anticipated to see the retirement of over half of its U Roads employees. The new HEO employee being requested will not only assist us in maintaining service levels but will also be working closely with senior staff so that they can to pass on inherent knowledge of our methods and processes for succession planning. () Town of Tillsonburg 2010 Business Plan Roads -9- The new employee's will be a great asset in Winter Maintenance; currently it takes 12 hours to plow the west side of town. With the addition of these new employee's and equipment we can get it finished in approx. 6-8 hours and will accommodate the growth within the town. This FTE will also assist within other summer maintenance business plans. Roads FTE Requirements by Year 2007 2008 2009 2010 2011 Roads general Full-time 5.0 5.0 5.0 6.0 6.0 Roads general Part-time 0.30 0.30 0.30 0.63 0.63 Roads Summer Students 0.23 0.23 0.23 0.23 0.23 TotalFTE 5.53 5.53 5.53 6.86 6.86 Change from Previous Year 0% 0% 0% 24% 0% Public Works Summary FTE Requirements by Year 2007 2008 2009 2010 2011 Roads general Full-time 10 10 10 11 11 Roads general Part-time 1.65 1.65 1.65 1.98 1.98 Roads Summer Students 0.92 0.92 0.92 0.92 0.92 TotaIFTE 12.57 12.57 12.57 13.90 13.90 Town of Tillson burg 2010 Business Plan Roads -10- General Overview (All Roads Human Resources) Roads FTE Requirements by Year 2007 2008 2009 2010 Roads general Full-time 5.0 5.0 5.0 6.0 Roads general Part-time 0.30 0.30 0.30 0.63 Roads Summer Students 0.23 0.23 0.23 0.23 TotalFTE 5.53 5.53 5.53 6.86 Change from Previous Year 0% 0% 0% 24% Subcategories Parking FTE Requirements by Year 2007 2008 2009 2010 Full-time staff 1.0 1.0 1.0 1.0 Part-time staff 0.30 0.30 0.30 0.30 Roads Summer Students 0.23 0.23 0.23 0.23 TotalFTE 1.53 1.53 1.53 1.53 Change from Previous Year 0% 0% 0% 0% Sanitary Sewers 2007 2008 2009 2010 Full-time staff 1.0 1.0 1.0 1.0 Part-time staff 0.30 0.30 0.30 0.30 Roads Summer Students 0.23 0.23 0.23 0.23 TotalFTE 1.53 1.53 1.53 1.53 Change from Previous Year 0% 0% 0% 0% 2011 6.0 0.63 0.23 6.86 0% 2011 c I 1.0 J 0.30 0.23 1.53 0% 2011 1.0 0.30 0.23 1.53 0% u () Town of Tillsonburg 2010 Business Plan Roads -11- Solid Waste & Recycling Full-time staff Part-time staff Roads Summer Students Tota!FTE Change from Previous Year Roads Full Time Employees (All Business Plans) 2007 3.0 0.75 0.23 3.98 0% FTE Requirements by Year 2008 2009 2010 3.0 3.0 3.0 0.75 0.75 0.75 0.23 0.23 0.23 3.98 3.98 3.98 0% 0% 0% 40 hrs/wk x 52 wks 40 hrs/wk x 52 wks x 11 workers = 22,880 hrs/yr 22,880 hrs divide by 2080 = 11 FTE I. Roads Manager 2. Light Equipment Operator 3. Working Foreman 4. Heavy Equipment Operator 5. Heavy Equipment Operator 6. Heavy Equipment Operator 7. Heavy Equipment Operator 8. Heavy Equipment Operator 9. Heavy Equipment Operator 10. Heavy Equipment Operator !:f.~.Be~f:_q~iiliiii!lt~QJi-e1'l{tor1lli~w~i!i:P!Qf.,~) Roads 4 Part Time (Summer Students) (All Business Plans Except Winter Maintenance) I . Student Light Equipment Operator 2. Student Light Equipment Operator 3 . Student Light Equipment Operator 4. Student Light Equipment Operator 40 hrs/wk for 12 wks 40 hrs/wk x 12 wks x 4 workers= 1,920 hrs/yr 1,920 hrs divide by 2080 = 0.92 FTE Roads 4 Part Time (Winter Help) (All Business Plans) I. Heavy Equipment Operator 2. Heavy Equipment Operator 3. Heavy Equipment Operator 4. Heavy Equipment Operator 40 hrs/wk for 16 wks 40 hrs/wk x 16 wks x 4 workers = 2,560 hrs/yr 2,560 hrs divide by 2080 = 1.23 FTE 5.-• .Heavy Eiillif>nJ,~nt: 9.Perat<lr (NewEilipfoyee) 2011 1.0 0.75 0.23 3.98 0% Town of Tillson burg 2010 Business Plan -12 - Roads n Solid Waste 3 Part Time (Solid Waste Business Plan Only) I. Gate Attendant 2. Gate Attendant 3. Gate Attendant 6 hrs/wk for 52 wks 6 hrs/wk x 52 wks x 3 workers = 936 hrs/yr 936 hrs divide by 2080 = 0.45 FTE 10) Information/Other Technology Plan ~ Internet access allows for immediate weather updates and connectivity with other corporate services areas to share information to achieve efficiencies ~ Internet access will allow communication with other technical associations and road maintenance web sites (e.g. The Road Authority -OGRA, CPW A -Canadian Public Works Association). Corporate Training as required for software updates and new programs as approved. 11) Other Resources Plan Asset Type Fleet Property Number I Requirements/Condition/Replacement Plans Various Vehicles -See Fleet Business Plans 20 Spruce Street u TOWN OF TILLSONBURG 2010 BUSINESS PLANS PROTECTIVE SERVICES Town of Tillsonbnrg 2010 Business Plan Protective Services 1) Program Mission Statement: -2- Protective Services is committed to fairly enforce and administer municipal by-law services to the residents of the Town ofTillsonburg. 2) Core Businesses: Key Customers > Taxpayers > Municipal citizens/residents > Schools > Other municipal departments > Province of Ontario > Tourists > Employees > County of Oxford > Other municipalities > Regulatory entities > Volunteers > Service clubs > Local business Core Businesses/Services > School crossing guards > By-law enforcement > Parking enforcement > Animal control -dog & cat licensing > Taxi and Limousine Regulating > Itinerant Seller/Transient Trader > Bicycle licensing > Pawnbroker > Boating > Snowmobile > Snow Removal > Adult Entertainment and Body Rub Parlour > Promote safety within municipality > Information requests Non-Core Businesses/Services/ Activities > none n () u () Town of Tillson burg 2010 Business Plan Protective Services Legislated Standards > Municipal Act );> W.S.I.B. > Occupational Health and Safety -3- > Town ofTillsonburg enforcement by-laws > Ministry of Transportation > Ministry of Labour > Ministry of Consumer and Commercial Relations > Ministry of Attorney General > Ministry of Solicitor General > Police Services Board > Provincial Offences Act > Revised Statutes of Ontario Town of Tillsonburg 2010 Business Plan Protective Services Service Map I General I Fire Route By-law enforcement I Snowmobile By-law enforcement I Non-Motorized transportation By-law enforcement I Taxi By-law enforcement I Issue Bicycle Licences I Pawnbroker By-law enforcement I Boating By-law enforcement Open Burning By-law enforcement I Salesperson By-law enforcement I Snow Removal By-law enforcement -4- Protective Services I I I Parking School Crossing Enforcement l'.:!no•d• I I Monitor parking within the Hire school crossing guards Town ofTillsonburg I I Issue parking tickets and or Monitor school crossing warnings guards activities and nerformance I I Record parking tickets in parking ticket computer Schedule crossing guards nfO!!falll I I Track unpaid fines on Recommend school crossing computer program changes to municipality I I Collect and Record all fine payments Liason with school boards I I Recommend parking Provide educational programs and information solutions to municipality bulletins I I Attend court whenever Administration of payroll, necessary uniforms & equipment I Enforce Noise by-law for Trucks I Enforce Fire Rout by-law I I I n I Animal Control I Receive and record animal complaints I Issue letters to residents regarding by-law compliance I Contact animal control contractor regarding animal nick-un I Enforce Noise by-law for animals I Recommend by-law updates or changes to municipality I Attend court whenever necessary I Issue ticket whenever necessary I I I I I I u Town of Tillson burg 2010 Bnsiness Plan -5- (', Protective Services (-) 3) Performance Measures: Measure Output Measures -quantity # of tickets levied # of enforcement complaints Efficiency Measures % of tickets paid Response to complaints Cost to taxpayer/capita Effectiveness/Customer Service Measures Complaints -by-law enforcement * Up until third quarter or estimated 4) Future Directions (Longer Term): );> Review need for Crosswalks 2006 1075 49 49 $19.22 2007 579 49 49 $13.26 2008 759 92 92 $7.85 2009 689* 79* 79* $7.61 );> Continue to update necessary By-laws to reflect changing needs in accordance with Review Plan );> Integrate Computer systems wherever possible 5) Current Directions (Short Term): );> Prepare a Three to Five Year Review Plan for By-laws 6) Key Linkages with Business Plans of Other Programs Protective Services has four ( 4) key links to other municipal programs: );> The Customer Service Centre provides general information and receives complaints that are forwarded to the By-law Enforcement Officer );> Customer Service counter at the OPP Station collects enforcement fines and other information request fees );> The Corporate Office administers payroll services for Parking Enforcement Officer, Customer Service Representatives, and Crossing Guards );> By-law Enforcement Officer has constant radio communication available through OPP and dispatch centre );> Town Council provides municipal guidelines through a By-law process );> OPP Court Officer provides by-law prosecution on behalf of the Town 2010 Town of Tillson burg 2010 Business Plan Protective Services 7) Program Delivery Plan -6- (a) How is the program delivered now and at what level? ~ 1 full-time Parking/By-law Enforcement Officer-8:30 am to 4:30 pm Monday to Friday ~ 1 part-time Administrative support staff for Parking/By-law Enforcement Officer ~ 12 part-time school Crossing Guards ~ Parking Enforcement Officer performs 4 sweeps of the downtown core each day ~ Networked computer systems ~ Collection of Parking Ticket Revenue is performed by Customer Service Representatives 24 hours per day ~ Parking Tickets are also issued by Police Officers, after hours ~ All overdue accounts are forwarded to County of Oxford for collection ~ Parking Ticket Program tracks all Revenue, Accounts Receivables and provides necessary statistics (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government ~ Changes to the Municipal Act ~ MTO Policies ~ Solicitor General and Attorney General ~ Revised Statutes of Ontario Political Direction Received ~ Council for the Town ofTillsonburg provides policy guidelines ~ Council committed to providing residents within the Town ofTillsonburg with improved protective services as per the Police Services Act ~ Enforcement guidelines provided by way of municipal by-laws enacted by Town Council ~ Police Service Board responsibilities as legislated by the Solicitor General, Attorney General and Council Professional Judgement of Staff ~ Continual efforts should focus around providing higher levels of service by equipping staff with the knowledge through training and resources n () u Town of Tillsonburg 2010 Business Plan r '\ Protective Services -7- () (c) Implementation of changes required moving from (a) to (b) )>-Provide ongoing staff training to improve skills 8) Key Goals/Objectives of Program by Year 2010 Year Goals/Objectives 2011 Year Goals/Objectives Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable 9) Human Resources Allocation/Deployment Plan Quarter of Expected Completion in Year Quarter of Expected Completion in Year Service FTE Requirements by Year 2007 2008 2009 2010 2011 Customer Service Representatives 4.0 0.0 0.0 0.0 Part-time CSRs -4 1.0 0.0 0.0 0.0 Parking/By-law Enforcement 1.0 1.0 1.0 1.0 Parking/By-law Enforcement Assistant 0.3 0.3 0.3 0.3 Crossing Guards -10 2.2 2.5 2.5 2.5 Custody -escorts 1.0 0.0 0.0 0.0 Total Program FTE Requirements 9.5 3.8 3.8 3.8 Change from Previous Year 0.0% 0.0% 0.0% 0.0% Significant Variances Town of Tillsonburg 2010 Business Plan Protective Services -8- > Parking/By-law Enforcement Assistant -.3 refers to a college or university summer student to go door-to-door to conduct a dog tag and cat tag audit and to fill in for the Parking/By-law Enforcement Officer while on vacation Access & Equity > Training and Development > Parking Enforcement annual meeting > Municipal Law Enforcement Workshops > Continued training for Crossing Guards > First Aid I CPR > Health & Safety > Additional computer training Performance Management > Will follow corporate direction on performance management -to be supervised by Director of Corporate Services assisted by OPP Inspector Other issues > Continue to look at other services provided by the municipality to eliminate duplication and achieve cost savings 10) Information/Other Technology Plan > Constant radio contact through OPP and dispatch centre 11) Other Resources Plan Asset Type Office space Equipment Requirements/Condition/Replacement Plan Oxford OPP -90 Concession Street East -By-law Enforcement Officer and Assistant Computer linked to Town network-By-law Enforcement Officer and Assistant n u () TOWN OF TILLSONBURG 2010 BUSINESS PLAN BUILDING Town of Tillson burg 2010 Business Plan Building 1) Program Mission Statement: -2- The Building Department is committed to providing services to ensure construction within the Town ofTillsonburg meets the standards of the Ontario Building Code. To ensure all life safety and health issues are met to allow residents " a place to build their future". To ensure the tenant population that their rights to a safe and healthy residence is not violated. To ensure that residents adhere to all municipal By-laws. 2) Core Businesses: Key Customers :.-Home owners :.-Builders :.-Tenants :.-Property owners :.-Commercial business owners :.-Industrial factories :.-Local institutions including schools and hospital :.-Developers :.-Designers Core Businesses/Services :.-Building services :.-Property Standards :.-By-law enforcement :.-Zoning :.-Plan reviews :.-Inspections :.-Investigations :.-Enforcement through voluntary compliance or legal action Non-Core Businesses/Services/ Activities :.-Public education :.-Builder education :.-Landlord and tenant education Legislated Standards :.-Ontario Building Code Act :.-Ontario Building Code :.-Tenant Protection Act :.-Long Point Conservation Authority :.-Zoning By-laws :.-Other Municipal By-laws :.-Other applicable law (39 Acts & regulations) n u Town ofTillsonburg 2010 Business Plan Building FLOWCHART BUILDING General Building I Property Stan~ards I By-law Enforcement I Zoning - - ~ Application Plan Review Receive Complaint Receive Complaint Receive Complaint ~ >-- ~ -3- Compliance to Applicable Laws Inspect/ Investigate Inspect/ Investigate Inspect/ Investigate Issue Permit ~ Issue Notice - ~ Issue Notice ~ Issue Notice - Inspect Re-inspect ~ Re-inspect ~ Re-inspect ~ Re-inspect as required and enforce Code Enforce Standards Enforce By-laws Enforce Zoning Town of Tillson burg 2010 Business Plan Building -4- 3) Performance Measures: As of 3•• Quarter Measure Output Measures -Quantity Residential (value) Commercial (value) Industrial (value) Institutional (value) TOTAL Efficiency Measures Building permit turnaround (days) Inspections carried out to date Effectiveness/Customer Service Number of Permits issued to date All By-Law Complaints 2006 8,838,529 1,002,500 4,961,900 904,750 15,740,779 10 997 287 NIA 2007 13,056,587 1,685,015 117,500 4,985,120 19,844,222 10 1150 315 210 2008 7,643,741 1,620,175 85,000 2,317,381 11,666,297 5-10 1,007 232 190 3a) Over All Value of Construction: 2009 -24,000,000 Projected 2008 -13,602,784 2007 -23, 555, 697 2006 -19,723,767 Total Permits Issued: 2009 -Projected 2008 -299 2007-398 2006-252 Building Inspections Carried Out: 2009 -1550 Projected 2008 -1,500 2007 -1, 996 2006 -1,200 Bylaw Complaints Investigated: 2009 -189 2008-240 2007 -252 2006-NIA b) 2009 Projections: See above 2010 Projections: See above 2009 7,065,414 3,959,250 354,400 10,509,253 21,888,317 10 1,100 251 u (\ j Town ofTillsonburg 2010 Business Plan Building -5 - 4) Future Directions (Longer Term): > Improve levels of service for customers > Provide more effective and timely service regarding all responsibilities > Continue improving the property file system involving other Departments i.e. Tax, Water & Sewer, Engineering, and Planning. > Stream line procedures for staff > Provide Permit Management System > Provide human resources to reduce outstanding permits 5) Current Direction (Short Term): > Continuous need to educate customers of the changes to various regulations > To continue expanding By-Law and Property Standards efficiency > To provide a more efficient system through the By-law/Property Standards > > > > > > > > Officer and Building Permit Applications Clerk position (permit management system) To provide quarterly activity reports Promote more public awareness -i.e. information literature for real estate market, lumber stores and home owners Participation at Oxford County Builders Association meeting once per year Increase efficiencies in the permit application process, inspection process, compliance to regulations enforced by the department Improve planning process and tracking systems to ensure timely customer service Improve permit review and issuance time, follow-up and investigative effectiveness Property standards and all by-law review Educate users of the Building Code. 6) Key Linkages with Business Plans of Other Programs > Development of a document imaging system for plans 7) Program Delivery Plan (a) How is the program delivered now and at what level? > One full-time Chief Building Official > One full-time Deputy Chief Building Official/By-law Enforcement Officer > One full-time By-Law Enforcement/ Property Standards Officer and Building Permit Applications Clerk. > Telephone and reception by Customer Service Representatives, advice and interpretations by Building Department. > Office hours 8:00 am -4:00 pm > Municipal owned vehicles for transportation (2) Town of Tillson burg 2010 Business Plan Building -6 - (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government };> The Ontario Building Code and all other applicable law. };> Mandated permit turnaround times: Residential Small buildings 20 days Part 3 Buildings 20 days };> Actual turnaround times for the Building Department: Residential 5 -10 days Small buildings 5 -10 days Complex buildings 10 -20 days Part 3 Buildings 10 -20 days Political Direction Received 10 days 10 days Complex buildings };> Emphasis on customer service and a proactive approach to by-law enforcement };> Provide development friendly approach in all facets of the organization. (c) Implementation of changes required to move from (a) to (b) };> Increase Code training, improve consistency };> Increased permit clerk training in the Building Code. };> Property standards level III training for property standards officer. };> Publish more "Doing It Right" and place Code and By-Law information in newspapers. n u (; Town of Tillsonburg 2010 Business Plan Building -7 - 8) Key Goals/Objectives of Program Short Term Goals and Objectives )> Enhance Building Services library -there are 450 referenced documents in the Building Code. )> Continue with property standards updates. )> The By-Law Enforcement/ Property Standards Officer and Permit Applications Clerk must continue training in permit requirements and MLEO. )> The By-law Enforcement /Property Standards Officer and Permit Applications Clerk to attend MLEO annual meeting and training session. )> Both inspectors must maintain their certification as required in the building code. Long Term Goals and Objectives )> Continue to develop succession planning for Building Services. )> Continue to enhance morale in Building Services. )> Open the doors of Building services, to everyone through increased communications )> Reduce, outstanding permits through additional human resources and permit management system Town of Tillson burg 2010 Business Plan Building -8 - 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2007 2008 2009 2010 Chief Building Official 1.0 1.0 1.0 1.0 Deputy Chief Building Official/By-law 1.0 1.0 1.0 1.0 Enforcement Officer Full Time By-Law Enforcement/ Property • 1.0 1.0 1.0 Standards Officer and Building Permit Applications Clerk Asset Management Assistant Total Program FTE Requirements 2.8 3 3 3 Change from Previous Year 0% 7% 0% 0% Significant Variances ~ Part time asset management assistant Access & Equity > Staff will be equally treated and provided open access to their manager Training and Development ~ The By-Law Enforcement/ Property Standards Officer and Building Permit Applications Clerk to have MLEO training. ~ Regular professional development courses required to maintain qualifications. ~ Continuous professional development to maintain certification > More active participation in and various training sessions and local and annual meetings of the OBOA, OPIA, OAPSO and MLEO Performance Management ~ Performance evaluations in accordance with policies of the corporation Other issues ~ Review all Building Services procedures manuals. 10) Information/Other Technology Plan ~ Initiate a Permit Management System to replace LRIS 2011 1.0 1.0 1.0 0.5 3.5 16.% (-) u () Town ofTillsonburg 2010 Business Plan Building -9 - 11) Other Resources Plan Asset Type Fleet Office Space IT Requirements/Condition/Replacement Plan Vehicle# 39 scheduled to be replaced. CSS accommodates 3.5 FTE's. Replace damaged desk I workstation of Deputy Chief Building Official Maintain I increase to 3 .5 workstations, 2 desktops, and two laptops u TOWN OF TILLSONBURG 2010 BUSINESS PLAN Engineering Town of Tillson burg 2010 Business Plan Engineering 1) Program Mission Statement: -2- Our vision is to consolidate all engineering services provided to the corporation in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality oflife through the town's infrastructure services. 2) Core Businesses: Key Customers );> Customers. );> Developers );> Lawyers );> Contractors );> Consulting Engineers );> Planners );> Surveyors );> Local businesses );> Sales persons );> Other Utilities such as Bell Telephone, Union Gas, and TV cable Company and other utilities companies. );> Other government departments such as MOE, MNR, LPRCA, Department of Ocean and Fisheries and MTO. );> Other Authorities such as Railways Companies. );> County of Oxford and surrounding Counties. );> Other Municipalities. );> Real Estate agents. );> Corporation Authorities, staff from other departments. Core Businesses/Services );> Watermain and services design and construction. );> Overhead and underground hydro and services design and construction. );> Storm and Sanitary Sewage distribution system design and construction. );> Road, Asphalt and sidewalk design and construction. );> Engineering standards and specification. );> Government Project Approvals (MOE, MTO, MNR, LPRCA, OEB, ESA, CSA) );> Inspection and construction. );> Surveying. );> Mapping and Drawing. );> Statistics. );> Tendering. );> Invoicing );> Payment Certificates );> Traffic Studies );> Response with the requested information from the Lawyers and Consultants. );> Hydro Substation Building construction and Maintenance. u Town of Tillsonburg 2010 Business Plan (', Engineering ~ Evaluate energy charges. ~ Evaluate street light systems -3- ~ Approval of work on subdivision plans and development site plans. ~ Prepare the necessary documents for the applications for the Environmental assessment. ~ Asset Management , Data Collection Non-Core Businesses/Services/Activities ~ Easement. ~ Safety Training ~ Maintenance. ~ Records Management I Asset Management ~ Maintaining records. ~ Subdivision Agreements ~ Lot Grading. Legislated Standards and Guidelines ~ Ministry of Environment Requirements. ~ Ministry of Transportation Ontario requirements. ~ Town ofTillsonburg By-Laws. ~ Town ofTillsonburg Design Criteria-Residential Subdivisions. ~ Canadian Standards Association. ~ Ontario Provincial Standard Specifications and Drawings ~ County of Oxford. ~ Canada and Ontario Building code. ~ Municipal Engineering Manual and design guidelines. ~ Canadian Safety Association. ~ Electrical Utilities Safety Association. ~ Environmental Services at Railways Crossing guideline. ~ A WWA Standard. ~ Roadside Safety Manual ~ Manual of Uniform Traffic Control Devices ~ Electrical Code Manual. ~ Ontario Water Resource Act ~ Ontario Drinking Objective and Guideline ~ Municipal Electrical Association ~ ESA Reg.22/04 Town of Tillson burg 2010 Business Plan Engineering Program Map General I Project Management I Design I Construction I Development Review Subdivision Approvals I Environmental Assessments I Surveying -4- Engineering n I Other Services I Easements I Correspondence ( ' Tendering J ' I Records Management I Lot Grading I Data/Asset Management and Filings I Training u c-~) Town of Tillson burg 2010 Business Plan Engineering 3) Performance Measures: Measure Output Measures -quantity No. Of Contracts No. Of Subdivisions Development Files Minor Variances, Re-zonings, C of A's Efficiency Measures (Cost per Unit) Construction Value/Total Costs Cost per capita Net Capital Costs/Estimated Outsourced Engineering Fees (based on 15% of const value) Effectiveness/Customer Service Measures No. Of Enquiries/yr. No. Of Consultants and Contractors No. Of Sales representatives No. Of Developers 4) Future Directions (Longer Term): -5- 2006 20 2 40 50 300 30 20 10 2007 2008 2009 20 20 20 4 4 3 50 35 25 60 75 70 Saving on $3,000,000 $3,000,000 Outsourced $ 450,000 $ 450,000 Engineering Fee 300 300 300 35 35 30 25 25 25 10 10 10 > Expand in-house engineering services, site inspection, grading plan review );> To connect to County to gain access to its data and dowoload to the Town's mapping system. (LRIS) );> Continue to work with other Utilities for future subdivision and development construction. );> To create a Senior Operation Technologist Position in the department( Succession Plan). );> Work on meeting PSAB 3150 requirements. 5) Current Direction (Shorter Term): );> Continue to develop a county-wide Engineering standard > Update the storm, sanitary sewage and water main data into AutoCAD > Standardize all engineering specifications );> Update AutoCAD software to accommodate the demand > Attending conference and relevant seminars will assist in new design and technology for better and efficient service. );> Further computer training for staff. > Completion of consolidating Engineering Records Inventory > Update engineering standard in subdivision design criteria 2010 20 2 25 60 $3,000,000 $ 450,000 300 30 20 10 Town of Tillson burg 2010 Business Plan Engineering -6- ~ Continued proficiency and safety training to keep pace with current Technology. ~ Review correspondence file to numbering system ~ Cross-train an employee by taking Certified Operator training for Water Distribution and Waste Water Collection. ~ Update an overall drainage map for the Town ofTillsonburg. 6) Key Linkages with Business Plans of Other Programs ~ Environmental Services design and statistics l> Tendering and purchasing policies for other service areas. ~ Copy and plotter machine for others. ~ Provide records to other operations. l> Cross Training opportunities within other service area of the Corporation. ~ MTO payment application for the construction ~ Inspect construction areas for deficiencies ~ To layout construction site for the water and hydro department. ~ Estimating construction/projects cost for other departments 7) Program Delivery Plan (a) How is the program delivered now and at what level? ~ Manager of Engineering. ~ Hours of Operations ~ 8:00 a.m. to 4 p.m. daily Monday to Friday (35 Hours /week) l> 2 Operation Technologists l> 1 Hydro Operation Technologist l> 1 Asset management Technician l> 1 Engineering Co-op student (all year) (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government ~ Hydro Standards and specifications Reg .22/04 ~ Ontario Drinking Water Regulation/ Distribution Operations ~ MTO Minimum Maintenance Standards ~ Municipal Environmental Class Assessment -updated Political Direction Received ~ Council for the Town ofTillsonburg, policies and guidelines. ~ County of Oxford Water and Wastewater standards Professional Judgement of Staff ~ To develop better design criteria to achieve cost saving. ~ Identify the staff training and address its need. n (1 , ____ ) u Town of Tillsonburg 2010 Business Plan -7- (\ Engineering ( j );> To work with other Municipalities to standardize the material used in the construction. );> Continue to determine objectives and goals of the engineering operation and involve staff in the process. (c) Implementation of changes required to move from (a) to (b) );> Work with the Planning department of the Oxford County to asset the new industrial and developer. );> To partnership with other Utilities and to provide them with our construction services. );> Need a co-op student year round to update the mapping and assist in surveymg. );> Require a part-time technician during construction period to help the technologist to do inspection and design work when need. );> Require doing detail construction drawings for Inclusion of the Tillsonburg's electrical system under Reg.22/04. );> The Asset Management of Town's infrastructure data such as sanitary sewer, Street Lights system Electrical System (both overhead and underground). Watermain and etc. Town of Tillson burg 2010 Business Plan Engineering -8- 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Update all sewerage data into Autocad Update filing systems for engineering files Update all maps and drawing files Update necessary equipments and computer ro am Update Design Criteria of Town ofTillsonburg Annual Asphalt Tender Annual Concrete and Sidewalk Tender Reconstruction of Quarter Town Line from Concession St to Esseltine Drive Quarter Town Line -Gibson Drive to Stoney Creek -top lift Reconstruction ofLisgar Avenue Area Quarter Town Line from Baldwin Street to Esseltine Drive Design engineering drawings for construction of Brock Street from Tillson Ave. to Maple Lane Reconstruction of Concession Street from Charlotte Ave. to Quarter Town Line-top lift Review of Subdivision and Site Plan Electrical Infrastructure data Miscellaneous Construction tenders Others: • Training (Safety and work related) • Record management/ Asset Management • Preparing for the ESA Safety Audit • MTO Connecting Link Projects • Hydro Capital Projects Quarter of Expected Completion All year All year All year All year All year 2" 2" I" I" All year All year All year (_) u Town of Tillson burg 2010 Business Plan (' Engineering -9- 9) Human Resources Allocation/Deployment Plan Service Engineering -General Co-Op Student all year & Part Time Total Program FTE Requirements Change from Previous Year Significant Variances ~ Reg.22/04 Hydro regulation ~ Asset Management Project Training and Development ~ Health & safety ~ WHMIS ~ FirstAid ~ CPR 2007 5.0 l.O 6.00 0% ~ Additional Microsoft Office Training. ~ New Utilities Software training. ~ Asset Management (Work Tech) FTE Requirements by Year 2008 2009 2010 5.0 5.0 5.0 l.O l.O l.O 6.00 6.00 6.00 0% 0% 0% 2011 5.0 l.O 6.00 0% ~ Attend seminar, workshop and conference to maintain current level of technology and idea. ~ LRIS Web Base Performance Management ~ Will follow corporate direction on performance management. Other issues ~ Will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings. 10) Information/Other Technology Plan ~ Internet access allows for immediate file download drawing file to the computer instead by mail ~ Internet access will allow communication with other utilities to develop the drawing and map and data sharing. ~ Upgrade software and hardware requirements. ~ Links up County for data (LRIS) Town of Tillsonburg 2010 Business Plan Engineering -10- ~ Inclusion of the Tillsonburg's electrical infrastructure data in the corporate spatial database. ~ Work Tech (Asset Management) ~ Hydro Reg.0.22/04 11) Other Resources Plan Asset Type Equipment Computer Equipment Vehicles ~~Z:tn:n~ ~~~JilijJ:jifil Number 6 1 1 6 2 1 1 Requirements/Condition/Replacement Plans AutoCAD License. Copier Color printer 6 Workstations 1 pickup truck for surveying and 1 mini van for doing inspection and other functions. We are currently having 6 staffs to share two vehicles. To create a senior position so that the technologist can be looking forward to move to a higher grade. It helps to keep our current staff to stay with our organization. It is a succession plan. To create a part-time position during summer time to help the technologist to do inspection and/or design work when it needs (; u (' TOWN OF TILLSONBURG 2010 BUSINESS PLAN PARKING ( . _J Town of Tillsonburg 2010 Business Plan Parking 1) Program Mission Statement: -2- Our vision is to provide a reliable parking system, to provide adequate turnover for on street parking for business customers and longer-term off-street parking for all day users of Tillsonburg. Parking will be provided in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality oflife for the town. 2) Core Businesses: Key Customers ~ Customers. ~ Local businesses ~ Sales personal ~ Contractors ~ Consulting Engineers ~ Planners ~ Surveyors Core Businesses/Services ~ Bylaw Enforcement ~ Resurfacing and patching -Annual Program. ~ Reconstruction. ~ Storm Sewage system design and construction. ~ Curb and sidewalk design and construction. ~ Engineering standards and specification. ~ Government Project Approvals (MOE, MTO, MNR, LPRCA, ) ~ Inspection and construction ~ Signage, line painting and safety devices maintenance ~ Landscaping and Tree maintenance ~ Debris clean-up and street sweeping ~ Winter maintenance Non-Core Businesses/Services/ Activities ~ Collection of Fines ~ Records Management (~) u c-; Town of Tillsonburg 2010 Business Plan Parking Legislated Standards and Guidelines -3- }-Town of Tillsonburg Design Criteria -Residential Subdivisions }-Municipal Engineering Works Design Manual }-Ontario Provincial Standard Specifications and Drawings }-Ontario Traffic Manual }-RTAC Geometric Road Design Manual }-Roadside Safety Manual }-Ministry of Environment and Energy Requirements. }-Ministry of Transportation Ontario requirements. }-Town ofTillsonburg by-laws. }-Canadian Standards Association. }-County of Oxford. Program Map Parking ~ -------------Parking Services Other Services I I Winter Fine Collection Maintenance I I Resurfacing Records I Management Reconstruction I Painting I Bylaw Enforcement Town of Tillsonbnrg 2010 Business Plan Parking 3) Performance Measures: Measure Output Measures -quantity Parking Spaces On-Street Parking Lots Parking Lot Spaces Efficiency Measures (Cost per Unit) Summer Maintenance Cost /Space Winter Maintenance Cost/Space Effectiveness/Customer Service Measures -4- 2006 621 17 1,571 $10.14 $17.22 2007 621 17 1,571 $9.74 $20.29 2008 621 17 1,571 $4.98 $42.79 2009 621 17 1577 $7.07 $46.11 Cost per capita (User Pay) Summer and Winter cost/s divided by Parking Lot Spaces $30.64 $30.58 $47.77 $ 53.18 4) Future Directions (Longer Term): ~ Review Parking Strategy and review short and long-term needs. ~ Correct Parking Lot A7 settlement. 5) Current Directions (Shorter Term): ~ Minor Street lighting Improvements in various Parking lots ~ 5 year crack sealing and resurfacing program ~ 5 year Lot Reconstruction program. 6) Key Linkages with Business Plans of Other Programs ~ By-law Enforcement of parking regulations as prescribed by By-law. ~ Engineering -Planning of resurfacing, reconstruction and capital work. ~ Roads -Debris control, Patching, Line painting as required. ~ Electrical -Street lighting for parking lots ~ Annual parking levy on BIA 7) Program Delivery Plan (a) How is the program delivered now and at what level? ~ Roads Manager ~ Roads Foreperson () 2010 u Town of Tillsonbnrg 2010 Business Plan Parking -5- )o> Hours of Operations, 7:00 a.m. to 3:15 p.m. daily Monday to Friday. )o> Repairs and maintenance performed by works quarterly and as required )o> Winter maintenance by contract. (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government Political Direction Received )o> Council for the Town ofTillsonburg, policies and guidelines. Professional Judgement of Staff )o> Continue to work with BIA to provide adequate parking for short and long term needs (c) Implementation of changes required to move from (a) to (b) (~) 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Reconstruct and level curbs and storm drains PL#A7 2011 Goals/Objectives Resurface including curb and storm drains PL#9A Additional Costs (Savings) if Applicable 200,000.00 Additional Costs (Savings) if Applicable 90,000.00 Quarter of Expected Completion 4th Quarter of Expected Completion 4th Town of Tillson burg 2010 Business Plan Parking 2012 Goals/Objectives Reserve monies for next 4 years to level up curb and storm drain resurface PL#7 A 2013 Goals/Objectives Resurface PL #8A 2014 Goals/Objectives Resurface PL #5A or 6A -6- Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable 9) Human Resources AllocationIDeployment Plan Service FTE Requirements by Year 2007 2008 2009 Full-time staff 1.0 1.0 1.0 Part-time staff 0.30 0.30 0.30 Roads Summer Students 0.23 0.23 0.23 Total FTE 1.53 1.53 1.53 Change from Previous Year 0% 0% 0% 2010 1.0 0.30 0.23 1.53 0% Quarter of Expected Completion Quarter of Expected Completion Quarter of Expected Completion 2011 1.0 0.30 0.23 1.53 0% (-) u Town of Tillson burg 2010 Business Plan -7- (\ Parking (\· Significant Variances Jo> None Training and Development ~ Health & Safety ~ WHMIS ~ FirstAid ~ CPR Jo> Additional Microsoft Office Training. ~ New Utilities Software training. ~ Lotus Notes Training. ~ Suite Response Training ~ Attend seminar, workshop and conference to maintain current level of technology. And idea. Performance Management ~ Will follow corporate direction on performance management. Other issues ~ Will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings 10) Information/Other Technology Plan ~ Internet access allows for immediate updates and connectivity with other corporate services areas to share information to achieve efficiencies ~ Internet access will allow communication with other technical associations and Parking web sites (e.g. Ontario Traffic Conference, The Road Authority - OGRA, CPWA-Canadian Public Works Association). Jo> Corporate Training as required for software updates and new programs as approved. Jo> Note that the Seniors and Community Centre Parking Lots maintenance falls under Community Centre Budgets. 11) Other Resources Plan Asset Type Equipment Number l l Requirements/Condition/Replacement Plans Line painter/striper -shared with Roads Street sweeper -shared with Roads Town of Tillsonbnrg 2010 Business Plan Parking -8- 11/12/2004 17:34 5198428775 TEURG PUBLIC WORKS CO .. ORA.'l."ZOB or ., ... "l"O'WX or "l'Ddlllo .. vaa MU&&GDAZI •W:WCJr laO'Z'B n PAGE 01 u () TOWN OF TILLSONBURG 2010 BUSINESS PLAN AIRPORT Town of Tillson burg 2010 Business Plan Airport 1) Program Mission Statement: -2- Our mission is to develop the Tillsonburg Municipal Airport into a leading airport within Southwestern Ontario that enhances Tillsonburg as a place to do business while contributing to the economic base of the Town and surrounding area. Based on the above mission statement, the Airport Advisory Committee has developed the following vision for the airport: That, by 2013, the Tillsonburg Municipal Airport is recognized as a leading regional airport in Southwestern Ontario with a strong general aviation and corporate base. The Airport will have realized increased investment in infrastructure funded by a variety of public and private organizations to support increased use and investment by a wide variety of commercial, government, corporate, and private aircraft. Airport amenities will support a growing employment hub in Oxford County along with a number of aviation support industries either located on airport property or in close proximity. This will be accompanied by a higher level of financial sustainability secured through multiple funding sources. 2) Core Businesses: Key Customers • Flying public -private and commercial • Lessees ofland • Hangar tenants • General public • Local businesses • Flying schools • Hospital • Other government departments such as police, customs and immigration • Groups such as school classes, cubs and scouts, air cadets Core Businesses/Services • Maintain and develop assets to support flying and related activities • Agricultural land lease • Hangar land leases • Aircraft fuel & oil sales • Hanger rental • Aircraft parking • Weather information to pilots and users (~I u Town of Tillsonburg 2010 Business Plan (\Airport -3- Non-Core Businesses/Services/ Activities • Public education • Special events • Development land Legislated Standards • Air Traffic regulations provided by Transport Canada • Township of Southwest Oxford's Municipal By-laws Program Map Airport / -------Air Transport Other Services Services I I Air Traffic Farm Land private & Rental commercial I Aircraft Parking I Hanger Rental I Fuel & Oil I Weather Information Town of Tillsonburg 2010 Business Plan Airport 3) Performance Measures: Measure Output Measures - quantitv Air Traffic -total Effectiveness/Customer Service Measures: Parking -# of planes parked (Average per month) Fuel sales -litres Fuel sales -Revenue Requests for Hanger Rental Number of tours Attendance at Sp. Events Number of special events organized by various groups i.e. CHAA 2005 10,708 6.25 97,119.1 $107,943.85 12 5 2,900 5 -4- 2006 9,612 5.5 88,139.2 $105,388.96 12 4 1,050 4 2007 2008 2009 2010 Proiection Forecast 9,376 10833 9,500 10,000 6 6 3 4 -- 94,649.7 91,049.7 92,000 95,00C~ $114,712.97 $131,231.50 $110,000 $125,000 10 10 10 10 14 23 20 20 715 600 4,000 5,000 2 2 4 4 Notes: These forecasts do not include any benefits from the airport expansion project as they are unknown at this time. However, it is reasonable to expect that the new air terminal building, runway overlay, and runway extension will result in increased traffic and revenue for the airport. \ ) u Town of Tillson burg 2010 Business Plan (\ Airport -5- 4) Current Directions (Shorter Term): • Creation of a interim development plan and lotting scheme for new hangars • Airport development feasibility study as detailed in the Economic Development Strategy • Develop interim marketing plan that includes airport signage, identification of key and target markets, and advertising and promotion related to those markets • Attendance at Community Airports Group Ontario and relevant seminars will assist in widespread marketing and efficient service delivery • Increase public awareness of airport to build support for airport on a regional basis • Competitive pricing review of fuel, parking fees and other services • Develop joint initiatives/events with the Canadian Harvard Aircraft Association 5) Future Directions (Longer Term) The Airport Advisory Committee has developed a vision and objectives for the airport, the latter of which are as follows: I. New facilities to support existing users and attract new users • New 1,800 sq' airport terminal building with extra capacity-Will be completed early 2010 2. Improved infrastructure • 1,500 foot expansion to increase the length of the main runway to 5,500 feet -Will be completed early 2010 • Paving of existing 2,600 foot cross runway • New taxiway to facilitate aircraft movement parallel to main runway • Creation of a development plan and lotting scheme for new hangars 3. Improved maintenance • Fencing of entire airport • Increased snowplowing in winter to facilitate increased aircraft movements From these, the following priorities were selected: 1. New airport terminal building with extra capacity 2. 1,500 foot expansion to increase the length of the main runway to 5,500 feet 3. Paving of existing 2,600 foot cross runway 4. New taxiway to facilitate aircraft movement parallel to main runway (_; In addition to this, staff has also identified a number of operational priorities: • Start a COPA Flight/Flying Club to promote fundraising and organize airport events. • Improve all weather landing capabilities -GPS Instrument approaches Town of Tillsonburg 2010 Business Plan Airport -6- 6) Key Linkages with Business Plans of Other Programs • The Economic Development Strategy has identified a number of initiatives related to the Airport and these have been included in both Business Plans. 7) Program Delivery Plan (a) How is the program delivered now and at what level? The Tillsonburg Municipal Airport program is delivered through a full-time airport manager and part-time support staff, which varies from two persons during the off-season and three people during the peak summer season. The airport is staffed 7 days a week and 365 days a year as follows: • November to March -9 AM to 4 PM • April and October -9 AM to 5 PM • May to September -9 AM to 9 PM (or dusk) • Christmas & New Years Day (on call). • Airport manager is on call 24/7 for emergency fueling during the night. The part-time attendants are required for additional coverage during peak season as well as to ( ) manage additional work requirements. These part-time staff are required to be radio licensed and trained to refuel aircraft including all appropriate WHMIS training. The TMA is an uncontrolled airport, which means that there is no strict control of aircraft movements although instructions are offered by the airport operator during regular hours of operation via a Unicom (Universal Communications) controller. Aircraft follow standard procedures for landings and takeoffs when Unicom is not available. The airport also offers runway lighting, making the airport available 24/7 to aircraft movements. The issue of whether or not the TMA should seek "certified" status as an airport has been raised a number of times. Currently, the airport is a Registered Aerodrome, which means the following: • Not subject to an ongoing inspection program • Pilots intending to use these aerodromes should obtain current information from the owner/operator. A Certified Aerodrome requires the operator to maintain and operate the site in accordance with applicable Transport Canada standards. Regular inspections are conducted by Transport Canada to confirm compliance. There are additional costs related to becoming a certified aerodrome including the fencing of the entire airport, a safety management plan, a wildlife management plan, intra-airport signage, etc. If you do not have a scheduled passenger service and are not in a built-up area there is no requirement to be certified. At this time, staff are not recommending that we become a certified airport subject to further review in 2010. u Town of Tillson burg 2010 Business Plan (-\ Airport -7- c Both registered and certified aerodromes are listed in the Canada Flight Supplement, which is a resource that lists all airports in Canada. Staff will also be investigating the feasibility of obtaining federal zoning for the airport. This would enable the airport to operate more effectively as an airport by reducing overlapping regulations related to development. The Airport program services are offered using the following assets: • Newly expanded 5,500 foot paved main runway o Note: The runway is currently displaced by 1,500 feet pending the removal of the forested area to the east. The extension will still provide additional usability in the interim as landings/takeoffs from the west and takeoffs from the east will be able to utilize the full length of the runway. • Two 2,600 foot grass runways available for service during the summer months • 14 aircraft parking spaces • New 1,800 square foot air terminal building offering office space, lounge area, kitchen, pilot lounge, washrooms, etc. • A 2,016 square foot Town owned hangar that offers rental space for 2 aircraft as well as space for maintenance and storage • Fuel system for Jet A, 100 low lead fuel • Approximately 633 acres ofland that includes 237 acres ofland containing the airport facilities and 396 acres ofland for future hangar and aviation related developments (these are currently being leased for agricultural uses) • Various aviation oils: 20W50 Type M, 20W50 X/C, 15W50, WlOO, Prist Anti-icing additive What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? (i) Phase 1 and la Overlay and 1,500' runway extension The runway load rating has been adjusted from a level 3 to a level 8 on the existing runway and to a level 9 on the extension, allowing for increased larger and heavier commercial aircraft. Full use of the runway extension will not be possible until the forested area to the east of the runway has been cleared. Approval for clearing this area will require an update of the 1993 Initial Environmental Evaluation to meet current standards. Staff are working through this and will provide updates to Council as more information becomes available. Clearing this area will increase the operational safety of the runway and allow for a OPS approach system. The Town ofTillsonburg owns the 13 acres closest to the runway and seven of these acres were cleared but not stumped in 2004. Once stumped, the land would then be suitable for agricultural purposes and U result in additional leasing revenue for the Airport. Town of Tillsonburg 2010 Business Plan Airport -8- (ii) Phase 2 -Future paving of cross runway Will allow for enhanced approach and take off opportunities and expands the user's ability to access the airport in a variety of wind conditions. Although the Town has received preliminary costing on this project, a full business case will need to be developed. (iii) Phase 3 -Future parallel taxiway Will allow aircraft to exit the runway in a safe fashion while promoting a more efficient use of the 5,500 foot runway surface. This also allows for larger aircraft the ability to turn and return to the runway for departures. Although the Town has received preliminary costing on this project, a full business case will need to be developed. (i), (ii) and (iii) n The completion of the items identified in Section 7 (a) (i) above are expected to result in increased movements, fuel sales and concession sales. Increased marketing of these renewed assets has the potential to attract new users and enhanced investment opportunities from private, corporate and government groups. c= ) If the cross runway and parallel taxiway are completed in the future, they will have the potential to significantly increase the use of the airport as well based on increased flying hours and ease of aircraft movements. u Town of Tillsonburg 2010 Business Plan (' Airport -9- Changes Mandated by Other Levels of Government • Air traffic control is regulated by Transport Canada and Nav Canada. There are no substantial changes expected for 201 0. Political Direction Received Effective March 1, 2008, Council approved the realignment of the Corporate Structure to move the responsibility for the airport to the Economic Development Office with the Airport Manager reporting to the Development Commissioner. This was done in order to bring operational aspects into alignment with the original vision for the airport, which was for it to function as an economic driver for the Town. The Development Commissioner, in conjunction with the Airport Manager, will be working on improving the development readiness of the airport including the preparation of a feasibility study, development plan, marketing plan, building regional support for the airport, etc, as detailed in both the Economic Development and Airport Business Plans. At that time, Council also realigned the Airport Advisory Committee (AAC). The AAC has approved (-) a vision and objectives for the airport and these have been incorporated into this business plan .. : •Council has also indicated that, as the airport is regional in nature, staff should build regional support, including funding, for the airport. This includes working with the stakeholder municipalities of South West Oxford, Ingersoll, Woodstock, and the County of Oxford as well as neighbouring municipalities to support the expansion of the airport and the necessary infrastructure to do so. (c) Implementation of changes required moving from (a) to (b) The TMA has realized a significant investment from the Government of Canada in 2009 including a 1,500 foot extension to the main runway, an asphalt overlay to the existing runway, a new air terminal building and funding for a feasibility study. Staff is working to ensure that these projects are completed by the March 31, 2010 deadline. The airport expansion will open up new opportunities for the airport and will help attract additional aircraft movements and investment. However, there are some improvements that may be required. These include fencing around the entire airport, single point fuel system to accommodate jets with under wing fueling; deicing during winter months; GPS precision approach. Although the airport has seen significant investments that support the vision detailed above, additional investments are required in order to fully realize its vision of becoming a leading regional airport in l.J Southwestern Ontario. It based on the belief that an airport is a regional asset; staff have provided a presentation to the South-West Oxford and County of Oxford Councils with respect to seeking additional support from them. These presentations have helped raise the profile of the airport and have resulted in Town of Tillsonburg 2010 Business Plan Airport -10- 8) Key Goals/Objectives of Program by Year 2010 Year Goals/Objectives Furniture and supplies for new ATB 2011 Year Goals/Objectives GPS Approach Town Hangar upgrades Single Point Fuelling system Additional Costs (Savings) if Applicable $10,000 Additional Costs (Savings) if Applicable $24,000 $6,500 $3,500 9) Human Resources Allocation/Deployment Plan Quarter of Expected Completion in Year 1st Quarter of Expected Completion in Year 2nd 2nct 3rd Service FTE Requirements by Year 2007 2008 2009 2010 2011 Airport Manager (1) 1.0 1.0 1.0 1.0 1.0 Part-time staff (3) I 1 1 1.5 2 Total Pro2ram FTE Requirements 2 2 2 2.5 3 Change from Previous Year 0.0% 0.0% 0.0% 25% 25% n ( \ / ' Staff are proposing an increase in operational hours during the summer season (May to September) based upon increased demand that has been experienced in the last few years. It is not unusual for the airport operator to arrive at 9 AM to find a lineup of planes and customers seeking fuel, services, etc. Opening earlier will result in increased service levels and customer satisfaction. U Town of Tillson burg 2010 Business Plan (',Airport -11- The proposed increase is to open one (I) hour earlier during this period. This would increase operational hours as follows: • May to September -8 AM to 9 PM (or dusk) This would increase operational hours by 153. However, the longer runway and thresholds mean that there will be increased grass-cutting and staff are proposing an increase in part-time hours of 14 7 for a total increase of300 hours. This increase has been accommodated without increasing the 2010 Budget. Training and Development • Health & safety • WIIMIS • First Aid • CPR • Fire extinguisher • Radio license • Airport related courses (-_) Performance Management Will follow corporate direction on performance management Other issues Will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings 10) Information/Other Technology Plan • As part of the new Air Terminal Building, staff will be providing a public access computer. This is important as it will allow pilots/public to access weather and related flight information, enable increased communication for tenants and their current and potential customers, and enable the Airport to provide information on services and upcoming events. • The A TB expansion also includes a wireless internet hotspot, which will enable airport users to access the internet from their personal computers anyway in the vicinity of the ATB. Town of Tillsonburg 2010 Business Plan Airport 11) Other Resources Plan Asset Type Number Truck for airport l Maintenance Snow removal truck 1 2010 -12- Requirements/Condition/Replacement Plans A vehicle is needed for regular day to day maintenance of the airport grounds. To assist with snow removal A truck is required at the airport to do everyday chores i.e. runway checks, picking up runway cones, daily maintenance, checking airport grounds. Staff currently use their personal vehicles to perform these chores; however, this is not an ideal situation as personal vehicles are not covered under any insurance policy once they cross from groundside to airside. At this time, staff have not included any funds in the 2010 budget for an airport vehicle but are estimating that one could be purchased for approximately $10,000.00 or an excess vehicle provided by other Town departments. 2011 A 5 Ton plow bas been identified as a possible surplus and may be assigned to the airport to allow staff to assist in groundside only snow removal (airside snow removal would likely still require a subcontractor based on the large area to be cleared). This would decrease snow removal costs. n u TOWN OF TILLSONBURG 2010 BUSINESS PLAN Sanitary Sewers Town of Tillsonbnrg 2010 Business Plan Sanitary Sewers 1) Program Mission Statement: -2- Our vision is to provide Sanitary Sewer Service to the customers of Tillsonburg in a cost effective and enviromnentally safe manner in order to maintain, preserve and enhance the quality of life for the town. 2) Core Businesses: Key Customers ~ Customers. ~ Developers ~ Lawyers ~ Contractors ~ Consulting Engineers ~ Planners ~ Surveyors ~ Local businesses ~ Sales personal ~ Other Utilities such as Bell Telephone, Union Gas, TV cable Company ~ Other govermnent departments such as, MOE, MNR, LPRCA and MTO. ~ Other Authorities such as Railways Company. ~ County of Oxford and surrounding Counties. ~ Other Municipalities. ~ Real Estate agents. ~ Corporation Authorities staff from other departments. Core Businesses/Services ~ Sanitary Sewers mains and services -design, construction and maintenance ~ Sewage Treatment Plant Non-Core Businesses/Services/ Activities ~ Sewer Lateral Locates ~ Inventory Maintenance ~ Records Management Legislated Standards and Guidelines ~ Ontario Water Resources Act ~ Enviromnental Protection Act ~ Enviromnental Assessment Act ~ Ministry ofEnviromnent and Energy Guidelines and Requirements ~ Ontario Provincial Standards Drawings and Specifications ~ Municipal Engineering Works Design Manual. u Town of Tillsonburg 2010 Business Plan (~itary Sewers » Ontario Traffic Manual -3- » Ministry of Transportation Ontario Guidelines, Directives and requirements. » Canadian Standards Association » Municipal Electrical Association » Electrical Utilities Safety Association. » MLRD Training » Ontario Provincial Standard Specifications and Drawings » Town ofTillsonburg by-laws. » County of Oxford. » Canada and Ontario Building code. » Environmental Services at Railways Crossing GuideLine. Program Map Sanitary Sewers I Repairing I Cleaning I Locating I Town of Tillsonburg 2010 Business Plan -4- Sanitary Sewers 3) Performance Measures: Measure 2007 2008 2009 2010 Output Measures -quantity Km of sanitary sewer (km) 96 96 96 96 Efficiency Measures (Cost per Unit) $2,992.84 $1,886.79 NIA Maintenance Cost /km/yr. (To Date) Effectiveness Customer Service Measures Main plugs per year 5 5 10 Number of issues 16 4 3 Requests for Lateral Service 139 85 69 Sewer Collection Cost per capita $4.84 7.68 NIA Population divide by Cost/Km/yr (To Date) 4) Future Directions (Longer Term): ~ Inventory of sanitary sewer data ~ TV inspection annual plan ~ Sewer flushing annual plan ~ Train employees on receiving their Wastewater certificates 5) Current Directions (Shorter Term): ~ Reconstruct sanitary sewers as per 5-year capital forecast. ~ Review sewer maintenance program and associate risk management ~ Cross train operators to deliver sanitary sewer lateral inspection and locating services in accordance with MOE requirements ~ Continue with the sewer cleaning program ~ Service Provider's agreement for Sanitary Waste Collection with County has been completed n (; u Town of Tillsonbnrg 2010 Business Plan (~'nitary Sewers -5- 6) Key Linkages with Business Plans of Other Programs )' Communication with the County Staff with sanitary sewer and sewage treatment plant service delivery program )' Locating service with water section for sanitary sewer laterals 7) Program Delivery Plan (a) How is the program delivered now and at what level? )' Utility/Operations Manager and Roads Manager. )' Hours of Operations )' 7:00 a.m. to 4 p.m. daily Monday to Friday. )' 2 Equipment Operators (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government )' Oxford County Service Agreement ---, C ./ Political Direction Received )' Council for the Town ofTillsonburg, policies and guidelines. )' County Council and Water Management Option Professional Judgement of Staff )' Enhanced Sanitary Sewer Main Maintenance to minimize potential for back-ups and claims )' Identify the staff training and certification requirements and address its need. (c) Implementation of changes required moving from (a) to (b) )' Maintain inspection and locating equipment for sewer laterals )' Maintain flushing and cleaning equipment and/or enhanced sewer main cleaning contract Town of Tillsonburg 2010 Business Plan Sanitary Sewers -6- 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Brock Street from Tillson Ave to Maple Lane. Lisgar Ave from Bridge Street to Forth Street. Fourth Street -Queen Street to Alley Additional Costs (Savings) if Applicable 77,500.00 47,500.00 33,000.00 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2007 2008 2009 2010 Full-time staff 1.0 1.0 1.0 1.0 Part-time staff 0.30 0.30 0.30 0.30 Roads Summer Students 0.23 0.23 0.23 0.23 Total FTE 1.53 1.53 1.53 1.53 Change from Previous Year 0% 0% 0% 0% Quarter of Expected Completion 4th 4th 4th 2011 1.0 0.30 0.23 1.53 0% n .. ( ' I ) u Town of Tillsonburg · 2010 Business Plan r'pitary Sewers -7- Significant Variances );> None Training and Development );> Health & safety );> WHMIS );> FirstAid );> CPR );> Additional Microsoft Office Training. );> New Utilities Software training. );> Lotus Notes Training. );> Suite Response Training );> Dynamic );> Attend seminar, workshop and conference to maintain current level of technology. And idea. );> Waste water certificates Performance Management );> Will follow corporate direction on performance management. (I) . Other issues u );> Will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings. 10) Information/Other Technology Plan );> Internet access allows for immediate file download drawing file to the computer instead by mail );> Internet access will allow communication with other utilities to develop the drawing and map and data sharing. );> Upgrade software and hardware requirements );> Links up County for data (LRIS) Town of Tillson burg 2010 Business Plan Sanitary Sewers 10) Other Resources Plan Asset Type Equipment Number 1 1 1 1 1 -8- Requirements/Condition/Replacement Plans Sewer camera/locator Lateral clearing equipment. Mainline sewer rodder Ribbon rod Tripod & gas detection equipment (! u TOWN OF TILLSONBURG 2010 BUSINESS PLAN Water Distribution : G Town of Tillson burg 2010 Business Plan Water Distribution 1) Program Mission Statement: -2- Our vision is to provide Water Distribution service to the customers of Tillsonburg in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality of life for the town. 2) Core Businesses: Key Customers )> Customers. > Developers > Lawyers )> Contractors )> Consulting Engineers > Planners )> Surveyors > Local businesses > Sales personal )> Other Utilities such as Bell Telephone, Union Gas, TV cable Company )> Other government departments such as, MOEE, MNR, LPRCA and MTO. > Other Authorities such as Railways Company. > County of Oxford and surrounding Counties. > Other Municipalities. > Real Estate agents. > Corporation Authorities staff from other departments. Core Businesses/Services > 125 km of Water Distribution mains and services -design and construction and maintenance. > 534 Hydrants for fire Protection > 650 plus or minus Main Line Gate Valves > 5599 Water services )> Cathode Protection > Purchasing. > Stock. > Meter Reading (Contract) > Meter Calibration and Installation > Video camera inspection for sewer laterals Non-Core Businesses/Services/ Activities > Public Education > Safety Training (EUSA) (WSIB) > Water testing for Chlorine residual () u Town of Tillson burg 2010 Business Plan Water Distribution -3- )-Inventory Maintenance (stock area) )-Records Management Legislated Standards and Guidelines )-Ontario Water Resources Act )-Environmental Protection Act )-Environmental Assessment Act )-Safe Drinking Water Act (2002) )-Canadian Safety Association )-Municipal Electrical Association )-Electrical and Utilities Safety Association (E&USA) )-Municipal Engineers Association )-MLRD Training )-Ontario Provincial Standard Specifications and Drawings )-Ministry of Environment Requirements. )-Ministry of Transportation Ontario requirements. )-Town ofTillsonburg by-laws. )-County of Oxford. )-Canada and Ontario Building code. )-Municipal Engineering Manual and design guidelines. )-Environmental Services at Railways Crossing GuideLine. )-Manual of Uniform Traffic Control Devices )-AWWA/OWWA )-OMWA )-Occupational Health & Safety Act )-Ontario Regulation 170/03 )-Nutrient Management Act 267 /03 )-DWQMS Town of Tillson burg 2010 Business Plan Water Distribution Program Map -4- Water Distribution -/~ Operations Safety Training Water Employee Sampling Training Water main Meter Install Maintenance Hydrant Locating Maintenance Underground Plants Inspect New Water underground Service services Installation n (-) u r-, ( \ Town of Tillson burg 2010 Business Plan -5- Water Distribution 3) Performance Measures: Measure 2008 2009 Output Measures -quantity Water Metered (cu.m) 2,332,866 4) Future Directions (Longer Term): );> Ensuring long term maintenance program of Distribution System (mains, hydrants, valves and meters). );> US Great Lakes Diversion: On an ongoing basis, will monitor the issue and become involved as the needs arise. );> Work on meeting PSAB 3150 requirements. );> Implement Drinking Water Quality Management Standard (DWQMS). 5) Current Directions (Shorter Term): 6) );> Co-ordinate Service delivery of water system services with the County );> Cross train operators to deliver sanitary sewer lateral inspection and locating services and maintenance. );> Water Study Update );> Participate in county well head protection study );> Water conservation programs (Lawn Watering) as required. );> Changing Water Standards: On an ongoing basis, working with the County of Oxford to meet the requirements ofBill 175 Sustainable Water and Sewer Act and Bill 195 Safe Drinking Water Act. Train staff in both areas to meet requirements );> DWQMS -Start implementation plan. );> Assist County with lead testing in the Distribution system );> Pursuit of" Zero Quest " Key Linkages with Business Plans of Other Programs );> Communication with the County Staff with water service delivery program );> Maintenance and enhancement of fire protection system );> Liase with Engineering Business Plan to link vital Engineering Services to support water system Town of Tillson burg 2010 Business Plan Water Distribution 7) Program Delivery Plan -6- (a) How is the program delivered now and at what level? ~ Overseen Operations/Utility Manager. ~ Hours of Operations ~ 7:30 a.m. to 4 p.m. daily Monday to Friday. ~ On-call 24/7 days a week for emergencies ~ Utility Foreman and 3 Water/Wastewater Operators ~ Meter Installer /Service man ~ 11 Well sites and facilities by County (assistance by operations staff) ~ 2 Remote booster pump stations by County (assistance by operations staff) ~ Addition of 1 FTE for the year 2010 (see attachment for FTE at point 9 of this document) (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government ~ Oxford County restructuring may result in service changes. ~ Water and Sewer Management Option Implementation by the County and municipalities Political Direction Received ~ Council for the Town of Tillsonburg, policies and guidelines. ~ County Council and Water Management Option Professional Judgement of Staff ~ Continue co-operative efforts with county regarding water delivery. ~ Identify the staff training and address its need. (c) Implementation of changes required moving from (a) to (b) ~ Depend on the oxford county restructuring. ~ Communication and co-ordinating service delivery of water supply and distribution n (; u Town of Tillson burg 2010 Business Plan -7- ,,,.-.....-..1 Water Distribution ' 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives As per Engineering Capital Budget 2011 Goals/Objectives Additional Costs (Savings) if Applicable Quarter of Expected Completion Additional Costs (Savings) if Applicable Quarter of Expected Completion ( .\ • J As per Engineering Capital Budget 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2007 Water distribution and Supply 4.85 Total Program FTE 4.85 Requirements Change from Previous Year 0 Water I Waste water Operator; See attachment for Water Distribution Operator request. budget request 2009 Operator. doc 2008 4.85 4.85 0 2009 2010 4.85 5.85 4.85 5.85 0 1 2011 Town of Tillson burg 2010 Business Plan Water Distribution Significant Variances ~ None Training and Development ~ Supervisor training ~ Health & safety ~ WHMIS ~ FirstAid ~ CPR ~ Additional Microsoft Office Training. ~ New Utilities Software training. ~ Lotus Notes Training. ~ Suite Response Training ~ Dynamic -8- ~ Attend seminar, workshop and conferences to maintain current level of technology and education. Performance Management ~ Will follow corporate direction on performance management. () Other issues ~ Will continue to look at other services provided by the corporation to eliminate duplication and achiei cost savings. 10) Information/Other Technology Plan ~ Internet access allows for immediate file download drawing files to the computer instead by mail ~ Internet access will allow communication with other municipalities to develop the drawing and map a data sharing. ~ Upgrade software and hardware requirements. u Town of Tillsonbnrg 2010 Business Plan -9-(1 Water Distribution () 11) Other Resources Plan Asset Type Number Requirements/Condition/Replacement Plans Fleet Equipment 12) Capital Item: 1) Stand Alone Bulk Water Fill System 'm 1FS3-M3 Spec Sheet.pelf ~ Bulk Water Station Quote Tillsonburg ON Bulk Truckfill Station. doc 2) Utility Vacuum System I Valve Operator System Vacuum to be used by Operations and Parks Departments. Cleaning valve boxes, excavating holes for poles, signs with little expense for clean up repairs and various other job functions. Valve operator to be used by water dep't to turn Y. of distribution water system valves every 4 years. Wet Vacuum. pdf n u () TOWN OF TILLSONBURG 2010 BUSINESS PLAN SOLID WASTE & RECYCLING Town of Tillsonburg 2010 Business Plan Solid Waste & Recycling 1) Program Mission Statement: -2- Our vision is to provide Solid waste and Recycling Service to the customers of Tillsonburg in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality of life for the town. 2) Core Businesses: Key Customers » Customers. » Local businesses » Other government departments such as, MOE, MNR, LPRCA and MTO. » County of Oxford and surrounding Counties. » Other Municipalities. » Corporation Authorities staff from other departments. Core Businesses/Services » Residential and Commercial Collection n » Residential Transfer Station to collect unsuitable wastes to be land filled from residential properties ( ) Non-Core Businesses/Services/ Activities » Public Education » Safety Training (EUSA) Legislated Standards and Guidelines » Environmental Protection Act » Environmental Assessment Act » Canadian Safety Association » Electrical Utilities Safety Association. » Ontario Provincial Standard Specifications and Drawings » Ministry of Environment and Energy Requirements. » Ministry of Transportation Ontario requirements. » Town ofTillsonburg by-laws. » County of Oxford. » Ontario Traffic Manual u Town of Tillson burg 2010 Business Plan (1 Solid Waste & Recycling Program Map -3 - Solid Waste and () Recycling / ---------Solid Waste and Recycling Solid Waste Collection Recycling New Residential Transfer Station New Yard Waste & Grass Curbside Christmas Tree Collection Curbside Leaf Collection Other Services Household Hazardous Waste Collection Event Scrap Metal Collection Event White Goods Collection Event Waste Electronics Collection Event Enforcement Bag Tag Sales Town of Tillson burg 2010 Business Plan Solid Waste & Recycling 3) Performance Measures: Measure Output Measures -Quantity Population Recycled metal (Tonnes) Efficiency Measures -$Cost Revenue from Transfer Station Recycled Metal Cost per capita Expenditures to date divided by population Effectiveness/Customer Service Number oflssues -4 - 2006 14,500 140 2007 14,500 139 2008 15,000 154 $12,858.20 $15,221.72 $20,732.00 $12.44 $21.38 $14.64 16 13 4 To Date 2009 15,000 84 To Date $4,200 To Date $15.06 To Date 11 To date n 2010 4) Future Directions (Longer Term): (_-) )> Participate in County Waste management strategy )> Alternative garbage conversion methods -this is a County of Oxford issue as it affects the life expectancy of the Oxford County Landfill Site in Salford. 5) Key Assumptions, Priorities and Trends (Shorter Term): )> Continued Town ofTillsonburg participation in the Household Hazardous Waste, Waste Electronics Collection Event, Scrap Metal and White Goods Days in conjunction with the County of Oxford )> County responsible for waste/recycling pick-up for the Town ofTillsonburg. »Town ofTillsonburg operates a "New Residential Transfer Station for: (Large Item, demolition),(Scrap) (Yard Waste) in conjunction with the County of Oxford. )> Investigate collection and recycling alternatives )> Permanent Signage )> Tar & Chip (second application) 6) Key Linkages with Business Plans of Other Programs )> County of Oxford Landfill site accepts unsuitable waste that cannot be recycled u Town of Tillsonburg 2010 Business Plan -5- ("'\ Solid Waste & Recycling () 7) Program Delivery Plan (a) How is the program delivered now and at what level? • Overseen by the Director of Operations and the Roads Manager. • Waste collected by private contractor weekly • Recyclables collected by private contractor bi-weekly. • New Residential Transfer Station located at 50 Newell Rd. is open Wednesdays 2:30 P.M. -5:30 P.M. & 9 A.M. -12 Noon Saturdays. (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? (c) Changes Mandated by Other Levels of Government • Oxford County restructuring may result in service changes and or migration. Political Direction Received • Council for the Town of Tillsonburg, policies and guidelines. • County Council landfill disposal policy and rate setting Professional Judgment of Staff • Consider developing county wide centrally located recycling facility • Investigate service migration or changes in collection and processing. Implementation of changes required moving from (a) to (b) • Depend on the Oxford County restructuring. 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Additional Costs (Savings) if Applicable Widen roadway to recycle yard and increase brush area. Quarter of Expected Completion Town ofTillsonburg 2010 Business Plan Solid Waste & Recycling -6- 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year Full-time staff Part-time staff Roads Summer Students Total FTE Change from Previous Year Significant Variances °>" None Training and Development °>" Health & Safety °>" Whmis °>" FirstAid °>" CPR °>" Lotus Notes Training °>" Suite Response Training Performance Management 2007 2008 3.0 3.0 0.75 0.75 0.23 0.23 3.98 3.98 0% 0% °>" Will follow corporate direction on performance management. Other issues °>" None 10) Information/Other Technology Plan 11) Other Resources Plan Asset Type Requirements/Condition/Replacement Plan Equipment 2009 2010 3.0 3.0 0.75 0.75 0.23 0.23 3.98 3.98 0% 0% 2011 3.0 0.75 0.23 3.98 0% () u TOWN OF TILLSONBURG 2010 BUSINESS PLAN Cemetery () Town of Tillson burg 2010 Business Plan Cemetery 1) Program Mission Statement: -2- Our vision is to commit to provide a high level of customer service, while utilizing available technology to ensure records are accurately maintained and accessible. In addition staff will strive to provide a quality, clean, well-maintained cemetery in an effective and environmentally safe manner. 2) Core Businesses: Key Customers ).>-Patrons ).>-Funeral Homes ).>-Religious Institutions ).>-Monument dealers ).>-Genealogists Core Businesses/Services ).>-Interments ).>-Memorial Trees & benches ).>-Flower Campaigns ).>-Scattering Garden ).>-Lot, plot sales ).>-Columbarium Sales ).>-Grass Cutting ).>-Tree Maintenance ).>-Horticulture ).>-Historical, genealogical inquiries Non-Core Businesses/Services/ Activities ).>-Public Relations and Education ).>-Safety Training Legislated Standards and Guidelines ).>-The Cemeteries Act (2001) ).>-Town ofTillsonburg by-laws. ).>-Occupational Health and Safety Act ).>-Ministry of Health ).>-Ministry of Government Services ).>-Pesticide Control Act n () Town of Tillsonburg 2010 Business Plan (\ Cemetery Program Map User Groups Patrons Funeral Homes Monument Dealers Genealogy Requests -3- Cemetery Maintenance Interments Lot/plot sales Monuments Horticulture Flower Campaign Trees and Turf Town of Tillsonburg 2010 Business Plan Cemetery -4- 3) Performance Measures: Cemetery Open -From 1881 -to date Measure 2004 as at 2005 2006 September Cemeterv Acreage 20 20 20 Kilometers of 8 8 8 Roads Plot Sales 81 100 80 Columbarium 31 40 8 Sales Interments 139 150 112 Monuments 47 65 58 Installed Flower Campaign 16 400 41 Sales Monuments 4572 4500 0 Photographed Acreage Mapped 20 15 0 and Verified Landscaped 12 15 0 Features Installed *Note: 2009 stats include up to August 31, 2009 **Note: Monuments installed include Flat Markers 4) Future Directions (Longer Term): > Continuing Verification of plots pre 1920 2007 2008 2009 10/31/2009 20 20 20 8 8 8 80 67 67 10 22 10 120 125 125 60 60 60 50 75 145 0 0 0 0 0 0 6 2 5 > Development columbarium garden area, shrubs, walkways, & benches > Additional revenue streams -pursue bequest options > Continue to nurture positive community profile 2010 Pro.iected 20 8 70 12 128 62 160 100 0 5 > Option additional land for future cemetery growth Initialize GPR program for plot verification and land availability 4) Current Directions (Shorter Term): > Develop columbarium gardens , walkway & benches Q3 > Continue implementation of tree maintenance and planting with staff and tree conunittee through Q4 > Promotion of estate columbarium opportunity -through Q4 > Increase promotion of seasonal flower campaigns as an additional source of revenueQ 1 & 2 > Continue to develop gardens within Cemetery -through Q3 n u Town of Tillson burg 2010 Business Plan -5- (' Cemetery (\ :.. Maintain Communication I Promotion Bulletin Board -through Q4 :.. Develop mailing lists for families (special promotions) -through Q4 :.. Ongoing record verification through Q4 :.. Develop positive community profile through Q4 :.. Complete water line project -Q3 :.. Price increases January 1st annually according to the CPI-QI :.. Research and prepare for the purchase of a fourth columbarium in 20 l 1-Q2 :.. Create an infant burial ground using graves that are currently shown on map- Q3 :.. Research land in close proximity for future cemetery development -Q2 6) Key Linkages with Business Plans of Other Programs :.. Parks & Facilities Staff to assist with grass cutting, tree cutting, and landscaping and snow removal as required. 7) Program Delivery Plan (a) How is the program delivered now and at what level? :.. Overseen by the Parks & Facilities Manager :.. 8:00 am to 4:30 p.m. Office Hours of Operation Monday to Friday :.. 1 Cemetery Sub-foreman :.. 1 Cemetery Attendant (Seasonal April 1 -November 1) :.. 1 CSR :.. Seasonal grass cutting staff :.. Management and staff on a rotational basis are on call 24 hours a day for funerals and emergencies 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Balance of Goals & Objectives Targets Dependent upon 2010 Budget Approval • Prepare for purchase of a fourth columbarium in 2011-Q2 • Pursue pavement of the back work area lot -Q3 • Research options for future expansion -Q2 Additional Costs (Savings) if Applicable Quarter of Expected Completion Town of Tillson burg 2010 Business Plan Cemetery -6- 9) Human Resources Allocation/Deployment Plan Service FTE Reguirements by Year 2007 Full time Staff 3 Part-time Staff .4 Total Program FTE 3.4 Reguirements % Chanjle from Previous Year 0% Training and Development ~ Monument Maintenance Courses ~ Equipment Training Courses ~ Equipment Operator Training ~ WHMIS ~ FirstAid ~ CPR ~ Stone Orchard Software Training ~ Lotus Notes Training. ~ Suite Response Training 2008 2009 2010 3 2.5 2.5 .4 .4 .4 3.4 2.9 2.9 0% 0% 0% 2011 2.5 .4 2.9 0% ~ Attend seminar, workshop and conferences to maintain current level of technology and education. 10) Information/Other Technology Plan ~ Internet access allows for information access by computer instead by mail 11) Other Resources Plan Asset Type See Asset Management and Capital Plan for more details Number Requirements/Condition/Replacement Plans n () u TOWN OF TILLSONBURG () 2010 BUSINESS PLAN Recreation Community Centre Facilities & Parks Page I 8/20/2014 Town of Tillsonburg 2010 Business Plan Facilities 1) Program Mission Statement: -2- Our vision is to provide quality facilities and properties for recreation, sports and leisure services and other customers of Tillsonburg in a cost effective and environmentally safe manner in order to maintain, preserve and enhance the quality of life for the town. 2) Core Businesses: Key Customers );-Sports and Recreational Users Groups (Organized and Informal) );-Individuals );-Tillsonburg Tri-County Agricultural Society );-Other government departments such as, MOEE, MNR, LPRCA, Ministry of Health and TSSA. );-County & Other Municipalities. );-Corporation Authorities &staff from other departments. );-Local residents of all ages );-Public );-Boards of Education );-Service Clubs );-Local Businesses );-Council );-Customer Service Centre and other town departments Core Businesses/Services );-Recreation I Leisure Services -Pre-School to Senior );-Aquatic Programs and rentals );-Health Club and Fitness Programs );-Youth Programs );-Racquet Courts -rental and program );-Arena programs and rentals );-Sports Fields programs and rentals );-Hall Rentals );-Concessions and Vending );-Park rentals and special programs );-Service Clubs I Lions, Kiwanis, Shriners etc. );-Tennis );-Trails Non-Core Businesses/Services/ Activities );-Public Education );-Safety Training (EUSA) );-Assistance to Local Schools n (; u Town of Tillson burg 2010 Bnsiness Plan (-\ Facilities ~ Future Needs Legislated Standards and Guidelines ~ Town ofTillsonburg By Laws. ~ CSA Playspace Standards ~ Pesticide Control Act -3- ~ Ontario Recreational Facilities Association ~ Ontario Provincial Standard Specifications and Drawings ~ Technical Standards and Safety Association ~ Occupational Health and Safety Act ~ Ministry of Labour ~ Public Health Department ~ Ontario Building Code ~ Ontario Fire Code General Building Common Areas Town of Tillson burg 2010 Bnsiness Plan Facilities Program Map Community Centre I Arenas J Indoor Pool Concessions -4- COMMUNITY CENTRE PARKS & FACILITES Parks Services BIA [ Parks J Sports Fields I Trails [ Waterpark Health Club Halls& Meeting Rooms I Seniors Centre n () Summer Place ( Squash Courts Town of Tillson burg 2010 Business Plan -5- (' \ Facilities lj 3) Performance Measures: Measure Community Centre : Cost per s.f. Total Community Centre 128,000 sq. ft.* The higher utility costs (additional equipment and square footage -10,000 sf) have resulted in an increase of 11 % Arenas 78,000 sq. ft. Indoor Pool 11,000 sq. ft. Halls & Meeting Rooms 11,000 sq. ft. Senior Centre 10,000 sq. ft. Health Club 3,500 sq. ft. Squash Courts 4,000 sq. ft. Concessions 1, 000 sq. ft. Parks, Sports Fields & B.I.A. Cost per acre 155 acres 4) Future Directions (Longer Term): 2010 $17.71 $5.34 $18.49 $9.62 $16.70 $11.34 $5.12 ($1.75) $2413 2011 2012 $17.97 $18.29 $5.42 $5.50 $18.76 $19.09 $9.76 $9.93 $16.95 $17.25 $11.51 $11.71 $5.20 $5.29 ($1.75) ($1.75) $2449 $2493 ~ Continue to meet evolving needs of community (increase in senior population as a percentage of community residents) for Recreation Facilities ~ Look for operational efficiencies and cost savings ~ Review energy management and continue implement low lost projects with ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ quick paybacks and plan energy efficient retrofits during equipment replacement Strive to continually improve communication and co-operation with user groups and other departments Continue to work with Contract Maintenance providers Completed Asset Management data Participate in Communities in Bloom and Reflections in Light if available funds are available for program Continue with partnership opportunities to improve parks and sports fields Renew and improve landscaping areas using native plants and perennials to minimize maintenance and on going costs Improve exterior lighting and security Apply for applicable grants to improve facility and reduce operational costs Continue painting and tile replacement where required Identify additional parking lot locations to handle volumes of activity during peak periods. Town of Tillsonbnrg 2010 Bnsiness Plan Facilities -6- 5) Key Assumptions, Priorities and Trends (Shorter Term): > Establish a Trails Crew to complete regular maintenance, repairs and assist with new trails construction Q2-3 > Work cooperatively with Long Point Conservation Authority to ensure Memorandum of Understanding is followed -Q2-3 > Indoor Pool and Waterpark bi-annual maintenance --Q2 > Evaluate Interior Security and budget for a suitable program as budget funds permit-QI > Work cooperatively with BIA to achieve common goals through the Memorandum ofUnderstanding-Q2-3 > Continue with staff training Q 1-4 > Continue with landscaping improvements throughout Town working with the Horticultural Society and others -Q2-3 (""1 > Work cooperatively with Tree Committee,Oxford County Trails Council and (·.\ Keep Tillsonburg Beautiful Committee and expand tree planting. Coordinate one large weekend event in May to tie in tree planting, trail work and a community clean up.-Q2 > Partner with adult and Tillsonburg Minor Ball sports group to improve sports fields-Q 1-2 > Parks Master Plan-Ql-2 > Playground Equipment at Trottier Park -Q3 Building Hours Community Centre -June -Labour Day -Building Closed every Sunday 6) Key Linkages with Business Plans of Other Programs > Annandale National Historic Site & Museum > Special Event Centre > Library > Customer Service Centre > Operations Department > Fleet > Public Works > Building > Provision of Health & Safety Training for Corporate Staff > Fire Department u Town of Tillsonburg 2010 Business Plan Facilities > OPP > Bridges at Tillsonburg 7) Program Delivery Plan -7- (a) How is the program delivered now and at what level? > Overseen by the Manager of Parks and Facilities > Parks and Facilities Supervisor > 5Maintenance Fulltime -> 3 Housekeeping Fulltime > Part Time as required (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? > Coordinate sharing ofresources between departments > Life Cycling of buildings and equipment > Energy saving potential Changes Mandated by Other Levels of Government Political Direction Received > Council for the Town ofTillsonburg, policies and guidelines. 8) Key Goals/Objectives of Program by Year Balance of Goals & Objectives Dependent Upon Council Approval of 2010 Budget > Parks shop retro-fit or relocation > Coordinate Civic Garden Pride Movement to prepare for future Community in Bloom participation > Fencing of an area for a four acre dog park > Health Club equipment replacement > Bi Annual Indoor Pool Shutdown > Exterior and Interior Security > Lock and Key Replacement Town of Tillsonbnrg 2010 Bnsiness Plan Facilities -8- Human Resources Allocation/Deployment Plan -Community Centre Facilities & Parks Service FTE Requirements by Year 2009 2010 2011 2012 2013 Full Time Maintenance Facility 7 7 8 8 8 Staff Full Time Housekeeping 3 3 3 3 3 Part Time Maintenance I 9 9 9 9 9 Housekeeping Total Community Operations 19 19 20 20 20 Staff Full Time Parks 1 1 1 1 1 Part Time Parks -Seasonal 5 6.5 6.5 6.5 6.5 Total Parks Staff 6 7.5 7.5 7.5 7.5 Total Facilities and Parks 25 26.5 27.5 27.5 27.5 0 lJ () Town of Tillson burg 2010 Business Plan Facilities Significant Variances -9- ~ Review of current resources and mandate for facilities services Training and Development ~ Facility Maintenance Courses ~ Equipment Training Courses ~ Equipment Operator Training ~ Health & Safety ~ WHMIS ~ First Aid ~ CPRandAED ~ Additional Microsoft Office Training ~ Lotus Notes Training. ~ Suite Response Training ~ Attend seminar, workshop and conferences to maintain current level of technology and education. Performance Management • Follow corporate direction on performance management. Other issues • Continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings. 10) Information/Other Technology Plan • Internet access allows for information access by computer instead by mail • Upgrade software and hardware requirements in accordance with Corporate Administration IT Plan Town of Tillsonbnrg 2010 Business Plan Facilities -10- 11) Other Resources Plan Asset Type NI A addressed with Capital and Asset Management Programs. Number Requirements/Condition/Replacement Plans n u TOWN OF TILLSONBURG () 2010 Business Plan RECREATION C.A. Hildebrand Page 1 8/20/2014 Town of Tillson burg 2010 Bnsiness Plan -2- Recreation and Community Centre 1) Program Mission Statement 2) The Recreation and Community Centre commits to offer through staff, services and facilities, active and leisure activities to meet the evolving needs of Tillsonburg and area promoting quality oflife for all ages. Core Businesses: Key Customers ~ Local residents of all ages ~ Public -Local & Surrounding Area (100,000) ~ Boards of Education ~ Sport Organizations ~ Service Clubs ~ Local Businesses ~ Council ~ Customer Service Centre and other town departments Core Businesses I Services ~ Recreation I Leisure Services -Pre-School to Senior ~ Aquatic Programs and rentals ~ Health Club and Fitness Programs ~ Senior Centre Programs & Rentals ~ Youth Programs I Summer Place ~ Racquet Courts -Squash & Tennis Programs ~ Arena programs and rentals ~ Sports Fields programs and rentals ~ Hall & Meeting Room Rentals ~ Concerts & Special Events ~ Lake Lisgar Waterpark ~ Concessions and Vending ~ Park rentals and special programs ~ Gymnasium Rentals ~ Skate Park ~ The Store ~ Trails Non-Core Business I Services I Activities ~ Training ~ Public education ~ Tourist information ~ Partnerships -Community Living-Oxford County Active Living Council, Board of Education-Board of Health-Province of Ontario Certified Training (Instructor, Lifeguards, First Aid, Occupational Health & Safety, WHMIS, Emergency Management Ontario, Community Emergency 8/20/2014 Q u (' ( 1 ) --- Town of Tillsonbnrg 2010 Business Plan Recreation and Community Centre -3- Management Program Committee, CPR & Boat Safety) -Social Service Agencies -Service Clubs Legislated Standards ~ Ontario Lifesaving Society ~ Canadian Red Cross ~ Public Health Code -Provincial & Oxford County ~ Ministry of Transportation -Boat Safety Certification ~ Ministry of Consumer and Commercial Relations -Amusement Devices Aqua lei Act & Elevators ~ Municipal By-laws ~ Alcohol and Gaming Commission ~ Occupational Health & Safety Sources of Revenue 1t1crnlon Program P1p;r1111n1 R1ern1on Program 01pa1Jmrnl Pnna Youn Hnlh & Flln!H ilU al11Pa1k fl!ena ion Lt non1 UlnorHoek1y '3llmm11C;imp1 1.umn1nn1p1 Pubic Sum -Adull -Youn -fam1, Spl~lllL!llOnl Flgu11 Skiing AD:rnhool c 01pora11 M1munnrp1 ffln 1111 Aqua-Fil R~1ll1 Pe-Sohool AdUllProgHml Sp1 clill Euin • A11u11Program1 Adull Hoct1y LlilgUH Danc1 Program& H!illlhCIUb·PAVG Ad11rl11ng BOillllO iEllleUon Pubic Skiing AdUll DililCI AllObl:ll -PAVG Conc111bn1 POOllUn&ll P rol 11lon al H oek1 y l.lil'llh Bruk Uln /Slld!RI summ11eamp1 School Prognm1 SlfAm Tnm Flgur1 Skiing ll ln•rBrnk Board or DOilld School Elllcillon orEducau:in PubllcSMnmlng DOUd Board D OOillOni corpol'il• -Adull " " s11.1m1 -~uh Educauon EdUCil Ion -Fa ml~ 1.11m11ru,1 AdUUlllng BlrhdilyPiltlll Dmuon1 Oran I I Sub1ldl11 AdllMldCOUflll R1n&• SUbitllli, Gl'ilDll Sp!elill D onilllon1 I DonHon1 EUITI I Tft1 f'flilY sta• Sharpinlng Kara I Rlnlilll Synchro Sub1ldl11 Sp1clalE11 nl1 Grilll,SUbitll!i Toumamin I II: D roalon1 AdUllPUblOSkUng ParKI A spor• Rilequ1ISpHli Fl1ld1 unor11111 squa1h D1mb1nhlp1 Lid Iii Slo.P ll:lh nnn11 u1mb1nhlp1 M1n1Sb.Plbh squai h P AVG Toumam rn• nnnl1 P AVG ffl Rlilli Boan:! orEdHillon Pl::n!CI Tournilm rn I spielal Eum11 D ma1on1 D on1 lon1 Gran• ' SUblldlll Town of Tillsonburg 2010 Business Plan -4- Recreation and Community Centre Support Services Sup port Se..;ces Concessions Administration & FacUil\I Rentals & Vending Client Services Customer Service Copying Service Customer Service Complex Concession Clerical Service Prc:motion Waterpark Merchandiee Sales Advertising Bingo Cash Balances Coordinate Client Receipts Events Merchandise 1icket Outlet Communil\I Events Lia son Youth Programs Advertising Facility Scheduling & Hockey School Advertising & Promotions Vending Machines Point of Sao 8/20/2014 Programs Customer Service Sales & Promotion Advertising Brochure Registrations Q Point of Sale Memberships u Town of Tillsonburg 2010 Business Plan Recreation and Commnnity Centre Performance Measures Recreation Programs Attendance Youth Aquatics Waterpark WP Rentals Health Club Squash & Tennis Fitness Public Skating Arenas TOTAL ATTENDANCE Revenue Youth Aquatics Health Club Waterpark Racquet Sports Concessions Hall Rentals Arenas Sports Fields 2004 10,387 48,205 27,444 9196 16,282 2,110 2,561 4,240 155,372 275,797 2004 $125,362 $218,748 $86,820 $101,329 $10,365 $147,791 $67,507 406,410 $20,187 -5- 2005* 12, 196 56,998 37,228 17,935 2,902 2,331 4,098 219,502 353,190 2005 $102,606 $237,493 $103,171 $128,784 $8,669 $129,273 $62,839 $394,773 $26,353 4. Future Directions (Long Term) 8/20/2014 2006 2007 2008 2009 13,614 14,522 15,648 12,623 64,393 66,549 67425 69,938 35,655 27,097 31,017 30,918 8,755 8,875 10,890 9,878 19,366 22,322 25,977 27,132 2,829 2602 2402 1,260 6,694 7,698 7,267 8,880 5,692 5,829 5,248 5,428 246,952 251,048 252,841 247,164 403,950 406,542 418,715 413,221 2006 2007 2008 2009 $126,767 $127,797 $140,121 $249,543 $283,892 306,336 $132,620 $134,658 168,120 $121,031 $118,792 125,972 $6761 $5,920 7,701 $128,643 $117,804 115,725 $61,232 $64,830 65,295 $426,762 $433,585 632,199 $28,460 $18,240 15,517 Town of Tillsonburg 2010 Business Plan Recreation and Community Centre -6- ');> Continue to meet evolving needs of community (increase in senior population as a percentage of community residents) ');> Development oflocal walking and biking trails ');> Identify key areas of Master Plan for future implementation ');> Strive to continually improve communication and co-operation with user groups and organizations ');> Continue to seek corporate participation of health and fitness programs ');> Continue to seek opportunities for co-operative marketing initiatives ');> Bi -Annual Administration of Sports Wall of Fame ');> Youth Programs & Activities be subsidized through Taxation ');> Cost will be recovered through User Fees for Adult Programs & Activities were possible ');> Investigate/Study accessibility to Lower Level -Health Club & Pool ');> Lions Den entrance Elevator Installation ');> Investigate Recycling ');> Trails Master Plan Implementation ');> Friends of Trails ');> ISF Grant Lower Level -Indoor Pool , North entrance and Health club ');> Expansion of LL WP Concessions n ');> Family Changerooms ,~, ');> Health Club Renovations > · ');> 5. Current Directions (Short Term) ');> Access and manage reporting capabilities of Class Report Modules to analyze and improve business and opportunities ');> Review/Update and implementation Policies and Procedures for all Program Areas and Facilities ');> Review business hours in all programs and facilities to ensure customer needs are being met ');> Update all procedures to reflect levels of service and new facility spaces ');> Ongoing staff training promoting excellence and maintaining required standards and certification; providing the best available resources for the community ');> Develop Promotional Material and promote Bike/Trails within the Town ');> Co-ordinate marketing initiatives with other areas within Community Services and Corporation ');> Manage Lake Lisgar Water Park bi-annual maintenance ');> Seek new revenue opportunities for arenas, halls and meeting rooms ');> Continue Adult and Youth Fitness and Dance Programs-Salsa, Ball Room Dancing, Cardio Kick Boxing, Line Dancing, Yoga, Clogging . ');> Implement new customer communication methods -surveys 8/20/2014 u (_) Town of Tillson burg 2010 Business Plan -7- Recreation and Community Centre ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Youth Fees-All programs to be self -funded with the exception of summer camps Complete RFP Process for Complex Concession excluding vending for Fall/Winter Season -analysis to be reviewed for Fall decision Satellite Snack Bar Management Brochure Update and Revisions Propose Location and Procedures to Council for Dog Parks 2009 Adult Fees -Maintain and graduate adult user fees to cover associated costs of programs and facilities .. Educate public on mandated Fees -ie Socan, Pal Insurance Continue public education on Municipal Alcohol Management Implementation of AED Community Education and Ongoing Training Continue Sports Weekend-May 3rd -Masters Swim Meet, 3k & 5 k Run and SkatePark Competitions Implement Youth Fitness Activities in Park System Ex Outdoor Fitness Centres Replace Heath club Equipment Adult & Youth Tennis Lessons Skateboard Lessons/Competitions Youth and Adult Weight Loss Programs utilizing Health Club, Pool ,Parks and Trails Emergency Management -In house training to use facility as Evacuation Centre After Market Supplies to support Program Requirements Continue Community Christmas Activities for Youth 10 & under Dog Park Community Meetings Continue to offer Catalogue Sport Clothing and gear items and Doggie Dip Directive b Board of Health-Education oflndoor Pool and Lake Lisgar ~ Develop Advertising Material for Tillsonburg Trails -Create your own Adventure ~ Proposed Harmonized Runs Sales Tax implementation July 2010 ~ Explore advertising revenue opportunities. ~ Continue Board of Education Partnership in Aquatics( Swim to Survive) ,Health Club and Arenas Building Hours -Reduced Hours Implemented 2005-2010 8/20/2014 Town of Tillsonbnrg 2010 Business Plan -8- Recreation and Commnnity Centre Community Centre -June -Labour Day-Building Closed Sundays Further reductions in 2008 -Installation of Call Boxes -Saturday hours closing at 1 p.m. Health Club-Reduced Hours -6 am to 8 pm Monday to Friday, Saturday & Sunday 8 am to 4 pm (results in 20 fewer operating hours per week for 34 weeks) Summer Hours -Monday to Friday 6 am to 6 pm, Saturday 8:00- 1 :00 p.m.Sunday Closed Squash Courts -Facility Closed May 3rd through September 61h Summer Place -Facility Closed September 1 through May 31 Reduction of Brochure Publications -from three to two annual Lake Lisgar Water Park -Reduction in July Hours 11 :00 -6:00 p.m. Reducing 34 hours resulting in reduction of Staff Costs. Halls & Meeting Rooms Continue to liaise with caterers for opportunities in customer service Elimination of all discounts No Free Facility Rentals without Council approval Review Area Rental Facility Fees and amenities bi annually 6. Key Linkages to Corporate Business Plans ;.:. Annandale National Historic Site & Museum ;.:. Seniors Board ;.:. Tourism ;.:. Culture (Including Special Events) ;.:. Library ;.:. Customer Service Centre ;.:. Operations Department ;.:. Building ;.:. Provision of Health & Safety Training for Corporate Staff ;.:. Airport ;.:. Parks /Facilities 8/20/2014 n 0 u () Town of Tillson burg 2010 Business Plan -9- Recreation and Community Centre 7. Program Delivery Plan ~ Community Services Director -Community Centre/Recreation Program Manager-seven plus 75% ofL. Monk-25% allocated to Special Event Centre full time Program co-coordinators -two full-time Receptionists -one full-time Support Services Supervisor, one full-time Seniors Co-Coordinator ~ Part-time staff compliment ranging seasonally from 55 -85 employees with skill sets and responsibilities that range from concession attendant, skate guard, part-time receptionist, youth leaders, instructors, trainers, fitness trainers, life guards, and swimming instructors, specialized program instructors ~ Programs run and are staffed seven days a week from 6:00am to 10:30 pm daily, through Fall I Winter Season(not including special events or arena bookings which run later into the evenings) ~ Many staff are responsible for the safety and care of participants including lifesaving ~ Staff are trained in CPR, First Aid, WHIMS, AED and specialized life saving training and our front line Customer Service Representatives of the program ~ New Main Office Customer Service Counter -New levels of service and hours to the Facility Users and General Public (i.e. Keys for dressing room, dressing room assignments, open until 9:30 pm during peak season which has resulted in additional times for public to register) ~ Consolidation of Office space for program staff has led to additional cross training, labour efficiencies and support for customer service staff) ~ Deliver concession and vending services to provide a positive contribution to revenue ~ Recreation & Parks Advisory Committee 8. 2010 Goals Objectives 8/20/2014 • Class Upgrade 6.04 to 7.01 to address module errors-Ql • Info Caster Advertising to increase revenue -Ql-4 • Industry & Professionals First Aid Training to increase revenue -Ql- 4 • Implement New Lifesaving Society Learn to Swim Program -March 2010-Ql • Communication Delivery -Lap Top, Aquatic Sound System for fitness -Q2 • Explore Summer Place Winterization for Adult and Youth Fitness Programs-Q2 • Explore Tennis Fees & Charges -Season Fee -Q3 • Donations Advertising in support of Youth Programs, Trails, Facility Equipment , Parks and Facility Upgrades -Ql -4 Town of Tillsonbnrg 2010 Bnsiness Plan Recreation and Commnnity Centre -10- • Glendale High School -coordinate with Athletic Convenor for Gym Bookings Q2 -4 Goals & Objectives Target Ouarters Dependent Upon 2010 Budget Approval 9. Human Resources Allocation Recreation Full-time Programs Part-time Programs Full-time Support Services Part-time Support Services Concession Total Program FTE Requirements Change from Previous Year 8/20/2014 FTE Requirements by Year 2006 2007 2008 2009 I0.75 I0.75 I0.75 10.75 8.71 8.71 8.71 8.71 3.0 3 3 3 1.0 1.0 1.0 1.0 3.5 3.5 3.5 3.5 26.96 26.96 26.96 26.96 2010 10.75 8.71 3 1 1 24.46 2.5 0 u u Town ofTillsonburg 2005 Business Plan Recreation and Community Centre 10. Information Technology ~ On-Line Web Registrations ~ IVR Registrations ~ Class modules ~ Suite Response ~ Advisor ~ DominoDoc ~ Infocaster ~ Great Plains 11. Other Resource Requirements -11- 2010 Capital Requirements as included in Budget 8/20/2014 0 u () TOWN OF TILLSONBURG 2010 BUSINESS PLAN TILLSONBURG SPECIAL EVENT CENTRE Town of Tillson burg 2010 Business Plan Tillsonburg Special Events Centre 1) Mission Statement To generate revenue in excess of operating expenses lost tax revenue and debt servicing through successful utilization of the existing facility and lands by December 31, 2010. Attract events and activities, which will draw individuals to our community who will spend monies with our merchants and businesses during their stay. This is to be accomplished through an aggressive marketing campaign, soliciting events for our centre and word of mouth due to superior customer service. 2) Core Businesses: Key Customers }' Industry }' Trade Shows -Bridal Show }' Special Events, Video Dances }' Service Clubs/Sports Groups -Fundraisers (Dances) }' Local Businesses }' Canadian Kennel Club of Ontario }' Dog Clubs }' Automotive shows }' Canadian Blood Services }' Boards of Education Core Businesses I Services }' Location for existing special event venues, ie. Kiwanis Home and Rec Show, Extravaganza, & Down Home Country Christmas }' Focus on Dog Shows, Classic Car Auctions, Automotive SW AP Meets }' Special Event Centre }' Meeting room space for Industrial Park residents }' Potential incubator for small industry Legislated Standards }' Municipal By-laws }' Health & Safety }' Alcohol & Gaming Commission of Ontario }' Occupational Health & Safety }' Public Health Office -Provincial & Oxford County n u Town of Tillsonbnrg 2010 Business Plan Tillsonbnrg Special Events Centre 3. Performance Measures Ouantitv 2008 2009 2010 By Main By Section Main Floor Section Main Section Floor Floor Conunercial Local Charitable Groups (No 5 5 5 5 5 5 Sublettin<>) Local Organizations 15 35 15 35 16 38 Kitchen 4. 5. 6. 12 Included in all bookinl!s Included in all bookinl!s Future Directions (Longer Term) ~ Attract Large Special Events to Centre ~ Develop a reputation for Excellent Facilities and Customer Service ~ Promote the Town ofTillsonburg as a "Place to Build your Future" ~ Attract new tourists to municipality through interesting and varied special event venues ~ Become a self-supporting and revenue positive cost center to Corporation ~ Current Directions (Short Term) ~ Review kitchen upgrades to attract larger catered functions -seek funding sources for renovations -Q2 ~ Implement a professional and aggressive marketing strategy for the promotion and use of the Centre and surrounding lands. (Economic Development to provide lead on land development and sales)-Q3 ~ Approach Industrial Park residents to explore need for off-site meeting space,Ql ~ Co-ordinate marketing initiatives with Corporation of the Town ofTillsonburg to maximize exposure of the Special Event CentreQl-4 ~ Close TSEC during the month of January and February to realize operational cost savings Ql Program Delivery Plan ~ .25 FTE Special events coordinator to assist in the development of a marketing strategy and marketing material for promotion and immediate utilization of the facility. (Position and results to be assessed prior to the end of December 31, 2010.) ~ Town Staff liaise with the Oxford County Tourism Coordinator Town of Tillsonbnrg 2010 Business Plan Tillsonburg Special Events Centre >-Tour trade shows and develop contacts >-Meet with potential clients >-Oversee Special Events >-Part-time maintenance to be hired for building checks, regular required maintenance and liaison for set-up and clean up of facilities. 7 Rate Schedule 2010 . ~1r <\IN FLOOR (62,000 sq.ft.) Local Charitable Gr2u11s Local Or::anizations Commercial (No subletting/renting s11ace) Show Day $1,432.81/day $2,222.32/day $3,391.96/day Set Up/Tear Down $233.93/day $233.93/day $1,695.98/day (Max. 4 davs) !Max. 4 davs) (Max. 2 davs) PER SECTION (to,soo sq.ft.) Local Charitable Qrol!I!~ Local Ori:anizations Commercial Per (No snblettin!:frentini: s11ace) Section Per Day $526.34 $643.30 $760.27 BOARD ROOM -$87.72/day SERVICE FEES Senior Floor Supervisor (per hour) $ 29.24 Overnight Security (per hour) $ 23.39 Forklift & Driver (per hour) $ 52.63 Hydro Hook Ups (per table/event/drop) $ 46.79 Curtain Rental (per foot) $ 2.34 Table Rental (per table in excess of 50-8' tables) $ 8.19 Chair Rental (per chair in excess of 500 chairs) $ 2.34 Trailer Parking (up to 10 trailers)(per month) $ 46.79 Safetv Denosit Box & Swine Cards $ 27.00 8. Key Goals Goals and Objectives lJ ( : Li Town of Tillson burg 2010 Business Plan Tillsonburg Special Events Centre Goals & Objective Target Quarters Dependent upon Council Approval of 2010 Budget );;>-Close TSEC during the month of January and February to realize operational cost savingsQl );;>-Attract a large Commercial Event in calendar year 2010 Q 1-4 );;>-Review kitchen upgrades to attract larger catered functions -seek funding sources for renovations Q2 );;>-Implement a professional and aggressive marketing strategy for the promotion and use of the Centre and surrounding lands. (Economic Development to provide lead on land development and sales )Q 1-4 );;>-Approach Industrial Park residents to explore need for off-site meeting space, Q 1 Capital Budget Requirements Front Reception Area & Offices Carpeting Painting Window Dressings Decorating Cafeteria Painting Window Dressings Large portable bar complete with sinks Dishwasher Walk in Cooler Main Floor Wheelchair access to south side Paint ceiling/beams lighter colour Bleacher seating Curtains/hardware 8' high Additional chairs Folding tables 60" round tables Table dollies Hanging Short curtains from ceiling to give the effect of lower ceiling Weather stripping at loading doors Room Dividers Conference Room Upgrades Projection Screen Chairs/Meeting Table Coffee station, Water cooler, Fridge Exterior Building Digital Illuminated exterior sign Town of Tillsonburg 2010 Business Plan Tillsonbnrg Special Events Centre Parking lot light standards Post & Chain Fence to protect road allowance Paved parking lot 9. Human Resources Allocation Special Event 2007 2008 Centre- Special Event .25 FTE .25FTE Coordinator Maintenance -As required As required Part/time to support to support activity activitv 2009 .25 FTE As required to support activity 2010 .25 FTE As required to support activity n I .. v () TOWN OF TILLSONBURG 2010 BUSINESS PLAN ELLIOTT FAIRBAIRN CENTRE Town of Tillson burg 2010 Business Plan Elliott Fairbairn Centre -2- 1) Program Mission Statement: To maintain safe, clean and healthful facilities for all tenants and rental groups while keeping operating costs to a minimum. 2) Core Businesses: Key Customers ~ Ontario Provincial Police Core Businesses/Services ~ Property Management for current tenant Legislated Standards ~ Ontario Building Code, Ontario Fire Code, Municipal By-Laws (;. u () Town of Tillson burg 2010 Business Plan Elliott Fairbairn Centre )-Program Map Ontario Provincial Police -3- ELLIOTT FAIRBAIRN CENTRE --------Building Administration & Physical Plant &Grounds 3) Performance Measures: 2009 2010 2011 2012 Rental Revenue 71000 79000 79000 79000 4) Future Directions (Longer Term): )-Continue to provide property management services to our existing tenant 5) Current Directions (Shorter Term): )-Provide ongoing support to tenant at facility 6) Key Linkages with Business Plans of Other Programs )-OPP training unit U 7) Program Delivery Plan (a) How is the program delivered now and at what level? Town of Tillson burg 2010 Business Plan Elliott Fairbairn Centre -4- ~ Delivered through Operations staff providing Maintenance services 8) Key Goals/Objectives of Program by Year Maintain god communication with tenant and continue to offer timely property management services as outlined in the lease agreement 2010 Goals/Objectives To be determined by Service Delivery group Additional Costs (Savings) if Applicable Provide ongoing service to the tenant as the needs arise 9) Human Resources Allocationilleployment Plan Quarter of Expected Completion Service FTE Requirements by Year 2009 2010 2011 2012 2013 Full time Part time Total Program FTE Requirements Change from Previous Year Significant Variances -NIA Training and Development As necessitated by Town policy: ~ Health & safety workplace inspections .10 ~ WHMIS, CPR and First Aid for Maintenance staff 10) Information/Other Technology Plan .05 ~ Continue to provide support to current tenant as required 11) Other Resources Plan .05 .05 .05 n u (~) u Town of Tillsonbnrg 2010 Business Plan Elliott Fairbairn Centre -5- \ n1 I ', u TOWN OF TILLSONBURG 2010 BUSINESS PLAN PUBLIC LIBRARY CJ Town of Tillson burg 2008 Business Plan Public Library 1) Program Mission Statement: -2- The Tillsonburg Public Library welcomes the community and is committed to providing comprehensive resources, diverse programs and quality services that enrich people's lives. Vision: To provide an inviting multi-use centre that offers current resources, programs and services to meet the ever changing literary, education and personal needs of our community members. Values: 1. To provide excellence in patron service. 2. To ensure equitable access to all library resources, programs and services. 3. To be responsive to the changing needs of our patrons and community. 4. To promote and nurture literacy and empower citizens through knowledge. 5. To demonstrate respect by valuing individual needs, experiences and differences. 6. To strengthen and expand a strong network of relationships within Tillsonburg surrounding communities. 7. To govern the library in a financially responsible manner. Slogan: Explore, Enrich, and Enjoy@Tillsonburg Public Library 2) Core Businesses: Key Customers )> General public )> Special interest/service groups )> Non-residents )> Southern Ontario Library Service )> Provincial Library Organizations n 0 u Town of Tillsonburg 2008 Business Plan Public Library Core Businesses/Services -3- > The acquisition, processing, organization, maintenance and dissemination of various kinds of recreational and educational materials, in various formats. > Programming for adults and children/Summer reading program > Meeting space > Interlibrary loan >Reference > Readers Advisory > Internet access and training > Health and safety > Maintenance of building and grounds > Copier/fax service > Library archive > Genealogy research > Oral History project > Children's Literacy Non-Core Businesses/Services/ Activities > Tourist information > Audio-visual equipment > Resume typing > Book repair > Sale of discarded materials Legislated Standards > The Public Libraries Act (1990) provides guidance for the operation of a public library, but legislates no standards of operation. > The Library expects to apply for accreditation from the Southern Ontario Library Service in 2010. Town of Tillson burg 2008 Business Plan Public Library Program Map -4- LIBRARY / -----------Library Collections Building Management Management Administration I & Physical Plant & Grounds Internet I computers-Reserves on access and Materials Room training I Rentals I Preschool Sale of Discards program I I Collections Summer Management Reading Program I Reference I Other Related Services :» Acquisition, organization and dissemination of books (in various formats, e.g. talking book, large print, foreign language, audiotape), magazines, newspapers, microfilm/fiche, videos, eds. :» Internet computers: access and training :» Interlibrary loan :» Projectors: 8mm, super 8mm, 16 mm, slide, overhead :» Preschool program /weekly) :» Children's Summer Reading Program and Literacy Programs :» Genealogy research :» Reserves on materials :» Meeting room rentals :» Shut-in service n 0 u (\ l) Town of Tillsonburg 2008 Bnsiness Plan Public Library -5- >-Oxford County Library rotating book deposit );> Telephone renewals/community information >-Reference: in person, telephone, mail, e-mail );> Discarded materials sale );> Fax/photocopies/photo scanning >-Acquisition of special program funding through donations and grants );> Bulletin board/display case );> Public relations (library column, publicity, new book listing in Civic Comer, new booklist emailing) );> Sale of walkway memorial stones >-Maintenance of 8,000 square foot building and grounds 3) Performance Measures: Output Measures - quantity Circulation Internet use Memberships Materials Added Interlibrary Loan Efficiency Measures (Cost per Unit) Cost per item Circulated Effectiveness/Customer Service Measures Reference requests /wk Copier/Fax use/wk # entering library/wk Library revenue Equipment use Donations Complimentary letters Special Grants 2006 141,357 9,346 5,524 3,096 1,675 $2.11 79 1,604 1,604 $44,509 4 $4,074 4 $13,000 4) Future Directions (Longer Term): 2007 141,317 8,524 5,558 3,169 1,538 $2.15 74 1,346 1,572 42,809 11 6,175 6 9,000 2008 2009 Projection 145,178 145,00 9,302 9,000 5,599 5,500 4,060 3,000 1,669 1,600 $2.37 $2.40 7 70 1,211 1,200 1,646 1,500 46,217 $40,000 8 5 3,549 $4,000 8 6 0 $7,000 );> Exploration and assessment of old and new formats as the technology emerges );> Exploring prospect of a new library building or expansion of present building );> Replacement of heating and air conditioning units (in the absence of a new building) >-Reconstruction of Library Lane for increased accessibility. 2010 Projection 145,000 9,000 5,600 2,500 1,600 2.40 75 1,200 1,500 40,000 5 4,000 6 0 Town of Tillson burg 2008 Business Plan Public Library -6- 5) Current Directions (Shorter Term): >-Awareness of changing patrons' needs for services, equipment and resources and new technologies/formats >-Need for re-assessment of our part time wages, which should be competitive with wages offered by nearby libraries. >-Greater co-operation with Woodstock and Oxford County libraries for exploring co-operative cost savings . >-Assessment and enhancement of selected parts of the collection. >-Continue with accreditation. >-Staff professional development. >-Implementation of CEO annual goals 6) Key Linkages with Business Plans of Other Programs >-Close liaison with Tillsonburg Historical Society >-Continued co-operation with area schools and other libraries, especially Oxford n County and Woodstock. c·.-,J >-Continued alliance with Chamber of Commerce and Theatre Tillsonburg >-Liaison with tourism agencies, esp. Museum and Arts/Craft Centre >-Co-operation with early literacy organizations. >-Assistance to the Friends of the Tillsonburg Public Library 7) Program Delivery Plan (a) How is the program delivered now and at what level? >-Administered by CEO >-Staff of eight (I full time, 7 part time) >-Hours: Monday-Friday 9:30-5:30; 7-9 p.m., Saturday 9:30-5:00 p.m., Sunday 1 :30-4:00 p.m. May -September: closed Sundays and Friday nights. >-Computer linkage with all other Ontario libraries >-Building: 8,000 square feet (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? u Town of Tillsonbnrg 2008 Business Plan (~\, Public Library -7- Changes Mandated by Other Levels of Government »-Any changes in Provincial Government funding to the Southern Ontario Library Service, will impact on certain services, particularly interlibrary loan. Political Direction Received »-Policies determined by Library Board. Professional Judgment of Staff »-Monitoring of all programs and services for effectiveness and efficiency. (c) Implementation of changes required to move from (a) to (b) »-Change in provincial funding of the regional library system. 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Summer Reading Program 2010 Goals/Objectives Summer Reading Program Additional Costs (Savings) if Applicable $3,000 Additional Costs (Savings) if Applicable $3,000 Quarter of Expected Completion Quarter of Expected Completion Town of Tillsonbnrg 2008 Business Plan Public Library -8- 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2007 2008 2009 2010 Full time 2.0 2.0 2.0 2.0 Part time 1.5 2.0 3 3 Total Program FTE Requirements 3.5 4 5 5 Change from Previous Year 2.9% 9% 25% 0.0% Significant Variances )-Continued high levels of circulation have created a demand for increased staff levels. Polaris has also brought increases in internet-based reserves. It has also created a need to re-assign and train staff to meet the higher technical demands of our new system. The continuing success of the children's summer reading program and children's literacy programs (some of which are delivered in co- operation with other agencies, e.g. schools and Early Years), has also impacted on staff requirements. The training requirements of the Town, esp. health and safety, have continued to add to staffing hours. Training and Development As necessitated by Town policy: )-Health & safety )-WHMIS )-First Aid )-CPR )-On-going Library training workshops )-Library site visitations Performance Management )-Library Board assesses performance of CEO in the fall. )-CEO will monitor, and assess performance of all staff in September. Other issues 10) Information/Other Technology Plan )-Changes to Interlibrary Loan procedures are ongoing. )-Changes in County library services )-Future of VHS and audiotape collection 0 u (1 ' / l_) Town of Tillsonbnrg 2008 Business Plan Public Library 11) Other Resources Plan Asset Type Number Building -9- Requirements/Condition/Replacement Plans New building, or expansion -either in terms of a mezzanine, or addition, remains to be considered in the near future. CJ u TOWN OF TILLSONBURG 2010 BUSINESS PLAN MUSEUM u Town of Tillson burg 2010 Business Plan Museum 1) Program Mission Statement: -2- Our vision is to collect, preserve, further develop and expand the cultural heritage of Tillsonburg through the community museum, thus ensuring that this heritage remains in the public domain for the benefit of this and future generations. With the National designation of Annandale House, we have a further conunitment to maintain and preserve Annandale National Historic Site for all Canadians. Our goals are to foster a deeper sense of community pride in this heritage and to develop a higher profile of the museum as the town's major tourist attraction. This will help to nurture tourism opportunities in the community. 2) Core Businesses: Key Customers )'> General visitors (citizens) )'> Tourists (out-of-town) )'> School groups and educators )'> Tour Operators and planners )'> Youth groups, clubs and organizations )'> Donors & Supporters (artifacts and monetary) { ,, )'> Volunteers ~i )'> Affiliated Members (OHS, OMA, TDHS, EON) )'> Researchers (local history, family & genealogical requests, media & special interest) )'> Museum colleagues )'> Antique Collectors )'> Business and Industry )'> Council )'> Other levels of government )'> Customer Service Centre & other Town departments Core Businesses/Services )'> Collection of historical artifacts and information )'> Preservation of the collection and the historic house )'> Presentation of exhibits and special events )'> Education and interpretation programming )'> Promotion and development of tourism Non-Core Businesses/Services/Activities )'> Tourist information centre and related services )'> Room and grounds rental )'> Luncheons and refreshments related to rentals )'> Sale of historical material and souvenirs u Town of Tillson burg 2010 Bnsiness Plan Museum Legislated Standards -3- }-Museum standards mandated by the Province through the Ministry of Culture and the Ontario Heritage Act }-Public Health Code -Oxford County Health Unit }-Fire Code, Public Building Code, Health and Safety-Provincial Standards }-Municipal Council -Related Bylaws and Policies re: Personnel, Health and Safety, etc. Program Map Museum Management I Education & Interpretation Education/ School I Special Events & Public Programming Promotion and Marketing I Tourist Information & Research Requests I Other Related Services MUSEUM / ------ Exhibit Building Design& Administration Preparation & Physical Plant & Grounds I Artifact Conservation Room I Rentals Food Services Acquisition of Artifacts I Collections Management Capital Requirements Trust Funds Restoration Capital Fundraising Donations Town of Tillson burg 2010 Business Plan -4- Museum 3~ Performance Measures: Measure 2006 2007 2008 2009 2010 Out~ut Measures -guantity General Attendance 7768 7278 7157 7500 8000 Number of bus tours 17 14 5 5 8 Room Rentals 11 13 10 10 10 Special Events & Exhibits 21 25 25 28 28 Volunteers 96 87 90 90 110 Volunteer Hours 1586 1480 1400 1500 1600 Artifact Donations 310 90 100 50 60 Fundraised Dollars -Individual $ 1,500 $ 3,046 $2,891 $2,500 $2,500 -Special Events $24,263 $ 8,988 $7,795 $15,500 $15,000 Trust Fund Donations $27,580 $ 13,825 $10,000 $10,000 $10,000 201 Exxon/Mobil Shares -NIA NIA NIA NIA Market Value -existing shares Efficiency Measures Admissions Revenue $ 8,779 $ 7,081 $5,316 $6,500 $8,000 Programs Revenue $ 5,278 $ 6,650 $6,167 $7,319 $7,525 Rental Revenue $ 915 $ 935 $745 $525 $750 Merchandise Sales $ 500 $ 1,328 $826 $600 $1000 Effectiveness/Customer Service Measures School/Youth Program 70 68 69 73 75 Evaluations Letters of Appreciation 23 31 22 20 n/a Number of Complaints (Verbal) 15 12 10 8 n/a Media coverage (publications, 58 68 52 60 70 articles, TV) (free and unsolicited) • Future Directions (Longer Term): ~ Continue to improve and expand the museum's profile as a major tourist attraction both in the community and beyond -dependent on additional monies being budgeted to support new marketing initiatives to achieve this goal. ~ If the above is achievable, then this should result in increased visitor attendance and increased admission revenues. ~ Continue to expand public programming such as exhibits, education programs and special events, as staff permitting. ~ Include Parks staff in horticulture, due to retiring volunteer and this will result in an increase in budget requirements ~ Additional maintenance services will also be required as the physical demand on n 0 existing staff becomes unmanageable and will result in additional budget U requirements. Town of Tillson burg 2010 Business Plan Museum -5- > Improve presentation of both the permanent historical displays and the historic room settings. Continue restoration projects within Annandale House, including the acquisition of appropriate furnishings and artifacts necessary to accomplish this task. > Develop a long-term corporate and private sector donation program, possibly in the form of an endowment fund to add to fmancial sustainability in the future. > Maintain and develop a strong relationship with the National Historic Sites Alliance of Ontario in order to develop partnerships and expand opportunities, such as joint marketing and promotional initiatives. > Continue conversion of collections records to a computerized Collections Management System in order to join CHIN (Canadian Heritage Information Network) -(This would lead to being included in Museums Online) 5) Current Directions (Shorter Term): > Continue to collect and preserve relevant historical material (artifacts, documents, etc.) > Continue to convert the collection to a computerized collections management system as per new museum standards (MCZCR) > Continue to expand public awareness of the museum and its many programs within the community }-Increase attendance through new promotional opportunities and marketing strategies directed at target market groups like the independent traveller and the motor coach c-\ trade (this may require additional advertising dollars to advertise in various ·· / publications geared to this market group) > Maintain/increase volunteer base > Increase staff attendance at OMA and National Historic Sites Alliance annual conference and meetings in order to develop new partnerships and collaborative initiatives with peers and their respective sites. > Continue to develop new educational programs to increase school youth group attendance > Maintain relationships with other organizations, business and industry > Continue to provide tourist information services for the Town ofTillsonburg > Maintain an active calendar of public events & public program offerings, > 2010 scheduled events are as follows: EXHIBITS: Feb. 15 -April 9: "It's Your Move; an exhibit of Card & Board Games" April 18 -June 6 -"Above and Beyond; an exhibit of British Military Medals" (private collection) June 13 -Aug. 27 -"Voices of the Town; Vaudeville in Canada" (a travelling exhibit from the Peterborough Museum & Archives) Sept. 17 -Oct. 31 -"Cloth & Paint, Needle & Brush: Contemporary Works inspired by Historic Quilts from the Collection" (an exhibit in partnership with the Station Arts Centre & the Oxford Artists Group) Nov. 26 -Jan 10, 2011 -"Dear Santa, please bring me; an exhibit of favourite toys" Town of Tillsonbnrg 2010 Business Plan Museum SPECIAL ACTIVITY DAYS ... Jan. IO-Mayor's Levee -6- Feb. 15 -Exhibit Opening & Family Day Scavenger Hunt Mar. 16-Family Game Night Apr. 18 -Exhibit Opening May 1 -2 -Oxford Studio Tour venue May 8 -Book launch (R. Barker-James) June 6 -Military Artifact Identification Day June 13 -Exhibit Opening July 1 -Canada Day Open House Sept. 17 -Exhibit Opening Nov. 26 -Exhibit Opening SPECIAL EVENTS Feb. 26-Lunch & Learn: "From Clay to Ashes -The story ofTillsonburg's Pottery Works" Mar. 8-Women's Day Chocolate Luncheon Mar. 26 -Lunch & Learn: "Say Cheese -A look at Tillsonburg's early photographers" Apr. 23 -Lunch & Learn: "Rogue or Hero-The Infamous Dr. Tillson L. Harrison" May -Leisure Activities Dinner & Auction (exact date to be confirmed) May 28 -Lunch & Learn: "Bottom's Up -the history ofTillsonburg's Brewery" July 1 -Canada Day Fun Fair July 21 & 22-Vaudeville Show on the lawn Oct. 30-Ghostly Nights & Gastronomic Delights (dinner & ghost stories) Nov. 26-28 -Down Home Country Christmas Weekend 6) Key Linkages with Business Plans of Other Programs }> Community Services -opportunities for joint promotions through Community Services booklet. Daily deposits, etc. Work co-operatively with other facilities within department ie) Library (research projects), Airport (assorted services) }> Operations Department staff to maintain and upgrade condition of the property and lawn (including development of formal gardens) }> Operations Department staff to continue snow removal }> Continue to provide information as requested to the Customer Service Centre }> Operations Department staff to check out savings regarding joint efforts for certain contract services, i.e.) elevator maintenance and/or supply purchases. }> Corporate Administration -information returns and grant applications }> Corporate Department -Economic Development -Tourism 7) Program Delivery Plan (a) How is the program delivered now and at what level? }> 2 Staff-Curator and Museum Assistant -full-time town employees n () u (~\ •,_ / LJ Town of Tillson burg 2010 Business Plan -7- Museum > Museum collection contains over 18,000 artifacts, estimated value over $1,500,000. Largest artifact is Annandale House valued at over $1,000,000-building only. Province holds an easement on the house and all its integral architectural features. > 3 summer part-time students and assorted grant workers as available through various employment programs > 87 volunteers providing assorted tasks and duties year round > Hours of Operation: Mon. -Fri. 9 a.m. to 4 p.m. year round > Sun. 1 -4 p.m. year round > Sat. 12 -4 p.m. during July and August only > Also open by appointment after hours for tours, room rentals and various group meetings (annual average equates to over 200 hours over regular posted hours) > Monthly "admission by donation" days are hosted in order to be accessible to all the citizens of Tillson burg, regardless of their ability to pay the admission "Half Price Admission" days for some events, like Down Home, etc. > Museum facility has 1645 sq. ft. collections storage; 4722 sq. ft. > > > > of exhibit space; 2711 sq. ft. public area; 1532 sq. ft. administration, for a total of 10,510 sq. ft. Grounds cover three acres landscaped with trees, shrubs, and flowers beds including picnic areas and a parking lot accommodating 20 spaces Maintenance of the flower beds is managed by volunteers with donated product The museum is completely handicap accessible, with elevator, handicapped washrooms and entry ramp Restoration of Annandale House continues on an annual basis dependent on both funding and availability of resources such as craftsmen and materials. All costs related to restoration are covered by the Trust Fund and are noted in the annual operating budget under capital expenditures from Trust. > General maintenance and facility upgrades related to the new addition are managed on an annual basis under the operating budget. (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the future? Changes Mandated by Other Levels of Government The museum will strive to implement all the codes and standards as follows: > Museum Standards as mandated by the Ministry of Culture > Museum Education Programs are aligned with the Provincial Curriculum's Guidelines mandated by the Ministry of Education > Public Building Code, Fire Code and Public Health Standards are followed as mandated by the appropriate Provincial agencies. > Public and staff health and safety issues are mandated through Municipal Policy. Political Direction Received Town of Tillsonburg 2010 Business Plan Museum -8- }> The Museum Advisory Committee is dedicated to ensuring that the Museum's vision statement is accomplished to the best abilities of staff and resources, while meeting all the codes and standards as dictated by the various levels of government. Professional Judgment a/Staff }> Due to favorable response by the community, staff realizes the need to maintain and expand the level of programs established to date. }> Due to the increased number of research requests, the staff need to be able to quickly and efficiently access its growing collection and its historical database to meet these demands. }> The museum staff will continue to try and increase annual attendance, thereby increasing revenues through admissions and other types of programs. (c) Implementation of changes required to move from (a) to (b) 8) }> Staff will creatively seek new opportunities for program development in the areas of exhibits (ie: traveling exhibits from the ROM, etc.), special events and educational programs. }> In order to better access the collection and the historical data therein, management of the collection records are in the process of being converted from a manual card system to a computerized program. This process has begun and will continue until all 18,000 artifacts are recorded, but the project is dependent on additional staff to complete this task. }> If the museum is to generate increased revenues through admission and other programs, then, the museum needs an aggressive marketing plan to promote these new initiatives. Key Goals/Objectives of Program 2010 Goals/Objectives Additional Costs Quarter of (Savings) if Expected Al!l!licable ComJ!letion To increase attendance by developing n/a 2nd Quarter special programs around the Military Medal exhibit for both school children and the general public To increase attendance and volunteer Rental fee for exhibit to be 3 Quarter involvement by developing a special event off-set by sponsorship around the Vaudeville Travelling exhibit in the form ofa Vaudeville Show Repair of Fascia & Soffit -Annandale Financed through Trust Dependent on weather House Fund 2°• through 3'd Quarter Re(lair I reElace sidewalk to Tillson Ave. Q3 Repair/reElace staff entrance doors Q3 n u (-) '----/ l.J Town of Tillson burg 2010 Business Plan Museum -9- Balance of Goals & Objectives Targets by Quarter Dependent Upon Council Approval of 2010 Budget TRUST FUND PURCHASES are difficult to project as both restoration projects and artifact purchases for the furnishing of Annandale House are dependent on availability of craftsmen and material resources, especially the availability of period antiques. 9) Human Resources Allocation/Deployment Plan Service FTE Reguirements bl: Year 2007 2008 2009 2010 2011 Full Time 2.0 2.00 2.00 2.00 2 Part Time Year round Part Time Seasonal 1.07 1.07 1.07 1.07 2 Total Program FTE 3.07 3.07 3.07 3.07 4 Reguirements % Change from Previous Year % 0% 0.% 0% Significant Variances };--2009 FTE remains the same Training and Development All staff should be provided the opportunity to obtain continued education as required to upgrade and maintain their professional standing and their ability to service the needs of the public. };--OMA professional development training and Annual Conference };--EON workshops };--Computer training for Collections Management software program (Microsoft Access) };--Health & Safety ;;.. WHMIS };--First Aid ;;.. CPR };--Resources -professional and related publications };--Memberships to professional associations (EON, OMA, CCI, CMA, NHSAO) Performance Management };--will follow professional, moral and ethical standards for museum management Town of Tillsonburg 2010 Business Plan Museum -10- :» will follow corporate direction on performance management Other issues :» ideally, two additional staff are needed, one in the capacity of museum registrar and the other as education/public programming officer, to enable services to expand and revenues to increase. :» will continue to look at other services provided by the corporation to eliminate duplication and achieve cost savings 10) Information/Other Technology Plan :» internet access allows for connectivity with other corporate service areas to share information to achieve efficiencies :» internet access allows communication with current and potential customers, web page providing information on services and upcoming events :» computerized collections records management system allows for more efficient and faster access when servicing historical information and collection related requests. :» continue to maximize technology with "Virtual Tour" of Annandale House on web-site. 11) Other Resources Plan :» will continue to encourage volunteer participation :» will continue to seek donations of gifts-in-kind for service and goods where able :» will continue to liase with various levels of government to access grants :» will continue to develop new partnerships and nurture existing partnerships to expand public programming, employment grants and capital purchases. n lJ TOWN OF TILLSONBURG 2010 BUSINESS PLAN TOURISM Town of Tillson burg 2010 Business Plan Tourism 1) Program Mission Statement: -2- The mission for the Town ofTillsonburg Tourism program is to develop local tourism assets in order to increase visitors and associated expenditures in the local economy. This will be accomplished by increased marketing to target markets, increased coordination of marketing to ensure cost-effectiveness, and new tourism product development. The 2008 Economic Development Strategy develops a vision for the Town of Tillsonburg as follows: Tillsonburg is a place that is recognized as a major tourist destination in Southwest Ontario. It is known for its festivals held throughout the year on a monthly basis, its ability to handle large amateur sports events (ice hockey, soccer, baseball, figure skating etc) and is generally known as a unique centre for arts and cultural events. Tillsonburg's Event Centre is fully utilized after successfully targeting, in order of priority, the Tri-county area, the Highway 401 corridor and the Lake Erie area. After the creation of the strategic plan for tourism, the Tourism Sub-committee overseas and has been successful in marketing its existing tourism assets and has identified, developed and exploited others. It has been successful in getting additional investments in accommodations and overnight visits to the Town have increased dramatically. Now that this strategy has been approved by Council, staff will start implementing the short and long term action items developed through the public consultation and consultant recommendations. It is important to note that the 2004 Community Strategic Plan has also been reviewed in the development of this plan. This Business Plan also includes Culture/Culture Commission and the funding provided to the Station Arts Centre. 2) Core Businesses: Key Customers l>-Tourists/visitors l>-Tourism Partnership stakeholders l>-Citizens of Tillsonburg/ general public l>-Local tourism and related businesses Core Businesses/Services l>-Network with local and regional stakeholder organizations to promote the Community ~ Identify and work with provincial and federal agencies for marketing opportunities (-) u Town of Tillson burg 2010 Business Plan Tourism -3- ~ Provide a marketing plan to include the marketing and promotion of tourism material ~ Provide tourist/visitor information locations within the community (indirectly through Annandale House and the Station Arts Centre) Program Map Tourism ~ ~ Provide Information Services l Local Distribution I Regional Distribution 3) Performance Measures Website visitor statistics -Tourism Page Website visitor statistics -Community Video 4) Future Directions (Longer Term): ~ Identify Target Market segments ~ Prepare Consumer Profile "-.. Marketing Plan I Increase Advertising From print to Web options ~ Identify Tourism Product Market Development Requirements ~ Goal is 12 events per year as in Community Strategic Plan & EDS ~ Investigate options for an enclosed water park ~ Investigate outdoor recreational opportunities including (1) campground facilities, (2) biking/hiking/cross-country skiing trails, and (3) tobogganing facilities. ~ Investigate creation of an outdoor rink and winter festival ~ Investigate investments into upgrading the track & field facility, and creating a lawn bowling venue ~ Identify product management requirements Town of Tillsonbnrg 2010 Business Plan Tourism -4- ~ Investigate opportunity to participate in a regional Tourism Destination Marketing Program 5) Current Direction (Shorter Term): ~ Re-establish the Tourism sub-committee ~ Identify and catalogue Tourism assets ~ Develop a marketing plan for existing events (Community Strategic Plan) ~ Implement way-finding signage ~ Continue to work with Tourism Oxford to seek opportunities to market Tillsonburg in new and innovative ways ~ Liaise with other Tourist entities and groups within the community to seek cooperative marketing opportunities i.e., Special Events Centre, Station Arts Centre, Down Home Country Christmas, Annandale National Historic Site, Downtown Tillsonburg, Chamber of Commerce, Lake Lisgar Water Park, etc ~ Document distribution plan for current and future literature 6) Key Linkages with Business Plans of Other Programs ~ Maximize advertising exposure by promoting more than one attraction/event per Town ad in various and assorted publications ( --,;. ~ Develop and promote bus tours of the community and surrounding area to tour operators by partnering with various stakeholders. 7) Program Delivery Plan ~-Provide tourism literature to Tourism information centres, both within and outside the community ~ Verifies that sufficient inventory of promotional material is available within the community. This material must be current; and distributed in a timely fashion to key stakeholders ~ Tourism literature is available at two main locations: Annandale National Historic Site and the Station Arts Centre, both of which can be found through the wayfinding signage along major striOoeets. Satellite sites also supply tourist information i.e. Tillsonburg Public Library, Tillsonburg Community Centre and the Tillsonburg Customer Service Centre -all locations are open year round ~ Work with the Station Arts Centre, Tillsonburg District Chamber of Commerce, Downtown Tillsonburg (BIA), Tillsonburg Fair Board to strengthen existing events and to develop new events. Where possible, support funding applications by tourism organizations. Changes Mandated by Other Levels of Government ~ Tourism advertising and promotions remains the responsibility of the Town. ~ Opportunities to network and develop new partnerships are coordinated through Tourism Oxford. u Town of Tillsonburg 2010 Business Plan -5- {'·. Tourism ' . 8) Key Goals/Objectives Goal/Ob.iective 2010 Wayfinding Signage $51,000 Re-establish the Tourism Sub-Committee Q2 Development a marketing plan for existing events Q2 (Community Strategic Plan) Balance of Goals & Objectives Dependent Upon Council Approval of 2010 Budget > Liaise with other Tourist entities and groups within the community to seek cooperative marketing opportunities i.e., Special Events Centre, Station Arts Centre, Down Home Country Christmas, Annandale National Historic Site, Downtown Tillsonburg (BIA), Chamber of Commerce, Lake Lisgar Water Park > Improve visitor services, such as directional signs to major attractions, at local, county and provincial levels, information packages, etc. as indentified in Community Strategic Plan > Continue to work with Oxford Tourism to seek opportunities to market Tillsonburg as part of the Oxford County Strategy > Develop a media plan focused on events and venues as identified in Community Strategic Plan > Provide representation by Tillsonburg at Oxford & Regional County Tourism seminars and venues > Distribution plan for current and future literature > Literature/communications that are attractive, consistent, up-to-date and that help to create a Tillsonburg brand 9) Human Resources Allocation/Deployment Plan Service FTE Requirements by Year 2009 2010 2011 2012 2013 Full-time Staff Part-time .2 .2 .2 Total Program FTE Requirements .2 .2 .2 Change from Previous Year 0% 0% 0% Town of Tillson burg 2010 Business Plan Tourism -6- No changes are proposed for human resources allocation. Training and Development ~ WHMIS ~ CPR ~ Marketing & Promotion Management Courses, Workshops and Seminars as available Performance Management Other issues ~ Will continue to look at other services provided by the Corporation to eliminate duplication and achieve cost savings (} u TOWN OF TILLSONBURG 2010 BUSINESS PLAN (~i '-_/ PLANNING Town ofTillsonburg 2010 Business Plan Planning 1) Program Mission Statement: -2- The Oxford County Office of Community and Strategic Planning will provide professional planning advice and associated administration to the Town ofTillsonburg. 2) Core Bnsinesses: Key Customers >-citizens/residents >-elected officials >-developers >-real estate agents >-lawyers >-contractors >-surveyors >-appraisers >-taxpayers >-Town Departments >-County Departments >-Business Improvement Area (BIA) >-other municipalities >-Provincial Ministries >-regulatory entities Core Businesses/Services >-provide advice and recommendations on: > minor variance applications >-zone change applications >-consent (severance) applications >-official plan amendment applications > subdivision applications > condominium applications >-part lot control applications > site plan control applications > community development >-Committee of Adjustment Secretary-Treasurer >-Development Coordinating Committee >-Ontario Municipal Board (OMB) evidence >-population and household projections > up-to-date Zoning By-law Non-Core Businesses/Services/ Activities > public education > planning and development presentations n u () Town of Tillson burg 2010 Business Plan Planning Legislated Standards > The Planning Act > The Oxford County Official Plan -3- > Tillsonburg Zoning By-law No. 1994 > Ministry of Municipal Affairs and Housing > Ministry of Transportation > Ministry of the Environment > Ministry of Citizenship, Culture and Recreation > Ministry ofNatural Resources Town ofTillsonburg 2010 Business Plan Planning Program Map -4- PLANNING --------7 GENERAL URBAN RENEWAL I I Emergency Chinese Planning Partnership l l Minor Town Centre Variance Mall land lease I Zone Change I Official Plan Amendment 1 Consent/ Severance I Subdivision l Condominium I Part Lot Control I Site Plan Control n 0 u ( Town of Tillson burg 2010 Business Plan Planning 3) Performance Measures: Measure Output Measures -Quantity # minor variance applications # zone change applications # severance applications # subdivision applications # official plan amendment applications # part lot control applications # site plan control applications # condominium applications $ new assessment $ development charges $ new construction #inquiries # new residents Efficiency Measures -$ Cost # applications I cost of service # applications I hours of service $ new construction I cost of service $ new construction I hours of service Effectiveness/Customer Service * as of third quarter -5 - 2006 8 9 5 2 4 0 6 2 $5274 4) Future Directions (Longer Term): 2007 11 2 3 2 3* 0 4 0 $4169 2008 11 8 4 1 7 1 $3859 2009 2010 7* 2* O* O* O* O* 5* 1* $6324 ~ Make certain LRIS property based information e.g. zoning, official plan, parcels and aerial photography available to the general public via the web. ~ Incorporate a property based planning application tracking system into the LRIS Town of Tillson burg 2010 Business Plan Planning -6- 5) Current Direction (Short Term): )-Cross-training of staff in Planning responsibilities )-Post the Zoning By-Law on the web for public access once approved by Council )-Work with Town Engineering to produce a procedural/applicant's guideline for processing and administration of Subdivision Applications. )-Re-engineering of the LRIS to provide web based access for all Town Staff Consider how these apply to or impact the program )-"One-window" for new development inquiries will assist in streamlining interaction between Town Departments. )-Easier for public/developers to initiate development inquiry with at-home access to LRIS, web based Official Plan and Zoning and application forms 6) Key Linkages with Business Plans of Other Programs Development Engineering issues (water, sewer, roads, etc.) linked with Operations Building Code issues linked with Building Fire Code issues linked with Fire Downtown issues linked with BIA Financial Security linked with Finance Services Planning administration/agreements linked with Corporate Services Administration/inquiries linked with Customer Service Centre Subdivision development (Parks) linked with Community Services Community development linked with CAO 7) Program Delivery Plan (a) How is the program delivered now and at what level? Planning services provided on contract from the County of Oxford. Costs funded 50% by Town and 50% by County. Administrative/Planning support provided by the Town )-Community Development Coordinator (b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the fature? Changes Mandated by Other Levels of Government Realignment of County/Local Services No major changes presently proposed u Town ofTillsonburg 2010 Business Plan Planning Political Direction Received -7 - Town Council has entered into agreement with the County of Oxford for the provision of County Planning services on a full-time basis. Professional Judgment of Staff (c) Implementation of changes required to move from (a) to (b) 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Brownfield Redevelopment Plan Revised Site Plan Process 2011 Goals/Objectives Additional Costs (Savings) if Applicable Additional Costs (Savings) if Applicable Quarter of Expected Completion Q2 QI Quarter of Expected Completion Town of Tillsonburg 2010 Business Plan Planning -8- 9) Human Resources Allocation/Deployment Plan Service Planner Customer Service Representative Total Program FTE Requirements Change from Previous Year Significant Variances None Training and Development 2008 0.50 0.33 0.83 0% FTE Requirements by Year 2009 2010 2011 0.50 0.50 0.33 0.33 0.83 0.83 0% 0% Additional Planning training for Community Development Coordinator Performance Management Will follow existing performance management measures Other issues 10) Information/Other Technology Plan 2012 Create link between Town Web site and County LRIS (Economic Development Application) to allow public to view and print maps of any area of Town. Creation of Planning tracking system on LRIS to tie property information to previous planning application information 11) Other Resources Plan Asset Type Requirements/Condition/Replacement Plan Office space Computers n () u () TOWN OF TILLSONBURG 2010 BUSINESS PLAN ECONOMIC DEVELOPMENT Town ofTillsonburg 2010 Business Plan Economic Development 1) Program Mission Statement: -2- The mission statement for the Economic Development Office is based on the recently approved Economic Development Strategy (Oct 2008), which identifies a desirable future state for Industrial Development, Tourism, Downtown, and Education/Labour Force Development as follows: •Industrial Development -" ... The Town of Tillsonburg has experienced a significant diversification of its industrial base and is known for its pro-business attitude ... " •Tourism -" ... Tillsonburg is recognized as a major tourist destination in Southwest Ontario ... " •Downtown -" ... All stores and business locations in downtown Tillsonburg are occupied with a dynamic mix of activities occurring ... " •Education/Labour Force Development -" ... The Town of Tillsonburg has a labour force in which everyone has completed at least Grade 12 of the Ontario high school curriculum. The skill base includes those with highly developed technical skills ... " These vision statements form the basis for the specific action items and plans that will be implemented in 2010. The 2010 Business Plan will work to further defme the target markets that the Town should focus on to attract and encourage investment in the community. Investment attraction efforts will continue to shift to a more pro-active approach that involve(-) increased face-to-face marketing. This aggressive approach is being used to yield increased - investment interest in the Town in light of the challenges being experienced by the regional and Ontario economies. Investment attraction initiatives will be targeted as follows: •Greater Toronto Area -Companies seeking available property at a lower cost; •United States -Companies seeking access to Canada and Northeastern US; •Germany -Mid-size, owner-operated companies considering a North American presence in the Food Processing and Renewable Energy sectors; •Japan -Companies seeking a North American presence in the Renewable Energy sector; and, •Italy -FIAT suppliers considering a locating in North America to support Chrysler's production. The Tillsonburg brand will be used to market the community in Ontario, the United States and internationally through the Economic Developers Council of Ontario annual Site Selectors Guide. In order to take advantage of the marketing reach provided by the Southwestern Ontario Marketing Alliance, funds have been included in the budget in order to provide for an investment attraction trip to Germany. A key component of the 2009 business plan continues to be the preparation of "shovel ready" investment sites. These are lands that are fully serviced and on which development can proceed as soon as the land transaction has closed. To this end, staff continue to move forward with plans for U the construction of Clearview Dr S and increasing access to the Highway 3 Business Park. Town ofTillsonburg 2010 Business Plan ~: Economic Development -3- (-) Lastly, increased role for regional economic development groups such as the South Central Ontario Region (SCOR) and the South West Economic Alliance (SWEA). Participation in these efforts to further strengthen the regional and local economy will be part of the 2009 Business Plan. 2) Core Businesses: Key Customers >-Manufacturers >-Businesses >-Transportation Companies (Railways, trucking, airport, shipping) >-Developers >-Industrial/Commercial Realtors >-Chamber of Commerce >-Business Improvement Area (BIA) >-Southwestern Ontario Marketing Alliance (SOMA) >-Federal and Provincial Ministries >-Canadian Consulates >-Local Tourism Businesses and Attractions >-Elected officials >-Town Departments >-County Departments >-Economic Development Advisory Committee Non-Core Businesses/Services/ Activities >-Provide advice and recommendations on: >-Minor variance applications >-Zone change applications >-Consent (severance) applications >-Official plan amendment applications >-Subdivision applications >-Condominium applications >-Site plan control applications >-Senior Advisor to Economic Development Advisory Committee >-Senior Advisor to Cultural Advisory and Tourism Committees >-Member of Development Coordinating Committee Core Businesses/Services/ Activities • Develop a pro-active investment attraction program • Maintain a comprehensive customer relationship database that includes records of contacts and follow-up • Develop full suite of marketing materials • Establish networking relationships with Key Customers as listed above, through personal visits, providing brochures and other marketing material regarding Tillsonburg' s advantages • Attend various functions both locally and beyond to network with various people involved with the economic decision making process. Town of Tillson burg 2010 Business Plan Economic Development -4- • Monitor the supply of municipal and privately owned, zoned and serviced industrial sites and advise Council of any deficiency of supply. • Implement plans to increase the supply of industrial land • In cooperation with the Economic Development Advisory Committee, set out goals and objectives in concert with the yearly Business Plan and Budget for Economic Development. • Maintain currant data in the Lure Brochure, Business Directory, Real Estate Directory, Town Web Site, Fast Facilities, 20ntario and SOMA Web sites. • Expand real estate distribution list and frequency of contact • Expand Lead and prospect mailing/emailing lists • Investigate potential for web/viral marketing efforts • Key advertising opportunities at a local, regional, national and international level • Maintain full corporate visitation program and visit 30 businesses in 2010 • Provide with information on government programs that could assist • Provide information on how to do business with the government • Provide support and direction as appropriate to the following committees: Southwestern Ontario Marketing Alliance, South Central Ontario Region, Downtown Tillsonburg, Chamber of Commerce, Community Career Fair, Oxford County Creative Connections Cultural Steering Group, etc n • Work with chamber to develop a series of seminars/workshops to strengthen existing ( ..• -.. ;\ industry and businesses _ • Increase proficiency in Japanese Legislated Standards ).> The Planning Act ).> The Oxford County Official Plan ).> Tillsonburg Zoning By-law 3295 ).> The Labor Relations Act ).> The Municipal Act ).> The Environmental Protection Act ).> Knowledge of Corporate Taxation Laws ).> Municipal and County By-laws affecting Development and Servicing ).> Health and Safety Act u Town of Tillson burg 2010 Business Plan ~'Economic Development 3) Performance Measures: The Performance Measure used is the number of inquiries generated. Efficiency Measures -$ Cost The Efficiency Measures used is the cost/inquiry. Effectiveness/Customer Service -5- U Specific Effectiveness measures will be developed based on the results of the Economic Development Strategy, which is currently in process. Potential examples of effectiveness measures include number of leads turned into prospects, number of prospects rated as having greater than a 50% chance of choosing Tillsonburg, etc. Town of Tillsonburg 2010 Business Plan Economic Development -6- 4) Future Directions (Longer Term): Ongoing implementation of EDS including: • Industrial Development • Develop a Tourism Strategy • o Identify tourism assets o Identify target segments oPrepare consumer profiles oidentify product development requirements o Identify product management requirement Downtown oCreate New Downtown Identity • Establish a downtown corporation • Establish process for creating a new identity oReview of Existing Improvement Plans • Enhance business mix • Enhance other tourism opportunities including arts, culture, and entertainment • Improve accessibility to Broadway • Enhance BIA membership • Preparation of a time frame for improvements oReview Zoning Bylaw and Official Plan regarding increasing Residential Densities • Population forecasts, demand and sites o Town Hall feasibility study • Education & Labour Force oEducational needs assessment oinventory of training programs o Attraction of a satellite campus o Explore creation of new project manager position for education o Establish a knowledge transfer task force oEstablish a Seniors Advisory Committee & Mentoring programs for entrepreneurs oDetermination of need for OMAFRA Business Retention Program o Purchase of additional lands for an industrial park 5) Current Direction (Short Term): • • • • Development procedures review Support the Development of Key Economic Clusters, Profiles and Programs Airport development feasibility study o Explore potential partnerships to enhance airport Create Tourism Advisory Committee n () u Town of Tillson burg 2010 Business Plan 0 Economic Development -7- L/ • Leverage public/private opportunities for health care • Expand employer/school interaction Consider how these apply to or impact the program » The business plan contemplates a significant amount of programming with the core 2010 budget being less than the 2009 budget and overall net levy remaining the same as in 2009. The Economic Development Office will continue to seek funds from through Federal/Provincial programs in order to leverage the budgeted amounts and provide additional revenue for projects. 6) Key Linkages with Business Plans of Other Programs The Economic Development function requires regular contact with various Town Departments in order to facilitate information requests from potential investors or to assist in the development approval process. lbis includes: a. Corporate Services for Planoing/ Administration approvals; b. Building Department for Ontario Building Code; c. Operations for engineering issues (water, sewer, roads, etc); d. Fire Department for retrofit issues related to the Fire Code; and, e. CAO's Office for community development initiatives. 7) Program Delivery Plan (a) How is the program delivered now and at what level? The program is delivered by a full time Development Commissioner, 40% staff allocation and a student or part time contract person. b) What has been decided on how the program will be delivered and at what levels the program will be delivered in the fature? The Economic Development program will be delivered at the same level as in 2009. Changes Mandated by Other Levels of Government None for 2010. Political Direction Received The Economic Development Strategy has been approved as of October 27, 2008 and will be the foundation for 2010 initiatives. Professional Judgment of Staff Town of Tillsonburg 2010 Business Plan Economic Development Not Applicable. -8- 8) Key Goals/Objectives of Program by Year 2010 Goals/Objectives Implementation of the EDS Additional Costs (Savings) if Applicable Completion of Development procedures review Establishment of performance indicators Completion of Airport development feasibility study Create Tourism Advisory Committee Leverage public/private opportunities for health care Expand employer/school interaction Airport Expansion Project Completion of Runway Extension Completion of Air Terminal Building Industrial Land Development Design and construction of industrial park on 3001Hwy3 property (carryforward) ~ Subdivision & Rezoning approvals Fltwd/O.Fibr/Trllm (to be debentured in 2010) Vienna Rd Ind Lands -carried forward to 2010 CSEA/SPEC (carried forward, budget TBD) Land Purchase -Rokeby Rd (to be debentured in 2010) 2011 Goals/Objectives Ongoing implementation of EDS Identify target segments Prepare consumer profile Identify product development requirements Identify product management requiremen~s Additional Costs (Savings) if Applicable Quarter of Expected Completion QI Q2 Ql Q3 Q4 Ongoing Ql Ql Ongoing Q2 TBD Ongoing Ongoing TBD Quarter of Expected Completion Ongoing Q3 Q3 Q4 Q4 n () u Town ofTillsonburg 2010 Business Plan 0Economic Development -9- 9) Human Resources Allocation/Deployment Plan Staffing for the Economic Development Office includes the full-time Development Commissioner, a part- time (40%) Tourism Assistant allocation and a contract person to provide additional research capabilities and to update the business directory. Research topics include industry cluster research, cluster network research, development of an export resource guide, and downtown best practices research. Service FTE Requirements by Year Full time Development Commissioner Community Development Officer 20% Community Development Coordinator Allocation 40% Records Mgmt Coordinator Allocation Short Term Contract Person (~}Total Program FTE Requirements Change from Previous Year Significant Variances 2007 .5 .5 1.0 .25 2008 1.0 .20 0 .25 1.45 .45 2009 2010 2011 1.0 0 .40 .25 1.0 .40 .25 1.65 1.65 .2 0 Meeting Exp -This line item has been increased by approximately $4,000 to account for the increased costs of face-to-face marketing. Advertising & Promotions -This line item has been increased by $20,000 to account for increased publication costs for the Town's brochure, newsletter, and competitive advantages brochure. Membership Expenses -This line item has been increased marginally to include funds for membership in the Ontario Sustainable Energy Alliance in order to support the Town's efforts to attract investment in the Renewable Energy sector. Consulting, Legal, & Auditing -This line item has been reduced by approximately $40,000 due to the removal of a one-time cost relating to the development of a Cluster Strategy for the Town. This item has been deferred until 2011 due to the cluster research being undertaken by SOMA in the food processing and renewable energy sectors. This initiative was proposed to be funded 50% by the Rural Economic Development program and the Industrial Reserve. L ', Overall, the core Economic Development budget has decreased from 2009 with the Net Levy remaining J constant, assisted by a $15,000 contribution from the Industrial Reserve for the new online business directory. Training and Development Town ofTillsonburg 2010 Business Plan Economic Development -10 - The budget includes funds for attendance at the annual Economic Developer's Council of Ontario and the Economic Development Association of Canada "best practices" conferences. Performance Management Other issues 10) Information/Other Technology Plan In 2008, a comprehensive business directory database for the Town was compiled through the hiring of a contract person. A hardcopy version of the directory was published and has proved useful in terms of understanding and promoting the local business community. However, it has readily become apparent that there is a need for an online business directory on the Town's website. To this end, the 2010 budget has included funds in the amount of$15,000 to create this online directory. This initiative is considered a special project, and hence, is proposed to be funded through the use of reserve funds. 11) Other Resources Plan Asset Type Requirements/Condition/Replacement Plan Office space ( ) u () BIA Business Plan 2010 Mission Statement To utilize the combined strength of all the members in the Business Improvement Area in order to revitalize and rejuvenate the commercial core of Tillsonburg. These efforts will help to reinforce our traditional historic streetscape and maintain our Downtown core as the district with the highest order of retail shopping capable of meeting all needs of the residents of Tillsonburg and the surrounding areas. Pursuing our mission will also have the effect of improving and beautifying surrounding areas and instilling a sense of civic pride, not only within the Business Improvement Area, but also within the entire community. General Information The first BIA was established in Bloor West Village in Toronto in 1969. Since then, over 225 similar organizations representing tens of thousands of businesses have been established to improve, beautify & promote business districts in Ontario Municipalities. This concept has been so successful that municipalities from Timmins to Hamilton have adopted the idea and other Canadian Provinces and U.S. Cities have modelled Ontario's BIA formula. BIA's have assisted in the revitalization of Business Areas from Ottawa to Waterloo. Organization Chart BIA MEMBERSHIP COMMUNICATIONS MARKETING BEAUTIFICATION COMMITTEE COMMITTEE COMMITTEE BOARD OF MANAGEMENT MUNICIPAL COUNCIL PROMOTIONS PLANNING COMMITTEE COMMITTEE EXECUTIVE DIRECTOR 1 Role of the Board of Management The Board of Management determines the needs of the Association. This is accomplished through evaluating the strengths and weaknesses of the BIA as well as surveying customers, consumers and BIA members. In this way, it may be determined which needs are the most important and should be addressed. Formalization and Organizational structure. Procedural guidelines and a constitution have been established to ensure that members understand how the organization works and how they fit into the decision-making process. Determining the Function, Identity and Direction of the BIA. The Board is the executor of the collective will of BIA members. The Board: is accountable to the BIA membership; will make themselves available to all members; establishes a public profile and develops chanoels to the Community, Council, BIA Membership, Internal Committees and External Agencies/Groups Formalizes a Written Plan of Action. A Business plan is written to establish our short and long-term goals. Sets a Budget. The budget is set based on the needs of the BIA and should reflect the BIA's program of activities. The budget is conveyed to the general membership and ratified at the Annual General Meeting. The Board is responsible for implementation and monitoring the Plan. Establish Committees. These committees perform specific functions e.g. beautification, promotion, marketing, communication. The committee structure helps to share the workload of the BIA. Reviews Committees. The board reviews the effectiveness of committees by establishing a reporting relationship (minutes). The board can assist in motivating the members by delegating tasks and then supervising the results. Principal Task The principal task of the Tillsonburg B.l.A. is the development of and implementation of a comprehensive strategy for the economic and physical revitalization of the business area. An effective revitalization strategy involves a two-pronged process: • Immediate, short-term actions • Comprehensive, long-term plan A comprehensive strategy for revitalization involves seven important steps: 1. 2. 3. 4. 5. 6. 7. organization marketing promotion recruitment budgeting communications physical improvements 2 n () u SHORT TERM ACTION: BIA Budget: 2010 Revenue: Expenditures: Operational Special Projects Beautification Marketing Promotion Taxes Interest Donations Contributions from reserve Total Revenue Executive Director, office space, telephone Meeting expenses, newsletters, sundry Debt principal Debt interest Focal Point entry signage Heritage street blades (earmarked funds) Fa9ade Improvement Master Plan Banners/ Flags Christmas Lights & Decorations PUC Bulbs replacement Parks bench installation Benches -repair & maintenance Trees -ongoing program Trees & Greenspace -maintenance Hanging Baskets Holiday Shopping Guide General Advertising BIA Business Directory Santa Claus Parade Spring Promotion Summer Promotion Fall Promotion Christmas Promotion Total Budget 3 Immediate short-term actions planned and bndgeted for 2010 Special Projects: For the 2010 business year, we now have sufficient reserves to actually implement some of our "Long Term Goals" as follows: Signage -Focal Point Entry Signage: We will utilize our reserves this year in the implementation of this project. Three signs to be installed near Bridge Street Oxford Street and on John Pound Road in accordance with the Streetscape plan previously adopted by council and approved by the General Membership of the BIA Heritage street blades (cost share with Town) The purchase & installation of the traditional style street signage blades will be studied and developed this year. We anticipate a partnership with the Town through which the cost can be shared with our portion being paid from designated reserves. Update Fa~ade Improvement Plan. The previous fa<;ade improvement plan was completed in 1993. Final elevation drawings were not completed for most of the storefront area in the core. An update will provide drawings that will illustrate a theme consistent with our traditional plan. This can serve as a guideline for future downtown development Ongoing Items: Christmas Lights: Potential location for the cross street intersection garland & light fixture is at the Broadway & Bridge Street intersection. This will be determined with the assistance of the Director of Operations. Lighting the Clock tower will be revisited this year with the Rotary Club. The hanging winter baskets and the tree guard garland were continued in 2007 and are planned for 2008. Trees -ongoing program: Seven trees were planted in the downtown within the last year: The six Norway maples (in front of the mall) needed replacement, as they were dead or dying. Two were replaced in late 2006 with Ginkgo trees. The remaining four maples were replaced with ginkgoes in December 2007 and a single lilac was planted in 2007. We will continue to monitor the downtown trees to ensure they are healthy and have proper maintenance. This is also the category under which expenditures for tree furniture is reported, such as tree grates, tree guards etc. Repairs and improvements continue to be ongoing. Hanging Floral Baskets: This program was initiated in 2003. The start-up cost to the BIA in 2003 was $9318.40. This included hardware, 56 metal hanging basket fixtures, and the floral plantings installed in the baskets. The town provided the watering in the start-up year at no cost to the BIA. The annual cost of the watering was stated in 2004 at $7218.40 per year and Parks and Rec. indicated that they felt this cost should be paid for by the BIA. The BIA Board, however did not agree with this point of view. The fact remains that the Town has provided the watering since 2003, as a service-in-kind. This year, in reponse to concern from the town regarding these watering costs and the continuing efforts by the Parks and Rec Department to charge-back the BIA for this watering cost, it was decided by the Board of Management to remove the flowering baskets from the 2008 budget. At the AGM on March 12'•, 2008 ... a motion from the membership was carried that the "hanging baskets be included in the 2008 Budget with a planting cost not to exceed $2000". This is now reflected in the 2008 budget document under Beautification: Line item -"Hanging Baskets" 4 n ( \ u ( ) General Advertising: BIA Business Directory: Welcome Package: Changes for 2010 Recommendations to Conncil (for implementation with input from the BIA) There needs to be a renewed focus on entertainment and activity, beyond retail & service, in our core to spur Tourism and revitalization. The leadership of Town Council is necessary in order to support the above initiatives. 5 n () u (-' 2010 Budget -Action Items Item 1 Tourism -Culture Advisory Committee 2 Council 3 Corporate Administration 4 Corporate Administration 5 Corporate Administration 6 Corporate Administration 7 All Departments 8 Economic Development 9 Fire Action Town sponsorship of Community Cultural Events Council contingency reserve Consolidation/closing of trust accounts Consolidation and amount of legal fees; RFP Review of purchasing guidelines Town Facility options/Council Chambers sound system Asset Management increase Regional Transportation Supplemental List n u Owner (' \ ) Resolution u -'----._ __ / ) c ~' General Levy Comparatives Based on Median CVA of Class 301 CVA (Single Family Detached, Not on Water) 2003 Taxation 2004 Taxation 1999 Median 301 Value Estimate: 136,000 2001 Median 301 Value Estimate: 145,000 6.62% General RT Rate: 0.00749873 General RT Rate: 0.00723772 -3.48% General Levy: 1,019.83 General Levy: 1,049.47 2.91% County: 637.91 County: 669.25 4.91% Sewers: 50.05 Sewers: 50.81 1.50% Education: 455.60 Education: 429.20 -5.79% Total Levy: 2,163.38 Total Levy: 2,198.73 1.63% 2005 Taxation 2006 Taxation 2003 Median 301 Value Estimate: 146,000 0.69% Code 301 Residential Average CVA 164,077 General RT Rate: 0.00766875 5.96% General RT Rate: 0.00744374 -2.93% General Levy: 1,119.64 6.69% General Levy: 1,221.35 9.08% County: 740.66 10.67% County: 768.81 3.80% Sewers: 51.80 1.96% Sewers: 53.12 2.53% Education: 432.16 0.69% Education: 433.16 0.23% Total Levy: 2,344.26 6.62% Total Levy: 2,476.43 5.64% c ,n -~./ ') '-/ J / c-/,, . ._.,' .. , 2007 Taxation 2008 Taxation %Var. $Var. Code 301 Residential Average CVA 165,254 0.72% Code 301 Residential Average CVA 166,333 0.65% General RT Rate: 0.00757361 1.74% General RT Rate: 0.00780668 3.08% General Levy: 1,251.57 2.47% General Levy: 1,298.51 3.75% 46.94 County: 788.93 2.62% County: 803.07 1.79% 14.14 Sewers: 52.48 -1.19% Sewers: 51.43 -2.01% -1.05 Education: 436.27 0.72% Education: 439.12 0.65% 2.85 Total Levy: 2,529.25 2.13% Total Levy: 2,592.13 2.49% 62.88 2009 Taxation (Phased CVA) o/o Var. $Var. 2010 Taxation (Phased CVA) o/o Var. $Var. Code 301 Residential Average CVA $ 176,359 5.40% Code 301 Residential Average CVA $ 176,722 0.21% General RT Rate: 0.00755081 -3.28% General RT Rate: 0.00754266 -0.11% General Levy: 1,331.65 2.55% 33.14 General Levy: 1,332.95 0.10% 1.30 County: 823.17 2.50% 20.10 County: Sewers: 51.65 0.43% 0.22 Sewers: Education: 444.42 1.21% 5.31 Education: Total Levy: 2,650.90 2.27% 58.77 Total Levy: c fc :-) Town ofTillsonburg 2010 Financial Plan Supplementary List c Deoartment Ooeratine 1 220 New FfE rHEO' 2 150 New FfE 1 Fire Communications) 3 150 New FfE (Fire Prevention Officer) 4 5 6 7 8 9 Capital 1 2 450 Doi! Park Transfer Station ( M"n"""r ofEnlrineerinl! estimate) 3 450 Parks Shop -AM 4 450 Snowmobile and Trailer and Utilitv Cart for trails 5 220 Snow nlow and Sidewalk tractor 6 7 8 9 10 11 12 13 14 15 15 ~ ·'-... ___ ./ Operating Costs Funding Source Exoenditures Reserves --------------·. Grants Sale of Assets Debenture Reserves 58700 80,000 87,500 226,200 81,000 260,000 10,500 405,750 405,750 757,250 405,750 983,450 405,750 ~\ 7 / Other Source of Other Fundinl! Taxation 80.000 80,000 81000 260,000 10.500 351,500 431,500 Funded out of Contract Source TBD Source TBD Source TBD 58,700 87,500 ~ 146,200