Reserve Trend – 2005 to 2029 Forecasted Yearend Reserves 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 - 2029 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Reserves at Yearend Projected Reserves at Yearend Overall, reserves will grow modestly over next 10 years • Utilization over next 10 years for financing large projects and • rate stabilization Consistently building into operating budgets • Contributions are aligned to priorities in AM Plan • AM Plan, Master Plans identify significant future needs • WSIB liability underfunded • Future landfill closure/post closure liability unfunded • 23
Debt Debt Repayment Schedule Forecasted Yearend Debt 18,000,000.00 140,000,000 16,000,000.00 120,000,000 14,000,000.00 100,000,000 12,000,000.00 80,000,000 10,000,000.00 60,000,000 8,000,000.00 6,000,000.00 40,000,000 4,000,000.00 20,000,000 2,000,000.00 - - '05 '07 '09 '11 '13 '15 '17 '19 '21 '23 '25 '27 '29 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Debt Principal at Yearend Interest Principal Current ARL Projected Debt Principal at Yearend Currently well below the Annual Repayment Limit (ARL) • 2020 repayment will be $1.5M principal, $0.5M interest • Will take on new debt in the next few years increasing debt • utilization, expect favourable interest rates GPL redevelopment • Trent Hills and Brighton Emergency Services Bases • Social housing redevelopment and expansion projects 24 •
Economic Outlook • Economic growth in 2018 (Real GDP); Canada 1.9% / Ontario 2.2% (slowest growth rate since 2013) • Canadian Real GDP annualized Q3-2019 1.3% / forecasts 2019 ~1.5% • Weakening world economy creates risks for Canada • Uncertainty from global trade conflicts & protectionist trade policies • Inflation 1.9% / 2019 forecasts ~2.0% • Global economic push towards easing monetary policy • US Fed has cut rates on 3 occasions in 2019 • BOC has held rate steady – possible rate cut 2020 2020 Draft Budget & Long-term Plan 25 Overview: December 18, 2019
2020 Opportunities and Challenges Opportunities • – Waste user fee increases -$1.1M – Training reduction -$100K – Wage Gapping -$100K – Interest Revenues -$90K – Reductions to Tourism - $28K (Others - $25K) Challenges • – Waste Department -$2.4M • New collections contract & organics -$1.3M • Leachate costs -$200K • Recycling sales/commodity pricing -$350K • Bag tag sales volume with green bin program -$540K 26
2020 Opportunities and Challenges Challenges Cont’d – Winter Control number of events and salt/sand costs $300K – Health Unit funding request -$200K – Provincial funding -$70K (2020 vs 2019 budget) – Additional debt servicing costs $160K – Cost to implement Master Plan initiatives Total Challenges imbedded in budget equates to a 5.6% levy • increase Issue Papers (excl. salt/sand & Waste fees) further levy impact • $914K Council target 3% achieved in light of major challenges, • identified Issue Papers and inflationary pressures; all departments have found efficiencies 2020 Draft Budget & Long-term Plan 27 Overview: December 18, 2019
2020 Budget Details • Key capital projects & purchases include: • GPL Redevelopment • Trent Hills Shared Emergency Services Base • Organics Transfer Station • LHC and Corporate facilities projects • Elgin Park Housing Redevelopment Design • Roads and Bridge work • Equipment Transportation, Waste & Paramedic Depts. • Investment in EORN broadband project 28
Draft 2020 Budget • Proposed levy increase after growth is 3.0% • Base levy increase of 3.13% • Dedicated Infrastructure levy change of -0.13% • Growth estimated at 1.83% • Total levy $59.0M • Supports priorities in 2019 – 2023 Strategic Plan • Maintains existing programs and services • Supports shared services • Funds immediate capital needs • Invests for the future 2020 Draft Budget & Long-term Plan 29 Overview: December 18, 2019
Dedicated Infrastructure Levy • DIL introduced in 2016 continues in 2020 to address the Infrastructure Gap • Based on 3.0% of 2019 Budget Capital expenditures • Total $464K in 2020 • Allocated to the Bridge reserve in 2020 • DIL calculation increases by 0.5%/year in long-term plan • 2021 - $522K • 2022 - $483K • 2023 - $485K • 2024 - $576K • Long-term plan includes annual incremental increase $500K base levy Transportation Construction Funding 2020 Draft Budget & Long-term Plan 30 Overview: December 18, 2019
Draft 2020 Budget (Cash) Draft Cash Budget Summary Operating expenses $102.4M Capital $30.0M Debt Principal Repayment $1.5M Change in Reserves ($7.2)M $126.7M Grants & Subsidies $40.6M Other Non-levy Revenue $18.3M Debenture $8.8M Levy $59.0M 2020 Draft Budget & Long-term Plan 31 Overview: December 18, 2019
Draft 2020 Budget (Accrual) Draft Accrual Budget Summary Cash based budget $126.7M Less: Debt Principal Repayment $1.5M Capital Purchases $30.0M Debenture Financing $8.8M Add: Amortization $8.8M Future Employee Benefits $0.2M Landfill Post-Closure Liability $0.6M Accrual based budget $96.0M 2020 Draft Budget & Long-term Plan 32 Overview: December 18, 2019
How is a 2020 Budget $ Funded? Interest Corporate Rent Other $0.01 $0.01 $0.01 Fees Planning/OAFVC Surface Treatment $0.01 $0.01 POA $0.01 Social Housing Rent $0.01 GPL Residents Levy $0.03 $0.50 Bag Tags/Tipping Fees / Recycling $0.05 Grants & Subsidies $0.34 33
How is a 2020 Budget $ Allocated? Finance $0.02 Corp IT $0.02 Mgmt/Governa Ec Dev,Planning nce $0.01 & Tourism $0.03 Community and NCHC $0.03 Social Services $0.19 Corporate Services $0.03 External Transfers $0.03 Paramedics Transportation $0.10 $0.19 Waste Management $0.10 Golden Plough Facilities/GPL Lodge $0.11 Rebuild $0.14 Note: Operating, capital and debt servicing costs excluding internal charges 34
How is a 2020 Operating $ Allocated? Waste Expenses Fuel & Utilities Financial Services & Debt $0.01 $0.03 Repayment $0.02 Other $0.04 Repairs and Maintenance $0.05 Salaries, Materials and Wages & Supplies Benefits $0.05 $0.43 Contract Services $0.17 Social Services Program Expenses $0.20 35
How is a 2020 Capital $ Allocated? Waste IT Facilities $0.01 $0.01 $0.01 NCHC $0.02 Paramedics $0.04 Roads $0.40 GPL (incl rebuild) $0.51 36
Tax Rate Impacts Estimated Residential Tax Rate 2019 .004730560 x $260,250* = $1,231.13 2020 . 004720351 x $267,000* = $1,260.33 Increase for the average home will be $29.20 * Median home value in Northumberland County per OPTA (Ontario Property Tax Analysis System) based on single family detached home not on water. The analysis above is based on preliminary assessment roll and 2019 existing tax policy which are subject to change. 2020 Draft Budget & Long-term Plan 37 Overview: December 18, 2019
Transportation, Waste & Facilities Department
Transportation 40
State of the Road System 2018 PCI Road Needs – System Adequacy PCI 2003 2006 2008 2010 2012 2014 2016 2018 % % % % % % % % Rating KM KM KM KM KM KM KM KM Adequate > 85 121.9 24% 245.2 49% 255.4 51% 280.0 56% 287.6 57% 272.1 54% 305.2 62% 316.7 63% 6 to 10 Years 76 to 85 152.3 30% 86.1 17% 67.5 13% 76.8 15% 74.7 15% 79.9 16% 83.6 17% 84.1 17% 1 to 5 Years 56 to 75 209.3 42% 119.9 24% 132.6 26% 113.8 23% 85.4 17% 64.6 13% 29.3 6% 44.8 9% NOW - Rehabilitate 1 to 55 19.5 4% 51.5 10% 47.7 9% 32.8 7% 55.5 11% 86.5 17% 75.7 15% 49.0 10% 2020 Draft Budget & Long-term Plan 41 Overview: December 18, 2019
2020 Proposed Construction Program 42
Transportation Issue Papers Issue Paper Amount Funding #1 Equipment Replacement Strategy $660,000 Levy – Base #2 Roads Winter Operations Funding $350,400 Levy - New Strategy #3 GIS Coordinator $89,602 $6.3K Levy – New $83.3K Shared Services Recovery #4 Transportation Funding Strategy $500,000 Federal Gas Tax 2020 Draft Budget & Long-term Plan 43 Overview: December 18, 2019
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, it is proposed 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 44
Roads Winter Operations Funding Strategy Severity, nature, number and timing of winter events has changed • Currently 9 seasonal staff to conduct the Winter Operations from November • 1st through March 31st Extension of Winter Operations Staff until April 30th 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 $50,400 – Winter Operations Salt & Sand $300,000 – 45
GIS Coordinator Request for 1 full-time GIS Coordinator • Increased GIS requirements from County Departments and Member • Municipalities Interest in additional GIS services has been 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 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 • 46
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 2020 base budget allows for resurfacing every 29 years, target is • every 18-20 years Annually 12-15 km paved, target is 20 km to be paved annually • 47
Transportation Funding Strategy 112 bridges over 3m span and hundreds of smaller culverts; • average lifespan of 50-75 years with 94% of bridges aged 35 years or older Based on OSIM bridge/culvert needs over next 10 years $24M • Trent River Bridge further $19.9M • 2020 bridge budget is $2.3M • Financial Impact $500,000 • – Financed from one-time 2019 doubling of Federal Gas Tax – One-time; therefore, not in base budget future years 48
Waste 49
Waste Issue Papers 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 2020 Draft Budget & Long-term Plan 50 Overview: December 18, 2019
Equipment Replacement Strategy Fleet of approximately 30 pieces of mobile equipment for the • operation of Landfill / Transfer Stations and the MRF Significant processing equipment at the MRF • Waste Services Division has developed a sustainable 10-year • equipment replacement strategy In 2020, it is proposed 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 51
Staffing at Community Recycling Centres (CRCs) Year-round HHW operations and expanded materials collections at newly • branded CRCs approved in 2017 Proposing 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 % Change 2013 2018 Bewdley 38,800 61,442 58% increase Brighton 27,955 33,405 19% Increase Seymour 20,110 19,248 4% decrease Overall 86,865 114,095 31% Increase Current number of hours for Transfer Station Attendants is approved at • 14,603 annually; propose increase to 18,437 Financial Impact $131,000 • 2020 Draft Budget & Long-term Plan 52 Overview: December 18, 2019
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 $135,000 – 53
Facilities (k$) 2019 2020 Change Revenue Levy 447 670 49.9% 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% Capital 1,697 175 (89.7%) Reserves (123) (13) (89.4%) Long Term Debt (1,572) 0 (100.0%) 3,880 4,066 54
GPL Redevelopment (Major Capital Projects) (k$) 2019 2020 Change Revenue Levy 1,791 1,457 (18.6%) Grants 0 250 1,791 1,707 Expenditures Operating 419 524 25.1% Capital 2,057 15,058 632.0% Reserves (685) (5,171) 654.9% Long Term Debt 0 (8,704) 1,791 1,707 2020 Draft Budget & Long-term Plan 55 Overview: December 18, 2019
Facilities Issue Papers Issue Paper Amount Funding #1 Corporate Buildings Strategy $135,000 Levy - Base #2 Facilities Maintenance Technician ($33,000) Levy savings 2020 Draft Budget & Long-term Plan 56 Overview: December 18, 2019
Corporate Buildings • Facilities Department has developed a 10-year sustainable capital plan for each County building • The proposed 2020 Facilities Budget has 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 57
Maintenance Technician Request for 1 full-time Maintenance Technician • There are currently 5 Maintenance Technicians comprised of the following • expertise HVAC, painting, general maintenance, locksmith/security and housing liaison – Another Technician is proposed due to the increasing demands of the • current Maintenance Technicians with respect to: The addition of new County facilities – Enhanced collaboration with other County departments and – member municipalities Regulations (including Fire Code, Health and Safety Inspections) – The need to “pair up” to complete work safely – Preventative maintenance, on demand maintenance and project – management tasks completed in house Financial Impact - Levy Savings $33,000 • $42,000 new Maintenance Technician (1/2 of full year) – $75,000 cost avoidance contracted security and locksmith – services (1/2 of full year) 58
Community & Social Services Department & Northumberland County Housing Corporation
Community & Social Services (k$) 2019 2020 Change Revenue Levy 9,486 9,434 (0.5%) Grants & Subsidies 20,086 19,344 (3.7%) Other Revenue 1,745 1,863 6.8% 31,317 30,641 Expenditures OW & EA 11,717 10,523 (10.2%) Housing Admin 5,550 5,293 (4.6%) NCHC 3,544 4,211 18.8% Child Care 8,365 8,800 5.2% Other Programs/Admin. 628 644 2.5% Homelessness 1,386 1,414 2.0% Food 4 All 376 345 (8.2%) Reserves (249) (469) 88.4% Debt (120) 60 31,317 30,641
Community & Social Services Issue Papers Issue Paper Amount Funding #1 Community Housing Building $125,000 Reserves Condition Assessments #2 Strong Communities Rent $83,500 Levy – New Supplement Program #3 ‘Made in Northumberland’ Rent $16,000 Levy - New Supplement Program #4 Community Homelessness $0 N/A - Reallocation of Prevention Initiative program funding 2020 Draft Budget & Long-term Plan 61 Overview: December 18, 2019
Community Housing Building Assessments Building condition assessments, elevator/lift audits and capital • reserve fund forecasts for: – 14 NCHC buildings – 9 Non-profit hosing providers Ensure alignment of funding for critical repairs based on need • Key component of the forthcoming Social Housing Master Plan and • Asset Management Plan Seeking funding opportunities through CMHC to support a fuller • scope of studies to include accessibility and energy audits Financial Impact $125,000 • – Financed Housing Reserve 62
Strong Communities Rent Supplement Program Establishing a long-term strategic management plan for the • ending of the Strong Communities Rent Supplement Program (SCRSP) – Provincially funded program $247,000 ending on March 31, 2023 – Currently represents 34 rent supplement units, tenants in receipt of rent-geared-to-income subsidy in the private market Recommendation to continue SCRSP units after program end • – Currently not meeting Provincially legislated service level standard – In 2023, investment will count towards SLS Financial Impact $83,500 • – Propose further annual increases of $83,500 in 2021 & 2022 towards establishing full funding requirements ~$250,000 by March 31, 2023 – Investments until 2023 allocated to Housing Reserve towards new housing initiatives 2020 Draft Budget & Long-term Plan 63 Overview: December 18, 2019
Made in Northumberland Rent Supplement Program Request to develop a County-funded rent supplement program • ‘Made in Northumberland’ Incremental increase of rent supplement units by 2 per year, • beginning in 2020 – Currently not meeting Provincially legislated service level standard (SLS) Financial Impact $16,000 • – Propose annual increases thereafter to invest in 2 additional units per year towards meeting SLS – Propose rent supplement agreements in 50% of affordable units created through the Affordable and Rental Housing Program commencing 2021 – Propose any year-end rent supplement surpluses be transferred to Housing Reserve 64
Community Homelessness Prevention Initiative (CHPI) Reallocate CHPI Provincial funding to support CHPI and • Northumberland Housing and Homelessness Plan priorities Increased investment for the provision of adequate and safe • emergency shelter for those experiencing homelessness – Using a housing first approach – Increasing current funding level to operate a 24/7 shelter – Offering services to homeless people with the highest acuity The current investment into mental health services provided with • CHPI program funding will be reviewed Co-design with community partners a new service offering frontline • supports to access mental health services No Financial Impact • – An increase to the core investment from $300,000 per year to $400,000 – Reallocation of Provincial program funding 65
Golden Plough Lodge
Golden Plough Lodge (k$) 2019 2020 Change Revenue Levy 4,870 5,100 4.7% Subsidies 7,482 7,377 (1.4%) Resident Revenue 3,267 3,365 3.0% Other 151 153 1.3% 15,770 15,995 Expenditures Nursing 9,046 9,012 (0.4%) Dietary 1,911 1,989 4.1% Laundry & Housekeeping 770 792 2.9% Facility 1,220 1,241 1.7% Other Operating, Capital, 2,823 2,961 4.9% Reserves & Admin. 15,770 15,995 67
GPL Issue Papers Issue Paper Amount Funding #1 Paramedic Laundry Staffing $11,640 Levy - New #2 Chaplaincy Hours $24,000 Levy - New #3 Capital Plan $244,500 Levy - Base 2020 Draft Budget & Long-term Plan 68 Overview: December 18, 2019
Paramedic Laundry Staffing • Golden Plough Lodge (GPL) has processed Paramedic laundry since 2013 – Interdepartmental cost recovery • Increasing laundry demands cannot be met within existing staffing hours • Based on recommendation and consultation with Paramedic Department: – Increase dedicated staffing by one Part Time 4 hour shift for the period September to May; 192 hours – Increase dedicated laundry hours accommodate emergency events; 96 hours • Financial Impact $11,640 – Cost recovery Paramedics – 50% Provincial funding 69
Chaplaincy Hours • Existing position 28 hours bi-weekly, 13% in lieu of benefits • Propose increasing hours of work to 56 hours bi-weekly – Ministry of Health has specific Religious and Spiritual expectations and requirements in long term care – An increasing demand for spiritual support by residents, families and GPL Staff members has been identified and documented – Increased hours allows for enhanced and consistent emotional and mental health support, individual counselling and end of life care • Financial Impact $24,000 70
GPL Capital Plan • The GPL has a 10 year capital plan; mitigates costs, plans for replacement/repair of key equipment, maintains necessary infrastructure for resident comfort and safety • 2020 proposed capital budget – Brickwork Pointing - $32,000 – Window Replacement - $25,000 – Pex Plumbing System - $25,000 – Back-Up Generator - $22,000 – Hot Water Tank - $9,500 – Resident Bathroom Plumbing - $22,000 – Flooring Replacement - $18,500 – Bed Replacement - $22,000 – Furniture Replacement - $26,500 – Resident Lift replacement - $24,000 – Hot Water Upgrade - $18,000 • Financial Impact $244,500 2020 Draft Budget & Long-term Plan 71 Overview: December 18, 2019
Northumberland Paramedics
Northumberland Paramedics (k$) 2019 2020 Change Revenue Levy 6,766 7,775 14.9% Subsidy 6,197 6,275 1.3% Other 100 50 (50.0%) 13,063 14,100 Expenditures Operating 12,409 13,433 8.3% Capital 654 1,208 84.7% Reserves 0 (541) 13,063 14,100 2020 Draft Budget & Long-term Plan 73 Overview: December 18, 2019
Paramedics Issue Papers Issue Paper Amount Funding #1 12 Hour Ambulance Enhancement $236,252 Levy - New #2 Rural Emergency Response Vehicle $260,544 Levy - New 2020 Draft Budget & Long-term Plan 74 Overview: December 18, 2019
12 Hour Shift Ambulance Enhancement Currently at and beyond capacity for • Year over Year Trends meeting regulatory compliance No longer able to compensate for volume • 2018 2017 with deployment changes 2016 In Critical Emergency Coverage (CMEC) • 2015 everyday 2014 Increased overtime due to upstaffing in 0 5000 10000 15000 20000 25000 30000 • CMEC 2014 2015 2016 2017 2018 Responses 15920 17633 20989 24240 27172 Unable to sustain response time targets • Increase in Call volume of 41% since 2014 • (Last enhancement Colborne 2014) Taxing Fire Dept resources for medical tiered • response due to ambulance delays Propose 4 FTE in Port Hope • Financial Impact $236,252 (1/2 of full year) • 50% Provincial funding subsequent year – Full year commencing 2021 – 75
Emergency Response Vehicle and Community Paramedicine (CP) CTAS 2 Response May 1 to Oct 1 2017-2019 Successful 2019 trial in rural • Municipality 2017 2018 2019 Change (2018 Northumberland to 2019) Cardiac Arrest Save and data - supported • Hamilton 34% 50% 45% -5% improved capacity for sustained response Alderville 66% 40% 80% +40% Brighton 58% 57% 67% +10% time targets for emergencies Alnwick and 23% 19% 38% +19% Trial improved overall county response • Haldimand times for legislated target compliance Trent Hills 47% 38% 44% +6% Decreased strain on FD tiered response • Cramahe 81% 59% 65% +6% for medical calls Port Hope 61% 61% 67% +6% Ideal opportunity to blend CP with 911 • Cobourg 83% 81% 86% +5% system for shared MOH Funding CP is an OHT-Northumberland primary • objective Increase in Call volume of 41% since • 2014 has drastically reduced capacity for rural response Propose 2 FTE • Financial Impact $260,544 • 50% Provincial funding subsequent year – 76
Corporate Management, Governance, External Transfers & Communications
Corporate Management, Governance & External Transfers (k$) 2019 2020 Change Revenue Levy 4,009 4,135 3.1% Internal Charges 813 871 7.1% Grants & Subsidies 416 735 76.7% Other 100 100 0.0% 5,338 5,841 Expenditures Operating 6,107 5,988 (1.9%) Reserves (769) (147) (80.9%) 5,338 5,841 2020 Draft Budget & Long-term Plan 78 Overview: December 18, 2019
Corporate Mgmt Issue Papers Issue Paper Amount Funding No Issue Papers in 2020 2020 Draft Budget & Long-term Plan 79 Overview: December 18, 2019
Communications (k$) 2019 2020 Change Revenue Internal Charges 414 401 (3.1%) 414 401 Expenditures Operating 456 401 (12.1%) Capital 0 0 Reserves (42) 0 (100.0%) 414 401 2020 Draft Budget & Long-term Plan 80 Overview: December 18, 2019
Communications Issue Papers Issue Paper Amount Funding No Issue Papers in 2020 2020 Draft Budget & Long-term Plan 81 Overview: December 18, 2019
Finance Department
Finance (k$) 2019 2020 Change Revenue Interest 988 1,078 9.1% 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% 4,303 4,425 2020 Draft Budget & Long-term Plan 83 Overview: December 18, 2019
Finance Issue Papers Issue Paper Amount Funding No Issue Papers in 2020 2020 Draft Budget & Long-term Plan 84 Overview: December 18, 2019
Economic Development, Planning and Tourism
Economic Development, Planning and Tourism (k$) 2019 2020 Change Revenue Levy 2,407 2,144 (10.9%) Grants & 423 960 127.0% Subsidies Other 851 976 14.7% 3,681 4,080 Expenditures Operating 3,390 4,011 18.3% Reserves 291 69 (76.3%) 3,681 4,080 2020 Draft Budget & Long-term Plan 86 Overview: December 18, 2019
Economic Development, Planning and Tourism Issue Papers Issue Paper Amount Funding #1 County Official Plan Update - Growth $70,000 Reserves Plan Conformity 2020 Draft Budget & Long-term Plan 87 Overview: December 18, 2019
County Official Plan Update Provincial legislation requires the County to update the Official Plan • by July 2022 The update will include: • - a land needs assessment - an employment land assessment - watershed (water resource system) planning - natural heritage system planning - agricultural system planning - a review of growth forecasts; intensification and density targets; housing policies; and aggregate resource policies Financial impact $70,000 • – Total $210,000 over 3 years at $70,000/annum – 2020 fully financed reserve – 2021 partially financed reserve $55,000 – 2022 financed levy 2020 Draft Budget & Long-term Plan 88 Overview: December 18, 2019
Corporate Services
Corporate Services (k$) 2019 2020 Change Revenue Levy 1,762 1,965 11.5% Grants 0 100 Other 196 190 (3.1%) Internal Charges 1,668 1,665 (0.2%) 3,626 3,920 Expenditures Operating 3,591 3,853 7.3% Capital 11 0 (100.0%) Reserves 24 67 179.2% 3,626 3,920 2020 Draft Budget & Long-term Plan 90 Overview: December 18, 2019
Corporate Services Issue Papers Issue Paper Amount Funding #1 Conservation Stewardship Technician $66,698 $42.7K Levy – Base $24K Reserves #2 Addressing Liabilities & Safety $32,907 Levy - New Concerns in County Forest 2020 Draft Budget & Long-term Plan 91 Overview: December 18, 2019
Conservation Stewardship Technician Contract for a Conservation Stewardship Technician • 2020 half year, 2021 full year and 2022 half year – Tasks to be completed for this position include • 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 – Site restoration planning and on the ground stewardship work – 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 92
Addressing Liabilities and Safety Concerns within the Forest Liability issues along the forest boundary and • under the hydro line Vandalism – Accidents and trail user conflicts – Illegal truck use – Illegal hunting – Dumping – Damage to sensitive habitat and species – Illegal tree removal – Paint ball games – Illegal construction of ramps and trail creation – Costs for surveying, fencing, gating, signage, • education pamphlets Financial Impact $32,907 • Under Hydro Line Costs $3,907 (2020); $9,805 (2020/21) – Boundary Costs $14,000 one-time (2020) – Boundary Costs $15,000 annual transfer to reserve capped – $70,000 93
Information Technology Department
Information Technology (k$) 2019 2020 Change Revenue Internal Charges 1,834 2,051 11.8% Grants 0 278 Other 262 266 1.5% 2,096 2,594 Expenditures Operating 1,967 2,518 28.0% Capital 0 195 Reserves 129 (119) (192.2%) 2,096 2,594 2020 Draft Budget & Long-term Plan 95 Overview: December 18, 2019
Information Technology Issue Papers 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 Levy - Base #4 Transfer Records Management Function to IT $21,750 Levy - New 2020 Draft Budget & Long-term Plan 96 Overview: December 18, 2019
Manager of IT Security and Infrastructure Aligns with Goal #4 of IT Strategy 2018, • Org redesign Aligns with SMARTnorthumberland’s action • item “Building the digital infrastructure” Dual responsibility role: • – Security – lead the County’s IT security strategy – Infrastructure – design and ensure the efficient and effective operations of the County networks and data centre Financial Impact: • – 2020 = $72,284(1/2 of full year)
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 process has started • Financial Impact $150,000 • – Financed IT Reserve 98
Creation of Digital Strategy Reserve • 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 2020 Draft Budget & Long-term Plan 99 Overview: December 18, 2019
Transfer the RIM Function to IT 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) • 2020 Draft Budget & Long-term Plan 100 Overview: December 18, 2019
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