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211129 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg Council Budget Meeting AGENDA Monday, November 29, 2021 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 29, 2021, be approved. 3.Moment of Silence 4.Disclosures of Pecuniary Interest and the General Nature Thereof 5.Adoption of Council Minutes of Previous Meeting 6.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. 6.1.2022 Financial Plan 6.2.Office of the CAO 6.3.Financial Services 6.4.Corporate Services 6.5.Operations and Development Services 6.6.Fire and Rescue Services 6.7.Economic Development and Marketing 6.8.Recreation, Culture and Parks 6.9.Capital Budget Overview 6.10.Long Term Debt Overview 6.11.PSAB Reconciliation 7.Motions/Notice of Motions 8.Confirm Proceedings By-law Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT By-Law 2021-120, to Confirm the Proceedings of the Council meeting held on November 29, 2021, 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. 9.Adjournment Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT the Council Budget meeting of Monday, November 29, 2021 be adjourned at __ p.m. Page 2 of 234 TOWN OF TILLSONBURG 2022 Budget Overview November 29 , 2021 Page 3 of 234 2 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. 2022 Budget Overview Page 4 of 234 3 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, now for years 2021, 2022 and 2023; no reassessment phase-in growth to be realized. •Increased legislation with respect to asset management and resulting investments in infrastructure •Historically low lending rates as a result of the ongoing pandemic, but while still relatively low, rates have increased in the last year, and are expected to continue. 2022 Budget Overview Page 5 of 234 4 2022 Budget Assumptions •Maintain existing levels of service •Maintain tax supported debt ($1.432M paid down in 2021, and $1.416M in draft 2022 budget) •Six month COVID-19 impact (January-June $715K) •New development assessment growth (2020 $369K, 2021 $379K); impact in reducing tax rates •OCIF funding estimated at $200K (2020 $221K, 2021 $220K). New redesigned program for 2022, with no confirmed amounts to date. 2022 Budget Overview Page 6 of 234 5 2021 Proposed Operating Budget •Consideration and adjustments (savings and pressures) have been made across all departments to estimate a 2022 COVID-19 impact over a six month period (January –June), similar to 2021 budget. o The pandemic pressures (lost revenue/increased cleaning/PPE) 6-mos unfavourable impact estimated at $734,886. •An emphasis has been placed on maintaining our existing reserves where possible; 1 draw budgeted from the Tax Rate Stabilization has been applied (Finance $33K one-time item), but almost full use of the reserve presented in Options 2-4. 2022 Budget Overview Page 7 of 234 6 2022 Operating Budget Pressures 2022 Budget Overview Non-Discretionary Six Months of COVID-19 Impact $ 715,759 4.2 % Payroll Deductions (OMERS, CPP, EI, WSIB)$ 96,800 0.6 % Benefits (Health, Dental & Life)$ 75,300 0.4 % Prior-year carry-over (Tax w/o, Safe Restart, Reserve)$ 602,000 3.6 % Heat, Light & Water -HLW (est. 4% increase) $ 32,000 0.2 % Insurance Deductible $ 50,000 0.3 % Insurance (est. 17% increase)$ 70,200 0.4 % Discretionary Cost of Living Adjustment -COLA (2.0%)$ 125,000 0.7 % New Employee Requests –FTE (2.75) ($135K covered by Building budget, $118,600 net)$ 253,800 0.7 % TOTAL $ 2,020,859 Page 8 of 234 7 Additional discretionary items identified for Council consideration / deliberation for reduction (addition) include: 2022 Proposed Operating Budget 2022 Budget Overview Budgeted Cost % Impact External Community Grants $ 51,500 0.3 % Community Events (Turtlefest , Santa Parade, etc.)31,500 0.2 % Doctor Recruitments 70,000 0.4 % BIA Façade Improvement 35,000 0.2 % BIA Downtown Beautification 14,400 0.1 % Other options provided in the budget binders listed as Options 2-4 Page 9 of 234 8 •Capital program of $9.88M, of which $2.98M is taxation. •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 delayed again for 2022 and 2023. These Phase-In assessment dollars for the 3 years of delay combined would have otherwise been realized as a revenue source; historically $330,000/year. •The use of tax-supported debt is higher at $1.416M. 2021 Proposed Capital Budget 2022 Budget Overview Page 10 of 234 9 2022 Consolidated Budget 2022 Budget Overview Page 11 of 234 10 Proposed 2022 Tax Levy Requirement 2022 Budget Overview Public Works, 20.38% Admin & I.T., 10.70% Financial Services, (0.03%) Asset Management, 15.52% Cemetery, 0.90% Development & Communications, (0.19%) Economic Development, 2.06% Airport, (0.01%) Transportation, 0.94% Protection/By-law, 1.38% Building Dept., 0.00% Parks, Recreation & Culture, 27.22% Police, 16.84% Fire, 7.39% Proposed levy requirement by department Page 12 of 234 11 Sources of Revenue •Taxation •User Fees •Grants •Reserves & Trusts •Debt Financing (user paid / taxation / operational savings) •Other o Special Levy o Interest o Donations 2022 Budget Overview Page 13 of 234 12 Sources of Revenue2022 Proposed Consolidated Budget 2022 Budget Overview Taxation 55% User Charges 17% Grants & Subsidies 18% Debt Proceeds 4% Reserves 4% Special levy 1% Other Revenue 1% Sources of Revenue 2022 -Sources of Revenue Percentage Dollars Taxation 55.1%$ 19,240,318 User Charges 16.7%$ 5,834,400 Grants & Subsidies 17.5%$ 6,110,427 Debt Proceeds 4.1%$ 1,416,000 Reserves 4.2%$ 1,464,131 Special levy 1.1%$ 401,600 Other Revenue 1.3%$ 469,100 Total 100%$ 34,935,976 Page 14 of 234 13 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 2022 proposed fee schedule will be presented to Council at the December 13 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. 2022 Budget Overview Page 15 of 234 14 Sources of RevenueGrants •The Town receives several million dollars annually in grant funding from upper orders of government ($6.1M 2022). 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. 2022 Budget Overview Page 16 of 234 15 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). 2022 Budget Overview Page 17 of 234 16 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. 2022 Budget Overview Sources of RevenueDebt Financing Page 18 of 234 17 There is currently $13,922,254 in total cumulative issued debt; $9,646,520 of which is tax supported as indicated in the below summary. Specific details can be found within Tab 11 of the 2022 budget binders. Please note that this total excludes Council approved debt of: o $2,438,000 in committed debt but not issued –User pay o $1,188,000 in committed debt but not issued –Tax supported. The Town has paid down $1,432,900 of debt principal over the course of 2021. Sources of RevenueDebt Financing 2022 Budget Overview Type Total Current Debt Tax Supported $ 9,646,520 Operational Savings $ 3,037,250 User Pay $ 1,238,484 Total Outstanding Debt $ 13,922,254 Page 19 of 234 18 Sources of Revenue -Reserves & TrustsUnrestricted Reserves 2022 Budget Overview Page 20 of 234 19 Sources of Revenue -Reserves & TrustsRestricted Reserves 2022 Budget Overview Page 21 of 234 20 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 2022 Budget Overview Page 22 of 234 21 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 2022 Budget Overview Page 23 of 234 22 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, 2022 and 2023 since the pandemic created delays for MPAC in performing their reassessment evaluations. •Annually through the budget process, the municipality calculates the needs for taxation and adjusts the levy accordingly. 2022 Budget Overview Page 24 of 234 23 Assessment Growth 2022 Budget Overview County Town Total New New Assmt Revenue Revenue Revenue 2021 Assessment Growth 50,819,186 2.78%194,509 2.25%379,590 2.24%574,098 2.24% 2020 Assessment Growth 40,529,500 2.26%182,351 2.15%369,378 2.14%551,729 2.14% 2019 Assessment Growth 42,554,410 2.48%168,295 2.06%330,299 2.01%498,594 2.03% 2018 Assessment Growth 31,683,434 1.92%139,162 1.77%275,400 1.78%414,562 1.77% 2018-2021 YTD additional revenue from assessment growth 1,354,667 Page 25 of 234 24 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 2022 budget 4.1%) Library Levy (draft 2022 budget 1.7%) Sewer Levy (County eliminated effective January 1, 2021) Education Levy (not yet released; historical 3-yr avg decrease -5%) 2022 Budget Overview Page 26 of 234 25 Tax Levy and Rate Options 2022 Budget Overview Starting Point- Nov 11 2022 Binder Document 2021 2022 Variance Variance Budget Budget $% Consolidated Budget Requirement 16,950,400 19,240,400 2,290,000 13.51%Option # 1 Levy Change 2,290,000$ 139.07$ Impact to Avg RT Total Operating Budget 14,898,500 16,254,700 1,356,200 9.10%RT Tax Rate 0.00881399 7.43%Tax Rate Change Total Asset Management 2,051,900 2,985,700 933,800 45.51% Revised with Savings Consolidated Budget Requirement 16,950,400 18,757,400 1,807,000 10.66%Option # 2 Levy Change 1,807,000$ 88.62$ Impact to Avg RT Total Operating Budget 14,898,500 15,786,700 888,200 5.96%RT Tax Rate 0.00859273 4.74%Tax Rate Change Total Asset Management 2,051,900 2,970,700 918,800 44.78% Revised with Savings Consolidated Budget Requirement 16,950,400 18,257,100 1,306,700 7.71%Option # 3 Levy Change 1,306,700$ 32.55$ Impact to Avg RT Total Operating Budget 14,898,500 15,786,700 888,200 5.96%RT Tax Rate 0.00836355 1.94%Tax Rate Change Total Asset Management 2,051,900 2,470,400 418,500 20.40% Revised with Savings Consolidated Budget Requirement 16,950,400 17,783,600 833,200 4.92%Option # 4 Levy Change 833,200$ (13.09)$ Impact to Avg RT Total Operating Budget 14,898,500 15,731,700 833,200 5.59%RT Tax Rate 0.00814664 -0.70%Tax Rate Change Total Asset Management 2,051,900 2,051,900 0 0.00% Tax rate % change Page 27 of 234 26 Sources of Revenue Proposed Residential Town Tax Levy Impact 2022 Budget Overview Median Residential Assessment = $228,000 2022 Proposed Taxation = $228,000 x 0.00881399 = $2,010 Tax Rate 7.43% = $139.07 median property Taxation = Assessment Value x Tax Rate CPI Ontario All-items All-items 12-mos 6-mos average average 2.76%3.96% Page 28 of 234 27 Recommended Budget Process Questions, Deliberations, Resolutions, Approval •Business Plans, Capital, and Operating budget presentation/review, by department. o November 29th –Overview presentation, Business Plan presentations & Dept summary overview o December 6th 9 AM and December 16th at 4 PM Council budget meetings •Council to ask any/all questions as we proceed through the departmental budget meetings. •White papers containing additional information on FTE requests already included in the binder. •All budget-related changes requested through resolutions throughout the Dec 6th and 16th budget meetings. •External Group Grant Requests o January 17th (6pm-9pm, all speakers available at 6 pm) •Motion to approve Capital/Operating budget to regular Council meeting agenda. •January 27th regular Council meeting 2022 Budget Overview Page 29 of 234 2021 2022 Variance Variance CBelongs to Budget Budget $% Budget Requirements Council 380,300 491,500 111,200 29.24%One-time strat plan items? $195KCorp Ser Financial Services (183,900) (6,000) 177,900 (96.74%)No $150K Stab Resv, no $92K Safe RestartFinance Corporate Services 1,760,600 1,688,500 (72,100) (4.10%)One-time items? ReviewCorp Ser Customer Services (119,600) (121,000) (1,400) 1.17%Corp Ser Fleet Services (26,600) 353,600 380,200 (1,429.32%)Confirm, new lease arrangements?Operations Tillsonburg Hydro (140,000) (140,000)0.00%RevenueTHI Enterprise Services (200,000) (200,000)0.00%RevenueTHI Fire Services 1,432,600 1,474,500 41,900 2.92%ConfirmFire Police Services 3,167,500 3,239,200 71,700 2.26%Outside Board, PS ActPolice Protection/Bylaw 240,500 265,300 24,800 10.31%ReviewOperations Building Operations OPS Admin 244,300 261,000 16,700 6.84%Operations Engineering 381,500 633,200 251,700 65.98%ConfirmOperations Public Works 4,392,900 4,812,400 419,500 9.55%Review/ConfirmOperations Parking Operations Airport (4,000) (2,500) 1,500 (37.50%)Loomex Contract $120K?Operations Waste Management 169,200 244,500 75,300 44.50%Operations Cemetery 211,300 173,300 (38,000) (17.98%)RCP Parks 914,700 959,700 45,000 4.92%RCP Community Events 92,200 92,900 700 0.76%RCP Recreation - Programs 1,096,200 1,165,800 69,600 6.35%RCP Recreation - Facilities 3,001,300 3,046,000 44,700 1.49%RCP Elliott Fairbairn Centre (54,600) (46,000) 8,600 (15.75%)RCP Museum 348,200 446,900 98,700 28.35%RCP Transit Services 172,800 249,100 76,300 44.16%ICOperations Development & Communication Services (30,300) (37,300) (7,000) 23.10%EcDev Economic Development 343,300 450,800 107,500 31.31%EcDev Municipal Taxes (640,000) (255,000) 385,000 (60.16%)Mun Taxes Consolidated Budget Requirement 16,950,400 19,240,400 2,290,000 13.51% Page 1 of 9 Page 30 of 234 2021 2022 Variance Variance CBelongs to Budget Budget $% Operating Plan Council 380,300 491,500 111,200 29.24%Corp Ser Financial Services (183,900)(6,000) 177,900 (96.74%)Finance Corporate Services 1,701,000 1,688,500 (12,500) (0.73%)Corp Ser Customer Services (119,600) (121,000) (1,400) 1.17%Corp Ser Fleet Services (26,600) 15,600 42,200 (158.65%)Operations THI (140,000) (140,000)THI Enterprise Services (200,000) (200,000)THI Fire Services 1,422,600 1,422,600 0 0.00%Fire Police Services 3,110,500 3,239,200 128,700 4.14%Police Protection/Bylaw 240,500 265,300 24,800 10.31%Operations Building Operations OPS Admin 244,300 261,000 16,700 6.84%Operations Engineering 282,500 359,000 76,500 27.08%Operations Public Works 2,961,600 3,040,300 78,700 2.66%Operations Parking Operations Airport (4,000)(2,500) 1,500 (37.50%)Operations Waste Management 169,200 244,500 75,300 44.50%Operations Cemetery 151,300 173,300 22,000 14.54%RCP Parks 804,700 839,700 35,000 4.35%RCP Community Events 92,200 92,900 700 0.76%RCP Recreation - Programs 1,086,200 1,150,800 64,600 5.95%RCP Recreation - Facilities 2,796,300 2,846,000 49,700 1.78%RCP Elliott Fairbairn Centre (54,600) (46,000) 8,600 (15.75%)RCP Museum 338,200 354,000 15,800 4.67%RCP Transit Services 172,800 181,100 8,300 4.80%Operations Development & Communication Services (30,300) (37,300) (7,000) 23.10%EcDev Economic Development 343,300 397,200 53,900 15.70%EcDev Municipal Taxes (640,000) (255,000) 385,000 (60.16%)Mun Taxes Total Operating Budget 14,898,500 16,254,700 1,356,200 9.10% Capital Asset Management Corporate Services 59,600 0 (59,600) (100.00%)Corp Ser Fleet Services 338,000 338,000 0.00%Operations Fire Services 10,000 51,900 41,900 419.00%Fire Police Services 57,000 (57,000) (100.00%)Police Engineering 99,000 274,200 175,200 176.97%Operations Public Works 1,431,300 1,772,100 340,800 23.81%Operations Airport Operations Cemetery 60,000 (60,000) (100.00%)RCP Parks 110,000 120,000 10,000 9.09%RCP Recreation - Programs 10,000 15,000 5,000 50.00%RCP Recreation - Facilities 205,000 200,000 (5,000) (2.44%)RCP Museum 10,000 92,900 82,900 829.00%RCP Transit Services 68,000 68,000 Operations Economic Development 53,600 53,600 EcDev Total Asset Management 2,051,900 2,985,700 933,800 45.51% Page 2 of 9 Page 31 of 234 Summary Levy Impact by 1% =169,504$ Dept/area Of %Operating Capital Combined $Operating Capital Combined Increase Corp Ser 0.65%-2.90%0.22%Corp Ser 97,300$ (59,600)$ 37,700$ 1.6% Finance 1.19%0.00%1.05%Finance 177,900$ -$ 177,900$ 7.8% Operations 2.17%44.93%7.35%Operations 324,000$ 922,000$ 1,246,000$ 54.4% RCP 1.32%1.60%1.35%RCP 196,400$ 32,900$ 229,300$ 10.0% EcDev 0.31%2.61%0.59%EcDev 46,900$ 53,600$ 100,500$ 4.4% Fire 0.00%2.04%0.25%Fire -$ 41,900$ 41,900$ 1.8% Police 0.86%-2.78%0.42%Police 128,700$ (57,000)$ 71,700$ 3.1% Mun Taxes 2.58%0.00%2.27%Mun Taxes 385,000$ -$ 385,000$ 16.8% 9.10%45.51%13.51%1,356,200$ 933,800$ 2,290,000$ 1% =148,985$ 20,519$ 2021 RT Rate 0.00820403 OPTA rate for 2021 Starting Point- Nov 11 2022 0.00788678 Binder Document 2021 2022 Variance Variance Budget Budget $% Consolidated Budget Requirement 16,950,400 19,240,400 2,290,000 13.51%Option # 1 Levy Change 2,290,000$ 139.07$ Impact to Avg RT Total Operating Budget 14,898,500 16,254,700 1,356,200 9.10%RT Tax Rate 0.00881399 7.43%Tax Rate Change Total Asset Management 2,051,900 2,985,700 933,800 45.51% Revised with Savings Consolidated Budget Requirement 16,950,400 18,757,400 1,807,000 10.66%Option # 2 Levy Change 1,807,000$ 88.62$ Impact to Avg RT Total Operating Budget 14,898,500 15,786,700 888,200 5.96%RT Tax Rate 0.00859273 4.74%Tax Rate Change Total Asset Management 2,051,900 2,970,700 918,800 44.78% Revised with Savings Consolidated Budget Requirement 16,950,400 18,257,100 1,306,700 7.71%Option # 3 Levy Change 1,306,700$ 32.55$ Impact to Avg RT Total Operating Budget 14,898,500 15,786,700 888,200 5.96%RT Tax Rate 0.00836355 1.94%Tax Rate Change Total Asset Management 2,051,900 2,470,400 418,500 20.40% Revised with Savings Consolidated Budget Requirement 16,950,400 17,783,600 833,200 4.92%Option # 4 Levy Change 833,200$ (13.09)$ Impact to Avg RT Total Operating Budget 14,898,500 15,731,700 833,200 5.59%RT Tax Rate 0.00814664 -0.70%Tax Rate Change Total Asset Management 2,051,900 2,051,900 0 0.00% Tax rate % change Page 3 of 9 Page 32 of 234 Option 2 Starting Point- Nov 11 2022 Potential Savings Fund one-time items from reserve, reduce transfer to Fleet reserve, reduce 2021 2022 Variance Variance consolidated expenses, and fund only A & B capital, not C priority items Budget Budget $ % Consolidated Budget Requirement 16,950,400 19,240,400 2,290,000 13.51%Option # 1 Operating Plan Reductions Comment Total Operating Budget 14,898,500 16,254,700 1,356,200 9.10% Council (158,200)$ one-time items funded from tax rate stabilization reserve Total Asset Management 2,051,900 2,985,700 933,800 45.51% Financial Services (33,300)$ one-time items funded from tax rate stabilization reserve Corporate Services -$ Customer Services -$ Revised with Savings Fleet Services (45,000)$ reduce annual contribution to reserve from $100k to $55k Consolidated Budget Requirement 16,950,400 18,757,400 1,807,000 10.66%Option # 2 THI -$ Total Operating Budget 14,898,500 15,786,700 888,200 5.96% Enterprise Services -$ Total Asset Management 2,051,900 2,970,700 918,800 44.78% Fire Services -$ Police Services (51,000)$ Police Reserve - not recommended Protection/Bylaw -$ Building -$ OPS Admin -$ Tax Rate Stabilization Reserve Engineering -$ 2021 est. ending Balance 353,681 Public Works (24,000)$ one-time items funded from tax rate stabilization reserve 2022 Suggested use: Parking -$ Council (158,200) Airport -$ Financial Services (33,300) Waste Management (37,000)$ Additional revenue added to garbage bag tag sales $2k; one-time items funded from tax rate stabilization reserve $35k Financial Services (28,000) (currently in FMW) Cemetery -$ Public Works (24,000) Parks -$ Waste Management (35,000) Community Events -$ Economic Development (14,000) Recreation - Programs -$ 2022 est. ending balance 61,181 Recreation - Facilities -$ Note: the above does not account for any 2021 consolidated surplus Elliott Fairbairn Centre -$ Museum -$ Transit Services -$ Development & Communication Services (18,000)$ Reduce BIA Façade request from $35K to $31K; one-time items funded from tax rate stablization reserve $14k Economic Development (10,000)$ Cut PT labour for summer student shared with CAO Municipal Taxes -$ Total- savings/reductions (376,500)$ Additional Operating Savings Supplies (39,500)$ Reduce consolidated expense amount to 2021 amount Building Repairs & Maintenance (18,900)$ Reduce consolidated expense amount to 2021 amount FT overtime (21,600)$ Reduce consolidated expense amount to 2021 amount Materials/Inventory (11,500)$ Reduce consolidated expense amount to 2021 amount Total- savings/reductions (91,500)$ Capital Asset Management A – Must do this year 2,720,400$ fund the 'must do' this year projects in 2022 B – Must do next year 250,300$ fund the 'must do' next year projects in 2022 2,970,700$ Page 4 of 9 Page 33 of 234 Option 3 Starting Point- Nov 11 2022 Potential Savings Same as Option 2, but fund Loader from Fleet reserve instead of taxation 2021 2022 Variance Variance Reduces levy by $250K, and not fund priority B items Budget Budget $ % Consolidated Budget Requirement 16,950,400 19,240,400 2,290,000 13.51%Option # 1 Operating Plan Reductions Comment Total Operating Budget 14,898,500 16,254,700 1,356,200 9.10% Council (158,200)$ one-time items funded from tax rate stabilization reserve Total Asset Management 2,051,900 2,985,700 933,800 45.51% Financial Services (33,300)$ one-time items funded from tax rate stabilization reserve Corporate Services -$ Customer Services -$ Revised with Savings Fleet Services (45,000)$ reduce annual contribution to reserve from $100k to $55k Consolidated Budget Requirement 16,950,400 18,257,100 1,306,700 7.71%Option # 3 THI -$ Total Operating Budget 14,898,500 15,786,700 888,200 5.96% Enterprise Services -$ Total Asset Management 2,051,900 2,470,400 418,500 20.40% Fire Services -$ Police Services (51,000)$ Police Reserve - not recommended Protection/Bylaw -$ Building -$ OPS Admin -$ Tax Rate Stabilization Reserve Engineering -$ 2021 est. ending Balance 353,681 Public Works (24,000)$ one-time items funded from tax rate stabilization reserve 2022 Suggested use: Parking -$ Council (158,200) Airport -$ Financial Services (33,300) Waste Management (37,000)$ Additional revenue added to garbage bag tag sales $2k; one-time items funded from tax rate stabilization reserve $35k Financial Services (28,000) (currently in FMW) Cemetery -$ Public Works (24,000) Parks -$ Waste Management (35,000) Community Events -$ Economic Development (14,000) Recreation - Programs -$ 2022 est. ending balance 61,181 Recreation - Facilities -$ Note: the above does not account for any 2021 consolidated surplus Elliott Fairbairn Centre -$ Museum -$ Transit Services -$ Development & Communication Services (18,000)$ Reduce BIA Façade request from $35K to $31K; one-time items funded from tax rate stablization reserve $14k Economic Development (10,000)$ Cut PT labour for summer student shared with CAO Municipal Taxes -$ Total- savings/reductions (376,500)$ Additonal Operating Savings Supplies (39,500)$ Reduce consolidated expense amount to 2021 amount Buidling Repairs & Maintenance (18,900)$ Reduce consolidated expense amount to 2021 amount FT overtime (21,600)$ Reduce consolidated expense amount to 2021 amount Materials/Inventory (11,500)$ Reduce consolidated expense amount to 2021 amount Total- savings/reductions (91,500)$ Capital Asset Management A – Must do this year 2,720,400$ only fund the 'must do' this year projects in 2022 X88- Replace Roads Unit #80 - Loader (250,000)$ Funded from Fleet Reserve instead of taxation 2,470,400$ Page 5 of 9 Page 34 of 234 Option 4 Starting Point- Nov 11 2022 Potential Savings Same as Option 3, but reduce Fleet reserve transfer to $0 and same capital 2021 2022 Variance Variance budget as 2021 Budget Budget $ % Consolidated Budget Requirement 16,950,400 19,240,400 2,290,000 13.51%Option # 1 Operating Plan Reductions Comment Total Operating Budget 14,898,500 16,254,700 1,356,200 9.10% Council (158,200)$ one-time items funded from tax rate stabilization reserve Total Asset Management 2,051,900 2,985,700 933,800 45.51% Financial Services (33,300)$ one-time items funded from tax rate stabilization reserve Corporate Services -$ Customer Services -$ Revised with Savings Fleet Services (100,000)$ reduce annual contribution to reserve from $100k to $0 Consolidated Budget Requirement 16,950,400 17,783,600 833,200 4.92%Option # 4 THI -$ Total Operating Budget 14,898,500 15,731,700 833,200 5.59% Enterprise Services -$ Total Asset Management 2,051,900 2,051,900 0 0.00% Fire Services -$ Police Services (51,000)$ Police Reserve; Protection/Bylaw -$ Building -$ OPS Admin -$ Tax Rate Stabilization Reserve Engineering -$ 2021 est. ending Balance 353,681 Public Works (24,000)$ one-time items funded from tax rate stabilization reserve 2022 Suggested use: Parking -$ Council (158,200) Airport -$ Financial Services (33,300) Waste Management (37,000)$ Additional revenue added to garbage bag tag sales $2k; one-time items funded from tax rate stabilization reserve $35k Financial Services (28,000) (currently in FMW) Cemetery -$ Public Works (24,000) Parks -$ Waste Management (35,000) Community Events -$ Economic Development (14,000) Recreation - Programs -$ 2022 est. ending balance 61,181 Recreation - Facilities -$ Note: the above does not account for any 2021 consolidated surplus Elliott Fairbairn Centre -$ Museum -$ Transit Services -$ Development & Communication Services (18,000)$ Reduce BIA Façade request from $35K to $31K; one-time items funded from tax rate stablization reserve $14k Economic Development (10,000)$ Cut PT labour for summer student shared with CAO Municipal Taxes -$ Total- savings/reductions (431,500)$ Additonal Operating Savings Supplies (39,500)$ Reduce consolidated expense amount to 2021 amount Buidling Repairs & Maintenance (18,900)$ Reduce consolidated expense amount to 2021 amount FT overtime (21,600)$ Reduce consolidated expense amount to 2021 amount Materials/Inventory (11,500)$ Reduce consolidated expense amount to 2021 amount Total- savings/reductions (91,500)$ Capital Asset Management 2,051,900$ Fund the same level amount as in 2021 2,051,900$ Page 6 of 9 Page 35 of 234 2021 Preliminary Additional Revenue from 2021 Assessment Growth Tillsonburg Town, 3204 20-Nov 2021 Total Taxation Based on Returned Roll 2021 Total Taxation to Current Date (1)Difference Between Returned Roll and Year End Class CVA Total CVA Total $ % $ % $ % $ % Taxable Residential 1,523,285,476 6,156,116 12,028,290 18,184,406 1,569,379,062 6,342,396 12,391,820 18,734,216 46,093,586 3.03% 186,280 3.03% 363,530 3.02% 549,810 3.02% New Multi-residential 0 0 0 0 5,379,000 21,738 42,423 64,161 5,379,000 0.00% 21,738 0.00% 42,423 0.00% 64,161 0.00% Multi-residential 56,681,100 458,135 898,882 1,357,017 54,740,100 442,447 868,265 1,310,712 -1,941,000 -3.42% -15,688 -3.42% -30,616 -3.41% -46,305 -3.41% Com. Occupied 167,720,117 1,289,067 2,636,749 3,925,816 168,786,117 1,297,260 2,652,738 3,949,998 1,066,000 0.64% 8,193 0.64% 15,989 0.61% 24,182 0.62% Com. Exc. Land 840,500 4,522 8,825 13,347 840,500 4,522 8,825 13,347 0 0.00%0 0.00%0 0.00%0 0.00% Com. Vac. Land 2,520,500 13,560 26,726 40,287 1,793,500 9,649 19,093 28,743 -727,000 -28.84% -3,911 -28.84% -7,633 -28.56% -11,544 -28.66% Ind. Occupied 37,243,400 395,850 772,511 1,168,361 36,866,900 391,848 764,702 1,156,550 -376,500 -1.01% -4,002 -1.01% -7,809 -1.01% -11,811 -1.01% Ind. Exc. Land 414,400 2,863 5,587 8,450 479,500 3,313 6,465 9,778 65,100 15.71% 450 15.71%878 15.71% 1,327 15.71% Large Ind. Occ.20,730,807 220,342 430,003 650,345 20,730,807 220,342 430,003 650,345 0 0.00%0 0.00%0 0.00%0 0.00% Large Ind. Exc.44,400 307 599 905 44,400 307 599 905 0 0.00%0 0.00%0 0.00%0 0.00% Pipelines 5,609,000 28,546 55,708 84,253 5,690,000 28,958 56,512 85,470 81,000 1.44% 412 1.44%804 1.44% 1,217 1.44% Farm 9,555,500 8,407 16,406 24,813 10,734,500 9,444 18,431 27,875 1,179,000 12.34% 1,037 12.34% 2,024 12.34% 3,062 12.34% Commercial Total Taxable 171,081,117 1,307,149 2,672,300 3,979,449 171,420,117 1,311,431 2,680,656 3,992,087 339,000 0.20% 4,282 0.33% 8,356 0.31% 12,638 0.32% Industrial Total Taxable 58,433,007 619,361 1,208,700 1,828,061 58,121,607 615,809 1,201,768 1,817,578 -311,400 -0.53% -3,552 -0.57% -6,932 -0.57% -10,484 -0.57% Total Taxable 1,824,645,200 8,577,715 16,880,286 25,458,000 1,875,464,386 8,772,223 17,259,875 26,032,099 50,819,186 2.79% 194,509 2.27% 379,590 2.25% 574,098 2.26% Payment in Lieu Residential 6,700 27 53 80 6,700 27 53 80 0 0.00%0 0.00%0 0.00%0 0.00% Com. Occupied 6,110,400 46,963 91,650 138,614 6,110,400 46,963 91,650 138,614 0 0.00%0 0.00%0 0.00%0 0.00% Com. Exc. Land 360,100 1,937 3,781 5,718 360,100 1,937 3,781 5,718 0 0.00%0 0.00%0 0.00%0 0.00% Com. Vac. Land 99,000 533 1,039 1,572 99,000 533 1,039 1,572 0 0.00%0 0.00%0 0.00%0 0.00% Ind. Occupied 29,200 310 606 916 29,200 310 606 916 0 0.00%0 0.00%0 0.00%0 0.00% Commercial Total PIL 6,569,500 49,433 96,471 145,904 6,569,500 49,433 96,471 145,904 0 0.00%0 0.00%0 0.00%0 0.00% Industrial Total PIL 29,200 310 606 916 29,200 310 606 916 0 0.00%0 0.00%0 0.00%0 0.00% Total PIL 6,605,400 49,771 97,129 146,900 6,605,400 49,771 97,129 146,900 0 0.00%0 0.00%0 0.00%0 0.00% Commercial Grand Total 177,650,617 1,356,583 2,768,771 4,125,354 177,989,617 1,360,864 2,777,127 4,137,991 339,000 0.19% 4,282 0.32% 8,356 0.30% 12,638 0.31% Industrial Grand Total 58,462,207 619,672 1,209,306 1,828,977 58,150,807 616,120 1,202,374 1,818,494 -311,400 -0.53% -3,552 -0.57% -6,932 -0.57% -10,484 -0.57% Grand Total 1,831,250,600 8,627,486 16,977,415 25,604,901 1,882,069,786 8,821,994 17,357,004 26,178,999 50,819,186 2.78% 194,509 2.25% 379,590 2.24% 574,098 2.24% County Town Total New New Assmt Revenue Revenue Revenue 2021 Assessment Growth 50,819,186 2.78% 194,509 2.25% 379,590 2.24% 574,098 2.24% 2020 Assessment Growth 40,529,500 2.26% 182,351 2.15% 369,378 2.14% 551,729 2.14% 2019 Assessment Growth 42,554,410 2.48% 168,295 2.06% 330,299 2.01% 498,594 2.03% 2018 Assessment Growth 31,683,434 1.92% 139,162 1.77% 275,400 1.78% 414,562 1.77% 2018-2021 YTD additional revenue from assessment growth 1,354,667 Lower Tier Total Change 1. The 2021 Total Taxation to Current Date columns only include the additional revenue from in-year assessment changes released by MPAC and processed by OPTA up to the date of the report. The columns do not include the additional revenue from 2021 year- end changes that will be returned on the 2022 assessment roll. The total revenue from all 2021 in-year and year-end changes will be reported on the report after the return of the 2022 assessment roll. Upper Tier Lower Tier Upper Tier Lower Tier CVA Upper Tier Page 7 of 9 Page 36 of 234 2022 Tax Impact on Median/Typical Property Tillsonburg Town, 3204 Budget as Presented RTC RTQ Description Prop Code Prop Count 2020 CVA 2021 CVA % CVA Change 2020 Total CVA Taxes 2021 Total CVA Taxes $ Tax Change % Tax Change R T Single Family Home 301 5,067 228,000 228,000 0.00% 3,146.30 3,285.37 139.07 4.42% R T Residential Condominium Unit 370 599 123,000 123,000 0.00% 1,697.33 1,772.36 75.03 4.42% R T Farm House 201 3 450,400 450,400 0.00% 6,215.31 6,490.03 274.72 4.42% F T Farmland 211 2 178,500 178,500 0.00% 545.07 568.78 23.71 4.35% M T Apartment Building 340 27 1,389,000 1,389,000 0.00% 36,209.93 37,904.39 1,694.46 4.68% C T Small Office Building 400 16 174,000 174,000 0.00% 6,583.29 6,141.34 -441.95 -6.71% C T Small Retail Commercial Property 410 36 170,000 170,000 0.00% 6,431.95 6,000.16 -431.79 -6.71% I T Standard Industrial Property 520 15 1,317,100 1,317,100 0.00% 58,965.05 56,204.67 -2,760.38 -4.68% Option 2 RTC RTQ Description Prop Code Prop Count 2020 CVA 2021 CVA % CVA Change 2020 Total CVA Taxes 2021 Total CVA Taxes $ Tax Change % Tax Change R T Single Family Home 301 5,067 228,000 228,000 0.00% 3,146.30 3,234.92 88.62 2.82% R T Residential Condominium Unit 370 599 123,000 123,000 0.00% 1,697.33 1,745.15 47.82 2.82% R T Farm House 201 3 450,400 450,400 0.00% 6,215.31 6,390.38 175.07 2.82% F T Farmland 211 2 178,500 178,500 0.00% 545.07 560.18 15.11 2.77% M T Apartment Building 340 27 1,389,000 1,389,000 0.00% 36,209.93 37,289.73 1,079.80 2.98% C T Small Office Building 400 16 174,000 174,000 0.00% 6,583.29 6,068.12 -515.17 -7.83% C T Small Retail Commercial Property 410 36 170,000 170,000 0.00% 6,431.95 5,928.62 -503.33 -7.83% I T Standard Industrial Property 520 15 1,317,100 1,317,100 0.00% 58,965.05 55,438.23 -3,526.82 -5.98% Option 3 RTC RTQ Description Prop Code Prop Count 2020 CVA 2021 CVA % CVA Change 2020 Total CVA Taxes 2021 Total CVA Taxes $ Tax Change % Tax Change R T Single Family Home 301 5,067 228,000 228,000 0.00% 3,146.30 3,182.67 36.37 1.16% R T Residential Condominium Unit 370 599 123,000 123,000 0.00% 1,697.33 1,716.96 19.63 1.16% R T Farm House 201 3 450,400 450,400 0.00% 6,215.31 6,287.15 71.84 1.16% F T Farmland 211 2 178,500 178,500 0.00% 545.07 551.27 6.20 1.14% M T Apartment Building 340 27 1,389,000 1,389,000 0.00% 36,209.93 36,653.07 443.14 1.22% C T Small Office Building 400 16 174,000 174,000 0.00% 6,583.29 5,992.28 -591.01 -8.98% C T Small Retail Commercial Property 410 36 170,000 170,000 0.00% 6,431.95 5,854.53 -577.42 -8.98% I T Standard Industrial Property 520 15 1,317,100 1,317,100 0.00% 58,965.05 54,644.37 -4,320.68 -7.33% Option 4 RTC RTQ Description Prop Prop 2020 CVA 2021 CVA % CVA 2020 Total 2021 Total $ Tax % Tax R T Single Family Home 301 5,067 228,000 228,000 0.00% 3,146.30 3,133.21 -13.09 -0.42% R T Residential Condominium Unit 370 599 123,000 123,000 0.00% 1,697.33 1,690.28 -7.05 -0.42% R T Farm House 201 3 450,400 450,400 0.00% 6,215.31 6,189.46 -25.85 -0.42% F T Farmland 211 2 178,500 178,500 0.00% 545.07 542.84 -2.23 -0.41% M T Apartment Building 340 27 1,389,000 1,389,000 0.00% 36,209.93 36,050.50 -159.43 -0.44% C T Small Office Building 400 16 174,000 174,000 0.00% 6,583.29 5,920.50 -662.79 -10.07% C T Small Retail Commercial Property 410 36 170,000 170,000 0.00% 6,431.95 5,784.40 -647.55 -10.07% I T Standard Industrial Property 520 15 1,317,100 1,317,100 0.00% 58,965.05 53,892.99 -5,072.06 -8.60% The median or typical property in each group represents a property with an assessed value at or near the midpoint or median for the group and a per cent change in assessment for the year at or near the median for the group. The property code displayed opposite the property indicates the specific subgroup to which the property belongs. Single Family Home is a single family detached house not on water (RTC/RTQ = RT, Property Code 301) Seasonal Recreational Dwelling can be a cottage on water (RTC/RTQ = RT, Property Code 391), a cottage with access to water (RTC/RTQ = RT, Property Code 392) or a cottage without access to water (RTC/RTQ = RT, Property Code 395) Residential Condominium Unit is a residential condominium unit (RTC/RTQ = RT, Property Code 370) Farm House can be a house on a farm that may have secondary structures but no farm buildings (RTC/RTQ = RT, Property Code 201) or a house on a farm that has secondary structures and farm buildings (RTC/RTQ = RT, Property Code 211) Farmland can be land on a farm on which there is also a house that may have secondary structures but no farm buildings (RTC/RTQ = FT, Property Code 201) or land on a farm on which there is also a house, secondary structures and farm buildings (RTC/RTQ = FT, Property Code 211) Managed Forest can be vacant land not on water (RTC/RTQ = TT, Property Code 240), vacant land on water (RTC/RTQ = TT, Property Code 241), land on which there is also a cottage not on water (RTC/RTQ = TT, Property Code 242), land on which there is also a cottage on water (RTC/RTQ = TT, Property Code 243), land on which there is also a house not on water (RTC/RTQ = TT, Property Code 244) or land on which there is also a house on water (RTC/RTQ = TT, Property Code 245) Apartment Building is a multi-residential building with 7 or more self-contained residential units (RTC/RTQ = MT, Property Code 340) or a multi-residential building with 7 or more self-contained residential units, with small commercial unit(s) (RTC/RTQ = MT, Property Code 341)Page 8 of 9 Page 37 of 234 Small Office Building is a single tenant or owner occupied office building under 7,500 sq. ft. (RTC = C or X that pays both education and municipal taxes, excludes vacant/excess land, Property Code 400) Small Retail Commercial Property is a one storey retail property under 10,000 sq. ft. (RTC = C or X that pays both education and municipal taxes, excludes vacant/excess land, Property Code 410) Standard Industrial Property is an industrial property not identified by type or use (RTC = I or J that pays both education and municipal taxes, excludes vacant/excess land, Property Code 520) Page 9 of 9 Page 38 of 234 November 29 , 2021 Office of the CAO TOWN OF TILLSONBURG 2022 Business Plan Page 39 of 234 2 2022 Business Objectives 2022 Business Plan | Office of the CAO Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Physician Recruitment Goal – Life Style & Amenities Strategic Direction – Expand community partnerships in the delivery of programs and amenities Priority Project -On going - Physician recruitment program CAO $70,000 Ongoing Town Hall Project Goal – Customer Service, Communications and Engagement Strategic Direction – Position Tillsonburg as a leader in the municipal sector Priority Project -Immediate Term - Consolidated Town Hall initiative; Consolidated customer service counter CAO $254,040 Q4 and beyond fiscal year Attainable and Affordable Housing Goal – Life Style & Amenities Strategic Direction – Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options; Facilitate attainable housing options for local employees (Business Attraction, Retention and Expansion) Priority Project –Immediate Term - Affordable housing collaboration with Oxford County CAO Strategic Plan Initiatives Ongoing Page 40 of 234 3 2022 Business Objectives 2022 Business Plan | Office of the CAO Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Boundary Adjustment Goal – Business Attraction, Retention and Expansion Strategic Direction – Ensure adequate supply of “shovel ready” land for business attraction and expansion Priority Project -Immediate Term - Boundary expansion initiative CAO Strategic Plan Initiatives Ongoing Carry out Strategic Plan Initiatives Town of Tillsonburg Community Strategic Plan (2021- 2030) CAO $60,000 Ongoing Page 41 of 234 4 Risks •Global Pandemic (COVID-19) •Projected retirements vs new physicians (supply and demand) •Timing (Town Hall) •Available lands 2022 Business Plan | Office of the CAO Page 42 of 234 5 Opportunities 2022 Business Plan | Office of the CAO •Government funding •Made in Tillsonburg initiatives/approaches Page 43 of 234 6 Future Departmental Directions: 3 Year Outlook •2023 •Continue to find process efficiencies •Continue to engage and communicate with Council and staff •Priority check with Council •Carry out strategic plan initiatives •2024/2025 •Carry out strategic plan initiatives •Service Delivery Review 2022 Business Plan | Office of the CAO Page 44 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 110 Corporate Services Town Hall X44 254,000 (254,000) - 2 B – Must do next year 3- Regular replacement program- existing service level Total 110 Corporate Services - 254,000 - - (254,000) - - - - - - - 7 Page 45 of 234 Page 46 of 234 November 29 , 2021 Financial Services TOWN OF TILLSONBURG 2022 Business Plan Page 47 of 234 2 Departmental Highlights • Departmental Accomplishments: • WFH and meet interim audit requirements • Implementation of Virtual City Hall (VCH) • Customer Service, Communication and Engagement Pillar - Continue to develop digital service delivery while maintaining counter and telephone channels • Regional collaboration • Explore opportunities for service efficiencies in partnership with adjacent municipalities • A/P Digitization Review – County, Tillsonburg, Ingersoll • Strengthen procurement processes • New templates to enhance process and reduce risk • Delegation of duties / skills development • Enhance employee engagement and training as the foundation for exceptional customer service 2022 Business Plan | Financial Services Page 48 of 234 3 2022 Business Objectives 2022 Business Plan | Financial Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Financial System (Great Plains) Version Update Goal – Customer Service, Communications and Engagement Strategic Direction – Excellence and accountability in government Priority Project -Short Term - Director / Deputy Treasurer / Revenue Manager $9,000 (within Corp Services - IT) Q1 AP Digitalization, streamlining study with County and Ingersoll (Pending Review) Goal – Customer Service, Communications and Engagement Strategic Direction – Excellence and accountability in government Priority Project -Short Term - Director / Deputy Treasurer / AP Clerk TBD ($33,300 estimate within Operating budget) TBD Purchase Order (Paramount) / FMW Integration Pilot (Pendingoutcome of AP Digitalization) Goal – Customer Service, Communications and Engagement Strategic Direction – Excellence and accountability in government Priority Project -Short Term - Director / Deputy Treasurer / Purchasing Coordinator TBD Q2 Multi-year Budget Development & Asset Management Plan Integration (FMW and CityWide) Goal – Customer Service, Communications and Engagement Strategic Direction – Excellence and accountability in government Priority Project –Short Term – Multi-year budgeting; Financial sustainability plan Director / Deputy Treasurer / Operations staff / SLT & Managers $28,000 Q3 Page 49 of 234 4 2022 Business Objectives Cont’d 2022 Business Plan | Financial Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Reserves & Trusts Thresholds Policy Review Goal – Customer Service, Communications and Engagement Strategic Direction – Excellence and accountability in government Priority Project –Short Term – Multi-year budgeting; Financial sustainability plan Director / Deputy Treasurer $0 Q4 Foundational work on 2023- 2025 Goals Goal – Customer Service, Communications and Engagement Strategic Direction – Excellence and accountability in government Priority Project –Short Term – Multi-year budgeting; Financial sustainability plan Director / Deputy Treasurer / Revenue Manager $0 Q4 Page 50 of 234 5 Risks & Opportunities 2022 Business Plan | Financial Services Risk Opportunity Cyber risk; ransomware attacks Strengthening internal processes; fraud prevention services; insurance Numerous departmental transitions, workload and stretched resources Skills training and development; service level reviews Technology obsolescence; Innovation and strategic investments in new technology and processes Pandemic disruptions uncertainties Budget approval Page 51 of 234 6 Future Departmental Directions: 3 Year Outlook •2023-2025 •AR Collections & Write-Off Policy •Financial Sustainability Plan/Long-range Financial Plan •Updated Debt Policy •Purchase Order Policy 2022 Business Plan | Financial Services Page 52 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -709,900 -653,600 56,300 (7.9%)1 User Charges -24,000 -24,000 Other Revenue -60,000 -70,000 -10,000 16.7%2 Contribution from Reserves -150,000 -28,000 122,000 (81.3%)3 Total Revenues -943,900 -775,600 168,300 (17.8%) Expenditures Labour 800,000 838,700 38,700 4.8% Purchases 65,300 118,100 52,800 80.9%4 Contracted Services 40,000 40,000 Contribution to Reserves 53,800 -53,800 (100.0%)5 Interfunctional Adjustments -199,100 -227,200 -28,100 14.1%6 Total Expenditures 760,000 769,600 9,600 1.3% Total Net Levy -183,900 -6,000 177,900 (96.7%) Notes: 1 Increased OMPF Grant; Safe Restart grant not applicable in 2021 2 Interest Revenue 3 One-time use from prior year consolidated surplus 4 Special Projects - AP Digitalization & FMW multi year budget 5 Savings into Tax Rate Stabilization reserve 6 Staff time allocations 7 Page 53 of 234 November 29 , 2021 Corporate Services TOWN OF TILLSONBURG 2022 Business Plan Page 54 of 234 2 2022 Business Objectives 2022 Business Plan | Corporate Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Employee Engagement Survey Goal – Customer Service, Communication and Engagement Strategic Direction –Enhance employee engagement and training as the foundation for exceptional customer service Priority Project-Employee Engagement Strategy Manager of Human Resources $10,000 June of 2022 Investigate Options for a Volunteer Recognition Program Goal –Customer Service, Communication and Engagement Strategic Direction – Engage Community Groups Priority Project-Volunteer Recognition Program Manager of Human Resources $2,500 April of 2022 Council Orientation Program Goal – Customer Service, Communication and Engagement Strategic Direction –Position Tillsonburg as a leader in the municipal sector Priority Project-Provide training to members of Council. Director of Corporate Services $5,000 Ongoing Page 55 of 234 3 2022 Business Objectives 2022 Business Plan | Corporate Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Youth Engagement Program Goal –Customer Service, Communication and Engagement Strategic Direction – Increase opportunities and promotion for public engagement in shaping municipal initiatives Priority Project- Youth Engagement Strategy Clerk $1,000 Ongoing Review of Council Committees Goal – Customer Service, Communication and Engagement Strategic Direction –Better engage community groups Priority Project-Review of mandate/terms of reference for committees Clerk N/A Summer of 2022 Municipal Election Goal –Customer Service, Communication and Engagement Strategic Direction –Engage the community Priority Project-Preparing and delivering a successful election process Clerk $45,000 October of 2022 Page 56 of 234 4 2022 Business Objectives 2022 Business Plan | Corporate Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Navigation improvements on the Municipal website Goal – Customer Service, Communications and Engagement Strategic Direction –continue to develop digital service delivery Priority Project- improving the website Communications Officer $60,000 upper end (scalable) End of 2022 Mobile Application for reporting and service requests Goal –Customer Service, Communications and Engagement Strategic Direction –continue to develop digital service delivery Priority Project-introduction of a new mobile application Communications Officer $37,500 End of 2022 Implement IT plan Goal – Customer Service, Communications and Engagement Strategic Direction –explore opportunities for service efficiencies Priority Project-Once IT plan has concluded, implement the recommendations Director of Corporate Services Not known at this time Multi-year Page 57 of 234 5 2022 Capital Summary 2022 Business Plan | Corporate Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Contribution to IT Reserves from Departmental Charges for future Computer Hardware Replacements Goal – Customer Service, Communications and Engagement Strategic Direction –service efficiencies and employee satisfaction by providing them with the right tools Priority Project- securing new equipment for team members IT $74,000 (-$74,000 recovery from Departments) Q4 Computer Replacements Goal – Customer Service, Communications and Engagement Strategic Direction –service efficiencies and employee satisfaction by providing them with the right tools Priority Project- securing new equipment for team members IT $62,300 Q4 Cell Phone Replacements Goal – Customer Service, Communications and Engagement Strategic Direction –service efficiencies and employee satisfaction by providing them with the right tools Priority Project- securing new equipment for team members IT $8,000 Q4 Page 58 of 234 6 •Recruitment •Pay Administration •Human Resource Information System (HRIS) •Benefit Administration •Policy & Procedures •Employee Relations •Health & Safety/Wellness •Labour Relations Human Resources Services 20212Business Plan | Human Resources Page 59 of 234 7 Total FTE Count 2021 2022 (proposed) Total FTE Requirements 140.35 143.1 Change from previous year 3.01 2.75 2022 Business Plan | Human Resources Page 60 of 234 8 Risks IT •Cyber attacks against municipal government which requires continued constant vigilance and precautions. Challenges Human Resources •Competitive recruiting in our sector which may impact our ability to hire the best. There is also a trend of people moving from one organization to another so retention of our good talent may be a challenge. 2022 Business Plan | Corporate Page 61 of 234 9 Opportunities Clerks •Increased efficiencies while ensuring record retention best practices by converting all permanent files to electronic format. Human Resources •Building, training an engaged team to see the successful delivery of services Customer Service •With the assistance of the right tools and technology, we can see efficiencies which will result in excellence in customer service. 2022 Business Plan | Corporate Services Page 62 of 234 10 Future Departmental Directions: 3 Year Outlook •2023/2024/2025 – ongoing management of documents and records which continues to increase •Communication practices continue to evolve and we need to understand the ever changing needs of our residents •On-going training and identification of tools is necessary to ensure we see excellence in customer service delivery •The changes we are seeing in our sector (ie increased retirements) requires us to be an employer of choice so we need to position ourselves accordingly. 2022 Business Plan | Corporate Services Page 63 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -11,000 -34,000 -23,000 209.1%1 Contribution from Reserves -4,000 4,000 (100.0%) Total Revenues -15,000 -34,000 -19,000 126.7% Expenditures Labour 1,066,300 1,111,100 44,800 4.2% Purchases 562,100 595,100 33,000 5.9%2 Contracted Services 525,600 525,800 200 Interfunctional Adjustments -438,000 -533,400 -95,400 21.8%3 Debt Principal & Interest 23,900 23,900 1 Total Expenditures 1,716,000 1,722,500 6,500 0.4% Total Net Levy 1,701,000 1,688,500 -12,500 (0.7%) Notes: 1 Debt principal is fully offset by by third party payment 2 Insurance cost and Benefit Enhancement 3 Staff allocations and IT charge allocations 11 Page 64 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -298,700 -298,700 Total Revenues -298,700 -298,700 Expenditures Labour 280,600 290,000 9,400 3.3% Purchases 90,600 94,600 4,000 4.4% Contracted Services 32,000 34,200 2,200 6.9% Interfunctional Adjustments -231,400 -248,100 -16,700 7.2%1 Debt Principal & Interest 7,300 7,000 -300 (4.1%) Total Expenditures 179,100 177,700 -1,400 (0.8%) Total Net Levy -119,600 -121,000 -1,400 1.2% Notes: 1 Staff allocations 12 Page 65 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -162,100 -162,100 1 Contribution from Reserves -135,000 -115,000 20,000 (14.8%)2 Total Revenues -135,000 -277,100 -142,100 105.3% Expenditures Labour 199,000 203,800 4,800 2.4% Purchases 278,100 483,100 205,000 73.7%3 Contracted Services 1,800 36,800 35,000 1,944.4%4 Contribution to Reserves 10,000 10,000 Interfunctional Adjustments 26,400 34,900 8,500 32.2%5 Total Expenditures 515,300 768,600 253,300 49.2% Total Net Levy 380,300 491,500 111,200 29.2% Notes: 1 Modernization funding intake 3 2 Physician Recruitment and the Election 3 Strategic plan initiatives 4 Municipal election 5 IT charges allocation 13 Page 66 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 110 Corporate Services Annual IT replacement program X95 (74,000) 74,000 - 1 A – Must do this year 3- Regular replacement program- existing service level Computer Replacements X96 62,300 (62,300) - 1 A – Must do this year 3- Regular replacement program- existing service level Cell Phone Replacements X97 8,000 (8,000) - 2 A – Must do this year 3- Regular replacement program- existing service level Total 110 Corporate Services (3,700) 74,000 - - - (70,300) - - - - - - 14 Page 67 of 234 Page 68 of 234 Page 69 of 234 Page 70 of 234 Town of Tillsonburg 2022 Business Plan Operations and Development Services November 29, 2021 Page 71 of 234 2 2022 Business Objectives 2022 Business Plan | Operations and Development Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Renegotiations of Westtown Line Boundary Road Agreement (CFWD) Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –Explore opportunities for service efficiencies in partnership with adjacent municipalities. Priority Project – Short Term -Municipal service review Director of Operations and Development - Q4 Renegotiations of Water Distribution and Wastewater Collection Agreement with Oxford County (CFWD) Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –Explore opportunities for service efficiencies in partnership with adjacent municipalities. Priority Project – Short Term -Municipal service review Director of Operations and Development - Q3 Airport Website Redesign (CFWD) Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Leverage the municipal airport more effectively to increase access, visibility and business activity in Tillsonburg. Priority Project – Immediate Term-Airport Master Plan and implementation Manager of Public Works - Q3 Renegotiations of the Traffic Signal /Streetlights Maintenance Agreement (CFWD) Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –Position Tillsonburg as a leader in the municipal s ector. Priority Project – Short Term -Municipal service review Manager of Public Works - Q3 Page 72 of 234 3 2022 Business Objectives 2022 Business Plan | Operations and Development Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Asset Management Plan Update (CFWD) Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenan ce, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering - Q2 Facilities Asset Management (FCM Application) (CFWD) Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenan ce, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering - Lincoln St, Townline Rd and Goshen Street– Design Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenan ce, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering - Q4 Page 73 of 234 4 2022 Business Objectives 2022 Business Plan | Operations and Development Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Review and implement CloudPermit customer payment integration Goal –Tillsonburg will strive for excellence and account ability in government, providing effective and efficient services, information and opportunities to shape municipal in itiatives. Strategic Direction – N/A Priority Project - N/A Chief Building Official - Q2 Complete Amanda / CloudPermit Integration (CWFD) Goal – Through community and regional partnerships, Tills onburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base. Strategic Direction – Continue to streamline and expedite the building approval process. Priority Project - Ongoing -Continued roll-out and resourcing for Cloud based permit application system Chief Building Official - (Oxford County Funded) Q1 Inspector Training / Consistency & Policy Review Program Goal – Tillsonburg will strive for excellence and account ability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives. Strategic Direction - Position Tillsonburg as a leader in the municipal sector. Priority Project - N/A Deputy Chief Building Official $2500 Ongoing 2022 Building Code Amendments – Notify/educate designers, contractor and general public Goal – Tillsonburg will strive for excellence and account ability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives. Strategic Direction - Position Tillsonburg as a leader in the municipal sector. Priority Project - N/A Deputy Chief Building Official $1000 Ongoing Page 74 of 234 5 2022 Business Objectives 2022 Business Plan | Operations and Development Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion By-Law Reviews – Building By-Law (CFWD), Garbage/Dumping By-Law (CFWD), Pool Enclosure By- law Goal – Tillsonburg will strive for excellence and account ability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives. Strategic Direction - Position Tillsonburg as a leader in the municipal sector. Priority Project - N/A Chief Building Official $2500 Q4 Central Area Design Study – Façade Improvement Program Goal – The Town of Tillsonburg will accommodate and suppo rt sustainable growth. Strategic Direction – Promote, preserve and enhance the downtown core as the retail centre and community hub for Tillsonbu rg. Priority Project - N/A Development Technician - Funded from Economic Development Q4 Implement Planning Application Web Portal & Digital Service Delivery Goal – Through community and regional partnerships, Tills onburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base. Strategic Direction – Continue to streamline and expedite the building approval process. Priority Project – Ongoing -Continued roll-out and resourcing for Cloud based permit application system Chief Building Official - (Oxford County Funded) Q4 Page 75 of 234 6 2022 Business Objectives 2022 Business Plan | Operations and Development Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Review of Planning Process & Procedures (CFWD) Goal – Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base. Strategic Direction – Continue to streamline and expedite the building approval process. Priority Project - N/A County Planner - Q3 Review and Implement Planning Options related to MMAH More Homes, More Choice: Ontario’s Housing Supply Action Plan - secondary dwelling units, tiny homes, etc. (CFWD) Goal – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction –Work with Oxford County and community partner s to ensure an adequate supply of affordable, attainable housing options. Priority Project- Immediate - Affordable housing collaboration with O xford County. Goal – The Town of Tillsonburg will accommodate and suppo rt sustainable growth. Strategic Direction –Work with Oxford County and the development community to proactively plan for a variety of housing options that are affordable and attainable for current and prospective residents. Priority Project - Immediate -Attainable housing plan. Chief Building Official - Q2 Building/By-Law Communications & Compliance Blitz Goal – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – N/A Priority Project - Short Term - Property standards review and enforcement plan Future Building- By-Law Compliance Supervisor New FTE split with Building & Protection Q4 Page 76 of 234 7 2022 Business Plan | Operations and Development Services 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Woodcock Drive and Pheasant Crt – Design Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $180,000 Q3 Cranberry Rd - Design Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $260,000 Q3 Kinsmen Bridge - Design Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Provide alternatives to automobile travel through active transportation and public transit. Priority Project –N/A Manager of Engineering $120,000 Q4 Page 77 of 234 8 2022 Business Plan | Operations and Development Services 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion 3D Lidar – Manhole Condition Assessment Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $170,000 Q4 Connecting Link -Hwy #3 to Town limits Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $631,200 Q4 Stoney Creek Sanitary Sewer Retaining Walls - Design Goal –N/A Strategic Direction – N/A Priority Project –N/A Manager of Engineering $109,901 Q4 Bus Stop Shelter Installation Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Provide alternatives to automobile travel through active transportation and public transit. Priority Project –N/A Transit Coordinator $340,000 Q2 Page 78 of 234 9 2022 Business Plan | Operations and Development Services 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Beech Blvd and Stoney Creek - Retaining Walls Reconstruction Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $1,176,000 Q3 Lindsay St Reconstruction Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $1,518,929 Q3 Frances St Reconstruction Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $1,861,913 Q3 Page 79 of 234 10 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion 2022 Asphalt Program Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $400,000 Q3 2022 Sidewalk Connectivity Program Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Provide alternatives to automobile travel through active transportation and public transit. Priority Project –N/A Manager of Engineering $100,000 Q3 2022 Sidewalk Inspection Program Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering $25,000 Q4 2022 Business Plan | Operations and Development Services Page 80 of 234 11 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Salt Storage Construction Goal –The Town of Tillsonburg will accommodate and suppor t sustainable growth. Strategic Direction –Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project –N/A Manager of Public Works $475,000 Q4 Fleet Facility Expansion - Design Goal –The Town of Tillsonburg will accommodate and suppor t sustainable growth. Strategic Direction –Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project –N/A Manager of Public Works $120,000 Q4 Transportation Master Plan Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a multi-modal transportation network with improved connectivity to the 401 and VIA Rail. Strategic Direction –Provide alternatives to automobile travel through active transportation and public transit. Priority Project – Short Term -Transportation Master Plan Director of Operations and Development $80,000 Q4 2021 CFWD - General Aviation Access Road Goal –Tillsonburg residents and businesses will be connected to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Leverage the municipal airport more effectively to increase access, visibility and business activity in Tillson burg. Priority Project – Immediate Term -Airport Master Plan and implementation Manager of Engineering - Q3 2022 Business Plan | Operations and Development Services Page 81 of 234 12 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion 2020 CFWD - Young Street Storm Outlet Class Environmental Assessment Goal –Tillsonburg residents and businesses will be connec ted to each other, regional networks and the world through effective traditional and digital infrastructure. Strategic Direction –Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing -Asset Management Plan Manager of Engineering - Q3 2022 Business Plan | Operations and Development Services Page 82 of 234 13 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Replace Roads Unit 80 - Loader Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works $280,000 Q4 Replace Roads Unit 63 - Snowplow/san der Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works $360,000 Q2 2024 Replace Roads Unit 203 - Zero turn mower Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works $20,000 Q4 Replace Roads Unit 98 - Trackless Flail mower Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works $15,000 Q2 Replace Roads Unit 135 - Trackless Boom Flail Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works $25,000 Q2 2022 Business Plan | Operations and Development Services Page 83 of 234 14 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion New Sidewalk Plow for Roads Goal –The Town of Tillsonburg will accommodate and suppor t sustainable growth. Strategic Direction –Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project –N/A Manager of Public Works $165,000 Q1 2021 CFWD - Replace Water Unit 28 - Pickup Truck Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works - Q1 2021 CFWD - Replace Fire Unit 37 - Pickup Truck Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works - Q3 2021 CFWD - Replace Fire Unit 38 - Pickup Truck Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works - Q3 2021 CFWD - Replace Hydro Unit 65 - Pickup Truck Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works - Q1 2022 Business Plan | Operations and Development Services Page 84 of 234 15 2022 Capital Summary Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion 2021 CFWD – New Park/Facilities Unit – Mini cargo van Goal –The Town of Tillsonburg will accommodate and suppor t sustainable growth. Strategic Direction –Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project –N/A Manager of Public Works - Q3 2021 CFWD - Replace Cemetery Unit 87 - Backhoe Goal –The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction –N/A Priority Project –N/A Manager of Public Works - Q3 2021 CFWD – New Cemetery Unit – Mower tractor with attachment Goal –The Town of Tillsonburg will accommodate and suppor t sustainable growth. Strategic Direction –Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project –N/A Manager of Public Works - Q2 2022 Business Plan | Operations and Development Services Page 85 of 234 16 Risks • As development proceeds along West Town Line the need to negoti ate a new Boundary Road Agreement is critical in sharing future road ca pital and operating costs. • Inclusion of all Corporate assets and improved capital planning b ased on detailed AMP analysis is essential to continue eligibility for future grant funding opportunities, position the Town to meet the legislati ve deadlines of O.Reg. 588/17, and transition towards a Level of Service based Comprehensive Asset Management Plan. • Complex development/construction projects along with ongoin g increased volumes require significant amount of staff time result ing in longer turn around times which can discourage development. • Increase in the number of inspectors can cause inconsistencies. • Ontario Building Code Changes cause frustration for contracto rs, developers and owners which require additional staff time/re sources to educate. 2022 Business Plan | Operations and Development Services Page 86 of 234 17 Risks • Increase in inquiries/complaint volumes result in longer respons e times reducing customer service. • Lack of a planning web portal/digital service causes delays and de veloper frustrations. 2022 Business Plan | Operations and Development Services Page 87 of 234 18 Opportunities • Implementation of an annual traffic count program. • Boundary agreements with lower-tier and single-tier munici palities. • Investigation of private woodlot removal options east of main Ru nway 08- 26 is key in order to benefit from the full 5,502’ runway. • Continue discussions on inter-community transit service sustainabil ity. • Review of Planning and Development division. • Continue implementation of records management within Publ ic Works, Engineering and Water/Wastewater. • Continue implementation of Corporate service request and work order management system. • Implementation of the corporate leased ownership, maintena nce, and management program for the light duty fleet. • Continue Implementation of manhole condition assessment progr am. 2022 Business Plan | Operations and Development Services Page 88 of 234 19 Opportunities • Improvement of departmental communications to community and development industry creates positive outcomes and transparency. • Strategic organization of personnel and ongoing training re duces liability, provides consistency and business continuity. • Implementation of a planning application web portal and dig ital review process will provide multiple efficiencies for the development co mmunity and streamline development approvals. • Ongoing review of Central Area Design Study will provide a fra mework for future opportunity and development of the downtown BIA area. • By-Law review provides updates and clarification that are rel evant to current public needs. 2022 Business Plan | Operations and Development Services Page 89 of 234 20 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 • Implement Watermain Directional Flushing Program • Implement Sewer flushing and CCTV annual program • Continue annual Traffic Count Program • Pursue available Provincial and Federal capital funding opport unities • Implement Kinsmen Pedestrian Bridge decision • Continue By-annual Bridge and Culvert inspection program 2022 Business Plan | Operations and Development Services Page 90 of 234 21 Future Departmental Directions: 3 year outlook 2023 • Ontario Building Code Act – re-evaluate service review • Affordable housing collaboration with Oxford County • Central Area Design Study • By-Law & Policy Review 2022 Business Plan | Operations and Development Services Page 91 of 234 22 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 opport unities • Review Building & Planning digital service delivery • Affordable housing collaboration with Oxford County • Central Area Design Study • By-Law Review 2022 Business Plan | Operations and Development Services Page 92 of 234 23 Future Departmental Directions: 3 year outlook 2025 • 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 • Pursue available Provincial and Federal capital funding opport unities. • Central Area Design Study • By-Law Review 2022 Business Plan | Operations and Development Services Page 93 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -1,502,300 -1,552,400 -50,100 3.3%1 Total Revenues -1,502,300 -1,552,400 -50,100 3.3% Expenditures Labour 331,700 343,300 11,600 3.5% Purchases 576,000 608,400 32,400 5.6%2 Contracted Services 7,500 8,500 1,000 13.3% Contribution to Reserves 100,000 100,000 Interfunctional Adjustments 8,200 9,500 1,300 15.9% Debt Principal & Interest 452,300 498,300 46,000 10.2%3 Total Expenditures 1,475,700 1,568,000 92,300 6.3% Total Net Levy -26,600 15,600 42,200 (158.6%) Notes: 1 New Units 2 Equipment Supplies& Repairs; Fuel & Oil; Licence Ex pense 3 Corporate Fleet Replacements 24 Page 94 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Total Revenues Expenditures Labour 253,300 272,900 19,600 7.7%1 Purchases 15,000 12,600 -2,400 (16.0%) Interfunctional Adjustments -24,000 -24,500 -500 2.1% Total Expenditures 244,300 261,000 16,700 6.8% Total Net Levy 244,300 261,000 16,700 6.8% Notes: 1 Annual increases 25 Page 95 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -50,000 -70,000 -20,000 40.0%1 User Charges -128,000 -151,000 -23,000 18.0%2 Total Revenues -178,000 -221,000 -43,000 24.2% Expenditures Labour 604,000 641,400 37,400 6.2%3 Purchases 28,500 101,200 72,700 255.1%4 Contracted Services 50,000 50,000 Interfunctional Adjustments -222,000 -212,600 9,400 (4.2%) Total Expenditures 460,500 580,000 119,500 26.0% Total Net Levy 282,500 359,000 76,500 27.1% Notes: 1 Modernization Intake 3 funding 2 Increased revenue from Oxford County - County Assets 3 Annual increases 3 Strategic Plan initiatives 26 Page 96 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -90,000 -135,200 -45,200 50.2%1 Total Revenues -90,000 -135,200 -45,200 50.2% Expenditures Labour 1,075,400 1,119,000 43,600 4.1% Purchases 617,800 705,900 88,100 14.3%2 Contracted Services 322,000 299,300 -22,700 (7.0%)3 Interfunctional Adjustments 480,600 507,900 27,300 5.7%4 Debt Principal & Interest 555,800 543,400 -12,400 (2.2%) Total Expenditures 3,051,600 3,175,500 123,900 4.1% Total Net Levy 2,961,600 3,040,300 78,700 2.7% Notes: 1 Increased revenue from The County 2 Supplies, Insurance, HLW 3 Subcontractor Expense 4 Fleet Charges allocations 27 Page 97 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Levy, PILS -140,500 -146,600 -6,100 4.3% Total Revenues -140,500 -146,600 -6,100 4.3% Expenditures Labour 32,200 32,200 Purchases 10,000 12,500 2,500 25.0% Contracted Services 35,000 35,000 Contribution to Reserves 4,100 8,000 3,900 95.1% Interfunctional Adjustments 46,100 46,100 Debt Principal & Interest 13,100 12,800 -300 (2.3%) Total Expenditures 140,500 146,600 6,100 4.3% Total Net Levy Notes: 28 Page 98 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -50,000 -50,000 User Charges -387,300 -385,800 1,500 (0.4%) Total Revenues -437,300 -435,800 1,500 (0.3%) Expenditures Labour 122,600 -122,600 (100.0%)1 Purchases 251,100 260,800 9,700 3.9% Contracted Services 33,500 153,500 120,000 358.2%2 Interfunctional Adjustments 20,600 13,700 -6,900 (33.5%)3 Debt Principal & Interest 5,500 5,300 -200 (3.6%) Total Expenditures 433,300 433,300 Total Net Levy -4,000 -2,500 1,500 (37.5%) Notes: 1 Staff costs to be replaced with a third party contractor 2 Sub Contractor Expense 3 Fleet Charges allocation 29 Page 99 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -138,300 -167,700 -29,400 21.3%1 User Charges -126,400 -129,400 -3,000 2.4% Total Revenues -264,700 -297,100 -32,400 12.2% Expenditures Labour 84,100 84,100 0.0% Purchases 110,000 216,100 106,100 96.5%2 Contracted Services 107,000 107,000 0.0% Interfunctional Adjustments 132,800 134,400 1,600 1.2% Total Expenditures 433,900 541,600 107,700 24.8% Total Net Levy 169,200 244,500 75,300 44.5% Notes: 1 Revenue from the County & Modernization Intake 3 funding 2 Strategic Plan Initiatives 30 Page 100 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -507,200 -523,500 -16,300 3.2% User Charges -47,200 -36,200 11,000 (23.3%)1 Total Revenues -554,400 -559,700 -5,300 1.0% Expenditures Labour 91,600 82,500 -9,100 (9.9%)2 Purchases 42,400 47,600 5,200 12.3%3 Contracted Services 584,700 601,800 17,100 2.9% Interfunctional Adjustments 8,500 8,900 400 4.7% Total Expenditures 727,200 740,800 13,600 1.9% Total Net Levy 172,800 181,100 8,300 4.8% Notes: 1 Reduced fares revenue 2 Full time labour 3 Special Projects - Spare App 31 Page 101 of 234 2021 2022 Budget % Note Budget Budget Variance Variance Reference Revenues User Charges -74,300 -74,400 -100 0.1% Total Revenues -74,300 -74,400 -100 0.1% Expenditures Labour 237,700 256,800 19,100 8.0%1 Purchases 32,900 34,600 1,700 5.2% Contracted Services 15,000 15,000 Interfunctional Adjustments 29,200 33,300 4,100 14.0% Total Expenditures 314,800 339,700 24,900 7.9% Total Net Levy 240,500 265,300 24,800 10.3% Notes: 1 New FTE request shared with Building Department 32 Page 102 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -801,500 -961,500 -160,000 20.0%1 Contribution from Reserves -14,400 -14,400 2 Total Revenues -801,500 -975,900 -174,400 21.8% Expenditures Labour 459,200 666,300 207,100 45.1%3 Purchases 64,900 75,500 10,600 16.3%4 Contracted Services 14,000 98,000 84,000 600.0%5 Contribution to Reserves 174,100 29,600 -144,500 (83.0%)6 Interfunctional Adjustments 89,300 106,500 17,200 19.3%7 Total Expenditures 801,500 975,900 174,400 21.8% Total Net Levy Notes: 1 Increased Revenue from Permits 2 To fund contract exentsion 3 New FTE request, Contract positon to Full time 4 Supplies, Insurance 5 Legal & Subcontractor Expense 6 Projected surplus contributed to Building Reserve 7 IT charge allocations 33 Page 103 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 130 Fleet Replace Roads Unit #80 - Loader X88 250,000 0 250,000 2 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #63 - Snowplow/Sander X87 280,000 0 -280,000 0 1 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #203 - Zero Turn Mower X86 10,000 0 10,000 3 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #98 - Trackless Flail Mower X85 15,000 0 15,000 5 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #135 - Trackless Boom Flail X84 25,000 0 25,000 6 A – Must do this year 3- Regular replacement program- existing service level New Sidewalk Plow for Roads X83 165,000 0 -165,000 37,950 38,000 4 A – Must do this year 4- Increased due to growth-related Total 130 Fleet 745,000 0 0 -280,000 0 -165,000 37,950 0 0 0 338,000 210 Engineering Woodcock and Pheasant Design X82 90,000 90,000 4 A – Must do this year 3- Regular replacement program- existing service level 3D Lidar – Manhole Condition Assessment X81 85,000 0 85,000 1 A – Must do this year 2 - Security/Risk Management/H&S Cranberry Rd Design X79 130,000 -91,200 27,230 66,000 3 A – Must do this year 4- Increased due to growth-related Kinsmen Bridge Design X80 120,000 -120,000 0 5 B – Must do next year 2 - Security/Risk Management/H&S Transportation Master Plan X78 80,000 -60,000 13,200 33,200 2 B – Must do next year 6 - Strategic initiative (approved by Council) Total 210 Engineering 505,000 0 -151,200 40,430 0 0 0 274,200 220 Public Works Beech Blvd and Stoney Creek Retaining Walls X76 940,800 -294,000 -646,800 0 1 A – Must do this year 2 - Security/Risk Management/H&S Lindsay St Reconstruction X75 541,200 -386,000 155,200 2 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 663,400 -220,000 443,400 3 A – Must do this year 3- Regular replacement program- existing service level 2022 Asphalt Program X73 400,000 -400,000 0 4 A – Must do this year 3- Regular replacement program- existing service level 2022 Sidewalk Connectivity Program X72 100,000 -90,000 20,700 30,700 5 B – Must do next year 6 - Strategic initiative (approved by Council) Sidewalk Inspection Program X71 25,000 25,000 7 A – Must do this year 1 - Statutory/Legal requirement Salt Storage Construction X70 475,000 -96,916 22,291 400,400 6 A – Must do this year 4- Increased due to growth-related Fleet Facility Expansion - Design X69 120,000 (120,000) 27,600 27,600 8 B – Must do next year 4- Increased due to growth-related Connecting Link -Hwy #3 to Town limits X67 631,200 -558,900 72,300 9 A – Must do this year 3- Regular replacement program- existing service level Total 220 Public Works 3,896,600 0 -1,858,900 -646,800 0 -306,916 70,591 0 0 0 1,154,600 250 Sanitary Sewers 3D Lidar – Manhole Condition Assessment X81 85,000 -85,000 1 A – Must do this year 2 - Security/Risk Management/H&S Woodcock and Pheasant Design X82 45,000 -45,000 5 A – Must do this year 3- Regular replacement program- existing service level Lindsay St Reconstruction X75 295,154 -295,154 0 2 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 361,802 -361,802 0 3 A – Must do this year 3- Regular replacement program- existing service level Cranberry Rd Design X79 65,000 -65,000 4 A – Must do this year 4- Increased due to growth-related Stoney Creek Sanitary Retaining Walls- Design X65 109,901 -109,901 6 A – Must do this year 3- Regular replacement program- existing service level Total 250 Sanitary Sewers 961,856 -961,856 260 Storm Sewers Beech Blvd and Stoney Creek Retaining Walls X76 235,200 -235,200 0 1 A – Must do this year 3- Regular replacement program- existing service level Lindsay St Reconstruction X75 266,200 266,200 2 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 326,300 326,300 3 A – Must do this year 3- Regular replacement program- existing service level Van Street X64 25,000 25,000 4 A – Must do this year 3- Regular replacement program- existing service level Total 260 Storm Sewers 852,700 0 0 -235,200 0 0 0 0 0 617,500 34 Page 104 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # 270 Water Woodcock and Pheasant Design X82 45,000 -45,000 4 A – Must do this year 3- Regular replacement program- existing service level Lindsay St Reconstruction X75 416,375 -416,375 0 1 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 510,395 -510,395 0 2 A – Must do this year 3- Regular replacement program- existing service level Cranberry Rd Design X79 65,000 -65,000 3 A – Must do this year 4- Increased due to growth-related Total 270 Water 1,036,771 -1,036,771 0 480 Transit Bus Stop Shelter Installation X46 340,000 -272,000 68,000 1 B – Must do next year 5 - Expand service level Total 480 Transit Services 340,000 -272,000 68,000 Total 8,337,927 -1,998,627 -2,130,900 -1,162,000 0 -623,116 148,971 0 0 0 2,452,300 35 Page 105 of 234 Roads 80 Komatsu Heavy Duty Machinery Komatsu Loader Roads 2001 $280,000 $280,000 0% Highly Probable 4.0 Moderate High Unit is multi-seasonal with snow removal assignments, heavy brush and yard waste disposal duties as well as general roads maintenance and repair. The cab frame has suffered corrosion and structural damage around the front windshield and "A" pillar compromising cab roll over integrity. Cab floor has also sufferered from extensive corrosion around the control pedals and integrity is questionable. Roads has requested an additional grapple bucket for use at the Depot . AMI Attachments has quoted $30,000 for bucket. Additional hydraulics will be required on the loader as well as a quick connect attachment. Estimated delivery time for a new machine is 6-8 months Roads 63 Peterbilt/Viking Heavy Duty Machinery Snowplow/sander Roads 2006 $360,000 $360,000 0% Highly Probable 4.0 Major Extreme Extensive corrosion damage to cab frame , cab mounts and cab flooring. Extensive rust jacking in frame rails. Estimated delivery of completed unit is 18-24 months depending on supply chain issues Roads 203 Cub cadet Off Road Zero turn mower 2016 $20,000 $20,000 40% Highly Probable 2.0 Minor High Unit has already suffered major structural frame damage and engine repairs and will continue to fail if unit remains in service. Recommend replacement with a severe duty Commercial grade unit. Delivery of a new machine is approximately 2-4 months if not already in stock. Roads 98 Trackless Attachment Trackless Flail mower Roads 2016 $15,000 $15,000 40% Likely 3.0 Moderate High Unit is a ground engaging attachment and has experienced high wear and component damage to gauge roller and flail rotor. Failure to PTO gearbox is expected. Delivery of a new machine would be approximately 2-4 weeks Roads 135 Trackless Attachment Trackless Boom Flail Roads 2010 $25,000 $25,000 0% Highly Probable 3.0 Major High Unit has exceeded its expected lifecycle of 10 years. Unit is special purpose and no spare unit exists in the event of breakdown resulting in service disruption. Expect hydraulic pump and hydraulic drive motor failures . Estimated delivery time for a new machine is 2-4 weeks Roads NEW Off Road New Sidewalk Plow for Roads $165,000 $165,000 100% DC Recoverable Unit Replacement Sub-Total $865,000 $865,000 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 - 2022 Capital Plan YearDepartmentVehicle Number Make Type 36 Page 106 of 234 Page 107 of 234 Page 108 of 234 Page 109 of 234 Page 110 of 234 Page 111 of 234 Page 112 of 234 Page 113 of 234 Page 114 of 234 Page 115 of 234 Page 116 of 234 Page 117 of 234 Page 118 of 234 Page 119 of 234 Page 120 of 234 Page 121 of 234 Page 122 of 234 Page 123 of 234 Page 124 of 234 Page 125 of 234 Page 126 of 234 Page 127 of 234 Page 128 of 234 Page 129 of 234 ܆ ܆ ܈ ܆ ܆ ܆ Page 130 of 234 Page 131 of 234 Page 132 of 234 Page 133 of 234 Page 134 of 234 Page 135 of 234 Page 136 of 234 ܈ ܆ ܆ ܆ ܆ Page 137 of 234 ܆ Page 138 of 234 Page 139 of 234 Page 140 of 234 Page 141 of 234 Page 142 of 234 Page 143 of 234 Page 144 of 234 Page 145 of 234 Town of Tillsonburg 2022 Business Plan Fire & Rescue Services November 29, 2021 Page 146 of 234 2 2022 Business Objectives 2022 Business Plan | Fire and Rescue Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Facility Space Needs Study Goal – Lifestyle & Amenities Strategic Direction – Develop a robust, long-term asset management plan to inform evidence-based decisions regarding the maintenance, rehabilitation and replacement of community facilities. Priority Project- N/A Fire Chief 100% Funded Municipal Modernization Program Q2 Negotiations with Fire Fighters Association Goal – Customer Service, Communication and Engagement. Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project- Employee Engagement Strategy Fire Chief $0 Q4 Increase Fire Prevention Inspection Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best Practices Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Priority Project- Municipal service review Fire Chief $0 Ongoing Page 147 of 234 3 2022 Business Objectives 2022 Business Plan | Fire and Rescue Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Revise Emergency Management Program & By-law & Complete Annual Compliance Requirements Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Priority Project- Municipal service review Fire Chief $0 Ongoing Increase Training & Officer Development Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best Practices NFPA- Compliant Goal – Customer Service, Communication and Engagement. Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project- Employee Engagement Strategy Fire Chief $0 Ongoing Increase Pre-incident Planning Program to Satisfy Council Approved Service Levels, Legislative Compliance & Industry Best Practices and improve FUS insurance rating Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Priority Project- Municipal service review Fire Chief $0 Ongoing Develop PTSD, Cancer, Mental Health Risk Reduction Program Goal – Customer Service, Communication and Engagement. Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project- Employee Engagement Strategy Fire Chief $0 Ongoing Page 148 of 234 4 2022 Capital Summary 2022 Business Plan | Fire & Rescue Services Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Bunker Gear Capital Replacement Program (Moved from Operating to Capital replacement program. Operating offset, $15,000) Goal – Community Growth Strategic Direction – Develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project- N/A Fire Chief $15,000 Q2 Technical Rescue Equipment Replacement Program Goal – Community Growth Strategic Direction – Develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project- N/A Fire Chief $10,000 Q3 Tactical Radio Channel Recorder (H&S Initiative) Goal – Community Growth Strategic Direction – Develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project- N/A Fire Chief $8,000 Q1 Page 149 of 234 5 Risks Resource capacity challenges identified in achievin g Council approved service levels, legislative compliance or industry standards and best practices related to: • Emergency Response Times and Staffing (Fires) • Fire Ground Supervision / Incident Command (OHSA) • Fire Prevention Programs (Regulation) • Fire Communications Staffing/Supervision (2 people 24/7) • Fire Service Training Programs (OHSA/NFPA) Additional resources are required to maintain servi ce levels, meet legislative compliance and Industry standards and best practices. 2022 Business Plan | Fire and Rescue Services Page 150 of 234 6 Risks • Decreased availability of staffing resources results in increased response times, inadequate staffing levels reduced firefighter safety and increased fire loss • Increased call volume related to growth results in fewer employers allowing firefighters to leave work to respond to emergencies further reducing available staffing resources for fire response • Increased absence due to COVID -19, PTSD & Mental Health increase staffing costs and reduces available staffing resources. 2022 Business Plan | Fire and Rescue Services Page 151 of 234 7 Opportunities • Facility Space Needs Study will identify current and future space requirements for fire services and help inform decisions regarding future direction of Fire Servic e facility(s). • Increasing fire prevention and public education pr ogram resources is shown to help reduce fire incidents and fire loss and will assist in achieving Council approved service levels, legislative compliance or industry standard s and best practices. • Increasing fire training and Officer development p rogram resources to provide NFPA compliant training and incident command program is required to achieve Council appr oved service levels, legislative compliance or industry standards and best practices, enhance safety and succession p lanning 2022 Business Plan | Fire and Rescue Services Page 152 of 234 8 Opportunities • Exploring alternative fire protection deployment mode ls and partnerships may decrease response times, and improve fire ground effectiveness and firefighter safety • Increasing Fire Communications supervision and staffing 2 people 24/7 to meet NFPA 1221 is a more sustainable business model and will retain and grow market share • Increasing firefighter staffing will increase number of available firefighters to respond to fires and increase fire ground effectiveness and firefighter safety 2022 Business Plan | Fire and Rescue Services Page 153 of 234 9 Opportunities • Investment in PTSD, Mental Health and Occupational Cancer risk reduction strategies can result in reduced staffing costs and increase staff availability • Increasing Smoke and CO alarm program resources can reduce false alarms and demand on fire suppression resources • Increasing economic incentives can reduce false alarm • Increasing pre-incident planning increases emergency response effectiveness, safety and improves Fire Underwriter insurance grading for residents and businesses 2022 Business Plan | Fire and Rescue Services Page 154 of 234 10 Future Departmental Directions: 3 year outlook • Continue to grow Fire Communications partnerships • Develop a Master Fire Plan • Determine future direction for fire station conceptual design phase and timeline • Officer development and succession planning • Training to NFPA professional qualification standards 2022 Business Plan | Fire and Rescue Services 2023 Page 155 of 234 11 Future Departmental Directions: 3 year outlook • Complete 3 rd phase of NG-911 project, train staff and operationalize NG-911 • Procure fire station build/renovation project • Continue to grow Fire Communications partnerships • Continue to Implement Master Fire Plan • Officer development and succession planning • Firefighter Dispatch Association negotiations (March) 2022 Business Plan | Fire and Rescue Services 2024 Page 156 of 234 12 Future Departmental Directions: 3 year outlook • Commence Construction phase of Fire Station build/renovation project • Continue to expand Fire Communications partnerships • Continue to implement Master Fire Plan • Officer Development and succession planning 2022 Business Plan | Fire and Rescue Services 2025 Page 157 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -611,400 -796,200 -184,800 30.2%1 Total Revenues -611,400 -796,200 -184,800 30.2% Expenditures Labour 1,279,500 1,425,200 145,700 11.4%2 Purchases 220,500 202,100 -18,400 (8.3%)3 Contracted Services 138,700 130,700 -8,000 (5.8%)4 Contribution to Reserves 30,000 45,000 15,000 50.0%5 Interfunctional Adjustments 295,000 325,000 30,000 10.2%6 Debt Principal & Interest 70,300 90,800 20,500 29.2%7 Total Expenditures 2,034,000 2,218,800 184,800 9.1% Total Net Levy 1,422,600 1,422,600 Notes: 1 Increased Fire Communications Revenue 2 New FTE Request plus part time increase 3 Training decrease; Safety Expense decrease 4 Equipment Maintenance Contract 5 Increased amount to Reserves -Fire Equipment 6 Fleet and IT charge allocations 7 Relating to new Fire Comm equipment 13 Page 158 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -213,300 -97,000 116,300 (54.5%)1 User Charges -350,300 -333,900 16,400 (4.7%) Total Revenues -563,600 -430,900 132,700 (23.5%) Expenditures Labour 27,200 27,600 400 1.5% Purchases 77,300 77,200 -100 (0.1%) Contracted Services 3,569,600 3,565,300 -4,300 (0.1%) Total Expenditures 3,674,100 3,670,100 -4,000 (0.1%) Total Net Levy 3,110,500 3,239,200 128,700 4.1% Notes: 1 Community Safety & Police Grant 14 Page 159 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -582,400 -763,200 -180,800 31.0%1 Total Revenues -582,400 -763,200 -180,800 31.0% Expenditures Labour 638,800 721,900 83,100 13.0%2 Purchases 15,300 20,400 5,100 33.3%3 Contracted Services 109,900 87,800 -22,100 (20.1%)4 Interfunctional Adjustments -58,100 -56,200 1,900 (3.3%) Debt Principal & Interest 49,700 70,900 21,200 42.7%5 Total Expenditures 755,600 844,800 89,200 11.8% Total Net Levy 173,200 81,600 -91,600 (52.9%) Notes: 1 Increased Fire Communications Revenue 2 New FTE request - shared duties 3 Special Project 4 Equipment Maintenance Contract 5 Relating to new Fire Comm equipment 15 Page 160 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 150 Fire H&S Tac Channel Recorder Radio X98 8,000 8,000 1 A – Must do this year 2 - Security/Risk Management/H&S PPE Bunker Gear R&R X99 15,000 (8,800) 6,864 13,100 1 A – Must do this year 2 - Security/Risk Management/H&S Fire Master Plan X94 50,000 (37,500) 8,250 20,800 2 B – Must do next year 4- Increased due to growth-related Tech Rescue Equip R&R (Rope, CF, HZM, Water etc.) X93 10,000 10,000 1 A – Must do this year 2 - Security/Risk Management/H&S Total 150 Fire 83,000 - - - - 15,114 - - - 51,900 16 Page 161 of 234 Page 162 of 234 Page 163 of 234 Page 164 of 234 Page 165 of 234 White Paper : Assistant Chief of Fire Prevention & Training 21 White Paper: Assistant Chief of Fire Prevention & Training Prepared for 2022 Budgetary Consideration Page 166 of 234 White Paper : Assistant Chief of Fire Prevention & Training 22 Executive Summary An operational review of the Fire Department consisting of a review of the Fire Department Strategic Plan, Establishing and Regulating By-law, National Fire Protection Association (NFPA) standards, applicable legislation, Municipal Fire Safety Guidelines, organizational structure, and operational data identified resource capacity challenges in achieving Council approved service levels, legislative compliance and/or industry standards and best practices related to:  Emergency Response Times and Fire Ground Staffing (Fires)  Fire Ground Supervision and Incident Command  Fire Prevention & Education Programs  Fire Training Programs Consultation with Fire Department Officers also identified capacity challenges related to response times, fire ground staffing, supervision, fire prevention, training, maintenance and inspection programs as areas that require additional staffing resources to ensure safety and meet service demands. The Fire Services Strategic Planning Committee identified the need for an additional full- time staff member. The Committee identified challenges in daytime emergency response as well as the Departments’ ability to deliver essential fire prevention programs, meet legislated requirements and additional pressures related to community risk assessment and increasing training demands. Council approved an additional staff member for the Fire Department in 2019, however, the position was not staffed. The delay in additional staffing resources combined with organizational turnover has further hindered the Fire Department’s ability to meet Council approved service levels, legislative compliance and/or industry standards and best practices. An Assistant Chief of Fire Prevention and Training FTE position is required to increase the Fire Department’s capacity to deliver fire prevention, code enforcement, education and training programs. Additionally, this position will increase emergency response effectiveness, fire ground staffing and supervisory capabilities. The newly restructured Assistant Chief of Fire Prevention and Training position results in a savings of ~$18,500 and will assist the Fire Department in achieving Council approved service levels, legislative compliance and industry best practices. Page 167 of 234 White Paper : Assistant Chief of Fire Prevention & Training 23 Background The Town of Tillsonburg is growing and the Fire Department must keep pace with demand for fire protection service delivery. The Fire Department consists of a full-time Fire Chief, Acting Deputy Chief, and 5 Dispatchers. The Suppression division is staffed by highly dedicated and committed paid-on-call members consisting of; (2) Platoon Chiefs (4) Captains (4) Lieutenants and (20) Firefighters. The Fire Department does not currently have a full-time Fire Prevention or Training Officer. Tillsonburg is an urban paid-on-call Fire Department that responds to over 400 incidents a year. It services a growing population of 15,872 and a response area of 22.33 Km2 with a population density of 710.8Km2 (1841/Sq. mi) based on 2016 census data. Legislative Framework The Fire Protection and Prevention Act (FPPA) requires municipalities to establish a fire department or appoint a Community Fire Safety Officer or Team. In accordance with the FPPA the Fire Chief is ultimately responsible to Council for the delivery of fire protection services. The FPPA further requires municipalities to provide programs including public education with respect to fire safety and components of fire prevention as well as fire suppression services and other fire protection services (rescue, medical, extrication, CO, communications, training etc.) in accordance with its needs and circumstances. Program requirements are specified in regulations and amended from time to time. The Fire Marshal may monitor and review the fire protection services provided by municipalities to ensure that municipalities have met their responsibilities under the act. If the Fire Marshal is of the opinion that, as a result of a municipality failing to comply with its responsibilities under subsection (1) or a serious threat to public safety exists in the municipality, he or she may make recommendations to the council of the municipality with respect to possible measures the municipality may take to remedy or reduce the threat to public safety. The Fire Marshal also issues guidelines to municipalities respecting fire protection services and related matters through Public Fire Safety Guidelines. Council establishes fire protection service levels by direction to staff and through the Fire Department Establishing and Regulating By-law that specifies the services the Fire Department is authorized to provide. The Establishing By-law also lays out roles and responsibilities and organizational structure of the Fire Department. The Occupational Health and Safety Act (OHSA) imposes duties on employers, supervisors and workers. Of note, are the requirements to provide information, instruction, and supervision to a worker to protect the health and safety of the worker, appoint competent supervision, and take every precaution reasonable in the circumstances for the protection of the worker. Page 168 of 234 White Paper : Assistant Chief of Fire Prevention & Training 24 The Ministry of Labour (MOL) Section 21 Committee establishes Firefighter Guidance Notes that establish best practices for protecting the health and safety of fire service workers and are enforceable by the MOL. The National Fire Protection Association (NFPA) establishes industry standards and best practices for the fire service at a national level. The Ontario Fire Marshal has adopted NFPA Professional Qualification standards as the basis for fire service training in Ontario. Current Operational Challenges Fire Suppression Challenges  Increased petroleum/synthetic products that burn hotter and faster  Current deployment model increases response times (to station then incident)  Growing community, increasing call volume (~425 in 2021)  Fewer employers allowing firefighters to leave for emergencies  Child care - both parents work prevents response  COVID-19 has reduced available staffing  Staff burnout due to number of calls and time commitment  More transient work force – firefighters work further away and unable to respond  Shift work schedules limit availability for response  Current remuneration system creates staffing challenges  Life events; school, family, health, injury limit staffing and response  PTSD, Mental Health, Occupational Cancer impact staffing and limit response  Physical and mental fitness requirements limit applicants and staffing  Lack of succession planning or advancement opportunities limits staffing The above list of challenges results in increased response times and fewer firefighters and supervisors responding to incidents. Often firefighters arrive on scene with inadequate staffing or supervision during or post flashover increasing risk to firefighter safety and decreasing their ability for rescue. These operational challenges negatively impact firefighter safety, public safety, fire loss and the Department’s ability to meet Council approved service levels or comply with OHSA requirements and industry standards or best practices. Alternative approaches to staffing and resource deployment must be explored with a goal to reduce response times and increase fire ground staffing and supervision to enhance firefighter and community safety and satisfy legislative requirements and industry standards. The current organizational structure and resource deployment model has limited capacity to meet OHSA requirements or industry standards or best practices related to response times, fire ground staffing, or supervisory requirements necessary to ensure firefighter health and safety. Additional staffing resources are required to bolster response times, fire ground staffing and supervisory obligations. Page 169 of 234 White Paper : Assistant Chief of Fire Prevention & Training 25 Fire Prevention Challenges  Limited capacity to conduct complaint and request inspections (regulation)  Limited capacity to complete vulnerable occupancy inspections/fire drills (regulation)  Lack of pre-incident plan data to assist in emergency response (Safety/FUS)  Limited capacity to complete Community Risk Assessment (regulation)  Limited capacity to follow-up and close open inspection files (regulation)  Limited capacity to train and remain current in prevention issues and practices  Limited capacity to review and approve fire safety plans (regulation)  Limited capacity to conduct public safety education (regulation)  Limited capacity to review or inspect business license applications  Limited capacity to review, or inspect site plan applications  Limited capacity for smoke and CO alarm program (regulation)  Limited capacity to respond to inquiries in a timely manner The current organizational structure has limited capacity to meet fire prevention and educations program requirements under the FPPA and Council approved service levels. The bulk of fire prevention, code enforcements and education programs duties are delivered by dual-rolled paid-on-call fire suppression staff members with limited capacity or availability. Increasing fire prevention, code enforcements and education programs has proven to be an effective strategy to reducing fire loss across Ontario. Public Education and Prevention: Educating residents of the community to fulfill their responsibilities for their own fire safety is a proven method of reducing the incidence of fire. Only by educating residents can fires be prevented and can those affected by fires respond properly to save lives, reduce injury and reduce the impact of fires. Fire Safety Standards and Enforcement: Ensuring that buildings have the required fire protection systems, safety features, including fire safety plans, and that these systems are maintained, so that the severity of fires may be minimized. Preventing fires through fire prevention and education programs and utilization of the appropriate fire safety standards and enforcement strategies is the most effective means to reduce the impacts of fire emergencies and fire related injuries in our community. The Ontario Fire Marshal has indicated that optimization of fire prevention and education programs must be a priority of the fire service. Additional staffing resources are required to increase capacity to meet fire prevention, code enforcements and education program requirements. Training Challenges  Increased training requirements for firefighters (OHSA & NFPA)  Increased instructor expertise and prep time (OHSA & NFPA)  Limited capacity to train paid-on-call members (OHSA & NFPA) Page 170 of 234 White Paper : Assistant Chief of Fire Prevention & Training 26  Limited capacity to train instructors (OHSA & NFPA)  Lack of available training time for paid-on-call instructors / learners  Increased training demand for recruit training  Limited capacity for program coordination and records management  Increasing licence requirements (DZ) / medical  Recruitment and retention of firefighters The current organizational structure has limited capacity for both learners and instructors to meet fire service training demands required by OHSA and industry standards. The bulk of fire training program development duties are fulfilled by dual-rolled paid-on-call fire suppression staff members with limited capacity or availability. Training requirements to meet OFM adopted NFPA qualifications standards for both instructors and students has significantly increased training demands. Additional staffing resources are required to increase capacity to meet fire service training requirements and legislative compliance. Summary: An Assistant Chief of Fire Prevention and Training FTE position is required to increase the Fire Department’s capacity to deliver fire prevention, code enforcement, education and training programs. Additionally, this position will increase emergency response effectiveness, fire ground staffing and supervisory capabilities and assist in achieving Council approved service levels, legislative compliance and industry best practices. Financial Impact / Funding Source Assistant Chief position annual costs: $105,000 Restructuring cost savings: ($113,500) Estimated revenue from new position ($10,000) Total Cost Savings $18,500 The cost differential between positions of ($8,500) combined with new revenue of ($10,000) result in the restructured Assistant Chief of Fire Prevention and Training position saving the Town $18,500. Page 171 of 234 White Paper : Assistant Chief of Fire Prevention & Training 27 Key Responsibilities The Assistant Chief of Fire Prevention and Training reports to the Fire Chief and acts as Fire Chief and CEMC in the absence of the Fire Chief. Key accountabilties include; leading and managing Emergency Response, Fire Prevention, Fire and Life Safety Education and Fire Training Programs. Duties:  Responds to Emergencies, Initiates ICS, Supervise Personnel, Mitigate Emergency  Develops, Delivers and Evaluates Public Education and Training Programs  Conducts Fire and Life Safety Inspection, code enforcement, Resolve Violations  Evaluates Prevention, Education and Training Programs  Maintains Legislative Compliance  Liaise with Internal and External Agencies and Stakeholders  Formulation and Implementation of Programs, Policies and Procedures  Budget Development and Administration  Evaluate Performance, Programs, Service Gaps  Investigates Fire Cause and Documents Fire Scenes  Prepares and Updates Building Audits and Pre-Incident Plans  Performs Public Relations and Public Education  Evaluates, Approves, and Enforces Fire Safety Plans  Issues Plan Approvals for Compliance Equivalencies  Initiates and Participates in the Prosecution of Offenders  Develops Training Plans, Programs and Learning Materials  Coordinates and Delivers Fire Service Related Training Programs  Researches Policies, Procedures, Techniques and Equipment  Conducts Career Development Coach, Mentor and Counsel Members  Project Management  Maintains Professional Competency  Performs Administrative Duties  Other duties as assigned Page 172 of 234 White Paper : Assistant Chief of Fire Prevention & Training 28 Position Qualifications (Preferred)  Post-Secondary education in Fire Protection Technology, Administration, Education, and/or related field and/or equivalent as determined by the Fire Chief  Minimum 5 years related work experience  Valid DZ driver’s licence in good standing  Knowledge of Ontario Fire Code, Ontario Building Code, legislation and By-laws  First Aid/CPR Certificate.  Excellent verbal, written and presentation communication skills  Superior interpersonal and customer service skills including the ability to work effectively in a team environment  Ability to coach and mentor staff  Ability to handle matters of a confidential or politically sensitive nature  NFPA 1001 – Firefighter I & II  NFPA 1021 – Fire Officer I II & III  NFPA 1031 – Fire Inspector I, II  NFPA 1041 – Fire Instructor I & II  Qualified as a Certified Fire & Explosion Investigator (CFEI) or NFPA 1033  Proficient in use of technology, Windows O/S, Microsoft Office Suite, Fire RMS Page 173 of 234 Town Of Tillsonburg 2022 Business Plan Economic Development & Marketing November 29, 2021 Page 174 of 234 2 2022 Business Objectives 2022 Business Plan | Economic Development & Marketing Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Community Improvement Plan (Downtown Façade) Goal – Community Growth Strategic Direction – Continue to offer relevant, leading incentives for revitalization and diversification in the downtown and throughout Tillsonburg Priority Project-Not applicable Business Improvement Association $35,000 Ongoing Community Improvement Plan (Applications) Goal – Business Attraction, Retention and Expansion Strategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attraction Priority Project-Continued support for BIA and town-wide businesses during COVID-19 recovery Development Commissioner $20,000 Ongoing Updated Economic Development Strategy Implementation Goal – Business Attraction, Retention and Expansion Strategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attraction Priority Project-Economic Development Strategy update Economic Development & Marketing $5,000 Ongoing Enhanced Business Processes (Apps) Goal – Business Attraction, Retention and Expansion Strategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attraction. Priority Project-Marketing and build out of Van Norman Innovation Park, Increase diversity in manufacturing and other key sectors Economic Development & Marketing $5,000 Q1 Page 175 of 234 3 2022 Business Objectives 2022 Business Plan | Economic Development & Marketing Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Van Norman Innovation Park (Ontario Certification) Goal – Business Attraction, Retention and Expansion Strategic Direction – Continue to streamline and expedite the building approval process Priority Project-Marketing and build out of Van Norman Innovation Park Economic Development & Marketing $2,000 Q2 Chamber Awards – Grant Goal – Customer Service, Community & Engagement Strategic Direction – Position Tillsonburgas a leader in the municipal sector Priority Project-Not applicable Chamber of Commerce $4,000 Q3 Chamber Awards – Sponsorship Goal – Customer Service, Community & Engagement Strategic Direction – Engage community groups, including advisory committees and service organizations, in shaping municipal initiative Priority Project-Not applicable Economic Development Advisory Committee/ Chamber of Commerce $4,000 Q3 Community Video Production Goal – Community Growth Strategic Direction – Promote, preserve and enhance the downtown core as the retail centre and community hub for Tillsonburg Priority Project-Not applicable Economic Development& Marketing $10,000 Q3 Bridges to Better Business Goal – Business Attraction, Retention and Expansion Strategic Direction – Not applicable Priority Project-Not applicable The Small Business Centre $1,000 Q3 Page 176 of 234 4 2022 Business Objectives 2022 Business Plan | Economic Development & Marketing Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Youth Robotics Challenge Goal – Business Attraction, Retention and Expansion Strategic Direction – Develop a “made in Tillsonburg” approach to education, training and development based on the workforce needs of current and prospective employers Priority Project – Not applicable Oxford Youth Invitational Challenge $1,000 Q3 Discover Tillsonburg(Magazine) Goal – Lifestyle and Am enities Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg. Priority Project-Not applicable Economic Development & Marketing/ Communications $8,000 offset by revenue of $6,000 Ongoing Pandemic Business Recovery (My Main Street) Goal – Business Attraction, Retention and Expansion Strategic Direction – Not applicable Priority Project-Continued support for BIA and town-wide businesses during COVID-19 recovery Development Commissioner/Re creation,Culture & Parks/BIA/Workin g Group $2,000, but TBD Subject to grant funding approval Q4 Town Hall Project Support Goal – Customer Service, Communication & Engagement Strategic Direction – Position Tillsonburgas a leade r in the municipal sector Priority Project- Consolidated Town Hall initiative Town Hall Steering Committee/ CAO Not applicable Ongoing Continue to facilitate discussions and networking with potential partners to review additional opportunities for Short Line Rail connectivity within the Town of Tillsonburg. Goal – Business Attraction, Retention and Expansion Strategic Direction – Not Ensure adequate supply of “shovel ready” land for business attraction and expansion Priority Project- Increase diversity in manufacturing and other key sectors Economic Development & Marketing Not applicable Q4 Page 177 of 234 5 2022 Business Objectives (Prior CapEx) 2022 Business Plan | Economic Development & Marketing Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Van Norman Innovation Park – Clearview Dr Extension & SWM Pond Construction Goal – Business Attraction, Retention and Expansion Strategic Direction – Ensure adequate supply of “shovel ready” land for business attraction and expansion Priority Project-Marketing and build out of Van Norman Innovation Park Development Commissioner N/A Q4 Engineering Design Services for Rokeby Road Property Goal – Business Attraction, Retention and Expansion Strategic Direction – Instill an “open for business” culture across the corporation that prioritizes economic development and business attraction Priority Project-Increase diversity in manufacturingand other key sectors Operations Department/ Development Commissioner/Co nsultant $265,000 with offsets per Report DCS 20- 22 Q3 Wayfinding Signage Goal – Lifestyle and Amenities Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg. Priority Project-Not applicable Economic Development & Marketing $53,649 per Report EDM 21-27 Q4 Consultations for Mall Parking Lot Reconfiguration Goal – Community Growth Strategic Direction – Not applicable Priority Project-Enhanced development standards that benefit the community (including tree planting, affordable housing, walkability, livability, connectivity Enhanced public engagement in planning policies and placemaking EDM/Building/ Communications $10,000 Q4 Page 178 of 234 6 2022 Business Objectives (New) 2022 Business Plan | Economic Development & Marketing Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion VIP Phase2 Conceptual Plan Development Goal – Business Attraction, Retention and Expansion Strategic Direction – Continue to streamline and expedite the building approval process Priority Project-Marketing and build out of Van Norman Innovation Park Development Commissioner $50,000 (funded by reserves) Q4 High Tech Manufacturing Action Plan (Hub Development) Goal – Business Attraction, Retention and Expansion Strategic Direction – Develop a “made in Tillsonburg” approach to education, training and development based on the workforce needs of current and prospective employers Priority Project-Increase diversity in manufacturing and other key sectors Development Commissioner/ Industry/ Associations $5,000 Ongoing CF Oxford Partnership (Pop-up) Goal – Business Attraction, Retention and Expansion Strategic Direction – Support local businesses in post-COVID-19 recovery Priority Project- Continued promotion and facilitati on of COVID-19 business support programs Development Commissioner $5,000 Q4 Airport Business Development Goal – Connectivity and Transportation Strategic Direction – Leverage the municipal airport more effectively to increase access, visibility and business activity in Tillsonburg Priority Project–Support Airport Master Plan and implementation Economic Development & Marketing, Airport TBD (Fly-in tours) Q4 Page 179 of 234 7 2022 Business Objectives (New) 2022 Business Plan | Economic Development & Marketing Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion Project Big Swing Goal – Lifestyle and Amenities Strategic Direction – Update municipal sports facilities consistent with modern standards Target new programs, services, amenities and attractions that will be a magnet for young families Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options. Priority Project-New playgrounds construction, Affordable housing collaboration with Oxford County Development Commissioner/ Recreation, Culture & Parks TBD Ongoing County Surplus Rail Lands Goal – Lifestyle and Amenities Strategic Direction – Provide an expanded, accessible network of parks and trails. Priority Project-New playgrounds construction Goal – Business Attraction, Retention and Expansion Strategic Direction – Increase diversity in manufacturing and other key sectors Priority Project-Not applicable Development Commissioner/ RCP/Industry TBD Ongoing Page 180 of 234 8 Risks • Each of the business plan categories (strategy, investment, support, downtown, Van Norman Innovation Park, partner engagement, promotion, pandemic support, infrastructure, etc) support the ongoing development of the town as a more complete community and not supporting these comprehensive actions will detract from the goals identified for the Town 2022 Business Plan | Economic Development & Marketing Page 181 of 234 9 Opportunities 2022 Business Plan | Economic Development & Marketing • Investment in the Van Norman Innovation Park, the downtown, and business to support the growth and diversification of the Town’s economy • Enhance promotion through ongoing production of magazines and community videos, signage, digital marketing, and chamber awards • Use updated strategy and high tech manufacturing action plan to build resilience into local economy • Maintain partnerships to support visitors, chamber of commerce, youth, and entrepreneurs through key sponsorships Page 182 of 234 10 Future Departmental Directions: 3 year outlook • 2023 • Explore Accredited Economic Development Organization (AEDO) program • Update Industrial Land Strategy • Implementation of updated Economic Development Strategy • Expanded support for Airport Business Development • 2024 • Complete sale of lands in Van Norman Innovation Park • Potential Acquisition of additional Industrial Lands • Implementation of updated Economic Development Strategy • 2025 • Implementation of updated Economic Development Strategy 2022 Business Plan | Economic Development & Marketing Page 183 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -90,000 -86,000 4,000 (4.4%) Total Revenues -90,000 -86,000 4,000 (4.4%) Expenditures Purchases 55,000 48,700 -6,300 (11.5%)1 Interfunctional Adjustments 4,700 -4,700 (100.0%) Total Expenditures 59,700 48,700 -11,000 (18.4%) Total Net Levy -30,300 -37,300 -7,000 23.1% Notes: 1 Reduced Façade Program 11 Page 184 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -12,000 -32,000 -20,000 166.7%1 User Charges -108,000 -53,900 54,100 (50.1%)2 Contribution from Reserves -29,100 29,100 (100.0%)3 Total Revenues -149,100 -85,900 63,200 (42.4%)1 Expenditures Labour 202,200 214,900 12,700 6.3%4 Purchases 115,300 143,400 28,100 24.4%5 Contracted Services 27,000 27,000 Contribution to Reserves 76,000 29,400 -46,600 (61.3%)6 Interfunctional Adjustments -18,900 -15,900 3,000 (15.9%) Debt Principal & Interest 90,800 84,300 -6,500 (7.2%)7 Total Expenditures 492,400 483,100 -9,300 (1.9%) Total Net Levy 343,300 397,200 53,900 15.7% Notes: 1 SOMA grant; Modernization Intake 3 funding 2 Repayment from Packetworks 3 To fund debt interest relating to the industrial land 4 Part time Labour - summer student 5 Strategic Plan initiatives 6 Repayment from Packetworks 7 Decrease in interest paid 12 Page 185 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 505 Economic Development VIP Phase 2 - Planning & Design X92 50,000 (50,000) - 1 A – Must do this year 6 - Strategic initiative (approved by Council) Rokeby Rd Reconstruction X91 400,000 (400,000) - 1 A – Must do this year 1 - Statutory/Legal requirement Wayfinding Signage X89 83,649 (30,000) 53,600 1 A – Must do this year 6 - Strategic initiative (approved by Council) Total 505 Economic Development 533,649 - - - (480,000) - - - - - 53,600 Total 533,649 - - - - (480,000) - - - - - 53,600 13 Page 186 of 234 Page 187 of 234 Page 188 of 234 Page 189 of 234 Town Of Tillsonburg 2022 Business Plan Recreation, Culture & Parks November 29, 2021 Page 190 of 234 2 2022 Business Objectives RCP Department Project Community Strategic Plan Lead Accountability Project Cost Anticipat ed Completi on Completion of New Splash Pad Goal – Offer amenities, services & attractions Strategic Direction – Attractions for young families Priority Project- New Splash Pad RCP $400K Q2 Initiate Northcrest Estates Phase 2 Park Goal – Offer amenities, services & attractions Strategic Direction – Expanded network of Parks Priority Project-Tree Planting/Trail System RCP $160K 2023 Q2 Aquatics Rehabilitation Goal – Offer amenities, services & attractions Strategic Direction – Enhance Programs Youth/Senior – Leisure Activities Priority Project- Community Centre Rehab RCP $4.6M 2023 Q2 Tree Canopy Project Goal – N/A Strategic Direction – N/A Priority Project – Enhanced Tree Planting RCP $88K 2022 Q4 Updating of Facilities Asset Management Plan Goal – Offer amenities, services & attractions Strategic Direction –Long Term Asset Plan Priority Project- Asset Mgmt Plan RCP N/A 2022 Q4 2022 Business Plan | Recreation, Culture & Parks Page 191 of 234 3 2022 Business Objectives Programs & Services Division Project Community Strategic Plan Lead Accountability Project Cost Anticipat ed Completi on Community Recreation Survey Goal –Offer residents the amenities and services they require to enjoy balanced lifestyles Strategic Direction – Maintain and enhance programs to support an active and engaged population Priority Project- Recreation Master Plan Recreation N/A Q2 Review/Revise Membership Structure (Health Club and Pool) Goal –Offer residents the amenities and services they require to enjoy balanced lifestyles Strategic Direction – Update municipal sports facilities with modern standards Priority Project- Community Centre rehabilitation Recreation N/A Q3 – Q4 2022 Business Plan | Recreation, Culture & Parks Page 192 of 234 4 2022 Business Objectives Culture & Heritage Division Project Community Strategic Plan Lead Accountab ility Project Cost Anticipated Completion Municipal Open House Event in celebration of the 150th Anniversary of Town Incorporation Goal – Offer amenities, services & attractions Strategic Direction – to enjoy culture Priority Project- additional community events Museum $2,500 Q1 150th Anniversary of Town Incorporation Special Exhibit in Pratt Gallery Goal – Offer amenities, services & attractions Strategic Direction – to enjoy culture Priority Project- additional community events Museum $2,700 Q1 – Q3 Hosting of a series of various special events and production of souviner item in honor of town’s 150th Anniversary Goal – Offer amenities, services & attractions Strategic Direction – to enjoy culture Priority Project- additional community events Museum $12,800 Q1 – Q4 2022 Business Plan | Recreation, Culture & Parks Page 193 of 234 5 2022 Business Objectives Parks & Facilities Division Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion LLWP Building Replacement Goal – Offer amenities, services & attractions Strategic Direction – Attractions for young families Priority Project- New Splash Pad Admin TBD Subject to Grant Award 2022 Q4 Tree Planting Program Goal – N/A Strategic Direction – N/A Priority Project – Enhanced Tree Planting Parks $20K 2022 Q3 HVAC Replacement Program Goal – N/A Strategic Direction – N/A Priority Project- Facilities $105K 2022 Q3 OPP Security & Access System Goal – N/A Strategic Direction – N/A Priority Project- N/A Facilities $55K 2022 Q1 Lion’s Den Arena Window Inserts Goal – N/A Strategic Direction – N/A Priority Project- N/A Admin $50K 2022 Q3 2022 Business Plan | Recreation, Culture & Parks Page 194 of 234 6 2022 Capital Highlights Project Community Strategic Plan Lead Accountability Project Cost Anticipated Completion General Facility Repairs Goal – Offer residents the amenities they require to enjoy balanced lifestyles Strategic Direction – Update municipal facilities consistent with modern standards Priority Project – Community Centre Rehabilitation Facilities $120K 2022 Q4 Roof Repair/Replacement Goal – Offer residents the amenities they require to enjoy balanced lifestyles Strategic Direction – Update municipal facilities consistent with modern standards Priority Project – Community Centre Rehabilitation Facilities $100K 2022 Q4 New Playground Apparatus – Southridge & Cranberry Goal – Offer residents the amenities they require to enjoy balanced lifestyles Strategic Direction – Update municipal facilities consistent with modern standards Priority Project – New playgrounds construction Parks $70K 2022 Q2 2022 Business Plan | Recreation, Culture & Parks Page 195 of 234 7 Risks •Capacity to meet expectations on proposed capital program is not available without appropriate levels of staffing •Maintaining legislative compliance in all areas of operations. •Grant funding for major infrastructure renewal projects is highly subscribed •Visitor hesitancy to return as 4th wave of pandemic continues into winter of 2021 •Aging volunteer/fundraiser base – not able to anticipate the same level as previously experienced. •Employee retention and recruiting challenges – Industry-wide 2022 Business Plan | Recreation, Culture & Parks Page 196 of 234 8 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. •Continue seeking Federal/Provincial Grant opportunities. •Reap benefits from Departmental Service Review. •Increase online registration through new booking software program. 2022 Business Plan | Recreation, Culture & Parks Page 197 of 234 9 Future Departmental Directions: 3 year outlook 2023 Parking Lot Preservation Plan Adoption of RCP 10-Year Capital Plan Adoption of Facility Asset Management Plan Museum Master Plan 2024 Waterpark Furnishings Upgrade Cemetery Master Plan Update Sports Fields Upgrade Plan 2025 Recreation Master Plan Update Celebration of 200th Anniversary of Town Founding by G.Tillson 2022 Business Plan | Recreation, Culture & Parks Page 198 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -153,200 -148,200 5,000 (3.3%) Other Revenue -18,500 -18,500 Total Revenues -171,700 -166,700 5,000 (2.9%) Expenditures Labour 152,400 157,400 5,000 3.3% Purchases 70,600 58,900 -11,700 (16.6%)1 Contracted Services 21,000 21,000 Contribution to Reserves 7,400 7,400 2 Interfunctional Adjustments 76,700 93,100 16,400 21.4%3 Debt Principal & Interest 2,300 2,200 -100 (4.3%) Total Expenditures 323,000 340,000 17,000 5.3% Total Net Levy 151,300 173,300 22,000 14.5% Notes: 1 Supplies Expense 2 Niche sales 3 Fleet Charges allocation - new unit 10 Page 199 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -28,300 -28,300 - 0.0% Other Revenue -1,600 -1,600 - 0.0% Total Revenues -29,900 -29,900 Expenditures Labour 260,000 289,900 29,900 11.5%1 Purchases 126,300 130,300 4,000 3.2% Contracted Services 259,400 262,400 3,000 1.2% Contribution to Reserves 16,300 16,300 Interfunctional Adjustments 96,400 96,600 200 0.2% Debt Principal & Interest 76,200 74,100 -2,100 (2.8%) Total Expenditures 834,600 869,600 35,000 4.2% Total Net Levy 804,700 839,700 35,000 4.3% Notes: 1 Full Time Labour 11 Page 200 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -24,200 -28,200 -4,000 16.5% Total Revenues -24,200 -28,200 -4,000 16.5% Expenditures Labour 6,000 6,000 Purchases 110,400 115,100 4,700 4.3% Total Expenditures 116,400 121,100 4,700 4.0% Total Net Levy 92,200 92,900 700 0.8% 12 Page 201 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -42,700 -42,700 User Charges -811,300 -751,900 59,400 (7.3%)1 Other Revenue -12,500 -12,500 Total Revenues -866,500 -807,100 59,400 (6.9%) Expenditures Labour 1,531,000 1,537,500 6,500 0.4% Purchases 273,400 279,300 5,900 2.2% Interfunctional Adjustments 148,300 141,100 -7,200 (4.9%)2 Total Expenditures 1,952,700 1,957,900 5,200 0.3% Total Net Levy 1,086,200 1,150,800 64,600 5.9% Notes: 1 Reduced Rates & Fees - COVID 2 IT charges allocation 13 Page 202 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -3,600 -3,600 Total Revenues -3,600 -3,600 Expenditures Labour 1,071,200 1,072,900 1,700 0.2% Purchases 656,200 688,100 31,900 4.9%1 Contracted Services 388,700 394,400 5,700 1.5% Interfunctional Adjustments 93,400 109,700 16,300 17.5%2 Debt Principal & Interest 590,400 584,500 -5,900 (1.0%) Total Expenditures 2,799,900 2,849,600 49,700 1.8% Total Net Levy 2,796,300 2,846,000 49,700 1.8% Notes: 1 HLW; Insurance; Safety Expenses 2 Fleet charges and IT charges allocations 14 Page 203 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues User Charges -112,500 -118,700 -6,200 5.5%1 Total Revenues -112,500 -118,700 -6,200 5.5% Expenditures Purchases 14,400 14,600 200 1.4% Contracted Services 2,000 2,000 Contribution to Reserves 12,500 12,500 - 0.0% Debt Principal & Interest 31,000 43,600 12,600 40.6%2 Total Expenditures 57,900 72,700 14,800 25.6% Total Net Levy -54,600 -46,000 8,600 (15.8%) Notes: 1 Rent increase contributed to reserves 2 New debt relating to the roof replaced in 2021 15 Page 204 of 234 2021 2022 Budget %Note Budget Budget Variance Variance Reference Revenues Grants -18,900 -18,900 User Charges -6,300 -6,300 Other Revenue -7,000 -6,500 500 (7.1%) Contribution from Reserves -30,300 -44,000 -13,700 45.2%1 Total Revenues -62,500 -75,700 -13,200 21.1% Expenditures Labour 279,300 280,400 1,100 0.4% Purchases 84,400 103,600 19,200 22.7%2 Contracted Services 15,000 21,000 6,000 40.0%3 Interfunctional Adjustments 22,000 24,700 2,700 12.3% Total Expenditures 400,700 429,700 29,000 7.2% Total Net Levy 338,200 354,000 15,800 4.7% Notes: 1 100% of Federal grant received in 2021 COVID reopening 2 One time 150 Anniversary Expenses 3 Subcontractor Expenses 16 Page 205 of 234 2022 Capital Project Listing - New Projects (Draft) Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 300 Cemetery New Columbarium X43 60,000 (60,000) - 1 A – Must do this year 4- Increased due to growth-related Total 300 Cemetery 60,000 - - - - (60,000) - - - - - - 450 Parks Library Lane Enhancement - Design Phase X62 10,000 10,000 2 A – Must do this year 2 - Security/Risk Management/H&S Southbridge Parkette Play Structure X61 35,000 35,000 2 B – Must do next year 3- Regular replacement program- existing service level Cranberry Park Play Structure X60 35,000 35,000 1 A – Must do this year 4- Increased due to growth-related Tree Planting Program X59 20,000 20,000 1 A – Must do this year 6 - Strategic initiative (approved by Council) Sports Field Conditioner X58 20,000 20,000 2 B – Must do next year 2 - Security/Risk Management/H&S Northcrest Estates Phase 2 -Park Design & Construction X57 160,000 (160,000) - 1 A – Must do this year 4- Increased due to growth-related Total 450 Parks 280,000 - - - - - - - - (160,000) - 120,000 460 Programs Scanner and Tablets for Booking Software X56 15,000 - 15,000 2 B – Must do next year 3- Regular replacement program- existing service level Total 460 Programs 15,000 - - - - - - - - 15,000 465 Facilities HVAC General Repair/Replacements X55 50,000 - 50,000 1 A – Must do this year 3- Regular replacement program- existing service level OPP Security Replacement Access System X54 55,000 55,000 1 A – Must do this year 2 - Security/Risk Management/H&S General Building Repairs & Maintenance X53 80,000 80,000 1 A – Must do this year 3- Regular replacement program- existing service level Dressing Rooms and storage at the Tillsonburg Community Center X50 15,000 15,000 3 C – Must do in three years or longer 6 - Strategic initiative (approved by Council) Total 465 Facilities 200,000 - - - - - - - - - - 200,000 475 Museum Security Camera System Replacement X49 15,000 15,000 1 A – Must do this year 2 - Security/Risk Management/H&S Boiler Replacement X48 55,000 (27,100) 27,900 1 A – Must do this year 3- Regular replacement program- existing service level Annandale Slate Roof Repairs X47 50,000 50,000 1 A – Must do this year 3- Regular replacement program- existing service level Total 475 Museum 120,000 - - - (27,100) - - - - - 92,900 Total 675,000 - - - - (87,100) - - - (160,000) - 427,900 17 Page 206 of 234 Page 207 of 234 Page 208 of 234 Page 209 of 234 Page 210 of 234 Page 211 of 234 Page 212 of 234 Page 213 of 234 Page 214 of 234 Page 215 of 234 Page 216 of 234 Page 217 of 234 Page 218 of 234 Page 219 of 234 Page 220 of 234 Page 221 of 234 Capital Budget overview The following is the 2022 proposed new capital expenditures that are funded from various sources including grants, reserves, debt an d taxation. Page 222 of 234 Page 223 of 234 Capital Project Listing - New Projects (Draft) Back to Summary Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # Project Listing 110 Corporate Services Annual IT replacement program X95 (74,000) 74,000 - 1 A – Must do this year 3- Regular replacement program- existing service level Computer Replacements X96 62,300 (62,300) - 1 A – Must do this year 3- Regular replacement program- existing service level Cell Phone Replacements X97 8,000 (8,000) - 2 A – Must do this year 3- Regular replacement program- existing service level Town Hall X44 254,000 - (254,000) - 2 B – Must do next year 3- Regular replacement program- existing service level Total 110 Corporate Services 250,300 74,000 - - (254,000) (70,300) - - - - - - 130 Fleet - Replace Roads Unit #80 - Loader X88 250,000 - - - 250,000 2 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #63 - Snowplow/Sander X87 280,000 - - (280,000) - 1 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #203 - Zero Turn Mower X86 10,000 - - 10,000 3 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #98 - Trackless Flail Mower X85 15,000 - - 15,000 5 A – Must do this year 3- Regular replacement program- existing service level Replace Roads Unit #135 - Trackless Boom Flail X84 25,000 - - 25,000 6 A – Must do this year 3- Regular replacement program- existing service level New Sidewalk Plow for Roads X83 165,000 - - (165,000) 37,950 38,000 4 A – Must do this year 4- Increased due to growth-related Total 130 Fleet 745,000 - - - (280,000) - (165,000) 37,950 - - - 338,000 150 Fire H&S Tac Channel Recorder Radio X98 8,000 8,000 1 A – Must do this year 2 - Security/Risk Management/H&S PPE Bunker Gear R&R X99 15,000 (8,800) 6,864 13,100 1 A – Must do this year 2 - Security/Risk Management/H&S Fire Master Plan X94 50,000 (37,500) 8,250 20,800 2 B – Must do next year 4- Increased due to growth-related Tech Rescue Equip R&R (Rope, CF, HZM, Water etc.) X93 10,000 10,000 1 A – Must do this year 2 - Security/Risk Management/H&S Total 150 Engineering 83,000 - - - - (46,300) 15,114 - - - 51,900 210 Engineering Woodcock and Pheasant Design X82 90,000 - 90,000 4 A – Must do this year 3- Regular replacement program- existing service level 3D Lidar – Manhole Condition Assessment X81 85,000 - - 85,000 1 A – Must do this year 2 - Security/Risk Management/H&S Cranberry Rd Design X79 130,000 - (91,200) 27,230 66,000 3 A – Must do this year 4- Increased due to growth-related Kinsmen Bridge Design X80 120,000 - (120,000) - 5 B – Must do next year 2 - Security/Risk Management/H&S Transportation Master Plan X78 80,000 - (60,000) 13,200 33,200 2 B – Must do next year 6 - Strategic initiative (approved by Council) Total 210 Engineering 505,000 - - (120,000) (151,200) 40,430 - - - 274,200 220 Public Works Beech Blvd and Stoney Creek Retaining Walls X76 940,800 - (294,000) (646,800) - 1 A – Must do this year 2 - Security/Risk Management/H&S Lindsay St Reconstruction X75 541,200 (386,000) 155,200 2 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 663,400 (220,000) 443,400 3 A – Must do this year 3- Regular replacement program- existing service level 2022 Asphalt Program X73 400,000 (400,000) - 4 A – Must do this year 3- Regular replacement program- existing service level 2022 Sidewalk Connectivity Program X72 100,000 (90,000) 20,700 30,700 5 B – Must do next year 6 - Strategic initiative (approved by Council) Sidewalk Inspection Program X71 25,000 25,000 7 A – Must do this year 1 - Statutory/Legal requirement Salt Storage Construction X70 475,000 (96,916) 22,291 400,400 6 A – Must do this year 4- Increased due to growth-related Fleet Facility Expansion - Design X69 120,000 (120,000) 27,600 27,600 8 B – Must do next year 4- Increased due to growth-related Connecting Link -Hwy #3 to Town limits X67 631,200 (558,900) 72,300 9 A – Must do this year 3- Regular replacement program- existing service level Total 220 Public Works 3,896,600 - - (1,858,900) (646,800) - (306,916) 70,591 - - - 1,154,600 250 Sanitary Sewers 3D Lidar – Manhole Condition Assessment X81 85,000 (85,000) 1 A – Must do this year 2 - Security/Risk Management/H&S Woodcock and Pheasant Design X82 45,000 (45,000) 5 A – Must do this year 3- Regular replacement program- existing service level Lindsay St Reconstruction X75 295,154 (295,154) - 2 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 361,802 (361,802) - 3 A – Must do this year 3- Regular replacement program- existing service level Cranberry Rd Design X79 65,000 (65,000) 4 A – Must do this year 4- Increased due to growth-related Stoney Creek Sanitary Retaining Walls- Design X65 109,901 (109,901) 6 A – Must do this year 3- Regular replacement program- existing service level Total 250 Sanitary Sewers 961,856 (961,856) 2 Page 224 of 234 Capital Project Listing - New Projects (Draft) Back to Summary Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code # 60 Storm Sewers Beech Blvd and Stoney Creek Retaining Walls X76 235,200 - (235,200) - 1 A – Must do this year 3- Regular replacement program- existing service level Lindsay St Reconstruction X75 266,200 266,200 2 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 326,300 326,300 3 A – Must do this year 3- Regular replacement program- existing service level Van Street X64 25,000 25,000 4 A – Must do this year 3- Regular replacement program- existing service level Total 260 Storm Sewers 852,700 - - - (235,200) - - - - - 617,500 270 Water Woodcock and Pheasant Design X82 45,000 (45,000) 4 A – Must do this year 3- Regular replacement program- existing service level Lindsay St Reconstruction X75 416,375 (416,375) - 1 A – Must do this year 3- Regular replacement program- existing service level Frances St Reconstruction X74 510,395 (510,395) - 2 A – Must do this year 3- Regular replacement program- existing service level Cranberry Rd Design X79 65,000 (65,000) 3 A – Must do this year 4- Increased due to growth-related Total 270 Water 1,036,771 (1,036,771) - 300 Cemetery New Columbarium X43 60,000 (60,000) - 1 A – Must do this year 4- Increased due to growth-related Total 300 Cemetery 60,000 - - - - (60,000) - - - - - - 450 Parks Library Lane Enhancement - Design Phase X62 10,000 10,000 2 A – Must do this year 2 - Security/Risk Management/H&S Southbridge Parkette Play Structure X61 35,000 35,000 2 B – Must do next year 3- Regular replacement program- existing service level Cranberry Park Play Structure X60 35,000 35,000 1 A – Must do this year 4- Increased due to growth-related Tree Planting Program X59 20,000 20,000 1 A – Must do this year 6 - Strategic initiative (approved by Council) Sports Field Conditioner X58 20,000 20,000 2 B – Must do next year 2 - Security/Risk Management/H&S Northcrest Estates Phase 2 -Park Design & Construction X57 160,000 (160,000) - 1 A – Must do this year 4- Increased due to growth-related Total 450 Parks 280,000 - - - - - - - - (160,000) - 120,000 460 Programs Scanner and Tablets for Booking Software X56 15,000 - 15,000 2 B – Must do next year 3- Regular replacement program- existing service level Total 460 Programs 15,000 - - - - - - - - 15,000 465 Facilities HVAC General Repair/Replacements X55 50,000 - 50,000 1 A – Must do this year 3- Regular replacement program- existing service level OPP Security Replacement Access System X54 55,000 55,000 1 A – Must do this year 2 - Security/Risk Management/H&S General Building Repairs & Maintenance X53 80,000 80,000 1 A – Must do this year 3- Regular replacement program- existing service level Dressing Rooms and storage at the Tillsonburg Community Center X50 15,000 15,000 3 C – Must do in three years or longer 6 - Strategic initiative (approved by Council) Total 465 Facilities 200,000 - - - - - - - - - - 200,000 475 Museum Security Camera System Replacement X49 15,000 15,000 1 A – Must do this year 2 - Security/Risk Management/H&S Boiler Replacement X48 55,000 (27,100) 27,900 1 A – Must do this year 3- Regular replacement program- existing service level Annandale Slate Roof Repairs X47 50,000 50,000 1 A – Must do this year 3- Regular replacement program- existing service level Total 475 Museum 120,000 - - - (27,100) - - - - - 92,900 480 Transit Bus Stop Shelter Installation X46 340,000 (272,000) 68,000 1 B – Must do next year 5 - Expand service level Total 480 Transit Services 340,000 (272,000) 68,000 505 Economic Development VIP Phase 2 - Planning & Design X92 50,000 (50,000) - 1 A – Must do this year 6 - Strategic initiative (approved by Council) Rokeby Rd Reconstruction X91 400,000 (400,000) - 1 A – Must do this year 1 - Statutory/Legal requirement Wayfinding Signage X89 83,649 (30,000) 53,600 1 A – Must do this year 6 - Strategic initiative (approved by Council) Total 505 Economic Development 533,649 - - - (480,000) - - - - - 53,600 Total 9,879,876 74,000 (1,998,627) (2,130,900) (1,416,000) (757,400) (669,416) 164,085 - (160,000) - 2,985,700 3 Page 225 of 234 Capital Projects that have been Deferred/Removed from the Budget ntribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Allocate to Taxation Comments Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Operating budget Project Listing 130 Fleet 0 New Truck for New FTE Water 38,000 0 -38,000 0 included in the Enterprise program Rep #19 Pickup Truck Engineering 38,000 0 -38,000 0 included in the Enterprise program Rep #20 Pickup Truck Airport 38,000 0 -38,000 0 included in the Enterprise program Rep #30 Crew Cab Pickup Truck Hydro 38,000 0 -38,000 0 included in the Enterprise program Rep #29 Pickup Truck Complex 38,000 -38,000 0 included in the Enterprise program Rep #36 SUV Building 35,000 0 -35,000 0 included in the Enterprise program Rep #37 1 ton Pickup Truck Fire 90,000 0 -90,000 0 included in the Enterprise program Total 130 Fleet 315,000 0 0 -204,000 -35,000 0 0 0 0 -76,000 0 0 150 Fire RMS ER SAAS (Subscription)6,000 -6,000 0 Removed on September 30 2021 Emergency Notification SAAS 5,000 -5,000 0 Removed on September 30 2021 H&S Radio Simulcast Licence SM Contract 5,000 -5,000 0 Removed on September 30 2021 PPE Helmets R&R 2,500 -2,500 0 Removed on September 30 2021 PPE Boots R&R 2,500 -2,500 0 Removed on September 30 2021 Scene Lighting 2,500 -2,500 0 Removed on September 30 2021 H&S Chairs 2,000 -2,000 0 Removed on September 30 2021 Air Monitors Equip R&R PID 6,000 -6,000 Removed on October 7 2021 Hose/Nozzle R&R 5,000 -5,000 Removed on October 7 2021 NG 911 Stage 3 50,000 50,000 Deferred to 2023 as per chief - October 8 2021 Total 150 Fire 86,500 0 0 0 0 0 0 0 0 -36,500 50,000 210 Engineering Drainage Master Plan 112,400 -84,300 18,546 46,646 Removed by SLT on Oct. 21 2021 Total 210 Engineering 112,400 0 -84,300 18,546 0 0 0 0 46,646 220 Public Works Signal Priority Control System Expansion 33,800 -33,800 7,774 7,774 Removed by SLT on Oct. 21 2021 Total 220 Public Works 33,800 0 0 0 0 -33,800 7,774 0 0 0 0 7,774 240 Airport Airport Electrical Upgrade 285,000 285,000 Removed by SLT on Oct. 21 2021 Total 240 Airport 285,000 0 0 0 0 0 0 0 0 285,000 300 Cemetery Laneway Repairs Phase II 35,000 35,000 Removed by SLT on Oct. 21 2021 Total 300 Cemetery 35,000 0 0 0 0 0 0 0 0 0 35,000 450 Parks Bert Newman Park Gazebo 20,000 20,000 Removed on Sept 30 2021 Sports Fields Upgrade Program 15,000 15,000 Removed on Sept 30 2021 Dog Park 5,000 -5,000 0 Not sure what the details are, could all under subcontractor expenseGeneral Trail Enhancements 25,000 25,000 Removed on Sept 30 2021 Signage Replacement Program 10,000 10,000 Removed on Sept 30 2021 Total 450 Parks 75,000 0 0 0 0 0 0 0 0 0 -5,000 70,000 460 Programs Recreation Minor Capital 5,000 -5,000 0 Not sure what the details are, could all under subcontractor expenseTotal 460 Programs 5,000 0 0 0 0 0 0 0 0 -5,000 0 465 Facilities Security & Access Control Systems 30,000 30,000 Removed on Sept 30 2021 Grounds - General 10,000 -10,000 0 Not sure what the details are, could all under subcontractor expenseStation Arts - Security Camera & Access Upgrades 10,000 10,000 Removed on Sept 30 2021 TCC Wayfinding Signage 13,000 13,000 Removed on Sept 30 2021 Roof Repairs - General 80,000 80,000 Removed on Sept 30 2021 Arenas Miscellaneous Upgrades/Replacement 40,000 40,000 Removed on Sept 30 2021 LLWP Building Replacement (Grant 25% share)250,000 250,000 Removed by SLT on Oct. 21 2021 Lion's Den Arena Window Inserts 50,000 50,000 Removed by SLT on Oct. 21 2021 Total 465 Facilities 483,000 0 0 0 0 0 0 0 0 0 -10,000 473,000 475 Museum Front Reception AODA Redesign 30,000 30,000 Removed on Sept 30 2021 Storage upgrade phase 2 22,000 22,000 Removed by SLT on Oct. 21 2021 Scanner & Tablets for Booking 2,000 -2,000 0 Removed by SLT on Oct. 21 2021 Total 475 Museum 54,000 0 0 0 0 0 0 0 0 0 -2,000 52,000 505 Economic Development Mall Parking Lot Enhancement 50,000 -50,000 0 Removed by SLT on Oct. 21 2021 Total 505 Economic Development 50,000 0 0 0 0 0 0 0 -50,000 0 0 Total 1,534,700 0 0 -204,000 -35,000 -118,100 26,320 0 -50,000 -76,000 -58,500 1,019,420 4 Page 226 of 234 Capital Budget overview The following is the 2021 approved project listing in progress. Page 227 of 234 Page 228 of 234 PRINCIPAL BALANCES O/S AT DECEMBER 31 - TAX SUPPORTED TERM 2020 2021 2022 PRINCIPAL PRINCIPAL PRINCIPAL 3179 Elliot Fairbairn Centre 25 170,160.84 154,696.40 139,231.96 3179 Superbuild Project 25 87,970.88 79,968.80 71,966.72 3179 Arena HVAC 25 302,389.56 273,588.84 244,788.12 3179 Golf Course 25 189,010.44 171,011.16 153,011.88 3166 Glendale/Glenridge/Poplar 20 3,003.92 2,504.20 2,004.48 3166 Glendale/Glenridge/Winona 20 48,001.12 40,001.20 32,001.28 3166 Glendale/Allen 20 22,498.74 18,748.65 14,998.56 3166 Elgin 20 4,319.02 3,596.95 2,874.88 3166 Lisgar 20 16,290.72 13,578.20 10,865.68 3166 Dereham 20 5,174.52 4,312.70 3,450.88 3166 Tanager 20 4,413.54 3,676.65 2,939.76 3166 Townline 20 23,348.42 19,456.45 15,564.48 OIPC Delevan Road Work 30 40,290.00 37,920.00 35,550.00 OIPC Roads Resurfacing 30 42,500.00 40,000.00 37,500.00 OIPC Edgewood Drive 30 58,780.22 55,322.56 51,864.90 OIPC Venision East 30 10,551.22 9,930.56 9,309.90 OIPC Quarterline South 30 104,833.36 98,666.68 92,500.00 OIPC Concession St. Bridge 30 113,333.36 106,666.68 100,000.00 OIPC Glendale Poplar 30 30,222.12 28,444.36 26,666.60 OIPC GPS Equipment 20 7,192.50 6,165.00 5,137.50 OIPC Airport Hanger Taxiway 20 17,500.00 15,000.00 12,500.00 OIPC Airport Lighting 20 3,150.00 2,700.00 2,250.00 OIPC Airport Taxiway 20 8,281.00 7,098.00 5,915.00 OIPC Arena Floor 25 182,190.24 167,007.72 151,825.20 OIPC Tennis Courts 25 46,080.00 42,240.00 38,400.00 OIPC CCC Lobby Floor 25 7,699.20 7,057.60 6,416.00 OIPC CSC-HVAC 20 14,400.00 12,600.00 10,800.00 OIPC Maple Lane 30 209,715.96 198,065.04 186,414.12 OIPC Linkoln Street 30 106,546.88 100,627.62 94,708.36 OIPC Quaterline 30 243,789.68 230,245.82 216,701.96 OIPC 350 HP Truck Rep # 111 20 47,693.50 42,082.50 36,471.50 OIPC Quaterline Railway Track 30 355,835.63 336,601.25 317,366.87 OIPC Misc Street Paving 30 234,333.41 221,666.75 209,000.09 OIPC Works Building Drain 30 18,500.00 17,500.00 16,500.00 OIPC Trail Development 30 376,983.21 356,605.75 336,228.29 OIPC William to Beech Blvd 30 161,993.67 153,704.21 145,414.75 OIPC Downtown Parking-Epple 30 132,977.56 126,140.28 119,303.00 OIPC Hydro Hybrid Bucket Truck 15 89,192.70 69,372.10 49,551.50 OIPC Lisgar & 4th 30 260,000.00 247,000.00 234,000.00 Fire Truck 15 256,399.44 213,666.20 170,932.96 Arena-10 755,911.65 512,421.93 260,650.04 Rural Broadband 10 67,249.99 45,615.89 23,245.92 Fleet - Replace #075 10 117,588.00 94,110.00 70,632.00 Fleet - Replace #040 10 16,456.00 13,145.00 9,834.00 Fleet - Replace #046 10 16,456.00 13,145.00 9,834.00 TCC - Roof- Senior Centre/Auditorium 10 77,500.00 62,000.00 46,500.00 EFC Roof 10 30,000.00 24,000.00 18,000.00 Fire Comm - Dispatch 5 7,152.78 0.00 Trottier Stage 3 20 320,000.00 300,000.00 280,000.00 Replaces 1995 Freightliner FL70 (#072)15 159,866.64 145,333.30 130,799.96 Fire Comm - Dispatching equipment 5 5,980.59 0.00 Fleet - Replace #062 10 182,000.00 156,000.00 130,000.00 Riverview Stage 1 20 82,705.00 77,840.00 72,975.00 Fire Pumper Truck # 070 15 398,000.02 364,833.36 331,666.70 Sidewalk Machine, replaces #083 10 105,000.00 90,000.00 75,000.00 55HP Tractor Service Expansion #089 15 39,999.98 36,666.64 33,333.30 Gas detection and Air monitoring 10 18,200.00 15,600.00 13,000.00 Carroll Trail 10 52,500.00 45,000.00 37,500.00 Roof Repairs at TCC 15 134,000.02 122,833.36 111,666.70 LED lights on Ice pads at TCC 20 76,500.00 72,000.00 67,500.00 Design Energy Conservation at TCC 20 36,550.00 34,400.00 32,250.00 Page 229 of 234 PRINCIPAL BALANCES O/S AT DECEMBER 31 - TAX SUPPORTED TERM 2020 2021 2022 PRINCIPAL PRINCIPAL PRINCIPAL Broadway&Glendale St interesction- Pedestrian Crossing 10 32,000.00 28,000.00 24,000.00 Snowplow Truck Rep #064 10 220,000.00 192,500.00 165,000.00 Broadway&Brock St intersection- Accessible Upgrade 20 54,000.00 51,000.00 48,000.00 Storm Channel Outlet Dranage 4 60,179.56 30,663.43 0.00 Aerial Fire Truck 20 851,000.00 805,000.00 759,000.00 Roads- Lawrie/Jane & Ried St 25 326,400.00 312,800.00 299,200.00 Roads- Bradbun stage 2 of 2 25 470,400.00 450,800.00 431,200.00 Replacement of a F350 Truck with and aluminum dump body 10 73,500 66,150.00 58,800.00 Installing municipal infrastructure/services to three privately owned lots which will be fully recovered.5 115,000 92,000.00 69,000.00 Self contained breathing apparatus - Fire 10 150,000.00 135,000.00 120,000.00 widening of the intersection to accommodate a left turn lane into a potential new industrial park 20 82,373.00 78,254.36 74,135.72 Van Norman Innovation Park - Phase 2 25 900,000.00 864,000.00 828,000.00 Overhead Door Repairs 20 30,000.00 28,500.00 27,000.00 Total Tax Supported Debt before new debt 10,122,015.81 9,094,849.15 8,070,650.52 New Debt Proceeds New Debt 7400 Plow/wing Truck Rpl# 61 10 138,113.00 124,301.70 New Debt Replace Parks Unit # 88 10 93,314.00 83,982.60 New Debt New Cemetery Unit 10 62,811.00 50,248.80 New Debt Replace Buidling unit #39 5 36,610.00 29,288.00 New Debt TFRS Radio Communication Towers Equipment 15 38,397.00 35,837.20 New Debt Replace Cemetery Unit# 87 10 0.00 156,608.45 New Debt New RCP Mini Cargo Van 32,105.70 New Debt Elliot Fairbairn Roof 20 182,426.00 173,304.70 Total New Tax supported Debt 0.00 551,671.00 685,677.15 Committed debt but not issued Replace #61 7400 plow/wing Truck 160,000.00 0.00 Indoor Pool Asset Renewal 735,000.00 735,000.00 Rpl#60 335 Snowplow Truck 90,000.00 90,000.00 Replace Fire Unit #37 88,000.00 88,000.00 Replace Fire Unit# 38 50,000.00 50,000.00 Replace Cemetery Unit# 87 115,000.00 0.00 New RCP Mini Cargo Van 40,000.00 0.00 Asset Management -Facilities Analysis 70,000.00 70,000.00 160,000.00 1,188,000.00 1,033,000.00 Request for 2022 1,416,000 Total Tax Supported Debt Outstanding 10,282,015.81 12,250,520.15 11,205,327.67 Page 230 of 234 PRINCIPAL BALANCES O/S AT DECEMBER 31 - User Pay / Operational Savings Debt TERM 2020 2021 2022 PRINCIPAL PRINCIPAL PRINCIPAL User Pay Debt Service Truck Rep#044 - Water Dept 10 137,713.60 120,499.40 103,285.20 Waterpark renos 10 80,000.00 70,000.00 60,000.00 LED Streetlights Conversion - BIA 10 92,000.00 80,500.00 69,000.00 Fire Comm - Dispatching equipment- Hanover 5 15,840.00 10,560.00 5,280.00 Fire Comm - Dispatching equipment- Ripley's 5 17,293.80 11,529.20 5,764.60 Fire Comm Console 10 74,800.00 65,450.00 56,100.00 Fire Comm - Dispatching equipment- South Huron 5 30,074.80 22,549.60 15,024.40 Fleet -Replace Caravan with Dodge Ram 5 28,000.00 21,000.00 14,000.00 Hydro Service truck 10 58,500.00 52,000.00 45,500.00 Hydro Cable truck 15 347,900.00 324,706.66 301,513.32 New Columbaria 25 36,000.00 34,560.00 33,120.00 Off road equipment 420D backhoe 10 130,000 117,000.00 104,000.00 light duty cable trailer 5 10,000 9,333.34 8,666.68 light duty utility van 5 40,000 32,000.00 24,000.00 medium duty 1-ton with aluminum dump body truck 10 37,500 33,750.00 30,000.00 Fire dispatch radio console 10 38,000.00 34,200.00 30,400.00 New Debt Replace Hydro unit # 65 5 0.00 48,677.00 38,941.60 New Debt Fire Communication Customers 5 0.00 55,169.00 44,135.20 New Debt Next Gen 911 5 0.00 95,000.00 76,000.00 New Debt Replace Water Unit #28 0.00 33,038.10 User pay debt Outstanding 1,173,622.20 1,238,484.20 1,097,769.10 Committed User pay debt but not issued Construction Financing - Hwy # 3 Clearview Drive Extension 1,650,000.00 1,650,000.00 1,650,000.00 Constructing Financing - Hwy # 3 Business Park SWM Facility 438,000.00 438,000.00 438,000.00 Indoor Pool Asset Renewal 0.00 315,000.00 315,000.00 Replace Water Unit #28 0.00 35,000.00 0.00 2,088,000.00 2,438,000.00 2,403,000.00 Request for 2022 0.00 Total User pay debt Outstanding 3,261,622.20 3,676,484.20 3,500,769.10 LED Streetlights Conversion - Town - Construction Financing 10 1,275,000.00 1,125,000.00 975,000.00 TCC Retrofit - Cogen 20 1,876,500.00 1,772,250.00 1,668,000.00 Bay lights conversion to LED 10 32,000.00 28,000.00 24,000.00 DHW System replacement 10 85,500.00 76,000.00 66,500.00 Lighting conversion to LED in the work bays at the CSC 10 40,000.00 36,000.00 32,000.00 Committed Operational Savings debt but not issued Total Operational Savings Debt Outstanding 3,309,000.00 3,037,250.00 2,765,500.00 Page 231 of 234 2021 Sub-Total Total 2022 Sub-Total Total Budget Budget REVENUES Operating $24,202,000 $25,274,700 Capital 6,037,600 6,037,600 6,037,600 7,955,200 7,955,200 7,955,200 LESS: Transfer from other funds 1,031,100 1,449,600 Proceeds on debenture issue 997,000 1,416,000 Proceeds on user pay debtenture issue 180,000 0 TOTAL REVENUE 28,031,500 28,031,500 -28,031,500 30,364,300 30,364,300 -30,364,300 EXPENSES Operating 24,125,040 25,414,754 Non-Tangible Capital 96,100 74,000 Capital 8,060,000 7,881,200 LESS: Transfer to other funds 437,300 302,600 Capital Expenses 8,060,000 8,060,000 8,060,000 7,881,200 7,881,200 7,881,200 Debt Principal payments 1,398,100 1,513,104 TOTAL EXPENSES 22,385,740 22,385,740 22,385,740 23,673,050 23,673,050 23,673,050 ANNUAL SURPLUS: before exclusions 50,417,240 5,645,760 -5,645,760 54,037,350 6,691,250 -6,691,250 EXCLUSIONS: Amortization of TCA 2,780,317 3,078,064 Post Employment Benefits Solid Waste Landfill Closure and Post-Closures TOTAL EXCLUSIONS 2,780,317 3,078,064 ANNUAL SURPLUS: after exclusions 50,417,240 50,417,240 2,865,443 54,037,350 54,037,350 3,613,186 Page 232 of 234 1 Municipal Act, 2001 Loi de 2001 sur les municipalités ONTARIO REGULATION 284/09 BUDGET MATTERS — EXPENSES Consolidation Period: From July 31, 2009 to the e-Laws currency date. No amendments. This Regulation is made in English only. Exclusion 1. In preparing the budget for a year, a municipality or local board may exclude from the estimated expenses described in paragraph 3 of subsection 289 (2) and in paragraph 3 of subsection 290 (2) of the Act all or a portion of the following: 1. Amortization expenses. 2. Post-employment benefits expenses. 3. Solid waste landfill closure and post-closure expenses. O. Reg. 284/09, s. 1. Report 2. (1) For 2011 and subsequent years, the municipality or local board shall, before adopting a budget for the year that excludes any of the expenses listed in section 1, (a) prepare a report about the excluded expenses; and (b) adopt the report by resolution. O. Reg. 284/09, s. 2 (1). (2) If a municipality or local board plans to adopt or has adopted a budget for 2010 that excludes any of the expenses listed in section 1, the municipality or local board shall, within 60 days after receiving its audited financial statements for 2009, (a) prepare a report about the excluded expenses; and (b) adopt the report by resolution. O. Reg. 284/09, s. 2 (2). Contents 3. A report under section 2 shall contain at least the following: 1. An estimate of the change in the accumulated surplus of the municipality or local board to the end of the year resulting from the exclusion of any of the expenses listed in section 1. 2. An analysis of the estimated impact of the exclusion of any of the expenses listed in section 1 on the future tangible capital asset funding requirements of the municipality or local board. O. Reg. 284/09, s. 3. Review 4. The Ministry of Municipal Affairs and Housing shall initiate a review of this Regulation on or before December 31, 2012. O. Reg. 284/09, s. 4. 5. OMITTED (PROVIDES FOR COMING INTO FORCE OF PROVISIONS OF THIS REGULATION). O. Reg. 284/09, s. 5. Page 233 of 234 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-120 A BY-LAW to confirm the proceedings of Council at its meeting held on November 29, 2021. 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 29, 2021, 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. That this By-Law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 29th DAY OF NOVEMBER, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 29th DAY OF NOVEMBER, 2021. ________________________________ MAYOR – Stephen Molnar _______________________________ CLERK – Michelle Smibert Page 234 of 234