06 - December 10, 2020 Budget Committee Agenda Package (2)
Council Budget Committee Meeting
December 10, 2020,1:00 P.M.
Table of Contents
I.Agenda………………………………………………….....................................
2
II.Council Budget Committee Meeting Minutes –November 24, 2020………
3
III.Elgin County Info-Tech Membership…………………………………………...
9
IV.Whites Station Operations Centre………………………………………………30
Budget Steering Committee Meeting #4 Overview…………………………..
V.4
VI.Administrative Services………………………………………………………….74
Land Ambulance………………………………………………………………….
VII.78
CEMC/Fire Trainer………………………………………………………………..
VIII.83
IX.Corporate………………………………………………………………………….88
Community and Cultural Services………………………………………………
X.96
XI.Economic Development………………………………………………………….101
Engineering Services…………………………………………………………….
XII.106
XIII.Facilities……………………………………………………………………………112
Homes……………………………………………………………………………...
XIV.119
XV.Human Resources………………………………………………………………..123
Information Technology………………………………………………………….
XVI.132
XVII.Planning & Land Division………………………………………………………...136
Provincial Offences……………………………………………………………….
XVIII.141
Warden & Council………………………………………………………………...
XIX.145
Council Budget CommitteeMeeting
Elgin County Administration Building,Council Chambers
December 10, 2020 1:00 P.M.
Agenda
st
1 Meeting Called to Order
nd
2 Approval of the Agenda
rd
3 Approvalof the Minutes
th
4Disclosure of Pecuniary Interest
th
5 Delegations – none
th
6 Briefingsand Reports
1.Elgin County Info-Tech Membership – Manager of IT
2.Whites Station Operations Centre – Director of Engineering Services
3.Budget Steering Committee Meeting #4 Overview
4.Administrative Services
5.EMS
6.CEMC/Fire Trainer
7.Corporate
8.Community and Cultural Services
9.Economic Development
10.Engineering Services
11.Facilities
12.Homes
13.Human Resources
14.Information Technology
15.Planning & Land Division
16.Provincial Offences
17.Warden & Council
th
7 Other Business
th
8 Correspondence – none
th
9 Date of Next Meeting
th
10Adjournment
Council Budget Committee
DRAFT MeetingMinutes
Elgin County Administration Building
Council Chambers/Webex
November 24, 2020at 1:00 P.M.
ATTENDEES:Warden Dave Mennill (Budget Committee Chair)
Councillor Mary French (Budget Committee Member)
Councillor Ed Ketchabaw (Budget Committee Member)
Jim Bundschuh, Director of Financial Services
Julie Gonyou, Chief Administrative Officer
Brian Lima, Director of Engineering Services
Michele Harris, Director of Homes and Seniors Services
Amy Thomson, Director of Human Resources
Brian Masschaele, Director of Community and Cultural Services
Al Reitsma, Manager of IT
Katherine Thompson, Supervisor of Legislative Services
Jennifer Ford, Senior Financial Analyst
Lisa Czupryna, Senior Financial Analyst
Mathew Waite, Financial Analyst
Carolyn Krahn, Legislative Services Coordinator
1. CALL TO ORDER
th
The CouncilBudget Committeemet this 24day of November, 2020 in the
Council Chambers, at the County Administration Building, St. Thomas at 1:08
p.m.
2. APPROVALOFTHEAGENDA
Movedby:Councillor
Seconded by: CouncillorKetchabaw
RESOLVEDTHATtheagendabeapprovedaspresented.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
WardenMennillYes
40
- MotionCarried.
3. APPROVALOFTHEMINUTES
Movedby:CouncillorKetchabaw
Seconded by: Councillor French
RESOLVEDTHATtheminutesofthemeetingheldonNovember 9, 2020be
approved.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
WardenMennillYes
40
- MotionCarried.
4.DISCLOSURE OF PECUNIARY INTEREST
None.
5.DELEGATIONS
None.
6.BRIEFINGS AND REPORTS
6.12021 Budget Public Consultation Update – Chief Administrative
Officer
The Chief Administrative Officerpresented the results of the public survey
regarding the County Budget for 2021.The information gathered through
this survey will help inform Council and staff as they make
recommendations and decisions as part of the 2021 Budget Process.
Moved by: Councillor
Seconded by: Councillor French
th
RESOLVED THAT the November 18reporttitled,2021 Budget Public
Consultation Update, submitted by the Chief Administrative Officer,be
received and filed as information; and
THAT the 2021 Budget Public Survey Results be received for
consideration in final budget deliberations.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
WardenMennillYes
40
- MotionCarried.
6.2Administrative Services – Chief Administrative Officer
The Chief Administrative Officerrecommended that software projects for
both Administrative Services and Emergency Measures be deferred; that
information to support the development of a work/action plan as an
immediate need for the IT Department be presented to Council along with
additional information supportingwhen a Digital Transformation Strategy
could be successfully undertaken at the County; andthat the Budget
Committee consent to including $100,000 in the Draft 2021 Budget for the
proposed renovations to the Council Chamber (including $80,000 for
physical renovations and $20,000 for technology enhancements).
6.3Engineering Services – Director of Engineering Services
The Director of Engineering Services presented the Corporate Facility
Asset Management Plan including the recommended 10-year investments
for the Administration Building, Long-Term Care Homes, EMS Stations,
and Whites Station.
The Committee requested that Engineering Servicespresent a business
case to the Committee regarding Whites Station including the current
lease arrangement, proposed renovations, current uses, and alternatives
to renovation including divestment at the December 10th Budget
Committee Meeting.
6.4Organizational Culture Initiatives – Director of Human Resources
The Director of Human Resources provided an overview of organizational
culture and the keys to repairing a toxic organizational culture along with
an in-house analysis of the root causes of the toxic culture at Elgin
County’s Long-Term Care Homes.
Bas
ed on the in-house analysis, the Director of Human Resources
recommended a plan, which includesfacilitators and training consultants
to help displace the toxic culture in the Homes, and discussed the
anticipated outcomes and required investment for the plan.
Moved by: Councillor
Seconded by: Councillor Ketchabaw
RESOLVED THAT the Committee recommend to Council that staff
implement anorganizational culture initiative at the County’s three (3)
Long-Term Care Homes as part ofa three (3) year plan with an investment
of$25,000 per year.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
WardenMennillYes
40
- MotionCarried.
6.5Information Technology – Manager of Information Technology
TheManager of IT recommended that the followingsoftwareinitiatives be
included in the 2021 Draft Budget for Council’s consideration: Human
Capital Management System, Geographical Information System, HR
recruiting software, and intranet development.
The Manager of IT also recommended that the following IT/training
initiatives be included in the 2021 Draft Budget: Mobile Device
Management system, Staff Security Training, Laserfiche Licenses, and
Info-Tech Research Group membership.
The Committee requested more information regarding the Info-Tech
Research Group membership further justifying the expense and the ways
in which the IT department anticipates using the membership over the
course of 2021 as a pilot.
Moved by: Councillor
Seconded by: Councillor French
RESOLVED THAT the presentations from the Chief Administrative Officer,
Director of Engineering Services, Director of Human Resources, and
Manager of IT be received and filed; and
THAT staff be directed to provide additional information with respect to
Whites Station and the Info-Tech Research Group membership.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
WardenMennillYes
40
- MotionCarried.
7.OTHER BUSINESS
None.
8.CORRESPONDENCE
None.
9.DATE OF NEXT MEETING
The Committee will meet again on December 10, 2020 at 1:00 p.m.
10.ADJOURNMENT
Moved by: Councillor
Seconded by: CouncillorKetchabaw
Resolved that we do now adjourn at2:27 p.m. to meet againon December 10,
2020 at1:00 p.m.
RecordedVote
YesNo
CouncillorFrenchYes
CouncillorYes
CouncillorKetchabawYes
WardenMennillYes
40
- MotionCarried.
______
JulieGonyou, DaveMennill,
ChiefAdministrativeOfficer. Chair.
DECEMBER 10, 2020
Elgin County Info-Tech Membership
Initiatives
County
Tech Engagement Plan
-
Tech Impact on Key Elgin County Objectives
Technology Projects Taxonomy & IT Process Coverage
-
Executive SummaryInfo3Sample Info4Membership Recommendation 5Membership Features
6AppendixMeasured Value/ROI for Key Elgin 8Sample Resources for Key Elgin County Initiatives 11Full 20
Table of Contents
–
Create
Tech’s
-
–
Understand
–
led business
Tech assessments,
-
-
Work with local Receive dedicated
Execute on the digital
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–
Guided Strategy Guided Security Roadmap
educe the time, effort, & money,
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r
–
compliance by utilizing Info
-
Unlimited ExpertImplementation Callsstrategy roadmap using Infolocal government blueprints, and digital strategy guidance. Custom Elgin IT Strategy Deliverables a sustainable program
for ITinnovation and digital focus in order to better serve Elgin. Unlimited ExpertImplementation Calls government security experts to build a robust, comprehensive roadmap based on
Elgin’s, cloud, data, vendor, and other security requirements.Unlimited Security & Leadership Training Sessions for IT Team advisory support through unlimited advisory calls to ensure
security initiatives are prioritized. Unlimited Access to 2000+ tools & templates in 500+ IT topics and risk of noncustomizable security policies.Unlimited vendor management advisory
calls + 10 hours of contract review business requirements and licensing needs for each technology decision.Hard Dollar IT Asset Management Savings Conduct a current state assessment
of existing hardware & software asset management processes, define the target state, and work with experts to bridge the gap.
Impact
-
There
–
There is currently no go
–
IT stakeholder alignment
-
The need to protect against
–
resourced for effective policy creation
-
Lack of BusinessThere is no formal process by which IT incorporates business feedback to inform technology decisions.Lack of a structured plan for digital innovation IT needs to better
understand department’s specific context and apply a tried and tested formula for digital execution.No expert validation of security strategy & processes cybersecurity threads is more
important than ever, but there is no dedicated resource “checking blind spots”. UnderSecurity policies need to adhere to audit guidelines, within our current context; IT team is currently
left on its own to develop, formalize, implement, and validate its security policies. Leaving money on the table on technology vendors & contracts to second set of eyes reviewing
IT vendor contracts, leaving potential savings on the table during vendor negotiations.Immature Asset Management process is a need to add structure to IT asset management policies &
procedures, leading to inefficiencies in license optimization and reporting.
Pain Points
Tech’s
-
to build and
27001) controls tailored to
-
Tech experts to define policies,
-
Tech’s vendor contract experts & blueprints will
-
Key IT Initiatives
Define Digital Business Strategy Schedule unlimited advisory calls with Infoexperts in digital strategy & innovation, who are experienced in Ontario local government IT challenges and
can tailor digital strategy methodology & deliverables to Elgin’s specific organizational context. Build a Security RoadmapSchedule targeted advisory calls execute on Elgin’s IT security
roadmap. Develop and Maintain Security Policies Develop and maintain effective security policies mapped to National Institute of Standards and Technology (NIST) and International Organization
for Standardization (ISOElgin’s environment.Select the Right Vendors & Review Top IT Contracts Infohelp generate tangible savings e.g. Microsoft licensing, collaboration tools, etc.Implement
IT Asset Management Proactively manage hardware & software assets by working with Infoprocesses, and procedures.
•••••
01
02
03
Tech Impact on Key Elgin County IT Objectives
-
Business Goals
Info
Become an Innovative, Digital OrganizationProtect Elgin County Against Cyber ThreatsReduce Costs, Optimize Technology Spend & Software/Hardware Assets
Review
Al Reitsma
December 1
Top IT Contracts
12.31.2021
–
Q4 2021
End
Microsoft
October 1
Al Reitsma
licensing review
based software and determine if the vendor
-
2020 MEMBERSHIP YEAR
Understand business requirements and licensing needs for each technology decision.Complete cost calculations carefully given nuances with cloudcan do betterConduct a current state assessment
of existing hardware & software asset management processes, define the target state, and work with experts to bridge the gap.
Reduce Costs & Optimize Technology Spend
Guided Implementation & Vendor Contracts
Al Reitsma
Advisory Calls
September 1
Asset Management
Q3 2021
Diagnostic
Tech’s
August 1
Stakeholder
Al Reitsma
-
Creation
Al Reitsma
Security Policy
compliance by utilizing Info
-
Work with local government security experts to build a robust, comprehensive roadmap based on Elgin’s, cloud, data, vendor, and other security requirements.Receive dedicated advisory
support through unlimited advisory calls to ensure security initiatives are prioritized. Reduce the time, effort, & money, and risk of noncustomizable security policies, among 2000+
other tools & templates in 500+ IT topics.
Protect the Elgin Against Cyber Threats
Guided Implementation
Calls
May 1
Al Reitsma
Q2 2021
Security Advisory
led
-
March 1
Al Reitsma
Advisory Calls
Digital Strategy
Driven Organization
-
Tech Engagement Plan for Elgin County IT
01.01.2021
-
–
Becoming an Innovative, Data
Q1 2021
Tech assessments, local government
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Start
Diagnostic
Stakeholder
January 1
Al Reitsma
Execute on the digital strategy roadmap using Infoblueprints, and digital strategy guidance.Create a sustainable program for ITbusiness innovation and digital focus in order to better
serve Elgin.
Guided Implementation & Diagnostics
SUPPORT
PROJECTOUR UNDERSTANDINGTIMING
PROPOSED
HANK WILLIAMS | CUSTOM KEY INITIATIVE PLANSample Info
Tech Research Group
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PRICE
$20,400$10,600$31,000$14,000
$17,000
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Small Enterprise Management Bundle
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Final Bundled Price
Discount (45%)
Advisory MembershipTeam MembershipTotal Bundle ValueVoR VoR
SE Management Bundle as a pilot funded from SRF funding; and,
“THAT the County of Elgin purchase a one year subscription to the InfoVoRTHAT a report be brought to council in November of 2021 detailing the benefits provided by the membership”
MEMBERSHIP RECOMMENDATION
Tech.
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Report
Content
Sample Video
Sample Diagnostic
am of expert analysts and
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week period to accelerate and improve the member’s software selection
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Tech Academy Training Platform
IT Metrics DashboardLeadership Development Program
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Also Includes:••
Five advisory calls over a fiveprocess.
Advisory Services Software Selection as a Service (1/year)
Contract Review Service (1/year)Unlimited access to our IT contracts experts where they provide members with a thorough assessment of the terms and conditions and proposed spending to
help them get the best deal possible. The member receives a written summary of the notes and recommended next steps to optimize upcoming purchases and renewals.
Info
IT Diagnostic & Benchmarking Programs Over 20 prebuilt survey programs to ask business and IT stakeholders insightful questions and convert their responses into reports that help IT
departments make critical decisions.An online learning management platform with 100+ hours of video content, 50+ quizzes, and 9 certification programs.
Digital Experiences
Unlimited Analyst Calls Unlimited phone access to our team of subject matter experts to guide you through your most challenging technology projects. An analyst from the team who wrote
the research works with the member at key project milestones to advise, coach, and offer insight.
Report
Sample Template
Sample Data Quadrant
class research. It includes our basic content and services and is a great way for IT employees to experience and leverage the core services of Info
-
The Advisory membership is designed to help IT leaders and managers complete projects and improve processes by leveraging ourworld
deploy tools and templates to save members
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step project methodologies to help members
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Also Includes:•
Account Manager Your Account Manager will ensure you get the most value from your membership by helping you understand your entitlements and the resources that you can leverage as well
as connecting you with relevant research analysts with deep subject matter expertise to help you excel in your role.Project Blueprints Over 450 stepexecute technology projects and improve
core IT processes.Tools & Templates Library Over 1,000 readytime creating critical IT documents and project deliverables.Software Selection Content SoftwareReviews vendor evaluations
and rankings reports that aggregate feedback from real IT professionals and business leaders. People & Leadership Research Strategies on how to lead teams effectively and resources
proven to help you become a better manager.
SMALL ENTERPRISE ADVISORY MEMBERSHIP
Service DeliveryResearch Content
making and
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Tech.
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potential staff.
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management skills for high
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day leadership program that’s focused on improving decision
-Tech Academy Training Platform
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Digital Experiences Leadership Development Program A fivepeople Info An online learning management platform with 100+ hours of video content, 50+ quizzes, and 9 certification programs
(Strategy & Governance, Financial Management, People & Resources, Service Planning & Architecture, Infrastructure & Operations, Security & Risk, Applications, Data & Business Intelligence,
Product Portfolio Management & Projects).
class research, tools, and templates. It includes the core research product and is a great way to become familiar with Inf
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The Team membership is our basic membership designed to help IT managers and employees execute on projects and improve procesworld
deploy tools and templates to save members time creating
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step project methodologies to help members execute technology projects
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by
-
TEAM MEMBERSHIP
Research Content Project Blueprints Over 450 stepand improve core IT processes.Tools & Templates Library Over 1,000 readycritical IT documents and project deliverables.People & Leadership
Research Strategies on how to lead teams effectively and resources proven to help you become a better manager. IT Process Research A comprehensive and connected set of 45 project methodologies
and best practices for improving and optimizing core IT processes.Software Selection Content SoftwareReviews vendor evaluations and rankings reports that aggregate feedback from real
IT professionals and business leaders.
Service Delivery Account Manager Your Account Manager will ensure you get the most value from your membership by helping you understand your entitlements and the resources that you can
leverage to help you excel in your role.
MS = Microsoft
EA = Enterprise Architecture
DR = Disaster Recover
Average Time & Money Saved (per Engagement)
–
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Tech for $17K.
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What Our Members Say
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calls can help pay for the cost of membership Elgin will have engagements.For context how much each of these engagements would cost you to do individually with a consultant. ALL with
Info
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$3,200
$18,000
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value, and resources saved using our processes:value, and resources saved using our templates:value, and resources saved using our training and awareness value, and resources saved by
using our recommendations rather
FTEs*5 days*$160,000/year combined =
Tech to build Elgin’s Security Policies
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value, and resources saved by using our enforcement recommendations:2Time,than bringing in an external consultant for review: 1 consultant*5 days*$150/hour = $29,000+
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Tech’s extensive policy template
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PurposeUnderstand the value in formal security policies and focus on the business requirements to determine which policies to prepare to update, eliminate, or add to your current suite.Conduct
an analysis to prioritizethe development of your policies suite. Using Infooffering, choose which policies you need to optimize or add to and work to customize them to your requirements.
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Software Asset ManagementMake the most of your software budget by analyzing your applications’ footprints, contracts, and actual software usage. Integrate software asset data collection
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Tools & templates to finalize your list of strategic initiatives
Security
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Justify Allocate Staff
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SELECT VENDORS EFFECTIVELY AND EFFICIENTLY
Leverage Peer Insights to Evaluate VendorsBefore You Make a Purchasing Decision
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Drive Control rising renewal costs on support agreementsProtect your organization with vendor management best practices.
SAVE MONEY THROUGH BETTER CONTRACTS
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Review Your IT Contracts for Cost Saving Opportunities
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-
Save Money Through Better Contracts We have years of experience in negotiating vendor contracts with key insights into what others pay, how much vendors will discount, and how to futureproof
your contracts to save money.
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suited to your
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Select Vendors Effectively and Efficiently Through our benchmarking programs and deep knowledge of the vendor landscape, we save you time by identifying the vendors bestorganization’s
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Develop a Technology Strategy Instead of second guessing, be confident in making the right moves with our expertise in bestpractice strategy development and businessplanning.
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Tech equips you to achieve the MOST
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Tech provides support across the full spectrum of an IT project's lifecycle.
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21
Brian Lima
December 10, 2020
Facilities Report
-
Engineering Services
White Station Operations
Centre
Whites Station Operations Centre
Purpose:This presentation has been prepared to provide the Budget Committee with information regarding the history and current status of the Whites Station Operations Centre. This information
will assist the Committee in making a recommendation to Council regarding the future use and required maintenance of this property. Or the potential divestment of the property.
2
2
2
2
2
2
Communications Tower
Main Garage ~ 18,800 ftPickup Garage ~ 10,000 ftOpen Face Garage ~ 10,500 ftOld Salt Storage ~ 2,400 ftSalt/Sand Storage ~ 10,500 ftCounty Storage Building ~ 4,000 ft
------–
Structures at Whites Station:1 2 3 4 5 6 7
42343 Fruitridge Line
–
1
7
4
3
6
5
2
Whites Station
centre
.
Whites Station Operations Centre, constructed in 1972, is located on a 105 Acre parcel on Fruit Ridge Line just north of the hamlet of Union. The property previously served as the County’s
primary operations location, has been expanded over time with various accessory buildings added (i.e. salt sheds, greenhouse, vehicle/equipment storage sheds)Portion of property formally
included an aggregate extraction pit decommissioned and rehabilitated in early 1980’s.In 1997, with the divestment of the County of Elgin’s Road Department operations, the Municipality
of Central Elgin consolidated its operations and leased the facility.
History of Whites Station Operations Centre
Description
2
White Station Operations CentreMaintenance Shop & Office19722 Story, Partial18,800 ft
Item
Building NameBuilding UseYear BuiltNumber of StoryGross Footprint
Whites Station Operations Centre is an industrial style building leased to the Municipality of Central Elgin and serves as the centre for road maintenance fleet and personnel. Original
portions of the building were constructed in 1972 and includes several office/administrative areas, a lobby, parts storage, wash bay, and 6 large vehicle mechanic service bays.
Description of Whites Station Operation Centre
Description
18,800 ft210,000 ft210,500 ft22,400 ft210,500 ft24,000 ft2n/a
Building
up Garage
-
Structures on Site
The County of Elgin uses Building 6 for its own
Main GaragePickOpen Face GarageOld Salt StorageSalt/Sand StorageCounty Storage Building (6) *Communication Tower*use. Its currently predominantly storing spare road signage, facility
materials, and larger Cultural Services items.
, 2025
st
Since 1997, the Municipality of Central Elgin has leased the property as its Operations CentreThe Current lease agreement term expires on December 312020 lease revenue is $44,652.37
The tenant is responsible for all utility, insurance, and daily maintenance expensesThe County is responsible for lifecycle capital improvements when required (historical annual investment
of ~ $25,000)
Lease Agreement with Central Elgin
year
-
. 588/17)
O.Reg
(
Municipal Asset Management
NA Engineering Associates Inc. retained in 2020 to undertakea visual assessment of 10 corporate facilities in support of County Facility AMP to be prepared by July 2021 in accordance
with Planning Regulation Final assessment report recommendations included in 10capital budget for Budget Committee’s consideration
Facility Condition Assessment
year recommended required investment ~
-
The buildings structure is sound, although showing signs of age.Most of the structures are uninsulated, this leads to higher utility and maintenance costs.Windows, Entry and Overhead
Doors, and Roofing nearing end of lifecycle. Facility does NOT meet minimum codes and standard. 10$1.85M.
Structure & Exterior Façade.
Facility Condition Assessment Overview
.
(i.e. wall repairs, painting, flooring,
year recommended required investment ~
-
Dated interior finishes approaching 50 years of age and showing signs of wear throughout.Ongoing investment to interior finishes required millwork, drop ceilings etc.)10$667,000.
Facility Condition Assessment Overview Interior Maintenance & Upgrades
year recommended required investment ~
-
Many of the mechanical components have either exceeded or nearing lifecycle expectancy and recommended for replacement in the next 10 years. The septic system is also a point where age
and use may lead to failure and could prompt emergency repair and/or replacement. 10$645,000.
Mechanical Equipment Replacement
Facility Condition Assessment Overview
year recommended required investment ~
-
Many of the mechanical components have either exceeded or nearing lifecycle expectancy and recommended for replacement in the next 10 years. Facility investment plan recommends upgrading
outdated systems and devices to energy efficient options. 10$200,000.
Facility Condition Assessment Overview Electrical System Upgrades
(~ $2.9M recommended
year required investment ~
-
Structure & Exterior Façade Upgrades ~ $1.85MInterior Maintenance & Upgrades ~ $667,000Mechanical Equipment Replacement ~ $645,000 Electrical System Upgrades ~ $200,00010$3.36M
increase)
Year Investment Summary
Whites Station:
-
Per NA Engineering recommendations:
10
–Maintain annual
“Holding Strategy” deficient investment strategy and revisit discussion in advance of 2025 lease agreement expiration.Maintain lease agreement conditions and term, and increase required
facility investment.Initiate renegotiation of lease agreement conditions and term to recover required facility investment.Initiate renegotiation of lease agreement conditions and term,
demolish and construct a new facility, and recover capital investment.Divest property ownership to Central Elgin.
Next Steps… Potential options to consider:1.2.3.4.5.
Budget Committee Considerations
Meeting #4
December 10, 2020
Budget Steering Committee
year plan
-
2029, then returning
-
Plan for debt increased from $10 million to $35 millionCounty taxes on average home increases from $1,537 in 2019 to $2,165 in 2029
Average annual capital spend increased from $5.5 million to $19.9 million$0.6 million added for added paramedic staffingA reserve project for Modernization Tools of $1.5 million was
established3.6 % tax increases from 2020to normal inflationary (2%) increases starting 2030
In February 2020 Council approved a tenwith:
HISTORY
Government Funding of $0.4 millionGrowth generated funding of $0.2 million Improved interest rates reducing cost $0.1 millionHomes Case Mix Index providing added revenue, combined with
other Homes efficiencies improves net income by $0.2 million2030 tax increase at the rate of inflation plus growth adds $0.2 of average levy change
Average annual improvement:These sources of funding total $1.1 million
POSTIVE NEWS
City of St. Thomas preliminary Social Services budget is providing $0.2 million in savingsEconomic Development has planned reductions of $0.2 millionFund cost increasesEnhance services
Reduce planned tax increases
Average annual cost reductions:These savings totalling $0.4 million combined with funding improvements of $1.1 million totalling $1.5 million can be used to:
COST REDUCTIONS
year plan adds $0.1 million in net cost
Facilities capital spend net of Transportation of $0.9 milOther capital of $0.1 million including IT equipment and ambulancesAssociated debt interest costs of $0.1 milGIS costs of $0.1
million funded out of Modernization Tools Reserve project for a zero net increase
Capital related costs of $1.1 million:Staffing increases of $0.1 millionInsurance and legal cost increases of $0.2 millionCounty owned facility maintenance cost increases and a library
expansion totalling $0.1 millionInflation added for the new year (2030) in the ten-A minor amount is reserved for Modernization Tools for future consideration for items such as EOC
and Agenda Management softwarePreviously planned tax increases of 3.6% for 2021 would need to increase to 3.7%
Average annual cost of enhancements that have been proposed to the CommitteeTotal increase of $1.6 million more than offsets added funding and savings achieved
COST INCREASES / SERVICE ENHANCEMENTS
time Junior Planner
-
year contract Administrative Assistant shared between Engineering and Planning (risk of
-
Placeholder for potential lease increase has been added beginning in year 2023 in
time Secretary/Treasurer position replaced with a Full
-
PartAddition of a 2added future costs if position proves to be required ongoing)Addition of Administration Assistant in Emergency Measures
Building Condition Audit showed needs for significant investment in operational maintenance and capitalStaffing increase include:Insurance increases of 25% in 2021 and 2022 based on
other Municipal experience (4.5% in outlying years) External Legal Services have been increased to address increased challenges related to Labour law and MPAC AssessmentsLibrary –anticipation
of Aylmer branch library expansionThe Modernization Tools Reserve established in 2020 will be used for GIS software and the Reserve will have a minor replenishment which could fund
future projects such as EOC and Agenda Management software
EXPLANATION OF INCREASE
2021 Plan Better/(Worse) 2020 Plan
TAXES -
$6 million at 1.43%$15 million assumed at 1.43%$12 million assumed at 1.7%$11 million assumed at 2%
year plan included adding $35 million in debt
-
November 2020202120222023The ten year terms of the planned debt result in residual debt at the end of 2030 of less than $4 million
Overall increase proposed is $9.8 million2021 –2025 increase is $13.3 millionA preliminary assessment indicates at a further $9 million of debt will be required for a total of $44 million:Match
the longevity of our capital investments (future rate payers pay their share)Lock in currently low interest rates
New Capital budget requests are front loaded2020 tenLong term debt could be considered to:
DEBT FINANCING
cycles of over 20 years
-
2040 with a 2021 20 year loan by:
-
continued
-
term debt if it were not for the fact that:
-
$0.2 million versus a 2031 ten year loan at 4.5% interest rate$0.3 million versus a 2031 ten year loan at 6% interest rate
year debt would match closely with County’s Homes redevelopment cycle
-
10Lower rates for 10 year terms (1.4%) vs 20 year terms (2.0%)Adds $0.2 million annually in interest payments through 2030Debt principal outstanding in 2030 increases by $11 millionInterest
costs will be reduced annually from 2031 Slower repayment can be used to reduce tax increases by approximately 2%
An argument for long
County owns three homes, suggesting that the County will have a redevelopment every 10 years on averageFor example, a $20 million loan for 20 years vs 10 years:
Many components of the Terrace Lodge Redevelopment will have lifeCurrently have historically low rates and potentially higher future rates should be considered:What does the Committee
project as interest rates ten years from now?Should longer term financing be considered?
DEBT FINANCING
Any unused portions of the reserve could be used to reduce taxes in 2022
Provincial funding to support municipalities during COVID was not fully spent as a result of Council’s prudent planningShould the 2020 surplus be placed in reserve in 2021 to cover this
uncertainty?
October 2020 financial analysis estimates operating performance for the year of $1.4 millionTypically surpluses are used to reduce upcoming tax increasesThe Committee may wish to consider
the uncertainty of the amount of and duration of provincial Homes COVID funding in 2021
USE OF SURPLUS
continued
-
USE OF SURPLUS
continued
-
USE OF SURPLUS
Stabilization Reserve
Millrate
Not yet reviewed are Donations reserves and
In addition to above, there is the previously discussed potential Unallocated COVID reserve.
Reserves
class impact
-
class?
-
MPAC reassessment was put on hold due to COVID meaning that no property class shifts will occur in 2021 due to reassessment
Historically 25%Was reduced to 23% in 2019 to avoid a shift between property classesCouncil decided to hold the rate steady at 23% in 2020 and would reevaluate with the new MPAC reassessment
for 2021Government is proposing an amendment to the Assessment Act that would allow municipalities to provided the flexibility to target property tax relief to small businesses in a
way that best reflects their local circumstancesProvince will also consider matching these municipal property tax reductions in order to provide further support to small businessesElgin’s
Commercial ratio is 1.6376Reduction of ratio for small businesses will result in tax shift to other classesTools are not available yet in OPTA to assess this new subOnce OPTA tools
are available, does the Committee wish to explore a reduction for the new sub
Farm RatioNew small busines property subclass option being created by province
TAX RATIOS
New Items Since Nov 9 MeetingOutstandingProposed
The following slide will detail:
Update on Recent Changes and Upcoming Changes
Building Condition Assessment Audit
Donations Reserve project added for Archives Database upgrades
–
$10 million in Capital added primarily as a result of the Adjusted interest payments due to lower rates and increase in debtInsurance Rates increased by 25% for 2021 CPI adjustment
for Leases completed based on year over year Oct 2020 SEIU shift premium increases addedAdditional project for Zero Emissions Vehicle Infrastructure ProgramEstablished uses and reserves
for SRF, Efficiency funds and Modernization ToolsEstablishment of a Reserve fund for ongoing Maintenance costs Archives MPAC mapping parcel data costs adjusted for updated quote
New Items Since Nov 9 Meeting
2023) supported at Nov 24 budget committee meeting $ 75K
-
Staff report on potential inflationary changes
-
Budget analysis
revenue increases
year investment in training for Homes in partnership with Human
-
NA and CUPE negotiations
ental
Benefit Ambulance contract extension revised costs Library Capital ORoads Maintenance Agreement has been calculated at 2% pending an update for new Inflation rate representing Oct over
Oct to be updated before year endInfection prevention and control projects still to be determined (approx. $140k)RThreeResources (2021
Outstanding
year pilot funded by SRF
Increasing RentDivesting
Terrace Lodge capital camera project for ($ 60K) to be fully funded with 2020 capital surplus of $ 60K (Net $ 0K)White Street Station options to be investigated with subsequent report
to be brought forwardGIS Implementation CostsInfoTech one
Seeking Committee direction on:
Proposed
rate be achieved by:
2029 and 2% for 2030 are unchanged)
–
2021 proposed tax
Using 2020 operating surplus; ORFinding cost reductions in . . .left unchanged; OR,considered for reductions
THAT a preliminary average property increase of X.X% for 2021 be proposed to Council (3.6% for 2022 THAT a debt proposal be developed with a term of X years, with approximately $9 million
increase in total debt for the facility asset management planTHAT the Committee proposes to Council that $60,000 of the 2020 capital surplus be used for a Terrace Lodge capital camera
projectTHAT the THAT any surpluses not previously allocated be used to supplement the 2021 SRF reserve, with any unused funds at the end of 2021 being used to reduce 2022THAT tax ratios
for farm and small commercial be:
RECOMMENDATIONS
SUMMARY LEVEL DETAILS
COMMITTEE MEETING #4
2021 Plan Better/(Worse) 2020 Plan
CASHFLOW -
0.5%
0.4% 1.2% 0.6% 0.2% 1.1% 0.1% 0.0% 0.0%
(2.8%)(0.3%)(1.3%)
(0.0%)
(0.1%)
Levy Impact
--
2.0 1.6 4.4 2.4 0.8 4.2 0.2
(1.0)
(4.7)(0.1)
(0.5)
(10.4)
Ten Year Total Impact ($mils)
2021 Plan Better/(Worse) 2020 Plan
Explanation of Cashflow Changes
A) CapitalB) EfficiencyC) InflationD) TaxesE) Government FundingF) Growth Funded ServiceG) Financing CostsH) Cost ReductionsI) Cost/Service IncreasesJ) Minor ChangesK) DebtL) Operating
Performance
M) Capital SurplusTotal
SUMMARY-
ahead of spending into
-
2021 Plan Better/(Worse) 2020 Plan
r the Admin Building, $3.1 mil for the Whites Station and $7.1 mil for the Homes)
CAPITAL -
roject
nd server replacement
Corporate Activities Modernization Tools budget of $1.5 million transferred to IT for GIS pFacilities projects have increased by $13 million ($0.6 million for Ambulance Bases, $2.2 mil
foAlthough transportation shows overall reduction, the significant pull2021, combined in the increases in Facilities, requires at least a $9 million increase in debtIn addition to the
$1.5 million for GIS, IT also includes increases of $0.7 million for hardware a
••••
2021 Plan Better/(Worse) 2020 Plan
-
xplains the bulk of efficiencies
Homes CMI improvement and offsetting inflation in supply lines across departments e
EFFICIENCIES
•
2021 Plan Better/(Worse) 2020 Plan
-
029 inflation improvement in revenue is predominately in provincial funding of
2
–
illion of increased net costs
2021 Nursing & Personal Care2030 revenue and cost has been increased over 2029 by 2% inflation resulting in $1.0 m
INFLATION ••
2021 Plan Better/(Worse) 2020 Plan
Levy increase starting in 2030 at a 2% rate of inflation (vs 3.6% until 2029) and normal growthPILS is a result of continuing reduction in Landfill assessmentOMPF Funding reduced by
15% for 2021, assuming same rate of decline for future yearsAdditional provincial revenue for Homes (predominately Structural Compliance and Minor Capital) Infrastructure grants provide
adding funding for Transportation and FacilitiesA portion of the SRF funding will be used/reserved for capital resulting in net incomeModernization/Efficiency Funding adjusted for costs
to match revenue
REVENUE -
•••••••
2021 Plan Better/(Worse) 2020 Plan
-
Each year the growth portion of the levy for the current year will be released to fund cost increases
•
ayments associated with a $9 million increase to total debt
A project reserve was set up in 2020 to fund service improvements from growth related levy increase Lower interest rates provide an improvement to interest payments partially offset
by increased interest pSocial Service and Economic Development cost reductions partially fund cost/service increases
GROWTH/SERVICE
•••
time Junior Planner
-
2021 Plan Better/(Worse) 2020 Plan
ear contract Administrative Assistant shared between Engineering and Planning (risk of added future
y
-
ime Secretary/Treasurer position replaced with a Full
laceholder for potential lease increase has been added beginning in year 2023 to 2030 in anticipation of Aylmer
t
P
-
–
PartAddition of a 2costs if position proves to be required ongoing)Addition of Administration Assistant in Emergency Measures
•••
hich could fund future projects such as EOC and Agenda Management software
SERVICE -
Staffing increase include:Insurance includes 25% increases in 2022 and 2022 based on other Municipal experience (4.5% thereafter) External Legal Services have been increased to address
increased challenges related to Labour law and MPAC AssessmentsLibrary branch library expansionThe Modernization Tools Reserve established in 2020 will be used for GIS software and
will have a minor replenishment w
•••••
2021 Plan Better/(Worse) 2020 Plan
SUMMARY -
2021 Plan Better/(Worse) 2020 Plan
TAXES -
Administrative Services
2021 Plan Better/(Worse) 2020 Plan
(0.2%)(0.1%)(0.3%)
Levy Impact
)
7
(40)(28)(25)(19)
(758)(220)
(1,083
Ten Year Total Impact ($000)
Explanation of Cashflow Changes ExplanationEMS and Planning removed from CAO portfolioPlanning removed from Legal Assistant portfolioAdmin Coordinator returned from secondment and 100%
in Administrative Services departmentIncreased Office SuppliesIncreased Development2030 Wage InflationIncreased Legal RevenueTotal Cashflow Changes
Changes Since 2020 Plan
–
formerly a shared position with Economic Development is now 100% Administrative ServicesIn addition, returned early from Secondment
••
Council approved enhanced professional development budget for the Chief Administrative Officer (September 2020) Increase Office Supplies budget because inflation can’t be offset by efficiencies2030
Wage Inflation of 2%Increased Legal Revenue over 10 year plan than originally estimated
Emergency Medical Services (EMS) and Planning support removed from the CAO’s portfolioPlanning support removed from Legal Assistant’s portfolioLegislative Services Coordinator
••••
•••
Overview
2021 Plan Better/(Worse) 2020 Plan
(.01%)(.05%)(0.1)%
Levy Impact
2
28
299
(33)
(252)(201)
(245)
Ten Year Total Impact ($000)
–
Net increase required for Ambulance Vehicles
–
ExplanationEMS Services removed from CAO portfolio2030 Inflationary increaseEfficiencies Reduction of Revenue from Municipal Partners and Province ServiceAdditional Provincial RevenueCapital
Total Cash Flow Changes
Explanation of Cash Flow Changes
Changes Since 2020 Plan
–
Wages changes relate to the CEMC/Fire Trainer taking on more responsibility for Ambulance Services and reducing the involvement of the CAO. These savings offset increases to other service
increases at the Department level.Costs for existing capital items have been increased for the cost of vehicles
Overview
shift
not included in this presentation
Items related to the current contract extension negotiations over the 12 Hr addition are
Outstanding
2021 Plan Better/(Worse) 2020 Plan
(0.2%)
(0.2)%
Levy Impact
351
(32)(80)
(808)
(569)
Ten Year Total Impact ($000)
Service Enhancements
–
Administrative Assistant funded by SRFAdministrative Assistant
––
Explanation of Changes
ExplanationReallocation of CEMC Fire Trainer Wages/Benefits to Land Ambulance ServicesWages
Wages Capital items Total
purchased used
–
Changes Since 2020 Plan
–
Contained Breathing Apparatus (SCBA)
Interactive “smart” projector boardBunker GearSelf-
EOC enhancements, includingPersonal Protective Equipment for the Fire Training OfficerHardware & software for training scenario support
Addition of Administrative Assistant to provide support for Main entrance and CEMC/Fire TrainerCEMC/Fire Trainer to take on Ambulance Services dutiesCapital Budget increases include:
Overview
2030)
-
Use of SRF funding for EOC Software and first year maintenance costs moved to project under Corporate Activities (Year 2022)Establishment of a Reserve fund for ongoing Maintenance costs
(Year 2023
Changes incorporated per the Nov 9 and 24 meetings
2021 Plan Better/(Worse) 2020 Plan
0.7%0.5%0.4%0.6%
(0.1%)
Levy Impact
35
-
250155
(44)
(369)(104)
2,4821,963
1,6422,419
8,359
Ten Year Total Impact ($000)
Continued on next slide)
Funding decrease timelines
–
Service
Received Preliminary Cost Estimate
-
No longer taking Efficiency on Inflation
–
-
zero increase in 2021
-
Explanation of Cash Flow Changes
ExplanationFestival funding from Economic Development plus InflationSRF funding reallocated to SRF ProjectsEstablish Reserve for EOC and Agenda Management ongoing Software Maintenance
CostsMemberships Social Services Ontario Municipal Partnership Fund extended enabling additional funding 2030 levy & PIL Growth Related Operating CostsMPAC Inflation 2030Subtotal of
Cash Flow Changes (
0.4%0.4%
2.2%
(0.2%)(0.4%)(0.1%)(0.2%)
Levy Impact
8
68
(26)
(723)(492)(702)
1,5281,535
8,359
8, 120
(1,435)
Ten Year Total Impact ($000)
Inflation
Modernization Tools moved to Information Technology
–
Service (Assessment Base and Labour)
Payroll & Bank Charges/Rental Revenue/Other
–
–
Explanation of Cash Flow Changes ExplanationCarry forward subtotalDue to improved debt interest ratesInterest Expense on Debt due to added facilities capitalInsurance -Legal Elgin Ontario
Health Team and Healthcare Partnership SupportMiscService Delivery Review additionally funded by Efficiency FundingCapital increases related to Building Condition Assessment for Ambulance
bases (888(new) less 250(existing)) plus EOC Software(60)Capital Total Cash Flow Changes
GIS has been moved to Information Technology
–
Changes Since 2020 Plan
–
Legal Services have been increased to address increased challenges
OMPF will continue to diminish but has been adjusted to a plan that is expected to be less aggressive than previously expectedMPAC has been adjusted to reflect the same billing as in
2020Social Services’ preliminary estimate is lower than budgeted and has been adjustedModernization Tools Insurance anticipates a 20% increase in 2022 based on other Municipal experience
External related to Labour law and MPAC AssessmentsCapital costs for Ambulance have been adjusted from existing to needed based on the Building Condition Audit findings
Overview
Baseline for 2021 to 2029 is a 3.6% Levy increase plus Growth. Starting in 2030 Levy increases will be at the rate of inflation of 2%.2021 Growth related project reserve will be released
to offset service increases in other departments.
Overview continued
2030)
-
2030)
-
$36,000 Annually (2023
$9,000 Annually (2022
-
-
-2021
Tech Group ($17,600)
-
EOC Software and Maintenance Reserve $96.000 (2022)Info EMS Homes Testing ($150,000)PPE Costs ($25,000)Revenue Losses (Planning and Land Division) $65,000
Ambulance non labour costs ($89,000)
Agenda Management Software Reserve $9,000
––––-––
SRF Ongoing EOC Software Maintenance SRF SRF Ongoing Agenda Maintenance Items SRF SRF SRF SRF
Expected Interest expense decreased due to better interest rates received on debt incurredExpected Interest expense increased due to additional debt required for capital needs relating
to all facilities as outlined in the Building Condition Assessment Audit. Insurance Rates have been updated to more accurately reflect actuals based on Estimate received for 2020Projects
Denoted with SRF are reallocations of existing SRF funding for improved reporting:
New Items added since Nov 9
increases for Ambulance Facilities
ental
R
Outstanding
2021 Plan Better/(Worse) 2020 Plan
(.1)%
(0.1)%
Levy Impact
5572
(7)
183
(69)(67)(32)(18)
(526)
(408)
Ten Year Total Impact ($000)
InflationaryService/Step related
––
Use of Reserves
–
2030)
Wages Wages
Additional lease costs beginning in 2023 to
Yr
-–
–
Inflation (
–
Canada Summer Student not pursuing program funding
Youth Internship not pursuing program funding
Books
Unable to take efficiencies for inflation on Electronic Resources
–
Inflation lower than previously budgeted
–
–
–
–
Service Increase
-
Explanation of Cash Flow Changes
Explanation Library Expansion Aylmer 2030Leases Library Archives Museum Library/Museum/Archives Library/Museum/Archives Change in Donations Rev to Exp Capital Total Cash Flow Changes
Inflation and Service/Step changes wages since last budget
Changes Since 2020 Plan
2 student programs will not be pursued going forward savings
–
No longer taking efficiency by absorbing inflation on Electronic Resources at
Placeholder for potential lease increase has been added beginning in year
––
Library 2023 to 2030 in anticipation of Aylmer branch library expansionLibrary/Museum/Archives –cycleLibrary the rate of 2% per yearMuseum/Archives –related to County share after funding
Capital increased in 2030 as it existed within prior plan
Overview
Donations Reserve project added for $20K for Archives Database
Negotiations with CUPE are expected as contract expiry is pending
Staff report on potential changes related to inflation on materials is in
–
-
-
Library Capital progress
Archives upgrades CPI adjustment for Leases completed based on year over year Oct 2020
New Items Since Nov 24
Outstanding
2021 Plan Better/(Worse) 2020 Plan
.2%.3%
0.5%
Levy Impact
40
12
(6)
682
(28)(22)
1020
1,698
Ten Year Total Impact ($000)
Purchased
–
CashFlowChanges
Arts Trail/Savour Elgin/Tour
–
Explanation of
ExplanationService Reductions to Operations Services, Memberships, Promotions/Special EventsService Reductions to other Programs/Projects Move Festival Funding to Corporate Activities
GrantsService Increases to PhoneRevenue reduction Guide/Tourism Fees for 20212030 Inflation2030 EfficiencyTotal CashFlowChanges
returned to prior
–
returned to prior year
–
Changes Since 2020 Plan
no fees in 2021 with reuse of current year guide $5,000
–
no fees in 2021 with reuse of current year guide $1,500
–
no fees in 2021 with reuse of current year guide $1,500
–
Fees will be waived for Tourism Revenue, Visitors Guide, Savour Elgin and Arts Trail. Budget has been reduced in 2021 and returned to 2020 values in 2022.Department Memberships set
to $5,200, Phone increased by $600Purchased Services, Promotions/Special Events and Memberships reduced Quality of Life and Place $36,000Land & Space/FDI $28,000Tourism Product Development/Campaig
n $25,000Rural Development $15,000 with carry forward of unused funds for use in 2021Visitors Guide Savour Elgin -year values in 2022Art Trail values in 2022
Reducing Programs and Expenses by $1.7M. Remaining Programs include:
Overview
Changes Since 2020 Plan
–
SCOR $25,000 included in 2021 and removed for 2022 to 2030Ambassador Program $2,000Residential Attraction $7,000Business Retention and Expansion $5,000Sector Development $17,000Conference
Series $9,000Small Business Enterprise Centre $35,000CIP Marketing Fund $3,000SCOR Removed years 2022 to 2030 pending Council DecisionHiring of Tourism Summer students will depend on
the current pandemic situation as we enter the summer 2021 $23,210
Project Scope for 2021 includes (Continued)Festivals and Events have been added to the County Grant Program
Overview
2021 Plan Better/(Worse) 2020 Plan
0.3%0.1%0.3%
(0.1%)
Levy Impact
68
361145
(86)(80)(15)
(301)
1,023
1,115
Ten Year Total Impact ($000)
–
–
Service
–
Service
-
Service
-
to better reflect Duties
Bldg
Service
Inflation for 2030
-
–
Between Years
–
Adj to reflect 5 year average
–
Director split ½ with Admin Step increases
Admin Assistant changed to 2 year contract Position Reduced to reflect expected needs
–––
–
Explanation of Cash Flow Changes
ExplanationWages Between DepartmentsWages Wages Backfill coverage also removedRoads Maintenance Agreement Bi Annual Inspections Adjusted cost and Timeline Travel Municipal Drains Vehicle
Repairs & Maintenance Subtotal Cash Flow Changes (continued on next page)
0.3%1.1%0.6%
(0.8%)
Levy Impact
60
(5)(4)
106251
(90)
1115
4,069
2,127
(3,375)
Ten Year Total Impact ($000)
Service
-
Service
-
Service
-
Service
-
Service
-
will need less maintenance due to Capital investment
–
Explanation of Cash Flow Changes
ExplanationCarry forward Subtotal (Continued)Railway Protection Increase for MNRF Orthophotography Furniture and Fixtures One time revenue for project not expected to continue MiscCapital
RoadsGarage Repairs and Maintenance removed due to Building Condition Audit Capital White Station changes due to Facility Condition Audit Total Cash Flow Changes
Changes Since 2020 Plan
–
eduction in operations expected as a result
Director Wages have been split between Engineering and Administration Building to better reflect the time spent in each business areaCapital Roads spend has been reduced overall with
shift of $7M into first two years of the 10 year plan with debt implications as a result.Biennial structural inspection costs have been reduced and timeline adjusted to better reflect
anticipated actualsMunicipal Drains budget has been increased based on the historical 5 year average Capital needs for White Station has been increased due to the facility audit with
r
Overview
Changes incorporated per Nov 9 and 24 meetings
Increasing RentDivestingOther?
ed cost estimate received
orward
Roads Maintenance Agreement has been calculated at 2% pending an update for new Inflation rate representing Oct over Oct to be updated before year end
White Street Station options to be investigated with subsequent report to be brought f
Additional budget added to Shaw Hill Drainage Improvement project of $203K based on updat
New Items since Nov 9 Outstanding Proposed
2021 Plan Better/(Worse) 2020 Plan
(0.3%)
Levy Impact
30
177115
(50)(30)
(90)
(316)
(1,023)
(1,187)
Ten Year Total Impact ($000)
Service
-
Service
-
Service
Service
-
-
Bldg
BCA identified Need
–
BCA Identified Need
–
Facility Condition Audit
-
Savings on Mileage
Bldg
Maintenance Equipment
Prof Fees
Explanation of Cash Flow Changes
ExplanationDirector Wages reallocated to Admin Step increases (All facilities) Admin Assistant switched to 2 year contract Position Admin Administrative Building Operating Projects:MiscHeat
Pump Replacement MiscMiscSubtotal Cash Flow Changes (continued on next page)
(0.3%)(0.3%)
Levy Impact
273
(20)(14)(15)(19)
(140)(140)
(1,187)
(1,262)
Ten Year Total Impact ($000)
Inflation
Inflation
–
Service
-
-
Bldg
Service
–
Service
–
BCA
All Facilities Roof Audit
–
Utilities Accounts All Facilities Roof Accessibility and Zero Emission Vehicle Infrastructure FundingRental Revenue on Admin All Homes Operating Projects:Painting –Facility Condition
Audit Subtotal Cash Flow Changes (continued on next page)
ExplanationCarry forward Subtotal (Continued)Purchased Services All facilities
Explanation of Cash Flow Changes
(0.8%)(0.5%)(0.6%)(2.8%)(0.9%)
(0.3%)(0.6%)
Levy Impact
64
(1,228)(2,236)(3,057)(1,926)(2,111)
(3,277)
(10,528)
Ten Year Total Impact ($000)
Bldg
Bldg
Villa Bldg
Bldg
BobierElgin Manor
Terrace Lodge
Admin
–––
–
All Facilities
–
Explanation of Cash Flow Changes
ExplanationCarry forward Subtotal (Continued)MiscCapital Capital Capital Capital Total Cash Flow Changes% Levy Impact related to Administration Building only less moves (capital and
operating combined)
Changes Since 2020 Plan
–
Capital ($80K)
aintenance and capital which has now been added to the 10 year plan in all
ldg
Director Wages has been split between Engineering and Administrative Building to better reflect time spent on each business area Administrative Assistant to be shared with Planning is
now a 2 year temp contract position and is reflected in the 10 year plan
Building Condition Audit showed needs for significant investment in operational
mfacilities and outlined on the budget provided Project funded by SRF for Council Chambers Renovation has been added to Admin B
Overview
Changes incorporated per the Nov 9 and 24 meetings
Capital (Net $47K)
Other Rental Revenue to be adjusted to Actuals
Outstanding
Rent for POA building has been adjusted down for CPI Additional project for Zero Emissions Vehicle Infrastructure Program has been added to Admin BldgElgin Manor emergency replacement
of 7 HVAC rooftop units funded by new Provincial funding for infection prevention and control (IPAC) $ 73KTerrace Lodge emergency replacement of 1 HVAC rooftop unit funded by new Provincial
funding for infection prevention and control (IPAC) $ 31K
New Items since Nov 9
2021 Plan Better/(Worse) 2020 Plan
(0.1%)
Levy Impact
31
62)
(10)(15)
(468)(4
Ten Year Total Impact ($000)
Explanation of Changes ExplanationMembership Inflation2030 Wage InflationBudget Programming Project EfficiencyRemoving Engineering from Admin Assistant portfolioTotal
house, savings from elimination
-
Changes Since 2020 Plan
–
Will provide assistance with payroll to free up time of the Financial Analyst2021 will be particularly challenges as a new Human Capital Management/Payroll system will be rolled out
requiring substantial time to manage the implementation of the project
••
The Administrative Assistant was previously shared with Engineering Services, but Finance will absorb that share in 2021CPA Membership budget increased to account for inflation from
past years10 Year Budget modelling was completed in
Overview •••
2021 Plan Better/(Worse) 2020 Plan
(1.6%)(0.1%)
Levy Impact
43
836247
(43)(47)
(140)
(3,057)(1,926)(2,111)
Ten Year Total Impact ($000)
ExplanationCapital Bobier Villa BuildingCapital Elgin Manor BuildingCapital Terrace Lodge BuildingNew Provincial funding for minor capital replacing the structural compliance premiumNew
Provincial funding for infection prevention and control capital (IPAC)Capital Adult Day NursingIn year request to use Adult Day surplus operating funds to purchase bathing equipmentBuilding
maintenance supply and contractor increasesOperating service increase resulting from the Building Condition Assessment Audits for the Homes
Explanation of Cashflow Changes
0.5%0.2%
Levy Impact
701478206
(14)
1,186
Ten Year Total Impact ($000)
19
-
ExplanationNursing Case Mix Index (CMI) efficiencyProvincial revenue inflation increaseMedical supply PPE cost increases due to COVIDSavings from switching hairdressing services from
in house to contracted outEfficiencies found in travel, mileage, development, office supplies, advertising, repairs & maintenance and equipment
Explanation of Cashflow Changes
0.0%
(0.1%)
(1.0%)
Levy Impact
3
(44)(44)
(116)
(3,842)
Ten Year Total Impact ($000)
ExplanationWage inflationSEIU shift premium increaseInflation on purchased services and membershipsMiscellaneousTotal Cashflow Changes
Explanation of Cashflow Changes
Changes Since 2020 Plan
–
Increase in building capital and operating investment is due to the completion of the facility condition building audits. The Province has released new Minor Capital and Infection Prevention
and Control funding which offsets 15% of capital costs.The increase in CMI is based on the August 1, 2020 actual increase.The Homes provincial share of revenue has increased from 1.5%
to 2%.Efficiencies were realized from switching to contracted out hairdressing services and absorbing inflation on operating expenses where possible.The increase for purchased services,
memberships, and medical supplies is due to market pressure on pricing.
Overview
19 shut down $ 43K
Elgin Manor emergency replacement of 7 HVAC rooftop units funded by new Provincial funding for infection prevention and control (IPAC) $ 73KTerrace Lodge emergency replacement of 1 HVAC
rooftop unit funded by new Provincial funding for infection prevention and control (IPAC) $ 31KAdult Day capital in year reallocation request to purchase bathing equipment funded by
operating surplus due to COVID-
SEIU shift premium increases $ 44KCapital increase of $ 147K due to:
New Items Since Nov 9
–
$3/hour
-
increases anticipated
-
2021
–
March 31, 2021 (Estimate net $ 0K)
2023) supported at Nov 24 budget committee meeting $ 75K
-
–
Bobier Villa IPAC capital projects $ 64KTerrace Lodge IPAC capital projects $ 82K
NA negotiations 2020
Three year investment in training for Homes in partnership with Human Resources (2021Provincial funds pending for PSW pandemic wage incentive October 1, 2020 OInfection prevention and
control projects still to be determined:
Outstanding
Terrace Lodge capital camera project for ($ 60K) to be fully funded with 2020 capital surplus of $ 60K (Net $ 0K)
Proposed
2021 Plan Better/(Worse) 2020 Plan
(0.0%)
Levy Impact
($7)($4)($3)
$100
($77)($15)
Ten Year Total Impact ($000)
Explanation of Cash Flow Changes ExplanationIncrease in Accessibility Coordinator RevenueHR Administrative Assistant2030 Wage Inflation 2%Wage Rate Step ChangesMiscellaneous (Subscriptions/Office
Chair Replacement)Total Cash Flow Changes
. Middlesex)
ie
Changes Since 2020 Plan
–
time budget increase for the purchase of office chairs
-
Increased Accessibility Coordinator Revenue from Service provide to Municipal Partners (HR Administrative Assistant ContractWage rate step changes are occurring earlier than originally
plannedIncrease in subscriptions to offset inflationA one
•••••
Overview
2021 Plan Better/(Worse) 2020 Plan
(0.6%)
(0.4%)(0.1%)(0.1%)
Levy Impact
$24$48
($9)($7)
($40)($20)($15)($13)
($510)($190)($150)
($1,535)($2,417)
Ten Year Total Impact ($000)
Time Capital
-
time GIS Training/Setup/Migration Costs
-
Explanation of Cash Flow Changes
Explanation
Modernization Tools (GIS)Hardware ReplacementStorage/Server ReplacementSupport/Maintenance (Mobile Device Management/Intranet)Intranet OneCouncil Chambers Hardware UpgradesOne2030 Wage
Inflation of 2%Other Licenses (Laserfiche)Dietary Software/Recruit Right/Security AwarenessIncreased Revenue from Municipal Partner SupportWebsite Development
Subtotal Cash Flow Changes
Changes Since 2020 Plan
–
in Hardware Replacement resulting from changes in replacement
ncrease
Modernization tools previously reserved in Corporate Activities budget has been allocated to GIS softwareIschedule and more accurate capital asset listIncrease in Storage replacement
resulting from replacement cycleIncrease in Support & Maintenance for Mobile Device Management & IntranetCouncil Chambers Hardware enhancementsAdditional development and migration costs
for implementing GIS system2030 Wage and Support/Maintenance Inflation of 2%Increased revenue from IT support provided to Municipal PartnersWebsite Development moved between years
Overview •••••••••
and Nov
th
Time Cost (Reserved for 2021)
-
Tech Research Group: $17,600 One
-
Agenda Management Software: $9,000 Annual Cost (Reserved for 2022 to 2030)
Info
-–
Meeting
th
SRF SRF
GIS Implementation
Changes Incorporated per Nov 924••Proposed-
2021 Plan Better/(Worse) 2020 Plan
0.03%
(0.1)%
(0.08%)(0.05%)
Levy Impact
3751
53
(27)(68)(45)(20)(21)(11)
(300)
(351)
Ten Year Total Impact ($000)
transfer between depts)
Temp 2 year contract
–
Mapping
-
Website upgrades for Planning
Land Division Committee IPAD’s
-
Step and COLA
-
-
Explanation of Cash Flow Changes
ExplanationRemoval of Secretary/Treasurer Position replaced with addition of Junior PlannerCAO backfill no longer required (Administrative Position No COLA Required on Land Division
Committee Wages Official Plan timeline and costs updatedPurchased Services MPAC Data Update Capital Capital Total Cash Flow Changes
time Junior Planner
-
every 4 years
-
year contracted position shared with Engineering Services
2
–
Changes Since 2020 Plan
–
iPad updates for new Land Division committee
–
time Secretary/Treasurer position replaced with a Full
Official Plan review (mandated by province and legislation every 5 years) and website upgrades to support process New request for MPAC data for $15K to update Elgin County mapping parcel
data and start with clean and accurate information
Part-Capital Additional projects:
apping parcel data
Administrative Assistant
MPAC data request for $15K has been updated to $20K based on updated quote received for m
New Items since Nov 9
Overview
Changes incorporated per the Nov 9 and 24 meetings
2021 Plan Better/(Worse) 2020 Plan
.5%
.04%.04%
(0.5%)
Levy Impact
1534
151
(76)(22)(24)
(425)(100)
2,062
(1,313)
Ten Year Total Impact ($000)
Region of Durham
–
Anticipated Growth in POA and Collections
–
(Including French Language Grant)
Explanation of Cash Flow Changes
ExplanationFines Legal and ProfessionalVictim Fines SurchargeCollections Parking Software Maintenance Costs*Bulk Ticket Purchase*MiscRent Decreased due to adjustment for CPI Rate for
2020Municipal Partner PaymentTotal Cash Flow Changes
Changes Since 2020 Plan
–
Rent has been decreased due to adjustment for October 2020 CPIMunicipal Partner payments show slight increase over prior plan due to decreased Rent
Increased costs for Bulk Ticket purchases, Maintenance fees on Parking SoftwareRequested need for Screening at Front door will be a contracted service charged to Provincial Safe Restart
Funding as costs incurred
Overview New Items since Nov 9
2021 Plan Better/(Worse) 2020 Plan
(0.0%)
Levy Impact
($3)($3)
Ten Year Total Impact ($000)
Explanation of Changes Explanation2030 Wage Inflation for Warden and Council 2%Total