2016 Approved Operating Budget

TOWN OF GRAVENHURST 2016 Operating Budget

CONTENTS Overview Council Services CAO & Human Resources Legislative Services Corporate Services (Finance) Corporate Administration Development Services Economic Development Fire & Emergency Services Gravenhurst Business Improvement Area Gravenhurst Public Library Board Infrastructure Services Recreation, Arts & Culture Services (RAC) Reserve, Reserve Funds & Endowments

TOWN OF GRAVENHURST OVERVIEW 2016 Operating Budget

TOWN OF GRAVENHURST 2016 Approved Net Operating Budget NET BUDGET BY DEPARTMENT

Council CAO & Human Resources Legislative Services (Clerks) Corporate Services (Finance) Corporate Administration* Development Services Econ. Dev. & Communications Fire & Emergency Services Gravenhurst B.I.A. Gravenhurst Public Library Board Infrastructure Services Recreation, Arts & Culture

Town of Gravenhurst

2014 Actuals

2015 YTD Actuals

2016 Budget

% Change from

2015 Budget

2015 Budget

231,720

236,357

245,750

253,650

7,900

3.2%

479,359

562,760

581,120

611,730

30,610

5.3%

314,712

314,854

309,817

323,470

13,653

4.4%

494,922

490,271

506,823

526,100

19,277

3.8%

(341,302)

166,096

163,972

801,262

637,290

388.7%

842,796

745,158

837,316

869,366

32,050

3.8%

411,414

390,341

397,368

452,002

54,634

13.7%

862,973

905,043

971,253

985,107

13,854

1.4%

46,912

44,634

48,576

48,576

491,323

491,959

514,259

536,450

22,191

4.3%

6,952,431

6,725,091

6,847,427

6,972,867

125,440

1.8%

1,006,661

1,048,273

1,050,708

1,058,269

7,561

0.7%

11,793,921

12,120,837

12,474,389

13,438,849

964,460

7.7%

* 2014 Actuals adjusted to include $452,500 for capital levy.

Updated March 2, 2016

2015 Budget

$ Change from

0.0%

COUNCIL SERVICES 2016 Operating Budget

Council Services - 2016 Budget RECOMMENDED 2016 BUDGET $253,650 which is an increase of $7,900 or a 3.2% increase from 2015.

3%

6%

Council Costs Community Support Professional Development 91%

Council Services • • • • •

Represent the public and consider the well-being and interests of the entire municipality; Establish policies and procedures that define the strategic priorities and municipal services and programs; Evaluate and determine the programs and services provided by the municipality; Conduct its activities in a professional manner while ensuring accountability and transparency; Maintain the financial integrity of the municipality.

Updated March 2, 2016

1

Council Services - 2016 Budget PERFORMANCE INDICATORS

•

Council meetings

•

Planning council meetings

•

Budget meetings

•

Special meetings

•

New business openings attended/represented

•

Special occasion plaques/certificates*

2014

2015

Projected for 2016

11

12

12

11

11

12

3

9

6

4

5

4

10

12

15

11

43

45

*certificates were added to the Performance Indicator in 2015

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Community Support: Decrease of $5,000 • Public Relations increased by $1,000 but offset by the removal of a one year grant of $6,000 for the Severn Bridge Community Hall approved in 2015.  Council amendment to add grant of $6,000 for Severn Bridge Community Hall Council Amendment to the Budget – March 2, 2016 • Council Resolution #38 to increase budget by $6,000 to support Severn Bridge Community Hall, and to keep this budget at $6,000 annually.

Updated March 2, 2016

2

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Council

Expenditures Staff Costs Community Support Professional Development Contracted Services Communications Materials & Supplies

Total Expenditures

212,118 7,483 8,485 1,091 2,181 362 231,720

213,062 12,779 10,340 796 1,125 355 238,457

Revenue Transfers From Reserves

(2,100) (2,100)

Total Revenue Total Council

Updated March 2, 2016

231,720

236,357

3

220,000 13,000 12,500 1,000 850 500 247,850

221,200 14,000 15,500 1,000 1,450 500 253,650

(2,100) (2,100)

245,750

1,200 1,000 3,000 600 5,800

2,100 2,100

253,650

7,900

2.3

(100.0)

3.2

CAO & HUMAN RESOURCE SERVICES 2016 Operating Budget

CAO & Human Resource Services - 2016 Budget RECOMMENDED 2016 BUDGET $611,730 which is an increase of $30,610 or 5.3% increase from 2015.

30%

CAO HR 70%

CAO •

Human Resource Services

Exercises general control and management of the affairs of the Town Provides direction to Town employees and administrative support to Mayor and Council Directs the development and implementation of Corporate policies and programs

•

Administers Recruitment/Staffing

•

Conducts Labour and Employee Relations activities

•

•

Ensures Council receives administrative support, reports and information required for decision making

•

Administers total Compensation and Benefits, including Job Evaluation, Reward and Recognition Programs Champions Health, Safety & Wellness, manages disability claims and early & safe return to work programs

•

Assists Council in the development of Corporate initiatives for the Town

•

•

Liaises with local boards, commissions, agencies, other municipalities, the Provincial and Federal governments

•

•

•

1

Conducts Organizational Development Planning, Develops Personnel Policies and Facilitates Training Provides advice/counsel to departments/managers on human resources matters

CAO & Human Resource Services - 2016 Budget 2015 ACCOMPLISHMENTS • Undertook a comprehensive Community Strategic Plan • Development of a multi-year budgeting process • Completed a comprehensive review and evaluation of outstanding position descriptions • Successful annual recruitment program, including key positions such as Chief Administrative Officer, Manager of Revenue and Taxation, Manager of By-Law Services, Theatre Operations Supervisor, Human Resources/Health & Safety Coordinator, and others • Achieved and exceed Corporate Health and Safety compliance by completing legislated training and coordinating other employee Health, Safety and Wellness programs; developing and implementing modified return to work programs • Facilitated Corporate training initiatives, in areas including Leadership, Customer Service, Computer Software, Municipal Finance, Performance Management, Financial Wellness, Social Media, Accessibility, Employee Orientation and Retirement Planning • Conducted 3 workplace investigations and completed 2 legal files • Developed and implemented policies with respect to Police Background Checks and Performance Management; • Expanded upon events related to employee recognition, employee engagement and customer service excellence DEFERRED 2015 INITIATIVES • •

Development of meaningful performance indicators for all aspects of Town’s operations Corporate Compensation Review for Management, Non-Union, and Unionized staff

KEY INITIATIVES FOR 2016 • • • • • • • • • •

Develop a program to train staff and to monitor progress on identified strategic initiatives Provide mentorship, direction and support to ensure staff function as a team Prepare for and participate in 2016 Collective Bargaining Conduct a Corporate Compensation Review for Management, Non-Union and Unionized staff Facilitate Corporate Training initiatives for employee professional development Maintenance and enhancement of Health, Safety and Wellness Programs, and as required by legislation (on-going) Human Resources Policy Review (ongoing) and as required by legislation Undertake annual recruitment program Administer and monitor the new Performance Management Program and conduct an analysis/review in the 4th quarter Conduct appropriate board development activities with Council aligned with its’ agenda

2

CAO & Human Resource Services - 2016 Budget These initiatives meet Objective 5A: Exceptional Municipal Customer Service and 5B: Exceptional Municipal Management & Operational Excellence in the Town of Gravenhurst Strategic Plan (2015-2020).

PERFORMANCE INDICATORS

•

Recruitments

•

Corporate training/development – percentage trained (customer service and leadership training)

• • •

Staff trained for health and safety legislative compliance WSIB/disability claims management – HR time allocation Legal files – HR time allocation

2014

2015

Projected for 2016

37

33

35

75%

90%

100%

100%

100%

100%

12%

10%

10%

30%

20%

20%

STAFFING CHANGES IN 2016 BUDGET Staff Full Time Part Time

2015 FTE 3 0

2016 FTE 3 .33

Change .33

Comment

Proposed HR Student

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Staff Costs: Increase of $157,542 • Reflects salary budget for new CAO starting May 1st • Offset by savings in contracted services and consultant fees Contracted Services: Decrease of $11,402 • Reduction of contracted service costs for health and safety • Offset by cost of proposed HR/H&S student Consultant Services: Decrease of $114,000 • Reduction of professional service costs for current CAO offset by cost of new CAO recruitment and new initiative linked to strategic plan (HRM Plan)

3

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

CAO & Human Resources

Expenditures Staff Costs Community Support Professional Development Contracted Services Consultant Services Legal Services Communications Equipment Materials & Supplies

Total Expenditures Revenue Grants

Total Revenue Total CAO & Human Resources

191,535 2,500 17,115 8,067 217,670 30,990 11,010 2,028 694 481,609

(2,250) (2,250)

479,359

320,992 4,110 14,787 9,627 183,860 20,317 9,981 672 564,346

368,613 4,300 21,100 11,402 144,500 20,000 9,905 500 800 581,120

526,155 3,000 21,100

581,120

611,730

30,500 20,000 9,875 300 800 611,730

157,542 (1,300) (11,402) (114,000) (30) (200) 30,610

5.3

30,610

5.3

(1,586) (1,586)

562,760

4

LEGISLATIVE SERVICES 2016 Operating Budget

LEGISLATIVE SERVICES - 2016 Budget RECOMMENDED 2016 BUDGET $323,470 which is an increase of $13,653 or 4.4% increase from 2015

Customer Service 53% 47%

Customer Service •

•

• •

•

Governance

Governance

Reception (greeting public, direction calls and walk in traffic, responding to general inquiries of the public – telephone and email) Administer the business & lottery licensing programs in accordance with provincial legislation and municipal bylaws and complete required reporting Booking and hosting of civil marriage ceremonies

•

Preparation of Council and Committee agendas and minutes

•

Administer the vital statistics program (burial, marriage etc.) in accordance with provincial legislation and required reporting Information Requests including Freedom of Information process and general information (internal, external) Oversee and administer the accessibility program working with the Accessibility Advisory Committee and other departments to ensure compliance with the Accessibility for Ontarians with Disabilities Act Provide by-law and policy interpretation and guidance to all departments of the municipality ensuring compliance with provincial legislation

•

Administer the civic addressing program • working in cooperation with the District by responding to internal and external customers for the assignment of civic addresses in accordance with By-law No. 99-68 Administer the vital statistics program in • accordance with the Vital Statistics Act and the Marriage Act including issuing marriage licenses, coordinating civil marriage ceremonies and issuing burial permits 1

LEGISLATIVE SERVICES - 2016 Budget Customer Service •

Governance •

Commissioner of Oath (internal, external)

• •

Review and planning for upcoming municipal elections Maintain and ensure the security of corporate records (minutes, by-laws, resolutions, legal documents etc.)

Administer the municipal election in accordance with the Municipal Elections Act

2015 ACCOMPLISHMENTS •

Records Management Program: o Approval of new Retention By-law, Records Management Policy o 200 banker boxes of applicable records released for destruction o Conversion of corporate records to new TOMRMS program (ongoing) o Implemented the revised program to staff through corporate wide introduction training and development of the internal Records Working Group composed of staff from all departments o Participation with the Muskoka Records Consortium and released an RFP for an Electronic Records Document Management System (ERDMS)

•

Sub-Committee Review and Coordination: o Updated Procedures for Subcommittees By-law o Revised and obtained approval of eight Subcommittee Terms of References

•

Policies, Procedures, Programs & Legislative Reviews: o Agreements Protocol o Review and reporting regarding Bill 8 (Ombudsman) o Reported and reviewed the Municipal Elections Act and the Municipal Act

DEFERRED 2015 INITIATIVES •

Review and re-write of the Business Licensing By-law/program including taxi licenses, hawker peddler and refreshment vehicles

•

Multi-year review/audit of the following legislated policies: Procurement, Sale of Land, Accountability, Hiring of Employees, Public Notice and Delegation of Powers (Municipal Act, Sec. 270). Review of all corporate policies to ensure they are current and applicable, establishing procedures where required, and training other departments

2

LEGISLATIVE SERVICES - 2016 Budget KEY INITIATIVES FOR 2016 •

Records Management Program: o Continuation of Phase II and Phase III of the Records Management Program o Finalize two large document destructions (within Q1 and Q4) o Review of Active Directory and transfer to TOMRMS format including revised permissions o Additional records management policies and procedures o Overhaul of records storage locations o (Goal 5: Provide Better Municipal Service - Continuing to identify opportunities for operational efficiencies and effectiveness improvements)

•

Legislative Services Department o Review of department structure, roles and responsibilities to align with succession planning process o Revise job description(s), as appropriate and approval from required parties o (Goal 5: Provide Better Municipal Service - Continuing to identify opportunities for operational efficiencies and effectiveness improvements)

•

Policies, Procedures and Programs o Multi-year review/audit of legislative policies including Procedural By-law, Public Notice and Delegation of Powers policies o Special Events / Business Licensing o Review, assess and analyze Civil Marriage Program to ensure proper cost recovery o (Goal 5: Provide Better Municipal Service - Controlling costs and managing the Corporation responsibly, professionally and in a fiscally prudent manner)

•

Legislative Review o Ongoing review and analysis of changing legislation including as released by the Province

These initiatives meet Objective 5: Provide Better Municipal Service in the Town of Gravenhurst Strategic Plan (2015-2020).

3

LEGISLATIVE SERVICES - 2016 Budget PERFORMANCE INDICATORS

Governance • Meetings • Deputations • Reports Considered • Resolutions Passed • By-laws Passed

2014

2015

Projected for 2016

30 36 80 241 124

37 46 122 254 128

30 -

29 20 18 68 30 163

27 24 18 73 29 162

25 22 15 70 30 150

12 88

20 89

10 80

Licensing • • • • • •

Business (other than taxi) Taxi Lottery Marriage Civil Marriage Ceremonies Burial Permits / Deaths Registered

Other Department Activities • •

Information Requests Commissioning

STAFFING CHANGES IN 2015 BUDGET Staff Full Time

2015 FTE 4

2016 FTE 4

Change Comment -

No change from 2015

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Staff Costs: Increase of $10,443 • Representative of actual 2016 rates as per Council approval and Union contract agreement

4

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Legislative Services (Clerks)

Expenditures Staff Costs Professional Development Contracted Services Communications Other Services Equipment Materials & Supplies

314,325 3,400 3,850 822 25,440 163 6,408 354,408

330,073 3,437 11,132 865

322,257 6,515 11,250 845

332,700 6,625 11,250 895

10,443 110

3,837 349,344

6,000 346,867

5,000 356,470

(1,000) 9,603

Revenue Other Fees Permits Licences Unallocated Revenue

(1,053) (1,793) (36,850)

(850) (1,700) (34,500)

(1,000) (1,500) (30,500)

(150) 200 4,000

Total Revenue

(39,696)

(1,243) (1,210) (31,785) (252) (34,490)

(37,050)

(33,000)

4,050

Total Expenditures

Total Legislative Services (Clerks)

314,712

314,854

5

309,817

323,470

50

13,653

2.8

(10.9)

4.4

CORPORATE SERVICES (FINANCE) 2016 Operating Budget

Corporate Services (Finance) - 2016 Budget RECOMMENDED 2016 BUDGET $526,100 which is an increase of $19,300 or 3.8% increase from 2015.

Strategic Financial Management •

•

• • • •

Leadership in the annual operating and capital budget ($24 million gross) Provide financial advice and ensure appropriate reporting to Council Coordination of IT resources for the corporation Develop/ implement a Town Risk Management plan Ensure completion of a Town Asset Management Plan Strategic financial planning/forecasting

Tax/Revenue Collection

Financial Control/Payments •

• • • •

Administer general ledger, A/P and payroll systems. Process all payables for Town.

Implement appropriate financial controls in Town operations incl. related systems Coordination of insurance claims against the Town Provision of financial management reporting to departments Responsible for financial reporting to external agencies Lead engagement with external auditors

1

•

•

• • • •

Proactively manage tax collections and preservation of the Towns’ assessment Manage the tax system including the issuance of tax bills Provide assistance with leases & agreements Development Charges by-law implementation and reporting Coordinate Town User Fee by-law Manage corporate receivables

Corporate Services (Finance) - 2016 Budget 2015 ACCOMPLISHMENTS • • • • • • • • • •

Leadership and stewardship of the 2015 Budget process up to Council approval.

Developed a implemented a schedule and process for Quarterly Reporting to Council on financial performance vs. budget and department accomplishments Introduced a capital reporting process to manage the capital program within budget.

Completed and presented audited 2014 financial statements to Council Improved risk awareness. Facilitated 3 risk management workshops for SMT and staff Set up separate accounts for the Henderson endowment and the Terence Haight endowment. Invested funds in the ONE program.

Worked with our solicitor and consultant on Development Charges by-law appeal. An OMB pre-conference hearing was held and the appeal was withdrawn.

Reviewed existing operations. Repositioned the department to better meet corporate needs through realignment of responsibilities and appropriate staff recruitment.

Led 2016 Capital Budget and Multi-Year Plan through Council review and approval.

Managed implementation of a Time & Labour system for Infrastructure Services.

DEFERRED 2015 INITIATIVES • •

Review and update purchasing by-law and Town procurement policies as appropriate Review fleet inventory and develop a long-term fleet management plan that meets the needs of the Town (will be moved to 2017).

KEY INITIATIVES FOR 2016 •

2016 Town Operating Budget that meets Councils’ service and financial expectations.

•

Provide advice and leadership in the development of a financial plan that enables the 2016 Strategic Plan adopted by Council.

•

Review and update purchasing by-law and Town procurement policies. Provide a resource to facilitate the process and ensure transparency and consistency.

• •

Continue to improve risk management through systemic changes and training.

Obtain Council approval for a Town-wide asset management plan for all Town assets prior to year-end 2016

•

Bring forward to Council a Reserve policy that addresses operating and capital needs while putting the Town on the path to financial strength and fiscal sustainability.

•

Provide leadership and expertise to facilitate implementation of a new order costing and inventory system for the Town.

These initiatives meet Objective 5B: Exceptional Municipal Management & Operational Excellence in the Town of Gravenhurst Strategic Plan (2015-2020).

2

Corporate Services (Finance) - 2016 Budget PERFORMANCE INDICATORS

•

Number of invoices processed

•

Electronic Fund Transfers (EFTs) as a percentage of total payments

•

Claims against Town currently being coordinated

•

Receipts issued at front counter

•

Total tax bills issued

•

On-line tax payments

•

Pre-authorized as % of tax accounts

•

Final demand letter (tax sales)

•

Uncollected Taxes

2014

2015

Projected for 2016

5,600

7,100

7,800

52.5%

56.8%

60%

18

25

30

9,575

9,489

9,400

19,914

19,936

19,950

-

9,982

10,000

16.5%

17.6%

18.7%

265

141

61

10%

8%

7%

STAFFING CHANGES IN 2016 BUDGET Staff Full Time

2015 FTE 7

2016 FTE 7

Change Comment -

No change from 2015

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Staff Costs: Increase of $18,735 • Negotiated increase and higher employee benefit costs • One-time cost of staff overlap to ensure training and no reduction in service for Town accounts payable and payroll functions.

3

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Corporate Services (Finance)

Expenditures Staff Costs Professional Development Contracted Services Legal Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Tax Revenue - User Charges & Penalties Other Fees Unallocated Revenue

Total Revenue Total Corporate Services (Finance)

668,957 8,869 143 194 1,428 3,805 3,250 1,790 688,436

616,428 8,955

(76,697) (116,568) (249) (193,514)

(49,045) (99,523) (90) (148,658)

494,922

1,536 7,746 238 4,026 638,929

490,271

4

627,165 13,968 8,000 500 1,440 4,200 450 1,800 657,523

645,900 15,270

1,730 7,200 300 2,500 672,900

18,735 1,302 (8,000) (500) 290 3,000 (150) 700 15,377

(48,800) (101,900)

(46,800) (100,000)

2,000 1,900

(150,700)

(146,800)

3,900

506,823

526,100

19,277

2.3

(2.6)

3.8

CORPORATE ADMINISTRATION 2016 Budget

CORPORATE ADMINISTRATION - 2016 Budget RECOMMENDED 2016 BUDGET $801,262 which is a net increase of $637,290 from 2015.

The Corporate Administration budget is made up of the following components that were budgeted separately in 2015: 1. Corporate Items which includes $452,500 for capital and special projects The Corporate Items budget is administered by the Corporate Services Department and the Human Resources Department and contains items of a corporate nature e.g. the Town contribution to the Muskoka Memorial Hospital or Town Insurance premiums.

2. Emergency Management Emergency Management is a corporate preparedness initiative to develop skills, processes and the ability for the Town to respond to an emergency in a coordinated, effective manner.

3. Community Policing This budget provides funding for the space made available in Town to the Ontario Provincial Police (OPP) for daily briefings and meetings. It is a partnership with the District and ensures a consistent police presence in the Town.

CORPORATE ITEMS WHAT IS INCLUDED This budget includes a number of items budgeted corporately.

Expenditures •

Community Support: Muskoka Memorial Hospital contribution approved by Council in 2014. This payment will continue till 2020.

•

Professional Development: Corporate Training and Health & Safety budget managed by the Director of Human Resources.

•

Contributions to Reserves: Contributions to capital reserves and the election reserve.

1

CORPORATE ADMINISTRATION - 2016 Budget Contribution to Reserves in 2016 Budget Amount Purpose

Reserves Community Reinvestment

$

239,500

Repay balance of prior year deficit

Equipment/Furniture Facilities Roads & Bridges IT Fleet Fire

$ $ $ $ $ $

40,000 424,000 371,300 80,000 100,000 200,000

Capital financing from tax levy Capital financing from tax levy Capital financing from tax levy Capital financing from tax levy Capital financing from tax levy Capital financing from tax levy

Elections Reserve Corporate General

$ $

22,750 60,000

Total Contributions

$

1,537,550

Contribution towards 2018 Elections Provision for assessment at risk

•

Repayment to Community Reinvestment Fund: Repayment of funds borrowed from the Community Reinvestment Fund for the 2014 Capital Budget.

•

Contracted Services: Printing of tax bills, arrears notices and related items. Shredding of Town documents as per records retention policy.

•

Consulting Services: Consulting costs related to the implementation of the Community Strategic Plan and the development of a Town Asset Management Plan.

•

Legal: Legal costs related to corporate issues that arise during the year.

•

Insurance: Includes the insurance premiums payable by the Town for coverage related to Town facilities, infrastructure and services. Also includes an estimate for claims below the $10,000 deductible based on last three years trend.

•

IT Services: Allocation of IT costs by the District for network infrastructure, data management, security, computer software, systems implementation, network administration and Help-Desk support. Also includes corporate software upgrade costs not part of the District allocation.

•

Communications: Annual budget for the Town Page that is published every Thursday in the Gravenhurst Banner and the Bracebridge Examiner; Town postage requirements; and the cost of the Town hall switch-board and 16 phone lines.

2

CORPORATE ADMINISTRATION - 2016 Budget •

Other Services: Includes External Audit fees; lease costs for the two large photocopier/printers and the postage machine at Town Hall; fees for the acceptance of credit & debit payments and related banking fees; and a budget to enable compliance with the Accessibility for Ontarians with Disabilities (OADA) legislation.

•

Materials & Supplies: General offices supplies for Town Hall.

Revenues •

Grants: Annual operating grant from the province under the Ontario Municipal Partnership Fund (OMPF).

•

Tax Revenue – User Charges & Penalties: Penalties and interest charged on outstanding taxes.

•

Tax Revenue – Supps & Omits: During the year the Town receives additional tax revenues from supplementary assessment and properties that were not on the return of the tax roll at the end of the previous year. Starting 2016 these revenues will be budgeted and accounted for separately for greater transparency.

•

Tax Revenue – Write-Offs: During the year taxes are written off for a number of reasons including assessment appeals and settlements with the Municipal Property Assessment Corporation (MPAC). Starting in 2016 these write-offs will be budgeted and accounted for separately for greater transparency.

•

Other Fees: Interest charged on outstanding accounts other than property tax.

•

Landfill Proceeds: Annual funds received from the District of Muskoka for the value of the Town landfill site at the time it was taken over in 1996. This 20 year agreement ended in 2015.

•

Unallocated Revenue: Rebate from the Local Authority Services Ltd (LAS) Natural Gas Program and tax-related recoveries from court which are unpredictable.

•

Transfers from Reserve: Transfer from reserve for Town Asset Management Plan.

•

Investment Income: Interest earned on funds held in Town bank accounts and allocated to operations as per existing policy.

3

CORPORATE ADMINISTRATION - 2016 Budget COMMUNITY POLICING WHAT IS INCLUDED This budget covers the operating expenses associated with providing an office space for the Community Policing Volunteers and OPP officers to ensure an ongoing police presence in the Town.

In October 22, 2015, the District Corporate and Emergency Services Committee at the District of Muskoka received a report regarding Community Policing Offices. It identified that “the Gravenhurst office: • Acts as a viable backup office for the Bracebridge OPP detachment (therefore additional resources are allocated in the District’s budget); • Offers access to two computers; • Provides a location for community policing volunteers to provide service to the community; and • Offers a place for police-conducted interviews and public meetings.”

The report recommended that District Council reaffirm its commitment to providing $9,200 in annual funding towards community policing in Gravenhurst. It also recommended the creation of a working group consisting of Area Municipal and District staff representatives and the OPP to collaborate on Community Policing initiatives and programs. Council has appointed the C.A.O. as the Town representative on this working group.

4

CORPORATE ADMINISTRATION - 2016 Budget EMERGENCY MANAGEMENT WHAT WE DO • Ensure Town compliance under the Emergency Management and Civil Protection Act • Participate on the Muskoka Emergency Response Committee (MERC). Stay connected with other Community Emergency Management Coordinators (CEMCs) in Muskoka • Keep apprised of activities (events, weather etc.) that may have an impact on the community and maintain appropriate communications with partners and stakeholders • Work with Communications to sustain related public education and awareness • Deliver Basic Emergency Management (BEM) to Muskoka employees 2015 ACCOMPLISHMENTS • Achieved annual compliance for 2015 •

• •

Delivered annual training of the members of the GEMPC and Annual Exercise required

by Emergency Management Ontario Primary CEMC participated in the delivery of three (3) Basic Emergency Management Sessions in Muskoka. All three CEMCs completed the training requirements established by Emergency Management Ontario Led quarterly Gravenhurst Emergency Management Program Committee (GEMPC) meetings Nine Gravenhurst employees received Basic Emergency Management training

KEY INITIATIVES FOR 2016 • • • •

Establish an Emergency Management work-plan Conduct annual emergency planning exercise with some external consulting expertise Development of Basic Emergency Training for Front-line (non-management) staff; Continue to ensure annual compliance with provincial legislation.

PERFORMANCE INDICATORS

Planning Activities • Meetings attended by CEMCs Training / Exercise Activities • • •

GEMPC exercises (call out & in-person) Number of staff receiving BEM training Training opportunities for members of GEMPC

5

2015

Projected for 2016

7

8

3 9 5

3 6 7

CORPORATE ADMINISTRATION - 2016 Budget EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Corporate Items Contribution to Reserves: Reduction of $162,800 • Consist of the following changes: o 2015 was the final year for receipt of landfill proceeds o 3% allocation to Capital Reserves approved by Council o Provision for “Assessment At Risk”

($594,800) $372,000 $ 60,000

Repayment to Community Reinvestment Fund – Increase of $253,900 • For funds borrowed for capital projects approved by Council in 2015 Consultant Services: Increase of $40,000 • The cost of developing a number of corporate plans primarily the implementation of the Community Strategic Plan and a Town Asset Management Plan.

Insurance: Increase of $12,000 • Premium increase for 2016.

Grants: Increase of $109,800 • Increase in the Ontario Municipal Partnership Fund (OMPF) grant for 2016.

Tax Revenue – Supps & Omits – Increase of $100,000 • Budget for supplementary taxes starting in 2016.

Tax Revenue – Write-Offs – Reduction of $100,000 • Budget for taxes written off during the year starting in 2016.

Landfill Proceeds: Reduction of $594,800 • 2015 was the final year of the 20 year agreement with the District to receive proceeds from the sale of the Town landfill site in 1996.

Community Policing None.

Emergency Management Consultant Services: Increase of $5,000 • Cost of professional assistance in planning and implementing a more complex emergency exercise in 2016.

6

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Corporate Administration Corporate Items Expenditures

Community Support Professional Development Contribution to Reserve Repay Community Investment Fund Contracted Services Consultant Services Legal Services Official Studies & Reviews Insurance Information Technology Services Communications Other Services Equipment Materials & Supplies

Total Expenditures

47,142 29,059 820,243

47,142 25,292 1,696,718

47,142 28,000 1,700,350

6,629 2,880 65,420 (8,548) 412,470 335,216 74,898 101,927 808 24,038 1,912,182

4,812 44,600 60,393

5,720 30,000 82,000

458,540 358,203 77,480 45,021 9,631 21,499 2,849,331

435,000 360,200 79,700 46,510 500 23,500 2,838,622

(1,520,000) (475,411)

(1,524,200) (451,997)

(1,524,200) (500,000)

(3,776) (108) (594,800)

7,692 (33) (594,800)

(3,000) (150) (594,800)

47,142 28,400 1,537,550 253,900 9,900 70,000 80,000 447,000 369,500 76,500 49,500 23,500 2,992,892

400 (162,800) 253,900 4,180 40,000 (2,000) 12,000 9,300 (3,200) 2,990 (500) 154,270

Revenue Grants Tax Penalties & Fees Supplementary Taxes Taxes Written Off Other Fees Sales Landfill Proceeds

7

(1,634,000) (495,200) (100,000) 100,000 (4,000)

(109,800) 4,800 (100,000) 100,000 (1,000) 150 594,800

5.4

Description

Unallocated Revenue Transfers From Reserves Investment Income Donations/Sponsorships

Total Revenue

Total Corporate Items

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

(21,333) (62,612) (30,884) (2,880) (2,711,804)

(56,805) (31,500) (33,755) (224) (2,685,622)

(1,600) (31,500) (33,000)

(1,600) (40,000) (33,000)

(2,688,250)

(2,207,800)

(799,622)

163,709

150,372

785,092

2,350 5,000 3,000 3,000

$ Change 2015 Budget

% Change 2015 Budget

(8,500)

480,450

634,720

(17.9)

422.1

Community Policing Expenditures

Labour Charges Fleet/Equipment Charges Utilities Building & Grounds Maintenance Insurance Communications Materials & Supplies

Total Expenditures

232 120 2,254 4,578 2,871 2,873

2,211 2,858 2,363 2,805 83 10,320

12,928

2,300 3,200 2,500 2,950 100 11,050

13,350

50 1,800 500 50 (100) 2,300

20.8

(4,600) (4,600)

(13,800) (13,800)

(4,600) (4,600)

(9,200) (9,200)

(4,600) (4,600)

100.0

6,450

4,150

(2,300)

(35.7)

Revenue Grants

Total Revenue

Total Community Policing

5,720

(872)

Emergency Management Expenditures

Community Support

1,000

8

(1,000)

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

Professional Development Contracted Services Consultant Services Communications Materials & Supplies

100

1,739

1,800 2,500 1,850

Total Expenditures

100

1,170 350 3,259

7,150

3,950 1,400 5,000 1,570 100 12,020

100

3,259

7,150

166,096

163,972

Total Emergency Measures Total Corporate Administration

(793,802)

9

$ Change 2015 Budget

% Change 2015 Budget

2,150 (1,100) 5,000 (280) 100 4,870

68.1

12,020

4,870

68.1

801,262

637,290

388.7

DEVELOPMENT SERVICES 2016 Operating Budget

Development Services - 2016 Budget RECOMMENDED 2016 BUDGET $869,366 which is an increase of $32,050 or 3.8% increase from 2015.

19%

24%

Building Division Planning Division By-Law Division 57%

Planning •

•

•

Provide professional planning advice to Committees and Council on development approvals and long range strategic planning projects Administer a number of legislative and advisory committees (i.e., Committee of Adjustment, Heritage Committee and Environmental Advisory Committee) Responsible for transactions or land use agreements related to municipal property (e.g. original shore road allowances, licenses of occupation)

Building

By-law

•

Conduct inspection and enforcement services as it relates to the Ontario Building Code and other applicable law

•

Involved in the development, education and enforcement of municipal by-laws

•

Administer the septic reinspection program as a means of educating on importance of septic health to our water resources

•

Conduct routine prosecutions for building, fire, zoning and municipal by-law litigation

•

Report to Council and the Province on permit numbers, revenue and expenses

•

Oversees OSPCA contract for animal control

1

Development Services - 2016 Budget •

•

•

•

Review and process development applications including official plan and zoning by-law amendments, plans of subdivisions and condominium consents, minor variances and site plan agreements Oversees consultant work where municipal resources were deemed not available

•

Assist other departments in construction projects related to municipal facilities

•

Assist internal and external operations from a municipal enforcement standpoint (e.g. events, Santa Clause parade)

•

Represents the Town in building related legal proceedings

•

Supervise crossing guard services at the Beechgrove School location on Muskoka Beach Rd.

Represent the municipality in Ontario Municipal Board and other Tribunal Hearings Administer the Town’s Geographic Information System (mapping)

•

Follow-up on open building permit files as a means of reducing municipal liability

2015 ACCOMPLISHMENTS •

•

• • • • •

Initiated the following long term planning initiatives: o Official Plan Review o Active Transportation Strategy o Development Standards Guidelines/Handbook Approximately 25 housekeeping amendments to the Comprehensive Zoning By-law in order to correct errors and omissions, and to reduce unnecessary “red tape” in development processes.

Negotiated and settled 3 Ontario Municipal Board Appeals resulting in reduced overall legal costs related to such matters.

Reviewed and issued 674 building permits of varying complexities.

Implemented the MARMAK property management software system (which began in early 2014), specifically the Planning and By-law modules.

Assisted corporately during the Chief Administrative Officer search.

Completion of the ArcMap GIS system rollout to all applicable staff as a means of providing greater visual context internally and will allow the municipality to display information more visual in its communication with the community.

2

Development Services - 2016 Budget • • •

Worked with stakeholders to develop a long term strategy for the use of the Glen Echo road allowance/waterfront landing.

Updated the municipal ATV By-law in response to changing provincial legislation.

Septic Re-inspections took place on the following waterbodies: o Gull Lake; o Silver Lake; o Severn River; o Ben Lake; o Pine Lake; o Sunny Lake; and o Bearpaw Lake.

DEFERRED 2015 INITIATIVES •

Development Standards Guideline/Handbook – while extensive work has been done, completion is being delayed to follow the completion of the Active Transportation (AT) Strategy, which is likely to inform this document by way of recommended pedestrian infrastructure standards.

•

Subdivision and Condominium Delegation – As requested by Council, delegation of these approvals has been postponed until there is greater interest from other area municipalities and regulatory barriers are addressed.

KEY INITIATIVES FOR 2016 •

•

•

•

Completion of the review of the Official Plan for policy updates, inclusion of improved data/information, and to ensure consistency with guiding legislation (Objective 2B: A Well-Planned, Healthy, Green and Livable Community and Objective 5B: Exceptional Municipal Management & Operational Excellence) Completion of an Age Friendly Active Transportation Strategy to provide direction from a pedestrian transportation perspective as a means of promoting a more active community (Objective 2B: A Well-Planned, Healthy, Green and Livable Community) Completion of a set of community development design guidelines, with an emphasis on assisting residents and the development community through the land use approvals processes (Objective 2B: A Well-Planned, Healthy, Green and Livable Community), and (Objective 5B: Exceptional Municipal Management & Operational Excellence) Development of a Sign By-law to regulate size, location, condition, and other matters related to signage throughout the municipality, as a means of improving community aesthetics (Objective 2B: A Well-Planned, Healthy, Green and Livable Community and (Objective 5B: Exceptional Municipal Management & Operational Excellence)

3

Development Services - 2016 Budget •

•

Ongoing initiative to develop building bulletins and other educational opportunities to assist the construction/development industry, and rest of the community, in understanding increasingly complex regulatory systems (Objective 5B: Exceptional Municipal Management & Operational Excellence) Continued implementation of the MARMAK Property Management Software, which is allowing staff to increase cross-departmental information sharing and reporting opportunities; linkages with mapping software and external inspection devices is being explored (Objective 5B: Exceptional Municipal Management & Operational Excellence)

•

Continued review and refresh of applicable municipal by-laws (Objective 5B: Exceptional Municipal Management & Operational Excellence)

•

Continued evaluation of service costs, process evaluation and revenue stream analysis to improve departmental efficiency and improve service delivery (Objective 5B: Exceptional Municipal Management & Operational Excellence)

PERFORMANCE INDICATORS

•

Planning applications

•

Building permit applications

•

Building permit value

•

Complaint files opened (By-Law)

•

Complaint files closed

•

Committee meetings (GEAC, MHC, COA)

•

Septic re-inspections

2014

2015

Projected for 2016

230

270

260

729

674

680

$36,611,582

$36,867,275

$36,800,000

105

186

127

68

144

96

32

31

33

360

421

400

4

Development Services - 2016 Budget STAFFING CHANGES IN 2015 BUDGET Staff Full Time Other: 3 summer students for 10 weeks

2015 FTE 15.5 0.6

2016 FTE 15.5 0.6

Change Comment n/a n/a

n/a Two students assist with education, enforcement and administrative functions in the By-law Division during the summer months. One student implements the septic re-inspection program.

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Staff Costs: Increase of $11,114 • Increase in planning staff costs based on staff movement through the salary grid (illustrated in yellow on page 6) Official Studies & Reviews: Increase of $2,000 • Costs related to the Official Plan Review and Active Transportation Strategy programs • Offset largely by grants and contributions from reserves (illustrated in purple on page 6) Permits Revenue: Decrease of $8,000 • Reduction in permits and fines based on a 5 year average and recognizing that 2015 saw an extended building season that is not likely to repeat itself (illustrated in yellow on page 7)

5

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Development Services Planning

Expenditures Staff Costs Professional Development Contribution to Reserve Contracted Services Consultant Services Legal Services Official Studies & Reviews Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Grants Planning Fees Other Fees Sales Transfers From Reserves

Total Revenue Total Planning

547,478 8,541 5,000 4,941 5,493 27,635 913

558,548 7,832 25,000 6,025 4,882 29,157 23,474 949

47 3,187 603,235

100 1,537 657,504

(15,000) (180,758) (1,600) (1,050) (23,474) (221,882)

(167,723) (1,700) (805) (170,228)

433,007

435,622

6

586,686 10,310 10,000 5,600 4,500 30,000 20,000 1,000

597,800 10,650 10,000 5,500 32,000 50,000 1,000 5,600

11,114 340 (5,600) 1,000 2,000 30,000 5,600

668,096

1,000 713,550

1,000 45,454

6.8

(171,540) (1,500) (1,000) (20,000) (194,040)

(10,000) (167,580) (2,500) (1,300) (38,000) (219,380)

(10,000) 3,960 (1,000) (300) (18,000) (25,340)

13.1

20,114

4.2

474,056

494,170

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Building Inspection Expenditures Staff Costs Labour Charges Professional Development Repay Community Investment Fund Transfers To/From Other Department Contracted Services Legal Services Communications Equipment Materials & Supplies

Total Expenditures Revenue Planning Fees Other Fees Permits Fines Unallocated Revenue

Total Revenue Total Building Inspection

557,458 3,073 9,572 6,000 35 838 4,607 27,689 3,270 612,542

(1,323) (3,230) (430,396) (2,394) (100) (437,443)

175,099

516,737 4,951 13,362 8,000 (8,167) 92 684 4,008 22,970 2,297 564,934

565,464 3,000 16,246 8,000

567,800 4,000 16,130 8,000

2,336 1,000 (116)

1,000 500 4,400 23,055 2,900 624,565

300 500 3,950 22,055 3,450 626,185

(700)

(1,279) (3,405) (459,903) (2,195)

(1,600) (5,000) (460,000) (10,000)

(2,000) (5,000) (452,000) (5,000)

8,000 5,000

(466,782)

(476,600)

(464,000)

12,600

98,152

7

147,965

162,185

(450) (1,000) 550 1,620

0.3

(400)

14,220

(2.6)

9.6

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

By-Law Expenditures Staff Costs Labour Charges Professional Development Repay Community Investment Fund Contracted Services Legal Services Communications Equipment Materials & Supplies

Total Expenditures Revenue Fines

Total Revenue Total By-Law

157,203 300 3,578 9,000 256

134,210 604 5,062 9,000

1,589 7,633 1,192 180,751

2,489 4,131 1,719 157,215

(6,935) (6,935)

173,816

(8,778) (8,778)

148,437

8

134,570 400 5,550 9,000 500 1,000 1,600 7,100 2,000 161,720

(8,000) (8,000)

153,720

139,594 400 5,850

1,000 2,600 6,000 2,000 157,444

5,024 300 (9,000) (500) 1,000 (1,100) (4,276)

(2.6)

(4,276)

(2.8)

(8,000) (8,000)

149,444

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Animal Control Expenditures Contracted Services Materials & Supplies

Total Expenditures Revenue Licences Fines

Total Revenue Total Animal Control

53,062 465 53,527

54,548 290 54,838

53,457 500 53,957

54,875 500 55,375

(2,931) (310) (3,241)

(2,395)

(3,000) (500) (3,500)

(2,800) (200) (3,000)

50,286

(2,395)

52,443

9

50,457

52,375

1,418 1,418

200 300 500

1,918

2.6

(14.3)

3.8

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Crossing Guards Expenditures Staff Costs Professional Development Materials & Supplies

10,588

10,504

10,504

10,868 50 200 11,118

10,942 50 200 11,192

Total Expenditures

10,588

Total Crossing Guards Total Development Services

74

0.7

10,588

10,504

11,118

11,192

74

0.7

842,796

745,158

837,316

869,366

32,050

3.8

10

74

ECONOMIC DEVELOPMENT AND COMMUNICATIONS 2016 Operating Budget

Economic Development & Communications – 2016 Budget RECOMMENDED 2016 BUDGET $452,000 which is an increase of $54,364 or 13.7% increase from 2015.

Economic Development 18% 43% 13%

Corporate Communications Downtown Revitalization Gravenhurst365

26%

Economic Development

Gravenhurst365

Downtown Revitalization

• 3 year multi-media marketing program for entrepreneurs and business investors interested in investing in Gravenhurst Marketing programs to • $200,000 investment – 50% FEDNOR attract new funding businesses, residents and other investment Conduct research and • Resident and small business attraction maintain current socio-economic data, various statistics and information • Emphasis on Develop local creative economy partnerships to sectors promote, support and sustain economic prosperity Advice and referral for government assistance and programs

• Town point of contact

•

•

•

•

Updated March 2, 2016

1

• Continue to

implement DR Strategic Action Plan approved in 2013 • 2 year contract

with OMAFRA RED program expires March 31st

Corporate Communications • Manage the

Corporation’s web portal and social media channels • Provide

communications advice, support and training • Co-ordinate media

relations and prepare news releases and advisories • Manage Corporate

Intranet – “Gravenhurst Connection” • Emergency

Information Officer (EIO)

Economic Development & Communications – 2016 Budget 2015 ACCOMPLISHMENTS Economic Development • In conjunction with the Downtown Revitalization Committee (DRC) established an up-todate on-line database to track available land & buildings in efforts to help reduce the amount of vacant commercial space.

• Completed a number research reports/databases, including: business directory; commercial space vacancy report; social media analytics reports and business survey report.

• Established a formalized site selection response process to effectively respond to inquiries.

• In conjunction with the DRC designed and delivered the Downtown Digital Scavenger Hunt to drive traffic to the downtown and promote the Town as technology friendly.

Designed and delivered practical hands on Build Your Own Website seminar in which 12 businesses participated.

Gravenhurst365 Marketing Program • Economic Developers Council of Ontario (EDCO), awarded the Gravenhurst 365 program a Marketing Excellence Award in recognition of marketing excellence.

• Implemented year 1 of the three-year, $200,000 investment attraction marketing plan.

Created a number of traditional and new digital marketing pieces/tactics. The collateral pieces include: website; social media channels; video testimonials; post cards; pop-up event banners; event canopy stand.

• Unique Gravenhurst365 website visitors(avg./month) – 562; Social Media Followers – Facebook 69; Twitter 137 • Participated at In-water Boat/Ribfest and Dockside Arts Festival events – 211 contacts.

• Presented to AceTech Ontario members – 90 CEOs of software/app development and technology oriented companies.

Corporate Communications • Introduced the staff Intranet – “Gravenhurst Connection”; established Intranet team leaders and training/discussion sessions.

• In tandem with the Recreation, Arts & Culture team, co-ordinated the communications /promotion of local PanAm Games Torch Relay and Torchbearer activities.

• Ranked in the top 20 Ontario municipalities with the most likes and followers on Facebook and Twitter accounts per capita by Redbrick Communications a reputable monitor of government communications.

• Produced five Gravenhurst Fire Department recruitment videos – shared via website, YouTube and social media channels received close to 1,000 views.

• Planned and delivered media roundtable, including video production to introduce new CAO, Glen Davies • Developed Strategic Plan collateral materials, on-line presence, and corporate booklet.

2

Economic Development & Communications – 2016 Budget Downtown Revitalization • Community Improvement Plan (CIP): A total of 18 property owners were awarded a share of the $50,000 CIP grant funding in support of their revitalization projects.

• In collaboration with the Gravenhurst BIA, the DRC facilitated a rebranding of the BIA area, which is now identified as ‘Historic Downtown Gravenhurst’, while the larger CIP area is referred to ‘Downtown Gravenhurst’.

• In collaboration with the Finance Department and Chamber of Commerce the DRC championed a Downtown Dollars marketing project. Over 30 downtown businesses participated in the program that encourages consumer spending at local merchants through its ten dollar notes.

• Participation in joint marketing projects tostrengthen the downtown brand included: Spring into Summer Art Crawl, Winter Carnival, and Black Friday events.

DEFERRED 2015 INITIATIVES •

Renewal of tourism marketing services agreement with Chamber of Commerce.

KEY 2016 INITIATIVES • •

Continue to implement the Gravenhurst365 marketing program - Year 2 of three year program. (Objective 1B: More Effective Marketing) Establish a business retention and expansion (BR&E) program (Objective 1A: A More Diverse Economy with More Year-Round Employment Opportunities)

•

Invest in the assessment of the requirements for Canadian Air Transport Security Authority (CATSA) and Class 3 airport designation and business case for scheduled air service, in partnership with Explorers’ Edge (RTO12) and District of Muskoka (Objective 1A: A More Diverse Economy with More Year-Round Employment Opportunities)

•

Initiate a Foreign Direct Investment (FDI) program for the redevelopment of the former Muskoka Regional Centre site in partnership with the Province of Ontario. (Objective 1A: A More Diverse Economy with More Year-Round Employment Opportunities)

•

Invest in first year delivery of the youth retention project called FAB Academy that will train the next generation of high-tech, digital savvy entrepreneurs in partnership with the non-profit organization The Network Space. (Objective 1A: A More Diverse Economy with More Year-Round Employment Opportunities and Objective 3A: A More Connected Community – A Vibrant Town Supported by Solid and Active Partnerships)

•

Adopt an enhanced social media policy and introduce training to encourage broader use

by Council and staff to engage with the community. (Objective 3A: A More Connected Community – A Vibrant Town Supported by Solid and Active Partnerships)

•

Refine protocols for disseminating and retrieving timely information during emergency events. (Objective 5B: Exceptional Municipal Management & Operational Excellence; Objective 2A: A Safer Community and Objective 3A: A More Connected Community – A Vibrant Town Supported by Solid and Active Partnerships)

3

Economic Development & Communications – 2016 Budget PERFORMANCE INDICATORS 2014

2015

Projected for 2016 15

•

Opportunity files opened

13

12

•

Existing file status

3/5/13

7/8/3

10/5/2

•

CIP grants awarded

5

14

18

•

Companies visited

19

31

40

•

Companies assisted/retained/expanded

6/0/0

18/0/1

15/2/3

•

Business workshops/seminars

1

4

2

•

Senior Governments funding

$28,877

$130,625

$139,000

•

Unique web portal visits (avg./mth)

13,199

14,386

15,300

•

Twitter/Facebook followers

750/2,060

1,224/2,778

1,500/3,000

•

News releases

65

71

80

(active/inactive/closed)

STAFFING CHANGES IN 2016 BUDGET Staff

2015

2016

FTE

FTE

Change Comment

Full Time

2

2

-

No change from 2015

Contract

2

2

-

Positions to be reconfigured and fully funded by the Town starting in Q2 2016.

4

Economic Development & Communications – 2016 Budget EXPLANATION FOR SIGNIFICANT CHANGES FROM 2016 BUDGET Economic Development: Increase of $81,000 Staff Costs: Increase of $45,553 • Staff salary movement through the grid.

• 2% negotiated increase and higher employee benefit costs.

• Contract position – Business Development Co-ordinator (formerly Downtown Revitalization Co-ordinator). Assume full salary and benefits costs starting in June.

• Contract position - Economic Research Co-ordinator (formerly Research Assistant – Intern). Assume full salary and benefits costs starting in August.

Community Suppport: Increase of $4,800 • A recommended increase to the CIP grant program from $50,000 to $55,000 Contracted Services: Increase of $12,274 • In 2015 budget this account reflects a one time reduction as a result of $25,000 funding from Capital Budget.

Communications: Decrease of $8,070 • Reallocated these advertising costs to the Gravenhurst365 program.

Special Projects: Increase of $28,000 • Foreign Direct Investment (FDI) program: $20,000 50% offset with Invest Canada – Community Initiatives (ICCI) funding • Investment in scheduled air service requirements and business case assessment: $3,000 • Investment in youth retention/entrepreneurship project in support of year 1 program delivery: $5,000 Gravenhurst365 Program Communications: Increase of $26,885 • Year 2 of the 3 year plan. 2016 additions include the Counter Urbanite Target program with Behavioural Marketing and Travelling Billboard initiatives. Expenses are offset by FENDOR funding and private sector partnership funding (illustrated in green on page 8).

Downtown Revitalization: Decrease of $13,000 •

The Project is in its final stage of implementation and will conclude on March 31, 2016 (changes illustrated in purple on page 9)

Council Amendment to the Budget – March 2, 2016 •

As the funding application to the Invest Canada – Community Initiatives (ICCI) program to offset 50% of the Foreign Direct Investment (FDI) initiative was declined, remove $20,000 in Special Projects and the related revenue of $10,000 in Grants.

Updated March 2, 2016

5

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Economic Development & Communications Economic Development Expenditures Staff Costs Community Support Professional Development Contribution to Reserve Contracted Services Consultant Services Communications Special Projects Equipment Materials & Supplies

Total Expenditures Revenue Grants Transfers From Reserves

Total Revenue Total Economic Development

Updated March 2, 2016

150,788 35,521 8,061 93,338 48,981 20,829 824 273 358,615

(6,582) (6,582)

352,033

204,904 33,179 6,013 21,423 80,363 2,790 11,171 103 377 911 361,234

207,047 54,000 11,265

252,600 58,800 9,235

45,553 4,800 (2,030)

64,375

76,649

12,274

10,400

348,857

2,330 8,000 600 800 409,014

(8,070) 8,000 (1,170) 800 60,157

(19,908)

(23,500)

(12,567)

10,933

(19,908)

(23,500)

(12,567)

10,933

341,326

6

1,770

325,357

396,447

71,090

17.2

(46.5)

21.8

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Downtown Reviltalization Expenditures Staff Costs Community Support Professional Development Transfers To/From Other Department Contracted Services Consultant Services Communications Special Projects Materials & Supplies

Total Expenditures Revenue Grants Donations/Sponsorships

Total Revenue Total Downtown Reviltalization

41,646

89,268

14,272 14,619 24,171 3,193 122,225

59,051 1,800 4,400 (1,000) 1,960 25,800 10,600 500 1,000 104,111

(28,887) (1,000) (29,887)

(87,902) (1,000) (88,902)

(52,600) (1,000) (53,600)

(1,000) 108 9,480 7,360 31,674

59,381

7

62,424 4,546 (1,000)

33,323

50,511

15,700 3,600

14,083 6,458 815 34,584 75,240

(37,620) (37,620)

37,620

(43,351) 1,800 (4,400) 1,000 12,123 (19,342) (9,785) 34,084 (1,000) (28,871)

(27.7)

14,980 1,000 15,980

(29.8)

(12,891)

(25.5)

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Gravenhurst365 Expenditures Community Support Professional Development Consultant Services Communications Materials & Supplies

3,053 100 32,185 3,107 62 38,507

Total Expenditures Revenue Grants Donations/Sponsorships

(22,815)

Total Revenue

(22,815)

Total Gravenhurst365 Total Economic Development & Communications

411,414

8

2,750

2,750

27,500 44,000

22,300 70,885

(5,200) 26,885

71,500

95,935

24,435

34.2

(40,000) (10,000) (50,000)

(48,000) (30,000) (78,000)

(8,000) (20,000) (28,000)

56.0

15,692

21,500

17,935

(3,565)

(16.6)

390,341

397,368

452,002

54,634

13.7

FIRE & EMERGENCY SERVICES 2016 Operating Budget

FIRE & EMERGENCY SERVICES - 2016 Budget RECOMMENDED 2016 BUDGET $985,107 which is an increase of $13,854 or 1.4% increase from 2015.

8% 6%

26%

Emergency Operations Fire Prevention

7%

Technical Maintenance Training and Staff Development Support Services

53%

• Emergency Operations • Fire Prevention • Technical Maintenance

Training and Staff Development

• •

Support Services and Administration

Emergency response including structural, vehicle and wildland fire suppression; limited hazardous materials response; vehicle rescue; and shore-based water and ice rescue.

Fire prevention activities including ongoing public education initiatives; fire safety inspections based on complaint, request, or risk mandated and related fire code enforcement activities; and fire cause determination.

The technical maintenance of all fire department fleet and equipment including personal protective clothing, specialized rescue, air monitoring, communications and respiratory protection equipment Training and staff development activities for all fire departmental staff including the coordination of recruit and regular “in-service” training, and officer development.

All departmental administrative support functions including internal policy development, wellness initiatives, health & safety programing, accounts payable and receivable, payroll, and support to the emergency management program.

1

FIRE & EMERGENCY SERVICES - 2016 Budget 2015 ACCOMPLISHMENTS •

Facilitated the development of the first ever “Fire Master Plan” to guide departmental future enhancements in support of the Strategic Plan

•

Completed Phase II of the Self-Contained Breathing Apparatus (SCBA) modernization program Conducted a successful annual recruiting initiative which resulted in 30 new applications being received for positions of volunteer firefighter and identified eight (8) candidates for placement in “the Class of 2016” Reviewed and renegotiated the renewal of the emergency fire dispatch agreement with the Orillia Fire Department Responded to and mitigated 246 emergency incidents in the community

•

• • •

Completed the mandatory annual fire drills and inspections of the homes for vulnerable Ontarians located in our community

•

Facilitated ongoing public education initiatives at 48 “events” within the community promoting fire safety and emergency planning initiatives Investigated twenty (20) fire safety complaints received from members of the public or allied agencies, often in concert with other town staff and enforcement groups

• •

Collaborated with other area fire departments to conduct our annual recruit training program and graduated/welcomed five (5) new recruit firefighters.

•

Eight (8) firefighters completed initial qualification for water/ice rescue and an additional eleven (11) were re-qualified to current standards

•

Four (4) firefighters were qualified as new “EVOII’s permitting them to drive and operate heavy fire department apparatus

•

Offered over 100 hours of “in-service” training activities to all operational personnel

•

Maintained the fire department fleet of vehicles and equipment at serviceable levels.

Conducted annual certifications and operational readiness checks for a wide variety of specialty tools including multi-gas detection equipment, hydraulic extrication equipment, life safety ladders, SCBA, personal protective clothing and the breathing air compressor Supported internal emergency planning efforts led by the Manager of Special Projects /Deputy Clerk and participated in the annual Muskoka Airport emergency exercise

• •

Completed the first year of our association with Fire Marque Inc. which resulted in approximately $35,000.00 of new revenue for the corporation.

DEFERRED 2015 INITIATIVES •

None

2

FIRE & EMERGENCY SERVICES - 2016 Budget KEY INITIATIVES FOR 2016 •

Meet the essential elements of the principles addressed in the Ministry of Labour Section 21 Committee Guidance Notes for firefighter Health & Safety including refreshing the departmental Standard Operating Guidelines. (Objective 5B: Exceptional Municipal Management & Operational Excellence).

•

Continue to operationalize budget supported recommendations contained in the Master Fire Plan in support of the Strategic Plan. (Objective 2A: A Safer Community).

•

Ensure all projects within the approved capital budget program are completed.

(Objective 2A: A Safer Community and Objective 5B: Exceptional Municipal Management & Operational Excellence).

Update, refresh and enhance firefighter recruitment initiatives. (Objective 2A: A Safer Community and Objective 5B: Exceptional Municipal Management & Operational Excellence).

•

PERFORMANCE INDICATORS 2013

2014

2015

325

290

246

0

1

1

1,459,300

1,716,625

2,344,249

•

Total emergency incidents

•

Number of civilian injuries/deaths

•

Estimated damage due to fires

•

Number of recruit firefighters in training

14

10

5

•

Training hours offered (regular inservice)

100

105

105

•

Number of fire inspections conducted

156

156

203

•

Number of public education events conducted

33

29

48

•

Formal fire cause determination investigations

N/A

5

6

3

FIRE & EMERGENCY SERVICES - 2016 Budget STAFFING CHANGES IN 2016 BUDGET Staff Full Time Other

2015 FTE 4 50

2016 FTE 4 50

Change Comment -

No change Volunteer Firefighters (not FTE)

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Equipment: Increase of $31,457 • Budget based on 2015 experience plus a $15,000 one-time cost for the purchase of firefighting equipment for the new heavy duty pick-up. This $15,000 is fully funded from a transfer from reserve.

Fire Fees: Increase of $11,000 • Conservative estimated increase based on 2015 experience (actuals)

4

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Fire & Emergency Services

Expenditures Staff Costs Labour Charges Fleet/Equipment Charges Community Support Professional Development Contribution to Reserve Repay Community Investment Fund Transfers To/From Other Department Contracted Services Consultant Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Fire Fees Transfers From Reserves Donations/Sponsorships

Total Revenue Total Fire & Emergency Services

525,419 3,743 906 1,628 18,301 7,042 114,749 (2,050) 36,836 13,813 11,034 19,446 114,218 50,374 915,459

531,103 125 63 2,804 23,814 27,817 149,382

574,047 3,500 1,000 3,275 27,993 10,000 149,382

574,946 1,000 1,000 2,775 23,057 14,000 149,714

899 (2,500)

42,207 23,557 9,932 19,446 111,412 41,831 983,493

37,587 16,260 14,320 19,446 110,543 50,300 1,017,653

39,765 8,000 11,150 20,000 142,000 48,700 1,036,107

2,178 (8,260) (3,170) 554 31,457 (1,600) 18,454

(30,226) (21,400) (860) (52,486)

(57,050) (21,400)

(25,000) (21,400)

(36,000) (15,000)

(11,000) 6,400

(78,450)

(46,400)

(51,000)

(4,600)

862,973

905,043

5

971,253

985,107

(500) (4,936) 4,000 332

13,854

1.8

9.9

1.4

GRAVENHURST BUSINESS IMPROVEMENT AREA 2016 Operating Budget

Gravenhurst Business Improvement Area – 2016 Budget RECOMMENDED 2016 BUDGET $48,576 – Unchanged from 2015.

7%

43%

Accountability Events Marketing 50%

Accountability •

•

•

•

Events

Professional administration and accountability to Council Financial responsibility & transparency to our members, the public and the Town Maintenance of OBIAA standards and practices

•

Compliance with all necessary municipal by-laws

•

•

•

Marketing

Execution of several annual events in Historic Downtown Gravenhurst Events intended to attract customers into our local businesses

•

Continued support & exposure for BIA members

•

Constant efforts to beautify our Historic Downtown area, ex.

Seasonal decor

Events aimed at highlighting the potential of our downtown to prospective businesses Seek new initiatives and collaborations for continued growth and improvement

•

Website & Social Media initiatives to ensure relevancy

•

Initiatives to attract new businesses to our Historic Downtown

1

Gravenhurst Business Improvement Area – 2016 Budget 2015 ACCOMPLISHMENTS Historic Downtown Gravenhurst Re-Branding • The GBIA underwent a re-branding process in order to create a new identity that will increase the marketability of the area thus increasing its value.

• “Historic Downtown Gravenhurst” is intended as an important nucleus of a greater whole promoting both itself and the Town of Gravenhurst in its entirety.

Events February 13th-16th, 2015

Gravenhurst Winter Carnival Spring Fashion & Lifestyle Show

May 6th, 2015

“Make a Splash” Street Festival & Sidewalk Sale

July 11th, 2015

“Celebrate Gravenhurst” Street Festival & Sidewalk Sale

August 7th-8th, 2015

Let the Spirits Rise in Uptown Gravenhurst

October 24th, 2015 November 27th, 2015

Black Friday & Tree Lighting Uptown Continued Community Partnerships & Collaborations • The Gravenhurst Chamber of Commerce • The Gravenhurst Downtown Revitalization Committee KEY INITIATIVES FOR 2016 General •

The Gravenhurst BIA will undergo a complete review of operations including mission, mandate and vision as well as a review of the current Administrator staff position.

•

Alignment of financial recordings with the Corporate Services Department at the Town of Gravenhurst to ensure continuity in reporting and greater accountability.

Events February 15th-21st, 2016

Gravenhurst Winter Carnival Spring Fashion & Lifestyle Show

May 4th, 2016

“Make a Splash” Street Festival & Sidewalk Sale

July 9th, 2016

“Celebrate Gravenhurst” Street Festival & Sidewalk Sale Let the Spirits Rise in Downtown Gravenhurst

August 12th-13th, 2016 October 22nd, 2016 November 25th, 2016

Black Friday & Tree Lighting Downtown

2

Gravenhurst Business Improvement Area – 2016 Budget STAFFING CHANGES IN 2016 BUDGET Staff Part Time

2014 PTE 1

2015 PTE 1

2016 PTE 1

Comment Our staff position is currently under review. The weekly hours and duties of the staff person are being analyzed over a 3 month period and will be re-visited and finalized in May 2016.

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET As reflected above, there are only minor variances between the 2015 budget and the proposed 2016 budget therefore no explanation is necessary at this time.

3

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Gravenhurst Business Improvement Area Expenditures Staff Costs Community Support Professional Development Transfers To/From Other Department Contracted Services Communications Materials & Supplies

Total Expenditures Revenue Unallocated Revenue Donations/Sponsorships

Total Revenue Total Gravenhurst Business Improvement Area

31,883 20,706 1,579 800 1,265 842 541 57,616

34,559 19,109 1,389 (2,275) 197 826 715 54,520

32,531 19,395 2,700 1,000 1,250 900 800 58,576

33,200 18,626 2,050

(9,069) (1,635) (10,704)

(8,824) (1,062) (9,886)

(9,000) (1,000) (10,000)

(8,000)

46,912

44,634

4

48,576

1,000 900 800 56,576

(8,000)

48,576

669 (769) (650) (1,000) (250)

(2,000)

(3.4)

1,000 1,000 2,000

(20.0)

GRAVENHURST PUBLIC LIBRARY BOARD 2016 Operating Budget

Gravenhurst Public Library Board - 2016 Budget RECOMMENDED 2016 BUDGET $ 536,450 which is an increase of $ 22,191 or 4.3 % increase from 2015.

HOW THE LIBRARY IS GOVERNED AND FUNDED • The Library is governed by a Board of Directors appointed by Council and operates under the jurisdiction of the Public Libraries Act. The Board is directly accountable to Council for the effective, efficient and legal administration and operation of the Library.

• The Town of Gravenhurst provides the majority of funds needed for the provision of library services.

• The Library receives $35,800 annually from the province and is eligible for other provincial and federal funding.

29%

Circulation and Materials Community Hub

36%

Literacy Programs 35%

Administration/Operational Activities •

Administer and report on operations monthly and in quarterly verbal updates

•

Successfully promote library collections, services, programs, and events with year round and seasonal residents as well as visitors to the area Manage and track library user transactions including the creation of memberships, circulation of library materials, use of public workstations and wifi, collection of fees and fines, program registrations, room and equipment rentals Oversee the management of technology resources including Horizon integrated library system, reservation software, staff and public workstations, wireless access and electronic resources Guarantee the library is an inviting, safe, and clean public space

• • • •

Develop and implement policies and procedures to comply with legislation and reduce corporate liability 1

Gravenhurst Public Library Board - 2016 Budget Circulation and Materials •

• • • • • •

Provide access to print and non-print materials geared to all age groups, varying reading levels and a diversity of interests in a variety of formats including: magazines, newspapers, large print, graphic novels, board books, picture books, DVDs, CDs, audiobooks, online resources and electronic devices Ensure collections are made available and are accessible to members of the public who have print disabilities Keep pace with public needs for specific types of materials including new releases, popular authors, newsworthy topics, school curriculum, award winners and Canadian content Facilitate access to materials found in libraries throughout the province with the interlibrary loan service Make the special collection of books on the history of Muskoka available to the public and house the Gravenhurst Archives collection of historic photos and documents Provide high quality reader’s advisory services to library users that reflect comprehensive knowledge of the library’s collection and an understanding of individual library user’s preferences Deliver friendly, efficient and responsive customer service to all who walk through our doors

Community Hub • • • • • • • •

Provide a space where children and their families can enjoy selecting books, playing early literacy games, participating in children’s programming, meeting other families and connecting with our children’s programmers Offer a place where young adults feel welcome and can find materials geared to their age group, spend time visiting with friends, play games, do research and study Give people the opportunity to access the library’s online resources, e-books, the internet, email and government websites with the provision of public workstations and wifi Ensure spaces for quiet study, reading, research, and exam proctoring are available for those participating in distance and online education Develop partnerships with local community organizations who can provide guest speakers for adult lifelong learning activities Extend the library’s services into the community through outreach services to schools, senior’s residences, the farmer’s market and other organizations Provide a location where the public can photocopy, fax, and scan documents as well as receive assistance with these services Give everyone who walks through our doors a comfortable space to meet, visit, study, relax, read, play and experience a sense of inclusion

2

Gravenhurst Public Library Board - 2016 Budget Literacy Programming • • • • • •

Provide preschool literacy programming to give families an accessible means of helping young children develop an ability to read through activity and exposure to a variety of reading materials Give the public opportunities to access a variety of resources to increase digital literacy skills. This includes help with the development of cognitive skills that are used for executing tasks in digital environments Work with people who are interested in developing their critical thinking skills as this applies to information, research, and a variety of online resources Assist individuals and groups who wish to enhance their computer, software and social networking skills Provide opportunities for people to access information that is relevant, useful and of value in their day-to-day lives Offer programming that will support people’s experience as they augment their leisure time with activities

2015 ACCOMPLISHMENTS • • •

•

• •

•

Established goals and actions for the 2015-2017 strategic plan Expanded outreach services to seniors at three local seniors’ residences and developed partnerships with staff for the enhanced provision of these services Developed and provided high quality children’s literacy based programming throughout the year including: regular preschool story times, a full week of March Break activities, a successful pilot of Every Child Ready to Read, consistent outreach to local early years program and local schools, drop-in story times at the farmer’s market and a very popular slate of summer reading programs Grew relationships with local schools through activities, provided self-directed young adult programming and established a teen advisory group to assist with the development of the young adult collection and activities for teens Developed the Library’s connection with the Gravenhurst archives through shared activities and events Visited several recently renovated/built public libraries in southern Ontario, attended training and spoke with experts as part of research for making changes to the Library’s physical space Continued to grow strategic partnerships with a variety of individuals, groups and organizations including: cultural entities, literacy contacts, support agencies, volunteer programs, businesses, and other public libraries in the region

3

Gravenhurst Public Library Board - 2016 Budget DEFERRED 2015 INITIATIVES • •

Review and improve current collection development practices including selection, inventory, evaluation, assessment and weeding Explore, develop and provide access to additional lifelong learning opportunities for adults with emphasis on digital literacy skills

KEY INITIATIVES FOR 2016 • • • • •

Review and improve current collection development practices including selection, inventory, evaluation, assessment and weeding Explore, develop and provide access to additional lifelong learning opportunities for adults with emphasis on digital literacy skills Hire a library facilities design specialist to complete a facility site study for the purpose of determining and guiding future directions for changes to the Library’s physical space Expand means of informing area residents on what is available at the Library with emphasis on social media and partnerships Take the Library’s technology skills workshops on the road to other locations in the community

PERFORMANCE INDICATORS •

Active card holders

•

Number of physical items in collection

•

Number of interlibrary loans rec’d

•

Number of interlibrary loans lent

•

Number of E-visits website/social media

•

Total circulation

•

Number of programs

•

Program attendance

•

Number of people visiting Library

•

Number of people using workstations/WiFi

4

2013

2014

2015

4,158

5,015

5,332

43,890

47,015

49,929

2,227

2,420

2,446

2,229

2,333

2,527

31,800

24,426

54,159

94,750

99,925

102,892

308

254

478

9,199

8,119

8,721

43,150

48,550

56,776

10,300

10,851

10,302

Gravenhurst Public Library Board - 2016 Budget STAFFING CHANGES IN 2016 BUDGET Staff Total Full Time Equivalent

2015

2016 Change Comment

FTE

FTE

6.6

7

0.4

Part-time position will be left vacant at end of first quarter. Full time professional librarian to be hired in second quarter.

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Staff Costs: Increase of $22,791 • Negotiated increase and higher employee benefit costs (illustrated in yellow on page 6) • In order to accomplish key objectives set out in the Board’s strategic plan as well as continue meeting ongoing demand the need for the addition of a full time professional librarian has been established by the Board Transfer from Reserves: Increase of $13,600 • Library Development Charge Reserve - $8,000 for Library Collection • Library Equipment Reserve - $5,600 for Equipment Endowments: Increase of $30,000 • Use of the Henderson Endowment in the amount of $40,000 for Direction Three: Becoming the Community’s Great Room of the Library Board’s Strategic Plan 20152017 (illustrated in green on page 6)

5

Account Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Gravenhurst Public Library Board

Expenditures Staff Costs Professional Development Contribution to Reserve Transfers To/From Other Department Contracted Services Consultant Services Legal Services Information Technology Services Communications Other Services Equipment Henderson Endowment Materials & Supplies Library Collection

Total Expenditures Revenue Grants Other Fees Fines Sales Facility Rental Transfers From Reserves Henderson Endowment Investment Income Donations/Sponsorships

404,966 5,121 76,330

411,814 6,873

407,666 7,200

430,457 7,300

22,791 100

1,000 574 83

1,500

1,000 1,500

1,000

2,387

69,875 3,824 164 6,387 8,477 7,129 64,043 648,703

62,509 3,696 285 5,283 8,336 7,416 58,041 565,910

500 68,500 4,650 370 14,900 10,000 8,000 60,600 583,886

500 68,500 3,700 370 17,500 40,000 8,000 68,600 647,427

(46,676)

(47,691)

(8,132) (7,060) (865) (7,200) (9,100) (97) (78,250)

(7,073) (8,415) (823)

(38,777) (100) (8,500) (5,000) (750) (10,000)

(35,777) (100) (8,500) (7,000) (1,500) (13,600) (40,000)

(2,000) (750) (13,600) (30,000)

(6,500)

(4,500)

2,000

(8,583) (36) (1,330)

6

(950) 2,600 30,000 8,000 63,541

3,000

10.9

Account Description Total Revenue Total Gravenhurst Public Library Board

2014 Actuals (157,380)

491,323

2015 YTD Actuals (73,951)

491,959

7

2015 Budget (69,627)

514,259

2016 Recommended Budget (110,977)

536,450

$ Change 2015 Budget

% Change 2015 Budget

(41,350)

59.4

22,191

4.3

INFRASTRUCTURE SERVICES 2016 Operating Budget

RECOMMENDED 2015 BUDGET $6,972,867 which is an increase of $125,440 or 1.8% increase from 2015

4% 9%

Infrastructure

6% 35%

Facilities Parks Wharf Properties Street Lights

46%

Infrastructure • • • • • • •

Manage all Town infrastructure including roads, bridges, culverts, streetlights, cemeteries, facilities, water landings, parks and trails. Prepare administer and report on related annual operational and capital budgets.

Interact with stakeholders including taxpayers, the development community, internal divisions/departments, other governments/agencies, residents, elected officials, community/citizens’ and special interest groups.

Direct the development of engineering initiatives relating to transportation, roads, parks, cemeteries, facilities and fleet.

Manage tenant and joint use facility agreements alongside Corporate Services and Recreation Arts and Culture Departments Process entrance permit and road occupancy permits to ensure the municipalities interests are protected Provide engineering advice related to capital projects, commercial, residential and industrial development reviews, infrastructure needs and life cycle costing Develop and maintain performance measures for the Provincial Municipal Performance Measurement Program (MPMP) and for municipal benchmarking

Updated March 2, 2016

1

Facilities •

Develop and administer service contracts to ensure continuity of facility operations

•

Initiate building mechanical, and structural audits

•

Prepare long term facility capital plans to sustain and extend building life cycles

•

Energy demand and conservation planning in accordance with the Green Energy Act Oversee maintenance activities at all municipal facilities

•

Parks/Wharf • • •

Provide routine maintenance of the Town’s sports fields, fine turf areas and water landings Collaborate with various internal departments and community stakeholders to support the effective delivery of community events Recruit, train and supervise part time seasonal staff

Public Works • • •

Oversee infrastructure and capital construction programs, monitor processes and facilitates the resolution of any problematic issues Manage the maintenance of Town and District of Muskoka area road networks in accordance with mandated legislation and best municipal practices focusing on mitigating potential risk and liability exposure Implementation and supervision of the overall Fleet Management program including the acquisition and maintenance of vehicles for the Department

2

Cemetery •

Manage and provide routine maintenance of the Town’s cemeteries

•

Ensure operational compliance in accordance with the guidelines prescribed through the Cemetery and Funeral Burial and Cremation Acts Process of Internment and Burial Right Certificates

•

2015 ACCOMPLISHMENTS • • • • • • • • • • • • •

Completed a review of the Infrastructure Departments operational abilities and adjusted internal processes to achieve efficiencies Successfully adjusted departmental capital and operational budgets in response to immediate financial needs Conversion of 800 High Pressure Sodium Streetlights to energy efficient Light Emitting Diode Coordinated drainage improvements to sections of Musquash and Loon Lake Roads; Worked jointly with the RAC department implementing the installation of directional signage at the Centennial Centre; Construction of a K9 Dog Shelter at the Towns public dog park; Reclamation of the Towns Ball Diamonds, and implementation of a ball field maintenance program; Completed the scheduled Barkway Road Culvert Replacement; Completed walkway and drainage improvements at the Seniors Center; Completed the replacement of the MBHC Roof; Expanded preventative maintenance contracts including the management of the Towns Facility Building Automation Systems Successfully coordinated timely emergency repairs to the Centennial Centre Roof to facilitate the installation of solar panels Expansion and upgrading of the opera House HVAC system

DEFERRED 2015 INITIATIVES • •

Remediation of the Pineridge Gate SWM Facility; Klueys Bay Dock Repairs.

3

KEY INITIATIVES FOR 2016 • • • • • • • •

Completion of 23 planned Capital Projects approved by Council Continue to review and expand upon operational practices to improve the Town’s service delivery and investigate opportunities to reduce expenditures Continue to develop and enhance upon community and stakeholder relationships Enhancement of the Towns beautification program at area parks and landings partnering with the Communities in Bloom Committee Determine opportunities to align the Town’s planned annual roads improvement plan with the District’s capital initiatives focusing on joint capital ventures Expansion of the loose top gravel, brushing and ditching maintenance program Development of Individual Long Term Facility Capital Plans Continue to work with the District of Muskoka towards finalizing the Area Road Maintenance Agreement to ensure Gravenhurst is adequately compensated, and that the level of service is consistent with legislated best practices

These initiatives meet the following Gravenhurst Strategic Plan (2015- 2020) Objectives: • •

Objective 5A: Exceptional Municipal Customer Service Objective 5B: Exceptional Municipal Management & Operational Excellence

PERFORMANCE INDICATORS

•

Number of IssueTraq work orders completed

•

Number of entrance permits issued

•

Number of roadway occupation permits issued

2014

2015

Projected for 2016

140

160

160

12

23

30

48

48

STAFFING CHANGES IN 2016 BUDGET Staff Full Time Summer student for 10 weeks

2015

2016

FTE

FTE

26 3

26 4

Change Comment 1

4

Addition of 3 summer students in the areas of Events and Cemetery

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Roads & Parking Lots: Increase of $12,400 • Realignment of service delivery model by increasing the utilization of Town staff while reducing contracted services to the extent feasible (highlighted in yellow on pages 7 to 10).

• Cemetery revenue has been reduced in 2016 based on average sales in the past two years (highlighted in green on page 10).

Town Facilities: Increase of $74,800 • Repayment to the Community Reinvestment fund in the Terence Haight Carnegie Hall budget adjusted to reflect actual charge in 2015.

• Increased utilization of Town staff (Labour Costs) offset by reductions in Contracted Services as per the new service delivery model.

• Rentals revenue increase as a result of the solar panel agreement entered into in 2015.

• Aquatic Centre (highlighted in purple on page 19): o Utility Costs are up $76,100 primarily for hydro increases that started half-way through 2015 following an increase to the global adjustment charges and a reduction in hydro rebates. These costs are recovered from the YMCA who manages the Aquatic Centre. o Building and Grounds Maintenance costs are up $18,000 based on the actual experience of the past two years. o Management Fees are the fees paid by the Town of Gravenhurst to the YMCA to manage the Aquatic Centre. These fees are up $30,000 based on projected revenues and operating expenses for 2016-17. o Transfer from Reserves is down $21,000 as 2015 was the last year Development Charges were available to attribute to the facility.  Council Amendment to add $2,500 to Building & Ground Maintenance for Seniors Centre Wharf Properties: Increase of $12,700 • Increased utilization of Town staff (Labour Costs) offset by reductions in Contracted Services as per the new service delivery model.

• Facility Rentals adjusted to reflect 2015 experience.

• Other Rentals are rental revenue from boat slips at the docks. These revenues are not budgeted for 2016 as at the end of the year these revenues are transferred to reserve for future dock repair and major maintenance and the net impact on the budget is zero.

Updated March 2, 2016

5

Parks: Increase of $19,879 • Increased utilization of Town staff (Labour Costs) for parks maintenance based on identified need from 2015.

• Parks revenues increased to be more in line with 2015 actual experience.  Council Amendment to add $500 to the Parks budget to cover 50% of the property taxes in support of the downtown parkette.

Fleet: Net recoveries of $21,500 • Fleet charges and recoveries will be budgeted in the operating budget starting 2016 in order to improve fleet management and provide greater organizational transparency.

• Net recoveries offset Fleet-related costs for vehicle purchases that are not included in the Fleet budget.

Streetlights: Increase of $24,500 • $15,000 budgeted in 2015 to pay down the streetlight operating deficit has been removed as the deficit has been addressed.

• $40,000 increase in 2016 for the planned purchase of new Christmas lights within the downtown core.

Council Amendments to the Budget – March 2, 2016 • •

Council Resolution #36 to add $2,500 to the Building and Ground Maintenance account for the Seniors Centre budget.

Council Resolution #37 to support the downtown parkette by paying 50% of the property taxes for the downtown parkette property until the end of the 2015 – 2018 council term, estimated at $500 for 2016.

Updated March 2, 2016

6

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Infrastructure Services Roads and Parking Lots Roads Administration

Expenditures Staff Costs Labour Charges Fleet/Equipment Charges Professional Development Long Term Debt Repay Community Investment Fund Contracted Services Consultant Services Legal Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Permits Unallocated Revenue

Total Revenue Total Roads Administration

2,150,037 (1,617,806)

2,273,854 (1,486,236)

2,386,300 (1,671,500)

112,446 (185,264)

16,336 80,962 48,931 3,631 1,614 340 7,221 2,130 (3,984) 27,752 717,164

2,173,452 (1,732,480) 30 20,242 80,962 48,931 2,030 1,832 110 7,235 1,896 (7,491) 29,784 626,533

25,650 80,962 48,931 1,500 2,000 5,000 6,880 2,500 (950) 24,000 984,091

20,000 80,963 48,931 1,500 1,500 2,500 7,050 2,500 (1,000) 24,000 902,744

(5,650) 1

(2,108) (11,085) (13,193)

(4,250) (14,515) (18,765)

(1,800) (10,500) (12,300)

(3,000) (10,500) (13,500)

703,971

607,768

7

971,791

889,244

(500) (2,500) 170 (50) (81,347)

(8.3)

(1,200) (1,200)

9.8

(82,547)

(8.5)

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Road Maintenance Expenditures Labour Charges Fleet/Equipment Charges Contracted Services Materials & Supplies

Total Expenditures Total Road Maintenance

697,417 451,507 450,376 142,591 1,741,891

724,328 439,758 254,498 101,383 1,519,967

601,750 402,138 362,510 125,900 1,492,298

677,000 458,100 276,800 135,250 1,547,150

75,250 55,962 (85,710) 9,350 54,852

3.7

1,741,891

1,519,967

1,492,298

1,547,150

54,852

3.7

81,111 50,932 15,742 1,003 148,788

73,463 53,418 14,708 1,511 143,100

62,850 44,652 19,650 3,148 130,300

63,800 43,800 19,000 2,400 129,000

950 (852) (650) (748) (1,300)

(1.0)

148,788

143,100

130,300

129,000

(1,300)

(1.0)

Road Allowance Maintenance Expenditures Labour Charges Fleet/Equipment Charges Contracted Services Materials & Supplies

Total Expenditures Total Road Allowance Maintenance

8

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Parking Lots Expenditures Labour Charges Fleet/Equipment Charges Contracted Services Materials & Supplies

Total Expenditures Total Parking Lots

13,591 17,102 112,498 566 143,757

16,834 24,586 47,128 564 89,112

9,000 10,200 84,000 400 103,600

17,000 26,000 60,000 500 103,500

8,000 15,800 (24,000) 100 (100)

(0.1)

143,757

89,112

103,600

103,500

(100)

(0.1)

9

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Cemetery Expenditures Labour Charges Fleet/Equipment Charges Professional Development Utilities Building & Grounds Maintenance Contracted Services Communications Equipment Materials & Supplies

Total Expenditures Revenue Cemetery Fees Permits Sales Investment Income

Total Revenue Total Cemetery Total Roads and Parking Lots

63,382 19,334 155 2,278 1,431 8,541 1,318 291 769 97,499

90,282 33,524 172 2,252 4,026 8,364 1,329 370 516 140,835

75,455 20,960 830 2,500 7,100 7,000 1,371 700 1,150 117,066

94,600 21,000 200 2,500 7,000 7,000 1,400 700 500 134,900

(650) 17,834

15.2

(24,611)

(22,375)

(24,030) (10,157) (58,798)

(13,990) (8,421) (44,786)

(29,731) (900) (29,277) (8,771) (68,679)

(19,100) (500) (17,400) (8,000) (45,000)

10,631 400 11,877 771 23,679

(34.5)

38,701

96,049

48,387

89,900

41,513

85.8

2,777,108

2,455,996

2,746,376

2,758,794

12,418

0.5

10

19,145 40 (630) (100) 29

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Town Facilities Roads Shop

Expenditures Utilities Building & Grounds Maintenance Equipment

Total Expenditures Total Roads Shop

38,845 33,176 4,970 76,991

32,237 23,121 1,075 56,433

39,000 15,000

38,000 14,050

(1,000) (950)

54,000

52,050

(1,950)

(3.6)

76,991

56,433

54,000

52,050

(1,950)

(3.6)

3,559 1,923 479,344 50,557 67,960 13,494

5,181 2,528 481,417 53,436 99,914 3,878

4,100 2,100 486,472 57,400 73,000 1,000

100 100 233 6,000 3,000

Municipal Buildings Expenditures Labour Charges Fleet/Equipment Charges Long Term Debt Utilities Building & Grounds Maintenance Contracted Services Legal Services Materials & Supplies

Total Expenditures Revenue Facility Rental

Total Revenue Total Municipal Buildings

1,740 618,577

1,419 647,773

4,000 2,000 486,239 51,400 70,000 1,000 1,000 3,000 618,639

(119,141) (119,141)

(119,141) (119,141)

(109,212) (109,212)

499,436

528,632

11

509,427

1,500 625,572

(1,000) (1,500) 6,933

1.1

(119,141) (119,141)

(9,929) (9,929)

9.1

(2,996)

(0.6)

506,431

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

C.N. Station Expenditures Labour Charges Fleet/Equipment Charges Utilities Building & Grounds Maintenance Contracted Services Materials & Supplies

1,503 562 13,350 8,402 425

2,430 934 12,779 7,994 60

24,242

Total Revenue Total C.N. Station

Total Expenditures Revenue Facility Rental

24,197

1,500 800 13,150 7,000 1,000 500 23,950

500 23,900

(29,042) (29,042)

(29,790) (29,790)

(30,126) (30,126)

(30,126) (30,126)

(4,800)

(5,593)

(6,176)

(6,226)

12

1,500 800 13,700 7,400

550 400 (1,000) (50)

(0.2)

(50)

0.8

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Seniors Building Expenditures Utilities Building & Grounds Maintenance Contracted Services

Total Expenditures Revenue Facility Rental

Total Revenue Total Seniors Building

11,386 25,008 4,473 40,867

13,756 16,231

12,100 12,000

14,000 16,950

1,900 4,950

29,987

24,100

30,950

6,850

28.4

6,850

28.4

(3) (3)

40,864

(3) (3)

29,984

Updated March 2, 2016

13

(3) (3)

24,097

(3) (3)

30,947

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Ryde School Expenditures Labour Charges Fleet/Equipment Charges Community Support Utilities Building & Grounds Maintenance Contracted Services

Total Expenditures Revenue Unallocated Revenue Transfers From Reserves Donations/Sponsorships

Total Revenue Total Ryde School

194 47 94,580 (2,883) 1,840 6,109 5,066

1,340 3,000 99,161

(505)

(505)

4,561

(25,000) (69,580) (94,580)

4,581

14

1,500 6,000 7,500

(1,500) 6,000 6,000

(1,500)

(20.0)

(505)

505

(505)

505

(100.0)

(995)

(14.2)

6,995

6,000

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Terence Haight Carnegie Arts Centre Expenditures Labour Charges Fleet/Equipment Charges Repay Community Investment Fund Utilities Building & Grounds Maintenance Contracted Services Communications Materials & Supplies

Total Expenditures Revenue Facility Rental

Total Revenue Total Terence Haight Carnegie Arts Centre

909 223 59,423 9,961 37,418 2,077 1,169

214 46 72,779 10,395 29,344

1,000 300 59,424 10,500 12,000

1,000 300 72,779 10,500 12,000

111,180

1,171 50 113,999

1,100 400 84,724

1,100 400 98,079

(15,929) (15,929)

(15,929) (15,929)

(18,000) (18,000)

(18,000) (18,000)

95,251

98,070

66,724

80,079

6,312 6,312

10,800 10,800

6,500 6,500

(4,300) (4,300)

(39.8)

6,312

10,800

6,500

(4,300)

(39.8)

13,355

13,355

15.8

13,355

20.0

Communication Towers Expenditures Building & Grounds Maintenance

Total Expenditures Total Communication Towers

15

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Cemetery Shop Expenditures Utilities Building & Grounds Maintenance Equipment

2,276 2,227

1,983 2,261 4,244

2,500 2,500 700 5,700

Total Expenditures

4,503

Total Cemetery Shop

2,500 4,450 6,950

4,503

4,244

5,700

6,950

1,048 185 384,571 232,421 27,505 130,328 390 6,463

1,018 338 384,570 232,421 51,130 130,000 390 822

782,911

800,689

1,250 350 384,571 232,421 19,000 130,000 400 1,000 500 769,492

1,250 350 384,571 232,421 20,250 130,000 400 1,000 500 770,742

782,911

800,689

769,492

770,742

1,950 (700) 1,250

1,250

21.9

21.9

Heritage Centre Expenditures Labour Charges Fleet/Equipment Charges Long Term Debt Repay Community Investment Fund Building & Grounds Maintenance Management Fees Communications Equipment Materials & Supplies

Total Expenditures Total Heritage Centre

16

1,250

1,250

0.2

1,250

0.2

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Wharf Marina Expenditures Building & Grounds Maintenance Equipment

Total Expenditures Revenue Facility Rental

Total Revenue Total Wharf Marina

83

677

83

677

100 500 600

(100) (500) (600)

(11,340) (11,340)

(21,043) (21,043)

(20,520) (20,520)

(20,520) (20,520)

(11,257)

(20,366)

(19,920)

(20,520)

(600)

1,570 430

1,500 500 17,321 51,500 35,000 105,821

8,000 1,200 17,321 51,000 34,700 112,221

6,500 700

56,186 66,459 124,645

5,297 1,497 17,321 52,524 42,709 119,348

124,645

119,348

105,821

112,221

(100.0)

3.0

295 Muskoka Road S-Opera House Expenditures Labour Charges Fleet/Equipment Charges Repay Community Investment Fund Utilities Building & Grounds Maintenance

Total Expenditures Total 295 Muskoka Road S-Opera House

17

(500) (300) 6,400

6,400

6.0

6.0

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

101 Centennial Drive Expenditures Labour Charges Fleet/Equipment Charges Long Term Debt Repay Community Investment Fund Utilities Building & Grounds Maintenance Contracted Services

Total Expenditures

12,365 3,536 141,428 160,201 146,714 12,787 477,031

Revenue Facility Rental

141,294 82,000 163,500 100,000 15,000 501,794

(4,860) (4,860)

Total Revenue Total 101 Centennial Drive

9,906 4,561 141,294 87,037 168,462 84,986 327 496,573

477,031

491,713

18

501,794

10,000 5,000 141,468 87,037 166,500 91,100 501,105

10,000 5,000 174 5,037 3,000 (8,900) (15,000) (689)

(19,000) (19,000)

(19,000) (19,000)

482,105

(19,689)

(0.1)

(3.9)

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Aquatic Centre Expenditures Long Term Debt Utilities Building & Grounds Maintenance Contracted Services Management Fees

Total Expenditures Revenue Recovery of Utility Costs YMCA Transfers From Reserves

Total Revenue Total Aquatic Centre

565,712 236,943 34,706 139,231 976,592

(235,032) (21,000) (256,032)

720,560

565,174 297,946 44,065 149,090 114,395 1,170,670

(278,953) (21,000) (299,953)

870,717

19

565,174 237,000 20,000

565,874 313,100 38,650

700 76,100 18,650

200,000 1,022,174

230,000 1,147,624

30,000 125,450

12.3

(76,100) 21,000 (55,100)

21.4

70,350

9.2

(237,000) (21,000) (258,000)

764,174

(313,100) (313,100)

834,524

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

190 Harvie Street Expenditures Labour Charges Fleet/Equipment Charges Repay Community Investment Fund Utilities Building & Grounds Maintenance Contracted Services Equipment Materials & Supplies

Total Expenditures Total 190 Harvie Street

1,775 1,093 22,461 19,143 62,256

22,461 21,500 21,500

1,800 1,000 22,461 20,500 19,500

1,800 1,000 (1,000) (2,000)

100 (100)

(0.2)

(0.2)

20,335 22,780 3,103 320 34 46,572

80 106,808

65,461

100 65,361

46,572

106,808

65,461

65,361

(100)

1,000

1,000

10,100 10,400

8,000 15,400

(2,100) 5,000

1030 Kilworthy Road Expenditures Labour Charges Fleet/Equipment Charges Utilities Building & Grounds Maintenance Contracted Services Equipment Materials & Supplies

Total Expenditures Total 1030 Kilworthy Road

9,898 9,801 3,231 427

947 516 7,578 12,544 174

23,357

21,759

20,500

100 24,500

100 4,000

19.5

23,357

21,759

20,500

24,500

4,000

19.5

20

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

1622 Barkway Road Expenditures Labour Charges Fleet/Equipment Charges Utilities Building & Grounds Maintenance Contracted Services Equipment Materials & Supplies

Total Expenditures Total 1622 Barkway Road

453 249 7,346 4,876 174

500 500 8,000 16,500

500 500 (3,000) 7,500 (1,000)

11,000 9,000 1,000

32,945

13,098

21,000

100 25,600

100 4,600

21.9

32,945

13,098

21,000

25,600

4,600

21.9

544 205 10,575 24,362 35,686

1,937 796 9,269 25,793 37,795

1,300 200 10,800 32,000 44,300

1,700 800 10,000 31,800 44,300

35,686

37,795

44,300

44,300

2,949,256

3,164,224

2,944,189

3,021,564

10,582 17,858 4,142 363

180 Sharpe St-Library Expenditures Labour Charges Fleet/Equipment Charges Utilities Building & Grounds Maintenance

Total Expenditures Total 180 Sharpe St-Library Total Town Facilities

21

400 600 (800) (200)

77,375

2.6

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Wharf Properties Expenditures Labour Charges Fleet/Equipment Charges Long Term Debt Contribution to Reserve Repay Community Investment Fund Utilities Building & Grounds Maintenance Contracted Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Facility Rental Other Rentals Unallocated Revenue Donations/Sponsorships

Total Revenue Total Wharf Properties

127,409 52,011 188,912 22,212 116,866 40,521 33,171 26,353 9,065 5,710 1,023 14,002 637,255

127,527 62,251 188,911 34,502 116,866 35,934 8,005 34,939 1,478 74,099 1,958 15,137 701,607

135,351 43,509 188,912

143,500 56,000 188,912

116,867 41,500 8,500 70,000 1,400 7,710 2,200 13,500 629,449

116,867 39,000 8,500 50,000 1,500 6,700 1,000 14,500 626,479

(10,551) (29,397) (50)

(17,771) (34,502)

(26,037) (7,000)

(18,000)

(52,273)

(700) (33,737)

(39,998)

597,257

649,334

22

595,712

(18,000)

608,479

8,149 12,491

(2,500) (20,000) 100 (1,010) (1,200) 1,000 (2,970)

(0.5)

8,037 7,000 700 15,737

12,767

(46.6)

2.1

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Parks Parks Expenditures Labour Charges Fleet/Equipment Charges Professional Development Repay Community Investment Fund Utilities Building & Grounds Maintenance Contracted Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Sales Facility Rental Donations/Sponsorships

Total Revenue Total Parks

Updated March 2, 2016

152,895 60,447 4,048 12,551 12,143 18,955 29,647 1,289 76 2,301 13,983 308,335

181,343 81,457 2,530 12,551 12,260 23,443 32,317 1,603 333 3,094 13,929 364,860

(1,893) (22,168) (1,728) (25,789)

(3,379) (25,907) (1,578) (30,864)

282,546

333,996

23

142,459 51,732 5,660 12,551 11,900 34,050 33,500 1,200 600 4,000 12,850 310,502

(8,000) (1,500) (9,500)

301,002

160,000 70,000 3,180 12,551 11,900 31,500 36,000 1,650 600 3,500 13,500 344,381

17,541 18,268 (2,480)

(1,500) (20,000) (1,500) (23,000)

(1,500) (12,000)

321,381

(2,550) 2,500 450 (500) 650 33,879

(13,500)

20,379

10.9

142.1

6.8

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Communties in Bloom Expenditures Labour Charges Fleet/Equipment Charges Professional Development Materials & Supplies

Total Expenditures Revenue Donations/Sponsorships

Total Revenue Total Communties in Bloom

272 116 225 523 1,136

115 37 225 274 651

300 150 225 1,000 1,675

300 150 225 1,000 1,675

977

651

1,675

1,675

21,638 7,556 3,379 32,573

20,807 9,545 3,845 34,197

20,800 7,200 2,500 30,500

20,100 6,900 3,000 30,000

(700) (300) 500 (500)

(1.6)

32,573

34,197

30,500

30,000

(500)

(1.6)

316,096

368,844

333,177

353,056

(159) (159)

Uptown Area Maintenance Expenditures Labour Charges Fleet/Equipment Charges Materials & Supplies

Total Expenditures Total Uptown Area Maintenance

Total Parks

24

19,879

6.0

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

Fleet Fleet - Licensed Vehicles Expenditures Labour Charges Contribution to Reserve Repay Community Investment Fund Contracted Services Materials & Supplies

Total Expenditures Revenue Fleet Recoveries

Total Revenue Total Fleet - Licensed Vehicles

119,180

150,000

150,000

148,637 222,740 286,242 776,799

122,897 89,157 183,198 24,047 204,477 623,776

167,370 140,000 180,130 637,500

167,370 140,000 180,130 637,500

(655,853)

(673,688)

(649,000)

(649,000)

(655,853)

(673,688)

(649,000)

(649,000)

(49,912)

(11,500)

(11,500)

120,946

25

% Change 2015 Budget

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

Fleet - Unlicensed Vehicles Expenditures Labour Charges Repay Community Investment Fund Contracted Services Materials & Supplies

Total Expenditures Revenue Fleet Recoveries

Total Revenue Total Fleet - Unlicensed Vehicles Total Fleet

56,624 30,047 57,508 77,367 221,546

50,511 19,909 29,531 60,621 160,572

60,000 16,884 50,000 65,116 192,000

60,000 16,884 50,000 65,116 192,000

(225,618) (225,618)

(255,003) (255,003)

(202,000) (202,000)

(202,000) (202,000)

(4,072)

(94,431)

(10,000)

(10,000)

(144,343)

(21,500)

(21,500)

116,874

26

% Change 2015 Budget

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Street Lights Expenditures Labour Charges Fleet/Equipment Charges Long Term Debt Contribution to Reserve Repay Community Investment Fund Utilities Equipment

Total Expenditures Total Street Lights Total Infrastructure Services

336 72 20,240

20,241

20,241

12,233 110,446 52,513 195,840

9,834 2,133 20,240 15,000 12,233 118,497 53,099 231,036

27,233 115,000 65,499 227,973

12,233 115,000 105,000 252,474

195,840

231,036

227,973

6,952,431

6,725,091

6,847,427

27

(15,000) 39,501 24,501

10.7

252,474

24,501

10.7

6,972,867

125,440

1.8

RECREATION, ARTS & CULTURE SERVICES (RAC) 2016 Operating Budget

Recreation, Arts & Culture (RAC) - 2016 Budget RECOMMENDED 2016 BUDGET $1,058,269 which is an increase of $7,561 or approximately 0.7% from 2015

Arts & Culture

17%

44%

20%

Centennial Centre Operations Community Events Recreation/Waterfr ont

19%

Note: Administration Costs have been proportionately allocated to each service area

Administration/Operations •

Prepare, administer and report on annual operational budgets

•

Effectively market and promote Gravenhurst based recreation, arts and culture activities Process and reconcile customer transactions to include ticket sales, program registrations, facility and sport field rentals Ensure facilities are safe, clean and welcoming for public use

• • • •

Develop and implement policies and procedures to comply with legislation and reduce corporate liability Research, analyze and provide professional opinion on service provision through various reports and associated policy frameworks

1

Recreation, Arts & Culture (RAC) - 2016 Budget Arts & Culture • • • • • • •

• • • • •

• • • •

Work collaboratively with various community stakeholders to support and expand arts and cultural opportunities in Gravenhurst Provide leadership on the implementation of the municipal Cultural Plan Manage a professional performing arts facility – Gravenhurst Opera House - in the heart of our downtown that services a range from local amateurs to professional touring artists Manage the Opera House as a place for community gatherings, celebrations, programs and meetings Provide administrative and marketing support for the Music on the Barge summer concert series Provide a variety of programming to attract a broad range of demographics which includes residents and visitors Recruit, train and supervise part time staff and a large contingent of volunteers to successfully administer Opera House programs Recreation Deliver a variety of quality recreation programs for all ages that have minimal to no net impact on the municipal tax base Recruit, train and supervise part time seasonal staff to ensure the competent delivery of programs and services Build collaborative partnerships to expand community programs and services and help sustain local not for profit recreation and sport organizations Coordinate opportunities for youth engagement, leadership development and skill enhancement Active involvement in developing, promoting and tracking meaningful volunteer opportunities Events Provide leadership on the coordination and implementation of various Municipally and Provincially significant Events (i.e. Canada Day, Winter Carnival) Work collaboratively with the Chamber of Commerce, Business Improvement Area, Muskoka Tourism and other agencies, to promote Gravenhurst and its venues as a premier event location and year round tourism destination Administer event application and approval process to include liaising between event organizers, Town departments, and/or external agencies to facilitate successful bylaw and legislative compliance Plan and implement Corporate/commemorative events (Community Spirit Awards, Mayors Tea)

2

Recreation, Arts & Culture (RAC) - 2016 Budget 2015 ACCOMPLISHMENTS •

• •

• • • • •

•

•

•

• • • • •

Completed a review of the RAC organizational structure and adjusted positions and job descriptions to cost effectively enhance departmental mandate and achieve planned objectives Conducted a review of existing departmental marketing activities and developed a comprehensive plan for 2016 Increased RAC promotional initiatives by; developing Music on the Barge brand, strengthening Opera House brand recognition and redesigning/launching an enhanced Activity Guide Hosted the first Annual Cultural Summit with over 60 participants in attendance Participated in Culture Days and ranked within the top 10 municipalities under 50,000 residents Canada wide Completed and presented the new Opera House Strategic Business Plan which now guides the annual planning process Produced the first full season of summer theatre in Muskoka in over 10 years featuring over 100 performances Facilitated and implemented several Special Events and Celebrations, highlights include the Pan Am Games Torch Relay and Rick Mercer’s participation in the 45th Annual Winter Carnival Successfully delivered a diverse offering of programs and services which attracted visitors to the region, engaged residents within the community and positively impacted economic activity in Gravenhurst Expanded the growth and development of diverse youth programs in partnership with various community based organizations and groups – i.e. GHS students build new soccer program sheds, Youth at Heart/YMCA partnership Continued to enhance and develop collaborative programs with the YMCA to accommodate both membership based and non-member participants i.e. Pickleball, Beach Aquafit, March Break and Family Day programs Successfully developed and scheduled 4 summer sports leagues for children and adult women (Soccer, T-ball, Minor Ball and Ladies 3-Pitch) Implemented a Sledge Hockey program in cooperation with the Elmvale Bears – Winter Games Legacy funding assisted with equipment upgrades Completed a comprehensive Aquatic Safety Beach Audit which reviewed and made recommendations for all 6 Gravenhurst Beaches Implemented wayfinding signage at Centennial Centre in accordance with the Town’s newly developed signage standards Reviewed departmental vision, mandate and priorities to guide our service planning in alignment with the newly approved Strategic Plan

3

Recreation, Arts & Culture (RAC) - 2016 Budget DEFERRED 2015 INITIATIVES • •

Review Town’s involvement in Special Events to include; application process, timeline and financial assistance requests – to be completed in 2016 Review and update the Town’s operational agreement with the YMCA – to be completed in 2016/17

KEY INITIATIVES FOR 2016 • • • •

• • • • • • • •

•

Implement a centralized marketing strategy to effectively promote diverse recreation, arts and cultural offerings in Gravenhurst Increase participation and sales/revenue in all service areas through more intentional, strategic marketing initiatives Confirm the Cultural Roundtable, develop Terms of Reference and establish priority initiatives in support of the Cultural Plan Continue to provide quality arts programming and affordable entertainment at the Gravenhurst Opera House that is accessible and appeals to residents and visitors while working toward reducing the net impact of producing a summer theatre season Broaden business partnerships through packages which provide quality visitor experiences linked to Summer Theatre productions Introduce a Capital Seat Levy to address ongoing capital improvements Develop in-theatre school program offering curriculum based performances for school children from grades K-12 to Engage, Educate & Inspire Expand Music on the Barge programming to enhance other community events and celebrations such as Canada Day Facilitate a local youth service providers network to coordinate initiatives and effectively address service gaps Build the sustainability of community sports leagues by supporting the development of volunteer based organizing committees Establish the first Gravenhurst Lions Sports Hall of Fame inductees in collaboration with the Community Spirit Awards event.

Continue to develop and enhance relationships with local and regional service providers (i.e. neighbouring municipalities, Public Health, District of Muskoka, Chamber, BIA, Muskoka Tourism) to benefit the community of the provision of programs and services Establish a performance tracking system to evaluate departmental accomplishments and outcomes in relation to the Town’s strategic plan objectives

These initiatives meet the following Gravenhurst Strategic Plan (2015-2020) Objectives: • Objective 1B - More Effective Marketing • •

Objective 2B – A Well-Planned, Healthy, Green and Livable Community Objective 3A – A More Connected Community – A Vibrant Town supported by solid and active partnerships 4

Recreation, Arts & Culture (RAC) - 2016 Budget • •

Objective 4A – Valuing Our Cultural & Heritage Assets and Fostering Cultural Innovation Objective 5A – Exceptional Municipal Customer Service

•

Objective 5B – Exceptional municipal management and operational excellence

PERFORMANCE INDICATORS As a comprehensive and consistent system for establishing benchmarks and performance tracking has not yet been established, below are samples of performance measures that highlight achievements for 2015.

2015 •

Facility Bookings

•

increased arena permits, auditorium bookings, trillium court rentals and park permits and exceeded budgeted revenue

•

Opera House

•

doubled tickets sales in comparison to 5 year average totaling 12,100 and welcomed an additional 10,000 attendees in non-ticketed event

•

continue to see increases in participation with weekend attendance often exceeding 100 skaters and a growing mid-week day time program

•

increased program participation with just over 1,250 registrants in Town recreation programs

•

introduced new minor soccer league with 140 youth registrations

•

over 16,500 visitors during public guarding hours and an additional 3,000 visitors in waterfront events

•

8 shows presented with several shows attracting full visitation and donations achieved budget projections

•

facilitated over 120 events which drew over 60,000 visitors to Gravenhurst

•

Public Skate Programs

•

Recreation Programs

•

New Youth Soccer League

•

Gull Lake Beach

•

Music on the Barge

•

Special Events

5

Recreation, Arts & Culture (RAC) - 2016 Budget STAFFING CHANGES IN 2016 BUDGET Staff Full Time

2015 FTE 10

2016 FTE 10

Change

Comment •

0

• Casual and part time positions in operational areas

6.06

5.37

•

-.69

Decrease F/T Arena Operator position.

Add F/T Program Assistant position.

Reduction from realigned positions and adjustments between this department and Infrastructure Services.

EXPLANATION FOR SIGNIFICANT CHANGES FROM 2015 BUDGET Staff Costs: Decrease of $10,300 • These are allocated costs from Infrastructure Services that reflect changes in all RAC areas other than Opera House, based on a full year of operational experience (highlighted in yellow on pages 7 to 13).

Opera House: Increase of $32,160 • Reflects changes based on a full year in operational experience • The following areas affect this increase: o Staff Costs: Higher part time staffing costs associated with more performances and increased facility usage o Contribution to Reserve: A new capital seat levy fee of $2 has been added to every ticket (including rentals) to establish a reserve for future Opera House improvements. o Transfer to/from Department: A one-time internal revenue transfer of $20,000 from the Downtown Revitalization program in 2015 was addressed through direct payment for marketing costs and will not continue in 2016. o Performance Fees: Programming and production costs are based on the learning’s from the 2015 experience and reflect; larger summer productions, new school program, address the impact of the US dollar exchange rate. o Opera House Sales and Other Rentals: Revenues have been incrementally increased based on the growth opportunities experienced and identified in 2015

6

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Recreation, Arts & Culture RAC Administration

Expenditures Staff Costs Labour Charges Professional Development Transfers To/From Other Department Contracted Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Unallocated Revenue

Total Revenue Total RAC Administration

487,847 (115,552) 6,998 320 3,605 7,268 1,120 3,844 395,450

(11) (11)

396,007

389,185

7,049 (1,000) 602 19,088 8,270 912 5,753 436,681

10,600

432,293

7

11,000 (1,000)

3,250 14,700 12,000

20,800 12,000

4,000 433,735

7,000 465,919

(4,388) (4,388)

395,439

416,119

(5,000) (5,000)

433,735

460,919

26,934 400 (1,000) (3,250) 6,100

3,000 32,184

7.4

(5,000) (5,000)

27,184

6.3

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Centennial Centre Expenditures Staff Costs Labour Charges Fleet/Equipment Charges Professional Development Contribution to Reserve Transfers To/From Other Department Consultant Services Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Other Fees Facility Rental Arena Rental Other Rentals Unallocated Revenue Transfers From Reserves Donations/Sponsorships

Total Revenue Total Centennial Centre

256,622

4,577 30,000 (732) 3,463 1,934 22,316 8,861 327,041

(296) (6,716) (179,338) (2,063) (1,633)

247,819 840 342 2,222 5,000

301,033 12,000 5,000 4,250 5,000

258,150 5,000 1,000 5,250

(42,883) (7,000) (4,000) 1,000 (5,000)

439 3,400 4,053 41,482 9,898 315,495

3,500 4,000 30,000 9,500 374,283

3,700 4,500 32,500 13,000 323,100

200 500 2,500 3,500 (51,183)

(2,000) (9,000) (210,000) (7,500)

(1,500) (4,200) (204,000) (13,500) (2,500)

500 4,800 6,000 (6,000) (2,500)

(5,000) (233,500)

(5,000) (230,700)

2,800

(1.2)

(48,383)

(34.4)

(1,538) (7,603) (221,701) (13,623) (3,695) (790) (5,000) (253,950)

(30,000) (220,046)

106,995

61,545

8

140,783

92,400

(13.7)

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Recreations Programs Expenditures Staff Costs Transfers To/From Other Department Contracted Services Materials & Supplies

Total Expenditures Revenue Program Fees Transfers From Reserves Donations/Sponsorships

Total Revenue Total Recreations Programs

7,101 407 5,686 8,195 21,389

15,770 (300) 9,933 12,250 37,653

(31,709)

(37,458)

(3,681) (35,390)

(14,001)

9

24,750

16,950

(7,800)

11,000 13,500 49,250

8,100 23,000 48,050

(2,900) 9,500 (1,200)

(33,600) (10,000) (6,500) (50,100)

(600) (5,000)

(9,310) (46,768)

(33,000) (5,000) (6,500) (44,500)

(5,600)

12.6

(9,115)

4,750

(2,050)

(6,800)

(143.2)

(2.4)

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Waterfront Recreations Programs Expenditures Staff Costs Professional Development Contracted Services Communications Equipment Materials & Supplies

Total Expenditures Revenue Program Fees

Total Revenue Total Waterfront Recreations Programs

29,851 94 919 390 454 2,128 33,836

36,646 257 5,146 391 120 3,406 45,966

34,100 400 4,900 400

(13,758) (13,758)

(14,424) (14,424)

20,078

31,542

10

4,400 (100) (3,900)

2,600 42,400

38,500 300 1,000 400 3,000 2,850 46,050

3,000 250 3,650

8.6

(12,500) (12,500)

(14,000) (14,000)

(1,500) (1,500)

12.0

2,150

7.2

29,900

32,050

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Community Events Expenditures Labour Charges Fleet/Equipment Charges Transfers To/From Other Department Contracted Services Communications Equipment Materials & Supplies

Total Expenditures Revenue Grants Unallocated Revenue Donations/Sponsorships

Total Revenue Total Community Events

33,021 6,137

16,030 8,466 3,300 35,456 38,450 3,646 10,640 115,988

34,309 43,185 7,614 3,105 127,371

17,000 9,000

8,000 (2,000)

31,500 39,000 5,000 5,000 100,500

27,000 34,000 5,000 5,000 97,000

(4,500) (5,000)

(3,500)

(3.5)

100,500

97,000

(3,500)

(3.5)

(10,000) (1,168) (1,661) (12,829)

(1,900) (1,900)

125,471

9,000 11,000

103,159

11

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Opera House Expenditures Staff Costs Professional Development Contribution to Reserve Transfers To/From Other Department Contracted Services Legal Services Performance Fees Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Grants Other Fees Opera House Sales Sales Other Rentals Donations/Sponsorships

Total Revenue Total Opera House

313,357 2,338

348,552 2,804

200 19,852 176 113,875 35,072 12,892 11,161 6,217 515,140

275 9,796 232,934 45,157 21,154 11,782 8,861 681,315

170,000 43,840 14,200 14,000 6,800 508,940

250,000 44,100 17,400 14,000 6,800 683,600

(4,466) (126,728) (255) (22,705) (2,042) (156,196)

(5,120) (6,081) (229,182) (75) (25,355) (3,542) (269,355)

(4,000) (6,000) (153,000) (300) (18,000) (6,000) (187,300)

(6,000) (290,000) (300) (28,000) (5,500) (329,800)

358,944

411,960

12

270,800 3,300 (20,000) 6,000

321,640

327,900 3,400 13,000 7,000

57,100 100 13,000 20,000 1,000 80,000 260 3,200

174,660

34.3

4,000

353,800

(137,000) (10,000) 500 (142,500)

76.1

32,160

10.0

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Barge Concerts Expenditures Staff Costs Labour Charges Contracted Services Performance Fees Communications Other Services Equipment Materials & Supplies

Total Expenditures Revenue Donations/Sponsorships

Total Revenue Total Barge Concerts

104 49 28,719 693 632 221 372 30,790

(17,055) (17,055)

5,834 207 50 23,619 550 599

13,735

30,859

600 28,500 1,200 600 400 600 31,900

25,000 1,000 600 500 500 35,650

(16,766) (16,766)

(17,500) (17,500)

(16,500) (16,500)

14,093

13

6,050 2,000

14,400

19,150

6,050 2,000 (600) (3,500) (200) 100 (100) 3,750

11.8

1,000 1,000

(5.7)

4,750

33.0

Description

2014 Actuals

2015 YTD Actuals

2015 Budget

2016 Recommended Budget

$ Change 2015 Budget

% Change 2015 Budget

Municipal Cultural Plan Expenditures Materials & Supplies

2,796 2,796

5,000 5,000

5,000 5,000

2,796

5,000

5,000

1,048,273

1,050,708

1,058,269

Total Expenditures Total Municipal Cultural Plan Total Recreation, Arts & Culture

1,006,661

14

7,561

0.7

TOWN OF GRAVENHURST RESERVE, RESERVE FUNDS & ENDOWMENTS 2016 Operating Budget

TOWN OF GRAVENHURST Reserves, Reserve Funds and Endowments Balance Jan, 01 2015

--- Estimated for 2015 --Revenue Expenses

Estimated Dec 31 2015

--- Projected for 2016 --Revenue Expenses

Projected Dec, 31 2016

Reserves Working Fund Training Rural Facilities Gravenhurst BIA Accessibility Legal Insurance Planning Elections Corporate General Emergency Service Stations Emergency Service Vehicles Hall of Fame Information Systems Library Equipment Fleet General Equipment Roads & Bridges Facilities Community Reinvestment

(1,352,096) 0 (2,100) 0 (15,161) (23,100) (23,101) (46,043) (16,741) (73,731) (2,029) (7,042) (25,000) (61,175) (29,961) (18,865) (81,654) (353,117) (587,902) (5,010,065)

0 0

(44,455) 0 (47,809) (1,000) (220,575) (577,496) (1,370,860)

Total Reserves

(7,728,882)

(2,367,967)

(8,782) 0 0 0 (46,424) (22,750) 0 (27,817)

278,891 120,765 2,192,204

(1,352,096) 0 0 (8,782) (14,371) (23,100) (23,101) (68,992) (37,991) (43,731) (2,029) (34,859) (25,000) (89,051) (29,961) (66,673) (82,654) (294,800) (1,044,632) (4,188,722)

(122,000) (40,000) (371,300) (437,000) (1,245,454)

316,899 784,000 2,493,738

(1,352,096) 0 0 (9,656) (14,371) (23,100) (23,101) (28,992) (60,741) (213,731) (2,029) (33,859) (15,000) (11,596) (24,361) (88,673) (122,654) (349,201) (697,632) (2,940,438)

2,666,303

(7,430,545)

(2,753,378)

4,172,692

(6,011,231)

2,100 790

23,474 1,500 30,000

0 16,579

(874)

(10,000) (22,750) (210,000)

50,000 0 40,000

(214,000)

215,000 10,000 157,455 5,600 100,000

(80,000)

TOWN OF GRAVENHURST Reserves, Reserve Funds and Endowments

Obligatory Reserve Funds Federal Gas Tax Parkland Dedication Development Charges

(1,617) (179,834) (1,016,357)

(349,657) (96,492) (135,487)

295,383 63,722 218,865

(55,892) (212,604) (932,979)

(349,657) (71,900) (110,200)

366,500 174,000 66,500

(39,049) (110,504) (976,679)

Total Reserve Funds

(1,197,808)

(581,636)

577,970

(1,201,474)

(531,757)

607,000

(1,126,231)

Total Reserves & Reserve Funds

(8,926,690)

(2,949,603)

3,244,273

(8,632,020)

(3,285,135)

4,779,692

(7,137,462)

(1,007,678) (467,265)

(4,616) 257

31,900 8,583

(980,394) (458,425)

20,000 30,000

(960,394) (428,425)

Endowments Terence Haight Endowment Henderson Endowment (Library Board)

0 0

Note: The 2015 numbers have not been finalized at this time and may change in the audited 2015 year-end financial statements.