Town of Tillsonburg 2022 Business Plan - Operations and Development Services
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Town of Tillsonburg 2022 Business Plan Operations and Development Services November 29, 2021
2022 Business Plan | Operations and Development Services
2022 Business Objectives
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Renegotiations of Goal – The Town of Tillsonburg will strive for excellence and accountability in Director of - Q4
Westtown Line government, providing effective and efficient services, information, and Operations and
Boundary Road opportunities to shape municipal initiatives. Development
Agreement Strategic Direction – Explore opportunities for service efficiencies in
(CFWD) partnership with adjacent municipalities.
Priority Project – Short Term - Municipal service review
Renegotiations of Goal – The Town of Tillsonburg will strive for excellence and accountability in Director of - Q3
Water Distribution government, providing effective and efficient services, information, and Operations and
and Wastewater opportunities to shape municipal initiatives. Development
Collection Strategic Direction – Explore opportunities for service efficiencies in
Agreement with partnership with adjacent municipalities.
Oxford County Priority Project – Short Term - Municipal service review
(CFWD)
Airport Website Goal – Tillsonburg residents and businesses will be connected to each other, Manager of - Q3
Redesign (CFWD) regional networks and the world through effective traditional and digital Public Works
infrastructure.
Strategic Direction – Leverage the municipal airport more effectively to
increase access, visibility and business activity in Tillsonburg.
Priority Project – Immediate Term-Airport Master Plan and implementation
Renegotiations of Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of - Q3
the Traffic Signal government, providing effective and efficient services, information, and Public Works
/Streetlights opportunities to shape municipal initiatives.
Maintenance Strategic Direction – Position Tillsonburg as a leader in the municipal sector.
Agreement (CFWD) Priority Project – Short Term - Municipal service review
22022 Business Plan | Operations and Development Services
2022 Business Objectives
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Asset Management Goal – Tillsonburg residents and businesses will be connected to each other, Manager of - Q2
Plan Update regional networks and the world through effective traditional and digital Engineering
(CFWD) infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan
to inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Facilities Asset Goal – Tillsonburg residents and businesses will be connected to each other, Manager of -
Management (FCM regional networks and the world through effective traditional and digital Engineering
Application) infrastructure.
(CFWD) Strategic Direction – Develop a robust, long-term asset management plan
to inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Lincoln St, Goal – Tillsonburg residents and businesses will be connected to each other, Manager of - Q4
Townline Rd and regional networks and the world through effective traditional and digital Engineering
Goshen Street– infrastructure.
Design Strategic Direction – Develop a robust, long-term asset management plan
to inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
32022 Business Plan | Operations and Development Services
2022 Business Objectives
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Review and Goal –Tillsonburg will strive for excellence and accountability in Chief Building - Q2
implement government, providing effective and efficient services, Official
CloudPermit information and opportunities to shape municipal initiatives.
customer payment Strategic Direction – N/A
integration Priority Project - N/A
Complete Amanda Goal – Through community and regional partnerships, Tillsonburg will Chief Building - Q1
/ CloudPermit attract and retain a diverse range of businesses, creating employment Official
Integration opportunities for residents and a balanced tax base. (Oxford
(CWFD) Strategic Direction – Continue to streamline and expedite the building County
approval process. Funded)
Priority Project - Ongoing - Continued roll-out and resourcing for Cloud
based permit application system
Inspector Training Goal – Tillsonburg will strive for excellence and accountability in Deputy Chief $2500 Ongoing
/ Consistency & government, providing effective and efficient services, information and Building Official
Policy Review opportunities to shape municipal initiatives.
Program Strategic Direction - Position Tillsonburg as a leader in the municipal sector.
Priority Project - N/A
2022 Building Goal – Tillsonburg will strive for excellence and accountability in Deputy Chief $1000 Ongoing
Code Amendments government, providing effective and efficient services, information and Building Official
– Notify/educate opportunities to shape municipal initiatives.
designers, Strategic Direction - Position Tillsonburg as a leader in the municipal sector.
contractor and Priority Project - N/A
general public
42022 Business Plan | Operations and Development Services
2022 Business Objectives
Project Community Strategic Plan Lead Project Cost Anticipated
Accountability Completion
By-Law Reviews – Goal – Tillsonburg will strive for excellence and accountability in Chief Building $2500 Q4
Building By-Law government, providing effective and efficient services, information and Official
(CFWD), opportunities to shape municipal initiatives.
Garbage/Dumping Strategic Direction - Position Tillsonburg as a leader in the municipal sector.
By-Law (CFWD), Priority Project - N/A
Pool Enclosure By-
law
Central Area Goal – The Town of Tillsonburg will accommodate and support sustainable Development - Q4
Design Study – growth. Technician Funded from
Façade Strategic Direction – Promote, preserve and enhance the downtown core Economic
Improvement as the retail centre and community hub for Tillsonburg. Development
Program Priority Project - N/A
Implement Goal – Through community and regional partnerships, Tillsonburg will Chief Building - Q4
Planning attract and retain a diverse range of businesses, creating employment Official (Oxford
Application Web opportunities for residents and a balanced tax base. County
Portal & Digital Strategic Direction – Continue to streamline and expedite the building Funded)
Service Delivery approval process.
Priority Project – Ongoing - Continued roll-out and resourcing for Cloud
based permit application system
52022 Business Plan | Operations and Development Services
2022 Business Objectives
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Review of Planning Goal – Through community and regional partnerships, Tillsonburg will attract County Planner - Q3
Process & and retain a diverse range of businesses, creating employment opportunities
Procedures (CFWD) for residents and a balanced tax base.
Strategic Direction – Continue to streamline and expedite the building
approval process.
Priority Project - N/A
Review and Goal – Within the community, Tillsonburg will strive to offer residents the Chief Building - Q2
Implement amenities, services and attractions they require to enjoy balanced lifestyles. Official
Planning Options Strategic Direction –Work with Oxford County and community partners to
related to MMAH ensure an adequate supply of affordable, attainable housing options.
More Homes, More Priority Project- Immediate - Affordable housing collaboration with Oxford
Choice: Ontario’s County.
Housing Supply Goal – The Town of Tillsonburg will accommodate and support sustainable
Action Plan - growth.
secondary dwelling Strategic Direction –Work with Oxford County and the development
units, tiny homes, community to proactively plan for a variety of housing options that are
etc. (CFWD) affordable and attainable for current and prospective residents.
Priority Project - Immediate - Attainable housing plan.
Building/By-Law Goal – Within the community, Tillsonburg will strive to offer residents the Future Building- New FTE Q4
Communications & amenities, services and attractions they require to enjoy balanced lifestyles. By-Law split with
Compliance Blitz Strategic Direction – N/A Compliance Building
Priority Project - Short Term - Property standards review and enforcement Supervisor &
plan Protection
62022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Woodcock Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $180,000 Q3
Drive and regional networks and the world through effective traditional and digital Engineering
Pheasant Crt – infrastructure.
Design Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Cranberry Rd - Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $260,000 Q3
Design regional networks and the world through effective traditional and digital Engineering
infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Kinsmen Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $120,000 Q4
Bridge - regional networks and the world through effective traditional and digital Engineering
Design infrastructure.
Strategic Direction – Provide alternatives to automobile travel through active
transportation and public transit.
Priority Project – N/A
72022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
3D Lidar – Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $170,000 Q4
Manhole regional networks and the world through effective traditional and digital Engineering
Condition infrastructure.
Assessment Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Connecting Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $631,200 Q4
Link -Hwy #3 regional networks and the world through effective traditional and digital Engineering
to Town limits infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Stoney Creek Goal – N/A Manager of $109,901 Q4
Sanitary Sewer Strategic Direction – N/A Engineering
Retaining Walls Priority Project – N/A
- Design
Bus Stop Goal – Tillsonburg residents and businesses will be connected to each other, Transit $340,000 Q2
Shelter regional networks and the world through effective traditional and digital Coordinator
Installation infrastructure.
Strategic Direction – Provide alternatives to automobile travel through active
transportation and public transit.
Priority Project – N/A
82022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Beech Blvd and Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $1,176,000 Q3
Stoney Creek - regional networks and the world through effective traditional and digital Engineering
Retaining Walls infrastructure.
Reconstruction Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Lindsay St Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $1,518,929 Q3
Reconstruction regional networks and the world through effective traditional and digital Engineering
infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
Frances St Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $1,861,913 Q3
Reconstruction regional networks and the world through effective traditional and digital Engineering
infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
92022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
2022 Asphalt Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $400,000 Q3
Program regional networks and the world through effective traditional and digital Engineering
infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
2022 Sidewalk Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $100,000 Q3
Connectivity regional networks and the world through effective traditional and digital Engineering
Program infrastructure.
Strategic Direction – Provide alternatives to automobile travel through active
transportation and public transit.
Priority Project – N/A
2022 Sidewalk Goal – Tillsonburg residents and businesses will be connected to each other, Manager of $25,000 Q4
Inspection regional networks and the world through effective traditional and digital Engineering
Program infrastructure.
Strategic Direction – Develop a robust, long-term asset management plan to
inform evidence-based decisions on the maintenance, rehabilitation and
replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
102022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Salt Storage Goal – The Town of Tillsonburg will accommodate and support sustainable Manager of $475,000 Q4
Construction growth. Public Works
Strategic Direction – Plan and develop a long-term financing strategy for new
services and infrastructure to support growth.
Priority Project – N/A
Fleet Facility Goal – The Town of Tillsonburg will accommodate and support sustainable Manager of $120,000 Q4
Expansion - growth. Public Works
Design Strategic Direction – Plan and develop a long-term financing strategy for new
services and infrastructure to support growth.
Priority Project – N/A
Transportation Goal – Tillsonburg residents and businesses will be connected to each other, Director of $80,000 Q4
Master Plan regional networks and the world through effective traditional and digital Operations and
infrastructure. Development
Strategic Direction – Develop a multi-modal transportation network with
improved connectivity to the 401 and VIA Rail.
Strategic Direction – Provide alternatives to automobile travel through active
transportation and public transit.
Priority Project – Short Term - Transportation Master Plan
2021 CFWD - Goal – Tillsonburg residents and businesses will be connected to each other, Manager of - Q3
General regional networks and the world through effective traditional and digital Engineering
Aviation infrastructure.
Access Road Strategic Direction – Leverage the municipal airport more effectively to increase
access, visibility and business activity in Tillsonburg.
Priority Project – Immediate Term - Airport Master Plan and implementation
112022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
2020 CFWD - Goal – Tillsonburg residents and businesses will be connected to each other, Manager of - Q3
Young Street regional networks and the world through effective traditional and digital Engineering
Storm Outlet infrastructure.
Class Strategic Direction – Develop a robust, long-term asset management plan to
Environmental inform evidence-based decisions on the maintenance, rehabilitation and
Assessment replacement of municipal infrastructure.
Priority Project – Ongoing - Asset Management Plan
122022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
Replace Roads Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of $280,000 Q4
Unit 80 - government, providing effective and efficient services, information, and Public Works
Loader opportunities to shape municipal initiatives.
Strategic Direction – N/A
Priority Project – N/A
Replace Roads Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of $360,000 Q2 2024
Unit 63 - government, providing effective and efficient services, information, and Public Works
Snowplow/san opportunities to shape municipal initiatives.
der Strategic Direction – N/A
Priority Project – N/A
Replace Roads Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of $20,000 Q4
Unit 203 - Zero government, providing effective and efficient services, information, and Public Works
turn mower opportunities to shape municipal initiatives.
Strategic Direction – N/A
Priority Project – N/A
Replace Roads Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of $15,000 Q2
Unit 98 - government, providing effective and efficient services, information, and Public Works
Trackless Flail opportunities to shape municipal initiatives.
mower Strategic Direction – N/A
Priority Project – N/A
Replace Roads Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of $25,000 Q2
Unit 135 - government, providing effective and efficient services, information, and Public Works
Trackless opportunities to shape municipal initiatives.
Boom Flail Strategic Direction – N/A
Priority Project – N/A
132022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
New Sidewalk Goal – The Town of Tillsonburg will accommodate and support sustainable Manager of $165,000 Q1
Plow for Roads growth. Public Works
Strategic Direction – Plan and develop a long-term financing strategy for new
services and infrastructure to support growth.
Priority Project – N/A
2021 CFWD - Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of - Q1
Replace Water government, providing effective and efficient services, information, and Public Works
Unit 28 - opportunities to shape municipal initiatives.
Pickup Truck Strategic Direction – N/A
Priority Project – N/A
2021 CFWD - Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of - Q3
Replace Fire government, providing effective and efficient services, information, and Public Works
Unit 37 - opportunities to shape municipal initiatives.
Pickup Truck Strategic Direction – N/A
Priority Project – N/A
2021 CFWD - Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of - Q3
Replace Fire government, providing effective and efficient services, information, and Public Works
Unit 38 - opportunities to shape municipal initiatives.
Pickup Truck Strategic Direction – N/A
Priority Project – N/A
2021 CFWD - Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of - Q1
Replace Hydro government, providing effective and efficient services, information, and Public Works
Unit 65 - opportunities to shape municipal initiatives.
Pickup Truck Strategic Direction – N/A
Priority Project – N/A
142022 Business Plan | Operations and Development Services
2022 Capital Summary
Project Community Strategic Plan Lead Project Anticipated
Accountability Cost Completion
2021 CFWD – Goal – The Town of Tillsonburg will accommodate and support sustainable Manager of - Q3
New growth. Public Works
Park/Facilities Strategic Direction – Plan and develop a long-term financing strategy for new
Unit – Mini services and infrastructure to support growth.
cargo van Priority Project – N/A
2021 CFWD - Goal – The Town of Tillsonburg will strive for excellence and accountability in Manager of - Q3
Replace government, providing effective and efficient services, information, and Public Works
Cemetery Unit opportunities to shape municipal initiatives.
87 - Backhoe Strategic Direction – N/A
Priority Project – N/A
2021 CFWD – Goal – The Town of Tillsonburg will accommodate and support sustainable Manager of - Q2
New Cemetery growth. Public Works
Unit – Mower Strategic Direction – Plan and develop a long-term financing strategy for new
tractor with services and infrastructure to support growth.
attachment Priority Project – N/A
152022 Business Plan | Operations and Development Services
Risks
• As development proceeds along West Town Line the need to negotiate a
new Boundary Road Agreement is critical in sharing future road capital
and operating costs.
• Inclusion of all Corporate assets and improved capital planning based on
detailed AMP analysis is essential to continue eligibility for future grant
funding opportunities, position the Town to meet the legislative deadlines
of O.Reg. 588/17, and transition towards a Level of Service based
Comprehensive Asset Management Plan.
• Complex development/construction projects along with ongoing
increased volumes require significant amount of staff time resulting in
longer turn around times which can discourage development.
• Increase in the number of inspectors can cause inconsistencies.
• Ontario Building Code Changes cause frustration for contractors,
developers and owners which require additional staff time/resources to
educate.
162022 Business Plan | Operations and Development Services
Risks
• Increase in inquiries/complaint volumes result in longer response times
reducing customer service.
• Lack of a planning web portal/digital service causes delays and developer
frustrations.
172022 Business Plan | Operations and Development Services
Opportunities
• Implementation of an annual traffic count program.
• Boundary agreements with lower-tier and single-tier municipalities.
• Investigation of private woodlot removal options east of main Runway 08-
26 is key in order to benefit from the full 5,502’ runway.
• Continue discussions on inter-community transit service sustainability.
• Review of Planning and Development division.
• Continue implementation of records management within Public Works,
Engineering and Water/Wastewater.
• Continue implementation of Corporate service request and work order
management system.
• Implementation of the corporate leased ownership, maintenance, and
management program for the light duty fleet.
• Continue Implementation of manhole condition assessment program.
182022 Business Plan | Operations and Development Services
Opportunities
• Improvement of departmental communications to community and
development industry creates positive outcomes and transparency.
• Strategic organization of personnel and ongoing training reduces liability,
provides consistency and business continuity.
• Implementation of a planning application web portal and digital review
process will provide multiple efficiencies for the development community
and streamline development approvals.
• Ongoing review of Central Area Design Study will provide a framework for
future opportunity and development of the downtown BIA area.
• By-Law review provides updates and clarification that are relevant to
current public needs.
192022 Business Plan | Operations and Development Services
Future Departmental
Directions: 3 year outlook
2023
• Continue Inter-Community Transit Service pilot project
• Rehabilitate/Replace infrastructure identified as high risk priority in the Asset
Management Plan
• Continue annual sidewalk inspection program
• Implement Watermain Directional Flushing Program
• Implement Sewer flushing and CCTV annual program
• Continue annual Traffic Count Program
• Pursue available Provincial and Federal capital funding opportunities
• Implement Kinsmen Pedestrian Bridge decision
• Continue By-annual Bridge and Culvert inspection program
202022 Business Plan | Operations and Development Services
Future Departmental
Directions: 3 year outlook
2023
• Ontario Building Code Act – re-evaluate service review
• Affordable housing collaboration with Oxford County
• Central Area Design Study
• By-Law & Policy Review
212022 Business Plan | Operations and Development Services
Future Departmental
Directions: 3 year outlook
2024
• Continue Inter-Community Transit Service pilot project
• Rehabilitate/Replace infrastructure identified as high risk priority in the Asset
Management Plan
• Continue annual Sidewalk inspection program
• Continue Watermain Directional Flushing Program
• Continue Sewer flushing and CCTV annual program
• Continue Annual Traffic Count Program
• Pursue available Provincial and Federal capital funding opportunities
• Review Building & Planning digital service delivery
• Affordable housing collaboration with Oxford County
• Central Area Design Study
• By-Law Review
222022 Business Plan | Operations and Development Services
Future Departmental
Directions: 3 year outlook
2025
• Continue Inter-Community Transit Service pilot project
• Rehabilitate/Replace infrastructure identified as high risk priority in the Asset
Management Plan
• Continue annual sidewalk inspection program
• Continue Watermain Directional Flushing Program
• Continue Sewer flushing and CCTV annual program
• Continue Annual Traffic Count Program
• Continue By-annual Bridge and Culvert inspection program
• Pursue available Provincial and Federal capital funding opportunities.
• Central Area Design Study
• By-Law Review
232021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
User Charges -1,502,300 -1,552,400 -50,100 3.3% 1
Total Revenues -1,502,300 -1,552,400 -50,100 3.3%
Expenditures
Labour 331,700 343,300 11,600 3.5%
Purchases 576,000 608,400 32,400 5.6% 2
Contracted Services 7,500 8,500 1,000 13.3%
Contribution to Reserves 100,000 100,000
Interfunctional Adjustments 8,200 9,500 1,300 15.9%
Debt Principal & Interest 452,300 498,300 46,000 10.2% 3
Total Expenditures 1,475,700 1,568,000 92,300 6.3%
Total Net Levy -26,600 15,600 42,200 (158.6%)
Notes:
1 New Units
2 Equipment Supplies& Repairs; Fuel & Oil; Licence Expense
3 Corporate Fleet Replacements
242021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Total Revenues
Expenditures
Labour 253,300 272,900 19,600 7.7% 1
Purchases 15,000 12,600 -2,400 (16.0%)
Interfunctional Adjustments -24,000 -24,500 -500 2.1%
Total Expenditures 244,300 261,000 16,700 6.8%
Total Net Levy 244,300 261,000 16,700 6.8%
Notes:
1 Annual increases
252021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Grants -50,000 -70,000 -20,000 40.0% 1
User Charges -128,000 -151,000 -23,000 18.0% 2
Total Revenues -178,000 -221,000 -43,000 24.2%
Expenditures
Labour 604,000 641,400 37,400 6.2% 3
Purchases 28,500 101,200 72,700 255.1% 4
Contracted Services 50,000 50,000
Interfunctional Adjustments -222,000 -212,600 9,400 (4.2%)
Total Expenditures 460,500 580,000 119,500 26.0%
Total Net Levy 282,500 359,000 76,500 27.1%
Notes:
1 Modernization Intake 3 funding
2 Increased revenue from Oxford County - County Assets
3 Annual increases
3 Strategic Plan initiatives
262021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Grants -90,000 -135,200 -45,200 50.2% 1
Total Revenues -90,000 -135,200 -45,200 50.2%
Expenditures
Labour 1,075,400 1,119,000 43,600 4.1%
Purchases 617,800 705,900 88,100 14.3% 2
Contracted Services 322,000 299,300 -22,700 (7.0%) 3
Interfunctional Adjustments 480,600 507,900 27,300 5.7% 4
Debt Principal & Interest 555,800 543,400 -12,400 (2.2%)
Total Expenditures 3,051,600 3,175,500 123,900 4.1%
Total Net Levy 2,961,600 3,040,300 78,700 2.7%
Notes:
1 Increased revenue from The County
2 Supplies, Insurance, HLW
3 Subcontractor Expense
4 Fleet Charges allocations
272021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Levy, PILS -140,500 -146,600 -6,100 4.3%
Total Revenues -140,500 -146,600 -6,100 4.3%
Expenditures
Labour 32,200 32,200
Purchases 10,000 12,500 2,500 25.0%
Contracted Services 35,000 35,000
Contribution to Reserves 4,100 8,000 3,900 95.1%
Interfunctional Adjustments 46,100 46,100
Debt Principal & Interest 13,100 12,800 -300 (2.3%)
Total Expenditures 140,500 146,600 6,100 4.3%
Total Net Levy
Notes:
282021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Grants -50,000 -50,000
User Charges -387,300 -385,800 1,500 (0.4%)
Total Revenues -437,300 -435,800 1,500 (0.3%)
Expenditures
Labour 122,600 -122,600 (100.0%) 1
Purchases 251,100 260,800 9,700 3.9%
Contracted Services 33,500 153,500 120,000 358.2% 2
Interfunctional Adjustments 20,600 13,700 -6,900 (33.5%) 3
Debt Principal & Interest 5,500 5,300 -200 (3.6%)
Total Expenditures 433,300 433,300
Total Net Levy -4,000 -2,500 1,500 (37.5%)
Notes:
1 Staff costs to be replaced with a third party contractor
2 Sub Contractor Expense
3 Fleet Charges allocation
292021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Grants -138,300 -167,700 -29,400 21.3% 1
User Charges -126,400 -129,400 -3,000 2.4%
Total Revenues -264,700 -297,100 -32,400 12.2%
Expenditures
Labour 84,100 84,100 0.0%
Purchases 110,000 216,100 106,100 96.5% 2
Contracted Services 107,000 107,000 0.0%
Interfunctional Adjustments 132,800 134,400 1,600 1.2%
Total Expenditures 433,900 541,600 107,700 24.8%
Total Net Levy 169,200 244,500 75,300 44.5%
Notes:
1 Revenue from the County & Modernization Intake 3 funding
2 Strategic Plan Initiatives
302021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
Grants -507,200 -523,500 -16,300 3.2%
User Charges -47,200 -36,200 11,000 (23.3%) 1
Total Revenues -554,400 -559,700 -5,300 1.0%
Expenditures
Labour 91,600 82,500 -9,100 (9.9%) 2
Purchases 42,400 47,600 5,200 12.3% 3
Contracted Services 584,700 601,800 17,100 2.9%
Interfunctional Adjustments 8,500 8,900 400 4.7%
Total Expenditures 727,200 740,800 13,600 1.9%
Total Net Levy 172,800 181,100 8,300 4.8%
Notes:
1 Reduced fares revenue
2 Full time labour
3 Special Projects - Spare App
312021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
User Charges -74,300 -74,400 -100 0.1%
Total Revenues -74,300 -74,400 -100 0.1%
Expenditures
Labour 237,700 256,800 19,100 8.0% 1
Purchases 32,900 34,600 1,700 5.2%
Contracted Services 15,000 15,000
Interfunctional Adjustments 29,200 33,300 4,100 14.0%
Total Expenditures 314,800 339,700 24,900 7.9%
Total Net Levy 240,500 265,300 24,800 10.3%
Notes:
1 New FTE request shared with Building Department
322021 2022 Budget % Note
Budget Budget Variance Variance Reference
Revenues
User Charges -801,500 -961,500 -160,000 20.0% 1
Contribution from Reserves -14,400 -14,400 2
Total Revenues -801,500 -975,900 -174,400 21.8%
Expenditures
Labour 459,200 666,300 207,100 45.1% 3
Purchases 64,900 75,500 10,600 16.3% 4
Contracted Services 14,000 98,000 84,000 600.0% 5
Contribution to Reserves 174,100 29,600 -144,500 (83.0%) 6
Interfunctional Adjustments 89,300 106,500 17,200 19.3% 7
Total Expenditures 801,500 975,900 174,400 21.8%
Total Net Levy
Notes:
1 Increased Revenue from Permits
2 To fund contract exentsion
3 New FTE request, Contract positon to Full time
4 Supplies, Insurance
5 Legal & Subcontractor Expense
6 Projected surplus contributed to Building Reserve
7 IT charge allocations
332022 Capital Project Listing - New Projects (Draft)
Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM
in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code #
Project Listing
130 Fleet
Replace Roads Unit #80 - Loader 250,000 2 A – Must do this year 3- Regular replacement program-
0 250,000
X88 existing service level
Replace Roads Unit #63 - Snowplow/Sander 280,000 1 A – Must do this year 3- Regular replacement program-
0 -280,000 0
X87 existing service level
Replace Roads Unit #203 - Zero Turn Mower 10,000 3 A – Must do this year 3- Regular replacement program-
0 10,000
X86 existing service level
Replace Roads Unit #98 - Trackless Flail Mower 15,000 5 A – Must do this year 3- Regular replacement program-
0 15,000
X85 existing service level
Replace Roads Unit #135 - Trackless Boom Flail 25,000 6 A – Must do this year 3- Regular replacement program-
0 25,000
X84 existing service level
New Sidewalk Plow for Roads 165,000 4 A – Must do this year
0 -165,000 37,950 38,000
X83 4- Increased due to growth-related
Total 130 Fleet 745,000 0 0 -280,000 0 -165,000 37,950 0 0 0 338,000
210 Engineering
Woodcock and Pheasant Design 90,000 4 A – Must do this year 3- Regular replacement program-
90,000
X82 existing service level
3D Lidar – Manhole Condition Assessment 85,000 1 A – Must do this year
0 85,000
X81 2 - Security/Risk Management/H&S
Cranberry Rd Design 130,000 3 A – Must do this year
-91,200 27,230 66,000
X79 4- Increased due to growth-related
Kinsmen Bridge Design 120,000 5 B – Must do next year
-120,000 0
X80 2 - Security/Risk Management/H&S
Transportation Master Plan 80,000 2 B – Must do next year 6 - Strategic initiative (approved by
-60,000 13,200 33,200
X78 Council)
Total 210 Engineering 505,000 0 -151,200 40,430 0 0 0 274,200
220 Public Works
Beech Blvd and Stoney Creek Retaining Walls 940,800 1 A – Must do this year
-294,000 -646,800 0
X76 2 - Security/Risk Management/H&S
Lindsay St Reconstruction 541,200 2 A – Must do this year 3- Regular replacement program-
-386,000 155,200
X75 existing service level
Frances St Reconstruction 663,400 3 A – Must do this year 3- Regular replacement program-
-220,000 443,400
X74 existing service level
2022 Asphalt Program 400,000 4 A – Must do this year 3- Regular replacement program-
-400,000 0
X73 existing service level
2022 Sidewalk Connectivity Program 100,000 5 B – Must do next year 6 - Strategic initiative (approved by
-90,000 20,700 30,700
X72 Council)
Sidewalk Inspection Program X71 25,000 25,000 7 A – Must do this year 1 - Statutory/Legal requirement
Salt Storage Construction 475,000 6 A – Must do this year
-96,916 22,291 400,400
X70 4- Increased due to growth-related
Fleet Facility Expansion - Design 120,000 8 B – Must do next year
(120,000) 27,600 27,600
X69 4- Increased due to growth-related
Connecting Link -Hwy #3 to Town limits 631,200 9 A – Must do this year 3- Regular replacement program-
-558,900 72,300
X67 existing service level
Total 220 Public Works 3,896,600 0 -1,858,900 -646,800 0 -306,916 70,591 0 0 0 1,154,600
250 Sanitary Sewers
3D Lidar – Manhole Condition Assessment 85,000 1 A – Must do this year
-85,000
X81 2 - Security/Risk Management/H&S
Woodcock and Pheasant Design 45,000 5 A – Must do this year 3- Regular replacement program-
-45,000
X82 existing service level
Lindsay St Reconstruction 295,154 2 A – Must do this year 3- Regular replacement program-
-295,154 0
X75 existing service level
Frances St Reconstruction 361,802 3 A – Must do this year 3- Regular replacement program-
-361,802 0
X74 existing service level
Cranberry Rd Design 65,000 4 A – Must do this year
-65,000
X79 4- Increased due to growth-related
Stoney Creek Sanitary Retaining Walls- Design 109,901 6 A – Must do this year 3- Regular replacement program-
-109,901
X65 existing service level
Total 250 Sanitary Sewers 961,856 -961,856
260 Storm Sewers
Beech Blvd and Stoney Creek Retaining Walls 235,200 1 A – Must do this year 3- Regular replacement program-
-235,200 0
X76 existing service level
Lindsay St Reconstruction 266,200 2 A – Must do this year 3- Regular replacement program-
266,200
X75 existing service level
Frances St Reconstruction 326,300 3 A – Must do this year 3- Regular replacement program-
326,300
X74 existing service level
Van Street 25,000 4 A – Must do this year 3- Regular replacement program-
25,000
X64 existing service level
Total 260 Storm Sewers 852,700 0 0 -235,200 0 0 0 0 0 617,500
342022 Capital Project Listing - New Projects (Draft)
Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEM
in FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves - w/o Exemptions Reserves - with Exemptions Debt Ranking Code #
270 Water
Woodcock and Pheasant Design 45,000 4 A – Must do this year 3- Regular replacement program-
-45,000
X82 existing service level
Lindsay St Reconstruction 416,375 1 A – Must do this year 3- Regular replacement program-
-416,375 0
X75 existing service level
Frances St Reconstruction 510,395 2 A – Must do this year 3- Regular replacement program-
-510,395 0
X74 existing service level
Cranberry Rd Design 65,000 3 A – Must do this year
-65,000
X79 4- Increased due to growth-related
Total 270 Water 1,036,771 -1,036,771 0
480 Transit
Bus Stop Shelter Installation X46 340,000 -272,000 68,000 1 B – Must do next year 5 - Expand service level
Total 480 Transit Services 340,000 -272,000 68,000
Total 8,337,927 -1,998,627 -2,130,900 -1,162,000 0 -623,116 148,971 0 0 0 2,452,300
35Asset Management Fleet Replacement Strategy - 2022 Capital Plan
Replacement Options Probability of Failure Consequence of Failure
Vehicle New Unit Alternative % Remaining Probability of Type of Consequence of
Department Make Type Description Year Overall Asset Risk Comments
Number Replacement Replacement Service Life Failure Service Failure
Cost Estimate Cost Estimate (%RSL) Description Score Description
Unit is multi-seasonal with snow removal assignments, heavy
brush and yard waste disposal duties as well as general roads
maintenance and repair. The cab frame has suffered corrosion
and structural damage around the front windshield and "A" pillar
compromising cab roll over integrity. Cab floor has also
Roads 80 Komatsu Heavy Duty Machinery Komatsu Loader Roads 2001 $280,000 $280,000 0% Highly Probable 4.0 Moderate High sufferered from extensive corrosion around the control pedals
and integrity is questionable. Roads has requested an additional
grapple bucket for use at the Depot . AMI Attachments has
quoted $30,000 for bucket. Additional hydraulics will be required
on the loader as well as a quick connect attachment. Estimated
delivery time for a new machine is 6-8 months
Extensive corrosion damage to cab frame , cab mounts and cab
flooring. Extensive rust jacking in frame rails. Estimated delivery
Roads 63 Peterbilt/Viking Heavy Duty Machinery Snowplow/sander Roads 2006 $360,000 $360,000 0% Highly Probable 4.0 Major Extreme
of completed unit is 18-24 months depending on supply chain
issues
Unit has already suffered major structural frame damage and
engine repairs and will continue to fail if unit remains in service.
Roads 203 Cub cadet Off Road Zero turn mower 2016 $20,000 $20,000 40% Highly Probable 2.0 Minor High Recommend replacement with a severe duty Commercial grade
unit. Delivery of a new machine is approximately 2-4 months if not
already in stock.
Unit is a ground engaging attachment and has experienced high
wear and component damage to gauge roller and flail rotor.
Roads 98 Trackless Attachment Trackless Flail mower Roads 2016 $15,000 $15,000 40% Likely 3.0 Moderate High
Failure to PTO gearbox is expected. Delivery of a new machine
would be approximately 2-4 weeks
Unit has exceeded its expected lifecycle of 10 years. Unit is
special purpose and no spare unit exists in the event of
Roads 135 Trackless Attachment Trackless Boom Flail Roads 2010 $25,000 $25,000 0% Highly Probable 3.0 Major High breakdown resulting in service disruption. Expect hydraulic pump
and hydraulic drive motor failures . Estimated delivery time for a
new machine is 2-4 weeks
Roads NEW Off Road New Sidewalk Plow for Roads $165,000 $165,000 100% DC Recoverable
Unit Replacement Sub-Total $865,000 $865,000
Savings $0
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