2020 Budget & Long-term Plan Overview February 12, 2020 Day - - PowerPoint PPT Presentation

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2020 Budget & Long-term Plan Overview February 12, 2020 Day - - PowerPoint PPT Presentation

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2020 Budget & Long-term Plan Overview February 12, 2020 Day 1 - Agenda 1) Presentation Overview 2) Waste 3) Transportation 4) Facilities 5) Major Capital Projects 6) Corporate Services 7) Information Technology 8) Finance 9)

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SLIDE 1

2020 Budget & Long-term Plan Overview

February 12, 2020

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SLIDE 2

Day 1

  • Agenda

1) Presentation Overview 2) Waste 3) Transportation 4) Facilities 5) Major Capital Projects 6) Corporate Services 7) Information Technology 8) Finance 9) Communications

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

2

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SLIDE 3

Waste Services Division

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SLIDE 4

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

4

Core Services

Mandatory Services

  • Material Recovery Facility Operations
  • Roadside Collection of Recyclables (>39,000

households)

  • Perpetual Care / Environmental Compliance for

8 Closed Landfills

  • Landfill Leachate Management
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SLIDE 5

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

5

Discretionary Services

Core Services

  • 1 Active Landfill
  • 3 Community Recycling Centres
  • Waste Transfer
  • Drywall, Scrap Metal, Bulky Plastics, HHW, E-Waste, L&Y

Waste, Tires, and Clothing Diversion programs

  • Roadside Collection of Waste, Food Waste, and L&Y Waste

(>39,000 households)

  • Roll-off Waste Haulage Services
  • By-Law Enforcement / Illegal Dumping
  • Promotion and Education of Waste Management / Diversion

Programs

  • Long-Term Waste Management Planning
  • Annual Litter Clean-up Challenge
  • Special Event Recycling Program
  • Medical Waste Exemption Program
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SLIDE 6

6

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

6

Quick Facts

39,000+

curbside w aste collection stops per week

44,801

tonnes of waste managed

27,648

tonnes of waste landfilled

15,352

tonnes processed at Material recycling facility

17,152

tonnes

  • f

waste diverted

30

pieces of mobile equipment

  • Implemented year-round HHW & E-Waste diversion program in 2019
  • Implemented Styrofoam diversion program in 2019
  • Launched Green Bin and Blue & Grey Box Collection Programs in

6

2019

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SLIDE 7

Waste Budget Overview

(k$) 2019 2020 Change Notes Revenue Levy 7,095 8,169 15.1% MRF 1,618 1,163 (28.1%) Commodity, CKL Bag Tags & Tipping Fees 4,245 5,140 21.1% I/P Subsidies & Other 1,284 1,373 6.9% WDO funding 14,242 15,845 Expenditures Collection 3,207 4,466 39.3% New contract, organics Landfills & Transfer Stations 3,552 4,209 18.5% Leachate, I/P, Brighton debt MRF 3,803 3,516 (7.5%) CKL rebate exp, MRF debt Capital 2,085 345 (83.5%) Brighton LF works completion Other Operating 1,987 2,041 2.7% Reserves (392) 1,268 (423.5%) 2019 net draw, carryovers 14,242 15,845 7

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

7

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SLIDE 8

MRF Marketed Tonnes

14000 12000 10000 8000 6000

Tonnes

2000 4000 2013 2014 2015 2016 2017 2018 2019

Year

Total Tonnes Paper Containers andCardboard

MRF Revenue

$2,250,000 $2,000,000 $1,750,000 $1,500,000 $1,250,000 $1,000,000 2013 2014 2015 2016 2017 2018 2019

Year

8

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

8

Budget Pressure – MRF Revenue

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SLIDE 9

9

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

9

Budget Pressure – Waste Collection

New long-term collection contract and new / enhanced services have increased the cost of collection significantly:

  • Capital cost of specialized trucks has increased
  • Fuel costs have escalated at a rate greater than inflation
  • Minimum wage increase since previous contract awarded in 2010
  • New services (Green Bin, Two Stream Recycling)

“Many municipalities have encountered ‘sticker shock’ in recent negotiations due to factors such as … labour shortages and insurance

  • costs. As noted during the 2019 CIF Spring Consultation, contractors

were regularly reporting labour cost increases of up to 15% on average, and more recently, insurance increases of seven to ten fold.”

Continuous Improvement Fund

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SLIDE 10

Historic Leachate Volumes for Brighton and Eagleson Landfill

40,000

Cubic Meters (m3)

35,000 30,000 25,000 20,000 15,000 10,000 2014 2015 2016 Brighton Landfill 2017

Year

Eagleson Landfill 2018 2019

10

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

10

Budget Pressure

  • Leachate
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SLIDE 11

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

11

Issue Paper Amount Funding #1 Equipment Replacement Strategy $200,000 $80K Levy – Base $120K Reserves #2 Staffing at Community Recycling Centres $131,000 Levy - New #3 Changes to User Fees ($800,000) Levy savings

Issue P aper Summary

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SLIDE 12

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

12

Issue P aper 1 Overview

Equipment Replacement Strategy

  • Fleet of approximately 30 pieces of mobile equipment for the
  • peration of Landfill / Transfer Stations and the MRF
  • Significant processing equipment at the MRF
  • Waste Services Division developed a sustainable 10-year equipment

replacement strategy

  • In 2020, proposal to replace:
  • 2007 Backhoe with a new or quality used Frontend Loader

($200,000)

  • $120,000 previously approved in 2018 budget to replace the Backhoe

allocated to reserve, now recommending Frontend Loader for greater versatility

  • Financial Impact $200,000
  • $120,000 Reserve
  • $80,000 Levy
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SLIDE 13

Issue P aper 2 Overview

Staffing at Community Recycling Centres (CRCs)

  • Year-round HHW operations and expanded materials collections at newly

branded CRCs approved in 2017

  • Propose 2 Transfer Station Attendants working outside at the Bewdley and

Brighton CRC’s, versus the currently approved 1

  • 1 Transfer Station Attendant working outside no longer able to

effectively manage HHW, Ewaste and oversight of public drop-off areas for collection of various materials

  • Usage of the County’s CRCs has steadily increased over recent years

Site Number of Patrons per Year 2013 2019 % Change Bewdley 38,800 65,430 69% increase Brighton 27,955 35,680 28% Increase Seymour 20,110 19,756 2% decrease Overall 86,865 120,866 39% Increase 13

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

13

  • Current number of hours for Transfer Station Attendants is approved at

14,603 annually; propose to increase to 18,437 hours

  • Financial Impact $131,000
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SLIDE 14

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

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Issue Paper 3 Overview

Changes to User Fees

  • Long Term Waste Management Master Plan recommends maintaining the revenue

balance between User Fees and Property Tax support

  • Review of Waste user fees to minimize levy impact of program changes
  • Bag tag fees unchanged since 2007 / Tipping fees 2013
  • ~20% reduction Bag Tag sales anticipated with the new Green Bin Program
  • Tipping fees less than local comparators
  • Further impacts to levy from Waste include
  • Reduced MRF revenues
  • Increased leachate costs
  • Cost escalations from managing the materials diverted from Landfill
  • Total Net Financial Impact – $800,000 increase in revenue
  • Reduction bag tag sales Green Bin Program ($540,000)
  • Increase bag tag sales from elimination of Bulky Waste Vouchers $200,000 (offset

tipping fees reduction)

  • Increase $3.75 Bag Tag Fee $785,000
  • Increase $125/Tonne Tipping Fee $220,000
  • Increase Tipping Fee Surcharge $135,000
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SLIDE 15

Transportation Services Division

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SLIDE 16

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

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Core Services

  • Major Road Operations
  • Fleet Management
  • Design and construction of roads and bridges
  • Right of Way (ROW) Management
  • GIS Services
  • Community Consultation
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SLIDE 17

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

17

Mandatory Programs

Road Operations

  • Minimum Maintenance Standards (MMS) O. Reg. 239/02
  • Winter maintenance activities include: Winter weather monitoring

from November 1st to April 30th of each year, winter patrol, respond to winter events within prescribed timelines, maintain drainage systems, etc.

  • Roadway maintenance activities include: road patrol, repair of

asphalt/surface treatment, shouldering, vegetation management, maintain traffic safety measures (signs, signals, pavement markings, guiderail, etc.), maintain bridges and culverts, maintain drainage systems, etc.

  • Environmental Protection Act, 1999 - Code of Practice for the

Environmental Management of Road Salts

  • County must prepare and file a Salt Management Plan annually

with the ministry

  • Aggregate Resources Act, R.S.O, 1990
  • Mandatory reporting for Statistics Canada for Annual Estimate of

Canadian Mineral Production and to Ontario Aggregate Resources Corporation (TOARC) for License Production

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SLIDE 18

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

18

Mandatory P rograms

Project Engineering

  • Bridge/Structure Inspections (OSIMs) O. reg 104/97
  • Biennial inspections of County’s 112 bridges and culverts

greater than 3 m span and 19 retaining walls

  • Requirement to keep bridges safe and in good repair
  • Infrastructure for Jobs and Prosperity Act, 2015, O. Reg. 588/17
  • Requirements to develop Asset Management Plan (AMP) by July

1, 2021 for Core Assets and by July 1, 2023 for all assets

  • Environmental Assessment Act, R.S.O 1990, c.E.18
  • All capital works projects must be completed in accordance with

Act and more specifically the Municipal Class Environmental Assessment Process

  • Ontario Underground Infrastructure Notification System Act, 2012
  • As of June 19, 2014, every municipality required to be member of

Ontario One Call

  • County must respond to all locate requests within 5 days and

respond to emergency within two hours

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SLIDE 19

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

19

Discretionary Programs

Road Operations

  • Fleet Management
  • Manage County’s fleet for most County departments including repair,

maintenance, acquisition of vehicles, off-road and specialized equipment, CVOR inspections and safety inspections

  • Surface Treatment
  • County crews and equipment surface treat roadways for both

County and member municipalities

  • Well established program that results in over 120 km of roadways

completed annually with significant cost savings for County and municipalities

  • Road Safety
  • Maintenance of safety features within the County ROW such as

Community Safety Zones, traffic calming areas, pavement markings, signage, etc. above and beyond requirements in MMS

  • Gravel Pits
  • County owns four licensed gravel pits and one closed gravel pit
  • Aggregate is used for road construction and maintenance resulting

in cost savings

  • Special Events Road Closures
  • Work with local municipalities and police services on temporary

closures of County Roads for special events

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SLIDE 20

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

20

Discretionary Programs

Project Engineering

  • Pavement Rehabilitation and Maintenance
  • Paving, surface treatment, crack sealing, microsurfacing,

reconstruction of 503 km of County Roadway

  • Requirement to keep roads safe and in good repair
  • Bridge Rehabilitation and Maintenance
  • Rehabilitation and replacement of 112 structures over

3m span and 19 retaining walls and thousands of small culverts

  • Requirement to keep bridge safe and in good repair
  • Traffic Safety Measures
  • Design and construction of roadside safety devices,

traffic signals, signage and other traffic safety initiatives

  • Service Expansion
  • Growth related improvements as a result of master

plans, EA’s, development, etc.

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SLIDE 21

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

21

Quick Facts

70

Vehicles

45

Pieces of large equipment

5,000

Traffic signs

18

Traffic signals

503

Kilometers of roadways

12-15

Kilometers paved annually vs service level target of 20+ Transportation $0.20 per budget dollar

Provides for road and bridge rehabilitation, winter control, maintenance of roads, tree/brush removal, fleet management, roadside safety, storm water management

185

Kilometers cycling route / paved shoulders

45

Bridges

63

Streetlights

68

Culverts over 3 metres

4

Roads Depots

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SLIDE 22

Transportation Budget Overview

(k$) 2019 2020 Change Notes Revenue Levy 17,873 18,102 1.3% Gas Tax 2,582 3,082 19.4% One-time doubling, $500K annual increase Grants 717 801 11.7% Modernization, OCIF Other 1,387 1,584 14.2% Surface treatment, I/P GIS recovery 22,559 23,569 Expenditures Construction 13,560 16,597 22.4% $500K annual increase, carryovers Winter 2,566 2,970 15.7% IP – Sand & salt, season ext. Maintenance Buildings & 1,909 2,082 9.1% Equipment Other Operating 5,152 5,011 (2.7%) Reserves (628) (3,091) 392.2% Significant carryovers 22,559 23,569

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

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Issue Paper Amount Funding #1

Equipment Replacement Strategy $660,000 Levy – Base

#2

Roads Winter Operations Funding Strategy $350,400 Levy - New

#3

GIS Coordinator $89,602 $6.3K Levy – New $83.3K Shared Services Recovery

#4

Transportation Funding Strategy $500,000 Federal Gas Tax

Issue P aper Summary

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SLIDE 24

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Issue Paper 1 Overview

Equipment Replacement Strategy

  • The County has 70 pieces of equipment for road

maintenance and construction including snow plows, graders, loaders, backhoes, and pick-up trucks

  • Transportation Services Division has developed a

sustainable 10-year equipment replacement strategy

  • In 2020, propose to replace:
  • 1 2006 Sterling Combination Snow Plow ($310,000)
  • 1 2007 Etnyre Chip Spreader ($335,000)
  • 1 Equipment & Vehicle Diagnostic Scanner ($15,000)
  • Financial impact $660,000

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

24

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SLIDE 25

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

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Issue Paper 2 Overview

Roads Winter Operations - Funding Strategy

  • Severity, nature, number and timing of winter events has changed
  • Currently 9 seasonal staff conduct Winter Operations from

November 1 - March 31

  • Extension of Winter Operations Staff until April 30 to abide by the

Minimum Maintenance Standards ensuring sufficient staffing levels with no call-backs

  • Increase the Winter Operations budget to accurately reflect

material usage and cost increases

  • Last 3 years have shown increased expenditures for Sand/Salt

material ~$200,000 each winter season based on volume

  • Increased Sand & Salt pricing
  • Financial Impact: $350,400
  • Extension of Seasonal Winter Operations staff $50,400
  • Winter Operations Salt & Sand $300,000
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SLIDE 26

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

26

Issue Paper 3 Overview

GIS Coordinator

  • Request for 1 full-time GIS Coordinator
  • Increased GIS requirements from County Departments and Member

Municipalities

  • Interest in additional GIS services expressed by members of the

Northumberland GIS Co-operative

  • Council Report July 2019 approved to engage with all Member

Municipalities to identify interest/need for dedicated on-going GIS support

  • Position will provide efficiencies for the County and member municipalities
  • Shared resource means a GIS position may not be necessary in each

municipality

  • Cost sharing for ESRI Licensing with enhanced features to allow for

development of Apps, etc.

  • Compiled data in one location allows for easy access to staff, consultants,

developers, as well as for development of asset management plans

  • Annual salary for a GIS Coordinator, inclusive of benefits is estimated at

$89,602. It is anticipated that 93% of salary costs will be shared by municipalities through GIS shared services agreements

  • Financial impact $6,300
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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

27

Area Description Annual Need

Road Rehabilitation and Maintenance Paving, surface treatment, crack sealing, microsurfacing, reconstruction of 503 km of County Roadway $12.4M Traffic Safety Measures Maintenance and upgrades to roadside safety devices, traffic signals and signage and other traffic safety initiatives $930k Bridge Rehabilitation and Maintenance Rehabilitation and replacement of 112 structures over 3 m span, 19 retaining walls and thousands of smaller culverts $2.4M Service Expansion Growth related improvements as a result of master plans, EAS, development, etc. $3.0M TOTAL $18.7M

Issue Paper 4 Overview

Transportation Funding Strategy

  • Continuation of multi-year budget strategy
  • Supports road and bridge rehabilitation and maintenance, safety measures & growth

related impacts

  • Include recommendations from the Transportation Master Plan, traffic studies and various

Environmental Assessments (EA’s) completed over the past few years

  • Construction target based on identified needs $18.7M; the 2020 base budget is $11.6M
  • In light of additional Gas Tax funding received in 2019 and other budgetary levy

pressures, the proposed $500,000 increase will be financed solely by gas tax funds

  • This will impact the base levy financing going forward as it will not include the levy

increase from 2020

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SLIDE 28

Facilities Services Division

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SLIDE 29

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

29

Core Services

  • Construction & Project Management
  • On call 24/7 365 days/ year emergency

maintenance service for social housing & corporate buildings

  • Building Preventative Maintenance
  • Full Service Building Operations
  • Emergency Systems (fire and security systems &

door access)

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SLIDE 30

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

30

Mandatory Programs

Facilities Services Division

  • Repairs and maintenance which includes:
  • Life safety work
  • Plumbing
  • Security
  • Electrical
  • HVAC
  • Paint & Drywall
  • Landscaping
  • Snowplowing
  • Develop fire plans for each County building as legislated by Ontario Fire

Code

  • Conduct fire drills for all housing and corporate building as legislated by

Ontario Fire Code

  • Monitor utilities for all County buildings
  • Ensure facilities staff and contractors operate within the Ontario

Occupational Health and Safety Act and Regulations and take all necessary training

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SLIDE 31

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

31

Discretionary Programs

Facilities Services Division

  • Prepare 10 year Capital Plans for all County Buildings
  • Implement Capital work for all County Buildings
  • Ensure facilities staff have the proper training/education

to keep current in their field

  • Implementation of the energy green projects
  • Accessibility improvements to all County buildings
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SLIDE 32

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

32

Quick Facts

3

Corporate Buildings

344

Total Housing Units (303 apartments + 41 townhouses)

14

Social Housing Buildings

3

Waste Sites (Brighton, Bewdley and Seymour)

1

Agri-Food Venture Centre Plant

Facilities Division

Completes on average minimum of 2800 annual maintenance Work Orders

4

Roads Depots

3

Joint Emergency Bases

1

Material Recovery Facility

6

Paramedic Bases

4

Roads Depots

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SLIDE 33

Facilities Budget Overview

(k$) 2019 2020 Change Notes Revenue Levy 447 670 49.9% Change in capital, Roseneath base debt Rent 971 972 0.1% Internal Charges 2,462 2,424 (1.5%) 3,880 4,066 Expenditures Operating 3,878 3,904 0.7% Tech position I/P , Roseneath debt servicing, staff/Int allocation offsets Capital 1,697 175 (89.7%) TH build Reserves (123) (13) (89.4%) Carryover change – 555 carpet, 860 windows Long Term Debt (1,572) (100.0%) TH build 3,880 4,066

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

33

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SLIDE 34

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

34

Issue Paper Amount Funding #1

Corporate Buildings Strategy $135,000 Levy – Base

#2

Facilities Maintenance Technician ($33,000) Levy savings

Issue P aper Summary

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SLIDE 35

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

35

Issue P aper 1 Overview

Corporate Buildings

  • Facilities Department developed a 10-year sustainable capital

plan for each County building

  • The proposed 2020 Facilities Budget identified maintenance

and/or upgrades to the following Corporate Buildings:

  • 860 William St., Cobourg: Carpet Replacement in POA

($60,000)

  • 600 William St., Cobourg: Interior Lighting Upgrades

($25,000)

  • 555 Courthouse Rd., Cobourg: Exterior Wood Refinishing

($50,000)

  • Financial Impact $135,000
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SLIDE 36

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

36

Issue P aper 2 Overview

Maintenance Technician

  • Request for 1 full-time Maintenance Technician
  • Currently 5 Maintenance Technicians with the following expertise:
  • HVAC, painting, general maintenance, locksmith/security and housing liaison
  • Another Technician is proposed due to increasing demands of the current

Maintenance Technicians regarding:

  • addition of new County facilities
  • Regulations (including Fire Code, Health and Safety Inspections)
  • significant Security, Alarm and locksmith work is regularly contracted out – in

2018/2019 majority of this work completed in house – cost savings, improved response time and greater efficiencies

  • Recommendation – 1 existing Technician be reassigned to carry out Security,

Alarm and locksmith work in house - previously contracted out

  • Financial Impact - Levy Savings $25,000+ per year
  • Average annual Contract cost = $135,000.00
  • Total new Maintenance Technician & Materials cost = $110,000.00
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SLIDE 37

Major Capital Projects Division

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2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

38

Core Services

Discretionary Services

  • Project Management of Major Capital Projects
  • Initiate, plan, budget and execute design and construction of

complex infrastructure projects requiring specialized disciplines

  • Project management, includes active involvement in design and

construction phases:

  • Provide technical/financial expertise
  • Advise/guide consultants to ensure County’s best interests
  • Coordinate with internal and external stakeholders
  • Project Examples:
  • Golden Plough Lodge and Northumberland County Archives &

Museum Redevelopment

  • Trent Hills Fire/Paramedic Base
  • Elgin Park Redevelopment (Affordable Housing)
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SLIDE 39

39 39

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

Quick Facts

1

Long-Term Care Redevelopment Project and Archives & Museum

2

Affordable Housing Projects

  • Elgin Park Redevelopment

converting 18 units to 40 units

  • Ontario Street Development - new

units

3

Replacements of emergency bases (fire/paramedic) Major Capital Project Division Will have several

  • ther infrastructure

projects on the horizon in the next 10-15 years

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SLIDE 40

GPL R edevelopment (Major Capital Projects)

(k$) 2019 2020 Change Notes Revenue Levy 1,791 1,457 (18.6%) Grants 250 MOHLTC funding 1,791 1,707 Expenditures Operating 419 524 25.1% Construction financing Capital 2,057 15,058 632.0% Class C estimate Reserves (685) (5,171) 654.9% Max out Long Term Debt (8,704) Capital costs less reserves 1,791 1,707

40

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

40

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SLIDE 41

Corporate Services Department

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SLIDE 42

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

42

Core Services

  • Legislative Services
  • Natural & Cultural Heritage
  • Occupational Health, Safety & Emergency

Planning

  • Human Resources & Payroll
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SLIDE 43

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

43

Mandatory P rograms

Legislative Services

  • Municipal Act
  • Municipal Conflict of Interest Act
  • Planning Act
  • Municipal Freedom of Information and

Protection of Privacy Act

  • Commissioners for Taking Affidavits Act
  • County Procedural By-Law
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SLIDE 44

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

44

Mandatory P rograms

Natural Heritage

  • Forest Conservation By-Law
  • Weed Control Act
  • Endangered Species Act; Fish & Wildlife Conservation Act;

Forestry Act; Highway Traffic Act; Migratory Bird Conventions Act; Motorized Snow Vehicles Act; Oak Ridges Moraine; Conservation Act; Occupiers Liability Act; Off-Road Vehicles Act; Species at Risk Act; Trespass to Properties Act; By-Law 31-09 Camping and Alcohol; By-Law 21-10 County Forest Land Use and Recreation

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SLIDE 45

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

45

Mandatory P rograms

Information Management & Cultural Heritage

  • Ontario Municipal Act
  • Municipal Freedom of Information and Protection of

Privacy Act

  • Personal Health Information and Protection Act
  • Personal Information Protection and Electronic

Documents Act

  • General Data Protection Regulation
  • Northumberland County By-Law 27-12
  • Education Act
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SLIDE 46

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

46

Mandatory P rograms

Health Safety & Emergency Planning

  • General Safety Rules
  • Joint Health and Safety Committees
  • Hazard Identification
  • Accident Investigation / Injury Reporting
  • Early Safe Return to Work Program
  • Modified Work
  • Worker Rights
  • Work Refusal
  • Infection Control
  • Personal Protective Equipment
  • Lockout-Tag-out
  • Confined Space
  • Hot Work
  • Visitor / Contractor
  • Preventative Maintenance
  • WHMIS
  • Air Quality
  • Working at Heights
  • Musculoskeletal Disorders Prevention Program
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SLIDE 47

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

47

Mandatory P rograms

Emergency Planning

  • Assign and train a Community Emergency Management Coordinator
  • Develop an Emergency Management Program Committee
  • Adopt an Emergency Management Program by By-law
  • Maintain a Community Risk Profile
  • Maintain an Emergency Response Plan
  • Adopt the Emergency Response Plan by By-law
  • Maintain an Emergency Operations Center and appropriate

communications

  • Maintain a list of Critical Infrastructure Identification
  • Annual Community Control Group training
  • Annual Community Control Group exercise
  • Designation of the Emergency Information Officer
  • Maintain a Public Education Program
  • Annual review of the Emergency Management Program
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SLIDE 48

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

48

Mandatory P rograms

Human Resources & Payroll

  • Remittance of
  • Employment Insurance
  • Canada Pension Plan
  • OMERS
  • Employment Health Tax
  • Workplace Safety Insurance Board
  • Ontario Employment Standards Act
  • Labour Relations Act
  • Ontario Human Rights Code
  • Occupational Health & Safety Act
  • Pay Equity Act
  • Accessibility for Ontarians with Disabilities Act and

Regulation.

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SLIDE 49

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

49

Discretionary Programs

Archival & Museum & Natural Heritage

  • Curatorial
  • Collections Management
  • Care of Collections
  • Customer Research Services
  • Education, programming & outreach
  • Exhibition Development
  • Hiking, walking, snowshoeing, cross-country skiing
  • Mountain biking, horseback riding, dog sledding
  • Off-road motorcycling, ATVing, snowmobiling
  • Plant and wildlife viewing
  • Hunting
  • Recreation infrastructure
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SLIDE 50

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

50

Discretionary Programs

Health, Safety & Emergency Planning

  • Health & Wellness
  • Lunch & learn, healthy snack program, mental

health education

  • Occupational Health Services
  • Committees
  • Emergency Management Committees
  • Emergency Management publications/advertising

Human Resources & Payroll

  • Corporate Training & Development
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SLIDE 51

Quick Facts

5,424

Acres multi-use forest

113

Kilometers recreational forest trails Legislative responsibilities to provide a disaster resilient community and emergency management program Mandatory duties relevant to occupational health and safety legislation Legislative duties under Accessibility for Ontarians with Disabilities Act Statutory duties assigned to the Clerk under the Municipal Act

Corporate Services

$0.03 per budget dollar Provides for Human Resources, Emergency Planning/Health & Safety, Accessibility, Clerk & Archives/Records and Forest Management services inclusive of staff recruitment, payroll and benefit administration, training, and development, union negotiations, public meetings records/minutes, records retention, forest and trail management

418

  • Approx. full-time

equivalent County employees

599

Full and part-time County employees

6

Unions

125

  • Approx. annual

recruitments (internal & external)

1,500

  • Approx. resumes

received annually

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SLIDE 52

Corporate Services Budget Overview

(k$) 2019 2020 Change Notes Revenue Levy 1,762 1,965 11.5% Grants 100 Modernization funding Other 196 190 (3.1%) Internal 1,668 1,665 (0.2%) Charges 3,626 3,920 Expenditures Operating 3,591 3,853 7.3% Modernization, Lean training, Issue Papers Capital 11 (100.0%) NH - UTV Reserves 24 67 179.2% Change in carryover/projects 3,626 3,920

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

52

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SLIDE 53

Issue Paper Amount Funding #1 Addressing Liabilities & Safety Concerns in County Forest $32,907 Levy - New #2 Conservation Stewardship Technician $66,698 $42.7K Levy – Base $24K Reserves

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

53

Issue P aper Summary

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SLIDE 54

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

54

Addressing Liabilities and Safety Concerns within the Forest

Issue P aper 1 Overview

  • Liability issues along the forest boundary and under the hydro line:
  • Vandalism
  • Accidents and trail user conflicts
  • Illegal hunting & dumping
  • Fireworks
  • Camping
  • Motorized vehicle racing
  • Damage to sensitive habitat and species
  • Illegal tree removal
  • Paint ball games
  • Illegal construction of ramps and trail creation
  • Encroachment
  • Costs for surveying, fencing, gating, signage, education pamphlets
  • Financial Impact $32,907
  • Under Hydro Line Costs $3,907 (2020); $9,805 (2021/22)
  • Boundary Costs $14,000 one-time (2020)
  • Boundary Costs $15,000 annual transfer to reserve capped $70,000
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SLIDE 55

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

55

Conservation Stewardship Technician

Issue P aper 2 Overview

  • Contract for a Conservation Stewardship Technician
  • 2020 half year, 2021 full year and 2022 half year
  • Tasks are environmental focused and include:
  • Site restoration planning and on the ground stewardship work
  • Special Management Zone restoration (Forest/Wetland/Tall Grass)
  • Habitat and species monitoring
  • Species at risk surveys
  • Enforcement and Weed Bylaw assistance
  • Volunteer, trail and forestry assistance
  • Education and outreach of the ecology of the Forest
  • Inventories of plants and animals
  • Manage globally rare ecosystem present in NCF
  • Financial Impact $66,698
  • Staffing $42,702 financed timber revenue

surpluses

  • Capital and operating $23,996 financed

Forest reserve

  • $74,437 (2021) and $39,747 (2022)

anticipate financing from future year timber revenue surpluses and reserve

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SLIDE 56

Information Technology Department

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SLIDE 57

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

57

Core Services

Discretionary Services

  • Strategic IT Leadership
  • IT Infrastructure Management
  • Helpdesk & Technical Support
  • IT Security
  • Managed Services Provider (5)
  • Technology Innovation
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SLIDE 58

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

58

5

Shared services contracts for County IT support services (Cobourg and Port Hope Police / Cramahe and Hamilton Townships / Municipality

  • f

Port Hope)

Quick Facts

10

Information Technology Staff

3.2

FTE dedicated to shared services support

75

IT projects in 2019

Information Technology

$0.02 per budget dollar Provides strategic technology leadership, helpdesk & technical support, technological innovation, IT security and IT infrastructure management services.

55

Support locations

800

Supported users

1000

Computing devices

450

Average support tickets / month

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SLIDE 59

Quick Facts

2019 Service Desk Performance Metrics Response Time Avg Response Time SLA % Resolution Time SLA % Resolution Time Avg Priority Critical 0:04 100.00% 0:04 100.00% High 0:26 62.50% 9:29 50.00% Medium 0:21 68.75% 32:59 78.13% Low 0:30 99.53% 43:35 84.22% Planning Service Level Targets Response Time Resolution Time Critical within 10 minutes 98% within 4 hours High 98% within 7 hours Medium within 30 minutes 95% within 2 days Low within 1 working day within 20 minutes 95% within 5 days Planning within 1 working day Negotiated

Major IT Projects Performance Metrics Total Projects Not Started Year Completed In Progress Delayed Cancelled

2018 76 33 10 19 6 8 2019 75 35 11 11 2 16

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

59

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SLIDE 60

(k$) 2019 2020 Change Notes Revenue Internal Charges 1,834 2,051 11.8% Grants 278 Modernization funding Other 262 266 1.5% 2,096 2,594 Expenditures Operating 1,967 2,518 28.0% Modernization exp, I/P staffing (2 FTE), IT commitments transferred from other Dept budgets, various

  • dept. IT projects identified for 2020

Capital 195 VDI, Server/SAN Reserves 129 (119) (192.2%) Transfer to – Tech & Digital Strategy, offset by from - Server/SAN, council video, VDI, network redundancy, Office 365) 2,096 2,594

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

60

IT Budget Overview

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SLIDE 61

Issue Paper Amount Funding #1 Manager of IT Security & Infrastructure $72,284 Levy - New #2 IT Infrastructure Upgrades $150,000 Reserves #3 Creation of Digital Strategy Fund $50,000 Reserves #4 Transfer Records Management Function to IT $21,750 Levy - New

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

61

Issue P aper Summary

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SLIDE 62

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

62

Issue P aper 1 Overview

Manager of IT Security & Infrastructure

  • Aligns with Goal #4 of IT Strategy

2018, Organizational redesign

  • Aligns with SMARTnorthumberland’s

action item “Building the digital infrastructure”

  • Dual responsibility role:
  • Infrastructure – design and

ensure the efficient and effective

  • perations of the County networks

and data centre

  • Security – oversee the County’s IT

security strategy

  • Financial Impact:
  • 2020 = $72,284 (1/2 of full year)
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SLIDE 63

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

63

Issue P aper 2 Overview

IT Infrastructure Upgrades

  • Per the County’s 10-year IT Infrastructure

Replacement Plan, the County’s Server/SAN infrastructure needs to be upgraded in 2020

  • One of the main components of the IT

infrastructure

  • Houses all virtual servers (>40) and all

data storage

  • Vital for business continuity
  • Pre-approval received from Council in

October 2018

  • RFQ awarded
  • Financial Impact $206,000
  • Financed IT Reserve
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SLIDE 64

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

64

Issue P aper 3 Overview

Creation of Digital Strategy Fund

  • Supports the

SMARTnorthumberland Digital Strategy

  • Funds to assist with providing

initial financing for transformational or innovative technology projects in the County

  • Financial Impact $50,000
  • Reallocation of annual

contribution Tech Reserve to new Digital Strategy Fund

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SLIDE 65

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

65

Issue P aper 4 Overview

Transfer oversight of the Records Management Function to IT

  • Hire new Records Management

Coordinator

  • Tight integration currently exists

between records management and information technology

  • Similar goals and similar processes
  • Transferring oversight to IT supports

the critical relationship between the two fields

  • Financial Impact $21,750 (1/4 of full

year)

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SLIDE 66

Finance Department

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SLIDE 67

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

67

Core Services

Mandatory Services

  • Financial planning & reporting (internal & external)
  • Tax policy
  • Collection/investment of revenues
  • Processing payment of expenditures and debt
  • Procurement
  • Asset management
  • Provincial offences fines & trials

Discretionary Services

  • Risk management
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SLIDE 68

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

68

Quick Facts

$127M

2020 Budget (cash based)

$61M

Financial assets managed

1,800+

Capital assets

26,000+

  • Approx. annual

invoices processed for payment

50

  • Approx. tenders and

rfp’s issued annually

Finance, Procurement & POA

$0.02 per budget dollar Provides for Finance, Procurement, Risk Management and Court Services inclusive of financial reporting, budgeting, asset management, investments, contract management, legal claims management, internal controls, and Provincial Ministry reporting

12,000

  • Approx. annual POA

charges administered per year

2,400

  • Approx. matters to

trial

2,500

  • Approx. charges to

resolution meetings with County Prosecutor

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SLIDE 69

Finance Budget Overview

(k$) 2019 2020 Change Notes Revenue Interest 988 1,078 9.1% Actuals POA 1,500 1,500 0.0% Other 20 20 0.0% Internal Charges 1,795 1,827 1.8% 4,303 4,425 Expenditures Operating 3,407 3,398 (0.3%) Reserves 896 1,027 14.6% Int Income less fees 4,303 4,425

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

69

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SLIDE 70

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

70

Issue P aper Summary

  • No Issue Papers in 2020 Budget
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SLIDE 71

Communications Department

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SLIDE 72

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

72

Core Services

Mandatory Services

  • Emergency communications

Discretionary Services

  • Strategy & planning
  • Campaign management (marketing & advertising)
  • Event management
  • Media & monitoring
  • Speech writing
  • Grant writing
  • Branding & creative services
  • Internal communications
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SLIDE 73

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

73

Quick Facts

  • 13 media outlets monitored (daily)
  • e.g. weekly newspapers, local blogs, television & radio websites
  • ~20 events managed/supported
  • e.g. Roseneath Base Grant Opening; Oaktober in the Forest;

Grafton EarlyON Grand Opening; Wounded Warrior launch

  • ~20 communications campaigns executed
  • e.g. Beagle Club harvesting closures; Digital Strategy Survey; GO

Transit Survey; Natural Heritage System Plan info sessions

  • ~75 layout and design projects completed
  • e.g. 2019-2023 Strategic Plan; 2018 Annual Report; Digital

Strategy; staff newsletters; weekly County News ads

  • ~80 sets of remarks drafted
  • ~50 media releases generated coverage of key

messages

  • $250k funding & $120k interest-free loans secured
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SLIDE 74

(k$) 2019 2020 Change Notes Revenue Internal Charges 414 401 (3.1%) 414 401 Expenditures Operating 456 401 (12.1%) Cust serv, HR video, staff survey in 2019 Capital Reserves (42) (100.0%) Cust serv, HR video, staff survey in 2019 414 401

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

74

Communications Budget Overview

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SLIDE 75

2020 Draft Budget & Long-term Plan

Overview: February 12, 2020

75

Issue P aper Summary

  • No Issue Papers in 2020 Budget
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SLIDE 76

Day 1 – Wrap up