ANNUAL BUDGET FISCAL YEAR 2014 · 2015-01-08 · Corporate Services Development Approval & Planning Policy ... The Greater Toronto Airports Authority operates Toronto Pearson International

ANNUAL BUDGETFISCAL YEAR 2014

6311 Old Church Road, Caledon, Ontario, Canada L7C 1J6 www.caledon.ca

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The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation award to Town of Caledon, Ontario, Canada, for the Annual Budget beginning January 01, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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Table of Contents

Contents Page No.

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2013 Distinguished Budget Presentation Award

Table of Contents

Message from the Mayor

Welcome to Caledon

Town of Caledon Organizational Chart

Town of Caledon Full-time Headcount

Overview of Budget Processes and Policies

2014 Operating Budget Summary

2014 Approved Urgent Unmet Needs

2014 Operating Budget - Expenditures (Chart)

2014 Operating Budget - Revenues (Chart)

Major Revenue Sources and Trends

2014 Approved Capital Budget

Town of Caledon Details of Major Capital Projects for 2014

2015 – 2024 Capital Forecast

Debt and Long-term Debt Limit

Reserves and Reserve Funds

2014 BUSINESS PLANS BY DEPARTMENT

Corporate Services

Development Approval & Planning Policy

Economic Development

Fire and Emergency Services

General Governance & Administration 115

Table of Contents

Human Resources 131

Caledon Public Library 141

Parks & Recreation 151

Public Works & Engineering 179

APPENDICES

A – Community Based Strategic Plan 217

B – Caledon Long Term Strategic Financial Plan 241

C – 2014 Operating Budget Template 255

D – 2014 Budget Statistics 256

Glossary 259

Message from the Mayor

On behalf of the Members of Council, I am pleased to present the Town of Caledon’s 2014 Budget which was adopted by Council on December 3, 2013.

Caledon is a community of communities with a mix of rural and urban living. As we plan for our future, our rich agricultural heritage remains enshrined in our being. This budget was derived through public consultation and molded around central themes that serve our residents.

As an award winning green community, Caledon strives to maintain its status as an environmental leader in the municipal world. The Niagara Escarpment, the Oak Ridges Moraine, and the Credit and Humber River watersheds contribute to Caledon’s character as the best place to live, work and raise a family.

With a focus on maintaining service levels and planning for future anticipated growth, Caledon is striving to improve the Town’s non-residential tax base while continuing to invest in health and wellness, roads and the safety of our residents.

I would like to take this opportunity to thank Council and staff for their hard work and contribution to the Town’s 2014 Budget.

Sincerely,

Marolyn Morrison Mayor

Welcome to Caledon

The Town of Caledon was established on January 1, 1974 in conjunction with the creation of regional government. Representing an amalgamation of the former County of Peel townships of Albion, Caledon and the northern half of Chinguacousy, the Town of Caledon forms the northern municipality of the present Region of Peel.

It was the rich water and mineral resources that attracted settlers and early industrialists. It has been said that the first European settlers came in search of gold and although gold was never found, our industrial development then began. In present day, we celebrate our golden hillsides, trails, parks, rivers and farmland.

Today, the Town of Caledon offers many services and prospects for residents that help make Caledon a safe, active healthy and enjoyable community to call home. Recognized as Canada’s safest town and Ontario’s greenest Town, Caledon is a blend of urban and rural,

modern and historic, all nestled between the Hills of the Headwaters, Oak Ridges Moraine and the Niagara Escarpment.

Expect the best of all worlds! Caledon boasts thriving urban centres amid a striking and safe natural haven that together blends business success with an unmatched quality of life, and all this within an hour of Toronto – North America’s fifth largest urban centre.

Welcome to Caledon

Caledon is one of three local area municipalities which combined, makes up the upper tier Region of Peel.

A vibrant community of close to 60,000 residents (2011 Census), Caledon benefits from its strategic location in the Greater Toronto Area (GTA). The GTA’s population of over five million people continues to grow, and there are over 135 million people within a 500-mile radius of Caledon. This translates to an abundant, diversified and skilled labour force.

Caledon is comprised of five Wards. Council members are elected by their Ward residents, with the last election being held in October 2010. Since the term of Council is four years, the next election will be held in the Fall of 2014.

Welcome to Caledon

Ward 1 Ward 1 Ward 2 Richard Paterak Doug Beffort Gord McClure

Ward 2 Ward 3 & 4 Ward 3 & 4 Allan Thompson Richard Whitehead Nick deBoer

Ward 5 Ward 5 Patti Foley Rob Mezzapelli

Ward Regional Councillors

Area Councillors

Mayor Marolyn Morrison Ward 1 Richard Paterak Doug Beffort Ward 2 Allan Thompson Gord McClure Ward 3 & 4 Richard Whitehead Nick deBoer Ward 5 Patti Foley Rob Mezzapelli

Welcome to Caledon

Caledon is an award-winning green community, with an unmatched natural heritage of public parks, conservation areas, the Niagara Escarpment, Oak Ridges Moraine, and the Credit and Humber River watersheds.

Land here is extensively available and competitively priced, we have a supportive political climate and, from 2008-2011, Macleans magazine declared Caledon as the safest community in Canada.

Lifestyle - The Best of All Worlds Caledon is a unique mix of enduring rural traditions and vibrant urban neighbourhoods, serviced by a wide range of convenient amenities.

Housing OptionsWe are a “community of communities”. Each village and hamlet within Caledon has itsown distinctive charm. Our growing real estate market offers home buyers a wide rangeof options: from country estates and heritage properties, to comfortable single, semi-detached and town homes in new and existing subdivisions.

ShoppingOur mix of rural villages and urban centres is reflected in our wide array of retail optionswhich are equally strong and diverse – from quaint, one-of-a-kind boutiques toconvenient large brand-name chains meeting both personal and professional needs

SchoolsWith performance scores well above the provincial average, Caledon offers animpressive choice of public, separate andindependent schools.

HealthcareHealthcare services in Caledon are first-rate with nearby state-of-the-art regionalhospitals and close proximity to theextensive facilities in the GTA.

Arts and LifestyleCaledon enjoys a thriving arts communitywith annual arts festivals and a wideselection of live theatre and music optionsthroughout the year. A diverse selectionof recreation facilities and programs forresidents of all ages support our commitment to healthy, active living.

Welcome to Caledon

Excellent Infrastructure and Location Toronto, Canada’s largest city and economic pulse, is just a stone’s throw away. With that proximity comes many key benefits:

a wide range of post-secondary learning institutions and continuing educationopportunities;

the countless cultural and economic opportunities of a major North American urbancentre; and

a well-established, efficient transportationinfrastructure.

The Natural Course of Business Home to over 2,300 prosperous companies, Caledon is good for business… Naturally. Successful industry leaders in Canada and abroad know the benefits of locating in Caledon. Husky Injection Molding Systems, Mars Canada, Sardo Foods, Cambria, Pioneer H-Bred, Pepsi and Ionics Mass Spectrometry, to name just a few, call Caledon home.

New Green Development Program Our new Green Development Program makes it good business to adopt the highest environmental standards for new commercial and industrial development. We offer development charge discounts from 5% to 44.5% for buildings that incorporate the internationally recognized Leadership in Energy and Environmental Design (LEED) certification. Unique to Caledon’s program, discounts are offered for buildings that incorporate green technologies including: solar hot water systems, transpired solar collectors, solar photovoltaic systems, permeable pavement and storm water cisterns.

Caledon’s strong and diversified economic base provides a solid foundation for new and expanding industries. Our growth sectors include:

advanced and industrial machinery manufacturing; fabricated structural metal, plastic, and food and beverage products; professional, management, scientific and technical services; specialized design and engineering services; tourism.

Roads Caledon businesses easily team with suppliers to serve customers in Canada’s industrial heartland and the United States through an extensive and reliable network of municipal and regional roads (Highways 109, 10, and 50), which connect to major provincial highways (400, 410, 407, 427 and the QEW).

Rail Nearby CP and CN Railway intermodal terminals provide diversified domestic and overseas containerized service to continent-wide and international markets.

Welcome to Caledon

Air The Greater Toronto Airports Authority operates Toronto Pearson International Airport (YYZ), a leading international gateway only 30 minutes south of Caledon. With direct access via Highway 427, Pearson is Canada’s largest and busiest international airport with cargo service to sixteen North American and international destinations. Over sixty-five airlines operate out of three terminals, offering passengers direct service to twenty-five Canadian, forty-three American and forty-two international cities. Caledon’s centrally-located regional airport offers convenient air taxi service to major Ontario destinations and thousands of other North American airports. Companies can also take advantage of executive and priority express delivery services for small packages.

In short, this largest and northern-most municipality in the Region of Peel offers benefits unparalleled in the (GTA) to residents, businesses and their employees.

Citizens of Caledon

Population: 64,560

Council

Headcount: 9

Office of the Chief

Administrative Officer

Headcount: 2

General Governance & Administration

Headcount: 36

Corporate Services

Headcount: 32

Development Approval & Planning

Policy

Headcount: 41

Fire & Emergency

Services

Headcount: 31

Human Resources

Headcount: 5

Parks & Recreation

Headcount: 55

Public Works & Engineering

Headcount: 77


Headcount: 4

Corporate Communications

Headcount: 3

Library

Headcount: 13

Library Board

TOWN OF CALEDON ORGANIZATIONAL CHART

• Staff Complement is Full-time Staff Only

• Population based 2012 FIR – Provided by the Planning Department

• Details of divisions within each department available in

departmental Business Plans

Town of Caledon Full-Time Headcount

*Includes Mayor / Councillors/ Office of the CAO / Corporate Communication

DEPARTMENT 2012 2013 2014

Corporate Services 43 41 32

Development Approval and Planning Policy 40 41 41

Economic Development 4 4 4

Fire and Emergency Services 31 30 31

General Governance and Administration * 47 49 50

Human Resources 6 5 5

Caledon Public Library 13 13 13

Parks and Recreation 53 54 55

Public Works and Engineering 61 61 77

Total Headcount 298 298 308


BUDGET INFLUENCES The Town of Caledon’s annual budgets are influenced by various long-term plans, Town policies, and external environmental factors. The following pages outline the guidelines and specific budget pressures that shaped the 2014 Budget.

Community Based Strategic Plan (CBSP) The Town Council’s goals and directives set the tone for the development of the budget document. Council has adopted the Community Based Strategic Plan (see Appendix A) which is the basis for the Town of Caledon’s goals and priorities.

The Community Based Strategic Plan (CBSP) is the blueprint and guide to manage change in the Town of Caledon over the next ten years. The CBSP and the Long-Term Strategic Financial Plan will guide the Town’s future operating and capital budgets and other financial decisions. The implementation of new initiatives and/or services that Council approves to undertake in the future will be considered within the parameters of the vision and the six goals which are the basis of the plan.

The Town of Caledon’s budget process incorporates the alignment of Town departmental business plans and budgets to the CBSP’s actions, goals, and objectives. Specifically, the departmental business plans include a section for departments to outline their 2014 departmental priorities, goals and initiatives; how the initiatives/goals are funded and how the initiatives/goals help achieve the actions, goals, and objectives of the CBSP.

Departmental business plan goals and objectives become goals and objectives for staff on which they are evaluated in their annual performance reviews. This also ensures that Town staff is engaged in realizing the goals and objectives identified within the CBSP.

As part of the action plan and monitoring framework for the Community Based Strategic Plan each department is required to identify three to five actions from the CBSP in their Business Plan to be implemented through the budget process.

In conclusion, the Community Based Strategic Plan has been approved by Council as the guiding document that identifies the community vision, goals and strategic objectives and acts as the blueprint for managing change over the next ten years in the Town of Caledon.

Caledon Long-term Strategic Financial Plan (CLTSFP) The Caledon Long-term Strategic Financial Plan (see Appendix B) is an integral part of the Town’s annual budget process. The direction of the annual budget process is consistent with the principles and policies of the Caledon Long-term Strategic Financial Plan.

The purpose of the CLTSFP is to provide a framework to guide Council and the Town’s departments, boards and committees in their financial planning and decision-making processes. Through this, the output is to improve and strengthen the long-term financial health for the Town of Caledon.


The objectives of the CLTSFP are: To focus on cost efficient and effective service and program delivery To maximize revenues through a variety of sources To use debt in a fiscally responsible manner To properly maintain and fund the Town’s physical assets To account for and fund liabilities To ensure that user fees remain regionally competitive To ensure that growth pays its fair share of growth related infrastructure costs To establish a stable and equitable tax burden policy for the community

These objectives have led to the creation of several internal policies including: General, Financial Management, Development Charges, and Funding from Other Levels of Government, Asset Management & Liabilities, Capital Budget Management and Debt Management policies. Within each of these policy categories are direct influences to the budget process, a few examples of these policies are listed below:

Financial Management Policy - Proposals for new services or service level adjustments(mandatory or discretionary) will be presented to Council for consideration. Theseproposals shall include impacts on the operating and capital budgets, funding sources,human resource requirements, performance measures, and long-term financial impact.

Development Charges Policy - The appropriate financial commitment will be consideredeach year from 2010 to 2021, for the purpose of increasing the Town’s contribution tothe growth-related roads capital program.

Asset Management and Liabilities Policy - The Town will include increased fundingwithin its annual capital funding to effect lifecycle costing for all of the Town’s tangiblecapital assets to be fully implemented by 2020.

Capital Budget Management Policy – The Town has moved to a multi-year capitalprocess: one year detailed Capital budget, Term of Council Capital, and Ten YearCapital Forecast. The Multi-Year Capital Budget will be re-evaluated and updated on anannual basis by staff for consideration by Council.

Debt Management Policy - For tax–supported debt, debt carrying costs must be paidthrough the Town’s Operating Budget, while for rate-supported debt, debt carrying costsmust be paid through user fees.

The Caledon Long-term Strategic Financial Plan has shifted the focus of budget preparation beyond one year and this has also changed the budget process and the factors that are considered in the preparation of both the operating and capital budgets. Currently, the operating budget is only prepared for the next year but in the near future it will be prepared for multiple years. The Town budgets for projects referred to as “Term of Council” which are projects where the total capital project amount is approved and Council commits to fund the balance for the Council term. The Capital Budget is prepared for the next year and priorities are provided for 10 (ten) years.


Short-term Inflationary Factors Each year major items are reviewed and data is gathered on factors that could potentially influence the next year’s budget. Short-term inflationary factors, such as rate changes for Town purchases, are projected and communicated to cost centre managers for incorporation into the 2014 budget, if applicable. Short-term Inflationary factors that impacted the 2014 budget include: Projected Consumer Price Index for 2014 is 2.0% (based on Bank of Canada Monetary Policy Report, July 2013)

Utilities - Natural Gas = 1% rate increase; however, departments were requested to adjust budgets

based on projected volumes for 2014. The volumes for 2014 may be impacted by new energy efficient equipment recently installed at a facility.

- Electricity = 5% rate increase projected; departments were requested to adjust budgets for volume changes first, and then apply the projected rate increase.

- Water = 8% rate increase projected; departments were requested to adjust for volume changes, if applicable, and then apply the rate increase

General Liability Insurance increase in rates of 15% projected; and

Base Annual Operating Budget Impacts Each year, departments consider factors that impact the Town’s base operating budgets, e.g. budgets that provide the same level or service. To assist in this process, departments have been provided two broad categories of base budget impacts:

1) Unavoidable Budget Increases2) Recommended Budget Reductions

Then sub-categories within each to organize and communicate, in a consistent manner, the increases and decreases to their base operating budgets.

All 2014 base operating budget increases and decreases are categorized in one of the following by department (see table below). All departmental base budget increases/decreases are rolled-up for the Town, as a whole, to communicate the overall impact to the Town’s Operating Budget in the same categories:

Unavoidable Budget Changes Mandatory Legislation Includes new or a change in legislation that requires the

department to incur additional costs to start a new service or change service levels.

Employee Compensation This is directly linked to existing staffing and includes negotiated union contract adjustments for union staff, economic adjustments for non-union staff, job rate progression, and benefit adjustments such as statutory deductions (Canada Pension Plan, Employment Insurance) and pension rate adjustments related to the Ontario Municipal Employees Retirement System (OMERS).

Annualization of New Staff If partial-year funding for a new hire was approved in the previous year’s budget, the balance of the budget (to equal a full year) is identified.

Annualization of New Services

If partial-year funding for new services was approved in the previous year’s budget, the balance of the budget (to equal a full year) is identified.


Inflationary This section is used to identify budget increases due to rate increases for items such as maintenance supplies/services, insurance, winter maintenance salt/salt. This section excludes utilities, which is specifically identified below.

Utilities This section is used to identify utility changes; projected rate changes are provided from Finance and the volume changes are determined by the department responsible for the facility.

Revenues This section is for departments to identify revenue adjustments based on volume only.

Previously Approved Council Initiatives

During 2013, Council reports that have 2014 budget implications are identified in the reports and summarized quarterly. Subject to Council approval of the reports and initiatives contained in the reports, the 2014 budget implications are included in the base 2014 budget as an unavoidable budget increase in this section.

Recommended Budget Reductions Service Delivery Efficiencies

Departments are required to find base operating budget reductions without a reduction to service levels. That is, the same level of service in 2013 but at a lower cost (e.g. lower usage, consumption, different way of doing things, etc.)

New Fees/Revenues Incremental revenue impact of new fees or charges for a product, service or program that the Town has not charged for in the past.

Fee Rate Increases Incremental revenue impact of proposed increases to existing fees in the fees by-law.

BUDGET PROCESS In July 2013, in preparation for the 2014 Budget, budget templates were available in our SharePoint site and budget software (Capital, Operating, Head Count and Fees By-Law) and parameters were provided to the departments with instructions of how to complete the templates. A Financial Analyst was assigned to each department to provide budget assistance, including researching historical actuals beyond what was provided in templates and to provide general financial/budget advice for new managers. The instructions included discussion of Town-wide goals and objectives, budgeting guidelines for the operating and capital budgets, timelines, an overview of fiscal constraints, and resources available for allocation. The budget directives and instructions distributed were designed to assist the departments in preparing all budget requests and forms.


The budget templates provided to the departments include the following:

Operating Budget TemplateThe Operating Budget worksheet is intended to develop the Town’s Base Operating Budgetin a focused, transparent and understandable manner. The worksheet is pre-populated with2012 actuals, 2013 year budget, current year budget which is considered the base budget,as well as 2013 year’s year-to-date actual figures. Columns are also provided fordepartments to account for the annual budget impacts mentioned on the previous page, e.g.unavoidable budget increases/decreases and recommended budget reductions. Since allincreases/decreases to the 2014 budget is consistently entered into specific columns,communication of operating budget pressures facing the Town, overall, and specific todepartments is consistent and easy to understand.A sample of the 2014 Operating Budget template is included in Appendix C (page 245).Each departmental business plan includes a summary of the base operating budget andapproved 2014 Budget.

Unmet Needs TemplateIncrease in service levels, additional staffing, or new programs that are not part of the baseoperating budget from the previous year are documented on Unmet Needs templates. TheSenior Management Team reviews all unmet need requests and then categorizes therequests between Urgent Unmet Needs and Other Unmet Needs. All unmet needs arepresented for Council consideration, however, staff recommends Council approval of theUrgent unmet needs and associated net expense increases, if any, in the operating budget.Other unmet needs are presented for Council review and consideration for inclusion in thebudget should there be sufficient funds. Council, upon reviewing all unmet needs, maydirect staff to move Unmet Needs submissions from the urgent list to the other unmet needslist or vice versa.

Fee By-law TemplateThe Fee By-law template is provided to the departments pre-populated with the current yearfees (2013) and is helpful in incorporating fee changes into the budget document. Feechanges are considered by Council annually through the budget process. The templateallows departments to propose an increase to the fees by identifying a percentage orspecific dollar amount increase to the fee. The new fee plus applicable taxes isautomatically calculated for the 2014 Fee By-law.

Departments include the Revenue impact of fee rate increases identified on the Fee By-law template, in the Operating Budget template under the heading (Column O – Fee Rate Increases).

The 2014 Fees By-law report and Fee By-law schedules will be submitted for Council approval at the same time as the 2014 Budget.


Business Plan TemplateThe Business Plan Template allows for each department to communicate their:

mission statement; departmental chart department roles and responsibilities; major customers or clients; 2013 achievements; significant trends and challenges for the department; and 2014 departmental priorities

The business plan templates are linked to the Community Based Strategic Plan (see Appendix A) as departments identify how their 2014 priorities are aligned to achieving the objectives and actions in the Community Based Strategic Plan.

Capital Budget TemplateCapital Budget templates are provided to departments to submit capital projects to beconsidered in the 2014 Capital Budget.

Capital items are considered to be infrastructure, and items having a useful life exceedingone year. They can include buildings and building improvements, land and landimprovements, bridges, culverts and storm ponds, vehicles, machinery and equipment,office furniture and fixtures and results in the acquisition of, or extends the life of a fixedasset. Capital budget submissions are also submitted for projects requiring one-timefunding for example studies.

The Town’s capital program funds from various sources such as reserves and reservefunds, tax funding, infrastructure grants from other levels of government, external debt(issued by the upper-tier municipality), and grants/donations provided from privateorganizations/charities.

In 2012, as the Town began long-term planning of capital expenditures and tax funding tosupport the increased annual expenditures, Council approved the following commitment toincrease the Town’s tax funded capital program (a sustainable source to fund capital):

Incremental tax revenues from assessment growth is to be allocated to the tax levy fundedCapital program annually equal to the greater of:

a) 1% of assessment growth plus half of new Commercial / Industrial assessmentrevenue; or

b) 50% of assessment growth revenue for the year.


For 2014 the Town is proposing to use all the assessment growth projected to fund capital projects. See chart below:

$0.0

$0.5

$1.0

$1.5

$2.0

$2.5

$3.0

$3.5

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Mill

ion

s

Assessment Growth to Offset Current/Operating Budget

Assessment Growth Allocated to Tax based Capital program

Approved Allocation of Assessment Growth to Tax Levy Capital Program = Greater of:1) 1% of Assessment Growth + ½ of new

Commercial/Industrial Assessment revenue; or2) 50% of Assessment Growth revenue for the year

The Town’s tax funded capital program, e.g. the portion of property taxes collected annually that is allocated to the capital program, for 2013 is $8.1M. With incremental property tax revenue projected from property assessment growth, it is projected that the Town’s 2014 tax funded capital program will increase, by $1.4M, to $9.5M. The Town approved an increase to the base capital of $1.5M to address the infrastructure deficit for a total budget of $11.5M.

Base Budget(2013 approved budget)

Assessment Growth

BAR TAX SUPPORTED DEBT UPLOAD

Approved 2014 Tax Funded Capital Budget

$1.4M

$0.2M

$8.1M

$1.5M

$11.5M

OMPF Funding $0.3M


A 2014 Capital Budget totaling incorporate some additional funding from the Ontario Municipal Partnership Funding Grant (OMPF) for $0.3M which was more than expected and the uploading of the Bolton Arterial Route (BAR) to the Region of Peel for $0.2M

The Town’s tax funded capital program has significantly increased over the years as shown below however, it is still not enough to cover the infrastructure deficit.

$-

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

2008 2009 2010 2011 2012 2013 2014

$3.4 $3.4

$4.5

$6.6

$7.4

$8.1

$11.5

($ Millions)

The growing issue with infrastructure is clearly demonstrated in the capital program over the years has not reached the annual funding depreciation level for the Town of $20M.

$3.4 $3.4 $4.5

$6.6 $7.4

$8.1

$11.5

$19.8 $19.4 $19.2 $19.9 $19.5 $19.5

$20.0

$-

$5.0

$10.0

$15.0

$20.0

$25.0

2008 2009 2010 2011 2012 2013 2014

Tax Funding Amortization

The original gap in the 2008 capital program was $16.4M and it has been reduce in the 2014 approved capital budget to be $8.5M. This addresses some of the infrastructure gap but, only at a historical level and not full replacement value.


Departments were also provided the 10-year Capital forecast used in the 2013 Budget to: - Update their capital requirements for an additional year (e.g. 10th year of the capital

projection needs to be added annually); - Update based on changes in priorities, new costing information; - Obtain preliminary information to prepare the 2014 Capital Budget templates (e.g.

capital requests for 2014)

The 10-Year capital forecast was developed based on baseline projects and above baseline projects:

a) Baseline projects – annual projects for each department for items such as annualrepairs/maintenance of existing facilities, annual road resurfacing/reconstructionwork.

b) Above Baseline projects – significant capital projects that are new, such as a newrecreational facility, new fleet equipment, and major renovations/reconstructionprojects that are not accommodated through annual repairs/maintenance.

The 10-Year capital forecast was reviewed in conjunction with the anticipated funding increases over the same 10-year period (e.g. tax levy funded capital outlined in the previous section and growth in capital-related reserve fund). Where possible the 10-year capital plan was adjusted to match projected funding. Specifically, the following adjustments were made:

- capital projects were moved to different years based on projected funding; - baseline projects were reduced to accommodate large dollar above baseline projects

in a particular year (e.g. regular repairs and maintenance for a department was reduced in a year where there was also a requirement to construct a new facility that year); and

- projects were split into phases to be funded over several years.

The 2014 year in the 10-year capital projection matches projected funding, however, years beyond 2014 will still be a challenge to fund.

$11.5

$20.1

$0.0

$5.0

$10.0

$15.0

$20.0

$25.0

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Millions

Capital Funding Projections (Tax) Capital Expenditure Projections (Tax)


2014 Budget Timelines

In July departments were distributed the 2014 headcount information and were required to returned it to Finance on July 26th, 2013 with any changes or corrections. The Operating and Capital templates were available on our budget software with a final deadline for input to departments was September 4, 2013.

Over a period of three weeks the budgets/budget templates were reviewed by the Chief Financial Officer, Treasurer, Deputy Treasurer and department Director to obtain an understanding of the budgetary requirements/requests. At these meetings, budget adjustments were discussed based on funding projections and clarifications about the requests, trends, and other factors.

Following all budget adjustments, a consolidated summary was prepared by the Finance Division for review the by the Chief Administrative Officer (CAO), Chief Financial Officer (CFO), Treasurer and Deputy Treasurer to suggest additional strategies for the 2014 Operating Budget and other recommended target reductions.

The 2014 preliminary Operating and Capital Budgets was reviewed by the whole senior management team prior to submission to Council and taxpayer review on October 15th and November 6th. A schedule of the Town’s 2014 Budget process and meetings following Town staff’s internal budget preparation is outlined below:

A Town Council budget workshop was held on October 15, 2013 in the Council Chambers. At this meeting Town staff provided Council with an overview of the capital and operating budgets including unmet needs (new services, additional service levels, and additional staff) recommended to be funded. This information was also provided at an evening Town Hall Budget meeting held on November 6th, 2013. Although all Council workshops and Council meetings are open to the public, the November 6th Town Hall budget was held in the evening to provide all taxpayers an opportunity to attend and provide their comments, ask questions, early in the budget process.

Departmental budget presentations were held on November 18th and 19th, 2013. The final 2014 Town Budget was approved on December 3th, 2013.

Oct. 15

• Budget Workshop (Capital & Operating Budget Overview)

• 2:00 p.m. – Town Hall Council Chambers

Nov. 6

• Town Hall Budget Presentation


Nov. 18 & 19

• Council Budget Meetings – Departmental Presentations


Dec. 3

• Council Budget Meeting – Finalization and Approval



Improvements to the 2014 Budget Process

Budget Flyers Prior to the Town Hall Budget Meeting Budget flyers were produced and distributed the week of October 21, 2013 to provide 2014 Town of Caledon budget information to all taxpayers and to inform taxpayers of the budget schedule/upcoming Town Hall Budget meeting.

Feedback from Taxpayers Earlier On in Budget Process A Town Hall Budget meeting was held on November 6th, 2013 for all public questions and input in the budget process in advance of department presentations. In previous years, the Town Hall Budget meeting was held in late November following several Council Budget workshops and following departmental budget presentations.

On November 18 and 19, 2013, Town departments presented more details about their capital and operating budgets.

Council approved the Town’s 2014 Budget at an evening Council meeting scheduled on December 3, 2013.

BUDGET ROLES AND RESPONSIBILITIES Every employee plays a role in budgeting, whether in its formulation, preparation, implementation, administration or evaluation. Ultimately, the Town’s Senior Management Team (SMT), through the CAO, is accountable to Town Council for the performance of departmental personnel in meeting specific objectives within allocation resource limits. Actual budget preparation responsibility can be identified more specifically as follows:

SMT is responsible for reviewing, modifying and assembling their cost data into adepartmental request package and a departmental business plan;

SMT critically evaluates all requests, prioritizes, and submits only those requests which areconsistent with Council policies, the Community Based Strategic Plan, administrativedirection and departmental objectives. Preparation of budget requests, goals and objectivesshould coincide with stated annual goals.

The Treasurer and staff within the Finance Division are responsible for:

Preparing short and long range revenue and expenditure forecasts

Reviewing departmental budgets with SMT and individual departments

Analyzing, summarizing, and making recommendations on the budget requests to theCFO

Reviewing the linkage/consistency/alignment between budget requests and overallbudget goals, Development Charge Background Study, 10-year Capital Plan,department Master Plans and policies

Consolidating all budget requests and the impact of all budget requests into apackage that clearly communicates the Town’s budget, budget pressures, budgetimpacts, financial/budget policies and the Town’s financial plan.

Town Council is responsible for the final review and approval of the 2014 Operating andCapital Budgets after consideration of the weighing the interests of the Town (e.g. operatingand capital pressures, aging infrastructure), the Town’s taxpayers, and other stakeholders.


BUDGET POLICIES ON AMENDMENTS AFTER ADOPTION Procedures for amending the Capital and Operating Budgets after adoption are to be treated as follows:

Increase to Capital Budgets Where authority has been given in the budget for a particular project, the appropriate

Director and the Treasurer may jointly approve increases to such authorized amountsprovided that the total amount of the increase:

a) does not exceed the lesser of 10% of the applicable capital budget or $10,000.00; and

b) such increases are offset by corresponding decreases in other capital projects; and

c) these re-allocations between capital projects are reported to Council in thereport(s) prepared by the Treasurer on the status of capital projects; and

d) Capital budget increases requiring additional funding that cannot be accountedthrough transfers from other capital projects (e.g. additional reserve funding) areapproved individually by Council via an in-year report.

Increase to Operating Budgets Where it is desirable to reallocate the funds between operating expense appropriations

in order to achieve the most efficient and effective use of resources, or to reflect acorporate re-organization of resources the reallocations are carried out as follows:

a) Financial analysts meet with managers and directors of the affected departmentsto discuss and gain a consensus of the amounts and line items to beapportioned.

b) The Operating Budget transfer template is completed by the financial analyst andpresented to the department director for approval of the dollar amount andscheduling of the budget transfers.

c) The transfers are reviewed and approved by the Treasurer or designate.

d) Only re-allocations which in the opinion of the Treasurer are significant andmaterial shall be processed.

e) Budget re-allocations cannot be made to compensate for over-expenditures.


BUDGET ACCOUNTING POLICY As in prior years, the Town of Caledon’s 2014 Budget was completed on the fund basis of accounting. However, per Ontario Regulation 284-09, the Town of Caledon must disclose the impact on the 2014 Operating Budget of full accrual accounting adjustments prior to Council adopting the budget. The estimated impact of full accrual accounting on the 2014 Operating Budget figures for items listed below will be disclosed in a report to Council prior to the approval of the 2014 Operating Budget.

Amortization of tangible capital assets Accumulated Surplus/(Deficit) from Operations Revenue – Grants/Other - for Capital Revenue – Interest earned on the debt retirement reserve fund Revenue/Expenditures – Transfer from/to Reserves Expenditures – Interest on Former Caledon Hydro Corporation Debt

The Public Sector Accounting Board’s (PSAB) new financial reporting requirements for the 2009

and future reporting periods incorporates the capitalization of tangible capital assets and amortization expenses in the financials for all Ontario municipalities. For budget purposes, Ontario Regulation 284/09, allows municipalities to exclude TCA amortization from the budget.

The Town of Caledon prepares its budget on a fund accounting basis where capital and operating budgets are balanced. Most municipalities have continued to prepare budgets on the fund accounting basis with additional disclosure requirements, per Ontario Regulations, prior to the approval of the budget. The purpose of this report is to identify the impact of the 2014 fund accounting budget on the Town’s accumulated surplus prepared on the full accrual basis of

accounting.

The following table outlines the high level adjustments made that converts the balanced 2014 Budget prepared on the fund basis of accounting to an estimated $2.3M deficit or reduction to the Town’s accumulated surplus on a full accrual basis (comparable 2012 year-end audited figure = $3.0M surplus under the full accrual basis of accounting):

2014 Proposed Budget - Fund AccountingProposed 2014 Operating Budget Revenues $70.6Proposed 2014 Operating Budget Expenses ($70.6)2014 Operating Budget Surplus/(Shortfall) - Fund Accounting $0.0

Projected 2014 Tangible Capital Asset Amortization ($20.0)2014 Proposed Budget Tax Levy Funded Capital Program $11.52014 Capital Budget Items not considered TCA ($1.9)2014 Proposed Budget Transfer from Reserves consideredDeferred Revenues & Other external Funding (e.g. grants) $10.5

$0.1

Revised shortfall after accounting for TCA $0.1

Other Full Accrual AdjustmentsNet 2014 Budget Transfers to Reserves not considered asExpenses $0.6Long Term debt Payment ($3.0)

($2.4)Estimated Impact on the ending 2014 Accumulated Surplus ($2.3)

$ Millions


As shown in the table above, amortization, projected at $20.0M, is the main driver of the projected full accrual deficit in for 2014. The amortization is reduced to a deficit of $2.3M by other full accrual adjustments such as the Town’s investment in the Tax Funded Capital program and reserve transfers, such as the repayment of internal debt. The impact of the $2.3M projected deficit is an overall reduction in the Town’s accumulated surplus or an overall reduction in the Town’s net book value of tangible capital assets (e.g. Town’s assets are declining at a faster rate than the Town is contributing for their replacement).

1) Amortization of TCA, per the Town’s 2012 audited financial statements, was $19.5M. It isestimated that 2014 amortization will increase to $20.0M based on: the 2014 proposed capital budget (assumed ½ year of amortization on 2014 tangible

capital assets); annualization of 2013 TCA amortization that was included for ½ the year in 2013; and projections on 2014 amortization for current TCA projects/work-in-progress items still

open from previous years.

2) Since amortization is included in the full accrual budget process, the impact of amortizationis an estimated $20.0M reduction to the Town’s accumulated surplus. However, offsettingamortization is the Town’s tax levy funding of tangible capital assets and TCA funding fromother sources such as deferred revenues and grants.

3) Further reducing the TCA impact on the Town’s accumulated surplus are other adjustmentssuch as: Adjusting for the Town’s 2014 budget transfer to reserves for internal debt repayments

and other transfers, such as the election reserve fund, facility repairs andreplacements. These transfers are considered expenses under the fund accountingbasis but will contribute to a 2014 surplus under the full accrual basis of accounting.

Accounting for interest expense on the external debt, held at the Region of Peel, net ofthe Debt Retirement Fund, also held at the Region of Peel, interest earned.

Overall, the estimated impact of the proposed 2014 Budget is an estimated $2.3M reduction to the Town’s accumulated surplus and in 2013 the projected impact was calculated to be $6.0M deficit.

The year end result for the 2012 Full Accrual accounting surplus was $3.0M increase to the Town’s accumulated surplus. The Town’s projected accumulated surplus at the end of 2014 is as follows:

2012 Beginning Accumulated Surplus $297.1M 2012 Full Accrual Accounting Surplus $3.0M 2012 Ending Accumulated Surplus $300.2M

Projected Impact of 2013 Budget ($6.0M) Projected Impact of 2014 Budget ($2.3M) 2014 Estimated Ending Accumulated Surplus $291.9M


While the 2014 budget increase to the Town’s tax levy funded capital to $11.5M is an improvement which represents approximately 55% of the projected $20.0M of amortization for the Town in 2014. TCA amortization is an indicator of the amount that should be contributed towards the replacement of existing infrastructure. Although, replacement cost will likely be higher than the TCA amortization, which is based on historical cost, revenues to offset TCA amortization would be a significant contribution to ensuring that a municipality has sufficient funds to repair and replace existing infrastructure.

The Town prepares financial information in accordance with generally accepted accounting principles for local governments. Revenue and expenditures are recorded using the accrual basis of accounting, meaning they are recognized and recorded in the period which the transaction occurred.

Town of Caledon 2014 Operating Budget Summary

A Summary of the 2014 Net Operating Expense (Expenses less Revenue) by department is listed below with a comparison to the 2013 Budget.

As outlined in the previous section, the Town of Caledon prepares a base operating budget to support existing approved service levels and identifies incremental costs for improved service levels through “Urgent Unmet Needs” requests. The figures listed above include the approved base operating budget and approved Urgent Unmet Needs for 2014.

Statistics on the volume of activity number of facilities supported in the base operating budget is included in Appendix D.

Incremental expenses totaling $0.8M for additional staffing, improved service levels, new programs was approved as part of the Town’s review of “Unmet Needs”. A summary of the 2014 approved Urgent Unmet needs is listed on the next page.

DEPARTMENT 2013 BUDGET 2014 BUDGET

Corporate Accounts $(38,704,558) $(38,994,054)

Corporate Services 3,347,496 3,478,813

Development Approval and Planning Policy 922,362 444,200

Economic Development 609,273 603,418

Fire and Emergency Services 6,588,505 6,854,389

General Governance and Administration 3,353,159 2,995,010

Human Resources 953,302 945,209

Caledon Public Library 2,621,447 2,673,439

Parks and Recreation 6,211,402 6,521,085

Public Works and Engineering 14,097,610 14,478,491

Total $ 0 $ 0

TOWN OF CALEDON

2014 APPROVED URGENT UNMET NEEDS

Department Number Division Description

2014 Net

Budget

Amount

Full-

Time

Head

Count

One Time

Request

(Y/N)

Annualized

Net Budget

Amount

1 Finance

Financial Analyst (12 Months) This position will assume expanded responsibility for the

Town's cash flow and investment activities. To provide a detailed cash flow for the Town

on its operating and capital activities and to proactively invest funds on a regular basis.

This would reduce the management investment fee we currently pay and provide

additional interest revenue for the Town. This position would be responsible for all bank

reconciliations for the various Town bank accounts and provide better Customer Service

to all Town departments.

($9,538) 1 N ($16,038)

2 ITGIS Analyst (12 Months)To build capability and expertise for internal and external users

of spatial data as part of the Enterprise GIS strategy. This initiative is one part of the

Town's IT Strategic Plan. To be funded from the IT Capital Projects.

$0 1 N $0

Corporate Services Total ($9,538) ($16,038)

3Development

East/ West

Landscape Development Coordinator (12 Months) To provide assistance with the Town's

Landscape Architect and undertake the review of landscape plans received for site plan

applications.

$76,691 1 N $70,191

4Policy &

Sustainability

Planning Technician (6 Month Contract) This position is needed to provide the

knowledge base for the Official Plan and high level skills in geospatial analysis are

needed to complete the next round of the Official Plan consolidation after the OPA 226

is approved by the OMB. This including's verifying and finalizing all Official Plan figures

and schedules in both paper and digital forms to ensure consistency with the policies.

This position will be funded by the IT Capital Project.

$0 0 Y $0

Development Approval and Planning Policy Department Total $76,691 $70,191

Fire and

Emergency

Services

5 Fire PreventionInspector - (12 months) To provide additional coverage to meet the requirements for fire

code inspections, site visits and allow the department to meet the intent of the Fire

Protection and Prevention Act.

$149,264 1 N $102,763

Fire and Emergency Services Total $149,264 $102,763

6 POA

POA Coordinator - Switch from contract to full-time. Ensures current efficiencies

maintained which supports mandated 14 day ticket entry, case loads no longer than 6

months to trial, daily processing of payments at the counter, by phone, online and

through third party collections. This position will be funded by additional revenue

received for more timely collection of revenue.

$0 1 N $0

7 CommunicationsAnnual software and stock photography and music licence costs to support

Communications department needs$3,550 0 Y $0

8 CommunicationsVideo / Photography equipment purchase to support Communications department

production$3,800 0 Y $0

9 Communications

Project Manager / Web Editor - To provide a higher level of service required by the Town

in terms of website service delivery, e-services and project management for various

projects

$90,000 1 N $90,000

General Governance and Administration Total $97,350 $90,000

Corporate Services

Development

Approval and

Planning Policy

Department

General

Governance and

Administration

TOWN OF CALEDON

2014 APPROVED URGENT UNMET NEEDS

Department Number Division Description

2014 Net

Budget

Amount

Full-

Time

Head

Count

One Time

Request

(Y/N)

Annualized

Net Budget

Amount

10 Recreation Operating Budget for New Pan-Am Community Hall in Palgrave. This will provide 5

Months operating costs which includes staffing, utilities, maintenance and facility costs.

$42,419 0 N $86,205

11 Parks

Parks Maintenance - Temporary Full Time Parks Maintenance Staffing - To cover

additional service levels for new parks in the Southfields Community Park, Chateaux of

Caledon Neighbourhood Park, and the Johnson Sports Park. This will also cover some

existing parks and new boulevard cutting and planting bed areas in development areas

$68,476 0 N $28,476

12 Recreation

Customer Service (Part Time) - Mayfield Facility. To add 24 hours a week of part time

labour in Customer Service for the Mayfield Family of Buildings. To improve daytime,

evening, and weekend hours.

$28,250 0 N $28,250

13 Recreation2 - Customer Service (12 Months) - Additional hours for contract positions to provide

Customer Service staffing for Support Services for the launch of the E-Registration for

the Spring 2014. This is a one year contract funded by the IT Capital Project.

$0 0 Y $0

Parks and Recreation Total $139,145 $142,931

14

Regulatory and

Inspection

Services Crossing Guard - for Caledon East

$18,000 N N $18,000

15Engineering

Services

Storm water Management Ponds (SWMP) Facility Maintenance - This is to provide funds

for mandatory monitoring requirements, planning and maintenance. This is compulsory

need as owners of SWMP facilities are legally required to keep infrastructure in proper

working order as stipulated in the Ontario Water Resources Act and regulated through

the Environmental Protection Act.

$250,000 0 N $250,000

16

Regulatory and

Inspection

Services

Parking Enforcement Officer (Part Time - 12 Months) This position is for an additional 20

hours a week support to enhance resources and be strategically utilized to maximize

needs of parking enforcement. It is anticipated this position will generate revenue to

exceed cost of position.

($34,413) 0 N ($34,413)

17Engineering

Services

Engineering Project Coordinator (12 Months) This position is to provide support to

manage an increasing number of capital infrastructure projects in the past several years

and it is anticipated that this will continued with the growth in Caledon. This position will

be funded by project management fees charged to Capital.

$0 1 N $0

18Engineering

ServicesTo Invest in a Roads Assessment & Pavement Management Program - This is to complete

an assessment of the road network spread over 2 years. $97,850 0 N $97,850

19

Regulatory and

Inspection

Services

2 - Parking Enforcement Ticketing Units - The cost of 2 ticketing machines with training

and software. This will reduce in the costs of errors from manually issuing tickets by

staff.

$30,000 0 Y $0

Public Works Total $361,437 $331,437

Total Funded Unmet Needs $814,349 $721,284

Parks &

Recreation

Public Works &

Engineering

2014 Operating Budget

Expenditures by Department

Expenditures by Category 2012 Approved

Budget 2013 Approved


Budget

Salaries, Wages & Benefits $32,329,926 $33,607,112 $35,187,415

Transfer to Reserves/Capital 10,596,750 12,189,320 14,847,727

Services and Rents 8,810,709 9,194,184 8,762,017

Materials, Equipment & Supplies 4,403,070 4,115,751 4,162,346

Utilities 2,493,358 2,466,974 2,470,655

Other 6,162,784 5,990,613 6,336,325

Expenditures Total $64,796,597 $67,563,954 $71,766,485

Corporate Accounts $13,947,917 20%

Corporate Services $3,670,309 5%

Development Approval & Planning

Policy $6,222,323 9%

Economic Development $684,418 1%

Fire & Emergency Services

$7,207,060 10%General Governance & Administration $6,612,413 9%

Human Resources $945,209 1%

Library $2,795,339 4%

Parks & Recreation $11,314,816 16%

Public Works $17,334,882 25%

2014 Operating Budget

Revenues by Department

Revenue By Source 2012 Approved



Budget

Tax Revenue $42,089,424 $45,230,060 $48,797,031

Fines and Penalties 3,541,100 4,386,500 4,792,004

User Fees/Rentals 13,685,710 12,395,753 12,161,081

Transfer from Reserves 544,465 512,449 571,444

Interest 700,500 700,500 750,500

Grants 1,402,500 1,289,900 1,302,594

Sales 281,680 299,380 303,580

Other 2,551,218 2,749,412 3,088,251

Revenue Total $64,796,597 $67,563,954 $71,766,485

Corporate Accounts $52,107,622 74%

Corporate Services $283,959 0.40%

Development Approval & Planning Policy $5,848,314 8%


$81,000 0.11%

Fire & Emergency Services $455,435

1%


$3,617,353 5%

Library $121,900 0.17%

Parks & Recreation $4,886,375 7%

Public Works $3,332,728 5%


Tax Revenue - $48,797,031

This is the largest funding source for the Town of Caledon and funds both operating and capital

expenditures. The funding requirements of the Town are determined through the budget

process and the tax rate is set on these requirements. The tax rate is determined by dividing

the funding requirement by the property assessment base. The assessment base for 2014 is

projected to increase by approximately 1.6%. The estimated projection added to the tax base is

$1.4M of assessment growth which has been allocated to fund the Capital program. The 2014

Operating budget required an additional $2.2M funding to balance the budget. This includes

Urgent Unmet Needs for new services, new service levels or new staffing and additional capital

funding sources.

The Town of Caledon is also responsible for collecting taxes on behalf of the Region of Peel

(upper tier municipal government) and the Board of Education (both Public and Separate).

These amounts are not included in the Town of Caledon tax revenues shown in this document

but are included on the property tax bills sent to the Town of Caledon residents.

Fines and Penalties - $4,792,004

The Provincial Offences Act (POA) allows for the collection of fines for violations under the

Highway Traffic Act and for parking infractions within the Town of Caledon. Corporate Services

charges a 1.25% Late Payment fine on the first day of default of the tax installment due date

and on any remaining balance until paid on the first of each month for all property taxes in

arrears. The fee was opposed to discourage taxpayers from paying late and ensure the Town

has adequate funds to pay the school boards and the Region of Peel when required. The Town

is obligated to make these payments regardless if the taxpayer pays us late. If the Town of

Caledon does not have sufficient cash flow to pay the Region of Peel, school boards, and to pay

for the provision of services, we may have to borrow money in the short-term, which impacts all

taxpayers.

User Fees/Rentals - $12,161,081

This is the second largest revenue source for the Town of Caledon and is reviewed and updated

annually. Each year all departments will adjust their user fees for cost of living increases.

Some examples of user fees include fees charged for recreation programs, facility rentals,

development applications, building permits and licenses. The operating budget is adjusted for

changes to the user fees through the budget process. In conjunction with the adoption of the

budget the fee by-law is also approved by Council on a yearly basis.


Transfer from Reserves - $571,444

These transfers are used to fund certain debt payment requirements in the operating budget

and some one time positions approved during the budget process

Interest - $750,500

Interest revenue included in the Operating Budget is not projected to increase in 2014 without

the additional resources of a financial analyst to proactively look at cash management and

investment strategies. Incremental interest earned from higher cash balances in recent years

related to obligatory reserve funds are allocated to those reserve funds and do not impact the

Operating Budget.

Grants - $1,302,594

A significant portion of this revenue comes from the Ontario Municipal Partnership Fund

(OMPF) which is an annual unconditional grant from the Province of Ontario, for assisting rural

communities, to provide services to their citizens. Other large grants received by the Town from

various agencies are for Library services for accessibility purposes; Provincial Offences Act for

bilingual purposes; and recreational grants for programs offered. Trends for grants are difficult

to predict as the programs being offered could be stopped by the originating body at any time.

The Town budgets for grants annually and will adjust based on Federal/Provincial notification of

new grants, grant increases or cancellation/reduction in grant programs.

Sales - $303,580

This type of revenue includes concession and vending machine revenue from all of the Town’s

Recreation Facilities.

Other - $3,088,251

A significant portion of this funding comes from internal charges for work performed for other

departments or divisions within the Corporation of the Town of Caledon. The remainder of this

revenue is from fundraising and other events held in various departments throughout the year.

2014 APPROVED CAPITAL BUDGET

Department Project # Project Name Division Total Project Budget

Tax Levy Funding Gas Tax Fund Aggregate

Levy Reserve Funding DC Reserve Capital Carry

Forward Other Funding Comment

14-060 AMANDA Enhancements 200,000$ 200,000$ -$ -$ -$ -$ -$ -$

14-059 IT Disaster Recovery Site 200,000$ 200,000$ -$ -$ -$ -$ -$ -$

14-063 PC Refresh Project 150,000$ 150,000$ -$ -$ -$ -$ -$ -$

14-064 IT Application Enhance & Upgrd 50,000$ 50,000$ -$ -$ -$ -$ -$ -$

14-084 Connectivity, PSN&Brdbnd(2014) 35,000$ 35,000$ -$ -$ -$ -$ -$ -$

14-061 Enterprise Asset Mgmt Asmnt & 25,000$ 25,000$ -$ -$ -$ -$ -$ -$

14-062 Enterprise Asset Mgmt Appl Imp 150,000$ 150,000$ -$ -$ -$ -$ -$ -$

14-065 Laserfiche Upgrade 25,000$ 25,000$ -$ -$ -$ -$ -$ -$

835,000$ 835,000$ -$ -$ -$ -$ -$ -$

14-081 Zoning By-law Upgrade Year 2 30,000$ 22,800$ -$ -$ -$ 7,200$ -$ -$ DC Studies

14-082 Urban Design & Landscape Guide 50,000$ 50,000$ -$ -$ -$ -$ -$ -$

14-051 Bolton Residential Expan Study 400,000$ 31,400$ -$ -$ -$ 368,600$ -$ -$ DC Studies

14-052 Albion Bolton Trans Master Pla 80,000$ 41,200$ -$ -$ -$ 38,800$ -$ -$ DC Studies

14-053 Snell's Hollow E. Second Plan 50,000$ 3,925$ -$ -$ -$ 46,075$ -$ -$ DC Studies

14-054 Bolton Heritage District Study 80,000$ 21,800$ -$ -$ -$ 58,200$ -$ -$ DC Studies

14-055 Heritage Designation Study 25,000$ 6,813$ -$ -$ -$ 18,187$ -$ -$ DC Studies

14-056 Pioneer Cemetery Restoration 65,000$ 65,000$ -$ -$ -$ -$ -$ -$

14-057 Guidelines for Official Plan 60,000$ 50,300$ -$ -$ -$ 9,700$ -$ -$ DC Studies

14-058 Participation in Peel R Emp Su 20,000$ 20,000$ -$ -$ -$ -$ -$ -$

14-085 Growth Mgmt Study 80,000$ 41,200$ -$ -$ -$ 38,800$ -$ -$ DC Studies

14-086 GTA W. Corridor LR Land Use St 80,000$ 41,200$ -$ -$ -$ 38,800$ -$ -$ DC Studies

14-100 Gravel Pit Rehab Master Plan 40,000$ -$ -$ -$ -$ -$ 40,000$ -$ Project 13-087

14-102 Community Improvement Plan (6 Villages) 55,000$ 55,000$ -$ -$ -$ -$ -$ -$

14-103 Economic Development Tourism Study 40,000$ 40,000$ -$ -$ -$ -$ -$ -$

1,155,000$ 490,638$ -$ -$ -$ 624,362$ 40,000$ -$

14-006 Total SCBA Replacement 1,399,500$ -$ -$ -$ -$ -$ -$ 1,399,500$ Capital Contingency

14-007 VCOM Upgrade Phase 4 196,000$ 196,000$ -$ -$ -$ -$ -$ -$

14-008 Replacement of Bolton Fire Stn 2,371,500$ 1,596,000$ -$ -$ -$ 775,500$ -$ -$ DC Fire

14-009 Personal Protective Equipment 85,000$ -$ -$ -$ 85,000$ -$ -$ -$ Fire Equipment Reserve

14-011 Training Officer Vehicle 50,000$ -$ -$ -$ 50,000$ -$ -$ -$ Fire Equipment Reserve

14-010 Large Fire Equipment Replacemt 55,000$ -$ -$ -$ 55,000$ -$ -$ -$ Fire Equipment Reserve

4,157,000$ 1,792,000$ -$ -$ 190,000$ 775,500$ -$ 1,399,500$

Corporate Services Total

Development Approval & Planning Policy Total

Fire & Emergency Services Total

Fire & Emergency

Services

Development

Emergency Operations and

Fire Suppression

Corporate Services

Information Technology

Development Approval &

Planning Policy Policy & Sustainability






14-105 Animal Shelter - Generator 8,700$ 8,700$ -$ -$ -$ -$ -$ -$

14-106 Animal Shelter - Fencing Leash Free Park 15,000$ 15,000$ -$ -$ -$ -$ -$ -$

23,700$ 23,700$ -$ -$ -$ -$ -$ -$

14-047 Library - Books and Materials 400,000$ 400,000$ -$ -$ -$ -$ -$ -$

14-048 Library - Information Technlgy 25,000$ 25,000$ -$ -$ -$ -$ -$ -$

425,000$ 425,000$ -$ -$ -$ -$ -$ -$

14-026 Mayfield Recreation Complex Roof and HVAC Replacement 2,035,000$ 2,035,000$ -$ -$ -$ -$ -$ -$

14-001 Mayfield W Rec Ctr - Cons&Dsgn 250,000$ 47,500$ -$ -$ -$ 202,500$ -$ -$ DC Recreation

14-013 CCC- Public Address (PA) System Replacement 10,000$ 10,000$ -$ -$ -$ -$ -$ -$

14-015 CCC - Water Softener Replace 6,000$ 6,000$ -$ -$ -$ -$ -$ -$

14-016 CCC - Auto Sprklr Alarm Valve 6,000$ 6,000$ -$ -$ -$ -$ -$ -$

14-020 CCRW Security Camera Upgrade 67,000$ 67,000$ -$ -$ -$ -$ -$ -$

14-021 CCRW Snoezelen Rm Re-location 27,000$ 27,000$ -$ -$ -$ -$ -$ -$

14-023 CCRW Energy Efficient Lighting Upgrades 54,000$ 54,000$ -$ -$ -$ -$ -$ -$

14-028 Accessibility Projects - RNNPO 70,000$ 70,000$ -$ -$ -$ -$ -$ -$

14-018 Rotary Place Upgrades 41,000$ 41,000$ -$ -$ -$ -$ -$ -$

14-005 Bocce Court Lighting 20,000$ 20,000$ -$ -$ -$ -$ -$ -$

14-042 Caledon Trailway Resurfacing 50,000$ 50,000$ -$ -$ -$ -$ -$ -$

14-043 Emerald Ash Borer Mitigation 80,000$ 80,000$ -$ -$ -$ -$ -$ -$

14-044 Playground Replacements 100,000$ 100,000$ -$ -$ -$ -$ -$ -$

14-045 Park Path Replacements 250,000$ 250,000$ -$ -$ -$ -$ -$ -$

14-037 Fernbrook Neighbourhood Park 300,000$ 30,000$ -$ -$ -$ 270,000$ -$ -$ DC Parks

14-097 MW Village Blue S. Pk -AddFund 166,000$ 166,000$ -$ -$ -$ -$ -$ -$

14-098 Bottle Filling Stations 25,000$ 25,000$ -$ -$ -$ -$ -$ -$

3,557,000$ 3,084,500$ -$ -$ -$ 472,500$ -$ -$

Animal Services

Lending Services

Parks & Recreation

Parks Operations

Library Services Total

Library Services

General Governance

General Governance Total

Parks & Recreation Total

Facilities & Operations






14-066 Campus Plan Phase 1 Implement 50,000$ 50,000$ -$ -$ -$ -$ -$ -$ 14-067 Town Hall HVAC Review 50,000$ 50,000$ -$ -$ -$ -$ -$ -$ 14-068 Town Hall Improvements 50,000$ 50,000$ -$ -$ -$ -$ -$ -$ 14-069 Changing AC units IT set up rm 25,000$ 25,000$ -$ -$ -$ -$ -$ -$ 14-070 Heat Recovery - Kit Makeup Air 25,000$ 25,000$ -$ -$ -$ -$ -$ -$ 14-071 Accessibility Upgrds Town Hall 100,000$ 100,000$ -$ -$ -$ -$ -$ -$ 14-072 Belfountain Comm Ctr Roof Repl 50,000$ 50,000$ -$ -$ -$ -$ -$ -$ 14-074 Bldg Preventive Maint & w/o sy 45,000$ 45,000$ -$ -$ -$ -$ -$ -$ 14-083 PW Yard #3 Pollution Control 100,000$ 100,000$ -$ -$ -$ -$ -$ -$ 14-087 Long-term Roof Replacement Pla 40,000$ 40,000$ -$ -$ -$ -$ -$ -$ 14-104 2014 OPP Capital Repairs & Expenditures 150,000$ -$ -$ -$ -$ -$ -$ 150,000$ Region of Peel

14-046 Energy & Environment Projects Energy & Environment 116,496$ 116,496$ -$ -$ -$ -$ -$ -$

14-022

2014 Roads Reconstruction & Rehab:- Town-Wide Repairs- Caledon East Concrete Roads: Mountcrest Rd., Valleygreen Cr., & Valewood Dr.- Bolton Heights Dr - RR50 to Kingsview Dr.- Finnerty SR - Centreville Creek to The Gore Rd.- Highpoint SR - Mississauga Rd. to Main St.- Creditivew Rd. - King St. to Mayfield Rd.- Mount Wolfe Rd - 1800m North of Old Church Road to HWY 9- MW (1A) Kennedy Road Construction

6,369,909$ 1,606,114$ 3,200,000$ -$ -$ 893,795$ -$ 670,000$ DC Roads &

Debenture (For CaledonEast Concrete Road)

14-025

2014 Structures Program - Replacement and Rehabilitation of Bridges- Kennedy Road Bridge- Dominion Street Bridge

1,200,000$ 945,000$ -$ 255,000$ -$ -$ -$ -$

14-029 Roads 2014 Prevent Maint Prog 400,000$ 400,000$ -$ -$ -$ -$ -$ -$

14-0302014 Engineering/Design for 2015 Roads Program- Engineering for 2015 Roads Projects- Queen St. and Main St. - Alton Village Core

132,500$ 132,500$ -$ -$ -$ -$ -$ -$

14-031 Roads Prgm - 2014 Eng Misc Std 75,000$ 75,000$ -$ -$ -$ -$ -$ -$ 14-032 Traffic Calming & Safety Devic 56,000$ 31,000$ -$ -$ -$ 25,000$ -$ -$ DC Roads14-033 Traffic Studies / Counts 40,000$ 40,000$ -$ -$ -$ -$ -$ -$ 14-034 Structure Prgm - Bridge EA & D 140,000$ 140,000$ -$ -$ -$ -$ -$ -$ 14-073 Fleet Vehicles for Parks 96,000$ 96,000$ -$ -$ -$ -$ -$ -$ 14-075 GPS System Upgrade 40,000$ 40,000$ -$ -$ -$ -$ -$ -$ 14-076 Wood Chipper 75,000$ 75,000$ -$ -$ -$ -$ -$ -$ 14-077 Pick- up Truck Replacements 90,000$ -$ -$ -$ 90,000$ -$ -$ -$ Fleet Equipment Reserve14-078 Bucket Truck 210,000$ 210,000$ -$ -$ -$ -$ -$ -$

14-091 Roads - 2014 Reconstruction and Rehabilitation (Enhanced)* Comprehensive list of roads can be located on detail sheet 4,100,000$ -$ -$ -$ -$ -$ -$ 4,100,000$ Debenture

14-092 Tullamore Servicing 30,000,000$ -$ -$ -$ -$ -$ -$ 30,000,000$ Dev. Contributions - Area Specific DC's

14-093 Simpson Road Servicing 7,300,000$ -$ -$ -$ -$ -$ -$ 7,300,000$ Dev. Contributions - Area Specific DC's

14-095 Noise Attenuation Wall Repair 180,000$ 180,000$ -$ -$ -$ -$ -$ -$ 14-101 Kennedy Road (MW 1A) Construct 4,455,041$ 222,752$ -$ -$ -$ 4,232,289$ -$ -$ DC Roads

55,760,946$ 4,844,862$ 3,200,000$ 255,000$ 90,000$ 5,151,084$ -$ 42,220,000$

65,913,646$ 11,495,700$ 3,200,000$ 255,000$ 280,000$ 7,023,446$ 40,000$ 43,619,500$ Grand Total Town of Caledon - 2014

Public Works & Engineering Total

Engineering Services


Road & Fleet Services

Capital Project & Property

Management


Corporate Services

Project 14-060 – 14-084 – Information Technology Capital Request Budget $835,000

I.T. Capital Projects are established to implement, upgrade and integrate new and existing technologies as outlined in the I.T. Strategic Plan and the Community Based Strategic Plan. Some of the projects outlined for 2014 are:

AMANDA Enhancements IT Disaster Recovery Site PC Refresh Project IT Application Enhancements & Upgrades Connectivity, PSN, & Broadband (2014) Enterprise Asset Management Assessment & Strategy Enterprise Asset Management Application Implementation Laserfiche Upgrade

Development Approval and Planning Policy

Project 14-051 – Albion Bolton Settlement Area Expansion Budget $400,000

The Albion Bolton Residential Expansion Study is a planning process to identify 190 hectares of Greenfield land to accommodate 10,348 new residents and 2,035 population-serving jobs by 2031 as a Settlement Area Boundary Expansion for Bolton


Project 14-006 – Self Contained Breathing Apparatus (SCBA) Replacement Budget $1,399,500

This project is for the total replacement of our Self Contained Breathing Apparatus (SCBA) used by firefighters when investigating or entering into a fire scene or dealing with hazardous smoke or chemicals.

Project 14-008 – Replacement of the Bolton Fire Station Budget $2,371,500

Replacement of the Bolton fire station to a new location with sufficient space to house apparatus, career staff, volunteer firefighters and some support administrative operations . Current fire station is in a poor location, undersized and does not meet current building code requirements.

Caledon Public Library

Project 14-047 – Books and Materials Budget $400,000

Purchase new books and other library materials in order to maintain current and excellence of the library’s collection.


Parks and Recreation

Project 14-001 – Mayfield West Recreation Centre – Consultant & Design Budget $250,000

This funding is to hire a consultant to lead on the development of the required documents, studies, community engagement and construction for the new Recreation Facility in Mayfield West. The Financial agreement dictates that construction of the new facility must commence prior to the 2500th buildingpermit.

Project 14-026 – Mayfield Recreation Complex Roof and HVAC Replacement Budget $2,035,000

Replacement of the Mayfield Recreation Complex roof that covers the arena, lobby and pool areas. This project will also include the HVAC and Dehumidification Unit replacements, as the current units are undersized for the size of the facility, causing significant failure in heating and cooling within the facility.

Project 14-044 – Playground Replacements Budget $100,000

Lifecycle replacement of playgrounds located at Emeline Park (Alton) and Tormina Park (Bolton)

Project 14-045 – Park Path Replacements Budget $250,000

Replace the asphalt paths through Lina Marino Park (Valleywood), Foundry Park (Bolton), and replace the limestone screening path in Lions Park (Mono Mills).

Public Works and Engineering

Projects 14-022 & 14-101 Roads 2014 Reconstruction and Rehabilitation Budget $10,824,950

Town wide asphalt resurfacing - major asphalt patching on various roads.

Road Reconstruction and rehabilitation - various roads.

Caledon East Concrete Roads: Mountcrest Rd., Valleygreen Cr., & Valewood Dr. Bolton Heights Dr - RR50 to Kingsview Dr. Finnerty SR - Centreville Creek to The Gore Rd. Highpoint SR - Mississauga Rd. to Main St. Creditivew Rd. - King St. to Mayfield Rd. Mount Wolfe Rd - 1800m North of Old Church Road to HWY 9 Mayfield West (1A) Kennedy Road Construction

Project 14-025 – Structures Program Budget $1,200,000

Replacement of the Kennedy Road Bridge located 2.6 km south of Beech Grove Sideroad and Dominion Street Bridge located 0.15k north of the Forks of Credit Road.

Project 14-091 – 2014 Reconstruction and Rehabilitation (Enhanced) Budget $4,100,000

Town wide asphalt resurfacing and major asphalt patching on various roads. This is a comprehensive pavement management program that includes the periodic reconstruction or major rehabilitation of roads to extend the life of the roads and address major deficiencies.



Project 14-092 – Tullamore Servicing Budget $30,000,000

To complete the road network and storm water management system design and construction for the Tullamore Commercial / Industrial Area. With the GTA West Corridor “freezing” non-residential growth, the Town intends on designing and constructing the road and servicing required for this area in order to encourage non-residential growth in approved employment areas not impacted by the GTA West Corridor Study.

Project 14-093 – Simpson Road Servicing Budget $7,300,000

To complete road design, construction, channelization, and a storm water management facility of Simpson Road from George Bolton Parkway to just north of Mayfield Road.

SCHEDULE C

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalBaseline $1,035,000 $685,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $10,000,000

$0 $0 $0 $3,750 $0 $0 $0 $0 $3,750 $0 $7,500$1,035,000 $685,000 $1,035,000 $1,035,000 $1,038,750 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,038,750 $1,035,000 $10,007,500

Baseline $370,000 $100,000 $238,551 $233,237 $194,338 $186,550 $100,000 $100,000 $259,550 $222,425 $311,050 $1,945,701$324,338 $165,224 $194,088 $200,662 $208,450 $331,400 $312,875 $119,750 $210,125 $83,950 $2,150,862

$370,000 $424,338 $403,775 $427,325 $395,000 $395,000 $431,400 $412,875 $379,300 $432,550 $395,000 $4,096,563

Baseline $900,000 $850,000 $850,000 $850,000 $840,000 $900,000 $900,000 $650,000 $900,000 $900,000 $900,000 $8,540,000$500,000 $600,000 $1,235,000 $835,020 $963,645 $270,000 $570,000 $570,000 $570,000 $2,170,000 $8,283,665

$900,000 $1,350,000 $1,450,000 $2,085,000 $1,675,020 $1,863,645 $1,170,000 $1,220,000 $1,470,000 $1,470,000 $3,070,000 $16,823,665

Baseline $100,000 $30,000 $100,000 $100,000 $100,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $830,000$50,000 $0 $0 $0 $250,000 $70,000 $485,773 $485,773 $615,478 $615,477 $2,572,501

$100,000 $80,000 $100,000 $100,000 $100,000 $250,000 $170,000 $585,773 $585,773 $715,478 $715,477 $3,402,501

Baseline $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000,000$0 $0 $0 $129,570 $200,000 $200,000 $200,000 $200,000 $1,803,434 $1,965,396 $4,698,400

$500,000 $500,000 $500,000 $500,000 $629,570 $700,000 $700,000 $700,000 $700,000 $2,303,434 $2,465,396 $9,698,400

Baseline $650,000 $400,000 $350,000 $650,000 $650,000 $650,000 $650,000 $650,000 $650,000 $650,000 $650,000 $5,950,000$2,782,864 $2,435,631 $3,709,683 $2,709,419 $2,507,726 $1,597,726 $1,940,726 $2,717,726 $1,263,249 $1,108,500 $22,773,250

$650,000 $3,182,864 $2,785,631 $4,359,683 $3,359,419 $3,157,726 $2,247,726 $2,590,726 $3,367,726 $1,913,249 $1,758,500 $28,723,250

Baseline $3,015,000 $2,890,000 $3,015,000 $2,940,000 $3,015,000 $3,015,000 $3,015,000 $3,015,000 $3,015,000 $3,015,000 $3,015,000 $29,950,000$3,595,435 $2,962,910 $8,906,206 $2,053,088 $7,254,558 $6,854,558 $7,354,558 $7,354,558 $6,354,558 $6,354,558 $59,044,987

$3,015,000 $6,485,435 $5,977,910 $11,846,206 $5,068,088 $10,269,558 $9,869,558 $10,369,558 $10,369,558 $9,369,558 $9,369,558 $88,994,987

$6,570,000 $5,455,000 $6,088,551 $6,308,237 $6,334,338 $6,286,550 $6,300,000 $6,050,000 $6,459,550 $6,422,425 $6,511,050 $62,215,701$7,252,637 $6,163,765 $14,044,977 $5,931,509 $11,384,379 $9,323,684 $10,863,932 $11,447,807 $10,820,594 $12,297,881 $99,531,165$12,707,637 $12,252,316 $20,353,214 $12,265,847 $17,670,929 $15,623,684 $16,913,932 $17,907,357 $17,243,019 $18,808,931 $161,746,866

TOWN OF CALEDON

Department Project

2015 - 2024 Tax Levy Baseline & Above Baseline Capital Expenditure Forecast

Tax Levy Baseline





Total Tax Levy BaselineTotal Tax Budget Above Baseline (See Department Schedules)Total Tax Levy Required to Fund 2015-2024 Capital Budgets


Above Baseline

Above Baseline

Above BaselinePublic Works & Engineering


General Governance & Administration Total

Library Services


Parks & Recreation Above BaselineParks & Recreation Total

Tax Levy Baseline Balance2015-2018 Term of Council 2019-2022 Term of Council 2023-2026 Term of Council

Corporate Services Above Baseline

Above Baseline

Above Baseline


SCHEDULE D

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalTax Funding $685,000 $1,035,000 $1,035,000 $1,038,750 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,038,750 $1,035,000 $10,007,500

Development Charges $0 $0 $0 $121,250 $0 $0 $0 $0 $121,250 $0 $242,500

Reserve Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Gas Tax $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Debentures $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$685,000 $1,035,000 $1,035,000 $1,160,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,160,000 $1,035,000 $10,250,000

Tax Funding $424,338 $403,775 $427,325 $395,000 $395,000 $431,400 $412,875 $379,300 $432,550 $395,000 $4,096,563

Development Charges $1,440,662 $824,776 $1,950,912 $304,338 $111,550 $368,600 $982,125 $800,250 $1,054,875 $936,050 $8,774,138


$1,865,000 $1,228,551 $2,378,237 $699,338 $506,550 $800,000 $1,395,000 $1,179,550 $1,487,425 $1,331,050 $12,870,701

Tax Funding $1,350,000 $1,450,000 $2,085,000 $1,675,020 $1,863,645 $1,170,000 $1,220,000 $1,470,000 $1,470,000 $3,070,000 $16,823,665

Development Charges $990,000 $450,000 $2,325,000 $3,074,980 $5,721,355 $0 $0 $0 $0 $0 $12,561,335

Reserve Funds $0 $0 $10,000 $10,000 $10,000 $20,000 $20,000 $20,000 $20,000 $20,000 $130,000Gas Tax $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Debentures $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$2,340,000 $1,900,000 $4,420,000 $4,760,000 $7,595,000 $1,190,000 $1,240,000 $1,490,000 $1,490,000 $3,090,000 $29,515,000

Tax Funding $80,000 $100,000 $100,000 $100,000 $250,000 $170,000 $585,773 $585,773 $715,478 $715,477 $3,402,501

Development Charges $0 $0 $0 $0 $0 $0 $170,227 $170,227 $602,023 $602,022 $1,544,499


$80,000 $100,000 $100,000 $100,000 $250,000 $170,000 $756,000 $756,000 $1,317,501 $1,317,499 $4,947,000

Tax Funding $500,000 $500,000 $500,000 $629,570 $700,000 $700,000 $700,000 $700,000 $2,303,434 $2,465,396 $9,698,400

Development Charges $0 $0 $0 $0 $0 $0 $0 $0 $2,646,567 $1,679,853 $4,326,420

Reserve Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Gas Tax $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Debentures $0 $0 $0 $270,430 $0 $0 $0 $0 $700,000 $2,004,750 $2,975,180Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$500,000 $500,000 $500,000 $900,000 $700,000 $700,000 $700,000 $700,000 $5,650,001 $6,149,999 $17,000,000

Tax Funding $3,430,255 $3,033,022 $4,607,074 $3,606,809 $3,157,726 $2,247,726 $2,590,726 $3,367,726 $1,913,249 $1,758,500 $29,712,813

Development Charges $9,299,745 $9,961,110 $12,103,110 $8,994,375 $1,097,874 $1,097,874 $6,054,874 $5,957,874 $6,484,374 $5,386,500 $66,437,710

Reserve Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Gas Tax $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Debentures $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other* $240,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $240,000

$12,970,000 $12,994,132 $16,710,184 $12,601,184 $4,255,600 $3,345,600 $8,645,600 $9,325,600 $8,397,623 $7,145,000 $96,390,523

TOWN OF CALEDON2015 - 2024 Total Capital Project Funding Sources

Department Funding SourceTax Levy Baseline Balance




Corporate Services



Parks & Recreation



General Governance & Administration Total

Library Services

2015-2018 Term of Council 2019-2022 Term of Council 2023-2026 Term of Council


SCHEDULE D

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total

TOWN OF CALEDON2015 - 2024 Total Capital Project Funding Sources

Department Funding SourceTax Levy Baseline Balance

Corporate Services


Tax Funding $6,485,435 $5,977,910 $11,846,206 $5,068,088 $10,269,558 $9,869,558 $10,369,558 $10,369,558 $9,369,558 $9,369,558 $88,994,987

Development Charges $2,063,012 $271,382 $5,388,095 $2,804,617 $117,842 $117,842 $117,842 $117,842 $117,842 $117,842 $11,234,158

Reserve Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Gas Tax $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $32,000,000Debentures $4,100,000 $4,100,000 $4,100,000 $4,100,000 $0 $0 $0 $0 $0 $0 $16,400,000Other ** $215,000 $546,671 $11,599,536 $215,000 $215,000 $215,000 $215,000 $215,000 $215,000 $215,000 $13,866,207

$16,063,447 $14,095,963 $36,133,837 $15,387,705 $13,802,400 $13,402,400 $13,902,400 $13,902,400 $12,902,400 $12,902,400 $162,495,352

$12,955,028 $12,499,707 $20,600,605 $12,513,237 $17,670,929 $15,623,684 $16,913,932 $17,907,357 $17,243,019 $18,808,931 $162,736,429$13,793,419 $11,507,268 $21,767,117 $15,299,560 $7,048,621 $1,584,316 $7,325,068 $7,046,193 $11,026,931 $8,722,267 $105,120,760

$0 $0 $10,000 $10,000 $10,000 $20,000 $20,000 $20,000 $20,000 $20,000 $130,000$3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $32,000,000$4,100,000 $4,100,000 $4,100,000 $4,370,430 $0 $0 $0 $0 $700,000 $2,004,750 $19,375,180$455,000 $546,671 $11,599,536 $215,000 $215,000 $215,000 $215,000 $215,000 $215,000 $215,000 $14,106,207

$34,503,447 $31,853,646 $61,277,258 $35,608,227 $28,144,550 $20,643,000 $27,674,000 $28,388,550 $32,404,950 $32,970,948 $333,468,576

* Parks & Recreation - Other Funding - Donation and Capital Carry Over

** Public Works & Engineering - Other Funding - Aggregate Levy and Post Period Benefit for Public Works Operations Centre



Total Tax Funding

Total DebenturesTotal Other

Total Development ChargesTotal Reserve FundsTotal Gas Tax

Grand Total All Sources of Funding

Town Of Caledon Debt And Long-Term Debt Limit

The Town of Caledon currently has external debt, issued by the upper-tier municipality, the Region of Peel related to capital infrastructure. Provincial limits on municipal debt are set based on a maximum percentage of revenues that may be used to service the debt costs (e.g. interest and principal payments) on an annual basis. In the Province of Ontario, municipalities have the authorization to incur long-term debt for municipal infrastructure as long as annual debt repayments do not exceed 25% of net revenues. The Province provides an annual statement for municipalities known as the Annual Repayment Limit statement, outlining the revenue and debt servicing calculations. The Town of Caledon’s 2012 Annual Repayment Limit statement from the Province states that the Town is utilizing 5.90% of net revenues to service debt. The Town of Caledon’s debt servicing costs, as a percentage of new revenues, are projected not to exceed the provincial annual repayment limit of 25%. In 2011, Town of Caledon Council approved the establishment of the following long-term debt limit for the Town:

The Town may issue long-term debt to a maximum projected debt servicing charges (principal and interest payments) of 10% of net revenues. The Town is also not projected to exceed the 10% of Net revenue limit.

The Town currently has external debt, issued through the Region of Peel, related to: 1. The purchase of hydro assets outside the former Village of Bolton from Ontario Hydro. 2. The completion of the Bolton Arterial Route – Phase 3 on Coleraine Drive. 3. The 2011 Fire Aerial Apparatus purchase. Hydro Debenture (1999) Semi-annual payments of principal and interest for the Hydro debenture are funded from a Debt Retirement Fund, held at the Region of Peel, which was established after the Town subsequently sold the assets to Hydro One. When the Debt Retirement fund was established, projections on the initial investment and interest to be earned indicated that the Debt Retirement Fund would have sufficient funds to meet the semi-annual interest payments and annual principal payments to maturity, December 2019. Due to past and current economic conditions, projections on interest income for the Debt Retirement Fund have been revised downwards in recent years and there is a projected shortfall between the Debt Retirement Fund and the Town’s future debt payments (towards the end of 2016). The Town of Caledon plans to use an existing internal reserve fund that has accumulated sufficient funds to cover the projected 2016-2019 shortfall of approximately $8.4M in the Debt Retirement Fund.


Bolton Arterial Route Debenture (2010) This external debenture was issued in 2010 for the completion of the Bolton Arterial Route (BAR) on Coleraine Drive. The thirty-year, $5.4M debenture issued is known as a “sinker”, where interest payments are made semi-annually and the full amount of the $5.4M principal is due at the end of 30 years. The sinking fund is held and managed by the Region of Peel, for the purposes of extinguishing the debt at maturity. The annual sinking fund contributions and the interest income to be earned on the investments of the sinking fund over 30 years are projected to fully cover the principal payment due at maturity. Fire Aerial Apparatus (2011) In 2011, Council approved additional external debt to be issued, through the Region of Peel, for the purchase of a Fire Aerial truck. The ten-year, $0.6M debenture issued in 2011 is also a “sinker”, described above where interest payments are made semi-annually and the full amount of the $0.6M principal is due at the end of 10 years. The sinking fund is held and managed by the Region of Peel, for the purposes of extinguishing the debt at maturity. The annual sinking fund contributions and the interest income to be earned on 14 the investments of the sinking fund over 10 years are projected to fully cover the principal payment due at maturity. Annual Repayment Limit (ARL) Provincial policy allows municipalities to incur debt charges equivalent to 25 percent of their net revenues without prior approval of the Ontario Municipal Board. On an annual basis, the Province provides each municipality with an Annual Repayment Limit (ARL) statement that outlines the maximum debt charges allowed (25% of net revenues), the debt charges reported, and the remaining debt repayment limit. Further, as part of the 2012 Budget, Council adopted a debt policy where the Town may issue debt to a maximum projected debt servicing charges (principal and interest payments) of 10% of net revenues.


At $3.3M, the Town will be utilizing 5.90% of revenues to service debt. This would leave a maximum repayment limit balance available of 19.10% (=25% - 5.90%) or a maximum of approximately $11.4M of remaining revenues to service debt. Currently, the majority of debt servicing costs relate to the Town of Caledon’s $29M debenture for the purchase of Caledon Hydro. Caledon Hydro was subsequently sold in 2000 and a debt retirement fund was established to offset the debt servicing costs to debt maturity, 2019. In 2012, Council approved a capital project for the replacement of 34 vehicles and equipment. The annual debenture payments were estimated at $640,000 annually for a five year term (2013 to 2017), which is included in the 2013 operating budget. Due to a positive cash flow in the Town’s account the issuance of this debenture was not required however the payment will still remain as part of the base operating budget to repay the capital project over the original 5 year term of the estimated debt.

$‐

$0.5000

$1.0000

$1.5000

$2.0000

$2.5000

$3.0000

$3.5000

$4.0000

2013 ARL Statement 2013 Adjusted

Trackless Equipment -RepaymentFleet Repayment

Bolton Arterial Route Debt

Fire Aerial Debt

Non-Material Leases

Caledon Hydro External Debt

$3.3M( 5.90 % of Rev.)

Projection $4.0M(7.03% of Rev.)

Maximum Debt Repayment Limit for 2012 = $14.1M (2012 ARL)

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ures$48

00 $85$1,34

oad

nt structure

a Non-

r 5 Years

in

mptions

Total85,64454,35640,000

Town Of Caledon Debt And Long-Term Debt LimitThe chart below shows the debt as a percentage of Tax vs. DC servicing cost for each year from 2012 – 2024.

Below is the debt as a percentage of the total debt servicing cost for Development charges debt and Tax debt.

The tax supported debt is less than the debt policy of 10%. The majority of the tax debt consists of the Hydro debenture which currently has 100% of the funds available to repay now however, is projected to be completed in 2019. The chart below shows the debt servicing if the Hydro debt is paid now and removed from years 2014 – 2019.

2013 Adjusted ARL 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

DC Debt % 0.39% 0.38% 0.08% 1.81% 1.77% 1.74% 2.26% 1.66% 1.57% 1.61% 1.57% 1.53%

Tax Debt % 6.64% 6.51% 7.34% 7.67% 7.88% 7.28% 7.10% 3.44% 3.18% 3.27% 3.18% 3.10%Debt Servicing Costs as a % of Net Revenues 7.03% 6.90% 7.42% 9.48% 9.65% 9.02% 9.36% 5.10% 4.75% 4.88% 4.75% 4.63%

2.38% 2.33% 2.94%5.07% 5.33% 4.78% 5.23% 5.10% 4.75% 4.88% 4.75% 4.63%

0%

5%

10%

15%

20%

25%

2013Adjusted

ARL

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Debt Servicing Costs as a % of Net Revenues - If Hydro is Removed from 2014-2019


Reserves and Reserve funds are established by Town by-law and/or through Provincial legislation. Both Reserves and Reserve Funds are considered during the annual operating and capital budget process and for the purpose of long-term planning.

Reserves are established for a predetermined purpose and are applied at the discretion of Council for that purpose, whereas the Reserve Funds are restricted by statute or by Council discretion. Reserve Funds must be segregated from general revenues but Reserves do not have to be segregated.

I. RESERVES

a) Description:Reserves are an appropriation from net revenue at the discretion of Council, afterthe provision for all known expenditures. It has no reference to any specificasset and does not require the physical segregation of money or assets.Reserves cannot have a revenue or expense of itself.

b) Purpose:While reserves may be established for any municipal purpose, the most commonare:

2011 (Actuals) 2012 (Actuals) 2013 (Projection)Reserves 6,116,783.00 8,057,496.58 8,356,784.00 Obligatory (Reserve Funds) 19,485,925.50 22,876,804.66 36,764,735.00 Discretionary (Reserve Funds) 23,041,187.34 25,041,392.37 28,328,679.00

$-

$5.0

$10.0

$15.0

$20.0

$25.0

$30.0

$35.0

$40.0

Reserve Continuity


Reserve for Working Funds In most municipalities accounts have to be paid before property taxes, grants and other revenues become available, including revenues still to be collected for the previous year.

A municipality can obtain a short-term loan to meet this need, but borrowing incurs interest charges. In order to reduce, and, if possible avoid short-term borrowing, a working fund reserve is one financial management technique that can be helpful. It is also a cash management device to enhance cash flow.

Reserve for Contingencies Such a reserve is established in anticipation of unknown expenditures or liabilities. All contingency reserves will be reviewed and where applicable, establish a consolidation of similar contingency reserves in 2012.

Reserve for Facility Repairs and Restoration This type of a reserve allows for funds to be set aside each year for future building repairs or to help offset major renovations. For example, such a reserve eliminates the need to levy for the full cost of building repairs or renovations in one particular budget year.

As of December 31, 2012, the Town had available the following reserves for operating and capital budget allocation:

i. Reserve for Working Funds: $ 1,299,647.39These funds are available for the entire corporation to enhance and meet cashrequirements of the Town prior to the collection of its current revenues.

ii. GO Transit Funds: $ 72,803.00To support the Caledon Community Services’ Transportation Program and will be usedfor future road projects as needed. This was originally founded in 2002 from RegionalTax levy contributions.

iii. Heritage Property: $ 15,525.22To fund Designated Heritage Property Grants that exceed current year’s approvedoperating budget.

iv. Corporate Energy Reserve: $ 60,246.23To continuously leverage external funding for cost effective energy projects.

v. Capital Tax Levy: $1,899,763.68This reserve was created from surplus tax levy funded capital projects and funds setaside from the operating budget for the replacement of aging infrastructure to offset theeffects of annual amortization. This fund also facilitates the year end operating surplusfor future capital expenditures. The fund has been utilized mainly for contingencypurchases.

vi. Equipment Reserve: $ 616,960.57Established to provide future budget contributions for capital equipment replacement.


vii. Mill Rate Stabilization Reserve: $ 54,953.23To stabilize tax increases. A portion of the 2010 year end operating surplus wasallocated to this reserve for future unanticipated or emergency expenses.

viii. Animal Shelter: $ 69,192.70To be held for the purpose of funding upgraded and enlarged animal protection andshelter facilities in the Town.

ix. Caledon Community Development: $ 9,762.80The reserve fund established from the tax levy to finance the needs and requirements ofthis fund. To provide assistance in producing community events intended to enhancecommunity strength or achieve other community goals. Beneficiaries of this fund are theTown and the community as a whole, making Caledon a better place to live, work andplay.

x. Reserve for Contingencies: $ 3,974,176.98The contingency reserves being held by the Town are a combination of reserves eitherrestricted by agreement or reserves established for specific purposes. The contingencyreserves are currently allocated as follows:

II. RESERVE FUNDS

a) Description:

Reserve funds differ from reserves in that reserve funds assets are segregated from general revenues and restricted in use to meet the purpose of the reserve funds. There are two types of reserve funds: obligatory reserve funds and discretionary reserve funds.

Contingency Reserve $ Purpose Fire 117,424.95 To be used for future Fire capital expenses

Contingency 2,124,819.40 To provide funding for unanticipated or emergency expenses

Self Insured Loss 388,197.98 To offset major insurance claims

Agreements/Land Sales 570,945.26 Developer or Town agreements and acquisition of land in the Town

Economic Development 47,148.21 To encourage economic development Facility Repairs & Restoration 435,646.30 To finance facility repairs, renovations and

maintenance

Animal Shelter 56,000.00 Animal Shelter Contribution for future repairs and capital expenses

Archive Shelving 15,010.54 For future archive shelving requirements

Council expenses 49,624.96 To record councilor’s annual surplus for each term of council

Ice Resurfacer 66,596.89 Town’s contribution to the replacement of equipment

Election 102,762.49 TOTAL 3,974,176.98


Obligatory Reserve Funds

These funds must be created whenever a statute requires revenue received for special purposes to be segregated from the general revenues of the municipality.

Examples of obligatory reserve funds are:

Monies received in lieu of land for park purposes as set out under Subsection 42 (14) and (15) of the Planning Act;

Monies received in lieu of land for park purposes under a subdivision agreement as set out under Subsection 51.1 (5) of the Planning Act;

Monies received as development charges as set out under Subsection 16 (1) of the Development Charges Act;

Obligatory reserve funds are to be used solely for the purpose prescribed for them by Statute.

As at December 31, 2012, the balances in the following accounts are:

i. Cash in Lieu of Parkland: $ 31,450.59This reserve fund has been set up as per Provincial legislation and it is restricted to itsuse by Provincial legislation. By-law 2006-157 pursuant to Subsection 42 (1) of thePlanning Act for the purpose of requiring the payment of cash-in-lieu of conveyance ofland for park or other public recreational purposes.

ii. Federal Gas Tax Rebate: $ 429,804.33This reserve fund was established in Dec. 2005 as per the agreement between the Townand The Association of Municipalities of Ontario for transfer of Federal Gas TaxRevenues to be used for future capital work. In 2009, municipalities received anamending agreement extension to receive funding for the period 2010 to 2013. Caledonalso receives 4.9% of the Upper Tier funding received at the Region of Peel. A list ofeligible project categories from the program include:

Local Roads and Bridges that contribute tosustainable outcomes;

Public Transit (including active transportation suchas sidewalks and bicycle lanes);

Capacity Building; Community Energy Systems; Water/Wastewater; and Solid Waste


iii. Development Charges: $ 20,119,897.59These reserve funds are comprised of development charges received at building permitstage, through registered plans of subdivision and through individual land severances.These reserve funds are restricted by the Province’s development charge legislation andthe Development Charge Act that dictates these funds are to be used for growth relatedinfrastructure. Below is the balance as of 2010 for each growth related fund being heldand the special Development Charge levies for specific capital allocations are marked asA), B) and C).

iv. Building Permit Stabilization: $ 1,756,096.33The purpose of the reserve is to allow a municipality to establish reserves which mayonly be used to help stabilize slow years in terms of building activity and permit revenue.

Animal Control (82,322.00) Fire Services 767,231.08 Library Services 1,290,235.96 Parkland Development 1,783,082.15 POA courts 92,644.46 Public Works 526,826.17 Recreation 6,359,707.67 Roads 9,310,186.97 Studies 72,315.13

20,119,897.59 $

A) Bolton South Hill (other works) 890,852.80 B) Bolton South Hill (ponds) (518,991.59) C) Ferrier Storm Pond 152,169.39

524,030.60 $

Total 20,643,928.19 $


Discretionary Reserve Funds

Discretionary reserve funds are created under Section 417 of the Municipal Act, 2001 (S.O. 2001, c.25) and under similar sections in the Regional Municipalities Act, the Municipality of Metropolitan Toronto Act, the County of Oxford Act and the District of Muskoka Act. Discretionary reserve funds are established whenever a municipal Council wishes to earmark revenues to finance a future expenditure for which it has the authority to spend money, and set aside a certain portion of the year’s revenues so that the funds are available as required. In accordance with Section 417 of the Municipal Act, 2001 (S.O. 2001, c.25), it is suggested that municipalities create new reserve funds or additional allocations to a reserve fund through the estimates process, defining the purpose for which the reserve fund is being created.

Discretionary reserve funds may be used for a number of different purposes. Some examples of these are:

future expenditures for land acquisition; new buildings and other capital projects; vehicle self insurance; industrial promotion

There are two major advantages to discretionary reserve funds:

i. Similar to a reserve, they help to stabilize the general municipal tax levy. Ina year when a large amount of revenue is required to finance capitalprojects, a previously established discretionary reserve fund can enable amunicipality to spend money without affecting the general municipal levy orthe need to issue debentures.

ii. The assets of the reserve fund can be invested to earn income, thus helpingto reduce the amount of money to be set aside.

As at December 31, 2012, the balances in the following accounts are as follows:

i) Parking Program – Cash in Lieu: $ 162,000This reserve fund has been set up per Council direction to provide funds toaddress parking issues in downtown Bolton.

ii) Bolton Community Improvement Plan (CIP): $ 355,254.32Funds are set aside from unspent CIP grant funds approved in theoperating budget to beautify the Bolton core as part of a financial incentiveprogram. This reserve fund was established for the Bolton CIP for thepurpose of carrying forward unspent Bolton CIP funding at the end of eachfiscal year to future years. The purpose of the CIP grant is to promoteeconomic opportunities and secure investment that supports our strategiceconomic development objectives and activities in order to enhancecommunity prosperity. For example, improvement of the aesthetics of thearea through landscaping, business signage and building facades.


iii) Debt Retirement Reserve Fund: $ 14,642,243.22A Debt Retirement Fund was established and is held at the Region of Peelto be invested in such a way as to offset the long-term debt servicing costsof an outstanding debt related to the acquisition of Caledon Hydro in 1997.

iv) Hydro Reserve: $ 7,440,770.20Proceeds from the sale of Caledon Hydro were used to establish thisreserve to fund capital infrastructure projects. The reserve is replenishedfrom internal loan repayments including interest for previous capitaladvances.

v) Winter Maintenance Reserve: $ 1,005,777.00This reserve has been set up per Council direction to provide wintermaintenance funding as needed to offset unusual/severe wintermaintenance costs. Annual operating surplus funds are transferred into thisfund when savings are recognized.

vi) Road Capital Fund: $2,659.38The purpose of this reserve is to provide funds for the repair and rehabilitation ofCaledon roads resulting from the use of the roads for the repeated delivery of fillfor private purposes by heavy trucks.

vii) CAMP Agreement Fund: $48,299.12This discretionary reserve fund was established for the purpose of depositingComprehensive Adaptive Management Plan (CAMP) payments received and forfunding future Town-initiated CAMP programs.

viii) Development Approvals Stabilization: $1,104,543.15This reserve fund has been set up per Council direction to provide funds for theprocessing of subdivisions and condominiums by the municipal developmentstaff.

ix) Group Benefit Stabilization: $279,845.98This reserve has been set up to provide funding to mitigate high health anddental payments in a future year and/or a large spike in premiums in a futureyear.

Corporate Services

A N N U A L B U D G E T F I S C A L Y E A R 2 0 1 4

2014

2014 Business Plan Corporate Services Department

1.0 Mission Statement

To help shape the future of our community by providing corporate-based financial, procurement, risk management, property tax & revenue, and information technology services and advice that enhances the current/long-term vision, goals and performance of Town Council, our customers, partners and other stakeholders.

2.0 Departmental Role and Cost Centre Areas

Staff Complement: 2014 – 32, 2013 – 41, 2012 - 43 (Full-time Staff only)

Under the direction of the Chief Financial Officer, Corporate Services is responsible for:

Information Technology:o Support and enable the organization’s information technology (I.T.) needso Provide I.T. Help Desk services for technology issues/requestso Implement and support business applications, network infrastructure, end user

PCs and devices, and telecommunication components

Purchasing, Risk Management, Real Estate & Leases:o Encourage and support procurement and risk management activities that will

promote open competition; fair and transparent processes and reduce anyexposure to risk for the Town of Caledon

o Administer Town’s purchasing policy and various procedures for all ourprocurement activities

o Administer Town’s corporate insurance and insurance claimso Assist in cost saving initiatives for operating divisions/departmentso Develop risk management procedureso Administer the purchase and sale of real estate and leases


Finance: o Responsible for the Town’s operating & capital budgets, development charges

and management of the Corporation’s finances o Provide financial support and accurate financial information to internal and

external stakeholders in a timely manner o Process centralized accounts receivable, accounts payable, and payroll o Preparation of financial statements, ad-hoc financial analysis o Development and implementation of new/improved financial policies and

processes related to financial transactions o Develop and implement long-term financial strategies and advice o Issue property tax bills and collect tax payments throughout the year on behalf of

the Town, Region of Peel, and school boards o Prepare tax certificates, process tax appeals and respond to property tax related

inquiries

3.0 Major Customers or Clients

The primary customers or clients of the Department include: Council and all Town staff The residents and businesses in the Town of Caledon Vendors/contractors

The secondary customers or clients include: Region of Peel, Conservation Authorities and School Boards Neighbouring municipalities

4.0 Achievements in 2013

Information Technology Continued Server Virtualization to reduce and manage growth in the number of servers

required for corporate applications Maintaining the new personal computer (PC) standards developed for desktop and

laptop computers Continued the upgrade program for all Town PCs Completed corporate wide training program in support of migration towards Windows 7

and Office 2010 Replaced several old network switches with new corporate standards Completed major upgrade of the AMANDA system and presently implementing an online

development application portal with an expected “go live” in 2014 Implemented print management and control technologies to facilitate the ongoing green

printing practices of Town staff Continued deployment of a commercial Point of Sale (POS) system at recreation facilities Planning underway for the design, procurement and implementation of enhanced

disaster recovery capabilities for the Town’s core business applications Continued expansion and enhancement of the Town’s fiber optic and communications

networks between Town-owned facilities (new connections in 2013 include: 6211 Old Church Road, Valleywood Fire Station, Alton Fire Station, Palgrave Fire Station, Cheltenham Fire Station, Inglewood Fire Station, and Caledon Village Fire Station)

Completed system upgrades and enhancements to the Parks & Recreation applications in preparation of launching online registration capabilities for Town programs

Developed and launched the Town’s first online application for overnight parking exemptions


Commenced the planning for an enterprise geographical information systems solutionand system with implementation beginning in 2014

Purchasing, Risk Management, Real Estate and Leases Restructure of the division

o Addition of Real Estate and Leases Corporate Uniform/Apparel Program

o New program for the Towno Obtained extensive input from various staff members in all departmentso Issued a Request for Proposal for a multi-year contracto Vendor assisted in defining the final items and set up an on-line storeo Staff began ordering the new uniform and apparel

Procurement Card Programo Staff training completedo Over 70 cards issuedo Program is active and running

Approval of revised and updated purchasing policy Vendor of Record Program

o Completed for various services required by multiple departmentso Cost savings through contracts and firm pricingo Ease of use and time saving through pre-approved suppliers

Finance Successfully obtained the Canadian Award for Financial Reporting (CAnFR) from the

Government Finance Officers Association of the United States and Canada (GFOA).The GFOA award encourages annual financial reports to be prepared in the spirit oftransparency and full disclosure. The Town’s achievement of this award for the 2011and 2012 financial statements and report recognizes the Town’s 2011 and 2012 financialreports as documents that go beyond the minimum requirements of generally acceptedaccounting principles, as set by the Public Sector Accounting Board of the CanadianInstitute of Chartered Accountants.

Successfully obtained the GFOA Distinguished Budget Award for a second consecutiveyear for the 2013 budget document. This award recognizes the Town’s 2013 budgetdocument as a policy document, operations guide, a financial plan, and acommunications device.

Successfully implemented a new financial information system including a new chart ofaccounts, new payroll system, new time and attendance system, new budgeting system.

Initiated a Development Charges (DC) background study with new DC by-laws expectedto be enacted by Council, following a full public process in compliance with theDevelopment Charges Act, 1997, by July 2014.

5.0 Department’s Significant Trends and Challenges

Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the department. An awareness of these trends and challenges allows Town Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the Town can continue to provide quality and timely services. The significant trends and challenges for 2014 and beyond are as follows:

Trends


o Tax funded capital funding is still not keeping pace with the capital budget demands and requirement to address the infrastructure deficit. The Town will have to make significant tax-funded contributions to its capital program over the next 10 years in order to meet its share of growth related infrastructure spending, and to address its infrastructure funding deficit on existing assets.

o Assessment growth projections for the short-term indicate higher residential assessment growth due mainly to growth in the Mayfield West area and also due to a “freeze” on non-residential development mandated by the Province of Ontario as part of the province’s study to create an east-west highway corridor through Caledon, known as the GTA West Corridor Study.

o Co-ordination amongst landowners in approved industrial/commercial areas not impacted by the GTA West Corridor Study, such as Tullamore and South Simpson Road areas, to complete required infrastructure and servicing to promote non-residential growth in those areas is unlikely without Town support.

o Interest rates are still at very low levels. o Town will continue to consider debt-financing of tangible capital assets where

appropriate. o The Town’s new financial information system will provide better customer service

and access to timely, accurate and relevant financial information for both internal and external customers.

o The Town will continue to focus on tax arrears. Town’s tax arrears as a percentage of total taxes are in a moderate risk category at just over 10% (end of third quarter 2013). The Town has initiated a proactive collection strategy that considers the current economic climate and is working towards improving the Town’s arrears which improves the Town’s cash flows.

o Move towards mobile computing and mobile applications using hand-held devices (i.e. smartphones or blackberries) to provide faster and more efficient customer service from anywhere. Connectivity challenges in rural areas due to lower populations will continue as mobile carriers focus on higher margin network opportunities.

o Bring Your Own Device (BYOD) programs in corporate environments introduce several new information and network security challenges. Personal devices will continue to vary in version of hardware and software making it very challenging for I.T. departments and security technology to keep pace with threats and data security. These personal devices on corporate networks could be storing sensitive organizational information that could be exposed to threats of lost or stolen data, malware, and other attacks from malicious software or persons. Organizations will need to understand and balance the protection of sensitive corporate data with flexibility of devices users may prefer. For smaller I.T. teams, the trend is not to allow BYOD due to the costs and efforts required to manage these security risks.

o Expanding the footprint of wired high speed corporate networks. Most Town facilities are currently connected, but with a mixture of speeds and wired / wireless connections. In order to implement new technologies we should be working towards connecting all Town facilities via a high speed wired network for consistent and secure high speed connections.

o Self Service – providing clients with the ability to serve themselves in areas such as program registration, online forms, general inquiries and service requests to reduce the need for clients to make a trip to Town Hall. The Town’s long term vision should be towards a “My Caledon” portal through which residents and businesses can transact with the Town for a variety of services.

o Cloud Computing – this growing technology allows sourcing of many I.T. services such as computing power and infrastructure, to applications, business processes and collaboration tools as a pay as you go type of service in many cases. The “cloud” can be defined as the set of hardware, networks, storage, services, and interfaces that combine to deliver aspects of computing as a service. The location of the service providers and physical devices where corporate data is stored can be an


issue for many organizations; especially with sensitive corporate data stored in jurisdictions that don’t offer the same levels of recourse if data security is compromised.

o Increasing costs of applications and the supporting infrastructure needed toimplement and maintain modern business systems such as Enterprise Financials,Recreation Programs Management, Development Plan Review and Approvals,Online and Point-of-Sale systems.

o Leadership in Energy and Environmental Design (LEED) vs. conventional design -incorporates whole building design which is an integrated approach for sustainableenvironments

o Seeing the greater benefit to asset management rather than just financial reportingo Municipalities as a group have experienced an increase in the claims received

(including slip/trip and fall claims and more complicated claims)o Dollar amount of claims is also increasing, including the cost to defend (lawyers,

experts, etc.)o Municipalities are seeing an increase in the number of damage awardso Municipalities are seeing an increase in premiums and deductible limits being raised

to offset insurer’s rising costs

Challenges o Through the Caledon Long-term Strategic Financial Plan, consultation with the

community, Council and Staff, a long-term funding plan has been developed toincrease the tax-funded capital budget each year. The challenge will beaccommodating the property tax increase required for capital with competingoperating budget pressures (e.g. operating costs of new facilities, enhancingservices levels, and possible repayment of long-term debt) in the upcoming years

o Increasing the Town’s tax funded capital program to ensure there are sufficient fundsto repair, replace, maintain existing assets, fund the Town’s share of growth(development charge) related capital infrastructure projects, and to fund the Town’sshare of any future Federal and Provincial infrastructure grant programs

o The 5 Year I.T. Strategic Plan continues to address the technology trends andneeds, however, continued funding and resources are required to keep pace withchanging technology and trends.

o Working with an aging infrastructure and updating long-term departmental assetmanagement plans and development charge studies to provide a long-termapproach to capital budgets.

o Being in a role as a road authority is the largest exposure for municipalities as this iswhere the most catastrophic injuries tend to occur

o Courts are ruling against municipalities in matters concerning Minimum MaintenanceStandards (MMS)

o Increase in damage awards by the courtso Joint & Several liability exposure as shortfalls are being picked up by municipalities

6.0 2014 Departmental Priorities

The Town’s Community Based Strategic Plan (CBSP) identifies the Vision, Goals and Long-Term Strategic Objectives. The achievement of each of these components of the Community Based Strategic Plan is dependent upon the dedication of the Town’s administration and the agencies funded by the Town to focus their activities in this common direction.

For 2014, this department will focus its strategic action and major initiatives onGoal #6 “Provide strong governance and community engagement”.

Other CBSP goals are identified below for specific projects as applicable


The following is a prioritized list of the 2014 departmental priorities that the department intends to undertake with the 2014 Operating and Capital Budget requested as part of this Business Plan:

2014 DEPARTMENTAL PRIORITIES

Priority Strategic Actions/Major Initiatives CBSP Goal Funding Source INFORMATION TECHNOLOGY

1

Continue Implementing recommendations from the 5 Year I.T. Strategic Plan Disaster recovery plan

development and implementation Upgrade old desktop and laptop

computers Upgrade old network switches Expand server virtualization Develop a long-term GIS

technology strategy and standards

Online program registration for Parks and Recreation

Online portal for development applications

6a Capital Budget

2 Expand/upgrade corporate applications to improve efficiencies and integrations

6a Capital Budget

3 Enhance security of Town’s networks 6a Capital Budget

4 Continued corporate training for Windows 7 and Microsoft Office 2010 in support of desktop/laptop upgrades

6a Base Operating Budget

5 Develop the I.T. corporate team 6a Base Operating Budget

6

Implement collaboration tools and technologies to enhance customer service through more efficient inter-departmental co-ordination

6a Capital Budget

PURCHASING AND RISK MANAGEMENT

1

Provide purchasing tools and templates for staff, provide training and post all information on the intranet

6d Base Operating Budget

2 Development of policies and procedures for risk management at the Town.


3 Continue to grow our Vendor of Record Program 6a Base Operating

Budget

4 Review and revision of purchasing procedures 6a Base Operating

Budget

5

Create new standard bid document templates and contract templates for specific categories (goods, consult-ants, construction etc.)




Priority Strategic Actions/Major Initiatives CBSP Goal Funding Source

6 Consolidate products and services used by the Town to save costs. 6d Base Operating

Budget

7 Implement mandatory 5% weightage for green products or vendors in all request for proposals

6d Base Operating Budget

8 Conduct additional staff training sessions (i.e. vendor performance) 6a Base Operating

Budget

9 Establish a purchase order system 6a Base Operating Budget

10 Real estate sales and establishing lease agreements 6a Base Operating

Budget

11 Implement new purchasing by-law 6b Base Operating Budget

12 Initiate a vendor database to track WSIB, insurance and leases 6a Base Operating

Budget

13

Addition of Library Board as a new client. Provide tools, training and templates as well as Purchasing Cards (P cards)

6b Base Operating Budget

FINANCE

1

Complete interface between Financial Information System (payroll module) and Human Resources Information System. Investigate improved time and attendance options or functionality based on 2013 implementation feed-back.

6a, 6b Capital Budget

2 Review financial services arrangements and costs including banking, credit card processing.

6b, 6b, 6d Base Operating Budget

3 Complete Development Charge (DC) Background Study for a DC By-law update in July 2014

6a, 6c, 6d Capital Budget

4 Continue to review internal controls and cash collection/reconciliation procedures across the Town


5

Continue to implement Town’s new strategy for tax arrears with the goal of bringing tax arrears as a percentage of tax revenues under the Provincial financial indicator threshold of 10%


6

Improve processes and controls between Town and the Municipal Property Assessment Corporation to ensure new assessments and other assessment changes are reflected on the tax roll in a timely manner and to safeguard against unnecessary assessment/tax losses.

6a, 6d Base Operating Budget




7

Achieve the GFOA budget award for the Town’s 2014 budget and the GFOA financial statement award for the 2013 financials.

6b, 6c Base Operating Budget

8 Achieve the Popular Annual Financial Report (PAFR) award for 2013 6b, 6c Base Operating

Budget

9 Use the asset management system in the preparation of the next 10 year capital plan


10 Move to a 3 Year Operating Budget projection as part of the annual budget process

6a, 6c Base Operating Budget

11 Investigate, research, plan for the implementation of a new property tax system module


TOWN OF CALEDON2014 OPERATING BUDGET - CORPORATE ACCOUNTS

Division Rev / Exp Account Description 2013 Budget 2014 BudgetAdministration Revenue 01-10-115-40010-365-50986 Reserve Fund To Revenue ($2,600) ($2,600)

Revenue Total ($2,600) ($2,600)Expense 01-10-115-40010-365-61411 Retirement Gratuities $11,000 $0

01-10-115-40010-365-62260 WSIB - NEER $75,000 $75,00001-10-115-40010-365-62312 Insurance $95,755 $100,25501-10-115-40010-365-62317 Audit $59,000 $59,00001-10-115-40010-365-62319 Grants $80,130 $80,13001-10-115-40010-365-62327 Municipal Taxes $30,766 $30,76601-10-115-40010-365-62335 Contracted Services $40,000 $30,00001-10-115-40010-365-62408 Contingency $633,837 $646,51701-10-115-40010-365-62805 Managed Payroll Savings ($333,333) ($333,333)

Expense Total $692,155 $688,335Administration Total $689,555 $685,735

Expense 01-10-135-42010-365-62319 Grants $78,000 $78,00001-10-135-42010-365-62437 Contribution to Reserves $98,995 $98,995

Expense Total $176,995 $176,995Bolton Business Improvement Total $176,995 $176,995Centralized Charges Expense 01-10-175-42030-365-62009 Bulk Office Supplies $40,000 $20,000

01-10-175-42030-365-62249 Copiers/Faxes $242,000 $230,00001-10-175-42030-365-62254 Maintenance Contracts - IT $365,217 $365,21701-10-175-42030-365-62305 Computer Services $87,500 $50,00001-10-175-42030-365-62310 Training/Development/Seminars $25,000 $25,00001-10-175-42030-365-62322 Postage $88,786 $83,78601-10-175-42030-365-62335 Contracted Services $14,484 $14,48401-10-175-42030-365-62397 Telephone $65,000 $65,000

Expense Total $927,987 $853,487Centralized Charges Total $927,987 $853,487Fees & Service Charges Revenue 01-10-275-42170-365-50050 Miscellaneous ($56,600) ($56,600)

01-10-275-42170-365-50300 Internal Recoveries ($588,000) ($612,990)01-10-275-42170-365-50319 Grants/Subsidies ($25,000) ($25,000)01-10-275-42170-365-50333 Mortgage Company Fee ($53,400) ($53,400)01-10-275-42170-365-50335 Ownership Change Fee ($26,000) ($31,500)01-10-275-42170-365-50339 Tax Account Fees ($63,400) ($70,150)01-10-275-42170-365-50354 Tax Cert. - Fast Track ($4,500) ($6,000)01-10-275-42170-365-50505 GST Revenue ($2,000) ($2,000)01-10-275-42170-365-50510 PST Revenue ($400) ($400)01-10-275-42170-365-50515 Tax Certificate ($30,000) ($35,000)01-10-275-42170-365-50550 Fire False Alarms ($25,000) ($25,000)

Revenue Total ($874,300) ($918,040)Fees & Service Charges Total ($874,300) ($918,040)Financial Expenses Expense 01-10-295-42180-365-62244 Bank Charges $96,000 $66,000

01-10-295-42180-365-62252 Investment Management Fee $76,000 $001-10-295-42180-365-62417 Town PIL due to Region $17,000 $19,40001-10-295-42180-365-62421 Collection Fees $6,000 $2,00001-10-295-42180-365-62422 Tax Adjustments $260,000 $260,000

Expense Total $455,000 $347,400Financial Expenses Total $455,000 $347,400Grants Revenue 01-10-415-42230-365-50952 General Support Grant ($1,108,400) ($1,101,700)

Revenue Total ($1,108,400) ($1,101,700)Expense 01-10-415-42230-365-62251 Grants-DC Exemptions/Discounts $0 $100,000Expense Total $0 $100,000

Grants Total ($1,108,400) ($1,001,700)Other Revenue Revenue 01-10-375-42200-365-50570 Donations ($2,600) ($2,600)

01-10-375-42200-365-50575 Penalty/Interest-Taxes ($1,400,000) ($1,400,000)01-10-375-42200-365-50580 Interest Earned ($700,000) ($750,000)

Revenue Total ($2,102,600) ($2,152,600)Other Revenue Total ($2,102,600) ($2,152,600)Reserves Expense 01-10-485-40010-365-62420 Interest Earned on Reserves $97,000 $97,000

01-10-485-40010-365-62437 Contribution to Reserves $85,000 $85,00001-10-485-40010-365-62438 Capital exp. (tax levy) $8,107,016 $11,575,700

Expense Total $8,289,016 $11,757,700Reserves Total $8,289,016 $11,757,700

Bolton Business Improvement

TOWN OF CALEDON2014 OPERATING BUDGET - CORPORATE ACCOUNTS

Division Rev / Exp Account Description 2013 Budget 2014 BudgetTaxation Revenue 01-10-505-42210-365-50932 Canada ($17,000) ($17,000)

01-10-505-42210-365-50934 Mun.Assist.Mmah-Min.Trsnp ($55,850) ($55,850)01-10-505-42210-365-50944 Other Municipalities ($90,000) ($90,000)01-10-505-42210-365-50946 PIL - Other ($100,000) ($100,000)01-10-505-42240-365-50923 Cdn Pacific Railway ($124,000) ($124,000)01-10-505-42260-365-50900 Current Levy-Res/Farm ($35,202,219) ($38,801,828)01-10-505-42260-365-50901 Current Levy-Multi Res ($183,273) ($183,273)01-10-505-42260-365-50902 Current Levy - Commercial ($5,325,613) ($5,325,613)01-10-505-42260-365-50903 Current Levy-Industrial ($2,647,820) ($2,647,820)01-10-505-42260-365-50904 Current Levy - Pipelines ($55,868) ($55,868)01-10-505-42260-365-50905 Current Levy-Farmland ($517,303) ($517,303)01-10-505-42260-365-50906 Current Levy-Managed Fore ($53,571) ($53,571)01-10-505-42260-365-50907 Supplementary-Res/Farm ($775,544) ($742,905)01-10-505-42260-365-50916 Local Improvement Levy ($4,000) ($4,000)01-10-505-42260-365-50922 Bolton B.I.A. ($78,000) ($78,000)

Revenue Total ($45,230,061) ($48,797,031)Expense 01-10-505-42190-365-62430 Local Improvements $4,000 $4,000

01-10-505-42250-365-62551 Elderly Tax Assistance $68,250 $50,000Expense Total $72,250 $54,000

Taxation Total ($45,157,811) ($48,743,031)

Total for Corporate Accounts ($38,704,558) ($38,994,054)

TOWN OF CALEDON2014 OPERATING BUDGET - CORPORATE SERVICES

Division Program/Cost Centre Rev / Exp Account Description 2013 Budget 2014 BudgetFinance Finance Expense 01-01-285-43060-365-61510 Salaries-Permanent $952,680 $1,036,063

01-01-285-43060-365-61512 Recovery-Salaries-Permanent ($77,199) $001-01-285-43060-365-61513 Benefits-Permanent $264,103 $279,34701-01-285-43060-365-61520 Wages-Casual Temporary $20,000 $001-01-285-43060-365-61523 Benefits-Casual Temporary $5,000 $001-01-285-43060-365-62011 Office Supplies $6,500 $6,50001-01-285-43060-365-62310 Training/Development/Seminars $24,211 $24,21101-01-285-43060-365-62311 Memberships/Dues $8,862 $9,49201-01-285-43060-365-62314 Mileage $1,214 $1,21401-01-285-43060-365-62315 Printing & Advertising $28,160 $28,16001-01-285-43060-365-62335 Contracted Services $2,400 $2,40001-01-285-43060-365-62396 Mobile Phones / Pagers $1,920 $1,920

Expense Total $1,237,851 $1,389,307Finance Total $1,237,851 $1,389,307Revenue Expense 01-01-285-43070-365-61510 Salaries-Permanent $232,963 $226,692

01-01-285-43070-365-61513 Benefits-Permanent $66,492 $64,63101-01-285-43070-365-62011 Office Supplies $200 $20001-01-285-43070-365-62310 Training/Development/Seminars $2,300 $6,00001-01-285-43070-365-62311 Memberships/Dues $1,600 $2,20001-01-285-43070-365-62314 Mileage $100 $10001-01-285-43070-365-62315 Printing & Advertising $9,500 $9,50001-01-285-43070-365-62335 Contracted Services $140,000 $140,00001-01-285-43070-365-62412 Special Charges $2,000 $2,000

Expense Total $455,155 $451,323Revenue Total $455,155 $451,323

Finance Total $1,693,006 $1,840,630Information Technology Revenue 01-01-335-43080-365-50050 Miscellaneous ($1,500) ($1,500)

Revenue Total ($1,500) ($1,500)Expense 01-01-335-43080-365-61510 Salaries-Permanent $744,568 $741,675

01-01-335-43080-365-61512 Recovery-Salaries-Permanent ($78,640) ($177,986)01-01-335-43080-365-61513 Benefits-Permanent $209,264 $206,48001-01-335-43080-365-61514 Recovery-Benefits-Permanent ($22,631) ($23,140)01-01-335-43080-365-61520 Wages-Casual Temporary $0 $72,86101-01-335-43080-365-61523 Benefits-Casual Temporary $0 $18,21501-01-335-43080-365-62011 Office Supplies $3,000 $3,00001-01-335-43080-365-62014 Uniforms/Protective Clothing $500 $50001-01-335-43080-365-62018 Operating Supplies $43,000 $30,00001-01-335-43080-365-62303 New Staff Computer $9,500 $15,00001-01-335-43080-365-62310 Training/Development/Seminars $19,000 $19,00001-01-335-43080-365-62311 Memberships/Dues $6,900 $6,90001-01-335-43080-365-62314 Mileage $3,600 $3,60001-01-335-43080-365-62396 Mobile Phones / Pagers $7,600 $7,60001-01-335-43080-365-62412 Special Charges $10,000 $1,000

Expense Total $955,661 $924,705Information Technology Total $954,161 $923,205

Information Technology Total $954,161 $923,205Purchasing & Risk ManagementRevenue 01-01-435-43090-365-50343 Pcard Revenues ($8,000) $0

01-01-435-43090-365-50520 Document Sales ($12,000) ($15,000)01-01-435-43090-365-50524 Sale of Town Property ($252,159) ($252,159)01-01-435-43090-365-50533 Advertising Sales-External ($1,800) ($1,800)01-01-435-43090-365-50655 Lease Revenue $0 ($13,500)


01-01-435-43090-365-61513 Benefits-Permanent $148,400 $149,99501-01-435-43090-365-62011 Office Supplies $5,488 $5,48801-01-435-43090-365-62309 Insurance Deductible $85,000 $85,00001-01-435-43090-365-62310 Training/Development/Seminars $15,408 $15,40801-01-435-43090-365-62311 Memberships/Dues $5,995 $5,99501-01-435-43090-365-62313 Insurance Adjust. Service $40,000 $40,00001-01-435-43090-365-62314 Mileage $2,141 $2,14101-01-435-43090-365-62335 Contracted Services $1,266 $1,26601-01-435-43090-365-62396 Mobile Phones / Pagers $1,143 $1,14301-01-435-43090-365-62437 Contribution to Reserves $165,000 $165,000

Expense Total $974,288 $997,437Purchasing & Risk Management Total $700,329 $714,978

Purchasing & Risk Management Total $700,329 $714,978

Total for Corporate Services $3,347,496 $3,478,813


Purchasing & Risk Management

TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - CORPORATE SERVICES

Department Project # Project Name Division Total Project 14-060 AMANDA Enhancements 200,000$ 14-059 IT Disaster Recovery Site 200,000$ 14-063 PC Refresh Project 150,000$ 14-064 IT Application Enhance & Upgrd 50,000$ 14-084 Connectivity, PSN&Brdbnd(2014) 35,000$ 14-061 Enterprise Asset Mgmt Asmnt & 25,000$ 14-062 Enterprise Asset Mgmt Appl Imp 150,000$ 14-065 Laserfiche Upgrade 25,000$

835,000$ Corporate Services Total

Corporate Services Information Technology

2015-2024 Capital Forecast

Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalIT Capital Projects $10,000,000 $685,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $10,000,0002018 DC Background Study $0 $0 0 $0 $125,000 $0 $0 $0 $0 $0 $0 $125,0002023 DC Background Study $0 $0 0 $0 $0 $0 $0 $0 $0 $125,000 $0 $125,000Corporate Services Total $10,000,000 $685,000 $1,035,000 $1,035,000 $1,160,000 $1,035,000 $1,035,000 $1,035,000 $1,035,000 $1,160,000 $1,035,000 $10,250,000




2014

2014 Business PlanDevelopment Approval & Planning Policy

1.0 Mission Statement Working together to help create a prosperous and liveable community that values its past, respects the environment and looks to the future by:

Providing professional planning advice and legal support to Town Councilregarding appropriate current and future land use planning and developmentof the Town.

Representing the municipality and its interests regarding such land useplanning to the public, the development industry and other governmentdepartments, agencies and levels.

Administer and enforce the Building Code Act and the Ontario Building Codewith respect to buildings as they relate to health and safety, fire protection,structural sufficiency, conservation, environmental integrity and barrier-freeaccessibility, while maintaining mandatory legislative requirements andproviding an excellent level of service.

Ensuring that the Town’s development activities comply with Provincialplanning legislation and land use policies, while working cooperatively withlandowners to build communities that are safe, diverse and economicallyvibrant.

2.0 Departmental Roles and Cost Centre Areas

Staff Complement: 2014 – 41 2013 - 41, 2012 - 40 (Full-time Staff Only)

Development Approval & Planning Policy is comprised of five sections that provide advice to Council and manage the following responsibilities:

Land Use Planning Policy Development Review and Approvals Zoning By-law Review Landscape, Urban Design and Engineering Review Transportation Planning Cultural and Natural Heritage Resource Planning Building Permits

2014 Business Plan


Administration and Enforcement of the Building Code Act and Ontario Building Code

Planning Law support As well, the Department provides staff resources to the following Committees:

Heritage Caledon Committee of Adjustment Caledon Environmental Advisory Committee (CEAC)

The services provided to the public include the following:

Official Plan Secondary Plans Zoning and Variances Compliance and Consent Letters Building Permits Planning Law Landscape & Urban Design Review Development Engineering Review Community Improvement Plans Transportation Planning Transportation-related Environmental Assessments Cultural and Natural Heritage Resources Demographics and Growth Forecasts Pool Enclosure Permit Intake Preliminary Enquiries Collection of Fees, Securities, Insurance

This responsibility also involves coordinating the review of development applications and policy projects amongst other municipal departments and external review agencies, facilitating public consultation, ensuring consistency with Provincial policies and that all legislative requirements are met. Policy & Sustainability This section is responsible for providing professional support to Town Council for:

Official Plan and Comprehensive Zoning By-law o Maintains and updates the Official Plan o Undertakes 5-year Official Plan reviews o Ensures conformity with Provincial policies and plans o Reviews and updates jointly with Development section the Town’s

comprehensive zoning by-law

Growth Management o Monitors new developments by time, location and type o Monitors progress in developing a healthy built environment o Conducts research on demographic changes and growth forecasts o Liaises with the Region in service planning (water, wastewater, waste

management and transportation)


Community Planning/Rural Service Centre Boundary ExpansionStudies/Secondary Planso Prepares Village Plans and urban Secondary Planso Prepares plans for rural service centre boundary expansions, i.e. South

Albion-Bolton; Mayfield West Phase 2; and Bolton Residential Expansion

Special Studies and Research o Undertakes special studies and research regarding Official Plan

implementation, i.e. intensification, housing, aging, floodplain, SpecialPolicy Area, land evaluation, area review, and natural heritage resources

Heritage Resource Office o Implements the Town’s cultural heritage resource policieso Reviews development applications for compliance with applicable policies

and legislation

Transportation Planning o Conducts transportation planning studieso Manages and comments on transportation-related Environmental

Assessments

Intergovernmental Planning Initiatives o Responds to major new external planning policy initiatives, i.e. the 5-year

Provincial Policy Statement Review, the GTA West Corridor, the 10-yearreview of Greenbelt Plan and the Growth Plan for the Greater GoldenHorseshoe

o Represents Town’s interests on intergovernmental committees, i.e. PeelRegion Official Plan Review Technical Advisory Committee, and Halton-Peel Boundary Area Transportation Study

Legal Tribunals o Represents the Town’s interests at legal tribunals, such as the Ontario

Municipal Board, Environment and Land Tribunals Ontario regardingpolicy planning matters

Staff Liaison to Council Committees o Heritage Caledono Caledon Environmental Advisory Committee (CEAC)

Development – West (Wards 1 & 2) and East (Wards 3, 4, & 5)

This section is responsible for providing professional land use support to Town Council for:

Coordination of the DART process (Development Application Review Team -Pre-consultation)

Landscape & Urban Design & Engineering Review Services

Prepares Community Improvement Plans

Process all Development Applicationso Official Plan Amendmentso Zoning By-law Amendments & Temporary Use By-lawso Site Plan Control

2014 Business Plan


o Draft Plans of Subdivision and Condominium o Part Lot Control o Telecommunication Towers o Committee of Adjustment (minor variance and consent)

Provide comments on the following Development Applications o Adjacent municipalities o Niagara Escarpment development permit and amendments

Manage the Town’s Comprehensive Zoning By-law o Maintain and update the Comprehensive Zoning By-laws 87-250 and

2006-50 o Undertake housekeeping amendments and comprehensive reviews o Issue legal non-conforming certificates o Issue zoning certificates o Review of all development applications to ensure compliance with

applicable zoning by-law

General Inquiries o Process compliance letter requests o Planning information counter o Handle all development related inquiries (walk in, e-mail, telephone) o Arrange and attend preliminary meetings o Undertake special studies and research as required

Legal Matters o Representation on behalf of the Town for tribunals (i.e. OMB) and court

proceedings

Cash-in-Lieu of Parkland o Administer the Cash-in-Lieu of Parkland program

Sustainable Planning o Develop and implement sustainable planning policies and guidelines, i.e.

integrate new sustainable planning policies into Mayfield West Phase 2 Secondary Plan and determine suitable implementation tools

Building & Support Services

This section is responsible for the administration and enforcement of the Building Code Act and the Ontario Building Code:

Process and issue various types of permit applications for compliance with the

Ontario Building Code including:

o Building permits (new buildings, additions, renovations) o On-site sewage system permits o Change of use permits o Plumbing permits o Permanent ground sign permits o Demolition permits


Coordinate building permit applications prior to issuance with internal andexternal agencies, to ensure that any other relevant approvals are obtained suchas:

o Town’s zoning by-law complianceo Site plan controlo Conservation authoritieso Ministry of Transportationo Ministry of the Environmento Niagara Escarpment

Provide comments on the following types of applications:

o Committee of Adjustment (minor variance and consent)o Part lot controlo Site plan control

Provide advice on building-related matters

Prepare compliance letters for solicitors for real estate transactions

Pool Enclosure Permit Intake

Implementation of the Emergency Municipal Numbering System

Providing administrative support to the Development Approval and PlanningPolicy Department

Planning Law Planning Law is responsible for providing legal services (including legal research) to Development Approval and Planning Policy, including:

Provide legal advice and prepare and register agreements and other legaldocuments (e.g. transfers, easements, bylaws) for development applications andfor matters arising out of the Planning Act, the Building Code and the OntarioHeritage Act, including:

o Community improvement plan agreementso Legal non-conforming useso Second dwelling agreementso Building envelope agreements and easementso Reserve and road widening transferso Heritage designations

Prepare and register all conveyance documents for the registration of Plans ofSubdivision

Provide legal advice and prepare agreements and other legal documents forpolicy related matters

Provide comments on all development applications

Prepare consent letters for external law firms for real estate transactions

2014 Business Plan



The primary customers or clients of the Department (excluding Planning Law) include: General public Residents Business owners Land owners Developers Builders Development consultants Real estate agents and appraisers General contractors, architects, engineers Town Council Senior Management Team Internal departments Advisory committees Committee of Adjustment Other municipalities Residents’ associations (i.e. community environmental groups) Consultants retained for planning, heritage, transportation projects Government agencies (Region of Peel, Provincial and Federal Ministries and

Conservation Authorities) Planning Law clients include: Internal departments Town Council Senior Management Team


The following represents significant actions and initiatives undertaken in 2013:

The Ontario Municipal Board delivered an oral decision on October 15, 2013, approving the Town’s Official Plan Amendment 226. The OMB ruling reaffirms that the Town’s new Official Plan policies developed over the past six years conform with the Planning Act, the Provincial Policy Statement (2005), the Growth Plan for the Greater Golden Horseshoe (2006), the Greenbelt Plan (2005), and other Provincial plans and policies; OPA 226 is also in conformity with the Official Plan of the Regional Municipality of Peel. (completed)

Coordinated settlement discussions with parties to the OPA 226 hearing, and settled with the parties on all issues raised (completed)

Participate in the settlement discussions and OMB pre-hearing conferences regarding the appeal of ROPA 21b, an amendment to provide updated natural heritage and agriculture policies for the Regional Official Plan (ongoing)


Participate in the settlement discussions and OMB pre-hearing conferencesregarding the appeal of ROPA 26, an amendment to provide new andupdated policies on incentives for intensification, petroleum resources,human-made hazards, special policy areas, compatible active recreation,and transportation schedules, figures and policies for the Regional OfficialPlan (ongoing)

Preparation for the forthcoming 10-year review of the Growth Plan for theGreater Golden Horseshoe, the Greenbelt Plan, the Niagara EscarpmentPlan, and the Oak Ridges Moraine Conservation Plan (initiated)

Bolton Transportation Master Plan (initiated) Review of Official Plan Policies on Agriculture and Agriculture-related Uses

(initiated) Council approved the framework plan to prepare for a Mayfield West Phase 2

ROPA to be submitted by the end of 2013 (ongoing) Identified a preferred study area for the Bolton Residential Expansion Study

(ongoing) Adjustment of boundary for the South Albion-Bolton Employment and North

Hill Supermarket Regional Official Plan Amendment application, andpreparing for an application addendum to be submitted to Peel Region in2013 (ongoing)

Key Natural Heritage Feature and key Hydrologic Feature mapping toimplement the Greenbelt Plan policies as well as Peel and Caledon OfficialPlan policies (ongoing)

Caledon East Community Improvement Plan (ongoing) Participate in Peel Region Goods Movement Strategy and Road

Characteristic Study to ensure arterial roads in Peel Region continue tofunction well to their designated roles in moving people and goods(completed)

Participate in the aging discussion to better understand the needs of olderadults in Caledon (ongoing)

Simpson Road Municipal Class Environmental Assessment (ongoing) Undertake the Bolton (floodplain) Special Policy Area Study (ongoing) Undertake a new round of growth forecasts to 2041 (ongoing) Undertake a Town-wide Intensification Study (ongoing) Caledon Village Community Improvement Plan (ongoing) Municipal and community engagement on aggregate licence/site plan

amendments, i.e. Tottenham Pit community consultation, andComprehensive Rehabilitation Plan discussion with Ministry of NaturalResources (pending MNR decision)

Process an Official Plan Amendment and Rezoning application by OlympiaSand & Gravel for aggregate extractions (ongoing)

Pioneer cemetery restorations (ongoing) Heritage designation and listings on Municipal Heritage Register (ongoing) Designated Heritage Property Grant Program (2013 program ongoing) Mayfield West Phase 1 registration of various stages (ongoing) Chateaux of Caledon (Phase II) (registered) Brentwood Condominium (registered) Ashton Ridges Condominium (registered)

2014 Business Plan


Council adopted Official Plan Amendment and Zoning Bylaw Amendment for Sandhill (under appeal)

Canadian Tire Distribution Centre Minister’s Zoning Order, Site Plan and Building Permits (completed)

Alton Public School, Site Plan and Building Permit (completed) Argo Corporation (Phase 1), Subdivision Draft Approval (completed) Stellar Homes, (Palgrave Subdivision) Rezoning (completed) Hopewell Distribution Centre Site Plan (completed) Armstrong Mills Zoning Bylaw Amendment (in appeal period) Parkland Cash-in-Lieu Review (ongoing) Valleywood West Development (Smart Centres) appeal to the OMB (settled) Hillman v. Niagara Escarpment Commission (Freeman) (decision reached) Penretail Management Ltd. Rezoning appeal to the OMB (settled) Souheil Site Plan appeal to the OMB (settled) Kaneff Properties Ltd.

o Appeal of NEC application withdrawn o Official Plan Amendment approved by Council and Council’s decision

has now been appealed to OMB Development Application Process Review (ongoing) Valleywood Emergency Management Services (EMS) and Fire Station Site

Plan (completed) Release of New Site Plan Process and Manual (completed) Amanda Portal Opportunities (ongoing) Creation of East/West Development Teams (completed) Building Section maintained 100% compliance with mandatory review Prepare and implement fast track building permit process (ongoing)

5.0 Department’s Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the department. An awareness of these trends and challenges allows Town Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the Town can continue to provide quality services. The significant trends and challenges for 2014 and beyond are as follows: GOAL – GROWTH MANAGEMENT Trend The Provincial Growth Plan directs development to be denser and compact in form through more intensification within the built up area and in the designated Greenfield areas (existing & new) and establishes more stringent requirements for settlement boundary expansions. The Province has released Amendment 2 to the Growth Plan, which forecasted an additional growth of 130,000 persons and 10,000 jobs for Peel Region by


2031, and a further growth of 200,000 persons and 90,000 jobs for Peel Region between 2031 and 2041.

Challenge The Town has initiated a new round of growth forecasts to 2041 that will contribute to a Region-wide growth distribution. With new growth allocated to the Town by Peel Region, a new round of a conformity exercise will need to be initiated.

Given that both Mississauga and Brampton have used up their Greenfield lands, future Greenfield growth will be primarily in Caledon. Achieving the minimum Greenfield development density of 50 people and jobs combined per hectare will be a challenge for the Town if it continues to attract low density employment.

GOAL – INTERGOVERNMENTAL RELATIONS

Trend The Provincial Growth Plan requires the Region to achieve a Greenfield Density Target of 50 persons and jobs combined per hectare.

Caledon’s low employment density is reflective of the market reality. The Growth Plan requirement to combine population and employment in the Greenfield density calculation forces municipalities to increase residential density to compensate the low employment density. A very high residential density on the urban periphery is inconsistent with the community character of Caledon, and should therefore be corrected in the forthcoming 10-year review of the Growth Plan.

Some recent Provincial legislations, such as the Green Energy and Green Economy Act (2009), the Endangered Species Act (2007), and the Clean Water Act (2006) require considerable municipal participation in policy development and implementation.

A number of other Provincial plans, such the Greenbelt Plan (2006), the Niagara Escarpment Plan (1994), and the Oak Ridges Moraine Conservation Plan (2002), will be up for reviewal in the next two years. These plans significantly influence land use planning in the Town of Caledon.

The Bolton GO Rail Services requires constant and significant discussions and collaboration with Metrolinx, CP Rail, the Province, and other affected municipalities. The GTA West Corridor Environmental Assessment requires significant inter-municipal/provincial discussions and collaboration.

Challenge #1 The release of Amendment 2 to the Growth Plan has triggered another round of growth distribution to 2031 and 2041 at both Regional and local Municipal levels.

Challenge #2 Recent Provincial legislations and requirements to comply have resulted in a significant shortage in staff resources needed to participate in policy discussions on emerging issues.

2014 Business Plan


Challenge #3 Planning staff has been working closely with Toronto and Region Conservation Authority to prepare a Bolton Special Policy Area Plan regarding flooding risks and emergency preparedness in the Bolton core area, as required by Provincial policies. Challenge #4 The preliminary Route Planning Study Area proposed by the GTA West Corridor Environmental Assessment Study intercepts with the Town’s settlement boundary expansion projects for Mayfield West Phase 2 and South Albion-Bolton Employment Lands. Planning staff has had a number of discussions with Ministry of Transportation staff and will continue the dialogue to ensure the Town’s interests are protected.

GOAL – LAND USE PLANNING

Challenge #1 Settlement boundary expansions for Bolton Residential Expansion, Mayfield West Phase 2, and South Albion-Bolton can proceed with applications for a Regional Official Plan Amendment. Planning staff are working diligently on these three projects.

Challenge #2 Council approved a refined study area for the Bolton Residential Expansion Study. All required studies to support a Regional Official Plan Amendment are being undertaken, and planning staff will further consult the public and all concerned parties and individuals to make sure the final proposal meets the Growth Plan and Peel Region Official Plan requirements, and supports the community vision for the new area.

Challenge #3 Existing communities are concerned with new mixed use, high density and intensification proposals. Challenge #4 General increase in the complexity of planning applications due to the applicability of multiple Provincial plans, policies and guidelines. GOAL – BUILDING CHALLENGES Trend The Ontario Building Code is amended on a regular basis to deal with changes affecting society. Items such as energy efficiency, environmental impacts, structural integrity, accessibility, and fire protection, are reviewed by the Province on an annual basis and the relevant changes are incorporated into the Ontario Building Code as amendments. The municipality must ensure that these trends are being enforced during reviews and inspection processes.


Challenge #1 Striving to maintain good customer service internally and externally and still maintaining the regulatory mandatory timelines is an ongoing challenge. Due to qualification requirements in the legislation, many clients have chosen to reduce costs by personally applying for permits instead of hiring professional designers to produce and collect the documents that are necessary to issue the permit. This causes delay in the review process and increased correspondence or meetings to explain the requirements.

Challenge #2 All Building Officials are required to be Qualified and Registered with the Ministry of Municipal Affairs and Housing in their field of expertise. Along with these qualifications, Building Officials are expected to update and maintain their qualifications as the Building Code evolves. Due to code changes effective January 1, 2014, staff may be required to undergo further mandatory training if directed by the Ministry of Municipal Affairs and Housing, in order to keep current with any changes to the code. In addition to any code changes, new and innovative construction materials and methods of construction are also evolving. Building Officials must also keep up with the changes in the industry.

Challenge #3 In 2011 the corporate direction was to reassign the building inspections component from Development Approval and Planning Policy - Building and Support Services Section to a newly created section of the Public Works Department - Regulatory Services and located off-site at 6211 Old Church Road. There are certain challenges that face the Department due to the split. Certain regulatory responsibilities under the Ontario Building Code can only be authorized by the Chief Building Official, therefore proper communication and collaboration between both departments is key in making sure there are no disruptions to the service level. Quite often meetings have to be set up between the sections to discuss various matters to decide which section should take the lead. These meetings involve additional staff time to attend. Another challenge is ensuring all staff involved in the Building Code process are adequately trained to meet changes as the Building Code evolves, and monitoring budgets as both cost centres are funded by the Building Permit Revenues.

6.0 2014 Departmental Priorities Funded from the Operating Budget The Town’s Community-Based Strategic Plan (CBSP) identifies the goals and long-term desired outcomes. The achievement of each of these components of the CBSP is dependent upon the dedication of each of the Town’s administration and the agencies funded by the Town, to focus their activities in this common direction.

The strategic action and major initiatives of the department will contribute to all goals of the Community-Based Strategic Plan.

The following is a prioritized list of the 2014 Departmental Priorities that the department intends to undertake with the 2014 Operating Budget requested as part of this Business Plan:

2014 Business Plan




BUILDING & SUPPORT SERVICES

1

Educate staff on the Green Energy Initiatives and Construction Practices as a result of changes to the Ontario Building Code which comes into effect January 1, 2014

1, 2 & 6 Building Reserves

DEVELOPMENT SECTION

1 Creation of external subdivision manual to enhance customer service to internal and external clients

6 Tax Levy

2 Implementation of a new Cash-in-Lieu of Parkland program 6 Tax Levy

3 Initiate Caledon Village Community Improvement Plan (capital) 2, 3, 5 & 6 Tax Levy

4 Complete Caledon East Community Improvement Plan (capital) 2, 3, 5 & 6 Tax Levy

5 Update and review comprehensive Zoning By-law 2006-50 6 Tax Levy

6 Initiate a comprehensive review and consolidation of the Town’s Urban Design Guidelines

6 Tax Levy

7 Update and revise Engineering Development Standards, Policies and Guidelines

2 & 6 Tax Levy

8 Update Telecommunications Protocol (capital) 2 & 5 Tax Levy

ENERGY & ENVIRONMENT (Relocated to Public Works) continues to work in liaison with Development Approval & Planning Policy on related projects

1

(Work with Policy & Sustainability and Development sections to implement the sustainable residential policies for Mayfield West Phase 2

1, 2 & 6 Tax Levy

POLICY & SUSTAINABILITY

1 Complete the growth forecasts to 2041 (capital) 1, 2 & 6 12.13% DC recoverable

2 Complete the LOPA for South Albion Bolton Employment & North Hill Commercial (capital)

1, 2 & 6 46.08% DC recoverable

3 Complete Mayfield West Phase 2 Studies LOPA (capital) 1, 2 & 6 32.25% DC recoverable

4 Complete Bolton Residential Expansion ROPA and LOPA (capital) 1, 2, 3 & 6 Tax Levy – DC

recoverable after 2019

5 Complete Bolton Special Policy Area Study (capital) 1, 2 & 6 46.08% DC recoverable

6 Complete Zoning Bylaw Update per OPA 179 (Agricultural and Rural Policies) (capital)

1, 2 & 6 24.25% DC recoverable

7 Liaise with MTO on the GTA West Corridor Environmental Assessment 1 & 6 Tax Levy




8 Complete Intensification Study (capital) 1, 2 & 6 46.08% DC recoverable

9

Initiate Cultural Heritage Landscape & Built Heritage Resource Inventories Public Awareness/Engagement Program (capital)

4 27.25% DC recoverable

10 Conduct Heritage Designation studies (capital) 4 Tax Levy

11 Provide technical support to Heritage Caledon and Caledon Environmental Advisory Committee

4 & 6 Tax Levy

12 Pioneer Cemetery Restoration program (capital) 4 Tax Levy

13 Heritage Signage program (capital) 4 Tax Levy

14 Silver Creek Cultural Heritage Landscape Implementation (capital) 4 Tax Levy

15 Initiate Bolton Transportation Master Plan (capital) 2 Tax Levy

16 Complete Official Plan Amendment on Agriculture and Agriculture-related uses 1, 5 Tax Levy

17 Initiate Source Protection OPA 1, 2 Tax Levy

TOWN OF CALEDON2014 OPERATING BUDGET - DEVELOPMENT APPROVAL & PLANNING POLICY

Division Rev / Exp Account Description 2013 Budget 2014 BudgetAdministration Revenue 01-02-115-40010-365-50328 Engineering Fee ($597,600) ($844,476)

01-02-115-40010-365-50520 Document Sales ($700) ($700)01-02-115-40010-365-50609 Apartment Registration Fees ($500) ($500)01-02-115-40010-365-50672 Pool Permits ($12,000) ($12,000)01-02-115-40010-365-50826 Redlining ($10,000) ($10,000)01-02-115-40010-365-50827 Legal Non-Conforming ($3,200) ($4,000)01-02-115-40010-365-50828 Zoning Certificate ($1,200) ($1,600)01-02-115-40010-365-50830 Admin.Fees-Subdiv.&Condo ($1,783,800) ($1,203,556)01-02-115-40010-365-50831 Carrying Fee ($20,000) ($30,000)01-02-115-40010-365-50832 Appln Fees-Subdivision & Condo ($408,346) ($268,640)01-02-115-40010-365-50834 Part Lot Control Fees ($16,000) ($20,000)01-02-115-40010-365-50840 NEC Fees ($9,000) ($7,500)01-02-115-40010-365-50842 Site Plan Applicat. Fees ($157,500) ($274,200)01-02-115-40010-365-50844 Compliance Letters ($8,960) ($8,960)01-02-115-40010-365-50850 Popa Fees ($169,000) ($145,000)01-02-115-40010-365-50855 Rezoning Applications Fee ($119,000) ($141,000)01-02-115-40010-365-50860 Inspections ($500) ($12,500)01-02-115-40010-365-50986 Reserve Fund To Revenue $0 ($332,674)01-02-115-40010-365-50988 Development Chg Studies ($14,550) ($14,550)

Revenue Total ($3,331,856) ($3,331,856)Expense 01-02-115-40010-365-61510 Salaries-Permanent $149,717 $159,209

01-02-115-40010-365-61513 Benefits-Permanent $36,318 $37,43601-02-115-40010-365-61520 Wages-Casual Temporary $62,139 $63,60001-02-115-40010-365-61523 Benefits-Casual Temporary $7,308 $7,48001-02-115-40010-365-62011 Office Supplies $600 $60001-02-115-40010-365-62310 Training/Development/Seminars $10,000 $10,00001-02-115-40010-365-62311 Memberships/Dues $1,000 $1,00001-02-115-40010-365-62314 Mileage $800 $70001-02-115-40010-365-62315 Printing & Advertising $10,000 $10,00001-02-115-40010-365-62319 Grants $100,000 $100,00001-02-115-40010-365-62397 Telephone $635 $63501-02-115-40010-365-62412 Special Charges $3,000 $1,50001-02-115-40010-365-62418 Debt Repayment $97,700 $97,70001-02-115-40010-365-62434 Omb Hearings $100,200 $100,200

Expense Total $579,417 $590,060Administration Total ($2,752,439) ($2,741,796)

Revenue 01-02-145-44010-365-50608 Sign Variances ($2,148) ($2,148)01-02-145-44010-365-50670 Building Permits ($2,658,239) ($2,299,110)01-02-145-44010-365-50844 Compliance Letters ($10,000) ($10,000)01-02-145-44010-365-50986 Reserve Fund To Revenue ($53,333) $0

Revenue Total ($2,723,720) ($2,311,258)Expense 01-02-145-44010-365-61510 Salaries-Permanent $683,092 $752,446

01-02-145-44010-365-61511 Overtime-Permanent $1,000 $1,00001-02-145-44010-365-61513 Benefits-Permanent $183,161 $220,76801-02-145-44010-365-62011 Office Supplies $3,000 $3,00001-02-145-44010-365-62014 Uniforms/Protective Clothing $300 $30001-02-145-44010-365-62015 Inspection Supplies $300 $30001-02-145-44010-365-62305 Computer Services $2,500 $2,50001-02-145-44010-365-62310 Training/Development/Seminars $10,600 $16,00001-02-145-44010-365-62311 Memberships/Dues $3,700 $3,40001-02-145-44010-365-62314 Mileage $2,500 $1,50001-02-145-44010-365-62315 Printing & Advertising $2,500 $2,50001-02-145-44010-365-62322 Postage $162 $16201-02-145-44010-365-62396 Mobile Phones / Pagers $640 $64001-02-145-44010-365-62416 Interdepartmental Charges $1,114,989 $1,313,17101-02-145-44010-365-62437 Contribution to Reserves $715,276 ($6,429)

Expense Total $2,723,720 $2,311,258Building & Support Services Total $0 $0

Building & Support Services


Division Rev / Exp Account Description 2013 Budget 2014 BudgetDevelopment Revenue 01-02-225-44020-365-50355 Peer Review ($20,000) ($20,000)

01-02-225-47150-365-50836 Committee of Adjustment Fees ($85,942) ($100,000)Revenue Total ($105,942) ($120,000)Expense 01-02-225-44020-365-61510 Salaries-Permanent $533,224 $624,089

01-02-225-44020-365-61511 Overtime-Permanent $3,000 $3,00001-02-225-44020-365-61513 Benefits-Permanent $157,351 $172,89601-02-225-44020-365-62011 Office Supplies $1,100 $1,10001-02-225-44020-365-62014 Uniforms/Protective Clothing $250 $25001-02-225-44020-365-62245 Studies/Consultants $65,000 $5,00001-02-225-44020-365-62310 Training/Development/Seminars $5,375 $11,37501-02-225-44020-365-62311 Memberships/Dues $3,687 $3,90001-02-225-44020-365-62314 Mileage $2,750 $2,75001-02-225-44020-365-62315 Printing & Advertising $100 $10001-02-225-44020-365-62346 Courier $400 $50001-02-225-44020-365-62396 Mobile Phones / Pagers $900 $1,10001-02-225-44020-365-62412 Special Charges $500 $50001-02-225-44020-365-62437 Contribution to Reserves $113,000 $001-02-225-44025-365-61510 Salaries-Permanent $660,387 $660,38701-02-225-44025-365-61513 Benefits-Permanent $183,779 $183,77901-02-225-44025-365-62011 Office Supplies $1,100 $1,10001-02-225-44025-365-62014 Uniforms/Protective Clothing $250 $40001-02-225-44025-365-62245 Studies/Consultants $5,000 $5,00001-02-225-44025-365-62310 Training/Development/Seminars $5,375 $11,37501-02-225-44025-365-62311 Memberships/Dues $3,688 $3,90101-02-225-44025-365-62314 Mileage $2,750 $2,75001-02-225-44025-365-62315 Printing & Advertising $100 $10001-02-225-44025-365-62346 Courier $400 $50001-02-225-44025-365-62396 Mobile Phones / Pagers $900 $1,10001-02-225-44025-365-62412 Special Charges $500 $50001-02-225-47150-365-62011 Office Supplies $700 $70001-02-225-47150-365-62310 Training/Development/Seminars $8,500 $8,50001-02-225-47150-365-62311 Memberships/Dues $900 $90001-02-225-47150-365-62314 Mileage $4,800 $4,80001-02-225-47150-365-62315 Printing & Advertising $500 $50001-02-225-47150-365-62376 Member's Remuneration $12,900 $12,900

Expense Total $1,779,166 $1,725,752Development Total $1,673,224 $1,605,752Planning Law Revenue 01-02-395-44050-365-50436 Registry Office Recovery ($10,000) ($10,000)

01-02-395-44050-365-50525 Agreement Admin. Fees ($75,000) ($75,000)Revenue Total ($85,000) ($85,000)Expense 01-02-395-44050-365-61510 Salaries-Permanent $320,610 $338,560

01-02-395-44050-365-61513 Benefits-Permanent $91,159 $93,28301-02-395-44050-365-61520 Wages-Casual Temporary $30,026 $30,70001-02-395-44050-365-61523 Benefits-Casual Temporary $3,531 $3,61001-02-395-44050-365-62011 Office Supplies $500 $50001-02-395-44050-365-62306 Publications $4,000 $4,00001-02-395-44050-365-62310 Training/Development/Seminars $3,500 $3,50001-02-395-44050-365-62311 Memberships/Dues $5,000 $5,00001-02-395-44050-365-62314 Mileage $675 $67501-02-395-44050-365-62315 Printing & Advertising $1,250 $1,25001-02-395-44050-365-62318 Legal Services $639,000 $100,00001-02-395-44050-365-62334 Service Contracts $12,500 $001-02-395-44050-365-62341 Registry Office $21,000 $21,00001-02-395-44050-365-62346 Courier $500 $50001-02-395-44050-365-62396 Mobile Phones / Pagers $700 $700

Expense Total $1,133,951 $603,278Planning Law Total $1,048,951 $518,278


Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-02-405-44070-365-50765 Heritage Signage Programs ($200) ($200)

01-02-405-44070-365-50986 Reserve Fund To Revenue ($77,073) $0Revenue Total ($77,273) ($200)Expense 01-02-405-44060-365-62353 Committee Expenses $1,000 $1,000

01-02-405-44070-365-62319 Grants $30,000 $30,00001-02-405-44070-365-62353 Committee Expenses $5,000 $5,00001-02-405-44080-365-61109 Salary Recovery $0 ($34,375)01-02-405-44080-365-61510 Salaries-Permanent $745,546 $767,71501-02-405-44080-365-61513 Benefits-Permanent $206,718 $211,31601-02-405-44080-365-61520 Wages-Casual Temporary $0 $27,50001-02-405-44080-365-61523 Benefits-Casual Temporary $0 $6,87501-02-405-44080-365-62011 Office Supplies $1,500 $1,50001-02-405-44080-365-62310 Training/Development/Seminars $10,000 $12,50001-02-405-44080-365-62311 Memberships/Dues $7,000 $7,00001-02-405-44080-365-62314 Mileage $10,500 $8,50001-02-405-44080-365-62315 Printing & Advertising $12,000 $17,00001-02-405-44080-365-62396 Mobile Phones / Pagers $635 $635

Expense Total $1,029,899 $1,062,166Policy & Sustainability Total $952,626 $1,061,966

Total for Development Planning and Approval $922,362 $444,200

Policy & Sustainability

TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - DEVELOPMENT APPROVAL & PLANNING POLICY

Department Project # Project Name Division Total Project 14-081 Zoning By-law Upgrade Year 2 30,000$ 14-082 Urban Design & Landscape Guide 50,000$ 14-051 Bolton Residential Expan Study 400,000$ 14-052 Albion Bolton Trans Master Pla 80,000$ 14-053 Snell's Hollow E. Second Plan 50,000$ 14-054 Bolton Heritage District Study 80,000$ 14-055 Heritage Designation Study 25,000$ 14-056 Pioneer Cemetery Restoration 65,000$ 14-057 Guidelines for Official Plan 60,000$ 14-058 Participation in Peel R Emp Su 20,000$ 14-085 Growth Mgmt Study 80,000$ 14-086 GTA W. Corridor LR Land Use St 80,000$ 14-100 Gravel Pit Rehab Master Plan 40,000$ 14-102 Community Improvement Plan (6 Villages) 55,000$ 14-103 Economic Development Tourism Study 40,000$

1,155,000$


Development

Policy & Sustainability



Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalPioneer Cemetary and Heritage Program $1,000,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $1,000,000Studies $945,701 $0 $138,551 $133,237 $94,338 $86,550 $0 $0 $159,550 $122,425 $211,050 $945,701Bolton Commercial Policy Review Update $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000Heritage Designation Studies $0 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $200,000Official Plan 5 Year Review $0 $420,000 $0 $0 $0 $200,000 $375,000 $375,000 $0 $0 $0 $1,370,000SSMP's - Village Studies $0 $125,000 $125,000 $125,000 $125,000 $0 $0 $0 $0 $0 $0 $500,000Urban Boundary Expanasion - Mayfield West Employment $0 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000Urban Boundary Expanasion - Tullamore $0 $900,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $900,000Alton Village Study (Subject to Water Availability) $0 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $125,000Built Heritage Inventory Update $0 $0 $90,000 $0 $0 $0 $0 $0 $0 $0 $0 $90,000Comprehensive Zoning By-law Update $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $100,000Cultural Heritage Landscapes Inventory Update $0 $0 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $40,000Heritage Conservation District Study - Alton $0 $0 $90,000 $0 $0 $0 $0 $0 $0 $0 $0 $90,000Victoria - Employment Expansion $0 $0 $450,000 $450,000 $0 $0 $0 $0 $0 $0 $0 $900,000Settlement Area Boundary Expansion Studies $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $1,500,000Cultural Heritage Master Plan $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $100,000Heritage Conservation District Study - Cheltenham $0 $0 $0 $0 $160,000 $0 $0 $0 $0 $0 $0 $160,000Transportation Planning Studies $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $125,000 $0 $225,000Community Improvement Plan - Alton $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000Caledon Transportation Needs Study Update $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $100,000General Zoning Bylaw Update $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $0 $0 $80,000Official Plan Policy Implementation $0 $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $125,000Mayfield West Urban Expansion Studies $0 $0 $0 $0 $0 $0 $0 $800,000 $800,000 $0 $0 $1,600,000Review of Agriculture Policy $0 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $100,000Bolton Commercial Policy Review Update $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $100,000Archaelogical Master Plan Update $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $0 $120,000Bolton Urban Expansion Studies $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $1,000,000 $2,000,000Development Approvals & Planning Policy Total $1,945,701 $1,865,000 $1,228,551 $2,378,237 $699,338 $506,550 $800,000 $1,395,000 $1,179,550 $1,487,425 $1,331,050 $12,870,701




2014

2014 Business Plan Economic Development


“Through community commitment and participation, the Town of Caledon will promote economic opportunities and secure investment that supports our strategic economic development objectives and activities in order to enhance community prosperity.”

Town of Caledon Economic Development Strategy


Management and Administrationo Responsible for the management and administration of the Economic

Development Department (human resource management, finance, sales).o Motivate and supervise staff through the performance management

program.o Ensure focus on quality customer services.

Economic Development/Marketing Planning & Strategyo Develop and implement marketing programs for the promotion of the

Town as an attractive location for new and expanding business.o Develop and maintain short and long range economic development plans.

Prospect/Lead Management & Advocacyo Consult with prospective investors, advising on factors affecting locations

and business strategies.o Advise and assist existing businesses with business expansion

strategies.o Act as a Town liaison with business leaders, business associations and

representatives from all levels of government to ensure maximumeconomic and community impact.

Encourage the Creation of Adequate Supply of Serviced Employment Landso Ensure Economic Development representation and consultation on

issues and studies related to employment lands and issues that impactthe business community.

o Ensure that lands designated for employment uses continue to be utilizedfor employment uses and are consistent with relevant federal andprovincial legislations.

o Encourage the development of quality infrastructure.o Participate in the analysis, review and amendment of regulations and

policies impacting industrial and commercial investment.


Staff Complement: 2014 - 4, 2013 - 4, 2012 - 4, (Full-time Staff only)


The primary customers or clients of the department include:

New and existing businesses of all sizes and in all business sectors Site selectors, developers, realtors and investors Residents and visitors to the municipality Internal staff of the corporation

Secondary clients include:

Senior government departments and agencies Community organizations, agencies and groups Advisory boards and committees General public


In addition to daily client activity, training and networking to remain current on best practices and industry trends and continuing with the highly successful program, services and partnerships that are in place, significant additional achievements for 2013 include:

Designed and promoted the Caledon Food Sector Profile which won first place in the 2013 Marketing Canada Awards presented by the Economic Development Association of Canada.

Designed and developed Economic Development content for the launch of the new Town of Caledon website, including enhanced Business Directory and Property modules.

Continued operation of the Caledon Farmers’ Market on Saturdays from June 8 to October 12, 2013.

Successfully managed the partnership with CCS for the operation of the Caledon Small Business Enterprise Centre (SBEC), including the 2nd annual Start-up Business of the Year Award.

Successfully organized/executed two (2) Mayor’s Business Breakfast events.


Chaired/co-chaired Development Application Review Team (DART)meetings.

Administration of Bolton Community Improvement Plan (CIP), includingthe issuance of grants, and Green Development Programs.

Partnered with the Greater Toronto Marketing Alliance, Ministry ofAgriculture, Food & Rural Affairs, Foreign Affairs and International TradeCanada and Ontario Food Cluster to develop and participate in foreigndirect investment attraction initiatives.

Continued project management of the Alton Village Study includingworking with Region of Peel and the environmental assessments forcommunal waste water system and communal water systems, andenvironmental management plan with the Toronto Region ConservationAuthority. Staff has also participated with the Alton Millpond RehabilitationProject to assist in its future developments.

Attended all Development Approval and Planning Policy (DAPP)preliminary meetings related to industrial, commercial and agriculturalapplications.

Assisted DAPP on the Land Evaluation and Area Review (LEAR) studyand Minimum Distance Separation Review.

Continued the partnership with Toronto and Region ConservationAuthority (TRCA) on the eco-business guidelines project.

On behalf of Caledon and the Greater Toronto Countryside Mayor’sAlliance, Economic Development staff participated on the ProvincialPolicy Statement Stakeholder Working Group and provided comment tothe Ministry of Municipal Affairs and Housing.

Liaise and support the activities of the Bolton Business Improvement Area(BIA).

Partnered with Headwaters Communities in Action, Dufferin.biz, theWellington-Dufferin Health Unit and industry to form the Headwaters Foodand Farming Alliance with a mandate to strengthen and promote theHeadwaters food system. Terms of Reference developed, working groupsformed and related action plans in place.

Participated in the formation of the Headwaters Equine Leadership Groupand the development of a Strategy and Action Plan, branding the regionas “Headwaters Horse Country”.

Actively participated on the Bolton Residential Expansion, Caledon EastCIP, Bolton Special Policy Area and Bolton Heritage District SteeringCommittees.

Assisted the Greater Toronto Area (GTA) Agricultural Action Committeeand the Region of Niagara and City of Hamilton to develop the terms ofreference and work plan for the newly created Golden Horseshoe Foodand Farming Committee to move forward the strategies associated withthe Golden Horseshoe Food & Farming Strategy.

Participated on the Golden Horseshoe Food and Farming Working Groupto complete an Asset Mapping & Sector Trend Analysis to assist in thegrowth and support of the agricultural and food value chain.

Continued participation on the Region of Peel’s Goods Movement TaskForce. Goods Movement Strategy approved by Regional Council.

Continue to provide external communications of programs and servicesvia The Caledon Business Report (published 12 times annually to a


subscriber base of 2,430) and The Market Message (published 18 times annually to a subscriber base of 737).

Participated in the Ministries of Economic Development, Trade andEmployment, and Research and Innovation mandated Regional Self-Assessment. Partners included the RIC Centre, regional SBEC’s and theMEDTE Business Advisory Services to form the Peel One RegionalPartnership under the Ontario Network of Entrepreneurs umbrella.

Partnered with the Peel One Regional Partnership to launch its first socialmedia event scheduled for November 28, 2013.

Undertook a research-based approach to address current challenges forthe Caledon Farmers’ Market, this includes conducting surveys of pastand present vendors, customers, and studying best practices of otherFarmers’ Markets.

Participated as a member of the Peel Industry and Education CouncilTransition Board and participated in the development of an employer webportal to assist businesses fill vacant positions and to assist them inaccessing labour programs.


Some of the inherent risks associated with Economic Development’s ability to achieve goals and objectives include:

Uncertainty of availability of land supply due to outside factors (i.e. GTAWest Corridor)

Current municipal and provincial land use policies Continued economic uncertainty Lack of staff resources as a result of secondment to other projects and/or

change in Council priorities. Success in Economic Development’s ability to obtain Federal and/or

Provincial funding

Goals Business expansion & retention Engage in business attraction programs that target strategic sectors Support tourism promotion and investment and entrepreneurship

development Advocacy and facilitation Increased brand recognition

Objectives Increase employment opportunities and improve Caledon’s live/work

balance Improve the Town’s non-residential tax assessment base Participate in policy and regulatory review to provide an environment

which supports future investment Support appropriate and planned growth strategies Generate more business and wealth Create a diverse and sustainable economic base


6.0 2014 Departmental Priorities Funded from the Operating Budget

In addition to continuing with goals and objectives and partnerships contained within the Caledon Economic Development Strategy, and pursuant with the Strategic Objectives within the Town of Caledon’s Community-Based Strategic Plan (CBSP), significant new initiatives for 2014 include:

Promote and administer the Caledon East CIP. (CBSP 2E, 5B) Complete an update of the Community and Investment Profile, Business

Directory and Property Listings Directory. (CBSP 5B, H) Complete a Tourism Strategy for Caledon. (CBSP 5I) Develop and promote initiatives focused on Headwaters Horse Country,

Culinary Tourism and Arts & Culture. (CBSP 5I) Working in coordination with the Golden Horseshoe Food & Farming

Alliance, Peel Federation of Agriculture and Headwaters Food & FarmingAlliance to support and promote agricultural businesses. (CBSP 5C, D)

Development of an Investment Strategy for agriculture and food inpartnership with the Golden Horseshoe Food and Farming AllianceWorking Group. (CBSP 5C, D)

Develop proactive sector specific marketing materials and tactics toattract foreign direct investment. (CBSP 5C)

Increase participation with partners (Greater Toronto Marketing Alliance,Ministry of Food & Rural Affairs, Foreign Affairs and International TradeCanada and Ontario Food Cluster) in foreign direct investment attractioninitiatives. This includes prequalified lead programs and meetings withinternational food and beverage processors at trade shows. (CBSP 5C)

Revitalize the Caledon Farmers’ Market. (CBSP 3C, 4A, 5D) Continue to manage the Alton Village Study. (CBSP 1D, 2E) Continue partnership with TRCA on the eco-business guidelines project.

(CBSP 1C, D and 5B, C) Complete a Gap Analysis to facilitate the development of a broadband

strategy. (CBSP 5F) Advocate for an adequate supply of skilled and unskilled labour and the

strengthening of Caledon’s labour force capabilities. (CBSP 5B, G) Participate on the Project Team for the TO2015 Pan/Parapan Am Games

(CBSP 5I, J)

TOWN OF CALEDON2014 OPERATING BUDGET - ECONOMIC DEVELOPMENT

Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-03-235-45020-365-50310 External Cost Recovery ($15,000) ($15,000)

01-03-235-45020-365-50514 Caledon Business Directory ($1,000) ($1,000)01-03-235-45020-365-50527 Caledon Marketing Campaign ($50,000) ($50,000)01-03-235-45020-365-50529 Caledon Farmer's Market ($5,000) ($5,000)01-03-235-45020-365-50760 Special Events ($10,000) ($10,000)


01-03-235-45020-365-61513 Benefits-Permanent $87,562 $86,28401-03-235-45020-365-61520 Wages-Casual Temporary $18,420 $6,00001-03-235-45020-365-61523 Benefits-Casual Temporary $2,166 $70601-03-235-45020-365-62011 Office Supplies $500 $50001-03-235-45020-365-62310 Training/Development/Seminars $7,850 $7,85001-03-235-45020-365-62311 Memberships/Dues $2,650 $2,65001-03-235-45020-365-62314 Mileage $3,500 $3,50001-03-235-45020-365-62315 Printing & Advertising $76,000 $76,00001-03-235-45020-365-62324 Farmer's Market $10,000 $15,00001-03-235-45020-365-62331 Transit $48,000 $48,00001-03-235-45020-365-62379 Tourist & Marketing Agreements $129,289 $132,90701-03-235-45020-365-62396 Mobile Phones / Pagers $1,905 $1,905

Expense Total $690,273 $684,418Economic Development Total $609,273 $603,418

Total for Economic Development $609,273 $603,418




2014

2014 Business Plan Fire & Emergency Services

1.0 Department of Fire & Emergency Services Mission Statement

The mission of the Department of Fire & Emergency Services is to provide a team of highly trained, caring professionals who lead a collaborative effort to provide the community with an efficient emergency and safety system dedicated to protecting and strengthening our community through education, prevention, and rapid intervention at emergencies.

The goal of the Department of Fire & Emergency Services is to provide effective, efficient, safe, professional and prompt fire protection services to the public that we serve.

With a 2013 population of approximately 60,000, the Town of Caledon is a diverse geographic area that covers over 700 square kilometres. Caledon comprises the majority (55%) of the total area in the Region of Peel.

As a growing suburban community in the Greater Toronto Area (GTA), Caledon’s roads are heavily-used byways travelled by commuters. Key flight paths and holding patterns for air traffic at Lester B. Pearson International Airport over-fly Caledon daily. The main line of the Canadian Pacific Railway and a private rail corridor from Brampton to Orangeville passes through the community. Hazardous materials are routinely manufactured, stored, shipped and transported through Caledon daily (i.e. main routes for transporting radioactive material to and from the Bruce nuclear power generating station). Combined with imminent residential, commercial and industrial growth, these factors are indicative of the constantly increasing fire, rescue and emergency medical risks faced by the community.

In response to this increased demand for service and in order to ensure the timely delivery of emergency services, the Town of Caledon is divided into nine emergency response areas using a fleet of twenty-eight (28) heavy fire apparatus plus a Command Post. The Fire Protection and Prevention Act requires each fire department to meet the local needs and circumstances of the municipality. The Emergency Management and Civil Protection Act requires each municipality to have an adequate emergency response capability. In the event of a major emergency – or simultaneous emergency incidents – mutual aid may be provided by fire departments from Adjala-Tosorontio, Brampton, Erin, New Tecumseth, Orangeville or King Fire Departments. These municipalities are not required to assist Caledon and may decline due to their own emergency needs.

2.0 Department of Fire & Emergency Services Role and Cost Centre Areas

The Department consists of the following Divisions:

Fire Administration Fire and Emergency Management Training Fire Operations and Fire Suppression Fire Prevention and Public Education Community Emergency Management Program


Staff Complement: 2014 - 31, 2013 - 30, 2012 - 31 (Full-Time Staff only)

Fire Administration:

Provides the support necessary to operate the nine fire stations making over 2800 emergency responses and conducting over 2000 fire safety inspections annually in accordance with mandatory legislation including the Fire Protection and Prevention Act, Occupational Health & Safety Act and Emergency Management and Civil Protection Act. Support includes planning organizing, directing, managing, budgeting, emergency acquisition, purchasing and reporting.

Fire & Emergency Management Training:

Provide programs that ensure that assigned members have the requisite knowledge, skills and abilities required in order to promptly and safely execute assigned functions. Training is delivered in accordance with the requirements of the Ontario Fire Service Curriculum, Section 21 Guidance Notes, Ministry of Labour (MOL) and industry standards and best practices.

Emergency Operations and Fire Suppression:

Provides the staff, apparatus and equipment, including mutual aid required in order to provide effective, efficient, safe, prompt and professional emergency services including firefighting, rescue and pre-hospital emergency care. Emergency Operations are delivered following requisite training and Operating Guidelines in accordance with Public Fire Safety Guidelines (OFM), Section 21 Guidance Notes (MOL) and industry standards and best practices

Fire Prevention & Public Education Program:

Carries out the mandatory requirements of the Fire Protection and Prevention Act (Fire Code), Building Code Act and the Technical Standards and Safety Authority Act including fire inspections as assigned and upon request or complaint. Responsible for plans review, approval of Fire Safety Plans, commissioning of buildings and properties and Ontario Building Code, Ontario Fire Code and Municipal By-law enforcement. Also responsible for


mandatory public education programs including a smoke alarm program and public fire safety education.

Community Emergency Management Program:Carries out the mandatory requirements of the Emergency Management andCivil Protection Act including maintaining a current Community EmergencyResponse Plan and Pandemic Plan, continuous training, Hazard Identificationand Risk Assessment, Business Continuity, and annual exercise program.


The primary customers or clients of the Department include: Residents and non-residents of Caledon and a portion of the Town of Mono

experiencing a fire, medical emergency or entrapment Residents or non-residents requesting a fire safety inspection or making a fire

safety complaint Residents, community groups or public, separate or private school officials

requesting a public educations program

The secondary customers or clients include: Ontario Provincial Police Office of the Fire Marshal Emergency Management Ontario Neighbouring municipalities Peel Region Emergency Program and Peel Public Health Business and Industry Ratepayers Associations School Boards and Private Schools Other Public Safety Agencies Broader Public Sector Town of Caledon Departments Credit Valley Conservation Authority


Based on the 2013 Fire & Emergency Services work plan, the following represents the significant actions and initiatives undertaken in 2013

Response to approximately 2,800 emergency incidents An average response time of 8.17 minutes for the first arriving fire company Completion of more than 2,000 building inspections and re-inspections Completion of approximately 6,300 hours (180 weeks) of additional

Fire/Rescue/Medical training beyond regular bi-weekly skills maintenancetraining required to conduct fire/rescue/medical emergency operations

Commenced facility and equipment procurement to initiate FirefighterSurvival, Rapid Intervention and Large/High Building Training for volunteerfirefighters

Completion of Basic Emergency Management training for all companyofficers


Flood planning for Bolton and Cheltenham during the Spring break up Flood preparations following a substantial Spring storm Ongoing Incident Management training for all company officers Seventy-five (75) firefighters received Ontario Fire College training in

Caledon (40 hours each) Issuance of more than 1,500 Burn Permits Hiring and training twenty-four (24) new firefighter recruits

5.0 Department’s - Significant Trends and Challenges

Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the department. An awareness of these trends and challenges allows Town Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the Town can continue to provide quality fire protection services. The significant trends and challenges for 2013 and beyond are as follows: Fire and Emergency Management Training Trends These fields continue to evolve as do customer expectations. As

expectations change or increase, additional training is required in both fields in order to meet the needs of the community. The department responds to all hazardous emergency incidents in the community. Firefighters must be proficient and competent in modern firefighting operations, rescue and disentanglement practices, emergency medical care as well as Community Emergency Management Response Programs designed to protect the community from natural, man-made and deliberate acts that may threaten the community.

The modern Company Officer has a statutory obligation to be able to

supervise all-hazards incidents well beyond the scope of traditional fire operations. Recent examples include a propane explosion, forest fire, mid-air collision, community flooding, multi-casualty bus accident, high level rescue and influenza pandemic response.

These required skill sets are constantly evolving and present challenges from

initial training programs delivery through maintenance and development from basic to advanced levels. Initial training must be supported with programs and assets that not only maintain through drill but also develop to higher, more advanced proficiencies.

Challenges Many Caledon volunteer firefighters (VFF) are already making themselves

available to the community as much as possible. Many members have limited time available to maintain current training or participate in additional training for other skill sets. This can result in an inability to meet corporate or community needs. When a station response is unable or insufficient to


deliver the required level of service, a neighbouring station or administrative staff is required to respond.

This could translate into a delay in the provision of service including rescue and medical care and increased civil liability for the corporation and Council. It also takes staff away from other core functions. We need to continue to find ways of lessening the burden on volunteer firefighters yet still meet the needs of the community. This can be addressed, in part by increasing the compliment of volunteer firefighters and adjusting response areas.

The lack of a fire training facility in or even in close proximity to Caledon islogistically problematic and at times cost prohibitive. The lack of an availabletraining facility restricts our ability to comply with even the minimum trainingrequirements, the maintenance of skill sets and developmental needs forCaledon firefighters. Over the past thirty months many VFF have expressedtheir increased frustration about the amount of their personal time that isbeing wasted travelling to and from out of town training sites. The plannedfuture construction of large and high buildings in Caledon compounds thetraining challenges as the department embarks on additional training to meetthe minimum requirements of the Occupational Health & Safety Act.

Emergency Operations and Fire Suppression

Trends The number of fires has stabilized but the intensity of fires and the value of

the losses continues to increase. The number of emergency medical incidents has stabilized due to improved

incident triage by the Central Ambulance Communications Centre(Mississauga).

The number of complex incidents such as hazardous materials incidents andindustrial and agricultural rescues continues to increase.

Daytime availability continues to be a challenge for volunteer emergencyresponses throughout the Caledon community, requiring Caledon to drawupon neighbouring resources on an occasional basis.

The fleet continues to age. This impacts staffing, equipment available on siteand pumping capacity which in turn impacts fire insurance premiums andpotential liability for the municipality.

Challenges Staffing

Operational Planning: an Official Guide to Matching Resource and RiskPFSG 04—08-10 (Ontario, Office of the Fire Marshal) replaces PFSG 04-08-12 and is expected to increase the number of firefighters required forstructural firefighting in Ontario.

The previous staffing expectations were frequently unmet in Caledon and it is doubtful that the new expectations will be met, particularly during normal business hours when most VFF are at work.

http://www.amo.on.ca/AM/Template.cfm?Section=Home&Template=/CM/ContentDisplay.cfm&ContentID=159512


Emergency Response Times and Incident Staffing Caledon Fire & Emergency Services continues to receive exceptional support from the community and a high degree of user satisfaction. Having said that, we must continue to strive to improve our service level. Although our response times have improved over the last year we must continue to try and improve these response times. Aggressively recruiting volunteers who are available during the day time working hours is one way to address this issue along with supporting our existing volunteers. This situation continues to be monitored with respect to community safety, firefighter safety, risk management and liability.

Mutual Aid System In order for the Fire & Emergency Services Department to participate in a Mutual Aid System in Ontario, the department must be able to demonstrate that it is able to meet the day-to-day fire protection needs. Our neighbouring fire departments are all operating at minimum staffing, particularly during the business day. This creates challenges for all area fire departments when dealing with major incidents.

Fire Station Location and Size (Bolton)

The location and size of the Bolton Fire Station is no longer effective and is hindering the delivery of effective fire protection in and around the Bolton Fire District. The station was built for another time, for fewer firefighters, fewer and smaller apparatus and a lesser service level. There is insufficient space for staff, equipment and training. The station can no longer house the fire apparatus required to service the Bolton Fire District. It is difficult for volunteer firefighters to get to the Bolton Fire Station and it is difficult for fire apparatus to get out of the core of Bolton. These difficulties translate into time that is being lost on travel rather than response. In order to improve upon the current level of service and emergency incident response time, Council must continue to move forward with plans to replace the Bolton Fire Station during the 2014 budget deliberations.

Fleet

The Fire fleet consists of 28 heavy fire apparatus, 1 Command Post and 9 command/administrative/support vehicles. Heavy apparatus has a service life of twenty years; fourteen years in front line service and six years in reserve. Three heavy apparatus must be replaced every two years in order to maintain the existing apparatus service life. One command/administrative/ support vehicle must also be purchased annually in order to maintain the existing vehicle service life of eight years. The Command Post should also be replaced within the next couple of years as it is approaching its useful life cycle.


Fire Prevention & Public Education

Trends the ability to determine the origin and cause of fires continues to improve the frequency of smoke alarm operation in the event of fire has improved the number of inspections, re-inspections and prosecutions has increased implemented a fire safety education program for all Caledon schools using

the Fire Safety Trailer provide fire safety education using the Fire Safety Trailer to citizens groups

and at community events

Challenges in many cases the willingness of property owners to follow simple safety

practices is very low ongoing plan reviews, occupancy inspections and site visit requirements

continue to surpass the staff available ongoing Fire Code retrofit requirements for existing buildings sufficient staffing to complete required legislated inspections upon request or

complaint.

Recent legislation: Federal Marijuana Medical Access Regulation (Legalized Grow-ops)

increased requirements of fire inspections Ontario Regulation 440/08 amendment to Ontario Regulation 211/01 Propane

Storage AND Handling; ongoing routine fire inspections and approval of Riskand Safety Management Plans

Retirement Homes Act, 2010; require routine fire inspections Ontario Regulation 150/13 Fire Code Section 9.7 Buildings with a Care

Occupancy or Retirement Home; require routine fire inspections, training andfire drill assessment

Community Emergency Management Program

Trends The number of major or complex incidents continues to increase. In a growing number of cases the line between fire or rescue operations and potential community emergencies is becoming blurred. Over the past two years Caledon has been placed on “Standby” through Emergency Management Ontario to prepare to deploy municipal resources to other communities or to receive evacuees from other communities.

Challenges In order to ensure community safety, continuity of operations and confidence in government the following issues need to be addressed;

Senior Management Team members must continue to be assigned toemergency management training at the Regional level

Senior Fire & Emergency Services personnel must be assigned to advancedemergency management training at the Regional and Provincial level


The Community Emergency Response Plan and the Pandemic Plan must be revised annually or sooner if required.

As the statutory nature of this program continues to evolve a permanent part-time (PPT) position will be required in order to ensure compliance with the Emergency Management and Civil Protection Act.


The Fire & Emergency Services 2014 Work Plan includes a number of Goals and Outcomes. The achievement of each of these components of the Fire & Emergency Services 2014 Work Plan will ensure that the municipality remains in compliance with the minimum requirements of the Fire Protection and Prevention Act and related Public Fire Safety Guidelines, the Occupational Health & Safety Act and the Emergency Management and Civil Protection Act. For 2014, the Department of Fire & Emergency Services will focus its strategic action and major initiatives, pending budget approval, on the following goals: Maintain a fire safe community Respond to requests for emergency assistance and mutual aid in an

effective, efficient, safe and professional manner Maintain or reduce the average emergency response time of 8.17 minutes for

the first fire company Respond to requests for and deliver Public Education Programs and

Community Outreach Respond to all requests/complaints for fire safety inspections Complete required fire and life safety reviews of high risk occupancies Conduct plan reviews, site visits and occupancy inspections Conduct/attend Ontario Fire College training for firefighters, including training

for larger/high buildings Conduct all-hazards training for all career staff, volunteer fire officers and

senior management team Replace aging fire apparatus and equipment


The following is a list of the 2014 Departmental Priorities that the Department intends to undertake with the 2014 Operating Budget requested as part of this Business Plan:



1 Fire Prevention and Public Education Connect Neighbourhoods – Continue ProactivePublic Education

Taxation

2 Fire & Emergency Management Training

Maintain Caledon as a Safe, Secure Community – Continue to providetraining to all FES staff

Taxation

3 Emergency Response Capability

Connect Neighbourhoods – Continue to refineemergency response strategies

Taxation

4 Master Fire Plan

Maintain Caledon as a Safe, Secure Community – Continue to implementthe Master Fire Plan

Taxation

5 Self-Contained Breathing Apparatus Replacement

Maintain Caledon as a Safe, Secure Community - ensure the Health and Safety of firefighting personnel

Taxation

6 Replacement of emergency apparatus and fire support vehicles

Maintain Caledon as a Safe, secure Community - ensure adequate emergency response

Taxation

TOWN OF CALEDON2014 OPERATING BUDGET - FIRE

Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-04-245-46010-101-62111 Maintenance & Repairs-Grounds $3,400 $3,400

01-04-245-46010-101-62114 Small Equip Repair/Purchase $6,000 $6,00001-04-245-46010-101-62215 Natural Gas $3,000 $3,10001-04-245-46010-101-62216 Electricity $1,200 $1,45001-04-245-46010-101-62217 Water/Waste Water $75 $95

Expense Total $13,675 $14,045Emergency Ops & Fire Supress Total $13,675 $14,045

Alton Station #1 Total $13,675 $14,045Expense 01-04-245-46010-102-62111 Maintenance & Repairs-Grounds $4,900 $4,900

01-04-245-46010-102-62114 Small Equip Repair/Purchase $6,970 $6,97001-04-245-46010-102-62215 Natural Gas $7,000 $7,10001-04-245-46010-102-62216 Electricity $13,000 $13,25001-04-245-46010-102-62217 Water/Waste Water $1,000 $1,020


Bolton Station #2 Total $32,870 $33,240Expense 01-04-245-46010-103-62111 Maintenance & Repairs-Grounds $3,300 $3,300



Caledon East Station #3 Total $20,950 $21,320Expense 01-04-245-46010-109-62111 Maintenance & Repairs-Grounds $11,100 $11,100



Caledon Station #9 Total $30,500 $30,870Expense 01-04-245-46010-104-62111 Maintenance & Repairs-Grounds $5,000 $5,000



Cheltenham Station #4 Total $17,605 $17,975

Alton Station #1

Bolton Station #2

Caledon East Station #3

Caledon Station #9

Cheltenham Station #4

Emergency Ops & Fire Supress






Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetAdministration Revenue 01-04-115-40010-199-50345 Excavation ($16,000) ($16,000)

01-04-115-40010-199-50347 Burn Permits ($20,000) ($20,000)01-04-115-40010-199-50986 Reserve Fund To Revenue ($87,714) ($47,535)


01-04-115-40010-199-61513 Benefits-Permanent $127,789 $130,57501-04-115-40010-199-62011 Office Supplies $4,500 $4,50001-04-115-40010-199-62013 Fuel $13,112 $16,11201-04-115-40010-199-62014 Uniforms/Protective Clothing $36,500 $40,00001-04-115-40010-199-62017 Caretaking Supplies $11,120 $11,62001-04-115-40010-199-62018 Operating Supplies $26,100 $26,10001-04-115-40010-199-62112 Maintenance & Repairs-Building $3,700 $16,64401-04-115-40010-199-62115 Maint & Repairs - Non Preventative Maintenance$165,800 $165,80001-04-115-40010-199-62126 Maintenance & Repairs-Equip $53,100 $53,10001-04-115-40010-199-62127 Maintenance & Repairs-Radio $76,100 $76,10001-04-115-40010-199-62128 Maintenance & Repairs-Vehicle $38,900 $38,90001-04-115-40010-199-62219 Emergency Management Plan $30,200 $30,20001-04-115-40010-199-62222 Dispatching Service $348,075 $348,07501-04-115-40010-199-62305 Computer Services $7,700 $7,70001-04-115-40010-199-62310 Training/Development/Seminars $60,000 $60,00001-04-115-40010-199-62311 Memberships/Dues $3,150 $4,65001-04-115-40010-199-62312 Insurance $117,082 $134,64401-04-115-40010-199-62314 Mileage $4,450 $4,45001-04-115-40010-199-62315 Printing & Advertising $5,750 $5,75001-04-115-40010-199-62334 Service Contracts $94,360 $18,36001-04-115-40010-199-62380 Occu Health & Safety Act Prog $48,330 $48,33001-04-115-40010-199-62391 Excavation Expense $4,600 $4,60001-04-115-40010-199-62396 Mobile Phones / Pagers $15,000 $15,00001-04-115-40010-199-62397 Telephone $24,950 $24,95001-04-115-40010-199-62402 External Debt Repayment $87,714 $47,53501-04-115-40010-199-62412 Special Charges $50,000 $50,00001-04-115-40010-199-62416 Interdepartmental Charges $285,600 $285,60001-04-115-40010-199-62418 Debt Repayment $109,300 $122,08401-04-115-40010-199-62431 Risk Watch $10,000 $10,00001-04-115-40010-199-62437 Contribution to Reserves $85,000 $85,000

Expense Total $2,402,530 $2,386,347Administration Total $2,278,816 $2,302,812

Expense 01-04-245-46020-199-61520 Wages-Casual Temporary $1,659,739 $1,697,10001-04-245-46020-199-61523 Benefits-Casual Temporary $62,800 $70,93901-04-245-46020-199-61530 Wages-Fire Union $1,625,937 $1,662,52001-04-245-46020-199-61531 Overtime-Fire Union $40,600 $65,60001-04-245-46020-199-61533 Benefits-Fire Union $477,608 $488,35401-04-245-46020-199-62011 Office Supplies $3,000 $3,00001-04-245-46020-199-62014 Uniforms/Protective Clothing $10,000 $15,000

Expense Total $3,879,684 $4,002,513Emergency Ops & Fire Supress Total $3,879,684 $4,002,513

Expense 01-04-305-46030-199-61530 Wages-Fire Union $185,616 $189,79201-04-305-46030-199-61531 Overtime-Fire Union $5,000 $5,00001-04-305-46030-199-61533 Benefits-Fire Union $52,381 $53,55901-04-305-46030-199-62011 Office Supplies $1,500 $1,50001-04-305-46030-199-62014 Uniforms/Protective Clothing $1,200 $1,20001-04-305-46030-199-62018 Operating Supplies $1,500 $1,500

Expense Total $247,197 $252,551Fire & Emergency Mgmt Training Total $247,197 $252,551

Revenue 01-04-315-46050-199-50050 Miscellaneous ($1,800) ($1,800)01-04-315-46050-199-50531 Town of Mono ($115,000) ($115,000)01-04-315-46050-199-50535 Accident ($156,000) ($156,000)01-04-315-46050-199-50545 RofP Ambulance Rent ($72,000) ($72,000)01-04-315-46050-199-50550 Fire False Alarms ($22,100) ($22,100)01-04-315-46050-199-50860 Inspections ($5,000) ($5,000)

Revenue Total ($371,900) ($371,900)Expense 01-04-315-46040-199-61530 Wages-Fire Union $262,818 $350,942

01-04-315-46040-199-61531 Overtime-Fire Union $5,000 $5,00001-04-315-46040-199-61533 Benefits-Fire Union $75,505 $97,75601-04-315-46040-199-62011 Office Supplies $3,000 $3,00001-04-315-46040-199-62014 Uniforms/Protective Clothing $3,975 $3,97501-04-315-46040-199-62018 Operating Supplies $5,550 $5,55001-04-315-46040-199-62315 Printing & Advertising $4,000 $4,000

Expense Total $359,848 $470,223Fire Prevention & Public Educ Total ($12,052) $98,323

Fire Administration Total $6,393,645 $6,656,199

Fire Administration


Fire & Emergency Mgmt Training

Fire Prevention & Public Educ


Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-04-245-46010-105-62111 Maintenance & Repairs-Grounds $2,800 $2,800



Inglewood Station #5 Total $14,850 $15,220Expense 01-04-245-46010-108-62111 Maintenance & Repairs-Grounds $4,400 $4,400



Mono Mills Station #8 Total $16,110 $16,480Expense 01-04-245-46010-106-62111 Maintenance & Repairs-Grounds $5,000 $5,000



Palgrave Station #6 Total $17,600 $17,970Expense 01-04-245-46010-107-62111 Maintenance & Repairs-Grounds $14,800 $14,800



Snelgrove Station #7 Total $30,700 $31,070

Total for Fire $6,588,505 $6,854,389



Inglewood Station #5

Mono Mills Station #8

Palgrave Station #6

Snelgrove Station #7



TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - FIRE & EMERGENCY SERVICES

Department Project # Project Name Division Total Project 14-006 Total SCBA Replacement 1,399,500$ 14-007 VCOM Upgrade Phase 4 196,000$ 14-008 Replacement of Bolton Fire Stn 2,371,500$ 14-009 Personal Protective Equipment 85,000$ 14-011 Training Officer Vehicle 50,000$ 14-010 Large Fire Equipment Replacemt 55,000$

4,157,000$ Fire & Emergency Services Total

Fire & Emergency ServicesEmergency

Operations and Fire Suppression


Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalApparatus/Support $5,000,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000,000Buildings $2,040,000 $200,000 $200,000 $200,000 $190,000 $250,000 $250,000 $0 $250,000 $250,000 $250,000 $2,040,000Large Fire Equipment Replacement $600,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $60,000 $600,000Personal Protective Equipment $900,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $900,000Admin Vehicle - Public Education Officer $0 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,000Apparatus/Support Top Up $0 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $2,500,000New Emergency Support Unit $0 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000Palgrave Addition $0 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000Alton Addition $0 $0 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $600,000Joint Fire Communications Upgrade $0 $0 $200,000 $200,000 $200,000 $0 $0 $0 $300,000 $0 $0 $900,000Fire Training Facility $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $0 $2,500,000Large Fire Equipment Replacement (Top Up) $0 $0 $0 $10,000 $10,000 $10,000 $20,000 $20,000 $20,000 $20,000 $20,000 $130,000Mono Mills Addition $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $0 $0 $600,000Personal Protective Equipment (Top Up) $0 $0 $0 $10,000 $10,000 $10,000 $20,000 $20,000 $20,000 $20,000 $20,000 $130,000Caledon Village Addition $0 $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $0 $600,000New Equipment - Mayfield West & Bolton $0 $0 $0 $0 $550,000 $550,000 $0 $0 $0 $0 $0 $1,100,000New Fire Station - Mayfield West & Bolton $0 $0 $0 $0 $1,500,000 $5,000,000 $0 $0 $0 $0 $0 $6,500,000New Pumper/Quint - Mayfield West & Bolton $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $1,000,000New Pumper/Tanker - Mayfield West & Bolton $0 $0 $0 $0 $300,000 $300,000 $0 $0 $0 $0 $0 $600,000Master Plan - Fire $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $75,000Snelgove Renovation $0 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $300,000User Gear Replacement (Radios 2023-2025) $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $300,000 $600,000SCBA Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,600,000 $1,600,000Fire & Emergency Services Total $8,540,000 $2,340,000 $1,900,000 $4,420,000 $4,760,000 $7,595,000 $1,190,000 $1,240,000 $1,490,000 $1,490,000 $3,090,000 $29,515,000




2014

2014 Business Plan General Governance & Administration Department


To provide efficient and effective service delivery, while maintaining a highlevel of integrity and adhering to regulatory and statutory obligations.


The Administration Department reports to the Office of the Chief Administrative Officer and has a present staff complement of 39 full time staff members.

The Administration Department is comprised of 5 core areas of responsibility:

Staff Complement: 2014- 41, 2013 - 38, 2012 - 38 (Full Time Staff only)

(Excludes Councillors and Mayor – 9)

2014 Business Plan General Governance & Administration Department Customer Service and Licensing:

First point of contact at the Town’s main reception area Administers the Town’s business, lottery, and marriage licensing

programs Coordination of civil marriage ceremonies Administers the Vital Statistics program for death registrations Commissioner of Oaths services Agent for the Region of Peel for the distribution of recycling bins and

garbage bag tags Performs all tax functions including payments, inquiries, tax certificates,

appeals, apportionments and arrears Sale of municipal number plates

Legislative and Council Support Services:

Legislative support to Council and other committees including Economic

Development, Property Standards, Audit, Seniors, Accessibility, Heritage Caledon, Environmental Advisory, Council Golf Tournament, Graffiti and Arts Advisory, Provincial Offences Act Board and Committee of Adjustment

Administers the Records Management Program and FOI (Municipal Freedom of Information and Protection of Privacy Act)

Coordinates the committee appointment process Conduct of municipal elections, and the council orientation process Ensures compliance with Accessibility for Ontarians with Disabilities Act Corporate mail services, courier and switchboard services Coordinate Permanent and Special Occasion Liquor Licence Applications

Animal Services: Operates the Town’s Shelter and leash free park Administers the Town’s Animal Control By-law Administers claims and conducts investigations under the Protection of

Livestock and Poultry from Dogs Act Administer Dog Tag Licensing Program Process animal adoptions and safe return of lost pets

Legal Services: Provides general municipal solicitor advice in the areas of agreements,

real estate, negligence, by-law drafting, statutory interpretation and municipal powers

Provides support to the municipality in all litigation matters including appearances in Provincial Offences Court, Small Claims Court, Superior Court and administrative tribunals

Prosecutes various matters under the Provincial Offences Act including Highway Traffic Act, Building Code Act, Fire Protection and Prevention Act and municipal by-law matters.

Responds to appeals arising from Provincial Offences Court matters


Provincial Offences Court:

Provides administration, case management and financial reconciliation for all infraction types, pursuant to the Provincial Offences Act, for the Caledon and Dufferin court operations

Responds to inquiries and processes payments for Provincial Offences payments across the Province, which includes: Part 1 Traffic Tickets, Part 2 Parking Tickets, Part 3 summons and municipal by-law charges

Processes requests for trial; early resolution requests; extension of time to pay applications; re-opening applications and motion documents

Assists with processing Part 1 and 3 appeal applications for filing with Ontario Court of Justice

Administers the processing of parking tickets on behalf of the Corporation


The primary customers or clients of the department include:

Council Committees of Council Residents and businesses of Caledon Internal departments External agencies

The secondary customers or clients include:

Judiciary Ministry of the Attorney General’s Office – Provincial Offences Act

Administration and Appointments Office Provincial Prosecutors, lawyers and paralegals Enforcement agencies Office of the Registrar General Funeral homes Information and Privacy Commission Ontario Municipal Board Ministry of Municipal Affairs and Housing Town consultants/contractors


Legislative and Council Services

Coordinated and supported Council, Public Information, Committee meetings and Appeal Hearings

Reviewed 58 site plan applications in accordance with accessibility standards

Developed and implemented the Corporate Policies and Procedures Program

Continue to provide input in the inclusion of universal flex design components in new residential developments


Completed Request for Proposal for Older Adults Strategic Plan (project to be finalized in early 2014)

Implemented file tracking software for the Records Centre, Legislative and Legal services

Customer Service and Licensing Finalized the review of all of Town business licensing by-laws and

consolidated into a single comprehensive business licensing by-law. Reported to Council regarding the licensing of Children’s Entertainers.

Legal Services

Retainer for external legal services pursuant to Request for Proposal

process Assimilation and conversion of files as a result of the realignment of

responsibilities in Legal Services Reviewed Animal Services Agreements

Provincial Offences Court

Provided training and coordination of new early resolution model with staff

and stakeholders. Implemented the position of trial coordinator on pilot basis for each court

location to enhance stakeholder relations and provide analysis of court dockets.

Applied the next stage of collection software by adding accounts receivable from the Town of Caledon to automated collection software database (CAMS) to streamline third party collection of defaulted fines in collaboration with the Finance Department.

Completed court construction upgrades in accordance with accessibility and security needs.

Improved customer service through addition of Parking Facilitation Process.

Coordinated facility tours and relocation information for Hamilton Court Services, Halton Court Services and Elgin County.

Animal Services

Participated in Pet Valu and Pedigree annual national adoption weekend

with $2,000 being donated to the Shelter Implemented the Barn Cat Adoption Program Revised the Animal Care By-law Implemented the spay and neuter program Increased the number of animal care hours and formalized adoption

hours. Logging animal health and behavior on a regular basis Updated the Town website for adoptable animals and improved service

information Implemented New training procedures and forms for animal shelter staff

and enforcement staff


Accessibility upgrades are underway Assisted with the installation of privacy fencing and new HVAC system Mobile Veterinarian now attending the shelter on a weekly basis Community Service hours volunteer program to enable students to

complete their high school volunteer hours requirement Utilized public awareness and education programs with local community

groups (e.g. Sparks, Girl Guides, etc.)

GOAL 2: COMPLETE OUR COMMUNITY OF COMMUNITIES

Actions/Initiatives Status 2A Ensure Accessibility is the Standard

Facilitate the provision of a universally accessible public realm.

All staff will have been trained in accordance with the new AODA standards – Information and Communications, Employment and Transportation, Human Rights.

Developed accessible procurement practices

Collaborated with the Communications Department in designing the new Town of Caledon website to ensure all features compiled with AODA

Worked in partnership with Human Resources to add accessible employee accommodation measures within current policies and procedures.

Joined forced with Fire and Emergency Services to develop and implement a vulnerable persons registry for residents living in the Town of Caledon.

2B Maintain Caledon as Safe, Secure Community Graffiti Committee established a “graffiti hotline” to proactively address proliferation of graffiti.

Finalized review of all of our Business Licensing By-laws and consolidated them into one Consolidated Licensing By-law.


GOAL 6: PROVIDE STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT Actions/Initiatives Status

6A Provide High Quality Public Services Be a leader in the delivery of appropriate, quality and efficient Town services.

Monthly Corporate Training provided in the following areas:

Records & File Management FOI Report Writing Guidelines and Electronic

Submission Laserfiche Accessibility Standards

Monthly training provided to new staff regarding Customer Service Standards Developed the Seniors’ Insert featuring available services for older adults for inclusion in the Town of Caledon Leisure Guide.

5.0 Department’s Significant Trends and Challenges Trends Customer Service and Licensing

o Providing ease of access to services for customers by coordinating service delivery across departmental and intergovernmental jurisdictions and utilizing multiple methods (channels) such as phone, internet and partnerships

o Vulnerable Record Searches becoming a normal requirement in respect of the licensing of business personnel that have direct contact with the public, particularly youth.

Provincial Offences Court and Legal

o Economic trends can impact the ability to collect fines across the province.

o Changes in legislation can impose new processes which require training for staff and stakeholders.

Challenges Legislative and Council Services

o Effectively managing multiple deadlines inherent to the functions

performed by the division.


o Ensuring accountability and transparency requirements/standardsare achieved in the Council and Committee decision makingprocess

o Ensuring staff adhere to the established standard procedures andmaintaining consistency throughout the organization for paper andelectronic records

o Continue to improve the efficiency of communicating Councildirections and decisions to staff and public

o Implementation of procedural standards for all Committees ofCouncil and boards.

Customer Service and Licensing

o Effectively managing multiple deadlines inherent to the functionsperformed by the division e.g. licensing and taxes

Provincial Offences Court & Legal

o New accreditation model for interpreters along with telephoneresolution has impacted POA courts as interpreters become morechallenging to retain.

o Legislative changes impact resourcing as new rules requiremandatory option for telephone resolutions for defendants locatedmore than 75 km from the court of jurisdiction

6.0 2014 Departmental Priorities Funded from the Operating Budget The following is a prioritized list of the 2014 Departmental Priorities that the Department intends to undertake with the 2014 Operating Budget requested as part of this Business Plan:



1 Administer the 2014 Municipal Election and Inaugural Ceremony

2014 Operating

2 Provide Council and Committee Orientation for the 2014-2018 term of Council

2014 Operating

3 Continue to organize corporate records 6B 2014 Operating

4

Review current processes related to the conduct of Hearings (licensing, property standards, animal matters) and develop a guide and train staff and committee members

6A 2014 Operating

5 Land Inventory Project 6B 2014 Operating



6 Report to Council on the review of the Town Council and Staff Expense Policy

6B 2014 Operating

7 Implement next stages of CAMS software program for the purpose of collecting defaulted fines

6A 2014 Operating

8 Continue cross-training initiatives within the various divisions

6A 2014 Operating

9 Enhanced use of technology through implementation of ticket scanner

6A 2014 Operating

9

Analyze and develop a Customer Feedback Survey for implementation in order to determine our priorities for customer service initiatives

6A 2014 Operating

10 Implement new business licensing provisions 2G 2014 Operating

TOWN OF CALEDON2014 OPERATING BUDGET - GENERAL GOVERNANCE

Division Rev / Exp Account Description 2013 Budget 2014 BudgetAdministration Revenue 01-05-115-40010-365-50351 Perm. Liquor Licenses ($270) ($270)

01-05-115-40010-365-50519 F.O.I. Fees ($200) ($900)01-05-115-40010-365-50522 Copy Fees $0 ($200)

Revenue Total ($470) ($1,370)Expense 01-05-115-40010-365-61510 Salaries-Permanent $943,101 $952,587

01-05-115-40010-365-61513 Benefits-Permanent $262,636 $258,95701-05-115-40010-365-61520 Wages-Casual Temporary $58,624 $69,70501-05-115-40010-365-61523 Benefits-Casual Temporary $15,895 $18,58401-05-115-40010-365-62011 Office Supplies $5,000 $4,00001-05-115-40010-365-62016 Records Management Supplies $20,000 $20,00001-05-115-40010-365-62306 Publications $1,150 $1,15001-05-115-40010-365-62310 Training/Development/Seminars $14,500 $10,00001-05-115-40010-365-62311 Memberships/Dues $3,450 $3,45001-05-115-40010-365-62314 Mileage $2,200 $2,20001-05-115-40010-365-62335 Contracted Services $88,500 $80,00001-05-115-40010-365-62396 Mobile Phones / Pagers $2,200 $2,20001-05-115-40010-365-62437 Contribution to Reserves $5,000 $5,000

Expense Total $1,422,256 $1,427,833Administration Total $1,421,786 $1,426,463Animal Services Revenue 01-05-125-47010-720-50319 Grants/Subsidies ($3,000) ($3,000)

01-05-125-47010-720-50570 Donations ($10,000) ($13,000)01-05-125-47010-720-50613 Miscellaneous Fees ($3,000) ($2,714)01-05-125-47010-720-50637 Redemption Fees ($14,000) ($14,000)01-05-125-47010-720-50642 Dog Tags ($35,000) ($45,000)01-05-125-47010-720-50646 Adoption Fees ($21,000) ($21,000)01-05-125-47010-720-50648 Additional Revenues ($13,000) $001-05-125-47010-720-50650 Livestock Claim Re-imburs ($3,500) ($3,500)

Revenue Total ($102,500) ($102,214)Expense 01-05-125-47010-720-61214 Overtime $25,000 $25,000

01-05-125-47010-720-61510 Salaries-Permanent $240,572 $245,98501-05-125-47010-720-61511 Overtime-Permanent $21,593 $21,59301-05-125-47010-720-61513 Benefits-Permanent $74,646 $74,68701-05-125-47010-720-61520 Wages-Casual Temporary $32,146 $26,32001-05-125-47010-720-61523 Benefits-Casual Temporary $7,016 $6,03501-05-125-47010-720-62011 Office Supplies $2,500 $2,50001-05-125-47010-720-62014 Uniforms/Protective Clothing $2,000 $3,50001-05-125-47010-720-62017 Caretaking Supplies $2,500 $2,50001-05-125-47010-720-62018 Operating Supplies $17,000 $10,00001-05-125-47010-720-62022 Animal Feed $1,500 $2,00001-05-125-47010-720-62112 Maintenance & Repairs-Building $13,000 $13,00001-05-125-47010-720-62114 Small Equip Repair/Purchase $3,500 $3,50001-05-125-47010-720-62215 Natural Gas $4,000 $4,00001-05-125-47010-720-62216 Electricity $12,748 $12,74801-05-125-47010-720-62217 Water/Waste Water $800 $1,00001-05-125-47010-720-62310 Training/Development/Seminars $2,000 $2,00001-05-125-47010-720-62311 Memberships/Dues $200 $20001-05-125-47010-720-62312 Insurance $14,605 $14,60501-05-125-47010-720-62314 Mileage $300 $30001-05-125-47010-720-62330 Livestock Control $5,000 $5,00001-05-125-47010-720-62333 Veterinary Services $11,000 $11,00001-05-125-47010-720-62342 Spay and Neuter $10,000 $15,00001-05-125-47010-720-62396 Mobile Phones / Pagers $1,000 $1,00001-05-125-47010-720-62397 Telephone $4,000 $4,00001-05-125-47010-720-62416 Interdepartmental Charges $25,000 $25,00001-05-125-47010-720-62437 Contribution to Reserves $8,000 $8,000

Expense Total $541,626 $540,473Animal Services Total $439,126 $438,259

Expense 01-05-195-47020-365-61510 Salaries-Permanent $165,272 $237,27201-05-195-47020-365-61513 Benefits-Permanent $46,025 $64,02501-05-195-47020-365-62011 Office Supplies $500 $8,35001-05-195-47020-365-62310 Training/Development/Seminars $5,625 $8,50001-05-195-47020-365-62311 Memberships/Dues $725 $1,10001-05-195-47020-365-62314 Mileage $1,200 $1,70001-05-195-47020-365-62315 Printing & Advertising $167,583 $162,58301-05-195-47020-365-62335 Contracted Services $19,500 $19,50001-05-195-47020-365-62357 Marketing & Promotion $500 $50001-05-195-47020-365-62396 Mobile Phones / Pagers $2,000 $900

Expense Total $408,930 $504,430Corporate Communications Total $408,930 $504,430

Corporate Communications


Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-05-205-47030-365-50125 Merchandise Sales ($2,500) ($2,000)

01-05-205-47030-365-50329 Recycling Bin Admin. Fees ($100) ($100)01-05-205-47030-365-50421 Marriage Registration ($18,000) ($18,000)01-05-205-47030-365-50422 Death Registration ($4,000) ($4,000)01-05-205-47030-365-50518 Racoon Locks ($40) $001-05-205-47030-365-50521 Commisioning Fees ($4,250) ($4,500)01-05-205-47030-365-50522 Copy Fees ($500) ($500)01-05-205-47030-365-50523 Civil Marriages ($2,500) ($3,600)01-05-205-47030-365-50562 Garbage Tag Sales ($8,500) ($9,000)01-05-205-47030-365-50612 Mobile Sign Permits ($14,000) ($15,000)01-05-205-47040-365-50634 Lottery Licenses ($500) ($500)01-05-205-47040-365-50636 Business Licenses ($16,000) ($12,000)01-05-205-47040-365-50638 Tow Truck License ($39,500) ($45,000)


01-05-205-47030-365-61512 Recovery-Salaries-Permanent ($82,815) ($82,815)01-05-205-47030-365-61513 Benefits-Permanent $93,700 $95,72301-05-205-47030-365-62011 Office Supplies $3,500 $3,50001-05-205-47030-365-62114 Small Equip Repair/Purchase $2,000 $2,00001-05-205-47030-365-62120 Marriage Licenses Form $7,700 $7,70001-05-205-47030-365-62310 Training/Development/Seminars $7,100 $4,50001-05-205-47030-365-62311 Memberships/Dues $700 $70001-05-205-47030-365-62314 Mileage $300 $30001-05-205-47030-365-62335 Contracted Services $3,000 $2,50001-05-205-47030-365-62357 Marketing & Promotion $5,250 $5,00001-05-205-47030-365-62415 Garbage Tags $6,800 $7,20001-05-205-47040-365-62011 Office Supplies $3,100 $1,50001-05-205-47040-365-62310 Training/Development/Seminars $1,200 $1,20001-05-205-47040-365-62335 Contracted Services $4,200 $4,20001-05-205-47040-365-62416 Interdepartmental Charges $82,815 $82,815

Expense Total $440,119 $454,379Customer Service & Licensing Total $329,729 $340,179Legal Services Revenue 01-05-345-47060-365-50310 External Cost Recovery ($500) ($500)

01-05-345-47060-365-50436 Registry Office Recovery ($2,500) ($1,000)01-05-345-47060-365-50525 Agreement Admin. Fees $0 ($3,000)01-05-345-47070-365-50540 Caledon Fines ($150,400) ($156,454)01-05-345-47080-930-50595 Caledon/Dufferin Mgmt Fee ($45,113) ($49,128)


01-05-345-47060-365-61512 Recovery-Salaries-Permanent ($190,463) ($200,532)01-05-345-47060-365-61513 Benefits-Permanent $113,403 $117,14401-05-345-47060-365-62011 Office Supplies $1,500 $1,50001-05-345-47060-365-62306 Publications $6,300 $6,30001-05-345-47060-365-62307 Corporate Search Fees $3,000 $4,50001-05-345-47060-365-62308 Court & Transcript Fees $3,500 $1,50001-05-345-47060-365-62310 Training/Development/Seminars $9,500 $14,50001-05-345-47060-365-62311 Memberships/Dues $6,500 $6,50001-05-345-47060-365-62312 Insurance $173,332 $173,33201-05-345-47060-365-62314 Mileage $1,100 $2,90001-05-345-47060-365-62318 Legal Services $125,000 $120,00001-05-345-47060-365-62335 Contracted Services $47,125 $40,00001-05-345-47060-365-62341 Registry Office $21,000 $21,00001-05-345-47060-365-62396 Mobile Phones / Pagers $600 $72001-05-345-47060-365-62418 Debt Repayment $41,500 $41,50001-05-345-47070-365-62311 Memberships/Dues $450 $45001-05-345-47070-365-62335 Contracted Services $3,000 $3,00001-05-345-47070-365-62416 Interdepartmental Charges $146,950 $153,00401-05-345-47080-930-62314 Mileage $600 $60001-05-345-47080-930-62335 Contracted Services $1,000 $1,00001-05-345-47080-930-62416 Interdepartmental Charges $43,513 $47,528

Expense Total $980,750 $972,665Legal Services Total $782,237 $762,583

Customer Service & Licensing


Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-05-355-47180-365-50534 Filing Fees $0 $3,000Revenue Total $0 $3,000Expense 01-05-355-47090-365-62310 Training/Development/Seminars $3,000 $1,000

01-05-355-47090-365-62314 Mileage $1,000 $80001-05-355-47090-365-62375 Meeting Expenses $1,400 $1,20001-05-355-47100-365-62366 Councillor - Area Ward 1 $4,767 $4,76701-05-355-47101-365-62366 Councillor - Area Ward 1 $433 $43301-05-355-47110-365-62368 Councillor - Area Ward 2 $4,767 $4,76701-05-355-47111-365-62368 Councillor - Area Ward 2 $433 $43301-05-355-47120-365-62362 Councillor - Area Ward 3&4 $4,767 $4,76701-05-355-47121-365-62362 Councillor - Area Ward 3&4 $433 $43301-05-355-47130-365-62371 Councillor - Area Ward 5 $4,767 $4,76701-05-355-47131-365-62371 Councillor - Area Ward 5 $433 $43301-05-355-47160-365-62310 Training/Development/Seminars $2,500 $001-05-355-47160-365-62314 Mileage $1,500 $50001-05-355-47160-365-62335 Contracted Services $2,500 $1,50001-05-355-47160-365-62375 Meeting Expenses $6,400 $5,00001-05-355-47170-365-61510 Salaries-Permanent $226,344 $231,43701-05-355-47170-365-61513 Benefits-Permanent $81,382 $83,54701-05-355-47170-365-62314 Mileage $29,500 $29,50001-05-355-47170-365-62323 Acting Mayor Special Events $1,000 $1,00001-05-355-47180-365-62335 Contracted Services $30,300 $30,30001-05-355-47180-365-62437 Contribution to Reserves $47,000 $47,00001-05-355-47190-365-62311 Memberships/Dues $15,600 $16,60001-05-355-47190-365-62312 Insurance $6,542 $6,74201-05-355-47190-365-62401 Mileage/Courier $1,100 $50001-05-355-47190-365-62436 Council/Forum Meetings $6,600 $6,60001-05-355-47190-365-62658 Public Relations $14,550 $13,95001-05-355-47200-365-61510 Salaries-Permanent $129,644 $132,56101-05-355-47200-365-61513 Benefits-Permanent $36,707 $33,93701-05-355-47200-365-61520 Wages-Casual Temporary $92,205 $92,20501-05-355-47200-365-61523 Benefits-Casual Temporary $24,914 $24,91401-05-355-47200-365-62314 Mileage $10,084 $10,08401-05-355-47200-365-62345 Mayor $15,217 $15,21701-05-355-47201-365-62314 Mileage $916 $91601-05-355-47201-365-62345 Mayor $1,383 $1,38301-05-355-47210-365-62344 Councillor - Regional Ward 1 $4,767 $4,76701-05-355-47211-365-62344 Councillor - Regional Ward 1 $433 $43301-05-355-47220-365-62359 Councillor - Regional Ward 2 $4,767 $4,76701-05-355-47221-365-62359 Councillor - Regional Ward 2 $433 $43301-05-355-47230-365-62350 Councillor - Regional Ward 3&4 $4,767 $4,76701-05-355-47231-365-62350 Councillor - Regional Ward 3&4 $433 $43301-05-355-47240-365-62372 Councillor - Regional Ward 5 $4,767 $4,76701-05-355-47241-365-62372 Councillor - Regional Ward 5 $433 $433

Expense Total $830,888 $829,993Legislative & Council Support Total $830,888 $832,993

Revenue 01-05-425-47260-365-50640 Parking Fines/Payments $197,400 $004-05-425-47250-365-50300 Internal Recoveries ($59,226) ($59,226)04-05-425-47250-365-50319 Grants/Subsidies ($55,000) ($74,594)04-05-425-47250-365-50540 Caledon Fines ($2,415,000) ($2,620,050)05-05-425-47270-930-50580 Interest Earned ($500) ($500)05-05-425-47270-930-50595 Caledon/Dufferin Mgmt Fee ($486,451) ($605,567)

Revenue Total ($2,818,777) ($3,359,937)

Provincial Offences Court

Legislative & Council Support


Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 04-05-425-47250-365-61510 Salaries-Permanent $338,145 $399,389

04-05-425-47250-365-61511 Overtime-Permanent $1,000 $004-05-425-47250-365-61513 Benefits-Permanent $106,008 $114,58004-05-425-47250-365-61520 Wages-Casual Temporary $28,769 $57,86804-05-425-47250-365-61523 Benefits-Casual Temporary $3,383 $9,36704-05-425-47250-365-62010 Legal Forms $12,000 $12,00004-05-425-47250-365-62011 Office Supplies $5,000 $5,00004-05-425-47250-365-62119 Maint & Repairs-Computers $40,000 $45,00004-05-425-47250-365-62244 Bank Charges $27,000 $21,00004-05-425-47250-365-62305 Computer Services $5,000 $10,00004-05-425-47250-365-62306 Publications $500 $50004-05-425-47250-365-62308 Court & Transcript Fees $2,500 $1,50004-05-425-47250-365-62310 Training/Development/Seminars $8,000 $6,41504-05-425-47250-365-62311 Memberships/Dues $500 $50004-05-425-47250-365-62314 Mileage $500 $50004-05-425-47250-365-62335 Contracted Services $230,000 $203,50004-05-425-47250-365-62375 Meeting Expenses $500 $50004-05-425-47250-365-62392 Witness Reimbursement $3,500 $3,50004-05-425-47250-365-62395 Interpreter Fees $30,000 $30,00004-05-425-47250-365-62396 Mobile Phones / Pagers $800 $80004-05-425-47250-365-62416 Interdepartmental Charges $150,400 $156,45404-05-425-47250-365-62418 Debt Repayment $366,400 $366,40005-05-425-47270-930-61510 Salaries-Permanent $259,387 $254,98505-05-425-47270-930-61511 Overtime-Permanent $500 $005-05-425-47270-930-61513 Benefits-Permanent $79,772 $76,64105-05-425-47270-930-61520 Wages-Casual Temporary $28,000 $28,00005-05-425-47270-930-61523 Benefits-Casual Temporary $5,813 $5,81305-05-425-47270-930-62010 Legal Forms $6,000 $7,50005-05-425-47270-930-62011 Office Supplies $4,000 $5,00005-05-425-47270-930-62119 Maint & Repairs-Computers $20,000 $30,22505-05-425-47270-930-62244 Bank Charges $12,000 $12,00005-05-425-47270-930-62306 Publications $500 $50005-05-425-47270-930-62308 Court & Transcript Fees $800 $50005-05-425-47270-930-62310 Training/Development/Seminars $2,000 $2,00005-05-425-47270-930-62311 Memberships/Dues $250 $25005-05-425-47270-930-62314 Mileage $600 $50005-05-425-47270-930-62315 Printing & Advertising $300 $30005-05-425-47270-930-62321 Rental-Facility $12,000 $12,00005-05-425-47270-930-62335 Contracted Services $105,000 $98,47505-05-425-47270-930-62375 Meeting Expenses $300 $30005-05-425-47270-930-62392 Witness Reimbursement $2,500 $1,50005-05-425-47270-930-62395 Interpreter Fees $12,000 $12,00005-05-425-47270-930-62396 Mobile Phones / Pagers $2,500 $7,65005-05-425-47270-930-62416 Interdepartmental Charges $45,113 $49,128

Expense Total $1,959,240 $2,050,040Provincial Offences Court Total ($859,537) ($1,309,897)

Total for General Governance $3,353,159 $2,995,010

TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - GENERAL GOVERNANCE


14-105 Animal Shelter - Generator 8,700$

14-106 Animal Shelter - Fencing Leash Free Park 15,000$

23,700$

General Governance

Animal Services

General Governance Total


Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalGeneral Governance Capital Projects $830,000 $30,000 $100,000 $100,000 $100,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $830,000Customer Service Strategy 0 $50,000 0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000Animal Shelter Roof 0 $0 0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000Records Centre Revitalization 0 $0 0 $0 $0 $150,000 $0 $0 $0 $0 $0 $150,000Animal Control Vehicles 0 $0 0 $0 $0 $0 $70,000 $0 $0 $0 $0 $70,000Animal Shelter Facility - Mayfield West 0 $0 0 $0 $0 $0 $0 $656,000 $656,000 $0 $0 $1,312,000POA Expansion 0 $0 0 $0 $0 $0 $0 $0 $0 $1,217,501 $1,217,499 $2,435,000General Governance & Administration Total $830,000 $80,000 $100,000 $100,000 $100,000 $250,000 $170,000 $756,000 $756,000 $1,317,501 $1,317,499 $4,947,000


Human Resources


2014

2014 Business Plan Human Resources Department


The Human Resources Department works in partnership with leaders and teams to guide, facilitate, advise, coach and coordinate corporate-wide efforts to provide innovative cost effective human resource programs and solutions, supporting the organization and all departments in meeting their goals and objectives.


The Human Resources Department (HR) is responsible for developing and implementing human resource programs and initiatives, with the goal of being an “engaging and thriving employer” within a sustainable organization.

Human Resources

Director of Human Resources (1)

Human Resources Business Partners (2)

HR Associate (1)

Health & Safety Coordinator (1)

Staff Complement: 2014 – 5, 2013 – 5, 2012 – 6 (Full-Time Staff Only)


Key HR Functional Areas

The Human Resources Department’s contribution is based on the following four (4) priorities:

Building Capacity: Build and implement programs and processes to attract, motivate and retain

staff that will enable the departments to deliver on their objectives.

Building Capability: Build HR functional and operational expertise to provide a “best-in-class”

partnering and support infrastructure – leveraged use of technology, analytics, enhanced HR functional expertise, program management.

Review and develop policies and practices that allow for professional and personal goals and objectives to be aligned to business requirements, working towards earning the reputation of being an “engaging and thriving employer”.

Maintain a focus on learning and career development through corporate initiatives and programs that provide opportunities for professional and personal growth – acting assignments, training, performance management, developmental projects/assignments.

Optimizing Organizational Effectiveness: Leverage opportunities to review organizational structure, resources and

accountabilities to determine the need for change and/or flexibility, resulting in improved performance and capabilities and an overall focus on a performance-based culture.

Employment & Staffing

Compensation & Benefits

Employee & Labour Relations

HR Administration

Health, Safety & Wellness

Talent Management

Career Development

Organizational Development

Strategic HR Planning


Nurturing Culture: Engage employees in developing and implementing programs and initiatives

that will create an inspiring and inclusive work environment – solicitemployee input through focus groups, meetings, interviews - maintaincommunication, partner with management.

Develop programs and initiatives that “connect” employees both intra-andinter-departmentally.


Internal Clients: Directors, Managers, and Supervisors Employees Union & Association representatives Council

External Clients: Job Applicants Volunteers and Co-Op Students Union & Association Government Agencies Benefit Providers Other Municipalities Vendors and Consultants Various Ministries


The Human Resources Department made significant progress in 2013 in a number of key areas.

Recruitment, Selection & Orientation The launch of the external applicant tracking system was an impetus to improving both processes and documentation in the recruitment process. Job descriptions were reformatted and updated for all postings, ensuring consistency. Metrics were introduced to track recruitment activity and “time-to-hire”. Human Resources also worked in partnership with Corporate Communications to explore the possibility of our entrance into the use of social media for recruitment purposes.

Talent Management and Development To meet the challenges as identified in the talent management domain, HR developed and launched a succession planning process with the Senior Management Team (SMT). This was the first phase in an overall corporate-wide talent management program, with subsequent phases focusing on assessing the skills benchstrength of all Town staff and the provision of development opportunities. Succession planning is viewed as a dynamic process and will be undertaken on an annual basis.


Human Resources Efficiency and Effectiveness Efforts were dedicated to increasing the use of technology to improve efficiency and effectiveness of HR administration. Introducing an on-line applicant tracking system for new hires and leveraging the capabilities of the Human Resources Information system (HRIS) provided a solid foundation on which to base additional improvements. An increased focus on data validation and data management ensured the integrity of the HRIS and information in employee files. Key Achievements Completed a revision of all HR procedures, with a planned relaunch and

communication to all staff;

Launched the external applicant tracking system (through the Town’s website) to maximize recruitment efficiency and effectiveness;

Partnered with Fire & Emergency Services in developing a comprehensive volunteer firefighter recruitment program;

Managed the recruitment processes for Senior Management Team vacancies;

Developed an employee on-boarding/orientation program ready for implementation;

Piloted on-boarding initiatives with scheduled checkpoints for new employees;

Developed and implemented a talent management program that incorporated a succession planning process and critical position replacement planning;

Introduced and managed a cost-effective corporate-wide training program, providing management and HR-related training courses, on-line from any location through use of e-mail addresses;

Sourced and launched a corporate-wide Business Writing Skills program;

Revitalized the HR content on the Town’s website;

Completed the HR Annual Report, including the addition of key metrics related to recruitment processes;

Improved HR Department administration processes and systems; completed the implementation of The Ontario Municipal Records Management System (TOMRMS) filing format for all files;

Increased use of technology to improve data management and metrics, and analysis of findings;

In partnership with Fire management, managed the negotiations re: the Caledon Fire Association arbitration award;

Introduced the Town of Caledon Award of Excellence program;


Engaged employees in numerous HR programs and activities includingPolicy & Procedure review, Onboarding program development, Town Hallsessions;

Updated and implemented the corporate Continuous Improvement Plan forHealth & Safety, with positive results;

Planned and executed successful employee appreciation and recognitionevents - Staff Service Recognition Event, Staff Appreciation BBQ, andHealth & Safety Committee recognition events;

Planned and executed wellness initiatives including Nutrition Monthactivities.


Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the department. An awareness of these trends and challenges allows staff to monitor and react in order to take advantage of opportunities and minimize impacts enabling the Town to provide quality services. The significant trends and challenges for 2014 and beyond are highlighted as follows:

Trend Recruitment and Retention To be competitive, the Town of Caledon needs to attract and retain competent staff by encouraging, rewarding and promoting the value, importance, and benefits of employment within the Town. Managers and supervisors would benefit from the use of formal assessment tools to assist them in selecting the right candidate for their position vacancies, and in managing the employee’s progress and development going forward.

Challenge Adequate resourcing continues to be a challenge. While the use of contract employees has been beneficial in meeting cyclical operational requirements, this is not a sustainable solution for those areas requiring additional resourcing. Commitment to full-time resourcing would enable a wider source of candidates due to full-time employment opportunities.

Trend Succession Planning Demographic statistics show that currently, approximately 21% of our permanent staff are over the age of 55 and that by the year 2015, this number will increase to 30%. As staff retire, critical information and expertise exits with them. Losing this knowledge and their skills leaves the corporation vulnerable. Our introduction of a formalized succession planning process is well underway and will require continued focus and renewal to be most effective.

Challenge Career Development and Advancement Opportunities Opportunities for professional development and advancement are critical success factors for many employees. Employees need to have a self-awareness


of their key behavioural competencies. We need to rigorously manage performance, increase skill levels in our staff, and provide key learning opportunities, while continuing to evolve our talent management strategies to reflect the current and future needs of the Town. Challenge Competitive Compensation & Benefits As we compete for talent with neighbouring municipalities, the Town must provide a competitive compensation and benefit program, promoting the overall “total compensation” philosophy and positive and vibrant workplace environment. Challenge Thriving environment Employee engagement is key to cultivating and sustaining a thriving and vibrant work environment. Employees’ values, goals and aspirations need to be aligned with those of the organization. Ongoing communication and employee involvement in programs, initiatives and solutions will support this environment.


The Town’s Community Based Strategic Plan (CBSP) identifies the Goals and Long-Term Desired Outcomes. The achievement of each of these components of the CBSP is dependent upon the dedication of the Town’s administration and the agencies funded by the Town to focus their activities in this common direction. The following is a prioritized list of the 2014 Departmental Priorities that the department intends to undertake with the 2014 Operating Budget requested as part of this Business Plan:



1 Nurture a climate of inclusion and employee engagement 6A, 6B Existing Operating

Funds

2 Promote health and safety in the organization 6A, 2G Existing Operating

Funds

3

Increase HR presence and partnership across the organization

6A, 6B Existing Operating Funds

4 Launch a revised and enhanced Performance Management format 6A, 6B Existing Operating

Funds

5 Implement the next phase of the succession planning process 6A, 6B Existing Operating

Funds


6 Launch an enhanced “new employee” Onboarding program 6A, 6B Existing Operating

Funds

7 Undertake collective bargaining with the Caledon Fire Association 6A, 6D Existing Operating

Funds

8

Optimize the applicant tracking system and processes to accommodate unique departmental requirements


9 Review and evaluate talent pool sources and recruitment tools and processes


10

Align and optimize HR processes with the payroll system and processes for maximum effectiveness and efficiency


11

Introduce an on-line assessment tool to support managers in the recruitment and management of staff and their development


12 Introduce an on-line self-development behavioural profile tool for employees


13

Continue to leverage the HRIS system capability for data management and workforce analytics

6A , 6B Existing Operating Funds

14 Continue to explore and action social media as a recruitment tool 6A, 6C Existing Operating

Funds

15 Incorporate employee engagement strategies in key initiatives


16 Implement new and improved Health & Wellness program and initiatives

6A, 3C Existing Operating Funds

TOWN OF CALEDON2014 OPERATING BUDGET - HUMAN RESOURCES

Division Rev / Exp Account Description 2013 Budget 2014 BudgetHuman Resources Expense 01-06-325-48020-365-61510 Salaries-Permanent $442,562 $440,197

01-06-325-48020-365-61513 Benefits-Permanent $119,739 $119,77801-06-325-48020-365-61520 Wages-Casual Temporary $90,021 $92,00001-06-325-48020-365-61523 Benefits-Casual Temporary $18,688 $19,09901-06-325-48020-365-62011 Office Supplies $3,100 $3,10001-06-325-48020-365-62018 Operating Supplies $5,300 $5,30001-06-325-48020-365-62114 Small Equip Repair/Purchase $4,500 $50001-06-325-48020-365-62223 Floral Tributes/In Memory $3,000 $3,00001-06-325-48020-365-62225 Staff Recog/Appreciation $23,300 $23,35001-06-325-48020-365-62243 Health & Wlns Initiatives $20,000 $20,00001-06-325-48020-365-62305 Computer Services $4,335 $4,50001-06-325-48020-365-62310 Training/Development/Seminars $8,500 $4,80001-06-325-48020-365-62311 Memberships/Dues $2,500 $2,20001-06-325-48020-365-62314 Mileage $4,300 $3,00001-06-325-48020-365-62315 Printing & Advertising $2,300 $2,30001-06-325-48020-365-62318 Legal Services $50,000 $50,00001-06-325-48020-365-62334 Service Contracts $47,200 $63,20001-06-325-48020-365-62396 Mobile Phones / Pagers $1,140 $1,86001-06-325-48020-365-62412 Special Charges $47,817 $32,02501-06-325-48020-365-62510 Corporate Training/Development $55,000 $55,000

Expense Total $953,302 $945,209Human Resources Total $953,302 $945,209

Total for Human Resources $953,302 $945,209

Caledon PublicLibrary


2014

2014 Business Plan Caledon Public Library


Caledon Public Library serves and benefits Caledon by Engaging the community Connecting people to information and inspiring creative works Partnering and collaborating Conducting business with transparency and fiscal accountability


Caledon Public Library provides services through seven branches and extensive web presence.

Staff Complement: 2014 - 13; 2013 - 13; 2012 - 13 (Full-time Staff Only)

Reference and Collection Developmento Chooses the books and databases available in the library. Trains staff to

make effective use of these resources

Lending Serviceso Ensures that the library’s policies and practices provide the best service

for the citizens of Caledon

Information Technologyo Maintains the network that links all service points and maintains more

than ninety computers for public use. Ensures that electronic databasesare accessible to the public


Youth Services o Provides books and other material for younger readers. Provides

programming to meet young people’s needs, including pre-literacy programs and programs for teens

Technical Services

o Orders and processes books and other materials. Maintains the Library’s database, ensuring that our customers can find what they want among our inventory

Communications and Programming

o Arranges programs for adults and ensures that there is a high level of public awareness of the Library’s resources and activities though all media, including the web and the associated social media


The customers or clients of the Caledon Public Library include: All residents of Caledon, regardless of age, educational achievement,

language skill or economic status. Targeted customer groups include (but are certainly not limited to): o Pre-school children o Children of school age o Parents of children o Senior citizens o Teens o People who want to discuss books o People who don’t want to discuss books but want to have easy access

to them o People who need help finding information o People who need but do not have access to a high speed internet

connection o People who use the internet as a key component to know about and

access local services o People who want to receive information from people and organizations

active in a particular field o People who want to view videos o Homebound readers o People who write o Newcomers to Canada who need a link to settlement services o Small business people o People who want access to books via the spoken word o People who need access to governmental information



Caledon Public Library has continued to serve as a connection point for Caledon’s residents. Since the last time that Council considered a budget presented by the Library Board:

o more than 300,000 items have been borrowed from the library (about 5per resident)

o 7,000 have attended programs at the libraryo 100,000 sessions have taken place using the libraries’ public access

computerso 9,000 sessions have taken place using the libraries’ wireless networkso More important than that, uncounted numbers or residents have used

the library to connect to informational resources, cultural resources andeach other, forming the basis of a diverse and vibrant community.

o The library has increased its web presence using tools like Facebook,Twitter and YouTube

o The Library has done major work to ensure that it is an integral part ofthe Caledon community.

o It has been active with other groups and agencies in delivering servicesto seniors.

o Our on-going summer reading programs have helped parents to helptheir children keep their skills over the summer and to provide the kidswith opportunities to have fun.

o The Library sponsors book clubs at every location to encourage peopleof all ages to read and discuss books.

o Provide books to independent book clubs so that these kinds oforganizations can spread without an active involvement on the part ofthe Library.


Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Library. An awareness of these trends and challenges allows Town Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the Town can continue to provide quality services. The significant trends and challenges for 2014 and beyond are as follows:

In 2010, the Library’s business plan said, “The library’s explosive growth tests its ability to respond effectively. Most of the facilities, staff complements and collections were built with slower growth pattern in mind. As a result, all three components are tested and sometimes found wanting.” Council agreed with the Library Board and addressed this by funding increased hours across the system. This year, elements of the library’s funding were reduced. For the most part, those reductions were able to be integrated into the Library’s service pattern without an obvious effect on the service that residents of Caledon saw. Nevertheless, the first quarter of the year showed a decrease in the circulation of


library materials. In the second quarter, circulation is recovering. We believe that one of the factors in that recovery is an increase in the number of programs that we are presenting to families. The summer in particular has been a time that the Library has concentrated its efforts on providing a wide range of family programs. The Board is recommending an increase in the programming staff for 2014 so that the increased hours are more fully used.

The Library’s Strategic Plan, aligned with the Town’s Community Based Strategic Plan, addresses the changing character of Caledon and the changing service patterns that it will require. One of the demographic groups that has historically been underserved in the community and by the library has been teens. It is challenging to make services available to that group effectively without dedicated resources. This budget addresses that urgent unmet need. Technology continues to be a source of pervasive change in the delivery of library services. Customers expect the library to be an effective interpreter of the resources they can find electronically, both on the open internet and on back-channels like the for-pay databases that are available through the library. They expect the library to help them find the masses of stuff that exists outside the realm of Google and Wikipedia. They also expect the library to make more of its resources available in forms like e-books and electronic audio files. The library has made a wide range of newspapers and magazines – some of which exist behind paywalls – freely available to residents of Caledon. It also opens opportunities of on-line community building and cultural collaboration.


The Library has been active in its efforts to collaborate with the Town and organizations in the Town in achieving important goals. We have collaborated in the promotion of the PanAm Games and been active participants in services like Caledon Day and the Town’s environmental initiatives. We are circulating passes to the Region of Peel Archives and Museum. We’re proud to be working with the Memory Project to be sure that veterans from Caledon have the opportunity to be part of the oral history of World War II and the Korean Conflict that is being developed.


The following is a prioritized list of the 2014 Departmental Priorities that the Department intends to undertake with the 2014 Operating Budget requested as part of this Business Plan:



1 Offer access to information and artistic expression in all forms, paying particular attention to new formats as they emerge

4c - Enhance Caledon’s Library System 2f – Connect neighbourhoods

Tax levy

2 Expand outreach capabilities to deliver services beyond the walls of the library


Tax levy

3 Continue to enhance our position on the internet and in social media

4c - Enhance Caledon’s Library System 2f –Connect neighbourhoods

Tax levy

4

Respond to the demographic changes that take place in the community by gearing the resources and programs of the library to all groups and individuals including those who have particular needs


Tax levy

5

Continue to develop and deliver a wide variety of informative, entertaining programming that is geared to the needs and Interests of the community


Tax levy

TOWN OF CALEDON2014 OPERATING BUDGET - LIBRARY

Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetABUCC Lending Services Expense 01-07-365-41010-405-61520 Wages-Casual Temporary $202,768 $201,576

01-07-365-41010-405-61523 Benefits-Casual Temporary $82,443 $40,75501-07-365-41010-405-62017 Caretaking Supplies $1,000 $001-07-365-41010-405-62018 Operating Supplies $17,400 $14,00001-07-365-41010-405-62058 Online Databases $9,000 $8,80001-07-365-41010-405-62112 Maintenance & Repairs-Building $2,000 $2,00001-07-365-41010-405-62114 Small Equip Repair/Purchase $1,100 $50001-07-365-41010-405-62304 Automation $19,400 $16,80001-07-365-41010-405-62321 Rental-Facility $73,660 $75,50101-07-365-41010-405-62335 Contracted Services $36,800 $28,80001-07-365-41010-405-62397 Telephone $6,600 $3,000

Expense Total $452,171 $391,732Lending Services Total $452,171 $391,732

ABUCC Total $452,171 $391,732Lending Services Expense 01-07-365-41010-410-61520 Wages-Casual Temporary $60,335 $64,668

01-07-365-41010-410-61523 Benefits-Casual Temporary $11,472 $24,03701-07-365-41010-410-62018 Operating Supplies $1,700 $2,60001-07-365-41010-410-62058 Online Databases $1,000 $1,70001-07-365-41010-410-62304 Automation $3,400 $3,20001-07-365-41010-410-62321 Rental-Facility $18,500 $18,96201-07-365-41010-410-62335 Contracted Services $600 $30001-07-365-41010-410-62397 Telephone $800 $500


Alton Community Centre Total $97,807 $115,967Lending Services Expense 01-07-365-41010-415-61520 Wages-Casual Temporary $41,503 $46,434

01-07-365-41010-415-61523 Benefits-Casual Temporary $4,881 $10,66101-07-365-41010-415-62018 Operating Supplies $1,000 $2,60001-07-365-41010-415-62058 Online Databases $1,200 $1,60001-07-365-41010-415-62114 Small Equip Repair/Purchase $500 $50001-07-365-41010-415-62304 Automation $2,500 $3,20001-07-365-41010-415-62321 Rental-Facility $4,000 $4,10001-07-365-41010-415-62335 Contracted Services $300 $20001-07-365-41010-415-62397 Telephone $1,000 $800


Belfountain Library Total $56,884 $70,095Lending Services Expense 01-07-365-41010-435-61520 Wages-Casual Temporary $60,247 $62,589

01-07-365-41010-435-61523 Benefits-Casual Temporary $11,261 $11,89901-07-365-41010-435-62018 Operating Supplies $4,900 $6,10001-07-365-41010-435-62058 Online Databases $1,700 $3,90001-07-365-41010-435-62114 Small Equip Repair/Purchase $0 $20001-07-365-41010-435-62304 Automation $4,400 $7,30001-07-365-41010-435-62335 Contracted Services $2,100 $1,10001-07-365-41010-435-62397 Telephone $2,700 $1,900


Caledon East Library Total $87,308 $94,988

Alton Community Centre

Belfountain Library

Caledon East Library

TOWN OF CALEDON2014 OPERATING BUDGET - LIBRARY

Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetLending Services Expense 01-07-365-41010-440-61520 Wages-Casual Temporary $132,375 $133,789

01-07-365-41010-440-61523 Benefits-Casual Temporary $32,785 $20,69401-07-365-41010-440-62017 Caretaking Supplies $100 $10001-07-365-41010-440-62018 Operating Supplies $2,200 $2,70001-07-365-41010-440-62058 Online Databases $1,100 $1,60001-07-365-41010-440-62304 Automation $3,500 $3,10001-07-365-41010-440-62321 Rental-Facility $33,060 $33,88601-07-365-41010-440-62335 Contracted Services $500 $50001-07-365-41010-440-62397 Telephone $2,600 $2,000

Expense Total $208,220 $198,369Lending Services Total $208,220 $198,369Technical ServicesRevenue 01-07-515-40010-440-50050 Miscellaneous ($3,000) ($3,000)

01-07-515-40010-440-50319 Grants/Subsidies ($58,200) ($58,200)01-07-515-40010-440-50570 Donations ($1,000) ($1,000)01-07-515-40010-440-50705 Fines/Fees ($43,000) ($40,000)01-07-515-40010-440-50715 Programs ($8,000) ($1,500)01-07-515-40010-440-50725 Grant Internet - SOLE ($40,000) ($18,000)01-07-515-40010-440-50750 Book Sales ($200) ($200)


01-07-515-40010-440-61513 Benefits-Permanent $271,137 $242,20101-07-515-40010-440-61520 Wages-Casual Temporary $262,068 $248,82201-07-515-40010-440-61523 Benefits-Casual Temporary ($54,724) $43,99601-07-515-40010-440-62113 Maint & Repairs-A/V Equip $100 $10001-07-515-40010-440-62114 Small Equip Repair/Purchase $500 $50001-07-515-40010-440-62253 Lib. Brd Education & Exp. $5,000 $4,00001-07-515-40010-440-62305 Computer Services $53,400 $33,00001-07-515-40010-440-62310 Training/Development/Seminars $21,100 $15,90001-07-515-40010-440-62311 Memberships/Dues $14,000 $13,00001-07-515-40010-440-62312 Insurance $33,271 $33,27101-07-515-40010-440-62314 Mileage $17,500 $16,00001-07-515-40010-440-62315 Printing & Advertising $14,400 $11,40001-07-515-40010-440-62317 Audit $6,500 $4,20001-07-515-40010-440-62322 Postage $600 $60001-07-515-40010-440-62335 Contracted Services $5,000 $1,00001-07-515-40010-440-62346 Courier $48,900 $38,70001-07-515-40010-440-62355 Special Events $3,500 $001-07-515-40010-440-62397 Telephone $1,400 $400

Expense Total $1,661,920 $1,691,382Technical Services Total $1,508,520 $1,569,482

Caledon Village Place Total $1,716,740 $1,767,851Lending Services Expense 01-07-365-41010-445-61520 Wages-Casual Temporary $51,824 $64,225

01-07-365-41010-445-61523 Benefits-Casual Temporary $9,694 $11,84801-07-365-41010-445-62018 Operating Supplies $2,100 $2,70001-07-365-41010-445-62058 Online Databases $1,000 $1,60001-07-365-41010-445-62112 Maintenance & Repairs-Building $200 $20001-07-365-41010-445-62114 Small Equip Repair/Purchase $300 $30001-07-365-41010-445-62304 Automation $3,700 $3,10001-07-365-41010-445-62321 Rental-Facility $26,306 $26,96401-07-365-41010-445-62335 Contracted Services $500 $50001-07-365-41010-445-62397 Telephone $1,500 $1,100


Inglewood Community Centre Total $97,124 $112,537Lending Services Expense 01-07-365-41010-455-61520 Wages-Casual Temporary $73,696 $71,920

01-07-365-41010-455-61523 Benefits-Casual Temporary $8,667 $13,02801-07-365-41010-455-62018 Operating Supplies $2,000 $4,20001-07-365-41010-455-62058 Online Databases $1,000 $2,80001-07-365-41010-455-62304 Automation $3,400 $3,10001-07-365-41010-455-62321 Rental-Facility $22,850 $23,42101-07-365-41010-455-62335 Contracted Services $200 $20001-07-365-41010-455-62397 Telephone $1,600 $1,600


Margaret Dunn Lib & Comm Room Total $113,413 $120,269

Total for Library $2,621,447 $2,673,439

Margaret Dunn Lib & Comm Room

Caledon Village Place

Inglewood Community Centre

TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - LIBRARY


14-047 Library - Books and Materials 400,000$

14-048 Library - Information Technlgy 25,000$

425,000$

Library Services Lending Services



Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalIT & Buildings $1,000,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $1,000,000Materials & Equipment $4,000,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $4,000,000Bolton Branch - Major Refurbishment $0 $0 $0 $0 $400,000 $0 $0 $0 $0 $0 $0 $400,000Facility Maintenance & Upgrades $0 $0 $0 $0 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,200,000Mayfield West Branch $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,950,001 $4,949,999 $9,900,000Mayfield West Branch - Materials $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $500,000Library Services Total $5,000,000 $500,000 $500,000 $500,000 $900,000 $700,000 $700,000 $700,000 $700,000 $5,650,001 $6,149,999 $17,000,000

2015-2018 Term of Council 2019-2022 Term of Council2023-2026 Term of

Council

Parks & Recreation


2014

2014 Business Plan Parks & Recreation Department


To be a leader in the provision of Parks & Recreation services by providing opportunities and experiences for all ages and abilities resulting in a healthy community.


Staff Complement – 2014 - 55, 2013 - 54, 2012 - 53 (Full-time Staff Only)

AdministrationProvides overall leadership, vision, management and support to the Parks andRecreation Divisions and ensures coordinated service provision featuring the highestlevel of customer service excellence through leadership and training opportunities.The Administration section provides service outreach and communications to theCaledon community, investigates and forms community partnerships as directed byCouncil, and ensures the implementation of strategic plans, master plans andfinancial goals and objectives are carried out consistent with the direction of Council.

Parks Divisiono Parks Capital Construction and Operating

Parks and trails are a key and integral component to the high quality of lifeexperienced in Caledon. The division ensures all parks and trails aredeveloped and maintained to enrich the quality of life in Caledon throughcreative partnerships with the community, protection and enhancement of thenatural environment and meeting Council directives and approved servicelevels.

o Parks DevelopmentEnsures that the design and construction of new developments in the Townmeets the needs of the people and businesses of the Town of Caledon andthe requirements of all applicable policies, guidelines, by-laws, andregulations of the Town, and are designed and constructed in accordancewith standard landscape construction practices.


o Parks Operations is comprised of two distinct business units being Capital

Design and Construction and Park Operations.

Capital Design and Construction is responsible for: Developing and implementing the Town’s Capital

Construction/Reconstruction programs for parks, trails, streetscape and other associated infrastructure

Parks capital infrastructure planning and budgeting Parks, Trails and Landscape Design Guideline Master planning Contract preparation and administration and quality assurance of

work Creation and upkeep of infrastructure inventories, needs

assessment, and asset management. Long range Open Space Planning Parks related development charge needs and costs

Park Operations is responsible for: The delivery of Council approved service levels of all parks, open

spaces, hazard lands, and lands under a maintenance agreement with the TRCA, urban roadsides, Town trails and Town-owned urban trees

Ensuring public safety regarding parks, sports fields and their amenities (i.e. playground equipment meets or exceeds CSA standards, sports turf meets or exceeds minimum maintenance standards)

Ensuring public safety regarding sidewalk winter mitigation control in accordance with Council directed and approved service levels

Outdoor special event set-up and tear down Liaising with Parks user groups, booking park facilities and

revenue generation for park related facilities and services

Recreation Division The Recreation Division provides quality, safe and enjoyable recreation and sport opportunities through best practices in the provision of applicable services. The division is responsible for the development, maintenance and operation of Town recreational facilities with a collective goal to deliver the highest quality of service. The Recreation Division strives to meet and exceed the needs of the community through active engagement of individuals, partnerships, community outreach, volunteerism and event initiatives, where appropriate, and as directed by Council. There are currently two business units with the Recreation Division being Facilities, Programs & Community Development and Support Services.

Facilities, Programs and Community Development is responsible for:

Day-to-day operations and maintenance for 13 Town-owned recreation facilities, representing nearly 350,000 square feet of indoor program and rental space

Development of preventative maintenance and quality assurance programs

Capital planning for all recreation facilities


Operation of the outdoor rinks located at the Caledon Centre forRecreation & Wellness

Professional Development of Staff – Training/Certifications Town-wide programming including planning, delivery and

consistency for all ages and abilities Customer Service within all Recreation Facilities Organizing community events, such as: Caledon Day, Winter

Fest, Fall Fest, , Holiday Fest, Walk of Fame and CaledonCelebration of Volunteers as well as facility-related special events

Liaising with various neighbourhood associations andcoordinating departmental participation in community specialevent initiatives such as Inglewood Day

Encouraging and promoting active, accessible recreation andleisure opportunities resulting in healthy lifestyle choicesthroughout the community

Community Development – Engaging community stakeholders,schools, service providers, resident associations and serviceclubs to meet recreational needs.

Support Services is responsible for: Stakeholder relations Facility rentals Developing and maintaining of departmental policies and

procedures Town Hall customer service and administrative support CLASS/Registration database Marketing all department programs and services town-wide Grant applications Community Event Fund On-line registration Training and development Accounts receivables Lease agreements 2015 Pan Am Games community engagement

3.0 Primary Customers or Clients

The primary customers or clients that the department serves include: Residents of Caledon - The services provided ensure all residents and visitors

enjoy a safe and diverse range of indoor and outdoor passive and activerecreational opportunities.

Patrons/visitors of facilities and programs, both resident and non-resident users,all ages and abilities

Community organizations offering activities such as: figure skating, minorhockey, lacrosse, soccer, seniors programs, competitive swimming, etc.

Tenant clients, such as: Caledon Libraries and Caledon Parent-Child Centre Other Town departments and internal staff Additional clients include all development proponents within the Town of Caledon Agencies and affiliates both internally and externally to ensure the needs of their

customers are being met


4.0 Department Statistics and Accomplishments

Continue to host over 1.2 million visitors to Town facilities and programs

annually Over 5,000 children learn to swim per year Over 1,700 camp registrations per year An estimated 9,800 residents participated in the 2013 Caledon Day event Successful implementation of Parks & Recreation restructuring exercise Johnston Sports Park Phase I completion

Based on the Town of Caledon Community-Based Strategic Plan, the following represents significant actions and initiatives undertaken in 2013. 2013 ACTIONS AND INITIATIVES

Strategic Actions/Initiatives CBSP Goal Status

Provide community services for the aging population

Goal 2 Strategic Objective

43

Expanded community outreach with various seniors’ clubs. Active participation on the Seniors’ Advisory Committee. Hosted Seniors’ Luncheon in partnership with Caledon Meals On Wheels.

Encourage more participation in community events through the use of community venues for events wherever possible


62

Caledon Day was expanded in 2013. Roll out of Facility Special Events - Successful Fall Fest, Winter Fest and Family Day events 1,840 participants

Investigate strategies to increase the number of youth and older adults that are involved and connected


63

Expanded June is Recreation & Parks month and Seniors’ month. Reciprocal arrangements with the Peel School Board are being developed for increased access to school gymnasiums in areas where recreational facilities do not exist. Family of Buildings hosting “Community Breakfast” as an opportunity to meet community stakeholders; school principals, OPP, service providers, Fire and Health to share common goals and objectives.


2013 ACTIONS AND INITIATIVES


Increase awareness of the Town’s recreational offerings and trails


87

Social Media is used to communicate information and promote Caledon Day.

Email databases are being developed for easier exchange of information town-wide.

The Parks and Recreation Guide is published twice a year and provides the community with relevant program information. The department utilizes the cover pages to promote significant events/programs happening in the department.

Timely and effective communication occurs as business initiatives and practices change and as new programs and events are introduced. Examples include the introduction of on-line registration, new Fall Fest events, new summer camps being offered, new times and locations offered for program registration and new aquatics admission standards changes.

The website is an effective tool to communicate in a timely manner. Ongoing updates are required for the time sensitive information and information is being added on a regular basis to ensure the community is informed.

A marketing strategy was developed for all events hosted by the department and to ensure that promotional materials were effective and timely.

2014 Business Plan Parks & Recreation Department 2013 ACTIONS AND INITIATIVES

Strategic Actions/Initiatives CBSP Goal

Status

Investigate alternative funding sources to deliver services to meet the needs of the public


90

Revenues for Caledon Day increased in 2013. Community supporters have increased 55% since 2008. Repeat recipient of the Swim to Survive Grant which provided free swimming lessons to Grade 3 students in various Caledon schools. Recipient New Horizons Grant to increase program offerings for seniors – Classic Café. Direct partnership with Brampton-Caledon Community Living (BCCL) resulted in increased funding available to special needs families.

Investigate alternative funding sources, to deliver quality services and needed infrastructure to meet the needs of the community in a cost effective manner (Source: RPMP)


90

In co-operation with Energy and Environment, capital projects have received rebates due to green initiatives, i.e. arena lighting retrofit.

Designate more routes in Caledon as cycling friendly and continue to post "share the road" signs in appropriate locations


89

Parks staff continues to liaise with the Region of Peel in developing an Active Transportation implementation strategy. 2013 Honourable mention – Bike Friendly Community.


2013 ACTIONS AND INITIATIVES


Develop connections for people to access local amenities such as libraries, parks and recreation facilities by active transportation modes and transit


58

Staff is working with the development community to implement connections from Valleywood to the Strawberry Fields development and amenities as well as a connection to and from Snell's Hollow to surrounding community.

Staff worked with TRCA and Region of Peel to complete the pedestrian connectivity between the existing Caledon East community and the Chateaux plan of subdivision and are working with the TRCA to develop linkages throughout the Bolton Resources Management Tract.

Staff is also working with the TRCA and Public Works to complete the pedestrian connectivity from Queen Street to Sackville Street in Bolton.

Invest in streetscape beautification including: the preservation and maintenance of street trees; provision of high quality streetlights in appropriate locations; and, the provision of high quality signage, furniture, plantings and pavement materials.


54

Staff has completed the Highway 10 Streetscape Improvement Plan through Caledon Village and continues with implementing streetscape improvements through the site plan process.

Engage community partners such as schools, local businesses and other service groups and volunteers in environmental initiatives (i.e. adopt a park, adopt a trail, tree planting, etc.)


28

Staff has worked with Bolton Rotary, Region of Peel, Public Works and the TRCA to discuss and design open space and landscape improvements in Bolton.

Additionally, staff has been working with Ontario Streams, TRCA and the Bolton District Horticultural Society on several tree planting initiatives.

2014 Business Plan Parks & Recreation Department 2013 ACTIONS AND INITIATIVES


Protect existing trees and promote the planting of new trees.


15

Staff has been working with Ontario Streams who engage community volunteers and school groups to plant new trees along Lindsay Creek at the Johnston Sports Park and in the Caledon Village EPA lands. Staff has also been working with the Bolton District and Horticultural Society and TRCA to implement naturalization planting at Dick’s Dam Park and Taylorwood valleylands Mill Park

5.0 Significant Trends and Challenges

Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the department. An awareness of these trends and challenges allows Town Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impact enabling the Town to continue to provide quality services. The significant trends and challenges for 2014 and beyond are as follows: Recreation Division

Trends o Increased need for fully accessible direct program opportunities throughout

the municipality o Increasingly complex regulatory environment o Increased interest in unstructured programs and drop-in opportunities for

youth and seniors o Increasing trend towards multi-use facility development o Web-based registration o Increased focus on youth and adult programs o Lower enrollment of children in organized sports o Greater demand for local solutions to community issues o Greater demand for customer service excellence and quality program

delivery o Increased demand for active seniors programming as the population ages o Increased demand for accessible health, wellness and rehabilitation services

Challenges o Aging facilities and equipment o Pent-up demand for facilities and programs create frustration in the growing

community when the department cannot respond immediately to community “wants and needs”

o Community groups require significant time demand of very limited Parks staff resources


o Patrons’ personal time constraints and location are often a barrier toparticipation

o Engage sedentary residents to participate in activities that result in health andwellness benefits

o Balancing service provision between local neighbourhood service and town-wide recreation initiatives

o Competition from private industry – at times within our own facilities (i.e.private fitness classes)

o Recruitment of part-time staff within the Town of Caledon with the skills,availability, etc. to perform the various jobs.

o Necessary resources and support to operate 355 days per year, i.e. a 7 X 20department operation, often at times when other Town departments andsupport services are not operating

o Maintaining service levels and meeting Council and community expectationswith a lean staff complement

o Additional facilities will also require increases in the operational costs of thosefacilities

o Effective communication and marketing techniques which engage all Caledonresidents regardless of geographic location

o Balancing the need to operate sustainable facilities and programs with theincreasing public demand for accessible, inclusive and affordable programopportunities.

Parks DivisionTrendso A higher service level expected for streetscape implementation and

maintenance throughout all villages and communities in Caledon. Caledon israther unique because it is comprised of several small downtowns whereasmany other municipalities have one downtown to implement and maintain.Past practice in Caledon has been to put streetscape implementation andmaintenance responsibilities on the community.

o A large number of community representation groups are emerging. Thereare public interest groups emerging for every community in Caledon. Manyof the community improvement issues these groups are focused on revolvearound services offered by the Parks Operations Division of the Parks andRecreation Department.

o Emerging need to provide a wide range of outdoor recreational opportunitiesfor a diverse age range. There are emerging trends of what was onceconsidered extreme sports becoming mainstream sports such as BMXcycling and skateboarding.

o There is an emerging trend of Conservation Authorities acquiring largeparcels of land for conservation purposes with expectations that themunicipality will manage the lands for more accessible public use such astrail development.

o The existing outdoor sport groups in Caledon are requesting higher servicelevels and higher quality facilities to promote a higher level of sport ability.

o Future development and population growth will require facilities to meet theneeds of an expanding population. The Parks and Recreation Master planhas made several recommendations for quantity of outdoor facilities requiredper capita. The Town of Caledon will need to fund facility constructionaccordingly.


o Future development and population growth will require a significant increase in the length of sidewalk requiring winter maintenance. The Town of Caledon will need to fund the resources necessary to maintain those sidewalks to minimum maintenance service levels.

Challenges o There seems to be changing and increased pressure being put on Parks staff

resources to design, implement and maintain streetscape amenities. A higher level of staff and funding resources will be required to implement and maintain this increased service level.

o Community groups require significant time demand of very limited Parks staff resources.

o Ability to fund infrastructure to address emerging trends such as extreme sports facilities.

o The development of Mayfield West with significant park and trail developments will require increased staff and funding resources for park, trail, streetscape and sidewalk winter maintenance operations beyond the year 2013.

o There are limited staff and facility resources available to meet increased demands. The Town of Caledon will either need to provide resources to meet these demands or decide whether a higher level of sport is part of the recreational business plan in which the municipality wants to participate. These issues will be addressed through the Parks & Recreation Master Plan implementation process.

o Additional facilities will also require increases for the operational costs of those facilities

o Additional funding for increased sidewalk inventory due to growth o Emerald Ash Borer (EAB) will require significant resources to mitigate,

remove and replace Town trees infested with EAB. o Accessibility requirements will require significant resources to address

accessibility deficiencies in Parks in accordance with the accessibility audit reports.


The following is a prioritized list that the Department intends to undertake with the 2014 Operating Budget requested as part of this Business Plan:



Priority Strategic Actions / Major Initiatives CBSP Goal Funding Source

ADMINISTRATION DIVISION

1

Roll out of a Community Engagement Strategy that will be used to establish the vision for the Parks and Recreation Department

Goal 6 Strategic

Objectives 168,170,171


80

Existing Operating

2 Review and analyze all departmental fees and recoveries including an in-depth Facility Utilization Study

Goal 6 Strategic

Objective 15B

Existing Operating

RECREATION DIVISION

1

Increase staffing levels to provide additional leadership, maintain current assets, respond to customer needs and expand program opportunities. Addition of part-time customer service and part-time operations staff to expand services and meet operational requirements of the new Pan/Am Facility in Palgrave.

Goal 3 Strategic

Objective 91

Requested Urgent

Unmet need

2

Plan for the new Mayfield West Facility including a needs assessment, community engagement, costing and Council Report regarding amenities

Goal 3 Strategic

Objectives 80, 93

Existing Operating

plus Capital

3

Develop a Facility Rental and Membership Marketing Plan for the department which will elevate community awareness of programs and services available

Goal 3 Strategic

Objective 87

Existing Operating

4

Conduct a facility interior way finding sign audit and create a plan to develop consistent way finding signage in all facilities.

Goal 6 Strategic

Objectives 158, 159

Existing Operating

5 Develop a 5 year training and professional development plan for all full-time staff.

Goal 3 Strategic

Objective 91

Existing Operating


Priority Strategic Actions / Major Initiatives CBSP Goal Funding Source

PARKS DIVISION

1

Complete a Gap Analysis for all outdoor facilities and develop a plan to address the diverse needs (i.e. cricket fields) for the future

Goal 6 Strategic

Objectives 80, 82, 86

Existing Operating

2

Develop long-term capital plan to address accessibility deficiencies in Parks in accordance with the accessibility audit reports.

Goal 3 Strategic

Objectives 79, 90, 93

Existing Operating

3 Construct the second community park in Mayfield West

Goal 3 Strategic

Objective 86

2014 Capital Budget Request

4 Construct Phase Two of Johnston Sports Park

Goal 3 Strategic

Objective 79

2014 Capital Budget Request

TOWN OF CALEDON2014 OPERATING BUDGET - PARKS & RECREATION

Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetABUCC Expense 01-08-465-73020-405-61520 Wages-Casual Temporary $43,248 $44,200

01-08-465-73020-405-61523 Benefits-Casual Temporary $5,086 $5,19801-08-465-73020-405-61540 Wages-CUPE $172,720 $176,55901-08-465-73020-405-61543 Benefits-CUPE $54,407 $51,54701-08-465-73020-405-62011 Office Supplies $500 $50001-08-465-73020-405-62014 Uniforms/Protective Clothing $2,621 $2,62101-08-465-73020-405-62017 Caretaking Supplies $7,313 $7,31301-08-465-73020-405-62018 Operating Supplies $14,802 $14,80201-08-465-73020-405-62112 Maintenance & Repairs-Building $16,126 $16,12601-08-465-73020-405-62114 Small Equip Repair/Purchase $8,532 $8,53201-08-465-73020-405-62215 Natural Gas $2,836 $2,83601-08-465-73020-405-62216 Electricity $9,525 $9,52501-08-465-73020-405-62217 Water/Waste Water $513 $51301-08-465-73020-405-62312 Insurance $11,733 $13,49301-08-465-73020-405-62335 Contracted Services $47,123 $47,12301-08-465-73020-405-62397 Telephone $0 $55001-08-465-73020-405-62437 Contribution to Reserves $1,930 $1,930

Expense Total $399,015 $403,368Facilities & Operations Total $399,015 $403,368

Revenue 01-08-455-75300-405-50010 Snack Bar Sales ($25,000) ($20,000)01-08-455-75500-405-50020 Ice Rentals ($278,807) ($280,000)01-08-455-75500-405-50030 Arena Floor Rentals ($15,373) ($17,000)01-08-455-75500-405-50040 Public Skating ($12,000) ($12,000)01-08-455-75500-405-50050 Miscellaneous ($29,000) ($29,000)01-08-455-75500-405-50120 Pro Shop Sales ($9,180) ($9,180)01-08-455-75500-405-50130 Ice Resurfacer Surcharge ($9,000) ($9,000)01-08-455-75940-405-50060 Auditorium/Room Rentals ($83,588) ($83,588)

Revenue Total ($461,948) ($459,768)Expense 01-08-455-75300-405-62023 Concession Purchases $17,000 $13,600

01-08-455-75500-405-61520 Wages-Casual Temporary $50,643 $51,80001-08-455-75500-405-61523 Benefits-Casual Temporary $5,956 $6,09201-08-455-75500-405-62215 Natural Gas $19,997 $15,99701-08-455-75500-405-62216 Electricity $70,048 $65,04801-08-455-75500-405-62217 Water/Waste Water $4,563 $4,56301-08-455-75500-405-62312 Insurance $17,158 $19,73201-08-455-75500-405-62397 Telephone $0 $1,50001-08-455-75500-405-62437 Contribution to Reserves $6,967 $6,96701-08-455-75940-405-62215 Natural Gas $3,420 $3,42001-08-455-75940-405-62216 Electricity $12,347 $12,34701-08-455-75940-405-62217 Water/Waste Water $587 $58701-08-455-75940-405-62335 Contracted Services $8,304 $8,30401-08-455-75940-405-62437 Contribution to Reserves $1,672 $1,672

Expense Total $218,662 $211,629Programs & Community Develop Total ($243,286) ($248,139)Support Services Revenue 01-08-445-77700-405-50060 Auditorium/Room Rentals ($71,520) ($71,520)

01-08-445-77700-405-50230 Rentals ($72,162) ($75,501)01-08-445-77700-405-50232 Arena Board Advertising ($4,000) ($4,000)

Revenue Total ($147,682) ($151,021)Expense 01-08-445-77700-405-62112 Maintenance & Repairs-Building $2,646 $2,646

01-08-445-77700-405-62215 Natural Gas $11,500 $11,50001-08-445-77700-405-62216 Electricity $43,259 $43,25901-08-445-77700-405-62217 Water/Waste Water $2,625 $2,62501-08-445-77700-405-62335 Contracted Services $16,607 $16,60701-08-445-77700-405-62437 Contribution to Reserves $1,443 $1,443

Expense Total $78,080 $78,080Support Services Total ($69,602) ($72,941)

ABUCC Total $86,127 $82,288

Programs & Community Develop



Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetSupport Services Revenue 01-08-445-77700-410-50060 Auditorium/Room Rentals ($1,000) ($1,000)

01-08-445-77700-410-50230 Rentals ($18,401) ($18,962)Revenue Total ($19,401) ($19,962)Expense 01-08-445-77700-410-61513 Benefits-Permanent $1,258 $0

01-08-445-77700-410-61520 Wages-Casual Temporary $10,696 $10,90001-08-445-77700-410-61523 Benefits-Casual Temporary $0 $1,28401-08-445-77700-410-62018 Operating Supplies $281 $28101-08-445-77700-410-62112 Maintenance & Repairs-Building $1,406 $1,40601-08-445-77700-410-62114 Small Equip Repair/Purchase $509 $50901-08-445-77700-410-62215 Natural Gas $2,980 $2,00001-08-445-77700-410-62216 Electricity $3,762 $3,76201-08-445-77700-410-62217 Water/Waste Water $185 $18501-08-445-77700-410-62312 Insurance $1,329 $1,52901-08-445-77700-410-62335 Contracted Services $4,235 $4,23501-08-445-77700-410-62396 Mobile Phones / Pagers $305 $305

Expense Total $26,946 $26,396Support Services Total $7,545 $6,434

Alton Community Centre Total $7,545 $6,434Revenue 01-08-455-75200-425-50070 Pool Rentals ($2,550) ($2,850)

01-08-455-75200-425-50080 Public Swimming ($9,800) ($10,100)01-08-455-75200-425-50090 Swimming Lessons ($93,203) ($64,703)01-08-455-75200-425-50110 Program Supplies $1,500 $1,500

Revenue Total ($104,053) ($76,153)Expense 01-08-455-75200-425-61520 Wages-Casual Temporary $156,901 $163,140

01-08-455-75200-425-61523 Benefits-Casual Temporary $22,029 $19,18501-08-455-75200-425-62014 Uniforms/Protective Clothing $530 $53001-08-455-75200-425-62018 Operating Supplies $7,590 $7,59001-08-455-75200-425-62112 Maintenance & Repairs-Building $532 $53201-08-455-75200-425-62114 Small Equip Repair/Purchase $8,188 $8,18801-08-455-75200-425-62215 Natural Gas $20,819 $20,81901-08-455-75200-425-62216 Electricity $25,500 $25,50001-08-455-75200-425-62217 Water/Waste Water $1,235 $1,33401-08-455-75200-425-62312 Insurance $5,032 $5,78701-08-455-75200-425-62314 Mileage $2,500 $1,30001-08-455-75200-425-62335 Contracted Services $11,464 $11,46401-08-455-75200-425-62397 Telephone $0 $2,00001-08-455-75200-425-62437 Contribution to Reserves $2,072 $2,072

Expense Total $264,392 $269,441Programs & Community Develop Total $160,339 $193,288

Caledon Central Pool Total $160,339 $193,288

Alton Community Centre

Caledon Central Pool



Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-08-465-73020-430-61510 Salaries-Permanent $72,861 $73,839

01-08-465-73020-430-61513 Benefits-Permanent $21,398 $21,27101-08-465-73020-430-61540 Wages-CUPE $357,569 $371,50601-08-465-73020-430-61543 Benefits-CUPE $117,284 $113,391


Revenue 01-08-455-75500-430-50010 Snack Bar Sales ($102,500) ($102,500)01-08-455-75500-430-50020 Ice Rentals ($610,980) ($610,980)01-08-455-75500-430-50030 Arena Floor Rentals ($3,570) ($7,500)01-08-455-75500-430-50040 Public Skating ($9,000) ($11,000)01-08-455-75500-430-50120 Pro Shop Sales ($4,500) $001-08-455-75500-430-50130 Ice Resurfacer Surcharge ($20,000) ($20,000)01-08-455-75500-430-50250 Program Registrations ($8,050) ($21,000)


01-08-455-40010-430-61513 Benefits-Permanent $40,751 $42,38301-08-455-75500-430-61510 Salaries-Permanent $72,861 $66,03501-08-455-75500-430-61513 Benefits-Permanent $21,396 $19,63901-08-455-75500-430-61520 Wages-Casual Temporary $99,858 $102,10001-08-455-75500-430-61523 Benefits-Casual Temporary $11,743 $12,00701-08-455-75500-430-62011 Office Supplies $0 $1,00001-08-455-75500-430-62014 Uniforms/Protective Clothing $2,813 $2,81301-08-455-75500-430-62017 Caretaking Supplies $13,499 $14,64901-08-455-75500-430-62018 Operating Supplies $11,410 $13,46001-08-455-75500-430-62021 Program Supplies $5,000 $5,50001-08-455-75500-430-62023 Concession Purchases $61,250 $61,25001-08-455-75500-430-62112 Maintenance & Repairs-Building $8,626 $10,12601-08-455-75500-430-62114 Small Equip Repair/Purchase $7,501 $9,00101-08-455-75500-430-62215 Natural Gas $52,246 $52,24601-08-455-75500-430-62216 Electricity $223,999 $218,99901-08-455-75500-430-62217 Water/Waste Water $8,930 $8,93001-08-455-75500-430-62311 Memberships/Dues $102 $20401-08-455-75500-430-62312 Insurance $23,617 $27,16001-08-455-75500-430-62335 Contracted Services $39,601 $41,10101-08-455-75500-430-62397 Telephone $0 $25401-08-455-75500-430-62418 Debt Repayment $128,300 $128,300

Expense Total $969,644 $984,771Programs & Community Develop Total $211,044 $211,791Support Services Revenue 01-08-445-77700-430-50060 Auditorium/Room Rentals ($101,880) ($48,900)

01-08-445-77700-430-50232 Arena Board Advertising $0 ($7,000)Revenue Total ($101,880) ($55,900)Expense 01-08-445-77700-430-61520 Wages-Casual Temporary $72,347 $106,450

01-08-445-77700-430-61523 Benefits-Casual Temporary $12,518 $12,51801-08-445-77700-430-62011 Office Supplies $1,000 $1,00001-08-445-77700-430-62014 Uniforms/Protective Clothing $1,618 $1,81801-08-445-77700-430-62018 Operating Supplies $2,344 $2,34401-08-445-77700-430-62112 Maintenance & Repairs-Building $3,938 $3,93801-08-445-77700-430-62114 Small Equip Repair/Purchase $8,424 $8,42401-08-445-77700-430-62215 Natural Gas $30,501 $30,50101-08-445-77700-430-62216 Electricity $11,000 $11,00001-08-445-77700-430-62217 Water/Waste Water $2,147 $2,14701-08-445-77700-430-62310 Training/Development/Seminars $1,018 $001-08-445-77700-430-62311 Memberships/Dues $102 $001-08-445-77700-430-62312 Insurance $10,897 $12,53201-08-445-77700-430-62314 Mileage $3,600 $1,60001-08-445-77700-430-62335 Contracted Services $15,574 $15,57401-08-445-77700-430-62397 Telephone $0 $5,02001-08-445-77700-430-62437 Contribution to Reserves $1,900 $1,900


Caledon Community Complex Total $857,204 $952,664

Caledon Community Complex




Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetSupport Services Revenue 01-08-445-77700-440-50060 Auditorium/Room Rentals ($9,200) ($7,100)

01-08-445-77700-440-50230 Rentals ($33,014) ($34,447)Revenue Total ($42,214) ($41,547)Expense 01-08-445-77700-440-61520 Wages-Casual Temporary $11,118 $11,400

01-08-445-77700-440-61523 Benefits-Casual Temporary $1,307 $1,34001-08-445-77700-440-62018 Operating Supplies $400 $40001-08-445-77700-440-62112 Maintenance & Repairs-Building $2,000 $2,00001-08-445-77700-440-62114 Small Equip Repair/Purchase $400 $40001-08-445-77700-440-62215 Natural Gas $3,588 $3,58801-08-445-77700-440-62216 Electricity $8,467 $8,46701-08-445-77700-440-62217 Water/Waste Water $100 $1,29601-08-445-77700-440-62312 Insurance $1,868 $2,14901-08-445-77700-440-62335 Contracted Services $7,411 $7,01101-08-445-77700-440-62397 Telephone $0 $2,000


Caledon Village Place Total ($5,555) ($1,496)CCRW Expense 01-08-465-73020-420-61510 Salaries-Permanent $69,437 $73,839

01-08-465-73020-420-61513 Benefits-Permanent $20,667 $21,27101-08-465-73020-420-61520 Wages-Casual Temporary $31,183 $31,90001-08-465-73020-420-61523 Benefits-Casual Temporary $3,667 $3,75101-08-465-73020-420-61540 Wages-CUPE $307,328 $326,16001-08-465-73020-420-61543 Benefits-CUPE $100,708 $98,50701-08-465-73020-420-62014 Uniforms/Protective Clothing $3,200 $3,20001-08-465-73020-420-62017 Caretaking Supplies $16,800 $16,80001-08-465-73020-420-62018 Operating Supplies $50,000 $50,00001-08-465-73020-420-62112 Maintenance & Repairs-Building $81,000 $81,00001-08-465-73020-420-62114 Small Equip Repair/Purchase $22,600 $20,00001-08-465-73020-420-62335 Contracted Services $59,700 $59,700


Revenue 01-08-455-75200-420-50050 Miscellaneous ($11,000) ($11,000)01-08-455-75200-420-50080 Public Swimming ($38,500) ($38,500)01-08-455-75200-420-50090 Swimming Lessons ($318,000) ($318,000)01-08-455-75200-420-50110 Program Supplies $4,000 $4,00001-08-455-75200-420-50180 Pay As You Go ($18,000) ($18,000)01-08-455-75200-420-50243 Special Programs-taxable ($37,500) ($37,500)01-08-455-75300-420-50010 Snack Bar Sales ($21,000) ($21,000)01-08-455-75300-420-50050 Miscellaneous ($20,000) ($20,000)01-08-455-75300-420-50060 Auditorium/Room Rentals ($22,000) ($22,000)01-08-455-75300-420-50120 Pro Shop Sales ($25,000) ($25,000)01-08-455-75300-420-50135 Treatment Room ($1,770) ($1,770)01-08-455-75300-420-50220 Child Minding ($9,500) ($9,500)01-08-455-75300-420-50231 Racquet/Equipmt Rental ($2,000) ($2,000)01-08-455-75400-420-50050 Miscellaneous ($2,600) ($2,600)01-08-455-75400-420-50110 Program Supplies $4,000 $4,00001-08-455-75400-420-50160 Memberships ($675,000) ($675,000)01-08-455-75400-420-50180 Pay As You Go ($85,000) ($85,000)01-08-455-75400-420-50210 Lessons ($75,000) ($75,000)01-08-455-75400-420-50242 Special Programs ($80,000) ($80,000)01-08-455-75400-420-50250 Program Registrations ($50,000) ($50,000)01-08-455-75500-420-50110 Program Supplies $5,950 $5,95001-08-455-75500-420-50180 Pay As You Go ($3,500) ($7,500)01-08-455-75500-420-50230 Rentals ($16,200) ($16,200)01-08-455-75500-420-50235 Fundraising ($13,600) ($13,600)01-08-455-75500-420-50242 Special Programs ($149,000) ($149,000)

Revenue Total ($1,660,220) ($1,664,220)



Caledon Village Place



01-08-455-40010-420-61513 Benefits-Permanent $47,006 $41,32101-08-455-40010-420-61520 Wages-Casual Temporary $270,527 $300,60001-08-455-40010-420-61523 Benefits-Casual Temporary $32,167 $43,02901-08-455-40010-420-62014 Uniforms/Protective Clothing $750 $75001-08-455-40010-420-62018 Operating Supplies $12,400 $12,40001-08-455-40010-420-62024 Pro Shop Supplies $15,000 $15,00001-08-455-40010-420-62215 Natural Gas $100,320 $70,32001-08-455-40010-420-62216 Electricity $220,136 $208,13601-08-455-40010-420-62217 Water/Waste Water $13,504 $16,08401-08-455-40010-420-62312 Insurance $23,151 $26,62401-08-455-40010-420-62314 Mileage $7,146 $5,14601-08-455-40010-420-62418 Debt Repayment $219,700 $219,70001-08-455-75200-420-61510 Salaries-Permanent $62,605 $68,26801-08-455-75200-420-61513 Benefits-Permanent $19,209 $20,10601-08-455-75200-420-61520 Wages-Casual Temporary $262,905 $268,80001-08-455-75200-420-61523 Benefits-Casual Temporary $30,724 $31,61101-08-455-75200-420-62014 Uniforms/Protective Clothing $3,900 $3,90001-08-455-75200-420-62414 Special Programs $16,000 $16,00001-08-455-75400-420-61510 Salaries-Permanent $62,605 $65,64201-08-455-75400-420-61513 Benefits-Permanent $19,208 $19,55701-08-455-75400-420-61520 Wages-Casual Temporary $219,507 $245,44001-08-455-75400-420-61523 Benefits-Casual Temporary $27,286 $28,86401-08-455-75400-420-62014 Uniforms/Protective Clothing $1,200 $1,20001-08-455-75400-420-62114 Small Equip Repair/Purchase $14,000 $14,00001-08-455-75400-420-62414 Special Programs ($17,400) $10,00001-08-455-75500-420-61510 Salaries-Permanent $70,603 $64,07501-08-455-75500-420-61513 Benefits-Permanent $20,567 $19,22901-08-455-75500-420-61520 Wages-Casual Temporary $198,437 $196,73001-08-455-75500-420-61523 Benefits-Casual Temporary $18,915 $30,86901-08-455-75500-420-62012 Vehicle Maintenance/Supplies $3,000 $2,50001-08-455-75500-420-62013 Fuel $1,000 $60001-08-455-75500-420-62014 Uniforms/Protective Clothing $1,200 $1,20001-08-455-75500-420-62018 Operating Supplies $1,768 $1,76801-08-455-75500-420-62114 Small Equip Repair/Purchase $2,000 $2,00001-08-455-75500-420-62335 Contracted Services $4,000 $7,50001-08-455-75500-420-62414 Special Programs $2,000 $2,00001-08-455-75500-420-62416 Interdepartmental Charges $3,000 $3,000

Expense Total $2,145,713 $2,226,169Programs & Community Develop Total $485,493 $561,949

CCRW Total $1,251,783 $1,348,077Revenue 01-08-465-77700-325-50060 Auditorium/Room Rentals ($4,500) ($4,500)Revenue Total ($4,500) ($4,500)Expense 01-08-465-77700-325-61520 Wages-Casual Temporary $2,386 $2,400

01-08-465-77700-325-61523 Benefits-Casual Temporary $281 $28201-08-465-77700-325-62018 Operating Supplies $200 $20001-08-465-77700-325-62112 Maintenance & Repairs-Building $1,000 $1,00001-08-465-77700-325-62216 Electricity $2,052 $2,05201-08-465-77700-325-62312 Insurance $1,853 $2,13101-08-465-77700-325-62335 Contracted Services $2,500 $2,50001-08-465-77700-325-62396 Mobile Phones / Pagers $880 $88001-08-465-77700-325-62437 Contribution to Reserves $200 $200


Cheltenham Commun.Ctr Total $6,852 $7,145


Cheltenham Commun.Ctr


Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-08-455-75500-445-50250 Program Registrations $0 ($6,000)Revenue Total $0 ($6,000)

Programs & Community Develop Total $0 ($6,000)Support Services Revenue 01-08-445-77700-445-50060 Auditorium/Room Rentals ($6,114) ($6,114)


01-08-445-77700-445-61523 Benefits-Casual Temporary $964 $98801-08-445-77700-445-62018 Operating Supplies $400 $40001-08-445-77700-445-62111 Maintenance & Repairs-Grounds $500 $001-08-445-77700-445-62112 Maintenance & Repairs-Building $2,600 $2,10001-08-445-77700-445-62114 Small Equip Repair/Purchase $700 $70001-08-445-77700-445-62215 Natural Gas $3,440 $3,44001-08-445-77700-445-62216 Electricity $2,160 $2,16001-08-445-77700-445-62217 Water/Waste Water $142 $14201-08-445-77700-445-62312 Insurance $2,288 $2,33101-08-445-77700-445-62335 Contracted Services $4,794 $4,79401-08-445-77700-445-62397 Telephone $0 $1,000


Inglewood Community Centre Total ($6,242) ($12,623)Revenue 01-08-455-75500-450-50010 Snack Bar Sales ($25,000) ($6,000)

01-08-455-75500-450-50020 Ice Rentals ($121,200) ($80,000)01-08-455-75500-450-50030 Arena Floor Rentals ($3,500) ($1,000)01-08-455-75500-450-50040 Public Skating ($3,400) ($5,400)01-08-455-75500-450-50050 Miscellaneous ($500) ($500)01-08-455-75500-450-50100 Vending Machine Sales ($2,000) ($2,000)01-08-455-75500-450-50130 Ice Resurfacer Surcharge ($3,900) ($3,900)

Revenue Total ($159,500) ($98,800)Expense 01-08-455-75500-450-61513 Benefits-Permanent $3,541 $0

01-08-455-75500-450-61520 Wages-Casual Temporary $51,102 $52,30001-08-455-75500-450-61523 Benefits-Casual Temporary $6,010 $6,15001-08-455-75500-450-62018 Operating Supplies $6,800 $6,00001-08-455-75500-450-62023 Concession Purchases $17,000 $4,25001-08-455-75500-450-62112 Maintenance & Repairs-Building $3,018 $3,01801-08-455-75500-450-62114 Small Equip Repair/Purchase $3,018 $3,01801-08-455-75500-450-62215 Natural Gas $6,600 $6,66601-08-455-75500-450-62216 Electricity $59,000 $52,00001-08-455-75500-450-62217 Water/Waste Water $2,311 $2,49601-08-455-75500-450-62312 Insurance $44,390 $44,39001-08-455-75500-450-62335 Contracted Services $18,259 $17,05901-08-455-75500-450-62397 Telephone $0 $1,00001-08-455-75500-450-62437 Contribution to Reserves $2,700 $2,700

Expense Total $223,749 $201,047Programs & Community Develop Total $64,249 $102,247

Lloyd Wilson Centennial Arena Total $64,249 $102,247Revenue 01-08-455-75500-455-50250 Program Registrations $0 ($3,000)Revenue Total $0 ($3,000)

Programs & Community Develop Total $0 ($3,000)Support Services Revenue 01-08-445-77700-455-50060 Auditorium/Room Rentals ($13,780) ($13,780)


01-08-445-77700-455-61523 Benefits-Casual Temporary $1,672 $1,70501-08-445-77700-455-62018 Operating Supplies $500 $50001-08-445-77700-455-62112 Maintenance & Repairs-Building $1,500 $1,50001-08-445-77700-455-62215 Natural Gas $2,580 $2,58001-08-445-77700-455-62216 Electricity $4,860 $7,86001-08-445-77700-455-62217 Water/Waste Water $211 $21101-08-445-77700-455-62312 Insurance $6,481 $7,45301-08-445-77700-455-62335 Contracted Services $3,978 $3,978

Expense Total $36,000 $40,287Support Services Total $268 $3,086

Margaret Dunn Lib & Comm Room Total $268 $86

Margaret Dunn Lib & Comm Room


Lloyd Wilson Centennial Arena

Inglewood Community





01-08-465-73020-460-61513 Benefits-Permanent $19,672 $20,32301-08-465-73020-460-61540 Wages-CUPE $206,845 $217,44001-08-465-73020-460-61543 Benefits-CUPE $67,555 $65,672


Revenue 01-08-455-40010-460-50020 Ice Rentals ($226,858) ($226,858)01-08-455-40010-460-50030 Arena Floor Rentals ($16,246) ($16,246)01-08-455-40010-460-50040 Public Skating ($1,000) ($6,000)01-08-455-40010-460-50050 Miscellaneous ($2,000) ($2,000)01-08-455-40010-460-50060 Auditorium/Room Rentals ($4,600) ($3,000)01-08-455-40010-460-50130 Ice Resurfacer Surcharge ($7,400) ($7,400)01-08-455-75200-460-50070 Pool Rentals ($56,100) ($56,100)01-08-455-75200-460-50080 Public Swimming ($22,000) ($26,000)01-08-455-75200-460-50090 Swimming Lessons ($180,000) ($255,000)01-08-455-75300-460-50010 Snack Bar Sales ($70,000) ($100,000)


01-08-455-40010-460-61513 Benefits-Permanent $46,429 $42,38201-08-455-40010-460-61520 Wages-Casual Temporary $59,302 $92,28501-08-455-40010-460-61523 Benefits-Casual Temporary $4,913 $14,41301-08-455-40010-460-62014 Uniforms/Protective Clothing $3,406 $3,40601-08-455-40010-460-62017 Caretaking Supplies $11,388 $11,38801-08-455-40010-460-62018 Operating Supplies $8,720 $8,72001-08-455-40010-460-62021 Program Supplies $5,000 $5,00001-08-455-40010-460-62112 Maintenance & Repairs-Building $7,688 $7,68801-08-455-40010-460-62114 Small Equip Repair/Purchase $7,688 $7,68801-08-455-40010-460-62215 Natural Gas $19,848 $11,14501-08-455-40010-460-62216 Electricity $58,669 $50,66901-08-455-40010-460-62217 Water/Waste Water $4,678 $5,06401-08-455-40010-460-62312 Insurance $22,959 $26,40301-08-455-40010-460-62314 Mileage $6,500 $5,00001-08-455-40010-460-62335 Contracted Services $26,467 $26,46701-08-455-40010-460-62397 Telephone $0 $2,00001-08-455-40010-460-62437 Contribution to Reserves $6,403 $6,40301-08-455-75200-460-61510 Salaries-Permanent $62,605 $68,26801-08-455-75200-460-61513 Benefits-Permanent $19,209 $20,10601-08-455-75200-460-61520 Wages-Casual Temporary $185,090 $161,60001-08-455-75200-460-61523 Benefits-Casual Temporary $21,832 $19,00501-08-455-75200-460-62011 Office Supplies $1,100 $2,10001-08-455-75200-460-62014 Uniforms/Protective Clothing $860 $86001-08-455-75200-460-62018 Operating Supplies $12,764 $16,76401-08-455-75200-460-62021 Program Supplies $5,000 $5,00001-08-455-75200-460-62112 Maintenance & Repairs-Building $1,219 $1,21901-08-455-75200-460-62114 Small Equip Repair/Purchase $5,438 $5,43801-08-455-75200-460-62215 Natural Gas $25,855 $25,85501-08-455-75200-460-62216 Electricity $85,600 $80,00001-08-455-75200-460-62217 Water/Waste Water $8,418 $9,09101-08-455-75200-460-62312 Insurance $8,040 $9,24601-08-455-75200-460-62335 Contracted Services $18,742 $18,74201-08-455-75200-460-62397 Telephone $0 $2,20001-08-455-75300-460-62023 Concession Purchases $39,700 $59,70001-08-455-75500-460-61510 Salaries-Permanent $56,153 $66,23001-08-455-75500-460-61513 Benefits-Permanent $17,833 $19,680

Expense Total $1,058,397 $1,064,839Programs & Community Develop Total $472,193 $366,235

Mayfield Recreation Complex Total $831,038 $738,973

Mayfield Recreation Complex




Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-08-465-77700-345-61520 Wages-Casual Temporary $0 $11,088

01-08-465-77700-345-61523 Benefits-Casual Temporary $0 $1,33101-08-465-77700-345-62011 Office Supplies $0 $1,00001-08-465-77700-345-62018 Operating Supplies $0 $2,00001-08-465-77700-345-62112 Maintenance & Repairs-Building $0 $1,00001-08-465-77700-345-62114 Small Equip Repair/Purchase $0 $1,00001-08-465-77700-345-62215 Natural Gas $0 $4,50001-08-465-77700-345-62216 Electricity $0 $4,00001-08-465-77700-345-62217 Waste/Waste Water $0 $1,60001-08-465-77700-345-62312 Insurance $0 $2,00001-08-465-77700-345-62314 Mileage $0 $1,40001-08-465-77700-345-62335 Contracted Services $0 $3,00001-08-465-77700-345-62397 Telephone $0 $2,000

Expense Total $0 $35,919Facilities & Operations Total $0 $35,919

Palgrave Community Ctr Total $0 $35,919Rotary Place Expense 01-08-465-73020-355-62114 Small Equip Repair/Purchase $4,000 $4,000

01-08-465-73020-355-62215 Natural Gas $5,000 $5,05001-08-465-73020-355-62216 Electricity $6,000 $8,00001-08-465-73020-355-62217 Water/Waste Water $1,000 $3,08001-08-465-73020-355-62312 Insurance $2,550 $2,933


Expense 01-08-455-75500-355-61520 Wages-Casual Temporary $20,400 $20,90001-08-455-75500-355-61523 Benefits-Casual Temporary $2,345 $2,40401-08-455-75500-355-62018 Operating Supplies $7,000 $7,00001-08-455-75500-355-62335 Contracted Services $18,500 $17,500

Expense Total $48,245 $47,804Programs & Community Develop Total $48,245 $47,804Support Services Revenue 01-08-445-77700-355-50060 Auditorium/Room Rentals ($19,380) ($19,380)

Revenue Total ($19,380) ($19,380)Support Services Total ($19,380) ($19,380)

Rotary Place Total $47,415 $51,487Town Hall Expense 01-08-465-40010-365-61510 Salaries-Permanent $26,948 $0

01-08-465-40010-365-61513 Benefits-Permanent $5,736 $001-08-465-40010-365-62314 Mileage $1,800 $1,800

Expense Total $34,484 $1,800Facilities & Operations Total $34,484 $1,800Parks Operations Revenue 01-08-385-71020-365-50308 Park Rentals ($197,823) ($227,823)

01-08-385-71020-365-50319 Grants/Subsidies ($12,000) ($12,000)01-08-385-71020-365-50320 Peel Roadside Mowing ($50,668) ($52,188)

Revenue Total ($260,491) ($292,011)

Palgrave Community Ctr







01-08-385-71020-365-61512 Recovery-Salaries-Permanent ($15,000) ($15,000)01-08-385-71020-365-61513 Benefits-Permanent $72,227 $75,27801-08-385-71020-365-61520 Wages-Casual Temporary $435,529 $470,50001-08-385-71020-365-61523 Benefits-Casual Temporary $51,218 $55,64201-08-385-71020-365-61540 Wages-CUPE $445,702 $451,29801-08-385-71020-365-61541 Overtime-CUPE $20,075 $20,07501-08-385-71020-365-61543 Benefits-CUPE $141,925 $134,13701-08-385-71020-365-62014 Uniforms/Protective Clothing $15,001 $15,30101-08-385-71020-365-62216 Electricity $55,815 $48,00001-08-385-71020-365-62217 Water/Waste Water $32,694 $35,31001-08-385-71020-365-62236 Region Landfill $1,500 $1,50001-08-385-71020-365-62239 Equipment $24,817 $20,00001-08-385-71020-365-62240 Vandalism $5,393 $5,50101-08-385-71020-365-62258 Sports - Contracts $15,000 $10,00001-08-385-71020-365-62300 Light Repairs - Parks $28,178 $28,74201-08-385-71020-365-62310 Training/Development/Seminars $8,000 $8,00001-08-385-71020-365-62311 Memberships/Dues $2,800 $2,80001-08-385-71020-365-62312 Insurance $5,463 $6,28201-08-385-71020-365-62314 Mileage $4,000 $4,00001-08-385-71020-365-62319 Grants $25,000 $25,00001-08-385-71020-365-62325 Caledon Trailway Maintenance $6,120 $6,24201-08-385-71020-365-62335 Contracted Services $100,496 $100,49601-08-385-71020-365-62339 Communication Equipment $2,000 $2,00001-08-385-71020-365-62358 Materials $59,688 $60,88201-08-385-71020-365-62381 Tree Planting $20,400 $25,80801-08-385-71020-365-62418 Debt Repayment $22,300 $22,30001-08-385-71050-365-61510 Salaries-Permanent $75,180 $92,20501-08-385-71050-365-61512 Recovery-Salaries-Permanent $0 ($40,000)01-08-385-71050-365-61513 Benefits-Permanent $22,071 $24,91401-08-385-71050-365-62018 Operating Supplies $988 $98801-08-385-71050-365-62310 Training/Development/Seminars $2,483 $2,48301-08-385-71050-365-62314 Mileage $416 $41601-08-385-71050-365-62315 Printing & Advertising $1,349 $1,34901-08-385-71050-365-62335 Contracted Services $0 $97,50001-08-385-71050-365-62396 Mobile Phone-Pager $512 $512

Expense Total $1,949,622 $2,080,472Parks Operations Total $1,689,131 $1,788,461

Revenue 01-08-455-75300-365-50560 Counter Sales ($79,000) ($70,000)01-08-455-75300-365-50561 Catered Sales ($9,000) ($8,000)01-08-455-75900-365-50760 Special Events ($35,000) ($35,000)01-08-455-75910-365-50051 Uniforms - Recovery $0 ($1,500)01-08-455-75910-365-50110 Program Supplies $9,000 $9,00001-08-455-75910-365-50250 Program Registrations ($174,700) ($215,000)01-08-455-75910-365-50255 Extended Camp Fees ($14,000) ($14,000)01-08-455-75910-365-50258 Reach for the Rainbow ($39,500) ($39,500)01-08-455-75910-365-50319 Grants/Subsidies ($15,800) ($15,800)01-08-455-75920-365-50230 Rentals ($6,000) $0

Revenue Total ($364,000) ($389,800)




01-08-455-40010-365-61513 Benefits-Permanent $21,858 $26,66201-08-455-40010-365-62311 Memberships/Dues $4,050 $4,05001-08-455-40010-365-62314 Mileage $1,800 $1,80001-08-455-40010-365-62356 Community Development $2,500 $2,50001-08-455-40010-365-62357 Marketing & Promotion $3,000 $3,00001-08-455-75300-365-61520 Wages-Casual Temporary $89,154 $80,50001-08-455-75300-365-61523 Benefits-Casual Temporary $18,508 $16,71101-08-455-75300-365-62014 Uniforms/Protective Clothing $500 $50001-08-455-75300-365-62017 Caretaking Supplies $3,000 $1,50001-08-455-75300-365-62023 Concession Purchases $37,000 $37,00001-08-455-75300-365-62027 Special Event Supplies $200 $20001-08-455-75300-365-62030 Coffee & Supplies $6,500 $6,00001-08-455-75300-365-62114 Small Equip Repair/Purchase $3,000 $2,50001-08-455-75300-365-62314 Mileage $300 $30001-08-455-75300-365-62335 Contracted Services $3,000 $2,00001-08-455-75900-365-62018 Operating Supplies $2,700 $2,70001-08-455-75900-365-62315 Printing & Advertising $1,200 $1,20001-08-455-75900-365-62335 Contracted Services $34,000 $34,00001-08-455-75910-365-61520 Wages-Casual Temporary $193,357 $208,40001-08-455-75910-365-61523 Benefits-Casual Temporary $22,739 $24,50801-08-455-75910-365-62014 Uniforms/Protective Clothing $3,000 $3,00001-08-455-75910-365-62025 Camp Merchandise $2,000 $2,00001-08-455-75910-365-62233 Program Expenses $13,500 $13,50001-08-455-75910-365-62335 Contracted Services $489 $48901-08-455-75910-365-62348 Transportation/Bus Rental $11,000 $11,00001-08-455-75970-365-62018 Operating Supplies $1,200 $2,70001-08-455-75970-365-62315 Printing & Advertising $1,200 $1,20001-08-455-75970-365-62335 Contracted Services $13,000 $11,50001-08-455-77800-365-61510 Salaries-Permanent $186,679 $202,91801-08-455-77800-365-61513 Benefits-Permanent $50,334 $52,76901-08-455-77800-365-61520 Wages-Casual Temporary $8,310 $001-08-455-77800-365-61523 Benefits-Casual Temporary $977 $001-08-455-77800-365-62014 Uniforms/Protective Clothing $400 $001-08-455-77800-365-62018 Operating Supplies $4,000 $4,00001-08-455-77800-365-62114 Small Equip Repair/Purchase $1,000 $50001-08-455-77800-365-62310 Training/Development/Seminars $34,232 $34,23201-08-455-77800-365-62311 Memberships/Dues $2,000 $2,00001-08-455-77800-365-62314 Mileage $1,800 $1,20001-08-455-77800-365-62335 Contracted Services $22,370 $22,37001-08-455-77800-365-62396 Mobile Phones / Pagers $39,465 $22,491

Expense Total $933,644 $945,459Programs & Community Develop Total $569,644 $555,659Support Services Revenue 01-08-445-77700-365-50417 All Sport Insurance ($15,000) ($15,000)

01-08-445-77700-365-50533 Advertising Sales-External ($15,000) ($15,000)Revenue Total ($30,000) ($30,000)Expense 01-08-445-40010-365-61109 Salary Recovery $0 ($23,403)

01-08-445-40010-365-61510 Salaries-Permanent $358,105 $383,93901-08-445-40010-365-61513 Benefits-Permanent $105,086 $108,75101-08-445-40010-365-61520 Wages-Casual Temporary $50,000 $72,09101-08-445-40010-365-61523 Benefits-Casual Temporary $5,500 $10,81201-08-445-40010-365-62020 E-Registration Fees $0 $20,00001-08-445-40010-365-62314 Mileage $3,200 $3,20001-08-445-40010-365-62315 Printing & Advertising $70,000 $70,00001-08-445-77700-365-62312 Insurance $38,000 $38,000


Town Hall Total $2,893,150 $2,999,310


Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-08-465-77700-370-50060 Auditorium/Room Rentals ($8,000) ($8,000)Revenue Total ($8,000) ($8,000)Expense 01-08-465-77700-370-61520 Wages-Casual Temporary $7,094 $7,300

01-08-465-77700-370-61523 Benefits-Casual Temporary $834 $85801-08-465-77700-370-62011 Office Supplies $100 $10001-08-465-77700-370-62014 Uniforms/Protective Clothing $100 $10001-08-465-77700-370-62017 Caretaking Supplies $500 $50001-08-465-77700-370-62018 Operating Supplies $200 $20001-08-465-77700-370-62111 Maintenance & Repairs-Grounds $500 $001-08-465-77700-370-62112 Maintenance & Repairs-Building $2,000 $2,00001-08-465-77700-370-62114 Small Equip Repair/Purchase $200 $20001-08-465-77700-370-62215 Natural Gas $2,580 $2,58001-08-465-77700-370-62216 Electricity $4,536 $4,53601-08-465-77700-370-62217 Waste/Waste Water $105 $10501-08-465-77700-370-62312 Insurance $2,180 $2,50701-08-465-77700-370-62335 Contracted Services $3,000 $3,00001-08-465-77700-370-62396 Mobile Phones / Pagers $900 $90001-08-465-77700-370-62437 Contribution to Reserves $400 $400


Victoria Parks Community Ctr Total $17,229 $17,286

Total for Parks & Recreation $6,211,402 $6,521,085

Victoria Parks Community Ctr


TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - PARKS & RECREATION


14-026 Mayfield Recreation Complex Roof and HVAC Replacement 2,035,000$

14-001 Mayfield W Rec Ctr - Cons&Dsgn 250,000$

14-013 CCC- Public Address (PA) System Replacement 10,000$

14-015 CCC - Water Softener Replace 6,000$

14-016 CCC - Auto Sprklr Alarm Valve 6,000$

14-020 CCRW Security Camera Upgrade 67,000$

14-021 CCRW Snoezelen Rm Re-location 27,000$

14-023 CCRW Energy Efficient Lighting Upgrades 54,000$

14-028 Accessibility Projects - RNNPO 70,000$

14-018 Rotary Place Upgrades 41,000$

14-005 Bocce Court Lighting 20,000$

14-042 Caledon Trailway Resurfacing 50,000$

14-043 Emerald Ash Borer Mitigation 80,000$

14-044 Playground Replacements 100,000$

14-045 Park Path Replacements 250,000$

14-037 Fernbrook Neighbourhood Park 300,000$

14-097 MW Village Blue S. Pk -AddFund 166,000$

14-098 Bottle Filling Stations 25,000$

3,557,000$


Parks Operations


Parks & Recreation


Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalCaledon Trailway $500,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $500,000Parks $2,500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $2,500,000Recreation $2,950,000 $100,000 $50,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $2,950,000Accessibility - Various Facilities $0 $5,000 $75,000 $0 $0 $0 $0 $0 $0 $0 $0 $80,000CCC - PA System $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000CCC - Public Wi-Fi $0 $3,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,000CCC - Windows (2 in Hall, 1 in Office) $0 $15,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,000Caledon East Arena - Evaporative Condenser $0 $75,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $75,000Caledon East Soccer Field Lighting $0 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000Caledon Pool - Block Work South-West Side $0 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000Caledon Village Place - Washrooms & Kitchens $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000CCRW Energy Efficient Lighting $0 $54,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $54,000CCRW Fitness Centre Equipment $0 $47,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $47,500CCRW Fitness Centre Flooring $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,000CCRW Full Track Replacement $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000CCRW Pool Area Upgrades $0 $52,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $52,000FFE - Various Facilities $0 $75,000 $75,000 $75,000 $0 $0 $0 $0 $0 $0 $0 $225,000Inglewood Tennis Court Reconstruction $0 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $80,000Johnston Sports Park Phase 3 $0 $3,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,000,000Masterplan - Parks and Recreation $0 $200,000 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $400,000Mayfield Pool Dehumidifier $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,000MRC - Arena Washrooms, Accesable Upgrades $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000MRC - Arena Dressing Room Tuflex Floors $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000MRC - Compressor Room Panel Upgrade $0 $32,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $32,000MRC - Electric Panel $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000MRC - Dressing Room, HVAC $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000MRC - Front Entrance, accessible path $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000Mayfield West - Community Park #2 $0 $574,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $574,000Mayfield West Recreation Centre $0 $7,437,500 $7,437,500 $7,437,500 $7,437,500 $0 $0 $0 $0 $0 $0 $29,750,000Parks/Playgrounds/Paths/Courts Top Up $0 $100,000 $40,000 $75,000 $40,000 $60,000 $40,000 $150,000 $35,000 $60,000 $45,000 $645,000Southfields Community Sign $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000Alton - Neighborhood Park $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $300,000CCC - Electronic Door Stop $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $50,000Caledon East - Special Purpose Park Splash Pad $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $500,000Caledon East Community Complex Phase 3 $0 $0 $1,052,632 $3,473,684 $3,473,684 $0 $0 $0 $0 $0 $0 $8,000,000ICC - HVAC Replacement $0 $0 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $40,000ICC - Parking Lot Repavement $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $50,000Johnston Sports Park Phase 4 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000Mayfield West - Community Park #3 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000MRC - HVAC Arena Lobby and Meeting Room $0 $0 $15,000 $0 $0 $0 $0 $0 $0 $0 $0 $15,000MRC - Pool Re-Grout $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $10,000Trail Development - Town Wide North South Route $0 $0 $399,000 $399,000 $0 $0 $0 $0 $0 $0 $0 $798,000Victoria Parks - Pave Driveway and Parking Lot $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $100,000Bolton - Hardball Diamond #1 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $500,000Bolton - Hardball Diamond #2 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $500,000Caledon East - Neighborhood Park $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $0 $300,000Caledon East - Special Purpose Park Skateboard Park $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $0 $200,000CCRW - Hot Tub Replacement $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $150,000ICC - Road Sign $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $25,000ICC - Shingle Roof Replacement $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $25,000Johnston Sports Park Phase 5 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $1,500,000LWCA - HVAC Replacement $0 $0 $0 $40,000 $0 $0 $0 $0 $0 $0 $0 $40,000MRC - Arena Floor & Boards $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $0 $1,000,000MRC - Condenser $0 $0 $0 $60,000 $0 $0 $0 $0 $0 $0 $0 $60,000Mayfield West - Neighborhood Park #3 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $0 $300,000

2019-2022 Term of Council 2023-2026 Term of Council2015-2018 Term of Council


Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total2019-2022 Term of Council 2023-2026 Term of Council2015-2018 Term of Council

Caledon Pool Roof $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $200,000MRC - FFE $0 $0 $0 $0 $800,000 $0 $0 $0 $0 $0 $0 $800,000ABUCC - Front Entrance Washrooms $0 $0 $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $600,000Bolton - Community Parks (Post 2018) $0 $0 $0 $0 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,000,000CCC - Banquet Hall Kitchen Renovation $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $30,000Caledon East - Community Parks (Post 2018) $0 $0 $0 $0 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,000,000Caledon Pool - Tile Deck & Change Rooms $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000Caledon Village Place - New Elevator $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $150,000CCRW - North Hill Parking Lot $0 $0 $0 $0 $0 $160,000 $0 $0 $0 $0 $0 $160,000CCRW - Train Upgrade $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000Cheltenham - Parkette (Post 2018) $0 $0 $0 $0 $0 $36,000 $36,000 $36,000 $36,000 $36,000 $0 $180,000LWCA - A-Frame Roof $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $500,000LWCA - Flat Roof Replacement $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $500,000Mayfield West II - Community Park (Post 2018) $0 $0 $0 $0 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $0 $1,000,000Mayfield West II - Neighborhood Park (Post 2018) $0 $0 $0 $0 $0 $60,000 $60,000 $60,000 $60,000 $60,000 $0 $300,000Mayfield West II - Special Purpose Park (Post 2018) $0 $0 $0 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $500,000Mayfield West II - Tournament Sports Park (Post 2018) $0 $0 $0 $0 $0 $400,000 $400,000 $400,000 $400,000 $400,000 $0 $2,000,000MRC - Pool Bleachers $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000Trail Development - Town Wide North South Route (Post 2018) $0 $0 $0 $0 $0 $159,600 $159,600 $159,600 $159,600 $159,600 $0 $798,000Rotary Place - Shingle Roof Replacement $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000Caledon East Arena - Rubber Flooring $0 $0 $0 $0 $0 $0 $40,000 $0 $0 $0 $0 $40,000Caledon Pool - Boiler for Pool Water $0 $0 $0 $0 $0 $0 $25,000 $10,000 $0 $0 $0 $35,000CCC - Infrared Camera $0 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $70,000LWCA - Arena Floor & Boards $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000MRC - Pool Interior Walls $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $15,000MRC - Pool Pumps, Filters & Boiler $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $150,000CCC - A/C System (Complex Side Only) $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $50,000ICC Bathroom Renovations $0 $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $30,000LWCA - Humicon Replacement (2) $0 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $150,000MRC - Expansion $0 $0 $0 $0 $0 $0 $0 $6,000,000 $6,000,000 $0 $0 $12,000,000MRC - Road Sign $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $50,000ABUCC - Auditorium Washrooms $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $0 $0 $40,000ABUCC - Arena Washrooms $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $0 $0 $40,000ABUCC - Arena Changerooms $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $0 $0 $40,000LWCA - Bathroom Renovations $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $0 $0 $40,000LWCA - Dressing/Shower Room $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $300,000Margaret Dunn - Shingle Roof Replacement $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $25,000MRC - Lobby & Snack Room Renovation $0 $0 $0 $0 $0 $0 $0 $0 $800,000 $0 $0 $800,000CCC - A/C System (Lobby & Offices) $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $0 $30,000Mayfield West II Recreation Facility $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,300,000 $6,300,000 $12,600,000Victoria Parks - Upgrade Washrooms $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,023 $0 $2,023ABUCC - HVAC Replacements (3) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 $60,000CCC - Heating & Ventilation (Pad 1) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $50,000Margaret Dunn - HVAC Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $40,000Parks and Recreation Total $5,950,000 $12,970,000 $12,994,132 $16,710,184 $12,601,184 $4,255,600 $3,345,600 $8,645,600 $9,325,600 $8,397,623 $7,145,000 $96,390,523



2014

2014 Business Plan Public Works and Engineering Department


Public Works will be a recognized leader in the delivery of public services.

2.0 Departmental Roles and Cost Centres

Staff Complement: 2014 – 77, 2013 – 61, 2012 – 61 (Full-Time Staff Only)

Administrative Serviceso Provide leadership, guidance and support so that the Public Works team will be

recognized as a leader in public service through diligent management of the Town’sinfrastructure, by-laws, and through assuring the compliant construction of newbuildings within the Town’s jurisdiction.

o Provides overall leadership, management and support of the department’s threeservice divisions

o Ensures the implementation of strategic plans, master plans, financial plans and thegoals and objectives of the department are carried out consistently with thedirections of Council.

o Provides the first point of contact for service requests, public inquiries andcommunications and assures departmental and corporate customer servicestandards are met or exceeded.

o Preparation and administration of the annual operating and capital budget. Assuresthe Town’s purchasing bylaw and all other relevant expenditure policies are adheredto.

o Assures employees carry out their duties professionally, courteously, effectivelywhile adhering to the terms of the Town’s code of conduct.


o Regulatory Services

Regulatory Services comprises three business units being Parking Enforcement, Bylaw Enforcement and Building Inspection Services.

Parking Enforcement o Administers the Town’s traffic by-law as it relates to on-street parking, fire routes,

parking exemptions and accessible parking. o Assists with the regulation of mobile signs. o Assists Public Works and Engineering with snow removal operations through parking

enforcement.

By-law Enforcement Services o To provide efficient and effective service delivery, while maintaining a high level of

integrity and adhering to regulatory and statutory obligations. o Administers the standards and regulation compliance program for the Town through

a fair and collaborative process. o Responds to inquiries regarding the various regulatory by-laws such as Property

Standards, Signs, Fill and Noise. o Process applications for Fill and Woodland Permit requests. o Develop and amend by-laws as required including Parking By-law. o Assist and work with other agencies such as the Ministry of the Environment,

Ministry of Natural Resources, CVC and TRCA on regulatory matters.

Building Inspection Services o To administer and enforce the Building Code Act and the Ontario Building Code with

respect to health and safety, fire protection, structural sufficiency, conservation, environmental integrity and barrier free accessibility while maintaining mandatory legislative requirements.

o Conduct building inspections at the legislated stages of construction and for approval of occupancy of various types of permit applications for compliance with the Ontario Building Code including:

Building permits (new buildings, additions, renovations) On-site sewage system permits Plumbing & heating permits Permanent ground sign permits Demolition permits Investigate building related complaints and take enforcement action if

required. Provide advice on building related matters.


Engineering Services Engineering Services is comprised of three distinct business units, being Development Engineering; Engineering and Construction and Transportation Engineering and Road Safety Management.

Development Engineering o Ensure that the construction of new developments in the Town are designed and

constructed in accordance with best practices, good engineering principles that willstrive to meet the needs of the people and businesses of the Town of Caledon whileadhering to the requirements of all applicable policies, guidelines, laws andregulations

o Coordinating, overseeing, but not inspection, of development construction activitiesand enforcement of subdivision development agreements

o Administering of development agreements up to and including the assumption ofmunicipal services and/or the release of securities, as applicable

Engineering and Construction o To efficiently and effectively plan and carry out the Town’s Capital Construction/

Reconstruction Programs for roads, storm sewers, bridges, culverts and relatedinfrastructure in order to meet the needs of the residents and businesses of the Townof Caledon, and the requirements of all applicable laws, regulations, policies andguidelines.

o Developing and implementing the Towns’ Capital Construction / Reconstructionprograms for roads, storm sewers, storm water facilities, bridges, culverts, sidewalks,streetlights, and other associated infrastructure

o Capital infrastructure planning and budgetingo Capital project design, contract preparation and administration, and quality

assurance of worko Creation and upkeep of infrastructure inventories, needs assessment, and asset

management

Transportation Engineering, & Road Safety Management o Safely guide the users of the Town’s roadways by proper implementation of

applicable laws, regulations, policies and guidelines such as the Ontario TrafficManual, Geometric Design Manual, and through good traffic engineering principles.Ensure new development does not adversely impact Town infrastructure andinfrastructure needs are expanded to accommodate growth.

o Traffic Data & Analysis: Data collection and surveys for traffic calming requests,speed studies, stop warrants, crossing guard protection warrants, etc.

o Traffic Generation and Impact Analysis: Reviewing traffic impacts of majordevelopment applications

o Traffic Operations: Traffic network operating strategies; maintenance and operationsof traffic control devices such as signals, signage and pavement markings, etc.

o Road Safety: Road crash data analysis; human factors, road safety engineering andrisk management; road safety audit and mitigation

o Minimum Maintenance Standards (MMS): To ensure that the Town right-of-ways aremaintained in accordance with the MMS regulations (O/Reg. 239/02)


Operations To ensure the efficient and effective provision of safe roads and fleet while meeting the needs and expectations of the residents, businesses, staff and stakeholders while respecting the environment and statutory obligations (Municipal Act, Regulation 239/052, Minimum Maintenance Standards for Municipal Highways). Operations is comprised of two business units, Roads Services and Fleet Services. Operations maintains the following primary assets: roads, sidewalks, streetlights, signs, roadside environment, storm sewers, ditches, storm water management facilities, three operations centres and the Town’s fleet.

Road Services The primary influence driving service levels for Public Works is Regulation 239/02, of the Municipal Act, Minimum Maintenance Standards.

o The minimum maintenance standards were developed to provide municipalities with a defense against liability from actions arising with regard to levels of care on roads and bridges. The regulation provides minimum standards for activities like road patrol, pothole repairs, pavement edge repairs, shoulder repairs, winter condition responses, etc.

o There are other influences, which dictate minimum standards; civil actions have set precedent on service levels standards for illumination, signage, pavement markings, speed limits, stop sign use, etc. To manage risk, Public Works uses the guidelines described in manuals published by the Ministry of Transportation such as the Traffic Control Manuals and the Geometric Design Guidelines for Ontario Highways, which describe the minimum physical configuration of roadways and bridges.

o Road Services operates and maintains the road network under the jurisdiction of Caledon (excludes Region roads and Provincial Highways) including:

Streetlights (including street lights on Regional Roads) Storm water management (SWM), including conveyance systems

such as storm sewers and ditches as well as SWM ponds Bridges and culverts Sidewalks (including sidewalks on provincial and regional roads) Winter control Safety barriers Dust control Street sweeping

o Total inventory of assets has a replacement value of approximately one billion dollars. Road service levels are dictated by several legislative acts such as the Highway Traffic Act, the Highway Improvement Act and the Municipal Act.

o Road Services operates in accordance with the minimum standards as described

above, however there are other factors that influence maintenance standards such as Council’s & ratepayer expectations, past practices, and budget restrictions. Work is assigned based on reducing the corporation’s risk and in the best interest of public safety. Public Works management’s key role will be to


provide guidance to front line staff on the priorities, service level expectations and the necessary tools and knowledge to complete these tasks.

Fleet Services Fleet Services provides an acquisition and maintenance support service to all Town departments using Town owned vehicles and equipment (including Fire and Emergency Services Department) to meet legislative and safety requirements Commercial Vehicle Operators Registration & Highway Traffic Act. The maintenance of the Town’s equipment is provided by staff and augmented by outside specialty repair services.

Energy and EnvironmentMaintaining the Town’s environmental leadership track record through a multitude of

energy, climate change, sustainability and other “green” initiatives while staying abreastof new emerging issues and building capacity within the corporation and community torespond to these various opportunities and challenges.

This section is responsible for maintaining the Town’s environmental leadership record

through various key tasks which include: o Identifying and responding to applicable emerging trends;o Understanding and complying on applicable Provincial regulations (O.Reg

397/11)o Educating and engaging the community to act responsibility given our existing

resourceso Setting and supporting real energy and environmental targets (i.e. energy

reduction goal)o Fostering the integration of energy and environmental considerations into

corporate decisions (i.e. implementation of the Corporate Green BuildingStandard).

A further breakdown of Energy and Environment’s work is provided below.

Energy o Overseeing Town’s municipal energy management systemo Energy procuremento Energy policyo Staff education and outreacho Sustainable energy projects

Environment o Updating Environmental Progress Action Plan which contains 7 key priority

areas: 1) air quality; 2) climate change; 3) energy; 4) environmental awareness;5) sustainable planning; 6) community capacity; and 7) green economicdevelopment. An eighth priority- Greening Town Hall has also been identified.

o Climate Changeo Partnering with the Region of Peel, area municipalities and conservation

authorities on the implementation of the Peel Climate Change Strategy


o Implementation of the Caledon Community Climate Change Local Action Plan o Continued work towards Caledon’s Partners for Climate Protection

commitments o Green Procurement o Sustainable Transportation (via Smart Commute Brampton Caledon) o Community Green Fund and School Green Fund o Fostering and liaising with various partners o Part of Partners for Climate Protection - a municipal network of 200+ Canadian

municipalities who have committed to climate change and greenhouse gas reduction through a series of milestones

o Smart Commute Brampton-Caledon - steering committee representative o Climate Change Community Working Group consists of approximately twenty

stakeholders in an effort to develop a community climate change local action plan o Peel Climate Change Project Team - responsible for development and

implementation of Peel Climate Change Strategy o Promote and participate in inter-municipal environmental initiatives (i.e. GTA-

Clean Air Council, Regional Air Quality Working Group, Regional Climate Change Strategy Working Group, AMO energy taskforce, Mayor’s Megawatt Challenge and new member of the Municipal Collaborative for Sustainable Procurement)

Facilities

Ensure effective land and building utilization within the community by planning and developing facilities and grounds through an integrated program of renovations, alterations and new construction which incorporates green technologies, accessibility standards, and preserving our natural environment and heritage. This division’s goal is to design and operate secure, effective, healthy and environmentally sound facilities to enable Town staff to effectively provide quality service to the ratepayers of Caledon. Facilities is divided into two distinct business units, Project Management and Facility Management.

Project Management

o Assure effective land and building utilization through a comprehensive program of professional facilities planning and capital development and by working with community partners.

o Provide professional project management services and guidance for project planning, design, budgeting, scheduling, procurement, construction, operations and maintenance.

o Be a leader within the community by planning and developing facilities and grounds through an integrated program of renovations, alterations and new construction which incorporates green technologies and accessibility standards.

Facility Management

o Facility Operation and Maintenance o Sustainable Facility Improvement Planning and Implementation o Town Security Facilitator o Facilities in Portfolio: Town Hall, 6211 Old Church Rd, Caledon East OPP, Bolton OPP,

Orangeville OPP, Alton Town Hall, Belfountain Community Centre, Caledon East


Portable, Kinsmen Building, Melville White Church, Old Caledon Town Hall, Palgrave

Community Centre, Rosehill School House, St. Andrews Stone Church, Fire Stations 301,

302, 303, 304, 305, 306, 307, 308, 309, Works Yard 1, 2 & 3, Animal Shelter and Johnson

Barn.


The primary customers or clients of the department are: Town Council and Committees of Council Residents, schools and businesses in the Town of Caledon Regulatory Services, Engineering Services, Road and Fleet Services Divisions Developers, consultants, and contractors Internal Town departments Judiciary - Ministry of the Attorney General’s Office – Provincial Offences Act

Administration and Appointments Office Enforcement Agencies External Agencies, i.e. Provincial agencies MOE, NEC, MTO, MNR, Conservation

Authorities Region of Peel Community groups, Special Interest Groups General public


The Caledon Based Strategic Plan was the primary driver for the actions and initiatives undertaken by Public Works and Engineering in 2013.

Administrative Services Completed an update to the Department’s Strategic Plan Continued producing Quarterly Statistical Reports Processed over 2,500 customer generated work orders and managed over 5,000

customer inquiries and closed 90% of the inquiries Implemented Crossing Guard Protection in Caledon East. Completed the restructuring of the department and relocation of all impacted staff

into their new locations. Building and Enforcement at former OPP Building on Old Church Road and remainder at Town Hall

Completed Consolidation Study for new central yard to house all Public Works and Parks Operational needs including due diligence review of potential sites. This includes working with the Region to look at the feasibility of a potential partnership arrangement to meet the needs of both levels of government.

Began the process of initiating Storm Water Management Master Plan Studies for TRCA and CVC watershed areas. Retaining consultants to start TRCA areas in January 2014


Providing direction and engineering support role to advance the development of industrial lands in the Tullamore secondary plan area and the Simpson Road area

Began the process of moving towards an activity based budgeting system for Public Works and Engineering Department to provide the needed management mechanisms to operate more effectively and efficiently.

Began the process of evaluating and putting into place a much needed web based enterprise work management system to effectively meet current and future management and cost control and reporting needs

Added new Driver/Trainer to the Operations Division to facilitate compliance with MTO regulations

Regulatory Services By-law Enforcement Continuing developing policy and procedures requirements for Regulatory Services. Completed review of the Fill By-law with proposed changes. Following Public

Information Meetings, workshops, outreach to Non-government Organizations (NGO) a final PIM and by-law to be introduced in early 2014.

Completed review of Election Signs By-law. Following Workshops, Public Information Meeting, outreach to Federal and Provincial Party Riding Associations, a new Election Signs By-law in October 2013.

Continuing review of the Signs By-law. Following two workshops, presentations with the Chamber of Commerce, Peel Federation of Agriculture, further public consultations are assigned. Amendments to the Sign By-law to be implemented in early 2014 following a Public Information Meeting.

Continuing support of the Outdoor Smoking By-law Continuing support of the Graffiti Committee. Increased project days for the enforcement of the Motorcycle Noise By-law in

partnership with the OPP. Developed internal changes to complaint follow-ups to ensure consistency and

improve customer relations through prompt and enhanced communication. Supported Tree Seedling Distribution and awareness program held. 20% increase in prosecution briefs as of October 2013.

Parking Enforcement Assisted in the development of a web based Parking Exemption Project that has

been successfully implemented Parking Exemption requests have increased. In year 2012 there were 9,338

exemptions. As of October 2013 there are currently 9,652 exemptions granted. Continued follow-up of parking services strategy which includes review of parking

fines, monitoring of parking officer patrol areas to ensure the delivery of a responsive and efficient service.

Continue to support the Fall Colours Program.

Building Inspections Developed and utilized the Occupancy Permit Document to be provided following

Final Inspection in 2013.


Building Inspection numbers have increased approximately 50% from 2011. In 2012 the total was 10,018 and as of October 2013 the total is 8,520 which will be consistent with the 2012 numbers at year end.

Engineering Services Development Engineering This team managed 40 active subdivision files in 2013. This is an overwhelming amount of construction files to deal with. Industry standard workload is approximately 10 files per staff member and this group is managing double that work assignment. Continuing to monitor situation

Engineering and Construction Successfully completed the Town’s roads capital program on time and on budget,

specifically: o Asphalt resurfaced 4.2 km of existing asphalt roadways.o Gravel resurfaced 3.9 km of gravel roadways.o Asphalt patched approximately 17.8 km of roadways.o Reconstructed or Rehabilitated 3.0 km of roadway with expanded

asphalt process The Town worked with Region of Peel to coordinate the resurfacing of the following

streets; Marilyn Street, Mile Drive, McLeod Court, Walkers Road East, McKee DriveSouth, Munsey Court. & Fleetham Court., in Caledon East as part of the Region’swater main replacement project.

Replaced two large diameter corrugated steel pipes on The Grange Sideroad. Replaced the concrete culvert at McLaren Road Will be reconstructing Valleygreen Crescent in Caledon East from a concrete road to

a flexible pavement design. Mountcrest Road and Valewood Drive will be completedin 2014.

Repaired 87 metres of damaged acoustic barrier fence in Bolton, including theconstruction of a maintenance access road that will provide future access for furtherfence repairs.

Installed Phase 1 of pedestrian LED lighting at Columbia Way in Bolton. Hired an electrical contractor and consulting engineer (team) to design and install the

Phase 2 of pedestrian LED street lighting at Columbia Way in Bolton. Uponcompletion of Phase 2, the majority of the recommendations of The Bolton North HillPedestrian Safety Group will be completed. The remaining recommendations of thisgroup will be addressed upon the reconstruction of Bolton Heights Road in 2014.

Transportation Engineering, & Road Safety Management Purchased and installed two sets of Driver Feedback Boards for Patterson Sideroad

and Glasgow Rd. Acquired and implemented Traffic Engineering Software collision database Reviewed 45 development applications requiring Transportation

Engineering/Planning analysis including the new Canadian Tire Caledon facility Repainted Town’s roadways for 390 km worth of longitudinal and transverse

markings including 1,350 stop bars Completed Count Data Program for Spring and Fall


Completed 40 km/h signing program for Bolton & Caledon East Continued to participate & liaison with various external working groups such as the

Pan Am 2015 Installed over 1,000 traffic signs including new installations and replacements Conducted 120 traffic safety reviews for various roadways within the Town Processed 22 traffic calming requests and reviews Purchased & installed Hamlet/Village Entry signage for Alton & Cataract

Operations

Road Services Successful completion of re-construction of a segment of Mill Lane west of the river

where erosion had been a problem for several years and is now eliminated Successful re-construction of the collapsed segment at the north end of Heritage

Road 8,000m of ditch was re-graded and cleaned out Staff continued to optimize winter control routing to accommodate “load limit”

postings Staff coordinated a physical survey of the pit on Quarry Road with the intent toward

de-licensing a portion of the mined out inactive area from the MNR in order to legally use for storage of materials and the banking of ditching and related excavated material

Significant improvements to drainage (ditching) and road surface on Industrial Road Staff excavated for and installed 450m of culvert of all types Staff graded all 118km of Town gravel roads at least three and, some four times

throughout the year using 22,600 tonnes of gravel Staff repaired potholes and edged road pavement using 295 tonnes of cold mix and

155 tonnes of hot mix Staff responded to 1,361 Issuetraq calls by 24 October 13. At this rate this number

will reach 1,600 by year end which is 275 more than 2012, (a 20% increase). Of these, 95% have been addressed

Significant steps made by Public Works and Legal staff toward “Boundary Road” agreements with neighbouring municipalities. Objective is to have all 5 in place in early 2014.

Fleet Services In 2013 the Town of Caledon Fleet Division continued to take delivery of units

previously budgeted from the 2012 replacement ($3,000,000.00) funds. o 4 Tandem axle plow trucks o 1 Single axle plow truck o 2 Hybrid cars o 1 Animal control vehicle o 1 Farm tractor

The replacement of the 5 plow trucks allowed the Town of Caledon to ensure fuel savings and reduce our carbon footprint, as all the front line plow trucks are running on Bio-Diesel.

The 5 units that were replaced were using approximately 14L per 100kms MORE than the 5 new units (with Blue Tech, Diesel exhaust fluid) running on Bio-Diesel.


When all 5 replacement units were sold at auction in September the results were favorable, with approximately $92,000,000 of proceeds to the fleet reserves.

Fleet replaced 2 Toyota Prius Hybrid cars (2007 and 2008) with 2 new Toyota Camry Hybrids

Auction proceeds to the reserve for the 2 cars was approx. $12,000 Fleet was able to put a compact fuel efficient mini cargo van into service at the

animal shelter to meet their fleet needs Fleet was successful in adding an additional Hot Box to assist in pothole repair on

the west side of the Town Fleet replaced 2 tagalong rollers for the graders. This allowed us to dispose of 2 old

(problematic) homemade units and increased safety as well as efficiencies The old units were sold at auction and the proceeds to the reserve were

approximately $600 In 2013 Fleet took several initiatives to take a more proactive approach in the

maintenance of the fleet, by creating several PM schedules in its fleet maintenance system. This approach was needed to ensure compliance with the new CVOR/MTO requirements NSC 118 as well as lead to a safe, reliable and sustainable fleet.

Energy & Environment Development of sustainable residential policies that emphasize energy efficiency,

i.e. for Mayfield West Secondary Plan. This work was completed with an Ontario Power Authority’s Conservation Fund grant and deliverables have been provided to

the Ontario Power Authority (completed) Successful participation and promotion of the Region’s ‘Let Your Green Show’

Campaign, Phase 2 Water Reduction (completed) School Green Fund Pilot and support for annual fund (completed) Mayfield Recreation Complex and Albion Bolton Union Community Centre Arena

Lighting Retrofit (completed) Successful energy consumption and greenhouse gas emission reporting to the

Provincial Ministry of Energy in accordance with Ontario Regulation 397/11 (completed)

Town Hall Re-commissioning Project (completed) Development of Idling Control By-Law (in progress) Environmental and Energy Plan Action Update (initiated) Development of new outdoor lighting standard (in progress) Development of a new Green Purchasing Policy and 5 point ‘Green’ allocation for all

Request for Proposals as of January 1, 2014 to comply with new Purchasing By-Law (completed)


Facilities Facilities was located in Corporate Services for most of 2013, highlights of accomplishments are below.

Project Management Completed the LEED designed new combined OPP station located in Caledon East Complete major renovation of Fire Hall 307 including the addition of paramedic

service Town Hall Campus Plan completion, presentation to Council and final report Orange Lodge disassembly and design for relocation to Town Hall Campus Albion Bolton Roof Replacement Project Mayfield Roof Replacement Plan Pan Am Games preparation 6211 Old Church Road renovations

Facility Operations Completed the re-commissioning of Town Hall resulting in 10% energy savings over

2012 LED parking lot light retrofit at Town Hall Accessibility upgrades, curb cuts and sidewalk upgrades around Town Hall Lighting upgrades at various fire halls Upgrades to the Town Hall Building Automation System (BAS) including real time

utility monitoring and archive capabilities Continued operation and maintenance for 27 facilities in portfolio Installation of vehicle exhaust systems in all fire halls and works yards Upgrade security cameras at recreation facilities Complete policies and procedures for Emergency Panic Button System Upgraded procedures and completed fire drills Renovations to the Provincial Offences Court and Public Works & Engineering

Department 5.0 Department’s Significant Trends and Challenges

Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the department. An awareness of these trends and challenges allows Town Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the Town can continue to provide quality services. The significant trends and challenges for 2014 and beyond are as follows:

Caledon is one of the development “frontiers” in Southern Ontario as the pressures of growth in the Greater Toronto Area (GTA), of which Caledon is a part, spread further north. Such growth combined with the evolution toward the “green economy” will underscore Public Works’ immediate and long-term service challenges. Trends Population growth will drive development and service needs.

The community’s desire, as described in its Community-Based Strategic Plan, to evolve Caledon based on moderate managed growth, will help Public Works adapt


its services. But, after a decade of under-staffing and resourcing Public Works has some catching up to do to meet the anticipated growth demands and the imperative of responsible land development. The rebuilding of the department started in 2014.

Population demographics will require enhancements in amenities and services. With a more culturally diverse population, Public Works staff will need to expand their understanding of and ability to communicate and work with people having different worldviews.

The community will want to be more engaged in making Caledon a better place in which to live, work and visit. o The younger generation of residents will want technology to facilitate their

engagement. This means better access to information for all concerned viatechnology and other communication means.

o Since collaboration and partnering will become more necessary in aconstrained resources environment, Public Works staff being skilled facilitatorsand agents of change will be as important as their functional expertise.

Advanced technologies for all aspects of Public Works’ services will be a necessity for optimizing the utilization of resources. GPS systems, better-integrated management systems and new communication technologies such as social media remote access tools for front line staff will enable Public Works to better serve the growing service needs of Caledon’s citizens, workers and visitors.

Caledon’s vision to be “a safe, green community of communities” means sustainable design. o Caledon is home to four conservation authorities, the Oak Ridges Moraine and

a significant part of Ontario’s designated Green Belt. Development growth willbe tempered by the need to protect the Town’s biodiversity, water quality,rivers and streams. With climate change a reality, sustainable design will beessential to build community resilience in the face of unexpected lifestyledisruptions.

o With public safety at the forefront and “greening” as a major sustainabilityforce, Public Works has experienced increased legislative requirements forminimum maintenance and development. Due to this, current staff workloadhas significantly increased. Workload issues will continue to increase in theforeseeable future.

o The value and beauty of rural life versus the contribution of urban life to theprosperity and diversity of Caledon will have to be managed and maintainedcarefully.Tighter regulations are likely. Public Works will need to partner more with otherdepartments and stakeholders to achieve improved development standards andself-sustaining systems for servicing residents and industries. Greater consultationwith developers to build sustainable infrastructure balanced by streamlined approvalprocesses will become a more important part of Public Works way of doingbusiness. These challenges provide a compass for the new skills and strategicgoals the Public Works and Engineering Department will pursue.


Regulatory Services Trends The amount of contracting equipment and materials being stored on agriculture

property has increased, contravening the Zoning By-law. This may in part, be attributed to the slowdown of the economy, which results in contractors storing equipment at home as opposed to leasing space in industrial zones.

There are increases in the numbers of Property Standards complaints throughout Caledon. Having a Clean Yards bylaw should allow expeditious compliance results on some of these matters.

Demand for fill sites to accommodate the development of the GTA. Caledon will continue to be targeted for illegal fill activities.

Increased requirements of energy efficiency in the Ontario Building Code that will result in additional inspections and resource time to ensure compliance.

Challenges Developing processes and protocols for consistency and transparency as well as

the need for enhanced training on evidence collection to support improved prosecution briefs.

Providing services after regular hours and during weekends. Development of a septic maintenance program mandated to be implemented by

2015. Engineering Services

Trends Decrease in the quality of the Town’s infrastructure due to aging, higher demand

(more traffic), and limited funding and staff resources for the upkeep and renewal and growth of the infrastructure. A major 2014 priority is to seek enhanced funding to address this continuing trend with a strategic investment approach to debenture financing.

Movement to sustainable and low impact infrastructure design. Increased traffic calming demands and need for safe active transportation on Town

roads.

Challenges How to move towards sustainable life-cycle funding for infrastructure maintained by

the Public Works & Engineering Department. Development of Environmentally and Financially Sustainable Infrastructure without

increasing capital and operational costs. Increased demand on the uses in rural right of ways, vehicular traffic, utilities, storm

water ditches, shoulders, stable slopes, roadside vegetation and now the demand for passive transportation users is putting pressure on the standard 20m ROW. There is insufficient width in the ROW to accommodate all the users.

Addressing traffic behaviour problems with solutions that are affordable, effective and do not interfere with Emergency Service’s response times.


Operations Road Services

Trends Need to increase innovative solutions to protect the environment while maintaining

roadway safety. Increased civil actions for road related conditions Storm sewer system failures are becoming more commonplace. Proposed Storm

Water Management Master Plan studies will provide the framework for addressing all maintenance, replacement and monitoring needs for the coming years out to 2031

Road conditions becoming difficult to maintain as the Overall Condition Index (OCI) of the Town’s roads and structures continues to decline as indicated above. Proposed enhanced road funding strategy will begin to effectively address this issue.

Challenges Maintaining infrastructure at the mandated service levels while meeting Council’s

and ratepayers’ expectations within budgetary constraints. Maintaining and fostering a healthy, committed and capable workforce. Managing new infrastructure within the Town to sustain services resulting from

growth. Promoting environmental protection and stewardship through the programs. Effectively communicating and marketing department programs and services. Strategically planning and managing work throughout the department. Providing innovative, efficient and effective services.

Fleet Services

Trends Growing pressures to manage existing and new fleet to assure sustained service

levels and accommodate growth within the Town Need to decrease environmental impacts of the fleet by reducing its carbon footprint Need to improve strategic replacement plan and manage work demands Change in technologies that provide innovative, efficient and effective tools to

provide improved service levels Increasing demands on the use of Bio-diesel fuel and emission reduction catalysts

such as hybrid vehicles will be expanded to continue to reduce GHG fleet emissions

Challenges To fund a fleet replacement program at sustainable levels. The fleet, valued at over

$11,000,000 requires on average $1,000,000 of replacement per year (not including fire trucks). Although there was an influx of $3M to the fleet in 2012, there will be a need in the near future to address sustainable funding levels to properly replace the fleet so that staff have reliable and safe equipment as mandated by the Highway Traffic Act (HTA). Moving to an activity based budget format will allow the means to implement an equipment reserve fund that is sustainable while providing the true cost of all Public Works activities


Keeping up with the demands of the mandated service records to assure compliance with HTA, Commercial Vehicle Operators Registration and Work Place Safety requirements.

Growing demands to train staff on technology trends to improve accessibility of manufacturer information and diagnostic tools for fleet repairs.

Energy and Environment Trends The Green Energy & Green Economy Act (GEGEA) has led to provincial regulations

in municipal energy management. The Municipal Energy Conservation Plan criteria have been announced. Further revisions to the feed-in-tarrif (FIT) program provides municipalities with additional powers and opportunities. The Water Opportunities Act continues to evolve and will likely have many of the same attributes as the GEGEA but with a focus on water conservation.

Many municipalities are developing sustainability plans (i.e. Integrated Community Sustainability Plans) that encompass both the corporation and the community. These plans take a triple bottom line approach which considers the environment, social and cultural, and economic concerns.

Climate change mitigation and adaption, with particular emphasis on adaptation, has become a topic of increased focus at the community level.

There is an increasing expectation by the community that municipalities play a greater role in encouraging positive environmental behaviours at a community level.

The fact that there are an increasing number of emerging trends within the environmental and energy field can be considered a trend itself. Staying on top of these trends and determining which one may be advantageous to the Town is a continual challenge.

Facilities

Project Management Trends Facilities are increasingly being designed to a much higher standard for

sustainability; currently the Town is building new buildings and all major renovations to the LEED Silver standard through the Town’s Green Building Standard. It is expected that the standards will change rapidly as technologies and best practices are updated. It is imperative that the Project Managers continue to keep updated to new trends, technologies and processes as they emerge.

With the increase in growth at the Town it is anticipated that there will be some major renovations at Town facilities as well as new buildings, including an expansion at Town Hall to include a criminal court, a new unified Public Works Yard, rehabilitating old Public Works Yards, a new Bolton Fire Hall, etc.


Facility Operations

Trends The historical buildings are currently underutilized or not used at all; a community

plan is required for each facility including public participation, community needs, structural and mechanical requirements.

Reduce energy consumption in all Town facilities. Town Hall specifically has been targeted though Race to Reduce and Mayor Megawatt Challenge to reduce energy consumption to 20 ekW / sq ft. Currently Town Hall is at 31 ekW / sq ft.

Challenges o The Town currently does not have a comprehensive work order and preventative

maintenance program for facilities. A new program needs to be implemented thatwill assist with long term facility planning and modification to the current system toincorporate predictive planning as well as maximizing capital, operating andpersonnel resources

6.0 2014 Departmental Priorities The Community Based Strategic Plan is the framework within which Public Works has identified it priorities and targets or planned results for the next seven years. There are 18 priorities that guide the detailed work plans for the six Divisions.


1

1.1 Protect watersheds 1.11 Enforce by-laws and building codes

related to environmental issues 1.12 Mitigate contribution of migrating

contaminants originating from corporate properties

1.13 Streamline approval process and timing with internal and outside agencies

1.14 Control indiscriminate dumping/landfilling on private lands

1.15 Accelerate low impact development innovations, particularly related to storm water management)

1.16 Carry out storm water master plan within Toronto Region Conservation Authority (TRCA) watershed in 2014 and Credit Valley Conservation Authority (CVCA) watershed in 2015.

1 PW Budget



2

1.2 Conserve Energy 1.21 Use leading edge life-cycle costing 1.22 Fully implement maintenance

management programs for fleet and operations. This includes timely replacement of equipment and vehicles.

1.23 Continue to reduce energy use (and carbon footprint) in all public works facilities, with a focus on automated systems

1 PW Budget

3

1.3 “Green” long-term planning 1.31 Continue to use and explore

additional applications for green products and related initiatives

1.32 Investigate and install equipment in public facilities in accordance with green building standards

1 PW Budget

4

2.1 Connect with smart technology 2.11 Provide instant/real time information

sharing and delivery 2.12 Fully implement maintenance

management system for all PW assets; establish equipment and facility reserves that support timely, cost-effective replacement of the assets (see also 1.22)

2.13 Involve communities in problem-solving, utilizing multiple media technologies

2.14 Use tested and proven new technologies in the design and retrofitting of public buildings.

2 PW Budget

5

2.2 Plan ahead for growth 2.21 Align services with needs and

growth: north-south, rural-urban, changing lifestyles, lifecycles and cultures

2.22 Automate road maintenance planning and operations

2 PW Budget



6

2.3 Build to consistent design standards 2.31 Integrate green connection 2.32 Adhere consistently to internal and

external procedures 2 PW Budget

7

3.1 Provide safe connectivity year round 3.11 Extend hours of operation for

improved customer service 3.12 Expand active transportation/bicycle

lanes (in all new subdivisions; on arterial/rural roads over the long-term)

3.13 Enhance the Town’s capacity through its buildings, communications, operational processes and planned environments to support safety, health and wellness for all ages and stages

3 PW Budget

8

3.2 Integrate and collaborate corporate-wide 3.21 Build skills, structures and

processes to facilitate a team environment

3 PW Budget

9

3.3 Retrofit/evaluate assets for accessibility, safety, “green” and environmental adherence 3.31 Implement LED lighting as a Town

standard 3.32 Develop a facility improvement plan

(for mould, asbestos, heating and cooling, structural soundness and energy efficiency)

3.33 Explore feasibility of electric charging stations at town facilities

3 PW Budget

10

3.4 Promote clean air habits 3.41 Enforce bylaws covering smoke-free and idle-free zones 4.42 Continue to upgrade town’s fleet, equipment and buildings

3 PW Budget



11

4.1 Guide responsible preservation (pride in the community’s cultural and heritage features) 4.11 Enforce standards pro-actively

(special community projects, clean roads, property, graffiti removal)

4.12 Facilitate “eyes-on-the-community” feedback mechanism for staff and public

4.13 Maintain and promote Town’s historical inventory

4 PW Budget

12 4.2 Champion functional artistic landscaping 4.21 Identify Town branding for

landscape design 4 PW Budget

13

5.1 Advocate for and implement sustainable infrastructure 5.11 Secure an affordable, long-term

capital plan (a capital assets system that addresses long-term replacement costs)

5.12 Build/upgrade roads, culverts, bridges that support agricultural businesses as well as the Town’s growing community

5.13 Utilize capital assets plan to seek other agency funding and grants

5.14 Build a smart network of connections with the community (e.g. traffic planning)

5 PW Budget

14

5.2 Build budgets to match evolution in services, development and maintenance (residential, industrial, commercial, institutional) 5.21 Implement activity-based budgeting

5 PW Budget

15

5.3 Align policies to cultivate local business development and engagement 5.31 Encourage local businesses to bid

on Town tendered services 5.32 Develop policies that attract and

engage youth

5 PW Budget



16

6.1 Invest intelligently in project partnerships (internally and externally) embedding life cycle sustainability 6.1 Partner with local municipalities and

the private sector for economies of scale, cost-sharing and planning.

6.2 Evaluate and implement project life-cycle costs

6 PW Budget

17

6.2 Engage staff and community in understanding what we do and improving our services

6.21 Invest in ways and means to enable staff to innovate

6.22 Enable transparency, clarity and consistency on all policies and procedures (see also 2.3)

6.23 Implement job-sharing and shadowing programs as well as cross-divisional/cross-corporate training

6.24 Improve capabilities and reliability of customer service data–management systems

6 PW Budget

18

6.3 Step up participation in community events 6.31 Increase involvement in fairs,

parades, trade shows and special community events

6 PW Budget

Core Values: A Guide for Public Works Everyday Actions

Solution-focused customer service that is responsive, reliable, empathetic and respectful Open, transparent and accountable communications Innovation and continuous improvement always top of mind in pursuit of excellence A supportive team environment where all contributions are valued and internal dialogue

is encouraged A dynamic culture built on a shared understanding of roles and responsibilities

Based on Community Based Strategic Plan’s Goals and the Core Values, the following is a list of the 2014 departmental priorities that the department intends to undertake with the 2014 Operating and Capital Budget requested as part of this Business Plan:




ADMINISTRATIVE SERVICES

1 Provide transparency, clarity and consistency on policies and procedures

Goal#6 – provide strong government

Operating Budget

2 Increase safety within the Community Facilitate “eyes-on-the-community” feedback mechanism for staff and public

Goal#4 – Value and promote culture, heritage and the arts

Operating Budget

3 Involve communities in problem-solving and innovating utilizing multiple media technologies

Goal#2 – Complete our Community of Communities

Operating Budget

4

Work cooperatively with Corporate Services and IT to develop and implement an enterprise work management solution for PW department


Operating Budget

5 Work with Corporate Services to develop an activity based budget for PW to be in place by January 2015


Operating Budget

REGULATORY SERVICES

1

Development and Implementation of new procedures for Regulatory Division with emphasis on communication enhancements internal and external

Goal # 6- Provide High Quality Public Services

Operating Budget

2 Enhance enforcement process to improve outcomes and prosecution brief quality


Operating Budget

3 Increase the amount of bylaw enforcement hours


Unfunded

4 Implement new processes to regulate the anticipated amendments to the Fill Bylaw


Operating Budget

ENGINEERING SERVICES

1 Undertake Storm Water Management Master Plan for the TRCA Watershed area

Goal #2 – development of a safe community

Capital Budget

2

Develop new funding envelopes within the Capital Budget to allocate funds to low volume roads that are not receiving timely attention for rehabilitation in the current process


Requested Urgent

Unmet Need, no tax levy

impact



3 Finalize 10 year Roads and Structures Capital Plans Update

Goal # 2 – safe, connected community based on sound planning principles

Operating Budget

4 Improve Communications between Engineering Services and internal departments/divisions, and outside agencies


Operating Budget

5 Continue with the implementation of quick wins of the Road Network Safety Study


Operating Budget

6

Work with MNR, CA’s and other approval agencies in an effort to streamline the approval process for bridge replacement/rehabilitation projects


Capital Budget

7

Advance Traffic Safety through the proactive approach of monitoring problem areas of high speed, high risk, and identifying potential traffic calming locations with direct communication to the Ontario Provincial Police for enforcement activities


Operating Budget

OPERATIONS

1 Continue feasibility investigation into new operations centre Goal#1 – Partner with… Operating

Budget

2 Fully implement a CMMS program for roads and fleet operations.

Goal#2 – Complete our community…

Operating Budget

3 Align Services with needs and growth Goal#5 – Cultivate a diverse…

Operating Budget

4 Improve Road Maintenance Controls Goal#5 – Cultivate a diverse…

Operating Budget

5 Review winter control protocols for sidewalk plowing.

Goal #2 – Complete our community….

Operating Budget

6 Undertake a core service review of all operational activities

Goal #2 – Complete our community….

Operating Budget

7 Replace 3 Supervisor’s trucks at 200k Goal #2 – Complete our community….

Fleet Reserves

8 Implement a scheduled replacement plan to aid in lowering the cost of fleet ownership. Goal # 1, # 2 & # 6.

Operating Budget



9 Continue to ‘green’ the fleet with better fuel efficiencies. Goal # 1, and # 2

Operating Budget

ENERGY AND ENVIRONMENT

1

Energy and Environment Strategic Plan Update to refresh actions in Environmental Progress Action Plan and Corporate Energy Management Plan to comply with Energy Reporting requirement within O.Reg 397/11. This may also identify new “green” public

works actions (i.e. greening development standards, enhanced green fleet strategy, energy efficiency measures at Work Yards, etc) that Energy and Environment staff can initiate within the Department.

Goal#1 – live green Capital Budget

2 Ongoing Implementation of immediate and joint Peel Climate Change Strategy actions Goal#1 – live green

Operating Budget

3 Implementation of new Green Procurement Policy and development of staff resources Goal#1 – live green

Operating Budget

4 Implementation of Proposed Idling Control By-Law Goal#1 – live green

Operating Budget

5

Caledon Centre for Recreation and Wellness Re-commissioning Project- a one year re-optimization process to improve a building’s

overall energy performance

Goal #1- live green Capital Budget

6

Continue work with DAPP to have residential sustainability policies incorporated into Mayfield West Phase 2 Secondary Plan. This includes further exploration of Enbridge’s

Saving by Design program with landowners and developers group as an implementation mechanism. Goal #1- live green

An Ontario Power Authority grant was received for the policy development and Enbridge’s

Saving by Design Program has an incentive component



7

Contribute to Smart Commute Brampton Caledon (SCBC) as a municipal funder ($10,000 for 2014). This would be a one year pilot and would result in the Town obtaining assistance with various sustainable transportation projects such as: SCBC Program Support Sustainability Projects School Zone Idle Free Blitz’s

Exploration of residential strategies

Goal #1- live green Operating Budget

FACILITIES – PROJECT MANAGEMENT

1 Complete Design and start construction on a new Bolton fire hall and ambulance station

Goal #2 – Safe, connected community based on sound planning principles

Capital Budget

2 Design and construction for the Orange Lodge on Town Hall Campus

Goal # 4 – Value and promote culture, heritage and the arts

Capital Budget

3 Town Hall redesign Goal #6 – Provide strong government Capital Budget

4 Provide backup generator power for the Caledon Community Centre and Arena

Goal #2 – Safe connected community Capital Budget

FACILITY MANAGEMENT

1 Redesign HVAC units for Town Hall and tender for replacement


Capital Budget

2 Complete a long term building roof replacement plan for the Town


Capital Budget

3 Redesign the work order system and streamline for Facility properties

Goal #6 – Provide strong government

Operating Budget



4 Remove barriers in Facilities to ensure accessibility is the standard


Operating & Capital Budget

5 Increase facility efficiency and utilization


Operating Budget

6 Replace the Roof at Belfountain Community Centre


Capital Budget

7 Continue with facility maintenance and operation and timely response to facility user requests


Operating Budget

TOWN OF CALEDON2014 OPERATING BUDGET - PUBLIC WORKS

Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-09-155-43050-375-61520 Wages-Casual Temporary $5,194 $14,994

01-09-155-43050-375-61523 Benefits-Casual Temporary $602 $1,76301-09-155-43050-375-62017 Caretaking Supplies $3,000 $3,00001-09-155-43050-375-62018 Operating Supplies $1,000 $1,00001-09-155-43050-375-62111 Maintenance & Repairs-Grounds $2,000 $2,00001-09-155-43050-375-62112 Maintenance & Repairs-Building $10,000 $10,00001-09-155-43050-375-62114 Small Equip Repair/Purchase $1,000 $1,00001-09-155-43050-375-62215 Natural Gas $5,000 $5,00001-09-155-43050-375-62216 Electricity $20,000 $20,00001-09-155-43050-375-62217 Water/Waste Water $2,000 $2,00001-09-155-43050-375-62335 Contracted Services $20,000 $20,000

Expense Total $69,796 $80,757Capital Project & Prprty Mgmt Total $69,796 $80,757

6211 Old Church Road Total $69,796 $80,757Expense 01-09-155-43050-310-62017 Caretaking Supplies $100 $100

01-09-155-43050-310-62018 Operating Supplies $100 $10001-09-155-43050-310-62111 Maintenance & Repairs-Grounds $500 $50001-09-155-43050-310-62112 Maintenance & Repairs-Building $3,000 $3,00001-09-155-43050-310-62114 Small Equip Repair/Purchase $200 $20001-09-155-43050-310-62215 Natural Gas $6,000 $6,00001-09-155-43050-310-62216 Electricity $1,620 $1,62001-09-155-43050-310-62217 Water/Waste Water $1,635 $1,63501-09-155-43050-310-62312 Insurance $2,000 $2,00001-09-155-43050-310-62314 Mileage $880 $88001-09-155-43050-310-62321 Rental-Facility $200 $200


Alton Town Hall Total $16,235 $16,235Revenue 01-09-155-43050-315-50060 Auditorium/Room Rentals ($1,000) ($1,000)Revenue Total ($1,000) ($1,000)Expense 01-09-155-43050-315-61520 Wages-Casual Temporary $1,193 $1,200

01-09-155-43050-315-61523 Benefits-Casual Temporary $140 $14101-09-155-43050-315-62011 Office Supplies $100 $10001-09-155-43050-315-62014 Uniforms/Protective Clothing $100 $10001-09-155-43050-315-62017 Caretaking Supplies $200 $20001-09-155-43050-315-62018 Operating Supplies $200 $20001-09-155-43050-315-62111 Maintenance & Repairs-Grounds $300 $30001-09-155-43050-315-62112 Maintenance & Repairs-Building $3,000 $3,00001-09-155-43050-315-62114 Small Equip Repair/Purchase $200 $20001-09-155-43050-315-62215 Natural Gas $2,800 $2,82801-09-155-43050-315-62216 Electricity $890 $93501-09-155-43050-315-62312 Insurance $1,635 $1,63501-09-155-43050-315-62335 Contracted Services $2,000 $2,00001-09-155-43050-315-62396 Mobile Phones / Pagers $300 $300


Belfountain Community Hall Total $12,058 $12,139Revenue 01-09-155-43050-199-50060 Auditorium/Room Rentals $0 ($7,560)Revenue Total $0 ($7,560)Expense 01-09-155-43050-199-62017 Caretaking Supplies $0 $400

01-09-155-43050-199-62111 Maintenance & Repairs-Grounds $0 $1,00001-09-155-43050-199-62335 Contracted Services $0 $1,000

Expense Total $0 $2,400Capital Project & Prprty Mgmt Total $0 ($5,160)

Fire Administration Total $0 ($5,160)Expense 01-09-155-43050-330-62112 Maintenance & Repairs-Building $700 $0

01-09-155-43050-330-62437 Contribution to Reserves $300 $0Expense Total $1,000 $0

Capital Project & Prprty Mgmt Total $1,000 $0Kinsmen Building - Bolton Total $1,000 $0Melville Expense 01-09-155-43050-335-62112 Maintenance & Repairs-Building $1,200 $1,200

01-09-155-43050-335-62437 Contribution to Reserves $300 $300Expense Total $1,500 $1,500

Capital Project & Prprty Mgmt Total $1,500 $1,500Melville Total $1,500 $1,500

Fire Administration

Capital Project & Prprty Mgmt

Kinsmen Building - Bolton

6211 Old Church Road


Alton Town Hall


Belfountain Community Hall





Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-09-155-43050-340-61520 Wages-Casual Temporary $464 $500

01-09-155-43050-340-61523 Benefits-Casual Temporary $54 $5901-09-155-43050-340-62017 Caretaking Supplies $200 $20001-09-155-43050-340-62018 Operating Supplies $150 $15001-09-155-43050-340-62112 Maintenance & Repairs-Building $1,000 $2,00001-09-155-43050-340-62312 Insurance $2,180 $2,18001-09-155-43050-340-62314 Mileage $7,000 $7,00001-09-155-43050-340-62335 Contracted Services $1,200 $001-09-155-43050-340-62437 Contribution to Reserves $200 $200


Old Caledon Township Hall Total $12,448 $12,289OPP Bolton Expense 01-09-155-43030-210-62017 Caretaking Supplies $0 $500

01-09-155-43030-210-62112 Maintenance & Repairs-Building $0 $60001-09-155-43030-210-62321 Rental-Facility $13,000 $13,00001-09-155-43030-210-62335 Contracted Services $5,000 $001-09-155-43030-210-62397 Telephone $720 $3,50001-09-155-43030-210-62437 Contribution to Reserves $981 $0


OPP Bolton Total $19,701 $17,600OPP Caledon Revenue 01-09-155-43030-220-50516 Rents-OPP Caledon East ($53,000) ($53,000)

01-09-155-43030-220-50517 Recoveries-OPP ($273,553) ($381,278)Revenue Total ($326,553) ($434,278)Expense 01-09-155-43030-220-61108 Distributed Salaries $60,622 $60,622

01-09-155-43030-220-61510 Salaries-Permanent $49,187 $61,91901-09-155-43030-220-61513 Benefits-Permanent $16,359 $18,77801-09-155-43030-220-61520 Wages-Casual Temporary $1,024 $3,20001-09-155-43030-220-61523 Benefits-Casual Temporary $120 $37601-09-155-43030-220-62017 Caretaking Supplies $5,000 $5,00001-09-155-43030-220-62018 Operating Supplies $2,000 $5,00001-09-155-43030-220-62111 Maintenance & Repairs-Grounds $3,000 $3,00001-09-155-43030-220-62112 Maintenance & Repairs-Building $4,000 $4,00001-09-155-43030-220-62114 Small Equip Repair/Purchase $6,600 $6,60001-09-155-43030-220-62130 Generator-Fuel & Maintenance $10,000 $10,00001-09-155-43030-220-62215 Natural Gas $0 $7,00001-09-155-43030-220-62216 Electricity $0 $80,00001-09-155-43030-220-62217 Water/Waste Water $0 $1,50001-09-155-43030-220-62310 Training/Development/Seminars $0 $1,50001-09-155-43030-220-62312 Insurance $3,924 $3,92401-09-155-43030-220-62314 Mileage $0 $15001-09-155-43030-220-62319 Grants $14,000 $14,00001-09-155-43030-220-62335 Contracted Services $55,000 $60,00001-09-155-43030-220-62397 Telephone $0 $3,50001-09-155-43030-220-62437 Contribution to Reserves $925 $925

Expense Total $231,761 $350,994Capital Project & Prprty Mgmt Total ($94,792) ($83,284)

OPP Caledon East Total ($94,792) ($83,284)Expense 01-09-155-43030-230-62111 Maintenance & Repairs-Grounds $100 $0

01-09-155-43030-230-62215 Natural Gas $600 $001-09-155-43030-230-62216 Electricity $2,000 $001-09-155-43030-230-62217 Water/Waste Water $50 $001-09-155-43030-230-62312 Insurance $981 $001-09-155-43030-230-62335 Contracted Services $1,500 $0

Expense Total $5,231 $0Capital Project & Prprty Mgmt Total $5,231 $0

OPP Caledon Village Total $5,231 $0OPP Expense 01-09-155-43030-240-61520 Wages-Casual Temporary $4,256 $0

01-09-155-43030-240-61521 Overtime-Casual Temporary $501 $001-09-155-43030-240-61523 Benefits-Casual Temporary $200 $001-09-155-43030-240-62321 Rental-Facility $11,184 $11,18401-09-155-43030-240-62335 Contracted Services $0 $1,50001-09-155-43030-240-62397 Telephone $720 $0


OPP Orangeville Total $16,861 $12,684




Old Caledon Township Hall

OPP Caledon Village




Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetOrange Lodge Revenue 01-09-155-43050-380-50060 Auditorium/Room Rentals $0 ($200)

Revenue Total $0 ($200)Expense 01-09-155-43050-380-62011 Office Supplies $0 $100

01-09-155-43050-380-62014 Uniforms/Protective Clothing $0 $10001-09-155-43050-380-62017 Caretaking Supplies $0 $20001-09-155-43050-380-62018 Operating Supplies $0 $20001-09-155-43050-380-62111 Maintenance & Repairs-Grounds $0 $30001-09-155-43050-380-62112 Maintenance & Repairs-Building $0 $3,00001-09-155-43050-380-62114 Small Equip Repair/Purchase $0 $20001-09-155-43050-380-62335 Contracted Services $0 $2,000

Expense Total $0 $6,100Capital Project & Prprty Mgmt Total $0 $5,900

Orange Lodge Total $0 $5,900Revenue 01-09-155-43050-345-50060 Auditorium/Room Rentals ($19,940) ($21,588)Revenue Total ($19,940) ($21,588)Expense 01-09-155-43050-345-62018 Operating Supplies $200 $200

01-09-155-43050-345-62112 Maintenance & Repairs-Building $1,500 $1,50001-09-155-43050-345-62215 Natural Gas $3,870 $3,87001-09-155-43050-345-62216 Electricity $4,320 $4,52601-09-155-43050-345-62217 Water/Waste Water $1,400 $1,51201-09-155-43050-345-62312 Insurance $2,180 $2,18001-09-155-43050-345-62335 Contracted Services $2,000 $2,00001-09-155-43050-345-62337 Property Taxes $0 $5,50001-09-155-43050-345-62437 Contribution to Reserves $300 $300

Expense Total $15,770 $21,588Capital Project & Prprty Mgmt Total ($4,170) $0

Palgrave Community Ctr Total ($4,170) $0Parks Shed Road & Fleet Expense 01-09-495-49060-530-62018 Operating Supplies $1,430 $1,430

01-09-495-49060-530-62112 Maintenance & Repairs-Building $2,040 $2,04001-09-495-49060-530-62215 Natural Gas $542 $54201-09-495-49060-530-62216 Electricity $1,508 $1,508

Expense Total $5,520 $5,520Road & Fleet Services Total $5,520 $5,520

Parks Shed Total $5,520 $5,520Rosehill Expense 01-09-155-43050-350-62112 Maintenance & Repairs-Building $101 $101

01-09-155-43050-350-62312 Insurance $1,199 $1,19901-09-155-43050-350-62396 Mobile Phones / Pagers $200 $200


Rosehill Total $1,500 $1,500St.Andrew Expense 01-09-155-43050-360-62112 Maintenance & Repairs-Building $1,200 $1,200

01-09-155-43050-360-62437 Contribution to Reserves $300 $300Expense Total $1,500 $1,500

Capital Project & Prprty Mgmt Total $1,500 $1,500St.Andrew Total $1,500 $1,500Town Hall Administration Expense 01-09-115-40010-365-61510 Salaries-Permanent $311,730 $333,004

01-09-115-40010-365-61512 Recovery-Salaries-Permanent ($35,000) ($35,000)01-09-115-40010-365-61513 Benefits-Permanent $88,662 $91,26801-09-115-40010-365-62011 Office Supplies $6,000 $6,00001-09-115-40010-365-62245 Studies/Consultants $10,000 $10,00001-09-115-40010-365-62310 Training/Development/Seminars $3,000 $3,00001-09-115-40010-365-62311 Memberships/Dues $3,000 $3,00001-09-115-40010-365-62312 Insurance $389,804 $389,80401-09-115-40010-365-62314 Mileage $3,000 $3,00001-09-115-40010-365-62315 Printing & Advertising $4,000 $4,00001-09-115-40010-365-62339 Communication Equipment $15,000 $15,00001-09-115-40010-365-62346 Courier $1,000 $1,00001-09-115-40010-365-62375 Meeting Expenses $3,000 $3,00001-09-115-40010-365-62396 Mobile Phones / Pagers $1,696 $1,696

Expense Total $804,892 $828,772Administration Total $804,892 $828,772


Palgrave Community Ctr






01-09-155-43020-365-61512 Recovery-Salaries-Permanent ($154,868) ($97,428)01-09-155-43020-365-61513 Benefits-Permanent $69,198 $59,85001-09-155-43020-365-62011 Office Supplies $667 $66701-09-155-43020-365-62014 Uniforms/Protective Clothing $735 $73501-09-155-43020-365-62018 Operating Supplies $800 $80001-09-155-43020-365-62239 Equipment $1,506 $1,50601-09-155-43020-365-62310 Training/Development/Seminars $7,533 $7,53301-09-155-43020-365-62311 Memberships/Dues $2,400 $2,40001-09-155-43020-365-62314 Mileage $1,667 $1,66701-09-155-43020-365-62315 Printing & Advertising $1,333 $1,33301-09-155-43020-365-62334 Service Contracts $5,793 $5,79301-09-155-43020-365-62396 Mobile Phones / Pagers $1,524 $1,52401-09-155-43040-365-61510 Salaries-Permanent $220,099 $214,08801-09-155-43040-365-61513 Benefits-Permanent $64,698 $62,06201-09-155-43040-365-61520 Wages-Casual Temporary $12,473 $12,80001-09-155-43040-365-61523 Benefits-Casual Temporary $1,467 $1,50501-09-155-43040-365-62011 Office Supplies $300 $30001-09-155-43040-365-62014 Uniforms/Protective Clothing $900 $90001-09-155-43040-365-62017 Caretaking Supplies $800 $80001-09-155-43040-365-62018 Operating Supplies $500 $50001-09-155-43040-365-62114 Small Equip Repair/Purchase $1,000 $1,00001-09-155-43040-365-62239 Equipment $1,000 $1,00001-09-155-43040-365-62310 Training/Development/Seminars $3,000 $3,00001-09-155-43040-365-62311 Memberships/Dues $500 $50001-09-155-43040-365-62314 Mileage $5,900 $5,90001-09-155-43040-365-62315 Printing & Advertising $1,500 $1,50001-09-155-43040-365-62335 Contracted Services $8,000 $8,00001-09-155-43040-365-62397 Telephone $850 $85001-09-155-43040-365-62404 Internal Recovery Other $9,000 $9,00001-09-155-43050-365-61510 Salaries-Permanent $152,099 $155,08101-09-155-43050-365-61512 Recovery-Salaries-Permanent ($60,622) ($60,622)01-09-155-43050-365-61513 Benefits-Permanent $43,669 $44,09101-09-155-43050-365-61520 Wages-Casual Temporary $48,411 $49,50001-09-155-43050-365-61523 Benefits-Casual Temporary $5,693 $5,82101-09-155-43050-365-62011 Office Supplies $200 $20001-09-155-43050-365-62014 Uniforms/Protective Clothing $500 $50001-09-155-43050-365-62017 Caretaking Supplies $10,000 $10,00001-09-155-43050-365-62018 Operating Supplies $9,400 $10,00001-09-155-43050-365-62111 Maintenance & Repairs-Grounds $5,000 $5,00001-09-155-43050-365-62112 Maintenance & Repairs-Building $60,000 $60,00001-09-155-43050-365-62114 Small Equip Repair/Purchase $8,000 $8,00001-09-155-43050-365-62130 Generator-Fuel & Maintenance $5,000 $5,00001-09-155-43050-365-62215 Natural Gas $42,546 $25,00001-09-155-43050-365-62216 Electricity $117,860 $133,60001-09-155-43050-365-62217 Water/Waste Water $8,550 $7,05001-09-155-43050-365-62218 Green Power $12,852 $001-09-155-43050-365-62256 Security $20,000 $25,00001-09-155-43050-365-62310 Training/Development/Seminars $3,900 $3,90001-09-155-43050-365-62312 Insurance $9,908 $9,90801-09-155-43050-365-62314 Mileage $500 $50001-09-155-43050-365-62335 Contracted Services $114,060 $115,00001-09-155-43050-365-62378 Furniture/Fixtures $18,000 $42,00001-09-155-43050-365-62383 AV Equipment $10,000 $10,00001-09-155-43050-365-62397 Telephone $4,340 $4,34001-09-155-43050-365-62437 Contribution to Reserves $10,600 $10,600

Expense Total $1,181,399 $1,192,119Capital Project & Prprty Mgmt Total $1,181,399 $1,192,119



Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetRevenue 01-09-255-44040-365-50352 MicroFIT Meters ($7,000) ($28,000)Revenue Total ($7,000) ($28,000)Expense 01-09-255-44040-365-61510 Salaries-Permanent $162,236 $165,886

01-09-255-44040-365-61513 Benefits-Permanent $46,185 $46,17201-09-255-44040-365-61520 Wages-Casual Temporary $9,203 $9,40001-09-255-44040-365-61523 Benefits-Casual Temporary $1,082 $1,10501-09-255-44040-365-62011 Office Supplies $500 $50001-09-255-44040-365-62224 Community Green Fund $17,000 $17,00001-09-255-44040-365-62245 Studies/Consultants $17,000 $17,00001-09-255-44040-365-62305 Computer Services $19,000 $19,00001-09-255-44040-365-62310 Training/Development/Seminars $6,000 $6,00001-09-255-44040-365-62311 Memberships/Dues $6,000 $6,00001-09-255-44040-365-62314 Mileage $1,750 $2,25001-09-255-44040-365-62315 Printing & Advertising $4,500 $4,50001-09-255-44040-365-62320 Smart Commute $2,400 $2,40001-09-255-44040-365-62346 Courier $100 $10001-09-255-44040-365-62355 Special Events $3,500 $3,50001-09-255-44040-365-62375 Meeting Expenses $650 $65001-09-255-44040-365-62393 School Community Green Fund $18,000 $18,00001-09-255-44040-365-62394 Peel Climate Change $39,000 $39,00001-09-255-44040-365-62396 Mobile Phones / Pagers $1,635 $1,63501-09-255-44040-365-62437 Contribution to Reserves $0 $20,75001-09-255-44040-365-62446 MicroFIT Meters $0 $250

Expense Total $355,741 $381,098Energy & Environment Total $348,741 $353,098

Revenue 01-09-265-49010-365-50319 Grants/Subsidies ($2,500) ($2,500)01-09-265-49010-365-50328 Engineering Fee ($594,600) ($844,476)01-09-265-49010-365-50337 Benchmark Fee-Eng. ($15,400) ($15,400)01-09-265-49010-365-50341 Eng. Drawing Fee ($7,560) ($7,560)01-09-265-49010-365-50986 Reserve Fund To Revenue ($277,179) ($174,085)

Revenue Total ($897,239) ($1,044,021)Expense 01-09-265-49010-365-61109 Salary Recovery ($186,500) ($283,253)

01-09-265-49010-365-61510 Salaries-Permanent $618,899 $721,74301-09-265-49010-365-61513 Benefits-Permanent $167,498 $199,93501-09-265-49010-365-61520 Wages-Casual Temporary $32,983 $33,70001-09-265-49010-365-61523 Benefits-Casual Temporary $3,879 $3,96301-09-265-49010-365-62014 Uniforms/Protective Clothing $750 $75001-09-265-49010-365-62245 Studies/Consultants $20,000 $367,85001-09-265-49010-365-62310 Training/Development/Seminars $9,000 $9,00001-09-265-49010-365-62311 Memberships/Dues $1,000 $1,00001-09-265-49010-365-62314 Mileage $9,000 $9,00001-09-265-49010-365-62339 Communication Equipment $500 $50001-09-265-49010-365-62396 Mobile Phones / Pagers $2,735 $2,73501-09-265-49010-365-62402 External Debt Repayment $373,000 $175,31001-09-265-49010-365-62437 Contribution to Reserves $19,500 $19,500

Expense Total $1,072,244 $1,261,733Engineering Services Total $175,005 $217,712

Revenue 01-09-475-49020-365-50300 Internal Recoveries ($526,989) ($700,181)01-09-475-49030-365-50325 Tree Seedling Program ($25,000) ($25,000)01-09-475-49030-365-50611 Fill Permits ($15,000) ($35,000)01-09-475-49030-365-50613 Miscellaneous Fees ($200) ($200)01-09-475-49030-365-50614 Woodland Permits ($200) ($200)01-09-475-49030-365-50616 Property Standards Recovery ($23,000) ($23,000)01-09-475-49040-365-50640 Parking Fines/Payments ($372,400) ($372,400)

Revenue Total ($962,789) ($1,155,981)

Energy & Environment


Regulatory Services



01-09-475-49020-365-61513 Benefits-Permanent $133,091 $153,50101-09-475-49020-365-61520 Wages-Casual Temporary $26,000 $26,00001-09-475-49020-365-61523 Benefits-Casual Temporary $6,500 $6,50001-09-475-49020-365-62011 Office Supplies $1,400 $1,40001-09-475-49020-365-62014 Uniforms/Protective Clothing $2,500 $2,50001-09-475-49020-365-62015 Inspection Supplies $1,000 $1,00001-09-475-49020-365-62310 Training/Development/Seminars $7,000 $8,40001-09-475-49020-365-62311 Memberships/Dues $4,250 $4,25001-09-475-49020-365-62314 Mileage $25,500 $25,50001-09-475-49020-365-62315 Printing & Advertising $500 $50001-09-475-49020-365-62396 Mobile Phones / Pagers $2,285 $2,28501-09-475-49030-365-61510 Salaries-Permanent $475,714 $483,68101-09-475-49030-365-61511 Overtime-Permanent $5,000 $5,00001-09-475-49030-365-61513 Benefits-Permanent $135,865 $135,28201-09-475-49030-365-61520 Wages-Casual Temporary $0 $38,04201-09-475-49030-365-61523 Benefits-Casual Temporary $0 $4,94501-09-475-49030-365-62011 Office Supplies $2,000 $2,00001-09-475-49030-365-62014 Uniforms/Protective Clothing $2,500 $2,50001-09-475-49030-365-62018 Operating Supplies $1,000 $46,00001-09-475-49030-365-62310 Training/Development/Seminars $6,500 $11,50001-09-475-49030-365-62311 Memberships/Dues $2,000 $2,00001-09-475-49030-365-62314 Mileage $1,500 $1,50001-09-475-49030-365-62315 Printing & Advertising $1,000 $1,00001-09-475-49030-365-62328 Tree Seedling Program $25,000 $25,00001-09-475-49030-365-62329 Education Programs $3,000 $3,00001-09-475-49030-365-62332 Protection to Person & Prop $21,000 $21,00001-09-475-49030-365-62396 Mobile Phones / Pagers $2,000 $2,00001-09-475-49040-365-61510 Salaries-Permanent $138,511 $139,83601-09-475-49040-365-61511 Overtime-Permanent $1,000 $1,00001-09-475-49040-365-61513 Benefits-Permanent $41,257 $40,90301-09-475-49040-365-62011 Office Supplies $1,250 $1,25001-09-475-49040-365-62014 Uniforms/Protective Clothing $1,500 $1,50001-09-475-49040-365-62114 Small Equip Repair/Purchase $500 $50001-09-475-49040-365-62310 Training/Development/Seminars $1,500 $1,50001-09-475-49040-365-62315 Printing & Advertising $2,500 $2,50001-09-475-49040-365-62335 Contracted Services $12,000 $12,00001-09-475-49040-365-62396 Mobile Phones / Pagers $500 $50001-09-475-49040-365-62416 Interdepartmental Charges $59,226 $59,226

Expense Total $1,614,812 $1,822,836Regulatory Services Total $652,023 $666,855

Revenue 01-09-495-49050-365-50013 Fuel Recovery - Fire ($70,600) ($70,600)01-09-495-49050-365-50304 Peel Services ($10,000) ($10,000)01-09-495-49050-365-50312 Dufferin/Caledon Ambulanc ($5,000) ($5,000)01-09-495-49050-365-50314 Caledon Community Service ($65,000) ($65,000)01-09-495-49050-365-50334 Vehicle-Building & Enforcement ($25,000) ($25,000)01-09-495-49050-365-50336 Recreation-vehicle rental ($12,000) ($12,000)01-09-495-49050-365-50340 Fire Fleet Maintenance ($215,000) ($215,000)01-09-495-49070-365-50050 Miscellaneous ($12,500) ($12,500)01-09-495-49070-365-50300 Internal Recoveries ($54,700) ($54,700)01-09-495-49070-365-50305 Culvert Permits ($16,000) ($16,000)01-09-495-49070-365-50306 Mainten. Unassumed Roads ($40,000) ($40,000)01-09-495-49070-365-50309 Municipal Sign #'s ($5,000) ($5,000)01-09-495-49070-365-50310 External Cost Recovery ($45,000) ($45,000)01-09-495-49070-365-50319 Grants/Subsidies ($9,800) ($9,800)01-09-495-49070-365-50331 Program Cost Recoveries ($30,000) ($30,000)01-09-495-49070-365-50349 Go Transit ($22,500) ($22,500)01-09-495-49070-365-50353 Heavy Truckload Rd Use ($2,000) ($2,000)

Revenue Total ($640,100) ($640,100)



Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetExpense 01-09-495-49050-365-61216 Standby $17,851 $17,851

01-09-495-49050-365-61510 Salaries-Permanent $125,000 $137,02201-09-495-49050-365-61511 Overtime-Permanent $7,475 $7,47501-09-495-49050-365-61513 Benefits-Permanent $21,650 $40,31301-09-495-49050-365-61540 Wages-CUPE $350,000 $392,82701-09-495-49050-365-61543 Benefits-CUPE $95,000 $109,85201-09-495-49050-365-62012 Vehicle Maintenance/Supplies $583,125 $583,12501-09-495-49050-365-62013 Fuel $628,434 $628,43401-09-495-49050-365-62014 Uniforms/Protective Clothing $9,718 $19,71801-09-495-49050-365-62114 Small Equip Repair/Purchase $60,000 $60,00001-09-495-49050-365-62310 Training/Development/Seminars $5,712 $8,71201-09-495-49050-365-62311 Memberships/Dues $4,000 $4,84001-09-495-49050-365-62314 Mileage $2,500 $2,50001-09-495-49050-365-62339 Communication Equipment $31,212 $31,21201-09-495-49050-365-62396 Mobile Phones / Pagers $2,608 $2,60801-09-495-49050-365-62418 Debt Repayment $640,000 $640,00001-09-495-49080-365-61216 Standby $12,433 $12,43301-09-495-49080-365-61510 Salaries-Permanent $544,944 $555,57801-09-495-49080-365-61511 Overtime-Permanent $203,599 $203,59901-09-495-49080-365-61513 Benefits-Permanent $170,550 $149,71301-09-495-49080-365-61520 Wages-Casual Temporary $314,265 $386,34001-09-495-49080-365-61523 Benefits-Casual Temporary $95,460 $45,74901-09-495-49080-365-61540 Wages-CUPE $1,250,000 $1,300,13401-09-495-49080-365-61543 Benefits-CUPE $365,592 $393,26201-09-495-49090-365-62227 Material - Cold Patch $107,161 $107,16101-09-495-49090-365-62230 Base Repairs-Paved $37,400 $60,00001-09-495-49090-365-62257 Shouldering $26,520 $26,52001-09-495-49090-365-62335 Contracted Services $88,944 $88,94401-09-495-49090-365-62349 Sweeping Contracts $127,500 $127,50001-09-495-49100-365-62040 Gravel $183,600 $183,60001-09-495-49100-365-63036 Summer Mtrl Purch-Calcium $213,073 $217,33401-09-495-49110-365-62014 Uniforms/Protective Clothing $43,800 $43,80001-09-495-49110-365-62122 Pit Operations $6,763 $6,76301-09-495-49110-365-62310 Training/Development/Seminars $39,048 $39,04801-09-495-49110-365-62311 Memberships/Dues $2,200 $2,20001-09-495-49110-365-62314 Mileage $3,500 $3,50001-09-495-49110-365-62361 Professional Services $42,000 $42,00001-09-495-49110-365-62396 Mobile Phones / Pagers $8,000 $8,00001-09-495-49120-365-62235 Sidewalk Maintenance $102,000 $115,00001-09-495-49120-365-62335 Contracted Services $41,000 $41,00001-09-495-49120-365-62336 Equipment Rental $110,820 $225,00001-09-495-49130-365-62216 Electricity $738,396 $738,39601-09-495-49130-365-62231 Signs $100,000 $100,00001-09-495-49130-365-62237 Tree Maintenance Contract $25,000 $25,00001-09-495-49130-365-62239 Equipment $23,052 $23,05201-09-495-49130-365-62335 Contracted Services $269,177 $274,56001-09-495-49130-365-62338 Catch Basin Cleaning Cont $40,800 $40,80001-09-495-49130-365-62343 Contract-Railway Crossing $65,000 $65,00001-09-495-49130-365-62347 Pavement Marking Contract $180,540 $180,54001-09-495-49130-365-62351 Ditch Cleaning $56,100 $56,10001-09-495-49130-365-62358 Materials $16,524 $16,52401-09-495-49130-365-62364 Bridge Maintenance $245,000 $245,00001-09-495-49130-365-62365 Guide Beam/Post Maint. $25,000 $25,00001-09-495-49130-365-62369 Culvert Maintenance $83,640 $83,64001-09-495-49130-365-62418 Debt Repayment $805,915 $805,91501-09-495-49140-365-62018 Operating Supplies $801,146 $801,14601-09-495-49140-365-62255 RofP. Plow/Sand Contract $346,800 $346,80001-09-495-49140-365-62335 Contracted Services $578,324 $478,32401-09-495-49140-365-62336 Equipment Rental $8,284 $8,28401-09-495-49140-365-62363 Winter Parking Lot Maint. $105,976 $105,976

Expense Total $11,239,131 $11,490,724Road & Fleet Services Total $10,599,031 $10,850,624

Town Hall Total $13,761,091 $14,109,180


Location Division Rev / Exp Account Description 2013 Budget 2014 BudgetYard 1 Expense 01-09-495-49150-511-62018 Operating Supplies $17,790 $35,790

01-09-495-49150-511-62112 Maintenance & Repairs-Building $31,837 $31,83701-09-495-49150-511-62215 Natural Gas $12,260 $12,26001-09-495-49150-511-62216 Electricity $21,367 $21,36701-09-495-49150-511-62396 Mobile Phones / Pagers $6,000 $6,000


Yard 1 Total $89,254 $107,254Yard 2 Expense 01-09-495-49150-512-62018 Operating Supplies $27,050 $27,050



Yard 2 Total $131,000 $131,000Yard 3 Expense 01-09-495-49150-513-62018 Operating Supplies $10,914 $10,914



Yard 3 Total $51,877 $51,877

Total for Public Works $14,097,610 $14,478,491




TOWN OF CALEDON

2014 APPROVED CAPITAL BUDGET - PUBLIC WORKS & ENGINEERING


14-066 Campus Plan Phase 1 Implement 50,000$

14-067 Town Hall HVAC Review 50,000$ 14-068 Town Hall Improvements 50,000$ 14-069 Changing AC units IT set up rm 25,000$ 14-070 Heat Recovery - Kit Makeup Air 25,000$ 14-071 Accessibility Upgrds Town Hall 100,000$ 14-072 Belfountain Comm Ctr Roof Repl 50,000$ 14-074 Bldg Preventive Maint & w/o sy 45,000$ 14-083 PW Yard #3 Pollution Control 100,000$ 14-087 Long-term Roof Replacement Pla 40,000$ 14-104 2014 OPP Capital Repairs & Expenditures 150,000$

14-046 Energy & Environment Projects Energy & Environment 116,496$

14-022

2014 Roads Reconstruction & Rehab:- Town-Wide Repairs- Caledon East Concrete Roads: Mountcrest Rd., Valleygreen Cr., & Valewood Dr.- Bolton Heights Dr - RR50 to Kingsview Dr.- Finnerty SR - Centreville Creek to The Gore Rd.- Highpoint SR - Mississauga Rd. to Main St.- Creditivew Rd. - King St. to Mayfield Rd.- Mount Wolfe Rd - 1800m North of Old Church Road to HWY 9- MW (1A) Kennedy Road Construction

6,369,909$

14-025

2014 Structures Program - Replacement and Rehabilitation of Bridges- Kennedy Road Bridge- Dominion Street Bridge

1,200,000$

14-029 Roads 2014 Prevent Maint Prog 400,000$

14-0302014 Engineering/Design for 2015 Roads Program- Engineering for 2015 Roads Projects- Queen St. and Main St. - Alton Village Core

132,500$

14-031 Roads Prgm - 2014 Eng Misc Std 75,000$ 14-032 Traffic Calming & Safety Devic 56,000$ 14-033 Traffic Studies / Counts 40,000$

14-034 Structure Prgm - Bridge EA & D 140,000$ 14-073 Fleet Vehicles for Parks 96,000$ 14-075 GPS System Upgrade 40,000$ 14-076 Wood Chipper 75,000$ 14-077 Pick- up Truck Replacements 90,000$ 14-078 Bucket Truck 210,000$

14-091

Roads - 2014 Reconstruction and Rehabilitation (Enhanced)* Comprehensive list of roads can be located on detailsheet

4,100,000$

14-092 Tullamore Servicing 30,000,000$ 14-093 Simpson Road Servicing 7,300,000$

14-095 Noise Attenuation Wall Repair 180,000$ 14-101 Kennedy Road (MW 1A) Construct 4,455,041$

55,760,946$ Public Works & Engineering Total


Capital Project & Property

Management




Project Baseline (2015-24) 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 TotalCapital Projects and Property Management $5,000,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $5,000,000Bridges and Engineering $10,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $10,000,000Environmental Progress $1,150,000 $115,000 $115,000 $115,000 $115,000 $115,000 $115,000 $115,000 $115,000 $115,000 $115,000 $1,150,000Fleet Operations $5,875,000 $475,000 $600,000 $600,000 $600,000 $600,000 $600,000 $600,000 $600,000 $600,000 $600,000 $5,875,000Roads and Engineering $43,075,000 $4,215,000 $4,215,000 $4,140,000 $4,215,000 $4,215,000 $4,215,000 $4,215,000 $5,215,000 $4,215,000 $4,215,000 $43,075,000Chelthenham - Sidewalk & Storm Sewer $0 $738,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $738,500Dominion St. Slope Stabilization $0 $1,000,000 $1,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000Fleet Operations - Growth $0 $372,400 $372,400 $372,400 $372,400 $372,400 $372,400 $372,400 $372,400 $372,400 $372,400 $3,724,000MW Road Construction: Kennedy Road $0 $2,047,547 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,047,547Roads (Top Up) $0 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $17,000,000Roads - Non Growth $0 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $41,000,000Public Works Operations Centre $0 $0 $693,563 $23,806,437 $0 $0 $0 $0 $0 $0 $0 $24,500,000MW Road Construction: Old School Road $0 $0 $0 $0 $2,985,305 $0 $0 $0 $0 $0 $0 $2,985,305Town Hall Expansion $0 $0 $0 $0 $0 $1,400,000 $1,000,000 $1,000,000 $0 $0 $3,400,000Public Works Total $65,100,000 $16,063,447 $14,095,963 $36,133,837 $15,387,705 $13,802,400 $13,402,400 $13,902,400 $13,902,400 $12,902,400 $12,902,400 $162,495,352


Town of CaledonCommunity‐Based Strategic Plan

Prepared by: LURA Consulting Hardy Stevenson and Associates

June 2010

barbj

Text Box

Appendix A

MESSAGE FROM THE MAYOR Caledon’s Community‐Based Strategic Plan presents your vision for the Town’s future; a foundation for Caledon’s continued success through the next decade.

Input from residents across the community was fundamental in creating this Strategic Plan as workshops, youth contests, questionnaires and “places and spaces” conversations engaged residents, businesses and other key stakeholders in charting our Town’s course for the next ten years. Our Community‐Based Strategic Plan is truly a reflection of the aspirations you hold for your neighbourhoods and your town.

On behalf of Members of Council and staff, our thanks to everyone who helped shape this document and, in turn, contributed to Caledon’s promising future.

1 OUR VISION Caledon – a safe, green community of communities; desiring a sustainable future by managing and fostering community progress while respecting its heritage.

2 INTRODUCTIONTo be a strategic thinking, participatory organization, a Community‐Based Strategic Plan (CBSP) is essential. In 2009, Caledon Council embraced the idea of the need for a long‐term community and corporate strategy. In order to develop a comprehensive, robust, implementable community and corporate strategy, the Town decided that a “community based” Strategic Plan was the preferred approach, which engages the entire community: residents, businesses, the corporation and other stakeholders and interested members of the public.

This plan provides the foundation for Caledon’s sustainable and vibrant future which was developed through a collaborative, community engagement process which identifies a community vision, and goals and objectives to guide the Town 10 years into the future. The CBSP impacts all Town of Caledon residents, workers and business owners – all of whom helped to develop this plan.

2.1 Purpose of the CommunityBased Strategic Plan

The Community‐Based Strategic Plan is an important management tool that strategically guides Caledon’s policies, plans and engages the larger community. The purpose of the CBSP is to ensure Caledon’s growth is managed responsibly. The CBSP also ensures Caledon is responsive to, and prepared for, existing and emerging contextual realities, challenges and opportunities such as increasing growth pressures, an aging population, an influx of younger families and the needs and desires of the community.

The CBSP identifies a collective multi‐generational vision for the community. Using the vision as a guide, goals and strategic objectives are developed and become the blueprint for managing change over the next 10 years. This ensures Caledon will remain a beautiful, safe, sustainable, well managed and prosperous community.

2.2 Developing the CommunityBased Strategic Plan

Extensive community consultation was undertaken as part of the CBSP development process including workshops, places and spaces conversations, staff meetings, a youth contest and distribution of community questionnaires. The following summarizes the public consultation activities during the CBSP development process:

• Council Workshops: October 20, 2009;November 17, 2009; December 15, 2009; January19, 2010; April 7, 2010

• Stakeholder Advisory Team Meeting: January 14,2010; March 22, 2010

• Senior Management Team Meeting: November23, 2009; April 7, 2010

• CAO + Staff Meetings: February 18, 2010

• Town Meetings: December 9, 2009; December10, 2009; March 25, 2010; March 29, 2010

• Community Questionnaire: January to February2010

• Places + Spaces Conversations: January toFebruary 2010

• Youth Contest: January 7, 2010 to February 26,2010

3 GOALS AND STRATEGIC OBJECTIVES GOAL 1: PARTNER WITH LAND OWNERS AND COMMUNITY TO PRESERVE, PROTECT AND ENHANCE OUR ENVIRONMENT AND AGRICULTURAL RESOURCES AND NATURAL CAPITAL Continue to live green and be responsible stewards of the environment and promote Caledon as a leader in sustainability.

Strategic Objective 1A

Partner with Land Owners to Protect Natural Resources and Agriculture Strengthen partnerships with landowners to implement ecosystem planning and design that will protect, enhance and preserve our terrestrial and aquatic environment. Recognize and promote the role of the Caledon countryside (agricultural lands, the Oak Ridges Moraine, the Niagara Escarpment, the Greenbelt and other significant natural features) when managing growth and defining Caledon’s town structure.

Strategic Objective 1B

Protect and Enhance Air Quality and Reduce Impacts of Climate Change Promote initiatives and programs that contribute to good air quality and reduce greenhouse gas emissions.

Strategic Objective 1C

Support Green Energy and Energy Reduction Promote technologies that reduce emissions, protect the natural environment and conserve energy and water.

Strategic Objective 1D

Promote Green Living and Build Community Capacity Transform behaviour and develop a green culture that supports a more sustainable way of living.

Youth Art Contest Winner

GOAL 2: COMPLETE OUR COMMUNITY OF COMMUNITIES Facilitate development of a safe, beautiful, connected and vibrant community of communities based on sound planning principles.

Strategic Objective 2A Ensure Accessibility is the Standard Facilitate the provision of a universally accessible public realm.

Strategic Objective 2B Provide Opportunities to Develop Affordable Housing Develop town policies to allow for a range of affordable housing types throughout Caledon.

Strategic Objective 2C Promote Aging in Place and Community Provide a range of housing types, designs and tenures

as well as service options for the aging population.

Strategic Objective 2D Manage Growth and Use Land Wisely Promote land use planning decisions that are rooted in innovative and sound planning principles and ensure:

i. Caledon’s urban rural character ismaintained;

ii. Growth does not compromise the characterand stability of existing residentialneighbourhoods;

iii. Growth is in keeping with Caledon’s ability toprovide and maintain appropriateinfrastructure;

iv. Growth contributes positively to Caledon’simage and economic vigor; and,

v. Development of new communities in newways.

Strategic Objective 2E Provide a High Quality Public Realm Develop attractive, functional streets, public facilities, parks and plazas, with rural open and green spaces for residents to enjoy.

Strategic Objective 2F Connect Neighbourhoods Promote and build physical and social connections, facilitating opportunities for people to meet, connect, move around, and get involved in Caledon – using all available forms to connect including electronic and physical modes such as high speed internet, bike lanes or transit.

Strategic Objective 2G Maintain Caledon as Safe, Secure Community Continue to be a community where all are safe, secure and welcome.


GOAL 3: LIVE HEALTHY Promote active, healthy living for people of all ages and abilities by providing the necessary programs and facilities that foster wellness and leisure.

Strategic Objective 3A Enhance Active Living Opportunities Ensure there are ample opportunities for citizens of all ages and abilities to enjoy recreation activities during all seasons.

Strategic Objective 3B Enhance Local Health Services

Continue to ensure residents have access to primary health care.

Strategic Objective 3C Promote Healthy Eating Encourage access to programs and information on healthy eating and local food sources.

GOAL 4: VALUE AND PROMOTE CULTURE, HERITAGE AND THE ARTS Honour and preserve the rich natural, agricultural and built heritage of Caledon and foster a dynamic cultural community by encouraging residents to engage in the arts.


Preserve and Promote our Cultural Heritage, Agricultural and Natural Heritage Landscapes, Built Heritage and Archaeological Resources Wisely manage and educate Caledon citizens about Caledon’s agricultural, natural capital, built heritage, archaeological and cultural heritage resources.


Increase and Enhance the Diversity of Cultural Experiences and Programs Provide opportunities to celebrate the arts in Caledon.


Enhance Caledon’s library system Caledon’s library system will be a strong community source for culture and heritage information and as connecting hubs for the community.

Patterson Barn

GOAL 5: CULTIVATE A DIVERSE AND PROSPOROUS ECONOMY Foster a diverse, prosperous economy by attracting and retaining employment and providing the required environment for businesses to thrive.


Meet Employment Needs

Ensure business has the necessary infrastructure, services and opportunities required to succeed.


Retain Existing Business

Ensure businesses remain and thrive in Caledon where a supportive business environment is provided.


Attract New Business and grow the Knowledge Based Economy in Caledon

Ensure new investment is considered in priority growth sectors.


Support and Promote Agricultural Businesses

Encourage and support opportunities to diversify on‐farm income as a way of protecting agricultural land for the future generations. Encourage agricultural businesses and agriculture service industry to remain and thrive in Caledon.

Strategic Objective 5E

Foster Entrepreneurship

Facilitate the creation and growth of small businesses and to provide assistance to entrepreneurs.

Strategic Objective 5F

Expand High Speed Internet Infrastructure

Facilitate the development of access to and improvement to the speed of the internet.

Strategic Objective 5G

Engage and Retain Youth and Young Professionals

Facilitate youth employment and retention programs.

Strategic Objective 5H

Advocate and Facilitate Business Expansion

Ensure Caledon is an appealing place for investors to do business.

Strategic Objective 5I

Promote Tourism

Support and promote Caledon as a tourism destination. Ensure Caledon is recognized as a destination for:

i. a spectacular natural environment offeringoutdoor activities such as sight‐seeing, hiking,golfing, trails and fishing, and

ii. a vibrant cultural life, thriving artscommunity, distinctive boutiques, festivalsand live theatre.

Strategic Objective 5J

Promote Caledon as a Location for Tourism Investment

Encourage and facilitate investor interest, involvement and investment placement in Caledon's tourism industry.

GOAL 6: PROVIDE STRONG GOVERNANCE AND COMMUNITY ENGAGEMENT Commitment to sound, transparent municipal governance and open communication.


Provide High Quality Public Services Be a leader in the delivery of appropriate, quality and efficient town services.


Provide Open, Responsible Leadership Facilitate transparent, accountable and exceptional municipal management practices.



Encourage Community Participation Provide leadership in communicating with, and consulting the community in a transparent and inclusive manner pertaining to municipal decisions.


Improve and Strengthen Long‐term Financial Health Manage Caledon with fiscal responsibility to ensure ongoing financial strength.


4 IMPLEMENTATION Before determining the most appropriate, long‐term, implementation plan that will ensure that the CBSP is successful – the following should be considered:

a. The Need for Integration: It is recognized thatthere is a need for integration of the CBSP’sgoals, strategic directions, and actions intoexisting organizational structures and policyframeworks;

b. The Need for Collaboration: The Town and otherrelevant agencies will need to work together toestablish an appropriate and accountable processfor coordinating the implementation of this plan;

c. The Need for Efficiency and Effectiveness: It isimperative that the long‐term organizationalmodel is reflective of the most efficient andeffective means of implementing the plan.

It is recommended that the following steps are undertaken in regard to implementation:

1) Developing an Action Plan and MonitoringFrameworkBuilding on the success of the CBSP, the Townwill develop more detailed actions for eachstrategic objective. The action plan will identifythe specific tasks that Town departments andcommunity partners will assume as well astimelines and performance measures to gaugethe degree to which the strategic objectives arebeing met.

2)Celebrating the CBSPThe Town will share the CBSP with the public, staff and community partners including Regional and Provincial governments so as to ensure there is a shared understanding of Caledon’s strategic direction.

3) Engaging the Community and ForgingPartnershipsIn order to successfully implement the CBSP, thecommunity needs to be engaged. The Town willtake the necessary steps to ensure businesses,developers, other stakeholders and the largercommunity plays an active role in realizing thecommunity vision.

Public/private partnerships may offeropportunities to share resources and costs toimplementing actions. Public/privatepartnerships allow the public and private sectorto come together to share risks and provideincremental value not otherwise achievableindividually. Outcomes include mutuallybeneficial partnership arrangement and long‐term relationships based upon equitable sharingof risks and benefits.

4) Stakeholder Advisory TeamConsideration should be given for theStakeholder Advisory Team to refine and reviewthe success of implementation and actions.

5) Reporting and MonitoringIt is widely recognized that for this CBSP to besuccessful, regular progress monitoring andreporting will be needed by all partners andparticipants. To assist with this process, thefollowing should be implemented:

• Progress indicators should be established,which will be used to measure progresstowards achieving the CBSP; and,

• Annual Progress Reporting, which will beprovided by the Town, partners andparticipants.

Town of CaledonCommunity‐Based Strategic Plan ‐ Actions

Prepared by: URA Consulting

enson and Associates LHardy Stev

June 2010

COMMUNITY‐BASED STRATEGIC PLAN FRAMEWORK AND ACTIONS VISION

Caledon – a safe, green community of communities; desiring a sustainable future by managing and fostering community progress while respecting its heritage.

GOAL 1: Partner with Land Owners and Community to Preserve, Protect and Enhance our Environment and Agricultural Resources and Natural Capital ‐ Continue to live green and be responsible stewards of the environment and promote Caledon as a leader in sustainability.

GOAL 2: Complete our Community of Communities ‐ Facilitate development of a safe, beautiful, connected and vibrant community of communities based on sound planning principles.

GOAL 3: Live Healthy ‐ Promote active, healthy living for people of all ages and abilities by providing the necessary programs and facilities that foster wellness and leisure.

GOAL 4: Value and Promote Culture, Heritage and the Arts ‐ Honour and preserve the rich natural, agricultural and built heritage of Caledon and foster a dynamic cultural community by encouraging residents to engage in the arts.

GOAL 5: Cultivate a Diverse and Prosperous Economy ‐ Foster a diverse, prosperous economy by attracting and retaining employment and providing the required environment for businesses to thrive.

GOAL 6: Provide Strong Governance and Community Engagement ‐ Commitment to sound, transparent municipal governance and open communication.

GOAL 1: Partner with Land Owners and Community to Preserve, Protect and Enhance our Environment and Agricultural Resources and Natural Capital ‐ Continue to live green and be responsible stewards of the environment and promote Caledon as a leader in sustainability.

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Conduct a Town‐wide inventory of natural resources.(Source: CVC)

Develop a Town‐wide Natural Heritage System strategy.(Source: CVC)

Develop an educational campaign to inform residents about Natural and Agricultural Resources.

Conduct a Town‐wide inventory of agricultural resources. (Source: CVC)

Develop an Agricultural Protection Strategy. (Source: CVC )

Strengthen ecosystem planning and design using a systems approach.

Continue to manage the phasing of aggregate resource developments.

Partner with Land Owners to Protect Natural Resources and Agriculture Strengthen partnerships with landowners to implement ecosystem planning and design that will protect, enhance and preserve our terrestrial and aquatic environment. Recognize and promote the role of the Caledon countryside (agricultural lands, the Oak Ridges Moraine, the Niagara Escarpment, the Greenbelt and other significant natural features) when managing growth and defining Caledon’s town structure.

Protect floodplains from development and to naturalize riparian corridors to enable species movement and flood abatement. (Source: CVC)

Develop an effective local air quality monitoring framework. (Source: EPAP)

Monitor idling at municipally owned or controlled facilities and compile data for setting reduction targets and monitoring progress. (Source: EPAP)

Develop and implement a community‐based social marketing campaign to educate people about climate change adaptation.

Establish idle‐free zones with signage at Town Hall and other town facilities. (Source: EPAP)

Investigate options and implications of converting municipal vehicle fleet to hybrids or natural gas. (Source: EPAP)

Investigate carpooling and telecommuting options for Town staff and consider telecommuting matching website for entire community use. (Source: EPAP)

Protect existing trees and promote the planting of new trees. (Source: EPAP)

Conserve energy through means including community design, land use planning, transportation planning and the design and retrofitting of public and private buildings.

Develop a greenhouse gas emissions inventory. (Source: EPAP)

Protect and Enhance Air Quality and Reduce Impacts of Climate Change Promote initiatives and programs that contribute to good air quality and reduce greenhouse gas emissions.

Develop greenhouse gas emissions reduction strategies. (Source: EPAP)

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Apply for external funding to support the cost of energy audit (s) on selected buildings. From this information, develop a business case for retrofits. (Source: EPAP)

Commit to energy efficiency for new facilities (25% energy reduction target over the Model National Energy Code for Buildings). (Source: EPAP)

Investigate the feasibility of energy performance contracting. (Source: EPAP)

Continue to explore opportunities for renewable energy projects. (Source: EPAP)

Continue to explore opportunities for green design initiatives such as green roof etc. (Source: EPAP)

Conserve energy through means including community design, land use planning, transportation planning and the design and retrofitting of public and private buildings.

Strive to achieve LEED or applicable sustainable construction standards in all building development.

Establish an award program for builders who achieve sustainable rated building standards.

Support Green Energy and Energy Reduction Promote technologies that reduce emissions, protect the natural environment and conserve energy and water.

Educate businesses and owners about how to get funding for implementing green energy projects or reduce their carbon footprint. (Source SAT)

Engage community partners such as schools, local businesses and other service groups and volunteers in environmental initiatives (e.g. adopt a park, adopt a trail, tree planting etc.).

Hold regular meetings to educate the community on various environmental matters such as smart growth, climate change, air quality, green energy etc.

Create a "green" award program to recognize organizations, individuals and volunteers who significantly contribute to Caledon's environment.

Create Caledon‐oriented "information sheets" on the importance of Caledon's natural features (Oak Ridges Moraine, Peel Plain, Niagara Escarpment, etc). (Source: EPAP)

Promote Green Living and Build Community Capacity Transform behaviour and develop a green culture that supports a more sustainable way of living.

Develop an Integrated Community Sustainability Plan (ICSP) by securing FCM funding and tie this into the Strategic Plan.

1. EPAP – Environmental Progress Action Plan2. SAT – Stakeholder Advisory Team3. CVC – Credit Valley Conservation Authority

GOAL 2: Complete our Community of Communities ‐ Facilitate development of a safe, beautiful, connected and vibrant community of communities based on sound planning principles.

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Implement universal accessibility in the public realm.

Continue to provide Persons with Disabilities Tax Assistance programs.

Ensure Accessibility is the Standard Facilitate the provision of a universally accessible public realm. Continue to update and implement the Town of Caledon

Accessibility Plan.

Provide incentives for the provision of affordable housing in specific areas.

Develop an affordable housing strategy. Provide Opportunities to Develop Affordable Housing Develop town policies to allow for a range of affordable housing types throughout Caledon.

Provide incentives for the provision of various affordable housing types, design and tenures in specific areas, particularly near or within mixed use areas in proximity to services.

Implement assistance program for older adults to age in place.

Lobby for additional funding for assisted housing.

Improve sidewalks and road conditions.

Increase opportunities for door‐to‐door transportation. Provide community services for aging population; library, parks and recreation, healthy living intellectual stimulating programs.

Promote Aging in Place and Community Provide a range of housing types, designs and tenures as well as service options for the aging population.

Continue to provide Elderly Tax Assistance programs. Continue to direct growth toward existing settlement areas (Tri‐nodal growth strategy). (Source: Caledon OP)

Maintain an ecosystem‐based planning and management approach to guide the land use decision making process. (Source: Caledon OP)

Continue to promote the Adaptive Management Philosophy including appropriate monitoring systems for significant new land use planning initiatives.

Continue to preserve, protect and enhance open space, farm land and significant land resources including landscape features, systems and areas that perform important natural functions or which provide economic and recreational opportunities. (Source: Caledon OP)

Continue to support the viability of Caledon’s rural agricultural communities by maintaining existing Official Plan policies that preserve the character of the rural area and the quality of agricultural land.

Continue to seek fiscal sustainability by balancing service needs, service demands and growth. (Source: Caledon OP)

Require that all new development adheres to sound (smart growth) community design and land use planning principles.

Maintain and expand trail connections throughout Caledon that build on the existing trail systems by protecting and acquiring trail corridors and new land. (Source: RPMP)

Manage Growth and Use Land Wisely Promote land use planning decisions that are rooted in innovative and sound planning principles and ensure:

i. Caledon’s urban rural character is maintained;ii. Growth does not compromise the character and

stability of existing residential neighbourhoods;iii. Growth is in keeping with Caledon’s ability to provide

and maintain appropriate infrastructure;iv. Growth contributes positively to Caledon’s image

and economic vigor; and,v. Development of new communities in new ways.

Adopt design guidelines within the Official Plan to address the form and character of communities.

Invest in streetscape beautification including: the preservation and maintenance of street trees; provision of high quality streetlights in appropriate locations; and, the provision of high quality signage, furniture, plantings and pavement materials.

Provide a High Quality Public Realm Develop attractive, functional streets, public facilities, parks and plazas, with rural open and green spaces for residents to enjoy. Develop and approve Town of Caledon urban design guidelines.

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Wherever possible, retrofit and rezone neighbourhoods to include sidewalks, parks and pedestrian connections to nearby schools, shops, services and other amenities.

Connect the rural trail system with urban pedestrian networks. (Source: RPMP)

Develop connections for people to access local amenities such as libraries, parks and recreation facilities by active transportations modes and transit.

Create more walkable communities with good links to public transit and other modes of alternative transportation such as walking, cycling and in‐line skating.

Continue to Improve road and ditch drainage.

Improve access to local information and services.

Encourage more participation in community events through the use of community venues for events whenever possible.

Investigate strategies to increase the number of youth and older adults that are involved and connected.

Improve Town website to increase connections.

Develop a town‐wide Transportation Strategy (including transit, TDM, bicycle networks and active transportation). (Source: TNS)

Connect Neighbourhoods Promote and build physical and social connections, facilitating opportunities for people to meet, connect, move around and get involved in Caledon – using all available forms to connect including electronic and physical modes such as high speed internet, bike lanes or transit.

Continue proactive public education and implementation of safety programs. (Source: MFP)

Continue to provide proactive fire prevention, inspection and investigation services. (Source: MFP)

Continue to maintain and refine reactive fire prevention strategies and the utilization of modern emergency response equipment, technology and communications. (Source: MFP)

Continue to provide training and development opportunities to all fire, police and other emergency staff. (Source: MFP)

Continue to work with municipal Fire and OPP services to enhance safety, crime prevention and enforcement.

Continue to implement and review planning policies to ensure planning and design guidelines adhere to best practices promoting safety and security.

Continue to maintain and implement the Master Fire Plan: Fire and Emergencies.(MFP)

Evaluate existing traffic signage and make improvements where needed. (Source: TNS)

Implement traffic calming techniques in problem areas. (Source: TNS)

Promote safety awareness of the Ontario Provincial Police in schools.

Provide accountable by‐law enforcement.

Maintain Caledon as Safe, Secure Community Continue to be a community where all are safe, secure and welcome.

Carry out regular emergency response drills and review and revise the Community Emergency Response Plan as required.

1. RPMP – Recreation and Parks Master Plan2. MFP – Master Fire Plan3. Caledon OP – Caledon Official Plan4. TNS – Transportation Needs Study

GOAL 3: Live Healthy ‐ Promote active, healthy living for people of all ages and abilities by providing the necessary programs and facilities that foster wellness and leisure.

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Expand the existing trail network in pace with population growth and community needs to develop an active transportation system. (Source: RPMP)

Provide quality parks and open spaces that offer passive and active opportunities while protecting and enhancing the natural environment. (Source: RPMP)

Provide facilities based on measurable demand focusing on facilities that provide multi‐purpose, multi‐generational opportunities and that are designed with flexibility to adjust to the changing needs of the community. (Source: RPMP)

Provide an integrated trail system that links Caledon’s many communities as well as its recreation facilities and natural areas. (Source: RPMP)

Assign priority to the acquisition of tableland suitable for playing fields and recreation facilities. (Source: RPMP)

Equitably distribute parkland in Caledon and ensure residents in settlement areas are within walking distance to some form of parkland. (Source: RPMP)

Update the Trails Master Plan and identify key properties to gain access to as a means to bolster year‐round connectivity. (Source: RPMP)

Expand the Youth Centre and provide a physical link to the Senior Centre. (Source: RPMP)

Develop field/open spaces and parks in pace with population growth and needs. (Source: RPMP)

Increase awareness of the Town’s recreational offerings and trails.

Promote physical and mental activity through urban design, programming and public libraries.

Designate more routes in Caledon as cycling friendly and continue to post “share the road” signs in appropriate locations.

Investigate alternative funding sources, to deliver quality services and needed infrastructure to meet the needs of the community in a cost‐effective manner. (Source: RPMP)

Allocate funding to ensure that Caledon has sufficient staff to provide the desired recreation and park services. (Source: RPMP)

Develop and enhance partnerships in order to maximize the benefit to the community in a cost‐effective and responsive manner. (Source: RPMP)

Enhance Active Living Opportunities Ensure there are ample opportunities for citizens of all ages and abilities to enjoy recreation activities during all seasons.

Maintain existing resources and facilities, plan for capital replacement of aging facilities and for new facility development.(Source: RPMP)

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Encourage multidisciplinary health clinics with extended hours.

Attract more doctors and alternative health care professionals to Caledon.

Appoint a champion to organize community leaders to develop a vision for improving health care in Caledon by way of improved medical facilities.

Establish new community partnerships to address health issues.

Develop a “Canadian Index of Well‐being” as a pilot community project.

Implement Active and Safe Routes to School programs.

Create a citizen committee to develop a vision and strategic plan for improving senior care and aging at home opportunities.

Consider providing a local medical centre with specialists and doctors coming in couple days a week from other practices. (Source: THM)

Enhance Local Health Services Continue to ensure residents have access to primary health care.

Consider mobile health clinics for seniors – addressing issues such as diabetes, arthritis, foot clinics etc. (Source: THM)

Develop a healthy food lunch program for schools. (Source: SAT)

Raise awareness of local foods by advertising in local papers and media. (Source: SAT and THM)

Promote Healthy Eating Encourage access to programs and information on healthy eating and local food sources. (Source SAT)

Support development of community gardens. (Source: SAT)

1. RPMP – Recreation and Parks Master Plan2. SAT – Stakeholder Advisory Team3. THM – Town Hall Meeting

GOAL 4: Value and Promote Culture, Heritage and the Arts ‐ Honour and preserve the rich natural, agricultural and built heritage of Caledon and foster a dynamic cultural community by encouraging residents to engage in the arts.

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Celebrate Caledon’s unique places by providing walking tours of cultural heritage resources that are of historical, architectural and archaeological value. (Source: Caledon OP)

Continue to identify cultural heritage landscapes, built heritage resources and significant viewsheds of the countryside.

Educate Caledon citizens about local agricultural business and normal farm practices.

Encourage preservation and enhancement of the historical character of Caledon’s hamlets and rural areas.

Require that all new development conserves and complements the significant built heritage and cultural landscape resources.

Preserve and Promote our Cultural Heritage, Agricultural and Natural Heritage Landscapes, Built Heritage and Archaeological Resources Wisely manage and educate Caledon citizens about Caledon’s agricultural, natural capital, built heritage, archaeological and cultural heritage resources.

Continue to implement and revise cultural heritage protection, preservation and enhancement policies contained in the Caledon Official Plan.

Encourage neighbourhood arts programs and experiences.

Encourage local artists and performers by providing increased opportunity to showcase their talent.

Identify new and existing opportunities for public events (such as a Farmer’s Market). Program public spaces for arts festivals, fairs, and events.

Provide programs for youth and seniors.

Develop a feasibility study for a Performing Arts/Cultural Centre (Source: THM)

Promote arts, cultural and heritage resources as tourism attractions.

Increase and Enhance the Diversity of Cultural Experiences and Programs Provide opportunities to celebrate the arts in Caledon.

Develop and implement a Cultural Heritage Master Plan. (Source: Caledon OP)

Enhance Caledon’s library system. Caledon’s library system will be a strong community source for culture and heritage information and as connecting hubs for the community.

Promote Caledon’s libraries as community centers of culture, information, events and gathering places.

1. Caledon OP – Caledon Official Plan2. THM – Town Hall Meeting

GOAL 5: Cultivate a Diverse and Prosperous Economy ‐ Foster a diverse, prosperous economy by attracting and retaining employment and providing the required environment for businesses to thrive.

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Cultivate and nurture the business environment by reaching out to the business community and discussing business issues and opportunities and how the Town of Caledon can help.

Meet Employment Needs Ensure business has the necessary infrastructure, services and opportunities required to succeed.

Showcase key and emerging economic sectors in the Town of Caledon to provide an exchange of ideas and opportunities – supporting the viability of the business community in Caledon.

Continue to develop and enhance the Caledon Corporate Visit Program (CVP). (Source: EDS)

Enhance communication and education among economic development and community organizations, the business community and general public. (Source: EDS)

Develop and promote a local Business Alliance Program (BAP). (Source: EDS)

Promote a buy local plan for Caledon. Everything people would want to purchase is available in Caledon, but people do not seem to realize it. Establishing an advertising co‐op and advertizing materials would help to lower costs to each retailer, and could sponsor local events. (Source: Caledon Mayor’s Round Table)

Develop signage solutions and sign bylaw to support local businesses. (Source: Caledon Mayor’s Round Table)

Create a Caledon Business Vision for all Caledon businesses to work toward a common purpose such as a buy local campaign. (Source: Caledon Mayor’s Round Table)

Retain Existing Business Ensure businesses remain and thrive in Caledon where a supportive business environment is provided. (Source: EDS)

Build on the Community Improvement Plan to create methods to link businesses in Caledon. (Source: Caledon Mayor’s Round Table)

Establish priority growth targets that reaffirm Caledon's economic sectors of importance, as well as emerging sectors of significance. (Source: EDS)

Engage in business attraction programs designed to encourage investment by businesses in key target sectors and clusters. (Source: EDS)

Continue to build relationships with businesses and those affiliated with the site selection, development and investment community. (Source: EDS)

Foster the creation of a cooperative marketing partnership by continuing to host networking events to bring the site selection community to Caledon and update them on current events, programs, services and products (i.e., Mayor’s Breakfast, ICI Summit or Realtors Breakfast). (Source: EDS)

Establish a Business Ambassador Program to solicit the support, talent and advice of key leaders and business people within Caledon in order to assist the Town in promoting the community as the premier location in which to live work and play. (Source: EDS)

Encourage sustainable economic development Develop, implement and evaluate a Green Development Incentive Program. (Source: EDS)

Attract New Business and grow the Knowledge Based Economy in Caledon Ensure new investment is considered in priority growth sectors. (Source: EDS)

Develop a committee to oversee a feasibility study and potential implementation plan for attracting a post secondary institution. (Source: SAT)

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS Support opportunities to diversity on‐farm income. (Source: OPA 179)

Encourage near‐urban agriculture business, diversity, value added and technology research opportunities in conjunction with post secondary institutions. (Source: GTA Agriculture Action Plan)

Encourage a diverse range of agriculture business that support local farm operations in the near urban context and that limit non‐agriculture uses in the countryside. (Source: OPA 179)

Explore and encourage new models of providing agriculture services to Caledon farm operations and support the viability of agriculture.

Support and Promote Agricultural Businesses Encourage and support opportunities to diversify on‐farm income as a way of protecting agricultural land for the future generations. Encourage agricultural businesses and agriculture service industry to remain and thrive in Caledon.

Encourage Caledon as an equine farming centre of excellence with associated post secondary research in conjunction with Pan Am games support.

Support and promote entrepreneurial activity by actively participating, supporting and partnering with the Caledon Business Centre, City of Brampton Small Business Enterprise Centre and the Ontario Ministry of Small Business and Entrepreneurship. (Source: EDS)

Raise awareness of the economic impact of entrepreneurial activities to industry, elected officials and residents. (Source: EDS)

Raise awareness of the importance and value of the Caledon Business Centre to encourage industry interest and involvement. (Source: EDS)

Foster Entrepreneurship Facilitate the creation and growth of small businesses and to provide assistance to entrepreneurs. (Source: EDS)

Develop a speaker’s series to promote selected initiatives and combine with green initiatives.

Expand High Speed Internet Infrastructure Facilitate the development of access to and improvement to the speed of the internet. (Source: CCWP)

Work with internet infrastructure providers to enhance service levels to Caledon. (Source: CCWP)

Continue to ensure that Caledon is an attractive and vibrant community where youth want to reside and stay by encouraging employment and affordable housing opportunities.

Engage and Retain Youth and Young Professionals Facilitate youth employment and retention programs.

Develop a Blue Print Framework for youth attraction and retention.

Support the efficient and seamless process for businesses seeking development permits and related approvals. (Source: EDS)

Support policies and initiatives that encourage the creation of an adequate and appropriate supply of serviced employment lands that allow for flexible, multi‐use developments that support an increase in Town‐wide live/work opportunities in Caledon. (Source: EDS)

Advocate for an adequate supply of skilled and unskilled labour and strengthen labour force capabilities in Caledon. (Source: EDS)

Continue to develop, improve and update directories and interactive databases that encourage business connectivity and facilitate investment. This includes developing, improving and updating the Caledon Business Directory and industrial/commercial land and space databases that lists available properties for lease or sale. (Source: EDS)

Advocate and Facilitate Business Expansion Ensure Caledon is an appealing place for investors to do business. (Source: EDS)

Facilitate access to information on federal, provincial and municipal programs and services that encourage sustainable development, expansion, redevelopment, beautification and revitalization of non‐residential properties by developing a network of resources to provide investors with opportunities to gain access to federal, provincial and municipal programs and services. (Source: EDS)

STRATEGIC OBJECTIVES EXISTING/PROPOSED ACTIONS

Promote Tourism Support and promote Caledon as a tourism destination. (Source: EDS). Ensure Caledon is recognized as a destination for:

i. a spectacular natural environment offeringoutdoor activities such as sight‐seeing, hiking,golfing, trails and fishing, and

ii. a vibrant cultural life, thriving arts community,distinctive boutiques, festivals and live theatre.(Source: EDS)

Develop a tourism and marketing strategy to leverage opportunity of the Pan Am games as well as promote Caledon as a tourism destination to attract nearby 905ers or 416ers for a one day trip to Caledon (cycling and vineyards). (Source: SAT and THM)

Provide information, advice and expertise to industry stakeholders and clients such as investors, tourism developers, operators, associations and government. (Source: EDS)

Promote Caledon as a Location for Tourism Investment Encourage and facilitate investor interest, involvement and investment placement in Caledon's tourism industry. (Source: EDS)

Encourage development of appropriate infrastructure in support of the tourism sector. (Source: EDS)

1. EDS – Economic Development Strategy2. CCWP – Caledon Community Work Plan3. SAT – Stakeholder Advisory Team4. THM – Town Hall Meeting5. CM – Council Meeting6. Caledon Mayor’s Round Table – Monday May 31, 2010

GOAL 6: Provide Strong Governance and Community Engagement ‐ Commitment to sound, transparent

municipal governance and open communication.


Continue to regularly evaluate municipal services to ensure they respond to changing community needs.

Encourage partnerships and strategic alliances in order to provide better services.

Maintain affordable, convenient access to services and excellent customer service.

Require that all municipal buildings are universally accessible.

Provide High Quality Public Services Be a leader in the delivery of appropriate, quality and efficient town services.

Focus on development of excellence in customer service, both in businesses and at the Town of Caledon. (Source: Caledon Mayor’s Round Table)

Conduct research on best practices pertaining to municipal governance.

Participate in Peel Region initiatives to protect and promote Caledon’s interests.

Monitor external issues that may affect the Town. Revise Town plans as necessary.

Create an implementation and monitoring framework for the Community‐Based Strategic Plan.

Foster a greater understanding of the Town’s roles and responsibilities to the citizens.

Continue to improve communication with the larger community via the Mayor’s newsletter, community ambassadors at events such as Walk of Fame, Winterfest and Caledon day.

Provide Open, Responsible Leadership Facilitate transparent, accountable and exceptional municipal management practices.

Continue with the development of a coordination plan with agencies (e.g., conservation authorities, Niagara Escarpment Commission, school boards, etc.) to determine methods to coordinate permit processes. (Source: Caledon Mayor’s Round Table)

Develop an innovative Community Engagement Strategy and a corporate communications strategy.

Encourage volunteers to implement components of the Community‐Based Strategic Plan.

Encourage people to be neighbourhood leaders and ambassadors. (Source: SAT)

Conduct an assessment to determine level of community engagement/volunteerism.

Develop strategy to include and increase volunteer activities and committees in Caledon.

Encourage volunteerism for all ages – develop a volunteer strategy for each age group and for core sectors.

Increase awareness of annual volunteer award program.

Seek sustainable funding resources to expand volunteer organizations and networks.

Encourage Community Participation Provide leadership in communicating with, and consulting the community in a transparent and inclusive manner pertaining to municipal decisions.

Provide administration for non‐profit organizations.


Implement the Long Term Strategic Financial Plan and revise and update as appropriate on an annual basis.

Actively pursue funding from regional, provincial and/or federal governments.

Continue to take responsibility for municipal finance resources through effective financial controls.

Incorporate actions from the Strategic Plan as part of the ten‐year Capital Budget Process.

Continue to maintain sound administrative procedures and due diligence pertaining to Town assets and public funds.

Improve and Strengthen Long‐term Financial Health (Source: LTSFP) Manage Caledon with fiscal responsibility to ensure ongoing financial strength.

Integrate the Community‐Based Strategic Plan, Official Plan, Service Plans and other municipal initiatives with budget allocation.

1. LTSFP – Long‐Term Strategic Financial Plan2. SAT – Stakeholder Advisory Team3. Caledon Mayor’s Round Table – Monday May 31, 2010

Town of Caledon Appendix BLong-Term Strategic Financial Plan – September 2009

CALEDON LONG-TERM STRATEGIC FINANCIAL PLAN


A. CHALLENGES Long-term Financial Planning Challenges

A lack of pre-agreed to priorities for budgetary purposes

The need to improve the operating and capital budget process

The community’s request to manage the impact on increases toproperty taxes

Implications of continuing the Elderly Tax Assistance Grant Program,and the Heritage Tax Refund Program

Dealing with events that are unanticipated or where their actualtiming is unknown

The need to follow new legislation and accounting practices andprocedures

The need to deal with a budget surplus (deficit)

Assessment growth plays an important role in financial planning

The need for lifecycle costing for the Town’s assets

Dealing with the possible disposition of Town’s assets

Expenditure Challenges

Continued pressure on the Town’s budget

Continuing demand to provide funding to outside agencies andgroups via grants

Pressure on Town to add new services and/or increases to existingservice levels

The Town’s acceptance of one-time funding from other levels ofgovernment

The Town’s involvement in partnership funding opportunities withlocal groups, agencies, and organizations

Revenue Challenges

Annual increase to property tax revenues

Unpredictable funding from other levels of government

Town of Caledon Appendix B Long-Term Strategic Financial Plan – September 2009

User fees are not covering full costs

Development charges to cover the capital costs attributable to growth and taxes to cover the capital cost attributable to existing development

Continue on a “pay as you go” philosophy vs. consideration of utilizing unused debt capacity

Management of cash balances and maximizing investment revenues Asset and Liability Funding Challenges

Insufficient reserve fund balances to meet capital needs

The need to increase tax supported capital spending

B. Guiding Principles In order to successfully achieve an improved and strengthened long-term financial health for the Town, the Strategic Financial Plan must balance the four predominant financial challenges, which now face the Town and will continue to do so into the future. It is important that overall guiding principles be used to assist in the resolving and balancing of these challenges. These guiding principles are as follows:

Need to focus on cost efficient and effective service and program delivery.

Need to maximize revenues through a variety of sources.

Need for the responsible use of debt.

Need to properly fund physical assets and liabilities.

Need for competitive property tax rates and user fees.

Need for long-term financial planning as the basis of sound financial management.

Need to ensure that growth pays for its appropriate share of growth related infrastructure costs.

Need for a Town of Caledon approved, realistic goal for employment and population growth targets.


C. The Timeframe of the Strategic Financial Plan

With the term of Council being four years (until 2010), the timeframe of the Strategic Financial Plan should logically coincide with the term of Council. This Strategic Financial Plan will set the stage for the preparation of the 2010 budget.

It is anticipated that at the start of the next term of the new Council, a review and update of the Strategic Financial Plan be undertaken, taking into account the priorities of the new Council and the financial forecasts of the Town at that time.

D. The Strategic Financial Plan and the Annual Budget Process

The Strategic Financial Plan will be an integral part of the Town’s annual budget process. The direction of the annual budget process will be consistent with the principles and policies of the Strategic Financial Plan.

E. Financial Strategy

Purpose

The Town’s Strategic Financial Plan is a framework to guide Council and the Town’s departments, boards and committees in their financial planning and decision-making processes.

Outcome

An improved and strengthened long-term financial health for the Town.

Objectives

To focus on cost efficient and effective service and program delivery.

To maximize revenues through a variety of sources.

To use debt in a fiscally responsible manner.

To properly maintain and fund the Town’s physical assets.


To account for and fund liabilities.

To ensure that user fees remain regionally competitive.

To ensure that growth pays its fair share of growth related infrastructure costs.

To establish a stable and equitable tax burden policy for the community.

Policies

1. General Policies 2. Financial Management policies 3. Tax Policies 4. General Revenue Policies 5. Development Charges 6. User Fees 7. Funding From Other Levels of Government 8. Asset Management and Liabilities Policies 9. General Reserve Fund Policies 10. Specific Reserve Fund Policies 11. Capital Budget Management Policies 12. Debt Management Policies 13. Surplus Management Policies

1. General Policies

1.1 At the start of the term of Council, the Town will undertake a comprehensive review and update of the Long-Term Strategic Financial Plan.

1.2 At the beginning of each of the subsequent years of the term of

Council, a Priority Setting Session will be held to revisit and update the Council’s strategic financial priorities.

1.3 Staff will monitor the Ministry of Municipal Affairs and Housing, the

Public Sector Accounting Board (PSAB), and other legislative/ association websites and literature to ensure that the Town is aware


of changes affecting financial reporting and, where necessary, will amend accounting procedures or develop policies for consideration by Council in order to comply with the most current reporting requirements.

1.4 A Program Review process will be undertaken that will review all business activities offered by the Town to ensure that all existing services and programs and their delivery levels are still necessary and are being provided in an effective and cost efficient manner.

2. Financial Management Policies

2.1 Provisions will be made for unanticipated expenditures within the annual Operating Budget through a Corporate Contingency Reserve Fund, with a targeted level of 1.5% of Expenditures in the Operating Budget.

2.2 The Town will continue the corporate purchasing initiative to take advantage of economies of scale, contain costs, reduce costs and avoid costs.

2.3 The Town will explore co-operative and collective purchasing agreements with other municipalities, schools, post-secondary education institutions, and/or hospitals to take advantage of economies of scale.

2.4 The Town will seek opportunities to enter into fair and equitable joint service agreements with neighbouring municipalities.

2.5 The funding of individual local boards and joint service agreements will be reviewed on a regular basis by Council to determine the appropriateness of the current funding level.

2.6 The Town will review annually, funding levels to outside agencies and groups via grants to determine the appropriate funding levels.

2.7 The Town will seek opportunities to participate in partnership funding with local groups, agencies and organizations. These opportunities will follow established Council policy that contributions to the Town by local groups, agencies and organizations are to be subject to a memorandum of understanding negotiated between the Town and the group. Long-term financial impacts will be considered.


2.8 Proposals for new services or service level adjustments (mandatory or discretionary) will be presented to Council for consideration. These proposals shall include impacts on the operating and capital budgets, funding sources, human resource requirements, performance measures, and long-term financial impact.

2.9 The Town will maintain a minimum cash balance to meet current financial obligations and invest idle cash in accordance with an approved Investment Policy and through the establishment of appropriate procedures for prompt revenue collection, efficient cash handling, and timely payment of accounts that will result in accurate cash flow projections.

2.10 Corporate Services staff will monitor cash balance and investment income on a regular basis.

2.11 The Town will inventory all of its assets and evaluate each asset to determine whether it should be retained or disposed of in light of the long-term plans of the Town.

3. Tax Policies

3.1 The Town will explore opportunities and develop an action plan to promote sustainable development and stimulate assessment growth to enhance the ratio of residential to commercial/industrial taxes.

3.2 The Town will monitor property tax ratios and the impact of shifts between property classes.

3.3 The Town will continue to offer the Elderly Residents’ Tax Assistance Grant Program and the Heritage Tax Refund Program and annually set target amounts for the grants.

3.4 The Town will explore opportunities to provide developers with financial incentives to recover development costs through the use of Property Tax Reduction Financing Programs and Tax Incremental Financing Programs.

4. General Revenue Policies

4.1 The Town will review its revenue sources with the goal of reducing the burden on property taxes as the primary source of revenue through increases in existing revenue sources and the investigation of new revenue sources.


5. Development Charges

5.1 The Town will be guided by the principle that growth shall pay for itself.

5.2 The Town will establish Development Charges at an optimal level in order to fund capital projects required to support the Town’s growth related infrastructure.

5.3 An annual review will be undertaken by Corporate Services staff to determine if a capital projects update is necessary to the Development Charges Background Study.

5.4 The appropriate financial commitment will be considered each year from 2010 to 2021, for the purpose of increasing the Town’s contribution to the growth-related Roads capital program.

5.5 An appropriate financial commitment will be considered each year from 2010 to 2019, for the purpose of increasing the Town’s contribution to the (non-roads) Development Charge/Growth-related capital program.

6. User Fees

6.1 Where applicable, the Town will identify “User Rate Supported” services that will ensure that they recover the full cost of providing the service, including costs associated with operating, capital and administration. The goal is that the following be completely “User Rate Supported” services by the end of the timeframe of this Plan:

• Building Services• Fleet Operations

6.2 Staff will investigate whether any additional current or new services should be included as “User Rate Supported” services.

6.3 For all other services, user fees will be considered by the Town where:

• There is a clear relationship between the fees paid by users andthe benefits received by the user.

• The member of the public has a choice as to the extent to whichhe/she uses the service.


• It is administratively feasible to collect the charge at a reasonable

cost. • The benefits can be quantified and attributed to the user.

6.4 Staff will prepare a report(s) for consideration by Council that will establish a baseline for the user fees. The report(s) will include the following:

• Identify and document the business units involved in the program

or service. • Identify the full costs of the program or service as permitted under

legislation. • Identity the ways that fees are currently set and the extent that

they recover the cost of the program or service provided. • Establish a rationale, targets and timing for the proportion of the

cost that will be recovered from user fees and which costs will be recovered from property taxes.

6.5 The user fees structure will be sensitive to the “market” for similar

services and in setting user fees, the Town will consider fees charged by other agencies or municipalities providing similar services. However, user fees surveys shall not be the sole or primary criteria in setting Town user fees.

6.6 The Town will strive to increase user fees as a percentage of overall

funding by identifying new areas where user fees can be implemented and by ensuring that existing fees are updated based on increases in the associated costs to provide the service.

6.7 The Town will review and update user fees annually taking into

consideration the increase in all costs, current “market” situation, and minimizing negative impacts to the public that would result in not limiting access to the service.

6.8 The Town will investigate the use of a two-tier user fee structure

based on charging higher user fees for non-Town residents, for consideration by Council by the end of 2009.


7. Funding From Other Levels of Government

7.1 By working with the representatives of the Federal and Provincial Governments, as well as with the Federation of Canadian Municipalities (FCM) and the Association of the Municipalities of Ontario (AMO), the Town will lobby additional ongoing and stable funding from the Provincial and Federal Governments.

7.2 A multi-year reduction program shall be developed, which assesses the impact of eliminating the Town’s reliance on the Ontario Municipal Partnership Fund as a source of funding and explores a phased increase in the Operating Budget to deal with the loss in revenue from the Provincial Government.

7.3 The optimum time for presenting opportunities for one time funding will be during the annual budget process.

7.4 The implications on the Town’s Operating and Capital Budgets of any one time funding, and any associated conditions, will be presented to Council for consideration.

7.5 Consideration will be given to phase in increases or decreases to operating budgets that result from funding shifts through the use of Discretionary Reserve Funds.

7.6 The annual Operating Budget shall only include revenue from other governments if the amounts are known or can be reasonably estimated based on agreements or other reliable documentation.

7.7 The Town will participate in grant/subsidy programs from other levels of Government, only if programs/projects to be supported are required or can be justified independent of the provision of the grant/subsidy.

8. Asset Management and Liabilities Policies

8.1 The Town will implement lifecycle costing to provide for the future replacement or rehabilitation of the Town’s current capital assets, through the use of Public Sector Accounting Board (PSAB) Tangible Capital Asset Reporting, Asset Management Plans and lifecycle costing.


8.2 Upon completion of the Asset Management Plan, PSAB Tangible Capital Asset Reporting and initiating lifecycle costing, Reserve Funds will be supported by a financial plan identifying contribution sources based on a priority and phased-in approach, and projected disbursements required to meet planned obligations to be funded by Reserve Funds.

8.3 The Town will include increased funding within its annual Capital

funding to effect lifecycle costing for all of the Town’s tangible capital assets to be fully implemented by 2020.

8.4 In the event of the disposition of any asset, the resulting funds will be

directed to the appropriate Reserve Fund. 9. General Reserve Fund Policies 9.1 Reserves will be reviewed on a bi-annual basis to determine their

adequacy and a report, for consideration by Council, will be prepared highlighting the target balances compared with the existing balance and reserve projections. Reserve Funds will be classified as follows:

• Mandatory Reserve Funds • User-Rate Supported Reserve Funds • Under-Funded Liability Reserve Funds • Contingency Reserve Funds • Discretionary Reserve Funds

9.2 If as a result of the bi-annual review, a Reserve Fund is found to be

no longer necessary, the balance should be allocated to Reserve Funds that are underfunded on a corporate priority basis for consideration by Council.

9.3 All Reserves will become Reserve Funds and all Reserve Funds will be credited interest to maintain purchasing power parity.

10. Specific Reserve Fund Policies

10.1 Risk specific issues will be funded through the establishment and

funding of a Corporate Risk Specific Contingency Reserve Fund to be funded at a level to be determined by staff for consideration by Council.


10.2 The Town will ensure that funding from Town contingencies reserve funds is available to respond to an emergency situation. To supplement this funding, the Town will approach the Provincial and Federal Governments for financial assistance during emergency situations.

11. Capital Budget Management Policies

11.1 The Town will move to a Five-Year Capital Budget process in 2010 and implement a Ten Year Capital Budget process by 2012 with detailed project and financial information identified for each year. The Multi-Year Capital Budget will be re-evaluated and updated on an annual basis by staff for consideration by Council.

11.2 A corporate prioritization process will be established for all capital projects. All projects shall be consistent with the Caledon Community Work Plan, Council’s Priorities, and supplemented with the following criteria related to priority allocations for expenditures:

- Mandatory - Safety/Health - Maintenance of Infrastructure - Expansion & Growth - Other

11.3 The amount of the Capital Envelope funded through the Operating Budget will be reviewed annually, with a report that will outline funding scenarios for the Capital Envelope for consideration by Council prior to the issuing of the Town’s Budget Guidelines for the upcoming budget process. The scenarios forming part of this review will take into account the Town’s capital needs, Council’s Priorities and the impact of inflation based on the Construction Price Index published by Statistics Canada.

12. Debt Management Policies

12.1 For Tax–Supported debt, debt carrying costs must be paid through the Town’s Operating Budget, while for Rate-Supported debt, debt carrying costs must be paid through user fees.

12.2 The use of internal borrowing should be maximized to reduce borrowing costs, while taking into consideration the impact on the Town’s overall financial position. Internal borrowing shall mean borrowing from Reserve Funds.


12.3 The Town shall establish a debt level guideline and to assist in establishing this guideline the following will be used:

• The municipal debt limits established in Provincial legislation. • The Town’s debt charges as a percentage of expenditures

indicator. • The Town’s debt outstanding per capita indicator. • The Town’s debt to reserve ratio indicator.

12.4 In consideration with the Town’s Capital Plan, debt financing could

be used in the following projects and should be issued for no longer than 80% of the life of the asset being funded:

- Projects that support the Town’s Strategic Plan. - Projects that are funded entirely through user fees on a

permanent basis. - Projects that result from an emergency situation.

12.5 Lifecycle capital projects that renew or rehabilitate existing assets

should not be eligible for debt financing and a planned process will be developed whereby an annual tax-supported contribution will be made to meet lifecycle needs of all assets.

12.6 Until lifecycle costing is fully implemented, the Town will consider

undertaking a short-term managed program of debt financing to address the Town’s current infrastructure deficiency and to reduce further deterioration of the Town’s infrastructure.

12.7 The Town will structure debt to be consistent with a fair allocation of

costs to current and future beneficiaries or users.

12.8 As debt carrying costs decline due to retirement of debt, the Town will apply savings to accelerate achievement of full lifecycle costing of the Town’s infrastructure.

12.9 The Town will monitor its debt annually and report the results to

Council.


13. Surplus Management Policies

13.1 Staff will prepare quarterly variance reports for consideration by Council to increase accuracy in anticipating year-end surpluses/deficits.

13.2 The surplus from an audited year-end balance will be transferred to a Town Reserve Fund at the end of each fiscal year and will be available for allocation by Council after the Audited Financial Statements have been presented to Council.

13.3 Funds from Town operating surpluses, if any, will be allocated to the following:

• To fund the annual Corporate Contingency Reserve Fund.

• To fund any necessary funding for Council Priorities.

• To fund under funded Reserve Funds.• To fund a Tax Rate Stabilization Reserve Fund.

TOWN OF CALEDON

2014 OPERATING BUDGET TEMPLATE - SUMMARY FOR DEPARTMENT

UNAVOIDABLE BUDGET INCREASES/(DECREASES)

Appendix C

Revenue or Expense

2013

Budget

2013

Budget

Changes

2014 Base

Budget Man

dator

y

- Le

gislat

ion

Empl

oyee

Compen

sation

Annualiz

atio

n

- New

Sta

ff

Annualiz

atio

n

- Ser

vice

s

Infla

tion

ary

Utilit

ies

Rev

enues

Previ

ously

Approv

ed

Counci

l Init

iative

s

2014 Adj

usted

Bas

e Budg

et

(A) (B)(C) =

(A)+(B)(D) (E) (F) (G) (H) (I) (J) (K)

(L)=(C) TO

(K)

Revenues $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Expenses $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Exp./(Rev.) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

RECOMMENDED BUDGET REDUCTIONS

Servi

ce D

eliv

ery

Effic

ienci

es

New

Fee

s/Rev

enues

Fee

Rat

e In

crea

ses

2014 Tot

al B

ase

Budget Red

uctio

ns

2014 Budg

et to

be

prese

nted t

o Cou

ncil

(exc

l. Unm

et N

eeds

)

(M) (N) (O)(P) = (M)

to (O)(Q) = (L)+(P)

$0 $0 $0 $0 $0

$0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0

Tax Increase/(Decrease) compared to "base budget" (C) $0

% Increase/(Decrease) 0.0%

Town of Caledon 2014 Budget Statistics Appendix D

Corporate Services


• Over 350+ users across 20+ facilities and 1,000+ devices

• Approximately 13.75 km of fibre optic cable installed connecting 7 facilities

• Over 15 core database applications that track and manage the Town’s finances,assets/infrastructure, recreational programs, development applications, GIS mapping

Purchasing

• Issued over 73 bid call documents (tenders, proposals, quotations) in 2012 (78 issuedto date for 2013)

Finance

• Total property tax bills issued 22,337 (commercial bills 969; residential bills 21,368)

Development Approval Planning and Policy

2009 2010 2011 2012

2013

Q1 - Q3

D07 Condos 1 1 0 2 0

D09 POPA 5 3 1 6 5

D10 Consents 15 20 24 20 24

D11 Site Plans 13 33 38 61 45

D11 ORM Site Plans 84 93 95 78 64

D12 Subdivisions 0 2 2 6 0

D13 Variances 40 55 76 57 45

D14 Rezoning 9 18 12 18 11

D22 NEC 24 76 57 60 35

D28 Part Lot Control 1 14 9 11 7

Total 192 315 314 319 236

Type of Application


• 2,796 Emergency Responses

• 2,120 Emergency Incidents

• 8.17 Minute Average Response Time

• 684 Inspections

• 9 Fire Stations

• One of the largest Volunteer Fire Services in Ontario(250 Volunteer Fire Fighters and 30 career staff)


General Governance and Administration Legislative Service:

• Supported and attended 36 Council Meetings & 106 Committee Meetings

• 291 Animals were adopted through the Caledon Animal Shelter

Customer Service:

• 336 Business Licences issued (Taxi, Tow Truck, Tattoo/Piercing)

• 177 Marriage Licences issued

• 1,497 Dog Tags

• 2,058 Garbage tags issued (769 Customer Service, 1,289 from other facilities)

• 354 Commission of Oaths

Provincial Offences Administration (POA) Office:

• 27,365 Charges processed

Legal Services:

• 159 Agreements processed

Caledon Public Library Public computing

• 81 public use computers in 7 branches, complemented by publicly available Wi-Fi in all 7 branches

Programming

• More than 1,400 children, teens, and adults took part in the summer reading program

• More than 700 programs, attended by 15,000 people

Collections • Access to more than 46,000 e-books • Digital access to 2,000 daily newspapers from 90 countries in 56 languages • More than 75 magazines available for download • More than 100,000 physical books in the library Circulation • More than 300,000 books borrowed so far this year


Parks and Recreation

• Parks – 71 Parks, approximately 380 Hectares (124 Hectares of open space)

( 3 new parks opened in 2013 which include Johnston Sports Park, South FieldsCommunity Park, Chateaux Neighbourhood Park)

• Recreation Facilities – 13

• Square footage of facilities – 350,000

• Visitors per year – approximately 1.2 million

• Provided over 1.6 million participant hours of recreation and leisure activities

• Over 5,000 children took swimming lessons

• Over 1,700 children registered in camps


• Roads – 1,519 Lane km (1,287 km paved & 232 km unpaved)

• Sidewalks – 120 km

• Structures – 133 Major Structures (bridges and culverts)

• Fleet – 165 number of pieces of Major and Miscellaneous equipment

• 68 Storm Water Management Ponds

• 5,100 Streetlights (additional 150 are to be assumed in 2013)

• Catch Basins – 4173

• Storm Sewers – 147.5 km

Glossary

ABUCC – Albion Bolton Union Community Centre

Account – a classification of expenditure or revenue within a departmental budget to which an estimated budget value or actual expense/revenue amount is assigned

Accounting Principles – A set of generally accepted principles for administering accounting activities and regulating financial reporting. These principles comply with Generally Accepted Accounting Principles (GAAP) for local governments.

Accrual Accounting – An accounting method where revenues are recognized in the accounting period in which they are earned and expenses are recognized in the period in which they are incurred (sometimes referred to as "full accrual", to distinguish it from modified accrual basis accounting).

AMANDA – A computerized document management system

AMO – Association of Municipalities of Ontario

Annual Budget – A budget for a single year which identifies the revenues and expenditures for meeting the objectives of the annual financial plan

Amortization – the allocation of a lump sum amount to different time periods, particularly for loans and other forms of finance, including related interest or other finance charges.

Appropriation – the amount of money approved by Council and set out in the budget for labour, revenue and other current operating and capital expenses

Approved Budget – The budget as formally adopted by the Town Council for the upcoming fiscal year.

ARL – Annual Repayment Limit

Assessed Value – the value calculated for each parcel of real property using appraisal criteria established by MPAC. Each property reflects market prices of the land and its improvements and recognizes any change of use. These values are the basis of levying property taxes.

Balanced Budget – A balanced budget is where the revenues and other funding sources (reserves & surplus) equal the expenditures.

BAS – Building Automation System

Base Budget - The base budget is the previous year’s budget with zero percent increase,

before any in year or future year budget changes.

BCCL – Brampton Caledon Community Living

BIA – Business Improvement Area

CAAC – Caledon Agricultural Advisory Committee

Glossary

Capital Asset – An asset with a long-term nature. For budgetary purposes, a fixed asset is defined as an item whose cost exceeds $5,000 with an expected life of more than one year.

Capital Budget – the expenditures and financing sources to acquire or construct Town assets.

Capital Expenditure – An appropriation of funds for a capital improvement project or asset. These are non-operating expenditures to acquire assets which will have a useful life greater than one year.

Capital Forecast – the expenditures and funding sources projected for consideration in the subsequent years of the Capital Budget approval year.

Capital Project means any significant expenditure incurred to acquire or improve land, buildings, engineering structures, machinery and equipment used in improving municipal services. It includes vehicles, office furniture and equipment and normally confers benefit lasting beyond one year and results in the acquisition of, or extends the life of a fixed asset.

Cash Basis – An accounting method where transactions are only recognized when cash is received or dispersed.

CAO – means the Chief Administrative Officer for the Town of Caledon

CBSP – Community Based Strategic Plan

CCRW – Caledon Centre for Recreation and Wellness

CEAC – Caledon Environmental Advisory Committee

CERC – Caledon East Revitalization Committee

CFO – Chief Financial Officer

CPPM – Capital Projects and Property Management

CSA – Canadian Standard Association

CUPE – The Canadian Union of Public Employees

Current Budget – the expenditures, revenues, staff complement and the quality and quantity of services to the public formally approved by Council for current Town operations for the period January to December 31st of each year.

CVC – Credit Valley Conservation

DAPP – Development Approval Policy and Planning Department

DART – Development Application Review Team

Debt Servicing Costs – Annual principal and interest payments on contracted debt.

Glossary

Department – A major administrative division of the Town that has overall management responsibility for an operation within a functional area.

Department Head – means the head of any Town department or staff designated in writing as such to act in the absence of the Department Head.

Depreciation – An allowance made for the loss in the value of property over time. Now called amortization per Canadian GAAP. See Amortization.

Development Charges – A fee imposed on new development to assist in the funding of future off site services (infrastructure) which is needed, in part, by that new development.

Discretionary – Funds that are to be spent at the discretion of Council without any conditions or obligations.

Division – means the work of a department and each separate departmental function identified in the budget.

EAB – Emerald Ash Borer, a green beetle native to Asia and Easter Russia that causes destruction to ash trees in its introduced range.

EDC – Economic Development & Communications

Election Expense Reserve Fund – A reserve fund created to spread election expenses over the four year term of municipal Council.

Employee Benefits – For budgeting purposes, employee benefits include employer payments for Canada Pension Plan, retirement, group health and life insurance, and workers’

compensation and any similar form of employee compensation.

EMS – Emergency Medical Services

EPA – Environmental Protection Area

Estimates – means the budget proposal for the expenditure and revenue of Town funds for one fiscal year and includes the budget proposals for any particular department.

Expenditures – The cost of goods and services received for both the regular Town operations and the capital programs.

FES – Fire and Emergency Services

Fiscal Year – A 12 month period (January 1 through December 31) in which the annual operating budget applies and at the end of which an assessment is made of the Town’s financial

condition and performance of operations.

FIR – Financial Information Return

FIT – Feed in Tariff

Glossary

Fund – A fiscal entity of self balancing accounts used by governments to control common financial activities.

Fund Balance – Funds accumulated through the under-expenditure of appropriations and/or receiving revenues greater than anticipated and included in the budget.

Fund Accounting – is an accounting system emphasizing accountability rather than profitability, used by non-profit organizations and governments. In this system, a fund is a self-balancing set of accounts, segregated for specific purposes in accordance with laws and regulations or special restrictions and limitations.

GAAP – An abbreviation for generally accepted accounting practices which are the primary benchmarks used in accounting.

GEGEA – Green Energy and Green Economy Act

GFOA – Government Finance Officers Association, established to enhance and promote the professional management of governments for the public benefit.

GHG – Greenhouse gas

GIS – Graphic Information System

Goals – Are broad statements of direction. They identify ongoing community needs and the approach taken by the Town and departments to manage or satisfy those needs.

GPS – Global Positioning System

Grant – A financial contribution to or from governments.

GTA – Greater Toronto Area

GTMA – Greater Toronto Marketing Alliance

HHTA Tourism Strategy – Hills of Headwaters Tourism Association

HPBATS – Halton Peel Border Area Transportation Study

HR – Human Resources

HRIS – Human Resources Information System

HST – Federal Harmonized Sales Tax (i.e. 13% in Ontario)

HTA – Highway Traffic Act

Internal Recoveries – A method of fairly distributing overhead costs such as administrative costs to benefiting funds.

I.T. – Information Technology (may also be IT)

Glossary

LEAR – Land Evaluation and Area Review

LEED – Leadership in Energy and Environmental Design

LID – Low Impact Development

MEDTE – Ministry of Economic Development, Trade and Employment

MOE – Ministry of Environment

MOL – Ministry of Labour

MMS – Minimum Maintenance Standards

MNR – Ministry of Natural Resources

MPAC – Municipal Property Assessment Corporation.

MTO – Ministry of Transportation

Municipal Act, 2001 – Legislation of the province for administering and regulating the activities of municipalities within Ontario.

MW – Mayfield West (located in the southwesterly area of Caledon)

NEC – Niagara Escarpment Commission

NGO – Non-Government Organizations

Objective – Is a specific or well defined task or target that is measurable and achievable within a set period of time.

OCI – Overall Condition Index

OFM – Ontario Fire Marshal

OMAFRA – Ontario Ministry of Agriculture, Food & Rural Affairs

OMB – Ontario Municipal Board

OPA – Official Plan Amendment

Operating Budget – The Town’s financial plan which outlines proposed expenditures for the

upcoming fiscal year and estimated revenues which will be used to finance them.

Operating Expenses – expenditures of a recurring nature, covering services and supplies necessary to operate individual departmental activities.

OPP – Ontario Provincial Police

OCI – Overall Condition Index

Glossary

PCard – Purchasing Card

PCC – Provincial Policy Conformity

POA – Provincial Offences Act.

POS – Point Of Sale

PPT – Permanent Part Time

Property Tax Rate – The rate at which real property in the Town is taxed in order to produce revenues sufficient to conduct necessary governmental activities

Property Tax – Tax paid by those owning property in the Town.

PSAB – The Public Sector Accounting & Auditing Board

PW – Public Works Department

Reserves and Reserve Funds – means funds set aside in a separate account for a specific purpose by bylaw, or required to be set aside for specific purposes as set out in a statute, regulation, or by a written agreement between the Town and another party.

Revenue – All funds that the Town government receives as income, including items such as tax payments, fees for specific services, receipts from other governments, fines, forfeitures, shared revenues, and interest income.

RIC Centre – Research Innovation Commercialization Centre

ROPA – Regional Official Plan Amendment

RPMP – Recreation & Parks Master Plan

SBEC – Small Business Enterprise Centre

SCBC – Smart Commute Brampton Caledon

Service Level – The amount of service provided during the fiscal year as indicated by one or more performance indicators.

SMT – Senior Management Team

SWM – Storm Water Management

Surplus – means the excess of revenues over expenditures.

Tax Levy – Revenue produced by applying a given tax rate to a property’s assessed, or tax

value.

Glossary

Tax Rates – The annual charges for levying property taxes to properties within the Town. These rates are applied against each $1,000 of assessed value.

TCA – Tangible Capital Assets

TOMRMS – The Ontario Municipal Records Management System

TRCA – Toronto and Region Conservation Authority

UNESCO – United Nations Educational, Scientific and Cultural Organization

Variances – Differences between actual revenues, expenditures, and performance indicators from those items targeted in the annual budget.

VFF – Volunteer Fire Fighters

WSIB – Workplace Safety & Insurance Board is a provincial body that administers Ontario’s no-fault workplace insurance for employers and their employees. It is responsible for administering the Workplace Safety & Insurance Act (WSIA).

YSB – Youth Services Board

Documents

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