TABLE OF CONTENTS DRAF… · TOTAL CAPITAL FORECAST. 020-General Admin 1,713,420 1,288,420 335,000...

TABLE OF CONTENTS

Page Section 1 – Operating Budget Summary ............................................................................................. 1-5

Section 2 – Capital Budget Summary ................................................................................................. 6-9

Section 3 – Corporate Org Chart / Staff Complement Summary ..................................................... 10-13

Section 4 – Departmental Business Plan, Operating and Capital Budgets:

A) Leisure & Community Services ............................................................................................... 14-78

B) Public Works ........................................................................................................................ 79-113

C) Fire & Emergency Services ................................................................................................ 114-125

D) Development Services ........................................................................................................ 126-141

E) Corporate Services ............................................................................................................. 142-184

F) General Admin / Office of the Chief Administrative Officer .................................................. 185-202 OTHER SERVICES:

G) Whitchurch-Stouffville Public Library .................................................................................. 203-215 H) Council ...................................................................................................................................... 216

Section 1 Operating Budget

Summary

TOWN OF WHITCHURCH-STOUFFVILLEOPERATING BUDGET SUMMARY

DEC 31/15 DEC 31/15 DEC 31/15 2015 2015 2015 2016 2016 2016ESTIMATED ESTIMATED ESTIMATED ANNUAL ANNUAL ANNUAL ANNUAL ANNUAL ANNUALEXPENSES REVENUES NET BUDGETED BUDGETED NET BUDGETED BUDGETED NET

DEPARTMENT (Preliminary) (Preliminary) (Preliminary) EXPENSES REVENUES BUDGET EXPENSES REVENUES BUDGET

CORPORATE 4,024,662 (5,270,251) (1,245,589) 5,754,980 (6,274,761) (519,781) 5,867,650 (6,110,431) (242,781)FINANCE - TAXATION 46,159 (24,591,616) (24,545,457) 185,000 (24,768,229) (24,583,229) 185,001 (26,089,929) (25,904,928)

TOTAL ADMIN REVENUE 4,070,821 (29,861,867) (25,791,046) 5,939,980 (31,042,990) (25,103,010) 6,052,651 (32,200,360) (26,147,709)

BUDGET VARIANCE (%) ADMIN REV 1.9% 3.7% 4.2%

COUNCIL 476,797 0 476,797 484,180 0 484,180 614,570 0 614,570GENERAL ADMIN 719,256 (12,050) 707,206 927,760 (100,000) 827,760 1,043,463 (50,000) 993,463HUMAN RESOURCES 111,553 0 111,553 152,750 0 152,750 175,350 0 175,350ECONOMIC DEVELOPMENT 121,172 (9,000) 112,172 251,550 (45,000) 206,550 208,410 (45,000) 163,410REAL ESTATE 518,607 (518,607) 0 1,000,000 (1,000,000) 0 1,000,000 (1,000,000) 0DOWNTOWN STOUFFVILLE 180,544 (120,220) 60,324 233,710 (155,160) 78,550 236,790 (157,660) 79,130LEGAL 281,628 (116,306) 165,322 530,900 (373,730) 157,170 583,850 (299,500) 284,350CORPORATE SERVICES ADMIN 0 0 0 0 0 0 363,390 0 363,390FINANCE 997,493 (171,103) 826,390 1,294,290 (144,500) 1,149,790 1,050,660 (169,500) 881,160INFO TECHNOLOGY 806,971 (68,138) 738,833 1,170,230 (104,870) 1,065,360 1,201,370 (104,100) 1,097,270CUSTOMER SERVICE 672,043 (129,706) 542,337 700,590 (178,400) 522,190 711,910 (170,000) 541,910CLERKS - ADMIN 1,191,945 (56,943) 1,135,002 1,197,840 (70,610) 1,127,230 496,672 (34,580) 462,092COMMITTEES 3,535 0 3,535 8,000 0 8,000 15,300 0 15,300BY-LAW 0 0 0 0 0 0 477,645 (25,910) 451,735 TOTAL ADMIN 6,081,544 (1,202,073) 4,879,471 7,951,800 (2,172,270) 5,779,530 8,179,380 (2,056,250) 6,123,130

BUDGET VARIANCE (%) ADMIN 2.9% -5.3% 5.9%

FIRE - ADMIN 848,388 (108,845) 739,543 1,096,520 (318,890) 777,630 1,134,810 (321,674) 813,136FIRE - SUPPRESSION 4,334,602 (112,830) 4,221,772 4,207,790 (207,630) 4,000,160 4,272,770 (223,130) 4,049,640FIRE - PREV & EDUCATION 265,326 (7,438) 257,888 260,300 (10,200) 250,100 305,230 (10,200) 295,030EMERGENCY MANAGEMENT 4,071 0 4,071 12,750 0 12,750 12,750 0 12,750 TOTAL FIRE DEPT. 5,452,387 (229,113) 5,223,274 5,577,360 (536,720) 5,040,640 5,725,560 (555,004) 5,170,556

BUDGET VARIANCE (%) FIRE DEPT. 2.7% 3.4% 2.6%

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BUILDING 1,993,547 (1,993,547) 0 2,351,071 (2,351,071) 0 2,187,561 (2,187,561) 0PLANNING 883,067 (839,535) 43,532 1,018,190 (1,032,600) (14,410) 943,870 (876,500) 67,370ENGINEERING AND DEVELOPMENT 1,085,588 (1,099,139) (13,551) 1,404,260 (1,489,160) (84,900) 1,199,180 (1,319,160) (119,980) TOTAL DEVELOPMENT SERVICES 3,962,202 (3,932,221) 29,981 4,773,521 (4,872,831) (99,310) 4,330,611 (4,383,221) (52,610)

BUDGET VARIANCE (%) DEVELOPMENT SERVICES -9.3% -10.0% -47.0%

PUBLIC WORKS ADMIN 816,358 (234,509) 581,849 909,560 (275,400) 634,160 1,097,905 (295,400) 802,505LOCATES 28,540 (2,091) 26,449 80,400 (123,000) (42,600) 67,400 (123,000) (55,600)CROSSING GUARDS 107,461 0 107,461 108,410 0 108,410 127,510 0 127,510PUBLIC WORKS ROADS 4,883,230 (1,010,111) 3,873,119 5,074,000 (1,121,020) 3,952,980 5,573,290 (1,502,920) 4,070,370PARKING LOTS OPERATIONS 27,245 0 27,245 37,680 0 37,680 35,665 0 35,665STREET LIGHTING 602,904 (1,668) 601,236 608,060 (10,810) 597,250 547,350 (7,810) 539,540TRAFFIC LIGHTS 34,967 0 34,967 45,480 0 45,480 63,200 0 63,200SIDEWALKS 262,523 (14,695) 247,828 254,420 (7,000) 247,420 351,920 (10,000) 341,920WASTE MANAGEMENT 339,799 (15,471) 324,328 359,570 (12,000) 347,570 333,934 (13,000) 320,934RECYCLING OPERATING 1,040,573 (185,572) 855,001 1,121,890 (156,300) 965,590 1,032,705 (156,300) 876,405 TOTAL WORKS DEPARTMENT 8,143,600 (1,464,117) 6,679,483 8,599,470 (1,705,530) 6,893,940 9,230,879 (2,108,430) 7,122,449

BUDGET VARIANCE (%) PUBLIC WORKS 7.3% 23.6% 3.3%

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LEISURE ADMIN 756,992 0 756,992 815,530 (5,000) 810,530 894,220 (5,000) 889,220PARKS 2,029,983 (458,110) 1,571,873 2,050,690 (525,600) 1,525,090 2,271,515 (615,290) 1,656,225BETHESDA SPORTS PARK 116,685 (71,489) 45,196 176,510 (93,750) 82,760 0 0 0FACILITIES 852,026 (234,274) 617,752 1,036,180 (324,270) 711,910 999,380 (228,370) 771,010MUNICIPAL OFFICES 781,543 (195,198) 586,345 753,700 (199,790) 553,910 771,920 (199,790) 572,130STOUFFVILLE CLIPPERS SPORTS 1,944,244 (1,780,237) 164,007 1,875,960 (1,788,590) 87,370 1,898,490 (1,813,390) 85,100STOUFFVILLE ARENA 823,647 (760,750) 62,897 766,400 (753,760) 12,640 777,120 (785,760) (8,640)OPERATIONS CENTRE 815,067 (377,473) 437,594 874,850 (419,730) 455,120 866,750 (419,730) 447,020SOCCER CITY 555,735 (319,757) 235,978 455,190 (399,000) 56,190 526,100 (425,750) 100,350PROGRAMS 622,245 (418,469) 203,776 535,490 (402,540) 132,950 618,370 (454,940) 163,430LEISURE CENTRE ADMIN 212,391 (24,199) 188,192 258,950 (33,700) 225,250 201,150 (35,200) 165,950LEISURE CENTRE OPERATIONS 748,698 (62,078) 686,620 711,770 (63,450) 648,320 729,050 (63,450) 665,600LEISURE CENTRE AQUATICS 623,859 (699,852) (75,993) 607,020 (710,530) (103,510) 628,780 (763,030) (134,250)LEISURE CENTRE FITNESS 378,657 (289,809) 88,848 387,040 (383,870) 3,170 403,975 (389,560) 14,415BALLANTRAE COMM CENTRE 52,377 (13,394) 38,983 48,390 (19,550) 28,840 44,390 (19,550) 24,840LEMONVILLE COMM CENTRE 16,664 (16,597) 67 31,000 (17,550) 13,450 29,000 (17,550) 11,450TRAIN STATION 127,512 (157,292) (29,780) 125,240 (157,290) (32,050) 128,040 (162,000) (33,960)MUSEUM VISITOR / COMM CENTRE 488,384 (145,534) 342,850 430,940 (146,060) 284,880 461,660 (163,440) 298,220CULTURE / TOURISM / GRANTS 472,744 (139,685) 333,059 546,360 (234,040) 312,320 473,080 (135,000) 338,08019 ON THE PARK 381,468 (232,576) 148,892 364,860 (213,740) 151,120 363,689 (236,955) 126,734

TOTAL LEISURE SERVICES 12,800,921 (6,396,773) 6,404,148 12,852,070 (6,891,810) 5,960,260 13,086,679 (6,933,755) 6,152,924

BUDGET VARIANCE (%) LEISURE SERVICES 1.8% 0.6% 3.2%

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LIBRARY GRANT 1,525,790 0 1,525,790 1,527,950 0 1,527,950 1,631,260 0 1,631,260TOTAL TOWN GRANTS 1,525,790 0 1,525,790 1,527,950 0 1,527,950 1,631,260 0 1,631,260

BUDGET VARIANCE (%) GRANTS 6.8% 0.0% 6.8%

TOTAL TOWN OPERATIONS 42,037,265 (43,086,164) (1,048,899) 47,222,151 (47,222,151) 0 48,237,020 (48,237,020) 0

CEMETERY 82,664 (82,664) 0 95,800 (95,800) 0 99,715 (99,715) 0SEWER 4,814,905 (4,814,905) 0 4,321,441 (4,321,441) 0 5,317,701 (5,317,701) 0WATER 5,155,474 (5,155,474) 0 4,640,880 (4,640,880) 0 4,993,710 (4,993,710) 0 TOTAL OTHER OPERATIONS 10,053,043 (10,053,043) 0 9,058,121 (9,058,121) 0 10,411,126 (10,411,126) 0

BUDGET VARIANCE (%) OTHER OPERATING FUNDS 14.9% 14.9% 0.0%

GRAND TOTAL - OPERATING 52,090,308 (53,139,207) (1,048,899) 56,280,272 (56,280,272) 0 58,648,146 (58,648,146) 0

Expenses Revenues Net18,784 (6,680) 12,104

655,410 (314,790) 340,6201,272,741 (1,295,830) (23,089)

568,755 (589,074) (20,319)289,120 (11,990) 277,130

(436,936) (149,510) (586,446)2,367,874 (2,367,874) 0

Other

InflationaryAnnualization

Growth RelatedLegislated Mandatory

Service Level Changes

4

Water/Sewer19.6%

Development Services8.2%

Public Works17.6%

Leisure & Community Services24.9%

Corporate Services8.2%

Library Grant3.1%

Council1.2%

Gen Admin5.7%Fire & Emergency Services

10.9%

Other0.6%

Town of Whitchurch-Stouffville 2016 Budget Gross Operating Expenditures by Department

Note 1) Total Town Expenditure for 2016: $52.6 MillionNote 2) Other includes Downtown Stouffville Improvement & Cemetery

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Section 2 Capital Budget

Summary

TOWN OF WHITCHURCH-STOUFFVILLE

CAPITAL BUDGET LEGEND FOR FUNDING

(“Other Descriptions” column)

Funding Code Explanation

SD 10% Statutory Deduction

VCA Voluntary Contribution Agreement

TI Trade-In or Sale of Vehicle

B124 Bill 124 Reserves

FGT Federal Gas Tax

RS Reserves

DO Donations

GR Grants

RD Road

SU Subsidies

W Water

WW Wastewater

Any further information provided under this column of the capital budget defines the project.

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Town of Whitchurch-Stouffville 2016 Approved Capital Budget & All Forecasts

<---------SOURCE OF FUNDING--------->

PROJECT DESCRIPTION AND LOCATIONNew/

Change Resch

GROSS COST DEV .CHARGES

CAPITAL RESERVE DEBT

DONATIONS, SUBSIDIES &

OTHEROTHER DESCRIPTIONS

Total 2016

020-General Admin 128,842 128,842 0 0 0

030-Finance Admin 0 0 0 0 0

031-Info Technology 205,000 0 205,000 0 0

044-By-Law 40,000 0 40,000 0 0

060-Cemetery 50,000 0 50,000 0 0

110-Fire Suppression 362,500 72,500 290,000 0 0

210-Planning 385,000 292,500 90,000 0 2,500

300-Public Works Admin 255,000 70,000 178,750 0 6,250

310-Roads 13,089,587 4,497,087 8,583,750 0 8,750

341-Sidewalks 325,000 27,000 298,000 0 0

500-Waste Water Capital 1,439,790 212,372 140,000 0 1,087,418

550-Water Capital 1,506,202 392,973 382,500 0 730,729

700-Leisure Admin 0 0 0 0 0

710-Parks 3,530,639 282,893 3,122,585 0 125,161

720-Facilities 7,640,000 4,858,000 2,236,000 0 546,000

722-Clippers Sports Complex 170,000 0 170,000 0 0

723-Stouffville Arena 115,000 0 115,000 0 0

724-Operations Centre 10,000 0 10,000 0 0

741-Leisure Centre 335,000 0 335,000 0 0

771-Museum & CC 75,000 0 45,000 0 30,000

772-19 on the Park 35,000 0 35,000 0 0

800-Library 9,150,000 4,206,400 10,800 2,360,000 2,572,800

TOTAL 2016 38,847,560 15,040,567 16,337,385 2,360,000 5,109,608

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Town of Whitchurch-Stouffville 2016 Approved Capital Budget & All Forecasts


PROJECT DESCRIPTION AND LOCATION New/

Change Resch




OTHER OTHER DESCRIPTIONS

TOTAL CAPITAL FORECAST

020-General Admin 1,713,420 1,288,420 335,000 0 90,000

030-Finance Admin 340,000 306,000 0 0 34,000 031-Info Technology 2,535,000 0 2,535,000 0 0 044-By-Law 40,000 0 40,000 0 0 060-Cemetery 50,000 0 50,000 0 0

110-Fire Suppression 3,417,500 92,500 3,317,000 0 8,000

210-Planning 2,370,000 1,208,551 1,085,499 0 75,950

300-Public Works Admin 3,503,800 1,487,800 1,959,500 0 56,500 310-Roads 81,149,474 25,377,987 55,547,366 0 224,121 341-Sidewalks 3,870,982 1,425,209 2,445,773 0 0 500-Waste Water Capital 7,753,346 5,135,928 1,530,000 0 1,087,418 550-Water Capital 10,646,416 6,520,150 3,394,037 0 732,229

700-Leisure Admin 125,000 84,375 31,250 0 9,375

710-Parks 24,932,061 1,243,713 7,654,350 15,814,630 219,368

720-Facilities 35,175,000 4,858,000 13,156,500 14,978,600 2,181,900 722-Clippers Sports Complex 620,000 0 620,000 0 0 723-Stouffville Arena 1,265,000 0 1,265,000 0 0 724-Operations Centre 385,000 0 385,000 0 0

741-Leisure Centre 1,045,000 0 1,045,000 0 0

771-Museum & CC 425,000 0 390,000 0 35,000

772-19 on the Park 395,000 0 395,000 0 0 800-Library 11,101,764 5,299,087 752,000 2,360,000 2,690,677

GRAND TOTAL 192,858,763 54,327,720 97,933,275 33,153,230 7,444,538

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Town Wide - 10 Year Capital Forecast

Gross Capital Expenditures

9

Section 3 Corporate Org Chart /

Staff Complement Summary

Corporate Organizational Chart Functional Overview

Complement as at January, 2016 185 Regular F/T including 9 Library Staff

Note: the staff complement indicated above has been updated to reflect the Council approved complement. Individual Departmental Org Charts found later in this budget book reflect the original budget submission.

* Roads Maintenance* Winter Control* Water & Sewer Maintenance* Water Sampling* Well & Septic Maintenance at

Rural Municipal Facilities* Fleet & Equipment Management* Supplies & Inventory Control* Sidewalk Maintenance & Plowing* Streetlighting* Ditching & Catch Basins* Streetsweeping* Road Markings* Road Permits & Closures* Services-in-Kind for Events* Bridges & Culverts* Crossing Guards* Waste Management* Road Needs Studies* Capital (Infrastructure) Planning &

Delivery* New Development Assumption

Inspection* Community new water systems* Contract Administration Comm.

new water systems* Ontario ON1CALL locates

* Fire Prevention* Fire Inspections* Plans Review* Public Education* Staff Training* Equipment /Apparatus/

Maintenance* Emergency Response

* Fire Suppression* Emergency Rescue* Motor Vehicle Accidents* Medical

* Emergency Planning* Emergency Plan Administration

& Testing* Fire Master Planning* Fire Investigations* OFM Liaison* Supplies & Inventory Control

Planning Services* Planning Policy* Development Review* Urban Design* Zoning By-law Preparation &

Administration* OMB Representation* Inquiries/Statistics* Committee of Adjustment* GIS, Mapping & Graphics* Statutory/Public Notices* Infrastructure Master Planning

Building Services* Building Permits* Plans Review* Building & Septic Inspections* Plumbing Inspections* Lot Grading* Pool & Sign Permits

Engineering Services* Infrastructure Master Planning* Subdivision Engineering

Review/Administration ofAgreements

* Site Alteration/Clean FillBy-law Administration

* Recreation Master Planning* Community Centre Boards Liaison* Facility Renovation Construction* Arena/Community

Centres Operations* Facility Rentals* Delivery & Facilitation of Community Events

* Parks Design and Construction* Recreation Programs* Aquatics Programs* Summer & School Break Camps* Program Registrations* Marketing & Brochures* Accessibility Committee* Culture Policy & Cultural

Programs* Community Partnerships* Sponsorship & Fundraising* Museum Administration &

Operations* Collection Development Management & Conservation

* Community Heritage Programs &Events

* Town Buildings Maintenance

* Corporate General Management* Council Liaison* Economic Development & Tourism* Downtown Stouffville* Human Resources* Strategic Initiatives* Legislative Research*Legal Services Coordination

* Council Secretariat* Elections* Appointments to Local

Boards/Committee Coordination* Licensing* Vital Statistics* MFIPPA Administration* Corporate Records Management* By-law Preparation/Review* By-Law Enforcement & Parking Control* Commissioner of Oaths* Cemeteries Administration* Cemetery Burials, Markers & Plot

Locates* Statutory/ Public Notices* Advisory Boards* Financial Planning* Budget Coordination & Reporting* Tax Billing & Collection* Tax Certificates & Sales* Water Billing & Collection* Accounting* A/R, A/P, Payroll & Benefits* Banking and Investments* FIR Preparation* Financial Reporting* Performance Measures* Year-end Audits* Signatory* Risk & Insurance Management* Information Technology* Procurement* Centralized Customer Service* Animal Control

* Governance* Internal Audits* Risk Management* Long-range & Strategic Planning* Policy, Decision-Making & Budget-setting* Community Liaison & Representation* Corporate Employer/Communications

Chief Executive Officer

Public Library Board

Corporate Services Development Services Leisure &

Community Services

Fire & Emergency

Services

Public Works

Chief Administrative Officer

COUNCIL

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Town of Whitchurch-StouffvilleStaff Complement Summary

2012-2016 FTEs2016 2015 2014 2013 2012

DEPARTMENT/DIVISION Regular F/T Regular P/T

Regular F/T Regular P/T




CAO'S OFFICECAO 1 1 1 1 1Administration 1 1 1 1 1Human Resources 4 2 1 1 1Economic Development 1 1 1 1 1Downtown Stouffville 1 1 1 1 1Corporate Communications 1 1 1 1 0Legal 2 2 2 2 2

Total 11 0 9 0 8 0 8 0 5 0CORPORATE SERVICESAdministration 2 3 3 3 3Clerk's 5 5 5 5 5By-Law 5 4 4 4 4Finance/Tax 13 12 11 11 10Purchasing 2 1 1 1 1Information Technology 7 7 6 5 4Customer Service 5 5 5 5 5

Total 39 0 37 0 35 0 34 0 32 0

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2012-2016 FTEs2016 2015 2014 2013 2012






DEVELOPMENT SERVICES Director 1 1 1 1 1Administration/Operations 1.5 1.5 2.5 2.5 1.5Planning Services 7 7 7 7 7Building Services 9 1 8 8 9 9Engineering Services 4 4 7.5 6.5 6.5

Total 22.5 1 21.5 0 26 0 26 0 25 0LEISURE & COMMUNITY SERVICES Director 1 1 1 1 1Administration 1 1 1 1 1Parks & Facilities 25 25 25 24 23Programs & Aquatics 10 9 7 7 7Fitness 2 2 2 2 2Culture & Community Services 5 4 4 4 3

Total 44 0 42 0 40 0 39 0 37 0FIRE & EMERGENCY SERVICESFire Chief 1 1 1 1 1Administration 1 1 1 1 1Operations 1 1 1 1 1Fire Fighting 24 24 24 24 24Fire Prevention/Training 4 3 3 3 3

Total 31 0 30 0 30 0 30 0 30 0PUBLIC WORKSDirector 1 1 1 1 1Administration 1.5 1.5 1.5 1.5 1.5Operations - Water/Roads 26 22 19 19 19

Total 28.5 0 24.5 0 21.5 0 21.5 0 21.5 0

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2012-2016 FTEs2016 2015 2014 2013 2012






LIBRARYCEO 1 1 1 1 1Library Staff 8 11 8 11 7 10 7 10 6 10

Total 9 11 9 11 8 10 8 10 7 10Grand Total 185 12 173 11 168.5 10 166.5 10 157.5 10

TOWN TOTAL(not including Library) 176 1 164 0 160.5 0 158.5 0 150.5 0

Net increase in Town regular staff from year prior 12 1 3.5 0 2 0 8 0 23.5 0

Population 47,400 (mid-year) 46,385 (mid-year) 44,500 (mid-year) 43,300 (mid-year) 41,200 (mid-year)F/T Town Filled Regular Positions: Resident Ratio 1:269 1:262 1:279 1:279 1:273

New Regular Town Staff 2015:Full-TimeCAOs Office 2 HR Consultant/Policy Advisor; HR CoordinatorCorporate Services 2 Municipal By-Law Enforcement Officer; Purchasing/RIM SupervisorDevelopment Services 1 Development General ClerkFire Services 1 Fire Prevention OfficerLeisure & Community Services 2 Special Events Coordinator; Recreation ProgrammerPublic Works 4 Asset Management and GIS Technician; Operating (2); Tree Mntce Lead Hand

12

Note: the staff complement indicated above has been updated to reflect the Council approved complement. Individual Departmental Org Charts found later in this budget book reflect the original budget submission.

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Section 4 Business Plan,

Operating & Capital Budgets

Leisure & Community Services 2016 Business Plan

Town of Whitchurch-Stouffville 2016 Business Plan

Rob Raycroft Director of Leisure & Community Services Overview The Department of Leisure & Community Services is responsible for the planning, administration, operation and maintenance of

municipal parks and facilities and the provision and facilitation of recreation, culture and museum services throughout the community.

Organizational Chart Total FTES = 42 (December 2015)

Mission Statement The Leisure & Community Services Department is committed to enhancing the quality of life in Whitchurch-Stouffville by planning,

providing and facilitating leisure opportunities for all Whitchurch-Stouffville residents to participate in and enjoy. Goals • Improve the quality of life in Whitchurch-Stouffville through the provision, co-ordination and facilitation of a balanced range of leisure

services for all residents • Plan for leisure services delivery in a comprehensive and continual manner with meaningful input from community stakeholders • Preserve and promote our community’s vibrant heritage through the Museum’s restored heritage buildings and collection of artifacts

and research • Assist community groups and organizations in their provision of leisure services • Co-ordinate the effective and efficient utilization of existing leisure resources • Protect the natural environment in Whitchurch-Stouffville through the provision and management of parks, trails, and open space

resources

Administrative Assistant1 FTE

Manager, Parks & Facilities25 FTE

Manager of Recreation11 FTE

Manager, Culture4 FTE

Director of Leisure & Community Services1 FTE

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• Develop, train and support the role of staff and volunteers in the leisure services delivery system • Deliver services, where possible, through partnerships with other agencies and organizations • Ensure programs and services are reflective of and responsive to, the needs of the diverse and growing community • Ensure up to date awareness of programs and services is maintained through ongoing Open communication Legislation/Industry Guidelines/Standards: • Canadian Society of Exercise Physiologists (CSEP) - Canadian Fitness Safety Standards are followed • Certified Group Fitness Leaders - Ontario Fitness Council/Can Fit Pro • Heartwise Certification - Cardiovascular/Rehab Programs • Technical Standards and Safety Authority (TSSA) • Canadian Standards Association (CSA) • Ministry of Environment (MOE) • Municipal Performance Measurement Program (MPMP) • Ontario Recreational Facilities Association (ORFA) • Canadian Parks and Recreation Association (CPRA) • Ontario Parks Association (OPA) • Region of York Public Health • Parks and Recreation Ontario (PRO) High Five Quality Assurance Program • Region of York Recreationists (ROYR) Guidelines • Accessibility for Ontarians with Disabilities Act (AODA) • Mandatory courses for Programming Staff include: First Aid and AED, High Five, AODA, Child Abuse, Harassment • Health Canada - Worksite Safety - WHMIS • Ontario Heritage Trust • Canadian Museums Association (CMA) • Ontario Museums Association (OMA) • Health Protection and Promotion Act, 1990 • Lifesaving Society • Heart and Stroke Foundation - AED/CPR Guidelines • York Region Aquatic Council Guidelines • Town of Whitchurch-Stouffville Policies and Procedures

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Policy Guidelines for Service Delivery The 2016 Strategic Pillars that guide our future are: • Ensure high quality service delivery for all our customers • Affordability and accessibility • Compliance with industry legislation and guidelines • Ensure fiscal management of all resources • Engage the community in the planning and delivery of services • Provision of safe, barrier-free, and clean indoor and outdoor facilities • Community, staff, and volunteer development • Preserving and protecting the natural environment • Promoting and preserving community heritage • Proactive equitable and inclusive programming • Ongoing communications updating public with information relating to programs and services These pillars along with the strategic objectives that have been identified within each pillar, will guide the direction of the Department for the current year Service Delivery • Leisure & Community Services Master Planning • Leisure, Municipal Facilities Operation and Maintenance • Parks, Trails, and Open Space Operation and Maintenance • Leisure Facilities and Parks Renovation and Construction • Parks and Facility Rentals and Permits • Leisure and Community Programs for all ages and abilities • Culture • Museum and Local History Services • Aquatic and Fitness Facility/Programs • Program Registrations, Marketing and Leisure Guide • Special Events, Tourism, Community Development • Partnerships and Community Board Liaison • Accessibility and Inclusion • Staff and Volunteer Training and Development • Risk Management and Health and Safety

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Services and Performance Measures General Department Administrative Responsibilities: Service Levels: - Department General and Fiscal Management - Office Administration and Customer Service - Community Development and Liaison - Council Policy Advisement and Liaison - Leisure Master Planning - Parks and Facilities Planning/Development - Development Review - Service Levels/Fees/Charges/Statistics - Benchmarking and Measurement - Communications and Community Outreach - Registration and Memberships On-line and In-person - Social Media (Twitter/Facebook) - Facility Allocation - Subsidy Funding for Programs - Volunteer and Part-time Staffing (Recruitment/Hiring/Training) - Risk Management - Customer Service for public, all Departments and Town

Information

- Administrative policies and procedures are monitored and reviewed on an ongoing basis

- Master Plan/Strategy update every 5 years - Operational planning with all key stake-holders annually - Municipal Performance Measurement Program (MPMP) data

collected and reported annually to Ontario Ministry of Municipal Affairs and Housing; collection and analysis of Department statistics on a quarterly basis

- Development planning/review on an ongoing basis - Online registration and online viewing of facility availability;

digital guide; electronic Leisure newsletter

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Facilities & Parks Organizational Chart Total FTES = 25 (December 2015)

Facilities Bookings Clerk2 FTE

Facility Operations Clerk1FTE

Maintenance Technician2 FTE

HVAC Technician1 FTE

Seasonal Contract &P/T Seasonal staff,

Operators (Parks)4 FTE

Parks Supervisor1 FTE

Seasonal Contract &P/T Seasonal staff,

Operators (Facilities)11 FTE

Facilities Supervisor2 FTE

Manager, Parks & Facilities1 FTE

Facilities Responsibilities: Service Levels: - Building Maintenance/Repair of Municipal Facilities - Including the following Leisure Facilities: Leisure

Centre/Stouffville Arena/Stouffville Clippers Sports Complex (SCSC)/SoccerCity/6240 Main Street/ Operations Centre/Museum/19 on the Park/Train Station/ and all Community Centres and Outbuildings

- Community Centres Operation/Liaison - Co-ordination of Contract Services/Trades - Facility Design/Construction/Renovation - Budget Preparation/Administration - Facility Permits/Bookings - Maintaining Key System - Town flag raising/lowering

- On-call Emergency System 7 days/24 hours - Facility coverage and daily operations and maintenance at all

Arenas and Leisure Centre: - Ice rentals - 7 days per week 6 am-12 am; - leisure skating at both Arenas; - Leisure Centre open 103 hours/week with recreational drop in

swimming 57.5 hours/week including lane swims, aquafit, senior swims, parent and tot swims, and leisure swims; leisure swimming - 5 times per week;

- Ice floor rentals - summer usage - Ice plant inspections as per TSSA regulations - Pool and slide inspections as per Public Health regulations - Set-up/coverage for facilities without full-time Operations staff

and set-up/tear-down of Indoor Playground/ walking club/drop in programs - daily

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Facilities Responsibilities: Service Levels: - Facility coverage of programming at SoccerCity and 6240

Main Street - Facility staff meet prospective patrons to provide facility tours

(previously conducted by Facility Advisory Boards) Municipal Parks, Trails, and Open Space Responsibilities: Service Levels: - Grass Cutting and Turf Management - Sports Field/Ball Diamond/Skatepark Maintenance - Trail Maintenance/Woodlot Management/Horticultural - Playground Inspection/Repair/Replacement - Tree Planting/Maintenance/Removal - Garbage/ recycling Collection - Outdoor Furniture Repair/Replacement - Special Events/Outdoor Programming, support/set up/tear-

down - Equipment /Outdoor Buildings - Cleaning/ Maintenance - Dog Park Maintenance - Community Track Maintenance

- Grass Cutting - 7 day cycle; approx. 24 cuts per season - Sports Field/Ball Diamond Grass Cutting - approx. 2 cuts per

week - Monthly inspection of all Playgrounds as per CSA standards - Outdoor Building/Cleaning - 7 days per week - Parks/Garbage Collection - 7 days per week - Updated and accurate signage - Horticulture along Main Street and at Municipal facilities

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Recreation Organizational Chart Total FTES = 11 (December 2015)

P/T Aquatics StaffSeasonal staffand volunteers

Aquatics Programmer1 FTE

Aquatic Supervisor1 FTE

P/T RecreationSeasonal staffand volunteers

Recreation Programmers2 FTE

ProgrammerProgrammer/Convenor

Recreation Supervisor1 FTE

P/T Fitness Staffand volunteers

Fitness Programmer1 FTE

Fitness Supervisor1 FTE

P/T Reception

Facility Clerk2 FTE

Rec Admin Coordinator1 FTE

Manager of Recreation1 FTE

Highlights of Recreation/Fitness/Programming/Aquatics Service Level changes for 2016: • Partnership with TotSpot at SoccerCity – to increase available spots through programming changes • Youth afterschool sports drop-in: 1 x month; youth movie nights, 1 x month; 6 new programs dedicated to youth 12-18 years • new leagues, includes children’s basketball • Indoor walking club: 5 days a week, extension of timeline offered • Increase in times offered for Cycle Fit (spinning) and other programming at SoccerCity • Special Needs youth/adult march break and summer camp in partnership with Community Living York South at

SoccerCity/Weldon Fire Station • Additional programs at 6240 Main Street for increased programming including much requested table tennis drop-in • Skateboard Park - programming and competitions • Increase in programming at satellite locations for Specialty Fitness Programs: SoccerCity; 6240 Main Street; Ballantrae

Community Centre; Lemonville Community Centre; W-S Museum • Party packages , more times and more diverse packages/locations • Leisure enews sent out twice monthly on a regular schedule; Leisure facility closures/ program cancellations are now included as

a service enhancement

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• Continue formalizing outdoor pickleball program in partnership with local residents at Vandorf Park • Continue to increase specialized adapted programs and continuing to build on family programs • Continue to increase community program options including drop-in programs for all ages; youth programming; and indoor

playground utilizing new facilities such as SoccerCity and 6240 Main Street as well as outdoor venues and track • Community development working with other senior groups in Town, specifically space at 6240 main. • Introduction of Lifesaving Sport Lifeguard Club • Develop new programs/ workshops specific to the older adult age group • Continue to increase programming offered to meet the demand of the growing community • Active recruitment of schools for the Swim to Survive Plus Program, targeting Grade 7 and 8 students • Increase availability of aquafit programming to meet the needs in spaces available due to all day kindergarten • Increase number of swim lessons offered at one time to help reduce waitlists • Police Checks for all staff working directly with vulnerable sector.

Recreation Administration Responsibilities: Service Levels: - Programs/Drop-in/Memberships - Integration/Special Needs - Marketing and Promotion/Brochures and Publications - Communications/Web and Social Media - Program specific Special Events - Community Development/Partnerships - Risk Management/AED Program - Leisure Resources and Grants - Policy and Procedures/Training - Volunteers/ Staffing/Customer Service - Data Collection/Statistics - Budget/Registration/Financials - Continually exploring new funding opportunities - Join in subsidy program

- Recreation General and Fiscal Management quarterly - Ongoing: Create and update relevant policies and procedures - Delivery of Customer Service - updated as required - Community Development and Liaison - Master Plan/Strategy Implementation - Area specific planning, yearly via workplans - Collection and analysis of Dept. statistics on a quarterly basis - Service Levels/Fees/Charges/Statistics reviewed in

conjunction with production of bi-annual Leisure Guide - Development, planning and review on an ongoing basis - On-line registration and In-person registration and

memberships - Inclusive and adapted programming available - Administration of all recreation-related subsidy programs - Communications and community outreach includes digital

guide; electronic Leisure newsletter, flyers, ads, web updates, information sharing participation at local and regional events, liaison with corporate communications for social media

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Recreation Administration Responsibilities: Service Levels: - Part-time staffing (recruitment/hiring/training) - AED/risk management, ongoing training, records, policy

updates, communications for safety awareness - In-house Leisure Guide development/print/distribution - twice

per year - Sessional (daily when required) web updates to entire

recreation tab area - Grant application as arises

Programming Responsibilities: Service Levels: - General Community Recreation Programs for Adults, Seniors,

Youth, Children, Family - Registered and Drop-In - Inclusive and Adapted Programs - Indoor Playground - Program Development/ Design/Delivery - Direct and Partnership Programming - Marketing and Promotion - Brochures and Publications - Camps/Special Events - Leisure/Arts/Cultural Programs - Volunteer Development/Training/Placement - Customer Service - Community Partnerships/Resources - WS Youth Council - Senior Games and 55+ Club Facilitation - Public Skating and P.A. Day Programming

- Program Delivery - 4 sessions per year - Staff/Volunteer Training and Development - ongoing - Community Group Support/Partnerships - ongoing - Program Registration - ongoing - Play Buddy - volunteer program supporting integration of

those with special needs into regular programming - High Five Quality Assurance Standards - programs adhere to

specific industry standards - Volunteer Mobilization Program - Complimentary items for local events/fundraisers (gift

cards/swim and skate passes) - Ratio for camp: 5-8 years = 8:1; 9-12 years = 10:1 - 1:1 support for Special Needs available for summer camp and

where possible for integration into regular programming - Customer Service inquiries either by e-mail and/or voice-mail

are dealt within a 24 hour period - Drop-in programs – (e.g. Indoor playground, youth sports,

afterschool program, pickleball and table tennis) - Tot spot partnership, 4 days/week, Sept to June - facilitate youth advisory committee, Sept – June, monthly

meetings

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Fitness Responsibilities: Service Levels: - Fitness Centre Supervision/Operation - Program Instruction - Specialty Fitness, Group Fitness,

Fitness - Fitness Assessments/Individual Program Design - Specialty Fitness/Wellness Programs - Equipment Maintenance/Repairs/Capital Equipment

Replacement Plan - Membership Retention/Marketing Programs - Customer Service and Support - Sports Team Dry Land Training - Child Minding Services - Chronic Disease Prevention and Rehab Training - Satellite Facility Fitness and Wellness Programming - Special Events/Incentive Program - Walking club

- Fitness Centre - open 7 days; approx. 102 hours per week - Centre fully supervised by professionally trained staff - Aerobic Instruction - approx. 40 classes per week - Lifestyle Programs - offered on a year-round basis - Child minding service at Leisure Centre (5 days per week

peak/3 days per week during summer) - Sports Team Dry Land Training - Town Satellite Locations – group fitness and specialty fitness

programming - Open holidays for condensed program hours - Fitness assessment and individual fitness programs included

with all Fitness Memberships - Regular group fitness schedule lead by Certified Group

Fitness Instructors (approx. 30 classes per week at peak) - Specialty fitness programs and community active living

programs are offered Town-wide - On site staff trained for in house “return to fitness” screening - Walking club 5 days/week

Aquatics Responsibilities: Service Levels: - Aquatic Instruction - Customer Service, Community Outreach - Recreational Swim Programs: includes leisure swim,

parent/tot, lane swim, aquafit - Leadership Training - Special Needs Adapted Programming and Services - Public Education/Volunteer Programs - Special Events, Swim Team - Facility Rental/Birthday Parties/Schools - Staff Recruitment/Development/Training

- Aquatic Centre open 7 days/week; 103 hours/week - Recreational swimming 57.5 hours/week including lane swims,

aquafit, senior swims, parent/tot swims, leisure swims - Leisure Swims - 5 times per week - 141 shifts/week; 512 staff hours/week - 1162 average pool users/week - Pool inspections as per Public Health Regulations - 12+ Outreach Programs and special events/year

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Aquatics Responsibilities: Service Levels: - User Group Liaison/Partnerships - Administrative Functions: Program Marketing/ Promotion;

Budget/Stats/Cost Analysis - Risk Management/Adherence to Applicable Legislation

Culture Organizational Chart Total FTES = 4 (December 2015)

Cultural Facility & Prog. Coord.1 FTE

P/T Museum Staff& volunteers

Coord Museum/Town Events1 FTE

Museum Supervisor/Curator1 FTE

Manager, Culture1 FTE

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Highlights of Culture Service Level Changes for 2016 • Increased focus of 2 part-time Clerks at Museum to drive events/rental business (corporate, private and wedding)-will plan to

exceed the $32,000 revenue realized in 2015 • Increase Museum Summer Camp program from 7 to 8 weeks • At 19 on the Park, offer 2 week Motus O Drama Camp in July with more spots available (over current 2, 2-week programme

where enrollment is lower); continue Motus O Photography Camp and partner to Film Camp partnership • At 19 on the Park, record 24 attendees- $4,425 gross- continue to promote this programme to increase participation and

revenues in 2016 • Increase 136 rentals (number in 2015) by 5% for 2016 • 19 on the Park to increase its multi-cultural programming • 19 on the Park to introduce wider variety of programming, including more children`s programming • 19 on the Park to introduce more `partnership programmes` which will reduce the financial risk for presenting a show • 19 on the Park created their first `custom` educational programme for Macklin House - it was a customized workshop with Motus

O for over 100 children. Customized programmes for educators will be offered in 2016. • Summer Patio Series received $5,000 Ontario Arts Council Grant • At the Museum, continue to develop more “non-traditional” programming for youth and adult markets, including Sir John A

Dinner - 2015 (a sold out event) and Titanic Dinner (2016) evening • Museum and 19 on the Park shared marketing initiatives for wedding rentals and split a $10,000 grant from Central Counties

Tourism to develop online promotional initiatives • Engage the local community by offering “Spotlight” exhibits at the Museum, 19 on the Park and the Town Offices’ Gallery • Continue to host art exhibits at the Town Offices which highlight the creativity of the Region while expanding it to include 3-

dimensional pieces (sculpture, jewelry, etc.) • Increased the Culture Days programming with Town participation in Plein Air Event, Museum and 19 on the Park events- the

Museum saw the most attendees to date for its Fall Fair (Culture Days Event). Continue this initiative in 2016 with the inclusion of Latcham Gallery

• Developed and hosted Art in the Park one-day event – attendance of 2,000. Present the Second Annual Art in the Park- target attendance increase of 25%

• Enhance and grow the 4rd Annual RibFest with participation as one of the 18 key partners in the York Region Festival Trail 2016 • More efficiency, revenue generation and sponsorship with the Special Events Program Assistant transitioned from part to full

time. This will allow for the desired growth and development of specific Town events • Work more closely with the Downtown Co-ordinator and the Economic Development Officer and others to begin implementation

of the Town’s Tourism Strategy

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• Work more closely with the Latcham Gallery to develop shared cultural programming • Applied for a Provincial plaque that will, if approved, serve as a permanent marker for the site of Wendat Village

Culture - Administration and Support Responsibilities: Service Levels: - Marketing and Community Involvement

- Increase programming target marketing initiatives to Aurora, Newmarket and the broader York Region

- Develop corporate packages to drive rental business - need to implement WiFi at Museum to grow the business

- Continue promoting to the wedding markets through online and print initiatives, and wedding trade shows

- Continue to work with 19 on the Park to promote the Museum and 19 on the Park as premiere wedding rental and photography venues

- Continue to explore partnerships, collaborative and joint venture initiatives for programming and revenue generation

- Promote networking and collaboration within local, cultural community

- Work collaboratively with 19 on the Park staff to provide access to cultural events and programming

- Liaise and partner with the Latcham Gallery to enhance community access to visual arts - ongoing

- Provide “Spotlight” exhibits at the Town Offices to create interest in the Museum Collection

- Work with Downtown Co-ordinator and Economic Development Officer and others to implement the Town’s Tourism Strategy

- Fundraising - Maintain existing diversity of revenue streams (Museum) - Explore new funding opportunities such as Central Counties Tourism,

Celebrate Ontario, increased and diversified corporate sponsorship which assists in the growth and development of programs and special events

- Explore funding opportunities which may assist the programming or infrastructure of 19 on the Park

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Culture - Stewardship/Artifacts/Preservation Responsibilities: Service Levels: - Collection Management and Conservation

- Artifact Collection - development; records management; conservation - ongoing

- New acquisitions are currently limited in order to allow staff to deplete the backlog of items requiring cataloguing and accessioning

- Increased emphasis on de-accessioning items that are duplicates, damaged beyond repair, or are not relevant to the collection

- Accept small donations of aboriginal artifacts from the Mantle Site

- Work with the Latcham Gallery to review the condition of sculptures in the Sculpture Walk

Culture - Policy and Procedure Responsibilities: Service Levels: - Develop Cultural Policies - Develop Art Acquisition Policy

- Develop Public Art Policy- ongoing - As required by the Ministry of Tourism, Culture and Sport,

review and updating of 3-4 Museum specific policies each calendar year

- Procedures - Complete Town Art inventory Culture - Public Service & Programming Responsibilities: Service Levels: - Special Events - Grow the annual schedule of Special Events, including

Ribfest, Art in the Park, Victoria Day Fireworks, Ballantrae Fall Fair, Family Day Weekend programme

- Continue to organize and grow Doors Open Whitchurch-Stouffville

- Grow and enhance 3 key Museum Events (including Car Show, Candlelight Christmas and `historical themed` dinners)

- Grow Art in the Park in June, 2016

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Culture - Public Service & Programming Responsibilities: Service Levels: - Enhance and host 4rd Annual RibFest - Enhance programming for Culture Days with the inclusion

of the Latcham Gallery - Develop engaging programming for youth and adults

(Sherlock Holmes, Titanic Dinner, Ghost Tracking) - Exhibition - Maintain three main annual exhibits at Museum - Educational Programs - Continue to offer curriculum-based education programs;

group tours; children’s programs; continuous learning programs for the public

- Market new Aboriginal programme to the local school market (Museum)

- At 19 on the Park, develop custom educational programming in partnership with Motus

- Research - Conduct internal research to support exhibit and program development

- Provide access for public research and/or conduct research for the public

- Volunteer and Membership Programs - Volunteer Management/Training and Member Recruitment – ongoing at 19 on the Park and the Museum

- Museum volunteer programme remains strong and continues to attract new volunteers

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Relevant Department Statistics Program Service Levels/Activity Measures*:

2012 2013 2014 Special Events (indirect/direct) Leisure Guides Produced 2 2 2

Subsidy Participants 119 207 168 Special Needs Participants (camp, play buddies) 162 167 144 Overall Registrations 10,676 10,614 12,278 Registration via Internet 65-70% 60% 65% Customer Service Interactions 170,000 (average 457/day)

Participation Rates in Hours (performance measures):

2012 2013 *2014 Programs: 203,677 207,408 221792 Drop-in: 41,015 40,260 38,425 Permits: 583,241 604,472 795,996 Special Events: 90,760 99,366 81,548

* 2014 includes only direct Town led programs. Previous years have included other, 3rd party events

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2015 Review, efficiencies achieved Administration • Implemented Special Events Policy to encompass all areas of events under one Policy and Application Form. Easy-to-follow

process establishes priorities, requirements and level of Town-support available • Special Events Advisory Committee established to provide public input re: third party events held in the Town of Whitchurch-

Stouffville • Applied for and successfully received six grants ranging from accessibility to festival and event support reducing operational

expenditures • Successfully managed staffing changes related to internal maternity backfills, temporary cross department staff backfills

(Purchasing and Public Works) and long term disability with minimal disruption and no impact on service levels Recreation Administration/Fitness/Programming/Aquatics • Successful Partnership with TotSpot at SoccerCity – full every month, September - June • Continued success of Indoor Walking Club at SoccerCity; up to 60 walkers on average per day • Actively promoted the “Fitness Plus” option to fitness members as the more economical, primary membership for Fitness Centre

use; • Increased discounts on off-site and specialty programs for Fitness Plus members; SoccerCity Walking Club • Increased variety of league play at SoccerCity, including whiffle ball and ultimate Frisbee; youth basketball • increased new, specialty fitness programs at satellite locations within the municipality • Successfully hired new youth coordinator and formally included “inclusive/adapted recreation” and youth volunteers, to portfolio • Continued to increase full range of programming at the newly renovated 6240 Main Street • Introduced “Special Interest Workshops” for adults • First full season of “Outdoor Pickleball” at Vandorf Park • Increased “Adapted” programming to include adult/senior social club, march break camp, adapted yoga • Increased number and variety of summer camps • Maximized “classes/hour” (10) for aquatic programming to accommodate growing demand for lessons due to community growth • Revitalization of school skate program • Successful and unique hosting of the Pan Am Torch Relay Community Celebrations filled Memorial park with people of all ages. A

very positive and well received event. • Finalized updates of administrative program policy and recruitment manuals • Expanded program marketing campaign through enews, promotional flyers, the use of outdoor LED signs at Town facilities

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• Strengthened relationship with Southlake Cardiovascular Rehab. Program for the delivery of Heartwise programming; membership referral program continues to increase

• Stroke Prevention and Rehab Program (Together in Movement and Exercise Program) - Toronto Rehab Centre is supporting and marketing this initiative

• Streamlined the tracking of volunteer programs in all areas of recreation • Formalized responsibilities for communications support for web/Leisure Enews/social media • Formalized partnership relationships e.g. Community Living York South and Tot Spot • Assisted with the public meetings and preliminary planning of the Leisure Centre Expansion • Aquatic memberships - alterations to membership pricing structure created revenue increase • Promotion of swim tickets resulted in increased sales • Continued aggressive campaign addressing awareness of pool foulings sought to decrease number of incidences • Lifeguard Club, competitive lifeguarding program was launched targeting bronze level programs • Structure of Adapted Aquatics Program updated to better service the needs of participants • Streamlined Aquatics, Community Programs and Library Volunteer Program with consistent training, orientation and database • Streamlined use of manuals and other files into the common leisure drive • Updated recruitment procedures to reflect recent changes and formalized process with HR • Continue to build leisure volunteer database for youth: clear tracking of hours, efficient administration of $1/hour towards program

incentive; one distribution list for “call for volunteers” at events • Formalized listing of items/materials for special events table, now input into CLASS for tracking purposes • Use of MoU’s for efficient and transparent agreements with partners in programming • Marketing alignment of all programs from areas of Recreation, Museum, 19 on the Park, for streamlined viewing by public (e.g.

Leisure Guide, camp flyer, web) Culture - Museum/Special Events/19 on the Park Museum: • 42nd Annual Car Show- $6,500 sponsorship funds (up just under 20% over 2014); 425 antique and classic cars; over 1900 people;

partnership with Tiny Seedlings to provide Kids Zone; exit surveys carried out to determine demographics; food and beverage vendors replaced traditional volunteer-operated BBQ

• Summer Camps- offered 7 weeks of camps as compared to 6 in 2014 and 5 in 2013. 6 camps were sold out or running close to capacity. 22% increase in camp enrollment over 2014

• Corporate and private rentals are meeting aggressive revenue targets; there has been a 50% increase in revenues over 2014 • Joint marketing initiatives with 19 on the Park have continued to grow the wedding and photography markets; advertising has

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appeared in some of the leading wedding magazines (Wedding Belles), York Region Wedding Trends, key wedding online sites (i.e. Intimate Weddings and Event.Source)

• Continuation of new family programs including Teddy Bear Tea and Animal Tales for younger children, as well as a partnership with Dove for a Self-Esteem Workshop for girls aged 8-13

• Continuation of successful adult program initiatives including annual Haunted Museum (Ghost Tracking Event); an Evening with Sherlock Holmes (talk by a renowned Holmes expert and Victorian dinner); and an enhanced and expanded Candlelight Christmas

• New educational school program ‘First Nations” introduced in the winter of 2015 • Programming revenue has met 2015 projection targets (end of September 2015). On track to increase over 8% when compared to

Volunteer hours continue to grow at Museum - in 2014 106 volunteers contributed 2,369 hours - the largest contribution to date • Three temporary in-house exhibits were presented in the Exhibition Gallery at the Museum - including the summer exhibit “Fun and

Games in WS” (created to complement the Pan Am Games being hosted in Toronto); Eat, Sleep and Play: A Child’s Life and Small Town Theatre (on loan from the Ontario Archives and supplemented with items from the Museum’s collections)

• A permanent exhibition on the History and Development of WS opened in November, 2015 in the newly renovated Vandorf Public School Gallery

19 on the Park: • Board at 19 on the Park was dissolved by Council and replaced with the 19 on the Park Advisory Committee with direct Staff

operation • 1st Annual Wedding Show hosted at 19 on the Park • Summer Patio Nights at 19 on the Park - received a $5,000 grant from Ontario Arts Council to support the event • Introduction of Partnership Program allowed the Theatre to increase programming without increasing financial risk (50/50 revenue

sharing); 6 offered in 2014 versus 1 in 2013 • Most 19 on the Park programs and Summer/March Break Camps are now incorporated into the Town’s electronic booking program

(CLASS) • Presenting the 2nd Annual Snow Ball Gala fundraiser for 19 on the Park Culture: • Hosted the 3rd Annual RibFest event – 34,000 guests were in attendance - up 54% over 2014 numbers; surveys were undertaken

to determine marketing success and demographics to aid planning in 2016 • Doors Open - participated in the province-wide program for the 11th year. Approximately 3,706 visitors were in attendance which

is up over 100% over 2014. Surveys show heavy, regional participation • Blue Ontario Tourism highway signage installed to promote 19 on the Park at the north/south exits from the 404 to Stouffville Road

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and the north/south exists onto Stouffville Road at Highway 48; similar signage promotion for the Museum at the northbound exit from the 404 to Bloomington Rd.

• Administered a Memo of Understanding (MoU) with Motus O Dance Theatre to facilitate their professional events and support their efforts in summer camp programming

• Implemented the new Part-Time Events Co-ordinator position to assist the Manager of Culture with the increasing roster of Special Events including RibFest, Culture Days, Victoria Day Fireworks, and others.

• Expanded Culture Days programme to include the Museum, 19 on the Park and the Plein Air Society. This event highlights and promotes cultural activities of all types.

• Expanded the Museum Facility Clerk’s duties to include revenue generation through rentals, weddings and other special events, as well as marketing initiatives

Facilities and Parks • Municipal Offices – completed warehouse design plans to be ready for construction deadline of May 2016. South parking lot

expansion permit approved and construction underway. • 6240 Main Street – demolition and construction of front pathway, patio and gardens. • Continued the park and facility signage program • Ongoing Bethesda Parks shop improvements • Bethesda Sports Field had junior diamond installed • Memorial Park Washrooms/ Park Shop parking lot paved • Thicketwood diamond updated • Coultice Park design plans completed and ready for 2016 construction start date. • Fairlee parkette design undertaken for 2016 construction • Greenwood Park construction started with grand opening in spring 2016 • Sunnyridge park second phase construction completed and community gardens implemented. • Leisure Centre/Library expansion plans completed and construction planned for 2016. • Ballantrae Field House design completed and construction to be completed spring 2016. • 10th line and Mantel, and 10th line and Hoover Turning circle planting beds completed. • Resurfaced a number of multipurpose and tennis courts with new coloured sport court product • Main Street Medians and Turning Circles - completed renovations to the planting beds on Main Street and the turning circles on

Tenth Line • Whitchurch-Stouffville Leisure Centre - completed an upgrade to the facility’s Building Automation System • Introduction of Operator Lead Hand Classification has assisted Supervisory staff with the overall management of their respective

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areas and created better, fluid project management during their absences for vacations, etc. • Sustainability Planning - peak savings efforts, increased waste diversion and recycling, decreased energy usage • Cross training of staff • Established standard facility security system which is web-based • Centralized phone system with four digit dialing • Purchase of event equipment that was previously rented multiple times annually • Delegation of larger Capital projects to area Supervisor during summer construction period to assist with project execution and

improve operations • Addition of second dedicated grass cutting crew facilitated an increase in required grass cutting due to a mild spring and increased

rainfall • Part-time Clerk at Operations Centre to cover reception and holidays doubled as administrative assistance for the Parks Supervisor,

further freeing up their time to deal with more pressing work • New web-based Building Automated System (BAS) platform for municipal facilities was installed at the Leisure Centre to improve

facility operation and controls. This system will be rolled out at all facilities over the next five years to improve overall utility efficiencies. Staff will be fully trained on the new system and once rolled out, will be able to capably oversee the system at all facilities.

2016 Key Assumptions • Continuing Growth and Service Delivery • Expanded Focus on Community Services • Maintain Facility Maintenance Levels • Maintain Parks Maintenance Standards • Increasing Demand for Services Based on Changing Community Demographics • Implementation of Key Recommendations/Strategies for Growth-Related Projects • Growth-Related to 5 Year Staffing Forecast

Challenges General - Facilities/Parks/Capital • Leading major Capital facility projects including the redesign and construction of new Leisure Centre Expansion (2016-2017

construction under current forecast) • Leading growth and non-growth related park development (including design and construction of neighbourhood parks and parkettes

including Coultice Park at Musslemans Lake)

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• Aging infrastructure of existing municipal facilities, asset management and adequate reserve funding • Continuing assumption of new open space and trails • Meeting public expectations with increasing demand and limited resources including reliance on seasonal staffing • More dedicated focus in key areas (driving rental events, wedding market, special events) needed due to the part-time nature of

the staffing complement assigned to task • Ensuring there is sufficient money budgeted to perform required upgrades and renovations • Continue to generate required revenues to offset increasing costs of utilities, wages and facility lifecycle requirements • Ensuring there is sufficient staffing to match the increased Facilities and Parks portfolio and resulting workload • Maintaining and achieving the Comprehensive Energy Management Plan objectives • Achieving predicted savings due to energy reductions with sustainability programs • Determination of new booking platform from previous software due to industry changes affecting all municipal users related to

CLASS booking software purchase and phase-out in industry Recreation/Fitness/Programming/Aquatics • Lack of a Gymnasium has limited programming options • Cost for renting Board of Education facilities on weekends is cost prohibitive to run programs • Lack of public transportation to satellite facilities affects program numbers • Continuation of smooth programming operation during Leisure Centre Expansion construction • Keeping part time staffing rates at a moderate level to avoid falling below industry standards for many positions, difficult to hire

qualified and experienced staff • Have reached maximum for amount of swim lessons running at one time for most days. Waitlist will be difficult to be accommodated • Staffing shortage for Aquatics, hiring enough qualified staff to work at the pool. New industry problem with less youth taking required

training creating shortfall for operation that is heavily dependent on part time staff to operate Culture - Museum/Special Events/19 on the Park • Difficulty in driving the rental/wedding market forward at the Museum due to the part-time nature of the staffing complement and

lack of Wi-Fi available at the facility. A full-time Clerk dedicated to this role would give this aspect of the business the attention it requires to really grow the business

• Difficulty presenting a fiscally responsible annual programme for 2015 at 19 on the Park until the Board was transitioned to an Advisory Committee

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2016 Goals Administration • Complete public consultation components related to growth and non-growth in parks • Develop Terms of Reference and implement RFP’s for construction of the Leisure Centre Expansion • Continue to grow the capacity of the Department’s Lead Hand position

Recreation Administration/Programming/Fitness/Aquatics • Rebrand youth access card • Officially launch Join In! with Council endorsement • Update Town’s AED program including procedures and manual • Finalize MOU with the Ballantrae Tennis Club • Expand partnership with Community Living York South to include integration opportunities for children with special needs to attend

March break and summer camps. Building on the successful community Youth/adult camps based on growing need in the community.

• Correspondence to schools/principals to ensure awareness of Town’s Subsidy Program (Join In! and Jumpstart) • Investigate grant opportunities and submit applications where appropriate • Continue to increase programming at new facilities including SoccerCity and 6240 Main and establish as primary program facilities • Focus on increasing leagues, variety and number of teams • Development of Skateboard Park competition series • Rework TotSpot membership model to increase capacity and reduce waitlist • Ensure all procedures/policies and documentation are maintained and kept current in common folder • Initiate “Fit for Life” program, Develop campaign for healthy lifestyle awareness to integrate into promotion of new facility and pre-

membership sales • Streamline the volunteer program for all areas (currently only active with Youth volunteers) via expansion of Youth Co-ordinator’s

responsibilities • Implement Department marketing plan • Create special needs brochure to promote awareness of new amenities (adapted swing, inclusive park at Stouffer Parkette, adapted

change rooms at Leisure Centre) as well as new programs and services • Participate in all requirements for Leisure Centre Expansion • Work with IT for Migration of database from CLASS to Active Network • Explore partnership with Able Network for daytime Adapted Adult Programming (“home” space not available at this time) • Continue to formalize W-S Youth Council by developing objectives, a code of conduct/member agreement, goals and

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accomplishments • Further development of youth, adapted and older adult programming • Continue to expand variety and options for summer camp programs • Undergo a formal process for creating program inventory and mapping programs and locations offered to prepare for the expanded

Leisure Centre - need to build capacity and analyze programming needs of the community • Continue to adapt to the multicultural and diverse needs of the community • Introduce the option of scheduled credit card payments or monthly electronic fund transfers for greater convenience to members • Active marketing of fitness programming including continued participation in cross-marketing at special events and different venues • Continue to increase programming offered to meet the demand of the growing and ethnically diverse community • Formal launch of the Swim to Survive Plus Program, targeting Grade 7 and 8 students • Build Stroke Development course into initial stages of Lifesaving Sport Lifeguard Club • Creation of a year-round Leadership Skills Development Program for future recruitment Culture • Utilize Town Offices exhibit space to feature a variety of exhibits, including three-dimensional shows, promotional “teasers” that

would promote larger annual off-site exhibits such as the Stouffville Studio Tour, Museum exhibits, 19 on the Park events, as well as showcase smaller items from the Museum collection (e.g. jewelry and other personal effects)

• Increase the Culture Days programming with Town participation in Plein Air Event, Museum and 19 on the Park events - the Museum saw the most attendees to date for its Fall Fair (Culture Days Event). Continue this initiative in 2016 with the inclusion of Latcham Gallery

• Developed and hosted Art in the Park one-day event – attendance of 2,000. Present the Second Annual Art in the Park- target attendance increase of 25%

• Utilize Town Offices exhibit space to host an annual exhibit that would highlight photography (or other art) produced by the students in 19 on the Park summer camps (hosted by Motus O Dance Theatre) or produced in the Museum Summer Camps (to become ongoing)

• Utilize Events Co-ordinator position to better support and co-ordinate non-Town events including Strawberry Festival • Work with the Downtown Co-ordinator and the Economic Development Officer to implement the Tourism Strategy • Continue to explore grants and funding opportunities that will enhance existing programs and allow for the creation of new

programs/events • Continue to organize and better promote the Town’s participation in Doors Open and source sponsorship for this province-wide

event • Continue to expand current summer camp programs at the Museum and 19 on the Park

37



• Provide enhanced access to Museum Policies and the collection through regular updates on the Town’s web page • Continue to work with 19 on the Park to market wedding rentals, and wedding photography to increase revenues by 10% yearly • Complete Permanent Town Exhibit in Vandorf Schoolhouse • Donation of a small number of First Nations artifacts from the Mantle Site will provide the impetus for staff to offer a new First

Nations program component in January, 2015 • Continue to work collaboratively with 19 on the Park, Motus O Dance Theatre, The Latcham Gallery, and other arts and cultural

groups to develop joint programming and revenue generation opportunities (ongoing) • Develop a stand-alone Culture e-news to better promote and highlight upcoming Town initiatives • Maximize the sponsorship/support of Town events, including the Car Show, RibFest, and Art in the Park through the development

of sponsorship packages • Enhance Town Culture Days programming (the Museum currently hosts a small event) and work with the community to bring groups

together for this nation-wide three day event • Develop/enhance the three large Museum events including the Car Show, Candlelight Xmas and Fall Fair, which will become the

Facility’s signature events • The Museum will target an increase in programming revenue of 5% • The Museum will develop and promote rental business at a rate of 5% per year • Introduce 1-2 non-traditional youth and adult programs to drive revenue and visitation (e.g. Haunted Museum, Titanic Dinner, etc.) • Continue to offer 1-2 larger annual exhibits in the Exhibition Gallery (this includes a travelling exhibition from the Ontario Museums

Association, Ontario Archives or similar) • As required by the Ministry of Tourism, Culture and Sport, review and revise 3-4 Museum specific operating policies • Continue to maintain a database that holds information on the Museums 16,000+ artifacts • Continuing encouragement of public input to Museum and 19 on the Park programmes • Enhance target marketing efforts to non-residents (particularly family events and children’s March Break and Summer Camps) to

drive revenue and visitation • Engage the local community by presenting 1-2 “Spotlight” exhibits per year at the Museum and Town Offices exhibit space. These

exhibits would showcase items from the collection that have mass appeal (jewelry, sports, etc.) and that never (or rarely) go on display

• Complete Public Art and Art Acquisition Policies • Training of key Culture staff to allow for the expansion of Civil marriage ceremonies to the Museum and 19 on the Park • Installation of `Spinning Branch` sculpture into local parkette - possibly Stouffer Parkette

38



Facilities/Parks/Capital • Undertake construction oversight of the redesigned Leisure Centre and Public Library expansion • Complete construction of the warehouse and parking lot expansion at the Municipal Offices • Complete design and re-construction of Stouffer Parkette accessibility renovations for enabling accessibility grant • Continue tree replacement program • Undertake one neighbourhood park and four parkette designs • Continue with Corporate Accessibility program including upgrades as required • Assume new park, parkette and subdivision service requirements • Create naturalized off-road trails at various locations in Stouffville • Complete refurbishment started at the Bethesda Park Shop • Continue 5 year energy plan updates per Green Energy Act • Complete Coultice Park and Fairlee Circle parkette construction • Complete construction of the design/build Ballantrae Park fieldhouse • Complete installation of the new generator at the Museum • Complete design of the Memorial Park Phase 5 requirements including the new accessible junior and senior play structures • Resurface splash pads • Complete Town Offices parking lot expansion and upgrades to the Ballantrae Community Centre parking lot • Undertake design of the new aquatic facility at the Clippers Complex pending Council approval

39

TOWN OF WHITCHURCH-STOUFFVILLEFINAL 2016 OPERATING BUDGET

LEISURE & COMMUNITY SERVICES

ACCOUNT NAME

PRELIMINARY UNAUDITEDDEC 31/2015

2015BUDGET

ESTIMATE TO BUDGET

VARIANCEEST/BUDVAR %

2016BUDGET NOTES

LEISURE ADMIN11-70-700-1010 SALARIES 544,597 576,390 (31,793) -6% 635,270 step increases/full annual salaries11-70-700-1110 SALARIES - PART TIME 984 - 984 - 11-70-700-1500 BENEFITS 148,747 166,970 (18,223) -11% 182,480 11-70-700-1501 BENEFITS - PART TIME 206 - 206 - 11-70-700-2000 MILEAGE / CAR ALLOWANCE 10,194 12,110 (1,916) -16% 12,110 11-70-700-2100 TECHNICAL TRAINING / DEVELOPMENT 17,649 15,470 2,179 14% 15,470 11-70-700-2130 FEES, DUES & SUBSCRIPTIONS 5,219 4,950 269 5% 4,950 11-70-700-2252 TELEPHONE - CELL 4,300 re-org from corporate 11-70-700-2800 EQUIPMENT RENTAL / MTCE 14,595 20,500 (5,905) -29% 20,500 11-70-700-3010 PRINTING & OFFICE SUPPLIES 3,614 3,750 (136) -4% 3,750 11-70-700-3400 ADVERTISING/WOW 7,954 7,000 954 14% 7,000 11-70-700-4900 MISCELLANEOUS 1,233 1,390 (157) -11% 1,390 11-70-700-7000 CONTR TO R & R RESV 2,000 2,000 - 0% 2,000 11-70-700-7019 CONTR TO DON - CAP RESV - 5,000 (5,000) -100% 5,000 11-70-700-8900 DONATIONS FOR CAPITAL - (5,000) 5,000 -100% (5,000)

Totals 756,992 810,530 (53,538) -7% 889,220

Expense 756,992 815,530 Expense 894,220 9.65%Revenue - (5,000) Revenue (5,000) 0.00%

Net 756,992 810,530 Net 889,220 9.71%PARKS11-70-710-1010 SALARIES 361,212 351,670 9,542 3% 358,590

11-70-710-1110 PART-TIME LABOUR CHARGES 389,551 271,240 118,311 44% 383,540 new parks/event and OT costs/grid steps/Bethesda Park transfer

11-70-710-1400 SALARIES ALLOCATED FIXED 12,240 12,240 - 0% 12,240 11-70-710-1500 BENEFITS 91,466 89,640 1,826 2% 95,500 11-70-710-1501 BENEFITS - PART TIME 47,775 29,250 18,525 63% 35,740 Bethesda Park transfer11-70-710-1540 CLOTHING ALLOWANCE 8,128 7,000 1,128 16% 9,000 Bethesda Park transfer11-70-710-2200 HYDRO 18,360 24,000 (5,640) -24% 48,890 Bethesda Park transfer11-70-710-2220 WATER CONSUMPTION OWN USE 184,314 151,000 33,314 22% 166,000 new splashpad at Greenwood Park11-70-710-2252 RADIO/PAGERS/CELLS 6,565 6,000 565 9% 7,530 Bethesda Park transfer11-70-710-3602 VANDALISM EXPENSE 1,700 7,000 (5,300) -76% 7,000 11-70-710-3801 VEHICLE - FUEL 43,066 46,350 (3,284) -7% 46,350 11-70-710-3802 VEHICLE - OPRTG/MTNCE/RPRS 42,252 24,500 17,752 72% 46,500 aging fleet and more vehicles/annual certifications11-70-710-3803 MTCE OF EQUIP MATERIAL 48,215 37,500 10,715 29% 44,000 Bethesda Park transfer11-70-710-4000 BUILDING MAINTENANCE 8,501 7,500 1,001 13% 14,500 Bethesda Park transfer11-70-710-4010 MATERIAL & SUPPLIES 13,923 16,000 (2,077) -13% 29,000 Bethesda Park transfer11-70-710-4011 MTCE GRNDS PARKETTES 14,789 10,000 4,789 48% 10,000 11-70-710-4012 HORTICULTURE 32,337 27,500 4,837 18% 32,500

40



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

PARKS CONTD11-70-710-4013 MTCE GRNDS GRASS CUTTING 76,439 67,500 8,939 13% 82,500 transfer of cemetry services from Clerks11-70-710-4014 MTCE WOODLOTS 23,875 7,500 16,375 218% 7,500 11-70-710-4015 MTCE GRNDS & TRAILS -MATERIAL 135 10,000 (9,865) -99% 10,000 11-70-710-4016 MTCE PARKS WEED CONTROL 63,774 50,000 13,774 28% 40,000 11-70-710-4017 MTCE. - TREE REPLACEMENT 4,607 20,000 (15,393) -77% 20,000 11-70-710-4030 MTCE. TENNIS-MATERIALS 4,308 4,200 108 3% 4,200 11-70-710-4031 MTCE GRNDS BALL DIAMONDS 7,435 8,000 (565) -7% 24,800 Bethesda Park transfer11-70-710-4032 MTCE GRNDS SOCCER FIELDS 24,086 22,000 2,086 9% 27,000 Bethesda Park transfer11-70-710-4033 OUTDOOR RINKS 3,841 5,500 (1,659) -30% 5,500 11-70-710-4034 MTCE GRNDS ST LAWN BOWLING 21,697 20,000 1,697 8% 20,000 11-70-710-4050 MTCE GRNDS BALLANTRAE PK 1,418 3,000 (1,582) -53% 3,000 11-70-710-4051 MTCE GRNDS LEMONVILLE PK 211 2,000 (1,789) -89% 2,000 11-70-710-4052 MTCE GRNDS STOUFFVILLE PK 21,739 18,500 3,239 18% 18,500 11-70-710-4053 MTCE GRNDS VANDORF PK 2,542 4,000 (1,458) -36% 4,000 11-70-710-4200 TOOLS 2,620 2,050 570 28% 3,550 11-70-710-5900 DEBT FINANCING COSTS 87,217 192,910 (105,693) -55% 122,295 11-70-710-7099 DEBT PRINCIPLE 318,845 454,340 (135,495) -30% 488,990 11-70-710-7000 CONTR TO R & R RESV 40,800 40,800 - 0% 40,800 11-70-710-7931 RECOV-COMM-ORGS/GROUPS (16,730) (16,730) - 0% (16,730) 11-70-710-8171 SPORT FIELD USER FEES (25,853) (19,080) (6,773) 35% (62,520) Bethesda Park transfer11-70-710-8172 TOURNAMENT RENTAL (2,010) (5,100) 3,090 -61% (12,710) Bethesda Park transfer11-70-710-8173 SOFTBALL DIAMOND USER FEE (31,564) (15,600) (15,964) 102% (55,100) Bethesda Park transfer11-70-710-8516 PARK RENTAL (5,233) (4,050) (1,183) 29% (6,650) Bethesda Park transfer11-70-710-8517 CIVIC SQUARE RENTAL - (500) 500 -100% (500) 11-70-710-8700 CONTR FR DC - PARKS (346,100) (430,620) 84,520 -20% (418,360) 11-70-710-8702 CONTR FROM STAT DED (9,522) (5,420) (4,102) 76% (13,620) 11-70-710-8703 CONTR FROM PARK TRUST (20,060) (7,500) (12,560) 167% (7,500) 11-70-710-8726 CONTR FROM ENVIRO FUND - (20,000) 20,000 -100% (20,000) 11-70-710-8999 UNCLASSIFIED (1,038) (1,000) (38) 4% (1,600) Bethesda Park transfer

Totals 1,571,873 1,525,090 46,783 3% 1,656,225

Expense 2,029,983 2,050,690 Expense 2,271,515 10.77%Revenue (458,110) (525,600) Revenue (615,290) 17.06%

Net 1,571,873 1,525,090 Net 1,656,225 8.60%

41



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

BETHESDA SPORTS PARK11-70-711-1110 PART TIME LABOUR - 89,800 (89,800) -100% - transferred to Park budget11-70-711-1501 BENEFITS - PART TIME - 6,490 (6,490) -100% - transferred to Park budget11-70-711-1540 CLOTHING ALLOWANCE 1,698 2,000 (302) -15% - transferred to Park budget11-70-711-2200 HYDRO 56,114 24,890 31,224 125% - transferred to Park budget11-70-711-2250 TELEPHONE - 1,530 (1,530) -100% - transferred to Park budget11-70-711-2252 RADIO/PAGERS/CELLS 1,247 1,000 247 25% - transferred to Park budget11-70-711-2800 MTNCE - OFFICE EQUIP 427 6,500 (6,073) -93% - transferred to Park budget11-70-711-3802 VEHICLE MTNCE/REPAIRS 14,589 7,000 7,589 108% - transferred to Park budget11-70-711-4000 BLDG MTNCE 6,226 5,000 1,226 25% - transferred to Park budget11-70-711-4001 MTNCE - GROUNDS 15,304 16,800 (1,496) -9% - transferred to Park budget11-70-711-4010 MTNCE - GROUNDS MATERIAL 18,910 13,000 5,910 45% - transferred to Park budget11-70-711-4900 MISCELLANEOUS 1,170 1,500 (330) -22% - transferred to Park budget11-70-711-7000 CONTR TO R&R RESERVE 1,000 1,000 - 0% - transferred to Park budget11-70-711-8172 TOURNAMENT RENTALS (12,870) (7,610) (5,260) 69% - transferred to Park budget11-70-711-8173 SOFTBALL DIAMOND USER FEES (29,426) (39,500) 10,074 -26% - transferred to Park budget11-70-711-8174 SPORT FIELD USER FEES (28,481) (43,440) 14,959 -34% - transferred to Park budget11-70-711-8516 PARK RENTAL - (2,600) 2,600 -100% - transferred to Park budget11-70-711-8550 ADVERTISING SPACE (712) (100) (612) 612% - transferred to Park budget11-70-711-8999 UNCLASSIFIED - (500) 500 -100% - transferred to Park budget

Totals 45,196 82,760 (37,564) -45% -

Expense 116,685 176,510 Expense - -100.00%Revenue (71,489) (93,750) Revenue - -100.00%

Net 45,196 82,760 Net - -100.00%

42



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

FACILITIES11-70-720-1010 SALARIES 405,586 468,250 (62,664) -13% 506,050 HVAC tech full salary & step increases11-70-720-1110 LABOUR CHARGES PART-TIME 2,000 8,000 (6,000) -75% 8,000 11-70-720-1500 BENEFITS 108,295 123,180 (14,885) -12% 139,480 HVAC tech full salary & step increases11-70-720-1501 BENEFITS PART-TIME 145 1,970 (1,825) -93% 1,970 11-70-720-2200 HYDRO 33,624 35,000 (1,376) -4% 35,000 11-70-720-2210 HEAT 18,335 27,500 (9,165) -33% 27,500 11-70-720-2220 WATER CHARGES - TOWN 3,922 10,400 (6,478) -62% 10,400 11-70-720-2250 TELEPHONE 3,238 3,000 238 8% 3,000 11-70-720-2252 RADIO/PAGERS/CELLS 5,170 8,000 (2,830) -35% 8,000 11-70-720-2601 FACILITY CONSULTING SERVICES 4,752 7,500 (2,748) -37% 7,500 11-70-720-2604 SECURITY 5,561 4,500 1,061 24% 4,500 11-70-720-2700 AED MAINTENANCE PROGRAM 3,070 4,500 (1,430) -32% 4,500 11-70-720-2702 CONTRACT CLEANING 15,014 10,000 5,014 50% 13,000 11-70-720-4000 BUILDING MAINTENANCE 98,729 72,480 26,249 36% 89,480 increasing costs/coverage for firehalls11-70-720-4900 MISCELLANEOUS 4,585 1,000 3,585 359% 1,000 11-70-720-5900 DEBT FINANCING COSTS - 48,580 (48,580) -100% - renovation deferred11-70-720-7099 DEBT PRINCIPLE - 62,320 (62,320) -100% - renovation deferred11-70-720-7000 CONTR TO R & R RESV 140,000 140,000 - 0% 140,000 11-70-720-7931 RECOV-COMM-ORGS/GROUPS-Latcham (13,070) (13,070) - 0% (13,070) 11-70-720-8500 RENTAL INCOME (215,926) (199,300) (16,626) 8% (214,300) 11-70-720-8501 APARTMENT RENTAL (5,250) - (5,250) 0%11-70-720-8700 CONTR FR DC - FIRE - (110,900) 110,900 -100% - renovation deferred11-70-720-8999 UNCLASSIFIED REVENUE (28) (1,000) 972 -97% (1,000)

Totals 617,752 711,910 (94,158) -13% 771,010

Expense 852,026 1,036,180 Expense 999,380 -3.55%Revenue (234,274) (324,270) Revenue (228,370) -29.57%

Net 617,752 711,910 Net 771,010 8.30%

43



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

MUNICIPAL OFFICES11-70-721-2021 REFRESHMENTS 14,126 15,970 (1,844) -12% 15,970 11-70-721-2200 HYDRO 132,164 110,700 21,464 19% 114,200 11-70-721-2210 HEAT 17,120 25,600 (8,480) -33% 25,600 11-70-721-2220 WATER CHARGES - TOWN 8,680 11,740 (3,060) -26% 11,740 11-70-721-2604 SECURITY 6,334 8,000 (1,666) -21% 8,000 11-70-721-2702 CONTRACT CLEANING 65,433 61,000 4,433 7% 61,000 11-70-721-3803 MTCE/REPAIRS EQUIPMENT 16,583 25,500 (8,917) -35% 25,500 11-70-721-4000 BUILDING MAINTENANCE 77,127 55,000 22,127 40% 75,000 based on actual expenses11-70-721-4001 MTCE/REPAIRS GROUNDS 9,406 10,200 (794) -8% 10,200 11-70-721-4900 MISCELLANEOUS 10,068 5,000 5,068 101% 5,000 11-70-721-5900 DEBT FINANCING COSTS 214,502 214,990 (488) 0% 209,710 11-70-721-7099 DEBT PRINCIPLE 150,000 150,000 - 0% 150,000 11-70-721-7000 CONTR TO R&R RESERVE 60,000 60,000 - 0% 60,000 11-70-721-7900 RECOVERABLE COSTS (12,900) (12,900) - 0% (12,900) 11-70-721-8301 OTHER REVENUE/VENDING MACHINE - (9,120) 9,120 -100% (9,120) 11-70-721-8500 RENTAL INCOME (182,298) (177,770) (4,528) 3% (177,770)

Totals 586,345 553,910 32,435 6% 572,130

Expense 781,543 753,700 Expense 771,920 2.42%Revenue (195,198) (199,790) Revenue (199,790) 0.00%

Net 586,345 553,910 Net 572,130 3.29%

44



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

STOUFFVILLE CLIPPERS SPORTS COMPLEX11-70-722-1010 SALARIES 342,421 330,120 12,301 4% 337,790 lead hand position11-70-722-1110 PART-TIME LABOUR CHARGES 69,836 83,660 (13,824) -17% 83,660 11-70-722-1500 BENEFITS 95,428 95,690 (262) 0% 100,550 11-70-722-1501 BENEFITS - PART TIME 9,460 8,670 790 9% 8,670 11-70-722-1540 CLOTHING ALLOWANCE 3,574 5,000 (1,426) -29% 5,000 11-70-722-2200 HYDRO 354,660 274,800 79,860 29% 284,800 11-70-722-2210 HEAT 20,259 25,000 (4,741) -19% 25,000 11-70-722-2220 WATER 18,638 21,000 (2,362) -11% 21,000 11-70-722-2250 TELEPHONE 5,596 4,500 1,096 24% 6,000 11-70-722-2252 RADIO/PAGERS/CELLS 2,997 5,000 (2,003) -40% 3,500 11-70-722-2800 OFFICE EQUIP RENTAL - 400 (400) -100% 400 11-70-722-3012 SPECIAL EVENTS/LEAGUES 40,612 40,800 (188) 0% 40,800 11-70-722-3802 ZAMBONI MTCE & REPAIRS 12,577 10,300 2,277 22% 10,300 11-70-722-3803 MTCE & REPAIRS-EQUIPMENT 23,340 20,000 3,340 17% 20,000 11-70-722-4000 BUILDING MAINTENANCE 60,909 60,000 909 2% 60,000 11-70-722-4001 MTCE & REPAIRS-GROUNDS 9,278 15,000 (5,722) -38% 15,000 11-70-722-4002 MTCE & REPAIRS-PLANT 18,220 15,000 3,220 21% 15,000 11-70-722-4900 MISCELLANEOUS 1,892 2,000 (108) -5% 2,000 11-70-722-5900 DEBT FINANCING COSTS 500,378 504,850 (4,472) -1% 489,795 11-70-722-7099 DEBT PRINCIPLE 304,169 304,170 (1) 0% 319,225 11-70-722-7000 CONTR TO R & R RESV 50,000 50,000 - 0% 50,000 11-70-722-8500 RENTAL - OFFICE SPACE (3,237) (5,870) 2,633 -45% (5,870) 11-70-722-8505 LEAGUE REVENUE (94,649) (120,000) 25,351 -21% (120,000) 11-70-722-8510 ICE RENTAL (848,861) (826,200) (22,661) 3% (846,000) 11-70-722-8512 ARENA ROOM RENTAL (2,331) (5,000) 2,669 -53% (5,000) 11-70-722-8520 LEASE RENTAL (13,153) (8,000) (5,153) 64% (13,000) 11-70-722-8550 ADVERTISING SPACE (11,424) (12,500) 1,076 -9% (12,500) 11-70-722-8700 CONTR FR DC - REC (804,547) (809,020) 4,473 -1% (809,020) 11-70-722-8999 UNCLASSIFIED (2,035) (2,000) (35) 2% (2,000)

Totals 164,007 87,370 76,637 88% 85,100

Expense 1,944,244 1,875,960 Expense 1,898,490 1.20%Revenue (1,780,237) (1,788,590) Revenue (1,813,390) 1.39%

Net 164,007 87,370 Net 85,100 -2.60%

45



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

STOUFFVILLE ARENA11-70-723-1010 SALARIES 130,422 181,700 (51,278) -28% 186,900 11-70-723-1110 PART-TIME LABOUR CHARGES 161,334 74,210 87,124 117% 74,210 11-70-723-1400 SALARIES ALLOC-FIXED (12,240) (12,240) - 0% (12,240) 11-70-723-1500 BENEFITS 41,432 53,100 (11,668) -22% 54,170 11-70-723-1501 BENEFITS - PART TIME 21,764 7,830 13,934 178% 7,830 11-70-723-1540 CLOTHING ALLOWANCE 3,055 4,500 (1,445) -32% 4,500 11-70-723-2200 HYDRO 172,516 165,050 7,466 5% 145,000 11-70-723-2210 HEAT 34,750 30,000 4,750 16% 32,500 11-70-723-2220 WATER 27,444 33,600 (6,156) -18% 33,600 11-70-723-2250 TELEPHONE 3,822 3,650 172 5% 3,650 11-70-723-2252 RADIO/PAGERS/CELLS 1,652 3,000 (1,348) -45% 3,000 11-70-723-2604 SECURITY 3,140 3,000 140 5% 3,000 11-70-723-2800 OFFICE EQUIPMENT RENTAL - 400 (400) -100% 400 11-70-723-3802 VEHICLE MTCE & REPAIRS 14,090 13,500 590 4% 13,500 11-70-723-3803 MTCE & REPAIRS-EQUIPMENT 23,447 15,000 8,447 56% 23,500 11-70-723-4000 BUILDING MAINTENANCE 73,543 60,000 13,543 23% 73,500 11-70-723-4001 MTCE & REPAIRS-GROUNDS 5,465 10,000 (4,535) -45% 10,000 11-70-723-4002 MTCE & REPAIRS - PLANT 17,938 20,000 (2,062) -10% 20,000 11-70-723-4900 MISCELLANEOUS 73 100 (27) -27% 100 11-70-723-7000 CONTR TO R & R RESV 100,000 100,000 - 0% 100,000 11-70-723-8500 RENTAL - OFFICE SPACE (7,051) (6,400) (651) 10% (7,600) SBA office rental11-70-723-8510 RENTAL OF ICE (688,787) (690,200) 1,413 0% (720,000) 11-70-723-8511 FLOOR SPACE RENTALS (19,090) (10,370) (8,720) 84% (16,370) more rentals/home show11-70-723-8512 ARENA ROOM RENTAL (15,174) (24,000) 8,826 -37% (19,000) less rentals/more program useage11-70-723-8520 LEASE RENTAL (18,093) (8,000) (10,093) 126% (8,000) 11-70-723-8550 SPACE FOR ADVERTISING (8,052) (6,290) (1,762) 28% (6,290) 11-70-723-8999 UNCLASSIFIED (4,503) (8,500) 3,997 -47% (8,500)

Totals 62,897 12,640 50,257 398% (8,640)


Net 62,897 12,640 Net (8,640) -168.35%

46



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

OPERATIONS CENTRE11-70-724-1110 PART TIME LABOUR 7,678 8,400 (722) -9% 8,400 11-70-724-1501 BENEFITS - PART TIME 675 2,680 (2,005) -75% 2,080 11-70-724-2200 HYDRO 68,033 61,000 7,033 12% 61,000 11-70-724-2210 HEAT 22,067 35,800 (13,733) -38% 35,800 11-70-724-2250 TELEPHONE 6,400 9,000 (2,600) -29% 9,000 11-70-724-2702 CONTRACT CLEANING 10,060 12,500 (2,440) -20% 12,500 11-70-724-3010 PRINTING & OFFICE SUPPLIES 3,734 4,900 (1,166) -24% 4,900 11-70-724-3700 MATERIALS & SUPPLIES 82 5,000 (4,918) -98% 5,000 11-70-724-3800 BULK OIL/FLUIDS - 2,500 (2,500) -100% 2,500 11-70-724-3801 BULK FUEL PURCHASES 170,534 218,800 (48,266) -22% 208,800 11-70-724-3803 MTNCE - EQUIPMENT 11,712 8,500 3,212 38% 8,500 11-70-724-4000 BUILDING MAINTENANCE 66,175 50,000 16,175 32% 52,500 11-70-724-4900 MISCELLANEOUS - 5,000 (5,000) -100% 5,000 11-70-724-5900 DEBT FINANCING COSTS 255,986 258,840 (2,854) -1% 251,580 11-70-724-7099 DEBT PRINCIPLE 161,331 161,330 1 0% 168,590 11-70-724-7000 CONTR TO R & R RESV 30,600 30,600 - 0% 30,600 11-70-724-7940 FACILITY DEBT RECOVERY (58,090) (58,070) (20) 0% (58,070) recovery from sewer/water11-70-724-7950 RECOVERABLE FUEL COSTS (177,497) (218,800) 41,303 -19% (218,800) 11-70-724-8700 CONTR FR DC - PW (116,849) (117,650) 801 -1% (117,650) 11-70-724-8708 CONTR FR DC - PARK (25,037) (25,210) 173 -1% (25,210)

Totals 437,594 455,120 (17,526) -4% 447,020

Expense 815,067 874,850 Expense 866,750 -0.93%Revenue (377,473) (419,730) Revenue (419,730) 0.00%

Net 437,594 455,120 Net 447,020 -1.78%

47



ACCOUNT NAME


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2016BUDGET NOTES

SOCCER CITY11-70-725-1010 SALARIES 67,164 56,500 10,664 19% 56,850 11-70-725-1110 PART-TIME LABOUR CHARGES 38,691 37,200 1,491 4% 37,200 11-70-725-1400 SALARIES ALLOC-FIXED 25,000 25,000 - 0% 25,000 11-70-725-1500 BENEFITS 19,905 17,640 2,265 13% 18,200 11-70-725-1501 BENEFITS - PART TIME 3,487 5,000 (1,513) -30% 5,000 11-70-725-1540 CLOTHING ALLOWANCE 774 250 524 210% 250 11-70-725-2200 HYDRO 67,034 35,000 32,034 92% 60,000 11-70-725-2210 HEAT 16,893 18,000 (1,107) -6% 20,000 11-70-725-2220 WATER 4,898 3,500 1,398 40% 3,500 11-70-725-2250 TELEPHONE - 1,000 (1,000) -100% 1,000 11-70-725-2252 RADIO/PAGERS/CELLS 407 1,000 (593) -59% 1,000 11-70-725-2644 PROGRAM DEVELOPMENT 1,000 was coming out of programs budget11-70-725-2730 RENTAL EXPENSE 241,171 225,000 16,171 7% 235,000 rental rate as per lease agreement11-70-725-2800 OFFICE EQUIPMENT RENTAL 974 1,500 (526) -35% 1,500 11-70-725-3012 PROGRAM SUPPLIES 12,000 was coming out of programs budget11-70-725-3400 ADVERTISING - GENERAL 2,000 was coming out of programs budget11-70-725-3802 VEHICLE MTCE & REPAIRS - 3,000 (3,000) -100% 3,000 11-70-725-3803 MTCE & REPAIRS-EQUIPMENT 1,030 3,000 (1,970) -66% 3,000 11-70-725-4000 BUILDING MAINTENANCE 36,199 11,800 24,399 207% 11,800 11-70-725-4001 MTCE & REPAIRS-GROUNDS 5,115 3,500 1,615 46% 21,500 owners lease expenses pass onto town11-70-725-4002 MTCE & REPAIRS - PLANT - 3,500 (3,500) -100% 3,500 11-70-725-4900 MISCELLANEOUS 25,193 2,000 23,193 1160% 2,000 11-70-725-7000 CONTR TO R & R RESV 1,800 1,800 - 0% 1,800 11-70-725-8510 LEAGUE REVENUE (70,876) (350,000) 279,124 -80% (210,000) 11-70-725-8511 FLOOR SPACE RENTALS (238,523) (40,000) (198,523) 496% (200,000) 11-70-725-8512 ROOM RENTAL (7,502) (1,500) (6,002) 400% (8,000) 11-70-725-8520 PRO SHOP LEASE (2,623) (2,500) (123) 5% (2,750) 11-70-725-8600 PROGRAM REVENUE (233) (5,000) 4,767 -95% (5,000)

Totals 235,978 56,190 179,788 320% 100,350


Net 235,978 56,190 Net 100,350 78.59%

48



ACCOUNT NAME


2015BUDGET

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2016BUDGET NOTES

RECREATION & COMMUNITY PROGRAMSPROGRAMS11-70-730-1010 SALARIES 193,740 199,970 (6,230) -3% 251,120 new complement- Recreation Programmer

11-70-730-1110 PART-TIME LABOUR CHARGES 279,780 216,210 63,570 29% 232,210 growth; camp and prog. Instr/ other; public skate moved from Arena budget

11-70-730-1400 SALARIES ALLOC-FIXED (25,000) (25,000) - 0% (25,000) salary allocation to SoccerCity11-70-730-1500 BENEFITS 62,649 53,830 8,819 16% 73,520 new complement- Recreation Programmer11-70-730-1501 BENEFITS - PART TIME 17,032 18,730 (1,698) -9% 18,730 11-70-730-2000 MILEAGE / CAR ALLOWANCE 2,003 1,400 603 43% 2,400 more programs spread out11-70-730-2252 RADIO/PAGERS/CELLS 2,577 760 1,817 239% 1,800 camp phones, more locations11-70-730-2644 PROGRAM DEVELOPMENT 28,559 10,000 18,559 186% 10,000 11-70-730-2730 FACILITIES RENTAL 8,749 12,500 (3,751) -30% 12,500 11-70-730-3010 PRINTING & OFFICE SUPPLIES 1,212 970 242 25% 970 11-70-730-3012 MATS/SUPPLIES PROGRAM 15,667 6,120 9,547 156% 12,120 11-70-730-3015 NEW YEAR'S EVE FIREWORKS 13,934 15,000 (1,066) -7% 15,000 11-70-730-3017 SPECIAL EVENTS 17,074 20,500 (3,426) -17% 8,500 moved to Culture, special events budget11-70-730-3400 ADVERTISING 4,269 4,500 (231) -5% 4,500 11-70-730-8600 PROGRAMS (202,074) (206,940) 4,866 -2% (239,940) 11-70-730-8620 PUBLIC SKATE (21,397) (21,000) (397) 2% (23,000) 11-70-730-8621 PLAYGROUND REGISTRATION (160,573) (152,600) (7,973) 5% (170,000) 11-70-730-8724 NEW YEAR'S FIREWORKS (13,934) (15,000) 1,066 -7% (15,000) 11-70-730-8900 DONATIONS-SPECIAL EVENTS (991) (1,500) 509 -34% (1,500) 11-70-730-9699 SUBSIDY/GRANTS FOR PROG (19,500) (5,500) (14,000) 255% (5,500)

Totals 203,776 132,950 70,826 53% 163,430


Net 203,776 132,950 Net 163,430 22.93%

LEISURE CENTRE ADMIN

11-70-740-1110 PART-TIME LABOUR CHARGES 99,916 152,230 (52,314) -34% 98,330 PT hours went to FT staff/slight change in schedule

11-70-740-1501 BENEFITS - PART TIME 13,572 14,810 (1,238) -8% 8,910 PT hours went to FT staff/slight change in schedule11-70-740-2250 TELEPHONE 6,578 5,400 1,178 22% 5,400 11-70-740-2800 OFFICE EQUIP RENTAL/MTCE 1,750 3,210 (1,460) -45% 3,210 11-70-740-2810 SOFTWARE MTNCE 4,603 6,000 (1,397) -23% 6,000 11-70-740-3010 PRINTING & OFFICE SUPPLIES 13,116 20,000 (6,884) -34% 20,000 11-70-740-3400 ADVERTISING 21,164 12,000 9,164 76% 12,000 11-70-740-3700 OPERATING MATERIALS 1,960 2,200 (240) -11% 2,200 11-70-740-4902 CASH OVER/SHORT 44 44 0% - 11-70-740-5920 BANK / INTERNET FEES 49,688 43,100 6,588 15% 45,100 11-70-740-8170 LOCKER FEES (2,917) (4,000) 1,083 -27% (4,000) 11-70-740-8301 VENDING MACHINE SALES (956) (3,200) 2,244 -70% (3,200) 11-70-740-8999 UNCLASSIFIED (20,326) (26,500) 6,174 -23% (28,000)

Totals 188,192 225,250 (37,058) -16% 165,950


Net 188,192 225,250 Net 165,950 -26.33%49



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

LEISURE CENTRE OPERATIONS11-70-741-1010 SALARIES 71,048 121,200 (50,152) -41% 126,060 11-70-741-1110 LABOUR CHARGES PART-TIME 180,702 108,190 72,512 67% 108,190 11-70-741-1500 BENEFITS 18,474 35,470 (16,996) -48% 37,890 11-70-741-1501 BENEFITS - PART TIME 22,060 11,470 10,590 92% 11,470 11-70-741-1540 CLOTHING ALLOWANCE 2,848 3,390 (542) -16% 3,390 11-70-741-2200 HYDRO 169,735 168,500 1,235 1% 163,500 11-70-741-2210 HEAT 36,643 33,000 3,643 11% 38,000 11-70-741-2220 WATER 22,391 24,600 (2,209) -9% 24,600 11-70-741-2252 RADIO/PAGERS/CELLS 1,820 1,550 270 17% 1,550 11-70-741-2604 SECURITY 1,214 3,100 (1,886) -61% 3,100 11-70-741-3803 MTCE./REPAIRS EQUIPMENT 38,316 25,000 13,316 53% 30,000 11-70-741-4000 BUILDING MTCE MATERIALS 89,366 75,000 14,366 19% 80,000 11-70-741-4001 MTCE/REPAIR GROUNDS 7,081 14,300 (7,219) -50% 14,300 11-70-741-7000 CONTR TO R & R RESV 87,000 87,000 - 0% 87,000 11-70-741-7900 LIBRARY CHARGE BACK (55,310) (55,310) - 0% (55,310) cleaning charge recovery11-70-741-8513 MPR RENTAL (6,768) (8,040) 1,272 -16% (8,040) 11-70-741-8999 UNCLASSIFIED - (100) 100 -100% (100)

Totals 686,620 648,320 38,300 6% 665,600


Net 686,620 648,320 Net 665,600 2.67%

LEISURE CENTRE AQUATICS11-70-742-1010 SALARIES 128,167 143,120 (14,953) -10% 136,370 11-70-742-1110 LABOUR CHARGES 406,125 362,300 43,825 12% 387,300 step increases - annualization11-70-742-1500 BENEFITS 39,999 38,370 1,629 4% 41,880 11-70-742-1501 BENEFITS - PART TIME 30,169 40,230 (10,061) -25% 40,230 11-70-742-1540 CLOTHING ALLOWANCE 847 1,280 (433) -34% 1,280 11-70-742-3010 PRINTING &OFFICE SUPPLIES 975 1,340 (365) -27% 1,340 11-70-742-3012 PROGRAM MATERIALS 13,730 15,280 (1,550) -10% 15,280 11-70-742-3700 OPERATING MATERIALS 3,847 5,100 (1,253) -25% 5,100 11-70-742-8514 POOL RENTAL (38,380) (55,000) 16,620 -30% (55,000) 11-70-742-8610 MEMBERSHIP/PASSES (40,419) (61,180) 20,761 -34% (61,180) 11-70-742-8622 PROGRAM INSTRUCTION (535,989) (513,800) (22,189) 4% (563,800) 11-70-742-8630 GENERAL ADMISSION (85,064) (80,500) (4,564) 6% (83,000) 11-70-742-8999 UNCLASSIFIED - (50) 50 -100% (50)

Totals (75,993) (103,510) 27,517 -27% (134,250)


Net (75,993) (103,510) Net (134,250) 29.70%

50



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

LEISURE CENTRE FITNESS11-70-743-1010 SALARIES 141,484 145,450 (3,966) -3% 147,630

11-70-743-1110 LABOUR CHARGES 164,788 156,740 8,048 5% 169,285

legislated increase minimum wage/offsite and cycle fit growth related/annualization step increases/other slight increase to recruit qualified staff.

11-70-743-1500 BENEFITS 39,722 42,110 (2,388) -6% 43,720 11-70-743-1501 BENEFITS - PART TIME 14,619 23,440 (8,821) -38% 23,440 11-70-743-1540 CLOTHING ALLOWANCE 933 1,040 (107) -10% 1,040 11-70-743-3010 PRINTING &OFFICE SUPPLIES 1,786 2,040 (254) -12% 2,040 11-70-743-3700 OPERATING MATERIALS 2,352 2,700 (348) -13% 3,300 11-70-743-3803 MTCE/REPAIRS EQUIPMENT 7,721 8,420 (699) -8% 8,420 11-70-743-7000 CONTR TO R & R RESV 5,252 5,100 152 3% 5,100 11-70-743-8610 MEMBERSHIP / PASSES (218,022) (260,100) 42,078 -16% (260,100) 11-70-743-8622 PROGRAM INSTRUCTION (44,225) (74,840) 30,615 -41% (74,840) 11-70-743-8630 GENERAL ADMISSION (23,356) (34,310) 10,954 -32% (40,000) 11-70-743-8640 PERSONAL TRAINER / BABY SITTING (3,886) (12,580) 8,694 -69% (12,580) 11-70-743-8999 UNCLASSIFIED (320) (2,040) 1,720 -84% (2,040)

Totals 88,848 3,170 85,678 2703% 14,415


Net 88,848 3,170 Net 14,415 354.73%

TOTAL RECREATION & COMMUNITY PROGRAMS 1,091,443 906,180 185,263 20% 875,145

BCC11-70-750-1060 SALARIES OTHER - 1,570 (1,570) -100% 1,570 11-70-750-2000 MILEAGE / CAR ALLOWANCE - 220 (220) -100% 220 11-70-750-2200 HYDRO 12,655 13,800 (1,145) -8% 12,800 11-70-750-2210 HEAT 4,825 6,880 (2,055) -30% 3,880 11-70-750-2220 WATER 1,220 1,050 170 16% 1,050 11-70-750-2250 TELEPHONE 655 1,470 (815) -55% 1,470 11-70-750-2702 CONTRACT CLEANING 14,600 11,000 3,600 33% 11,000 11-70-750-3010 PRINTING & OFFICE SUPPLIES - 20 (20) -100% 20 11-70-750-3400 ADVERTISING 428 780 (352) -45% 780 11-70-750-4000 BUILDING MTCE - MATERIALS 17,994 11,550 6,444 56% 11,550 11-70-750-4900 MISCELLANEOUS - 50 (50) -100% 50 11-70-750-8515 HALL RENTAL (13,394) (19,500) 6,106 -31% (19,500) 11-70-750-8723 FUNDRAISING EVENTS - (50) 50 -100% (50)

Totals 38,983 28,840 10,143 35% 24,840


Net 38,983 28,840 Net 24,840 -13.87%

51



ACCOUNT NAME


2015BUDGET

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2016BUDGET NOTES

LCC11-70-751-1060 SALARIES OTHER - 1,650 (1,650) -100% 1,650 11-70-751-2000 MILEAGE / CAR ALLOWANCE - 450 (450) -100% 450 11-70-751-2200 HYDRO 2,711 3,100 (389) -13% 3,100 11-70-751-2210 HEAT 2,839 7,000 (4,161) -59% 5,000 11-70-751-2250 TELEPHONE 566 500 66 13% 500 11-70-751-2702 CONTRACT CLEANING 3,683 7,650 (3,967) -52% 7,650 11-70-751-3010 PRINTING &OFFICE SUPPLIES - 20 (20) -100% 20 11-70-751-3400 ADVERTISING - 400 (400) -100% 400 11-70-751-4000 BUILDING MTCE - MATERIALS 6,865 10,230 (3,365) -33% 10,230 11-70-751-8515 RENTALS (16,597) (17,500) 903 -5% (17,500) 11-70-751-8900 DONATIONS - (50) 50 -100% (50)

Totals 67 13,450 (13,383) -100% 11,450


Net 67 13,450 Net 11,450 -14.87%

TRAIN STATION11-70-760-1820 CONTRACT- CHAMBER 82,790 82,800 (10) 0% 83,800 as per MOU11-70-760-2200 HYDRO 3,080 4,000 (920) -23% 4,000 11-70-760-2210 GAS CHARGES 1,833 2,690 (857) -32% 2,690 11-70-760-2220 WATER CHARGES 1,151 1,250 (99) -8% 1,250 11-70-760-2702 CONTRACT CLEANING 9,958 9,000 958 11% 9,000 11-70-760-4000 BUILDING MAINTENANCE 13,700 10,000 3,700 37% 10,000 11-70-760-4900 MISCELLANEOUS - 500 (500) -100% 500 11-70-760-7000 CONTR TO R & R RESV 15,000 15,000 - 0% 16,800 as per MOU11-70-760-8402 TICKET SALES REVENUE (157,292) (157,290) (2) 0% (162,000) as per MOU

Totals (29,780) (32,050) 2,270 -7% (33,960)


Net (29,780) (32,050) Net (33,960) 5.96%

52



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

CULTURE / TOURISM / GRANTS11-70-770-1010 SALARIES 123,328 151,100 (27,772) -18% 193,880 step increases, new Special Events Coordinator11-70-770-1110 SALARIES - PART TIME 9,933 24,380 (14,447) -59% 8,000 summer students, Event Coordinator now F/T11-70-770-1400 SALARIES ALLOCATED FIXED (57,050) 11-70-770-1500 BENEFITS 32,504 38,550 (6,046) -16% 52,960 step increases, new Special Events Coordinator11-70-770-1501 BENEFITS - PART TIME 1,767 2,170 (403) -19% 2,000 summer students, Event Coordinator now F/T11-70-770-3012 CULTURE PROGRAM & EVENT SUPPLIES 4,581 10,200 (5,619) -55% 9,500 11-70-770-3040 COMMUNITY FESTIVAL/EVENT DEVEL'T 32,786 50,500 (17,714) -35% 50,500 11-70-770-3420 TOURISM PROMOTION / MARKETING 10,079 11,120 (1,041) -9% 13,120 additional programming 11-70-770-5190 STRAWBERRY FESTIVAL GRANT 20,000 20,000 - 0% 20,000 11-70-770-5191 LATCHAM-GRANT IN KIND 13,070 13,070 - 0% 13,070 offset - Facilities - Latcham MOU Op & Adv11-70-770-5193 LATCHAM GALLERY GRANT 85,260 85,260 - 0% 93,760 11-70-770-5194 STRAWBERRY FESTIVAL IN KIND 22,130 22,130 - 0% 22,130

11-70-770-5195 COMMUNITY PROGRAMS/GRANTS 30,136 33,150 (3,014) -9% 18,150 Includes - Latcham benchmark funds as per MOU, remove Motus O to another account

11-70-770-5196 COMMUNITY PROG/GRANTS - MOTUS O 15,000 new account for Motus o MOU11-70-770-5198 CHRISTMAS PARADE GRANT 5,500 3,060 2,440 80% 3,060

11-70-770-7009 CONTR TO R & R RES-NAMING 81,670 81,670 - 0% 15,000 HPTC Donation/Naming only $15,000.Lebovic Naming target met in 2015.

11-70-770-7901 RECOVERY - 19OTP SAL/BEN - (55,230) 55,230 -100% - moved allocation11-70-770-8600 TOURISM PARTNERSHIP PROG - (20,100) 20,100 -100% (10,000) lowered to reflect actual11-70-770-8723 FUNDRAISING - SPECIAL EVENTS COMMITTEE (360) (510) 150 -29% (5,000)

11-70-770-8900 DONATION TO RES-NAMING (81,670) (81,670) - 0% (15,000) HPTC Donation/Naming only $15,000.Lebovic Naming target met in 2015.

11-70-770-8901 FESTIVAL/EVENT SPONSORSHIP (57,655) (76,530) 18,875 -25% (105,000) more sponsorship targetsTotals 333,059 312,320 20,739 7% 338,080

Expense 472,744 546,360 Expense 473,080 -13.41%Revenue (139,685) (234,040) Revenue (135,000) -42.32%

Net 333,059 312,320 Net 338,080 8.25%

53



ACCOUNT NAME


2015BUDGET

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2016BUDGET NOTES

MUSEUM VISITOR / COMMUNITY CENTRE11-70-771-1010 SALARIES 141,093 142,540 (1,447) -1% 146,330 step increases11-70-771-1110 PART-TIME LABOUR CHARGES 95,720 67,520 28,200 42% 78,180 step increases and 2 summer interns11-70-771-1500 BENEFITS 38,294 35,480 2,814 8% 39,840 11-70-771-1501 BENEFITS - PART TIME 12,569 4,900 7,669 157% 8,800 11-70-771-2000 MILEAGE / CAR ALLOWANCE 1,064 800 264 33% 1,200 11-70-771-2100 TECHNICAL TRAINING / DEVELOPMENT 106 1,500 (1,394) -93% 1,250 11-70-771-2120 EDUCATION/PROGRAM DEV 2,461 2,000 461 23% 2,500 increase in program development costs11-70-771-2130 FEES DUES & SUBSCRIPTIONS 1,016 900 116 13% 900 11-70-771-2200 HYDRO 41,993 39,460 2,533 6% 39,460 11-70-771-2210 HEAT 2,973 6,100 (3,127) -51% 5,200 11-70-771-2250 TELEPHONE 16,826 15,500 1,326 9% 15,500 11-70-771-2500 INSURANCE 10,000 10,000 - 0% 10,200 11-70-771-2702 CONTRACT CLEANING 15,042 17,000 (1,958) -12% 17,000 11-70-771-2800 OFFICE EQUIP RENTAL/MTCE 2,455 4,000 (1,545) -39% 3,700 11-70-771-3010 PRINTING & OFFICE SUPPLIES 2,735 2,500 235 9% 2,500 11-70-771-3016 SUMMER SPECIAL EVENTS 5,211 5,100 111 2% 5,100 11-70-771-3017 SPECIAL EVENTS-OTHER 8,296 7,140 1,156 16% 7,000 11-70-771-3110 POSTAGE 314 500 (186) -37% 500 11-70-771-3210 PHOTOCOPYING/REPRODUCTION 1,981 2,500 (519) -21% 2,500 11-70-771-3400 ADVERTISING 6,906 5,000 1,906 38% 6,000 advertising costs for events11-70-771-4000 BUILDING MAINTENANCE 23,314 15,000 8,314 55% 19,000 to reflect actual11-70-771-4001 MTCE GROUNDS - MATERIALS 7,612 9,000 (1,388) -15% 13,000 new contract expect an increase of 4k11-70-771-4500 ARTIFACTS/CONSERVATION 1,980 1,500 480 32% 1,500 11-70-771-4501 EXHIBIT DEVELOPMENT 18,829 5,000 13,829 277% 4,500 11-70-771-4900 MISCELLANEOUS 2,050 2,500 (450) -18% 2,500 11-70-771-7000 CONTR TO R & R RESV 20,000 20,000 - 0% 20,000 11-70-771-7019 CONTR TO DONATION RESV - 5,000 (5,000) -100% 5,000 11-70-771-7022 CONTR TO CAR SHOW DON RESV 7,544 2,500 5,044 202% 2,500 11-70-771-7502 CONTR FRIM CAR SHOW RESV (14,406) - 11-70-771-8000 SERVICE/USER FEES (657) (3,060) 2,403 -79% (3,560) 11-70-771-8400 ADMISSIONS (3,000) change donations to Admissions fees11-70-771-8010 MARRIAGE CEREMONIES (1,100) 11-70-771-8515 RENTALS (32,767) (30,600) (2,167) 7% (35,000) 11-70-771-8721 PROGRAMMING (36,944) (35,560) (1,384) 4% (45,000) 11-70-771-8722 SUMMER EVENTS (13,972) (16,510) 2,538 -15% (16,510) 11-70-771-8723 FUNDRAISING - SPECIAL EVENTS (8,998) (8,160) (838) 10% (9,500) 11-70-771-8822 INVEST INCOME ENDOWMENT (1,805) (3,000) 1,195 -40% (3,600) 11-70-771-8900 DONATIONS (833) (3,000) 2,167 -72% - change donations to Admissions fees11-70-771-8901 CORPORATE SPONSORSHIP (1,300) (2,000) 700 -35% (2,000) 11-70-771-8902 DONATIONS-CAPITAL (282) (5,000) 4,718 -94% (5,000) 11-70-771-8999 UNCLASSIFIED (31) (500) 469 -94% (500) 11-70-771-9410 CONDITIONAL GRANTS (28,809) (28,810) 1 0% (28,810) 11-70-771-9699 COND GRANTS - SPECIAL (4,730) (9,860) 5,130 -52% (9,860)

Totals 342,850 284,880 72,376 20% 298,220


Net 342,850 284,880 Net 298,220 4.68%54



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

19 ON THE PARK11-70-772-1110 SALARIES PART TIME 104,457 105,060 (603) -1% 64,409 no change in staffing model, step increases11-70-772-1400 SALARIES ALLOCATED FIXED 57,050 11-70-772-1501 BENEFITS PART TIME 13,474 23,460 (9,986) -43% 6,440 11-70-772-2000 MILEAGE / CAR ALLOWANCE 469 250 219 88% 250 11-70-772-2130 FEES, DUES & SUBSCRIPT 1,584 1,800 (216) -12% 1,800 11-70-772-2200 HYDRO 23,078 15,500 7,578 49% 19,840 11-70-772-2210 HEAT 5,905 11,220 (5,315) -47% 9,785 11-70-772-2220 WATER 533 2,550 (2,017) -79% 2,000 11-70-772-2250 TELEPHONE 5,291 4,500 791 18% 4,900 11-70-772-2500 INSURANCE 4,000 4,000 - 0% 4,300 11-70-772-2600 PRESENTING - PROFESSIONAL SERIES 49,774 45,200 4,574 10% 45,200 11-70-772-2607 PRESENTING / BOOKINGS - OTHER 39,589 32,000 7,589 24% 32,000 11-70-772-2610 AUDIT FEES 3,670 3,670 - 0% 3,715 11-70-772-2644 PROGRAMMING COSTS 6,473 10,000 (3,527) -35% 10,000 11-70-772-2702 CONTRACT CLEANING 18,485 26,000 (7,515) -29% 21,000 11-70-772-2733 COMPUTER LEASE 1,150 1,150 - 0% 1,150 11-70-772-3010 PRINTING/OFFICE SUPPLIES 3,913 2,000 1,913 96% 2,200 11-70-772-3110 POSTAGE 814 500 314 63% 750 11-70-772-3230 RENTAL EXP.-TECH FEES/BOX OFFICE STLMNT 31,246 20,000 11,246 56% 20,000 11-70-772-3400 ADVERTISING 25,516 20,000 5,516 28% 20,000 11-70-772-3803 EQUIPMENT 10,400 5,000 5,400 108% 5,500 11-70-772-4000 BUILDING MTCE - MATERIALS 16,484 16,500 (16) 0% 16,500 11-70-772-4001 MNTCE GROUNDS - MATERIALS 3,858 4,000 (142) -4% 4,500 11-70-772-4900 MISCELLANEOUS 1,060 1,500 (440) -29% 1,200 11-70-772-5920 BANK FEES 5,245 4,000 1,245 31% 4,200 11-70-772-7000 CONTR TO R & R RESV 5,000 5,000 - 0% 5,000 11-70-772-8010 MARRIAGE CEREMONIES (1,100) 11-70-772-8400 BOX OFFICE/PROGRAM REV - PROF SERIES (149,798) (72,840) (76,958) 106% (87,955) 11-70-772-8401 BOX OFFICE/PROGRAM REV - OTHER (123) (40,000) 39,877 -100% (40,000) 11-70-772-8515 FACILITIES REV / RENTAL (47,434) (60,900) 13,466 -22% (60,900) 11-70-772-8723 FUNDRAISING (11,012) (10,000) (1,012) 10% (20,000) 11-70-772-8901 CORPORATE SPONSORS (14,608) (10,000) (4,608) 46% (12,000) 11-70-772-9699 GRANTS (9,601) (20,000) 10,399 -52% (15,000)

Totals 148,892 151,120 (2,228) -1% 126,734


Net 148,892 151,120 Net 126,734 -16.14%

TOTAL CULTURE 824,801 748,320 90,887 10% 763,034 1.97%

TOTAL LEISURE AND COMMUNITY SERVICES 6,404,148 5,960,260 458,294 7% 6,152,924 3.23%

Inflation 12,600 Annualization Increases 204,394

Growth Related Increases 7,029 Legislated Mandatory Increases (44,675)

Service Level Increases 94,270 Other (80,954) Total 192,664

55

REQUEST FOR CARRYFORWARD OF 2015 CAPITAL PROJECTS

Leisure Services PC/GL Number budget $ Total Exp/Funded RemainingEstimated

Completion Date Additional Notes / Comments

Hillmount Park (Greenwood) Construction(incl splashpad)

710-15-00049 1,316,850.00 466,542.37 850,307.63 May-16 CIC Jul 21/15 Report #5RFP-15-22 awarded to Melfer

Tresstown Park PH2 (Sunnyridge)(incl jr. ball diamond)

710-15-00130 476,700.00 346,628.93 130,071.07 May-16CIC Jul 21/15 Report #6RFP-15-23 awarded to Melfer

Tresstown N. Park (Fairlee Cir)(incl jr. ball diamond)

710-15-00054 30,000.00 5,111.77 24,888.23 May-16RFP-15-45 awarded to NAK Design

Ballantrae Park - Lighting Upgrade 710-02-14-02-0 22,000.00 - 22,000.00 Jun-16Project underway. Late start. Completion in early 2016.

Naturalized Off Rd Trails - HPD Woodlot E 710-15-00642 19,175.00 - 19,175.00 Jun-16Project underway. Late start. Completion in early 2016.

Naturalized Off Rd Trails - HPD Woodlot W 710-15-00643 17,995.00 - 17,995.00 Jun-16Project underway. Late start. Completion in early 2016.

Thickwood Diamond Upgrades 710-15-00288 60,000.00 40,376.90 19,623.10 May-16Project underway. Late start. Completion in early 2016.

Refurbishment - Bethesda Park Shop 710-15-00303 60,000.00 13,399.67 46,600.33 Jul-16Project underway. Late start. Completion in early 2016.

Coultice Park PH2 & Design/LSRCA 710-15-00559 250,000.00 72,792.73 177,207.27 Jun-16CIC May 5/15 Report #7RFP-15-06 awarded to Landscape PlanningPO2015-0052

Tree Replacement - emerald ash borer 710-15-00619 45,000.00 14,775.55 30,224.45 Jun-16Project underway. Late start. Completion in early 2016.

Civic Square Upgrades 710-15-00799 35,000.00 10,557.60 24,442.40 Jul-16Project underway. Late start. Completion in early 2016.

Park Signage 710-15-00807 45,000.00 3,368.26 41,631.74 Jul-16Project underway. Late start. Completion in early 2016.

6240 Main - Landscaping 710-15-00822 60,000.00 48,250.79 11,749.21 May-16Awarded to Bright Ratcliff Solutions Inc. by quotation.PO2015-0185

56




Turning Circles 710-15-00828 50,000.00 8,560.61 41,439.39 May-16 RFQ-15-33 awarded to Lomco LandscapePO2015-0116

Corporate Accessibility 2015 720-15-00257 35,000.00 26,429.88 8,570.12 Mar-16Project underway. Late start. Completion in early 2016.

Facility Lifecycle Upgrades 2015 720-15-00236 145,000.00 84,824.66 60,175.34 Mar-16WS-RFQ-15-37 awarded to Newmarch Tech Systems. PO2015-0161

Town Offices - Whse Renovation 721-15-00557 1,200,195.00 224,252.00 975,943.00 Apr-16CIC Jul 21/15 #14 - complete whse reno project

Train Station lifecycle upgrades 2015 760-15-00603 42,500.00 27,554.73 14,945.27 May-16Project underway. Late start. Completion in early 2016.

Ballantrae Park Fieldhouse 711-15-00609 450,000.00 14,628.22 435,371.78 2016

CIC Oct 6/15 Report #1RFP-15-44 - council directive - reject bid and staff to undertake project, increase budget by $300K

BCC & Park Shop Parking Lots 720-15-00612 75,000.00 19,956.31 55,043.69 2016CIC Jun 2/15 Report #1WS-RFT-15-10 awarded to Forest Contractors Ltd.

Bldg Automated System Upgrade 720-15-00802 85,000.00 15,447.17 69,552.83 May-16WS-RFQ-15-41 awarded to Green Initiatives. PO2015-0159

Facility Sustainability Upgrade 720-15-00805 50,000.00 23,340.13 26,659.87 May-16Project underway. Completion in early 2016.

Facility Signage (6240 and Soccer City) 720-15-00806 35,000.00 1,144.80 33,855.20 Feb-16Project underway. Late Start. Completion in early 2016.

6240 Main - Parking Lot Lighting Upgrade 720-15-00830 45,000.00 11,174.10 33,825.90 Feb-16Project underway. Late Start. Completion in early 2016.

Design - Aquatic Ctr Expansion 741-15-00165 50,000.00 50,880.00 (880.00) Feb-16CIC Jul 21/15 Report #9SS-15-72 awarded to Diamond SchmidttPO2015-0137

57




High Efficiency Boiler 724-15-00778 50,000.00 - 50,000.00 Apr-16Project underway. Late Start. Completion in early 2016.

Museum - Generator 771-15-00235 175,000.00 - 175,000.00 May-16WS-RFP-15-49 awarded to Durham Energy Specialist Limited PO2015-0182

Museum - Life Cycle 771-15-00421 35,000.00 496.08 34,503.92 May-16Project underway. Late Start. Completion in early 2016.

19OTP Lifecycle Upgrades 2015 772-15-00423 30,000.00 18,169.44 11,830.56 May-16Project underway. Late Start. Completion in early 2016.

4,990,415.00 1,548,662.70 3,441,752.30

58


Year PROJECT DESCRIPTION AND LOCATIONNew/

Change Resch





70 - Leisure

700-Leisure Admin

2017

358 13.210.024 Leisure Master Plan 125,000 84,375 31,250 0 9,375 SD

Total 2017 125,000 84,375 31,250 0 9,375

Total 700-Leisure Admin 125,000 84,375 31,250 0 9,375

Town of Whitchurch-Stouffville2016 Approved Capital Budget & All Forecasts

59



Change Resch





70 - Leisure

710-Parks

2016

050 13.440.002 L&M Lebovic Park C 70,000 23,800 43,400 0 2,800 2016 Design, 2017 ConstructionDEBT=34%DC, 62%Res, 4%SD

051 13.440.019 Ballantrae S. Parkette Park C 30,000 12,600 15,900 0 1,500 SD2016 Design, 2017 Construction

052 13.440.020 Bloomington Parkette C 30,000 12,600 15,900 0 1,500 SD2016 Design, 2017 Construction

054 13.440.005 Tresstown N. Parkette (Fairlee Circle) C 238,560 100,196 126,436 0 11,928 CIC pre approved Aug 25/1542%DC, 53%Res, 5%SD

136 13.440.017 Hoover 30 Parkette C 30,000 12,600 15,900 0 1,500 SD2016 Design, 2017 Construction

245 Park Amenities 2016 30,000 0 30,000 0 0

252 Small Equipment 2016 15,000 0 15,000 0 0

264 Playground Improvement 2016 25,000 0 25,000 0 0

277 Replace 4x4 Trucks 06-1 & 06-2 80,000 0 80,000 0 0

283 Landscaping Trailer Repl #89-1 8,000 0 8,000 0 0

287 Front Deck Mower-Repl 08-5 C 40,000 0 40,000 0 0

289 Zero Turn Mowers Repl #08-6 & 08-2 50,000 0 50,000 0 0

510 13.710.003.2 Memorial Pk Ph 5 C 250,000 32,500 215,000 0 2,500 SD2016 Design, 2017 Construction

517 Splashpad Upgrades C 45,000 0 45,000 0 0

530 13.440.018 Minto Parkette C 30,000 12,600 1,500 0 15,900 2016 Design, 2017 ConstructionSD

560 Coultice Park PH3 C 1,987,500 0 1,987,500 0 0 increase in costs based on construction

613 13.710.003 1/2 Ton Pick-Up Truck C 40,000 36,000 0 0 4,000 VCA

620 Replace Trees - Emerald Ash Borer 50,000 0 50,000 0 0

644 13.710.034 Asphalt Off Road Trail-Conn. Byers Pond Park 20,650 8,695 10,989 0 966 VCA

645 13.710.035 Asphalt Off Road Trail-SW Quadrant to Ninth Line

54,280 22,855 28,885 0 2,540 VCA

646 13.710.036 Asphalt Off Road Trail-Stouffville Arena Fields 20,060 8,447 10,675 0 938 VCA

808 Park Signage 40,000 0 40,000 0 0 including Mantle Site and Cpt. A. Roy Brown signs

890 Stouffer St. Accessibility Parkette N 96,589 0 50,000 0 46,589 Enabling Accessibility Fund

892 Rupert Park Lighting N 45,000 0 45,000 0 0


60



Change Resch





70 - Leisure

710-Parks

2016

900 Municipal Highway Entrance Sign N 65,000 0 32,500 0 32,500 Other = Fundraising

901 Vandorf Park Parking Lot & Entrance N 140,000 0 140,000 0 0 CIC Jan 26/16

Total 2016 3,530,639 282,893 3,122,585 0 125,161

2017

050 13.440.002 L&M Lebovic Park C 1,091,850 0 0 1,091,850 0 2016 Design, 2017 ConstructionDEBT=34%DC, 62%Res, 4%SD

051 13.440.019 Ballantrae S. Parkette Park C 238,560 100,195 126,435 0 11,930 SD2016 Design, 2017 Construction

052 13.440.020 Bloomington Parkette C 238,560 100,195 126,435 0 11,930 SD2016 Design, 2017 Construction

053 13.440.004 Hillmount Parkette C 30,000 0 0 30,000 0 2017 Design, 2018 ConstructionDEBT=42%DC, 53%Res, 5%SD

088 13.710.004 Parks Utility Vehicle 25,000 22,500 0 0 2,500 SD

089 13.710.005 Mini Excavator 85,000 76,500 0 0 8,500 SD

131 13.440.008 Tovtel / Stouff Con 8 Neighbourhood Park C 70,000 0 0 70,000 0 2017 Design, 2018 ConstructionDEBT=34%DC, 62%RES, 4%SD

133 13.440.010 Ronco Neighbourhood Ph1 C 70,000 0 0 70,000 0 2017 Design, 2018 Construction DEBT=34%DC, 62%Res, 4%SD

134 13.440.012 Courtney Valley Parkette C 30,000 0 0 30,000 0 2017 Design, 2018 Construction DEBT=42%DC, 53%Res, 5%SD

136 13.440.017 Hoover 30 Parkette C 238,560 100,195 126,435 0 11,930 SD2016 Design, 2017 Construction

246 Park Amenities 2017 25,000 0 25,000 0 0

253 Small Equipment 2017 15,000 0 15,000 0 0


278 Replace 4x4 Trucks 06-3 & 07-1 90,000 0 90,000 0 0

279 Replace 2 Quad Cab Trucks #07-2 & 07-3 70,000 0 70,000 0 0

285 Replace 4x4 Trucks 08-1 & 08-2 80,000 0 80,000 0 0

286 Topdresser Repl #06-6 35,000 0 35,000 0 0

290 Front Deck Mower+Sweeper & Cap Repl #09-1

C/R 40,000 0 40,000 0 0

291 Mule, Repl #09-4 C/R 18,500 0 18,500 0 0

293 Single Axle Dump Truck, Repl#10-1 85,000 0 85,000 0 0


61



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70 - Leisure

710-Parks

2017

294 Tractor with Loader, Repl #97-1 80,000 0 80,000 0 0

295 Skid Steer + Attachments, Repl #07-4 40,000 0 40,000 0 0

296 Bush Chipper, Repl #07-5 50,000 0 50,000 0 0

297 Wide Deck Mower - Repl #09-02 70,000 0 70,000 0 0

510 13.710.003.2 Memorial Pk Ph 5 C 2,305,107 299,665 1,982,392 0 23,050 SD2016 Design, 2017 Construction

530 13.440.018 Minto Parkette C 238,560 100,195 126,437 0 11,928 2016 Design, 2017 ConstructionSD


647 13.710.037 Asphalt Off Road Trail-Memorial Park 17,110 7,205 9,105 0 800 VCA

654 13.710.046 Bethesda Park Picnic Shelter R 125,000 0 0 125,000 0 DEBT=34%DC, 62%Res, 4%VCA

810 Vandorf Ball Diamond Upgrades 60,000 0 60,000 0 0

Total 2017 5,636,807 806,650 3,330,739 1,416,850 82,568

2018

053 13.440.004 Hillmount Parkette C 238,560 0 0 238,560 0 2017 Design, 2018 ConstructionDEBT=42%DC, 53%Res, 5%SD

061 13.710.043 Bethesda Pk Sr Soccer Flds R 550,000 0 0 550,000 0 DEBT=34%DC, 62%Res, 4%SD

131 13.440.008 Tovtel / Stouff Con 8 Neighbourhood Park C 1,401,850 0 0 1,401,850 0 2017 Design, 2018 ConstructionDEBT=34%DC, 62%RES, 4%SD

133 13.440.010 Ronco Neighbourhood Ph1 C 980,000 0 0 980,000 0 2017 Design, 2018 Construction DEBT=34%DC, 62%Res, 4%SD

134 13.440.012 Courtney Valley Parkette C 238,560 0 0 238,560 0 2017 Design, 2018 Construction DEBT=42%DC, 53%Res, 5%SD

247 Park Amenities 2018 25,000 0 25,000 0 0

254 Small Equipment 2018 15,000 0 15,000 0 0


280 Float Trailer - Repl #06-5 15,000 0 15,000 0 0

281 Utility Vehicle - Repl #06-8 15,000 0 15,000 0 0

282 Dump Trailer Repl #06-4 20,000 0 20,000 0 0

284 Spray Trailer - Repl #06-10 7,500 0 7,500 0 0

298 Aerator, Repl #98-1 30,000 0 30,000 0 0

299 Diamond Groomer, Repl#98-2 7,000 0 7,000 0 0


62



Change Resch





70 - Leisure

710-Parks

2018

300 Seeder, Repl#08-09 25,000 0 25,000 0 0

509 13.710.044 Diamond 3 Bethesda Park R 550,000 0 0 550,000 0 DEBT=34%DC, 62%Res, 4%SD

614 13.710.047 4 Lit Tennis Courts-Memorial Park 492,000 0 0 492,000 0 DEBT=34%DC, 62%Res, 4%VCA


775 Bethesda Park Play Structure 125,000 0 125,000 0 0

Total 2018 4,810,470 0 359,500 4,450,970 0

2019

248 Park Amenities 2019 25,000 0 25,000 0 0

255 Small Equipment 2019 15,000 0 15,000 0 0


292 Landscaping Trailers Repl #08-3 & 08-4 15,000 0 15,000 0 0

301 Diamond Groomer, Repl#09-3 7,000 0 7,000 0 0

511 13.710.003.3 Memorial Park Phase 6 777,623 0 0 777,623 0 DEBT=13%DC, 86%Res, 1%SD

648 13.710.038 Asphalt Off Road Trail-Memorial Park-Park Dr to Lori Ave

17,110 7,205 9,105 0 800 VCA

653 13.710.042 Micro/Mini Sports Fields C 250,000 0 0 250,000 0 DEBT= 34%DC, 62%Res, 4%VCA

655 Land Acquisition 2,000,000 0 0 2,000,000 0

Total 2019 3,131,733 7,205 96,105 3,027,623 800

2020

078 13.440.021 Gormley Parkette C 30,000 0 0 30,000 0 2020 Design, 2021 ConstructionDEBT=35%DC, 60%Res, 5%SD

249 Park Amenities 2020 25,000 0 25,000 0 0

256 Small Equipment 2020 15,000 0 15,000 0 0


302 Tractor, Repl #00-1 75,000 0 75,000 0 0

615 13.710.048 Cricket Pitch 207,600 0 0 207,600 0 DEBT=34%DC, 62%Res, 4%VCA

616 13.710.045 10 Micro Soccer Fields 456,000 0 0 456,000 0 DEBT=34%DC, 62%Res, 4%VCA

653 13.710.042 Micro/Mini Sports Fields C 794,000 0 0 794,000 0 DEBT= 34%DC, 62%Res, 4%VCA

Total 2020 1,627,600 0 140,000 1,487,600 0

2021

078 13.440.021 Gormley Parkette C 238,560 0 0 238,560 0 2020 Design, 2021 ConstructionDEBT=35%DC, 60%Res, 5%SD


63



Change Resch





70 - Leisure

710-Parks

2021

135 13.440.013 Sorbara Parkette C 30,000 0 0 30,000 0 2021 Design, 2022 Construction DEBT=42%DC, 53%Res, 5%SD

434 Park Amenities 2021 25,000 0 25,000 0 0

435 Playground Improvements 2021 25,000 0 25,000 0 0

436 Small Equipment 2021 15,000 0 15,000 0 0

513 13.710.003.4 Memorial Park Phase 7 226,807 0 0 226,807 0 DEBT=13%DC, 86%Res, 1%SD

639 13.440.014 Phase 3 Neighbourhood Park (NP8) 431,700 0 0 431,700 0 DEBT=29%DC, 67%Res, 4%SD

640 13.440.016 Phase 3 Neighbourhood Park (NP5) 1,161,850 0 0 1,161,850 0 DEBT=29%DC, 67%Res, 4%SD

641 13.440.015 Phase 3 Parkette (P8) 268,560 0 0 268,560 0 DEBT=15%DC, 83%Res, 2%SD

649 13.710.039 Asphalt Off Road Trail-Bethesda Park Connection

20,650 8,695 10,989 0 966 VCA

Total 2021 2,443,127 8,695 75,989 2,357,477 966

2022

132 13.440.009 Tenth Line South Neighbourhood C 70,000 0 0 70,000 0 2022 Design, 2023 Construction DEBT=34%DC, 62%Res, 4%SD

135 13.440.013 Sorbara Parkette C 238,560 0 0 238,560 0 2021 Design, 2022 Construction DEBT=42%DC, 53%Res, 5%SD

512 13.710.003.5 New Sport Fields Development Community Park

1,242,000 0 0 1,242,000 0 DEBT=13%DC, 86%Res, 1%SD

518 Park Amenities 2022 25,000 0 25,000 0 0


520 Small Equipment 2022 15,000 0 15,000 0 0

638 13.440.011 Ronco Neighbourhood Park Ph2 431,700 0 0 431,700 0 DEBT=34%DC, 62%Res, 4%SD

650 13.710.040 Asphalt Off Road Trail-Ringwood Pond Connection

20,650 8,695 10,989 0 966 VCA

788 Wide Deck Mower 90,000 0 90,000 0 0 Move to Growth in next DC Update

Total 2022 2,157,910 8,695 165,989 1,982,260 966

2023

077 13.440.006 Tresstown S. Parkette (Small facility Ph2 post 2023)

C 30,000 18,900 9,900 0 1,200 2023 Design, 2024 ConstructionDEBT=42%DC, 53%Res, 5%SD

132 13.440.009 Tenth Line South Neighbourhood C 1,091,850 0 0 1,091,850 0 2022 Design, 2023 Construction DEBT=34%DC, 62%Res, 4%SD

621 Park Amenities 2023 25,000 0 25,000 0 0


623 Small Equipment 2023 15,000 0 15,000 0 0


64



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70 - Leisure

710-Parks

2023

651 13.710.041 Asphalt Off Road Trail-Stouffville Cres.-Main to North of Mill St

33,925 14,285 18,053 0 1,587 VCA

Total 2023 1,220,775 33,185 92,953 1,091,850 2,787

2024

077 13.440.006 Tresstown S. Parkette (Small facility Ph2 post 2023)

C 153,000 96,390 50,490 0 6,120 2023 Design, 2024 ConstructionDEBT=42%DC, 53%Res, 5%SD

789 1 Ton Truck 50,000 0 50,000 0 0 Move to Growth in next DC Update

790 Tractor 40,000 0 40,000 0 0 Move to Growth in next DC Update

791 Park Amenities 25,000 0 25,000 0 0

792 Playground Improvements 25,000 0 25,000 0 0

793 Small Equipment 15,000 0 15,000 0 0

Total 2024 308,000 96,390 205,490 0 6,120

2025

791 Park Amenities 25,000 0 25,000 0 0

792 Playground Improvements 25,000 0 25,000 0 0

793 Small Equipment 15,000 0 15,000 0 0

Total 2025 65,000 0 65,000 0 0

Total 710-Parks 24,932,061 1,243,713 7,654,350 15,814,630 219,368


65



Change Resch





70 - Leisure

720-Facilities

2016

090 13.720.002/.004 Clippers Aquatic Expansion C/R 100,000 82,000 9,000 0 9,000 SD - 2016 Design, 2017 Construction2017, DEBT=100%DC

166 13.720.003./.004 Lesiure Expansion, Design & Construction C/R 6,330,000 4,530,000 1,290,000 0 510,000 Other=VCA & Res= FGT

230 Leisure Centre Roof C/R 500,000 0 500,000 0 0

237 Facility Lifecycle Upgrades 2016 C 145,000 0 145,000 0 0

258 Corporate Accessibility 2016 35,000 0 35,000 0 0

637 Parking Lot Imporvements 50,000 0 50,000 0 0

794 13.720.003/.004 FF & E Leisure Centre Expansion C/R 300,000 246,000 27,000 0 27,000

803 Building Automated System (BAS) Upgrade Clipper Complex

85,000 0 85,000 0 0

805 Facility Sustainability Upgrades 50,000 0 50,000 0 0

889 HVAC Tech Van N 45,000 0 45,000 0 0

Total 2016 7,640,000 4,858,000 2,236,000 0 546,000

2017

090 13.720.002/.004 Clippers Aquatic Expansion C/R 6,050,000 0 544,500 4,961,000 544,500 SD - 2016 Design, 2017 Construction2017, DEBT=100%DC

238 Facility Lifecycle Upgrades 2017 90,000 0 90,000 0 0


804 Building Automated System (BAS) Upgrade 2017

85,000 0 85,000 0 0


891 6240 Main Renovation with Kitchen N 210,000 0 140,000 0 70,000 Canada 150 CIP

Total 2017 6,520,000 0 944,500 4,961,000 614,500

2018

083 13.110.001 Conversion Station 52-Ballantrae R 825,000 0 0 825,000 0 DEBT=100% DC FireConvert to 24/7 operations

091 13.720.001 Lawn Bowling Facility Rebuild R 820,000 0 656,000 147,600 16,400 SD, DEBT=100% DC


250 Latcham Hall HVAC Replace 60,000 0 60,000 0 0


271 Train Station HVAC 50,000 0 50,000 0 0

272 Facility Upgrades - Fire R 30,000 0 30,000 0 0 Correspond with STN 52 ExpansionFire Reserves

429 13.720.005 Multi Pourpose Facility Space 3,600,000 0 0 3,240,000 360,000 SD, DEBT=100% DC


66



Change Resch





70 - Leisure

720-Facilities

2018

652 13.720.006 Recreational Facility Space (Additional) 6,450,000 0 0 5,805,000 645,000 SD, DEBT=100% DC


829 Building Automated System (BAS) Upgrade 2018

85,000 0 85,000 0 0

Total 2018 12,130,000 0 1,091,000 10,017,600 1,021,400

2019



263 Community Parking Lot Improvements 50,000 0 50,000 0 0


Total 2019 195,000 0 195,000 0 0

2020


242 Ballantrae C C HVAC Replace 100,000 0 100,000 0 0

244 Ballantrae C C Roof Replace 200,000 0 200,000 0 0


Total 2020 425,000 0 425,000 0 0

2021

439 Corporate Accessibility 35,000 0 35,000 0 0


Total 2021 125,000 0 125,000 0 0

2022



Total 2022 110,000 0 110,000 0 0

2023



656 Soccer City 7,700,000 0 7,700,000 0 0

Total 2023 7,810,000 0 7,810,000 0 0

2024



67



Change Resch





70 - Leisure

720-Facilities

2024

796 Facility Lifecycle Upgrades 75,000 0 75,000 0 0

Total 2024 110,000 0 110,000 0 0

2025


796 Facility Lifecycle Upgrades 75,000 0 75,000 0 0

Total 2025 110,000 0 110,000 0 0

Total 720-Facilities 35,175,000 4,858,000 13,156,500 14,978,600 2,181,900


68



Change Resch





70 - Leisure

722-Clippers Sports Complex

2016

217 Ice Resurfacer - Replace 06-9 120,000 0 120,000 0 0

354 Lifecycle Upgrades Clippers 2016 50,000 0 50,000 0 0

Total 2016 170,000 0 170,000 0 0

2017


Total 2017 50,000 0 50,000 0 0

2018


Total 2018 50,000 0 50,000 0 0

2019


Total 2019 50,000 0 50,000 0 0

2020


Total 2020 50,000 0 50,000 0 0

2021


Total 2021 50,000 0 50,000 0 0

2022


Total 2022 50,000 0 50,000 0 0

2023


Total 2023 50,000 0 50,000 0 0

2024


Total 2024 50,000 0 50,000 0 0

2025


Total 2025 50,000 0 50,000 0 0

Total 722-Clippers Sports Complex 620,000 0 620,000 0 0


69



Change Resch





70 - Leisure

723-Stouffville Arena

2016

505 MPR Floor Replacement 65,000 0 65,000 0 0

782 Lifecycle Upgrades Arena 2016 50,000 0 50,000 0 0

Total 2016 115,000 0 115,000 0 0

2017


225 Ice Resurfacer (Replace) 11-6 120,000 0 120,000 0 0

Total 2017 220,000 0 220,000 0 0

2018

220 Arena Dasher Boards Pad B 225,000 0 225,000 0 0


506 New Condenser Unit 85,000 0 85,000 0 0

Total 2018 410,000 0 410,000 0 0

2019


224 Ice Resurfacer - Replace 11-8 120,000 0 120,000 0 0

Total 2019 220,000 0 220,000 0 0

2020


Total 2020 50,000 0 50,000 0 0

2021


Total 2021 50,000 0 50,000 0 0

2022


Total 2022 50,000 0 50,000 0 0

2023

598 Life Cycle Upgrades Arena 2023 50,000 0 50,000 0 0

Total 2023 50,000 0 50,000 0 0

2024

780 Lifecycle Upgrades Arena 50,000 0 50,000 0 0

Total 2024 50,000 0 50,000 0 0


70



Change Resch





70 - Leisure

723-Stouffville Arena

2025

780 Lifecycle Upgrades Arena 50,000 0 50,000 0 0

Total 2025 50,000 0 50,000 0 0

Total 723-Stouffville Arena 1,265,000 0 1,265,000 0 0


71



Change Resch





70 - Leisure

724-Operations Centre

2016

426 General Facility Upgrades 10,000 0 10,000 0 0

Total 2016 10,000 0 10,000 0 0

2017


Total 2017 35,000 0 35,000 0 0

2018


785 Parking Lot Sweeper 60,000 0 60,000 0 0

Total 2018 95,000 0 95,000 0 0

2019


Total 2019 35,000 0 35,000 0 0

2020


Total 2020 35,000 0 35,000 0 0

2021


Total 2021 35,000 0 35,000 0 0

2022

482 General Facility Upgrades 2022 35,000 0 35,000 0 0

Total 2022 35,000 0 35,000 0 0

2023

601 General Facility Upgrades 2023 35,000 0 35,000 0 0

Total 2023 35,000 0 35,000 0 0

2024


Total 2024 35,000 0 35,000 0 0

2025


Total 2025 35,000 0 35,000 0 0

Total 724-Operations Centre 385,000 0 385,000 0 0


72



Change Resch





70 - Leisure

741-Leisure Centre

2016

229 Dehumidifier Dectron Unit C/R 250,000 0 250,000 0 0 CIC Jan 26/16 rescheduled to 2016 from 2018

234 Lifecycle Upgrades Leisure Centre C 85,000 0 85,000 0 0

Total 2016 335,000 0 335,000 0 0

2017


Total 2017 50,000 0 50,000 0 0

2018


Total 2018 50,000 0 50,000 0 0

2019


Total 2019 50,000 0 50,000 0 0

2020


424 Fitness Equipment 10,000 0 10,000 0 0

Total 2020 60,000 0 60,000 0 0

2021


438 Lifecycle Upgrades Leisure Centre 2021 85,000 0 85,000 0 0

Total 2021 100,000 0 100,000 0 0

2022



Total 2022 100,000 0 100,000 0 0

2023



Total 2023 100,000 0 100,000 0 0

2024



73



Change Resch





70 - Leisure

741-Leisure Centre

2024


Total 2024 100,000 0 100,000 0 0

2025



Total 2025 100,000 0 100,000 0 0

Total 741-Leisure Centre 1,045,000 0 1,045,000 0 0


74



Change Resch





70 - Leisure

771-Museum & CC

2016

425 Lifecycle Upgrades Museum 2016 C 75,000 0 45,000 0 30,000 30k - Car Show Donation Capital Reserve

Total 2016 75,000 0 45,000 0 30,000

2017

267 Brown House HVAC 15,000 0 15,000 0 0

273 Brown House Repairs 20,000 0 15,000 0 5,000 RS/GR/DO

428 Lifecycle Upgrades Museum 2017 35,000 0 35,000 0 0

Total 2017 70,000 0 65,000 0 5,000

2018


Total 2018 35,000 0 35,000 0 0

2019


Total 2019 35,000 0 35,000 0 0

2020


Total 2020 35,000 0 35,000 0 0

2021


Total 2021 35,000 0 35,000 0 0

2022


Total 2022 35,000 0 35,000 0 0

2023


Total 2023 35,000 0 35,000 0 0

2024

787 Lifecycle Upgrades Museum 35,000 0 35,000 0 0

Total 2024 35,000 0 35,000 0 0

2025

787 Lifecycle Upgrades Museum 35,000 0 35,000 0 0

Total 2025 35,000 0 35,000 0 0


75



Change Resch





70 - Leisure

Total 771-Museum & CC 425,000 0 390,000 0 35,000


76



Change Resch





70 - Leisure

772-19 on the Park

2016

427 General Facility Upgrades 19 on the Park 35,000 0 35,000 0 0

Total 2016 35,000 0 35,000 0 0

2017


Total 2017 40,000 0 40,000 0 0

2018


Total 2018 40,000 0 40,000 0 0

2019


Total 2019 40,000 0 40,000 0 0

2020


Total 2020 40,000 0 40,000 0 0

2021


Total 2021 40,000 0 40,000 0 0

2022

483 General Facility Upgrades 19 on the Park - 2022

40,000 0 40,000 0 0

Total 2022 40,000 0 40,000 0 0

2023


40,000 0 40,000 0 0

Total 2023 40,000 0 40,000 0 0

2024


40,000 0 40,000 0 0

Total 2024 40,000 0 40,000 0 0

2025


Total 2025 40,000 0 40,000 0 0

Total 772-19 on the Park 395,000 0 395,000 0 0


77

Leisure & Community Services - 10 Year Capital Forecast


78

Public Works 2016 Business Plan


Rob Flindall Director of Public Works Overview The Public Works Department is responsible for the operation and maintenance of the Town’s infrastructure which includes roads, sidewalks, streetlights, boulevard trees, traffic control devices, signage and pavement markings, water distribution systems, wastewater collection systems, storm water management facilities, and drainage facilities. Public Works is responsible for delivery of numerous services including waste and recycling/ waste collection, school crossing guard program, environmental monitoring and response, temporary road closures. Public works is also responsible for reviewing and approving all utility locations in the road allowance, road cuts for utilities, road occupancy permits, driveways and entrance permits and other minor encroachments. The Capital Projects division of Public Works manages the delivery of the Town’s Capital Works Program in the areas of roads, bridges, water distribution and sewers. These functions include Class Environmental Assessments, design, construction, contract administration, commissioning, and cost control. Public Works and Development Services staff work closely with land developers for the delivery of growth related projects identified in the Development Charge Background Study. The Department has stewardship responsibility for $169 million in infrastructure assets including, roads, bridges, culverts, sidewalks, water systems, wastewater systems, and fleet vehicles. This asset system is growing every year. We are guided by legislated requirements, municipal By-laws, Council approved policies, and technical standards. Mission Statement The Public Works Department will protect public safety and provide services related to our roads, water and sewer systems, and solid waste management programs that enhance the quality of life of the residents and businesses. The Public Works Department acts in a fiscally responsible manner as stewards of the Town’s infrastructure while applying sound operating practices and engineering principles. Goal Our Goal is to exceed the expectations of our residents by providing the highest level of service possible, in a cost effective manner. We will strive to be recognized in York Region as a leader in the delivery of Public Works services.

79



Organizational Chart Total FTES = 24.5 (January 2015)

Note: All Lead Hands and Operators perform functions related to Road Maintenance. Eight (8) Lead Hand/Operators have attained Level I (or higher) Water and Wastewater MOECC certification and are available to support the Water/Wastewater Division. The Administrative Assistant is shared with Development Services. Service Delivery

• Road, Sidewalk and parking lot maintenance, rehabilitation and replacement, including snow removal

Director ofPublic Works

(1 FTE)

Operations Manager(1 FTE)

Operations Clerk(1 FTE)

Operations Coordinator(1 FTE)

Operations Technologist

(2 FTE)

Water & Waste Water Supervisor

(1 FTE)

Lead Hands(1.5 FTE)

Operators(5 FTE)

Transportation Supervisor

(1 FTE)

Lead Hands(1.5 FTE)

Operators(5 FTE)

Operator/Mechanic(1 FTE)

Manager of Capital Projects(1 FTE)

Capital Projects Coordinator

(1 FTE)

Administrative Assistant(0.5 FTE)

80



• Streetlight, traffic signals and traffic control signage maintenance, rehabilitation and replacement • Water Distribution, Sanitary Sewer, and Storm Sewer system maintenance, rehabilitation and replacement • Emergency Response for repairs to roads, water systems, sewers systems, traffic lights and streetlights • Fleet maintenance and replacement for Departmental vehicles and equipment. • Road Occupancy Permit and Utility consents • Traffic management and controls

2015 Review

• Continue the phase-in implementation of the approved Corporate Efficiency Review including re-alignment of the Planning, Building, Development Engineering, Public Works, Economic Development and Capital Projects Divisions resulting in the consolidation of all infrastructure related Capital Projects within the Public Works Department.

Efficiencies Achieved

• Departmental Re-organization and staffing plan will provide cost savings and efficiencies for Capital project delivery by aligning engineering design process more closely with the operational experience and expertise provided Public Works Staff

• Continued implementation of the Pavement Management software and integration with the existing Tangible Capital Asset inventory

• Initiated the process to convert street lighting to LED technology from High Pressure Sodium (HPS) fixtures in 38% of the Town street lighting inventory which will provide significant cost savings.

• Implemented a Permit process in the Land Manager Enterprise software for Municipal Consent (Utilities), Road Occupancy Permit, and Encroachments.

• Initiated a contracted service for Underground Utility Locates, and cost recovery mechanism with developers. • Initiated Municipal Access Agreements with major utility companies

2016 Business Plan

• Continue to improve Capital Planning/Delivery program to ensure projects are “shovel ready” in the year Construction is approved by identifying projects that require a Design phase and Approvals phase in the capital budget

• In partnership with the N6 Municipalities, evaluate and award a new waste management collection contract • Update and implement the Salt Management Plan, including identification of improved Winter Maintenance practices and

material. • Implementation of the work plan to address the Emerald Ash Borer (EAB) infestation of municipal boulevard trees (Ash trees). • Collect data and continue to develop the Town’s asset management capabilities.

81



• Renewal of the Town’s Municipal Drinking Water License(s)Ongoing Implementation of Asset Management software, Work Manager Software, Service Request Manager software, Land Manger (Permits and Development Application Processes) and GIS based data and records management to better manage and plan work within the Department.

Key Assumptions

• Availability of funding to meet infrastructure needs as infrastructure ages and requires replacement • Availability of resources to maintain level of service and capital project implementation • Continued advancement in the use and implementation of Asset Management software, Work Manager Software, Service

Request Manager software, Land Manger (Permits and Development Application Processes) and GIS based data and records management

Challenges

• The Town has experienced rapid growth which has created extensive new municipal infrastructure. The ability to maintain, rehabilitate and replace this infrastructure within an Asset Management program will a challenge for the Town. The Town has operated without a formal Maintenance Management/Work Management system to this point, however the need to manage these requirements are rapidly outgrowing our existing processes.

• The ability of the Town to respond to customer service requests continues to be a challenge and will grow over time as the since of the Town increases and the infrastructure ages.

• The expectations of our residents and businesses for access to municipal records related municipal infrastructure and property services continues to grow and will continue to increase.

Policy Guidelines/Legislation for Service Delivery Public Works provides services to residents in both the existing community and the new development areas. In a community that is experiencing rapid growth the Department is challenged with providing, and strives for a high level of service quality that is consistent between all areas of the community (urban and rural), both existing and new development areas. These are based on provincial legislation, sound engineering principles and the requirements of our customers.

• Safe operation and maintenance of the Town’s Drinking Water Distribution system is ensured through the continual improvement processes identified in the Town’s Drinking Water Quality Management System

• Compliance with all Legislation and Regulations related to the operation of the Drinking Water System is managed through an internal Audit system, and through the Ministry of the Environment’s annual inspection program in accordance with the Municipal Drinking Water Licence (MDWL) and Drinking Water Works Permit (DWWP) issued by the MOECC.

82



• Safe operation and maintenance of the Town’s Sanitary Sewer Collection System and Stormwater Management systems is managed through the Town’s Level of Service Standards and in accordance with the Ministry of the Environment of Ontario requirements identified in the Environmental Compliance Approvals (ECA) issued for the systems.

• Use of the Town’s Drinking Water System and the wastewater collection system by residents and businesses is governed by municipal By-laws 78-04, 2004-87-WS, 2014-08-WS and Region of York By-laws.

• Maintenance of the Town’s road system to meet or surpass the Town’s Level of Service Standards and meet the requirements of the Ontario Minimum Standards for Municipal Highways regulation.

• Bridges and culverts are inspected and maintained in accordance with the Ontario Standards for Bridges regulation. • Winter maintenance of roads is provided to ensure the safety of users of the Town’s road network while meeting or surpassing

the Level of Service Standards, Ontario Minimum Standards for Municipal Highways regulation and in keeping with the Town’s Salt Management Plan.

• Winter maintenance of sidewalks is undertaken in accordance with municipal By-law 2007-251-RD. • Sidewalks, Traffic control devices, streetlight systems, pavement marking are maintained to meet or surpass the Ontario

Minimum Standards for Municipal Highways and are documented in the Town’s Level of Service Standards. • The design and installation of traffic control devices, traffic signage and pavement markings is undertake as per the regulations

under the Highway Traffic Act and the Ontario Traffic Manual including analysis and application of the recommended traffic Warrants.

• Street lighting design is undertake according applicable North American and Canadian engineering design standards such as ANSI/IESNA RP-8-00 (Illuminating Engineering Society of North America's National Standard Practice for Roadway Lighting).

• Locations for school crossing guard program is established through the Town’s Policy and Warrant system for selection of locations and pedestrian safety.

• An efficient and effective waste management program in accordance with the Town’s Waste Management System By-law 2007-114-GA through a long term joint contract with the Northern Six (N6) and the collection contractor Green for Life Environmental (GFL)

• The Maintenance, Rehabilitation and replacement of the Town’s infrastructure is outlined in the Town’s Asset Management Plan.

• Equipment and fleet are maintained in accordance with applicable provincial requirements, sound mechanical practices. Consideration for purchases or replacement is given to the physical, technological and economic life of the fleet and equipment.

• Public Works staff administer programs for new driveways and property entrances in accordance with the Town’s By-law 2012-136-RE and the Encroachment Permit System.

• Public Works staff administer the Utility Locate request program for all buried municipal utilities (street light wiring, water, and sewer) through our membership in the Ontario One-Call program and our obligations under the Ontario Underground Infrastructure Notification System Act.

• Engineering Standards and Design Guidelines. 83


PUBLIC WORKS

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

PUBLIC WORKSADMIN OPERATING

11-30-300-1010 SALARIES 637,426 602,750 34,676 6% 742,720 full yr Capital Projects Coordinator,New AM/GIS Tech & step increases

11-30-300-1110 SALARIES - PART TIME 5,235 10,000 (4,765) -48% 10,000 11-30-300-1400 SALARIES ALLOCATED FIXED (331,832) (331,830) (2) 0% (355,120)

11-30-300-1500 BENEFITS 158,431 164,390 (5,959) -4% 208,260 full yr Capital Projects Coordinator, New AM/GIS Tech & step increases

11-30-300-1501 BENEFITS - PART TIME 1,132 1,000 132 13% 1,000 11-30-300-2000 MILEAGE / CAR ALLOWANCE 6,646 12,250 (5,604) -46% 12,250 11-30-300-2100 TECHNICAL TRAINING / DEVELOPMENT 6,850 13,000 (6,150) -47% 13,195 11-30-300-2130 FEES, DUES & SUBSCRIPTIONS 1,496 3,350 (1,854) -55% 1,950 11-30-300-2252 RADIOS/PAGERS/CELLS 4,100 re-org. from corporate

11-30-300-2643 INFRASTRUCTURE DESIGN/STUDY 8,721 50,000 (41,279) -83% 70,000 Salt Management Plan update, Bridge Assessment Study, Small Engineering Design Work

11-30-300-2645 TRAFFIC STUDIES 30,420 52,500 (22,080) -42% 80,000 Pedestrian Movement & Bicycle Route Study11-30-300-2646 STORM WATER MASTER PLAN STUDY 39,806 47,600 (7,794) -16% - Completed11-30-300-2648 PAVEMENT MANAGEMENT STUDY (25,113) 10,000 (35,113) -351% 35,000 Pavement condition data collection11-30-300-3400 ADVERTISING 90 650 (560) -86% 650 11-30-300-4900 MISCELLANEOUS 1,131 3,000 (1,869) -62% 3,000 11-30-300-5900 DEBT FINANCING COSTS 54,351 54,810 (459) -1% 49,290 11-30-300-7099 DEBT PRINCIPLE 170,588 170,590 (2) 0% 176,110 11-30-300-7000 CONTR TO R & R RESV 50,980 45,500 5,480 12% 45,500 11-30-300-8700 CONTR FR DC (221,810) (221,490) (320) 0% (221,490) 11-30-300-8701 CONTR FR VCA (3,977) (3,910) (67) 2% (3,910) 11-30-300-8726 CONTR FROM ENVIRO FUND (8,722) (50,000) 41,278 -83% (70,000) fund infra design/studies

Totals 581,849 634,160 (52,311) -8% 802,505

Expense 816,358 909,560 Expense 1,097,905 20.71%Revenue (234,509) (275,400) Revenue (295,400) 7.26%

Net 581,849 634,160 Net 802,505 26.55%

LOCATES11-30-301-1300 SEWER LOCATES - LABOUR - 4,400 (4,400) -100% - reflected within waste water allocation11-30-301-1301 WATER LOCATES - LABOUR - 6,600 (6,600) -100% - reflected within water allocation11-30-301-2600 ONTARIO ONE CALL FEES 4,318 11,800 (7,482) -63% 9,800 11-30-301-2601 CONTRACTED LOCATES SERVICES-ELEC 24,222 37,600 (13,378) -36% 37,600 11-30-301-2602 CONTRACTED LOCATES SERVICES-WW - 10,000 (10,000) -100% 10,000 11-30-301-2603 CONTRACTED LOCATES SERVICES-W - 10,000 (10,000) -100% 10,000 11-30-301-8000 MUNICIPAL CONSENTS - REV - (20,000) 20,000 -100% (20,000) 11-30-301-8001 DEVELOPER RECOVERABLE - ELEC - (36,000) 36,000 -100% (36,000) 11-30-301-8002 DEVELOPER RECOVERABLE - W/WW - (24,000) 24,000 -100% (24,000) 11-30-301-8003 RD OCCUPANCY/ENCROACHMENT REV (2,091) (43,000) 40,909 -95% (43,000)

Totals 26,449 (42,600) 69,049 -162% (55,600)

Expense 28,540 80,400 Expense 67,400 Revenue (2,091) (123,000) Revenue (123,000)

Net 26,449 (42,600) Net (55,600)

84


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ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

ROADS

11-30-310-1010 SALARIES 1,153,035 1,169,050 (16,015) -1% 1,283,940 2 Operators-June andI Tree Maintenance Lead Hand-Mar

11-30-310-1110 SALARIES - PART TIME 70,124 56,650 13,474 24% 56,650 11-30-310-1400 LABOUR DISTRIBUTED (263,675) (263,680) 5 0% (277,700)

11-30-310-1500 BENEFITS 301,414 291,790 9,624 3% 339,040 2 Operators-June andI Tree Maintenance Lead Hand-Mar

11-30-310-1501 BENEFITS - PART TIME 7,589 5,610 1,979 35% 5,610 11-30-310-1540 CLOTHING ALLOWANCE 10,429 8,900 1,529 17% 11,235 11-30-310-2022 MEAL ALLOWANCE ROADS 1,395 1,860 (465) -25% 2,060 11-30-310-2100 TECHNICAL TRAINING / DEVELOPMENT 13,316 10,000 3,316 33% 20,000 driver training for 'A' license (heavy trailer)11-30-310-2130 FEES, DUE & SUBSCRIPTIONS 7,688 8,600 (912) -11% 8,600 11-30-310-2222 WATER CONSUMPTION OWN USE 15,000 15,000 - 0% 15,000 11-30-310-2252 RADIOS/PAGERS/CELLS 722 700 22 3% 14,000 re-org. from corporate, 2 new operators11-30-310-2713 WINTER STANDBY-CONTRACTED SERV. 289,142 424,220 (135,078) -32% 424,220 11-30-310-2714 WINTER CONTRACT-PLOWING & SALT 195,905 148,050 47,855 32% 184,070

11-30-310-2715CULVERT & STORM SEWER RPR - CONTRACTED SERVICES 18,299 45,000 (26,701) -59% 45,000

11-30-310-2732 OTHER WINTER EQP RENTAL-GRADER 12,913 20,250 (7,337) -36% 20,250

11-30-310-3500SAFETY DEVICES-CONTRACTED SERVICE/MATERIALS 141,082 130,280 10,802 8% 52,500

reduced and created new pavement marking and railroad mntce accounts

11-30-310-3501 PAVEMENT MARKINGS 55,670 11-30-310-3502 RAILROAD MANTENANCE 45,000 11-30-310-3700 SHOP - MATERIALS & SUPPLIES 13,347 11,600 1,747 15% 11,775

11-30-310-3801 VEHICLE - FUEL 78,383 99,560 (21,177) -21% 90,600 Gas index-12.4% and Diesel index-6.1% (August to August)

11-30-310-3802 VEH- OPRTG/MTCE/RPR 154,157 123,330 30,827 25% 127,680 11-30-310-4100 SAND & SALT - MATERIAL 442,657 468,920 (26,263) -6% 509,920 contract escalation11-30-310-4110 BRIDGES/CULVERT MATERIAL 9,340 17,000 (7,660) -45% 17,000 11-30-310-4120 GRASS, MOW, WEED MATERIAL 967 2,600 (1,633) -63% 2,000

11-30-310-4121 TREE MAINTENANCE & PLANTINGS 85,769 77,000 8,769 11% 230,000 Emerald Ash Borer program, 150 trees remove and replace per year

11-30-310-4122 DITCHING-CONTRACTORS & MATERIALS 62,478 80,000 (17,522) -22% 80,000

11-30-310-4123CATCH BASIN, STORM SEWER, LIDS, COVERS - MATERIAL - 5,000 (5,000) -100% 2,500

11-30-310-4130CATCH BASINS & CURB/GUTTER -CONTRACTED SERVICES 127,812 125,000 2,812 2% 151,790 increase for curb/cb repairs

11-30-310-4140 DEBRIS/LITTER DISPOSAL 7,923 5,850 2,073 35% 15,850 contingency for hazardous material cleanup

11-30-310-4150 ASPHALT PATCHING - CONTRACT/MATERIALS 29,195 40,000 (10,805) -27% 40,000

11-30-310-4151SWEEPING/FLUSHING - CONTRACTED SERVICES 60,995 81,330 (20,335) -25% 106,880 service increase for summer sweeping

11-30-310-4160 RESURFACING - CONTRACT 84,462 87,700 (3,238) -4% 100,000 11-30-310-4162 SHOULDER MTCE-CONTRACT & MATERIALS 27,344 44,830 (17,486) -39% 50,000

85


PUBLIC WORKS

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

ROADS CONTD - 11-30-310-4200 SMALL TOOLS - PURCH & MTCE 10,277 10,000 277 3% 10,150 11-30-310-4900 MISCELLANEOUS 494 1,500 (1,006) -67% 1,500 11-30-310-5900 DEBT FINANCING COSTS 222,221 229,470 (7,249) -3% 211,370 11-30-310-7099 DEBT PRINCIPLE 491,031 491,030 1 0% 509,130 11-30-310-7000 CONTR TO R & R RESV 1,000,000 1,000,000 - 0% 1,000,000 11-30-310-7505 CONTR FR RESV- STABILIZATION - (15,000) 15,000 -100% (15,000) 11-30-310-7931 RECOV-COMM-ORGS/GROUPS (4,500) (4,000) (500) 13% (4,000) 11-30-310-8700 CONTR FR DC - ROADS (686,359) (693,420) 7,061 -1% (693,420)

11-30-310-8701 CONTR FR DC - RD CONTR SNOWPLW (218,900) DC funded contracted plow units for winter maintenance

11-30-310-8726 CONTR FR ENVIRO FUND (77,000) (77,000) - 0% (230,000) 11-30-310-8999 UNCLASSIFIED (11,841) (1,000) (10,841) 1084% (1,000) 11-30-310-9410 COND GRANT AGGREGATE REV (31,785) (30,600) (1,185) 4% (30,600) 11-30-310-9820 RECOV COST WORKS/DEVELOPERS (158,313) (270,000) 111,687 -41% (270,000) 11-30-310-9830 RECOV COST WORKS/REGION (40,313) (30,000) (10,313) 34% (40,000)

Totals 3,873,119 3,952,980 (79,861) -2% 4,070,370


Net 3,873,119 3,952,980 Net 4,070,370 2.97%

CROSSING GUARDS

11-30-380-1110 LABOUR CHARGES - PART TIME 100,719 101,430 (711) -1% 120,330 2 guards added in Sept. 2015 and one additional in Sept. 2016

11-30-380-1501 BENEFITS - PART TIME 5,959 6,180 (221) -4% 6,180 11-30-380-3700 MATERIALS & SUPPLIES 783 800 (17) -2% 1,000

Totals 107,461 108,410 (949) -1% 127,510

Expense 107,461 108,410 Expense 127,510 17.62%Revenue - - Revenue -

Net 107,461 108,410 Net 127,510 17.62%PARKING LOTS

11-30-341-2700PARKING LOT MTCE- CONTRACTED SERVICES 23,046 33,450 (10,404) -31% 31,350 revised contract pricing

11-30-341-2731 PARKING LOT LEASE AGREEMENT 4,199 4,230 (31) -1% 4,315 Totals 27,245 37,680 (10,435) -28% 35,665

Expense 27,245 37,680 Expense 35,665 -5.35%Revenue - - Revenue -

Net 27,245 37,680 Net 35,665 -5.35%

86


PUBLIC WORKS

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

STREET LIGHTING11-30-350-2200 ENERGY 466,364 481,000 (14,636) -3% 343,040 decreased due to LED conversion11-30-350-2610 LAS/REALTERM STREETLIGHT CONTRACT 814 25,000 (24,186) -97% 120,000

11-30-350-2700STREETLIGHT MTCE- CONTRACTED LABOUR & EQUIP 81,850 56,000 25,850 46% 45,000 decreased due to LED conversion

11-30-350-3010 MATERIALS AND SUPPLIES 35,300 26,750 8,550 32% 20,000 decreased due to LED conversion11-30-350-2600 BANNER INSTALLS 3,576 4,310 (734) -17% 4,310 11-30-350-7000 CONTR TO R & R RESV 15,000 15,000 - 0% 15,000 11-30-350-8000 DAMAGED POLE RECOVERY (1,668) (6,000) 4,332 -72% (3,000) 11-30-350-8999 UNCLASSIFIED - (4,810) 4,810 -100% (4,810)

Totals 601,236 597,250 3,986 1% 539,540

Expense 602,904 608,060 Expense 547,350 -9.98%Revenue (1,668) (10,810) Revenue (7,810) -27.75%

Net 601,236 597,250 Net 539,540 -9.66%

TRAFFIC LIGHTS11-30-330-2200 TRAFFIC LIGHTS-ENERGY 14,338 20,480 (6,142) -30% 17,700 decreased based on actuals11-30-330-2700 TRAFFIC LIGHT-MAINTENANCE 20,629 25,000 (4,371) -17% 45,500 contract increase

Totals 34,967 45,480 (10,513) -23% 63,200


Net 34,967 45,480 Net 63,200 38.96%

SIDEWALKS

11-30-341-2714 SIDEWALKS SNOWPLOW-CONTRACTED 211,638 199,420 12,218 6% 299,420 service level increase for Main St snow removal, other - based on 3yr trend

11-30-341-3700 SIDEWALKS MTCE - SUMMER MTCE 885 5,000 (4,115) -82% 2,500 11-30-341-7000 CONTR TO R & R RESV 50,000 50,000 - 0% 50,000

11-30-341-9830 DEVELOPER WINTER MTNCE (14,695) (7,000) (7,695) 110% (10,000) Totals 247,828 247,420 408 0% 341,920


Net 247,828 247,420 Net 341,920 38.19%

87


PUBLIC WORKS

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

WASTE MANGMNT11-30-390-2710 CONTRACT - GARBAGE COLLECTION 330,228 342,990 (12,762) -4% 317,105 11-30-390-4300 GARBAGE STICKERS 4,232 3,580 652 18% 3,634 11-30-390-2600 INSPECTION SERVICES 5,339 13,000 (7,661) -59% 13,195 11-30-390-8145 UNCLASSIFIED - GARBAGE STICKERS (15,471) (12,000) (3,471) 29% (13,000)

Totals 324,328 347,570 (23,242) -7% 320,934


Net 324,328 347,570 Net 320,934 -7.66%

RECYCLING11-30-391-2710 CONTRACT - COLLECTION 1,007,723 1,045,000 (37,277) -4% 975,620 11-30-391-3400 ADVERTISING 12,079 12,700 (621) -5% 12,700 11-30-391-4900 MISCELLANEOUS 9,232 38,690 (29,458) -76% 18,690 11-30-391-2600 N6 SHARED CONTRACT ADMIN SERVICE - 12,500 (12,500) -100% 12,500 11-30-391-2601 INSPECTION SERVICES 11,539 13,000 (1,461) -11% 13,195 11-30-391-8146 SALE OF BINS (11,665) (9,000) (2,665) 30% (9,000) 11-30-391-9860 UNCLASSIFIED REV-WDO (173,907) (147,300) (26,607) 18% (147,300)

Totals 855,001 965,590 (110,589) -11% 876,405

Expense 1,040,573 1,121,890 Expense 1,032,705 -7.95%Revenue (185,572) (156,300) Revenue (156,300) 0.00%

Net 855,001 965,590 Net 876,405 -9.24%

TOTAL PUBLIC WORKS 6,679,483 6,893,940 (214,457) -3% 7,122,449 3.31%

Inflation (6,486) Annualization Increases 45,212

Growth Related Increases 86,038 Legislated Mandatory Increases 10,000

Service Level Increases 170,850 Other (77,105) Total 228,509

88


WATER & WASTE WATER

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

WASTE WATER31-50-500-1302 SEWER MTCE-LATERALS & MAINS-LABOUR 12,500 12,500 - 0% 15,235 combine labour allocation accounts31-50-500-1303 SEWER MTCE-MAINS -LABOUR 12,500 12,500 - 0% - 31-50-500-1400 SEWER SALARIES ALLOCATED 229,247 229,250 (3) 0% 247,130 31-50-500-1540 CLOTHING ALLOWANCE 3,500 3,500 - 0% 3,550 31-50-500-2100 TECHNICAL TRAINING / DEVELOPMENT 8,029 9,000 (971) -11% 9,135 31-50-500-2130 FEES DUES & SUBSCRIPTIONS 207 600 (393) -66% 600 31-50-500-2250 TELEPHONE 1,230 1,230 - 0% 1,260 31-50-500-2252 RADIOS/PAGERS/CELLS 520 520 - 0% 520 31-50-500-2500 INSURANCE 30,500 30,500 - 0% 31,000 31-50-500-2610 AUDIT FEES 1,860 1,860 - 0% 1,900 31-50-500-2643 NETWORK ANALYSIS STUDY - 10,000 (10,000) -100% - water/sewer master plan in capital for 201631-50-500-2733 COMPUTER LEASE 380 380 - 0% 475 31-50-500-2810 COMPUTER MAINTENANCE 4,500 8,500 (4,000) -47% 8,500 31-50-500-3010 PRINTING & OFFICE SUPPLIES 912 2,410 (1,498) -62% 2,410 31-50-500-3110 POSTAGE 19,709 35,000 (15,291) -44% 35,000 31-50-500-3400 ADVERTISING 1,450 1,450 - 0% 1,500 31-50-500-3700 MATERIALS & SUPPLIES 220 700 (480) -69% 1,000 31-50-500-3801 FUEL 1,532 5,000 (3,468) -69% 4,380 gas index -12.4% 31-50-500-3802 VEHICLE MAINTENANCE 403 1,200 (797) -66% 1,200 31-50-500-3803 SEWER MTCE -EQUIP-MAT 102 1,000 (898) -90% 1,000 31-50-500-4402 SEWER MTCE-LATERALS-CNTRCT/MAT 24,431 55,100 (30,669) -56% 55,100 31-50-500-4403 SEWER MTCE-MAINS-CNTRCT/MAT 24,391 31,190 (6,799) -22% 31,190 31-50-500-2600 CCTV INSPECTION SERVICE 20,334 72,100 (51,766) -72% 110,000 inspection of laterals and manholes31-50-500-4900 MISCELLANEOUS 173 500 (327) -65% 500

31-50-500-5195 REGIONAL LEVY 3,483,226 3,507,800 (24,574) -1% 4,155,060 estimation of 4% m3 volume increase as well as 13.9% Rate increase.

31-50-500-5920 SEWER BANK SERVICE CHARGES 1,000 2,000 (1,000) -50% 2,000 allocation from Fin Admin31-50-500-7000 CONTR TO R & R RESV 259,782 250,000 9,782 4% 562,400 31-50-500-7001 RESERV - OPERATING 636,612 1 636,611 1 31-50-500-7100 FACILITIES ALLOC COSTS 35,495 35,490 5 0% 35,490 allocation from Mun. Off. & WSOC31-50-500-7300 OFFICE EQUIP. RENTAL/MTCE 160 160 - 0% 165 allocation from Op Centre31-50-500-7500 CONTRIB FROM RESERVE - (1) 1 -100% (1)

31-50-500-8000 SEWER BILLINGS (4,778,084) (4,300,740) (477,344) 11% (5,290,000) Increase to cover pymt to Region plus Town growth/rate increase

31-50-500-8810 PENALTY & INTEREST SEWER (15,063) (15,000) (63) 0% (15,000) 31-50-500-8822 INVEST INCOME SEWER FUND (2,329) (2,700) 371 -14% (2,700) 31-50-500-9800 SEWERS - RECOVERABLE COST (19,429) (3,000) (16,429) 548% (10,000)

Totals - - - -


Net - - Net -

89


WATER & WASTE WATER

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

WATER41-55-550-1300 WATER MTCE - LABOUR 45,350 45,350 - 0% 262,465 combine labour allocation accounts41-55-550-1301 WATER MTCE-METERS-LAB 25,562 34,850 (9,288) -27% 34,850 41-55-550-1302 WATER MTCE-LATERALS-LAB 28,640 28,640 - 0% - combine labour allocation accounts41-55-550-1304 WATER MTCE-WATER MAINS-LAB 81,150 81,150 - 0% - combine labour allocation accounts41-55-550-1305 WATER TESTING-LABOUR 83,535 83,530 5 0% - combine labour allocation accounts41-55-550-1400 SALARIES ALLOCATED FIXED 458,500 458,500 - 0% 494,280 41-55-550-1540 CLOTHING ALLOWANCE 3,500 3,500 - 0% 4,300 41-55-550-2100 TECHNICAL TRAINING / DEVELOPMENT 6,234 9,820 (3,586) -37% 9,970 41-55-550-2130 FEES, DUES & SUBSCRIPTIONS 1,772 3,500 (1,728) -49% 3,500 41-55-550-2250 TELEPHONE 2,280 2,280 - 0% 2,340 41-55-550-2252 RADIOS/PAGERS/CELLS 980 980 - 0% 980 41-55-550-2500 INSURANCE 37,500 37,500 - 0% 38,100 41-55-550-2600 READING/DELIVERY 59,261 57,000 2,261 4% 57,000 4 readings per year41-55-550-2601 WATER RELATED STUDIES 2,686 10,000 (7,314) -73% 19,000 Water Financial Plan Update41-55-550-2602 OPERATOR/CONTACTED SERVICES 12,220 15,500 (3,280) -21% 15,500 41-55-550-2610 AUDIT FEES 2,150 2,150 - 0% 2,200 41-55-550-2643 NETWORK ANALYSIS STUDY - 10,000 (10,000) -100% - water/sewer master plan in capital for 201641-55-550-2733 COMPUTER LEASE 1,128 380 748 197% 475 41-55-550-2810 COMPUTER MAINTENANCE 4,500 8,500 (4,000) -47% 8,500 41-55-550-3010 PRINTING & OFFICE SUPPLIES 1,817 4,890 (3,073) -63% 4,890 41-55-550-3110 POSTAGE 19,709 35,000 (15,291) -44% 35,000 41-55-550-3400 ADVERTISING 2,950 2,950 - 0% 3,000 41-55-550-3801 VEHICLE OPERATING EXPENSE 13,026 20,000 (6,974) -35% 12,520 gas index -12.4% 41-55-550-3802 VEHICLE MTCE & REPAIRS 8,658 4,500 4,158 92% 7,500 41-55-550-3803 MTCE - EQUIPMENT 108 1,030 (922) -90% 1,030 41-55-550-3815 WATER TESTING - MATERIALS & SERV 34,464 39,500 (5,036) -13% 39,500 41-55-550-4200 TOOLS 2,724 7,000 (4,276) -61% 9,105 41-55-550-4400 WATER MTCE-HYDRANTS-CNTRCT/MAT 47,876 40,000 7,876 20% 52,020 41-55-550-4401 WATER MTCE-METERS-CNTRCT/MAT 62,005 50,000 12,005 24% 50,000 41-55-550-4402 WATER MTCE-LATERALS-CNTRCT/MAT 193,579 103,210 90,369 88% 151,760 41-55-550-4404 WATER MTCE-WATER MAINS- CNTRCT/MAT 79,749 117,000 (37,251) -32% 124,600 41-55-550-4900 MISCELLANEOUS 479 1,500 (1,021) -68% 1,500

41-55-550-5195 REGIONAL LEVY-OPERATING 3,029,073 3,062,350 (33,277) -1% 3,289,000 estimation of 4% m3 volume increase as well as 2.5% Rate increase.

41-55-550-5920 WATER BANK SERVICE CHARGE 1,500 3,000 (1,500) -50% 3,000 allocation from Fin Admin41-55-550-7000 CONTR TO R & R RESV 229,783 220,000 9,783 4% 220,000 41-55-550-7001 RESERV - OPERATING 535,201 535,201 - 41-55-550-7100 FAC ALLOCATION COSTS 35,495 35,490 5 0% 35,490 allocation from Mun Off. & WSOC41-55-550-7300 OFFICE EQUIP RENTAL/MTCE 330 330 - 0% 335 allocation from Op Ctr

41-55-550-8000 SALE OF WATER (4,936,161) (4,398,460) (537,701) 12% (4,762,290) Increase to cover pymt to Region plus Town growth/rate increase

41-55-550-8149 SALE OF BULK WATER - FILLING STATION - (20,000) 20,000 -100% (20,000)

90


WATER & WASTE WATER

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

WATER CONTD41-55-550-8142 WATER SAMPLING REVENUE - (20,000) 20,000 -100% - 41-55-550-8143 WATER CONFIRMATIONS (35,219) (35,000) (219) 1% (35,000) 41-55-550-8147 SALE OF WATER METERS (84,820) (79,600) (5,220) 7% (79,600) 41-55-550-8148 UNMETERED WATER CONSUMPTION (54,130) (52,630) (1,500) 3% (52,630) 41-55-550-8810 PENALTY & INTEREST - WATER (13,906) (12,000) (1,906) 16% (12,000) 41-55-550-8822 INVESTMENT INCOME (6,767) (8,100) 1,333 -16% (8,100) 41-55-550-8999 UNCLASSIFIED (711) (500) (211) 42% (500) 41-55-550-9800 RECOVERABLE COST - FEES (21,917) (14,040) (7,877) 56% (23,040) Adjust per prior year actuals41-55-550-9801 RECOVERABLE COST - ADM/INS (1,843) (550) (1,293) 235% (550)

Totals - - - -


Net - - Net -

TOTAL WATER & WASTE WATER - - - -

Inflation (1,270) Annualization Increases (346,340)


Service Level Increases 42,900 Other 287,980 Total -

91


Public Works PC/GL Number budget $ Total Exp/Funded RemainingEstimated


Fairview Ave - Rupert to Elm 310-15-00076 40,000.00 - 40,000.00 2016 Carry over required for tendering phaseGlad Park(Rd - $941,430, WW $180,050, W/M $154,335)

310-15-00153 1,507,122.61 1,306,831.54 200,291.07 2017

CIC Jun 16/15 Report #13RFT-15-30 awarded to Mar-King

Design - Russell & Burkeholder(frm Blake to 125m W of Park Dr)

310-15-00394 228,000.00 36,235.49 191,764.51 2016

CIC Sep 1/15 Report #2RFT-15-29 awarded to EXP ServicesPO2015-0140 issued

Lakeshore Blvd Shoreline - Stabilization(Design and EA)

310-15-00838 250,000.00 1,664.76 248,335.24 2016 RFP-15-50; to be awarded in December 2015

Ditching - Thicketwood Blvd 310-15-00865 18,500.00 - 18,500.00 2016 weather dependent, may carry over to 2016

Ditching - Westfield Estates 310-15-00866 160,000.00 - 160,000.00 2016adding 90k in 2016 budget, no bids received on tender

SL Improvement / Lifecycle 310-15-00871 50,000.00 8,360.60 41,639.40 2016 Valley Rd pending

Sidewalk - Aurora Rd(Grayfield to Ballantrae School)

341-15-00017 610,450.00 203,522.40 406,927.60 2016

adding 270k in 2016 budgetCIC Jun 16/15 Report #12RFT15-20 awarded to Aloia Bros.

2,864,072.61 1,556,614.79 1,307,457.82

Waste Water PC/GL Number budget $ Total Exp/Funded RemainingEstimated


Sub-Trunk 1 EA Addendum/Design 500-15-00870 80,000.00 - 80,000.00 2016 Completion of design and approvals80,000.00 - 80,000.00

Water PC/GL Number budget $ Total Exp/Funded RemainingEstimated

Completion Date Additional Notes / CommentsWM design- Main St(Stouffer to 10th Line)

550-15-00869 60,000.00 19,275.88 40,724.12 2016 Carry over required for tendering phase60,000.00 19,275.88 40,724.12

92



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30 - Public Works

300-Public Works Admin

2016

096 13.210.003 Geodetic Bench Marks(Ballantrae/Vandorf) 30,000 27,000 0 0 3,000 VCA

173 Pick-Up Truck Replace(#71-09) 39,000 0 37,250 0 1,750 1/2 Ton Pick-Up Truck & Outfitting

365 4X4 Pick-Up Truck Replace (#65-08) 64,000 0 62,500 0 1,500 1 Ton Pick-Up Truck & Outfitting

444 13.310.011 4x4 Pick-Up Truck 43,000 43,000 0 0 0 3/4 Ton Pick-Up Truck & Outfitting; New Fleet Addition

878 Small Equipment N 63,000 0 63,000 0 0 Stump Grinder, Dump Trailer and Compaction Machine

879 Traffic Count Machines N 16,000 0 16,000 0 0

Total 2016 255,000 70,000 178,750 0 6,250

2017

064 13.210.004 Gormley & Vandorf Servicing EA 300,000 300,000 0 0 0 ORM / Greenbeltsubject to planning applications

093 13.310.005 Tandem Axle Truck 240,000 240,000 0 0 0

172 Pick-Up Truck Replace (#72-08) 35,000 0 33,500 0 1,500 TI - 2008 Dodge Pick-Up

178 13.310.007 Contracted Plow Unit 218,900 218,900 0 0 0

366 5 Ton Dump Truck, Replace (#6-04) 200,000 0 190,000 0 10,000 TI - 2004 Freightliner 5 Ton Dump Truck

367 Front-end Loader, Replace (#64-07) 100,000 0 95,000 0 5,000 TI - 2007 New Holland Frontend Loader

888 15 Ton Float Trailer, Replace (#56-02) N 21,000 0 21,000 0 0 Replacement of Unit (#56-02)

Total 2017 1,114,900 758,900 339,500 0 16,500

2018

174 Extended Cab Truck Replace (#88-10) 35,000 0 33,250 0 1,750 TI - 2010 Ford Extended Cab Pick-Up

177 13.310.008 Contracted Plow Unit 218,900 218,900 0 0 0

Total 2018 253,900 218,900 33,250 0 1,750

2019

175 Dump Truck, Replace (#57-06) 200,000 0 190,000 0 10,000 TI - 2006 International 5 Ton Dump Truck

Total 2019 200,000 0 190,000 0 10,000

2020

036 13.310.001 Mobile Debris Vacuum Unit 70,000 70,000 0 0 0

037 13.310.002 Brine Application System 150,000 150,000 0 0 0

039 13.310.004 Road Sweeper 150,000 150,000 0 0 0

634 13.310.012 Cargo Van 40,000 40,000 0 0 0

843 2 Ton Dump Truck Replace (#80-10) 80,000 0 80,000 0 0 Replace #80 - 2010 Ford F-550

Total 2020 490,000 410,000 80,000 0 0


93



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30 - Public Works

300-Public Works Admin

2021

176 Tandem Dump Truck, Replace (#68-08) 240,000 0 228,000 0 12,000 TI - 2008 Freightliner Dump Truck

844 Tractor, Mower and Snowblower Replace (#77-09)

120,000 0 120,000 0 0 Replace #77 - 2009 John Deere 6430, Diamond flail mower and Lucknow snowblower

Total 2021 360,000 0 348,000 0 12,000

2022

556 Single Axle Dump Truck, Replace (#67-09) 200,000 0 190,000 0 10,000 TI - Replace (#67-09)

845 1/2 Ton Extended Cab Pickup 4x4 Replace (#127-14)

35,000 0 35,000 0 0 Replace #127 - 2014 Ram 1500 4x4

846 1 Ton Cargo Van Replace (#129-14) 55,000 0 55,000 0 0 Replace #129 - 2014 Ram Promaster 3500

847 3/4 Ton Cargo Van Replace (#130-14) 45,000 0 45,000 0 0 Replace #130 - 2014 Ram Promaster 2500

Total 2022 335,000 0 325,000 0 10,000

2023

635 13.310.013 1/2 Ton Pick-Up Truck 30,000 30,000 0 0 0

848 Backhoe Loader Replace (#92-11) 110,000 0 110,000 0 0 Replace #92-2011 New Holland B95B

Total 2023 140,000 30,000 110,000 0 0

2024

849 Tandem Dump Truck Replace (#89-11) 240,000 0 240,000 0 0 Replace #89-2011 Freightliner M2-112V

850 Wood Chipper Replace (#128-14) 35,000 0 35,000 0 0 Replace #128 - 2014 Bandit 990XP Wood Chipper

851 2 Ton Chipper Truck Replace (#131-14) 80,000 0 80,000 0 0 Replace #131 - 2014 Ram 5500

Total 2024 355,000 0 355,000 0 0

Total 300-Public Works Admin 3,503,800 1,487,800 1,959,500 0 56,500


94



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30 - Public Works

310-Roads

2016

005 13.430.035 Maytree Ave Reconstruction - Tindale Rd to Hawthorn (W35)

C 1,050,000 127,500 922,500 0 0 Construction W/WW/RD

011 13.410.064 Traffic Signals-Sandiford Dr/Hoover Park Dr C/R 230,000 230,000 0 0 0 Deferred from 2015

024 Elm Rd Reconstruction - Summerfield to Ninth Line

C 2,000,000 0 2,000,000 0 0 Construction W/WW/RD

026 13.410.061 Creek Crossing-Structure, Baker Hill Dr at Little Rouge Creek, East (RB10)

1,537,714 1,537,714 0 0 0 Construction by Others

032 13.410.058 Creek Crossing-Structure, Baker Hill Dr at Little Rouge Creek West (RB04)


072 Montreal & Stouffer-Tenth to Millard, Reconstruction

C 120,000 0 120,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

076 13.430.018 Fairview Ave-Rupert to Elm Reconstruction (W18)

C 1,050,000 127,500 922,500 0 0 Construction W/WW/RD

103 13.430.13,17,26,28 to 31, 33,34,38,42,44

Main St Reconstruction, Ninth Line to Stouffer St.

C 350,000 0 350,000 0 0 2016 Design W/WW/RD2017 Ph1 Construction, Park Dr to Stouffer St2018 Ph2 Construction, Albert St to Park Dr2019 Ph3 Construction, Ninth Line to Albert St

104 13.430.032.2 Main St Reconstruction, Stouffer St to Tenth Line

C 2,111,000 360,000 1,751,000 0 0 Construction W/WW/RD

128 13.440.030 & .031 Pedestrian Bridges - Stouff Con 8 & Mattamy Maio Lands

C/R 175,000 73,500 92,750 0 8,750 VCA2016 Design & EA2017 Construction

195 Repair/Rehabilitation 1,300,000 0 1,300,000 0 0

349 Pooled Assets 2016 15,000 0 15,000 0 0

686 13.410.068 Roundabouts Baker Hill Blvd / Ninth Line 483,159 483,159 0 0 0 Construction by Others

705 13.430.011 Blake St. Reconstruction (W11) C 80,000 10,400 69,600 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

718 13.430.024 & .025 Lloyd St. Reconstruction (W24 & W25) C 80,000 9,600 70,400 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

840 Bethesda SideRd Reconstruction (Hwy 404 to Hwy 48 and Tenth Ln to RR30)

C 450,000 0 450,000 0 0 2016 Design 2018 Ph1 Hwy 48 to McCowan Rd. 2019 Ph2 Hwy 404 to Woodbine and Tenth Ln to RR302020 Ph3 McCowan Rd. to Kennedy Rd.2021 Ph4 Kennedy Rd. to Warden 2022 Ph5 Warden to Woodbine


95



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30 - Public Works

310-Roads

2016

858 Commercial St, Library Lane & Mill St (Commercial to Main) Reconstruction

70,000 0 70,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

866 Westfield Estates Drainage Easement Rehabilitation

R/C 90,000 0 90,000 0 0 Additional funding for 2015 project based on updated unit costs

875 Logan Court Drainage Improvements N 50,000 0 50,000 0 0

876 McCowan Rd and Cherry St Drainage Improvements

N 30,000 0 30,000 0 0

882 North St Reconstruction - Tenth Ln to 175m W. of Tenth Ln

N 40,000 0 40,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

883 Drainage Easement Improvements, Windsor Dr to Lakeshore

N 30,000 0 30,000 0 0

895 Streetlight Improvements, Various Locations N 50,000 0 50,000 0 0

896 Utility Relocation - Fairview Ave from Rupert Ave to Main St.

N 40,000 0 40,000 0 0

898 Storm Sewer System Improvements N 30,000 0 30,000 0 0

902 Drainage Easement Improvements - Thicketwood Area

N 90,000 0 90,000 0 0 CIC Jan 26/16, new project identified

Total 2016 13,089,587 4,497,087 8,583,750 0 8,750

2017

008 Burkholder St Reconstruction 2,000,000 0 2,000,000 0 0 Construction W/WW/RD

015 13.410.033 Streetlights, Aurora Rd- Grayfield Dr to McFarland St

R 798,437 79,843 718,594 0 0

016 13.310.034 Streetlights, Hwy 48- Pine Vista Ave to Ballantrae Common

452,198 45,220 406,978 0 0

072 Montreal & Stouffer-Tenth to Millard, Reconstruction

C 2,600,000 0 2,450,000 0 150,000 2016 Design W/WW/RD2017 Construction W/WW/RD

103 13.430.13,17,26,28 to 31, 33,34,38,42,44


C 1,750,000 0 1,750,000 0 0 2016 Design W/WW/RD2017 Ph1 Construction, Park Dr to Stouffer St2018 Ph2 Construction, Albert St to Park Dr2019 Ph3 Construction, Ninth Line to Albert St

106 13.410.059 Creek Crossing-Structure, Forsyth Farm Rd at Reesor Creek (RB05)


109 13.410.020 Streetlights, Ninth Line-Elm Rd-N. Limit of Devlpmnt

258,399 258,399 0 0 0


96



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30 - Public Works

310-Roads

2017

128 13.440.030 & .031 Pedestrian Bridges - Stouff Con 8 & Mattamy Maio Lands

C/R 450,000 189,000 238,500 0 22,500 VCA2016 Design & EA2017 Construction


304 Frederick & Church St - Frederick to north limit Reconstruction

C 95,000 0 95,000 0 0 2017 Design W/WW/RD2018 Construction W/WW/RD

350 Pooled Assets 2017 15,000 0 15,000 0 0

400 Russell Ave Reconstruction, Rose Ave to Burkholder St

C 500,000 0 500,000 0 0 Construction W/WW/RD

552 Bridge/Culvert Repair 50,000 0 50,000 0 0

657 13.410.007,.008 & .049

Ninth Line Bike Lane & Sidewalk, Millard St to Bayberry St

C/R 60,000 22,000 38,000 0 0 2017 Design, 2018 Construction

662 13.410.012 & .050 Tenth Line Bike Lane & Sidewalk, Main St to Forsyth Farm Dr


698 13.430.01,.02,.03 Montreal St. Reconstruction (W01-03) C 75,000 11,250 63,750 0 0 2017 Design W/WW/RD2018 Construction W/WW/RD

705 13.430.011 Blake St. Reconstruction (W11) C 1,100,000 140,000 960,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

718 13.430.024 & .025 Lloyd St. Reconstruction (W24 & W25) C 1,600,000 195,000 1,405,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

839 Lakeshore Blvd Shoreline Stabilization - Construction

500,000 0 500,000 0 0

858 Commercial St, Library Lane & Mill St (Commercial to Main) Reconstruction

1,350,000 0 1,350,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD

882 North St Reconstruction - Tenth Ln to 175m W. of Tenth Ln

N 750,000 0 750,000 0 0 2016 Design W/WW/RD2017 Construction W/WW/RD



Total 2017 17,371,748 2,495,426 14,703,822 0 172,500

2018

004 Boyer St. Reconstruction C 40,000 0 40,000 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD

023 Winona Dr, Main to Rupert Reconstruction C 50,000 0 50,000 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD


97



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30 - Public Works

310-Roads

2018

031 Winlane Drive - Rupert to Millard Reconstruction

C 65,000 0 65,000 0 0 2018 Design WW/RD2019 Construction WW/RD

103 13.430.13,17,26,28 to 31, 33,34,38,42,44


C 3,560,000 450,000 3,110,000 0 0 2016 Design W/WW/RD2017 Ph1 Construction, Park Dr to Stouffer St2018 Ph2 Construction, Albert St to Park Dr2019 Ph3 Construction, Ninth Line to Albert St

126 13.440.029 Pedestrian Bridge - L&M Gardens 205,000 86,318 109,091 0 9,591 VCA

155 Glengall Lane Reconstruction C 40,000 0 40,000 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD


304 Frederick & Church St - Frederick to north limit Reconstruction

C 1,550,000 0 1,550,000 0 0 2017 Design W/WW/RD2018 Construction W/WW/RD

351 Pooled Assets 2018 15,000 0 15,000 0 0

657 13.410.007,.008 & .049

Ninth Line Bike Lane & Sidewalk, Millard St to Bayberry St


662 13.410.012 & .050 Tenth Line Bike Lane & Sidewalk, Main St to Forsyth Farm Dr


698 13.430.01,.02,.03 Montreal St. Reconstruction (W01-03) C 1,600,000 242,500 1,357,500 0 0 2017 Design W/WW/RD2018 Construction W/WW/RD

709 13.430.015, 016 Edward St. Reconstruction (W15-16) C 20,000 3,000 17,000 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD





Total 2018 9,645,000 1,082,618 8,552,791 0 9,591

2019

004 Boyer St. Reconstruction C 734,600 0 734,600 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD

023 Winona Dr, Main to Rupert Reconstruction C 434,700 0 434,700 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD

031 Winlane Drive - Rupert to Millard Reconstruction

C 601,000 0 601,000 0 0 2018 Design WW/RD2019 Construction WW/RD


98



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30 - Public Works

310-Roads

2019

103 13.430.13,17,26,28 to 31, 33,34,38,42,44


C 1,003,000 39,000 964,000 0 0 2016 Design W/WW/RD2017 Ph1 Construction, Park Dr to Stouffer St2018 Ph2 Construction, Albert St to Park Dr2019 Ph3 Construction, Ninth Line to Albert St

115 13.410.031 Streetlights, Ninth Line S. Limit Existg Bloomington N. Limit Existg

C 25,000 2,500 22,500 0 0 2019 Design, 2020 Construction

116 13.410.032 Streetlights-Ninth Line S. Limit Existg Musselmans Lake N. Limit Existg


123 13.440.025 Pedestrian Bridge - Little Rouge W. Stouff Con 8

205,000 86,318 109,091 0 9,591 VCA

124 13.440.027 Pedestrian Bridge - Reesor Creek 205,000 86,318 109,091 0 9,591 VCA

155 Glengall Lane Reconstruction C 775,000 0 775,000 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD


341 13.410.003 Tenth Line S.- Mantel Ave to S. Limit, Reconstruction


352 Pooled Assets 2019 10,000 0 10,000 0 0

659 13.410.009 Bike Lane in Blvd Main St - Ninth Line to Sandiford Dr

332,176 166,088 166,088 0 0

660 13.410.010 Bike Lane in Blvd Main St - Sandiford Dr to Hwy 48

241,582 120,791 120,791 0 0

661 13.410.011 Main St Reconstruction - Tenth Line to RR#30 with Storm Sewer & Bike Lane in Blvd

C 100,000 0 100,000 0 0 2019 Design & EA2020 Construction

670 13.410.035 Streetlights, Bloomington Rd, Hamlet of Bloomington, East to West Limit

30,000 3,000 27,000 0 0 2019 Design, 2020 Construction

709 13.430.015, 016 Edward St. Reconstruction (W15-16) C 1,097,074 163,538 933,536 0 0 2018 Design W/WW/RD2019 Construction W/WW/RD





Total 2019 7,714,132 751,553 6,943,397 0 19,182


99



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30 - Public Works

310-Roads

2020

019 13.410.071 Traffic System-Arterial Rds 174,200 174,200 0 0 0

020 13.410.072 Traffic Timing System-Other Roads 146,300 146,300 0 0 0

035 13.410.025 Streetlights-Tenth Line N., Main St to Bethesda Rd N.

645,997 645,997 0 0 0

069 13.410.024 Streetlights Tenth Line S. Mantle S Limit of Dev.

290,699 290,699 0 0 0

074 Loretta Crescent C 30,000 0 30,000 0 0 2020 Design, 2021 Construction

107 13.410.066 Signal - Tenth Line North/Forsyth Farm Rd 210,000 210,000 0 0 0

115 13.410.031 Streetlights, Ninth Line S. Limit Existg Bloomington N. Limit Existg


116 13.410.032 Streetlights-Ninth Line S. Limit Existg Musselmans Lake N. Limit Existg


340 Somerville St - O'Brien to Civic C 35,000 0 35,000 0 0 2020 Design, 2021 Construction

341 13.410.003 Tenth Line S.- Mantel Ave to S. Limit, Reconstruction

C 1,597,857 1,278,286 319,571 0 0 2019 Design, 2020 Construction


353 Pooled Assets 2020 10,000 0 10,000 0 0

661 13.410.011 Main St Reconstruction - Tenth Line to RR#30 with Storm Sewer & Bike Lane in Blvd

C 1,767,284 105,692 1,661,592 0 0 2019 Design & EA2020 Construction

663 13.410.013 Bike Lane in Blvd Tenth Line - Mantle Rd to S. Townline

252,579 126,290 126,289 0 0

670 13.410.035 Streetlights, Bloomington Rd, Hamlet of Bloomington, East to West Limit


671 13.410.036 Traffic Calming - Hoover Pk Dr (mini roundabouts)

480,000 480,000 0 0 0

672 13.410.037 Traffic Calming - Millard St (mini roundabouts) 480,000 480,000 0 0 0

688 13.410.070 Roundabouts Tenth Line / Byers Pond Way 483,159 483,159 0 0 0

733 13.430.040, .041 O'Brien Ave. Reconstruction Main St. to Rose Ave. (W40-41)

20,000 4,250 15,750 0 0 2020 Design W/WW/RD2021 Construction W/WW/RD

736 13.430.043 Orchard Pk Reconstruction (W43) C 40,000 8,650 31,350 0 0 2020 Design W/WW/RD2021 Construction W/WW/RD




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30 - Public Works

310-Roads

2020



Total 2020 9,349,371 4,524,153 4,825,218 0 0

2021

012 13.410.023, .022 Streetlights-Hwy 48 - Bethesda Rd to Main St C 516,798 516,798 0 0 0

028 13.440.026 Pedestrian Bridge-Stouffville Reservoir - Millard St

205,000 86,318 109,091 0 9,591 VCA

074 Loretta Crescent C 500,000 0 500,000 0 0 2020 Design, 2021 Construction

108 13.410.067 Signals-RR#30/Hoover Park Dr 210,000 210,000 0 0 0

154 George St. Reconstruction C 90,000 0 90,000 0 0 2021 Design W/WW/RD2022 Construction W/WW/RD

340 Somerville St - O'Brien to Civic C 492,300 0 492,300 0 0 2020 Design, 2021 Construction


389 Pooled Assets 10,000 0 10,000 0 0

664 13.410.014 Bike Lane in Blvd & Sidewalk, Ninth Line - Bayberry St to Bethesda Rd N.

385,070 139,539 245,531 0 0

685 13.410.065 Signals, Hoover Pk Dr/Mostar 210,000 210,000 0 0 0

733 13.430.040, .041 O'Brien Ave. Reconstruction Main St. to Rose Ave. (W40-41)

1,259,530 216,765 1,042,765 0 0 2020 Design W/WW/RD2021 Construction W/WW/RD

736 13.430.043 Orchard Pk Reconstruction (W43) C 704,340 152,170 552,170 0 0 2020 Design W/WW/RD2021 Construction W/WW/RD





Total 2021 6,563,038 1,531,590 5,021,857 0 9,591

2022

010 13.410.001.1, .002.1, .074.2

Bethesda SideRd-Hwy 48 to Tenth Line, Design

C 280,000 248,000 32,000 0 0

034 13.410.063 Signals-Hwy 48/Bethesda Rd N. 210,000 210,000 0 0 0

110 13.410.026 Streetlights, RR #30, S. Limit of Dev to Mantle Ave

193,799 193,799 0 0 0


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30 - Public Works

310-Roads

2022

111 13.410.027 Streetlights, RR #30, Mantle Ave - Hoover Park Dr

129,199 129,199 0 0 0

112 13.410.028 Streetlights, RR #30 Hoover Park Dr - Main St. 226,099 226,099 0 0 0

122 13.440.024 Pedestrian Bridge - Little Rouge at Ringwood SWM

205,000 40,570 159,923 0 4,507 VCA

151 13.410.074.2 Bethesda SideRd EA, Hwy48 to Ninth Line 100,000 100,000 0 0 0

154 George St. Reconstruction C 750,000 0 750,000 0 0 2021 Design W/WW/RD2022 Construction W/WW/RD

454 13.410.039 Intersection Improvement RR30/Hoover Pk Dr 150,000 150,000 0 0 0


665 13.410.015 Bike Lane in Blvd RR#30 - S. Townline to Hoover Pk Dr.

364,836 182,418 182,418 0 0

666 13.410.016 Bike Lane in Blvd RR#30 - Hoover Pk Dr to Main St

196,450 98,225 98,225 0 0

687 13.410.069 Roundabouts Tenth Line / Street G 483,159 483,159 0 0 0





Total 2022 5,268,542 2,061,469 3,202,566 0 4,507

2023

079 13.410.002.2 Bethesda SideRd Hwy48 to Ninth Line 3,881,667 3,105,334 776,333 0 0

113 13.410.029, .030 Streetlights, RR #30, Main St - Forsyth Farm Dr. to N. Limit of Development

C 387,599 387,599 0 0 0


584 Pooled Assets 2023 10,000 0 10,000 0 0



Total 2023 5,859,266 3,492,933 2,366,333 0 0

2024

030 13.410.001.2 Bethesda SideRd-Ninth Line to Tenth Line 3,693,016 2,954,413 738,603 0 0


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30 - Public Works

310-Roads

2024

667 13.410.017 Bike Lane in Blvd RR#30 - Main St to Forsyth Farm Dr

280,643 140,322 140,321 0 0

668 13.410.018 Bike Lane in Blvd RR#30 - Forsyth Farm Dr to Bethesda Rd N.

308,708 154,354 154,354 0 0

669 13.410.019 Bike Lane in Blvd Tenth Line - Forsyth Farm Dr to Bethesda Rd N.

308,708 154,354 154,354 0 0



Total 2024 4,671,075 3,403,443 1,267,632 0 0

2025

033 13.410.060 Creek Crossing-Structure, Ringwood Dr Extension at Little Rouge Creek (RB06)

1,537,715 1,537,715 0 0 0



Total 2025 1,617,715 1,537,715 80,000 0 0

Total 310-Roads 81,149,474 25,377,987 55,547,366 0 224,121


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30 - Public Works

341-Sidewalks

2016

017 13.410.043 Sidewalks-Aurora Rd-Grayfield Dr to McMullen Dr

R/C 270,000 27,000 243,000 0 0 Additional funding for 2015 project based on updated unit costs

200 Various Sidewalk Repairs 2016 55,000 0 55,000 0 0

Total 2016 325,000 27,000 298,000 0 0

2017

018 13.310.044 Sidewalks, Hwy48-Pine Vista Ave to Ballantrae Common

C 915,000 823,500 91,500 0 0


Total 2017 970,000 823,500 146,500 0 0

2018


Total 2018 55,000 0 55,000 0 0

2019

117 13.410.040 Sidewalks- Ninth Line, S. Limit Exist Bloomington to N. Limit Exist


118 13.410.041 Sidewalks,Ninth Line S. Limit Exist Musselmans Lake N. Limit Existg


119 13.410.042 Sidewalks-Bloomington Rd, West to East Limit Existing Dev.



Total 2019 115,000 6,000 109,000 0 0

2020

117 13.410.040 Sidewalks- Ninth Line, S. Limit Exist Bloomington to N. Limit Exist


118 13.410.041 Sidewalks,Ninth Line S. Limit Exist Musselmans Lake N. Limit Existg


119 13.410.042 Sidewalks-Bloomington Rd, West to East Limit Existing Dev.



678 13.410.051 Sidewalk Tenth Line - Mantle Rd to S. Townline

132,491 13,249 119,242 0 0

Total 2020 868,351 81,334 787,017 0 0

2021


673 13.410.045 Sidewalk Hwy 48 - Stouffville Rd to Millard 74,086 66,677 7,409 0 0


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30 - Public Works

341-Sidewalks

2021

674 13.410.046 Sidewalk Hwy 48 - Stouffville Rd to Sam's Way 370,430 333,387 37,043 0 0

675 13.410.047 Sidewalk Downtown Intensification Area - Various Locations

98,781 9,878 88,903 0 0

Total 2021 598,297 409,942 188,355 0 0

2022


680 13.410.053 Sidewalk RR#30 - S. Townline to Hoover Pk Dr

200,208 20,021 180,187 0 0

681 13.410.054 Sidewalk RR#30 - Hoover Pk Dr to Main St 103,048 10,305 92,743 0 0

Total 2022 358,256 30,326 327,930 0 0

2023


Total 2023 55,000 0 55,000 0 0

2024

682 13.410.055 Sidewalk RR#30 - Main St to Forsyth Farm Dr 147,212 14,721 132,491 0 0

683 13.410.056 Sidewalk RR#30 - Forsyth Farm Dr to Bethesda Rd N

161,933 16,193 145,740 0 0

684 13.410.057 Sidewalk Tenth Line - Forsyth Farm Dr to Bethesda Rd N

161,933 16,193 145,740 0 0


Total 2024 526,078 47,107 478,971 0 0

Total 341-Sidewalks 3,870,982 1,425,209 2,445,773 0 0


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50 - Waste Water

500-Waste Water Capital

2016

205 Sewer System Improvements 2016 100,000 0 100,000 0 0

694 13.420.007 S07 Baker Hill Blvd 450/525mm North East on Future Road Alignment

1,299,790 212,372 0 0 1,087,418 Contributions attributed to new development; Construction by others

854 Vanzant Court Sewer Replacement C 40,000 0 40,000 0 0 2016 Design WW/RD2017 Construction WW/RD

Total 2016 1,439,790 212,372 140,000 0 1,087,418

2017


689 13.420.002 & .003 S02 & S03 Sewermain - Sub-trunk #1, RR#30 North of Hoover Pk Dr 1345m

C 2,200,000 2,200,000 0 0 0 North & South portion of Sub-Trunk #1

854 Vanzant Court Sewer Replacement C 300,000 0 300,000 0 0 2016 Design WW/RD2017 Construction WW/RD

Total 2017 2,600,000 2,200,000 400,000 0 0

2018


697 13.420.010 S10 Abandon Sewer S. Limit Beryl Ave to Ninth Line 20m S. of Wingarden Ct

102,900 102,900 0 0 0

Total 2018 202,900 102,900 100,000 0 0

2019


407 U/G Condition Assessment/Asset Mngmnt 50,000 0 50,000 0 0

Total 2019 150,000 0 150,000 0 0

2020

321 Tenth Line N - Main to Hemlock, Sanitary Rehab

150,000 0 150,000 0 0



Total 2020 320,000 0 320,000 0 0

2021

040 13.420.001 S01 Sanitary Pumping Stn & Forcemain-S. of Sam's Way

1,523,942 1,523,942 0 0 0




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50 - Waste Water

500-Waste Water Capital

2021

696 13.420.009 S09 Abandon Sewer on Church St from Main to Somerville St (Memorial Park) Incld Road Work

C 10,000 10,000 0 0 0 2021 Design, 2022 Construction

Total 2021 1,683,942 1,533,942 150,000 0 0

2022


696 13.420.009 S09 Abandon Sewer on Church St from Main to Somerville St (Memorial Park) Incld Road Work



Total 2022 392,030 222,030 170,000 0 0

2023


Total 2023 100,000 0 100,000 0 0

2024

692 13.420.005 S05 250mm- New Road Alignment incld Go Transit Crossing from N. side to S. side

215,061 215,061 0 0 0

693 13.420.006 S06 Ninth Line 375mm, 240m N. of Baker Hill Blvd to Baker Hill Blvd

390,348 390,348 0 0 0

695 13.420.008 S08 Future Rd S. of Go Transit Crossing to Existing Subtrunk 3 on Greenwood Rd and Forsyth Farm Dr

259,275 259,275 0 0 0

Total 2024 864,684 864,684 0 0 0

Total 500-Waste Water Capital 7,753,346 5,135,928 1,530,000 0 1,087,418


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55 - Water

550-Water Capital

2016

046 13.430.051 W51 RR30 300mm, from Loretta Cr to Main St, & 205m west on Main St


210 Water System Improvements 2016 100,000 0 100,000 0 0

372 Pick-Up Truck, Replace #69 (2008 Ford) C 39,000 0 37,500 0 1,500 1/2 Ton Truck & Outfitting; Funded 50% Water, 50% Sewer, Other =TI

743 13.430.053 W53 Baker Hill Blvd 400mm Harjones Ave to 240m W. Harjones Ave

324,440 103,938 0 0 220,502 Contribution New Development; Construction by Others

744 13.430.054 W54 Baker Hill Blvd 400mm Millard St to 240m N. Millard St


745 13.430.055 W55 Baker Hill Blvd 400mm 240m W. Harjones Ave to 385m W. Harjones Ave


884 Design/Build Greenbury Court Watermain Replacement

N 225,000 0 225,000 0 0

897 Gormley Fire Protection, Design N 20,000 0 20,000 0 0

Total 2016 1,506,202 392,973 382,500 0 730,729

2017

046 13.430.051 W51 RR30 300mm, from Loretta Cr to Main St, & 205m west on Main St


144 Watermain in Easement-250mm, north end of Cam Fella

93,400 0 93,400 0 0


373 1/2 Ton Cargo Van Repl #73-9 C 35,000 0 33,500 0 1,500 Funded 50% Water, 50% SewerOther=TIReplace #73-2009

729 13.430.036 W36 Mill St 200mm Commercial St to Library Ln

20,083 10,042 10,041 0 0

739 13.430.048, .049, .050

W48-50 RR#30 New 200mm Watermain From Latcham Ln to 719 m N. Latcham Ln

C 80,000 80,000 0 0 0

861 Water meter replacement program 270,000 0 270,000 0 0

Total 2017 1,023,604 515,163 506,941 0 1,500

2018


713 13.430.019 W19 200mm On Easement from E. of Go Transit Rail to 35m E.

38,622 38,622 0 0 0

714 13.430.020 W20 Hwy48 - New PRV Station 100,000 100,000 0 0 0


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55 - Water

550-Water Capital

2018

715 13.430.021 W21 Main St 400mm 50m E. Hwy48 to Hwy48 and S. on Hwy48 from Main St to 350m S. of Main St

589,948 589,948 0 0 0

716 13.430.022 W22 Hwy48 300mm from Hoover Pk Dr to 330m N. of Hoover Pk Dr

368,828 368,828 0 0 0

717 13.430.023 W23 Hwy48 400mm from 330m N. Hoover Pk Dr to 450m N. of Hoover Pk Dr

223,946 223,946 0 0 0

739 13.430.048, .049, .050

W48-50 RR#30 New 200mm Watermain From Latcham Ln to 719 m N. Latcham Ln

C 555,381 555,381 0 0 0


Total 2018 2,246,725 1,876,725 370,000 0 0

2019



Total 2019 370,000 0 370,000 0 0

2020


730 13.430.037 W37 Mill St 200mm Main St to Library Ln 78,788 39,394 39,394 0 0


Total 2020 448,788 39,394 409,394 0 0

2021



Total 2021 370,000 0 370,000 0 0

2022


746 13.430.056 W56 Stouffville Rd 300mm Fire Protection from Union St W. 347m

367,613 283,062 84,551 0 0

747 13.430.057 W57 Union St 300mm Fire Protection from Stouffville Rd S. 453m

423,252 325,904 97,348 0 0


Total 2022 1,010,865 608,966 401,899 0 0

2023

141 13.430.006 W06 Bethesda Rd 300mm, 890m W. Ninth Line to 600m W. of Ninth Line

328,652 328,652 0 0 0


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55 - Water

550-Water Capital

2023

142 13.430.005 W05 Bethesda Rd 300mm from 520m E. of Hwy 48 to 870m E. Hwy 48

555,029 555,029 0 0 0

143 13.430.008 W08 Bethesda Rd 400mm, from Ninth Line to 600m W. of Ninth Line

884,325 884,325 0 0 0


702 13.430.007 W07 Bethesda SideRd 300mm from 290m E. Hwy48 to 520m E. of Hwy48

267,920 267,920 0 0 0

703 13.430.009 W09 Bethesda SideRd 250mm from Hwy48 to 290m E. of Hwy48

266,685 266,685 0 0 0

704 13.430.010 W10 Bethesda SideRd 300mm from 570m E. Hwy48 to 880m W. of Ninth Line

541,014 541,014 0 0 0

706 13.430.012 W12 Church St 200mm from Main St to 26m N. of Main St

46,346 23,173 23,173 0 0

708 13.430.014 W14 Commercial St 200mm from Church St to Mill St

224,006 112,003 112,003 0 0

742 13.430.052 W52 Second St 200mm Ninth Line to Charles St

180,750 90,375 90,375 0 0


Total 2023 3,514,727 3,069,176 445,551 0 0

2024


Total 2024 120,000 0 120,000 0 0

2025

701 13.430.004 W04 Thicketwood Blvd 300mm from E. Side of Stouffer St to W. Side of Stouffer

35,505 17,753 17,752 0 0

Total 2025 35,505 17,753 17,752 0 0

Total 550-Water Capital 10,646,416 6,520,150 3,394,037 0 732,229


110

Public Works Department - 10 Year Capital Forecast


111

Waste Water - 10 Year Capital Forecast


112

Water - 10 Year Capital Forecast


113

Fire & Emergency Services 2016 Business Plan


Rob McKenzie Fire Chief Overview Fire & Emergency Services is responsible for the delivery of fire protection services including fire prevention, code enforcement, public education, fire suppression and coordination of the Town’s Emergency Management Program. Organizational Chart Total FTEs = 30 (January 2016)

Mission Statement Fire and Emergency Services is a diverse team of highly skilled and caring professionals who proudly protect people and property through essential community based education, prevention and emergency response services that enhance public safety and quality of life. Our commitment to customer service, continuous improvement, teamwork and achieving results have earned us the respect and trust of our partners.

Fire Chief(1 FTE)

Fire Prevention/Public Education Officers

(2 FTE)

Training Officer(1 FTE)

Captains(6 FTE)

Firefighters(18 FTE)

3 VolunteerCaptains

50 VolunteerFirefighters

Deputy Chief(1 FTE)

Administrative Assistant(1 FTE)

114



Goals Fire & Emergency Services team will continue to grow in response to community needs and expectations to provide the highest standard of service. Policy Guidelines for Service Delivery The following policies and guidelines apply to the Fire & Emergency Services:

• Fire Protection and Prevention Act 1997 (FPPA 1997) • Ontario Building and Fire Codes • Emergency Management and Civil protection Act • Other Provincial Acts, Regulations and National Standards (NFPA) • Occupational Health and Safety Act and Section 21 Guideline Notes • Office of the Fire Marshal and Emergency Management Directives and Public Fire Safety and Technical Guidelines • Fire Master Plan, Simplified Fire Risk/Threat Assessments • Municipal By-laws • Department and Corporate Policies and Standard Operating Procedures

Service Delivery

• Public Education/Relations • Fire Inspection/Code Enforcement • Emergency Response • Training • Fire Investigation • Emergency Management Program Coordination

2015 Review

• Responded to 1136 Incidents (as of November 25, 2015) • Development of Fire Prevention Staff to include Building Code requirements. • Developed and implemented Fire Prevention (Occupancy and Inspection) components to FIREHOUSE. • Enhanced leadership training for Company Officers and Acting Officers. • Grandfathered staff from Ontario Fire Standards to National Fire Protection Association (NFPA) • Recruited seven (7) Firefighters at Station 5-2. • Promoted Volunteer Fire Captain at Station 5-2. • Implemented new Fire Prevention/Education programs, Travelling Sparky and Adopt-A-School. • Implemented York Region Police radio system and equipment.

115



• Continue to enhance Smoke Alarm Program. • Vulnerable Occupancies – compiled and completed new regulations.

Efficiencies Achieved

• Enhanced ability of Firehouse (Records Management) Previous Year Key Statistics Suppression Total Responses: 1261 Responses to Uxbridge Agreement Area 20 Responses to Agreement Area by Central York Fire Services 22 Prevention: Fire Prevention Division performs or participates in the following activities: School Fire Drills, Smoke Alarm Program, Fire Safety Plan Review, Fire Investigation, File Searches, Fireworks Permit Review, Fire Route Permit Review and Fire Extinguisher Training Inspections: 242 Plans Review 71 Public/Education Events 155 Training: Training Hours: Career 340 per person

Volunteer 120 per person

116



Key Assumptions • Population, residential and commercial development will continue to increase as well as new challenges due to diversity • Operating and Capital Budget requests are funded to meet current and future service demands • Staff maintain the necessary knowledge and skills to meet service levels and industry standards • Internal and external support infrastructure is in place to meet service demands • Council support By-Law and Code enforcement initiatives

Challenges Internal

• Maintaining current service levels, including adequate volunteer resources • Management and coordination of the Training Division to maintain legislative and operational requirements • Volunteer firefighter recruitment and retention continues to be a significant challenge to maintain adequate staffing levels due

to turnover and diminished level of experience of volunteer firefighters • Collective Agreement negotiations, Local 4152 • Time and work required to meet training and administrative demands of Emergency Management Ontario • Impacts on overall staff and resources • Impacts on fire suppression resources, training and deployment • Impacts on fire prevention and public education • Maintain Superior Tanker Shuttle Certification as part of the rural firefighting component • Adequate administration support to maintain operations and customer service • Managing the career/volunteer environment • Succession planning

External

• Population, residential and commercial development will continue to increase, as well as new challenges due to diversity • Department will be provided resources necessary to meet current and future service demand. • Staff maintains the necessary knowledge and skills to meet service levels and industry standards • Internal and external support infrastructure is in place to meet service demands • Development/Building Construction Intensification • Increased demand on fire prevention and public education staff and resources • Increased call volumes • Provincial Arbitration process

117



2016 Goals • Initiate negotiation process to collaborate with Firefighters Association for a new working Collective Agreement. • Collaborate with following departments, Planning, Building, and Corporate Services to ensure high levels of Fire and Life

Safety are being meet. Examples include Medical Marijuana Grow Facilities, and Residential Sprinklers). • Provide enhanced training opportunities and exercises for town staff in Emergency Management. • Enhance utilization of Records Management System (FIREHOUSE). Examples include inventory, and web-based Fire

Inspections. • Take delivery of two (2) new fire apparatus (Aerial & Pumper). • Embrace the changing dynamics of the community with new and innovative delivery methods for Fire and Life Safety

messages which will include social media. • Recruitment of new Volunteer Firefighters in late 2016 in anticipation of maintaining adequate personnel levels. • Enhance training of Volunteer and Career Firefighters to sustain adequate response capacity. • Continue to develop “Platoon Leaders” with the volunteer ranks to assist with training component. • Provide ongoing education and training to staff for “First Responder Certification” advanced medical program. • Provide advanced “Flashover” training for all staff. • Design, Implement Web-Based (E-Learning) Training Platform (Stillwater) for all staff. • Integrate, utilize and continue to develop new Acting Captains in supervisory roles. • Enhance Company Officer and Incident Command development • Continue renewal and replacement programs including apparatus, tools and personal protective equipment • Continue to enhance Fire/Life Safety Programs, example of this is the Smoke Alarm Program • Initiate update to Fire Master Plan (MFP) • Recruit and train volunteer firefighters • Revise/update Emergency Response Plan - ongoing • Continue training and exercises related to Emergency Management (ongoing) • Leverage technology to enhance overall effectiveness and efficiency • Initiate discussions with adjacent Municipalities on the provision of automatic aid services • In consultation with the N6 Fire Departments, prepare a Report on opportunities to purchase apparatus/equipment on a joint

basis; provide specialized training; establish centres of specialized service delivery; and other similar operating/capital efficiencies

• Revise/update simplified risk assessment • Hire one additional Fire Prevention/Public Education Officer to meet demand and enhance collaboration with local

businesses, community groups and school boards to enhance fire and life safety • Continue replacement program for existing vehicles and equipment • Purchase vehicle for proposed Fire Prevention/Public Education Officer

118

TOWN OF WHITCHURCH-STOUFFVILLEFINAL 2016 OPERATING BUDGETFIRE & EMERGENCY SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

FIRE ADMINISTRATION11-10-100-1010 SALARIES 318,015 329,000 (10,985) -3% 333,940

11-10-100-1110 SALARIES - PART TIME - 20,000 (20,000) -100% 20,000 potential for N6 shared F/T staff - Emergency Mgmt11-10-100-1500 BENEFITS 84,081 81,730 2,351 3% 80,390 11-10-100-1501 BENEFITS - PART TIME - 1,750 (1,750) -100% 1,750 11-10-100-2000 MILEAGE / CAR ALLOWANCE 547 1,220 (673) -55% 1,220 11-10-100-2100 TECHNICAL TRAINING / DEVELOPMENT 6,992 6,100 892 15% 6,500 increase $400 for Firehouse training11-10-100-2130 FEES, DUES & SUBSCRIPTIONS 2,884 2,840 44 2% 2,840 11-10-100-2250 TELEPHONE, INTERNET, DATA 20,547 18,400 2,147 12% 18,400 11-10-100-2600 FIRE MASTER PLAN CONSULTANT - 60,000 (60,000) -100% 80,000 funding - 75% DC Corp11-10-100-2801 PHOTOCOPYING 7,524 5,000 2,524 50% 7,550 increase to cover actual leases for both stations 11-10-100-3010 PRINTING & OFFICE SUPPLIES 3,006 3,000 6 0% 3,000 11-10-100-4900 MISCELLANEOUS 2,447 1,000 1,447 145% 1,000 11-10-100-4903 HERATAGE ITEMS 10,000 11-10-100-5900 DEBT FINANCING COSTS 80,146 146,640 (66,494) -45% 105,840 11-10-100-7099 DEBT PRINCIPLE 47,199 134,840 (87,641) -65% 152,380 11-10-100-7000 CONTR TO R & R RESV 275,000 275,000 - 0% 300,000 11-10-100-7019 CONTR TO DONATIONS / GRANT RESV - HERA - 10,000 (10,000) -100% 10,000 11-10-100-7931 RECOV-COMM ORGS/GROUPS (1,400) (1,400) - 0% (1,400) 11-10-100-8161 FIRE REPORTS (608) (500) (108) 22% (500) 11-10-100-8162 FIRE BREAK LOT FEES (900) (500) (400) 80% (500) 11-10-100-8500 RENT EMS (27,711) (27,130) (581) 2% (28,174)

11-10-100-8700 CONTR FR DC-FIRE (77,407) (276,260) 198,853 -72% (268,000) $60k for Master Plan funded by DC Corp as per DC Bylaw

11-10-100-7513 CONTR FR DONATION-HERATAGE ITEMS (10,000) 11-10-100-8900 DONATIONS - HERATAGE ITEMS - (10,000) 10,000 -100% (10,000) 11-10-100-8999 UNCLASSIFIED (819) (3,000) 2,181 -73% (3,000) 11-10-100-9699 GRANTS-SPECIAL - (100) 100 -100% (100)

Totals 739,543 777,630 (38,087) -5% 813,136

Expense 848,388 1,096,520 Expense 1,134,810 3.49%Revenue (108,845) (318,890) Revenue (321,674) 0.87%

Net 739,543 777,630 Net 813,136 4.57%

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FIRE SUPPRESSION11-10-110-1010 SALARIES 2,734,580 2,620,120 114,460 4% 2,620,120 11-10-110-1110 LABOUR CHARGES-VOLUNTEERS 182,160 172,700 9,460 5% 172,700 11-10-110-1500 BENEFITS 662,080 685,250 (23,170) -3% 710,240 11-10-110-1501 BENEFITS-VOLUNTEERS 4,823 3,260 1,563 48% 3,500 increase premium costs11-10-110-2100 TECHNICAL TRAINING / DEVELOPMENT 19,306 15,500 3,806 25% 27,500 transition to E-learning11-10-110-2200 HYDRO-BALLANTRAE 16,673 14,200 2,473 17% 15,300 7.2% increase11-10-110-2201 HYDRO-STOUFFVILLE 28,480 27,000 1,480 5% 29,000 7.2% increase11-10-110-2210 HEAT-BALLANTRAE 8,474 8,900 (426) -5% 8,650 2.8% reduction11-10-110-2211 HEAT-STOUFFVILLE 11,672 11,800 (128) -1% 10,600 2.8% reduction11-10-110-2220 METERED WATER CONSUMPTION 4,745 4,300 445 10% 4,300 11-10-110-2222 WATER CONSUMPTION - HYDRANT 37,400 37,400 - 0% 37,400 11-10-110-2252 RADIOS & PAGERS 13,495 18,260 (4,765) -26% 18,260 11-10-110-2500 INSURANCE 7,935 8,850 (915) -10% 8,850

11-10-110-2605 DISPATCH SERVICE 120,750 120,500 250 0% 122,500 RH service fee increase based on YR population estimates

11-10-110-2607 CONTRACT-CENTRAL YORK 192,314 215,950 (23,636) -11% 223,050 Central York service fee increase for 201611-10-110-2734 VEHICLE LEASE 16,883 20,000 (3,117) -16% 20,000 11-10-110-2810 MDT MAINTENANCE 23,654 24,000 (346) -1% 24,000 11-10-110-3510 DEFIB. PROGRAM 5,042 4,000 1,042 26% 4,000 11-10-110-3700 MATERIALS & SUPPLIES 65,776 66,600 (824) -1% 66,600 11-10-110-3801 VEHICLE FUEL EXPENSE 36,146 49,800 (13,654) -27% 49,800 11-10-110-3802 VEHICLE MAINTENANCE 116,852 58,000 58,852 101% 75,000 increase of repaired due to aged fleet11-10-110-3803 MAINTENANCE EQUIPMENT 23,566 21,400 2,166 10% 21,400 11-10-110-5230 A/R BAD DEBT 1,796 - 1,796 0% - 11-10-110-8163 FIRE PROTECTION-MTO/MISC (30,720) (41,000) 10,280 -25% (41,000) 11-10-110-8164 FIRE PROTECTION-UXBRIDGE (70,715) (155,000) 84,285 -54% (170,500) 11-10-110-8700 CONTR FR DC-FIRE (9,129) (9,130) 1 0% (9,130) 11-10-110-9830 RECOVERY - CAM EMS (2,266) (2,500) 234 -9% (2,500)

Totals 4,221,772 4,000,160 221,612 6% 4,049,640

Expense 4,334,602 4,207,790 Expense 4,272,770 1.54%Revenue (112,830) (207,630) Revenue (223,130) 7.47%

Net 4,221,772 4,000,160 Net 4,049,640 1.24%

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FIRE PREVENTION & PUBLIC ED11-10-120-1010 SALARIES - FIRE PREVENTION 195,094 191,630 3,464 2% 221,860 new Officer, projected start date Jul, 201611-10-120-1500 BENEFITS - FIRE PREVENTION 52,633 51,470 1,163 2% 63,170 new Officer, projected start date Jul, 201611-10-120-2100 TECHNICAL TRAINING / DEVELOPMENT 2,416 3,000 (584) -19% 3,000 11-10-120-2130 FEES, DUES & SUBSCRIPTIONS 2,011 2,200 (189) -9% 2,200 11-10-120-3012 FIRE PREVENTION EDUCATION 13,172 12,000 1,172 10% 15,000 increased demand for Fire Prevention Education11-10-120-8160 INSPECTION / BURNING PERMITS (7,438) (10,200) 2,762 -27% (10,200)

Totals 257,888 250,100 7,788 3% 295,030


Net 257,888 250,100 Net 295,030 17.96%

EMERGENCY MANAGEMENT11-10-130-2100 TECHNICAL TRAINING / DEVELOPMENT 671 6,000 (5,329) -89% 6,000 potential for N6 F/T staff Emergency Mgmt11-10-130-2130 FEES, DUES & SUBSCRIPTIONS - 150 (150) -100% 150 11-10-130-2252 RADIOS & PAGERS 698 2,000 (1,302) -65% 2,000 11-10-130-2801 PHOTOCOPYING SUPPLIES 73 1,000 (927) -93% 1,000 11-10-130-3010 PRINTING & OFFICE SUPPLIES 921 1,000 (79) -8% 1,000 11-10-130-3012 MATERIALS & SUPPLIES 1,708 2,600 (892) -34% 2,600

Totals 4,071 12,750 (8,679) -68% 12,750


Net 4,071 12,750 Net 12,750 0.00%

TOTAL FIRE & EMERGENCY SERVICES 5,223,274 5,040,640 182,634 4% 5,170,556 2.58%



Service Level Increases 20,000 Other 34,950 Total 129,916

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Fire Suppression PC/GL Number budget $ Total Exp/Funded RemainingEstimated


100' Quint/Platform 110-15-00001 1,160,000.00 342,297.71 817,702.29 Dec 31/16

CIC Sep 1/15 Report #4CRFP-15-14 awarded to Dependable Emergency VehiclesPO2015-0138

Replace 1996 Pumber #5906 110-15-00002 500,000.00 327,565.07 172,434.93 Aug 31/16CIC Sep 1/15 Report #4CRFP-15-14 awarded to Smeal Fire ApparatusPO2015-0145

Small Equipment and Gear 110-15-00191 20,000.00 9,560.61 10,439.39 Dec 31/16small equipment used to outfit new trucks

1,680,000.00 679,423.39 1,000,576.61

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Change Resch





10 - Fire Services

110-Fire Suppression

2016

003 13.110.002 Fire Prevention Vehicle C 35,000 35,000 0 0 0 pending new position

058 Replace 5919 2008 Jeep C 35,000 0 35,000 0 0

181 13.110.001.2 Small Equipment & Gear Firefighters C 30,000 30,000 0 0 0 increased by the 2015 unused portion to be used in 2016

183 13.110.002 Small Equipment & Gear Fire Prevention Officer

7,500 7,500 0 0 0

185 Defib Equipment Replacement 35,000 0 35,000 0 0

187 Bunker Gear Replacement 30,000 0 30,000 0 0 1/5 of In-Service Gear

772 Replace 5918 - 2008 Jeep R/C 35,000 0 35,000 0 0

814 Thermal Imaging Cameras (3) 35,000 0 35,000 0 0

817 Gator and Trailer 50,000 0 50,000 0 0

885 Refurbish 5917 (511) N 35,000 0 35,000 0 0 to extend life cycle of existing apparatus.

886 Refurbish 5920 (521) N 35,000 0 35,000 0 0 to extend life cycle of existing apparatus.

Total 2016 362,500 72,500 290,000 0 0

2017

182 13.110.001.3 Small Equipment & Gear Firefighters 20,000 20,000 0 0 0

192 MISC Equipment & Tools 20,000 0 20,000 0 0

Total 2017 40,000 20,000 20,000 0 0

2018


190 Replace One Set Rescue Tools 40,000 0 40,000 0 0

Total 2018 70,000 0 70,000 0 0

2019


576 Replace Air Bag System 40,000 0 40,000 0 0

Total 2019 60,000 0 60,000 0 0

2020

179 Replace 5912 2005 Tanker C 550,000 0 550,000 0 0


818 Replace 5924 (510) 2010 Utility Truck C 60,000 0 56,000 0 4,000 TI

Total 2020 640,000 0 636,000 0 4,000

2021



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10 - Fire Services

110-Fire Suppression

2021

578 Replace Rescue Tools (One Set) 50,000 0 50,000 0 0

819 Replace 5926 (520) 2011 Utility Truck C 60,000 0 56,000 0 4,000 TI

Total 2021 130,000 0 126,000 0 4,000

2022

575 Replace 5917 - 2007 Pumper C 700,000 0 700,000 0 0


823 Fire Extinguisher Simulator 20,000 0 20,000 0 0

Total 2022 760,000 0 760,000 0 0

2023

577 Replace 5920 - 2008 Pumper C 700,000 0 700,000 0 0

824 Defib Equipment Replacement 40,000 0 40,000 0 0


Total 2023 770,000 0 770,000 0 0

2024

579 Replace Rescue Heavy #5923 (519) 500,000 0 500,000 0 0


825 Replace One Set of Rescue Tools 45,000 0 45,000 0 0

Total 2024 585,000 0 585,000 0 0

Total 110-Fire Suppression 3,417,500 92,500 3,317,000 0 8,000


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Fire and Emergency Services - 10 Year Capital Forecast


125

Development Services 2016 Business Plan


Steven D. Kemp, P. Eng. Director of Development Services Overview The Development Services Department administers and oversees key aspects of the land use and development approval process in the Town. The department consist of three Divisions, namely: Planning, Building and Engineering. The Planning Division is responsible for assisting Council with growth management in Whitchurch–Stouffville, the Town’s Official Plan, Zoning By-Law and the administration of the Committee of Adjustment. Growth management is achieved through the review of development applications, policy development, research, and the statutory requirements of the Planning Act and other Provincial Legislation. The division provides professional services in the following areas: Long Range Planning; Current Planning and Urban Design; Population Forecasts and demographic analysis; Heritage Resource Protection; Infrastructure and Transportation Master Plans; and Corporate GIS Services and Mapping. The Building Division is responsible for the administration of the Ontario Building Code Act and related Council approved Building By-Laws. The Division oversees the permit application process; ensures that all other applicable laws are met; issues building permits, and provides inspections for all new or renovated building construction. Ancillary to these functions, this Division also administers the issuance and approvals of both OBC and non OBC permanent signs under the Town’s Sign By-Law. Administration of other private property construction standards are also dealt with by the Building Division through the Town’s Property Standards Bylaw and Fence (Pool) Enclosures Bylaw. The Engineering Division is responsible for the review and approval of engineering designs and inspection of new infrastructure occurring in the Town through the development process up to and including assumption of subdivisions. The Division also tracks and resolves issues related to development through the Town’s Centralized Customer Service Centre. This division is responsible for all site alteration and fill approvals under the Town’s Site Alteration By-Law.

126



Organizational Chart Total FTEs = 20.5

Mission Statement To manage growth in a financially sustainable manner that ensures public safety while protecting the natural environment, established neighbourhoods and cultural heritage in order to improve the quality of life for current and future residents of the Town of Whitchurch-Stouffville.

Director ofDevelopment Services

(1 FTE)

Manager of Building Services

(7.5 FTEs)

Manager of Planning Services(7 FTEs)

Manager of Engineering Services

(4.5 FTEs)

Administrative Assistant(0.5 FTE)

127



Goals In Development Services we strive to:

• Ensure public safety through the building permit application process and inspection services in accordance with the Ontario Building Code;

• Provide thorough and efficient review and processing of development applications in accordance with the Planning Act and the Town’s Official Plan;

• Review and inspect development related infrastructure to ensure public safety and long term financial sustainability of development related infrastructure upon assumption;

• Provide high quality, responsive and respectful customer service to our residents, area businesses and the development industry

Policy Guidelines for Service Delivery

• Promote efficient and effective client/customer access and response • Manage sustainable growth in accordance with the Town’s Official Plan/Secondary Plans, Regional Official Plan and the

Provincial Policy Statement • Enforce legislated requirements and administrative policies under The Planning Act and related Town By-Laws/

administrative policies • Enforce minimum standards of the 2012 Ontario Building Code, as amended • Maintain mandatory timelines for Building Permit review, issuance and inspection • Mandate through Provincial legislation that all building officials successfully complete provincial qualifications examinations to

be able to practice in their assigned roles • Promote and enforce development in conformance with the Oak Ridges Moraine Conservation Plan • Promote and enforce development in conformances with the Greenbelt Plan • Promote and enforce development in conformance with Places to Grow Legislation and the Growth Plan for the Greater

Golden Horseshoe Area • Promote and enforce development in conformance with the Town’s Official Plan and Master Plans • Promote development in conformance with the Region of York Official Plan • Promote development in conformance with the Lake Simcoe Protection Act • Promote and enforce the Clean Water Act/Water Resources Act • Promote and enforce Source Water Protection Plans • Promote and enforce the Town’s Building By-Law • Ensure compliance with the Town’s Engineering Standards and Specifications.

128



Service Delivery Planning Services

• Official Plan and long range planning • Secondary Plan and amendments thereto • Zoning By-law and amendments thereto • Committee of Adjustment (consents/minor variances) • Draft plans of subdivision/condominium review/ approval • Site plans/urban design • Growth management and demographic profiling • New park and open space design • Infrastructure and Transportation Master Plans • Heritage preservation • Administration of Public Notices/Decisions on Planning Act Applications • GIS, CAD and graphic services to all Town Departments • Process planning applications in accordance with timeframes set out in the Planning Act • Ensure Official Plan and Secondary Plans are updated to meet Legislative requirements • Ensure site plans meet Town’s objectives in approved architectural control manuals • Infrastructure networks that are sustainable and are designed to accommodate projected growth requirements • Five year review of the Town’s Growth Management Strategy, and, ongoing assessment of demographic data and associated

trends Building Services

• Administering Ontario Building Code (OBC) • Develop administrative policies to help with seamless interdepartmental processing of permits • Review Building, Plumbing, Septic and Sign Permit applications under the Ontario Building Code • Lot Grading Review and Approval • Pool Permits • Permit Application Processing • Plans Review • Building, Plumbing and Septic Inspections • Issuance of Occupancy Certificates and inspection results • Septic approvals and inspections (systems under 10,000 L/Day) • Issuance of permanent Sign Permits under Sign Bylaw

129



• Enforcement through legal remedies to ensure building activity occurs with appropriate permits • Proactively ensure all required building activity obtain permits • Comply with OBC to issue permits within stipulated time frames i.e. 10 days for single family dwelling • Accurate and timely review of plans • Inspections scheduled as per OBC timeframes and in compliance with Town statutory responsibility to ensure all building

activity meets Code • Permit fees and charges collected and monitored • Property Standards Administration and Inspection (buildings) • Provide sound advice and information to residents, builders, developers and design professionals

Engineering Services • Engineering and Utility Plans Review and Approvals (subdivisions/site plans) • Administration of Subdivision Agreements, inclusive of inspection and Assumption • Complaint tracking and resolution (subdivisions) • Administration of the Site Alteration Bylaw and Clean Fill Permit Agreements • Creation of Engineering Standards for Town Infrastructure • Preparation of Area Network Master Plans for Transportation, Water, Sanitary and Storm Sewers in co-ordination with

Planning Division

2015 Review • Completed Terms of Reference and issued Request for Proposal for Community of Stouffville Western Gateway Study • Committee of Adjustment – processed Committee of Adjustment hearings for 72 applications • Processed 23 building demolition permits • Represented the Town at OMB hearings • Subdivision assumptions • Processed Plan of Subdivision and Re-zoning Applications • Processed Zoning Bylaw Amendments • Processed Site Plan Control Agreement Exemptions • Processed Holding Symbol Removals on Draft Plan of Subdivisions • Processed Subdivision Agreements • Processed Extensions of Draft Approval • Issued approximately 700 building permits (544 applications as of November 12, 2015)

130



Efficiencies Achieved As a result of the Corporate Efficiency Review (CER), the Planning and Development Services was created to group Buildings, Planning and Development Engineering into a single Department. The goal of the CER was in part to establish a single point of contact/one window approach for developers working within the Town of Whitchurch-Stouffville. Efficiencies include pooling of administrative and technical staff resources. Efforts were made in 2015 to enhance electronic record retention and organization. Information was amalgamated into the GIS database for easy access by Staff and Customers. Further operational efficiencies are expected in 2016 as a result of the Departmental re-alignment.

Key Assumptions • Current economic conditions will continue in 2016 • Infill/intensification development applications will remain steady • 300 new housing starts and 50,000 square feet Industrial/Commercial/Institutional expected in 2016 • Growth Management demands continue • Continued and on-going improvement to customer service and stakeholder’s requirements • Implementation of recommendations arising from various studies • Service delivery timeframe requirements of the Ontario Building Code • Current demographic profile and associated trends of the Town and the Region continue forward

Challenges • Region of York Master Servicing Plans – Municipal Water and Sanitary Sewer • Growth Management Modeling System (Places to Grow) in consultation with the Region of York • Co-ordination of infrastructure – growth related to support the Town • Provision and timing of external transportation capital improvements • Implementation of Source Water Protection requirements • Provision and timing of Municipal water and sanitary sewers for Gormley and Vandorf • Review of Phase 2 development applications in the Community of Stouffville, and, intensification projects with the Built

Boundary Area • Allocation and timing of service capacity (Municipal water/sanitary sewage) to bona fide proposals • Provincial land use policies as they relate to the availability and content of the Town’s employment land base • Responding appropriately to the diversity in demands arising from the urban and rural areas of the Town

131



• Required DAPP review of Building Division operating costs to ensure full cost recovery before implementing fee restructuringbeyond inflation

2016 Goals • Complete the Transportation Master Plan (started in 2014)• Complete Community of Stouffville Western Gateway Study• Final approval of OPA 136 and OPA 137• Complete operational review of Building Services Division• Establish procedures and meet obligations under Source Water Protection Act• Implement Building Division’s Source Water Protection Program (Provincially Mandated Septic System Re-inspection

Program)• Establish increased use of Property Management System (Land Manager) within Development Engineering

132



Overview – Planning Services The Planning Services Division is responsible for assisting Council with growth management in Whitchurch – Stouffville, the Town’s Official Plan, Zoning By-Law and the administration of the Committee of Adjustment. Growth management is achieved through the review of development applications, policy development, research, and the statutory requirements of the Planning Act and other Provincial Legislation. The division provides professional services in the following areas: Long Range Planning; Current Planning and Urban Design; Population Forecasts and demographic analysis; Heritage Resource Protection; Park and Open Space Planning and design; Infrastructure and Transportation Master Plans; and Corporate drafting and GIS Services and Mapping.

Organizational Chart Total FTEs = 7

2016 Key Initiatives

• continued protection of established neighbourhoods when assessing redevelopment/intensification proposals; • Finalize the update of the Built Heritage Inventory and associated Development Review Policy with the objective of

distinguishing key heritage buildings and properties for the Community of Stouffville; and institute the program for the former Township of Whitchurch;

• Undertake a planning exercise to bring the Town’s Official Plan into conformity with the newly approved Regional Official Plan and the Province’s Greenbelt Plan;

• Update Sustainable Development Guidelines • Participate with York Region on Provincial Review of Greenbelt Oak Ridges Moraine Conservation Plan • Prepare work plans and reporting protocols arising from the implementation of Source Protection Plans as adopted by the

Province • Prepare a Transportation Master Plan with the broader integration of initiatives taken by York Region Transit and Metrolinx

(bus and rail services) with respect to the growing transit influence, and, promoting alternative programs to reduce the reliance on automobiles such as walking and cycling initiatives.

Manager of Planning Services(1 FTE)

Planner, Urban Design(1FTE)

Planner(1 FTE)

Planner, Land Information Services

(3 FTE)

Planning Secretary/Sec/Tres to Committee of Adjustments

(1 FTE)

133



Overview – Building Services

The Building Services Division is responsible for the administration of the Ontario Building Code Act and related Council approved Building By-Laws. The division oversees the permit application process; ensures that all other applicable laws are met; issues building permits, and provides inspections for all new or renovated building construction. Ancillary to these functions, this Division also administers the issuance and approvals of permanent signs under the Town’s Sign By-Law. Shared responsibility with Bylaw Services for Property Standards administration and inspection of buildings.

Organizational Chart Total FTEs = 7.5 2016 Key Initiatives

• Undertake a review of the Building Services Division to assess current business practices and resource requirements • Update the Town’s Sign By-Law for residential neighbourhoods and the rural areas of the Municipality; • Evaluate the video inspection program of randomly selected private sanitary laterals in the urban areas of Stouffville to ensure

proper installation consistent with the issued plumbing permit; • Continue the training of additional staff in the review/inspection services related to septic systems as part of the Town’s

pending rollout of the mandatory re-inspection of program. As a component of this task, a pilot project will be introduced for Council’s consideration;

• Prepare work plans and reporting protocols arising from the implementation of Source Protection Plans as adopted by the Province

Manager of Building Services/CBO

1 FTE

Sr. Building Inspector/Plans

Examiner(1FTE)

Building Inspector/ Plans Examiner

(2 FTE)

Lot grading/ On-Site Septic Inspector

(1 FTE)

Permit Information Clerk

(1 FTE)

Development Clerk(Shared with Engineering)

(0.5 FTE) (2016)

2 Contract Plumbing Inspectors

( 1 FTE)

134



Overview – Development Engineering The Engineering Division is responsible for the review and approval of engineering designs and inspection of all new infrastructure occurring in the Town through the development process up to and including assumption of subdivisions. The Division also tracks and resolves issues related to development through the Town’s Customer Service Centre. Development Engineering also manages the Site Alteration program including permits for Clean Fill Operations. Organizational Chart Total FTEs = 4.5

2016 Key Initiatives

• Administration of Subdivision Agreements, inclusive of inspection and Assumption • Oversee implementation of site alteration bylaw • Document subdivision approval process • Update Engineering Standards for new development to include LED lighting

Manager of Engineering Services(1 FTE)

Development Coordinator

(1 FTE)

Engineering Coordinator

(1 FTE)

Engineering Technician(1 FTE)

Development Clerk(Shared with Building)

(0.5 FTE)(2016)

External Resources:Civil, Environmental and Transportation

Consultants (Peer Review)

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DEVELOPMENT SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

BUILDING11-20-200-1010 SALARIES 690,027 913,440 (223,413) -24% 814,660 11-20-200-1110 SALARIES - PART TIME BUILDING 5,595 17,920 (12,325) -69% 17,920 11-20-200-1400 SALARIES ALLOCATED FIXED 173,375 145,465 27,910 19% 182,520 11-20-200-1500 BENEFITS 164,792 231,940 (67,148) -29% 217,210 11-20-200-1501 BENEFITS - PART TIME 7,345 1,855 5,490 296% 1,855 11-20-200-1540 CLOTHING ALLOWANCE 1,750 Health and Safety - public identification 7x$25011-20-200-2000 MILEAGE / CAR ALLOWANCE 25,264 28,000 (2,736) -10% 24,000 adjust to reflect actual-one less inspector11-20-200-2100 TECHNICAL TRAINING / DEVELOPMENT 4,709 7,500 (2,791) -37% 7,500 11-20-200-2130 FEES, DUES & SUBSCRIPTIONS 4,771 4,200 571 14% 4,200 11-20-200-2252 RADIOS/PAGERS/CELLS 1,950 re-org. from corporate11-20-200-2310 GIS SYSTEM MTCE 11,294 17,200 (5,906) -34% - move to IT11-20-200-2320 PROPERTY MGMT ANNUAL LICENCE FEE 7,605 7,605 - 0% 7,605 11-20-200-2600 DAAP/OPERATIONS REVIEW 5,916 85,000 (79,084) -93% 35,000 11-20-200-2601 CONSULTANT SERVICES - BLDG SYSTEMS - 10,000 (10,000) -100% 10,000 11-20-200-2640 FUNCTIONAL REQUIREMENT REVIEW - 30,000 (30,000) -100% 10,000 11-20-200-2620 LEGAL FEES 32,004 22,500 9,504 42% 22,500 11-20-200-2733 COMPUTER LEASE 1,925 1,925 - 0% 2,370 11-20-200-2801 PHOTOCOPYING / REPRODUCTION 13,565 3,720 9,845 265% 3,720 11-20-200-2810 COMPUTER MAINTENANCE 22,200 22,200 - 0% 22,200 11-20-200-3010 PRINTING / OFFICE SUPPLIES 2,478 2,600 (122) -5% 2,600 11-20-200-3400 ADVERTISING - 1,500 (1,500) -100% 1,500 11-20-200-4900 MISCELLANEOUS EXPENSE 25,682 1,500 24,182 1612% 1,500 11-20-200-7003 SUPPORT DEPTS OVERHEAD B124 795,000 795,000 - 0% 795,000 11-20-200-7024 CONTR TO BILL 124 RESV - 1 (1) -100% 1 11-20-200-8704 CONTR FROM BILL 124 (522,732) (945,721) 422,989 -45% (755,061) 11-20-200-8130 BUILDING PERMITS (1,221,276) (1,200,000) (21,276) 2% (1,200,000) 11-20-200-8132 POOL PERMITS (7,600) (5,000) (2,600) 52% (7,000) 11-20-200-8133 PLUMBING PERMITS (159,562) (150,000) (9,562) 6% (150,000) 11-20-200-8134 ON SITE SEWAGE INSP/PERM (79,002) (50,000) (29,002) 58% (75,000) 11-20-200-8999 MISCELLANEOUS REVENUE (3,375) (350) (3,025) 864% (500)

Totals - - - -

Expense 1,993,547 2,351,071 Expense 2,187,561 -6.95%Revenue (1,993,547) (2,351,071) Revenue (2,187,561) -6.95%

Net - - Net -

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ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

PLANNING11-20-210-1010 SALARIES 595,024 534,500 60,524 11% 566,360 addition of Development Clerk11-20-210-1110 SALARIES - PART TIME 17,554 - 17,554 15,250 moved from Development11-20-210-1200 HONORARIUM - COMMITTEE OF ADJ. 4,000 7,000 (3,000) -43% 7,000 11-20-210-1400 SALARIES ALLOCATED FIXED (51,075) (51,075) - 0% (57,230) 11-20-210-1500 BENEFITS 157,335 147,945 9,390 6% 160,830 addition of Development Clerk11-20-210-1501 BENEFITS - PART TIME 3,729 - 3,729 1,510 moved from Development Engineering11-20-210-2000 MILEAGE/CAR ALLOWANCE 1,226 2,000 (774) -39% 2,000 11-20-210-2100 TECHNICAL TRAINING / DEVELOPMENT 3,345 5,200 (1,855) -36% 5,200 11-20-210-2130 FEES, DUES & SUBSCRIPTIONS 3,454 3,200 254 8% 4,500 adjust for positions moved to planning11-20-210-2310 GIS SYSTEM MTCE. - 17,200 (17,200) -100% - re-org - moved to IT11-20-210-2631 REAL ESTATE APPRAISALS 814 5,100 (4,286) -84% 3,100 11-20-210-2641 VARIOUS STUDIES 15,641 20,000 (4,359) -22% 20,000 11-20-210-2647 STOUFFVILLE PH3: STAGE 1 (2,006) 15,000 (17,006) -113% - Completed, DC Corp 100%

11-20-210-2649 TRANSPORTATION MSTR PLAN PH1 106,071 144,720 (38,649) -27% 50,000 expected 50k carry forward to 2016, DC Corp 75%, Enviro 25%

11-20-210-2650 WESTERLY APPROACH STUDY/GUIDELINES 2,441 150,000 (147,559) -98% 150,000 awarded in Nov 2015- carry forward full amount to 2016, DC Corp 90%, VCA10%

11-20-210-2801 PHOTOCOPYING / REPRODUCTION 18,735 8,850 9,885 112% 8,850 new lease11-20-210-3010 PRINTING & OFFICE SUPPLIES 1,963 2,600 (637) -25% 2,600 11-20-210-3400 ADVERTISING 1,265 1,800 (535) -30% 1,800 11-20-210-4166 911 SIGNS / SUPPLIES 60 850 (790) -93% 850 11-20-210-4900 MISCELLANEOUS EXPENSE 3,491 3,300 191 6% 1,250 11-20-210-7900 RECOV GIS SYSTEM MTCE - (17,200) 17,200 -100% - re-org - IT11-20-210-8001 SALE OF MAPS BYLAWS ETC (603) (600) (3) 0% (600) 11-20-210-8120 PERMANENT SIGN PERMITS (10,182) (7,000) (3,182) 45% (10,000) 11-20-210-8121 911 SIGNS (445) (800) 355 -44% (800) 11-20-210-8151 LETTER OF COMPLIANCE (23,235) (22,000) (1,235) 6% (22,000) 11-20-210-8152 COMMITTEE OF ADJ. FEES (288,593) (185,000) (103,593) 56% (250,000) increase in fees and number of applications11-20-210-8153 PLANNING FEES (99,210) (100,000) 790 -1% (110,000) 11-20-210-8154 SITE PLAN FEES (242,162) (170,000) (72,162) 42% (200,000) 11-20-210-8155 DRFT PLN SUBD APPR FEES (54,480) (60,000) 5,520 -9% (75,000)

11-20-210-8700 CONTR. FROM DEV CHARGES (79,748) (399,900) 320,152 -80% (172,500) funding no longer required for studies which are complete

11-20-210-8701 CONTR. FROM VCA (244) (15,000) 14,756 -98% (15,000) 11-20-210-8703 CONTR. FROM PARKLAND - (5,100) 5,100 -100% (3,100)

11-20-210-8726 CONTR. FROM ENVIRO FUND (26,518) (45,000) 18,482 -41% (12,500) funding no longer required for studies which are complete

11-20-210-8999 MISCELLANEOUS REVENUE (14,115) (5,000) (9,115) 182% (5,000) Totals 43,532 (14,410) 57,942 -402% 67,370

Expense 883,067 1,018,190 Expense 943,870 -7.30%Revenue (839,535) (1,032,600) Revenue (876,500) -15.12%

Net 43,532 (14,410) Net 67,370 -567.52%

137



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

DEVELOPMENT ENGINEERING SERVICES11-20-220-1010 SALARIES 274,144 315,035 (40,891) -13% 321,510 11-20-220-1110 SALARIES - PART TIME / ENGINEERING - 15,250 (15,250) -100% - moved to planning11-20-220-1400 SALARIES ALLOCATED FIXED - 26,910 (26,910) -100% - 11-20-220-1500 BENEFITS 76,419 89,175 (12,756) -14% 89,430 11-20-220-1501 BENEFITS - PART TIME - 1,510 (1,510) -100% - moved to planning11-20-220-1540 CLOTHING ALLOWANCE 750 Health and Safety - public identification 11-20-220-2000 MILEAGE / CAR ALLOWANCE 3,221 6,000 (2,779) -46% 4,000 11-20-220-2100 TECHNICAL TRAINING / DEVELOPMENT - 4,000 (4,000) -100% 4,000 11-20-220-2130 FEES, DUES & SUBSCRIPTIONS 794 1,200 (406) -34% 1,200 11-20-220-2252 RADIOS/PAGERS/CELLS 3,110 re-org. from corporate11-20-220-2600 CONTRACTED SERVICES SUBDIV 695,736 700,000 (4,264) -1% 500,000 adjust to reflect actual - corresponding revenue11-20-220-2602 ENVIRONMENTAL CONTRACTED SERV - 200,000 (200,000) -100% 200,000 11-20-220-2642 ENG. STANDARDS REVIEW 11,990 35,000 (23,010) -66% 65,000 update Town Engineering Standards11-20-220-2734 VEHICLE - LEASE 3,847 3,950 (103) -3% 3,950 11-20-220-3400 ADVERTISING 26 1,000 (974) -97% 1,000 11-20-220-3801 VEHICLE - FUEL 1,867 1,630 237 15% 1,630 11-20-220-3802 VEHICLE - MTNCE & RPRS 1,027 1,100 (73) -7% 1,100 11-20-220-4900 MISCELLANEOUS EXPENSE 16,517 2,500 14,017 561% 2,500 11-20-220-7500 CONTR FROM R & R RESERV (30,000) funding for Town Engineering Standards11-20-220-7960 RECOV COST SUBDIV CONTRC SERV (692,531) (700,000) 7,469 -1% (500,000) adjust to reflect actual - corresponding expense11-20-220-7961 RECOV COST ENVIRO CONTRC SERV - (200,000) 200,000 -100% (200,000) 11-20-220-8131 LOT GRADING FEES (214,060) (250,000) 35,940 -14% (250,000) 11-20-220-8135 FILL PERMIT FEES (20,871) (15,300) (5,571) 36% (15,300) 11-20-220-8150 SUBDIVISION ADMIN FEE (42,250) (75,000) 32,750 -44% (75,000) 11-20-220-8999 MISCELLANEOUS REVENUE - (1,000) 1,000 -100% (1,000) 11-20-220-9811 RECOVER COST SUBDIVISION/STAFF (129,427) (247,860) 118,433 -48% (247,860)

Totals (13,551) (84,900) 71,349 -84% (119,980)

Expense 1,085,588 1,404,260 Expense 1,199,180 Revenue (1,099,139) (1,489,160) Revenue (1,319,160)

Net (13,551) (84,900) Net (119,980)

TOTAL DEVELOPMENT SERVICES 29,981 (99,310) 129,291 -130% (52,610) -47.02%

Inflation - Annualization Increases 26,524

Growth Related Increases 50,851 Legislated Mandatory Increases -

Service Level Increases (17,200) Other (13,475) Total 46,700

138



Change Resch





20 - Development Services

210-Planning

2016

057 13.210-005 Employment Land Study - Gormley C 25,000 22,500 0 0 2,500 SD

633 13.210.027 Water and Sewer Master Plan R 360,000 270,000 90,000 0 0

Total 2016 385,000 292,500 90,000 0 2,500

2017

095 13.210.009 Stouffville Secondary Plan 100,000 45,000 50,000 0 5,000 SD

311 13.210.007 Gormley Secondary Plan R 285,000 128,250 142,500 0 14,250 SD

312 13.210.010 Vandorf Preston Lake Secondary Plan 85,000 38,250 42,500 0 4,250 VCA

313 13.210.011 Official Plan Review Ph4 75,000 24,545 47,727 0 2,728 VCA

316 13.210.013 Growth Management Study R 150,000 135,000 0 0 15,000 VCA, CIC Budget meeting Jan 26/16 - project brought forward from 2019 to 2017

327 Various Planning Studies 20,000 0 20,000 0 0

459 13.210.008 Edward St Corridor Study R 150,000 67,500 75,000 0 7,500 VCA

Total 2017 865,000 438,545 377,727 0 48,728

2018

315 13.210.012 Ballantrae-Musselman's Lake Secondary Plan 85,000 15,300 68,000 0 1,700 VCA


Total 2018 105,000 15,300 88,000 0 1,700

2019

317 13.210.015 Official Plan Review Ph5 100,000 32,728 63,636 0 3,636 VCA


589 13.210.014 Stouffville Commercial Policy Study 175,000 78,750 87,500 0 8,750 VCA

Total 2019 295,000 111,478 171,136 0 12,386

2020


590 13.210.016 Employment Land Study 20,000 18,000 0 0 2,000 VCA

Total 2020 40,000 18,000 20,000 0 2,000

2021

385 13.210.017 Transportation Master Plan Ph 2 180,000 135,000 45,000 0 0


632 13.210.018 Traffic Operation Study (Linked to Transportation Master Plan)

240,000 120,000 120,000 0 0

Total 2021 440,000 255,000 185,000 0 0


139



Change Resch





20 - Development Services

210-Planning

2022

318 13.210.020 Stouffville Secondary Plan 100,000 45,000 50,000 0 5,000 VCA

470 13.210.019 Official Plan Review Ph 6 100,000 32,728 63,636 0 3,636 VCA

471 Various Planning Studies 2022 20,000 0 20,000 0 0

Total 2022 220,000 77,728 133,636 0 8,636

2023


Total 2023 20,000 0 20,000 0 0

Total 210-Planning 2,370,000 1,208,551 1,085,499 0 75,950


140

Development Services - 10 Year Capital Forecast


141

Corporate Services 2016 Business Plan


Michele Kennedy Director Corporate Services/Clerk Introduction The Corporate Services Department is responsible for a variety of legislative, corporate and public services. The department consists of seven divisions: Centralized Customer Service Centre, Clerk’s, Financial Services, Information Technology (IT), Municipal Law Enforcement, Procurement and Revenue & Taxation. Organizational Chart Total FTEs = 36.25 (January 2016)

Mission Statement A dedicated team of professional and technical staff that is committed to develop, coordinate, and implement broad organization-wide systems and procedures to enhance legislative compliance, fiscal responsibility, technology excellence, and community relations.

EA to Mayor (Contract 1 FTE)

Director Corporate Services/Clerk

(1 FTE)

Treasurer/Manager, Finance (7 FTE)

Manager, Taxation & Revenue Services

(5 FTE)

Deputy Clerk (4 FTE)

Manager, Information Technology

(7 FTE)

Manager, Centralized Customer Services

(6 FTE)

Manager, Municipal Law Enforcement (3.25 FTE +

1 Contract FTE)

Procurement Coordinator

(1 FTE)

By-law and Corporate Support (1 FTE)

142



Goals • Promote good governance, accountability and transparency • Promote fiscal stewardship • Ensure attention to customer/client service for both internal and external customers • Preserve and facilitate access of Town records • Promote compliance with Town by-laws through education and cooperation • Ensure optimization of Information Technology (IT) use in the Corporation


• Municipal Act, 2001 establishes the statutory duties of the Clerk and the Treasurer and provides the legislative framework for the Town’s operations/governance including business licensing, information asset management, tax collection and a number of areas involving enforcement

• Municipal Elections Act, 1996 guides the conduct of municipal elections, by-elections and referenda • Accessibility for Ontarians with Disabilities Act, 2005 • Vital Statistics Act outline the process for registering deaths • Marriage Act guides solemnization of marriages • Funeral, Burial and Cremation Services Act, 2002, S.O. 2002,c.33 provides the framework for operating public cemeteries • Municipal Freedom of Information and Protection of Privacy Act identifies the framework for managing privacy and access to

Town information by the public • Protection of Livestock and Poultry from Dogs Act governs livestock valuation • Highway Traffic Act governs parking restrictions • Dog Owner’s Liability Act • Building Code Act, 1992 provides the framework for property standards • An Order-in-Council administered by the Ontario Lottery and Gaming Commission (OLG) outlines standards for the

administration of lottery licensing • Council and Advisory Committee Procedural By-laws • Various Town by-laws and Council resolutions provide direction on a number of operational and governance matters • Weed Control Act (noxious weeds) • Statutory Powers Procedures Act • Comprehensive Zoning By-law • Property Standards, Clean Yards, Boarding up of Vacant Buildings, Sign, Parking, Fireworks, Fire Route, and Site Alteration

By-laws • Various Town administrative policies outlining a number of corporate standards and workplace matters

143



• Corporate fiscal policies for short and long-term financial stability • Internal controls to ensure the integrity of the financial information • Town’s Strategic Plan for IT

2015 Review • Creation of the new Corporate Services Department through the amalgamation of the Finance and Clerk’s Departments

144



Overview – Finance Finance is responsible for the preparation and administration of the Town's corporate operating budget and multi-year capital plan and for all financial matters of the Town including: financial and accounting advice, financial statements, payroll, accounts payable, banking, and appropriate financial record keeping. In addition, this division performs a lead role in the development and implementation of corporate financial systems.

Organizational Chart Total FTEs = 7 (January 2016)

Goals

• Prepare, review and monitor Town’s Operating and Capital Budgets • Prepare Financial Statements • Oversee the annual external audit • Prepare Provincial returns and financial reporting requirements including performance measurement and benchmarking • Oversee Provincial/Federal and other grant applications • Maintain and reconcile development related deposits, payments and securities • Oversee and manage debt, reserves and reserve funds • Manage accounts payable function (approximately 10,000 invoices and 6,000 payments per year via cheque or electronic

funds transfer) • Manage bi-weekly payroll function for approximately 170 full time employees and 285 part time/seasonal employees • Manage banking services including account reconciliations • Oversee development, improvements, functional support and training for the Town’s financial information systems

Treasurer/Manager, Accounting &

Budgets (1 FTE)

Senior Accountant(1 FTE)

Financial Analyst (support DevSvcs)

(1 FTE)

Junior Account(1 FTE)

Capital/Contract Accountant

(1 FTE)

Payroll Clerk(1 FTE)

Accounts Payable Clerk (1 FTE)

145



Policy Guidelines for Service Delivery • Exercise fiduciary and statutory responsibilities • Ensure effective stewardship of Town resources to leverage value for money • Optimize and leverage technology advancements • Respond to needs of our clients • Provide timely and effective financial reports • Apply sound and effective internal controls • Promote continuous improvement • Improve public access

Service Delivery • Monthly revenue and expense variance reports • Six-month financial reports • Annual Financial Statements • Financial Information Return • Municipal Performance Measures Program • Annual Audit • Statistic Canada Reporting • All Town payrolls including Library • Payroll deduction management • Revenue Canada Reporting • Centralized services for accounts payable and general ledger functions • HST Reporting and management • Develop corporate policies and procedures to ensure safeguarding of financial assets • Internal audit responsibilities/Monitor transactions for compliance • Coordinating and maintaining the budget process • Providing staff support to Council, SMT and Corporate-wide • Assist departments with projects requiring financial review

2015 Review • Upgraded Great Plains/Dynamics financial software • Assisted Public Works in applying pavement condition index (PCI) data to tangible capital asset database • Provided monthly financial reports (operating and capital) to departments

146



• Produced financial statements and obtained clean audit report • Worked with IT to develop custom financial reports to streamline analysis/review • Interim Development Charges Update • Budget Preparation kick-off meeting • Finalized Ice Storm Grant application and responses to questions • Submitted various grant applications • Established corporate format for project cost tracking and analysis

Efficiencies Achieved • On-demand Excel based financial reporting • Financial Statement Reconciliation • Great Plains upgrade • Developed new reports to streamline monthly analysis

Key Assumptions • Capital Budget approved for GP/Diamond upgrade • Division to maintain existing service levels • Staff possess the necessary skills and tools to respond to legislative changes and business trends in order to meet demands

Challenges • Technology – utilize technology to make budget process more efficient • Technology – utilize technology to make financial reporting more efficient • Technology – utilize technology to make data entry/gathering more efficient • Ensure compliance with policies and legislation (PSAB changes) • Resources to take advantage of technology • Ensure compliance with policies and legislation

2016 Goals • Implement PSAB (Public Sector Accounting Board) requirements for financial reporting (contaminated sites) • Implement Operating Budget software • Ongoing development of Financial Reporting Software

147



Overview – Taxation & Revenue Services Taxation and Revenue Services delivers services including tax collection, revenues and utility billing. Organizational Chart Total FTEs = 5 (January 2016)

Goals

• Effectively communicate information relating to tax and water billings to residents and businesses • Promote electronic payment options and electronic delivery of water bills • Accurate billing and collection of approximately 15,000 tax accounts and 11,000 water bills • Update Tax Bill layout to provide more information to residents and business owners • Implement Electronic Tax Bill for residential property owners • Review and revise current policies and procedures to ensure accuracy and consistency with real processes • Process legislated tax adjustments, write-offs and supplementary billings • Management of the assessment base • Accurate billing and collection of accounts receivable for all Town departments • Maintain accurate accounting of water, tax and accounts receivable and developer water meter deposits • Process electronic cash receipts and mortgage payments • Administer legislated rebate programs


• Exercise fiduciary and statutory responsibilities • Optimize and leverage technology advancements • Respond to the needs of our customers • Ensure value for dollar

Tax Clerk(1 FTE)

Water Clerk(1 FTE)

AccountsReceivable Clerk

(1 FTE)

Junior Tax Clerk(1 FTE)

Manager, Taxationand Revenue Services

(1 FTE)

148



• Promote innovation and best practices • Apply sound and effective internal controls • Promote professional development and training

Service Delivery

• Oversee and manage approximately 15,000 residential and commercial property tax accounts, including billing for the Municipality, Region, Province (education) and Downtown Stouffville Special Service District

• Administration of various tax rebates for legislated programs • Write-offs, assessment appeals, assessment reviews • Phase-in the property taxes for the commercial properties (capping) • Collection of the property taxes • Taxpayer communication • Registration of applicable tax sale properties • Invoicing and collection of corporate receivables • Oversee and manage 11,000 Utility accounts including meter reading, billing and collection • Ensure accurate reading of remote readers • Manage maintenance of water meters and related equipment • Maintain adequate inventory of water meters for new home and businesses

2015 Review

• Successfully upgraded software to advance reporting and increase efficiencies • Promoted electronic payment options and electronic delivery of water bills • Promoted fiscal stewardship as outlined in the Strategic Plan adopted by Council • Accurate billing and collection of approximately 15,000 tax accounts and 11,000 water bills • Processed electronic cash receipts and mortgage payments

Efficiencies Achieved • Increased billing, collection and accounts serviced • Improved communications for water billings • Improved efficiencies within updated software system • Provided written procedures for key business processes

149



Key Assumptions • Maintain the Division to its existing service levels • Staff continues developing necessary skills and tools • Business systems and technology are placed to maximize efficiency • Various payment options are offered and actively marketed • Growth of online payment transactions is promoted • Electronic water bill presentment is actively marketed • 4 year assessment cycles and mandatory residential phase-in

Challenges

• Providing staff resources to support Corporate initiatives • Continued 4-year reassessment cycles & mandatory phase-in for residential taxpayers • MPAC service delivery-managing reduction in service levels • Managing and maintaining the tax assessment base • Provincial changes to the assessment appeal system • Building a skilled work force • Assessment growth

2016 Goals • Develop Water Meter Replacement Plan • Ongoing development of financial system, including reporting • Assess Water meter reading system – call in/drive by reading for future and develop • Implement Electronic Tax Bill for non- residential property owners

150



Overview – Information Technology On a Corporate-wide basis Information Technology works in partnership with internal departments in identifying and creating solutions that address the business needs of the Town. This is achieved by leveraging the use of technology and the re-engineering of existing business practices within the Town.

Organizational Chart

Total FTEs = 7 (January 2016)

Goal

• Provide a leadership role in implementation of a robust and reliable information technology infrastructure which will assist Departments in the cost effective delivery of municipal services


• Through partnership with Departments, continue to evolve the technology infrastructure with the goal of improving the quality of service for staff and residents

• Establish, implement and communicate Corporate security models, policies and guidelines • Establish business continuity plans and critical Standard Operating Procedures (SOPs) • Provide timely IT support services and tools for effective timely resolution of issues

Service Delivery

• Provide 99% uptime for core network services during standard business hours • Provide support services during standard business hours • Oversee the security of Corporate data and correct data handling standards • Lead IT infrastructure related projects that deal with database changes, data, security, application delivery and business

process improvements • Provide disaster recovery services and data restoration services for core data and application delivery • Manage relationships with 3rd party vendors who provide IT services for the Town

Manager, Information Technology (1 FTE)

Information Technology Coordinator

(1 FTE)

Senior Infrastructure Coordinator

(1 FTE)

Database/Application Analyst (1 FTE)

Database Administrator

(2 FTE)

GIS Coordinator (1 FTE)

151



2015 Review • Microsoft Dynamics GP upgrade from version 2010 to 2015 • Implementation of Excel Based Great Plains (GP) reports • Intranet reconfiguration and Active Directory / Office 365 Exchange for implementation of new Corporate Services

Department • Installation of new Pro-Palms terminal server • PC roll out – various buildings and for the public at the library • Polaris upgrade for library • Assistance to Clerk’s for roll out of paperless agenda • Implementation of new Virtual Machine (VM) environment for servers • Implementation of Mobile Device Machine (MDM) solution for Cell Phones, Tablets and iPads • Commenced conversion of GIS from Flex Viewer to Geocortex • Migrate Fire inspection reports from FirePro to Firehouse

Efficiencies Achieved • Class upgrade to ready the organization for migration to the new ACTIVE net solution scheduled for 2017 • Implementation of GP Web Client for remote and inquiry users to minimize upgrade efforts • Upgraded Asset Management System • Created and implemented GIS replication process for ongoing update and maintenance of Water/Waste Water/Storm

database • Integrated GIS pavement management data for top lift of asphalt into Asset Manager (base course still outstanding) • Developed new Reports for Questica Budget Application to make the corporate budget preparation easier for departments • KACE upgrade – provided additional capacity for patching and implementation of Helpdesk tool • Museum Firewall Project – improved bandwidth to the Museum • Development of Intranet employee directory • Wireless printing for Council iPads • Implementation of Stone Orchard Solution for the cemetery database • Worked on various security related matters to strengthen the Town’s security posture • Data migration for Land Manager for Public Works and Engineering and found solution for Inspector’s errors in Land Manager • Implemented shared content solution for Website and implement secure pages solution • Complete reconfiguration of categories to property assign tickets to Service Record Manager (SRM) • Integrated cemetery date into GIS database for Stone Orchard application

152



Key Assumptions • Establishment of partnership with business units to identify and communicate current and future needs and to correctly

establish user expectations and requirements • Increase in Capital and Operating budgets required to maintain and evolve the IT infrastructure to meet the needs of the

department’s growth and service delivery plans • Approval of an additional FTE to deal with IT infrastructure growth and network security • Support by SMT for upcoming implementation of Infrastructure changes project which are expected to cause service outages

and delayed of support delivery services during certain phases within this project

Challenges • Department plans are not clearly communicated to IT Services in a timely manner • Bandwidth requirements exceed the current purchased infrastructure capacity • Significant growth of end-user devices has put additional strain on support services • Data security standards need to be enhanced, stricter end-user security policies and practices need to be implemented and

enforced • Establishment for future application delivery services needs to be agreed upon Corporately • Frequency of Corporate projects that require IT support staff exceed the internal resource availability

2016 Goals

• Domain Controller server refresh and upgrade to newest operating system • Data storage upgrade to SAN device • Creation of new Business Continuity plan based on new DC and Data Storage systems • Begin investigation of replacement for Land Manager

153



Overview – Centralized Customer Service Centre To provide frontline initial contact point to external visitors and to provide corporate support to internal functions provided by Town departments. Organizational Chart Total FTEs = 6 (January 2016)

Goal To listen, understand, appreciate and address the needs of those served by Town Services and act as a bridge between our customers and the internal Departments that deliver on those needs. Policy Guidelines for Service Delivery

• Establish Standard Operating Procedures (SOPs) for all tasks completed within CCSC and communicate and incorporate them corporately

• Work with all internal Departments to review and renew the Service Level Agreements (SLAs) with the goal of enhancing the quality and efficiency of service provided

• Set, communicate and review service delivery patrons and response timelines

Service Delivery • Expand the services delivered within CCSC on the transactional end in an effort to streamline and simplify processes for both

internal and external customers • Utilize existing and/or available technology solutions to enhance our service quality and delivery • Update/enhance the phone system to streamline call answer/transfer capabilities • Look at various face-to-face, on-line, and over-the-phone service delivery options and work with the various internal

departments to channel service delivery using various methods in a collaborative way

Manager, Centralized Service Centre

(1 FTE)

Customer Service Representatives

(4 FTE)

Customer Service Representatives (.05 x 2 – 1 FTE)

154



2015 Review • Creation/consolidation/implementation of on-line PDF forms for residents and internal departments • Development/Implementation of a new after-hours call service and scripting • Development and roll out of an SRM Team and SRM system overhaul and revamp to link to TOMMRMs • 100% Electronic Permit Processing with GP • Successful implementation of ‘next day’ posting and month end close off resulting in a much more efficient and timely monthly

bank reconciliation Efficiencies Achieved

• Complete integration of Animal Licensing (dog tag program) into ERP System that can be utilized by Town’s contractor with time specific mapping

• Complete integration of Windrow Program into GIS so that Public Works, CCSC and contractors for better coordination • Extensive use of GIS and the integration of all information and mapping that is relevant to CCSC service delivery • Integration/training of electronic processing for all Permits • Enhanced electronic communication and customer verification for Community Centre Rentals booked through CCSC • Regular review of SRM for opportunities for enhancement of the system

Key Assumptions

• Continued organizational support and commitment for training for customer service enhancement across the organization • Continued support through with Budget process to expand the Customer Service Centre(s) • Team collaboration and stakeholder involvement in service delivery decisions, methodology, and implementation

Challenges

• Performing effective customer service cross-departmental training due to time constraints • Getting a ‘buy-in’ from existing staff and having them remain committed to the required change in orientation/service delivery • Fiscal restraints realized for the CCSC and the Corporation • Managing expectations to complete special projects as the call/visitor volumes continue to rise • Technology infrastructure and costing challenges that impact the ability to roll out and support suggested service deliverables

2016 Goals • To fully train all existing and new staff on general customer service skills and clearly outline the expectation of the

organization on our expectation of basic levels of customer service delivery • Work with Human Resources to tie Customer Service Training to Orientation and Staff evaluations

155



• To cross-train front line staff on the functions of various departments to increase efficiency • Further use of ERP/GIS to enhance service delivery to internal customers and departments • Explore a new SRM system that allows for two way communication/tracking with residents • Provide an ‘online chat’ environment for residents through our website to assist them with navigating the website and

submitting requests/forms online • Review/Renew SLAs with all Department Heads • Cross train existing ‘front line’ customer service staff and have them experience and understand the roles of staff in other

departments • Promote self-serving computer centre in CCSC’s general area for resident/CSA use when dealing with customers • Expand Customer Service Centre(s) training to other sections/divisions

156



Overview – Procurement • Oversee the Town’s Procurement By-law and Procedural Manual (PPM) to ensure that established fair and transparent

purchasing policies and procedures to ensure full implementation of the new Procurement By-law • Facilitate departments in the procurement of goods and services • Ensure that Call for Bid documents are clear and concise • Ensure that Call for Bids documents are advertised as required • Ensure that procurement process is streamlined with sufficient documentation in place to protect against

Organizational Chart Total FTE = 1 (January 2016)

Goal The goal of Procurement is to follow the Town’s Procurement By-law, Procedural Manual and Provincial and Federal Government Law to acquire the best total cost for the products and services required by the Town of Whitchurch-Stouffville, as well as providing a fair, open and transparent purchasing process for the supply base.


• Respond to the needs of our clients • Ensure that the requirements for products and services for the Town are publicized in an open, fair and transparent platform • Optimize and leverage effective management of Town resources and technology • Implement sound, effective internal controls and guidelines to allow staff to follow the procurement process

Service Delivery

• Town-wide standardization of products and services resulting in cost reduction • Liaison with municipalities and provincial agencies to investigate co-operative procurement initiatives • Monitor purchasing activities to ensure compliance with the Procurement By-law and Procedures, and Provincial and Federal

legislation

Procurement Coordinator

(1 FTE)

157



2015 Review • Procurement Co-ordinator’s short-term/maternity leave was backfilled by a staff member from the Leisure & Community

Services Department (Acting Procurement Co-ordinator) minimizing disruption to the Procurement Program • Hired a contract person for a two month period (late June to late August) to assist the Acting Procurement Co-ordinator with

the large volume of procurements and service contracts backlogged due to a late Capital and Operating Budget approval process and a gap in the coverage of the Procurement Co-ordinator, who was on short-term leave

• Release of more than fifty (50) formal bid calls on Biddingo; and approximately fifty (50) informal procurements and contract renewals

• Demonstrated collaboration with the N6 and other agencies to purchase co-operatively with the aim to achieve cost efficiencies (e.g. procurement of two (2) fire trucks through joint bid initiative with the Town of Newmarket)

• Compiled a contract agreement index to track all multi-year contract agreements and introduced a tracking schedule • Conducted a Bid Document Fee comparative analysis to ensure that the Town’s bid fee costs are in-line with other

municipalities and neighbouring agencies • Continued staff training of the Great Plains Purchasing module • Circulated an Insurance Requirement Summary Chart to Operating Department staff to update them on revisions to insurance

level requirements requested in bid documents; facilitated a workshop between the Town’s insurance provider and key staff involved in procurement to learn more about risk management and insurance and bond levels relating to procurement

• In late September, the tracking of bid securities, insurance and WSIB, was transferred from a Finance Clerk position to the Administrative Clerk, Corporate Services (a newly established administrative position to provide clerical assistance to all managers in Corporate Services)

Efficiencies Achieved • Internal staffing coverage of the Procurement Co-ordinator’s short-term/maternity leave provided staff growth opportunities,

back-up training in various positions, and cost savings realized in the part-time backfilling of one full-time Administrative Clerk position in Leisure and Community Services (trickle-down effect)

• Involvement in co-operative and provincial contract initiatives continues to benefit the Town by cost efficiencies achieved through volume procurements, and decreased dedicated staff time for the actual procurement

• Introduction of contract agreement index and tracking schedule will eliminate scrambling to renew agreements or issue bid calls at the time of the contract agreement’s expiry

Key Assumptions • Procurement will maintain current service levels internally and externally • Centralized purchasing will expand, as needed • Maintain vendor database

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• Procurement will facilitate the purchasing needs of Operating Department staff and act in an advisory capacity in this area

Challenges • Covering the Procurement Co-ordinator’s short-term/maternity leave without major impact to the Town’s Procurement

Program • Late 2015 Capital and Operating Budget approval caused a backlog of procurements both large and small, most with urgent

timelines due to their seasonal scope of work (e.g. road works and park design and construction) • Increased number of Capital project procurements proceeding in 2015 after many had been on-hold during 2014 (election

year) • Staff understanding of the length of time required to formally procure goods and/or services from the creation of a bid call

through to its award • Without sufficient tracking of service agreements, many came due upon expiry and required urgent attention to either renew

or release a new bid call • Operating Department staff not trained sufficiently in the purchasing module of Great Plains to process their invoice payments

and track expenditures • Outdated bid documents brought forward for re-release without sufficient initial revision and adequate time for review and

modification by the Acting Procurement Co-ordinator

2016 Goals • Obtain input from Operating Departments and Council for further enhancement of the Procurement Program • Conduct a review of the Town’s Procurement By-law and PPM through a comprehensive comparative analysis against the N6

and other agencies to ensure that the Town’s Procurement Program is both efficient and progressive • Create bid document templates for Request for Proposals, Tenders, Request for Quotations, etc., and create more specific

templates in the areas of road works and parks • Update and standardize contract agreement templates • Create a simple Step-By-Step Procedural Procurement Guide for Operating staff to follow (chart form) • Review all procurement forms and streamline where necessary (tied to comprehensive Procurement By-law and PPM

analysis above) • Introduce standardized Council recommendations verbiage for the procurement of goods and services, including approval

authorities and costs to include all applicable taxes • Pursue multi-year service contracts where possible • Initiate procurement releases to pre-qualify specialized contractors including electricians, plumbers, painters, etc.

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Overview – Clerk’s The Clerk's Division is responsible for the provision of various statutory services and corporate support to the Town, including secretariat services to Town Council and its committees, administration of municipal elections, issuance of licenses and permits, collection of vital statistics, solemnization of marriages, and administration of public cemeteries within the Town. The Clerk's Division also acts as an information hub for the public, Members of Council and Town staff, through managing freedom of information requests and providing records management services to the Corporation.

Organizational Chart Total FTEs = 4 (January 2016)

Goals

• Build public trust and confidence in local government • Provide timely communication to all stakeholders to ensure that informed decisions are made in a participative democratic

process


• Municipal Act, 2001 provides the legislative framework for the Town’s operations/governance including business licensing, information asset management and a number of areas involving enforcement

• Municipal Elections Act, 1996 guides the conduct of municipal elections, by-elections and referenda • Accessibility for Ontarians with Disabilities Act, 2005 • Vital Statistics Act outline the process for registering deaths • Marriage Act guides solemnization of marriages • Funeral, Burial and Cremation Services Act, 2002, S.O. 2002,c.33 provides the framework for operating public cemeteries • Municipal Freedom of Information and Protection of Privacy Act identifies the framework for managing privacy and access to

Town information by the public

Deputy Clerk (1 FTE)

Council Co-ordinator (1 FTE)

Licensing & Public Services Co-ordinator

(1 FTE)Records Co-ordinator

(1 FTE)

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• Protection of Livestock and Poultry from Dogs Act governs livestock evaluation • Planning Act • An Order-in-Council administered by the Ontario Lottery and Gaming Commission (OLG) outlines standards for the

administration of lottery licensing • Council and Advisory Committee Procedural By-laws • Statutory Powers Procedures Act

Service Delivery

1. Council Administration Secretariat services to Mayor and Council (agenda preparation, minutes, and Council correspondence) Recruitment of appointees for the Council Advisory Committees

2. Municipal elections, by-elections and referenda

3. Licensing & Public Services

Business Licenses Public cemetery administration Temporary road closures, filming permits and proclamations

4. Records Management Maintenance of corporate records in accordance with the Town’s Retention By-law

5. Legislated responsibilities, including information access and privacy; coordination of vital statistics, solemnization of marriages, commissioner of oaths; and signing Town documents.

2015 Review Services Delivered Annual

Average As of Sept 30, 2015

Comments

Council Meetings 36 37

Regular, Special, Public Planning meetings and education/workshops

Municipal Freedom of Information and Protection of Privacy requests

6 9 Includes initial requests, appeal of decision to release information and privacy complaints

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Services Delivered Annual Average

As of Sept 30, 2015

Comments

Business Licenses (taxi drivers, refreshment vehicles, mobile vendors)

53 49 Conducted a review of licensing function in 2013 and 2014 – reduced licensing categories due to redundancies

Filming Permits, Temporary Road Closures 15 8 Dependent on film production activity Lottery License 7 6 Raffles and Nevada (break open tickets) Registration of Second Suites 2 1 Civil Marriage Services conducted 23 18 Performed only on Fridays at the Municipal Offices Livestock Claims 5 1 Burial Permits Issued 95 63 Interments – Stouffville and Hartman Cemeteries

59 44

Stouffville Cemetery Lot Sales 27 22 No active sales at Bloomington and Hartman cemeteries

Number of Files Opened through Records Management Database

1589 1244

Boxes of Records Disposed in accordance with the Town’s Record Retention By-law

- 180 Stats were not kept in the last two years

Efficiencies Achieved in 2015

• Delivered Council Orientation Program • Completed recruitment of the Town’s statutory and advisory boards and committees for 2014 – 2018 Term • Implemented electronic Council Agendas for Members of Council and Senior Management Team • Implemented new Cemetery Administration Software, with digital imaging to assist with the sale of cemetery lots • Expanded Civil Marriage Ceremonies to facilities outside of Town Hall as a new revenue stream • Initiated the construction of a new columbarium at Stouffville Cemetery • Enhanced access to all by-laws from 1971 to present through the FilePro program • Conducted Information Asset Management and Protection of Privacy training for staff • Established corporate archives in accordance with The Ontario Municipal Records Management System (TOMRMS) • Reviewed the Town’s Record Retention Schedule

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Key Assumptions • Alignment of governance practices with vision of Council • Continuation of the Town’s growth and diversification • Information technologies are necessary to help improve efficiency

Challenges • Impact of legislative and regulatory changes on the nature of the services delivered • Ability to sustain the same and/or improved levels of service as the Town continues to grow and diversify • Need to ensure changing service requirements are adequately reflected in departmental structure, job descriptions, job

procedures • Continued enhancement of public input and consultation • Increase in demands for faster and easier access to government records and documents (agendas, minutes, reports, by-

laws, contracts and agreements, etc.) • Need to balance demands for open access to records against protection of privacy concerns

2016 Goals Goal 1: Enhance Access to Council Meetings and Official Records

• Fully implement Audio Streaming of Council Meetings • Continue to increase access to previous Council Agendas and Minutes through FilePro

Goal 2: Respond to the legislative needs of the Municipal Corporation, Council and Residents

• Ensure compliance with the new Public Sector and MPP Accountability and Transparency Act (Bill 8) through the development of long term objectives for records management program and implementation strategy

• Provide updates regarding the comprehensive legislative review of the Municipal Act, Municipal Elections Act and Municipal Conflict of Interest Act

• Review by-laws and policies to ensure they meet the current needs of the Town

Goal 3: Licensing and Public Services • Work with internal departments and real estate agencies to encourage Second Suites registrations • Monitor taxi licensing issues regarding ridesharing services • Develop a long term plan for the operation of Town-owned cemeteries

163



Goal 4: Administer records management program for the Town • Enhance the records management program to make information more readily available for service delivery • Effectively maintain custody of Town documents • More education and training for staff regarding TOMRMS coding system

164



Overview - Municipal Law Enforcement Municipal Law Enforcement’s goal is to educate the community regarding the Town’s by-laws and remind them of their responsibility to the community. Compliance of the Town of Whitchurch-Stouffville’s by-laws are achieved by education, facilitation, negotiation and then enforcement. It is, therefore, critical that information to the public is consistent, thorough, prompt, courteous and complaints are resolved.


*By-law and Corporate Support position – 50% of time support Municipal Law Enforcement, 50% support rest of Corporate Services Department **Salary charged back to Development Services

Manager, Municipal Law Enforcement

(1 FTE)

Municipal Law Enforcement Officer

(3 FTE)(.25 FTE – weekends)

Municipal Law Enforcement Officer

Fill Operation – Contract (1 FTE) **

By-law and Corporate Support(1 FTE)*

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Goals Attention to Customer Service Liaison between York Region Police and Municipal Law Enforcement Initiatives with York Region Police, schools and community partnerships Gain compliance of municipal by-laws through education, negotiation and facilitation where possible Promote diversity and inclusiveness in the community Promote interdepartmental relationships, i.e. RibFest, Inside Whitchurch-Stouffville, Movie Night and StrawFest

Policy Guidelines for Service Delivery • Comprehensive Zoning By-law 2010-001-ZO, as Amended • Property Standards 2013-165-RE • Clean Yards2013-166-RE • Boarding of Vacant Buildings 2013-167-RE • Sign 2004-212-RE • Parking 2008-114-PR • Fireworks 2013-030-RE • Site Alteration 2014-101-RE • Weed Control ( Enforced under Clean Yards) • Noise 90-92 • Fire Arms 2002-61-HU • Snow Removal 2007-251-RD • Provincial Offences, Building Code Act, Planning Act

Service Delivery Municipal Law Enforcement of municipal and provincial rules and regulations through education, negotiation and compliance. Charges and/or Court proceedings are a last resort when all other enforcement options fail.

Services Delivered *Annual Average Comments

Animal Control 792 Responded by Animal Control Contractor Encroachment, Fences, Garbage 47 Firearms 8 Implement new Firearms By-law to update boundaries Grow Operations - 2

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Services Delivered *Annual Average Comments

Licensing 3 Noise 40 Implement new Noise By-law to reflect best practices Parking Infractions (tickets) 1,000 Parking Consultant 2015 to analyze by neighborhood Parking Complaints (Parking Action Requests) 268 Property Standards 37 Clean Yards, Dumping, Weeds, Long Grass 215 Site Alterations 76 Signage (Complaints) 12 Snow Removal 20 2014 heavier snow fall (143) Trees 3 Zoning 106 Temporary Signage Permits (mobile signs) 63 Calls taken off By-law Extension 2229 (to date) 507 Service Request Manager (to date) 498 Generated by Customer Service File Opened (to date) 553

2015 Review

• RFP issued for a comprehensive parking study to review parking issues within the Town of Whitchurch-Stouffville • Educate parents, in September, at all schools with respect to traffic congestion in conjunction with Fire & Emergency Services • Implemented municipal by-law initiatives in conjunction with local schools and York Regional Police • Investigated enhanced electronic methods of issuing citations and partnership with Newmarket, Georgina, King City and East

Gwillimbury

Efficiencies Achieved • Reviewed by-law enforcement structure to better meet future needs and to reflect best practices by hiring administrative

support (0.5 FTE)

Key Assumptions • Demands for municipal law enforcement services continue to grow relative to the growth of the Town

167



Challenges • Ability to sustain the same and/or improved levels of service as the Town continues to grow and diversify • Impact on parking issues resulting from the construction of town homes (intensification) on smaller lots in the urban areas • Intensification in the urban areas will contribute towards friction between neighbours and the number of by-law complaints • Continued enhancement of public input and consultation

2016 Goals • Implement recommendations from the parking study including updating parking by-law • Implement the enhanced electronic methods of issuing citations • Assess effectiveness of online parking payment initiative • Implement new Fire Arms By-law to update boundaries • Implement new Noise By-law to reflect best practices • Continue education of parents in all schools with respect to traffic congestion with Fire & Emergency Services • Continue initiatives with local schools and York Region Police • Hire an additional municipal law enforcement officer to sustain level of service with the rapid growth of the Town

168


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

FINANCE - TAXATION11-03-033-2601 TAX/ASSESSMENT CONSULTANT 3,358 10,000 (6,642) -66% 10,000 11-03-033-5200 TAXES - WRITTEN OFF 42,801 175,000 (132,199) -76% 175,000 11-03-033-5201 TAXES - WRITTEN OFF PSAB 3510 (612,324) - (612,324) 0% 1 11-03-033-9000 TOWN GENERAL RATE (24,252,705) (24,252,729) 24 0% (25,574,428) 11-03-033-9050 TAX-TOWN SHARE SUPPLEMENT (363,881) (350,000) (13,881) 4% (350,000) 11-03-033-9051 TAX - SUPPLEMENT PSAB 3510 24,970 24,970 0% (1) 11-03-033-9200 PIL FEDERAL-TOWN - CANADA POST - (12,000) 12,000 -100% (12,000) 11-03-033-9201 PIL PROVINCIAL-TOWN - PROVINCE ON - (10,000) 10,000 -100% (10,000) 11-03-033-9202 PIL REGIONAL-TOWN - (90,000) 90,000 -100% (90,000) 11-03-033-9203 PIL HYDRO ONE-TOWN - (14,500) 14,500 -100% (14,500) 11-03-033-9204 PIL CN-TOWN - (21,000) 21,000 -100% (21,000) 11-03-033-9205 PIL METROLINX-TOWN - (18,000) 18,000 -100% (18,000)

Totals (25,157,781) (24,583,229) (574,552) 2% (25,904,928)

Expense 46,159 185,000 Expense 185,001 0.00%Revenue (24,591,616) (24,768,229) Revenue (26,089,929) 5.34%

Net (24,545,457) (24,583,229) Net (25,904,928) 5.38%CORPOATE SERVICES - ADMIN11-03-038-1010 SALARIES - 0% 202,000 transfer Director & Admin Assistant11-03-038-1500 BENEFITS - 0% 55,040 transfer Director & Admin Assistant11-03-038-2000 MILEAGE / CAR ALLOWANCE - 0% 13,000 amalgamate from all corp-serv departments11-03-038-2100 TECHNICAL TRAINING / DEV - 0% 41,300 amalgamate from all corp-serv departments11-03-038-2130 FEES, DUES & SUBSCRIPTIONS - 0% 15,450 amalgamate from all corp-serv departments11-03-038-2252 TELEPHONE - CELL - 0% 7,400 re-org. cell charges from corporate11-03-038-3010 PRINTING &OFFICE SUPPLIES - 0% 29,200 amalgamate from all corp-serv departments

Totals - - - 0% 363,390

Expense - - Expense 363,390 0.00%Revenue - - Revenue - 0.00%

Net - - Net 363,390 0.00%

169


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

FINANCE

11-03-030-1010 SALARIES 955,112 1,109,310 (154,198) -14% 978,960 eliminate Director and trsfr Admin Asst; add Purchasing Supervisor

11-03-030-1110 TEMPORARY HELP 4,997 43,240 (38,243) -88% 15,000 11-03-030-1400 SALARIES ALLOCATED FIXED (337,679) (337,680) 1 0% (360,650) 11-03-030-1500 BENEFITS 278,384 308,620 (30,236) -10% 282,850 elimination of Director and trsfr of Admin Asst11-03-030-1501 BENEFITS - Part Time 424 2,700 (2,276) -84% 1,500 11-03-030-2000 MILEAGE / CAR ALLOWANCE 2,331 7,000 (4,669) -67% - centralized in Corporate Admin11-03-030-2100 TECHNICAL TRAINING / DEV 2,478 10,000 (7,522) -75% - centralized in Corporate Admin11-03-030-2130 FEES, DUES & SUBSCRIPTIONS 5,919 5,300 619 12% - centralized in Corporate Admin11-03-030-2601 FIN'L CONSLT - VARIOUS 4,388 10,000 (5,612) -56% 10,000 11-03-030-2610 AUDIT FEES 22,525 59,000 (36,475) -62% 59,000 11-03-030-2630 TAX SALE EXPENSES 275 5,000 (4,725) -95% 5,000 11-03-030-3010 PRINTING &OFFICE SUPPLIES 5,493 12,800 (7,307) -57% - centralized in Corporate Admin11-03-030-4900 MISCELLANEOUS (168) 5,000 (5,168) -103% 5,000 11-03-030-5920 BANK CHARGES 33,014 32,000 1,014 3% 32,000 11-03-030-5923 BANK PAYROLL CHARGES - 2,000 (2,000) -100% 2,000 11-03-030-7000 CONTR TO R & R RESV 20,000 20,000 - 0% 20,000 11-03-030-8999 UNCLASSIFIED - (2,000) 2,000 -100% (2,000) 11-03-030-9300 TAX CERTIFICATE FEES (48,567) (40,000) (8,567) 21% (45,000) 11-03-030-9301 TAX SALE FEES (275) (5,000) 4,725 -95% (5,000) 11-03-030-9302 RECOVERABLE COST (6,882) (7,500) 618 -8% (7,500) 11-03-030-9303 RECOVERABLE ADMIN (115,379) (90,000) (25,379) 28% (110,000)

Totals 826,390 1,149,790 (323,400) -28% 881,160

Expense 997,493 1,294,290 Expense 1,050,660 -18.82%Revenue (171,103) (144,500) Revenue (169,500) 17.30%

Net 826,390 1,149,790 Net 881,160 -23.36%

170


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

INFORMATION TECHNOLOGY11-03-031-1010 SALARIES 364,872 468,090 (103,218) -22% 536,550 11-03-031-1110 TEMPORARY HELP 18,242 29,100 (10,858) -37% 15,000 11-03-031-1400 SALARIES ALLOCATED FIXED (147,115) (147,120) 5 0% (159,790) 11-03-031-1500 BENEFITS 116,892 132,640 (15,748) -12% 156,200 11-03-031-1501 BENEFITS - Part Time 1,578 2,910 (1,332) -46% 1,500 11-03-031-2000 MILEAGE / CAR ALLOWANCE 1,645 4,000 (2,355) -59% - centralized in Corporate Admin11-03-031-2100 TECHNICAL TRAINING / DEV 4,011 20,000 (15,989) -80% - centralized in Corporate Admin11-03-031-2130 FEES, DUES & SUBSCRIPTIONS 447 2,700 (2,253) -83% - centralized in Corporate Admin11-03-031-2260 INTERNET SERVICES 99,172 138,000 (38,828) -28% 138,000 11-03-031-2300 CORP SOFTWARE - ANNUAL LICENCES 152,023 185,000 (32,977) -18% 192,800 GIS -Region11-03-031-2390 SPECIALTY SOFTWARE 32,412 50,630 (18,218) -36% 50,630 11-03-031-2600 CONTRACTED SERVICES 31,564 50,000 (18,436) -37% 50,000 11-03-031-2601 CONSULTANTS 7,083 27,950 (20,867) -75% 27,950 11-03-031-2733 COMPUTER LEASE/SERVERS 68,409 133,800 (65,391) -49% 120,000 11-03-031-2800 EQUIPMENT RENTAL/MAINT 4,642 5,000 (358) -7% 5,000 11-03-031-2810 COMPUTER MAINT HARDWARE 31,087 35,000 (3,913) -11% 35,000 11-03-031-2899 MTNCE AGREEMENT - PRINTERS 2,357 7,500 (5,143) -69% 7,500 11-03-031-4900 MISCELLANEOUS 650 3,030 (2,380) -79% 3,030 11-03-031-4901 CONTINGENCIES - 5,000 (5,000) -100% 5,000 11-03-031-7000 CONTR TO R & R RESV 17,000 17,000 - 0% 17,000 11-03-031-7920 COMPUTER MTCE-DEPT ALLOC (16,335) (85,500) 69,165 -81% (85,500) 11-03-031-7800 PC RENTAL RECOVERY (51,803) (19,370) (32,433) 167% (18,600)

Totals 738,833 1,065,360 (326,527) -31% 1,097,270

Expense 806,971 1,170,230 Expense 1,201,370 2.66%Revenue (68,138) (104,870) Revenue (104,100) -0.73%

Net 738,833 1,065,360 Net 1,097,270 3.00%

171


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

CUSTOMER SERVICE11-03-032-1010 SALARIES 319,103 322,750 (3,647) -1% 265,870 transfer position to PT11-03-032-1110 TEMPORARY HELP/CONTRACT 30,438 40,800 (10,362) -25% 95,000 transfer position to PT11-03-032-1400 SALARIES ALLOCATED FIXED (35,672) (35,670) (2) 0% (36,380) 11-03-032-1500 BENEFITS 97,747 95,470 2,277 2% 84,310 transfer position to PT11-03-032-1501 BENEFITS - PART TIME 3,707 4,000 (293) -7% 14,200 transfer position to PT11-03-032-2000 MILEAGE / CAR ALLOWANCE - 500 (500) -100% - centralized in Corporate Admin11-03-032-2100 TECHNICAL TRAINING / DEVELOPMENT 1,246 3,000 (1,754) -58% - centralized in Corporate Admin11-03-032-2130 FEES, DUES & SUBSCRIPTIONS 758 1,000 (242) -24% - centralized in Corporate Admin11-03-032-2253 AFTER HOURS SERVICE 3,299 10,000 (6,701) -67% 7,500 reduced-monthly costs under $500/month11-03-032-2400 MARRIAGE LICENCES 4,800 7,000 (2,200) -31% 7,000 11-03-032-2600 CONTRACT - CANINE CONTROL 234,630 221,200 13,430 6% 243,870 confirmed contract pricing11-03-032-2601 CANINE CONTROL - EMERGENCY CARE 4,787 5,000 (213) -4% 5,000 11-03-032-2602 MISC/MTO INQUIRIES 1,138 4,000 (2,862) -72% 4,000 11-03-032-2606 PROCESSING FEE - DOG TAG COMMISSION 2,833 6,840 (4,007) -59% 6,840 11-03-032-3010 SUPPLIES (CANINE/CASH/BANKING) 1,882 4,100 (2,218) -54% 4,100 11-03-032-3111 COURIER SERVICE 498 3,000 (2,502) -83% 3,000 11-03-032-4900 MISCELLANEOUS 354 5,600 (5,246) -94% 5,600 11-03-032-4902 CASH SHORT/OVER (94) (94) - 11-03-032-5924 CASH SECURITY 589 2,000 (1,411) -71% 2,000 11-03-032-8011 MARRIAGE LICENCES (19,800) (23,000) 3,200 -14% (23,000) 11-03-032-8014 LICENCES & PERMITS - DOG TAGS (66,634) (127,800) 61,166 -48% (100,000) projected actuals11-03-032-8999 UNCLASSIFIED/COMMISSIONS (14,214) (12,000) (2,214) 18% (12,000) 11-03-032-9303 RECOVERABLE BID FEES (29,058) (15,600) (13,458) 86% (35,000)

Totals 542,337 522,190 20,147 4% 541,910

Expense 672,043 700,590 Expense 711,910 1.62%Revenue (129,706) (178,400) Revenue (170,000) -4.71%

Net 542,337 522,190 Net 541,910 3.78%CORPORATE - NON-DEPARTMENTAL11-03-039-1400 SITE ALTERATION ENFORCEMENT 67,954 67,950 4 0% 67,950 11-03-039-1511 EI ALLOCATION 11,147 35,000 (23,853) -68% - 11-03-039-2250 TELEPHONE 58,004 62,300 (4,296) -7% 16,300 re-distribute cell phone charges by user department11-03-039-2500 INSURANCE 106,149 340,000 (233,851) -69% 310,000 11-03-039-2510 INSURANCE CLAIM COST 18,482 20,000 (1,518) -8% 25,000 11-03-039-2601 COMMUNITY IMPROVEMENT PLAN - 50,000 (50,000) -100% 50,000 11-03-039-2641 IT STRATEGIC PRIORITY ASSESSMENT (6,150) 10,000 (16,150) -162% 10,000 11-03-039-2800 EQUIPMENT RENTAL & MNTCE 34,040 42,000 (7,960) -19% 42,000 11-03-039-3010 PRINTING & OFFICE SUPPLIES 28,695 40,000 (11,305) -28% 40,000 11-03-039-3110 POSTAGE 51,585 65,000 (13,415) -21% 65,000 11-03-039-5190 GRANTS/DONATIONS 13,711 20,000 (6,289) -31% - moved to council budget11-03-039-5197 MTO-PLATE INQUIRY FEES 2,062 2,600 (538) -21% 2,600 11-03-039-7005 CONTR TO NEW INFR RESV-BLDG 795,000 795,000 - 0% 795,000 11-03-039-7006 CONTR TO NEW INFR RESV 981,502 650,000 331,502 51% 1,023,000 11-03-039-7009 CONTR TO HYDRO RES 5,000 11-03-039-7010 CONTR TO NEW INFR RESV VOL FILL REV 3,604 385,000 (381,396) -99% 385,000

172


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

CORPORATE - NON-DEPARTMENTAL-CONTD11-03-039-7016 CONTR TO NEW LEGACY FEE RES FUND - 135,900 (135,900) -100% 135,900 11-03-039-7011 CONTR TO FED GAS TAX RESV 1,089,534 1,089,500 34 0% 1,143,980 11-03-039-7015 CONTR TO OCIF RESV 102,514 102,510 4 0% - 11-03-039-7012 CONTR TO CAPITAL RESV 620,240 608,900 11,340 2% 517,600 11-03-039-7013 CONTR TO PROV GRANT R.F. 46,589 1,000,000 (953,411) -95% 1,000,000 11-03-039-7014 CONTR TO FIS / AMP / STAB RESV - EXTRA - 233,320 (233,320) -100% 233,320 11-03-039-7503 BILL 124 OVERHEAD ALLOCATION (795,000) (795,000) - 0% (795,000) 11-03-039-7505 CONTR FROM RATE STABILIZATION - (1) 1 -100% (1) 11-03-039-7509 CONTR FR HYDRO RES 16,716 (45,000) 61,716 -137% (50,000) 11-03-039-7518 GRANT-FED GAS TAX (1,089,534) (1,089,500) (34) 0% (1,143,980) 11-03-039-7912 EI ALLOCATION - RECOVERY - (35,000) 35,000 -100% - 11-03-039-8136 FILL FEE - BASE & INFRA - PITS (388,831) (385,000) (3,831) 1% (385,000) 11-03-039-8137 FILL FEE - ENFORCEMENT SURCHARGE (6,916) (67,950) 61,034 -90% (67,950) 11-03-039-8138 FILL FEE - LEGACY - (135,900) 135,900 -100% (135,900) 11-03-039-8140 NON-REFUNDABLE OCCUPANCY - (250,000) 250,000 -100% (250,000) 11-03-039-8200 FINES (34,174) (40,000) 5,826 -15% (40,000) 11-03-039-8820 INTEREST EARNED ON BANK DEPOSITS (49,303) (50,000) 697 -1% (50,000) 11-03-039-8821 INTEREST EARNED ON A/R (21,986) (15,000) (6,986) 47% (15,000) 11-03-039-8822 INVEST INCOME-OWN FUNDS (526,768) (650,000) 123,232 -19% (650,000) 11-03-039-8911 CIP REPAYMENT (16,716) (5,000) (11,716) 234% (5,000) 11-03-039-8999 MISC REVENUE (410,056) (35,000) (375,056) 1072% (35,000) 11-03-039-9100 PENALTIES & INTEREST ON TAXES (1,108,961) (950,000) (158,961) 17% (955,000) 11-03-039-9410 FEDERAL / PROVINCIAL GRANTS (195,806) (1,000,000) 804,194 -80% (1,000,000) 11-03-039-9413 GRANT - OCIF (102,514) (102,510) (4) 0% - grant awarded in 201511-03-039-9411 GRANT - SPECIAL OMPF (608,900) (608,900) - 0% (517,600) 11-03-039-9412 GRANT - SPECIAL - SOURCE PROTECTION - (15,000) 15,000 -100% (15,000) 11-03-039-9500 GRANT - REGION FUNDED 68,498 68,498 -

Totals (1,245,589) (519,781) (725,808) 140% (242,781)

Expense 4,024,662 5,754,980 Expense 5,867,650 1.96%Revenue (5,270,251) (6,274,761) Revenue (6,110,431) -2.62%

Net (1,245,589) (519,781) Net (242,781) -53.29%

173


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

CLERK'S ADMINISTRATION11-04-040-1010 SALARIES 798,951 777,620 21,331 3% 311,550 move By-Law to new By-Law dept.

11-04-040-1110 SALARIES - PART TIME CLERKS 83,124 85,670 (2,546) -3% 15,000 move By-Law to new By-Law dept. Adj summer student rate

11-04-040-1400 SALARIES ALLOCATED FIXED (48,950) (48,950) - 0% (12,300) move By-Law to new By-Law dept.11-04-040-1500 BENEFITS 212,991 209,410 3,581 2% 92,580 move By-Law to new By-Law dept.11-04-040-1501 BENEFITS - PART TIME 9,311 11,580 (2,269) -20% 1,500 move By-Law to new By-Law dept.11-04-040-1540 CLOTHING ALLOWANCE 1,768 2,630 (862) -33% - moved to new By-Law dept.11-04-040-2000 MILEAGE / CAR ALLOWANCE 2,558 5,600 (3,042) -54% - centralized in Corporate Admin11-04-040-2100 TECHNICAL TRAINING / DEVELOPMENT 7,154 8,150 (996) -12% - centralized in Corporate Admin11-04-040-2130 FEES, DUES & SUBSCRIPTIONS 2,896 4,950 (2,054) -41% - centralized in Corporate Admin11-04-040-2601 ARBITRATORS - BYLAWS - 750 (750) -100% - moved to new By-Law dept.11-04-040-2629 CLOSED MEETING INVESTIGATOR 1,007 3,000 (1,993) -66% 3,000 11-04-040-2712 WEED CONTROL 3,714 1,020 2,694 264% - moved to new By-Law dept.11-04-040-2734 VEHICLE LEASE - BY-LAW 9,038 10,050 (1,012) -10% - moved to new By-Law dept.11-04-040-2810 COMPUTER MAINTENANCE 13,800 13,700 100 1% 8,400 iCompass, JJ McKay moved to By-Law11-04-040-2812 COUNCIL BROADCAST 2,500 11-04-040-3010 PRINTING & OFFICE SUPPLIES-TOMRMS 15,991 20,400 (4,409) -22% - centralized in Corporate Admin11-04-040-3050 ELECTION EXPENSE 1,966 10,000 (8,034) -80% 500 11-04-040-3801 VEHICLE - FUEL 4,066 6,000 (1,934) -32% - moved to new By-Law dept.11-04-040-3802 VEHICLE - MTNCE & RPRS 389 1,000 (611) -61% - moved to new By-Law dept.11-04-040-4900 MISCELLANEOUS 5,626 7,480 (1,854) -25% 5,355 11-04-040-5190 TOWN CEMETERIES GRANT 5,370 5,380 (10) 0% 6,187 11-04-040-5196 LIVESTOCK CLAIMS 1,175 2,400 (1,225) -51% 2,400 11-04-040-7000 CONTR TO ELECTIONS RESV 60,000 60,000 - 0% 60,000 11-04-040-7511 CONTR FRM ELECTION RESERVE (1,966) (10,000) 8,034 -80% (500) 11-04-040-7930 NEWSLETTER CHARGE BACK - (5,100) 5,100 -100% - 11-04-040-8010 MARRIAGE CEREMONIES (7,462) (8,000) 538 -7% (8,000) 11-04-040-8012 LOTTERY LICENCES / PERMITS (1,561) (1,000) (561) 56% (2,000) 11-04-040-8013 LICENCES & PERMITS / GENERAL (17,602) (15,000) (2,602) 17% (18,000) 11-04-040-8999 UNCLASSIFIED (11,219) (8,580) (2,639) 31% (2,510) By-Law & Legal user fees removed 11-04-040-9410 CONDITIONAL GRANTS - ANIMAL (1,130) (3,570) 2,440 -68% (3,570) 11-04-040-9800 RECOVERABLE COST - WEEDS (4,200) (1,000) (3,200) 320% - moved to new By-Law dept.11-04-040-9850 PROSECUTION RECOVERY (11,803) (18,360) 6,557 -36% - moved to new By-Law dept.

Totals 1,135,002 1,127,230 7,772 1% 462,092

Expense 1,191,945 1,197,840 Expense 496,672 -58.54%Revenue (56,943) (70,610) Revenue (34,580) -51.03%

Net 1,135,002 1,127,230 Net 462,092 -59.01%

COMMITTEES

11-04-042-2601 ADVISORY COMMITTEES 3,535 8,000 (4,465) -56% 15,300

Totals 3,535 8,000 (4,465) -56% 15,300


Net 3,535 8,000 Net 15,300 91.25%174


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

BY-LAW11-04-044-1010 SALARIES - 0% 356,720 New Officer, start date April11-04-044-1110 SALARIES - PART TIME - 0% 50,000 11-04-044-1400 SALARIES ALLOCATED FIXED - 0% (67,950) 11-04-044-1500 BENEFITS - 0% 98,810 New Officer, start date April11-04-044-1501 BENEFITS - PART TIME - 0% 6,500

11-04-044-1540 CLOTHING ALLOWANCE - 0% 4,015 2 shirts/2pants/boots per Officer, winter jacket, includes outfitting new officer

11-04-044-2601 ARBITRATORS - BYLAWS - 0% 750 11-04-044-2712 WEED CONTROL - 0% 2,300 11-04-044-2734 VEHICLE LEASE - BY-LAW - 0% 10,050 11-04-044-2810 COMPUTER MAINTENANCE - 0% 5,450 JJ McKay moved to By-Law from Clerks11-04-044-3801 VEHICLE - FUEL - 0% 5,000 11-04-044-3802 VEHICLE - MTNCE & RPRS - 0% 5,000 may need new brakes front/rear11-04-044-4900 MISCELLANEOUS - 0% 1,000 11-04-044-8999 UNCLASSIFIED - 0% (5,250) 11-04-044-9800 RECOVERABLE COST - WEEDS - 0% (2,300) 11-04-044-9850 PROSECUTION RECOVERY - 0% (18,360)

Totals - - - 0% 451,735

Expense - - Expense 477,645 0.00%Revenue - - Revenue (25,910) 0.00%

Net - - Net 451,735 0.00%

TOTAL CORPORATE SERVICES (23,157,273) (21,230,440) (1,926,833) 9% (22,334,852) 5.20%


Growth Related Increases (340,895) Legislated Mandatory Increases -

Service Level Increases 2,500 (937,257)

Total (1,104,412)

175


CORPORATE SERVICES

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

CEMETERY21-60-600-1400 SALARIES ALLOCATED FIXED 15,505 15,500 5 0% 16,200 21-60-600-2222 WATER CONSUMPTION 230 230 - 0% 230 21-60-600-2500 INSURANCE 2,200 2,200 - 0% 2,200 21-60-600-2700 STOUFFVILLE - CONTRACT MTCE 31,309 35,000 (3,691) -11% 31,000 21-60-600-2701 BURIAL LABOUR CHARGES 15,951 24,500 (8,549) -35% 28,140 Council awarded new contract, price increased21-60-600-2705 MTCE/EQUIP-BLOOMINGTON 495 600 (105) -18% 750 Leisure take up grass cutting21-60-600-2706 MTCE/EQUIP-HARTMAN 1,116 2,000 (884) -44% 2,100 Leisure take up grass cutting21-60-600-2714 MTCE GROUNDS SNOW REMOVAL 2,081 3,520 (1,439) -41% 4,272 Council awarded new contract, price increased21-60-600-2810 CEMETERY SOFTWARE LIC/MTNCE - 2,000 (2,000) -100% 2,000 21-60-600-4600 MARKERS 2,912 1,000 1,912 191% 3,480 21-60-600-4610 FOUNDATIONS - 590 (590) -100% 590 21-60-600-4900 MISCELLANEOUS 2,907 4,660 (1,753) -38% 4,753 21-60-600-7000 CONTR TO RES CAPITAL CEMETERY 4,958 1,000 3,958 396% 1,000 21-60-600-7007 CONTR TO RES CAPITAL NICHES 3,000 3,000 - 0% 3,000 21-60-600-7515 CONTRIB-TOWN GRANT (5,370) (5,370) - 0% (6,877) 21-60-600-8180 GRAVE OPENING/BURIAL FEE (39,985) (56,400) 16,415 -29% (59,115)21-60-600-8181 GRAVE OPENING/BURIAL HARTMAN (410) (400) (10) 2% (448) 21-60-600-8183 RECOVERABLE FOUNDATION - (200) 200 -100% (3,480) 21-60-600-8184 RECOVERABLE MARKERS (1,440) (200) (1,240) 620% -

21-60-600-8185 SALE OF NICHES (7,360) (11,000) 3,640 -33% (6,515) only bottom rows remaining, anticipate lower sales revenue

21-60-600-8186 SALE OF PLOTS (9,655) (6,700) (2,955) 44% (7,250) 21-60-600-8187 SALE OF CREM. LOTS (1,150) (1,000) (150) 15% (1,500) 21-60-600-8822 INVEST INCOME-CEMETERY - (1,020) 1,020 -100% (1,020) 21-60-600-8824 PERPETUAL CARE INTEREST (10,543) (7,350) (3,193) 43% (7,350) 21-60-600-8900 DONATIONS-STOUFFVILLE (1,199) (1,400) 201 -14% (1,400) 21-60-600-8999 UNCLASSIFIED (5,552) (4,760) (792) 17% (4,760)

Totals - - - -


Net - - Net -

TOTAL CEMETERY - - - -

Inflation - Annualization Increases (4,225)

Growth Related Increases - Legislated Mandatory Increases -

Service Level Increases - Other 4,225 Total -

176


Finance - IT PC/GL Number budget $ Total Exp/Funded RemainingEstimated


Road Inspection Software 031-15-00771 30,000.00 1,918.98 28,081.02 Dec 31/16IT projects deferred re: vacancies

Records Management Software 031-15-00502 195,000.00 - 195,000.00 Dec 31/16 IT projects deferred re: vacancies

Bellamy Software Upgrade 031-15-00833 200,000.00 200,000.00 Dec 31/16IT projects deferred re: vacancies

425,000.00 1,918.98 423,081.02

177



Change Resch





03 - Corporate Services

030-Finance Admin

2017

630 13.210.025 Development Charge Study 340,000 306,000 0 0 34,000 VCA

Total 2017 340,000 306,000 0 0 34,000

Total 030-Finance Admin 340,000 306,000 0 0 34,000


178



Change Resch






031-Info Technology

2016

376 Software Reconfiguration / Report Writing 2016

10,000 0 10,000 0 0

487 Soft / Hardware Upgrades 2016 50,000 0 50,000 0 0

494 Software Licensing 2016 45,000 0 45,000 0 0

873 Automated Parking Ticket Software & Project Management

N 100,000 0 100,000 0 0

Total 2016 205,000 0 205,000 0 0

2017


10,000 0 10,000 0 0



862 Property Mngt System Upgrade Project Management

R 60,000 0 60,000 0 0 B124

893 Budget Module Software Upgrade N 100,000 0 100,000 0 0

Total 2017 265,000 0 265,000 0 0

2018

146 Property Mgmt System Ph 3 & Implementation R 750,000 0 750,000 0 0 B124

324 Remote Data Entry Equip & Implement 105,000 0 105,000 0 0 B124Subject to approval of IT staff complement


10,000 0 10,000 0 0

382 Payment Card Industry Compliance Updates 45,000 0 45,000 0 0



Total 2018 1,005,000 0 1,005,000 0 0

2019

325 Property Mgt System Upgrade 20,000 0 20,000 0 0 B124

333 Remote Data Entry Equipment 10,000 0 10,000 0 0 B124


15,000 0 15,000 0 0



179



Change Resch






031-Info Technology

2019


Total 2019 155,000 0 155,000 0 0

2020

333 Remote Data Entry Equipment 75,000 0 75,000 0 0 B124


15,000 0 15,000 0 0



Total 2020 200,000 0 200,000 0 0

2021




566 Website Upgrade 100,000 0 100,000 0 0


15,000 0 15,000 0 0

Total 2021 245,000 0 245,000 0 0

2022

567 Payment Card Industry Compliance Update 45,000 0 45,000 0 0




15,000 0 15,000 0 0

Total 2022 170,000 0 170,000 0 0

2023





15,000 0 15,000 0 0

Total 2023 145,000 0 145,000 0 0


180



Change Resch






031-Info Technology

2024

472 Property Management System Upgrade 20,000 0 20,000 0 0 B124




15,000 0 15,000 0 0

Total 2024 145,000 0 145,000 0 0

Total 031-Info Technology 2,535,000 0 2,535,000 0 0


181



Change Resch






044-By-Law

2016

894 Pick-Up Truck N 40,000 0 40,000 0 0 Shared - to accommodate Manager & new Officer

Total 2016 40,000 0 40,000 0 0

Total 044-By-Law 40,000 0 40,000 0 0


182



Change Resch






060-Cemetery

2016

874 Columbarium - Stouffville Cemetery N 50,000 0 50,000 0 0 New columbarium at Stouffville Cemetery

Total 2016 50,000 0 50,000 0 0

Total 060-Cemetery 50,000 0 50,000 0 0


183

Corporate Services - 10 Year Capital Forecast


184

Office of the Chief Administrative Officer 2016 Business Plan


Marc J. Pourvahidi Chief Administrative Officer

Overview

The Office of the Chief Administrative Officer is responsible for the strategic leadership of the Corporation that works in consultation with Council, the Community and our Partners to strengthen the Town and the manner in which we deliver services and programs. The CAO’s

Office provides leadership and strategic advice to Council and works to create a framework through which the Town Administration can thrive and achieve Council’s strategic goals and vision. The CAO acts as the key advisor to Council, leads the Senior Management Team (SMT) and serves as a key contact with other levels of government, the public and the business community. In addition, other functions are also managed out of the CAO’s Office including Corporate Communications, Legal Services, Economic Development, Downtown Stouffville portfolios, Human Resources, and, Real Estate matters. Corporate Organization Chart

COUNCIL

Chief Executive Officer Corporate

ServicesDevelopment

Services

Leisure & Community

Services

Fire & Emergency

ServicesPublic Works

Public Library Board Chief Administative Officer

185



Staffing Complement – Office of the CAO 9.0 Regular FTE (Current) Department Mission Statement The Corporation of the Town of Whitchurch-Stouffville is a dedicated team of Volunteers, Staff and Elected Officials who apply leadership, enthusiasm, skill and integrity in providing needed and valued services that help build the best quality of life possible for all of our citizens. The CAO’s Office represents a committed partner in achieving this objective. Goals

Focus on building a better Organization and supporting Council in building a better Community

A progressive Organization built on principles which anticipates and satisfies the requirements of our residents and businesses, which is achieved through a team of committed, highly skilled and valued employees

Promote fiscal stewardship to meet the needs of the Community for today and to position the Corporation so that it can respond to

future needs and requirements

Chief Administrative Officer

Executive Assistant to the CAO

Manager, Human Resources

& Strategic Initiatives

Corporate

Communications Specialist Economic Development

Officer

Downtown Coordinator Town Solicitor

Law Clerk

HR Coordinator

186



Promote an environmentally aware and responsive Organization that recognizes the heritage, cultural landscapes, natural features and scenic attributes of the Town’s rural and urban areas

Promote and develop a Community, in partnership with Council, the residents and businesses, that represents the jewel of York Region as a destination to live, work, play and invest

Provide for meaningful engagement of stakeholders and the Public in studies, projects, and the decision-making processes of Council

Policy Guidelines for Service Delivery – Chief Administrative Officer Municipal Act, 2001 provides the legislative framework for the Town’s operations and governance

The CAO’s authority is contained in Town By-law 2014-044-AP and Section 229 of the Municipal Act

Various Town By-laws and Council Resolutions provide direction for operational and governance matters

Various Administrative Policies outline a number of Corporate standards and workplace matters

2015 Review Continued work on the Corporate Efficiency Review (CER), including the restructuring of services associated with Corporate Services

involving former Finance & Clerks departments

Implemented the LED streetlight conversion project, introduction of Corporate Debt management Policy, leading the Joint Steering Committee for the expansion of the Leisure Centre and the Public Library in conjunction with the respective departments

Continued with SMT meetings and improved deliverables 2016 Goals

Through the convening of focus group sessions with a broad spectrum of Staff, a framework of a Staff Engagement Strategy to improve work place quality and efficiency

Develop, maintain and promote a reliable and sustainable Economic Development Strategy for economic Development readiness

187



Continue to work with the Region of York to develop a policy provision for Municipal services being extended to the Communities of Gormley and Vandorf to facilitate employment land use activities within the designated growth areas;

Develop and promote an enhanced Community Engagement Strategy to complement the decision-making process of the Town;

Continued evaluation and roll out of initiatives under the Corporate Efficiency Review that are designed to maintain Council approved

service levels while simultaneously providing services and programs in a financially sustainable manner;

Start, develop and promote a focus an emphasis to “Asset Management” for a better maintenance program for Town’s infrastructure and facilities;

Comprehensive review and update of all Corporate and Administrative Policies and Procedures

Key Issues & Challenges: Update, maintain and adapt new Corporate & Human Resources policies, processes and programs to ensure clarity on how the Town conducts its business

Promote and utilize emerging technologies to address changing the community demographics and social issues;

Continuing to develop and nurture partnerships with the Town’s various Municipal partners, which includes the Region of York, the

Northern Six (N6), and the Provincial and Federal Governments;

Responding to the Town’s continued desire to provide a high level of services and programs, while simultaneously recognizing the desire to maintain the property tax base at reasonable levels;

Acknowledging the reality of a regional economic climate, that while currently stable, is tremendously influenced by world events and uncertainties;

188



Human Resources Division Overview:

Human Resources division is considered to be a strategic partner with Department Heads, Managers and their teams, with individual employees and with other groups, to provide customer-driven innovative human resources programs and services to support our most valuable resource – our employees. A key objective through this partnership is to create a work environment of employee empowerment. The core services and competencies of the Human Resources Division include recruitment, promotions, staffing and retention of a diverse workforce, employee/labour relations, organizational and employee development, performance reviews, health and wellness, benefits administration, human resources information management and strategic initiatives. Organizational Chart:

2 FTE (Current) Division Mission Statement:

We are committed to providing excellent service. We partner with management to recruit and retain a highly qualified diverse staff; facilitate positive employee relations; train to enhance employee skills, performance and job satisfaction. We create and implement programs to increase organizational effectiveness; we design and deliver fair, competitive benefit and compensation programs. Through strategic partnerships and collaboration, the Human Resources Division recruits, develops and retains a high performing and diverse workforce and fosters a healthy, safe, and productive work environment for employees, their families, departments, and the public in order to maximize individual and organizational potential and position the Town of Whitchurch-Stouffville as an employer of choice Goals and Objectives of Human Resources: The Human Resources Division is a “value-add” support team. We are responsible for effective people processes that help enable the Organization to meet the corporate strategic goals and become “a best place to work.” To achieve this, the following HR needs to state, promote and confirm:

We are excellent human resource professionals We are champions of people and their development We embrace and foster our Corporate core values We are valued business partners in support of other Departments

189



Human Resources will:

Provide a high quality work by building relationship Work diligently to be respected and valued by the organization in providing sound counsel and timely advice or feedback Help remove or mitigate obstacles and provide options or solutions Help the Organization develop and use the tools and processes to develop our people Ask for help when necessary Ensure our teams believe that they have made a meaningful contribution to the success of their Departments while executing all

aspects of their job Respect our Core Values

Policies:

All Administrative Policies and Procedures Human Rights Code Occupational Health and Safety Act Employee Assistance Program Accessibility for Ontarians with Disabilities Act (AODA) Compensation Policies Employment Standards Act, 2000

Fire Prevention and Protection Act

Labour Relations Act

Pay Equity Act Service Delivery:

Staffing and orientation Compensation, Benefits, Work/life Balance Employee and Labour Relations Learning and Development Work Place Health & Safety Healthy Workplace Succession Planning Employee Engagement WSIB Management / LTD Management Performance Management

190



Workplace Investigations Policy oversight compliance, creation and updates

Internal and External Challenges:

A clear/below average Staff Resources A high percentage of staff is eligible to retire soon Diverse Municipality that continues to grow AODA Compliance challenges Possible updates to the Occupational Health/Safety Act

2016 Division Goals: Develop a sustainable HR Strategy Make the Town the “employer of Choice” Build highest quality employee relationship Continue a meaningful employee engagement Update Corporate HR Policies/procedures Continue with Staffing and Orientation Initiatives Enhance Compensation, Benefits, Work/life Balance, where possible Improve Employee and Labour relations Increase Learning and Development opportunities Build, promote and maintain a Healthy Workplace

191



Corporate Communication Division Overview: The Communications Division provides information externally to Town residents, business and potential investors, and, internally to our Staff in order to: inform them about their Municipal government, its services and programs, inspire them to help the Town to realize its vision, and ensure that they are aware of the manner in which they can become active an engaged in their Town. Organization Chart: 1 FTE (Current) Goals and Objectives of the Corporate Communication Division:

Provide the Corporation with an effective, consistent and proactive message for both our internal and external audience Provide effective issues management and ensure that at critical times a timely and informative message is distributed to stakeholders Contribute to creating a positive public understanding of the Town’s policies, services and functions Create easily recognizable and effective communication tools


Corporate Strategic Plan Communications Strategy Corporate Identity Standards

2016 Goals:

Revisit and update the Town’s Corporate Communications Strategy Reformat and launch the Town’s Communications Committee with representatives drawn from each Town Department, inclusive of

internal training Establish the creation of Community Reports (2 editions per year)

192



Economic Development and Downtown Stouffville “Destination: Whitchurch-Stouffville!” Overview: Through marketing, promotion, outreach and research establish Whitchurch-Stouffville as the preferred destination within York Region. It is the objective of the Division to make the Town of Whitchurch-Stouffville a community of choice to live, work, play and invest. The Town will actively work with our existing businesses to retain their presence and support their desire for expansion, and, to facilitate and attract new business opportunities so as to provide a robust local employment option for our residents. Destination: Whitchurch-Stouffville! is comprised of two areas of focus, Downtown Stouffville and the Economic Development portfolios. Destination: Whitchurch-Stouffville! through the Economic Development Division also represents the lead Department for the Town in advancing tourism opportunities. Organizational Chart: 2 FTE (Current) Goals and Objectives for Destination: Whitchurch-Stouffville!

To promote business retention, facilitate the expansion of existing enterprises, and, the attraction of new businesses to the Town

To foster an economic ready perspective in the consideration of the exchange of information to landowners and potential investors, and, the seamless integration of professional services from the introduction of a concept for a proposed business venture through to the issuance of a building permit

To leverage partnership opportunities with other Town Departments and external agencies, such as the York Region Small Business Enterprise Centre, and the Northern Six (N6) Partnership, to properly service the needs of the Town’s business and employment sectors

To support the Town’s key sectors of commerce, tourism, agriculture and industry through outreach, education and the exchange of information

193



Policy Guidelines for Service Delivery Corporate Strategic Plan Downtown Stouffville Strategic Plan of Action Town’s Economic Development Strategy Town’s Official Plan

2016 Goals:

Complete the Economic Development Strategic Plan in Q2 Commence the implementation of the Council adopted Tourism Strategy Develop and implement a Downtown Stouffville Retail Recruitment Strategy In partnership with the Region of York and the Northern Six (N6), advance forward with the recommendations in the Broadband Study

to provide for enhanced opportunities for high speed internet connections for both the rural and urban areas of the Town

194



Legal Services Division Overview: The Legal Services Division is responsible for providing legal advice to Staff, the Mayor and Council, and for the review and drafting of legal agreements required for execution by the Town. Legal Services is responsible for the registration of by-laws, agreements, Transfers and other Town related documents affecting title to lands in connection with Site Plan Control Agreements and Subdivisions, and representing the Town in the acquisition or disposition of lands. Organization Chart: 2 FTE (Current) Goals and Objectives of the Legal Services Division:

To provide the Corporation with legal services on an as-needed basis in a timely manner To sustain a high-level of customer service excellence and communication


Corporate Strategic Plan Communications Strategy Corporate Identity Standards

2016 Goals:

Hiring of a new Town Solicitor Review of inventory of Town-owned lands to determine if any parcels should be offered for sale

195


GENERAL ADMINISTRATION

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

CAO11-02-020-1010 SALARIES 598,015 585,400 12,615 2% 717,417 step level increased and 2 new HR positions11-02-020-1110 SALARIES - PART TIME 20,045 22,220 (2,175) -10% 22,220 11-02-020-1400 SALARIES ALLOCATED FIXED (207,500) (207,500) - 0% (223,870) 11-02-020-1500 BENEFITS 150,762 150,110 652 0% 202,516 step level increased and 2 new HR positions11-02-020-1501 BENEFITS - PART TIME 1,811 1,960 (149) -8% 1,960 11-02-020-1900 CONTINGENCIES - 150,000 (150,000) -100% 150,000 11-02-020-1901 REORGANIZATION CONTINGENCY 53,290 50,000 3,290 7% 50,000 11-02-020-2000 MILEAGE/CAR ALLOWANCE 5,464 6,300 (836) -13% 6,300 11-02-020-2020 MEETING-MEAL EXPENSES 3,380 4,000 (620) -16% 4,000 11-02-020-2100 TECHNICAL TRAINING / DEVELOPMENT 644 2,000 (1,356) -68% 2,000 11-02-020-2130 FEES DUES AND SUBSCRIPTIONS 2,189 2,320 (131) -6% 2,320 11-02-020-2252 TELEPHONE - CELL 5,100 re-org. cell charges from corporate11-02-020-2601 CONSULTANT - MISC STUDY 5,408 15,000 (9,592) -64% 15,000 11-02-020-2611 INTERNAL AUDIT 18,149 18,500 (351) -2% 18,500 11-02-020-2641 GROWTH RELATED STUDIES 12,050 50,000 (37,950) -76% - 11-02-020-3402 CORP COMMUNICATIONS 49,251 67,450 (18,199) -27% 60,000 11-02-020-3410 PUBLIC RELATIONS 6,185 7,000 (815) -12% 7,000 11-02-020-4900 MISCELLANEOUS 113 3,000 (2,887) -96% 3,000 11-02-020-7505 CONTR FR STABL RES/GAP - (50,000) 50,000 -100% (50,000) 11-02-020-8700 CONTR FR DC (12,050) (50,000) 37,950 -76% -

Totals 707,206 827,760 (120,554) -15% 993,463

Expense 719,256 927,760 Expense 1,043,463 12.47%Revenue (12,050) (100,000) Revenue (50,000) -50.00%

Net 707,206 827,760 Net 993,463 20.02%

196



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

ECONOMIC DEVELOPMENT11-02-021-1110 PART TIME - ECONOMIC DEV. - 8,400 (8,400) -100% 8,400 11-02-021-1400 SALARIES ALLOCATED FIXED 80,280 80,280 - 0% 94,340 11-02-021-1501 BENEFITS - PART TIME - 1,170 (1,170) -100% 1,170 11-02-021-2000 MILEAGE 647 1,500 (853) -57% 2,000 11-02-021-2100 TECHNICAL TRAINING / DEVELOPMENT 1,606 2,000 (394) -20% 2,000 11-02-021-2601 TOURISM STRATEGY - PHASE 1 4,358 6,000 (1,642) -27% 6,000 11-02-021-2602 ECONOMIC DEVELOPMENT STRATEGY 18,317 90,000 (71,683) -80% 40,000 11-02-021-3010 PRINTING/OFFICE SUPPLIES 77 1,500 (1,423) -95% 1,500 11-02-021-3040 BUSINESS RETENTION & EXPANSION 2,850 10,000 (7,150) -72% 10,000 11-02-021-3400 ADVERTISING & RESEARCH 653 24,000 (23,347) -97% 20,000 11-02-021-3420 MARKETING/PROMOTION 11,518 24,000 (12,482) -52% 20,000 11-02-021-3421 N6 MARKETING 698 2,200 (1,502) -68% 2,500 11-02-021-4900 MISCELLANEOUS 168 500 (332) -66% 500 11-02-021-9410 PROVINCIAL GRANT (9,000) (45,000) 36,000 -80% (45,000) received on project completion only

Totals 112,172 206,550 (94,378) -46% 163,410

Expense 121,172 251,550 Expenses 208,410 -17.15%Revenue (9,000) (45,000) Revenues (45,000)

Net 112,172 206,550 Net 163,410 -20.89%HUMAN RESOURCES11-02-022-1510 WSIB FEES - - 0% - 11-02-022-1520 STAFF DEVEL. & RECOGN. 9,898 13,000 (3,102) -24% 15,000 11-02-022-1521 EMPLOYEE ASSISTANCE PROG - 10,000 (10,000) -100% 10,000 11-02-022-1530 HEALTH AND SAFETY COMMITTEE 125 5,000 (4,875) -98% 5,000 11-02-022-2000 MILEAGE/CAR ALLOWANCE 713 400 313 78% 400 11-02-022-2100 EDUCATION & CORP TRAINING 12,660 22,500 (9,840) -44% 39,100 additional corporate training11-02-022-2130 FEES DUES AND SUBSCRIPTIONS 1,142 3,350 (2,208) -66% 3,350 11-02-022-2520 ADD-INDEMNITY INSURANCE 54,227 55,000 (773) -1% 59,000 11-02-022-2601 CONSULT-LABOUR 19,865 25,000 (5,135) -21% 25,000 11-02-022-3010 MATERIALS & SUPPLIES 610 500 110 22% 500 11-02-022-3401 ADVERTISING - RECRUITMENT 10,980 10,000 980 10% 10,000 11-02-022-3510 WORKERS COMP-GENERAL FEES 1,075 7,500 (6,425) -86% 7,500 11-02-022-4900 MISCELLANEOUS 258 500 (242) -48% 500 11-02-022-7900 RECOVERY - - - 0% -

Totals 111,553 152,750 (41,197) -27% 175,350

Expense 111,553 152,750 Expense 175,350 14.80%Revenue - - Revenue - 0.00%

Net 111,553 152,750 Net 175,350 14.80%

REAL ESTATE11-02-023-2631 APPRAISALS 5,658 5,000 658 13% 5,000 11-02-023-3400 ADVERTISING - 5,000 (5,000) -100% 5,000 11-02-023-4901 MISC COST - PROP ACQ/SALE 4,681 20,000 (15,319) -77% 20,000 11-02-023-7004 CONTR TO NEW INFR RESV-SALES 508,268 970,000 (461,732) -48% 970,000 11-02-023-9900 SALE OF PROPERTY (518,607) (1,000,000) 481,393 -48% (1,000,000)

Totals - - - 0% -

Expense 518,607 1,000,000 Expense 1,000,000 0.00%Revenue (518,607) (1,000,000) Revenue (1,000,000) 0.00%

Net - - Net -

197



ACCOUNT NAME


2015BUDGET

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2016BUDGET NOTES

DOWNTOWN STOUFFVILLE11-02-024-1110 SALARIES - PART TIME - 8,400 (8,400) -100% 8,400 11-02-024-1400 SALARIES ALLOCATED FIXED 93,570 93,570 - 0% 95,480 11-02-024-1501 BENEFITS - PART TIME - 840 (840) -100% 840 11-02-024-2000 MILEAGE/CAR ALLOWANCE 833 500 333 67% 1,000 11-02-024-2100 TECHNICAL TRAINING / DEVELOPMENT 20 500 (480) -96% 500 11-02-024-2130 FEES, DUES & SUBSCRIPTIONS - 300 (300) -100% 300 11-02-024-2250 TELEPHONE / FAX 3,615 3,000 615 21% 4,000 11-02-024-2700 BANNERS - 1,000 (1,000) -100% 1,000 11-02-024-3010 PRINTING & OFFICE SUPPLIES 261 350 (89) -25% 500 11-02-024-3012 DOWNTOWN CORE IMPROVEMENTS - 7,580 (7,580) -100% 7,000 11-02-024-3013 MARKET/FIELD SURVEYS & DATA COL. 200 1,000 (800) -80% 1,000 11-02-024-3017 EVENT PLANNING & DEVELOPMENT 19,895 23,500 (3,605) -15% 23,500 11-02-024-3210 PHOTOCOPYING / REPRODUCTION - 150 (150) -100% 250 11-02-024-3400 ADVERTISING/PROMOTION/MARKETING 50,835 72,270 (21,435) -30% 72,270 11-02-024-3403 FARMERS MARKET EXPENSES - 5,000 (5,000) -100% 5,000 11-02-024-3420 PUBLICATIONS/BROCHURES/PAMPHLETS 11,180 15,500 (4,320) -28% 15,500 11-02-024-4900 MISCELLANEOUS EXPENSE 135 250 (115) -46% 250 11-02-024-8518 FARMERS MARKET RENT FEES (1,938) (5,000) 3,062 -61% (5,000) 11-02-024-8550 ADVERTISING/PROMO/MARKETING REV (26,244) (54,210) 27,966 -52% (54,210) 11-02-024-8551 BANNERS (1,075) (1,000) (75) 8% (1,000) 11-02-024-8601 EVENT PLANNING & DEVELOPMENT (6,880) (4,500) (2,380) 53% (7,000) 11-02-024-9001 SPECIAL LEVY (78,550) (77,950) (600) 1% (77,950) 11-02-024-9699 GRANTS - OTHER (5,533) (12,500) 6,967 -56% (12,500)

Totals 60,324 78,550 (18,226) -23% 79,130


Net 60,324 78,550 Net 79,130 0.74%

198



ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

LEGAL11-04-043-1010 SALARIES 197,988 218,540 (20,552) -9% 222,100 11-04-043-1400 SALARIES ALLOCATED FIXED (30,660) (30,660) - 0% - not required clerk full time in legal11-04-043-1500 BENEFITS 41,175 41,560 (385) -1% 42,700 11-04-043-2000 MILEAGE/CAR ALLOWANCE 250 11-04-043-2100 TECHNICAL TRAINING / DEVELOPMENT 1,800 11-04-043-2130 FEES, DUES & SUBSCRIPTIONS 5,500 11-04-043-2620 LEGAL FEES - GENERAL 64,109 51,760 12,349 24% 65,000 11-04-043-2621 LEGAL FEES - HUMAN RESOURCES 5,657 15,600 (9,943) -64% 20,000 11-04-043-2623 LEGAL FEES - PLANNING 3,359 26,000 (22,641) -87% 25,000 11-04-043-2622 LEGAL FEES - OMB - 208,100 (208,100) -100% 200,000 11-04-043-3010 PRINTING & OFFICE SUPPLIES 1,500 11-04-043-7505 CONTR FRM STABILIZATION RESV - OMB - (208,100) 208,100 -100% (225,000) 11-04-043-7911 LEGAL RECOVERY - BUILDING (22,500) (22,500) - 0% (22,500) 11-04-043-8154 SPA AGREEMENT EXECUTION FEE (15,000) 11-04-043-8155 SUBDIVISION AGR. EXECUTION FEE (5,000) 11-04-043-9810 LEGAL RECOVERY - GEORGINA (78,067) (91,130) 13,063 -14% - 11-04-043-9811 LEGAL RECOVERY - SUBDIVISIONS (15,739) (52,000) 36,261 -70% (32,000)

Totals 165,322 157,170 8,152 5% 284,350

Expense 281,628 530,900 Expense 583,850 Revenue (116,306) (373,730) Revenue (299,500)

Net 165,322 157,170 Net 284,350

TOTAL GENERAL ADMINISTRATION 1,156,577 1,422,780 (266,203) -19% 1,695,703 19.18%

Inflation - Annualization Increases 158,325


Service Level Increases (36,190) Other 50,760 Total 272,923

199



Change Resch





02 - General Admin

020-General Admin

2016

751 13.410.073.3 Project Management & Administration 128,842 128,842 0 0 0 DC Rds

Total 2016 128,842 128,842 0 0 0

2017


Total 2017 128,842 128,842 0 0 0

2018

581 Community Survey 35,000 0 35,000 0 0


760 General Admin Study 25,000 0 25,000 0 0

Total 2018 188,842 128,842 60,000 0 0

2019



Total 2019 153,842 128,842 25,000 0 0

2020

582 Economic Development Strategy Update 90,000 0 45,000 0 45,000 pending Rural Economic Development Grant



Total 2020 243,842 128,842 70,000 0 45,000

2021



Total 2021 153,842 128,842 25,000 0 0

2022



766 Community Survey 35,000 0 35,000 0 0

Total 2022 188,842 128,842 60,000 0 0

2023



Total 2023 153,842 128,842 25,000 0 0


200



Change Resch





02 - General Admin

020-General Admin

2024

863 Ecomomic Development Stategy Update 90,000 0 45,000 0 45,000 pending Rural Economic Development Grant



Total 2024 243,842 128,842 70,000 0 45,000

2025

899 13.410.073.12 Project Management & Administration N 128,842 128,842 0 0 0 DC Rds

Total 2025 128,842 128,842 0 0 0

Total 020-General Admin 1,713,420 1,288,420 335,000 0 90,000


201

General Administration / CAO - 10 Year Capital Forecast


202

WHITCHURCH-STOUFFVILLE PUBLIC LIBRARY

2016 BUSINESS PLAN


Carolyn Nordheimer James, B.A., B.Ed., M.L.I.S. Chief Executive Officer Introduction The Whitchurch-Stouffville Public Library is a profoundly important cultural, economic, and social institution. The Library makes a fundamental contribution to our community in four key areas: it provides free public access to computer and information technology resources by helping people locate information;, it creates better-informed communities; it runs programs that promote lifelong learning and literacy in the community; it builds connections between individuals, groups, and government. The Whitchurch-Stouffville Public Library is not only a place to find and engage with a wealth of information sources from books to online databases, it is also a space in which to learn and connect with others. A cornerstone of the library’s programs is the annual Summer Reading Club. Over 500 children participated in the reading club this summer, reading more than 22,000 books! Volunteers donated over 500 hours to ensure the success of the reading club. According to a survey done following the program, 99% of the participants rated the structure of the existing program as good or great.

The Whitchurch-Stouffville Public Library provides access to information, materials and services that support and enrich personal lives, careers, and businesses in the community. During the first eight months of fiscal year 2015, over 91,000 electronic visits were made to the library, more than 1,300 new cards were issued to patrons, and over 180,000 items were loaned.

The critical issue facing the library is how to continue providing excellent customer service and access to information in a highly technological and resource-constrained environment. The Whitchurch-Stouffville Public Library is addressing these issues by cross training staff, investing in technology, reviewing programs and services, evaluating the collection, marketing the Library to the community, and concentrating its efforts to support core services. With a combined total of more than 75 years of professional experience, the Chief Executive Officer and senior library staff are able to incorporate best practices in the library field at the Whitchurch-Stouffville Public Library. The Whitchurch-Stouffville Public Library must continue to identify ways to increase efficiencies, expand funding sources, and employ innovative methods. This business plan outlines the Whitchurch-Stouffville Public Library’s goals and the approaches to realize them.

Strategic Focus Using the Town’s 2011-2014 Strategic Plan as a guide, the Library will align planning and operational processes to support Municipal Council.

203


2016 BUSINESS PLAN


The Library’s 2013-2016 Strategic Plan will be a guiding principle to present and future planning. In 2016, the Library’s goals are: • Moving forward with the design and construction for the Library Expansion • Supporting the Business Community • Engaging Residents • Enhancing the Library Experience

Vision

The Whitchurch-Stouffville Public Library is a vibrant community place with services attuned and responsive to the needs of the community and with knowledgeable and friendly staff who work with the Library Board to enhance the lives of the residents of Whitchurch-Stouffville.

Mission Inspiring Curiosity, Engaging the Community, Sharing Knowledge! Highlights of Service Level Changes for 2015: • Inaugural Stouffville Reads initiative introduced • Lego Robotic programming initiated • Photo contest for residents to post their favourite summer reading spot organized. Top two winners received a tablet and Dr. Dre

earbuds • Community Gardens initiative introduced • Outreach to the business community increased; Manager of Library Services involved with several business networking groups • Collections of downloadable audio books, e-books, and multi-lingual materials expanded due to popular demand • Utilization of social media expanded to get the library message to target audiences – especially youth; addition of Instagram • Collaboration with York Region Local Immigration Partnership expanded • Fourth annual Jane’s Walks organized to promote Downtown Stouffville and community heritage • Implementation of Indieflix – online database of independent films • Teen Advisory Group expanded and Teen Book Club formed Partnership with WS YOU 177 continued, including visits to local schools, formation of LOOPs knitting group, Community Caring celebration and distribution of orange scarves

204


2016 BUSINESS PLAN



WSPL Library Board

CoordinatorCommunity Engagement & Young Adult Services

1 FTE

CoordinatorChildren’s Services

1 FTE

Library Assistant

1 FTE

Coordinator Digital Services

1 FTE

Library Assistant

1 PTE

CoordinatorTechnical Services

1FTE

Library Assistant

1 FTE

OTHERCirculation Clerk 1 PTE Desk Clerks 8 PTEPages 2 PTE

Chief Executive Officer1 FTE

Administrative Assistant1 FTE

ManagerLibrary Services

1 FTE

205


2016 BUSINESS PLAN


Services and Performance WSPL engages the community by increasing memberships

Responsibilities Service Levels • Develop audience-specific marketing campaigns 10% increase in active memberships over 2015

WSPL engages the community by growing the volunteer base through enriching opportunities.

Responsibilities Service Levels • Focus on engaging high school students • Increase in volunteer hours by 10%

• Increase in world language capacity to deliver services

WSPL engages the community by being recognized as the #1 resource for early literacy experiences • Grow our early literacy services and programs to incorporate

leading-edge approaches • Strengthen collaboration with current partners (e.g. daycares,

schools, OEYC)

• Increase in attendance at Early Literacy programs and reduction in waiting lists

• Increase in library cards issued to babies • Rating of “Excellent” from 90% of program participants

WSPL engages the community by positioning digital literacy services as a core library service • Define, expand, and promote digital literacy services and

programs • Increase in offerings and attendance at digital literacy

programs • Rating of “Excellent” from 90% of program attendees

achieved

206


2016 BUSINESS PLAN


Responsibilities Service Levels • Review and evaluate new program proposals and pilots before

being offered, moving away from single service point program development

• Define core programming in remaining target areas (school-aged, teen, adult, senior, multicultural)

• Assess current programs, increasing offerings of programs that are well attended and eliminating one-off, low priority programs

• At least 80% of the library’s program titles are WSPL core programs

WSPL enhances the library experience by anticipating growing customer appetite for digital, on-demand content, while maximizing customer experience with traditional materials.

Responsibilities Service Levels • Improve eBook / eAudiobook experience for customers and

advocate for barrier-free digital borrowing • Increase digital content which can be found through the library

catalogue • Put materials in the hands of customers more quickly through

reduced wait times, streamlined processes, and innovative lending models

• Investigate the purchase of Collection Management and Access tools (such as Collection HQ) to maximize use of traditional collections

• Increase in overall circulation • Increase in circulation of digital collections • Increase in eBook/eAudiobook collections • Decrease in turnaround time for holds and suggestions for

purchase

207


2016 BUSINESS PLAN


WSPL enhances the library experience by focusing on customer service – Find a way to say Yes; Find a way to say Hi!

Responsibilities Service Levels

• Investigate best practices for “on the floor” customer service model (aka roving)

• Establish service standard in which every customer is greeted and welcomed

• Rejuvenate customer service training • Investigate equipment for staff to provide core services on the

floor (e.g. mobile devices, roving reference)

• Increase in Customer Satisfaction Survey results: 90% feel welcome

WSPL enhances the library experience by offering popular programs that align with its values and reflect what it does best.

Responsibilities Service Levels • Review and evaluate new program proposals and pilots before

being offered, moving away from single service point program development

• Define core programming in remaining target areas (school-aged, teen, adult, senior, multicultural)

• Assess current programs, increasing offerings of programs that are well attended.

• At least 80% of the library’s program titles are WSPL core programs

Key Customers

• All residents of the community • Teens and Students • Business Community • Day Care Centres and Pre-schoolers • Newcomers • Senior Citizen Residences, Group Homes, and Homebound • Town Departments • Non-residents and Tourists

208


2016 BUSINESS PLAN


Key Issues • Reaffirmation of the relevance of the library system to the changing community • Staff development to maintain awareness of library technologies and ensure customer service excellence • Public awareness of library services • Adequate funding to sustain and grow the library • Staff and space constraints • Succession planning • Legislative and regulatory changes impacting nature and process of services delivered (i.e. AODA)

Key Assumptions

• Continuing population growth • Ongoing demographic change • Increasing seniors’ population • Rising customer service expectations • Increasing demand for larger collections, more electronic resources, and new technologies • Ongoing funding challenges • Increasing requirements for accountability and transparency • New government regulations (i.e. Accessibility for Ontarians with Disabilities Act, Health and Safety, etc.)

209


LIBRARY

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

LIBRARY51-80-800-1010 SALARIES 613,960 642,860 (28,900) -4% 672,260 51-80-800-1110 SALARIES - PART TIME 242,840 201,750 41,090 20% 202,850 51-80-800-1500 BENEFITS 171,920 172,220 (300) 0% 186,880 51-80-800-1501 BENEFITS - PART TIME 35,355 41,010 (5,655) -14% 41,050 51-80-800-1510 WORKERS COMP & INSURANCE 1,945 2,550 (605) -24% 2,550 51-80-800-1520 AWARDS/RETIREMENT 1,265 1,000 265 27% 1,000 51-80-800-2000 MILEAGE / CAR ALLOWANCE 3,128 2,000 1,128 56% 2,500 increase outreach51-80-800-2100 TECHNICAL TRAINING / DEVELOPMENT 6,609 7,000 (391) -6% 7,000 51-80-800-2130 FEES DUES SUBSCRIPTIONS 3,989 4,500 (511) -11% 4,500 51-80-800-2250 TELEPHONE 7,891 10,000 (2,109) -21% 10,000 51-80-800-2330 SUN TRIBUNE DATABASE 4,313 3,000 1,313 44% 3,000 51-80-800-2500 INSURANCE 7,320 7,320 - 0% 7,320 *51-80-800-2601 PROF. SERVICES - FIN/IT/ADMIN 72,050 72,050 - 0% 75,400 *51-80-800-2610 AUDIT FEES 6,568 5,500 1,068 19% 5,500 *51-80-800-2644 PROGRAM DEVELOPMENT 14,758 13,000 1,758 14% 13,000 51-80-800-2700 BUILDING LEASE/RENT/MAINTENANCE 254,610 254,610 - 0% 254,610 *51-80-800-2733 COMPUTER LEASE 12,987 19,380 (6,393) -33% 19,380 *51-80-800-2800 EQUIPMENT MAINTENANCE 8,598 9,500 (902) -9% 10,000 increase photocopy costs for promotional materials51-80-800-2810 COMPUTER MAINTENANCE 19,076 28,000 (8,924) -32% 28,000 51-80-800-3010 PRINTING AND OFFICE SUPPLY 2,547 5,000 (2,453) -49% 5,000 51-80-800-3012 PROGRAM EXPENSES 5,559 4,000 1,559 39% 4,000 51-80-800-3110 POSTAGE 5,055 5,000 55 1% 5,000 51-80-800-3210 MATERIALS-PROCESSING EXP 29,838 36,000 (6,162) -17% 38,000 population increase51-80-800-3300 MATERIALS -BOOKS EXP.-ADU 76,338 77,000 (662) -1% 80,000 transferred from DVD account51-80-800-3301 MATERIALS-BOOKS EXP.-JUV. 35,309 36,500 (1,191) -3% 37,500 population increase51-80-800-3302 MATERIALS-REFERENCE EXP-A 2,639 2,000 639 32% 2,000 51-80-800-3303 MATERIALS-REFERENCE EXP 1,225 2,000 (775) -39% 2,000 51-80-800-3304 MATERIALS-BOOKS EXP-YA. 5,469 6,000 (531) -9% 6,000 51-80-800-3305 MATERIALS-GRAPHIC NOVELS-YA. 1,272 1,200 72 6% 1,500 population increase51-80-800-3306 MATERIALS-YA NON-FICTION. 2,232 3,000 (768) -26% 2,000 transferred to electronics account51-80-800-3310 MATERIALS-PERIODICALS EXP 5,782 6,470 (688) -11% 7,170 population increase51-80-800-3311 MATERIALS-MICROFILM EXP 425 1,000 (575) -58% 1,000 51-80-800-3320 MATERIALS-FILMS/VID.EXP 21,958 22,000 (42) 0% 19,000 transferred to book account51-80-800-3321 MATERIALS-FILMS/VID.EXP-J 8,698 8,000 698 9% 8,000 51-80-800-3322 MATERIALS-PLAYAWAY LAUNCHPADS 6,383 6,000 383 6% 7,000 population increase51-80-800-3323 MATERIALS-TALKING BKS.EXP 8,027 8,500 (473) -6% 8,000 transferred to electronics account51-80-800-3324 MATERIALS-TALKING BKS EXP 2,231 3,000 (769) -26% 1,000 transferred to electronics account51-80-800-3325 MATERIALS-MUSIC EXP-ADU 5,142 5,000 142 3% 3,000 transferred to electronics account51-80-800-3326 MATERIALS-MUSIC EXP-JUV 1,058 1,500 (442) -29% 1,500 51-80-800-3327 MATERIALS-ELECTRONIC 45,362 53,000 (7,638) -14% 70,000 need for more electronic subscriptions; pop. Incr.51-80-800-3328 MATERIALS-COMPUTER GAMES 4,029 4,000 29 1% 4,000 51-80-800-3330 MATERIALS-ADULT FRENCH 3,390 3,500 (110) -3% 3,000 transferred to electronics account

210


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ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

LIBRARY CONT'D51-80-800-3331 MATERIALS-JUVENILE FRENCH 5,000 5,000 - 0% 4,000 transferred to electronics account51-80-800-3332 MATERIALS-MULTILINGUAL 11,094 12,000 (906) -8% 11,000 transferred to electronics account51-80-800-3333 MATERIALS-JUVENILE MULTILING 6,993 8,000 (1,007) -13% 7,000 transferred to electronics account51-80-800-3340 CIRCULATION CONTROL 702 2,550 (1,848) -72% 2,550 51-80-800-3350 DONATION FUNDED EXPENSES 2,361 2,500 (139) -6% 2,500 51-80-800-3351 GRANT FUNDED EXPENSES 32,970 500 32,470 6494% 500 51-80-800-3352 FUNDRAISING EXPENSE 17,854 12,240 5,614 46% 12,240 51-80-800-3400 ADVERTISING 4,783 6,000 (1,217) -20% 7,000 additional program flyers, promotional material51-80-800-4900 MISCELLANEOUS EXPENSE 1,967 2,500 (533) -21% 2,500 51-80-800-5920 BANKING COSTS 641 1,020 (379) -37% 1,020 51-80-800-7000 CONTR TO R & R RESV 25,000 25,000 - 0% 25,000 51-80-800-7014 CONTR TO RATE STABILIZATION - 1 (1) -100% 1 51-80-800-7019 CONTR TO DONATIONS-CAP RESV - 5,000 (5,000) -100% 5,000 51-80-800-7505 SURPLUS/RATE STAB. REVENUE (45,647) (100,001) 54,354 -54% (50,001) using balance of stabilization reserve51-80-800-8001 SALE OF PHOTOCOPIES (5,898) (3,500) (2,398) 69% (5,000) 51-80-800-8200 FINES (30,997) (30,000) (997) 3% (30,000) 51-80-800-8600 PROGRAMS (25,755) (17,000) (8,755) 52% (20,000) 51-80-800-8700 CONTR FROM DEV CHGS (117,500) (117,500) - 0% (117,500) 51-80-800-8723 FUNDRAISING (15,848) (12,240) (3,608) 29% (15,000) 51-80-800-8822 INVESTMENT INCOME (4,449) (1,020) (3,429) 336% (3,000) 51-80-800-8900 DONATIONS-OPERATIONS (12,816) (2,500) (10,316) 413% (2,500) 51-80-800-8902 DONATIONS-CAPITAL ITEMS - (5,000) 5,000 -100% (5,000) 51-80-800-8999 UNCLASSIFIED (100) (520) 420 -81% (520) 51-80-800-9400 GRANTS -PROVINCIAL (86,224) (57,000) (29,224) 51% (57,000) 51-80-800-9697 TOWN GRANT IN-KIND REVENUE (356,700) (358,860) 2,160 -1% (362,210) *51-80-800-9698 TOWN GRANT-REVENUE (1,169,090) (1,169,090) - 0% (1,269,050) 51-80-800-9699 NON-PROVINCIAL GRANTS (7,491) (5,000) (2,491) 50% (6,000)

Totals - - - -


Net - - Net -

TOTAL LIBRARY - - - -

Inflation - Annualization Increases -


Service Level Increases - Other - Total -

211


LIBRARY

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

TOWN GRANT LIBRARY

11-00-000-5190 TOWN GRANT TO LIBRARY 1,169,090 1,169,090 - 0% 1,269,050 11-00-000-5192 TOWN GRANT IN-KIND LIBRARY 356,700 358,860 (2,160) -1% 362,210 *

Totals 1,525,790 1,527,950 (2,160) 0% 1,631,260

Expense 1,525,790 1,527,950 Expense 1,631,260 6.76%Revenue Revenue

Net 1,525,790 1,527,950 Net 1,631,260 6.76%

TOTAL TOWN GRANT LIBRARY 1,525,790 1,527,950 (2,160) 0% 1,631,260 6.76%



Service Level Increases - Other 27,760 Total 103,310

212



Change Resch





80 - Library

800-Library

2016

056 13.800.002.1 & .001 Library Facility Expansion Design & Construction

C/R 8,080,000 4,180,000 0 1,330,000 2,570,000 Other=SD

831 13.800.002.3 Library Interior Design - Expansion R 40,000 26,400 10,800 0 2,800 SDSubject to expansion

872 Library Facility Renovation N 1,030,000 0 0 1,030,000 0

Total 2016 9,150,000 4,206,400 10,800 2,360,000 2,572,800

2017

087 13.800.009 Library Collection Materials for Expansion 500,000 330,000 135,000 0 35,000 SD Subject to expansion

169 13.800.003 Library Automation System C 300,000 27,000 270,000 0 3,000 SD

170 13.800.002.2 Library Facility Expansion-Furniture & Equipment

560,000 369,600 151,200 0 39,200 SD Subject to expansion

Total 2017 1,360,000 726,600 556,200 0 77,200

2018

139 13.800.007 Library Collection Materials 130,588 117,529 0 0 13,059 SD

276 Replace Microfilm Reader R 50,000 0 50,000 0 0

469 Replace Self Check-Out 30,000 0 30,000 0 0

Total 2018 210,588 117,529 80,000 0 13,059

2019

085 13.210.022 Community Needs Assessment/Master Plan Update

R 20,000 13,500 5,000 0 1,500 SD


Total 2019 150,588 131,029 5,000 0 14,559

2020


Total 2020 130,588 117,529 0 0 13,059

2021

563 Misc Furniture/Equipment 20,000 0 20,000 0 0

Total 2021 20,000 0 20,000 0 0

2022

564 Misc Furniture/Equipment 20,000 0 20,000 0 0

Total 2022 20,000 0 20,000 0 0


213



Change Resch





80 - Library

800-Library

2023

565 Misc Furniture/Equipment C 20,000 0 20,000 0 0

Total 2023 20,000 0 20,000 0 0

2024


Total 2024 20,000 0 20,000 0 0

2025


Total 2025 20,000 0 20,000 0 0

Total 800-Library 11,101,764 5,299,087 752,000 2,360,000 2,690,677


214

Library - 10 Year Capital Forecast


215


COUNCIL

ACCOUNT NAME


2015BUDGET

ESTIMATE TO BUDGET


2016BUDGET NOTES

COUNCIL11-01-010-1010 SALARIES 257,425 251,240 6,185 2% 260,110 11-01-010-1500 BENEFITS 66,524 72,440 (5,916) -8% 77,290 11-01-010-2000 MILEAGE / CAR ALLOWANCE 32,500 32,500 - 0% 32,500 11-01-010-2020 COUNCIL MEETING - MEAL EXPENSE 1,007 3,000 (1,993) -66% 3,000 11-01-010-2110 CONVENTIONS AND CONFERENCES 8,603 10,000 (1,397) -14% 10,000 11-01-010-2130 FEES DUES / SUBSCRIPTIONS 8,391 10,000 (1,609) -16% 10,000 11-01-010-3410 PUBLIC RELATIONS - MAYOR 66,953 70,000 (3,047) -4% 30,000 Allocate to Council & add flat amt11-01-010-3411 PUBLIC RELATIONS - WARD 1 - 0% 8,750 Allocate to Council & add flat amt11-01-010-3412 PUBLIC RELATIONS - WARD 2 - 0% 12,150 Allocate to Council & add flat amt11-01-010-3413 PUBLIC RELATIONS - WARD 3 - 0% 8,410 Allocate to Council & add flat amt11-01-010-3414 PUBLIC RELATIONS - WARD 4 - 0% 15,090 Allocate to Council & add flat amt11-01-010-3415 PUBLIC RELATIONS - WARD 5 - 0% 11,720 Allocate to Council & add flat amt11-01-010-3416 PUBLIC RELATIONS - WARD 6 - 0% 20,550 Allocate to Council & add flat amt11-01-010-4900 MISCELLANEOUS 5,394 5,000 394 8% 5,000 11-01-010-5190 GRANTS/DONATIONS 50,000 transferred from Corporate and increased by 30k11-01-010-5191 GRANTS - IN - KIND 30,000 11-01-010-7000 CONTR TO RETIREMENT RESV 30,000 30,000 - 0% 30,000

Totals 476,797 484,180 (7,383) -2% 614,570

Expense 476,797 484,180 Expense 614,570 26.93%Revenue - - Revenue - 0.00%

Net 476,797 484,180 Net 614,570 26.93%

TOTAL COUNCIL 476,797 484,180 (7,383) -2% 614,570

Inflation (Base Increase) - Annualization Increases 13,720


Service Level Increases - Other 116,670

TOTAL 130,390

216

TABLE OF CONTENTS DRAF… · TOTAL CAPITAL FORECAST. 020-General Admin 1,713,420 1,288,420 335,000...

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Transcript of TABLE OF CONTENTS DRAF… · TOTAL CAPITAL FORECAST. 020-General Admin 1,713,420 1,288,420 335,000...