PROPOSED 2019 LEVY SUPPORTED OPERATING BUDGET TABLE OF CONTENTS

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2 TABLE OF CONTENTS FINANCIAL SERVICES REPORT... Section 1 GUIDE TO FULL TIME EQUIVALENTS... Section 2 REQUISITIONS... Section 3 PROPOSED LEVY SUPPORTED OPERATING BUDGET... Section 4 SUPPLEMENTARY DOCUMENTATION... Section 5

3 Working together with our community Page 1 of 17 Special Council Meeting January 23, Subject: Proposed Levy Supported Operating Budget Report Number: FS Division: Financial Services Department: Financial Planning and Reporting Purpose: For Decision Executive Summary: Section 290 (1) of the Municipal Act, 2001 requires that each year local municipalities prepare and adopt estimates for the purposes of the municipality including amounts sufficient to pay all debts falling due within the year, and amounts required for any board, commission or other body. Preparing and adopting annual budget estimates determines Norfolk County s revenue requirements that will need to be collected through taxation and user rates. The Levy Supported Operating Budget is the final of four annual budgets presented to Council for review and adoption. The review and approval of the Proposed Levy Supported Operating Budget will determine the amount of taxes to be levied on property owners annually. Discussion: Council will be reviewing the Proposed Rate Supported Operating Budget on January 8, and the Proposed Capital 10 Year Plan, including the Capital Budget and Capital Forecast, on January 9, Review and approval of the Proposed Board of Health and Levy Supported Operating Budgets is the final component of the budget process. The Levy Supported Operating Budget outlines the business priorities and service levels for levy supported operations in Norfolk County and sets the level of taxation required to support those activities.

4 FS19-03 Page 2 of 17 Developing the Proposed Levy Supported Operating Budget Developing the Proposed Levy Supported Operating Budget (Proposed Budget) has been a collaborative process involving staff input from every Division and Department within the County. Staff across all Divisions worked with Financial Services staff to undertake the tremendous effort required into developing the Proposed Budget. The starting point for developing the Proposed Budget is the underlying principle that levels of service, in the Approved 2018 Levy Supported Operating Budget, will remain. Staff review these services for the most cost efficient service delivery method when preparing the budget requirements for. Changes in levels of service come from two sources: firstly, from reports approved by Council throughout the year, referred to as Council Approved Initiatives, secondly, from proposed changes presented as New Budget Initiatives in the Proposed Budget. For the 2018 budget process, Council was provided with a preview of estimated budget drivers, proposed new initiatives and a summary of initiatives Council approved in This exercise provided Council with preliminary budget information for consideration prior to the actual budget deliberations. However, given the election this year, Council was provided with a high level overview of Norfolk County s budget process on November 23, 2018 as opposed to preliminary budget information. The Proposed Budget is prepared in a number of identifiable components or segments that are each reviewed independently by the Senior Leadership Team (SLT) during the initial budget review. Upon completion of the initial review of all the budget segments, Financial Services staff consolidates all of the components and provides SLT with the Preliminary Budget for review. It is at this point that the overall impact of the budget is seen, including the potential impact on the Net Levy Requirement and an estimate of the tax rates required. SLT then reviews the Preliminary Budget and makes additional adjustments as appropriate. The Proposed Budget, presented herein, is as approved by SLT and recommended to Council for consideration. Proposed Levy Supported Operating Budget Format The following provides a description of the information provided on the Proposed Budget pages: 2018 Forecasted Actuals This presents an estimate of year-end expenditures and revenues. The FMW Budget System produces year-end projections based upon the spending pattern from previous years. Staff in each Department/Division review these projections and make

5 FS19-03 Page 3 of 17 adjustments where they determine there are differences between the projection and their knowledge of actual events. Financial Services staff have reviewed these forecasted amounts with the operating departments and adjustments have been made where appropriate. Please note these projections have not received any detailed year-end review and any year-end corrections are outstanding. In addition, no formal audit review has been undertaken. Adjusted Budget This presents the cost, net of revenues, of providing the levels of service approved by Council in the 2018 Budget, with adjustments for inflation and other known economic impacts. This is, essentially, a business as usual budget with no provision for new services or changes in levels of service and is generally referred to as the Base Budget. ADJ BUD % Council Approved Initiatives New Budget Initiatives This column presents the percentage change in the Adjusted Budget over the approved 2018 Budget. This is the change in the Base Budget and does not include any changes approved by Council during the year. Values that are presented in (brackets) indicate a decrease in the Adjusted Budget over the approved 2018 Budget for that category. Council Approved Initiatives are adjustments to the Base Budget approved by Council (through budget amendment reports) during the year, after the 2018 Budget was approved and in advance of preparation of the Proposed Budget. These changes to the Proposed Budget are presented separately from New Budget Initiatives as they have already been approved by Council whereas the New Budget Initiatives are for proposed changes. New Budget Initiatives are proposals for enhancement or reduction of existing services or for new services recommended by SLT for consideration by Council during the budget review process. Details of all Council Approved Initiatives and New Budget Initiatives are provided in a separate document entitled Council Approved and New Budget Initiatives. Proposed Budget This column presents the Proposed Budget as recommended by SLT, including the Adjusted or Base Budget, Council Approved Initiatives and the New Budget Initiatives recommended by SLT.

6 FS19-03 Budget $ Budget % This is the change increase or (decrease) in dollars ($) for each type of expenditure and revenue and percentage change (%) at the total levels of the Proposed Budget over the approved 2018 Budget. Page 4 of 17 EXPENDITURES Salaries & Benefits Materials & Supplies, Services, Transfer Payments/Grants Interdepartmental Charges Financial Infrastructure Funding Salaries and benefits are based on a consistent full-time equivalent (FTE) of staff that provided a similar level of service in the prior year. The estimated cost is based upon negotiated contracts for salaries and wages, adjusted for anticipated annual increments, and the cost of employee benefits based upon statutory requirements and contracts with benefits providers. These projected costs are based on the prior year s requirements with economic adjustments for inflation and other economic adjustments based on known/ established impacts on existing costs and contracts to provide a similar level of service. Interdepartmental Charges are for the allocation of support or administrative costs from one division/department to another. The allocation of Interdepartmental Charges is done to reflect the true operating cost, including support and administrative costs provided by another division. Also see Interdepartmental Recoveries in the Revenues Section. As this is an allocation of costs from one division/department to others, Interdepartmental Charges and Interdepartmental Recoveries should offset each other, however, there is a net difference because of the amount of Interdepartmental Charges allocated to Water and Wastewater Operations. These are costs associated with insurance premiums for buildings and vehicles, writeoffs of uncollectible accounts and bank service charges. This is for funds included in the Proposed Budget that are contributed to Reserve and Reserve Funds to provide funding for replacement of existing Tangible Capital Assets or for major improvements to extend their useful life. In addition, this category includes costs associated with the repayment of principal

7 FS19-03 Page 5 of 17 Capital and interest on long term debt issued by the County. The Proposed Budget includes an estimate of debt repayments on new debt planned to be issued for. This category provides funding for Operating Capital. Operating Capital is for acquisition of assets that are not classified as Tangible Capital Assets, including small tools, office furniture, office equipment, laboratory/testing equipment, etc. This also provides funding for capital projects included in the Proposed Capital 10 Year Capital Plan that are to be funded from Tax Levies. In accordance with the Capital Financing Policy, Levy Funded Capital is for major capital expenditure where there is no Reserve or Reserve Fund available to fund the capital purchases, so funding must be provided from Tax Levies. REVENUES PIL s Supplementaries Local Improvements Federal/Provincial Grants Municipal Recoveries Financial Charges/ Investment Income Fees & Service Charges Transfers from Reserves and Reserve Funds This is the revenue from Payments-in-Lieu of Taxes, estimated supplementary taxes for new properties coming into the tax roll for the first time during and recovery of Local Improvement Charges. This is for operating grants or subsidies received from Federal and Provincial Governments, based upon funding criteria and recovery rates applicable to the specific programs. Examples include the Ontario Municipal Partnership Fund (OMPF) Grant, funding of Health and Social Services costs, Ambulance operating subsidies, Norview Lodge operating subsidies. This is for funds received from other municipalities. Primarily this includes recoveries from Haldimand County for their share of Ontario Works, Social Housing and Health programs. Included as well are recoveries for Cross Border Ambulance service. This category includes penalty and interest on taxes, POA fines, donations and income on investments. This is for user fees and service charges for use of County owned facilities and services. The budgets for Fees and Service Charges are based on the User Fees and Service Charges approved by Council. This is for funds drawn from Reserves and Reserve Funds to provide funding for operating expenditures in accordance with the provisions of the particular Reserve or Reserve Fund.

8 FS19-03 Other Revenues Interdepartmental Recoveries Page 6 of 17 This includes a variety of revenues that do not fit into any other category, including sale of assets and recoveries for capital project expenditures. Interdepartmental Recoveries is the opposite side of the Interdepartmental Charges, representing the amount recovered by the charging division/department, for example the recovery in Financial Services for the charges allocated to other divisions/departments. Also see Interdepartmental Charges in the Expenditures Section. As this is an allocation of costs from one division/department to others, Interdepartmental Charges and Interdepartmental Recoveries should offset each other, however, there is a net difference because of the amount of Interdepartmental Recoveries allocated to Water and Wastewater Operations. NET LEVY REQUIREMENT STAFFING COMPLEMENT This is the amount that is required to come from property taxation to fund the net cost Expenditures less Revenues of providing the levels of service provided in the Proposed Budget. The Net Levy Requirement is applied across all of the taxable assessments to arrive at the annual Tax Rate. The Staffing Complement line at the bottom of each division/department budget is the total Full Time Equivalent (FTE) staff complement for the division/department cost centre. A summary of the FTE s for the County, excluding Water and Wastewater Operations, Library Services, and Police Services, is provided in Tab 2 of the Budget Book. The first column in the proposed budget document is the 2018 forecasted actuals. Below is a list of the major budget variances forecasted for 2018 based on current information. Because there is no systematic variance process in place at this time the drivers are individually listed at a high level for variances greater than $100,000 and the remainder are grouped together. Please note that this forecast does not include items which are unknown at this time that are related to year-end and prior year adjusting entries. Examples of these items include but are not limited to changes in post-employment and sick leave liabilities or any other necessary accruals.

9 FS19-03 Page 7 of 17 Budget Presentation to Council Requisitions from Boards and Agencies Estimated Revenue / Expenditures Details 2018 Surplus/ (Deficit) $ Supplementary Taxes 800,000 Tax Penalties (535,300) Winter Control Costs (1,738,100) Haldimand-Norfolk Transition Investment Interest 471,000 POA Revenues (326,000) Norfolk County Allocation Share of Social Housing Costs (158,300) Overall Salaries & Benefits 1,123,500 Miscellaneous Items (218,900) Estimated 2018 Budget to Actual Surplus/(Deficit) (582,100) Consistent with previous years, the Proposed Requisitions from Boards and Agencies are being presented separately from Norfolk County Divisional Budgets. As the budgets for these Boards and Agencies are the responsibility of the appointed Board, and not within the purview of County staff, staff thought it would be appropriate to present them separately. This would allow representatives of the Boards, if they so wished, to attend the Budget Review to present their budget and to be available to respond to questions from Council in a timely manner. Proposed Budgets for the following Boards are included in this separate presentation: 1. Haldimand Norfolk Health Unit to be presented to the Board of Health on January 23, 2. Norfolk County Police Services Norfolk County Police Services Board 3. Library Services Norfolk County Public Library Board 4. Grand River Conservation Authority and the Long Point Region Conservation Authority: a. The Requisitions from the conservation authorities are levied against the municipal members of the Authority under the authority of the Conservation Authorities Act and Regulations. The net amounts of requisitions from these Boards and Agencies are included in the Proposed Budget.

10 FS19-03 Page 8 of 17 Revised Financial Reporting Requirements Starting with the 2009 fiscal year, all municipalities in Ontario have been required to follow the revised Public Sector Accounting Board (PSAB) guidelines for reporting of Tangible Capital Assets (TCA) and other financial reporting requirements. To illustrate the differences in the reporting requirements, the Proposed Levy Supported Operating Budget is presented using a modified accrual method format and the fully accrued PSAB format required as the result of the revised PSAB reporting requirements. The modified accrual format is presented on pages 4-6 in the budget document. The PSAB format, in compliance with PSAB guidelines, is presented in a summary form on page 4-4 to 4-5. The reconciliation of the two report types can be found at the bottom of page 4-4 to 4-5. Summary of the Proposed Levy Supported Operating Budget Net Levy Requirement The Net Levy Requirement is the amount that is required to come from property taxation to fund the net cost of the Proposed Budget. The Preliminary Budget is the first time that SLT sees the total consolidation of all the budget components and sees the Net Levy Requirement. Following review and revision of the Preliminary Budget, SLT provides the Proposed Budget for consideration by Council. Table 1 provides a comparison of the Net Levy Requirement for the Proposed Budget compared to the proposed and approved Net Levy Requirement for 2017 and Table 1: Comparison of Net Levy Requirement for 2017 to Details Council Approved Budget Preliminary Budget SLT Proposed Budget Council Approved Budget Preliminary Budget SLT Proposed Budget Net Levy Requirement 79,627,300 86,365,200 85,197,300 84,261,800 94,424,300 91,539,800 % Increase Over 2017 Approved 8.5 % 7.0 % 5.8 % % Increase Over 2018 Approved 12.1% 8.6 %

11 FS19-03 Page 9 of 17 Major Base Budget Drivers Table 2 presents a summary of major base budget drivers impacting the Proposed Adjusted Budget and does not include any impacts as a result of Council Approved Initiatives, New Budget Initiatives, or Requisitions from Boards and Agencies. The Proposed Adjusted Budget, or Base Budget, is the cost, net of revenues, of providing the levels of service approved by Council in the approved 2018 Budget. This is, essentially, a business as usual budget with no provision for new services or for growth in levels of service beyond what was approved by Council in the 2018 Budget. The impact on the Proposed Adjusted Budget, or Base Budget, on the Net Levy Requirement is $6,348,800 and represents a 7.5% increase in the Net Levy Requirement over the approved 2018 Net Levy Requirement. Table 2: Summary of Norfolk County Operating Requirements Major Base Budget Drivers (Not including Council Approved & New Budget Initiatives) 2018 Council Approved Net Levy 84,261,800 PROPOSED BASE BUDGET CHANGES Impact of Council 2016 Phase-in Decisions 1. Phase-in of Waste Management Costs 420, Phase-in of Fire Protection Services Costs 219, Phase-in of Leachate Costs 93, , % Uncontrollable Budget Impacts 1. Decrease in Ontario Municipal Provincial Funding 200, Increase in Utility Costs 384, Increase Winter Control Materials, Supplies & Services 85, Decrease in Tax Penalties 100, Increase in Investment Income (94,000) 6. Increase in Salaries & Benefits 1,098,200 1,774, %

12 FS19-03 Page 10 of 17 Council/Departmental Controllable Adjustments 1. Increase in Approved Capital Contribution Levels 1,248, Contribution to the Opportunities & Contingency Reserve 158, Net Increase in Levy Requirements to Fund Capital 156, Increase in Fuel Costs 96, Decrease in Sale of Recyclable Materials 315, Decrease in Development Application Fees 173, Increase in Recycling Contract Costs 349, Decrease in POA Fines 200, Net Overall Increase in Other Items 612,300 3,311, % Requisitions of Boards and Agencies 1. Increase 4.0 % - Library Board 109, Increase 3.2 % - Long Point Region Conservation Authority 32, Decrease (9.1) % - Grand River Conservation Authority (2,800) 4. Increase 3.2% - Police Services 391, , % PROPOSED INCREASE TO BASE BUDGET 6,348, % PROPOSED ADJUSTED BUDGET = BUSINESS AS USUAL 90,610, % Assessment Growth (1.99%) PROPOSED ADJUSTED BUDGET INCLUDING GROWTH 5.51%

13 FS19-03 Page 11 of 17 Table 3 presents a summary of the adjustments to the Proposed Budget for Council Approved Initiatives and Proposed New Budget Initiatives that are recommended by SLT for Council consideration during budget review. Council Approved Initiatives are for adjustments to the Base Budget approved by Council during the year and represent an increase of $460,700 in the Net Levy Requirement for the Proposed Budget. New Budget Initiatives for enhancement or for new services recommended by SLT for consideration by Council represent a proposed increase of $468,500 or 0.6% to the Net Levy. During the initial review process, SLT reviewed all proposed New Budget Initiatives (NBI s), evaluating them utilizing the Operating Ranking Criteria approved by Council. At that time, direction was given by SLT to either rework the proposed NBI s or to consider alternative ways to meet the program goals through existing resources or through alternative resources. A copy of the Operating Ranking Criteria is included in the Council Approved and New Budget Initiatives package. All NBI s, including those that were amended as the result of SLT s direction, are included in the Proposed Budget for consideration by Council. Details of the New Budget Initiatives are provided under separate cover to facilitate reference during budget review. Table 3: Summary of Norfolk County Operating Requirements Major Base Budget Drivers (Includes Council Approved & New Budget Initiatives) PROPOSED NORFOLK ADJUSTED BUDGET 90,610,600 Council Approved Initiatives 460, % Proposed New Budget Initiatives Rank 1 115,000 Rank 2 0 Rank 3 353, , % PROPOSED COUNCIL APPROVED AND NEW BUDGET INITIATIVES 929, %

14 FS19-03 Page 12 of 17 PROPOSED BUDGET FOR COUNTY OPERATIONS 91,539, % Assessment Growth (1.99%) Capital Expenditures NET LEVY REQUIREMENT ADJUSTED FOR GROWTH 6.61% The Proposed Budget includes an allocation of funds to provide funding for capital projects included in the proposed Capital Budget that are to be funded from Tax Levies. In accordance with the Capital Financing Policy, Levy Funded Capital is for major capital expenditure where there is no Reserve or Reserve Fund available to fund the capital purchases, so funding must be provided from Tax Levies. The Proposed Operating Budget also includes an allocation for Operating Capital which is included in each of the Division/Department Budgets. Operating Capital is for acquisition of assets that are not classified as Tangible Capital Assets, including small tools, office furniture, office equipment, laboratory/testing equipment, etc. Table 4 provides a summary of funding for capital purposes approved in the Levy Supported Operating Budget for 2015 to 2018 and the amount included in the Proposed Budget: Table 4: Summary of Approved and Proposed Budget Allocations for Capital Expenditures Purpose 2015 Approved 2016 Approved 2017 Approved 2018 Approved Preliminary Proposed Operating Capital 1,023,400 1,139, , , , ,100 Levy Funded Capital 1,432,500 1,042, , ,900 1,517,500 1,444,500 Total Capital 2,455,900 2,182,000 1,690,500 1,830,800 2,116,500 1,987,600 Funded from Other Reserves/Recoveries (130,000) 0 (31,400) (81,900) (27,400) (38,800) Funded from Tax Levy 2,480,200 2,325,900 2,182,000 1,748,900 2,089,100 1,948,800

15 FS19-03 Page 13 of 17 The Preliminary Budget, presented to SLT, included $2,089,100 for net capital expenditures. During review of the Preliminary Budget, SLT revised the allocation for capital purposes to $1,948,800 through deferring a number of operating capital expenditures and funding a number of Levy Funded Capital projects from various Reserves and Reserve Funds. This represents an overall reduction in the amount of $140,300 to be funded from the Tax Levy. Assessment Changes In 1997, the Province introduced Current Value Assessment (CVA) as the basis for property taxation by municipalities. In 2012 the province announced that CVA values would be updated every four years with increases in CVA values being phased in over four years - and decreases in CVA values being implemented immediately and not phased in. The most recent assessment was conducted in 2016 for phase in from The effect of the change in CVA values for properties in Norfolk County is that the total residential assessment for taxation has increased an average of 4.7% over the total residential assessment for 2018 taxation. This increase is strictly the result in the change in CVA or market value and does not include any increase due to growth. Growth in assessment, for new properties coming into the assessment roll for taxation for the first time in, is approximately $79.8 million or 1.99% over the 2018 assessment. This growth in assessment will generate approximately $1.7 million in new tax revenue starting in. Impact on Property Taxes There are a number of factors that have an impact on property taxes from 2018 to, including: Updating of CVA values in 2018 for taxation in to 2020 Growth in assessment for new properties added to the tax roll for taxation for the first time Change in the Education Tax Rate provided by the Province The updating of CVA values for all properties represents an inflationary increase in the assessment roll and does not represent a true increase in assessment for taxation. This inflationary increase in CVA values cannot be used to generate new tax revenue. The increase in CVA values must be applied to reduce the base tax rate to create a revenue neutral situation which eliminates any false tax revenue increase resulting from the inflationary increase in assessment values.

16 FS19-03 Page 14 of 17 The Proposed Operating Budget, as presented in Tables 1, 2, 3, and 4 above, requires a Net Levy of $91,539,800 for County operating costs, which represents an increase of 8.6% over the approved 2018 Net Tax Levy. To determine the impact of the proposed 2018 Tax Rates on a residential property tax bill, both the Municipal Tax Rate and the Education Tax Rate have to be included. When there is a change in CVA, the province resets Education Tax Rates to offset the change in assessment values across the province. For the past several years, the Residential Education Tax Rate has been reduced by approximately 4.5% per year. It is anticipated that for, the Residential Education Rate will also be reduced; however, at the time of preparing this report Education Tax Rates were not available. For purposes of this report the Residential Education Tax Rate was reduced by 4.5%. Table 5A presents the Residential Tax Impact of the Proposed Levy Supported Operating Budget on a single family detached property. For this purpose we have used the median assessment value for a single family detached property as provided by MPAC which was $226,000 in 2018 and is $233,250 for. Table 5A: Residential Tax Impact of Proposed Budget Including County and Education Tax Rates 2018 Actual Tax Levy Per Proposed Budget Proposed Tax Levy Change % Change Tax Levy Municipal Tax Levy $ 2, $ 2, $ % Education Tax Levy (6.67) (1.7) % Total Tax Levy $ 2, $ 2, $ % Table 5B provides a comparative summary of Proposed and Approved Budgets and Residential Property Tax Impacts for the past three budget years.

17 FS19-03 Page 15 of 17 Table 5B: Comparison of Residential Tax Impact of Proposed and Approved Budgets for 2017 to Including County and Education Tax Rates SLT Proposed Budget 81,207,400 85,197,300 91,539,800 County Residential Tax Rate Impact 4.9% 4.3% 5.8% Net Tax Rate Impact Including Education Taxes 3.9% 3.3% 4.7% Council Approved Budget 79,627,300 84,261,800 To be County Residential Tax Rate Impact 2.8% 3.1% Determined Net Tax Rate Impact Including Education Taxes 2.1% 2.3% The Residential Tax Impacts presented above is based upon the average increase of 3.2% in the median CVA value for single family detached residential properties across the County. The tax impact on an individual residential property will vary depending upon the actual increase in CVA for that property compared to the average for properties with an increase in CVA below the average, the tax impact will be lower and for properties with assessment increases in excess of the average, the tax impact will be greater. Financial Services Comments: The Proposed Levy Supported Operating Budget sets out the net operating costs to maintain current service levels provided by Norfolk County including Council Approved Initiatives and requests for new initiatives to either continue/maintain services or provide new or additional services. Interdepartmental Implications: The levy supported operating budget includes charges for a variety of services from other divisions/departments and also includes a recoveries from the rate supported operating budget to offset various costs. Consultation(s): Senior Leadership Team Norfolk County Directors and Managers Norfolk County Library Board

18 FS19-03 Page 16 of 17 Long Point Conservation Authority Grand River Conservation Authority Strategic Plan Linkage: Annual operating budget processes take into account the broad directions of Norfolk County s Strategic Plan which provides a basis for decision making. Conclusion: Throughout the budget process, staff have worked diligently to review budget submissions in order to arrive at the current net levy requirement submitted within this report. The Proposed Budget as submitted does not include any measures that would negatively impact programs and services. During the deliberation process, the goal is to set an appropriate budget level while balancing the need to limit tax increases while still maintaining and protecting current service levels. The Proposed Budget has been prepared based on a business as usual budget in order to maintain current approved service levels adjusted on the basis of any approved reports during the year to expand services, plus additional requests for Council s consideration. In addition, as in prior years, this budget also includes further investments for capital infrastructure. It is recommended that Council adopt the Proposed Levy Supported Operating Budget and associated adjustments to levels of services provided. Recommendation(s): THAT Report FS RE: Proposed Levy Supported Operating Budget be received as information; AND THAT the Levy Supported Operating Budget, with a Net Levy Requirement of $91,539,800, be approved; AND FURTHER THAT any surplus or deficit generated from General Operations be contributed to or offset from the Contingency Reserve; AND FURTHER THAT Council approve staff attendance at out of province staff development and training as outlined in Section 5, pages 5-4 and 5-8 of the Proposed Levy Supported Operating Budget document.

19 FS19-03 Page 17 of 17 Attachment(s): None Submitted By: James Johnson, CPA, CGA General Manager and Treasurer, Financial Services For more information, call: ext Prepared By: Kathy Laplante Manager Financial Planning & Reporting For more information, call: ext. 1284

20 GUIDE TO FULL TIME EQUIVALENTS (FTE) REPORT Included in the annual levy supported operating budget is a corporate summary of Full Time Equivalents (FTE) by division. The following chart provides the reader with clarification of the details included in each column of the FTE report. The FTE do not include Water and Wastewater Operations, Norfolk County Public Library, and Police Services and approved accommodated positions. COLUMN Approved 2018 Full-Time Equivalents Budget Adjustment/Program Cancellation DESCRIPTION OF COLUMN This column represents the FTE included in the Approved 2018 Levy Supported Operating Budget. This column represents the details of FTE that have moved between cost centres, programs with FTE that have been cancelled or ended, and minor adjustments to FTE complement. The financial impacts of these adjustments have been included in the Proposed Levy Supported Operating Budget. Annualization of 2018 Council Approved Initiatives This column represents the annualized impact in of the approved initiatives included in the Approved 2018 Levy Supported Operating Budget. Current County practices provide for the impact of new budget initiatives based on the projected months of service within the cost centre they are allocated to. As a result, proposed increases in the current budget year are pro-rated for the portion of the year to which they relate. Consequentially these changes can have positive/negative levy impacts in future years. Council Approved Initiatives This column represents the proposed effect on FTE in based on service level changes that have been adopted/approved by Council (via reports to Council during the year prior to adoption of the annual budget). New Budget Initiatives This column represents the applicable impacts on FTE of the proposed new budget initiatives ranked 1, 2 and 3 by SLT and included in the Proposed Levy Supported Operating Budget. Total Full-Time Equivalents This column represents the total FTE included in the Proposed Levy Supported Operating Budget. It is the sum of all the aforementioned columns. Increase/(Decrease) FTE This column represents the difference between the Total Full- Time Equivalents column and the 2018 Approved Full-Time Equivalents column. 2-1

21 FULL TIME EQUIVALENTS SUMMARY (excluding Water & Wastewater, Norfolk County Public Library and Police Services) Approved 2018 Full Time Equivalents Budget Adjustment / Program Cancellations Annualization of 2018 Council Approved Initiatives Council Approved Initiatives New Budget Initiatives Total Full Time Equivalents Incr / (Decr) FTE Mayor & Council Services Mayor & Council Services TOTAL MAYOR & COUNCIL SERVICES Office of the CAO Office of the CAO Council Services TOTAL OFFICE OF THE CAO Employee & Corporate Services Employee & Corporate Services Administration 3.00 (0.71) 2.29 (0.71) Human Resources Corporate Support Services Information Systems Services Corporate Communication TOTAL EMPLOYEE & CORPORATE SERVICES (0.71) Financial Services Financial Services (0.40) (0.40) TOTAL FINANCIAL SERVICES (0.40) (0.40) Public Works Public Works Administration Administration Services (1.00) (1.00) Engineering Services Facilities

22 FULL TIME EQUIVALENTS SUMMARY (excluding Water & Wastewater, Norfolk County Public Library and Police Services) Approved 2018 Full Time Equivalents Budget Adjustment / Program Cancellations Annualization of 2018 Council Approved Initiatives Council Approved Initiatives New Budget Initiatives Total Full Time Equivalents Incr / (Decr) FTE Roads Operations Waste Management TOTAL PUBLIC WORKS (1.00) Health & Social Services Health & Social Services Administration Social Services (1.00) (1.00) Norview Lodge Social Housing 4.49 (1.00) Quality, Planning, Accountability & Performance (1.60) (1.60) TOTAL HEALTH & SOCIAL SERVICES (2.00) Haldimand-Norfolk Health Unit Program Based Grants (0.20) (0.20) Preschool Speech & Language Nurse Practitioner Healthy Babies/Healthy Children Smoke Free Ontario TOTAL HALDIMAND-NORFOLK HEALTH UNIT (0.20) Community Services Community Services Administration Administrative & Client Services Administrative & Client Services General Operations 9.43 (2.00) (0.15) (1.85) Ride Norfolk

23 FULL TIME EQUIVALENTS SUMMARY (excluding Water & Wastewater, Norfolk County Public Library and Police Services) Approved 2018 Full Time Equivalents Budget Adjustment / Program Cancellations Annualization of 2018 Council Approved Initiatives Council Approved Initiatives New Budget Initiatives Total Full Time Equivalents Incr / (Decr) FTE Parks & Recreation (0.55) Fire Paramedic Services (0.25) Harbour Marinas TOTAL COMMUNITY SERVICES (0.65) (0.25) Development & Cultural Services Development & Cultural Services Administration 2.70 (1.30) 1.40 (1.30) Community Planning & Development Services Tourism & Economic Development 5.81 (0.81) 5.00 (0.81) Building By-Law Enforcement Heritage & Culture TOTAL DEVELOPMENT & CULTURAL SERVICES (0.81) 0.00 (1.30) (1.11) New Budget Initiatives Deferral New Budget Initiatives Deferral (0.75) 0.75 TOTAL NEW BUDGET INITIATIVES DEFERRAL (0.75) TOTAL (0.46) (2.21)

24 REQUISITIONS TABLE OF CONTENTS LONG POINT REGION CONSERVATION AUTHORITY GRAND RIVER CONSERVATION AUTHORITY NORFOLK COUNTY PUBLIC LIBRARY POLICE SERVICES

25 PROPOSED CAPITAL PLAN LONG POINT REGION CONSERVATION AUTHORITY PROPOSED LEVY SUPPORTED OPERATING BUDGET

26 EXPENDITURES Long Point Region Conservation Authority DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Transfer Payments/Grants 1,017,900 1,017,900 1,050, ,050,000 32, TOTAL EXPENDITURES 1,017,900 1,017,900 1,050, ,050,000 32, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES TOTAL REVENUES NET LEVY REQUIREMENT 1,017,900 1,017,900 1,050, ,050,000 32,

27 GRAND RIVER CONSERVATION AUTHORITY PROPOSED LEVY SUPPORTED OPERATING BUDGET

28 EXPENDITURES Grand River Conservation Authority DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Transfer Payments/Grants 27,600 30,700 27,900 (9.1) ,900 (2,800) (9.1) TOTAL EXPENDITURES 27,600 30,700 27,900 (9.1) ,900 (2,800) (9.1) Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES TOTAL REVENUES NET LEVY REQUIREMENT 27,600 30,700 27,900 (9.1) ,900 (2,800) (9.1) 3-2

29 NORFOLK COUNTY PUBLIC LIBRARY PROPOSED LEVY SUPPORTED OPERATING BUDGET

30 Norfolk County Public Library EXECUTIVE SUMMARY FUNCTION/SERVICES The NCPL operates 5 Library Branches in the communities of Delhi, Port Dover, Port Rowan, Simcoe, Waterford and 1 Site at Norview Lodge Nursing home for a total of 206 hours each week. There is a compliment of 46 staff (12 full-time, 34 part-time). The following strategic directions are guiding the services offered: 1. PROVIDE EXCEPTIONAL CUSTOMER SERVICE: train staff to meet the changing needs of library patrons and to keep pace with technology; monitor the NCPL website to be compliant with AODA standards and to be user friendly, vibrant and inviting for all patrons 2. PROVIDE INCLUSIVE OPPORTUNITIES FOR LITERACY: host and lend a collection of written and online resources for the community that promote literacy and support lifelong learning; offer free library services and programs that residents can enjoy in their leisure time 3. DEVELOP A RELEVANT COLLECTION OF MATERIALS TO LEND: encourage feedback from library patrons about collection development; monitor statistics for use of hardcopy and online resources to meet resident needs and budget guidelines 4. CREATE COMMUNITY CONNECTIONS: collaborate with local museums and cultural organizations; expand the points of library service by attending community festivals and events; develop clearer relations with Norfolk County Divisions, educational institutions and the business community 5. DEVELOP RESPONSIVE INFRASTRUCTURE: address AODA and Health and Safety Standards in each Branch; explore the MakerSpace and STEAM (Science, Technology, Engineering, Arts and Math) trends and provide facilities where appropriate; create comfortable, welcoming, safe spaces in all Branches 6. CREATE SUSTAINABLE FINANCING: follow best practices to gain efficiencies; assemble Friends of the Library Chapters in each NCPL Branch that will contribute to operating funds; cultivate a donor and library legacy program to support long term finances; replenish reserves for future capital projects PERFORMANCE MEASURES Measurable Service as of Sept 30 Total Library Card Holders (cards are renewed every 2 years) 17,133 17,141 18,681 Total visits to the library 273, , ,180 Total Items Circulated 284, , ,909 Total Electronic Books Downloaded 29,943 34,598 27,522 Total visits to the website 96,210 93,170 77,159 Total wireless users 18,027 17,944 45,264 Total computer sessions 22,961 21,663 16,320 Total people attending programs 29,559 33,300 27,167 Reference questions answered 43,551 44,391 35,

31 Norfolk County Public Library EXECUTIVE SUMMARY PRIOR YEAR ACHIEVEMENTS 1. Established the theme for 2018 as Clear the Clutter. The Library Board agreed to write new and update existing policies, initiate a Memorandum of Understanding with Norfolk County; revise the Terms of Reference for the Library Board; and develop a fundraising initiative. Staff focused upon clearing out the storage area at the Langton Administration Building; tidying all storage spaces within Library Branches; updating health and safety plans, policy manuals, and volunteer recruitment procedures 2. Held the official grand opening for the renovated and expanded Delhi Branch which was attended by 412 people. Special guests included award winning author Deborah Ellis, and local singer Danielle Ward 3. Developed a legacy project as part of the Library Board s term that focused upon early literacy. Programs include the Dolly Parton Imagination Library in partnership with the Friends of the Library. During the first year of operation, $50,000 was pledged over 5 years, and 263 children ages birth to 5 years were registered to receive a free book each month. The program goal is to encourage early literacy skills that will develop stronger readers and students. Longitudinal studies show better brain development and an increase in high school graduation levels from former participants 4. Hosted the Learning Without Tears instructors course for library staff and local teachers. Our goal is to offer cursive writing courses and keyboarding courses for residents of all ages in 5. Prepared 689 income tax returns for low income residents through the Community Volunteer Income Tax program. Nineteen volunteers logged 653 hours for the program 6. Hosted two Imagination Walks of the downtown Simcoe area. The purpose was to start a conversation about what residents are concerned about, as well as, ideas for future development. Norfolk County Senior Planner, Shannon VanDalen facilitated the discussions. As a result of these discussions, the NCPL partnered with Melinda s Enchanted Cottage to hold a Halloween Market on the front lawn of CAB and within the library premises in October 7. Revamped the summer reading program. The results were very positive with the following notable outcomes: 2,525 more books were read; 22 more children registered; and 666 more children participating in planned summer reading programs 8. Renovated a small meeting room at the Simcoe Branch into a film studio. This project is part of the MakerSpace program and was created by the 2018 new budget initiative of a full-time Technical and Social Media Library Assistant position. Other significant outputs achieved by the new full-time position include: 816 technical questions and lessons provided; 125 workshops offered; 889 social media posts created and 156 posters designed 9. Published the final Letters Home book called, The Last 100 Days, as part of the Norfolk Remembers the Great War project. The committee also published a Remembrance Day tabloid that included the 262 Norfolk Soldiers who died during WW1; held a 100 th Anniversary of the Armistice ceremony at the Rockford Road of Heroes site and projected the images of the soldiers on the Carillon Tower at dusk on November Selected the book, Norfolk Letters Home 1918, The Last One Hundred Days as the One Novel, One Norfolk community read 11. Partnered with Fanshawe College at the Delhi Branch and the Norfolk Help Centre at the Port Rowan Branch to offer employment counselling and assistance with completing government forms. Frontier College helped 97 Spanish speaking workers to learn English and use technology at the Simcoe and Delhi Branches 3-4

32 Norfolk County Public Library EXECUTIVE SUMMARY 12. Contracted Masters of Business students from York University to research and recommend strategies to engage youth in library services UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Update and offer a library board orientation and training program for new library board members 2. Complete a MOU (memorandum of understanding) with Norfolk County in regards to library facilities, services and interdepartmental charges 3. Revise and develop policies to meet changing legislation and requirements identified by the Ontario Library Guidelines 4. Develop a work plan to apply for Accreditation with the Ontario Public Library System in Prepare a succession plan for library staff who are planning to retire within 5 years 6. Dedicate more resources to staff training for health and safety and how to serve patrons with mental illness 7. Develop a partnership with the French Immersion programs being offered by the school boards for collection development and online resources in French 8. Update the mental health collection with new materials in partnership with community mental health agencies 9. Create MakerSpace and STEAM (Science, Technology, Engineering, Arts and Math) activities at all Library Branches 10. Offer the Handwriting Without Tears programs at all Branches, focusing on cursive writing and keyboarding skills 11. Act upon strategies to engage youth in library services, including the development of a Youth Council 12. Partnering with long-term care facilities to offer various forms of reading to their residents 13. Launch a legacy fundraising campaign for future building and renovation initiatives if the Pay Pal program is approved MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. New Budget Initiative REQ Increase Page Hours increase of $27, New Budget Initiative REQ Increase Hours for 1 LAIII Position increase of $12, Salaries and Benefits: $95,600 increase. The operating budget proposes funding 2 new budget initiatives totaling $39,800 as noted above. The extra hours will be allocated to student positions to assist with weekend, evening and summer shifts. Also requested is 5 extra hours per week to offer children and youth programs at the Waterford Branch. The economic and merit increases for staff total $55, Infrastructure Funding shows a decrease of $31,400, mainly driven by a reduction of Debt Charges of $49,400 as the debt for two Technology for Library projects were paid in full in 2018, offset by an increase to the Reserve contribution of $18,000 for the Collection Development Budget (included in the capital budget) to keep pace with the increasing costs of books and licenses for e-books and online resources. Many resources are paid in USD which creates a strain on the budget 5. Materials & Supplies shows a $3,800 increase driven by a $6,500 increase to Utilities based on prior year s actuals and Budget Assumptions, offset by the removal of the Waterford Branch s defibrillator in the amount of $2,000, which was purchased in 2018, but not recorded as one-time and other minor adjustments of $ Grants has a $12,800 decrease as we will not be receiving the Improving Library Digital Services (ILDS)Grant from the Province 3-5

33 Norfolk County Public Library EXECUTIVE SUMMARY 7. Other Revenues show a $15,000 reduction from the donation line to reflect a more realistic goal based on prior year s actuals, offset by a projected $4,000 increase for external recoveries also based on prior year s actuals CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Staff training needs to address education about technology devices that library patrons present staff with, for downloading books, apps and online resources 2. Customer service training to help library staff deal with a variety of personalities and needs 3. Offering current collections, programs and workshops that meet the needs of our diverse communities and literacy interests, within the approved budget 4. Keeping pace with new technology trends that allow downloading features and apps 5. Addressing the literacy needs of youth in Norfolk County 3-6

34 Norfolk County Public Library SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 1,866,600 1,838,200 1,894, ,800 1,933,800 95, Materials & Supplies 183, , , ,200 3, Services 336, , , ,000 8, Interdepartmental Charges 178, , , ,300 9, Financial 4,500 3,000 2,400 (20.0) 0 0 2,400 (600) (20.0) Infrastructure Funding 416, , ,700 (7.1) ,700 (31,400) (7.1) Capital 7,000 8,700 7,000 (19.5) 0 0 7,000 (1,700) (19.5) TOTAL EXPENDITURES 2,993,400 2,999,100 3,043, ,800 3,083,400 84, REVENUES Federal/Provincial Grants (131,100) (144,900) (132,100) (8.8) 0 0 (132,100) (12,800) (8.8) Fees & Service Charges (27,000) (28,200) (27,000) (4.3) 0 0 (27,000) (1,200) (4.3) Transfer From Reserve & Reserve Funds (24,300) Other Revenues (74,400) (89,500) (78,500) (12.3) 0 0 (78,500) (11,000) (12.3) TOTAL REVENUES (256,900) (262,600) (237,600) (9.5) 0 0 (237,600) (25,000) (9.5) NET LEVY REQUIREMENT 2,736,500 2,736,500 2,806, ,800 2,845, , STAFFING COMPLEMENT

35 Norfolk County Proposed New Budget Initiative Name REQ Increase Hours for 1 LAIII Position SLT Priority Ranking N/A Department Library Board Position Type Strategic Theme Community FTEs 0.21 Strategic Direction Community Well-Being Budget Impact $ 12,200 Strategic Goal Maintain Current Levels of Service in Operating Departments Net Levy Impact $ 12,200 Included in Business Plan? Yes Request Need Business Continuity Requirement Start Date 02-January- New or Existing Existing Program End Date January- DESCRIPTION Increase 1 LAIII position from.362 to.57 FTE for a total of 380 hours. JUSTIFICATION The NCPL is proposing to increase 1 LAIII position to provide extra hours to assist with programming. This position is currently working at Lakewood however with increased growth in programs and events, additional staffing hours is required to allow this position the flexibility to assist with programs in other branches. FINANCIAL IMPACT EXPENDITURE AND REVENUE ITEMS Expenditures: Salaries and Benefits 12,200 Materials, Supplies and Services ($) Transfer Payments and Grants to Others Interdepartmental Charges Capital Expenditures Other Expenditures Revenues: Provincial/Federal Grants/Funding User Fees and /or Service Charges TOTAL EXPENDITURES 12,200 ($) Other Recoveries/Collections/Sponsorships/Donations Transfers from Reserve/Reserve Funds Interdepartmental Recoveries Other Revenues TOTAL REVENUES 0 BUDGET IMPACT 12,200 ADJUSTMENT FOR FIRST YEAR DEFERRAL 0 NET LEVY IMPACT $ 12,

36 Norfolk County Proposed New Budget Initiative Name REQ Increase Page Hours SLT Priority Ranking N/A Department Library Board Position Type Strategic Theme Community FTEs 0.89 Strategic Direction Ongoing Operations Budget Impact $ 27,600 Strategic Goal Maintain Current Levels of Service in Operating Departments Net Levy Impact $ 27,600 Included in Business Plan? Yes Request Need Business Continuity Requirement Start Date 02-January- New or Existing Existing Program End Date No end date DESCRIPTION Increase the average number of hours annually worked by a page from to 312. Total increment will be.892 FTE or 1630 hours. JUSTIFICATION Pages assist adult staff and are trained to work at the circulation desks, take fines, assist patrons and are oftentimes the 2nd person on staff at night to close. As Page wages are considerable less than the adult staff the NCPL would like to utilize their services more by increasing Page hours. The NCPL currently has 12 pages. FINANCIAL IMPACT EXPENDITURE AND REVENUE ITEMS Expenditures: Salaries and Benefits 27,600 Materials, Supplies and Services ($) Transfer Payments and Grants to Others Interdepartmental Charges Capital Expenditures Other Expenditures Revenues: Provincial/Federal Grants/Funding User Fees and /or Service Charges TOTAL EXPENDITURES 27,600 ($) Other Recoveries/Collections/Sponsorships/Donations Transfers from Reserve/Reserve Funds Interdepartmental Recoveries Other Revenues TOTAL REVENUES 0 BUDGET IMPACT 27,600 ADJUSTMENT FOR FIRST YEAR DEFERRAL 0 NET LEVY IMPACT $ 27,

37 POLICE SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

38 Policing Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To ensure adequate & effective police services are provided in the County through the policing contract with the Ontario Provincial Police based on the following five (5) core services: Crime Prevention, Law Enforcement, Assistance to Victims of Crime, Public Order Maintenance, and Emergency Response 2. Administer & oversee the Community Policing Committee committees throughout Norfolk County PRIOR YEAR ACHIEVEMENTS No significant changes over prior year UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Crime prevention and reduced victimization in our communities 2. Reduce crime and save lives on our roads and waterways 3. Maintain and develop new partnerships with community businesses, agencies, groups and citizens 4. Enhance the quality of life within our communities 5. Increase Community Policing participation MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Increase of OPP contract of $534, Increase in Provincial Allocation of Court Security Prison Transportation grant in the amount of $135,100 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES Continuation of revised contract calculations 3-10

39 EXPENDITURES Police Services DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Transfer Payments/Grants 12,275,700 12,275,700 12,666, ,666, , TOTAL EXPENDITURES 12,275,700 12,275,700 12,666, ,666, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES TOTAL REVENUES NET LEVY REQUIREMENT 12,275,700 12,275,700 12,666, ,666, ,

40 TABLE OF CONTENTS GENERAL ORGANIZATIONAL INFORMATION Norfolk County Government Structure Norfolk County Council & Senior Staff HALDIMAND-NORFOLK HEALTH UNIT... Under Separate Cover NORFOLK COUNTY OPERATING LEVY MAYOR & COUNCIL SERVICES OFFICE OF THE CAO Office of the CAO General Operations Council Services EMPLOYEE & CORPORATE SERVICES Employee & Corporate Services Administration Corporate Support Services General Operations Provincial Offences Act Administration Information Technology Human Resources Corporate Communications FINANCIAL SERVICES HEALTH & SOCIAL SERVICES Health & Social Services Administration Quality, Planning, Accountability & Performance Social Services Housing Services Norview Lodge DEVELOPMENT & CULTURAL SERVICES Development & Cultural Services Administration Planning & Development Engineering

41 TABLE OF CONTENTS Building By-Law Enforcement Tourism & Economic Development Heritage & Culture CORPORATE REVENUES & EXPENDITURES COMMUNITY SERVICES Community Services Administration Administrative & Client Services General Operations Ride Norfolk Parks & Recreation Fire Paramedic Services Harbour Marinas PUBLIC WORKS Public Works Administration Public Works Administration Services Engineering Facilities Roads Waste Management

42 NORFOLK COUNTY GOVERNMENT STRUCTURE LIBRARY BOARD MAYOR & COUNCIL OFFICE OF THE CAO COUNCIL SERVICES FINANCIAL SERVICES EMPLOYEE & CORPORATE SERVICES PUBLIC WORKS HEALTH & SOCIAL SERVICES COMMUNITY SERVICES DEVELOPMENT & CULTURAL SERVICES Accounting Services Financial Planning & Reporting Revenue & Tax Services Corporate Support Services Human Resources Information Technology Corporate Communications Engineering Environmental Services Facilities Public Works Administration Services Roads Haldimand Norfolk Health Unit Haldimand Norfolk Social Services & Housing Norview Lodge Quality, Planning, Accountability & Performance Administrative & Client Services Fire Harbour Marinas Paramedic Services Parks & Recreation Building & By-Law Development Engineering Heritage & Culture Planning Tourism & Economic Development 4-1

43 NORFOLK COUNTY COUNCIL & SENIOR STAFF Norfolk County Council Mayor Kristal Chopp Ward 1 Tom Masschaele Ward 5 Ian Rabbitts Ward 2 Roger Geysens Ward 5 Ryan J. Taylor Ward 3 Michael J. Columbus Ward 6 Amy Martin Ward 4 Chris Van Paassen Ward 7 Kim Huffman Norfolk County Senior Staff General Manager, Chief Administrative Officer David Cribbs Bill Cridland Community Services General Manager & Treasurer, Financial Services James Johnson General Manager, Health & Social Services Marlene Miranda General Manager, Public Works Christopher Baird General Manager, Employee & Corporate Services Yakov Sluchenkov General Manager, Development & Cultural Services Pam Duesling Acting Medical Officer of Health Shanker Nesathurai 4-2

44 HALDIMAND-NORFOLK HEALTH UNIT DETAILS HAVE BEEN INCLUDED UNDER SEPARATE COVER PROPOSED LEVY SUPPORTED OPERATING BUDGET

45 NORFOLK COUNTY OPERATING LEVY PROPOSED LEVY SUPPORTED OPERATING BUDGET

46 NET LEVY REQUIREMENT CORPORATION OF NORFOLK COUNTY Council New Budget Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ % of TOTAL Actuals BUDGET Budget Initiatives Initiatives BUDGET NORFOLK COUNTY OPERATING REQUIREMENT CORPORATE REVENUES & EXPENDITURES (8,478,500) (8,459,800) (7,473,200) (7,473,200) 986, MAYOR & COUNCIL SERVICES 787, , , , , , OFFICE OF THE CAO 1,173,400 1,333,600 1,315, , ,335,500 1, EMPLOYEE & CORPORATE SERVICES 1,313,300 1,240,500 1,468, ,200 96,300 1,584, , FINANCIAL SERVICES 2,397,300 2,450,200 2,625, (9,500) 0 2,615, , PUBLIC WORKS 36,505,200 35,358,300 37,617, ,600 85,000 37,797,400 2,439, HEALTH & SOCIAL SERVICES 9,017,200 9,176,400 9,218, ,800 9,224,700 48, HALDIMAND NORFOLK HEALTH UNIT 1,312,600 1,555,800 1,631, ,100 2,600 1,653,300 97, COMMUNITY SERVICES 19,571,400 19,417,200 20,966, , ,800 21,266,300 1,849, DEVELOPMENT & CULTURAL SERVICES 5,187,100 5,339,600 5,833, , ,000 6,039, , TOTAL NOFOLK COUNTY REQUIREMENT 68,786,200 68,201,000 74,020, , ,500 74,949,300 6,748, BOARDS & AGENCIES GRAND RIVER CONSERVATION AUTHORITY 27,600 30,700 27, ,900 (2,800) (9.1) LONG POINT REGION CONSERVATION AUTHORITY 1,017,900 1,017,900 1,050, ,050,000 32, NORFOLK COUNTY PUBLIC LIBRARY 2,736,500 2,736,500 2,845, ,845, , POLICE SERVICES 12,275,700 12,275,700 12,666, ,666, , TOTAL BOARDS & AGENCIES 16,057,600 16,060,800 16,590, ,590, , TOTAL NET LEVY REQUIREMENT 84,843,900 84,261,800 90,610, , ,500 91,539,800 7,278,

47 PSAB FORMAT CORPORATION OF NORFOLK COUNTY 2018 Council New APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % OPERATING BUDGET BUDGET Budget Initiatives Initiatives BUDGET Expenditures Salaries & Benefits 66,975,200 68,073, , ,600 69,386,800 2,411, Materials & Supplies 10,985,800 11,822, ,900 10,700 11,916, , Services 22,834,300 22,254,400 (2.5) 309, ,600 22,875,400 41, Transfer Payments/Grants 47,197,500 48,656, , ,806,800 1,609, Interdepartmental Charges 14,343,300 15,093, ,500 14,000 15,540,000 1,196, Operating Capital Expenditures 867, ,700 (42.5) 20,000 24, ,100 (324,200) (37.4) Financial 3,091,700 3,138, ,138,000 46, Long Term Debt Interest 1,303,700 1,244,900 (4.5) 0 0 1,244,900 (58,800) (4.5) Amortization 19,076,300 19,532, ,532, , Total Expenditures 186,675, ,314, ,978, , ,983,800 6,308, Revenues PIL's-Supplementaries-Local Improvements (2,781,800) (2,795,700) (2,795,700) 13, Federal/Provincial Grants (58,189,400) (58,168,700) 0.0 (1,032,700) (125,300) (59,326,700) 1,137, Municipal Recoveries (3,201,700) (3,113,700) (2.7) (14,000) (5,000) (3,132,700) (69,000) (2.2) Financial Charges/Investment Income (4,789,100) (6,826,000) 42.5 (38,300) 0 (6,864,300) 2,075, Fees & Service Charges (12,555,300) (12,115,200) (3.5) 0 (3,500) (12,118,700) (436,600) (3.5) Other Revenues (584,000) (589,000) (589,000) 5, Interdepartmental Recoveries (13,816,100) (14,578,100) 5.5 (432,500) (14,000) (15,024,600) 1,208, Total Revenues (95,917,400) (98,186,400) 2.4 (1,517,500) (147,800) (99,851,700) 3,934, OPERATING RATE 90,757,700 92,127, , ,500 93,132,100 2,374, FINANCING BUDGET Long Term Debt Principal 3,187,400 3,214, ,214,400 27, Transfer From Reserve & Reserve Funds (4,705,800) (3,200,800) (32.0) 0 (75,000) (3,275,800) (1,430,000) (30.4) 4-4

48 PSAB FORMAT CORPORATION OF NORFOLK COUNTY 2018 APPROVED BUDGET Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % Transfer To Reserves & Reserve Funds 13,135,300 16,557, ,557,200 3,421, Interfund Transfers 963,500 1,444, ,444, , Amortization (19,076,300) (19,532,600) (2.4) 0 0 (19,532,600) (456,300) (2.4) FINANCE RATE (6,495,900) (1,517,300) (76.6) 0 (75,000) (1,592,300) (4,903,600) (75.5) NET LEVY REQUIREMENT 84,261,800 90,610, , ,500 91,539,800 7,278, STAFFING COMPLEMENT

49 CORPORATION OF NORFOLK COUNTY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 65,891,700 66,975,200 68,073, , ,600 69,386,800 2,411, Materials & Supplies 12,057,400 10,985,800 11,822, ,900 10,700 11,916, , Services 22,169,700 22,834,300 22,254,400 (2.5) 309, ,600 22,875,400 41, Transfer Payments/Grants 47,584,200 47,197,500 48,656, , ,806,800 1,609, Interdepartmental Charges 14,097,900 14,343,300 15,093, ,500 14,000 15,540,000 1,196, Financial 2,987,400 3,091,700 3,138, ,138,000 46, Infrastructure Funding 20,229,000 17,626,400 21,016, ,016,500 3,390, Capital 1,770,400 1,830,800 1,943, ,000 24,400 1,987, , TOTAL EXPENDITURES 186,787, ,885, ,997, ,978, , ,667,300 9,782, REVENUES PIL's-Supplementaries-Local Improvements (3,008,400) (2,781,800) (2,795,700) (2,795,700) 13, Federal/Provincial Grants (58,250,800) (58,189,400) (58,168,700) 0.0 (1,032,700) (125,300) (59,326,700) 1,137, Municipal Recoveries (2,779,900) (3,201,700) (3,113,700) (2.7) (14,000) (5,000) (3,132,700) (69,000) (2.2) Fees & Service Charges (12,363,400) (12,555,300) (12,115,200) (3.5) 0 (3,500) (12,118,700) (436,600) (3.5) Transfer From Reserve & Reserve Funds (4,277,900) (4,705,800) (3,200,800) (32.0) 0 (75,000) (3,275,800) (1,430,000) (30.4) Interdepartmental Recoveries (13,704,600) (13,816,100) (14,578,100) 5.5 (432,500) (14,000) (15,024,600) 1,208, Other Revenues (7,558,900) (5,373,100) (7,415,000) (38.0) (38,300) 0 (7,453,300) 2,080, TOTAL REVENUES (101,943,800) (100,623,200) (101,387,200) 0.8 (1,517,500) (222,800) (103,127,500) 2,504, NET LEVY REQUIREMENT 84,843,900 84,261,800 90,610, , ,500 91,539,800 7,278, STAFFING COMPLEMENT

50 MAYOR & COUNCIL SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

51 MAYOR & COUNCIL SERVICES SUMMARY SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 440, , , , ,100 88, Materials & Supplies 22,100 20,300 19,800 (2.5) ,800 (500) (2.5) Services 36,800 27,700 27, , ,700 12, Transfer Payments/Grants 251, , ,600 (18.3) ,600 (48,000) (18.3) Interdepartmental Charges 87,100 88, , ,000 14, TOTAL EXPENDITURES 837, , ,200 (2.7) 90, ,200 67, REVENUES Transfer From Reserve & Reserve Funds (50,000) (50,000) 0 (100.0) (50,000) (100.0) TOTAL REVENUES (50,000) (50,000) 0 (100.0) (50,000) (100.0) NET LEVY REQUIREMENT 787, , , , , , STAFFING COMPLEMENT

52 OFFICE OF THE CAO PROPOSED LEVY SUPPORTED OPERATING BUDGET

53 OFFICE OF THE CAO CHIEF ADMINISTRATIVE OFFICER COUNCIL SERVICES 4-8

54 OFFICE OF THE CAO SUMMARY NET LEVY REQUIREMENT 2018 Forecasted Actuals 2018 APPROVED BUDGET Office of the CAO General Operations 491, , ,600 (21.3) ,900 (123,100) (21.2) Council Services 681, , , , , , TOTAL 1,173,400 1,333,600 1,315,200 (1.4) 20, ,335,500 1, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % of TOTAL 4-9

55 OFFICE OF THE CAO SUMMARY SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 1,237,900 1,250,200 1,263, ,263,600 13, Materials & Supplies 62,900 66,500 51,800 (22.1) 5, ,800 (9,700) (14.6) Services 325, , ,900 (10.3) 16, ,800 (29,700) (6.6) Interdepartmental Charges 167, , , , , Infrastructure Funding 85,000 85,000 75,000 (11.8) ,000 (10,000) (11.8) Capital 0 3,300 5, ,000 1, TOTAL EXPENDITURES 1,879,200 2,024,900 2,084, , ,106,100 81, REVENUES Fees & Service Charges (143,300) (116,100) (118,100) (118,100) 2, Transfer From Reserve & Reserve Funds (235,800) (235,800) 0 (100.0) (235,800) (100.0) Interdepartmental Recoveries (326,300) (326,300) (637,800) 95.5 (1,600) 0 (639,400) 313, Other Revenues (400) (13,100) (13,100) (13,100) TOTAL REVENUES (705,800) (691,300) (769,000) 11.2 (1,600) 0 (770,600) 79, NET LEVY REQUIREMENT 1,173,400 1,333,600 1,315,200 (1.4) 20, ,335,500 1, STAFFING COMPLEMENT

56 OFFICE OF THE CAO GENERAL OPERATIONS PROPOSED LEVY SUPPORTED OPERATING BUDGET

57 Office of the CAO General Operations SUMMARY OVERVIEW DEPARTMENT FUNCTION/SERVICES 1. Administrative leadership and direction across 6 Divisions consisting of 26 Departments 2. Provide oversight and management in the administration of the day-to-day affairs of Norfolk County 3. Establish and maintain appropriate management systems for planning, organizing, leading and controlling the organization 4. Ongoing development of management accountability framework addressing: leadership/strategic direction; results and accountability; people management; financial and asset management; information management; service delivery; and organizational values/culture 5. Emergency Operations Centre Manager and Chair of Emergency Control Group and Emergency Management Program Committee 6. Accountable for providing policy advice and implementing the decisions of Council 7. Coordinate implementation of the adopted/approved direction, plans and policies of Council, including operating and capital budgets PERFORMANCE MEASURES Measurable Service as of Sept 30 Senior Leadership Team Meetings Emergency Control Group Meetings and Mock Exercise Emergency Management Program Committee Meetings Joint Health & Safety Committee Meetings Performance Review/Planning Meetings (GMs and CM Staff) Council and Council-in-Committee Meetings Mentorship and Coaching Meetings PRIOR YEAR ACHIEVEMENTS 1. Management and Advocacy re: Gas Wells 2. Development of a corporate communications department 3. Structural and staffing changes to permanently address the County s development and planning process and improve service capacity 4. Reduced number of outstanding Council reports to under Completion of the 2018 budget process in 1.5 fewer days 6. Continued rationalization of Capital Budget and Ten-Year Capital Plan 7. Establishment and integration of County Solicitor 8. Establishment and integration of Development Engineering Department 9. Establishment and integration of Manager, Asset Management position 10. Relationship enhancements with the Norfolk County Public Library 11. Joined Federation of Canadian Municipalities (FCM) and have made application to Grants 4-11

58 Office of the CAO General Operations SUMMARY OVERVIEW UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Improvement and changes to Corporate Communications 2. Update the Corporate Strategic Plan 3. Ongoing leadership and hands-on involvement in emergency preparedness and management as Chair of the Emergency Control Group, Emergency Management Program Committee and Emergency Operations Centre Manager 4. Active participation in Western Ontario Wardens Caucus CAO Group and key regional initiatives (e.g. South Western Integrated Fibre Technology (SWIFT) Project) 5. Development of an Asset Management Policy MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Services show an overall increase of $165,600 driven mainly by the reallocation of all Legal Services from all other departments budgets in the amount of $155,300 as a result of having some history since the implementation of last year s CAI CAO County Solicitor, an increase of $5,000 to Contracted Services based on projected actuals and other minor budget adjustments round out the remaining $5,300 increase 2. Interdepartmental Charges show an increase of $30,400 and the main driver there is the addition of Legal Services in the amount of $26,500 and new charges for the County Solicitor in the amount of $3,400. Other minor adjustments of $500 round out the budget impacts 3. Interdepartmental Recoveries of $308,300 are a result of setting up the recoveries of Legal Services for both Internal and External costs 4. Salaries and Benefits show a decrease of $13,900 mainly due to the estimated salary for the solicitor budgeted higher than actual last year CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Gas Wells 2. Port Dover Medical Centre 3. Official Plan Review 4. New Councillor Code of Conduct, Integrity Commissioner 5. Grievance Hearings 6. Potential development of the Norplex HUB 7. Relationship with the Provincial Government 8. Reporting of Financial Information 9. Facilities/Property Ownership Opportunities 4-12

59 EXPENDITURES Office of the CAO General Operations DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 445, , ,600 (2.8) ,600 (13,900) (2.8) Materials & Supplies 21,000 21,700 27, ,500 5, Services 75, , , , , , Interdepartmental Charges 45,700 46,200 76, ,600 30, Capital 0 3,300 0 (100.0) (3,300) (100.0) TOTAL EXPENDITURES 587, , , , , , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges 0 (600) 0 (100.0) (600) (100.0) Interdepartmental Recoveries (95,500) (95,500) (402,200) (1,600) 0 (403,800) 308, Other Revenues (400) (600) (600) (600) TOTAL REVENUES (96,000) (96,700) (402,800) (1,600) 0 (404,400) 307, NET LEVY REQUIREMENT 491, , ,600 (21.3) ,900 (123,100) (21.2) STAFFING COMPLEMENT

60 COUNCIL SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

61 Council Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES Council Secretariat Licensing Records Management/FOI Requests Statutory duties as assigned in legislation to the Clerk/Municipal Election Print and Mail Customer Service and Corporate Switchboard PERFORMANCE MEASURES AGENDA MANAGEMENT Measurable Service as of Sept 30 No. of Agenda Pages 6,932 7,335 5,743 Meeting Hours Staff Reports to CIC or Council *does not include memos* By Department: CAO DCS PW CSD FS ECS HSS Closed Session Items Deputations By-laws RECORDS MANAGEMENT AND FREEDOM OF INFORMATION Measurable Service in % in % 2018 as of Sept 30 Number of Formal FOI Requests 44 98% in % in 30 days days Number of Appeals to the IPC Number of Privacy Breaches to IPC Number of Informal Requests (Lawyers) PRIOR YEAR ACHIEVEMENTS 1. Expansion of Electronic Records Management Program 2018 in % 67 97% in 30 days 4-14

62 Council Services DEPARTMENT SUMMARY 2. New Agenda Management processes and new report templates 3. Successful local government week program, increased level of public relations 4. Updates to County Procedural By-Law, New Action Item List Processes UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continued expansion of the Electronic Records Management Program rollout 2. Implement Integrated staff report submission workflows in Electronic Records Management software 3. Review of Business Licensing 4. Development and presentation of Accountability and Transparency Measures Proactive Disclosure Policy MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI CAO Terms of Reference - Telecommunications Advisory Committee establishment of a new committee - $10, CAI CAO Establishment of a Recreation Facilities Advisory Board (RFAB) establishment of a new committee - $10, Salary and Benefits increased by $27,300 based on economic and merit increases 4. Meeting Expenses have increased by $4,000 as a result of the Term of Council indicating a desire to have warm meals served at Council meetings 5. Interdepartmental Charges show an increase of $85,100, driven mainly by an adjustment to Office Space Rental in the amount of $68,300 as Council Services moved from a department in ECS to the Office of the CAO. Legal Services show an increase of $8,000 as part of a recalculation of projected legal requirements and a $5,500 increase to the Gilbertson Building Rental for file storage. Other minor budget adjustments round out the remaining $3,300 increase 6. Infrastructure Funding shows a $10,000 reduction to the Election Reserve as an analysis shows that it has an adequate balance 7. Within Fees and Service Charges, a negative impact of $2,600 is comprised of increases in Marriage and Other License Fees and permits of $32,200, offset by decreases to Lottery Licenses ($15,000), and Other User Fees ($6,300), Freedom of Information (FOI) applications ($2,700) and Commissioning Fees ($1.500) and Marriage Ceremony Fees ($4,100) all based on prior year s actuals CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Public is increasingly making requests for information and anticipating short-turn arounds. In most cases materials requested are readily available online. This creates a challenge as it is beneficial to consider different manners to provide information to assist the ability of individuals to perform searches themselves 2. The County s licensing and regulatory regime and their application to the Friday the 13 th event(s) is/are an ongoing area of public complaint and dissatisfaction 3. Significant work is required in to ensure all Committees of Council and Advisory Committees have updated Terms of Reference and are applying policies and processes consistently 4-15

63 Council Services DEPARTMENT SUMMARY 4. Implementation of the Integrity Commissioner and developing a clearer sense of the costs associated with the application and ongoing usage in the initial year of and future years. 5. Changes in terms of legislation are anticipated to result in the Municipal Elections Audit Compliance Committee requesting that an Auditor be appointed to review candidate expenses 4-16

64 EXPENDITURES Council Services DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 792, , , ,000 27, Materials & Supplies 41,900 44,800 24,300 (45.8) 5, ,300 (15,500) (34.6) Services 250, , ,200 (62.9) 15, ,200 (195,300) (58.4) Interdepartmental Charges 121, , , ,300 85, Infrastructure Funding 85,000 85,000 75,000 (11.8) ,000 (10,000) (11.8) Capital 0 0 5, ,000 5, TOTAL EXPENDITURES 1,291,600 1,348,200 1,224,800 (9.2) 20, ,244,800 (103,400) (7.7) Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (143,300) (115,500) (118,100) (118,100) 2, Transfer From Reserve & Reserve Funds (235,800) (235,800) 0 (100.0) (235,800) (100.0) Interdepartmental Recoveries (230,800) (230,800) (235,600) (235,600) 4, Other Revenues 0 (12,500) (12,500) (12,500) TOTAL REVENUES (609,900) (594,600) (366,200) (38.4) 0 0 (366,200) (228,400) (38.4) NET LEVY REQUIREMENT 681, , , , , , STAFFING COMPLEMENT

65 EMPLOYEE & CORPORATE SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

66 EMPLOYEE & CORPORATE SERVICES DIVISION GENERAL MANAGER CORPORATE SUPPORT SERVICES HUMAN RESOURCES CORPORATE COMMUNICATIONS INFORMATION TECHNOLOGY 4-18

67 EMPLOYEE & CORPORATE SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT 2018 Forecasted Actuals 2018 APPROVED BUDGET Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % of TOTAL Employee & Corporate Services Administration 293, , ,300 (39.2) ,300 (130,600) (39.2) Corporate Support Services Corporate Support Services General Operation 841, ,300 1,124, ,000 1,132, , Provincial Offences Act Administration (210,700) (511,500) (292,600) 42.8 (292,600) 218, Total Corporate Support Services 630, , , , , , Information Technology 337, , ,100 (16.4) (2,200) 88, ,200 22, Human Resources 11,500 66, , (2,500) 0 108,000 41, Corporate Communications 40, , ,900 23, TOTAL 1,313,300 1,240,500 1,468, ,200 96,300 1,584, ,

68 EMPLOYEE & CORPORATE SERVICES SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 3,388,600 3,657,100 3,847, ,800 84,800 4,269, , Materials & Supplies 304, , ,900 (3.4) 15, ,800 5, Services 779, , ,800 (4.4) 52,600 8, ,400 26, Interdepartmental Charges 540, , , , ,400 98, Financial 2,156,400 2,145,200 2,159, ,159,000 13, Infrastructure Funding 454, , ,400 (3.1) ,400 (13,000) (3.1) Capital 33,400 27,500 19,900 (27.6) 0 3,500 23,400 (4,100) (14.9) TOTAL EXPENDITURES 7,656,200 7,882,100 8,092, ,800 96,300 8,621, , REVENUES Federal/Provincial Grants Fees & Service Charges (70,700) (57,100) (41,700) (27.0) (48,100) 0 (89,800) 32, Transfer From Reserve & Reserve Funds (792,200) (816,300) (758,400) (7.1) 0 0 (758,400) (57,900) (7.1) Interdepartmental Recoveries (4,548,400) (4,519,900) (4,733,000) 4.7 (360,900) 0 (5,093,900) 574, Other Revenues (931,600) (1,248,300) (1,090,900) (12.6) (4,600) 0 (1,095,500) (152,800) (12.2) TOTAL REVENUES (6,342,900) (6,641,600) (6,624,000) (0.3) (413,600) 0 (7,037,600) 396, NET LEVY REQUIREMENT 1,313,300 1,240,500 1,468, ,200 96,300 1,584, , STAFFING COMPLEMENT

69 EMPLOYEE & CORPORATE SERVICES ADMINISTRATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

70 Employee & Corporate Services Administration DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Administration of and strategic planning for, Corporate Support Services, Human Resources, Information Technology and Corporate Communications 2. Ensuring Corporate business practices align with the Norfolk County Strategic Plan, Policies and Procedures PRIOR YEAR ACHIEVEMENTS 1. Completed a Request for Information for a Human Resource Information System (HRIS) based on identified gaps 2. Facilitated the creation of the Corporate Communications Department 3. Recruitment of the County Solicitor 4. Successfully lead the negotiations of the ONA and OPSEU Collective Agreements within Council given mandate 5. Oversight and strategic direction of Non Union Job Title Changes and the Job Evaluation Strategy 6. Champion the integration of modern applicant tracking and selection tools UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Drive the centralized procurement initiative and Information Technology (IT) infrastructure/processes 2. Champion successful centralization of the communications program 3. Lead the revitalization of the Careers page 4. Lead the negotiations of the CUPE Collective Agreement MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits decrease of $98,200 consists of: a) Decrease from position turnover offset by economic, merit and job evaluation increases - $10,300 b) Prior year CAI EBS Complaints and Compliance Specialist (EBS 17-68); reduction in salary and benefits as the position is not budgeted beyond April - $87, Interdepartmental Charges reduction of $119,000 is driven by the reallocation of the Office Space charges to Council Services based on Department realignment and to Corporate Support Services 3. Transfer From Reserves & Reserve Funds reduction of $87,900 due to 2018 one time funding from the Contingency Reserve for prior year approved CAI EBS Complaints and Compliance Specialist (EBS 17-68) CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Increased requests of IT customizations based on organizational needs 2. Limited resources to offer more digital services and digitization of services for ease of access 4-21

71 Employee & Corporate Services Administration DEPARTMENT SUMMARY 3. Implications of new legislation (i.e. Better Jobs Act, Making Ontario Open for Business Act (Bill 47), Pay Transparency Act, Restoring Trust, Transparency and Accountability Act (Bill 57), Municipal Act, and OMERS Comprehensive Plan Review) 4. Out of date Human Resources Information Systems (HRIS) infrastructure 4-22

72 EXPENDITURES Employee & Corporate Services Administration DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 320, , ,500 (24.9) ,500 (98,200) (24.9) Materials & Supplies 4,500 5,100 5, , Services 8,600 8,900 9, , Interdepartmental Charges 136, ,600 17,600 (87.1) ,600 (119,000) (87.1) TOTAL EXPENDITURES 469, , ,600 (39.7) ,600 (216,700) (39.7) Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Transfer From Reserve & Reserve Funds (87,900) (124,100) (36,200) (70.8) 0 0 (36,200) (87,900) (70.8) Interdepartmental Recoveries (87,800) (87,800) (89,600) (89,600) 1, Other Revenues (300) (500) (500) (500) TOTAL REVENUES (176,000) (212,400) (126,300) (40.5) 0 0 (126,300) (86,100) (40.5) NET LEVY REQUIREMENT 293, , ,300 (39.2) ,300 (130,600) (39.2) STAFFING COMPLEMENT (0.71) 4-23

73 CORPORATE SUPPORT SERVICES GENERAL OPERATIONS PROPOSED LEVY SUPPORTED OPERATING BUDGET

74 Corporate Support Services General Operations DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Risk Management including administration of insurance program, claims management and reporting, risk management identification and evaluation, risk inspections, certificates of insurance and facility user program administration 2. Asset Management Program for acquisition and disposal of all County assets 3. Customer Service including front counter services in Langton, casual customer service program, communications, response, comment cards, coordinated advertising 4. Special Events including coordination of applications and requirements, preparing by-laws and issuing permits 5. Purchasing including formal bid document review and closings, procurement card administration, cooperative purchasing initiatives and centralized procurement functions 6. Accessibility including compliance with AODA, corporate-wide accessibility initiatives, barrier-free access program 7. Realty Services including title searches, lien checks, land acquisitions and sales, road/lane closures and conveyances, lease agreements and registrations PERFORMANCE MEASURES Measurable Service as of Sept 30 Number of Insurance Claims Customer Service Information Inquiries 1,566 1,680 1,547 Number of Special Events Permits Issued Number of Special Event Temporary Road Closures Number of Bid Documents Reviewed Number of Bid Documents Issued through Centralized Purchasing Number of Contracts Executed through Centralized Purchasing Number of Accessibility Complaints and/or Requests for Accessible Formats or Communication Supports Number of Registrations Number of Title Searches Number of Property Sales PRIOR YEAR ACHIEVEMENTS 1. Cost Savings for the Insurance Program resulting from the issuance of the Request for Proposal for General Insurance and Risk Management Services 2. Establishing Norfolk County s second fully accessible/inclusive playground at Delcrest Park with funding through a successful grant application from the Enabling Accessibly Fund 3. Acquisition of provincial lands located at 33 Rob Blake Way for Public Works 4-24

75 Corporate Support Services General Operations DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Final Implementation Phase of Qualified Contractor database that centralizes the tracking and renewal of insurance certificates, WSIB certificates and AODA compliance 2. Centralization of Procurement Functions for Community Services and Public Works 3. Phase 2 Purchasing Policy and Procedures review and update 4. Comprehensive review and streamlining of the Outdoor Special Event Policy and Procedures 5. Ensure continued compliance with Integrated Accessibility Standards Regulation (IASR) 6. Phase 2 Approval for Mid-Sized Projects Enabling Accessibility Fund grant submission (Governor Simcoe Square) 7. Ongoing involvement with the Norplex Hub project 8. Disposal of surplus property located at 161 Wellington Street, Delhi MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI ECS Accessible Document/PDF Remediation; to ensure items on the website are accessible - levy impact of $8, Salaries & Benefits increase of $181,500 consist of: a. Reallocation of two positions from Public Works and Community Services - $122,900 b. Net increase of $58,600 from economic, salary and job evaluation increases offset by staff turnover - $58, Services increase of $40,600 is driven by: a. Re-establishment of the Title Searching and Document Registration budget of $23,000, which was removed in error during the 2018 budget b. Decrease in Legal Services driven by the reallocation of Legal Services to Interdepartmental Charges based on the hiring of the County Solicitor - $10,300 c. Increase in Services which are Recoverable though Norfolk County property sales, which is fully offset by an increase in Other Revenues - $20,000 d. Increase for NBI Accessible Document/PDF Remediation of $8, Interdepartmental Charges increase of $32,000 is driven by the services of the County Solicitor and IT Support Charges 5. Minor increase in Financial of $5,900 consists of reduction in Insurance Premiums of $82,000 based on the Request for Proposal for General Insurance and Risk Management Services offset by an increase in Insurance Deductibles of $79,900 based on historical deductibles paid 6. Capital increase of $10,000 represents the request for mobility charging stations 7. Fees and Service Charges reduction of $15,100 driven by the ending of a lease agreement and the reduction in expected recoveries from User Fees for Realty Service Administration Fees based on actual fees collected 8. Transfer from Reserve & Reserve Funds reduced by $25,500 to phase out the funding of the Realty Services Program from the Property Management Reserve as it is anticipated it may be unsustainable to continue to fund the program from this reserve 4-25

76 Corporate Support Services General Operations DEPARTMENT SUMMARY 9. Interdepartmental Recoveries increase of $91,700 is based on prior year insurance premiums actuals with an inflationary adjustment as allocated to operating departments 10. Other Revenues increase of $48,400 consists of: a. Increase in External Recoveries from Insurance Claims Processed based on current year actuals - $11,200 b. Increase in Facility User Insurance Recoveries due to the program initiation in $8,000 c. Recoverable amounts due to Norfolk County property sales, offset by an increase in Services - $20,000 d. Purchasing Card provider rebate based on the expansion of the purchasing card program - $9,200 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Recruitment and Retention Issues 2. Continued training requirements to ensure efficient operations and continuity 3. Legislative changes introduced through the Comprehensive Economic and Trade Agreement (CETA) and Canadian Free Trade Agreement (CFTA) and its implications on Norfolk County s Purchasing Policy and Procedures 4. Implication of Joint and Several Liability and long-tail Liability Claims 4-26

77 EXPENDITURES Corporate Support Services General Operation DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 968,100 1,082,800 1,264, ,264, , Materials & Supplies 28,200 26,400 31, ,100 4, Services 126, , , , ,200 40, Interdepartmental Charges 136, , , ,300 32, Financial 1,958,300 1,953,700 1,959, ,959,600 5, Infrastructure Funding 89,100 11,800 12, , Capital 3,400 3,000 13, ,000 10, TOTAL EXPENDITURES 3,310,200 3,357,600 3,624, ,000 3,632, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants Fees & Service Charges (54,800) (39,800) (24,700) (37.9) 0 0 (24,700) (15,100) (37.9) Transfer From Reserve & Reserve Funds (174,900) (167,100) (149,800) (10.4) 0 0 (149,800) (17,300) (10.4) Interdepartmental Recoveries (2,097,200) (2,068,700) (2,160,400) (2,160,400) 91, Other Revenues (142,400) (116,700) (165,100) (165,100) 48, TOTAL REVENUES (2,469,300) (2,392,300) (2,500,000) (2,500,000) 107, NET LEVY REQUIREMENT 841, ,300 1,124, ,000 1,132, , STAFFING COMPLEMENT

78 PROVINCIAL OFFENCES ACT ADMINISTRATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

79 Provincial Offences Act Administration DEPARTMENT OVERVIEW DEPARTMENT FUNCTION/SERVICES 1. As an area within Corporate Support Services, Provincial Offences Act Administration includes administration, prosecution, court facilities, in-court support, fine payments and collections PERFORMANCE MEASURES Measurable Service as of Sept 30 Number of charges received from enforcement agencies and processed 6,291 6,353 3,912 POA fines outstanding $5,939, $6,292, $6,173,205.00* *as of Aug POA fines collected by collection agency $46, $72, $53, POA fines collected by internal staff $387, $388, $270, PRIOR YEAR ACHIEVEMENTS 1. Collaboration with MAG Case Management Team for effective scheduling and court utilization 2. POA collection strategy enhancements UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continued focus on court scheduling and utilization to create efficiencies for Central West Region and cost savings (adjudication and prosecution) 2. Continued focus on POA collection strategies as time and resources permit 3. Create efficiencies through the implementation of electronic importing of ICON RICO reports provided through the Ministry of Attorney General (MAG) MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits increase of $8,100 is based on economic, merit and job evaluation 2. Services decrease of $88,100 is driven by the legal services budget reallocation to Interdepartmental Charges 3. Interdepartmental Charges increase of $96,300 is driven by the reallocation from Services and a further requirement for legal services based on a review by the County Solicitor 4. Other Revenues decrease of $200,000 is driven by a recalculation of POA fine collections based on a three year average 4-28

80 Provincial Offences Act Administration DEPARTMENT OVERVIEW CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Transfer of responsibilities for Part 3 Prosecution Services to the Municipal partner in accordance with the Bill 177, Stronger, Fairer, Ontario Act. 2. Continued training requirements for staff members to ensure efficient operations and continuity 4-29

81 EXPENDITURES Provincial Offences Act Administration DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 315, , , ,800 8, Materials & Supplies 8,100 8,200 8, , Services 195, , ,300 (41.9) ,300 (88,100) (41.9) Interdepartmental Charges 43,800 44, , ,900 96, Financial 13,100 12,700 13, , TOTAL EXPENDITURES 575, , , ,900 17, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (900) (3,100) (1,500) (51.6) 0 0 (1,500) (1,600) (51.6) Transfer From Reserve & Reserve Funds Other Revenues (785,600) (1,114,000) (914,000) (18.0) 0 0 (914,000) (200,000) (18.0) TOTAL REVENUES (786,600) (1,117,100) (915,500) (18.0) 0 0 (915,500) (201,600) (18.0) NET LEVY REQUIREMENT (210,700) (511,500) (292,600) (292,600) 218, STAFFING COMPLEMENT

82 INFORMATION TECHNOLOGY PROPOSED LEVY SUPPORTED OPERATING BUDGET

83 Information Technology DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Information Technology (I.T.) will deliver services by: a. An internal I.T. helpdesk service and work order system b. Internal support and maintenance of telephone, cellular phone and voic systems c. Internal support, maintenance and installation of I.T. infrastructure equipment d. Internal support of corporate software applications e. Internal support of networks, data backup, and security f. Internal support of electronic mail systems ( ) g. Internal support of the Norfolk County website h. Internal support of the video camera equipment for broadcasting public meetings i. Internal support of surveillance camera equipment for security systems j. Internal support of the Building Access Control Card system for Norfolk County Employees k. External support and training of corporate software applications by each vendor l. External support, design and development of Norfolk County sponsored websites m. External support of fibre, wireless and DSL municipal area network (MAN) connections including the water and wastewater SCADA network connections PERFORMANCE MEASURES Measurable Service as of Sept 30 Number of Service Desk Tickets 9,284 8,616 7,299 Number of Computer Workstations (Desktop and Laptops) Number of Smartphone Devices Number of Cell Phones Number of Supported Networked Locations Hour Response to High Level Service Desk Tickets (80%) 32% 77% 78% 4 Day Response to Medium Level Work Orders (80%) 72% 92% 90% PRIOR YEAR ACHIEVEMENTS 1. Upgrade network connectivity to fibre optics for all facilities in Langton, Port Rowan and St. Williams 2. Upgrade of the county s telephone system to SIP trunking to reduce analogue lines and improved system resiliency 3. Installation of an electronic faxing solution and migration of traditional phone lines to this solution 4. Upgrade of the county s electronic system 5. Acquisition and installation of security auditing solution to monitor document access control 6. Support all technology for the 2018 municipal election 4-31

84 Information Technology DEPARTMENT SUMMARY 7. Updates to a number of corporate applications including GIS 8. Replacement of laptop and desktop equipment included in the 2018 replacement program 9. Installation of fire suppression system in the primary data centre located at the County Administration building 10. Centralization of all photocopier replacement under the IT Capital replacement program 11. Upgrade of Health Inspection software system providing on-line service for the disclosure of inspection results UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Acquisition and implementation of a human resources information management system (HRIS), if approved by Council 2. Complete upgrade of building, by-law and planning property management system to web enabled system 3. Implementation of on-line services for the Building and By-Law Department as part of the property management upgrade 4. Replacement of Desktops and Laptops scheduled for replacement 5. Upgrade connectivity to Water and Waste Water facilities located in Port Dover to fibre optics 6. Corporate application upgrades where necessary 7. Tender for fibre optic connectivity for county facilities located in Waterford 8. Assist in the replacement of the current facility booking and program registration software system 9. Review and update IT disaster recovery plan 10. Complete security audits for the county and make necessary changes to the current environment to reduce future security breaches 11. Assist in the development of various electronic forms with improved workflow for various internal processes MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI ECS Programmer Analyst Position; to support software systems as required by departments - levy impact of $88, Salaries & Benefits increase of $110,700 consists of: a. Economic & merit increases in the amount of $25,900; b. NBI Programmer Analyst Postion totaling $84, Materials & Supplies decrease of $20,200 is driven by the reduction of telephone charges via reduced number of extensions 4. Services increase of $43,600 is driven by the additional requirement of Software Support and maintenance & repairs for existing I.T. infrastructure 5. Infrastructure Funding decrease of $13,200 driven by the reallocation of a portion of the proposed debt payments for the Fibre Build to Port Rowan capital project; debt issuance to be shared with the rate supported budget 6. Capital decrease of $19,000 driven by the completion of a prior year capital project funded through operations 7. Interdepartmental Recoveries increase of $104,700 is driven by increased charges to other departments for I.T. support based on system or user requirements 4-32

85 Information Technology DEPARTMENT SUMMARY CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Limited Resources for maintaining existing services 2. Response to 24 hour operations that require I.T. support 3. Minimize system downtime and plan updates appropriately 4. Network and data security to minimize/eliminate any type of intrusion 5. Develop preventative maintenance, change management and auditing processes with limited number of resources 4-33

86 EXPENDITURES Information Technology DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 807, , , , , , Materials & Supplies 209, , ,700 (9.5) ,700 (20,200) (9.5) Services 274, , , ,800 43, Interdepartmental Charges 100, , , ,500 13, Infrastructure Funding 365, , ,400 (3.3) ,400 (13,200) (3.3) Capital 24,500 24,500 2,000 (91.8) 0 3,500 5,500 (19,000) (77.6) TOTAL EXPENDITURES 1,780,800 1,842,900 1,869, ,300 1,957, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Interdepartmental Recoveries (1,442,900) (1,442,900) (1,545,400) 7.1 (2,200) 0 (1,547,600) 104, Other Revenues 0 (12,300) 0 (100.0) (12,300) 0.0 TOTAL REVENUES (1,442,900) (1,455,200) (1,545,400) 6.2 (2,200) 0 (1,547,600) 92, NET LEVY REQUIREMENT 337, , ,100 (16.4) (2,200) 88, ,200 22, STAFFING COMPLEMENT

87 HUMAN RESOURCES PROPOSED LEVY SUPPORTED OPERATING BUDGET

88 DEPARTMENT FUNCTION/SERVICES 1. Labour and Employee Relations 2. Organizational Development Programs 3. Training and Staff Development 4. Payroll, Salary and Benefits Administration 5. Organizational Health, Safety and Wellness 6. Recruitment and Retention Human Resources DEPARTMENT SUMMARY PERFORMANCE MEASURES Measurable Service as of Sept 30 Number of resumes received 3,069 5,974 7,067 Number of WSIB Claims Number of Collective Agreements ratified 1 (SEIU) 2 (IAMAW, UFCW) 2 (ONA, OPSEU) Number of electronic pay stubs issued 25,385 25,962 21,274 Number of positions posted 300 (PRs processed) 189 (positions posted) 53 (summer student PRs) 362 (SRs processed) 218 (positions posted) 51 (summer student SRs) 337 (SRs processed) 265 (positions posted) 54 (summer student SRs) Number of training sessions conducted PRIOR YEAR ACHIEVEMENTS 1. Implemented changes as a result of Bill Implemented changes to the Non Union position titles 3. Reviewed and updated the Non Union Job Evaluation process and evaluated a significant number of positions that required re-evaluation 4. Implemented of an online recruiting via the Workable platform and through the jobs@norfolkcounty.ca address 5. Awarded a contract for Benefits Consulting Services through the RFP process 6. Continued to implement Wellness Strategy including support for Psychological Health & Safety 7. Enhanced and made revisions and refinements to the On-Boarding Package 8. Enhanced the succession management initiatives through existing and new strategies including benchmarking, mentorship, leadership development and support for youth 9. Finalized negotiations for and ratification OPSEU and ONA Collective Agreements 10. Continued to review Norfolk County s compensation strategy for all employee groups 11. Continued to design and deliver corporate training programs to meet the needs of the organization including legislative compliance, succession management, wellness and professional development 12. Reviewed and updated a significant number of Human Resources policies 4-35

89 Human Resources DEPARTMENT SUMMARY 13. Continued to endorse our corporate coaching culture through continued promotion and facilitation of the Heart of Coaching framework UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Finalize collective bargaining with CUPE Local Enter into collective bargaining with SEIU, UFCW and IAMAW 3. Thorough review of the Non Union group s compensation 4. Update of Human Resources policies on a regular ongoing basis 5. Review and streamline the Summer Student recruitment process 6. Review, update and implement a Supervisory training program for new supervisors MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits increase of $73,500 consists of: a. Economic, merit and job evaluation increases - $27,400 b. Reallocation of the CUPE President from Financial Services (ECS 18-30) - $46, Services decrease of $23,100 is driven by the reallocation of Legal Services to Interdepartmental Charges based on the hiring of the County Solicitor; offset by increases from the Employee Assistance Program and Medical Consults 3. Interdepartmental Charges increase of $49,100 is driven by the reallocation from Services and further requirement for Legal Services based on a review by the County Solicitor 4. Capital increase of $4,900 is for a one-time project for office modifications 5. Transfer from Reserve & Reserve Funds increase of $47,300 is to fund eligible Health and Wellness related costs 6. Other Revenues increase of $6,500 is driven by the reallocation of CUPE recoveries for the Union President 7. Interdepartmental Recoveries increase of $19,600 results from a 2.1% increase in HR Support Charges allocated to other Departments through interdepartmental charges. CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Continuous changes to employment legislation including the Occupational Health & Safety Act, Employment Standards Act, and Case Law pertaining to the Ontario Human Rights Code 2. Succession management continues to be a critical component of the Norfolk County Strategic Plan due to retention challenges and the number of increasing retirements 3. Psychological Health and Safety and Mental Health has become a central issue in Ontario Workplaces 4. Duty to Accommodate due to grounds under the Ontario Human Rights Code increasing 5. Ministry of Labour initiative on Musculoskeletal Disorder prevention focusing on Municipalities (April -March 2020) 4-36

90 EXPENDITURES Human Resources DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 952, ,700 1,051, ,051,200 73, Materials & Supplies 45,300 44,500 49, ,500 5, Services 174, , ,100 (11.1) ,100 (23,100) (11.1) Interdepartmental Charges 123, , , ,600 49, Financial 185, , , ,000 7, Capital 0 0 4, ,900 4, TOTAL EXPENDITURES 1,479,700 1,530,700 1,647, ,647, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (15,000) (14,200) (15,500) (15,500) 1, Transfer From Reserve & Reserve Funds (529,400) (525,100) (572,400) (572,400) 47, Interdepartmental Recoveries (920,500) (920,500) (937,600) 1.9 (2,500) 0 (940,100) 19, Other Revenues (3,300) (4,800) (11,300) (11,300) 6, TOTAL REVENUES (1,468,200) (1,464,600) (1,536,800) 4.9 (2,500) 0 (1,539,300) 74, NET LEVY REQUIREMENT 11,500 66, , (2,500) 0 108,000 41, STAFFING COMPLEMENT

91 CORPORATE COMMUNICATIONS PROPOSED LEVY SUPPORTED OPERATING BUDGET

92 Corporate Communications DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Corporate Communications Department was established through report CAO Communications Department Proposal, which was approved on May 15, 2018; existing staff resources and associated budgets have been reallocated in order to assemble a team of dedicated communications professionals; the creation of the Department will allow a greater degree of service coverage and communications specialization 2. The main functions of the Corporate Communications Department include: a) Media relations; b) Crisis communications/issues management; c) Social media communications; d) Marketing and branding; e) Internal communications UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Hiring and onboarding of two Communications Specialists and one Graphic Designer 2. Development of a Corporate Communications Plan which aligns with Norfolk County s strategic plan 3. Development of key performance measures CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Communicating with a diverse population spread out across a large geographic area 2. Rapidly changing traditional media landscape 3. Expectation of engagement with County via social media 24/7 4-38

93 EXPENDITURES Corporate Communications DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 24, , , , Materials & Supplies 9, , ,900 15, Services 1, , ,600 52, Interdepartmental Charges , ,500 27, Capital 5, TOTAL EXPENDITURES 40, , , , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (48,100) 0 (48,100) 48, Interdepartmental Recoveries (356,200) 0 (356,200) 356, Other Revenues (4,600) 0 (4,600) 4, TOTAL REVENUES (408,900) 0 (408,900) 408, NET LEVY REQUIREMENT 40, , ,900 23, STAFFING COMPLEMENT

94 FINANCIAL SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

95 FINANCIAL SERVICES DIVISION GENERAL MANAGER ACCOUNTING SERVICES FINANCIAL PLANNING & REPORTING REVENUE & TAX SERVICES 4-40

96 Financial Services DIVISION SUMMARY DIVISION FUNCTION/SERVICES 1. Primary function is to fulfill the fiduciary responsibilities, in the Municipal Act, 2001, over the financial assets of the corporation. This is accomplished by providing comprehensive financial systems, effective business processes and thorough internal controls in compliance with generally accepted accounting principles and regulatory requirements. Financial reporting is presented in accordance with the requirements of the Public Sector Accounting Board (PSAB) 2. Specific responsibilities include providing corporate accounting services, financial planning for capital and operating requirements, long and short-term investments, capital project financing, Reserve/Reserve Fund/Trust Fund management 3. Billing and collection of all County revenues, preparation and management of applications for grants and subsidies 4. Provide sound advice to Senior Leadership and Council on all matters affecting the health and sustainability of the Corporation s financial position PERFORMANCE MEASURES Measurable Service as of Sept 30 Invoices Processed 24,855 20,868 12,358 Total number of Payments for Year 12,591 12,050 7,032 Number of EFT Payments 9,481 9,525 5,600 Total Percentage of EFT Payments 75% 79% 80% Total Property Taxes Billed for Year 100,409, ,033, ,994,738* Total Current Year Taxes Paid 95,326,853 98,456,947 98,143,606* Percentage Current Year Taxes Collected 94.9% 94.6% 90.0%* Total Tax Arrears 8,280,628 8,296,125 14,685,468** Arrears as a percentage of Current Year Taxes Billed 8.2% 7.9% 13.5%** Standard & Poors Credit Rating AA- AA- N/A Reserves & Reserve Funds (in millions) N/A Surplus / (Deficit) Levy Supported Operating (1,451,955) (5,633,493) N/A *Tax numbers are as at Nov 6, 2018 **Includes supplementary taxes due in January/February 4-41

97 Financial Services DIVISION SUMMARY PRIOR YEAR ACHIEVEMENTS 1. Completed a comprehensive Reserve and Reserve Fund review and established a rebuilding strategy of the balances in order to sustain the ten year capital plan 2. Transition of a new Treasurer and Deputy Treasurer in 2017 and Accounting Services re-organization in Established a successful first annual Budget Overview and Economic Outlook 4. Redefined and implemented a post-employment and benefit accrual process through an actuarial analysis 5. Ongoing improvements and researching functionality of the financial system 6. Variance reporting of the Health Unit and inclusion of high level variance information in year-end report 7. Successful implementation of phasing out the vacancy rebate program 8. Established improved efficiencies and timeliness with year-end process UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Commence preparation for internal financial reporting 2. Complete Financial Statements in a timely manner and the Financial Information Return by the provincial due date 3. Continue the Reserve and Reserve Fund reform using Fund Manager and establish a funding policy 4. Complete the Development Charges Study 5. Commence preparation for new Asset Management Plan (AMP) legislation and prepare the AMP Policy 6. Ongoing improvements to provide financial information on Council reports 7. Review of accounts receivable and collection policies and procedures 8. Ongoing tax arrears collection process to maintain percentage of arrears less than 10% MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Economic, merit and job evaluation increases in salaries and benefits in the amount of $90, The increase in Infrastructure Funding of $48,200 is due to the Debt Principle and Interest for the financial system capital project 3. Services show an increase of $42,600. This is driven primarily by an increase to the Municipal Property Assessment Corporation (MPAC) annual contract of $30,500, and increase of $8,500 for financial software subscriptions and maintenance, offset by a decrease of $6,800 to tax bill printing 4. The decrease in External Recoveries of $13,400 is due to the retirement of an individual in a role that was partially funded by an external party CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Fiscal sustainability providing funding for capital projects for replacement of infrastructure and other assets 2. Bill 177 was passed to establish more reporting related to Asset Management Plans which will require significant resources 3. The Assessment Review Board assigned greater responsibility on municipalities to actively participate in appeals. Difficulties fulfilling mandated obligations with current limited resources 4-42

98 Financial Services DIVISION SUMMARY 4. There was a $6.9 million infrastructure gap between depreciated assets and contributions to the Capital Replacement Reserves in 2017 and the projected gap for 2018 is $6.7 million 5. Norfolk County s long term liabilities have doubled from 2009 to 2017 and are projected to increase by another 39% by the end of The Corporation s reserve and reserve fund balances have been reduced by $26.1 million from 2009 to 2017 (excluding the Legacy Fund), which represents a significant challenge to finance the future infrastructure replacement needs of Norfolk County 7. In 2009, Norfolk County was in a net financial asset position of $15.9 million and at the end of 2017, the County was in a net financial debt position of $17.8 million. Net Financial Debt is a measure of current assets over all liabilities, although this is not currently an issue, this indicates a trend that may impact the future capability of Norfolk County to meet its long term obligations 4-43

99 FINANCIAL SERVICES SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 1,993,700 2,095,900 2,186, ,186,500 90, Materials & Supplies 30,000 30,600 29,200 (4.6) ,200 (1,400) (4.6) Services 1,478,800 1,439,300 1,481, ,481,900 42, Interdepartmental Charges 257, , ,600 (0.6) ,600 (1,600) (0.6) Financial Infrastructure Funding , ,200 48, Capital 11,500 10,000 7,000 (30.0) 0 0 7,000 (3,000) (30.0) TOTAL EXPENDITURES 3,771,800 3,833,000 4,008, ,008, , REVENUES Fees & Service Charges (241,600) (246,100) (244,600) (0.6) 0 0 (244,600) (1,500) (0.6) Transfer From Reserve & Reserve Funds Interdepartmental Recoveries (1,123,300) (1,123,300) (1,138,500) 1.4 (9,500) 0 (1,148,000) 24, Other Revenues (9,500) (13,400) 0 (100.0) (13,400) 0.0 TOTAL REVENUES (1,374,500) (1,382,800) (1,383,100) 0.0 (9,500) 0 (1,392,600) 9, NET LEVY REQUIREMENT 2,397,300 2,450,200 2,625, (9,500) 0 2,615, , STAFFING COMPLEMENT (0.40) 4-44

100 HEALTH & SOCIAL SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

101 HEALTH & SOCIAL SERVICES DIVISION GENERAL MANAGER HALDIMAND NORFOLK HEALTH UNIT HALDIMAND NORFOLK SOCIAL SERVICES & HOUSING NORVIEW LODGE QUALITY, PLANNING, ACCOUNTABILITY & PERFORMANCE 4-45

102 HEALTH & SOCIAL SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT 2018 Forecasted Actuals 2018 APPROVED BUDGET Health & Social Services Administration Quality, Planning, Accountability & Performance Social Services 1,373,600 1,411,700 1,442, ,442,400 30, Norview Lodge 5,102,600 5,359,300 5,258,200 (1.9) 0 0 5,258,200 (101,100) (1.9) Housing Services 2,540,900 2,405,400 2,518, ,800 2,524, , TOTAL 9,017,200 9,176,400 9,218, ,800 9,224,700 48, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % of TOTAL 4-46

103 HEALTH & SOCIAL SERVICES SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 19,444,800 19,772,000 19,956, ,500 12,000 20,374, , Materials & Supplies 1,797,800 1,870,400 1,983, , ,016, , Services 2,545,800 2,656,800 2,379,000 (10.5) 17,800 50,100 2,446,900 (209,900) (7.9) Transfer Payments/Grants 28,965,000 28,683,300 29,176, , ,279, , Interdepartmental Charges 1,780,600 1,877,200 1,825,600 (2.7) 196, ,021, , Financial 6,800 6,300 5,900 (6.3) 0 0 5,900 (400) (6.3) Infrastructure Funding 2,013,700 2,013,700 2,013, ,013,600 (100) 0.0 Capital 115, ,500 36,000 (72.0) ,000 (92,500) (72.0) TOTAL EXPENDITURES 56,670,100 57,008,200 57,377, ,500 62,100 58,194,600 1,186, REVENUES Federal/Provincial Grants (39,157,500) (39,014,700) (39,254,800) 0.6 (688,600) (3,000) (39,946,400) 931, Municipal Recoveries (1,856,000) (2,080,700) (1,987,100) (4.5) 0 (3,300) (1,990,400) (90,300) (4.3) Fees & Service Charges (4,352,900) (4,213,200) (4,251,900) (4,251,900) 38, Transfer From Reserve & Reserve Funds (65,800) (65,800) (205,200) (50,000) (255,200) 189, Interdepartmental Recoveries (1,731,400) (1,863,100) (1,824,800) (2.1) (66,900) 0 (1,891,700) 28, Other Revenues (489,300) (594,300) (634,300) (634,300) 40, TOTAL REVENUES (47,652,900) (47,831,800) (48,158,100) 0.7 (755,500) (56,300) (48,969,900) 1,138, NET LEVY REQUIREMENT 9,017,200 9,176,400 9,218, ,800 9,224,700 48, STAFFING COMPLEMENT

104 HEALTH & SOCIAL SERVICES ADMINISTRATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

105 Health & Social Services Administration DEPARTMENT SUMMARY DIVISION FUNCTION/SERVICES 1. The Health & Social Services Division is comprised of: The Haldimand-Norfolk Health Unit, Social Services and Housing, Norview Lodge and Quality, Planning, Accountability and Performance 2. Staff in the Health Unit, Social Services and Housing and Quality, Planning, Accountability and Performance deliver services to both Haldimand and Norfolk Counties 3. Staff act as a resource to Norfolk County in its role as the Board of Health and Consolidated Municipal Services Manager for Haldimand and Norfolk Counties and as the Committee of Management for Norview Lodge PRIOR YEAR ACHIEVEMENTS 1. Continued implementation of OUR Culture 2. A functional assessment of accommodations in Haldimand County 3. EarlyON new service 4. Medical assisted induced death policy development 5. Homelessness Prevention program offered in-house 6. Recruitment of a full time Medical Officer of Health 7. Divisional branding with new logo and address 8. Four year agreement reached with ONA UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Quality, Planning, Accountability and Performance Framework ongoing 2. Continue with community partnerships to move Health and Social Services mandate 3. Work within approved budgets, manage resources to maintain and deliver as many programs and services as can be resourced, based on legislated mandates 4. Human Services Integration program ongoing 5. Haldimand Accommodation Expansion MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits increase of $7,900 is based on economic and merit increases 2. Materials & Supplies increase of $2,100 is driven by the increase in toner and ink costs, external staff meetings and increased data charges 3. Services decrease of $23,300 is largely driven by one-time items completed in 2018, including the accommodation assessment for Haldimand Offices 4. Capital decrease of $15,000 is driven by a one-time item completed in 2018 (Dunnville building access) 5. Interdepartmental Recoveries decrease of $27,800 is based on total expenditures (entirely charged out to other H&SS departments) 4-48

106 Health & Social Services Administration DEPARTMENT SUMMARY CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Public Health OPHS modernization - continue to implement as released 2. Patient First Bill 41 - ongoing with MOH/LHIN partnership 3. Expert Panel recommendation of Public Health - uncertainty 4. Hydrogen sulphide gas wells - ongoing 5. HNHB Local Health Integrated Network Anchor Table 6. Opioid crisis 7. Social Assistance Reform - implement as plan is released 8. Cannabis SFOA implementation 4-49

107 EXPENDITURES Health & Social Services Administration DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 281, , , ,100 7, Materials & Supplies 21,000 19,600 21, ,700 2, Services 145, , ,000 (14.3) ,000 (23,300) (14.3) Interdepartmental Charges 21,600 22,100 22, , Financial Capital 5,500 15,000 0 (100.0) (15,000) (100.0) TOTAL EXPENDITURES 474, , ,400 (5.7) ,400 (27,800) (5.7) Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Interdepartmental Recoveries (473,000) (486,400) (458,600) (5.7) 0 0 (458,600) (27,800) (5.7) Other Revenues (1,800) (1,800) (1,800) (1,800) TOTAL REVENUES (474,800) (488,200) (460,400) (5.7) 0 0 (460,400) (27,800) (5.7) NET LEVY REQUIREMENT STAFFING COMPLEMENT

108 QUALITY, PLANNING, ACCOUNTABILITY & PERFORMANCE PROPOSED LEVY SUPPORTED OPERATING BUDGET

109 Quality, Planning, Accountability and Performance DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Quality, Planning, Accountability and Performance (QPAP) department is comprised of an epidemiologist, data analyst, priority population nurses, health planner, reception, and emergency planner 2. Staff in this department deliver services to both Haldimand and Norfolk Counties through support to the Health Unit, Social Services & Housing and Norview Lodge 3. The staff act as a resource in the areas of program planning, emergency planning, program monitoring and evaluation, and quality management PERFORMANCE MEASURES Measurable Services as of Sept 30 Work orders completed 1, Public inquiries resolved Media events completed (media releases) UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Public disclosure of inspections, personal service settings etc. 2. Public reporting of accountability indicators and other accomplishments of the division 3. Development and implementation of performance framework 4. Development of a risk management framework 5. Continued institutionalization of a quality culture within the division MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI for Board of Health report HSS MOHLTC 2018 Approved Budget for HNHU - $66, CAI for Council report CAO Corporate Communications Department - net $0 3. Salaries & Benefits decrease of $95,700 consist of: a. CAI Corporate Communication Department - decrease of $184,700 b. CAI MOHLTC 2018 Approved Budget for HNHU - increase of $65,400 c. Economic, merit and job evaluation - increase of $23, Materials & Supplies decrease of $7,100 is driven by the CAI for Council report CAO Corporate Communication Department 5. Services increase of $3,000 is driven by multiple training opportunities including IDEAS Advanced Learning Program (ALP), The Ontario Public Health Convention (TOPHC) and the Ontario Municipal Social Services Association (OMSSA) 6. Interdepartmental Charges increase of $208,500 is largely driven by the chargeback from the CAI Corporate Communications Department and also includes increases from supporting departments 7. Interdepartmental Recoveries increase of $108,700 is based on total expenditures (entirely charged out to other H&SS departments) 4-51

110 Quality, Planning, Accountability and Performance DEPARTMENT SUMMARY CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Implementation of a Risk Management Framework 2. Impact of the Provincial reorganization of Social Services 3. Community Assessment 4-52

111 EXPENDITURES Quality, Planning, Accountability & Performance DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 961,500 1,059,900 1,083, (119,300) 0 964,200 (95,700) (9.0) Materials & Supplies 27,500 39,900 40, (7,200) 0 32,800 (7,100) (17.8) Services 8,100 15,000 20, (2,700) 0 18,000 3, Interdepartmental Charges 30,000 30,400 42, , , , TOTAL EXPENDITURES 1,027,200 1,145,200 1,187, , ,253, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants Municipal Recoveries Interdepartmental Recoveries (1,027,000) (1,145,200) (1,187,000) 3.7 (66,900) 0 (1,253,900) 108, Other Revenues (100) TOTAL REVENUES (1,027,200) (1,145,200) (1,187,000) 3.7 (66,900) 0 (1,253,900) 108, NET LEVY REQUIREMENT STAFFING COMPLEMENT (1.60) (1.60) 4-53

112 SOCIAL SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

113 Social Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Ontario Works program provides employment assistance and financial assistance to people in financial need 2. The vision of Ontario Works is: To achieve improved employment outcomes for Ontario Works participants by increasing individual employability with the goal of sustainable employment and increased financial independence 3. The Social Services Department also includes Children s Services which provides child care fee subsidy to eligible families, operating support to licensed child care centres and administration, funding and oversight of the Early ON Child and Family Centres in Haldimand and Norfolk Counties PERFORMANCE MEASURES Measurable Service as at Sept 30 Response time to client eligibility (days) Case load (in benefit units) and % of population or households 1,272 = 2.6% households 1,241= 2.6% of households 1,203 = 2.7% of households Average length of time receiving assistance 28.4 months 28.6 months 30.0 months PRIOR YEAR ACHIEVEMENTS 1. Achievement of the provincial benchmarked turnaround time of four days and excellent customer service 2. Achievement of the Ontario Works service targets for the number of program participants exiting to employment 3. Completion of the Request for Proposals process for the Licensed Home Child Care and EarlyON Child and Family Centre programs 4. Achievement of service targets for the Ministry of Education childcare expansion initiative 5. Successful transition of the EarlyON Child and Family Centres from the Ministry of Education to the Social Services & Housing Department UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. To meet or exceed the targets established in the Ontario Works Service Plan 2. Implementation of the Ministry of Children Community and Social Services social assistance reform plans for Ontario Works 3. Continued support of the community s licensed child care system to respond to the needs of families for high quality and affordable licensed child care 4. Continued implementation of the EarlyON Child and Family Centres in partnership with our external service delivery partner (Haldimand Norfolk REACH) 5. Implementation of the Journey Together plan to better support and include Indigenous families and children in licensed child care and early years programming in partnership with the Mississaugas of New Credit First Nation 4-54

114 Social Services DEPARTMENT SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI HSS Child Care Fee Stabilization Support Funding (HSS 18-18); to support improving wages for the licensed child care workers, affordability for families and to address potential fee increases; 100% funded by the Ministry of Education (MEDU) 2. Salaries & Benefits decrease of $72,900 consists of one-time positions ended December 31, 2018 and funded 100% by the MEDU; offset by economic, merit and job evaluation increases 3. Materials & Supplies increase of $28,500 is driven by CAI Child Care Fee Stabilization Support Funding and promotional items for Children s Services funded by the MEDU 4. Services decrease of $209,500 is driven by a reallocation of a previously approved budget amendment to Transfer Payments/Grants funded by the MEDU 5. Transfer Payments/Grants increase of $317,800 is driven by the net addition of programs for Children s Services as well as inflationary and caseload increases within Ontario Works and a transfer from Services 6. Interdepartmental Charges decrease of $44,500 is driven by HSS internal expenses now being charged directly to programs offset by the reduced Interdepartmental Recoveries 7. Federal/Provincial Grants increase of $15,900 is driven by the net additions of Children s Services programs CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Implementation of any change in provincial direction related to social assistance and child care as a result of the change in provincial government will need to complete an analysis of impact on current service delivery of any proposed changes 2. Increased complexity of needs of Ontario Works participants will need to identify training needs for staff in order to meet client needs related to mental health, addictions, disability and other effects of living in poverty also need to ensure appropriate supports in place for staff to prevent and respond to compassion fatigue and vicarious trauma 3. Increased need for licensed child care in Haldimand and Norfolk Counties, particularly infant spaces 4. The need to ensure an adequate number of Registered Early Childhood Educators (RECEs) in the child care and early years system as the number of licensed child care spaces is expanded 4-55

115 EXPENDITURES Salaries & Benefits 4,268,300 4,529,300 4,456,400 (1.6) 0 0 4,456,400 (72,900) (1.6) Materials & Supplies 104, , , , ,300 28, Services 1,798,100 1,790,400 1,580,900 (11.7) 0 0 1,580,900 (209,500) (11.7) Transfer Payments/Grants 21,369,100 21,117,800 21,206, , ,435, , Interdepartmental Charges 926,600 1,021, ,400 (4.4) ,400 (44,500) (4.4) Financial 5,500 4,500 4, , Infrastructure Funding Capital 7,500 6,000 2,000 (66.7) 0 0 2,000 (4,000) (66.7) TOTAL EXPENDITURES 28,480,000 28,577,700 28,349,100 (0.8) 244, ,593,100 15, REVENUES Social Services 2018 Forecasted Actuals 2018 APPROVED BUDGET Adjusted Budget Federal/Provincial Grants (25,368,100) (25,348,100) (25,120,000) (0.9) (244,000) 0 (25,364,000) 15, Fees & Service Charges (256,400) (155,200) (155,200) (155,200) Interdepartmental Recoveries (126,900) (127,000) (97,900) (22.9) 0 0 (97,900) (29,100) (22.9) Other Revenues (381,700) (496,100) (487,100) (1.8) 0 0 (487,100) (9,000) (1.8) TOTAL REVENUES (26,133,100) (26,126,400) (25,860,200) (1.0) (244,000) 0 (26,104,200) (22,200) (0.1) NET LEVY REQUIREMENT 2,346,800 2,451,300 2,488, ,488,900 37, HALDIMAND SHARE 973,200 1,039,600 1,046, ,046,500 6, NORFOLK SHARE 1,373,600 1,411,700 1,442, ,442,400 30, STAFFING COMPLEMENT (1.00) ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % 4-56

116 HOUSING SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

117 Housing Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The Housing Services Department acts as the Consolidated Municipal Services Manager for housing and homelessness programs in Haldimand and Norfolk Counties 2. This involves the administration of the subsidized (rent-geared-to-income) housing system of 826 units that are owned and operated by 11 non-profit housing providers, the delivery of the federally and provincially-funded Investment in Affordable Housing Strategy for Ontario 2014 Extension (IAH-E) and Social Infrastructure Funding (SIF) programs and the provincially-funded Community Homelessness Prevention Initiative (CHPI) 3. The Department, either directly or through agreements with community partners, delivers programs and services to people on all points of the housing continuum, from street homelessness to affordable home ownership PERFORMANCE MEASURES Measurable Service as at Sept 30 # of social housing units available per 1,000 households % of waiting list housed annually 24% 20% 20% Cost per unit of social housing annually $5, $5, $5, PRIOR YEAR ACHIEVEMENTS 1. Successful implementation of the coordinated entry system and new service delivery model for Homeless Prevention Services within the Social Services and Housing Department 2. Construction start on 14 units of affordable seniors housing on the Grandview Lodge site in Dunnville (Aspen Apartments) 3. Successful completion of the first ever homeless enumeration in Haldimand and Norfolk Counties 4. Full allocation of all federal and provincial funding received through the CHPI, Investment in Affordable Housing (IAH) Strategy, Social Infrastructure Fund (SIF) and Social Housing Improvement Program (SHIP) UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continued implementation and evaluation of the coordinated entry system and Housing First model for the homeless prevention services 2. Completion of the Aspen Apartments affordable housing building in Dunnville 3. Finalization of a Shareholder s Agreement for the Haldimand-Norfolk Housing Corporation 4. Five year review of the 10 Year Housing and Homelessness Plan - mandated under the Housing Services Act 5. Support of the redevelopment of the Norfolk Inn and investigation of potential partnerships for affordable housing MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI HSS Homelessness Prevention Services (HSS 18-34); hiring four positions (4.0 FTEs) within the Social Housing Department for a temporary period ending September 30, 2020; 100% funded by the Ministry of Municipal Affairs and Housing (MMAH) 4-57

118 Housing Services DEPARTMENT SUMMARY 2. NBI HSS Year Housing and Homelessness Plan, 5 Year Review; as mandated by the MMAH and 100% funded from the Social Housing Reserve 3. NBI HSS Finance Clerk, Social Services & Housing; request for the temporary full-time (1.0 FTE) position to become permanent full-time; funded in part by the Ministry of Community and Social Services and both County s Levies - Norfolk County levy impacts of $5,800 for and $33,700 annually 4. Salaries & Benefits increase of $437,000 consists of: a. Economic, merit and job evaluation increases totaling $6,200 b. CAI Homelessness Prevention Services totaling $418,800 c. NBI Finance Clerk, Social Services & Housing totaling $12, Materials and Supplies increase of $24,400 is driven by CAI Homelessness Prevention Services offset by a one-time purchase from the prior year 6. Services increase of $69,400 is driven by the NBI 10 Year Housing and Homelessness Plan, 5 Year Review and CAI Homelessness Prevention Services slightly offset by a program ending in the prior year 7. Transfer Payments/Grants increase of $278,300 is driven by the Aspen Apartments build for 14 one-bedroom units for seniors (HSS 17-39) offset by CAI Homelessness Prevention Services being delivered in-house (increase in Salaries & Benefits, Materials, Supplies & Services, etc.) CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Implementation of any regulatory or program changes that are announced as a result of the change in provincial government - identification and assessment of impacts on local service delivery 2. Waiting list for rent-geared-to-income housing continues to grow with wait times up to 10 years for non-senior adults in the communities of Simcoe and Dunnville 3. Increasing complexity of need for support for those who are experiencing homelessness and housing instability 4. Planning for the future of existing social housing, including capital asset management and regeneration to meet community need 4-58

119 EXPENDITURES Salaries & Benefits 316, , , ,800 12, , , Materials & Supplies 10,800 9,900 8,600 (13.1) 25, ,300 24, Services 35,900 23,000 21,800 (5.2) 20,500 50,100 92,400 69, Transfer Payments/Grants 7,595,900 7,565,500 7,970, (126,400) 0 7,843, , Interdepartmental Charges 210, , , ,800 3, Financial (28.6) (200) (28.6) Infrastructure Funding Capital 3, TOTAL EXPENDITURES 8,173,100 8,189,200 8,600, ,600 62,100 9,001, , REVENUES Housing Services 2018 Forecasted Actuals 2018 APPROVED BUDGET Adjusted Budget Federal/Provincial Grants (4,644,800) (4,638,200) (4,857,800) 4.7 (338,600) (3,000) (5,199,400) 561, Transfer From Reserve & Reserve Funds 0 0 (127,400) (50,000) (177,400) 177, Interdepartmental Recoveries (104,500) (104,500) (81,300) (22.2) 0 0 (81,300) (23,200) (22.2) Other Revenues 0 0 (75,000) (75,000) 75, TOTAL REVENUES (4,749,300) (4,742,700) (5,141,500) 8.4 (338,600) (53,000) (5,533,100) 790, NET LEVY REQUIREMENT 3,423,800 3,446,500 3,458, ,100 3,468,000 21, HALDIMAND SHARE 882,800 1,041, ,600 (9.7) 0 3, ,900 (97,200) (9.3) NORFOLK SHARE 2,540,900 2,405,400 2,518, ,800 2,524, , STAFFING COMPLEMENT ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % 4-59

120 NORVIEW LODGE PROPOSED LEVY SUPPORTED OPERATING BUDGET

121 Norview Lodge DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Long-term care home providing 24-hour nursing care accommodation for 179 people 2. Preparation of life-cycle plans, operation and capital budgets PERFORMANCE MEASURES Measurable Service as of Sept 30 Average Resident Occupancy Rate 99.18% 98.69% 98.71% # of Resident Admissions # of Outings in the Community Actual Local Food Costs $32,571 $32,511 $24,586 # of Emergency Transfers # of Resident Satisfaction Surveys Completed # of Family Satisfaction Surveys Completed PRIOR YEAR ACHIEVEMENTS 1. Submission of the Long-Term Care Home Quality improvement plan (QIP) with the Ministry Of Health and Long Term Care (MOHLTC) 2. Successful annual mandatory Resident Quality Inspection (RQI) by the MOHLTC 3. Capital upgrades and replacements of: carpeting in Resident home areas, kitchen equipment (ice machine), dining room furniture (multipositional tables), laundry equipment (two clothes dryers), building equipment (loading dock ramp and two condenser/evaporator pumps) and resident care equipment (mechanical lifts, slings, lift chairs and mattresses) 4. Completion of the capital upgrades/repairs to exterior building as identified in the 2012 Building Condition Assessment Report as well as roof repairs, attic insulation, repainting of all siding and other siding repairs and replacement of the building s siding within the courtyards 5. Fluorescent lighting tube conversion to LED lighting tubes for reduced energy consumption as well as utilization of a rebate incentive initiative 6. A very successful timed fire drill to meet and exceed Ontario Fire Marshal s requirements with the night staff compliment UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Parking lot expansion to comply with accessibility regulations 2. Capital upgrades and equipment replacement of mechanical lifts, slings, building carpeting 3. Annual mandatory Resident Quality Inspection (RQI) by the MOHLTC 4. Continuation and improvement of employee Attendance Management Program 5. Continuation of interior and exterior home-wide lighting conversion to LED lighting to reduce energy consumption 6. Continued development and improvement to resident programs, i.e. Restorative Care Program, End-of-Life Program, Continuous Quality Improvement Program 4-60

122 Norview Lodge DEPARTMENT SUMMARY 7. Implementation of computerized Building Preventative Maintenance Program MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Council Approved Initiative HSS Additional Funding for New Registered Nurse FTE ministry funding for one full time registered nurse $106, % funded 2. Federal/Provincial Grants show an increase of $248,600, mainly driven by increases to the base Per Diem funding of $270,800 and offset by the removal of the Ontario Community Infrastructure Fund (OCIF) Grant that was not required ($60,000) 3. Salaries and Benefits increase is due to economic and merit increases in the amount of $220, Materials and Supplies show an overall increase of $98,400, driven mainly by an increase in Utilities of $66,800 based on prior year s actuals and Budget Assumptions and an increase in Food Supplies accounts for $34,800 based on prior year s actuals. This is offset by a decrease of $40,000 in High Intensity Expenses in Nursing Services. An increase in Operating Supplies of $33,000, is driven by items moved from Operating Capital to Operating Supplies due to a change in Operating Capital thresholds. Other adjustments of $3,800 round out the budget impacts 5. Services show a reduction of $49,500, driven mainly by the removal of Flushing and CCTV Inspection of Norview Lodge Storm Sewers in the amount of $60,000, offset by an increase of $10,000 in Maintenance and Repair Services-Medical Devices for lifts, electric beds, nurse call system, bathing systems, pager repairs and slings based on prior year actuals. Other minor adjustments round out the remaining $ Interdepartmental charges shows a decrease of $23,000, mainly driven by the decrease of $29,700 for Legal Services, offset by an increase to IT Support Charges of $5,500 and other minor adjustments of $1, In Fees and Service Charges, an increase of $38,700 is mainly due to projected Resident Accommodation Revenue increases of $38,200 and other minor budget adjustments of $500 increase 8. Operating Capital s decrease of $75,500 is mainly due to the moving of items in note 4. Other Operating Capital items were completed in 2018, and new requests for total $7,000 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Increased in-depth care needs of residents. Many residents are coming to Long Term Care with further advanced care needs which require a much higher level of expertise 2. Increased admissions of residents with mental health issues and physical health challenges 3. Striving for a reduction of employee lost time injuries and requests for work accommodations 4. Managing sick leaves, compassionate leaves and personal leaves. Many of our staff are in the sandwich generation where they have children who have not left the home or moved back while caring for and even sometimes providing essential needs of life including living accommodations 5. Recruitment and retention of staffing especially with an aging work force 6. Managing the new and enhanced legislative requirements 4-61

123 EXPENDITURES Norview Lodge DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 13,617,700 13,534,300 13,754, , ,860, , Materials & Supplies 1,633,600 1,693,200 1,791, ,791,600 98, Services 558, , ,600 (7.4) ,600 (49,500) (7.4) Interdepartmental Charges 592, , ,000 (3.9) ,000 (23,000) (3.9) Financial 900 1, (18.2) (200) (18.2) Infrastructure Funding 2,013,700 2,013,700 2,013, ,013,600 (100) 0.0 Capital 99, ,500 34,000 (68.4) ,000 (73,500) (68.4) TOTAL EXPENDITURES 18,515,100 18,607,900 18,780, , ,886, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (9,144,600) (9,028,400) (9,277,000) 2.8 (106,000) 0 (9,383,000) 354, Fees & Service Charges (4,096,400) (4,058,000) (4,096,700) (4,096,700) 38, Transfer From Reserve & Reserve Funds (65,800) (65,800) (77,800) (77,800) 12, Other Revenues (105,700) (96,400) (70,400) (27.0) 0 0 (70,400) (26,000) (27.0) TOTAL REVENUES (13,412,500) (13,248,600) (13,521,900) 2.1 (106,000) 0 (13,627,900) 379, NET LEVY REQUIREMENT 5,102,600 5,359,300 5,258,200 (1.9) 0 0 5,258,200 (101,100) (1.9) STAFFING COMPLEMENT

124 DEVELOPMENT & CULTURAL SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

125 DEVELOPMENT & CULTURAL SERVICES DIVISION GENERAL MANAGER BUILDING & BY-LAW DEVELOPMENT ENGINEERING HERITAGE & CULTURE PLANNING TOURISM & ECONOMIC DEVELOPMENT 4-63

126 DEVELOPMENT & CULTURAL SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT 2018 Forecasted Actuals 2018 APPROVED BUDGET Development & Cultural Services Administration 556, , ,900 (4.0) ,900 (23,500) (4.0) Planning & Development Engineering 1,269,300 1,366,200 1,675, , ,000 1,830, , Building By-Law Enforcement 987, ,400 1,039, ,500 41,000 1,090, , Tourism & Economic Development 1,057, , , ,700 11, Heritage & Culture 1,316,000 1,429,000 1,563, ,563, , TOTAL 5,187,100 5,339,600 5,833, , ,000 6,039, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % of TOTAL 4-64

127 DEVELOPMENT & CULTURAL SERVICES SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 5,194,800 5,517,900 5,616, (100,600) 109,600 5,625, , Materials & Supplies 468, , , (8,100) 6, ,000 22, Services 1,196,600 1,765,900 1,792, (1,500) 108,400 1,899, , Transfer Payments/Grants 156, , , , ,100 48, Interdepartmental Charges 826, , , , ,055, , Financial 31,400 6,400 8, ,900 2, Infrastructure Funding 868,800 1,094,800 1,031,000 (5.8) 0 0 1,031,000 (63,800) (5.8) Capital 45,200 64,800 78, ,000 83,900 19, TOTAL EXPENDITURES 8,787,900 9,863,600 10,074, , ,300 10,343, , REVENUES Federal/Provincial Grants (52,700) (67,100) (93,400) (81,300) (174,700) 107, Fees & Service Charges (2,384,800) (2,839,100) (2,590,100) (8.8) 6,100 0 (2,584,000) (255,100) (9.0) Transfer From Reserve & Reserve Funds (894,700) (1,314,500) (1,249,800) (4.9) 0 0 (1,249,800) (64,700) (4.9) Interdepartmental Recoveries (99,800) (106,200) (108,200) 1.9 6,400 0 (101,800) (4,400) (4.1) Other Revenues (168,800) (197,100) (199,100) 1.0 4,600 0 (194,500) (2,600) (1.3) TOTAL REVENUES (3,600,800) (4,524,000) (4,240,600) (6.3) 17,100 (81,300) (4,304,800) (219,200) (4.8) NET LEVY REQUIREMENT 5,187,100 5,339,600 5,833, , ,000 6,039, , STAFFING COMPLEMENT (1.30) (1.11) 4-65

128 DEVELOPMENT & CULTURAL SERVICES ADMINISTRATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

129 Development & Cultural Services Administration DIVISION SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To provide support and management services to the Development & Cultural Services team 2. To advise Council on all matters relating to Planning, Development Engineering, Building & Bylaw, Tourism & Economic Development and Heritage & Culture 3. To liaise with the Norfolk County community on matters relating to Divisional areas of responsibility 4. To establish and oversee budgets and divisional policy development; and 5. To continually identify opportunities and processes which enhance Customer Service across the Corporation and Community PRIOR YEAR ACHIEVEMENTS 1. Approval and Implementation of Official Plan Review 2. Implementation of revised Community Improvement Incentives to enhance oversight and streamline process 3. Hastings Drive Zoning Decision and Implementation 4. Initiate Review Process of Development Engineering with Public Works 5. Introduction of Cannabis Zoning and By Law Enforcement 6. Establishment of Heritage and Culture Advisory Committee 7. High Development Applications and Building Permits 8. Transition of Ownership & Operations of Eva Brook Donly Museum and Archives 9. Zoning By-Law Appeals Complete 10. Staging and promotion of successful Culinary Rural Retreat to national / international audience 11. Update of Film Production Policy to streamline process 12. Commenced Economic Development Strategy Review UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Refine our Client Services strategy to respond to increased development activity 2. Alignment of new Development Engineering Department within the DCS Division 3. Continuation of Urban Renewal Partnership (Downtown Revitalization) 4. Archeological Study 5. Continued emphasis of Customer Service standards across the Division 6. Review of By-Laws and Enforcement Practices 7. Completion of Economic Development Strategy Review and implementation options 4-66

130 Development & Cultural Services Administration DIVISION SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. As a result of the Council Approved Initiative ECS Corporate Communications Department reallocation, there are various reductions to Salary and Benefits, Materials and Supplies, and Services of $119,200, offset by an interdepartmental charge for communication services of $102,100 and removed revenue of $17,100 to bring the net levy impact to zero 2. Services increase of $34,900, after adjusting for note 1, is mainly as a result of last year s New Budget Initiative DCS Norfolk Urban Renewal Partnership, as there was one time funding provided by the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) in the amount of $82,575; Norfolk County Council matched the funding for a total of $165,200 for Main Street Revitalization initiatives; as the entire amount was not spent in 2018, there is a one-time carry forward of $80,000 for and an adjustment to move the ongoing request back to the original $50,000, which results in a reduction of $32,600; removal of the $7,000 budget for a back-up for a contracted Customer Service Representative and other minor adjustments of $5,500 round out the budget impacts 3. Changes to Interdepartmental Charges result in a decrease of $24,000 before the inclusion of the new charge for the Corporate Communications as detailed in note 1 4. A one-time item to carry forward the funding portion of note 2 (Norfolk Urban Renewal Partnership), in the amount of $41,300 round out the main budget drivers CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Aligning all Departmental resources to serve our Clients needs in an era of continued development growth 2. Maintaining the ability to comply with legislated response times 3. Implementation of an enhanced Customer Service Strategy 4. Roll-out and Impact of Communication Division 5. Enhancement of the Langton Administration Building 6. Focus on Economic Development and Small Business Development/Downtown Revitalization 7. Low inventory of shovel-ready industrial land 8. Competing priorities in Economic Development Strategy (e.g. Manufacturing, Agriculture, Tourism, Small Business, etc.) 9. By-Law Review, Enhancement and Communication 10. Declining Heritage & Culture Volunteer Base 4-67

131 EXPENDITURES Development & Cultural Services Administration DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 272, , , (100,600) 0 188,900 (95,100) (33.5) Materials & Supplies 26,200 21,200 21, (7,600) 0 13,600 (7,600) (35.8) Services 130, , , (11,000) 0 177,500 23, Transfer Payments/Grants Interdepartmental Charges 53,400 69,100 45,100 (34.7) 102, ,200 78, Financial Infrastructure Funding 73,500 73,600 73,500 (0.1) ,500 (100) (0.1) Capital 4,600 1,000 2, ,500 1, TOTAL EXPENDITURES 561, , , (17,100) 0 603, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants 0 0 (41,300) (41,300) 41, Fees & Service Charges (100) (6,100) (6,100) 0.0 6, (6,100) (100.0) Interdepartmental Recoveries 0 (6,400) (6,400) 0.0 6, (6,400) (100.0) Other Revenues (4,400) (4,600) (4,600) 0.0 4, (4,600) 0.0 TOTAL REVENUES (4,500) (17,100) (58,400) ,100 0 (41,300) 24, NET LEVY REQUIREMENT 556, , ,900 (4.0) ,900 (23,500) (4.0) STAFFING COMPLEMENT (1.30) (1.30) 4-68

132 PLANNING & DEVELOPMENT ENGINEERING PROPOSED LEVY SUPPORTED OPERATING BUDGET

133 Planning & Development Engineering DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Preparation and maintenance of long range planning policy studies, documents and strategies 2. To provide effective development planning implementation and administration; evaluate and process of planning applications including: consents, minor variance, official plan and zoning by-law amendments, site plan approval and condominium/ subdivision applications 3. Administration of the Norfolk Environmental Advisory Committee and Planning Advisory Committee 4. Provide Planning resources to TEDAB, AAB and the Heritage and Culture Committee 5. Create, acquire, maintain, coordinate, catalogue and distribute GIS data and mapping within the Planning Department 6. Develop systems and applications to allow effective sharing and distribution of GIS data within the County structure 7. Coordinate GIS projects, data creation, data acquisition and data standards and provide GIS support within the County structure 8. Provide the public and GIS community access to the County s GIS data through data agreements, open data and internet web mapping applications PERFORMANCE MEASURES Measurable Service as of Sept 30 Complete mapping for Planning Applications within specified deadlines 100% processed within specified deadlines 100% processed within specified deadlines 100% processed within specified deadlines Respond to request for information within 24 hours 90% of all requests for 90% of all requests for 90% of all requests for information processed information processed within 24 hours within 24 hours information processed Respond to basic mapping requests within 48 hours Respond to GIS support calls within 24 hours 90% of all requests for information processed within 48 hours 95% of GIS support calls were handled within 24 hours 90% of all requests for information processed within 48 hours 95% of GIS support calls were handled within 24 hours within 24 hours 90% of all requests for information processed within 48 hours 100% processed within specified deadlines # of Official Plan & Zoning Bylaw Amendments Processed # of Consent Applications # Site Plan Applications PRIOR YEAR ACHIEVEMENTS 1. Completion of approximately 293 development applications 2. Official Plan Review Approved and Implemented including mapping 3. Consolidated Zoning By-Law Appeals Completed 4. Cannabis Zoning and Hastings Drive Zoning Implemented 4-69

134 Planning & Development Engineering DEPARTMENT SUMMARY 5. New Site Plan Agreement 6. Rebuild of internal staff main mapping applications and completed Open Data Portal UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Archeological Study 2. Development review process to include Development & Engineering Department 3. Completion of many development applications including mapping 4. Simcoe Downtown and Port Dover West Secondary Plans 5. Service and Residential Monitoring 6. New Subdivision and Condominium Agreements 7. Create, maintain and update the County GIS data 8. Increase the sharing of GIS data through the release new internal and public web mapping application and review of Public Web Mapping MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. New Budget Initiative DCS Archaeological Study to provide policies, priorities and programs for the conservation, protection and preservation of heritage of Ontario with a total commitment of $250,000 over two years, $107,000 in and $143,000 in 2. Council Approved Initiative DCS Lakeshore & Riverina Flood Hazard Study & 2020 Transfer of $48,100 to the Long Point Region Conservation Area (LPRCA) each year 3. Prior year approved New Budget Initiative DCS Port Dover West Secondary Plan in the amount of $350,000 was not started in 2018 as anticipated, so it will be carried forward to. Net levy impact is $35,000 as it is funded through Development Charges and Gas Tax Funds 4. In Services, an overall decrease of $53,500 is driven by a reduction of Peer Review and Water Modeling ($55,000) based on prior year s actuals and projected needs. Computer Software Service shows an increase of $13,900 based on prior year s actuals and projected needs, offset by the reallocation of Legal Services ($13,000) to Interdepartmental Charges. Other minor budget adjustments round out the remaining $600 increase 5. Interdepartmental Charges increased by $118,500, driven by the new Development Engineering department implemented in 2018 ($45,200), Legal Services have been estimated at $47,300, and Insurance Admin Charges have essentially been moved from DCS Admin to Planning, based on actuals in the amount of $16,500; other incremental budget adjustments round out the remaining $9,500 increase CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Staff resources/connections for development related volume (specifically Development Engineering/ Administration) 2. Communication implementation to development community 3. High volume of development applications 4. Continued Policy Enhancements (Agricultural Diversification) 4-70

135 5. Condominium Approvals/Agreements 6. PSW Mapping 7. Service Monitoring Planning & Development Engineering DEPARTMENT SUMMARY 4-71

136 EXPENDITURES Planning & Development Engineering DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 1,466,000 1,659,400 1,710, ,710,700 51, Materials & Supplies 43,600 56,700 52,500 (7.4) ,500 (4,200) (7.4) Services 150, , ,000 (16.5) 0 107, ,000 3, Transfer Payments/Grants , ,100 48, Interdepartmental Charges 243, , , , , Infrastructure Funding 30,400 30,400 30, , Capital 3,800 2,800 9, ,000 6, TOTAL EXPENDITURES 1,937,300 2,603,700 2,672, , ,000 2,827, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (558,500) (793,600) (549,800) (30.7) 0 0 (549,800) (243,800) (30.7) Transfer From Reserve & Reserve Funds 0 (324,000) (315,000) (2.8) 0 0 (315,000) (9,000) (2.8) Interdepartmental Recoveries (99,800) (99,800) (101,800) (101,800) 2, Other Revenues (9,800) (20,100) (30,100) (30,100) 10, TOTAL REVENUES (668,000) (1,237,500) (996,700) (19.5) 0 0 (996,700) (240,800) (19.5) NET LEVY REQUIREMENT 1,269,300 1,366,200 1,675, , ,000 1,830, , STAFFING COMPLEMENT

137 BUILDING PROPOSED LEVY SUPPORTED OPERATING BUDGET

138 Building DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To promote the safety of buildings constructed and renovated in Norfolk County with reference to public health, fire protection, structural sufficiency, accessibility, conservation and environmental provisions by applying the Building Code Act, the Ontario Building Code and all applicable legislation PERFORMANCE MEASURES Measurable Service as of Sept 30 # of Building Permits Issued 1,248 1,301 1,020 # of Residential Dwelling Units $ Value of Building Permits Issued $ mil $ mil $87.5 mil PRIOR YEAR ACHIEVEMENTS 1. Securing a replacement Deputy Chief Building Official position as a result of the retirement of the incumbent with 33 years of service 2. Working together in a team approach with Planning, Development Engineering & Tourism & Economic Development 3. Continuing to enhance connectivity of mobile devices which providing easier access to information remotely 4. Issuance of permits have been on schedule where applications were complete 5. Zoning reviews processed in timely manner with the addition of the Zoning Administrator position 6. Continuous training and professional development for various staff has continued in an effort to maintain knowledge of ever changing building code requirements. This will be critical with the introduction of a new building code and amendments proposed in. 7. Introduction of electronic plan review UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Preparation of implementation of proposed new Building Code amendments in 2. Ensure consistency of data entered into our permit tracking software to provide accuracy of information for reporting purposes 3. Improve efficiency of using mobile devices for all inspections to provide building inspectors with the necessary tools to quickly and easily access our permit tracking system remotely in real time from the field using a smartphone or tablet 4. Further promote a Customer Service approach to the Building Permit process by providing prompt, courteous, and efficient service to developers, building owners, design professionals, contractors and residents of Norfolk County 5. Provide assistance to individuals to meet the needs of Council, County Departments and the general public regarding the building permit process 6. Fulfilling the statutory duties and responsibilities while still providing excellent customer service to the public 7. Prepare, provide and make available regular building activity reports 4-73

139 Building DEPARTMENT SUMMARY 8. Continue to monitor building permit activity, policies and related processes to ensure that they continue to be effective, efficient and enforced 9. Process all building permit applications and perform all inspections in accordance with legislated time frames 10. Review, develop and update current Policies & Procedures for the division and establish best practice guidelines 11. Prepare for implementation of Electronic Records Management software and document management software MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Under Fees and Service Charges, Building Permit income has decreased by $2,000, Zoning Amendment Applications decreased by $5,100, Occupancy Permits are increased by $5,000 and Lawyer Certificates decreased by $5,000, all based on prior year actuals 2. Salaries & Benefits have increased based on economic, and merit increases and an accommodated position for a total of $28, Infrastructure Funding s decrease of $80,200 is mainly driven by the transfer from the WSIB reserve for the accommodated position in the amount of $66,500, offset by a transfer decrease from the Building Reserves (Building Permit Stabilization ORF) in the amount of $46,700 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Ongoing changes to the Building Code related to matters including Energy Efficiency, Climate Change and Accessibility 2. Development and implementation of a revised National Farm Building Code 3. Staffing changes and review of roles and responsibilities within the department 4. Increased expectation of service levels by the public and new Council 5. Opportunity to further review e-permitting, online permit applications options, electronic plan reviews 6. Decreasing building activity due to the slowing housing market 4-74

140 EXPENDITURES Building DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 1,401,300 1,405,100 1,433, ,433,100 28, Materials & Supplies 72,100 61,500 68, ,000 6, Services 44,500 49,500 54, ,600 5, Interdepartmental Charges 275, , ,100 (3.3) ,100 (9,100) (3.3) Financial 10, Infrastructure Funding 693, , ,800 (8.7) ,800 (80,200) (8.7) Capital 10,000 13,700 0 (100.0) (13,700) (100.0) TOTAL EXPENDITURES 2,506,200 2,724,000 2,660,600 (2.3) 0 0 2,660,600 (63,400) (2.3) Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (1,569,600) (1,727,700) (1,720,000) (0.4) 0 0 (1,720,000) (7,700) (0.4) Transfer From Reserve & Reserve Funds (894,700) (990,500) (934,800) (5.6) 0 0 (934,800) (55,700) (5.6) Other Revenues (42,000) (5,800) (5,800) (5,800) TOTAL REVENUES (2,506,200) (2,724,000) (2,660,600) (2.3) 0 0 (2,660,600) (63,400) (2.3) NET LEVY REQUIREMENT STAFFING COMPLEMENT

141 BY-LAW ENFORCEMENT PROPOSED LEVY SUPPORTED OPERATING BUDGET

142 By-Law Enforcement DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The By-Law Enforcement Department is responsible to promote a healthy, safe and harmonious community through the administration and enforcement of various County By-Laws through investigation and resolution of By-Law complaints PERFORMANCE MEASURES Measurable Service as of Sept 30 By-Law complaints received ,034 By-Law complaints resolved Complaints investigated within five (5) business days Occurrences resolved without litigation Priorities take precedent Initial inspection within three (3) days 98% of occurrences were resolved without court appearance Priorities take precedent Initial inspection within three (3) days 98% of occurrences were resolved without court appearance Priorities take precedent Initial inspection within three (3) days 98% of occurrences were resolved without court appearance Parking infraction notices issued ,182 Number of call outs by animal control PRIOR YEAR ACHIEVEMENTS 1. Improved access to information through By-Law tracking software 2. Hiring of replacement By-Law Enforcement Officer 3. Increase in enforcement as it pertains to Hastings Drive & Cannabis 4. Working collaboratively with the OPP to deal with By-Law enforcement matters 5. Largest Friday 13 th event ever with few incidents UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Move toward more of a proactive enforcement philosophy as well as reactive. Determine whether a particular By-Law or area would benefit from proactive enforcement (ie downtowns) however, in most cases we respond reactively to community complaints 2. Monitor the impacts and regulation needs and challenges as it applies to the new cannabis legislation 3. Continue harmonization of current By-Laws of the former municipalities to create uniformity across Norfolk County and reducing confusion for public and staff when dealing with By-Law enforcement matters resulting in better customer service to all residents, and implementation of various By-Laws 4. Ensure that all inquiries and complaints are dealt with in a consistent, courteous, professional and timely manner 5. Ensure prompt and consistent data entry into our By-Law tracking system to provide accuracy of information for reporting purposes 6. Secure new Animal Control contract for Continue to monitor the School Crossing Guard Program and rationalize new requests to ensure safety for school children 8. Further implementation of document management software 4-76

143 By-Law Enforcement DEPARTMENT SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. New Budget Initiative DCS By-Law Supervisor, shows an increase to Salaries and Benefits of $109,800 and other increases to Materials and Supplies, Services and Operating Capital, offset by funding of $81,300 for a net impact to the levy of $41, Services have increased by $46,400 based on the Council Approved Initiative DCS School Crossing Guard Request for one new crossing guard ($9,500) and the new School Crossing guard contract increases in ($43,700), offset by a $10,000 reduction for DCS , the Feline Trap Neuter Release Program, which had a diminishing contract that reduced the initiative by $10,000 each year, and removal of the Legal Services budget of $3,300. Various immaterial changes of -$100 round out Services. 3. Salaries and Benefits changes based on economic and merit increases amount to $23,900 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Increased concern regarding new cannabis laws being introduced by other levels of Government 2. Concerns regarding the increase in cases of dog bite incidents resulting in further enforcement and partnership with the Ontario Provincial Police and Haldimand-Norfolk Health Unit 3. Trends in the judicial system have been imposing an increasing duty of care upon municipalities when it comes to the administration and enforcement of regulatory By-Laws 4. Philosophy of more progressive enforcement approach to achieve compliance 4-77

144 EXPENDITURES By-Law Enforcement DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 597, , , , , , Materials & Supplies 52,900 45,500 52, ,300 58,400 12, Services 404, , , ,500 1, ,100 39, Interdepartmental Charges 53,900 72,500 78, ,700 6, Financial (33.3) (300) (33.3) Capital ,000 5,000 5, TOTAL EXPENDITURES 1,108,300 1,122,700 1,187, , ,300 1,319, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (81,300) (81,300) 81, Fees & Service Charges (38,300) (34,900) (37,300) (37,300) 2, Transfer From Reserve & Reserve Funds Other Revenues (82,400) (110,400) (110,400) (110,400) TOTAL REVENUES (120,700) (145,300) (147,700) (81,300) (229,000) 83, NET LEVY REQUIREMENT 987, ,400 1,039, ,500 41,000 1,090, , STAFFING COMPLEMENT

145 TOURISM & ECONOMIC DEVELOPMENT PROPOSED LEVY SUPPORTED OPERATING BUDGET

146 Tourism & Economic Development DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Ensure long-term growth and prosperity by building and maintaining partnerships, increasing our assessment base, ensuring that our infrastructure and services are in place and sustainable 2. Support a centralized Tourism marketing authority via the Marketing Partnership Program 3. Focus on business visits and workshops PERFORMANCE MEASURES Measurable Service as of Sept 30 Total value of revenues and recoveries from private-sector partners, advertisers and program participants not including land sales (Goal: $100,000) $113,000 $109,800 $95,400 Total number of marketing partners (Goal: 250) Total number of Community Improvement Plan incentives disbursed Total value of Community Improvement Plan incentives disbursed $185,341 $71,185 $123,980 Total private-sector investment leveraged as a result of Community Improvement Plan incentives $507,900 $1,788,375 $615,593 Ratio of municipal incentive investment : private-sector investment 1:3 1:25 1:5 PRIOR YEAR ACHIEVEMENTS 1. Economic development and Tourism promotions generated (Jan-Sept 2018) 63% increase in norfolkbusiness.ca website sessions, 20% increase in norfolktourism.ca website sessions, plus increases in development- and consumer-related subscriptions and social media impressions 2. Revision of the Community Improvement Plan (CIP) business incentives program and implementation of reduced budget 3. Commenced Economic Development Strategy Review 4. Coordination of five workshops for agriculture, small business and Tourism 5. Staging of Culinary Rural Retreat to promote Norfolk County nationally and internationally 6. Continued implementation the Student Start Up Program (SSUP), funding 38 student businesses in Grades Update of Film Production Policy with increased filming activity in Norfolk County 8. Implementation of Client Relationship Management (CRM) system for better business and stakeholder engagement 9. Planning and collaboration for Simcoe Gateway signage project, including donations from service clubs and RED grant application 10. Continued work on Urban Renewal Partnership in Simcoe with other collaborators (Downtown Revitalization) 11. Continued interest travel and food media writers, with more than 21 visits from bloggers 4-79

147 Tourism & Economic Development DEPARTMENT SUMMARY 12. Record attendance at Annual Economic Development Symposium with keynote speaker E.J. Carrion UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Make investors, visitors and stakeholders aware: Promote Norfolk County as a preferred destination for investment by entrepreneurs, companies and tourists with continuing support from private-sector partners 2. Support entrepreneurs and developers: Assist individual business and development projects with Community Improvement Plan incentive instruments and through collaboration with other Departments and local Agencies 3. Support climate of opportunity and positivity: Develop the capacity of industry sectors to grow and add employment through workshops, business visits and networking, raise awareness among local businesses of this positive direction, and track progress through the Customer Relationship Management tracking system 4. Collaborate with local and regional partners: Work with Ministries, agencies and advisory boards to ensure Norfolk County is maximizing benefits of collaboration through staff development and communication with local, regional and provincial partners 5. Continue to work on specific projects related to agriculture development, Tourism development, business development, and downtown revitalization initiatives with individual community organizations and other stakeholders 6. Develop new / revised strategic priorities, part of the Economic Development Strategy Review and its implementation options 7. Return to full staff complement following passing of valued employee MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Capital needs for include the replacement and upgrade of Simcoe Gateway Signage at a total project cost of $90, Salary and Benefit s reduction of $16,300 is driven by the removal of Visitor Services, with an impact of $26,700, offset by $10,400 for economic and merit increases 3. Materials and Supplies show a net increase of $6,200, driven by an increase to Meeting Expenses of $7,900, offset by the one-time removal of Visitor Services of $2,500. Other minor budget adjustments round out the remaining $800 increase 4. Services show an overall decrease of $7,800 driven mainly by the following adjustments a) Advertising one-time removal of the AgriTourism ads to bring the Tourism budget under $1M ($4,000) and the one-time removal of 3 of the 4 ads for Lake Erie Living for the same reason as above ($9,000) b) Printing offset these decreases by an increase to the Guide/Map printing budget ($2,000) and insert printing into GTA newspapers ($3,000) and cloth promotional bags ($2,500) c) Contracted Services show a one-time decrease of $14,500 to remove Tourism brochure distribution to bring the Tourism budget under $1M, offset by an increase to the other distribution budget for the GTA in the amount of $10,000 d) Other minor budget adjustments round out the remaining $3,800 increase 4-80

148 Tourism & Economic Development DEPARTMENT SUMMARY CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Low inventory of shovel-ready industrial land 2. Competing priorities of the business community (e.g. agriculture, tourism, manufacturing, small business, etc.) continue to challenge the resources available to service those expectations 4-81

149 EXPENDITURES Tourism & Economic Development DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 527, , ,200 (3.0) ,200 (16,300) (3.0) Materials & Supplies 65,100 44,500 51, (500) 0 50,700 6, Services 294, , ,400 (2.6) ,400 (7,800) (2.6) Transfer Payments/Grants 156, , , , Interdepartmental Charges 79,200 79,200 84, ,700 5, Financial 17,900 5,000 5, , Infrastructure Funding 34,900 34,900 34, , Capital 24,900 25,000 49, ,000 24, TOTAL EXPENDITURES 1,199,900 1,150,300 1,161, ,161,900 11, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants Fees & Service Charges (125,700) (140,800) (144,200) (144,200) 3, Other Revenues (16,800) (27,900) (25,000) (10.4) 0 0 (25,000) (2,900) (10.4) TOTAL REVENUES (142,500) (168,700) (169,200) (169,200) NET LEVY REQUIREMENT 1,057, , , ,700 11, STAFFING COMPLEMENT (0.81) 4-82

150 HERITAGE & CULTURE PROPOSED LEVY SUPPORTED OPERATING BUDGET

151 Heritage & Culture DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Strengthen communities by preserving, supporting, presenting and promoting Norfolk County s heritage and culture sector 2. Work with partners to strengthen community cultural skills and knowledge, heighten the quality and diversity of activities, and increase access to cultural resources and activities 3. Manage all matters related to heritage and culture legislation PERFORMANCE MEASURES Measurable Service as of Sept 30 # of visitors 26,006 32,625* 37,793* # of volunteer hours - Adult 4,122 5,264 2,863 # of volunteer hours - Youth 2,383 2,158 1,387 # of programs offered - Adult # of programs offered - Youth # of donations to Norfolk County collections # of acquisitions to Norfolk County collections *This number includes outreach of 16,357 as staff move outside the walls of their sites to engage with their communities through presentations and exhibits. This figure does not include the numbers reached through the museums participation/exhibition at the Norfolk County Fair and Horse Show. PRIOR YEAR ACHIEVEMENTS 1. Successful transition of the operations of Eva Brook Donly Museum & Archives to Norfolk County 2. Establishment of Norfolk County Cultural Ambassador 3. Implementation of new Norfolk County cultural initiative - Art Battle Norfolk 4. Focused effort on collections management including collections storage reorganization 5. Dedication of the Norfolk County Book of Remembrance 6. Approval for establishment of the Norfolk County Heritage & Culture Advisory Committee 7. Publication of two exhibition catalogues: Richard the Woodcarver Port Dover Harbour Museum; Potters of Brant And Norfolk Waterford Heritage & Agricultural Museum 8. Continued restoration of the W.S. Stalker Alligator Tug 9. Book publication: Quilting for a Cause: Red Cross Quilts of the First World War Waterford Heritage & Agricultural Museum 10. Major improvements to the preservation and access to both museum and archival collections 4-83

152 Heritage & Culture DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Establish Heritage & Culture Advisory Committee 2. Expand the role of Norfolk County Cultural Ambassador 3. Establish Heritage Workshop Series with Norfolk Heritage Committee 4. Facilitate active participation by community members and stakeholders 5. Engage in robust collaborations with our communities 6. Lay groundwork for Curatorial Centre 7. Complete restoration and launch Alligator Tug 8. Expand exhibit outreach program 9. Implement an on-line registration system 10. Launch new online searchable database for archival collection and Book of Remembrance 11. Complete renovations of Norfolk County Archives reading room and new archival storage area MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salary and Benefits show a modest change of $6,400 for economic and merit increases 2. Materials and Supplies increase of $8,800, which is driven by the transfer of the Eva Brook Donly Museum to Norfolk County last year, we are now getting a better idea of operating costs. This increase amounts to $18,500, offset by a reduction to utility costs, based on prior year actuals of -$6,400 among all museums. The removal of Website Updates for Port Dover Harbour Museum and the Norfolk Arts Centre (-$6,000) and the moving of Performer and Presenter fees from Special Event Supplies to Contracted Services (-$4,900) Other minor budget adjustments round out the remaining $1,200 decrease 3. Services has an increase of $69,600, which is mainly driven by a. M/R Services Land/Building, increases of $42,200 are outlined as follows: There are one time project costs for repairs to the board and batten siding and painting of the Teeterville Women s Institute Hall to protect the historical integrity of the property in the amount of $25,000, and one-time costs of $8,500 for the exterior repairs to the Teeterville Pioneer Museum, and one-time costs for the painting of the basement of the Norfolk Arts Centre in the amount of $4,200 and of the main gallery of the Delhi Tobacco Museum of $3,000. Minor additional requests of $1,500 round out M/R Services Land/Building b. Contracted Services increase overall by $22,600. Drivers include a $4,200 increase for mats and elevator service contracts for the Norfolk Arts Centre. With the transfer of the Eva Brook Donly Museum to Norfolk County last year, we are now getting a better idea of operating costs, so there is a $6,000 overall increase. There is also a one-time cost of $3,000 for the Delhi Tobacco Museum s updates to their website. And the hiring of Workshop Instructors of $2,000, the move of $4,900 for Performer and Presenter fees from Special Event Supplies and the addition of a Boat Building Workshop for the Port Dover Harbour Museum of $2,100, that is offset 100% by projected workshop fees c. Advertising/Promotional budget of $4,400 is mainly driven by Eva Brook Donly s set up of budgets of $5,400, offset by the removal of half of the Alligator Tug budget due to lack of activity ($500) in Advertising. The balance is a $500 reduction to Printing 4-84

153 Heritage & Culture DEPARTMENT SUMMARY d. The remaining $400 are minor changes to Contracted Services 4. Interdepartmental Charges are increasing by $11,300 as Eva Brook Donly Museum is added to the Interdepartmental calculations for the first time 5. In Transfer to Capital, there is a required levy contribution of $10,000 for capital project Eva Brook Donly HVAC System to install a new HVAC system for the collections storage area to help preserve the collections 6. Infrastructure Funding s Long-Term Debt Charges of $16,500 is mainly driven by the restoration and preservation of the Norfolk Arts Centre 7. In Federal/Provincial Grants, removal of $15,000 of funding for Eva Brook Donly Museum as it was discovered that the museum was ineligible for Community Museum Operating and Pay Equity Grants (CMOG) funding CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Declining volunteer base 2. Collaboration and increased partnerships 3. Shift from industrial/manufacturing economies to knowledge-based economies, cultural sites can play a pivotal role 4-85

154 EXPENDITURES Heritage & Culture DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 929,600 1,028,100 1,034, ,034,500 6, Materials & Supplies 208, , , ,800 8, Services 172, , , ,700 69, Interdepartmental Charges 121, , , ,800 11, Financial 3, , ,300 2, Infrastructure Funding 36,800 36,900 53, ,400 16, Capital 2,000 22,300 18,400 (17.5) ,400 (3,900) (17.5) TOTAL EXPENDITURES 1,474,800 1,660,400 1,771, ,771, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (52,700) (67,100) (52,100) (22.4) 0 0 (52,100) (15,000) (22.4) Fees & Service Charges (92,700) (136,000) (132,700) (2.4) 0 0 (132,700) (3,300) (2.4) Transfer From Reserve & Reserve Funds Other Revenues (13,400) (28,300) (23,200) (18.0) 0 0 (23,200) (5,100) (18.0) TOTAL REVENUES (158,800) (231,400) (208,000) (10.1) 0 0 (208,000) (23,400) (10.1) NET LEVY REQUIREMENT 1,316,000 1,429,000 1,563, ,563, , STAFFING COMPLEMENT

155 CORPORATE REVENUES & EXPENDITURES PROPOSED LEVY SUPPORTED OPERATING BUDGET

156 CORPORATE REVENUES & EXPENDITURES SUMMARY DIVISION SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To account for corporate revenues and expenditures that do not specifically pertain to individual divisions or departments PERFORMANCE MEASURES 1. See Financial Services Overview PRIOR YEAR ACHIEVEMENTS 1. See Financial Services Overview UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. See Financial Services Overview MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS REVENUES 1. PIL's-Supplementaries-Local Improvements have been increased by $13,000 based on historical actuals 2. Under Federal/Provincial Grants, there is an estimated reduction of the Ontario Municipal Partnership Fund (OMPF) in the amount of $200,000 from $5,842,200 to $5,642,200 based on previous annual reductions. For, funding allocations have not been announced at the time of preparing the document 3. Other Revenues has a total economic impact of $2,408,600 mainly driven by the following: a. Interest/Investment Income - Recognition of projected Legacy Fund income of $2,500,000. $500,000 will be applied to offset the Norfolk General Hospital Capital Campaign contribution of $500,000 see below in Expenditures note 1, and $2,000,000 will be allocated to the Legacy Reserve Fund b. Fines and Penalties are penalties and interest from tax arrears; these have been lowered by $100,000 due to projected decreases in property tax receivables c. Bank Interest increases of $37,800 are based on projected increased interest rates and cash balances EXPENDITURES 1. Within Transfer Payments/Grants, the contribution to the Norfolk General Hospital Capital Campaign, which is a $3.5 Million Capital Pledge spanning over 7 Years in the amount of $500,000, funded from Legacy Reserve Fund 2. Remove salary and benefit gapping in the amount of $245,500 in order to build contingency into the surplus/deficit 4-87

157 CORPORATE REVENUES & EXPENDITURES SUMMARY DIVISION SUMMARY 3. Increase contributions to the Contingency Reserve ($158,800), General Capital Replacement Reserve ($250,000) and the General Building Reserve ($30,100) for a total of $438,900 and a contribution to the Legacy Fund Reserve in the amount of $2,000,000 for a total impact of $2,438,900 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Forecasting investment income is difficult with changing interest rates and cash balance volatility therefore conservative approach is used 2. Decreasing tax arrears is positive for cash flow, however penalty interest declines 3. With expected County growth in development, supplementary tax income has been increased 4. The trend of OMPF allocations have been decreasing annually 4-88

158 CORPORATE REVENUES & EXPENDITURES SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 0 (245,500) , Services 26,500 25,400 23,400 (7.9) ,400 (2,000) (7.9) Transfer Payments/Grants , , , Interdepartmental Charges 0 0 6, ,400 6, Financial 691, , , ,500 19, Infrastructure Funding 4,412,000 1,503,100 3,942, ,942,000 2,438, TOTAL EXPENDITURES 5,129,800 2,120,100 5,328, ,328,300 3,208, REVENUES PIL's-Supplementaries-Local Improvements (3,003,200) (2,777,500) (2,790,500) (2,790,500) 13, Federal/Provincial Grants (5,842,200) (5,842,200) (5,642,200) (3.4) 0 0 (5,642,200) (200,000) (3.4) Fees & Service Charges (21,000) Other Revenues (4,742,000) (1,960,200) (4,368,800) (4,368,800) 2,408, TOTAL REVENUES (13,608,400) (10,579,900) (12,801,500) (12,801,500) 2,221, NET LEVY REQUIREMENT (8,478,500) (8,459,800) (7,473,200) (7,473,200) 986, STAFFING COMPLEMENT (0.75) (0.75) 4-89

159 COMMUNITY SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

160 COMMUNITY SERVICES DIVISION GENERAL MANAGER ADMINISTRATIVE & CLIENT SERVICES FIRE HARBOUR MARINAS PARAMEDIC SERVICES PARKS & RECREATION 4-90

161 COMMUNITY SERVICES SUMMARY DIVISION NET LEVY REQUIREMENT 2018 Forecasted Actuals 2018 APPROVED BUDGET Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % of TOTAL Community Services Administration 302, , , ,700 14, Administrative & Client Services Administrative & Client Services General Operations 682, , ,700 (12.9) 1,000 19, ,900 (69,000) (10.0) Ride Norfolk 110, , , ,500 49, Total Administrative & Client Services 793, , ,200 (4.9) 1,000 19, ,400 (19,600) (2.4) Parks & Recreation 7,670,300 7,523,200 8,232, ,100 8,300, , Fire 6,285,100 6,295,000 6,892, ,400 43,500 6,941, , Paramedic Services 4,749,800 4,710,600 4,985, , ,085, , Harbour Marinas (229,400) (221,100) (228,400) (3.3) 63,000 0 (165,400) 55, TOTAL 19,571,400 19,417,200 20,966, , ,800 21,266,300 1,849,

162 COMMUNITY SERVICES SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 17,243,500 17,139,200 17,132, , ,000 17,382, , Materials & Supplies 2,778,500 2,728,800 3,016, ,500 1,500 3,039, , Services 2,892,400 2,877,400 2,689,800 (6.5) 208,100 16,800 2,914,700 37, Transfer Payments/Grants 60,000 60,500 51,200 (15.4) ,200 (9,300) (15.4) Interdepartmental Charges 3,984,200 3,944,100 4,246, ,300 14,000 4,298, , Financial 85,700 80,400 89, ,200 8, Infrastructure Funding 1,805,800 1,869,900 2,387, ,387, , Capital 698, , , ,000 1, , , TOTAL EXPENDITURES 29,548,700 29,431,900 30,566, , ,300 31,138,200 1,706, REVENUES Federal/Provincial Grants (4,802,500) (4,682,600) (4,840,300) 3.4 (271,300) 0 (5,111,600) 429, Municipal Recoveries (20,200) (60,000) (10,000) (83.3) 0 0 (10,000) (50,000) (83.3) Fees & Service Charges (3,799,000) (3,750,500) (3,819,800) ,000 (3,500) (3,781,300) 30, Transfer From Reserve & Reserve Funds (750,200) (735,600) (401,700) (45.4) 0 0 (401,700) (333,900) (45.4) Interdepartmental Recoveries (292,700) (291,800) (284,500) (2.5) 0 0 (284,500) (7,300) (2.5) Other Revenues (312,700) (494,200) (244,500) (50.5) (38,300) 0 (282,800) (211,400) (42.8) TOTAL REVENUES (9,977,300) (10,014,700) (9,600,800) (4.1) (267,600) (3,500) (9,871,900) (142,800) (1.4) NET LEVY REQUIREMENT 19,571,400 19,417,200 20,966, , ,800 21,266,300 1,849, STAFFING COMPLEMENT

163 COMMUNITY SERVICES ADMINISTRATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

164 Community Services Administration DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To deliver & direct the division s management & overall operations 2. To provide long-range planning, development, financial management and leadership of division 3. To provide senior management level liaison to County Council, Senior Leadership Team and various Council appointed Boards & agencies 4. To provide leadership, problem solving, project management, direction and management support to managers and other staff to enable them to meet department and divisional goals & objectives PRIOR YEAR ACHIEVEMENTS 1. Public Meetings regarding Recreation Feasibility: Community Consultation held throughout Norfolk County 2. Movement balance of Community Centre Contracted staff to Function Coordinator Employment Contracts; now all 5 of 5 large Community Centres are completed 3. Commenced dock street restoration project at the Port Rowan Harbour Marina 4. Completed realignment strategy for the Port Dover & Port Rowan Marinas UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continue the implementation of the Parks, Facilities & Recreation Master Plan 2. Continue to implement new Community Centre/Hall operation strategy 3. Review current land lease agreements/partnerships with Community Services Division 4. Continue with development and enhancement of the operations at the Port Dover & Port Rowan Marinas MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Increase in Salaries & Benefits of $13,300 driven by economic & merit increases 2. Increase in Materials and Supplies of $700 driven by expected meeting expenses, staff mileage and cell phone data usage 3. Decrease in Services of $6,100 driven by the reallocation of legal expenses to interdepartmental charges 4. Increase in Interdepartmental Charges of $6,300 driven by the reallocation of legal expenses from Services CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Recruitment and retaining supervisory/management staff due to attrition 2. Infrastructure funding for aging facilities (i.e. Community Centres/Halls, EMS Bases, Fire Halls) 3. User Fees/Cost Recovery for provision of services 4. Decreasing volunteer and service club membership involvement 4-93

165 EXPENDITURES Community Services Administration DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 238, , , ,400 13, Materials & Supplies 12,800 12,700 13, , Services 16,000 16,700 10,600 (36.5) ,600 (6,100) (36.5) Interdepartmental Charges 35,000 35,000 41, ,300 6, Capital TOTAL EXPENDITURES 302, , , ,700 14, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES TOTAL REVENUES NET LEVY REQUIREMENT 302, , , ,700 14, STAFFING COMPLEMENT

166 ADMINISTRATIVE & CLIENT SERVICES GENERAL OPERATIONS PROPOSED LEVY SUPPORTED OPERATING BUDGET

167 Administrative & Client Services General Operations DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To provide exceptional Customer Service to Community Services patrons 2. To provide budgeting, budget monitoring, variance reporting, accounting & payroll functions, cash management, capital project management, contract/lease management, clerical/administration and other support functions for the Community Services Division as a whole and to oversee all administrative and client service functions of the Division including functionality & operations of all division specific software systems facility booking, program registration, marina management and cemetery management 3. To provide efficient & effective transportation services through the Ride Norfolk program 4. To provide all linkages between the various departments of the division for corporate policy and processes 5. To provide administration and budget management for Policing Services False Alarm program, Police Services Board & Community Policing 6. To provide leadership & advice, as well as, project tracking to community fundraising groups, CSD Boards & Agencies and other community organizations/groups regarding charitable donations and Capital Funding partnerships 7. To continue to identify and foster new opportunities for revenue generation and marketability of existing facilities/programs and monitor current partnerships for concession management PERFORMANCE MEASURES Measurable Service as of Sept 30 # of P-card transactions reconciled/$ value processed 4,363 / $1,072, / $ 1,383, / $1,393,752 # of AP invoices processed 2,684 2,331 2,162 # of AR invoice requisitions submitted # of payments/deposits processed at Culver Street 1,681 / 1,220 2,554 / 1,267 1,884 / 809 PRIOR YEAR ACHIEVEMENTS 1. Implemented the use of the Class Facility Booking Program in 80% of the Community Centres/Halls 2. Implemented the use of technology (hall specific addresses and phone numbers) for Community Centre Function Coordinators in order to provide clients with a more consistent approach in contacting function coordinators 3. Implemented Facility User Insurance Program to ensure all private rentals in arenas, pools, pavilions, parks and multi-purpose rooms have appropriate 3 rd party liability coverage when utilizing Norfolk County facilities 4. Implemented new Customer Service use of technology for inquiries and communication with Customer Service staff by creating and monitoring a new address of recreation@norfolkcounty.ca for better customer relations and department efficiencies 5. Began in depth research of the various facility booking/program registration software opportunities to ensure that the product that Norfolk County receives meets all needs and expectations 6. Began implementation towards paperless office/filing systems purchased 4 desktop scanners in 2018 (4 more budgeted for ) 4-95

168 Administrative & Client Services General Operations DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Conduct comprehensive review of Ride Norfolk/South Coast Shuttle Operations & implement improved scheduling & sponsorship plans 2. Continue implementation of Facility User Insurance Program in all Community Centres/Halls 3. Implement new Facility Booking & Program Registration Software system EOI late 2018/early 4. Implement a Social Media site for facility availability 5. Implement new Ice Allocation and Facility Booking Policies 6. Continue implementation of Customer Service Strategy for the Simcoe Recreation Centre and CSD as a whole 7. Conduct comprehensive review of all User Fees (except Marinas completed in 2017) 8. Continue to develop and implement a new Hall Management Strategy in conjunction with Parks & Recreation Department including implementation of facility booking software for tracking facility rentals on remaining halls (St.Williams CC, Port Rowan CC, Courtland CC) 9. Work closely with the Purchasing Department & Financial Services Division to implement Paramount purchasing software and a more centralized purchasing atmosphere at CSD 10. Implement new memorial/commemorative program for benches, trees, memorial gardens, etc. 11. Develop and implement a more effective and efficient budget monitoring process for CSD management team MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. ECS Corporate Communications Department (CAO 18-17) decrease of $10,100 in Salaries and Benefits, a decrease of $36,200 in Services, a decrease of $42,000 in Sales of Goods and an increase of $5,300 for Interdepartmental charges for the In Norfolk Guide 2. CSD CSD Administrative & Client Services Backfill Hours Extension increase in Salaries and Benefits of $19, Salaries and Benefits decrease of $99,200 driven by: a. Reduction in 2.15 FTE (1.0 reallocated to PR Admin; 1.0 reallocated to CSS purchasing; 0.15 reallocated to NEW Corporate Communications Department - ECS Corporate Communications Department) b. Offset by annual economic/merit increases and CSD CSD Administrative & Client Services Backfill Hours Extension 4. Materials and Supplies increase of $9,500 driven by: a. Purchase of 4 Desktop scanners to continue implementation towards paperless office increase of $2,400 b. Reallocation of Bell Telephone IVR Lines from Parks and Recreation Administration increase of $3, Services decrease of $13,400 driven by: a. ECS Corporate Communications Department decrease of $36,200 b. Offset by reallocation from PR Admin for finalization of transfer of Customer Service to Admin & Client Services increase of $28, Financial increase of $7,700 driven by: a. Bank charges based upon 3 year average - $6,

169 Administrative & Client Services General Operations DEPARTMENT SUMMARY 7. Fees and Service Charges decrease of $32,900 driven by: a. ECS Corporate Communications Department decrease of $42,000 b. Anticipated increase in advertising revenues increase of $9,000 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Lack of adequate Training & Development Budget 2. Limited staffing resources and time constraints including staffing turnover 3. User Fees - Cost Recovery methodology for provision of services can lead to customer service challenges 4-97

170 EXPENDITURES Administrative & Client Services General Operations DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 721, , ,700 (14.7) (10,100) 19, ,800 (99,200) (13.5) Materials & Supplies 11,300 11,600 21, ,100 9, Services 44,300 47,500 70, (36,200) 0 34,100 (13,400) (28.2) Interdepartmental Charges 46,000 46,300 42,700 (7.8) 5, ,000 1, Financial 32,900 28,000 35, ,700 7, Capital 5,400 5,400 4,500 (16.7) 0 0 4,500 (900) (16.7) TOTAL EXPENDITURES 861, , ,000 (8.3) (41,000) 19, ,200 (94,600) (10.8) Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (96,200) (100,600) (109,700) ,000 0 (67,700) (32,900) (32.7) Transfer From Reserve & Reserve Funds (58,800) (58,800) (59,600) (59,600) Interdepartmental Recoveries 0 0 (5,500) (5,500) 5, Other Revenues (24,000) (23,500) (24,500) (24,500) 1, TOTAL REVENUES (178,900) (182,900) (199,300) ,000 0 (157,300) (25,600) (14.0) NET LEVY REQUIREMENT 682, , ,700 (12.9) 1,000 19, ,900 (69,000) (10.0) STAFFING COMPLEMENT (0.15) (1.85) 4-98

171 RIDE NORFOLK PROPOSED LEVY SUPPORTED OPERATING BUDGET

172 Ride Norfolk DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Ride Norfolk is dedicated to providing a reliable, affordable, and safe public transportation option for travelling within Norfolk County 2. Ride Norfolk works with members of the community in order to continually improve the service that is offered in order to best meet the transportation needs that exist within the community 3. Ride Norfolk engages the community in order to increase the financial viability of the service through effective and creative marketing and promotion PERFORMANCE MEASURES Measurable Service (up to Sept 30) Annual Ridership (Daily Ridership) 8,745 (31/day) 8,570 (30.5/day) 6,560 (30/day) Farebox Recovery Rate (Revenue from fare/operating Expenses) 10% 10% 8% South Coast Shuttle Ridership 1,250 (33/day) 1,223 (31/day) 657 (16.5/day) South Coast Shuttle Sponsorship/Fare Revenue $17,600 $16,411 $10,474 PRIOR YEAR ACHIEVEMENTS 1. Completed Ride Norfolk Service Improvement Community Survey focusing on customer satisfaction and improvement areas 2. Created Interactive GIS mapping of Ride Norfolk Bus Routes 3. Created updated brochure with easier to follow routing information 4. Launched new Ride Norfolk Website 5. Implemented visual signage indicating Priority Seating & Bike Friendly initiative 6. Implemented Partnership with Fanshawe College to provide a student bus pass 7. Received notification of funding approval for Community Transportation Grant to extend services to Brantford 8. Reviewed various technology initiatives for the provision of electronic farebox systems and onboard visual displays UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Implement improved routing and stops based on results of Customer Satisfaction Survey potential changes to Regular Service & South Coast Shuttle 2. Implement electronic farebox system and visual displays 3. Installation of transit related infrastructure i.e. bus shelters, benches, new signage using PTIF funding received in 2017/ Implement extension to services with the Community Transportation Funding 5. Increase ridership and revenue for both regular and south coast shuttle services 6. Continue engagement with community members and agencies to improve coordination of transportation services offered throughout Norfolk County & surrounding municipalities 4-99

173 Ride Norfolk DEPARTMENT SUMMARY 7. Restructure Partnership Program for South Coast Shuttle Operations 8. Create & implement new advertising and sponsorship initiatives MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD Ride Norfolk Expansion Brantford Connection increase of $145,000 in Services and an increase of $20,000 in Capital. Expansion is 100% funded through Federal/Provincial Grants 2. Decrease in Salary and Benefits of $9,900 driven by staff turnover 3. Increase in Services of $162,000 driven by: a. CSD Ride Norfolk Expansion Brantford Connection increase of $142,000 b. Advertising costs increased advertising charges increase of $3,000 c. Anticipated increase in Contracted Services for provision of transportation contract increase of $7, Increase in Fees and Services Charges of $2,300 based upon anticipated increase in ridership 5. Decrease in Transfer From Reserve and Reserve Funds of $65,500 driven by the decrease in expected funding from Provincial Gas Tax 6. Increase in Other Revenues of $4,800 driven by an increase in anticipated Sponsorship Revenues CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Meeting AODA legislated requirements for provision of service 2. Service provision to a large geographic area & diverse population 3. Integrating services with outside agencies with diverse mandates and funding formulas 4. Balancing Gas Tax Funding and Municipal Contributions to sustain transportation services 5. Utilizing contractors for Service Provision versus County owned & operated 4-100

174 EXPENDITURES Ride Norfolk DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 61,200 61,600 51,700 (16.1) ,700 (9,900) (16.1) Materials & Supplies 3,900 4,900 5, , Services 202, , , , , , Interdepartmental Charges Financial Capital 20,000 20,000 0 (100.0) 20, , TOTAL EXPENDITURES 288, , ,900 (3.9) 165, , , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (165,000) 0 (165,000) 165, Fees & Service Charges (30,000) (31,200) (33,500) (33,500) 2, Transfer From Reserve & Reserve Funds (134,400) (134,400) (68,900) (48.7) 0 0 (68,900) (65,500) (48.7) Other Revenues (13,000) (13,500) (16,000) (16,000) 2, TOTAL REVENUES (177,400) (179,100) (118,400) (33.9) (165,000) 0 (283,400) 104, NET LEVY REQUIREMENT 110, , , ,500 49, STAFFING COMPLEMENT

175 PARKS & RECREATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

176 Parks & Recreation DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To operate, maintain & develop a diverse inventory of Norfolk County recreation facilities, parkland, cemeteries, trails and forested lands 2. Develop and implement programs for children 3. To assist and work with community groups to encourage community initiatives and partnerships 4. To enhance the quality of life for residents of Norfolk County by fostering and supporting the development of recreation services and leadership throughout the County 5. Provide the highest quality accessible & affordable recreational opportunities for as many citizens as possible with the resources available 6. To create an Active Living Plan that will identify partnerships, program requirements and other direction for future methods to encourage physical activity for residents PERFORMANCE MEASURES Measurable Service as of Sept 30 # of programming hours of recreation programs 59,000 63,265 45,850 # of Hunting Licenses sold (resident/nonresident) 293/ /189 7/30 *please note season goes from Oct-Feb so majority of licenses will not yet be sold as of Sept 30 Average # of Trail users per day Average # of Trail users per week 1,779 1,870 1,964 Average # of Trail user per month 7,730 8,120 8,500 PRIOR YEAR ACHIEVEMENTS 1. Awarded a grant by Parks and Recreation Ontario (High Five) to deliver two free Principles of Health Aging workshops 2. Secured funding through the Aberdeen Foundation and Lion s Club to offer free fitness programming to seniors in Norfolk County 3. Epoxy of Simcoe Farmers Market floor completed Oct of 2018 as per Health Department requirements 4. Oakwood Cemetery west gate closed to regular vehicular traffic, resulting in greater safety for children at St Joseph s School and returned respect for the cemetery and visitors 5. Waterford Arena front entrance replacement construction and installation of vestibule with sliding doors 6. Replacement of the Waterford arena ice resurfacer with an electric unit & finished Talbot Gardens Arena seating area repairs 7. Refurbishment of the bandstand in Powel Park, Port Dover. Included repair of block structure and painting 8. Vittoria & District CC replaced hall flooring and painted hall interior and exterior in partnership with the Vittoria Lions Club 9. Delhi arena ball diamond sports lighting upgrades completed 10. Delcrest accessible playground built 11. Langton arena new lobby and washroom floor along with new partitions/fixtures in upper washrooms. 12. Interior Design Project for DKP to be completed by December

177 Parks & Recreation DEPARTMENT SUMMARY 13. Hosted 3 swim meets at the ACAC and 5 at DKP and the Water Safety Awareness Promoter organized over 35 various events throughout the County to promote water safety and drowning prevention UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Implementation of Public Tree By-law 2. Development of Concussion Policy, Tree Maintenance Policy, Trail Maintenance Policy, Fire Management Plan for County Woodlots, and Invasive Species Management Plan for County Woodlots 3. Project Norplex 4. Increase programming in underserviced areas of Norfolk County 5. By-Law amendments and signage upgrades for Oakwood Cemetery 6. Creation of a cemeteries Masterplan and trails Masterplan review 7. WinDel Park field house/washroom renovation and light tower replacement 8. Ice Rink Floor & Dasher board Replacement & Replacement of Ice Resurfacer with Electric Unit - Port Dover Arena MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD Inclusion Support Parks and Recreation Programs increase in Salaries and Benefits of $55,100, an increase in Materials and Supplies of $1,500, an increase in Capital of $1,000 and an increase in Fees and Service Charges of $3, CSD Additional Forestry and Parks Pickup Truck Lease increase in Interdepartmental charges of $14, ECS Corporate Communications Department Decrease in Salaries and Benefits of $30,100, Materials and Supplies of $600, and Services of $2,300 offset by an increase of $33,000 in Interdepartmental Charges 4. Increase in Salaries and Benefits of $91,200 driven by: a. Reallocation of staff and economic & merit increases to Salaries & Benefits increase of $66,200 b. CSD increase of $55,100 c. ECS decrease of $30, Materials and supplies increase of $236,100 driven by: a. Increased Utility Costs hydro, water/wastewater, gas increase of $203, Services decrease of $194,000 driven by: a. Reduction for the reallocation of IVR lines and Software annual maintenance fees realloacted to Admin & Client Services decrease of $25,400 b. Net reduction for the requirement of Consulting Services driven by the reallocation of the Ash Tree Replacement Program decrease of $78,000 c. Reduction due to reallocation of Ash Tree Removal project from Operating Budget to Capital Budget decrease of $200,000 d. Net increase for the requirement for repairs and maintenance across various facilities increase of $85, Increase in Interdepartmental Charges of $70,200 driven by: 4-103

178 Parks & Recreation DEPARTMENT SUMMARY a. CSD increase of $14,000 b. ECS increase of $33,000 c. Increase in IT Support Charges due to reallocation of staffing increase of $10, Increase in Capital of $353,800 driven by: a. Donly Drive Woodlot Perimeter Tree Maintenance and Fencing as a result of DC study increase of $97,000 b. Steel Light Tower Replacement Program WinDel Park increase of $145,000 c. Vittoria District Community Centre Parking Lot - $49, Net Reduction in overall revenue sources driven by: a. Debt Funding driven primarily by the reallocation of the Ash Tree Removal Program decrease of $200,000 b. Transfers from Reserves & Reserve Funds driven primarily by the removal of the Recreation Feasibility Study decrease $58,800 c. Offset by anticipated increases in user fees increase of $31,800 CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Ability to meet individual needs with regards to accessibility with current resources and infrastructure 2. Reacting and adjusting to the new extreme and radical weather conditions due to climate changes 3. Adjusting current and future operations due to weather changes 4. Viewing operations with a new green/sustainable perspective 4-104

179 EXPENDITURES Parks & Recreation DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 5,228,900 5,248,200 5,314, (30,100) 55,100 5,339,400 91, Materials & Supplies 1,645,800 1,628,900 1,864, (600) 1,500 1,865, , Services 1,776,500 1,774,200 1,582,000 (10.8) (2,300) 0 1,579,700 (194,500) (11.0) Transfer Payments/Grants 60,000 60,500 51,200 (15.4) ,200 (9,300) (15.4) Interdepartmental Charges 1,149,600 1,119,500 1,142, ,000 14,000 1,189,700 70, Financial 34,500 34,400 34, , Infrastructure Funding 395, , ,100 (4.0) ,100 (17,000) (4.0) Capital 238, , , , , , TOTAL EXPENDITURES 10,529,700 10,530,600 10,989, ,600 11,061, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (53,900) (45,400) (53,400) (53,400) 8, Municipal Recoveries Fees & Service Charges (2,254,800) (2,232,400) (2,260,700) (3,500) (2,264,200) 31, Transfer From Reserve & Reserve Funds (60,500) (58,400) 0 (100.0) (58,400) (100.0) Interdepartmental Recoveries (283,600) (282,700) (269,000) (4.8) 0 0 (269,000) (13,700) (4.8) Other Revenues (206,700) (388,500) (173,900) (55.2) 0 0 (173,900) (214,600) (55.2) TOTAL REVENUES (2,859,400) (3,007,400) (2,757,000) (8.3) 0 (3,500) (2,760,500) (246,900) (8.2) NET LEVY REQUIREMENT 7,670,300 7,523,200 8,232, ,100 8,300, , STAFFING COMPLEMENT (0.55)

180 FIRE PROPOSED LEVY SUPPORTED OPERATING BUDGET

181 Fire DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Public safety and emergency preparedness education 2. Fire Code Enforcement 3. Fire protection and rescue services 4. Training and Development of 254 Volunteer Firefighters PERFORMANCE MEASURES Measurable Service as of Sept 30 Total # of Incidents / Emergency Responses (calls) 1, Average response time (in minutes) Smoke Alarm / Carbon Monoxide Alarm Campaign (annual visits) it is a fall program # of Volunteers Firefighter Recruited Total # of Volunteer Firefighter Training Hours 13,036 13,413 8,758 PRIOR YEAR ACHIEVEMENTS 1. Office of the Fire Marshal (OFM)/Emergency Management yearly compliance vulnerable occupancy fire drills and reviews completed as per directed by the OFMEM 3. 1 Officer trained to NFPA 1021 Fire Officer 4, 1 Officer trained to NFPA 1021 Fire Officer 2, 4. 1 Officer trained to NFPA Fire Instructor 2, 4 Officers trained to NFPA 1033 Fire Investigator 1, Firefighters trained to NFPA Firefighter Level 1, 12 Firefighters trained to Fire Instructor Firefighters trained to Fire Officer 1 7. Completed Certified Pump Operators Course training 12 firefighters 8. Took delivery of 2 Tankers and 1 Pumper 9. 2 Promotions within the Volunteer ranks to Deputy District Chiefs UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Research ISO Certification 2. Award Fire Dispatch Contract 3. Mental Health Awareness Program 4. Occupational Specific Carcinogen Reduction Program 5. Review Standard Operating Guidelines 6. Firefighter Wellness Program 7. Standardizing Firefighter Equipment and Apparatus 8. Developing a Recruitment and Retention Program 4-106

182 9. Station Location Study Fire DEPARTMENT SUMMARY MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD Mandatory Fire Training; $26,700 increase in Salaries and Benefits, $16,800 increase in Services 2. CSD MTO Legislative Requirements; $5,400 increase in Materials and Supplies 3. Increase in Salaries and Benefits of $30,900 driven by: a. CSD increase of $26,700 b. Merit and Economic increases increase of 4, Increase in Materials and Supplies of $79,800 driven by: a. Replacement of Firefighting Rescue Equipment increase of $65,000 b. Uniform Supplies due to corporate rebranding increase of $10,300 c. Reallocation of tires, motor fuel and motor oil to Interdepartmental Charges decrease of $30,200 d. Increase in costs of required licenses and permits increase of $17,000 e. CSD increase of $5, Increase in Services of $18,500 driven by: a. CSD increase of $16,800 b. New tower rental increase of $4,800 c. Replacement of Station signs due to corporate rebranding increase of $4,000 d. Reallocation of Maintenance and Repairs to Interdepartmental Charges decrease of $16, Interdepartmental Charges increase of $107,000 driven primarily by: a. Reallocation and increase of tires, motor fuel and motor oil from Materials and Supplies increase of $30,800 b. Reallocation and increase of Maintenance and Repairs reallocated from Materials and Supplies, and Services increase of $38,800 c. Increase of $21,000 for Fire Protection Services based on charges from the proposed rate budget 7. Infrastructure Funding increase of $248,900 driven by: a. Increased contribution to Fire & Vehicle Equipment for funding of vehicle apparatus replacements - increase of $243, Net decrease in Levy Funded Capital decrease of $59, Transfer From Reserve and Reserve Funds decrease of $219,000 driven by: a. Net Reduction in Phase-in for Fire Protection Cost funded by Reserves CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Gas Well (Hydrogen Sulfide) Monitoring and Training 2. Firefighter Certification 3. Volunteer Commitment to Fire Protection 4-107

183 Fire DEPARTMENT SUMMARY 4. Service Delivery Review 5. Legislated vulnerable occupancy fire drills and fire safety plan reviews 6. Officer Development 7. Business Licensing Inspections 4-108

184 EXPENDITURES Fire DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 2,257,000 2,260,700 2,264, ,700 2,291,600 30, Materials & Supplies 322, , , , ,800 79, Services 611, , , , ,500 18, Interdepartmental Charges 2,376,300 2,377,300 2,485, ,485, , Infrastructure Funding 882, ,800 1,145, ,145, , Capital 332, , ,000 (17.1) ,000 (59,300) (17.1) TOTAL EXPENDITURES 6,783,300 6,795,100 7,172, ,400 43,500 7,221, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (32,400) (32,800) (35,800) (35,800) 3, Transfer From Reserve & Reserve Funds (438,000) (438,000) (219,000) (50.0) 0 0 (219,000) (219,000) (50.0) Interdepartmental Recoveries (9,100) (9,100) (10,000) (10,000) Other Revenues (18,700) (20,200) (15,700) (22.3) 0 0 (15,700) (4,500) (22.3) TOTAL REVENUES (498,200) (500,100) (280,500) (43.9) 0 0 (280,500) (219,600) (43.9) NET LEVY REQUIREMENT 6,285,100 6,295,000 6,892, ,400 43,500 6,941, , STAFFING COMPLEMENT

185 PARAMEDIC SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

186 Paramedic Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Norfolk County Paramedic Services is committed to professionally serving the residents and visitors of Norfolk County with compassion, integrity and advocacy; we will provide timely response to emergencies, medical care based on clinical excellence and community service programs to preserve life, improve health and promote safety 2. The provision of effective, timely, and seamless emergency response as directed by the Central Ambulance Communication Centre (CACC) to all legislative standards from the Ministry of Health and Long Term Care 3. To promote wellness and healthy lifestyles, through health surveillance, public education and injury prevention initiatives 4. To work with fellow medical professionals, allied agencies and community health care providers in furthering pre-hospital emergency medical care and improving health care provision and system navigation in Norfolk County 5. Further enhanced services for vulnerable patients through Community Paramedicine Program including referrals, clinics and home visits PERFORMANCE MEASURES Measurable Service as of Sept 30 EMS Department - General Total annual call volume 14,270 15,080 11,956 # of Emergency calls for service (Code 3,4,8) 13,096 14,095 11,278 # of Patient Transfers (Includes all priorities) 2,154 2,066 1,546 Community Paramedicine Project *please note program discontinued April to June in 2016* # of Wellness Clinics in 6 social housing complexes # of patients seen in Wellness Clinics # of Home Visits # of referrals by Paramedics to Community Resources (CREMS) (total/referred to other agencies) 686/ / /136 PRIOR YEAR ACHIEVEMENTS 1. Rebranding of EMS service as Norfolk County Paramedic Services, in line with province, Norfolk County initiatives and inclusive of community-based care provision, including new crest, vehicle design and uniform adjuncts 2. Continued Implementation of new stretchers and load systems to protect the health and safety of patients and Paramedics 3. Enhancement of the Community Paramedicine Program, including increased home visits, new remote patient monitoring programming and maintenance of all community wellness clinics 4. Governor General Exemplary Service Medals presented to Deputy Chief Dean Casement and Paramedics Carol Dostal and Kerry Zerbes 5. Improved Community relations presence, with food drive, parades, school and community presentations and Norfolk County Fair Booth 4-110

187 Paramedic Services DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Strategic Plan development for the future of Norfolk County Paramedic Services 2. Working towards construction of Waterford Base 3. Ongoing evaluation and continued enhancement of Community Paramedicine Program 4. Future Paramedic Services Headquarters with improved storage, training, administration offices and garage facilities 5. Ongoing medical education and skills training to ensure highest quality of care delivered to all patients MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD Norfolk County Community Paramedicine Program (CSD 18-01) increase in Salaries and Benefits of $126,300 and an increase in Materials and Supplies of $16, CSD Emergency Services Operational Study (Resolution #7, Nov 1/17 increase of $100,000 in Services 3. Salaries and Benefits increase of $148,700 driven by: a. Economic and merit increases for salaries and benefits increase of $22,400 b. CSD increase of $126, Materials and Supplies decrease of $33,500 driven by: a. Reallocation for tires, motor fuel and motor oil to Interdepartmental Charges decrease of $88,000 b. Operating Supplies; Increase in purchases of ambulance/paramedic supplies due to requirements for Narcan and the purchase of new medical equipment bags for paramedics increase of $36,800 c. CSD increase of $16, Services increase of $72,600 driven by: a. CSD increase of $100,000 b. Reallocation of maintenance and repair services to Interdepartmental Charges - decrease of $24, Interdepartmental charges increase of $156,700 driven by: a. Reallocation and increase for tires, motor fuel and motor oil from Materials and Supplies - increase of 90,700 b. Reallocation and increase from maintenance and repair services - increase of $24,500 c. Reallocation from Services for Legal costs increase of $5, Infrastructure Funding increase of $278,900 due to annual amortization calculation 8. Capital reduced by $36,000 due to removal of the stretcher replacement program from Federal/Provincial Grants increase of $256,000 driven by: a. Ministry Funding based on projected funding level increase of $149,700 b. CSD increase of $144, Municipal Recoveries decrease of $50,000 based on historical actuals 4-111

188 Paramedic Services DEPARTMENT SUMMARY CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Aging population growth in Norfolk County continues to increase demand for services, both emergency-based and at home 2. Steadily increasing call volume and offload delays while out-of-county continue to impact response time and service provision 3. Severe office, garage and storage deficiencies at Simcoe headquarters for current Leadership Team and Paramedics 4. Increasing cost of equipment (new standards enforced by Ministry, equipment and supplies) 5. Data collection, analysis and reporting challenges with current service tools 4-112

189 EXPENDITURES Paramedic Services DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 8,423,600 8,295,300 8,317, , ,444, , Materials & Supplies 404, , ,200 (12.8) 16, ,900 (33,500) (8.5) Services 131, , ,100 (19.1) 101, ,700 72, Interdepartmental Charges 314, , , , , Financial Infrastructure Funding 275, , , , , Capital 67,300 73,000 37,000 (49.3) ,000 (36,000) (49.3) TOTAL EXPENDITURES 9,617,300 9,491,400 9,834, , ,078, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (4,748,600) (4,637,200) (4,786,900) 3.2 (106,300) 0 (4,893,200) 256, Municipal Recoveries (20,200) (60,000) (10,000) (83.3) 0 0 (10,000) (50,000) (83.3) Fees & Service Charges (400) (500) (1,700) (1,700) 1, Transfer From Reserve & Reserve Funds (58,500) (46,000) (46,800) (46,800) Other Revenues (39,900) (37,100) (3,000) (91.9) (38,300) 0 (41,300) 4, TOTAL REVENUES (4,867,500) (4,780,800) (4,848,400) 1.4 (144,600) 0 (4,993,000) 212, NET LEVY REQUIREMENT 4,749,800 4,710,600 4,985, , ,085, , STAFFING COMPLEMENT

190 HARBOUR MARINAS PROPOSED LEVY SUPPORTED OPERATING BUDGET

191 Harbour Marinas DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Port Dover Harbour Marina (PDHM) - Provision of seasonal dockage (466) fully serviced docks with hydro & water, 74 non-serviced docks (no hydro & water), and 11 transient docks that are fully serviced; Storage capabilities on site for off-season storage 2. Port Rowan Harbour Marina (PRHM) - Provision of seasonal dockage (38) - 28 with hydro on East side (recreational area) & 10 with hydro on West side (commercial area & breakwall) and water lot license agreements for 35 boathouses; small capability for off-season storage 3. To provide a public launching ramp (PDHM & PRHM); ability to purchase marine fuel, oil & ice (PDHM); provide pump out capability (PDHM) 4. To provide a safe and secure environment and well-being to our sail and powerboat customers 5. To work with other businesses within Norfolk County to help promote the area and bring in new customers into Norfolk County 6. To provide blue access to the public for recreational purposes & to protect aquatic life and waterways for future generations use PERFORMANCE MEASURES Measurable Service PDHM - Percentage of Usage of Permanent Slip Per Season (Apr 15 97% 94% 92% -Oct 15) PRHM - Percentage of Usage of Permanent Slip Per Season (May 1 -Oct 15) East Slips (Recreational Area) 89% 89% 96% PRHM - Percentage of Usage of Permanent Slip Per Season (May 1 -Oct 15) West Slips (Commercial Area) 90% 90% 100% PDHM - Percentage of Usage of Transient Slip Per Season (Apr 15 Oct 15) 33% 43% 45% PRIOR YEAR ACHIEVEMENTS 1. First year completed with PDHM and PRHM realigning of two marina s into one business unit 2. Paving and resurfacing roadways in the marina (PDHM) 3. Replacing Solar Lantern and system on the Harbour Lighthouse and replaced two sewer pumps (PDHM) 4. Continued beautification of marina - new benches, garbage cans & recycle containers for more coordinated park-like style (PDHM & PRHM) 5. Completed second season of aquatic weed removal by using a herbicide application which worked very well (PDHM & PRHM) 6. Completed first season with staff restructuring - added one PFT Marina Labourers/Winter Control Truck Drivers and increased one additional Seasonal TFT Operations Coordinator (PDHM) 7. Increase in winter storage (PDHM & PRHM) 8. Re-instated the Port Dover Harbour Marina Advisory Committee (PDHM) 9. Complete Dock Street restoration (PRHM) 10. Installed various safety features including 6 Fire Extinguishers, 8 Life Rings and 4 Safety Ladders on docks & pier, as well as purchased AED for the safety of the people using the marina and park (PRHM) 4-114

192 Harbour Marinas DEPARTMENT SUMMARY UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Develop and implement plans for new transient/day use/boat ramp in the old commercial dock area (PDHM) 2. Review of current policies & procedures and dockage contracts, as well as longer term water lot licenses for boathouses (PDHM & PRHM) 3. Continue Beautification of Marina and find new ways to improve customer service/satisfaction and safety (PDHM & PRHM) 4. Continue working to develop policies and procedures with Ontario Boating Association (PDHM & PRHM) 5. Investigate alternate revenue sources including provision of water accommodations to help increase tourism opportunities (PDHM & PRHM) MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CSD Staffing Review and Restructuring of Norfolk County Marinas increase in Salaries and Benefits of $63, Salaries & Benefit increase of $68,500 driven by: a. $5,500 increase for Economic, Merit and Job Evaluation Increases b. $63,000 increase as a result of CSD Staffing Review and Restructuring of Norfolk County Marinas 3. Materials and Supplies increase of $17,000 driven primarily by: a. One-time Safety items - $10,400 increase (includes parking blocks, portable speed bumps & dock carts PDHM - $4,400 and life rings, fire extinguishers & dock ladders - PRHM - $6,000) b. Increased Technology 2 new smartphones with data capability for Marina Manager & Harbour Master - $1,400 increase c. Increase in staff mileage for Marina Manager due to dual role in responsibilities - $1,500 increase d. TSSA Inspection required in (PDHM) - $1, Net overall increase to Interdepartmental Charges of $10,900 a. Increase of IT support charges due to higher support being required for Marina software increase of $2,300 b. Legal services has been reallocated from Service to Interdepartmental Charges increase of $3,300 c. Communication Services increase due to reallocation from Admin & Client Services increase of $5, Increase in Infrastructure Funding of $6,700 driven by increased debt financing interest due to completed Dock Street Reconstruction (PRHM) 6. Decrease in Capital of $13,700 driven by the decrease in requests for operating capital over Fees and Service Charges increase of $25,400 driven by the anticipated increase in user fees due to comprehensive review 8. Transfer from Reserve and Reserve Funds increase of $7,400 driven by a transfer from the Port Rowan Harbour Marina Reserve Fund to offset expenditure increases CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Demand for bigger slips for bigger boats (with current conditions PDHM cannot offer services to 50 foot plus boats) 2. Ongoing technical issues with computer connections due to location 4-115

193 Harbour Marinas DEPARTMENT SUMMARY 3. High aquatic growth 4. Aging customer base and trying to make the marina AODA compliant (more accessible for patrons) 5. Low water levels (dredging requirements) 6. Lack of staff resources 7. Lack of opportunity to expand revenues to help offset increased operating costs 4-116

194 EXPENDITURES Harbour Marinas DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 312, , , , ,800 68, Materials & Supplies 377, , , ,300 17, Services 109,300 97,200 95,300 (2.0) ,300 (1,900) (2.0) Interdepartmental Charges 62,800 63,400 74, ,300 10, Financial 18,500 18,000 19, ,000 1, Infrastructure Funding 251, , , ,700 6, Capital 34,600 41,100 27,400 (33.3) ,400 (13,700) (33.3) TOTAL EXPENDITURES 1,166,400 1,143,300 1,168, , ,231,800 88, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (1,385,200) (1,353,000) (1,378,400) (1,378,400) 25, Transfer From Reserve & Reserve Funds 0 0 (7,400) (7,400) 7, Other Revenues (10,600) (11,400) (11,400) (11,400) TOTAL REVENUES (1,395,800) (1,364,400) (1,397,200) (1,397,200) 32, NET LEVY REQUIREMENT (229,400) (221,100) (228,400) (3.3) 63,000 0 (165,400) 55, STAFFING COMPLEMENT

195 PUBLIC WORKS PROPOSED LEVY SUPPORTED OPERATING BUDGET

196 PUBLIC WORKS DIVISION GENERAL MANAGER ENGINEERING ENVIRONMENTAL SERVICES FACILITIES PUBLIC WORKS ADMINISTRATION SERVICES ROADS 4-118

197 PUBLIC WORKS SUMMARY DIVISION NET LEVY REQUIREMENT 2018 Forecasted Actuals 2018 APPROVED BUDGET Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % of TOTAL Public Works Administration 394, , ,100 (17.0) 94, ,700 43, Public Works Administration Services 1,142, ,400 1,046, ,046,300 73, Engineering 6,053,900 6,158,200 6,511, ,000 6,591, , Facilities 2,243,500 2,337,100 2,523, ,000 2,528, , Roads 19,964,000 18,704,500 19,127, ,127, , Environmental Services Waste Management 6,706,800 6,887,200 8,161, ,161,400 1,274, Total Environmental Services 6,706,800 6,887,200 8,161, ,161,400 1,274, TOTAL 36,505,200 35,358,300 37,617, ,600 85,000 37,797,400 2,439,

198 PUBLIC WORKS SUMMARY DIVISION SUMMARY Council New Forecasted APPROVED Adjusted ADJ BUD % Approved Budget PROPOSED Budget $ Budget % Actuals BUDGET Budget Initiatives Initiatives BUDGET EXPENDITURES Salaries & Benefits 9,680,900 9,623,900 9,802, , ,893, , Materials & Supplies 6,116,300 5,082,400 5,573, ,574, , Services 12,562,600 12,507,000 12,377,100 (1.0) 3, ,000 12,504,200 (2,800) 0.0 Transfer Payments/Grants 2,092,100 2,007,800 2,000,500 (0.4) 0 0 2,000,500 (7,300) (0.4) Interdepartmental Charges 4,846,100 4,946,400 5,112, ,112, , Financial 14,700 12,800 15, ,000 2, Infrastructure Funding 10,589,600 10,644,500 11,116, ,116, , Capital 821, , ,900 (2.7) ,900 (23,200) (2.7) TOTAL EXPENDITURES 46,723,500 45,689,900 46,840, , ,000 47,058,600 1,368, REVENUES PIL's-Supplementaries-Local Improvements (5,200) (4,300) (5,200) (5,200) Federal/Provincial Grants (1,004,000) (1,180,100) (994,200) (15.8) 0 0 (994,200) (185,900) (15.8) Fees & Service Charges (1,274,000) (1,255,200) (953,800) (24.0) 0 0 (953,800) (301,400) (24.0) Transfer From Reserve & Reserve Funds (1,489,300) (1,487,800) (585,700) (60.6) 0 (25,000) (610,700) (877,100) (59.0) Interdepartmental Recoveries (5,582,700) (5,585,500) (5,851,300) (14,000) (5,865,300) 279, Other Revenues (863,100) (818,700) (832,000) (832,000) 13, TOTAL REVENUES (10,218,300) (10,331,600) (9,222,200) (10.7) 0 (39,000) (9,261,200) (1,070,400) (10.4) NET LEVY REQUIREMENT 36,505,200 35,358,300 37,617, ,600 85,000 37,797,400 2,439, STAFFING COMPLEMENT

199 PUBLIC WORKS ADMINISTRATION PROPOSED LEVY SUPPORTED OPERATING BUDGET

200 Public Works Administration DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Public Works Administration is responsible for the overall management, maintenance and capital works for roads, fleet, facilities, engineering, municipal drains, water, wastewater, storm sewer and waste management services provided throughout the County 2. In addition to the capital upgrades within the Division, it is responsible for all capital and operating costs for five (5) administration facilities in Norfolk County UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Efficient, effective and economical operation of the Division 2. Strive for exceptional customer service 3. Continue standardization of services 4. Continue development of Performance Measures 5. Develop a division Succession Management Plan for a sustainable future MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. CAI PWE Asset Management Planning (CAO 18-12); to hire an Asset Management Coordinator to develop and integrate an appropriate Asset Management Plan - net levy impact of $94, Salaries & Benefits increase of $96,000 consists of: a. Economic, merit and job evaluation increases - $4,900 b. CAI Asset Management Planning - $91, Interdepartmental Charges decrease of $14,500 is driven by office space rental for the Delhi Administration Building based on a reduced use of space 4. Transfer From Reserve & Reserve Funds increase of $37,200 is from OCIF funding for Asset Management Projects 4-121

201 EXPENDITURES Public Works Administration DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 357, , , , ,500 96, Materials & Supplies 6,700 6,500 6,200 (4.6) , Services 9,500 6,400 4,300 (32.8) 3, ,400 1, Interdepartmental Charges 87,700 87,700 73,200 (16.5) ,200 (14,500) (16.5) Financial TOTAL EXPENDITURES 461, , ,100 (3.3) 94, ,700 82, Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Transfer From Reserve & Reserve Funds 0 0 (37,200) (37,200) 37, Interdepartmental Recoveries (66,200) (66,200) (67,800) (67,800) 1, TOTAL REVENUES (66,200) (66,200) (105,000) (105,000) 38, NET LEVY REQUIREMENT 394, , ,100 (17.0) 94, ,700 43, STAFFING COMPLEMENT

202 PUBLIC WORKS ADMINISTRATION SERVICES PROPOSED LEVY SUPPORTED OPERATING BUDGET

203 Public Works Administration Services DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The provision of administrative support, payroll input and work order maintenance for the operational departments of Public Works 2. Review and update to existing divisional policies, procedures and permits 3. Wide range of customer service and issuance of permits 4. Manage and monitor contracts for service (water & wastewater billing and collection, municipal infrastructure locates, after hours answering service, fuel supply and delivery) 5. Secure all revenue sources generated from water, wastewater and waste management 6. To provide and maintain 292 vehicles, equipment and radio communication system to the operational divisions/departments as required 7. To economically source various materials and supplies for use by the Norfolk County Garage and operational divisions/departments County wide as required 8. To coordinate all County signage through the operation of the sign shop PERFORMANCE MEASURES Measurable Service as at Oct 30th Number of vehicles serviced and maintained General work orders processed 6,300 5,588 4,740 Vehicle and equipment work orders processed 2,510 2,000 1,700 Oversize load permits issued Entrance permits issued Road cut permits issued Water and sewer permits issued PRIOR YEAR ACHIEVEMENTS 1. Realignment of Public Works Administrative Services 2. Construction and installation of new fueling stations in Villa Nova and Courtland; including integrations with the current electronic tracking and fuel monitoring systems 3. Continued improvement with the Water & Wastewater Billing and Collections Contractor (ERTH) 4. Effective repair and maintenance of Norfolk County vehicles and equipment UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Participate in the Customer Service Strategy 2. Continue with the implementation and improvement to the work order system 3. Continue to develop fuel reduction programs 4-123

204 Public Works Administration Services DEPARTMENT SUMMARY 4. Continue with vehicle/equipment replacement program including in-depth analysis of the County s existing vehicles and equipment in an effort to improve and streamline the fleet 5. Analyze interdepartmental usage and rental rates MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Salaries & Benefits decrease of $35,600 is driven by reallocation of 1.0 FTE to Corporate Support Services offset by economic, merit and job evaluation increase 2. Materials & Supplies increase of $225,000 is driven by the cost assumption for motor fuel, as well as costs for sign shop materials and larger sizes for road name signs 3. Services increase of $50,000 is driven by the addition of GPS vehicle trackers in County vehicles which increases monthly vehicle tracker module charges, as well as the addition of a truck lease for Community Services Forestry and Parks 4. Interdepartmental Charges increase of $67,800 is driven by Fleet Equipment Rental Charges which are based on the need by other Departments and are charged out 5. Infrastructure Funding increase of $27,500 consist of the Fleet Equipment Pool that is funded from Reserves 6. Capital increase of $26,900 consists of the capital project for the Electrical Vehicle Pilot Project that is funded from operating; offset by completion of prior year one-time projects 7. Interdepartmental Recoveries increase of $286,800 is driven by the charge out of vehicles and equipment repairs to Departments as required CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Maintain established service standards with fewer resources 2. Management of various contracted services (water & wastewater billing and collection, municipal infrastructure locates, after hours answering service, fuel supply and delivery) 3. Multi-use equipment 4. Increasingly difficult to maintain vehicles and equipment to a safe standard with the aging of our current fleet 4-124

205 EXPENDITURES Public Works Administration Services DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 1,643,200 1,613,500 1,577,900 (2.2) 0 0 1,577,900 (35,600) (2.2) Materials & Supplies 1,495,000 1,439,500 1,664, ,664, , Services 613, , , , ,800 50, Interdepartmental Charges 264, , , ,900 67, Financial (11.1) (100) (11.1) Infrastructure Funding 1,373,200 1,373,200 1,400, ,400,700 27, Capital 37,400 37,900 64, ,800 26, TOTAL EXPENDITURES 5,427,700 5,238,900 5,586, ,000 5,600, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (24,000) (2,800) (7,600) (7,600) 4, Interdepartmental Recoveries (4,251,900) (4,254,700) (4,527,500) (14,000) (4,541,500) 286, Other Revenues (9,800) (9,000) (5,000) (44.4) 0 0 (5,000) (4,000) (44.4) TOTAL REVENUES (4,285,600) (4,266,500) (4,540,100) (14,000) (4,554,100) 287, NET LEVY REQUIREMENT 1,142, ,400 1,046, ,046,300 73, STAFFING COMPLEMENT (1.00) 4-125

206 ENGINEERING PROPOSED LEVY SUPPORTED OPERATING BUDGET

207 Engineering DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Project management of the Capital Infrastructure Replacement Program: roads, sewers and watermains 2. Project management of the infrastructure improvements for Wastewater Treatment Plants (WWTP), Water Treatment Plants (WTP) and Wastewater pumping stations 3. Project management of the Bridge, Culvert and Retaining Walls Assessment and Repair/Replacement Program 4. Manage and administer the 10 year Capital Forecast for the Infrastructure Replacement Program 5. Project Management of special studies with respect to areas such as master planning, traffic and transportation and unique structures (i.e. dams) 6. Managing the documentation of design and construction standards for municipal infrastructure 7. To assist property owners in resolving drainage issues/disputes in an effective and cost efficient manner through the use of the Drainage Act legislation 8. To provide an effective and cost efficient maintenance program for municipal drains, including the County's five-year maintenance program for open ditch municipal drains; this maintenance work fulfills the County's obligations and liabilities under the Drainage Act PERFORMANCE MEASURES Measurable Service as of Sept 30 Length of municipal drains (km) Length of mutual agreement drains (km) PRIOR YEAR ACHIEVEMENTS 1. Completion of the annual programs for Capital Infrastructure Replacement, Road Resurfacing, Bridge and Culvert Replacement 2. Completed construction of Tertiary Filters and Ultraviolet Disinfection at the Delhi WWTP 3. Completed detail design and tender preparation for new headworks, pumping, and biosolids storage at the Simcoe WWTP 4. Commenced construction of upgrades to the Waterford WWTP (anticipate completion in ) 5. Completed studies and public consultation leading to reconstruction and improvement of the full length of the Long Point Causeway and Big Creek Bridge; prepared and issued RFP for design services 6. Undertook studies related to intersections and roads of concern, identified through meetings with the OPP and public input 7. Continued cooperative efforts with Development and Cultural Services to ensure development proposals meet level-of-service goals for County infrastructure UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Completion of the Annual Programs for Capital Infrastructure Replacement, Road Resurfacing, Bridge and Culvert Replacement 2. Construction of capital upgrades to Port Dover WWTP and Simcoe WWTP 3. Upgrades to the Port Dover Water Treatment Plant 4-126

208 Engineering DEPARTMENT SUMMARY 4. Capital upgrades to various sanitary sewer pump stations 5. Complete Inter Water Supply System Study, which is evaluating potentially connecting water systems in Port Dover, Simcoe, Waterford and Delhi 6. Continuation and expansion of the traffic and road safety program with the OPP MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI PWE Dam Inspections as legislated every year - levy impact of $80, Salaries & Benefits increase of $184,100 consists of: a. Economic, merit and job evaluation increases - $34,100 b. Removal of recovery for project management costs that are no longer allocated - $150, Services decrease of $78,100 is driven by the Roads Needs Study that is now 90% complete offset by NBI Dam Inspections and culvert replacement increases 4. Infrastructure Funding increase of $234,700 is due to a 7% contribution increase to replenish the Roadway Construction Reserve (FS 17-26) 5. Capital decrease of $85,800 is driven by the completion of two capital projects funded from operations 6. Transfer From Reserve & Reserve Funds decrease of $180,000 consists of the Road Needs Study being 90% complete CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Limited Resources for asset management needed to establish a sustainable model for capital works replacement and maintenance 2. Aging Infrastructure 3. Replacing threatened and decommissioned groundwater sources 4-127

209 EXPENDITURES Engineering DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 969,500 1,059,200 1,243, ,243, , Materials & Supplies 38,900 60,900 33,200 (45.5) ,200 (27,700) (45.5) Services 541, , ,000 (30.4) 0 80, ,000 (78,100) (15.0) Interdepartmental Charges 261, , , ,900 15, Infrastructure Funding 4,373,100 4,373,100 4,607, ,607, , Capital 466, , ,000 (17.7) ,000 (85,800) (17.7) TOTAL EXPENDITURES 6,651,400 6,771,400 6,934, ,000 7,014, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants (111,900) (111,900) (113,900) (113,900) 2, Fees & Service Charges (44,000) (48,100) (39,400) (18.1) 0 0 (39,400) (8,700) (18.1) Transfer From Reserve & Reserve Funds (200,000) (200,000) (20,000) (90.0) 0 0 (20,000) (180,000) (90.0) Interdepartmental Recoveries (64,700) (64,700) (65,900) (65,900) 1, Other Revenues (177,000) (188,500) (183,800) (2.5) 0 0 (183,800) (4,700) (2.5) TOTAL REVENUES (597,600) (613,200) (423,000) (31.0) 0 0 (423,000) (190,200) (31.0) NET LEVY REQUIREMENT 6,053,900 6,158,200 6,511, ,000 6,591, , STAFFING COMPLEMENT

210 FACILITIES PROPOSED LEVY SUPPORTED OPERATING BUDGET

211 Facilities DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. To provide strategic facilities planning, construction, renewal and life cycle maintenance of 107 County facilities 2. To proactively assess and maintain facilities and capital equipment to ensure structural and mechanical integrity in order to maintain the value of County assets 3. To provide a centralized support centre to dispatch and manage work orders through the Facilities Service Desk 4. To oversee corporate security for facilities, including video surveillance, access control, intrusion systems and duress alarms 5. To provide project management for facilities capital projects including: new construction, renovation and life cycle renewal 6. To manage facilities services contracts including: janitorial services, mats & uniforms, overhead doors, CO monitoring systems, pest control, door operators, elevating devices, generator services and disposal bin services 7. To provide design services, space planning and regulatory compliance for facilities projects 8. To operate and maintain 12 administration/municipal buildings 9. To maintain, repair and replace the 950 pieces of Heating, Ventilation and Air Conditioning (HVAC) equipment in all County facilities 10. To ensure that Norfolk County operates as a sustainable, energy efficient corporation through an energy management program PERFORMANCE MEASURES Measurable Service as of Nov 15 Number of pieces of HVAC equipment serviced and maintained Number of work orders processed by Facilities service desk 2,706 3,155 2,979 Energy Star Portfolio Manager Energy use intensity of all County facilities PRIOR YEAR ACHIEVEMENTS 1. Capital upgrades to various facilities 2. Norview Lodge exterior repairs 3. Consolidated Service contracts for carbon monoxide and nitrogen dioxide monitoring and pest control 4. Capital HVAC upgrades to County Administration Building and Talbot Gardens Arena 5. Norfolk Arts Centre exterior restoration 6. Teeterville Museum exterior repairs 7. Creation of Facilities services website UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Project management for the new Waterford EMS Base 2. Continued soil remediation of Queensway property 3. Management of the existing consolidated County wide service contracts 4. New service contract for door operators, eavestrough and roof drain cleaning 4-129

212 Facilities DEPARTMENT SUMMARY 5. Establish Norfolk County Energy Conservation & Demand Management Plan 6. Creation of Norfolk County Climate Change Adaptation and Greenhouse Gas Emissions Plan MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. NBI PWE Weather Stripping Replacement Program; to replace failed or non-existent exterior door weather stripping - net levy impact of $5, NBI PWE LED Lighting Retrofit Program; based on life cycle replacements, expected savings and rebates - funded from reserve & reserve funds $25, Materials & Supplies increase of $53,700 driven by increased utilities costs based on budget assumptions as well as Energy Conservation supplies 4. Services increase of $116,000 is driven by the two NBIs and other building upgrades and repairs as needed (i.e. painting, brick repair, leaks) 5. Interdepartmental Charges increase of $40,200 is driven by increased use of office space for the Facilities Operations Building and HVAC charges for the Gilbertson Administration Building 6. Capital decrease of $56,800 is driven by prior year approved upgrades and repairs having been completed as well as completion of capital projects funded from operations 7. Other Revenues decrease of $15,000 is due to a reduction from the LAS Energy Rebate CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Providing consolidated facility service contracts 2. Aging buildings 3. Reorganization of facility maintenance/repair services delivery 4. Cancellation of Delhi Quance Dam micro-hydro generation project 4-130

213 EXPENDITURES Facilities DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 730, , ,000 (0.2) ,000 (1,600) (0.2) Materials & Supplies 410, , , ,200 53, Services 1,723,400 1,775,100 1,861, ,000 1,891, , Interdepartmental Charges 250, , , ,000 40, Financial 7,300 5,400 7, ,500 2, Infrastructure Funding 229, , , ,300 6, Capital 135, ,900 87,100 (39.5) ,100 (56,800) (39.5) TOTAL EXPENDITURES 3,486,500 3,580,300 3,710, ,000 3,740, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Fees & Service Charges (78,700) (78,700) (78,700) (78,700) Transfer From Reserve & Reserve Funds (30,000) (30,000) 0 (100.0) 0 (25,000) (25,000) (5,000) (16.7) Interdepartmental Recoveries (1,088,700) (1,088,700) (1,077,200) (1.1) 0 0 (1,077,200) (11,500) (1.1) Other Revenues (45,600) (45,800) (30,800) (32.8) 0 0 (30,800) (15,000) (32.8) TOTAL REVENUES (1,243,000) (1,243,200) (1,186,700) (4.5) 0 (25,000) (1,211,700) (31,500) (2.5) NET LEVY REQUIREMENT 2,243,500 2,337,100 2,523, ,000 2,528, , STAFFING COMPLEMENT

214 ROADS PROPOSED LEVY SUPPORTED OPERATING BUDGET

215 Roads DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. Manage all roadway operations and maintenance activities for approximately 4,200 lane kms of road system and 244 bridges and structures 2. Road surface maintenance, roadside maintenance, winter control program, safety devices, municipal parking lots, in full compliance with the MMS (Minimum Maintenance Standards) 3. Preparation of Operating and Capital budgets PERFORMANCE MEASURES Compliance with O. Reg. 239/02: Minimum Maintenance Standards for Municipal Highways, with respect to the following infrastructure: Measurable Service as of Sep 30 Length of hard surfaced roads (lane km) 3,978 4,000 4,007 Length of gravel/earth roads (lane km) Length of sidewalks (km) PRIOR YEAR ACHIEVEMENTS 1. Completed 7 kilometres of gravel resurfacing and conversion to tar and chip road surface 2. Surface treated 100 kilometres of additional existing rural tar and chip roads 3. Micro surfaced 8 kilometres of existing hard surfaced semi-urban roadways in hamlets and rural residential areas 4. Completed shave and pave of 2.5 kilometres of urban roads in Simcoe and Delhi UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Continue to meet the standards of O. Reg. 239/02 Minimum Maintenance Standards for Municipal Highways 2. Amendments to the Norfolk County Road Salt Management Plan (done annually) 3. Expand on urban and semi-urban resurfacing projects, i.e. micro surfacing, hot mix overlays, shave and pave 4. Ongoing staff training and development 5. Enhance skills training for all levels of the workforce for continuous improvement 6. Continue to work with Community Services on the tree assessment program to remove all critical trees from roadsides 7. To expand on cold recycled mix reconstruction program, making use of our asphalt millings MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Materials & Supplies increase of $235,700 driven by an increase in Maintenance & Repairs Supplies due to adjustments in tonnages and rates for snow plowing, sanding and salting along with increased hot mix asphalt costs for tar & chip resurfacing; also increase in hydro based on budget assumption and strongly driven by street lighting and traffic signals 4-132

216 Roads DEPARTMENT SUMMARY 2. Services decrease of $251,700 are driven by the removal of the storm pond OCIF budget in Contracted Services as well as an adjustment in snow plowing, sanding and salting; another contributing factor is Waste Disposal due to a decrease in festival garbage collection based on prior year actuals 3. Interdepartmental Charges increase of $79,300 are driven by insurance administration charges based on prior year actuals 4. Infrastructure Funding increase of $106,700 consists of transfers to the Roadway Construction and Gravel Resurfacing reserves (FS 17-26) offset by completion of projects funded through debt 5. Capital increase of $99,000 are driven by capital projects funded through operations (i.e. Traffic Signals, Accessible Pedestrian Signs) 6. Federal/Provincial Grants decrease of $200,000 consists of the removal for storm pond OCIF funding fully offset by the previously mentioned reduction in Services 7. Fees & Service Charges increase of $28,400 is driven by increased oversize load and excavation permits along with aggregate fees 8. Other Revenues increase of $37,000 is driven by scrap metal recoveries CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Growing community with Limited Resources and aging infrastructure 2. Achieving and maintaining Minimum Maintenance Standards (MMS) 3. Compliance with Salt Management Plan 4. Updating Road Needs Study 5. Increasing public expectations 6. Increased liabilities (claims and legal investigations) 4-133

217 EXPENDITURES Roads DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 5,699,400 5,636,900 5,657, ,657,600 20, Materials & Supplies 4,099,100 3,076,900 3,312, ,312, , Services 3,414,400 3,299,300 3,047,600 (7.6) 0 0 3,047,600 (251,700) (7.6) Interdepartmental Charges 3,691,200 3,757,200 3,836, ,836,500 79, Infrastructure Funding 3,706,500 3,707,800 3,814, ,814, , Capital 182, , , ,000 99, TOTAL EXPENDITURES 20,792,700 19,660,100 19,949, ,949, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES Federal/Provincial Grants 0 (200,000) 0 (100.0) (200,000) (100.0) Fees & Service Charges (139,400) (111,700) (140,100) (140,100) 28, Transfer From Reserve & Reserve Funds (69,900) (69,900) (71,400) (71,400) 1, Other Revenues (619,300) (574,000) (611,000) (611,000) 37, TOTAL REVENUES (828,600) (955,600) (822,500) (13.9) 0 0 (822,500) (133,100) (13.9) NET LEVY REQUIREMENT 19,964,000 18,704,500 19,127, ,127, , STAFFING COMPLEMENT

218 WASTE MANAGEMENT PROPOSED LEVY SUPPORTED OPERATING BUDGET

219 Waste Management DEPARTMENT SUMMARY DEPARTMENT FUNCTION/SERVICES 1. The management of curbside collection of garbage, blue box recyclables and leaf & yard waste 2. The management of two County transfer stations (Simcoe and South Walsingham), the Material Recovery Facility (MRF) and the waste disposal contract 3. The management of other waste programs including management of bulky items, municipal household & special waste (MHSW/HHW), home composting, Christmas tree recycling plus monitoring programs for five closed landfill sites 4. Work with Haldimand County for the long term care of the jointly owned Tom Howe and Canborough closed landfill sites 5. Securing of Waste Diversion Act funding and preparation of associated budgets and program planning PERFORMANCE MEASURES Measurable Service as of Sept 30 Curbside garbage collected (metric tonnes) 13,118 13,592 11,537 Curbside recyclables collected (metric tonnes) 4,962 5,059 3,862 Household hazardous waste events Curbside and depot leaf & yard waste collected (metric tonnes) 1,454 1, PRIOR YEAR ACHIEVEMENTS 1. Completed modifications of the residential drop off areas at the two transfer stations 2. Successfully completed the Furniture and Appliance Program for 2018; the next program will be in Continued effective and efficient management of all collection and diversion programs 4. Secured Waste Diversion Ontario funding (WDO) of $800, Effective regulatory compliance UPCOMING MAIN OBJECTIVES, INITIATIVES OR MILESTONES 1. Monitor and prepare for the recently proclaimed Resource Recovery and Circular Economy Act, 2016 and the Waste Diversion Transition Act, 2016 as enacted by the Waste-Free Ontario Act, 2016 and the new Resource Productivity and Recovery Authority (the Authority) 2. Continued operation of all collection, diversion and monitoring programs 3. Continued implementation of the Solid Waste Management Master Plan 4. Conduct a tipping fee review MAIN BUDGET DRIVERS/SERVICE ENHANCEMENTS 1. Services increase of $160,000 is driven by the new HGC recycling contract (PW 18-49) 2. Infrastructure funding increase of $97,200 is driven by the transfer to the solid waste reserve fund for the bulky item pickup scheduled for

220 Waste Management DEPARTMENT SUMMARY 3. Fees & Service Charges decrease of $325,900 is driven by the lack of market support for combined paper and recycling sales 4. Transfer From Reserves & Reserve Funds decrease of $730,800 is driven by a funding reduction to the solid waste transfer and disposal costs fund, of which this will be the final year for phase-in funding CHALLENGES, EMERGING TRENDS, SERVICE ISSUES 1. Impacts of the new Waste-Free Ontario Act, 2016 continuing to evolve 2. Unveiling of a provincial organics strategy 3. Ongoing service level impacts of waste collection at condominiums 4. Ongoing transition of the transfer stations to an efficient and safe environment 5. Limited resources and staff turnover 4-136

221 EXPENDITURES Waste Management DEPARTMENT SUMMARY 2018 Forecasted Actuals 2018 APPROVED BUDGET Salaries & Benefits 281, , , ,800 5, Materials & Supplies 66,500 69,100 74, ,100 5, Services 6,259,700 6,417,300 6,577, ,577, , Transfer Payments/Grants 2,092,100 2,007,800 2,000,500 (0.4) 0 0 2,000,500 (7,300) (0.4) Interdepartmental Charges 291, , ,300 (7.5) ,300 (22,000) (7.5) Financial 6,600 6,500 6, , Infrastructure Funding 907, ,400 1,040, ,040,600 97, Capital 0 15,500 9,000 (41.9) 0 0 9,000 (6,500) (41.9) TOTAL EXPENDITURES 9,904,200 10,074,100 10,306, ,306, , Adjusted Budget ADJ BUD % Council Approved Initiatives New Budget Initiatives PROPOSED BUDGET Budget $ Budget % REVENUES PIL's-Supplementaries-Local Improvements (5,200) (4,300) (5,200) (5,200) Federal/Provincial Grants (892,100) (868,200) (880,300) (880,300) 12, Fees & Service Charges (987,900) (1,013,900) (688,000) (32.1) 0 0 (688,000) (325,900) (32.1) Transfer From Reserve & Reserve Funds (1,189,400) (1,187,900) (457,100) (61.5) 0 0 (457,100) (730,800) (61.5) Interdepartmental Recoveries (111,200) (111,200) (112,900) (112,900) 1, Other Revenues (11,500) (1,400) (1,400) (1,400) TOTAL REVENUES (3,197,400) (3,186,900) (2,144,900) (32.7) 0 0 (2,144,900) (1,042,000) (32.7) NET LEVY REQUIREMENT 6,706,800 6,887,200 8,161, ,161,400 1,274, STAFFING COMPLEMENT

222 SUPPLEMENTARY DOCUMENTATION TABLE OF CONTENTS Supplementary Documentation Comparative Residential Property Taxation Comparative Commercial Property Taxation Comparative Industrial Property Taxation Summary of Planned out of Province Staff Development & Training Council Approved & New Budget Initiatives... Supplementary Package Proposed Haldimand-Norfolk Health Unit Operating Budget... Supplementary Package

223 $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2, BMA Study Municipalities with Populations from 30,000 99,000 Quinte West Norfolk Brant Sault Ste. Marie Sarnia St. Thomas Cornwall Fort Erie Niagara Falls Haldimand Innisfil Orilla Belleville Clarington North Bay Stratford Welland Halton Hills Georgina Peterborough Whitchurch- Newmarket Caledon Aurora Timmins Orangeville Pickering Average COMPARATIVE RESIDENTIAL PROPERTY TAXATION Residential Taxes - Detached Bungalow 5-1

224 $4.00 $3.75 $3.50 $3.25 $3.00 $2.75 $2.50 $2.25 $2.00 $1.75 $ BMA Study Municipalities with Populations from 30,000 99,000 Norfolk Welland Quinte West Fort Erie Sarnia Timmins Halton Hills Niagara Falls Haldimand Whitchurch Stou Orangeville Orillia North Bay St. Thomas Belleville Sault Ste. Marie Innisfil Stratford Aurora Georgina Cornwall Brant Peterborough Clarington Caledon Newmarket Pickering Average COMPARATIVE COMMERCIAL PROPERTY TAXATION Commercial Taxes - Office Building 5-2

225 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $ BMA Study Municipalities with Populations from 30,000 99,000 Norfolk St. Thomas North Bay Quinte West Orillia Welland Fort Erie Cornwall Stratford Orangeville Brant Sarnia Niagara Falls Peterborough Haldimand Halton Hills Aurora Belleville Innisfil Pickering Clarington Newmarket Georgina Whitchurch Stouffville Timmins Sault Ste. Marie Caledon Average COMPARATIVE INDUSTRIAL PROPERTY TAXATION Industrial Taxes - Standard Industrial 5-3

226 SUMMARY OF PLANNED OUT OF PROVINCE STAFF DEVELOPMENT AND TRAINING CHIEF ADMINISTRATIVE OFFICER Category Name and location of training session Details Federation of Canadian Municipalities (FCM) Annual Conference Quebec City, Quebec Date of training session May 30, June 2, Staff position requesting Chief Administrative Officer attendance Why it is important for the FCM is a voice for Canadian Municipalities at the Federal level of government. It is staff to attend the particular important that Norfolk County participate in FCM to receive funding announcements, be training session eligible for funding opportunities and remain current on the issues facing municipalities and the Federal Government. Estimated cost $2,000 Date for cut-off for earlybird Registration opens in January,. Early-bird registration date not yet available. registration MAYOR & COUNCIL Category Name and location of training session Details Federation of Canadian Municipalities (FCM) Annual Conference Quebec City, Quebec Date of training session May 30, June 2, Staff position requesting Mayor attendance Why it is important for the FCM is a voice for Canadian Municipalities at the Federal level of government. It is staff to attend the important that Norfolk County participate in FCM to receive funding announcements, be particular training session eligible for funding opportunities and remain current on the issues facing municipalities and the Federal Government. Estimated cost $2,