operating budget binder title page

BradfordWestGwillimburywillbeacompleteandhealthycommunitywherethereareopportunitiesforeveryonetocontributeandtobenefit.ThecounciloftheTownofBradfordWestGwillimburystrivesforserviceexcellencetocreateandfacilitateopportunitiestosupporttheambitionsofresidentsandbusinesses.

2013

Budget&Business Plan

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN TABLE OF CONTENTS Page Budget Overview

Operating Budget..........................…………………………………………….. 2 Water/Wastewater Budget..……………………………………………….………. 7 Capital Budget................…………………………………………………........... 9 Reserves & Reserves Funds ........………………………………………….…… 10 Debenture .................................................................................... 11 Future Outlook ………….................................................................. 12

Recommandations ……………………………………………………………………………... 14

Department Business Plan

Council ……….……………..……………………………………………………………. 15 Town Manager …………………………………………………………………………. 20 Clerk & Enforcement…………………………………………………………………... 25 Economic Development………………………………………………………………. 32

Engineering Services …………………………………………………………………. 37 Finance ……………………………………………………………………………………. 48 Fire & Emergency Services …………………………………………………………. 52 Human Resources ……………………………………………………………………… 56 Information Technology …………………………………………………………….. 59 Leisure Services ………………………………………………………………………… 63 Library ……………………………………………………………………………………… 73 Planning & Development Services ………………………….……………………. 78 2013-2017 Capital Plan Gross capital expenditures …………................................................... 83 Detail capital sheet ……………………………………………………………………. 87 Appendix Appendix 1 – Tax Levy Budget Summary……………………………………… 121 Appendix 2 - Water Budget Summary…………………………………………. . 123 Appendix 3 – Wastewater Budget Summary.………………………………… 124 Appendix 4 – Capital Funding Summary by year .............................. 125

Appendix 5 – Development Charges Reserves & Town Reserves....... 126 Appendix 6 – Debenture Forecast .................................................. 129

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW OPERATING BUDGET

Impact of the 2013 Tax Levy Operating Budget on

a typical homeowner

2012 2013

Variance ($)

Variance (%)

Assessment $ 333,920 $ 333,920 $ 0 0.00 % Municipal 1,517.65 1,560.81 43.16Capital Levy 0.00 39.84 39.84SSPS 659.00 635.44 (23.57)County & School Boards 1,597.43 1,600.32 2.89

Waste 160.00 187.00 27.00 Total $ 3,934.08 $ 4,023.40 $ 89.82 2.27%

If the 2013 Budget and business plan is adopted as presented, the average BWG homeowner would pay a total of $4,023.40 in property taxes in 2013; $89.82 more than they would have paid in 2012. The total property taxes shown above includes an estimate of property taxes collected on behalf of South Simcoe Police Services, School Boards and County of Simcoe. At the time of preparing this budget document, the tax rates for these external entities were not known. 2013 Operating Budget Appendix 1 on page 121 of this document outlines the 2013 budget submission by department. It is recommended that an additional $1,324,180 be collected through property taxes in order to maintain service at current level and to provide additional services like transit and community improvement programs. This total is allocated between the Town ($1,269,940) and the Library ($54,240). The details of how the additional Town taxes would be allocated is listed in the following table.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW Step/Band Increase for current employees 190,000$ Increase in benefits (Statutory benefits) (10% increase over Budget 2012) 85,120 Increase in benefits (OMERS) (13% increase over Budget 2012) 107,500 Increase in benefits (Health) (4% increase over Budget 2012) 29,040 Cost of living adjustment - wages portion only (COLA - union) 62,530 Cost of living adjustment - wages portion only (COLA - non union) 128,170 Dispatch fees (Change from SSPS to Barrie Fire) 80,200 Additional contributions for Public transit 100,000 Master Fire Plan and Fire Hall location study 35,000 Increased contributions for miscellaneous road paving and sidewalks repair 100,000 Planning studies 55,000 Increased contributions for IT infrastructure replacement reserve 50,000 Implementation of Community Improvement Program (CIP) 250,000 Miscellaneous expenditures/revenues adjustments to reflect actuals (147,350)

Staff addition: FTEFire Inspector 0.5 41,250 Volunteer FF 7,000 Increased overtime for Firefighters 18,440 Increased hours for Co-op Student (Finance) 19,320 Parks Seasonal Operator 0.5 27,630 Part Time staff - Leisure Centre 203,580 Additional revenues from Leisure Centre programs (203,580) Co-op Student (Engineering) 21,420 Revenues from Water/WW to cover Co-op Student (14,120) Co-op Student (Development Engineering) 21,420 Revenues from Dev. Eng. to cover Co-op Student (21,420) IT Tech support analyst 0.5 30,510 Utility Clerk (Water/Sewer billing) 1.0 64,310 Revenues from Water/WW to cover Utility Clerk (64,310)

151,450 Capital work:

2012 Capital contributions (345,560) Capital Expenditures Reserve (150,000) M.A.S.R.F. contributions (375,000) Special Capital levy (1%) (470,220) Gas Tax (739,440) Town Hall design - Downtown revitalization 50,000 Financial Software Upgrade - consulting 50,000 Records Managemement software (addition) 15,000 Replace fire station bay doors - Bob Fallis Sports Centre - Renovations 125,000 South Simcoe Police - Elevator Pit Drains 12,000 South Simcoe Police - Diesel Generator Insulation 4,000 Development-Related Parkland Development 19,500 Outdoor Facilities/Parks Improvement 50,000 Town Signage 25,000 Trails Signage Program 25,000 Trail Development - Brookfield South 8,000 Henderson Park Master Plan 60,000 Urban Hot Mix Program (Thornton) 575,000 Rural Hot Mix Program 45,000 Bridge @ 5th Line at 5SR - replacement year 2 of 2 150,000 Bridge @ 6th Line Bridge - replacement 650,000 Stormwater Management Master Plan 60,000 Leashold Improvement (Engineering Dept) 150,000

(6,720)

Overall municipal tax increase 1,269,940$

Net Tax Increase on average house (Municipal only) 3.43%

Out of the $1,269,940 shown above, $474,190 is already committed or legislated (step increase for current employees). The cost-of-living adjustment (COLA) has been set at 2% for 2013 which represents an incease of $128,170 excluding the cost of benefits. Monies have also been allocated to some of Council’s strategic priorities like downtown revitalization, community improvement plans and public transit. The staff addition section outlines the impact of new satff on the 2013 Budget. A total of 2.5 FTE has been added in 2013 however, only 1.5 FTE will impact the tax rate for a total impact of $151,450. Each new position is explained in the related department’s business plan. The capital work section outlines the projects that are impacting the tax rate calculation. It is expected that the same level of funding will be needed from BWG property owners to cover capital cost in 2013. A total of $58M of gross capital expenditures is anticipated for 2013. Of the total additional Tax Levy requested, $544,240 is allocated to the Library and will be spent as follows: Step increase for current employees 68,500 Cost of living adjustment (COLA) 22,180 Additional materials (based on population) 17,290 Job Evaluation contingency 5,000 Miscellaneous expenditures/revenues adjustments (75,650)

Staff addition: FTEBorrower Services - Lead-hand 0.2 16,920

16,920

Overall municipal tax increase 54,240$

Net Tax Increase on average house (Library only) -1.85%

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW Only 0.2 FTE is requested for the Library in 2013. This addition will allow the current employee to work five days a week instead of four.

How Property Taxes are Distributed The following chart outlines how property taxes are distributed in Bradford West Gwillimbury. The Municipal section (in dark blue) is the only part of the total taxes paid by a homeowner that Council has direct control over.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW Services that Municipal Taxes are Distributed to: The 35.03% Municipal Tax share is distributed between all Town departments as follows:

Nature of Operating Budget Expenses In 2013, the gross operating expenditures are expected to reach $26,041,830 and will be allocated as follows:

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW How the Operating Budget is Funded As per the previous chart, we expect to incur just over $26 million dollars in operating expenditures of which 70% will be paid for through the property tax levy.

Where the Property Taxes are Being Raised The following chart identifies the various property tax classes from which Bradford West Gwillimbury’s property taxes are levied. 83% of all property taxes collected in BWG come from the Residential property tax class.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW WATER AND WASTEWATER BUDGETS

Impact of the 2013 Water & Wastewater rate on a

typical user (Average 25 cubic meter/month)

2012 2013Variance

($)Variance

(%)Water: Base Charge $17.80 $17.80First 15 cubic meter 17.54 18.41Next 10 cubic meter 12.97 13.61 Wastewater: Base Charge 11.90 11.90First 15 cubic meter 15.34 16.65Next 10 cubic meter 11.33 12.29Total $ 86.88 $ 90.65 $ 3.77 4.3% If Budget 2013 is approved as presented, the average water user in BWG would pay a total of $90.65 per month for 25 cubic meters of water in 2013; $3.77 more per month than they would have paid in 2012 representing an annual increase of 4.3%.

Nature of Operating Budget Expenses In 2013, the gross operating expenditures for water and wastewater is expected to reach $9,8M; $874,550 more than 2012 and will be allocated as follow:

96% of the expenditures will be recovered through water and wastewater billings. The balance is recovered through other user fees like water meter sales and transfer from reserves. Appendix 2 and 3 on pages 123 and 124 of this document outline the 2013 submission for Water and Wastewater.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW The additional $874,550 requested will be allocated as follow: Step increase for current employees 141,820$ Cost of living adjustment (COLA) 34,500 Increased overhead cost (Town staff) 82,970 Increased cost for Innisfil water supply 110,000 2/3 Annual lease cost (Engineering Department) 100,000 Increased share of cost for Engineering Department 34,780 Increase cost for insurance premiums 100,200 Decreased revenues (other than billings) 77,500 Additonal contribution to W/WW reserves funds 16,760 Miscellaneous expenditures/revenues adjustments to reflect actuals 5,020

Staff addition: FTEWaste Water Operator 1.0 72,280 Co-op Student (Engineering) 0.3 14,120 Utility Clerk (Water/Sewer billing) 1.0 64,600

151,000 Capital work:

2012 Capital contributions (55,000) Security improvements (fencing) - Church Well 10,000 New valve chambers & PRVs (x4) 60,000 Fire Hydrant Installation 5,000

20,000

Overall increase 874,550$

Net increase on average user 4.30% As per the operating budget, COLA is set at 2% for 2013. Only one full time position was added to 2013. The new waste water operator will help maintain the waste water collection system. The Co-op student from Engineering will assist with records management compliance issues, compliance division workload for statutory reporting and capital program delivery assistance. This position is funded 1/3 from tax levy and 2/3 from user rates. The Utility Clerk will be responsible for billing water and sewer if Council make the decision to bill water/sewer internally.

This budget submission also includes:

Share of the new leased facilities for the Engineering department and other Engineering cost (2/3 of Engineering Department cost);

Increase for overhead cost which represent a percentage of cost related to Finance, HR, IT, Clerk and Town Manager’s staff;

Increase cost of water supply paid to the Town of Innisfil. The cost of water supply from Innisfil has changed since the new agreement and will be phased-in over three years at $100,000 per year. This amount includes increased in operating cost and increased in contribution to the Innisfil water reserve fund;

Increase cost for insurance as per current premium; and

A decrease in miscellaneous revenues from waste water which were budgeted too high in the past.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW CAPITAL BUDGET Growth continues to be the primary driver of the 2013-2017 capital budgets. The majority of the projects are for new capital infrastructure to address the growth and development demands in Bradford West Gwillimbury. However, increased emphasis is being placed on maintaining BWG’s capital asset infrastructure and providing for its eventual replacement with a reduced reliance on debt financing in order to contribute to BWG’s financial sustainability. In order to do so, it is recommended that 1% of every tax bill be collected and be used for asset replacement. It is estimated that $470,220 will be collected in 2013 and could be used for road and/or bridge replacement projects. Over the next five years, it is anticipated that the Town will spend more than $334.6M (in 2012 dollars) in capital projects.

The major capital investment that will be made over the next five years will be the servicing of the 400 Lands. It is also anticipated that these projects will be funded by developers. The next chart outlines how this $334.6M will be funded over the next 5 years.

As seen in the previous chart, only 3% of the total cost will be funded by either property taxes or water & wastewater billings. The cost recovered section (in orange) represents projects that will be funded from the early payment agreement. The debt financing shown in red is the $21 million dollars debt toward the new Town hall.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW RESERVE & RESERVE FUNDS 20% of funding in the 2013-2014 capital plan will be from reserve and reserve funds. Development charges and reserve funds funding alone account for 18% of the 2013-2017 capital budget funding.

Obligatory Reserve Funds Obligatory Reserve Funds are created solely for the legislated purpose prescribed for them. An example of the Town’s Obligatory Reserve Funds are Development Charges. The following chart illustrates the estimated future closing balances of our Obligatory Reserve Funds. Appendix 5 on page 126

outlines the balances of each component included in this section.

Town Reserves & Reserve Funds Town Reserves are set by Council from time to time and do not bear interest. Examples of Town’s Reserves are Capital Expenditures Reserve and Fleet Reserve. Town Reserve Funds are set by Council for a specific purpose and earn interest. Examples of Town’s Reserve Funds are the Water/Wastewater Reserve Fund and Municipal Asset Sale Reserve Fund. The following chart illustrates the estimated future closing balances of our Town Reserves and Reserve

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW funds. Appendix 5 on page 126 outlines the balances of each component included in this section. Maintaining sufficient balances in Reserves is a critical component of a Town’s long-term financial plan as it helps to minimize fluctuations in the tax rate and provide funding to sustain existing infrastructures. For 2013, BWG will set aside $3,747,080 for asset replacement (of which $2.9M goes toward water/wastewater infrastructure replacement reserve fund).

DEBENTURE Debenture financing is a common tool utilized by municipalities. Ontario municipalities are limited by the Province with respect to the amount of debt they can issue. The limit is set at 25% of the municipality’s annual total own net revenue sources. Currently, the Town debt limit is 6.9% of which 2.9% will be paid by property taxes and 4% will be paid for by development charges. It is expected that the Town will need to issue $34.8M in debenture over the next 5 years bringing the limit to a maximum 12.3% by 2017, well under the provincial limit. The following chart illustrates the amount paid annually on debt repayment for each category. The amount is based on debt issued at 6% annually over 20 years

‐

500

1,000

1,500

2,000

2,500

3,000

3,500

2012

2013

2014

2015

2016

2017

User rates Tax levy Development charges

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW The following chart outlines the annual debt repayment amount against the 25% provincial limit.

‐

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2012

2013

2014

2015

2016

2017

Total Debt Charges 25% limit

Debt will be utilized to fund the following project over the next 5 years: Town Hall ($21.7M) Roads DC for new operation centre ($3M)

FUTURE OUTLOOK There are a number of issues the Town will be required to consider and address in future budget preparation. The major issues the Town will face over the forecast period and into the foreseeable future include: Asset replacement It is estimated that the replacement cost of existing Town’s assets averages $15.5 million per year according to the asset management study that was completed by GHD Inc in 2012. BWG currently contributes approximately $3.8 million per year towards reserves for replacement of existing assets. Therefore, it is essential that a strategy be developed that will minimize the impact on the tax levy and user rates, reduce the reliance on debt financing, and provide a balanced approach to funding the replacement of existing assets. The implementation of a funding strategy is being proposed as part of the 2013 business plan and budget. A 1% on total tax levy per year is being proposed to begin to address the shortfall in capital asset replacement funding. Increases are proposed to be implemented in subsequent budgets to close the infrastructure funding gap and build reserve fund balances in support of capital assets and will be provided as part of the infrastructure funding strategy.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET OVERVIEW Here are the estimated amounts for the next five years:

Year Annual levy 2013 – 1% capital levy $ 470,2202014 – 2% capital levy $ 940,4502015 – 3% capital levy $1,410,6802016 – 4% capital levy $1,880,9002017 – 5% capital levy $2,351,130

Expansion of existing services As new developments are completed, new infrastructure such as roads and parks are being built within subdivisions. There will be additional operating costs related to maintenance of the infrastructure such as winter control and grass cutting. The operating costs of these services will have an impact on future operating budgets and may cause immediate tax impacts in the year they become operational. This year, Town staff spent a lot of time looking at the next five years both in operating and capital. The following graph shows the trend for the next five years. The major cost drivers are asset replacement and additional staff to accommodate growth. The red line (top) outlines the tax increase forecasted for Municipal taxes only. The blue line (bottom) outlines the overall tax increase on an average homeowner in BWG.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN BUDGET RECOMMENDATIONS It is recommended that: 1. The 2013 Operating Tax Budget and Business Plan, with

total gross expenditures of $26,041,830 be approved with the following funding sources: Municipal taxes $18,119,890 User Fees $2,696,260 Cost recovered $1,212,880 Fines $426,500 Grants $46,830 Other revenues $1,312,220 Development Charges $175,000 Town Reserves $75,000 Permits & Licenses $1,977,250

2. The 2013 Rate supported Budget and Business Plan, with

total gross expenditures of $9,878,460 be approved with the following funding sources: User rate $9,460,460 Water meter sales $290,000 Other revenues $128,000

3. The 2013-2017 Capital Budget and Business Plan, with

total gross expenditures of $334,569,930 as outlined on page 84 be approved with the following funding sources: Development Charges $39,059,930 Discretionary Reserve Funds $13,868,750 Town Reserves $6,174,750 Grants $3,697,200

Debt Financing $21,250,000 Contribution from tax levy $3,893,000 Contribution from user rate $270,000 Special Capital Levy $6,768,400 Other Revenues / Recoveries $239,587,900

4. That the following recruitment for new staff be approved

Engineering Coop Student (0.3 FTE) Development Engineering Coop Student (0.3 FTE) Utility Clerk (1 FTE) Finance Coop Student (0.2 FTE) Firefighter (0.5 FTE) IT Tech support (0.5 FTE) Park/Facilities Seasonal worker (0.5 FTE) Library borrower services – lead hand (0.2 FTE) Waste Water Operator (1 FTE)

5. The 2013 Business Plans for departments be approved.

6. That the estimated tax increase of 2.27% be approved.

7. That the Treasurer be authorized to collect a special capital

levy equivalent to 1% of total tax bill per year and use the funds for asset replacement only.

8. That the Town Manager and Treasurer be authorized to

make in-year program budget adjustments, as required during the fiscal year, with no impact on the approved 2013 tax levy.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN MAYOR & COUNCIL RESPONSIBILITIES

Council is ultimately responsible for the municipal government

of the Town of Bradford West Gwillimbury. Its principle

responsibilities include the following:

representing the public and considering the well-being and

interests of the municipality;

developing and evaluating the policies and programs of

the municipality;

determining which services the municipality provides;

ensuring that administrative policies, practices and

procedures and controllership policies, practices, and

procedures are in place to implement the decisions of

council;

ensuring the accountability and transparency of the

operations of the municipality;

maintaining the financial integrity of the municipality;

carrying out the duties of council under the Municipal Act

and other relevant legislation.

ACTIVITIES

Members of Council generally fulfill their responsibilities

through, among other things:

attending regular and special meetings of Council;

engaging in debate and discussion related to matters

before it, and making decisions pertaining to those

matters;

reading and contemplating agenda materials and other

printed matter that is routinely circulated by staff;

researching matters that may be of specific interest;

attending board and committee meetings as required,

including those of both statutory and advisory boards and

committees;

attending public events and representing the Town at such

events;

liaising with Town residents about specific concerns and

conveying those concerns to staff and/or representing

them at Council meetings.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN MAYOR & COUNCIL STAFFING The Town of Bradford West Gwillimbury’s Council is composed

of the Mayor, Deputy Mayor and seven (7) Ward Councillors.

Administrative support for the Mayor and Council is provided

for in the budget of the Office of the Town Manager. Part of

one full-time position is allocated for this purpose.

STAFFING PROJECTIONS 2013 2014 2015 2016 2017 2018Full-Time 9.0 9.0 9.0 9.0 9.0 9.0 Part-Time Total FTE 9.0 9.0 9.0 9.0 9.0 9.0

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN MAYOR & COUNCIL LATEST ACCOMPLISHMENTS COUNCIL STRATEGIC

PRIORITIES

SUMMARY OF STATUS

New Strategic Priorities

Developed new / revised vision, mission and strategic priorities.

Strategic priorities include:

Design and construct external services required to service the highway 400 employment lands.

Review the downtown revitalization study and develop an implementation plan.

Develop a master plan for the Henderson property.

Develop an active transportation plan.

Prepare a plan for the development of the Town’s administration building.

Develop a plan for surplus Town facilities.

Develop a heritage master plan. Create opportunities for housing our

aging population. Review and implement asset

management plans (i.e. water, waste water, roads, buildings).

Undertake a feasibility study for providing public transit services.

Review the downtown revitalization study and develop an implementation plan

Downtown revitalization study

completed and adopted; new Downtown Revitalization Committee established with a mandate to drive implementation of the plan.

Develop an active transportation plan

New Active Transportation

Committee established to continue and expand on work of former Trails Committee.

Prepare a plan for the development of the Town’s administration building

Establish preferred location for

new town hall (downtown area). Directed staff to undertake

RFEOI for PPP.

Develop a plan for surplus Town facilities

Identified initial list of potential

surplus Town buildings. Commenced planning process

for eventual decommissioning of Community Centre rink and St. Mary’s Hall.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN MAYOR & COUNCIL Develop a heritage master plan

New Heritage Committee

established to drive creation of master plan and to recommend other significant heritage conservation initiatives.

Create opportunities for housing our aging population

New seniors housing committee

created with a mandate to facilitate the construction of various forms of housing suitable for senior citizens.

Undertake a feasibility study for providing public transit services

Feasibility study completed –

awaiting budget allocations.

2013 ACTION PLAN Setting Strategic Priorities

Review and confirm or modify

strategic priorities for 2012.

Achieving Strategic Priorities

Work within new committee

structure to encourage / assist with developing approaches to achieving strategic priorities.

Monitor / direct the work of staff in achieving strategic priorities that fall outside of the scope of committee work.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN MAYOR & COUNCIL 2013 BUDGET OVERVIEW

2011 2011 2012 2012 2013 2013 Budget 2013 BudgetBudget Actual Budget Actual Draft / 2012 Budget / 2012 Budget

unaudited Budget $ %Revenues by category:

Municipal Taxation 309,280 257,222 316,690 231,084 320,640 3,950 1.25%Surplus/(Deficit) - 22,203 - - - - #DIV/0!Other revenues - 38,559 - 36,705 - - #DIV/0!Transfer from reserves - 8,492 - - - - #DIV/0!User fees - 48,060 - 52,182 - - #DIV/0!

Total Revenues 309,280 374,537 316,690 319,971 320,640 3,950 1.25%Expenditures by Category:

Contributions to Reserves - 45,057 - - - - #DIV/0!Insurance 20,950 13,049 20,950 - 14,000 (6,950) -33.17%Material & Supplies 9,000 4,686 9,000 7,075 9,200 200 2.22%Mileage, Conference & Training 64,840 44,357 64,840 44,103 69,050 4,210 6.49%Other Expenditures: Miscalleneous expenditures 19,600 70,012 19,600 106,515 22,140 2,540 12.96%Salaries & Benefits 194,890 197,375 202,300 162,277 206,250 3,950 1.95% A

Total Expenditures 309,280 374,537 316,690 319,971 320,640 3,950 1.25%Net Requirement - - - - -

Impact on tax rate 0.02%

Variance

NOTES: A COLA

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN TOWN MANAGER RESPONSIBILITIES

The Town Manager is responsible for day to day leadership

and general management of the Corporation and acting as key

advisor and liaison to Council. As the senior appointed official,

major responsibilities include overseeing and coordinating

day-to-day administration of the Town, attending

Council/Committee meetings, making policy, service level, and

long-range/strategic/business planning recommendations,

communicating and facilitating the implementation of Council

decisions, and representing the Town with external agencies

and on behalf of Council as required. The Town Manager

monitors the activities of local Boards/Agencies, the County,

and service partners of the Corporation, oversees and

monitors legislative compliance and sound fiscal management

of the Corporation, fosters an environment of positive public

relations, both internally and externally such that the public

respects and has confidence in the administration of the

business of The Town of Bradford West Gwillimbury. The

Town Manager promotes Bradford West Gwillimbury as a

preferred place to locate and acts as an ambassador within

the local and larger municipal community by championing the

programs/policies of Council.

ACTIVITIES

1. Leadership/Management: Leads, coordinates, manages

and oversees the work of all municipal departments,

ensuring delivery on Council's policy direction, and

effective and efficient service delivery. Supervises and

evaluates the performance of direct reports.

2. Policies: Assumes full responsibility for the

implementation of the policies, directions and programs

approved by Council.

3. Budget: Directs the preparation of the Town's budget,

providing recommendations with respect to both current

and capital budgets, and exercises financial control over

approved appropriations for all Town departments.

4. Council Support: Supports Council in reviewing and

advising on Council's agenda, both open and in camera,

and making appropriate presentations to Council on all

requisite matters.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN TOWN MANAGER STAFFING The Town Manager’s office currently has (2) full-time positions.

Direct reports to the Town Manager are shown on the

organization chart below.

STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time 2.0 2.0 2.0 2.0 2.0 2.0 Part-Time Total FTE 2.0 2.0 2.0 2.0 2.0 2.0

LATEST ACCOMPLISHMENTS

INITIATIVE

SUMMARY OF STATUS

New Strategic Priorities

Worked with Council to develop new / revised vision, mission and strategic priorities.

Strategic priorities include:

Design and construct external services required to service the highway 400 employment lands.

Review the downtown revitalization study and develop an implementation plan.

Develop a master plan for the Henderson property.

Develop an active transportation plan.

Prepare a plan for the development of the Town’s administration building.

Develop a plan for surplus Town facilities.

Develop a heritage master plan. Create opportunities for housing

our aging population. Review and implement asset

management plans (i.e. water, waste water, roads, buildings).

Undertake a feasibility study for providing public transit services.

Town Manager

Senior Management Team (8)

Systems Analyst (2)

Administrative Assistant

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN TOWN MANAGER Council Education / Development

Organized and chaired two day

orientation workshop for new Council.

Design and construct external services required to service the highway 400 employment lands

Initiated consultations and

meetings with developers group leading to new front end payment agreement for infrastructure ($235 million)

Initiated discussions with Town of Innisfil leading to an arrangement to borrow excess water capacity from the Alcona WTP.

Review the downtown revitalization study and develop an implementation plan

Downtown revitalization study

completed and adopted by Council; new Downtown Revitalization Committee established with a mandate to drive implementation of the plan.

Develop an active transportation plan

New Active Transportation

Committee established to continue and expand on work of former Trails Committee.

Prepare a plan for the development of the Town’s administration building

Worked with Council to establish

preferred location for new town hall (downtown area).

Led process for request for expressions of interest for new town hall / related real estate development PPP.

Develop a plan for surplus Town facilities

Identified initial list of potential

surplus Town buildings. Commenced planning process

for eventual decommissioning of Community Centre rink and St. Mary’s Hall.

Develop a heritage master plan

New Heritage Committee

established to drive creation of master plan and to recommend other significant heritage conservation initiatives.

Create opportunities for housing our aging population

New seniors housing committee

created with a mandate to facilitate the construction of various forms of housing suitable for senior citizens.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN TOWN MANAGER Undertake a feasibility study for providing public transit services

Feasibility study underway with

expected completion by end of 2011.

2013 ACTION PLAN Lake Simcoe Water Supply

Facilitate design of expansion

to the Alcona WTP to accommodate eventual build-out of BWG residential and employment lands.

New Town Hall

Manage / lead procurement

process for downtown town hall and related real estate PPP development.

Departmental Restructuring

Continue with process of

departmental restructuring in order to acquire / enhance talent needed to support Town during period of rapid growth.

Council Strategic Priorities

Facilitate the review and

update of Council’s strategic priorities and make adjustments to business strategy where necessary.

Council Committees

Provide support for Council

committee’s to ensure strategic priorities are being acted upon.

23

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN TOWN MANAGER 2013 BUDGET OVERVIEW



Municipal Taxation 132,890 208,597 150,480 70,538 109,910 (40,570) -26.96%Cost Recovered 538,500 525,880 538,500 448,700 633,630 95,130 17.67%


Contributions to Reserves 30,000 30,000 30,000 25,000 30,000 - 0.00%Debenture Costs 8,370 8,320 8,370 4,182 8,360 (10) -0.11%Material & Supplies 4,000 9,121 4,000 3,503 4,000 - 0.00%Mileage, Conference & Training 10,200 6,233 10,200 4,907 10,200 - 0.00%Other Expenditures: Communications 7,500 5,255 7,500 4,675 7,500 - 0.00% Drainage (HMDSJMSB) 84,890 145,465 84,890 - 92,390 7,500 8.83% C

Conservation Authorities 187,200 206,871 196,830 198,811 208,000 11,170 5.67% B

Miscalleneous expenditures 6,600 16,094 6,600 10,901 6,600 - 0.00%Professional Services 25,000 30,711 25,000 8,783 50,000 25,000 100.00% E

Salaries & Benefits 307,630 301,099 315,590 258,447 326,490 10,900 3.45% ATotal Expenditures 671,390 759,477 688,980 519,238 743,540 54,560 7.92%Net Requirement - - - - -

Impact on tax rate -0.24%

Variance

Notes: A COLA and step increase for current employees B Increased contributions to Conservations Authorities based on previous years C Increased contribution to HMDSJMSB as per actual D Increased revenues from user rates to cover overhead cost (Finance, HR, IT, etc.) E Space needs study for new Town Hall

24

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT RESPONSIBILITIES The Clerk’s Department was reorganized in 2012 with the appointment of a Director of Legal Services/Clerk and the formation of two divisions: Legislative Services Division and Enforcement Division. The Legislative Services Division handles a variety of duties, the majority of which are statutory in nature as prescribed by several pieces of legislation such as the Municipal Act, 2001; Freedom of Information & Protection of Privacy Act, Accessibility for Ontarians with Disabilities Act, 2005 and the Municipal Elections Act. Our office is often the frontline point of contact for the public as we are the official keeper of corporate records and other information. Our staff schedule, prepares, and distribute all Council and Committee meeting agendas. As well, staff attends and records all Council and Committee meetings and minutes. Our activities are outlined in more detail below. The Enforcement Division handles the enforcement of the Town's various by-laws, including zoning, property standards, clean yards, noise, lawn watering, parking, and animal control. The Enforcement Division is now also responsible for the administration of all licenses and duties of the Division Registrar under the Vital Statistics Act and Marriage Act. The purpose of the Division is to seek compliance with Town by-laws, primarily on private and on public property which focus on health and safety, nuisance control, quality of life and consumer protection issues. This division's mandate is to promote voluntary compliance to by-laws through regular and consistent dialogue and education of residents. All citizens benefit from the enforcement of Town by-laws as neighborhoods and overall quality of life in the community is improved.

The Enforcement Division is also responsible for Animal Control and the Adult School Crossing Guard program.

The City of Vaughan has been contracted by the Town of Bradford West Gwillimbury to provide animal control services relating to complaints concerning control of dogs and cats (i.e. licensing, excessive barking, stoop & scoop, dogs and cats at large and dog bite incidents). Business hours are Monday to Friday 8:00 a.m. to 4:30 p.m. After hours it is for emergency situations only involving injured dogs or cats requiring veterinary care and any animal that is "at large" and of imminent threat to the public. Public information brochures are available and distributed for dog control, cat control, cruelty to animals, Dog Owner’s Liability Act, dog bite incidents, muzzling orders, pet adoption and lost & found.

The Adult School Crossing Guard program plays an important role within our community. These men and women work to assist children with crossing intersections safely on their way to school.

The design and implementation of an Adult School Crossing Guard Program is largely a decision of Council with the involvement of community groups and experts including, South Simcoe Police Service, BWG Planning and Development Services and Engineering Services, school boards, local schools and parent councils.

The Enforcement Division provides staff resources, funding, training and equipment for the Adult School Crossing Guard program as well as sets policies and procedures. The Town currently has crossing guards at the following six locations:

25

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT

Location Times Barrie Street and Britannia Avenue Morning - 8:00 a.m. to 9:15 a.m.

Afternoon - 3:00 p.m. to 4:15 p.m.

Simcoe Road and Catania Avenue Morning - 8:00 a.m. to 9:15 a.m.Afternoon - 2:45 p.m. to 4:00 p.m.

Holland Street West and Church Street

Morning - 8:00 a.m. to 9:15 a.m.Afternoon - 3:00 p.m. to 4:15 p.m.

Northgate Drive and Professor Day Drive


Northgate Drive and Fletcher Street Morning - 8:00 a.m. to 9:15 a.m.Afternoon - 3:00 p.m. to 4:15 p.m.

Professor Day Drive and Walkway from Longview Drive


ACTIVITIES

Activities of the Legislative Services Division include:

Council and Committee Secretariat services; Scheduling meetings, preparing and distributing all Council

and Committee agendas; Recording all proceedings of Council and Committee

meetings in official minutes; Processing correspondence and follow up items resulting

from Council and Committee meetings; Researching best practices and drafting reports, by-laws,

agreements, policies and procedures; Responsibility for records management, including indexing

and retention of corporate minutes, by-laws and agreements;

Risk management and insurance claims handling; Processing requests for information under Municipal

Freedom of Information and Protection of Privacy Act (MFIPPA);

Appointment of Accessibility Coordinator to ensure corporate compliance with Accessibility for Ontarians with Disabilities Act (AODA);

Signing authority on behalf of the Town for legal agreements and documents;

Registration of all Town-owned properties, Processing of easements, encroachment agreements,

expropriate applications and other legal documents, Providing Commissioner of Oaths and Affidavits and

certified copy services to departments and the public; Conducting municipal elections in an efficient manner

which is transparent and accountable (every four years); Co-ordinates advertisements, public notices, and the Town

Page content on a weekly basis; and Maintains public calendar of meeting events.

Activities of the Enforcement Division include:

Response to complaints, investigation of by-law compliance, and prosecutions;

Parking patrol and enforcement; Animal control including response to lost/stray dogs,

barking, dog bites and stoop and scoop; Acting as Division Registrar for vital statistics which

includes the registration of all marriages and deaths within the Town and issuing marriage licenses;

Processing of business licenses and lottery licenses; Processing municipal clearances for liquor licence

applications for the AGCO; Processing of livestock claims and forms to OMAFRA; and Supervision of Adult School Crossing Guards.

26

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT STAFFING Currently, the Legislative Services Division has six full-time employees. The Enforcement Division has four full-time, one part-time and one summer employee as well as eight part-time crossing guards.

STAFFING PROJECTIONS Legislative Services Staffing 2012 2013 2014 2015 2016 2017 Full-Time 6.0 6.0 7.0 8.0 8.0 8.0Part-Time/ Contract/ Summer

0.0 0.0 1.0 0.0 0.0 0.0

Total FTE 6.0 6.0 8.0 8.0 8.0 8.0New positions: Communication Officer and Contract elections assistant requested for 2014 and Records Clerk for 2015 Enforcement Staffing 2012 2013 2014 2015 2016 2017 Full-Time 4.0 4.0 4.0 4.0 4.0 4.0 Part-Time/ Contract/ Summer

1.0 1.0 1.8 1.8 1.8 1.8

Total FTE 5.0 5.0 5.8 5.8 5.8 5.8 New positions: PT Enforcement Officer (0.8) requested for 2014. Crossing Guards 2012 2013 2014 2015 2016 2017 Full-Time Part-Time 8.0 8.0 10.0 10.0 12.0 12.0 Total FTE 8.0 8.0 10.0 10.0 12.0 12.0 New positions: New crossing guards will be required as the population grows and new schools are added. Growth is estimated in 2014 and 2016.

Town Manager

Director of Legal Services/Clerk

Deputy Clerk

Records Management Clerk

Receptionist /Admin. Asst

Committee Coordinator (2)

Manager of Enforcement

Municipal Law Enforcement Officer (2)

Municipal Law Enforcement Officer PT

Municipal Law Enforcement Officer PT/Coop/Summer

Crossing Guards (8)

Licensing Officer/ Admin. Asst.

27

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT LATEST ACCOMPLISHMENTS Some of the accomplishments of the Clerk’s Department from 2012 include the following: Legislative Services: Implemented a full departmental reorganization to realign

duties and responsibilities, including introducing new positions and change to job duties;

Introduction of new Director of Legal Services/Clerk; Introduction of a second Committee Coordinator; Successfully completed train-the-trainer course for

ensuring accessible customer service; Met year 1 goals of the department’s Strategic Plan and

set goals for year 2; Staff trained on business process mapping and created a

priority list for completion; Established a risk management working group; Implemented a quarterly staff newsletter for all

departments; Developed a Local Government Week program aimed at

Grade 5 students and the general public; and Transferred the administration of the filming permit

process to the Film Liaison at Nottawasaga Futures.

Enforcement: Introduction of new Manager of Enforcement; Increased active and pro-active patrols which increased

visibility in community and public perception/awareness; Increased parking enforcement resulting in increased

compliance; Ensured vehicle visibility and public outreach; Assisted SSPS and building department with enforcement

of grow op investigation and enforcement; Successful in court action and obtaining fines for offences;

and Completed several property clean-ups Animal Control: Increased animal control enforcement & education through

active patrols Increased dog tag sales Issuance of dangerous dog letters and muzzle notices as a

result of contract with City of Vaughan Crossing Guards Continued training and orientation Recruitment Implemented health and safety protocol for emergency

communications with crossing guards

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT 2013 ACTION PLAN It is the goal of the Clerk’s Department to continue to provide the core services to the public while reviewing processes and procedures to ensure the efficient and timely delivery of effective services by the Legislative Services Division, Enforcement Division, Animal Control, and Crossing Guard Programs. Legislative Services: Continue with Council procedural review; Full implementation of electronic agenda system

throughout all departments to continue to create efficiencies in the agenda preparation and meeting processes;

Review and introduction of new by-laws including Procedural By-law, Fence By-law, Dog Control By-law, Traffic Regulation By-laws, and Taxicab Licensing;

Review processes for 2014 municipal election including space needs;

Establish staff working group for accessibility; review current policies/programs for compliance and establish new policies as required under the Integrated Accessibility Standards Regulations;

Set priorities for year 2 under the department’s Strategic Plan;

Establish staff working group for records management to further the records management program;

Complete all departmental business process mapping to identify efficiencies; and

Continue to assist staff with training and implementation of the MFIPPA regulations for departmental routine disclosure plans;

Enforcement Development of standard operating guidelines for

municipal law enforcement officers Review and updating of traffic by-laws Development of enforcement agreements between Town

Departments and Enforcement Centralized complaint process to include other necessary

departments Development of online forms Creation of publications/information on by-laws for

distribution to the public Parking enforcement review Animal Control Increased licensing enforcement Dealing with increased wildlife issues Continued partnership with City of Vaughan Active and pro-active patrols Crossing Guards Review of adult crossing guard warrants Continued supervision, orientation, safety training, supply

of equipment and recruitment

29

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT 2013 CLERK’S DEPARTMENT BUDGET OVERVIEW – Legislative Services Division

Variance2011 2011 2012 2012 2013 2013 Budget 2013 Budget

Budget Actual Budget Actual Draft / 2012 Budget / 2012 Budgetunaudited Budget $ %

Revenues by category:Municipal Taxation 1,204,260 1,045,661 1,168,500 878,670 1,097,550 (70,950) -6.07%Cost Recovered 6,000 5,395 6,000 4,606 6,000 - 0.00%Grants 6,000 - 6,000 933 6,000 - 0.00%Other revenues 340 300 340 195 1,320 980 288.24%Permit & Licenses 17,960 23,160 17,960 20,129 23,550 5,590 31.12%User fees 16,040 6,251 16,040 - 16,040 - 0.00%

Total Revenues 1,250,600 1,080,768 1,214,840 904,534 1,150,460 (64,380) -5.30%Expenditures by Category:

Contractual Services - 444 - 5,079 3,500 3,500 #DIV/0!Contributions to Capital 45,000 46,696 - 5,082 15,000 15,000 #DIV/0! A

Contributions to Reserves 60,000 60,000 60,000 50,000 60,000 - 0.00%Insurance 172,000 58,781 172,000 115,189 196,850 24,850 14.45% B

Material & Supplies 23,000 18,189 26,000 21,151 21,500 (4,500) -17.31%Mileage, Conference & Training 17,750 11,780 18,750 17,481 24,250 5,500 29.33%Other Expenditures: Communications 9,300 4,800 10,000 3,754 7,500 (2,500) -25.00% Advertising & promotions 70,000 53,066 70,000 46,681 54,000 (16,000) -22.86% C

Miscellaneous expenditures 17,300 7,317 22,000 6,887 28,500 6,500 29.55%Professional Services 275,000 304,841 260,000 116,677 200,000 (60,000) -23.08%Salaries & Benefits 561,250 514,851 576,090 516,553 539,360 (36,730) -6.38% D

Total Expenditures 1,250,600 1,080,768 1,214,840 904,534 1,150,460 (64,380) -5.30%Net Requirement - - - - -

Impact on tax rate -0.42%

Notes: A Contribution toward record management software B Adjustment to insurance cost to reflect actual premiums C Decrease for Advertising (as per Council’s request) D Transfer of Licensing Officer to Enforcement division (-$85,700) COLA & step increase for current employees ($48,970)

30

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN CLERK’S DEPARTMENT 2013 CLERK’S DEPARTMENT BUDGET OVERVIEW – Enforcement Division



Municipal Taxation 53,790 87,872 109,870 177,949 294,190 184,320 167.76%Cost Recovered 5,000 10,300 5,000 4,358 10,000 5,000 100.00%Fines 505,310 399,933 520,000 261,369 405,000 (115,000) -22.12% A

Permit & Licenses 30,000 26,790 25,000 32,430 32,000 7,000 28.00%Total Revenues 594,100 526,434 659,870 476,105 741,190 81,320 12.32%Expenditures by Category:

Contractual Services 150,000 152,232 185,000 108,264 180,000 (5,000) -2.70%Contributions to Reserves 8,580 8,580 12,000 7,200 12,000 - 0.00%Insurance 1,500 462 1,500 924 1,500 - 0.00%Material & Supplies 42,230 15,249 43,500 13,571 35,250 (8,250) -18.97%Mileage, Conference & Training 10,000 3,843 12,000 4,940 7,500 (4,500) -37.50%Other Expenditures: Communications 6,800 5,520 8,000 4,295 9,200 1,200 15.00% Advertising & promotions 5,000 - 5,000 - 3,000 (2,000) -40.00% Miscalleneous expenditures 5,000 8,433 7,600 18,118 3,400 (4,200) -55.26%Professional Services 34,000 2,935 12,000 3,354 7,000 (5,000) -41.67%Salaries & Benefits 330,990 329,179 373,270 313,297 482,340 109,070 29.22% B



Variance

Notes: A Decreased in revenues to reflect actual from previous years B Transfer of Licensing Officer to Enforcement Division ($85,700) COLA & step increase for current employees ($52,690)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN ECONOMIC DEVELOPMENT RESPONSIBILITIES

The Office of Economic Development (OED) in concert with its partner organizations, provide the following programs and/or services:

• Business Attraction: includes site selection services, marketing/promotion of the Town, monitoring trends, responding to requests for information and working closely with developers and realtors located in Bradford West Gwillimbury.

• Business Retention: includes corporate calling program and working with local employers to understand their needs and addressing their concerns.

• One Stop Small Business Support: includes small business programs and support services, professional business consulting, on-site business registration, and other helpful information for entrepreneurs.

• Promotion: includes branding and marketing of Bradford West Gwillimbury and Office of Economic Development, production of brochures and other marketing tools, and maintaining an up-to-date website.

• Seminars and Workshops: includes sessions on business planning, marketing, financial management and other related topics for entrepreneurs and business owners/operators.

ACTIVITIES In 2012, the Office of Economic Development updated its strategic plan which identifies five priorities for implementation in 2012 to 2013.

1. Business Retention and Expansion. A key component of any good economic development strategy is to ensure that the municipality understands the needs of its existing businesses and is able to support current and future plans.

2. Business Friendly Environment. The Town is committed to supporting businesses – both existing and new ones. Therefore, it is critical to provide information that is timely, user friendly and communicates an understanding of the needs of business and a willingness to work with current and prospective employers to make Bradford West Gwillimbury the business location of choice

3. Partnerships. Successful economic development requires strong partnerships between the public and private sectors and with other levels of government, community organizations and not-for-profit agencies.

4. Business Attraction. Bradford West Gwillimbury has received approvals to develop new employment lands and must work diligently to ensure that these lands and others throughout the municipality are marketed effectively.

32

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN ECONOMIC DEVELOPMENT

Downtown Revitalization. The downtown core is identified in the Town’s Strategic Plan as a strategic priority for attention. A vibrant, healthy downtown is seen as an important component of the Town’s character and attractiveness to residents, businesses and visitors. STAFFING Currently, there is one (1) full-time employee in Economic Development and one contract position. We continue to look at ways to leverage government funding programs to hire part time staff or contract out work for the department.

STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time 1.0 2.0 2.0 2.0 2.0 2.0 Part-Time Total FTE 1.0 2.0 2.0 2.0 2.0 2.0

2012 Activities The following list highlights the events coordinated and/or

hosted by the OED alone or in conjunction with partner organizations.

Seminars/Workshops (small business related) Lunch & Learns 4 - Apr, Sept, Oct, Nov Starting a Small Business 9 - Jan, Feb, Mar, Apr, May, Jun, Sep, Oct, Nov Agknowledge Forum Jan Colossal Connection Event Jun Downtown Revitalization Sept Energy Workshop 2 – Apr, Oct Networking Events Business After Hours 8 - Jan, Mar, Apr, May,

Aug, Sept, Oct, Nov Breakfast Before Hours 3 - Apr, Sept, Oct, Nov Board of Trade BBQ July RBC / Developers March Business Awards 2 - April, June BDHS ECO Gala May Mayor’s Breakfast November Conferences/Forums/Special Events Small Business Week Activities Oct - one all day

seminar planned EMC – Food Sector Sept Franchise Forum Nov Special Community Events 3

(Studio Art Tour, Farmers Market, Soupfest, Downtown X-mas) Grand Openings 20 (up to Oct. 1st)

33

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN ECONOMIC DEVELOPMENT

Type of Request (Estimated for 2012 Year End)

Number

General Request for Information (re: Town services, events, follow up information, etc.)

1000-1,250

Investment Inquiries/Business Startup 112

Real Estate/Site Selection Services (re: land and/or buildings in BWG for purchase or lease)

85

2013 ACTION PLAN The following activities are planned for 2013 and grouped by program/service category. These activities were developed with the new economic development strategic plan. Business Retention & Expansion Program (BR&E)

Create and execute an on-line survey of existing Town businesses to understand the Town’s economic profile and key issues facing the business community.

Implement a targeted visitation program based on key sectors and size of businesses (number of employees and assessment).

Work with the South Simcoe Economic Alliance (SSEA) on their planned BR&E survey

Conduct workshops and seminars for employers interested in expanding their businesses in the Town

Business Friendly

Field inquiries related to site selection and location assistance

Review the Town’s policies and processes to ensure that they support existing and potential Town businesses (e.g. development charges, parking, transportation, servicing, etc.)

Develop a streamlined “one window” approach for business development applications

Prepare electronic presentation materials profiling and marketing the Town as a premier business location Launch online searchable inventory of available

land and buildings Develop future attraction strategy for 400 series lands

Monitor the progress of development of the 400 series lands and phase in attraction marketing programs as appropriate

Develop a targeted attraction strategy to address current gaps in identified business sectors (e.g. hotel/ conference centre, post secondary institution, public sector organizations, etc.)

Continue to participate in events that recognize and celebrate businesses in the Town (e.g. Mayor’s luncheon, business excellence awards, business achievement awards, etc.)

34

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN ECONOMIC DEVELOPMENT Downtown Revitalization

Continue to work towards downtown revitalization strategy and implementation plan in conjunction with the Planning Department and Downtown Revitalization Committee

Work with the Downtown Revitalization Committee and other stakeholders to develop an inclusive marketing program for downtown merchants

Support and contribute to the development of a Community Improvement Plan (C.I.P.)

Explore opportunities to create a Downtown Merchants Association to support implementation of the Downtown Bradford Revitalization Strategy project

Explore government assistance programs involving downtown redevelopment and apply when eligible

Partnerships/Associations Continue to work with strategic partners and represent BWG on various boards and committees. Continuously work towards forming mutually beneficial alliances with other stakeholder organizations. The following list represents current partners and joint initiatives.

South Simcoe Economic Alliance & Nottawasaga Futures

South Simcoe Business Links Bradford Board of Trade Simcoe County Tourism and Economic Development

Office South Simcoe Arts Council Holland Marsh Growers Association Contact South Simcoe (aka Bradford Works)

King Township C.H.A.T.S. (Community Housing Assistance to Seniors) Bradford Learning Centre Accessibility Directorate of Ontario Excellence in Manufacturing Consortium (EMC) Economic Development Association of Canada Economic Developers Council of Ontario International Economic Development Council Also work closely with several Provincial ministries

Promotion & Communication Website Update Town Pages Leisure Guide Welcome Wagon Board of Trade email blasts Municipal Profile update Map Profile – new Building and Land Inventory Continue to manage and coordinate grand openings and

special events Communicate with representatives of federal, provincial and non-government organizations to leverage programs and funding that support the Town’s business interests (e.g. transportation, etc.) Explore the feasibility of becoming designated as a provincial Small Business Enterprise Centre

35

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN ECONOMIC DEVELOPMENT 2013 BUDGET OVERVIEW



Municipal Taxation 272,580 296,061 267,650 198,067 280,200 12,550 4.69%Grants - 3,349 - - - - #DIV/0!Other revenues - 41,654 - 1,887 - - #DIV/0!


Contractual Services 33,500 34,573 95,000 69,938 95,000 - 0.00%Contributions to Reserves 70,000 70,000 - - - - #DIV/0!Material & Supplies 5,000 66,725 5,000 3,881 5,000 - 0.00%Mileage, Conference & Training 11,000 3,493 11,000 5,627 11,000 - 0.00%Other Expenditures: Communications 2,400 3,345 2,800 2,062 3,900 1,100 39.29% Advertising & promotions 5,000 5,254 5,500 3,703 6,500 1,000 18.18% Miscalleneous expenditures 6,000 6,479 6,000 2,386 6,000 - 0.00%Professional Services 28,000 35,277 28,000 14,319 30,000 2,000 7.14%Salaries & Benefits 111,680 115,918 114,350 98,037 122,800 8,450 7.39% A



Variance

NOTES: A COLA and step increase for current employee

36

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN ENGINEERING SERVICES

RESPONSIBILITIES The Engineering Services Department is responsible for the delivery of water, wastewater, transportation, development engineering and GIS services. Our mission statement is:

The Engineering Services Department provides municipal water, wastewater, transportation and review of development engineering within Bradford West Gwillimbury to meet Provincial and Town standards.

During preparation of the Department’s strategic plan in 2009, the following vision statement was developed which captures the vision for the department in 2013:

Engineering Services effectively manages sustainable infrastructure and facilitates planned development in Bradford West Gwillimbury through a well defined and cohesive organizational structure in an environment of continuous improvement.

ACTIVITIES The major activities within the Department include the following:

Water Supply – Treatment, storage and distribution of municipal potable water meeting all Provincial and Town regulations and standards

Wastewater – Collection, conveyance and treatment of municipal wastewater meeting all Provincial and Town regulations and standards

Roads – Maintenance of municipal road network

including rehabilitation, snowplowing, sidewalk and boulevard maintenance, streetlighting, traffic control and stormwater management

Capital Construction – Planning, design and

construction of water, wastewater and transportation infrastructure, corporate asset management and GIS services

Development Engineering – Review, inspection

and assumption of municipal assets constructed as part of new municipal development including roads, water, wastewater and stormwater facilities

Compliance – Regulatory compliance reporting for

water and wastewater divisions, policy and procedure development, drinking water quality management system, source water protection

37


STAFFING Currently, there are 55 full-time positions in the Engineering Services Department. The department organization chart is below. In addition to these 55 full time positions, there are 2 summer co-op positions (one in Water and one in Wastewater), and 6 part time winter maintenance positions in Public Works. Town Manager

Manager Wastewater

Superintendent Roads

Manager Compliance

Manager Water

Manager Capital Projects

Administration (shared) (2)

Director of Engineering Services

Compliance Coordinator

WW Treatment

Plant Supervisor

Water Supervisor

Senior Engineering Technologist

(2)


(2)

Urban Supervisor

Rural Supervisor

Operators (9)

Operators (9)

Manager Development Engineering


Engineering Technologist

(2)

WW Collection System

Supervisor

Operator Operators (4)

Maintenance Supervisor

Maintenance Millwright

Maintenance Mechanic Electrician

Operators (6)

Senior GIS

Technician

38


STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time 55.0 56.0 58.0 59.0 61.0 63.0 Part-Time and Co-Op*

3.2 4.0 4.4 4.8 4.4 4.0

Total FTE 58.2 60.0 62.4 63.8 65.4 67.0 For 2013, 1 wastewater operator and 2 summer co-op positions are requested. The wastewater operator position is required to accommodate additional growth to the Town’s collection system as new subdivisions are built. One co-op student is requested for the Development Engineering division to assist with the sewer service lateral video inspection program and lot grading review, both of which peak in the summer months. A second technologist co-op student for the Engineering Services Department is requested to assist with bringing the department up to date with records management compliance, and assistance with capital project delivery and traffic complaints. Additional full time positions are envisioned for 2014 and beyond to deal with additional operating requirements resulting from new assets and to assist with the capital program required to service new developments within the Bradford urban area, the approved Strategic Employment Lands and Bond Head development areas. * 1 co-op or part time position is 0.4 equivalent full time

LATEST ACCOMPLISHMENTS In 2012, the Department completed year four of its five year Strategic Plan to guide its efforts through to 2013. Completed strategic initiatives for 2012 included the completion of a corporate wide asset management plan and strategy, roll out of development engineering fees to recover internal costs, development of a draft sewer use bylaw for public comment, initiation of a backflow prevention program, improvements to the department website, continued development of road occupancy and municipal consent processes and improved utility coordination. An additional water supply of 3,600 cubic metres per day was secured from Innisfil as borrowed water capacity, which will be replaced in the next phase of the water treatment plant expansion. A Transit Feasibility Study and Transit Implementation Plan were completed. A comprehensive Roads Needs Study, including a detailed condition assessment of each road in BWG was also completed. During 2012, the following capital activities were also completed:

Completed the replacement of the bridge at 5th Line / Canal Road, and commenced construction of the replacement bridge at 5 SR / Canal Road

Completed reconstruction of Toronto, James and Hurd Streets

39


Commenced design of reconstruction work for

Thornton Avenue Commenced design of the Middletown and Green

Valley Sewage Pumping Stations Commenced design of replacement bridges on 5th Line,

6th Line and Newton Robinson Commenced conceptual design of the Holland Street

corridor from Professor Day Drive to Bridge Street Repaved 10th Line from CR 4 to 10SR Repaved 11th Line from CR 4 to Sunrise Circle Retained a engineering consulting services to

commence design of the proposed Interchange at Highway 400 / 5th Line

2013 ACTION PLAN In 2013, the Engineering Services Department will continue with the implementation of its Strategic Plan. The Department will continue to provide an increased level of project management and development engineering services in house with its own forces. A significant amount of effort will be required to commence the implementation of services to the Strategic Employment Lands near Highway 400 and the Bond Head secondary plan once sufficient funding is secured from the benefitting developer group and other sources. In addition to the proposed Interchange at 5th Line and Highway 400, two new sewage pumping stations, an elevated water storage facility

and connecting watermains, sanitary sewers and forcemains are required. Other initiatives for 2012 include the following:

Completion of an Inflow / Infiltration Study to locate and reduce sources of extraneous flow to the sanitary sewer system

Commencement of a water use efficiency strategy and master storm water plan to fulfill requirements of the Lake Simcoe Protection Act

Implementation of a backflow prevention program

40


2013 BUDGET OVERVIEW – PUBLIC WORK



Municipal Taxation 4,399,480 4,383,451 4,478,440 3,894,184 4,998,280 519,840 11.61%Surplus/(Deficit) - 155,998 - - - - #DIV/0!Cost Recovered 74,830 155,944 74,830 20,707 68,350 (6,480) -8.66%Grants 10,000 - 10,000 - 10,000 - 0.00%Other revenues 5,500 4,051 5,500 5,424 5,500 - 0.00%Transfer from reserves - - - 716,232 - - #DIV/0!

Total Revenues 4,489,810 4,699,444 4,568,770 4,636,547 5,082,130 513,360 11.24%Expenditures by Category:

Contractual Services 145,610 197,634 245,610 341,453 558,450 312,840 127.37% B

Contributions to Capital 221,660 281,499 560 16,883 95,340 94,780 16925.00% D

Contributions to Reserves 269,100 269,100 269,100 224,200 269,100 - 0.00%Debenture Costs 542,830 416,621 700,810 1,289,117 722,610 21,800 3.11% C

Insurance 171,310 270,385 171,310 244,666 167,460 (3,850) -2.25%Material & Supplies 1,264,800 1,358,363 1,265,430 760,519 1,202,880 (62,550) -4.94%Mileage, Conference & Training 9,430 10,374 8,800 6,207 8,800 - 0.00%Other Expenditures: Communications 9,570 16,240 9,570 6,538 9,570 - 0.00% Miscalleneous expenditures (84,500) (160,910) (84,500) 15 (84,500) - 0.00%Professional Services 2,500 26,250 2,500 1,217 2,500 - 0.00%Salaries & Benefits 1,595,950 1,644,103 1,658,030 1,390,840 1,752,770 94,740 5.71% A

Studies 80,000 21,479 60,000 64,088 60,000 - 0.00%Utilities 261,550 348,304 261,550 290,804 317,150 55,600 21.26% B

Total Expenditures 4,489,810 4,699,444 4,568,770 4,636,547 5,082,130 513,360 11.24%Net Requirement - - - - -


Variance

Notes: A COLA, step increase for current employees and allocation adjustments B Funding for Public Transit, roads/sidewalk repairs C Debenture cost related to Dissette & James/Hurd/Toronto Street projects (internal debenture) D Net impact of capital projects

41


2013 BUDGET OVERVIEW – ENGINEERING DEVELOPMENT



Municipal Taxation - - - - - - #DIV/0!Surplus/(Deficit) - 83,009 - - - - #DIV/0!Permit & Licenses 242,000 412,748 242,000 950,320 579,500 337,500 139.46% A


Contractual Services 95,000 109,022 95,000 70,914 75,000 (20,000) -21.05% B

Contributions to Reserves 49,900 83,476 50,590 468,876 (48,050) (98,640) -194.98% C

Material & Supplies 3,300 25 3,300 1,011 6,100 2,800 84.85%Mileage, Conference & Training 800 - 800 1,815 7,300 6,500 812.50%Other Expenditures: Communications 1,200 256 1,200 2,289 3,500 2,300 191.67% Advertising & promotions 3,000 - 3,000 - - (3,000) -100.00%Professional Services 5,000 5,723 5,000 70,008 80,000 75,000 1500.00% D

Salaries & Benefits 83,800 297,254 83,110 344,208 455,150 372,040 447.65% ETotal Expenditures 242,000 495,758 242,000 959,121 579,500 337,500 139.46%Net Requirement - - - 8,800 -


Variance

Notes: A Revenues from user fees transferred from Engineering and based on 400 units for 2013 B Cost of camera inspection estimated at 400 units for 2013 C Contribution from reserves will not be needed in 2013 to cover operation cost of department D Increased in cost for engineering and legal fees related to subdivision E Transfer of wages from Engineering to Dev. Eng. (G. Watson, D. Perreault & M. Singerland) ($336,510) New Staff – Coop student ($21,420) COLA & step increase for current employees ($14,110)

42


2013 BUDGET OVERVIEW – ENGINEERING



Municipal Taxation 201,400 200,698 168,230 274,166 286,230 118,000 70.14%Cost Recovered 417,480 3,558 417,480 10 - (417,480) -100.00% B

Internal revenues 423,820 808,394 505,730 548,349 555,630 49,900 9.87% B

Transfer from reserves 60,380 - 60,380 - 105,000 44,620 73.90% BTotal Revenues 1,103,080 1,012,650 1,151,820 822,525 946,860 (204,960) -17.79%Expenditures by Category:

Contractual Services 3,000 10,218 3,000 6,425 5,000 2,000 66.67%Contributions to Capital - 11,475 - - - - #DIV/0!Material & Supplies 7,000 17,670 7,000 11,324 7,000 - 0.00%Mileage, Conference & Training 9,200 27,792 9,200 10,212 19,000 9,800 106.52%Other Expenditures: Communications 8,000 22,085 8,000 15,541 8,000 - 0.00% Leases & licenses - 2,749 - 3,941 - - #DIV/0! Miscalleneous expenditures 1,000 657 1,000 250 1,000 - 0.00%Professional Services 100,000 96,502 - 43,887 25,000 25,000 #DIV/0!Salaries & Benefits 974,880 811,319 1,123,620 730,188 878,260 (245,360) -21.84% A

Studies - 12,182 - - - - #DIV/0!Total Expenditures 1,103,080 1,012,650 1,151,820 822,525 946,860 (204,960) -17.79%Net Requirement - - - - -


Variance

Notes: A COLA & step increase for current employees ($69,730) New Staff – Coop student ($21,420) Transfer of wages from Engineering to Dev. Eng. (G. Watson, D. Perreault & M. Singerland) (-$336,510) B Revenues from user fees transferred to Development Engineering and revenues from DC to cover capital project

management

43


2013 BUDGET OVERVIEW – WATER

2011 2011 2012 2012 2013 2013 Budget 2013 BudgetBudget Actual Budget Actual Budget / 2012 Budget / 2012 Budget

Draft Draft %Revenues:

Surplus/(Deficit) - 377,172 - - - - 0Water Billings 4,182,820 4,448,600 4,509,490 2,622,778 4,903,770 394,280 8.74%Other Revenues 317,210 496,006 385,860 268,271 386,500 640 0.17%

Total Revenues 4,500,030 5,321,778 4,895,350 2,891,049 5,290,270 394,920 8.07%Expenditures:

Contractual Services 152,410 98,619 120,810 28,988 140,410 19,600 16.22% CContributions to Capital 55,000 12,557 55,000 10,623 75,000 20,000 36.36% DContributions to Reserves 1,357,960 1,781,662 1,749,840 906,160 1,766,600 16,760 0.96% BDebenture Costs 113,990 113,595 113,980 56,993 113,990 10 0.01%Insurance 63,800 81,169 63,800 39,320 88,800 25,000 39.18% CMajor Studies 20,000 - 20,000 - 20,000 - 0.00%Material & Supplies 250,970 225,745 283,240 125,075 258,340 (24,900) -8.79% CMileage, Conference & Training 22,630 11,649 22,420 12,268 14,000 (8,420) -37.56%Other Expenditures 761,410 914,595 722,720 423,304 889,390 166,670 23.06% CProfessional Services 82,200 24,625 26,200 12,042 30,000 3,800 14.50%Salaries & Benefits 834,180 665,077 870,500 472,771 948,370 77,870 8.95% AUtilities 785,480 763,407 846,840 918,839 945,370 98,530 11.64% E

Total Expenditures 4,500,030 4,692,700 4,895,350 3,006,382 5,290,270 394,920 8.07%Net Contribution - 629,078 (0) (115,333) - 0

Residential users 6,681 6,754 7,790 1,036 15.34%Residential Consumption - first 15 m3 1,060,108 1,071,664 1,195,958 124,295 11.60%Residential Consumption - 15 to 30 m3 414,420 418,937 402,084 (16,853) -4.02%Residential Consumption - over 30 m3 163,139 164,917 121,092 (43,825) -26.57%

General users 292 307 305 15 4.76%General Consumption - first 100m3 162,980 164,747 159,319 1,767 1.07%General Consumption - over 100 m3 448,538 467,070 491,044 18,532 3.97%

Residential rates:Water Supply Charge-monthly 17.79 17.80 17.80 - 0.00%First 15 m3 1.09 1.17 1.23 0.06 4.81%15 to 30 m3 1.21 1.30 1.36 0.06 4.81%over 30 m3 1.39 1.49 1.56 0.07 4.81%

General Service rates:Water Supply Charge-monthly 44.49 44.50 44.50 - 0.00%First 100 m3 1.41 1.51 1.58 0.07 4.81%over 100 m3 1.13 1.21 1.27 0.06 4.81%

Impact on 25 m 3:Monthly Charge 17.79 17.80 17.80 First 15 m3 16.34 17.54 18.38 15 to 25 m3 12.08 12.97 13.59 Total 46.22 48.31 49.78 1.47 3.0%

Variance

44


Notes: A COLA, step increase for current employees and wages allocation adjustment B Increased contribution to lifecycle reserve C Increase or decrease in cost based on previous years Increase cost for Town overhead cost (HR, IT , Finance, Clerk & Town Manager) and share of Engineering department’s cost D Net impact of capital projects E Increased contribution for Innisfil water supply (operation cost)

45


2013 BUDGET OVERVIEW – WASTE WATER


$ %Revenues:

Surplus/(Deficit) - (406,668) - - - - #DIV/0!Sewer Billings 3,826,280 3,881,122 4,072,420 2,281,916 4,552,690 480,270 11.79%Other Revenues 259,000 441,293 259,000 463,280 31,500 (227,500) -87.84% C

Total Revenues 4,085,280 3,915,748 4,331,420 2,745,196 4,584,190 252,770 5.84%Expenditures:

Contractual Services 166,400 104,171 166,000 96,875 123,500 (42,500) -25.60% DContributions to Capital - - - 1,984 - - #DIV/0!Contributions to Reserves 939,680 977,052 1,129,680 604,350 1,129,680 - 0.00%Debenture Costs 242,370 240,526 243,980 521,492 245,280 1,300 0.53%Insurance 75,800 146,777 75,800 86,898 151,000 75,200 99.21% BMajor Studies 75,000 33,993 63,860 31,749 10,000 (53,860) -84.34% DMaterial & Supplies 393,660 412,091 422,900 290,367 434,000 11,100 2.62% DMileage, Conference & Training 11,840 5,868 11,580 10,892 6,300 (5,280) -45.60%Other Expenditures 1,131,060 1,279,392 1,161,210 534,405 1,309,340 148,130 12.76% DProfessional Services 38,800 124 3,800 - - (3,800) -100.00%Salaries & Benefits 926,510 856,576 965,710 569,219 1,086,700 120,990 12.53% AUtilities 84,160 85,349 86,900 50,430 88,390 1,490 1.71%

Total Expenditures 4,085,280 4,141,920 4,331,420 2,798,661 4,584,190 252,770 5.84%Net Contribution - (226,172) 0 (53,466) - (0)

Residential users 6,480 6,480 7,516 1,036 15.99%Residential Consumption - first 15 m3 1,007,474 1,018,456 1,159,547 141,092 13.85%Residential Consumption - 15 to 30 m3 395,776 400,090 393,243 (6,847) -1.71%Residential Consumption - over 30 m3 155,012 156,701 117,699 (39,003) -24.89%

General users 271 276 278 2 0.57%General Consumption - first 100m3 146,815 149,751 145,513 (4,238) -2.83%General Consumption - over 100 m3 451,737 460,772 440,902 (19,869) -4.31%

Residential rates:Wastewater Supply Charge-monthly 11.82 11.90 11.90 - 0.00%First 15 m3 0.97 1.02 1.11 0.09 8.49%15 to 30 m3 1.07 1.13 1.23 0.10 8.49%over 30 m3 1.23 1.30 1.41 0.11 8.49%

General Service rates:Water Supply Charge-monthly 37.81 37.90 37.90 - 0.00%First 100 m3 2.48 2.61 2.83 0.22 8.49%over 100 m3 1.99 2.10 2.28 0.18 8.49%

Impact on 25 m 3 :Monthly Charge 11.82 11.90 11.90 First 15 m3 14.54 15.34 16.65 15 to 25 m3 10.73 11.33 12.29 Total 37.10 38.57 40.83 2.27 5.9%

Variance

46


Notes: A COLA, step increase for current employees and adjustments to wages allocation ($48,710) New staff – Waste Water Operator FTE=1.0 ($72,280) B Increased in insurance cost to reflect actual premiums C Revenues from DC deleted from Budget 2013 D Decrease or increase to reflect actual Increase cost for Town overhead cost (HR, IT , Finance, Clerk & Town Manager) and share of Engineering department’s cost

47

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FINANCE RESPONSIBILITIES The Finance Department is responsible for a range of services required under the Municipal Act and as directed by Council including:

Establishing policies and procedures to guide the financial decisions of the Municipality

Maintaining all financial records for the Town Internal and external reporting of the Town’s financial

activities including the annual Financial Statements, Financial Information Return and Early Payment Agreements

Bill and collect property taxation, user fee and other revenues

Preparation of annual Operating and Capital Budgets and forecasts

Liaison with external financial statement auditors Lead role in administering and updating the Town’s

Development Charges Background Study in conjunction with staff and external consultants

Ongoing development of appropriate fiscal plans, including management of long term debt requirements and developer funding agreements

Procurement of all goods and services for the Municipality

Weekly payment of vendor invoices Provision of bookkeeping and financial reporting

services to the Public Library Board and the Holland Marsh Drainage System Joint Municipal Services Board

Lead role in coordinating compliance with PSAB’s Tangible Capital Asset requirements

Responsible for maintenance of Town’s Fixed Asset Register

ACTIVITIES The Finance Department has the following performance indicators:

Custodian of $63,744,403 (2011 - $58,501,614) Operating Budget and $30,773,250 (2011 - $61,444,170) Capital Budget

Approximately 11,000 (2011 – 10,500) property tax accounts were billed and maintained

Approximately 4,800 (2011 – 4,600) accounts payable cheques and electronic payments were issued, an estimated 8,400 (2011 – 8,000) accounts payable invoices were processed

The Town’s 2012 Procurement activities include approximately 120 requests for tender, quotes or requests for proposal and 1,000 purchase orders being issued

Active collection of property tax arrears through the commencement of Tax Sale procedures in accordance with the Municipal Act

48

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FINANCE STAFFING Currently, there are eleven (11) full-time employees in Finance.

STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time 11.0 12.0 13.0 14.0 16.0 16.0Part-Time

0.25 0.5 0.25 0.25 0.25 0.25

Total FTE

11.25 12.5 13.25 14.25 16.25 16.25

LATEST ACCOMPLISHMENTS

Continued with the centralization of procurement activities for the Town including the implementation of integrated Purchase Order Software

Identified and implemented opportunities for operational savings through the Georgian Bay Area Public Purchasing Co-operative

Supported the development of a Front Ended Financing Agreement with developers

Supported the development of the Transit Implementation Plan and Community Improvement Plan

Town Manager

Director of Finance/Treasurer

Deputy Treasurer

Manager of Procurement

Revenue and Taxation Coordinator

Tax Clerk/Receptionist

Securities/Collections Clerk

A/P Clerk

A/R Clerk

Capital Asset/Budget Clerk

Junior Buyer

Cashier/Receptionist

49

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FINANCE

Working towards adoption of the Town’s new Hard Services Development Charges (Water, Wastewater and Roads) through the required Background Study and Public consultation process

2013 ACTION PLAN

Implementation of the Town’s new Development Charges By-law related to Water, Wastewater and Roads infrastructure

Commence with the update to the Town’s “Soft” Services Development Charges (Library, Recreation, Fire, Police etc…)

Continue with the centralization of the Town’s procurement activities and identification of cost saving measures

50

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FINANCE 2013 BUDGET OVERVIEW



Municipal Taxation 329,620 339,568 467,710 425,926 514,180 46,470 9.94%Cost Recovered 215,000 220,318 158,000 140,892 289,900 131,900 83.48% AOther revenues 610,000 603,580 580,000 426,537 594,000 14,000 2.41%Transfer from reserves 150,000 130,927 30,000 94,623 45,000 15,000 50.00% E


Contractual Services 24,000 28,974 26,000 16,227 19,500 (6,500) -25.00%Contributions to Capital 7,720 7,720 - - 50,000 50,000 #DIV/0! BInsurance 16,000 9,198 20,000 - - (20,000) -100.00%Material & Supplies 24,950 16,510 24,830 13,940 27,700 2,870 11.56%Mileage, Conference & Training 11,400 16,735 20,170 12,406 20,160 (10) -0.05%Other Expenditures: Communications 11,000 8,161 10,500 6,465 9,500 (1,000) -9.52% Miscalleneous expenditures 46,600 40,558 47,100 42,860 78,000 30,900 65.61% CProfessional Services 43,000 52,968 35,000 10,255 34,350 (650) -1.86%Salaries & Benefits 969,950 982,643 1,022,110 883,123 1,153,870 131,760 12.89% DStudies 150,000 130,927 30,000 102,702 50,000 20,000 66.67% E



Variance

Notes: A Cost recovered from User rates (to cover cost of wages & supplies related to in house water/sewer billings) B Contribution for consulting services for financial software upgrade C Postage cost related to in-house water/sewer billings D COLA & step increase for current employees ($48,130) New staff – Utility Clerk FTE=1.0 ($64,310) New Staff – Coop Student FTE=0.25 ($19,320) E Development charges study update for soft services (90% funded from DC)

51

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FIRE & EMERGENCY SERVICES RESPONSIBILITIES Bradford West Gwillimbury Fire & Emergency Services are responsible for providing core Fire Protection and Emergency Management Services to the Municipality. These services include, Fire Prevention Public Education Fire Inspections Fire Suppression & Emergency Responses Emergency Medical Aid Ambulance Assist Auto Extrication Ice Water Rescue

This also includes Emergency Management and Planning for the Town of Bradford West Gwillimbury. Our core services are supported by the following divisions, Administration, Fire Prevention, Training, Communications, and Mechanical. ACTIVITIES Since January 1, 2010 the Town of Bradford West Gwillimbury Fire and Emergency Services now provides 24/7 coverage for the citizens of Bradford West Gwillimbury. The full time staff on duty handles smaller emergencies not requiring a lot of manpower and is a integral part of the training of our volunteer fire fighters and assist us in meeting our provincial mandate for fire prevention, fire inspections and public education and fire suppression.

Our volunteer force may lose fire fighters to full time recruitment now in progress in other municipalities. . A volunteer recruitment and training class which took place in the fall of 2012 has filled existing voids and brought the compliment of volunteer firefighters back up to 31. There will be a list developed of qualified people that can be called on to fill any vacant volunteer firefighter positions through 2013. Our full time and volunteer firefighters have received numerous requests to be involved with different community events throughout the year. Full time staff has assisted with public education opportunities on weekends at several events. Volunteer firefighters have taken on different fundraising events in support of numerous groups within the community. Volunteer firefighters have also assisted with the Fire Prevention Week open house. Administration has been busy with the review and revision of two major by-laws Open Air Burning By-law 2012-26 and the Fire Department Establishing and Regulating By-Law 2012-87 which have both been ratified by Council. The administration has been involved with several projects in the hall such as Request for Proposals for a new breathing air compressor and the fleet replacement of a pickup truck and 100 foot aerial platform.

52

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FIRE & EMERGENCY SERVICES STAFFING Fire & Emergency Services currently has 17 full-time employees. This includes three (3) administration members, thirteen (13) firefighters and one (1) fire inspector. The volunteer roster currently has thirty one (31) volunteer fire fighters and part time there is a 0.5 full time equivalent administrative assistant. STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Administration 4.5 4.5 5.5 5.5 5.5 6.5 Full-Time 13.0 13.5 14.0 18.0 20.0 36.0 Part-Time 31.5 31.5 31.5 31.5 31.5 61.5 Total FTE 49.0 49.5 51.0 55.0 57.0 104.0 In 2013 budget, a new Fire Inspector is required and a 0.5 addition to staff has been included. Currently there is only one person dedicated to the fire prevention division who performs all of these duties:

enforces the Ontario Fire Code and Ontario Building Code

as a by-law officer enforces fire related bylaws all requested or required fire or building code

inspections follows up on complaints performs building permit reviews of drawings for fire

related matters reviews site plans for site plan approvals manages annual public education programs for all

schools within the town responsible for all public education events

performs fire investigations maintains fire prevention records as required attends court for the prosecution of

offenders The town is growing, the population is increasing and with every building constructed and so does the work load for the fire prevention division. Fire prevention will be involved for the life of the building with any fire related issues which arise. As the population grows increased demands are placed on the fire prevention division. Currently when fire prevention staff is away from the office the fire chief follows up on required inspections or complaints. LATEST ACCOMPLISHMENTS In September 2012 a recruitment process is being conducted to fill vacancies which existed to bring the compliment of volunteer firefighters back up to a total of thirty one (31). The probationary volunteers are expected to complete their training program in the early spring of 2013 at which time they will be available to respond to emergencies. A full time training officer recruitment is currently being conducted and the position is expected to be filled by the end of October 2012. The fire department will be taking delivery on October 1, 2012 of a 100 foot aerial platform truck as a replacement vehicle for a 20 year old aerial ladder truck which is scheduled for replacement as part of the department’s vehicle replacement

53

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FIRE & EMERGENCY SERVICES program. The new truck is expected to be in service by the end of October 2012. 2013 ACTION PLAN Hire a full time fire prevention inspector which currently a 0.5 allocation has been provided within the 2013 budget. A second staff member is needed to assist with the workload within the division. The new fire prevention staff will require training which will take a considerable amount of time. The request for additional staff now will allow for training to be conducted and is in anticipation of future growth within the town. A new volunteer recruitment process is underway and the new recruits are expected to be ready for responding to emergencies by the early spring of 2013. A list of qualified candidates will be maintained throughout 2013 to fill any vacancies which may arise. Administration will be busy working on several Requests for Proposals in regards to the scheduled fleet replacements of a 3000 gallon tanker and a pickup truck as well as several maintenance repair issues to the fire hall. Staff will be working throughout the year with the Fire and Emergency Services Committee in development of a Fire Master Plan.

54

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN FIRE & EMERGENCY SERVICES 2013 BUDGET OVERVIEW



Municipal Taxation 2,520,830 2,530,772 2,818,460 2,219,972 2,935,130 116,670 4.14%Cost Recovered 130,000 109,715 130,000 19,897 125,000 (5,000) -3.85%Fines 6,000 700 3,000 7,380 3,000 - 0.00%Other revenues 1,000 - 1,000 - 1,000 - 0.00%Permit & Licenses 24,200 17,000 19,200 12,821 19,200 - 0.00%


Contractual Services 15,000 6,977 15,000 11,329 50,000 35,000 233.33% A

Contributions to Capital - - - - - - #DIV/0!Contributions to Reserves 339,390 339,390 339,390 282,800 339,390 - 0.00%Insurance 26,450 27,063 47,000 24,760 37,000 (10,000) -21.28%Material & Supplies 141,270 134,589 177,970 171,727 202,470 24,500 13.77% E

Mileage, Conference & Training 37,580 28,719 37,580 25,657 38,580 1,000 2.66%Other Expenditures: Communications 31,800 34,074 33,900 16,808 119,600 85,700 252.80% B

Advertising & promotions 6,800 5,060 6,800 3,113 6,800 - 0.00% Miscalleneous expenditures 151,160 188,893 196,850 56,374 125,900 (70,950) -36.04% C

Professional Services - - 5,000 380 5,000 - 0.00%Salaries & Benefits 1,916,820 1,880,069 2,095,970 1,659,691 2,167,390 71,420 3.41% D

Utilities 15,760 13,370 16,200 7,428 16,200 - 0.00%Total Expenditures 2,682,030 2,658,204 2,971,660 2,260,069 3,108,330 136,670 4.60%Net Requirement - - - - -


Variance

Notes: A Fire Hall location study B Transfer of dispatch from SSPS to Barrie Fire C Fire hydrant maintenance cost transferred to Water D COLA and step increase for current employees ($30,170) New staff – Firefighter FTE = 0.5 ($41,250) E Repairs for the Fire Hall bay doors

55

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN HUMAN RESOURCES DEPARTMENT RESPONSIBILITIES The Human Resources department is responsible for assisting the Corporation in maintaining high levels of productivity and effectiveness through strategic human resources management. The Human Resources department aims to improve the productive contribution of employees, while simultaneously attempting to create, encourage, and maintain an environment that supports, develops and maintains the well-being of the workforce. ACTIVITIES

Management of corporate recruitment; performance management; health and safety; compensation and benefits administration; training and development

Responsible for the management of corporate payroll activities

Collective agreement negotiations, administration and interpretation

Non-union policy administration and interpretation Developing and maintaining job descriptions;

administering job evaluation program Developing, maintaining and implementing corporate

human resources policies and procedures Fostering positive employee/labour relations

2012 Plan 2012 Actual1

2013 Plan

Collective agreement prep 1 1 3 Collective agreement negotiations 1 1 3 Collective agreement administration

3 3 3

Non-union group administration 1 1 1 Recruitment (full-time) 2 2 10 1 Recruitment (part-time) TBD 149 TBD Recruitment (contract) 2 22 19 Recruitment (co-op students) 1 7 7 Recruitment (summer students) TBD 45 45 Benefit Plan Renewal 1 1 1 Employee relations (FT/PT/Seasonal)

240

306

364

Please note: the actual numbers for the various types of recruitment include planned increases in staffing levels as well as replacements which are not necessarily planned.

1 Numbers reflect actual to date as of September 24, 2012 2 Number for all recruitments exclude library

56

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN HUMAN RESOURCES DEPARTMENT STAFFING The Human Resources Department currently has four (4) full-time employees.

STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time

4.0 4.0 5.0 5.0 5.0 5.0

Part-Time

Total FTE

4.0 4.0 5.0 5.0 5.0 5.0

LATEST ACCOMPLISHMENTS Some of the key projects completed in 2012, listed in no particular order include:

Rolled out the corporate time and attendance system in compliance with the auditors’ requirements.

Created an interactive program to support a learning partnership with annual “Take Your Kid To Work Day”

Developed a corporate wellness strategy. Created a partnership to engage employees in the “My

Safe Work” safety charter. Conducted an extensive recruitment and on-boarding

process for leisure services. 2013 ACTION PLAN The main focus for the human resources department in 2013 will be to negotiate three (3) collective agreements, revamp the corporate employee orientation program, and conduct a complete review of all employment policies and practices to develop a plan to meet the requirements to comply with the new released AODA employment accessibility standards.

Town Manager

Director Human Resources

HR Advisor

Payroll/Benefits Administrator

HR Coordinator

57

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN HUMAN RESOURCES DEPARTMENT 2013 BUDGET OVERVIEW



Municipal Taxation 576,090 493,430 541,030 446,197 566,050 25,020 4.62%Total Revenues 576,090 493,430 541,030 446,197 566,050 25,020 4.62%Expenditures by Category:

Contractual Services 4,000 4,045 7,000 5,824 7,000 - 0.00%Material & Supplies 7,500 5,539 7,500 5,652 7,500 - 0.00%Mileage, Conference & Training 36,500 31,053 36,500 24,652 36,500 - 0.00%Other Expenditures: Communications 6,200 2,915 6,200 2,199 5,000 (1,200) -19.35% Advertising & promotions 25,000 9,388 12,000 9,495 10,000 (2,000) -16.67% Miscalleneous expenditures 15,900 13,252 16,800 10,351 18,800 2,000 11.90%Professional Services 55,000 44,340 55,000 44,445 55,000 - 0.00%Salaries & Benefits 425,990 382,898 400,030 343,580 426,250 26,220 6.55% A



Variance

Notes: A COLA and step increase for current employees

58

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN INFORMATION TECHNOLOGY RESPONSIBILITIES The Information Technology department is responsible for supporting the Corporation’s computer infrastructure across all of its core sites. This includes the town’s voice and data networks, client computer systems and all town wide servers. With constant changing and emerging technology, we support town staff in their efforts to providing effective public services to all residents of Bradford West Gwillimbury. ACTIVITIES The Information Technology department’s activities include;

- Supporting and troubleshooting both Local and Wide area networks

- Manage and maintain all town wide servers - Manage and maintain all town wide phone systems - Safeguard against viruses, SPAM and other network

intrusions - Provide client computer support, hardware

maintenance and upgrades - Manage and maintain MS Exchange, BES and SQL

servers - Printer & Photocopier support and troubleshooting - Manage and maintain Active Directory, DNS and DHCP

servers - Oversee all data backups and ensure proper

completion

- Deployment of new laptop and desktop computers to users

- Develop and implement Information Technology policies

- Budget preparation - Support and troubleshoot departmental applications

STAFFING Currently, there are three (2) full-time employees in Information Technology.

Town Manager

System Analysts (2)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN INFORMATION TECHNOLOGY STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017Full-Time 2.0 2.5 3.0 3.0 3.0 3.0 Part-Time Total FTE 2.0 2.5 3.0 3.0 3.0 3.0 We are requesting the need for an entry level Technical Support Analyst in 2013. In 2008 we have estimated 1,400 user support requests and approximately 350 web posting/change requests. With constant growth and additional staff being hired on, these numbers have simply grown in 2009, 2010 and will continue to grow substantially in 2012-2013 with the addition of the new Leisure Centre. These requests along with daily maintenance activities, leaves both Systems Analysts with very little time to perform project and development work. The addition of a Technical Support Analyst would relieve a good portion of the day to day support requests from both Systems Analysts and allow them to focus more time on keeping the corporations IT infrastructure up to date with emerging technologies. LATEST ACCOMPLISHMENTS

- SCAN fiber installation at Engineering Services. This has provided staff with much faster access to other Town locations saving staff the frustration of

long wait times and has dramatically improved productivity.

- RBC A/P & A/R Link EDI implementation. This has given Finance the ability to automate payable and receivable transactions between customers and the bank.

- Password Policy Change. This has improved security by implementing a standard password policy with better complexity rules as well as frequent mandatory changes of passwords by all staff.

- Configure Outlook Web Access over secure SSL. This has improved network security by enabling encrypted only data to transmit through our web based email application.

- New Library Phone System. Procured and oversaw the implementation of a new phone system at the new Library & Cultural Centre

- CLASS Software Upgrade. Installation and upgrade of the new version of CLASS for Leisure Services, including new modules to accommodate the needs of the new Leisure Centre in 2012.

- FirePro Upgrade. Replacement of existing Fire & Emergency Services software system as current solution is outdated and limited.

- Time & Attendance Implementation. New Hardware & LOKI Systems StaffRight Software installation to help automate the entire process of scheduling and time and attendance as required by Gaviller and Associates.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN INFORMATION TECHNOLOGY 2013 ACTION PLAN

- Plan/Implement the IT Infrastructure for the new Leisure Centre. (This action plan is an ongoing continuation from 2010)

- Begin the upgrade process of upgrading all Town servers to Windows Server 2008

- Installation and configuration of Exchange 2010 from 2003 (email system)

- Implementation of a Corporate intranet site - Implementation of an Asset Management and

Information Systems Strategies Plan

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN INFORMATION TECHNOLOGY 2013 BUDGET OVERVIEW



Municipal Taxation 324,470 324,471 328,690 347,040 401,480 72,790 22.15%Transfer from reserves 100,000 22,469 100,000 - 75,000 (25,000) -25.00%


Contractual Services 22,500 5,026 22,500 8,786 25,000 2,500 11.11%Contributions to Reserves 50,000 50,000 50,000 41,700 75,000 25,000 50.00%Material & Supplies 20,000 17,017 19,180 16,641 17,820 (1,360) -7.09%Mileage, Conference & Training 14,000 9,594 14,820 9,725 16,000 1,180 7.96%Other Expenditures: Communications 44,000 15,552 44,000 35,298 39,000 (5,000) -11.36% Computer Software 38,900 24,925 38,900 29,090 30,000 (8,900) -22.88% Leases & licenses 54,000 45,786 54,000 43,913 54,000 - 0.00% Miscalleneous expenditures 1,500 338 1,500 285 1,000 (500) -33.33%Professional Services 3,000 590 3,000 - 1,500 (1,500) -50.00%Salaries & Benefits 176,570 178,111 180,790 163,588 217,160 36,370 20.12% A



Variance

Notes: A Step increase and COLA for current employees ($5,860) New staff – Tech support analyst (FTE = 0.5) ($30,510)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES KEY DEPARTMENTAL RESPONSIBILITIES The Department of Leisure Services is responsible for the planning, administration, operation and maintenance of municipal parks and facilities and for the provision of leisure programs throughout the Community as outlined below:

Leisure Master Planning Leisure Municipal Facilities Operation/Maintenance Parks & Open Space Operation/Maintenance Cemeteries Operation/Maintenance Leisure Facilities/Parks Renovation/Construction Parks/Facility Rentals/Permits Leisure/Recreation Community Programs for Adults,

Youth, Seniors, Children Program Registrations/Marketing/Leisure Guide Special Events/Partnerships

SERVICES AND PERFORMANCE 1. Leisure Services Delivery System

RESPONSIBILITIES

SERVICE LEVELS

Department General &

Fiscal Management Office Administration and

Customer Service Community Development &

Liaison Council Policy Advisement

& Liaison Leisure Master Planning Parks & Facilities Planning/

Development Development Review Service Levels/Fee/Charges Benchmarking &

Measurement

Administrative policies &

procedures are monitored and reviewed on an ongoing basis

Master Plan/Strategy update every 5 years

Operational planning with all key stake-

holders annually Provincial Performance

Measures issued within guidelines

Development Planning/Review on an ongoing basis

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES 2. Leisure/Municipal Facilities

RESPONSIBILITIES

SERVICE LEVELS

Maintenance/Repair of Leisure/Municipal Facilities Arena Operations Community Centre

Operation/Liaison Co-ordination of Contract

Services/ Trades Facility Design/

Construction/ Renovation Budget Preparation

/Administration Facility Permits/Bookings

Building Operation of 15

Leisure/ Municipal Facilities

Ice Rentals 7 days per week 6am-12am

Floor Rentals - Summer Usage

Ice Plant Inspections as per TSSA Regulations

Pool Inspections as per Public Health Regulations

3. Parks & Open Space/Cemeteries

RESPONSIBILITIES

SERVICE LEVELS

Grass Cutting & Turf

Management Sports Field/Ball Diamond

Maintenance Trail Maintenance/Woodlot Management/ Horticultural Playground Inspection/ Repair/

Replacement Tree Planting /Maintenance/

Removal Garbage Collection Outdoor Furniture

Repair/Replacement Special Events Equipment Maintenance Outdoor Buildings Cleaning/

Maintenance Administration of Cemetery

Functions Inspection of Cemetery

Monuments

Grass cutting on a 7 day

cycle-approximately 24 cuts per season

Sports Field/Ball Diamond Grass Cutting approximately 2 cuts per week

Monthly inspection of all playgrounds as per CSA Standards

Outdoor Building /Cleaning 7 days per week during summer months

Parks Garbage collection 7 days per week during summer months

Cemetery Inspections annually

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES 4. Leisure Programs and Community Development

RESPONSIBILITIES

SERVICE LEVELS

General Community Recreation Programs for Adults, Seniors, Youth & Children

Integration/Special Needs Program Development

/Design/Delivery Marketing & Promotion Brochures & Publications Summer Camps Special Events Leisure/Arts/Cultural Programs Volunteer Development/

Training/ Placement Community Development

/Partnerships/Leisure Resources

Aquatic Programs (Learn to Swim; Leadership Programs; Leisure Swim; Competitive Swim Clubs)

Fitness Programs (Facility Supervision and Monitoring; Memberships; Group Fitness; Workshops; Wellness; Initiation; Partnerships; Community Education)

Program Delivery - 4 sessions per year

Leisure Guide Development/Print/ Distribution - twice per year

Volunteer Training and Development -ongoing

Community Group Support/ Partnerships - ongoing

Program Registration – ongoing

Membership sales - ongoing

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time 29.0 29.0 30.0 31.0 31.0 31.0 Part-Time 34.2 40.7 41.2 41.7 41.7 41.7 Total FTE 64.2 69.7 71.2 72.7 72.7 72.7 From 2012 to 2013, an adjustment has been made in Part-time staff to provide programs and services at the Leisure Centre on a 12 month basis. From 2013 and beyond, Leisure Services will require additional Parks staffing to maintain current parks maintenance service levels and accommodate growth related requirements. LATEST ACCOMPLISHMENTS -2012 Leisure Services Delivery System

Continued the centralization of Department common

functions including human resources, budget preparation and monitoring, communications and records management

Formalization/initiation of industry standard Operating

Manuals in key Departmental areas; Parks, Facilities, Recreation and Administration

Opened and commenced the management and

operation of the new Leisure Centre with the Grand Opening Celebration on May 25, 2012

Implementation of CLASS software program for program registration, membership and facility bookings

Leisure/Municipal Facilities

Completed Leisure Centre construction/commissioning

of facility/project and warranty administration

Library/Cultural Centre- continued to initiate operating procedures and completion of warranty period.

Completed renovations/facility upgrades at Bob Fallis Sports Centre

Completed renovations and move in of Engineering Services into 100 Holland Court

Renovated Lions Building to improve program space and amenities

Initiated review of identified municipal facilities and options for future use

Sports Dome-ongoing partnership and communication

Demolition and restoration of municipal property at 31 Barrie Street

Initiated planning of new Family Health Centre

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES LATEST ACCOMPLISHMENTS -2012 cont. Parks & Open Space/Cemeteries

Constructed Northgate Trail extension around storm

area west of Barrie Street

Constructed and opened two new Splash Pads at Lions and Kuzmich Parks

Continued new Park and Trail Development

Continued implementation of Town Signage Program

Leisure Programs and Community Development

Implemented a new level of program services with the opening of the new Leisure centre including fitness, aquatics and drop in programs

Direct planning and delivery of the following events:

1. Mayor’s Levee Skate (Jan) 2. Hockey Day BWG (Jan/Feb) 3. Easter Egg Hunt (Mar/Apr) 4. Community Clean Up & Tree Planting (Apr) 5. Trails Day (May/June) 6. Canada Day (July) 7. Civic Awards (July) 8. Carrotfest (Aug) 9. Family First Night (Dec)

Facilitation role in assisting Volunteer/Community

Groups/Committees (ie. promotion, resources) with the following events:

1. Marsh Mash (May) 2. Family Fun Day (Aug) 3. Go Fast Longboard Race ( Aug) 4. Terry Fox Run (Sept) 5. Mom 2 Mom Sale (Sept) 6. Remembrance Day Parade (Nov) 7. Santa Claus Parade (Nov)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES 2013 ACTION PLAN Leisure Services Delivery System

Continued implementation of service delivery at the new Leisure Centre with refinement of operating procedures and marketing initiatives including member retention programs

Complete master plan for Henderson Park

Continue support relationship with Bradford Soccer

Club in club renewal process Leisure/Municipal Facilities

Leisure Centre Project-project/warranty administration Library/Cultural Centre- ongoing operational support

Complete second phase of renovations at Bob Fallis

Sport Centre

Renovation of 100 Holland Court for new Family Health Centre

Relocation/renovation of leased space for Engineering

Services

Continued review of existing municipal facilities and options for future use

Sports Dome- ongoing partnership and communication

Parks and Open Space

Continue new Park and Trail Development

Trail extension at Brookfield South

Continued implementation of Town Signage Program Leisure Programs and Community Development

Continued implementation of a wide range of programs and services with the opening of the new Leisure Centre including marketing and promotion

Direct planning and delivery of the following events:

1. Hockey Day BWG (Jan/Feb) 2. Community Clean Up & Tree Planting (Apr) 3. Trails Day ( May/June) 4. Canada Day (July) 5. Civic Awards (July) 6. Carrotfest (Aug) 7. Family First Night (Dec)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES 2013 ACTION PLAN cont.

Facilitation role in assisting Volunteer/Community Groups/Committees (ie. promotion, resources) with the following events:

1. Marsh Mash (May) 2. Run For BWG (June) 3. Family Fun Day (Aug) 4. Go Fast Longboard Race (Aug) 5. Terry Fox Run (Sept) 6. Mom 2 Mom Sale (Sept) 7. Remembrance Day Parade (Nov) 8. Santa Claus Parade (Nov)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES 2013 BUDGET OVERVIEW



Municipal Taxation 3,046,610 2,777,252 3,537,330 2,894,509 3,727,960 190,630 5.39%Surplus/(Deficit) - 107,903 - - - - #DIV/0!Cost Recovered - 548 - 101 - - #DIV/0!Grants 2,790 - - - - - #DIV/0!Other revenues 87,310 129,370 119,330 116,337 117,950 (1,380) -1.16%User fees 1,352,570 1,293,984 2,403,620 1,939,675 2,661,720 258,100 10.74% C


Contractual Services 205,010 231,667 374,660 274,237 381,490 6,830 1.82%Contributions to Capital 113,500 129,014 145,000 80,980 178,500 33,500 23.10% BContributions to Reserves 181,060 208,738 223,750 194,800 223,750 - 0.00%Debenture Costs 104,470 104,087 104,380 91,847 104,420 40 0.04%Insurance 109,030 140,251 158,020 160,361 163,400 5,380 3.40% DMaterial & Supplies 772,230 649,582 653,210 546,936 682,250 29,040 4.45% DMileage, Conference & Training 26,500 21,794 31,000 18,891 26,300 (4,700) -15.16%Other Expenditures: Communications 23,280 28,803 42,850 26,870 46,370 3,520 8.21% Advertising & promotions 3,000 2,938 13,500 4,625 13,500 - 0.00% Miscalleneous expenditures 139,170 126,878 134,630 92,616 86,720 (47,910) -35.59%Professional Services 1,400 2,544 1,400 - 2,700 1,300 92.86%Salaries & Benefits 2,353,850 2,220,860 3,307,500 2,828,358 3,704,270 396,770 12.00% AStudies 20,000 18,620 20,000 - 5,000 (15,000) -75.00%Utilities 436,780 423,281 850,380 630,101 888,960 38,580 4.54% E



Variance

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LEISURE SERVICES Notes: A COLA & step increase for current employees (including adj. to OT) 182,150

Increased cost for PT employees (Leisure Centre) 186,990 New Staff - Parks Seasonal Operators (FTE = 0.5) 27,630

B South Simcoe Police - Elevator Pit Drains 12,000

South Simcoe Police - Diesel Generator Insulation 4,000

Development-Related Parkland Development (10% BTE) 19,500

Outdoor Facilities/Parks Improvement 25,000

Town Signage 25,000

Trails Signage Program 25,000

Trail Development - Brookfield South (10% BTE) 8,000

Henderson Park Master Plan 60,000

C Increased revenues from Leisure Centre to cover increased cost in wages & benefits

D Increase costs related to the Leisure Centre (annual cost vs cost from April-Dec)Cultural Activities Support ($10K)

E Increased cost to reflect actual

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LIBRARY RESPONSIBILITIES The Library is responsible for providing accurate and timely reference service; quality collections; informational, educational and cultural programs; Internet access and workstations for community use; efficient circulation of library materials; and affordable community space for meetings and events. Residents in Bradford West Gwillimbury often feel they have the best of both worlds; the lifestyle of a small town, with what is quickly becoming the services of a large urban centre. The new home of the Bradford West Gwillimbury Library is only the first exciting step in responding to population growth and increased public expectation for service. Trends affecting library:

population growth expected to reach more than 47-thousand by 2026.

new facility brings high customer service expectations. changing resident demographics– more seniors than

ever before, families with children, people of diverse cultures, tech savvy young people.

distinct demographic lifestyles differences amongst age groups – Boomers vs. Zoomers and Gen Xers vs. Gen Yers.

advanced and constantly emerging technologies. a shift in Town’s economic base to include more

businesses.

ACTIVITIES

2011 Actual

2012 Estimate

2013 Estimate

Circulation of Material 200,605 240,000 260,000 Number of books held 96,983 90,000 110,000 Number of DVDs held 3,670 3200 3800 Total Number of circulations per DVD

11 12 12

Number of electronic databases 54 55 55 Number of Internet stations 9 15 12 Number of Internet uses 11,109 15,550 16,550 Number of Wireless users 4,723 3,000 5,000 Number of active library users 17,310 15,500 18,500 Number of people attending Programs

12,854 9,000 10,000

Number of programs offered 751 800 800 Total number of reference questions answered

9,429 9,500 9500

Total number of patron interactions

23,274 23,000 24,000

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LIBRARY STAFFING The Library currently has twelve (12) full-time employees, 7.2 FTE part-time employees.

STAFFING PROJECTIONS 2012 2013 2014 2015 2016 2017 Full-Time 12.0 13.0 13.0 13.0 14.0 15.0 Part-Time 7.4 6.6 7.4 8.8 9.4 9.4 Total FTE 19.4 19.6 20.4 21.8 23.4 24.4 The new library will require additional staff to manage effectively the larger space and increased need. The majority of the new staff will be required in 2011 and 2012. LATEST ACCOMPLISHMENTS RFID (Radio Frequency Identification): In 2011 the Library successfully implemented the Radio Frequency Identification system for the entire collection. This system will create efficiencies in the short and long term. In early October library customers were able to “self checkout” using the 2 self checkout units located adjacent to the front desk. This means the system will also be a key to enhanced customer service, with staff being free to interact with users, locate missing or replace material, identify anything leaving the building which has not been properly checked out and bring an ease to inventory by eliminating the physical handling of each and every book. By September 2012 approximately 30% of all items borrowed were checked out at a self checkout unit. In 2012 the library has tested and developed a procedure to do an inventory of the entire collection. This project will be ongoing through 2012 and 2013.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LIBRARY LOGO: The Library Board members chose a new modern logo for the Library that tied in with the existing Town logo in terms of colour and shapes. The new look is unique, is attractive in both colour and black and white, is able to be used in traditional ways (ie. letterhead, business cards) and in more up to date, electronic ways (ie. email, website, able to be animated). The result is a bold, modern look that connects with a modern population and highlights the connectivity with the Town. The branding of all library communication is completed with the new logo on all publications, displays, website etc. WEBSITE: In keeping with the Library Board’s Communication Plan, the library launched a new, redesigned library website on September 4, 2012 www.bradford.library.on.ca . The Communication Plan mandates the library to build awareness of library services through different communication strategies including electronic media. The newly redesigned website updates the library look and provides improved access to the community to our services. Whether to see what the programs the library has to offer or simply to check on our hours of operation, often a new user's first point of contact is the website. Regular patrons may want the details on an upcoming program or to quickly reserve a new book. This up-to-date and easy to navigate new website creates a feeling of customer satisfaction and convenience before a resident even steps in the door.

SUNDAY OPENING: The Library is changing with the times – there is no such thing as “9 to 5” anymore and people expect service regardless of the day or time. The fact remains, as well, that Bradford West Gwillimbury is still largely a commuter town. Most households include two parents who work and weekends must be split between shopping and errands and family time. To better meet the needs of our residents, the library opened on Sundays beginning October 2011. The additional hours are very popular with families and with students. PROGRAMMING: Well-attended and diverse programming fills a library building with life. Our library is the only community service with free educational, literacy, recreational and cultural programming. In 2011 library programming attendance increased by 50% due in part to additional cultural programming (such as the “Expressions 2011” in partnership with the Bradford Arts Guild and the county-wide “ Get a Life” program). The library anticipates demand for library programming will continue to expand as the community grows. 2013 ACTION PLAN

Strategic Plan Review. The past year has been one of many changes and challenges. The time to review and analyze all that we offer our community to ensure that our priorities are on track has been limited. Preliminary steps have been taken towards developing a new Strategic Plan. With the help of a facilitator the Library Board will examine practices to establish realistic goals and objectives within an updated and

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LIBRARY defined vision and mission. This will ensure the most effective use of the Library’s resources by focusing those resources on key priorities. This will also provide a base from which progress can be measured and establish a mechanism for informed changed when needed. Communication Plan. A good communications plan builds awareness of an organization’s services – a great one helps to build consensus and buy-in from all stakeholders about where the organization is and where it’s going. As part of the Strategic Plan, the Bradford West Gwillimbury Library will establish clear communications strategies and policies to focus and grow connections with the community, various levels of governments, town employees, stakeholders and internal staff. The goal is an in-depth understanding of target audiences and how different methods of communication can reach varied groups. In the past, marketing and communication focused on what media coverage could be achieved. Now, control over branding and messaging comes from within - we have so much to brag about, a new environmentally friendly building, advanced technology, knowledgeable staff and amazing programs. In 2013 the library will implement key areas of the communication strategy by developing a Library Newsletter to be delivered in hard copy and electronic format; making greater use of social media on our website ; and implementing email contact with our borrowers to promote new books, send out overdue notices and reservation notices. The Library is committed to modern communications with the library community.

Review of Policies. Library Board has reviewed the current policies to determine whether they are applicable in our new environment and if they still meet the needs of the community. They are now ready to develop new policies that will enhance the library services and offer further guidance to the staff as we all become more comfortable and effective in our new space. Staff continue to review procedures developed in conjunction with the policies and may make adjustments to improve the overall functioning of the library. This will be a continuing process throughout this term. Programming service level review. With new space, an energized staff and a receptive community programming has expanded by 50% in one year. This is gratifying and rewarding but brings challenges of its own. Programming staff is working to capacity but sees exciting opportunities within the community to form strong partnerships with the service, cultural and educational groups. In order to balance the opportunities and the staffing limitations a review of the programming service levels will be initiated to determine the best use of staff times and which directions to take.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN LIBRARY 2013 BUDGET OVERVIEW



Municipal Taxation 1,755,620 1,434,279 1,840,730 1,504,462 1,896,970 56,240 3.06%Cost Recovered 8,800 7,723 9,000 8,460 9,000 - 0.00%Fines 14,500 20,036 14,500 21,520 18,500 4,000 27.59%Grants 30,830 37,031 30,830 - 30,830 - 0.00%Other revenues 200 3,140 200 1,164 200 - 0.00%User fees 16,600 7,474 17,000 21,819 18,500 1,500 8.82%


Contractual Services 199,000 108,847 198,000 110,705 167,000 (31,000) -15.66%Debenture Costs 59,540 58,603 111,940 111,939 111,940 - 0.00%Insurance 7,500 3,265 7,500 16,043 7,500 - 0.00%Material & Supplies 348,110 327,242 207,080 222,515 217,370 10,290 4.97% A

Mileage, Conference & Training 11,280 15,390 12,280 11,683 12,750 470 3.83%Other Expenditures: Communications 10,000 19,207 6,000 5,757 7,500 1,500 25.00% Advertising & promotions 13,500 8,437 13,500 4,321 10,000 (3,500) -25.93% Miscalleneous expenditures 24,280 23,218 15,950 17,325 18,330 2,380 14.92%Professional Services 4,000 7,412 4,000 955 4,000 - 0.00%Salaries & Benefits 1,205,990 1,116,863 1,227,010 1,009,428 1,339,610 112,600 9.18% B

Utilities 78,350 62,043 109,000 46,754 78,000 (31,000) -28.44%Total Expenditures 1,961,550 1,750,527 1,912,260 1,557,425 1,974,000 61,740 3.23%Net Requirement - - - - -


Variance

Notes: A Budget increase for books B COLA, step increase for current employees and calculation corrections ($90,680) Contingencies for job evaluation ($5,000)

New staff - Lead Hand Borrower services (FTE = 0.2 to convert PT to FT position) ($16,920)

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN PLANNING & DEVELOPMENT SERVICES RESPONSIBILITIES The department consists of two divisions – Planning and Building. The following provides an overview of their core responsibilities. The Planning Division is responsible for:

Delivering the core services of strategic and policy planning;

Development review; Official plan: and Zoning by-law administration.

This division also provides consultation and application review services for the Committee of Adjustment. The position of secretary-treasurer for the committee as well as administrative support is provided by the Planning Division. This division provides liaison and support services for the heritage, seniors’ housing, active transportation, and downtown revitalization committees. The Building Division is responsible for:

Ensuring that construction and use of buildings and land meet the standards established by municipal and provincial levels of government.

The building permit process is administered by the Building Division and permits are issued where submissions conform to the Building Code, by-laws and agreements regulating construction and land use.

ACTIVITIES Planning:

2009 2010 2011 2012

manage development applications 18 19 41 25 manage C of A applications 19 31 35 27 produce staff reports 52 51 55 47 manage special/policy projects provide pre-submission consultation services respond to council and client inquiries liaise with government agencies maintain demographic and growth-related stats

Building:

Review proposed construction work for compliance with provisions of the Zoning By-law, Architectural and Structural Integrity, Plumbing and Heating requirements

Inspect construction of building components for compliance with approved permit drawings and compliance with the Code

Provide Information, Reports, Statistics, Commentary to internal and external Agencies,

Respond to Solicitor’s inquiries, Review applications and issue approvals in conformance

with the Town’s Sign, Swimming Pool Enclosure and Fortification By-laws

Review and approve design of onsite sanitary septic system submissions to ensure compliance with the Part 8 of the Ontario Building Code.

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN PLANNING & DEVELOPMENT SERVICES

Investigate complaints regarding unsafe septic systems. Implement mandatory Septic Re-inspection program in

accordance with recent changes to the Building Code.

STAFFING The Planning Division currently has five (5) full-time employees. The Building Division currently has eight (8) full-time employees.

STAFFING PROJECTIONS

2013 2014 2015 2016 2017 Full-Time 13.0 13.0 14.0 15.0 16.0 Part-Time Total FTE 13.0 13.0 14.0 15.0 16.0

In the Planning division, application volumes and policy issues are expected to increase through 2012 and beyond as the economy improves and Hwy 400 lands become serviced. Beyond 2012, an additional planner position will be sought to address workload. Council approved a new Senior Building Inspector position in the 2012 budget. This position has been filled internally and the resulting vacancy was filled by a building official/plans examiner whose primary task is to review permit drawings, specifications and applicable law approvals as part of the building permit application approval process. LATEST ACCOMPLISHMENTS The department completed a review of its organizational structure, and obtained council’s endorsement in principle. This new structure will serve as the basis for staffing requests on an annual basis. The department also analyzed and adjusted its practices to provide a more customer-centric approach to providing services – particularly for employment projects. A housekeeping update to the town’s new zoning by-law (2010) is anticipated to be complete by year’s end.

TOWN MANAGER

Director Planning & Dev. Services

Senior Planner

Planner

Planning Services Coordinator

Planning Services Assistant

Chief Building Official

Permit Administartors (2)

Senior Building Inspector

Building Inspectors (3)

Administrative Assistant

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TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN PLANNING & DEVELOPMENT SERVICES Council endorsement was obtained this past winter for the downtown revitalization implementation plan. The first two projects undertaken in 2012 – Holland Street reconstruction and Community Improvement Plan are well underway. Also complete is the installation, configuration and training for the planning module of Land Manager, which provides automated tracking of development applications. The Building Division continues to experience considerable activity, with permit volumes near the record levels of the past two years. The division has also successfully implemented new processes created for administration of the town’s sign by-law. 2013 ACTION PLAN The department will focus on the following for 2013:

monitor progress of Growth Plan Amendment No. 1, and appeals to the Simcoe County Official Plan

subject to the above progress, recommence the town’s official plan update process

continue providing support to council’s advisory committees

assist in EAs and servicing plans for OPA 15 and 16 The Building Division will be preparing the mandatory Septic system re-inspection program in accordance with the Clean Water Act and the Lake Simcoe Protection Plan, for sewage systems identified as a significant drinking water threat in vulnerable areas.

Focus will remain on the implementation of recent amendments to the Ontario Building Code related to energy efficiency of buildings and barrier free accessibility standards in accordance with the Accessibility for Ontarians with Disabilities Act. The division will introduce the new concept of electronic permit submission and plan review system designed to enable customers to electronically submit applications and specifications for building permits without the necessity to physically travel and provide hard copied documentation. The approximate cost of $100K will be drawn entirely from the division’s reserves. Implementation of the downtown revitalization strategy will continue to be a priority. The key 2013 projects for the department will be implementation of the CIP program, as well as updating official plan policy and zoning provisions. In 2012, $200K was assigned to a downtown reserve for various projects and initiatives. For 2013, the recommended contribution is $50K – a portion of which is earmarked for the CIP marketing strategy. Staff also will be recommending that $120K remaining in the general reserve be transferred to a new CIP funding reserve and be augmented with an additional $180K – for a total CIP funding pool of $300K in 2013. Therefore, the total new contribution to downtown projects in 2013 would be $230K (a $30K increase over 2012).

80

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN PLANNING & DEVELOPMENT SERVICES 2013 BUDGET OVERVIEW - PLANNING



Municipal Taxation 369,490 278,549 601,900 329,380 692,490 90,590 15.05%Cost Recovered 1,000 222 1,000 154 1,000 - 0.00%Other revenues 16,000 9,260 16,000 11,430 16,000 - 0.00%Permit & Licenses 191,000 268,215 191,000 179,166 211,000 20,000 10.47%


Contributions to Capital - - 200,000 29,332 - (200,000) -100.00% E

Insurance 4,780 3,062 4,780 - 4,780 - 0.00%Material & Supplies 8,380 7,059 8,380 5,042 8,380 - 0.00%Mileage, Conference & Training 13,640 12,552 13,640 8,984 13,640 - 0.00%Other Expenditures: Communications 6,330 6,444 6,330 4,220 6,330 - 0.00% Advertising & promotions 400 - 28,400 17,808 10,400 (18,000) -63.38% B

Miscalleneous expenditures 2,970 1,832 3,580 1,948 253,580 250,000 6983.24% C

Professional Services 27,030 32,524 27,030 18,919 57,030 30,000 110.99% D

Salaries & Benefits 513,960 507,651 517,760 433,874 541,350 23,590 4.56% A

Studies - (14,878) - - 25,000 25,000 #DIV/0!Total Expenditures 577,490 556,246 809,900 520,129 920,490 110,590 13.65%Net Requirement - - - - -


Variance

Notes: A COLA and step increases for current employees B Funding for Land Manager-planning application software removed in Budget 2013 C Funding for Community Improvement Programs D Seniors Housing – Professional Fees ($30K) E Decrease in contribution to capital (Downtown Revitalization)

81

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN PLANNING & DEVELOPMENT SERVICES 2013 BUDGET OVERVIEW – BUILDING



Cost Recovered 70,000 28 70,000 28 70,000 - 0.00%Other revenues - 960 - 1,007 - - #DIV/0!Permit & Licenses 712,000 1,989,379 1,112,000 1,177,633 1,112,000 - 0.00%Transfer from reserves 44,270 - - - - - #DIV/0!

Total Revenues 826,270 1,990,368 1,182,000 1,178,668 1,182,000 - 0.00%Expenditures by Category:

Contractual Services 1,380 3,600 1,380 3,000 1,380 - 0.00%Contributions to Capital 5,000 7,367 - - - - #DIV/0!Contributions to Reserves 4,610 1,151,328 176,650 341,715 120,430 (56,220) -31.83%Insurance 18,140 10,797 18,140 1,848 18,140 - 0.00%Material & Supplies 11,700 28,105 24,800 25,343 22,200 (2,600) -10.48%Mileage, Conference & Training 15,000 20,978 31,000 27,305 25,000 (6,000) -19.35%Other Expenditures: Communications 6,000 7,560 9,000 4,909 6,000 (3,000) -33.33% Advertising & promotions 600 356 2,000 90 600 (1,400) -70.00% Miscalleneous expenditures 36,300 13,206 36,500 14,098 49,300 12,800 35.07%Professional Services 11,000 20,348 15,000 22,934 11,000 (4,000) -26.67%Salaries & Benefits 711,250 726,722 862,240 737,426 922,660 60,420 7.01% A

Utilities 5,290 - 5,290 - 5,290 - 0.00%Total Expenditures 826,270 1,990,368 1,182,000 1,178,667 1,182,000 - 0.00%Net Requirement - - - (0) -


Variance

Notes: A COLA and step increase for current employees

82

TOWN OF BRADFORD WEST GWILLIMBURY 2013 BUDGET & BUSINESS PLAN 2013-2017 CAPITAL PLAN Starting in 2013, the capital budget process will focus approval at the project level instead of yearly cash flow and will introduce the Total Project Budget Authority (TPBA) concept. The first step towards a TPBA concept refers to the total cost for all capital projects being approved to commence in 2013 that may take multiple years to complete. Alternatively, Council could opt to approve a full-five-year (TPBA) for the years 2013 through to and including 2017. The five-years proposed $334.6 million New Total Project Budget Authority extends up to 2017. The associated financing sources for the TPBA of $334.6 million are as follows:

Under the five-years TPBA model, future budget years only requires Council to approve any changes to projects approved in 2013 and new projects that will come on board. This process will allow Town staff more flexibility when going out to

tender especially for multi-year projects. Page 84 to 86 list all of the projects contemplated from 2013 to 2017. Each project are detailed on a capital detail sheet (page 87 to 136).

83

Town of Bradford West Gwillimbury2013-2017 Capital PlanSummary of capital expenditures(in thousands)

2013-2017Page Department Project Gross Cost 2013 2014 2015 2016 2017

Administration:87 IT IT Infrastructure replacement 320.0 80.0 60.0 60.0 60.0 60.0 88 Enforcement Fleet Replacement/Addition 100.0 35.0 30.0 35.0 89 Clerk's Records Management software 30.0 15.0 15.0 90 Finance Financial Software Upgrade 500.0 50.0 450.0

Total Administration 950.0 180.0 105.0 510.0 95.0 60.0

Fire & Emergency Services:91 Fleet Specialized Equipment 421.8 71.5 53.8 28.0 9.0 259.5 92 Fleet Outfitting (Volunteers) 180.0 60.0 120.0 93 Fleet Fleet Replacement/Addition 2,121.0 - 100.0 950.0 1,071.0 94 Facilities Fire Hall repairs 95.0 - 95.0 96 Facilities Headquarters Addition (second storey) 770.0 65.0 705.0 95 Facilities Second Fire Station 6,100.0 350.0 750.0 2,500.0 2,500.0

Total Fire & Emergency Services 9,687.8 131.5 598.8 1,793.0 3,214.0 3,950.5

Leisure Services:97 Facilities Bob Fallis Sports Centre - Renovations 216.0 141.0 75.0 7 Facilities Roof Replacement - Court House 85.0 85.0 98 Facilities Town Hall 20,750.0 750.0 10,875.0 9,125.0 99 Fleet Fleet replacement/addition 792.0 166.0 115.0 182.0 209.0 120.0 100 Parks Henderson Park 3,150.0 150.0 300.0 700.0 1,000.0 1,000.0 103 Parks Development-Related Parkland Development 465.0 195.0 90.0 180.0 101 Parks Outdoor Facilities/Parks Improvement 364.0 50.0 78.0 80.0 78.0 78.0 104 Parks Town Signage 300.0 50.0 25.0 225.0 101 Parks Miscellaneous Paving Projects 100.0 100.0 101 Parks New Washroom Facility - Magani Park 150.0 150.0 101 Parks y g 150.0 150.0 101 Parks Kuzmich Phase III 105.0 105.0 101 Parks Lights replacement @ Taylor & Legion Park 75.0 75.0 101 Parks Backstop and fence replacement @ Joe Magani 95.0 95.0 101 Parks Play structure replacement @ Jackson Park 40.0 40.0 101 Parks Play structure replacement @ Bud Brown Park 40.0 40.0 103 Parks Splash Pad - Dreamfield 250.0 250.0 102 Trails Trail Development - New subdivision 240.0 80.0 80.0 80.0

Total Leisure Services 27,217.0 982.0 1,728.0 12,717.0 10,592.0 1,198.0

84


2013-2017Page Department Project Gross Cost 2013 2014 2015 2016 2017

Planning & Dev. Services:105 Planning Downtown Improvements 250.0 50.0 50.0 50.0 50.0 50.0 108 Planning Equipment & Furniture (new staff) 22.5 7.5 7.5 7.5 107 Building Vehicle replacement 60.0 60 106 Building Electronic Plans Review Software 98.8 98.8 106 Building Computer 40.5 24.0 5.5 11.0

Total Planning & Dev. Services 471.8 232.8 55.5 68.5 57.5 57.5

Engineering:109 Fleet Fleet replacement/addition 3,435.5 575.3 928.5 683.0 747.0 501.8 110 IT IT Infrastructure (W & WW only) 215.0 115.0 100.0 111 U.H.M. Road replacement program - Urban 5,275.0 575.0 500.0 2,000.0 1,200.0 1,000.0 111 R.H.M. Road replacement program - Rural 3,720.0 45.0 450.0 300.0 900.0 2,025.0 112 Underground Infrastructure replacement 8,411.0 2,435.0 1,350.0 1,926.0 1,350.0 1,350.0 113 Bridges Bridges 3,150.0 800.0 1,700.0 150.0 500.0 114 Studies Master Plans 470.0 120.0 350.0 115 Facilities New Facilities & Facilities repairs/maintenance 4,396.5 180.0 3,365.0 776.5 75.0 116 WWTP retrofit 5,000.0 5,000.0 117 Fire Hydrant Installation 25.0 5.0 5.0 5.0 5.0 5.0 118 New valve chambers & PRVs (x4) 60.0 60.0 114 Leak Detection Study 75.0 75.0 119 Stand-by Well (church) 2,500.0 2,500.0 120 3 & 4 Holland Street East - Barrie St to Bridge St reconstruction 1,281.0 138.9 1,142.1 - - - 120 5 & 6 Holland Street West - Barrie to Melbourne reconstruction 1,854.0 187.2 432.9 1,233.9 - - 120 7 Melbourne Drive Widening, HSW to Regency Ct. 2,982.1 1,159.0 1,823.1 - - - 120 14 Prof Day Drive - Line 8 to Crossland Blvd - construction 1,789.0 1,789.0 120 18 Line 6 Widening - Langford to 10 SR 2,122.9 226.9 1,046.5 849.5 - -120 18 Line 6 Widening Langford to 10 SR 2,122.9 226.9 1,046.5 849.5 120 19 10 SR Widening from HSW to Line 6 10,307.1 4,472.1 3,291.9 2,543.1 - -

120 20 Sideroad 10 - Reagan's to 8th Line - reconstruct and widen to 4 lanes 818.5 818.5

120 21 & 22 Line 8 widening and reconstruction - Barrie St to PDD 4,682.0 352.9 1,070.1 741.6 2,517.4 - 120 24 Southeast Arterial Road 8,510.1 2,517.1 3,046.4 2,946.5 - - 120 26 Line 6 Urbanization - Simcoe to Walker 2,585.0 2,585.0 - - - - 120 27 Walker Ave Urbanization - Line 6 to Morris St. 915.0 915.0 - - - - 120 28 Simcoe Road Urbanization - Line 6 to Golfview 3,657.0 1,094.6 2,562.4 - - - 120 29 Holland Street Corridor - Traffic Signal Synchronization 400.0 100.0 300.0 - - - 120 30 PDD/Melbourne Corridor - Traffic Signal Synchronization 250.0 - 250.0 - - - 120 31 400 & 5th Line Interchange 18,000.0 4,753.3 7,171.3 6,075.4 - - 120 32 Southwest Arterial Road 11,808.0 3,475.8 4,513.3 3,818.9 - -

120 33Sideroad 10 - Reconstruct and widen to 4 lanes from Line 8 to 300 m north of Line 8 130.8 130.8

120 38 Professor Day Drive at Breeze Drive improvements 404.0 38.0 366.0 - - - 120 39 Line 6 reconstruction and urbanization 7,018.0 420.6 1,345.9 5,251.5 - - 120 40 Sideroad 5 reconstruction and urbanization 7,636.0 482.1 7,153.9 - - - 120 WSS-8a 3rd Line BPS upgrade - Phase 2 3,070.0 3,070.0 - - - - 120 WSS-8b 3rd Line BPS upgrade - Phase 3 2,720.0 - - 292.2 2,427.8 - 120 WSS-9b Innisfil WTP Expansion - Phase 3 63,910.0 3,007.5 30,451.2 30,451.2 - - 120 WSS-10 Innisfil secondary supply main 26,368.0 620.4 1,861.3 11,943.2 11,943.2 - 120 WDS-6 Watermain replacement on Holland St. West / Barrie St. - Holland Crt 305.0 305.0 120 WDS-12 Trunk watermain (300mm) on Prof. Day extension 136.0 136.0 120 WDS-8b Trunk watermain on 10SR south of Holland to 6th Line 1,054.0 99.2 954.8 - - - 120 WDS-18 Watermain on 8th Line from PDD to Noble 306.0 30.6 275.4 - - - 120 WDS-20 Trunk watermain on Line 8 east of 400 2,533.0 253.3 2,279.7 - - -

85


2013-2017Page Department Project Gross Cost 2013 2014 2015 2016 2017120 WDS-21 Trunk watermain across Hwy 400 north of 8th Line 914.0 86.0 828.0 - - - 120 WDS-22 Trunk watermain on Line 8/CR 27 west of 400 4,649.0 437.6 4,211.5 - - - 120 WDS-23 Watermain connection along 6th Line to 10 SR 526.0 54.2 471.8 - - - 120 WDS-24 Trunk watermain from 6th Line along 10 SR and 5th Line 2,730.0 256.9 2,473.1 - - - 120 WDS-26 Bond Head Water Tower 4,405.0 - - 414.6 3,990.4 - 120 11 Innisfil Water Treatment Plant Infrastructure 4,000.0 4,000.0 120 GV- PS 1 Green Valley san. PS - construction 4,174.5 2,524.5 1,650.0 120 GV - FM Forcemain from Green Valley PS to Holland & Barrie 1,042.7 1,042.7 120 GV - San 1 San. Sewer from Simcoe Rd. to GV-PS 1 - const. 578.0 578.0 120 GV - San 2 San. Sewer Simcoe Rd crossing - const. 74.6 74.6 120 SWB-PS2 Middletown Sanitary P.S 4,737.1 3,947.1 790.0 120 8th - PS1 Ritchie Stong P.S. - Phase 3 350.0 350.0

120 8th-San 2a Construct 320m-300 mm dia. san. trunk sewer on PDD from 8th Line to Crossland Rd.

505.0 505.0

120 8th-San 1 8th Line Sanitary Trunk Sewer 751.9 751.9 120 OPA15-FM1 OPA 15 Sanitary Forcemain Phase 1 2,568.0 241.7 2,326.3 - - - 120 OPA15-FM2 OPA 15 Sanitary Forcemain Phase 2 4,309.1 405.6 3,903.5 - - - 120 OPA15-FM3 OPA 15 Sanitary Forcemain Phase 3 2,623.0 2,029.0 594.0 - - - 120 OPA15-FM4 OPA 15 Sanitary Forcemain Phase 4 536.0 536.0 - - - - 120 OPA15-PS1 OPA 15 Sanitary Pump Station - Phase 1 5,234.0 1,678.0 3,556.0 - - - 120 OPA16-FM1 Bond Head Sanitary Forcemain 5,005.0 471.1 4,533.9 - - - 120 OPA16-PS1 Bond Head Sanitary Pumping Station - Phase 1 2,245.0 211.3 2,033.7 - - - 120 WPCP-2 Bradford WPCP Expansion 20,000.0 - 1,882.4 4,529.4 13,588.2 -

Total Engineering Services 296,243.4 56,569.2 108,990.8 78,108.4 40,062.5 12,512.6

GRAND TOTAL 334,569.9 58,095.5 111,478.0 93,196.9 54,021.0 17,778.6

86

Estimated Project Timeline

2013 2014 2015 2016 2017

$80,000 $60,000 $60,000 $60,000 $60,000

Impact on Operating Expenditures 2013 2014 2015 2016 2017

Operating Expenditures

Debenture Repayments

Other

Additional Information:

Water Reserves

Wastewater Reserves

Other Reserves IT Replacement Reserve

Contribution from Operating

Debenture Debt

DC Reserve Fund

$60,000 $60,000

Cost Estimate based on: Budget Estimate

Funding Sources

We typically spread out the replacement of computers and servers throughout the entire year.

Estimated Costs2013 2014 2015 2016 2017

$80,000 $60,000 $60,000

TOWN OF BRADFORD WEST GWILLIMBURYMULTI-YEAR CAPITAL SPENDING ESTIMATES

2013 to 2017

Project Name IT Infrastructure Replacement

Description & Rationale

In addition to our annual computer replacement costs ($60,000), we have added an additional $20,000 to next year's budget as we have three servers that we need to replace. The locations of the servers that require replacing are Finance, Fire and Community Centre.

87


Project Name Enforcement Fleet

Replacement of and addition to existing fleet. Units replaced as per life cycle plan and additional units, where indicated required due to growth.

2013 to 2017


Estimated Project Timeline2013 - Vehicle addition 2014 - Replace 2008 Honda Civic 2016 - Replace 2010 Ford Escape

2013 2014 2015 2016 2017

Estimated Costs2013 2014 2015

$35,000 $30,000


Funding Sources

20172016

$35,000

2013 2014 2015 2016 2017

35,000

Funding Sources


Wastewater Reserves

Debenture Debt

DC Reserve Fund

Water Reserves

Municipal Dev. Charge Reserve Fund

30,000 35,000


Operating Expenditures 3,500 3,500

Enforcement Fleet ReserveOther Reserves

Other

Fleet Reserve contributions



88


2013 2014 2015 2016 2017

$15,000 $15,000


Operating Expenditures 1,000 1,000 1,000



2013 to 2017

Project Name Records Management Software


Estimated Costs2013 2014 2015 2016 2017

$15,000 $15,000


Funding Sources


Debenture Debt

DC Reserve Fund

Water Reserves

Wastewater Reserves

Other Reserves

Other

Annual Maintenance Fees


89


2013 2014 2015 2016 2017

$50,000 $450,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund


Funding Sources

Estimated Costs2013 2014 2015 2016 2017

$50,000 $450,000


2013 to 2017

Project Name Finance Software Replacement


Replacement of existing UNIX-based Financial Software with a more robust and modern financial software system to better meet the information needs of the Municipality. The current UNIX-based financial software (Municipal Application Suite - MAS) supplied by USTI Canada has been in place at the Town since 1986. While the software continues to function fairly well and is still supported by the supplier, product enhancements ceased a number of years ago. As a result, the software is no longer capable of meeting the information needs for a growing, progressive municipality such as the Town of Bradford West Gwillimbury. Changes to municipal accounting, including PSAB’s Tangible Capital Assets and the trends towards Activity Based Costing and comprehensive Asset Management Plans cannot be facilitated within the current Financial Software. As a result, the time has come for the Town to source some new software to provide for all of the financial information needs of the Municipality. Prior to sourcing the software through a competitive bid opportunity, Finance intends to consult with other service areas to identify any software needs that they may have. This exercise may conclude that more than just financial accounting software is required and the scope of work will be adjusted accordingly to meet the needs of these other Service Areas.

90


2013 2014 2015 2016 2017

30,000

$71,500 $53,750 $28,000 $9,000 $229,500




Equipment gets broken due to the rough nature of the job. Sometimes it is better to replace than repair and get the added feature of new technology. Some equipment due to the age is unable to source parts for.

Other


Water Reserves

Wastewater Reserves

Other Reserves Fire Fleet Reserve


Debenture Debt

DC Reserve Fund Roads & Protection Dev. Charge Res. Fund

$9,000 $259,500


Funding Sources

Estimated Costs2013 2014 2015 2016 2017

$71,500 $53,750 $28,000


2013 to 2017

Project Name Specialized Equipment


This account in 2013 would be used to purchase $30,500 worth of new and replacement equipment such as defibrillators, gas detection equipment, generators, SCBA breathing equipment and any other small tools or equipment that are damaged beyond repair. Upgrades would be done to the radio tower equipment to improve performance $31,000 and $10,000 would be spent on new portable radios in regards to the purchase of spare batteries, chargers and portable radio equipment.This account in 2014 would be used to purchase computer equipment for fire vehicles. Upgrades will be done to radio and lighting packages for command vehicles. Additional portable lights, portable pumps, electric tools, assorted tools and equipment will be replaced due to age and condition.

91


2013 2014 2015 2016 2017

$120,000

$60,000




Firefighting protective gear must be replaced on a regular basis due to due to damage and the level of protection required for structural firefighting. Personal protective gear must meet Occupational Health and Safety requirements for the protection of the worker.

Gear must be replaced in accordance with the industry best practices or when damaged. Several sets of gear have failed protective tests before their tenth year in service when they are being cleaned. Any gear which fails the requirements must be taken out of service and be replaced.

Other


Water Reserves

Wastewater Reserves



Debenture Debt


$120,000


Funding Sources

Bunker gear replacement is exxpected to be completed within the first 6 month of the year. Gear is a custom order which requires staff to be measured and then the garments and custom made for the individual firefighter. Half of the volunteer staff need new gear this year as part of the regular replacement program.

Estimated Costs2013 2014 2015 2016 2017

$60,000


2013 to 2017

Project Name Outfitting


The current personal protective equipment worn by the volunteer firefighters is reaching the end of its life expectancy. Bunker gear which is approaching 10 years old is starting to fail protective tests when being cleaned.

Firefighter helmets need to be replaced on an as need basis due to damage. Firefighter helmets form part of the fierfighters personal protective equipment ensemble and also has a life expectancy of approximately 10 years and needs to be replaced to be in compliance with Occupational Health and Safety Requirements.

Firefighter gloves become worn and damaged and must be replaced.

Firefighters require spare personal protective equipment due to the fact that their regular gear can become contaminated or damaged and must be sent in to be cleaned or repaired. A back up set of gear is required for use when the regular gear is not in service.

92


2013 2014 2015 2016 2017

1,021,000

$510,000 $100,000 $100,000 50,000




Over the last several years maintenance costs for the 3000 gallon tanker have increased due to ageing and corroding pipes, valves and equipment on the truck.

A fire apparatus is an emergency vehicle that must be relied on to transport firefighter safety to and from an incident and to operate reliably and properly to support the mission of the fire department.

The current vehicle is becoming increasingly unreliable due to its age, increased maintenance costs and out of service time.

Other


Water Reserves

Wastewater Reserves



Debenture Debt


$741,000


Funding Sources

Estimated Costs2013 2014 2015 2016 2017

$510,000 $100,000 $100,000


2013 to 2017

Project Name Fleet


The current 1993 tanker # 1014 will be 20 years old and is at the end of its life expectancy as a first run truck. Over the last several years maintenance costs have increased and out of service times have increased causing a liability to the municipality in regards to the availability of potable water supplies for fire protection efforts. The replacement of this vehicle is part of the regular vehicle replacement plan for Fire.

A fire apparatus that breaks down at any time during an emergency operation not only compromises the success of the operation but may jeopardize the safety of the firefighters relying on the apparatus to support their role in the operation. The current 2003 pickup truck # 1010 will be 10 years old and is at the end of its life expectancy. The replacement of this vehicle is part of the regular vehicle replacement plan for Fire.

93


2013 2014 2015 2016 2017

$95,000

$50,000




Other


Water Reserves

Wastewater Reserves

Other Reserves Capital Expenditures Reserve


Debenture Debt

DC Reserve Fund


Funding Sources

2013 - Replace Fire station bay doors 2014 - building refurbishment from 2012 study and sign replacement

Estimated Costs2013 2014 2015 2016 2017

$50,000 $95,000


2013 to 2017

Project Name Fire Hall Repairs


The fire hall bay doors (8) are in need of replacement due to the doors being the original door installed on the fire hall 23 years ago. In many of the doors the glass insert windows are cracked and need to be replaced. On several occasions throughout the year the doors require repair due to their age and parts starting to wear out. The door have been damaged and bent over the years several times when they have come down on top of trucks entering the truck bays. It is not uncommon to have to call a repair company several times throughout the year to do repairs and to get them operational.

In the 2014 budget $35,000 has been set aside for replacement of the sign in front of the fire hall.. The current sign is broken and not operational. A new power supply will be required to provided to illuminate the sign. The sign would be updated to include graphics so message could be posted on the sign in a similar fashion to the Leisure Centre sign of the signlocated at South Simcoe Police.

94


2013 2014 2015 2016 2017

35,000$

315,000 $750,000 $2,500,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt


$2,500,000


Funding Sources

2014 - Land acquisition 2015 - Design & Engineering 2016 - Construction

Estimated Costs2013 2014 2015 2016 2017

$350,000 $750,000


2013 to 2017

Project Name New Fire Hall


Initial estimate to purchase vacant land in 2014 for construction of second fire hall / headquarters administration / emergency operations centre.

95


2013 2014 2015 2016 2017

$65,000 $705,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt


$705,000


Funding Sources

2015 - design 2016 - Construction

Estimated Costs2013 2014 2015 2016 2017

$65,000


2013 to 2017

Project Name Headquarter Addition


96


2013 2014 2015 2016 2017

16,000$ $85,000 $75,000

125,000




Other


Water Reserves

Wastewater Reserves

Other Reserves M.A.S.R.F.


Debenture Debt

DC Reserve Fund


Funding Sources

2013 - BFSC Renovations ($125K) , SSPS Building Elevator Pit Drains ($12K) & Diesel Generator Insulation ($4K) 2014 - Roof Replacement at Court House ($85K) 2015 - Roof Replacement at Danube ($75K)

Estimated Costs2013 2014 2015 2016 2017

$141,000 $85,000 $75,000


2013 to 2017

Project Name Facilities Repairs & Maintenance


Building Lifecycle/Asset Management Projects to maintain municipal facilities for ongoing service provision

97


2013 2014 2015 2016 2017

750,000 10,875,000 9,125,000

75,000


Operating Expenditures 425,000

Debenture Repayments 65,388 1,013,520 1,809,080 1,809,080

Other


Water Reserves

Wastewater Reserves

Other Reserves Capital Expenditures


Debenture Debt

DC Reserve Fund

$9,125,000


Funding Sources

2013 - Consulting 2014 - Design 2015 - Construction 2016 - Construction

Estimated Costs2013 2014 2015 2016 2017

$75,000 $750,000 $10,875,000


2013 to 2017

Project Name Town Hall


Consolidation of Town Departments and Services into a central facility

98


2013 2014 2015 2016 2017

60,000 12,000

106,000 115,000 170,000 $209,000 $120,000




Other


Water Reserves

Wastewater Reserves

Other Reserves Parks & Facilities Fleet Reserve


Debenture Debt

DC Reserve Fund Municipal Dev. Charge Res. Fund

$209,000 $120,000


Funding Sources

2013 - Replace 2003 Ford F150 ($35K), 2001 Cushman Truckster ($25K), 2001 Toro Mower ($40K) , Replacement of Parks Equipment ($6K) and new 1 Ton Dump Truck ($60K) 2014 - Replace 2004 Ford E250 ($40K), 2004 Kubota Tractor ($40K) and 2004 Massey Ferguson Tractor ($35K) 2015 - Replace 2005 Silverado ($40K), 2005 Kubota Mower ($35K), 2005 Zamboni ($80K) and Miscellaneous Park Equipment ($15K) and new Infield Diamond ($12K) 2016 - Replace 2006 Dodge 3/4 Ton ($40K), 2006 Overseeding Unit ($22K), 2003 Ryan Aerator ($12K), 2008 Zamboni ($95K) and 2008 GMC ($40K)

Estimated Costs2013 2014 2015 2016 2017

$166,000 $115,000 $182,000


2013 to 2017

Project Name Fleet Lifecycle Replacement


Asset Management/Lifecycle Replacement Program

99


2013 2014 2015 2016 2017

60,000$ 120,000$ 280,000$ 400,000$ 400,000$

90,000 180,000 420,000 600,000 600,000





2013 to 2017

Project Name Henderson Park


Master Planning and phased construction of new Community Park on the Henderson Property at Sideroad 10 and 9th Line

2014 - Master Plan with Community Consultation 2015 - Design & Engineering 2016 - Construction 2017 - Construction 2018 - Construction

Estimated Costs2013 2014 2015 2016 2017

$150,000 $300,000 $700,000 $1,000,000 $1,000,000


Funding Sources


Debenture Debt


Water Reserves

Wastewater Reserves

Other Reserves

Other


100


2013 2014 2015 2016 2017

25,000$ $283,000 $330,000 $39,000

150,000

25,000 $78,000 39,000





Other



Water Reserves

Wastewater Reserves


Debenture Debt

$200,000 $283,000 $330,000


Funding Sources

Estimated Costs2013 2014 2015 2016 2017


2013 to 2017

Project Name Parks Repair & Maintenance

$78,000 $78,000

2013 - New Washroom Facility @ Magani Park ($150K) and Miscellaneous Park Improvements ($50K) 2014 - Miscellaneous Park Improvements ($78K), Kuzmich Park Phase III ($105K) and Miscellaneous Paving Projects ($100K) 2015 - Lights Replacement @ Taylor & Legion ($75K), Miscellaneous Park Improvements ($80K), Backstop & Fence Replacement @ Magani ($95K), Play Structure Replacement @ Bud Brown ($40K), Play Structure Replacement at Jackson Park ($40K) 2016 - Miscellaneous Park Improvements ($78K) 2017 - Miscellaneous Park Improvements ($78K)


Asset management/lifecycle replacement/service improvements

101


2013 2014 2015 2016 2017

33,000$ 8,000$ 8,000$

72,000 72,000 72,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt



Funding Sources

2013 - New trail @ Brookfield South ($80K) and Trail Signage ($25K) 2014 - New trail from Fuller Heights to Taylor ($80K) 2015 - New trail from Taylor to Canal ($80K)

Estimated Costs2013 2014 2015 2016 2017

$105,000 $80,000 $80,000


2013 to 2017

Project Name Trails


Continued implementation of the Trails Master Plan approved by Council in 2010

102

Estimated Project Timeline2013 - BMA Subdivision Parkette & Lormel Parkette 2014 - BMA Phase II2015 - Mod-Aire Westfield

2013 2014 2015 2016 2017

19,500$ 9,000$ 18,000$

175,500 81,000 $250,000 $162,000





Wastewater Reserves

Other Reserves

Other

Estimated Costs2013 2014

Debenture Debt


Water Reserves


Funding Sources


2015 2016 2017

$195,000 $90,000 $250,000 $180,000


2013 to 2017

Project Name Development Related Parks


Park Construction in new Subdivisions

103


2013 2014 2015 2016 2017

$25,000 $25,000 42,000$

$183,000




Other


Water Reserves

Wastewater Reserves



Debenture Debt

DC Reserve Fund


Funding Sources

2013 - Wayfinding / Heritage Signs 2014 - Village Signage 2015 - Highway 400 Gateway Signage

Estimated Costs2013 2014 2015 2016 2017

$25,000 $25,000 $225,000


2013 to 2017

Project Name Town Signage


Ongoing implementation of Town Signage Program

104


2013 2014 2015 2016 2017

$50,000 $50,000 $50,000 $50,000 $50,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund

$50,000 $50,000


Funding Sources

5+ years

Estimated Costs2013 2014 2015 2016 2017

$50,000 $50,000 $50,000


2013 to 2017

Project Name Downtown Revitalization


Council has identified downtown revitalization as one of its strategic priorities, and adopted the Downtown Bradford Revitalization Strategies to guide this effort. The strategy identifies dozens of improvement projects, many of which will require town funding such as reconstruction of Holland Street, improvements to municipal parking lots, new way-finding signage, grant programs, and financial incentives for redevelopment. The purpose of this reserve is to create an ongoing funding source for these projects, which will be initiated by council on a year-by-year basis.

105


2013 2014 2015 2016 2017

$122,750 $5,500 $11,000




Other


Water Reserves

Wastewater Reserves

Other Reserves Bill 124 Reserve Fund


Debenture Debt

DC Reserve Fund


Funding Sources

2013 - Computer replacement, purchase of new electronic tablets & Electronic Plans Review Software

Estimated Costs2013 2014 2015 2016 2017

$122,750 $5,500 $11,000


2013 to 2017

Project Name Computer Replacement


Purchase electronic permit application plans review software to enable customers to electornically submit building permit applications, plans and specifications for review and approval. The software will provide the applicants with the ability to submit applications, view the status of the appplication , respond to deficiencies in a timely manner resulting in a timely efficient and effective approval process that will result in reduction of paper submission, storage and records management. Purchase new electronic tablets required to utilize the permit tracking mobile inspection software.

106


2013 2014 2015 2016 2017

$60,000




Other


Water Reserves

Wastewater Reserves

Other Reserves Bill 124 Reserve Fund


Debenture Debt

DC Reserve Fund


Funding Sources

2013 - Replace ???

Estimated Costs2013 2014 2015 2016 2017

$60,000


2013 to 2017

Project Name Fleet


Replace two existing 2005 Dodge Dakota Pick up Trucks. Excessive maintenance costs have eroded the typical lifespan of the vehicles.

107


2013 2014 2015 2016 2017

7,500$ 7,500$ 7,500$




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund

$7,500 $7,500


Funding Sources

2015 - Planner 2016 - Manager -Development 2017 - Senior Planner

Estimated Costs2013 2014 2015 2016 2017

$7,500


2013 to 2017

Project Name Office Equipment


Office equipment for new staff

108

Estimated Project Timeline2013 50,000$ 2016 $ 306,000

40,750 306,000 306,000 65,000 40,750 35,000 12,000 35,000 40,750 2017 120,000 35,000 40,750 50,000 306,000

2014 305,000 35,000 200,000 40,750 40,750 306,000 36,000

2015 360,000 40,750 40,750 50,000 23,000 15,000 83,500 35,000 35,000

2013 2014 2015 2016 2017

85,000 305,000 35,000

25,000 118,500 100,000 35,000

25,000 36,000 15,000 35,000

440,250 587,500 514,500 612,000 466,750




Replace 2001 Freightliner (V01-2)Replace 2000 Volvo (V00-1)

Replace 2006 Chevrolet Silverado 1500 Replace 2006 Chevrolet ETV Cube Van

Replace 2005 Chevrolet Silverado (V05-Replace trackless sidewalk machine Replace Chevrolet pickup (V06-1)

Sidewalk Plow AdditionReplace 2002 GMC (C02-2)Replace 1996 Ford 5T (V96-3)

Replace Lely Spendimo (V07-3)Replace 1999 Chevrolet Silverado (V99-2)

Replace 2002 Dodge Dakota (V02-3)Vehicle addition - WW collection system

Replace 2001 International (V01-3)

Replace 2007 Dodge (V07-2)

Other


Water Reserves

Wastewater Reserves

Other Reserves Public Work Fleet Reserve


Debenture Debt

DC Reserve Fund Roads/WW Dev. Charge Res. Fund


Funding Sources



2013 to 2017

Project Name Fleet

$747,000 $501,750

Replace 2002 GMC (V02-6)Replace 2002 Dodge Ram (V02-4)Replace 2002 Caterpillar (V02-5)

$575,250 $928,500 $683,000

Sand/Salt truck addition

Replace 2004 Kubota Tractor (V04-3)

Replace 1990 Trailer (V90-33)Replace 2005 Madvac (V05-8)Replace 2003 Chevrolet (V03-2)Replace 2001 Ford F350 (V01-4)Replace 1991 Champion (V91-51)

Replace GMC Savanah Van (V06-1) Replace 2001 International (V01-1)

Vehicle addition - Maintenance


Replacement of and addition to existing fleet. Units replaced as per life cycle plan and additional units, where indicated required due to growth.

2016 2017

Replace 2002 Diesel Generator (V02-9)

Replace 2005 Dodge (V05-4)Replace 2005 1T Dump Truck

109

Estimated Project Timeline2013 15,000

100,000

2014 100,000

2013 2014 2015 2016 2017

100,000$

115,000





Other Reserves

WW Computer replacement SCADA system upgrade

Computerized Maintenance Management Software Pilot

Other

DC Reserve Fund

Water Reserves

Wastewater Reserves

Contribution from Operating User Rates

Debenture Debt

$100,000


Funding Sources

Estimated Costs2013 2014 2015 2017

$115,000


2013 to 2017

Project Name IT Infrastructure replacement (Water & Waste Water only)


SCADA system upgrade-The current SCADA system for the Water department was installed approximately 10 years ago therefore much of the equipmnet is no longer supported by the manufacturer. Upgrading to new PLC's and related equipment will ensure the continued operation of SCADA.

2016

110


2014 450,000 500,000

2015 150,000 150,000 1,500,000 500,000

2016 500,000 400,000 1,200,000

2017 100,000 1,250,000 125,000 250,000 250,000 350,000 250,000 150,000

2013 2014 2015 2016 2017

Contribution from Operating 1,410,680$ 1,360,560$ 1,985,560$

Contribution from Operating 10,560 149,880

500,000

575,000 439,440 739,440 739,440 739,440




Line 13 (SR 20 to Yonge St - 3.1km) - Town Forces Sideroad 10 (Reagens to Line 8)Line 13 (SR 10 to W. Town Limit -7.6km) - Tendered ContractLine 5 (CR 27 to Town Limit -1.2km) - Town Forces

Catania Ave (Maplegrove to Simcoe)Back St. (Bingham to William)Porter (Nelson to Colborne)Scanlon Ave (Barrie to Nelson)

Thornton Ave - Reconstruction, CA & Inspection

Frederick, Moore & Joseph - ReconstructionSideroad 20 - (Line 12 to Town Limit) 2.0kmSideroad 5 (Canal Rd to Line 4) 1.85km

Frederick, Moore & Joseph - Design (complete reconstruction)4th Line(CR27 to SR5) & 5th Line (CR27 to SR5) - reconstruction 6km

Line 10 (Yonge St to 1000m east), Line 6 (SR10 to 120m east), Line 7 (CR27 to Line 9 - (SR 10 to Cty Rd 27) 6.0km - Prep by Town Forces

Scanlon (Colborne to End), Buce (Townsend to End), Rebecca (Queen to David), Back St (Bingham to End)

Scanlon (Colborne to End), Buce (Townsend to End), Rebecca (Queen to David), Back St (Bingham to End)

Other Gas Tax


Water Reserves

Wastewater Reserves

Other Reserves

Special Capital Levy

Tax Levy

Debenture Debt

$2,100,000 $2,725,000


Funding Sources

Estimated Costs2013 2014 2015 2016 2017

$575,000 $950,000 $2,300,000


2013 to 2017

Project Name Road Replacement Program


Infrastructure replacement in the Town includes replacement and/or rehabilitation of existing pavement and asphalt on roads in the Town, as well as storm sewer, and also curbs and sidewalks as needed. Replacement of watermain and sewermain are budgeted in a seperate section (see page XXX). The project list is based on the current Road needs study that was prepared by CC Tatham in 2012 or is based on the condition of the underground infrastructure.

111


2013 2014 2015 2016 2017

715,000 - - - -

1,720,000 600,000 750,000 600,000 600,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund

$1,350,000 $1,350,000


Funding Sources

Timeline will follow Roads Replacement Program Schedule for Urban area roads consisting of Sanitary Sewers and all roads consisting of watermains.

Estimated Costs2013 2014 2015 2016 2017

$2,435,000 $1,350,000 $1,926,000


2013 to 2017

Project Name Underground Infrastructure Replacement


Repairs and replacement of existing infrastructure in conjunction with forecasted road reconstruction projects. The replacement of watermains and sewermains will take place in conjunction with the Roads Replacement Program. The sewers will be assessed and replaced if and as needed during the Roads Replacement Program Schedule.( See Roads Replacement Program Schedule for decription and Rationale)

112


650,000

2014 1,400,000 300,000

2015 150,000

2016 150,000 150,000 200,000

2013 2014 2015 2016 2017

Contribution from Operating 470,220$ 940,450$ 500,000$

Contribution from Operating 165,340 334,550 25,000

125,000 125,000

164,440 300,000




5th Line at 5SR - replacementNewton Robinson Bridge - replacement

6th Line Bridge - replacement5th Line (at Canal Rd) & 5th Sideroad bridges - construction

Culvert Rehabilitation

Line 8 bridge RehabCulvert RehabilitationEast Scanlon Bridge Rehabilitation

Other Gas Tax


Water Reserves

Wastewater Reserves

Other Reserves

2016

Capital Expenditures Reserve

Special Capital Levy

Tax Levy

DC Reserve Fund

$500,000


$0


Funding Sources


This program includes Bridge rehabilitations or replacements needed based on Bridge Inspections performed in BWG

2017

$800,000 $1,700,000 $150,000


2013 to 2017

Project Name Bridges & Culverts Replacement Program

113

Estimated Project Timeline20132015

2013 2014 2015 2016 2017

$60,000 $35,000

60,000 $315,000

75,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund Roads & Protection Dev. Charges Res. Funds


Funding Sources

A Leak detection study will help determine any "unaccounted for" water in the distribution system. The cost for this type of study is paid for quickly by locating and repairing leaks in the system.

Estimated Costs2013 2014 2015 2016 2017

$120,000 $425,000

Stormsewer Management Master PlanTransportation Master PlanMaster Servicing Study Update & ConsolidationLeak detection study


2013 to 2017

Project Name Master Plans


114

Estimated Project Timeline2013 $ 20,000 2015 $401,500

250,000 150,000 10,000 225,000

2014 3,180,000 2016 75,000

150,000 35,000

2013 2014 2015 2016 2017

$10,000

20,000 3,180,000 401,500

185,000 375,000 75,000

250,000





Wastewater Reserves

Other Reserves M.A.S.R.F.

Other

Estimated Costs2013 2014

Debenture Debt

DC Reserve Fund

Water Reserves


Funding Sources


2015 2016 2017

$280,000 $3,365,000 $776,500 $75,000 $0


2013 to 2017

Project Name Facilities


Well decommissioning - The Simcoe, Bingham, Soda Pop, Hambly, and Doane wells are planned to be taken completely out of service and demolished. A certified well technician will be hired to decommission these wells as per the MOE Reg 903 Standards and a contractor hired to demolish the associated buildings. Repairs at Church Well 2 ($75,000) - The well is on a 5-6 year maintnenace schedule whereby the well pumps are removed for inspection and repairs are made as required. A video is also taken of the inside casing of the well to ensure it is in proper condition. Currently there is no back up power at the Church wells, therefore $150,000 has been budgeted to install a back up generator at the site. Church well 1 rehabiltation - The well is on a 5-6 year maintnenace schedule whereby the well pumps are removed for inspection and repairs are made as required. A video is also taken of the inside casing of the well to ensure it is in proper condition. Carbon filters replacement @ Alcona Water Treatment - Innisfil has determined the Water Treatment Plant filters will need replacing in 2014 and BWG will be required to pay 50% of the cost as per the BWG/Innisfil water use agreement. The bottom rungs of the Standpipe are painted blue and have faded with time. There are also a large number of paint chips caused from rocks that will have to be painted to avoid further corrosion and breakthrough.

Standpipe Painting (Appi Sikkema) - Repairs

Salt Shed & Sand/Salt StorageWell Decommissioning Repairs @ Church Well 2Church Well 1 - Well Pump rehabilitation

Leasehold improvementsOPS Centre Feasibility Study

Security improvements (fencing) - Church Well

Carbone filters replacement @ Alcona Water Treatment

New Operation Centre

115


2013 2014 2015 2016 2017

4,000,000

1,000,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund

$5,000,000


Funding Sources

Estimated Costs2013 2014 2015 2016 2017


2013 to 2017

Project Name Waste Water Treatment Plant Retrofit


116


2013 2014 2015 2016 2017

$5,000 $5,000 $5,000 $5,000 $5,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund

$5,000 $5,000


Funding Sources

Install a few hydrants every year to provide fire hydrant coverage per Town Standard. It is an ongoing program with the Fire Department to provide Fire Hydrant coverage in the Urban area as per current Town Standards. This will take many years to accomplish.

Estimated Costs2013 2014 2015 2016 2017

$5,000 $5,000 $5,000


2013 to 2017

Project Name Fire Hydrant Replacement Program


Within the Town defined urban area where water mains exist, there are areas with insufficient fire hydrant coverage as per current Town standard of 120 meters in residential areas and 90 meters in Industrial / Commercial areas.

117


2013 2014 2015 2016 2017

$60,000




Other


Water Reserves

Wastewater Reserves

Other Reserves


Debenture Debt

DC Reserve Fund


Funding Sources

Estimated Costs2013 2014 2015 2016 2017

$60,000


2013 to 2017

Project Name New valve chambers & PRVs (x4)


When Zone 2 is extended further south into the BMA development area, Pressure Reducing valves(PRV’s) in chambers will be required to regulate the pressure differences between Zone 1 and Zone 2.

118


2013 2014 2015 2016 2017

2,500,000





2013 to 2017

Project Name Stand By Well


Currently the Town does not have standby well capabilities as recommended by the Ministry of the Environment. We have been able to augment the supply from Innisfil, however with restricted amounts, and with the growth of BWG the supply from Innisfil will not be available to satisfy the MOE conditions, therefore an auxillary well would be required.

Estimated Costs2013 2014 2015 2016 2017

$2,500,000


Funding Sources


Debenture Debt

DC Reserve Fund

Water Reserves

Wastewater Reserves

Other Reserves

Other


119


2013 2014 2015 2016 2017

1,789,000 744,830 109,870

$49,869,970 $100,592,280 $71,842,920 $34,540,620 $20,930





2013 to 2017

Project Name Growth related projects


Projects required to service approved growth in Bradford including servicing of highway 400 lands.

As per current Development Charges Study prepared by Watson & Associates on September 12, 2012

Estimated Costs2013 2014 2015 2016 2017

$51,658,970 $100,592,280 $71,842,920 $35,285,450 $130,800


Funding Sources


Debenture Debt

DC Reserve Fund

Water Reserves

Wastewater Reserves

Other Reserves

Other Early Payment Agreement


120

APPENDIX 1

Variance2011 2011 2012 2012 2013 2013 Budget 2014 2015 2016 2017

Budget Actual Budget Actual Budget / 2012 Budget Budget Budget Budget Budget(unaudited) $

TOWN ADMINISTRATION:

Council 309,280 257,222 316,690 249,681 320,640 3,950 325,010 329,420 333,940 338,570 Elections 60,000 63,009 60,000 56,351 61,500 1,500 61,500 65,000 65,000 66,500 Town Manager's Office 360,930 352,449 368,890 314,885 404,790 35,900 384,070 391,630 398,880 406,010 Economic Development 272,580 296,061 267,650 212,294 295,200 27,550 288,990 357,470 368,140 378,340 Corporate Contingency - General (538,500) (512,944) (538,500) (487,122) (633,630) (95,130) (622,420) (637,920) (639,770) (549,100) Clerk's Department 891,310 686,737 855,550 754,015 871,100 15,550 976,290 1,020,870 1,001,660 1,003,720 Human Resources 576,090 493,430 541,030 483,967 566,050 25,020 663,060 683,400 688,270 705,700 Finance - Revenue & Budget/ Financial Accounting 329,620 339,568 467,710 456,640 464,180 (3,530) 558,350 1,080,900 1,988,400 798,750 Information Technology 324,470 324,470 328,690 374,932 401,480 72,790 516,040 568,150 599,520 605,840

Net Cost (Contribution) 2,585,780 2,300,002 2,667,710 2,415,642 2,751,310 83,600 3,150,890 3,858,920 4,804,040 3,754,330

GENERAL LEVY PROTECTION TO PERSONS & PROPERTY:

Fire & Emergency Services 2,130,650 2,134,006 2,384,100 2,095,381 2,471,770 87,670 2,757,970 3,014,910 3,266,510 5,288,280 Fire Fleet 334,020 354,515 359,020 339,925 364,020 5,000 364,020 364,020 364,020 364,020 Fire Headquarters - 75 Melbourne Dr 44,570 38,040 63,250 40,031 81,750 18,500 63,250 63,250 63,250 63,250 Emergency Plan 11,590 4,209 12,090 5,520 17,590 5,500 17,590 17,590 17,590 17,590 Conservation Authorities 195,570 215,191 205,200 207,175 216,360 11,160 222,360 228,360 234,360 238,360 Building Department - - - (330,658) - - - - - - By-law Enforcement (168,980) (121,832) (153,630) 48,412 59,720 213,350 127,760 146,360 118,410 130,360 Crossing Guards 114,270 82,719 116,500 78,890 93,470 (23,030) 127,240 130,310 128,860 131,500 Animal Control 108,500 126,985 147,000 101,972 141,000 (6,000) 145,000 145,000 150,000 155,000 Livestock Valuation and Loss 2,950 95 2,950 2,242 1,950 (1,000) 2,950 2,950 2,950 2,950 Property Standards Committee 5,000 - 5,000 - 5,000 - 5,000 5,000 5,000 5,000


TRANSPORTATION:

Roads Maintenance Bridges & Culverts 37,670 22,961 37,970 15,073 37,410 (560) 37,460 37,490 38,010 38,530 Paved Road Maintenance 247,420 177,061 114,690 169,625 336,460 221,770 341,630 346,940 357,500 367,910 Unpaved Road Maintenance 353,470 344,285 516,150 364,542 358,530 (157,620) 365,430 372,460 380,380 388,410 Traffic Operations & Roadside 279,720 356,343 284,350 242,590 353,920 69,570 364,460 375,320 384,880 393,690 Urban Storm Sewer - - - 28,822 4,920 4,920 2,860 2,870 2,990 3,100 Rural Storm Sewer 45,100 68,420 48,850 41,706 48,060 (790) 17,910 18,670 19,040 19,350 Winter Maintenance 589,450 324,571 592,550 226,149 380,380 (212,170) 48,450 48,850 50,520 52,210 Winter Maintenance - Sidewalk & Parking - - - 17,907 75,000 75,000 374,600 382,080 389,730 397,531 Parking Lots 12,840 24,259 12,680 14,054 24,680 12,000 24,740 24,810 25,830 26,850 Street Lights 272,080 373,154 272,080 378,354 367,260 95,180 392,100 404,180 414,590 424,110 GO Transit Parking 2,250 2,841 2,140 993 2,850 710 75,900 77,420 78,970 80,550

1,840,000 1,693,895 1,881,460 1,499,814 1,989,470 108,010 2,045,539 2,091,090 2,142,440 2,192,240

Public Works Administration 1,783,010 1,843,737 1,712,870 1,784,601 1,944,640 231,770 2,279,380 1,921,230 1,830,280 1,800,970 Public Works Fleet 776,740 820,180 772,860 777,936 837,700 64,840 896,570 979,380 1,190,830 1,501,980 Engineering 201,400 200,697 168,230 895,789 286,230 118,000 230,820 236,020 257,400 260,870 Development Engineering - - - (537,659) - - - - - - Public Transit - - 100,000 36,901 200,000 100,000 365,000 400,000 400,000 400,000 Roadside Waste Collection (270) 28,592 11,250 592,206 26,470 15,220 34,700 37,440 40,950 44,110


Town of Bradford West Gwillimbury2013 Draft Tax Levy Budget by Program/Activity

121

APPENDIX 1

Variance2011 2011 2012 2012 2013 2013 Budget 2014 2015 2016 2017

Budget Actual Budget Actual Budget / 2012 Budget Budget Budget Budget Budget(unaudited) $

Town of Bradford West Gwillimbury2013 Draft Tax Levy Budget by Program/Activity

LEISURE SERVICES:

Leisure Services Administration 799,640 758,841 852,020 740,601 869,130 17,110 892,680 913,170 932,030 950,720 Community Programs & Events 273,950 249,921 322,970 227,063 312,570 (10,400) 320,130 324,830 329,160 333,440 Leisure Centre 580,640 346,508 920,090 777,780 906,020 (14,070) 970,310 1,025,410 1,074,899 1,127,770 Parks, Property & Cemeteries 1,445,350 1,364,652 1,273,270 1,017,882 1,496,410 223,140 1,980,750 2,427,450 3,050,550 3,878,100 Leisure Facilities (60,640) 58,579 168,980 153,246 143,830 (25,150) 147,330 151,040 154,520 158,010 Fleet 7,670 743 - 149,637 - - - - - -


LIBRARY:

Library Administration and Operations 1,418,000 1,212,616 1,429,310 1,338,975 1,567,040 137,730 1,674,970 1,818,240 2,019,250 2,181,850 Public Library Board 25,730 19,788 22,980 1,764 9,490 (13,490) 11,500 11,550 11,550 11,560 Library Building 330,540 225,615 388,440 259,471 320,440 (68,000) 320,440 320,440 320,440 320,440


PLANNING AND DEVELOPMENT:

Committee of Adjustment 25,180 (25,727) 23,890 16,706 25,420 1,530 36,840 39,290 30,310 31,420 Planning 339,920 304,091 573,010 320,416 635,700 62,690 731,000 834,950 948,340 1,067,340 Heritage Committee 5,000 205 5,000 270 25,000 20,000 25,000 25,000 25,000 25,000

Net Cost (Contribution) 370,100 278,569 601,900 337,392 686,120 84,220 792,840 899,240 1,003,650 1,123,760

MUNICIPAL DRAINS:

Holland Marsh Drainage Superintendent 9,890 48,066 9,890 - 9,890 - 9,890 9,890 9,890 9,890 Holland Marsh Drainage Board 105,000 121,223 105,000 214,834 112,500 7,500 112,500 112,500 112,500 112,500 Municipal Drains - 6,657 - - - - - - - - Tile Drainage and Shoreline Assistance - (225) - (0) - - - - - -

Net Cost (Contribution) 114,890 175,721 114,890 214,834 122,390 7,500 122,390 122,390 122,390 122,390

CORPORATE EXPENDITURES:

Grants - (25,000) - (25,000) - - - - - - Legal / Consulting / OMB Fees 250,000 295,820 250,000 120,151 198,000 (52,000) 250,000 250,000 250,000 250,000

Net Cost (Contribution) 250,000 270,820 250,000 95,151 198,000 (52,000) 250,000 250,000 250,000 250,000

GENERAL LEVY REVENUES:

Taxation Revenue (15,288,170) (15,289,925) (16,580,810) (15,289,925) (17,904,990) (1,324,180) (20,104,480) (21,690,690) (24,070,430) (26,593,950) Supplementary Taxation - (875,581) - (850,159) - - - - - - Taxes Written Off - 86,905 - 134,059 - - - - - - Payments in Lieu of Taxes (169,500) (177,003) (169,500) (150,505) (169,500) - (169,500) (169,500) (169,500) (169,500) Provincial Supplementary Assistance (63,000) (45,400) (50,400) (29,550) (45,400) 5,000 (45,400) (45,400) (45,400) (45,400) (Surplus) / Deficit - - - - - - - - - - Other - - - - - - - - - -

Net Cost (Contribution) (15,520,670) (16,301,005) (16,800,710) (16,186,079) (18,119,890) (1,319,180) (20,319,380) (21,905,590) (24,285,330) (26,808,850)

ADDITIONAL REVENUE REQUIRED 0 (1,617,600) 0 (818,162) 0 (0) - - - -

122

APPENDIX 2

Town of Bradford West Gwillimbury2013 Draft Rate Supported Budget - Water - by Program/Activity

Variance2012 2012 2013 2013 Budget 2014 2015 2016 2017

Budget Actual Budget / 2012 Budget Budget Budget Budget BudgetDRAFT $ DRAFT DRAFT DRAFT DRAFT

WATER DIVISION:

WATER EXPENDITURES:Water Administration 2,509,190 1,480,478 2,735,800 226,610 2,879,595 3,113,245 3,283,875 3,756,815 Water Treatment 1,569,890 1,844,293 1,666,730 96,840 1,782,220 1,893,560 2,002,210 2,017,670 Water Distribution 501,480 378,383 530,020 28,540 556,560 563,060 556,520 582,950 Fleet 110,380 107,041 131,240 20,860 132,580 132,910 132,580 133,910 Hydrants - 0 59,480 59,480 62,690 63,480 62,690 65,880 Watershed Study & Management 152,000 160,038 167,000 15,000 170,000 173,000 175,000 178,000

Net Cost (Contribution) 4,842,940 3,970,233 5,290,270 447,330 5,583,645 5,939,255 6,212,875 6,735,225

WATER REVENUES:Administration cost recovered (29,450) (90,757) (76,500) (47,050) (76,500) (76,500) (76,500) (76,500) Water Contract Interests (1,000) (101,623) - 1,000 - - - - Connection Charges (83,000) (13,600) (20,000) 63,000 (20,000) (20,000) (20,000) (20,000) Water Billings (4,509,490) (3,792,619) (4,903,770) (394,280) (5,197,145) (5,552,755) (5,826,375) (6,348,725) Meter Sales (200,000) (153,474) (290,000) (90,000) (290,000) (290,000) (290,000) (290,000) Transfer from Reserves & Res. Funds (20,000) - - 20,000 - - - - Prior year surplus/deficit - (629,078) - - - - - -

Net Cost (Contribution) (4,842,940) (4,781,151) (5,290,270) (447,330) (5,583,645) (5,939,255) (6,212,875) (6,735,225)

ADDITIONAL REVENUE REQUIRED 0 (810,919) - (0) - - - -

Residential waste water rates:

Water Supply Charge-monthly 17.80 17.80 17.80 17.80 17.80 17.80 First 15 m3 1.17 1.23 1.30 1.40 1.46 1.61 15 to 30 m3 1.30 1.36 1.45 1.55 1.62 1.78 over 30 m3 1.49 1.56 1.66 1.78 1.86 2.05

Monthly total for 25 m3 48.31$ 49.78$ 51.80$ 54.33$ 55.92$ 59.76$ Impact on 25 m3 (%) 4.5% 3.0% 4.1% 4.9% 2.9% 6.9%

123

APPENDIX 3

Town of Bradford West Gwillimbury2013 Draft Rate Supported Budget - Waste Water - by Program/Activity

Variance2012 2012 2013 2013 Budget 2014 2015 2016 2017

Budget Actual Draft / 2012 Budget Draft Draft Draft Draft$

WASTE WATER DIVISION:

WASTE WATER EXPENDITURES:Waste Water Administration 2,765,790 2,612,845 2,935,870 170,080 3,757,830 4,038,740 4,561,530 4,179,470 Waste Water Treatment 1,201,840 918,071 1,243,960 42,120 881,490 897,490 898,490 1,382,670 Waste Water Collection 245,760 230,593 286,500 40,740 153,000 153,100 156,100 327,450 Fleet 118,030 67,924 117,860 (170) 113,300 113,300 113,300 118,970

Net Cost (Contribution) 4,331,420 3,829,432 4,584,190 252,770 4,905,620 5,202,630 5,729,420 6,008,560

WASTE WATER REVENUES:Prior year deficit/surplus - 223,973 - - - - - - Waste Water billings (4,072,420) (3,328,054) (4,552,690) (480,270) (4,874,120) (5,171,130) (5,697,920) (5,977,060) Miscellaneous (259,000) (615,561) (31,500) 227,500 (31,500) (31,500) (31,500) (31,500)

Net Cost (Contribution) (4,331,420) (3,719,642) (4,584,190) (252,770) (4,905,620) (5,202,630) (5,729,420) (6,008,560)

SURPLUS / DEFICIT (0) 109,790 - (0) - - - -

Residential waste water rates:

Wastewater Supply Charge-monthly 11.90 11.90 11.90 11.90 11.90 11.90 First 15 m3 1.02 1.11 1.19 1.27 1.38 1.42 15 to 30 m3 1.13 1.23 1.32 1.40 1.53 1.57 over 30 m3 1.30 1.41 1.51 1.61 1.75 1.79

Monthly total for 25 m3 38.57$ 40.83$ 43.03$ 44.94$ 47.92$ 48.80$ Impact on 25 m3 (%) 4.0% 5.9% 5.4% 4.5% 6.6% 1.8%

124

APPENDIX 4

Town of Bradford West Gwillimbury2013-2022 Capital PlanSummary of funding sources(in thousands)

Funding Source Total 2013 2014 2015 2016 2017

Tax Levy 3,893.0 338.8 1,031.1 1,477.4 549.2 496.5 User Fees (W & WW billings) 270.0 75.0 105.0 80.0 5.0 5.0 Debenture 21,250.0 - 1,250.0 10,875.0 9,125.0 - Grants 3,697.2 739.4 739.4 739.4 739.4 739.4 Special Capital Levy 6,768.4 470.2 940.5 1,410.7 1,860.6 2,086.5 Cost recovered 239,587.9 40,407.1 98,152.2 66,561.6 34,467.0 - Capital Expenditures Rerserve 934.0 150.0 164.0 283.0 78.0 259.0 Corporate Fleet Rerserve 4,920.8 641 886.3 1,662.5 865.0 866.3 IT Infrastructure Replacement Reserve 320.0 80 60.0 60.0 60.0 60.0 Water Development Charges R.F. 197.0 197.0 - - - - Sanitary Sewer Development Charges R.F. 20,813.2 9,056.9 2,440.0 5,316.3 - 4,000.0 Roads & Protection Development Charges R.F. 8,847.2 1,956 3,800.0 1,531.5 1,449.8 109.9 Municipal Development Charges R.F. 9,202.5 583 333.0 754.0 3,262.0 4,271.0 Water R.F. 7,096.0 1,059.0 786.0 1,341.0 775.0 3,135.0 W t t R F 6 198 5 1 785 0 785 0 1 093 5 785 0 1 750 0Wastewater R.F. 6,198.5 1,785.0 785.0 1,093.5 785.0 1,750.0 Municipal Asset Sale R.F. 375.0 375 - - - - Building R.F. 199.3 183 5.5 11.0 - -

Grand Total 334,570.0 58,095.5 111,478.0 93,196.9 54,021.0 17,778.6

125

APPENDIX 5

Town of Bradford West Gwillimbury Interest 3%

2013-2022 Capital planDevelopment Charge Reserves Funds Cash Flow Forecast(in thousands)

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Residential unit forecast 688 917 1,056 1,083 600 442 219 100 100 100 118 Non-Residential forecast (sq.ft) 250,000 250,000 250,000 250,000 250,000 420,000 420,000 420,000 420,000 420,000 420,000 Opening balance 816 855 1,198 1,626 2,064 2,513 3,244 3,992 4,497 5,278 6,077 Reserve Contributions/Cash Inflows 380 519 398 398 398 668 668 1,864 668 668 Issued DebenturesInterest Earned 20 21 30 41 52 63 81 100 112 132 Annual Debt Charges - - - - - - - - - - Contribution to OperatingC ib i C i l (361) (197) (1 459)

Water DC

Contribution to Capital (361) (197) - - - - - (1,459) - - Closing Balance 855 1,198 1,626 2,064 2,513 3,244 3,992 4,497 5,278 6,077 6,077 Opening balance 0 679 1,088 1,901 2,247 3,088 484 1,657 2,407 3,176 3,964 Reserve Contributions/Cash Inflows 1,601 9,449 3,225 5,615 785 1,319 2,929 1,319 1,319 1,319 Issued Debentures 7,000 Interest Earned 0 17 27 48 56 77 12 41 60 79 Annual Debt Charges - - - - - - - (610) (610) (610) Contribution to OperatingContribution to Capital (923) (9,057) (2,440) (5,316) - (4,000) (8,768) - - - Closing Balance 679 1,088 1,901 2,247 3,088 484 1,657 2,407 3,176 3,964 3,964 Opening balance 1,355 4,141 2,704 2,589 1,847 1,188 1,468 (603) (445) (378) (488) Reserve Contributions/Cash Inflows 3,594 1,320 1,524 1,895 1,917 1,535 1,410 1,234 1,140 1,140 Issued Debentures 3,000 Interest Earned 34 104 68 65 46 30 37 (15) (11) (9)

Sewer DC

Roads & Interest Earned 34 104 68 65 46 30 37 (15) (11) (9) Annual Debt Charges (799) (799) (799) (1,061) (1,061) (1,061) (1,061) (1,061) (1,061) (1,061) Contribution to Operating (105) (107) (109) (111) (114) Contribution to Capital (43) (1,956) (3,800) (1,532) (1,450) (110) (2,457) - - (180) Closing Balance 4,141 2,704 2,589 1,847 1,188 1,468 (603) (445) (378) (488) (488) Opening balance (11,393) 2,586 5,527 9,385 13,122 11,392 7,966 7,685 6,874 6,025 5,334 Reserve Contributions/Cash Inflows 3,416 4,026 4,636 4,754 2,634 1,940 961 439 439 439 Issued Debentures 13,000 Interest Earned (285) 65 138 235 328 285 199 192 172 151 Annual Debt Charges (86) (517) (508) (498) (1,280) (1,280) (1,280) (1,280) (1,280) (1,280) Contribution to Operating (10) (50) (75) (150) (100) Contribution to Capital (2,057) (583) (333) (754) (3,262) (4,271) (162) (162) (180) - Closing Balance 2,586 5,527 9,385 13,122 11,392 7,966 7,685 6,874 6,025 5,334 5,334 Opening balance 681 498 510 523 536 549 563 577 591 606 621 R C t ib ti /C h I fl

Roads & Protection DC

Municipal DC

Reserve Contributions/Cash InflowsInterest Earned 17 12 13 13 13 14 14 14 15 15 Annual Debt ChargesContribution to OperatingContribution to Capital (200) - - - - - - - - - Closing Balance 498 510 523 536 549 563 577 591 606 621 621

Cash-In-Lieu of Parkland

126

APPENDIX 5

Town of Bradford West Gwillimbury2013-2022 Capital PlanDiscretionary & Town Reserves Cash Flow Forecast(in thousands)

2012 2013 2014 2015 2016 2017Opening balance 2,934 2,398 2,600 471 252 238 Reserve Contributions/Cash Inflows 102 352 164 64 64 64 Contribution to Operating (2,129) Contribution to Capital (637) (150) (164) (283) (78) (259) Closing Balance 2,398 2,600 471 252 238 43 Opening balance 1,657 545 605 481 (339) (157) Reserve Contributions/Cash Inflows 701 701 763 843 1,047 1,347

Capital Expenditures

Contribution to OperatingContribution to Capital (1,813) (641) (886) (1,663) (865) (866) Closing Balance 545 605 481 (339) (157) 324 Opening balance 196 76 (4) 11 76 166 Reserve Contributions/Cash Inflows 50 75 125 150 150 150 Contribution to Operating (100) (75) (50) (25) - Contribution to Capital (70) (80) (60) (60) (60) (60) Closing Balance 76 (4) 11 76 166 256 Opening balance 1,235 1,235 1,235 1,235 1,235 1,235 Reserve Contributions/Cash InflowsContribution to OperatingContribution to Capital - - - - - - Closing Balance 1,235 1,235 1,235 1,235 1,235 1,235 Opening balance 539 589 640 690 740 791

Corporate Fleet

IT Evergreen

Other Town Reserves

Opening balance 539 589 640 690 740 791 Reserve Contributions/Cash Inflows 50 50 50 50 50 50 Interest Earned 0 0 0 0 0 0 Contribution to OperatingContribution to Capital - - - - - - Closing Balance 589 640 690 740 791 841 Opening balance 2,445 812 438 438 438 439 Reserve Contributions/Cash InflowsInterest Earned 1 0 0 0 0 0 Contribution to OperatingContribution to Capital (1,634) (375) - - - - Closing Balance 812 438 438 438 439 439

Facilities

Municipal Asset Sale

127

APPENDIX 5

Town of Bradford West Gwillimbury2013-2022 Capital PlanDiscretionary & Town Reserves Cash Flow Forecast(in thousands)

2012 2013 2014 2015 2016 2017Opening balance 4,076 4,308 4,247 4,124 4,235 4,357 Reserve Contributions/Cash Inflows 237 120 120 120 120 120 Interest Earned 2 2 2 2 2 2 Contribution to Operating (240) Contribution to Capital (7) (183) (6) (11) - - Closing Balance 4,308 4,247 4,124 4,235 4,357 4,480 Opening balance 1,866 2,565 1,935 3,016 3,410 5,503

Other Discretionary R.F.

Reserve Contributions/Cash Inflows 2,212 2,212 2,500 2,825 3,650 4,350 Interest Earned 2 2 2 3 4 5 Contribution to Operating - - - - - - Contribution to Capital (1,515) (2,844) (1,421) (2,435) (1,560) (4,885) Closing Balance 2,565 1,935 3,016 3,410 5,503 4,973 Opening balance 2,959 4,050 5,353 6,631 8,285 10,341 Reserve Contributions/Cash Inflows 1,159 1,300 1,425 1,650 2,050 1,052 Interest Earned 2 3 3 4 5 6 Contribution to OperatingContribution to Capital (70) - (150) - - - Closing Balance 4,050 5,353 6,631 8,285 10,341 11,398

Innisfil Water Supply

Rate Base Res. Funds

128

APPENDIX 6

Town of Bradford West Gwillimbury2012-2021 Capital PlanDebt Repayment Forecast(in thousands)

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021Existing Debt Charges:Water 114 114 114 114 114 114 114 114 114 114 114

Waste Water 242 244 245 241 242 138 126 126 126 126 126

Tax Levy 598 876 876 876 588 588 588 588 588 588 588

Development Charges 563 1,677 1,677 1,677 1,677 1,677 1,677 1,677 1,677 1,677 1,677

Total existing debt 1,517 2,911 2,912 2,908 2,621 2,517 2,504 2,504 2,504 2,504 2,504

New Debt Issued - Tax - 1,144 500 9,125 1,250 10,875 - - - - -

New Debt Issued - DC - 13,700 - 3,000 - - - 7,000 - - -

New Debt Charges:Water - - - - - - - - - - -

Waste Water - - - - - - - - - - -

Tax Levy - - 72 143 252 1,200 1,996 1,996 1,996 1,996 1,996

Development Charges - - 431 422 674 1,456 1,456 1,456 2,066 2,066 2,066

Total new debt - - 503 566 926 2,656 3,452 3,452 4,062 4,062 4,062

Total Debt Charges 1,517 2,911 3,415 3,474 3,547 5,173 5,956 5,956 6,567 6,567 6,567

Est Net Revenue Fund revenues 39 111 41 905 43 162 44 457 45 791 47 164 48 579 50 037 51 538 53 084 54 677Est. Net Revenue Fund revenues 39,111 41,905 43,162 44,457 45,791 47,164 48,579 50,037 51,538 53,084 54,677

Debt charges expressed as a % of net revenue fund revenues

3.9% 6.9% 7.9% 7.8% 7.7% 11.0% 12.3% 11.9% 12.7% 12.4% 12.0%

129

operating budget binder title page

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