Public Works Committe e e (PW- Engineering & Engineering & - - PowerPoint PPT Presentation

Joint meeting of the Joint meeting of the Engineering & Engineering & Public Works Committe Public Works Committee

e (PW-

(PW-3-2015) 3-2015)

and and Corporate & Emergenc Corporate & Emergency Services Committee y Services Committee (CE

(CES-3-2015)

• 3-2015)

February 18, 2015

User Fees and Urban Service Area Charges increase for 2015 Capital Budget for 2015 10-Year Capital Forecast Contributions to Reserves in 2015 10-Year Contribution to Reserves 10-Year Infrastructure Deficit

2

1.4% $10 M $137 M $4.8 M $57.6M ($43.3M)

Increase in Forecast Reserves after 10 years External Debt Repayment in 2015 External Debt Reduction Forecasted

• ver 10 years (principal)

Internal Debt Repayment in 2015 Internal Debt Forecasted over 10 years (principal)

• $43 M

+$23 M $7.8 M

3

$0.5 M +$28 M

Account Category 2015 Net Levy Increase/ (Decrease) Category Yr-over-Yr Change % Net Levy Impact Total Expenditures $249,001 1.0% 2.3% Total Revenue Sources (88,186) 0.6% (0.8%) Net Levy Impact 160,815 1.5% Assessment Growth (84,012) (0.8%) Net Levy Impact After Growth $76,803 0.7%

1% levy = $105.0 k

Net Levy below guideline of 3.5%

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 17

Water Services 2014 2015 User Fee 52.89 $ 54.10 $ 2.3% 1.21 $ Urban Service Area Charge 13.92 $ 14.13 $ 1.5% 0.21 $ Total 66.81 $ 68.23 $ 2.1% 1.42 $ Wastewater Services 2014 2015 User Fee 53.47 $ 54.04 $ 1.1% 0.57 $ Urban Service Area Charge 33.70 $ 33.83 $ 0.4% 0.13 $ Total 87.17 $ 87.87 $ 0.8% 0.70 $ Combined Water & Wastewater Services 2014 2015 User Fee 106.36 $ 108.14 $ 1.7% 1.78 $ Urban Service Area Charge 47.62 $ 47.96 $ 0.7% 0.34 $ Total 153.98 $ 156.10 $ 1.4% 2.12 $ Year-over-Year Increase (Decrease) Year-over-Year Increase (Decrease) Monthly Impact on Typical Residential Household (20 cubic metres per month & house assessed at $200,000) Year-over-Year Increase (Decrease)

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In 2014 and proposed for 2015, the increase in monthly charges is less than the construction index which has averaged 2.1% in 2013 and 1.9% in 2014.

Historical Review

• f Rates & Taxes

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BMA Municipal Study 2014, pages 369-371

2013

• Est. Avg.

Household Income Ranking 2013

• Est. Avg.

Household Income 2014 Residential Water/ Wastewater Costs 200 m3 2014 Water/ Wastewater as a % of Household Income 2014 Water/ Wastewater Burden Ranking

Gravenhurst Low $71,130 $1,110 1.6% High Huntsville Mid $85,984 $1,110 1.3% High Bracebridge Mid $85,045 $1,110 1.3% High Average $93,038 $858 1.0% Median $86,773 $821 1.0% Minimum $55,056 $354 0.3% Maximum $174,855 $1,520 1.8%

Consumption Levels

• Decline in consumption levels since

2005.

• Conservation efforts is one factor.
• Weather also has an impact.
• 2015 consumption target is 2.75

million cubic metres (down 3.2%).

• Consistent with 2013 levels.
• Just less than the four-year

average.

• 84% of the combined rate increase

due to consumption drop.

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 2

500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 Cubic Metres Year

Water Billed Consumption by Year

 Operating expenses, net of support services,

are 0.6% above 2014

 Personnel increases = 1% or $49k  Purchased Services increases = 4.8% or $80k  Finance Charges/Reserves increases = 1.3% or

$168k

 Net Support Services decreases = 4.7% or $84k

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 10

 Personnel increase = $160,011

• Wage settlement = 2%
• Shifting labour to water services from wastewater
• Reclassification and new student = $16k
• Reallocation of Engineering administration, design and

facilities services = ($44k)

 Purchased Services decrease = $58,735

• Subcontractor costs fluctuate year to year based on

preventative maintenance scheduled

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 9

Budget Drivers – Water

 Finance Charges and Reserves increase = $74,428

• Debt repayments decreasing by $77k
• Reserve contribution increased by $123k to offset drop in

debt repayments plus construction index

 Net Service Charges decrease = $24,120

• Realignment of Engineering administration costs is main

factor

 Revenue increase = $69,477

• User fees increasing $70.7k

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 9

Budget Drivers – Water

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 15

 Personnel decrease = $111,306

• Wage settlement = 2%; overtime increase for Port Carling

WWTP

• Shifting labour from wastewater services to water = ($116k)
• Reclassification and new student = $16k
• Reallocation of Engineering administration, design and

facilities services = ($61k)

 Purchased Services increase = $138,470

• Subcontractor costs fluctuate year to year based on

preventative maintenance scheduled = $53k

• Biosolids removal costs (haulage) increasing to reflect

actuals = $43k

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 14

Budget Drivers – Wastewater

 Finance Charges and Reserves increase = $93,088

• Debt repayments increasing by $193k
• Tax write-offs increasing to reflect actuals $56k
• Reserve contribution decreased by $157k to offset drop in

debt repayments less construction index

 Net Service Charges decrease = $60,000

• Recovery for supernatant treatment from Hauled Sewage
• Realignment of Engineering administration costs is main

factor

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 14

Budget Drivers – Wastewater

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• Total 10-year Draft Capital Budget &

Forecast is projecting $31.1 million in gross expenditures (2014 - $34.6)

• The largest source of funding continues

to be from the internal reserve funds at $17.3 million (2014 - $23.6)

• Sustainable Infrastructure at $9 million
• Development Charges Revenue:
• $2.1 million in 2015
• $8.2 million in 2014
• There are no shortfalls in development

charges revenue assumed in the 10- year forecast that require financing through internal debt over the next 10 years.

2015 Capital Financing - Water

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 18

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Land & Site Improvements $5.9 Distribution $112.9 Treatment $63.9 Machinery & Equipment $32.2 Total Cost $214.9 Water: 2013 TCA Historical Costs

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Major Water Projects 2016 – 2019

Project Program Budget Bracebridge 431020 BB James from MacDonald to Ann Replacement - Upgrade 540,000 Huntsville 432012 HV WTP Phase III Plant 3,000,000 MacTier 432015 MT WTP Modifications Plant 1,900,000 Bala 434009 BALA Repair/Paint Tower 2015 Reservoir 800,000 Port Carling 434010 PC Repair/Paint Tower Reservoir 800,000 Port Severn 432022 PS WTP Rehabilitation Plant 1,000,000 Subtotal Expenditures $8,040,000 Remaining Expenditures 6,020,000 Total Capital Project Expenditures $14,060,000

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 20

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Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 21

Project Program Budget Bracebridge 431024 BB Spencer from Andrea to Santa's Village Rd Replacement - Upgrade 600,000 432039 BB WTP Rehabilitation Plant 2,000,000 434016 BB Ecclestone Dr Reservoir & Pumping Station Reservoir 500,000 Gravenhurst 432031 GH Filter Underdrains & Scour System Plant 1,500,000 434005 GH Repair/Paint Fairview Tower Reservoir 800,000 434006 GH Repair/Paint Beach Road Tower Reservoir 800,000 Subtotal Expenditures $6,200,000 Remaining Expenditures 8,344,000 Total Capital Project Expenditures $14,544,000

Major Water Projects 2020 – 2024

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2015 Capital Financing - Wastewater

• Total 10-year Draft Capital Budget & Forecast

is projecting $105.7 million in gross expenditures (2014 - $78.9)

• The significant increase is due to the

Mountview and Golden Pheasant plants in Huntsville

• Infrastructure Funding Deficit is $43 million

which is grant funding necessary to proceed with Huntsville project

• Internal reserve funds are financing $26.3

million from Wastewater capital and Environmental reserves

• Borrowing from Debt Reduction is $19.3

million to finance Huntsville project

• Sustainable infrastructure is $10.1 million
• Development Charges Revenue reduced to

$5.6 million ($29.8 million in 2014)

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 23

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Land & Site Improvements $8.9 Collection $124.8 Treatment $81.7 Machinery & Equipment $52.5 Total Cost $267.9 Wastewater: 2013 TCA Historical Costs

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Major Wastewater Projects 2015

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 24

Project Program Budget Bracebridge 413018 BB Beaumont Dr SPS Pumping Station $1,400,000 413101 BB Dill St SPS Upgrades Pumping Station 1,200,000 411086 BB Taylor from Toronto to Front Replacements/Upgrade 500,000 412020 BB Lagoon Lane STP Headworks Plant 500,000 Subtotal Expenditures $3,600,000 Remaining Expenditures 4,015,000 Total Capital Project Expenditures $7,615,000

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Major Wastewater Projects 2016 – 2019

Project Program Budget Bracebridge 413018 BB Beaumont Dr SPS Pumping Station $1,200,000 413050 BB Sewer & Forcemain Robert Dollar Dr Pumping Station 500,000 412020 BB Lagoon Lane STP Headworks Plant 6,500,000 412037 BB Lagoon Lane STP Control Building Plant 1,400,000 412058 BB Lagoon Lane Sludge Cleaning Repairs and Maintenance - Plant 600,000 Huntsville 413105 HV Hodges Lane SPS Upgrade Pumping Station 850,000 412061 HV GP STP Alkalinity Control Plant 600,000 412066 HV GP Expand/Upgrade to Receive MV Plant 25,000,000 412067 HV Forcemain from MV to GP Plant 5,000,000 412068 HV MV STP Convert to SPS & Decommission Plant 20,000,000 412069 HV GP Upgrade Future Plant 15,000,000 Gravenhurst 412063 GH STP Replace Blowers Phase II Plant 500,000 412065 GH STP Headworks/Flow Monitoring Plant 500,000 Port Carling 411099 PC Forcemain West St SPS to Medora Replacements/Upgrade 800,000 Port Severn 412026 PS STP Upgrade Plant 1,000,000 Subtotal Expenditures $79,450,000 Remaining Expenditures 7,960,000 Total Capital Project Expenditures $87,410,000

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 25

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Major Wastewater Projects 2020 – 2024

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 26

Project Program Budget Huntsville 413077 HV Twin Hodges PS Forcemain Pumping Station 1,500,000 Subtotal Expenditures $1,500,000 Remaining Expenditures 9,240,000 Total Capital Project Expenditures $10,740,000

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2014 Budget 2015 Budget Water Operations Water Capital $2,600,000 $2,723,000 Wastewater Operations Wastewater Capital 2,300,000 2,143,000 Total $4,900,000 $4,866,000 Budget Contribution Fund

2015 2015 2015 2015 2015 Opening Balance Commitments Transfers In Interest Closing Balance Fund

(over-committed)

Water Capital $4,299,501 ($2,214,000) $2,723,000 $101,038 $4,909,539 Wastewater Capital 4,220,722 (3,475,894) 2,143,000 99,187 2,987,015 Environmental 2,234,083 (2,178,068) 2,500,000 52,501 2,608,516 Sustainable Infrastructure 1,731,984 (2,400,000) 1,714,739 40,702 1,087,425 Total $12,486,290 ($10,267,962) $9,080,739 $293,428 $11,592,495 Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 29

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BMA Municipal Study 2013, pages 378-379

Muskoka is below comparator group

2012 Water Reserves 2012 Total Water Own Source Revenues 2012 Closing Amortization Water Water Reserves as % Total Water Own Source Revenues Water Reserves as % Closing Amortization Water Muskoka $4,778,549 $12,259,059 $71,288,720 39.0% 6.7% Average * 70.8% 18.9% Median* 68.7% 16.7% Minimum* 26.8% 6.2% Maximum* 168.2% 44.5%

*Comparison of upper-tier municipalities

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2019 – 2020 Reserve Fund reaches average of survey

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BMA Municipal Study 2013, pages 380-381

2012 Wastewater Reserves 2012 Total Wastewater Own Source Revenues 2012 Closing Amortization Wastewater Wastewater Reserves as % Total Water Own Source Revenues Wastewater Reserves as % Closing Amortization Wastewater Muskoka $7,958,234 $13,985,750 $92,646,916 56.9% 8.6% Average * 73.8% 15.0% Median* 67.4% 19.7% Minimum*

• 40.8%
• 19.7%

Maximum* 208.1% 28.5%

Muskoka is below comparator group

*Comparison of upper-tier municipalities

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Reserve Fund does not reach survey average over the forecast period

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(4,000,000) (2,000,000) 2,000,000 4,000,000 6,000,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Development Charge Reserve Fund Forecasted Year-end Balances

Water Development Wastewater Development

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($20) ($10) $0 $10 $20 $30 $40 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Debt Reduction Reserve Fund

Balance Internal Loans Issued Transfer In Loan Repayments

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 31

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$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Wastewater - Forecasted Payments

Existing Debt - External Existing Loans - Internal Forecasted Loans - Internal

Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 33 Reference: CES-3-2015-1 - Water & Wastewater Treasurer’s Report, page 32

 Financial Statements do not consider:

• future commitments
• service requirements (current & future)
• infrastructure age, obsolescence or condition
• inflation on replacement of infrastructure

 Asset Management Plans (AMP) are comprehensive long-

term plans for capital assets

• AMP’s mandatory in 2014 for Provincial Grants
• District’s AMP covers Roads, Bridges, Water and Wastewater assets

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Asset Type Historical Cost (millions) Replacement Cost (millions) Water $214.9 $484.7 Wastewater $267.9 $613.6 Total Assets in AMP $482.8 $1,098.3

 Review of condition and estimated remaining life

• f assets

 Review levels of service  Review replacement cost valuations  Integrate with capital forecast in the budget cycle  AMP indicates revenue sources need to increase:

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Water: 2.10% - 8.78% per year Wastewater: 2.47% - 9.85% per year

 The 2015 Draft Water and Wastewater Budget has been

prepared excluding:

• Amortization: Estimated at $4.8 million and $7.7 million for Water

and Wastewater, respectively; and

• Post-employment benefits: nominal

 Net deficit with Full Accrual Budgeting:

• Water is $318,000; and
• Wastewater is $2.9 million

 Conclusion: contributions to reserves are not sufficient to

replace assets at historical values

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 THAT the 2015 Report on Excluded Expenses

– Ontario Regulation 284/09 regarding expenses excluded from the 2015 Draft Water and Wastewater Operating Budget and 2015 Draft Water and Wastewater Capital Budget and Forecast, as included in Report No. CES-3-2015-1, BE APPROVED.

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 THAT the 2015 Draft Water and Wastewater

Operating Budget and 2015 Draft Water and Wastewater Capital Budget and Forecast as presented in Report No. CES-3-2015-1 BE ADOPTED;

 AND THAT the 2015 rate structure for water and

wastewater services and miscellaneous charges, as included in Report No. CES-3-2015-1, BE ADOPTED AND BECOME EFFECTIVE APRIL 1, 2015.

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Net Levy increase for 2015 Capital Budget for 2015 10-Year Capital Forecast Contributions to Reserves in 2015 10-Year Contribution to Reserves

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2.9% $5.4M $20M $1.5M $27M

 Guideline was an increase to levy of 2.95%  Proposed net levy increase for 2015 is

2.9%

 Main factors leading to increase:

• Waste management contract costs increasing

with inflation at 1.7%

• Decreased tipping fee revenue and grants

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Account Category 2015 Net Levy Increase Department Yr-over-Yr Change % Net Levy Impact Total Expenditures $199,306 1.3% 1.8% Total Revenue Sources 118,692 2.9% 1.1% Net Levy Impact 317,998 2.9% Assessment Growth (86,460) (0.8%) Net Levy Impact After Growth $231,538 2.1%

1% levy = $108.0 k

Net Levy below guideline of 2.95%

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Category Item $ Total $ Personnel 2% negotiated wage settlement, projected benefit costs and a change in allocation of costs of Engineering Administration and Hauled Sewage. 18,884 Employee Related Expenses Increase in cost of Courses 1,200 Materials & Supplies Increase in Operating Supplies, Utilities and Taxes 13,780 Purchased Services Increase in Curbside Pickup for contract inflation and for increase in stop counts. 124,300 Increase in Consultant costs for monitoring costs associated with closed landfill sites. 43,700 Increase in Subcontractor costs primarily for wood chipping of stockpile at new Rosewarne landfill site. 28,300 Decrease in recycling processing fees due to reduced tonnes

• f recycling material.

(40,000) Increase in Net Lift and Dump budget to reflect contract inflation. 30,097 Net reduction in haulage resulting from compactors (29,577) Other miscellaneous adjustments. (43) 156,777

Reference: CES-3-2015-2 Solid Waste Management Treasurer’s Report, pages 4-5

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Reference: CES-3-2015-2 Solid Waste Management Treasurer’s Report, pages 4-5

Category Item $ Total $ Transfer to Others Eliminate second Blue Box rebate. (30,225) Minor Capital Items Removal of one-time budget items from 2014 at $50,000 with only addition for Remote Bins of $5,000 (45,000) Finance Charges Increase in Tax Write-offs and other adjustments 20,250 Fleet Increased costs of mileage on high-use trucks as well as increasing heavy equipment repair costs. 28,070 Insurance Increase in premiums. 1,800 Support Services Change to direct allocation of Engineering Admin and finance services. 33,770 Subtotal 199,306

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Reference: CES-3-2015-2 Solid Waste Management Treasurer’s Report, page 5

Category Item $ Total $ Grants Decrease in Municipal Hazardous and Special Waste (MHSW) funding, partially offset by increased E-Waste funding (23,900) User Fees Decrease in Landfill Tipping Fees to reflect the decline in general waste tonnage. (78,000) Decrease in Clean Shingle Tipping Fees to reflect a single site accepting clean shingles. (17,000) Decrease in Wood Chipping Tipping Fees to reflect 2014 level

• f activity.

(9,000) Increase in Scrap Metal sales revenue to reflect current market prices. 40,000 Decrease in Recycling Rebate to reflect reduced volume of material collected. (30,000) Other User Fee revenue. (792) (94,792) Subtotal (118,692)

 The 2015 Draft Capital Budget reflects $5,400,000 in

expenditures:

• second year of development of a new disposal facility at

Rosewarne ($4,500,000),

• assessment and first year of remedial work at the closed

Chaffey Landfill Site ($550,000), and

• compliance and final cover at the Stisted Landfill Site south

portions ($150,000), and land purchase costs ($200,000)

 The 2016 – 2024 capital forecast is $14,770,000 and

includes:

• Site expansions, site closures, investment in compactors and

study costs

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Reference: CES-3-2015-2 Solid Waste Management Treasurer’s Report, page 7

$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

2015 - 2024 Forecasted Capital Expenditures by Category

Collection - Diversion Collection - Waste Processing / Diversion Disposal - Waste

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Grouping Curbside Non- curbside Disposal/Diversion Total Cost 4,464,086 1,895,102 4,766,298 Allocation method Serviced units Direct cost plus

• verhead

Total units Municipality Units Curbside Non- curbside All Units Disposal/ Diversion Total Cost per Unit # $ $ # $ $ $ Bracebridge 8,250 976,216 217,095 13,135 852,666 2,045,977 155.77 Gravenhurst 7,704 911,608 253,998 12,390 804,304 1,969,910 158.99 Huntsville 10,265 1,214,649 108,564 15,688 1,018,396 2,341,609 149.26 Georgian Bay 2,353 278,429 807,196 8,897 577,554 1,663,179 186.94 Lake of Bays 264,468 8,013 520,169 784,637 97.92 Muskoka Lakes 9,154 1,083,185 243,780 15,300 993,209 2,320,174 151.65 37,726 4,464,086 1,895,102 73,423 4,766,298 11,125,486 151.53

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$0.00 $20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140.00 $160.00 $180.00 $200.00

Waste Management Cost per Unit

Curbside Non-Curbside Disposal & Diversion

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2014 versus 2015 Levy distribution Municipality 2014 Levy 2015 Levy Increase/(Decrease) from 2014 Levy $ % $ % $ % Bracebridge 2,019,225 18.7% 2,045,977 18.4% 26,752 1.3% Gravenhurst 1,905,149 17.6% 1,969,910 17.7% 64,761 3.4% Huntsville 2,274,896 21.0% 2,341,609 21.0% 66,713 2.9% Georgian Bay 1,557,569 14.4% 1,663,179 14.9% 105,610 6.8% Lake of Bays 760,978 7.0% 784,637 7.1% 23,659 3.1% Muskoka Lakes 2,289,671 21.2% 2,320,174 20.9% 30,503 1.3% Total 10,807,488 100.0% 11,125,486 100.0% 317,998 2.9% Impact to Property Assessed at $200,000 Municipality 2014 2015 Draft Annual Increase/ (Decrease) Bracebridge 139.68 140.72 1.04 Gravenhurst 123.60 126.62 3.02 Huntsville 130.12 132.62 2.50 Georgian Bay 123.92 131.20 7.28 Lake of Bays 55.96 57.36 1.40 Muskoka Lakes 53.12 53.38 0.26

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 Bracebridge increase = $26.7k

• Curb stop decrease offset partially by inflation ($6k)
• Remote bin/depot increased $3k
• Transfer station residential cost increase $11k
• Disposal/diversion increase $19k as proportion of

serviced units remained unchanged at 17.9%

 Gravenhurst increase = $64.8k

• Curb stop increase plus inflation $44k
• Remote bin/depot increased $12k
• Transfer station residential cost unchanged
• Disposal/diversion increased $8k as proportion of

serviced units decreased by 0.2% to 16.9%

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 Huntsville increase = $66.7k

• Curb stop unchanged plus inflation $34k
• Remote bin/depot increased $4k
• Transfer station residential cost unchanged
• Disposal/diversion increase $28k as proportion of

serviced units increased by 0.2% to 21.4%

 Georgian Bay increase = $105.6k

• Curb stop increase plus inflation $58k
• Remote bin/depot increased $33k
• Transfer station residential cost down slightly ($2k)
• Disposal/diversion increased $17k as proportion of

serviced units increased by 0.1% to 12.1%

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 Lake of Bays increase = $23.7k

• Transfer station residential cost increase $13.4k
• Disposal/diversion increase $10.3k as proportion of

serviced units remained unchanged at 10.9%

 Muskoka Lakes increase = $30.5k

• Curb stop decrease partially offset by inflation $13k
• Remote bin/depot increased $1.6k
• Transfer station residential cost decreased ($1.4k)
• Disposal/diversion increased $17.3k as proportion of

serviced units decreased 0.1% to 20.2%

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0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Bracebridge Gravenhurst Huntsville Georgian Bay Lake of Bays Muskoka Lakes

Share of Waste Management Levy

2014 Levy % 2015 Levy %

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$0.00 $20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140.00 $160.00 Bracebridge Gravenhurst Huntsville Georgian Bay Lake of Bays Muskoka Lakes

Waste Management Levy on $200,000 Property

Curbside Non-Curbside Disposal & Diversion

 The 2015 Draft Solid Waste Management Budget

has been prepared excluding:

• Amortization: estimated at $3.3 million; and
• Future landfill closure & post closure costs not

recognized: estimated at $1.4 million

 Net deficit with Full Accrual Budgeting is $2.9

million

 Contributions to areas for landfills assumed in

1996 is $1.3 million and will be added to contributions in 2016

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 THAT the 2015 Report on Excluded Expenses –

Ontario Regulation 284/09 regarding expenses excluded from the 2015 Draft Solid Waste Management Operating Budget and Capital Budget, as included in Report No. CES-3-2015-2, BE APPROVED.

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 THAT the 2015 Draft Solid Waste Management

Operating Budget and 2015 Draft Solid Waste Management Capital Budget and Forecast as presented in Report No. CES-3-2015-2 BE ADOPTED;

 AND THAT the 2015 rate structure for solid waste

management services and miscellaneous charges as outlined in Report No. CES-3-2015-2 BE ADOPTED AND BECOME EFFECTIVE APRIL 1, 2015.

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