201130 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Council Budget Meeting
AGENDA
Monday, November 30, 2020
4:00 PM
Electronic Meeting
1.Call to Order
2.Adoption of Agenda
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council Budget meeting of Monday, November 30,
2020, be approved.
3.Disclosures of Pecuniary Interest and the General Nature Thereof
4.Adoption of Council Minutes of Previous Meeting
5.Finance
Opening remarks by Interim Director of Finance/Treasurer. Presentation to be reviewed.
Review of Business Plans, Capital and Operating summaries by Department to follow.
5.1.Building, Planning and By-Law
5.2.Economic Development and Marketing
5.3.Corporate Services
5.4.Human Resources
5.5.Fire and Rescue Services
5.6.Operation Services
5.7.Recreation, Culture and Parks
6.Motions/Notice of Motions
7.Confirm Proceedings By-law
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT By-Law 2020-113, to Confirm the Proceedings of the Council meeting held on
November 30, 2020, be read for a first, second, third and final reading and that the Mayor
and the Clerk be and are hereby authorized to sign the same, and place the corporate seal
thereunto.
8.Adjournment
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT the Council Budget meeting of Monday, November 30, 2020 be adjourned at ___ p.m.
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TOWN OF
TILLSONBURG
2021 Budget
Overview
November 30 , 2020
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General Budget Information
The Operating and Capital budgets outline how the Town of
Tillsonburg will use its finances to deliver essential services to
its residents.The Operating budget covers day-to-day
expenses, while the Capital budget covers major
infrastructure requirements.
In accordance with the Municipal Act, the Town is required to
implement a balanced budget and cannot plan for a deficit.
The budget is balanced when all budgeted revenues equal
budgeted expenditures. Any budgeted shortfalls in revenues
over expenditures form part of the tax levy.
2021 Budget Overview
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Budget Process
Department Planning Town departments assess their needs and
priorities for the coming year. Departments submit Operating &
Capital budgets and draft Business Plans.
July -Sept
Public Budget Survey Posted for public input regarding Operating
and Capital budget preparations.
Sept
Finance Review The Finance team reviews all draft Business Plans
in addition to Operating and Capital departmental budget entries
for anomalies and accuracy.
Sept -Oct
Senior Leadership Team Review The Director of Finance leads the
Senior Leadership Team in reviewing the budgets and developing a
budget submission to Council.
Sept -Oct
Special Council Budget Meetings The draft budget is presented to
Council via special budget meetings open to the public.
Nov-Jan
Council Approval Anticipated Council approval of the 2021 budget.Jan
2021 Budget Overview
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2021 Economic Challenges
The Town of Tillsonburg is facing challenges common to many
municipalities including:
•COVID-19 pressures relating to decreased revenues and
increased expenditures including duration uncertainty.
•Inconsistent financial support / late funding notifications
from upper levels of government.
•MPAC property reassessment delay due to COVID-19 by at
least one year; no phase-in growth to be realized.
•Changing legislation with respect to tax rates, property
classes, development charges, and more.
2021 Budget Overview
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2021 Economic Advantages
There are some favourable economic advantages available to
municipalities including:
•Decreased debenture lending rates as a result of the
ongoing pandemic.
•New upper government funding opportunities to assist with
negative pandemic pressures including capital related
initiatives.
2021 Budget Overview
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2021 Budget Assumptions
•Maintain existing levels of service
•Reduce tax supported debt (-1%)
•Six month COVID-19 impact (January-June)
•Retain existing reserve balances
•New development assessment growth estimated static to 2020 ($220,000); funding source for the Operating budget.
•OCIF funding conservatively estimated as $199,190 (2020 $221,450; 10% reduction). Any increased funding will be contributed to the Asset Management Reserve. Any decreased funding will result in elimination of project(s) or revised funding source from reserve/debenture.
2021 Budget Overview
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2021 Proposed Operating Budget
•Consideration and significant adjustments (savings and pressures)
have been made across all departments to estimate a 2021
COVID -19 impact over a six month period (January –June).
o The pandemic pressures (lost revenue/increased
cleaning/PPE) are resulting in an unfavourable impact
estimated at $734,886.
o Though not sustainable in the long-term, discretionary
expenditures have been reduced over this six month period
reflecting a decrease of -0.64% to the 2020 Town budget
base.
•An emphasis has been placed on retaining our existing reserves;
no draws from the Tax Rate Stabilization have been applied.
2021 Budget Overview
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2021 Operating Budget Pressures
2021 Budget Overview
Non-Discretionary
Six Months of COVID-19 Impact $ 734,886 4.4%
Staffing Adjustments (Fire Comm)$ 192,403 1.2%
Payroll Deductions (OMERS, CPP, EI, WSIB)$ 61,625 0.4%
Benefits (Health, Dental & Life)$ 57,255 0.4%
Heat, Light & Water -HLW (est. 7.4% increase) $ 45,000 0.3%
Insurance Deductible $ 30,000 0.2%
Insurance (est. 12% increase)$ 23,900 0.1%
Discretionary
Cost of Living Adjustment -COLA (1.5%)$ 88,200 0.5%
New Employee Requests -FTE $ 78,740 0.5%
TOTAL $ 1,312,009
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Additional discretionary items identified for Council consideration /
deliberation for reduction (addition) include:
2021 Proposed Operating Budget
2021 Budget Overview
Budgeted Cost % Impact
External Community Grants $ 51,500 0.31%
Community Events (Turtlefest , Santa Parade, etc.)50,000 0.30%
Doctor Recruitments 35,000 0.21%
BIA Façade Improvement 31,000 0.19%
RCP New Tree Preservation/Planting Program 30,000 0.18%
BIA Downtown Beautification 14,400 0.09%
SOMA 16,000 0.10%
Unbudgeted Cost % Impact
COVID-19 to 9 Months (July-Sept)$ 304,783 1.84%
COVID-19 to 12 Months (Oct-Dec)197,933 1.19%
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•There is a 0% increase to capital spending contained in the 2021 budget; a static base figure has been maintained reflecting that of 2020 ($2,118,500).
•Historically, the Phase-In assessment dollars have been utilized annually as the Capital budget base growth. The pandemic has affected MPAC’s ability to conduct reassessments in 2020, and as such there is at least one year delay. There are no Phase-In assessment dollars to be realized in 2021 as a revenue source; historically $330,000.
•Maintained capital spending was reflected as a priority by 70% of Public Budget Survey respondents; this has been accomplished.
•The use of tax-supported debt is marginally lower than that of 2020; the cost of borrowing has decreased as a result of the pandemic.
•An emphasis has been placed on retaining our existing reserves for further accumulation and utilization on future capital projects.
2021 Proposed Capital Budget
2021 Budget Overview
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2021 Proposed Capital Budget
2021 Budget Overview
Department Total %
Public Works $ 4,011,630 49%
Storm Sewers 1,749,400 21%
Fleet 817,000 10%
Engineering 305,000 4%
Economic Development 265,000 3%
Airport 195,000 2%
Building Maintenance 155,000 2%
Fire 145,000 2%
Corporate Services (IT)121,000 1.5%
Parks 110,000 1%
Contribution to Reserve 96,098 1%
Cemetery 60,000 .7%
Museum 59,000 .7%
Police 57,000 .7%
Recreation 10,000 .1%
Total 2021 Capital Budget $ 8,156,128 100%
Funding Source Total
$ %
Grants $ 3,762,890 46%
Taxation 2,118,500 26%
Tax Supported Debt 997,000 12%
DC Reserves 699,338 9%
Miscellaneous 265,000 3%
User Pay Debt 180,000 2%
Reserves 133,400 2%
Total Capital Funding $ 8,156,128 100%
Year Taxation Component
2017 $ 1,176,600
2018 1,458,600
2019 1,788,600
2020 2,118,500
2021 $ 2,118,500 Proposed
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2021 Consolidated Budget Proposal
The net 2021 consolidated Operating and Capital tax
supported budget is proposed at $17,222,200 representing
a $629,200 (3.79%) increase over the previous year.
2021 Budget Overview
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2021 Consolidated Budget
Revenues
User Charges $ 5,940,600 40%
Grants 5,465,500 37%
Debt Proceeds 1,177,000 8%
Reserves 1,031,100 7%
Special levy 780,500 5%
Other 299,600 2%
Taxation –New Growth 220,000 1%
THI Dividend 140,000 1%
Total Revenue $ 15,054,300 100%
Expenditures
Operating Expenses $ 24,120,400 75%
Capital Expenses 8,156,100 25%
Total Expenditures $ 32,276,500 100%
Net Amount to be Raised from Taxation $ 17,222,200 3.79%
2021 Budget Overview
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Proposed 2021 Tax Levy Requirement
Public Works, 21.39%
Admin & I.T., 11.01%
Asset Management, 12.15%
Cemetery, 0.87%
Development &
Communications, -0.17%
Economic Development, 2.55%Airport, 0.24%
Transportation, 1.05%
Protection/By-law, 1.38%
Building Dept., 0.00%
Parks, Recreation & Culture,
29.15%
Police, 17.83%
Fire, 8.19%
Proposed Tax Levy By Department
2021 Budget Overview
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Sources of Revenue
•Taxation
•User Fees
•Grants
•Reserves & Trusts
•Debt Financing (user paid / taxation / operational savings)
•Other
o Special Levy
o Interest
o Donations
2021 Budget Overview
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Sources of Revenue2021 Proposed Consolidated Budget
Taxation
54%
User Charges
19%
Grants & Subsidies
17%
Debenture Proceeds
4%
Reserves
3%
Special levy
2%Other Revenue
1%
Percentage Dollars
Taxation 54.3%$ 17,442,200
User Charges 18.5%$ 5,940,600
Grants & Subsidies 17.0%$ 5,465,500
Debt Proceeds 3.7%$ 1,177,000
Reserves 3.2%$ 1,031,100
Special levy 2.4%$ 780,500
Other Revenue*0.9%$ 299,600
Total 100%$ 32,136,500
*Interest, donations
2021 Budget Overview
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Sources of RevenueUser Fees
•Many services are provided by the Town through taxation dollars, however several services have a fee attached that fully or partially recovers the cost of providing that service (e.g. permits, licensing, recreation programs, transfer station, etc.)
•The Town has a complete Rates & Fees By-Law that details these charges; the 2021 proposed fee schedule will be presented to Council at the December 14 regular meeting.
•The Town also provides services to other organizations such as the County of Oxford for water and wastewater operations and Tillsonburg Hydro for hydro operations.
2021 Budget Overview
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Sources of RevenueGrants
•The Town receives several million dollars annually in grant funding from upper orders of government. Some of these are from Gas Tax both Federal and Provincial, Partnership Funds for downloaded services, policing initiatives, transit, economic development, recreation, etc.
•Grants often can only be used for specific purposes and require reporting to ensure the costs are eligible for funding.
•Town staff remain diligent in reviewing both new and existing grant opportunities in order to ensure full advantage of available funding assistance.
2021 Budget Overview
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Sources of RevenueDebt Financing
•Municipal debt is not a revenue tool however it can be an
important financing tool.
•Municipalities can only incur long-term debt for capital
projects.
•All debentures are applied through coordination with our
upper tier, Oxford County, and usually funded via
Infrastructure Ontario (i.e. the Province).
•The Province, through the Ministry of Affairs and Housing,
establishes debenture limits for all municipalities on an
annual basis; known as the Annual Repayment Limit (ARL).
2021 Budget Overview
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Annual Repayment Limit (ARL)
•The ARL may be summarized as the maximum amount that a municipality can pay in principal and interest payments in the year for long-term debt (i.e. the Province does not limit the Towns borrowing capacity by the amount of the borrowing but rather by the ability to repay the debt).
o Longer amortization periods allows a municipality to continue to borrow a greater amount.
•The calculation uses data obtained from the Financial Information Return (FIR) to provide an upper limit/ceiling on debt repayment costs to an amount equal to 25% of operating revenue.
•The ARL is provided to the Town annually and updated as required by the Treasurer prior to an application submission for new debt.
2021 Budget Overview
Sources of RevenueDebt Financing
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Some reasoning to utilize debt to finance capital projects include:
Spreading out the cost of capital projects over their useful lives
Borrowing spreads project cost(s) over applicable useful life and allows infrastructure
costs to be paid not just by today’s taxpayer, but additionally by future users.
Limited additional internal and external financing sources
There is often not enough resources to directly pay for a project in one year through
internal financing sources such as reserves and existing assets available for sale.
Additionally, external financing sources including government grants (federal and
provincial) and fundraising/donations also offers limited sources of supplementary
funding.
Low interest rates or escalating project costs
When interest rates are low it makes sense to borrow for a project sooner, rather than
pay a higher cost for the project later.
Sources of RevenueDebt Financing
2021 Budget Overview
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Three different types:
Debt Supported by Users
•Users are defined such as THI and the County which pay for their fleet, aquatic users pay a fee towards capital costs of pools, fire communication customers pay for equipment required for their service, and residents pay for certain assets funded through a debenture that is repaid through the tax bill.
Debt Supported by Operational Savings
•Certain capital projects create savings that allow the Town to repay debt incurred to fund these projects.
Debt Supported by Taxation
•These are funds borrowed to fund the activities of the Town for capital projects. Subsequent principal and interest payments are included in the Operating budget funded by taxation.
2021 Budget Overview
Sources of RevenueDebt Financing
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There is currently $14,764,638 in total cumulative issued debt; $10,282,016 of
which is tax supported as indicated in the below summary. Specific details can
be found within Tab 11 of the 2021 budget binders.
Please note that this total excludes Council approved debt of:
o $2,088,000 in recently committed construction financing which is yet to be spent.
o $160,000 in debt financed project(s) which have yet to be completed/financed.
The Town has paid down $1,458,200 of debt principal over the course of 2020.
Sources of RevenueDebt Financing
2021 Budget Overview
Type Total Current Debt
Tax Supported $ 10,282,016
Operational Savings $ 3,309,000
User Pay $ 1,173,622
Total Outstanding Debt $ 14,764,638
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Sources of RevenueReserves & Trusts
•Reserves are revenues set aside at the discretion of Council to provide
for future expenditures and assist with long term financial stability and
financial planning.
•By maintaining reserves, the Town can accumulate funds for future or
contingent liabilities –a key component of sound long-term financial
planning practices. They also provide flexibility to absorb unexpected
shifts in revenues and expenditures and fund one-time expenditure
requirements.
•The Reserve Policy details the sources of funds, where funds are to be
used, and the targeted recommended threshold value. Some of the
funds are at the discretion of the Council (unrestricted) and some are
mandated by other orders of government (restricted).
2021 Budget Overview
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Sources of Revenue -Reserves & TrustsUnrestricted Reserves
2021 Budget Overview
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Sources of Revenue -Reserves & TrustsRestricted Reserves
2021 Budget Overview
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The Town is responsible for the oversight of various Trust Accounts that
holds money which can be used in the operation of the Town or for
distribution by the Trustees often per the specific direction(s) of the
donor(s).
Sources of RevenueReserves & Trusts
2021 Budget Overview
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Sources of RevenueTaxation Terminology
Amount to be Raised from Taxation (Tax Levy) is the amount needed to be collected from taxpayers to fund the Operating and Capital programs.
Property Tax Class is the classification(s) of a property (i.e. residential, commercial, industrial, etc.).
Tax Ratio expresses the burden of tax liability against each respective tax class as annually established by our upper tier, the County of Oxford.
Total Weighted Assessment is the sum of all property class assessments multiplied against their established ratio. Calculated as:
Property Class Assessment Value x Property Class Ratio
Residential Tax Rate is the rate that is used to collect the required funds based on the assessed value of the property. Calculated as:
Amount to be Raised from Taxation ÷ Total Weighted Assessment
2021 Budget Overview
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Sources of Revenue Taxation
Taxation = Assessment Value x Tax Rate
•Assessment value is determined through a service contract with
the Municipal Property Assessment Corporation (MPAC).
•Assessments are based on market value and are adjusted every
four years with a phase in of increases over four years (i.e. 2016
valuation is phased in 2017 through 2020). Reductions in value
are taken in the first year.
* There are no phase-in dollars in 2021 since the pandemic created delays for
MPAC in performing their 2020 reassessment evaluations.
•Annually through the budget process, the municipality calculates
the needs for taxation and adjusts the levy accordingly.
2021 Budget Overview
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Sources of Revenue2021 Taxation Growth
Assessment Taxation
Used in Capital Budget
MPAC 2020 Phase-In Growth N/A $0
(deferred reassessment year)
Used in Operating Budget
Growth from New Construction TBA $220K
(estimated based on history)
2021 Budget Overview
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Sources of Revenue Property Tax Bill
The Town’s tax levy represents a portion of a residents’
property tax bill.
Total property tax payable also includes smaller allowances
which includes:
Upper Tier (County) Tax Levy (draft 2021 budget 2.1%)
Library Levy (draft 2021 budget 0%)
Sewer Levy (County eliminated effective January 1, 2021)
Education Levy (historical 3 year average decrease -5%)
2021 Budget Overview
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Sources of Revenue Residential Town Tax Levy Impact
Year Levy Change %
2010 0.0075423 -0.1%
2011 0.0074565 -1.1%
2012 0.0073753 -1.1%
2013 0.0072597 -1.6%
2014 0.0072221 -0.5%
2015 0.0072359 0.2%
2016 0.0072343 0.0%
2017 0.0074868 3.5%
2018 0.0076522 2.2 %
2019 0.0078527 2.6 %
2020 0.0079907 1.8%
2021 0.0081469 1.96%proposed
2021 Budget Overview
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Sources of Revenue Proposed Residential Town Tax Levy Impact
2021 Budget Overview
Median Residential Assessment = $244,102
2021 Proposed Taxation = $244,102 x 0.0081469 = $1,989
1.96% = $38.14
Taxation = Assessment Value x Tax Rate
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Sources of Revenue Total Proposed Residential Property Tax Impact
2021 Budget Overview
2021 Taxation
Residential Median Assessment $244,102
2020 2021 $ Var.% Var.
Residential Rate (proposed)0.0079907 0.0081469
Town Levy (Proposed)$ 1,950.53 $ 1,988.67 $ 38.14 1.96%
County (draft budget)902.35 921.30 18.95 2.10%
Sewers (eliminated)52.08 --52.08 -100%
Library (draft budget)90.05 90.05 -0%
Education (estimated)373.48 373.48 -0%
Total Residential Levy $ 3,348.05 $ 3,373.50 $ 5.01 0.15%
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Recommended Budget Process
Questions, Deliberations, Resolutions, Approval
•Business Plans, Capital, and Operating budget presentation/review, by department.
o November 30 & December 7-8 Council budget meetings
•Council to ask any/all questions (as required) as we proceed through the departmental budget presentations/review.
•Council resolutions to request white papers containing additional information.
o Reports provided at the December 16 (5pm-9pm) Council budget meeting
•All other (non-white paper) budget-related resolutions and item deliberations to be tracked by staff and deferred to the January 6 (5pm-9pm) Council budget meeting.
•Motion to approve Capital/Operating budget to regular Council meeting agenda.
•External Group Grant Requests
o January 18 (6pm-9pm)
•Operating & Capital budgets approved
o January 25 regular Council meeting
2021 Budget Overview
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Town Of
Tillsonburg
2021 Business
Plan
Building, Planning & By-law
November 30 , 2020
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2
2021 Business Objectives
2021 Business Plan | Building/Planning/By-Law
Item Owner Project
Value
Target Date
Review Amanda Building
Permitting Software Solution
Mobility Options
CBO/Oxford County IT $0/Oxford Cty. Q2
Implement Permit Web Portal &
Digital Service Delivery
CBO $28,000 Q1???
Building Code Amendments –
Notify trades and general public
on proposed amendments
through handouts, verbal and
website
DCBO $0 Ongoing
By-Law Reviews –Building By-
Law, Traffic By-law,
Garbage/Dumping By-Law
CBO/By-Law $0 Q4
Central Area Design Study –
Façade Improvement Program
CBO/Development
Tech.
$0 Q4
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2021 Business Objectives
2021 Business Plan | Building/Planning/By-Law
Item Owner Project
Value
Target Date
Central Area Design Study –
Public Objectives –Alley
Connecting Walkways
CBO $0
(Proposal/Request
for 2022 Budget)
Q3
Review of Planning Process &
Procedures
Development
Tech./Planner
$0 Q1
Review Planning Submission Web
Portal Options & Digital Service
Delivery
CBO/Development
Tech.
$0 Q4
Review Innovative Options
related to MMAH More Homes,
More Choice: Ontario’s Housing
Supply Action Plan -secondary
dwelling units, tiny homes, etc.
CBO/Planner $0 Q4
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Risks
•Complex development/construction projects along with expected
increased volumes require significant amount of staff time resulting in
longer turn around times which can discourage development
•Potential COVID-19 service level interruptions related to inspectors that
cannot perform duties if required to work from home
•Ontario Building Code Changes cause frustration for contractors,
developers and owners which require additional staff time/resources to
educate
•Increase in inquiries/complaint volumes result in longer response times
reducing customer service
2021 Business Plan | Building/Planning/By-Law
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Opportunities
•Improvement of departmental communications to community and
development industry creates positive outcomes and transparency
•Ongoing Ontario Building Code training reduces liability and provides
efficiencies
•Implementation of a permitting web portal and digital review process
will provide multiple efficiencies for the development
community/inspectors and provide business continuity.
•Ongoing review of Central Area Design Study will provide a framework
for future opportunity and development of the downtown BIA area
•By-Law review provides updates and clarification that are relevant to
current public needs
2021 Business Plan | Building/Planning/By-Law
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Future Departmental Directions: 3 year outlook
2022
•Ontario Building Code –evaluate service review mandated by
legislation
•Implement Planning Submission Web Portal & Digital Service Delivery
•Central Area Design Study
•By-Law Review
2021 Business Plan | Building/Planning/By-Law
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Future Departmental Directions: 3 year outlook
2023
•Site Plan Approval By-law & Guidelines Review
•Central Area Design Study
•By-Law Review
2020 Business Plan | Building/Planning/By-Law
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Future Departmental Directions: 3 year outlook
2024
•Central Area Design Study
•By-Law Review
2020 Business Plan | Building/Planning/By-Law
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 99,500 74,300 (25,200)(25.3%)1
Total Revenues 99,500 74,300 (25,200)1
Expenditures
Labour 232,800 237,700 4,900 2.1%
Purchases 35,400 32,900 -2,500 (7.1%)
Contracted Services 20,000 15,000 -5,000 (25.0%)2
Interfunctional Adjustments 28,400 29,200 800 2.8%
Total Expenditures 316,600 314,800 -1,800
Total Net Levy (217,100)(240,500)(23,400)
Notes:
1 Decrease in Licence Fees
2 Decrease to Special Projects Expense - Animal control
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 510,000 801,500 291,500 57.2%1
Contribution from Reserves 69,000 (69,000)(100.0%)2
Total Revenues 579,000 801,500 222,500
Expenditures
Labour 481,000 479,300 -1,700 (0.4%)
Purchases 57,800 64,900 7,100 12.3%3
Contracted Services 6,500 28,000 21,500 330.8%4
Contribution to Reserves 139,900 139,900 5
Interfunctional Adjustments 33,700 89,400 55,700 165.3%6
Total Expenditures 579,000 801,500 222,500
Total Net Levy
Notes:
1 Increased Revenue from Permits
2 Use from Buidling Reserves not required
3 50% due to Supplies Expense
4 Online Service - Cloud Permits
5 Projected surplus contributed to Building Reserve
6 New FTE allocation
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Town Of
Tillsonburg
2021 Business
Plan
Economic Development & Marketing
November 30, 2020
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2
2021 Business Objectives
2021 Business Plan | Economic Development & Marketing
Item Owner Budget
Value
Target Date
Community Improvement
Plan (Downtown Façade)
Business Improvement
Association
$31,000 Q4
Community Improvement
Plan
Development Commissioner $20,000 Q4
Economic Development
Strategy Implementation
Economic Development &
Marketing
$10,000 Q4
Enhanced Business
Processes (Lead Gen Apps)
Development Commissioner $10,000 Q1
High Tech Manufacturing
Action Plan
Development Commissioner $2,000 Q3
SOMA Asia Mission
(Biannual)
Development Commissioner $20,000 Q4
Van Norman Innovation Park
–Clearview Dr Extension &
SWM Pond Construction
Operations
Department/Development
Commissioner
N/A Q4
Van Norman Innovation Park
(Certified Sites)
Development Commissioner $7,000 Q4
Engineering Design Services
for Rokeby Road Property
Operations
Department/Development
Commissioner/Consultant
$265,000 with
offsets per Report
DCS 20-22
Q4
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3
2021 Business Objectives
2021 Business Plan | Economic Development & Marketing
Item Owner Budget
Value
Target Date
Chamber Awards -Grant Development Commissioner $4,000 Q2
Chamber Awards -
Sponsorship
Development Commissioner $4,000 Q2
Service Level Carryover –
Marketing/External
Communications
Development Commissioner $23,700 Q2
Community Video Production Economic Development &
Marketing
$15,000 Q3
Bridges to Better Business Development Commissioner $1,000 Q4
Youth Robotics Challenge Development Commissioner $1,000 Q4
Residential Marketing Economic Development &
Marketing
$11,000
(Down from
$19,000)
Q4
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2021 Business Objectives
2021 Business Plan | Economic Development & Marketing
Item Owner Budget
Value
Target Date
1,101 Highway 3 Property –
Explore development
opportunities
Development Commissioner N/A Q4
Education Task Force Development Commissioner N/A Q4
Pandemic Business Recovery Development Commissioner,
Mayor’s Working Group,
Chamber of Commerce, BIA
N/A Q4
Town Hall Project Support Town Hall Project Committee N/A Q4
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5
Risks
•Reduced investment if Community
Improvement Plan funding is decreased
•Reduced ability to attraction innovative new
industries
•Not able to meet increased expectations from
residents for timely and clear communication
2021 Business Plan | Economic Development & Marketing
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Opportunities
2021 Business Plan | Economic Development & Marketing
•Enhance promotion of Town through production of high quality videos of the community
•Invest in CIP and façade programs to continue to support investment attraction in the downtown
•Use updated strategy and high tech manufacturing action plan to build resilience into local economy
•Adopt new software to increase efficiency
•Support visitors, chamber of commerce, youth, and entrepreneurs through key sponsorships
•Maintain international relationships to support investment
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Future Departmental Directions: 3 year outlook
•2022
•Explore Accredited Economic Development Organization (AEDO) program
•Sell land in Rokeby Road parcel
•Update Industrial Land Strategy
•Implementation of updated Economic Development Strategy
•2023
•Complete sale of lands in Van Norman Innovation Park
•Potential Acquisition of additional Industrial Lands
•Implementation of updated Economic Development Strategy
•2024
•Implementation of updated Economic Development Strategy
2021 Business Plan | Economic Development & Marketing
Page 54 of 174
Project ListingEconomic Dev505Rokeby Road - Engineering DesignX70265,000(265,000)Pre-budget approval DCS 20-22Total 505 Economic Dev265,000(265,000)Total Project Listing$265,000($265,000)ExpendituresContributionto ReservesGrantsTax SupportedDebtReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2021 Capital Project Listing - New RequestsEcon Development & MarketingRun Date: 12/11/20 12:22 PMPage 8Page 55 of 174
Town of Tillsonburg
Capital Projects
Project
Department
Version Year
X70 Rokeby Road - Engineering Design
Economic Dev
2 - SMT review 2021
Description
The Town of Tillsonburg Engineering Department, in conjunction with the County of Oxford
Engineering Services, has determined that the most feasible way to extend sanitary sewer
servicing to the Rokeby Rd site is to extend the services from the intersection of Bell Mill Sideroad
down Rokeby Road to the property.
Justification
The Town of Tillsonburg purchased the Rokeby Road property in 2009 for the following reasons:
To increase the supply of Town owned properties;
The generally suitable nature of the property for industrial development, including access to
rail and the close proximity of sanitary service;
The opportunity to acquire the industrial land at a very low price due to the estate sale and
the slowing real estate market;
No impact to the tax levy and no increase in debt obligations; and,
The potential to offset the lost tax revenue through the rental of the property
Report DCS 20-22 Pre-Budget Approval
Budget
202620242023202220212025Total
Expenditures
Construction 265,000265,000
265,000 265,000Expenditures Total
Funding
Misc Rev 265,000265,000
265,000 265,000Funding Total
Page No. : 1
Page 56 of 174
10
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 95,000 90,000 (5,000)(5.3%)1
Total Revenues 95,000 90,000 (5,000)
Expenditures
Purchases 62,000 55,000 -7,000 (11.3%)2
Interfunctional Adjustments 4,200 4,700 500 11.9%
Debt Principal & Interest 96,800 -96,800 (100.0%)3
Total Expenditures 163,000 59,700 -103,300
Total Net Levy (68,000)30,300 98,300
Notes:
1 Discover Tillsonburg - Advertising Revenue
2 Discover Tillsonburg - Advertising Expense
3 Debt fully amortized in 2020
Page 57 of 174
11
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 11,000 12,000 1,000 9.1%
User Charges 91,000 108,000 17,000 18.7%1
Contribution from Reserves 1,100 29,100 28,000 2,545.5%2
Total Revenues 103,100 149,100 46,000
Expenditures
Labour 323,700 303,700 -20,000 (6.2%)3
Purchases 107,800 115,300 7,500 7.0%4
Contracted Services 27,000 27,000 0.0%
Contribution to Reserves 76,000 76,000 0.0%
Interfunctional Adjustments -14,400 -18,900 -4,500 31.3%
Debt Principal & Interest 24,100 90,800 66,700 276.8%5
Total Expenditures 544,200 593,900 49,700
Total Net Levy (441,100)(444,800)(3,700)
Notes:
1 Additional Rent Revenue - Van Norman Park
2 To fund debt interest relating to the industrial land
3 Part time FTE removed
4 Special Events - SOMA
5 Additional Debt P&I relating to Van Norman
Page 58 of 174
TOWN OF
TILLSONBURG
2021 Business
Plan
Corporate Services
November 30 , 2020
Page 59 of 174
2
2021 Business Objectives
2021 Business Plan | Corporate Services
Item Owner Budget Value Target Date
Expand Electronic Receivables
Acceptance
Director of Finance /
Manager of Finance
$0 Q2
HST Rebate Audit Director of Finance /
Manager of Finance
$0 Q3
RFP for Banking Services
(carry-forward item)
Director of Finance $0 Q3
2022 Multi Year Budget Director of Finance /
Manager of Finance
$0 Q4
Asset Management Plan
Integrated into 2022 Budget
Director of Finance /
Manager of Finance
$0 Q4
Dr.Recruitment (on-going)CAO $35,000 Q4
Strategic Plan
(carry-forward item)
CAO $60,000
(-$60,000 reserve
transfer from unspent
2020 budget)
Q3
Town Hall
(carry-forward item)
CAO $50,000
(-$25,000 reserve
transfer from unspent
2020 budget)
Q4
Page 60 of 174
3
2021 Business Objectives
2021 Business Plan | Corporate Services
Item Owner Budget Value Target Date
Integration of County
Service Plan Items
CAO $50,000
(funded from 2019 residual
one-time Modernization
Monies within the Asset
Management Reserve)
Q4
Accessibility for Ontarians
with Disabilities Act (AODA)
Website Upgrades
Clerk $4,000
(funded from 2019 residual
one-time Modernization
Monies within the Asset
Management Reserve)
Q2
RFP for Insurance Clerk &Director of
Finance
$0 Q4
Central Record Transference
(permanent physical
documents to electronic
format)
Clerk $0 Q4
Local Government Week Clerk $2,500 Q4
Page 61 of 174
4
2021 Capital Summary
2021 Business Plan | Corporate Services
Item Department Budget Value Target Date
Contribution to IT Reserves from
Departmental Charges for future
Computer Hardware Replacements
IT $70,000
(-$70,000 recovery
from Departments)
Q4
Cell Phones Replacement IT $8,000
(funded from IT
Reserve)
Q4
Annual Computer Replacement IT $60,000
(funded from IT
Reserve)
Q4
Server Replacement IT $125,000
($65,400 funded from
IT Reserve)
Q3
Page 62 of 174
5
Risks
IT
•Cyber attacks against municipal government which
requires continued constant vigilance and precautions.
Finance
•COVID-19 pandemic continues to negatively impact
operating costs; ongoing.
•Potential for reductions to annual Provincial grant funding
streams as a result of COVID-19.
2021 Business Plan | Corporate
Page 63 of 174
6
Opportunities
Finance
•Lower long term interest rates make borrowing for major projects a more
attractive opportunity.
•New funding opportunities available to assist in offsetting pandemic costing
impacts.
•Modernization of processes by further moving to electronic formats (e.g.
increased EFT versus cheque payments)
•Quarterly departmental budget forecasting will assist in determining and
preparing for future variances and a potential year-end surplus/deficit.
Clerks
•Increased efficiencies while ensuring record retention best practices by converting
all permanent files to electronic format.
2021 Business Plan | Corporate Services
Page 64 of 174
7
Future Departmental
Directions: 3 Year Outlook
•2022
o Continue to manage cash flows and investments to maximize interest revenue
o 10 Year Capital Plan
•2023/2024
o Continue to replace aging computers (4 year replacement schedule)
2021 Business Plan | Corporate Services
Page 65 of 174
Project ListingCorporate Services110Annual Replace IT CapitalX97(72,000)72,000IT reserveCell Phones ReplacementX598,000(8,000)IT ReserveAnnual Computer ReplacementX5860,000(60,000)IT ReserveServer ReplacementX49125,000(65,400)59,600IT ReserveAsset Management ContributionX4514,100(14,100)OCIF formulaTotal 110 Corporate Services121,00086,100(14,100)(133,400)59,600Total Project Listing$121,000$86,100($14,100)($133,400)$59,600ExpendituresContributionto ReservesGrantsTax SupportedDebtReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2021 Capital Project Listing - New RequestsCorporate ServicesRun Date: 12/11/20 12:27 PMPage 8Page 66 of 174
Page 67 of 174
Page 68 of 174
Page 69 of 174
Page 70 of 174
Page 71 of 174
14
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 570,600 617,900 47,300 8.3%1
User Charges 65,500 35,000 (30,500)(46.6%)2
Other Revenue 25,000 60,000 35,000 140.0%3
Contribution from Reserves 4,000 4,000
Total Revenues 661,100 716,900 55,800 1
Expenditures
Labour 1,587,300 1,637,200 49,900 3.1%
Purchases 591,000 621,400 30,400 5.1%4
Contracted Services 530,300 565,600 35,300 6.7%5
Interfunctional Adjustments -613,300 -651,500 -38,200 6.2%6
Total Expenditures 2,095,300 2,172,700 77,400
Total Net Levy (1,434,200)(1,455,800)(21,600)
Notes:
1 Increased OMPF Grant
2 One-time refund
3 Interest Revenue
4 Insurance Claims, Supplies - COVID19
5 Equipment Maintenance Contracts
6 Staff time allocations
Page 72 of 174
15
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 304,100 298,700 (5,400)(1.8%)
Total Revenues 304,100 298,700 (5,400)
Expenditures
Labour 461,700 492,800 31,100 6.7%1
Purchases 104,700 96,900 -7,800 (7.4%)2
Contracted Services 32,000 32,000 0.0%
Interfunctional Adjustments -255,000 -246,200 8,800 (3.5%)
Debt Principal & Interest 2,700 7,300 4,600 170.4%
Total Expenditures 346,100 382,800 36,700
Total Net Levy (42,000)(84,100)(42,100)
Notes:
1 Increased FTE
2 Reduction to Supplies Expense
Page 73 of 174
16
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Contribution from Reserves 60,000 135,000 75,000 125.0%1
Total Revenues 60,000 135,000 75,000
Expenditures
Labour 193,300 199,000 5,700 2.9%
Purchases 239,100 278,100 39,000 16.3%2
Contracted Services 3,800 1,800 -2,000 (52.6%)
Contribution to Reserves 10,000 10,000 0.0%
Interfunctional Adjustments 25,500 26,400 900 3.5%
Total Expenditures 471,700 515,300 43,600
Total Net Levy (411,700)(380,300)31,400
Notes:
1 County Service Plan and Town Hall
2 County Service Plan and Town Hall
Page 74 of 174
Town of
Tillsonburg
2021
Business Plan
Human Resources
November 30 , 2020
Page 75 of 174
2
•Recruitment
•Pay Administration
•Human Resource Information
System (HRIS)
•Benefit Administration
•Policy & Procedures
•Employee Relations
•Health & Safety/Wellness
•Labour Relations
Human
Resources
Services
2021 Business Plan | Human Resources
Page 76 of 174
3
2021 Business Objectives
2021 Business Plan | Human Resources
Item Owner Budget Value Target Date
1.5% Cost of Living Increase Manager of Human
Resources
$88,200 Q2
Health, Dental & Life Renewal Manager of Human
Resources
$57,255 Q1
Payroll Deduction Increase
(OMERS,CPP, EI, EHT, WSIB)
Manager of Human
Resources
$61,625 Q1
Policy Review, Update and
Creation (Health and Safety
and Human Resources)
Manager of Human
Resources
NA Q4
Employee Engagement
Survey
Manager of Human
Resources
$8,500 Q3
Power Workers’ Union
Negotiations
Manager of Human
Resources/General
Manager Hydro
Operations
NA Q1
Implementation of Learning
Management Module
Manager of Human
Resources
$2,950 one time
$12,500 annually
Q2
Implementation of
Performance Management
Module
Manager of Human
Resources
$2,650 one time
$7,000 annually
Q2
Page 77 of 174
4
Risks
2021 Business Plan | Human Resources
•Competitive compensation pressures
•Changing employment legislation -
corporate wide (ESA, OHSA, LRA, OHRC
etc)
•Recruitment and retention
•Increased oversight of Ministry Of Labour
Page 78 of 174
5
Opportunities
2021 Business Plan | Human Resources
•Competitive remuneration supports recruitment
and retention -COLA
•Review of policies to ensure legislative
obligations
•Corporate wide accessibility for accurately
recording and monitoring training needs –
opportunity to combine training
•Track and monitor performance of employees
across departments
Page 79 of 174
6
Future Departmental Directions: 3 year outlook
2021 Business Plan | Human Resources
•2022 to 2024
•Review and implementation of Personnel and
Health and Safety policies/procedures
•Pay Equity/Compensation Review
•Fire Communicator and Firefighter Negotiations
•Health and Wellness Initiatives
•Power Worker’s Union Negotiations
•Succession Planning
Page 80 of 174
7
Total FTE Count
2020 2021
Total FTE Requirements 137.34 140.35
Change from previous year 2.40 3.01
2021 Business Plan | Human Resources
Page 81 of 174
8
FTE Adjustments
Presentation Title | Section
Department FTE Change
RCP –Parks & Cemetery 0.17 (convert PT to FT –increase service levels as per
service review; remove beautification student)
Fire Services 1.57 (additional FC approved by Council; vacant FT FPO
removed)
Operations -Engineering 0.60 (shared with Building)
Building 0.40 (shared with Engineering)
Finance –Customer Service 0.25 (CPT to PPT)
RCP –Facilities 0.75 (contract for COVID)
Operations –Water/Roads 0.0 (seasonal/student converted to FT)
Economic Development -0.40 (remove PT position –not filled)
Clerks’-0.33 (remove summer student)
Page 82 of 174
Town of
Tillsonburg
2021
Business Plan
Fire & Rescue Services
November 30, 2020
Page 83 of 174
2
2021 Business Objectives
2021 Business Plan | Fire and Rescue Services
Item Owner Budget Value Target Date
Continuation of multi-year training
plan for Firefighters &Officer
development
Fire Chief $0 Q-1 / Q-2 / Q-3 / Q4
Continue development of PTSD risk
reduction strategy & program
Fire Chief $0 Q-1 / Q-2 / Q-3 / Q-4
Continue to develop and implement
cancer risk reduction strategy &
program
Fire Chief $0 Q-1 / Q-2 / Q-3 / Q-4
Update Establishing and Regulating
By-Law
Fire Chief $0 Q-2
Continue training on Technical
Rescue/Ice Water/Fire Ground
Operations
Fire Chief $0 Q-1 / Q-2 / Q-3 / Q-4
Page 84 of 174
3
2021 Business Objectives
2021 Business Plan | Fire and Rescue Services
Item Owner Budget Value Target Date
Continued progress in Mandatory
Emergency Management
Fire Chief $0 Q-1 / Q-2 / Q-3 / Q-4
Continued progress in Fire
Prevention and Public Education
Deputy Fire
Chief
$0 Q-1 / Q-2 / Q-3 / Q-4
Page 85 of 174
4
2021 Capital Summary
2021 Business Plan | Fire & Rescue Services
Item Department Budget
Value
Target Date
Hose and Appliances (nozzles)Fire $10,000 Q-2
Next Generation 9-1-1 phase II
upgrades
Fire $95,000
(user
payback)
Q-3
Page 86 of 174
5
Risks
•Increased legislated responsibilities of the Fire Service
with regard to mandatory public reporting and risk
assessment.
•Legislated responsibilities to inspect and monitor
occupancies with vulnerable occupants have direct
impact on existing administrative workload.
•Open inspection files are a significant liability but are
being addressed.
2021 Business Plan | Fire and Rescue Services
Page 87 of 174
7
Risks
•Need for development and continued support of the
existing Smoke Alarm and CO Program.
•Officers and Firefighters need to continue to train to
meet current NFPA Standards and to meet future
Provincial Legislation.
2021 Business Plan | Fire and Rescue Services
Page 88 of 174
8
Opportunities
•Continued development and planning of the
Emergency Operations Centre (EOC) based on the
Incident Management System (IMS)
•Assist industrial and commercial businesses with
Continuity of Operations Planning and Disaster
Recovery based on review of their Fire Safety Plan.
2021 Business Plan | Fire and Rescue Services
Page 89 of 174
9
Opportunities
•Implementation of 2018 Strategic Plan initiatives.
•Continue the Succession Management plan for
Firefighters and Officer development.
•Continue the reservist recruitment and training
process currently in place to develop firefighter
candidates.
2021 Business Plan | Fire and Rescue Services
Page 90 of 174
10
Opportunities
•Continue to invest in core services provided by
Tillsonburg Fire as outlined in approved 2018 Schedule
A Delivery of Core Services.
•Next Gen 9-1-1 compliance mandates are expected to
thin the ranks of capable service providers allowing us
to continue to market Fire Communications and
consolidate further new business.
2021 Business Plan | Fire and Rescue Services
Page 91 of 174
11
Opportunities
•Continue to promote a Culture of Safety within the Fire
Department.
•High commitment to Occupational Health and Safety.
•Continued adherence to Section 21 Guidance Notes.
•Adopt industry best practices.
•Continued migration to NFPA standards and Firefighter
certification.
2021 Business Plan | Fire and Rescue Services
Page 92 of 174
12
Future Departmental Directions: 3 year outlook
•Continued development of Fire Dispatch.
•Continued Implementation of Strategic Plan.
•Continued Tiered Medical response with EMS.
•Continued Tech Rescue response.
•Phase 1 of 2 of firefighter helmet replacement.
•Continued replacement of hoses and appliances.
•Review Fire Hall replacement plan
2021 Business Plan | Fire and Rescue Services
2022
Page 93 of 174
13
Future Departmental Directions: 3 year outlook
•Development of Master Fire Plan with 10 year horizon.
•Review firefighter staffing.
•Complete Next Gen 9-1-1 mandatory upgrades.
2021 Business Plan | Fire and Rescue Services
2023
Page 94 of 174
14
Future Departmental Directions: 3 year outlook
•Expansion/Re-location of Fire Dispatch workspace to
accommodate customer base growth.
•Phase 2 of 2 firefighter helmet replacement.
2021 Business Plan | Fire and Rescue Services
2024
Page 95 of 174
Project ListingFire150Replacement of Hoses and NozzlesX5710,00010,000Next Generation 911 UpgradesX5695,000(95,000)Fire Hall StudyX4640,000(15,600)24,400Total 150 Fire145,000(15,600)(95,000)34,400Police160OPP - HVAC ReplacementX7857,00057,000Total 160 Police57,00057,000Total Project Listing$202,000($15,600)($95,000)$91,400ExpendituresContributionto ReservesGrantsTax SupportedDebtReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2021 Capital Project Listing - New RequestsFire & PoliceRun Date: 12/11/20 1:36 PMPage 15Page 96 of 174
Page 97 of 174
Page 98 of 174
Page 99 of 174
Page 100 of 174
20
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 394,000 611,400 217,400 55.2%1
Total Revenues 394,000 611,400 217,400
Expenditures
Labour 1,135,900 1,279,400 143,500 12.6%2
Purchases 222,500 220,500 -2,000 (0.9%)
Contracted Services 104,000 138,700 34,700 33.4%3
Contribution to Reserves 45,000 30,000 -15,000 (33.3%)4
Interfunctional Adjustments 280,600 300,900 20,300 7.2%5
Debt Principal & Interest 49,200 70,300 21,100 42.9%6
Total Expenditures 1,837,200 2,039,800 202,600
Total Net Levy (1,443,200)(1,428,400)14,800
Notes:
1 Increased Fire Communications Revenue
2 Increased Part Time - Fire Communications
3 Fire Communications - Equipment Maintenance Contract
4 Reduced amount to Reserves
5 Staff time allocations
6 Breathing Apparatus
Page 101 of 174
21
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 72,800 213,300 140,500 193.0%1
User Charges 318,200 350,300 32,100 10.1%2
Contribution from Reserves 48,000 (48,000)(100.0%)3
Total Revenues 439,000 563,600 124,600
Expenditures
Labour 27,200 27,200 0.0%
Purchases 74,500 77,300 2,800 3.8%
Contracted Services 3,439,900 3,569,600 129,700 3.8%
Interfunctional Adjustments 7,900 -7,900 (100.0%)4
Total Expenditures 3,549,500 3,674,100 124,600
Total Net Levy (3,110,500)(3,110,500)
Notes:
1 Community Safety & Police Grant
2 Additional Rent Revenue
3 Police Reserve
4 IT Charge
Page 102 of 174
22
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges -368,000 -582,400 -214,400 58.3%1
Total Revenues -368,000 -582,400 -214,400 58.3%
Expenditures
Labour 468,100 638,800 170,700 36.5%2
Purchases 12,900 15,300 2,400 18.6%
Contracted Services 74,200 109,900 35,700 48.1%3
Interfunctional Adjustments -71,500 -52,200 19,300 (27.0%)4
Debt Principal & Interest 46,000 49,700 3,700 8.0%
Total Expenditures 529,700 761,500 231,800 43.8%
Total Net Levy 161,700 179,100 17,400 10.8%
Notes:
1 Increased Fire Communications Revenue
2 Increased Part Time - Fire Communications
3 Fire Communications - Equipment Maintenance Contract
4 Staff time allocations
Page 103 of 174
Town of
Tillsonburg
2021
Business Plan
Operations Services
November 30 , 2020
Page 104 of 174
2
2021 Business Objectives
2021 Business Plan | Operations Services
Item Owner Project
Value
Target
Date
Renegotiations of West Town Line Boundary Road
Agreement
Director of
Operations -Q2
Renegotiations of Urban Road Maintenance Agreement
with Oxford County
Director of
Operations -Q2
Investigate Private Woodlot East of Runway 08-26
Removal Options
Manager of Public
Works -Q2
Renegotiations of the Traffic Signal/Streetlights
Maintenance Agreement
Manager of Public
Works Q2
Airport Master Plan Manager of Public
works -Q2
Lincoln Street Reconstruction Detailed Design Manager of
Engineering Q2
Goshen Street Reconstruction Detailed Design Manager of
Engineering Q2
Townline Rd. Reconstruction Preliminary Design Manager of
Engineering Q2
Airport Website redesign Manager of Public
Works Q2
Page 105 of 174
3
2021 Capital Summary
2021 Business Plan | Operations Services
Item Owner Project
Value
Target
Date
2021 OSIM Inspection Manager of
Engineering $45,000 Q3
2021 Transportation Master Plan Study Manager of PW &
Engineering $80,000 Q4
Kismen Bridge Upgrade Design Manager of
Engineering $60,000 Q2
Facilities Asset Management (FCM Application) Manager of
Engineering $120,000 Q4
2021 Asphalt Resurfacing Program Manager of
Engineering $400,000 Q3
Sidewalk Connectivity Program Implementation Manager of
Engineering $200,000 Q3
Vienna Road Reconstruction Manager of
Engineering $1,922,000 Q3
Concession St W -Rolph to Charlotte Manager of
Engineering $2,157,030 Q3
Rolling Meadows Phase 2 of 2 Manager of
Engineering $1,081,600 Q3
Page 106 of 174
4
2021 Capital Summary
2021 Business Plan | Operations Services
Item Owner Project
Value
Target
Date
General Aviation Access Road Manager of
Engineering $195,000 Q3
2020 CFWD -Concession St. W. Reconstruction Design
(Charlotte to Rolph)
Manager of
Engineering -Q2
2020 CFWD -Quarter Town Line at Stoney Creek Culvert
Retaining Wall Rehabilitation Design
Manager of
Engineering -Q1
2020 CFWD -Quarter Town Line & Beech Blvd Retaining
Wall Replacement Design
Manager of
Engineering -Q2
2020 CFWD -Stoney Creek Sanitary Trunk Main Repair Manager of
Engineering -Q2
2020 CFWD -Young Street Storm Outlet Class
Environmental Assessment
Manager of
Engineering -Q3
2019 CFWD Public Works Yard & Salt Facility –Concepts Manager of Public
Works -Q3
Page 107 of 174
5
2021 Capital Summary
2021 Business Plan | Operations Services
Item Owner Project
Value
Target
Date
Light Duty
Replace Water Unit 28 -Silverado Hybrid Pickup Truck Manager of Public
Works $35,000 Q3
Replace Fire Unit 38 -Escape Hybrid SUV Manager of Public
Works $50,000 Q3
Replace Building Unit 39 -Escape Hybrid SUV Manager of Public
Works $46,000 Q3
Replace Hydro Unit 65 –Pickup Truck Manager of Public
Works $50,000 Q3
New Parks/Facilities Unit -Mini Cargo Van Manager of Public
Works $40,000 Q3
Medium Duty
Replace Fire Unit 37 -F250 Pickup Truck Manager of Public
Works $88,000 Q4
Page 108 of 174
6
2021 Capital Summary
2021 Business Plan | Operations Services
Item Owner Project
Value
Target
Date
Off Road Equipment
Replace Cemetery Unit 87 -310 Backhoe Manager of Public
Works $175,000 Q4
Replace Parks Unit 88 -4720 Tractor Manager of Public
Works $222,000 Q4
Replace Roads Unit 203 -Mower SZ60 Commercial Manager of Public
Works $46,000 Q4
New Cemetery Unit -Mower Tractor with attachment Manager of Public
Works $65,000 Q3
Page 109 of 174
7
Risks
•As development proceeds along West Town Line the need to negotiate a
new Boundary Road Agreement is critical in sharing future road capital
and operating costs.
•Renegotiate the Urban Road Maintenance Agreement with Oxford County
to ensure agreement accurately reflects costs associated with
maintenance the Town performs on the County’s behalf.
•Inclusion of all Corporate assets and improved capital planning based on
detailed AMP analysis is essential to continue eligibility for future grant
funding opportunities,position the Town to meet the legislative deadlines
of O.Reg.588/17,and transition towards a Level of Service based
Comprehensive Asset Management Plan.
2021 Business Plan | Operations Services
Page 110 of 174
8
Opportunities
•Developing an inflow and infiltration program takes the first step towards
identifying areas where rain and ground water enter the sanitary system
that can subsequently be targeted to reduce flows to the treatment facility.
•Implementation of an annual traffic count program.
•Boundary agreements with lower-tier and single-tier municipalities
•Comprehensive Traffic By-law update.
•Investigation of private woodlot removal options east of main Runway 08-
26 is key in order to benefit from the full 5,502’runway.Currently the
operational length of Runway 08-26 is restricted by the presence of trees
resulting in a displaced runway threshold of 1,000’.
2021 Business Plan | Operations Services
Page 111 of 174
9
Opportunities
•Renegotiations of the Traffic Signal/Streetlights Maintenance Agreement
to mitigate elevated costs if not contract is in place.
•Start discussions on inter-community transit service sustainability.
•Review Level of Service and financials for Transfer Station.
2021 Business Plan | Operations Services
Page 112 of 174
10
Future Departmental Directions: 3 year outlook
2022
•Continue Inter-Community Transit Service pilot project
•Rehabilitate/Replace infrastructure identified as high risk priority in the
Asset Management Plan
•Continue annual sidewalk inspection program
•Implement Watermain Directional Flushing Program
•Implement Sewer flushing and CCTV annual program
•Implement annual Traffic Count Program
•Pursue available Provincial and Federal capital funding opportunities
•Complete a stormwater management master plan.
2021 Business Plan | Operations Services
Page 113 of 174
11
Future Departmental Directions: 3 year outlook
2023
•Continue Inter-Community Transit Service pilot project
•Rehabilitate/Replace infrastructure identified as high risk priority in the
Asset Management Plan
•Continue annual Sidewalk inspection program
•Continue Watermain Directional Flushing Program
•Continue Sewer flushing and CCTV annual program
•Continue Annual Traffic Count Program
•Continue By-annual Bridge and Culvert inspection program
•Implement Kinsmen Pedestrian Bridge decision
•Pursue available Provincial and Federal capital funding opportunities
2021 Business Plan | Operations Services
Page 114 of 174
12
Future Departmental Directions: 3 year outlook
2024
•Continue Inter-Community Transit Service pilot project
•Rehabilitate/Replace infrastructure identified as high risk priority in the
Asset Management Plan
•Continue annual sidewalk inspection program
•Continue Watermain Directional Flushing Program
•Continue Sewer flushing and CCTV annual program
•Continue Annual Traffic Count Program
•Pursue available Provincial and Federal capital funding opportunities.
2021 Business Plan | Operations Services
Page 115 of 174
Project Listing
Fleet130
Replace Water Unit 28 - Silverado Hybrid Pickup TruckX69 35,000 (35,000)
Replace Fire Unit 37 - F250 Pickup TruckX68 88,000 (88,000)
Replace Fire Unit 38 - Escape Hybrid SUVX67 50,000 (50,000)
Replace Building Unit 39 - Escape Hybrid SUVX66 46,000 (46,000)
Replace Hydro Unit 65 - Hybrid Bucket TruckX65 50,000 (50,000)
Replace Cemetery Unit 87 -310 BackhoeX64 175,000 (175,000)
Replace Parks Unit 88 - 4720 TractorX63 222,000 (222,000)
Replace Roads Unit 203 - Mower SZ60 CommercialX62 46,000 (46,000)
New Cemetery Unit - Mower Tractor with attachmentX61 65,000 (65,000)
New Parks/Facilities Unit - Mini Cargo VanX60 40,000 (40,000)
Total 130 Fleet 817,000 (732,000)(85,000)
Engineering210
OSIM InspectionX90 45,000 45,000
Master Transportation StudyX55 80,000 (46,800)33,200
Kismen Bridge Upgrade DesignX54 60,000 (6,000)54,000
Asset Managment (FCM)X53 120,000 (50,000)(70,000)FCM Grant -pending approval
Total 210 Engineering 305,000 (50,000)(70,000)(52,800)132,200
Public Works220
Asphalt ProgramX99 400,000 (400,000)Federal Gas Tax
Sidewalk Connectivity ProgramX96 200,000 (138,600)61,400
Vienna RoadX95 961,000 (864,900)96,100 Connecting Link
Concession St W - Rolph to CharoletteX94 1,681,000 (1,312,000)(163,400)205,600 ICIP Grant
Rolling Meadows Phase 2 of 2X93 769,600 (257,000)512,600 Federal Gas Tax, OCIF formula
Total 220 Public Works 4,011,600 (2,833,900)(302,000)875,700
Airport240
General Aviaton Access RoadX51 195,000 (195,000)
Total 240 Airport 195,000 (195,000)
Storm Sewers260
Vienna RoadX95 961,000 (864,900)96,100 Connecting Link
Expenditures
Contribution
to Reserves
Grants Tax Supported
Debt
Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2021 Capital Project Listing - New Requests
Operations
Run Date: 12/11/20 2:22 PM Page 13
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Concession St W - Rolph to CharoletteX94 476,000 (328,900)147,100
Rolling Meadows Phase 2 of 2X93 312,400 312,400
Total 260 Storm Sewers 1,749,400 (864,900)(328,900)555,600
Total Project Listing $7,078,000 ($3,748,800)($997,000)($683,700)($85,000)$1,563,500
Expenditures
Contribution
to Reserves
Grants Tax Supported
Debt
Reserves DC
Reserves
Donation Miscellaneous User Pay
Debt
Taxation Comments
2021 Capital Project Listing - New Requests
Operations
Run Date: 12/11/20 2:22 PM Page 13
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Water 28 Chevrolet Light Duty Silverado Hybrid Pickup Truck 2010 $35,000 $35,000 25% Likely 3.0 Moderate High High risk of battery failure. Estimated Useful Life = 8 years.
Fire 37 Ford Medium Duty F250 Pickup Truck 2007 $88,000 $88,000 19% Highly Probable 4.0 Major Extreme
Existing unit #37 will be transferred to Engineering as a new
vehicle to their compliment only has 60,000km, Engineering will
only use about 6 months per year. Estimated Useful Life = 8
years.
Fire 38 Ford Light Duty Escape Hybrid SUV 2011 $50,000 $50,000 37% Likely 4.0 Major High High risk of battery failure. Estimated Useful Life = 8 years.
Building 39 Ford Light Duty Escape Hybrid SUV 2011 $46,000 $46,000 37% Likely 2.0 Minor Medium High risk of battery failure. Estimated Useful Life = 8 years.
Hydro 65 International Heavy Duty 4300 Hybrid Bucket Truck 2009 $50,000 $50,000 25% Likely 1.0 Slight High Hybrid battery has already failed once. High risk of failure.
Estimated Useful Life = 12 years.
Cemetery 87 John Deere Off Road Equipment 310 Backhoe 2003 $175,000 $175,000 45% Likely 4.0 Major High High risk of failure. Estimated Useful Life = 12 years.
Parks 88 John Deere Off Road Equipment 4720 Tractor 2006 $222,000 $222,000 0% Highly Probable 3.0 Moderate Extreme Extreme risk of failure. Parks has requested an upgrade to a larger
unit to meet their current needs. Estimated Useful Life = 15 years.
Roads 203 Cub Cadet Off Road Equipment SZ60 Commerical 2016 $46,000 $46,000 10% Highly Probable 4.0 Major Extreme
Extreme risk of failure. Hydrostatic drive has failed once, This is
the only mower available for roads. Failure would impact grass
cutting service to Community. Estimated Useful Life = 5 years.
Cemetery NEW Attachment
Boom Flail Attachment for
Tractor $65,000 $65,000 Boom Flail Mower Attachment for upgraded unit #88
Parks/Facilities NEW Light Duty
Mini Cargo Van/ With Tool
Storage $40,000 $40,000 Facilities division in need of enclosed cargo van for carrying tools.
Unit Replacement Sub-Total $817,000 $817,000
Savings $0
Consequence of
Failure
Description
Comments
Consequence of Failure
Type of
Service
Score
New Unit
Replacement
Cost Estimate
Alternative
Replacement
Cost Estimate
Probability of Failure
% Remaining
Service Life
(%RSL)
Probability of
Failure
Description
Description
Replacement Options
Overall Asset Risk
Asset Management Fleet Replacement Strategy - 2021 Capital Plan
YearDepartmentVehicle
Number Make Type
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Water 28 Chevrolet Light Duty Silverado Hybrid Pickup Truck 2010 $35,000 $35,000 25%Likely 3.0 Moderate High High risk of battery failure. Estimated Useful Life = 8 years.
Fire 37 Ford Medium Duty F250 Pickup Truck 2007 $88,000 $88,000 19%Highly Probable 4.0 Major Extreme
Existing unit #37 will be transferred to Engineering as a new
vehicle to their compliment only has 60,000km, Engineering will
only use about 6 months per year. Estimated Useful Life = 8
years.
Fire 38 Ford Light Duty Escape Hybrid SUV 2011 $50,000 $50,000 37%Likely 4.0 Major High High risk of battery failure. Estimated Useful Life = 8 years.
Building 39 Ford Light Duty Escape Hybrid SUV 2011 $46,000 $46,000 37%Likely 2.0 Minor Medium High risk of battery failure. Estimated Useful Life = 8 years.
Hydro 65 International Heavy Duty 4300 Hybrid Bucket Truck 2009 $50,000 $50,000 25%Likely 1.0 Slight High Hybrid battery has already failed once. High risk of failure.
Estimated Useful Life = 12 years.
Cemetery 87 John Deere Off Road Equipment 310 Backhoe 2003 $175,000 $175,000 45%Likely 4.0 Major High High risk of failure. Estimated Useful Life = 12 years.
Parks 88 John Deere Off Road Equipment 4720 Tractor 2006 $222,000 $222,000 0%Highly Probable 3.0 Moderate Extreme Extreme risk of failure. Parks has requested an upgrade to a larger
unit to meet their current needs. Estimated Useful Life = 15 years.
Roads 203 Cub Cadet Off Road Equipment SZ60 Commerical 2016 $46,000 $46,000 10%Highly Probable 4.0 Major Extreme
Extreme risk of failure. Hydrostatic drive has failed once, This is
the only mower available for roads. Failure would impact grass
cutting service to Community. Estimated Useful Life = 5 years.
Cemetery NEW Attachment Boom Flail Attachment for
Tractor $65,000 $65,000 Boom Flail Mower Attachment for upgraded unit #88
Parks/Facilities NEW Light Duty Mini Cargo Van/ With Tool
Storage $40,000 $40,000 Facilities division in need of enclosed cargo van for carrying tools.
Unit Replacement Sub-Total $817,000 $817,000
Savings
Description
Replacement Options
Overall Asset Risk
Asset Management Fleet Replacement Strategy - 2021 Capital Plan
YearDepartmentVehicle
Number Make Type
$0
Consequence of
Failure
Description
Comments
Consequence of Failure
Type of
Service
Score
New Unit
Replacement
Cost Estimate
Alternative
Replacement
Cost Estimate
Probability of Failure
% Remaining
Service Life
(%RSL)
Probability of
Failure
Description
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 1,493,500 1,502,300 8,800 0.6%
Total Revenues 1,493,500 1,502,300 8,800
Expenditures
Labour 325,100 331,100 6,000 1.8%
Purchases 567,000 576,000 9,000 1.6%
Contracted Services 7,500 7,500 0.0%
Contribution to Reserves 100,000 100,000 0.0%
Interfunctional Adjustments 8,000 8,200 200 2.5%
Debt Principal & Interest 408,400 452,300 43,900 10.7%1
Total Expenditures 1,416,000 1,475,100 59,100
Total Net Levy 77,500 27,200 (50,300)
Notes:
1 Corporate Fleet Replacements
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26
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Total Revenues
Expenditures
Labour 260,300 247,500 -12,800 (4.9%)
Purchases 11,700 15,000 3,300 28.2%
Interfunctional Adjustments -14,700 -23,000 -8,300 56.5%1
Total Expenditures 257,300 239,500 -17,800
Total Net Levy (257,300)(239,500)17,800
Notes:
1 Staff time allocations
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27
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 50,000 50,000 0.0%
User Charges 86,200 128,000 41,800 48.5%1
Total Revenues 136,200 178,000 41,800
Expenditures
Labour 508,400 602,900 94,500 18.6%2
Purchases 26,700 28,500 1,800 6.7%
Contracted Services 50,000 50,000 0.0%
Interfunctional Adjustments -167,100 -221,700 -54,600 32.7%3
Total Expenditures 418,000 459,700 41,700
Total Net Levy (281,800)(281,700)100
Notes:
1 Increased revenue from Engineering of County Assets
2 New FTE request
3 Staff time allocations - New FTE Request
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 79,000 90,000 11,000 13.9%1
Total Revenues 79,000 90,000 11,000
Expenditures
Labour 998,200 1,067,600 69,400 7.0%2
Purchases 532,200 617,800 85,600 16.1%3
Contracted Services 302,400 322,000 19,600 6.5%4
Interfunctional Adjustments 583,600 594,300 10,700 1.8%
Debt Principal & Interest 568,300 555,840 -12,460 (2.2%)
Total Expenditures 2,984,700 3,157,540 172,840
Total Net Levy (2,905,700)(3,067,540)(161,840)
Notes:
1 Increased revenue from The County
2 Annual increases
3 Supplies, Insurance, HLW
4 Streetlight Services
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Levy, PILS 140,500 140,500 0.0%
Total Revenues 140,500 140,500
Expenditures
Labour 27,000 32,200 5,200 19.3%2
Purchases 10,000 10,000 0.0%
Contracted Services 35,000 35,000 0.0%
Contribution to Reserves 9,000 4,100 -4,900 (54.4%)
Interfunctional Adjustments 46,100 46,100 0.0%
Debt Principal & Interest 13,400 13,100 -300 (2.2%)
Total Expenditures 140,500 140,500
Total Net Levy
Notes:
1 Staff Time allocations
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 5,000 5,000 0.0%
User Charges 386,600 387,300 700 0.2%
Total Revenues 391,600 392,300 700
Expenditures
Labour 119,900 122,600 2,700 2.3%
Purchases 248,200 251,100 2,900 1.2%
Contracted Services 32,000 33,500 1,500 4.7%
Interfunctional Adjustments 20,400 20,600 200 1.0%
Debt Principal & Interest 20,300 5,500 -14,800 (72.9%)1
Total Expenditures 440,800 433,300 -7,500
Total Net Levy (49,200)(41,000)8,200
Notes:
1 Debt Maturity
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 118,300 138,300 20,000 16.9%1
User Charges 132,400 126,400 (6,000)(4.5%)
Total Revenues 250,700 264,700 14,000
Expenditures
Labour 72,200 84,100 11,900 16.5%2
Purchases 110,900 110,000 -900 (0.8%)
Contracted Services 118,500 107,000 -11,500 (9.7%)3
Interfunctional Adjustments 138,500 132,500 -6,000 (4.3%)
Total Expenditures 440,100 433,600 -6,500
Total Net Levy (189,400)(168,900)20,500
Notes:
1 Additional Revenue from the County
2 Staff time allocation
3 Reduced Subcontractor Expense
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 421,200 490,300 69,100 16.4%1
User Charges 44,800 47,200 2,400 5.4%
Total Revenues 466,000 537,500 71,500
Expenditures
Labour 86,800 85,200 -1,600 (1.8%)
Purchases 58,300 33,400 -24,900 (42.7%)2
Contracted Services 460,600 584,700 124,100 26.9%3
Interfunctional Adjustments 8,700 8,200 -500 (5.7%)
Total Expenditures 614,400 711,500 97,100
Total Net Levy (148,400)(174,000)(25,600)
Notes:
1 Additional Inter-Community Grant Revenue
2 Reduced Supplies and Advertising Expense
3 Increased Contract Expense
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Town Of
Tillsonburg
2021 Business
Plan
Recreation, Culture & Parks
November 30 , 2020
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2
2021 Business Objectives
RCP Department
Item Owner Project
Value
Target
Date
Completion of outstanding Capital Projects Director Q4
Develop 10-year RCP Capital Plan Director Q1
Implement Recommendations in the RCP
Departmental Review Director Q2
Commence TCC Rehabilitation Project
(subject to final approval)Director Q1
Initiate Facility Asset Management Plan Director Q4
Completion of New Waterslide Director Q2
Complete RCP Staff Recruitment/Realignment Director Q1
2021 Business Plan | Recreation, Culture & Parks
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3
2021 Business Objectives
Programs & Services Division
Item Owner Project
Value
Target
Date
Implementation of New Booking Software Program Recreation $10,000 Q1
Ongoing Evaluation of Recreation Programs Recreation Q4
Develop a 10-Year Equipment Replacement Program Recreation Q4
2021 Business Plan | Recreation, Culture & Parks
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4
2021 Business Objectives
Culture & Heritage Division
Item Owner Project
Value
Target
Date
Museum Marketing & Promotion Plan Curator $9,000 Q1
Development of a Municipal Cultural Plan Curator Q4
Evaluate Programs and Events 2021 & Beyond Curator Q2
2021 Business Plan | Recreation, Culture & Parks
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2021 Business Objectives
Parks & Facilities Division
Item Owner Project
Value
Target
Date
Develop a Playground Replacement Plan Parks Q2
Develop a Sports Field Rehabilitation Plan Parks Q3
Upgrade Cemetery Laneway Phase 1 of 3 Cemeteries $25,000 Q3
HVAC & Boiler Replacement Plan Facilities $122,000 Q2
Initiate Facility Asset Management Plan Facilities Q4
2021 Business Plan | Recreation, Culture & Parks
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6
2021 Capital Highlights
Item Department Project
Value
Target
Date
Cemetery Upgrades –Building & Laneways Parks $50,000 Q3
Playground Equipment Replacement Program Parks $75,000 Q3
Parks & Trails Signage Replacement Parks $4,000 Q2
Facility Booking Software Replacement Recreation $10,000 Q1
Pathway Upgrades Parks $25,000 Q2
HVAC & Boiler Repl.(OPP,Museum & Station Arts)Facilities $122,000 Q2
Museum Marketing & Promotion Plan Culture $9,000 Q1
2021 Business Plan | Recreation, Culture & Parks
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7
Item Department Project
Value
Target
Date
Dog Park Enhancements Parks $6,000 Q2
CSC Security Camera Replacement Facilities $20,000 Q2
Memorial Parking Lot Phase 2 Completion Admin $35,000 Q2
Arena Hot Water Tank Replacement Facilities $25,000 Q2
Community Centre Spot Repairs Facilities $60,000 Q3
2021 Business Plan | Recreation, Culture & Parks
2021 Capital Highlights
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8
Risks
•Capacity to meet expectations on proposed capital program is not available
without appropriate levels of staffing
•Museum collection storage space nearing capacity –will require a moratorium on
collecting if not addressed in near future.
•Maintaining legislative compliance in all areas of operations.
•Grant funding for major infrastructure renewal projects is highly subscribed.
•Aging volunteer/fundraiser base –not able to anticipate the same level as
previously experienced.
2021 Business Plan | Recreation, Culture & Parks
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9
Opportunities
•Improve relationships with local community and user groups.
•Continue energy consumption efficiencies through facility assessment &
enhancements.
•Facility upgrades through asset management programs to maximize life cycles for
equipment and building envelopes.
•Reap benefits from Departmental Service Review.
•Increase online registration through new booking software program.
•New hires within department bring fresh ideas and opportunity.
2021 Business Plan | Recreation, Culture & Parks
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10
Future Departmental Directions: 3 year outlook
2022 Waterpark Building Façade Upgrades
Parking Lot Preservation Plan
Adoption of RCP 10-Year Capital Plan
2023 Waterpark Furnishings Upgrade
Cemetery Master Plan Update
Adoption of Facility Asset Management Plan
2024 Recreation Master Plan Update
Sports Fields Upgrade Plan
2021 Business Plan | Recreation, Culture & Parks
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Project ListingCem300Office RepairsX8925,00025,000Laneway ResurfacingX8825,00025,000Frost Box ThawerX8610,00010,000Total 300 Cem60,00060,000Parks450Parking Lot & Pathway UpgradesX8525,00025,000Playground Equipment ReplacmentX8475,00075,000Dog Park EnhancementX836,0006,000Parks & Trails Signage ReplacementX824,0004,000Total 450 Parks110,000110,000Rec - Programs460Booking SoftwareX8110,00010,000Total 460 Rec - Programs10,00010,000Rec - Bldg Mtce465CSC Security Cameras ReplacementX7720,00020,000Station Arts - HVAC ReplacementX7615,00015,000Memorial Parking Lot Phase 2X7335,00035,000Arena Hot Water TanksX7225,00025,000TCC Building Envelope Spot RepairsX7160,00060,000Total 465 Rec - Bldg Mtce155,000155,000Museum475Boiler ReplacementX7550,00050,000Museum Storage SystemX4810,00010,000Museum Marketing & Promotion PlanX479,0009,000Total 475 Museum59,00010,00069,000Total Project Listing$394,000$10,000$404,000ExpendituresContributionto ReservesGrantsTax SupportedDebtReservesDCReservesDonationMiscellaneousUser PayDebtTaxationComments2021 Capital Project Listing - New RequestsRecreation, Culture & ParksRun Date: 12/11/20 12:20 PMPage 11Page 150 of 174
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28
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 130,800 153,200 22,400 17.1%1
Other Revenue 18,500 18,500 0.0%
Total Revenues 149,300 171,700 22,400
Expenditures
Labour 122,100 152,400 30,300 24.8%2
Purchases 43,500 70,600 27,100 62.3%3
Contracted Services 21,200 21,000 -200 (0.9%)
Interfunctional Adjustments 76,400 76,700 300 0.4%
Debt Principal & Interest 2,300 2,300
Total Expenditures 263,200 323,000 59,800
Total Net Levy (113,900)(151,300)(37,400)
Notes:
1 Increased User Charges
2 Increased FTE request
3 Supplies Expense, Memorial benches, trees
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29
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 34,900 28,300 (6,600)(18.9%)1
Other Revenue 5,200 1,600 (3,600)(69.2%)
Contribution from Reserves 3,500 (3,500)(100.0%)
Total Revenues 43,600 29,900 (13,700)
Expenditures
Labour 249,800 260,000 10,200 4.1%
Purchases 135,100 126,300 -8,800 (6.5%)2
Contracted Services 196,300 259,400 63,100 32.1%3
Contribution to Reserves 16,200 16,300 100 0.6%
Interfunctional Adjustments 97,900 96,400 -1,500 (1.5%)
Debt Principal & Interest 83,600 76,200 -7,400 (8.9%)4
Total Expenditures 778,900 834,600 55,700
Total Net Levy (735,300)(804,700)(69,400)
Notes:
1 Reduced User Charges
2 Reduced Supplies Expense, Special Projects - Memorial benches
3 Increased Subcontractor Expenses
4 Debt Maturity
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 24,200 24,200 0.0%
Total Revenues 24,200 24,200
Expenditures
Labour 16,200 6,000 -10,200 (63.0%)1
Purchases 40,000 131,400 91,400 228.5%2
Total Expenditures 56,200 137,400 81,200
Total Net Levy (32,000)(113,200)(81,200)
Notes:
1 Staff time allocations
2 Reallocation of Costs
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31
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 42,700 42,700 0.0%
User Charges 1,338,700 811,300 (527,400)(39.4%)1
Other Revenue 42,800 12,500 (30,300)(70.8%)2
Total Revenues 1,424,200 866,500 (557,700)
Expenditures
Labour 1,457,200 1,530,900 73,700 5.1%3
Purchases 276,300 273,400 -2,900 (1.0%)
Interfunctional Adjustments 140,400 148,300 7,900 5.6%4
Debt Principal & Interest 15,000 -15,000 (100.0%)5
Total Expenditures 1,888,900 1,952,600 63,700
Total Net Levy (464,700)(1,086,100)(621,400)
Notes:
1 Reduced Rates & Fees - COVID
2 Brochure Advertising Revenue
3 PT labour increase
4 Staff time allocations
5 Debt Maturity
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32
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 7,300 3,600 (3,700)(50.7%)
Total Revenues 7,300 3,600 (3,700)
Expenditures
Labour 891,600 1,071,200 179,600 20.1%1
Purchases 626,100 656,200 30,100 4.8%
Contracted Services 327,300 388,700 61,400 18.8%2
Interfunctional Adjustments 81,000 93,400 12,400 15.3%3
Debt Principal & Interest 591,000 590,400 -600 (0.1%)
Total Expenditures 2,517,000 2,799,900 282,900
Total Net Levy (2,509,700)(2,796,300)(286,600)
Notes:
1 Increased PT labour - COVID
2
3 Staff time allocations
Increase to PM Capstone Generator Contract
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2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
User Charges 106,300 112,500 6,200 5.8%1
Total Revenues 106,300 112,500 6,200
Expenditures
Purchases 14,800 14,400 -400 (2.7%)
Contribution to Reserves 26,300 12,500 -13,800 (52.5%)1
Debt Principal & Interest 32,000 31,000 -1,000 (3.1%)
Total Expenditures 73,100 57,900 -15,200
Total Net Levy 33,200 54,600 21,400
Notes:
1 Rent increase contributed to reserves
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34
2020 2021 Budget %Note
Budget Budget Variance Variance Reference
Revenues
Grants 29,400 18,900 (10,500)(35.7%)1
User Charges 17,000 6,300 (10,700)(62.9%)2
Other Revenue 22,000 7,000 (15,000)(68.2%)3
Contribution from Reserves 30,300 30,300 4
Total Revenues 68,400 62,500 (5,900)
Expenditures
Labour 291,000 279,300 -11,700 (4.0%)
Purchases 98,700 84,400 -14,300 (14.5%)5
Contracted Services 55,800 15,000 -40,800 (73.1%)6
Interfunctional Adjustments 21,600 22,000 400 1.9%
Total Expenditures 467,100 400,700 -66,400
Total Net Levy (398,700)(338,200)60,500
Notes:
1 Reduced Grants - Exhibits
2 Programs and Admissions - COVID
3 Special Revenue - COVID
4 COVID19 Federal Grant
5 Reduced Special Projects -Exhibits
6 Reallocation of Costs
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-113
A BY-LAW to confirm the proceedings of Council at its meeting held on the 30th
day of November, 2020.
WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the
powers of a municipal corporation shall be exercised by its council;
AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that
municipal powers shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the
Town of Tillsonburg at this meeting be confirmed and adopted by by-law;
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its
meeting held on November 30, 2020, with respect to every report, motion, by-law,
or other action passed and taken by the Council, including the exercise of natural
person powers, are hereby adopted, ratified and confirmed as if all such
proceedings were expressly embodied in this or a separate by-law.
2. The Mayor and Clerk are authorized and directed to do all the things necessary to
give effect to the action of the Council of The Corporation of the Town of Tillsonburg
referred to in the preceding section.
3. The Mayor and the Clerk are authorized and directed to execute all documents
necessary in that behalf and to affix thereto the seal of The Corporation of the Town
of Tillsonburg.
4. This by-law shall come into full force and effect on the day of passing.
READ A FIRST AND SECOND TIME THIS 30th DAY OF NOVEMBER, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 30th DAY OF NOVEMBER,
2020.
________________________________
MAYOR – Stephen Molnar
_______________________________
TOWN CLERK – Michelle Smibert
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