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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 –– – Guided Strategy Guided Security Roadmap educe the time, effort, & money, -- 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 - 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 - PRICE $20,400$10,600$31,000$14,000 $17,000 12 SEATS Small Enterprise Management Bundle VoR 1 SE Advisory Membership + 2 Team Memberships 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. - Report Content Sample Video Sample Diagnostic am of expert analysts and te week period to accelerate and improve the member’s software selection - Tech Academy Training Platform IT Metrics DashboardLeadership Development Program - 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 - to step project methodologies to help members - - by - IT Process Research 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 - seswith Tech. o- potential staff. - management skills for high - day leadership program that’s focused on improving decision -Tech Academy Training Platform - 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 - 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 - to step project methodologies to help members execute technology projects - - 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) – PPM = Project Portfolio Management – -Tech – unlimited Tech for $17K. please consider - – You can do them What Our Members Say After each engagement, we ask our members how much time and money they saved in working with Infobelow are average scores. As you can see, the value from even one series of advisory 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 (if starting from scratch) $3,200 $18,000 $6,000 $340 $640 $960 and resources saved using our recommendations and tools: 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 Measured Value (estimated)Time,1 FTE*3 days*$80,000/year= Time, value,1 FTE*2 days*$80,000/year = Time,1 consultant*15 days*$150/hour = Time,resources:1 FTE*1.5 days*$80,000/year = Time, 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+ - - Tech’s extensive policy template - Tech’s methodology and best practices - Info 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. Useto ensure proper communication, management, measurement, and continuous maintenance and review of your policy suite. Total measured value for implementing InfoTech’s processes for developing and deploying your security policies. the the Guided Implementation Phase 1: Formalize the security policyprogramPhase 2: Developpolicy suitePhase 3: Implementsecurity policy programTotal: Engaging in Guided Implementations (GI) doesn’t just offer valuable project advice, it also results in significant cost savings. Measured Value/ROI in working with Info to to anddeployment. hardware and tools and methodologytools and methodology valuable tools and templatestools and templates program,anddefineroles roadmap. Tech’s Tech’s -- offer $8,615$8,615 HAM Tech’s Tech’s $8,615 $8,615 -- == InfoInfo == InfoInfo savings. procurement, receiving, following following by using by using by by planscopeof budget, and build a $80,000/year $80,000/year doesn’t just $80,000/year $80,000/year ** ** saved saved saved saved days days days days maturity, hardware Tech to implement hardware asset management - * 14 * 14 and * 14 * 14 hardware request, significant cost FTEs FTEs FTE FTE state in 2 2 2 2 redeploying ofequipment. and resources and resources and resources and resources current Value value, value, value, value, metrics. mplementations (GI) I Time, assessandFor example, Time, build processes for For example, Time, to build processes and policies for managing and maintaining disposing or For example, Time, to select tools, plan the For example, also results Measured••••••••$25,845 it & uided in G Procure Maintain Lay advice, ntation savings leme p Dispose Guided Implementation Phase 1:FoundationsPhase 2: ReceivePhase 3:&Phase 4: PlanImTotal Engaging project Measured Value/ROI in working with Info Select tools Plan budget Plan build roadmap Communicate & Phase 4: Roadmap Select Tools & Build HAM Roadmap Tool HAM Budgeting Tool HAM Communication Additional HAM policies 4.1 4.2 4.3 dispose maintain Manage & Redeploy or Phase 3: Asset recovery & disposal workflows Maintain & Dispose User move workflow Asset security policy Asset disposition policy 3.1 3.2 Deliverables Standard Operating Procedure (SOP) workflow Phase 2: Receive & deploy Request & procure request form standard hardware - Procure & Receive Receiving & tagging Deployment workflow Procurement workflow Non 2.1 2.2 HAM = Hardware Asset ManagementRACI = Responsible, Accountable, Consulted, Informed Build team & define metrics assets Assess current Phase 1: state & plan scopeRACI Chart Assessment HAM Maturity Assess & Plan Job Descriptions Classified hardware 1.1 1.2 Key IT Hardware Asset Management Phases and Deliverables Tool Process Visio Implementation Workflows Roadmap HAM HAM Hardware accelerate Form Plan to Communication Request Standard - HAM Non Tool Assessment Budgeting HAM Maturity HAM completion delivers: Tools and templates (SOP) Templates Tech Policy - StandardOperating Procedures HAM HAM Infoproject to -Tech’s market. Solutions Buyer’s Guide Once you’ve defined saying about asset Asset Management today. Use Info Learn what others are management. Processes ITAM Market Trends & as you gather data from a right asset management asset management tools management tools in the Learn what’s important in Software Reviews for IT Cloud Asset Management tools for your organization. processes for software asset templates to help select the management, focus on cloud become even more important wide variety of cloud solutions. Tech’s - Asset Info Management Methodology Management discovering CIs in a CMDB. Tech’s ITAM approach focuses on Our Approach to Asset - support the functionality needed. adding value to the data, building Asset management goes beyond just Info support a proactive asset management workflows, policies, and procedures that practice, putting in place an improvement plan, and choosing the right technology to Hardware Asset ManagementStart with hardware asset management as it’s easier to contain this asset project and it builds the base for all additional data collection. Build essential hardware asset management procedures and communicate to key stakeholders. Software Asset ManagementMake the most of your software budget by analyzing your applications’ footprints, contracts, and actual software usage. Integrate software asset data collection and management with your IT processes to keep yourselves compliant, secure, and fiscally responsible. Tech Research Group’s approach to asset management optimization focuses - Infoon building essential best practices to collect pull it all is a place to Template steps exercises to - you’ve completed. Local Government IT Strategy Local Government Industry Impacts Initiatives Workbook Strategy Initiatives Workbook IT aligned analysis you’ve done. ocal Government Industry - L Download the ocal Government IT Strategy on IT Strategy: Senior Management Presentation Download the L Once theis completed, it’s time to together and share with the organization’s leadership team. Use the Impacts on IT Strategy: Senior Management Presentation Template highlight the key findings from the business The Initiatives Workbook all the strategic initiative identification activity outcomesIt also includes nexthelp create a prioritized final list of initiatives and descriptions to consider for inclusion in an IT strategic plan. •• •• Tools & templates to finalize your list of strategic initiatives Security Dashboard Applications IT Management End User Satisfaction Project Management Effectively More IT’s Headcount Justify Allocate Staff IT StaffingAssessment Measures Vision Initiatives Satisfaction Business Driven Measure & ManageIT Performance CIO StakeholderPrioritize Key Manage Core IT Process Understand Your Strengths & WeaknessesTrain & Develop Your Team - Strategy IT Data Driven Strategy Using - BusinessPartners Mandate CEO - IT Tech Diagnostic Programs with - CIOAlignment Define Align Build a DataInfo 15 SELECT VENDORS EFFECTIVELY AND EFFICIENTLY Leverage Peer Insights to Evaluate VendorsBefore You Make a Purchasing Decision 16 savings Template identified over (ELP) has our Contract Review Organization Guide Million in Tech - Position your Agreement, Adopting Best Info$100 through Process Reference Suited to your Risk Options Most and Licenses Requirements LicenseManagement Purchase Resellers and Negotiate Spend and Audit the Agreement annually. Establish LicensingEvaluate Licensing Manage Purchases Evaluate Agreement Options 1: 4: 3: Reduce Microsoft Licensing Effective License Evaluate Practices for Future Microsoft Licensing Understand the Organizations Effective License PositionChoose budget Phase Phase EXAMPLEPROJECT Review Microsoft Licensing Phase 2: Phase your from dollars hard saves contract for IT contract reviews IT major program (T&Cs) contract for each for each major holistic negotiation conditions and review terms and services negotiation tactics ey k contract negotiation strategies cost savings through Tech’s - Build Review critical products andIdentify Drive Control rising renewal costs on support agreementsProtect your organization with vendor management best practices. SAVE MONEY THROUGH BETTER CONTRACTS Info ActivitiesBenefits Review Your IT Contracts for Cost Saving Opportunities 17 18 - 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. 04 suited to your - 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 needs. - technology - Develop a Technology Strategy Instead of second guessing, be confident in making the right moves with our expertise in bestpractice strategy development and businessplanning. 0203 Tech equips you to achieve the MOST - Tech provides support across the full spectrum of an IT project's lifecycle. - UnderstandTechnologyMarkets Our analysts pinpoint the trends and products relevant to your organization so you can stay ahead of the curve and focus on what matters most in running your IT department. Info 01 Infofrom technology projects UNDERSTAND TECHNOLOGY MARKETS 19 Emerging ComputingComputing Computing & rrStrategy Video n && UserUseUse --- DevicesStrategyManagement ValuePerformanceDisruptive •Technologies•End•Applications•End•End•Voice Business Intelligence Management & Data a g FacilitiesFacilitiesStrategy && & Data •Dat•Enterprise Integratio BI•Bi Backup & Management & Optimization k Strategy r Center Center Operations Data Optimization StrategyGovernanceAvailabilityPerformance•Management•Cloud•Data •Optimization••Strategy•Networ•Serve•Storage & Compliance & Risk Design , l CapacityDomains & OperatingModel Operating & e & & & Desk Strategy & e EnterpriseArchitecture Infrastructure Businessd Management Finance t Strategy Governance & ManagementOrganizationalDesignBudgetingStrategy ModelArchitectur•Strategy•IT•IT•Organizationa•Clou PeopleLeadershipAsse•Availability •Management•Operations•StrategyOperationsDRContinuity•I&O •Servic & Management andtools Analysis n s Management & Performance Business t & Implementation ValuePerformanceBusines•Optimization•Selection Measurement Value ManageRelationships•Performance (DAM) Design EnterpriseInformation•Enterprise Conten•Enterprise Informatio ManagementCollaboration platforms & & Resource Solutions Relationship & g r Resource Management Analysis se ns Intelligence PlanningSystems StrategyGovernanceCustomeManagement•Enterpri•Huma•Marketin Busines Requirements AnalysisRequirements • Reporting & & Portfolio & Business Design Office & Integrationt Strategy & & Intelligence Deployment, e ManagementManagement Development , Management Applications e Management Data Data a Project g QA Office Project ManagemenPortfolioManagement•Project•Project & Maintenance Data •Business•Bi•Dat GovernanceEnterpris ApplicationDevelopmentArchitecture •Development••Mobil•Requirements•Testing Project & Architecture & Portfolio e Management Business & r Compliance & & & Network MeasurementManagement Value &PerformanceManageBusinessRelationships•Program •Performance OperationsManagementIntelligence Infrastructure & SoftwareReviewsCIO••Enterpris•Applications•Project •Data •Security•Vendo Risk Governance & & ance, n Risk Architecture Security StrategyGovernanceStrategy •Gover•SecureCloud Comprehensive Project & Technology Coverage Management Budget Management r Management & t Strategy Governance, Management StrategyAsse•Vendo Strategy &GovernanceIT•Compliance•IT•OrganizationalDesign•Service•Cost•Innovation Operations s& Management Management People Vendor ThreatIntelligence Vendor Landscapes & Coach s & Access & Select Processe Vendor Develop & EndpointSecurity & & Analysis, Incident & Vendor Vendor Security CIO Vendor LandscapesLandscapesLandscapesLandscapes People &LeadershipAttract •Engage•Lead•Leadership •Manage •Train EvaluationCIO •Infrastructure•Security•Application•HR Security OperationsData•Identity•Risk•Response•Security 20 Processes IT Core Your Optimize and Manage 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