North Perth 2022 Draft Operating Budget

Municipality of North Perth

2022 Operating Budget November 24, 2021 Budget Meeting

This document is available in alternate formats, upon request.

MUNICIPALITY OF NORTH PERTH 2022 DRAFT OPERATING BUDGET Index Tab 1. BIA a) Administration Recap/Overview

Page Number 3 4

Tab 2. General Administration Operating b) Administration Recap/Overview

12 13

Tab 3. Clerk’s and Building Operating a) Clerk’s Department Recap/Overview b) Building Recap/Overview

16 17 20

Tab 4. Finance and IT Operating a) Finance Recap/Overview

21 22

Tab 5. Library Operating a) Library Recap/Overview

25 26

Tab 6. Fire Operating a) Fire Recap/Overview

27 28

Tab 7. Roads, Stormwater and Drainage Operating a) Roads, Stormwater and Drainage Recap/Overview

31 32

Tab 8. Environmental Services Operating a) Environmental Services Recap/Overview

34 35

Tab 9. Facilities and Programs Operating a) Facilities Recap/Overview b) Programs Recap/Overview

38 39 41

Tab 10. Combined Operating Budget a) 2022 Combined Operating Budget

48 49

Tab 11. Additional Documents b) 2022 Budget Policy

50 51

Tab 1: BIA

The Listowel BIA – 2022 Budget

2021 Year in Review 2021 Highlights: • Continued to build the “Discover Listowel” brand and market Listowel as a place to “Shop, Dine and Discover” through the revised execution of the 2021 marketing plan • BIA events (Summer, Holiday Season, etc.)

• Seasonal promotions and beautification • Listowel Loves Local Pledge Program • Community event support (partner, attend and sponsor) • COVID-19 Business Recovery Support • AGM Meeting

2021 Highlights Continued 2021 Holiday Season Highlights: • Decorating Contest for Businesses • Decorating Contest for Residents • Winter Bench Selfie Contest • Town Decorations • Deck the Halls Town Open House • Marketing through radio, print, websites, and social media

2022 Budget The Listowel BIA is requesting a total budget of $119,300. This is the same budget requested in 2021. We are not asking for an increase in our budget given the impact that Covid-19 has had on our businesses.

2022 Budget The budget will fund: • Events – coordinate, participate or support (Community Event) • Ongoing marketing and promotion through local media, newsprint, radio, social media and web (Advertising and Marketing) • Summer beautification – flowers (Beautification) • Holiday Decoration maintenance and add-ons (Seasonal Decorating) • A part-time Coordinator at 24 hours a week (Wages, Benefits, and Pension)

2022 Budget Continued Training for the Coordinator and Board (Conferences/Seminars) Meeting expenses (Meeting Expenses) Online Software and Memberships (Memberships/Website) Sponsorship of various events that promote Listowel (Sponsorship) Audit fees and Municipal staff support (Audit Fees, Internal Transfer – Admin Services, Grass Cutting, Banners and Christmas Décor) • General office supplies and cell phone (Office Supplies, Copier/Printer Costs/Postage/Wireless Service) • • • • •

2022 Focus • Continue with the “Discover Listowel” brand and market Listowel as a place to “Shop, Dine and Discover” through the execution of the 2022 Marketing Plan • BIA events (including AGM) • Seasonal promotions • Beautification (summer flowers, holiday decorations) • Community event support (partner, attend and sponsor) • Covid 19 recovery and business support efforts • Grant applications for various improvements and/or BIA programs

Tab 2: General Administration

General Administration: Operating Overview 2021 Review and 2022 Outlook General Administration: Municipal operations in 2021 continued to be fast-paced as North Perth continued to grow and develop. Additionally, municipal operations and staff continued to adapt to changing circumstances in response to the COVID-19 pandemic. As North Perth’s growth and COVID19 response and recovery efforts continue, the number of municipal and private projects/initiatives continue to stretch municipal staff and financial resources.

North Perth’s online engagement platform Your Say North Perth continued to be used widely throughout 2021 to increase and collect public input on the Municipality’s initiatives. Items that were posted in 2021 included: Downtown Commercial Design Guidelines, Off-Road Vehicles on Municipal Roadways, Municipal Administrative Services Feedback, 2022 North Perth Budget, 2022 Municipal and School Board Election and the Wallace Avenue South One-Way Block Trial.

All proposed 2022 operating budgets have been created using job rate, or the top wage for each position, with the exception of the child care portion of the Programs budget. Child Care will see a phased in implementation of this budgeting approach.

As approved by Council, North Perth has supported an extension of the Local Partnership Agreement with the City of Stratford to continue offering community transportation through PC Connect until March 2025. North Perth’s 2022 share of the cost of this service, $106,327.42, has been included in the proposed operating budget.

OMPF: In 2022, the Province is providing the Municipality of North Perth with $1,500,000 in funding through the OMPF, which is the equivalent of $259 per household (compared to the 2021 allocation of $254). 2022 OMPF revenue has been distributed amongst the department operating budgets.

Economic Development: A major focus for Economic Development in 2021 was continued business support and recovery in relation to the COVID-19 pandemic. This included sharing of supports, resources and regulations for business, surveying businesses on COVID-19 impacts while promoting local business and restaurant offerings to residents and visitors.

The Façade Improvement Program (FIP) and Commercial Building Guidelines, partially funded

by OMAFRA via the RED program, was researched, developed and launched in 2021. Strong interest and participation in the first year of this program will stimulate recovery, economic growth and enhance downtowns revitalization as we move into 2022.

The new North Perth Economic Development Advisory Committee (NPEDAC) structure continued in 2021 with a focus on sharing pandemic sector perspectives and priority-setting mandates that will guide recommendations and activities moving into 2022.

Key Year 1 Strategic corporate priorities led and completed by North Perth Economic Development in 2021: • •

Downtown WiFi Implementation Plan complete with future direction from North Perth Council Driftscape App launch to promote places and experiences for Youth and Young adult retention and attraction.

Two 2022 Economic Development capital budget projects items awaiting funding decisions are projects that align with strategic priorities: 1. G2G Rail Trail Monkton Trail Head project; and 2. Downtown Public Art and Dining Project.

If approved, both projects would have significant benefits to the attraction and retention of workforce and youth and support North Perth business growth.

Other strategic corporate priorities North Perth Economic Development plans to lead, contribute to or support in 2022 include: • • • •

Mayors Task Force Implementation (Youth Retention and Labour Reliability) Workforce Development Youth Attraction and Retention Community Development Assets and Infrastructure

Police Services: The 2022 estimated policing cost per property is $409.60, a decrease of over $6.00 from 2021.

The total estimated policing cost for 2022 is $2,546,473. The year-end adjustment for the year 2020 (included in the 2022 billing statement) produced an additional amount owed of $1,160.

With this adjustment, the grand total billing for 2022 is $2,457,633. The 2022 monthly billing amount of $212,303 has increased by $425 compared to the 2021 monthly billing amount of $211,878.

The main costs that contribute to the estimated policing cost per property is municipal base services and calls for service costs. It is important to note that the increase in the 2022 budget is due to the addition of more properties (new development) in the municipality. Other costs include overtime, contract enhancement, court security and prisoner transportation. The contract enhancements purchased by the Municipality of North Perth include the Detachment Sgt. and Detachment Administrative position. Our enhancements allow North Perth to have the OPP office in Listowel.

The Police Services Board has been budgeted for in the proposed 2022 operating budget, however, the new Community Safety and Policing Act, which is set to come into effect in 2022, would see all local Police Services Boards dissolved.

Respectfully submitted,

Kriss Snell Chief Administrative Officer

Tab 3: Clerk’s and Building

Clerk’s Department: Operating Overview 2021 Review and 2022 Outlook Clerk’s Department The statutory duties of the Clerk’s Department, including Council and Committee meetings, Council agendas, by-laws and minutes, licensing, updating and the implementation of new policies and the maintenance of public records has occupied most of the Department Staff time.

In 2021, Virtual Meetings continue to be the new way to host a Council Meeting.

The 2021 Essential level of compliance with the Emergency Management and Civil Protection Act will be achieved. The annual review and training session were held on October 19 th, 2021.

As the North Perth CEMC, the set up and hosting of the COVID19 Vaccine clinics has been a huge task; and ramping up again with the announcement of the 3 rd dose.

In 2021, the Perth County Joint Accessibility Plan being a comprehensive plan outlining the accomplishments and goals established by each of the Member Municipalities in order to meet the requirements of the AODA has been updated, as well as efforts were made to go beyond the requirements, in order to move towards a barrier-free Perth County. During 2020, it was determined that some of the third-party information added to the Municipal Website was not AODA compliant. Working with the AODA, the North Perth Staff has corrected this noncompliant issue.

The highlight for the Clerks Department in 2022 will be the preparation and implementation of a successful Municipal Election. The Election will be held on Monday, October 24 th, 2022.

New Staff appointments will be significant changes for the Clerk’s Department in 2022.

Canine Control Services The new process to purchase dog tags was implemented this year. At this time, no concerns or issues have been expressed with the new process. Due to pandemic, we still have not experienced the full value of our agreement with the Stratford Perth Humane Society to provide Canine Control services for the Municipality of North Perth. As soon as it is safe to do so, we have plans in place to meet and discuss a more seamless canine control service process. We are not anticipating any change to the 2022 Budget.

Planning Department Activity

2017

2018

2019

2020

2021

Zoning Amendments

18

21

23

19

14

Listowel Ward Official Plan Amendments

0

0

1

1

County Official Plan Amendment

5

5

4

4

2

Application for Minor Variance/Permission

15

18

14

24

14

Site Plan Agreements

19

18

21

17

15

Part Lot Control Exemption

8

7

6

7

5

Subdivisions •

Emerald Green Phase 3 File 3I92002

Status Construction of homes in Phase 2 is 90 % complete 10 permits have been issued for Phase 3

•

Lunor File NP 04-11

Conditions of draft plan approval extended until 2022

•

2104689 Ontario Inc./Agriloff Engineering Phase 3 (Industrial portion) File NP 06-01 Maitland River Estates File NP 07-02

Residential Portion complete

Permits are available for issuance pending final registration of easements

•

2459825 Ontario Inc. (formerlyTerrier Developments Inc. File NP 10-01 Zyta Phase 2 File NP 10-04

•

Nichol Properties Inc. File NP 18-02

Residential Construction continues in Phase 1, 2 and 3 in 2021

•

NP 18-03 Dallmitch Holdings Ltd Atwood

Subdivision Agreement approved and amended in 2021, Construction anticipated in Phase 1 in 2022

•

NP 20-01 Makem Developments – 19 McLaren Avenue North, Listowel

Anticipate construction in 2021

• • •

No activity in industrial portion Construction continues into 2022 (approx.

75% complete)

No activity

• • •

NP 20-02 H J Donegan Holdings Maitland River Estates 2 NP 20-03 Terra Park Developments Condo

Anticipate draft plan approval in 2022

NP 16-20 – Bennett Koch (Binning St. W.)

Phase 1 complete and construction of home is complete Phase 2 draft plan pending

Construction is complete and occupancies have been granted

As Council is aware, in 2019, the County of Perth, Township of Perth East, Municipality of North Perth, Municipality of West Perth and Township of Perth South engaged in a comprehensive review of planning service delivery models. As a result of the review, the recommendation was to implement a single tier service model delivered by the County of Perth and this was supported by each of the five municipalities. At the February 8, 2021 Council Meeting, North Perth Council passed Bylaw No. 15-2021, authorizing the execution the new planning service level agreement. At the February 22nd Council Meeting, Council approved the 2021 Planning and Development Service Fees. The 2022 Planning Budget reflects these changes.

In 2022, we are anticipating more housing development and the completion of the updated County of Perth Official Plan.

By-law Enforcement/Property Standards Department 2021 Statistics 272 incidents • • • • • •

34 property standards 20 zoning 47 parking 29 animal complaints 19 noise 123 Other (including transient traders, pools, signs, general patrol and nuisance)

With a full Staff complement, the By-law Department was able to update many policies By-laws and work on communication strategies to educate North Perth residents. This will continue as a goal for the Department in 2022. In addition, due to the resignation of an Officer, we will be working on a Staff Plan for the future.

Respectfully submitted, Patricia Berfelz Clerk

Building Department: Operating Overview 2021 Review and 2022 Outlook 2021 Review Building activity has remained consistent with past years in regards to the number of permits issued per year. Residential construction remains the predominant permit type as we ride the wave of high demand for residential units. Commercial permit activity has remained consistent as well as industrial permit types. Agricultural permits have decreased slightly but this is expected to rise in the coming year. Our first year using the new building permit software (Cloud Permit) has been a great success and has helped in greatly reducing in person contact with permit applicants. It is expected that we will meet our budget target as submitted for 2021.

2022 Outlook We are anticipating another busy construction season in all sectors of permit types and expect residential activity to remain strong provided that we have adequate residential land supplies.

Based on activity experienced through site plan development applications we can expect to see a spike in commercial permits in 2022. An increase of approximately 5.89% has been factored into the 2022 operating budget as we were instructed to budget all salaries at the top of the pay grid which in turn increases all other categories such as vacation pay, pension contributions, workers compensation, etc. There was also a significant increase in our department’s property/liability insurance portion contribution. There are no capital projects proposed for the 2022 year.

In closing, I would note that the North Perth Building Department budget has historically been self-sustained by permit and service fees collected and does not impact the overall tax levy.

Respectfully submitted,

Ed Podniewicz, CBCO Chief Building Official/Zoning Administrator

Tab 4: Finance and IT

Finance and IT Departments: Operating Overview 2021 Review and 2022 Outlook General Processing and Accounting: The Finance and IT Departments have focused on the implementation of the 2021 Business Plan as approved by Council, and again, will be focusing on the implementation of the Council approved 2022 Finance and IT Departments Business Plans priorities, as part of ongoing operational responsibilities, to advance the strategic goals of the Municipality of North Perth.

Project priorities will be integrated with operational expectations for the department.

In 2021, the Finance staffing complement was volatile throughout the year with staffing changes.

This will continue throughout the first quarter of 2022. Additional staff hours have enabled the department to cope with vacancies and the continued increase in the number of annual transactions for audit, volume increase, legislative changes, asset management detail, funding documentation, supplemental tax billings and additional ongoing billings for taxes, water/wastewater, day care, etc. With the addition of a new staff member in 2022, Finance will be better equipped to support other departmental needs with regard to ongoing development within North Perth.

The Bids and Tender software application ensures a fair and competitive purchasing process for more and more products and services throughout the organization. The Finance and Purchasing Assistant position has demonstrated a consistent and supportive role for Department Heads and Supervisors that ensures all necessary documents are circulated and received for each purchase. The new Purchasing By-law remains outstanding for Council’s consideration in 2022.

The plan is to bring a revised draft to Council in the second quarter for consideration.

The Administrative Process Efficiency Review completed by KPMG consultants at the end of 2020 remains the basis for further development and changes in processing for both the Finance and IT Departments.

In an effort to manage increased workload through efficiencies, the Finance Department staff continued to document processes and procedures for the various aspects of each position within the department. We are continuing to document Standard Operating Procedures (SOP) for all processes. This endeavor gives us the opportunity to review our processes for efficiencies, as well as documenting each task for cross training initiatives. The SOPs have come in handy over the past year with staff changes and vacancy coverage.

The new General Ledger account structure and budgeting software will have a profound impact on our accounting and reporting polices and processes. This, in conjunction with organization structure changes will make it difficult for Council and Staff throughout 2022. Reporting will be a challenge until the new data flow through is refined and understood. As well, the implementation of the paperless accounts payable initiative, is expected to dramatically improve invoice approvals and payment processes for all departments. This initiative will also provide a more efficient filing and retention system for all municipal invoice documentation.

The Municipal Property Assessment Corporation (MPAC) implemented a new process for public access in North Perth but, unfortunately, this was discontinued due to COVID restrictions. We hope this process will start up again sometime in 2022 so that an assessor is in our office one day a month to work with staff on outstanding matters and to meet with the public upon request.

This arrangement began in October of 2019 and was working out very well for all parties but is still delayed.

Property assessment performance by MPAC within North Perth has ebbed and flowed over the past year. MPAC final assessment run in 2021 did include a number of older occupancies so some headway has been made to catch-up. We still have some outstanding assessment issues from 2020 that we plan to clean up in 2022. Hopefully, MPAC will feel comfortable committing to a 95% or better performance objective in future agreements. Assessment support training for staff was curtailed again in 2021, therefore, we continue to work with our assessment consultant, as needed.

MPAC did not roll out the new assessments in 2021 and we are anticipating that this will not happen in 2022 either. The Province has, however, announced that municipalities will be able to implement new sub classes for business. We have worked with the County and other lowertier municipalities with regard to the options that are available. Upon seeing the regulations, it is thought that there is limited, if any, net benefit for the implementation of the options.

Council updated the municipal Asset Management Plan (AMP) in 2020 to consider service delivery level. In addition to specific project work, the AMP implementation is underway and will have long-term benefits for the financial management of North Perth’s assets. Working with all other Departments, the corporate asset data base is being reviewed in detail to ensure GIS location, accuracy, condition rating and completeness. As well, the asset inventory, GIS location and values are reconciled with our accounting processes to confirm data accuracy for the basis of long-term financial forecasting for each departmental financial plan. Staff training and budget integration will be ongoing in 2021 to meet all legislative requirements and the priorities of the Finance Business Plan.

Information Technology Services: Information Technology Services (IT) focused on the implementation of the Council approved 2021 IT Business Plan priorities, as part of ongoing operational responsibilities, to advance the strategic goals of the Municipality of North Perth. The IT Department’s focus for 2022 will be what Council approves in the 2022 Business Plan.

The IT Governance Group was initiated in 2020 and has continued throughout 2021. The Group has established their terms of reference and set some priorities within their scope. Their recommendations will help focus limited resources as all municipal services are becoming more reliant on IT tools throughout the organization. Increased demand from each department requires ongoing upgrades to utilize new technologies and to meet the legislative, public information, documentation, accessibility, etc. demands. The Group will promote priorities and ensure the integration of applications for efficient installation and utilization throughout the organization. A review of the effectiveness of the IT Governance format will be completed in the latter part of 2022.

IT staff were kept extremely busy again in 2021 addressing Council and staff continuous needs for remote access for ongoing municipal operations. It is anticipated that this level of support will continue for the long-term. The new tools have enabled Council and staff operating flexibility.

The IT Operating Budget for 2022 has been separated from the general Finance Department and it is the intended to be fully allocated to all other supported services by the 2025 budget.

As per the 2021 Business Plan, an additional staff person was added to the IT Department to support the additional workload.

BIA: A detailed 2022 Operating Budget Report for the BIA will be presented to Council by the BIA Chair, Scott Patterson, for consideration. The resulting BIA tax rate is applied to commercial property assessment within the established Listowel BIA area.

Conservation Authorities: The Maitland Valley and Grand River Conservation Authorities have not provided their annual draft budgets and levy requisitions for 2022. The municipal operating budget for 2022 includes an estimated budget increase of 10% for both Authorities.

Respectfully submitted, Frances Hale Director of Finance/Treasurer

Tab 5: Library

North Perth Public Library: Operating Overview 2021 Review and 2022 Outlook 2021 Review The impacts of the continuing COVID pandemic continued to affect library services throughout 2021. Programming continued online, and materials were difficult to obtain. However, NPPL continued to support the community by providing an enhanced digital collection, lending out of WIFI hubs, and providing the printing of vaccination passports to the community, over 2,600 were printed from mid-September to mid-November.

The NPPL is seeing increasing numbers in patron use each month although not yet again at 2019 numbers for traffic and programming due to continued limitations. The United Way Hub project started up again in 2021, which the library is a large stakeholder and partner in the developing of plans and priorities.

2022 Outlook The 2022 Operating Budget for the North Perth Public Library Board is status quo budget in terms of service levels. The budget is presented in an assumption that COVID will present less restrictions on typical services and building operations.

Points to note in the 2022 Operating Budget are: •

•

•

•

Staff wages o COLA, o budgeting at the top of the pay grid for new staff o interim CEO wages coming out of part time line, but budgeted in full time Increase to computer maintenance fees o In 2021 this was prorated; the library will be paying full costs per computer in 2022 Maintenance costs o Library now incurring rental costs instead of managing building costs o Building management transferred to Manager of Facilities Revenues o The library board has decided to move to a fine free model affecting revenues – although no effects felt as fine free through 2019 and 2020 o OMPF grant will no longer be a library revenue

Respectfully submitted, Ellen Whelan, Interim CEO North Perth Public Library

Tab 6: Fire

North Perth Fire Department: Operating Overview 2021 Review and 2022 Outlook 2021 Review Administration The NPFD experienced significant administrative staffing changes during 2021. Sarah Jamieson accepted a secondment within the municipality, and the Administrative Assistant position has been filled on a contract basis. Chief Smith retired effective October 31 after almost 44 years of dedicated service to his community. Janny Pape was appointed as Fire Chief November 1.

The variances in full time and part time salary and wages are attributed to the Administrative Assistant position being filled by a contract rather than a full-time employee, as well as the overlap of Chief Smith and Chief Pape working together during the month of October.

Public Education Covid-19 protocols continue to limit our ability to provide public education in North Perth’s schools. Fire safety information was distributed to 150 families who participated in a virtual Teddy Bear Play Day in June. Additionally, fire administrative staff conducted 5 virtual and 2 in person fire safety presentations to school age children throughout the year. The NPFD engages with the public through the municipality’s social media platforms and through the use of signs outside of the Listowel and Monkton fire stations. Public service announcements have been scheduled to run on local radio stations during the holiday season.

Fire Prevention Fire safety inspections continue to be conducted as the result of a request or complaint, as required by legislation. 181 fire safety inspections were conducted in 2021, with the majority performed in residential occupancies. Fire safety inspections and fire drills were completed for each of the registered vulnerable occupancies within the municipality, as required by Ontario Regulation 364/13.

Operations North Perth Fire Department personnel responded to 225 alarms to date in 2021, including 6 in West Perth, 2 in Perth East, 1 in Mapleton, and 2 in Huron East. Five recruits (4 in Listowel, 1 in Atwood) are scheduled to complete their probation period December 5. One recruit joined the Monkton Station in late 2021. These firefighters fill vacancies created by resignations and retirements throughout the year.

Training In-person training and education opportunities continue to be restricted due to Covid protocols, which has resulted in reduced conference, training and meeting and travel expenditures in 2021.

NPFD personnel completed the following training in 2021: NFPA 1002: Fire Apparatus Driver/Operator (Pump ops) NFPA 1035: Fire and Life Safety Educator Livestock Truck Rollover Training

14 participants 3 participants 9 participants

Communications Emergency dispatching will be transitioned from Stratford Fire Department to the Owen Sound Police Services (OSPS) effective January 5. Fire Administration continues to work with representatives from OSPS to ensure a seamless transition.

Fleet and Equipment Three new apparatus were delivered during 2021; new pumpers in both Monkton and Atwood, and a new tanker in Listowel. Monkton’s former front-line pumper has been kept as a reserve unit, to address concerns related to on-going challenges with securing parts to service fire apparatus.

Procuring firefighting tools and equipment continues to be a challenge due to on-going global supply chain challenges. When the tools and equipment on order are received, the 2021 equipment budgets at all three stations will balance out.

2022 Outlook The proposed 2022 operating budget is impacted by: •

•

•

The depreciation allocation for Self-Contained Breathing Apparatus (SCBA) will be transferred from the fire administration budget to be evenly distributed between the Listowel, Atwood and Monkton stations.

Rent costs for the Listowel, Atwood and Monkton fire stations, as well as the NPFD training facility, have been introduced to reflect the new facility model to overall administration costs.

Increased fees charged for dispatching services moving forward were previously communicated by Council Report dated March 15, 2021. OSPS will provide a higher level of service than Stratford Fire Dispatch, allowing more NPFD to respond directly to emergencies and ensuring compliance with NG-9-1-1 requirements.

•

•

•

•

A proposed recruitment and retention strategy for volunteer firefighters. In addition to undertaking a review of firefighter remuneration, the strategy will consider developing a professional development program for all ranks within the department, implementing a performance evaluation process, and a recognition program specific to NPFD volunteer personnel. The proposed budget includes COLA increases to firefighter per diems, hourly wages and annual stipends.

Apparatus and equipment repair and maintenance costs have been increased by 25% due to on-going supply chain challenges. Additionally, with Chief Smith’s retirement, fewer in-house repairs will be possible.

Increased depreciation costs are attributed to the purchase of three new fire apparatus (i.e. Listowel tanker (Unit 13), Atwood pumper (Unit 22), and Monkton pumper (Unit 32)).

The proposed budget includes an increase to training and education for fire department personnel. This increase is attributed to the amount of training that will be required to bring personnel back up to speed with first responders and drivers training after such a lengthy time away from practical hands-on-training opportunities.

Respectfully submitted, Janny Pape Fire Chief

Tab 7: Roads, Stormwater and Drainage

Roads, Stormwater, Drainage: Operating Overview 2021 Review and 2022 Outlook Roads The Roads program saw normal operating and maintenance activities and expenses in 2021.

Gravel road programs, including grading and dust control, were on schedule and budget.

Weed control programs, including spraying and cutting, are being coordinated with the County and other lower tiers. Winter control activities were also considered typical in the January to March period.

The 2022 projected budget reflects the addition of the GIS Technician in the salaries as well as increases to material costs for the gravel and dust maintenance programs. New budgeting for centralized facility operations are also reflected in the operational accounts. An increase in the tree maintenance and naturalization account reflects needed Ash tree removals starting in 2022 and carrying forward over several years.

Stormwater Regular system maintenance of storm pipe, catch basins and overland flow routes continued through 2021. Small projects are included in these operational budgets and include urban drain upgrades, culvert repairs and replacement to these assets particularly small culverts and structures.

The 2022 program will continue with regular maintenance activities as well as the planned improvements to the infrastructure.

Drainage Drainage maintenance and repair activities continue year-round. Additional projects including naturalization and erosion protection in conjunction with MVCA. This budget reflects Drainage Superintendent activities carried out over 3 days per week. These activities are increasing with over 30 large drain repairs conducted or in process in 2021, the 2022 outlook expects an equal amount of maintenance and improvement requests.

Equipment In general, equipment operations and repair costs remain constant. The purchase of new equipment continues to increase longer life cycles, lowering repair costs. Updates of unit charge out rates is anticipated as part of the Asset Management Plan in 2022.

GIS The GIS program targeted the digitizing of the as built library and the creation of asset listings in conjunction with the Asset Management Program (AMP) as well as coordination with the finance software Citywide. Other activities include mapping services and provision of spacial information being provided for departments and municipal projects.

2022 will see ongoing updates to the asset library as new infrastructure is added and existing infrastructure is evaluated and updated into the GIS.

Respectfully submitted,

Lyndon Kowch Manager of Operations

Tab 8: Environmental Services

Environmental Services: Operating Overview 2021 Review and 2022 Outlook Water/Wastewater: The North Perth water/wastewater division services the following residential and commercial customers at the end of 2021: • • • •

Residential water customers – 3,525 (increase of 153) Residential sanitary sewer customers – 3,660 (increase of 159) Commercial water customers – 306 (increase of 3) Commercial sanitary sewer customers – 300 (increase of 3)

Under Provincial Regulations, water and wastewater systems are required to be self-funding and therefore, are on a user pay system. The goal is to provide a quality product while maintaining affordable pricing. Residential growth continued to be strong in 2021 as illustrated by the 933 locate requests completed to date.

2021 budget allocations for both revenues and expenses were generally as expected. Water and sewer rates have been amended for 2022 following the rate plan approved by Council.

Water: The Municipality of North Perth owns and operates four water systems located in Atwood, Listowel, Molesworth and Gowanstown.

The following maintenance activities occurred in 2021: • • • • • • • • • • • • • •

Gowanstown well pump inspection and servicing Hydrant painting program continued New lighting was installed at Well 5 Chemical pumps replaced in Gowanstown and Molesworth Yard hydrants installed in Listowel and Gowanstown for sampling purposes New watermain for 3rd phase of the Nichol Subdivision was connected New watermain for the 3rd phase of Emerald Green Subdivision was connected New Watermain was installed on Albert from Scott to Edgar Line 84 Looping of new watermain was completed Malcolm Crescent watermain was connected to the Listowel System Watermain on McLaren Avenue was extended and was connected New Apartment Complex water services on Wray was commissioned and connected to the system Atwood Lone Oak watermain extension Dalmitch Subdivision watermain phase 1 commissioned and connected to system

Ministry of Environment, Conservation, and Parks (MECP) inspections are completed each year. To date, Atwood, Gowanstown and Molesworth Inspection Reports have been received.

Atwood and Gowanstown had no non-compliances while Molesworth had one non-compliance.

Listowel’s 2021 inspection has not been completed.

Water system plans for 2022 include the following: • •

• • • •

Hydrant painting program – 100 per year Listowel Well #4 pump inspection and servicing Yard hydrants in Molesworth Water Tower ROV Inspection Listowel downtown core valve turning New VFD’s to be installed in Well #6 and Well #4 in Listowel

Wastewater The Municipality of North Perth owns and operates the Wastewater Treatment Plant (WWTP) in Listowel, 5 pump stations throughout Listowel and 2 pump stations located in Atwood, as well as the associated collection systems in both Listowel and Atwood.

In addition to the regular operations and preventative maintenance activities required for the wastewater treatment plant, pump stations and collection systems, the following activities took place in 2021: • • • • • • • • • • • • • •

All blowers inspected and vibration analysis completed by contractor UV bulbs cleaned and replaced as required All on-line Dissolved Oxygen and Suspended Solids sensors inspected and calibrated Filter #2 sand replacement and chemical treatment to porous plates Aeration Tank #2 rehabilitation including tank clean out and replacement of all air diffuser membranes Septage Receiving Station tank cleanout and inspection twice Septage Receiving Station replacement of auger and a new grinder pack purchased Winston Street Pumping Station two new pumps where purchased Overflow locations at Pumping Stations and the collection system had new check valves installed Sanitary flushing and CCTV work was completed on 21,000m of sanitary main Lagoon Pump and associated piping was installed at the Wastewater Treatment Plant Side Roof at the Wastewater Treatment Plant was resurfaced New VFD at Atwood Pumping Station #2 was installed Highway #23 Pump Station annual maintenance to all pumps

Plans for 2022 include the following: • • • • •

Scum Removal addition at the Wastewater Treatment Pant Waste Station upgrade at the Wastewater Treatment Plant Roof Resurfacing at the Wastewater Treatment Plant Continued I & I work to be completed New Return Activated Sludge pump purchased and installed

• •

Filter cleaning and rehabilitation at WWTP Continue with aeration blower refurbishments and actuator replacements

Solid Waste The Solid Waste Division had a successful year in 2021. Landfill tipping fee revenue was higher than budgeted by approximately $30,000. Automated collection revenue continues to increase as residential growth in North Perth expands. To date in 2021, 123 new waste bins and 153 new recycling bins have been added to the program. Overall, landfill expenses were generally as budgeted.

The Solid Waste Division revenues are generated mainly through user fees such as automated bin fees, tipping fees, the sale of scrap metal, and through provincial programs for electronics and hazardous waste. In 2021, Council directed staff to amend the Solid Waste Fee Schedule to achieve a complete user-fee based operational budget.

Recycling in Ontario continues to see changes. Since 2019, tire recycling, battery recycling, electronics recycling and Municipal Hazardous and Special Wastes have moved to a producer responsibility model. The Blue Box Program is scheduled to move to producer responsibility in 2024.

The mattress recycling program began at the Elma Landfill in April of 2017. Recycling mattresses and box springs saves valuable landfill space and reduces wear and tear on the compactor. A total of 1,022 mattresses and box springs were recycled in 2021 to date, the equivalent of seven tractor-trailer loads. Since the program began, over 4570 mattresses and box springs have been recycled equal to 30 tractor-trailer loads.

An Expanded Polystyrene (EPS) Styrofoam recycling program was introduced at the Elma Landfill on October 1st of 2020. Through the first year, 222 cubic yards of EPS has been collected, the equivalent of 1.59 tractor-trailer loads being diverted from the landfill.

Both the Listowel Landfill and the Wallace Landfill continue to be monitored throughout the year with semi-annual water testing as required by their Environmental Compliance Approvals.

The Wallace Landfill reporting frequency has been reduced to once every three years rather than annually.

Tab 9: Facilities and Programs

Facilities Department: Operating Overview 2021 Review and 2022 Outlook 2021 Review The Parks and Recreation Department has begun a transition to become two departments that will work closely together to provide quality Recreation Facilities and Programs to the residents of North Perth. Moving into 2022, two separate budgets will be presented.

The department continues to be impacted by COVID-19 and operates in response to the changing guidelines and mandates through the Province and Huron Perth Public Health. This year the facilities were used on multiple occasions as mass vaccination clinics. This required a great deal of staff involvement in setting up and coordinating the satellite clinics. The Facilities Department, in cohort with the Programs Department, employs a team of contracted security personnel and Municipal staff in the active screening and validation of vaccination documents of users.

Utilization rates in facilities have increased with the loosening of COVID-19 restrictions, however, bookings and revenues are not in keeping with previous year’s budgets. This has been the case throughout all facilities including pools, sports fields and community centres. In many cases expenses have remained constant or seen increases with contracted security, additional cleaning and rising fuel costs. The utilization of open green spaces remains high with an emphasis placed on parks and trail maintenance.

2022 Outlook As above, new budget accounts have been created specifically for Facilities. This includes all facilities previously accounted for under the “Parks and Recreation” department along with newly added amenities including Cemeteries and Perth Meadows. It should be noted that the budget has been optimistically created with the notion that, as the province begins to go through opening stages that utilization will be similar to 2019 projections.

A new framework for the budget will also include maintenance operating costs i.e. hydro, cleaning supplies, maintenance and repairs, etc. for both the Fire and Library Departments.

Each of these departments will have these line items captured in the Facilities Budget. The Facilities in turn, will “bill out” or charge a “rent” for providing these services. As an example, the cost of custodial expenses for the library will be included in the Facilities budget.

A new organizational structure for the Facilities Department will be implemented in such a way that it will capitalize on staff expertise, realignment of priorities and the cohesiveness of a Municipal wide Facility team. It is anticipated that the new structure will have additional expenses in staffing.

This coming year will provide the foundation for future departmental budgets, as much will be learned from the implementation of the new chart of accounts and inter-departmental coordination of facility-based services.

Respectfully submitted, Jeff Newell, Manager of Facilities

Programs Department: Operating Overview 2021 Review and 2022 Outlook In 2021, the Recreation Department was restructured into the Facilities Department and Programs Department. The Programs Department oversees children services as well as programs for recreation, aquatic, youth, adult, seniors, and offers community programs and events.

The role of the Manager of Programs is to oversee the program operations and provide support and direction to staff as well as lead the department through services that meet their established charter of “Fostering a Sense of Community through Quality Programs.”

2021 goals were to engage staff and establish strategies for the department, and seek opportunities to collaborate and enhance quality programs and services to the community.

2021 Review Children Services: During the ongoing pandemic, children services continues to offer child care, following COVID-19 Ministry of Education and Provincial guidelines including: • • • • • •

Emergency Child Care for essential workers Daily screening including temperature Wearing PPE including masks and eye wear Cleaning/Disinfecting equipment and materials Vaccine Immunization disclosure policy Re-opening child care and school age programs

Emergency Child Care

The North Perth Children Services builds a future where all children, and those who care for them, belong to learning communities that intentionally offer time and space to build relationships, contribute their voice, and realize their potential.

We nurture curious minds and kind hearts by providing and promoting childcare and education.

Our innovative culture values our youngest citizens, engages employees, partners with families, and strengthens community. Over this year we’ve maintained 75-100% attendance. Lower attendance numbers contributed from limited capacity numbers due to COVID-19 guidelines, absences from active screening measures and non-COVID-19 illnesses.

The North Perth Children Services offered the following programs: • • • • • • •

Preschool Program for children ages 2.5 to 4 years Toddler Program for children ages 18 months to 2.5 years Infant Program for children ages birth to 18 months Family Age grouping for ages up to 12 years Kinder camp Program: Kindergarten children, non-instructional days Before and After School Programs: JK - 12 years Recreation Day Camp programs for Grades 1 and up (Listowel and Monkton)

We also provided care for children before and after school hours located at: • • • • •

Listowel Eastdale School – before and after care St. Marys School – before and after care North Perth Westfield School – before and after care, Kindercamp Monkton Childcare Centre – before and after care, Kindercamp Listowel District Secondary School – Summer Day Camp

In addition to the above, we are providing support to 123 Look at Me Nursery to assist them with meeting current Ministry requirements for them to reopen January 2022.

Ongoing Challenges - Child Care Staff Shortage Working through the current staff shortages in this sector, the municipality has been continuously recruiting and hiring child care staff. Through these challenges, we’ve developed creative employment advertisements and collaborated with other departments to share staff and increase their hours. We are engaging with staff in order to meet their needs to create a sustainable staffing system for our child care system.

Examples of our Child Care Employment Advertising

Fees & Programs Schedule Due to the unknown permitted child care abilities in 2021, the Children’s Programing Fees – Prepayment Requirement for Child Care was put on hold during 2021, however this will be reintroduced January 2022 and families have been advised of this since August 2021.

Despite the current child care fees, the North Perth Programs have been unable to generate the funds to balance the budgets. These programs are reliant on the Ministry of Education Consolidated Service Manager for stabilization funding to offset the outstanding costs. Based on past years, we anticipate additional stabilization funding being available for North Perth. A child care fee increase will occur May 1, 2022.

To help offset some operational costs, as well as provide time for annual maintenance work at the child care centres, the program department is recommending a holiday shut down the week of December 26-30, 2022. We will notify families and staff at the beginning of the year so they can make plans.

Training Over this past pandemic year, the number one training request by staff was to learn Mental Health First Aid. This corresponds with the results of a University of Guelph survey studying the impact COVID-19 has had on the mental health of residents in Huron-Perth. It identified that “in females, the largest impact was in the youngest group. In the 18-40 age range, the data showed a 95 per cent decrease in females who say they have excellent mental health and a 75 per cent increase in those who say their mental health is poor.”

The program department submitted a proposal to the City of Stratford and was successful in receiving 100% funding to cover the costs for this training. 4 sessions will occur over the year in order to ensure all staff have been given this training opportunity. Not only will this help our own staff, but give them the tools to help the families they engage with.

North Perth EarlyON: The Municipality is the provider of EarlyON programs for North Perth. From March 2020 to June 2021, we provided virtual learning experiences and resources for children and their parents/guardians through social media sites and virtual platforms.

Tremaine EarlyON playroom

The Ministry of Education permitted EarlyON centres to start offering outdoor programming in July 2021, then some indoor pre-registered programs starting September 2021. Families have expressed their appreciation for the return of on site programs.

Monkton EarlyON Play room

The Municipality has been advised that for 2022 we can continue with the delivery of the EarlyON Child and Family Centre programs for the North Perth area. As the reopening Binning EarlyON Play room process progresses, it is anticipated we will gradually return to provide many pre-pandemic programs that were successful: • Baby Time at the Listowel Kin Station • Play and Skate at the ELRC and SKMC • Play and Read at the Monkton and Listowel Libraries • Play and Move at SKMC • Young Parents Program in partnership with the Perth District Health Unit • Parent focused workshops in partnership with the Huron-Perth Children’s Aid Society • Huron-Perth Breastfeeding Support in partnership with the North Perth Family Health Team • Infant Programs, Play and Learn Programs and other Parenting Programs at the EarlyON Centre and outreach locations in Listowel, Atwood and Monkton • Baby Connections – Listowel and Monkton.

• Occasional specialty program such as Strollercise, Storybook Yoga, etc. as well as participation in family focused community events such as Fairs and Teddy Bear Play Day Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sept

Oct

TBPD June 1 - 19

# of Virtual Discussions/Workshops # of adults registered Unique Children Visits Unique Parent/Guardian Visits Total Attended – Child Total Attended – Parent/Guardian

2

2

1

3

18

4 6 3

35 16

87 64

70 50

All numbers include combined Facebook and Instagram Data Total # Posts 47 42 50 47 Total # Likes/Reactions 42 41 65 76 Total # Shares 15 12 9 28 Total Combined Facebook and 872 1202 962 1049 Instagram Page Reach Total # Reached; sum of all 4826 4501 4830 5049 posts

49 62 45

56 145 90

46 82 25

37 44 17

36 122 26

37 78 12

758

1067

807

1705

2270

1198

4827

31863

4947

5287

6525

5057

Aquatic Programs In addition to opening the Listowel Kinette Splash Pad, the Atwood Lions Pool and Listowel Kinsmen Pool offered aquatic programs in 2021, following provincial COVID-19 guidelines. This meant having restricted capacities for lessons, public swims and other aquatic programs. It also required additional staff for active screening and frequent cleaning/disinfecting. This put stress on our seasonal staff, so management spent additional time supporting them throughout the season. Our aquatic programs provided employment for youth as well as offered a great recreational activity for citizens of all ages.

Totals

Listowel Atwood

Aquafit

Lane Private Public Swim Lessons Swim 145 66 635 1770 83 32 475 1028 Listowel Splash Pad Total = 1550

Stroke Devel.

111 96

Swim Lessons 952 342

Senior Programs We partnered with Gateway Centre for Excellence in Rural Health to offer social connection programs for North Perth and surrounding residents (Lonely No More, Elder Circles, Storytelling Club, Music Group). Though North Perth participation numbers are lower than anticipated, people have indicated the program has been very impactful (i.e. 1 participant = 8 other community members were engaged). Older adults benefit from increased social connection, expanding their support networks and engaging in healthy behaviours. As the province’s reopening guidelines expand, and awareness of the program increases, the participant numbers will rise.

Promotions and Marketing To bring awareness to our programs and encourage participation, we’ve promoted through

• Community Connection Newsletter • 226 program related posts on North Perth Social Media • Monthly Kids Activity page and additional advertisements in the local newspaper • BAGvertising – advertisement on a reusable local shopping bag • Library, Recreation, Child Care and EarlyON staff sharing each other’s program information to patrons • Spring and Summer Guide • Radio Interviews and Advertisements Sample Programs Social Media Ad • Updated webpage to reflect Program Dept. Services • Sharing program information and updates at community networking group meetings Over the past year, the Community Connection Newsletters was used as a resource to share COVID-19 information and mental health messages as well as community resources to the public. As re-opening has progressed, the newsletter has returned to sharing programs and community event information.

Recreation and Community Programs Recreation and Community programs are returning, as restrictions are gradually lifted. Staff supported community events where possible this year. We saw a combination virtual and modified in person formats. For example families were invited to pick up a ‘teddy bear play day kit’ from the libraries as well as 2020 2021 offered additional programs and Total # of participants 8235 12185 activities as part of the Atwood 2021 Updates: Canada Day celebrations. *Increase in First Aid/CPR training with reopening of courses

Program Participation 2020 vs 2021 4500

3991

4000 3404

3500 3000 2247

2500 2000

1623

1500 1000

500

*Splash Pad numbers June-July 15 with staffing present *Lonely No More *Developed, maintained/assisted and staffed outdoor rinks *Adult Drop-in recreation programs unavailable in 2021 due to school closures: Soccer, Badminton, Volleyball, etc.

2021 Programs not included in stats: *Virtual Programs: Fitness, Games/Crafts/Activities *Online Events: Teddy Bear Play Day, Canada Day Celebrations *Mental Health Directory updated/maintained 1423 1377

1447 1557 1038 1105

513

410

0 0–6 (Child)

6-13 (Public School)

14–17 (High School)

2020

18–35 (Young Adult)

36–55 (Adult)

55+ (Senior)

2021

2022 Outlook For 2022, we anticipate a busier year for programs in North Perth since the start of the pandemic.

As the reopening steps continue to expand, we should see an increase in the number of programs we can offer as well as increased participation in them. Staff continue to prepare and update policies, satisfy provincial requirements, and implementing quality programs.

Programs currently relies on administrative assistance from other departments (facilities, finance, human resources, and administration) and the Manager of Programs has been performing several administrative duties. To anticipate additional administrative staff needs, wages have been reflected into the operational budget.

Collaboration will continue between library, EarlyON, recreation, facilities, community and child care as well as with our community partnerships to offer programs and resources to the citizens of North Perth.

Respectfully submitted, Amy Gangl, Manager of Programs

Tab 10: Combined Operating Budget

Municipality of North Perth - 2022 Operating Budget Comparison November 22/21

Municipality of North Perth - 2022 Combined Operating Budget Administration General Administration Economic Development Police Clerk Department Day Care Department Building Department Finance Department Information Technoligy Conservation Authorities BIA Current Operations Library Library Operations Current Operations Fire Administration Listowel Fire Station Atwood Fire Station E/L Monkton Station Minto Fire Agreement Current Operations Public Works Roads Storm Water Mgmt Drainage Cemeteries Current Operations Environmental Services Waste Management Water/Wastewater Current Operations Recreation Recreation Administration Recreation Programs Elma/Logan Arena & Parks EMCC Atwood Lions Pool Steve Kerr Memorial-List Arena & Pks

Listowel Kinsmen Pool Wallace Arena & Parks North Perth Trails Beautification Committee Current Operations Combined Totals

2021 BUDGET

2022 Revenue

2022 Expense

2022 BUDGET

% Increase/Decrease

1,735,904.40 256,457.00 2,571,904.50 288,727.20 442,421.75 194,002.00 355,672.00 5,845,088.85

840,753.60 32,995.00 52,635.06 226,424.00 3,222,413.00 651,989.00 312,238.00 22,430.09 0.00 119,300.00 5,481,177.75

2,322,929.14 426,783.45 2,628,871.27 543,039.00 3,222,413.00 651,989.00 911,634.00 158,771.75 391,239.00 119,300.00 11,376,969.61

1,482,175.54 393,788.45 2,576,236.21 316,615.00 0.00 0.00 599,396.00 136,341.66 391,239.00 0.00 5,895,791.86

-15% 54% 1% 10%

879,736.92 879,736.92

112,175.11 112,175.11

991,310.48 991,310.48

879,135.37 879,135.37

0% 0%

0.00 629,351.89 328,618.28 192,917.97 67,357.00 1,218,245.14

166,080.00 20,000.00 7,000.00 95,601.00 0.00 288,681.00

166,080.00 785,189.00 388,625.00 333,665.00 68,340.00 1,741,899.00

0.00 765,189.00 381,625.00 238,064.00 68,340.00 1,453,218.00

22% 16% 23% 1% 19%

5,475,849.18 88,383.00 115,307.00 5,679,539.18

635,036.00 261,340.00 77,104.00 156,231.00 1,129,711.00

6,303,768.00 261,340.00 121,220.00 279,508.78 6,965,836.78

5,668,732.00 0.00 44,116.00 123,277.78 5,836,125.78

-

1,225,500.00 7,087,501.00 8,313,001.00

1,225,500.00 7,087,501.00 8,313,001.00

0.00 0.00 -

216,754.10 5,500.00 275,869.00 179,230.33 69,822.00 1,293,436.71 49,345.00 177,044.22 41,506.05 48,527.50 2,357,034.91

364,592.00 83,781.56 422,617.99 121,600.00 30,300.00 426,575.00 52,800.00 146,900.00 0.00 13,000.00 1,662,166.55

829,535.00 89,528.00 711,162.30 325,351.41 105,728.00 1,692,435.30 102,431.00 356,384.67 42,896.77 70,143.77 4,325,596.22

464,943.00 5,746.44 288,544.31 203,751.41 75,428.00 1,265,860.30 49,631.00 209,484.67 42,896.77 57,143.77 2,663,429.67

115% 4% 5% 14% 8% -2% 1% 18% 3% 18% 13%

$ 15,979,645.00 $ 16,986,912.41 $ 33,714,613.09 $ 16,727,700.68

4.7%

35% -30% 10% 1%

4% -50% 7% 3%

Any Adjustments Overall Totals

15,979,645.00 $ 16,986,912.41 $ 33,714,613.09 $ 16,727,700.68

4.7%

6

Tab 11: Additional Documents

Department: Finance Area: Municipal Office Subject: Budget Policy

Policy number: Effective Date: September 22nd, 2021 Revision Date:

Municipality of North Perth General Operating and Capital Budget Policy POLICY STATEMENT: It is the policy of the Municipality of North Perth to - achieve its current and future goals in a fiscally responsible and sustainable manner, - make informed choices about the provisions of services and capital assets, and - promote stakeholder participation in the budget process PURPOSE: The purpose of this policy is to - improve the efficiency of the budget-setting process, making more strategic use of Council’s time in reviewing budgets and administration’s time in preparing them; - ensure that the budget plans presented by staff are consistent with the goals set out by Council in its Strategic Plan; - maintain the long-term financial stability of the Municipality with affordable taxation and user rates; and - establish a foundation for monitoring actual expenditures against budgeted expenditures.

SCOPE: The General Operating and Capital Budget Policy applies to all departments and local boards (including Library, Cemetery, BIA (Business Improvement Area and Police Services as endorsed by their board) of the Municipality of North Perth.

BUDGET PRINCIPLES AND STRATEGIES: The principles and strategies that the Municipality utilizes in making decision related to short and long-term budget planning include: 1. Strategic Plan The corporate Strategic Plan serves as the guiding document under which all Municipal initiatives are aligned. The budget is to align with the Strategic Plan which will allow us to fully reach our goals.

2. Communication with the Community The Budget Visioning Meeting gives Council the opportunity to discuss their vision with staff and emphasis and clarify the goals from the Strategic Plan that they would like to see implemented for the given year A pre-budget survey will be circulated in advance of the budget visioning meeting allowing members of the public to provide us with responses pertaining to the yearly budget. The budget will provide opportunity for community input and will make available reports consistent with Council-approved principles for public involvement.

1 43

3. Affordability The Municipality must be able to manage the cost without incurring financial difficulty or risking other undesirable consequences.

4. Fiscal Capacity Fiscal capacity will be built to respond to emerging community needs through adherence to the asset management plan and related debt and reserve fund management policies while working towards a complete long-term financial plan. A strong financial position is an important component of the Municipality’s Corporate Strategic Plan.

5. Sustainability The budget will incorporate a long-term focus with the aim of achieving a prosperous and sustainable community.

6. Accountability and Transparency The budget will demonstrate accountability to the community through an open and transparent decision-making process in addition to the audited financial statements and other reporting.

7. Statutes Budget development shall comply with all relevant provisions of Ontario statutes, including, but not limited to, the following: - Municipal Act, including sections relating to Business Improvement Area - Police Services Act - Public Libraries Act - Health Protection and Promotion Act - Conservation Authority Act

8. Initiative and Innovations The budget will demonstrate a series of prudent initiative and innovations which provide opportunities for collaboration with other partners such as developers, other levels of government and agencies, etc by: - Providing the funding to deliver the services and programs residents want in an efficient manner that minimizes risk to the community and the corporation; - Setting priorities based on innovative and effectively managed policies to achieve Municipal goals; - Managing our financial relationship with other governments in a proactive manner, demonstrating municipal leadership and advocating to obtain the tools needed to deliver services.

- Incorporate innovative approaches to service delivery and will include funding to allow for the development and implementation of operating efficiencies and cost-saving measures. Cost-sharing and partnership strategies will be pursued, including the provision for matching funding where leveraging opportunities exist.

9. Risk Management Priority-setting and decision-making will be informed by risk management principles with the aim to minimize the negative effects of risk while also minimizing the cost to accomplish this balance.

2 44

10. Stewardship - The budget will support existing infrastructure using asset management best practice as per the Strategic Asset Management Policy. Operating budget includes depreciation expenses for each group of assets per department.

- The budget will consider new infrastructure required to achieve the Asset Management Plan - The budget will minimize reliance on debt by focusing on funding reserves to address the infrastructure gap.

11. Addressing Unfunded Liabilities The budget will address identified liabilities through reserve contributions

12. Project (Capital) Budget Project/Capital budgeting, is the planning process used to determine whether an organization’s long-term investments, such as new or replacement infrastructure, new or replacement equipment and consulting work projects, are worth the funding of cash through the organization’s capitalization structure (debt, equity or retained earnings). It is the process of allocating resources for project/capital investment expenditures.

Accrual accounting has been implemented for the financial management of capital assets within the Municipality. A project forecast will be presented, with further information provided for projects that are in the planning stages, based on timely information derived from the North Perth Asset Management Plan. The updated forecasts are to be submitted to the Budget Committee as part of the Project Budget presentation. Project Forecasts should include estimated expenditures and timing, as well as possible grant funding opportunities.

Not all projects will be capitalized as per Tangible Capital Asset Policy.

Capital expenditures are to be defined as capital improvements to replace or extend the life and/or increase capacity, such as: - Land Acquisitions - New Facilities - New Equipment - Major overhaul/maintenance or upgrade of any asset The Budget Committee will review proposed Departmental Project Budgets individually.

Projects being proposed for initiation in the current year require a detailed explanation and rationale for each project. Carried forward projects are included indicating the current year component or budget changes.

The projects will be evaluated and prioritized by staff based on Asset Management data criteria and rating scores 1. Safety of the Public/Risk (30) 2. Fits with the Strategic Plan (25) 3. Existing Asset/Condition/Capacity (25) 4. Environmental/Economic Impact – cost/payback (15) 5. Monitored Complaints Received by Staff and Council (5) 3 45

It is understood that the foregoing criteria are not refined and therefore are open to interpretation and degree. Priority will be identified by Department Heads on the project detail sheets for the Budget Committee’s review and comment. The Project information will be circulated to the Budget Committee as a prioritized listing for review. The Budget Committee, with the Department Heads and other key staff in attendance to answer questions, will meet to consider and evaluate the departmental information provided. At the end of each meeting, the Budget Committee will provide direction to staff on any adjustments, amendments or financial limitations of the presented Project Budgets.

No later than 30 days after the completion of a Project, the Department Head will advise the Deputy Treasurer/Asset Management Specialist that the Project is complete.

13. Multi-Year Capital Budgets A multi-year capital budget will be developed. Only one year will be passed by Council but this will initiate pre-planning for Council’s consideration. Quarterly updates will be provided, including previous year’s totals.

14. Budget Roles and Responsibilities

Accountability Role Role Responsibilities Municipal Council

· Establish priorities through the Corporate Strategic Plan · Budget Committee, appoint Chair and Vice Chair · Approve the proposed level of public communication and engagement (Public Survey and Budget Open House, social media promotion) · Provide direction during the Budget Visioning Meeting · Conduct the budget review in an open and collaborative manner · Review budget submission during assigned budget council meetings (Schedule A) and give direction of any modifications to be made to the original submission · Adopt the budget by-law · Approve the rates required for taxation and user fees by by-law

Chief Administrative Officer

· Direct, in co-operation with the Director of Finance/Treasurer and Deputy-Treasurer/Asset Management Specialist and the Senior Management Team, the preparation and presentation of the operating and capital budgets on an annual basis · Direct, in co-operation with the Director of Finance/Treasurer and Deputy-Treasurer/Asset Management Specialist and the Senior Management Team, the preparation of the budget based on the direction given by council during the Budget Visioning Meeting · Exercise financial control over all corporate operations in conjunction 4 46

with the Director of Finance/Treasurer and Deputy-Treasurer/Asset Management Specialist to ensure compliance with the revenue and expenditure budgets approved by Council Senior Management Team (SMT)

· Lead the development of realistic and responsible departmental budget in accordance with the established guidelines and timeline (Schedule A) · Submit budget requests based on supportable facts that can be well understood by the general public and other members of the organization · Ensure that the resources and assets under their authority are effectively managed on an ongoing basis · Staff reports for budget visioning meeting (using current and historical data which include a review and analysis of last year’s budget to actual) · Present proposed department goals and objective for council consideration (detailing significant changes in service or level of service, changes to service fees and charges and any changes to be approved by the Rates and Fees By-law · Provide quarterly report analysis in June, September and December,

Director of Finance, Deputy-Treasurer/Asset Management Specialist, Finance Staff, Executive Co-Ordinator and Policy Assistant

· Director of Finance/Treasurer and the Deputy-Treasurer/Asset Management Specialist will lead and co-ordinate the overall preparation and administration of the Municipal budget and capital program plan · Ensures adherence to budget policies and financial policies as approved

by Council · Provide management and strategic direction to the financing of the Municipality · Compile initial operating and project/capital budget submission and record of updates from original submission · After 5th meeting, Council will be provided an amended overall summary and analysis of the consolidated operating and capital budgets presented for consideration. It will include an overview and analysis of possible property tax effect, debt charges, reserve funds and operating impacts. The finalization is subject to confirmation of grant funding availability and assessment base · Develop a budget community engagement plan for Council review and approval (elements of engagement may include municipal website, webbased public engagement platform, social media and in-person via one or more Public Information Sessions) · Circulate the public survey and prepare presentation for budget open house · Provide quarterly statements (June, Sept, Dec) and updates provided by SMT

5 47

Schedule A Proposed Meeting Dates and Times 1.

2.

3.

4.

5.

6.

Tuesday, October 6, 2021 @ 7:00 p.m. – Council Chambers Wednesday, November 24, 2021 @ 7:00 p.m. – Council Chambers Wednesday, December 8, 2021 @ 7:00 p.m. – Council Chambers Wednesday, January 12, 2022 @ 7:00 p.m. – Council Chambers Wednesday, January 26, 2022 @ 7:00 p.m. – Council Chambers Wednesday, February 9, 2022 @ 7:00 p.m. – Council Chambers Proposed Agendas

1st

Meeting 1. A visioning meeting of the 2022 Budget Committee to provide members of Council will an opportunity to give senior staff suggestions and direction for the budgeting process.

2nd Meeting 1. Provide 2022 Budget Committee with comprehensive 2022 Corporate Operating Budget with individual supporting documentation by Department.

2. Direction from Committee on changes and amendments to be made to Project Budgets as presented.

3rd Meeting 1. Provide Budget Committee with Departmental Project Forecast and 2022-23 Project budget for consideration: Various Departments 2. Direction from Committee on changes and amendments to be made to Project Budgets as presented.

4th Meeting 1. Provide Budget Committee with Departmental Project Forecast and 2022-23 Project budget for consideration: Various Departments 2. Direction from Committee on changes and amendments to be made to 2021 Operating Budgets as presented. th 5 Meeting 1. Consideration of amendments to initial presentations and the resulting impacts. Surplus, Segregated Surplus and Reserve Funds impact analysis and current debt structure will also be available for review.

2. Finalization of the Operating and Project Budgets in principal for recommendation and presentation to Council.

6th Public Information Session 1. To provide the proposed 2022 Budget information to the public in consultation with Council and staff.

6 48

Schedule A - 2022 Budget Policy 2022 CAPITAL PROJECTS RANKING SYSTEM Scores Based on Below

Safety of the Public and Risk •Is there a risk component involved in the project if it is not done in 2022 • Will the risk be removed totally if this project is done.

• Legislative requirements

Scoring Drop Down 0 = Not Required 2022 1 = Minimal Need 3 = Below Average Need 5 = Average Need 7 = Should Be Done 10 = Must Be Done

Dept

30

Existing Asset/Condition/Capacity • Was the project prioritized • If the project is not done for current year in will the current condition department business plan affect the asset.

• What year was it part of • Is the age or condition the strategic plan are we on going to affect the risk if not schedule replaced •Does it fit with all other • Does the age of the asset department plans in this given affect the day to day service year delivery Fits with the strategic plan

25

25

49

Environmental/Economic Monitored Complaints Impact (cost payback) Received by Staff & Council • Is the project required to • Number of complaints more attain future growth than 2 Council Delegations • If this is not done will jobs be lost •Does it fit with current service delivery needs • May be growth related

15

5