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03 - February 11, 2020 County Council Agenda Package ORDERS OF THE DAY FOR TUESDAY, FEBRUARY11, 2020 – 9:00 A.M. ORDER 1st Meeting Called to Order 2ndAdoption of Minutes – January 28, 2020 3rdDisclosure of Pecuniary Interest and the General Nature Thereof 4thPresenting Petitions, Presentations and Delegations DELEGATIONS: 9:00 a.m.Stephen Brown-Okruhlik, Clearbeach Resources Inc. 5th Motion to Move Into “Committee Of The Whole Council” 6thReports of Council, Outside Boards and Staff 7thCouncil Correspondence 1)Items for Consideration 2)Items for Information (Consent Agenda) 8thOTHER BUSINESS 1)Statements/Inquiries by Members 2)Notice of Motion 3)Matters of Urgency 9thClosed Meeting Items 10th Recess 11thMotion to Rise and Report 12thMotion to Adopt Recommendations from the Committee Of The Whole 13thConsiderationof By-laws 14thADJOURNMENT LUNCH WILL BE PROVIDED NOTICE: March 10, 2020County Council Meeting March24, 2020County Council Meeting Accessible formats available upon request. 1 Page 1 January28,2020 ELGINCOUNTYCOUNCIL MINUTES January28, 2020 CouncilPresent:Warden Dave Mennill DeputyWardenDuncanMcPhail CouncillorBobPurcell CouncillorGrantJones CouncillorSallyMartyn CouncillorTomMarks CouncillorMaryFrench CouncillorDominiqueGiguère CouncillorEdKetchabaw StaffPresent:JulieGonyou,ChiefAdministrativeOfficer BrianLima,DirectorofEngineeringServices Jim Bundschuh,DirectorofFinancialServices AmyThomson, DirectorofHumanResources BrianMasschaele,DirectorofCommunity & CulturalServices MicheleHarris,DirectorofHomesandSeniors Services AlanSmith,GeneralManagerofEconomicDevelopment StephenGibson,CountySolicitor Steve Evans, ManagerofPlanning MeganShannon, LegislativeServicesCoordinator LeesaShanley,ProvincialOffencesAdministrationSupervisor(reportonly) Jessica Silcox,EconomicDevelopmentCoordinator(reportonly) 1.CALLTOORDER th ElginCountyCouncilmetthis28dayof January, 2020intheCouncilChambers, atthe CountyAdministrationBuilding, St.Thomasat9:00a.m.withWarden Mennillinthe chair. 2.ADOPTIONOFMINUTES Moved by: CouncillorFrench Seconded by: CouncillorMartyn Resolved thattheminutesofthemeetingheldonJanuary14, 2020beadopted. - MotionCarried. 3.DISCLOSUREOFPECUNIARYINTERESTANDTHEGENERALNATURETHEREOF None. 2 Page 2 January28,2020 4.PRESENTINGPETITIONS,PRESENTATIONSANDDELEGATIONS 4.1STEGHFoundationUpdate – PaulJenkins, ExecutiveDirector The Executive DirectorofSt.ThomasElginGeneralHospitalFoundation presentedtheSt.ThomasElginGeneralHospitalFoundationannualupdate. Movedby: CouncillorJones Seconded by: CouncillorPurcell Resolved thatthepresentationfromPaul Jenkins, ExecutiveDirector,St.Thomas ElginGeneralHospitalFoundationbereceivedandfiled. - MotionCarried. 4.2St.Thomas-ElginPublicArtCentre – STEPAC2019AnnualReport – Laura Woermke, ExecutiveDirector The Executive Director, St.Thomas-ElginPublicArtCentre(STEPAC)presented theannualreporthighlightingthe2019St.Thomas-ElginPublicArtCentre’s activities. Movedby: CouncillorMartyn Seconded by: CouncillorGiguère Resolved thatthereportfromLauraWoermke, Executive Director,St.Thomas- ElginPublicArtCentrebereceivedandfiled. - MotionCarried. 5.COMMITTEEOFTHEWHOLE Moved by: CouncillorJones Seconded by: CouncillorMarks Resolved thatwedonowmoveintoCommitteeoftheWholeCouncil. - MotionCarried. 6.REPORTSOFCOUNCIL,OUTSIDEBOARDSANDSTAFF 6.1 Elgin-St.ThomasAmbulanceServiceReview – ChiefAdministrativeOfficer TheChiefAdministrativeOfficerpresentedthereportregardingElgin-St.Thomas AmbulanceServiceReview.ThereportincludesananalysisofElgin-St.Thomas EmergencyMedicalService(EMS)undertakenbyCountystaffusingdata 3 Page 3 January28,2020 providedbyMedavieEmergencyMedical Services ElginOntario(MEMSEO)and PerformanceConceptsConsultingInc(presentationattached). Moved by: CouncillorPurcell Seconded by: CouncillorMcPhail Resolved thattheCAOandWardentopresenttheElgin-St.ThomasEMS Service ReviewtotheCityofSt.ThomasCouncilonFebruary10, 2020and consult with theCityofSt.Thomastoevaluatethefeasibilityofaddinganinitial,additional 8,760annualhours(12hours/week)oftransportcapableambulanceparamedic staffhours,directedtothehighestcallconcentrationintheCityofSt.Thomas duringthehigh-system peakdemandtimemid-dayperiodtoaddressincreasesin CodeZerochallengesandtoaddressanticipatedpopulationgrowthinElgin, utilizingtheexistingfleetofambulances,commencinginJuly2020;andthatthe CAObedirectedtorequestthatMedavieHealthServicesprovide a formal cost estimateofthefullcostsassociatedwithanadditional8,760paramedicstaffhours (12hoursoftransportcapableambulance service x 365days),tobeprovided priortoanyprovincialsubsidy,commencingin July 2020;thattheCAObe directedtorequestthatMedavieHealthServicesprovidestrategiesthatwill reduceCodeZerooccurrencesandreducedemandforemergencycallsfor Paramedic Services inElgin-St.ThomasandrecommendthatMedavieHealth Services considermovingtheexisting0900 – 2100(9am – 9 pm) shift atEdward Streetto0800-2000(8am – 8 pm), a changewhichisexpectedtoeliminate375 minutesofCodeZeroriskatno cost; andthatinformationrespectiveof deployment, locationandschedulingofadditionalparamedicstaffhourstobe providedbyMedavieHealthServicesforCity/CountyreviewandCountyCouncil approval;andthattheCAObedirectedtorequestthatMedavieHealthServices, inanefforttoprepareforfuture demandsonthe service, addcapacityfor sophisticationinstatisticalanalysiswhichwould assist with analytics-driven ambulanceplanning;andthattheCAObedirectedtoworkwiththeGeneral ManagerofElginSt.ThomasEMStoreviewoptimaldeployment of frontline resources, monitoryear-over-yearcallvolumechangesandadviseCouncilofany areasofconcern;andthat, subjecttotheGovernmentofOntario’splansforthe modernizationofEMS,theCAObedirectedtoprepareandpresent a reportto Council whichexploresoptionsforlong-rangeplanningassociatedwithLand Ambulance Services; andthattheCAObedirectedtoreportbacktoCounty Councilasnewinformationisavailable. - MotionCarried. Council recessed at10:10a.m.andreconvenedat10:23a.m. 6.2 HomesRecruitmentandRetention – DirectorofHomesandSeniors Services TheDirectorofHomesandSeniorsServicespresentedthecurrentstateof HomesRecruitmentandRetention. Moved by: CouncillorJones 4 Page 4 January28,2020 Secondedby: CouncillorGiguère Resolved thatthepresentationtitled“HomesRecruitmentandRetention”fromthe DirectorofHomesandSeniorServicesbereceivedandfiled. - MotionCarried. 6.3ProvincialOffencesFederalFundingAgreement – ProvincialOffences AdministrationSupervisor TheProvincialOffencesAdministrationSupervisorpresentedthereportdetailing funding received fromtheFederalGovernmentforFrenchLanguage Services. Moved by: CouncillorMarks Seconded by: CouncillorKetchabaw Resolved thattheWardenandCAObedirectedtosignthefundingagreement. - MotionCarried. 6.4 2020Long-TermPlanandCorporateAssetManagementPlan – Directorof FinancialServices TheDirectorofFinancialServicespresentedthe2020Long-TermPlan and Corporate Asset ManagementPlan.Thepresentationalsoincludedthe capital budget,andclosed/carryforwardreports. Moved by: CouncillorJones Seconded by: CouncillorPurcell Resolved thatCouncilapprove,inprinciple,the2020 Capital Budgetand Closed/Carry Forwardbudgets;andthattheCapitalBudgetandClosed/Carry Forwardreportsinconjunctionwiththe2020 OperationalBudgetbeconsideredby ElginCountyCouncilonFebruary11, 2020. - MotionCarried. 6.5 WardenActivityReport – January2020 – Warden TheWarden presentedthereporttoCountyCouncilwith a listofofficialfunctions attendedinJanuary2020. Moved by: CouncillorPurcell Seconded by: Councillor McPhail Resolved thatthereporttitled“Warden’sActivityReport – January2020”from WardenDaveMennilldatedJanuary20,2020bereceivedandfiled. - MotionCarried. 5 Page 5 January28,2020 6.6 TerraceLodgeSteeringCommittee – CouncillorPurcell,Chair – Terrace LodgeSteeringCommittee TheChairoftheTerraceLodgeRedevelopmentSteeringCommitteepresented a reporthighlightingcompositionoftheTerraceLodgeProjectTeamandSteering Committee. Moved by:CouncillorMarks Seconded by:CouncillorPurcell Resolved thatthereporttitled“TerraceLodgeSteeringCommitteeUpdate”from CouncillorBobPurcell,Chair – TerraceLodgeSteeringCommitteedatedJanuary 16,2020be received andfiled. - MotionCarried. 6.7Heart & StrokeFoundationofCanada – Big BikeEvent – Economic DevelopmentCoordinator TheEconomicDevelopmentCoordinatorpresentedthereportregardingtheHeart & StrokeFoundationofCanadaBigBikeEvent. Moved by: CouncillorMarks Seconded by: CouncillorJones Resolved thatthereporttitled“Heart & StrokeFoundationofCanada - BigBike Event”fromtheEconomicDevelopmentCoordinatordatedJanuary15,2020,be received andfiled;andthatCouncilsupportstaffandCouncilinvolvementinthe Heart & StrokeFoundationofCanada’sBigBikeEvent. - MotionCarried. 6.8JobSiteChallenge – GeneralManagerofEconomicDevelopment TheGeneralManagerofEconomicDevelopmentprovided a reportregardingthe Province ofOntario’sprovincewide “Job SiteChallenge”. Moved by: CouncillorMartyn Seconded by: CouncillorFrench Resolved thatthereporttitled“JobSiteChallenge”fromtheGeneralManagerof EconomicDevelopmentdatedJanuary21,2020be received andfiled;andthat theappropriatelettersofsupportbeprovidedbyCountyCouncilforthose landownerssubmittingproposalstotheProvinceofOntario Job SiteChallenge. - MotionCarried. 6.9Out-of-ProvinceTravel – DirectorofCommunityandCulturalServices 6 Page 6 January28,2020 TheDirectorofCommunityandCultural Services presentedthereportregarding out-of-provincemeetingsandconventionsthatwereattendedbytheWarden, MembersofCountyCouncilandstaffin2019. Moved by: CouncillorJones Seconded by: CouncillorMarks Resolved thatthereporttitled“2019Out-of-Province Travel”fromtheDirectorof CommunityandCulturalServicesdatedJanuary15,2020bereceivedandfiled. - MotionCarried. 6.10KingGeorgeVILiftBridgeRehabilitationProject – ConstructionDetour Improvements – DirectorofEngineeringServices TheDirectorofEngineeringServicespresentedthereportregardingtheKing GeorgeVILiftBridgeRehabilitationProject – ConstructionDetourImprovements. Thereportdetailstheproposedimprovementsalongtheconstructiondetourroute forthedurationoftheprojectrehabilitation works. Moved by: CouncillorMarks Seconded by: CouncillorMartyn Resolved thatthereporttitled“KingGeorgeVILiftBridgeRehabilitationProject - ConstructionDetourImprovements”fromtheDirectorofEngineeringServices datedJanuary20,2020,be received andfiled;and,thatGMBluePlan’ssubmitted engineeringfeesfortheKingGeorgeLiftBridgeRehabilitationProjectberevised toincludeanadditional$69,700plusH.S.T.forthedesign,inspectionand administrationofthedetourrouteimprovementsasdetailedinthisreport. - MotionCarried. 6.11 VillageofRodneyReconstructionEngineeringServicesAward – Directorof EngineeringServices TheDirectorofEngineeringServicespresentedthereportprovidingdetailsonthe RequestforProposal(RFP)2019-41forEngineeringServicestoreconstruct sections ofFurnivalRoad(CR103)andQueensLine(CR104)intheVillageof Rodney,withintheMunicipalityof West Elginand seeks Council’sapprovalto awardthecontract. Moved by: CouncillorPurcell Seconded by: CouncillorJones Resolved thattheprovisionofengineering services associatedwiththeVillageof RodneyReconstruction,RequestforProposal2019-41 submission receivedfrom GMBluePlanEngineeringLimitedintheamountof$305,747.00(excludingHST) beawarded;and,theWardenandChiefAdministrativeOfficerbeauthorizedto sign thesupportingengineeringserviceagreement. 7 Page 7 January28,2020 - MotionCarried. 6.12ElginNaturalHeritageSystemsStudyUpdate – ChiefAdministrativeOfficer TheChiefAdministrativeOfficerpresentedthereportregardingthedraftElgin NaturalHeritage Systems Study. Moved by: CouncillorFrench Seconded by: CouncillorKetchabaw Resolved thatthereporttitled“ElginNaturalHeritage Systems StudyUpdate”from theChiefAdministrativeOfficerdatedJanuary22,2020be received andfiled. - MotionCarried. 6.13FundingGapsandPressuresinProvincialFundingforHealthServices – ChiefAdministrativeOfficer TheChiefAdministrativeOfficerpresentedthereportregardingElginCounty’s currenthealthservicesfundingobligations andbroadermunicipalroleinfunding provincialhealthcareprograms.Council discussed therequestreceivedfromthe Elgin Hospice Groupfor a financialcommitmentof$1.6MandCouncil discussed theactivitiesoftheElgin-St.ThomasHealthRecruitmentCommittee. Moved by: CouncillorPurcell Seconded by: CouncillorJones Resolved thatthereporttitled“FundingGapsandPressuresinProvincialFunding forHealthServices” fromtheChiefAdministrativeOfficerdatedJanuary16,2020 bereceivedandfiled; andthatCouncilrespondtotheElginOntarioHealthTeam’s requestfor0.1%ofElgin’sHealthServicesbudgetwith a one-timecommitmentof $5,000forresourcesrequiredtoapplyto establish anElginOntarioHealthTeam. - MotionCarried. Moved by: CouncillorMcPhail Seconded by: CouncillorPurcell Whereastheprovincialgovernmenthasmandatedourmunicipalroleinprovincial healthactivitiesincludinginvestmentin such legislated services aspublichealth, long-term care andemergencymedicalservices;and WhereasElginCountyisdeeplyinvestedinpublichealthandhealthcare systems includingdirect,legislatedfundingandservice delivery, aswellasindirectefforts toaddresslocalgapsinhealthservices;and Whereasthe cost of coremunicipalservicescontinuetoexperiencesignificant increasesandElginCountyischallengedtomeetongoingcommitmentsinthe healthcareenvironment,includingtherecent$30Minvestmentinthe 8 Page 8 January28,2020 rehabilitationofTerraceLodgeLongTermCareHome,mandatedincreases in publichealthinvestmentandananticipated increase infundingtosupport emergencymedical services; WhereasElginCountyCouncilsupportsandappreciatestheincredibleworkofthe Elgin Hospice Groupandrecognizestheextremelyimportantrolehospice playsin endoflifecare,offeringaninterdisciplinaryteamapproachtotreatmentincluding expertmedicalcare,painmanagement,andemotionalandspiritualcare;and WhereasinthebroadercontextofElginCounty’s fiscal responsibilitiesin mandatedprogramsand services itisdifficulttorelyonthetaxbasetosupport a non-mandatoryhealthcare service; Therefore,beit resolved thatElginCountyCouncilcontinuetosupporttheElgin Hospice Groupthroughnon-financialmeasuresanddeclinetoofferfinancial supportfortheElgin Hospice program;andthattheWardenbedirectedtosend a lettertotheElgin Hospice GroupindicatingCouncil’ssupportforthedevelopment ofanElgin Hospice throughongoingadvocacyeffortsand cross-promotionof materialsthatenhanceawarenessofwhat services areofferedat a Hospice. Moved by: CouncillorGiguère Seconded by: CouncillorMarks Resolved thatCouncillor Jones, CommitteeMemberoftheElgin-St.Thomas HealthRecruitmentPartnershipCommitteebedirectedtoprovide a report detailingCouncil’sfinancialcommitmentto physician recruitmentinElginCounty. - MotionCarried. Council recessed at12:17p.m.andreconvenedat1:21p.m. 6.14StrategicPlan – DraftOperationalPlan – ChiefAdministrativeOfficer TheChiefAdministrativeOfficerpresentedthereportregardingcompletingan operationalplantoalignwithCouncil’sStrategicPlanandpresent a draftversion forCouncil’sreview. Moved by: CouncillorGiguère Seconded by: CouncillorMarks Resolved thatthereporttitled“StrategicPlan – DraftOperationalPlan”fromthe ChiefAdministrativeOfficerdatedJanuary22,2020bereceivedandfiled. - MotionCarried. 7.COUNCILCORRESPONDENCE 7.1 ItemsforConsideration(ConsentAgenda) 9 Page 9 January28,2020 1. Hospice ofElginGroupwith a businessandfundraisingplan overview seeking supportforitsCapitalCampaign. 2.AnitaProvoost,VicePresident,ElginFederationofAgriculturewith a letter requestingElginCountyCouncilmaintainsthe farmtaxratioat0.23for2020. Moved by: CouncillorKetchabaw Seconded by: CouncillorFrench Resolved thatCorrespondenceItems#1-2 be received andfiled; andthatItem #2be deferredtotheBudgetCommitteeforconsideration. - MotionCarried. 7.2ItemsforInformation(ConsentAgenda) 1.The Honourable Steve Clark, Minister Affairs and Housing with a letter regarding funding received for the Municipal Modernization Program. 2.ConnectingtheSouthwest: A DraftTransportationPlanforSouthwestern Ontario a)LetterfromTheHonourableCarolineMulroney,Ministerof Transportation b)MinistryofTransportationNewsReleasedatedJanuary17,2020 c) DraftTransportationPlanforSouthwesternOntario2020 3.2020OntarioCommunityInfrastructureFund(OCIF)RevisedAllocation Notice. 4. Association ofMunicipalitiesOntarioNewsBulletin:InfrastructureandCourt SecurityFundingNews 5.MunicipalProperty Assessment Corporation(MPAC)2019YearEnd Assessment Reportfor2020TaxationYear. 6.TheHonourableErnieHardeman,MinisterofAgriculture,FoodandRural Affairswith a letterannouncingthenextfundingapplicationintakefortheRural EconomicDevelopment(RED)program. 7.TheHonourableErnieHardeman,MinisterofAgriculture,FoodandRural Affairswith a letterseekinginputon a proposaltostreamlineDrainageAct approvalprocesses. 8.SouthwesternIntegratedFibreTechnology(SWIFT)PhaseIIAnnouncement 9.TheHonourableSylviaJones,SolicitorGeneralwithanupdateregardingthe CommunitySafetyandPolicingAct,2019. Moved by: CouncillorJones 10 Page10 January28,2020 Seconded by: CouncillorMartyn Resolved thatCorrespondenceItems #1-9 be received andfiled. - MotionCarried. 8.OTHERBUSINESS 8.1 Statements/InquiriesbyMembers None. 8.2 NoticeofMotion None. 8.3 MattersofUrgency None. 9.CLOSEDMEETINGITEMS Moved by: CouncillorMcPhail Seconded by: CouncillorGiguère Resolved thatwedonowproceedintoclosedmeeting session inaccordancewiththe MunicipalActto discuss mattersunderMunicipalActSection239(2): In-CameraItem#1 (b)personal matters about an identifiable individual, including municipal or local board employees – GIS/Asset Management engineering Coordinator (WALK-ON) In-CameraItem#2 (b) personal matters about an identifiable individual, including municipal or local board employees; (d) labour relations or employee negotiations – SEIU Bargaining In-CameraItem#3 (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board – Investing in Canada Infrastructure Program Transfer Payment Agreement In-CameraItem#4 (c)a proposedorpendingacquisitionoflandbythemunicipalityorlocalboard; (k) a position,plan,procedure,criteriaorinstructiontobeappliedtoanynegotiationscarried onortobecarriedonbyoronbehalfofthemunicipalityorlocal board– County Property Disposition – Dutton Dunwich (WALK-ON) 11 Page11 January28,2020 - MotionCarried. 10.RECESS None. 11.MOTIONTORISEANDREPORT Moved by: CouncillorMarks Seconded by: CouncillorJones Resolved thatwedonow rise andreport. - MotionCarried. In-CameraItem#1ೃGIS/AssetManagementEngineeringCoordinator(WALK-ON) Moved by: CouncillorMartyn Seconded by: CouncillorFrench Resolved thatstaffproceedasdirected. - MotionCarried. In-CameraItem#2ೃSEIUBargaining Moved by: CouncillorMarks Seconded by: CouncillorJones Resolved thattheDirectorofHumanResourcesproceedasdirected. - MotionCarried. In-CameraItem#3ೃInvestinginCanadaInfrastructureProgramTransferPayment Agreement Moved by: CouncillorGiguère Seconded by: CouncillorPurcell Resolved thattheWardenandChiefAdministrativeOfficerbedirectedtoexecutethe InvestinginCanadaInfrastructureProgramTransferPayment Agreementandthatthe necessary by-lawtoapprovethetransferpaymentagreementbeenacted. - MotionCarried. In-CameraItem#4ೃCountyProperty Disposition ೃDuttonDunwich(WALK-ON) 12 Page12 January28,2020 Moved by: CouncillorKetchabaw Seconded by: CouncillorMcPhail Resolved thatstaffproceedasdirected. - MotionCarried. 12.MOTIONTOADOPTRECOMMENDATIONSFROMTHECOMMITTEEOFTHE WHOLE Moved by: CouncillorJones Seconded by: CouncillorFrench Resolved thatwedonowadoptrecommendationsoftheCommitteeOfTheWhole. - MotionCarried. 13.CONSIDERATIONOFBY-LAWS 13.1 By-law 20-03 – Investing in Canada Infrastructure Program (ICIP) Transfer Payment Agreement BEING a By-law toApprove a Transfer Payment Agreement for the Investing in Canada Infrastructure Program (ICIP) with her Majesty the Queen in Right of the Province of Ontario as Represented by the Minister of Agriculture, Food, and Rural Affairs for Funding of the Port Bruce Bridge Replacement Project and, further thereto, to Authorize the Warden and Chief Administrative Officer to Execute the Said Transfer Payment Agreement on Behalf of Elgin County. Moved by:CouncillorGiguère Seconded by:CouncillorJones Resolved that By-Law No. 20-03 be now read a first, second and third time and finally passed. - MotionCarried. 13.2 By-law 20-04 – Confirming all Actions and Proceedings BEING a By-law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the January 28, 2020 Meeting. Moved by: Councillor Jones Seconded by: Councillor French Resolved that By-Law No. 20-04 be now read a first, second and third time and finally passed. - MotionCarried. 13 Page13 January28,2020 14.ADJOURNMENT Moved by: CouncillorMarks Seconded by: CouncillorPurcell Resolved thatwedonowadjournat2:48 p.m.tomeetagainonFebruary11, 2020atthe CountyAdministrationBuildingCouncilChambersat9:00a.m. - MotionCarried. JulieGonyou, Dave Mennill, ChiefAdministrative Officer.Warden. 14 January 28, 2020 Presentation to Elgin County Council Gonyou, Chief Administrative Officer ulie J St. Thomas 15 - Elgin Ambulance Review 16 Delegation – Recap - Key MessagesDesignated Delivery AgentMedavie Health Services and Medavie StaffMetrics, Dispatch Priorities, Response Rate, Statutory and Contract Compliance, DemographicsCall Volume, Call Severity, Peer Comparisons, Code Zero and Rural/Urban Challenges ••••• Service OverviewProvincial RoleUnifor Local 302 Council’s ActionsCouncil’s Critical Analysis Service StudyService Study Recommendations/Financial Considerations/Next Steps •••••••• Agenda 17 Key Messages - St. Thomas EMS meets, and in several areas, exceeds our statutory - It is important that our community is aware of the excellent EMS service delivered by Medavie Health Services to our community. EMS staff are passionate and provide exceptional service.Elginresponsi bilities for the provision of EMS. Avoid the circulation of misinformation that might cause residents to think twice about calling 911 for medical help. Service Overview 18 Designated Delivery - of response/service area which includes long, thin 2 Every Ambulance System in Ontario is unique.Serves a population base of just over 90,000 residents Covers a service area of over 1800 kmgeography running along and south of Highway 401, bordered on the south by Lake Erie. Service Overview Agent County of Elgin is the provincially “designated delivery agent” for the delivery of paramedic services for the County of Elgin, its seven (7) constituent municipalities and for the separated City of St. Thomas.Since 2013, Medavie Health Services has been contracted by Elgin County to provide land ambulance services. Medavie has demonstrated commitment to the delivery of quality, timely and safe patient care. trained and - 19 Medavie staff are well Medavie Health – Primary Care Paramedic service and committed to service quality. Operates 24/7 ambulance bases staffed with two (2) Primary Care Paramedics in stations located in St. Thomas (2), as well as stations in Aylmer, Rodney, Dutton and Port Burwell (1 Primary Care Paramedic & Emergency Response Unit). EMS Headquarters is located on Edward Street in St. Thomas. Responds to over 9,500 calls for assistance each year.External relations with local health care, Fire Departments, base hospital and dispatch are good. Service Overview Services St. Thomas. - 20 for labour and employee relations as Medavie Staff - complete responsibility This includes, but is not limited to, control of and responsibility for negotiation of Collective Agreements as well as establishing and enforcing policies, practices and procedures governing the conduct of employees. For some time, Medavie staff have reached out to the Chief Administrative Officer (CAO), either directly or through the Unifor Union, to relay their concerns with respect to resource levels in ElginThis unique relationship has contributed to what some Medavie staff perceive to be a lack of action on behalf of the CAO and Council. Service Overview Medavie has they relate to staff employed by Medavie. 21 St. Thomas Ambulances. - The Province’s Central Ambulance Communications Centre (CACC) located in London dispatches ElginThe Ministry of Health, along with municipal partners, provides funding for land ambulance services through a 50/50 cost sharing agreement. Provincial funding formula is based on the prior year actual approved costs.Ministry funds 100% of ambulance communications centres (dispatch), certified First Nations paramedic services and air ambulance services. Provincial Role St. Thomas. - hours/week of - 22 service level required to meet our minimum of 36 Delegation appropriate - It was clear from the Unifor Local 302 presentation that Medavie staff are passionate about the service they are delivering in ElginUnifor Local 302 presented to Elgin County Council on January 14, 2020 and requested that Council consider an ongoing investment in an enhancement of EMS service of a transport capable ambulance service hours.Council’s job is to determine an residents’ needs. Unifor Local 302 for a renewed like” emails have been - 23 when there is no data collected on Delegation - Notice to Commence Bargaining St. Thomas initiated by unions as parties prepare for negotiations. - “fatal outcomes have occurred” Following the delegation, over 400 templated “spamsent to several members of County and City Council and social media posts have circulated.Medavie has received contract with their staff. It is not uncommon to see media campaigns similar to the recent campaign in ElginIt is an unfortunate outcome of the recent media campaign and the paramedic’s desire to draw attention to their concerns that community members are receiving incorrect, alarming and biased information from select paramedic staff and Unifor Local 302. An example includes perpetuating fear through alarmist statements such as patient outcomes. Unifor Local 302 St. Thomas EMS Service. - 24 Vested Interest – Unifor and their Local 302 members have a vested interest in service enhancements.Council has undertaken a rigorous review process, ensuring upfront accountability through their critical analysis of data regarding the ElginCouncil’s practice of ensuring unbiased and accurate information to inform decisions related to this service will undoubtedly help dispel rumours and correct any misinformation that has been relayed to date. Unifor Local 302 25 St. Thomas Emergency Medical Service (EMS) - directed by Elgin County Council on January 14, 2020 - Analysis of the Elginundertaken by County staff using data provided by Medavie Emergency Medical Services Elgin Ontario (MEMSEO) and Performance Concepts Consulting Inc.Data was presented as part of an overall review of Medavie Health Services’ contract compliance.In response to concerns from Medavie General Manager with respect to service levels and Medavie’s ability to provide efficient and effective response to emergency calls for service now and into the future. Report Preliminary Data collected from Medavie was presented to Council in October 2019 Council’s Actions St. - : 26 . November 2019 – early February 2020 – Performance Concepts Consulting Inc. In an effort to validate information provided by provider and ensure information used by Council to inform any changes to ElginThomas EMS was correct and unbiased, Council engaged the services of Notice of independent third party evaluation sent to Medavie (and EMS staff) on November 27, 2019.Notice indicated that the anticipated timeline for the review was late January Council’s due diligence & review Council’s Critical Analysis level - 27 term recommendations and high - St. Thomas land ambulance service and information provided - Review and assess Elginby Medavie, drawing on evidentiary information and provincial legislation and standards;Provide recommendations for the provision of optimal and efficient land ambulance service using evidentiary information;Recommendations including both nearprojections for future service staffing and resourcing needs; and Recommendations for slowing down future cost escalations while maintaining service excellence. The review completed by Performance Concepts was guided by the following objectives, as directed by County Council: Service Study St. Thomas St. Thomas - - Interdev to run specialized St. Thomas EMS, as well as - 28 included quantitative modeling of Elgin -Metrics review was contracted by Performance Concepts Term Care. - The evaluation used information provided by Elgininformation that is publicly available through the Ministry of Health and LongWhere there was a need to further clarify issues with the data, Technologies reports from Ambulance Dispatch Reporting System and the ElginEMS Patient Care Report database. The evaluation concentrated on 2018 data and utilized prior years when appropriate. Performance Concepts’EMS’ performance trends, benchmarking comparisons with relevant peer Ontario Ambulance services and included several recommended changes to the service. Service Study 65.4% 68.85%80.40%90.39%96.88% 2019 Average 29 (%) 45.00%60.00%75.00%95:00%90.00% Plan Percentage ) Response Rate 06:0008:0010:0014:0020:00 mm:ss - ( Plan in Minutes SCA CTAS 1CTAS 2CTAS 3CTAS 4 Patient Type Response Time Performance Plan details ambulance response time targets by Canadian Triage Acuity Scale Classification levels. The regulation requires that municipalities report service performance by CTAS classification, based on percentile achievement, annually. Service Study situated for - 30 managed by Medavie Health Services - configured and stations are well - Statutory & Contract - compliance with provincial regulations and contractual obligations. - St. Thomas EMS service is well - Our system and geography are unique. The 401 high volume traffic requires multiple vehicle response in an otherwise very low call area. The Elginand is in fullMedavie management makes effective use of available resources to ensure service efficiency. Logistics support services are wellreasonably rapid ambulance response to medical emergencies. Study Results Compliance . 31 year call volume changes as well as ongoing - Demographics over - - 50+ accounts for over 71% of the annual calls for service St. Thomas. - Population growth and seniors’ population growth (65+) are the primary drivers of land ambulance service demand and account for approximately 50% of all EMS calls in ElginThe age group of Our community’s aging demographic and impact on demand for EMS will require ongoing monitoring of yearmonitoring of the increasing number of mental health and addictions EMS calls. Service Study 32 Call Volume - Call volume has increased at a modest average of 1.86% per year with an expected 4+% increase moving forward, this represents a projected 5.4% increased annual workload (300 hours of new work each year).Services across the province are experiencing an increase in calls as there is an increased inclination/tendency on behalf of residents to call 911. Service Study Call volume is growing, but response time is essentially stable and system utilization is below average to average (system busyness). Considering call volume and system utilization alone does not demonstrate the need for a service enhancement. 33 8 Min Response Time Performance Plan - 6 Min Automated External Defibrillator (AED) RTPP. – Peer Comparison - Oxford County, Norfolk County, Prescott Russell, Cost per residentCode 4 response timeCanadian Triage and Acuity Scale (CTAS) 1(RTPP)Sudden Cardiac Arrest (SCA) 1.2.3.4. A peer group with similar geography, system pressures and service levels were identified and includes Perth County and Grey County.Four comparison criteria were used: Service Study lowest cost nd 8 Minute Response Time lowest funding. - nd 34 Peer Comparisons - overall across 4 comparison criteria and is the second nd Sharing as proxy for funding comparison, Elgin has the 2 - when comparing compliance with CTAS 1 rd Elgin’s population growth is less than all peers. Using Ministry Costper resident. In 2018, Elgin’s spending on land ambulance was $57.40/resident. Elgin has the lowest Code 4 response time despite the 2Elgin ranked 3Performance Plan.Elgin ranked second highest among peers when assessing compliance with arrival of AED within 6 minutes for Sudden Cardiac Arrests. Elgin ranks a favourable 2lowest cost provider and has less population growth than all peers. Service Study Results include: – 35 Call Severity - . 25% of dispatched Code 4 calls responded to the hospital with patient Code 4 and aren’t “over prioritized” by dispatch.53% of dispatched to the hospital with patient Code 3. Service Study Call severity is significantly higher than Code 4 “return” which is standard in other services (25% vs. 10%) St. Thomas - County calls before it is - of - 36 Code Zero - adhering to the principle of “next closest ambulance”. St. Thomas” ambulance immediately available at - – St. Thomas ambulance to subsequent out - Three (3) or fewer ambulances available to respond to a call in Elgin While there is no “Elginthese times, the next closest ambulance will be dispatched (cross border). Service Study permitted to return to base Example: If an Elgin ambulance is doing a transfer to LHSC, dispatch will frequently assign the Elgin 37 Code Zero - 52 times in 2018, response time was negatively impacted by an average of 54 seconds; 22 times in 2018, response time was negatively impacted by an average of 3.9 minutes; 5 times in 2018, response time was negatively impacted by an average of 8.8 minutes. Service Study In 2018, Elgin was at Code Zero 277 times for a total of 62.9 hours. 38 Code Zero - St. Thomas was Code Zero, the call was ultimately - St. Thomas 80% of the time. - St. Thomas’ experience with Code Zero occurrences is a serious - St. Thomas EMS to respond is thereby challenged and negatively impacts - A shift in Elginconcern. When considered within the context of Code 4 return to hospital statistics, this presents a problem when 25% of calls dispatched Code 4 return the patient to the hospital as Code 4. Of the times that Elgincompleted by ElginCode Zero occurrences are an indicator that workload is excessive and the ability of ElginMedavie’s ability to meet Council’s RTPP. Service Study 39 border service from other providers. - Cross Border Coverage - border coverage in other municipalities 229 times in 2018, - border call imbalances would be a welcome development - Elgin provided crosswhile other municipalities responded to Elgin 416 times. Elgin is a net receiver of cross Reduction of crossfrom the perspective of our neighbouring ambulance service. Service Study (68% calls for 40 Shaw). – St. Thomas population. and is served by two (2) EMS stations and - Rural/Urban Challenges – Edward St., 1 – St. Thomas makes up 44% of the ElginThe City of St. Thomas generates the highest EMS call volume service and 42.7% of service hours) three (3) ambulances (2 In recent years, in order to meet overall system response times, Medavie has relied extensively on rural ambulances to cover both rural areas and the City of St. Thomas.As more calls take place in the City of St. Thomas, rural ambulances are spending more time outside of their coverage zone, performing standby emergency coverage and/or responding to calls for service in the City of St. Thomas. Service Study . (offload Percentile positive th 50 - (64.5% vs 35.5%). Elgin is a net 41 awaiting transfer of patient to hospital – Recap - Percentile Response Time has increased by 48 th 25% of Code 4 (lights and siren) return to hospital 90 - border coverage in other municipalities 229 times in 2018, - border service from other providers - wide Code 4 - St. Thomas’ stable response times is attributable, in part, to - Elgin Ambulance Offload times at St. Thomas Elgin General Hospital delay is greater than 30 minutes personnel)Serviceseconds since 2015 which represents a 6.2% increase. Code 4Response Time has increased by 18 seconds in the same period (4.7%).Elgin provided crosswhile other municipalities responded to Elgin 416 times. receiver of cross Of all dispatched calls, Code 4, with 53% returning as Code 3. In 2018, Elgin was at Code Zero 277 times for a total of 62.9 hours. Rural/Urban system challenges Service Study 42 Recommendations are based on information provided by Medavie Health Services and Performance Concepts Consulting Inc., based on evidentiary analyses, peer comparisons, industry leading “best practices” and legislative requirements. A number of service changes/ enhancements have been identified and if implemented, should substantially improve system challenges and, most significantly, Code Zeros. Recommendations if 43 for both the County of Elgin and City of St. Over the past decade, the number of calls requesting an ambulance, the number of ambulances dispatched and the number of patients transported have been gradually increasing. Current contract with Medavie Health Services allows Council to require staffing pattern changes (Section 7.05(d)) as well as changes to the Operational Plan as are necessary to meet the County’s statutory responsibilities. Recommendations It is recommended that a system enhancement be implemented in July 2020, financially and operationally feasibleThomas. 8,760 annual day period to - 44 system peak demand time mid - , directed to the highest call concentration in the City of St. Recommendations THAT Elgin County Council consult with the City of St. Thomas to evaluate the feasibility of adding add an initial, additional hours (12 hours/week) of transport capable ambulance paramedic staff hours Thomas during the highaddress increases in Code Zero challenges and to address anticipated population growth in Elgin, utilizing the existing fleet of ambulances, commencing in July 2020; and 45 of the full costs associated with an deployment, location and cost estimate of additional paramedic staff hours to be provided by Recommendations THAT information respective of scheduling Medavie Health Services for City/County review and County approval; and THAT Elgin County Council formally request that Medavie Health Services provide a additional 8,760 paramedic staff hours (12 hours of transport capable ambulance service x 365 days), to be provided prior to any provincial subsidy, associated with this service enhancement. . (ERU) could be 46 County Joint Services - No additional ambulances phasing in of reasonable adjustments Emergency Response Unit Working arrangements under the CityAgreement contemplate reasonable adjustments in servicing and servicing costs that are generally affordable to the City/County including If funding does not allow for a transport capable ambulance, a less expensive used for coverage while either Dutton or Rodney could be relocated to St. Thomas. This is not recommended by staff. It has been confirmed by the provider that the ratio of ambulance vehicles is sufficient to accommodate an enhancement in the service. (capital) are required to accommodate this enhancement. Recommendations hour shift to the - 47 day and early evening peak - day period, in combination - system busyness mid - The initial enhancement of a new 12highwith the proposed redeployment, is likely to have a significant reduction in midsystem busyness and reduce Code Zero risk. Recommendations 9 pm) shift at Edward - 48 2100 (9 am – 8 pm), a change which is expected to eliminate 375 – 2000 (8 am - THAT Elgin County Council request that Medavie Health Services provide strategies that will reduce Code Zero occurrences and recommend that Medavie Health Services consider moving the existing 0900 Street to 0800minutes of Code Zero risk at no cost. Recommendations driven - 49 and is needed for analytics by the provider line operations, supporting services and quality improvement processes - Staff recommend that, in an effort to prepare for future demands on the service, additional or contracted capacity for sophistication in statistical analysis is required ambulance planning.Analytics support/reports will provide Elgin County with current information which would allow Council (with Medavie’s support) to realign (improve) the front(key performance indicators). Recommendations year call - over - St. Thomas EMS, staff - 50 St. Thomas be undertaken by Medavie Health Services. - year Master Plan for Land Ambulance Services to help plan for and - The feasibility of any options/strategies to curb future cost escalations while sustaining service excellence will be reviewed by the County CAO and brought back to Council for consideration. Community Paramedicine programs in other municipalities have shown some success in mitigating emergency call demand to varying degrees. THAT the General Manager of Elgin St. Thomas EMS and County CAO continue to review optimal deployment of frontline resources, monitor yearvolume changes and advise of any areas of concern.Additionall y, and as part of an ongoing review of Elginrecommend that a review of strategies for reducing demand for emergency calls for Paramedic Services in ElginSubject to the Government of Ontario’s plans for the modernization of EMS, plan to complete a 10manage future demand growth. Any additional enhancements to the service be brought forward by staff for Council’s consideration (2021 and beyond). Recommendations 51 Provincial funding for service enhancements is subject to Ministry approval. Administration will try to mitigate the impact to the municipal budget(s), however, there is a possibility that the Provincial 50% funding share for successive years may need to be covered by the Municipality. As the provincial funding formula is based on the prior year actual approved costs, provincial funding for service level increases typically lag one (1) year behind the actual implementation. This means that 100% of the recommended service enhancement is a municipal responsibility. To mitigate the 2019 funding shortfall and proposed service enhancements, staff recommend phasing the burden on the levy with a commencement date of July 2020. It is important for Council to be aware of the following financial challenges/risk(s) associated with the recommendations included in this report: Financial Considerations d d he any g t ek) of /we of the full costs associated with an 8 pm), a change which is expected to – cost estimate 52 driven ambulance planning; and - 2000 (8 am - of additional paramedic staff hours to be provided by St. Thomas and recommend that Medavie Health Services consider - range planning associated with Land Ambulance Services; and - St. Thomas EMS Service Review the City of St. Thomas Council on February 5, 2020 an - Direction Required 9 pm) shift at Edward Street to 0800 - – day period to address increases in Code Zero challenges and to address anticipated population - deployment, location and scheduling year call volume changes and advise Council of any areas of concern; and - 2100 (9 am – over - the CAO be directed to request that Medavie Health Services, in an effort to prepare for future demands on the service, add system peak demand time mid - Next Steps THAT the CAO and Warden to present the Elginconsult with the City of St. Thomas to evaluate the feasibility of adding an initial, additional 8,760 annual hours (12 hourstransport capable ambulance paramedic staff hours, directed to the highest call concentration in the City of St. Thomas durinhighgrowth in Elgin, utilizing the existing fleet of ambulances, commencing in July 2020; andTHAT the CAO be directed to request that Medavie Health Services provide a formal additional 8,760 paramedic staff hours (12 hours of transport capable ambulance service x 365 days), to be provided prior to provincial subsidy, commencing in July 2020;THAT the CAO be directed to request that Medavie Health Services provide strategies that will reduce Code Zero occurrences anreduce demand for emergency calls for Paramedic Services in Elginmoving the existing 0900 eliminate 375 minutes of Code Zero risk at no cost; and THAT information respective of Medavie Health Services for City/County review and County Council approval; and THAT capacity for sophistication in statistical analysis which would assist with analyticsTHAT the CAO be directed to work with the General Manager of Elgin St. Thomas EMS to review optimal deployment of frontline resources, monitor yearTHAT, subject to the Government of Ontario’s plans for the modernization of EMS, the CAO be directed to prepare and present areport to Council which explores options for longTHAT the CAO be directed to report back to County Council as new information is available. 53 Questions? COUNTY OF ELGIN By-Law No. 20-03 “BEING A BY-LAW TO APPROVE A TRANSFER PAYMENT AGREEMENT FOR THE INVESTING IN CANADA INFRASTRUCTURE PROGRAM (ICIP) WITH HER MAJESTY THE QUEEN IN RIGHT OF THE PROVINCE OF ONTARIO AS REPRESENTED BY THE MINISTER OF AGRICULTURE, FOOD, AND RURAL AFFAIRS FOR FUNDING OF THE PORT BRUCE BRIDGE REPLACEMENT PROJECT AND, FURTHER THERETO, TO AUTHORIZE THE WARDEN AND CHIEF ADMINISTRATIVE OFFICER TO EXECUTE THE SAID TRANSFER PAYMENT AGREEMENT ON BEHALF OF ELGIN COUNTY” WHEREAS Section 5(3) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended, grants municipal power to exercise its capacities, rights, powers, and privileges by by-law; AND WHEREAS Section 8(1) of the said Act also confers broad authority to municipalities to govern its affairs as it considers appropriate; AND WHEREAS Section 9 of the said Act also confers upon a municipality the right, power, and privileges of a natural person for the purpose of exercising its authority under that or any other Act, which right, power, and privileges include the authority to enter into and execute agreements; AND WHEREAS the Government of Canada (“Canada”)has established and funded the Investing in Canada Infrastructure Program (“ICIP”) as a federalinfrastructure program designed, among other purposes, to create long-term economic growth and to build inclusive, sustainable, and resilient communities; AND WHEREAS the federal Minister of Infrastructure, Communities, and Intergovernmental Affairs and the provincial Minister of Infrastructure entered into the Canada-Ontario Integrated Bilateral Agreement for the Investing in Canada Infrastructure Program for Canada to provide financial support to the Province; AND WHEREAS under the Bilateral Agreement, Canada agreed, amongst other things, to provide contribution funding to the Province under the Rural and Northern Communities Infrastructure Funding Stream of the Investing in Canada Infrastructure Program, which stream supports projects that improve the quality of life in rural and northern communities by responding to their specific needs; AND WHEREAS Elgin County has applied for financial support under the Investing in Canada Infrastructure Program for the Port Bruce BridgeReplacement Project and Ontario and Canada have approved the said Project for financial support to a maximum contribution of $4,166,499.33; AND WHEREAS a condition for receipt and use of such financial support requires Elgin County, as a recipient of funding, to enter into a written Transfer Payment Agreement with Her Majesty the Queen in Right of the Province of Ontario as represented by the Minister of Agriculture, Food, and Rural Affairs, pursuant to which Agreement Canada will be a Third Party Beneficiary in respect of the rights, covenants, remedies, obligations, indemnities, and benefits contained therein; 54 AND WHEREAS Elgin County Council is satisfied that it is in the best interests of an advisable to enter into the said Transfer Payment Agreement to secure access to the financial support granted therein. NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin and enacts asfollows: 1.THAT theproposed Transfer Payment Agreement between Her Majesty the Queen in Right of the Province of Ontario as represented by the Minister of Agriculture, Food, and Rural Affairs and the Corporation of the County of Elgin in respect of the financial support for the Port Bruce Bridge Replacement Project through the Investing in Canada Infrastructure Program be and same is hereby approved for execution. 2.THAT on the advice and direction of the County Solicitor, the Warden and Chief Administrative Officer be authorized and directed to enter into and execute the proposed Transfer Payment Agreement between Her Majesty the Queen in Right of the Province of Ontario as represented by the Minister of Agriculture, Food, and Rural Affairs and the Corporation of the County of Elgin in respect of the financial support for the Port Bruce Bridge Replacement Project through the Investing in Canada Infrastructure Program. 3.THAT this By-Law shall become effective once signed by the Warden and Chief Administrative Officer for the County of Elgin and, further thereto, that the Transfer Payment Agreement contemplated herein shall become effective once executed by all Parties thereto. th READ A FIRST, SECOND, AND THIRD TIME AND FINALLY PASSED THIS 28DAY OF JANUARY2020. Julie Gonyou, Dave Mennill, Chief Administrative Officer. Warden. 55 BRIEF OF DOCUMENTS FOR APPEARANCE OF CLEARBEACH RESOURCES INC. BEFORE ELGIN COUNTY COUNCIL M C M ILLAN LLP Brookfield Place 181 Bay Street, Suite 4400 Toronto, ON, M5J 2T3 Stephen Brown-Okruhlik LSUC#: 66576P stephen.brown-okruhlik@mcmillan.ca Tel: 416-865-7043| Fax: 416-865-7048 Lawyers for Clearbeach Resources Inc. 56 INDEX Tab Document No. 1. Section 394 of the Municipal Act, 2001 2. Ontario Regulation 584/06 3. Draft form of Road User Agreement tendered by County Council 4. MacDonald v. North Norfolk, \[1992\] M.J. No. 567 57 58 Français Municipal Act, 2001 ONTARIO REGULATION 584/06 FEES AND CHARGES Consolidation Period: From January 1, 2007 to the e-Laws currency date. No amendments. This is the English version of a bilingual regulation. Skip Table of Contents CONTENTS 1.Limitation re Crown 2.Capital costs 3.Planning applications 4.Elections 5.Taxes for school purposes 6.Taxes for upper-tier purposes 7.Board of management 8.Telecommunications services and activities 9.Electricity and gas services and activities 10.Fees or charges, permits for works described in ss. 8 and 9 Limitation re Crown 1. A municipality and a local board do not have power under the Act to impose fees or charges, (a) on a class of person that is comprised solely of the Crown; or (b) on the Crown, (i) for ensuring court security under section 137 of the Police Services Act or otherwise, or (ii) for escorting and conveying persons in custody. O. Reg. 584/06, s. 1. Capital costs 2. (1) A municipality and a local board do not have power under the Act to impose fees or charges to obtain revenue to pay capital costs, if as a result of development charges by-laws or front-ending agreements under the Development Charges Act, 1997 or a predecessor of that Act that was passed or entered into before the imposition of the fees or charges, payments have been, will be or could be made to the municipality or local board to pay those costs. O. Reg. 584/06, s. 2 (1). (2) For the purpose of subsection (1), “capital costs” has the same meaning as it has in the Development Charges Act, 1997; (“dépenses en immobilisations”) “payments” do not include amounts the municipality or local board has refunded or is required to refund under the Development Charges Act, 1997. (“paiements”) O. Reg. 584/06, s. 2 (2). Planning applications 3. A municipality and a local board do not have power under the Act to impose fees or charges for the processing of applications made in respect of planning matters under the Planning Act. O. Reg. 584/06, s. 3. Elections 4. (1) A municipality and a local board do not have power to impose fees or charges on another municipality or local board under the Act that relate to the conduct of an election under the Municipal Elections Act, 1996. O. Reg. 584/06, s. 4 (1). (2) Subsection (1) does not apply to the power of a municipality or local board to impose fees or charges on another municipality or local board that relate to the conduct of an election under the Municipal Elections Act, 1996 to obtain the opinion of the electors on a question the other municipality or local board requires to be submitted under subsection 8 (1) or (2) of that Act. O. Reg. 584/06, s. 4 (2). 1 59 Taxes for school purposes 5. A municipality and a local board do not have power to impose fees or charges on the Crown or on a school board under the Act that relate to the collection of real property taxes for school purposes. O. Reg. 584/06, s. 5. Taxes for upper-tier purposes 6. A municipality and a local board do not have power to impose fees or charges on an upper-tier municipality under the Act that relate to the collection of real property taxes for the purposes of the upper-tier municipality. O. Reg. 584/06, s. 6. Board of management 7. A board of management established by a municipality for an improvement area under section 204 of the Act may impose fees or charges under the Act only on the following classes of persons: 1. Owners of rateable property in the improvement area for which the board of management was established, if the property is in a prescribed business property class for the purposes of sections 204 to 214 of the Act. 2. Tenants of property described in paragraph 1. O. Reg. 584/06, s. 7. Telecommunications services and activities 8. (1) A municipality and a local board do not have power under the Act to impose a fee or charge on a person who owns or operates a telecommunications business carrying on business in Ontario for services or activities, costs payable or the use of property with respect to wires, cables, poles, conduits, equipment, machinery or other works that, (a) are or will be located on a municipal highway; and (b) are or will be used as part of the telecommunications business. O. Reg. 584/06, s. 8 (1). (2) For the purpose of subsection (1), “telecommunications” has the same meaning as in subsection 2 (1) of the Telecommunications Act (Canada). O. Reg. 584/06, s. 8 (2). Electricity and gas services and activities 9. A municipality and a local board do not have power under the Act to impose a fee or charge on a generator, transmitter, distributor or retailer, as these terms are defined in section 2 of the Electricity Act, 1998, or on a producer, gas distributor, gas transmitter or storage company, as these terms are defined in section 3 of the Ontario Energy Board Act, 1998, for services or activities, costs payable or the use of property with respect to wires, cables, poles, conduits, pipes, equipment, machinery or other works that, (a) are or will be located on a municipal highway; and (b) are or will be used as part of the business of the generator, transmitter, distributor, retailer, producer, gas distributor, gas transmitter or storage company, as the case may be. O. Reg. 584/06, s. 9. Fees or charges, permits for works described in ss. 8 and 9 10. Nothing in subsection 8 (1) or section 9 prevents the imposition of fees or charges to recover the municipality’s or local board’s reasonable costs for issuing permits with respect to the works described in those provisions, (a) to place the works on a municipal highway; and (b) to cut the pavement of or otherwise dig up a municipal highway for the works. O. Reg. 584/06, s. 10. 11. O MITTED (REVOKES OTHER R EGULATIONS). O. Reg. 584/06, s. 11. 12. O MITTED (PROVIDES FOR COMING INTO FORCE OF PROVISIONS OF THIS R EGULATION). O. Reg. 584/06, s. 12. Français Back to top 2 60 61 62 63 64 65 66 67 68 69 70 71 72 REPORTS OF COUNCIL AND STAFF February 11, 2020 Staff Report – ATTACHED Chief Administrative Officer – Disposition of Property – Municipality of Dutton Dunwich Council Report – ATTACHED Councillor Jones – Elgin-St. Thomas Health Recruitment Partnership Committee – Budget Update Staff Reports Continued – ATTACHED Purchasing Coordinator – Quarterly Information Report – Contract Awards October 1, 2019 to December 31, 2019 Purchasing Coordinator – Procurement Policy Revisions and Electronic Bidding Director of Financial Services – 2020 Budget Committee Meeting #3 Package Director of Engineering Services – Parking By-Law Consolidation Director of Engineering Services – Contract Award – Imperial Road Port Bruce Bridge Replacement Contract No. 2019-42 Director of Homes and Seniors Services – Homes – Communication at End-of-Life Education Fund Director of Homes and Seniors Services – Homes – Personal Support Worker Education Fund for Long-Term Care Director of Homes and Seniors Services – Homes – Long-Term Care Home Service Accountability Agreement (L-SAA) – Schedule E Chief Administrative Officer – Regional Economic Development Initiatives Chief Administrative Officer – Service Delivery Review RFP – Consultant Project Award Chief Administrative Officer – Town of Aylmer – Support for Affordable Housing Chief Administrative Officer – Elgin Natural Heritage Systems Study – Next Steps 73 - 74 Officer Presentation to Elgin County Council, February 2020 Disposition of Property Municipality of Dutton Dunwich Lands Adjacent to Bobier Villa Long Term Care Home located in Dutton, ON Director of Homes and Seniors Services, Director of Engineering Services & Chief Administrative - carried - owned lands adjacent to Bobier 75 - Profit Housing Inc., for consideration at a future month time period. that staff be directed to provide County Council - - Profit Housing Inc. (“Lions”) - On June 25, 2019, Elgin County Council received a delegation from the Dutton & District Lions NonThe Lions would like to build a Seniors Apartment Building similar to Caledonia Two and requested a donation of vacant countyVilla Long Term Care for this purpose.Elgin County Council resolved with additional information with regard to the property of interest to the Dutton and District Lions Nonmeeting; and Resolved that County Council will endeavor to provide a definitive answer to the request for property from the Dutton and District Lions NonProfit Housing Inc. within a 6Pursuant to the Municipal Act, 2001, Section 239(2)(a) subsequent discussions were held by Elgin County Council in Closed Session to consider whether the subject lands were surplus to the needs of the municipality. Request . 76 Profit Housing Inc. contacted the Ministry of - Profit Housing Inc. has requested approximately - total of approximately 3.8 acres Dutton and District Lions Non3.3 acres of land adjacent to Elgin’s Bobier Villa LTCH and Elgin’s Dutton EMS base, with another strip (70.2 M, approx. .5 acres) to accommodate an entrance off of Pioneer Line, for a In November 2019, the Lions NonMunicipal Affairs and Housing with respect to this property and Elgin County Planning Dept. was asked to provide property details. Request - 77 Profit Housing Inc. - bedroom units and 2 modified/accessible apartments. - bedroom units and 2 modified/accessible apartments. - impressed with the incredible work of the Lions. very bedroom units, 9 two - Caledonia Gardens, located on a 3.1 acre parcel at 1 Lions Rd in Dutton, has 16 onebedroom units, 7 twoCaledonia Two, located on a 3.8 acre parcel at 29475 Pioneer Line in Dutton, has 19 one The Lions currently own and operate two (2) affordable seniors apartments in Dutton:In November 2019, the majority of Elgin County Councillors, along with the Chief Administrative Officer conducted a site visit and tour of Caledonia Gardens and Caledonia Two.Councillors were Dutton & District Lions Non 78 The property requested by the Lions Group is highlighted in red (approximately 3.8 acres). – - bed - 79 Elgin County owns the Dutton Ambulance (Emergency Medical Services “EMS”) Base which is situated on 1.4 acres of land.Elgin County also owns and operates Bobier Villa Long Term Care Home, a 57home situated on 8.2 acres of land. Caledonia Gardens was built in 1993 on lands purchased privately (presumably from a developer).Dutton Cooperative Childcare Centre was built around the same timeframe (19921993) also on lands purchased privately (presumably from a developer).Caledonia Two was donated by Elgin County to the Municipality of Dutton Dunwich, who then transferred it to the Lions for $2.00 in 2007. There are a number of services available in close proximity:While it has been suggested that the construction of a third seniors apartment was the originally intended use for this space, agreements to support the concept of a “campus” have not been located. Site Considerations which is on 3.1 – 80 Their answer was yes. Their answer was that while they want to replicate Caledonia Two They noted that their preference was to replicate Caledonia Two. to contemplate a shared parking lot;to alter the design to decrease the size of the building footprint;share building and site plans (Caledonia Two);I asked whether the design could be altered if the full 3.3 acres (plus 0.5 acres) could not be offered. (which is on 3.8 acres).I asked if they had considered adding units to Caledonia Gardens acres. I asked whether they are looking at other locations? Staff are appreciative that the Lions showed a willingness to: Lions Discussions noting that their – 81 The Lions confirmed that they had investigated, but did not wish to proceed with, a renovation/expansion to Caledonia Gardens. The Lions confirmed that they were exploring other sites preferred option was to be in close proximity to their other two sites (Caledonia Gardens and Caledonia Two). Lions Discussions 82 led households that rent face affordability - standing support for the Lions is evidenced in their - It was recognized that this type of partnership would address community need.The Lions have a waitlist of approximately 90 individuals. Seniors are expected to account for almost one in four Canadians by 2036, with the most rapid increase in population anticipated among those 85 and older. Such a profound demographic shift will require that municipalities and community partners work together to find solutions to challenges facing seniors. High home prices and tight rental vacancy rates affecting housing affordability for seniors in Elgin County is top of mind for Councillors. In Canada, almost one in two seniorchallenges and like most renters, seniors face limited affordable rental options. Elgin County Council’s longdonation of land for Caledonia Two in 2007. Council had a strong desire to assess whether the Lions most recent request for approximately 3.8 acres could be accommodated. Understanding the Need for Affordable Housing 83 hour care and supervision. LTC can be operated - owned and operated home in Dutton, Bobier Villa LTC - profit or public corporations/municipalities. - beds. - profit, non - While this report has contemplated and validated the need for affordable seniors housing, it is imperative that County Council also consider future needs for the demands for Long Term Care. Long Term Care (LTC) Homes are designed for people who can no longer live independently and require 24by forElgin County’s municipallyHome has 57The ongoing swell of seniors in Elgin and across Ontario who will likely depend on LTC will require that we plan for our needs as well. Seniors and Long Term Care term care, as of - term care beds and redevelop - 84 LTCH - term care beds over 5 years. - 2034 (assuming all existing beds are still in service) to meet the demand. - We are required to augment Provincial funding for LTC by an additional ~$5M/yearThere has been little interest from private/public sector in additional beds The Ontario government has pledged to build 15,000 new long15,000 longUntil additional construction funding and operational funding is available to support additional beds it is unlikely that County Council will consider applying for additional beds. It may appeal to successive Councils or prospective buyers.The 15,000 beds maintains the “status quo” for Provincial waitlists but isn’t sufficient to cover future needs. It is estimated that the Province will have to add another 55,000 LTC beds to the system by 2033Demand for LTC is not slowing down. The average time to placement in longFebruary 2019, is 161 days. Considerations 85 Bobier Villa, with 57 beds, is the least efficient Home of the three (3) in Elgin County to operate.The funding shortfall is approximately $9,000/bed/per year more than Terrace Lodge, which has 100 beds and is approximately $7,000/bed/per year more than Elgin Manor, which has 90 beds. The funding shortfall for Bobier Villa alone is approximately $1.6M. This is funded directly by County residents. Should the province incentivize Elgin County to add beds to meet resident demand for LTC in the future, adding beds to Bobier Villa first would make a lot of sense.96 beds recommended by the Ministry as the most efficient model (financial & staffing) Something will have to be done to meet resident demand for LTC in the future. Funding Shortfall tier southern - 86 tier or single - Limiting the opportunity for an expanded facility could have an impact on property interest and sale price. Municipalities are required to have one (1) LTC home. The Long Term Care Homes Act, 2007, specifies that every uppermunicipality is required to maintain at least one municipal home, individually or jointly. While privatizing Long Term Care is not something that has been contemplated by Council, it is important to consider all future limitations associated with divesting this asset. What if we privatize LTC? 200 150 87 100 Number of Beds 50 2017 WOWC Total Funding Shortfall Per Bed Cost 0 0 70,00060,00050,00040,00030,00020,00010,000 Funding Shortfall ($) Average (97-160) Medium Home (100) Raw FoodDebt Terrace Lodge 88 Elgin Manor (90) Program & SupportCapital Average Small Home (up to 96) 2017 WOWC Total Funding Shortfall Per Bed Cost Bobier (57) NursingOther Accommodation 0 5,000 35,00030,00025,00020,00015,00010,000 Funding Shortfall ($) 89 90 1.6 ac 1.7 ac 91 92 requiring Contemplated Expansion to BV – – can easily be flipped in RHAs straight. to satisfy MLTC idents each ons he al of 32 beds per RHA (96 der ded evenly between the es ot o the areas of impact (RHA t ft, divi tions, and doing the same on the sq c MMMC The proposed addition to the existing building is 16,454 three RHAs.Expanded the existing Dining Rooms to accommodate 32 rthat two (2) bedrooms per RHA would be converted into dining space. Therefore, each addition contains 15 private bedrooms, for a tbeds overall).Additional Lounge space was also required in each addition, in orrequirements.MMMC’s design includes turning the additions, rather than extend tThis was necessary for the centre RHA, given site restriother two wings allows the building to wrap around the courtyard spaces.RHAs turned towards its given courtyard space, but the additithe other direction.Unchanged areas are faded on the drawing, to draw attention additions, Dining Rooms, and UTR).The Universal Toilet Room in the core is a MLTC requirement. ••••••••• 93 – 94 . Renovations will be required at 23 years old additional beds for operational efficiencies may be contemplated at – 40% site coverage issuesParking Service Road concerns and required changesBobier Villa was built in 1997 and is some point some point.Transferring our recent experience renovating Terrace Lodge (Class C to Class A) the footprint has expanded significantly to accommodate new legislative changes (requirement for Resident Home Areas (RHAs), etc.) (MMMC concept). Site Constraints 95 Profit Housing Corporation is doing - Staff are of the opinion that donating any portion of the requested lands would restrict opportunities for future County services, in particular, Long Term Care. There is no disputing that the Lions Nonincredible work in the community. Key considerations: Recommendation bed - bed - Profit Housing Inc. - Care Home. 96 Profit Housing Inc. on their successful operation of two - Profit Housing Inc., and congratulates the work of the Dutton - owned land adjacent to Bobier Villa Long Term - WHEREAS Elgin County Council acknowledges the request from the Dutton and District Lions Nonand District Lions Nonseniors apartments in Dutton; and WHEREAS Elgin County Council acknowledges the need for affordable seniors housing/rental units in Elgin County while at the same time recognizes the need for additional Long Term Care beds; andWHEREAS when considering anticipated demands on Long Term Care in Elgin County, along with innate operational inefficiencies associated with a 57Long Term Care Home when compared to the Ministry recommended 96Home, the property requested by the Dutton and District Nondoes not meet the County’s definition of “surplus to the County’s needs”, as there is a likelihood of a required expansion to the number of beds.THAT the County deny the request for conveyance of approximately 3.8 acres of County Recommendations THEREFORE BE IT RESOLVED … REPORT TO COUNTY COUNCIL FROM:Councillor GrantJones DATE:February 3, 2020 SUBJECT:Elgin-St. Thomas Health Recruitment Partnership Committee – Budget Update RECOMMENDATIONS: THAT the report from Councillor GrantJones titled “Health Recruitment Partnership Committee – Budget Update” dated February 3, 2020be received and filed; and THAT Elgin County Councilprovide direction that$57,000 in fundingfor the Elgin-St. Thomas Health Recruitment Partnership Committee be included as part of Elgin County’s 2020 Budget. INTRODUCTION: As a follow-up tothe Health Recruitment Partnership (HRP) – Annual Reportdetailing the 2019 accomplishments/highlightsof the Committee which was received by County Council on November 26, 2020, and as directed by Council on January 28, 2020, the purpose of this report is to provide Council with additional financial informationwith respect to the County’s financial commitment to the Elgin-St. Thomas Health Recruitment Partnership (HRP). On January 28, 2020, Elgin County Council received a report from the Chief Administrative Officer (CAO) that detailed funding gaps and pressures in provincial funding for health services including such services as Long Term Care, Public Health, Health Recruitment Partnership, Ontario Health Teams and Hospice. The CAO’s report listed Elgin County’s current health services funding obligations and contemplated our County’s broader municipal role in funding health programs. The report differentiated between mandatory/legislated and voluntary/non-legislated health services areas and listed Health Recruitment Partnership as a non-legislated health service. As part of Council’s carefully review of the 2020 preliminary budget and critical analysis of all discretionary areas, I was asked to provide a report detailing the County’s financial commitment to the HRP. BACKGROUND: The County plays an important role in supporting health care financially and in non- financial ways in an effort to meet the needs of local residents and fill any “gaps”in health services that exist in ourcommunity. The HRP is an example of a municipally-led that was established to address community need.In response to growing local demand for primary physicians in our community, the HRP was formedas a joint City-County initiative in 2007 to develop activitieswith the goal ofattractingnew Family Physicians to the area and to support new physicians as they integrate into the community. The 97 Committee was originally launched as a pilot for an initial 2-year period. The County has provided the HRP with funding since 2007. Funding The Committee’s activities are funded by City of St. Thomas Council and Elgin County Council (budget attached). The Committee’s work seeks to improve the overall health and well-being of our community and undoubtedly alleviates pressure on St. Thomas Elgin General Hospital, Emergency Medical Services, etc. through access to primary care. The County of Elgin, Elgin’s partner municipalities and the City of St. Thomas continue to work aggressively to recruit and retain physicians in our community through thework of this Committee. As a Council-appointed Member of the HRP, I am writing to request that Council continue to provide $57,000 (2020) in financial support for this 1 Committee in additionto the in-kind resourcesoffered. It is my opinion that the part-time Health Recruiter funded by Elgin County and the City of St. Thomas provides great value for our investment and the results of her great work is realized through the number of vacancies that have been filled as well as the positive feedback I receive through the medical community. In addition to supporting the salary of the part-time Health Recruiter, the funding received from the County and the City 2 supports scholarships for up to five (5) localindividuals who are enrolled in a Canadian medical school with an emphasis placed on the pursuit of a career in family medicine. Throughout the year, the Committee sponsors events such as an annual luncheon for medical students and residents, new physician recruitment activities and recruitment career fairs. Remaining funds are utilized to support new physicians as they set up their practices through a loan program – a loan which is forgiven after a four (4) year commitment to service in Elgin-St. Thomas is completed. 2019 HRP Scholarship Recipients 1 In-kind resources refers to Council’s support offered by a Council Member appointee and the meeting support of the Chief Administrative Officer, who participates as a non-voting member. 2 Individual must be a resident of the County of Elgin or the City of St. Thomas. 98 Link to Council’s 2020-2022 Strategic Plan As previously reported to County Council, physician recruitment remains an important priority for Elgin-St. Thomas. The need to attract medical professionals to our community is an important quality of life issue to attract families, businesses and industry to our community. There are still a number of outstanding physicians required to meetthe needs of our areaand to add urgency to this matter, the pending retirements of existing family doctors remains a looming threat and could leave thousands of residents without a doctor. There is no disputing that there are a number of important links between physician recruitment and Council’s draft 2020-2022 Strategic Plan, in particular: Serving Elgin – Exploring different ways of addressing community need o Staff have identified a corresponding 2020 Action for this Strategic Priority to “work collaboratively with local municipal partners to address community need”. Growing Elgin – Planning for and facilitating commercial, industrial, residential and agricultural growth/Enhancing quality of place o Staff have identified a corresponding 2020 Action for this Strategic Priority to develop a “Health Human Resources strategy, with a focus on recruitment and retention” as well, staff have identified the need to supplement existing workforce data to inform a “local labour/workforce gap analysis” and included “work with local municipal partners and businesses to identify opportunities to enhance the overall Elgin experience”. Committee Membership The Committee membership includes a Member of Council from the City of St. Thomas and the County of Elgin, the City Manager (non-voting) and the County CAO. To ensure theCommittee reflects the broader medical community, the Committee includes a primary care physician from the Elgin-St. Thomas Medical Community, along with a representative from the St. Thomas Elgin General Hospital. Discussions with respect to Committee Membership is ongoing. Physician Statistics A survey was completed in 2014 and although only 24 physicians responded, five (5) of the physicians were under the age of 40. At the present time, there are 52 Family Physicians in Elgin County. Between 2015-2019, 21 new physicians have been recruited – 10 of which replaced retiring physicians. In 2019, Elgin-St. Thomas has 5 vacancies with an additional 3 pending retirements. The Committee has received information from the Ministry of Health and Long-Term Care with respect to the number of “unattached” patients in Elgin County (those without a Family Physician). The Ministry used population data from 2019 and advised that 20,300 99 residents in Elgin County do not have a Family Physician. In addition to the Committee’s work replacing vacancies and retirements, according to this data, Elgin-St. Thomas should be recruiting 10-12 new Family Physicians. It is important to note that new physicians tend to roster fewer patients. CONCLUSION As the Elgin County Council representative on the Elgin-St. Thomas Health Recruitment Partnership Committee, I feel strongly that the contributions of the Committee far exceed Council’s financial and in-kind contributions to this initiative – as the provision of family physicians is an important quality of life issue to attracting families, businesses and industry to our area. As the transformation of Health Services in Ontario continues to unfold and the gap in family physicians in Elgin-St. Thomas persists, it is imperative that we continue to work together with our counterparts at the City of St. Thomas to advance this initiative as a priority and ensure our residents are getting the access they need to primary care/family physicians. All of which is Respectfully Submitted Councillor Grant Jones 100 WğƓǒğƩǤ ЊЌͲ ЋЉЋЉ HEALTH RECRUITMENT PARTNERSHIP 2020 PROPOSED BUDGET ЋЉЊЏ ЋЉЊА ЋЉЊБ ЋЉЊВ ЋЉЋЉ Contributions /źƷǤ ƚŅ {Ʒ͵ ŷƚƒğƭ υББͲЉЉЉ υЌБͲЉЉЉ υЌБͲЉЉЉ υЌБͲЉЉЉ υЌБͲЉЉЉ /ƚǒƓƷǤ ƚŅ 9ƌŭźƓ υЊЌЋͲЉЉЉ υЎАͲЉЉЉ υЎАͲЉЉЉ υЎАͲЉЉЉ υЎАͲЉЉЉ Total: $220,000 $95,000 $95,000 $95,000 $95,000 PROJECTS wǒƩğƌ aĻķźĭğƌ 5źƭĭƚǝĻƩǤ ĻĻƉ υЋͲЉЉЉ υЋͲЉЉЉ υЊͲЎЉЉ υЊͲЎЉЉ IĻğƌƷŷ tƩƚŅĻƭƭźƚƓğƌ /ƚƓŅĻƩĻƓĭĻƭ υЋͲЉЉЉ υЋͲЉЉЉ υЊͲЎЉЉ υЊͲЎЉЉ IĻğƌƷŷ {ǤƒƦƚƭźǒƒ υЋͲЎЉЉ IƚƒĻ ŅƚƩ ƷŷĻ IƚƌźķğǤƭ υЊͲЉЉЉ υЊͲЉЉЉ υЊͲЉЉЉ υЊͲЉЉЉ IĻğƷŷ tğƩƷƓĻƩƭŷźƦ ağƩƉĻƷźƓŭ υЎͲЉЉЉ υЎͲЉЉЉ υЎͲЉЉЉ υЍͲЉЉЉ aĻķźĭğƌ {ĭŷƚƌğƩƭŷźƦƭ υЎͲЉЉЉ υЎͲЉЉЉ υЎͲЉЉЉ υЎͲЉЉЉ aźƌĻğŭĻ Ή tŷƚƓĻ υЊͲЎЉЉ υЊͲЎЉЉ υЊͲЉЉЉ υЊͲЉЉЉ IĻğƌƷŷ wĻĭƩǒźƷĻƩ υЊАͲЉЉЉ υЊАͲЉЉЉ υЊБͲЎЉЉ υЊВͲЎЉЉ Subtotal $33,500 $33,500 $33,500 $33,000 ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ BALANCE FOR PHYSICIANS $61,500 $61,500 $61,500 $61,500 101 REPORT TO COUNTY COUNCIL FROM:Mike Hoogstra,Purchasing Coordinator DATE:January 29, 2020 SUBJECT:Quarterly Information Report - Contract Awards October 1, 2019 to December 31, 2019 RECOMMENDATION: THAT the report titled “Quarterly Information Report - Contract Awards, October 1, 2019 to December 31, 2019” dated January 29, 2020 be received and filed. INTRODUCTION: As per the Countyof Elgin's Procurement Policy,an information report containing the details relevant to the exerciseof delegated authority for all contracts awarded that exceed $15,000including amendments and renewals is to be prepared and reported to Council. This report covers the period from October 1, 2019 to December 31, 2019. DISCUSSION: The Council of the Corporation of the County of Elgin delegated authority to the Directors to award contracts as follows: ValueReport Status Greater than $15,000 No report to Council required if within 10% of the but less than $50,000approved budget allocation Greater than $50,000 No report to Council required if within approved but less than $100,000budget Council also approved that an information report would be brought forward containing details of the award of contracts including amendments and renewals. The detailed report of the award of contractsis attached as Appendix A. All of which is Respectfully Submitted Approved for Submission Mike Hoogstra Julie Gonyou Purchasing Coordinator Chief Administrative Officer Jim Bundschuh Director of Financial Services 102 APPENDIX A Purchases/Projects greater than $15,000 October 1, 2019 to December 31, 2019 DepartmentBudget ProjectSupplier / Amount (HST excluded) AllocationContractor Information CapitalLenovo Desktop ComputersCompuCom $30,540 Technology(VOR Contract)Canada Homes & CapitalLift and Scale Replacements –Arjohuntleigh$28,661 Seniors Terrace Lodge Services Homes & CapitalPower Floor Scrubbers (2) –Bunzl Canada$16,477 Seniors Terrace Lodge Services POA CapitalInterior Signage for new POA Excellent Signs & $24,500 CourthouseDisplays EngineeringCapitalGenerator Fuel System Upgrade -Sommers $15,549 Administration BuildingGenerator Systems EngineeringCapitalMain Office Flooring Replacement Thompson $19,500 at Bobier Villa and Elgin ManorCommercial Flooring EngineeringCapitalNew Garbage Compactor –Elgin Waste $21,246 ManorConnections Canada 103 REPORT TO COUNTY COUNCIL FROM:Mike Hoogstra,Purchasing Coordinator DATE:February 3, 2020 SUBJECT:Procurement Policy Revisions and Electronic Bidding RECOMMENDATIONS: THATthereport titled “Procurement Policy Revisions and Electronic Bidding” dated February 3, 2020 be received; and, THAT Council review and provide feedback on the proposed Procurement Policy; and, THAT a new By-law incorporating the Procurement Policy revisions be brought forward to the March 10, 2020 meeting for County Council’sconsideration. INTRODUCTION: This report provides details on proposed revisions to the County’s Procurement Policy which also includes the introduction of electronic bidding. The current policy was last updated in June 2013. DISCUSSION: Purchasing is a function of the Finance Departmentand the Purchasing Coordinator issues between forty and fifty formal bid documentsannually. It is important that these transactions are conducted with efficiency and transparency. The proposed revisions to the County’s Procurement Policy have been developed based on best practices,discussions with neighbouring municipalitiesand general feedback from the vendor community. The revisions are intended to provide greater clarity in a number of areas and also improve efficiency and productivity through better use of digital technology to increase the number of bids and reduce non-compliance issues. The policy has been substantially revised and is attached as Appendix A. A summary of the changes are as follows: 1)Section 1.0 – Objective Minor changes made to align with definitions. 104 2)Section 2.0 – Definitions Definitions have been added and revised. This section has been moved to the beginning of the policy and is no longer an appendix. 3)Section 3.0 – Purchasing Responsibilities/Authority Minor changes made to align with definitions. Some clauses have been moved to other sections of the policy. 4)Section 4.0 – Methods of Procurement Major changes have been made to this section of the policy. These changes include the removal of sealed bid submissions and paper-basedprocesses to allow for e-bidding.Other changes include the following: - text updates to align with definitions; - consolidating the approval process to section 5; - new sub-section created for Request for Pre-Qualification; - new sub-section created for Request for Expression of Interest; - blanket order purchases have been moved from non-competitive process to a separate sub-section; - new sub-section created for Cooperative Purchasing. This section also includes the revised reporting details for Request for Proposals to account for the current practice that has been in place since March 2019. Council will recall that a review was conducted last year after a Councillor had requested more details be provided to improve public transparency. At that time an informal survey was conducted and it showed that a vast majority of the members of the Ontario Public Buyers Association that responded to the survey treated scoring and cost reporting in the same manner as Elgin. Eighty-five percent (85%) stated they did not publicly report the individual scores and only publicly report the cost of the highest scoring proponent.Proponents are instead offered an individual debrief of their submission and this provides each proponent with valuable information on where they may not have scored as high as the recommended proponent. 5)Section 5.0 – Procurement Approval This section of the policy is new and has been created to consolidate all approval provisions listed in the existing policy. This section has been revised to allow for Directors and the Purchasing Coordinator to jointly approve contracts up to $250,000. The upper limit for Directors is currently $100,000 for Tenders and $50,000 for Proposals. Staff have contacted a number ofmunicipalities and are recommendingthat the approval authoritylimits be adjusted to the limits currently used atthe City of St. Thomas. A review was also conducted regarding the number of Council reports that staff have brought forward to Council in the $100k to $250krange for the last three years. A list of all municipalities contacted and their respective approval limits, as well as the number of council reports affected, is attached as Appendix B. The quarterly council report will now include all contracts up to $250,000. 105 In addition, the Director of Engineering has asked that the upper limit for Low Dollar Value Procurements be adjusted to $20,000 from the current $15,000 limit. Low Dollar Value Procurements are considered non-competitive and do not requirethree prices. A review of the same municipalities listed in Appendix Bwas conducted and the limits range from $5,000 to $25,000. 6)Section 6.0 – Performance Security, Insurance and WSIB Requirements This section of the policy has been revised as follows: - text updates to align with definitions; - bid bond language updated to allow for minimum of 10%. The previous bid bond table included a defined amount; this has been removed; - performance bond language revised to allow for a minimum of 50% from the current 100%. In most cases the performance bond will be listed at 100% for road construction projects but lowered to 50% for building projects; - new sub-section created for Other Guarantees. 7)Section 7.0 – Contract Administration This section of the policy is new and has been created to consolidate and define the contract administration process. This section addresses the use of purchase orders for contracts over $15,000and also defines a new contract renewal option clause which was not addressed in the currentpolicy. 8)Section 8.0 – Contractor Performance Appraisal System This section of the policy has been revised. Text updates have been made and contractor performance is now required for all contracts valued over $100,000. In addition, any appeals by vendors will now be conducted following a revised dispute resolution section. 9)Section 9.0 – Dispute Resolution This section of the policy has been moved and revised to incorporate previous wording included in the Contractor Performance Appraisal System. 10)Section 10.0 – Document Access and Retention Minor changes made to align with definitions. 11)Section 11.0 – Advertising /Bid Posting Changes made to allow for bid advertising on one or more public tendering websites with a direct link from the County’s website. The County currently utilizes the bids&tenders™procurement platform. The annual newspaper advertising has been removed. 12)Section 12.0 – General This section of the policy is new and consists of clauses fromthe current policy that do not fit with any of the other sections. Additional sub-sections have been added that relate to compliance with applicable trade agreements (i.e. Canadian Free Trade Agreementand Comprehensive Economic Trade Agreement) and 106 that the County will not give any geographical preference during the competitive bidding process. 13)Appendix A – Levels of Contract Approval Authority This appendix has been revised to include changes proposed in the new policy. 14)Appendix B – Goods and Services Not Subject to this Policy One additional exclusion has been added for Council approved grants. 15)Appendix C – Irregularities Contained in Bids This appendix has been revised to include changes proposed in the new policy. The move to e-bidding will eliminate the need for paper-based process irregularities as the system will not allow a submission without complying with the mandatory response requirements listed in each bid document. 16)Appendix D – Guidelines for the Execution of Purchases This appendix is recommended for removal. The original intent for this appendix was to allow Directors to follow these guidelines for contract approvals up to $50,000. Because the current policy also requires purchasing involvement in this dollar range, this appendix was never utilized as all contract approvals were coordinated through the Purchasing Coordinator. CONCLUSION: The changes outlined in this report are intended to strengthen open, fair and transparent procurement practices and to modernize, streamline and improve the effectiveness and efficiency of the procurement process. The transition to e-biddingwill take place in March and will be communicated to all current registered suppliers through bids&tenders™, the County’s current procurement platform.The County’s website will also include information regarding the transition. The proposed changes have been discussed and reviewed with the Senior Management Team which included a legal and Municipal Freedom of Information and Protection of Privacy Actreview. All of which is Respectfully SubmittedApproved for Submission Mike HoogstraJulie Gonyou Purchasing Coordinator Chief Administrative Officer Jim Bundschuh Director of FinancialServices 107 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) SCHEDULE A By-Law No. __-__ PROCUREMENT POLICY 1.0OBJECTIVE 1.1This Procurement Policy outlines the processes to be followed in order to obtain the best value when purchasing goods, or contracting services for the County of Elgin. The guiding principle is that procurement decisions will be made using a competitive process that is open, honest, fair and impartial. 1.2The Procurement Policy will promote and maintain the integrity of the purchasing process and protect Council, Suppliersvendorsand staff involved in the process by providing clear direction and accountabilities. The procedures described in this Policy shall be followed to make a contract award or to make a recommendation of a contract awardto County Council. 1.3The Council of the Corporation of the County of Elgin recognizes its responsibility for reviewing and updating the existing PurchasingProcurementPolicy to ensure compliance with respect to The Municipal Act, 2001, Part VI,Section 271, as amended. 2.0DEFINITIONS\[MOVED – WAS APPENDIX D\] In this policy, unless a contrary intention appears, the following definitions apply: “Agreement” means a formal written legal agreement or contract for the supply of goods, services, equipment or construction. “Addendum” means additional information supplied by the Corporation after an original Tender, Quotation or Proposal call has been issued, “Authority” means the legal right to conduct the tasks outlined in this policy as directed by Council and delegated through the County’s Director of Financial Services to the Purchasing Coordinator. “Blanket Order” shall mean the agreement wherein a Supplier vendorwill sell certain items to the County for an agreed period of time with established terms and conditions. “Bid” shall mean a submission from a prospective Supplier vendorin response to a request for the purchase of goods or services issued by the County. “Bidder” means supplier or contractor from whom the Corporation has received a Tender or Quotation, that is subject to acceptance or rejection. “Bid Deposit” shall mean a financial guarantee to ensure the successful Bidder will enter into an agreement,\[See Performance Security\] 108 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) “Bid Irregularity”means a deviation between the requirements of the Bid and the information provided or received in a Bid response. “Consultant” means the person or firm, who by virtue of a particular expertise is selected by the CountyCorporationto undertake a specific task or assignment that may include designing specifications and preparing plans or programs. “Contract” or “contract”means a commitment for the purchase and supply of Goods and Services evidenced in writing by an Agreement or other documentation appropriate to the transaction and duly authorized on behalf of the County in accordance with this Policy. “Contractor”means a person or company that agrees to conduct work for the County as specified under the terms of acontract. “County” or “Corporation” means the Corporation of the County of Elgin, and, for purposes of this Procurement Policy includes its User Departments. “Cooperative Purchasing” means the participation of two or more public agencies in a Request for Quotation, Tender or Request forProposal call. “Council” shall mean the elected Municipal Council of the Corporation of the County of Elgin. “Designate” means a person authorized by the DirectorDepartment head to act on their behalf for the purposes of this policy. “Director" refers to a head of a County User Department operating within the County of Elgin. “Emergency” means an occurrence resulting from an unforeseen action or consequence of an unforeseen event, (trigger event) which must be remedied on a time-sensitive basis to avoid a material financial risk, serious delays, injury, further damage or to restore or maintain services. “Executed Agreement” means a form of agreement, either incorporated in the bid documents or prepared specifically by or on behalf of the County, to be executed by the Supplier successful bidder and the County. “Expression of Interest” means a submission in response to a Request for Expression of Interest (RFEI). focused market research tool used to determine vendor interest in a proposed project, not directly leading to the acquisition of goods and services, “Goods and Services” includes supplies, materials, equipment, property and contracts for construction, maintenance, service or consulting and professional services. “In-House Bids” also known as “Managed Bids” shall mean that during the Public Procurement Process, an agency within the Corporation of theCounty of Elginis not permitted to submit a bid. 109 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) “Insurance Documents” shall mean certified documents issued by an insurance company licensed to operate by the Government of Canada or the Province of Ontario certifying that the Supplierbidder is insured in accordance with the County’s insurance requirements as contained in the bid documents. “IrregularitiesContained in Bids” include but are not necessarily limited to those items identified in Appendix C hereto and further include the associated consequence specified therein.is defined in Appendix “C” and include the appropriate response to those irregularities, "Labour and Material Bond” means a bond issued by a surety company on the County of Elgin standard Form of Bond executed in connection with a contractto ensure that the contractor will pay hisor her their suppliers and thereby protects the County Corporation against claims which might be pursuedby a supplier to the contractor items which might be granted to a suppliershould the contractor not make proper payments. “Letter of Agreement to Bond” means a letter or other form issued by a bonding agency licensed to operate by the Government of Canada or the Province of Ontario advising that, if the Bidder is successful, the bonding agency will issue the required bonds, “Lowest Acceptable Bid” means the lowest price submitted which meets the requirements and specifications as set out in the bid request, minor deviations excepted, “Normal Operating Expenditure” means expenditure of an operational recurring nature and does not include one-time special or capital expenditure. “Performance Bond” means a bond issued by a surety company on the County of Elgin standard Form of Bond executed in connection with a contract and which secures the performance and fulfillment of the undertakings, covenants, terms, conditions and agreements obligations contained in an the contractsagreement with the County. “Performance Security” shall mean a financial guarantee to ensure the successful Bidder will enter into an agreement. “Procure” "Procurement" or "Purchase" means to acquire by purchase, rental, lease or trade. “Proponent”means supplier, consultant or service provider from whom the County has received a formal Proposal, in response to a publicly advertised Request for Proposal, that is subject to acceptance or rejection. “Proposal” means a submission which contains a solution to provide specified services, or to provide certain goods, which contains pricing and options, in response to a Request for Proposal. “Purchase Order” means the purchasingdocument used to formalize a purchasing transaction with a Supplier. 110 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) “Purchasing Coordinator”means a person responsible for administering and coordinating the purchasing function at the County. “Request for Quotation” or “RFQ” means a competitive request for prices on specific goods and/or services from Suppliers which are submitted as specified in the Request for Quotation. “Request for Expression of Interest” or “RFEI” means a public request made by the County seeking responses from potential Suppliers for the purposes of compiling a list of Suppliers who may be interested in providing Goods and/or Services to the County from time to time. is a focused market research tool used to determinevendorinterest in a proposed procurement.It may be issued simultaneously with a Request for Qualifications when the proposed procurement is well defined and the purchaser has clear expectations for the procurement, “Request for Information” is used prior to issuing a tender call as a general market research tool to determine what products and services are available, scope-out business requirements, and/or estimate project costs. “Request for Pre-Qualification” or “RFPQ” is a procurement process used to prequalify potential Suppliersin which factors such as financial capability, experience, andreputation are considered in order to develop a list of qualified Suppliers for subsequent participation in an invitational bid opportunity. “Request for Proposal” or “RFP” means a competitive process where a need is identified, but the method by which it will be achieved is unknown at the outset. This process allows Proponentsto propose solutions or methods to arrive at the desired result. “Request for Tender” or “RFT” means a competitive request for prices on specific goods and/or services from Suppliers which are submitted as specified in the Request for Tender. “Sealed Bid” means a formal sealed response received as a part of a quotation, tender or proposal, "Single Source" means there is more than one source in the open market but only for reasons of function or service one Supplier vendor is recommended for consideration of the particular goods and/or services. “Sole Source” means there is only one source of supply of particular goods and services. “Supplier” means any individual or organization offeringprovidinggoods or services to the County of Elginincluding but not limited to contractors, consultants, vendorsand service organizations. etc., “Tender” means a sealed bid which contains an offer in writingto execute some specified services or to supply certain specified goods, at a certain price, in response to a publicly advertised Request for Tender. “User Department”means the Department within theCounty Administration that requires the Goods and Services. 111 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) “Value Analysis”typically refers to a life cycle costing approach to valuing a given alternative, which calculates the long-term expected impacts of implementing the particular option. 3.0PURCHASING RESPONSIBILITIES/AUTHORITY 3.1To protect Council and the integrity of the Procurement process, the procurement process will be free from political influence or interference.Council will appoint staff to ensure the procurement process remains open, fair and transparent. 3.2The Director of Finance may appoint a Purchasing Coordinator Designateto exercise any or all responsibilities assigned in this policy. 3.3Council has ultimate authority for all expenditures. Council delegates this authority by the authorization of budgets or by specific resolution. Payment for any item that has not been authorized by Council through budget appropriation or specific resolution will not be permitted. This Procurementpurchasing Policy provides guidelines outlining how spending authority is to be used. Levels of contract approval authority are summarized in Appendix “A”. 3.4Budget approvals by Council, of capital works and operating expenditures, shall constitute authorization for any purchase of materials and services necessary to carry out work within the approved cost of an approved project, provided such purchases are made in accordance with this Procurement policy. The requisitioning UserDepartment, in conjunction with the Purchasing Coordinator, will ensure that the Goods and Services are properly approved and that funds are available. 3.5Where expenditure estimates approved in the budget have been subject to a Request forQuotation, Request for Tender or Request for Proposal, which subsequently quote an amountgreater than the estimated expenditure for that item, notice of a staff report regarding such amendment to the budget shall be included in the Report to Council. 3.6New projects that have not been included in the annual budget shall be detailed in a staff report regarding amendment to the budget shall be included in a Report to Council. 3.7Normal Operating Expenditures incurred prior to the adoption of the annual budget shall not require approval of such expenditures and shall be deemed ratified upon the adoption of the annual budget. 3.8It is the responsibility of the User Department to enforce any terms, conditions and specifications from the award of any Contract resulting from the purchasing process. Where terms, conditions or specifications are not being adhered to, the User Department may request the Purchasing Coordinator to contact the Supplier and attempt to negotiate to have said deficiencies corrected. 112 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 3.9Prior toCouncil's approval of the current Budget, a UserDepartment may incur Normal Operating Expenditures up to 40% of the previous year's budget. Directors will have the authority to solicit bids prior to the approval of Council. 3.10Resolutions approving budgetamendments, capital expenditures or special appropriations shall contain thepurpose of expenditure, cost estimates or expenditure limitation, and the fund in which an appropriation has been provided. 3.11The signatures of the Warden and Chief AdministrativeOfficer, when legally required, are necessary on all Agreements to purchase, lease or Contract for Goods or Services.\[Moved to 7.0 and revised\] 3.12During the public procurement process, in-house bids will not be considered. 3.13The Purchasing Coordinator and/or Director of Financial Services may review departmental User Department purchases on an ongoing basis to review the effectiveness and integrity of the process and policy adherence. 3.14This ProcurementPolicy will be reviewed and revised on a periodic basis. It is anticipated that reviews will be conducted every five years or more frequently as required.\[Separated from 3.13\] 3.15Goods and Services that are not subject to this By-Law are listed in “Appendix B”. 3.16Previous clause (2.15) \[Moved and revised\] 3.17Previous clause (2.16) \[Moved to Approvals\] 4.0METHODS OF PROCUREMENT AODA – \[Moved to General\] Environmental Considerations – \[Moved to General\] 4.1 LOW DOLLAR VALUE PROCUREMENTS (Up to $15,000) a)Procurements up to $15,000 shall be considered low dollar value procurements. b)All low dollar value procurements shall utilize applicable County contracts and shall otherwise be in accordance with this policy. c)The Director may delegate approval authority to their staff for low dollar value procurements. It is the responsibility of the respective Director to ensure that the Procurement Policy is adhered to. d)All information on low dollar value procurements must be documented and maintained on file. 113 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) e)Low dollar value procurements do not require a Request for Quotation (RFQ), Request for Proposal (RFP) or Request for Tender (RFT). However, obtaining competitive quotes is considered a good business practice and should be exercised. f)ThePurchasing Coordinatormay conduct reviews to ensure the requirements of this section and all other applicable sections of this policy have been met. 4.2 REQUEST FOR QUOTATION (Up to $100,000) a)For Goods and Services for estimated expenditures greater than $15,000,the Director or designate,in consultation with the Director of Financial Services or Purchasing Coordinator, designateshall be authorized to make purchases of goods and services provided: i.the requirement can be fully defined; ii.best value for the County can be achieved by an award selection made on the basis of the lowest compliant bid that meets all terms, conditions and specifications; iii.The Director or any employee exercising delegated authority approval shall provide the Purchasing Coordinator, in writing, the relevant specifications, budget authorization, terms and conditions for the purchase of the good, services or construction; iv.At least three (3) written bids must be obtained from three (3) separate potential suppliers to ensure a more competitive process. If staff has exhausted all efforts to obtain three (3) bids and can support this with documented evidence, a minimum of two (2) written bids is acceptable; v.A “No Bid” response shall not be considered a valid bid; vi.The User Department shall be responsible to review the competitive bid and verify that all terms, conditions and specifications of the bid are met; vii.The County reserves the right in its absolute sole discretion to accept or reject any bid; viii.ThePurchasing Coordinatormay conduct reviews to ensure the requirements of this section and all other applicable sections of this policy have been met; ix.Ifthe compliant low bid exceeds the approved budget appropriation by more than 10%, the Director or designate shall submit a report to Council for direction.\[moved here\] b)Informal Quotation (Greater than $15,000 but not greater than $50,000) In addition to the requirements set forth in Section 4.2a above and for procurement of goods and services of a value greater than $15,000 but not greater than $50,000 the following requirements also apply: i.Bid submissions do not have to be sealed, ii.Specifications (as applicable) can be issued and Bidscan be received by email and/or fax electronic transmission; iii.Bids may be submitted to Financial Services Department at a specified location on a specified weekday at a specified time; iv.The e-bidding system may be utilized for Request for Quotations in this dollar value range. 114 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) c)Formal Quotation (Greater than $50,000 but not greater than $100,000) In addition to the requirements set forth in Section 4.2a above and for procurement of goods and services of a value greater than $50,000 but not greater than $100,000 the following requirements also apply: i.Request for Quotation documents will be provided to Bidders; ii.Bid submissions must be sealed; iii.Bids must be submitted to Financial Services Department at a specified location electronically on a specified weekday at a specified time; iv.The e-bidding system will be utilized for Request for Quotations in this dollar valuerange. d)Approval i.In addition to the requirements set forth in Section 4.2a,b and cabove, the Director or any employee exercising delegated authority approval and the Purchasing Coordinator must jointly approve the award. 4.3 REQUEST FOR TENDER (Greater than $100,000) a)For goods and services for estimated expenditures greater than $100,000, the Director or Designate and the Director of Financial Services or Purchasing Coordinator designateshall be authorized to solicit tendersand County Council may awardsuch Tenders issue a Request for Tender provided: i.Request forTender documents are to be provided to Bidders in written format and must close using a formal sealed bid process, ii.Bids must be submitted to Financial Services at a specified locationelectronically on a specified weekday at a specified time, iii.The Financial Services Department shall be responsible for arranging for the public opening of the Tender Bids at the time and date specified by the tender call. There shall be in attendance at that time a minimum of: The Director of Financial Services or designate The Director of the issuing department or designate iv.The project is specifically included within the approved budget and the total submitted price does not exceed the approved budget allocation for the project, b)The e-bidding system will be utilized for all Tenders. c)The Purchasing Coordinator shall forward to the issuingUserDepartment a summary of the bids subject to review by the Director. d)Council reports initiated for a Request for Tender shall contain a recommendation report to County Council outlining the sources of financing, allocation of revenues, and other financial commentary as considered appropriate. e)Approval i.Approval of a Request for Tender must follow the process detailed in Section 5.0. 115 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 4.4 REQUEST FOR PROPOSAL a)The Request for Proposal procedureprocessshall be used where: i.The requirement is best described in a general performance specification; ii.Innovative solutions are sought; iii.To achieve best value, the award selection will be made on an evaluated point per item or other method involving a combination of mandatory and desirable requirements. b)Awards under the RFP process require the following approval: \[Movedto 5.0\] i.Directors or any employee exercising delegated authority approval and the Purchasing Coordinator must jointly approve and award the RFP for purchases up to $50,000; ii.County Council must approve and award the RFP for purchases greater than $50,000. c)The RFP process is a competitive method of procurement that may or may not include Supplier Pre-qualification. d)A Request for Information or a Request forExpression of InterestQualificationmay be issued in advance of an RFP to assist in the development of a more definitive set of terms and conditions, scope of work/service and/orthe selection of qualified suppliers. e)A Request for Information and a Request for Qualification shall follow the same award approvals as an RFP, if applicable.\[Revised, see section 4.5e\] f)The Purchasing Coordinator shall maintain a list of suggested evaluation criteria for assistance in formulating an evaluation method for use in an RFP. This may include but is not limited to factors such as qualifications and experience, strategy, approach, methodology, scheduling, past performance, facilities, equipment, pricing, life cycle costing, standardization of product and aspects that would support environmental procurement. g)Directors or any employee exercising delegated authority approval shall identify appropriate evaluation criteria from the list maintained by thePurchasing Coordinatorfor use in an RFP but are not limited to criteria from the list. Cost will always be included as a significant factor, as best value includes but is not limited to quality and cost. h)The Director or any employee exercising delegated authority approval shall provide to the Purchasing Coordinator in writing, the budget authorization, approval authority, terms of reference and evaluation criteria to be applied in evaluating the proposals submitted. i)The Purchasing Coordinator will be the lead in the evaluation process. A selection committee will be formed with a minimum of three evaluators and be comprised of at least tworepresentatives from User Department(s). Evaluators shall review all proposals against the established criteria, reach consensus on the final rating results, and ensure that the final rating results, with supporting documents, are kept in the procurement file. The Purchasing Coordinator may or may not participate in the scoring of the proposals. 116 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) j)During the proposal process all communication with biddersProponentsshall be through the PurchasingCoordinator. k)The Purchasing Coordinator shall forward to the Director an evaluation summary of the procurement, as well as the Evaluation Committee’s recommendation for award of contract to the Proponent meeting all mandatory requirements and providing best value as stipulated in the RFP. The Purchasing Coordinator is responsible for documenting the determination of best value. The criteria and analysis to determine best value will be included (if applicable) in the report to County Council.\[moved below\] l)With respect to all Reports to Councilinitiated for the RFP, the following information will be included: i.sources of financing and/orallocation of revenuesand other financial commentary as considered appropriate; ii.criteria and analysis to determine best value; iii.recommended successful Proponent and cost; iv.a copy of the RFP document (as attachment 1); v.a summary of the RFP document posting including dates, submissions and plan takers (as attachment 2); vi.a summary of the evaluation committee and confirmation that the evaluators have no pecuniary interests (as attachment 3). m)Reporting will not include a summary of prices, as this information will remain confidential. Any disclosure of information shall be made by the appropriate officer in accordance with the provisions of the Municipal Freedom of Information and Protection of Privacy Act, (R.S.O. 1990), as amended. n)Unsuccessful Proponents may, upon request, attend a debriefing session with thePurchasing Coordinatorto review theProposal. competitive bid.Any discussion relating to any Proposalother than of the Proponent will be as required with the Director of Financial Services or designate as well as the Director to review their bid submission.Discussions relating to any bid submissions Proposal other than that of the Proponent present, will be strictly prohibited. This debriefing session is intended to provide general feedback regarding the Proponent’s rating on various criteria in order to allow the Proponent to understand where future improvements might be applicable. o)The e-bidding system will be utilized for Request for Proposals. p)Purchasing shall be responsible for arranging for a public announcement of proponents who submitted a proposal at a time and date outlined in the RFP document. There shall be in attendance at that time: Purchasing or delegate; and, At least one other representative of Financial Services 117 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) q)The County reserves the right at its sole discretion to accept or reject any submission. r)Approval i.Approval of a Request for Proposal must follow the process detailed in Section 5.0. 4.5 REQUEST FOR PRE-QUALIFICATION a)A Request for Pre-Qualificationmay be issued to pre-qualify Suppliers for various projects. The purpose of theRFPQ is to determine whether the qualifications of a Supplier, as required by the County, are at a level that will allow participation in a subsequent bid opportunity that takes place as a direct result of the RFPQ. b)A Supplier may be pre-qualified by providing an acceptable response to a RFPQ. Selection of pre- qualified Suppliers will be based on disclosed evaluation criteria. c)Supplier submissions will be evaluated and ranked by an Evaluation Committee and may consist of County staff and Consultant staff (if applicable). d)Only the Suppliers that reach the established threshold contained in the RFPQ document will be pre-qualified and invited to bid on the particular bid opportunity. e)Approval i.Approval of Pre-Qualified Suppliers will be made by the Purchasing Coordinator based on the evaluation committees ranking and scoring of Suppliers based on the established threshold noted in the RFPQ document. 4.6 REQUEST FOR EXPRESSION OF INTEREST a)A Request for Expression of Interest (RFEI) may be issued for the purpose of determining the availability of Suppliers and for the purpose of compiling a list of Suppliers. A RFEI may be used as a pre-condition to a Request for Proposal. b)The receipt of an Expression of Interest by the County does not create any obligation between the potential Supplier and the County. 4.7 NON-COMPETITIVE PURCHASES (Blanket Contract Purchases, Emergency, Sole and Single Source) The requirement for a competitive bid process for the selection of a supplier for goods, services and construction (except for Emergencies) may be waived under joint authority of the appropriate Director and Director of Finance and replaced with direct negotiations by the Director (or delegate) and the Purchasing Coordinatorif the procurement qualified as a Blanket Order Purchase, Sole Source or Single Source purchase. a)Emergency Procurement 118 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) An “Emergency”includes immediate threat to: i.Public Health; ii.The maintenance of essential County services; and, iii.the welfare and protection of persons, property or the environment; and the event or occurrence necessitates the immediate need for goods or services to mitigate the emergency and time does not permit for a competitive procurement process. In the event of an Emergency, the Chief Administrative Officer, Directors and their respective delegates are authorized to enter into a purchase agreement without the requirement of a formal competitive process. A list of pre-qualified suppliers will be used to select the suppliers, whenever possible. Where the procurement cost to mitigate the Emergency is anticipated to exceed $15,000, there must be a notification sent (email contact is acceptable) to the Director of Finance or delegate. The steps taken to mitigate the Emergency must always be clearly documented regardless of amount and where the aggregate cost for a single supplier are in excess of $15,000, the emergency procurement shall be reported to County Council (including the source of financing) at the next scheduled meeting following the event. The Director responsible for the area leading the emergency procurement must forward copies of invoices associated with the Emergency to the Director of Financial Services or designate once the Emergency event has been terminated. b)Sole Source The procurement may be conducted using a Sole Source process if the goods and/or services are available from only one supplier by reason of statutory or market-based monopoly. Competition is precluded due to the application of any Act or legislation or because of the existence of patent rights, copyrights, licence, technical secrets or controls of raw material; or the complete item, service or system is unique to one supplier and no alternative or substitute exists. c)Single Source Single Source means that there is more than one source of supply in the open market, but only one source is recommended due to predetermined and approved specifications. The procurement may be conducted using a Single Source process if the goods and/or services are available from more than one source, but there are valid and sufficient reasons for selecting one supplier in particular, as follows: i.An attempt to acquire the goods and/or services by soliciting competitive bids has been made in good faith, but has failed to identify more than one willing and compliant supplier. ii.The confidential nature of the requirement is such that it would not be in the public interest to solicit competitive bids. 119 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) iii.There is a needfor compatibility with goods and/or services previous acquired or the required goods and/or services will be additional to similar goods and/or services being supplied under an existing contract (i.e. contract extension or renewal). iv.It is advantageous to the County to acquire the goods or services directly from another public body or public service body. v.Another organization is funding or substantially funding the acquisition and has determined the supplier and the terms and conditions of the commitment into which the County will enter are acceptable to the County. vi.Where due to abnormal market conditions, the goods, services or construction required are in short supply. d)Approval i)Awards which qualify to be considered as a Sole Source or Single Source must follow the process detailed in Section 5.0. 4.8 BLANKET ORDER CONTRACTS \[Moved from Non-Competitive & Revised\] a)Blanket order contracts typically occur as a result of a previous competitive bid, which establishes a Supplier as the preferred source for Goods and Services, over a specified term. b)A Blanket Order may be used where: i.one or more User Department repetitively order the same goods or services and the actual demand is not known in advance; ii.a need is anticipated for a range of goods and services for a specific purpose, but the actual demand is not known at the outset, and delivery is to be made when a requirement arises; iii.The Purchasing Coordinator shall establish and maintain Blanket Order Contracts that define source and price where available with selected suppliers for all frequently used goods or services; iv.Blanket Orders may be issued as the result of a bid process such as Request for Quotation, Request for Tender, Request for Proposal, Co-operative Purchasing consortiumand Provincial Vendor of Record contracts; v.To establish prices and select sources, the Director in consultation with the Purchasing Coordinator shall employ the provisions contained in this Policy for the acquisition of goods, services, labour, materials and construction, vi.More than one supplier may be selected where it is in the best interest of the County and the bid solicitation allows for more than one; vii.Where procurement action is initiated by a User Department for frequently used goods or services, it is to be made with the supplier or suppliers listed in the Blanket Order Contract; viii.In a Request for Blanket Orders shall indicate the expected quantity of the specified goods or services to be purchased over the time period of the agreement and will be as accurate an estimate as practical and be based, to the extent possible, on previous usage adjusted for any known factors that may change said usage; ix.Blanket Orders shall be issued for a specific time period with all ordering User Departments responsible for maintaining purchases within budget allocations. 120 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 4.9 COOPERATIVE PURCHASING\[New\] a)The County may participate with other government agencies or public authorities in cooperative purchasing where it is in the best interests of the County to do so. b)The decision to participate incooperative purchasing agreements will be made by the Purchasing Coordinator in conjunction with the Director of Finance. c)The individual policies of the government agencies or public authorities participating in the cooperative competitive bid are to be the accepted by-law for that particular competitive bid. 4.10 LEASING \[Moved\] a)The Council of the County of Elgin may enter into a leasing agreement in accordance with the Municipal Act, 2001., O.Reg.46/94,O.Reg. 266/02. b)In certain circumstances, it may be economically advisable for the County to enter into a Financing Lease to acquire the right to use capital property and equipment rather than an outright purchase. c)Leasing is approved as an acceptable means to acquire municipal capital facilities when one or more of the following conditions (goals) are met: i.The municipal capital facility cannot be purchased; ii.The lease arrangement provides financially attractive interest rates over the entire life of the lease; iii.The risk of obsolescence on the leased asset rests with the lessor; iv.The leased asset has a high purchase value and is not required on an ongoing basis; v.Short-term revenues versus capital needs. d)A by-law is required for all lease agreements with the exception of leases made in emergency situations. These leases will be reported to Council at the first available opportunity. A by-law is not required for leases that are short term in nature of 120 days or less. e)Once each fiscal year the Director of Financial Services shall provide a report to Council outlining all current leasing arrangements. 4.11 EXCEPTIONS a)A UserDepartment may request exemption from any or all the purchasing methods outlined in this policy by submission of a report requesting the same to County Council. Such one-time exemption may be granted by resolution. 121 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 5.0PROCUREMENT APPROVAL\[NEW& MOVED\] 5.1Any person delegated approval pursuant to this policy shall ensure that an approved budget exists for the proposed procurement and that such procurement does not violate any County policies or any applicable law. Any such procurement must also satisfy any applicable audit and documentation requirements of the County. 5.2The following body and persons shall have the respective approval authority as set out below (see summary in Appendix “A”). Alldollar amounts are based on annual amounts and must be within pre- approved budget limits. a)County Council i.RFT greater than $250,000 ii.RFP greater than $250,000 iii.Sole Source or Single Source greater than $50,000 b)Directors(and Purchasing Coordinatorjointly) i.RFQ/RFT not exceeding $250,000 ii.RFP not exceeding $250,000 iii.Sole Source or Single Source not exceeding $50,000 c)Employees exercising delegated authority i.Non-competitive procurements not exceeding $15,000 Approvals may be overridden in the case of an emergency as defined in Section 4.7(a) of this policy. 5.3At the discretion of the Director of Financial Services, CAO or County Council, Council approval may be required irrespective of the value of the contract, if deemed in the best interest of the County. 5.4Despite any other provision of this policy, the following contracts are subject to County Council approval; \[Moved from 3.16\] a)any contract requiring approval of the Ontario Municipal Board or any successor thereto, including but not limited to the Local Planning and Appeal Tribunal; b)any contract prescribed by statute to be made by the Municipality with the approval of Council or otherwise to be made by Council on behalf of and as binding upon the Municipality; c)where the cost amount proposed for acceptanceis 10% greater than the County Council approved budget for that expenditure; or where the expenditure would result in insufficient remaining funds in the project budget to complete the project as budgeted; d)where the net revenue amount proposed for acceptance is lower than the County Council approved budget; e)where a substantive objection emanating from the bid solicitation has been filed with a Director; f)where a major irregularity precludes the award of a tender contract to a Supplier. submitting the lowest bid. 122 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 5.5 Delegation of Approval Authority a)Delegation of Approval Authority means the formal delegation of authority to perform a task or approval by person in a position with authority under this policy, resulting in a ‘delegate’. b)The CAO and Directors shall prepare a ‘delegation of approval authority list’ within their respective areas. i.The list will provide evidence that the staff listed have been delegated approval authority by the Director; ii.The list shall include the staff person’s name, title and approval limit; iii.The list shall be updated upon any change in staff or position; iv.A copy of the list shall be sent to the Director of Finance and Purchasing Coordinator each time there is a revision and at the start of every year. c)Staff that have been delegated approval authority from the CAO or Director shall have no authority to delegate this approval to any other person. d)From time to time temporary delegation must be defined in writing. 6.0PERFORMANCE SECURITY, INSURANCE AND WSIB REQUIREMENTS For all tenders valued at over $100,000, the following guarantees, bonds, certificates and insurance must form part of the contract.unless other securities are deemed appropriate as determined by the Director. 6.1 Performance Security a)Performance Security to guarantee the completion of the Contract is required for the supply and installation of equipment and materials and all services/construction involving County property. Where Performance Security is deemed necessary, it shall take the form of one or a combination of one or more of the following; i.Bid bond(minimum 10% of the bid amount) or bid deposit (certified cheque) ii.Performance bond (minimum 50%of the bid amount) valued at 100% of the amount of the Tender bid iii.Labour and material payment bond (minimum 50% of the bid amount) valued at 50% of the amount of the Tender bid b)The above noted security will be required with respect to the following; i.Renovation contracts ii.Construction contracts iii.New buildings iv.Demolition of buildings v.Service contracts where the work involves contractors working on/with County owned property vi.Supply and installation of equipment and materials and all service/construction involving County owned property. 123 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) c)Contracts valued at less than $100,000 may include guarantees at the discretion of the Director and Purchasing Coordinator. d)The Bid bond amount shall be not less than 10% of the estimated project budget. as specified in the following table: Total Tender AmountBid Bond Required $100,000 to $250,000 $10,000 $250,000 to $500,000$20,000 $500,000 to $1,000,000 $40,000 $1,000,000 to $2,000,000 $75,000 $2,000,000 and Over $150,000 e)The Financial Services Department is authorized to cash and deposit any bid deposit cheques in the County’s possession which are forfeited as a result of non-compliance with the terms, conditions and/or specifications of a sealed bid. 6.2 Other Guarantees\[NEW\] The PurchasingCoordinator, in consultation with the appropriate Director shall select any other appropriate means to guarantee execution and performance of the contract. Guarantees may include but are not necessarily limited to, one or more of the following; financial security deposit, provisions for liquidated damages, progress payments and holdbacks. 6.3 Insurance Documentsand Workplace Safety and Insurance Board (WSIB) a)In order to further protect the County, the following documents will be required from all successful Bidders/Proponents performingwork on County property; i.a current and valid certificate of insurance for the amount specified in the bid document; ii.a current and valid Workplace Safety and Insurance Board (WSIB) clearancecertificate; iii.confirmation of compliance with AODA requirements; iv.confirmation of compliance with County policies. 7.0CONTRACT ADMINISTRATION\[NEW\] 7.1The award of a contract may be made by way of an Agreement and/or purchase order. 7.2A purchase order will be used when the resulting contract award is over $15,000. The Purchasing Coordinator will issue an authorized purchase order incorporating the terms and conditions relevant to the contract award. 7.3An Agreement shall be used when the resulting contract is complex and contains special terms and conditions. 124 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 7.4It shall be the responsibility of the Purchasing Coordinator to determine if it is in the best interest of the County to establish an Agreement with a Supplier. 7.5Where an Agreement is required as a result of a contract award, the Warden and Chief Administrative Officer shall execute the Agreement in the name of the County. 7.6Contract Renewal Options Where a contract contains an option for renewal, the Director and Purchasing Coordinator may jointly exercise such option provided that all of the following apply: a)The Supplier’s performance in supplying the good and/or services or constructionis considered to have met the requirements of the contract; b)Any price increases are consistent with the prevailing market conditions for the goods or services being purchased; c)The facts justifying the decision to award to this Supplier previously are still relevant at the time of contract renewal; d)The original report to Council (if applicable) clearly identified the options to extend the contract; e)Funds are available or will be available in appropriate accounts within the approved budget to meet the proposed expenditure; f)The contract renewal option is in the best interest of the County. 8.0CONTRACTOR PERFORMANCE APPRAISAL SYSTEM 8.1The Contractor Performance Appraisal Systemis a standard process for assessing and recording contractor performance. It is designed to serve ice as a permanent record for the County and as a means of evaluating and comparing contractor performance on an ongoing basis throughout the project. 8.2The Contractor Performance Appraisal System will be used to evaluate all contracts regardless of value. The implementation of the ContractorPerformance EvaluationAppraisal System will be at the discretion of the Project Manager Director and/or the Purchasing Coordinator.The Contractor Performance AppraisalSystem is mandatoryfor all contracts valued over $100,000. 8.3If issues arise, under the direction of the Purchasing Coordinator, the County’s Project Manager will be asked to record their concerns using the VendorSupplierIncident Reporting Form. Results will be shared with the Vendor/Contractor/Consultant Supplier and a verbal warning may be issued by the Purchasing Coordinator. If performance does not improve, a second Vendor Supplier Incident Reporting Form will be issued and results will be shared with the Vendor/Contractor/Consultant Supplier. The Purchasing Coordinator will issue a written warning to the Supplier Vendor/Contractor/Consultant. If performance does not improve a third Vendor Supplier Incident Reporting Form will be initiated by the Project Manager and the results will be shared with the Vendor/Contractor/Consultant Supplier. Upon completion of the project, if a third VendorSupplier Incident Reporting Form is issued, under the direction of the Purchasing Coordinator, the Project Manager will complete the applicable Performance Report. 125 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) 8.4Once the ranking on the applicable Performance Report has been completed, the results will be shared with the Vendor/Contractor/ConsultantSupplierto discuss the overall ranking for the project. 8.5The performance evaluation shall determine whether a Suppliervendor, contractor or consultantwill be: a)allowed to bid on future projects; b)placed on a probationary list for two years to closely monitor future work, (fees required to monitor future work may be added to the project); or, c)not recommended for future work for a maximum of three years. 8.6In the event that a Supplier disputes the results of a Performance Report, recourse is available through the dispute resolution process set forth in section 9.0 below. a Dispute Committee which will hear from both Countystaff and the Vendor/Contractor/Consultant Supplier at a time and place appointed in writing by the Committee. The Dispute Committee shall be comprised of the Director of Financial Services, the Purchasing Coordinator and two representatives of the relevant Standing Dispute Resolution Committee of Council. The decision of the Dispute Committee shall be in writing, a copy of which shall be provided to the Vendor/Contractor/Consultant Supplier, and the decision of a majority of the Dispute Committee shall be final. \[Note Standing Dispute Resolution Committee of Council is no longer active.\] 9.0DISPUTE RESOLUTION In the event that a Supplieridentifies a dispute regarding any processoutlined in this policy, the County shall follow the steps below: a)meeting between the bidderSupplier, the Director of the User Department and the Purchasing Coordinator, b)if (a) does not lead to a resolution, the decision can be appealed to the Director of Financial Services who will then convene a Review Committee. c)The Review Committee shall hear from both County staff and the Supplier at a time and place decided by the Committee. The Review Committee shall be comprised of the Chief Administrative Officer, Director of Financial Services and two (2) Directors or their designates. A quorum of the Review Committee shall be two of the four members. The decision of the Review Committee shall be in writing, a copy of which shall be provided to the Supplier and the Purchasing Coordinator. The decision of the Review Committee shall be final. 10.0DOCUMENT ACCESS AND RETENTION 10.1 Access to Information a)The disclosure of information received relevant to the issue of bid solicitations or the award of contracts emanating from bid solicitations shall be made by the appropriate officers in accordance with the provisions of the Municipal Freedom of Information and Protection of Privacy Act., R.S.O. 1990, as amended. 126 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) b)All records and information pertaining to tenders, proposals and other sealedbids, which reveal a trade secret or scientific, technical, commercial, financial or other labour relations information, supplied in confidence implicitly or explicitly, shall remain confidential if the disclosure could reasonably be expected to: i.prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organizations; ii.result in similar information no longer being supplied to the County where it is in the public interest that similar information continue to be so supplied; iii.result in undue loss or gain to any person, group, committee or financial institution or agency; or, iv.result in information whose disclosure could reasonably be expected to be injurious to the financial interests of the County. c)In addition to the restriction against disclosure set forth in section 10.1b above, no records or information pertaining to Tenders, Proposals and Bids shall be disclosed in violation of the Municipal Freedom of Information and Protection of Privacy Act. 10.2 Document Retention a)All background information, information submitted by Suppliersvendors, and any other relevant information involved in obtaining prices for goods and services through a formal competitive procurement process, shall be retained for the entire budget year and six (6) years in records retention. b)All background information, information submitted by a successful Suppliervendor, resulting in a Contract or Agreement, shall be retained for a minimum of twenty (20) years in record retention. 11.0ADVERTISING/ BID POSTING 11.1To ensure access to all vendors, Advertising for bid opportunities estimated to exceed $50,000 excluding taxes shall be posted on one or more public tendering website with a direct link from the County’s website. 11.2Financial Services Department will post an annual notice in the local papers advising the public that all Proposals/Tenders/Quotations will be advertised electronically on the County’s website, Ontario Public Buyers and Biddingo websites. 12.0GENERAL 12.1 Exclusion of Bidders in Litigation\[MOVED\] No Tender, Proposal or Quotation will be accepted from any companySupplierinclusive of its subcontractors, which has a claim or instituted a legal proceeding against the County or against whom 127 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) the County has a claim or instituted a legal proceeding with respect to any previous Contract, without prior approval by Council. 12.2 Quarterly Reporting to Senior Management Team and County Council \[MOVED\] The Purchasing Coordinatorshall submit to the Senior Management Team and County Council an information report (quarterly) containing the details relevant to the exercise of delegated authority for all contracts awarded that exceed $15,000 including amendments, renewalsand leases. The Director of Financial Services shall certify in the report that the awards are in compliance with theProcurement Purchasing Policy. 12.3 Accessibility for Ontarians with Disabilities Act (AODA) \[MOVED& REVISED\] In deciding to purchase goods or services through the procurement process for the use of itself, its employees or the public, County CouncilThe County, to the extent possible, shall incorporate accessibility design, criteria and features, when procuring or acquiring goods, services or facilities in accordance with the AODA. or facilities, except where it is not practicable to do so.Should County Council determine that Where it is not practicable to incorporate the above said accessibility design, criteria and features when procuringor acquiring goods, services or facilities,they the County shall be prepared to provide, upon request, an explanation as to why this is the case. have regard to the accessibility for persons with disabilities to the goods or services. (Ontario Regulation 191/11). 12.4 Environmental Considerations \[MOVED\] In order to contribute to waste reduction and to increase the development and awareness of environmentally sound purchasing, acquisitions procurement of goods and services, specifications will provide for expanded use of durable products, reusable products and products (including those used in services) that contain the minimum level of post consumer waste and/or maximum level of recyclable content without significantly affecting the intended use of the product or service. 12.5 Trade Agreements \[NEW\] The Procurement Policy shall comply with all applicable trade agreements such as the Canada Free Trade Agreement (CFTA), the Comprehensive Economic and Trade Agreement (CETA) and any future trade agreements that are applicable to the County. 12.6 Local or Geographical Preference\[NEW\] The County shall not give any local or geographical preference during the competitive bid process. The County may mandate certain bona fide on-site response time requirements for specific situations. 12.7 Receipt of Goods\[MOVED\] The Director or designate shall arrange for prompt inspection of goods on receipt to confirm conformance with the terms of the contract and inform the Purchasing Coordinator immediately of any discrepancies. 128 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) APPENDIX A LEVELS OF CONTRACT APPROVAL AUTHORITY In the case of multi-year supply and/or service contracts, the pre-authorized expenditure limit shall refer to the estimated annual expenditure under the contract. Dollar Value Procurement Approval Authority Report to Policy (excluding taxes)Process Council Section Required Up to$15,000Director or any employee exercising No4.1 delegated authority approval Greater than Director or any employee exercising No 4.2 a,b $15,000but less Informal RFQ delegated authority approval and than $50,000Purchasing Coordinator Greater than RFQDirector or any employee exercising No 4.2a,c $50,000 but less delegated authority approval and than $100,000 Purchasing Coordinator Up to $250,000RFT / RFP Director or any employee exercising No 4.3 / 4.4 delegated authority approvaland Purchasing Coordinator Greater than RFT/ RFP County Council Yes 4.3 / 4.4 $250,000 Up to $50,000Single Source Directorand Director of Financial No 4.7b,c or Sole SourceServices or employee exercising delegated authority approval (jointly) Greater than Single Source County Council Yes 4.7b,c $50,000 or Sole Source 129 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) APPENDIX B GOODS AND SERVICES NOT SUBJECT TO THIS POLICY Exclusions Competitive Bids shall not be required for the following Goods and Services; a)Petty Cash Items b)Advertising services (radio, television, newspaper, magazine) c)Government Agencies d)Travel expenses including meals, conferences, seminars, conventions, trade shows and accommodations e)Courses f)Staff development / workshops g)Memberships h)Magazines, Books, Periodicals i)Licenses / Certificates (including hardware and software licenses) j)Ongoing maintenance for existing computer hardware and software k)Professional and skilled services provided to individuals as part of an approved program(s) within the Corporation including but not limited to medical services and counselling services l)Postage m)Utilities (Water, Sewage, Hydro, Gas, Telephone and Cable TV) n)Council approved grants 130 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) APPENDIX C IRREGULARITIES CONTAINED IN BIDS IRREGULARITYRESPONSECONSEQUENCE Late Bids Automatic Rejection Bidding system will not accept late bids. Unsealed Envelopes.Automatic Rejection. Incomplete, illegible or obscure bids or Automatic Rejection. bids which contain additions not called for, erasures, alterations, errors or irregularities of any kind. Bids not completed in ink.Automatic Rejection. Documents, in which all necessary Bidding System does not accept bids that have not Addenda have not been acknowledged.acknowledged all addenda Failure to attend mandatory site visit.Automatic Rejection. Bids received on documents other than Automatic Rejection. those provided by the County of Elgin. Failure to insert the Tenderer’s business Automatic Rejection. name in spaces provided in the Form of Tender. Failure to include signature of the person Automatic Rejection. authorized to bind the Tenderer in the space provided in the Form of Tender. Conditions placed by the Tenderer Bidder Automatic Rejection. on the Total Contract Price. Bids Containing Minor Mathematical The County has the right to correct minor Errors. mathematical errors. 131 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) a)If the amount tendered for a unit price item does not agree with the extension of the estimated quantity and the tendered unit price, or if the extension has not been made, the unit price shall govern and the total price shall be corrected accordingly. All corrections by the Purchasing Coordinator will be made in red ink and initialed. b)If both the unit price and the total price are left blank, then both shall be considered as zero. c)If the unit price is left blank but a total price is shown for the item, the unit price shall be established by dividing the total price by the estimated quantity. d)If the total price is left blank for a lump sum item, it shall be considered zero. e)If the Tender contains an error in addition and/or subtraction and/or transcription in the approved tender documentation format requested (i.e. not the additional supporting documentation supplied), the error shall be corrected and the corrected total contract price shall govern. f)Tenders containing prices which appear to be so unbalanced as to likely affect the interest of the County adversely may be rejected. Bid Performance Security a)Insufficient FinancialPerformanceAutomatic Rejection. Security(no bid deposit bond or insufficient bid deposit bond). b)Failure to insert name of bonding Automatic Rejection. company. c)Signature of bidder and/or bondingAutomatic Rejection. company missing when bid bond requested. Agreement to provide Performance Automatic Rejection. Security is not provided or is not in the form specified.(duplicate addressed above) Part bids (all items not bid). Automatic Rejection unlessallowed for in the request. 132 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) Withdrawal of BidsWithdrawal of bids received after the closing time will not be allowed. Tie Bids The designated official Purchasing Coordinator may use one of the following methods of dealing with tie bids, based upon the specific situation: 1)use a coin toss to select a recommended bid; 2) request the tie bidders to submit new bids; 3)negotiate with the tied bidders to break the tie. Other minor irregularitiesThe Purchasing Coordinator, in conjunction with the Directorof Finance shall have the authority to waive irregularities, which they jointly consider to be minor. 133 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) APPENDIX D GUIDELINES FOR THE EXECUTION OF PURCHASES These guidelines are provided to assist the Director and/or designate should they choose to exercise their authority to purchase goods or services. Guidelines are organized by objective as follows: Objective 1: Corporate Efficiency Purchases under this authority must be for unique User Department requirements, and therefore not duplicated in other User Departments, such that Corporate purchasing power or standardization is not a factor in costing. Requirements cannot be split in order to qualify for this process. Objective 2: Competitive Process A competitive process is undertaken whereby a minimum of three bids is obtained, and the lowest compliant bid is awarded the contract. Care must be taken as to how bids are sought, bidder lists are maintained and how competition is encouraged. Although a minimum of three bids is required, an open process without a minimum number of bids will be more competitive, and is encouraged. Objective 3: Open Process User Department needs are communicated to bidders, who are able to bid on goods or services they are qualified to provide. There should be no limitation of bids to an established listing. Objective 4: Transparent Process The process is undertaken based on clear definition of the product or service requirement, and a clear outline of the review and criteria to be undertaken. The decision to choose the low bidder will be based solely on the requirements as documented, the bidder document, and the application of the review criteria. The same decision should be arrived at each time given the same set of facts, which will facilitate the dispute resolution process. Objective 5: Fair Process The process will be fair, such that no action is undertaken by the County staff to allow any given bidder an unfair advantage. This does not however, require County action to ensure that existing conditions are changed to ensure that any conversion costs from an incumbent to another supplier are ignored in an evaluation – it is in the best interest of the County to ensure that such “leveling of the playing field” is not required. Objective 6: Insurance and Risk Management A Liability Certificate of Insurance Form and WSIB Certificates of Clearance Certificate may be submitted as deemed appropriate at the commencement of the project and periodically as the work is completed. 134 Corporation of the County of Elgin COUNCIL REPORT - APPENDIX “A” Financial Services – Procurement PolicyBy-Law No.XX-XX (Draft) Objective 7: Authorization for Payment The Director must ensure that the appropriate account has sufficient funds to pay for the contract. Objective 8: Standardization In order to assist in cross training, enable multiple bidders to understand the process requirements and ensure that legal and insurance risks are controlled, standard formats will be used for Requests for Quotations, Request for Tenders and Request for Proposals. These forms will be updated by Financial Services as appropriate. 135 136 137 Elgin County 2020 Budget Committee Meeting #3January 29, 2020 2:00pm 138 Added Farm - Farm TaxSmall ValueBudget Committee Recommended Option: Maintain Service Option A: Reduce Service to allow for a lower tax increaseOption B: Enhance ServiceOption C: Reduce Service to allow for acceleration of debt repayment Motion on Tax RatiosMotion on Budget Budget Committee review of tax ratiosReview tax increase/service levels/debt Agenda 139 tier municipalities - Added Farm Ratio - class be included for consideration in the 2020 budget deliberation - EFA letter received by County Council on January 28, 2020 asked that Council maintain the farm tax ratio at 23% for 2020 to reduce pressure on the residential tax classIf Council did reduce the ratio to 21%, the tax increase on the average home in this plan of 2.4% or $37 would have been increased to 3.6% or $55 Historically 25%Was reduced to 23% in 2019 to avoid a shift between property classesCouncil indicated they wished to consider avoiding tax shifts in future years with a tax ratio in 2020 of 21%October 7, 2019 report to Council recommended that the optional 75% reduction in this subSuch a reduction would reduce taxes by approximately $3,000 for the County and a $4,000 spread across five lower Farm Ratio Small Value Tax Ratios The tax ratios that have been highlighted by Council for consideration of changes: 140 Tax Ratios - Farm Business Sub - 141 Scale On - THAT the farm tax ratio remain at 23% to take some pressure off of the residential tax class; and,THAT the optional 75% reduction in the SmallClass tax ratio be approved; and,THAT all other property tax ratios remain at historical levels. Tax Ratio Recommendation 142 year window to avoid - Reductions in service can be considered to reduce the tax increaseFunding for enhancements in service in outlying years could be included to provide council with flexibility to take advantage of opportunities as they arise without “shocking” residents with an unplanned tax increaseReductions in service can be considered to accelerate debt repayment Measured tax increases over the tendouble digit tax increasesTemporary use of debt and reserves until the gradual tax increase takes full effectUse of provincial and federal infrastructure funding, as well as assessment growth, to partially fund the Asset Management Plan (AMP)Base assumption is that service levels will be maintained throughout the plan Setting Tax Increase Percentage ($000) 143 2029 Funding Analysis – 2020 ($000) 144 Service Level Changes ($000) 145 Government Funding Changes ($000) 146 2029 Funding Analysis – 2020 ($000) continued - 147 2029 Funding Analysis – 2020 ($000) continued - 148 2029 Funding Analysis – 2020 - one not uarter has -q payments sustainable that one levy e tabilized by s quarter equals financially levels operating reserve of een needs e redit an 149 ash availablin a ng betw-c f n penditures -o lgi ex net c emergi E line targets a approximately cashflow million on n i or capital 56 policy evy leaves address e l e $ on o represent draw t an of o t pl futur milli cash/operating reserv annual ng reserv levy fluctuations for h erm flexibility havi -t for $1 de of the ong anned l AllowswithoutProvi the 2029 The County’squarter Thisposition wit2029 atof Operating Reservesbeen pl Operating Reserves 150 The County will have no capital reserves by 2029 Plan includes debt increased by $12 million in 2021, $12 million in 2022 and $11 million in 2023, all with 10 year repayment terms at a rate of 2.4% (current Infrastructure Ontario rate)Elgin’s debt will peak at $28.5 million in 2023Elgin will have $7.5 million remaining in debt/capital funds by 2029This will be fully paid off by the end of 2032 Capital Reserves represent cash reserved for infrastructure investmentCapital Funds represents funds borrowed to finance infrastructure spending Capital Reserves/Funds 151 Definitions - Tax Rate: Percentage applied to the assessed property value to obtain the tax amountAssessment: The market value of a property as determined by MPAC. This value changes annually for all properties that saw an increase at the beginning of the reassessment period. Tax: The amount a property is invoiced based on the Assessment multiplied by the tax rate. Assessment Value Increase: Current year's assessment less prior year's assessment Household Tax Increase: Current year's taxes less prior year's taxes. Household Tax Increase Percentage: Current year's tax increase divided by the prior year's taxes. This value can also be calculated by adding the tax rate increase to the Assessment Value Increase. Levy: The total taxes raised across all property classes, including both existing properties and new construction (Assessment Growth). Assessment Growth: Increases in total assessment value within the County as a result of new construction. This results in an increase in the number of households and a corresponding increase in demand for services. Because of assessment growth the levy increase is greater than the increase on the average household. Explanation of Taxes 152 Explanation of Taxes 153 Explanation of Taxes (continued) 154 term in real terms to allow for acceleration of debt repayment by - Increase on average home in 2020 of 2.4% or $37Increase on average home in 2020 of 2.8% or $43 Service levels maintained in real terms3.6% increase on average property over next ten yearsService is not adjusted to accommodate population growthEliminate the $3 million increase in service costsTax increase reduced to just above 3% average property (2.0% or $30 average home in 2020)Plan for increases in taxes on average property for next ten years of 4%Add approximately $1.5 million in cost in outlying years to enhance service levels3.6% increase on average property over next ten yearsReduce service in the shortend of 2027 instead of 2032 Recommended Option:Option A:Option B: Option C: Alternatives 155 year window to avoid double digit - 4% on average property over the next ten years Conclusion - - $43 on the average home in 2020) dependent on planned - Measured tax increases over the tentax increasesTemporary use of debt and reserves until the gradual tax increase takes full effectUse of provincial and federal infrastructure funding, as well as assessment growth, to partially fund the Asset Management Plan (AMP)Tax increase of 3% ($30 service level/debt repayment schedule chosen Tax Increase pend of s debt tax and, be capital of a levy h on 000 project wit 2020 1, 9,000; e 2020 a milli ng a h $9,4 wit $9,5 servic of of noperati 2029, e and $35 000 e d 156 ough rwar incom maintai incom home) thr -fo an net net $199,158, pl age carry of ng 3.6% ng of averhe an t budget pl he of t operati ng operati e on approved. ar property capital result bas be -ye operati $37 ar net age or ten -ye 000 he t 2020 and, aver ten ; ng (2.4% he t and a 2020 bei County’s02020 $26,039, 2032 overall on 000 of e hehe by tant d TTT AAA THincreas$37,275,repaiTHapproved,of$138,THbudget Tax Increase Recommendation The Budget Committee recommended option is based on the flexibility it affords in the case of new initiatives without having to rely on debt: 157 158 159 160 161 162 163 164 2029 (50,000) (157,019) (194,624) (130,370) (6,729,137)(4,511,264)(5,529,587)(6,416,327)(6,247,587) (16,438,913)(10,188,187) 2028 (50,000) (157,019) (194,624) (130,370) (6,431,033)(4,311,412)(5,284,624)(6,132,080)(9,736,845)(5,970,815) (15,710,660) 2027 (50,000) (157,019)(194,624)(130,370) (6,146,135)(4,120,414)(5,050,512)(5,860,426)(9,305,498)(5,706,305) (15,014,670) 2026 (50,000) (157,019) (194,624) (130,370) (5,873,858)(3,937,878)(4,826,772)(5,600,806)(8,893,259)(5,453,512) (14,349,512) 2025 (50,000) (157,019)(194,624)(130,370) (5,613,643)(3,763,428)(4,612,943)(5,352,687)(8,499,283)(5,211,919) (13,713,821) 2024 (50,000) (157,019) (194,624) (130,370) (5,364,955)(3,596,706)(4,408,587)(5,115,560)(8,122,760)(4,981,028) (13,106,291) 2023 (50,000) (157,019)(194,624)(130,370) (5,127,285)(3,437,370)(4,213,284)(4,888,938)(7,762,918)(4,760,366) 165 (12,525,675) 2022 (50,000) (134,502) (157,019) (194,624) (130,370) (4,900,143)(3,285,092)(4,026,634)(4,672,355)(7,419,016)(4,549,479) (11,970,781) 2021 (50,000) (334,501)(157,019)(194,624)(130,370) (4,683,065)(3,139,561)(3,848,252)(4,465,368)(7,090,350)(4,347,935) (11,440,470) 2020 (506)(749) 1,255 (534,500) (200,000) (157,019) (194,624) (130,370) (4,474,245)(2,999,567)(3,676,657)(4,266,256)(6,774,189)(4,154,059) (10,930,335) 2019 7,291 (8,814)(4,220) 32,70219,342 (19,319)(26,982) (628,800)(411,062)(152,505)(328,137)(102,296) (4,225,489)(2,795,518)(3,540,051)(4,013,947)(6,221,536)(3,886,221) (10,387,807) Corporate ActivitiesI) Net Income Column Labels 1) RevenueCapping - Aylmer Capping Town of Aylmer Capping - Bayham Capping Municip of Bayham Capping - Central Elgin Capping Municip of Central Elgin Capping - Dutton/Dunwich Capping Municip of Capping - Malahide Capping Township of Malahide Capping - Southwold Capping Township of Southwold Capping - West Elgin Capping Municip of West Elgin Community Reinvestment Community Reinvestment Interest Income Interest Income Levy Municip of Bayham Levy Municip of Bayham Levy Municip of Central Elgin Levy Municip of Central Elgin Levy Municip of Dutton/Dunwich Levy Municip of Dutton/Dunwich Levy Municip of West Elgin Levy Municip of West Elgin Levy Town of Aylmer Levy Town of Aylmer Levy Township of Malahide Levy Township of Malahide Levy Township of Southwold Levy Township of Southwold PIL Municip of Bayham PIL Municip of Bayham PIL Municip of Central Elgin PIL Municip of Central Elgin PIL Municip of Dutton/Dunwich PIL Municip of Dutton/Dunwich PIL Municip of West Elgin DescriptionOpCap Sum of BudgetRow Labels 2029 73,942 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538368,100646,892 (458,752) (117,621) (317,409) 2,124,493 2028 72,492 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538360,883634,208 (458,752) (167,621) (311,185) 2,082,837 2027 71,071 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538353,807621,773 (458,752)(217,621)(305,084) 2,041,997 2026 69,677 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538346,869609,581 (458,752) (267,621) (299,102) 2,001,958 2025 68,311 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538340,068597,628 (458,752)(317,621)(293,237) 1,962,703 2024 66,971 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538333,400585,910 (458,752) (367,621) (287,487) 1,924,219 2023 65,658 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538326,863574,422 (458,752)(417,621)(281,850) 1,886,489 166 2022 64,371 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538320,454563,159 (458,752) (467,621) (276,324) 1,849,499 2021 63,109 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538314,170552,116 (458,752)(517,621)(270,905) 1,387,125 2020 61,871 (25,139)(12,538)(38,782)(93,013)(32,591)(35,864)(58,581)(73,305)(47,461) 138,538308,010541,291 (458,752) (567,621) (125,000) (265,594) 1,017,064 2019 60,837 (76,380)(11,774)(68,445)(31,929)(48,907)(21,695)(40,877)(50,527)(96,069) 138,538208,010953,264530,677 (390,129)(548,760)(725,000)(260,060)(112,999) Corporate ActivitiesI) Net Income Column Labels Province of Ontario - Project Revenue PIL Municip of West Elgin PIL Town of Aylmer PIL Town of Aylmer PIL Township of Malahide PIL Township of Malahide PIL Township of Southwold PIL Township of Southwold Project Revenue Modernization FundingCannibis FundingEfficiency Funding Rental Revenue Rental Revenue Supp Municip of Bayham Supp Municip of Bayham Supp Municip of Central Elgin Supp Municip of Central Elgin Supp Municip of Dutton/Dunwich Supp Municip of Dutton/Dunwich Supp Municip of West Elgin Supp Municip of West Elgin Supp Town of Aylmer Supp Town of Aylmer Supp Township of Malahide Supp Township of Malahide Supp Township of Southwold Supp Township of Southwold 4) Operating CostsAmortization Amortization Child Care_St. Thomas Child Care/St. Thomas Grants Grants Health Unit Health Unit Income Maint/St. Thomas Income Maint/St. Thomas DescriptionOpCap Sum of BudgetRow Labels 2029 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 272,454951,467195,699 3,085,2251,929,839 2028 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 360,117932,811195,699 2,677,0911,891,999 2027 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 445,708914,520195,699 2,287,0371,854,901 2026 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 529,277896,589195,699 1,914,2631,818,530 2025 2,0002,000 15,00075,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 610,872879,008195,699 1,558,0031,782,873 2024 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 690,538861,773195,699 1,217,5261,747,914 2023 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 768,322892,132844,875195,699 1,713,642 167 2022 2,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 554,784581,153250,000828,309195,699 1,680,041 2021 2,0005,0002,000 75,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 290,400283,950250,000812,068195,699 1,647,099 2020 2,0005,0002,000 68,44515,00075,00040,00077,00040,00030,00015,00040,00014,84265,87229,07461,61131,170 725,000200,000250,000796,145195,699 1,614,803 2019 2,0005,0002,0001,416 57,00060,00020,00020,00020,00040,00064,31743,33779,63186,77818,649 109,159240,409100,000250,000779,703 1,583,140 Corporate ActivitiesI) Net Income Column Labels Community Improvement Plan GrantsGrowth Related Operating Cost Project Interest Expense Interest Income Project Costs Broadband Initiative MembershipCannibis FundingEfficiency FundingFacility Audit - Ambulance ServicesHealthcare PartnershipInsurance DeductiblesModerniza tion FundingOrthodonticsWSIB 856014 AdminWSIB 856134 Terrace LodgeWSIB 856135 Bobier VillaWSIB 856136 Elgin ManorWSIB Other Indemnity Project Grants Hospital Foundation DonationIPM ScholarshipTown Crier Honorarium Property Assessments Property Assessments Social Housing Social Housing Tax w/o Bayham Tax w/o Municip of Bayham Tax w/o Central Elgin Tax w/o Municip of Central Elgin Tax w/o Dutton/Dunwich Tax w/o Municip of Tax w/o Malahide Tax w/o Township of Malahide Tax w/o Southwold Tax w/o Township of Southwold Tax w/o Town of Aylmer Tax w/o Town of Aylmer DescriptionOpCap Sum of BudgetRow Labels 2029 2,500 50,848 (47,540,503) 2028 2,500 50,848 (45,540,723) 2027 2,500 50,848 (43,632,734) 2026 2,500 50,848 (41,812,458) 2025 2,500 50,848 (40,060,998) 2024 2,500 50,848 (38,419,628) 2023 2,500 50,848 168 (36,839,788) 2022 2,500 50,848 (35,507,063) 2021 2,500 50,848 (35,029,875) 2020 2,500 50,848 (33,812,278) 2019 2,500 78,085 (33,622,470) Corporate ActivitiesI) Net Income Column Labels Tax w/o West Elgin Tax w/o Municip of West Elgin Tax Write-Offs Tax Relief DescriptionOpCap Sum of BudgetRow LabelsGrand Total ЋЉЋВ 7,3007,0009,0461,250 (3,036) 42,45232,00010,000 249,719 ЌЎЎͲАЌЊ ЋЉЋБ 7,3007,0009,0461,250 (3,036) 41,68932,00010,000 245,230 ЌЎЉͲЍБЉ ЋЉЋА 7,3007,0009,0461,250 (3,036) 40,87232,00010,000 240,422 ЌЍЍͲБЎЍ ЋЉЋЏ 7,3007,0009,0461,250 (3,036) 40,07032,00010,000 235,708 ЌЌВͲЌЌБ ЋЉЋЎ 7,3007,0009,0461,250 (3,036) 39,28532,00010,000 231,086 ЌЌЌͲВЌЊ ЋЉЋЍ 7,3007,0009,0461,250 (3,036) 38,51432,00010,000 226,555 ЌЋБͲЏЋВ ЋЉЋЌ 7,3007,0009,0461,250 (3,036) 37,75932,00010,000 222,113 ЌЋЌͲЍЌЋ 169 ЋЉЋЋ 7,3007,0009,0461,250 (3,036) 37,01932,00010,000 217,757 ЌЊБͲЌЌЏ ЋЉЋЊ 7,3007,0009,0461,250 (3,036) 36,29332,00010,000 213,488 ЌЊЌͲЌЍЊ ЋЉЋЉ 7,3007,0009,0461,250 (3,036) 35,52232,00010,000 208,953 ЌЉБͲЉЌЏ ЋЉЊВ 4,0974,9817,3008,1607,0009,0461,250 (3,036) 34,82632,000 204,856 ЌЊЉͲЍБЉ CouncilI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻwĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭğŭĻƭ Wage AdjustmentWages Council ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Benefits AdjustmentWages Council ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ/ƚƩƦ /ƌƚƷŷźƓŭΉDźŅƷƭ Ties, Crests, Pens, Gifts 5ĻǝĻƌƚƦƒĻƓƷ Development aĻğƌƭΉwĻŅƩĻƭŷƒĻƓƷƭ Meals/Refreshments aźƌĻğŭĻ Mileage aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous wĻĭƚŭƓźƷźƚƓ Recognition DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 600 ЋЉЋВ 6,5001,0003,9003,0007,750 85,23014,489 ЊЋЋͲЍЏВ 600 ЋЉЋБ 6,5001,0003,9003,0007,750 83,69814,229 ЊЋЉͲЏАЏ 600 ЋЉЋА 6,5001,0003,9003,0007,750 82,05713,950 ЊЊБͲАЎЏ 600 ЋЉЋЏ 6,5001,0003,9003,0007,750 80,44813,676 ЊЊЏͲБАЍ 600 ЋЉЋЎ 6,5001,0003,9003,0007,750 78,87013,408 ЊЊЎͲЉЋБ 600 ЋЉЋЍ 6,5001,0003,9003,0007,750 77,32413,145 ЊЊЌͲЋЊВ 600 ЋЉЋЌ 6,5001,0003,9003,0007,750 75,80812,887 ЊЊЊͲЍЍЎ 170 600 ЋЉЋЋ 6,5001,0003,9003,0007,750 74,32112,635 ЊЉВͲАЉЏ 600 ЋЉЋЊ 6,5001,0003,9003,0007,750 72,86412,387 ЊЉБͲЉЉЊ 600 ЋЉЋЉ 6,5001,0003,9003,0007,750 71,31612,124 ЊЉЏͲЊВЉ 418 600 ЋЉЊВ (987) 1,3986,5001,0003,9003,0007,750 69,91811,886 ЊЉЎͲЌБЌ WardenI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЋΜ ğŭĻƭğŭĻƭ Wage AdjustmentWages Warden ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Benefits AdjustmentWages Warden ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƌĻĭƷźƚƓ wĻĭĻƦƷźƚƓ Election Reception aźƌĻğŭĻ Mileage aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous tƩƚƆĻĭƷ /ƚƭƷƭ Past Wardens Fund wĻĭƚŭƓźƷźƚƓ RecognitionƩğǝĻƌ Ώ hƷŷĻƩ Travel-Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ЋЉЋВ (1,200) 75,86079,89071,22988,73061,516 159,191210,216163,915 (164,564) (292,915) ЋЉЋБ (1,200) 74,08878,02469,56586,65760,078 155,472205,415160,171 (158,174) (281,541) ЋЉЋА (1,200) 72,90976,78268,45885,27859,122 152,998202,162157,634 (158,174)(281,541) ЋЉЋЏ (1,200) 71,47475,27167,11183,60057,959 149,987198,183154,532 (152,032) (270,608) ЋЉЋЎ (1,200) 70,06873,79065,79081,95456,818 147,035194,282151,490 (152,032)(270,608) ЋЉЋЍ (1,200) 68,94672,60964,73780,64355,909 144,683191,187149,077 (146,128) (260,100) ЋЉЋЌ (1,200) 67,07970,64262,98378,45854,394 140,762185,980145,016 (146,128)(260,100) 171 ЋЉЋЋ (1,200) 65,76369,25761,74876,92053,328 138,002182,333142,173 (140,454) (250,000) ЋЉЋЊ (1,200) 64,71768,15560,76644,11352,480 135,807179,445139,921 (140,454)(250,000) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) ЋЉЋЉ (1,200) 63,72967,11559,83951,679 133,735176,587137,693 (135,000) (171,000) ЋЉЊВ 2,1462,2604,217 (1,200)(3,045) 85,64150,46848,66995,541 (62,500) 127,295172,569 (160,250) Administrative ServicesI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ DD - MV Application Celtic Line - BuisWE - Michael/Susan Peternel - Reimburse Cap CostsWages - Corporate Communications & Engagement Wages - Legislative Services CoordinatorWages Legislative Services Coordinator ЊΜ wĻǝĻƓǒĻtƩƚƆĻĭƷ wĻǝĻƓǒĻ AY - MiscellaneousBA - MiscellaneousCC - MiscellaneousCE - MiscellaneousCE - Short Term RentalsDD - MiscellaneousEL - MiscellaneousEL - Municipal RevenueEL - POAKC - MiscellaneousLN - MiscellaneousMA - MiscellaneousMAG - MiscellaneousOX - MiscellaneousSO - MiscellaneousST - MiscellaneousWE - Miscellaneous wĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭğŭĻƭ Wage AdjustmentWages Administrative AssistantWages Administrative CoordinatorWages CAOWages County Barrister & SolicitorWages Legal AssistantWages Prosecutor/Counsel DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ 00 ЋЉЋВ 1,5007,5004,167 21,24122,36919,94424,84444,57358,86017,22445,89611,33313,630 00 ЋЉЋБ 1,5007,5004,167 20,74521,84719,47824,26443,53257,51616,82244,84811,33313,630 00 ЋЉЋА 1,5007,5004,167 20,41521,49919,16823,87842,83956,60516,55444,13811,33313,630 00 ЋЉЋЏ 1,5007,5004,167 20,01321,07618,79123,40841,99655,49116,22843,26911,33313,630 00 ЋЉЋЎ 1,5007,5004,167 19,61920,66118,42122,94741,17054,39915,90942,41711,33313,630 00 ЋЉЋЍ 1,5007,5004,167 19,30520,33118,12622,58040,51153,53215,65541,74111,33313,630 00 ЋЉЋЌ 1,5007,5004,167 18,78219,78017,63521,96839,41452,07415,23040,60411,33313,630 172 00 ЋЉЋЋ 1,5007,5004,167 18,41419,39217,28921,53838,64151,05314,93239,80811,33313,630 00 ЋЉЋЊ 1,5007,5004,167 18,12119,08317,01512,35238,02650,24514,69439,17811,33313,630 000000000000 ЋЉЋЉ 1,5007,5004,167 17,84418,79216,75537,44649,44414,47038,55411,33313,630 601 633 ЋЉЊВ 1,1811,5006,1254,167 23,97935,64348,31914,13113,62726,75211,33313,630 (28,498) Administrative ServicesI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ Wages - Corporate Communications & Engagement Wages - Legislative Services CoordinatorWages Legislative Services CoordinatorDD - MV Application Celtic Line - Buis ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Benefits AdjustmentWages Administrative AssistantWages Administrative CoordinatorWages CAOWages County Barrister & SolicitorWages Legal AssistantWages Prosecutor/Counsel ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aĻƒĬĻƩƭŷźƦƭ Memberships aźƌĻğŭĻ Mileage hŅŅźĭĻ {ǒƦƦƌźĻƭ Office Supplies tƩƚƆĻĭƷ /ƚƭƷƭ AY - MiscellaneousBA - MiscellaneousCC - MiscellaneousCE - MiscellaneousCE - Short Term RentalsDD - MiscellaneousEL - MiscellaneousEL - Municipal RevenueEL - POAKC - MiscellaneousLN - Miscellaneous DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ 500 ЋЉЋВ 2,5005,000 АЎЋͲВЎЊ 500 ЋЉЋБ 2,5005,000 АЍЌͲАЌА 500 ЋЉЋА 2,5005,000 АЋЎͲЏЎЎ 500 ЋЉЋЏ 2,5005,000 АЋЉͲЏАБ 500 ЋЉЋЎ 2,5005,000 ЏВВͲЉЏЉ 500 ЋЉЋЍ 2,5005,000 ЏВБͲЋАЏ 500 ЋЉЋЌ 2,5005,000 ЏЏВͲЎЉЍ 173 500 ЋЉЋЋ 2,5005,000 ЏЏЎͲЉЏЏ 500 ЋЉЋЊ 2,5005,000 ЏЉБͲЎВЌ 0000000 500 ЋЉЋЉ 2,5005,000 ЏЋЋͲЏЊЉ 500 ЋЉЊВ 2,5001,500 ЎЌВͲЍЌЎ Administrative ServicesI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ WE - Michael/Susan Peternel - Reimburse Cap Costs MA - MiscellaneousMAG - MiscellaneousOX - MiscellaneousSO - MiscellaneousST - MiscellaneousWE - Miscellaneous tƩƚƒƚƷźƚƓƭ Special Projects{ǒĬƭĭƩźƦƷźƚƓƭ ε tǒĬƌźĭğƷźƚƓƭ SubscriptionsƩğǝĻƌ Ώ hƷŷĻƩ Travel - Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 2029 7,5033,0003,408 (1,000) 54,600 67,511 2028 7,5033,0003,341 (1,000) 53,530 66,374 2027 7,5033,0003,276 (1,000) 53,530 66,309 2026 7,5033,0003,212 (1,000) 52,480 65,195 2025 7,5033,0003,149 (1,000) 51,451 64,103 2024 7,5033,0003,087 (1,000) 50,442 63,032 2023 7,5033,0003,026 (1,000) 49,453 61,982 174 2022 7,5033,0002,967 (1,000) 48,483 60,953 2021 7,5033,0002,909 (1,000) 47,533 59,945 2020 7,5033,0002,852 (1,000) 46,601 58,956 2019 7,5033,0002,796 (1,000) 45,687 57,986 AgricultureI) Net Income Column Labels 1) RevenueProject Revenue Tree Replanting 4) Operating CostsAmortization Amortization Project Costs Tree Replanting Purchased Services Purchased Services Vehicle/Repairs/Maint/Fuel Vehicle/Repairs/Ma int/Fuel DescriptionOpCap Sum of BudgetRow LabelsGrand Total ΛЉΜ 414 249 430 ЋЉЋВ 7,3142,4381,4631,2432,0001,0006,8231,423 (1,906) 14,000 (36,892) ΛЉΜ 407 244 430 ЋЉЋБ 7,1832,3941,4371,2212,0001,0006,8231,423 (1,872) 14,000 (36,690) ΛЉΜ 399 239 430 ЋЉЋА 7,0422,3471,4081,1972,0001,0006,8231,423 (1,836) 14,000 (36,473) Љ 391 235 430 ЋЉЋЏ 6,9042,3011,3811,1742,0001,0006,8231,423 (1,800) 14,000 (36,261) Љ 384 230 430 ЋЉЋЎ 6,7682,2561,3541,1512,0001,0006,8231,423 (1,764) 14,000 (36,054) ΛЉΜ 376 226 430 ЋЉЋЍ 6,6362,2121,3271,1282,0001,0006,8231,423 (1,730) 14,000 (35,851) Љ 369 221 430 ЋЉЋЌ 6,5052,1691,3011,1062,0001,0006,8231,423 (1,696) 14,000 (35,650) 175 ΛЉΜ 361 217 430 ЋЉЋЋ 6,3782,1261,2761,0842,0001,0006,8231,423 (1,662) 14,000 (35,456) ΛЉΜ 354 213 430 ЋЉЋЊ 6,2532,0841,2511,0632,0001,0006,8231,423 (1,630) 14,000 (35,264) Љ 347 208 430 ЋЉЋЉ 6,1202,0401,2241,0402,0001,0006,8231,423 (1,595) 14,000 (35,060) Љ 340 204 430 ЋЉЊВ 6,0002,0001,2001,0202,0001,0006,8231,423 (1,564) 14,000 (34,876) Police Services BoardI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻwĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭğŭĻƭ Honorarium Board MembersHonorarium ChairHonorarium ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Benefit AdjustmentHonorarium Board MembersHonorarium ChairHonorarium ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development aźƌĻğŭĻ Mileage aźƭĭĻƌƌğƓĻƚǒƭ Administrative OverheadInsuranceOAPSB MembershipƩğǝĻƌ Ώ hƷŷĻƩ Travel - Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ЋЉЋВ 6,9805,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 24,93079,89050,11922,36928,38656,771 178,997101,377202,754 ЋЉЋБ 6,8175,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 24,34878,02499,00848,94821,84727,72255,445 174,814198,017 ЋЉЋА 6,7095,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 23,96076,78297,43348,16921,49927,28154,563 172,033194,867 ЋЉЋЏ 6,5775,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 23,48975,27195,51647,22121,07626,74453,489 168,647191,031 ЋЉЋЎ 6,4475,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 23,02673,79093,63646,29220,66126,21852,436 165,328187,271 ЋЉЋЍ 6,3445,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 22,65872,60992,13845,55120,33125,79951,597 162,683184,276 ЋЉЋЌ 6,1725,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 22,04470,64289,64144,31719,78025,10050,199 158,275179,282 176 ЋЉЋЋ 6,0515,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 21,61269,25787,88443,44819,39224,60749,215 155,172175,767 ЋЉЋЊ 5,9555,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 21,26868,15586,48542,75719,08324,21648,432 152,703172,971 ЋЉЋЉ 5,8835,1001,0001,0004,5003,0002,7001,0003,6403,5002,000 21,01167,11585,16642,10418,79223,84747,693 150,373170,331 80 ЋЉЊВ 7,6538,7232,1435,1001,0004,0003,0002,7003,6402,4502,5002,000 (8,000) 31,15352,98583,17141,11814,83623,28846,576 146,850166,342 Financial ServicesI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ Envelope Folding & Inserting Machine ЋΜ ğŭĻƭğŭĻƭ Wage AdjustmentWages Admin AssistantWages Director of FinanceWages Financial AnalystWages Parental Leave CoverageWages Purchasing CoordinatorWages Senior Financial Analyst ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Benefit AdjustmentWages Admin AssistantWages Director of FinanceWages Financial AnalystWages Parental Leave CoverageWages Purchasing CoordinatorWages Senior Financial Analyst ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment\[Ļŭğƌ ε tƩƚŅĻƭƭźƚƓğƌ Photocopy aĻƒĬĻƩƭŷźƦƭ Memberships aźƌĻğŭĻ Mileage aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous hŅŅźĭĻ {ǒƦƦƌźĻƭ Folder Inserter LeaseOffice Supplies tƩƚƆĻĭƷ /ƚƭƷƭ Budget Programming CostsƩğǝĻƌ Ώ hƷŷĻƩ Travel-Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ ЋЉЋВ АБЉͲЉЊЍ ЋЉЋБ АЏЋͲЍЌЉ ЋЉЋА АЎЉͲАЌА ЋЉЋЏ АЌЏͲЎЉЊ ЋЉЋЎ АЋЋͲЎЍЎ ЋЉЋЍ АЊЊͲЍЋЏ ЋЉЋЌ ЏВЋͲБВЋ 177 ЋЉЋЋ ЏАВͲБЍЎ ЋЉЋЊ ЏЏВͲЍЏЎ ЋЉЋЉ ЏЎВͲАЎЍ ЋЉЊВ ЏЍЌͲЌЉА Financial ServicesI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 700 300 2029 3,6001,0001,5004,0001,9007,000 88,73024,84449,68947,93133,59820,00010,000 (35,000) 177,460171,181119,991 700 300 2028 3,6001,0001,5004,0001,9007,000 86,65724,26448,52846,81132,81320,00010,000 (35,000) 173,314167,181117,188 700 300 2027 3,6001,0001,5004,0001,9007,000 85,27823,87847,75646,06632,29120,00010,000 (35,000) 170,556164,521115,323 700 300 2026 3,6001,0001,5004,0001,9007,000 83,60023,40846,81645,16031,65520,00010,000 (35,000) 167,200161,284113,054 700 300 2025 3,6001,0001,5004,0001,9007,000 81,95422,94745,89444,27131,03220,00010,000 (35,000) 163,909158,109110,829 700 300 2024 3,6001,0001,5004,0001,9007,000 80,64322,58045,16043,56230,53620,00010,000 (35,000) 161,286155,580109,056 700 300 2023 3,6001,0001,5004,0001,9007,000 78,45821,96843,93642,38229,70820,00010,000 (35,000) 156,916151,364106,101 178 700 300 2022 3,6001,0001,5004,0001,9007,000 76,92021,53843,07540,45629,12620,00010,000 (35,000) 153,840144,486104,020 700 300 2021 3,6001,0001,5004,0001,9007,000 75,04121,01142,17538,28028,66220,00010,000 (35,000) 150,625136,714102,365 700 300 2020 3,6001,0001,5004,0001,9007,000 71,14419,92040,76236,29528,22520,00010,000 (35,000) 145,580129,625100,804 703 700 300 2019 1,0003,6001,0001,5004,0001,9007,000 (2,500) 66,79898,44218,70439,05839,17227,56413,29910,000 (30,000)(10,971) 139,494139,901 Human ResourcesI) Net Income Column Labels 1) RevenueProject Revenue Accessibility Coordinator - Accessibility Coordinator - Other 2) WagesWages Wage AdjustmentWages Accessibility CoordinatorWages HR AssistantWages HR DirectorWages HR Manager 3) BenefitsBenefits Benefit AdjustmentWages Accessibility CoordinatorWages HR AssistantWages HR DirectorWages HR Manager 4) Operating CostsAdvertising Recruitment Development Development Legal & Professional Photocopy Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Project Costs Accessibility CommitteePay EquityStaff Training Subscriptions & Publications Subscriptions Travel - Other DescriptionOpCap Sum of BudgetRow Labels 500 2029 728,924 500 2028 712,255 500 2027 701,170 500 2026 687,675 500 2025 674,445 500 2024 663,903 500 2023 646,334 179 500 2022 628,960 500 2021 610,374 500 2020 587,855 500 2019 571,165 Human ResourcesI) Net Income Column Labels Travel-Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 4,9862,5002,5009,0342,5002,0005,0005,000 17,80788,73069,12424,84436,63633,59880,00015,00010,00010,000 119,991532,194 (771,898) 2028 4,8692,5002,5009,0342,5002,0005,0005,000 17,39186,65767,94724,26436,01232,81315,00010,00010,000 117,188523,899 (756,763) 2027 4,7922,5002,5009,0342,5002,0005,0005,000 17,11485,27866,42923,87835,20732,29115,00010,00010,000 115,323515,624 (741,924) 2026 4,6982,5002,5009,0342,5002,0005,0005,000 16,77883,60065,12323,40834,51531,65515,00010,00010,000 113,054517,383 (727,377) 2025 4,6052,5002,5009,0342,5002,0005,0005,000 16,44781,95463,84322,94733,83731,03265,00015,00010,00010,000 110,829520,408 (713,114) 2024 4,5322,5002,5009,0342,5002,0005,0005,000 16,18480,64362,75622,58033,26030,53615,00010,00010,000 109,056473,045 (699,132) 2023 4,4092,5002,5009,0342,5002,0005,0005,000 15,74678,45861,35421,96832,51729,70815,00010,00010,000 106,101462,725 (685,423) 180 2022 4,3222,5002,5009,0342,5002,0005,0005,000 15,43776,92060,14721,53831,87829,12615,00010,00010,000 104,020441,780 (671,984) 2021 4,2542,5002,5009,0342,5002,0005,0005,000 15,19175,69658,96521,19531,25128,66215,00010,00010,000 102,365336,593 (658,807) 2020 4,1892,5002,5009,0342,5002,000 14,96074,54158,00420,87130,74228,22565,00025,00010,00010,000 100,804170,690 (645,890) 279 2019 4,0911,0005,0009,0345,0005,000 (1,000)(7,766) 14,60972,79556,70998,44220,38330,05627,56415,00020,00040,00010,00015,000 (61,815) 142,240 (520,542) Administrative BuildingI) Net Income Column Labels POA/Museum Project Completion (Landscape/Drain/Other) 1) RevenueProject Revenue Renovations for GSE Rental Revenue Rental Revenue 2) WagesWages Admin AssistantBuilding Science TechnologistMaintenanceManager Corporate FacilitiesWage/Benefit Adjustment 3) BenefitsBenefits Admin AssistantBuilding Science TechnologistMaintenanceManager Corporate FacilitiesWage/Benefit Adjustment 4) Operating CostsAmortization Depreciation Development Development Equipment Equipment Mileage Travel Miscellaneous Miscellaneous Project Costs Facility Condition Audit - AdminHeat Pump ReplacementMiscellaneous EquipmentMiscellaneous MaintenanceMiscellaneous Professional FeesPaintingSecurity Equipment DescriptionOpCap Sum of BudgetRow Labels 2029 1,000 32,86235,000 362,113317,895 1,048,416 2028 1,000 32,86235,000 355,013311,661 953,347 2027 1,000 32,86235,000 348,052305,550 940,011 2026 1,000 32,86235,000 341,227299,559 936,018 2025 1,000 32,86235,000 334,536293,685 998,405 2024 1,000 32,86235,000 327,977287,927 881,759 2023 1,000 32,86235,000 321,546282,281 863,785 181 2022 1,000 32,86235,000 315,241276,746 837,568 2021 1,000 32,86235,000 309,060271,320 728,141 2020 1,000 32,86235,000 303,000266,000 623,533 2019 2,500 32,86228,460 244,400240,835 550,135 Administrative BuildingI) Net Income Column Labels Property Taxes Property Taxes Purchased Services Purchased Services Repairs & Maintenance Repairs/Maintenance Travel - Other Travel - Other Utilities Utilities DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 7,8005,0005,000 35,26612,41532,00033,46317,61012,50029,000 (25,000) 200,000510,385100,771 976,208 2028 7,8005,0005,000 34,57412,17132,00032,80617,61012,50029,000 (25,000) 200,000488,406100,771 952,639 2027 7,8005,0005,000 33,89611,93332,00032,16317,61012,50029,000 (25,000) 200,000467,374100,771 930,047 2026 7,8005,0005,000 33,23111,69932,00031,53317,61012,50029,000 (25,000) 200,000447,248100,771 908,392 2025 7,8005,0005,000 32,58011,46932,00030,91417,61012,50029,000 (25,000) 200,000427,989100,771 887,633 2024 7,8005,0005,000 31,94111,24432,00030,30817,61012,50029,000 (25,000) 200,000409,559100,771 867,733 2023 7,8005,0005,000 31,31511,02432,00029,71417,61012,50029,000 (25,000) 200,000391,922100,771 848,656 182 2022 7,8005,0005,000 30,70110,80832,00029,13117,61012,50029,000 (25,000) 200,000375,045100,771 830,366 2021 7,8005,0005,000 30,09910,59632,00028,56017,61012,50029,000 (25,000) 200,000358,895100,771 812,830 2020 7,8005,0005,000 29,50910,38832,00028,00017,61012,50029,000 (25,000) 200,000343,440100,771 796,018 2019 7,8005,0005,000 28,93012,50023,47125,88817,61012,50029,000 (95,000) 346,520230,771 649,990 Corporate ServicesI) Net Income Column Labels 1) RevenueRecoveries Recoveries 3) BenefitsBenefits Benefits Reallocation Benefits - Manulife Benefits Retiree - Manulife 4) Operating CostsAudit Audit Bank Charges Bank Charges Corp Clothing/Gifts Bereavement Flowers/Donations Insurance Insurance Legal & Professional Legal & Professsional Memberships Memberships Payroll Charges Payroll Charges Postage/Courier Postage/Courier Purchased Services Purchased Services Recognition Recognition Telephone/Fax Telephone/Fax DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 5,9833,3698,1798,179 21,36912,03288,73029,20929,20924,84439,52746,085 (53,364) 141,166164,590 (120,005) (118,000) (1,656,987)(1,226,460) 2028 5,8433,2908,0188,018 20,86911,75186,65728,63628,63624,26438,60345,009 (52,317) 137,868160,745 (120,005) (116,000) (1,656,987)(1,226,460) 2027 5,7503,2387,8617,861 20,53711,56485,27828,07528,07523,87837,98944,292 (51,292) 135,675158,187 (120,005)(114,000) (1,656,987)(1,226,460) 2026 5,6373,1747,7077,707 20,13311,33683,60027,52427,52423,40837,24143,421 (50,286) 133,004155,074 (120,005) (112,000) (1,656,987)(1,226,460) 2025 5,5263,1127,5567,556 19,73711,11381,95426,98526,98522,94736,50842,566 (49,300) 130,387152,022 (120,005)(110,000) (1,656,987)(1,226,460) 2024 5,4383,0627,4087,408 19,42110,93580,64326,45626,45622,58035,92441,885 (48,333) 128,301149,590 (120,005) (108,000) (1,656,987)(1,226,460) 2023 5,2912,9797,2627,262 18,89510,63978,45825,93725,93721,96834,95140,750 (47,385) 124,824145,537 (120,005)(106,000) (1,656,987)(1,226,460) 183 2022 5,1872,9207,1207,120 18,52410,43076,92025,42825,42821,53834,26639,951 (46,456) 122,377142,683 (120,005) (104,000) (1,587,946)(1,226,460) 2021 5,1042,8746,9806,980 18,23010,26475,69624,93024,93021,19533,72039,316 (45,545) 120,430140,413 (120,005)(102,000) (1,587,946)(1,226,460) (0) 2020 5,0262,8306,8436,843 17,95210,10871,99624,44124,44120,15933,20638,716 (44,652) 118,592138,270 (120,005) (100,000) (1,518,905)(2,500,000)(1,226,460)(1,666,500) (0) 2019 5,9131,4204,9091,6568,738 17,53182,31531,20623,04832,42837,809 (20,000)(43,906) 115,814135,032 (120,005)(120,000)(125,000) (3,126,698)(1,231,903) Engineering ServicesI) Net Income Column Labels Electrical Servicing Contract (Signals and Beacons)Province of Ontario - Project Revenue MTO Hwy 3 By Pass Transportion Planning Study 1) RevenueFederal Funding - Project Revenue Federal Gas TaxPort Bruce Bridge Replacement Other Revenue Other Revenue Project Revenue Annual PermitsGarageStructural InspectionsOCIF 2015-2019Port Bruce Bridge ReplacementWonderland Road Reconstruction 2) WagesWages Admin AssistantAdmin Assistant (Coverage)Asset Management/GeoTechConstruction TechnicianCoop Student 1Coop Student 2Deputy DirectorDirectorWage/Benefit Adjustment 3) BenefitsBenefits Admin AssistantAdmin Assistant (Coverage)Asset Management/GeoTechConstruction TechnicianCoop Student 1Coop Student 2Deputy DirectorDirector DescriptionOpCap Sum of BudgetRow Labels 2029 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 118,000200,000175,295150,000 4,029,534 10,497,139 2028 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 116,000200,000171,858150,000130,000 3,950,524 10,259,388 2027 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 114,000200,000168,488150,000 9,979,2803,873,062 2026 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 112,000200,000165,185150,000130,000 9,699,6283,797,120 2025 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 110,000200,000161,946150,000 9,695,3713,722,667 2024 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 108,000200,000158,770150,000130,000 9,623,4853,649,673 2023 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 106,000200,000155,657150,000 9,317,7473,578,111 184 2022 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00020,00025,00025,000 104,000200,000152,605150,000130,000 9,036,2283,507,952 2021 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00025,00025,000 102,000200,000149,670150,000 8,529,2163,439,169 0 2020 4,5005,0001,0003,3003,0002,5005,000 64,69014,80070,00025,00025,00025,000 100,000200,000146,736150,000 8,381,1413,371,734 2019 1,5063,5003,0001,0003,3003,5002,5002,000 64,69016,30070,00025,00020,00025,00035,00023,000 200,000104,000103,406150,000 8,209,5073,316,101 Engineering ServicesI) Net Income Column Labels Electrical Servicing Contract (Signals and Beacons)MTO Hwy 3 By Pass Transportion Planning StudyRoad Crack Sealing and Asphalt PatchesRoad Signage Retroreflectivity Assessment Wage/Benefit Adjustment 4) Operating CostsAmortization Amortization Development Development Equipment Equipment Legal & Professional Photocopy Loss on Sale/Writedown Loss on Sale/Writedown Maintenance/Lower Tier Maintenance/Lower Tier Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Project Costs Annual PermitsGarageKing George Lift Bridge RepairsMajor Maintenance ProjectsMisc ConsultingMunicipal Drains (5 year average)Road Sign MaintenanceStructural Inspections Railway Protection DescriptionOpCap Sum of BudgetRow Labels 2029 5,0007,000 30,00025,000 12,953,413 2028 5,0007,000 30,00025,000 12,749,998 2027 5,0007,000 30,00025,000 12,250,137 2026 5,0007,000 30,00025,000 12,010,475 2025 5,0007,000 30,00025,000 11,787,973 2024 5,0007,000 30,00025,000 11,761,439 2023 5,0007,000 30,00025,000 11,237,157 185 2022 5,0007,000 30,00025,000 11,071,599 2021 5,0007,000 30,00025,000 10,334,950 2020 5,0007,000 30,00025,000 6,008,302 2019 3,5007,000 30,00027,000 8,160,116 Engineering ServicesI) Net Income Column Labels Railway Protection Travel - Other Travel - Other Utilities Utilities Street Lights Vehicle/Repairs/Maint/Fuel Vehicle Repairs/Maint/Fuel DescriptionOpCap Sum of BudgetRow LabelsGrand Total Ώ ЋЉЋВ 49,956 (49,956) Ώ ЋЉЋБ 49,956 (49,956) Ώ ЋЉЋА 49,956 (49,956) Ώ ЋЉЋЏ 49,956 (49,956) Ώ ЋЉЋЎ 49,956 (49,956) Ώ ЋЉЋЍ 49,956 (49,956) Ώ ЋЉЋЌ 49,956 (49,956) 186 Ώ ЋЉЋЋ 49,956 (49,956) Ώ ЋЉЋЊ 49,956 (49,956) Ώ ЋЉЋЉ 49,956 (49,956) Ώ ЋЉЊВ 49,956 (49,956) Adult DayI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻt ƚŅ hƓƷ Ώ bt/Province of Ontario ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭtǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ΛЉΜ 285 430 240 255 ЋЉЋВ 2,0104,5006,0001,200 63,28015,975 (22,500)(10,282)(31,697) 119,395 (149,091) Љ 285 430 240 255 ЋЉЋБ 2,0104,5006,0001,200 (9,279) 62,20215,975 (22,500)(29,589) 117,363 (149,091) Љ 285 430 240 255 ЋЉЋА 2,0104,5006,0001,200 (8,275) 60,81315,975 (22,500)(29,505) 114,741 (146,168) ΛЉΜ 285 430 240 255 ЋЉЋЏ 2,0104,5006,0001,200 (7,272) 59,61715,975 (22,500)(27,058) 112,485 (146,168) Љ 285 430 240 255 ЋЉЋЎ 2,0104,5006,0001,200 (6,268) 58,44515,975 (22,500)(24,677) 110,273 (146,168) ΛЉΜ 285 430 240 255 ЋЉЋЍ 2,0104,5006,0001,200 (5,266) 57,45015,975 (22,500)(25,673) 108,396 (143,302) ΛЉΜ 285 430 240 255 ЋЉЋЌ 2,0104,5006,0001,200 (4,262) 56,16615,975 (22,500)(22,972) 105,974 (143,302) 187 Љ 285 430 240 255 ЋЉЋЋ 2,0104,5006,0001,200 (3,259) 55,06215,975 (22,500)(20,787) 103,891 (143,302) ΛЉΜ 285 430 240 255 ЋЉЋЊ 2,0104,5006,0001,200 (2,256) 53,98015,975 (22,500)(21,475) 101,848 (140,492) ΛЉΜ 285 430 240 255 ЋЉЋЉ 2,0104,5006,0001,200 (1,253) 53,10015,975 (22,500)(19,940) 100,189 (140,492) Њ 285 430 240 255 ЋЉЊВ (103) 2,0104,5006,0001,200 97,95251,91515,975 (22,500)(17,666) (140,492) Bobier Villa Adult DayI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻhƷŷĻƩ wĻǝĻƓǒĻ Client Revenue t ƚŅ hƓƷ Ώ bt/Province of Ontario ЋΜ ğŭĻƭğŭĻƭ Adult Day StaffWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Adult Day StaffWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment\[ĻğƭĻ LƓƷĻƩƓğƌ Building Occupancy aźƌĻğŭĻ Travel aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous hŅŅźĭĻ {ǒƦƦƌźĻƭ Office Supplies tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wğǞ Cƚƚķ Raw Food{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 609 307 347 ЋЉЋВ 1,5255,975 (3,585) 63,53933,67610,00099,95817,066 266,350 ЍВЎͲАЏБ 598 301 341 ЋЉЋБ 1,4955,858 (3,515) 62,45733,10210,00097,99816,731 261,128 ЍБЏͲЍВЍ 586 295 334 ЋЉЋА 1,4665,743 (3,446) 61,06232,36310,00096,07616,403 256,008 ЍАЏͲББВ 574 289 327 ЋЉЋЏ 1,4375,631 (3,378) 59,86131,72710,00094,19216,082 250,988 ЍЏАͲАЌЉ 563 284 321 ЋЉЋЎ 1,4095,520 (3,312) 58,68531,10350,00010,00092,34515,766 246,066 ЎЉБͲАЎЉ 552 278 315 ЋЉЋЍ 1,3815,412 (3,247) 57,68530,57310,00090,53515,457 241,242 ЍЎЉͲЊБЌ 541 273 308 ЋЉЋЌ 1,3545,306 (3,184) 56,39729,89010,00088,75915,154 236,511 ЍЍЊͲЌЊЊ 188 531 267 302 ЋЉЋЋ 1,3285,202 (3,121) 55,28829,30310,00087,01914,857 231,874 ЍЌЋͲБЍВ 520 262 297 ЋЉЋЊ 1,3025,100 (3,060) 54,20128,72610,00085,31314,566 227,327 ЍЋЍͲЎЎЌ 510 257 291 ЋЉЋЉ 1,2765,000 (3,000) 53,31828,25936,00010,00083,64014,280 222,870 ЍЎЋͲАЉЊ (47) 500 800 252 285 ЋЉЊВ 1,251 (2,700)(8,115) 52,12727,62815,00020,00082,00014,000 218,500 ЍЋЊͲЍБЊ Bobier Villa Building & PropertyI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻwĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭğŭĻƭ Maintenance WagesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Maintenance WagesWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ/ğĬƌĻ Cable 5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tƩƚƆĻĭƷ /ƚƭƷƭ Duct CleaningFacility Condition AuditPainting tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance {ǒƦƦƌźĻƭ Supplies ƷźƌźƷźĻƭ Utilities DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 474 119 500 304 600 ЋЉЋВ (593) 1,0003,5991,500 36,49610,21969,06420,329 (25,953) 264,383130,309140,123255,023 (229,071) 466 117 500 304 600 ЋЉЋБ (583) 9,9801,0003,5991,500 35,64367,90920,329 (25,469) 259,992128,130137,796250,268 (224,799) 456 114 500 304 600 ЋЉЋА (569) 9,8211,0003,5991,500 35,07666,41220,329 (24,994) 254,292125,306134,775245,602 (220,608) 447 112 500 304 600 ЋЉЋЏ (559) 9,6281,0003,5991,500 34,38665,12820,329 (24,528) 249,402122,882132,183241,022 (216,494) 438 109 500 304 600 ЋЉЋЎ (548) 9,4381,0003,5991,500 33,70963,86820,329 (24,071) 244,608120,505129,642236,528 (212,458) 431 108 500 304 600 ЋЉЋЍ (538) 9,2881,0003,5991,500 33,17062,80220,329 (23,622) 240,554118,494127,494232,118 (208,496) 421 105 500 304 600 ЋЉЋЌ (526) 9,0361,0003,5991,500 32,27161,41920,329 (23,388) 235,289115,886124,703229,820 (206,432) 189 413 103 500 304 600 ЋЉЋЋ (516) 8,8591,0003,5991,500 31,63860,23320,329 (23,156) 230,772113,647122,309227,544 (204,388) 405 101 500 304 600 ЋЉЋЊ (506) 8,7181,0003,5991,500 31,13559,06920,329 (22,927) 226,344111,451119,963225,291 (202,364) 398 100 500 304 600 ЋЉЋЉ (497) 8,5851,0003,5991,500 30,66058,12720,329 (22,700) 222,763109,674118,065223,061 (200,361) 400 100 500 504 ЋЉЊВ (500) 8,3841,0003,5991,2001,500 (2,349) 29,94260,86129,36020,329 (20,024) 211,319114,833111,999220,981 (200,956) Bobier Villa DietaryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻt ƚŅ hƓƷ Ώ bt/P of Ont - Raw Food tƩƚƆĻĭƷ wĻǝĻƓǒĻ HINF 1:1 Staffing Dietary wĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ HINF 1:1 Staffing DietaryğŭĻƭ Dietary AidesManager of Support ServicesSecond CooksWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Dietary AidesManager of Support ServicesSecond CooksWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ HINF 1:1 Staffing Dietary ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wğǞ Cƚƚķ Raw Food wğǞ Cƚƚķ Ώ bƚƓΏwĻƭźķĻƓƷ Raw Food - Non-Resident wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ ЋЉЋВ ЏАБͲЍЋЎ ЋЉЋБ ЏЏАͲЋБЊ ЋЉЋА ЏЎЌͲЎЊЎ ЋЉЋЏ ЏЍЊͲЍЍЊ ЋЉЋЎ ЏЋВͲЏЉЌ ЋЉЋЍ ЏЊВͲЏЌЋ ЋЉЋЌ ЏЉЏͲЍЌЏ 190 ЋЉЋЋ ЎВЎͲЋВЉ ЋЉЋЊ ЎБЍͲЎЊЋ ЋЉЋЉ ЎАЎͲАЉЏ ЋЉЊВ ЎВЋͲВБЋ Bobier Villa DietaryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 600 2029 (7,000)(7,000) 44,56268,47371,22942,73759,66619,17219,94411,96716,706 (17,220)(15,000)(10,946) 292,908 (493,042) (341,752) (838,825) 600 2028 (7,000)(7,000) 44,12066,87269,56541,73958,27218,72419,47811,68716,316 (17,220)(15,000)(10,838) 292,908 (488,161) (338,369) (830,519) 600 2027 (7,000)(7,000) 43,68465,80968,45841,07557,34418,42719,16811,50116,056 (17,220)(15,000)(10,731) 292,908 (483,327)(335,018)(822,297) 600 2026 (7,000)(7,000) 43,25164,51367,11140,26656,21618,06418,79111,27515,740 (17,220)(15,000)(10,625) 292,908 (478,542) (331,701) (814,155) 600 2025 (7,000)(7,000) 42,82363,24465,79039,47455,10917,70818,42111,05315,431 (17,220)(15,000)(10,519) 292,908 (473,804)(328,417)(806,094) 600 2024 (7,000)(7,000) 42,39962,23264,73738,84254,22817,42518,12610,87615,184 (17,220)(15,000)(10,415) 292,908 (469,113) (325,166) (798,113) 600 2023 (7,000)(7,000) 41,97960,54662,98337,79052,75816,95317,63510,58114,772 (17,220)(15,000)(10,312) 292,908 (464,468)(321,946)(790,211) 191 600 2022 (7,000)(7,000) 41,56359,35961,74837,04951,72416,62017,28910,37414,483 (17,220)(15,000)(10,210) 292,908 (459,870) (318,759) (782,387) 600 2021 (7,000)(7,000) 41,15258,41460,76636,45950,90116,35617,01510,20914,252 (17,220)(15,000)(10,109) 292,908 (455,316)(315,603)(774,641) 600 2020 9,668 (7,000)(7,000) 40,74455,31759,83934,52850,12415,48916,75514,035 (17,220)(15,603)(15,000)(10,009) 292,908 (450,808) (312,478) (766,971) 750 2019 9,090 (3,800)(7,000)(9,104) 50,08358,43732,46548,95014,02316,36213,70610,767 (26,965)(17,220)(62,412)(16,333)(10,395) 292,908 (416,949)(311,186)(780,316) Bobier Villa General & AdminI) Net Income Column Labels 1) RevenueBasic Basic General Store Sales General Store Sales P of Ont - NPC P of Ont - OA P of Ont - On Call Physician P of Ont - Pay Equity P of Ont - Structural Compliance P of Ont - Structural Compliance Private Private Private - Basic Comp Private - Basic Comp Project Revenue Donations Recoveries Recoveries Respite Respite 2) WagesWages Administrator EM & BVClerk - 1Clerk - 2Director of Homes & Senior ServicesWage & Benefit Adjustment 3) BenefitsBenefits Administrator EM & BVClerk - 1Clerk - 2Director of Homes & Senior ServicesWage & Benefit Adjustment 4) Operating CostsAdvertising Advertising Amortization Amortization DescriptionOpCap Sum of BudgetRow Labels 700 500 755 504 200 400 2029 2,6331,0002,4008,3665,3005,0002,5001,5007,0007,0007,504 10,000 (1,019,561) 700 500 755 504 200 400 2028 2,6331,0002,4008,2025,3005,0002,5001,5007,0007,0007,504 10,000 (1,010,728) 700 500 755 504 200 400 2027 2,6331,0002,4008,0415,3005,0002,5001,5007,0007,0007,504 10,000 (999,627) 700 500 755 504 200 400 2026 2,6331,0002,4007,8835,3005,0002,5001,5007,0007,0007,504 10,000 (989,729) 700 500 755 504 200 400 2025 2,6331,0002,4007,7295,3005,0002,5001,5007,0007,0007,504 10,000 (979,870) 700 500 755 504 200 400 2024 2,6331,0002,4007,5775,3005,0002,5001,5007,0007,0007,504 10,000 (968,997) 700 500 755 504 200 400 2023 2,6331,0002,4007,4285,3005,0002,5001,5007,0007,0007,504 10,000 (961,327) 192 700 500 755 504 200 400 2022 2,6331,0002,4007,2835,3005,0002,5001,5007,0007,0007,504 10,000 (951,549) 700 500 755 504 200 400 2021 2,6331,0002,4007,1405,3005,0002,5001,5007,0007,0007,504 10,000 (940,820) 700 500 755 504 200 400 2020 2,6331,0002,4007,0005,3007,5095,0002,5001,5007,0007,0007,504 10,000 (942,678) 700 500 755 504 200 400 2019 2,6331,0002,4006,4904,5007,5095,0002,5002,0407,0003,8007,504 10,000 (1,048,703) Bobier Villa General & AdminI) Net Income Column Labels Development Development Equipment Equipment Legal & Professional Photocopy Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Postage/Courier Postage/Courier Project Costs CMI StudyFurniture ReplacementMiscellaneous DonationsStaff Enrichment Donations Purchased Services Purchased Services Recognition Recognition Reimbursed Supplies/Clothing Reimbursed Supplies/Services Special - General Store Special - General Store Subscriptions & Publications Subscriptions Telephone/Fax Telephone/Fax Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 474 119 251 ЋЉЋВ (593) 5,1092,0003,688 18,24816,011 201,838106,974 ЌЎЍͲЊЋЉ 466 117 251 ЋЉЋБ (583) 4,9902,0003,688 17,82216,011 198,413105,159 ЌЍБͲЌЌЌ 456 114 251 ЋЉЋА (569) 4,9112,0003,688 17,53816,011 193,991102,815 ЌЍЊͲЋЉЎ 447 112 251 ЋЉЋЏ (559) 4,8142,0003,688 17,19316,011 190,189100,800 ЌЌЍͲВЍЎ 438 109 251 ЋЉЋЎ (548) 4,7192,0003,688 16,85498,82416,011 186,460 ЌЋБͲБЉБ 431 108 251 ЋЉЋЍ (538) 4,6442,0003,688 16,58597,14816,011 183,298 ЌЋЌͲЏЋЍ 421 105 251 ЋЉЋЌ (526) 4,5182,0003,688 16,13594,98316,011 179,214 ЌЊЏͲБЉЉ 193 413 103 251 ЋЉЋЋ (516) 4,4292,0003,688 15,81993,12216,011 175,701 ЌЊЊͲЉЋЊ 405 101 251 ЋЉЋЊ (506) 4,3592,0003,688 15,56791,29716,011 172,258 ЌЉЎͲЍЌЊ 398 100 251 ЋЉЋЉ (497) 4,2922,0003,688 15,33089,81516,011 169,463 ЌЉЉͲБЎЉ (3) 400 100 251 ЋЉЊВ (500) 4,1922,0003,688 14,97189,10829,04818,011 168,129 ЌЋВͲЌВЎ Bobier Villa HousekeepingI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻtƩƚƆĻĭƷ wĻǝĻƓǒĻ HINF 1:1 Staffing HSKP ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ HINF 1:1 Staffing HSKPğŭĻƭ Housekeeping StaffManager of Support ServicesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Housekeeping StaffManager of Support ServicesWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ HINF 1:1 Staffing HSKP ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ9ƨǒźƦƒĻƓƷ Equipment tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 504 252 ЋЉЋВ 1,999 73,58939,00277,082 ЊВЋͲЍЋБ 504 252 ЋЉЋБ 1,999 72,33638,33877,082 ЊВЉͲЎЊЊ 504 252 ЋЉЋА 1,999 70,72037,48277,082 ЊББͲЉЌБ 504 252 ЋЉЋЏ 1,999 69,32936,74577,082 ЊБЎͲВЊЊ 504 252 ЋЉЋЎ 1,999 67,96636,02277,082 ЊБЌͲБЋЏ 504 252 ЋЉЋЍ 1,999 66,80935,40977,082 ЊБЋͲЉЎЎ 504 252 ЋЉЋЌ 1,999 65,31734,61877,082 ЊАВͲААЊ 194 504 252 ЋЉЋЋ 1,999 64,03333,93777,082 ЊААͲБЉА 504 252 ЋЉЋЊ 1,999 62,77433,27077,082 ЊАЎͲББЊ 504 252 ЋЉЋЉ 1,999 61,75132,72877,082 ЊАЍͲЌЊЏ 15 504 252 ЋЉЊВ 1,999 60,37331,99775,582 (17,923) ЊЎЋͲАВВ Bobier Villa LaundryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЋΜ ğŭĻƭğŭĻƭ Laundry StaffWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Laundry StaffWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ9ƨǒźƦƒĻƓƷ Equipment tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 794 2029 5,4985,3784,4253,985 (5,700)(4,000)(2,000)(3,000) 10,13819,76150,80721,14810,81012,80239,52528,374 (15,161)(16,003)(24,702)(19,904)(29,894)(13,524)(35,468) (2,787,246) 781 2028 9,9015,4055,2864,3503,918 (5,700)(4,000)(2,000)(3,000) 19,42549,94220,78810,62612,58438,85227,891 (15,161)(15,730)(24,281)(19,608)(29,444)(13,524)(34,864) (2,744,281) 763 2027 9,7435,2845,1684,2533,830 (5,700)(4,000)(2,000)(3,000) 18,99148,82620,32310,38812,30337,98427,268 (15,161)(15,379)(23,739)(19,226)(28,863)(13,524)(34,085) (2,701,315) 748 2026 9,5525,1805,0664,1693,755 (5,700)(4,000)(2,000)(3,000) 18,61847,86619,92410,18412,06137,23726,732 (15,161)(15,077)(23,272)(18,898)(28,364)(13,524)(33,415) (2,658,350) 734 2025 9,3645,0784,9679,9844,0883,681 (5,700)(4,000)(2,000)(3,000) 18,25246,92519,53211,82436,50526,206 (15,161)(14,780)(22,814)(18,575)(27,874)(13,524)(32,758) (2,615,384) 721 2024 9,2144,9924,8829,8144,0183,618 (5,700)(4,000)(2,000)(3,000) 17,94146,12619,20011,62335,88425,760 (15,161)(14,529)(22,426)(18,302)(27,459)(13,524)(32,200) (2,572,419) 705 2023 8,9644,8804,7739,5953,9283,537 (5,700)(4,000)(2,000)(3,000) 17,54045,09518,77111,36335,08225,184 (15,161)(14,204)(21,925)(17,949)(26,922)(13,524)(31,481) (2,529,454) 195 691 2022 8,7884,7844,6799,4063,8513,468 (5,700)(4,000)(2,000)(3,000) 17,19544,20918,40211,14034,39224,689 (15,161)(13,925)(21,494)(17,646)(26,461)(13,524)(30,862) (2,486,488) 678 2021 8,6494,6904,5879,2213,7753,400 (5,700)(4,000)(2,000)(3,000) 16,85743,34018,04010,92133,71624,204 (15,161)(13,651)(21,072)(17,349)(26,009)(13,524)(30,255) (2,443,523) 667 2020 8,5164,6144,5139,0763,7163,344 (5,700)(4,000)(2,000)(3,000) 16,58342,63417,74610,74333,16723,810 (15,161)(13,429)(20,728)(17,110)(25,642)(13,524)(29,762) (2,400,557) 654 2019 (222)(862) 8,3174,5114,4123,6423,270 (5,700)(4,000)(2,000)(3,000)(1,036) 16,47317,35084,85410,85431,911 (14,532)(13,567)(20,591)(17,612)(25,146)(13,524)(39,889)(47,196)(67,158) (106,068) (2,045,804) Bobier Villa Nursing & Personal CareI) Net Income Column Labels 1) RevenueP of Ont - NPC P of Ont - NPC P of Ont - On Call Physician P of Ont - On Call Physician Project Revenue Additional RN Base FundingBSO Funding NursesBSO Funding PSWEducationFalls PreventionHINF Costs ReimbursedHINF Supplemental Base SuppliesLab Cost RecoveryMDS RAIPhysiotherapy ServicesRPN Funding Recoveries Recoveries - Supplies & Service Recoveries - Wages Recoveries - Wages 2) WagesProject Wages Training Coordinator Project Wages - HCA BSO Funding PSWDirect Care Staff FundingEducationHINF Costs ReimbursedNew Hire Orientation Project Wages - RN Additional RN Base FundingDirect Care Staff FundingEducationNew Hire Orientation Project Wages - RPN BSO Funding NursesDirect Care Staff FundingEducationMDS RAI DescriptionOpCap Sum of BudgetRow Labels 947 2029 1,1722,7027,4929,8178,1223,2014,940 35,06115,32416,80839,65224,71194,53535,57413,09750,605 127,050406,950960,034269,827402,083224,592529,834144,441217,075 931 2028 1,1522,6567,4449,5888,1443,1464,856 34,24215,36616,52238,97724,77892,92634,74313,13349,744 124,081400,021943,690265,236395,236220,768520,814141,983213,421 910 2027 1,1262,5977,3589,4358,1223,0764,748 33,69715,32416,15338,10724,71190,84934,19013,09748,632 122,107391,085922,607259,307386,407215,836509,178138,809208,695 892 2026 1,1042,5467,2929,2498,1223,0154,654 33,03415,32415,83637,35824,71189,06333,51713,09747,676 119,704383,396904,468254,209378,810211,593499,168136,080204,635 874 2025 1,0832,4967,2289,0678,1222,9564,563 32,38415,32415,52436,62324,71187,31232,85713,09746,739 117,348375,858886,685249,211371,362207,433489,353133,405200,653 859 2024 1,0642,4537,1858,9228,1442,9064,485 31,86615,36615,26035,99924,77885,82632,33213,13345,943 115,471369,459871,590244,971365,040203,901481,022131,135197,279 840 2023 1,0402,3987,1048,6818,1222,8414,385 31,00215,32414,91935,19524,71183,90831,45613,09744,917 112,342361,205852,117239,495356,885199,346470,276128,204192,914 196 824 2022 1,0202,3517,0448,5108,1222,7854,299 30,39415,32414,62634,50324,71182,25830,83913,09744,033 110,139354,103835,366234,787349,867195,426461,031125,683189,163 808 2021 1,0002,3056,9858,0568,1222,7304,214 28,77115,32414,33833,82524,71180,64129,18913,09743,168 104,248347,141818,941230,170342,989191,584451,966123,212185,486 984 795 2020 2,2696,9487,6268,1442,6864,146 27,23698,70115,36614,10533,27424,77879,37327,63613,13342,489 341,487805,602226,552337,403188,464444,604121,275182,506 962 779 2019 (395) 9,4532,2246,8723,4277,1698,1222,7134,118 (6,933) 53,72725,60492,80315,32422,30124,71177,79125,98513,09741,64248,96921,214 (19,681) 343,082809,365222,027283,011186,844440,783118,853153,638 Bobier Villa Nursing & Personal CareI) Net Income Column Labels New Hire OrientationRPN Funding Wages DON - CMI SupervisorDON - Manager of Resident CarePSWPSW - Step 1PSW - Step 2RNRN - Step 6RN - Step 7RPNWage & Benefit Adjustment Wages - HCA PSW - Step 1PSW - Step 2Wage & Benefit Adjustment Wages - RN RN - Step 6RN - Step 7Wage & Benefit Adjustment Wages - RPN RPNWage & Benefit Adjustment 3) BenefitsBenefits DON - CMI SupervisorDON - Manager of Resident CarePSWPSW - Step 1PSW - Step 2RNRN - Step 6RN - Step 7RPNWage & Benefit Adjustment Project Benefits Additional RN Base FundingBSO Funding NursesBSO Funding PSW DescriptionOpCap Sum of BudgetRow Labels 606 500 2029 3,4775,2877,0931,8362,5351,5004,3702,5175,7003,4594,0002,6305,0002,000 25,28524,96624,48213,52416,26328,875 1,088,395 606 500 2028 3,4185,1976,9731,8052,4751,5004,3702,5175,7003,4594,0002,6305,0002,000 24,85524,96624,48213,52415,94428,308 1,065,982 606 500 2027 3,3425,0816,8171,7652,4361,5004,3702,5175,7003,4594,0002,6305,0002,000 24,30024,96624,48213,52415,63127,753 1,027,676 606 500 2026 3,2764,9816,6831,7302,3881,5004,3702,5175,7003,4594,0002,6305,0002,000 23,82224,96624,48213,52415,32527,209 999,552 606 500 2025 3,2124,8836,5521,6962,3411,5004,3702,5175,7003,4594,0002,6305,0002,000 23,35424,96624,48213,52415,02426,676 972,826 606 500 2024 3,1574,8006,4401,6672,3031,5004,3702,5175,7003,4594,0002,6305,0002,000 22,95624,96624,48213,52414,73026,153 956,923 606 500 2023 3,0874,6936,2961,6302,2411,5004,3702,5175,7003,4594,0002,6305,0002,000 22,44324,96624,48213,52414,44125,640 922,545 197 606 500 2022 3,0264,6006,1721,5982,1971,5004,3702,5175,7003,4594,0002,6305,0002,000 22,00224,96624,48213,52414,15825,137 899,883 606 500 2021 2,9664,5106,0511,5662,1621,5004,3702,5175,7003,4594,0002,6305,0002,000 21,56924,96624,48213,52413,88024,644 872,459 606 500 2020 2,9194,4365,9521,5412,1291,5004,3702,5175,7003,4594,0002,6305,0002,000 21,21924,96624,48213,52413,60824,161 857,317 806 500 2019 (530) 2,8564,3377,9781,5072,0791,5004,3703,3345,7003,4594,0002,6305,0003,000 13,43224,96624,48213,52447,19613,20022,961 1,010,225 Bobier Villa Nursing & Personal CareI) Net Income Column Labels Direct Care Staff FundingEducationHINF Costs ReimbursedMDS RAINew Hire OrientationRPN FundingTraining Coordinator 4) Operating CostsDevelopment Development Equipment Equipment Incontinence Incontinence Medical Director Medical Director Mileage Travel Project Costs EducationFalls PreventionHINF Costs ReimbursedHINF Supplemental Base SuppliesLab Cost RecoveryMattress ReplacementPhysioth erapy ServicesSafety/Sling Replacement Purchased Services Purchased Services Repairs & Maintenance Repairs & Maintenance Supplies Medical Supplies Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 300 200 800 2029 8,8464,8885,1312,2121,2223,1051,0002,000 (6,110) 18,32667,97747,19644,370 (11,058)(20,000) 128,259 (306,823) 300 200 800 2028 8,6964,8055,0112,1741,2013,1051,0002,000 (6,007) 17,89866,83447,19644,370 (10,870)(20,000) 126,102 (300,807) 300 200 800 2027 8,5024,6984,9322,1251,1743,1051,0002,000 (5,872) 17,61365,35547,19644,370 (10,627)(20,000) 123,311 (294,909) 300 200 800 2026 8,3354,6064,8352,0841,1513,1051,0002,000 (5,757) 17,26664,08447,19644,370 (10,418)(20,000) 120,914 (289,126) 300 200 800 2025 8,1714,5154,7392,0431,1293,1051,0002,000 (5,644) 16,92762,83947,19644,370 (10,213)(20,000) 118,563 (283,457) 300 200 800 2024 8,0314,4384,6642,0081,1093,1051,0002,000 (5,548) 16,65661,78347,19644,370 (10,039)(20,000) 116,571 (277,899) 300 200 800 2023 7,8524,3394,5371,9631,0853,1051,0002,000 (9,815)(5,424) 16,20460,41747,19644,370 (20,000) 113,994 (272,450) 198 300 200 800 2022 7,6984,2544,4481,9241,0643,1051,0002,000 (9,622)(5,317) 15,88759,24347,19644,370 (20,000) 111,779 (267,108) 300 200 800 2021 7,5464,1704,3771,8871,0423,1051,0002,000 (9,433)(5,212) 15,63458,09247,19644,370 (20,000) 109,608 (261,870) 300 200 800 2020 7,4234,1024,3111,8561,0263,1051,0002,000 (9,279)(5,128) 15,39557,16047,19644,370 (20,000) 107,849 (256,736) 300 200 800 2019 (486) 7,2384,0004,2101,8101,0003,1051,0002,000 (9,048)(5,000) 15,03555,69511,58244,228 (20,000) 105,085 (206,732) Bobier Villa Program & SupportI) Net Income Column Labels 1) RevenueP of Ont - NPC P of Ont - PSS Project Revenue BSO RecreationHINF 1:1 Staffing Recreation Recoveries Recoveries 2) WagesProject Wages BSO RecreationHINF 1:1 Staffing Recreation Wages Manager of Program & TherapyRecreationistsWage & Benefit Adjustment 3) BenefitsBenefits Manager of Program & TherapyRecreationistsWage & Benefit Adjustment Project Benefits BSO RecreationHINF 1:1 Staffing Recreation 4) Operating CostsAmortization Amortization Development Development Equipment Equipment Mileage Travel Program Specific Raw Food Program Specific Raw Food Project Costs Life EnrichmentPhysiotherapy Purchased Services Purchased Services DescriptionOpCap Sum of BudgetRow Labels 200 2029 4,423 (3,536) 200 2028 4,423 (1,368) 200 2027 (103) 4,423 200 2026 4,423 1,567 200 2025 4,423 3,205 200 2024 4,423 5,369 200 2023 4,423 6,296 199 200 2022 4,423 7,843 200 2021 4,423 9,436 200 2020 4,423 11,573 2019 4,423 20,444 Bobier Villa Program & SupportI) Net Income Column Labels Supplies Supplies Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 609 117 ЋЉЋВ 5,9756,095 63,46133,63510,00098,73919,505 (48,760) 127,994280,369 ЎВАͲАЍЉ 598 115 ЋЉЋБ 5,8585,975 62,38133,06210,00096,80219,123 (47,804) 125,485274,871 ЎБЏͲЍЏЏ 586 112 ЋЉЋА 5,7435,858 60,98732,32310,00094,90418,748 (46,866) 123,024269,482 ЎАЍͲВЉЋ 574 110 ЋЉЋЏ 5,6315,743 59,78831,68810,00093,04418,380 (45,947) 120,612264,198 ЎЏЌͲБЋЊ 563 108 ЋЉЋЎ 5,5205,631 58,61331,06563,00010,00091,21918,020 (45,046) 118,247259,017 ЏЊЎͲВЎА 552 106 ЋЉЋЍ 5,4125,520 57,61530,53610,00089,43117,666 (44,163) 115,928253,939 ЎЍЋͲЎЍЋ 541 104 ЋЉЋЌ 5,3065,412 56,32829,85410,00087,67717,320 (43,297) 113,655248,959 ЎЌЊͲБЎВ 200 531 102 ЋЉЋЋ 5,2025,306 55,22029,26710,00085,95816,980 (42,448) 111,427244,078 ЎЋЊͲЏЋЋ 520 100 ЋЉЋЊ 5,1005,202 54,13528,69110,00084,27216,647 (41,616) 109,242239,292 ЎЊЊͲЎБЏ 98 510 ЋЉЋЉ 5,0005,100 53,25328,22463,00010,00082,62016,321 (40,800) 107,100234,600 ЎЏЎͲЉЋЏ 6896 500 ЋЉЊВ 2,4975,000 (6,796) 52,06427,59420,00081,00016,001 (40,000) 105,000230,000 ЍВЌͲЉЋЍ Elgin Manor Building & PropertyI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Ώ {ĻǞğŭĻ ƩĻğƷƒĻƓƷ tƌğƓƷ ЊΜ wĻǝĻƓǒĻwĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭğŭĻƭ Maintenance WagesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Maintenance WagesWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tƩƚƆĻĭƷ /ƚƭƷƭ Facility Condition AuditPainting tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased ServicesPurchased Services - SP wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance wĻƦğźƩƭΉağźƓƷĻƓğƓĭĻ Ώ {t Repairs/Maintenance - SP ƷźƌźƷźĻƭ Utilities DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 474 119 441 500 300 ЋЉЋВ (593) 1,7633,9973,4981,2005,000 (4,230) 72,99264,42120,438 383,335121,549203,167365,921 (361,690) 466 117 434 500 300 ЋЉЋБ (583) 1,7333,9973,4981,2005,000 (4,151) 71,28663,32519,960 376,809119,480199,709359,098 (354,946) 456 114 424 500 300 ЋЉЋА (569) 1,6953,9973,4981,2005,000 (4,074) 70,15261,91019,642 368,390116,811195,247352,402 (348,328) 447 112 415 500 300 ЋЉЋЏ (559) 1,6623,9973,4981,2005,000 (3,998) 68,77160,69219,256 361,147114,514191,408345,831 (341,833) 438 109 407 500 300 ЋЉЋЎ (548) 1,6293,9973,4981,2005,000 (3,923) 67,41859,49918,877 354,047112,263187,645339,383 (335,460) 431 108 400 500 300 ЋЉЋЍ (538) 1,6013,9973,4981,2005,000 (3,850) 66,33958,48618,575 348,020110,352184,451333,055 (329,205) 421 105 391 500 300 ЋЉЋЌ (526) 1,5653,9973,4981,2005,000 (3,812) 64,54257,17918,072 340,245107,886180,330329,757 (325,945) 201 413 103 384 500 300 ЋЉЋЋ (516) 1,5343,9973,4981,2005,000 (3,774) 63,27656,05517,717 333,555105,765176,784326,492 (322,718) 405 101 376 500 300 ЋЉЋЊ (506) 1,5043,9973,4981,2005,000 (3,737) 62,27054,95317,436 326,997103,686173,308323,260 (319,523) 398 100 370 500 300 ЋЉЋЉ (497) 1,4803,9973,4981,2005,000 (3,700) 61,31954,05817,169 321,671101,997170,486320,059 (316,359) 400 100 360 500 300 ЋЉЊВ (500) 1,4412,4763,9973,4981,2006,000 (3,221) 99,71959,88352,85116,76710,947 314,489166,679320,520 (317,299) Elgin Manor DietaryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻt ƚŅ hƓƷ Ώ bt/P of Ont - Raw Food tƩƚƆĻĭƷ wĻǝĻƓǒĻ HINF 1:1 Staffing Dietary wĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ HINF 1:1 Staffing DietaryNew Hire OrientationğŭĻƭ Dietary AidesFirst CooksManager of Support ServicesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Dietary AidesFirst CooksManager of Support ServicesWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ HINF 1:1 Staffing DietaryNew Hire Orientation ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wğǞ Cƚƚķ Raw Food wğǞ Cƚƚķ Ώ bƚƓΏwĻƭźķĻƓƷ Raw Food - Non-Resident wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ 100 ЋЉЋВ 18,214 ВЉЉͲВЊЏ 100 ЋЉЋБ 18,214 ББЎͲЎЍЍ 100 ЋЉЋА 18,214 БЏАͲЉАВ 100 ЋЉЋЏ 18,214 БЎЉͲЏАЎ 100 ЋЉЋЎ 18,214 БЌЍͲЎВЌ 100 ЋЉЋЍ 18,214 БЋЊͲЉЌЌ 100 ЋЉЋЌ 18,214 БЉЌͲЉЊВ 202 100 ЋЉЋЋ 18,214 АБАͲББЊ 100 ЋЉЋЊ 18,214 ААЌͲЌЌВ 100 ЋЉЋЉ 18,214 АЏЊͲЌЎВ 100 ЋЉЊВ 18,214 АЎВͲЍЋЋ Elgin Manor DietaryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ {ǒƦƦƌźĻƭ SuppliesƩğǝĻƌ Ώ hƷŷĻƩ Travel - Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 800 2029 (6,500)(6,300) 53,26371,22971,22959,66628,75819,94419,94416,706 (15,000)(25,000)(19,060) 102,709 (810,308) (527,429) (1,279,620) 800 2028 (6,500)(6,300) 52,73669,56569,56558,27228,08619,47819,47816,316 (15,000)(25,000)(18,872) 100,309 (802,285) (522,207) (1,266,951) 800 2027 (6,500)(6,300) 52,21498,71368,45868,45857,34427,64019,16819,16816,056 (15,000)(25,000)(18,685) (794,342)(517,037) (1,254,407) 800 2026 (6,500)(6,300) 51,69796,77067,11167,11156,21627,09618,79118,79115,740 (15,000)(25,000)(18,500) (786,477) (511,918) (1,241,987) 800 2025 (6,500)(6,300) 51,18594,86565,79065,79055,10926,56218,42118,42115,431 (15,000)(25,000)(18,317) (778,690)(506,849) (1,229,690) 800 2024 (6,500)(6,300) 50,67893,34864,73764,73754,22826,13718,12618,12615,184 (15,000)(25,000)(18,135) (770,980) (501,831) (1,217,515) 800 2023 (6,500)(6,300) 50,17690,81962,98362,98352,75825,42917,63517,63514,772 (15,000)(25,000)(17,956) (763,347)(496,862)(226,664) (1,205,460) 203 800 2022 (6,500)(6,300) 49,68089,03861,74861,74851,72424,93117,28917,28914,483 (15,000)(25,000)(17,778) (755,789) (491,943) (339,996) (1,193,525) 800 2021 (6,500)(6,300) 49,18887,62160,76658,44750,90124,53417,01516,36514,252 (15,000)(25,000)(17,602) (748,306)(487,072)(339,996) (1,181,708) 800 2020 (6,500)(6,300) 48,70182,97559,83955,33950,12423,23316,75515,49514,035 (15,000)(25,000)(17,428) (740,897) (482,249) (339,996) (1,170,008) 2019 (670) 1,050 (5,000)(6,300)(7,752) 75,12458,43752,02448,95021,03516,36214,56713,706 (73,911)(15,000)(31,647)(14,702) (736,222)(463,840)(339,996) (1,143,559) Elgin Manor General & AdminI) Net Income Column Labels Province of Ontario - Project Revenue 1) RevenueBasic Basic General Store Sales General Store Sales P of Ont - NPC P of Ont - OA P of Ont - On Call Physician P of Ont - Pay Equity Private Private Private - Basic Comp Private - Basic Comp Project Revenue DonationsCompliance Premium Recoveries Recoveries Respite Respite 2) WagesWages Administrator EM & BVClerk - 1Clerk - 2Director of Homes & Senior ServicesWage & Benefit Adjustment 3) BenefitsBenefits Administrator EM & BVClerk - 1Clerk - 2Director of Homes & Senior ServicesWage & Benefit Adjustment 4) Operating CostsAdvertising Advertising Amortization DescriptionOpCap Sum of BudgetRow Labels 700 504 550 700 400 300 500 2029 2,5331,0053,2545,8005,0002,5003,0046,5006,000 11,00510,00019,800 583,519 (1,581,396) 700 504 550 700 400 300 500 2028 2,5331,0053,2545,8005,0002,5003,0046,5006,000 10,78910,00019,800 583,519 (1,565,152) 700 504 550 700 400 300 500 2027 2,5331,0053,2545,8005,0002,5003,0046,5006,000 10,57810,00019,800 583,519 (1,546,104) 700 504 550 700 400 300 500 2026 2,5331,0053,2545,8005,0002,5003,0046,5006,000 10,37010,00019,800 583,519 (1,528,620) 700 504 550 700 400 300 500 2025 2,5331,0053,2545,8005,0002,5003,0046,5006,000 10,16710,00019,800 583,519 (1,511,236) 700 504 550 700 400 300 500 2024 2,5331,0053,2549,9685,8005,0002,5003,0046,5006,000 10,00019,800 583,519 (1,492,623) 700 504 550 700 400 300 500 2023 2,5331,0053,2549,7725,8005,0002,5003,0046,5006,000 10,00019,800 583,519 (1,704,756) 204 700 504 550 700 400 300 500 2022 2,5331,0053,2549,5815,8005,0002,5003,0046,5006,000 10,00019,800 583,519 (1,800,951) 700 504 550 700 400 300 500 2021 2,5331,0053,2549,3935,8005,0002,5003,0046,5006,000 10,00019,800 583,519 (1,785,633) 700 504 550 700 400 300 500 2020 2,5331,0053,2549,2095,8005,0002,5003,0046,5006,000 11,85610,00019,800 583,519 (1,762,450) 700 504 550 700 400 600 500 2019 2,5331,0053,2549,0285,0005,0002,5004,0045,0006,000 11,85610,00019,800 583,519 (1,864,891) Elgin Manor General & AdminI) Net Income Column Labels Amortization Development Development Equipment Equipment Legal & Professional Photocopy Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Postage/Courier Postage/Courier Project Costs CMI StudyFurniture ReplacementMiscellaneous DonationsStaff Enrichment Donations Purchased Services Purchased Services Recognition Recognition Reimbursed Supplies/Clothing Reimbursed Supplies/Services Repairs & Maintenance Repairs & Maintenance Special - General Store Special - General Store Subscriptions & Publications Subscriptions Telephone/Fax Telephone/Fax Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 474 978 563 119 245 ЋЉЋВ (593) 2,2525,1093,5004,4001,500 18,24817,136 304,815161,552 ЎЋЉͲЋВБ 466 961 554 117 240 ЋЉЋБ (583) 2,2144,9903,5004,4001,500 17,82217,136 299,649158,814 ЎЊЊͲАБЊ 456 940 541 114 235 ЋЉЋА (569) 2,1654,9113,5004,4001,500 17,53817,136 292,980155,279 ЎЉЊͲЊЋЍ 447 922 531 112 230 ЋЉЋЏ (559) 2,1224,8143,5004,4001,500 17,19317,136 287,244152,239 ЍВЊͲБЌЊ 438 903 520 109 226 ЋЉЋЎ (548) 2,0804,7193,5004,4001,500 16,85417,136 281,621149,259 ЍБЋͲАЋЉ 431 888 511 108 222 ЋЉЋЍ (538) 2,0454,6443,5004,4001,500 16,58517,136 276,852146,732 ЍАЎͲЉЊЍ 421 868 500 105 217 ЋЉЋЌ (526) 1,9994,5183,5004,4001,500 16,13517,136 270,692143,466 ЍЏЍͲВЌЋ 205 413 851 490 103 213 ЋЉЋЋ (516) 1,9604,4293,5004,4001,500 15,81917,136 265,394140,659 ЍЎЏͲЌЎЊ 405 834 480 101 209 ЋЉЋЊ (506) 1,9214,3593,5004,4001,500 15,56717,136 260,201137,906 ЍЍБͲЉЊЍ 398 821 473 100 205 ЋЉЋЉ (497) 1,8904,2923,5004,4001,500 15,33017,136 255,986135,673 ЍЍЊͲЋЉЏ (76) 400 800 460 100 200 ЋЉЊВ (500) 1,8434,1924,0004,4002,000 14,97126,73617,136 250,296132,657 ЍЎВͲЏЊЎ Elgin Manor HousekeepingI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻtƩƚƆĻĭƷ wĻǝĻƓǒĻ HINF 1:1 Staffing HSKP ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ Floor CleaningHINF 1:1 Staffing HSKPNew Hire OrientationğŭĻƭ Housekeeping StaffManager of Support ServicesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Housekeeping StaffManager of Support ServicesWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ Floor CleaningHINF 1:1 Staffing HSKPNew Hire Orientation ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ9ƨǒźƦƒĻƓƷ Equipment tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ЋЉЋВ 1,2002,284 75,82440,186 119,280 ЋЌБͲААЍ ЋЉЋБ 1,2002,284 74,53239,502 119,280 ЋЌЏͲАВБ ЋЉЋА 1,2002,284 72,86738,620 119,280 ЋЌЍͲЋЎЊ ЋЉЋЏ 1,2002,284 71,43537,860 119,280 ЋЌЋͲЉЎВ ЋЉЋЎ 1,2002,284 70,03037,116 119,280 ЋЋВͲВЊЉ ЋЉЋЍ 1,2002,284 68,83836,484 119,280 ЋЋБͲЉБЏ ЋЉЋЌ 1,2002,284 67,30035,669 119,280 ЋЋЎͲАЌЌ 206 ЋЉЋЋ 1,2002,284 65,97734,968 119,280 ЋЋЌͲАЉБ ЋЉЋЊ 1,2002,284 64,68034,280 119,280 ЋЋЊͲАЋЍ ЋЉЋЉ 1,2002,284 63,62633,722 119,280 ЋЋЉͲЊЊЋ 6 ЋЉЊВ 1,2002,284 62,20632,969 (12,831) 119,280 ЋЉЎͲЊЊЍ Elgin Manor LaundryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЋΜ ğŭĻƭğŭĻƭ Laundry StaffWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Laundry StaffWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭtǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 722 2029 7,3186,0292,3433,3932,9677,319 (9,000)(1,979)(5,200)(2,930)(5,700) 14,77024,70550,80710,09117,78040,64645,125 (15,161)(22,225)(30,881)(30,651)(21,348)(56,609) (4,123,213) 710 2028 7,1935,9262,3039,9193,3352,9167,195 (9,000)(1,964)(5,200)(2,880)(5,700) 14,42324,27649,94217,47239,95344,343 (15,161)(21,840)(30,346)(30,266)(21,348)(55,631) (4,042,365) 694 2027 7,0325,7942,2529,6973,2602,8507,033 (9,000)(1,944)(5,200)(2,815)(5,700) 14,19323,72448,82617,07439,06143,334 (15,161)(21,343)(29,655)(29,769)(21,348)(54,370) (3,963,103) 680 2026 6,8935,6802,2079,5073,1962,7936,894 (9,000)(1,927)(5,200)(2,759)(5,700) 13,91323,24947,86616,73238,29342,467 (15,161)(20,915)(29,061)(29,342)(21,348)(53,285) (3,885,395) 667 2025 6,7575,5682,1649,3203,1332,7376,758 (9,000)(1,910)(5,200)(2,705)(5,700) 13,63822,78346,92516,39737,54041,616 (15,161)(20,496)(28,479)(28,923)(21,348)(52,222) (3,809,211) 655 2024 6,6425,4732,1269,1613,0802,6906,643 (9,000)(1,896)(5,200)(2,658)(5,700) 13,41922,38746,12616,11236,90140,893 (15,161)(20,140)(27,984)(28,568)(21,348)(51,319) (3,734,521) 641 2023 6,4935,3502,0798,9563,0112,6296,494 (9,000)(1,877)(5,200)(2,598)(5,700) 13,05421,87745,09515,74536,07639,962 (15,161)(19,681)(27,346)(28,109)(21,348)(50,154) (3,661,295) 207 628 2022 6,3655,2452,0378,7802,9512,5776,366 (9,000)(1,862)(5,200)(2,547)(5,700) 12,79821,43844,20915,42935,36739,160 (15,161)(19,286)(26,798)(27,714)(21,348)(49,152) (3,589,505) 616 2021 6,2395,1411,9978,6082,8932,5256,240 (9,000)(1,846)(5,200)(2,497)(5,700) 12,59321,00843,34015,11934,67238,374 (15,161)(18,899)(26,260)(27,328)(21,348)(48,170) (3,519,122) 605 914 2020 6,1375,0571,9648,1752,8472,4856,138 (9,000)(1,833)(5,200)(2,456)(5,700) 12,40020,65941,14914,86932,91937,633 (15,161)(18,586)(25,824)(27,015)(21,348)(47,955) (3,450,120) (0)(0)(0) 592 2019 6,0004,9441,9202,7902,4346,000 (9,000)(1,816)(5,200)(2,401)(2,468) 12,10920,86184,85443,99615,254 (14,532)(19,069)(26,079)(27,000)(21,348)(54,995)(74,520) (106,068) (3,260,636) Elgin Manor Nursing & Personal CareI) Net Income Column Labels 1) RevenueP of Ont - NPC P of Ont - NPC P of Ont - On Call Physician P of Ont - On Call Physician Project Revenue Additional RN Base FundingBSO Funding NursesBSO Funding PSWEducationFalls PreventionHINF Costs ReimbursedHINF Supplemental Base SuppliesLab Cost RecoveryMDS RAIPhysiotherapy ServicesPSW Train the Trainor Recoveries Recoveries - Supplies & Service 2) WagesProject Wages Training Coordinator Project Wages - HCA BSO Funding PSWDirect Care Staff FundingEducationHINF Costs ReimbursedNew Hire OrientationPSW Train the Trainor Project Wages - RN Additional RN Base FundingDirect Care Staff FundingEducationMDS RAINew Hire Orientation Project Wages - RPN BSO Funding NursesDirect Care Staff FundingEducationMDS RAI DescriptionOpCap Sum of BudgetRow Labels 433 180 2029 3,9714,4456,1764,508 87,65234,27610,48877,76432,03012,45998,32235,57424,54318,16652,34025,386 127,050261,045514,251518,096143,912289,529281,194 1,935,4641,067,011 426 177 2028 3,9044,3686,0694,431 85,60434,37010,31076,44032,07312,43796,64934,74323,96918,21651,44924,954 124,081256,600505,501509,273141,462284,914276,506 1,902,5131,048,845 416 173 2027 3,8164,2695,9314,331 84,24234,27610,08074,73331,94212,34894,48834,19023,58818,16650,30024,396 122,107250,868494,202497,897138,302278,856270,430 1,860,0091,025,413 408 170 2026 3,7419,8814,1835,8124,246 82,58434,27673,26331,89912,29592,63133,51723,12418,16649,31123,916 119,704245,935484,486488,108135,583273,684265,213 1,823,4411,005,253 400 166 2025 3,6679,6874,0995,6964,162 80,95934,27671,82331,85712,24290,81032,85722,66918,16648,34123,446 117,348241,100474,961478,511132,917985,489268,613260,099 1,787,590 393 164 2024 3,6049,5224,0285,5974,091 79,66434,37070,60031,90312,22389,26432,33222,30618,21647,51923,047 115,471236,995466,880470,364130,654968,711264,355255,771 1,757,158 384 160 2023 3,5239,3093,9365,4693,999 77,50534,27669,02331,77512,13987,26931,45621,70218,16646,45622,532 112,342231,701456,443459,856127,735947,069258,756250,158 1,717,899 208 377 157 2022 3,4549,1263,8575,3593,920 75,98534,27667,66631,73612,09085,55329,66121,27618,16645,54322,089 105,933227,145447,469450,815125,224928,451253,979245,339 1,684,128 369 154 2021 3,3868,9473,7805,2523,843 74,77734,27666,33531,69712,04183,87128,06920,93818,16644,64821,655 100,246222,679438,672441,952122,762910,196249,296240,616 1,651,016 364 151 2020 3,3308,8013,7175,1653,781 94,91373,63634,37065,25531,74812,02882,55326,57520,61818,21643,94620,561 219,052431,776434,753120,763895,371245,668236,794 1,624,124 0 356 340 148 2019 3,2563,1061,0423,8145,2183,698 73,64371,91134,27623,02731,62911,94871,95420,62020,13518,16638,32421,214 (22,664)(10,215)(68,291) 214,161376,328464,107115,152853,769216,217252,309 1,587,858 Elgin Manor Nursing & Personal CareI) Net Income Column Labels New Hire Orientation Wages DON - Manager of Resident CareDON - Resident Care CoordinatorPSWPSW - Step 1PSW - Step 2RNRN - Step 7RPNWage & Benefit Adjustment Wages - HCA PSW - Step 1PSW - Step 2Wage & Benefit Adjustment Wages - RN RNRN - Step 7Wage & Benefit Adjustment Wages - RPN RPNWage & Benefit Adjustment 3) BenefitsBenefits DON - Manager of Resident CareDON - Resident Care CoordinatorPSWPSW - Step 1PSW - Step 2RNRN - Step 7RPNWage & Benefit Adjustment Project Benefits Additional RN Base FundingBSO Funding NursesBSO Funding PSWDirect Care Staff FundingEducationHINF Costs Reimbursed DescriptionOpCap Sum of BudgetRow Labels 586 400 500 300 2029 3,2433,6921,5006,0008,1129,0001,0775,2001,0008,0003,000 11,48339,42032,83221,34823,99944,520 1,800,597 576 400 500 300 2028 3,1873,6061,5006,0008,1129,0001,0775,2001,0008,0003,000 11,28839,42032,83221,34823,52843,647 1,782,012 563 400 500 300 2027 3,1163,5481,5006,0008,1129,0001,0775,2001,0008,0003,000 11,03639,42032,83221,34823,06742,791 1,736,997 552 400 500 300 2026 3,0543,4781,5006,0008,1129,0001,0775,2001,0008,0003,000 10,81939,42032,83221,34822,61541,952 1,706,265 541 400 500 300 2025 2,9943,4091,5006,0008,1129,0001,0775,2001,0008,0003,000 10,60639,42032,83221,34822,17141,129 1,676,139 532 400 500 300 2024 2,9433,3551,5006,0008,1129,0001,0775,2001,0008,0003,000 10,42539,42032,83221,34821,73740,323 1,661,020 520 400 500 300 2023 2,8773,2631,5006,0008,1129,0001,0775,2001,0008,0003,000 10,19239,42032,83221,34821,31039,532 1,616,417 209 510 400 500 300 2022 9,9922,8193,1991,5006,0008,1129,0001,0775,2001,0008,0003,000 39,42032,83221,34820,89338,757 1,582,711 500 400 500 300 2021 9,7952,7643,1481,5006,0008,1129,0001,0775,2001,0008,0003,000 39,42032,83221,34820,48337,997 1,550,848 491 400 500 300 2020 9,4082,7193,1001,5006,0008,1129,0001,0775,2001,0008,0003,000 39,42032,83221,34820,08137,252 1,532,523 480 400 500 300 2019 2,6593,0271,5007,0008,5129,0001,0775,2001,0008,0005,000 10,99939,42032,83221,34874,52019,17836,052 1,301,183 Elgin Manor Nursing & Personal CareI) Net Income Column Labels MDS RAINew Hire OrientationPSW Train the TrainorTraining Coordinator 4) Operating CostsDevelopment Development Equipment Equipment Incontinence Incontinence Medical Director Medical Director Mileage Travel Miscellaneous Miscellaneous Project Costs EducationFalls PreventionHINF Costs ReimbursedHINF Supplemental Base SuppliesLab Cost RecoveryMattress ReplacementPhysiotherapy ServicesSafety/Sling Replacement Purchased Services Purchased Services Repairs & Maintenance Repairs & Maintenance Supplies Medical Supplies Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 483 121 606 504 ЋЉЋВ (604) 8,8522,2133,0003,0002,000 43,15136,65222,87010,26387,41074,52053,160 (11,065)(35,702) 164,925 (485,490) 475 119 606 504 ЋЉЋБ (594) 8,7012,1753,0003,0002,000 42,41735,79522,48110,02385,93574,52053,160 (10,876)(35,702) 162,141 (475,970) 464 116 606 504 ЋЉЋА (581) 8,5079,8632,1273,0003,0002,000 41,46935,22621,97984,02874,52053,160 (10,634)(35,702) 158,543 (466,638) 455 114 606 504 ЋЉЋЏ (569) 8,3409,6692,0853,0003,0002,000 40,65434,53221,54682,38874,52053,160 (10,425)(35,702) 155,450 (457,488) 446 112 606 504 ЋЉЋЎ (558) 8,1769,4792,0443,0003,0002,000 39,85533,85321,12380,78174,52053,160 (10,220)(35,702) 152,417 (448,517) 439 110 606 504 ЋЉЋЍ (549) 8,0369,3272,0093,0003,0002,000 39,17633,31120,76379,41874,52053,160 (10,046)(35,702) 149,846 (439,723) 429 107 606 504 ЋЉЋЌ (536) 7,8579,0751,9643,0003,0002,000 (9,821) 38,30132,40920,29977,65774,52053,160 (35,702) 146,522 (431,101) 210 421 105 606 504 ЋЉЋЋ (526) 7,7038,8971,9263,0003,0002,000 (9,628) 37,54831,77319,90076,14374,52053,160 (35,702) 143,665 (422,648) 412 103 606 504 ЋЉЋЊ (516) 7,5518,7551,8883,0003,0002,000 (9,439) 36,81031,26819,50974,65874,52053,160 (35,702) 140,865 (414,361) 406 101 606 504 ЋЉЋЉ (507) 7,4288,6221,8573,0003,0002,000 (9,285) 36,21030,79119,19173,45474,52053,160 (35,702) 138,593 (406,236) 99 400 606 504 ЋЉЊВ (499)(881) 7,2388,4198,6131,8103,0003,0002,000 (9,049) 30,64230,06916,24071,69952,620 (35,702) 135,281 (326,418) Elgin Manor Program & SupportI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻt ƚŅ hƓƷ Ώ bt/P of Ont - PSS tƩƚƆĻĭƷ wĻǝĻƓǒĻ BSO RecreationHINF 1:1 Staffing Recreation wĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ BSO RecreationHINF 1:1 Staffing RecreationğŭĻƭ HairdressersManager of Program & TherapyRecreationistsWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ HairdressersManager of Program & TherapyRecreationistsWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ BSO RecreationHINF 1:1 Staffing Recreation ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tƩƚŭƩğƒ {ƦĻĭźŅźĭ wğǞ Cƚƚķ Program Specific Raw Food tƩƚƆĻĭƷ /ƚƭƷƭ Life EnrichmentPhysiotherapy tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ 190 ЋЉЋВ 6,095 ΛЊЋͲБЍЎΜ 190 ЋЉЋБ 5,975 ΛВͲВЋЍΜ 190 ЋЉЋА 5,858 ΛБͲЌВЍΜ 190 ЋЉЋЏ 5,743 ΛЏͲЋЋАΜ 190 ЋЉЋЎ 5,631 ΛЍͲЊЉЊΜ 190 ЋЉЋЍ 5,520 ΛЊͲЉБЋΜ 190 ЋЉЋЌ ΛЊЍВΜ 5,412 211 190 ЋЉЋЋ 5,306 ЊͲБЏЋ 190 ЋЉЋЊ 5,202 ЌͲВБЍ 190 ЋЉЋЉ 5,100 АͲЉЉЌ 190 ЋЉЊВ 5,000 ЍͲББЋ Elgin Manor Program & SupportI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ {ǒƦƦƌźĻƭ SuppliesƩğǝĻƌ Ώ hƷŷĻƩ Travel - Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ΛЉΜ 354 504 240 306 ЋЉЋВ 2,2111,401 12,00042,18918,807 (79,591)(20,418)(58,160) 195,510103,620 (218,974) Љ 354 504 240 306 ЋЉЋБ 2,2111,401 12,00042,18918,807 (79,591)(18,511)(54,974) 192,182101,856 (218,974) ΛЉΜ 354 504 240 306 ЋЉЋА 2,2111,401 99,58112,00042,18918,807 (78,030)(16,506)(51,971) 187,888 (218,974) Љ 354 504 240 306 ЋЉЋЏ 2,2111,401 97,62312,00042,18918,807 (78,030)(14,500)(48,325) 184,194 (218,974) Љ 354 504 240 306 ЋЉЋЎ 2,2111,401 95,70412,00042,18918,807 (78,030)(12,489)(44,795) 180,573 (218,974) ΛЉΜ 354 504 240 306 ЋЉЋЍ 2,2111,401 94,07412,00042,18918,807 (76,500)(10,485)(43,626) 177,499 (218,974) Љ 354 504 240 306 ЋЉЋЌ 2,2111,401 (8,478) 91,97312,00042,18918,807 (76,500)(39,565) 173,533 (218,974) 212 ΛЉΜ 354 504 240 306 ЋЉЋЋ 2,2111,401 (6,474) 90,16412,00042,18918,807 (76,500)(36,350) 170,122 (218,974) Љ 354 504 240 306 ЋЉЋЊ 2,2111,401 (4,468) 88,39212,00042,18918,807 (75,000)(34,738) 166,777 (218,974) Љ 354 504 240 306 ЋЉЋЉ 2,2111,401 (2,463) 86,95212,00042,18918,807 (75,000)(32,587) 164,060 (218,974) Љ 354 504 240 306 ЋЉЊВ (418) 2,2111,401 85,01012,00042,18918,807 (75,000)(29,027) 160,397 (218,974) Terrace Lodge Adult DayI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻhƷŷĻƩ wĻǝĻƓǒĻ Client Revenue t ƚŅ hƓƷ Ώ bt/Province of Ontario ЋΜ ğŭĻƭğŭĻƭ Adult Day StaffWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Adult Day StaffWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment\[ĻğƭĻ LƓƷĻƩƓğƌ Building Occupancy aźƌĻğŭĻ Travel aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous hŅŅźĭĻ {ǒƦƦƌźĻƭ Office Supplies tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wğǞ Cƚƚķ Raw Food{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 609 912 609 ЋЉЋВ 5,975 (5,729) 63,46833,63810,00015,847 110,928286,508 ЎЋЋͲАЏЏ 598 894 598 ЋЉЋБ 5,858 (5,617) 62,38833,06610,00015,536 108,753280,890 ЎЊЋͲВЏЌ 586 876 586 ЋЉЋА 5,743 (5,507) 60,99432,32710,00015,232 106,621275,382 ЎЉЋͲБЍЉ 574 859 574 ЋЉЋЏ 5,631 (5,399) 59,79531,69110,00014,933 104,530269,982 ЍВЌͲЊАЋ 563 842 563 ЋЉЋЎ 5,520 (5,293) 58,61931,06843,20010,00014,640 102,481264,689 ЎЋЏͲБВЌ 552 826 552 ЋЉЋЍ 5,412 (5,189) 57,62130,53910,00014,353 100,471259,499 ЍАЍͲЏЌЏ 541 810 541 ЋЉЋЌ 5,306 (5,087) 56,33429,85710,00098,50114,072 254,411 ЍЏЎͲЋБЎ 213 531 794 531 ЋЉЋЋ 5,202 (4,988) 55,22629,27010,00096,57013,796 249,422 ЍЎЏͲЌЎЌ 520 778 520 ЋЉЋЊ 5,100 (4,890) 54,14028,69410,00094,67613,525 244,531 ЍЍАͲЎВЏ 510 763 510 ЋЉЋЉ 5,000 (4,794) 53,25928,22710,00092,82013,260 239,737 ЍЌВͲЋВЊ 63 500 500 748 500 ЋЉЊВ (4,700)(6,703) 52,06927,59710,00091,00013,000 235,036 ЍЊВͲЏЊЉ Terrace Lodge Building & PropertyI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻwĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭğŭĻƭ Maintenance WagesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Maintenance WagesWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tƩƚƆĻĭƷ /ƚƭƷƭ Facility Condition AuditPainting tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies ƷźƌźƷźĻƭ Utilities DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 474 951 119 238 500 300 ЋЉЋВ (593) 4,0014,496 54,74493,44015,328 (15,838) 440,616176,301233,526 (401,878) 466 935 117 234 500 300 ЋЉЋБ (583) 4,0014,496 53,46591,84914,970 (15,543) 433,114173,299229,550 (394,385) 456 914 114 229 500 300 ЋЉЋА (569) 4,0014,496 52,61489,79714,732 (15,253) 423,437169,428224,422 (387,031) 447 896 112 224 500 300 ЋЉЋЏ (559) 4,0014,496 51,57888,03114,442 (14,968) 415,113166,097220,010 (379,815) 438 879 109 220 500 300 ЋЉЋЎ (548) 4,0014,496 50,56386,30114,158 (14,689) 406,951162,831215,684 (372,733) 431 864 108 216 500 300 ЋЉЋЍ (538) 4,0014,496 49,75484,83113,931 (14,415) 400,024160,059212,012 (365,783) 421 844 105 211 500 300 ЋЉЋЌ (526) 4,0014,496 48,40682,93613,554 (14,273) 391,087156,483207,276 (362,161) 214 413 828 103 207 500 300 ЋЉЋЋ (516) 4,0014,496 47,45781,30613,288 (14,131) 383,397153,407203,201 (358,576) 405 812 101 203 500 300 ЋЉЋЊ (506) 4,0014,496 46,70279,70713,077 (13,992) 375,859150,391199,206 (355,025) 398 798 100 199 500 300 ЋЉЋЉ (497) 4,0014,496 45,98978,40912,877 (13,853) 369,738147,941195,961 (351,510) 400 765 184 100 191 800 300 ЋЉЊВ (500) 5,0001,2494,0014,496 44,91276,65812,57510,95318,750 (25,000)(13,853) 363,806144,637192,817 (352,555) Terrace Lodge DietaryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻt ƚŅ hƓƷ Ώ bt/P of Ont - Raw Food tƩƚƆĻĭƷ wĻǝĻƓǒĻ Farm to TableHINF 1:1 Staffing Dietary wĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ Farm to TableHINF 1:1 Staffing DietaryNew Hire OrientationğŭĻƭ Dietary AidesFirst CooksManager of Support ServicesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Dietary AidesFirst CooksManager of Support ServicesWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ Farm to TableHINF 1:1 Staffing DietaryNew Hire Orientation ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tƩƚƆĻĭƷ /ƚƭƷƭ Farm to Table tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wğǞ Cƚƚķ DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ ЋЉЋВ 1,2001,500 29,170 417,716 ЊͲЉЎЏͲЌЊЉ ЋЉЋБ 1,2001,500 29,170 409,928 ЊͲЉЌБͲЎБЌ ЋЉЋА 1,2001,500 29,170 402,284 ЊͲЉЊЏͲАЌВ ЋЉЋЏ 1,2001,500 29,170 394,783 ВВАͲЎЎБ ЋЉЋЎ 1,2001,500 29,170 387,422 ВАБͲАЎЌ ЋЉЋЍ 1,2001,500 29,170 380,199 ВЏЋͲБЎБ ЋЉЋЌ 1,2001,500 29,170 376,434 ВЍЊͲВЏЍ 215 ЋЉЋЋ 1,2001,500 29,170 372,707 ВЋЍͲЋЎА ЋЉЋЊ 1,2001,500 29,170 369,017 ВЉАͲЊЋЌ ЋЉЋЉ 1,2001,500 29,170 351,510 БАВͲЋЋА ЋЉЊВ 1,2001,500 29,570 366,408 ББВͲЌЏЏ Terrace Lodge DietaryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ Raw Food wğǞ Cƚƚķ Ώ bƚƓΏwĻƭźķĻƓƷ Raw Food - Non-Resident wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 2029 (2,196)(5,000)(3,000) 37,71171,22971,22959,66647,93119,94419,94416,706 (30,000)(10,706) 171,181 (812,035) (145,124) (475,234) (139,141) (1,025,197) 2028 (2,196)(5,000)(3,000) 37,33869,56569,56558,27246,81119,47819,47816,316 (30,000)(10,600) 167,181 (803,995) (143,687) (470,529) (137,764) (1,015,046) 2027 (2,196)(5,000)(3,000) 36,96868,45868,45857,34446,06619,16819,16816,056 (30,000)(10,495) 164,521 (796,034)(142,264)(465,870)(136,400) (1,004,996) 2026 (2,196)(5,000)(3,000) 36,60267,11167,11156,21645,16018,79118,79115,740 (30,000)(10,392) 161,284 (788,153) (140,856) (461,257) (135,049) (995,046) 2025 (2,196)(5,000)(3,000) 36,24065,79065,79055,10944,27118,42118,42115,431 (30,000)(10,289) 158,109 (780,349)(139,461)(456,690)(133,712)(985,194) 2024 (2,196)(5,000)(3,000) 35,88164,73764,73754,22843,56218,12618,12615,184 (30,000)(10,187) 155,580 (772,623) (138,080) (452,169) (132,388) (975,440) 2023 (2,196)(5,000)(3,000) 35,52662,98362,98352,75842,38217,63517,63514,772 (30,000)(10,086) 151,364 (764,973)(136,713)(447,692)(131,077)(965,782) 216 2022 (2,196)(5,000)(3,000)(9,986) 35,17461,74861,74851,72441,55117,28917,28914,483 (30,000) 148,396 (757,399) (135,360) (443,259) (129,780) (956,220) 2021 (2,196)(5,000)(3,000)(9,887) 34,82660,76660,76650,90140,89017,01517,01514,252 (30,000) 146,036 (749,900)(134,019)(438,871)(128,495)(946,752) 2020 (2,196)(9,126)(5,000)(3,000)(9,789) 34,48159,83959,83950,12440,26616,75516,75514,035 (30,000) 143,807 (742,476) (132,693) (434,525) (127,222) (937,378) 23 2019 6,653 (2,196)(5,000)(3,000)(9,644) 58,43758,43748,95012,55439,32316,36216,36213,706 (36,504)(35,334) 140,439 (756,659)(105,346)(128,542)(422,159)(121,546)(898,042) Terrace Lodge General & AdminI) Net Income Column Labels 1) RevenueBasic Basic P of Ont - NPC P of Ont - OA P of Ont - On Call Physician P of Ont - Pay Equity P of Ont - Structural Compliance P of Ont - Structural Compliance Private Private Private - Basic Comp Private - Basic Comp Project Revenue DonationsPalliative Care Donations Recoveries Recoveries Respite Respite Semi-Private Semi Semi-Private - Basic Comp Semi - Basic Comp 2) WagesWages Administrator TLClerk 1Clerk 2Director of Homes & Senior ServicesWage & Benefit Adjustment Wages - HCA Clerk - Temporary 3) BenefitsBenefits Administrator TLClerk - TemporaryClerk 1Clerk 2Director of Homes & Senior Services DescriptionOpCap Sum of BudgetRow Labels 502 756 505 500 2029 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,144,348 502 756 505 500 2028 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,143,612 502 756 505 500 2027 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,142,876 502 756 505 500 2026 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,142,140 502 756 505 500 2025 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,141,404 502 756 505 500 2024 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,140,667 502 756 505 500 2023 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 1,141,371 217 502 756 505 500 2022 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 809,135 502 756 505 500 2021 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02510,000 476,732 502 756 505 500 2020 1,0003,3341,5004,2501,5007,8005,0002,5003,5354,0007,996 16,50010,02513,17410,000 246,737 502 756 505 800 2019 1,0003,3342,0004,2501,5007,0005,0002,5003,5354,0007,996 16,50010,02513,17410,000 (30,759) 251,393 Terrace Lodge General & AdminI) Net Income Column Labels Wage & Benefit Adjustment 4) Operating CostsAdvertising Advertising Amortization Amortization Cable Cable Development Development Equipment Equipment Legal & Professional Photocopy Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Postage/Courier Postage/Courier Project Costs CMI StudyFurniture ReplacementMiscellaneous DonationsStaff Enrichment Donations Purchased Services Purchased Services Recognition Recognition Reimbursed Supplies/Clothing Reimbursed Supplies/Services Subscriptions & Publications Subscriptions Telephone/Fax Telephone/Fax Travel - Other DescriptionOpCap Sum of BudgetRow Labels 770 2029 (905,772) 770 2028 (892,229) 770 2027 (875,199) 770 2026 (860,031) 770 2025 (844,934) 770 2024 (828,281) 770 2023 (815,136) 218 770 2022 (1,131,689) 770 2021 (1,446,950) 770 2020 (1,655,622) 770 2019 (1,796,945) Terrace Lodge General & AdminI) Net Income Column Labels Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 474 119 ЋЉЋВ (593) 1,8033,0701,596 36,49610,21922,100 341,243180,859 ЎВАͲЌБЎ 466 117 ЋЉЋБ (583) 9,9801,8033,0701,596 35,64322,100 335,462177,795 ЎБАͲЍЎЉ 456 114 ЋЉЋА (569) 9,8211,8033,0701,596 35,07622,100 327,997173,839 ЎАЎͲЌЉЋ 447 112 ЋЉЋЏ (559) 9,6281,8033,0701,596 34,38622,100 321,578170,437 ЎЏЍͲЎВБ 438 109 ЋЉЋЎ (548) 9,4381,8033,0701,596 33,70922,100 315,285167,101 ЎЎЍͲЊЉЌ 431 108 ЋЉЋЍ (538) 9,2881,8033,0701,596 33,17022,100 309,948164,272 ЎЍЎͲЋЍЏ 421 105 ЋЉЋЌ (526) 9,0361,8033,0701,596 32,27122,100 303,053160,618 ЎЌЌͲЎЍЏ 219 413 103 ЋЉЋЋ (516) 8,8591,8033,0701,596 31,63822,100 297,124157,476 ЎЋЌͲЏЏЎ 405 101 ЋЉЋЊ (506) 8,7181,8033,0701,596 31,13522,100 291,312154,395 ЎЊЍͲЊЋВ 398 100 ЋЉЋЉ (497) 8,5851,8033,0701,596 30,66022,100 286,596151,896 ЎЉЏͲЌЉЎ 400 100 ЋЉЊВ (500)(402) 8,3842,0033,0701,596 29,94237,09822,100 280,226148,520 ЎЌЋͲЎЌА Terrace Lodge HousekeepingI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻtƩƚƆĻĭƷ wĻǝĻƓǒĻ HINF 1:1 Staffing HSKP ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ HINF 1:1 Staffing HSKPğŭĻƭ Housekeeping StaffManager of Support ServicesWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Housekeeping StaffManager of Support ServicesWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ HINF 1:1 Staffing HSKP ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ9ƨǒźƦƒĻƓƷ Equipment tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ЋЉЋВ 1,2515,152 87,54946,401 132,600 ЋАЋͲВЎЋ ЋЉЋБ 1,2515,152 86,06145,612 132,600 ЋАЉͲЏАА ЋЉЋА 1,2515,152 84,14244,595 132,600 ЋЏАͲАЍЉ ЋЉЋЏ 1,2515,152 82,49143,720 132,600 ЋЏЎͲЋЊЍ ЋЉЋЎ 1,2515,152 80,87242,862 132,600 ЋЏЋͲАЌБ ЋЉЋЍ 1,2515,152 79,49942,134 132,600 ЋЏЉͲЏЌЏ ЋЉЋЌ 1,2515,152 77,72641,195 132,600 ЋЎАͲВЋЍ 220 ЋЉЋЋ 1,2515,152 76,20140,387 132,600 ЋЎЎͲЎВЊ ЋЉЋЊ 1,2515,152 74,70639,594 132,600 ЋЎЌͲЌЉЍ ЋЉЋЉ 1,2515,152 73,49338,951 132,600 ЋЎЊͲЍЍА (4) ЋЉЊВ 1,2515,152 72,70938,536 (19,708) 132,600 ЋЌЉͲЎЌЎ Terrace Lodge LaundryI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЋΜ ğŭĻƭğŭĻƭ Laundry StaffWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Laundry StaffWage & Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭtǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services wĻƦğźƩƭ ε ağźƓƷĻƓğƓĭĻ Repairs/Maintenance{ǒƦƦƌźĻƭ Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 453 2029 8,8226,7078,2273,1217,3452,110 (9,996)(5,923)(7,000) 14,81722,20050,80710,81019,89940,64649,80652,591 (15,161)(24,874)(27,750)(34,897)(23,724)(62,258)(12,000) (4,606,776) 445 2028 8,6726,5938,0873,0687,2212,074 (9,996)(5,914)(7,000) 14,47021,82249,94210,62619,56139,95348,95851,363 (15,161)(24,451)(27,277)(34,378)(23,724)(61,197)(12,000) (4,516,447) 436 2027 8,4786,4457,9062,9997,0592,028 (9,996)(5,901)(7,000) 14,24021,33448,82610,38819,12439,06147,86450,545 (15,161)(23,905)(26,668)(33,708)(23,724)(59,831)(12,000) (4,427,889) 427 2026 8,3116,3197,7512,9406,9201,988 (9,996)(5,891)(7,000) 13,96020,91547,86610,18418,74838,29346,92349,551 (15,161)(23,435)(26,144)(33,132)(23,724)(58,654)(12,000) (4,341,068) 419 2025 8,1486,1959,9847,5992,8826,7841,949 (9,996)(5,880)(7,000) 13,68520,50446,92518,37937,54046,00148,575 (15,161)(22,974)(25,630)(32,567)(23,724)(57,501)(12,000) (4,255,949) 412 2024 8,0096,0899,8147,4692,8336,6691,916 (9,996)(5,871)(7,000) 13,46620,15546,12618,06636,90145,21847,798 (15,161)(22,583)(25,193)(32,088)(23,724)(56,522)(12,000) (4,172,499) 402 2023 7,8305,9539,5957,3022,7706,5201,873 (9,996)(5,860)(7,000) 13,10119,70445,09517,66336,07644,20746,503 (15,161)(22,078)(24,631)(31,469)(23,724)(55,259)(12,000) (4,090,685) 221 394 2022 7,6765,8369,4067,1592,7156,3921,836 (9,996)(5,850)(7,000) 12,84519,31744,20917,31535,36743,33845,591 (15,161)(21,644)(24,146)(30,937)(23,724)(54,173)(12,000) (4,010,476) 387 2021 7,5255,7219,2217,0182,6626,2661,800 (9,996)(5,840)(7,000) 12,64018,93743,34016,97534,67242,48643,156 (15,161)(21,219)(23,672)(30,416)(23,724)(53,108)(12,000) (3,931,839) 380 2020 7,4035,6289,0766,9072,6206,1641,771 (9,996)(5,833)(7,000) 12,44718,62942,63416,69834,10741,79440,854 (15,161)(20,873)(23,286)(29,997)(23,724)(52,243)(12,000) (3,854,744) 0 (0)(0) 372 2019 7,2375,5026,7702,5686,0261,731 (9,996)(5,822)(7,000)(6,400) 12,15618,62484,85416,62547,85638,405 (14,532)(20,782)(23,279)(31,042)(23,724)(59,820)(82,800) (106,068) (3,562,757) Terrace Lodge Nursing & Personal CareI) Net Income Column Labels 1) RevenueP of Ont - NPC P of Ont - NPC P of Ont - On Call Physician P of Ont - On Call Physician Project Revenue Additional RN Base FundingBSO Funding NursesBSO Funding PSWEducationFalls PreventionHINF Costs ReimbursedHINF Supplemental Base SuppliesLab Cost RecoveryMDS RAIPhysiotherapy Services Recoveries Recoveries - Supplies & Service 2) WagesProject Wages Training Coordinator Project Wages - HCA BSO Funding PSWDirect Care Staff FundingEducationHINF Costs ReimbursedNew Hire Orientation Project Wages - RN Additional RN Base FundingDirect Care Staff FundingEducationNew Hire Orientation Project Wages - RPN BSO Funding NursesDirect Care Staff FundingEducationMDS RAINew Hire Orientation Wages DON - CMI Supervisor DescriptionOpCap Sum of BudgetRow Labels 727 2029 1,7839,4514,9755,5506,099 87,65234,33117,48170,69523,57614,72635,57424,54318,19512,49676,94125,565 127,050487,283144,445354,247798,070267,525188,696427,986 1,970,6541,081,915 715 2028 1,7539,4394,8905,4565,995 85,60434,42517,18369,49123,64114,38234,74323,96918,24512,53075,63225,130 124,081478,986141,987348,220784,481262,970185,485420,777 1,937,1041,063,495 699 2027 1,7149,3774,7815,3345,861 84,24234,33116,79967,93923,57614,15334,19023,58818,19512,49673,94124,569 122,107468,286138,813340,436766,957257,095181,340411,457 1,893,8281,039,736 685 2026 1,6809,3424,6875,2295,746 82,58434,33116,46966,60323,57613,87433,51723,12418,19512,49672,48824,086 119,704459,080136,084333,743751,877252,041177,774403,446 1,856,5941,019,295 672 2025 1,6479,3074,5955,1265,632 80,95934,33116,14565,29423,57613,60132,85722,66918,19512,49671,06323,612 117,348450,054133,409327,181737,094247,085999,254174,279395,593 1,820,091 660 2024 1,6199,2984,5175,0395,537 79,66434,42515,87064,18223,64113,38432,33222,30618,24512,53069,85423,210 115,471442,391131,139321,615724,546242,878982,243171,314388,937 1,789,106 645 2023 1,5839,2394,4164,9265,413 77,50534,33115,51662,74823,57613,02131,45621,70218,19512,49668,29222,692 112,342432,508128,207314,426708,359237,453960,297167,485380,327 1,749,134 222 633 2022 1,5529,2064,3294,8295,307 75,98534,33115,21161,51423,57612,76630,83921,27618,19512,49666,95022,246 110,139424,004125,687308,244694,431232,783941,419164,192372,928 1,714,748 620 2021 1,5219,1744,2444,7345,202 74,77734,33114,91260,30523,57612,08430,34820,93818,19512,49665,63321,808 108,387415,668123,216302,184680,779228,207922,910160,964365,675 1,681,034 611 2020 1,4979,1694,1754,6575,118 70,81834,42514,66959,32323,64111,43929,88519,82918,24512,53064,60121,454 106,733408,898121,279297,433669,690224,490907,877158,433359,795 1,653,653 (0) 598 2019 (196) 1,8757,5841,4675,7856,4194,1564,6565,008 66,57719,55239,73824,51510,75429,18518,64210,36321,06263,31158,82921,214 (22,200) 104,233399,768118,856291,503663,256212,871860,886155,274354,592 1,616,728 Terrace Lodge Nursing & Personal CareI) Net Income Column Labels DON - Manager of Resident CareDON - Resident Care CoordinatorPSWPSW - Step 1PSW - Step 2RNRN - Step 6RN - Step 7RPNWage & Benefit Adjustment Wages - HCA PSW - Step 1PSW - Step 2Wage & Benefit Adjustment Wages - RN RN - Step 6RN - Step 7Wage & Benefit Adjustment Wages - RPN RPNWage & Benefit Adjustment 3) BenefitsBenefits DON - CMI SupervisorDON - Manager of Resident CareDON - Resident Care CoordinatorPSWPSW - Step 1PSW - Step 2RNRN - Step 6RN - Step 7RPNWage & Benefit Adjustment Project Benefits Additional RN Base FundingBSO Funding NursesBSO Funding PSWDirect Care Staff FundingEducation DescriptionOpCap Sum of BudgetRow Labels 113 500 2029 2,9843,7041,2008,0001,0024,4049,9965,3577,0005,0002,000 12,45243,80032,88323,72410,00025,89949,350 2,035,599 111 500 2028 2,9333,6181,2008,0001,0024,4049,9965,3577,0005,0002,000 12,23943,80032,88323,72410,00025,39148,383 2,013,658 109 500 2027 2,8683,5601,2008,0001,0024,4049,9965,3577,0005,0002,000 11,96643,80032,88323,72410,00024,89347,434 1,962,487 107 500 2026 2,8123,4901,2008,0001,0024,4049,9965,3577,0005,0002,000 11,73143,80032,88323,72410,00024,40546,504 1,927,155 105 500 2025 2,7563,4211,2008,0001,0024,4049,9965,3577,0005,0002,000 11,50043,80032,88323,72410,00023,92645,592 1,892,517 103 500 2024 2,7103,3671,2008,0001,0024,4049,9965,3577,0005,0002,000 11,30443,80032,88323,72410,00023,45744,698 1,874,758 101 500 2023 2,6493,2751,2008,0001,0024,4049,9965,3577,0005,0002,000 11,05243,80032,88323,72410,00022,99743,822 1,823,782 223 98 500 2022 2,5973,2111,2008,0001,0024,4049,9965,3577,0005,0002,000 10,83543,80032,88323,72410,00022,54642,962 1,791,220 97 500 2021 2,5463,1601,2008,0001,0024,4049,9965,3577,0005,0002,000 10,62243,80032,88323,72410,00022,10442,120 1,758,268 95 500 2020 2,5053,1121,2008,0001,0024,4049,9965,3577,0005,0002,000 10,44843,80032,88323,72410,00021,67141,294 1,740,617 93 2019 2,4503,0391,2001,0026,0009,9965,3577,0005,0002,000 11,96410,00043,80032,88323,72482,80010,00019,99440,094 1,789,963 Terrace Lodge Nursing & Personal CareI) Net Income Column Labels HINF Costs ReimbursedMDS RAINew Hire OrientationTraining Coordinator 4) Operating CostsDevelopment Development Equipment Equipment Incontinence Incontinence Medical Director Medical Director Mileage Travel Project Costs EducationFalls PreventionHINF Costs ReimbursedHINF Supplemental Base SuppliesLab Cost RecoveryMattress ReplacementPhysiotherapy ServicesSafety/Sling Replacement Purchased Services Purchased Services Repairs & Maintenance Repairs & Maintenance Supplies Medical Supplies Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 483 121 350 400 ЋЉЋВ (604) 3,3382,0002,0002,000 13,35327,74036,49614,70210,21982,80044,600 (16,692)(25,000) 196,636104,217 (539,666) 475 119 350 400 ЋЉЋБ (594) 9,9803,2822,0002,0002,000 13,12627,26835,64314,45282,80044,600 (16,408)(25,000) 193,324102,462 (529,084) 464 116 350 400 ЋЉЋА (581) 9,8213,2082,0002,0002,000 12,83326,65935,07614,12982,80044,600 (16,041)(25,000) 189,040100,191 (518,710) 455 114 350 400 ЋЉЋЏ (569) 9,6283,1452,0002,0002,000 12,58026,13534,38613,85198,24082,80044,600 (15,726)(25,000) 185,359 (508,539) 446 112 350 400 ЋЉЋЎ (558) 9,4383,0832,0002,0002,000 12,33325,62133,70913,57996,32782,80044,600 (15,416)(25,000) 181,750 (498,568) 439 110 350 400 ЋЉЋЍ (549) 9,2883,0312,0002,0002,000 12,12325,18533,17013,34894,70682,80044,600 (15,154)(25,000) 178,691 (488,792) 429 107 350 400 ЋЉЋЌ (536) 9,0362,9632,0002,0002,000 11,85224,62232,27113,05092,60982,80044,600 (14,815)(25,000) 174,734 (479,208) 224 421 105 350 400 ЋЉЋЋ (526) 8,8592,9052,0002,0002,000 11,61924,13831,63812,79390,80782,80044,600 (14,524)(25,000) 171,334 (469,812) 412 103 350 400 ЋЉЋЊ (516) 8,7182,8482,0002,0002,000 11,39123,66331,13512,54289,04082,80044,600 (14,239)(25,000) 168,001 (460,600) 406 101 350 400 ЋЉЋЉ (507) 8,5852,8012,0002,0002,000 11,20523,27830,66012,33787,60882,80044,600 (14,007)(25,000) 165,299 (451,568) 99 401 350 400 ЋЉЊВ (500)(314) 8,3842,7312,0002,0002,000 10,92230,07429,94215,93985,24413,16744,000 (13,653)(25,000) 160,838 (362,687) Terrace Lodge Program & SupportI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻt ƚŅ hƓƷ Ώ bt/P of Ont - PSS tƩƚƆĻĭƷ wĻǝĻƓǒĻ BSO RecreationHINF 1:1 Staffing Recreation wĻĭƚǝĻƩźĻƭ Recoveries ЋΜ ğŭĻƭtƩƚƆĻĭƷ ğŭĻƭ BSO RecreationHINF 1:1 Staffing RecreationğŭĻƭ HairdressersManager of Program & TherapyRecreationistsWage & Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ HairdressersManager of Program & TherapyRecreationistsWage & Benefit Adjustment tƩƚƆĻĭƷ .ĻƓĻŅźƷƭ BSO RecreationHINF 1:1 Staffing Recreation ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment aźƌĻğŭĻ Travel tƩƚŭƩğƒ {ƦĻĭźŅźĭ wğǞ Cƚƚķ Program Specific Raw Food tƩƚƆĻĭƷ /ƚƭƷƭ Life EnrichmentPhysiotherapy tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ 150 ЋЉЋВ 6,000 ΛЌЍͲЌЎЏΜ 150 ЋЉЋБ 6,000 ΛЌЉͲЏЎЏΜ 150 ЋЉЋА 6,000 ΛЋБͲЍВЍΜ 150 ЋЉЋЏ 6,000 ΛЋЎͲЏЍЊΜ 150 ЋЉЋЎ 6,000 ΛЋЋͲБЍЍΜ 150 ЋЉЋЍ 6,000 ΛЊВͲЊЉЏΜ 150 ЋЉЋЌ 6,000 ΛЊАͲЎБАΜ 225 150 ЋЉЋЋ 6,000 ΛЊЍͲВЍЌΜ 150 ЋЉЋЊ 6,000 ΛЊЋͲЋЉЊΜ 150 ЋЉЋЉ 6,000 ΛБͲЎЉЋΜ 150 ЋЉЊВ 6,000 ЊЋͲЍБА Terrace Lodge Program & SupportI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ {ǒƦƦƌźĻƭ SuppliesƩğǝĻƌ Ώ hƷŷĻƩ Travel - Other DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 2029 (500)(500) 7,9878,4669,3181,9973,1152,1172,3302,6623,2504,790 (8,645)(3,675)(6,697)(3,000) 12,45910,64979,89074,68022,36920,911 2028 (500)(500) 7,8308,3009,1351,9582,0753,0202,2842,6103,2504,790 (8,645)(3,675)(6,697)(3,000) 12,08110,44078,02472,93521,84720,422 2027 (500)(500) 7,6778,2918,9561,9192,9612,0732,2392,5593,2504,790 (8,645)(3,675)(6,697)(3,000) 11,84410,23676,78271,77521,49920,097 2026 (500)(500) 7,5268,2798,7811,8822,0702,8642,1952,5093,2504,790 (8,645)(3,675)(6,697)(3,000) 11,45810,03575,27170,36221,07619,701 2025 (500)(500) 7,3798,2648,6089,8381,8452,7712,0662,1522,4603,2504,790 (8,645)(3,675)(6,697)(3,000) 11,08373,79068,97720,66119,314 2024 (500)(500) 7,2348,3918,4409,6451,8092,0982,6792,1102,4113,2504,790 (8,645)(3,675)(6,697)(3,000) 10,71872,60967,87420,33119,005 2023 (500)(500) 7,0928,2278,2749,4561,7732,5552,0572,0692,3643,2504,790 (8,645)(3,675)(6,697)(3,000) 10,21870,64266,03519,78018,490 226 2022 (500)(500) 6,9538,0668,1129,2711,7382,0162,5042,0282,3183,2504,790 (8,645)(3,675)(6,697)(3,000) 10,01869,25764,74019,39218,127 2021 (500)(500) 6,8179,8228,0447,9539,0891,7042,4552,0111,9882,2723,2504,790 (8,645)(3,675)(6,697)(3,000) 68,15563,25119,08317,710 2020 (500)(500) 6,6836,8177,7978,9111,6711,7042,7071,9492,2283,2504,790 (8,645)(3,675)(6,697)(3,000) 10,82967,11560,32518,79216,891 992 2019 (500)(500) 8,1247,6447,6442,0314,2321,9111,9113,2504,790 (2,940)(6,280)(3,000)(7,000)(1,362) 16,92865,54358,54818,35216,393 (12,294) ArchivesI) Net Income Column Labels 1) RevenueFederal Funding - Project Revenue Internship Term A - YCW ArchivesInternship Term B - YCW ArchivesSummer Student - CSSSummer Student - YCW Archives Other Revenue Other Revenue Project Revenue Donations - Alma CollegeDonations - ArchivesInternship Term A - YCW Archives 2) WagesProject Wages DigitizationInternship Term A - YCW ArchivesInternship Term B - YCW ArchivesSummer Student - CSSSummer Student - YCW Archives Wages Archivist Assistant 1Archivist Assistant 2Wage/Benefit Adjustment 3) BenefitsBenefits Archivist Assistant 1Archivist Assistant 2Wage/Benefit Adjustment Project Benefits DigitizationInternship Term A - YCW ArchivesInternship Term B - YCW ArchivesSummer Student - CSSSummer Student - YCW Archives 4) Operating CostsAcquisitions Acquisitions Amortization Amortizaiton Development DescriptionOpCap Sum of BudgetRow Labels 600 997 800 504 503 997 503 997 2029 2,7004,5006,5632,0027,5002,200 275,339 600 997 800 504 503 997 503 997 2028 2,7004,5006,5632,0027,5002,200 269,350 600 997 800 504 503 997 503 997 2027 2,7004,5006,5632,0027,5002,200 265,296 600 997 800 504 503 997 503 997 2026 2,7004,5006,5632,0027,5002,200 260,398 600 997 800 504 503 997 503 997 2025 2,7004,5006,5632,0027,5002,200 255,596 600 997 800 504 503 997 503 997 2024 2,7004,5006,5632,0027,5002,200 251,743 600 997 800 504 503 997 503 997 2023 2,7004,5006,5632,0027,5002,200 245,419 227 600 997 800 504 503 997 503 997 2022 2,7004,5006,5632,0027,5002,200 240,929 600 997 800 504 503 997 503 997 2021 2,7004,5006,5632,0027,5002,200 236,744 600 997 800 504 503 997 503 997 2020 2,7004,5006,5632,0027,5002,200 230,808 600 997 800 504 503 997 503 997 2019 2,7004,5006,5635,0662,0027,5002,200 220,849 ArchivesI) Net Income Column Labels Development Equipment Equipment Juvenile DVDs DO NOT USE Microfilming/Scanning/Conservatio Legal & Professional Photocopy Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Project Costs Donations - Alma College Promotions Promotions Purchased Services Purchased Services Repairs & Maintenance Repairs/Maintenance Subscriptions & Publications Publicatons Supplies Supplies - Archival Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 1,0008,4662,1173,5142,6623,0003,503 (7,378)(6,697)(3,000)(3,000) 14,05710,64997,39271,22927,27019,944 (15,000) 2028 1,0008,3003,4122,0752,6103,0003,503 (7,378)(6,697)(3,000)(3,000) 13,64710,44095,11669,56526,63319,478 (15,000) 2027 1,0008,2912,0733,3452,5593,0003,503 (7,378)(6,697)(3,000)(3,000) 13,37910,23693,60368,45826,20919,168 (15,000) 2026 1,0008,2793,2412,0702,5093,0003,503 (7,378)(6,697)(3,000)(3,000) 12,96310,03591,76067,11125,69318,791 (15,000) 2025 1,0008,2649,8382,0663,1402,4603,0003,503 (7,378)(6,697)(3,000)(3,000) 12,55889,95465,79025,18718,421 (15,000) 2024 1,0008,3919,6453,0412,0982,4113,0003,503 (7,378)(6,697)(3,000)(3,000) 12,16588,51664,73724,78418,126 (15,000) 2023 1,0008,2279,4562,0572,9092,3643,0003,503 (7,378)(6,697)(3,000)(3,000) 11,63786,11762,98324,11317,635 (15,000) 228 2022 1,0008,0669,2712,8522,0162,3183,0003,503 (7,378)(6,697)(3,000)(3,000) 11,40984,42861,74823,64017,289 (15,000) 2021 1,0008,0449,0892,0112,7962,2723,0003,503 (7,378)(6,697)(3,000)(3,000) 11,18583,08559,34323,26416,616 (15,000) 2020 1,0008,9113,0412,2283,0003,503 (4,919)(6,697)(3,000)(3,000) 12,16681,81856,26622,90915,754 (15,000) 2019 (746) 8,7368,8692,1843,0003,503 (9,700)(6,280)(3,000)(3,000)(6,744) 79,90136,12031,67522,37210,113 (15,000) (124,580) MuseumI) Net Income Column Labels 1) RevenueFederal Funding - Project Revenue Museum - YI Term AMuseum - YI Term BMuseum Assistance ProgramSummer Student Memberships Other Revenue - Events & Other Revenue - Gift Shop Other Revenue - Gift Shop P of Ont - NPC Province of Ontario Project Revenue Donations - Museum 2) WagesProject Wages Museum - YI Term AMuseum - YI Term BSummer Student Wages CuratorMuseum Assistant 1Museum Assistant 2Wage/Benefit Adjustment 3) BenefitsBenefits CuratorMuseum Assistant 1Museum Assistant 2Wage/Benefit Adjustment Project Benefits Museum - YI Term AMuseum - YI Term BSummer Student 4) Operating CostsAcquisitions Acquisitions Advertising Advertising Conservation DescriptionOpCap Sum of BudgetRow Labels 500 504 504 504 500 2029 1,5003,0001,9985,0042,0004,000 20,00230,501 300,244 500 504 504 504 500 2028 1,5003,0001,9985,0042,0004,000 20,00230,501 294,220 500 504 504 504 500 2027 1,5003,0001,9985,0042,0004,000 20,00230,501 290,265 500 504 504 504 500 2026 1,5003,0001,9985,0042,0004,000 20,00230,501 285,396 500 504 504 504 500 2025 1,5003,0001,9985,0042,0004,000 20,00230,501 280,623 500 504 504 504 500 2024 1,5003,0001,9985,0042,0004,000 20,00230,501 276,860 500 504 504 504 500 2023 1,5003,0001,9985,0042,0004,000 20,00230,501 270,442 229 500 504 504 504 500 2022 1,5003,0001,9985,0042,0004,000 20,00230,501 265,982 500 504 504 504 500 2021 1,5003,0001,9985,0042,0004,000 20,00230,501 260,650 500 504 504 504 500 2020 1,5003,0001,9985,0042,0004,000 20,00230,50110,000 258,496 500 504 504 504 500 2019 1,5003,0001,9989,7005,0042,0004,000 20,00230,501 124,080 241,720 MuseumI) Net Income Column Labels Alma College Film - Alma College Donations Curatorial Development Development Equipment Equipment Legal & Professional Photocopy Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Project Costs Donations - MuseumMuseum Assistance Program Promotions Special - Events & Education Repairs & Maintenance Repairs/Maintenance Shipping Shipping Special - General Store Special - Gift Shop Subscriptions & Publications Publicatons DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 (5,000) 71,22952,32552,32552,32536,64336,64336,64336,64336,64336,64330,53618,32236,64337,19726,71936,643 (35,996)(18,000) 101,377171,181 (116,739) 2028 (5,000) 69,56551,10399,00851,10351,10335,78735,78735,78735,78735,78735,78729,82317,89435,78736,32826,09535,787 (35,996)(18,000) 167,181 (116,739) 2027 (5,000) 68,45850,29097,43350,29050,29035,21835,21835,21835,21835,21835,21829,34817,60935,21835,75025,68035,218 (35,996)(18,000) 164,521 (116,739) 2026 (5,000) 67,11149,30095,51649,30049,30034,52534,52534,52534,52534,52534,52528,77117,26234,52535,04625,17434,525 (35,996)(18,000) 161,284 (116,739) 2025 (5,000) 65,79048,33093,63648,33048,33033,84533,84533,84533,84533,84533,84528,20516,92333,84534,35724,67933,845 (35,996)(18,000) 158,109 (116,739) 2024 (5,000) 64,73747,55692,13847,55647,55633,30433,30433,30433,30433,30433,30427,75316,65233,30433,80724,28433,304 (35,996)(18,000) 155,580 (116,739) 2023 (5,000) 62,98346,26889,64146,26846,26832,40132,40132,40132,40132,40132,40127,00116,20132,40132,89122,71632,401 (35,996)(18,000) 151,364 (116,739) 230 2022 (5,000) 61,74845,36185,44245,36145,36131,76631,76631,34931,76631,76631,76626,47215,27131,76632,24621,40031,766 (35,996)(18,000) 148,396 (116,739) 2021 (5,000) 60,76644,63980,85144,63944,63931,26131,26130,04831,26131,26131,26126,05114,44131,26131,73320,25930,057 (35,996)(18,000) 146,036 (116,739) 2020 (5,000) 59,83943,95876,65643,95843,95830,78430,78427,76730,78430,78430,78425,65313,67830,78431,24919,19528,437 (35,996)(18,000) 143,807 (116,739) 2019 (1,000)(4,250) 58,43743,09481,84943,09443,09425,32125,01623,22625,32126,93525,32125,14721,22525,32130,64024,54822,540 (35,996)(15,000) 140,439 (116,739) Library ServicesI) Net Income Column Labels Province of Ontario - Project Revenue Library Assistant Belmont Springfield 1Library Assistant Belmont Springfield 2Library Assistant Belmont Springfield 3Library Assistant Dutton West Lorne Rodney 1Library Assistant Dutton West Lorne Rodney 2Library Assistant Dutton West Lorne Rodney 3Library Assistant Dutton West Lorne Rodney 4 1) RevenueOther Revenue Other Revenue P of Ont - NPC Province of Ontario Project Revenue Donations - LibraryInterLibrary Loans PostageScott Sefton Book Project - LibraryService Ontario 2) WagesWages Administrative AssistantCollections Exchange ProcessingCo-ordinatorDirectorDriver Maintenance PersonInter-Library Loans ClerkLibrary Assistant Aylmer 1Library Assistant Aylmer 2Library Assistant Aylmer 3Library Assistant Aylmer 4Library Assistant Aylmer 5 DescriptionOpCap Sum of BudgetRow Labels 2029 7,9492,9295,4397,5317,1135,0213,3473,3477,5313,556 23,48118,32236,64336,64336,64330,53630,53632,06320,54621,37636,64359,57359,57388,73034,54988,73088,73088,730 2028 7,7682,8625,3157,3596,9504,9063,2703,2707,3593,475 22,93217,89435,78735,78735,78729,82329,82331,31420,06620,87635,78758,18158,18186,65733,74286,65786,65786,657 2027 7,6452,8165,2307,2426,8404,8283,2193,2197,2423,420 22,56817,60935,21835,21835,21829,34829,34830,81619,74720,54435,21857,25557,25585,27833,20585,27885,27885,278 2026 7,4942,7615,1287,1006,7054,7333,1553,1557,1003,353 22,12317,26234,52534,52534,52528,77128,77130,20919,35820,14034,52556,12856,12883,60032,55283,60083,60083,600 2025 7,3472,7075,0276,9606,5734,6403,0933,0936,9603,287 21,68816,92333,84533,84533,84528,20528,20529,61518,97719,74333,84555,02355,02381,95431,91181,95481,95481,954 2024 7,2302,6644,9476,8496,4694,5663,0443,0446,8493,234 22,00616,65233,30433,30433,30427,75327,75329,14118,67319,42733,30454,14354,14380,64331,40180,64380,64380,643 2023 7,0332,5914,8126,6626,2924,4422,9612,9616,6623,146 20,12316,20132,40132,40132,40127,00127,00128,35118,16718,90132,40152,67652,67678,45830,55078,45878,45877,208 231 2022 6,8952,5404,7176,5326,1694,3552,9032,9036,5323,085 18,82115,27131,76631,76631,76625,45226,47227,79517,81118,53031,76651,64351,64376,92029,95176,92076,92072,789 2021 6,7852,5004,6436,4286,0714,2862,8572,8576,4283,036 17,82414,44130,05731,26131,26124,06825,04727,35317,46518,23531,26150,82248,88175,69629,47473,70375,69668,872 2020 6,6782,4604,5696,3265,9754,2172,8112,8116,3262,987 21,02913,67828,43730,78430,78422,79623,69826,93616,02617,26330,78450,04746,42274,54129,02569,88574,54165,293 2019 7,6992,8365,2677,2936,8884,8623,2423,2427,2933,444 21,47425,37722,54030,17725,32121,53321,56324,25322,96528,59530,17749,06843,83072,79529,01365,60671,59672,431 Library ServicesI) Net Income Column Labels Library Assistant Dutton West Lorne Rodney 5Library Assistant Dutton West Lorne Rodney 6Library Assistant Dutton West Lorne Rodney 7Library Assistant Shedden Port Stanley 1Library Assistant Shedden Port Stanley 2Library Assistant Shedden Port Stanley 3Library Assistant Shedden Port Stanley 4Library Assistant Straffordville Port Burwell 1Library Assistant Straffordville Port Burwell 2Library Assistant Straffordville Port Burwell 3Library Assistant Straffordville Port Burwell 4Supervisor Dutton West Lorne Rodney Library Technician 1Library Technician 2Manager Prog & Comm DevOn call hoursStudent AylmerStudent BelmontStudent DuttonStudent Port BurwellStudent Port StanleyStudent RodneyStudent SheddenStudent SpringfieldStudent StraffordvilleStudent West LorneSupervisor AylmerSupervisor Belmont Springfield DescriptionOpCap Sum of BudgetRow Labels 2029 8,5505,1307,4816,5755,130 88,73088,73019,94414,65128,38647,93114,65114,65110,26010,26010,26010,26010,26010,26010,26010,41510,26010,26010,260 2028 8,3505,0107,3076,4215,010 86,65786,65719,47814,30927,72246,81114,30914,30910,02010,02010,02010,02010,02010,02010,02010,17210,02010,02010,020 2027 9,8619,8619,8619,8619,8619,8618,2174,9319,8617,1909,8616,3194,9319,8619,861 85,27885,27819,16814,08127,28146,06614,08114,08110,010 2026 9,6679,6679,6679,6679,6679,6678,0564,8339,6679,8137,0499,6676,1954,8339,6679,667 83,60083,60018,79113,80426,74445,16013,80413,804 2025 9,4779,4779,4779,4779,4779,4777,8974,7389,4779,6206,9109,4776,0734,7389,4779,477 81,95481,95418,42113,53226,21844,27113,53213,532 2024 9,3259,3259,3259,3259,3259,3257,7714,6639,3259,4666,8009,3256,1624,6639,3259,325 80,64380,64318,12613,31625,79943,56213,31613,316 2023 9,0729,0729,0729,0729,0729,0727,5604,5369,0729,2106,3619,0725,6354,5369,0729,072 78,45878,45817,63512,95525,10042,38212,95512,955 232 2022 8,8948,8948,7788,8948,8948,8947,4124,2768,8949,0295,9928,8945,2704,2768,8948,894 76,92076,92017,28912,70123,92441,55112,70112,701 2021 8,7538,7538,4138,7538,7538,7537,2944,0448,7538,8855,6728,4164,9914,0448,4168,753 75,69675,69617,01512,49922,63840,89012,49912,499 2020 8,6208,6207,7758,6208,6208,6207,1833,8308,6208,7505,3747,9625,8883,8307,9628,620 74,54174,54116,75512,30821,46440,26612,30812,308 2019 4,4507,0907,0046,5037,0907,5427,0907,0415,9437,0908,5796,8736,3116,0137,1066,3118,449 (2,215) 72,79571,91716,36212,06622,91839,32312,06612,066 Library ServicesI) Net Income Column Labels Supervisor Straffordville Port BurwellLibrary Assistant Belmont Springfield 1Library Assistant Belmont Springfield 2Library Assistant Belmont Springfield 3Library Assistant Dutton West Lorne Rodney 1Library Assistant Dutton West Lorne Rodney 2Library Assistant Dutton West Lorne Rodney 3Library Assistant Dutton West Lorne Rodney 4Library Assistant Dutton West Lorne Rodney 5Library Assistant Dutton West Lorne Rodney 6Library Assistant Dutton West Lorne Rodney 7Library Assistant Shedden Port Stanley 1 Supervisor Shedden Port StanleyWage/Benefit AdjustmentWorkshop Hours 3) BenefitsBenefits Administrative AssistantCollections Exchange ProcessingCo-ordinatorDirectorDriver Maintenance PersonInter-Library Loans ClerkLibrary Assistant Aylmer 1Library Assistant Aylmer 2Library Assistant Aylmer 3Library Assistant Aylmer 4Library Assistant Aylmer 5 DescriptionOpCap Sum of BudgetRow Labels 820 937 937 996 996 2029 8,5508,5508,9785,7535,9859,6742,2261,5232,1091,9911,4062,109 10,26010,26016,68016,68024,84424,84424,84424,84424,84424,844 801 916 916 973 996 2028 8,3508,3508,7685,6185,8459,4482,1751,4882,0611,9461,3742,061 10,02010,02016,29116,29124,26424,26424,26424,26424,26424,264 789 901 901 958 996 2027 9,8618,2178,2178,6285,5295,7529,8619,2972,1411,4642,0281,9151,3522,028 16,03116,03123,87823,87823,87823,87823,87823,878 773 884 884 939 996 2026 9,6678,0568,0568,4595,4205,6399,6679,1152,0981,4361,9881,8771,3251,988 15,71615,71623,40823,40823,40823,40823,40823,408 758 866 866 920 996 2025 9,4777,8977,8978,2925,3145,5289,4778,9352,0571,4071,9491,8401,2991,949 15,40715,40722,94722,94722,94722,94722,94722,947 746 852 852 905 996 2024 9,3257,7717,7718,1605,2285,4409,3258,7922,0241,3851,9181,8111,2781,918 15,16015,16022,58022,58022,58022,58022,58022,580 726 829 829 881 996 2023 9,0727,5607,5607,9385,0875,2929,0728,5541,9691,3471,8661,7621,2441,866 14,74914,74921,96821,96821,96821,61821,96821,968 233 711 813 813 864 996 2022 8,8947,1277,4127,7834,9875,1898,8948,3861,9311,3211,8291,7271,2191,829 14,46014,46021,53821,53821,53820,38121,53821,538 700 800 800 850 996 2021 8,7536,7397,0137,6594,8905,1068,7538,2531,9001,3001,8001,7001,2001,800 14,23013,68721,19520,63721,19519,28421,19521,195 689 787 787 836 996 2020 8,6206,3836,6357,5424,4874,8348,6208,1271,8701,2791,7711,6731,1811,771 14,01312,99820,87119,56820,87118,28220,87120,871 794 908 908 964 996 2019 7,0906,0296,0386,7916,4308,0078,4498,1242,1561,4752,0421,9291,3622,0421,246 13,73912,27220,38318,37020,04720,28120,38320,137 (37,341) Library ServicesI) Net Income Column Labels Library Assistant Shedden Port Stanley 2Library Assistant Shedden Port Stanley 3Library Assistant Shedden Port Stanley 4Library Assistant Straffordville Port Burwell 1Library Assistant Straffordville Port Burwell 2Library Assistant Straffordville Port Burwell 3Library Assistant Straffordville Port Burwell 4Supervisor Dutton West Lorne RodneySupervisor Straffordville Port Burwell Library Technician 1Library Technician 2Manager Prog & Comm DevOn call hoursStudent AylmerStudent BelmontStudent DuttonStudent Port BurwellStudent Port StanleyStudent RodneyStudent SheddenStudent SpringfieldStudent StraffordvilleStudent West LorneSupervisor AylmerSupervisor Belmont SpringfieldSupervisor Shedden Port StanleyWage/Benefit AdjustmentWorkshop Hours 4) Operating CostsAdvertising Advertising DescriptionOpCap Sum of BudgetRow Labels 504 2029 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102527,823 504 2028 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102517,473 504 2027 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102507,327 504 2026 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102497,379 504 2025 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102487,627 504 2024 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102478,065 504 2023 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102468,691 234 504 2022 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102459,501 504 2021 6,9962,2802,0048,5002,4533,0008,0003,2502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102450,492 504 2020 6,9962,2802,0048,5002,4533,0008,0006,7502,5002,0004,000 16,49667,66010,89815,00018,69815,00020,004 317,102441,658 504 2019 6,9962,2802,0048,5002,4533,0001,2894,2502,5004,000 16,49667,66010,89815,00018,69811,99620,004 317,102434,193 Library ServicesI) Net Income Column Labels Amortization Amortizaiton Development Development Electronic Resources Electronic Resources Furniture & Fixtures Furniture and Fixtures Lease Lease Space Legal & Professional Photocopy Meals/Refreshments Meals/Refreshments Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Periodicals/Newspapers Periodicals/Newspapers Programs Programs Project Costs Donations - LibraryInterLibrary Loans PostageLibrary MarketingService OntarioTune In Mennonite RadioWebsite Updates Repairs & Maintenance Repairs/Maintenance Telephone/Fax Telephone/Fax Travel - Other Travel - Other Vehicle/Repairs/Maint/Fuel DescriptionOpCap Sum of BudgetRow Labels 2029 14,000 3,414,973 2028 14,000 3,345,742 2027 14,000 3,296,417 2026 14,000 3,238,775 2025 14,000 3,182,264 2024 14,000 3,136,295 2023 14,000 3,060,381 235 2022 14,000 2,995,017 2021 14,000 2,928,638 2020 14,000 2,870,377 2019 14,000 2,787,614 Library ServicesI) Net Income Column Labels Vehicle Repairs/Maintenance DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 7,1231,9949,0005,5431,0003,3751,157 97,39228,38639,52744,73927,27022,167 (83,657) 101,377141,166159,781518,201396,623 1,522,164 2028 6,9571,9489,0005,5431,0003,3751,157 99,00895,11627,72238,60343,69426,63321,733 (82,017) 137,868156,047487,145388,846 1,469,377 2027 6,8461,9179,0005,5431,0003,3751,157 97,43393,60327,28137,98942,99826,20921,307 (80,409) 135,675153,565481,142381,222 1,446,852 2026 6,7111,8799,0005,5431,0003,3751,157 95,51691,76026,74437,24142,15225,69320,889 (78,832) 133,004150,543526,113373,747 1,473,235 2025 6,5791,8429,0005,5431,0003,3751,157 93,63689,95426,21836,50841,32225,18720,479 (77,286) 130,387147,580492,655366,419 1,421,555 2024 6,4741,8139,0005,5431,0003,3751,157 92,13888,51625,79935,92440,66124,78420,078 (75,771) 128,301145,219495,472359,234 1,408,715 2023 6,2981,7649,0005,5431,0003,3751,157 89,64186,11725,10034,95139,56024,11319,684 (74,285) 124,824141,284451,295352,190 1,342,610 236 2022 6,1751,7299,0005,5431,0003,3751,157 87,88484,42824,60734,26638,53223,64019,298 (72,828) 122,377137,613411,681345,284 1,284,760 2021 6,0771,7019,0005,5431,0003,3751,157 86,48583,08524,21633,72037,19223,26418,920 (71,400) 120,430132,828339,324338,514 1,194,431 2020 5,9841,6759,0005,5431,0003,3751,157 85,16681,81823,84733,20635,67922,90918,549 (70,000) 118,592127,426231,071331,876 1,067,871 2019 5,8441,6369,0005,5431,0003,3751,157 (9,272) 83,17179,90123,28832,42833,49422,37218,185 (13,000)(50,000) 115,814119,622191,538319,486 994,582 Information TechnologyI) Net Income Column Labels 1) RevenueProject Revenue Graham Scott EnnsMunicipal Partner Support 2) WagesWages Wages Admin AssistantWages IT CoordinatorWages IT ManagerWages Network AnalystWages Senior Network Analyst 3) BenefitsBenefits Benefit AdjustmentWages Admin AssistantWages IT CoordinatorWages IT ManagerWages Network AnalystWages Senior Network Analyst 4) Operating CostsAmortization Amortization Consultant Consultant Development Development Mileage Mileage Subscriptions & Publications Subscriptions Supplies Supplies Support & Maint Support/Maintenance Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 200 ЋЉЋВ 3,5461,5001,0832,7002,999 12,66579,89079,89079,89097,39222,36922,36922,36927,27021,300 (80,000)(20,000) 265,180276,265 (1,459,142) 200 ЋЉЋБ 3,4631,5001,0832,7002,999 12,36978,02478,02478,02495,11621,84721,84721,84726,63321,300 (80,000)(20,000) 259,981276,265 (1,459,142) 200 ЋЉЋА 3,4081,5001,0832,7002,999 12,17276,78276,78276,78293,60321,49921,49921,49926,20921,300 (80,000)(20,000) 254,883276,265 (1,459,142) 200 ЋЉЋЏ 3,3411,5001,0832,7002,999 11,93375,27175,27175,27191,76021,07621,07621,07625,69321,300 (80,000)(20,000) 249,886276,265 (1,459,142) 200 ЋЉЋЎ 3,2751,5001,0832,7002,999 11,69873,79073,79073,79089,95420,66120,66120,66125,18721,300 (80,000)(20,000) 244,986276,265 (1,459,142) 200 ЋЉЋЍ 3,2231,5001,0832,7002,999 11,51172,60972,60972,60988,51620,33120,33120,33124,78421,300 (80,000)(20,000) 240,182276,265 (1,459,142) 200 ЋЉЋЌ 3,1361,5001,0832,7002,999 11,19970,64270,64270,64286,11719,78019,78019,78024,11321,300 (80,000)(20,000) 235,473276,265 (1,459,142) 237 200 ЋЉЋЋ 3,0741,5001,0832,7002,999 10,97969,25769,25769,25784,42819,39219,39219,39223,64021,300 (80,000)(20,000) 230,856276,265 (1,459,142) 200 ЋЉЋЊ 3,0251,5001,0832,7002,999 10,80568,15568,15568,15583,08519,08319,08319,08323,26421,300 (80,000)(20,000) 226,329276,265 (1,459,142) 200 ЋЉЋЉ 2,9791,5001,0832,7002,999 10,64067,11567,11567,11581,81818,79218,79218,79222,90921,300 (80,000)(20,000) 220,809276,265 (1,459,142) 200 ЋЉЊВ (679) 2,9091,5001,0832,7002,999 (5,527) 10,39063,10965,54365,54379,90117,67118,35218,35222,37221,300 (80,000)(10,150) 104,658396,265 (1,459,142) Provincial Offenses ActI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻCĻĻƭ Fines Revenue DƩğƓƷƭ Grants tğƩƉźƓŭ CźƓĻƭ wĻǝĻƓǒĻ Parking Ticket Revenue ЋΜ ğŭĻƭğŭĻƭ Part-time staffPOA Clerk 1POA Clerk 2POA Clerk 3POA SupervisorWage/Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Part-time staffPOA Clerk 1POA Clerk 2POA Clerk 3POA SupervisorWage/Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ.ğƓƉ /ŷğƩŭĻƭ Bank Charges 5ĻǝĻƌƚƦƒĻƓƷ Development 9ƨǒźƦƒĻƓƷ Equipment CǒƩƓźƷǒƩĻ ε CźǣƷǒƩĻƭ Furniture & Fixture\[ĻğƭĻ LƓƷĻƩƓğƌ Building Occupancy\[Ļŭğƌ ε tƩƚŅĻƭƭźƚƓğƌ Legal & Professional aĻƒĬĻƩƭŷźƦƭ Memberships aźƌĻğŭĻ Travel DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭ ЋЉЋВ 1,2972,000 (2,877) 10,50015,30018,00023,72736,001 323,545 ΛЊЊЋͲААЉΜ ЋЉЋБ 1,2972,000 10,50014,34815,30018,00023,72736,001 323,545 ΛЊЊЊͲЋЉЍΜ ЋЉЋА 1,2972,000 10,50027,60615,30018,00023,72736,001 323,545 ΛЊЉВͲВВВΜ ЋЉЋЏ 1,2972,000 10,50042,41915,30018,00023,72736,001 323,545 ΛЊЉБͲЏЎЌΜ ЋЉЋЎ 1,2972,000 10,50056,93915,30018,00023,72736,001 323,545 ΛЊЉАͲЌЌЌΜ ЋЉЋЍ 1,2972,000 10,50069,49915,30018,00023,72736,001 323,545 ΛЊЉЏͲЊВЊΜ ЋЉЋЌ 1,2972,000 10,50086,80615,30018,00023,72736,001 323,545 ΛЊЉЍͲЏЊАΜ 238 ЋЉЋЋ 1,2972,000 10,50015,30018,00023,72736,001 100,422323,545 ΛЊЉЌͲЌБЉΜ ЋЉЋЊ 1,2972,000 10,50015,30018,00023,72736,001 112,192323,545 ΛЊЉЋͲЌЊЉΜ ЋЉЋЉ 1,2972,000 10,50015,30018,00010,00023,72736,001 113,675323,545 ΛЊЉЋͲЊАЎΜ ЋЉЊВ 9,1355,0001,2972,000 10,50015,30023,72736,001 ΛВВͲЋЏЋΜ 134,884323,545 Provincial Offenses ActI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ tğƩƉźƓŭ CźƓĻƭ aǒƓźĭźƦğƌ tğƩƷƓĻƩ tğǤƒĻƓƷƭźĭƷźƒ CźƓĻ {ǒƩĭŷğƩŭĻ ğƓķ 5ĻķźĭğƷĻķ CźƓĻƭ aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous aǒƓźĭźƦğƌ tğǤƒĻƓƷƭ Municipal Partner Payments hŅŅźĭĻ {ǒƦƦƌźĻƭ Office SuppliesParking Ticket MPP tƩƚƆĻĭƷ /ƚƭƷƭ Parking Software tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services{ǒƦƦƚƩƷ ε ağźƓƷ Support - ICON & MailingĻƌĻƦŷƚƓĻΉCğǣ Telephone/FaxƩğǝĻƌ Ώ hƷŷĻƩ Travel - OtherVictim Fine Surcharge DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ ЍБ БЉЉ ЋЉЋВ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋБ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋА ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋЏ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋЎ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋЍ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋЌ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ 239 ЍБ БЉЉ ЋЉЋЋ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋЊ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЋЉ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ ЍБ БЉЉ ЋЉЊВ ЊͲЉЉЉ ΛВБͲБЏЊΜ ΛЊАͲЍВЋΜ ЌЉЊͲБББЊАЌͲЉАЏ ΛЌВЎͲЍЍЌΜ /ƚƌƌĻĭƷźƚƓƭLΜ bĻƷ LƓĭƚƒĻ/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻCĻĻƭ wĻǝĻƓǒĻ wĻĭƚǝĻƩźĻƭ wĻĭƚǝĻƩźĻƭ ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ 5ĻǝĻƌƚƦƒĻƓƷ aźƌĻğŭĻƩğǝĻƌ aǒƓźĭźƦğƌ tğǤƒĻƓƷƭ aǒƓźĭźƦğƌ tğƩƷƓĻƩ tğǤƒĻƓƷƭ hŅŅźĭĻ {ǒƦƦƌźĻƭ hŅŅźĭĻ {ǒƦƦƌźĻƭ tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 600 500 2029 3,0005,500 70,23219,66588,010 (18,011)(54,210) 459,433702,996 2,802,310 (5,768,290)(6,412,608) 11,904,023 600 500 2028 3,0005,500 68,59019,20588,010 (17,658)(54,210) 459,433689,211 2,752,159 (5,659,347)(6,297,846) 11,670,611 600 500 2027 3,0005,500 67,49918,90088,010 (17,312)(54,210) 459,433675,697 2,702,918 (5,552,830)(6,185,168) 11,441,775 600 500 2026 3,0005,500 66,17118,52888,010 (16,972)(54,210) 459,433662,448 2,654,643 (5,448,257)(6,074,698) 11,217,427 600 500 2025 3,0005,500 64,86818,16388,010 (16,640)(54,210) 459,433649,459 2,607,382 (5,345,734)(5,966,549) 10,997,477 600 500 2024 3,0005,500 63,83117,87388,010 (16,313)(54,210) 459,433636,725 2,560,848 (5,245,355)(5,860,063) 10,781,840 600 500 2023 3,0005,500 62,10117,38888,010 (15,993)(54,210) 459,433624,240 2,515,360 (5,146,546)(5,755,972) 10,570,432 240 600 500 2022 3,0005,500 60,88317,04788,010 (15,680)(54,210) 459,433612,000 2,470,827 (5,049,942)(5,654,067) 10,363,168 600 500 2021 3,0005,500 59,91516,77688,010 (15,372)(54,210) 459,433600,000 2,343,109 (4,955,358)(5,361,805) 10,159,969 600 500 2020 3,0005,500 59,00116,52088,010 (15,071)(54,210) 374,679300,000 2,200,1269,960,754 (4,699,653)(5,034,613) 8 600 500 2019 3,0005,500 (5,992) 55,48115,53569,68176,529 (15,071)(48,410)(14,053) 289,925 2,221,7709,705,926 (4,443,540)(5,084,141) AmbulanceI) Net Income Column Labels City of St. Thomas Share Excluding ProvincialCity of St. Thomas Share of Provincial RevenueProvince of Ontario - Overhead Allocation 1) RevenueCity of St. Thomas - AmbulanceP of Ont - NPC Province of Ontario Share of Actual PIL Township of Southwold Cross Border Revenue Project Revenue Ambulance Veh Closed 2) WagesWages Director/CAOWage/Benefit Adjustment 3) BenefitsBenefits Director/CAOWage/Benefit Adjustment 4) Operating CostsAmortization Amortization Development Development Loss on Sale/Writedown Loss on Sale/Writedown Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Municipal Payments Cross Border Payments Purchased Services Increase to Paramedic staffingPurchased Services DescriptionOpCap Sum of BudgetRow Labels 2029 3,803,148 2028 3,727,758 2027 3,654,313 2026 3,582,122 2025 3,511,260 2024 3,442,217 2023 3,373,841 241 2022 3,307,070 2021 3,350,066 2020 3,205,143 2019 2,833,248 AmbulanceI) Net Income Column Labels DescriptionOpCap Sum of BudgetRow LabelsGrand Total 300 2029 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 33,598 119,991 164,468 300 2028 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 32,813 117,188 160,879 300 2027 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 32,291 115,323 158,493 300 2026 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 31,655 113,054 155,588 300 2025 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 31,032 110,829 152,740 300 2024 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 30,536 109,056 150,470 300 2023 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 29,708 106,101 146,688 242 300 2022 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 29,126 104,020 144,025 300 2021 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 99,36827,823 138,070 300 2020 1,0002,8003,5003,2003,5001,8005,0001,500 (7,200)(1,576)(2,945) 94,21826,381 131,478 149 300 500 149 2019 1,0002,8003,2007,5001,800 (2,000)(1,576)(2,945) 84,39423,630 118,901 Emergency MeasuresI) Net Income Column Labels 1) RevenueOther Revenue Other Revenue 2) WagesWages CEMC and Fire TrainerWage/Benefit Adjustment 3) BenefitsBenefits CEMC and Fire TrainerWage/Benefit Adjustment 4) Operating CostsAdvertising Advertising Development Development Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Purchased Services Purchased Services Repairs & Maintenance Repairs & Maintenance Supplies Supplies Travel - Other Travel - Other DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 (5,600)(5,000)(4,068) 30,81265,86397,39279,89018,44227,27039,52722,369 (13,000)(18,250)(10,500)(24,150)(16,000) 141,166 2028 (5,600)(5,000)(4,068) 30,20764,32495,11678,02418,01126,63338,60321,847 (13,000)(18,250)(10,500)(24,150)(16,000) 137,868 2027 (5,600)(5,000)(4,068) 29,61563,30193,60376,78217,72426,20937,98921,499 (13,000)(18,250)(10,500)(24,150)(16,000) 135,675 2026 (5,600)(5,000)(4,068) 29,03462,05591,76075,27117,37525,69337,24121,076 (13,000)(18,250)(10,500)(24,150)(16,000) 133,004 2025 (5,600)(5,000)(4,068) 28,46560,83389,95473,79017,03325,18736,50820,661 (13,000)(18,250)(10,500)(24,150)(16,000) 130,387 2024 (5,600)(5,000)(4,068) 27,90759,86088,51672,60916,76124,78435,92420,331 (13,000)(18,250)(10,500)(24,150)(16,000) 128,301 2023 (5,600)(5,000)(4,068) 27,36058,23886,11770,64216,30724,11334,95119,780 (13,000)(18,250)(10,500)(24,150)(16,000) 124,824 243 2022 (5,600)(5,000)(4,068) 26,82357,09684,42869,25715,98723,64034,26619,392 (13,000)(18,250)(10,500)(24,150)(16,000) 122,377 2021 (5,600)(5,000)(4,068)(3,480) 26,29786,46156,18883,08568,15515,73323,26433,72019,083 (13,000)(18,250)(10,500)(24,150)(16,000) 120,430 (113,480) 2020 (5,600)(5,000)(4,068)(6,960) 25,78292,98455,33181,81867,11515,49222,90933,20618,792 (13,000)(18,250)(10,500)(24,150)(16,000) 118,592 (122,042) 2019 5,138 (5,600)(5,500)(3,500)(4,068) 25,27619,00754,03456,75761,36965,54315,13015,89232,42817,18318,352 (30,000)(13,000)(10,000)(24,150)(10,000)(13,728) 115,814 Economic DevelopmentI) Net Income Column Labels Province of Ontario - Project Revenue Marketing & Communications Co-ordinatorMarketing & Communications Co-ordinator 1) RevenueFederal Funding - Project Revenue Students Tourism Grants Grants Memberships Membership Revenue Project Revenue Arts TrailBike ShareRED WorkforceSavour ElginTourism Member SignsVisitor GuideWOWC StaffingStudents Tourism Recoveries Recoveries 2) WagesProject Wages Students TourismWOWC Staffing Wages Admin AssistantBusiness Development Co-ordinatorManagerTourism Services Co-ordinatorWage/Benefit Adjustment 3) BenefitsBenefits Admin AssistantBusiness Development Co-ordinatorManagerTourism Services Co-ordinator DescriptionOpCap Sum of BudgetRow Labels 300 2029 7,7032,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2028 7,5522,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2027 7,4042,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2026 7,2592,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2025 7,1162,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2024 6,9772,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2023 6,8402,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 244 300 2022 6,7062,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 12,00010,50036,50080,00028,00020,000 300 2021 6,5742,0009,7145,0003,8529,4551,0002,6501,0003,0005,0003,0009,0004,000 21,61512,00010,50036,50080,00028,00020,000 00 300 2020 6,4452,0009,7145,0003,8529,4551,0002,6501,0003,0005,0007,0009,0004,000 23,24612,00010,50036,50028,00020,000 432,000 300 2019 6,3194,7529,7145,0003,8528,7853,0002,6501,0007,0005,000 30,64512,00012,700 143,916 Economic DevelopmentI) Net Income Column Labels Community Improvement Program - Municipal PartnerFestival and Events Partnership Program Wage/Benefit Adjustment Project Benefits Students TourismWOWC Staffing 4) Operating CostsAdvertising Advertising/Promotion Amortization Amortization Development Development Lease Leases Memberships Memberships Mileage Travel Miscellaneous Miscellaneous Office Supplies Office Supplies Postage/Courier Postage/Courier Printing Printing Project Costs Affordable/Attainable HousingAmbassador ProgramArts TrailBike ShareBusiness Retention and ExpansionCIP Marketing FundConference SeriesHi Speed InternetLand and Space/FDILocal Food/Agriculture DescriptionOpCap Sum of BudgetRow Labels 2 200 2029 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 1,034,854 2 200 2028 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 1,022,605 2 200 2027 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 1,014,221 2 200 2026 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 1,004,190 2 200 2025 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 994,356 2 200 2024 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 986,390 2 200 2023 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 973,592 245 2 200 2022 7,0002,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 964,392 2 200 2021 7,0005,4042,5002,400 64,20115,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 953,471 20 200 2020 7,0005,8112,5002,400 64,20121,00020,50025,00055,00010,00031,21526,00030,00054,00012,000 1,304,943 20 200 2019 3,5009,0002,0002,5001,400 20,00035,00025,00030,00054,00012,000 833,613 Economic DevelopmentI) Net Income Column Labels Tourism Product Development/Campaigns Quality of Life/Place PromotionRED WorkforceResidential AttractionRural DevelopmentSavour ElginSCORSmall Business Enterprise CenterStudents TourismTourism Member SignsTransportation StudyVisitor GuideWOWC Staffing Promotions Special Projects/Events Purchased Services Purchased Services Subscriptions & Publications Subscriptions Telephone/Fax Telephone/Fax Travel - Other Travel - Other Vehicle/Repairs/Maint/Fuel Vehicle Maint/Costs DescriptionOpCap Sum of BudgetRow LabelsGrand Total 960 960 ЋЉЋВ 4,5024,3521,2612,0894,9203,9962,9813,0006,472 25,59912,28817,57262,77117,57617,000 ЌБͲЊЌЉ (150,168) 960 960 ЋЉЋБ 4,3974,2741,2312,0514,8053,9962,9813,0006,472 25,13912,06717,16161,30417,16517,000 ЌЍͲАВЎ (150,168) 960 960 ЋЉЋА 4,3274,1901,2112,0114,7293,9962,9813,0006,472 24,64611,83016,88860,32916,89217,000 ЌЋͲЋЎЍ (150,168) 960 960 ЋЉЋЏ 4,2424,1081,1881,9724,6363,9962,9813,0006,472 24,16311,59816,55659,14216,56017,000 ЋВͲЌЏЌ (150,168) 960 960 ЋЉЋЎ 4,1584,0271,1641,9334,5443,9962,9813,0006,472 23,68911,37116,23057,97816,23417,000 ЋЏͲЎЋВ (150,168) 960 960 ЋЉЋЍ 4,0923,9481,1461,8954,4723,9962,9813,0006,472 23,22411,14815,97057,05015,97417,000 ЋЍͲЊЋЉ (150,168) 960 960 ЋЉЋЌ 3,9813,8711,1151,8584,3513,9962,9813,0006,472 22,76910,92915,53855,50415,54117,000 ЋЉͲЏЎА (150,168) 246 960 960 ЋЉЋЋ 3,9033,7951,0931,8224,2653,9962,9813,0006,472 22,32210,71515,23354,41615,23617,000 ЊБͲЉЉЊ (150,168) 960 960 ЋЉЋЊ 3,8413,7201,0751,7864,1973,9962,9813,0006,472 21,88510,50514,99153,55014,99417,000 ЊЎͲАЍЏ (150,168) 960 960 ЋЉЋЉ 3,7825,3183,6411,0591,7481,4893,9603,9962,9813,0006,472 21,42010,28214,14352,73314,76517,000 ЊВͲЎЍЊ (150,168) ΛЊΜ 960 960 ЋЉЊВ 3,6665,1193,8381,7653,5701,0261,7141,4331,0753,9962,9813,0006,472 (4,910) 21,00010,08051,11114,31117,000 (150,168) Land DivisionI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻwĻĭƚǝĻƩźĻƭ Fees ЋΜ ğŭĻƭğŭĻƭ CommitteeDirector/CAO BackfillInvestigationPlanner - OutgoingPlanner NewSecretaryWage/Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ CommitteeDirector/CAO BackfillInvestigationPlanner - OutgoingPlanner NewSecretaryWage/Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development CǒƩƓźƷǒƩĻ ε CźǣƷǒƩĻƭ Legal & Professional aĻƒĬĻƩƭŷźƦƭ Memberships aźƌĻğŭĻ Travel aźƭĭĻƌƌğƓĻƚǒƭ Amortization hŅŅźĭĻ {ǒƦƦƌźĻƭ Subscriptions tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Office Supplies DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 800 746 ЋЉЋВ 9,1872,5722,0002,0001,0003,000 33,99340,00022,000 (35,000) 121,403 ЋЉЌͲАЉЋ 800 746 ЋЉЋБ 8,9732,5122,0002,0001,0003,000 33,19940,000 (35,000) 118,567 ЊААͲАВЏ 800 746 ЋЉЋА 8,8302,4722,0002,0001,0003,000 32,67140,000 (35,000) 116,680 ЊАЎͲЊВВ 800 746 ЋЉЋЏ 8,6562,4242,0002,0001,0003,000 32,02840,000 (35,000) 114,384 ЊАЋͲЉЌА 800 746 ЋЉЋЎ 8,4862,3762,0002,0001,0003,000 31,39740,000 (35,000) 112,132 ЊЏБͲВЌА 800 746 ЋЉЋЍ 8,3502,3382,0002,0001,0003,000 30,89540,00021,000 (35,000) 110,339 ЊБАͲЍЏБ 800 746 ЋЉЋЌ 8,1242,2752,0002,0001,0003,000 29,97840,000 (35,000) 107,065 ЊЏЊͲВББ 247 800 746 ЋЉЋЋ 7,9642,2302,0002,0001,0003,000 28,25940,000 (35,000) 100,927 ЊЎЌͲВЋА 800 746 ЋЉЋЊ 7,8382,1952,0002,0001,0003,000 95,49626,73940,000 (35,000) ЊЍЏͲБЊЌ 800 746 ЋЉЋЉ 7,7182,1612,0002,0001,0003,000 35,89989,98610,05225,19640,000 (35,000) ЊБЎͲЎЎБ 826 800 746 ЋЉЊВ 7,5372,1102,0002,0001,0003,000 (7,481) 38,42352,41710,75814,67740,00030,00020,000 (35,000) ЊБЌͲБЊЎ PlanningI) Net Income/ƚƌǒƒƓ \[ğĬĻƌƭ ЊΜ wĻǝĻƓǒĻCĻĻƭ Planning & Process Fees ЋΜ ğŭĻƭğŭĻƭ Admin AssistantPlanner - OutgoingPlanner NewWage/Benefit Adjustment ЌΜ .ĻƓĻŅźƷƭ.ĻƓĻŅźƷƭ Admin AssistantPlanner - OutgoingPlanner NewWage/Benefit Adjustment ЍΜ hƦĻƩğƷźƓŭ /ƚƭƷƭ5ĻǝĻƌƚƦƒĻƓƷ Development aĻƒĬĻƩƭŷźƦƭ Memberships aźƌĻğŭĻ Travel aźƭĭĻƌƌğƓĻƚǒƭ Miscellaneous hŅŅźĭĻ {ǒƦƦƌźĻƭ Office Supplies tƩƚƆĻĭƷ /ƚƭƷƭ Clean Water InitiativeNatural Heritage StudyOfficial Plan - 5 year Review tǒƩĭŷğƭĻķ {ĻƩǝźĭĻƭ Purchased Services DescriptionOpCap{ǒƒ ƚŅ .ǒķŭĻƷwƚǞ \[ğĬĻƌƭDƩğƓķ ƚƷğƌ 248 2019 Carry-Forward Net Income Projects for Corporate Activities Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Project Revenue ЋБЊЉЊВЉБ /ğƓƓźĬźƭ CǒƓķźƓŭΫ ΛЏБͲЍЍЎΜ ЏБͲЍЍЎ Province of Ontario - Project Revenue ЋБЊЉЊВЉБ /ğƓƓźĬźƭ CǒƓķźƓŭΫ ΛЏБͲЍЍЎΜ ΛЏБͲЍЍЎΜ ЋБЊЉЊВЊЉ 9ŅŅźĭźĻƓĭǤ CǒƓķźƓŭΫ ΛАЋЎͲЉЉЉΜ ΛАЋЎͲЉЉЉΜ Ώ 4) Operating Costs Project Grants ЋБЊЉЊЋЉЊ Lta {ĭŷƚƌğƩƭŷźƦΫ ЍЉͲЉЉЉ ЍЉͲЉЉЉ Ώ ЋБЊЎЊЋЉЊ IƚƭƦźƷğƌ CƚǒƓķğƷźƚƓ 5ƚƓğƷźƚƓΫ ЋͲАЎЉͲЉЉЉ ЋͲАЎЉͲЉЉЉ Ώ Grand Total 1,996,555 1,996,555 - 249 2019 Carry-Forward Net Income Projects for Financial Services Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 4) Operating Costs Project Costs ЎВЏЉЊЏЉЊ .ǒķŭĻƷ tƩƚŭƩğƒƒźƓŭ /ƚƭƷƭΫ АͲЍЎЉ ЊͲЊЍЉ ЏͲЌЊЉ Grand Total 7,450 1,140 6,310 250 2019 Carry-Forward Net Income Projects for Human Resources Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 4) Operating Costs Project Costs ЋЊЏЉЊЎЉЎ tğǤ 9ƨǒźƷǤΫ ЌЌͲЋВВ ЏͲАЉЊ ЋЏͲЎВА Grand Total 33,299 6,701 26,597 251 2019 Carry-Forward Net Income Projects for Administrative Building Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Project Revenue 26601908 POA/Museum Project Completion (Landscape/Drain/Other)* (1,000) (1,000) - 4) Operating Costs Project Costs 26601904 Miscellaneous Maintenance* 40,000 14,335 25,665 26601905 Miscellaneous Equipment* 20,000 20,000 26601906 Security Equipment* 5,000 5,000 Grand Total 64,000 13,335 50,665 252 2019 Carry-Forward Net Income Projects for Engineering Services Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Federal Funding - Project Revenue 62001706 Federal Gas Tax* (6,209,051) (3,126,708) (3,082,343) Project Revenue 60901711 Municipal Drains (5 year average)* - (10,641) 10,641 62001507 OCIF 2015-2019* (2,073,624) 2,073,624 62001706 Federal Gas Tax* (3,111,739) 3,111,739 Province of Ontario - Project Revenue 60901701 Wonderland Road Reconstruction* (125,000) (125,000) 62001507 OCIF 2015-2019* (3,305,616) (1,231,903) (2,073,713) 4) Operating Costs Project Costs 60901711 Municipal Drains (5 year average)* 450,218 456,042 (5,824) 60901916 Road Signage Retroreflectivity Assessment* 35,000 731 34,269 Grand Total (9,154,449) (9,097,842) (56,607) 253 2019 Carry-Forward Net Income Projects for Terrace Lodge Building & Property Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Project Revenue ЍЎЉЋЊЋЉБ .ǒźƌķźƓŭ wĻƓƚǝğƷźƚƓΫ ΛАͲЊБЉΜ ΛАͲЊБЉΜ Ώ Province of Ontario - Project Revenue ЍЎЉЋЊЋЉБ .ǒźƌķźƓŭ wĻƓƚǝğƷźƚƓΫ ΛЋЎЉͲЉЉЉΜ ΛЋЎЉͲЉЉЉΜ Ώ Grand Total (257,180) (257,180) - 254 2019 Carry-Forward Net Income Projects for Archives Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Federal Funding - Project Revenue 29401906 Internship Term A - YCW Archives* (12,294) (14,515) 2,221 Project Revenue 29401906 Internship Term A - YCW Archives* (7,000) (7,000) (0) 2) Wages Project Wages 29401906 Internship Term A - YCW Archives* 16,928 11,673 5,255 3) Benefits Project Benefits 29401906 Internship Term A - YCW Archives* 4,232 2,107 2,125 Grand Total 1,866 (7,734) 9,600 255 2019 Carry-Forward Net Income Projects for Library Services Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Project Revenue 58101402 Aylmer Facility Improvements* (9,525) (9,525) 0 Grand Total (9,525) (9,525) 0 256 2019 Carry-Forward Net Income Projects for Information Technology Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Project Revenue ЎАБЉЊЍЉЎ tğƌƒĻƩ 9ƭƷğƷĻ {ǒƦƦƚƩƷΫ ΛЍЉͲЉЉЉΜ ΛЍЉͲЉЉЉΜ Ώ 4) Operating Costs Project Costs ЎАБЉЊЍЉЎ tğƌƒĻƩ 9ƭƷğƷĻ {ǒƦƦƚƩƷΫ ЋЌͲЏЉЊ ЏͲЎЍЌ ЊАͲЉЎБ Grand Total (16,399) (33,457) 17,058 257 2019 Carry-Forward Net Income Projects for Provincial Offenses Act Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 4) Operating Costs Project Costs ЎВЏЉЊБЉЊ tğƩƉźƓŭ {ƚŅƷǞğƩĻΫ ЊЉͲЉЉЉ ЊЉͲЉЉЉ Grand Total 10,000 10,000 258 2019 Carry-Forward Net Income Projects for Economic Development Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 1) Revenue Project Revenue ЋЏБЎЊЉЉБ ƚǒƩźƭƒ aĻƒĬĻƩ {źŭƓƭΫ ΛЋЋЎͲЉЍЎΜ ΛЋЉЌͲЎЏВΜ ΛЋЊͲЍАЎΜ ЋЏБЎЊВЊЊ w95 ƚƩƉŅƚƩĭĻΫ ΛЌͲЎЉЉΜ ΛАͲЉЉЉΜ ЌͲЎЉЉ Province of Ontario - Project Revenue ЋЏБЎЊВЊЊ w95 ƚƩƉŅƚƩĭĻΫ Ώ ЌͲЎЉЉ ΛЌͲЎЉЉΜ 4) Operating Costs Project Costs ЋЏБЎЊЉЉБ ƚǒƩźƭƒ aĻƒĬĻƩ {źŭƓƭΫ ЌЉВͲЌВЋ ЋЎЊͲЋЌЉ ЎБͲЊЏЌ ЋЏБЎЊВЉВ wǒƩğƌ 5ĻǝĻƌƚƦƒĻƓƷΫ ВͲЉЉЉ ЋͲАВЉ ЏͲЋЊЉ ЋЏБЎЊВЊЊ w95 ƚƩƉŅƚƩĭĻΫ ЌͲЎЉЉ ЌͲЎЉЉ Grand Total 93,348 46,951 46,397 259 2019 Carry-Forward Net Income Projects for Planning Actual Carry- Forward Work-Carry-Forward Cum BudgetIn-ProgressBudget Reserve 4) Operating Costs Project Costs ЋЏЍЉЊАЉЊ /ƌĻğƓ ğƷĻƩ LƓźƷźğƷźǝĻΫ ЊЋЉͲЉЉЉ ЊЋЉͲЉЉЉ Ώ ЋЏЍЉЊБЉЊ hŅŅźĭźğƌ tƌğƓ Ώ Ў ǤĻğƩ wĻǝźĻǞΫ ЌЉͲЉЉЉ ЌЉͲЉЉЉ Grand Total 150,000 120,000 30,000 260 261 262 263 2028 40,204 40,204 AgricultureII) Capital Column Labels 0000005 Truck KCCA Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 75,00025,000 150,000 350,000 100,000 700,000 2028 50,00075,000 125,000 100,000 350,000 2027 350,000 350,000 2026 50,00050,000 100,000 2025 50,000 50,000 2024 50,000 50,000 2023 50,00015,00060,00030,000 125,000 1,500,000 1,780,000 2022 50,00015,00025,00035,000 240,000 365,000 2021 25,00050,00025,00035,00050,000 250,000 185,000 620,000 264 2020 15,00015,00035,00060,00010,000 150,000100,000250,000100,000 2,580,000 3,315,000 Administrative BuildingII) Capital Column Labels 0000021 Exterior Building Capital Repairs/Parking0000023 Building Automation System Upgrades - Admin0000024 Cooling Tower Replacement - Admin0000026 Window Replacement0000028 Roof Repairs0000029 Interior Renovations0000035 Building HVAC0000036 Elevator0000037 Accessibility/Major Capital Maintenance0000040 Building Envelope Repairs0000041 Roof Repairs - Admin0000042 Energy Savings - Electrical Upgrades0000043 Asbestos Removal0000044 Security Improvement - Card Access & Alarms0000045 Accessibility - Basement Hallway Handrails0000047 Electrical Upgrades0000048 Carpeting0000049 Landscaping Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 2028 2027 746,646 646,136 380,502 248,116 574,343 927,564 287,171 3,021,6752,473,9822,350,4981,524,8801,623,9542,288,7561,343,9622,883,2012,776,9481,119,9693,321,7121,669,0401,223,3501,665,594 2026 2025 2024 2,617,3211,934,8471,033,723 2023 64,999 67,174 314,184114,610106,121347,546317,036 1,326,510 2022 52,020 823,217393,271400,554 2,543,7782,191,082 2021 122,400102,000 265 2,009,4002,144,550 2020 45,000 650,000230,000790,000390,000460,000 1,100,0005,045,000 Engineering ServicesII) Capital Column Labels 0000038 Road 2 Reconstruction - (West Lorne)0000039 Road 2 Rehabilitation - (West Lorne to Rd 5)0000040 Road 2 Rehabilitation - (Rd 5 to Eckker Drain)0000041 Road 2 Rehabilitation (Ecker Drain to Rd 8)0000042 Road 3 Resurfacing (McPherson to Dunborough Rd)0000043 Road 3 Resurfacing (Dunborough Rd to Iona Rd)0000044 Road 3 Resurfacing (Iona Rd to Shedden)0000045 Road 3 Resurfacing (Shedden to Talbotville)0000046 Road 4 Resurfacing (St. Thomas to Carlow Road)0000047 Road 4 Rehabilitation (Hwy3/4 to City limits)0000048 Road 5 Surface Treatment0000050 Road 7 Resurfacing (50% with C/K)0000051 Road 8 Resurfacing - Dutton0000052 Road 8 Rehabilitation (Hwy 401 to Thames River)0000053 Road 9 Surface Treatment (Rd 103 to Rd 76)0000054 Road 9 Microsurfacing (Rd 76 to Rd 5)0000055 Road 9 Microsurfacing (Rd 5 to Rd 8)0000057 Road 11 Rehabilitation0000058 Road 13 Reconstruction (Dutton)0000059 Road 14 (Rd 16 to Rd 3) Rehabilitation + SLOPE at Iona Bridge0000060 Road 14 (Rd 3 to Thames River) Rehabilitation0000061 Road 16 - Port Talbot Hill Drainage Rehabilitation0000062 Road 16 Rehabilitation (8 to 14)0000063 Road 16 Rehabilitation (14 to Fingal)0000064 Fingal Reconstruction (16 and 20)0000065 Road 16 Rehabilitation (Fingal to City)0000067 Road 18 (Rd 20 to Rd 119) Rehabilitation0000068 Road 18 (Rd 119 To GL entrance)0000069 Road 19 Resurfacing - Straffordville0000070 Road 19 Resurfacing - Eden0000071 Road 20 Resurfacing (Rd 21 to Thomas Road)0000072 Road 20 (Thomas Rd to Fingal) Rehabilitation0000073 Road 20 (Shedden) Resurfacing0000074 Road 20 Rehabilitaiton (Shedden to Road 18)0000075 Road 22 Rehabilitation (Rd 24 to Rd 27)0000076 Road 24 Rehabilitation (East Road to 1km east)0000077 Road 24 (Rd 23 to Yarmouth Centre Road) Resurfacing (paved shoulders)0000078 Road 24 Rehabilitation (Yarmouth Centre to Quaker Road)0000079 Road 25 Rehabilitation (incl. 0.5m PPS)0000080 Road 26 (Rd 25 to RR Tracks) Reconstruction0000081 Road 27 Surface Treatment (20 to Townline)0000082 Road 27 Rehabilitation - Union to Sparta0000083 Road 28 (Rd 45 to Rd 56) Resurfacing0000084 Wonderland Road Reconstruction0000085 Road 31 Rehabilitation0000086 Road 32 Rehabilitation0000087 Road 35 Microsrufacing (45 to Hwy 3) Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow Labels 2029 2028 2027 867,258 493,935 574,343 806,952 390,553 430,757 930,435 841,412 275,133 157,944 282,864 729,415 3,673,4971,467,1593,822,2521,430,1141,768,9762,779,8197,251,0781,658,4151,780,463 2026 2025 2024 585,866773,939 1,124,3761,523,5231,507,287 2023 173,614530,604 1,530,7931,846,5021,785,4822,154,252 2022 170,209304,317366,741 1,063,1591,805,6143,696,021 2021 73,746 540,600102,000336,600255,000994,500 266 1,045,5001,246,9503,421,080 2020 50,000 330,000350,000 1,400,0004,345,000 Engineering ServicesII) Capital Column Labels 0000088 Road 35 Resurfacing (Hwy 3 to Rd 52)0000089 Road 36 (Rd 24 to Sparta) Rehabilitation0000090 Road 36 Resurfacing (Sparta to Rd 45) - paved shoulders0000091 Road 36 Resurfacing (Rd 45 to Hwy 3) - paved shoulders0000092 Road 37 (Avon to Oxford) Microsurfacing0000093 Road 38 Rehabilitation (Hwy 3 to Richmond)0000094 Richmond Reconstruction (Rd 38 and 43) - Eng. 20210000095 Road 38 Reconstruction (Straffordville)0000096 Road 39 Resurfacing0000097 Road 40 Microsurfacing (42 to 45)0000098 Road 40 Rehabilitation (Rd 45 to Hwy 3)0000099 Road 41 Reconstruction0000100 Road 42 Rehabilitation (73 to 43)+drainage at Silvercreek Hill0000101 Road 42 Rehabilitation (43 to Port Burwell)0000102 Road 19, 50 and 42 Resurfacing - Port Burwell0000103 Road 42 FDR/DST (Glen Erie Line 19 - 55) - Survey 20200000104 Road 43 Microsurfacing (42 to 45)0000105 Road 44 Rehabilitation (Rd 46 to Hwy #3)0000106 Road 44 Resurfacing (Murray Rd to Hwy 3)0000107 Road 44 Resurfacing (Murray Rd to 19)0000108 Road 45 Rehabilitation (3 to 16)0000109 Shaw Hill Drainage Improvements (rd 45)0000110 Road 45 (Rd 16 to Rd 4) Rehabilitation0000111 Road 45 (Rd 35 to Rd 73) Rehabilitation0000112 Road 45 (Rd 40 to Rd 43) Rehabilitation0000113 Road 45 (Rd 19 to 55) Resurfacing0000114 Road 47 Resurfacing (Rd 48 to Rd 52)0000115 Road 47 Rehabilitation (48 to 37) widen radius at 480000116 Road 48 FDR/ R1 (25 to 30)0000117 Road 48 FDR/R1 (Road 30 to Rd 74)0000118 Road 48 Rehabilitation (Rd 73 to Rd 47)0000119 Road 48 Rehabilitation (Rd 47 to Rd 54)0000120 Road 51 Rehabilitation (4 to Whites Station)0000121 Road 52 Rehabilitation (Highway #3 to 30) + Drainage at Kettle Creek0000122 Road 52 Microsurfacing (30 to 74)0000123 Road 52 Rehabilitation (74 to 73)0000124 Road 52 Rehabilitation (Rd 73 to Springfield)0000125 Springfield Reconstruction (Rd 52, 40, 49)0000126 Road 52 Rehabilitation (Rd 47 to Rd 54)0000127 Road 54 Rehabilitation (50% Oxford)0000128 Road 55 Microsurfacing (42 to 45)0000129 Road 57 Rehabilitation0000130 Port Bruce Resurfacing (MR1)0000131 Road 73 Rehabilitation (Aylmer to Avon Drive)0000132 Road 74 Resurfacing0000133 Road 74 Resurfacing (Belmont)0000134 Rodney Reconstruction (103 and 104)0000135 Road 104 Rehabilitation (Rodney to McPherson Rd)0000136 King George Lift Bridge Rehabilitation DescriptionOpCap Sum of BudgetRow Labels 2029 18,427,800 2028 18,066,470 2027 68,92145,94734,46111,487 344,606 287,171 172,303 172,303 114,869 172,303 574,343 172,303 172,303 918,949 201,020 574,343 574,343 574,343 402,040 1,723,0291,837,8971,723,0291,148,6863,446,0571,768,976 (70,883,635) 2026 17,364,927 2025 17,024,438 2024 270,608156,953 2023 265,302106,121 1,591,812 2022 312,120234,090572,220416,160156,060260,100 1,144,440 2021 51,000 408,000999,090102,000 267 1,275,0001,045,500 2020 20,00085,00075,00045,000 480,000300,000150,000105,000280,000150,000250,000280,000125,000 2,600,000 Engineering ServicesII) Capital Column Labels 0000139 Kimble Bridge Replacement0000142 Culvert Rehabilitations0000144 Road 11 Shouldering0000145 Road 16 Shouldering0000147 Sunset at Talbotville Gore Turning Lanes (additional to Rehab. Project)0000148 Imperial Road Turning Lane (north of College Line)0000154 Wellington Road at McBain Line Traffic Signal Engineering0000156 Multiple Bridge and Culvert Repair Tender - Engineering and Admin.0000159 Elm Street at Centennial Road Intersection Imrpovements0000160 Wellington Road at McBain Line Traffic Signals0000161 Talbot Line (Talbotville) new development access0000162 Talbot Line and Sunset Road Traffic Signal Optimization (MTO)0000164 Multiple Bridge and Culvert Repair Tender0000168 Furnival Road and Hoskins Line Intersection Improvements0000169 Colborne and Warren Street Intersection Improvements0000170 Sunset Road at East Road Intersection Improvements0000171 East Road at Hill Street Intersection Improvements0000172 Sunset Road at Southdale Line Signal Optimization0000173 Sunset Road at Glenwood Avenue Left Turn Lane0000174 Sunset Road at Sparta Line Traffic Signals and Intersection Improvements0000175 Ron McNeil Line at Omemee Street Intersection Improvements0000176 Whittaker Road and Nelson Street Intersection Improvements0000177 Belmont West Bridge Replacement - B320000179 King Bridge Replacement - B380000180 Calton Bridge Rehabilitation - B470000183 Walkers Bridge Rehabilitation - B030000184 Willeys Bridge Repairs - B050000185 Gillets Bridge Repairs - B270000186 Lings Bridge Deck Repairs - B160000187 Dodds Creek Bridge Repairs - B600000188 Glen Erie West Bridge Removal and Culvert Installation0000189 Road Sign Replacements West Half0000190 Road Sign Replacements East Half0000191 Highbury Ave. Slope Rehabilitation0000193 Traffic Signal Replacements0000194 Road 9 Surface Treatment (Rd 8 to Rd 14)0000195 Road 18 (Rd 14 to Rd 20) Rehabilitation0000196 Sparta Reconstruction0000197 Road 34 Resurfacing0000230 Meeks Bridge Replacement0000233 Port Bruce Bridge Replacement0000259 Bothwell Bridge Rehabilitation0000260 Iona Road Replacement (EA and possible road realignment)0000261 St. George Street Bridge Rehabilitation0000264 Port Burwell Major Rehabilitation - B450000265 Eden Bridge Rehabilitation - B530000266 Wonderland Road and Talbot Line EA partnered with MTO0000267 Road Sign Replacements0000268 Capital Budget years 6-10 smoothing DescriptionOpCap Sum of BudgetRow Labels 2029 18,427,800 2028 18,066,470 2027 201,020 201,020 4,594,743 16,859,949 2026 17,364,927 2025 17,024,438 2024 48,709 11,577,153 2023 185,711 12,828,373 2022 182,070 17,087,243 2021 268 16,274,916 2020 20,130,000 Engineering ServicesII) Capital Column Labels 0000269 Port Burwell Storm Sewer Replacement (Phase 1C)0000270 Port Burwell Storm Sewer Replacement (Phase 1D)0000271 Port Burwell Storm Sewer Replacement (west of Chatham St.) - 20250000272 Port Burwell Storm Sewer Replacement (north of Wellington St) - 20270000278 Pickup Truck Replacement0000279 Port Burwell Reconstruction (CRs 19, 142, 50 ~ 2km) - 2028 DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 602,820 602,820 2028 602,820 602,820 2027 602,820 602,820 2026 602,820 602,820 2025 364,300 364,300 2024 297,900 297,900 2023 100,000 100,000 2022 135,000 135,000 2021 135,000 135,000 2020 269 5,500 25,00065,00015,00010,00030,00025,00020,00010,00075,00030,000 140,000 450,500 Bobier Villa Building & PropertyII) Capital Column Labels 0000018 Security/Resident Safety0000022 Misc Bldg0000030 Parking Lot Resurfacing0000031 Caulking/Weatherproofing Windows0000032 Flat Roof0000033 Energy Savings - Parking Lot Lighting Improvements0000034 Building Envelope & Eavestrough Repairs0000035 Building Automation System0000036 Flooring Replacement0000037 Energy Savings - Electrical Upgrades0000039 Tub Room Upgrades0000040 Landscaping Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 ЊЉͲЉЉЉ 10,000 2028 ЊЉͲЉЉЉ 10,000 2027 ЊЉͲЉЉЉ 10,000 2026 ЊЉͲЉЉЉ 10,000 2025 270 ЊЉͲЉЉЉ 10,000 2024 ЊЉͲЉЉЉ 10,000 2020 ЌЍͲЏЋЉ 34,620 .ƚĬźĻƩ źƌƌğ 5źĻƷğƩǤLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊБ YźƷĭŷĻƓ 9ƨǒźƦƒĻƓƷ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 271 2023 ЎͲЉЉЉ 5,000 .ƚĬźĻƩ źƌƌğ IƚǒƭĻƉĻĻƦźƓŭLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊЋ aźĭƩƚŅźĬƩĻ /ƌĻğƓźƓŭ {ǤƭƷĻƒ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 ЊЉͲЉЉЉЋЊͲАЊЋ 31,712 2028 ЊЉͲЉЉЉЋЊͲАЊЋ 31,712 2027 ЊЉͲЉЉЉЋЊͲАЊЋ 31,712 2026 ЊЉͲЉЉЉЋЊͲАЊЋ 31,712 2025 ЊЉͲЉЉЉЋЊͲАЊЋ 31,712 2024 ЊЉͲЉЉЉЋЊͲАЊЋ 31,712 2023 ЊЉͲЉЉЉ 10,000 2022 ЊЉͲЉЉЉ 10,000 2021 ЊЎͲЉЉЉ 15,000 272 2020 ЌЎͲЉЉЉ 35,000 .ƚĬźĻƩ źƌƌğ bǒƩƭźƓŭ ε tĻƩƭƚƓğƌ /ğƩĻLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊВ \[źŅƷƭ ε {ĭğƌĻƭЉЉЉЉЉЌА aźƭĭ bt/ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 449,600 449,600 2028 449,600 449,600 2027 449,600 449,600 2026 449,600 449,600 2025 306,600 306,600 2024 291,600 291,600 2023 387,000 387,000 2022 259,750 259,750 2021 328,750 328,750 2020 5,500 15,00015,00010,00030,00025,00025,00010,00025,00020,00040,00025,000 100,000 345,500 273 Elgin Manor Building & PropertyII) Capital Column Labels 0000016 Pumps & Equipment (STP)0000022 HVAC0000025 Misc Bldg0000031 140 Hotwater Tank Re-lining0000032 Security Improvements - NVR Cameras0000033 Flat Roof Repairs0000034 Sidewalk Repairs0000035 Building Automation System0000036 Flooring Replacement0000037 Energy Savings - Electrical Upgrades0000038 Spa Renovation0000040 Refurbishment of Train #20000041 Misc. Maintenance, Calibration & Lifecycle Equipment Replacement Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 ЋЉͲЉЉЉ 20,000 2028 ЊЏͲЉЉЉ 16,000 2027 ЊЍͲЉЉЉ 14,000 2026 ЊЌͲЉЉЉ 13,000 2025 ЊЌͲЉЉЉ 13,000 2024 ЊЌͲЉЉЉ 13,000 2023 ЊЋͲЉЉЉ 12,000 2022 274 ЊЋͲЉЉЉ 12,000 2021 ЊЋͲЉЉЉ 12,000 2020 ЎЉͲЉЉЉ 50,000 9ƌŭźƓ ağƓƚƩ 5źĻƷğƩǤLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊВ YźƷĭŷĻƓ 9ƨǒźƦƒĻƓƷ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 275 2023 ЎͲЉЉЉ 5,000 9ƌŭźƓ ağƓƚƩ IƚǒƭĻƉĻĻƦźƓŭLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊЋ aźĭƩƚŅźĬƩĻ /ƌĻğƓźƓŭ {ǤƭƷĻƒ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 ЊЏͲЉЉЉЊБͲББЍ 34,884 2028 ЊЏͲЉЉЉЊБͲББЍ 34,884 2027 ЊЏͲЉЉЉЊБͲББЍ 34,884 2026 ЊЏͲЉЉЉЊБͲББЍ 34,884 2025 ЊЏͲЉЉЉЊБͲББЍ 34,884 2024 ЊЏͲЉЉЉЊБͲББЍ 34,884 2023 ЋЉͲЉЉЉЌЋͲЉЉЉ 52,000 2022 ЋЉͲЉЉЉ 20,000 2021 ЊЎͲЉЉЉ 15,000 276 2020 ЋЉͲЉЉЉ 20,000 9ƌŭźƓ ağƓƚƩ bǒƩƭźƓŭ ε tĻƩƭƚƓğƌ /ğƩĻLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊВ \[źŅƷƭ ε {ĭğƌĻƭЉЉЉЉЉЌА aźƭĭ bt/ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 ЋЉЉͲЉЉЉ 200,000 2028 ЋЉЉͲЉЉЉ 200,000 2027 ЋЉЉͲЉЉЉ 200,000 2026 ЋЉЉͲЉЉЉ 200,000 2025 ЊЎЏͲБЉЉ 156,800 2024 ЊЍЉͲЉЉЉ 140,000 2023 ЊЍЉͲЉЉЉ 140,000 2022 ЊЎЉͲЉЉЉ 150,000 277 2020 АЎͲЉЉЉ 75,000 ĻƩƩğĭĻ \[ƚķŭĻ .ǒźƌķźƓŭ ε tƩƚƦĻƩƷǤLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊА aźƭĭ /ğƦźƷğƌЉЉЉЉЉЋЉ \[ğǞƓ {źŭƓ wĻƦƌğĭĻƒĻƓƷ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2023 ЎͲЉЉЉ 5,000 278 2020 ЋЉͲЉЉЉ 20,000 ĻƩƩğĭĻ \[ƚķŭĻ IƚǒƭĻƉĻĻƦźƓŭLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊЌ aźĭƩƚŅźĬƩĻ /ƌĻğƓźƓŭ {ǤƭƷĻƒЉЉЉЉЉЊЍ IƚǒƭĻƉĻĻƦźƓŭ 9ƨǒźƦƒĻƓƷ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 ЋЉͲЉЉЉ 20,000 2028 ЋЉͲЉЉЉ 20,000 2027 ЋЉͲЉЉЉ 20,000 2026 ЋЉͲЉЉЉ 20,000 2025 ЋЉͲЉЉЉ 20,000 2024 ЋЉͲЉЉЉ 20,000 2023 ЋЉͲЉЉЉ 20,000 2022 ЋЉͲЉЉЉ 20,000 2021 ЋЎͲЉЉЉ ЏЊͲВЎЉ 86,950 279 2020 ЋЎͲЉЉЉ 25,000 ĻƩƩğĭĻ \[ƚķŭĻ bǒƩƭźƓŭ ε tĻƩƭƚƓğƌ /ğƩĻLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЊВ \[źŅƷƭ ε {ĭğƌĻƭЉЉЉЉЉЋЉ .Ļķ wĻƦƌğĭĻƒĻƓƷƭ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 20,000 20,000 2028 20,000 20,000 2027 20,000 20,000 2026 20,000 20,000 2025 20,000 20,000 2024 20,000 20,000 2023 20,000 20,000 280 2022 20,000 20,000 2021 20,000 20,000 2020 30,000 30,000 ArchivesII) Capital Column Labels 0000031 Misc Capital - Archives Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 ЋЉͲЉЉЉ 20,000 2028 ЋЉͲЉЉЉ 20,000 2027 ЋЉͲЉЉЉ 20,000 2026 ЋЉͲЉЉЉ 20,000 2025 ЋЉͲЉЉЉ 20,000 2024 ЋЉͲЉЉЉ 20,000 2023 ЋЉͲЉЉЉ 20,000 281 2022 ЋЉͲЉЉЉ 20,000 2021 ЋЉͲЉЉЉ 20,000 2020 ЊЉͲЉЉЉ 10,000 aǒƭĻǒƒLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЌЌ aǒƭĻǒƒ Ώ aźƭĭ /ğƦźƷğƌ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 35,000 363,335 398,335 2028 35,00045,000 355,479 435,479 2027 35,000 347,792 382,792 2026 35,000 340,272 375,272 2025 35,000 332,915 367,915 2024 35,000 325,717 360,717 2023 35,00045,000 318,674 398,674 2022 282 35,000 311,759 346,759 2021 35,000 304,979 339,979 2020 39,29635,000 298,332 372,628 Library ServicesII) Capital Column Labels 0000042 Aylmer Facility Improvements0000043 Accessibility Renos0000044 Library Van Replacement0000045 Book Purchases - Library Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 2029 ЋБͲЎВЊБЎͲЌААЊЎͲВЋАЍАͲБЉЌ ЋЉЉͲЋБА 377,985 2028 ЋАͲЍВЋБЌͲАЉЌЊЎͲЏЊЎ ЋЊЌͲЎЎЏЊЊЉͲЉЉЉ 450,366 2027 ЋЏͲЍЌЍБЋͲЉЏЋБЉͲЉЉЉЊЎͲЌЉВ ЊВЍͲВЉЊ 398,706 2026 ЋЎͲЍЊББЉͲЍЎЌЊЎͲЉЉБЍЎͲЉЍЏ ЊВБͲВЋЌ 364,848 2025 ЋЎͲЉЉЉЋЍͲЍЍЉАБͲБАЏЊЍͲАЊЍ ЋЎЊͲАЏЏЊБЉͲЉЉЉ 574,796 2024 ЋЌͲЎЉЉААͲЌЋВЊЍͲЍЋЏ ЊБЌͲЎВЊ 298,846 2023 283 ЋЋͲЎВЏАЎͲБЊЌЊЍͲЊЍЌЍЋͲЍЍБ ЊВЎͲЍЎЋЊЉЉͲЉЉЉ 450,452 2022 ЋЊͲАЋААЎͲЉЉЉАЍͲЌЋЏЊЌͲБЏЎ ЊАБͲЉВЍ 363,012 2021 ЋЉͲБВЋАЋͲБЏВЊЌͲЎВЍ ЊБЊͲЍЏБЊЉЉͲЉЉЉ 388,823 2020 ЋЎͲЉЉЉЋЉͲЉББАЎͲЉЉЉАЊͲЍЍЉЊЌͲЌЋАЍЉͲЉЉЉ ЋЋВͲЋБЋЊЏЉͲЉЉЉ 634,137 LƓŅƚƩƒğƷźƚƓ ĻĭŷƓƚƌƚŭǤLLΜ /ğƦźƷğƌ Column Labels 5) Capital WIPCapital Assets - Work in Progress 5źĻƷğƩǤ IğƩķǞğƩĻ5źĻƷğƩǤ {ƚŅƷǞğƩĻIğƩķǞğƩĻ wĻƦƌğĭĻƒĻƓƷI/a {ǤƭƷĻƒhƷŷĻƩ \[źĭĻƓƭĻƭtŷƚƓĻ {ǤƭƷĻƒ wĻƦƌğĭĻƒĻƓƷtŷƚƷƚĭƚƦźĻƩƭ{ĻƩǝĻƩ wĻƦƌğĭĻƒĻƓƷ{ƷƚƩğŭĻ wĻƦƌğĭĻƒĻƓƷĻĬƭźƷĻ 5ĻǝĻƌƚƦƒĻƓƷ 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 2029 98,73998,26359,755 461,999 718,755 2028 96,80258,583 405,136 560,522 2027 57,434 397,193 454,627 2026 56,308 389,404468,664 914,376 2025 55,204 381,769 436,973 2024 54,122 374,283 428,405 2023 87,67787,25553,060 410,242 638,234 284 2022 85,95852,020 359,750 497,727 2021 51,000 352,696 403,696 2020 50,000 345,780 395,780 AmbulanceII) Capital Column Labels 0000034 Ambulance Veh0000035 Defibs0000038 ERV Replacement0000039 Laptops0000041 Power Lifts Capital Assets - Work in Progress 5) Capital WIP DescriptionOpCap Sum of BudgetRow LabelsGrand Total 285 2028 БͲЎЉЉ 8,500 2023 БͲЎЉЉ 8,500 9ĭƚƓƚƒźĭ 5ĻǝĻƌƚƦƒĻƓƷLLΜ /ğƦźƷğƌ Column Labels ЉЉЉЉЉЍЊ ƚǒƩźƭƒ ğƓ Capital Assets - Work in Progress 5) Capital WIP 5ĻƭĭƩźƦƷźƚƓhƦ/ğƦ Sum of BudgetRow LabelsGrand Total 286 287 288 REPORT TO COUNTY COUNCIL FROM:Brian Lima,Director of EngineeringServices DATE:January 29, 2020 SUBJECT:Parking By-Law Consolidation RECOMMENDATIONS: THAT By-Law 16-11 be repealed; and, THAT By-Law 20-07, being a By-Law for the regulation of traffic, be approved. INTRODUCTION: By-Law 16-11, being a consolidating By-Law for the regulation of traffic (also known as the “No-parking By-Law”) was approved in April 2016. Sincethat date, eight amendments have been approved by County Council. This report seeks to consolidate the amendments and incorporate additional revisions into a new By-Law and thus rescinding By-Law 16-11. DISCUSSION: By-Law 16-11 has been amended eight times by County Council since April 2016. The list of amending By-Laws includes: 16-19,16-27,17-34,18-30,18-33,19-17,19-28and 19-43. It is now prudent to consolidate previous amendments into a new, updated By- Law having incorporating those revisions. In addition to previous amendments, a few new amendments are necessary in support of the King George VI Lift Bridge Rehabilitation Project within the Village of Port Stanley. Additional parking restrictions are required to support proposed pedestrian crossing facilities along the construction detour route and specifically as followswith supporting rationale in italics: Schedule ‘A’, Part ‘B’ 3.15County Road #4 (Colborne Street) south from Warren Street (SPL) for a distance of 130m on the west side of the road.(required to formally acknowledgeexisting signage). 9.1 County Road #20 (Carlow Road), east and west sides, from Warren Street (south property line), south for a distance of 138m.(required to restrict parking from the intersection of Carlow Road and Warren Street, south to the proposed pedestrian crossing). 289 10County Road #21 (Warren Street), north and south sides, from Colborne Street (west property line) to Carlow Road (east property line), being a distance of 400 metres.(currently restricted for 81m on the east end of Warren Street. Road width would not support a parked vehicle and two lanes of traffic. Also required to support a proposed pedestrian crossing.) The attached revised By-Law schedules have also incorporated some minor “housekeeping” revisions to correct road allowance definitions to reflect road transfers, and thecorrection ofsome descriptionsto reflect existing sign locations. CONCLUSION: Amendments to By-Law 16-11 are required to prohibit parking along Warren Street and Carlow Road within the Village of Port Stanley in support of the King George VI Lift Bridge Rehabilitation Project. Eight amending By-Laws have been approved by County Council since April 2016 and it is therefore prudent to consolidate all the existing and proposed revisions to create a new consolidatedBy-Law. All of which is Respectfully SubmittedApproved for Submission Brian Lima Julie Gonyou Director of Engineering Services Chief Administrative Officer 290 COUNTY OF ELGIN By-Law No. 20- \[also to be referenced as By-Law EG1, as amended\] “BEING A CONSOLIDATED BY-LAW FOR THE REGULATION OF TRAFFIC INCLUDING PARKING ON COUNTY ROADS WHEREAS, pursuant tothe Municipal Act,2001, S.O. 2001, c. 25, as amended (hereinafter “Act), and in in particular s. 11 thereof,aCouncil of a municipality may pass By- Laws for the regulation of traffic, including parking, upon highways under its jurisdiction; AND WHEREAS Council for the Corporation of the County of Elginhas most recently enacted By-Law 16-11 as the consolidated by-law for the regulation of traffic, including parking, upon highways under its jurisdiction; AND WHEREAS Council for the Corporation of the County of Elgin has amended By- Law 16-11, including the Schedules thereto, from time to time since original enactment; AND WHEREAS, for ease of reference and to assist in effective enforcement of regulations contained therein,it is nowdeemed appropriateto consolidate the original By-Law 16-11 and all amendments thereto withinacomprehensive by-law; NOW THEREFORE the Council for the Corporation of the County of Elgin enacts as follows: PART “A” DEFINITIONS 1.DEFINITIONSin this By-Law: “ACT” means the Municipal Act, 2001, S.O. 2001, c. 25, as amended, and any successor statute thereto. “ANY PROVISION OF THIS BY-LAW” means any provision of this By-Law for the contravention of which the Municipal Act permits a procedure for the voluntary payment of penalties out of court. “AUTHORIZED SIGN” means any sign or device placed or erected on a highway under the authority of this or any other By-Law by or at the direction of the Director for the purpose of regulating, warning or guiding traffic, including parking “BICYCLE” is a vehicle as defined under the Highway Traffic Act. “BOULEVARD” shall be construed to mean that portion of every highway within the limits of the County of Elgin, which is not used as a sidewalk or a travelled roadway. “BUS STOP” means a part of a highway designated as a point at which buses stop to take on or let off passengers. “COMMERCIAL MOTOR VEHICLE” means a motor vehicle having permanently attached thereto a truck or delivery body and includes ambulances, hearses, casket wagons, fire apparatus, buses and tractors used for hauling purposes on highways. “CORNER” with reference to a highway intersection means the point of intersection of the prolongation of the lateral curb lines or in the absence of curbs the prolongation of the edges of the roadways. “CORPORATION” means the Corporation of the County of Elgin. “COUNCIL” means the current Council of the Corporation of theCounty of Elgin. 291 Corporation of the County of Elgin - 2 - By-Law 20-?? “CROSSWALK” means, (i)that part of a highway at an intersection that is included within the connections of the lateral lines of the sidewalks on opposite sides of the highway measured from the curbs, or, in the absence of curbs, from the edges of the roadway, or (ii)any portion of a roadway at an intersection or elsewhere distinctly indicated for pedestrian crossing bysigns or by lines or other markings on the surface. “DESIGNATED PARKING SPACE” or “DESIGNATED DISABLED PERSON PARKING SPACE” means a parking space located on any public highway under the jurisdiction of the Corporation of the County of Elgin or on anyproperty owned or occupied by the Corporation of the County of Elgin or any local board thereof and designated for parking of vehicles marked by an official sign indicating such space to be for the sole use of vehicles displaying a disabled person parking permit. “DIRECTOR” means the Director of Engineering Services for the Corporation and includes his or her designate. “DISABLED PERSON PARKING PERMIT” means a disabled person parking permit issued under the Highway Traffic Act or a permit, numbered plate or other marker or device issued by another jurisdiction and recognized under the Highway Traffic Act. “DRIVEWAY” means improved land on a highway that provides vehicular access from the roadway to a laneway or a parking area on adjacent land. “GROSS WEIGHT” means the combined weight of vehicle and load. “HANDICAPPED PERSON” means an individual who has been issued a disabled person parking permit by the Province of Ontario and who has met the requirements of the Highway Traffic Act. “HEAVY TRUCK” means any commercial motor vehicle which has a rated gross vehicle weight exceeding 4,535.92 kilograms (10,000 pounds) according to the current permit or vehicle registration which has been issued under the Highway Traffic Act, or its foreign equivalent for suchvehicle, regardless of actual weight of such vehicles, but does not include a vehicle operated by or on behalf of the Corporation or a school bus that is in the course of transferring children or handicapped adults to and from schools. “HIGHWAY” includesa common and public highway, street, avenue, parkway, driveway, square, place, bridge, viaduct or trestle, any part of which is intended for or used by the general public for passage of vehicles and includes the area between the lateral property lines thereof. “HIGHWAY TRAFFIC ACT” means the Highway Traffic Act, R.S.O. 1990, c. H.8, as amended, and any successor statute thereto. “HOLIDAY” includes Sunday, New Year’s Day, Family Day, Good Friday, Easter Monday, Victoria Day, Dominion day, the day proclaimed as a Civic Holiday, Labour Day, Thanksgiving Day, Remembrance Day, Christmas Day, Boxing Day, the day proclaimed as birthday of the reigning sovereign, and any day appointed by proclamation of the Governor General or the Lieutenant-Governor-In-Council as a public holiday or for a general fast or thanksgiving and the next following daywhen any such holiday falls on a Saturday or a Sunday, and any day appointed by proclamation of the Municipal Council. “INTERSECTION” means the area embraced within theprolongation or connection of the lateral curblines or, if none, then of the lateral boundary lines of two or more highways that join one another at an angle, whether or not one highway crosses the other. “LANEWAY” means improved land adjacent to the highway, which provides access from the highway to a parking area on adjacent land. “LOADING ZONE” means the part of a highway set apart for the exclusive purpose of parking a vehicle to load or unload same. 292 Corporation of the County of Elgin - 3 - By-Law 20-?? “METEREDPARKING SPACE” means a parking space forwhich a meteror other mechanical device is provided or any space adjacent to which a parking meteror other mechanical device is located. “MOTOR VEHICLE” includes an automobile, motorcycle, motor-assisted bicycle and any other vehicle propelled or driven otherwise than by muscular power, but does not include the cars of electric or steam railways, or other motor vehicles running only upon rails, or a motorized snow vehicle, traction engine, farm tractor, self-propelled implement of husbandry or road-building or winter control machine. “M.T.O.” means the Ministry of Transportation of Ontario. “OFFICER” means the By-Law Enforcement Officer of the Municipality or any other person authorized by Council and charged with the enforcement of this By-Law. “OFFICIAL SIGN” means a sign approved by the Ministry of Transportation of Ontario. “PARK” or “PARKING”, when prohibited, means the standing of a vehicle, whether occupied or not, except when standing temporarily for the purpose of and while actually engaged in loading or unloading merchandise or passengers. “PARKING INFRACTION”means any unlawful parking, standing or stopping of a vehicle that constitutes an offence. “PARKING METER” means a device that shall indicate thereon the length of time during which avehicle may be parked which shall have as a part thereof a receptacle for receiving and storing coins, a slot or place in which such coins may be deposited, a timing mechanism to indicate the passage of the interval of time during which the parking is permissible and which shall also display a signal when said interval of time shall have elapsed. “PARKING METERCOVER” means a hood, bag or other covering for a parking meter that is placed over a parking meterby an authorized official to indicate that a parking meteris not to be used. “POLICE OFFICER” means a member of the Police Force having jurisdiction within the territorial limits of the County of Elgin and the lower tier municipalities located therein. “PROVINCIAL OFFENCES ACT” means the Provincial Offences Act, R.S.O. 1990, c. P.33, as amended, and any successor statute thereto. “ROADWAY” means the part of the highway that is improved, designed or ordinarily used for vehicular traffic, but does not include the shoulder, and, where a highway includes two or more separate roadways, the term “roadway” refers to any one roadway separately and not to all of the roadway collectively. “SIDEWALK” includes all such parts of a highway as are set aside by the Municipality for use of pedestrians or use by the general public for the passage of pedestrians. “STAND” or “STANDING”, when prohibited, means the halting of a vehicle, even momentarily, whether occupied or not, except when necessary to avoid conflict with other traffic or in compliance with the directions of a police officer or of a traffic control sign or signal. “STOP” or “STOPPING”, when prohibited, means the halting of a vehicle, even momentarily, whether occupied or not, except when necessary to avoid conflict with other traffic or in compliance with the directions of apolice officer or of a traffic control sign or signal. “TIME” means that where an expression of time occurs or where any hour or other period of time is stated, the time referred to shall be standard time except in periods when daylight saving time is in effect, in which periods, it shall be daylight saving time. “TRAFFIC CONTROL SIGNAL” means any device, manually, electrically or mechanically operated for the regulation or control of traffic. 293 Corporation of the County of Elgin - 4 - By-Law 20-?? “U-TURN” means the turning of a vehiclewithin a roadway so as to proceed in the opposite direction. “VEHICLE” includes a motor vehicle, trailer, traction engine, farm tractor, road-building machine and any vehicle drawn, propelled or driven by any kind of power, including muscular power, but does not include a motorized snow vehicle, the cars of electric or steam railways running only upon rails. 2.ABBREVIATIONS: In this Schedule to this By-Law the following abbreviations and symbols stand for the words respectively set forth opposite thereto as follows: (a)Ave. - Avenue Blvd. - Boulevard Pl. - Place St. - Street Cres. - Crescent Ct. - Court Dr. - Drive Rd. - Road (b)mm - Millimetre cm - Centimetre m - Metre km/h - Kilometres Per Hour kg - Kilograms (c) A.M. - Ante Meridian P.M. - Post Meridian 3.DISTANCES: Where a distance is used in this By-Law as part of a prohibition of parking or stopping within a specified distance of an object, structure, land or a part of a highway, such distance shall be measured: (a)from the limit of the road allowance; or (b)from a point referenced to a lot line or limit; and (c) all distances/dimensions are measured in the metric measurement of metres. 4.INTERPRETATION – GENERAL: In this By-Law (a)words purporting the singular number or the masculine gender only include more persons, parties or things of the same kind that one and females as well as males and converse. (b)a word interpreted in the singular number has a corresponding meaning when used in the plural. (c) “May” shall be construed as imperative. (d)definitions and interpretations not otherwise included herein but otherwise provided for in the Highway Traffic Act, R.S.O. 1990, Chapter H. 8, or any successor legislation thereto, shall extend and apply to this By-Law. 5.SCHEDULES ADOPTED: All schedules referred to in this By-Law shall form part of this By-Law and each entry in a column of such a schedule shall be read in conjunction with the entry or entries across therefrom, and not otherwise. 294 Corporation of the County of Elgin - 5 - By-Law 20-?? PART “B” GENERAL TRAFFIC 6.APPLICATION OF BY-LAW: This By-Law applies to all highways under the jurisdiction of the Corporation of theCounty of Elginand in particular those highways set forth in Schedule “A” hereto. 7.AUTHORITY TO IMPLEMENT TEMPORARY PROVISIONS: The Directoris hereby given authority as the occasion arises and when required in order to assist in the care of moving traffic, to set apart and indicate or designate on highways in the Municipality space or spaces for the parking of a vehicle or vehicles by causing lines to be painted, signs to be erected or otherwise upon the pavement, curbs or surface of the roadway or immediately adjacent thereto, or on the highway or highways or portions of highways, as a temporary provision for the restriction of parking on highways or portions of highways and to make such other temporary provision for directing the traffic as may be necessary. Such temporary changes shall not be effective after the next subsequent Council meeting unless confirmed by resolution of the Council at such meeting, which resolution shall stipulate the length of time such change(s) shall be in effect. 8.BY-LAW SUBJECT TO THE HIGHWAY TRAFFIC ACT: The provisions of this By-Law are subject to the provisions of the Highway Traffic Act R.S.O. 1990, Chapter H. 8, as amended and any successor legislation thereto. 9.DISPLAYING FOR SALE: No person shall park any vehicle on any highway for the purpose of displaying the same for sale. 10.EMERGENCY FIRE REGULATIONS: No driver of any vehicle shall drive his vehicleonany highwaywithin 150m of any building which is on fire; nor shall he drive his vehicle over or across any line of a hose laid by the Fire Department, and at the direction of the Fire Chief for the area, the Police authority shall place signs on the highway on which the building on fire is situated, and any adjoining highways which may be deemed necessary for the purpose, closing such parts of highways to traffic until the fire is out, and no driver shall pass such sign or approach nearer to the fire than such sign. 11.FUNERALS AND PARADES: No person shall drive any vehicle, except emergency vehicles, between the vehicles in any duly authorized parade or funeral procession on any highway, provided the vehicles in such parade or procession are properly designated. 12.INTERFERENCE WITH AUTHORIZED/OFFICIAL SIGNS AND PARKING METERS: No person shall alter, deface, remove or destroy any sign erected by the Municipality or any pavement lines or other marks for guiding the parking of vehicles or the regulations of traffic, or deface, injure, tamper with, open, wilfully break, destroy or impair the usefulness of any parking meter, and no person shall alter, interfere with, or change the position of any such sign, line or other mark or parking meter, unless he has been duly authorized so to do. 13.OBEDIENCE TO ALL PARKING METERS, SIGNS, AND SIGNALS: No person using a highway, including but not limited to operating or parking a vehicle thereon,shall fail to observe and comply with the directions indicated by any permanent or temporary meters, signs, or signals erected or placed for the purpose of directing or regulating vehicular traffic being operated thereon. traffic 14.PLAYING ON HIGHWAYS: Noperson shall engage in any game or sports activity upon a highwayand no person upon roller skates or skateboards, or sleigh, express wagon or riding in or by means of any coaster, toy vehicle or similar device go upon any highway. 15.PROHIBITION OF THE REPAIRING, WASHING, WAXING OR GREASING OF VEHICLES: No person shall make use of the highwayfor the purpose of washing, waxing, greasing or repairing any vehicle, except such emergency repairs as are necessary to enable the 295 Corporation of the County of Elgin - 6 - By-Law 20-?? vehicle to be removed from the highway and disabled vehicles shall be removed or caused to be removed from the highway by the driver or owner without delay. 16.NO DRIVING ON SIDEWALK, PATH, OR BOULEVARD: No personshall drive avehiclewithin, upon, across or along any sidewalk, path or boulevard except at a driveway. 17.ABANDON VEHICLES: No person shall abandon any vehicle, including any vehicle that is incapable of being propelled or driven by any kind of power, on or near a highway. 18.UNAUTHORIZED SIGNS: No person shall place, maintain or display on any highway any unauthorized device which is an imitation of, or purports to be, or resembles any official sign or signal, or which purports to direct parking or the movement of traffic or the actions of operators of vehicles. Any such device shall be deemed a public nuisance and any Police or other Officer authorized to enforce this By-Law may remove the same without notice. 19.BUS STOPS: (i)Buses operated over a highway in the Municipality shall take on or discharge passengers only on the right-hand side of the bus. When stopping all buses shall stop in such a manner as not to obstruct traffic. (ii)When an authorized bus stop sign is on display, no vehicle shall stand any closer than 15m before the said sign. PART C REGULATED PARKING 20.GENERAL PARKING REGULATIONS: Subject to or in conjunction with the provisions of Section 21, no person shall stop or park a vehicle or permit a vehicle to be stopped or parked: (1)On or within any sidewalk, crosswalk, crossover or boulevard; (2)In front of or within 1m of any lane, driveway or alley entrance; (3)Except at points where parking is otherwise designated, with the right-hand wheels of the vehicle at a greater distance from the curbline than 0.15m or in winter, subject to subsection (5), as nearly within such distance as the conditions of the highway permit; (4)On the roadway side of a vehicle stopped or parked at the edge or curb of a highway; (5)At the edge or curb on the left side of the roadway having regard to the direction such vehicle was proceeding except where parking is permitted on the left-hand side of the roadway of a highway designated for one-way traffic; (6)In such position as to obstruct traffic; (7)Within 8m of any Fire Hall on the side of the highway on which the Fire Hall is located or within the 30m of such Fire Hall on the opposite side of the roadway; (8)On any highwaywithin 9m of the projection of the curbline of any intersecting street except where such intersection is visibly and lawfully designated as a “Bus Stop” at which intersection all vehicles shall be parked in accordance with the instructions set out on the designating sign or signs; (9)On any bridge, subway and/or any approach thereto; (10)Within 3m of the point of the curbline which is nearest any fire hydrant; (11)Within 2m of the space on the same side of the highway directly in front of the entrance to church, hospital, hotel, theatre, hall or other public building where large numbers of people assemble, except while actually taking on or discharging passengers, other than a bus in a bus stop, or other than a taxi-cab in a taxi-cab stand, when any such stop or standhas been officially designated and appropriately signed; (12)Within 15m of an intersectionof two (2) or more highways controlled by aSignal Light Traffic Control System; (13)Within 15m of the nearest rail of a level Railway Crossing; (14)In a position or place thatprevents or is likely to prevent the removal of any vehicle already parked on the highway; 296 Corporation of the County of Elgin - 7 - By-Law 20-?? (15)On any highway where the travelled portion of the roadway is less than 6m wide; (16)Within 15m of a pedestrian crossover; (17)Alongside or adjacent to the tracks of any railway; (18)Within a loading zone; (19)On any lands owned by the Municipality where signs prohibiting stopping or parking have been erected; (20)Where appropriate signs are erected and on display at any place or location for emergency vehicles only; (21)Where appropriate signs are erected and on display on highways and between the limits set out respectively in Schedule “B” hereto. 21.SPECIFIC PARKING REGULATIONS: (1)Church Services Where appropriate signs are displayed and authorized by a By-Law of the Municipality, persons in attendance during church services and church functions are exempt from general parking regulations set out above. (2)Restricted Parking Subject to Subsection 21 (3) through Subsection 21(8) inclusive below, and where appropriate signs are erected and on display, no person shall park a vehicle on any highway at the side and between the limits set out inSchedule “C” to this By-Law and upon the days and during the times set out therein. (3)Maximum Parking Time Limits No person shall permit a vehicle toremain parked or standing upon any part of any highwayin the Municipality for a period longer than five (5) hours. (4)Overnight Parking on Municipal Roads Notwithstanding any provisions of this Section, no vehicle shall remain parked or standing upon any part of any highwayin the Municipality between the hours of 3:00 A.M. and 5:00 A.M. (5)Parking on One-Way Streets Notwithstanding Section 20 (3) hereof, where Council, under this By-Law, has designated certain highwaysas one-way highways, vehicles parking on the left- hand side of that highwayshall park with the left-hand wheels of the vehicle at not more than 0.3m from the curbline or, in winter, as nearly as possible within such distance as the conditions of the highway permit. (6)Parking in Space Controlled by Parking Meter (i)Parking Times No driver of a vehicle shall park such vehicle in a parking meterzone between the hours of 9:00 a.m. and 6:00 p.m., Mondays to Fridays inclusive, and except where such days are legally and lawfully proclaimed holidays, unless the driver of such vehicle deposits in the parking meterprovided for the parking space the sums as indicated in Columns 1 and 2 of Schedule “D” hereto and thereafter activates the meter. (ii)Maximum Parking Limit on Metre (a)No driver of a vehicle shall allow such vehicle to remain parked for a longer period than that for which payment has been made in the form of coins deposited in the parking meteror meters, provided, however, that this shall not prevent the driver of the vehicle from using the unexpired time remaining in the meterfrom its previous use without depositing a coin therein. (b)No driver of a vehicle shall allow such vehicle to remain in a parking space for a longer period than the maximum time permitted on the parking meter. (c) No driver of a vehicle shall park such vehicle in such a manner that it is not wholly within the area designated as a parking space, and if the vehicle is of such length as to prevent it from being parked within one parking space, then the person parking same shall make the necessary 297 Corporation of the County of Elgin - 8 - By-Law 20-?? deposit of coins in the parking meteror metersfor adjoining parking space(s). (iii)Parking Procedures at Meter No driver of a vehicle shall park such vehicle in a parking space unless the front and rear of such vehicle is alongside or as close as practical to the parking meterprovided for such space. (iv)Parking MeterLocations The highways or parts of highways set out in Column 1 of Schedule “E” of this By-Law are designated as parking meterzones between the limits set out in Column 2 of the said Schedule. (v) Parking MeterRates The parking meterrates, as set out in Column 2 of Schedule “D” of this By-Law for the type of parking meterset out in Column 1 shall be the parking rates for on-street parking as approved by Council. (7)Parking of Heavy Trucks and Buses (i)No person shall park a heavytruck, or a bus, or a school bus, or allow a heavy truck, or a bus, or a school bus to stand on any highway in any residential zone within the territorial limits of the Municipality. (ii)The provisions of subsection (i) of this section do not apply to prohibit the parking or standing of any heavy truck upon a highway in any residential zone while the operator thereof is actually engaged in the delivery of goods or services to any premises within such zone or to prohibit the parking or standing of any busor school bus upon a highway in such zone while the operator thereof is actually engaged in the embarking or disembarking of passengers within that zone. (8)Parking in Designated Disabled Person Parking Space (i)Subject to that set forth in subsection (ii) to this section, no person or organization shall park a vehicle in a designated disabled person parking space unless a currently valid disabled person parking permit has been issued to that person, organization or to a passenger being picked up or transported in the vehicle and such permit is displayed on or in the vehicle in accordance with the requirements of the Highway Traffic Act. (ii)Vehicles displaying currently valid permits, numbered plates, or other markers and devices bearing the international symbol of access for the disabled and issued by other jurisdictions are entitled to the same privileges as vehicles displaying disabled person parking permits issued by the Province of Ontario. PART “D” STREET DESIGNATIONS AND TRAFFIC SIGNS 22.ONE-WAYSTREETS: The highwaysset out in Column 1 of Schedule “F” to this By-Law, within the limitsset out in Column 2 of the said Schedule, are hereby designated for one-way traffic only in the direction set out in Column 3 of the said Schedule. 23.EXEMPTION – MUNICIPAL VEHICLES PERFORMING WORK ON HIGHWAYS: The provisions of Part “D” of this By-Law do not apply to vehicles of the Municipality where such vehicles are actually engaged in the performance of cleaning, maintenance, duty, repair, construction, snow orice removal or other work on any highway or any vehicle under contract to the Corporationand engaged in any of the aforesaid activities. 298 Corporation of the County of Elgin - 9 - By-Law 20-?? PART “E” PAYMENT OF PENALTIES OUT OF COURT 24.PROVISIONS FOR PENALTIES: A specified penalty payable out of court within seven days time may be imposed for the contravention of any provision of the By-Law that constitutes a parking infraction, by the inclusion in a parking infraction notice under Part II of the Provincial Offences Act of the words and penalties set out in Schedule “G” of this By-Law. 25.METHOD OF PAYING VOLUNTARY PENALTY: An early penalty payment out of court may be made on or before the date specified on the parking infraction notice by cheque or money order payable to the Corporation of the County of Elgin sent by prepaid mail to an address or post office indicated on the parking infraction notice and on such payment being made, no further proceedings will be taken. 26.DEFAULT IN PAYING VOLUNTARY PAYMENT: If default is made in paying a penalty out of court in accordance with this Part, any fine imposed under this By-Law for the contravention thereof shall be recoverable under the provision of the Provincial Offences Act, all the provisions of which shall apply. PART “F” GENERAL PROVISIONS 27.GENERAL PENALTY: Except where otherwise expressly provided by this By-Law or the Highway Traffic Act, every person who: (a)Contravenes any provision of the By-Law; or, (b)Is the owner of a vehicle that is parked or stopped in contravention of any provision of this By-Law; is guilty of an offence and on conviction is liable to a fine as provided for in the Provincial Offences Act. 28.ILLEGALLY PARKED VEHICLES: Where a vehicle has been parked, stopped or left standing in contravention of this By- Law, the owner of the vehicle, notwithstanding that he was not the driver of the vehicle at the time of contravention of the By-Law, is guilty of an offence and is liable to the fine prescribed for the offence unless, at the time of the offence, the vehicle was in the possession of some person other that the owner without the owner’s consent. 29.REMOVAL OF VEHICLES: Any Officer duly appointed or otherwise holding jurisdiction for enforcement of the provisions of the By-Law and/or Highway Traffic Act, upon discovery of any vehicle parkedin contravention of this By-Law,may cause it to be moved or taken to andplaced or stored in a suitable place and all costs and charges for removing, care, and storage thereof, ifany, are a lien upon the vehiclewhich may be enforced in anymannerprovided by the laws of the Province of Ontario, including but not necessarily limited to the Repair and Storage Liens Act, R.S.O. 1990, c. R.25, as amended, or any successor statute thereto. 30.AUTHORITY TO ENFORCE THIS BY-LAW: Any Officer duly appointed by the Corporationand any police officer holding jurisdiction within the territoriallimits thereofis authorized to enforce the provisions of this By-Law. In addition, any other Officer appointed by the Corporationfor purposes of enforcement of the non-moving violations of this By-Law is authorized to enforce such non-moving violations. For the purposes as so set forth, the said Officers shall be considered Provincial Offences Officers for the purposes of enforcement of this By-Law. 31.ENFORCEMENT – PROVINCIAL OFFENCES ACT (ONTARIO): Subject to any provisions set forth above, enforcement herein shall be pursuant to the provisions of the Provincial Offences Act, and any conflict between the provisions of the By-Law and the said Provincial Offences Act, save and except that relating to payment of penalties out of court, shall be resolved in favour of the said Provincial Offences Act. 299 Corporation of the County of Elgin - 10 - By-Law 20-?? 32.EXCESS COINS AND PARKING METERS: Where a person deposits one or more coins in a parking meterin excess of that required for the parking time allowed by the meter, no change shall be remitted and no increase in parking time shall be allowed. 33.EXECUTIVE ACTS AUTHORIZED: The Warden and the Chief Administrative Officer are hereby authorized to do allthings and the Warden and the Chief Administrative Officer are hereby authorized to execute on behalf and under seal of the Municipality any document necessary to give effect to this By-Law. 34.HEADINGS NOT PART OF THE BY-LAW: The headings in the body of this By-Law form no part of the By-Law but are inserted for convenience of reference only. 35.DEVIATION FROM FORMS: Where a form of words or expressions are prescribed in any Schedule to this By-Law, deviations therefrom not affecting the substance or calculated to mislead do not vitiate them. 36.CONFLICT WITH HIGHWAY TRAFFIC ACT: In the event of conflict between the provisions of this By-Law and the Highway Traffic Act, the provisions of the Highway Traffic Act prevail. 37.DATE EFFECTIVE – FORMER BY-LAWS REPEALED: This By-Law shall come into effect on thedate passed and enacted by Council, upon whichdate all other By-Laws pertaining to the regulation of traffic and parking on highways under the jurisdiction of the Corporation that are inconsistentwiththe terms thereof, including but not limited to By-LawNo. 16-11, as amended,shall be repealed. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS DAY OF ,2020. Julie Gonyou, David Mennill, Chief Administrative OfficerWarden 300 Corporation of the County of Elgin - 11 - By-Law 20-?? SCHEDULE "A" By-Law No. 20-?? ROAD ALLOWANCES RoadSectionDescription 2AFrom the east side of Road #103 to the west side of Road #8. 3AFrom the west side of McPherson Road the road allowance between the Municipality of Chatham-Kent and the Municipality of West Elgin and the west side of the intersection of Highway #3 and Highway #4. 4AFrom the westlimit of Carlow Road in theVillage of Port Stanley,easterly to the east limit of Colborne Street, continuing north tothe north side of Glenwood Avenue in the Municipality of Central Elgin. 4BFrom the south side of Talbot Road, the north limits of the City of St. Thomas, to the south side of the intersection of Highway #3 and Highway #4. 5AFrom the north side of County Road #2 to the County of Elgin boundary which is the centre of the Thames River. 6AFrom the east side of County Road #7 to the west side of County Road #103. 7AFrom the south side of Turn Line, the road allowance between Concessions X and XI, the former Township of Orford, now the Municipality of Chatham- Kent, to the County of Elgin boundary which is the centre of the Thames River. 8AFrom the east side of the Pearce Provincial Park to the west side in Lot 12, Concession X, Municipality of Dutton/Dunwich, to the west side of County Road #8 in Lot 10, Concession X. 8BFrom the north side of County Road #8, Lot 10, Concession X, Municipality of Dutton/Dunwich to the south side of County Road #3. 8CFrom the north side of County Road #3 to the County of Elgin boundary which is the centre of the Thames River. 9AFrom the east side of County Road #103 to the west side of Colley Road. 9BFrom the south side of McDougall Line to the north side of Stalker Line. 9CFrom the east side of Colley Road to the west side of County Road #76. 9DFrom the east side of County Road #76 to west side of County Road #5. 9EFrom the east side of County Road #5 to west side of County Road #8. 9FFrom the east side of County Road #8 to west side of County Road #14. 11AFrom the east side of Highway #4 to west side of Wonderland Road. 13AFrom the eastside of County Road #8 to west side of County Road #14. 14AFrom the north side of County Road #16 to the south side of County Road #3. 14BFrom the north side of County Road #3 to the County of Elgin boundary which is the centre of the Thames River. 15AFrom the north side of County Road #8 to the south side of County Road #2. 16AFrom the east side of County Road #8 to the County of Elgin boundary at the west limit ofthe City of St. Thomas. 18AFrom the east side of County Road #14 to the west side of Mill Road. 18BFrom the eastside of Mill Roadto west side of Highway #4. 19AFrom the south side of Wellington Street within theVillage of Port Burwell, Municipality of Bayham, to the County of Elgin boundary with the County of Norfolkat the north limit of Carson Line. 20AFrom the north side of George Street in the Village of Port Stanley, inthe Municipality of Central Elgin,to the south side of County Road #21. 20BFrom the north side of County Road #21 to the south side of County Road #16. 20CFrom the north side of County Road #16 to the south side of County Road #3. 301 Corporation of the County of Elgin - 12 - By-Law 20-?? RoadSectionDescription 20DFrom the north side of County Road #3to the south side ofCounty Road #18. 21AFrom the east side of County Road #20 to the west side of Colborne Street in the Village of Port Stanley, inthe Municipality of Central Elgin. 22AFrom the north side of County Road #24 to the south side of County Road #27. 22BFrom the north side of County Road #27 to the north side of Southdale Line, the County of Elgin boundary which is the south limits of the City of St. Thomas. 23AFrom the east of Colborne Street in the Village of Port Stanley, inthe Municipality of Central Elgin, to the east side of East Street in the Village of Port Stanley, inthe Municipality of Central Elgin. 23BFrom the east side of County Road #4 to the north side of East Street in the Village of Port Stanley, inthe Municipality of Central Elgin. 24AFrom the east side of County Road #23 to west side of County Road #73. 25AFrom the County of Elgin boundary, which is the limit of the City of St. Thomas, to the south side of Highway #3. 25BFrom the north side of Highway #3 to the north side of Regan Bourne, which is the County of Elgin boundary, which is the limit of the City of London. 26AFrom the County of Elgin boundary, which is the centre of the Kettle Creek, which is the limit of the City of St. Thomas, to the east side of County Road #25. 27AFrom the north side of County Road #20 to west side of County Road #4. 27BFrom the east side of County Road #4 to west side of County Road #36. 28AFrom the north side of County Road #45 to the south side of County Road #56. 28BFrom the north side of County Road #56 to south side of Highway #3. 29AFrom the north side of County Road #52 to the south side of Southminister Bourne which is the limit of the City of London. 30AFrom the south side of County Road #52, which is the limits of the City of St. Thomas, the County of Elgin boundary, to the north side of Thomson Line which is the limit of the City of London, the County of Elgin boundary. 31AFrom the south side of Water Tower Line, the County of Elgin boundary, which is the limit of the City of St. Thomas, to the south side of County Road #52. 32AFrom the east side of County Road #73 to the west side of Hacienda Road. 32BFrom the south side of Glencolin Line to the south side of County Road #52. 34AFrom the County of Elgin boundary, which is the limits of the City of London, to the west side of Belmont Road, in the Village of Belmont, inthe Municipality of Central Elgin. 35AFrom the north side of County Road #45 to south side of Highway #3. 35BFrom the north side of Highway #3 to south side of County Road #52. 36AFrom the north side of County Road #24 to south side of County Road #27. 36BFrom the north side of County Road #27 to south side of County Road #45. 36CFrom the north side of County Road #45 to south side of Highway #3. 37AFrom the east side of Belmont Road in the Village of Belmont inthe Municipality of Central Elgin, to west side of County Road #73. 37BFrom the east side of County Road #73 to west side of County Road #47. 37CFrom the east side of County Road #47 to the east side of Pigram Road in the former Township of South Dorchester, now the Township of Malahide, which is the Elgin County boundary. 38AFrom the east side of Highway #3 to west side of County Road#19. 38BFrom the east side of County Road #19 to the east side of Baynor Drive, County Road #55, which is the boundary to Elgin County. 39AFrom a point 485 metres south of the south limit of Pitt Street in the former Village of Port Burwell, now theMunicipality of Bayham, to the south side of County Road #42. 40AFrom the north side of County Road #42 to south side of Highway #3. 40BFrom the north side of Highway #3 to the south side of Glencolin Line. 302 Corporation of the County of Elgin - 13 - By-Law 20-?? RoadSectionDescription 40CFrom thenorth side of Glencolin Line to the south side of County Road #52. 41AOn Fulton Street in the former Village of Vienna, now the Municipality of Bayham, from the west side of Union Street to the west side of Main Street. 41BOn Main Street in the former Village of Vienna, now the Municipality of Bayham, from the north side of County Road #19 to the north side of Fulton Street, in the former Village of Vienna, now the Municipality of Bayham. 42AFrom the east side of County Road #73 to the west side of County Road #19 in the Village of Port Burwell, inthe Municipality of Bayham. 43AFrom the north side of County Road #42 to the south side of County Road #45. 43BFrom the north side of County Road #45 to the south side of County Road #38. 44AFrom the east side of County Road #46 to the west side of Highway #3. 44BFrom the east side of Highway #3 to the east side of County Road #19. 45AFrom the south side of County Road #3 to the north side of County Road #16. 45BFrom the south side of County Road #16 to the west side of County Road #4. 45CFrom the east side of County Road #4 to the west side of County Road #73. 45DFrom the east side of County Road #73 to the west side of County Road #40. 45EFrom the east side of County Road #40 to the west side of County Road #19. 45FFrom the east side of County Road #19 to the east side of Baynor Road, County Road #55, which is the County of Elgin boundary. 46AFrom the north side of County Road #38 to the south side of Highway #3. 46BFrom the north side of Highway #3 to the north side of Pressey Road, which is the County of Elgin boundary. 47AFrom the north side of County Road #48 to the north side of Avon Drive, County Road #73, which is the County of Elgin boundary. 47BFrom the south side of County Road #48 to the north side of County Road #52. 48AFrom the east side of Wonderland Road to the west side of County Road #25. 48BFrom the east side of County Road #25 to the west side of County Road #30. 48CFrom the east side of County Road #30 to the west side of County Road #74. 48DFrom the east side of County Road #74 to the west side of County Road #73. 48EFrom the east side of County Road #73 to the west side of Pigram Road, County Road #54. 49AFrom the north side of County Road #52 to the south side of County Road #48. 50AFrom the north side of County Road #42 to the north limits of the Village of Port Burwell, inthe Municipality of Bayham. 51AFrom the east side of Mellor Road to the west side of County Road #4. 52AFrom the north side of Highway #3 to the west side of County Road #25. 52BFrom the east side of County Road #25 to the west side of County Road #30. 52CFrom the east side of County Road #30 to the west side of County Road #74. 52DFrom the east side of County Road #74 to the west side of County Road #73. 52EFrom the east side of County Road #73 to the west side of Putnam Road. 52FFrom the north side of Ron McNeil Line, to the west side of Pigram Road. 303 Corporation of the County of Elgin - 14 - By-Law 20-?? RoadSectionDescription 53AFrom the north side of Highway #3 to the north side of Beech Street. 53BFrom the east side of Elm Street to the west side of John Street. 54AFrom the south side of County Road #52 tonorth side of County Road #48. 55AFrom the north side of County Road #42 to the south side of County Road #45. 55BFrom the north side of County Road #45 to the south side of County Road #38. 56AFrom the west side of Centennial Road, the County of Elgin boundary with the City of St. Thomas, to the west side of County Road #36. 57AFrom the east side of County Road#4 to the County of Elgin boundary with the City of St. Thomas. 73AFrom the north side of Hale Street to the west side of Dexter Line. 73BFrom the north side of Colen Street to the south side of the Catfish Creek. 73CFrom the west side of Levi Street to the south limit of Highway #3. 73DFrom the north limit of Highway #3to the north side of Avon Drive, County Road #37, the County of Elgin boundary. 74AFrom the north side of Highway #3 to the south limit of the Village of Belmont, inthe Municipality of Central Elgin. 76AFrom the north side of County Road #3 to the south limit of County Road #2. 76BFrom the north limit of County Road #2to the County of Elgin boundary which is the middle of the Thames River. 103AFrom a point 390 metres south of the south side of Gray Line to the south side of County Road #3. 103BFrom the north side of County Road #3 to the County of Elgin boundary which is the middle of the Thames River. 104AFrom the north side of Muirkirk Line to the south side of McMillan Line. 104BFrom the east side of McPherson Road to the west side of Blacks Road. 104CFrom the east side of Blacks Road to the west side of County Road #103. 142AFrom the east side of County Road #19, in the Village of Port Burwell, inthe Municipality of Bayham, to the east side of County Road #50. 304 Corporation of the County of Elgin - 15 - By-Law 20-?? SCHEDULE "B" By-Law No. 20-?? RESTRICTED PARKING (SIGNS ERECTED)(Section 20(21)) When properly worded signs have been erected and are on display,no person shall park a vehicle on the highway or part of the highway known as: 1County Road #2 (Pioneer Line) east of (Graham Road)(EPL) on the north side of (Pioneer Line)for a distance of 35 metres. 1.1County Road #2 (Pioneer Line) east of (Graham Road)( EPL) on the south side of (Pioneer Line)for a distance of 30 metres. 1.2County Road #2 (Pioneer Line) west of (Graham Road)(WPL) on the north sideof (Pioneer Line)for a distance of 20metres. 1.3County Road #2 (Pioneer Line) west of (Graham Road)(EPL) on the south side of (Pioneer Line)for a distance 36 metres. 2County Road #3 (Talbot Line) east of (Currie Road)(EPL) on the north side of (Talbot Line)for a distance of 51 metres. 2.1County Road #3 (Talbot Line) east of (Currie Road)(EPL) on the south sideof (Talbot Line)for a distance of 45metres. 2.2County Road #3 (Talbot Line) west of (Currie Road)(WPL) on the north side of (Talbot Line)for a distance of 95metres. 2.3County Road #3 (Talbot Line) west of (Currie Road)(WPL) on the south side of (Talbot Line)for a distance of 42 metres. 2.4County Road #3 (Talbot Line) east of (Union Road)(EPL) on the north side of (Talbot Line)for a distance of 56 metres. 2.5County Road #3 (Talbot Line) east of (Union Road)(EPL) on the south side of (Talbot Line)for a distance of 46 metres. 2.6County Road #3 (Talbot Line) west of (Union Road)(WPL) onthe north side of (Talbot Line)for a distance of 32 metres. 2.7County Road #3 (Talbot Line) west of (Union Road)(WPL) on the south sideof (Talbot Line)for a distance of 50metres. 3County Road #4 (Bridge Street) north and south from the east end of King George VI Lift Bridge for a distance of 33metreson the north side of Bridge Street and for a distance of 37m on the south side of Bridge Street. 3.1County Road #4 (Bridge Street) north and south from the west end of King George VI Lift Bridge for a distance of 40 metres. 3.2County Road #4 (Bridge Street) west of (Colborne)(WPL) on the north side for a distance of 25metres. 3.3County Road #4 (Bridge Street) west of (Colborne)(WPL) on the south side for a distance of 50metres. 3.4County Road #4 (Colborne Street) east side and west side from (Bridge Street) (NPL) for a distance of 44metres northon the east side and a distance of 47m north on the west side of Colborne Street. 3.5County Road #4 (Colborne Street) north from (Charlotte Street NPL) on the east side for a distanceof 9 metres. 305 Corporation of the County of Elgin - 16 - By-Law 20-?? 3.6County Road #4 (Colborne Street) southfrom (CharlotteStreet SPL) on eastside for a distance of 9 metres. 3.7County Road #4 (Colborne Street) northfrom (CharlotteStreet NPL) onwest side for a distance of 518metres. 3.8County Road #4 (Colborne Street) east side, north from(Matilda Street)(NPL) for a distance of 220 metres. 3.9County Road #4 (Colbourne Street) northfrom (Hetty Street)(NPL)for a distance of 9 metres. 3.10County Road #4 (Colbourne Street) south from (Hetty Street)(SPL) for a distance of 9 metres. 3.11County Road #4 (Sunset Drive) north from (Warren Street)(NPL) on the west side for a distance of 105 metres 3.12County Road #4 (Sunset Drive) east and west, starting 200 metres south from (Glenwood Avenue)(SPL) for a distance of 90 metres. 3.13County Road #4 (Sunset Drive) north from (John Wise Line)(NPL) for a distance of 900 metres on the east side of the road. 3.14County Road #4 (Sunset Drive) north from (John Wise Line)(NPL) for a distance of 900 metres on the west side of the road. 4County Road #8 (Currie Road)north of (Mary Street)(NPL) on the east side of (Currie Road)for a distance of 17 metres. 4.1County Road #8 (Currie Road) starting 105 metres north of (Mary Street)(NPL) on the east side of (Currie Road)for a distance of 87 metres. 4.2County Road #8 (Currie Road)) north of (Mary Street)(NPL) on the west side of (Currie Road)for a distance 15 metres. 4.3County Road #8 (Currie Road)starting 75metres north of (Mary Street)(NPL)on the west side of (Currie) for a distance of 55metres. 5County Road #13 (Shackleton Street) starting 165 metres east of (Currie Road) (EPL) on the south side for a distance of 435 metres. 5.1County Road #13 (Shackleton Street) starting 180 metres east of (Currie Road) (EPL) on the north side for a distance of 412 metres. 6County Road #15 (Miller Road) starting 30 metreswest of (John Street) (WPL) on the north side of (Miller Road) for a distance of 165 metres. 6.1County Road #15 (Miller Road) from (John Street)(WPL) on the south side of (Miller Road) for a distance of 210 metres. 6.2County Road #15 (Miller Road) between Currie Road and Pioneer Line. 7County Road #16 (Fingal Line) east of (Union Road)(EPL) on the north side of (Fingal Line)for a distance of 50 metres. 7.1County Road #16 (Fingal Line) east of (Union Road)(EPL)on the south side of (Fingal Line) for a distance of 50metres. 7.2County Road #16 (Fingal Line) starting 223 metres east of (Lyle Road)(WPL) on the north side of (Fingal Line)for a distance of 260 metres. 8County Road #19 (Plank Road) from(Heritage Line)(NPL) north on the east side of (Plank Road )for a distance of 80 metres. 8.1County Road #19 (Plank Road) from (Heritage Line)(NPL) north on the west side of (Plank Road ) for a distance of 80 metres. 306 Corporation of the County of Elgin - 17 - By-Law 20-?? 8.2County Road #19 (Plank Road) from(Heritage Line)(SPL) south on the east side of (Plank Road) for a distance of 60metres. 8.3County Road #19 (Plank Road) south of (Heritage Line)(SPL)south on the west side of (Plank Road)for a distance of 60metres. 8.4County Road #19 (Robinson Street) east and west fromCounty Road #50 (Victoria Road) south to County Road #42 (Wellington Road)(NPL) for a distance of 765 metres. 9 County Road #20 (Union Road) west side from (Talbot Line)(NPL) north for a distance of 25 metres. 9.1County Road #20 (Union Road) west side from (Talbot Line)(SPL) south for a distance on 15 metres 9.2 County Road #20 (Carlow Road), east and west side, from Warren Street (SPL) south for a distance of 138m. 10County Road #21 (Warren Street), north and south side,from Colborne Street(WPL) to Carlow Road (EPL) being a distance of 400 metres. 11County Road #25 (Wellington Road) from190 metres north of(Ron McNeil Line)(NPL) for a distance of 80 metres north on both east and west side. 12County Road #27 (Sparta Line) from 1501 metres west of (Quaker Road)(WPL) on the north side of (Sparta Line)for a distance of 359 metres. 12.1County Road #27 (Sparta Line) from 1518metres west of (Quaker Road)(WPL) on the south side of (Sparta Line) for a distance of 359 metres. 12.2County Road #27 (Sparta Line) 1250 metres west from(Quaker Road)(WPL) on the north side of (Sparta Line)for a distance of 250 metres. 12.3County Road #27 (Sparta Line) 1267 metres west from(Quaker Road)(WPL)on the south side of (Sparta Line)for a distance of 250 metres. 12.4CountyRoad #27 (Sparta Line) from the southwest corner of Quaker Road westerly for 36 metres. 12.41County Road #27 (Sparta Line) commencing from a point 112 metres west of the southwest corner of Quaker Road and continuing westerly for 51 metres. 12.5 County Road #27 (Sparta Line) west from (Quaker Road)(WPL) on the north side for a distance of 73 metres. 12.6 County Road #27 (Sparta Line) starting 100 west from (Quaker Road)(WPL) on the north side for a distance of 100 metres. 12.7County Road #27 (Sparta Line) west from(Fairview Road)(WPL) on the south side for a distance of 100 metres. 13County Road #31 (Dalewood) starting 900 metres south of (Ron McNeil Line)(SPL) on the west side of (Dalewood) for a distance of 580 metres to (Water Tower Line)(NPL) . 13.1County Road #31 (Dalewood) starting 900 metres south of (Ron McNeil Line)(SPL) on the west side of (Dalewood)for a distance of 580 metres to (Water Tower Line)(NPL) . 14County Road #35 (Springwater Road) south from (Conservation Line)(SPL)on the east side of (Springwater Road)for a distance of 722 metres. 14.1County Road #35 (Springwater Road) south from (Conservation Line)(SPL)on the west side of (Springwater Road) for a distance of 722 metres. 307 Corporation of the County of Elgin - 18 - By-Law 20-?? 15County Road #39 (Chatham Street) starting 482 metres south of (Libbye Street)(SPL) on the east side of (Chatham Street)for a distance of 482 metres. 15.1County Road #39 (Chatham Street) starting 482 metres south of (Libbye Street)(SPL) on the east side of (Chatham Street) for a distance of 482 metres. 16.CountyRoad #47 (Putnam Road) from(Lyons Line)(NPL) on the west side of (Putnam Road) northfor a distance of 100 metres. 16.1County Road #47 (Putnam Road) from (Lyons Line)(NPL) on the east side of (Putnam Road) north for a distance of 100 metres. 16.2County Road #47 (Putnam Road) south of (Lyons Line)(NPL) on the west side of (Putnam Road)for a distance of 50 metres. 16.3County Road #47 (Putnam Road) south of (Lyons Line)(SPL) on the east side of (Putnam Road)for a distance of 50 metres. 17County Road #48 (Lyons Line) east of (Putnam Road)(EPL) on the north side of (Lyons Line)for a distance of 50 metres. 17.1County Road #48 (Lyons Line) east of (Putnam Road)(EPL)on the south side of Road #48 for a distance of 50 metres. 17.2County Road #48 (Lyons Line) west of (Putnam Road)(WPL)on the north side of (Lyons Line)for a distance of 100 metres. 17.3County Road #48 (Lyons Line) west of (Putnam Road)(WPL)on the south side of (Lyons Line) for a distance of 100 metres. 17.4County Road #48 (Ferguson Line) starting from 1126 metres west of (Belmont Road)(WPL)on the north side of (Ferguson Line)for a distance of 625 metres. 17.5County Road #48 (Ferguson Line) 1126 metres west of (Belmont Road)(WPL)on the south side of Road #48 for a distance of 626 metres. 18 County Road #49 (Whittaker Road) east side from (Ron McNeil Line)(NPL) north for a distance of 50 metres. 18.1County Road #49 (Whittaker Road) west side from (Ron McNeil Line)(NPL) north for a distance of 10 metres. 18.2County Road #49 (Whittaker Road) from 130 metres north of the north property line of Nelson Street for a distance of 395 metres northerly. 19County Road #52 ( Ron McNeil Line) north side from (Whittaker Road)(EPL) east for a distance of 9 metres. 19.1County Road #52 ( Ron McNeil Line) north side from (Whittaker Road)(WPL) west for a distance of 9 metres. 20County Road #73 (Imperial Road) starting 400 metres north of (Lyons Line)(NPL) on the east side of (Imperial Road)for a distance of 350 metres. 20.1County Road #73 (Imperial Road) starting 400 metres north of (Lyons Line)(NPL)on the west side of (Imperial Road)for a distance of 350 metres. 20.2County Road #73 (Imperial Road) north of (Van Patter Line)(NPL)on the east side of (Imperial)for a distance of 225 metres. 20.3County Road #73 (Imperial Road) north of (Van Patter Line)(NPL)on the west side of (Imperial)for a distance of 225 metres. 20.4County Road #73 (Imperial Road) south of (Van Patter Line)(SPL)on the east side of (Imperial Road)for a distance of 50 metres. 308 Corporation of the County of Elgin - 19 - By-Law 20-?? 20.5County Road #73 (Imperial Road) south of (Van Patter Line)(SPL) on the west side of (Imperial)for a distance of 50 metres. 20.6County Road #73 (Imperial Road) starting 115 metres south of (Bradley Creek)(SPL) on the east side of (Imperial Road)for a distance of 110 metres. 20.7County Road #73 (Imperial Road) starting 115 metres south of (Bradley Creek)(SPL) on the west side of (Imperial Road)for a distance of 110 metres. 20.8County Road #73 (Imperial Road) starting 370metres north of (Glencolin Line)(NPL) on the east side of Imperial Road,northfor a distance of 1,325metres. 20.9County Road #73 (Imperial Road) starting 370 metres north of (Glencolin Line)(NPL) on the west side of (Imperial) northfor a distance of 1,325metres. 20.10County Road #73 (Imperial Road) starting 80 metres south of(Lyons Line)(SPL), south for a distance of 53 metres. 20.11County Road #73 (John Street) east side from (Chestnut Street)(NPL) east for a distance of 575 metres to (Beech Street)(SPL) 20.12County Road #73 (John Street) east side from (Talbot Street)(SPL) south to (Sydenham Street)(NPL). 20.13County Road #73 (John Street) east side from (Talbot Street)(NPL) northfor a distance of 18 metres. 20.14County Road #73 (John Street) east side from (Pine Street)(NPL)north for a distance of 13 metres. 20.15County Road #73 (John Street) east side from 25 metres south of (Chestnut Street)(SPL) for a distance of 50 metres. 20.16County Road #73 (John Street) west side from (Sydenham Street)(SPL) south for a distance of 21 metres. 20.17County Road #73 (John Street) west side from County(Beech Street)(NPL)north to the town limit. 20.18County Road #73 (John Street) west side from (Pine Street)(SPL)for a distance of 15 metres south. 20.19County Road #73 (John Street) west side from (South Street)(NPL)north for a distance of 18 metres. 20.20County Road #73 (John Street) west side from (South Street)(SPL) south for a distance of 18 metres. 20.21County Road #73 (John Street) west side from (Pine Street)(NPL) northfor a distance of 15 metres. 20.22County Road #73 (John Street) west side from Talbot Street for a distance of 15 metres south. 20.23County Road #73 (John Street) west side from (Maple Street)(NPL)for a distance of 160 metresto 60 metres north of (Spruce Street). 20.24County Road #73 (John Street) east side from (Chestnut Street)(NPL) north for a distance of 770 metres. 20.25County Road #73 (John Street) west side from (Chestnut Street)(SPL)south for a distance of 50 metres. 309 Corporation of the County of Elgin - 20 - By-Law 20-?? 20.26County Road #73 (John Street) west side from Talbot Street northerly for a distance of 84metres. 20.27County Road #73 (Imperial Road) west side starting 425 metres from (Dexter Line)(SPL) south for a distance of 165 metres. 20.28County Road #73 (Imperial Road) east side for 9 metres, north and south of (Bank Street) 20.29County Road #73(ImperialRoad) south side starting 185 metres west of (Levi Street), for a distance of 15 metres. 20.30County Road #73 (Dexter Line) from the north side of Colin Street to the north side of Dexter Line for a distance of 290 metres. 20.31Rush Creek Line from the west side of Bank Street to the east side of Imperial Road for a distance of 252 metres. 20.32Bank Street from the north side of Rush Creek Line to the south side of Imperial Road for a distance of 146 metres. 21County Road #74 (Belmont Road) north of (New Sarum Line)(NPL)on the east side of (Belmont Road)for a distance of 250 metres. 21.1County Road #74 (Belmont Road) north of (New Sarum Line)(NPL)on the west side of (Belmont Road)for a distance of 250 metres. 21.2County Road #74 (Belmont Road)start 117 metres east of (Borden Street)(NPL) on east side for a distance of 145 metres. 21.3County Road #74 (Belmont Road) east side from(Caesar Road)(SPL) south for a distance 60 metres. 21.4County Road #74 (Belmont Road) east side from (Caesar Road)(NPL) north for a distance of 122 metres. 21.5County Road #74 (Belmont Road) east side from (Union Street)(SPL) southfor a distance of 23 metres. 21.6County Road #74 (Belmont Road) east side from(Union Street)(NPL) northfor a distance of 10metres. 21.7County Road #74 (Belmont Road) east side from (Church Street)(SPL)south for a distance of 20metres. 21.8County Road #74 (Belmont Road) east side from (Church Street)(NPL)north for a distance of 15 metres. 21.9County Road #74 (Belmont Road) east side from (Washburn Street)(SPL) south for a distance 20 metres. 21.10County Road #74 (Belmont Road) east side from (Washburn Street)(NPL) north for a distance 20 metres. th 21.11County Road #74 (Belmont Road) west side from(7Avenue)(NPL)north for a distance of 15 metres. th 21.12County Road #74 ()Belmont Roadwest side from (7Avenue)(SPL)south for a distance of 10 metres. 21.13County Road #74 (Belmont Road) west side from (North Street)(NPL)north for a distance of 10 metres. 21.14County Road #74 (Belmont Road) west side from (North Street)(SPL)south for a distance of 40 metres. 310 Corporation of the County of Elgin - 21 - By-Law 20-?? 21.15County Road #74 (Belmont Road) west side from (Odell Street)(NPL)north for a distance of 22 metres. 21.16County Road #74 (Belmont Road) west side from (Odell Street)(SPL) southfor a distance of 26 metres. 21.17County Road #74 (Belmont Road) west side from (Copeland)(NPL) northfor a distance of 57 metres. 21.18County Road #74 (Belmont Road) west side from (Copeland Street)(SPL) southfor a distance of 21 metres. 21.19County Road #74 (Belmont Road)west side starting 72 metres from (Copeland Street)(SPL) south for a distance of 260 metres. 21.20County Road #74 (Main Street) west from the south side of the south entrance of the plaza for a distance of 8 metres south. 21.21County Road #74 (Belmont Road) west side from (Rouen Street)(NPL) northfor a distance of 20 metres. 21.22County Road #74 (Belmont Road) west side from (Rouen Street)(SPL) southfor a distance of 120 metresto the (Dyer Street)(NPL). 21.23County Road #74 (Belmont Road) west side from(Dyer Street)(SPL) southfor a distance of 20 metres. 21.24County Road #74 (Belmont Road) west side from (Borden Avenue)(NPL)northfor a distance of 36 metres. 22.2County Road #76 (Graham Road) east side starting 109 metres (Jessie Street)(SPL) southfor a distance of 43 metres. 23County Road #103 (Furnival Road) west side from(Queens Line)(NPL) for a distance of 34 metres. 24 County Road #142 (Wellington Street) north side from (Robinson Street)(EPL) for a distance of 45 metres. 25Rush Creek Line fromthe west side of Bank Street for a distance of 88 metres west 25.1Rush Creek Line from Imperial Road easterly for a distance of 157 metres, on the south side of the road only. 311 Corporation of the County of Elgin - 22 - By-Law 20-?? SCHEDULE “C” By-Law No. 20-?? RESTRICTED PARKING(BY DAY AND TIME)(Section 21(2)) 1County Road #76 (Graham Road) east side starting 119 metres from north of (Marsh Line)(NPL) for a distance of 364 metres, from 8:00 a.m. to 4:00 p.m., Monday to Friday. 1.1County Road #76 (Graham Road) west side starting 244 metres south of(Mehring Street)(SPL) for a distance of 348 metres, from 8:00 a.m. to 4:00 p.m., Monday to Friday. 312 Corporation of the County of Elgin - 23 - By-Law 20-?? SCHEDULE “D” By-Law No. 20-?? PARKING METERRATES Column 1Column 2 Maximum Time PeriodParking MetreRates 313 Corporation of the County of Elgin - 24 - By-Law 20-?? SCHEDULE “E” By-Law No. 20-?? PARKING METERLOCATIONS Column 1Column 2Column 3 HighwaySideFromTo 314 Corporation of the County of Elgin - 25 - By-Law 20-?? SCHEDULE "F" By-Law No. 20-?? DESIGNATED ONE-WAY STREETS Column 1Column 2Column 3 HighwayTo/FromDirection 315 Corporation of the County of Elgin - 26 - By-Law 20-?? SCHEDULE “G” By-Law No. 20-?? PENALTIES – PARKING INFRACTIONS ProvisionEarly Creating orVoluntary DefiningPayment Set ItemShort Form WordingOffence(within 7 Fine days) 1.Park on Highway–Display for Sale9$35.00$50.00 2.Park on or within Sidewalk/Crosswalk/ 20(1)$35.00$50.00 Crossover/Boulevard 3.Park Blocking Lane/Driveway/Alley20(2)$35.00$50.00 4.Parking within 1m of Lane/Driveway/Alley20(2)$35.00$50.00 5.Park More than 0.15m from Curb20(3)$35.00$50.00 6Park in Winter–Right Hand Wheels of Vehicle20(3)$35.00$50.00 Not as Close as Conditions Permit 7.Park on Roadway Side of Vehicle20(4)$35.00$50.00 8.Park on Left Side of Roadway Where Prohibited20(5)$35.00$50.00 9.Parked–Obstructing Traffic20(6)$45.00$60.00 10.Park within 8m of Fire Hall20(7)$45.00$60.00 11.Park within 30m of Fire Hall20(7)$45.00$60.00 12.Park within 9m of Intersection20(8)$45.00$60.00 13.Park on Bridge/Subway20(9)$45.00$60.00 14.Park on Approach to Bridge/Subway20(9)$45.00$60.00 15.Park within 3m of Fire Hydrant20(10)$45.00$60.00 16.Park within 2m of Entrance to Public Building20(11)$35.00$50.00 17.Park within 15m of Intersection with Signal Lights20(12)$45.00$60.00 18.Park within 15m of Railway Crossing20(13)$45.00$60.00 19.Park Preventing Removal of Other Vehicle20(14)$45.00$60.00 20.Park on Highway–Travelled Portion Less than 20(15)$45.00$60.00 6m wide 21.Park within 15m of Pedestrian Crossover20(16)$45.00$60.00 22.Park Alongside Railway Tracks20(17)$45.00$60.00 23.Park Adjacent to Railway Tracks20(17)$45.00$60.00 24.Park within Loading Zone20(18)$35.00$50.00 25.Park in Signed Area where Prohibited –20(19)$35.00$50.00 Municipal Lands 316 Corporation of the County of Elgin - 27 - By-Law 20-?? SCHEDULE “G” (continued) By-Law No. 20-?? PENALTIES – PARKING INFRACTIONS ProvisionEarly Creating orVoluntary DefiningPayment Set ItemShortForm WordingOffence(within 7 Fine days) 26.Park in Signed Area –Emergency Vehicles Only20(20)$75.00$100.00 27.Park in Signed Area20(21)$45.00$60.00 28.Park in a Signed Area–Contrary to Restrictions21(2)$55.00$75.00 29.Park in Excess of Five Hours21(3)$45.00$60.00 30.Park Between 3:00 a.m. and 5:00 a.m.21(4)$45.00$60.00 31.Park Left Hand Wheels of Vehicle More than21(5)$35.00$50.00 0.3m from Curblane 32.Park in Winter-Left Hand Wheels of Vehicle Not 21(5)$35.00$50.00 as Close as Practical 33.Park at Meter-Fail to Deposit Sums21(6)(i)$35.00$50.00 34.Park at Expired Meter–Longer than Payment 21(6)(ii)(a)$35.00$50.00 Made 35.Parking at Expired Meter-Longer than Maximum 21(6)(ii)(b)$35.00$50.00 Time 36.Parking at Metre–Outside MeterZone21(6)(ii)(c)$35.00$50.00 37.Fail to Park as Close as Practical to Meter21(6)(iii)$35.00$50.00 38.Park Heavy Truck/Bus/School Bus) on Highway21(7)(i)$55.00$75.00 in Residential Zone 39.Park in Designated Disabled Person Parking 21(8)(i)N/A$400.00 Space 317 REPORT TO COUNTY COUNCIL FROM:Brian Lima, Director of Engineering Services Mike Hoogstra, Purchasing Coordinator DATE:February 3, 2020 SUBJECT:Contract Award – Imperial Road Port Bruce Bridge Replacement Contract No. 2019-42 RECOMMENDATIONS: THAT additional capital project funds as identified in the proposed 2020 Budget in the amount of $2,600,000be approved; THAT Hayman Construction Inc.be selected for the Imperial Road Port Bruce Bridge Replacement Project, Contract No. 2019-42at a total price of $5,089,821.94 inclusive of a $250,000 contingency allowance and exclusive of H.S.T.; and, THAT the Warden and Chief Administrative Officer be directed and authorized to sign the contract. INTRODUCTION: As part of the approved 2019 Capital Budget,a tender was advertised and issued as per the County’s Procurement Policy for the Imperial Road Port Bruce Bridge Replacementproject in the Township of Malahide. DISCUSSION: A total ofsixteen (16)contractorsdownloaded tender documents for this project. Eight (8)contractors submitted bids for this tenderwhich closed on January 30, 2020.Bids were received as follows: CompanyBid Price (inclusive of contingency, exclusive of HST) Hayman ConstructionInc.$5,089,821.94* Sierra Bridge Inc.$5,321,594.40 McLean Taylor Construction Limited$5,373,755.01 Facca Incorporated$5,885,440.00* Premier Concrete Inc.$6,128,334,79* National Structures 2011 Inc.$6,213,930.52* 2220742 Ontario Ltd. o/a Bronte Construction$6,214,999.95* Eiffage Innovative Canada Inc.$6,374,043.80 * corrected amounts 318 Hayman Construction Inc.submitted the lowest compliant bid for the project at a total price of $5,089,821.94 inclusive of a $250,000 contingency allowance and exclusive of HST.This construction project involvesremovalof the remaining parts of the existing bridge structure, construction ofa new 3-span steel girder bridge at the same location, and reconstruction of allthe roadway approaches. CONCLUSION: Staff are pleased with the results of the tender andrecommend award of the project to the successful Contractor.Work on this project is expected to commence immediately with substantial completion anticipated to be achieved in December 2020. As per the County ofElgin’s Purchasing Policy, if change orders are required and the cost increases above the tender amount approved by Council by less than 10%, and the amount is within the overall budgeted project amount, work will proceed upon authorization by the Director. However, if the cost increases above the tender amount approved by Council by more than 10%, the Director will prepare a further report to Council outlining the expenditures. All of which is Respectfully Submitted Approved for Submission Brian Lima Julie Gonyou Director of Engineering Services Chief Administrative Officer Mike Hoogstra Purchasing Coordinator 319 REPORT TO COUNTY COUNCIL FROM:Michele Harris,Director of Homes and Seniors Services DATE: February 4, 2020 SUBJECT:Homes – Communication at End-of-LifeEducation Fund RECOMMENDATION: THAT the report titled “Homes – Communication at End-of-Life Education Fund” dated February 4, 2020 be received and filed. INTRODUCTION: The Ontario Centre for Learning, Research and Innovation in Long-Term Care (CLRI) is helping the long-term care sector in Ontario deliver communication atend-of-life training funded by the Ontario Ministry of Health and the Ontario Ministry of Long-Term Care’s Communication at End-of Life Education in Long-Term Care(LTC)Fund (CEoL Fund). DISCUSSION: Transitioning to end-of-life care can be a difficult time for a resident and their family. Everyone has their own thoughts, feelings, and beliefs around death and loss. Developing communication at end-of-life skills are crucial for long-term care team members to foster therapeutic relationships with the residents and their families, and to increase levels of comfort with hospice and palliative care philosophy. Terrace Lodge successfully participated in this initiative in 2019. Bobier Villa and Elgin Manor submitted an applicationfor participation in wave one of the 2019 - 2020CEoLFund. The fund uses a train-the-trainer model to build Personal Support Worker (PSW) skills for improved EOL care in LTC Homes. Two staff (manager/educator and registered staff) from each Home will complete two (2) hours of self-directed learning modules; then, attend a two (2) day training sessionwhere they will be provided with tools and resources for teaching palliative and end-of-life communication skills to PSWs in LTC.The trainers will applytheir learning byfacilitating modules and deliver the course materialto PSWs within their LTC Home. The education covers the following topics: Discussing definitions, myths, and misconceptions related to palliative and EOL care Understanding holistic care and the eightdomains associated with illness and bereavement How values, beliefs and experiences can inform one’s thoughts, attitudes and care practices Understanding the four capacities required to establish a therapeutic relationship Practicing therapeutic communication skills: listening, paraphrasing, reflecting, summarizing Developing skills in communication with residents, families, and interdisciplinary teams 320 In addition, these modules align with the Homes Quality Improvement Plan (QIP)palliative and EOL goals and change ideas; and, with the Health Quality Ontario palliative care IDEAS project work completed by management in 2018. Funding is provided to support the backfill of the 2 trainerswages.Training of PSW’s will be initiated in wave 1 and funded through the Homes education budget.The Homes will apply for wave 2 of the CEoL fund to further support and continue thiseducation. Bobier Villa and Elgin Manor’sapplication wasapprovedin December 2019.The trainersare registered for their in-person education which is scheduled for March 2020after which time they will deliver the education to thePSWs. CONCLUSION: Acceptance into the CEoL fund program will support better care and better outcomes for residents in LTC,and,it also benefitsPSW’s and LTC Homes by building capacity and competency of communication with dying residents and their families/friends. All of which is Respectfully SubmittedApproved for Submission Michele HarrisJulie Gonyou Director of Homes and Seniors Services Chief Administrative Officer 321 REPORT TO COUNTY COUNCIL FROM:Michele Harris,Director of Homes and Seniors Services DATE: February 4, 2020 SUBJECT:Homes – Personal Support Worker Education Fund for Long-Term Care RECOMMENDATIONS: THAT the report titled “Homes – Personal Support Worker Education Fund for Long-Term Care” dated February 4,2020be received and filed. INTRODUCTION: In December 2019,Terrace Lodgeand Elgin Manor applied tothe Personal Support Worker Education Fund for Long-Term Care (LTC)for the Excellence in Resident-Centred Care (ERCC) training program. DISCUSSION: Elgin Manor and Bobier Villa successfully participated in this initiative in 2018-2019. For the third year, the Ministry of Health and Ministry of Long-Term Care have renewed the PSW Education Fund for Long-Term Care (LTC). For the first time, the Fund will also support the education of other team members in long-term care from food services, nursing, administration and other disciplines. ERCC training was designed for PSWs to build practical skills using a person-centred approach. It was developed by Conestoga College and the Schlegel-UW Research Institute for Aging. The goal of ERCC is to support better care and better outcomes for residents in LTC, but it also benefits PSW’s and LTC Homes. ERCC has been shown to: Increase team member self-confidence Increase team memberjob satisfaction Improve morale ERCC uses a train-the-trainer model to build capacity within LTC Homes. Select PSWs (two (2) PSWs at Terrace Lodgeand three (3) PSWs at Elgin Manor) will complete the ERCC Trainer Course to become trainers.The ERCC trainers will apply their learning by facilitating select ERCC modules and deliver the ERCC Team Member Course to fellow peerswithin their LTC Home. The education is delivered by Conestoga College, and features online and in person education covering the following topics: 1.Person-Centred Care(required) 2.Safety and mobility 3.Continence 4.Delirium, Dementia and Depression 5.Palliative/End-of-Life Care 6.Working with Others 322 7.Infection Prevention and Control 8.Oral Care and Skin Integrity 9.Nutrition and Hydration 10.Pain and Comfort 11.Self-Care 12.Observational Assessment (required) 13.Dressing and Grooming 14.Bathing and Spa Experience 15.Sleep The PSWs are required tocompletetwo (2) mandatory courses: person-centred care and observational assessment and may complete any of the remaining courses. In addition, these modules align with the quality indicators of both the Homes Quality Improvement Plan (QIP) and those indicatorswhich are publicly reported.Funding is provided to support the backfill of the lead PSWs to attend and facilitate the training; as well as backfill for up to the following: Terrace Lodge: 36 PSW’s or Health Care Aides; and, 18 team members from other roles, including Food Service Workers, RN/RPN, Housekeeping and Recreation Professionals Elgin Manor: 20 PSW’s or Health Care Aides; and, 20 team members from other roles, including Food Service Workers, RN/RPN, Housekeeping and Recreation Professionals Both Terrace Lodgeand Elgin Manor’s application were approvedin December 2019. The lead PSWs have been registered for their online learning and in person education is scheduled after which time they will deliver the education to their peersand team members. CONCLUSION: Once the education is complete, the lead PSWs will receive a certificate of completion and will have access to the online learning/modules for a period of two (2) years. All of which is Respectfully SubmittedApproved for Submission Michele HarrisJulie Gonyou Director of Homes and Seniors ServicesChief Administrative Officer 323 REPORT TO COUNTY COUNCIL FROM:Michele Harris, Director of Homes andSeniors Services DATE:February 4, 2020 SUBJECT:Homes - Long-Term Care Home Service Accountability Agreement (L- SAA) – Schedule E RECOMMENDATIONS: THAT the report titled “Homes - Long-Term Care Home Service Accountability Agreement (L-SAA) – Schedule E” dated February 4, 2020 be received and filed; and, THAT Council authorize the Chief Administrative Officer (CAO) and Warden to sign the “Long-Term Care Home Service Accountability Agreement – Schedule E”for the Homes for January 1, 2019 – December 31, 2019. INTRODUCTION: The South West Local Health Integration Network (SWLHIN) Long-Term Care Home Service AccountabilityAgreement (L-SAA) Schedule E – Form of Compliance Declaration is an annual reporting requirement. DISCUSSION: The Long-Term Care Home Service Accountability Agreement (L-SAA) includes a schedule of reporting requirements for specific reports related to performance, occupancy, staffing, funding, compliance, etc. Schedule E, “Form of Compliance Declaration” relates to a declarationby the Chief AdministrativeOfficerthat the Health Service Provider has fulfilled its obligations under the L-SAA during the applicable period. The reporting period is from January 1, 2019 – December 31, 2019. CONCLUSION; To the best of staff’sknowledge, the (3) three County of Elgin Homes have satisfied the requirements of Schedule E – Form of Compliance Declaration and recommend that this form be signed for all (3) threehomes. All of which is Respectfully SubmittedApproved for Submission Michele Harris Julie Gonyou Administrator,Seniors ServicesChief Administrative Officer 324 Schedule E – Form of ComplianceDeclaration DECLARATION OF COMPLIANCE Issued pursuant to the Long Term Care Service Accountability Agreement To: The Board of Directorsof the South West Local Health Integration Network (the “LHIN”).Attn: Board Chair. From: The Board of Directors (the “Board”) of the Corporation of the County of Elgin (the “HSP”) For: Bobier Villa(the “Home”) Date:February 12, 2020 Re:January 1,2019 – December 31, 2019(the “Applicable Period”) The Board has authorized me, by resolution dated February 11, 2020, to declare to you as follows: After making inquiries of the Michele Harris, Director of Homes and Seniors Servicesand other appropriate officers of the HSP and subject to any exceptions identified on Appendix1 to this Declaration of Compliance, to the best of the Board’s knowledge and belief, the HSP has fulfilled, its obligations under the long-term care service accountability agreement (the “Agreement”) in effect during the Applicable Period. Without limiting the generality of the foregoing, the HSP confirms that (i) it has complied with the provisions of the Local Health System Integration Act, 2006 and with any compensation restraint legislation which applies to the HSP; and (ii)everyReport submitted by the HSP is accurate in all respectsand in full compliance with the terms of the Agreement; Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the Agreement between the LHIN and the HSP effective April 1,2019. _______________________________ Julie Gonyou, CAO _______________________________ Dave Mennill, Warden 1 325 Schedule E – Form of Compliance Declaration Cont’d. Appendix 1 - Exceptions Please identify each obligation under the LSAA that the HSP did not meet during the Applicable Period, together with an explanation as to why the obligation was not met and an estimated date by which the HSP expects to be in compliance. 2 326 Schedule E – Form of ComplianceDeclaration DECLARATION OF COMPLIANCE Issued pursuant to the Long Term Care Service Accountability Agreement To: The Board of Directorsof the South West Local Health Integration Network (the “LHIN”).Attn: Board Chair. From: The Board of Directors (the “Board”) of the Corporation of the County of Elgin (the “HSP”) For: Elgin Manor(the “Home”) Date:February 12, 2020 Re:January 1,2019 – December 31, 2019(the “Applicable Period”) The Board has authorized me, by resolution dated February 11, 2020, to declare to you as follows: After making inquiries of the Michele Harris, Director of Homes and Seniors Servicesand other appropriate officers of the HSP and subject to any exceptions identified on Appendix 1 to this Declaration of Compliance, to the best of the Board’s knowledge and belief, the HSP has fulfilled, its obligations under the long-term care service accountability agreement (the “Agreement”) in effect during the Applicable Period. Without limiting the generality of the foregoing, the HSP confirms that (i) it has complied with the provisions of the Local Health System Integration Act, 2006 and with any compensation restraint legislation which applies to the HSP; and (ii)everyReport submitted bythe HSP is accurate in all respectsand in full compliance with the terms of the Agreement; Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the Agreement between the LHIN and the HSP effective April 1, 2019. _______________________________ Julie Gonyou, CAO _______________________________ Dave Mennill, Warden 1 327 Schedule E – Form of Compliance Declaration Cont’d. Appendix 1 - Exceptions Please identify each obligation under the LSAA that theHSP did not meet during the Applicable Period, together with an explanation as to why the obligation was not met and an estimated date by which the HSP expects to be in compliance. 2 328 Schedule E – Form of ComplianceDeclaration DECLARATION OF COMPLIANCE Issued pursuant to the Long Term Care Service Accountability Agreement To: The Board of Directorsof the South West Local Health Integration Network (the “LHIN”).Attn: Board Chair. From: The Board of Directors (the “Board”) of the Corporation of the County of Elgin (the “HSP”) For: Terrace Lodge(the “Home”) Date:February 12, 2020 Re:January 1,2019 – December 31, 2019(the “Applicable Period”) The Board has authorized me, by resolution dated February 11, 2020, to declare to you as follows: After making inquiries of the Michele Harris, Director of Homes and Seniors Servicesand other appropriate officers of the HSP and subject to any exceptions identified on Appendix 1 to this Declaration of Compliance, to the best of the Board’s knowledge and belief, the HSP has fulfilled, its obligations under the long-term care service accountability agreement (the “Agreement”) in effect during the Applicable Period. Without limiting the generality of the foregoing, the HSP confirms that (i) it has complied with the provisions of the Local Health System Integration Act, 2006 and with any compensation restraint legislation which applies to the HSP; and (ii)everyReport submitted by the HSP is accurate in all respectsand in full compliance with the terms of the Agreement; Unless otherwise defined in this declaration, capitalized terms have the same meaning as set out in the Agreement between the LHIN and the HSP effective April 1, 2019. _______________________________ Julie Gonyou, CAO _______________________________ Dave Mennill, Warden 1 329 Schedule E – Form of Compliance Declaration Cont’d. Appendix 1 - Exceptions Please identify each obligation under the LSAA that the HSP did not meet during the Applicable Period, together with an explanation as to why the obligation was not met and an estimated date by which the HSP expects to be in compliance. 2 330 REPORT TO COUNTY COUNCIL FROM:Julie Gonyou, Chief Administrative Officer DATE:February 3, 2020 SUBJECT:Regional Economic Development Initiatives RECOMMENDATIONS: WHEREAS Elgin County Council remains focused on its ability to afford new discretionary membership fees and escalating costs for non-legislated services in relation to all other financial challenges facing the County; and WHEREAS Elgin County Council’s strategic planning process focused on ensuring alignment of current programs and services with community need, exploring different ways of addressing community need, enhancing quality of place and planning for and facilitating commercial, industrial, residential and agricultural growth; THEREFORE, BE IT RESOLVED … THAT Elgin County Council funda one-time investment of $25,000 for Membership in South Central Ontario Region Economic Development Corporation (SCOR), a one-time funding commitment requiring renewal following an evaluation of activities and accomplishments by County Council as part of its2021 Budget Deliberations; and THAT the General Manager of Economic Development for Elgin County be directed to present a report in March 2020 which provides Elgin County Council with recommendations including level of Staff/Council involvement as well as the metrics that will be used to measure the value of Council’s investment in SCOR over a 10-month period; and THAT the General Manager of Economic Development for Elgin County be directed to provide a reportin November 2020which includesCouncil-approved metrics to support Council’s decision to reinvest in SCOR as part of its 2021 Budget Deliberations. THAT Elgin County Council funda one-time investment of an additional $20,000 to the Small Business Enterprise Centre, a commitment requiring renewal following an evaluation of activities and accomplishments by County Council as part of its 2021 Budget Deliberations; THAT the General Manager of Economic Development for Elgin County be directed to presenta report in March 2020 which providesElgin County Council with suggested metrics for measuring the impact of the additional investment in this serviceas well as Staff/Council involvement in SBEC; and THAT the General Manager of Economic Development for Elgin County be directed to provide a report in November 2020 which includes Council-approved metrics to support 331 Council’s decision to reinvest additional funding to support SBEC as part of its 2021 Budget Deliberations. PURPOSE: The purpose of this report is toreview a request received from South Central Ontario Region Economic Development Corporation (SCOR)for an annual membership fee of $25,000 (full partnership) and a request for $20,000 in additional funding to support the Elgin-St. Thomas Small Business Enterprise Centre (SBEC). These requests will be considered within the broader context of Elgin County Council’s Strategic Planand 2020 Budget deliberations as well asElgin County’s Economic Development activities. BACKGROUND: Strategic Planning Process Council’s recent Strategic Planning process revealed a number of challengesthatare impacting prosperityand economic developmentin ElginCounty including, but not limited to: skills shortages lack of affordable and reliable internet lack of affordable public transportation pressures of global competition the impact on a community’s health and sustainability from insufficient and unaffordable housing It is clear through Council’sstrategic planning discussions that, in order to ensure the continued success of our County, adedicated focus onthe following is required: Serving Elgin o Ensuring alignment of current programs and services with community need o Exploring different ways of addressing community need Growing Elgin o Planning for and facilitating commercial, industrial, residential and agricultural growth o Enhancing quality of place Council’s discussions also noted that partnership and regional collaboration across a wide range of stakeholder groups, including businesses, local government, education institutions and citizens, play a very important role in community transformation. 2020 Budget Deliberations It is recommended that Council remain focused on its ability to afford new membership fees (SCOR) and escalating costs for services (SBEC) in relation to all other financial challenges facing the County. 332 Elgin County continues to feel pressured tofund mandatory services andfind cost- savings as we continue to grow. Additionally, as Council reviews the 2020 draft budget, we are finding that our fiscal sustainability is challenged by downloaded services and unfunded mandates. Council has taken a very responsible approach to planning for 2020 and beyond – ensuring a critical evaluation of all discretionary programs and services ensuringaccountabilityto our residentsby providing effective, fiscally responsible public service. Over the past 2-3 years, Council has made some significantchanges to the County’s Economic Development Department. In 2019, Council declined to offer financialsupport for the federally-funded Elgin Business Resource Centre. As well, a number of staffing changes have occurred, including a reduction of staff from six employees (plus summer students) to four (4) with one position which will be left unfilled for 2years, leaving three (3). With a “leaner team” it is increasingly important to leverage community resources and partnerships to streamline and modernize our service delivery and create efficienciesthrough productive and collaborative working relationshipswith the City of St. Thomas, our Local Municipal Partners, other levels of government and Community Partners.We have learned through the organizational changes that it is imperative that our Economic Development Department be in a position to respond to changing community need promptly and be ready to adjust plans and adapt as needed. WESTERN ONTARIO WARDENS CAUCUS (WOWC) The WOWC is an organization representing 15 upper and single tier municipalities in Western Ontario and over 3 million Ontario residents, 20% of Ontario’s population. Along with other Members, Elgin County has contributed annual membership fees to WOWC. In 2019, our membership fee was $10,000. The WOWC is championing a regional Economic Development Strategic Plan for Western Ontario. The work is the result of extensive stakeholder consultation and dialogue with businesses and key economic development stakeholders from across the region. The strategy sets out a plan to strengthen economic opportunity across the region. Leveraging the efforts of WOWC, the project will identify opportunities to advance the economy of Southwestern Ontario with a focus on four (4) Strategic Priorities: 1.Regional Workforce Planning – Grow, Attract and Retain Necessary Labour Force (strengthen the access and quality of labour market intelligence to address the needs of businesses/housing continues to be a focus/improve access to skilled and talented labour pool that is poised and positioned to respond to changing economic conditions) 2.Regional Infrastructure Investment – Get People, Goods and Information Moving (building of regional transportation infrastructure that improves Southwestern Ontario’s access to major markets and improves the mobility of its workforce/SWIFT/Policy and financial strategies to address the limitations of the assessment base) 3.Regional Sector Strategies – Strengthen High Potential Sectors (provide leadership in the development of sector strategies in the areas of manufacturing, 333 agri-food processing and packaging, energy and digital industries/support growth of export and trade development activities across small and medium sized businesses) 4.Regional Marketing and Promotion – Promote Opportunities (support the creation and delivery of marketing and promotional objectives for Southwestern Ontario) There is significant value in participating in a regional approach, particularly one that has a high potential for broad, positive impact. The WOWC Executive Director of Economic Development is on secondment from Elgin County for two (2) years and she has done a great job to date leveraging the efforts of regional economic development partners and organizations. Funding for WOWC Membership Fee: $10,000 (2019) South Central Ontario Region Economic Development Corporation (SCOR) A request(attached) was received from the South Central Ontario Region Economic Development Corporation (SCOR)Board of Directors requesting that Elgin County consider joining the organization as a full partnerthrough a membership contribution of $25,000. Councilwill recall that a similar request was received in 2019 and while Council decided not to participate as full members of SCOR, at its meeting on March 12, 2019, Council committed to revisiting our participation in SCOR as part of the 2020 budget deliberations. SCOR is a regional partnership comprised of the Counties of Brant, Middlesex, Norfolk and Oxfordas well as the Municipality of Bayham. SCOR was incorporated in 2010 as a means to provide planning and coordination for regional issues, implement regional economic development priorities, identify funding sources and to partner with other 1 levels of government, and act as a regional catalyst for investment. In 2013, Elgin County did not renew their membership with SCOR. At that time, Council decided that there was a duplication of efforts with other organizations pertaining to SCORs three (3) areas of interest: public infrastructure that fosters economic development; development of human capital in support of economic development; and sector development – focus on agriculture and agri-food value added processing. Council’s focus was on supporting local business development and the directed funds dedicated to SCOR contained within the budget wereredirected to support the cost of the Elgin Business Resource Centre (EBRC) Satellite Office partnership. SCOR’s Strategic Focus for 2020 remains the same as 2013 and their recent activities include the following: 1 334 SCOR https://www.scorregion.com/history, accessed on February 3, 2020. SCOR is part of the Apprenticeship Network led by Elgin, Middlesex, Oxford Workforce Planning and Development Board and the Local employment planning council; SCOR has been advocating for the expansion of natural gas; Meetings have been held with Community Futures Development Corporations to discuss potential options for the Sand Plains Community Development Fund; Regional workforce marketing; and Regional community transportation. SCOR is not a project or program manager, as they do not have sufficient resources to do so, even if they are successful in obtaining funding.SCOR partners and stakeholders are responsible for implementing projects. Funding for SCOR Membership Fee: $25,000(full-partnership) Elgin-St. Thomas Small Business Enterprise Centre (SBEC) The Elgin-St. Thomas Small Business Enterprise Centre (SBEC)is an innovative partnership between the Province of Ontario, County of Elgin and City of St. Thomas, belonging to a network of 48 Small Business Enterprise Centres across Ontario that offers entrepreneurs various tools to start and grow their businesses. A delegation from SBEC was received by Councilin November 2019. SBEC provides free business support to Elgin County and area residents, specializing in: Business advice and guidance for new and existing business people; Assistance with business planning and cash flow projections; Shared community connections and business resources to help businesses succeed; Business to Business (B2B) outreach seminars and workshops Free business mentorship Young Entrepreneur Grants for people under the age of 29 To provide Council with the history of SBEC, in 2009, Elgin County and the City of St. Thomas jointly submitted an application to the Ministry of Small Business and Consumer Services to establish a Small Business Resource Centre. Since 2009, Elgin County has provided funding, along with the City to support the activities of this Centre. The province has contributed approximately $80,000/year. In 2019, the City of St. Thomas increased their contribution to SBEC from $35,000/year to $55,000. SBEC has requested that Elgin County increase their contribution to match that of the City’s contribution. In 2019, even with reduced provincial funding, 10 of 17 Starter Company grants (approx. $50K) and 4/10 Summer Company ($12k) were given to County businesses. SBEC has a strong County focus and 42% of overall enquiries were County-based. The 335 SBEC office is located on the west end of Talbot Street and the business advisors regularly meet with clients in the County. The County’s level of funding for SBEC has not increased in 6 years and the costs to deliver these services have continued to rise with demand. SBEC noted that they are facing increased operating costs in order to meet the increased demands for their service. With an added investment, SBEC noted that the Countywill see a continued enhancement of the services to small business in Elgin County as a result of this funding, as well, funds will ensure the momentum/great work of SBEC continues. There is great potential for Elgin and St. Thomas to work together to continue to enhance the services to businesses in Elgin and St. Thomas. Without presupposing the outcome of the County’s upcoming Municipal Services Review, enhanced partnerships and shared services is a likely outcome. Funding for SBEC Funding: $55,000 ($20K increase) CONCLUSION: There is no one-size-fits-all solution to the challenges that Elgin is facing. In fact, these challenges are wide-spread across Ontario. We will make progress by working together in partnership, with carefully selected community partners, rural leaders (WOWC) and other levels of government. A strategy that involves a collaborative approach to Economic Development with a focus on what matters most to Elgin County Council will be what ensures we are “Progressive by Nature” and positions our County for continued success. The work of the Small Business Enterprise Centre,South Central Ontario Region Economic Development Corporationand Western Ontario Wardens Caucus complement the work currently being undertaken by Elgin County’s Economic Development department.Should Council decide to provide funding to SCOR and additional funding for SBEC, it is recommended that Council consider our level of participation/engagement within each organization and define how these investments will be measured to track progress. Furthermore, it is recommended that the membership fee and additional investment in SBEC be one-time enhancements, allowing Council to evaluate each program and reassess in 2021. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer 336 December 2, 2019 Warden Duncan McPhail, 450 Sunset Drive, St. Thomas, ON N5R 5V1 Dear Warden McPhail, I am reaching out to you on behalf of the SCOR EDC Board of Directors to ask that Elgin County consider joining SCOR EDC again this year as a full partner. As a neighbor community and founding partner in the organization we would value your participation in SCOR EDC. SCOR EDC is a not for profit corporation owned by the counties of Brant, Elgin, Middlesex Norfolk, and Oxford. The region is comprised of small urban and rural communities that are home to over 604,000 residents. We share many common issues, concerns, and opportunities. We have always held to the belief - ment and yet small enough to agree on many priorities and issues that we all face. Each county has a strong economic base in agriculture and manufacturing as well as tourism. Over the past years we have continued to represent the interests of the entire region and we believe that together we are stronger. We believe the initiatives that SCOR EDC undertakes on behalf of the region, SCOR EDC strategic priorities are: Infrastructure to support economic development Human Capital - that supports economic development Sector Development with a focus on agriculture and value added processing Ourannual membership contributions have remained the same at $25,000. We believe this is great value for membership. It opens many doors for us, we have collaborated on a number of projects and are able to staff the organization with one full time and one or two part time staff. We feel that is a tremendous return on investment. We would welcome the opportunity to speak with you further and ask that you and your council consider participating as a full partner in the organization. Kindest regards, Stephen Molnar SCOR EDC Chair Mayor of Tillsonburg Oxford County Councillor South Central Ontario Region Economic Development Corporation (SCOR EDC) 4 Elm Street, Tillsonburg, ON N4G 0C4, P: 519-842-6333 www.scorregion.com www.scorbusinessportal.com 337 November 22, 2019 Mr. Duncan McPhail, Warden & Elgin County Council c/o Ms. Julie Gonyou, CAO County of Elgin 450 Sunset Drive St. Thomas, ON N5R 5V1 źğ Ļƒğźƌʹ jgonyou@elgin.ca wĻʹ 9ƌŭźƓΉ{Ʒ͵ ŷƚƒğƭ {ƒğƌƌ .ǒƭźƓĻƭƭ 9ƓƷĻƩƦƩźƭĻ /ĻƓƷƩĻ To Elgin County Council, As Im sure you are well-aware, the Elgin/St. Thomas Small Business Enterprise Centre (SBEC) is a provincially-funded program that provides support services and grants to small business in Elgin County th and St. Thomas and is now in its 10 year of being the go-to place for small business in the region. What you may not be fully aware of is the incredible impact this program has had across our communities. th On December 12, we will have the distinct pleasure to speak with you about some success stories of this program, but prior to that, I wanted to share with you some key numbers and to ask for your continued support as we keep the momentum going strong. Over the last 5 years, the SBEC has gained some amazing traction across Elgin County and St. Thomas and that is reflected in the numbers. In those 5 years, our team has: Helped 343 new businesses start up and 60 businesses expand, generating 463 new jobs Handled 15,618 enquiries (walk-ins, telephone, e-mail), resulting in 3,404 client consults Facilitated 174 workshops and events, hosting 3,975 attendees Provided $675,688 in grants to small businesses ($271,250 or 41% to Elgin County businesses) In those 5 years, the SBEC is very appreciative to have received $175,000 in total funding from Elgin County and over $225,000 from the St. Thomas Economic Development Corporation. As is quite obvious, the grant allocations alone exceed the amount invested by our municipal partners and we have been very fortunate to secure significant annual funding from the Provincial Government over that time to fund those grants and to cover the cost of operating an office and of covering such a large geographic area with only three team members. The work that is being done in the Elgin/St. Thomas SBEC far surpasses what similar-sized communities are doing and is proof that the entrepreneurial spirit is strong in Elgin. And, while the numbers above are impressive, they do not even take into account the exceptional growth weve seen in the first half of our current fiscal year as our team has assisted in the start up or expansion of 72 businesses (generating 77 St. Thomas Economic Development Corporation 545 Talbot Street, St. Thomas, ON N5P 3V7 tŷƚƓĻʹ (519) 631-1680 ext. 4104 9ƒğźƌʹ sdyke@st-thomasedc.on.ca ǞǞǞ͵ƭƷΏƷŷƚƒğƭĻķĭ͵ƚƓ͵ĭğ 338 new jobs), worked through 576 client consultations and had 2,671 enquiries into the office. Across the spectrum of the programs offered, Elgin County businesses consistently represent between 40-45% of those serviced. Several years ago, this growth prompted the St. Thomas EDC to increase funding towards the SBEC, recognizing the important work that is being done and the value that it offers across the County. In the most recent contract, the Provincial Government has allocated less money to the SBECs across Ontario, which will mean less operational dollars to support our flourishing small business community. Recognizing that our economy is largely driven by the small business community across our region, the EDC Board of Directors has voted to increase their contribution to the SBEC to $70,000 annually. On behalf of our Board of Directors and our SBEC team, I respectfully request that Elgin County Council consider an increase in funding to the Elgin/St. Thomas Small Business Enterprise Centre from $35,000 to $55,000 per year. With these additional funds, we will ensure that our small business community continues to be serviced at the highest level and that our team is able to not only maintain, but to grow and enhance what is already seen as one of the best small business programs in the province. The SBEC has always been, and remains, an excellent example of what can happen when our communities work together towards a common goal. I look forward to sharing more with you at the meeting on th December 12 and I encourage you to please contact me with any questions as I am always very happy to share stories of success from the Elgin/St. Thomas Small Business Enterprise Centre. Sincerely, Sean Dyke CEO St. Thomas Economic Development Corporation 545 Talbot Street, St. Thomas, ON N5P 3V7 tŷƚƓĻʹ (519) 631-1680 ext. 4104 9ƒğźƌʹ sdyke@st-thomasedc.on.ca ǞǞǞ͵ƭƷΏƷŷƚƒğƭĻķĭ͵ƚƓ͵ĭğ 339 REPORT TO COUNTY COUNCIL FROM:Julie Gonyou, Chief Administrative Officer Mike Hoogstra,Purchasing Coordinator DATE:January 31, 2020 SUBJECT:Service Delivery Review RFP – Consultant Project Award RECOMMENDATIONS: THAT the provision of consulting services associated with the Municipal Service Delivery Review be awarded to Strategy Corp. Inc.in the amount of $189,985.00(excluding HST) to be funded using $125,000 Municipal Modernization Funding recently received from the Government of Ontario, and the remainder to be funded using the one-time Service Efficiency Funding received from the Government of Ontario in 2019; and, THAT the Warden and Chief Administrative Officer be authorized to sign the supporting agreement. INTRODUCTION: This report provides background information regarding Elgin County’s Municipal Service Delivery Review, along with details on the Requestfor Proposal (RFP) recently issued by the Countyand seeks Council’s approval to award the contract. DISCUSSION: Council’s draft Strategic Plan for 2020-2022 includes three (3) priority areas including: Serving Elgin –to re-design how we respond to community need in a creative, sustainable way Growing Elgin – to be the place where people want to live, work and play Investing in Elgin – to make responsible financial decisions As part of Elgin County Council’s commitment to fiscal responsibility (“investing in Elgin”) and transparency and responsiveness to community needs, a consultant will be hired to work with the Management Team and interested partner municipalities to undertake a Service Delivery Review(SDR) and identify potential opportunities for improvements or enhancements to our services. On an ongoing basis, Council endeavours to balance access to services and financial realities to provide the best possible value to the public. However, over the past several years it has become increasingly apparent thatElgin is facing two (2) distinct pressures that will impact services moving forward: operations are impacted by a lack of capacity; and provincial funding to municipalities will be reduced as part of a larger cost reduction and modernization initiative. 340 Additional pressures on our services are a result of the growth and development we have had recently. With these community changes has come enhanced expectations from residents.We recognize that managing workload and developing new processes is imperative to ensuring we are able to continue to meet our resident’s expectations. The consultant will assess and recommend opportunities to be more efficient and effective in the sustainable delivery of municipal services and ensure long-term financial sustainability of programs and services by identifying opportunities to: Improve services and outcomes; Meet new or increased demand from customers for services; Improve service delivery mechanisms/processes and identify alternate service delivery options; Maintain existing service levels in the face of competing priorities or decreasing revenues; and Reduce costs and/or improve non-taxation revenues. The SDR will focus on key areas including: shared municipal services and resources, County operations/services and human/community services. It is anticipated that the bulk of the review will be completed by June 1, 2020 and the resulting recommendations will be available to Council, staff and the Community by mid- June 2020. It is expected that staff will then work on a plan to implement service delivery efficiencies as directed by Council. Accordingly, anRFP seeking professional consulting services from interested firmswas recently released to a undertake the Municipal Service Delivery Review.The complete RFP document and the supporting Addenda are attached to this report as Attachment 1. Information that was advertised and posted on the County’s Bid Portal page https://elgincounty.bidsandtenders.caincluding RFP dates, proposals submitted and a complete plan takers list is attached to this report as Attachment 2. The Evaluation Committee(refer to Attachment 3) scored each proposal based on the following criteria: i)Mandatory Experience in Operational Service Review (Pass / Fail); ii)Proponent Capabilities and Experience; iii)Project Team and Experience; iv) Methodology and Approach; v) Project Management; vi) References; vii)Fees / Pricing / Total Overall Cost. The firm selected by the Evaluation Committee is StrategyCorp Inc. The total cost to complete the project is $189,985.00(excluding HST). The proposal submitted by StrategyCorpwas the highest scoring qualified proposal andthusrepresented the best complete quality submission. All Proponents that submitted a proposal to the County will 341 be advised of the contract award and will be offered a debriefing of their individual proposal submission. To support timely deliveryand meet the timelines stated in the RFP,StrategyCorp contemplates completing the project with two teams. Part A will consist of a Shared Services / Resource Delivery review and Part B will consist of a County Operations and Community/Human Services review.The Municipal Service Delivery Review will be completed in June 2020. FUNDING: Elgin County has been selected as a recipient of provincial funding in the amount of $125,000 through the Government of Ontario’s Municipal Modernization Program to undertake a Municipal Service Delivery Review.In 2019, Elgin County also received $725,000 in one-time Service Efficiency Funding from the province to improve local service delivery and efficiency. It is recommended that the one-time Service Efficiency Funding be utilized to fund the additional $65,000 required to engage the services of StrategyCorp. CONCLUSION: As detailed above, the Evaluation Committeecompleted anevaluation and selection process in accordance with Request for Proposal No. 2019-44, and subsequently the proposal submission from StrategyCorp Inc.was deemed the successful qualified proponent and is recommended for award. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer Mike Hoogstra Purchasing Coordinator 342 343 344 345 346 347 348 349 350 351 352 o o o o o o o o o o 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 REPORT TO COUNTY COUNCIL FROM:Julie Gonyou, Chief Administrative Officer DATE:February 4, 2020 SUBJECT:Town of Aylmer – Support for Affordable Housing RECOMMENDATIONS: THAT the report from the Chief Administrative Officer, entitled “Town of Aylmer – Support for Affordable Housing” dated February 4, 2020 be received and filed; and THAT the Warden be directed to send a letter of support to Hon. Steve Clark, Minister of Municipal Affairs and Housingin support of Walter Ostojic & Sons Ltd. in their development of the second building on Brown Street in Aylmer as an Affordable Housing Project. PURPOSE: The purpose of this report is to reconsider the request for a letter of support received from the Town of Aylmer on November 26, 2020 and provide preliminary information regarding ways that the County of Elgin can support the Town of Aylmer and Elgin’s other Local Municipal Partners in their affordable housing strategies. BACKGROUND: Town of Aylmer - Request In 2011, Walter Ostojic and Sons General Construction Ltd. Developed an affordable housing apartment building in the Town of Aylmer and committed to constructing a second building on Brown Street when funding became available. The subject property is owned by Walter Ostojic and Sons General Construction Ltd. The City of St. Thomas delivers Social Services and Housing and Homelessness Services on behalf of Elgin County. The housing program is funded provincially through the Investment in Affordable Housing Program to administer projects in the region. Resolutions At its meeting on November 26, 2020, Elgin County Council received correspondence from the Town of Aylmer including the following resolution passed by the Council of the Town of Aylmer on November 18, 2019: Resolution No. 363-19 Moved by Councillor Barbour and seconded by Councillor Oslach: 392 That Report CAO 73-19 entitled Affordable Housing Support Resolution for Walter Ostojic & Sons Ltd. Be received for information; and, That the Council of the Town of Aylmer supports Walter Ostojic & Sons Ltd. in their development of the second building on Brown Street in Aylmer as an Affordable Housing Project, noting endorsement of a request for tax relief for the project; and further, That Council provides a copy of this resolution to the County of Elgin requesting support for this initiative. - Carried. On November 26, 2019, Elgin County Councilconsidered the aforementioned resolution from the Town of Aylmer and resolved That staff be directed to provide additional information with respect to the ways in which Elgin County can support the Town of Aylmer and other Local Municipal Partners in their affordable housing strategies. - Carried. At its meeting on November 26, 2019, Councillor Mary French (Mayor, Town of Aylmer) reviewed the high-level details of this project, highlighting the positive impact that a second affordable housing project would have in alleviating housing pressures in the Town of Aylmer. Another Member of Council asked that staff clarify the tax implications associated with the request for “tax relief for the project”. Previously under theInvestment in Affordable Housing ProgramElgin County would reduce property taxes to the residential rate for the 25-year term of the affordability agreements.However, the New Multi-Residential Tax Class, that was made mandatory by the province in 2017, now provides reduced rates to all new multi-residential construction. The tax ratefor the New Multi-Residential Property Tax Class could be set to be within the range of 1 to 1.1times the Residential Tax Rate. The tax class applies to a property for 35 years. County Council established arate of 1 through By- Law 17-17.Any properties with a building permit date of April 20, 2017 or later, regardless of whetherthey have obtained an affordability agreement, will be placed into the New Multi-Residential Tax Class. For example, a multi-residential property build prior to this date would by $20,000 of County tax on every $1.6 million of CVA assessment, but those built after April 20, 2017 would only be taxed $10,000. The affordability agreement therefore has no financial implications for County taxes. Councillor French noted that Ostojic and Sons has been unsuccessful in their funding submissions for the new build. The Town of Aylmer is seeking a letter of support from Elgin County Council for this project-ready development site. Support for Local Housing Strategies Low-income rural residents, in particular, youth, single parents, and seniors seeking affordable housing in Elgin County are facing significant challenges. Rural communities, like Elgin, face geographic-specific obstacles to encouraging the development of affordable housing due to limited rental housing construction, an emphasis on single- 393 family detached dwellings and homeownership, and population decline in some communities that may discourage government investment in affordable housing programs. There is a need to raise our understanding of affordable housing issues across Elgin County by summarizing existing work on rural housing initiatives that are either planned or currently underway. Additionally, there is a need to provide a review of provincial and federal programs that support housing in rural areas for Council’s review. Link to Strategic Plan Council’s draft Strategic Plan prioritizes “Serving Elgin – to re-design how we respond to community need in a creative, sustainable way” – staff identified a corresponding action which is to “work collaboratively with local municipal partners and stakeholders to address community need”.Additionally, Council identified a strategic priority of “Growing Elgin – to be the place where people want to live, work and play”. The corresponding staff action is to “support local municipal partners in their efforts to create affordable housing”. CONCLUSION: Elgin’s Administrators are scheduled to meeton Friday, February 21,2020. An appropriate first stepin assessing the ways Elgin County can support our local municipal partners in their housing strategiesis to gather information from Elgin’s leadership teamand report back to County Council in March 2020. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer 394 REPORT TO COUNTY COUNCIL FROM:Julie Gonyou, Chief Administrative Officer DATE:February 3, 2020 SUBJECT:Elgin Natural Heritage Systems Study – Next Steps RECOMMENDATIONS: THAT the Council of the County of Elgin receives the report entitled “Elgin Natural Heritage Systems Study” from the Chief Administrative Officer, dated January 31, 2020 for information; and THAT in light of anticipatedamendments to the Provincial Policy Statement, it is recommended that Council take no further action on the Elgin Natural Heritage Systems Study until additional direction/clarity is received from the Province of Ontario through a revised Provincial Policy Statement; and THAT the Manager of Planning be directed to provide Council with a report in June/July 2020 detailing the proposed amendments to the Provincial Policy Statement, if available, and proposed next steps regarding the Elgin Natural Heritage Systems Study. PURPOSE: As directed by County Council on January 14, 2020, the purpose of this report is to summarize feedback received from County Council with respect to the Elgin Natural Heritage Systems Study and identify next steps for Council’s consideration. BACKGROUND: Elgin County Council reviewed the Elgin Natural Heritage Systems Study on January 14, 2020 and several members identified a number of questions/concerns with respect to the study itself as well as possible implications/risks for individual landowners. The Study had been reviewed by the Rural Initiatives and Planning Advisory Committee. Purpose of ENHSS: The primary reason for developing the Elgin Natural Heritage Systems Study (“Study”) for Elgin County is to update the Natural Environment mapping across the County to more accurately reflect the natural features and areas that existon the ground. The key component of the Study was to develop a document to be used as background informationfor the Official Plan review. The Studyidentifies a suite of tools to protect and enhance natural features in Elgin County including: 395 Supporting stewardship, incentive and education programs and the management of woodlands. Encouraging the protection of the Natural Environment within municipal Official Plans. Supporting the “No Net Loss Policy” of the Woodlands Conservation By-Law. Recognizingand supporting the efforts of private property owners, community organizations and agencies in sustainable forestry management and stewardship efforts. Council’s Concerns: The following is a high-level summary of concerns identified by Members of Council: Concerns regarding accuracy of mapping included within the Study - a specific example was shared which involved a property that had been misclassified as a “meadow” when it was development lands.The Councillor also indicated that it was challenging and time consuming for local staff to correct this misclassification. o In situations where there may be inconsistencies with mapping a verification can be made by completing a “scoped environmental report” which would verify the boundaries of a natural heritage feature. Misidentified features such as a “meadow” could be a result of undisturbed vacant property on which a natural feature has evolved over time. o An example of this is on the former St. Thomas Ford Assembly Plant site and in this case, the owners have been advised that the underlying Industrial designation will remain as the main use of the lands. Concerns regarding agricultural properties, specifically the “right-to-farm”, and possible negative unintended consequence of the Study on the farming community. It was suggested that staff contact the Region of Waterloo who had previously dealt with concerns from their farming community. o Nothing in the Elgin Natural Heritage Systems Studyis intended to limit the ability of agricultural uses to continue. o The following section appears in the Region of Waterloo’s Official Plan: 7.B.2 The designation of lands as Landscape Level Systems will not affect agricultural uses and associated normal farm practices as defined in applicable Provincial legislation and regulations in conformity with approved area municipal official plans and zoning by-laws and statutes, policies and regulations of other government agencies, including agricultural drainage through municipal or agreement drains. o The Elgin County Official Plan includes the following policy which is similar to the Region of Waterloo’s OP:D.1.2.10 Agricultural Uses – Nothing in this Plan is intended to limit the ability of existing agricultural uses to 396 continue on lands within or adjacent to natural heritage features and areas. New agricultural uses that require approval under the Planning Act will be permitted within or adjacent to natural heritage features and areas provided it has been demonstrated to the satisfaction of the County or the local municipality as the case may be, that there will be no negative impact on the natural heritage features or their ecological functions. o What is the benefit to farmers? The Study supports the protection of the natural environment; the benefits of a healthy natural environment include clean air and water, protection of the County’s valuable agricultural soils from erosion, habitat for plants and wildlife, resiliency to extreme weather events (such as flooding), protection ofgroundwater (for people and livestock), opportunities for recreation and education, improved physical and mental health, a beautiful landscape, and sustainable economy (e.g. timber harvest, maple syrup production, etc.). The abundance, size, shape and proximity to other natural areas all contribute to the resilience of the landscape to threats. o There is still concern that undisturbed farm land could naturalize overtime and result in a misclassification. There was some debate with respect to whether this document is accurate from a scientific perspective. o Based on previous natural heritage Studies that the UTRCA has completed for other jurisdictions; the documents and the scientific methodology used is supported by the Province (MNRF) and the various CA’s which partnered with the authors.To take the document to the public for verification of the “science” would be time consuming and of little value given that the County engaged experts to prepare the document.A peer review by other experts may be a better solution; however, this would be at additional expense and would no doubt confirm the findings. Concerns regarding a lack of public review/input o The ENHSS cannot be applied to the landscape without review, amendment and consultation with the landowners. o Staff had planned to gather the public’s feedback/input during the Official Plan review period. o It is recognized that the vast majority of natural features in Elgin County are on privately owned land. Success depends on the ability of landowners, municipalities and agencies to work together. Concerns were raised with respect to whether features identified in the Study then changes the designation or zoning of a property. o The Study is not an Official Plan or by-law that is passed under the Planning Act and does not automatically change the designation or zoning of a property. It is a background research document that staff and local 397 Council will use as a starting place for updates to local Official Plans. At that time, a more detailed review of the mapping on a property specific basis, site visits where necessary and public consultation will occur. Is there flexibility in the legislative requirements/does the Elgin Natural Heritage Systems Study exceed the minimum legislated requirements? o See Next Steps/Conclusion Official Plan Review: In compliance with the Planning Act (RSO 1990, as amended), the County of Elgin is undertaking review of the 2013 Elgin County Official Plan. This review is required at 5- year intervals to ensure official plans remain relevant to area demographics, land use changes and emerging topics in planning. Under the upcoming review, the County will also ensure its OP is in accordance with Provincial legislation including the Provincial Policy Statement (2014). The current Elgin County OP was adopted by County Council in 2012 and approvedby the Minister of Municipal Affairs and Housingin 2013. The OP is a key planning document that outlines County policy for land use, environmental, social and economic matters; Preparation of the Official Plan involved significant public input and review; The current Official Plan is undergoing a significant update that will address and improve direction on a number of areas, including natural heritage. Decision Making Chronology: In March 2018, County Council received a report from theManager of Planning with 1 respect to the 5-year OPreview. The County’s Official Plan was approved on October 9, 2013. A key component of the OP review identified by the Manager of Planning was the development of a Natural Heritage Systems Study. Also,in March 2018, Council passed the following motion: Resolved that the Council of the Corporation of the County of Elgin agrees to single source the necessary work to be carried out to complete a Natural Heritage Systems Study; and, that an agreement between the County of Elgin and the Upper Thames River Conservation Authority be drafted and brought back before County Council for consideration and approval; and that the cost of the work to be completed will not exceed $60,000. – Carried. On June 7, 2018, Council reviewed the Service Provider agreement and passed the following motion: Resolved that the Council of the Corporation of the County of Elgin authorize the Warden and Chief Administrative Officer to sign a “Service Provider” agreement 1 Requirement of the Planning Act 398 with the Upper Thames River Conservation Authority to provide the work necessary to complete an Elgin Natural Heritage Systems Study. – Carried. Upper Thames River Conservation Authority was approved for sole-sourcing and had completed NHSS in Oxford, Middlesex and Huron. The rationale submitted to Council as justification for sole-souring included the following: Upper Thames River Conservation Authority (UTRCA) is a public body constituted under the Conservation Authorities Act and operated through an appointed Board of Directors; UTRCA staff has expertise in Planning, Botany, Biology, Forestry, Fish and Wildlife, Flooding and Erosion Control and could handle the Study in-house; UTRCA has completed similar studies in other Counties; UTRCA studies meet the technical criteria and methods as recommended in the Natural Heritage Reference Manual of the Province of Ontario and are consistent with the PPS. (ATTACHED) UTRCA’s experience in completing aNatural Heritage Systems Studywill expedite the project and will lower costs to the County of Elgin. At its meeting on December 12, 2019, County Council passed the following motion: Resolved that the report titled “Elgin County Official Plan Five (5) Year Review – th Elgin Natural Heritage Systems Study – 2019 (June 5Draft)” from the Chair of the Rural Initiatives/Planning Advisory Committee and the Manager of Planning dated November 28, 2019 be deferred to the January 14, 2020 meeting of County Council. – Carried. Council reviewed the Elgin Natural Heritage Systems Study again on January 14, 2020 and passed the following motion: Resolved that the Chief Administrative Officer be directed to provide a report detailing the legislative requirements associated with conducting a Natural Heritage Systems Study, summarizing Elgin County Council’s feedbackprovided at their meeting on January 14, 2020, and recommending next steps including further action required, if any, by Council/Rural Initiatives/Planning Advisory Committee.– Carried. Legislative Framework: One fundamental component of Elgin’s Official Plan requires updating. Part D – Natural Heritage, Water and Natural Hazards. Detailed natural heritage data was not available at the time the Official Planwas drafted.The collection of such data would have added significant time and costs to the development of the Official Plan, the Council at that 2 time made the decision to considerthe establishment of aNatural Heritage Systems Studyat the time of the 5-year review of the OP. 2 Section D1.2.4 Elgin County Official Planstates: It is a policy of this Plan that the establishment of a natural heritage system be considered at the time of the next Official Plan review. After a Natural 399 Natural Heritage policies are found in Section D of the County’s Official Planwhere there areseveral references that indicate that more detailed policies and mapping will be added to the OP on the completion of a Natural Heritage Systems Study. 3 The Provincial Policy Statement (PPS)includes Natural Heritage in Policy 2.1 which states that Natural Heritage Systems shall be identified in Ecoregions 5E, 6E and 7E which includes all of Elgin County. Therefore, in order to be consistent with the Provincial Policy Statement, a Natural Heritage Systems Studyshall be identified. Next Steps/Conclusion: It is anticipated that additional changes will be made to the Provincial Policy Statement 4 (PPS)and are expected to be released Spring 2020. Potential changes to the PPS is an important consideration asElgin County Councildetermines the next steps for the Study. Changes to the PPScould influence Council’s work on the Elgin Natural Heritage Systems Study and our upcomingreview of the County’s Official Plan. I remain committed to continuing to explore options related to the Elgin Natural Heritage Systems Study but am of the opinion that additional information and provincial direction through the Provincial Policy Statement are neededbefore more energy is expended and to avoid unnecessary work.The potential changes to the Provincial Policy Statement and possibility that elements previously included in the 2014 Provincial Policy Statement may be invalidated or not included in the revised PPS moving forward may shift Council’s focus away from the Elgin Natural Heritage Systems Study for the time being until additional information is released. All of which is Respectfully Submitted Julie Gonyou Chief Administrative Officer Heritage Study is completed the County Official Plan will be amended to implement the recommendations of the study. 3 PPS, 2014, Policy 2.1 4 The Provincial Policy Statement (PPS) is a consolidated statement of the government’s policies on land use planning. 400 CORRESPONDENCE – February 11, 2020 Items forConsideration – (Attached) 1.Josh Brick, Director of Legislative Services/Clerk of the Town of Aylmer with a letter requesting that Council accept the notice of resolution regarding the Land Division Committee recommendation. 2.Ron Fox, President of the Port Glasgow Yacht Club with a Port Glasgow Marina – A Case for Action requesting assistance from both the Federal and Provincial Governments to make the needed improvements to ensure Port Glasgow Marina remains asafe go to recreational destination. 401 402 0/24 ',!3'/7 -!2).! ! # ²¤ &®± !¢³¨® The Board of Directors PGYC January 2020 403 PORT GLASGOW MARINA 0/24 ',!3'/7 -!2).! 4(% %!2,9 9%!23 Founded in 1958, Port Glasgow Marina was funded and built by local citizens. The marina at that time offered 6 slips and access, albeit limited to Lake Erie. These volunteers continued construction of the marina, excavating for and installing east and west piers providing channel access to the lake as well as boat launch ramps. This family friendly marina then, as it is today is owned in partnership with West Elgin and managed by a dedicated group of volunteers, of the Port Glasgow Yacht Club (PGYC) which was rd incorporated as a not for profit volunteer organization June 3, 1963. Port Glasgow Yacht Club and Marina is one of the most successful, self sufficient and picturesque public marinas in Ontario. The marina property consists of 3 acres of Port Glasgow Yacht Club owned property and 22 acres of Municipal owned property, which is the former Beattie Access Provincial Park. Port Glasgow Yacht Club, under agreement with the municipality of West Elgin, operates the marina at no cost to the municipality. All revenue from dock rentals and launch ramp fees go toward marina operation and improvements. The Port Glasgow Marina was expanded in 1994 in response to increasing community demand to its current configuration and capacity. Although the marina only came to be in 1958, it must be noted that Port Glasgow has existed since the 1800(s) and was the port Scottish settlers came ashore to start their new life in Canada. 0'9# - -5.)#)0!, 0!24.%23()0 As a result of the marina expansion, a co-management agreement was entered into December nd 22, 1994 between the PGYC and the Municipality, the former Township of Aldborough now known as the Municipality of West Elgin, for the delivery of recreational services to the community and surrounding areas. The rationale for this agreement was that; PGYC had the expertise in marine matters required to move the expanded marina forward. As provided for in the Corporation of the former Township of Aldborough (now the Municipality of West Elgin) By-Law 94-56, section 12.1 provides for a Board of Management between the Municipality and the Port Glasgow Yacht Club. The Board of Management is comprised of 5 members of PGYC, the President, the Vice President, the Second Vice President, the Secretary Treasurer and the past President along with 2 members of West Elgin Council. The Board of Management is the strategic decision-making vehicle that enables the municipality and PGYC to work cooperatively for the betterment of the marina for the local community and all users. THE BOARD OF DIRECTORS PGYC 1 404 PORT GLASGOW MARINA 0/24 ',!3'/7 -!2).! 4/$!9 Port Glasgow Marina is situated on the north shore of Lake Erie (42.5097° N, 81.6105° W) at the midway point between the harbours at Erieau to the west and Port Stanley to the east a distance of 72 statute miles. From its humble beginnings the marina has evolved into a major tourist attraction and go to destination not only for the community of West Elgin but serving a broad catchment area from Windsor to the Niagara Region along the north shore of Lake Erie. The facility has an 80 slip (seasonal dockage) capacity and with three launch ramps that during the 2018 season provided for 2783 daily launches. For the 2019 season there have been 3612 daily launches. Seasonal launch passes purchased which provide for unlimited launches were 69 in 2018 and 70 in 2019. Each seasonal pass is used at a minimum of 13 times a season to be viable. It has been our observation that each boat launched has on average 3 persons on board. For 2018 seasons that amounts to 11079 and for 2019 to date 13566 individuals. Both years represent a significant influx to the local community and ergo positive impact on the economy. It should be noted that these figures do not include the number of persons that visit the Port Glasgow Blue Flag Beach which located immediately adjacent to the west of the marina. The marina has and continues to be at capacity for seasonal docks each season with a waiting list. On average 3 requests per week for seasonal dockage are made to PGYC. Port Glasgow Marina has not remained static and has engaged in continuous improvements and upgrades necessary for safety and to enhance user experience some of which are summarized below: 2003-2004, engineering, fabrication and installation of a handicapped accessible boardwalk and gas dock on the marina peninsula. Cost $120,000.00. 2011-2012, remediation of the west launch ramp that included engineering, excavation and installation of actual ramp and construction of floating pre/post launch mooring dock. Cost $150,000.00 2013-2014, remediation of east ramp fabrication of new center launch dock. Cost $22,500.00 2015-2016, replacement of all docks in the marina. The existing docks installed 22 years previous had reached the end of their effective life cycle and had to be replaced to ensure user safety. The new docks were engineered and constructed to exacting standards. Cost $142,000.00 that included engineering, fabrication and installation. It must be noted the foregoing were major projects undertaken and the monetary amounts indicated do not reflect the required, day to day ongoing maintenance to ensure a safe functional environment for all users. THE BOARD OF DIRECTORS PGYC 2 405 PORT GLASGOW MARINA -!*/2 )335%3 &!#).' 0/24 ',!3'/7 -!2).! 1.MARINA CHANNEL Lake Erie is the smallest in size of the Great Lakes and as well is the shallowest in depth. These factors coupled with its geographic location render Lake Erie unpredictable. The lake can move, within an hour or less from fair sea state conditions, light winds and negligible wave activity to near gale force winds and waves that can approach six feet. The later sea state conditions would challenge even the most seasoned mariner attempting to egress from the lake. The orientation of the marina channel to the lake is north south. The prevailing winds are generally southwest to south. In less than optimal sea state conditions it is extremely difficult and for some mariners, impossible for others to navigate the channel to reach safe harbour in storm surge conditions. There have been at least 8 lives lost at Port Glasgow since 1995. Over the years there have been many documented incidents where boaters were forced to beach their boats to save themselves from drowning. Those mariners able to navigate the narrow channel in these conditions must then wait to retrieve their boats from the marina at the west ramp as the such storm surge conditions render the dual east ramp unsafe for use. Port Glasgow Marina is the midway point between the harbours of Erieau to the west and Port Stanley to the east a distance of 72 statute miles. To put this in perspective, in moderate or optimal sea state conditions a boater would be able to travel this distance in three to three and a half hours, dependant on boat size and configuration. In severe conditions the fuel usage also increases exponentially. In less than optimum conditions the travel time increases directly proportionate to climatic and wave conditions. Port Glasgow is the only harbour between these two points where a boater can seek refuge. Lake Erie is known for its abundance of fish species and fishing has been excellent for the past 3 years which has given rise to a significant upturn in marina usage. Marine biologists are suggesting that owing to steadily improving overall quality of lake water they anticipate continued record years for both sport and commercial fishing. PGYC was and is acutely aware that remediation of the channel is required to make it safe and usable for boaters. Of equal and perhaps greater importance for emergency responders, fire, police and Coast Guard to launch rescue and unfortunately search and recovery missions from Port Glasgow Marina or to be able to access the marina from the lake during such events is a necessity. To this end, PGYC and West Elgin began the process of researching the viability of pier modifications to both east and west piers. Extensive marine study was conducted and preliminary designs for east and west pier extension and re-orientation was commenced in 2008. Necessary permits based on engineering recommendations were obtained. THE BOARD OF DIRECTORS PGYC 3 406 PORT GLASGOW MARINA -!*/2 )335%3 &!#).' 0/24 ',!3'/7 -!2).! 1.MARINA CHANNEL (continued) The proposals for both piers and channel widening were estimated in 2010 dollars to be 3.5 million. It was very apparent that this was not a fiscal reality for a volunteer organization and a small municipality then and certainly not now with inflation to costs applied. A decision was made to undertake those projects previously mentioned that kept the marina operating and viable and while not abandoning the need for channel remediation but rather to stay the process. Each year both PGYC and West Elgin have budgeted for and set aside funds to be dedicated to this task at a future time. In 2017 PGYC and West Elgin contracted Riggs Marine Engineering to conduct a review of the issues related to the channel. Riggs Marine Engineering conducted a review of the previous pier proposal and acknowledged that; the design was sound, and the engineering would do what was needed to be done to calm the channel. However, Riggs through his assessment of marina size and annual revenue stream confirmed that it was simply not an option that could be realistically considered. Riggs conducted an extensive study of wave action and climatic conditions and a determined a lesser cost, but effective solution required for channel calming. Riggs has provided several options for a near shore breakwater that will have the desired effect of mitigating storm surge action in the channel from the predominate wind and wave action and to a lesser degree protection from east wind and wave scenarios. Riggs presented the various options at joint meetings with PGYC and West Elgin. The breakwater design is modular in nature and as such based on the size and placement of the breakwaters estimated costs range between $700.00.00 and $1,000,000.00. As this proposal is less intrusive into the lake environment it is assumed necessary approvals will be less onerous to obtain than what has been approved obtained. 2.HIGH WATER AND EROSION Lake Erie has been subject to dramatic and unforeseen high-water levels. The lake has surpassed the high-water level of 1986 record as maintained by the United States Corps of Army Engineers. It is predicted by climatologists supported by analysis of chart datum that the high-water will continue into the 2020 season. This high-water phenomenon has three distinct but related impacts on Port Glasgow Marina. THE BOARD OF DIRECTORS PGYC 4 407 PORT GLASGOW MARINA -!*/2 )335%3 &!#).' 0/24 ',!3'/7 -!2).! 2. HIGH WATER AND EROSION (continued) The current and continuing high-water only serves to worsen the channel issues previously identified. As well there is a clear and present danger that; greater storm surge volume from water levels will cause significant damage in this and future years to the docks in the marina basin during freeze/thaw cycles. Erosion to the east of the east marina pier has resulted in the loss of approximately six feet of shoreline. This has measurable impacts to the marina operations being, loss of parking but more importantly the undermining of the surface of the east pier that will ultimately cause a seawall failure. While the greatest impact is on the east pier during eastern storm activity it degrades the west pier as well. Erosion to the west marina pier not only impacts the surface integrity of the west pier but also the municipality Blue Flag public beach. Existing piers/weirs to the west of the beach need immediate remediation to lessen damage to both the beach and the marina. PGYC has, under permit, commenced resurfacing in concrete both the east and west piers to prevent the undermining the sea walls that contain the piers. A seawall failure would be catastrophic to the marina. These projects are at the approximate halfway point. As well, again under permit PGYC has instituted shoreline erosion control with the placement of approved materials. For both these initiatives PGYC has expended in excess of $70,000.00 in 2019 alone, and there is no expectation there will be any climatic relief from this erosion in 2020 and beyond. SUMMARY Ͳ ǞŷźĭŷͲ that lack of designation, it is what it the municipality of West Elgin have the financial capacity to do that which must be done alone. Neither entity has been the benefactor of Federal funding. We have been reasonably self sufficient, but these are issues that are beyond the fiscal scope of a volunteer organization and a small municipality. Despite the associated risk, citizens have and will continue to access all that Lake Erie has to offer and will gain such access from Port Glasgow. We, PGYC and the municipality of West Elgin will continue to work to this end, and we hope that we can count on assistance from both our Federal and Provincial Governments to make the needed improvements that ensures Port Glasgow Marina remains a safe go to recreational destination. THE BOARD OF DIRECTORS PGYC 5 408 PORT GLASGOW MARINA !00%.$)#%3 Digital Ariel Images Port Glasgow Marina Calm Sea Sate Marina Channel Looking North, West and East Piers Marina East Launch Ramp THE BOARD OF DIRECTORS PGYC 6 409 PORT GLASGOW MARINA Digital Ariel Images Port Glasgow Marina Calm Sea State (continued) Channel Mouth and Blue Flag Beach Looking to the West Overview of Marina Basin and West Launch Ramp THE BOARD OF DIRECTORS PGYC 7 410 PORT GLASGOW MARINA Digital Ariel Images Port Glasgow Marina Calm Sea State (continued) Marina Basin, Boardwalk, Gas Dock and PGYC Club House and Restaurant Marina Channel and East Pier THE BOARD OF DIRECTORS PGYC 8 411 PORT GLASGOW MARINA Digital Images Port Glasgow Marina Storm Surge Conditions PGYC Administration Building and Restaurant Marina East Ramp THE BOARD OF DIRECTORS PGYC 9 412 PORT GLASGOW MARINA (continued) Marina Channel Look South to Lake, East Pier Marina Channel Looking South to Lake, Both Piers THE BOARD OF DIRECTORS PGYC 10 413 PORT GLASGOW MARINA (continued) Marina East Ramp Looking West Marina Shore Line and East Ramp Looking West THE BOARD OF DIRECTORS PGYC 11 414 PORT GLASGOW MARINA (continued) Marina Channel Wave Action Marina Channel Wave Action THE BOARD OF DIRECTORS PGYC 12 415 PORT GLASGOW MARINA CBasin High Water Marina Basin Water Over Docks Marina Basin Water Just Below Docks THE BOARD OF DIRECTORS PGYC 13 416 PORT GLASGOW MARINA CBasin High Water (continued) Marina Basin Water High Water Damage Gas Dock DBeach Erosion Port Glasgow Beach THE BOARD OF DIRECTORS PGYC 14 417 PORT GLASGOW MARINA DBeach Erosion Port Glasgow Beach THE BOARD OF DIRECTORS PGYC 15 418 CORRESPONDENCE – February11, 2020 Items forInformation – (Attached) 1.Warden Mennill with a letter to Mayor Preston, City of St. Thomas regarding the County of Elgin’s Municipal Service Delivery Review (SDR). 2.Partnering for a Stronger Ontario – Association of Municipalities of Ontario 2020 Pre-budget Submission 3.Applications Being Accepted for Southwestern Integrated Fibre Technology (SWIFT) Non-Governmental Board of Directors 4.The Honourable Todd Smith, Minister of Children Community and Social Services with a letter regarding Ontario’s Poverty Reduction Strategy survey. 5.Western Ontario Wardens’ Caucus (WOWC) January 2020 Newsletter st 6.Association of Municipalities of January 31Board Highlights 7.2020 Ontario Farmland Forum 8.Southwestern Integrated Fibre Technology (SWIFT) Project Update for Western Ontario Wardens’ Caucus (WOWC) 419 City of St. Thomas c/o Mayor Joe Preston 545 Talbot Street St. Thomas, ON, N5P 3V7 January 24, 2020 Dear Mayor Preston, I am writing to share the exciting news that Elgin County has been selected as a recipient of provincial funding through the Municipal Modernization Program to undertake a Municipal Service Delivery Review (SDR). Elgin County is thrilled to have provincial support in the amount of $125,000 to engage a third- Plan for 2020-2022 which includes three (3) priority areas: Serving Elgin to re-design how we respond to community need in a creative, sustainable way Growing Elgin to be the place where people want to live, work and play Investing in Elgin to make responsible financial decisions The County has always attempted to balance access to services and financial realities to provide the best possible value to the public. However, over the past several years it has become increasingly apparent that the County is facing two distinct pressures that will impact services moving forward: operations are impacted by a lack of capacity; and provincial funding to municipalities will be reduced as part of a larger cost reduction and modernization initiative. On February 11, 2020, it is anticipated that Council will select a consultant to work with County staff and interested municipal partners to identify potential opportunities for improvements or enhancements. The SDR will focus on three (3) key areas including: shared municipal services/resources; County operations/services; and human/community services. The consultant will assess and recommend opportunities to be more efficient and effective in the sustainable delivery of municipal services and ensure long-term financial sustainability of programs and services by identifying opportunities to: lower costs while maintaining service access to address current capacity concerns; enhance service efficiency and effectiveness by identifying opportunities to reduce operating costs and opportunities for additional revenue sources; deliver streamlined and modernized services to include identifying opportunities for improved sharing of resources/services; establish clear lines of accountability and responsibility; discontinue services that no longer provide public value and avoid any duplication/overlap of services/activities; eliminate any barriers to making effective and responsive infrastructure and service delivery decisions; identify services that are impacted by lack of capacity; and maximize public value. While Elgin County will be taking the lead on the SDR, we anticipate needing your help! A key component of the SDR will be to examine the services and the services shared with our partner municipalities. Although there has always been a practice of resource sharing, partnerships and working collaboratively with our local municipal partners in the delivery of municipal services in the County and outside of the County, the County ensure that they are provided in the most effective manner. We would also like to hear your ideas about what additional opportunities exist for shared services and partnerships between the County and the City. It is anticipated that the review of current and prospective shared services will involve a voluntary working group comprising of the Chief Administrative Officers from his offer will also be extended to your City Manager, Mr. Graves. We look forward to undertaking this review and working together with the City of St. Thomas to find new and improved ways of delivering our services on behalf of our residents. We will follow up with additional information in the coming weeks and the County Chief Administrative Officer will arrange to meet with your City Manager to discuss this initiative in greater detail. Yours Very Truly, County of Elgin 450 Sunset Drive St. Thomas, Ontario N5R 5V1 Canada Warden Dave Mennill Phone: 519-631-1460 cc. Elgin County Council www.elgin-county.on.ca 420 Qbsuofsjoh!gps!b! Tuspohfs!Poubsjp! Jowftujoh!jo!nvojdjqbmjujft! jt!b!hppe!jowftunfou!jo!uif! qspwjodjbm!fdpopnz/! 3131!Qsf.cvehfu!Tvcnjttjpo! Qbsuofsjoh!gps!b!Tuspohfs!Poubsjp!!BNP!3131 2! 421 Nvojdjqbm! hpwfsonfout!bsf! b!lfz!qbsuofs-! jowftujoh!sfwfovft! pg!%61!cjmmjpo!jo! jnqpsubou!qvcmjd! tfswjdft!boe! jogsbtusvduvsf/! 422 Jouspevdujpo! 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Lfz!dibmmfohft-!mjlf!usbotju-!ipvtjoh-!spbet!boe!csjehft-!cspbecboe-!boe! dmjnbuf!dibohf!bebqubujpo!xjmm!pomz!cf!beesfttfe!cz!b!tuspoh!qbsuofstijq/! Poubsjp!boe!nvojdjqbm!hpwfsonfout!nvtu!xpsl!jo!qbsuofstijq!up!cvjme!uif! tuspoh!boe!tvtubjobcmf!dpnnvojujft!uibu!bsf!uif!gpvoebujpo!pg!uijt!qspwjodf/! Bttpdjbujpo!pg!Nvojdjqbmjujft!pg!Poubsjp!)BNP*! 311!Vojwfstjuz!Bwf/-!Tvjuf!912-!Upspoup-!PO!N6I!4D7! xxx/bnp/po/db! 432 -Governmental Board of Directors Southwestern Integrated Fibre Technology (SWIFT) is a non-profit municipally led broadband expansion project created to improve internet connectivity in underserved communities and rural areas across Southwestern Ontario. We are currently accepting applications for up to five (5) non-governmental positions . The elected representative(s) would be required to serve a two-year term with the objective of strategically supporting SWIFT in overseeing a $209 million broadband expansion project focused on enabling greater digital equality between rural and urban populations across the region. We are seeking individuals with expertise in one or more of the following areas: Experience in the telecommunications industry; Finance, accounting and audit; Legal experience; Senior organization leadership; risk management; Previous board experience with solid understanding of board governance. The Board of Directors role is to help foster the development of SWIFT and provide strategic direction and oversight for the corporation. A SWIFT Board Director is responsible to: Provide strategic direction and oversight for the SWIFT Project; Help develop and implement policies that support the SWIFT vision; Attend approximately six in-person weekday meetings in various locations across Southwestern Ontario; Attend the Annual General Meeting; Participate in committee work and associated conference calls; Interested candidates are required to review the Board of Director Selection whitepaper prior to applying for to ensure eligibility. To apply, please click here. Closing Date: February 26, 2020 4:00 PM Only eligible candidates will be contacted. Should you have any questions about the role, please contact Deb Fawcett, Executive Assistant, SWIFT. 433 434 435 Like 1 Share Share Click to view this email in a browser January 2020www.wowc.ca Ontario Releases First Regional Transportation Plan Employer One Extended to February 7th Your input is required The Employer One Surveys have been extended to February 7th. Workplace issues are important to the prosperity of communities in this region. Encourage your employers to fill out this On January 17th,Caroline Mulroney, Minister of Transportation, year’s Employer One so announced that the government is releasing its first draft plan to that their voice can be heard. build a better transportation system that will connect individuals, families and businesses in southwestern Ontario. Learn More Ontario's plan,Connecting the Southwest, contains more than 40 advancements and strategies, including options for improvements to existing rail corridors and private-sector partnerships to optimize passenger and freight rail. It also includes improvements to southwestern Ontario's highway network and intercommunity bus services. The Province is looking for your feedback on the southwestern Ontario transportation plan. This will help build an integrated transportation system for the future. Almost Sold Out! The survey should take around 15 minutes to complete. There will The 63nd Annual be a report back on results in May 2020. EDCO Annual Closing date: March 17, 2020 Conference and Showcase Get your Game On Connecting the Southwest: A Draft Transportation Plan for Southwestern Ontario February 4-6, 2020 436 Marriott Downtown at Survey: Connecting Southwestern Ontario CF Toronto Eaton Centre Learn More New Intake for Rural Economic Development Program Accepting applications now 2020 WOWC Meetings January 31, 2020 Annual General Meeting Oxford County February 28, 2020 CAOs Dufferin March27, 2020 Caucus Perth May 15, 2020 CAOs OMAA Workshop June 12, 2020 Caucus Brant July 17, 2020 CAOs Teleconference The Rural Economic Development Program (RED)is now open and accepting applications. This intake will close on February 24,August 16, 2020 Caucus 2020. Ottawa (AMO) September 18, 2020 Ontario’s Rural Economic Development (RED) program provides CAOs cost-share funding to support activities that create strong rural Elgin communities in Ontario, and opens doors to rural economic October 23, 2020 development. Caucus Middlesex There are two streams of funding; November 27, 2020 CAOs : up Wellington to 50% of eligible project costs to a maximum of $150,000. Learn More Strategic Economic Infrastructure Stream: up to 30% of eligible project costs to a maximum of $250,000. For complete project details click here. Funding and Programs SWIFT Awards Funding to Connect Southwest Ontario Development Fund 10, 700 Underserved Households Provides support for projects and investments to businesses, municipalities and not- for-profit organizations for economic development in southwestern Ontario. 437 Canadian Agriculture Partnership The Partnership offers cost-share funding to support farmer, SWIFT announced it has awarded approximately $19 million in processor, other businesses, sector provincial and federal funding to significantly increase access to organizations and broadband services to more than 10,700 underserved homes and strategic partnerships. businesses across the counties of Wellington, Norfolk, Lambton and in Kettle and Stony Point First Nation. Ontario Immigrant Nominee Program (OINP) helps Ontario The collective investment value of the newly announced projects businesses recruit top is approximately $35 million, including over $16 million in international talent, and contributions from service providers. allows foreign workers, international students, and others with the To view a list of SWIFT approved projects, including location right skills, to apply for details and construction timelines,click here. a nomination for permanent residence in Ontario. ---------------------------------------------------------- The Grid Innovation Connecting Communities Fund supports innovation with the S WIFT will leverage public and private funding to support the potential to achieve development and construction of new broadband infrastructure to significant electricity bill savings for Ontario connect underserved households, businesses and public facilities ratepayers – either by to deliver internet speeds of at least 50/10 Mbps, or greater. enabling greater competition in Ontario’s electricity markets or by helping customers better manage their energy consumption. Share this Newsletter Please make sure to share this newsletter with your municipalities and partners. The more people in the region we are able to get connected the better! If you would no longer like to receive this newsletter please reply with Unsubscribe in the body of the email. Contact Us | Phone: 226-374-6654 | kburns@elgin.ca If you no longer wish to receive these emails, please reply to this message with "Unsubscribe" in the subject line or simply click on the following link: Unsubscribe 438 AMO Update not displaying correctly? View the online version Add Communicate@amo.on.ca to your safe list January 31, 2020 st January 31 AMO Board Highlights AMO President Jamie McGarvey created a video overview of today’s AMO Board meeting. AMO Youth Fellows AMO is pleased to announce the three successful candidates of the inaugural Youth Fellows Program. Raghed Al-Areibi of the City of London, Graham Taylor of Chatsworth, Ontario and Emilie Leneveu of Belleville will be with AMO through to its Annual Conference and Annual General Meeting in August. The Youth Fellows Program was launched under AMO’s Youth Engagement Strategy that is committed to engaging youth and inspiring participation in Ontario’s vibrant and important municipal sector. Contact: Petra Wolfbeiss, Director, Membership Centre, pwolfbeiss@amo.on.ca, 416-971-9856 ext. 404. Public Health and EMS Modernization The Board approved a response to the Public Health and the Emergency Health Services modernization consultations. AMO will bring forward practical solutions that work best for municipal residents and municipal governments to preserve what works well and fix what needs fixing. Underpinning the public health response will be a business case that investments in public health make sense for a multitude of population health and public policy reasons and that a separate discussion on funding is needed. AMO holds that one size will not fit all and will propose alternatives to the government’s re-structuring proposal outlined in the 2019 Budget. The EMS response will be a call to first address all long-standing municipal asks before any discussion about structure. These asks include: accelerating dispatch improvements, reducing offload delays, addressing non-urgent inter-facility health transfers, expanding community paramedicine with full 100% provincial funding and fix the funding model. The full written response will be shared with AMO members by mid-February. Contact: Michael Jacek, Senior Advisor, mjacek@amo.on.ca, 416-971-9856 ext. 329. 439 Human Sex Trafficking The Region of Peel, lead by Regional Councillor Johanna Downey, provided a powerful presentation on their strategy to address human sex trafficking. Their regional strategy includes a framework to achieve outcomes under three pillars - prevention, intervention and exits/ housing, with a three-year pilot project to support the implementation their strategy. The board discussed the need for better provincial- municipal and non-government coordination, resources for intervention in areas of municipal responsibilities (e.g. emergency + transitional housing), and public education and awareness. AMO’s Pre-Budget Submission th On January 24 AMO’s Executive Director Brian Rosborough presented the Association’s pre-budget submission to the Ontario Legislature’s Standing Committee on Finance and Economic Affairs. The submission demonstrates that investing in municipalities is a good investment in the provincial economy. The pre-budget submission is available on the AMO website for your information and distribution. Members are encouraged to reinforce its themes in budget related discussions and submissions to provincial officials. Contact: Matthew Wilson, Senior Advisor, mwilson@amo.on.ca, 416-971-9856 ext. 323. LAS Board Appointments The LAS Board of Directors has two new appointees. Aina DeViet, Mayor, Middlesex Centre for a two-year term and Lealand Sibbick, Treasurer, Simcoe County, for a three-year term effective January 1, 2020. Contact: Judy Dezell, Director AMO Enterprise Centre Business Partnerships, LAS & ONE, jdezell@amo.on.ca, 416-971-9856 ext. 306. Patient Care Models Consultation The Board approved the proposed approach and key messages to respond to the Ministry of Health’s Patient Care Models Standards Consultation. As this initiative is a key plank in the province’s priority to reduce hallway medicine, AMO is looking for enhanced provincial support to the municipal paramedic services that have applied to implement the 1-year Phase 1 pilots. As the new standards are applied to municipal paramedic services, AMO will continue to insist that the province provides municipal governments and their employees with indemnification from liability and address continuing funding issues. Contact: Monika Turner, Director of Policy, mturner@amo.on.ca, 416-971-9856 ext. 318. Flood Advisor’s response 440 The Board considered the recommendations of the Flood Advisors report in terms of timelines, costs and whether recommendations are intended to avoid flood damage or respond to floods. AMO supports avoiding allowing development in flood prone areas as appropriate rather than engineering mitigation and requiring low impact development, promoting green infrastructure and increasing wetlands, although this will be a major shift in approach. AMO will also call for increased real time data and monitoring, dedicated federal-provincial flooding infrastructure funding to allow the most affected communities to take action to protect their residents and clearer resources on how Ontario’s flood management regime works. Contact: Cathie Brown, Senior Advisor, cathiebrown@amo.on.ca, 416-971-9856 ext. 342. Craig Reid, Senior Advisor, creid@amo.on.ca, 416-971-9856 ext. 334. Climate Change Work update AMO staff provided an update on upcoming climate change work. AMO’s 2020 Strategic Objectives includes the theme of “positioning municipal interests on the urgency of climate change.” Recent events have increased the need for climate adaptation and greenhouse gas reduction actions. Municipal governments offer some of the best solutions to challenges to climate change through local services and facilities that can reduce emissions, protect residents and enable continued economic activity. The Board was briefed on AMO’s “stock taking” exercise of work to date that members + AMO have been doing, as well as ideas for new work such as a proposal of a few short discussion papers that focus on municipal government needs and solutions. Staff are developing these ideas for future Board direction and then to share with members later in 2020. Contact: Craig Reid, Senior Advisor, creid@amo.on.ca , 416-971-9856 ext. 334. Streamlining the Municipal Development Review Process BMP To help shorten development application review timelines, AMO has released a best practices guide. This document has ideas on how to improve the processes and timelines by providing tools and municipal case studies. To share your municipality’s planning best practices, submit to the AMO website. Contact: Cathie Brown, Senior Advisor cathiebrown@amo.on.ca, 416-971-9856 ext. 342. *Disclaimer: The Association of Municipalities of Ontario (AMO) is unable to provide any warranty regarding the accuracy or completeness of third-party submissions. Distribution of these items does not imply an endorsement of the views, information or services mentioned. Association of Municipalities of Ontario 441 442 443 WOWC OR F PDATE U ROJECT SWIFT P Oxford County January 31, 2020 ) ) 23 - 2020 Phase 3 In Progress ) Planning Underway Complete SCF Projects ( - 444 2019/21 Phase 2 CF and non S ase Development ( in Norfolk, Wellington and Lambton ( HASES P Business CProjectsRemaining ––– ROJECT 2017/18 Phase 1 ses Phase 1 (CA1) Phase 2 (CA2) Phase 3 (CA3) ha SWIFT is funded under the Small Communities Fund (SCF)3 Phases have been defined and relate to 3 Contribution Agreements with the province3 P ••• SWIFT P 445 nalysis and feedback TATUS id Report submitted to 2 S 11 Projects5 ISPsPlanning and EngineeringAll projects to be completed by end of 2021 •••• Procurement CompleteContracts ExecutedProjects UnderwayPost BOMAFRA for a •••• HASE Phase 2 AreasPhase 3 Areas P 1%1% 1.51.9 42%15% 71.975.3 128.0129.5186.0187.9173.0 244.9 487.0 562.3 Road KMs Underserved 2% - (67) 94%44%39% 2,0343,9471,9132,9632,8962,7333,9261,1937,730 3,039 10,769 Premises Passed 3%5% 45%15% Amount $412,260$580,795 $4,690,978 $3,697,924 $8,293,581 $12,083,774$12,496,034$31,623,152$36,314,130 $11,991,505$11,245,797$11,826,592 Total Project 446 16%36%54% 134% $643,840 $3,697,924 $4,027,925$4,671,765$3,748,599$5,100,634$1,352,035$5,693,799 $2,764,527$6,462,451 $10,541,051$16,234,850 ISP Contribution $0 5% 0% 10% - (3%) - SWIFT $(231,580)$(771,241) $5,529,054$5,529,054$8,055,849$7,824,269$7,497,198$6,725,957 $(1,002,821) Contribution $ 21,082,101 $ 20,079,280 Actual*Actual*Actual*Actual* BudgetedBudgetedBudgetedBudgeted ESULTS Better/(Worse)Better/(Worse)Better/(Worse)Better/(Worse) 2 R County refundable HST (3.94%) - Total Norfolk Lambton Wellington HASE *Includes non P $11.8 LAMBTON $12.5 WELLINGTON $2.9 ADMIN $39.2M $12.0 NORFOLK Achieved (after procurement) 447 refundable HST (3.94%) - +$4.6M *Includes non $11.3 LAMBTON $12.1 ROJECTS Budget WELLINGTON $2.9 ADMIN $34.6M $8.3 NORFOLK PHASE II P KMs 7.7% 1,675129.5 Road 3,947 31.8% 12,413 Premises % Addressed Long PointTurkey PointWaterford Total Addressed Total Underserved 1)2)3) ) 448 ORFOLK (N ESULTS 2 R HASE P KMs 7.3% 2,587187.9 Road 2,896 18.9% 15,339 Premises ein/Arthur Inverhaugh % Addressed Eden MillsRockwood/BelwoodAriss/Wallenst Total Addressed Total Underserved 1)2)3)4) ) 449 ELLINGTON (W ESULTS 2 R HASE P KMs 8.2% 2,973244.9 Road 3,926 45.4% 8,642* Premises % Addressed St. Clair TownshipHighland Glen Kettle and Stony Point First NationBosanquet Total Addressed Total Underserved 1)2)3)4)*May be slightly understated due to First Nations numbers uncertainty ) 450 AMBTON (L ESULTS 2 R HASE P ars in strategic areas (need municipal calendar ye e to WISPs wireless coverage 2020/2021 451 construction plans POI availabl contiguous - non existing ISP on ore premises passed than anticipated ore underserved roads KMs than anticipated higher total project spending than anticipated an be improved in Phase 3 s to be implemented in IGHLIGHTS (54%) higher ISP contributions than anticipated(15%) (39%) m diligence (15%) m 2 H $5.7M $4.7M 3,03975.3Due help) to avoid overbuildStricter controls on Need to ensure ISPs make ••••••• Procurement resulted in… All projectPhase 2 pilot was an overall success but provided data on areas where the process c ••• HASE P ul of government funded competition are very vocal 452 ISKS R may cry fo awarded areas AND ton - non SSUES of underserviced premises addressed…70% remains left on the table (plan to reduce/eliminate in Phase 3) 2 I $232K Welling$771K LambtonPerception that SWIFT was going to provide broadband everywhereWellington County especially active •••• $1M Residents in Smaller ISPs and WISPs in their areas~30% •••• HASE P in build h 453 r lts and completion Q1 2020 RFPs all wit (minor ove Phase 2 resu l of Phase 3 TATUS a 3 S plans to stagger close of e diligence review, expected T u d Due diligence review oflearningsTo date no major issues raisedin Wellington County), process improvements onlyProvince Phase 3 decision pendingofSWIFT ready to issues all RFPs immediately upon approvalSWIF2020 calendar yearMajority of contracts would be executed in 2020Funding budgets per region to be released upon approv HASE Phase 2 AreasPhase 3 Areas ••••••• P 454 Up (SWIFT+) ISCUSSION - 3 D icipal Financing Guarantee Municipal TopMun HASE •• P 455 ? UESTIONS Q CLOSED MEETING AGENDA February 11, 2020 Staff Reports: 1)Director of Engineering Services – Municipal Act Section 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by oron behalf of the municipality or local board– Lease Agreement Amendment – Parking Spaces 2) County Solicitor – Municipal Act Section 239 (2) (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board; (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose– Solicitor-Client Privilege and Potential Litigation 456