2020 Draft Budget - Perth County

2020 Draft Budget

Includes

2020-2022 3-year Operating Budget

2020-2029 10-year Capital Budget

January 2020

This document is available in alternate formats, upon request

2020 BudgetDECEMBER 5, 2019

2020 Overall Budget

County Base Levy at 7.26%, $16,704,452 1% Levy Increase = $155,744

Overall Budget Summary2020‐2022

Budget Budget2019 2020

% of Levy % of Overall

Operating Levy 12,529,355 13,539,452 1,010,097 8.06% 6.49%

Capital Levy 3,045,000 3,165,000 120,000 3.94% 0.77%

Overall Levy 15,574,355 16,704,452 1,130,097 7.26%

• County Base Levy at 7.26%, $16,704,452

2020 Overall Budget

Summary Review

SUMMARYEXTERNAL SHARED SERVICES

Social Services 1.07%

Health Unit 0.70%

Spruce Lodge 0.48%

Stratford‐Perth Museum 0.01%

Net Shared Programs 2.26%

Non‐departmental OMPF ‐$212K (Levy

Stabilization) $100,000 Modernization

Other Net ‐$24K

(0.94)%

Grants 0.06%

1% Levy Increase = $155,744

Capital Budget Levy ‐ Future ($3.17M)

0.77%

Non‐departmental+Grants (0.88)%

Capital 0.77%

External Shared Services 2.26%

Internal Operating 5.11%

Net County Levy 7.26%

Net Internal Services 5.14%

CAPITAL BUDGETNON‐DEPARTMENTAL CHANGES

2020 Overall Budget

Operating Budget $ 29,331,176

Capital Budget $ 6,619,420

(Net of inter‐dept transfers) $ 35,950,596

Revenues Federal Grants $ 3,856,393 10.5%

Provincial Grants $ 8,384,758 22.8%

Other Municipal $ 5,627,241 15.3%

Other Revenue $ 2,280,520 6.2%

$ 20,148,912

Operating Levy $ 13,539,452

Capital Levy $ 3,165,000

$ 16,704,452 45.3%

$ 36,853,364

2020 Operating Budget Breakdown

Administration $ 2,981,030 10.2%

Court Services $ 1,068,346 3.6%

Archives $ 430,885 1.5%

Public Works $ 7,398,476 25.2%

Planning & Economic Development $ 970,309 3.3%

Paramedic Services $ 9,817,378 33.5%

$ 22,666,424

External $ 6,664,752 22.7%

$ 29,331,176

Budget Overview

• 2020 Budgeted Operational Expenses total ‐ $41.25 Million, Expenses are offset by $27.7 Million in Revenues received from Federal, Provincial, Municipal grants and other revenues. Revenue and expenses includes interdepartmental revenues and expenses.

• Removing Interdepartmental revenue and expenses the operational budget breakdown for 2020 ‐ $29.3 Million

Administration10% POA

4%Archives

1%

Public Works25%

Planning & EcDev3%

Paramedic Services

34%

External23%

2020 Operating Budget Breakdown

PS 33%Public Works 25%

58%External 23%

81%

• Overhead costs– CAO, Clerk, HR, Finance, IT, General Liability Insurance net costs (2018:

$2.40M, +$345K) (2017: $1.99M ‐$103K); (2016: $2.10M, +$190K);have been allocated to all other operational budgets), (2019: $2.73M, +$390K), (2020: $2.79M, +$60K), (2021: $2.83M, +$40K).

Budget Overview

Operating Budget Items

• Overhead costs (Continued)– CAO, Clerk, HR, Finance, IT, General Liability Insurance net costs are

allocated based on a Division’s prior year percentage of Operating budget

Budget Overview


• Interdepartmental charges– All facilities, including Courthouse County offices, all PS bases and

Archives location, are reflected within the PW‐Facilities Division, and recovered through ‘Interdepartmental Charges‐Rents’ (2016: $1.45M, +$351K), (2017: $1.65M,), (2018: $1.71M, +65K), (2019: $1.75M, +40K), (2020: $1.76M, +6K), (2021: $1.76M, N/C)

– All fleet are managed by Public Works – Fleet Division. Fleet Division uses a combination of Hourly rates – PW vehicles and Flat Rate to fundthe complete operation and future capital replacement of the overallCounty fleet. Flat and hourly rates are reviewed annually to ensureReserve has sufficient money to purchase new.

Budget Overview


• OMPF funding– 2011 $4.37M; 2012 $4.21M; 2013 $3.98M; 2014 $3.38M; 2015 $2.7M;

2016 $2.3M; 2017 $1.95M; 2018 $1.66M; 2019 $1.41M, 2020 $1.20M, 2021 $1.02M

– For 2020, allocation is 85% of 2019– County receives 100% transitional assistance funding, which is being

completely eliminated. – Remaining impact to the overall budget represents a 9% levy increase.– With the impacts of Winter Maintenance and Shared Services to assist

in overall pressure is to fund the decrease from OMPF from Levy Stabilization reserve forecasted for 2020 and 2021.

– Levy stabilization reserve is anticipated to have approximately$870,000 at the end of 2019. Utilization of this reserve will leave an approximately $360K in the reserve at end of 2021.

Budget Pressures

Items impacting the budget

2020 Continuity of ReserveBalance Contributions Contributions Contributions Transfers Expenditures Balance

Projected From From From Between From Projected1‐Jan‐20 Operating /

OtherCapital Levy Interest Reserves Reserves 31‐Dec‐20

Capital Reserves3810 Facilities Reserve 1,681,198 748,473 0 38,628 891,847 1,576,4523820 Medical Equipment Reserve 56,660 0 125,000 1,127 144,420 38,3673825 Equipment Reserve 52,448 0 0 1,259 10,600 10,600 53,7073830 Fleet Reserve 351,671 617,501 0 5,638 851,000 123,8103840 Roads Reserve 7,346,660 1,293,595 2,300,000 161,124 4,859,954 6,241,4253850 Bridges & Culverts Reserve 394,288 158,552 740,000 14,834 451,000 856,6743860 Computer Systems Reserve 37,102 155,000 0 1,370 38,000 153,000 78,472 $9,920,027 2,973,121$ 3,165,000$ 223,980$ 48,600$ 7,361,821$ $8,968,907Earmarked Reserves3130 County WSIB Reserve 415,948 0 0 10,815 0 426,7633140 County Employment Reserve 197,186 5,127 95,000 107,3133150 County Levy Stabilization Reserve 865,968 0 0 22,515 365,800 522,6833175 Paramedic Community Care Fund 6,462 168 6,6303190 Assessment Appeals 96,552 0 0 2,510 0 99,0623145 Cannabis Funding Grant 52,474 1,364 53,8383200 Moderization Grant 631,500 0 0 16,419 ‐26,000 100,000 521,9193234 Winter Maintenance Reserve 63,110 0 0 1,641 0 64,7513310 EMS Employment Reserve 146,400 0 0 3,806 0 150,2063330 EMS WSIB Reserve 600,670 0 0 15,617 54,000 562,2873340 EMS Inter‐Mun Billing Reserve 103,097 0 0 2,681 0 105,7783400 Archives Equipment Reserve 105,804 0 0 2,751 ‐22,600 0 85,9553410 Archives General Reserve 47,391 0 0 1,232 0 48,6233500 Land Division General Reserve 37,637 0 0 979 0 38,6163600 Planning Photoimagery Reserve 17,713 0 0 461 7,500 10,674 3,387,912$ ‐$ ‐$ 88,086$ 48,600‐$ 622,300$ 2,805,098$ Discretionary Reserves3100 County General Reserve 66,436 19,582 0 1,727 3,500 84,245 66,436$ 19,582$ ‐$ 1,727$ 3,500$ 84,245$

Sub‐Total Reserves 13,374,375 2,992,703 3,165,000 313,793 0 7,987,621 11,858,250

3160 Working Fund 1,644,474 0 0 42,756 0 1,687,2301,644,474$ ‐$ ‐$ 42,756$ ‐$ 1,687,230$

Total Reserves 2020 15,018,849 356,549$ 13,545,480

• Shared Services (Social Services, HPHU, Spruce Lodge)– Social Services numbers provided are based on reports submitted

MSSC in 2019 for the 2020 Budget.– Weighted Assessment Formula. County percentage has increased over

2019 by 0.95%, which is 2.10% over the past 2 years. Anticipated to have another 0.60% increase in 2021. This was due to the Farmassessment increases in the last assessment cycle, a shift back againstresidential will most likely be seen in next assessment cycle.

• Insurance– 2020 ‐ Overall increase in insurance from 2019 – 22%.

Increase relates a market correction being seen across the overall Municipal sector. Minor increases to Automobile and Property premiums.

Budget Pressures

Items impacting the budget (Continued)

Asset Management

• 2020 Capital Budget– Capital projects total ‐ $6.6 Million– $2.2 Million funded from reserves– $4.4 Million funded from Federal Gas tax,

Provincial OCIF, Municipal Partners– $3.17 Million capital levy with the transfer to

reserves for future capital projects

Budget Scenarios

Asset Management

• Infrastructure funding (Capital)– Federal Gas Tax ‐ Agreement is now based on population

growth; 2016‐17 $1.14M; 2018‐ $1.19M; 2019‐20‐$1.15M; 2021‐ $1.21M

– Regional Roads – Capital Funding• Historically, all money received for regional roads went against

operations. Change in allocation of Municipal funding fromoperating to Capital started in 2016 in shifting 10% of the fundingto capital. In 2020, proposed: 2020

Operating Budget % Operating 85.00%Capital Budget

Roads - Capital Roads 7.00%Bridges - Capital Bridges & Culverts 8.00%

Total Capital % Capital 15.00%

Operating Budget $ Operating 1,684,786

Roads - Capital Roads 138,763 Bridges - Capital Bridges & Culverts 158,552 Total Capital $ Capital 297,315

Total Contribution from Stratford Regional Roads Revenue 1,982,101

Infrastructure Deficit Gap

• Based on the 2020 proposed increases to Capital Levy the Infrastructure Gap still remains 1.47M per year.

County of PerthSummary of Infrastructure Requirements & Current Funding Available ‐ 2020

Asset CategoryAverage Annual Investment

Required

Annual Deficit

Gas Tax OCIFStratford Road Contribution

Taxes to Reserves Total

Tax funded:

Computer Systems 170,539 ‐ ‐ ‐ 155,000 155,000 15,539

Bridges and Culverts 1,171,277 ‐ ‐ 158,552 740,000 898,552 272,725

Road Network 4,869,651 1,154,779 ‐ 138,763 2,300,000 3,593,595 1,276,056

Facilities and Land Improvements 633,066 ‐ ‐ ‐ 748,473 748,473 ‐115,407

Fleet 633,654 ‐ ‐ ‐ 617,501 617,501 16,153

Medical Equipment 127,014 ‐ ‐ ‐ 125,000 125,000 2,014

Total 7,605,201 1,154,779 0 297,368 3,790,974 5,084,569 1,467,080

et Scenarios

Asset Management

• Dedicated increase to Roads and Bridges capital levy over the next 10 years of $170,000 per year ($150,000 roads and $20,000 Bridges) to assist in closing the infrastructure deficit gap significantly by 2029.

• Contribution to Roads in 2029 – 3.5 Million from levy

• Contribution to Bridges and Culverts in 2029 –920K

Asset Management

$‐

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Dollars

2010 ‐ 2028

Continuity of Capital Reserves

Ending CapitalReserve Balances

Median/Typical Property Impact

Thank you

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CONfENTS

OVERALL BUDGET

SUMMARY & RESERVES

CAPITAL BUDGET IT, BRIDGES, ROADS, FACILITIES, FLEET, EQUIPMENT

OPERATING BUDGET

SUMMARY

NON-DEPARTMENTAL COUNCIL, GRANTS, NON-DEPT., SHARED SERVICES, GEN. LIABILITY INSURANCE

CAO OFFICE CAO, HUMAN RESOURCES, ECONOMIC DEVELOPMENT & TOURISM, PLANNING

CORPORATE SERVICES CLERK/ LEG. SERVICES, FINANCE, TECHNOLOGY SERVICES, COURT SERVICES, ARCHIVES

PUBLIC WORKS ADMINISTRATION, ROADS, FACILITIES, FLEET

PARAMEDIC SERVICES PARAMEDIC SERVICES

IIIAwRV• READY IND Ex• DIVIDERS

cbridges

Highlight

Overall Budget Summary2020‐2022

Budget Budget Budget Budget2019 2020 2021 2022

% of Levy % of Overall % of Levy % of Overall % of Levy % of OverallOperating Levy 12,529,355 13,539,452 1,010,097 8.06% 6.49% 14,467,593 928,141 6.86% 5.56% 15,338,422 870,829 6.02% 4.89%

Capital Levy 3,045,000 3,165,000 120,000 3.94% 0.77% 3,340,000 175,000 5.53% 1.05% 3,515,000 175,000 5.24% 0.98%

Overall Levy 15,574,355 16,704,452 1,130,097 7.26% 17,807,593 1,103,141 6.60% 18,853,422 1,045,829 5.87%

1% Levy Increase155,744$

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

2020 2021 2022

Overall Levy %

Overall Levy

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

2019 2020 2021 2022

Capital Levy

Operating Levy

12/3/2019

Balance Contributions Contributions Contributions Transfers Expenditures Balance



Capital Reserves3810 Facilities Reserve 1,681,198 748,473 0 38,628 891,847 1,576,4523820 Medical Equipment Reserve 56,660 0 125,000 1,127 144,420 38,3673825 Equipment Reserve 52,448 0 0 1,259 10,600 10,600 53,7073830 Fleet Reserve 351,671 617,501 0 5,638 851,000 123,8103840 Roads Reserve 7,346,660 1,293,595 2,300,000 161,124 4,859,954 6,241,4253850 Bridges & Culverts Reserve 394,288 158,552 740,000 14,834 451,000 856,6743860 Computer Systems Reserve 37,102 155,000 0 1,370 38,000 153,000 78,472 $9,920,027 2,973,121$ 3,165,000$ 223,980$ 48,600$ 7,361,821$ $8,968,907Earmarked Reserves3130 County WSIB Reserve 415,948 0 0 10,815 0 426,7633140 County Employment Reserve 197,186 5,127 95,000 107,3133150 County Levy Stabilization Reserve 865,968 0 0 22,515 365,800 522,6833175 Paramedic Community Care Fund 6,462 168 6,6303190 Assessment Appeals 96,552 0 0 2,510 0 99,0623145 Cannabis Funding Grant 52,474 1,364 53,8383200 Moderization Grant 631,500 0 0 16,419 ‐26,000 100,000 521,9193234 Winter Maintenance Reserve 63,110 0 0 1,641 0 64,7513310 EMS Employment Reserve 146,400 0 0 3,806 0 150,2063330 EMS WSIB Reserve 600,670 0 0 15,617 54,000 562,2873340 EMS Inter‐Mun Billing Reserve 103,097 0 0 2,681 0 105,7783400 Archives Equipment Reserve 105,804 0 0 2,751 ‐22,600 0 85,9553410 Archives General Reserve 47,391 0 0 1,232 0 48,6233500 Land Division General Reserve 37,637 0 0 979 0 38,6163600 Planning Photoimagery Reserve 17,713 0 0 461 7,500 10,674 3,387,912$ ‐$ ‐$ 88,086$ 48,600‐$ 622,300$ 2,805,098$ Discretionary Reserves3100 County General Reserve 66,436 19,582 0 1,727 3,500 84,245 66,436$ 19,582$ ‐$ 1,727$ 3,500$ 84,245$


3160 Working Fund 1,644,474 0 0 42,756 0 1,687,2301,644,474$ ‐$ ‐$ 42,756$ ‐$ 1,687,230$

Total Reserves 2020 15,018,849 356,549$ 13,545,480

4 ‐ Council Review

Balance Contributions Contributions Contributions Transfers Expenditures Balance



Capital Reserves3810 Facilities Reserve 1,576,452 730,117 0 42,030 880,907 1,467,6923820 Medical Equipment Reserve 38,367 0 130,000 2,295 42,813 127,8493825 Equipment Reserve 53,707 0 0 1,504 0 55,2113830 Fleet Reserve 123,810 716,065 0 4,624 633,420 211,0793840 Roads Reserve 6,241,425 2,078,809 2,450,000 130,529 7,688,092 3,212,6713850 Bridges & Culverts Reserve 856,674 179,562 760,000 20,718 1,173,000 643,9543860 Computer Systems Reserve 78,472 155,000 0 2,626 0 124,440 111,658 $8,968,907 3,859,553$ 3,340,000$ 204,326$ ‐$ 10,542,672$ $5,830,114Earmarked Reserves3130 County WSIB Reserve 426,763 0 0 11,736 0 438,4993140 County Employment Reserve 107,313 2,951 40,000 70,2643150 County Levy Stabilization Reserve 522,683 0 0 14,374 180,000 357,0573175 Paramedic Community Care Fund 6,630 182 6,8123190 Assessment Appeals 99,062 0 0 2,724 0 101,7873196 Cannabis Funding Grant 53,838 1,481 55,3193200 Moderization Grant 521,919 0 0 14,353 117,000 419,2723234 Winter Maintenance Reserve 64,751 0 0 1,781 0 66,5323310 EMS Employment Reserve 150,206 0 0 4,131 0 154,3373330 EMS WSIB Reserve 562,287 0 0 15,463 54,000 523,7503340 EMS Inter‐Mun Billing Reserve 105,778 0 0 2,909 0 108,6863400 Archives Equipment Reserve 85,955 0 0 2,364 0 0 88,3193410 Archives General Reserve 48,623 0 0 1,337 0 49,9603500 Land Division General Reserve 38,616 0 0 1,062 0 39,6773600 Planning Photoimagery Reserve 10,674 0 0 294 0 10,967 2,805,098$ ‐$ ‐$ 77,140$ ‐$ 391,000$ 2,491,238$ Discretionary Reserves3100 County General Reserve 84,245 19,582 0 2,317 3,500 102,644 84,245$ 19,582$ ‐$ 2,317$ 3,500$ 102,644$


3160 Working Fund 1,687,230 0 0 46,399 0 1,733,6291,687,230$ ‐$ ‐$ 46,399$ ‐$ 1,733,629$

Total Reserves 2020 13,545,480 330,182$ 10,157,625

4 ‐ Council Review

CON I E NTS

OPERATINGRY

—NON-DEPARTMENTALCOUNCIL, GRANTS, NON-DEPT.,

SHARED SERVICES, GEN. LIABILITY

INSURANCE

CAO OFFICECAO, HUMAN RESOURCES,

ECONOMIC DEVELOPMENT &TOURISM, PLANNING

CORPORATE SERVICESCLERK! LEG. SERVICES, FINANCE,

TECHNOLOGY SERVICES,

COURT SERVICES, ARCHIVES

PUBLIC WORKSADMINISTRATION, ROADS,FACILITIES, FLEET

A

A

OVERALL BUDGETSUMMARY & RESERVES

CAPITAL BUDGETIT, BRIDGES, ROADS, FACILITIES,

FLEET, EQUIPMENT A

1

1

-

PARAMEDIC SERVICESPARAMEDIC SERVICES

SAVERYS READY INDEA DIVOERS

cbridges

Highlight

Fire Radio Equipment Projects

Fire Radio EquipmentCF0001 $50,000 $50,000Total Fire Radio Equipment Projects $50,000 $50,000

Network Equpment ProjectsNetwork EquipmentCN0001 $53,000 $53,000

Total Network Equpment Projects $53,000 $53,000Server Projects

Server ReplacementsCV0001 $12,000 $12,000Total Server Projects $12,000 $12,000

Software Projects

Software LicensingCS0001 $21,000 $21,000Total Software Projects $21,000 $21,000

Workstation ProjectsWorkstation ReplacementsCW0004 $17,000 $17,000

Total Workstation Projects $17,000 $17,000Bridge & Culverts Projects

Small CulvertsBC0039 $250,000 $250,000086061 Bridge RehabBC0052 $201,000 $201,000

Total Bridge & Culverts Projects $451,000 $451,000Road Surface Projects

Road 113RS0013 $1,428,000 $1,396,717 $31,283Road 112RS0014 $777,500 $742,858 $34,642Line 86 EastRS0020 $1,089,500 $1,075,161 $14,339Municipal Addressing SignsRS0048 $300,000 $138,791 $161,209Perth Line 36RS0050 $1,018,000 $1,003,661 $14,339

Total Road Surface Projects $4,613,000 $4,357,188 $255,812Work in Progress

Work In ProgressWP0001 $50,000 $50,000Total Work in Progress $50,000 $50,000

Building ProjectsRegistry RoofFB0019 $80,000 $80,000Archives-Capital MaintenanceFB0033 $10,000 $10,000Courthouse-Capital MaintenanceFB0034 $139,000 $139,000PS Listowel Base-Capital MaintenanceFB0036 $7,000 $7,000PW Milverton-Capital MaintenanceFB0040 $11,000 $11,000

Total Building Projects $247,000 $247,000Furniture Purchases

Miscellaneous Furniture ReplacementFF0001 $24,000 $24,000Total Furniture Purchases $24,000 $24,000

Work in ProgressWork In ProgressWP0002 $75,000 $75,000

Total Work in Progress $75,000 $75,000Class A Maintenance Vehicle

Annual Fleet ReplacementsVA0002 $275,000 $275,000Total Class A Maintenance Vehicle $275,000 $275,000

Class C Pickup TruckPW Pickup ReplacementVC0001 $38,000 $38,000CEMC VehicleVC0003 $35,000 $35,000

Total Class C Pickup Truck $73,000 $73,000Class D Ambulance

Annual Ambulance ReplacementsVD0002 $500,000 $500,000

2020Budget

Grants/ Other Capital Levy Reserves Financing OtherRevenue

County of PerthCapital Budget Summary

2020 Budget Year

4-Council ReviewPage No: 1Run Date: Dec 3, 2019

p $ , $ ,Total Class D Ambulance $500,000 $500,000

Medical Equipment projects

Replacement of Medical EquipmentEM0004 $148,420 $148,420Bariatric EquipmentEM0005 $10,000 $10,000

Total Medical Equipment projects $158,420 $158,420Sub-total $6,619,420 $4,357,188 $2,262,232

Transfers to Capital ReservesRV0001Bridges & Culverts ReserveTRXBRIDGES $740,000 ($740,000)

Medical Capital EquipmentTRXMEDEQUIP $125,000 ($125,000)

Roads ReserveTRXROADS $2,300,000 ($2,300,000)

Total RV0001 Transfers to Capital Reserves $3,165,000 ($3,165,000)

Total $3,165,000 ($3,165,000)Total $6,619,420 $4,357,188 $3,165,000 ($902,768)

2020Budget

Grants/ Other Capital Levy Reserves Financing OtherRevenue

County of PerthCapital Budget Summary

2020 Budget Year


2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget

Fire Radio Equipment ProjectsCF0001 Fire Radio Equipment $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755

Total Fire Radio Equipment Projects $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755Network Equpment Projects

CN0001 Network Equipment $53,000 47,430 35,374 58,366 27,060 68,454 59,689 40,205 55,065 41,829Total Network Equpment Projects $53,000 47,430 35,374 58,366 27,060 68,454 59,689 40,205 55,065 41,829

Printer ProjectsCP0001 Printer Replacements 6,034 21,224 3,091 6,795 23,902

Total Printer Projects 6,034 21,224 3,091 6,795 23,902Server Projects

CV0001 Server Replacements $12,000 12,485 12,734 13,249 16,893 13,784 14,341Total Server Projects $12,000 12,485 12,734 13,249 16,893 13,784 14,341

Software ProjectsCS0001 Software Licensing $21,000 15,300 9,364 21,224 23,813 24,290 13,514 12,636 10,544CS0002 Website Renewal/Enhancements 52,020

Total Software Projects $21,000 15,300 61,384 21,224 23,813 24,290 13,514 12,636 10,544Workstation Projects

CW0002 EMS Toughbook Replacement 36,081 36,802 39,834 40,633CW0004 Workstation Replacements $17,000 10,710 11,444 16,979 5,953 23,186 27,592 19,528 12,302 13,146

Total Workstation Projects $17,000 10,710 11,444 53,060 42,755 23,186 27,592 19,528 52,136 53,780Bridge & Culverts Projects

BC0018 Structure #151012 265,200BC0024 Structure #107030 551,824BC0028 Bridge & Culvert Rehabilitations 652,800 410,958 508,728 541,009 788,340 591,658 597,550BC0029 Bridge 163058 1,269,314BC0039 Small Culverts $250,000 343,332 357,192 364,353 386,628 394,383BC0049 Bridge Rehab 020115 255,000BC0052 086061 Bridge Rehab $201,000BC0053 119077 Culvert Replacement 645,899BS0001 163020 Culvert Replacement 252,714

Total Bridge & Culverts Projects $451,000 1,173,000 754,290 551,824 865,920 1,551,261 788,340 1,522,028 978,286 991,933Road Lighting Projects

RL0001 Listowel Traffic Lights 204,000Total Road Lighting Projects 204,000

Road Surface ProjectsRS0008 Road 101 2,429,339RS0010 Line 8 2,422,155RS0013 Road 113 $1,428,000RS0014 Road 112 $777,500RS0015 Road 107 581,861RS0016 Road 130 454,239 258,359RS0017 Line 55 1,288,158RS0018 Line 44 West 1,439,746RS0020 Line 86 East $1,089,500RS0021 Line 72 East 315,180RS0022 Road 121 South 1,721,556RS0026 Road 131 3,156,678RS0029 Line 55 1,652,825RS0030 Road 120A 174,266RS0031 Line 43 1,731,454RS0032 Line 44 East 1,791,784RS0033 Line 56 1,724,820RS0035 Line 93 1,844,684RS0036 Line 20 West 1,739,417RS0037 Road 121 2,270,862RS0038 Line 86 West 1,298,509RS0039 Line 33 2,182,800

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget

RS0044 Perth Road 147 1,321,005RS0045 Perth Road 178 427,287RS0048 Municipal Addressing Signs $300,000RS0049 Perth Road 135 1,143,093 781,116 463,954RS0050 Perth Line 36 $1,018,000RS0052 Perth Road 139 228,386RS0053 Resurfacing 2,103,642 762,775 3,002,702 4,574,044 5,198,685

Total Road Surface Projects $4,613,000 7,232,514 6,033,072 5,847,000 6,224,233 4,810,895 4,996,161 5,104,823 5,037,997 5,198,685Work in Progress

WP0001 Work In Progress $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755Total Work in Progress $50,000 51,000 52,020 53,060 54,120 55,205 56,310 57,435 58,580 59,755

Building ProjectsFB0019 Registry Roof $80,000FB0033 Archives-Capital Maintenance $10,000 2,122 27,050FB0034 Courthouse-Capital Maintenance $139,000 127,500 52,020 162,360 11,041 112,620 17,574 29,878FB0035 PS HQ-Capital Maintenance 18,401 16,893 9,764 17,574 9,202FB0036 PS Listowel Base-Capital Maintenance $7,000 5,202 12,841 17,997FB0037 PS Milverton Base-Capital Maintenance 11,220 31,467 28,718 20,914FB0038 PS Mitchell Base-Capital Maintenance 6,120 4,139 18,347 44,219FB0039 PS St. Marys Base-Capital Maintenance 6,120 4,162 13,514 18,379 14,059 23,902FB0040 PW Milverton-Capital Maintenance $11,000 30,600 26,426 12,808 3,585FB0041 PW Mitchell-Capital Maintenance 16,646 6,367 154,574 16,893 41,006 17,927FB0042 PW Stratford-Capital Maintenance 4,162 21,648 4,416 2,252 25,775 12,310FB0043 Registry-Capital Maintenance 41,616 99,369 22,170 13,744

Total Building Projects $247,000 181,560 150,234 25,469 220,755 358,722 162,173 79,031 115,988 175,680Furniture Purchases

FF0001 Miscellaneous Furniture Replacement $24,000 24,480 24,970 25,469 25,978 26,498 27,029 27,569 28,118 28,682Total Furniture Purchases $24,000 24,480 24,970 25,469 25,978 26,498 27,029 27,569 28,118 28,682

Capital Land ImprovementsLI0001 Courthouse Parking Lot 86,700

Total Capital Land Improvements 86,700Work in Progress

WP0002 Work In Progress $75,000 25,500 26,010 26,530 27,060 27,603 28,155 28,718 29,290 29,878Total Work in Progress $75,000 25,500 26,010 26,530 27,060 27,603 28,155 28,718 29,290 29,878

Class A Maintenance VehicleVA0002 Annual Fleet Replacements $275,000 71,400 150,858 74,284 37,884 38,644 78,834 439,350 50,194

Total Class A Maintenance Vehicle $275,000 71,400 150,858 74,284 37,884 38,644 78,834 439,350 50,194Class B Tandem Truck

VB0001 Tandem Truck Replacement 316,200 322,524 357,192 728,706 371,646 379,071 370,481Total Class B Tandem Truck 316,200 322,524 357,192 728,706 371,646 379,071 370,481

Class C Pickup TruckVC0001 PW Pickup Replacement $38,000 77,520 39,535 41,131 83,912 42,796 89,042 45,414VC0002 EMS Pickup Trucks 145,656 75,638 167,314VC0003 CEMC Vehicle $35,000 39,417

Total Class C Pickup Truck $73,000 77,520 185,191 41,131 83,912 157,850 89,042 212,728Class D Ambulance

VD0002 Annual Ambulance Replacements $500,000 168,300 171,666 350,196 357,192 182,177 185,823 379,071 386,628 197,192Total Class D Ambulance $500,000 168,300 171,666 350,196 357,192 182,177 185,823 379,071 386,628 197,192

Medical Equipment projectsEM0004 Replacement of Medical Equipment $148,420 30,697 31,701 19,590 11,333 11,394 20,153 12,199 12,003 71,706EM0005 Bariatric Equipment $10,000 108,187 10,824 84,465 151,973 35,148EM0006 Pediatric Restraints 2,981EM0007 Training Mannequins 3,366 31,212 1,714 8,774 6,594EM0009 Defibrillator/CPR Equipment 12,750 137,333 5,508 6,502 384,672

Total Medical Equipment projects $158,420 46,813 200,246 129,491 36,439 27,471 489,290 164,172 47,151 71,706Total Asset Classes $6,619,420 9,783,427 8,249,821 7,302,991 8,395,652 8,078,568 7,515,609 7,885,504 7,393,552 7,580,519

County of Perth10 Year Reserve Continuity Schedule2020 - 2029 TRXCOMPSYS Computer Systems

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029RESERVES

Opening Balance: 37,102 78,472 111,658 90,711 32,747 46,088 24,587 16,152 43,387 31,297TRANSFERS IN:Contributions from Capital Levy - Current 103,898 45,968 67,083 128,958 115,001 141,388 149,410 127,435 139,735 162,310Contributions from Capital Levy - Future 51,102 109,032 87,917 31,042 44,999 23,612 15,590 42,565 30,265 7,690Total Contributions from Capital Levy 155,000 155,000 155,000 160,000 160,000 165,000 165,000 170,000 170,000 170,000Transfer from Modernization Grant Reserve 26,000Transfer from Archives Equipment Reserve 12,000

193,000 155,000 155,000 160,000 160,000 165,000 165,000 170,000 170,000 170,000

Total Available for Current Projects 230,102 233,472 266,658 250,711 192,747 211,088 189,587 186,152 213,387 201,297

CAPITAL PROJECT COMMITMENTS:

CF0001 Fire Radio Equipment 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 CN0001 Network Equipment 53,000 46,500 34,000 55,000 25,000 62,000 53,000 35,000 47,000 35,000 CP0001 Printer Replacements 5,800 20,000 2,800 5,800 20,000 CS0001 Software Licensing 21,000 15,000 9,000 20,000 22,000 22,000 15,000 11,000 9,000 CS0002 Website Renewal/Enhancements 50,000 CV0001 Server Replacements 12,000 12,000 12,000 12,000 12,000 12,000 12,000 CW0002 EMS Toughbook Replacement 34,000 34,000 34,000 34,000 CW0004 Workstation Replacements 17,000 10,500 11,000 16,000 5,500 21,000 24,500 17,000 10,500 11,000

Inflation Adjustment 2,440 6,941 12,668 11,248 17,676 19,498 18,588 26,821 31,606

Total Committments To Capital Projects 153,000 124,440 178,741 219,668 147,748 187,476 173,998 143,588 183,121 193,606

TRANSFERS OUT:Transfers to Operating budgetTransfers to Other Reserves

Total Expenditures Against Reserves 153,000 124,440 178,741 219,668 147,748 187,476 173,998 143,588 183,121 193,606

Closing Balance Before Interest 77,102 109,032 87,917 31,042 44,999 23,612 15,590 42,565 30,265 7,690

Interest Income 1,370 2,625 2,794 1,705 1,088 976 562 822 1,031 546

Closing Reserve Balance 78,472 111,658 90,711 32,747 46,088 24,587 16,152 43,387 31,297 8,236

Total Contributions To Reserves

Updated 12/3/2019 4 - Council Review

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50,000

100,000

150,000

200,000

250,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Dollars

10 Year Forecast

Computer Systems Capital Reserve

Capital Projects

Ending ReserveBalanceContributions toCapital

Perth CountyCapital Projects

ProjectDepartmentVersion Year

CF0001 Fire Radio EquipmentTechnology Services4-Council Review 2020

DescriptionProject Description

The County is responsible for the maintenance and replacement of the communication infrastructure that enables the County fire departments to communicate.

Project Justification

Efforts have been made to identify and plan for major equipment replacements but these schedules can be impacted by exposure to severe weather conditions experienced in the County. Perth County is the clearing house for the county fire department radio communications system. The County holds the licences for fire operations radios and paging systems. The County owns the communications infrastructure throughout the county, including equipment at Stratford Fire Dispatch, Stratford tower, St. Marys water tower, FS Partners towers in Mitchell and Milverton, and Listowel Fire Station tower; mobile repeaters on Shakespeare, Monkton and Mitchell trucks. Work will continue in 2020 to maintain the condition of the radio infrastructure.

Additional Comments / Notes

All operational costs are billed back to each partner annually, as per the Fire Radio Communications System Agreement. End-user radios and pagers are the property and responsibility of the participating Fire Dept.

BudgetFuture 2023202220212020 2024Total

ExpendituresExpenditures

Costs of Purchase 50,000 50,000 50,000 50,000 50,000 250,000500,000500,000 50,000 50,000 50,000 50,000 50,000 250,000500,000 50,000 50,000 50,000 50,000 50,000 250,000Expenditures Total

FundingReserves

Computer Systems Reserve 50,000 50,000 50,000 50,000 50,000 250,000500,000500,000 50,000 50,000 50,000 50,000 50,000 250,000500,000 50,000 50,000 50,000 50,000 50,000 250,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Fire Radio Equipment Contract No. 23-2-FIREQUIP Fire Radio Equipment Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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CN0001 Network EquipmentTechnology Services4-Council Review 2020


Certain network equipment identified as past its useful life (as defined in current asset management policies) will be retired. Replacements will be purchased to ensure current levels of reliability and productivity.


2020 replacements include network time clocks for our remote Paramedic Services locations, upgrades to microfilm scanners at the Stratford-Perth Archives and a new audio system for the Council chambers. Network devices are the basic building blocks of the corporate computer network. The corporate network is vital to day to day productivity activities (e-mail, document access, website access). New network equipment will help improve overall service levels specifically related to reliability, access speeds and reduced power consumption. The average age of the equipment to be replaced is 9 years. The useful life threshold is set at 6 years.


Replacing this equipment, ensures that the corporate network is capable of meeting current user performance and reliability demands while reducing the maintenance costs associated with older equipment. Network disruptions, service outages and slow performance are just a few risks that could negatively impact employee productivity if this equipment is not maintained and replaced according to corporate asset management life cycle thresholds.




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Network Equipment Contract No. 23-2-NETEQUIP Network Equpment Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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CS0001 Software LicensingTechnology Services4-Council Review 2020


Software licenses will be purchased, for multiple products, to reflect the current level of software usage and replacement requirements according to current asset management policies. Other new licenses will be purchased in order to meet new service level requirements.


The County is required to align its current license inventory with its current level of software usage in order to remain in legal compliance. Shortfalls in our current license inventory must be corrected if we are to maintain current usage levels. New service offerings and systems may also require new software licenses to be purchased and deployed.


There is also an asset management component to this. Some software is past it’s useful life, according to current asset management policies. Bringing all software up to a standard level will reduce IT support issues (associated with supporting multiple versions of software) and ensure compatibility between all County department software.




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Software Contract No. 23-2-SOFTWARE Software Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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CV0001 Server ReplacementsTechnology Services4-Council Review 2020


One server will be purchased to replace another server past it's useful life span as defined in current Asset Management policies. Server hardware needs to be refreshed in order to maintain service levels (reliability and responsiveness) expected and required by County staff.


As new systems are implemented or upgraded, increased service expectations and requirements dictate that server hardware accommodate these changes. Certain servers are no longer covered under manufacturer service or warranty, will require extra costs and time to maintain and are due for scheduled replacement.Service outages, loss of employee productivity and additional maintenance and equipment costs are just a few risks associated with maintaining server hardware past its useful life thresholds. New server hardware being purchased will improve reliability and response time for staff while reducing costs associated with cooling, power consumption and maintenance. The useful life threshold for servers is set at 6 years.




Costs of Purchase 12,000 12,000 12,000 51,00087,00087,000 12,000 12,000 12,000 51,00087,000 12,000 12,000 12,000 51,000Expenditures Total

FundingReserves

Computer Systems Reserve 12,000 12,000 12,000 51,00087,00087,000 12,000 12,000 12,000 51,00087,000 12,000 12,000 12,000 51,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Servers Contract No. 23-2-SERVERS Server Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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CW0004 Workstation ReplacementsTechnology Services4-Council Review 2020


Computers will be purchased to replace those identified as being beyond the useful life threshold as defined in the current Asset Management policy, and to maintain current software compatibility and employee productivity.


Workstations are how employees access and utilize the data of the corporation and thus need to meet certain functional requirements. As new software is introduced or existing software is updated, the workstations must be able to meet any new demand in functionality and productivity. The average age of the computers to be replaced is over 7.5 years, useful life is set at 7years.


Increased support and hardware maintenance costs and decreased employee productivity, due to breakdowns and overtaxed systems, are just two risks associated with maintaining employee workstations past the useful life thresholds.




FundingReserves


AttributesAttribute Value CommentAttributes Contract Department Technology Services Asset Classification Workstations Contract No. 23-2-WKSTNS Workstation Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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County of Perth10 Year Reserve Continuity Schedule2020 - 2029 TRXBRIDGES Bridges & Culverts

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029RESERVES

Opening Balance: 394,288 856,674 643,954 874,498 1,339,359 1,522,958 1,039,071 1,337,544 922,724 1,069,950TRANSFERS IN:Contributions from Capital Levy - Current 0 136,764 0 0 0 0 0 0 0 0Contributions from Capital Levy - Future 740,000 623,236 780,000 800,000 820,000 840,000 860,000 880,000 900,000 920,000Total Contributions from Capital Levy 740,000 760,000 780,000 800,000 820,000 840,000 860,000 880,000 900,000 920,000Grants and Subsidies - FederalGrants and Subsidies - ProvincialGrants and Subsidies - MunicipalRegional Roads Revenue - City of Stratford 158,552 179,562 183,869 186,119 190,000 192,000 194,000 196,000 198,000 200,000

898,552 939,562 963,869 986,119 1,010,000 1,032,000 1,054,000 1,076,000 1,098,000 1,120,000

Total Available for Current Projects 1,292,840 1,796,236 1,607,823 1,860,617 2,349,359 2,554,958 2,093,071 2,413,544 2,020,724 2,189,950

CAPITAL PROJECT COMMITMENTS: BC0018 Structure #151012 260,000 BC0024 Structure #107030 520,000 BC0028 Bridge & Culvert Rehabilitations 640,000 395,000 470,000 490,000 700,000 505,000 500,000 BC0029 Bridge 163058 1,105,000 BC0039 Small Culverts 250,000 330,000 330,000 330,000 330,000 330,000 BC0049 Bridge Rehab 020115 250,000 BC0050 Culvert Rehab 180234 BC0052 086061 Bridge Rehab 201,000 BC0052 119077 Culvert Replacement 585,000 BS0001 163020 Culvert Replacement 220,000


Total Committments To Capital Projects 451,000 1,173,000 754,290 551,824 865,920 1,551,261 788,340 1,522,028 978,286 991,933

TRANSFERS OUT:Transfers to Operating budget

Total Expenditures Against Reserves 451,000 1,173,000 754,290 551,824 865,920 1,551,261 788,340 1,522,028 978,286 991,933

Closing Balance Before Interest 841,840 623,236 853,533 1,308,793 1,483,439 1,003,698 1,304,731 891,517 1,042,438 1,198,017

Interest Income 14,834 20,719 20,965 30,566 39,519 35,373 32,813 31,207 27,512 31,752

Closing Reserve Balance 856,674 643,954 874,498 1,339,359 1,522,958 1,039,071 1,337,544 922,724 1,069,950 1,229,768



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200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Dollars

10 Year Forecast

Bridges and Culverts Capital Reserve

Capital Projects

Ending ReserveBalance

Contributions toCapital



BC0039 Small CulvertsBridges4-Council Review 2020


Replacement of various "small" culverts.

Project JustificationIn 2020, we are targeting a number of municipal drain culvert replacements. We anticipate that County forces will provide labour and equipment for the projects. Black Creek Municipal Drain (South Branch) - Perth Road 135: 1.5 m diameter CSP (Estimate $30K)Miller Municipal Drain - Perth Road 121: 2.1 m diameter CSP (Estimate $40K) There are 4 other municipal drain culverts requiring replacement in 2020 but details, scope and estimate are not yet available:Danbrook A&B (North Perth)"B" Branch Drain No. 59 (North Perth)Rea Drain (Perth South)Davis Drain (Perth South)


These structures have not been previously identified separately as an individual asset, since structures with a span of less than 3.0 metres are not considered under the bridge code and does not require a OSIM inspection. Small culverts have been included with road base on the initial inventory of the asset of the County. Nonetheless, these are important structures with a significant financial impact.



Consultant Fees 20,000 30,000 30,000 90,000170,000Contractor 230,000 300,000 300,000 900,0001,730,000

1,900,000 250,000 330,000 330,000 990,0001,900,000 250,000 330,000 330,000 990,000Expenditures Total

FundingReserves

Bridges & Culverts Reserve 250,000 330,000 330,000 990,0001,900,0001,900,000 250,000 330,000 330,000 990,0001,900,000 250,000 330,000 330,000 990,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Bridges Asset Classification Bridges Concrete Contract No. 31-2-BRDGCON Bridge & Culverts Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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BC0052 086061 Bridge RehabBridges4-Council Review 2020


Bridge rehabilitation on Perth Line 86 approximately 0.7 km west of Road 129.

Project JustificationThe bridge is a rigid frame structure built in 1969. The structure is in overall good to fair condition however the concrete parapet walls have extensive delaminations, spalling and are now "undersized" given the higher volumes of traffic on Perth Line 86. In conjunction with a planned road reconstruction project with Wellington County, the rehabilitation work will include replacement of the existing concrete parapet walls and steel beam guide rail at each approach. The rehab work was chosen as it upgrades the key roadside safety devices to current standards and extends the useful service life of the bridge by 30 to 40 years. A less expensive rehab was considered with patching the existing parapet walls, however, this work would only last 10 to 15 years until a major rehab would be required. Our roads have a useful service life of 20 years before major rehab/reconstruction. The rehab chosen for the bridge is more cost effective and better aligns with the lifecycle of the road.


This is a boundary structure with Wellington County. Each County will be responsible for 50% of the total costs.



Contractor 201,000201,000201,000 201,000201,000 201,000Expenditures Total

FundingReserves

Bridges & Culverts Reserve 201,000201,000201,000 201,000201,000 201,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Bridges Asset Classification Bridges Concrete Contract No. 31-2-BRDGCON Bridge & Culverts Projects Project Start Year 2020 Project End Date 2020Status Project Status Not Approved

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County of Perth10 Year Reserve Continuity Schedule2020 - 2029 TRXROADS Roads Reserve

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029RESERVES

Opening Balance: 7,346,660 6,241,425 3,212,671 1,186,638 282,074 9,446 47,532 205,691 178,497 291,163TRANSFERS IN:Contributions from Capital Levy - Current 0 0 1,474,102 2,488,204 2,894,579 3,003,255 2,997,805 3,176,808 3,215,322 3,287,518Contributions from Capital Levy - Future 2,300,000 2,450,000 1,125,898 261,796 5,421 46,745 202,195 173,192 284,678 212,482Total Contributions from Capital Levy 2,300,000 2,450,000 2,600,000 2,750,000 2,900,000 3,050,000 3,200,000 3,350,000 3,500,000 3,500,000Grants and Subsidies - Federal 1,154,779 1,207,269 1,207,269 1,207,269 1,259,759 1,259,759 1,259,759 1,259,759 1,259,759 1,259,759Grants and Subsidies - ProvincialGrants and Subsidies - Municipal 543,150 922,349 1,381,941 213,640 302,375Regional Roads Revenue - City of Stratford 138,816 328,390 394,060 455,000 510,000 560,000 620,000 620,000 620,000 620,000

3,593,595 4,528,809 4,201,329 5,334,618 6,051,700 5,083,399 5,382,134 5,229,759 5,379,759 5,379,759


CAPITAL PROJECT COMMITMENTS: RL0001 Listowel Traffic Lights 200,000 RS0008 Road 101 2,244,400 RS0010 Line 8 2,328,100 RS0013 Road 113 1,428,000 RS0014 Road 112 777,500 RS0015 Road 107 527,000 RS0016 Road 130 436,600 234,000 RS0017 Line 55 1,262,900 RS0018 Line 44 West 1,304,000 RS0020 Line 86 East 1,089,500 RS0021 Line 72East 309,000 RS0022 Road 121 South 1,687,800 RS0026 Road 131 3,034,100 RS0028 Line 55 1,527,000 RS0030 Road 120A 161,000 RS0031 Line 43 1,631,600 RS0033 Line 56 1,691,000 RS0035 Line 93 1,738,300 RS0036 Line 20 West 1,607,000 RS0037 Road 121 2,139,900 RS0039 Line 33 2,140,000 RS0045 Perth Road 178 387,000 RS0048 Municipal Addressing Signs 300,000 RS0050 Perth Line 36 1,018,000 RS0052 Perth Road 139 211,000 Remaining Projects 50,000 50,000 50,000 50,000 50,000 1,955,300 4,486,300 4,494,000 4,350,100 4,400,000Inflation Adjustment 146,814 236,292 340,260 477,953 458,800 566,171 668,258 746,477 858,440

Total Committments To Capital Projects 4,663,000 7,487,514 6,085,092 5,900,060 6,278,353 4,866,100 5,052,471 5,162,258 5,096,577 5,258,440TRANSFERS OUT:Transfers to Operating budget 196,954 200,578 203,011 359,400 50,000 180,000 175,000 100,000 177,000 200,000

Total Expenditures Against Reserves 4,859,954 7,688,092 6,288,103 6,259,460 6,328,353 5,046,100 5,227,471 5,262,258 5,273,577 5,458,440

Closing Balance Before Interest 6,080,301 3,082,142 1,125,898 261,796 5,421 46,745 202,195 173,192 284,678 212,482

Interest Income 161,124 130,530 60,740 20,278 4,025 787 3,496 5,304 6,484 7,051

Closing Reserve Balance 6,241,425 3,212,671 1,186,638 282,074 9,446 47,532 205,691 178,497 291,163 219,533



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1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Dollars

10 Year Forecast

Roads Capital Reserve

Capital Projects

Ending Reserve Balance

Capital LevyContributions



RS0013 Road 113Roads4-Council Review 2020


Recycle and repave Perth Road 113 from Stratford to the Oxford boundary, a total length of 7.58km.

Project JustificationPerth Road 113 carries approximately 4000 vehicles per day. The south portion (Perth Line 26 south to Oxford boundary) was last reconstructed in 1994 (25 years old) using cold-in-place recycling and a 2" lift of hot mix asphalt. The north portion (Stratford boundary to Perth Line 26) was last reconstructed in 1995 (24 years old) with two 1.5" lifts of hot mix asphalt. The north section showed early cracking distresses throughout the roadway. In 2004, this section of 113 received a modified slurry seal as a pavement preservation technique. Since then, the road has been extensively crack sealed up to a point, where cracking is so prevalent, that further remediation is not cost effective. The south portion of Perth Road 113 is showing similar distresses, however that cracking occurred much later in the road's lifecycle. This could be attributed to the method of reconstruction (cold-in-place recycling) which is designed to delay reflective cracking through the pavement structure. This section was not slurry sealed. County crews have performed spray patching and crack sealing in areas over the past few years. The Asset Management Plan and Road Needs Study have previously indicated this road for reconstruction. The current pavement condition is Very Poor (24 for the south and 2 for north section). Both sections also have a Very High risk rating.


The reconstruction of Perth Road 113 is scheduled in combination with Perth Road 112 (and a nearby Perth East project) and is to be tendered together as one package for economy of scale savings. A small culvert replacement was done in 2018 (north section of 113) in preparation for the road reconstruction.



Consultant Fees 25,40825,408Contractor 1,326,3091,326,309Equipment Own 16,00016,000Labour 15,28315,283Material 45,00045,000

1,428,000 1,428,0001,428,000 1,428,000Expenditures Total

FundingGrants

Federal Grants 1,396,7171,396,7171,396,717 1,396,717

ReservesRoads Reserve 31,28331,283

31,283 31,2831,428,000 1,428,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020

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AttributesAttribute Value CommentStatus Project Status Not Approved

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Recycle and repave Perth Road 112 from Stratford to Perth Line 26. (4 kilometers)A portion of the road will be regraded south of the intersection of Line 29 (cut and fill operations). This portion will not be recycled but receive two lifts of hot mix asphalt.

Project JustificationPerth Road 112 carries approximately 3000 vehicles per day from Stratford to Perth Line 26 in Harmony. The road was last reconstructed in 1994 (25 years old) using cold-in-place recycling and lift of hot mix asphalt. The road has performed very well over its lifecycle with distresses in the roadway occurring much later. The current pavement condition rating is Poor to Very Poor (42 to 24) with a High to Very High risk rating (12 to 15). The road never received any pavement preservation technique over its lifecycle. Distresses have mainly occurred as cracking in the wheel paths and have been crack sealed in recent years. Cut and fill operations will be included in this project for an area immediately south of the intersection of Line 29. This is to improve the vertical alignment of the roadway.


This project is to be tendered with Perth Road 113 project and a Perth East project (Line 29).



Consultant Fees 25,20625,206Contractor 702,652702,652Equipment Own 25,00025,000Labour 9,6429,642Material 15,00015,000

777,500 777,500777,500 777,500Expenditures Total

FundingGrants

Federal Grants 742,858742,858742,858 742,858


34,642 34,642777,500 777,500Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020

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AttributesAttribute Value CommentStatus Project Status Not Approved


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RS0020 Line 86 EastRoads4-Council Review 2020


Resurfacing project on Perth Line 86 from Perth Road 131 east to Dorking (7.5 kilometers)This section of Perth Line 86 is a boundary road with Wellington County.

Project JustificationPerth Line 86 from Perth Road 131 to Dorking is a Class 2 roadway and has a traffic volume of 9845 vehicles per day. 756 (or 8%) of those vehicles are trucks which accounts for the majority of the loading on road structure. This is the busiest road in the County's asset inventory. The Asset Management Plan and Road Needs Study indicates that road is scheduled for reconstruction and the pavement condition along the sections of Perth Line 86 range from Poor to Very Poor (52 - 30) and have a Very High risk rating (16 - 21). This stretch of Perth Line 86 was last reconstructed back in 1998 (20 years old) with cold-in-place recycling and a 2" lift of hot mix asphalt. Early distresses in the road were extensive centerline cracking, mid-lane cracking (indication of paver screed box issues during construction) and loss of fine aggregate in the asphalt surface. County crews have performed extensive crack sealing and spray patching operations over the past 10 years. Pavement preservation techniques (lifecycle activities like micro-surfacing or bonded wearing course) were not performed on this section of Perth Line 86


A culvert replacement was completed in 2019 ahead of the road project.



Contractor 1,075,1611,075,161Labour 14,33914,339


FundingGrants

Federal Grants 1,075,1611,075,1611,075,161 1,075,161


14,339 14,3391,089,500 1,089,500Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020Status Project Status Not Approved

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RS0048 Municipal Addressing SignsRoads4-Council Review 2020


Replacement of municipal 911 addressing signs and intersection signs. This would include the replacement of approximately 9,300 property address signs and 760 intersection signs.

Project JustificationReflective material has degraded and the signs have now reached the end of their useful life (luminous properties).




Consultant Fees 283,555283,555Labour 16,44516,445

300,000 300,000300,000 300,000Expenditures Total

FundingGrants

Other Municipalities Revenue 138,791138,791138,791 138,791


161,209 161,209300,000 300,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020Status Project Status Not Approved

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RS0050 Perth Line 36Roads4-Council Review 2020


Reconstruction of Perth Line 36 from Perth Road 135 to Road 125. (4.1 kilometers)Pulverization, stabilization and regrading of the existing pavement structure. Granular base repairs will be required in some areas. Work will include shoulder drainage and 2 lifts of hot mix asphalt.

Project JustificationPerth Line 36 from Perth Road 135 to Road 125 was formerly a township roadway and transferred to the County back in 2013. The road was last reconstructed back in 2004 with a single lift of hot mix asphalt. The roadway is Class 3 with a daily traffic volume of 2250 vehicles. The asset management plan and road needs study indicate an average pavement condition rating of 5 (Very Poor) and a risk rating of 15 (Very High). The road was micro-surfaced in 2014 but has not performed effectively with the roadway rapidly deteriorating to a point where further remediation is not cost effective. There is evidence of road structure problems (more evident near the edges) which will require some granular base repairs, additional granular structure and proper drainage (shoulder drains).


A culvert on the Ehgoetz Municipal drain required replacement in 2019, ahead of the road project.



Consultant Fees 36,00036,000Contractor 967,661967,661Labour 14,33914,339


FundingGrants

Federal Grants 588,487588,487Provincial Grants 415,174415,174

1,003,661 1,003,661Reserves

Roads Reserve 14,33914,33914,339 14,339

1,018,000 1,018,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Roads Surface Contract No. 31-2-ROADSURF Road Surface Projects Project Start Year 2020 Project End Date 2020Status

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AttributesAttribute Value Comment Project Status Not Approved


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WP0001 Work In ProgressRoads4-Council Review 2020


Work In Progress is used for future capital projects for which the specifics are unknown at budget time. The budget amount includes funds for engineering, and for County personnel to perform work on projects prior to them becoming capital assets. Throughout the year, once the work to be started is identified as belonging to a particular project that will result in a future asset, the budget dollars will be moved from this project to that project, for a zero net effect.

Project JustificationIt is usually necessary to prepare for capital projects a year or more in advance. This project contains funds for pre-engineering as well as miscellaneous works such as road widening/surveying/drainage in advance of paving projects.




Consultant Fees 40,000 40,000 40,000 40,000 40,000 200,000400,000Equipment Own 10,000 10,000 10,000 10,000 10,000 50,000100,000

500,000 50,000 50,000 50,000 50,000 50,000 250,000500,000 50,000 50,000 50,000 50,000 50,000 250,000Expenditures Total

FundingReserves

Roads Reserve 50,000 50,000 50,000 50,000 50,000 250,000500,000500,000 50,000 50,000 50,000 50,000 50,000 250,000500,000 50,000 50,000 50,000 50,000 50,000 250,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Roads Asset Classification Work In Progress Contract No. 31-2-WIP Work in Progress Project Start Year 2019 Project End Date 2026Status Project Status Not Approved

Page No. : 21

County of Perth10 Year Reserve Continuity Schedule2020 - 2029 TRXFACILITIES Facilities

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029RESERVES

Opening Balance: 1,681,198 1,576,452 1,467,692 1,431,745 1,502,895 1,353,187 1,039,022 894,369 891,444 920,454TRANSFERS IN:Contributions from Capital Levy - Current 0 0 0 0 0 0 0 0 0 0Contributions from Capital Levy - Future 617,473 599,117 574,247 575,000 570,000 570,000 570,000 565,000 565,000 560,000Total Contributions from Capital Levy 617,473 599,117 574,247 575,000 570,000 570,000 570,000 565,000 565,000 560,000EMS Base Leases - Principal Payments 131,000 131,000 131,000 131,000 131,000 131,000 131,000 131,000 131,000 131,000Grants and Subsidies - Federal

Total Contributions To Reserves 748,473 730,117 705,247 706,000 701,000 701,000 701,000 696,000 696,000 691,000Debt Financing Proceeds



FB0019 Registry Roof 80,000 FB0033 Archives - Capital Maintenance 10,000 2,000 24,500 FB0034 Courthouse - Capital Maintenance 139,000 125,000 50,000 150,000 10,000 100,000 15,000 25,000 FB0035 PS HQ - Capital Maintenance 17,000 15,000 8,500 15,000 7,700 FB0036 PS Listowel Base- Capital Maintenance 7,000 5,000 12,100 16,300 FB0037 PS Milverton Base- Capital Maintenance 11,000 28,500 25,000 17,500 FB0038 PS Mitchell Base- Capital Maintenance 6,000 3,900 16,950 37,000 FB0039 PS St. Marys Base- Capital Maintenance 6,000 4,000 12,000 16,000 12,000 20,000 FB0040 PW Milverton- Capital Maintenance 11,000 30,000 25,400 11,600 3,000 FB0041 PW Mitchell - Capital Maintenance 16,000 6,000 140,000 15,000 35,000 15,000 FB0042 PW Stratford - Capital Maintenance 4,000 20,000 4,000 2,000 22,000 10,300 FB0043 Registry - Capital Maintenance 40,000 90,000 19,300 11,500 FF0001 Miscellaneous Furniture Replacement 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 LI0001 Courthouse Parking Lot 85,000 WP0002 Work in Progress 75,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000



TRANSFERS OUT:Transfers to Operating budgetTransfers to Other ReservesFinancing Payments 545,847 562,667 580,013 597,900 616,347 635,371 654,990 588,265 518,609 535,270

Total Expenditures Against Reserves 891,847 880,907 781,226 675,368 890,140 1,048,194 872,347 723,582 692,006 769,510

Closing Balance Before Interest 1,537,824 1,425,662 1,391,713 1,462,377 1,313,754 1,005,994 867,675 866,787 895,438 841,944

Interest Income 38,628 42,030 40,032 40,518 39,433 33,029 26,694 24,656 25,016 24,674

Closing Reserve Balance 1,576,452 1,467,692 1,431,745 1,502,895 1,353,187 1,039,022 894,369 891,444 920,454 866,618


Page 2

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Dollars

10 Year Forecast

Facilities Capital Reserve

Capital Projects




FB0019 Registry RoofFacilities4-Council Review 2020


Replacement of both the main and small roof tops on Registry Building.

Project JustificationEthylene propylene diene monomer (EPDM) with a stone ballast is utilized as the roofing finish atop the main portion of the building. The last noted replacement of the roof was in 1988. Condition of the roof tops are poor. Issues viewed during inspection include the membrane tension in the corners/edges and the poor condition of the flashing due to the EPDM tenting. The roof is expected to be the cause of various water infiltration locations found throughout the main floor of the building (mainly around the perimeter). Replacement is required in order to prevent further interior damages


This project was originally identified for 2019 but was deferred. There are currently no definitive future plans for the Registry Building and Courthouse Campus. This project can be deferred, however the roof is in poor condition and there is potential risk for further water infiltration. There have been no leaks in 2019.



Contractor 80,00080,00080,000 80,00080,000 80,000Expenditures Total

FundingReserves

Facilities Reserve 80,00080,00080,000 80,00080,000 80,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Buldings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2020Status Project Status Not Approved

Page No. : 1



FB0033 Archives-Capital MaintenanceFacilities4-Council Review 2020


Repair drainage issues associated with front garden.

Project JustificationDuring heavier rains, the garden does not drain effectively resulting in flooding of pathways and plantings.


Staff have identified a municipal drain that we will outlet into. County PW staff will do drainage work. The drainage plan has been worked on by County staff, Drainage Superintendent and Upper Thames River Conservation Authority.



Contractor 10,000 2,000 24,50036,50036,500 10,000 2,000 24,50036,500 10,000 2,000 24,500Expenditures Total

FundingReserves

Facilities Reserve 10,000 2,000 24,50036,50036,500 10,000 2,000 24,50036,500 10,000 2,000 24,500Funding Total

AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Buildings Contract No. 32-2-BLDGS Building Projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 2



FB0034 Courthouse-Capital MaintenanceFacilities4-Council Review 2020


Capital Maintenance work for the Courthouse identified in the Facility Condition Assessment.


Work budgeted for 2020 includes:Repairs to both the front entrance stairs-Stairs are in poor condition and require major repairs ($36K)Repairs to wood front entrance doors-3 sets of exterior wood doors (original to the building) require wood repairs at the bottom and refinishing. ($10K)Replacement of 3 AC units-The units requiring replacement were originally installed in 2000 and are in poor condition. These type of AC units typically have a 18-year useful life. Each are approximately $7000 to replace. ($21K)Blinds and Carpet for Council Chambers ($13,500)Carpet for 3rd Level Hallway and Main Stairs ($7,500)Courtroom Lights- Convert Halogen to LED ($5,000)Attic Insulation-Additional and replacement insulation is required in the attic. Areas are in poor condition. This is a capital maintenance item that is scheduled for every 30 years. ($30K)




Contractor 139,000 125,000 50,000 150,000 150,000614,000614,000 139,000 125,000 50,000 150,000 150,000614,000 139,000 125,000 50,000 150,000 150,000Expenditures Total

FundingReserves

Facilities Reserve 139,000 125,000 50,000 150,000 150,000614,000614,000 139,000 125,000 50,000 150,000 150,000614,000 139,000 125,000 50,000 150,000 150,000Funding Total


Page No. : 3



FB0036 PS Listowel Base-Capital MaintenanceFacilities4-Council Review 2020


Replacement of 3 heat pumps at Listowel PS Base.

Project JustificationThree heating/cooling units (located in lounge and office areas) require replacement. The current units are at the end of their useful lifespan and replacement is more cost efficient than servicing & retro-fitting. Cost estimate for replacement is $6000 total.




Consultant Fees 7,000 5,000 12,100 16,30040,40040,400 7,000 5,000 12,100 16,30040,400 7,000 5,000 12,100 16,300Expenditures Total

FundingReserves

Facilities Reserve 7,000 5,000 12,100 16,30040,40040,400 7,000 5,000 12,100 16,30040,400 7,000 5,000 12,100 16,300Funding Total


Page No. : 4



FB0040 PW Milverton-Capital MaintenanceFacilities4-Council Review 2020


Replace Septic Tank and Septic Bed

Project JustificationThe current septic system is original (40+ years old) and requires replacement. This was not replaced when a renovation to the building was done in 2007. The system is not functioning effectively and requires frequent "pump outs".




Contractor 11,000 30,000 25,400 14,60081,00081,000 11,000 30,000 25,400 14,60081,000 11,000 30,000 25,400 14,600Expenditures Total

FundingReserves

Facilities Reserve 11,000 30,000 25,400 14,60081,00081,000 11,000 30,000 25,400 14,60081,000 11,000 30,000 25,400 14,600Funding Total


Page No. : 5



FF0001 Miscellaneous Furniture ReplacementFacilities4-Council Review 2020


Project is for miscellaneous furniture replacements that occur annually at the various County facilities.

Project JustificationThis is an annual project, with actual expenditures varying from year to year based on need.




Material 24,000 24,000 24,000 24,000 24,000 120,000240,000240,000 24,000 24,000 24,000 24,000 24,000 120,000240,000 24,000 24,000 24,000 24,000 24,000 120,000Expenditures Total

FundingReserves

Facilities Reserve 24,000 24,000 24,000 24,000 24,000 120,000240,000240,000 24,000 24,000 24,000 24,000 24,000 120,000240,000 24,000 24,000 24,000 24,000 24,000 120,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Furniture Contract No. 32-2-FURN Furniture Purchases Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 6



WP0002 Work In ProgressFacilities4-Council Review 2020


Work In Progress is used for future Facility capital projects for which the specifics are unknown at budget time. The budget amount includes funds for engineering, and for County personnel to perform work on projects prior to them becoming capital assets. Throughout the year, once the work to be started is identified as belonging to a particular project that will result in a future asset, the budget dollars will be moved from this project to that project, for a zero net effect.

Project JustificationIt is usually necessary to prepare for capital projects a year or more in advance. This project contains funds for pre-engineering as well as miscellaneous works.


The amount in WIP (Facilities) has been increased to $75K for 2020. Staff intend to bring forward the Courthouse Campus/County Administration discussion back to Council in 2020. The additional funds are intended to cover any staff and consulting costs that may be incurred.



Consultant Fees 75,000 25,000 25,000 25,000 25,000 125,000300,000300,000 75,000 25,000 25,000 25,000 25,000 125,000300,000 75,000 25,000 25,000 25,000 25,000 125,000Expenditures Total

FundingReserves

Facilities Reserve 75,000 25,000 25,000 25,000 25,000 125,000300,000300,000 75,000 25,000 25,000 25,000 25,000 125,000300,000 75,000 25,000 25,000 25,000 25,000 125,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Facilities Asset Classification Work in Progress Contract No. 32-2-WIP Work in Progress Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 7

County of Perth10 Year Reserve Continuity Schedule2020 - 2029 TRXFLEET Fleet Capital Reserve

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029RESERVES

Opening Balance: 351,671 123,810 211,079 72,811 355,850 310,450 93,388 141,233 172,422 40,644TRANSFERS IN:Contributions from Capital Levy - Current 476,609 454,010 579,160 310,069 398,750 652,188 602,006 591,909 722,298 767,451Contributions from Capital Levy - Future 118,172 206,455 68,892 349,931 301,250 87,812 137,994 168,091 37,702 12,549Total Contributions from Capital Levy 594,781 660,465 648,052 660,000 700,000 740,000 740,000 760,000 760,000 780,000Grants and Subsidies - FederalGrants and Subsidies - ProvincialGrants and Subsidies - MunicipalTransfers from Other ReservesSale of Fleet - Proceeds 22,720 55,600 40,000 41,600 38,800 70,800 26,500 25,000 20,300 22,500

617,501 716,065 688,052 701,600 738,800 810,800 766,500 785,000 780,300 802,500

Total Available for Current Projects 969,172 839,875 899,131 774,411 1,094,650 1,121,250 859,888 926,233 952,722 843,144


VA0002 Annual Fleet Replacements 275,000 70,000 145,000 70,000 35,000 35,000 70,000 375,000 42,000 VB0001 Tandem Truck Replacement 310,000 310,000 330,000 660,000 330,000 330,000 310,000 VC0001 PW Pickup Replacement 38,000 76,000 38,000 38,000 76,000 38,000 76,000 38,000 VC0002 EMS Pickup Trucks 140,000 140,000 VC0002 CEMC Vehicle 38,000 38,000 VD0002 Annual Ambulance Replacements 500,000 165,000 165,000 330,000 330,000 165,000 165,000 330,000 330,000 165,000


Total Committments To Capital Projects 851,000 633,420 830,239 424,480 793,399 1,033,438 721,894 758,142 915,020 830,595

TRANSFERS OUT:Transfers to Operating budgetTransfers to Other Reserves

Total Expenditures Against Reserves 851,000 633,420 830,239 424,480 793,399 1,033,438 721,894 758,142 915,020 830,595


Interest Income 5,638 4,624 3,920 5,918 9,199 5,576 3,239 4,331 2,942 745




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200,000

400,000

600,000

800,000

1,000,000

1,200,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Dollars

10 Year Forecast

Fleet Capital Reserve

Capital Projects

Ending ReserveBalance

Contributions toCapital



VA0002 Annual Fleet ReplacementsFleet4-Council Review 2020


Replacement of 2004 Komatsu WA 200 Loader

Project JustificationThe County has two loaders in its fleet of equipment with a useful lifespan of 15 years. Both loaders are essential pieces of equipment and extensively used in the winter season, gravel shouldering operations and loading/unloading of materials. The Komatsu loader was purchased in 2004 and in addition to the winter and shouldering operations, this unit has a sweeper attachment that is utilized throughout the summer months. The Komatsu is at the end of its useful service life and over the past 2 years has required significant maintenance to keep operational, this included electrical, sensors and solenoid repairs.




Costs of Purchase 275,000 70,000 145,000 70,000 35,000 522,0001,117,0001,117,000 275,000 70,000 145,000 70,000 35,000 522,0001,117,000 275,000 70,000 145,000 70,000 35,000 522,000Expenditures Total

FundingReserves

Fleet Capital Reserve 275,000 70,000 145,000 70,000 35,000 522,0001,117,0001,117,000 275,000 70,000 145,000 70,000 35,000 522,0001,117,000 275,000 70,000 145,000 70,000 35,000 522,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Maintenance Vehicles Contract No. 33-2-VEH_CL_A Class A Maintenance Vehicle Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 1



VA0002 Annual Fleet ReplacementsFleet4-Council Review 2020

Gallery\\perthcounty.local\data\documents\Corporate Services\Finance\Budget\2020\Pictures\KOMATSUWA200-5.jpg

Page No. : 2



VC0001 PW Pickup ReplacementFleet4-Council Review 2020


Replacement of pick-up truck.

Project JustificationUnit 12-23 is a 2011 Chevy Silverado (2-wheel drive) with approximately 280,000 kilometers. It will be replaced with a full size half-ton 4x4 pick up truck.




Costs of Purchase 38,000 76,000 38,000 38,000 228,000418,000418,000 38,000 76,000 38,000 38,000 228,000418,000 38,000 76,000 38,000 38,000 228,000Expenditures Total

FundingReserves

Fleet Capital Reserve 38,000 76,000 38,000 38,000 228,000418,000418,000 38,000 76,000 38,000 38,000 228,000418,000 38,000 76,000 38,000 38,000 228,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Pickup Trucks Contract No. 33-2-VEH_CL_C Class C Pickup Truck Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 3



VC0001 PW Pickup ReplacementFleet4-Council Review 2020

Gallery\\perthcounty.local\data\documents\Corporate Services\Finance\Budget\2020\Pictures\Unit 1223 PW Pickup.jpg

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VC0003 CEMC VehicleFleet4-Council Review 2020


Purchase of a new SUV type Unit for use by the of Community Emergency Management Coordinator during the course of business. To increase the capacity of the CEMC role to meet the expectations of member municipalities, while providing a visible presence to the citizens improving community profile of the program.

Project JustificationThe vehicle will support Emergency Preparedness Education to all citizens within Perth County including remote Amish and Mennonite Schools. The vehicle will improve visibility within the member municipalities and it's citizens Vehicle will carry emergency site coordination supplies, EOC support kits as well as public education materials. The vehicle will be deployed to support Incident Command function, incident scenes as well as provide support EOC Staff, and alternate EOC set up then required. It will be utilized in all emergency situations for resource deployment as needed by the scalability of the response.


The CEMC Vehicle will mitigate the risk and liability from current CEMC responding to emergency situation using personal vehicle. The vehicle will be equipped with warn lights and reflective markings to meet MTO standards



Costs of Purchase 35,000 35,00070,00070,000 35,000 35,00070,000 35,000 35,000Expenditures Total

FundingReserves

Fleet Capital Reserve 35,000 35,00070,00070,000 35,000 35,00070,000 35,000 35,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Pickup Trucks Contract No. 33-2-VEH_CL_C Class C Pickup Truck Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

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VD0002 Annual Ambulance ReplacementsFleet4-Council Review 2020


Replacement of 3 front line ambulances.

Project JustificationIn 2019, the PS Operational Review included additional staffing and requirement for an additional ambulance to be added to the fleet complement. Fleet Division kept the ambulance that was scheduled to be sold in 2019 (A1060) as the additional ambulance and scheduled it for replacement in 2020. There were two ambulances previously scheduled to be replaced in 2020.We have 3 - Type II Diesel Mercedes ambulances (A1060, A1061, A1062) that we are scheduling to replace in 2020 with 3 new Type III ambulances (gas).




Costs of Purchase 500,000 165,000 165,000 330,000 330,000 1,155,0002,645,0002,645,000 500,000 165,000 165,000 330,000 330,000 1,155,0002,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000Expenditures Total

FundingReserves

Fleet Capital Reserve 500,000 165,000 165,000 330,000 330,000 1,155,0002,645,0002,645,000 500,000 165,000 165,000 330,000 330,000 1,155,0002,645,000 500,000 165,000 165,000 330,000 330,000 1,155,000Funding Total

AttributesAttribute Value CommentAttributes Contract Department Fleet Asset Classification Ambulances Contract No. 33-2-VEH_CL_D Class D Ambulance Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 6



VD0002 Annual Ambulance ReplacementsFleet4-Council Review 2020

GalleryL:\Public Works\F05 - Budgets\2019\1062 ambulance.JPG

Page No. : 7

County of Perth10 Year Reserve Continuity Schedule2020 - 2029 TRXMEDEQUIP Medical Equipment

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029RESERVES

Opening Balance: 56,660 38,367 127,849 69,325 88,514 206,143 343,764 19,490 15,805 130,672TRANSFERS IN:Contributions from Capital Levy - Current 101,760 8,446 72,397 60,165 0 0 145,526 144,683 31,350 0Contributions from Capital Levy - Future 23,240 121,554 62,603 82,335 150,000 157,500 14,474 15,317 128,650 160,000Total Contributions from Capital Levy 125,000 130,000 135,000 142,500 150,000 157,500 160,000 160,000 160,000 160,000Grants and Subsidies - FederalGrants and Subsidies - ProvincialGrants and Subsidies - MunicipalSale of Medical Equipment - Procceeds 14,000 4,000 4,000 4,000

Total Contributions To Reserves 139,000 134,000 139,000 146,500 150,000 157,500 160,000 160,000 160,000 160,000

Total Available for Current Projects 195,660 172,367 266,849 215,825 238,514 363,643 503,764 179,490 175,805 290,672CAPITAL PROJECT COMMITMENTS:

EM0004 Replacement of Medical Equipment 148,420 30,095 30,470 18,460 10,470 10,320 17,895 10,620 10,245 60,000 EM0005 Bariatric Equipment 10,000 101,948 10,000 75,000 132,300 30,000 EM0006 Pediatric Restraints 2,700 EM0007 Training Mannequins 3,300 30,000 1,615 8,106 5,972 EM0009 Defibrillator/CPR Equipment 12,500 132,000 5,089 5,889 341,566

Inflation Adjustment 918 7,776 7,468 2,774 2,590 54,829 21,252 6,910 11,706


TRANSFERS OUT:Transfers to Operating budget 50,000Transfers to Other Reserves

Total Expenditures Against Reserves 158,420 46,813 200,246 129,491 36,439 27,471 489,290 164,172 47,155 121,706


Interest Income 1,127 2,295 2,722 2,179 4,068 7,592 5,015 487 2,022 4,195



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100,000

200,000

300,000

400,000

500,000

600,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029

Dollars

10 Year Forecast

Medical Equipment Capital Reserve

Capital Projects




EM0004 Replacement of Medical EquipmentEmergency Medical Services4-Council Review 2020


Annually the medical equipment is reviewed to determine whether equipment needs to be replaced or whether stock quantity is appropriate. Oxygen D, M regulators, Oxygen flowmeters, Sagers, Keds and damage and replacement, $8,400. (Total $8,420)

Project JustificationReplacement of equipment at their designated replacement cycles ensures service levels to the public are maintained to their expected standards.


Additional purchase of 7 Stryker Stretchers included in the 2020 to outfit the 3 new ambulance scheduled for purchase and to outfit 4 exisiting vehicles using the obsolete Ferno stretchers. Cost $20,000 per stretcher with a total cost of approximately $140,000




FundingReserves

Medical Capital Equipment 148,420 30,095 30,470 18,460 10,470 109,080346,995346,995 148,420 30,095 30,470 18,460 10,470 109,080346,995 148,420 30,095 30,470 18,460 10,470 109,080Funding Total

AttributesAttribute Value CommentAttributes Contract Department Emergency Medical Services Asset Classification Medical Equipment Contract No. 52-2-MEDEQUIP Medical Equipment projects Project Start Year 2020 Project End Date 2029Status Project Status Not Approved

Page No. : 1



EM0005 Bariatric EquipmentEmergency Medical Services4-Council Review 2020


Annually the medical equipment is reviewed to determine whether equipment needs to be replaced or whether stock quantity is appropriate. Soft bariatric Stretchers are due for replacement ($10,000)

Project JustificationReplacement of equipment at their designated replacement cycles ensures service levels to the public are maintained to their expected standards.




Costs of Purchase 10,000 101,948 10,000 237,300359,248359,248 10,000 101,948 10,000 237,300359,248 10,000 101,948 10,000 237,300Expenditures Total

FundingReserves

Medical Capital Equipment 10,000 101,948 10,000 237,300359,248359,248 10,000 101,948 10,000 237,300359,248 10,000 101,948 10,000 237,300Funding Total

AttributesAttribute Value CommentAttributes Contract Department Emergency Medical Services Asset Classification Medical Equipment Contract No. 52-2-MEDEQUIP Medical Equipment projects Project Start Year 2020 Project End Date 2029Status Project Status Approved

Page No. : 2

CON I E NTS

OPERATINGRY



INSURANCE







A

A



FLEET, EQUIPMENT A

1

1

-



cbridges

Highlight

cbridges

Highlight

2019 2019 2020Budget Projected Budget

ActualsRevenues

CA General11 CAO 504,110 496,266 235,36013 HUMAN RESOURCES 494,912 453,217 367,81815 ECONOMIC DEVELOPMENT & TOURISM 37,750 45,750 113,92041 PLANNING 305,200 260,072 216,050

CS General12 CLERK 637,365 499,746 765,36922 FINANCE 457,095 447,586 473,78523 TECHNOLOGY SERVICES 841,130 817,816 871,39624 PROVINCIAL OFFENCES 1,653,500 1,603,010 1,637,00025 ARCHIVES 329,154 316,991 335,942

PW General30 PW ADMINISTRATION 1,498,829 1,380,993 1,573,73331 ROADS 4,432,326 4,484,064 4,013,15332 FACILITIES 2,415,092 2,408,755 2,462,34633 FLEET 2,291,080 2,299,016 2,429,988

ES General52 PARAMEDIC SERVICES 9,404,226 9,400,632 9,476,427

Council80 COUNCIL 0 0 0

Non Departmental90 NON‐DEPARTMENTAL 2,452,416 14,586,753 2,592,98293 GENERAL LIABILITY INSURANCE 120,960 109,080 147,960

Sub‐total Revenue 27,875,145 39,609,747 27,713,229Expenses

CA General Expense Chg Rev Chg Net Levy Chg %Levy Chg11 CAO 504,110 496,269 235,360 (268,750) (268,750) 0 0.00%13 HUMAN RESOURCES 494,912 453,217 367,818 (127,094) (127,094) 0 0.00%15 ECONOMIC DEVELOPMENT & TOURISM 599,524 585,350 698,514 98,990 76,170 22,820 0.15%41 PLANNING 579,464 458,660 524,125 (55,339) (89,150) 33,811 0.22%

CS General12 CLERK 637,365 499,747 765,369 128,004 128,004 0 0.00%22 FINANCE 457,095 447,586 473,785 16,690 16,690 0 0.00%23 TECHNOLOGY SERVICES 841,130 817,815 871,396 30,266 30,266 0 0.00%24 PROVINCIAL OFFENCES 1,653,500 1,603,008 1,637,000 (16,500) (16,500) 0 0.00%25 ARCHIVES 741,649 713,397 757,078 15,429 6,788 8,641 0.06%

PW General30 PW ADMINISTRATION 1,498,830 1,380,992 1,573,734 74,904 74,904 0 0.00%31 ROADS 8,333,445 8,385,182 8,539,289 205,844 (419,173) 625,017 4.01%32 FACILITIES 2,415,092 2,408,752 2,462,346 47,254 47,254 0 0.00%33 FLEET 2,291,080 2,299,016 2,429,988 138,908 138,908 0 0.00%

ES General52 PARAMEDIC SERVICES 12,395,236 12,355,694 12,565,760 170,524 72,201 98,323 0.63%

Council80 COUNCIL 238,783 233,700 246,201 7,418 0 7,418 0.05%92 GRANTS 28,930 28,229 38,930 10,000 10,000 0.06%

Non Departmental90 NON‐DEPARTMENTAL 1,636,283 1,235,394 1,629,806 (6,477) 140,566 (147,043) ‐0.94%91 COST SHARED PROGRAMS 4,937,112 4,937,112 5,288,222 351,110 351,110 2.25%93 GENERAL LIABILITY INSURANCE 120,960 109,080 147,960 27,000 27,000 0 0.00%

Sub‐total Expenses 40,404,500 39,448,200 41,252,681 848,181 (161,916) 1,010,097 6.49%

Contribution to (from) Net Municipal Position 161,547% of Levy % of Overall

Operating Levy 12,529,355 13,539,452 1,010,097 8.06% 6.49%

Capital Levy 3,045,000 3,165,000 120,000 3.94% 0.77%

Overall Levy 15,574,355 16,704,452 1,130,097 7.26%

Levy Summary Change by Division

12/3/2019 4 - Council Review

Revenue

CA General

CAO11 504,110 496,266 $235,360 (268,750) 53.31% (260,906) 52.57% $248,784 $263,022

HUMAN RESOURCES13 494,912 453,217 $367,818 (127,094) 25.68% (85,399) 18.84% $381,983 $406,894

ECONOMIC DEVELOPMENT & TOURISM15 37,750 45,750 $113,920 76,170 (201.77%) 68,170 (149.01%) $70,170 $17,000

PLANNING41 305,200 260,072 $216,050 (89,150) 29.21% (44,022) 16.93% $183,550 $183,550

CS General

CLERK12 637,365 499,746 $765,369 128,004 (20.08%) 265,623 (53.15%) $726,217 $751,535

FINANCE22 457,095 447,586 $473,785 16,690 (3.65%) 26,199 (5.85%) $501,747 $510,982

TECHNOLOGY SERVICES23 841,130 817,816 $871,396 30,266 (3.60%) 53,580 (6.55%) $890,968 $906,662

PROVINCIAL OFFENCES24 1,653,500 1,603,010 $1,637,000 (16,500) 1.00% 33,990 (2.12%) $1,628,000 $1,619,000

ARCHIVES25 329,154 316,991 $335,942 6,788 (2.06%) 18,951 (5.98%) $345,326 $352,973

PW General

PW ADMINISTRATION30 1,498,829 1,380,993 $1,573,733 74,904 (5.00%) 192,740 (13.96%) $1,635,623 $1,678,868

ROADS31 4,432,326 4,484,064 $4,013,153 (419,173) 9.46% (470,911) 10.50% $4,115,606 $4,158,293

FACILITIES32 2,415,092 2,408,755 $2,462,346 47,254 (1.96%) 53,591 (2.22%) $2,477,195 $2,489,395

FLEET33 2,291,080 2,299,016 $2,429,988 138,908 (6.06%) 130,972 (5.70%) $2,530,988 $2,551,291

ES General

PARAMEDIC SERVICES52 9,404,226 9,400,632 $9,476,427 72,201 (0.77%) 75,795 (0.81%) $9,814,914 $10,066,478

Non Departmental

NON-DEPARTMENTAL90 2,452,416 14,586,753 $2,592,982 140,566 (5.73%) (11,993,771) 82.22% $2,467,862 $2,081,768

GENERAL LIABILITY INSURANCE93 120,960 109,080 $147,960 27,000 (22.32%) 38,880 (35.64%) $154,008 $160,298

Sub-total Revenue 27,875,145 39,609,747 $27,713,229 (161,916) 0.58% (11,896,518) 30.03% $28,172,941 $28,198,009

ExpensesCA General

CAO11 504,110 496,269 $235,360 (268,750) (53.31%) (260,909) (52.57%) $248,784 $263,022

HUMAN RESOURCES13 494,912 453,217 $367,818 (127,094) (25.68%) (85,399) (18.84%) $381,983 $406,894

ECONOMIC DEVELOPMENT & TOURISM15 599,524 585,350 $698,514 98,990 16.51% 113,164 19.33% $650,978 $600,392

PLANNING41 579,464 458,660 $524,125 (55,339) (9.55%) 65,465 14.27% $365,659 $379,639

CS General

CLERK12 637,365 499,747 $765,369 128,004 20.08% 265,622 53.15% $726,217 $751,535

FINANCE22 457,095 447,586 $473,785 16,690 3.65% 26,199 5.85% $501,747 $510,982

TECHNOLOGY SERVICES23 841,130 817,815 $871,396 30,266 3.60% 53,581 6.55% $890,968 $906,662

PROVINCIAL OFFENCES24 1,653,500 1,603,008 $1,637,000 (16,500) (1.00%) 33,992 2.12% $1,628,000 $1,619,000

ARCHIVES25 741,649 713,397 $757,078 15,429 2.08% 43,681 6.12% $778,404 $795,785

PW General

PW ADMINISTRATION30 1,498,830 1,380,992 $1,573,734 74,904 5.00% 192,742 13.96% $1,635,623 $1,678,868

ROADS31 8,333,445 8,385,182 $8,539,289 205,844 2.47% 154,107 1.84% $8,711,177 $8,857,854

FACILITIES32 2,415,092 2,408,752 $2,462,346 47,254 1.96% 53,594 2.22% $2,477,195 $2,489,395

FLEET33 2,291,080 2,299,016 $2,429,988 138,908 6.06% 130,972 5.70% $2,530,988 $2,551,291

ES General

PARAMEDIC SERVICES52 12,395,236 12,355,694 $12,565,760 170,524 1.38% 210,066 1.70% $13,069,316 $13,401,465

Council

COUNCIL80 238,783 233,700 $246,201 7,418 3.11% 12,501 5.35% $252,417 $258,058

GRANTS92 28,930 28,229 $38,930 10,000 34.57% 10,701 37.91% $38,930 $38,930

Non Departmental

NON-DEPARTMENTAL90 1,636,283 1,235,394 $1,629,806 (6,477) (0.40%) 394,412 31.93% $1,731,089 $1,702,862

COST SHARED PROGRAMS91 4,937,112 4,937,112 $5,288,222 351,110 7.11% 351,110 7.11% $5,867,051 $6,163,499

GENERAL LIABILITY INSURANCE93 120,960 109,080 $147,960 27,000 22.32% 38,880 35.64% $154,008 $160,298

Sub-total Expenses 40,404,500 39,448,200 $41,252,681 848,181 2.10% 1,804,481 4.57% $42,640,534 $43,536,431

Contribution to Net Municipal Position 161,547Net Levy Requirement 12,529,355 (161,547) $13,539,452 1,010,097 13,700,999 $14,467,593 $15,338,422

8.06% 6.86% 6.02%

2019Budget

2019YearEnd

2020Budget

2019-2020Budget $

Change

2019-2020Budget %

Change

2019-2020YE Projection

$ Change

2019-2020YE Projection

% Change

2021Budget

2022Budget

County of Perth2020 OPERATING BUDGET

4-Council ReviewRun Date: Dec 3, 2019

County and Lower Tiers OMPF Allocations

2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change Total 2020 Total 2019 ChangeGrant Components1. Assessment Equalization Grant ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2. Northern Communities Grant ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3. Rural Communities Grant 935,500 928,500 7,000 352,500 355,700 3,200‐ 804,900 802,800 2,100 1,238,300 1,219,100 19,200 ‐ ‐ ‐ 3,331,200 3,306,100 25,100 4. Northern and Rural Fiscal Circumstances Grant 76,200 79,500 3,300‐ 8,000 9,700 1,700‐ 65,600 68,800 3,200‐ 128,900 131,800 2,900‐ ‐ ‐ ‐ 278,700 289,800 11,100‐ 5. Transitional Assistance ‐ 121,700 121,700‐ 338,800 457,300 118,500‐ 301,400 507,100 205,700‐ ‐ ‐ ‐ 1,200,400 1,412,200 211,800‐ 1,840,600 2,498,300 657,700‐

2019 Allocations 1,011,700$ 1,129,700$ 118,000‐$ 699,300$ 822,700$ 123,400‐$ 1,171,900$ 1,378,700$ 206,800‐$ 1,367,200$ 1,350,900$ 16,300$ 1,200,400$ 1,412,200$ 211,800‐$ 5,450,500$ 6,094,200$ 643,700‐$ 10,910,200‐$

2019 Allocations 1,129,700$ 822,700$ 1,378,700$ 1,350,900$ 1,412,200$ 6,094,200$ 830,900‐$ 2018 Allocations 1,329,000$ 967,800$ 1,622,000$ 1,344,900$ 1,661,400$ 6,925,100$ 938,000‐$ 2017 Allocations 1,563,500$ 1,138,500$ 1,908,200$ 1,298,400$ 1,954,500$ 7,863,100$ 1,376,600‐$ 2016 Allocations 1,839,300$ 1,339,400$ 2,244,900$ 1,516,800$ 2,299,300$ 9,239,700$ 1,617,700‐$ 2015 Allocations 2,163,800$ 1,575,700$ 2,641,000$ 1,771,900$ 2,705,000$ 10,857,400$ 2,670,700‐$ 10,266,500‐$ 2014 Allocations 2,704,700$ 1,969,600$ 3,301,200$ 2,171,400$ 3,381,200$ 13,528,100$ 2,281,700‐$ 2013 Allocations 3,170,700$ 2,317,100$ 3,865,500$ 2,478,700$ 3,977,800$ 15,809,800$ 550,900‐$ 2012 Allocations 3,232,100$ 2,317,100$ 3,948,400$ 2,653,800$ 4,209,300$ 16,360,700$ 2,100‐$ 2011 Allocations 3,335,700$ 2,322,800$ 3,902,300$ 2,428,600$ 4,373,400$ 16,362,800$ 256,400$ 2010 Allocations 3,335,300$ 2,180,000$ 3,858,900$ 2,368,200$ 4,364,000$ 16,106,400$ 36,600‐$ 2009 Allocations 3,398,700$ 1,999,400$ 3,842,100$ 2,396,200$ 4,506,600$ 16,143,000$ 1,850,400$ 7,987,700$ 2008 Allocations 3,034,200$ 1,318,700$ 2,815,800$ 2,398,000$ 4,725,900$ 14,292,600$ 1,842,257$ 2007 Allocations 2,737,551$ 1,194,490$ 2,537,149$ 2,299,689$ 3,681,464$ 12,450,343$ 418,937$ 2006 Allocations 2,672,491$ 1,170,750$ 2,482,605$ 2,241,430$ 3,464,130$ 12,031,406$ 2,227,734$ 2005 Allocations 2,615,356$ 1,147,018$ 2,429,646$ 1,976,652$ 1,635,000$ 9,803,672$ 1,430,672$

2004 Allocations ‐ CRF 2,151,000$ 961,000$ 2,009,000$ 1,617,000$ 1,635,000$ 8,373,000$

Key OMPF Data Inputs2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change 2020 2019 Change

1. Households 4,233 4,182 51 1,595 1,602 7‐ 3,642 3,616 26 5,603 5,491 112 15,073 14,891 182

2. Total Weighted Assessment per Household 459,060$ 427,366$ 31,694 545,908$ 495,352$ 50,556 412,631$ 386,792$ 25,839 356,350$ 338,507$ 17,843 418,816$ 391,907$ 26,909 3. Rural and Small Community Measure 100% 100% ‐ 100% 100% ‐ 100% 100% ‐ 100% 100% ‐ 100% 100% ‐ 4. Farm Area Measure 90.5% 90.7% ‐0.2% 90.8% 91.7% ‐0.9% 93.3% 93.2% 0.1% 91.3% 90.6% 0.7% n/a n/a

5.Northern and Rural Municipal Fiscal Circumstances 1.8 1.9 0.1‐ 0.5 0.6 0.1‐ 1.8 1.9 0.1‐ 2.3 2.4 0.1‐ n/a n/a

6. 2020 Guranteed Level of Support 85.0% 85.0% 0.0% 85.0% 85.0% ‐ 85.0% 85.0% ‐ 85.3% 85.4% ‐0.1% 85.0% 85.0% 0.0%7. 2019 OMPF (Line A from 2018 Allocation No 1,129,700$ 1,329,000$ 199,300‐ 822,700$ 967,800$ 145,100‐ 1,378,700$ 1,622,000$ 243,300‐ 1,350,900$ 1,344,900$ 6,000 1,412,200$ 1,661,400$ 249,200‐ 10,776,200$

Reductions from 2020 118,000‐$ 123,400‐$ 206,800‐$ 16,300$ 211,800‐$ 643,700‐$

OMPF Grant Components

Grant Components 2012 2013 2014 2015 2016 2017 2018 2019 2020Social Services Grant 30Policing Grant 94Farmland and Managed Forests Grant 46 2019‐2020

95%of fundinghas been allocatedto core grants

Total of Core Grants 416 421 444 463 477 477 477

5 Transitional and Stabilization Grants 30 134 94 61 42 33 28 23 ‐5 5%TOTAL OMPF (Millions) 596 575 550 515 505 505 510 505 500 remains to be

defined

2020 vs 2019 Perth East Perth South West Perth North Perth Perth County

Perth East Perth South West Perth North Perth Perth County

2020Salary Change Analysis2020 - Council Review

Division 2019 Budget FTEs 2020 Budget FTEs $$ FTEs % % of Total % $$ Comments/Assumptions11 CAO 164,550$ 1.00 156,015$ 1.00 8,535-$ - -5.19 -3.17% 43.7% 3,734- 12 CLERK 389,957$ 5.30 467,447$ 6.00 77,490$ 0.70 19.87 28.80% 43.7% 33,899 Movement of Accessibility Coordinator to Clerk13 HUMAN RESOURCES 245,391$ 3.00 176,305$ 2.00 69,086-$ 1.00- -28.15 -25.68% 43.7% 30,223- 15 ECONOMIC DEVELOPMENT & TOURISM 196,030$ 3.04 229,647$ 3.70 33,617$ 0.66 17.15 12.50% 100.0% 33,617 22 FINANCE 233,839$ 3.00 294,470$ 4.00 60,631$ 1.00 25.93 22.54% 43.7% 26,524 Finance & Purchasing Assistant23 TECHNOLOGY SERVICES 313,171$ 4.34 331,884$ 4.34 18,713$ - 5.98 6.96% 43.7% 8,186 24 PROVINCIAL OFFENCES 271,550$ 4.34 286,248$ 4.34 14,698$ - 5.41 5.46% 0.0% - 25 ARCHIVES 298,832$ 5.33 311,090$ 5.33 12,258$ - 4.10 4.56% 56.0% 6,864 30 PW ADMINISTRATION 168,074$ 2.00 195,913$ 2.00 27,839$ - 16.56 10.35% 70.0% 19,487 Asset Manager and Engineering Specialist31 ROADS 1,138,945$ 16.85 1,164,258$ 16.74 25,313$ 0.11- 2.22 9.41% 85.0% 21,516 32 FACILITIES 151,868$ 2.33 159,912$ 2.33 8,044$ - 5.30 2.99% 0.0% - 33 FLEET 179,000$ 2.00 185,000$ 2.00 6,000$ - 3.35 2.23% 0.0% - 41 PLANNING 220,183$ 2.83 179,403$ 2.33 40,780-$ 0.50- -18.52 -15.16% 100.0% 40,780- 52 PARAMEDIC SERVICES 7,212,322$ 79.53 7,311,775$ 80.71 99,453$ 1.18 1.38 36.97% 24.4% 24,276 See EMS Salary Breakdown below80 COUNCIL 159,426$ 162,790$ 3,364$ - 2.11 1.25% 100.0% 3,364

Operating Salaries Salaries 11,343,138$ 134.89 11,612,157$ 136.82 269,019$ 1.93 2.37 102,998$

Benefits 2,760,656$ 2,870,125$ 109,469$ 41,912$ Total Salaries & Benefits 14,103,794$ 14,482,282$ 378,488$ 144,909$

Benefits as % of Salaries 24.3% 24.7%0.93% Impact to Levy %

15,574,355 2019 Levy

EMS Salary BreakdownIncrease in budget 99,453$ Non-Union Benefits 2019 2020CPI 2.11% 30,342$ (2019 base of 1,438,000 X 2.11%) CPP Expense 383,870 397,900 14,030 4%Market Adjustment 1.00% 14,380$ (2019 base of 1,438,000 X 1.00%) EI Expense 176,006 171,752 4,254- -2%

EHT Expense 221,179 226,435 5,256 2%FTE Increases 150,579$ (HR Generalist, 1 Deputy Chiefs, 3 Commnanders) OMERS 1,083,372 1,129,180 45,808 4%

195,301$ Health Benefits 896,229 944,858 48,629 5%Union 2,760,656 2,870,125 109,469 COLA% 115,486$ (2019 Base 5,774,322 x CPI%) Total Union Salaries FT & PTVacation allotment increases, decrease backfill of PT hours 211,334-$

95,848-$

Total Combined SalariesCPI increase 2.05% 232,534$ includes weighted avg of Union (CPI%) + Non-Union (2.11%)Market Adjustment 0.43% 48,856$ Remainder of changes -0.11% 12,371-$

269,019$

Total Increase in Salaries 269,019$ 2.37%Union Increases 95,848-$ -0.84%Non-Union Increases 364,867$ 3.22%

Non Union IncreaseCPI 117,502 2.11%FTE Changes 197,324 (Asset Manager & Engineering Specialist, Reduce Contract Planner, PS Changes)Other 50,041 Grid Movements, plus Market Adjustment 1%

364,867

Year-over-Year Change

Change

Change Impact to Levy

1/7/2020

CON I E NTS

OPERATINGRY



INSURANCE







A

A



FLEET, EQUIPMENT A

1

1

-



cbridges

Highlight

Revenue

Subtotal Revenue : $0 $0 $0 $0 0 $0 $00.00% 0.00% 0.00%

ExpensesSalaries5000 $159,426 $167,653 $162,790 $3,364 2.1% (4,863) (2.90%) $167,674 $172,704 Refer to Salary AnalysisCPP Expense5010 $4,823 $6,454 $5,112 $289 6.0% (1,342) (20.79%) $5,529 $6,022EHT Expense5030 $3,109 $3,247 $3,174 $65 2.1% (73) (2.25%) $3,270 $3,368Insurance5150 $475 $475 $475 $0 0.0% 0 0.00% $494 $514Memberships5210 $13,700 $13,891 $17,400 $3,700 27.0% 3,509 25.26% $18,200 $18,200 Increase in WOWC MembershipMileage5220 $14,000 $12,533 $14,000 $0 0.0% 1,467 11.71% $14,000 $14,000Miscellaneous Expense5230 $500 $867 $500 $0 0.0% (367) (42.33%) $500 $500Professional Development5280 $21,500 $7,938 $21,500 $0 0.0% 13,562 170.85% $21,500 $21,500Telecommunications5320 $250 $231 $250 $0 0.0% 19 8.23% $250 $250County Banquet6158 $10,000 $9,160 $10,000 $0 0.0% 840 9.17% $10,000 $10,000Educational Tour / Council Retreat6190 $1,000 $1,057 $1,000 $0 0.0% (57) (5.39%) $1,000 $1,000Public Relations6580 $1,500 $3,544 $1,500 $0 0.0% (2,044) (57.67%) $1,500 $1,500Session Expenses6640 $6,000 $6,650 $6,000 $0 0.0% (650) (9.77%) $6,000 $6,000Integrity Officers6725 $2,500 $0 $2,500 $0 0.0% 2,500 0.00% $2,500 $2,500 Use as required

Subtotal Expenses : $238,783 $233,700 $246,201 $7,418 12,501 $252,417 $258,0583.11% 2.52% 2.23% Refer to Salary Analysis

Net Levy Requirement $238,783 $233,700 $246,201 $7,418 12,501 $252,417 $258,0583.11% 2.52% 2.23%

2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

Budget toBudget $

2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth80 COUNCIL

2020 OPERATING BUDGET


Revenue


ExpensesNorth Perth ‐ EPC6480 $8,880 $8,880 $8,880 $0 0.0% 0 0.00% $8,880 $8,880 Refer to Grant ApplicationPerth County 4‐H General Programme6520 $3,000 $3,000 $3,000 $0 0.0% 0 0.00% $3,000 $3,000 Refer to Grant ApplicationPerth County 4‐H Go for the Gold/Dairy C6522 $800 $99 $800 $0 0.0% 701 708.08% $800 $800 Based on resolution 2017‐12 upon requestStratford Perth Community Foundation Gr6525 $0 $0 $5,000 $5,000 0.0% 5,000 0.00% $5,000 $5,000 Refer to Grant ApplicationPerth County Plowmen's Association6530 $1,250 $1,250 $1,250 $0 0.0% 0 0.00% $1,250 $1,250 Refer to Grant ApplicationGallery Stratford Grant6545 $0 $0 $5,000 $5,000 0.0% 5,000 0.00% $5,000 $5,000 Gallery Stratford GrantTree Planting Grants ‐ Lower Tiers6785 $15,000 $15,000 $15,000 $0 0.0% 0 0.00% $15,000 $15,000

Subtotal Expenses : $28,930 $28,229 $38,930 $10,000 10,701 $38,930 $38,93034.57% 0.00% 0.00% Refer to Grant Application


2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

Budget toBudget $

2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth92 GRANTS



Corporation of the

County of Perth Corporate Services - Finance Division 1 Huron Street, Stratford, Ontario N5A 5S4

2020 GRANT APPLICATION SUBMISSION DEADLINE: September 20, 2019

Tel: 519-271-0531 Fax: 519-271-6265 Email: [email protected]

Please note: A grant in any year is not to be considered a commitment by the County of Perth to continue such assistance in future years. It is not the intent of this grant program to become an annual component of an organization’s operating budget plan.

Grant Information

Amount requested for this 2020 grant:

$

Will funding be requested in future years? If yes, please indicate intended future requests

2021 $ 2022 $

Please indicate how the grant funds will be used:

General Organization Information

Organization Name: Contact Name:

Mailing Address:

City/Town: Postal Code:

Telephone No.: Fax No.:

Email:

Briefly state your organization's missions/goals:

Number of volunteers: Does the organization operate as a not-for-profit?

Is the organization incorporated? If yes, please give the date of incorporation:

Does the organization have charitable status? If yes, please provide charitable number: Are fees charged for membership or services/activities you provide? If yes, please explain:

Does anyone besides County of Perth residents belong to our organization, or benefit from your services/activities? If yes, please explain:

8,8808,880

To operate our program, and to pay program coordinator

North Perth Seniors Centre

Community organization for adults fifty plus, informing, coordinating, developing and operating social, recreational, culture, andvolunteer opportunities.

16

Yes

$3 entry at the door for our Thursday dance, gets you over an hour of live music and dancing, chance to win door prizes,afternoon snack and chance to win spot dance prizes.

$5 membership fee, optional to all but will save you money on bus trips.

Our organization is very important to County of Perth Seniors but many other communities come participate in our organizationbecause they don't have anything like this in their community.

8,880

Cara BurnsP.O Box 123Listowel, [email protected]

N4W 3H3

No -

No -

mailto:[email protected]

Corporation of the





Grant Information


$


2021 $ 2022 $




Mailing Address:



Email:






3,0003,000

To support programs and activities for Perth County 4-H members between the ages of 9-21 and Clover Bud membersbetween the ages of 6-8 years. Some of these activities include our judging competition, Go for the Gold program-both localand regional, regional/provincial/national opportunities (such as Leadership Camps, Career Development & YouthConferences) that Perth County members might attend and participate in.

Perth County 4-H Association

Mission Statement: "The Association" will provide leadership to the 4-H program within Perth County. To plan and coordinatea quality program which adheres to the 4-H philosophy and is practical for the member, parents, leaders.The 4-H Moto is "Learn to do by doing"

70

Yes

892280843RR0001

Perth County 4-H offer a reduced fee to our members from the designated 4-H Ontario fee through local sponsorship.Some individual clubs request a small fee to cover expenses for running that specific club (ie-cooking clubs)

4-H Ontario has a membership fee of currently $85 (rising to $95 for 2020) per member per year. Perth County collect this andremits its entirety to 4-H Ontario on a quarterly basis. We do not collect addition funds from members directly to Perth County4-H (only the individual club incidential expenses). Program dollars are raised through fund-raising efforts.

3,000

Grace Oesch1201 Lichty Rd, RR [email protected]

N0B 2T0

No -

Yes -


Developing Tomorrow’s Leaders ~ Today

PERTH COUNTY 4-H ASSOCIATION

Grace Oesch, Treasurer/Membership Coordinator RR 2, 1201 Lichty Rd, Wellesley, Ontario N0B 2T0

Phone 519-656-2199 [email protected]

PROGRAM OUTLINE for 2020

- Participating members, ages 9-21 have the options to choose from many agricultural, like skills and a wide range of general interest projects with new ones being added yearly.

- They are able to participate in skill developing County activities such as judging, communication and public speaking training, parliamentary procedure skills, running effective meeting skills, Go for the Gold competition – all of which lead to networking skills

- They also have the opportunity to participate in these same activities on a Regional and Provincial level thereby allowing them to meet and network with members from across the Province, Canada and International

- Members can participate in as many clubs as the choose as long as they meet the minimum completion requirements for each project

- Many of our current volunteer leaders were themselves members either locally or in another area of the province

- The 4-H Motto is “Learn to do by doing” - Members receive awards from the Provincial Association and Perth County 4-H

to recognize the various levels of project completion in their 4-H career as well as recognition for graduation from the program at age 21

- Ontario had recently introduced a “Clover Bud” program for 4-H participants age 6, 7 and 8 which started in Perth County in 2013

- Perth County have had numerous 4-H program graduates and members who have gone on to many other successful avenues in life, and have won many competitions to which they have attributed their success to their 4-H training and experience [including several members that have won Queen of the Furrow competitions, Fair Ambassador competitions and a Miss Oktoberfest ]


Developing Tomorrow’s Leaders ~ Today

PERTH COUNTY 4-H ASSOCIATION

Grace Oesch, Treasurer/Membership Coordinator RR 2, 1201 Lichty Rd, Wellesley, Ontario N0B 2T0

519-656-2199 [email protected]

Perth County 4-H Association Board of Directors-2019 President – Ben Lindner Secretary – Lesley Chapman Treasurer – Grace Oesch Past President – Erica Murray Directors –

- Tammy Horn - Jennifer Aikens - Nellie van den Hoven - Carolyn van der Heiden - Amy Halls - Jesse Nyland - Tammy Horn - Jennie Nichol - Leasa Skinner

Regional Rep – Erica Murray Thanks Grace Oesch, Treasurer, Membership & Screening Coordinator Perth County 4-H Association


Corporation of the





Grant Information


$


2021 $ 2022 $




Mailing Address:



Email:






5,0005,000

EngagingWith this funding, the Community Foundation will host a series of free events in Perth County engaging with local communityand business leaders, elected officials and invested citizens. We will listen and learn about each region’s unique needs andkey priorities. The findings will help guide us as to where the granting from our Smart & Caring Community Funds will be bestserved.

EducatingWe will also have the opportunity at these events to further educate the community of the local benefits of our Smart & CaringCommunity Funds. As our funds grow, so will our investment back in the region through grants that will meet our community’sneeds today, tomorrow and forever.

Of note: Future funding requests are tentative. Community engagement will continue to be a priority, but may look differentfrom year to year.

Stratford Perth Community Foundation

VisionRealizing community vitality through philanthropy.

MissionTo enrich the lives of people in Stratford, St. Marys and Perth County by providing support to charitable organizations throughgrants made possible by responsible stewardship of endowment funds.

30

Yes

April-9-2003

884884305RR0001

We do not charge for memberships. We do have a small administrative fee (2%) for the management and administration of ourendowment funds. If we hold educational seminars/workshops, we would run them on a cost-recovery basis either throughsponsorship, tickets, or a combination of the two.

Our Board of Directors and volunteers are representatives from across Perth County, Stratford and St. Marys. We providegrants annually to charitable and not-for-profit organizations throughout our region, benefiting all communities that we serve.

5,000

Roxy Rae55 Lorne Avenue East, Unit [email protected]

N5A 6S4

Yes -

Yes -


Stratford and PerthCounty Community Foundation

Financial StatementsFor the year ended December 31, 2018

Stratford and Perth County Community FoundationFinancial Statements

For the year ended December 31, 2018

Contents

Independent Auditors’ Report 2- 4

Financial Statements

BaLance Sheet 5

Statement of Operations and Changes in Fund Balance5 6

Statement of Cash Rows 7

Notes to the FinanciaL Statements 8- 15

I ii.c: Tel: 519271 2491 flDO Canada LLPFax: 519 271 4013 380 Hibernia Street

_________________

www.bdo.ca Stratford ON NSA 5W3 Canada

Independent Auditor’s Report

To the Board of Directors and Members ofStratford and Perth County Community Foundation

Qualified Opinion

We have audited the accompanying financial statements of Stratford and Perth County CommunityFoundation (the Foundation), which comprise the balance sheet as at December 31, 2018, thestatement5 of operations and changes in fund balances and cash fLows for the year then ended, andnotes to the financial statements, incLuding a summary of significant accounting poLicies.

In our opinion, except for the possibLe effects of the matter described in the Basis for QualifiedOpinion section of our report, the accompanying financial statements present fairLy, in aLL materiaLrespects, the balance sheet of the Foundation as at December 31, 2018, and its resuLts of operationsand its cash fLows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations.

Basis for Qualified Opinion

In common with many charitable organizations, the Foundation derives revenue from donations andfundraising activities, the compLeteness of which is not susceptibLe of satisfactory audit verification.Accordingly, verification of these revenues was Limited to amounts recorded in the records of theFoundation. Therefore, we were not abLe to determine whether any adjustments might be necessaryto donation revenue, fundraising revenue, net revenue, and cash fLow from operations for the yearsended December 31, 2018 and 2017, current assets as at December 31, 2018 and 2017, and net assetsand fund baLances as at January 1 and December 31 for both the 2018 and 2017 years. Our auditopinion on the financial statements for the year ended December 31, 2017 was modified accordingLybecause of the possibLe effects of this limitation in scope.

We conducted our audit in accordance with Canadian generalLy accepted auditing standards. OurresponsibiLities under those standards are further described in the Auditor’s Responsibilities for theAudit of the Financial Statements section of our report. We are independent of the Foundation inaccordance with the ethical requirements that are reLevant to our audit of the financiaL statements inCanada, and we have fuLfiLLed our other ethicaL responsibilities in accordance with these requirements.We beLieve that the audit evidence we have obtained is sufficient and appropriate to provide a basisfor our quaLified audit opinion.

SDO Canada LLP. a CanadFon Umtted Liability partntnhip. Is a mcmber of BOO Intcrnationut Limited, a UK tompany IimitDd by guarantee, amid forms part of the international BDCnetwork of Independent member firms. 2

Responsibilities of Management and Those Charged with Governance for the Financial Statements

Management is responsible for the preparation and fair presentation of these financial statements inaccordance with Canadian accounting standards for not-for-profit organizations, and for such internaLcontrol as management determines is necessary to enabLe the preparation of financiaL statements thatare free from material misstatement, whether due to fraud or error.

In preparing the financiaL statements, management is responsibLe for assessing the Foundation’s abilityto continue as a going concern, disclosing, as appLicable, matters reLated to going concern and usingthe going concern basis of accounting unless management either intends to Liquidate the Foundation orto cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Foundation’s financiaL reportingprocess.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonabLe assurance about whether the financial statements as a whoLeare free from materiaL misstatement, whether due to fraud or error, and to issue an auditor’s reportthat incLudes our opinion. ReasonabLe assurance is a high LeveL of assurance, but is not a guaranteethat an audit conducted in accordance with Canadian generalLy accepted auditing standards wilL alwaysdetect a material misstatement when it exists. Misstatements can arise from fraud or error and areconsidered materiaL if, individuaLLy or in the aggregate, they couLd reasonably be expected to infLuencethe economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generaLly accepted auditing standards, we exerciseprofessional judgment and maintain professionaL skepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financiaL statements, whether dueto fraud or error, design and perform audit procedures responsive to those risks, and obtainaudit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk ofnot detecting a materiaL misstatement resuLting from fraud is higher than for one resultingfrom error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,or the override of internal controL.

Obtain an understanding of internaL control relevant to the audit in order to design auditprocedures that are appropriate in the circumstances, but not for the purpose of expressing anopinion on the effectiveness of the Foundation’s internaL controL.

Evaluate the appropriateness of accounting poLicies used and the reasonableness of accountingestimates and reLated disclosures made by management.

3

Conclude on the appropriateness of management’s use of the going concern basis of accountingand, based on the audit evidence obtained, whether a material uncertainty exists related toevents or conditions that may cast significant doubt on the Foundation’s ability to continue asa going concern. If we conclude that a material uncertainty exists, we are required to drawattention in our auditor’s report to the related disclosures in the financial statements or, ifsuch discLosures are inadequate, to modify our opinion. Our conclusions are based on the auditevidence obtained up to the date of our auditor’s report. However, future events or conditionsmay cause the Foundation to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial statements, includingthe disclosures, and whether the financial statements represent the underLying transactionsand events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the plannedscope and timing of the audit and significant audit findings, including any significant deficiencies ininternal control that we identify during our audit.

spo Canada LI-P

Chartered ProfessionaL Accountants, Licensed Public Accountants

Stratford, OntarioJune 5, 2019

4

Stratford and Perth County Community FoundationBalance Sheet

Operating Endowment Funds forDecember31 Fund Fund Distribution 2018 2017

Assets

CurrentCash and cash equivalents $ 165,459 $ - $ - $ 165,459 $ 188,030Accounts receivable 41,511 - - 41,511 24,532HST recoverabLe 7,169 - - 7,169 -

Prepaid expenses 1,341 - - 1,341 1,469Inve5tments (Note 3) 10,000 4,356,067 - 4,366,067 4,402,721Cash surrender vaLue - life

insurance (Note 4) - 26,484 - 26,484 25,268Interfund receivable (payabLe) (22,359) 12,322 10,037 - -

S 203,121 $4,394,873 $ 10,037 $4,608,031 $ 4,642,020

Liabilities and Fund Balances

CurrentAccounts payabLe $ 23,484 - - $ 23,484 $ 20,489Deferred revenue (Note 6) 13,875 - - 13,875 7,125Funds heLd in trust (Note 3) - 209,989 - 209,989 254,773

37,359 209,989 - 247,348 282,387

Fund balancesEndowment funds (Note 5) - 4,184,884 - 4,184,884 4,174,336Funds for distribution - - 10,037 10,037 42,039Unrestricted funds 165,762 - - 165,762 143,258

165,762 4,184,884 10,037 4,360,683 4,359,633

S 203,121 $4,394,873 $ 10,037 $4,608,031 $ 4,642,020

On behalf of the Board:

The accompanying notes are an integral part of these financial statements.

Director

Director

5

Stratford and Perth County Community FoundationStatement of Operations and Changes in Fund Balances

Operating Endowment Funds forFor the year ended Fund Fund Distribution 2018 2017

RevenueDonation revenueMunicipal grantCorporate sponsorshipOntario Trillium Foundation (Note 11)Event revenueInvestment income (Loss)Fund administration fees

ExpendituresAdministration supportBoard and committee meeting

expensesCommunity outreach and marketingComputerEvent expensesFundraisingGrantingInsuranceInterest and bank chargesMembership feesOffice, printing, and postageOffice rentOnline donation expensesProfessionaL feesSalaries and benefitsSpeciaL projectsTelephoneTravel and conferences

Grants and Distributions (Note 7)Arts, culture, and heritageChiLdren and youthEducation and LiteracyEnvironment

HeaLth and wellnessRecreation and sportsSeniorsSocial services

$ 25,26513,000

101,500

36,440

S 368,185 $

- (265,527)92,110 (92,110)

Fund balance, ending $ 165,762 $ 4,134,884 $ 10,037 $ 4,360,683 S 4,359,633

The accompanying notes are an integral pad of these financial statements.

37,080 $ 430,530 $ 933,378- 13,000 8,000- 101,500 100,500-

- 14300- 36,440 49,590

164,650 (100,877) 353,145

268,3*5 10,548 201,730 480,593 1,458,913

6,811 - - 6,811 4,977

3,390 - - 3,390 1,4298,717 - - 8,717 9,7374,962 - - 4,962 3,826

25,046 - - 25,046 26,9353,204 - - 3,204 3,2334,331 - - 4,331 4,4792,234 - - 2,234 2,1271,726 - - 1,726 9941,472 - - 1,472 2,7965,903 - - 5,903 6,865

12,473 - - 12,473 12,4732,172 - - 2,172 1,9587,382 - - 7,382 7,161

147,811 - - 147,811 153,5174,385 - - 4,385 4,1421,836 - - 1,836 1,6251,956 - - 1,956 4,640

245,811 - - 245,811 252,914

-- 16,300 16,300 19,538

-- 15,900 15,900 20,900

-- 14,850 14,850 41,968

-- 18,952 18,952 3,660

-- 77,800 77,800 43,202

-- 7,380 7,380 12,500

-- 26,000 26,000 3,500

-- 56,550 56,550 31,400

-- 233,732 233,732 176,668

22,504 10,548 (32,002) 1,050 1,029,331143,258 4,174,336 42,039 4,359,633 3,330,302

Excess of revenue over expenditures

Fund balance, opening

6

Stratford and Perth County Community FoundationStatement of Cash Flows

Operating Endowment Funds forFor the year ended Fund Fund Distribution 2018 2017

Cash flows from operating activitiesExcess of revenue over

expendituresAdjustment for:

Realized and unreaLized (gains)Losses

Changes in non-cash working capitaLbalances:Accounts receivableFIST recoverablePrepaid expensesInterfund receivabLe (payable)Accounts payabLeDeferred revenueFunds held in trust

Cash flows from investing activitiesPurchase of investmentsProceeds on saLe of investmentsIncrease in cash surrender value -

Life insurance

Change in cash and cashequivalents during the year

Cash and cash equivalents,beginning of year

Cash and cash equivalents,end of year $ 165,459 $ - $ - $ 165,459 $ 188,030

$ 22,504 $ 10,548 $ (32,002) $ 1,050 $ 1,029,331

- 203,155 - 203,155 (263,493)

22,504 213,703 (32,002) 204,205 765,838

(16,979) - - (16,979) (3,760)(7,169) - - (7,169) -

128 - - 128 1,540(20,800) (11,202) 32,002 - -

2,995 - - 2,995 1236,750 - - 6,750 (4,250)

- (44,784) - (44,784) (6,493)

(12,571) 157,717 - 145,146 752,998

(10,000) (368,185) - (378,185) (818,843)- 211,684 - 211,684 135,166

- (1,216) - (1,216) (25,268)

(10,000) (157,717) - (167,717) (708,945)

(22,571) - - (22,571) 44,053

188,030 - - 188,030 143,977

The accompanying notes are an integral pait of these financial statements.

Stratford and Perth County Community FoundationNotes to the Financial Statements

December 31, 2018

1. Significant Accounting Policies

Basis of Accounting These financial statements were prepared in accordance with Canadianaccounting standards for not-for-profit organizations.

Fund Accounting For financial reporting purposes, the Foundation employs the followingthree funds:

Operating Fund

This fund accounts for the Foundation’s administrative and operationalrevenues and expenses. Net expenditures of this fund are financedprimariLy by donor contributions directed to generaL operations,fundraising events, and from an interfund administrative charge.

Endowment Fund

This fund reports amounts that are required to be maintained by theFoundation on a permanent basis, incLuding investment income neededto preserve the purchasing power of the endowed capital.

Funds (or Distribution

This fund represents amounts, including unendowed contributions andrestricted investment income on endowment funds, that are avaiLabLeto be used for purposes specified by donors. Donors may specify thecharitabLe organization(s) to receive grants or may identify theparticular area of interest to be supported by these funds.

Revenue Recognition The Foundation follows the restricted method of accounting forcontributions. ALl donations and bequests are recorded as revenue onLyas received or receivable if the amount to be received can bereasonabLy estimated and coLLection is reasonably assured.

Investment income incLudes interest, dividends, and realized andunreaLized gains (losses).

8


December 31, 2018

1. Significant Accounting Policies (continued)

Contributed Services Volunteers contribute many hours per year to assist the Foundation incarrying out its fundraising and granting activities. Because of thedifficulty in determining their fair vaLue, contributed services are notrecognized in the financiaL statements.

In-kind Contributions Throughout the year, the Foundation receives in-kind contributions.Significant contributions are recorded in the financiaL statements attheir fair market value at the date of the contribution.

Capital Assets In common with many not-for-profit organizations, capital assets arenot required to be recorded on the balance sheet. Expenditures forcapital assets are recorded in the Statement of Operations andChanges in Fund BaLances and discLosed separately in the notes to thefinancial statements.

Financial Instruments The Foundation recognizes and measures financial assets and financialliabiLities on the balance sheet when it becomes a party to thecontractual provisions of a financial instrument. Financial instrumentsare recorded at fair value when acquired or issued. In subsequentperiods, the organization’s financial instruments are reported at cost oramortized cost Less impairment, if applicable. Financial assets aretested for impairment when changes in circumstances indicate theasset could be impaired.

Foreign Currency Translation Foreign currency transactions are translated at the rates of exchangein effect at the dates of the transaction. Resulting foreign currencydenominated monetary assets and Liabilities are translated at the ratesof exchange in effect at the baLance sheet date. Gains and losses ontranslation of monetary assets and LiabiLities are included in thedetermination of net revenue for the current year.

9


December 31, 2018

2. Purpose of Organization

The purpose of the organization is to receive and maintain funds, to apply aLL or part of theprincipaL and income therefrom, from time to time, for giving grants to quaLified doneeswho meet charitabLe purposes, and more particularLy:

(a) to advance education at the primary, secondary and post-secondary LeveLs;

(b) to promote and advance sociaL weLfare and heaLth programs and activities thatcontribute to the deveLopment of heaLthy communities;

(c) to relieve poverty;

(d) to preserve and protect the environment through hands on projects, as welL as,through courses and seminars directed at educating the public;

(e) to advance the arts through the presentation of performances and exhibitions of anartistic nature, instructional seminars and workshops reLated to the arts;

(f) to prevent and address probLems of deLinquency and substance abuse amongst youth;

(g) to reLieve LoneLiness and isolation, and provide heaLth services to, the elderly.

The Foundation is a registered charity and is classified as a public foundation under Section149.1(1) of the Income Tax Act. As such, it is exempt from income taxes and may issuedonation receipts for income tax purposes. The Foundation must meet certainrequirements to maintain its status as a public foundation registered under the Act. In theopinion of the Board of Directors, these requirements have been met.

10


December31, 2018

3. Investments

Investments, which are carried at market vaLue, are comprised of:

Guaranteed investmentCanadian equitiesForeign equitiesBonds

Investments incLude $209,989 which the Foundation manages for the Literacy and buildingfunds of the Stratford PubLic Library Foundation.

The GIC has annuaL interest rates ranging from 1.80% - 2.55% and matures January 18, 2023.

4. Donated Life Insurance Policies

The Foundation became owner of two donated life insurance poLicies during the prior year.These poLicies are shown at their cash surrender vaLue (CSV). Changes in cash surrendervalue are included with endowment fund investment income.

5. Endowment Fund Balance

The Endowment Funds baLance is comprised of contributed capitaL and the cumuLativereaLized and unreaLized investment income, reduced by the annuaL administration feescharged to cover the Foundations costs of managing the endowment funds. Theadministration fee of $92,110 (2017 -$81,016) is shown in the Statement of Operations andChanges in Fund BaLances.

6. Deferred Revenue

Current year deferred revenue represents advance ticket saLes for the Mayors GaLa event inJanuary 2019.

certificate (GIC)

2018 2017

S 10,000 S -

1,108,656 1,159,8631,997,163 2,184,4281,250,248 1,058,430

S 4,366,067 $ 4,402,721

The Foundation has pooLed its investment funds with other Communityimprove the returns on investments.

Foundations to

11


December 31, 2018

7. Grants and Distributions

Grants and distributions made during the year were as follows:

Organization Project Amount

Arts, culture, and heritageGaLLery Stratford Creating Together program $ 5,000Friends of the St. Marys Museum Art, Ink Imagination Exhibit 5,000Hermione Presents InterdiscipLinary Arts SpringWorks Puppets - Mini FestProduction Inc. Pilot Project 2,300Stratford Perth Museum Steed Gazebo Animation Project 2,000PLaymakers! Theatre School Stratford Lantern Parade 2,000

16,300

Children and youthBig Brothers Big Sisters ListoweL In-schooL mentor program 1,400EatFit Project (Foundation for EatFit Project Mentorship CampEducation) Cape Dorset, Nunavut 3,000Stratford-Perth FamiLy YMCA MitchelL Youth Centre 500Stratford-Perth FamiLy YMCA Youth Engagement & Program

Enhancement - the CreativeProcess 2,200

Stratford-Perth Humane Society Humane Education School Visits 1,000Town of St. Marys Healthy ReLationships LGBTQ 3,300St. Marys Youth Centre Learning HeaLthy Cooking and

MeaL Preparation 4.50015,900

Education and literacyJunior Achievement DolLars with Sense & Economics

for Success/Developing FinanciaLLiteracy Skills 1,400

North Perth Public Library North Perth Public Library Fund 500Stratford PubLic Library Stratford Public Library

Foundation Building Fund 2,500Peter DonaLdson Memorial Fund Scholarship 1,500Ian Garner Scholarship Fund Scholarship 1,000ALan SEater Memorial SchoLarship Scholarship 1,000Neigh SchoLarship SchoLarships 2,000Peter and Lisa Hyde Family Fund Scholarships 700Scott Diamond Legacy Fund Scholarship 1,000Gordon and ELaine Steed FamiLy Fund Scholarships 2,250Jean Aitcheson Nursing Fund Scholarship 1,000

14,850

12


December 31, 2018

7. Grants and Distributions (continued)

Organization Project Amount

EnvironmentUpper Thames River Conservation Tree Planting & AddressingAuthority invasive Species 3,202Guelph to Goderich Trail Inc. Perth Harvest Pathway - Trail

Grading & Surface Improvement 6,000Maitland Valley Conservation Authority Middle Maitland Headwater

Restoration . Mcintosh CommunityPlanting 5,000

The Local Community Food Centre Compost Education Program 2,050The Local Community Food Centre Loving Spoonfuls Program -

Gardening Component 2,70018,952

Health and wellnessFamily Services Perth-Huron Family Counselling Project 2,800Choices for Change Alcohol, Drug & Family Counselling ProgramGambling Counselling Centre Development 2,500Family Services Perth-Huron Brain Injury Counselling 8,620Hidden Acres Mennonite Camp Inc. Camp Subsidies 500Huron-Perth Centre for Children & Building ResiLient Communities 6,100

YouthSt. Josephs Health Care Foundation Launching the Parkwood PLanning

& Pacing App: Phase 3 17,600Wellspring Stratford Cancer SupportCentre Aquafit, Art Therapy and 7,680

AcousticsStratford General Hospital Foundation Strickland Community Fund 7,000Canadian Diabetes Association Melanson Family Fund 10,000Stratford General Hospital Foundation Melanson Family Fund 15,000

77,800

Recreation and sportsSalvation Army Stratford Stratford Sports for Kids Fund 1,000Salvation Army Stratford - HockeyBursary Program John Mavity Hockey Legacy Fund 1,000Salvation Army North Perth North Perth Sports for Kids Fund 5,380

7,380

13

December 31, 2018


7. Grants and Distributions (continued)

Organization

Seniors

Protect Amount

ListoweL RoyaL Canadian Legion

North Perth Community HospiceONE CARE Home and CommunitySupport Services

North Perth Smart and CaringCommunity Fund 21,500Sid and Margaret Henery Fund 500

Supporting Meals on Wheels 4,00026,000

Social servicesChoices for Change, ALcohol, Drug aGambLing CounselLing CentreChoices for Change, ALcohol, Drug &Gambling CounselLing CentreThe LocaL Community Food Centre

Autism Society Ontario - Huron PerthChapter

United Way Perth HuronStratford House of BLessingEmily Murphy Centre Second StageResidencesSPCF Operating SupportElgin Missionary ChurchJohn Howard SocietyCanadian Red Cross SocietyThe LocaL Community Food CentreStratford Perth Community Foundation

CLient & FamiLy EngagementStrategy Phase 2 - ExecutionAddiction Recovery a PhysicalFitness Program DevelopmentCommunity Access OutreachMarketIndependent FaciLitation andPLanning for Young Adults withAutism Spectrum DisordersPFS Bridging CounseLLingFood FLow Project

EmiLy Murphy Centre Re-BrandingTMFC Operating FundLaverne Health FundDave Persad FundMelanson FamiLy FundMelanson FamiLy FundDesRosiers Endowment

3,250

3,000

2,500

5,3502,0502,100

6,0001,500

700600

15,00010,0004.500

56,550

TotaL grants and distributions $ 233,732

14


December31, 2018

B. Commitments

The Foundation has an operating lease for its premises at $13,560 annually untiL March 31,2020.

9. Use of Estimates

The preparation of financiaL statements in accordance with Canadian accounting standardsfor not-for-profit organizations requires management to make estimates and assumptionsthat affect the reported amounts of assets and liabilities at the date of the financiaLstatements, and the reported amounts of revenue and expenses during the reporting period.Actual resuLts couLd differ from those estimates as additional information becomes avaiLabLe.

10. Financial Instruments

UnLess otherwise noted, it is managements opinion that the Foundation is not exposed tosignificant credit risks arising from its financiaL instruments, and the carrying amounts ofinstruments reported at cost approximate their fair vaLues.

The Foundation is exposed to market, interest and currency risks with respect to itsinvestments. FLuctuations in financiaL markets wiLL impact the fair vaLues of these financiaLinstruments.

11. Ontario Trillium Foundation Revenue

The Foundation was awarded TriLLium funding for $92,100 to be received over 36 monthscommencing in 2015. The proceeds are to be used for operationaL activities. Revenue isrecognized as the funds are received provided that the related operationaL activities haveoccurred.

12. Comparative Information

Certain comparative figures for the previous year have been restated to conform to thecurrent years presentation.

15

Stratford Perth Community Foundation2020 Draft Budget. Our Board will finalize and approve our 2020 Budget in December 2019.

F2020 Budget (DRAFT)Jan 1, 2020 to Dec 31, 2020

REVENUEPrivate FundingIndividuals 10,000 Third Party Events 5,000 SPCF Operating Grants 45,000 Total Private Funding 60,000

Government and Municipal GrantsCity of Stratford (will be requested for Nov 30 deadline) 5,000 Town of St. Marys (will be requested for Nov 30 deadline) 5,000 Perth County (requested) 5,000 Total Government and Municipal Grants 15,000

Special EventsCorporate Partners 100,000 Ticket Sales 18,000 Silent Auction 17,000 Total Special Events 135,000

Administration FeesEndowed Funds 105,000 Other Fees 2,000 Total Administration Fees 107,000

TOTAL REVENUE 317,000

EXPENSESTotal Payroll Expenses (including EI, CPP and benefits) 185,000

Total Program & Admin Expenses 120,000

Total Capital Expenses (new database implementation for 2020) 20,000

TOTAL EXPENSES 325,000

PROJECTED SURPLUS * -$8,000.00

**PENDING GRANT APPLICATIONS FOR 2020City of Stratford 5,000 Town of St. Marys 5,000 County of Perth 5,000

*OF NOTE: As part of our long-term strategic plan to be a self-sustaining organization any projected surplus/deficit will be added/subtracted from our six-month operating reserve and/or invested into our operating endowment. Income earned from our operating endowment provides revenue to support our operating needs and, in time, the Foundation will rely less on sponsorships and municipal grants for funding.

Stratford Perth Community Foundation 55 Lorne Avenue East, Unit 5 Stratford ON N5A 6S4 T 519-271-1503 | www.spccf.ca BN 88488 4305 RR0001

1 | P a g e

SUPPORTING INFORMATION, SPCF PROGRAMS AND ACTIVITIES

ABOUT THE STRATFORD PERTH COMMUNITY FOUNDATION

Created by and for the people of Stratford, St. Marys and Perth County, the Stratford Perth Community Foundation, has been the region’s Community Foundation and partner in philanthropy for 15 years. Uniquely positioned, the Community Foundation connects people who care with community organizations addressing the region’s community priorities. As one of 191 Community Foundations across Canada, the Community Foundation manages endowed funds and provides vital grants throughout Perth County. We are an important funder for Perth County, Stratford and St. Marys Since our inception in 2004, we have granted over $1,000,000 into our geographic service footprint. As per CRA policies, we disburse a minimum of 3.5% from our endowment income each year. We invest broadly e.g. arts, culture, seniors, health, youth, housing, environment etc. back into the community through our grant program. Specifically we look to support projects that:

• Address existing and emerging community needs, opportunities and demonstrate innovation • Strengthen the applicant’s and the community’s capacity • Have additional funding partners and/or developed strong collaborative relationships • Improve organizational effectiveness • Demonstrate fiscal responsibility and sustainability • Receive volunteer support from the community • Build on the community’s strengths, assets, skills and resources • Develop leadership and self-reliance, mobilize civic participation and resources • Do not duplicate programs offered

Any charitable organization that we support must provide detailed documentation about how their project went, numbers of people serviced, budgets, what they learned etc. We use this information to help determine good investments, impact on community and future grants.

2 | P a g e Stratford Perth Community Foundation 55 Lorne Avenue East, Unit 5, Stratford ON N5A 6S4 | T 519-271-1503 | www.spccf.ca | BN 88488 4305 RR0001

Smart & Caring Community Funds While many of our Funds grant broadly across our region, in 2015 we initiated our Smart & Caring Community Funds – unrestricted, sustainable funding resources for each of the municipalities we serve. Like the citizens of Perth County, we envision a vibrant, not-for-profit sector in our communities. To help achieve this we have a sustainable funding resource for each of the four municipalities:

• North Perth Smart & Caring Community Fund • Perth East Smart & Caring Community Fund • Perth South Smart & Caring Community Fund • West Perth Smart & Caring Community Fund

The grants from each of these funds will be used to support key priorities and the ever-changing needs of each region. In 2019 a total of $8,250 was granted back to these communities. As these funds grow, so will the amount invested back into the community’s programs and projects through our granting program on an annual basis. https://spccf.ca/giving/smart-caring-community-funds/ https://spccf.ca/2019-grant-recipients/ IN SUMMARY

The Community Foundation is working hard to help build a strong, sustainable future for Perth County. The more that we can inform and educate local individuals about the four Smart & Caring Community Funds, the more donations will be received, the Fund will grow and more important projects and initiatives will be funded that will improve the quality of life for more of Perth County citizens. Perth County funding will be used by the Community Foundation to engage directly with Perth County citizens – helping to educate them about the importance of giving and how they can support their community – the place they call home. Together we will all build a sustainable funding resource to support local needs, making Perth County the best place to live, work and play – today, tomorrow and forever.

https://spccf.ca/giving/smart-caring-community-funds/

https://spccf.ca/2019-grant-recipients/

Stratford Perth Community Foundation 55 Lorne Avenue East, Unit 5 Stratford ON N5A 6S4 T 519-271-1503 | www.spccf.ca BN 88488 4305 RR0001

The Community Foundation’s work is made possible through the tireless dedication of the Board of Directors and our volunteer committees, consisting of 30-40 volunteers (depending on the year’s activities) offering their time, talent and treasure to our operations. Our Board is made up of representatives from across Perth County, Stratford and St. Marys. We are currently looking for two representatives to complete our Board. Stratford Perth Community Foundation Board of Directors Dennis DesRosiers, Board Chair Doug MacDougald, Vice Chair Helen Dowd, Secretary Stacey Campbell, Treasurer John Wilkinson, Past Chair Mae Brooks, Director Patti Henhoeffer, Director Ron McKay, Director Justin O’Rourke, Director Lucille Roch, Director Tim MacDonald, Honorary Chair Lloyd & Nancy Robertson, Honorary Patrons Stratford Perth Community Foundation Staff Heidi Culliton, Executive Director Roxy Rae, Marketing and Outreach Manager Amanda Willie, Grants and Data Manager All staff are full-time paid positions

Corporation of the





Grant Information


$


2021 $ 2022 $




Mailing Address:



Email:






1,2501,250

Funds used to cover the county level level match and queen of the furrow program

Perth County Plowmen

Promote agriculture and the art of competitive plowing through hosting our local match and queen of the furrow program

20

Yes

Fees to cover basic costs for local club and provincial (postage etc )

Our match bring individuals from outside Perth county to our event as well as locals

1,250

Bert J. Vorstenbosch5755 Line [email protected]

N0K 1N0

No -

No -


Corporation of the





Grant Information


$


2021 $ 2022 $




Mailing Address:



Email:







Financial Information - Gallery Stratford Budget

2019 Budget 2020 Budget Revenue

Earned RevenueEducation Programs 99,000 103,000

Children 3,500 8,000 Adult 18,500 19,000 Summer 55,000 55,000 School Break 3,000 3,000 Open Studio 1,500 1,500 Special Education Workshops 2,500 1,000 Avon Maitland School Board 14,500 15,000 Perth Huron Separate School Board 500 500

Community Outreach 2,000 3,000 TIFF Movie SeriesBus Trips 1,500 1,500 Outreach 500 1,500

Membership 10,000 10,000

Facility Rental 4,000 7,500 Total Earned Revenue 115,000 123,500

Investment Income 4,000 4,000

Private Sector RevenueIndividual Donations 23,000 26,000

General Donations 13,000 13,500 Donation Box 10,000 12,500

Corporate Sponsorships 2,500 5,000 Exhibition Sponsorship 2,500 4,000

Foundation Grants (Community Fdn) 5,000 Fundraising Events 75,000 95,000

Auction 63,000 70,000 Nevada 12,000 10,000 Other Fundraising 11,000 15,000

Total Private Sector Revenue 100,500 131,000

Public Sector RevenueNew Horizons Seniors Program 25,000 25,000 OAC Operating Grant 12,659 12,659 City of Stratford Grant 51,050 76,575 OAC Project GrantTrillium 40,000 5,000 Employment Grants (Federal / Provincial) 50,000 50,000 Total Public Sector Revenue 178,709 169,234

Total Revenue 398,209 427,734

Gallery StratfordBudget

Current Year, Request Year


Expenses

Artistic ExpensesArtist Fees 25,000 31,000

Exhibition 25,000 31,000 Art / Education Salaries 157,173 163,673

Curator of Education (100%) 51,000 54,000 Director / Curator (33%) 17,673 17,673 Art Educators 33,000 35,000 Art Education – New Horizons 6,000 6,000 Exhibition Install 3,000 4,000 Education – Summer Student 27,000 22,000 Exhibition Assistant 19,500 25,000

Total Artistic Expenses 182,173 194,673

Programming ExpensesExhibition / Programming 42,100 46,050

Children 500 750 Adult 1,000 1,500 Summer 8,000 8,000 School Break 500 500 Seniors – New Horizons 13,300 13,300 Open Studio 1,300 1,500 Special Education Workshops 500 500 Avon Maitland School Board 5,000 5,000 Perth Huron Separate School BoardExhibition 12,000 15,000

Collections Management 3,000 5,000 Community Outreach 1,850 2,500

ArtCycle Stratford 100 100 Share Stratford Art Buttons 400 400 Steelbox Art Lab 350 1,000 Creation PlaceBus Trips 1,000 1,000 TIFF Movies

Other Programming (membership / scholarship) 1,100 1,100 AGM / Donor Recognition 500 500 Scholarship 600 600

Total Programming Expenses 48,050 54,650

Operating ExpensesFacility Salaries 4,000 5,000 Facility Expenses 30,000 32,000 Total Operating Expenses 34,000 37,000

Marketing & Communications ExpensesMarketing & Communication Salaries 17,600 22,600

Director / Curator (14%) 7,600 7,600 Front Desk 10,000 15,000

Advertising / Marketing Costs / Website 3,000 3,000 Total Marketing Expenses 20,600 25,600


Fundraising ExpensesFundraising Salaries 17,100 17,100

Director / Curator (20%) 10,800 10,800 Office Manager (25%) 6,300 6,300

Fundraising Costs 22,000 22,000 Auction 13,000 13,000 Nevada 9,000 9,000

Total Fundraising Expenses 39,100 39,100

Administrative ExpensesAdministrative Salaries 37,673 37,673

Director / Curator (33%) 17,673 17,673 Office Manager (75%) 20,000 20,000

Office / Administrative Costs 35,000 38,000 Total Administrative Expenses 72,673 75,673

Total expenses 396,596 426,696

Excess of revenue over expenses 1,613 1,038

Note: This budget is a basic operating budget and does not include the Feasibility Study as this depends on funding received.

Gallery Stratford 2020 Perth County Grants

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Additional Information Overview As the only organization in our community dedicated to the exhibition, preservation and education of the visual arts we are constantly looking at new ways we can address the growing and diverse needs of our community. Over the past few years we have changed both our exhibition philosophy and schedule allowing us to present a diverse range of rotating exhibitions. Our former gallery shop has been converted into a small intimate gallery space where we can present work by local artists. We have made a commitment to showcase our permanent collection on a more regular basis and have invited community members in to work with us to curate these exhibitions. Together with our free admission policy, these changes have resulted in a relatively strong and growing visitor attendance, however, funding continues to be a challenge making it more and more challenging to maintain our current level of service to the community. Gallery Stratford is one of the few public galleries in Ontario without a base level of annual support. Despite our growing attendance, improvement in the quality of our programs and increased outreach and engagement with our community our funding from the City of Stratford remains relatively stable at $51,050, while funding from the Ontario Arts Council has decreased steadily these past few years taking a major hit in 2019, falling to just $12,659 from $25,318 the previous year. Our building provides us with a beautiful setting in which to present art, however, it is over 130 years old and has not received substantial renovation or updating since we moved into our facility in 1967. When we opened 50 years ago, we were a Class “A” Museum Facility, however, today our facilities are aging and we no longer meet these requirements making it difficult, if not impossible, to borrow work from other institutions. Our base building operational costs (utilities, insurance) have hovered just under $30,000, representing 7.5% of our budget, a higher percentage than we are able to dedicate to our exhibition program which is at the heart of our mission. Due to increased expenses and stagnant income our permanent staffing has decreased over the past few years going from 3.5 FTE to 2.5 FTE. Fortunately, we have been able to augment this reduction in staff with grant funded minimum wage positions during the summer months, however, we are still seriously under-resourced during the fall and winter season placing increased demands and excessive unpaid overtime for our full-time staff. Staff salaries have remained relatively stagnant for the past 10 to 15 years with no increase in the Director / Curator salary in over 10 years and small adjustments for cost of living for the other staff positions. Gallery staff receive no benefits or retirement packages. As a public art gallery we are required to pay exhibiting artists fees at the CARFAC rates. These fees have risen annually at a rate of 3%. While the participation and attendance in our programs and exhibitions continues to grow annually, there is increased competition from the more stably funded organizations in our community (Stratford Perth Museum and the Stratford Public Library) who are increasingly offering free and affordable art related programs and classes. We have witnessed increased competition from new entrants into the art educational marketplace from commercial entities such as Michael’s, Kind HeARTed Studio and the York Lane Collective and an increasing number of artists are offering private art instruction. Our art education programs are created, and run by professional artists and art educators and provide a level of quality and expertise not found through our competitors. However, our community studio is looking dated and tired and is in desperate need of a facelift. While we have managed to maintain a small increase in educational revenue this past year, it is increasingly difficult to maintain our competitive edge without the necessary funding and capitol to invest in new programming or infrastructure. Exposure to the visual arts has been shown to improve student retention and graduation rates, as it helps develop cognitive and creative thinking. There is also growing recent research showing that the arts are important for our physical, emotional, and mental health. Engaging with the arts has been shown to have a marked decrease in feelings of anxiety and depression and improves overall wellbeing and social inclusion. Through our programs at


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the gallery we have seen first-hand the way the arts connect people and how they help make sense of our lives and the world around us. Over the past few years we have focused on providing experiential exhibitions that allow our visitors to engage with the gallery in new and unexpected ways. We still have visitors who ask us when we are bringing the lake back – referring to Steve Driscoll’s Just a Sliver of a Room installation in 2017. Last summer visitors were enchanted by Amanda McCavour’s installation Poppies and the 762 embroidered flowers cascading from the gallery ceiling. This past year Vessna Perunovich’s installation Shifting Shelter and Libby Hague’s immersive print-making installation Every Heart Can Grow Bigger continue to challenge the way our visitors think about art and the gallery space. The three exhibitions currently on view in our gallery space engage visitors in thinking about our relationships to forests and a natural environment that is constantly at risk. With the assistance of funding at the provincial and federal level our seniors, inter-generational, youth, family, and special needs programs have resulted in positive and inspirational learning exchanges, skill development, and the forming of new friendships. Students and seniors participating in our Intergenerational program created the sculptural installation Remember the Forest that now sits in the park in front of the gallery. Not only was this a memorable experience for the young and elderly artists participating in the project, but the resulting art work delights visitors young and old and has become a favourite of photographers and instagrammers who visit the gallery and park. While we continue to work at growing our impact and outreach into the community and offer an increasing number of free and low-cost activities and programs to our community, our funding remains inadequate to sustain our level of service to the community. Gallery Stratford is the only arts organization in our region that provides programs and services on a daily year-round basis. We have never received funding from Perth County and the funding we receive from the City of Stratford’s Community Grant program are used largely to operate and maintain our city owned building, leaving little of our grant available for program costs or new program development. Art Exhibitions: Stratford and Regional Artists Gallery Stratford is committed to promoting and investing in the presentation and development of the artists living and working in Stratford and Perth County. These local and regional artists reflect a diversity of vision and a multitude of voices that respond to our shared sense of place. Through presenting the work of our local artists we not only celebrate the talent that exists, but we can also look at what it means to live and work in our region, providing a space for discussion, dialogue and debate. Over the past few years we have developed a strong partnership with Stratford Central Secondary School. Three exhibitions of skateboard art created by the Grade 10 art classes have been exhibited in the Steelbox Art Lab, first in October 2016 and again in both June 2017 and 2018. The work of their Grade 12 Art Students was exhibited in one of our main gallery spaces in January 2017. The success of this exhibition has resulted in us making it a regular part of our annual exhibition schedule, this past year we presented Grade 12 exhibitions in both January and May and plans for a January 2020 exhibition are in the works. Now that Stratford Central has joined with Northwestern Secondary we are able to reach even more young artists through this program. An important part of this program is the mentoring that takes place throughout the semester. Gallery curatorial staff visit with the students in the classroom for “studio visits” providing the students with the opportunity to discuss their work with art professionals. The students also make regular visits to the gallery to learn more about the art of installation and the important considerations that go into professionally mounting and framing work. Our gallery programming works to find a balance between recognizing and celebrating local talent and bringing new work from national and international artists to the attention of a more local art audience. In 2019 we presented the work of local and regional artists: Vessna Perunovich (Toronto), Rena Balmain Matthews (Stratford),


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Joanie Chapple (Stratford), Libby Hague (Toronto), Don Russell (Cambridge), Lisa Hirmer (Guelph), Jenn Mezei (Stratford); Lauren Prousky (Waterloo); Ann Marie Hadcock (Wiarton); Tracey-Mae Chambers (Simcoe) and Brenda Storey (Stratford). We have also been able to introduce internationally recognized artists including Kelly Richardson (UK / Vancouver Island) to our local audience. The Gallery cares for over 1000 significant art works, including drawings, paintings, and prints by important Canadian and International artists. Permanent collections are held in trust to preserve our cultural assets, provide valuable resources for research and advancement of knowledge, as well as for the enjoyment of the community. Due to space and budgetary limitations we are no longer actively adding to our collection, however, our recent commitment to exhibiting our collection in temporary exhibitions has also allowed us to take a more proactive approach to documentation and conservation. Thanks to support of the Young Canada Works program we have been working on digitally documenting and researching our collection over the past few years. Our current collection facilities need upgrading as they are cramped and not up to current art gallery / museum standards. The lack of adequate environmental controls and a building that is not water-tight due to much needed brick repointing puts our collection in jeopardy. As part of a long-term facility plan we need to look at how we can upgrade our collection storage to properly protect our cultural assets. Our permanent collection has played an important role in preserving the work of local and national artists and is held in trust for our community and the Citizens of Canada. Our collection is, therefore, the community’s collection and over the past four years we have invited community members to work with us to curate an exhibition. These exhibitions have proven to be an excellent way to present a range of curatorial viewpoints and aesthetic interests, while also introducing community members to the collection helping them understand both the importance and need for care. Due to lack of funding and staff resources our permanent collection had been woefully neglected for decades. Thanks to the work of our community curators and curatorial interns funded through Young Canada Works we have made strides in documenting the collection and assessing the condition of both the work we own and our storage systems over the past year. In December 2018 we discovered mold on the exterior wall of the collection storage area. We remediated the infected area and treated all work impacted by the moisture and mold. In order to assess the entire collection storage area, we mounted a major collection exhibition in February of this year. The community positively engaged with this work resulting in a spike in gallery attendance not usually seen in the winter months. As fostering and promoting local and regional talent is an important part of our mandate, Gallery Stratford is a regular participant in the Ontario Arts Council Exhibition Assistance granting program helping to allocate grants that help fund independent visual arts projects proposed by local and regional artists. The Director / Curator regularly meets with local artists in their studios and attends local exhibitions and arts events as a means to develop future exhibition ideas and proposals and to help create a cohesive and collaborative visual arts community. Gallery Stratford is committed to the proper compensation of artists and pays fees to all exhibiting artists according to the Canadian National Standard (CARFAC). 2019 - 2020 Programming Our 2019 exhibition programming explores issues of identity and sense of place. Cambridge based indigenous artist Don Russell, Guelph conceptual artist Lisa Hirmer and UK / Vancouver Island-based media artist Kelly Richardson take different approaches in looking at our relationship with trees and forests in our current fall exhibitions. In our off-site space Tracey-Mae Chambers (Metis) looks at our relationship to bees through sculpture and installation. This past summer Libby Hague (Toronto) and Ann Marie Hadcock (Owen Sound) created immersive installations in both our 54 Romeo Street and downtown spaces and our 2018-2019 curatorial intern Jessica Sealey’s (Stratford) exhibition Controlled Chaos looked at the history of Canadian Abstraction through


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works in our collection. We opened our 2019 season with work from our collection including the community curator exhibition which brought together long-time friends Lucinda Jones (South Perth – artist), Dorothy Washburn (Stratford – retired educator), and Irene Miller (South Perth – artist) bridging three generations and representing different viewpoints and aesthetic backgrounds. Our 2020 programming continues to explore ideas that are topical and with ties to our community. Libby Oliver (Guelph / Victoria) presents a new look at portraiture and our relationship to clothes. Claire Bartleman (Toronto) re-purposes wedding dresses as soft sculptures of industrial objects. Both these exhibitions are designed to create a dialogue with the message and events of Stratford Trashion Week. Jason McLean (London / Brooklyn) and Kelly Stevenson (Blyth) look at issues surrounding mental health in their work. While Hilary Hung (Guelph) investigates materiality and the use of non-traditional art-materials in art-making. Education: Inspiring, Creating, and Engaging our Community Gallery Stratford is widely recognized for offering creative, inspired, and engaging educational programs that foster skill development and creative exploration in a fun, accessible and enjoyable environment. Our educational programs are designed for all ages and skill levels and are taught by professional artists and arts educators who live in Stratford and the surrounding area. To make visual arts education accessible to all members of our community, we have created a number of free art programs that are specifically directed at families and seniors. Family Art Sundays provide area residents and gallery visitors with a free weekly opportunity to drop-in and participate in creative art projects with trained art educators. Our Community Art Studio is open daily providing opportunities for the community to drop in and make use of our free art supplies and studio space. With the help of New Horizons for Seniors funding and the Ontario Seniors Community Grant program we have developed relationships with local senior residences and the seniors community offering both structured programs and drop-in sessions that focus on creativity, skill development and social networking. School Programs An important goal of Gallery Stratford is to develop visual arts education among school-age children. The Gallery welcomes over 500 students from the Huron-Perth Catholic District School Board and the Avon Maitland District School Board for gallery tours and workshops each year. Tours of current exhibitions and hands-on workshops taught by our art educators are provided to assist teachers with the Visual Art Curriculum. The Gallery continues to reach out to alternative education sectors with art programs designed for home-schooled children and their families. Family Programs Gallery Stratford’s family programs are designed to nourish and encourage creating art together. Through free art programs, such as Family Art Sunday and our new Baby Art Walk the Gallery has seen an increase in both new attendance and returning participants. Due to the growing attendance and the desire for free accessible art programming our Family Art Sunday program has been expanded from once a month to weekly. Children’s Programs Led by local artists, Gallery Stratford’s children’s programs hone natural creativity and encourage self-expression, while creating artistic, meaningful experiences. In addition to year-round after school and weekend programs, the Arts Alive summer camp has been a mainstay of visual arts education for children living throughout the County for over 20 years. Our Art & Tennis collaboration with the Stratford Tennis Club expanded into a four-week program during the summer of 2016, a six-week program in 2017 and 2018, and operated for five weeks this past summer. The success and popularity of this multi-layered experience combining athletic and artistic skill development in one summer camp led to the creation of our Art & Golf program in 2015. The overwhelming success of these two programs indicated that there is a need for programming that engages both the body and the mind. These dual discipline, partnership programs have led us into discussions with Summer Music and the Stratford Festival looking at ways we can offer Art & Music, Art & Theatre, or Art & Dance programs in 2020.


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Our birthday party programs provide opportunities for children to participate in an art project led by an art educator followed by cake and presents. This program brings new families into the gallery and is another opportunity to engage and inspire a new generation of young artists. Our PA Day, and winter and march break art camps are typically filled to capacity, frequently taking over one of our gallery spaces in addition to our studio space. These camps offer our young participants with opportunities to learn about and experiment with a number of art forms and practices. Teen Programs Gallery Stratford’s teen programs are designed for students to enjoy the freedom to express their artistic side with creative like-minded participants. Recognizing the need for artistic skill development, leadership, and self-esteem building we are continually meeting and working with the youth in our community to develop new and innovative programs that will foster creativity, community engagement, and independence. As many of the students find transportation to the gallery difficult, we have secured funding through the Ontario Trillium Foundation and are currently in the last few weeks of the first session of SITE Studio, a new afterschool program especially for boys aged 10 to 14. Adult Programs Our adult art programs are seeing record enrollments and continue to grow year over year. Adult programs are designed for all levels of creative learners and ranges from formal instruction to weekly drop-in life drawing and painting sessions. This range of programming covers a variety of art techniques and mediums, allowing ample opportunity for experimentation, discovery, and innovation. Participants come from all over the county as well as surrounding Huron, Wellington and Oxford counties to take our programs. In collaboration with Family Services and Community Living we initiated a new program for adults living with disabilities. These four week programs have been well-received and filled a void, offering an avenue for creative self-expression, social interaction and skill development. Despite the popularity and interest in this program we were forced to discontinue it in April due to a lack of funding. We are looking for new funding to allow us to continue this much needed program. Senior Programs Gallery Stratford offers a variety of programs exclusively created for seniors emphasizing the importance of life-long learning. Afternoon art sessions and intergenerational art workshops provide opportunity for creative expression and hands-on learning, while artist lectures, and volunteer opportunities provide opportunities for interaction, education and engagement. Our volunteer and docent program is managed and run primarily by seniors and provides vital support in our visitor services area and giving tours to gallery visitors and school groups. We have been fortunate to receive ongoing support from the New Horizons for Seniors Program to develop and offer creative programs that are making an impact on the lives of seniors living in our community. Our intergenerational programs continue to be a resounding success and bring together students and seniors in the act of co-creation. The sculptural work created during our New Horizons for Seniors program this past year was installed on our grounds this past spring. With the help of the Ontario Seniors Community Grant we were able to purchase a kiln and we began offering clay and ceramics classes for seniors and others in our community earlier this year. Clay is a tactile medium that is therapeutic, while also offering opportunities for creative self-expression regardless of skill level or visual or manual dexterity. We continue to be excited about the creative opportunities that this presents for our community. Art Scholarships and Bursaries for Youth Gallery Stratford is committed to supporting the development of the next generation of artists and cultural participants. The Gallery continues to increase funds in its Bursary Program for the popular Arts Alive summer program to provide children from families with financial need an opportunity to participate in free weekly art


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classes taught by professional artists. In addition to this, the Gallery presents the Ela Moll scholarship to an exceptional high school student pursuing visual arts at the secondary level. Local artist, Glenn Elliott passed away suddenly in November 2017. With the help of our community we started a memorial scholarship in his name and presented the first Glenn Elliott Memorial Scholarship at the Stratford Central Convocation last fall. Communications Strategy We have been increasingly relying on Social Media as our major communication and marketing platform. The visual nature of our exhibitions, programs and events makes them highly shareable and as a result our online audience continues to grow. Our website has been in need of a major revamp for a number of years and has been compromised with security issues. We have been working closely with Redding Designs to design a new website and recently launched our new Splash Page in anticipation of a full launch in the next few months. We are very fortunate that local graphic designer Scott McKowen and local printers International Graphics continue to partner with us to produce high quality exhibition handouts and posters. Through their combined donation of services and printing we have been able to print exhibition handouts and posters which together enhance our visitor experience by providing explanatory or didactic information about the artists and artwork we are exhibiting. Community Volunteers & Partnerships Gallery Stratford continues to creatively and passionately contribute to a vibrant, healthy, active community for the residents and visitors of Stratford. Community engagement plays a central role in program development and is an important catalyst for the growth of the Gallery. Over 100 local volunteers contribute to the Gallery’s many events and programs. The I Love My Gallery Radio Auction was cancelled in 2019 due to a change in how our community engages with and consumes media. However, our Gala at the Gallery held annually on the first Friday in May, continues to be supported by approximately 400 businesses and over 250 volunteer hours, generating almost 20% of our annual revenue. In late 2018 we launched the Gallery Stratford 100, based on the successful ‘100 women who care’ model. Since launching this new fundraising initiative we have reached 50% of our goal, demonstrating the willingness of individuals in our community to support organizations that enhance and contribute to our quality of life. Volunteers also participate as greeters at our front desk, as tour guides, and studio assistants for our classes. Each year one of our outstanding volunteers is recognized and acknowledged through the Anne P. Gregory Award during our volunteer and sponsor Thank-you reception. This past year we presented this award to Shawn Blackburn, a Community Living client who has faithfully volunteered at the gallery every Friday morning for almost a decade. Community collaboration and partnerships are important to a thriving community and we continue to develop and grow our partnerships with: the Stratford Tourism Alliance, Stratford Area Bed and Breakfast Association, Heritage Stratford, Stratford Public Library, Playmakers! Theatre School, Stratford Arts & Culture Collective, University of Waterloo - Stratford Campus, Rotary Club of Stratford, Stratford Chamber of Commerce, Springworks Indie Theatre & Arts Festival, Community Living Stratford and Area, Alzheimer Society of Perth County, Stratford Youth Centre, the Avon Maitland School District, the Stratford Perth YMCA, among others. Financial Sustainability Gallery Stratford’s financial planning is guided by a five-year Strategic Plan. Working with an art consultant and facilitator funded through the Ontario Arts Council Compass Grant program we began work on our next five-year plan last year and are in the process of re-visioning a new Gallery Stratford. Base operational funding consists of annual grants from municipal and provincial agencies, including the City of Stratford and the Ontario Arts Council. We have been fortunate these past few years to receive project based funding from New Horizons for Seniors, the Ontario Arts Council, Ontario Trillium Foundation, the Stratford – Perth Community Foundation, Leisure Activity


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Council, and the Ontario Seniors Community Grant program. This project funding has allowed us to initiate new community based projects. While we are proud of the programs we have developed, and are seeing the impact they are creating, maintaining these programs continues to be a challenge as funders and sponsors prioritize new initiatives, with the expectation that core operating funds will allow for these programs to be sustained. As part of our long-range planning we are also looking at the long-term viability of our current facility. We love our location and hope to work together with the City of Stratford and our community and regional partners to develop 54 Romeo Street into a facility that meets the growing needs of a vibrant art gallery while also serving the diverse needs of our community and adding to the cultural excitement of Queens and Upper Queens Park with the opening of the new Tom Patterson Theatre. With this goal in mind we are excited to embark on a architecturally focused feasibility study which has already secured support from the Stratford Festival, Stratford Summer Music, and the Stratford Tourism Association. We are excited about our future and the impact we continue to make in our community, however, our financial reality continues to be a significant challenge. Without core base funding, we are in the position where we have to raise 100% of our operating budget each year. This provides challenges in terms of future planning as well as the sustainability of programs. Over the past few years we have managed this successfully through prudent budget oversight, a freeze on salaries, reducing part-time staff, full-time staff assuming jobs we previously contracted out (exhibition install, etc), and reducing or cutting our marketing and other budgets. With the rising costs of everything from postage, to artist fees, art supplies, and the minimum wage we are forced to look at new ways to either cut expenses or find new or increase existing funding sources. We feel that the service we provide and the impact we have on our region is vital. We are one of the few arts organizations in our region that operate daily year-round with programs that are free and accessible to all. For many individuals, we provide their first and in some cases only exposure to the visual arts. For tourists to our area, we add significantly to the arts experiences they seek which may help keep them in our region a day or so longer. We have also found over the past year that we are one of the few venues in town that are available for other non-profit and arts groups to use. We receive numerous requests from individuals, community groups, and arts organizations on a weekly and monthly basis asking to use our space. While we love working with and assisting our community partners, offering our space free or at a reduced cost, taxes staff and adds to our cleaning and facility expenses. We understand that our community has many important needs and as a result there is insufficient funds to support all of the deserving community-focused projects that request funding through your Grant program. We are asking for support towards our Architectural Feasibility Study so that we can continue to preserve the heritage and cultural asset we call home in a venue that meets the needs of today’s audience allowing us to not just sustain but grow the programs we are able to offer. Public Art galleries serve as a vital cultural hub in their communities and surrounding regions. With Perth County’s support we can both sustain and grow our existing programs, support local and regional artists, foster a greater interest and appreciation for the visual arts, while also continuing to provide space for the community to meet, perform and gather.

Organizational Structure – Board of Trustees Board of Trustees 2019 – 2020 Board Term Committee Expertise Executive Committee Clodagh Moss, Chair March 2016 – March 2022 Gala / Strat Plan Community Outreach / Events Tim Stock-Bateman, Vice-Chair March 2019 – March 2022 Governance / Strat Plan Law / Non-Profit Admin Emily Schaefer, Treasurer March 2019 – March 2022 Finance / Arts Advisory Finance / Artist (Painting) Members-At-Large Simon Brothers January 2019 – March 2022 Arts Advisory Artist (New Media) / Entrepreneur Jo-Dee Burbach Nov 2018 – October 2023 City Council Rep / Communications Ernest Daetwyler March 2017 – March 2020 Arts Advisory Artist (Public Art) Maxine Noel January 2019 – March 2022 Arts Advisory Artist / Indigenous Issues All members of the Board of Trustees live in Stratford, ON with the exception of Ernest Daetwyler who lives in Atwood, Ontario, Emily Schaefer who lives in Tavistock, Ontario and Maxine Noel, who lives in Woodstock, Ontario Staff Angela Brayham, Director / Curator Paid, Full-time Nell Crook, Curator of Exhibitions & Education Paid, Full-time (On Mat Leave Feb 2019 – Jan 2020) Melissa Quinn, Manager of Education Programs Paid, Full-time (Mat Leave replacement Feb 2019 – Jan 2020) Christine Lee, Office Manager Paid, Part-time

RevenueGeneral Tax Levy4010 $0 $12,529,367 $0 $0 0.0% (12,529,367) 100.00% $0 $0Supplementary Tax4020 $265,000 $265,000 $290,000 $25,000 (9.4%) 25,000 (9.43%) $290,000 $290,000 Based on 5 year Average of Supplemental TaxesPayments In Lieu of Tax4030 $10,000 $10,000 $10,000 $0 0.0% 0 0.00% $10,000 $10,000OMPF Funding4040 $1,412,200 $1,412,200 $1,200,400 ($211,800) 15.0% (211,800) 15.00% $1,020,400 $867,400Unconditional Grants ‐ Provincial4045 $0 $0 $100,000 $100,000 0.0% 100,000 0.00% $117,000 $125,000 Monderization grant used to fund Asset Management

Coordinator

Conditional Grants ‐ Provincial4060 $288,508 $3,000 $398,613 $110,105 (38.2%) 395,613 (13,187.10%) $496,100 $402,426 Community Transportation GrantOther Municipal4070 $109,707 $119,084 $119,707 $10,000 (9.1%) 623 (0.52%) $119,707 $119,707Other Municipal ‐ Town of St. Marys4090 $23,350 $0 $26,221 $2,871 (12.3%) 26,221 0.00% $0 $0 St. Marys Contribution to the Community Transportation

project

Fees4120 $85,940 $500 $55,500 ($30,440) 35.4% 55,000 (11,000.00%) $130,820 $163,400 Fees Revenue ($55,000) community transportation project. $500 Commissioning of Oaths

Other Income4140 $1,500 $8,981 $10,200 $8,700 (580.0%) 1,219 (13.57%) $10,200 $10,200 Increase relates to transition mitigation payment from Ministry

Interest Income4280 $74,400 $114,060 $90,135 $15,735 (21.1%) (23,925) 20.98% $90,135 $90,135 Higher interest earned on bank accountTransfer from Reserve ‐ County General4400 $3,500 $4,845 $3,500 $0 0.0% (1,345) 27.76% $3,500 $3,500Transfer from Reserve ‐ Levy Stabilizati4450 $178,311 $119,716 $288,706 $110,395 (61.9%) 168,990 (141.16%) $180,000 $0 $211,800 from Levy Stabilization reserves to offset the

decrease in OMPF Funding for 2020. Remaining $76,906 relates to the Municipal contribution to Community Transportation Project. 2021 $180,000 used to offset anticipated loss in OMPF.

Subtotal Revenue : $2,452,416 $14,586,753 $2,592,982 $140,566 (11,993,771) $2,467,862 $2,081,7685.73% (4.83%) (18.55%) Based on 5 year Average of Supplemental Taxes

ExpensesSpecial Projects5300 $516,793 $64,200 $556,740 $39,947 7.7% 492,540 767.20% $626,420 $565,326 Community Transportation ProjectTransfer to Reserve ‐ County General5410 $600 $1,226 $1,200 $600 100.0% (26) (2.12%) $1,200 $1,200 Estimated interest earned on reservesTransfer to Reserve ‐ County WSIB5440 $5,600 $8,860 $9,250 $3,650 65.2% 390 4.40% $9,250 $9,250 Estimated interest earned on reservesTransfer to Reserve ‐ County Employment5450 $0 $3,727 $2,000 $2,000 0.0% (1,727) (46.34%) $2,000 $2,000 Estimated interest earned on reservesTransfer to Reserve ‐ Levy Stabilization5460 $19,000 $41,328 $19,350 $350 1.8% (21,978) (53.18%) $19,350 $19,350 Estimated interest earned on reservesTransfer to Reserve ‐ PC Community Care 5465 $0 $0 $150 $150 0.0% 150 0.00% $150 $150 Estimated interest earned on reservesTransfer to Reserve ‐ Passport Radio5466 $0 $204 $0 $0 0.0% (204) (100.00%) $0 $0Transfer to Reserve ‐ Working Fund5470 $25,000 $6,168 $25,350 $350 1.4% 19,182 310.99% $25,350 $25,350 Estimated interest earned on reservesTransfer to Reserve ‐ Assessment Appeals5496 $1,350 $2,072 $2,150 $800 59.3% 78 3.76% $2,150 $2,150 Estimated interest earned on reservesTransfer to Reserve ‐ Public Works Winte5514 $4,000 $0 $0 ($4,000) (100.0%) 0 0.00% $0 $0Transfer to Reserve ‐ Paramedic Services5555 $0 $0 $3,500 $3,500 0.0% 3,500 0.00% $3,500 $3,500 Estimated interest earned on reservesTransfer to Reserve ‐ Paramedic Services5570 $2,400 $5,101 $2,400 $0 0.0% (2,701) (52.95%) $2,400 $2,400 Estimated interest earned on reservesTransfer to Reserve ‐ Paramedic Services5590 $6,500 $11,412 $11,475 $4,975 76.5% 63 0.55% $11,475 $11,475 Estimated interest earned on reservesTransfer to Reserve ‐ Paramedic Services5600 $450 $1,586 $1,670 $1,220 271.1% 84 5.30% $1,670 $1,670 Estimated interest earned on reservesTransfer to Reserve ‐ Archives Equipment5620 $1,250 $2,254 $2,340 $1,090 87.2% 86 3.82% $2,340 $2,340 Estimated interest earned on reservesTransfer to Reserve ‐ Archives General5630 $650 $1,107 $1,070 $420 64.6% (37) (3.34%) $1,070 $1,070 Estimated interest earned on reservesTransfer to Reserve ‐ Land Division Gene5640 $500 $799 $850 $350 70.0% 51 6.38% $850 $850 Estimated interest earned on reservesTransfer to Reserve ‐ Planning Photoimag5660 $100 $330 $380 $280 280.0% 50 15.15% $380 $380 Estimated interest earned on reservesTransfer to Reserve ‐ Broadband5665 $113,897 $113,897 $0 ($113,897) (100.0%) (113,897) (100.00%) $0 $0MPAC6450 $759,693 $759,693 $790,081 $30,388 4.0% 30,388 4.00% $821,684 $854,551 Anticipated 4% increase based on past historyPublic Relations6580 $3,500 $3,977 $3,500 $0 0.0% (477) (11.99%) $3,500 $3,500 Based on 5 year averageTax Write‐Offs7990 $175,000 $207,453 $200,000 $25,000 14.3% (7,453) (3.59%) $200,000 $200,000 Based on 5 year average

Subtotal Expenses : $1,636,283 $1,235,394 $1,633,456 ($2,827) 398,062 $1,734,739 $1,706,512(0.17%) 6.20% (1.63%) Community Transportation Project

Net Levy Requirement ($816,133) ($13,351,359) ($959,526) ($143,393) 12,391,833 ($733,123) ($375,256)17.57% (23.60%) (48.81%)

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County of Perth90 NON-DEPARTMENTAL2020 OPERATING BUDGET


Revenue


ExpensesPerth District Health Unit6550 $771,669 $771,669 $880,516 $108,847 14.1% 108,847 14.11% $1,209,499 $1,227,641 Based on MSSC budget received November 19thSocial Services6660 $3,496,315 $3,496,315 $3,662,319 $166,004 4.7% 166,004 4.75% $3,853,621 $4,084,838 Based on MSSC budget received November 19thSpruce Lodge6690 $570,576 $570,576 $644,962 $74,386 13.0% 74,386 13.04% $701,490 $746,530 Based on MSSC budget received November 19thStratford‐Perth Museum6710 $98,552 $98,552 $100,425 $1,873 1.9% 1,873 1.90% $102,441 $104,490 Based on MSSC budget received November 19th

Subtotal Expenses : $4,937,112 $4,937,112 $5,288,222 $351,110 351,110 $5,867,051 $6,163,4997.11% 10.95% 5.05% Based on MSSC budget received November 19th

Net Levy Requirement $4,937,112 $4,937,112 $5,288,222 $351,110 351,110 $5,867,051 $6,163,4997.11% 10.95% 5.05%

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County of Perth91 COST SHARED PROGRAMS



Shared Services Calculations As per Stratford-County Agreement

2019 budgeted expenditures

County St. Marys Stratford Total County of Town of City of% share 49.20% 8.53% 42.27% 100% Perth St. Mary's Stratford

Social Services 3,496,315 606,170 3,003,846 7,106,331 Shared Services 50.15% 8.26% 41.59%EMS 3,116,009 540,235 2,677,108 6,333,352

Health Unit 771,669 133,787 662,976 1,568,432 5,947,620,245 979,189,498 4,931,848,726 11,858,658,469Spruce Lodge 570,576 98,923 490,208 1,159,707

Total 7,954,568 1,379,115 6,834,138 16,167,822 Roads 54.67% 45.33%

2020 Budget

ChangeCounty St. Marys Stratford Total Municipal Share

% share 50.15% 8.26% 41.59% 100% County St. Marys Stratford Program Cost IncreaseSocial Services 3,662,319 603,205 3,037,205 7,302,730 Social Services 166,004 -2,965 33,359 196,399 2.76%

EMS 3,214,710 529,482 2,665,998 6,410,190 EMS 98,701 -10,753 -11,110 76,838 1.21%Health Unit 880,516 145,026 730,223 1,755,765 Health Unit 108,848 11,239 67,246 187,333 11.94%

Spruce Lodge 644,962 106,229 534,874 1,286,065 Spruce Lodge 74,386 7,306 44,666 126,358 10.90%Total 8,402,507 1,383,942 6,968,301 16,754,750

Weighted Assessment

2020 Calculated Shared Services Costsbased on 2019 Weighted Assessment

Shared Services CalculationsAs Per New County-Stratford-St Marys Jan 1, 2017 Agreement

RevenueInterdepartmental Revenues4150 $120,960 $109,080 $147,960 $27,000 (22.3%) 38,880 (35.64%) $154,008 $160,298

Subtotal Revenue : $120,960 $109,080 $147,960 $27,000 38,880 $154,008 $160,29822.32% 4.09% 3.92%

ExpensesInsurance5150 $120,960 $109,080 $147,960 $27,000 22.3% 38,880 35.64% $154,008 $160,298 Increase due to Market correction. Markets were

experiencing challenges over the past year, which are not unique to the County and many other municipalities are experiencing similar challenges. Included a 22% increase in the General Liability for 2020.

Subtotal Expenses : $120,960 $109,080 $147,960 $27,000 38,880 $154,008 $160,29822.32% 4.09% 4.08% Increase due to Market correction. Markets were experiencing challenges over the

past year, which are not unique to the County and many other municipalities are experiencing similar challenges. Included a 22% increase in the General Liability for 2020

Net Levy Requirement $0 $0 $0 $0 0 $0 $00.00% 0.00% 0.00%

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County of Perth93 GENERAL LIABILITY INSURANCE



CON I E NTS

OPERATINGRY



INSURANCE







A

A



FLEET, EQUIPMENT A

1

1

-



cbridges

Highlight

RevenueInterdepartmental Revenues4150 $248,110 $240,802 $235,360 ($12,750) 5.1% (5,442) 2.26% $248,784 $263,022Transfer from Reserve ‐ Levy Stabilizati4450 $256,000 $255,464 $0 ($256,000) 100.0% (255,464) 100.00% $0 $0 Strategic Plan update to be funded from the Levy

Stabilization Reserve

Subtotal Revenue : $504,110 $496,266 $235,360 ($268,750) (260,906) $248,784 $263,022(53.31%) 5.70% 5.41% Strategic Plan update to be funded from the Levy Stabilization Reserve

ExpensesSalaries5000 $164,550 $163,745 $156,015 ($8,535) (5.2%) (7,730) (4.72%) $167,114 $179,017 Refer to Salary AnalysisCPP Expense5010 $2,749 $2,442 $2,898 $149 5.4% 456 18.67% $3,090 $3,317EI Expense5020 $1,204 $1,066 $1,199 ($5) (0.4%) 133 12.48% $1,239 $1,270EHT Expense5030 $3,209 $3,210 $3,042 ($167) (5.2%) (168) (5.23%) $3,259 $3,491OMERS5040 $20,804 $20,830 $19,491 ($1,313) (6.3%) (1,339) (6.43%) $21,028 $22,681Health Benefits5060 $8,117 $8,259 $8,441 $324 4.0% 182 2.20% $8,757 $8,925Consultant Fees5130 $5,000 $451 $0 ($5,000) (100.0%) (451) (100.00%) $0 $0Insurance5150 $541 $541 $571 $30 5.5% 30 5.55% $594 $618Legal5190 $10,000 $10,018 $10,000 $0 0.0% (18) (0.18%) $10,000 $10,000 Legal advice and reviewsMemberships5210 $1,800 $1,800 $1,900 $100 5.6% 100 5.56% $1,900 $1,900Mileage5220 $2,550 $2,530 $2,650 $100 3.9% 120 4.74% $2,650 $2,650 Transportation costs for meetings, seminars, events, etc.

Office Supplies5250 $400 $410 $400 $0 0.0% (10) (2.44%) $400 $400Photocopying5260 $750 $726 $750 $0 0.0% 24 3.31% $750 $750Professional Development5280 $7,750 $7,910 $7,850 $100 1.3% (60) (0.76%) $7,850 $7,850 AMO, OMAA, Ontario West, ROMASpecial Projects5300 $0 $0 $2,000 $2,000 0.0% 2,000 0.00% $2,000 $2,000 Allowance for small projectsTelecommunications5320 $700 $280 $700 $0 0.0% 420 150.00% $700 $700 Costs for mobile deviceInterdepartmental Charges ‐ Rent5404 $15,486 $15,486 $14,853 ($633) (4.1%) (633) (4.09%) $14,853 $14,853 Rent reallocations of sq. ft. used within the County

Courthouse

Public Relations6580 $2,500 $1,101 $2,600 $100 4.0% 1,499 136.15% $2,600 $2,600Strategic Initiatives6708 $256,000 $255,464 $0 ($256,000) (100.0%) (255,464) (100.00%) $0 $0 Joint Service Delivery Review ($47,200 in 2019), and joint

Strategic Plan ($208,800 in 2019)

Subtotal Expenses : $504,110 $496,269 $235,360 ($268,750) (260,909) $248,784 $263,022(53.31%) 5.70% 5.72% Refer to Salary Analysis

Net Levy Requirement $0 $3 $0 $0 (3) $0 $00.00% 0.00% 0.00%

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County of Perth11 CAO



RevenueOther Municipal ‐ City of Stratford4080 $12,000 $17,436 $0 ($12,000) 100.0% (17,436) 100.00% $0 $0Interdepartmental Revenues4150 $482,912 $435,781 $367,818 ($115,094) 23.8% (67,963) 15.60% $381,983 $406,894

Subtotal Revenue : $494,912 $453,217 $367,818 ($127,094) (85,399) $381,983 $406,894(25.68%) 3.85% 6.12%

ExpensesSalaries5000 $245,391 $226,247 $176,305 ($69,086) (28.2%) (49,942) (22.07%) $181,594 $187,042 Refer to 2020 Salary Analysis. Accessibility moved to Clerk's

Division

CPP Expense5010 $8,247 $8,109 $5,796 ($2,451) (29.7%) (2,313) (28.52%) $6,180 $6,635EI Expense5020 $3,613 $3,498 $2,398 ($1,215) (33.6%) (1,100) (31.45%) $2,477 $2,539EHT Expense5030 $4,785 $4,540 $3,438 ($1,347) (28.2%) (1,102) (24.27%) $3,541 $3,647OMERS5040 $26,167 $24,216 $19,166 ($7,001) (26.8%) (5,050) (20.85%) $19,770 $20,398Health Benefits5060 $18,131 $18,243 $13,014 ($5,117) (28.2%) (5,229) (28.66%) $13,165 $13,320Advertising5100 $8,280 $4,550 $7,780 ($500) (6.0%) 3,230 70.99% $7,780 $7,780Consultant Fees5130 $20,830 $35,799 $20,830 $0 0.0% (14,969) (41.81%) $20,830 $33,830Insurance5150 $1,383 $1,383 $1,364 ($19) (1.4%) (19) (1.37%) $1,419 $1,476Legal5190 $15,500 $15,565 $15,500 $0 0.0% (65) (0.42%) $15,500 $15,500Memberships5210 $1,867 $1,468 $1,067 ($800) (42.8%) (401) (27.32%) $1,067 $1,067Mileage5220 $6,386 $6,041 $1,197 ($5,189) (81.3%) (4,844) (80.19%) $1,197 $1,197Office Supplies5250 $1,350 $420 $1,350 $0 0.0% 930 221.43% $1,350 $1,350Photocopying5260 $987 $811 $987 $0 0.0% 176 21.70% $987 $987Postage5270 $100 $96 $100 $0 0.0% 4 4.17% $100 $100Professional Development5280 $13,480 $11,410 $7,890 ($5,590) (41.5%) (3,520) (30.85%) $7,890 $7,890 OHMRA Fall conference, SDHRA learning sessions, Mediation

Certificate, HR Certificiate (HR Assistant)

Professional Development ‐ Corporate5282 $59,500 $47,851 $39,700 ($19,800) (33.3%) (8,151) (17.03%) $47,200 $52,200 Leadership Training, Conflict management and enhanced emploiyee culture

Special Projects5300 $8,800 $6,391 $4,950 ($3,850) (43.8%) (1,441) (22.55%) $4,950 $4,950 Policy development work with municipal engagementSubscriptions5310 $1,200 $0 $1,200 $0 0.0% 1,200 0.00% $1,200 $1,200Telecommunications5320 $880 $461 $880 $0 0.0% 419 90.89% $880 $880Interdepartmental Charges ‐ Rent5404 $15,485 $15,485 $18,816 $3,331 21.5% 3,331 21.51% $18,816 $18,816Accessibility Advisory Committee6020 $7,960 $6,124 $0 ($7,960) (100.0%) (6,124) (100.00%) $0 $0Accessibility Accommodations6021 $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000Health & Safety6340 $17,280 $9,343 $17,280 $0 0.0% 7,937 84.95% $17,280 $17,280Public Relations6580 $1,310 $1,213 $810 ($500) (38.2%) (403) (33.22%) $810 $810Technology Services6740 $5,000 $3,953 $5,000 $0 0.0% 1,047 26.49% $5,000 $5,000

Subtotal Expenses : $494,912 $453,217 $367,818 ($127,094) (85,399) $381,983 $406,894(25.68%) 3.85% 6.52% Refer to 2020 Salary Analysis. Accessibility moved to Clerk's Division


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County of Perth13 HUMAN RESOURCES2020 OPERATING BUDGET


COUNTY OF PERTH

Office of the CAO

Economic Development and Tourism Division

2020 Business Plan

December 2019

This document is formatted for double-sided printing. No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents

Business Plan 2020 1

Economic Development and Tourism ....................................................... 1

Preamble .................................................................................................. 1

Service Strategy ....................................................................................... 2

Key Customers ......................................................................................... 2

Core Businesses/Services ........................................................................ 2

Legislated Standards ................................................................................ 3

Key Linkages with Strategic Plan ............................................................. 5

2019 Achievements 6

Major Initiatives for 2019: 7

Major Initiatives for 2020: 17

Significant Variances .............................................................................. 23

Training and Development ..................................................................... 23

Economic Development and Tourism Division Page 1

Business Plan 2020

Economic Development and Tourism

Questions should be forwarded to the Manager of Economic Development and Tourism.

Preamble

Economic Development has become an increasingly important function for municipal governments in the past 25 years. It is rooted in economic and planning theory and aims to ensure sustained, concerted actions that promote high standard of living and economic health of a specific area. Economic development can be described as “a process that influences growth and restructuring of an economy to enhance the economic well-being of a community or region”. Economic Development and Tourism Division activities include initiatives aimed at retaining existing businesses and creating a business environment that will enable local businesses to expand and prosper. These activities include business recruitment, investment attraction, strategic alliances and partnerships, entrepreneurship, quality of life, workforce development, downtown revitalization, tourism development, updating the official municipal plan to increase capacity for growth and improving municipal infrastructure, etc. These factors combine to position a community for growth and long term economic sustainability. Tourism initiatives will continue to promote Perth County as a destination area, promoting and strengthening the local economy, towns and community events. Through new strategic marketing initiatives, Tourism will continue to increase the profile of the region’s tourism offerings with the goal to increase visitor spending and lengthen visitor overnight stays. Strategic marketing of our region’s tourism amenities to visitors and residents helps create jobs, stimulate supply-chain spending, and enable business owners to prosper. Corporate Communications are vital to maintaining the integrity of the Perth County brand, while striving for unity among all Perth County departments and representatives. Our communication strategy ensures that the public perception of Perth County staff, politicians and functions will be positively maintained at all times. A good communications strategy is essential for any municipality to get important information out to its residents. Understanding what communication channels and tools are available to a municipality, and which are used by community members, is essential. Perth County staff maintains several social media platforms, website, public facing emails and media lists to ensure that corporate messages are deployed in timely and professional manner to the appropriate audiences.


Service Strategy

The Service Strategy of the Economic Development and Tourism Division is to facilitate and implement regional economic development and tourism strategies as a means of promoting the County as a viable business location and place to live and visit. This is achieved by developing and delivering programs and policies that support, increase and strengthen the business communities of Perth County. We achieve this by engaging and working with our member municipalities, businesses, business organizations, community organizations, provincial and federal government partners, investors and associations. A collaborative approach is taken to ensure timely delivery of projects that will promote Perth County business development and stabilization.

The Economic Development and Tourism Division strives to provide exceptional service by participating as a key partner in regional initiatives, serving as a resource to Perth County’s member communities and ensuring responsive action to inquiries and challenges facing business. This is achieved by ensuring a high level of professionalism, a proactive approach to dealing with challenges and ensuring high level of expertise and industry knowledge, as well as fostering partnerships and building relationships within and beyond Perth County. Collectively, we will continue to market our county as a sought after destination to visitors, locals and investors.

Key Customers

County Council/Member Municipalities, staff and elected officials County Businesses and Industry/Taxpayers/Entrepreneurs Business Investors /Residents and Visitors Business Associations, BIAs and Chambers of Commerce Sector Associations (Federation of Agriculture, etc.) Other Economic Development based organizations Provincial Ministries Federal Departments

Core Businesses/Services

Respond to business start-up and investment inquiries Promote the County as a region to invest, live, work and visit Implement and maintain an effective Business Retention and Expansion program Implement Workforce Development Projects addressing our labour shortage


Provide leadership support to member Municipalities, Businesses, Business Associations, industry and community organizations

Serve as resource and partner for local BIAs and Chambers Lead and facilitate economic development and tourism research projects to

support business and community development Support the continued success of key economic sectors such as Agriculture and

Manufacturing Execute marketing strategies Identify emerging trends, challenges and opportunities and design effective

responses Establish meaningful contact with other levels of government, business

community, education institutions and interest groups to develop and further economic initiatives and goals

Pursue funding and manage administration of grant programs Develop and maintain an accessible online presence including web and social

media Conduct research to gather information and identify resources to assist

businesses and entrepreneurs Engage key stakeholders to ensure community-designed strategies Maintain and analyze statistical data about the County needed to monitor socio-

economic trends Work closely with other departments to consider economic impacts of County

policies and programs Administration of annual divisional budget and work plans

Legislated Standards

Municipal Act, SO 2001 Ontario Regulations County of Perth By-laws & Policies Municipal By-laws & Official Plans Municipal Freedom of Information and Protection of Privacy Act Development Charges Act Personal Information Protection and Electronic Documents Act, 2000, c.5 Provincial Policy Statement, 2014 County of Perth Official Plan Accessibility for Ontarians with Disabilities Act (AODA)


Core Programs Policy & Administration Economic & Business

Analysis

Business Retention & Expansion Policy Development Socio-economic

statistical data analysis

Marketing & Promotion Divisional Budget Business consultation

and advising Member Municipal Support Grant Administration Primary research

Strategic Plan implementation Grant Procurement

Performance monitoring of programs

Business & Investment attraction and support Procurement of

Services Strategic Planning

Program development

Interdepartmental Communication of Economic interests Problem solving

Communications Manage Contracted Staff

Recruitment

Communications & Public Relations

Communications with Member Municipalities

Web and Social Media Presence

Stakeholder & Community Engagement

Media Promotion

Support to BIAs, Chambers and Stakeholders

Promote and maintain integrity of Perth County Brand


Key Linkages with Strategic Plan

Economic Development is a key focus of the County 2012-17 Strategic Plan. As such a larger number of goals and actions are linked to the County Economic Development Department, Primarily Goals 1, 2 and 3 and the subsequent actions are directly tied to the delivery of economic development or have overlap with economic development programs and priorities. In addition, Economic Development interests extend into other aspects of the Corporation. Policies and regulations can have unintended economic impacts on the business community. A cohesive informed approach is important.

Goal 1: Action 6- leverage the Official Plan Review as a means to attract new employment and residential growth

Goal 2: Create an environment that supports and engages a diverse range of local businesses.

Goal 3: Support the Continued Strength and Success of our Agricultural Businesses

Goal 4: Support existing and new Opportunities to engage the County’s residents and visitors

The Economic Development Program continues to grow as a result of strategic planning, research and action plans that have been developed to address issues facing businesses across Perth County: Labour Shortage issues, Youth Outmigration, Lack of resources for Newcomers, and Workforce Development to name a few. These issues have been identified in the BR+E, Labour Market Strategy and Perth4Youth Strategic Plan. As the business community has become more aware of the County and the profile of the County increases, in addition to ongoing implementation of core programs, there is a need for additional staff support.


2019 Achievements Further developed a major tourism campaign – advertised in seventeen diverse

province-wide publications Distributed over 35,000 copies of the ‘Discover More’ tourism brochures Provided on-going support to sixteen organizations, including member

municipalities, BIAs and Chambers Six Foreign Direct Investment Missions Developed seven thematic ‘Plan Your Trip’ online tourism itineraries Hosted eleven Business Tours across the County Hosted four groups of tourism travel writers to Perth County Developed two Perth County Tourism videos (Brittlestar and ‘Discover PC’) #ProsperInPerthCounty Campaign continued: eleven youth profiles and five

youth videos created Improved the capacity to respond to foreign investor opportunities through

development of marketing materials: templates, folders, fact sheets, and a ‘Sizzle Reel Video’ featuring the opportunities in Perth County

Hosted six cultural diversity training sessions for local businesses, politicians, and municipal staff.

Produced a ‘Welcome to Perth County’ video to showcase the regions’ friendly and welcoming communities, as part of our newcomer project

Produced four Economic Development and Tourism newsletters (quarterly) Participated in three workforce development days in partnership with local school

boards to promote regional opportunities to local students Promoted and maintained Opportunity Lives Here – 980 jobs posted (Nov 2018-

Nov 2019) Hosted annual Tourism Familiarization Tour Participated in six regional job fairs Hosted three Community Economic Development training sessions with

OMAFRA Hosted six Ontario Business Improvement Area Association (OBIAA) Digital Main

Street Business training sessions Launched and distributed 35,000 Farm Gate Maps Received funding from the Rural Ontario Institute for a four-month youth

engagement internship Attended two engagement days at Queens Park advocating for rural issues

(workforce, lack of housing, no support for newcomers, etc.)


Major Initiatives for 2019: Projects Comments

Advertising Perth County as the place to visit, do business, grow and prosper

We’re in the business of people attraction

1. STA Culinary Guide 2. STA Banner Photo/Editorial 3. STA Social Media Posts 4. Ontario Travel Information Centres (Posters – Sarnia, Barrie and

Windsor; Outdoor Kiosk – Niagara Falls) 5. Destination Ontario Ad 6. Stratford Festival Playbill 7. Eat Drink Magazine 8. Grey Bruce Boomers 9. Summer Music Festival Ad 10. Epoch Time 2019 Travel Ontario Guide 11. Stratford Beacon Herald - Things to do in Perth 12. TripAdvisor Summer Ad Space 13. Stratford Perth Museum - Website Banner Ad 14. Stratford Perth Museum - Video Project at Festival Gazebo 15. Millbank Brochure 16. Shakespeare Map 17. Stratford Perth Museum Car Rally Route Guides

Tourism Brochure 35,000 Copies were printed and distributed both regionally and at points of interest (border crossings, tourist attractions, and airports.)

Municipal/Business Association Support

Support to member municipalities, BIAs and Business Associations and Chambers

North Perth Ec Dev / West Perth Ec Dev Mitchell BIA / Milverton BIA / Millbank BIA / Listowel BIA Rural Tourism Membership with the Stratford Tourism Alliance Tourism Industry Association of Ontario Economic Development Council of Ontario Travel Media Association of Canada Stratford and Area Human Resources Association Stratford Area Builders Association Listowel Win This Space Committee

Southern Ontario Marketing Alliance

The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of Southwestern Ontario communities, grown out of natural economic ties. This region, known as Canada's Industrial Heartland, encompasses the municipalities of Ingersoll, North Middlesex, Perth, Stratford, St. Thomas, Tillsonburg, and Woodstock. It stretches across Elgin, Middlesex, Oxford


and Perth Counties.

Shows for 2019 Site Selectors Guild Food Processing (Expo West, Anuga) Manufacturing (Automechanka) Manufacturing (SEMA) ThinkGlobal Show

Tourism Itinerary Building/Tour Development

We worked with 519 Tours to develop an itinerary-style road trip tourism program. These launched September 10, 2019 and will be run by coordinated by 519 Tours. You can view tour itineraries at www.519Tours.ca/Tours

Online/printable theme based ‘Plan Your Trip’ tourism itinerary packages were created. Year 2 Students from the University of Waterloo Economic Development Program collected and provided the ground work and research to push this project forward. All itineraries will be available on the corporate website by December 31, 2019. The winter-based itineraries will be advertised on social media beginning in January 2020. The summer-based itineraries will be launched in the spring of 2020.

Stratford Tourism/Stratford Tours has included many Perth County destinations in their Fall Road Trips blog series, on our recommendation. This series aligns well with our fall tours with Stratford Road Trips: Farm to Table Discovery Tour and Brews & Berries Shakespeare Adventure.

Experiential Tourism Training Program

Applied for Canadian Experience Fund from FedDev.

The Canadian Experiences Fund (CEF) supports communities across Canada as they create and enhance tourism products, facilities and experiences. Delivered through Canada's Regional Development Agencies (RDAs), this two-year Fund helps Canada's tourism sector innovate and grow by providing targeted investments based on regional priorities. Perth County staff will work with regional tourism-oriented businesses to create memorable rural tourism activities through providing experience development training to enhance product and service planning and visitor experience implementation. This destination development will support the tourism industry by engaging existing and new operators and sector champions to enable sustainable experience models for the region and encourage collaborations between tourism businesses to draw visitors. With a target of increasing tourism during traditional “shoulder seasons”, the project will have a special focus on culinary tourism in this agricultural community. It is expected developed experiences will be added to the annual update of the Perth County Farm Gate map and tourism brochures. This project address opportunities in experience development and collaboration within the sector with a view to address gaps in products and services geared toward experiential activities within our existing and new tourism sector opportunities. $119,420 (Applied for $53,170 FedDev)


Business Retention and Expansion

1. Woodcock Brothers – PS 2. Atwood Heritage – NP 3. Anna Mae’s – PE 4. Organic Oasis – PE 5. EFS Plastics – NP 6. HLA Attachments – NP 7. GABEL Electric, Plumbing and HVAC – NP 8. Continental Tire – WP 9. River Valley Golf Course – PS 10. Millbank Hardware – PE 11. Boshart Industries – PE

Tourism Writer Recruitment Four groups of travel writers highlighted tourism attractions in Perth County from various points of view on different online platforms. Each writer attracted a unique and vast audience and showcased the wide variety of memorable experiences available throughout Perth County. Articles written the 2019 travel writers can be accessed at the Media Buzz page (a 2019 addition to the website): www.perthcounty.ca/en/discover/MediaBuzz.aspx.

June 6-8: Adventure and Local Food Writer July 11-13: Travelling with a Family Writer

June 18-20: Farm Gate Exploration Writer

October 11-13: Autumn in Perth County Writer (ongoing agreement… stories with this writer group will continue to build into future seasons)

Brittlestar created an exciting video promoting Perth County as a desirable tourist destination. The video featured Listowel Golf Club, Goats on 86, Lynn River Farm Store, Anna Mae’s, West Perth Wetlands, Jillians, Stonetown Cheese, and Wildwood Conservation Area.

Tourism Photography Development

Continued to build our photo library

Youth Attraction Project #ProsperInPerthCounty

The Prosper to Perth County project aims to attract and re-attract youth, including newcomer youth and young families, to Perth County. 5 videos featuring local youth were created (extended contract with Innertainment who had completed the 2017/18 youth videos) and 11 youth profiles were created. All materials produced have been distributed to the Avon Maitland District School Board (AMDSB) and Huron-Perth Catholic District School Board (HPCDSB). AMDSB is delivering content directly to grade ten students in career classes, while also having creating a mandatory online module that students must complete to finish their academic year. HPCDSB invited Perth County Economic Development and Tourism staff in to present the content in various classes during November/December.

11 Youth Profiles


1. Carter Collinson, GABEL Electric – NP 2. Drew Anger, Flight Media – PE 3. Georg Walch, Walch Family Strawberries & Farm – PS 4. Louisa Walch, Walch Family Strawberries & Farm – PS 5. Gloria Walch, Walch Family Strawberries & Farm – PS 6. Katy Walch, Walch Family Strawberries & Farm – PS 7. Eren Kizilirmakli, Continental Tire – WP 8. Sarah Jamison, Municipality of North Perth, NP 9. Ashley Brockelbank, PC - NP 10. Holdyn Lansink, Stop 23 Auto Sales – NP 11. Matthew Rae, MPP Randy Pettapiece Constituency Office - WP

5 Video Profiles 1. Keaton Willis, GABEL Electric – NP 2. Jason Wright, Quadro Communications - PS 3. Nick Poole & Ryan Bettles, Delta Power Equipment – WP 4. Taylor Winhold & Risa Bedard, Bosharts – PE 5. Beth Pilkington, Newcomer Firefighter – NP

We did not receive RED funding. Total project was $20,000.

Rural Ontario Institute Youth Internship

This internship helped execute the second stage of our youth project that stemmed from the Perth4Youth research: ‘Prosper In Perth County: Apprenticeship, Entrepreneurs and Young Newcomers’ (AEYN). CBC Morning Radio – Youth Retention Interview Youth Engagement Intern did six interviews with CBC stations across the province (Sudbury, Thunder Bay, Kitchener, London, Ontario Morning, and Windsor) to discuss the internship and #ProsperInPerthCounty campaign. See link below: www.cbc.ca/player/play/1561841731825 We received funding from the Rural Ontario Internship ($4,000.00)

Youth Engagement Blog This blog, featured on the corporate website, has articles celebrating opportunities and key youth champions in Perth County.

Sip & Swing – Youth Networking Event

Youth Engagement Intern organized an event that was open to youth between the ages of 19 – 29 who live and/or work in Perth County. The event was sold out with over 45 attendees and was very positively received. Data collected at the event reflected a desire from youth for similar events in the future.

Workforce Development Projects

Ongoing projects with stakeholders and partners Joint projects with education and training partners to promote career opportunities and support resident retention and attraction.

AMDSB Career Pathways Fair -- June 26th-25th. Perth County


hosted a booth to market the employment opportunities for youth within the region.

AMDSB Interactive Career Day – November 13th . Connected and allowed students to network through interactive displays and activities. Exposed the many opportunities available in local industries.

Joint Application for a Virtual Welder with the Technical Training Group – Successfully secured funding through Libro and the Stratford Perth Community Foundation

Opportunity Lives Here Website

Perth County Economic Development Staff continue to maintain and manage the Opportunity Lives Here Website for the Town of St. Marys and the City of Stratford New Instagram account started to assist in promotion of job opportunities. Currently over 594 followers. This was based on feedback from Prosper in Perth County Youth day indicating that a presence on Instagram would help reach a younger demographic interested in learning more about job opportunities in the region. Facebook: 6,862 likes, Twitter: 2,080 (updated Dec 3)

Regional Ride Share Continue to support the regional rideshare program

Commute Ontario Program Supported the Commute Ontario Program – Partnership agreement signed. The kick-off conference in April 2019 signaled the commencement of the program. We received promotional items and materials when the program launched to help advertise

Webinars for businesses occurred on June 26 and July 10th.

Tourism /Economic Development Familiarization Tour

The annual tour took place on May 28, 2019 and had 55 people participate, with stops at the following locations:

1. Stratford Perth Museum 2. West Perth Demonstration Forest 3. Atwood Heritage 4. Anna Mae’s Bakery & Restaurant 5. Organic Oasis Farm Store 6. Brocksden School House (Lunch) 7. Lynn River Farm – provided a locally sourced meal 8. Shakespeare Brewing Company - provided beverages 9. McCully’s Hill Farm 10. River Valley Golf Course

Tradeshows/Newcomer Bus Tours/Events /Job Fairs/College & University Fairs

Participated in consumer tradeshows promoting Perth County as a destination, and job fairs across the GTA and Southern Ontario to promote available jobs.

Erwin Hymer Job Fair – March 7 - Joint Booth with North Perth (400 job seekers)


London Works Job Fair – April 16, 2019 (2,500 job seekers) Epoch Times – Travel and Investment Fair – Mary 4 & 5 North Perth Home Show – May 9 - 11 London Works Job Fair – September 24 (2,500 job seekers)

NCP Job Fair Mississauga – November 19 (350 job seekers)

Community Economic Development Training

Milverton – March 19, 2019 - 2:00pm - 4:00pm Mitchell – March 27th, 2019 - 2:00pm - 4:00pm & 7:00pm - 9:00pm

Digital Main Street Business Training Sessions

Providing training to assist local businesses to improve their digital skills and increase their online presence. June 10 – Small Business Website - 21 participants July 15 – SEO Fundamentals – 24 particpants August 12 – Social Media for Small Business – 18 participants September 16 – Maximize your online advertising and digital marketing budget – 26 particpants

Presentations/Outreach North Perth Mayor’s Taskforce on Labour Reliability

BA5 Local Food Sponsorship – Stratford Perth Museum

Rural Ontario Institute Webinar on Youth Attraction & Retention

Huron Perth Association of Realtors AGM - Speaker

Technical Training Group AGM – Keynote Speaker

Grand Bend Horticultural Society – Speaker

Rural Ontario Institute ‘Measuring Rural Community Vitality Showcase’ – Speaker

Business Directory Updated Updated new businesses, old and CASSL consent (annual).

Farm Gate Map Printed 35,000 copies of this map and distributed it locally, and within day-tripping distance. Online interactive map available at www.perthcounty.ca/farmgate.

Stratford Festival Gazebo Video/Stratford Perth Museum Partnership Project

Created a two minute video highlighting Perth County as a desirable tourism destination just minutes outside of Stratford, to be played at the outdoor media gazebo by the Stratford Festival entrance. This video has the potential to be seen by 500,000+ attendees of the festival. The video further promotes our Discover More brand with a special focus on discovering more shopping, flavour, and outdoor adventures.

Newcomer Huron Perth Settlement Committee

Perth County Economic Development continues to chair this committee, and develop the agenda and minutes. The Newcomer Brochure was completed as a partnership with Huron County. It has been distributed locally and is available online at: www.perthcounty.ca/en/doing-business/resources/HP-NewcomerBro-Web.pdf


Ontario Trillium Foundation: Youth Friendly Community Designation

Application being written and will be submitted January 6th, 2020. This designation will signal to residents and newcomers that Perth County is a youth friendly community and offers opportunity for growth.

Four County Labour Market Planning Board

Manager of Economic Development and Tourism is a Director on the Four County Labour Market Planning Boards, Board of Directors.

Technical Training Group Manager of Economic Development and Tourism is a Director on the Technical Training Group, Board of Directors.

Stratford Tourism Alliance Tourism Officer is an ex officio Director on the Stratford Tourism Alliance Board of Directors

Connect2Skills Economic Development/Communications Officer sits on the Connect2Skills Program Committee to help get Perth County residents who are currently unemployed or underemployed in the manufacturing sector.

Workforce Development Taskforce

The Economic Development/Communications Officer is the chair of the Perth County Workforce Development Taskforce

Government Relations and Advocacy

Queen’s Park Engagement Days

Attended Queen’s Park engagement days held by the Economic Developers Council of Ontario (February 25, 2019) and Tourism Industry Association of Ontario (March 5, 2019) met with several MPP’s to discuss workforce development and infrastructure issues across the province. Perth County Federation of Agriculture/Randy Pettapiece’s - Perth County Rural Farm Tour

Attended Randy Pettapiece’s Rural Farm Tour, to speak with agriculture industry representatives and advocate for the needs of agriculture-based economies – more widely, rural Ontario – with MPP’s and staff from Queen’s Park. Perth County provided 50 bags for attendees, filled with recent publications and other promotional items.

EDCO Stakeholder Relations Committee

Joined the EDCO Stakeholder Relations Committee for 2019/2020.

North Perth Chamber of Commerce Golf Tournament

Perth County sponsored a hole at the North Perth Chamber of Commerce Golf Tournament on Wednesday June 19, 2019 at the Listowel Golf and Country Club. This event also provided the opportunity to engage in an open dialogue to discuss business expansion and retention opportunities with local NP businesses.

Rural Innovation Roundtable Curated by Small Economy Works, hosted with Rural Ontario Institute, and supported by Ontario Trillium Foundation, this roundtable looked at the changing rural context and opportunities to blend social finance, up-skilling, and entrepreneurship. The event was attended by stakeholders in rural Ontario and provided an opportunity for Perth County to discuss


workforce development.

University of Waterloo Economic Development Certificate Program Student Projects

Provided case studies for students of the Economic Development Certificate Program. Economic Development and Tourism staff met with students and later, provided feedback on their presentations. Some findings and suggestions have been implemented in aspects of on-going projects. Year One:

Newcomers in Perth County FDI marketing materials

Year Two: Farm Gate Tourism Signage – Perth South Pilot Program Tourism Itineraries

World Council on City Data (WCCD) ISO 37120 Certification

Perth County, along with several neighbouring Counties, has been interested in pursuing ISO 37120 Certification through the World Council on City Data (WCCD). On October 23, the Economic Development / Communications Officer attended a presentation by Dr. Patricia McCarney, the President and CEO of WCCD. Peter Smith from the Canadian Centre for Rural Creativity will be following up with all regional partners in the area who attended to see if a coordinated effort to seek funding for this project could occur. For more information about the program, visit: www.dataforcities.org/wccd

Available Lands/EcDev Map We’re working in partnership with the Huron Perth Association of Realtors to map available properties using Perth County’s GIS platform. This project will help better promote commercial property investment opportunities available across Perth County. Currently awaiting access to the RETS feed to establish the connection. Sample data agreement received and under review by County IT. Working to establish a data connection in 2019 with map under development in 2020.

FDI Educational/Inventory of Available Lands Research

Collect information on behalf of SOMA about post-secondary education institutions and available industrial land opportunities in the SOMA region. The goal was to pull together a comprehensive list to be added to marketing material to help inform foreign Direct Investment missions.

Welcoming Community Nights

While hosted by the Stratford Library, Perth County will have a presence at two of these events in the upcoming year. Engaging with those new to the area and informing them about the opportunities in Perth County.

Sept 26, 2019 May 28, 2020

Mitchell BIA Business Directory

Assisted the Mitchell BIA with interconnectivity to the Perth County business directory to identify their membership.

Stratford Perth Museum Car Rally

As an event sponsor, Economic Development and Tourism staff worked in partnership with the Stratford Perth Museum to host a historic car rally. Participants interacted with guides and reenactors who provided interesting facts and stories about Perth County while sampling local food and drink.


Ontario Immigration Nominee Program Stakeholder Roundtables with the Ministry of Economic Development , Job Creation and Trade

Perth County continued to work with the Ministry of Economic Development Job Creation and Trade and hosted four roundtable sessions on July 10th and 11th. The Ontario Immigrant Nominee Program (OINP), an immigration program designed to help Ontario meet its labour market and economic development priorities, is part of the Ontario Ministry of Economic Development, Job Creation and Trade portfolio. The program allows Ontario to nominate, for permanent residence, individuals who have the skills and experience to contribute to Ontario’s economy, and assists employers in recruiting and retaining foreign workers. July 10 - 10:00am- Noon / July 10 - 2:00pm-4:00pm July 11 - 10:00am- Noon / July 11 - 2:00pm-4:00pm

Corporate Communications On a continued basis, staff completed the following activities and provided on-going support related to communication for all departments and politicians:

Warden’s/Council Remarks for events PerthCounty.ca Website

o Approved Event Submissions o Content Approvals/Editing o Posted Notices of Office Closures o Posted other main-page alert banner (public engagement

sessions, incidents, etc.) Staff support – assisted and advised staff on communications

related components to a variety of projects and events (AMO Conference Delegations, New Official Plan, New Strategic Plan, Budget 2020 public engagement)

Social Media o Posted relevant content to social media (Facebook and

Twitter) about Corporate initiatives and activities o Created Facebook event pages to manage and

encourage public engagement o Monitored contributor posts for consistency and quality of

content o Monitored comments, tags, etc. o Monitored and share relevant content from member

municipalities and key partners o Posted office closure information o Developed content to educate and elevate the visibility of

the Corporation and its functions in the community o Managed lists of posting authorities o LinkedIn – managed corporate page, posted jobs and

relevant corporate activities Media/News Releases

o Drafted press releases as needed o Reviewed and edited press releases generated by other

divisions o Responded and directed media inquiries accordingly o Updated and maintained local media contact list o Reviewed and proofread wording for printed material and

press releases to ensure a cohesive tone is maintained Bang The Table


o Set up and maintained Engagement HQ pages o Monitored comments and input on Engagement HQ

pages o Acted as a resource for staff in the creation and

maintenance of projects through Engagement HQ o Generated activity/response reports for projects o Provided staff support and training for projects

Training o Acted as a resource for staff for internal and external

communications o Provided training and coaching on communications best

practices and procedures (particularly regarding social media)

o Communications support and resource for member municipalities

o Collaborated and worked jointly to support communications efforts of member municipalities as well as partner initiatives with Stratford and St. Marys

o Coached businesses in social media assistance o Trained County Staff on Website and Engagement HQ

North Perth – Welcome Wagon Bags

Economic Development and Tourism staff created 50 bags filled with publications and promotional items for newcomers and new homeowners in the Municipality of North Perth.

Promotional Community Support Sponsorships

Stratford Chamber Golf Tournament RE-Max Golf Tournament Innkeepers Dinner Japan Society of Canada Golf Tournament Association of Roads Supervisors Listowel Kinsmen Casino Night West Perth Youth Action Council’s Amazing Race Economic Developer Council of Ontario Conference sponsorship

basket Sip & Swing Youth Networking Event North Perth Chamber Golf Tournament Facebook Contests (various) Community Living – Stratford and Area Golf Tournament Perth East Youth Action Council’s Amazing Race Cystic Fibrosis Stratford and Area Baseball Tournament Community Living Stratford and Area Golf Tournament Aspire to Inspire Women – A Celebration of Women West Perth Economic Development Committee Breakfast Stratford Tourism Alliance – Flavours of Perth County basket

Win This Space – Listowel Continues to assist and sponsor the Listowel BIA’s Win This Space program as part of the Committee. The project commenced on September 25, 2019 and is on-going.

Perth South Farm Gate Program

Perth County Economic Development and Tourism staff worked with Perth South staff to create a farm gate signage program for participating vendors within the Township of Perth South. This program included


organizing promotional items and options.

Business Resources Postcard

Created a one-page post card to provide business resources available in Perth County.

Major Initiatives for 2020: 2020 Goals / Objectives Comments

Advertising Perth County as the place to do business, grow, and prosper

Advertising, direct marketing, web and social media, strategically marketing Perth County as a great place to visit, grow and prosper.

Tourism Brochure Tourism brochure promoting tours, trails, programs and activities

Municipal/Business Association Support

Support to Member Municipalities, BIAs and Business Associations and Chambers

1. North Perth Ec Dev / West Perth Ec Dev

2. Mitchell BIA / Milverton BIA / Millbank BIA / Listowel BIA

3. Rural Tourism Membership with the Stratford Tourism Alliance

4. Tourism Industry Association of Ontario

5. Economic Development Council of Ontario

6. Travel Media Association of Canada

7. Stratford and Area Human Resources Association

8. Stratford Area Builders Association

9. Listowel Win This Space Committee

10. North Perth Chamber of Commerce

11. Stratford Chamber of Commerce

12. Huron Perth Association of Realtors

13. Southwestern Ontario Marketing Alliance Membership

Southwestern Ontario Marketing Alliance

The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of Southwestern Ontario communities, grown out of natural economic ties. This region, known as Canada's Industrial Heartland, encompasses the municipalities of Ingersoll, North Middlesex, Perth, Stratford, St. Thomas, Tillsonburg, and Woodstock. It stretches across Elgin, Middlesex, Oxford and Perth Counties. SOMA Membership: Shows Planned for 2020

1. World Ag Expo 2. Expo West 3. Site Selectors Guild 4. ConXpo 5. SEMA


Professional Development Ontario Tourism Marketing Partnership Corporation Fall Conference – Tourism Officer

Economic Developers Council of Ontario Conference 2020 – Manager of Economic Development and Tourism

Economic Developers Council of Ontario Conference 2020 – Economic Development Officer

MISC. Local Economic Development and Tourism Conference

Workforce Engagement & Attraction Project (WEAP)

Applied for RED.

The goal of this Workforce Engagement & Attraction Project (WEAP) is to take a creative approach to tackling the persistent workforce challenges experienced by employers in rural Perth County. We are tackling this in two ways:

First, there are a number of large employers in Perth County who have a significant number of employees who commute in from neighbouring cities. In fact, there are employers who have regular busses that bring in workers from the GTA (Mississauga, Brampton, etc.) in order to fill their labour needs. We plan to host on-site lunches at several employers across the County to showcase information about the region and entice workers to consider building their life in Perth County. By settling in our region they can reduce commute times, take advantage of our affordable housing, as well as bring families who could also assist in filling the labour shortage.

Secondly, we plan to engage with recent local graduates and young professionals by creating networking opportunities through youth engagement events. This allows them to grow their network in Perth County and recognize the value of building a life in our region. In 2019 we hosted a pilot youth networking event in North Perth. The event was well received and the youth and young professionals involved expressed a need for similar events to continue across the County. This need was also expressed in our research during the Perth4Youth and Labour Market Strategy projects

$37,500.00 (Applied for RED Funding for $18,750.00)

Best Practice and Training Brunch Series (BPTBS) project

Applied for RED.

The Best Practice and Training Brunch Series (BPTBS) project aims to educate and inform local businesses and assist with the attraction and retention of labour to Perth County. We will host a brunch series consisting of a mix of training and informative presentations relevant to the business community in Perth County. By hosting these sessions over breakfast, it allows small business owners and entrepreneurs to continue with their day and not require a full day out of the office. In addition to the professional training sessions, we plan to draw informational speakers and panelists from within the community and surrounding areas to speak about their best practices and how their business is succeeding through strategic attraction and retention of their workforce. We know of many local businesses who, in the face of a labour shortage, seem so have innovative solutions to assist with their challenges. By inviting them to speak and share their information, we can help to remove barriers through educating and improving the overall business community in Perth County.

$40,000 (Applied for RED funding for $20,000)


CanExport Community Investments 2020 Application (Formerly ICCI)

Applied for the creation of Sector profiles to add FDI collateral. In addition, attending targeted site selection conferences (e.g.: Site Selectors Guild, Invest Canada, World Economic Forum and World Forum for FDI). $20,000 (Applied for ICCI funding for $10,000)

Tourism Writer Recruitment Focus resources on promoting media writers to our area, encouraging them to write stories on their experiences here.

Experiential Tourism Training Program Applied for Canadian Experience Fund from FedDev.

Perth County staff will work with regional tourism-oriented businesses to create memorable rural tourism activities through providing experience development training to enhance product and service planning and visitor experience implementation. This destination development will support the tourism industry by engaging existing and new operators and sector champions to enable sustainable experience models for the region and encourage collaborations between tourism businesses to draw visitors. With a target of increasing tourism during traditional “shoulder seasons”, the project will have a special focus on culinary tourism in this agricultural community. It is expected developed experiences will be added to the annual update of the Perth County Farm Gate map and tourism brochures. $119,420 (Applied for $53,170 from FedDev)

Partners in Employment Funding Support Youth Employment Transition

Provide support to Partners in Employment to assist the transition of youth from educational institutions to employment. (Committed to support $2500)

Business Retention and Expansion

Business Tours (12 per year)

Tourism Photography Development

Continue to build our photo library

Economic Development Newsletters

Continue to produce quarterly newsletters

Workforce Development Projects (Schoolboard projects)

Ongoing projects with stakeholders and partners

Joint projects with education and training partners

Promote career opportunities, support youth retention by supporting the mobile learning lab with TTG/AMDSB/Huron County/InvestStratford

OLH Website Maintenance Perth County Economic Development Staff will continue to maintain and manage the Opportunity Lives Here Website for the Town of St. Marys and the City of Stratford

Revenue: $5,000 – Town of St. Marys $5,000 – InvestStratford

Gateway Signage Revitalize County gateway signage to reflect current branding. Add gateway signage to major county entry ways.

Regional Rideshare/Rural Transportation

Continue to support the Regional Rideshare Program and the Commute Ontario Program.


TMAC Munch and Mingle Road Trip

Expansion of tourism network and contents – along with sharing best practices in the industry.

Local Champion Familiarization Tour

Organize a familiarization tour for front line staff, municipal staff and stakeholders.

Stratford Festival Gazebo Video/Stratford Perth Museum Partnership Project

Created a two minute video highlighting Perth County as a desirable tourism destination just minutes outside of Stratford, to be played at the outdoor media gazebo by the Stratford Festival entrance. This video has the potential to be seen by 500,000+ attendees of the festival. The video further promotes our Discover More brand with a special focus on discovering more shopping, flavour, and outdoor adventures.

Promotional Material Purchase promotional items to hand out during events and for regional promotion.

Tradeshows/Job Fairs/Bus Tours

1. Rendez Vous Canada

Participate and promote Perth County at Rendez Vous Canada as it provides opportunities to forge new contacts and strengthen existing partnerships, gain the inside track on Canadian tourism and where it’s headed. Perth County will learn new and creative ways to market our region to a global audience through Destination Canada’s innovative, research-driven marketing programs.

2. New Grad Job Fairs

Continue to participate in consumer tradeshows promoting Perth County as a destination, job fairs across the GTA and Southern Ontario to promote available jobs

Corporate Communications Continue to support on-going activities related to communication for all departments and politicians:

Warden’s/Council Remarks for events PerthCounty.ca Website

o Approve Event Submissions o Content Approvals/Editing o Post Notices of Office Closures o Post other main-page alert banner (public engagement

sessions, incidents, etc.) Staff support – assist and advise staff on communications related

components to a variety of projects and events (AMO Conference Delegations, New Official Plan, New Strategic Plan, Budget 2020 public engagement)

Social Media o Post relevant content to social media (Facebook and

Twitter) about Corporate initiatives and activities o Create Facebook event pages to manage and encourage

public engagement o Monitor contributor posts for consistency and quality of

content o Monitor comments, tags, etc. o Monitor and share relevant content from member

municipalities and key partners o Post office closure information o Develop content to educate and elevate the visibility of


the Corporation and its functions in the community o Manage lists of posting authorities o LinkedIn – managed corporate page, post jobs and

relevant corporate activities Media/News Releases

o Draft press releases as needed o Review and edit press releases generated by other

divisions/departments o Respond and direct media inquiries accordingly o Update and maintain local media contact list o Review and proofread wording for printed material and

press releases to ensure a cohesive tone is maintained Training

o Act as a resource for staff for internal and external communications

o Provide training and coaching on communications best practices and procedures (particularly regarding social media)

o Communications support and resource for member municipalities

o Collaborate and work jointly to support communications efforts of member municipalities as well as partner initiatives with Stratford and St. Marys

o Coach businesses in social media assistance o Train County Staff on Website and Engagement HQ

Perth County Brand Champions

Maintain integrity of the Perth County brand and provide support and approvals to all divisions/departments and staff to ensure colours/logo placement/use and verbiage represents the Perth County brand values.

Promotional Community Support Sponsorships

Donate ‘Taste/Travel Perth County’ Gift baskets to various events, community groups, to promote our region and support Perth County businesses.

Government Advocacy for Rural Perth County

Participate in Queen’s Engagement days with EDCO, TIAO, and Perth County Federation of Agriculture/Randy Pettapiece Rural Farm Day. Take every opportunity to engage with local politicians, MPP, MP’s to discuss rural issues such as transportation, housing, workforce development, etc.

Partnership with the University of Waterloo Economic Development Program

Provided case studies for students of the Economic Development Certificate Program. Economic Development and Tourism staff tailors projects for the University of Waterloo students that can be implemented in Perth County. Some findings and suggestions have been implemented in aspects of on-going projects such as tourism itinerary, Perth South Farm Gate Signage Program, FDI one page information spec sheets.

Available Lands/EcDev Map We’re working in partnership with the Huron Perth Association of Realtors to map available properties using Perth County’s GIS platform. This project will help better promote commercial property investment opportunities available across Perth County. Currently awaiting access to the RETS feed to establish the connection. Sample data agreement received and under review by County IT. Working to establish a data connection in 2019 with map under development in 2020.


FDI Educational/Inventory of Available Lands Research

Collect information on behalf of SOMA about post-secondary education institutions and available industrial land opportunities in the SOMA region. The goal was to pull together a comprehensive list to be added to marketing material to help inform foreign Direct Investment missions.

Welcoming Community Nights

Perth County will have a presence at the Stratford Library Welcoming Community Nights. Engaging with those new to the area and informing them about the opportunities in Perth County.

Newcomer Huron Perth Settlement Committee

Perth County Economic Development will continue to chair of this committee, develop the agenda and minutes.

Immploy Perth County has been working with Immploy and the Economic Development and Communications Officer currently sits on the Leadership Council.

Ontario Food Cluster - Chair The Ontario Food Cluster attracts international investment to its thriving cluster of 3,000 food and beverage companies. Ontario is one of North America’s largest agri-food sectors. Companies locate here because they are close to more than 200 agricultural commodities and a market of 460 million customers.

Annual Business Directory Update

Update new businesses, old and CASSL consent while tracking employment numbers and improving communication with our business community.

Ontario Trillium Foundation: Youth Friendly Community Designation

Application being written and will be submitted January 6th, 2020.

This designation will signal to residents and newcomers that Perth County is a youth friendly community and offers opportunity for growth.

Four County Labour Market Planning Board

Manager of Economic Development and Tourism is a Director on the Four County Labour Market Planning Boards, Board of Directors

Technical Training Group Manager of Economic Development and Tourism is a Director on the Four County Labour Market Planning Board

Connect2Skills Economic Development/Communications Officer sits on the Connect2Skills Program Committee to help get Perth County residents who are currently unemployed or underemployed in the manufacturing sector.

Stratford Tourism Alliance Tourism Officer is a Director on the Stratford Tourism Alliance Board of Directors

Develop an Economic Development and Tourism Strategic Plan

ON HOLD –Waiting for Corporate Strategic Plan to be completed


Financial Allocation/Deployment Plan

Service FTE Requirements by Year

2019 2020 2021 2022

Economic Development and Tourism Division

Total Program FTE Requirements

3.04 3.7 3.7 3.7

Significant Variances Nothing significant identified. 2020 Includes an additional summer

student.

Training and Development

Annual association conferences Annual EDCO Conference for Manager of Economic Development and

Tourism Annual EDCO Conference for Economic Development/Communications

Officer Annual Destination Ontario Conference for Tourism Officer Sector specific workshops or training provided by Ministry (OMAFRA,

Ministry of Economic Development) Various training workshops pertinent to position

RevenueConditional Grants ‐ Federal4050 $0 $0 $53,170 $53,170 0.0% 53,170 0.00% $53,170 $0Conditional Grants ‐ Provincial4060 $27,750 $27,750 $50,750 $23,000 (82.9%) 23,000 (82.88%) $7,000 $7,000Other Municipal4070 $10,000 $10,000 $10,000 $0 0.0% 0 0.00% $10,000 $10,000Other Income4140 $0 $8,000 $0 $0 0.0% (8,000) 100.00% $0 $0

Subtotal Revenue : $37,750 $45,750 $113,920 $76,170 68,170 $70,170 $17,000201.77% (38.40%) (312.76%)

ExpensesSalaries5000 $196,030 $198,943 $229,647 $33,617 17.1% 30,704 15.43% $244,062 $254,616 Refer to Salary AnalysisCPP Expense5010 $7,825 $7,779 $9,648 $1,823 23.3% 1,869 24.03% $10,353 $11,121EI Expense5020 $3,510 $3,482 $4,052 $542 15.4% 570 16.37% $4,185 $4,292EHT Expense5030 $3,823 $3,971 $4,478 $655 17.1% 507 12.77% $4,759 $4,965OMERS5040 $17,414 $15,379 $20,729 $3,315 19.0% 5,350 34.79% $22,422 $23,619Health Benefits5060 $15,234 $13,778 $17,942 $2,708 17.8% 4,164 30.22% $18,336 $18,618Advertising5100 $54,567 $53,671 $63,867 $9,300 17.0% 10,196 19.00% $63,867 $63,867 Continue with our tourism marketing with the additon of an

ad in the Enroute Magazine and an a feature ad in the Epoch Times magazine.

Courier5140 $0 $0 $500 $500 0.0% 500 0.00% $500 $500 Segregated cost related to courier. Not segregated in the past

Insurance5150 $1,209 $1,209 $1,348 $139 11.5% 139 11.50% $1,402 $1,458Memberships5210 $43,179 $42,037 $43,179 $0 0.0% 1,142 2.72% $43,179 $43,179Mileage5220 $15,000 $12,763 $15,000 $0 0.0% 2,237 17.53% $15,000 $15,000Office Supplies5250 $1,050 $1,183 $1,000 ($50) (4.8%) (183) (15.47%) $1,000 $1,000 Based on 5 year averagePhotocopying5260 $0 $0 $3,200 $3,200 0.0% 3,200 0.00% $3,300 $3,400 Related to leased printer use. Previously expensed by

Planning Division

Professional Development5280 $6,300 $5,982 $6,300 $0 0.0% 318 5.32% $6,300 $6,300Special Projects5300 $137,281 $136,271 $172,250 $34,969 25.5% 35,979 26.40% $94,750 $28,500 Increase do the Experiencial Tourism FEDEV Funding

application

Telecommunications5320 $4,000 $2,505 $4,000 $0 0.0% 1,495 59.68% $4,000 $4,000Interdepartmental Charges ‐ Overhead5402 $47,188 $43,217 $54,953 $7,765 16.5% 11,736 27.16% $67,142 $69,536Interdepartmental Charges ‐ Rent5404 $18,164 $18,164 $17,421 ($743) (4.1%) (743) (4.09%) $17,421 $17,421Rural Transportation6495 $2,250 $2,250 $2,000 ($250) (11.1%) (250) (11.11%) $2,000 $2,000Public Relations6580 $10,500 $8,062 $12,000 $1,500 14.3% 3,938 48.85% $12,000 $12,000 County requested that the Tourism Media Assocation do a

Familiarization tour in Perth County in 2020 and increased our public relations money to support that iniaitive

Promotional Items6585 $5,000 $4,737 $5,000 $0 0.0% 263 5.55% $5,000 $5,000Tradeshows6775 $10,000 $9,967 $10,000 $0 0.0% 33 0.33% $10,000 $10,000

Subtotal Expenses : $599,524 $585,350 $698,514 $98,990 113,164 $650,978 $600,39216.51% (6.81%) (7.77%) Refer to Salary Analysis

Net Levy Requirement $561,774 $539,600 $584,594 $22,820 44,994 $580,808 $583,3924.06% (0.65%) 0.44%

2019

Budget

2019

ProjectedActuals

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2019‐2020

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2019-2020

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2019-2020

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2021

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2022

Budget

Budget Comments

County of Perth15 ECONOMIC DEVELOPMENT & TOURISM



RevenueFees4120 $99,200 $140,600 $123,550 $24,350 (24.5%) (17,050) 12.13% $123,550 $123,550 Based on past 3 years application historyOther Income4140 $1,000 $0 $0 ($1,000) 100.0% 0 0.00% $0 $0Transfer from Reserve ‐ Levy Stabilizati4450 $205,000 $125,520 $85,000 ($120,000) 58.5% (40,520) 32.28% $60,000 $60,000Transfer from Reserve ‐ Planning Photoim4660 $0 $0 $7,500 $7,500 0.0% 7,500 0.00% $0 $0

Subtotal Revenue : $305,200 $266,120 $216,050 ($89,150) (50,070) $183,550 $183,550(29.21%) (15.04%) 0.00% Based on past 3 years application history

ExpensesSalaries5000 $220,183 $223,676 $179,403 ($40,780) (18.5%) (44,273) (19.79%) $191,769 $204,831 Refer to Salary AnalysisCPP Expense5010 $8,731 $8,335 $6,251 ($2,480) (28.4%) (2,084) (25.00%) $6,669 $7,163EI Expense5020 $3,923 $3,713 $2,616 ($1,307) (33.3%) (1,097) (29.54%) $2,703 $2,771EHT Expense5030 $4,296 $4,471 $3,498 ($798) (18.6%) (973) (21.76%) $3,740 $3,994OMERS5040 $21,534 $18,535 $18,176 ($3,358) (15.6%) (359) (1.94%) $19,770 $21,464Health Benefits5060 $12,599 $14,874 $12,821 $222 1.8% (2,053) (13.80%) $13,165 $13,528Consultant Fees5130 $0 $0 $3,750 $3,750 0.0% 3,750 0.00% $1,250 $1,250 Consulting related to peer review opinions at the County

level. Rplaces OPA expenses and Subdivision Approval Expense accounts

Courier5140 $0 $4 $0 $0 0.0% (4) (100.00%) $0 $0Insurance5150 $1,466 $1,466 $1,454 ($12) (0.8%) (12) (0.82%) $1,512 $1,572Legal5190 $38,000 $4,000 $88,000 $50,000 131.6% 84,000 2,100.00% $2,000 $2,000 38,000 from 2019 carry over as OPA 129/10 postponed until

2020 plus 50,000 for expected new OPA LPAT hearing(s)

Meal Allowance5200 $400 $273 $1,000 $600 150.0% 727 266.30% $1,000 $1,000 2 planners @ 2 meeting/month @ $20 eachMemberships5210 $2,500 $732 $1,650 ($850) (34.0%) 918 125.41% $1,650 $1,650 2 OPPI memberships @750 + 1 OACA membership @ 150

Mileage5220 $5,650 $4,843 $4,150 ($1,500) (26.5%) (693) (14.31%) $4,150 $4,150Miscellaneous Expense5230 $250 $0 $200 ($50) (20.0%) 200 0.00% $200 $200Office Supplies5250 $1,800 $1,834 $1,800 $0 0.0% (34) (1.85%) $1,800 $1,800Photocopying5260 $4,200 $4,720 $3,000 ($1,200) (28.6%) (1,720) (36.44%) $3,000 $3,000 Adjustment of cost shared with Economic Development

Postage5270 $1,200 $916 $1,000 ($200) (16.7%) 84 9.17% $1,000 $1,000Professional Development5280 $6,000 $1,694 $6,000 $0 0.0% 4,306 254.19% $6,000 $6,000Special Projects5300 $7,500 $0 $7,500 $0 0.0% 7,500 0.00% $0 $0 $7,500 Planning and photo imagery purchase.Subscriptions5310 $1,500 $178 $1,000 ($500) (33.3%) 822 461.80% $1,000 $1,000 decreased by $500 no longer subscribing to LPAT reports as

of 2017

Telecommunications5320 $1,712 $672 $600 ($1,112) (65.0%) (72) (10.71%) $600 $600 decrease due to fewer planners and lower rate planInterdepartmental Charges ‐ Overhead5402 $43,968 $40,269 $60,594 $16,626 37.8% 20,325 50.47% $38,019 $36,004Interdepartmental Charges ‐ Rent5404 $35,802 $35,802 $34,362 ($1,440) (4.0%) (1,440) (4.02%) $34,362 $34,362Transfer to Reserve ‐ Planning Photoimag5660 $2,000 $2,000 $0 ($2,000) (100.0%) (2,000) (100.00%) $0 $0 Photoimagery reserve has sufficient funds to purchase new

photos 5 year in the future ‐ 2025

County Official Plan Expenses6160 $153,000 $85,617 $85,000 ($68,000) (44.4%) (617) (0.72%) $30,000 $30,000 Official plan will continue into 2020OPA Expenses6490 $500 $0 $0 ($500) (100.0%) 0 0.00% $0 $0Public Relations6580 $750 $36 $300 ($450) (60.0%) 264 733.33% $300 $300

Subtotal Expenses : $579,464 $458,660 $524,125 ($55,339) 65,465 $365,659 $379,639(9.55%) (30.23%) 3.82% Refer to Salary Analysis

Net Levy Requirement $274,264 $192,540 $308,075 $33,811 115,535 $182,109 $196,08912.33% (40.89%) 7.68%

2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

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2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

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2021

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2022

Budget

Budget Comments

County of Perth41 PLANNING



CON I E NTS

OPERATINGRY



INSURANCE







A

A



FLEET, EQUIPMENT A

1

1

-



cbridges

Highlight

RevenueOther Municipal ‐ City of Stratford4080 $0 $0 $15,000 $15,000 0.0% 15,000 0.00% $15,000 $15,000 Accessibility services performed for City of StratfordInterdepartmental Revenues4150 $637,365 $499,746 $750,369 $113,004 (17.7%) 250,623 (50.15%) $711,217 $736,535

Subtotal Revenue : $637,365 $499,746 $765,369 $128,004 265,623 $726,217 $751,53520.08% (5.12%) 3.37% Accessibility services performed for City of Stratford

ExpensesSalaries5000 $389,957 $322,496 $467,447 $77,490 19.9% 144,951 44.95% $439,577 $459,970 Refer to 2020 Salary AnalysisCPP Expense5010 $13,988 $11,588 $16,832 $2,844 20.3% 5,244 45.25% $15,060 $16,183EI Expense5020 $6,311 $5,237 $7,133 $822 13.0% 1,896 36.20% $6,128 $6,287EHT Expense5030 $7,604 $6,311 $9,115 $1,511 19.9% 2,804 44.43% $8,572 $8,970OMERS5040 $41,159 $20,290 $49,496 $8,337 20.3% 29,206 143.94% $47,724 $50,276Health Benefits5060 $29,829 $18,318 $36,830 $7,001 23.5% 18,512 101.06% $32,502 $33,083Advertising5100 $4,250 $122 $4,750 $500 11.8% 4,628 3,793.44% $4,750 $4,750Insurance5150 $2,483 $2,483 $2,703 $220 8.9% 220 8.86% $2,811 $2,923Legal5190 $15,500 $4,873 $15,500 $0 0.0% 10,627 218.08% $15,500 $15,500Meal Allowance5200 $350 $36 $350 $0 0.0% 314 872.22% $350 $350Memberships5210 $1,505 $548 $2,305 $800 53.2% 1,757 320.62% $2,305 $2,305Mileage5220 $3,690 $2,224 $6,349 $2,659 72.1% 4,125 185.48% $6,349 $6,349Miscellaneous Expense5230 $100 $191 $100 $0 0.0% (91) (47.64%) $100 $100Office Supplies5250 $1,800 $2,007 $1,800 $0 0.0% (207) (10.31%) $1,800 $1,800Postage5270 $120 $92 $120 $0 0.0% 28 30.43% $150 $150Professional Development5280 $12,160 $6,103 $14,455 $2,295 18.9% 8,352 136.85% $14,455 $14,455Special Projects5300 $14,000 $10,544 $8,850 ($5,150) (36.8%) (1,694) (16.07%) $5,850 $5,850 Records management project and accessibility intiatives

Subscriptions5310 $795 $508 $795 $0 0.0% 287 56.50% $795 $795Telecommunications5320 $9,963 $5,936 $9,963 $0 0.0% 4,027 67.84% $9,963 $9,963 Municipal 511, Notification, Mapping and Interoperability

Systems

Telephone5330 $1,000 $0 $0 ($1,000) (100.0%) 0 0.00% $0 $0Interdepartmental Charges ‐ Rent5404 $16,651 $16,651 $26,356 $9,705 58.3% 9,705 58.28% $26,356 $26,356Interdepartmental Charges ‐ Fleet5406 $0 $0 $12,000 $12,000 0.0% 12,000 0.00% $12,000 $12,000 Annual rent related to CEMC new vehicle budget in 2020.

Refer to Fleet capital budget

Accessibility Advisory Committee6020 $0 $0 $9,220 $9,220 0.0% 9,220 0.00% $9,220 $9,220Protective Equipment6150 $500 $230 $500 $0 0.0% 270 117.39% $500 $500Weed and Tree Inspections6565 $52,000 $53,997 $52,000 $0 0.0% (1,997) (3.70%) $53,000 $53,000 Weed and Tree InspectorPublic Relations6580 $2,850 $1,014 $1,600 ($1,250) (43.9%) 586 57.79% $1,600 $1,600 Weather, Partner Events, Info Sessions, Emergency

Preparedness Week Events, Partnership Meetings. Items relating to the ACC Committee

Tools and Equipment6760 $800 $1,088 $800 $0 0.0% (288) (26.47%) $800 $800 EOC & Site IMS SuppliesTraining6770 $8,000 $6,860 $8,000 $0 0.0% 1,140 16.62% $8,000 $8,000 BEM, IMS and EOC Courses

Subtotal Expenses : $637,365 $499,747 $765,369 $128,004 265,622 $726,217 $751,53520.08% (5.12%) 3.49% Refer to 2020 Salary Analysis

Net Levy Requirement $0 $1 $0 $0 (1) $0 $00.00% 0.00% 0.00%

2019

Budget

2019

ProjectedActuals

2020

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2019‐2020

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2022

Budget

Budget Comments

County of Perth12 CLERK



COUNTY OF PERTH Corporate Services Department

Finance Division

2020-2022 Business Plan December 2019

Table of Contents

Preamble .................................................................................................. 0


Key Customers ......................................................................................... 0



Program Maps .......................................................................................... 2


Achievement of 2019 Program ................................................................. 3

Major Initiatives for 2020, 2021, 2022 ...................................................... 4

Program Delivery Plan .............................................................................. 5

How will the program be delivered and at what level? .......................... 5

What changes will impact program delivery in the future? .................... 5

Financial Allocation/Deployment Plan ...................................................... 6

FTE Variances .......................................................................................... 6

Training and Development ....................................................................... 6

Comments ................................................................................................ 6

Business Plan 2020-2022 Finance

October 2019 Questions can be forwarded to the Manager of Finance / Treasurer.

Preamble

The financial system of any organization is a key tool to ensure that business objectives are carried out in accordance with the policies set forth by Council and all legislative requirements. Strategic financial management allows for greater collaboration by improving data access and providing information and analytic tools to business units for enhanced decision making.

Service Strategy

To provide a system of financial management and reporting that allows Council to fulfill its fiduciary duty, and to provide timely and relevant financial data to County departments to enable effective management decisions.

We are committed to supporting staff, investing in capacity building, and identifying and modelling behaviours which demonstrate:

Collaboration, mutual respect and productive working relationships. Courteous, respectful and effective communication. Innovation and creativity. A commitment to excellence, professional development and a strategic approach

to achieving results. Personal drive and integrity.

Key Customers

Taxpayers / Citizens County Council County departments and staff Member and Partner municipalities Suppliers / Vendors Provincial Ministries

Finance Division Business Plan 2020-2022 1


Administration of annual budget Administration of procurement policies Advice on financial legislative obligations Reserve and reserve fund administration Financial impacts and analysis Investments and borrowing Financial & tax policies and procedures Insurance claims Financial institutions and other stakeholder relations Software support for financial system Administration of employee payroll Coordination of Asset Management


Municipal Act, SO 2001, c.25, and related Ontario Regulations Public Sector Accounting Board Handbook County of Perth By-laws & Policies Eligible Investment O. Reg. 438/97, as amended Municipal Freedom of Information and Protection of Privacy Act Personal Information Protection and Electronic Documents Act, 2000, c.5 Income Tax Act Wages Act Canada Pension Plan Act Employment Insurance Act Ontario Municipal Employees Retirement System Act, 2006, c.2 Employment Standards Act, SO 2000, c.41


Program Maps

Accounting Financial

Planning/Policy Financial Analysis

Accounts Payable Financial Policy Development Variance Reports

Accounts Receivable Taxation Policies & By-laws Analytics

Payroll Risk Management Business Intelligence

Capital Assets Budget Audit

Recruitment

Investment Management

Cash Flow Management

Reserve/Reserve Funds

Borrowing & Financing


Finance is linked with every program and service within the Corporation through the ongoing processing of financial obligations and through the provision of financial and budgetary services. As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012.

As well, through the development of taxation policies as an upper tier government, in which adoption of tax ratios and tax parameters affect the distribution of tax burden amongst the various tax classes of the lower tier municipalities, its actions also link to Goal 2: Create an environment that supports and engages a diverse range of local businesses.


Achievement of 2019 Program

2019 Goals / Objectives Achieved Comments

Asset Management RoadMap Project

Yes Asset Management is a major component of the activities of finance and public works. Continued development of procedures, methodologies and training and will be ongoing in the future until the project of asset management is completed.

Policies – Development No Finance has passed 2 new policies in 2019 (Asset Management Policy and Investment Policy). Finance continues in developing other financial policies such as Budget Policy, Reserve Policy and Financing and Debt Policy to come in 2020 year.

Banking Services - Implementation

Yes A major task for the County is 2019 was the transition to the new bank. This ensure the success of the transition process, Finance staff has taken the time needed to ensure all products are fully functioning. Finance is in the final stages of the transition with full transition project to be completed in early December 2019. Laura Albrecht, Finance and Payroll Clerk has spent time working with CIBC over the months to help in the overall success of the transition.

Asset Management – Professional Development

Yes Martin successfully completed the asset management certificate through the Institute of Public Works Engineering Australasia (NAMS Canada). The County took advantage of the opportunity through Federation of Canadian Municipalities (FCM) which funded 80% of the cost of the program.


Major Initiatives for 2020, 2021, 2022

2020 Goals / Objectives Comments

Policies - Development These policies will allow the County council and staff adapt to changing political and regulatory environments. Ensure a framework is in place for future staff and assist in the increased demand for transparency and accountability.

County’s Comprehensive Asset Management Plan

Continue to refine the asset management plan of the County

Modernization of process and procedures

Working with partner and member municipalities in identifying ways common objectives can be done differently to remain sustainable for the long term.


Policies – Implementation. Development of process and procedures linking policies to practice.

Strengthen the County’s financial framework and sustainability, (i.e. investments, financing & debt, grants, reserves). New Policies will drive process and procedure development of the Finance Division with the policy framework in place to enhance the way the finance and all Department and Divisions do business.

County’s Comprehensive Asset Management Plan update



County’s Comprehensive Asset Management Plan update



Program Delivery Plan

How will the program be delivered and at what level?

1 Manager of Finance / Treasurer 1 Financial Analyst 1 Finance & Payroll Clerk 1 Finance & Procurement Assistant Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday

What changes will impact program delivery in the future?

Changes Mandated by Other Levels of Government Amendments to Municipal Act, SO 2001 Amendments to Public Sector Accounting Handbook (PSAB) Changes to Generally Accepted Accounting Principles (GAAP) Changes to other Acts and Regulations

Direction Received from County Council and CAO Structure of County operations Policy decisions Service demands from other departments Council priorities

Major Project Outcomes Asset Management Plan implementation Procurement process implementation Investment procedure development (Cash flow and investment

management) Strategic plan update




2019 2020 2021 2022

Finance Division


3.00 4.00 4.00 4.00

FTE Variances There are contracted resources allocated to corporate procurement in 2019 that

will be considered in 2020 relating to potential in-house service, plus additional assistance in the area of the finance division.


Capital Asset Management Training to assist in development of benchmarks and processes within the framework of the County

Project Management Training Continuation of management training program for supervisory staff Training to familiarize new staff with municipal operations and processes Various training workshops pertinent to positions as need/opportunity arises

Comments The County remains to be in the process of a Joint Service Delivery review and updated Strategic Plan in 2019. Time and resources has been spent on both these two significant projects to determine the composition and direction of Finance now and into the future. 2019 Finance division took on the task in transitioning Banking services with a new vendor – CIBC. Full transition will be finalized in 4th quarter of 2019. Finance also finalized the provincial mandated Asset Management Policy by the deadline of July 1, 2019, which is located on the County Website. This is aiding Finance and Public works in supporting the related capital budget and assist in providing management and Council with better information for decision making on the long term plan of the County. Staff will continue working with Consultants throughout 2020-2022 to assist in these matters as they arise. Consideration in 2020 will be related to the status change from outsourced to in-house service provision relating to procurement. Level requirement for majority of any given year is more of procurement support than of a coordinator related with this size of


organization. Finance could utilize a full time position to assist in procurement, when not working related to procurement can assist in other projects and tasks within the Finance division. Also, the position would be another great resource for backup when required. This can be obtained with minimal costs with the removal of the Procurement Coordinator contract and filling it with a full time staff member.

RevenueInterdepartmental Revenues4150 $457,095 $447,586 $473,785 $16,690 (3.7%) 26,199 (5.85%) $501,747 $510,982


ExpensesSalaries5000 $233,839 $233,504 $294,470 $60,631 25.9% 60,966 26.11% $314,965 $324,413 Refer to 2020 Salary AnalysisCPP Expense5010 $8,247 $7,967 $11,415 $3,168 38.4% 3,448 43.28% $12,186 $13,099EI Expense5020 $3,613 $3,473 $4,796 $1,183 32.7% 1,323 38.09% $4,955 $5,079EHT Expense5030 $4,560 $4,584 $5,926 $1,366 30.0% 1,342 29.28% $6,142 $6,326OMERS5040 $24,375 $24,491 $31,349 $6,974 28.6% 6,858 28.00% $32,619 $33,648Health Benefits5060 $17,824 $18,221 $24,628 $6,804 38.2% 6,407 35.16% $24,944 $25,213Audit5120 $29,126 $29,126 $30,000 $874 3.0% 874 3.00% $30,900 $31,900 Audit fee increase based on agreementConsultant Fees5130 $5,000 $4,113 $1,200 ($3,800) (76.0%) (2,913) (70.82%) $5,200 $1,200 Consulting fees as requried. 2021 relates to WSIB acturial

study.

Courier5140 $100 $58 $100 $0 0.0% 42 72.41% $100 $100 Based on 5 year averageInsurance5150 $1,652 $1,652 $1,751 $99 6.0% 99 5.99% $1,821 $1,894 Occupational Accident & Excess Indemnity InsuranceLegal5190 $1,000 $0 $750 ($250) (25.0%) 750 0.00% $750 $750 Legal fees as requiredMemberships5210 $3,530 $2,859 $3,530 $0 0.0% 671 23.47% $3,550 $3,600 Chartered Professional Accountants, Municipal Finance

Officers Association, Canadian Payroll Association

Mileage5220 $710 $596 $675 ($35) (4.9%) 79 13.26% $700 $725 Based on 5 year averageOffice Supplies5250 $4,000 $2,754 $3,250 ($750) (18.8%) 496 18.01% $3,250 $3,250 Based on 5 year averagePhotocopying5260 $4,900 $4,850 $4,900 $0 0.0% 50 1.03% $5,000 $5,000 Based on 5 year averagePostage5270 $3,600 $3,459 $3,500 ($100) (2.8%) 41 1.19% $3,500 $3,500 Based on 5 year averageProfessional Development5280 $5,300 $3,451 $5,400 $100 1.9% 1,949 56.48% $5,500 $5,600 MFOA conference, PSD User Conference, Payroll Courses and

Asset Management.

Subscriptions5310 $120 $117 $120 $0 0.0% 3 2.56% $120 $120 CICA Handbook electronic subscriptionTelecommunications5320 $248 $233 $248 $0 0.0% 15 6.44% $248 $248 Treasurer's cellphoneInterdepartmental Charges ‐ Rent5404 $42,151 $42,151 $40,427 ($1,724) (4.1%) (1,724) (4.09%) $40,427 $40,427Bank Charges6080 $1,000 $4,323 $750 ($250) (25.0%) (3,573) (82.65%) $770 $790 Relates only to the cost of Corporate service office ‐ payment

termiinal

Public Relations6580 $200 $166 $100 ($100) (50.0%) (66) (39.76%) $100 $100 Based on 5 year averageContractor6720 $55,000 $54,357 $0 ($55,000) (100.0%) (54,357) (100.00%) $0 $0 Replaced by Finance & Purchasing Assistant positionTechnology Services6740 $7,000 $1,081 $4,500 ($2,500) (35.7%) 3,419 316.28% $4,000 $4,000 Based on 5 year average

Subtotal Expenses : $457,095 $447,586 $473,785 $16,690 26,199 $501,747 $510,9823.65% 5.90% 1.84% Refer to 2020 Salary Analysis


2019

Budget

2019

ProjectedActuals

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2019‐2020

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2019‐2020

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2019-2020

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2019-2020

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2021

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2022

Budget

Budget Comments

County of Perth22 FINANCE




Technology Services Division

2020-2022 Business Plan January 2020


Table of Contents

Preamble .................................................................................................. 1


Key Customers ......................................................................................... 1


Program Maps .......................................................................................... 2

2019 Service Summary ............................................................................ 3








Financial Allocation/Deployment Plan ...................................................... 6

FTE Variances .......................................................................................... 6


Comments ................................................................................................ 6

This document is formatted for double-sided printing, and thus this page intentionally left blank.

Technology Services Division Business Plan 2020-2022 1

Business Plan 2020-2022 Technology Services

January 2020 Questions can be forwarded to the Manager of Technology Services.

Preamble

From an organizational standpoint, public institutions are experiencing an ever-increasing use of current and emerging information technologies. Realistically, it has become nearly impossible for a public organization to operate without the extensive use of technology and the associated services.

The Technology Services division supports corporate strategic goals and objectives by providing services and solutions that enable staff to deliver municipal services in the most efficient and effective manner.

Service Strategy

The Information Technology section provides technology services, support and leadership to County Council, County departments & staff, and liaison with member municipalities and community partners.

The Geographic Information Systems (GIS) section manages all County GIS data which provides accurate property and asset management information to the Council and staff of the County and its Local Municipalities, as well as the public.

Key Customers

County Council County departments and staff Member and Partner municipalities



Managing Local and Wide Area Networks and all associated services (including high speed internet access, email and directory services)

Installation and support of all corporate hardware and software (Office Suites, Operating systems, computers, servers, printers, etc.)

Technical support, assistance and training to all County staff Centralized IT purchasing, project management and consultation Development and maintenance of Corporate IT Policies, Procedures and

Standards Communication systems administration and support (telephones and mobile

devices) Electronic information security and protection (anti-virus, internet security, data

backup and disaster recovery) Administration and maintenance of the County’s public web sites (including web

mapping sites) Management and Development of the County’s Geographic Information System

Program Maps

System Design, Build and Transition

Design of IT Services and Processes (new and changed services)

Policy, procedure and system documentation (create and maintain)

Design, build and implement all Network infrastructures (cabling plants and hardware and software deployment)

System Operation and Maintenance

System Security Maintenance (anti-virus, security policies)

Maintenance and support of server infrastructure components (hardware maintenance, software updates)

Central data storage protection (backup and restore) Manage physical network infrastructure (monitor usage, purchase/manage assets and IT reserve) Service Desk Incident Management (break/fix activities) Service and Change Request Management (request for new services or minor system changes)


Support end-user Technology Training Hardware Warranty and Repair (vendor relationships) GIS Services Geodatabase administration and management Digital and hard copy map creation, maintenance and publishing Web based GIS system administration and management Develop and maintain GIS applications

2019 Service Summary

11 Locations all connected via a Wide Area Network 154 Technology users 98 Computers and 25 Printers 22 Server systems hosted on 7 physical servers

Telecom infrastructure including 82 telephone sets and 34 mobile devices

30+ End-user specific productivity software applications

Network infrastructure of fibre optics, cable, ADSL2+, dedicated VLANs, including 25+ interconnected devices including switches, routers and wireless access points


Municipal Act, S.O. 2001, c.25 Electronic Commerce Act, S.O. 2000, c.17 Personal Health Information Protection Act, S.O. 2004, c. 3 (PHIPA) Municipal Freedom of Information and Privacy Protection Act (MFIPPA) Accessibility for Ontarians with Disabilities Act, S.O. 2005, c. 11 World Wide Web Consortium (W3C) Web Standards and Guidelines Payment Card Industry (PCI) Data Security Standard County of Perth Technology Use Policy and relevant By-laws Employment Standards Act, SO 2000, c.41 Canada's anti-spam legislation (CASL), S.C. 2010, c. 23



Technology Services is linked with every program and service within the Corporation through the ongoing development, provision and support of technology services and processes.

As such, its actions link with Goal 1: Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model, of the County’s 2012-2017 strategic plan, adopted August 16, 2012.

As well, through its direct and indirect influence on the County’s online services (website, email, mapping and social media), its actions also link to Goal 4: Support existing and new opportunities to engage the County’s residents and visitors.



Replace backup appliance Complete Replaced critical backup system software and hardware to ensure reliable data retention and recovery while increasing space available to accommodate future growth

Upgrade all computer systems to Windows 10 operating system

In-progress

All new computers deployed with Widows 10, exisiting systems to be upgraded starting in 2019

Replace network switching equipment at all remote locations

In-progress

All switches purchased and configured. Deployment has started and will be completed in early 2020


Major Initiatives for 2020


Upgrade VoIP Telephone system software

A new system and client software package will be rolled out to the Courthouse, Archives and Public Works Mitchell locations. Staff training on the new software to be provided.

Replace 12 computer systems 12 desktop computer systems will bepurchased, configured and deployed in 2020.

Digital Meeting and Records Management Systems Deployment

The meeting management and records management systems rollouts will continue into 2020



1 Manager of Technology Services 1 Systems Administrator 1 GIS Coordinator 1 GIS Planning Technician 1 Summer Student (May – August) Contract labour as defined in the project scopes Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday


Changes Mandated by Other Levels of Government Changes to other Acts and Regulations (i.e. Accessibility for Ontarians

with Disabilities Act)

Direction Received from County Council and CAO Structure of County operations and services Policy decisions


Service demands from other departments, member municipalities and the public

Amendments to Municipal Act, SO 2001 or other legislative standards noted above.

Major Project Outcomes Strategic plan update Service Delivery Review implementation



2019 2020 2021 2022

Technology Services Division


4.34 4.34 4.34 5.34

FTE Variances

No changes planned for 2020 but the continued growth in technology use and the administrative responsibility associated indicates an increase in staff levels will be required in the near future.


Various training workshops pertinent to positions as need/opportunity arises Current core infrastructure systems (i.e. Microsoft technologies, Exchange,

Windows server, SQL server, ESRI technologies, GeoCortex and desktop operating systems)

Comments

The County continues to increase its use of and dependence on technology systems. Today every service we offer by every department and division uses technology in


some way to deliver that service. This growth trend towards technology, as well as the addition of the GIS service, has put a strain on current staff levels to the point where, if it continues at this pace, additional staff resources will be required in order to provide acceptable levels of service. Technology Services must remain flexible in the approach to yearly projects in order to accommodate the priorities of the business to meet all strategic goals.

Other budget activities as listed in the 2020-2022 Technology Services Division budget reflect no change in the ongoing operations of the Division.

RevenueOther Municipal4070 $56,082 $49,163 $56,723 $641 (1.1%) 7,560 (15.38%) $57,223 $57,723Interdepartmental Revenues4150 $785,048 $768,653 $814,673 $29,625 (3.8%) 46,020 (5.99%) $833,745 $848,939


ExpensesSalaries5000 $313,171 $308,961 $331,844 $18,673 6.0% 22,883 7.41% $345,554 $355,921 Refer to Salary AnalysisCPP Expense5010 $11,436 $10,656 $12,062 $626 5.5% 1,406 13.19% $12,865 $13,816EI Expense5020 $5,044 $4,702 $5,023 ($21) (0.4%) 321 6.83% $5,189 $5,320EHT Expense5030 $6,107 $6,084 $6,471 $364 6.0% 387 6.36% $6,738 $6,940OMERS5040 $31,191 $31,478 $33,596 $2,405 7.7% 2,118 6.73% $35,211 $36,336Health Benefits5060 $23,542 $24,059 $25,105 $1,563 6.6% 1,046 4.35% $25,486 $25,771Amortization Expense5110 $140,000 $140,000 $140,000 $0 0.0% 0 0.00% $140,000 $140,000 Based on Computer System Capital programCapital Renewal Expense5111 $10,000 $10,000 $15,000 $5,000 50.0% 5,000 50.00% $15,000 $15,000 Based on Computer System Capital programInsurance5150 $1,882 $1,882 $1,995 $113 6.0% 113 6.00% $2,075 $2,158Memberships5210 $500 $454 $500 $0 0.0% 46 10.13% $500 $500Mileage5220 $1,100 $770 $900 ($200) (18.2%) 130 16.88% $900 $900Office Supplies5250 $1,000 $900 $1,000 $0 0.0% 100 11.11% $1,000 $1,000Professional Development5280 $7,500 $6,680 $7,500 $0 0.0% 820 12.28% $7,500 $7,500Telecommunications5320 $800 $572 $600 ($200) (25.0%) 28 4.90% $600 $600Telephone/Internet5332 $38,000 $37,942 $37,000 ($1,000) (2.6%) (942) (2.48%) $37,050 $37,100Interdepartmental Charges ‐ Rent5404 $15,021 $15,021 $14,407 ($614) (4.1%) (614) (4.09%) $14,407 $14,407911/Mun Addressing Expense6010 $2,000 $650 $2,000 $0 0.0% 1,350 207.69% $2,000 $2,000Hardware Maintenance6330 $13,500 $12,557 $13,500 $0 0.0% 943 7.51% $13,500 $13,500Licensing ‐ General6400 $113,254 $112,414 $122,170 $8,916 7.9% 9,756 8.68% $124,170 $126,170 Annual software maintenance cost increasesNetwork Support6470 $27,000 $21,446 $21,000 ($6,000) (22.2%) (446) (2.08%) $21,000 $21,000Radio Maintenance6600 $56,082 $49,163 $56,723 $641 1.1% 7,560 15.38% $57,223 $57,723 Tower rental and telephone circuit cost increasesWebsite Maintenance6828 $23,000 $21,424 $23,000 $0 0.0% 1,576 7.36% $23,000 $23,000


Net Levy Requirement $0 ($1) $0 $0 1 $0 $00.00% 0.00% 0.00%

2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

Budget toBudget $

2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth23 TECHNOLOGY SERVICES




Provincial Offences Division

2020-2022 Business Plan August 2019

Table of Contents

Preamble .................................................................................................. 1


Key Stakeholders ..................................................................................... 2



Program Maps ......................................................................................... 4







FTE Variances .......................................................................................... 8


Comments ................................................................................................ 9


Provincial Offences Division Business Plan 2020-2022 1

Business Plan 2020-2022 Provincial Offences Division

August 2019

Questions should be directed to the Manager of Court Services.

Preamble

In Ontario, the court system comprises three distinct courts: the Ontario Court of Justice, the Superior Court of Justice, and the Ontario Court of Appeal. The Provincial Offences Division of the Corporate Services Department operates the Provincial Offences (POA) court, which is a division of the Ontario Court of Justice. The purpose of the Provincial Offences Division is to provide administrative support to: the Ontario Court of Justice – Provincial Offences Court the judiciary other court offices general public enforcement agencies legal profession

The Provincial Offences Division answers enquires and responds to request from the general public in relation to offences committed under the legislation governed by the Provincial Offences Act. There is a great deal of data entry and processing of payments. Accuracy is of paramount importance to this office since errors can affect a large number of stakeholders. The Provincial Offences Division administers charges, conviction and enforcement for over 150 statutes. While the greatest volume of charges are under the Highway Traffic Act, other administered charges are under such statutes as the Compulsory Automobile Insurance Act, the Liquor Licence Act, the Occupational Health and Safety Act, the Retail Sales Tax Act, the Environmental Protection Act, etc. including all municipal bylaws and parking. As part of the Local Service Realignment Review of 2000, Provincial Offences Administration was downloaded from the Province in March 2000 through a Memorandum of Understanding between the Ministry of the Attorney General and the County of Perth. The County of Perth also entered into an inter-municipal Service Agreement with the municipalities within the geographic Perth County, formalizing the County of Perth as the service provider for the Provincial Offences Court.


Service Strategy

To serve the function of the Ontario Court of Justice – Provincial Offences. This is executed by office procedures guiding job function rotation as a guideline for priority of service. Court Service Clerks are to provide professional, accurate, impartial, timely service in the following order:

1. Person present at the counter. 2. Telephone. 3. Fax/E-mail/Voice mail/correspondence.

The priority of service is reinforced throughout training and operations. The County of Perth Provincial Offences Division has opted in to the Early Resolution System. Defendants are given the opportunity to meet with the prosecutor in an attempt to resolve their matter rather than going directly to trial. The Municipal Prosecutor has been provided a separate office to facilitate private resolution meetings. Accessibility:

Staff has completed training in “Accessible Customer Service”. The staff schedule interpreters as requested by the defendant or as ordered by the court. The right to adequate court interpretation is entrenched in the Charter of Rights. Twice a year we are provided with a bilingual Justice of the Peace and all French trial requests are scheduled for these dates.

Key Stakeholders

County Council Taxpayers of the County of Perth General Public The Judiciary Police Enforcement Agencies Ministry of the Attorney General Crown Attorney’s Office Municipal Prosecutors Ontario Court of Justice – Provincial Division Probation and Parole Ministry of Transportation Defaulted Fines Control Centre Service Ontario


Collections Agencies Ministry of Environment Ministry of Finance Ministry of Labour Ministry of Natural Resources Perth District Health Unit Local Tier Municipalities


Court Monitor, Court Reporter, Clerk of the Court Trial and court appearance coordination of resources and availability of judiciary,

crown and defendant(s) Preparation of transcripts in accordance with Ministry of Attorney General

standards when resources permit. Larger transcripts are sent out for production. Court administration: case management, tracking courtroom utilization. Cashier, processing payments: balancing daily cash receipts Providing explanation of options to defendant. Providing application forms (extension, reopening, appeal) Monitoring payment plans, mailing out collection notices, enforcing defaulted

fines. Monitoring performance of collection agencies. Preparing statistical information as required by the Regional Senior Justice of the

Peace. Bookkeeper: balancing all monies, investigating incorrect payments and

balancing month-end.


Provincial Offences Act 150 Statutes that are administered by the Provincial Offences Court Cannabis Act Evidence Act Municipal Act Payment Card Industry Data Security Standard County of Perth By-laws & Policies Municipal Freedom of Information and Protection of Privacy Act Employment Standards Act Ministry of Attorney General Best Practices


Program Maps

Trial Coordination Court Administration Prosecutions

Justice of the Peace Scheduling Coordination Case Management

Manage Early Resolution Meetings

Coordination of counsel and judiciary for court appearances

Fine collection. Ensuring funds are properly applied to case

Support/Coordinate with police for court appearances

Trial scheduling Respond to enquiries from the general public

Assess & prosecute cases, summarize evidence and make recommendations for judgement

Assist Early Resolution Meetings

Record courtroom utilization

Recruitment

Court Monitor

Clerk of the Court.

Ensure accurate court recording for legal and judicial transcripts.

Manage information and certificates before the court.

Judiciary support.




2018 POA Municipal Partner Annual Report submitted to Ministry of Attorney General

Yes Transmitted February 22, 2019; Consolidated Financial Statements followed on September 13, 2019

Determine feasibility of implementing E-tickets with the OPP

Ongoing Discussions continue. Some officers are issuing charges using the e-ticket format, but still filing the paper copy.

POA Online Services (a modernization initiative)

Yes Online case lookup and online early resolution requests are operational at www.ontario.ca/ticketsandfines

Major Initiatives for 2020, 2021, 2022


2019 POA Municipal Partner Annual Report submitted to Ministry of Attorney General

Annual Requirement

Download of Part III Prosecutions

Disrupted On August 2, 2017 the CAO received notification that sometime in 2018 or 2019, the Ministry of Attorney General will download the prosecution of most Part III matters to our municipality. When this happens, our prosecution costs will increase by an estimated 51% since these are the complex and more serious cases. Discussions have taken place with the Crown Attorney. They have contracted their Part III prosecutions to our Part I prosecutor. No communication or instructions have been received from the Province as of November 12, 2019.


Work with the Ministry of Attorney General to implement Bill 177.

Disrupted Ministry of Attorney General is working on an implementation plan and have projected that Bill 177 will be fully implemented by August 2020. Awaiting further communication from the Province as of November 12, 2019.


Work with the Ministry of Attorney General and with guidance from the Municipal Court Managers’ Association to implement POA modernization and POA streamlining initiatives.


Work with the Ministry of Attorney General and with guidance from the Municipal Court Managers’ Association to implement POA modernization and POA streamlining initiatives.


Draft Strategic Plan – Goal 2: Regionalization & Service Effectiveness.

The Provincial Offences Court Office is a shared service, providing court administration to the County of Perth, our local municipalities, the Town of St Marys and the City of Stratford. Operation of this court office is regulated by the Memorandum of Understanding with the Ministry of Attorney General. The office has many office procedures to ensure that the service is delivered consistently and efficiently. Net revenue is distributed to the municipal partners based on location of offence, then the County revenue is distributed to the local municipalities based on weighted assessment. .


Draft Strategic Plan – Goal 3: Customer Service Excellence.

The Provincial Offences Court Office consistently demonstrates service excellence. Staff follows the priority of service to ensure that the person at the counter is given full attention since they have taken the time to attend in person. Full and courteous explanations are provided to questions from defendants. Assistance is provided to persons requiring applications for extension of time to pay, re-opening and appeal. Guides to Defendants are provided for persons appearing in court. The Provincial Offences section of the Perth County Website provides a great deal of information on the options on the defendants’ Provincial Offence Notice (traffic ticket) and provides links to online services to request an early resolution, look up the status of a ticket and pay a fine. When a person requires a longer period of time to pay off their fine, many payment options are provided including Pre-Authorized Debit from a bank account and Virtual Terminal for recurring Visa, MasterCard or VisaDebit payments.

Draft Strategic Plan – Goal 5: Corporate Sustainability

Court Services Clerks are knowledgeable, capable and willing to learn and adjust to changing technologies and legislation. The Provincial Offences Court Office continues to work as efficiently as possible utilizing technology to improve delivery of our services:

By adopting an electronic document policy we have made the court more conveniently accessible. Some documents can be submitted by e-mail or fax.

Daily and monthly reports are received and stored electronically resulting in a reduction in the amount of storage we require.

Dockets are captured electronically and stored on the network using the Nordat Report Management program.

All charges are keyed into the CAMS system, then uploaded to the ICON system. CAMS is a valuable administration tool:

o provides data entry validation to reduce errors, o easier to search cases, using various criteria, o produces final notices when case are in default and validates licence

suspension lists, o assigns cases to the collection agencies, o produces a variety of forms and applications with information pre-filled to

assist the applicants.

We send court appearance notices and correspondence by e-mail.




1 Manager of Court Services 3 Court Services Clerks 1 Summer student (May to September) Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday


Changes Mandated by Other Levels of Government Amendments to Municipal Act, SO 2001 Amendments to Provincial Offences Act Changes to other Acts and Regulations

Download of Part III Prosecutions to the Municipal Partner Direction Received from County Council and CAO

Structure of County operations Policy decisions



2019 2020 2021 2022

Provincial Offences Administration Division


4.34 4.34 4.34 4.34

FTE Variances

No changes in staffing levels anticipated.



o Court Services Clerks – 2019 professional development budget allows the following opportunities for staff:

o Clerk/Monitor training, ICON training, MTO DFCC Seminars o Trial Coordinator Meetings o Annual MCMA-POA Collections Conference

o Manager of Court Service – 2019 professional development budget allows for the following conference:

o Municipal Court Manager’s Association Conference o MCMA Committee Meetings o Annual MCMA-POA Collections Conference

Comments

Revenue for the Provincial Offences Division is difficult to predict as it relies upon a number of factors. Budgeted revenue and net distribution are based on a 5-year average. Final revenue distribution is based on the location of the offence. Renovations and upgrades to the POA office were completed in December 2008. Upgrades provide improved safety features and ergonomic improvements for staff. An ergonomic assessment was completed in 2013. Further ergonomic improvements were implemented in 2014, but accessibility of the POA court room continues to remain a critical issue. There are additional issues related to delivering this service through the existing facility, such as lack of parking, lack of waiting area, lack of reception, and lack of meeting room space to facilitate early resolution meetings. We were notified that the Provincial Administration charges would increase in 2015. Monitoring and Enforcement Costs doubled in 2016 to $4,700/year. The hourly rate we are charged by the Province for Judicial Court time increased from $200/hour to $300/hour.

Changes to legislation made in 2015 promised improvements to the collection of outstanding fines, which include the expansion of the use of plate denial as an enforcement tool for defaulted fines. This enhancement would make it more difficult for vehicle owners to avoid paying their overdue parking fines by linking the ownership records to the driving records so that a person with a suspended licence will not be able to renew the validation on their licence plates. The expansion of plate denial went live in May 2017. Once a driver’s licence is suspended, the driver can pay their entire fine and the additional $281 reinstatement fee at any Service Ontario location, as long as


the sentence date is after May 1, 2010. We continue in our efforts to make the system work but it is a strain on our resources. Staff regularly receives questioned on matters unrelated to Provincial Offences because staff at Service Ontario refers all persons with question across the courtyard to our office. For example: our office cannot assist with 407 toll charges or parking tickets from any of the larger municipalities other than we can provide contact information for the source municipality. We cannot access reasons for licence suspension other than defaulted fines since that is under the authority of the Ministry of Transportation. Under section 1.3.2 of the Memorandum of Understanding, the County is responsible for providing a municipal prosecutor for proceedings under Part I of the Provincial Offences Act. The cost to provide municipal prosecution services continues to increase. It appears that defendants find the early resolution option less intimidating than the trial option and as a result, we are receiving more requests. The impact of demerit points and convictions on insurance rates seems to motivate drivers toward this option as well. Court days are quite full and the municipal prosecutor sub-contracts a second municipal prosecutor to improve the flow of persons in and out of the courthouse. On August 2, 2017 the Province notified the C.A.O. that they will be proceeding with the download of most Part III Prosecutions to the municipal partners. This is projected to increase our prosecution expenses substantially. Part III matters are the more complex cases and more serious charges. Every person charged under Part III is summoned to court and in all cases where a person does not appear for court, an ex-parte trial is required in order to register a conviction. More preparation time is required and more court time is required. Volume of Part III charges on the dockets is increasing. This means more preparation time, more court time paid to Province and more prosecution costs. In 2018 we paid $5,228 to the Province for Part III prosecution costs as part of the Provincial Administration Charges. We have already paid $3,992 in the first 6 months of 2019. In addition to incurring additional prosecution expenses, the amount we pay to the Province will be reduced with this download, but not completely eliminated. Traditionally external ministries such as the Ministry of Labour, Ministry of Transportation and Ministry of Environment, send their own specialized prosecutors. The memorandum does not address if that practice will continue. The same person has provided prosecution service to the County for Part I prosecutions and to the Crown for Part III prosecutions for quite some time. It is a more efficient way to deliver the service from an operational standpoint, but with this download, our costs will increase. As of November 2019, no update has been received on if and when the download of Part III prosecutions will occur. Working with Stratford Police Service, staff continue to upload Part I E-tickets using CAMS. This has reduced the amount of data entry relating to those tickets, and we have continued discussions with OPP on feasibility of uploading their e-tickets.


Other budget activities as listed in the 2020-2022 Provincial Offences budget reflect no change in the ongoing operations of the Division.

RevenueFines4220 $1,530,000 $1,425,395 $1,520,000 ($10,000) 0.7% 94,605 (6.64%) $1,510,000 $1,500,000 Fine revenue 5 year average remains at approximately $1.52

M

Fines ‐ Other Court Areas4230 $110,000 $166,105 $103,000 ($7,000) 6.4% (63,105) 37.99% $104,000 $105,000 Fines collected on our behalf at other court locations: 5 year average is down.

Transcript Revenue4240 $1,500 $117 $0 ($1,500) 100.0% (117) 100.00% $0 $0 No transcript orders expected.Interest Income4280 $12,000 $11,393 $14,000 $2,000 (16.7%) 2,607 (22.88%) $14,000 $14,000

Subtotal Revenue : $1,653,500 $1,603,010 $1,637,000 ($16,500) 33,990 $1,628,000 $1,619,000(1.00%) (0.55%) (0.56%) Fine revenue 5 year average remains at approximately $1.52 M

ExpensesSalaries5000 $271,550 $270,757 $286,248 $14,698 5.4% 15,491 5.72% $295,828 $304,703 Refer to Salary AnalysisCPP Expense5010 $11,447 $11,381 $12,074 $627 5.5% 693 6.09% $12,878 $13,829EI Expense5020 $5,049 $4,835 $5,028 ($21) (0.4%) 193 3.99% $5,195 $5,326EHT Expense5030 $5,295 $5,326 $5,582 $287 5.4% 256 4.81% $5,768 $5,941OMERS5040 $25,067 $25,372 $26,989 $1,922 7.7% 1,617 6.37% $28,002 $28,911Health Benefits5060 $22,490 $23,026 $23,815 $1,325 5.9% 789 3.43% $24,078 $24,321Courier5140 $0 $8 $0 $0 0.0% (8) (100.00%) $0 $0Insurance5150 $1,963 $1,963 $2,080 $117 6.0% 117 5.96% $2,163 $2,250Legal5190 $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000Memberships5210 $205 $200 $205 $0 0.0% 5 2.50% $205 $205 Municipal Court Managers Association (MCMA) annual

membership.

Mileage5220 $1,000 $578 $1,000 $0 0.0% 422 73.01% $1,000 $1,000Office Supplies5250 $3,500 $3,413 $3,500 $0 0.0% 87 2.55% $3,500 $3,500Photocopying5260 $2,826 $2,826 $2,826 $0 0.0% 0 0.00% $2,826 $2,826Postage5270 $3,000 $2,228 $3,000 $0 0.0% 772 34.65% $3,000 $3,000Professional Development5280 $3,720 $2,883 $2,220 ($1,500) (40.3%) (663) (23.00%) $2,220 $2,220 Annual MCMA Conference; training opportunities for staff.

Subscriptions5310 $1,600 $1,600 $1,600 $0 0.0% 0 0.00% $1,600 $1,600 Current legislation.Interdepartmental Charges ‐ Overhead5402 $129,002 $118,147 $129,728 $726 0.6% 11,581 9.80% $130,721 $132,847Interdepartmental Charges ‐ Rent5404 $54,156 $54,156 $52,143 ($2,013) (3.7%) (2,013) (3.72%) $52,143 $52,143Bank Charges6080 $20,000 $19,246 $20,000 $0 0.0% 754 3.92% $20,000 $20,000 Charges for online fine payments, credit card payment fees,

pre‐authroized payment fees, banking fees.

Collection Charges6140 $78,000 $44,418 $78,000 $0 0.0% 33,582 75.60% $78,000 $78,000 The amount paid to collection agencies is paid on fines that are paid while assigned to a collection agency. Most of these costre are recovered and are included in our revenue. The higher the collection agency costs paid out, the more defaulted fined that have been collected.

Dedicated Fines6170 $4,000 $3,385 $4,000 $0 0.0% 615 18.17% $4,000 $4,000 Under the MOU, we are required to forward Dedicated Fine revenue to the Province. We only pay the province when the fines are paid. TThese are fines relating to hunting, fishing, conservation and shipping regulations.

Fines ‐ Other Court Areas6240 $121,000 $116,766 $121,000 $0 0.0% 4,234 3.63% $121,000 $121,000 Fines we collect on behalf of other court areas.Fines ‐ County6260 $234,993 $292,819 $222,821 ($12,172) (5.2%) (69,998) (23.90%) $209,025 $194,995 County 5 year average: 57.58%Fines ‐ St. Marys6270 $14,455 $27,570 $13,621 ($834) (5.8%) (13,949) (50.59%) $12,778 $11,920 St Marys 5 year average: 3.52%Fines ‐ Stratford6280 $167,132 $152,510 $150,521 ($16,611) (9.9%) (1,989) (1.30%) $141,201 $131,724 Stratford 5 year average: 38.90%Prosecution Expense6560 $106,000 $71,935 $106,000 $0 0.0% 34,065 47.36% $106,000 $106,000 Budget remains the same. Prosecution download from

Province still an unknown at this time.

2019

Budget

2019

ProjectedActuals

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Budget

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2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth24 PROVINCIAL OFFENCES



Provincial Administration Charges6570 $79,500 $76,710 $79,500 $0 0.0% 2,790 3.64% $79,500 $79,500 Judicial court time, monitoring and enforcement, ICON fees.

Technology Services6740 $6,650 $5,739 $7,829 $1,179 17.7% 2,090 36.42% $7,829 $7,829 Increase in cost for CAMS support: Niagara Region no longer providing support as of December 2019.

Tickets/Forms/Supplies6750 $9,500 $9,500 $9,500 $0 0.0% 0 0.00% $9,500 $9,500 Ticket books, e‐ticket paper, roadside summons books, notices of fine and due date.

Transcript Expense6780 $1,000 $0 $1,000 $0 0.0% 1,000 0.00% $1,000 $1,000 Municipality is required to pay for any transcripts ordered by the Justice of the Peace.

Victim Fine Surcharge6810 $262,400 $246,701 $257,670 ($4,730) (1.8%) 10,969 4.45% $259,540 $261,410 Legislated surcharge which we are required to collect and forward to the Province. Funds programs for victims of crime.

Witness/Interpretor Fees6850 $6,000 $7,010 $6,500 $500 8.3% (510) (7.28%) $6,500 $6,500 Increase in requests for interpreters & witness mileage to reflect trend. Depends upon number of interpreter requests, French Language matters and how many Crown Witnesses are summoned to testify in court.

Subtotal Expenses : $1,653,500 $1,603,008 $1,637,000 ($16,500) 33,992 $1,628,000 $1,619,000(1.00%) (0.55%) (0.55%) Refer to Salary Analysis


2019

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2019

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Budget Comments

County of Perth24 PROVINCIAL OFFENCES



COUNTY OF PERTH

Corporate Services Department

Archives Division

Stratford-Perth Archives

2020-2022 Business Plan November 2019

This document is formatted for double-sided printing.

No part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of the County of Perth.

Table of Contents Archives Division Business Plan 2020-2022 2

Preamble .................................................................................................. 2


Key Customers ......................................................................................... 2



Program Maps .......................................................................................... 5

Service to Municipal Governments 5

Collections Management 5

Service to Public Clients 5

Collections Development 5


Table 1: Achievement of 2019 Program 6

Table 2: Other Major Accomplishments 2019 8

Table 3: Major Initiatives for 2020 9



Program Delivery Plan ............................................................................ 12

How will the program be delivered and at what level? 12

What changes will impact program delivery in the future? 12

Financial Allocation/Deployment Plan .................................................... 13

Table 6: Archives Services Division FTE Requirements by Year 13

FTE Variances ........................................................................................ 13


Comments .............................................................................................. 13

Archives Division Business Plan 2020-2022 1



Archives Division Business Plan 2020-2022 October 2019

Questions should be directed to the Manager of Archives Services or the Director of Corporate Services.

Preamble The Stratford-Perth Archives is the municipal archives for the City of Stratford, the County of Perth and the County’s member municipalities of Perth East, Perth South, North Perth and West Perth.

Service Strategy The Archives supports efficient and effective governance by providing timely access to historical records for municipal staff and elected officials. The Archives supports transparent and accountable government by capturing key evidence of local government decisions and activities and making it available to citizens.

Key Customers Councillors and staff of Perth East, Perth South, North Perth, West Perth, Perth

County and City of Stratford and staff of their agencies, boards and commissions Citizens of Perth County, member municipalities and City of Stratford General public

Core Businesses/Services The Stratford-Perth Archives identifies, acquires, preserves and promotes access to municipal government and local community archival records documenting the history of the County of Perth, the Municipalities of Perth South, West Perth, Perth East and North Perth, the City of Stratford, their predecessors and their agencies, boards and commissions. For 2020 and beyond, the goal of the Stratford-Perth Archives remains to provide this professional archives service with specific objectives addressing the core functions of:

Service to Municipal Governments

Collections Management

Service to Public Clients

Collections Development



Municipal records in Ontario are subject to a variety of legislation dictating how they are created, accessed and, in some cases, preserved in perpetuity. Municipal Act, SO 2001, c.25, Sec. 254-255 Canada Revenue Agency (CRA) – Keeping Records (Canada – RC4409) Books & Records Retention/Destruction (Canada – IC78-10R3) CGSB 72-11-93 Microfilm & Electronic Images as Documentary Evidence CGSB 72-34-2005 Electronic Records as Documentary Evidence Personal Information Protection & Electronic Documents Act (PIPEDA – Canada

Bill C6) Municipal Freedom of Information and Protection of Privacy Act (MFIPPA –

Ontario) Evidence Act (Ontario) Canada Evidence Act (Canada) Electronic Commerce Act (Ontario – Bill 88, 2000) Records Disposition Authority No. 96/023 – Records Relating to Electronic

Imaging Archives Ontario – Information Bulletin #6 Electronic Records Systems –

Recorded Information Management (RIM) Requirements Assessment Act (Ontario) Vital Statistics Act, R.S.O. 1990, CHAPTER V.4 (Ontario) Education Act,1990, c.E.2 (Ontario) Archives and Records Keeping Act, 2006 (Ontario) Copyright Act, RSC 1985, c C-42 (Canada) County of Perth By-laws & Policies, especially, Perth By-Law 2983 …to establish

schedules of retention periods for documents, records and other papers of the corporation of the County of Perth

Member Municipalities’ By-laws & Policies, especially West Perth By-Law No. 32-2004…to establish a schedule for the retention and destruction of records; North Perth By-Law No. 49-AD-1999, as amended by 86-AD-2002…to establish a schedule for the retention and destruction of records; and, Perth East By-Law No. 13-2001…to establish schedules of retention periods for documents, records and other papers of the municipality


City of Stratford By-laws & Policies, especially By-law 192-2000, as amended, establishing schedules of retention periods for documents, records and other papers of the City of Stratford

Association of Canadian Archivists’ Code of Ethics


Program Maps


Support transparent and accountable government for Stratford and Perth County residents

Information management through permanent records transfers and appraisal of long-term value of other government records and information

Reference and research service to support policy development and maintain corporate memory

Digitize government records to protect original records and facilitate access

Collections Management

Maintain optimal storage conditions for all collections Catalogue and document status of all collections Disaster response plan for Stratford-Perth Archives Reappraise collections as needed

Service to Public Clients

Reference & Research requests Photograph & document scanning requests Digitize government records and community collections to protect original

records and facilitate public access

Collections Development

Appraise and acquire information Curate rare book and reference library Donor Outreach to local businesses, community organizations and families to

encourage collection development through publicizing the benefits of donating records to Stratford-Perth Archives

Community Outreach to encourage use of Archives collections for personal and academic research, community celebrations and marketing local businesses, including exhibits and other public events



Stratford-Perth Archives is linked with every program and service within the County of Perth and member municipalities and the City of Stratford and their agencies, boards and commissions through the ongoing processing of records and information obligations to ensure transparent and accountable government to Stratford and Perth County residents. As a public facility open to citizens accessing information about local governments and researchers from around the world, its actions link with the strategic goals relating to Customer Service Excellence, Community Development & Planning and Corporate Sustainability.

Table 1: Achievement of 2019 Program


Service to Public Clients Deferred Formal service strategy, including social medial plan for Archives based on new County strategic plan (Though weekly posts from Archives via County Facebook have been done since August 2018)

Service to Public Clients Deferred Archives user survey to inform development of formal service strategy based on new County strategic plan.


On-going Work jointly with the County Clerk’s Division on document management.

Collections Management Completed Multi-year project to arrange and describe the Gaffney Construction Company records (217 boxes of project files; 59 oversized boxes of rolled drawings; 4 map cabinet drawers of flat drawings)

Collections Management Completed Arrange and describe the records of Canadian Federation of University Women, Stratford Club


Collections Management On-Going Perth County Family photos digitization project continuing from 2018. Approximately 1500 photos have been digitized by donor/volunteer working with staff.

Collections Management On-Going Women’s Institute Tweedsmuir History Book digitization project continuing from 2018. 6 branches now digitized by Federated Women’s Institutes of Ontario.

Collections Management Completed Clean, rehouse, arrange and describe the records of the Stratford General Hospital (Training opportunity for co-op students.)

Service to Public Clients Completed Exhibit in celebration of the 125th anniversary of Labour Day in Canada in James Anderson Gallery

Service to Public Clients Deferred Formal opening of accessible, native plant walking area at north end of property. Plan for flooding issues being developed by County Facilities staff with support of Upper Thames River Conservation Authority.


Table 2: Other 2019 Major Achievements

2019 other Achievements Achieved Comments

Collections Management Completed Other cataloguing projects this year include: E. Lillian Morley fonds, Kroehler Furniture factory collection and Monteith family fonds.

Collections Management Completed On-site disaster response workshop for all Archives staff

Service to Public Clients Completed Research support and photograph scanning work for local authors such as Dean Robinson and local businesses such as The Hub restaurant and Ballinran Entertainment

Service to Public Clients Completed Partnered with a number of area organizations on events, projects, publications etc. – including Perth County branch of the Ontario Genealogical Society, Stratford-Perth Architectural Conservancy, Stratford Perth Museum, North Perth Arts & Culture Council, Allward Memorial website group, Stratford and District Historical Society, Municipal Archives Interest Group (Archives Association of Ontario), Stratford Tourism Alliance

Collections Development Completed Weekly articles in Listowel, Mitchell and Stratford newspapers and Perth County Facebook page publicizing Archives collections and services


Table 3: Major Initiatives for 2020



Information management through permanent records transfers and appraisal of long-term value of other government records and information



Collections Management Maintain optimal storage conditions for collections

Collections Management Complete arrangement and description project involving the archival records donated from the Perth Regiment Museum collection. Project has been on-going since 2017.

Collections Management Work with County IT staff to develop detailed plan for on-line catalogue.

Collections Management Update Archives 2016 Disaster Response Plan utilizing all-staff training in 2019

Service to Public Clients Reference and research requests and Photograph and document scanning requests.

Collections Development Appraise and acquire government records transfers and community donations

Collections Development Annual exhibit in James Anderson Gallery and pop up exhibits to promote treasures of the collections

Collections Development Advance planning for Archives’ 50th Anniversary in 2022.





Information management through permanent records transfers and appraisal of long-term value of other government records and information.

Service to Municipal Government Clients





Collections Management Catalogue and document status of collections

Service to Public Clients Reference and research requests and photograph and document scanning requests.


Collections Development Annual exhibit in James Anderson Gallery

Collections Development Pop up exhibits to promote treasures of the collections

Collections Development Advance planning for Archives’ 50th Anniversary in 2022.





Information management through permanent records transfers and appraisal of long-term value of other government records and information.






Collections Management Catalogue and document status of collections

Service to Public Clients Reference and research requests and Photograph and document scanning requests.


Collections Development Annual exhibit in James Anderson Gallery

Collections Development Pop up exhibits to promote treasures of the collections

Collections Development Celebrate Archives’ 50th Anniversary




0.15 FTE Director of Corporate Services / County Clerk 1 Manager of Archives Services / Archivist 2 Archives Technicians 2 Archives Clerks 1 summer student requested for 2020 Office hours 8:30 a.m. to 4:30 p.m., Monday to Friday Public service hours 10 a.m. to 4 p.m., Monday to Saturday Saturday opening by appointment October - April


Changes Mandated by Other Levels of Government Amendments to Municipal Act, SO 2001 Changes to Professional / Institutional standards for archives Changes to other Acts and Regulations

Direction Received from County Council and CAO Structure of County operations New County Strategic Plan Service demands from other departments



Table 6: Archives Services Division FTE Requirements by Year

Year 2019 2020 2021 2022 Total Program FTE Requirements

5.35 5.35 5.35 5.35

FTE Variances No changes in FTEs forecast. A summer student is requested for 2020

Training and Development Training to familiarize new staff with municipal operations and processes Various training workshops and conferences pertinent to positions as

need/opportunity arises

Comments The budget includes a request for a summer student enrolled in college or university to free up staff time for Collection Management projects by assisting with Reference and Research duties.

Other budget activities as listed in the 2020-2022 Archives Division budget reflect no other changes in the ongoing operations of the Division.

RevenueOther Municipal ‐ City of Stratford4080 $324,104 $311,462 $330,892 $6,788 (2.1%) 19,430 (6.24%) $340,276 $347,923Sales4100 $250 $291 $250 $0 0.0% (41) 14.09% $250 $250Fees4120 $1,800 $2,007 $1,800 $0 0.0% (207) 10.31% $1,800 $1,800Other Income4140 $2,500 $2,803 $2,500 $0 0.0% (303) 10.81% $2,500 $2,500Donations4270 $500 $428 $500 $0 0.0% 72 (16.82%) $500 $500


ExpensesSalaries5000 $298,832 $283,086 $311,090 $12,258 4.1% 28,004 9.89% $326,762 $339,127 Refer to Salary AnalysisCPP Expense5010 $13,043 $12,186 $13,852 $809 6.2% 1,666 13.67% $15,376 $16,721EI Expense5020 $6,020 $5,618 $6,029 $9 0.1% 411 7.32% $6,424 $6,582EHT Expense5030 $5,827 $5,539 $6,066 $239 4.1% 527 9.51% $6,372 $6,613OMERS5040 $17,714 $17,767 $18,168 $454 2.6% 401 2.26% $19,440 $20,022Health Benefits5060 $16,551 $12,793 $17,300 $749 4.5% 4,507 35.23% $17,839 $17,850Advertising5100 $1,600 $1,485 $1,725 $125 7.8% 240 16.16% $1,725 $1,725 Ads in local publications and special editions of area

newspapers promoting Archives services and events.

Courier5140 $0 $28 $75 $75 0.0% 47 167.86% $75 $75Insurance5150 $1,886 $1,886 $2,005 $119 6.3% 119 6.31% $2,085 $2,168Memberships5210 $4,550 $4,222 $4,550 $0 0.0% 328 7.77% $4,550 $4,550 Ancestry subscription for public use in Reading Room.

Memberships in professional and heritage organizations for staff development opportunities and publications for Archives reference library.

Mileage5220 $1,000 $978 $1,000 $0 0.0% 22 2.25% $1,000 $1,000 Staff travel to donors to pick up records, to training sessions and conferences.

Miscellaneous Expense5230 $500 $467 $500 $0 0.0% 33 7.07% $500 $500 Small expenses such as parking fees, sympathy cards etc.

Office Supplies5250 $2,200 $2,055 $2,200 $0 0.0% 145 7.06% $2,200 $2,200Photocopying5260 $6,200 $5,564 $6,200 $0 0.0% 636 11.43% $6,200 $6,200Postage5270 $150 $45 $75 ($75) (50.0%) 30 66.67% $75 $75Professional Development5280 $3,000 $2,596 $3,000 $0 0.0% 404 15.56% $3,000 $3,000 Staff require access to training to become familiar with or

refresh knowledge of archival practices.

Subscriptions5310 $1,000 $924 $1,100 $100 10.0% 176 19.05% $1,100 $1,100 Local newspapers for collection.Telephone5330 $400 $224 $400 $0 0.0% 176 78.57% $400 $400 Manager's Blackberry.Interdepartmental Charges ‐ Overhead5402 $50,816 $46,540 $51,193 $377 0.7% 4,653 10.00% $52,731 $55,327Interdepartmental Charges ‐ Rent5404 $275,000 $275,000 $275,000 $0 0.0% 0 0.00% $275,000 $275,000 Rent Analysis determined 2019 level sufficient to fund

operations of archive facility

Acquisitions6030 $2,100 $2,068 $2,100 $0 0.0% 32 1.55% $2,100 $2,100 Microfiliming Stratford‐Beacon Herald and reference books and maps for collection.

Archival Supplies6050 $4,000 $3,751 $4,000 $0 0.0% 249 6.64% $4,000 $4,000 Storage boxes, file folders, tissue, mylar etc as needed. Staff PPE such as parrticulate masks, lab coats and gloves when working with contaminated records.

Bank Charges6080 $1,000 $827 $1,000 $0 0.0% 173 20.92% $1,000 $1,000 Monthly fees for POS merchant terminal.Equipment Maintenance6210 $2,300 $2,283 $2,350 $50 2.2% 67 2.93% $2,350 $2,350 Annual maintenance contract for shelving units in Collections

Room.

Exhibits and Programs6230 $2,500 $2,756 $2,500 $0 0.0% (256) (9.29%) $2,500 $2,500 Supplies to build Gallery exhibits.Public Relations6580 $300 $296 $300 $0 0.0% 4 1.35% $300 $300 ncludes gifts etc for Archives volunteers and co‐op students.

2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

Budget toBudget $

2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth25 ARCHIVES



Technology Services6740 $23,160 $22,413 $23,300 $140 0.6% 887 3.96% $23,300 $23,300 Includes PCIN hosting fee and book cataloguing contract, support contract for collection management software and internet fee for Archives building.



2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

Budget toBudget $

2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth25 ARCHIVES



CON I E NTS

OPERATINGRY



INSURANCE







A

A



FLEET, EQUIPMENT A

1

1

-



cbridges

Highlight

COUNTY OF PERTH Public Works Department

2020-2022 Business Plan December, 2019

2 Public Works Business Plan 2020-2022



Table of Contents Business Plan 2020-2022 4

Preamble .................................................................................................. 4


Key Customers ......................................................................................... 5





Program Delivery Plan ............................................................................ 10

How will the program be delivered and at what level? 10

What changes will impact program delivery in the future? 10

Financial Allocation/Deployment Plan .................................................... 11

Significant Variances .............................................................................. 12



Business Plan 2020-2022

Public Works Department

December, 2019

Any questions should be forwarded to the Director of Public Works.

Preamble

Consuming approximately 60% of the County’s net levy requirement, the Public Works Department is responsible for the majority of the physical assets owned by the County of Perth and is one of the main providers of direct service to the citizens of Perth County. Roads Division manages 442 kilometres of highways and 114 structures while Fleet Division services and maintains 9 Tandem/Tri-axle trucks, various pieces of maintenance equipment, light-duty vehicles and 10 front line ambulances. The Facilities Division is responsible for a diversified portfolio of 17 County owned buildings totaling 147,800sf with an estimated insured value of $40 million. The locations of these facilities span across a large geographical area, serve multiple program uses (Administration, Archives, Paramedic Services and Public Works) and range in age from 133 years to just over three years old.

Service Strategy

At present, the County’s asset portfolio totals approximately $201 million with over 90% of those physical assets being managed by the Public Works Department (Roads, Bridges & Culverts, Facilities, Fleet & Equipment). Planning for the sustainability of these assets requires a systemic and comprehensive plan for maintaining, rehabilitating and replacing infrastructure at the lowest total cost of ownership to the organization and its stakeholders. The service strategy of the Public Works department is to employ good asset management practices and processes designed to manage all assets effectively and sustainably. To anchor this strategy, Public Works uses as its core values:

a. Safety. All services and assets are in safe usable condition. b. Value. Good quality service at a reasonable cost. c. Efficiency. Maximizing the use of the resources available. d. Effectiveness. Putting resources to work on things that matter.


Public Works also fosters collaborative opportunities, the use of technology and environmental stewardship in the delivery of services.

Key Customers

The customer base for Roads Division is external and includes all members of the travelling public, whether citizens of Perth County or not. Fleet Division’s customers are internal to the County and include Roads Division, Facilities and Paramedic Services staff. Facilities’ customer base is County departments, Council, purchasers of goods and services, members of the public and provincial ministries.


Roads Division is responsible for the operation and maintenance of the County’s highway system (roads, bridges and all appurtenances associated with this system). Roads Division is further subdivided into Summer Maintenance, Winter Maintenance and Capital Projects. Priorities for these sub-service areas are as follows: Summer Maintenance

1. Safety of road users 2. Preventative maintenance to prolong asset life 3. Data collection and management 4. Aesthetics

Winter Maintenance

1. Safety of road users 2. Meeting customer expectations 3. Mitigation of environmental impacts

Capital Projects

1. Value for money 2. Timely asset renewal and repairs 3. Long range planning

Fleet Division does not have any division of services and generally treats all County vehicles and equipment equally. The priorities of the Fleet Division are as follows:

1. Legal compliance 2. Operational readiness


3. Timely preventative maintenance 4. Appropriate procurement practices

Facilities Division maintains, repairs, and operates County Facilities. Customers of Facilities are both internal and external, and include County staff, Provincial staff, members of the public, and 3rd party lessees and lessors. Priorities of Facilities are:

1. Safety of County Buildings 2. Aesthetics and Cleanliness 3. Manage the Maintenance and Repairs of County Facilities 4. Access and Mitigate Workplace Risks and Hazards 5. Provide Asset Management and lifecycle maintenance for building

systems 6. Security of Property and Specific Emergency Preparedness 7. Identify, Develop and Implement Initiatives to reduce Utility Costs 8. Provide or Support Technology Requirements of the County


Like most County operations, Public Works operates under a wide variety of legislated standards, including Federal and Provincial statutes, and municipal by-laws and policies.

Of particular importance to Public Works are the following statutes:

Occupational Health & Safety Act o O. Reg 213/91 Construction Projects o Reg. 851 Industrial Establishments

Municipal Act o O. Reg 239/02 Minimum Maintenance Standards

Highway Traffic Act o O. Reg 555/06 Hours of Service

Public Transportation and Highway Improvement Act Ontario Building Code Ontario Fire Code Accessibility for Ontarians with Disabilities Act Official Plan and Zoning By-Laws (County and City) County Policy PW 2.01.1 Maintenance Standards County Policy FI 1.01 Procurement


As well, a number of standards are referenced on a regular basis in order to conduct business. Those of particular importance are:

The Ontario Traffic Manual Transportation Association of Canada Geometric Design Guide for Canadian

Roads Ontario Provincial Standards (OPS)

This list is clearly not comprehensive, and is provided only to provide insight into the most commonly cited legislative standards.


Perth County’s mission is that “The County of Perth, in partnership with its local municipalities, provides efficient, effective quality services to its residents, businesses and visitors, fostering strong communities and development across the County.” Public Works includes efficiency and effectiveness as two of its Core Values, aligning with the Strategic Plan. Public Works aligns fully with the County’s Goals and Objectives, primarily Goal #1, “Ensure residents are being served by an efficient, cohesive, accessible and comprehensive service delivery model.” Service to residents and the public at large is at the heart of what Public Works does, and this naturally includes efficient and comprehensive service delivery.

For rural Ontario, highways are the sole mode of transportation available. Businesses of all types depend on a functional highway system to deliver goods and services to their customers. Public Works will continue to invest in the County’s highway system, which in turns helps to support goals of the Strategic Plan.


Major Initiatives for 2020, 2021, 2022 2020 Goals / Objectives Comments

Capital Roads Perth Road 113, Perth Road 112, Perth Line 36, Perth Line 86, Municipal Addressing Signs

Capital Bridges & Culverts Bridge Rehab – Perth Line 86 (Boundary structure) Small Culvert Rehabs

Fleet Replacements 3 Ambulances, 2 Pick-ups, Loader

Road Needs Study - Update Biennial inspection and report on the state of the infrastructure (Road network)

Review of Travel Permit Process

Review of Oversize and Overweight permit process and fees.

Archives Drainage Address drainage issues in front of property.

Registry Roof Registry Roof needs replacement.

Courthouse Capital Repairs Front stairs, Front doors, Insulation, Carpet, A/C Units.

Milverton PW Septic System Replace tank and septic bed.


Capital Roads Perth Line 55, Perth Line 56, Perth Line 33, Perth Line 72 (Millbank East), , Perth Road 121

Capital Bridges & Culverts 3 Bridge Rehabs

Fleet Replacements 2 Pick-ups, 1 Ambulance, 1 Tandem

Biennial Bridge & Culvert Inspections (OSIM)

Biennial inspection of County Bridges & Culverts over 3m span.

Courthouse Capital Repairs


Capital Roads Perth Road 131 South, Perth Road 130


Capital Bridges & Culverts 2 Concrete Culvert Rehabs, Small Culvert Replacement

Fleet Replacements 1 Ambulance, 1 Pick-up, 1 Tadem, Back-hoe, 2-PS Pick-ups (Commander units)

Biennial Bridge & Culvert Inspections (OSIM)

Biennial inspection of County Bridges & Culverts over 3m span.

Program Delivery Plan How will the program be delivered and at what level?

The priorities listed in Core Businesses/Services are in order of precedence. During the annual budget cycle, Public Works will ensure that the highest priority items are fully funded. Other priorities will receive budget dollars as funding permits. Where budget cuts are necessary, lower priority items will be targeted for reduction first. Safety related items will always be fully funded.

While safety has and will be priority for all divisions of Public Works, Facilities Division will need to focus and develop sound facilities management practices moving forward. Previously, facility maintenance and management has been more of a “reactive” process. Focus needs to shift to a more proactive approach where preventative maintenance, lifecycle replacement and monitoring of energy/building systems are managed effectively to maximize the useful life of the County’s assets and protect the investment.


Amendments to Municipal Act O. Reg. 239/02 Minimum Maintenance Standards Amendments to other legislated standards Direction Received from County Council and CAO

Structure of County operations Policy decisions Service demands

Updates from Road Needs Study and Structure Inspections

Changes Mandated by Other Levels of Government Amendments to ODA & Regulations Amendments to Ontario Fire Code Amendments to OHSA


Changes to other Acts and Regulations

Financial Allocation/Deployment Plan Service FTE Requirement by Year

FTE Requirement by Year 2019 2020 2021 2022

PW Administration


2 2 2 2

Service FTE Requirement by Year


PW Roads Division


16.9 16.7 16.7 16.7



PW Fleet Division


2 2 2 2



PW Facilities Division


2.33 2.33 2.33 2.33

Due to the constantly changing nature of Public Works tasks, a wide variety of resources will be deployed as necessary. Public Works uses a combination of full time, part time and seasonal staff to undertake jobs in-house. A proper fleet of equipment


and inventory of supplies/materials will be maintained at all times to support the operations. As well, a mix of contractors, consultants and hired equipment are utilized on a regular basis, to compliment maintenance activities and most especially for jobs or projects that are beyond the specialization of Roads & Fleet staff. Staffing levels within the Roads Division fluctuate seasonally, as dictated by the operational requirements of the department, and currently range from a low of 16 persons to as many as 30. Public Works will endeavour to maintain staffing at a level appropriate to the approved work plan, as determined during the budget cycle. Fleet and equipment will likewise be kept at a level appropriate to the work plan and will be set so as to make the most efficient use of existing inventory, and to keep surplus capacity to a minimum while not adversely impacting operational readiness. Beginning in 2020, the Public Works Department is proposing a change in the department structure to address the need for additional resources in the area of asset management. A new position, Asset Manager & Engineering Specialist, will focus on managing the County’s asset portfolio (over 90% of the County’s assets are in the Public Works Department), assist the Director with capital projects, contract management and help prepare reports for Council. It is proposed that this position will be a 3-year contract funded from the Modernizatio/Efficiency grant that the province allocated in 2019.

Significant Variances Changes to level of service or amendments to legislated standards can affect

certain maintenance activities (eg. Winter maintenance). Staffing levels, equipment compliment and hours of service may need to be increased to support such changes.

Updated Road Needs Studies and Structure Inspections may impact 10 Year Plan for Highways and Structural Repair & Replacement Plan.

Training and Development Annual Health & Safety Training Update job specific training for certain maintenance activities Continuation of management training program for supervisory staff Various training workshops pertinent to positions as need/opportunity arises

RevenueIntradepartmental Revenues4160 $1,498,829 $1,380,993 $1,573,733 $74,904 (5.0%) 192,740 (13.96%) $1,635,623 $1,678,868

Subtotal Revenue : $1,498,829 $1,380,993 $1,573,733 $74,904 192,740 $1,635,623 $1,678,8685.00% 3.93% 2.58%

ExpensesSalaries5000 $168,074 $169,907 $195,913 $27,839 16.6% 26,006 15.31% $219,315 $229,760 Refer to Salary AnalysisCPP Expense5010 $5,307 $5,409 $5,796 $489 9.2% 387 7.15% $6,180 $6,635EI Expense5020 $2,409 $2,431 $2,398 ($11) (0.5%) (33) (1.36%) $2,477 $2,539EHT Expense5030 $3,277 $3,305 $3,636 $359 11.0% 331 10.02% $4,277 $4,480OMERS5040 $18,314 $18,152 $21,538 $3,224 17.6% 3,386 18.65% $25,278 $26,635Health Benefits5060 $12,200 $12,537 $12,229 $29 0.2% (308) (2.46%) $14,240 $14,538Insurance5150 $10,228 $10,228 $10,727 $499 4.9% 499 4.88% $11,156 $11,602Memberships5210 $2,700 $2,679 $1,500 ($1,200) (44.4%) (1,179) (44.01%) $1,500 $1,500Mileage5220 $1,800 $1,878 $2,500 $700 38.9% 622 33.12% $2,500 $2,500Miscellaneous Expense5230 $1,700 $132 $1,000 ($700) (41.2%) 868 657.58% $1,000 $1,000Office Supplies5250 $4,200 $729 $2,000 ($2,200) (52.4%) 1,271 174.35% $2,000 $2,000Photocopying5260 $3,050 $2,258 $2,100 ($950) (31.1%) (158) (7.00%) $2,100 $2,100Professional Development5280 $5,000 $1,294 $3,975 ($1,025) (20.5%) 2,681 207.19% $3,975 $3,975Telecommunications5320 $590 $232 $465 ($125) (21.2%) 233 100.43% $465 $465Telephone5330 $1,717 $1,723 $1,717 $0 0.0% (6) (0.35%) $1,717 $1,717Interdepartmental Charges ‐ Overhead5402 $1,245,064 $1,140,298 $1,303,615 $58,551 4.7% 163,317 14.32% $1,334,818 $1,364,797 Due to increase in share of overall budget allocation. Overall

Corporate Overhead Division indicating a 2% increaase in Corporate OH Divisions.

Interdepartmental Charges ‐ Fleet5406 $7,800 $7,800 $0 ($7,800) (100.0%) (7,800) (100.00%) $0 $0Technology Services6740 $5,400 $0 $2,625 ($2,775) (51.4%) 2,625 0.00% $2,625 $2,625

Subtotal Expenses : $1,498,830 $1,380,992 $1,573,734 $74,904 192,742 $1,635,623 $1,678,8685.00% 3.93% 2.64% Refer to Salary Analysis

Net Levy Requirement $1 ($1) $1 $0 2 $0 $00.00% (100.00%) 0.00%

2019

Budget

2019

ProjectedActuals

2020

Budget

2019‐2020

Budget toBudget $

2019‐2020

Budget toBudget %

2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

2021

Budget

2022

Budget

Budget Comments

County of Perth30 PW ADMINISTRATION2020 OPERATING BUDGET


General Maintenance31-1-5000

Bridge Repairs5110 6,123 2,115 8,560 2,437 39.80% 6,445 304.73% $9,069 $9,197 No major changes in the overall general maintenance program for 2020. Only thing to note is Centerline Marking program will see a slight decrease in 2020 and shift back in 2021 and 2022.

Culvert Repairs5120 131,936 70,625 120,998 (10,938) (8.29%) 50,373 71.32% 124,830 126,602

Mowing/Spraying5210 100,805 73,196 109,609 8,804 8.73% 36,413 49.75% 109,308 110,019

Tree Maintenance5230 148,294 150,902 154,374 6,080 4.10% 3,472 2.30% 159,823 162,061

Ditch & Tile5240 277,431 275,523 262,317 (15,114) (5.45%) (13,206) (4.79%) 266,841 269,919

Catch Basins5250 19,060 14,867 25,049 5,989 31.42% 10,182 68.49% 21,550 21,777

Clean Up Right of Way5260 14,771 15,043 17,911 3,140 21.26% 2,868 19.07% 19,247 19,568

Pavement Repairs5310 160,752 179,297 162,427 1,675 1.04% (16,870) (9.41%) 169,137 172,664

Sweeping, Flushing5330 46,385 41,714 38,939 (7,446) (16.05%) (2,775) (6.65%) 42,936 43,709

Shouldering Maintenance5340 372,023 383,148 376,064 4,041 1.09% (7,084) (1.85%) 401,683 405,911

Standby5561 6,504 6,839 6,142 (362) (5.57%) (697) (10.19%) 7,066 7,352

Centerline Marking5610 316,126 303,286 262,022 (54,104) (17.11%) (41,264) (13.61%) 265,776 268,369

Roadway Lighting5620 32,738 14,125 27,494 (5,244) (16.02%) 13,369 94.65% 27,418 27,605

Signs5640 137,421 136,737 137,190 (231) (0.17%) 453 0.33% 144,425 147,253

Crossing Protection5660 17,061 15,884 19,099 2,038 11.95% 3,215 20.24% 18,997 19,115

Guiderails5670 7,495 33,564 7,803 308 4.11% (25,761) (76.75%) 8,546 8,716

Routine Patrol5770 126,060 104,741 104,083 (21,977) (17.43%) (658) (0.63%) 111,039 113,509

Engineering5790 25,636 26,210 48,785 23,149 90.30% 22,575 86.13% 49,503 50,071

Road Closings5791 8,540 11,601 8,791 251 2.94% (2,810) (24.22%) 9,753 10,005

Total 31-1-5000 General Maintenance 1,955,161 1,859,417 1,897,657 (57,504) (2.94%) 38,240 2.06% 1,966,947 1,993,422

Capital Maintenance31-1-5100

Crack Sealing5320 108,767 49,209 101,433 (7,334) (6.74%) 52,224 106.13% $105,018 $106,722

Resurfacing5350 658,479 693,715 95,521 (562,958) (85.49%) (598,194) (86.23%) 95,560 96,289 A number of capital maintenace projects were performed in 2019. A shift from Capital Maintenance to Capital contruction projects will be seen over the next few years.

Transfers from ReservesRESERVESFROM (767,246) (742,925) (196,954) 570,292 (74.33%) 545,971 (73.49%) (200,578) (203,011)

Total 31-1-5100 Capital Maintenance (1) 1 (100.00%)

2019

Budget

2019

YearEnd

Projections

2020

Budget

2019-2020

Budget

$ Change

2019-2020

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$ Change

2019-2020

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2021

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2022

Budget

Budget Comments

County of Perth31 ROADS

2020 Operating Budget by Activity

4-Council ReviewPage No: 1

Winter Maintenance Contract31-1-5500

Winter PatrolPATROL 215,890 218,420 225,942 10,052 4.66% 7,522 3.44% $243,751 $250,524

Plowing/Sanding MaintenancePLOWSAND 3,413,704 3,566,404 4,123,879 710,175 20.80% 557,475 15.63% 4,167,596 4,220,442 Winter maintenance seeing significant increases in material and subcontractor costs. Salt usage and cost relates to $500K increase in the overall witner maintenance budget.

Winter StandbyWINTERSTANDBY 29,323 10,538 35,658 6,335 21.60% 25,120 238.38% 36,528 37,850

Total 31-1-5500 Winter Maintenance Contract 3,658,917 3,795,362 4,385,479 726,562 19.86% 590,117 15.55% 4,447,875 4,508,816

Roads Division Administration31-1-ADMIN

Admin RoadsADMRD 1,892,834 1,864,170 2,001,398 108,564 5.74% 137,228 7.36% $2,019,981 $2,076,059 Related to increase allocation of Corporate Overhead and labour distribution

General RevenueREVENUE (1,892,834) (1,864,170) (2,001,398) (108,564) 5.74% (137,228) 7.36% (2,019,981) (2,076,059)

Total 31-1-ADMIN Roads Division Administration

Revenue & Reserve Transfers31-1-ADMREVTR

Transfers to ReservesRESERVESTO 63,110 (63,110) (100.00%)

General RevenueREVENUE (1,713,151) (1,777,044) (1,754,786) (41,635) 2.43% 22,258 (1.25%) (1,819,612) (1,803,788) Regional Roads increase in relation to increase in overall roads budget

Total 31-1-ADMREVTR Revenue & Reserve Transfers (1,713,151) (1,713,934) (1,754,786) (41,635) 2.43% (40,852) 2.38% (1,819,612) (1,803,788)

Maintenance Work for Other Municipal31-9-OTHMUN

Maintenance Work for North PerthNORTHPER 3,661 12,151 3,519 (142) (3.88%) (8,632) (71.04%) $8,804 $8,876

Maintenance Work for Other MunicipalitiesOTHERMUN 12,614 19,281 12,426 (188) (1.49%) (6,855) (35.55%) 12,806 12,901

Maintenance Work for Perth EastPEREAST 10,728 6,116 10,351 (377) (3.51%) 4,235 69.24% 11,112 11,302

Maintenance Work for Perth SouthPERSOUTH 4,518 4,186 4,282 (236) (5.22%) 96 2.29% 14,757 14,876

Revenue from Other MunicipalitiesREVOTHER (59,095) (99,925) (60,015) (920) 1.56% 39,910 (39.94%) (75,435) (75,435)

Maintenance Work for West PerthWESTPER 27,766 18,464 27,223 (543) (1.96%) 8,759 47.44% 28,317 28,591

Total 31-9-OTHMUN Maintenance Work for Other Municipal 192 (39,727) (2,214) (2,406) (1,253.13%) 37,513 (94.43%) 361 1,111

Total 31 ROADS 3,901,119 3,901,117 4,526,136 625,017 16.02% 625,019 16.02% 4,595,571 4,699,561

2019

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2019

YearEnd

Projections

2020

Budget

2019-2020

Budget

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2019-2020

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2019-2020

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2022

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Budget Comments




RevenueOther Municipal4070 $59,095 $99,925 $60,015 $920 (1.6%) (39,910) 39.94% $75,435 $75,435Other Municipal ‐ City of Stratford4080 $1,643,151 $1,643,152 $1,684,786 $41,635 (2.5%) 41,634 (2.53%) $1,749,612 $1,733,788Other Income4140 $40,000 $99,950 $40,000 $0 0.0% (59,950) 59.98% $40,000 $40,000Intradepartmental Revenues4160 $1,892,834 $1,864,170 $2,001,398 $108,564 (5.7%) 137,228 (7.36%) $2,019,981 $2,076,059Permits4260 $30,000 $33,942 $30,000 $0 0.0% (3,942) 11.61% $30,000 $30,000Transfer from Reserve ‐ Roads Capital4484 $767,246 $742,925 $196,954 ($570,292) 74.3% (545,971) 73.49% $200,578 $203,011

Subtotal Revenue : $4,432,326 $4,484,064 $4,013,153 ($419,173) (470,911) $4,115,606 $4,158,293(9.46%) 2.55% 1.03%

ExpensesSalaries5000 $1,411,608 $1,376,169 $1,482,753 $71,145 5.0% 106,584 7.74% $1,549,490 $1,624,135CPP Expense5010 $46,210 $45,821 $47,955 $1,745 3.8% 2,134 4.66% $51,993 $55,829EI Expense5020 $20,307 $20,581 $19,970 ($337) (1.7%) (611) (2.97%) $20,895 $21,423EHT Expense5030 $22,209 $21,839 $22,703 $494 2.2% 864 3.96% $23,756 $24,584OMERS5040 $80,025 $89,290 $81,012 $987 1.2% (8,278) (9.27%) $86,884 $90,099Health Benefits5060 $68,082 $63,753 $70,008 $1,926 2.8% 6,255 9.81% $72,588 $73,414Insurance Claims5160 $25,000 $3,180 $25,000 $0 0.0% 21,820 686.16% $25,000 $25,000Professional Development5280 $16,126 $2,882 $15,026 ($1,100) (6.8%) 12,144 421.37% $15,026 $15,026Telecommunications5320 $2,493 $654 $2,493 $0 0.0% 1,839 281.19% $2,493 $2,493Interdepartmental Charges ‐ Rent5404 $346,500 $346,500 $359,000 $12,500 3.6% 12,500 3.61% $359,000 $359,000Intradepartmental Charges ‐ Overhead5408 $1,049,181 $966,695 $1,101,611 $52,430 5.0% 134,916 13.96% $1,144,934 $1,175,206Transfer to Reserve ‐ Public Works Winte5514 $0 $63,110 $0 $0 0.0% (63,110) (100.00%) $0 $0Protective Equipment6150 $17,667 $12,082 $17,667 $0 0.0% 5,585 46.23% $17,667 $17,667Equipment ‐ Other6200 $252,568 $179,267 $280,186 $27,618 10.9% 100,919 56.30% $278,698 $280,421Equipment Owned6220 $1,639,525 $1,510,193 $1,712,361 $72,836 4.4% 202,168 13.39% $1,780,601 $1,791,275Fuel6290 $68,242 $41,176 $61,203 ($7,039) (10.3%) 20,027 48.64% $60,877 $61,254Hydro6360 $17,061 $8,156 $13,022 ($4,039) (23.7%) 4,866 59.66% $12,953 $13,033Materials6410 $2,073,644 $2,433,923 $2,477,534 $403,890 19.5% 43,611 1.79% $2,464,389 $2,479,609Radio Maintenance6600 $16,126 $13,025 $16,126 $0 0.0% 3,101 23.81% $16,126 $16,126Contractor6720 $1,150,871 $1,186,886 $723,659 ($427,212) (37.1%) (463,227) (39.03%) $717,807 $722,260Technology Services6740 $10,000 $0 $10,000 $0 0.0% 10,000 0.00% $10,000 $10,000

Subtotal Expenses : $8,333,445 $8,385,182 $8,539,289 $205,844 154,107 $8,711,177 $8,857,8542.47% 2.01% 1.68%


2019

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2019

ProjectedActuals

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Budget toBudget $

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2019-2020

Actuals toBudget $

2019-2020

Actuals toBudget %

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2022

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Budget Comments




24 St. Andrews Street32-1-24ANDREW

ExpensesEXPENSES 16,546 11,942 17,474 928 5.61% 5,532 46.32% $17,969 $18,462 Nothing major indicated in relation to the overall facilities of the County. Operational cost have been stable with seen savings in Heat and Hydro at Archives and Courthouse. Refer to Facility Rent Analysis.

Total 32-1-24ANDREW 24 St. Andrews Street 16,546 11,942 17,474 928 5.61% 5,532 46.32% 17,969 18,462

Facilities Division Administration32-1-ADMIN

Admin FacilityADMFAC 328,182 323,091 354,193 26,011 7.93% 31,102 9.63% $369,042 $381,242

General RevenueREVENUE (328,182) (323,091) (354,193) (26,011) 7.93% (31,102) 9.63% (369,042) (381,242)

Total 32-1-ADMIN Facilities Division Administration

Facilities Reserve Transfers32-1-ADMREVTR

Transfers to ReservesRESERVESTO 131,998 289,983 180,997 48,999 37.12% (108,986) (37.58%) $162,641 $137,771

General RevenueREVENUE (4,424) (4,424) (4,424) (4,424) (4,424) Rent related to use from Stratford Jail parking lot

Total 32-1-ADMREVTR Facilities Reserve Transfers 127,574 285,559 176,573 48,999 38.41% (108,986) (38.17%) 158,217 133,347

Archives Operating Costs32-1-ARCHIVES

ExpensesEXPENSES 251,136 236,348 247,682 (3,454) (1.38%) 11,334 4.80% $250,324 $252,698

General RevenueREVENUE (275,000) (275,000) (275,000) (275,000) (275,000)

Total 32-1-ARCHIVES Archives Operating Costs (23,864) (38,652) (27,318) (3,454) 14.47% 11,334 (29.32%) (24,676) (22,302)

Courthouse Operating Costs32-1-CRTHOUSE



Total 32-1-CRTHOUSE Courthouse Operating Costs (8,823) (33,702) (45,336) (36,513) 413.84% (11,634) 34.52% (36,149) (27,782)

EMS Head Quarters (Stratford32-1-EMSHQ

ExpensesEXPENSES 469,720 461,637 469,401 (319) (0.07%) 7,764 1.68% $467,537 $471,083

General RevenueREVENUE (515,500) (515,500) (500,000) 15,500 (3.01%) 15,500 (3.01%) (500,000) (500,000)

Total 32-1-EMSHQ EMS Head Quarters (Stratford (45,780) (53,863) (30,599) 15,181 (33.16%) 23,264 (43.19%) (32,463) (28,917)

EMS Listowel Base Operating Costs32-1-EMSLIST

ExpensesEXPENSE 50,176 40,921 45,864 (4,312) (8.59%) 4,943 12.08% $46,656 $47,356


Total 32-1-EMSLIST EMS Listowel Base Operating Costs (10,824) (20,079) (14,136) (3,312) 30.60% 5,943 (29.60%) (13,344) (12,644)

EMS Milverton Operating Costs32-1-EMSMILV

ExpensesEXPENSE 70,832 56,524 72,451 1,619 2.29% 15,927 28.18% $73,455 $74,366

2019

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2019

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2019-2020

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2021

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2022

Budget

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County of Perth32 FACILITIES




Total 32-1-EMSMILV EMS Milverton Operating Costs (6,168) (20,476) (2,049) 4,119 (66.78%) 18,427 (89.99%) (1,045) (134)

EMS Mitchell Operating Costs32-1-EMSMITCH



Total 32-1-EMSMITCH EMS Mitchell Operating Costs 11,853 4,478 585 (11,268) (95.06%) (3,893) (86.94%) 1,306 1,933

EMS Monkton Post Operating Costs32-1-EMSMONK

ExpensesEXPENSE 19,678 17,499 20,556 878 4.46% 3,057 17.47% $20,763 $20,915


Total 32-1-EMSMONK EMS Monkton Post Operating Costs (322) (2,501) 556 878 (272.67%) 3,057 (122.23%) 763 915

EMS St. Mary's Base Operating Costs32-1-EMSSTMAR



Total 32-1-EMSSTMAR EMS St. Mary's Base Operating Cost (4,760) (17,338) (3,707) 1,053 (22.12%) 13,631 (78.62%) (2,834) (2,045)

PW Milverton Yard Operating Costs32-1-PWRMILV



Total 32-1-PWRMILV PW Milverton Yard Operating Costs 2,559 (837) (10,151) (12,710) (496.68%) (9,314) 1,112.78% (9,478) (8,900)

PW Mitchell Operating Costs32-1-PWRMITCH

ExpensesEXPENSE 261,442 227,475 235,648 (25,794) (9.87%) 8,173 3.59% $234,762 $236,894


Total 32-1-PWRMITCH PW Mitchell Operating Costs (38,558) (72,525) (9,352) 29,206 (75.75%) 63,173 (87.11%) (10,238) (8,106)

PW Stratford Operating Costs32-1-PWRSTRAT



Total 32-1-PWRSTRAT PW Stratford Operating Costs 11,194 8,662 (19,812) (31,006) (276.99%) (28,474) (328.72%) (18,263) (16,837)

Radio Interoperability Equipment32-1-RADIOEQU

Radio EquipmentRADIOEQUIP 589 1,865 650 61 10.36% (1,215) (65.15%) $703 $754

Total 32-1-RADIOEQU Radio Interoperability Equipment 589 1,865 650 61 10.36% (1,215) (65.15%) 703 754

Registry Operating Expenses32-1-REGISTRY

2019

Budget

2019

YearEnd

Projections

2020

Budget

2019-2020

Budget

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Budget

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General RevenueREVENUE (104,493) (105,455) (105,456) (963) 0.92% (1) (105,456) (105,456)

Total 32-1-REGISTRY Registry Operating Expenses (18,996) (42,084) (21,396) (2,400) 12.63% 20,688 (49.16%) (18,608) (16,003)

Solar Panel Expenses32-1-SOLAR

ExpensesEXPENSE 2,780 2,344 3,018 238 8.56% 674 28.75% $3,140 $3,259

General RevenueREVENUE (15,000) (12,793) (15,000) (2,207) 17.25% (15,000) (15,000) Revenue generated from solar panels located at Mitchell garage.

Total 32-1-SOLAR Solar Panel Expenses (12,220) (10,449) (11,982) 238 (1.95%) (1,533) 14.67% (11,860) (11,741)

Total 32 FACILITIES

2019

Budget

2019

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Projections

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Budget

2019-2020

Budget

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2019-2020

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2021

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2022

Budget

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RevenueOther Income4140 $19,424 $17,217 $19,424 $0 0.0% 2,207 (12.82%) $19,424 $19,424Interdepartmental Revenues4150 $1,751,417 $1,751,417 $1,757,285 $5,868 (0.3%) 5,868 (0.34%) $1,757,285 $1,757,285Intradepartmental Revenues4160 $328,182 $323,091 $354,193 $26,011 (7.9%) 31,102 (9.63%) $369,042 $381,242Lease/Rental ‐ Province4200 $316,069 $317,030 $331,444 $15,375 (4.9%) 14,414 (4.55%) $331,444 $331,444


ExpensesSalaries5000 $195,856 $194,379 $213,361 $17,505 8.9% 18,982 9.77% $229,596 $245,793CPP Expense5010 $5,964 $5,940 $6,373 $409 6.9% 433 7.29% $6,799 $7,303EI Expense5020 $2,677 $2,712 $2,668 ($9) (0.3%) (44) (1.62%) $2,755 $2,826EHT Expense5030 $2,956 $3,035 $3,112 $156 5.3% 77 2.54% $3,324 $3,539OMERS5040 $13,775 $15,052 $14,977 $1,202 8.7% (75) (0.50%) $16,312 $17,698Health Benefits5060 $11,434 $6,513 $12,191 $757 6.6% 5,678 87.18% $12,490 $12,793Amortization Expense5110 $436,476 $436,476 $436,476 $0 0.0% 0 0.00% $436,476 $436,476Insurance5150 $112,915 $115,616 $124,207 $11,292 10.0% 8,591 7.43% $129,176 $134,059Legal5190 $0 $8,000 $5,000 $5,000 0.0% (3,000) (37.50%) $5,000 $5,000Memberships5210 $280 $280 $280 $0 0.0% 0 0.00% $280 $280Mileage5220 $750 $149 $750 $0 0.0% 601 403.36% $750 $750Miscellaneous Expense5230 $8,223 $3,936 $5,359 ($2,864) (34.8%) 1,423 36.15% $5,413 $5,452Professional Development5280 $2,833 $2,490 $5,230 $2,397 84.6% 2,740 110.04% $5,230 $5,230Rent5290 $22,334 $21,205 $23,331 $997 4.5% 2,126 10.03% $23,565 $23,739Telecommunications5320 $1,583 $353 $1,583 $0 0.0% 1,230 348.44% $1,583 $1,583Telephone5330 $10,191 $10,553 $10,645 $454 4.5% 92 0.87% $10,752 $10,831Interdepartmental Charges ‐ Fleet5406 $7,000 $7,000 $12,000 $5,000 71.4% 5,000 71.43% $12,000 $12,000Intradepartmental Charges ‐ Overhead5408 $224,825 $207,149 $236,060 $11,235 5.0% 28,911 13.96% $245,344 $251,831Transfer to Reserve ‐ Facilities Capital5542 $131,998 $289,983 $180,997 $48,999 37.1% (108,986) (37.58%) $162,641 $137,771Building Maintenance6110 $272,848 $281,528 $256,471 ($16,377) (6.0%) (25,057) (8.90%) $259,030 $260,951Building Supplies6120 $61,795 $67,342 $69,301 $7,506 12.1% 1,959 2.91% $70,001 $70,514Contract Cleaning, Supplies, Garbage6130 $155,596 $122,912 $133,319 ($22,277) (14.3%) 10,407 8.47% $134,657 $135,651Protective Equipment6150 $1,500 $1,523 $1,500 $0 0.0% (23) (1.51%) $1,500 $1,500Equipment Owned6220 $5,832 $428 $6,166 $334 5.7% 5,738 1,340.65% $6,229 $6,274Grounds Maintenance6320 $93,222 $116,613 $119,589 $26,367 28.3% 2,976 2.55% $120,792 $121,682Heat6350 $90,144 $68,599 $86,423 ($3,721) (4.1%) 17,824 25.98% $87,290 $87,935Hydro6360 $215,824 $140,353 $179,203 ($36,621) (17.0%) 38,850 27.68% $181,002 $182,336Interest Expense6375 $268,142 $240,131 $255,892 ($12,250) (4.6%) 15,761 6.56% $246,781 $246,781Materials6410 $4,108 $200 $4,202 $94 2.3% 4,002 2,001.00% $4,225 $4,241Security6620 $6,115 $9,805 $9,029 $2,914 47.7% (776) (7.91%) $9,121 $9,187Contractor6720 $18,121 $10,877 $17,176 ($945) (5.2%) 6,299 57.91% $17,328 $17,438Tools and Equipment6760 $11,608 $3,379 $10,499 ($1,109) (9.6%) 7,120 210.71% $10,584 $10,641Water6820 $18,167 $14,241 $18,976 $809 4.5% 4,735 33.25% $19,169 $19,310



2019

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Actuals toBudget $

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Actuals toBudget %

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Budget

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Fleet Division Administration33-1-ADMIN

Fleet AdminADMFLT 465,095 413,989 467,153 2,058 0.44% 53,164 12.84% $479,603 $489,906


Total 33-1-ADMIN Fleet Division Administration (1) 1 (100.00%)

Admin Revenue & Transfer to Reserve33-1-ADMREVTR

Transfers to ReservesRESERVESTO 534,823 661,293 594,781 59,958 11.21% (66,512) (10.06%) $660,544 $648,215

Total 33-1-ADMREVTR Admin Revenue & Transfer to Reserv 534,823 661,293 594,781 59,958 11.21% (66,512) (10.06%) 660,544 648,215

Fleet Contract33-1-FLEET

V040 KOMATSU WA200 5LOADER0440 32,111 19,209 31,610 (501) (1.56%) 12,401 64.56% $32,132 $32,677

V043 CAT 4300 IT Backhoe0543 19,644 29,710 19,221 (423) (2.15%) (10,489) (35.30%) 19,494 19,751

V079 2005 20 t trailer0579 4,568 4,321 4,554 (14) (0.31%) 233 5.39% 4,720 4,907

V016 1999 FL80 Single Axle0616 12,317 15,253 12,208 (109) (0.88%) (3,045) (19.96%) 12,408 12,599

145 Gallon Diesel Kettle w/Hose & Wand0656 8,644 14,496 8,529 (115) (1.33%) (5,967) (41.16%) 8,746 8,982

V003 2008 16000 F450 truck0703 13,683 12,571 13,555 (128) (0.94%) 984 7.83% 13,842 14,138

V029 2008 Tandem Dump Plow VHD64B0729 39,910 36,977 39,265 (645) (1.62%) 2,288 6.19% 39,979 40,695

V009 2009 VOLVO TANDEM/PLOW0909 63,437 65,917 65,488 2,051 3.23% (429) (0.65%) 66,700 67,923

VERMEER BRUSH CHIPPER0967 4,610 4,994 4,537 (73) (1.58%) (457) (9.15%) 4,627 4,717

V008 2010 Tandem1008 52,701 65,236 63,792 11,091 21.05% (1,444) (2.21%) 65,058 66,355

V028 2011 Pickup (compact)1028 14,764 5,068 (14,764) (100.00%) (5,068) (100.00%) 2019 Cost associtated with vehicle 1928

2011 Chevrolet Silverado LT 2500 1/2 Ton1117 26,228 22,825 25,732 (496) (1.89%) 2,907 12.74% 26,133 26,519

V035 2011 Caterpillar Grader1135 33,248 19,486 32,570 (678) (2.04%) 13,084 67.15% 33,022 33,444

John Deere 644L Loader1150 12,654 14,304 12,515 (139) (1.10%) (1,789) (12.51%) 12,713 12,900

2012 16,000 GVW Chassis Cab Truck1210 13,101 12,054 16,615 3,514 26.82% 4,561 37.84% 16,897 17,173

2012 Chevorlet Pickup1223 15,346 8,597 16,671 1,325 8.63% 8,074 93.92% 16,946 17,215 Unit to be replaced in 2020

Demer Ambulance - Facilities Vehicle1258 11,754 5,472 11,733 (21) (0.18%) 6,261 114.42% 12,108 12,516

V001 Tri - Axle Truck1301 78,537 78,667 90,331 11,794 15.02% 11,664 14.83% 91,836 93,321

V055 Spray Patch1355 7,038 3,300 6,783 (255) (3.62%) 3,483 105.55% 7,088 7,435

V005 2014 Tandem Dump Plow1405 79,991 68,994 86,309 6,318 7.90% 17,315 25.10% 87,853 89,400

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County of Perth33 FLEET



2015 Freightliner Model 114SD /TriAxle1406 88,117 92,278 89,606 1,489 1.69% (2,672) (2.90%) 91,171 92,732

V018 - 3/4 Ton Pickup, Diesel1418 18,678 32,582 20,015 1,337 7.16% (12,567) (38.57%) 20,311 20,595

V019 - 1/2 Ton Pickup1419 30,786 19,289 16,671 (14,115) (45.85%) (2,618) (13.57%) 16,946 17,215

V024 Tri - Axle Truck1524 60,358 77,160 81,380 21,022 34.83% 4,220 5.47% 82,631 83,839

V002 Tandem Dump Plow VHD64B1602 57,107 66,516 72,389 15,282 26.76% 5,873 8.83% 73,581 74,753

V014 2016 Chevy Silverado Quad1614 19,881 8,100 19,589 (292) (1.47%) 11,489 141.84% 20,014 20,455

V015 2017 Dodge RAM 1500 4x41715 17,443 6,851 19,589 2,146 12.30% 12,738 185.93% 20,014 20,455

V007 2019 Tandem Dump Plow1807 43,673 (43,673) (100.00%) Budget in 2019, but actual Fleet # was 1907

V020 2018 Dodge RAM 1500 SLT1820 19,606 15,908 16,379 (3,227) (16.46%) 471 2.96% 16,640 16,892

V022 2018 Dodge RAM 1500 SLT1822 18,443 10,790 15,212 (3,231) (17.52%) 4,422 40.98% 15,413 15,596

Vehicle 07 - 2018 Dump/Plow1907 22,507 63,280 63,280 40,773 181.16% 63,957 64,531 Received vehicle in spring 2019

V028 - 2019 Ford F150 XLT1928 5,298 14,541 14,541 9,243 174.46% 14,778 15,006

Pickup Truck CEMC2012 6,169 6,169 6,169 6,201 6,221 New SUV Type Vehicle - CEMC

GRAVEL SPREADER9174 19,648 12,451 19,484 (164) (0.83%) 7,033 56.49% 20,143 20,874

EMS Incident TrailerA1000 2,268 410 2,248 (20) (0.88%) 1,838 448.29% 2,328 2,417

2016 AmbulanceA1022 30,175 43,856 28,670 (1,505) (4.99%) (15,186) (34.63%) 29,056 29,403

2017 Chevrolet unit #NE-11184A1023 30,012 26,256 28,670 (1,342) (4.47%) 2,414 9.19% 29,056 29,403

2017 Chevrolet unit #NE-11185A1024 31,801 32,103 28,670 (3,131) (9.85%) (3,433) (10.69%) 29,056 29,403

2017 Crestline unitA1025 31,801 28,076 28,670 (3,131) (9.85%) 594 2.12% 29,056 29,403

2018 CrestlineA1026 30,175 27,116 28,670 (1,505) (4.99%) 1,554 5.73% 29,056 29,403

2019 CrestlineA1027 27,211 27,211 27,211 27,522 27,783 New Ambulance to replace unit 1269 in 2020

2015 DemersA1059 28,549 33,143 28,670 121 0.42% (4,473) (13.50%) 29,056 29,403

2014 DemersA1060 34,539 32,530 33,047 (1,492) (4.32%) 517 1.59% 33,657 34,262 Unit to be replaced in 2020

2014 DemersA1061 22,048 31,931 28,670 6,622 30.03% (3,261) (10.21%) 29,056 29,403 Unit to be replaced in 2020

2013 DemersA1062 26,753 12,336 18,552 (8,201) (30.65%) 6,216 50.39% 19,000 19,465 Unit to be replaced in 2020

2015 DemersA1070 26,924 32,400 28,670 1,746 6.48% (3,730) (11.51%) 29,056 29,403

2010 DeMersA1264 (145) 145 (100.00%)

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2010 DeMersA1269 15,547 13,282 (15,547) (100.00%) (13,282) (100.00%) Supply/Support. Was suppose to be sold in 2019. Kept as an additional vehicle based on operational review

2017 Chevy Silverado Supervisors VehicleA1390 21,272 13,250 20,657 (615) (2.89%) 7,407 55.90% 20,892 21,094

2017 Chevy Silverado Supervisors VehicleA1391 21,272 16,505 20,657 (615) (2.89%) 4,152 25.16% 20,892 21,094

General RevenueREVENUE (1,825,985) (1,881,525) (1,962,835) (136,850) 7.49% (81,310) 4.32% (2,051,385) (2,061,385)

Total 33-1-FLEET Fleet Contract (534,823) (661,295) (594,781) (59,958) 11.21% 66,514 (10.06%) (660,544) (648,215)

Total 33 FLEET (3) 3 (100.00%)

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RevenueInterdepartmental Revenues4150 $1,825,985 $1,885,026 $1,962,835 $136,850 (7.5%) 77,809 (4.13%) $2,051,385 $2,061,385Intradepartmental Revenues4160 $465,095 $413,990 $467,153 $2,058 (0.4%) 53,163 (12.84%) $479,603 $489,906


ExpensesSalaries5000 $273,587 $237,399 $275,246 $1,659 0.6% 37,847 15.94% $289,144 $305,224CPP Expense5010 $5,498 $5,997 $5,796 $298 5.4% (201) (3.35%) $6,180 $6,635EI Expense5020 $2,409 $2,612 $2,398 ($11) (0.5%) (214) (8.19%) $2,477 $2,539EHT Expense5030 $3,491 $3,519 $3,608 $117 3.4% 89 2.53% $3,767 $3,962OMERS5040 $18,673 $17,388 $19,824 $1,151 6.2% 2,436 14.01% $20,834 $22,107Health Benefits5060 $12,230 $11,747 $13,068 $838 6.9% 1,321 11.25% $13,331 $13,613Insurance5150 $82,312 $82,310 $91,746 $9,434 11.5% 9,436 11.46% $95,233 $98,893Telecommunications5320 $524 $59 $524 $0 0.0% 465 788.14% $524 $524Interdepartmental Charges ‐ Rent5404 $82,500 $82,500 $70,000 ($12,500) (15.2%) (12,500) (15.15%) $70,000 $70,000Intradepartmental Charges ‐ Overhead5408 $224,825 $207,149 $236,060 $11,235 5.0% 28,911 13.96% $245,344 $251,831Transfer to Reserve ‐ Fleet Capital5554 $534,823 $661,293 $594,781 $59,958 11.2% (66,512) (10.06%) $660,465 $648,052Equipment Owned6220 $23,891 $27,125 $26,223 $2,332 9.8% (902) (3.33%) $26,375 $26,486Fuel6290 $558,544 $473,825 $557,611 ($933) (0.2%) 83,786 17.68% $561,267 $563,554Materials6410 $460,384 $477,926 $391,099 ($69,285) (15.0%) (86,827) (18.17%) $393,144 $394,421Contractor6720 $489 $1,540 $135,104 $134,615 27,528.6% 133,564 8,672.99% $136,003 $136,550Tools and Equipment6760 $6,900 $6,627 $6,900 $0 0.0% 273 4.12% $6,900 $6,900



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CON I E NTS

OPERATINGRY



INSURANCE







A

A



FLEET, EQUIPMENT A

1

1

-



cbridges

Highlight

RevenueConditional Grants ‐ Provincial4060 $5,892,784 $6,095,919 $6,219,821 $327,037 (5.5%) 123,902 (2.03%) $6,467,729 $6,641,059 Incorporates a maximum 3.5% increase as assumed in the

2019 announcement

Other Municipal ‐ City of Stratford4080 $2,677,108 $2,646,225 $2,665,686 ($11,422) 0.4% 19,461 (0.74%) $2,743,407 $2,808,729Other Municipal ‐ Town of St. Marys4090 $540,235 $534,003 $529,420 ($10,815) 2.0% (4,583) 0.86% $542,278 $555,190Other Income4140 $7,500 $49,485 $7,500 $0 0.0% (41,985) 84.84% $7,500 $7,500Transfer from Reserve ‐ PS General4550 $188,299 $0 $0 ($188,299) 100.0% 0 0.00% $0 $0Transfer from Reserve ‐ PS Employment4560 $0 $35,000 $0 $0 0.0% (35,000) 100.00% $0 $0Transfer from Reserve ‐ PS WSIB4580 $48,300 $0 $54,000 $5,700 (11.8%) 54,000 0.00% $54,000 $54,000 Offset salary costs related to WSIB accomodationsTransfer from Reserve ‐ EMS Medical Equ4720 $50,000 $40,000 $0 ($50,000) 100.0% (40,000) 100.00% $0 $0

Subtotal Revenue : $9,404,226 $9,400,632 $9,476,427 $72,201 75,795 $9,814,914 $10,066,4780.77% 3.57% 2.50% Incorporates a maximum 3.5% increase as assumed in the 2019 announcement

ExpensesSalaries5000 $7,212,322 $7,300,871 $7,311,775 $99,453 1.4% 10,904 0.15% $7,664,778 $7,852,998 Refer to Salary Analysis. Medavie will provide a costing

update with any formal proposals. Indications are not major changes in overall PS bottom line

CPP Expense5010 $230,356 $239,695 $236,040 $5,684 2.5% (3,655) (1.52%) $252,253 $270,894EI Expense5020 $109,919 $107,015 $106,044 ($3,875) (3.5%) (971) (0.91%) $109,390 $111,994EHT Expense5030 $140,634 $134,559 $142,584 $1,950 1.4% 8,025 5.96% $149,457 $153,136OMERS5040 $727,161 $577,733 $754,670 $27,509 3.8% 176,937 30.63% $793,398 $813,566WSIB5050 $100,000 $234,524 $130,000 $30,000 30.0% (104,524) (44.57%) $150,000 $175,000Health Benefits5060 $627,966 $506,206 $657,465 $29,499 4.7% 151,259 29.88% $670,915 $673,197Courier5140 $600 $674 $600 $0 0.0% (74) (10.98%) $600 $600Insurance5150 $42,955 $42,955 $44,359 $1,404 3.3% 1,404 3.27% $46,133 $47,978Insurance Claims5160 $7,600 $0 $7,600 $0 0.0% 7,600 0.00% $7,600 $7,600Internet Expense5170 $13,500 $12,423 $13,500 $0 0.0% 1,077 8.67% $13,500 $13,500Legal5190 $40,000 $239,798 $20,000 ($20,000) (50.0%) (219,798) (91.66%) $20,000 $20,000Meal Allowance5200 $4,000 $4,779 $4,000 $0 0.0% (779) (16.30%) $4,000 $4,000Memberships5210 $3,269 $3,249 $3,269 $0 0.0% 20 0.62% $3,269 $3,269Mileage5220 $4,000 $2,562 $4,000 $0 0.0% 1,438 56.13% $4,000 $4,000Office Supplies5250 $11,500 $7,893 $6,500 ($5,000) (43.5%) (1,393) (17.65%) $6,500 $6,500Photocopying5260 $3,321 $3,642 $3,321 $0 0.0% (321) (8.81%) $3,321 $3,321Postage5270 $500 $519 $500 $0 0.0% (19) (3.66%) $500 $500Professional Development5280 $27,136 $13,478 $22,056 ($5,080) (18.7%) 8,578 63.64% $22,056 $22,056Subscriptions5310 $260 $229 $260 $0 0.0% 31 13.54% $260 $260Telecommunications5320 $11,968 $4,447 $16,718 $4,750 39.7% 12,271 275.94% $16,718 $16,718Telephone5330 $4,500 $5,094 $4,500 $0 0.0% (594) (11.66%) $4,500 $4,500Interdepartmental Charges ‐ Overhead5402 $1,215,452 $1,113,177 $1,189,882 ($25,570) (2.1%) 76,705 6.89% $1,208,051 $1,267,761Interdepartmental Charges ‐ Rent5404 $834,500 $834,500 $834,500 $0 0.0% 0 0.00% $834,500 $834,500Interdepartmental Charges ‐ Fleet5406 $610,000 $610,000 $670,000 $60,000 9.8% 60,000 9.84% $700,000 $710,000Building Supplies6120 $4,000 $4,042 $4,000 $0 0.0% (42) (1.04%) $4,000 $4,000Protective Equipment6150 $101,500 $95,289 $61,500 ($40,000) (39.4%) (33,789) (35.46%) $61,500 $61,500Pharmaceuticals6180 $17,350 $18,503 $17,350 $0 0.0% (1,153) (6.23%) $17,350 $17,350Equipment Maintenance6210 $52,020 $32,946 $52,020 $0 0.0% 19,074 57.89% $52,020 $52,020Laundry6390 $22,000 $16,537 $22,000 $0 0.0% 5,463 33.04% $22,000 $22,000Medical Documentation6420 $1,850 $171 $1,850 $0 0.0% 1,679 981.87% $1,850 $1,850Medical Supplies6440 $108,000 $111,707 $110,000 $2,000 1.9% (1,707) (1.53%) $112,000 $112,000Public Relations6580 $4,000 $5,902 $4,000 $0 0.0% (1,902) (32.23%) $4,000 $4,000Technology Services6740 $101,097 $70,575 $108,897 $7,800 7.7% 38,322 54.30% $108,897 $108,897

Subtotal Expenses : $12,395,236 $12,355,694 $12,565,760 $170,524 210,066 $13,069,316 $13,401,4651.38% 4.01% 2.54% Refer to Salary Analysis. Medavie will provide a costing update with any formal

proposals. Indications are not major changes in overall PS bottom line


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County of Perth52 PARAMEDIC SERVICES2020 OPERATING BUDGET


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