2021 DRAFT
OPERATING BUDGET OVERVIEW
owensound.ca
THE SCENIC CITY Protected by the Niagara Escarpment, Owen Sound is a beautiful, green city home to cultural riches. With a population of almost 22,000 residents, the City of Owen Sound continues to be the urban heart of Grey County and a welcoming community to raise a family, start a business, or just enjoy an unrivalled quality of life.
Appendix A - Full Budget & Variance Detail Sheets Appendix B - Service Level Business Cases Appendix C - Fleet Replacement Schedule
TABLE OF CONTENTS City of Owen Sound Organizational Chart
4
Owen Sound By The Numbers
6
Operational Efficiencies: The Tom
7
What Funds The Operating Budget?
8
Non-Tax Revenue
9
Operational Efficiencies: Parks
10
Transparency & Accountability
11
Operating Expenditures by Service Type
12
Operational Efficiencies: Collaborations
13
Operating Budget Summary by Type
14
Operating Budget Summary by Service
15
2021 Operating Budget Increases
16
Operational Efficiencies: Public Works
17
Value of One Tax Dollar
18 - 19
Operational Efficiencies: Fire Services
20
Operational Efficiencies: Police Services
21
Operational Efficiencies: The Library
22
Tax Levy Increase Impact
23
CORPORATION OF THE CITY OF OWEN SOUND
CITY COUNCIL
CITY MANAGER TIM SIMMONDS
CORPORATE SERVICES
COMMUNITY SERVICES DIRECTOR PAM COULTER
DIRECTOR KATE ALLAN
ACCOUNTING
INFORMATION TECHNOLOGY
BUILDING
PROPERTY & FACILITIES
REVENUE
CLERKS & BY-LAW
PARKS & OPEN SPACE
PLANNING & HERITAGE
PURCHASING, RISK & ASSET MANAGEMENT
HUMAN RESOURCES
4
COMMUNITY DEVELOPMENT & MARKETING
POLICE SERVICES
NORTH GREY UNION PUBLIC LIBRARY
CHIEF CRAIG AMBROSE
CEO & CHIEF LIBRARIAN TIM NICHOLLS HARRISON
PUBLIC WORKS & ENGINEERING DIRECTOR DENNIS KEFALAS
ENGINEERING
ROADS & WINTER MAINTENANCE
STORMWATER
WATER & WASTEWATER
WASTE MANAGEMENT
TRANSPORTATION
FIRE & EMERGENCY SERVICES
TOM THOMSON ART GALLERY
CHIEF DOUG BARFOOT
DIRECTOR & CHIEF CURATOR AIDAN WARE
5
6
OPERATIONAL EFFICIENCIES 2020
INDIGENOUS OUTREACH COORDINATOR
The Tom Thomson Art Gallery was successful in achieving full grant funding for a four-month Indigenous Outreach Coordinator position that will support building Indigenous relationships in 2020 and 2021 and contribute to the development of an important exhibition project in 2021. Artwork featured here is an installation shot of Indigenous artist Emily Kewageshig’s exhibition. 7
WHAT FUNDS THE OPERATING BUDGET? PROPERTY TAXES
GRANTS
Property tax bills are divided between the City of Owen Sound, the County of Grey and the local school boards. Owen Sound uses its portion (the municipal tax levy) of the taxes to pay for City programs and services. This includes the services Owen Sound families rely on, including fire and emergency prevention services, parks and trails, recycle collection, snow removal and Capital Budget assets, repairs and investments such as road repairs and building maintenance.
The City of Owen Sound benefits from over $3 million in grant funding for the 2021 Operating Budget. City Staff work hard to utilize grants from the government and other organizations to extend the investment of each tax payer’s dollar in City services.
USER FEES & OTHER REVENUE
OMPF
12%
5%
76%
User fees and other revenue contribute significantly to the operating budget to help maintain the high value of services provided by the City that are only used by a portion of residents, visitors and developers. This also helps ensure that tax payers’ receive the highest value for their dollars spent on core services.
7%
Ontario Municipal Partnership Fund (OMPF) is the Province’s main general assistance grant to municipalities. The program primarily supports northern and rural municipalities across the province with limited property assessment. The 2021 OMPF will provide a total of $500 million to 389 municipalities across the province.
Please note that Water & Wastewater fees and revenues are not included in the 2021 Operating Budget. On May 11, 2020 Council approved that surcharges will remain unchanged from the 20192020 water and wastewater rates. Water Operations are a separate and self-funded operation of the City that functions independently of other services offered in order to ensure that respective systems, pipes, and equipment are properly maintained, tested and replaced in accordance with provincial regulations and continues to offer water of the highest quality to City of Owen Sound residents. Water operations account for approximately $12 million annually. 8
NON-TAX REVENUE
The City of Owen Sound implements user fees and service charges to help offset the required tax levy for core services provided. These other sources of revenue contribute to the Operating Budget and help enhance the quality of services offered. A few samples of such fees and the average total yearly amount they provide the City are listed below: • Garbage Bag Tags - $416,000
• Campground Rentals - $273,000
• Marriage & Business Licences - $73,000
• Bus Tickets & Passes - $332,000
• Parking Tickets & Fines - $87,000
• Facility Bookings - $909,000 9
OPERATIONAL EFFICIENCIES 2020
WATERING TRUCK REFILL EFFICIENCY
The City uses a 2500L water tank truck each day to water flowers in the downtown and on bridges. In 2020, staff identified that this truck (that needs to be refilled two to three times a day) could be filled using the yard hydrant at Harrison Park (intended to flood the outdoor ice rink) instead of driving to Public Works to fill with bulk water. Without the commute to Public Works and avoiding line ups at the fill station, staff save an estimated three hours per eight hour shift in driving and wait times. This operational efficiency allowed for the watering run to be completed in full each day and ensured the flowers growing season be extended as long as possible. 10
TRANSPARENCY & ACCOUNTABILITY One of the main purposes of this Budget Book is to help Council, citizens and other stakeholders understand how the City’s revenues and other sources of funds are allocated to programs, services, infrastructure building and maintenance, and reserves that help ensure the long-term financial sustainability of the City. The Operating Budget supports the Capital Budget and ensures the City’s core services provision and customer service are of the highest priority and quality. To help maintain transparency and accountability in regards to the City of Owen Sound’s annual budget, detailed budget reports, financial statements, tax rates, financial informations returns and more can be found on our website at:
OWENSOUND.CA/BUDGET
or
OWENSOUND.CA/TAX
11
2021 BUDGETED OPERATING EXPENDITURES & REVENUES BY SERVICE TYPE
12
OPERATIONAL EFFICIENCIES 2020
CONFINED SPACE COLLABORATION
Often confined space entries, complete with a designated on site rescuer and a rescue plan, are required by law for work in some locations in the wastewater system. When this need arises, it is arranged to have City Fire staff on hand to perform that task. This has two benefits: 1) it saves the external cost of a third party performing that on site rescuer function and 2) it provides good refresher training for Fire staff who may be required to rescue people from those locations, or other small and confined spaces, in the future. 13
OPERATING EXPENSE BUDGET SUMMARY BY TYPE EXTERNAL TRANSFERS
CONTRACT SERVICES
4% $1,620,198
12% $4,510,053
MATERIAL & SUPPLIES
15% $5,875,452
WAGES & BENEFITS
CAPITAL DEBT & RESERVE TRANSFERS
61% $25,267,335
8% $3,310,018
14
TOTAL OPERATING BUDGET:
This chart accounts for expenses only and does not include offsetting revenues or internal allocations.
$38,990,763
OPERATING BUDGET SUMMARY BY SERVICE 43% 17% 12% 12%
MAINTAINING CONNECTIONS
GOVERNANCE & PROGRAM SUPPORT ENCOURAGING RECREATION
5%
ARTS & CULTURE
5%
PROTECTING OUR ENVIRONMENT
5%
FOSTERING GROWTH
1%
COMMUNITY SAFETY
CEMETERY SERVICES
15
2021 OPERATING BUDGET INCREASES BUDGET CATEGORY 2020 Operating Budget
For full budget & variance detail sheets, please see Appendix A
TOTAL BUDGET ($)
TAX LEVY VARIANCE
30,810,000
Base Budget Commitments1
173,770
0.56
Prior Year Commitments
121,700
0.40
Growth Impact
(105,000)
-0.34
Ontario Municipal Partnership Fund (OMPF)2
(140,000)
-0.45
91,243
0.30
Corrections Total Operating Increases
141,713
Service Level Changes
110,000
0.36
Total Capital Increases
390,000
1.27
General Budgetary Increases
641,713
Police Services Increases
207,475
0.67
Total 2021 Budgetary Increases
849,188
2.76%
2021 Operating Budget
BUDGETARY VARIANCE (%)
0.69
2.77
2.73
31,659,188 For business cases regarding Service Level Changes, please see Appendix B
1 2
Base Budget Commitments reflect unavoidable changes given current contracts. The 2021 OMPF will provide a total of $500 million to 389 northern and rural municipalities across the province.
16
OPERATIONAL EFFICIENCIES 2020
PUBLIC WORKS OPTIMIZATIONS
CITY STAFF ARE A MUNICIPALITY'S GREATEST ASSET.
SNOW PLOW UPGRADES
OWN FORCES
OPTIMIZING SAND
Staff switched to more durable and longer lasting equipment on snow plows used throughout the City. Polar Flex Plow Blades are built to last five winters, where previous blade materials were required to be replaced twice a winter. Rubber sideboards have also been installed and are made to last much longer than previous wood ones did.
Utlilizing a work force strategy to complete projects or jobs with internal staff instead of outsourcing. This typically saves time and money. Some examples of ‘Own Forces’ include annual storm ravine repair program, sanitary sewer repairs, and fabrication of road barricades.
To maintain excellent and necessary winter maintenance on the roads, staff have been working hard to optimize a combination of sand and salt use together. This results in significantly less salt being used than historically was, meaning the City saves considerable expenses and helps protect the environment from harsh salt affects.
17
VALUE OF ONE RESIDENTIAL TAX DOLLAR
$0.19
COUNTY OF GREY Supports County Operations and County-wide Capital
$0.32 ENSURES COMMUNITY SAFTEY
18
$0.18
$0.09
SCHOOL BOARD Education support for local schools
$0.09
ENCOURAGING MAINTAINING
CURRENT & FUTURE CAPITAL (INCLUDING CAPITAL DEBT REPAYMENT)
$0.04
CONNECTIONS
RECREATION
$0.03 GOVERNANCE & PROGRAM SUPPORT
$0.02
$0.02 SUPPORTING ARTS
PROTECTING THE
$0.02 FOSTERING GROWTH
& CULTURE
ENVIRONMENT
19
OWEN SOUND FIRE & EMERGENCY SERVICES 724 total 9-1-1 call responses1 OSFES training officer provides mandatory First Aid and CPR training for City staff working in Facilities, City Hall, Parks, Operations and Police Services. This eliminates hiring an outside agency to conduct training.
In April 2020 our tiered response agreement with Grey County was adjusted to prevent unneeded exposure of fire staff to Covid-19. This adjustment brought our department in line with all Grey County Fire Departments tiered response agreements. To date there has been no reported incidents where this adjustment has negatively influenced the outcome of any medical response in Owen Sound. On scene paramedics have the ability to override the adjusted response level at any time to request our staff attend and assist.
Mutual Aid; we requested the Inter-Township Fire Department (ITFD) to assist us under Mutual Aid for two (structure fire) incidents. The ITFD requested our assistance for four incidents.
Owen Sound Fire & Emergency Services at Heritage Place Mall, Halloween Parade 2020
The 10th Street Bridge Agreement was put in place to deal with response time impacts due to the bridge reconstruction. We have shared services under this agreement on several incidents over the year. 1
20
Year to date statistics - January 1 - October 31, 2020.
OWEN SOUND POLICE SERVICES
YOUTH IN POLICING INITIATIVE
COVID-SAFE RALLY
COMMUNITY PARTNERSHIPS
In the summer of 2020 despite the Covid pandemic the Owen Sound Police Service was the only service that continued to oer the Youth in Policing Initiative (YIPI) through a partnership between the service and the Ministry of Children, Community and Social Services. This provided an opportunity for three local youth to be employed and learn about community policing. The youth assisted with several initiatives including a virtual bicycle safety program with Rogers Television, new immigrant family partnership programs and positive ticketing campaign with McDonalds Canada and Circle K Convenience stores.
Members of the Owen Sound Police Service showed support for the local community while still maintaining Covid restrictions. The police Chief and Mayor attended the local Black History Cairn in Harrison Park taking a knee as a show of support. The police service also assisted in the planning and supported a planned rally and march from City Hall to Harrison Park by arranging for assistance with traďŹƒc and physical distancing and assisting with gathering personal protective equipment for those taking part to minimize the risk of transmission of Covid.
Working with community partners including Grey Bruce Public Health, Canadian Mental Health Association Grey Bruce, YMCA Grey Bruce Housing, United Way and others, members of the police service regularly participate in discussions surrounding homelessness and poverty issues and assist with solutions. Members also regularly refer those in need to proper supports and assist community partners in locating and attending to those in need.
21
1,079,344
OPERATIONAL EFFICIENCIES 2020
THE LIBRARY'S COVID RESPONSE
TOTAL LIBRARY SERVICES PROVIDED TO PUBLIC IN 2019
The library has been able to quickly and safely modify and adapt services to continue to support our community’s educational, employment and entertainment needs.
While the Library building was required to stay closed to the public, staff designed, developed and implemented a successful ‘curbside’ pickup option for patrons.
Collaboratively working with nearby partners, the Library loaned their 3D printers to NPX Innovation in Kincardine so that personal protective equipment (PPE) could be made for health workers and other front line staff in our community.
The Library began extending regular opening hours for Seniors (60+) to access the Library for an additional two hours on Thursday mornings. Known as ‘Silver Services,’ this helps older patrons feel more confident and safe while visiting the library.
Focusing on online support and services has allowed the Library to support teachers and students through Virtual Class Visits and Book Picks for classes. Online resources have launched or expanded to include access to over 7000 newspapers and magazines from around the world, online children and youth programming on Youtube, Facebook, Zoom and through blog posts. 22
TAX LEVY INCREASE • Total municipal tax levy increase is estimated at 2.76%
2.76%
• Factoring in growth figures reduces the increase on City tax payers to 2.05% • Bringing in the County (2.13%) and Education (0.0%) estimates a total tax bill increase of 1.90%
• The average assessed value of a home in Owen Sound in 2020 is $220,000 • An increase of 1.90% will mean an increase of $72.43 in average yearly residential taxes • This is an increase of $6.03 per month on the average Owen Sound tax bill • The estimated average total tax bill in 2021 will be $3,890
23
“We will be a financially stable and responsible municipality, and will manage finances in a resilient and forward-thinking manner. We will address the infrastructure deficit by focusing on critical priorities first and approaching these issues one step at a time, with a view to long-term financial sustainability and prosperity.” OWEN SOUND STRATEGIC PLAN FINANCE GOAL
owensound.ca
APPENDIX A
OPERATING BUDGET & VARIANCE DETAIL SHEETS
owensound.ca 25
2021 PROPOSED BUDGET - TALLY SHEET DIV 1000 2000 2370 6000 2301 2302 2502
Division Name Mayor and Council City Manager Climate Change Initiatives DIA Management Non Departmental Debentures Grants
2100 2110 2513 2511 2512 2120 2130 2230 2310 2320 2360 2330 2140
Corporate Services Director City Clerk Animal Control Bylaw Parking Human Resources WSIB Information Technology Accounting Purchasing GIS Tax Office Service Owen Sound
2400 2401 2402 2410 2411 2412 2412 2426 2501 2440 2413 2416 2417 2425 2500 2510 2520 2532 2533 2414 2415 2530 2540 2541
2020 Approved Budget $281,853 $257,070 $105,632 $59,700 $357,200 $1,374,639 $210,147
2021 Draft Budget $286,242 $295,165 $0 $59,700 $611,200 $1,676,517 $172,353
Difference $4,389 $38,095 ($105,632) $0 $254,000 $301,878 ($37,794)
163,839 503,765 55,950 243,823 66,973 258,829 102,817 400,962 336,518 118,996 12,396 64,894 42,863
157,824 515,174 60,950 271,122 69,470 256,442 107,984 416,069 339,116 119,881 8,959 63,400 45,416
($6,015) $11,409 $5,000 $27,300 $2,498 ($2,386) $5,167 $15,107 $2,598 $885 ($3,437) ($1,494) $2,553
Operations Director Transit Airport Works Administration Labour and Fleet Works Maintenance Winter Control Storm and Drainage Source Water Protection Engineering Traffic and Street Lights Waste Management Solar Revenue Landfill
85,005 992,481 227,916 223,600 45,219 973,391 1,839,804 123,718 6,500 302,256 401,977 548,432 ( 121,262 ) 198,220
87,793 1,044,726 232,573 274,370 39,589 1,022,485 1,878,617 174,497 6,500 200,770 465,395 542,177 ( 120,704 ) 219,746
$2,789 $52,245 $4,657 $50,770 ($5,630) $49,094 $38,813 $50,779 $0 ($101,486) $63,418 ($6,255) $558 $21,526
Community Services Director Building/Plumbing Inspections Planning Community Programs Facilities Bookings Parks and Open Spaces Cemetery Community Development Tourism Special Events
41,577 8,101 295,254 ( 7,800 ) ( 857,865 ) 1,511,856 338,191 245,897 157,856 145,267
55,137 ( 262 ) 289,172 ( 6,309 ) ( 852,457 ) 1,484,102 358,298 226,716 167,173 160,054
$13,560 ($8,363) ($6,083) $1,491 $5,408 ($27,754) $20,107 ($19,182) $9,317 $14,788
26
2021 PROPOSED BUDGET - TALLY SHEET DIV 2430 2431 2432 2433 3436 2435
Division Name Building Manager City Hall Police Building Bayshore Regional Recreation Complex Other Properties
2600
Fire Department
2020 Approved Budget 41,861 211,105 281,246 989,951 923,066 201,513
5,332,304
($11,897)
20,737,402
21,486,238
$748,836
400,000 953,776
475,000 956,478
$75,000 $2,703
22,091,177
22,917,716
826,538
38,403 6,235,639 1,056,726 282,519
37,133 6,409,256 1,035,970 335,901
($1,270) $173,617 ($20,756) $53,382
29,704,464
30,735,975
1,031,511
2,329,500.00 457,957
2,610,500.00 156,079
Sub Total Net Expenses
32,491,921
33,502,554
Supplemental Assessment Education Portion Retained Appealed Tax Write Off's & Rebates Penalty and Interest on Taxes Payment In Lieu of Taxation (H & B's) OMPF
( 175,000 ) ( 85,000 ) 770,000 ( 350,000 ) ( 85,696 ) ( 1,756,000 )
( 175,000 ) ( 85,000 ) 718,000 ( 325,000 ) ( 78,696 ) ( 1,897,600 )
$0 $0 ($52,000) $25,000 $7,000 ($141,600)
Sub Total Other Revenues
( 1,681,696 )
( 1,843,296 )
($161,600)
30,810,225 $
31,659,258
$849,033
Art Gallery Library Sub Total Net Operations Before Police
3000 3100 3200 3300
Police Services Board Police Officers Police Civilians Court Security Sub Total Net Operations After Police Tax Supported Capital Matured Debt
100 100 100 103 101 102
Difference $2,243 ($4,523) ($1,962) ($4,884) $43,023 ($11,848)
5,344,200
Sub Total Net General Expenses 4000 5000
2021 Draft Budget 44,104 206,582 279,285 985,067 966,089 189,665
Difference to Raise From Taxation
$
Net Levy Increase
Increase Realized by Tax Payers Combined Increase
$1,010,633
2.76%
Previous Year's Growth Difference to Raise From Taxation
$281,000 ($301,878)
$
30,810,225 $
( 216,000 ) 31,443,258
($216,000) $633,033 2.05% 1.90%
27
VARIANCE LEAD SHEET Initiative ID
A.3 A.4 A.7 A.8 A.10 A.19 A.23 B.2 C.8 D.1 D.2 D.5 D.9 D.10 D.12 D.14 D.15 F.2 G.2 I.1
Dept.
General General General General General General General City Manager Information Technology Transit Airport Roads - sign and safety Waste Management Waste Management Recycling Recycling Landfill All Facilities Fire Services Library Services
Description
Increase as a result of step in grid Increase as a result of 1.5% cola Corporate Training estimated increase on fire wages including benefits Increased Insurance Decrease CIP program costs Increase contingency Increase with new contract negotiation Increase software maintenance fees Increase Contract Increase Contract Line painting contract Increase tipping fees Increase curbside pickup contract Increase Stewardship Grant Increase curbside pickup contract Increase Leachate Increase security costs courthouse Increase dispatch costs paid to OSPS Estimated Levy increase
Increase Summary BB PYC GROWTH OMPF CORR
Impact
53,000 28,000 15,000 (50,000) 123,000 (143,000) (35,000) 24,000 35,500 49,500 5,000 8,000 10,600 6,500 (35,000) 13,170 20,000 4,000 35,000 6,500 173,770
TYPE BB BB BB BB BB BB BB BB BB BB BB BB BB BB BB BB BB BB BB BB
% Impact 0.56% 0.40% -0.34% -0.45% 0.30%
BASE BUDGET PRIOR YEAR DECISION IMPACT GROWTH IMPACT ONTARIO MUNCIPAL PARTNERSHIP FUND (TBA) CORRECTIONS
173,770 121,700 (105,000) (140,000) 91,243
OPERATING INCREASE
141,713
SLC
SERVICE LEVEL CHANGES CURRENT YEAR
110,000
0.36%
CAP
CAPITAL
390,000
1.27%
GENERAL BUDGETARY INCREASE 2.73%
POLICE SERVICES
TOTAL BUDGETARY INCREASE
0.69%
641,713
2.77%
207,475
0.67%
849,188
2.76%
28
VARIANCE LEAD SHEET Initiative ID
A.9 A.17 A.20 B.3 C.1 C.3 C.4 C.5 C.6 E.6 E.7 E.8 E.11 F.3 F.4
Dept.
General General General City Manager Clerks Purchasing Purchasing Human Resources Human Resources Community Development Special Events Special Events Tourism City Hall City Hall
Description
Reduce Fire Overtime for minimum staffing Enhance CIP program Remove MRI contribution Allocate Strategic Planning Add Maintenance Fee for eScribe Add Purch Coordinator Offset Purchasing Manager Increase HR Admin to FT (Contract) Allocate HR to Police Remove Calendar Add Special Events Assistant Reduce Events Coordinator Increase publication costs Decrease transfer to reserve Increase Contract Services
Increase Summary BB PYC GROWTH OMPF CORR
Impact
(50,000) 40,000 (25,000) 139,000 22,200 65,000 (75,000) 32,000 (22,500) (6,000) 60,000 (64,000) 6,000 (10,000) 10,000 121,700
TYPE PYC PYC PYC PYC PYC PYC PYC PYC PYC PYC PYC PYC PYC PYC PYC
% Impact 0.56% 0.40% -0.34% -0.45% 0.30%
BASE BUDGET PRIOR YEAR DECISION IMPACT GROWTH IMPACT ONTARIO MUNCIPAL PARTNERSHIP FUND (TBA) CORRECTIONS
173,770 121,700 (105,000) (140,000) 91,243
OPERATING INCREASE
141,713
SLC
SERVICE LEVEL CHANGES CURRENT YEAR
110,000
0.36%
CAP
CAPITAL
390,000
1.27%
GENERAL BUDGETARY INCREASE 2.73%
POLICE SERVICES
TOTAL BUDGETARY INCREASE
0.69%
641,713
2.77%
207,475
0.67%
849,188
2.76%
29
VARIANCE LEAD SHEET Initiative ID
A.11 A.12 A.13 A.15 A.16 A.21 C.7 D.13 E.13
Dept.
General General General General General General Animal Control Recycling Parks and Cemetery
Description
Change in labour charged to rate funded Remove Grant in Lieu to Legion (exempt in 2020 and onward) Decrease Legal Fees (corporately) Reduce Tax certificate Revenue Reduce Interest and Penalty on Taxation Reduction in Georgian Collage Capacity PIL Adjust professional fees and SPCA Reduce revenues Increase Campground Revenue
Increase Summary BB PYC GROWTH OMPF CORR
Impact
59,243 (13,000) (10,000) 7,000 25,000 7,000 5,000 15,000 (4,000) 91,243
TYPE CORR CORR CORR CORR CORR CORR CORR CORR CORR
% Impact 0.56% 0.40% -0.34% -0.45% 0.30%
BASE BUDGET PRIOR YEAR DECISION IMPACT GROWTH IMPACT ONTARIO MUNCIPAL PARTNERSHIP FUND (TBA) CORRECTIONS
173,770 121,700 (105,000) (140,000) 91,243
OPERATING INCREASE
141,713
SLC
SERVICE LEVEL CHANGES CURRENT YEAR
110,000
0.36%
CAP
CAPITAL
390,000
1.27%
GENERAL BUDGETARY INCREASE 2.73%
POLICE SERVICES
TOTAL BUDGETARY INCREASE
0.69%
641,713
2.77%
207,475
0.67%
849,188
2.76%
30
VARIANCE LEAD SHEET Initiative ID
A.18 D.11 E.1 E.4
Dept.
General Waste Management Building Inspection Planning
Description
Increase tax write off/adjustment expense Increase Bag Tag revenue Increase Building permit revenues Planning Application Revenue
Increase Summary BB PYC GROWTH OMPF CORR
BASE BUDGET PRIOR YEAR DECISION IMPACT GROWTH IMPACT ONTARIO MUNCIPAL PARTNERSHIP FUND (TBA) CORRECTIONS
Impact
50,000 (25,000) (100,000) (30,000) (105,000)
173,770 121,700 (105,000) (140,000) 91,243
TYPE
GROWTH GROWTH GROWTH GROWTH
% Impact 0.56% 0.40% -0.34% -0.45% 0.30%
OPERATING INCREASE
141,713
SLC
SERVICE LEVEL CHANGES CURRENT YEAR
110,000
0.36%
CAP
CAPITAL
390,000
1.27%
GENERAL BUDGETARY INCREASE 2.73%
POLICE SERVICES
TOTAL BUDGETARY INCREASE
0.69%
641,713
2.77%
207,475
0.67%
849,188
2.76%
31
Initiative ID
B.1 C.2 D.4 E.2 E.3 E.5 E.9 E.10 J.1
Dept.
City Manager ByLaw Roads Building Inspection Building Inspection Community Development Special Events Special Events TTAG General
VARIANCE LEAD SHEET Description
Reallocate Climate Change Initiative responsibilities Add contingency funds for hot spots Increase 2 FTE for roadside maintenance Increase contribution from Reserves Increase Building Inspection Staff Reallocate DRP activation Update Music at the Market Reduce Canada Day Increase in wages as result of reorganization
Increase Summary BB PYC GROWTH OMPF CORR
Impact
(105,000) 10,000 130,000 (120,000) 120,000 (15,000) 25,000 (10,000) 75,000 110,000
TYPE SLC SLC SLC SLC SLC SLC SLC SLC SLC
% Impact 0.56% 0.40% -0.34% -0.45% 0.30%
BASE BUDGET PRIOR YEAR DECISION IMPACT GROWTH IMPACT ONTARIO MUNCIPAL PARTNERSHIP FUND (TBA) CORRECTIONS
173,770 121,700 (105,000) (140,000) 91,243
OPERATING INCREASE
141,713
SLC
SERVICE LEVEL CHANGES CURRENT YEAR
110,000
0.36%
CAP
CAPITAL
390,000
1.27%
GENERAL BUDGETARY INCREASE 2.73%
POLICE SERVICES
TOTAL BUDGETARY INCREASE
0.69%
641,713
2.77%
207,475
0.67%
849,188
2.76%
32
VARIANCE LEAD SHEET Initiative ID
A.14 D.7 D.8 E.12 G.1 G.3
Dept.
General Storm Water Management Storm Water Management Parks and Cemetery Fire Equipment Fire Equipment
Description
Dedicated increase in capital spending Increase reserve contribution for 17th St Storm Create backflow protection program in operating Decrease Campground Debt Payment Increase reserve contribution Increase reserve contribution for clothing
Increase Summary BB PYC GROWTH OMPF CORR
Impact
301,000 50,000 10,000 (31,000) 50,000 10,000 390,000
TYPE CAP CAP CAP CAP CAP CAP
% Impact 0.56% 0.40% -0.34% -0.45% 0.30%
BASE BUDGET PRIOR YEAR DECISION IMPACT GROWTH IMPACT ONTARIO MUNCIPAL PARTNERSHIP FUND (TBA) CORRECTIONS
173,770 121,700 (105,000) (140,000) 91,243
OPERATING INCREASE
141,713
SLC
SERVICE LEVEL CHANGES CURRENT YEAR
110,000
0.36%
CAP
CAPITAL
390,000
1.27%
GENERAL BUDGETARY INCREASE 2.73%
POLICE SERVICES
TOTAL BUDGETARY INCREASE
0.69%
641,713
2.77%
207,475
0.67%
849,188
2.76%
33
CITY OF OWEN SOUND GENERAL REVENUE DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 0110 0120 0140 0160 0101 0102 0103 0103
TAX REVENUE SUPPLIMENTALS REBATES (CIP, VACANCY, CHARITY ETC…) TAX WRITE OFF PAYMENTS IN LIEU ONTARIO MUNICIPAL PARTNERSHIP FUND PENALTY AND INTEREST ON TAX INTEREST REVENUE/EXPENSE
2020 BUDGET
VARIANCE
(31,744,258) (175,000) 318,000 400,000 (78,696) (1,897,600) (325,000) -
(30,895,225) (175,000) 420,000 350,000 (85,696) (1,756,000) (350,000)
(849,032) (102,000) 50,000 7,000 (141,600) 25,000 -
(33,502,554)
(32,491,921)
(1,010,632)
General Revenues are Taxes other revenues that cannot be attributed to a specific department. No staff or services are accounted for under this division.
101
CITY OF OWEN SOUND GOVERNANCE DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1000 2000 2160 6000 2301 2302 2502
COUNCIL CITY MANAGER AND EMERGENCY CEMC CLIMATE CHANGE INITIATIVES DIA ADMINISTRATION NON DEPARTMENTAL DEBENTURES GRANTS AND EXTERNAL TRANSFERS
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT EXTERNAL TRANSFERS Net Operating Budget
DIA TAX LEVY NET TRANSFERRED TO OTHE R DEPARTMENTS FUNDED FROM RESERVES TAX BURDEN
2020 BUDGET
VARIANCE 4,389 38,095 (105,632) 254,000 301,878 (37,794)
286,242 295,165 59,700 611,200 1,676,517 172,353
281,853 257,070 105,632 59,700 357,200 1,374,639 210,147
3,101,177
2,646,242
454,936
2021 787,050 1,676,517 654,550 45,350 108,600
2020 747,492 1,374,639 543,050 55,350 146,600
change 39,558 301,878 111,500 (10,000) (38,000)
3,272,067
2,867,132
(235,000) 47,610 16,500 3,101,177
(235,000) (2,390) 16,500 2,646,242
404,936
50,000 454,936
34
CITY OF OWEN SOUND CITY COUNCIL DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 9 members Mayor Deputy Mayor 7 Councillors
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue
296,942 35,050 250 332,242 -
2020 BUDGET
VARIANCE
292,553 35,050 250 327,853 -
4,389 4,389 -
Net Cost
332,242
327,853
4,389
Internal Cost Allocation
(46,000)
(46,000)
-
Division Levy Requirement
286,242
281,853
4,389
35
CITY OF OWEN SOUND CITY MANAGER DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2 FTE City Manager Executive Assistant
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue
357,505 15,550 373,055 -
2020 BUDGET
VARIANCE
324,410 10,550 334,960 -
33,095 5,000 38,095 -
Net Cost
373,055
334,960
38,095
Internal Cost Allocation
(77,890)
(77,890)
-
Division Levy Requirement
295,165
257,070
38,095
36
CITY OF OWEN SOUND CLIMATE CHANGE INITIATIVES - NEW 2020 DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Specialist
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
-
Grants Other Revenue
Revenue
-
Net Cost
-
Internal Cost Allocation
-
Division Levy Requirement
-
Gross Costs
2020 BUDGET
VARIANCE
102,132 3,500 105,632 -
105,632 105,632
(102,132) (3,500) (105,632) -
(105,632) -
(105,632)
37
CITY OF OWEN SOUND DOWNTOWN IMPROVEMENT AREA (DIA) DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET
2020 BUDGET
VARIANCE
43,700 55,500 6,000 105,200
43,700 55,500 6,000 105,200
-
Grants DIA Levy Other Revenue
Revenue
(235,000) (235,000)
(235,000) (235,000)
-
Net Cost
(129,800)
(129,800)
-
6,500 183,000
6,500 183,000
-
59,700
59,700
-
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
To Reserves Internal Cost Allocation Division Levy Requireme
38
CITY OF OWEN SOUND NON DEPARTMENTAL DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue
29,000 544,600 39,100 612,700 -
2020 BUDGET
VARIANCE
(75,000) 434,600 49,100 408,700 -
Net Cost
612,700
408,700
Net Transfer to Reserves Internal Cost Allocation
10,000 (11,500)
10,000 (61,500)
Division Levy Requirement
611,200
357,200
104,000 110,000 (10,000) 204,000 -
204,000 50,000
254,000
39
CITY OF OWEN SOUND DEBENTURES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Net Transfer to Reserves Internal Cost Allocation Division Levy Requirement
1,676,517 1,676,517 1,676,517 1,676,517
2020 BUDGET
VARIANCE
1,374,639 1,374,639 -
1,374,639 1,374,639
301,878 301,878 -
301,878 -
301,878
40
CITY OF OWEN SOUND GRANTS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET
2020 BUDGET
VARIANCE
34,903 3,850 108,600 475,000 622,353
34,697 3,850 146,600 400,000 585,147
206 (38,000) 75,000 37,206
Revenue
25,000 25,000
25,000 25,000
-
Net Cost
647,353
610,147
37,206
Salaries and Benefits Materials and Supplies Contract Services External Transfers Internal Transfers (Art Gallery) Debt Payments
Gross Costs
Grants Other Revenue
Net Transfer to Reserves Internal Cost Allocation Division Levy Requirement
647,353
610,147
-
37,206
41
CITY OF OWEN SOUND CORPORATE SERVICES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2100 2110 2513 2511 2512 2120 2130 2230 2310 2320 2360 2330 2140
DIRECTOR OF CORPORATE SERVICES CLERKS ANIMAL CONTROL BY-LAW PARKING HUMAN RESOURCES WSIB INFORMATION TECHNOLOGY ACCOUNTING PURCHASING GIS REVENUE SERVICE OWEN SOUND
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT REVENUE AND USER FEES FINES AND PENALTIES
2020 BUDGET
157,824 515,174 60,950 271,122 69,470 256,442 107,984 416,069 339,116 119,881 8,959 63,400 45,416
163,839 503,765 55,950 243,823 66,973 258,829 102,817 400,962 336,518 118,996 12,396 64,894 42,863
2,431,808
2,372,626
2021 2,955,679 84,574 758,945 522,510 (430,950) (59,260)
2020 2,725,038 84,574 704,245 507,510 (437,950) (59,260)
VARIANCE (6,015) 11,409 5,000 27,300 2,498 (2,386) 5,167 15,107 2,598 885 (3,437) (1,494) 2,553 59,182
change 230,642 54,700 15,000 7,000 -
Net Operating Budget
3,831,499
3,524,157
307,342
NET TRANSFERRED TO OTHER DEPT TRANSFERS TO RESERVES
(1,422,691) 23,000
(1,174,531) 23,000
(248,160) -
TAX BURDEN
2,431,808
2,372,626
59,182
42
CITY OF OWEN SOUND CORPORATE SERVICES DIRECTOR DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2 FTE Director Admin Assistant
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Internal Cost Allocation Division Levy Requirement
274,482 8,350 282,832 -
2020 BUDGET
VARIANCE
266,597 8,350 274,947 -
7,885 7,885 -
282,832
274,947
7,885
(125,008)
(111,108)
(13,900)
157,824
163,839
(6,015)
43
CITY OF OWEN SOUND CITY CLERK DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 5 FTE Clerk Deputy Clerk Admin Legislative Services Manager Legislative Coord. Records Mgmt Coord.
Contracts Integrity Commis. Election Crossing Guards
2020 BUDGET
VARIANCE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
547,970 55,700 135,000 738,670
537,061 53,200 135,000 725,261
10,909 2,500 13,409
Grants Other Revenue
Revenue
(93,450) (93,450)
(93,450) (93,450)
-
Net Cost
645,220
631,811
13,409
20,000 (150,046)
20,000 (148,046)
515,174
503,765
Gross Costs
Reserve Transfers Internal Cost Allocation Division Levy Requirement
(2,000)
11,409
44
CITY OF OWEN SOUND ANIMAL CONTROL DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Contracts Animal Control
2020 BUDGET
VARIANCE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
26,450 80,000 106,450
26,450 75,000 101,450
Grants Other Revenue
Revenue
(45,500) (45,500)
(45,500) (45,500)
-
Net Cost
60,950
55,950
5,000
-
-
-
60,950
55,950
5,000
Gross Costs
Reserve Contribution Internal Cost Allocation Division Levy Requirement
5,000.00 5,000
45
CITY OF OWEN SOUND BYLAW DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2 FTE ByLaw Officers
Contracts Prosecution
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
157,272 10,350 20,000 187,622 (5,000) (5,000)
2020 BUDGET 154,973 10,350 10,000 175,323 (5,000) (5,000)
VARIANCE 2,300 10,000 12,300 -
182,622
170,323
12,300
5,000 83,500
5,000 68,500
15,000
271,122
243,823
27,300
46
CITY OF OWEN SOUND PARKING DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Contracts Parking Enforcement
2020 BUDGET
VARIANCE
5,123 86,350 47,510 84,574 223,558
5,126 86,350 47,510 84,574 223,560
-
Revenue
(183,000) (59,260) (242,260)
(183,000) (59,260) (242,260)
-
Net Cost
(18,702)
(18,700)
Reserve Contribution Internal Cost Allocation
88,173
85,673
2,500
Division Levy Requirement
69,470
66,973
2,498
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants (DIA Contribution) Other Revenue
(2)
(2)
(2)
47
CITY OF OWEN SOUND HUMAN RESOURCES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE HR Manager
1 PTE
HR Admin
Contracts HR Legal 3rd Party Investigation EAP
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue
217,594 22,400 101,000 340,994 -
2020 BUDGET
VARIANCE
169,980 22,400 101,000 293,380 -
47,614 47,614 -
Net Cost
340,994
293,380
47,614
Transfer from reservers Internal Cost Allocation
(84,551)
(34,551)
(50,000)
Division Levy Requirement
256,442
258,829
(2,386)
48
CITY OF OWEN SOUND WSIB DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Health and Safety Coordinator
Contracts Disability Case Mgmt HR Coordinator
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
85,009 21,625 10,000 116,634 116,634 (8,650) 107,984
2020 BUDGET
VARIANCE
79,842 21,625 10,000 111,467 111,467 (8,650) 102,817
5,167 5,167 -
5,167 -
5,167
49
CITY OF OWEN SOUND INFORMATION TECHNOLOGY DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 4 FTE IT Manager Systems Specialist Software and Training Help Desk Analyst
Contracts Network Support
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
427,060 435,250 56,000 918,310 -
2020 BUDGET
VARIANCE
379,829 377,550 56,000 813,379 -
47,232 57,700 104,932 -
918,310
813,379
104,932
(502,242)
(412,417)
(89,825)
416,069
400,962
15,107
50
CITY OF OWEN SOUND ACCOUNTING, ACCOUNTS PAYABLE AND PAYROLL DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 4 FTE Deputy Treasurer AP Coordinator Financial Analyst Payroll Coordinator
Contracts Financial Audit
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue
393,585 11,610 30,000 435,195 -
2020 BUDGET
VARIANCE
383,487 11,610 30,000 425,097 -
10,098 10,098 -
Net Cost
435,195
425,097
10,098
Reserve Contribution Internal Cost Allocation
(96,079)
(88,579)
(7,500)
Division Levy Requirement
339,116
336,518
2,598
51
CITY OF OWEN SOUND PURCHASING, ASSET AND RISK MANAGEMENT DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 3 FTE Salaries and Benefits Materials and Supplies Purchasing, Asset and Risk Mgr Contract Services Asset and Risk Admin Debt Payments Gross Costs
Contracts n/a
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
335,486 18,450 353,936 -
2020 BUDGET
VARIANCE
253,499 18,450 271,949 -
81,987 81,987 -
353,936
271,949
81,987
(234,055)
(152,953)
(81,103)
119,881
118,996
885
52
CITY OF OWEN SOUND GEOGRAPHICAL INFO SYSTEM DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE GIS Specialist
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts n/a
Grants Other Revenue
Revenue
105,754 3,000 108,754 -
2020 BUDGET
VARIANCE
104,191 3,000 107,191 -
1,563 1,563 -
Net Cost
108,754
107,191
1,563
Reserve Contribution Internal Cost Allocation
(99,795)
(94,795)
(5,000)
12,396
(3,437)
Division Levy Requirement
8,959
53
CITY OF OWEN SOUND TAXATION AND WATER BILLING DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 3 FTE Revenue Manager Tax Collector Water Billing Coord.
Contracts MTE Tax Specialists Tax Sale Support Water Meter Reading
2020 BUDGET
VARIANCE
275,278 56,160 39,500 370,938
275,740 56,160 39,500 371,400
Revenue
(104,000) (104,000)
(111,000) (111,000)
7,000 7,000
Net Cost
266,938
260,400
6,538
(2,000) (201,538)
(2,000) (193,506)
(8,032)
64,894
(1,494)
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Reserve Contribution Internal Cost Allocation Division Levy Requirement
63,400
(462) (462)
54
CITY OF OWEN SOUND CUSTOMER SERVICE DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE, 1 PTE SOS representative SOS representative Summer Student
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts Grants Banking Agreement Other Revenue Revenue
131,066 3,250 3,500 137,816 -
2020 BUDGET
VARIANCE
120,213 3,250 3,500 126,963 -
10,853 10,853 -
Net Cost
137,816
126,963
10,853
Reserve Contribution Internal Cost Allocation
(92,400)
(84,100)
(8,300)
45,416
42,863
2,553
Division Levy Requirement
55
CITY OF OWEN SOUND OPERATIONS DRAFT 2021 OPERATING BUDGET 2020 DRAFT BUDGET 2400 2401 2402 2410 2411 2412 2426 2412 2413 2416 2417 2440 2425
DIRECTOR OF OPERATIONS TRANSIT AIRPORT MANAGERS LABOUR AND FLEET ROADS MAINTENANCE STORM AND DRAINGE WINTER CONTROL TRAFFIC AND STREETLIGHTS WASTE MANAGEMENT SOLAR ENERGY ENGINEERING LANDFILL
87,793 1,044,726 232,573 274,370 39,589 1,022,485 174,497 1,878,617 465,395 542,177 (120,704) 200,770 219,746
6,062,034 BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT EXTERNAL TRANSFERS GRANTS REVENUE AND USER FEES Net Operating Budget NET TRANSFERRED FROM OTHER DEPT'S TRANSFERRED TO RESERVES TAX BURDEN
2020 BUDGET 85,005 992,481 227,916 223,600 45,219 973,391 123,718 1,839,804 401,977 548,432 (121,262) 302,256 198,220
VARIANCE 2,789 52,245 4,657 50,770 (5,630) 49,094 50,779 38,813 63,418 (6,255) 558 (101,486) 21,526
5,840,758
221,276
2021 3,247,649 168,627 1,656,879 3,014,270 267,294 (643,700) (1,223,250)
2020 3,167,419 168,627 1,621,079 2,898,100 267,294 (610,500) (1,248,250)
change 80,231 35,800 116,170 (33,200) 25,000
6,487,768
6,263,768
(803,234) 377,500
6,062,034
(750,510) 327,500
5,840,758
224,001
(52,725) 50,000 221,276
56
CITY OF OWEN SOUND OPERATIONS DIRECTOR DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Director
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
189,293 6,350 1,500 197,143 -
2020 BUDGET
VARIANCE
186,505 6,350 1,500 194,355 -
2,789 2,789 -
197,143
194,355
2,789
(109,350)
(109,350)
-
85,005
2,789
87,793
57
CITY OF OWEN SOUND TRANSIT DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE, 1 PTE Transit Terminal Op Transit Terminal Op
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts First Student Snow Removal
109,976 161,100 1,323,600 1,594,676
2020 BUDGET 108,491 160,700 1,274,100 1,543,291
VARIANCE 1,485 400 49,500 51,385
Revenue
(255,000) (384,250) (639,250)
(255,000) (384,250) (639,250)
-
Net Cost
955,426
904,041
51,385
89,300
88,440
860
1,044,726
992,481
52,245
Grants Other Revenue
Reserve Contribution Internal Cost Allocation Division Levy Requirement
58
CITY OF OWEN SOUND AIRPORT DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET N/A
Contracts
VARIANCE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
17,000 80,349 133,500 230,848
17,343 80,349 128,500 226,191
(343) 5,000 4,657
Grants Other Revenue
Revenue
(56,000) (56,000)
(56,000) (56,000)
-
Net Cost
174,848
170,191
4,657
30,000 27,725
30,000 27,725
-
232,573
227,916
4,657
Gross Costs
Airport Mgmt
2020 BUDGET
Reserve Contribution Internal Cost Allocation Division Levy Requirement
59
CITY OF OWEN SOUND PUBLIC WORKS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 3 FTE Roads Supervisor 2 x Admin Assistant
Cleaning
VARIANCE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
319,655 112,905 24,000 456,560
313,886 112,905 24,000 450,790
5,770 5,770
Grants Other Revenue (bulk water)
Revenue
(15,000) (15,000)
(15,000) (15,000)
-
Net Cost
441,560
435,790
5,770
(167,190)
(212,190)
45,000
274,370
223,600
50,770
Gross Costs
Contracts
2020 BUDGET
Reserve Contribution Internal Cost Allocation Division Levy Requirement
60
CITY OF OWEN SOUND PWT LABOUR AND FLEET DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 22 FTE 6 Seasonal LEO
Salaries and Benefits Less Charged Out Materials and Supplies Less Charged Out Contract Services Debt Payments
Gross Costs
Contracts None
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
1,903,547 (1,702,914) 503,956 (925,000) (220,411) -
2020 BUDGET
VARIANCE
1,869,571 (1,655,507) 496,156 (925,000) (214,781) -
33,976 (47,406) 7,800 (5,630) -
(220,411)
(214,781)
(5,630)
260,000 -
260,000 -
-
39,589
45,219
(5,630)
61
CITY OF OWEN SOUND PWT ROADS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET
2020 BUDGET
VARIANCE
Roads and Roadside Maintenance Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts Maintenance Sidewalk Condition Reflectivity Survey Line painting
Grants - County Contribution Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
645,955 383,531 155,500 1,184,985 (127,500) (127,500) 1,057,485 (35,000) 1,022,485
624,861 363,531 147,500 1,135,891 (127,500) (127,500) 1,008,391
21,094 20,000 8,000 49,094 -
49,094
(35,000)
-
973,391
49,094
62
CITY OF OWEN SOUND PWT ROADS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET
2020 BUDGET
VARIANCE
Winter Control Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
990,674 863,443 24,500 1,878,617 1,878,617 1,878,617
951,861 863,443 24,500 1,839,804 1,839,804 1,839,804
38,813 38,813 -
38,813 -
38,813
63
CITY OF OWEN SOUND STORM WATER MANAGEMENT DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET
VARIANCE
20,000 20,000
20,000 20,000
-
Revenue
-
-
-
Net Cost
20,000
20,000
-
Reserve Contribution Internal Cost Allocation
75,000 79,497
25,000 78,718
50,000 779
174,497
123,718
50,779
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
2020 BUDGET
Grants Other Revenue
Division Levy Requirement
64
CITY OF OWEN SOUND SOURCE WATER PROTECTION DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services External Transfer Debt Payments
Gross Costs
Contracts
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
6,500 267,294 273,794 -
2020 BUDGET
VARIANCE
6,500 267,294 273,794 -
-
273,794
273,794
-
(267,294)
(267,294)
-
6,500
6,500
-
65
CITY OF OWEN SOUND ENGINEERING DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 7 FTE Engineering Mgr 4 x Technicians 1 Assistant Contracts Manager
Contracts Bridge Inspections Road Condition
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
715,293 15,100 39,500 769,893
2020 BUDGET
VARIANCE
697,830 15,100 29,500 742,430
17,464 10,000 27,464
(35,000) (35,000)
35,000 35,000
769,893
707,430
62,464
(569,123)
(405,174)
(163,950)
200,770
302,256
(101,486)
-
66
CITY OF OWEN SOUND STREETLIGHTS AND TRAFFIC CONTROL DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Contracts Traffic Signal Maint Streetlight Maint
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
1,754 178,097 75,000 147,816 402,666 402,666 62,729 465,395
2020 BUDGET
VARIANCE
1,064 178,097 75,000 147,816 401,977 401,977 401,977
689 689 -
689 62,729
63,418
67
CITY OF OWEN SOUND SOLID WASTE MANAGEMENT DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Contracts Waste Management Transfer Station Recycling Collection Compost Station
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
61,183 252,086 1,016,170 1,329,439
2020 BUDGET 56,808 244,486 992,500 1,293,795
VARIANCE 4,375 7,600 23,670 35,645
Revenue
(261,200) (619,900) (881,100)
(228,000) (609,900) (837,900)
(33,200) (10,000) (43,200)
Net Cost
448,339
455,895
(7,555)
12,500 81,338
12,500 80,038
1,300
542,177
548,432
(6,255)
Grants Other Revenue
Reserve Contribution Internal Cost Allocation Division Levy Requirement
68
CITY OF OWEN SOUND ENERGY REVENUES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Contracts Hydro One Grasshopper
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
100 20,811 20,911
2020 BUDGET
VARIANCE
100 20,811 20,911
-
Grants Other Revenue
Revenue
(145,750) (145,750)
(145,750) (145,750)
-
Net Cost
(124,839)
(124,839)
-
Reserve Contribution Internal Cost Allocation Division Levy Requirement
4,135 (120,704)
3,578 (121,262)
558
558
69
CITY OF OWEN SOUND CLOSED LANDFILL AND GARBAGE DISP DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Contracts Leachate hauling Snow Removal Monitoring
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
2,734 4,862 214,500 222,096 (2,350) (2,350) 219,746 219,746
2020 BUDGET
VARIANCE
1,207 4,862 194,500 200,570 (2,350) (2,350) 198,220 198,220
1,526 20,000 21,526 -
21,526 -
21,526
70
CITY OF OWEN SOUND COMMUNITY SERVICES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2500 2510 2520 2514 2415 2532 2533 2530 2540 2541
DIRECTOR OF COMMUNITY SERVICES BUILDING INSPECTION PLANNING PARKS AND GREENSPACES CEMETERY AND PLAYSPACES GENERA PROGRAMS FACILITY BOOKING COMMUNITY DEVELOPMENT TOURISM SPECIAL EVENTS GENERAL
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT EXTERNAL TRANSFER GRANTS REVENUE AND USER FEES Net Operating Budget NET TRANSFERRED TO OTHER DEPT'S TRANSFERRED TO RESERVES TAX BURDEN
2020 BUDGET
55,137 (262) 289,172 1,484,102 358,298 (6,309) (852,457) 226,716 167,173 160,054
41,577 8,101 295,254 1,511,856 338,191 (7,800) (856,865) 245,897 157,856 144,517
1,881,623
1,878,584
2021 2,998,157 58,668 760,309 350,145 40,000 (10,000) (2,604,300)
2020 2,780,061 89,967 748,509 348,045 40,000 (10,000) (2,380,050)
1,592,979
1,616,531
252,143 36,500
135,153 126,900
1,881,623
1,878,584
VARIANCE 13,560 (8,363) (6,083) (27,754) 20,107 1,491 4,408 (19,182) 9,317 15,538 3,039
change 218,097 (31,298) 11,800 2,100 (224,250) #
(23,552)
116,990 (90,400) 3,039
71
CITY OF OWEN SOUND COMMUNITY SERVICES DIRECTOR DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2 FTE Director Admin Assistant
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
270,332 4,750 1,500 276,582 -
2020 BUDGET
VARIANCE
256,772 4,750 1,500 263,022 -
13,560 13,560 -
276,582
263,022
13,560
(221,445)
(221,445)
-
41,577
13,560
55,137
72
CITY OF OWEN SOUND BUILDING DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 4 FTE CBO Deputy CBO Development Coordinator Building Admin
Contracts none
2020 BUDGET
VARIANCE
434,505 24,300 1,550 460,355
314,173 24,300 1,550 340,023
120,332 120,332
Revenue
(470,000) (470,000)
(305,000) (305,000)
(165,000) (165,000)
Net Cost
(9,645)
35,023
(44,668)
(80,000) 53,078
(95,000) 131,305
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Reserve Contribution Internal Cost Allocation Division Levy Requirement
(175,000) 184,383 (262)
8,101
(8,363)
73
CITY OF OWEN SOUND PLANNING AND HERITAGE DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 3 FTE Planner 2 x Int Planner
none
VARIANCE
333,883 21,750 22,500 378,133
317,992 21,750 22,500 362,242
15,891 15,891
Revenue
40,000 (230,000) (190,000)
40,000 (165,000) (125,000)
(65,000) (65,000)
Net Cost
188,133
237,242
(49,109)
Reserve Contribution Internal Cost Allocation
101,039
58,013
43,026
Division Levy Requirement
289,172
295,254
(6,083)
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
2020 BUDGET
Grants Other Revenue
74
CITY OF OWEN SOUND PROGRAMS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET
(1,109) (1,109)
Revenue
(137,550) (137,550)
(137,550) (137,550)
-
Net Cost
(56,472)
(55,362)
(1,109)
Reserve Contribution Internal Cost Allocation
50,163
47,563
2,600
Division Levy Requirement
(6,309)
(7,800)
1,491
Gross Costs
Grants Other Revenue
Contracts YMCA
VARIANCE
2,938 12,150 67,100 82,188
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
1,828 12,150 67,100 81,078
2020 BUDGET
75
CITY OF OWEN SOUND FACILITY BOOKING DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Facility Booking Coordinator
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
82,462 4,460 86,922
VARIANCE 1,258 1,000 2,258
Revenue
(378,150) (93,500) (520,200) (78,000) (1,069,850)
(378,150) (93,500) (520,200) (78,000) (1,069,850)
Net Cost
(980,670)
(982,928)
2,258
50,000 75,063
3,150
(857,865)
5,408
Grants Bayshore Revenue Attack Revenue RRC Revenue Sportsfield Revenue Other Revenue
Contracts
83,720 5,460 89,180
2020 BUDGET
Reserve Contribution Internal Cost Allocation Division Levy Requirement
50,000 78,213 (852,457)
-
76
CITY OF OWEN SOUND PWT PARKS AND GREENSPACES AND DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 8 FTE 13 SEASONAL 10 STUDENT
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Parks Manager Gross Costs Parks Supervisor Parks & Cem Admin 5 x Parks Labour Grants Other Revenue
Contracts Camp Security
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
1,258,921 425,502 109,600 42,557 1,836,580 (374,000) (374,000) 1,462,580 99,000 (77,478) 1,484,102
2020 BUDGET 1,261,171 415,502 109,600 73,855 1,860,128 (370,000) (370,000) 1,490,128 99,000 (77,272) 1,511,856
VARIANCE (2,250) 10,000 (31,298) (23,548) (4,000) (4,000)
(27,548) (206)
(27,754)
77
CITY OF OWEN SOUND PWT CEMETERY AND PLAYGROUNDS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2 FTE 2 Seasonal
VARIANCE
231,815 68,877 8,200 16,112 325,003
228,822 58,877 8,200 16,112 312,011
2,992 10,000 12,992
Revenue
(168,150) (168,150)
(174,150) (174,150)
6,000 6,000
Net Cost
156,853
137,861
18,992
Reserve Contribution Internal Cost Allocation
40,000 161,445
40,000 160,330
1,115
Division Levy Requirement
358,298
338,191
20,107
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Grants Other Revenue
Contracts
2020 BUDGET
78
CITY OF OWEN SOUND COMMUNITY DEVELOPMENT AND MARKETING DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Manager of Community Dev.
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
123,481 43,410 20,000 186,891 -
2020 BUDGET 121,662 52,410 35,000 209,072 (3,000) (3,000)
VARIANCE 1,818 (9,000) (15,000) (22,182) 3,000 3,000
186,891
206,072
(19,182)
39,825
39,825
-
226,716
245,897
(19,182)
79
CITY OF OWEN SOUND TOURISM MANAGER DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Tourism Coordinator
3 Students
VARIANCE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
114,023 66,650 180,673
110,706 60,650 171,356
3,317 6,000 9,317
Grants Other Revenue
Revenue
(13,500) (13,500)
(13,500) (13,500)
-
Net Cost
167,173
157,856
9,317
Gross Costs
Contracts
2020 BUDGET
Reserve Contribution Internal Cost Allocation Division Levy Requirement
167,173
157,856
-
9,317
80
CITY OF OWEN SOUND SPECIAL EVENTS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Events Coordinator
VARIANCE
145,650 87,460 115,895 349,004
83,362 92,660 98,795 274,817
62,288 (5,200) 17,100 74,188
Revenue
(10,000) (137,450) (147,450)
(10,000) (137,450) (147,450)
-
Net Cost
201,554
127,367
74,188
Reserve Contribution Internal Cost Allocation
22,500 (64,000)
17,900 -
4,600 (64,000)
Division Levy Requirement
160,054
145,267
14,788
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
2020 BUDGET
Grants Other Revenue
81
CITY OF OWEN SOUND FACILITIES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2430 2431 2432 2433 2435 2436
FACILIITES MANAGER CITY HALL POLICE BUILDING BAYSHORE GENERAL FACILITIES REGIONAL RECREATION CENTRE
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT REVENUE AND USER FEES Net Operating Budget
NET TRANSFERRED TO OTHER DEPT'S TRANSFERRED TO RESERVES TAX BURDEN
2020 BUDGET
44,104 206,582 279,285 985,067 189,665 966,089
41,861 211,105 281,246 989,951 201,513 923,066
2,670,792
2,648,742
2021 1,117,686 42,631 1,088,990 407,750
2020 1,118,288 42,631 1,064,990 395,750
(55,964) 2,601,092
(44,300) 114,000
2,670,792
(55,964) 2,565,695
(40,953) 124,000
2,648,742
VARIANCE 2,243 (4,523) (1,962) (4,884) (11,848) 43,023 22,051
change (602) 24,000 12,000 35,398
(3,347) (10,000)
22,051
82
CITY OF OWEN SOUND FACILITIES MANAGER DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 1 FTE Sr Manager Parks and Facilities
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
152,454 4,700 157,154 -
2020 BUDGET
VARIANCE
150,211 4,700 154,911 -
2,243 2,243 -
157,154
154,911
2,243
(113,050)
(113,050)
-
41,861
2,243
44,104
83
CITY OF OWEN SOUND CITY HALL DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Contracts Cleaning Service Agreements
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
18,282 85,500 60,000 163,782 -
2020 BUDGET
VARIANCE
20,805 85,500 52,000 158,305 -
(2,523) 8,000 5,477 -
163,782
158,305
5,477
35,000 7,800
45,000 7,800
(10,000) -
206,582
211,105
(4,523)
84
CITY OF OWEN SOUND POLICE STATION DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Contracts Cleaning Snow Removal
Gross Costs
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
5,485 169,000 97,000 271,485 -
2020 BUDGET
VARIANCE
7,446 169,000 97,000 273,446 -
271,485
273,446
7,800
7,800
279,285
281,246
(1,962) (1,962) -
(1,962) -
(1,962)
85
CITY OF OWEN SOUND BAYSHORE DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 5 FTE Salaries and Benefits Facility Supervisor Materials and Supplies 4 x Facility Attendant Contract Services Debt Payments Gross Costs
Contracts Snow Removal Equipment Service
Grants Other Revenue
Revenue Net Cost
535,077 388,490 111,250 1,034,817 (26,050) (26,050) 1,008,767
2020 BUDGET 540,961 387,490 111,250 1,039,701 (26,050) (26,050) 1,013,651
VARIANCE (5,884) 1,000 (4,884) -
(4,884)
Reserve Contribution Internal Cost Allocation
12,500 (36,200)
12,500 (36,200)
-
Division Levy Requirement
985,067
989,951
(4,884)
86
CITY OF OWEN SOUND REGIONAL REC CENTRE DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 3 FTE, 2 PT Facility Attendants
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts Snow Removal Equipment Service
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
327,489 382,800 134,000 844,289 -
2020 BUDGET
VARIANCE
309,966 359,800 134,000 803,766 -
17,523 23,000 40,523 -
844,289
803,766
40,523
62,500 59,300
62,500 56,800
2,500
966,089
923,066
43,023
87
CITY OF OWEN SOUND OTHER PROPERTIES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 2 FTE Facility Carpenter Facility Labourer
Contracts
VARIANCE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
78,899 58,500 5,500 42,631 185,530
88,899 58,500 1,500 42,631 191,530
(10,001) 4,000 (6,001)
Grants Other Revenue
Revenue
(29,914) (29,914)
(29,914) (29,914)
-
Net Cost
155,615
161,616
(6,001)
4,000 30,050
4,000 35,897
(5,847)
189,665
201,513
(11,848)
Gross Costs
Service Contracts
2020 BUDGET
Reserve Contribution Internal Cost Allocation Division Levy Requirement
88
CITY OF OWEN SOUND FIRE PROTECTION SERVICES DRAFT 2021 OPERATING BUDGET 2020 BUDGET
2021 DRAFT BUDGET 2101 2120 2130 2135 2140 2180 2185
FIRE GENERAL FIRE PREVENTION EMERGENCY OPER C C FIRE AND RESCUE TRAINING WATER RESCUE EQUIMENT PROPERTY
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT GRANTS REVENUE AND USER FEES Net Operating Budget NET TRANSFERRED TO OTHER DEPT'S TRANSFERRED TO RESERVES TAX BURDEN
4,822,092.91 4,500.00 3,000.00 428,150.00 74,560.64
4,883,989.77 4,500.00 3,000.00 378,150.00 74,560.64
-61,896.87 0.00 0.00 0.00 0.00 50,000.00 0.00
5,332,303.54
5,344,200.41
-11,896.87
2020 4,635,813.54 237,555.00 112,435.00
2020 4,734,645.41 237,555.00 78,000.00
(11,500.00) $
VARIANCE
4,974,304
-98,831.87 0.00 0.00 34,435.00 0.00 0.00 0.00
(11,500.00) $
5,038,700
# $
(64,397)
9,000.00 349,000.00
16,500.00 289,000.00
-7,500.00 60,000.00
5,332,304
5,344,200
(11,897)
89
CITY OF OWEN SOUND FIRE DEPARTMENT DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 29 FTE Fire Officers
1 FTE
Fire Chief
1 FTE
Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
4,635,814 237,555 112,435 4,985,804
2020 BUDGET 4,734,645 237,555 78,000 5,050,200
VARIANCE (98,832) 34,435 (64,397)
Deputy Fire Chief
Contracts
Dispatch (OSPS)
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
(11,500) (11,500)
(11,500) (11,500)
-
4,974,304
5,038,700
(64,397)
349,000 9,000
289,000 16,500
60,000 (7,500)
5,332,304
5,344,200
(11,897)
90
CITY OF OWEN SOUND TOM THOMSON ART GALLERY DRAFT 2021 OPERATING BUDGET 2020 DRAFT BUDGET 7501 7510 7520 7522 7525 7530 7533 7540 7550 7560 7562 7571 7585
6 FTE
GALLERY GENERAL GIFT SHOP MOVIES SPECIAL EVENTS ENDOWMENT FUNDS MEMBERSHIP COMMUNITY OUTREACH EXHIBITIONS COLLECTION MANAGEMENT EDUCATION STUDIO ONTARIO SEED BUILDING
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS LEGAL AND CONTRACT GRANTS REVENUE AND USER FEES
2020 BUDGET
(21,867) (16,650) (28,650) (30,000) (5,000) (15,500) 400 33,600 15,250 (3,700) (500) 1,775 72,950
(39,906) (16,708) (27,650) (12,500) (12,500) (15,500) 400 32,275 15,250 (3,700) (3,000) 1,775 72,950
2,108
(8,814)
2021 545,053 50,000 134,100 34,200 (133,171) (151,700)
2020 461,048 50,000 136,975 33,700 (138,171) (152,058)
VARIANCE 18,039 58 (1,000) (17,500) 7,500 1,325 2,500 -
10,922
84,005 (2,875) 500 5,000 358
Net Operating Budget
478,482
391,494
86,988
NET TRANSFERRED TO OTHER DEPT'S CITY CONTRIBUTION
(1,375) (475,000)
(308) (400,000)
(1,067) (75,000)
2,108
(8,814)
TAX BURDEN
10,922
91
Owen Sound & North Grey Union Public Library 2020 Draft Operating Budget - with unaudited actuals to August 31, 2020
Approved
ACTUAL
Over /Under
Proposed
2020
31-Aug-20
Budget YTD
2021
987,189.00 -----------------987,189.00
658,126.00 -----------------658,126.00
329,063.00 -----------------329,063.00
993,752.00 -----------------993,752.00
162,076.00 351,983.00 135,881.00 -----------------Total Township Support: ** 649,940.00 Total Municipal Support Before Rebate:1,637,129.00 Rebate to Municipalities -72,589.00
108,051.00 234,655.00 90,588.00 -----------------433,294.00 1,091,420.00
54,025.00 117,328.00 45,293.00 -----------------216,646.00
160,657.00 362,720.00 139,125.00 -----------------662,502.00 1,656,254.00 -72,589.00 -----------------1,583,665.00 ------------------
NOTES
LIBRARY OPERATING BUDGET:
UNION LIBRARY SUPPORT: MUNICIPAL REVENUE: CITY SUPPORT: City Operating Grant Total City Support: ** TOWNSHIP SUPPORT Township of Chatsworth** Township of Georgian Bluffs** Municipality of Meaford**
TOTAL UNION LIBRARY SUPPORT:
1,564,540.00 1,091,420.00 473,120.00 ------------------ =========== ===========
NON-MUNICIPAL REVENUE: Legislative Grant(Prov) 72,589.00 Pay Equity 3,391.00 Employment Grants - YCW, CAP, ALC, etc 3,500.00 Non-Resident Memberships 500.00 Fines 25,000.00 Non-Member Computer/Internet Fees 1,500.00 Copying/Printing 5,440.00 Room Rentals/AV Rentals 3,000.00 Publicity & Programming 2,000.00 Interest 9,000.00 Misc Revenue 5,000.00 Donations - HWB / AAM 27,000.00 Transfers from Reserves Current Year 150,500.00 Transfers from Reserves Previous Year 0.00 ALC Administration 50,000.00 -----------------TOTAL NON-MUNICIPAL REVENUE: 358,420.00
GRAND TOTAL ALL REVENUE:
72,589.00 3,391.00 0.00 160.00 4,265.00 255.00 1,095.00 319.00 -4.00 9,512.00 11,331.00 8,340.00 125,000.00 0.00 67,865.00 -----------------304,118.00
0.00 0.00 3,500.00 340.00 20,735.00 1,245.00 4,345.00 2,681.00 2,004.00 -512.00 -6,331.00 18,660.00 25,500.00 0.00 -17,865.00 -----------------54,302.00
1,922,960.00 1,395,538.00 527,422.00 ============ ============ ============
based on August 31, 2020 membership Municipal overall increase of 1.22 % after rebate
72,589.00 3,391.00 3,500.00 500.00 3,500.00 1,500.00 5,000.00 1,500.00 1,000.00 12,000.00 5,000.00 27,000.00 30,000.00$15,000 for Lib. Collection from Book Sale Reserve, $10,000 for Lib. Collection from 0.00 Trust & Donations Reserve, $5,000 from Poet Laureate 60,000.00 -----------------226,480.00
1,810,145.00 ============
92
CITY OF OWEN SOUND POLICE SERVICES DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET 3000 3100 3200 3300
POL SERV BOARD POLICE FORCE POLICE CIVILIANS COURT SECURITY
BUDGET BREAKDOWN WAGES DEBT PAYMENTS MATERIALS GRANTS REVENUE AND USER FEES
Net Operating Budget Reserve Contribution Internal Cost Allocation TAX BURDEN
2020 BUDGET
VARIANCE
37,133 6,409,256 1,035,970 335,901
38,403 6,235,639 1,056,726 282,519
-1,270 173,617 -20,756 53,382
7,818,259
7,613,287
204,972
2021 9,739,624 389,122 235,706 (619,581) (1,894,112)
2020 9,513,940 389,232 229,406 (619,581) (1,867,211)
change 225,684 -110 6,300 0 -26,902
7,850,759 (32,500) 0
7,818,259
7,645,786 (32,500) 0
7,613,287
#
204,972
0 0 204,972
95
CITY OF OWEN SOUND POLICE OFFICERS DRAFT 2021 OPERATING BUDGET 2021 DRAFT BUDGET Salaries and Benefits Materials and Supplies Contract Services Debt Payments
Gross Costs
Contracts
Grants Other Revenue
Revenue Net Cost
Reserve Contribution Internal Cost Allocation Division Levy Requirement
6,080,984 285,072 226,706 6,592,762 (197,368) (42,000) (239,368)
2020 BUDGET 5,914,206 284,532 220,406 6,419,145 (197,368) (42,000) (239,368)
6,353,394
6,179,777
55,862
55,862
6,409,256
6,235,639
VARIANCE 166,777 540 6,300 173,617 -
173,617 -
173,617
97
APPENDIX B
SERVICE LEVEL CHANGE BUSINESS CASES
owensound.ca 102
ADDITIONAL STAFFING DEDICATD TO DOWNTOWN SURFACE REPAIR WORK BUSINESS CASE Version 1.0 11/18/2020
103
VERSION HISTORY Versio n# 1.0
Implemented By D. Kefalas
Revision Date 11/09/20
Approved By
Approval Date
Reason
104
105
TABLE OF CONTENTS 1 EXECUTIVE SUMMARY ............................................................................................ 5 2 INTRODUCTION ........................................................................................................ 6 2.1 Purpose of Business Case........................................................................... 6 3 PROJECT DESCRIPTION ......................................................................................... 6 4 HIGH-LEVEL BUSINESS IMPACT ............................................................................ 6 5 ALTERNATIVES AND ANALYSIS ............................................................................ 6 5.1 Alternative A ................................................................................................ 7 5.2 Alternative B ................................................................................................ 7 6 PREFERRED SOLUTION .......................................................................................... 8 6.1 Financial Considerations ............................................................................. 8 6.2 Preliminary Acquisition Strategy/Plan .......................................................... 9 6.3 Preliminary Work Breakdown Structure ....................................................... 9 7 EVALUATION .......................................................................................................... 10 7.1 Schedule .................................................................................................... 10 7.2 Communication Plan .................................................................................. 10 7.3 Evaluation .................................................................................................. 10 APPENDIX A: BUSINESS CASE - LITE APPROVAL ................................................. 11 APPENDIX B: REFERENCES ..................................................................................... 12 APPENDIX C: KEY TERMS ......................................................................................... 13
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1 EXECUTIVE SUMMARY The prepared business case deals with transitioning two seasonal staff in Public Works to full time. The seasonal staff in question are hired on an annual basis to conduct winter control activities. The reason for the transitioning is to have additional resources that would be dedicated to making repairs of the flat surface (i.e., concrete sidewalks, paving stone boulevards) work in the downtown core. Work that needs to be done. The cost to the City will be approximately $110,000 in additional wages and approximately $20,000 in the purchase of materials needed to complete the work. The net benefit for the City by bringing this work in-house will be approximately $154,000 over the five year financial analysis. The additional resources will also provide additional benefits in the preparing the City for winter control in the late fall and transitioning out of winter control in the spring. The new two full time staff will spend approximately 22 weeks doing winter control and 30 weeks dedicated to the flat surface repair work in the downtown core on an annual basis.
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2 INTRODUCTION 2.1
PURPOSE OF BUSINESS CASE The intended audience of the Additional Staffing Dedicated to Downtown Flat Surfacing Work Business Case is City Council, the project sponsor and senior leadership.
3 PROJECT DESCRIPTION This project involves retaining two seasonal winter control staff full time in Public Works who will be dedicated to making repairs and maintaining the flat surface (i.e., concrete sidewalks, paving stone boulevards) work in the downtown core.
4 HIGH-LEVEL BUSINESS IMPACT The additional staffing will increase the 2020 salaries and wages for PWT Labour & Fleet by $110,000. Additional concrete will have to be purchased in order to provide staff the required materials to complete the anticipated work. It is anticipated that approximately $20,000 worth of concrete will be required on annual basis.
5 ALTERNATIVES AND ANALYSIS Over time the paving stone brick work downtown has started to settle creating trip hazards that need to be addressed. The City has also experience heaving of the sidewalks associated with expansion of the concrete during the hot summer months. Upon investigation it appears that partial penetrating expansion joints were used during the Big Dig and this appears to be the cause of the problem. The biggest issue the City faces is lining up contractors to do the work. Some years like 2019 the City could not find contractors interested in doing the concrete work, other years like 2020 the City finds a contractor willing to do the work but they don’t show up to do the work because they find more lucrative work to do and keep pushing off the City work. In some cases the issues pose a threat to pedestrians and has to be completed in a timely manner. Several of these problem areas are located adjacent to entrances of businesses located on 2nd Ave. East. This just compounds the trip hazard because foot traffic is coming from 3 different directions. This is work that must be done and a necessary investment in the City’s downtown core. The City spent millions of dollars in beautifying the downtown during the Big Dig but as expected this work requires increasing maintenance costs to keep it in good repair. Maintaining the status quo of not investing isn’t an alternative that was considered because by doing so the City would not be adhering to the minimum maintenance standards for sidewalks.
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5.1
ALTERNATIVE A Bring in-house the concrete repairs and paving stone brick work in the downtown core. The major benefits for bringing this work in-house include: • Making repairs in a timely manner. • Not paying markups on materials, supplies and labour (industry norm is 15%). • Not paying profit on materials, supplies, labour and equipment (industry norm 10%). • Adhering to the provincial minimum maintenance standards for sidewalks. • Reducing the potential for trip hazards. • Reducing trip and fall claims against the City. • • •
Meet the scheduling needs of the businesses in the downtown core (City staff can and have worked with businesses to schedule work around their hours of operations). Fully burden hourly rate $34.63 - $36.15. Concrete price $145 per cubic meter (Year 1).
The following analysis is based on 2 staff, 30 weeks of work on an annual basis when the staff won’t be involved in winter control and purchasing $20,000 of concrete in Year 1 and equal amounts each year after. It also assumes a CPI increase of 2% on an annual basis and an annual wage increase of 1.50%. Alternatives Analysis Alternative A Cost of Alternative Cost Savings Cost Avoidance Stakeholder Benefit Total Benefit
5.2
Year1
Year2
Year3
Year4
Year5
Total
($103,112) $0 $152,812 $0 $49,700
($108,461) $0 $155,868 $0 $47,407
($110,190) $0 $158,985 $0 $48,795
($111,947) $0 $162,165 $0 $50,218
($113,732) $0 $165,408 $0 $51,676
($547,442) $0 $795,238 $0 $247,796
ALTERNATIVE B The alternate solution would be to contract out all the repair work. The benefits of contracting the work out include: • Adhering to the provincial maintenance standards for sidewalks. • Reducing the potential for trip hazards. • Reducing trip and fall claims against the City.
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Disadvantages of contracting the work out include: • Not making repairs in a timely manner or at all. • Not meeting the operational needs of the business and shop owners. • Higher hourly rates ($42/hr.). • Paying markups for both overhead (15%) and profit (10%). • Concrete price $183 per cubic meter (Year 1). The analysis above includes the costs associated with contracting the same work out to the private sector and is reflected as “Cost Avoidance”
6 PREFERRED SOLUTION 6.1
FINANCIAL CONSIDERATIONS The analysis above clearly shows that it is more cost effective to bring the repair work of the flat surfacing in house. Over a five year span the City could save close to $250,000 for this specific type of work. There are financial costs associated with transitioning staff from seasonal to full time that will offset these savings. Transitioning the staff will mean keeping two employees for additional three weeks for winter control, seasonal staff are hire for 19 weeks of winter control, which will cost the City approximately $8,700 in Year 1 and increasing to approximately $9,200 by Year 5. The City will also be paying the full time staff slightly more than the seasonal staff for the remaining 19 weeks of winter control. This equates to approximately $7,600 in Year 1 and increase to approximately $10,500 by Year 5. Over the five-year period the City will incur approximately $93,500 in additional Winter Control costs. Thus, the net financial benefit over the five-year financial analysis is approximately $154,000. One other significant benefit in having two additional bodies that are consider full time is having this staff at our disposal to help with the transition periods at both the beginning of winter control and at the end of winter control. Times when we are trying to complete the last major cleanup of the City and the downtown core before the first major snowfall or in the spring when trying to remove the winter sand in anticipation of cycling season. Other benefits include:
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6.2
•
Having the flexibility of being able to assign staff to work on various pieces of equipment depending on the need during winter control. Currently the seasonal staff can only operate the sidewalk plows/MV’s and not the street plows or heavy equipment. Transitioning the seasonal staff to full time staff will allow the Superintendent or Lead Hands to assign staff to equipment that is required based on the need. For example, during heavy snowfalls the number one priority is keeping the Class II streets and hills clear of snow. If the Superintendent/Lead Hand only has 2 or 3 full time staff and 2 seasonal staff available, they can only assign 2 or 3 plows to keep the roads and hills clear. In this example if one of the seasonal staff was a staff that transitioned to full time then we have the capability of getting one more plow on the road.
•
Reduces grievances related with the assignment of work and overtime associated with concrete and paving stone repairs. In the past management has had to deal with grievances from the union because the concrete work was deemed not to have been assigned fairly and equitably. In some cases, overtime was required to complete the work so that it didn’t interfere with the operating hours of businesses along 2nd Ave. East (i.e., doing the work on a Sunday when the specific store was closed). Having dedicated staff assigned for this type of work should reduce if not eliminate such grievances. Grievances that require significant management and Human Resource Staff’s time when dealing with the process.
PRELIMINARY ACQUISITION STRATEGY/PLAN The implementation plan is to complete the winter control schedule for 2020/21 and then start the hiring process for the two full time Operators who will be dedicated or assigned the flat surfacing repair work in the downtown core. The winter schedule ends in mid-April. The hiring process and start up time will range between 6 to 10 weeks resulting in starting date range of the full time employees sometime between June 1st and July 2nd. Moving forward PW will only be hiring two Temporary Seasonal PW Labourers for winter control as opposed to the four that have been hired previously. The City will still be hiring the four Temporary Seasonal PW Snow Shovellers.
6.3
PRELIMINARY WORK BREAKDOWN STRUCTURE On an annual basis the two new full time Operators will be assigned winter control duties from the beginning of the year to midApril. Upon completion of winter control the Operators will be assigned a list of specific repairs of the flat surface work in the downtown core. This list of repairs will be generated by the “patroller” who will identify the sections of sidewalks and paving stones requiring repairs. The “patroller” is a Lead Hand or Temporary Lead Hand who is assigned the task of patrolling the streets with the mandate to identify problem areas and ensuring the City’s roads and sidewalks meet the minimum maintenance standards regulated by the province. From time to time this list will be revised when higher priority repairs (i.e., heat heaves) are identified. At the beginning of November, the Operators will be re-assigned to winter control duties. The beginning of winter control may vary from year to year but it’s usually with the first ten days of the month of November.
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7 EVALUATION 7.1
SCHEDULE Annual Work Schedule: January 1st to April 15th - Winter Control April 16th to October 31st - Flat Surface Repairs November 1st to December 31st – Winter Control
7.2
COMMUNICATION PLAN As the list of repairs is prepared each repair will also be evaluated to determine if it has a potential impact on an adjacent business. If the repair does impact an adjacent business the business will be contacted and staff will work with business owner to schedule the work so that the impact is minimized as much as possible within reason. Media releases will be issued notifying the general public that this work is taking place.
7.3
EVALUATION Initially the goal of the program will be to repair any emergency/high priority concrete repairs within 10 business days of identifying the repair, knowing that it will take at least 5 business days to do locates for underground utilities. As each repair is completed it will be evaluated to determine the actual cost and over time the average cost on a linear or area basis in order to generate a unit price. As this data is collected management will be able to determine if and when certain work might be better contracted out based on an economy of scale. The issue that the City has faced is private contractors aren’t interested in doing the repair work because it isn’t worth their while due to the scale being too small. On larger scale projects it may end up being more cost effective to hire contractors because their unit prices might be less expensive. If this becomes the case then these larger projects will be identified to be included in the capital concrete repair program. As each repair is completed management will also be able to determine the average production rate of staff. This will help in planning the work so that we don’t have long sections of sidewalk or paving stones disturbed at any given time with the goal of having all the sidewalks and boulevards accessible over the weekend when the downtown core is the busiest.
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Appendix A: Business Case - LITE Approval The undersigned acknowledge they have reviewed the Additional Staffing Dedicated to Downtown Surfacing Repair Work and agree with the approach it presents. Changes to this document will be coordinated with and approved by the undersigned or their designated representatives. Signature: Print Name:
Date: Dennis Kefalas, P. Eng
Title: Role: Signature:
Tim Simmonds
Date:
Print Name: Title: Role:
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APPENDIX B: REFERENCES The following table summarizes the documents referenced in this document. Document Name and Version
Description
Location
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APPENDIX C: KEY TERMS The following table provides definitions for terms relevant to this document. Term
Definition
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BUILDING INSPECTOR/PLANS EXAMINER BUSINESS CASE Version <1.0> 10/01/2020
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VERSION HISTORY Versio n# 1.0
Implemented By Kevin Linthorne
Revision Date
Approved By
Approval Date
Reason
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TABLE OF CONTENTS EXECUTIVE SUMMARY ...................................................................................................................5 INTRODUCTION ................................................................................................................................6 Purpose of Business Case ................................................................................................................ 6 PROJECT DESCRIPTION ................................................................................................................6 HIGH-LEVEL BUSINESS IMPACT ..................................................................................................9 ALTERNATIVES & ANALYSIS ........................................................................................................9 Alternative A ........................................................................................................................................ 9 Alternative B ...................................................................................................................................... 10 PREFERRED SOLUTION ............................................................................................................... 11 Financial Considerations ................................................................................................................. 11 Preliminary Acquisition Strategy/Plan............................................................................................ 11 Preliminary Work Breakdown Structure ........................................................................................ 11 EVALUATION .................................................................................................................................. 12 Schedule ............................................................................................................................................ 12 Communication Plan ........................................................................................................................ 13 Evaluation .......................................................................................................................................... 13 APPENDIX A: BUSINESS CASE - APPROVAL .......................................................................... 14
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Executive Summary The past three years have seen unprecedented increases in construction value in the City of Owen Sound. Building Permits have been issued for Southbridge long-term care facility, Owen Sound Gardens Retirement Home, Marriott Hotel, Strathcona School and ODAWA Heights at Owen Sound Municipal Non-Profit Housing totalling to 536 residential units. There are also medium and high-density residential condominiums and purpose built rental projects ongoing at the former Strathcona School, Georgian Landing, and Sydenham Condominiums. Development activity is not anticipated to decrease with the recent approval of a large commercial development (Heritage Grove) and two large subdivisions on the Cityâ&#x20AC;&#x2122;s east side (Bremont Homes and Redhawk Subdivision). The number and scale of proposed development applications in pre-consultation and early stage approvals with the Development Team is further indication that the volume of Building Permit applications is not anticipated to return (slow) to pre-2018 levels. Current and anticipated development activity coupled with ongoing renovations and alterations by existing homeowners and business has created immense pressures on the Cityâ&#x20AC;&#x2122;s Building Division. For new construction a minimum of nine (9) mandatory inspections must be completed. Inspecting interior units in these new buildings will have a minimum of six (6) inspections per unit equalling around 3200 required inspections. Building Division Staff are completing 2000 to 3000 inspections per year (based on permits issued x 9 mandatory inspections) along with all other administrative duties, necessitating the new position. This position will be funded in part by a combination of increased Building Department revenue and a possibly a contribution from the obligatory Building reserves.
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Introduction Purpose of Business Case The intended audience of the Building Inspector/Plans Examiner Business Case is City Council, the project sponsor, and senior leadership.
Project Description We require the addition of a Building Inspector/Plans Examiner to support key changes in our staffing model which will result in the increased demand of inspection services mandated timelines being realized. The following staff chart reflects the key changes in staff positions being implemented by the Director for 2021 in order to support the Galleryâ&#x20AC;&#x2122;s operational stabilization and programming growth and diversification.
Name
Current Position
New Position 2021
Kevin Linthorne
Chief Building Official
No Change - overseeing all aspects of the division operations including: fiscal, staff, incoming permit applications and issuance, inspections, orders, plans review and approval, key member of Development Team, strategic planning, and health and safety, policies
(F/T)
Wes Reidt
Summary of Key Duties
Deputy Chief Building No Change - inspections, plans review, customer Official enquiries, duties of the CBO in his absence (F/T)
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Becky Hillyer (parental leave)
Development Coordinator
No Change - Intake, circulation and monitoring all incoming applications for Building and Planning, front-line customer service, stat reporting, creating reports for committees, record keeping, scheduling inspections, statistics reporting, records management (TOMRMS, AMANDA, Sharepoint)
Building Inspector/Plans Examiner
New
Being filled by Kim Weppler
New
- field inspections and plans review prior to permit issuance
(F/T)
These staff changes will allow the Building Division to keep pace with the inspection and permit issuance schedule mandated in the Ontario Building Code. The OBC states permits shall be issued within the following time frames: Part 9 buildings (houses or small buildings): 10 days Large buildings:
10-15 days (depending on size)
Retirement Homes:
20 days
Post Disaster buildings:
30 days
There are at least nine required mandatory inspections required under the OBC: Footings; Foundation prior to backfill; structural framing; Underground plumbing, plumbing rough-in including water service pipes, drain waste and vent system, water distribution system, plumbing fixtures and appliances, Insulation and vapour barrier; Air barrier; Occupancy; Final Inspection. Larger projects also can include inspections for fire separations, fire stopping, fire service mains, fire routes, and fire alarm system verification.
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The recent surge in building activity shows no signs of easing anytime soon. The Development Team continues to meet with developers to assist them in getting their projects in the ground for construction. Recently the team met with a developer proposing an additional 224 residential units in Owen Sound. We have also had large scale development proposals in other areas of the City. Checking with our comparator municipalities finds Owen Sound trailing in the amount of inspection staff to meet demand for inspection services. Comparator municipalities staffing levels: Town of Orangeville (4 F/T) Chief Building Official Inspectors (2) Office Administration (1)
Town of Collingwood (6 F/T) Chief Building Official Deputy Chief Building Official Inspectors (2) Plans Examiner (1) Office Administration (1)
City of Brockville (2 F/T) Chief Building Official Inspector (1) Town of the Blue Mountains (8.5 F/T) Chief Building Official Deputy Chief Building Official Inspectors/Plans Examiners (4) Zoning Co-ordinator (1) Permit Intake Assistant (1) Office Administration (.5)
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City of Stratford (6 F/T) Chief Building Official Inspectors (3) Plans Examiner (1) Office Administration (1) City of Orillia (7 F/T) Chief Building Official Inspectors (5) Office Administration (1) In addition to the added inspector, other methods of streamlining service delivery have been implemented including upgraded laptops with the ability to connect via SIM card to the City’s network to access needed programs; asking architects, engineers and designers for electronic versions of building plans to make them accessible in the field; and currently working with IT to deploy mobile printers to work and produce reports within the AMANDA system.
High-level Business Impact The Building Inspector/Plans Examiner position will impact the Division in the following ways: (1) Budget – this position is to be funded from Building Permit revenue and Building Reserves and will have no impact on the ratepayer (2) Physical Resources – we will need to provide an additional computer and relevant software for this employee. (3) Training – the employee will need to undertake standard and ongoing training as well as professional development.
Alternatives & Analysis Alternative A
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Staffing Levels Remain Status Quo In this alternative the Building Division continues as is without the addition of this position. Cost - Potential to commit errors due to understaffing and competing priorities (e.g., missed required inspections, errors in plans review) - Permit issuance process (i.e., Building plans review will take longer and could be up the maximum days allowed under the OBC) - Customer service at the counter will be extremely limited as Building staff will be primarily out in the field conducting required inspections Benefit - No additional budget required Return on Investment - No investment therefor no return
Alternative B Full Time Building Inspector/Plans Examiner In this alternative, the Building Division will be able to achieve the targets set under the OBC for timeliness of building permit issuance and mandatory inspections. Cost - To be funded from building permit revenue and reserves Benefit - Increased service level to the ratepayer and developer
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Return on Investment - This increase in staff will allow the Building Division to keep pace with the current and anticipated levels of construction in Owen Sound and maintain the expected high customer service levels at City Hall and in the field
Preferred Solution Full Time Building Inspector/Plans Examiner Position
Financial Considerations The primary financial consideration is the salary plus benefits to support the acquisition of this position.
Preliminary Acquisition Strategy/Plan This position will be posted on the Cityâ&#x20AC;&#x2122;s and the Ontario Building Officialâ&#x20AC;&#x2122;s Association website
Preliminary Work Breakdown Structure - Plans Examiner will scrutinize incoming applications with building plans and communicate any deficiencies with the applicant
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- Building Inspector will assist in the field with inspection services and providing advice to contractors working on project - Building Inspector will assist customers at the counter with questions - participates in code discussions with CBO and D/CBO - forms part of the City Development Team - Works within all Health & Safety protocols and other SOPâ&#x20AC;&#x2122;s
Evaluation Schedule The Building Inspector/Plans Examiner position will have a direct impact on the service level mandated by the Ontario Building Code. Hours of work will be Monday to Friday 8:30-4:30 with occasional overtime and weekend work.
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Communication Plan The Chief Building Official will conduct annual performance review meetings and evaluations in order to discuss goals, successes, and challenges.
Evaluation We will evaluate the success of this project on key measurable objectives, including: - meeting the permit issuance and inspection requirements of the Ontario Building Code
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Appendix A: Business Case - Approval The undersigned acknowledge they have reviewed the Building Inspector/Plans Examiner and agree with the approach it presents. Changes to this document will be coordinated with Date:
Signature: Print Name:
Kevin Linthorne
Title:
Chief Building Official
Role:
Project Sponsor
Date:
Signature: Print Name:
Pam Coulter
Title:
Director of Community Services
Role:
Manager
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Budget Variance Memo DATE:
November 24, 2020
TO:
Council
FROM:
Brent Fisher
DIV: Community Development and Marketing
DEPT: Community Services
SUBJECT: OPERATING BUDGET VARIANCE – COMMUNITY DEVELOPMENT AND MARKETING – EVENTS STRATEGIC INITIATIVES: Objective 1: Retain and grow existing local businesses and business opportunities. 1.4 Continue to promote the downtown. 1.5 Implement the Downtown River Precinct Objective 7: Encourage and promote participation in cultural activities and active lifestyles. 7.2 Continue to deliver select free City events to residents COMMENTS: In the area of Community Development (Events), the 2020 Council approved budget included: $15,000 for activation and animation of the River Precinct; and $15,250 for the planning and delivery of Riverside Reunion – a large one time event planned in 800 block of 1st Avenue East
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The City applied for and received a TIAO grant in the amount of $150,000 that allowed for the creation, planning and implementation of Music at the Market, a highly successful lunchtime concert series. The operating funds budgeted were not required or used due to the grant that was received. Music at the Market occurred for an eight-week period and was well received by members of the public and local businesses, providing a hyper-local focus on culinary tourism. Local entertainers, local restaurants and local businesses have all benefited from this unique concert series. A full wrap up of the event will be coming to Council in December of 2020. The success of the 2020 Music at the Market event along with the challenges of planning and implementing a larger event with the uncertainty of 2021 has made staff suggest that some of the events funds be prioritized on smaller more frequent events as opposed to a large one time event. Overall, within the Community Development & Marketing area it is proposed that: $15,000 $15,250 $10,000
DRP Activation Riverside Reunion in Events Budget 2020 increase in Canada Day Budget
This $40,000 would be used to plan and deliver a 2021 Music at the Market concert series in July and August on Thursdayâ&#x20AC;&#x2122;s and Fridays. The full details of the program as well as budget details would come forward through a future report at Community Services Committee.
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FULL TIME ASSISTANT CURATOR POSITION BUSINESS CASE Version <1.0> 10/01/2020
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VERSION HISTORY Versio n# 1.0
Implemented By Aidan Ware
Revision Date
Approved By
Approval Date
Reason
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TABLE OF CONTENTS EXECUTIVE SUMMARY ...................................................................................................................5 INTRODUCTION ................................................................................................................................6 Purpose of Business Case ................................................................................................................ 6 PROJECT DESCRIPTION ................................................................................................................6 HIGH-LEVEL BUSINESS IMPACT ................................................................................................ 12 ALTERNATIVES & ANALYSIS ...................................................................................................... 12 Alternative A ...................................................................................................................................... 12 Alternative B ...................................................................................................................................... 13 PREFERRED SOLUTION ............................................................................................................... 14 Financial Considerations ................................................................................................................. 14 Preliminary Acquisition Strategy/Plan............................................................................................ 14 Preliminary Work Breakdown Structure ........................................................................................ 15 EVALUATION .................................................................................................................................. 15 Schedule ............................................................................................................................................ 15 Communication Plan ........................................................................................................................ 16 Evaluation .......................................................................................................................................... 16 APPENDIX A: BUSINESS CASE - APPROVAL ........................................................................... 17
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Executive Summary The Assistant Curator position is required to support expanded public hours as well as the achievement of the exhibition program, curatorial vision, community development, health safety coordination, and will also fulfill a key role in terms of succession planning as they will work closely with the Curator of Collections on matters relating to the administration, care, and curation of the collection. The addition of this position is vital to supporting the Galleryâ&#x20AC;&#x2122;s long-term success and more immediately as we transition to a new staffing model. The implementation of this position will have a significant impact on our community by providing us with the necessary resources to build partnerships, deliver innovative projects, work collaboratively, and engage more diverse audiences. The position will support the Gallery in addressing feedback from the Ontario Arts Council regarding our programming and to achieve better results in our operating grant application. It will also increase our fundraising capacity and assist in broadening our revenue generation (ex. Grouping of Seven Art Auction in 2020, exhibition sponsorships). The current Tom Thomson Art Gallery staffing model does not meet the needs of the organization and is underdeveloped when compared with other similar public art gallery models.
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Introduction Purpose of Business Case The intended audience of the Full Time Assistant Curator Position Business Case is City Council, the project sponsor, and senior leadership.
Project Description We require the addition of a Full Time Assistant Curator Position to support key changes in our staffing model which will result in broader community engagement, support long-range planning, and ensure the care and continuity of the work associated with the permanent collection. The following staff chart reflects the key changes in staff positions being implemented by the Director for 2021 in order to support the Galleryâ&#x20AC;&#x2122;s operational stabilization and programming growth and diversification.
Name
Current Position New Position Summary of Key Duties 2021
Aidan Ware
Director & Chief Curator (F/T)
N/A
- overseeing all aspects of the Gallery operations and programming including: fiscal, staff, and facility management; exhibition curation; education and community programming; collection management; policy implementation; membership and fundraising development; grant submissions; strategic planning; and health and safety - works with the Advisory Committee and leads the staff towards the fulfillment of the Galleryâ&#x20AC;&#x2122;s Mission, Vision, and Strategic
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Goals Kim Skene
Education & Operations Engagement / Coordinator Acting Operations (F/T) (F/T)
- coordinating financial information and conducting daily financial operations - assisting with budget development; providing financial reporting - supporting grant applications - Recording Secretary for the Advisory Committee - coordinating overall administration
Heather McLeese
Curator of Curator of Contemporary Art Public Projects and Education (F/T) (F/T)
- development and curation of interdisciplinary public projects that fundamentally engage the community, support Priority Groups, and advance the Strategic Plan - development and delivery of innovative educational approaches to projects and exhibitions - building community partnerships and collaborations - development of a diversity plan to support broader educational outreach - development and delivery of lectures, talks, collaborative programs, events, activations
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- writes project grant applications
David Huff
Curator of Collections
N/A
(F/T)
- responsible for the care, preservation, curation, and presentation of the permanent art collection - works with the team to develop and curate exhibitions that support the Curatorial Vision and which explore themes determined by the exhibition and strategic plans - proposes acquisitions and de-accessions
Shannon Bingeman
Exhibitions Assistant (Maternity Leave Contract)
Assistant Curator (F/T)
- assists with the development of contemporary and collection exhibitions as well as public projects - works with the Curator of Collection with respect to the planning, administration, and care of the collection -coordinates and installs exhibitions and projects - works with artists to establish exhibition plans and contracts - prepares exhibition charts and budgets - coordinates health and safety protocols - coordinates the Exhibition Assistance Grant, contributes to other grants
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Hillary Weppler
Visitor Services / Membership Coordinator
Community Engagement Coordinator
(F/T)
(F/T)
- working with the Curator of Public Projects and Education to develop and deliver innovative approaches to public engagement through projects and educational initiatives - support exhibitions through development of unique public engagement opportunities - coordinating gallery shop operations and visitor reception - developing and executing marketing and communication plan, designing ads - coordinating gallery shop administration - coordinating the membership program - coordinating the Volunteer program including recruitment, training, and scheduling
These staff changes highlight a fundamental focus on community and an overwhelming commitment to engaging people with art. The Curator of Public Projects and Education is an innovative new position that has been similarly established in other public art galleries and its implementation at the Tom Thomson Art Gallery will represent a clear and substantive action towards addressing the feedback we have previously received from the Ontario Arts Council as we work to offer experiences that are innovative, experiential, and non-traditional to more diverse audiences and which expand beyond the walls of our facility. Prior to the hiring of the Director, the Gallery received substantial cuts to funding based on a jury assessment. Key feedback items included: - Programming was too “safe” and felt gallery was “filling slots in the calendar” - Priority Group artists – better relationship development with diverse communities is required - the programs and exhibitions seem like one-offs
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- No clear artistic vision to carry the Gallery forward and concern with the overall trajectory of the Gallery This position, formerly the Curator of Contemporary Art role, will enable the Gallery to directly address this feedback and to be fundamentally more dynamic and inclusive by designing and delivering projects that are broadly engaging and inherently community based. Committing our resources to our community and to our public in this way will inject the Gallery with new vitality and presence. The pandemic has taught us that we cannot rely solely on the physical attributes of our spaces, but that we must extend ourselves in new directions, including into digital realms. We must work collaboratively and openly with our community in order to build stronger relationships and to find expansion through partnerships that seed into inspiring projects that have a legacy of lasting impact on the people we serve. This position is squarely centered on this philosophic approach. The change in focus of this role (Curator of Contemporary Art to Curator of Public Projects and Education) represents no change in salary however it is made achievable by the addition of the Assistant Curator position which will be responsible for ensuring proper art handling and installation practices (including health and safety), undertaking short and long-range planning, and being involved in all aspects of supporting and learning from the Curator of Collections. The position will also assist with grant writing and fundraising initiatives to support broader revenue generation for the Gallery. The current Tom Thomson Art Gallery staffing model is under-resourced at 5 F/T positions when compared with other similar public art galleries in Ontario. The most comparable institution is the Woodstock Art Gallery which is a department of their municipality, serves a similar population size, but has a collection that is half of the size of the Tom Thomson Art Gallery permanent collection:
Woodstock Art Gallery Staff (7 F/T) Director/Curator Head of Education Head of Collections Education Assistant Gallery Operations Coordinator Communications Coordinator Facilities Maintenance Coordinator Other relevant public art gallery staffing models comparable include:
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Kitchener-Waterloo Art Gallery Executive Director Senior Curator Assistant Curator & Registrar Curatorial Assistant Preparator Director of Public Programs Public Programs Coordinator Education Coordinator Development Officer Manager, Media and Communications Visitor Services and Volunteer Coordinator Gallery Attendants Gallery Assistants
Judith & Norman Alix Gallery (Sarnia) Community Art & Education Coordinator Facility & Exhibition Supervisor Senior Clerk/Community Engagement Gallery Operations Supervisor Collections/Preparator Curator/Supervisor Facilities/Preparator Gallery Clerk Thunder Bay Art Gallery Director Assistant to the Director
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Administrative Coordinator Accountant Curator Registrar and Curatorial Assistant Public Programming Coordinator Education Coordinator Communications and Marketing Coordinator Visitor Services Supervisor Fundraising Coordinator
High-level Business Impact The Assistant Curator position will impact the Gallery in the following ways: (1) Budget – we require the additional funds to over this full-time position. However, this position will also support the gallery in achieving funding through commitment to raising our status with Ontario Arts Council and by supporting revenue generation (fundraising initiatives, sponsorship). (2) Physical Resources – we will need to provide an additional computer and relevant software for this employee. (3) Training – the employee will need to undertake standard and ongoing training as well as professional development. Professional development as been increased within the Gallery’s budget to accommodate and encourage learning opportunities.
Alternatives & Analysis
Alternative A
143
Staffing Levels Remain Status Quo In this alternative the Gallery continues as is without the addition of this position. Cost - Gallery will be unable to implement expanded hours - Gallery unable to focus resources on broadening/diversifying community engagement - Succession planning for the Curator of Collections role will be delayed - Gallery will only be able to respond in a limited way to provincial funder feedback - Less capacity for fundraising Benefit - No additional budget required Return on Investment - No investment therefor no return
Alternative B 2-Year Assistant Curator Contract Position In this alternative, the Gallery will be able to achieve some of its goals for growth however, it will not be able to address long-term succession planning related to the Curator of Collections role. Cost - Gallery will not be able to undertake succession planning for the Curator of Collections role - Potential to lose a talented candidate to a permanent position elsewhere
144
-Short term goals and planning will be prioritized over long term goals and objectives - Funders will not see a commitment to long-term change Benefit - Less overall additional budget required due to savings on benefits (in the short term) - Role could be considered for permanency in the future
Return on Investment - Support for fundraising initiatives will result in enhanced revenue - Support for organizational changes will result in better outcomes for core operating grants
Preferred Solution Full Time Assistant Curator Position
Financial Considerations The primary financial consideration is the salary plus benefits to support the acquisition of this position.
Preliminary Acquisition Strategy/Plan The current Exhibition Assistant will be considered for this role.
145
Preliminary Work Breakdown Structure - assists with the development of contemporary and collection exhibitions as well as public projects - works with the Curator of Collections with respect to the planning, administration, and care of the collection - coordinates and installs exhibitions and projects - works with artists to establish exhibition plans and contracts - prepares exhibition charts and budgets - coordinates health and safety protocols, attends JHSC meetings as a representative - coordinates the Exhibition Assistance Grant, contributes to other grants - supports fundraising initiatives and development opportunities
EVALUATION SCHEDULE The Assistant Curator Position will have measurable goals assigned based on the outcomes of the Tom Thomson Art Gallery Strategic Plan which will be approved in early 2021 and will continue to be assigned tasks as related to the following schedule deadlines: - Operating and Project Grants - Exhibition Schedule - Advisory Committee and Sub-Committee Meeting Schedule and Tasks - Joint Health & Safety Committee Schedule and Tasks
146
COMMUNICATION PLAN The Gallery Director will conduct annual performance review meetings and evaluations in order to discuss goals, successes, and challenges. The Gallery Director will meet with the Assistant Curator on an ongoing basis to ensure that the objectives for the position are being met and that they are on track to achieving the goals defined for the organization.
EVALUATION We will evaluate the success of this project on key measurable objectives, including: - expansion of public hours from 20 to 30 hours per week hours (which is an increase of 50%), including some evening hours - creation of public projects that engage people of diverse backgrounds in our community - development of a succession plan for the care and development of the collection - positive feedback from Ontario Arts Council operating grant jury - implementation of health and safety practices (inspections, recommendations) - delivery of new fundraising initiatives and pursuit of development opportunities
147
Appendix A: Business Case - Approval The undersigned acknowledge they have reviewed the Full Time Assistant Curator Position and agree with the approach it presents. Changes to this document will be coordinated with Date:
Signature: Print Name:
Aidan Ware
Title:
Director and Chief Curator
Role:
Project Sponsor
Date:
Signature: Print Name:
Tim Simmons
Title:
City Manager
Role:
Manager
148
APPENDIX C
FLEET REPLACEMENT SCHEDULE
owensound.ca 149
CONSOLIDATED CITY OF OWEN SOUND FLEET AND EQUIPMENT
2021
Fleet Reserves Opening Balance Annual Planned Purchases Total Annual Tax Funding Annual Funding User Fees Estimated Interest Earned @ 2% Fleet Reserves Closing Balance Balance of Waste Management Fleet Reserves w/o Waste Mgmt
2022
2023
2024
2025
2026
2027
2028
2029
2030
1,277,088
1,188,684
1,466,258
2,179,463
3,120,903
3,022,421
3,028,369
3,003,015
3,886,975
3,870,214
-944,245 755,000 75,000
-642,000 815,000 80,000
-275,500 875,000 85,000
-162,000 970,000 90,000
-1,257,500 1,005,000 95,000
-1,195,500 1,040,000 100,000
-1,266,832 1,075,000 105,000
-385,000 1,100,000 110,000
-1,335,500 1,125,000 115,000
-759,011 1,150,000 120,000
25,842
24,574
28,705
43,439
59,018
61,448
61,477
58,960
78,739
77,904
1,188,684
1,466,258
2,179,463
3,120,903
3,022,421
3,028,369
3,003,015
3,886,975
3,870,214
4,459,107
872,222 316,462
889,667 576,592
907,460 1,272,003
925,609 2,195,293
944,121 2,078,299
963,004 2,065,365
982,264 2,020,751
1,001,909 2,885,066
1,021,947 2,848,267
1,042,386 3,416,721
150
WORKS EQUIPMENT RESERVE 2021 338001 338002
2006 2006 Forklift 2017 Enclosed Trailer
338010 338011 338014 338016 338018
2019 2008 2017 2016 2014 2010 2017 2020 2009 2017 2010 2004 2011 2017 2011 2012 2014 2012 2010 2018 2008 2018 2012 2017 2008 2017 2016 1994
338020 338021 338022 338023 338024 338025 338028 338030 338031 338032 338035 338036 338037 338039 338042 338043 338045 338046 338047 338048 338049 338052 338053 3380## 3380##
Small Equipment One Ton Dump Truck 2008 Chevy Silverado 2017 GMC SIERRA GMC Sierra 3500 2014 RAM 1500 4 x 4 (2 dr) 1/2 ton 2010 INT TANDEM 6 TON INTERNATIONAL 6 TON TANDEM PLOW INTERNATIONAL 6 TON TANDEM WITH PLOW AND WING 2009 INTERNATIONAL VACTOR INTERNATIONAL 6 TON TANDEM PLOW 2010 FORD F150 30,000 CONCRETE/ASPHALT PLANER 2011 JOHN DEERE GRADER 2017 JD 870G Grader 2011 3 WHEEL STREET SWEEPER 300,000 2012 JOHN DEERE LOADER LM220M SNOWBLOWER 2012 JOHN DEERE LOADER P185 INGERSOLL RAND COMPRESSSOR Articulated Tandem Vibratory Roller 2008 JOHN DEERE BACKHOE 2018 Graco LineLazer 130 HS 2012 TRACKLESS MT SIDEWALK PLOW 160,000 2017 MV SIDEWALK PLOW 07 MT TRACKLESS 2017 MV SIDEWALK PLOW GRINDER/ROLLER TRAILER 94 THOMPSON STEAMER 2019 Plate Tamper 2019 Vactor G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
2028
2029
2030
22,500
58,500 37,500 350,000
350,000 350,000
350,000 800,000 350,000 35,000
225,000 103,500 22,500 135,000
160,000 160,000 27,000
374,584 490,000
152,076 360,000
80,117 0
391,720 0
734,554 781,000
328,245 760,000
-40,190 320,000
49,006 0
484,986 938,500
16,186 377,000
260,000 7,492
285,000 3,042
310,000 1,602
335,000 7,834
360,000 14,691
385,000 6,565
410,000 -804
435,000 980
460,000 9,700
485,000 324
152,076
80,117
391,720
734,554
328,245
-40,190
49,006
484,986
16,186
124,510
151
WATER EQUIPMENT RESERVE 2021 418051 418052 418054 418055 418057 418058 418059 418060 418061 418062 418063 418064 418065 418066 418067
2017 2014 2019 2010 2011 1996 2008 2004 1997 2013 2014 2016 2016 2012 2008
2017 CREW CAB 2014 HALF TON 2019 FULL TON 2010 3/4 TON CARGO VAN 2011 INTERNATIONAL DUMP 2020 CRANE COMPRESSOR SMALL TAPPING MACHINE LARGE TAPPING MACHINE VALVE TURNING TRAILER SHORING TRAILER John Deere 410L Backhoe EARTH POWER SNOW BLOWER GENERATOR NPK HYDRUALIC HAMMER G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
2028
2029
2030
22,500
25,000
35,000
40,000 65,000 220,000 18,000 4,500 63,000 35,000 10,000
225,781 35,000
245,597 10,000
291,309 81,000
265,515 57,500
263,175 220,000
95,039 0
147,939 4,500
197,308 105,000
145,154 0
199,057 25,000
50,000 4,816
50,000 5,712
50,000 5,206
50,000 5,160
50,000 1,864
50,000 2,901
50,000 3,869
50,000 2,846
50,000 3,903
50,000 4,481
245,597
291,309
265,515
263,175
95,039
147,939
197,308
145,154
199,057
228,538
WASTEWATER EQUIPMENT RESERVE 2021 438012 438013 438014 438015 438058 438008
2009 2008 2011 2016 1995 2000
3/4 Ton Chev SEWER PUMP TRAILER UTILITY TRACTOR Sewer Rodding Machine Sewer Camera G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
2028
2029
2030
90,000 55,000 45,000 65,000 15,000
20,000
33,147 0
58,810 80,000
9,986 0
45,185 0
86,089 0
132,811 45,000
140,467 0
198,276 145,000
117,242 0
184,587 20,000
25,000 663
30,000 1,176
35,000 200
40,000 904
45,000 1,722
50,000 2,656
55,000 2,809
60,000 3,966
65,000 2,345
70,000 3,692
58,810
9,986
45,185
86,089
132,811
140,467
198,276
117,242
184,587
238,279
152
PARKS EQUIPMENT RESERVE 2021 378052 378053 378054 378055 378056 378057 378058 378059 378060 378061 378062 378063 378065 378067 378068 378069 378071 378072 378073 378074 378075 378076 378078 378079 378081 378082 378083 378086 378087 378088 378097
2016 2017 2010 2012 2020 2017 2014 2020 2014 2011 1998 2014 2012 2016 2016 2008 2020 2014 2004 2017 2018 2010 2007 2003 2016 2017 2017 2016 2016 2018 2020 2020 2020 2019
X534 Lawn Tractor Inner Harbour Triplex Finishing Mower Ram 1500 3/4 Ton- 4X4 5420- Tractor ZT Mower Loader Tractor- 72 HP Dodge Ram Bucket Truck (replace 2032) Loader Tractor Flail Mower 1 Ton Walk Behind Snowblower Utility Vehicle (Kubota) Chipper Reist Infielder Refuse Truck\Litter Vacuum- 2 Ton Mid Mount Mower 997 Aerator Portable Irrigation Unit 1/2 Ton Utility Vehicle Ice resurfacer 2500 DIA Truck Mower- zero turn Kubota Tractor (replace 2032) Golf Cart Flatbed Trailer Landscape Trailer Dump Trailer Utility Vehichile Replace Roadside Rotary Cutter Drop Sander/Material Spreader DIA- Electric Watering Equipment Glutton SMALL EQUIPMENT G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
8,000
2028
2029
2030
8,000 20,000 40,000
53,000 20,000
22,000 75,500
45,000
2,000
2,500 18,000 7,500 200,000 25,000
21,000
10,000 15,000 65,000 21,000
25,000 8,000
10,000 6,000 7,500 18,000 15,000 12,000 7,500 7,500.00
7,500.00
7,500.00
7,500.00
7,500.00
7,500.00
7,500.00
7,500.00
40,000 7,500.00
7,500.00
317,511 42,000
371,861 98,500
370,798 51,500
416,714 43,500
471,548 53,500
517,479 155,500
462,329 7,500
554,076 70,000
585,157 333,000
353,860 47,500
90,000 6,350
90,000 7,437
90,000 7,416
90,000 8,334
90,000 9,431
90,000 10,350
90,000 9,247
90,000 11,082
90,000 11,703
90,000 7,077
371,861
370,798
416,714
471,548
517,479
462,329
554,076
585,157
353,860
403,437
153
Cemetery Reserve Fund 2021
388012 388011 338040 388022 388031 388018 388016 388017 388015 388010 388041 388042 388043 388044 388045
388010
2018 RTV 2012 Backhoe 2002 Hydraulic Lift 2014 Ram 2500 2016 Dump Trailer 2017 Zero Turn Mower 2016 Zero Turn Mower 2017 Front Turn Mower 2015 72 in bucket, snow blower 2016 Small Equipment 2014 Agrimetal Snowblower BW 2500 2014 420CC Snowblower 2001 Plate Tamper 2015 Tiller 2014 Casket Lowering Device 2012 Casket Lowering Device 2010 Casket Lowering Device truck attachment G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
2028
2029
2030
22,000 152,000
12,832 19,000
25,000
19,000
25,000 19,000
5,000
5,000
5,000
19,000 5,000 7,000 2,500
5,000
5000
5,000
5,000
28,043 5,000
5,000
2,500 1,000 6,500 6,500 6,500
10,000 16,468
13,000 268,724 14,000
300,098 43,500
302,600 43,000
305,652 21,000
340,766 28,000
369,581 5,000
421,972 194,832
285,580 30,000
311,292 24,000
343,517 59,511
40,000 5,374
40,000 6,002
40,000 6,052
50,000 6,113
50,000 6,815
50,000 7,392
50,000 8,439
50,000 5,712
50,000 6,226
50,000 6,870
300,098
302,600
305,652
340,766
369,581
421,972
285,580
311,292
343,517
340,876
154
AIRPORT 2021 308010 308011 308012 308013 308014
2000 2005 2002 2017 2018
Tractor Mower 6 Ton Rotary cutter Toro Walk Behind Snow Blower G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
2028
2029
2030
100,000 20,000 230000
230,000 15000
74,910 100,000
6,408 0
46,536 0
97,467 0
159,416 0
232,605 230,000
87,257 0
179,002 35,000
237,582 0
332,334 230,000
30,000 1,498
40,000 128
50,000 931
60,000 1,949
70,000 3,188
80,000 4,652
90,000 1,745
90,000 3,580
90,000 4,752
90,000 6,647
6,408
46,536
97,467
159,416
232,605
87,257
179,002
237,582
332,334
198,980
155
WASTE AND RECYCLING COLLECTION
2021 No Vehicles or equipment G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
2027
2028
2029
2030
855,120 0
872,222 0
889,667 0
907,460 0
925,609 0
944,121 0
963,004 0
982,264 0
1,001,909 0
1,021,947 0
0 17,102
0 17,444
0 17,793
0 18,149
0 18,512
0 18,882
0 19,260
0 19,645
0 20,038
0 20,439
872,222
889,667
907,460
925,609
944,121
963,004
982,264
1,001,909
1,021,947
1,042,386
FACILITIES 2021 628020 578011 578013 578012 588012 558021 578020
2008 2008 2014 2007 2017 2018 2018 2017
By-Law Car Resurfacer - Bayshore Facility 3/4 Ton Resurfacer - RRC Olympia Resurfacer Dump Trailer Electrician Truck Silverado G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year
2022
2023
2024
2025
2026
50,000.00
2027
2028
2029
2030
50,000 100,000 40,000 100,000 40,000 65,000
194,802 0
233,698 50,000
223,372 100,000
162,839 40,000
161,096 0
199,318 0
238,305 215,000
63,071 0
99,332 40,000
96,319 0
35,000 3,896
35,000 4,674
35,000 4,467
35,000 3,257
35,000 3,222
35,000 3,986
35,000 4,766
35,000 1,261
35,000 1,987
35,000 1,926
233,698
223,372
162,839
161,096
199,318
238,305
63,071
99,332
96,319
133,245
156
FIRE 2021 218003 218004 218002 218010 218007
1995 2005 2007 2012 2003
2022
2023
2024
2025
2026
2027
2028
2029
2030
1995 NOVA QUINTECH AERIAL (A-3) 2005 ALF 75' AERIAL (A-4) 2007 ALF PUMPER RESCUE (P-2) PUMPER (P-5)
525,000
BOAT SCBA
G/L Balance @ Beginning of Year
Less Purchases Funding for the year: Estimated Interest (2%) Transfers to/from Capital Fund G/L Balance at End of Year Over/(Underfunded)
175,000 263,245 -1,067,491 263,245
-1,052,085 0
-748,127 0
-413,089 0
-21,351 175,000
203,222 0
607,286 525,000
494,432 0
904,321 0
1,322,407 0
300,000 (21,350)
325,000 (21,042)
350,000 (14,963)
400,000 (8,262)
400,000 (427)
400,000 4,064
400,000 12,146
400,000 9,889
400,000 18,086
400,000 26,448
-1,052,085
-748,127
-413,089
-21,351
203,222
607,286
494,432
904,321
1,322,407
1,748,855
157