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2017

DRAFT TAX SUPPORTED

CAPITAL BUDGET AND FORECAST

2017-2026

2017 Draft Tax Supported Capital Budget and Forecast Table of Contents

Executive Summary: Page

Treasurer’s 2017 Draft Tax Supported Capital Budget and Forecast Report ....................................................................................................................................... I

Summary 1 - Projects Added or Deleted – (where project is greater than $100,000)........................................................................................................ A-1 Summary 2 - Projects Scope/Price Increase/(Decrease)- (where project is greater than $100,000) ................................................................................. A-2 Summary 3 - Projects Shifted in Timing – (where project is greater than $100,000) ......................................................................................................... A-3 Summary 4 - Net Capital Financing .................................................................................................................................................................................. A-4 Summary 5 - 2017 Ten Year Forecast – Co-ordinated Projects ....................................................................................................................................... A-5

Haldimand County Council ................................................................................................................................................................................................................. 1 Haldimand County Senior Staff .......................................................................................................................................................................................................... 2 2017 Draft Tax Supported Ten Year Capital Budget and Forecast Overall Summary ......................................................................................................................... 3

General Government ............................................................................................................................................................................................................ 7 Protection Services ............................................................................................................................................................................................................ 17 Transportation Services ..................................................................................................................................................................................................... 25 Environmental Services ..................................................................................................................................................................................................... 49

Health Services .................................................................................................................................................................................................................. 55 Social and Family Services ................................................................................................................................................................................................ 61 Recreation and Cultural Services ....................................................................................................................................................................................... 67 Planning and Development ................................................................................................................................................................................................ 87

Appendices

Appendix A - Capital Financing Principles ......................................................................................................................................................................... 93 Appendix B - Annual Debt Payments by Project ................................................................................................................................................................. 94 Appendix C - Forecast of Capital Reserves ........................................................................................................................................................................ 95 Appendix D - Community Vibrancy Fund Net Present Value Calculations, Forecast Community Vibrancy Reserve Fund ............................................... 117 Appendix E - Forecast of Development Charges Reserve Funds Balances ..................................................................................................................... 120 Appendix F - Projects Deferred or Removed .................................................................................................................................................................... 130 Appendix G - New Initiative Projects with Operating Impacts ........................................................................................................................................... 131

Treasurer’s 2017 Draft Tax Supported Capital Budget and Forecast Report

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THE CORPORATION OF HALDIMAND COUNTY 2017 Draft Tax Supported Capital Budget and

Forecast

Introduction/Background: Prudent management, as well as section 290 (1) of the Municipal Act, requires local municipalities to prepare and adopt annual estimates required for the purposes of the municipality, including amounts sufficient to pay all debts of the municipality falling due within the year, amounts required to be raised for sinking funds, and amounts required for any board, commission or other body. The County currently develops three (3) annual budgets as follows:

Rate Supported – includes Water and Wastewater Operating Budget and Capital Budget (current plus 9 year capital forecast)

Tax Supported Capital Budget (including 9 year capital forecast)

Tax Supported Operating Budget. Council has approved the following 2017 Budget Timetable:

Draft Budget Review Date(s) Additional/Conditional Dates

Rate Supported Capital and Operating Budget

December 1st, 2016 not required

Tax Supported Capital Budget January 23rd, 2017 January 24th, 2017 (if required)

Tax Supported Operating Budget March 7th, 2017 March 8th and 9th, 2017 (if required)

Note: All capital projects included in this document are funded from contributions made to reserves from the tax levy. Water and wastewater capital projects are funded from rates and included in the Rate Supported Capital and Operating Budget approved December 1st, 2016.

The adoption of the Capital Budget provides a firm understanding of the impacts of the anticipated capital program on the tax supported operations of the municipality. Staff has included Appendix G to illustrate the tax supported operational impacts of the proposed new initiatives included in the capital program for 2017. Understanding the ongoing additional operational impacts will assist Council in evaluating the merits/needs of the proposed capital projects. Based on historical service levels, the relative infrastructure requirements to sustain these service levels are determined and can be evaluated based on available financing resources. Legislative Framework and Capital Budget Process: Legislative Framework: The legislative environment in which municipalities operate is continually evolving, inevitably placing additional constraints and pressures on resources and finances. Over the past few years, many municipal associations (i.e. Municipal Finance Officers Association (MFOA) and Government Finance Officers Association (GFOA)) have strongly supported the adoption of Long Term Financial Planning. These principles go beyond “multi-year budgeting” and involve the integration of long range strategic planning with service delivery plans and the appropriate annual budgets to facilitate the financial resources required. Although the Municipal Act provides the legislative authority for multi-year budgets (from 2 to 5 years), there are limited legislative requirements to adopt true long term financial plans (except for those required under the Safe Drinking Water Act to report both the full cost of the water services and a cost recovery plan, representing a period of at least six (6) years). The ideology of sustainable services and the allocation of limited resources are paramount in the budgeting decisions of all municipalities across the Province. The requirement to report tangible capital assets in the statement of financial position (i.e. balance sheet) and the corresponding amortization (i.e. utilization) of tangible capital assets as an expense in the statement of operations has dramatically altered the way municipalities report and plan for the replacement of existing infrastructure. Ultimately, these reporting requirements provide the fundamental basis for municipalities to budget and plan for capital asset replacement, including identifying the resources necessary, or lack thereof, to fund these requirements. It is generally accepted that improved asset management and reporting practices, which the Public Sector Accounting Board (PSAB) amendments are designed to promote, will improve accountability to the taxpayer, providing a better basis for decision making and a more effective means to determine the appropriate expenditure levels to maintain the assets integral to the County’s operations. However, municipalities are required to record capital assets at their historical cost adjusted by associated


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accumulated amortization to reflect their remaining useful life. It is unlikely that the historical costs will reflect the underlying replacement costs and associated resources required to replace aging infrastructure. This practice can lead to significant underfunding of future replacements if not managed effectively (this underfunding is commonly referred to as the “infrastructure gap”). An analysis of the County’s current estimated “infrastructure gap” is provided later in this report. The development of a comprehensive asset management plan, although not specified by legislative at this time (although the Province has indicated this will be a legislative requirement in the near future), is a requirement for all on-going Federal (i.e. Gas Tax) and Provincial (i.e. Ontario Community Infrastructure Fund – OCIF) infrastructure grant funding and reporting. To assist municipalities in this regard, the Province has developed a guide on preparing comprehensive asset management plans, including the following 4 core/fundamental requirements: review of the current state of infrastructure; development of expected levels of service; asset management strategy to achieve the desired levels of service; and a comprehensive financing plan to fund these objectives. The County completed the first draft of its asset management plan, covering the required categories, as at December 31, 2013 and presented it to Council in early 2014. A second draft was presented to Council in December 2014 but still required further staff review and refinement. As outlined in the plan, the County has a substantial “infrastructure deficit” similar to other municipal governments across the Province. Future refinements to the plan, to meet Federal Gas Tax requirements, began in 2016. The plan is intended to provide a sound basis for financial planning and asset management/maintenance practices, including annual reporting. Despite the above noted reporting requirements related to tangible capital assets, the Municipal Act continues to allow municipalities to not budget for the following items: amortization expenses related to capital assets; post-employment benefit costs; and solid waste landfill closure and post-closure expenses. Although this does not directly affect the 2017 Draft Tax Supported Capital Budget, it does require a separate report on these “excluded expenses”. This report will be presented to Council as part of the 2017 Draft Tax Supported Operating Budget which will outline the potential impact the exclusion of these expenses would have on the County’s accumulated year end surplus/deficit. Economic Environment The financial pressures currently being faced on a global, national and provincial basis will undoubtedly have impacts on the local economy. Based on the National Bank’s January 2017 Economic Forecast, Canada’s annualized rate of change in key financial areas is projected as follows:

Annualized Rate of Change

2013 Actual

2014 Actual

2015 Actual

2016 Estimate

2017 Forecast

Gross Domestic Product 2.2% 2.6% 0.9% 1.3% 1.9%

Residential Construction (0.4)% 2.7% 3.8% 2.2% (3.0)%

Unemployment Rate 7.1% 6.9% 6.9% 7.0% 7.0%

Inflation 0.9% 1.9% 1.1% 1.5% 1.8%

Bank of Canada Prime Lending rate

Currently at 2.7% (major banks = 2.85%)

Given the economic projections above, the affordability of the County’s investments in infrastructure has been heavily weighed against the need to provide sustainable and reliable services to our residents. Although municipal spending may act as a stimulant for the local economy, this is more advantageous if current funding is already in place or municipal funds can be leveraged by support from the federal and provincial levels of government. Continued commitment to increased and sustainable infrastructure funds from senior levels of government will be required to assist municipalities in meeting their required levels of infrastructure spending. The recommendations contained within the 2017 Draft Capital Budget and Forecast attempt to strike a balance between: (1) being fiscally responsible through establishing a long range sustainable capital plan; and (2) minimizing the tax impacts on the residents of the County. Capital Budget Process The County’s budget process is focused on strategic objectives and long term financial planning. This process provides direction to management and staff when identifying infrastructure needs and implementing a long range financial plan that is sustainable. These long range plans provide for a structured process to determine future investments in infrastructure needs, as well as planned financial impacts on future budgets. Although the long range vision is to have “fully funded sustainable services”, in the medium term, the goal is to increase municipal investment in infrastructure, focusing on replacement/state of good repair. As indicated above, the Province has developed a Guide for Municipal Asset Management Plans which incorporates several of the County’s current principles. Although there are several methods/models to assist in developing a long-range financial plan, the underlying principles are typically the same:


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Established Goals/Objectives/Framework to Govern the Process: The County has well established Corporate Strategic Objectives to guide the development of a long range asset management plan.

Identify the State of Local Infrastructure: A major component of sustainable asset management is determining: what we have; what it is worth; what condition it is in; and when it needs to be replaced. The County must continually update its inventory of capital assets on an annual basis to meet financial reporting requirements and revise anticipated replacement costs/timing. Although the County has inventories of its various assets, the details, accuracy and relevant timeliness varies from category to category of assets (for example, the County undertakes regular bridge/structure condition reviews while other categories of assets have not had similar reviews). The intent of a comprehensive asset management plan is to utilize this information to determine optimum replacement timing and costs to meet the approved service levels. Additional studies/reviews will be required to assist in determining the replacement timing while maximizing asset life and efficiencies (i.e. facilities/fleet reviews and master servicing studies for water and wastewater infrastructure). To the extent this information is available to County staff, the replacement requirements have been evaluated in the departments’ current and forecasted capital budget submissions. As more information is available and condition assessments of these assets are completed, a more detailed, comprehensive replacement program can be developed. Growth related needs have been evaluated based on alignment with corporate strategic priorities, legislative requirements, health and safety impacts and operating financial impacts.

Desired Levels of Service: While inventorying and assessing the condition of existing infrastructure is integral to an asset management plan, the intended levels of service and performance targets can significantly affect future timing and costs of replacements or upgrades. Defined levels of service with anticipated performance measures and timelines ensure the underlying infrastructure needs are appropriately identified to meet these targets. This analysis includes an assessment of both current and future requirements based on established/anticipated community/resident needs.

Asset Management Strategy: This step involves utilizing the aforementioned information to develop a planned set of actions that will ensure the underlying infrastructure will provide the desired levels of service in a sustainable manner. This includes managing future risk and annual costs through a series of planned maintenance/rehabilitation and replacement activities.

Financing Strategy: A comprehensive long range financial plan is critical in putting the asset management plan into action. This step involves the integration of the physical asset management plan with the required financial plan. The requisite financial plan will ultimately impact the municipality’s capital and operating budgets and identify funding shortfalls therein. The County has established specific guidelines/principles to guide the development of our long range financial plan. As outlined in Appendix A and detailed below, these principles are reviewed annually and evaluated in relation to the draft budget submitted for Council’s review.

An asset management plan is an ever evolving process and, each year, the County evaluates the funding sources and infrastructure needs against the established principles. Based on the current information available, replacement and growth related infrastructure needs, over the 10 year forecast period, cannot be fully accommodated without an increase in debt financing, depletion of reserves and/or an increase in the capital tax levy.

As indicated above, the budgeting process is an integral part of the planning for future infrastructure replacements. As a result, the focus of the 2017 Draft Tax Supported Capital Budget and Forecast should be on financing and affordability. Minor capital repairs/replacements (i.e. typically individual items less than $5,000) are financed directly from the Tax Supported Operating Budget. All remaining capital expenditures are either financed internally from capital replacement reserves, external financing sources or new debt issuance. As a result, there are no capital projects financed directly from the levy. These principles are a major step towards sustainability and lifecycle costing of infrastructure needs – it is the first step in moving from a “cash basis” to an “accrual basis” of funding. Key “Capital Financing Principles” have been established to guide the application of various funding sources for the County’s proposed capital program. These Principles have continually been reviewed/revised (outlined in detail in Appendix A of the budget document) and are based on past practices and “industry best practices”. With the exception of Provincial legislation establishing Annual Debt Repayment Limits (ARL), there are no mandatory financial principles established for municipalities. As a result, the principles have been developed by staff and approved by Council to provide annual guidelines for uses of various funding sources and their application to specific capital projects, as proposed in the 2017 Draft Capital Budget and Forecast. These principles include:

Annual debt repayment level significantly below Provincial legislated maximum, as well as application guidelines for use of debt on specific infrastructure projects;

Use of Reserves and Reserve Funds, including minimum balances over the forecasted period;

Application of provincial/federal grants, subject to eligibility and availability; and

Application of external funds, including conditions on initiating projects funded from these sources. The use of these guidelines adds an element of affordability to the budget process when evaluating the County’s ability to finance the proposed capital projects over the forecasted period. This plan is predicated on a multi-year approach to provide additional funding to increase the County’s investment in infrastructure to an acceptable level to maintain a “state of good repair” and provide the necessary funds for future growth and development


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initiatives to achieve the County’s long range strategic goals. Ultimately, this approach will provide the fundamental basis for a long range financial plan as part of an integrated asset management plan.

2017 Draft Tax Supported Capital Budget and Forecast

Overview and Underlying Principles The County employs several key financial principles to ensure the budget document is understandable and meets the County’s needs. These include ensuring the budget(s) are: accountable, credible, reliable, manage expectations, transparent and meet legislative compliance. The budget cycle is continuous and ever evolving, including the following steps: preparation, approval, monitoring and reporting. These principles are also embodied in the County’s budget guidelines. The 10 year Capital Forecast, for any organization, gives a better indication as to its corporate strategies and financial health than a year-over-year comparison of its annual capital expenditures. It is in the capital budget where the corporation commits to build the necessary infrastructure over the long term. By extension, the corporation has also committed itself to the operating costs of maintaining the facilities and/or infrastructure and, in most cases, to the costs of programs run out of those facilities. As a result, the fundamental financial principles/objectives of the 2017 Draft Tax Supported Capital Budget and Forecast are as follows:

A 1.0% increase in the tax levy to fund the capital requirements for the 2017 Tax Supported Capital Budget, offset firstly from assessment growth, and secondly, in the event assessment growth is insufficient and Council deems it appropriate, from an additional increase in the Municipal Tax Rate;

Capital related expenditures targeted to be at 35% of the total tax levy within the forecast period but at a future date beyond 2017; and

Maintain an 80:20 ratio of capital expenditures for replacements/“state of good repair” to new/enhanced projects over the 10 year forecast period.

The underlying intent of these principles/guidelines is to develop a capital financing plan over the forecasted period that, while achieving the aforementioned targets, will address to some degree, the infrastructure deficit. Increase Capital Related Levy to Target of 35% Description/Rationale for Guideline: This principle was established and previously adopted by Council based on staff recommended “best practices” and financial indicators utilized by Credit Rating organizations. As part of the County’s annual credit rating review by Standard and Poor’s, one of the key financial indicators is Capital Expenditures as a % of Total Expenditures. This indicator is used to assess the sustainability of the municipality’s capital program. Although the County’s actual capital expenditures as a percentage of total levy is currently below the target, our percentage has increased relative to previous years. The relative percentage for rated municipalities (Standard & Poor’s rates approximately 36 Canadian municipalities) increased substantially since 2001 (based on Standard and Poor’s last “Municipal Report Card” issued in June of 2014) with higher/stronger rated municipalities exceeding 30%. As such, the County has set a target of 35% and modified the target based on percentage of levy not actual expenditures. Although this is only an indicator, in the absence of a comprehensive asset management plan for all asset categories, this indicator has been consistently used to determine the County’s ability to meet its future infrastructure needs. Analysis: The County has significantly increased its relative contribution to capital related-expenditures since its inception in 2001. In the County’s inaugural year, only 13.2% of the total levy was capital related. Annual increases over multiple years are required to meet the established 35% target. Annual increases have been impacted in recent years due to the economic conditions and other fiscal constraints. Although the percentage increase has changed over the years (ranging from 1.5% to 0.25%), the County has recognized the importance of addressing the infrastructure deficit related to the County’s capital assets. Based on the historical guideline of a 1% increase in the tax levy related to capital expenditures (reserve contributions or debt related payments), it is estimated that 29.7% of the County’s base levy for 2017 will be capital related. The following graph depicts the County’s historical and projected percentages over the 2001 to 2023 period based on the 2017 Draft Capital Budget and Forecast. As depicted below, steady improvement has been made in the annual tax levy investment in capital spending. It is anticipated that, by initiating successive future increases in the capital levy of 1.0%, the 35% target will be achieved by 2023 (projections assume no change in total current annual levy requirements and constant dollars for the capital forecast). As depicted below, the annual capital levy, from 2009 to 2017, despite annual increases, is close to maintaining the relative share of capital related financing expenditures as a percentage of total levy. As the annual levy increases, increased capital related financing is required to meet the 35% target. Any deviations from the projected increase in the annual capital levy will impact the capital forecast as the required financing may not be available. As well, if the operating component of the annual levy increases at a rate greater than 1% per year, the portion of dollars directed towards the capital levy will decline, making this 35% target more challenging to achieve.


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Note: The years 2001 through 2008 are based on reported expenditures in the annual Financial Information Return (FIR) As a result, the percentages can fluctuate year over year due to timing of completion of capital projects. The year 2009 to 2016 are based on the capital related levy in relation to the base levy for that year. The remaining years are based on the projections of the capital related levy in relation to the 2016 base levy.

Focus on “Replacement”/State of Good Repair”

Description/Rationale for Guideline: The 2017 Draft Tax Supported Capital Budget and Forecast represents a review of current and future capital needs based on replacement/“state of good repair” needs versus ”new”/enhanced infrastructure needs. As 2008 was the first time an evaluation based on “replacement versus new/enhanced” capital projects had been undertaken, it is impossible to determine the historical allocation between the two categories of infrastructure needs. For analysis/presentation purposes, the following definitions/criteria have been utilized to determine the relative allocations:

State of Good Repair (SOGR)/Replacement: Represents capital projects related to repairing/replacing an asset that the County currently owns and manages (this includes replacing existing capacity for service levels – i.e. landfills and cemeteries). These assets are typically already in the County’s inventory and are being amortized on an annual basis (this also includes studies associated with these assets – i.e. condition assessment studies). Some replacements will include “enhanced components” (e.g. enlarged square footage of fire halls due to size of new vehicles) as an integral part of the project; these would be included with the “SOGR” unless the cost is significant in relation to the original replacement cost or can be separately identified from the replacement component.

New/Enhanced Services: Represents capital projects that result in a substantial change in scope, a new process or new purchase over and beyond the current inventory allocation (this would include added excess capacity beyond the foreseeable future needs).

Given the ultimate responsibility to replace existing infrastructure and the associated costs of deferred maintenance/replacements, the proportion of capital costs related to “replacements” should be significantly higher than “new/enhanced”. In a perfect world, the County would have sufficient reserves and alternative financing sources to accommodate all replacement projects, as well as desired new/enhanced projects to achieve its corporate objectives. The reality is that the County is not in a financial position to fund, on a “pay as you go” basis, all required replacement projects, as well as the proposed new initiatives, without significant new debt or increased taxation. Ultimately, the removal/deferral of infrastructure replacements will have a long range negative levy impact as operating maintenance costs escalate and replacement costs rise exponentially based on the deterioration of the underlying asset.

The use of the Capital Financing Principles and a long range financial plan will guide in the development of a balanced approach by utilizing reserves, debt and other financing sources to fund the sustainable replacement of existing infrastructure while providing necessary resources for new initiatives. The historical guideline utilizes a target of an 80/20 allocation between Replacements versus New/Enhanced. In determining the relative percentages, projects funded from one-time specific federal/provincial grants, external funds (including donations, recoveries and Community Vibrancy Funding) and growth related projects funded from Development Charges are removed as specific funding is available for these projects (or components therein). As result, the remaining projects are financed from the County’s internal funding sources (primarily reserves/reserve funds, debt, and guaranteed Provincial/Federal Grants – OCIF and Federal Gas Tax). As the current budget process is refined and financing policies are developed, it is anticipated that this principle will provide for substantially more replacements in the future, recognizing that annual fluctuations in the percentage split will likely occur due to specific priorities in a given year.

Analysis: The following chart depicts the capital project allocations for the forecast period.


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The 2017 capital budget represents a 71%/29% allocation (replacement to new/enhanced, excluding external funding and CVF funds). The average over the ten year forecasted period is 86%/14%. The intent is to maintain the relative percentage over the forecasted period, recognizing certain years may fluctuate based on the nature of the specific infrastructure needs. All of the years are within the 80%/20% allocation except for 2017 (note: as the Gravel Road Conversion projects are considered “enhancements”, these projects have a consistent impact on the overall percentages on an annual basis.) This is mainly due to the proposed implementation of Energy Conservation Street Light Conversion of $2,213,000, funded mainly from CRR-Roads Infrastructure (see PW-RO-2017). The removal of this project would result in an 81%/19% allocation.

Excluding the above noted anomalies, the remaining years are within the 80%/20% allocation and have a relatively consistent split between replacements and “new/enhanced” projects.

Developing a Long Range Capital Financing Plan The aforementioned Capital Financing Principles provide the framework for ensuring the County has a balanced financial approach while maintaining our liquidity and strong financial health. A long range plan needs to provide consistent, predictable levy increases directly associated with capital financing requirements. The focus is on a capital funding plan based on our anticipated capital replacements or growth needs. As a result, simply deferring capital projects will have some, but limited, impact on our long range financial needs unless the deferral pertains to new/enhanced programs or initiatives. The long range capital financing plan will evolve and develop as more detailed information is available to accurately predict the County’s infrastructure deficit and future investment needs. A review of the overall gross capital costs clearly depicts a need for better underlying infrastructure data to predict replacement periods and associated costs in order to develop a long range sustainable financing plan. Although we have reported tangible capital assets for financial reporting purposes, including estimated replacement dates, this information has not been fully utilized to develop future forecasted expenditures (currently, not all asset categories had detailed asset information). In future years, we will continue to utilize this information to develop a comprehensive asset management plan that better manages the replacement of assets by the end of their useful lives. As a result, in developing the 2017 Draft Capital Budget and Forecast, the financing plan was focused on the “Short-Term” needs (1 to 3 year) as these are the most predictable. The infrastructure needs over the “Mid-Term” (4 to 6 year) period are less predictable and the “Long-Term” (7 to 10 year) period lacks sufficient data in several asset categories to develop an accurate/predictable 10 year financing plan. This is clearly depicted in comparing the average annual gross expenditures, including Community Vibrancy Fund projects, over these periods as follows:

Forecast Period (years) 2017 Draft Budget Average Annual

Gross Expenditures

2016 Approved Budget Average Annual Gross

Expenditures

“Short Term ” - 2017 to 2019 $19.7 Million $25.0 Million

“Mid-Term” - 2020 to 2022 $16.7 Million $15.3 Million

“Long-Term” - 2023 to 2026 $14.6 Million $12.9 Million

10 year Average $16.8 Million $17.2 Million


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Estimated Haldimand County “Infrastructure Deficit/Gap” It is generally accepted that municipalities do not currently have the financial resources to fully fund the essential replacements associated with their current infrastructure needs. Although there is no statutory definition for “infrastructure deficit/gap”, a generally accepted definition is as follows: “The total value of physical infrastructure investments that should have occurred to maintain optimal performance but did not. This would include any delayed rehabilitation and replacement of assets that are worn out”. It is estimate that approximately 50% of all public infrastructure is provided by local governments. As such, it is clear that all levels of government must be committed to sustained increases in infrastructure investments to ensure municipalities are providing safe, reliable and environmentally responsible services throughout the Province on an efficient, sustainable basis. The County’s current capital asset inventory, as reported for audited financial statement purposes, reflects the historical value of the assets, less the accumulated amortization (i.e. value used/utilized over its useful life to date). The resulting “Net Book Value” (NBV = historical cost less accumulated amortization) represents the residual value of the asset over its remaining useful life. The net book value of assets, as a % of historical cost, is a good financial indicator of the state of good repair of the County’s infrastructure – the lower the relative percentage, the greater percentage of infrastructure that is nearing its replacement/end of useful life. Based on the audited 2015 financial statements, the County’s net book value of assets (separated by tax supported and water/wastewater infrastructure) was as follows:

2015 Net Book Value Historical Cost Net Book Value (NBV) NBV as % of Cost

Tax Supported Assets $605,264,541 $304,646,234 50.3%

Water/Wastewater Assets $196,497,129 $126,127,487 64.2%

Total Assets $801,761,671 $430,773,721 53.7%

The County’s NBV as a % of historical cost has remained relatively consistent through 2009 to 2015, albeit trending down over this period (this information has only been reported in the County’s financial statements since 2009). This is a good indicator that capital asset investments have kept pace with utilization of existing assets in relative terms. However, in comparison to other single tier municipalities in southern Ontario (the Province completes an annual “Financial Indicator Review” of Ontario municipalities – Haldimand is grouped with 28 single tier municipalities in southern Ontario, ranging in size but excluding Toronto), their average NBV as a % of historical cost is approximately 59% over the same time period. Ultimately, as assets age and near the end of their useful life, the County needs to develop a long term financial plan to meet these requirements. The County completed a comprehensive Asset Management Plan (AMP) in 2014 for the following asset categories: roads, bridges/culverts, storm sewer, water and wastewater. The plan included the required annual reserve contributions based on the anticipated cost and timing of replacement of the underlying assets in these categories. This plan identified significant annual funding shortfalls, particularly in the roads/bridges and water categories. By utilizing the information from the AMP, an “estimated infrastructure deficit” can be calculated for the County’s tax supported infrastructure. Although based on incomplete information (not every single asset is reported for financial reporting purposes) and several assumptions, it provides an indication as to whether the County is currently providing sustainable capital funding to replace the current infrastructure.

As indicated above, despite continually increasing capital financing contributions on an annual basis, the estimated infrastructure deficit is substantial. The current annual reserve contributions of approximately $15.0 million, lag behind both the annual amortization of $19.2 million and the estimated annual required contributions of $38.8 million. As a result, the average annual infrastructure “deficit” over the forecast period is approximately $23.9 million. Although the above information is based on several assumptions (i.e. rate of inflation, interest earnings on applicable reserves, estimated useful life, current condition assessment where available, etc.), it is a good indication that there are future funding issues to be addressed. There was a new initiative approved in the 2016 Tax Supported Capital budget to update the current plan, add the remaining asset categories and implement a process to manage the AMP on a go forward basis. This new initiative is just getting underway, and should result in better information for the preparation of the capital funding plan in the future.


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Summary: Council has committed to a long range capital financing plan that provides predictable annual increases to capital related spending over the forecasted period. It was originally anticipated that the targeted capital funding level of 35% of annual expenditures would be reached by 2011 by utilizing a 1.5% annual increase in the capital levy. However, given the economic conditions and other fiscal pressures, these target increases were not maintained. Based on past years, an annual 1.0% increase in capital spending has been included in developing the draft 2017 budget. As a result, the following depicts the actual/recommended increases in capital spending since 2011:

Year Projected Increase Actual Increase

2011 1.5% 1.0%

2012 0.25% 0.26%

2013 1.0% 1.10%

2014 1.0% 0.94%

2015 1.0% 0.30% (*)

2016 1.0% 1.0%

2017 (recommended)

1.0% to be reviewed

(*) In 2015, contributions to the Waste Management Reserve were amended during Tax Supporting Operating Budget review based on future infrastructure needs of a transfer station operations compared to operating our own landfill.

As indicated above, there are anticipated funding shortfalls that need to be addressed to accommodate increased future capital spending as the current funding is not sustainable. It is therefore recommended to continue annual capital levy increases beyond 2017. Without this commitment, there will be insufficient funds to maintain the County’s assets in a “state of good repair”, as well as provide additional funds necessary for new/enhanced infrastructure needs to meet the County’s objectives. For long range forecasting purposes, it is assumed the annual increase will be 1.0% after 2017. This will be subject to annual approval by Council. Based on this revised plan, it is anticipated that a capital levy of 35% of the total annual tax levy will be reached by 2023. An analysis of the current projected Capital Replacement Reserves (see Appendix C of the budget document) indicates there will be monies within the capital replacement reserves, in conjunction with other financing sources and issuance of new debt, to fund the identified infrastructure needs over the forecasted period (not all reserves are strictly utilized for replacements – some reserves also fund new/enhanced infrastructure needs). Although there appears to be sufficient funds to support the current forecasted infrastructure needs, staff are concerned with the significant reduction in the overall balance of the capital reserves during the “Short-Term” period, excluding the Hydro Divestiture Reserve Fund. This is indicative of three things: first and foremost, a significant “borrowing” from future CVF funds - by the end of 2017 it is expected to be in a negative position of $12.1 million – these funds are being internally financed from Capital Replacement Reserves leaving an estimated net Capital related Reserves balance of $10.5 million by the of 2017; second, better replacement/condition information in the short-term to determine required replacement costs in the next three years relative to later years; and third, the funding of new/enhanced asset investments, for which no previous funds were set aside. The increasing balance of the capital reserves, in later years, must not be seen as justification for the short term spending. It must be acknowledged that asset life cycle information is being improved, which will eventually lead to the identification of increased spending required throughout the entire ten year forecast. This information will be utilized to develop better long range plans to ensure replacement of key infrastructure occurs at the appropriate time with a fiscally responsible funding plan. Significant review, at all levels of management, ensured that the recommended capital projects were necessary to maintain existing or proposed service levels in light of the current economic circumstances. Despite very prudent budget submissions by staff in all departments, detailed reviews resulted in the removal/deferral in of $1.7 million of capital projects (deferred projects were moved further into the forecasted period – see Appendix F for details).


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Gross Capital Costs Overview The Capital Budget process has evolved over the years to focus on strategic objectives and long term financial planning. The County’s Corporate Strategic Objectives (the “3 Pillars”) form an integral part of the development process of the Capital Budget and Forecast. In addition, a multi-year approach has better managed tax levy impacts while striving to meet specific financial objectives. A corporate wide perspective and consistent rating criterion were utilized to evaluate all capital projects submitted for the 2017 Draft Tax Supported Capital Budget and Forecast. While individual managers evaluated and rated their own projects based on the rating criteria, a cross-sectional peer review committee independently reviewed the individual ratings for consistent application across the organization. This process has ensured a fair application of the ratings as applied to each individual project submitted for consideration during the development of the Capital Budget and Forecast. The level of replacement projects were evaluated in relation to all submitted replacement projects and the evaluation criteria were utilized to determine the appropriate level of funds allocated to these projects for 2017. The same process was utilized to determine the level of new/enhanced projects that could be initiated in the current year. The resulting 2017 Draft Tax Supported Capital Budget includes approximately $20.8 million of infrastructure investment in 2017 with a total tax supported infrastructure investment of $167.6 million over the 10 year period ending in 2026. The format for presentation of the details of the capital projects reflects the reporting format required for the County’s Annual Financial Information Return (FIR). Although operationally the County is divided into departments (i.e. Corporate Services, Public Works, Community Services and Planning & Economic Development), these departments do not necessarily align with the FIR reporting requirements and do not always take into account the cross-divisional delivery of services provided by the County. The FIR requires specific functional areas to be grouped together. In total there are 9 functional categories, with a varying number of sub-categories as follows:

General Government: Includes all corporate overhead and related capital projects. Sub-categories include Governance (i.e. CAO and Council) as well as Corporate Management and Support (i.e. Clerks, Information Systems, Human Resources, Corporate Support Services, Financial Services and Administrative Facilities)

Protection Services: Includes all services intended to protect the public and the community as a whole. Sub-categories include fire, police, court security and prisoner transportation, conservation authorities, protective inspection and control (building/by-law enforcement), emergency measures and provincial offences administration.

Transportation Services: This category includes all means of transportation and associated services. Sub-categories include roadways, bridges/culverts, winter control operations, traffic operations, child crossing guards, transit, parking, street lighting and municipal airports.

Environmental Services: This category includes services that impact the environment. The sub-categories include storm water management, solid waste management and waste diversion. Water and wastewater capital projects are included in a separate budget document as they are supported by user rates and not property taxes.

Health Services: This category includes all health related services. The sub-categories include Public Health services, hospitals, ambulance services, and municipally managed cemeteries.

Social and Family Services: This category includes services related to social and family needs of individuals. The sub-categories include social assistance programs, assistance to the aged (i.e. long term care facilities), and child care services.

Social Housing: This category includes services related to subsidized housing programs for residents within the municipality. This includes public housing and not for profit housing as well as rent supplemented accommodations.

Recreation and Cultural Services: This category includes all parks, recreational and cultural services. The sub-categories include parks and recreational programs, recreational facilities, libraries, museums and other cultural services (i.e. arts and entertainment).

Planning and Development: This category includes all planning and development related services. The sub-categories include residential and commercial/industrial planning, agriculture and reforestation, tile drainage and shoreline management, economic development and tourism related activities.

The following graph provides an indication of the 2017 Draft Capital Budget and Forecasted capital expenditures by functional categories as noted above.


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As shown above, the County’s Tax Supported Capital Plan focuses primarily in the Transportation area (i.e. roads and bridges). Traditionally, the capital projects are focused in this area as roads/bridges represent the majority of the County’s existing tax supported infrastructure (49.5% of the replacement value excluding water and wastewater infrastructure). On an annual basis, transportation costs represent the bulk of the annual gross capital costs over the forecast period (ranging from 60% to 80% annually – averaging 69%). Although the intent is to maintain a relatively consistent annual expenditure over the forecasted period, fluctuations are due to the timing of planned replacements of major road segments or bridge replacements. Given the detailed inventory and condition assessments for this category of assets (i.e. road condition assessments every 5 years and bridge inspections every 2 years), the timing of these replacements are fairly well predictable. As indicated by the chart above, the planned expenditures are fairly consistent over the forecast period (approximately $11.5 million annually – albeit slightly higher in the front end as less major road reconstruction projects or new initiatives are identified in the later part of the forecast). It should also be noted that several new initiatives/programs have been added over the past years (i.e. replacing converted gravel roads, enhanced urban and rural streetscaping, and on-road trails) that have increased annual capital costs with no additional funding. These enhanced road programs have all been funded from the Capital Replacement Reserve-Roads Infrastructure Reserve. In addition, as directed by Council, starting in 2017, an increase has been included to bring the annual Urban Paving Program to an average of $1.1 million per year from the current level of approximately $300,000 per year (refer to report PW-ES-02-2017). This results in an increase of approximately $6.3 million in the Urban Paving Program over the forecasted period 2017 to 2026. Given the magnitude of planned work in these areas, the majority of the annual increases to the capital levy noted in the financing section of this report are recommended to be contributed to this reserve to offset the unexpected utilization.

Traditionally, the other functional areas can fluctuate based on the timing of replacement needs and large scale replacement projects. It is anticipated these trends will continue during the forecasted period with cyclical changes as one-time major infrastructure replacements occur (i.e. typically during the replacement/expansion of major facilities – fire, emergency services, recreational or cultural facilities). As one of the main focuses of the capital budget is to ensure an adequate state of good repair, these allocations are consistent with infrastructure replacement needs based on life cycle.

Unlike previous years, there are limited projects funded from Community Vibrancy Funds (CVF), which would typically increase the expenditures in those applicable years. In aggregate, there are various enhancement/new initiative projects, mainly related to trails, funded from CVF over the forecast period totaling approximately $3.4 million. As a result, these projects have been included in their respective functional categories and not included separately under “Community Vibrancy Projects” as has been done in the past.

The only significant anomalies are as follows: under General Government, planned replacement of computer servers in 2020 and 2025 totaling $300,000 in each respective year; renovations at Haldimand County Caledonia Centre (as identified as part of the Central Administration building plan) totaling $190,000 in 2020; replacement/expansion of Caledonia Fire station in 2022 for $1.5 million; replacement of Dunnville Fire station in 2026 for $1.5 million; conversion to energy conservation streetlights in 2017 totaling $2.2 million; hot mix resurfacing of Diltz road in Dunnville in 2018 for $1.8 million and Caithness street in Caledonia in 2021 totaling $2.5 million; storm sewer replacement on Alder Street in Dunnville in 2018 and 2019 totaling $2.8 million; additional ambulance bay in Caledonia in 2022 totaling $944,000; replacement ambulance depot in Dunnville in 2026 totaling $944,000; on-road trial route from York to Cayuga in 2017 for $1.8 million; conversion of CNR train bridge in Cayuga to bike route/trail in 2018 for $1.5 million; Caledonia to Hagersville trail in 2026 for $2.0 million; replacement of library in Hagersville in 2020 for $2.6 million; tree conservation and reforestation impacting 2017 to 2021 for a total of $1.8 million over the five years, and Dunnville Secondary Plan – Special Policy Area implementation in 2020 for $150,000.

Included in Appendix G are the anticipated annual operating impacts of the 2017 Tax Supported Capital Budget new initiatives. In aggregate, it is anticipated that there is a total net annual operating impact of $128,285 or a


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0.2% levy impact as a result of new/enhanced capital expenditure programs presented in this year’s budget. These costs will be reviewed in relation to other levy drivers in the tax supported operating budget scheduled for Council’s review on March 7, 2017. Financing Sources The County has certain financing sources to draw upon to provide for the capital costs associated with the 2017 Draft Tax Supported Capital Budget and Forecast. The source of financing for specific projects varies depending on the availability of funds and the nature of the capital projects. As previously indicated, specific Capital Financing Principles were developed and utilized to determine the appropriate funding sources for proposed capital replacements or new initiatives. These principles are outlined in detail in Appendix A of the budget document as they relate to specific sources of funding. The application of the principles developed for the Capital Budget and Forecast provides a fundamental basis to evaluate the County’s ability to finance its required capital replacements. Replacement of Existing Assets: When considering available funding sources for these projects, funds were applied in the following order: committed/contractual external revenue sources, available eligible grants, specific capital replacement reserves, and debt financing. In general terms, replacement of existing infrastructure is financed from specific reserves/reserve funds established for the underlying group of assets. Debt financing would only be considered, subject to the Capital Financing Principles, if sufficient funds are not available through other sources. In addition, growth related projects are funded from the development charges reserve funds as identified in the development charges background study. Enhancements/Growth Related Projects: The only specific funding source dedicated to growth related projects is development charges. Development charges are collected for specifically identified capital projects. The County does not have established predictable sources of funding for these initiatives other than the development charges collected on the specifically identified projects. The notable exception is the use of Federal Gas Tax Funding as the criteria to utilize these funds may lend itself to both replacement and new/enhanced infrastructure needs. As a result, the remaining balance of new/enhanced initiatives must be funded from the specific capital replacement reserves that also fund the replacements. The accompanying chart, depicts the various sources of financing for the projects in the proposed capital forecast.

Reserve funding represents the largest annual funding source and is relatively consistent throughout the forecasted period (accounting for approximately 75% over the 10 years, ranging from 58% to 88% per year). External financing sources total 2.9% of total funding over the forecast period and can fluctuate year to year depending on the nature of the project and availability of alternative funding sources (these sources are limited primarily to: municipal recoveries for shared roads and environmental services; municipal drain chargebacks; recovery for hydro related works; and community contributions for joint projects on municipally owned assets).

There are three new projects planned for debt financing over the forecast period as follows: debt financing of $2.2 million for the Hagersville Library replacement in 2020; replacement/enhancement of the existing Caledonia Firehall with a combined Firehall and additional Ambulance base in 2022 with the County debt requirement totaling $2.0 million ($1.1 million and $900,000 respectively); and replacement of the existing Dunnville Firehall with a combined Firehall/Ambulance base in 2026 with the County debt requirement totaling $2.0 million ($1.1 million and $900,000 respectively).


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Grant funds are primarily limited to the Federal Gas Tax and the new Provincial Ontario Community Infrastructure Fund (OCIF); totaling $19.6 million (11.7%) over the forecast period. The tax supported allocation of Federal Gas Tax funding, totals $13.3 million and is applied entirely to the gravel road conversion program and resurfacing of low volume rural roads (many of which were previously converted from gravel roads); the split is $10.8 million and $2.5 million respectively. The OCIF funding is required to be utilized in the year received, with the planned use of $1.2 million in 2017 on bridge and culvert replacements and rehabilitations; $1.7 million in 2018 on hot mix resurfacing projects on Diltz Road and Nanticoke Creek Parkway; and $2.6 million on hot mix resurfacing projects on Port Maitland Road and Haldimand Road 3. In 2017 there is grant funding of $257,000 for the Streetlight Conversion project from the Independent Electrical System Operators (IESO). The balance of the grants over the forecast period relate to Municipal Drains funding from OMAFRA and funding from the Ministry of Health for Public Access Defibrillators totaling approximately $259,000 and $172,000 respectively over the forecast period. The County also received approval for a one-time Ontario Trillium Foundation grant of $112,500 for window replacement and energy management upgrades at Edinburgh Square. Use of development charges over the forecast period totals approximately $7.4 million (4.4%). The application of these funds is limited to the specific capital projects identified in the Development Charges Background Study completed in 2014 or subsequently identified as growth related through a Council resolution. The majority of the Development Charges funding is related to: various projects in Transportation Services ($3.5 million); storm management works totaling $751,000; replacement of Caledonia and Dunnville Firehalls totaling $900,000; Recreational Services totaling $1.8 million (mostly for trail and park development $1.3 million); and planning and development services totaling $287,800 (mostly studies and implementation of Dunnville Secondary Plan implementation $135,000).

Grant Funding As indicated above, the County has limited predictable grant sources for capital funding. Total financing from grants is approximately $19.6 million (or 11.7% of total financing sources) over the entire forecasted period. Grants are typically received in one of the following ways:

Guaranteed Annual Amounts (i.e. Federal Gas Tax and OCIF);

Merit based granting opportunities (i.e. Provincial or Federal grant opportunities);

One time grant funds – Typically one-time funds restricted to specific areas. The Capital Financing Principles outline the following guidelines for allocation of these grant sources. Federal Gas Tax – The County has an agreement in place through the Association of Municipalities of Ontario (AMO) for annual allocations of federal gas tax funding for eligible infrastructure projects. Our current annual funding allocation is approximately $2.8 million and, as outlined in the capital financing principles, is to be allocated on a 50%/50% basis between tax supported and water/wastewater capital needs. This principle was re-evaluated and affirmed in 2016 and has been followed in the 2017 Draft Tax Supported Capital Budget and Forecast (it should be noted that our annual allocations may be impacted in future years as the Province updates its allocation methodology – current methodology is based on a per-capita basis using the 2016 Census and is fixed until 2023). As identified during presentation of the water and wastewater budget, if additional Clean Water and Wastewater grant funding is available in future years, staff will need to reassess the allocation principles for the Federal Gas Tax funds, between water and wastewater and tax supported capital needs, in conjunction with the asset management plans and revised funding needs. Ontario Community Infrastructure Fund – OCIF - In the summer of 2014, the Ministry of Agriculture, Food and Rural Affairs (OMAFRA) announced that the Province would be committing $50 million per year for a period of three years to small municipalities (population less than 100,000) for the purpose of maintaining their local infrastructure. This new Ontario Community Infrastructure Fund (OCIF) requires no application on behalf of the County, as it is a formula based grant program. The County was notified that they would be receiving an annual grant of $668,293 for the next 3 years (2015 to 2017). In the summer of 2016, OMAFRA announced revisions to the existing OCIF program. As a result of the eligibility/criteria revisions made the Province, the County’s OCIF formula based grant increased from approximately $688,300 in 2016 to $1,208,000 in 2017, with even greater increases expected in 2018 and 2019. With the new OCIF program, the annual Provincial commitment to municipalities has increased from approximately $50 million per year in 2016 (as seen with the previous agreement) to $95 million in 2017, $130 million in 2018 and $200 million per year in 2019 and thereafter. The intent of this program is to assist municipalities in funding critical projects identified within their Asset Management Plans in the eligible “core infrastructure” areas (roads, bridges, water, wastewater, and storm sewer) . The County’s current Asset Management Plan (AMP) identifies funding needs within the core infrastructure areas with the largest infrastructure deficit shown in Roads. In addition, the funds must be spent on projects completed in the year the funds are received. As a result, priority roads project are identified in the 2017 Draft Tax Supported Capital Budget for use of these funds. It is staff’s understanding that this Provincial infrastructure grant is intended to be a permanent source of funding for small municipalities, but as the current agreement includes amounts to 2019, staff have not utilized this grant funding beyond 2019.

Competitive/”Merit Based” Application Grant Opportunities – These opportunities are announced on a periodic basis and typically involve extensive application processes and conditions/restrictions with respect to the use of


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these funds. Although the County submitted merit-based annual applications since 2012, we have been unsuccessful with the Province citing that the County’s economic and fiscal situations were not as “challenging” as other applicants. With the revision to the OCIF funding program noted above, although this project based funding component is still included in the revised OCIF program as an available “top-up” amount, the County will no longer be eligible for the application portion of the program as the combined funding for 2017 and 2018 exceeds the $2 million eligibility threshold. County staff monitors opportunities for one-time grant funds (e.g. as denoted in a recent reports to Council - Canada 150 and Connecting Link funds for eligible projects) and will continue to apply for these opportunities for eligible projects if/when they become available.

Impacts on Long Term Debt As outlined in the Capital Financing Principles, debt financing for tax supported projects is utilized in limited circumstances. Existing Debt: Currently the County has outstanding tax supported debt with future principal payments totaling approximately $33.4 million. This debt, issued prior to 2017, relates to Grandview Lodge, multiple Firehall/Emergency Service facilities, community halls and arenas (see Appendix B for details). The annual debt repayments are committed over the forecast term and are included in Summary 4 (page A-4) as part of the overall capital financing. The majority of these debentures do not mature until after the forecast period. Proposed New Debt: New debt to be issued over the forecast term includes existing projects where construction is ongoing and the projects will be completed and debt financed in 2017 or beyond. These projects include debt financing totaling approximately $17.1 million for the Central Administration facility ($16.2 million) and Cayuga Library replacement (approximately $900,000). In addition, the proposed new projects to be initiated during 2017 to 2027 to be debt financed are: replacement of Hagersville library in 2020 ($2.2 million debt to be issued) and Caledonia Firehall/Ambulance station in 2022 ($2.0 million combined debt to be debt issued). As outlined in report PED-GM-11-2016 Re: Cayuga Bridge and Rail Trail Initiative, the funding for the conversion of the CNR train bridge would include Community Vibrancy Funding (CVF) of $1.3 million. As the contributions to the CVF reserve fund are from future receipts, it was approved to debt finance this project with future debt payments to be repaid from the Ward 2 CVF allocation. Development Charge (“DC Debt”): As outlined below, under impacts on Development Charges, it is anticipated that new debt to be recovered from future Development Charges will need to be issued over the forecast period to offset negative cash flows due to the timing of Development Charges receipts (i.e. commonly referred to as “DC or growth related debt”). These projects include DC debt financing totaling approximately $1.2 million for the Cayuga and Dunnville Library replacements. Annual debt repayments for DC debt will be offset by future development charges. Anticipated debt payments for additional DC debt (i.e. for new projects beyond 2017) total approximately $2.7 million related to Caledonia Argyle Street bridge replacement, replacement/expansion Caledonia Fire station, storm works in Dunnville and Hagersville library replacement. The total estimated annual debt repayments over the forecast term are included in Summary 4 (page A-4) as part of the overall capital related financing. The Ministry of Municipal Affairs and Housing regulates the level of debt that may be incurred by municipalities. Repayments can be no more than 25% of total own purpose revenue. Based on projected credit limits, as established by the Ministry of Municipal Affairs (assuming approximately a 3% increase in revenue fund net revenues annually), the County is well within its available credit limit. It should be noted that, despite the limits imposed by the Province, a prudent municipality would not consider a debt burden to this level. As a result, a guideline has been established in the Capital Financing Principles of a 10% annual debt repayment limit based on own source revenues.

Based on the projections, net tax supported debt payments do not exceed 3.4% of the County’s estimated annual revenues over the forecasted period. Total debt payments (including projected water/wastewater and DC debt) do not exceed 7.2% over the same period. Relative to the Provincial Limit, the County could legally incur additional annual debt payments in 2017 in excess of $4.4 million; however, this would have a monumental financial impact on both tax and rate payers. The following graph reflects the proposed total debt payments in relation to the 10% benchmark established in the Capital Financing Principles. As indicated above, principal amounts of approximately $21.3 million in new tax supported debt and $3.9 million in growth related debt is expected to be issued over the forecast period in addition to the existing debt currently outstanding. The maximum annual debt repayment (interest and principal portions) does not exceed $9.2 million (including both tax, rate supported and DC debt payments) at any point during the forecast period (ranging from $5.7 million in 2017 to $9.2 million in 2022).


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The above graph includes debt required to offset the timing of cash flows related to Development Charge receipts (typically referred to as “DC Debt”) and offsetting grants for Grandview Lodge Debt (until 2027). The impact on the Development Charge Reserve Funds is explained in detail below. Rate supported debt charges are based on 2017 capital forecast projections.

In general terms, as the level of debt increases, the County’s degree of flexibility to meet unanticipated expenditures diminishes. Also, the level of debt held by a municipality is a key indicator when rating agencies evaluate the municipality’s financial strength. A lower credit rating results in higher interest rates paid on future debt instruments. Higher interest rates and increased annual debt payments can reduce budgetary options in financing service levels within the public’s expectations (as to what an acceptable levy increase is),. Given the significant infrastructure requirements, the future use of debt is unavoidable; however, fiscally sound debt policies ensure that:

outstanding debt obligations will not threaten the municipality’s long-term financial stability;

the amount of outstanding debt will not place an undue burden on property taxpayers;

the municipality maintains flexibility to take advantage of opportunities that arise; and

a better matching of the ratepayers’ cost of financing a proposed project with future benefits derived from the public sector investment.

Impacts on Reserves and Reserve Funds Reserves and reserve funds form a critical component of the County’s long-term financing plan and represent the major financing source for future capital projects. Included in the appendices is a summary of the tax supported Capital Replacement Reserves (CRR) and specific Capital Reserves (i.e. Park Dedication, Land Sales, etc.) as well as details of each specific reserve that has been established for tax supported capital expenditures. Debt issuance is utilized when sufficient funds are not available in specific reserves. Most income for these reserves is derived from the County’s tax levy. Based on the recommended 1.0% increase in the capital levy for 2017 amounting to approximately $590,000, there are additional contributions to reserves of $249,470. Similar to past practice, staff have made recommendations on how to allocate these additional contributions; taking into account past approvals/principles and areas with funding shortfalls over the forecast period. The rationale for the proposed recommendations is as follows:

Increased contributions for capital related impacts of new initiatives: As identified in Appendix G, new initiatives proposed in the Tax Supported Capital Budget have both annual operating and capital impacts. The operating impacts will be included as Council approved Initiatives in the 2017 Draft Tax Supported Operating Budget, while the capital related impacts represent the annual replacement contributions for new equipment (primarily fleet and IT). As a result, it is recommended that these annual contributions be increased by approximately $16,730 in 2017 (see Summary 4) related to the future replacement of the proposed 2017 new capital initiatives. Other impacts to the CRR-Roads Infrastructure and CRR-General will be accommodated within the additional contribution being made to those reserves.

Increased contributions to CRR-Community Halls: A sustained increase in major capital needs for community halls has exceeded the available funds in this reserve and current annual contributions cannot keep pace with future needs. This shortfall was identified in the 2015 Tax Supported Capital Budget and Forecast. During 2015, comprehensive building condition assessments were conducted to identify the future capital needs. Based on these assessments, additional funding over the forecasted period was identified in excess of $1.2 million. Given annual CRR-Community Halls contributions of $75,000, a significant shortfall would exist if the annual contributions were not increased. As a result, to address this anticipated funding shortfall, it was recommended and approved in 2016 that annual contributions be increased by $100,000 in 2016 with a further $175,000 per year in every year thereafter (to be re-evaluated in future years). Based on these recommendations, the projected future contributions will match anticipated annual costs/needs.


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Municipal drains: Based on the current projected county share of municipal drain projects, the reserve is anticipated to be in a negative position by 2023. In order to mitigate this, staff recommend ramping up contributions to this fund beginning in 2018. This will be offset by a reduction in the contributions to the CRR – Roads Infrastructure.

Inflationary increase to all annual contributions: Given future costs included in the forecast are budgeted based on current costs, if it is difficult to accurately predict future costs given market and commodity price changes over time. As identified in Summary 2 on page A-2, as projects near the front part of the forecast, more accurate pricing is available which typically relates to increased budget needs for the underlying projects. To provide the required funding for these projects due to scope/inflationary changes in our long term financing projections, it is recommended that inflationary increases be added to annual contributions to all capital replacement reserves. Based on current estimated inflation, a 2% increase has been added to annual capital replacement reserve contributions, totaling a net amount of $57,740.

CRR-Roads Infrastructure: As outlined in the County’s asset management plan, there is a significant estimated infrastructure deficit in the roads and bridges category. In addition, in the absence of additional contributions, there would be a significant reduction in the CRR-Roads Infrastructure Reserve if the projected expenditures materialized. Over the past years, new road related programs have been identified and have been funded from this reserve, including; additional urban and rural streetscaping programs, on-road trials/pathways, and replacement of recently converted gravel roads. These new programs have significantly increased the funding requirements from this reserve. As a result, it is recommended that all remaining additional contributions, after implementation of the above recommendations, be allocated to this reserve. Although the net amount results in a reduction, compared to the prior year, of $54,620 in 2017, future years show significant contributions to this reserve.

Parkland Dedication Reserve Fund – In 2012, council approved an amendment to the utilization of the Parkland Dedication Reserve Fund (via PED-COM-07-2012), to provide for 50% to be allocated for acquisition of parkland, recreation facilities or trails, and 50% for the development of parkland, recreation facilities, or trails. Subsequently, staff have determined that there are very few acquisition opportunities/needs as many new subdivisions are providing land/developing parks/trails; however, there are increased financial pressures for additional development of existing lands, particularly related to trails. As a result, staff recommend amending the guiding principles to remove the reference to 50%/50%. This proposed change has been included in the Capital Financing Principles as outlined in Appendix A.

Based on the above recommendations, additional reserve contributions have been allocated to the specific reserves/reserve funds and included in the continuity forecasts of these reserves included in Appendix C. The application of reserve funds to specific projects was based on the principles outlined in the Capital Financing Principles (Appendix A). The key objective is to maintain a positive balance in each specific reserve over the forecast period while limiting the level of internal financing over the same period. Over the forecasted period, all the reserve/reserve fund financial principles are maintained with the exception of the Library Reserve Fund. It is anticipated that this deficit can be mitigated if the Library experiences any surplus in annual operating expenditures.

The above chart depicts the anticipated year end balances of the reserves specifically dedicated to capital replacement (it does not include the Community Vibrancy Fund, Development Charges Reserve Funds and Federal Gas Tax allocations which are for specific capital purposes). As identified, there is a reduction in the overall capital replacement reserve balance in the “Short-Term”, relative to historical levels, as major infrastructure replacements are planned (these reserves are expected to be reduced by $10.6 million from the end of 2012 to the end of 2017) . In addition, there are replacement capital projects not fully reflected in the later part of the forecast (primarily parks and recreational facilities) that likely overstate the future forecasted reserve balances. Using the asset inventory for financial reporting purposes and condition assessments to identify optimum replacement timeframes, more comprehensive replacement plans need to be developed for all years to better reflect the future financing needs (i.e. the development of a sustainable Asset Management Plan).


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As indicated, the above graph does not include the Community Vibrancy Fund (CVF), Development Charges Reserve Funds (DCRF) and Federal Gas Tax anticipated year end balances. Both the CVF and DCRF balances are expected to be in a significant negative position at the end of 2017 totaling $14.1 million (CVF $12.1 million and DCRFS $2.0 million). These negative positions will be eliminated over time based on projected future receipts. In the interim, these shortfalls are funded from the County’s other sources of cash. As a result, the anticipated net capital reserve balance is approximately $10.5 at the end of 2017 excluding the Hydro Divestiture Reserve Fund; compared to a net reserve balance of $38.5 million at the end of 2012, a reduction of $28 million over a 5 year period. It should be noted that, with the addition of the Hydro Divestiture Reserve Fund, the County’s overall “capital reserve” balance is approximately $82 million. When compared to other single tier municipalities in Southern Ontario, the County’s total reserve/discretionary reserve funds as a % of total operating expenses is 117.5% compared to an average of 40.3% at the end of 2015 (as reported by the Ministry of Municipal Affairs in their annual Financial Indicators Review). As outlined in the BMA Management Consulting Inc. 2016 Municipal Study, comparing 105 participating Ontario municipalities, the County’s reserve position is near the top of all surveyed municipalities (when compared relative to: taxation revenues, own source revenues and on a per capita basis). While it is recognized there is additional funding requirements for infrastructure replacements, the County is well positioned compared to other municipalities and appears to have more financial flexibility at this time. In order to adequately fund the proposed capital program, to stabilize year over year fluctuations in the municipal levy, and to avoid the issuance of debt on ongoing replacement and renovation/maintenance programs, it is anticipated that the annual contributions to capital reserves will need to be continually increased in future years (i.e. beyond 2017). As the comprehensive replacement needs for the County are better understood, a more fiscally responsible plan can be developed to balance debt and reserve funding. The County’s past commitment to increase the annual capital levy has steadily addressed the anticipated shortfalls but will need to be re-evaluated for future years if new/enhanced capital programs are projected to continue.

Impact on Development Charges Reserve Funds During the comprehensive update to the Development Charges By-law in 2014, detailed capital projects and the relative growth related proportions were identified. Incorporated in this analysis is the financing of these requirements over the next 10 and 20 years (10 years for parking, leisure, library, general government, cemeteries and ambulance services; 20 years for roads/bridges, fleet, fire services, water/water and storm sewer). As a result, the projects included in the 2017 Capital Budget and Forecast include the projects outlined in the Background Study for the 2014 update of the Development Charges By-law, as adjusted for revisions, if any, to the originally estimated costs. As indicated above, the majority of the approximately $7.4 Million in development charge funding outlined in this budget document is for road/bridge construction and leisure services. The inclusion of new/revised projects anticipated to be funded from development charges are evaluated annually and included for Council’s approval in the applicable Capital Budgets. The next comprehensive Development Charges review is included in the Capital forecast in 2018 and expected to be complete by the spring of 2019. During the setting of the development charge rates, the anticipated timing of receipts in relation to the infrastructure needs was evaluated. As a result, it was anticipated that certain Development Charges Reserve Funds would be “negative” over the period covered by the current rates. These shortfalls would be offset either by external borrowing (“DC Debt”) for larger projects or internal borrowing for smaller projects; future debt payments (internal or external) would ultimately be collected from future rates (as these costs are fully self financed). Staff have been reviewing this information to ensure the appropriate documentation is included and approved by Council to issue the required debentures in 2017 (and beyond as necessary). A summary of the projected Development Charge Reserve Funds over the forecasted period is included in Appendix E.

Conclusion/Recommendations Despite continued difficult economic times, from a long range sustainability perspective, the 2017 Draft Tax Supported Capital Budget and Forecast maintains the County’s financial flexibility and is based on sound fundamental financial principles. As an organization, despite the County’s geographic size, limited tax base, constraints on development and the demands/issues resulting from restructuring, the County has made significant progress over the past years in developing a long range approach to capital budgeting. Continual improvements to the Capital Budget process will assist the County to better allocate resources and manage its significant investments in capital infrastructure. By maintaining the current capital-related levy allocation to tax supported infrastructure, the County will achieve the following:

Continued commitment to increase our investment in the County’s infrastructure to ensure safe, reliable services to develop and grow our municipality;

Maintain the County’s credit rating based on current financial parameters while ensuring adequate reserves are available for future infrastructure replacements; and


Page XVII

Limited increases in the use of debt to finance capital replacements, thereby maintaining flexibility to address infrastructure needs as they arise.

As indicated, although there is a recommended 1.0% increase to the capital levy in 2017, it is also noted that future increases will be required to maintain the current relative financial position. It must be reiterated, as well, that the full impacts of asset replacements are not captured within this proposed budget document (i.e. roads/bridges, parks and recreational facilities, and facility replacements/re-development). As the comprehensive replacement needs for the County are better understood, a more fiscally responsible asset management plan can be developed to balance debt and reserve funding (i.e. reduce the “infrastructure deficit”). It is, therefore, recommended that Council adopt the 2017 Draft Tax Supported Capital Budget and Forecast to 2026 and the financing sources recommended therein. This will approve the specific capital projects outlined in 2017 and endorse, in principle, the projects from 2018 to 2026. A commitment to a pre-determined tax levy increase associated with this continued investment in capital infrastructure will provide for better long range planning and predictable annual capital levy increases for taxpayers. It is also recommended that the proposed increase(s) in annual contributions to specific capital replacement reserves, as outlined in Summary 4 in the Executive summary on page A-4, be approved. Respectfully Submitted by, Mark Merritt, CPA, CA Karen General, CPA, CGA Treasurer CFO & General Manager,

Corporate Services

SUMMARY 1

PROJECTS GREATER THAN $100,000:

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

DIVISIONS Description

Projects Added - EXCLUDING ADDITION OF 2026 YEAR

Fire Services Dunnville - added for replacement fire station portion of a combined fire/EMS station. SOGR 1,551,300 1,551,300

Fleet and EquipmentInitiative to purchase one new Single Axle Plow/Sander Class 5b, Useful life 12 years. Due to the increase in

Development, the roads infrastructure has also increased. An evaluation of the plow routes vs new

development roads will take place prior to the 2018 budget process to confirm the requirement.

New/Enhanced 240,000 240,000

Roads FacilitiesWalpole Roads Yard - Quonset Hut - Replacing the existing Jarvis Quonset hut with a new building at the

Walpole Yard. Existing hut is on a landlocked parcel with no legal rights to access.SOGR 200,000 200,000

Hot Mix ResurfacingCaistorville Rd - Hald/Dunn Townline to Niagara - New project added for the repaving of the road, drainage

and culvert work.SOGR 663,000 663,000

Hot Mix Resurfacing Kohler Rd - Irish Line to Hwy#3 - New project added for the repaving of the road, drainage and culvert work SOGR 465,000 465,000

Hot Mix ResurfacingRainham Road - Hald Rd 49 to Hald/Dunn Twnl - New project added for the repaving of the road, drainage

and culvert workSOGR 640,000 640,000

Storm Sewer Cal-Stirling Street - Argyle to Peebles - New project to address the storm infrastructure. SOGR 11,000 120,000 131,000

Storm Sewer Dun- Park St Drainage Improvements - New project to address the current inadequate draining on Park St. SOGR 200,000 200,000

Waste Dispoal Sites Leachate Management Best Practices Study SOGR 100,000 100,000

Land Ambulance Dunnville - added for replacement EMS Base portion of a combined fire/EMS station. SOGR 944,000 944,000

Cemeteries

DUNN - Lowbanks Erosion Control - Construct an erosion control solution at the Lowbanks Cemetary along

Grand River. High risk of further erosion affecting existing burial plots. Annual inspections prior to and after

construction.

SOGR 455,000 455,000

ParksCaledonia to Hagersville - via Mud Rd Hydro Corridor - New trail. See report PED-GM-02-2016 re. Trail

Prioritization and Cayuga BridgeNew/Enhanced 130,000 1,895,000 2,025,000

Parks HAG - Replace Skateboard Park - Replacing the skateboard park at Hagersville Park. SOGR 200,000 200,000

ParksRiver Rd - On-Route Trail - Hwy 3 to Sutor - New trail. See report PED-GM-02-2016 re. Trail Prioritization

and Cayuga BridgeNew/Enhanced 570,000 570,000

ParksNANT - Springvale Replace Playground Equipment - Replacing the playground equipment in Springvale

Park.SOGR 100,000 100,000

ArenasHCCC - Retrofit interior lighting - Replacing existing lighting with more efficient LED/CFT (Compact

Flourescent Technology) lighting system at HCCC.SOGR 300,000 300,000

Library Hagersville Library Replacement - Purpose is to construct a new Hagersville Library, at the HSO property. SOGR 2,625,000 2,625,000

Community Halls Partnership

Program

Comm. Centres - Emergency Capital Repairs - Previously no budget for smaller emergency projects that

were not identified in the Building Condition Assessment study.SOGR 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 200,000

Community Halls Partnership

ProgramHagersville CC Roof Replacement - Removal and replacement of asphalt shingles SOGR 210,000 210,000

Tree Conservation & ReforestationCemeteries - Remove & Replace Trees - Addressing items identified in the Forest Strategy and

Management Plan (PED-COM-28-2016). $50,000 placeholder for years 2022-2026.SOGR 66,100 85,200 131,800 109,500 110,000 50,000 50,000 50,000 50,000 50,000 752,600

Tree Conservation & ReforestationRoadside - Remove and Replace Trees - Addressing items identified in the Forest Strategy and

Management Plan (PED-COM-28-2016). $50,000 placeholder for years 2022-2026.SOGR 105,300 136,100 210,900 175,500 176,000 50,000 50,000 50,000 50,000 50,000 1,053,800

Tree Conservation & ReforestationParks - Remove & Replace Trees - Addressing items identified in the Forest Strategy and Management Plan

(PED-COM-28-2016). $50,000 placeholder for years 2022-2026.SOGR 66,100 85,200 131,800 109,500 110,000 50,000 50,000 50,000 50,000 50,000 752,600

-

TOTAL PROJECTS ADDED 878,500 786,500 494,500 3,339,500 1,641,000 270,000 170,000 170,000 2,068,000 4,560,300 14,378,300$

HALDIMAND COUNTY

Gross Expenditures

State of Good

Repair/ Enhanced

Service

New Projects Added or Projects Deleted

2017 to 2026 TAX SUPPORTED CAPITAL FORECAST

Pg 1 of 2A-1

SUMMARY 1

PROJECTS GREATER THAN $100,000:

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

DIVISIONS Description

HALDIMAND COUNTY

Gross Expenditures

State of Good

Repair/ Enhanced

Service

New Projects Added or Projects Deleted


Projects Deleted - EXCLUDING 2016 Open/Active Projects

Structure Projects Removal of CNR Bridge (985402) - Removed from the program pending decision with trail networks. SOGR 150,000 150,000

Structure Projects Removal of CNR Bridge (000016) - Removed from the program pending decision with trail networks SOGR 150,000 150,000

Structure Projects Grand River Bridge Pier Rehab - Pier work will commence with the next bridge rehab. SOGR 400,000 400,000

Structure Projects Sulphur Bridge Pier Rehab - Pier work will commence with the next bridge rehab SOGR 200,000 200,000

Storm Sewer Ramsey Dr Storm Mgmt Pond Expansion Phs II - Removed pending development plans SOGR 378,000 378,000

Waste Disposal Sites Waste Transfer Station Upgrades - Project not required as this time. New/Enhanced 25,000 100,000 25,000 150,000

Parks York to Dunnville Trail - Removed as per PED-GM-02-2016, identified as not feasible New/Enhanced 253,000 236,000 310,000 173,000 282,000 1,254,000

TourismTourism Product Development - Birding - Project removed as it is inconsistent with security needs and

direction.New/Enhanced 200,000 200,000

TOTAL PROJECTS

DELETED0 403,000 300,000 100,000 453,000 861,000 310,000 173,000 282,000 0 2,882,000$

NET DIFFERENCE 878,500$ 383,500$ 194,500$ 3,239,500$ 1,188,000$ 591,000- 140,000-$ 3,000-$ 1,786,000$ 4,560,300$ 11,496,300$

Pg 2 of 2A-1

SUMMARY 2

DIVISIONS DESCRIPTION

State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)

Support ServicesFurniture Replacement - new central admin facility has resulted in a shift in replacement schedule (see timing shift summary) which has resulted in an increase in overall replacement cost in 2019.

SOGR 2017 - 2026

528,500 585,800 57,300

Information SystemsCell Phone/Smartphone Upgrade/Replacement - projected increase in per unit replacement cost for future years.

SOGR

2018, 2020-2026

237,000 267,500 30,500

Information SystemsMulti-function Units (printers/copiers) - new central admin facility will result in few units being replaced in future years.

SOGR

2018, 2019, 2021, 2023, 2024 208,400 162,900

(45,500)

Administration FacilitiesFAC ADMIN - Asbestos Management Program - Decreasing 2017-2025 total budget by $68,780 to account for buildings where asbestos has been removed. Added $15,900 in 2026.

SOGR2017 - 2026 236,480 183,600 (52,880)

Administration Facilities FAC ADMIN - Roof Maintenance and Repair - Removing $115,000 from 2017 - re: HSO project. SOGR 2020 660,700 548,800 (111,900)

Fleet and Equipment PoolAs a result of condition review of two Riding Mowers to be replaced in 2017, it is determined that only the Deck's require replacement, the deck replacement will extend the useful life of the units an additional two years.

SOGR 2017 484,750 452,950 (31,800)

Fleet and Equipment Pool

As a result of recent cost reviews - Front End Loader Loader sees an increase in replacement cost from $200,000 to $230,000, the increase impacts only 1 loader in the 10 year forecast. Loader/Bhoe sees an increase in replacement costs from $130,000 to $165,000, the increase impacts 2 units in the 10 year forecast. As per the regular replacement schedule, the addition of 2026 enters the forecast. Included in both shift in timing and price change

SOGR2017-2026

1,326,000 1,441,000 115,000


As a result of recent cost reviews - Both Compact SUV and Compact Pickup trucks, see an increase in replacement cost from $25,000 to $30,000 the increase impacts 17 units in the 10 year forecast. Full size pickups, Full size pickup-high km and Pickup trucks Full size - Winter Control, all see an increase from $29,000 to $33,000, this increase impacts 16 units in the 10 year forecast. Based on the current replacement schedule, 6 units will be replaced twice, and 2 units will be replaced 3 times. As per the regular replacement schedule, the addition of 2026 enters the forecast. Included in both shift in timing and Price Change

SOGR2017-2026

2,079,000 2,351,000 272,000

Fleet and Equipment Pool As a result of recent cost reviews, Fire Heavy Rescue, see an increase from $275,000 to $300,000, increase impacts 2 units in the 10 year forecast. As per the regular replacement schedule, the addition of 2026 enters the forecast

SOGR2017-2026

275,000 600,000 325,000

Gross Expenditures

HALDIMAND COUNTY


Scope/Price Increase/(Decrease)

PROJECTS GREATER THAN $100,000 FOR SCOPE INCREASE/DECREASE GREATER THAN $25,000:

Pg 1 of 7

A-2

SUMMARY 2


State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)


As a result of recent cost reviews, ERU Compact and ERU Full Size, see an increase in Replacement costs, from $37,000 to $45,000. This increase impacts 7 units in the 10 year forecast, based on the current replacement schedule, there are 2 units that will be replaced twice. As per the Regular Replacement schedule, the addition of 2026 enters the forecast. Included in both shift in Timing and Price Change

SOGR2017-2026

325,000 413,000 88,000


As a result of recent cost reviews, Fire Pumpers, see an increase in the replacement cost from $380,000 to $520,000, the increase impacts 3 units in the 10 year forecast. As per the regular replacement schedule, the addition of 2026 enters the forecast. Included in both shift in Timing and Price change

SOGR2017-2026

1,520,000 1,560,000 40,000


As a result of recent cost reviews, Chipper/Brush Cutter, see change in replacement cost from $35,000 to $55,000, the change impacts 2 units in the 10 year forecast. Unit 06-1642, (WWW) changes from a class 16m (Cold Pressure Washer) to a 16n, (Hot Pressure Washer) as a result of condition review, and user requirements. As per the Regular Replacement schedule, the addition of 2026 enters the forecast. Included in both shift in Timing and Price Change

SOGR2017-2026

240,500 296,950 56,450


Increase in cost for the Construction and Engineering of a Storage and Parts Room at the Kohler Fleet Yard. To store parts, oils, greases, antifreeze, W/W fluid, snow plow blades, grader blades, steel rack, small engine parts, garage tools, jacks, safety stands. The increase in storage would allow for the purchase of bulk items which in turn would reduce costs.

New/Enhanced 2018 90,000 120,000 30,000

Roads Facilities

Retrofit Overhead Doors (4x12ft) - Dunnville Yard - Originally budgeted for $93,000 ($54,000 in 2017, $39,000 in 2018) under "Operations Buildings-Repairs/Renovations" in the 2016 forecast - Now seperated into its own project. Increased budget by $32,000 to reflect a better estimate based on scope of work required.

SOGR

2017

93,000 125,000 32,000

Other RoadworkEnergy Conservation St Light Conversion - $65,000 Open/Active in 2016. Increased 2017 budget by $1.048million as per report PW-RO-01-2017

New/Enhanced2016-2017 1,165,000 2,213,000 1,048,000

Other RoadworkRoads Needs Study - Reduced 2018/2022 budgets to $75,000 to reflect a more accurate estimate. Added $75,000 budget in 2025.

SOGR2018, 2022, 2026

170,000 225,000 55,000

Road ReconstructionCal-Stirling Street - Argyle to Peebles - Scope change from Urban Paving to Road Reconstruction to account for the added storm sewer component.

SOGR2017-2018

148,300 405,000 256,700

Road ReconstructionDun-Alder St - Cedar to West - Engineering costs in 2017 increased by $40,000 due to a more accurate estimate. Tree removal costs totalling $45,000 added in 2017.

SOGR2017-2019

2,085,000 2,170,000 85,000

Hot Mix ResurfacingDiltz Rd - Niagara to Concesion - Budget increased by $500,000 to reflect an increase in scope to address geometric defficiencies and ditching.

SOGR 2018 1,200,000 1,700,000 500,000

Hot Mix ResurfacingPort Maitland Rd - Rainham Rd to Lighthouse Dr - Budget decreased by $348,000 to reflect a more accurate estimate based on last years pricing in addition to a change in scope required.

SOGR 2019 1,750,000 1,402,000 (348,000)

Hot Mix ResurfacingCayuga-Munsee St N - Talbot St to Indian St - Budget decreased by $38,000 to reflect a more accurate estimate based on last years pricing

SOGR 2018 300,000 262,000 (38,000)

Hot Mix ResurfacingNanticoke Creek Pky - Hald Rd 55 to Townsend - Budget decreased $65,000 to reflect a more accurate estimate based on last years pricing

SOGR 2018 870,000 805,000 (65,000)

Hot Mix ResurfacingArgyle Street - Kinross Street to Forfar Street - Budget increased by $40,000 to reflect a more accurate estimate based on last years pricing

SOGR 2020 300,000 340,000 40,000

Hot Mix ResurfacingHag- Main Street - Parkview St to Northern Urban Limit - Budget increased by $350,000 to extend the limits of work required up to the MTO construction section.

SOGR 2017 850,000 1,200,000 350,000

Structure ProjectsOSIM Inspections - Biennial project. Budget increased by $60,000 over the 10 years due to increased workload from the 18 pedestrian bridges.

SOGR2017-2025

270,000 330,000 60,000

Pg 2 of 7

A-2

SUMMARY 2


State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)

Structure ProjectsDennis Bridge Rehab - Budget increased by $460,000 to reflect the extent of work required and new estimates

SOGR 2019 260,000 720,000 460,000

Structure ProjectsThird Line Culvert Rehab - Budget increased by $55,000 to reflect the extent of work required and new estimates

SOGR 2019 192,000 247,000 55,000

Structure ProjectsTownline Bridge N - Cay/Sen Replac - Budget increased by $319,000 to reflect the extent of work required and new estimates.

SOGR 2018 400,000 719,000 319,000

Structure ProjectsEmpire Rd Culvert Rehab - Budget decreased by $106,000 to reflect the extent of work required and new estimates.

SOGR 2017 370,000 264,000 (106,000)

Structure ProjectsConc 6 Bridge, Walpole Replacement - Budget decreased by $78,000 to reflect the extent of work required and new estimates.

SOGR 2022 400,000 322,000 (78,000)

Structure ProjectsChurch St Jarvis Replacement - Budget increased by $50,000 to reflect the extent of work required and new estimates.

SOGR 2017 400,000 450,000 50,000

Structure ProjectsCheapside Rd Bridge Rehab - Budget increased by $60,000 to reflect the extent of work required and new estimates

SOGR 2017 400,000 460,000 60,000

Structure ProjectsTownline Rd-Bridge Rehab - Budget increased by $101,000 to reflect the extent of work required and new estimates

SOGR 2018 459,000 560,000 101,000

Structure ProjectsWalpole St Culvert Rehab Jarvis - Budget increased by $178,000 to reflect the extent of work required and new estimates

SOGR 2017 102,000 280,000 178,000

Structure ProjectsMud Street Culvert Rehab - Budget increased by $58,000 to reflect the extent of work required and new estimates

SOGR 2020 202,000 260,000 58,000

Structure ProjectsIndian Line Culvert Rehab - Budget increased by $108,000 to reflect the extent of work required and new estimates

SOGR 2020 152,000 260,000 108,000

Structure ProjectsCaithness Street Culvert Rehab - Budget increased by $100,000 to reflect the extent of work required and new estimates

SOGR 2021 100,000 200,000 100,000

Structure ProjectsSunny Bank Park - Bridge Rehab - Budget decreased by $206,500 to reflect the extent of work required and new estimates

SOGR 2021 406,500 200,000 (206,500)

Structure ProjectsLot 18/19 Conc 8 Walpole Bridge Rehab - Budget decreased by $30,000 to reflect the extent of work required and new estimate

SOGR 2019 493,000 463,000 (30,000)

Structure ProjectsLot 18/19 Conc 3 Walpole Rehab - Budget increased by $50,000 to reflect the extent of work required and new estimates

SOGR 2023 350,000 400,000 50,000

Urban Paving Program

Various urban roads throughout the County - As per report PW-ES-02-2017, increasing the budget to approximately $1.1million/year. Included is new roads added to the program, shifts in timing and price increases/decreases due to more accurate estimates, increases in scope to extend limits, adding sidewalk/curb work, and creating plow turnarounds.

SOGR2017-2026

4,134,500 10,381,690 6,247,190

Surface Treatment ProgramMcLauglin Road - Hwy 3 to Diltz - Budget increased by $75,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2018 75,000 150,000 75,000

Surface Treatment ProgramConcession 6 Walpole - Rd 18 to Rd 55 - Budget decreased by $50,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2020 200,000 150,000 (50,000)

Surface Treatment ProgramConc 6 Walpole - Rd 18 to Cheapside - Budget increased by $60,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2025 200,000 260,000 60,000

Pg 3 of 7

A-2

SUMMARY 2


State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)

Surface Treatment ProgramSouth Cayuga Road - Rainham Rd to Lakshore Rd - Budget increased by $90,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2021 100,000 190,000 90,000

Surface Treatment ProgramConc 6 Walpole - Cheapside Rd to Hald Rd 53 - Budget increased by $60,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2026 200,000 260,000 60,000

Surface Treatment ProgramLink Rd - Kholer Rd to Hald Rd 20 - Budget increased by $65,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2025 75,000 140,000 65,000

Surface Treatment ProgramConc 5 Rainham - Road 53 to Fisherville limits - Budget increased by $45,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2017 225,000 270,000 45,000

Surface Treatment ProgramRiver Road - Hwy 3 to Sutor Rd - Budget increased by $210,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2021 500,000 710,000 210,000

Surface Treatment ProgramUnity Road - Hwy 6 to Mines Rd - Budget increased by $200,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2017 100,000 300,000 200,000

Surface Treatment ProgramHaldimand Rd 9 - Turnbull to Niagara - Budget increased by $70,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2017 80,000 150,000 70,000

Surface Treatment ProgramConc 11 Walpole - Rd 55 to Rd 74 - Budget increased by $190,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2018 200,000 390,000 190,000

Surface Treatment ProgramInman Rd - North Feeder to 2 km north - Budget increased by $60,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2018 100,000 160,000 60,000

Surface Treatment ProgramRd 74 - Conc 12 Walpole to Road 20 - Budget increased by $160,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2022 400,000 560,000 160,000

Surface Treatment ProgramOnondaga Twl Rd Greens Rd to tracks - Budget decreased by $105,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2020 125,000 20,000 (105,000)

Surface Treatment ProgramHald Dunn Twl - Rainham to Lakeshore Rd - Budget increased by $40,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2017 100,000 140,000 40,000

Surface Treatment ProgramDry Lake Road - Hwy 3 to Hald Rd 9 - Budget decreased by $30,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2024 250,000 220,000 (30,000)

Surface Treatment ProgramHald Rd 9 - Turnbull to Hwy 56 - Budget increased by $25,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2020 150,000 175,000 25,000

Surface Treatment ProgramJohnston Rd - Rd 11 to Sandy Bay Rd - Budget increased by $86,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2019 250,000 336,000 86,000

Pg 4 of 7

A-2

SUMMARY 2


State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)

Surface Treatment ProgramFarr Rd - Rd 3 to Lake Erie - Budget increased by $29,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2018 90,000 119,000 29,000

Surface Treatment ProgramSouth Coast - Peacock Point to Sandusk Rd - Budget increased by $25,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2021 150,000 175,000 25,000

Surface Treatment ProgramRiverside Dr - Rainham Rd to Stelco Bridge - Budget increased by $30,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2024 100,000 130,000 30,000

Surface Treatment ProgramBlue Water Pkwy - Wheeler Rd to old bridge - Budget increased by $50,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2019 150,000 200,000 50,000

Surface Treatment ProgramCheapside Rd - Rainham Rd to Hwy 3 - Budget increased by $100,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2023 500,000 600,000 100,000

Surface Treatment ProgramCheapside Rd - Hwy 3 to Conc 10 - Budget increased by $50,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2023 250,000 300,000 50,000

Surface Treatment ProgramMoote Rd - Stringer Rd to Hald Rd 63 - Budget increased by $60,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2020 200,000 260,000 60,000

Surface Treatment ProgramConc 10 Wal - Hald Rd 74 to Rd 55 - Budget increased by $85,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2020 175,000 260,000 85,000

Surface Treatment ProgramMarshall Rd - Kings Row to Hald Trail - Budget increased by $40,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2025 100,000 140,000 40,000

Surface Treatment ProgramSutor Rd - River Rd to Hald Rd 20 - Budget increased by $50,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2023 150,000 200,000 50,000

Surface Treatment ProgramHald Rd #50 - Lake Shore Rd. to Hald Rd 3 - Budget increased by $40,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2026 100,000 140,000 40,000

Surface Treatment ProgramCheapside Rd - Conc 10 Rd to Hald Rd 20 - Budget increased by $75,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2025 100,000 140,000 40,000

Surface Treatment ProgramSweets Corners Rd - Lakeshore Rd to Hald Rd 3 - Budget increased by $45,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2023 75,000 120,000 45,000

Surface Treatment ProgramJarden Rd - Hwy 3 to Hald Rd 17 - Budget increased by $40,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2023 75,000 115,000 40,000

Surface Treatment ProgramDecewsville Rd - Hwy 3 to Irish Line - Budget increased by $40,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2026 100,000 140,000 40,000

Pg 5 of 7

A-2

SUMMARY 2


State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)

Surface Treatment ProgramJunction Rd - Conc 1 South to Hwy 3 - Budget increased by $65,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2026 80,000 145,000 65,000

Surface Treatment ProgramFisherville Rd - Hald Rd 3 to Lakeshore Rd - Budget increased by $60,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2024 80,000 140,000 60,000

Surface Treatment ProgramConc 5 Rd - .4 Km E. Of Hald Rd 12 to Hald Rd 8 - Budget increased by $80,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2026 150,000 230,000 80,000

Surface Treatment Program

Conc 3 Rd - Sweets Corners Rd to Hald Rd 8 - Budget increased by $85,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2022 175,000 260,000 85,000

Surface Treatment ProgramSouth Feeder Canal Rd - Hald Rd 65 to Inman Rd - Budget increased by $25,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2024 100,000 125,000 25,000

Surface Treatment ProgramSouth Coast Drive - Sandusk Rd to Texaco Underpass - Removed $50,000 in 2025 due to error in 2016-2025 forecast.

SOGR 2024 200,000 150,000 (50,000)

Surface Treatment ProgramConc 15 Walpole - Hald Rd 20 to Hald Rd 70 - Budget increased by $50,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2022 250,000 300,000 50,000

Surface Treatment ProgramStoney Creek Rd - Rd 54 to Hald Rd 66 - Combined individual projects into one. Budget increased by $325,000 based on an assessment of the current road condition, roadside safety requirements and signage and the estimate updated with current contract pricing.

SOGR 2019 325,000 650,000 325,000

Gravel Road ConversionStoneman Rd - Rd 66 to Rd 54 - $44,700 moved from 2019 to 2018, $40,600 moved from 2018 to 2017. 2018 budget decreased by $77,300 to reflect a more accurate estimate based on last years pricing

SOGR2017-2018

324,800 247,500 (77,300)

Land AmbulanceStretchers/Stairchairs Upgrade (Power Assisted) - Budget to replace current non-power stretchers increased $42,000 to reflect increased costs. Budget for power assist stretchers enhancement increased $56,000 to reflect increased costs.

New/Enhanced

2017-2018, 2023-2024

238,000 336,000 98,000

ParksConversion of CNR Trail Bridge - Budget decreased by $648,000 due to more accurate estimates being received. Accelerated first phase of project to 2017 and construction to 2018.

New/Enhanced2017-2019

2,000,000 1,452,000 (548,000)

ParksCAL - Rotary Trail Bridge - Budget reidentified in 2017 with an updated budget of $150,000 based on more detailed estimate.

SOGR 2017 125,000 150,000 25,000

ParksPark Dev. & Master Plan Initiatives Related to Growth - Removed 2017-2019 budgets ($300,000 in total), reduced 2021 by $50,000, added $50,000 each year for 2022-2026 as a placeholder for Park Development projects.

New/Enhanced2021-2026

400,000 300,000 (100,000)

ArenasARENA ADMIN - IP Security Camera Replacement - Added 2024 and 2026 ($150,000 each) to recognize the lifespan of units.

New/Enhanced

2018, 2020, 2024, 2026

300,000 600,000 300,000

ArenasHCCC - Arena Evaporator/Condensor Replc. - Budget increased by $55,000 due to a more detailed estimate of the work required

SOGR 2017 60,000 115,000 55,000

Pools Dunnville Lions Pool House - Increased $345,000 due to a more detailed estimate of the work required. SOGR 2018 250,000 595,000 345,000

Pg 6 of 7

A-2

SUMMARY 2


State of Good

Repair/

Enhanced

Service

Year of

Project

2016 to

2025

2017 to

2026

Increase/

(Decrease)

Library Dunnville Elevator Replacement - Based on the current quote from the contractor SOGR 2023 70,000 215,000 145,000

Heritage & CultureWindow Replacement - Edinburgh Square - Project increased from $80,000 to $120,000 based on new estimate in consultation with the Heritage Building Consultant.

SOGR 2017 80,000 120,000 40,000

Community Halls Partnership Program

Community Halls - Roofing Maintenance and Repairs - $108,450 Open/Active in 2016, seperated $45,000 into separate projects (Dunnville Kinsmen, Seneca Central), $95,000 previously identified for South Cayuga removed.

SOGR2017-2026

714,980 499,000 (215,980)


Community Halls - Asbestos Management - $78,600 in 2016 open/active, $30,100 previously identified for South Cayuga removed.

SOGR2017-2021

307,600 198,900 (108,700)

TOTAL 12,686,580$

Pg 7 of 7

A-2

SUMMARY 3

PROJECTS GREATER THAN $100,000: 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

DIVISIONS Repair/Replacement of Existing Assets

SOGR/NEW

Projects moved - shifts in timing:

Information SystemsOn-Line Service Modules - Timing shift from 2017 to 2018 to coincide with the new central

administration facility timing.New/Enhanced 300,000 300,000

Support ServicesFurniture Replacements - Shift in $52,000 from 2018 to 2019 as a result of central admin

facility project.SOGR 52,900 52,900

Administration FacilitiesCentral Administration Facility - Capital Repairs - First year of annual project pushed back

from 2019 to 2021 as first 2 years should be covered by warranty.SOGR 34,000 34,000 34,000 34,000 34,000 34,000 204,000

Administration FacilitiesHSO - Renovation for OPP - Deferred to 2020 since move to new admin building planned

for late 2019.New/Enhanced 100,000 100,000

Fleet and Equipment

Support Unit Class 0d, Unit 08-0058, $5,000, moves forward from 2019 to 2017, based on

assessment review. As per the Regular Replacement schedule, the addition of 2026 enters

the forecast

SOGR 5,000 5,000

Fleet and Equipment

As a result of condition review - one Emergency Response unit, shifts from a replacement

in the year 2018 to the year 2019 ($45,000). One Emergency Response Unit, shifts forward

from 2020 to 2018 ($45,000). Trailer-Fire, shifts from 2017 to 2019 ($3,000), based on

condition. Boat - Fire ($35,000) and the related trailer ($2,500), both move forward from

2019 to 2017, based on condition. For all shifts forward or out, the replacement year will

also shift. As per the Regular Replacement schedule, the addition of 2026 enters the

forecast

SOGR 37,500 45,000 48,000 130,500

Fleet and Equipment

Based on condition one Compact SUV (Roads) shifts out from 2017 to 2018 ($30,000).

Full Size Pickup (Dnvl Water) shifts out from 2017 to 2019 ($33,000). MobilityTransit Van,

(GVL) shifts out from 2017 to 2018 ($65,000). Four WHD with plow (FAPO) shifts out from

2017 to 2019 ($45,000). For all shifts forward or out, the replacement year will also shift.

As per the regular replacement schedule, the addition of 2026 enters the forecast

SOGR 95,000 78,000 173,000

Fleet and Equipment

As a result of the condition assessment, Pumper P1 (Caledonia), shifts forward from 2023

to 2022 ($520,000). As per the regular replacement schedule, the addition of 2026 enters

the forecast

SOGR 520,000 520,000

Fleet and Equipment

As a result of condition assessment, Single AxleTrailer (Dnvl Water) shifts forward from

2022 to 2017 ($3,500), Low Bed Float Trailer, (Oneida yards), shifts out from 2017 to 2019

($28,000) As per the regular replacement schedule, the addition of 2026 enters the

forecast

SOGR 3,500 28,000 31,500

Fleet and Equipment

As a result of condition assessment, Front end Loader (Cayuga Roads) shifts forward from

2020 to 2017 ($230,000). Loader/Bhoe (Walpole Yards) shifts forward from 2021 to 2017

($165,000), and a Tractor (Walpole Yards) shifts forward from 2018 to 2017 ($36,000). As

per the regular replacement schedule, the addition of 2026 enters the forecast

SOGR 395,000 36,000 431,000

Fleet and Equipment

As a result of condition assessment, one Single dump, (Walpole yards) and one single

dump (Oneida Yards), both shift out from 2017 to 2018. As per the regular replacement

schedule, the addition of 2026 enters the forecast

SOGR 480,000 480,000

Gross ExpendituresState of Good

Repair/ Enhanced

Service

HALDIMAND COUNTY


Projects Moved - Shifts in Timing

Pg 1 of 4

A-3

SUMMARY 3

PROJECTS GREATER THAN $100,000: 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 TotalGross Expenditures

State of Good

Repair/ Enhanced

Service

HALDIMAND COUNTY



Fleet and Equipment Storage and Parts room at the Kohler Fleet Yard, shifts out from 2017 to 2018 New/Enhanced 120,000 120,000

Roads Facilities

Retrofit Overhead Doors (4x12ft) - Dunnville Yard - Originally budgeted for $93,000

($54,000 in 2017, $39,000 in 2018) under "Operations Buildings-Repairs/Renovations" in

the 2016 forecast - Now seperated into its own project. Shifted timing for phase 2 (2018) to

2017 to minimize the disruption to the yard.

SOGR 125,000 125,000

Other RoadworkCaledonia Decorative Crosswalks - Timing shift from 2020 to 2021 to coincide with the

timing of the MTO Argyle Street Bridge ReconstructionNew/Enhanced 132,000 132,000

Other RoadworkCaledonia Downtown Municipal Parking Lot Paving - Timing shift from 2020 to 2021 to

coincide with the timing of the MTO Argyle Street Bridge ReconstructionNew/Enhanced 285,000 285,000

Road ReconstructionCal-Caithness St W-Firehall to Ross - Timing shift from 2019/2020 to 2020/2021 to coincide

with the timing of the MTO Argyle Street Bridge ReconstructionSOGR 60,000 2,490,000 2,550,000

Hot Mix ResurfacingHaldimand Rd 3 - Hald Rd 55 to Hald Rd 70 - Timing shift from 2017 to 2019 to coincide

with US Steel's transportation plan for overloaded vehicles.SOGR 1,100,000 1,100,000

Hot Mix ResurfacingHaldimand Rd 54 - Ross St to Onondaga Townline Road - Timing shift from 2020 to 2021

based on the work requirements/constraints.SOGR 1,050,000 1,050,000

Hot Mix ResurfacingCayuga-Thorburn St S-Talbot to Urban Limit - Timing shift from 2017 to 2019 to coincide

with the construction on the new administration facility. Also extended scope to urban limits.New/Enhanced 255,000 255,000

Hot Mix ResurfacingRainham Rd - Sandusk Rd to Cheapside Rd - Timing shift from 2021 to 2020 to coincide

with the other section of roadwork for Rainham RdSOGR 1,033,500 1,033,500

Hot Mix ResurfacingHaldimand Rd 54 - Latham to Indiana Rd - Timing shift from 2025 to 2024 to gradually

increase the funding in the Hot Mix cost centre to the desired level.SOGR 900,000 900,000

Hot Mix ResurfacingHaldimand Rd 3 - Hald Rd 70 to Norfolk Townline - Timing shift from 2018 to 2019 to

coincide with US Steel's transportation plan for overloaded vehiclesSOGR 562,000 562,000

Hot Mix ResurfacingArgyle Street - Kinross Street to Forfar Street - Timing shift from 2019 to 2020 to coincide

with the timing of the MTO Argyle Street Bridge Reconstruction.SOGR 340,000 340,000

Structure ProjectsTownline Bridge Repairs - Timing shift from 2024 to 2026 based on the OSIM inspection

results and the timing of the work requiredSOGR 400,000 400,000

Structure ProjectsPeart Bridge - River Rd Rehab - Timing shift from 2025 to 2026 based on the OSIM

inspection results and the timing of the work requiredSOGR 615,000 615,000

Structure ProjectsConc 2 Culvert - Seneca Rehab - Timing shift from 2017 to 2022 based on the OSIM


Structure ProjectsOswego Bridge Rehab - Timing shift from 2019 to 2026 based on the OSIM inspection


Structure ProjectsThird Line Culvert Rehab - Timing shift from 2018 to 2019 based on the OSIM inspection


Structure ProjectsTownline Bridge N - Cay/Sen Replac - Timing shift from 2017 to 2018 based on the OSIM


Structure ProjectsConc 6 Bridge, Walpole Replacement - Timing shift from 2018 to 2022 based on the OSIM


Structure ProjectsCheapside Rd Bridge Rehab - Timing shift from 2018 to 2017 based on the OSIM


Structure ProjectsWalpole St Culvert Rehab Jarvis - Timing shift from 2018 to 2017 based on the OSIM

inspection results and the timing of the work required.SOGR 280,000 280,000

Surface Treatment Program Conc 9 Walpole - Rd 55 to Rd 74 - Timing shift from 2017 to 2018 based on inspections. SOGR 200,000 200,000

Surface Treatment Program McLaughlin Road - Hwy3 to Diltz - Timing shift from 2017 to 2018 based on inspections. SOGR 150,000 150,000

Surface Treatment ProgramConcession 6 Walpole - Rd 18 to Rd 55 - Timing shift from 2018 to 2020 based on

inspections.SOGR 150,000 150,000

Surface Treatment Program McClung Rd - Rd 66 to Haldibrook - Timing shift from 2021 to 2025 based on inspections. SOGR 160,000 160,000

Pg 2 of 4

A-3

SUMMARY 3


State of Good

Repair/ Enhanced

Service

HALDIMAND COUNTY



Surface Treatment ProgramConc 6 Walpole - Rd 18 to Cheapside - Timing shift from 2023 to 2025 based on


Surface Treatment ProgramConc 6 Walpole - Cheapside Rd to Hald Rd 53 - Timing shift from 2022 to 2026 based on


Surface Treatment Program Link Rd - Kohler Rd to Hald Rd 20 - Timing shift from 2023 to 2025 based on inspections. SOGR 140,000 140,000

Surface Treatment ProgramRiverside Dr - Rainham Rd to Road 3 - Timing shift from 2017 to 2018 based on


Surface Treatment ProgramRiver Road - Hwy 3 to Sutor - Timing shift from 2018 to 2021 to coincide with the timing of

the bike path constructionSOGR 710,000 710,000

Surface Treatment ProgramInman Rd - North Feeder to 2km North - Timing shift from 2019 to 2018 based on


Surface Treatment ProgramRd 74 - Conc 12 Walpole to Road 20 - Timing shift from 2020 to 2022 based on


Surface Treatment ProgramHald Dunn Twl - Rainham to Lakeshore Rd - Timing shift from 2019 to 2017 based on


Surface Treatment Program Dry Lake Road - Hwy 3 to Hald Rd 9 - Timing shift from 2019 to 2024 based on inspections. SOGR 220,000 220,000

Surface Treatment ProgramJohnston Rd - Rd 11 to Sandy Bay Rd - Timing shift from 2020 to 2019 based on


Surface Treatment Program Farr Rd - Rd 3 to Lake Erie - Timing shift from 2020 to 2018 based on inspections. SOGR 119,000 119,000

Surface Treatment ProgramSouth Coast - Peacock Point to Sandusk Rd - Timing shift from 2017 to 2019 based on


Surface Treatment ProgramRiverside Dr - Rainham Rd to Stelco Bridge - Timing shift from 2021 to 2024 based on


Surface Treatment ProgramCheapside Rd - Rainham Rd to Hwy 3 - Timing shift from 2022 to 2023 based on


Surface Treatment Program Cheapside Rd - Hwy 3 to Conc 10 - Timing shift from 2022 to 2023 based on inspections. SOGR 300,000 300,000

Surface Treatment ProgramMoote Rd - Stringer Rd to Hald Rd 63 - Timing shift from 2021 to 2020 based on


Surface Treatment Program Conc 10 Wal - Hald Rd 74 to Rd 55 - Timing shift from 2023 to 2020 based on inspections. SOGR 260,000 260,000

Surface Treatment ProgramMarshall Rd - Kings Row to Hald Trail - Timing shift from 2023 to 2025 based on


Surface Treatment ProgramCheapside Rd - Rainham Rd to South Coast Drive - Timing shift from 2022 to 2024 based

on inspections.SOGR 155,000 155,000

Surface Treatment ProgramHald Rd 50 - Lake Shore Rd to Hald Rd 3 - Timing shift from 2023 to 2026 based on


Surface Treatment ProgramCheapside Rd - Conc 10 Rd to Hald Rd 20 - Timing shift from 2023 to 2025 based on


Surface Treatment ProgramSweets Corners Rd - Lakeshore to Hald Rd 3 - Timing shift from 2023 to 2024 to balance

out the surface treatment program to accommodate the change in timing of the River Road

surface treatment/bike path construction.

SOGR 120,000 120,000

Surface Treatment Program Decewsville Rd - Hwy 3 to Irish Line - Timing shift from 2024 to 2026 based on inspections. SOGR 140,000 140,000

Surface Treatment ProgramJunction Rd - Conc 1 South to Hwy 3 - Timing shift from 2024 to 2026 based on


Surface Treatment ProgramConc 5 Rd - .4km E of Hald Rd 12 to Hald Rd 8 - Timing shift from 2024 to 2026 based on


Surface Treatment ProgramConc 3 Rd - Sweets Corners Rd to Hald Rd 8 - Timing shift from 2024 to 2022 based on


Pg 3 of 4

A-3

SUMMARY 3


State of Good

Repair/ Enhanced

Service

HALDIMAND COUNTY



Surface Treatment ProgramConc 15 Walpole - Hald Rd 20 to Hald Rd 70 - Timing shift from 2024 to 2022 based on


Surface Treatment Program3rd Line Oneida - McKenzie Rd to Hald Rd 9 - Shifted from 2021 to beyond the 10-year

forecast based on inspections.SOGR 150,000

Surface Treatment ProgramConcession 2 Seneca - Turnbull Rd to Hwy56 - Shifted from 2021 to beyond the 10-year


Surface Treatment ProgramConc 3 Rainham - Hald Rd 8 to Hald Rd 12 - Shifted from 2022 to beyond the 10-year


Surface Treatment ProgramLakeshore Rd - Hald-Dunn Townline Rd to Hald Rd 49 - Shifted from 2025 to beyond the 10-

year forecast based on inspections.SOGR 125,000

Surface Treatment ProgramConc 7 Rd - Hald Rd 53 to Hald Rd 12 - Shifted from 2025 to beyond the 10-year forecast

based on inspections.SOGR 200,000

Surface Treatment ProgramRymer Rd - Hald Rd 3 to .8km W of Farr Rd - Shifted from 2025 to beyond the 10-year


Surface Treatment ProgramConc 1 Rd - Turnbull Rd to Caistorville Rd- Shifted from 2025 to beyond the 10-year


Surface Treatment ProgramDickhout Rd - Villella Rd to Rymer Rd - Shifted from 2025 to beyond the 10-year forecast

based on inspections.SOGR 100,000

Surface Treatment ProgramConc 14 Walpole - Hald Rd 55 to Hald Rd 70 - Shifted from 2025 to beyond the 10-year


Municipal DrainsMiddaugh Drain Construction - Phase 1 budgeted in 2016, to be reidentified in 2019. As a

result, phase 2 shifts from 2017 to 2020 to align with phase 1.SOGR

157,700

101,800259,500

Storm SewerCal-Caithness St W-Firehall to Ross - Timing shift from 2019/2020 to 2020/2021 to coincide

with the timing of the MTO Argyle Street Bridge ReconstructionSOGR 20,000 127,000 147,000

ParksConversion of CNR Trail Bridge - Accelerated first phase of project to 2017 as per report

PED-GM-11-2016.New/Enhanced

102,000

1,250,0001,352,000

Parks Cayuga Village on the Green Landscape New/Enhanced 100,000 100,000

ArenasHCCC - Arena Evaporator/Condensor Replc. - Timing shift from 2023 to 2017 due to unit

currently leaking and requiring replacement.SOGR 115,000 115,000

Heritage and CultureWindow Replacement - Accelerated from 2020 to 2017 due to approval of the OTF 150

grant, necessitating the project's start in 2017.SOGR 120,000 120,000

Planning and DevelopmentDunnv Sec Plan Implementation - Special Policy Area - Timing shift from 2018 to 2020 to

balance project workload.New/Enhanced 150,000 150,000

Pg 4 of 4

A-3

SUMMARY 4

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

DEBT CHARGES (Existing Debt)

- Gross debt repayments 2,663,050 3,247,570 3,159,390 3,071,211 2,985,463 2,894,679 2,806,531 2,718,492 2,328,275 2,249,306 2,171,476

- Development related debt repayments 692,880 896,167 875,365 854,562 834,482 812,900 792,108 771,353 602,194 586,072 570,335

- Less funding from:

- MOHLTC (GVL) (484,880) (483,550) (483,550) (483,550) (484,880) (483,550) (483,550) (483,550) (484,880) (483,550) (483,550)

- Development Charges Reserve Fund (692,880) (896,167) (875,365) (854,562) (834,482) (812,900) (792,108) (771,353) (602,194) (586,072) (570,335)

Net Existing Debt Charges 2,178,170 2,764,020 2,675,840 2,587,661 2,500,583 2,411,129 2,322,981 2,234,942 1,843,395 1,765,756 1,687,926

DEBT CHARGES (Proposed Debt for Active Projects) 0 0 0 116,641 113,930 1,399,870 1,374,350 1,347,140 1,321,240 1,295,270 1,265,150

DEBT CHARGES (Proposed Debt for Development Related Active Projects) 0 0 0 148,690 145,300 141,760 138,460 134,850 131,423 128,010 124,540

OFFSETTING FUNDING for Development Related Active Projects 0 0 0 (148,690) (145,300) (141,760) (138,460) (134,850) (131,423) (128,010) (124,540)

DEBT CHARGES (Proposed New Debt) 0 0 0 0 0 0 288,400 281,710 527,350 514,780 502,110

DEBT CHARGES (Proposed New Debt for Development Related Projects) 0 0 0 0 0 73,110 297,200 290,410 341,810 333,410 325,250

OFFSETTING FUNDING for New Development Related Projects 0 0 0 0 0 (73,110) (297,200) (290,410) (341,810) (333,410) (325,250)

DEBT CHARGES (Proposed CVF Related Projects) 168,241 164,037 160,233 156,333 152,492 148,635 144,585

OFFSETTING FUNDING for Proposed CVF Related Projects (168,241) (164,037) (160,233) (156,333) (152,492) (148,635) (144,585)

DEBT CHARGES SUB-TOTAL 0 0 0 116,641 113,930 1,399,870 1,662,750 1,628,850 1,848,590 1,810,050 1,767,260

TOTAL DEBT CHARGES 2,178,170 2,764,020 2,675,840 2,704,302 2,614,513 3,810,999 3,985,731 3,863,792 3,691,985 3,575,806 3,455,186

CAPITAL REPLACEMENT RESERVES

- Budgeted contribution - Fleet 1,995,540 2,117,312 2,117,312 2,117,312 2,117,312 2,117,312 2,117,312 2,117,312 2,117,312 2,117,312 2,117,312

- Budgeted contribution - Roads Infrastructure 8,669,630 8,956,580 8,956,580 8,956,580 8,956,580 8,956,580 8,956,580 8,956,580 8,956,580 8,956,580 8,956,580

- Budgeted contribution - WMRF 200,000 204,000 204,000 204,000 204,000 204,000 204,000 204,000 204,000 204,000 204,000

- Budgeted contribution - Storm Sewer 500,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000 510,000

- Budgeted contribution - IT 463,580 484,960 484,960 484,960 484,960 484,960 484,960 484,960 484,960 484,960 484,960

- Budgeted contribution - General 2,347,890 2,392,220 2,392,220 2,392,220 2,392,220 2,392,220 2,392,220 2,392,220 2,392,220 2,392,220 2,392,220

- Budgeted contribution - Municipal Drains 44,000 44,880 44,880 44,880 44,880 44,880 44,880 44,880 44,880 44,880 44,880

Net Transfers to Capital Reserves 14,220,640 14,709,952 14,709,952 14,709,952 14,709,952 14,709,952 14,709,952 14,709,952 14,709,952 14,709,952 14,709,952

ADDITIONAL RESERVE CONTRIBUTIONS

49,200 16,730 16,730 20,060 20,060 20,060 20,060 20,060 20,060 20,060 20,060

100,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000

100,000

84,000

0 2,805 5,610 8,415 11,220 11,220 11,220 11,220 11,220 11,220

395,270 57,740 739,285 1,300,860 1,984,005 1,380,890 1,802,320 2,085,820 2,257,650 2,373,830 2,494,450

Additional Annual Contributions to Reserve 728,470 249,470 933,820 1,501,530 2,187,480 1,587,170 2,008,600 2,292,100 2,463,930 2,580,110 2,700,730

TOTAL CONTRIBUTION TO RESERVES 14,949,110 14,959,422 15,643,772 16,211,482 16,897,432 16,297,122 16,718,552 17,002,052 17,173,882 17,290,062 17,410,682

TOTAL CAPITAL-RELATED FINANCING 17,127,280 17,723,443 18,319,613 18,915,784 19,511,946 20,108,122 20,704,283 20,865,845 20,865,867 20,865,869 20,865,868

IMPACT ON TAX LEVY:

Total Capital Related Expenditure Requirement 17,127,280 17,723,443 18,319,613 18,915,784 19,511,946 20,108,122 20,704,283 20,865,845 20,865,867 20,865,869 20,865,868

$ Impact on Tax Levy 574,599 596,163 596,170 596,171 596,162 596,176 596,162 161,561 0 0 0

Estimated Levy 0.00% increase 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750 59,616,750

% Impact on Tax Rates based Levy 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% 1.00% 0.27% 0.00% 0.00% 0.00%

29.81% 29.73% 30.73% 31.73% 32.73% 33.73% 34.73% 35.00% 35.00% 35.00% 35.00%

Proposed New Debt for Active Projects includes the following active capital project: Cayuga Library and Central Administration Building beginning in 2019.

Proposed New Development Related Debt for Active Projects includes the following active capital projects: Dunnville Library Expansion and Cayuga Library beginning in 2019.

New Debt is also proposed for Hagersville Library in 2022 and Caledonia Fire/EMS Station in 2024.

New Development Related Debt is also proposed for Caledonia Bridge in 2022, Caledonia Fire in 2024 and Dunnville Alder St. (Storm Sewer Component) in 2021

HALDIMAND COUNTY

2017 CAPITAL BUDGET AND FORECAST

Net Capital Financing from Tax Rates

- addtnl contrib. to CRR - Community Halls to ramp up debt required

for Caledonia facility

- addtnl contrib to Municipal Drains to fund the county's portion for

drain maintenance and construction

- addtnl contrib. required for new initiative projects identified in

Operating Impacts appendix for fleet and IS funding

- addtnl contrib. to CRR - Community Halls to accommodate new

information provided by Building Condition Assessments

- addtnl contrib. to Library Reserve Fund to offset anticipated shortfall

NOTE: Existing Debt made up of payments required for Grandview Lodge, HCCC, Dunnville and Cayuga Arenas, Lowbanks Fire Hall/Community Centre, Hagersville Fire/EMS, Cayuga Fire/EMS, and South Haldimand Fire Stations and Caledonia Lions Hall.

TOTAL CAPITAL-RELATED EXPENDITURES AS % OF TOTAL LEVY

- Increase/(Decrease) to various reserves, distributed based on 2% of

annual contribution, with the remaining balance contributed to CRR-

Roads Infrastructure

A-4

SUMMARY 5

2016 Open

Projects

10 Year

Forecast

2016 Open

Projects

10 Year

Forecast

2016 Open

Projects

10 Year

Forecast

2016 Open

Projects

10 Year

Forecast

2016 Open

Projects

10 Year

Forecast

Dunnville

Master Servicing Plan 2017; 2022 0 60,000 0 60,000 0 60,000 0 60,000 240,000

Alder St- Cedar to West 2017-2019 0 2,170,000 0 2,855,000 0 900,000 0 745,000 6,670,000

Dunnville Fire Station Replacement and EMS Base 2026 0 2,545,300 2,545,300

Caledonia

Master Servicing Plan 2022 50,000 50,000 30,000 30,000 50,000 50,000 50,000 50,000 360,000

Caithness St. W. - Firehall to Ross (Includes

reconstruction and streetscaping) 2019-2020 0 2,550,000 0 147,000 0 411,000 0 182,000 3,290,000

Caledonia Replacement Fire Station and EMS Base 2022 750,000 2,495,300 3,245,300

Stirling Street - Argyle St to Peebles 2017-2018 0 375,000 0 131,000 506,000

Cayuga


River Road - Hwy 3 to Sutor - Surface Treatment and On-

Route Trail 2021 0 710,000 0 570,000 1,280,000

Library Redevelopment, Genealogy Centre and Museum

Display Space 2013-2017 2,300,300 462,000 2,762,300

Jarvis


Hagersville


Main Street - Parkview St to Northern Urban Limit, Traffic

Signal Main & Railway 2017 0 1,500,000 60,000 700,000 2,260,000

Library Replacement, OPP Renovations 2020 0 2,325,000 2,325,000

Townsend

-

County-wide

CCTV Inspection Program - Structural Assess'ts 2017-2026 25,000 250,000 110,300 500,000 885,300

Forest Strategy and Management Plan - Removal and

Replacement (see report PED-COM-28-2016) 2016-2026 234,200 1,053,800 0 1,505,200 2,793,200

Museum/Cultural Service Delivery Implementations -

Moving/Improving Log Cabin, Edinburgh Square Parking

Lot Improvements and Permanent Exhibit 2017 0 133,000 133,000

TOTAL 284,200 8,618,800 55,000 3,563,000 3,050,300 10,035,800 110,000 2,261,000 160,300 1,667,000 26,879,200

Note - does not include prior year closed projects or prior year open projects with no impact in 2017-2026

HALDIMAND COUNTY


CO-ORDINATED PROJECTS

Project Timing

TAX CAPITAL WATER AND WASTEWATER CAPITAL

Roads Storm Other Water Wastewater

Project Total

A5

HALDIMAND COUNTY COUNCIL

2014 - 2018

MAYOR --------------------------------------------------------------------------- KEN HEWITT

WARD 1 -------------------------------------------------------------------- LEROY BARTLETT WARD 2 ---------------------------------------------------------------------- FRED MORISON WARD 3 ------------------------------------------------------------------------- CRAIG GRICE WARD 4 -------------------------------------------------------------------- TONY DALIMONTE WARD 5 ------------------------------------------------------------------------ ROB SHIRTON WARD 6 ------------------------------------------------------------------- BERNIE CORBETT

1

HALDIMAND COUNTY SENIOR STAFF

CHIEF ADMINISTRATIVE OFFICER -------------------------------------------- DON BOYLE

GENERAL MANAGER CORPORATE SERVICES ------------------------------------------------ KAREN GENERAL

GENERAL MANAGER COMMUNITY SERVICES ------------------------------------------------------ HUGH HANLY

GENERAL MANAGER PUBLIC WORKS ------------------------------------------------------------- PAUL MUNGAR DIRECTOR ENGINEERING SERVICES ----------------------------------------------- TYSON HAEDRICH GENERAL MANAGER PLANNING & ECONOMIC DEVELOPMENT ------------------------------- CRAIG MANLEY

2

Version: Draft Budget

Division: Tax Supported Capital Departments

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total Grants External Development Community Reserves/ Debenture

Expenditures Subsidies Financing Charges Vibrancy Reserve Financing

Rsve Funds Rsve Fund Funds

General Government 441,800 892,200 777,000 1,057,000 381,500 320,000 458,000 627,300 1,112,800 404,500 6,472,100 (81,000) (6,391,100)

Protection Services 617,400 554,600 393,600 365,100 362,600 1,874,400 282,300 260,100 278,600 1,824,400 6,813,100 (300,000) (974,000) (3,439,100) (2,100,000)

Transportation Services 13,473,850 13,053,600 11,981,330 12,375,240 12,134,780 9,495,580 11,910,100 10,981,000 9,576,550 10,083,460 115,065,490 (19,361,530) (3,699,415) (3,480,300) (88,524,245)

Environmental Services 919,750 2,103,000 1,338,000 207,000 389,800 261,550 226,000 231,000 196,000 193,500 6,065,600 (418,920) (751,000) (4,895,680)

Health Services 313,000 285,000 87,000 58,000 533,000 1,117,000 244,000 115,000 62,800 972,000 3,786,800 (172,000) (22,500) (1,792,300) (1,800,000)

Social and Family Services 347,440 231,100 119,170 170,820 188,190 205,020 175,720 212,770 158,190 204,670 2,013,090 (55,500) (1,957,590)

Recreation and Cultural Services 4,377,770 4,313,990 1,117,690 4,385,290 1,858,790 1,090,290 1,950,790 1,072,390 866,590 3,029,290 24,062,880 (112,500) (372,700) (1,813,280) (3,382,100) (16,151,050) (2,231,250)

Planning and Development 313,900 348,900 549,900 613,900 402,400 271,400 252,400 156,400 205,400 156,400 3,271,000 (34,000) (287,800) (2,949,200)

Total Tax Supported Capital Departments 20,804,910 21,782,390 16,363,690 19,232,350 16,251,060 14,635,240 15,499,310 13,655,960 12,456,930 16,868,220 167,550,060 (19,646,030) (4,880,535) (7,409,880) (3,382,100) (126,100,265) (6,131,250)

Funding 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Grants/Subsidies 2,732,360 2,745,180 3,742,410 1,144,600 1,130,000 2,243,900 2,016,300 1,192,180 1,417,900 1,281,200 19,646,030

Other External Financing 335,460 379,800 419,235 411,570 1,088,640 1,138,420 314,380 251,720 253,090 288,220 4,880,535

Development Charges Reserve Funds 665,820 1,251,900 422,260 1,955,140 501,460 818,460 318,360 187,060 189,560 1,099,860 7,409,880

Community Vibrancy Fund 1,663,940 1,618,160 100,000 0 0 0 0 0 0 0 3,382,100

Reserves/Reserve Funds 15,407,330 15,787,350 11,679,785 13,489,790 13,530,960 8,484,460 12,850,270 12,025,000 10,596,380 12,248,940 126,100,265

Debentures 0 0 0 2,231,250 0 1,950,000 0 0 0 1,950,000 6,131,250

Total Tax Supported Capital Departments 20,804,910 21,782,390 16,363,690 19,232,350 16,251,060 14,635,240 15,499,310 13,655,960 12,456,930 16,868,220 167,550,060

2017 to 2026 CAPITAL FORECAST

Haldimand County

Note: (W) Water; (WW) Wastewater; (SS) Storm Sewer; (R) Roads3

GENERAL GOVERNMENT

5

General Government

Clerks Office 5,000 16,000 16,000 37,000 (37,000)

Finance 91,500 45,000 136,500 (81,000) (55,500)

Human Resources 20,500 20,500 (20,500)

Information Systems 284,500 630,500 363,600 606,800 233,000 181,000 257,500 468,100 462,300 265,500 3,752,800 (3,752,800)

Support Services 28,700 54,600 153,700 106,000 61,000 61,000 77,500 19,000 61,000 61,000 683,500 (683,500)

Administration Facilities 123,600 115,600 223,200 344,200 87,500 78,000 78,000 124,200 589,500 78,000 1,841,800 (1,841,800)

Total General Government 441,800 892,200 777,000 1,057,000 381,500 320,000 458,000 627,300 1,112,800 404,500 6,472,100 (81,000) (6,391,100)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing

Draft Budget Haldimand County


Version:

Division: General Government


Clerk's Office

Replacement/State of Good Repair

Postage Machine-Hagersville 5,000 5,000 (5,000)

Postage Machine-Cayuga 16,000 16,000 32,000 (32,000)

Total Replacement/State of Good Repair 5,000 16,000 16,000 37,000 (37,000)

Total Clerk's Office 5,000 16,000 16,000 37,000 (37,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Clerks Office


Finance


Development Charges Study Update 45,000 45,000 90,000 (81,000) (9,000)

Total Replacement/State of Good Repair 45,000 45,000 90,000 (81,000) (9,000)

New/Enhanced Service

Compensation Forecasting Software 16,500 16,500 (16,500)

Budget Software Enhancement 30,000 30,000 (30,000)

Total New/Enhanced Service 46,500 46,500 (46,500)

Total Finance 91,500 45,000 136,500 (81,000) (55,500)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Finance


Human Resources


Fit Test Machine Replacement 20,500 20,500 (20,500)

Total Replacement/State of Good Repair 20,500 20,500 (20,500)

Total Human Resources 20,500 20,500 (20,500)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Human Resources


Information Systems


Desktops (47)/Laptops (14) 83,000 102,000 140,400 105,000 115,200 83,000 102,000 140,400 105,000 115,200 1,091,200 (1,091,200)

Printers/Scanners 5,600 8,600 8,600 5,600 5,600 5,600 8,600 8,600 5,600 5,600 68,000 (68,000)

Connectivity Equipment 6,000 5,000 5,000 6,000 6,000 6,000 5,000 6,000 5,000 48,000 98,000 (98,000)

Servers 295,000 295,000 590,000 (590,000)

Low End Servers 21,200 21,200 42,400 (42,400)

Plotter/Scanner ('16) 8,000 16,000 24,000 (24,000)

LCD Projectors (2) 1,400 700 1,400 700 700 1,400 700 1,400 700 700 9,800 (9,800)

UPS's (uninterupted power supply protection) 5,500 6,500 10,000 7,500 5,500 6,500 10,000 7,500 59,000 (59,000)

Operating System Software 124,000 124,000 248,000 (248,000)

Software Replacement 60,000 120,000 75,000 5,000 30,000 50,000 30,000 30,000 400,000 (400,000)

Cell Phone/Smartphone Upgrade/Replacement 53,500 53,500 53,500 53,500 53,500 267,500 (267,500)

Multi-function Units(printers/copiers) 9,200 58,000 18,000 19,700 58,000 162,900 (162,900)

Telephone System - Voice over IP 80,000 6,000 80,000 6,000 172,000 (172,000)

Corporate Website Re-Design ('16) 100,000 100,000 (100,000)

Corporate Application Upgrade - HRMS 50,000 50,000 (50,000)

Corporate Application Upgrade - Financial System 5,000 5,000 (5,000)

Total Replacement/State of Good Repair 264,500 325,500 358,600 601,800 228,000 176,000 252,500 463,100 457,300 260,500 3,387,800 (3,387,800)


Software/Applications/Development 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)

On-Line Service Modules 300,000 300,000 (300,000)

WiFi Access Points 15,000 15,000 (15,000)

Total New/Enhanced Service 20,000 305,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 365,000 (365,000)

Total Information Systems 284,500 630,500 363,600 606,800 233,000 181,000 257,500 468,100 462,300 265,500 3,752,800 (3,752,800)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Information Systems


Support Services


Equipment Replacements 5,000 21,500 5,000 5,000 5,000 5,000 21,500 5,000 5,000 5,000 83,000 (83,000)

Furniture Replacements 9,000 33,100 148,700 101,000 56,000 56,000 56,000 14,000 56,000 56,000 585,800 (585,800)

Chairs (33) 12,600 12,600 (12,600)

Filing Cabinets (1) 700 700 (700)

Keyboard Trays (5) 1,400 1,400 (1,400)

Total Replacement/State of Good Repair 28,700 54,600 153,700 106,000 61,000 61,000 77,500 19,000 61,000 61,000 683,500 (683,500)

Total Support Services 28,700 54,600 153,700 106,000 61,000 61,000 77,500 19,000 61,000 61,000 683,500 (683,500)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Support Services


Administration Facilities

General Facilities


FAC ADMIN - Asbestos Management Program 22,800 19,100 18,400 18,400 25,400 15,900 15,900 15,900 15,900 15,900 183,600 (183,600)

FAC ADMIN - Bldg Condition Assessments 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 250,000 (250,000)

FAC ADMIN - Roof Maintenance & Repair 6,700 4,000 4,000 4,000 3,100 3,100 3,100 3,100 514,600 3,100 548,800 (548,800)



Central Administration Facility- Capital Repairs 34,000 34,000 34,000 34,000 34,000 34,000 204,000 (204,000)

Total New/Enhanced Service 34,000 34,000 34,000 34,000 34,000 34,000 204,000 (204,000)

Total General Facilities 54,500 48,100 47,400 47,400 87,500 78,000 78,000 78,000 589,500 78,000 1,186,400 (1,186,400)

Hagersville Satellite Office


HSO - Roof Repair 20,000 20,000 (20,000)



HSO - Renovation for OPP 100,000 100,000 (100,000)


Total Hagersville Satellite Office 20,000 100,000 120,000 (120,000)

Dunnville Multi-Purpose Facility


DMPB - Security System Upgrade 6,800 6,800 (6,800)

DMPB - Parking Lot & Ground Lighting 27,000 27,000 54,000 (54,000)

DMPB - Doors & Overhead Doors 19,200 19,200 (19,200)

DMPB - Carpet & Floor Tile Replacement 67,500 67,500 (67,500)

DMPB - Washroom/Lunchroom Fixture Replc. 6,800 6,800 (6,800)

DMPB - HVAC Replacement (BCA) 101,500 101,500 (101,500)

DMPB - Exterior Brick Repair 1,800 1,800 (1,800)

DMPB - Replace Front Entrance Doors 12,000 12,000 (12,000)

DMPB - Repair Parking Lot 25,000 25,000 (25,000)

DMPB - Remove Trees 3,500 3,500 (3,500)

Total Replacement/State of Good Repair 49,100 67,500 128,500 6,800 46,200 298,100 (298,100)


DMPB - Lighting Retrofit & Design 47,300 47,300 (47,300)


Total Dunnville Multi-Purpose Facility 49,100 67,500 175,800 6,800 46,200 345,400 (345,400)

Haldimand County Caledonia Centre


HCCC - Renovation for OPP 40,000 40,000 (40,000)

HCCC - Renovation for Remaining Space 150,000 150,000 (150,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Administration Facilities



Total Haldimand County Caledonia Centre 190,000 190,000 (190,000)

Total Administration Facilities 123,600 115,600 223,200 344,200 87,500 78,000 78,000 124,200 589,500 78,000 1,841,800 (1,841,800)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Administration Facilities


PROTECTION SERVICES

15

Protection Services

Emergency Management 3,700 3,700 7,400 (7,400)

Fire Services 617,400 550,900 393,600 365,100 362,600 1,874,400 278,600 260,100 278,600 1,824,400 6,805,700 (300,000) (974,000) (3,431,700) (2,100,000)

Total Protection Services 617,400 554,600 393,600 365,100 362,600 1,874,400 282,300 260,100 278,600 1,824,400 6,813,100 (300,000) (974,000) (3,439,100) (2,100,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing



Version:

Division: Protection Services


Community Emergency Management


LCD TV's 1,700 1,700 3,400 (3,400)

Interactive Whiteboard 2,000 2,000 4,000 (4,000)

Total Replacement/State of Good Repair 3,700 3,700 7,400 (7,400)

Total Community Emergency Management 3,700 3,700 7,400 (7,400)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Emergency Management


Fire Services

Fire General Administration


Nozzles/Appliances 22,500 22,500 19,700 19,700 19,700 19,700 19,700 19,700 19,700 19,700 202,600 (202,600)

Portable Pumps 6,000 6,000 6,000 6,000 24,000 (24,000)

Gas Detection Equipment 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)

Bunker Gear 40,000 40,000 40,000 40,000 45,000 45,000 45,000 45,000 45,000 45,000 430,000 (430,000)

Generators 5,000 5,000 5,000 5,000 5,000 25,000 (25,000)

Firefighting Tools 24,700 24,700 24,700 24,700 24,700 24,700 24,700 24,700 24,700 24,700 247,000 (50,000) (197,000)

Hose 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 150,000 (150,000)

Pagers/Portable Radios- Com'n Equip't 24,700 24,700 24,700 24,700 24,700 24,700 24,700 24,700 24,700 24,700 247,000 (247,000)

SCBA Equipment 92,500 92,500 98,000 98,000 98,000 98,000 92,500 85,000 92,500 98,000 945,000 (945,000)

Automatic External Defibrillators (14) 50,000 50,000 (50,000)

Ventilation Fans and Saws 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 60,000 (60,000)

Water and Ice Rescue Suit Replacements 7,500 7,500 7,500 5,000 5,000 5,000 5,000 5,000 5,000 5,000 57,500 (57,500)

Thermal Imaging Camera Replacements 40,000 40,000 80,000 (80,000)

Total Replacement/State of Good Repair 332,900 277,900 251,600 238,100 254,100 243,100 248,600 230,100 248,600 243,100 2,568,100 (50,000) (2,518,100)


Purchases by Associations 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 300,000 (300,000)

Back-up Dispatch Generator 10,000 10,000 (10,000)

Stokes Basket Trailers (6) 10,500 10,500 (10,500)

Total New/Enhanced Service 40,500 40,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 320,500 (300,000) (20,500)

Total Fire General Administration 373,400 317,900 281,600 268,100 284,100 273,100 278,600 260,100 278,600 273,100 2,888,600 (300,000) (50,000) (2,538,600)

Caledonia Fire Hall Stn#1


Auto Extrication Ram 8,000 8,000 (8,000)

Replacement Fire Station 1,551,300 1,551,300 (450,000) (51,300) (1,050,000)

Auto Extrication Strut Stabilizatn Equip 7,000 7,000 (7,000)

General Station Repairs 10,000 10,000 (10,000)

Air Chisel 4,000 4,000 (4,000)

Total Replacement/State of Good Repair 14,000 15,000 1,551,300 1,580,300 (450,000) (80,300) (1,050,000)


Bunker Gear Washing Machine 15,000 15,000 (15,000)

Bunker Gear Dryer 15,000 15,000 (15,000)

Total New/Enhanced Service 15,000 15,000 30,000 (30,000)

Total Caledonia Fire Hall Stn#1 29,000 15,000 15,000 1,551,300 1,610,300 (450,000) (110,300) (1,050,000)

Hagersville Fire Hall Stn#2


Auto Extrication Hydraulic Hoses 6,000 6,000 (6,000)

Auto Extrication Pump 15,000 15,000 (15,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Fire Services







Total Hagersville Fire Hall Stn#2 21,000 30,000 51,000 (51,000)

Jarvis Fire Hall Stn#3


Painting 6,000 6,000 (6,000)

Bunker Gear Racks 9,000 9,000 (9,000)




Parking Lot Replacement/Expansion 60,000 60,000 (24,000) (36,000)



Total New/Enhanced Service 30,000 60,000 90,000 (24,000) (66,000)

Total Jarvis Fire Hall Stn#3 6,000 49,000 60,000 115,000 (24,000) (91,000)

Cayuga Fire Hall Stn#4








Total Cayuga Fire Hall Stn#4 30,000 8,000 38,000 (38,000)

Dunnville Fire Hall Stn#9



Fire Station Replacement 1,551,300 1,551,300 (450,000) (51,300) (1,050,000)



Tables & Chairs 4,000 4,000 (4,000)

Total Replacement/State of Good Repair 31,000 8,000 1,551,300 1,590,300 (450,000) (90,300) (1,050,000)




Auto Extrication Mini-Spreader 5,000 5,000 (5,000)


2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:



Total Dunnville Fire Hall Stn#9 61,000 13,000 1,551,300 1,625,300 (450,000) (125,300) (1,050,000)

Canfield Fire Hall Stn#5




Total Canfield Fire Hall Stn#5 5,000 5,000 (5,000)

Selkirk Fire Hall Stn#13



Parking Lot Replacement 50,000 50,000 (50,000)

Auto Extrication Hoses 6,000 6,000 (6,000)

Auto Extrication Cutters 10,000 10,000 (10,000)




Auto Extrication Mini-Cutter 4,000 4,000 (4,000)



Station Natural Gas Generator 10,000 10,000 (10,000)

Total New/Enhanced Service 10,000 30,000 9,000 49,000 (49,000)

Total Selkirk Fire Hall Stn#13 16,000 60,000 30,000 17,000 123,000 (123,000)

Lowbanks Fire Hall Stn#7


Auto Extrication Electric Spreaders 19,000 19,000 (19,000)


Auto Extrication Mini-Cutter 4,000 4,000 (4,000)

Auto Extrication Stabilization Struts 7,000 7,000 (7,000)

Auto Extrication Airbags 7,500 7,500 (7,500)

Auto Extrication Electric Ram 14,500 14,500 (14,500)

Auto Extrication Electric Cutters 17,500 17,500 (17,500)


Total Lowbanks Fire Hall Stn#7 51,000 23,500 74,500 (74,500)

Fisherville Fire Hall Stn#12


Roof Replacement 20,000 20,000 (20,000)

Furnace Replacement 10,000 10,000 (10,000)

Fisherville Fire Station General Station Repairs 10,000 10,000 (10,000)




2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:








Total Fisherville Fire Hall Stn#12 20,000 61,000 23,000 104,000 (104,000)

Canborough Fire Hall Stn#6


Fire Station General Station Repairs 10,000 10,000 (10,000)

Furnace Replacement 15,000 15,000 (15,000)



Total Replacement/State of Good Repair 10,000 15,000 40,000 50,000 115,000 (115,000)

Total Canborough Fire Hall Stn#6 10,000 15,000 40,000 50,000 115,000 (115,000)

South Haldimand Fire Hall Stn#11







Total South Haldimand Fire Hall Stn#11 51,000 5,000 56,000 (56,000)

Total Fire Services 617,400 550,900 393,600 365,100 362,600 1,874,400 278,600 260,100 278,600 1,824,400 6,805,700 (300,000) (974,000) (3,431,700) (2,100,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

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Rsve Funds

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Version:



TRANSPORTATION SERVICES

23

Transportation Services

Fleet and Equipment Pool 1,406,850 3,177,900 1,739,450 1,979,900 1,236,400 1,378,700 2,865,700 2,149,200 823,150 1,006,650 17,763,900 (360,000) (17,403,900)

Roads Facilities 379,500 163,000 107,000 27,000 27,000 27,000 27,000 27,000 27,000 27,000 838,500 (40,000) (798,500)

Other Roadwork 3,620,000 450,000 330,000 310,000 727,000 495,000 355,000 310,000 310,000 385,000 7,292,000 (257,000) (583,400) (6,451,600)

Road Reconstruction 200,000 1,245,000 1,100,000 60,000 2,490,000 5,095,000 (720,000) (4,375,000)

Hot Mix Resurfacing 1,200,000 2,871,000 3,319,000 3,248,500 2,450,000 2,215,000 2,900,000 3,130,000 3,218,000 3,185,000 27,736,500 (4,330,190) (800,000) (22,606,310)

Structure Projects 1,964,000 2,029,000 1,830,000 3,190,000 1,590,000 1,492,000 1,825,000 1,570,000 1,748,000 1,885,000 19,123,000 (1,207,560) (1,300,000) (16,615,440)

Urban Paving Program 1,908,000 602,000 715,780 798,540 881,880 968,180 1,112,200 1,181,000 1,053,000 1,161,110 10,381,690 (10,381,690)

Surface Treatment Program 1,260,000 1,149,000 1,256,000 1,277,000 1,350,000 1,285,000 1,245,000 1,100,000 880,000 1,030,000 11,832,000 (2,540,000) (9,292,000)

Gravel Road Conversion Program 1,270,400 1,081,500 1,180,100 1,225,200 1,214,400 1,192,000 1,198,200 1,227,300 1,254,100 1,121,300 11,964,500 (10,767,600) (1,196,900)

Municipal Drains 265,100 285,200 404,000 259,100 168,100 442,700 382,000 286,500 263,300 282,400 3,038,400 (259,180) (2,179,415) (599,805)

Total Transportation Services 13,473,850 13,053,600 11,981,330 12,375,240 12,134,780 9,495,580 11,910,100 10,981,000 9,576,550 10,083,460 115,065,490 (19,361,530) (3,699,415) (3,480,300) (88,524,245)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

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Version:

Division: Transportation Services



Fleet & Equipment Pool Replacement


Ambulance - First Response Vehicle (10 Yr forecast) 45,000 45,000 90,000 (90,000)

Ambulance Equipment (10 Yr Forecast) 280,000 140,000 140,000 140,000 285,000 280,000 140,000 140,000 1,545,000 (1,545,000)

Loaders, Tractors, Sweepers (10 Yr Forecast) 36,000 300,000 190,000 310,000 165,000 1,001,000 (1,001,000)

Riding and Push Mowers (10 Yr Forecast) 78,000 90,000 550 107,000 84,000 17,100 16,550 55,000 550 448,750 (448,750)

Misc Equip & Tools (10 Yr Forecast) 27,300 25,500 7,750 70,200 19,350 25,550 8,200 17,050 35,050 235,950 (235,950)

Generators, Welders, Compressors (10 Yr Forecast) 8,600 24,000 3,000 3,000 3,000 3,000 6,000 48,000 98,600 (98,600)

Saws and Trimmers (10 Yr Forecast) 14,700 14,950 3,600 1,200 850 16,550 17,450 12,100 9,050 90,450 (90,450)

Cars, Vans, Pickups (10 Yr Forecast) 602,000 189,000 220,000 165,000 315,000 263,000 192,000 120,000 222,000 2,288,000 (2,288,000)

Ice Equipment (10 Yr Forecast) 5,000 90,000 90,000 10,000 100,000 90,000 385,000 (385,000)

One Tons and Special Equipment (10 Yr Forecast) 270,000 276,000 192,000 60,000 254,000 60,000 1,112,000 (1,112,000)

Plow Trucks and Motor Graders (10 Yr Forecast) 1,335,000 570,000 720,000 175,000 1,155,000 570,000 4,525,000 (4,525,000)

Trailers and Rollers (10 Yr Forecast) 6,000 34,000 3,500 45,000 34,000 122,500 (122,500)

Fire Apparatus Equipment (10 Yr Forecast) 45,000 48,000 55,000 82,500 45,000 45,000 320,500 (320,500)

Fire Apparatus Rescue (10 Yr Forecast) 300,000 300,000 600,000 (600,000)

Fire Appartus Pumpers (10 Yr Forecast) 520,000 520,000 520,000 1,560,000 (1,560,000)

Fire Appartus Tankers (10 Yr Forecast) 270,000 135,000 270,000 135,000 135,000 135,000 270,000 1,350,000 (1,350,000)

Loader/Backhoe (1) 165,000 165,000 (165,000)

Ambulance - EMS (2) 280,000 280,000 (280,000)

Mower - FAPO (1) 48,000 48,000 (48,000)

Pickup - Water (1) 33,000 33,000 (33,000)

One Ton - Roads (1) 72,000 72,000 (72,000)

Loader/Backhoe - Roads (1) 230,000 230,000 (230,000)

Emergency Support Unit - Fire (1) (Retrofit) 10,000 10,000 (10,000)

ERU - Fire (1) 45,000 45,000 (45,000)

Rescue Boat Trailer - Fire (1) 2,500 2,500 (2,500)

Rescue Boat and Motor - Fire (1) 35,000 35,000 (35,000)

Emergency Support Unit - EMS (1) (Retrofit) 5,000 5,000 (5,000)

Tandem Axle Plow/Sander - Roads (1) 285,000 285,000 (285,000)

Chipper/Brush Cutter - Roads (1) 55,000 55,000 (55,000)

Hot Pressure Washer - WWW - (1) 6,000 6,000 (6,000)

Compact SUV - Fleet (1) 30,000 30,000 (30,000)

Pole Saw - Roads (1) 900 900 (900)

Cement Saw - WWW (1) 1,900 1,900 (1,900)

Mower Deck Replacement - FAPO (2) 4,200 4,200 (4,200)

Single Axle Trailer - Water (1) 3,500 3,500 (3,500)

Air Compressor - Waste (1) 4,500 4,500 (4,500)

Windrow Eliminator Attachment- Roads (1) 25,000 25,000 (25,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Fleet and Equipment Pool


Total Replacement/State of Good Repair 1,341,500 2,707,600 1,681,450 1,971,900 1,228,400 1,370,700 2,857,700 2,141,200 815,150 998,650 17,114,250 (17,114,250)

Total Fleet & Equipment Pool Replacement 1,341,500 2,707,600 1,681,450 1,971,900 1,228,400 1,370,700 2,857,700 2,141,200 815,150 998,650 17,114,250 (17,114,250)

Fleet & Equipment New


Single Axle Plow/Sander - Roads (1) 240,000 240,000 (240,000)

Road Closure Trailers - Roads (4) 18,000 18,000 (18,000)

Hotbox -Large - Roads (1) 50,000 50,000 (50,000)

Mobile Device - F/T Fleet Automotive Tech 350 350 (350)

Pick Up Truck - WWW (1) 33,000 33,000 (33,000)

Tandem Axle Utility Trailer - SW - (1) 6,000 6,000 (6,000)

Total New/Enhanced Service 57,350 240,000 50,000 347,350 (240,000) (107,350)

Total Fleet & Equipment New 57,350 240,000 50,000 347,350 (240,000) (107,350)

Kohler Fleet Office


Roof Replacement/Repair 102,300 102,300 (102,300)

Kohler Facility Repairs and Maintenance 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)


Total Kohler Fleet Office 5,000 107,300 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 152,300 (152,300)

Kohler Fleet Garage


Two-Way Radio Sys-Base Stn & Portables 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 30,000 (30,000)



Building-Storage & Parts Room 120,000 120,000 (120,000)


Total Kohler Fleet Garage 3,000 123,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 150,000 (120,000) (30,000)

Total Fleet and Equipment Pool 1,406,850 3,177,900 1,739,450 1,979,900 1,236,400 1,378,700 2,865,700 2,149,200 823,150 1,006,650 17,763,900 (360,000) (17,403,900)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Fleet and Equipment Pool


Roads Facilities


Sand and Salt Dome Minor Repairs 3,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 21,000 (21,000)

Oneida Building-Roof Replacement 100,000 100,000 (100,000)

Operations Buildings-Repairs/Renovations 6,000 50,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 231,000 (231,000)

Dunnville Roof Repairs 15,000 15,000 (15,000)

Walpole - Flooring Replacement 4,000 4,000 (4,000)

Cayuga - Washer/Dryer 2,500 2,500 (2,500)

Dunnville Garage - Retrofit Overhead Doors (4x12ft) 125,000 125,000 (125,000)

Walpole Roads Yard - Quonset Hut 200,000 200,000 (200,000)



Facility Condition Assess (4) Facilities 40,000 40,000 80,000 (40,000) (40,000)

Dunnville - Automatic Natural Gas Backup Generator 15,000 15,000 (15,000)

Walpole - Automatic Natural Gas Backup Generator 15,000 15,000 (15,000)

Oneida - Automatic Natural Gas Backup Generator 15,000 15,000 (15,000)

Cayuga - Power Gate Operator 15,000 15,000 (15,000)

Total New/Enhanced Service 30,000 55,000 55,000 140,000 (40,000) (100,000)

Total Roads Facilities 379,500 163,000 107,000 27,000 27,000 27,000 27,000 27,000 27,000 27,000 838,500 (40,000) (798,500)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Roads Facilities


Other Roadwork

Hardtop Surface & Shoulder Maint


Raised Traffic Island and Curb Rehabilitation 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 600,000 (600,000)

Hot Mix Padding - Sealing Program 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 500,000 (500,000)

Townsend-Curb Replacement Program 650,000 650,000 (650,000)


Total Hardtop Surface & Shoulder Maint 760,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 1,750,000 (1,750,000)

Storm Sewer/Catch Basin Maint


Storm Sewer/Culvert Rehabilitation 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 500,000 (500,000)


Total Storm Sewer/Catch Basin Maint 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 500,000 (500,000)

Traffic Signals


Traffic Signal Light Program 20,000 20,000 20,000 60,000 (60,000)



Hagersville-Traffic Signal- Intersection Main & Railway 300,000 300,000 (30,000) (270,000)

Total New/Enhanced Service 300,000 300,000 (30,000) (270,000)

Total Traffic Signals 320,000 20,000 20,000 360,000 (30,000) (330,000)

Bridge & Culvert Maintenance


Cross Culvert Placement and Lining Rehab 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 600,000 (600,000)

Roadside Barrier Program 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 550,000 (550,000)


Total Bridge & Culvert Maintenance 115,000 115,000 115,000 115,000 115,000 115,000 115,000 115,000 115,000 115,000 1,150,000 (1,150,000)

Street Lighting


Light Standard Repl Urban Areas 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (100,000)



Energy Conservation St Light Conversion 2,213,000 2,213,000 (257,000) (1,956,000)

Street Light Placement (Rural Intersections) 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (100,000)

Total New/Enhanced Service 2,223,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 2,313,000 (257,000) (2,056,000)

Total Street Lighting 2,233,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 2,413,000 (257,000) (2,156,000)

Miscellaneous Construction


Caledonia - Retaining Wall Repair - Grand Ave 67,000 67,000 (67,000)


2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Other Roadwork



Caledonia Decorative Crosswalks 132,000 132,000 (36,900) (95,100)

Caledonia Downtown Municipal Parking Lot Paving 285,000 285,000 (256,500) (28,500)


Total Miscellaneous Construction 67,000 417,000 484,000 (293,400) (190,600)

Technical Studies


Master Servicing Plan Jarvis (W WW S) 15,000 15,000 30,000 (30,000)

Master Servicing Plan Cayuga (W WW S) 30,000 30,000 60,000 (60,000)

MSP Update Caledonia (W WW S) 50,000 50,000 (50,000)

MSP Update Hagersville (W WW S) (16) 30,000 30,000 60,000 (60,000)

MSP Update Dunnville (W WW S) (16) 30,000 30,000 60,000 (60,000)

Preliminary Engineering Investigations 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 150,000 (150,000)

Roads Needs Study 75,000 75,000 75,000 225,000 (225,000)

Total Replacement/State of Good Repair 75,000 135,000 15,000 15,000 15,000 200,000 60,000 15,000 15,000 90,000 635,000 (260,000) (375,000)

Total Technical Studies 75,000 135,000 15,000 15,000 15,000 200,000 60,000 15,000 15,000 90,000 635,000 (260,000) (375,000)

Total Other Roadwork 3,620,000 450,000 330,000 310,000 727,000 495,000 355,000 310,000 310,000 385,000 7,292,000 (257,000) (583,400) (6,451,600)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Other Roadwork


Road Reconstruction


Cal-Caithness St W-Firehall to Ross (W WW SS) 60,000 2,490,000 2,550,000 (720,000) (1,830,000)

Dun - Alder St - Cedar to West (W WW SS) 170,000 900,000 1,100,000 2,170,000 (2,170,000)

Cal- Stirling Street - Argyle St to Peebles (SS) 30,000 345,000 375,000 (375,000)

Total Replacement/State of Good Repair 200,000 1,245,000 1,100,000 60,000 2,490,000 5,095,000 (720,000) (4,375,000)

Total Road Reconstruction 200,000 1,245,000 1,100,000 60,000 2,490,000 5,095,000 (720,000) (4,375,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

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Reserve

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Debenture

Financing



Version:

Division: Road Reconstruction


Hot Mix Resurfacing


Diltz Rd - Niagara to Concession 1,700,000 1,700,000 (1,160,400) (539,600)

Port Maitland Rd - Rainham Rd to Lighthouse Dr 1,402,000 1,402,000 (1,181,070) (220,930)

Hald Rd 54- Ross St to Onondaga Townline Rd 1,050,000 1,050,000 (1,050,000)

Haldimand Road 3 - Hald Rd 55 to Hald Rd 70 1,100,000 1,100,000 (965,800) (134,200)

Cay-Munsee St N - Talbot St to Indian St 262,000 262,000 (262,000)

Canb-Main St - Canborough Rd to Hwy 3 104,000 104,000 (104,000)

Haldimand Road 20 – Haldimand Rd 12 to Kohler Road 1,490,000 1,490,000 (1,490,000)

Nanticoke Creek Pky-Hald Rd 55 to Townsend 805,000 805,000 (549,480) (255,520)

Rainham Rd- Cheapside Rd to Hald Rd 53 950,000 950,000 (950,000)

Rainham Rd-Sandusk Rd to Cheapside Rd 1,033,500 1,033,500 (1,033,500)

Hald Rd 20 - Conc 4-5 Rainham to Lot 12-13 S Cay 2,900,000 2,900,000 (2,900,000)

Hald Rd 74 - Hald Rd 20 to Conc 9 Walpole 1,600,000 1,600,000 (800,000) (800,000)

Argyle Street - Kinross Street to Forfar Street 340,000 340,000 (340,000)

Hag- Main Street - Parkview St to Northern Urban Limit (W) 1,200,000 1,200,000 (1,200,000)

Mines Rd - Greens Rd E to Haldibrook Rd 925,000 925,000 (925,000)

Caistorville Rd-Hald Rd 14 to Hald/Dunn Twln 1,000,000 1,000,000 (1,000,000)

Hald Rd 20-Lot 12-13 S Cay to Dunn. Twnline 740,000 740,000 (740,000)

Haldimand Rd 54 - Latham to Indiana Rd 900,000 900,000 (900,000)

Rainham Rd – Hald Rd 49 to Hald Rd 20 850,000 850,000 (850,000)

Hald Rd 66 – McClung Rd to Hald Rd 33 615,000 615,000 (615,000)

Hald Rd 3 – Hald Rd 70 to Norfolk Townline 562,000 562,000 (473,440) (88,560)

King Street East – Main Street to Urban Limits 400,000 400,000 (400,000)

King Street West – Main Street to Concession 13 600,000 600,000 (600,000)

Caistorville Rd - Hald/Dunn Townline to Niagara 663,000 663,000 (663,000)

Hald Rd 27 - Hald Rd 20 to Sandusk 1,000,000 1,000,000 (1,000,000)

Kohler Rd - Irish Line to Hwy #3 465,000 465,000 (465,000)

Rainham Rd - Hald Rd 49 to Hald/Dunn Twnl 640,000 640,000 (640,000)

Hald Rd 12 - Rainham Rd to Fisherville Town Limits 1,075,000 1,075,000 (1,075,000)

Hald Rd 12 - Fisherville Town Limits to Hald Rd 20 710,000 710,000 (710,000)

Parkview Rd - Main St to King St 400,000 400,000 (400,000)

Total Replacement/State of Good Repair 1,200,000 2,871,000 3,064,000 3,248,500 2,450,000 2,215,000 2,900,000 3,130,000 3,218,000 3,185,000 27,481,500 (4,330,190) (800,000) (22,351,310)


Cay-Thorburn St S-Talbot to Urban Limit 255,000 255,000 (255,000)


Total Hot Mix Resurfacing 1,200,000 2,871,000 3,319,000 3,248,500 2,450,000 2,215,000 2,900,000 3,130,000 3,218,000 3,185,000 27,736,500 (4,330,190) (800,000) (22,606,310)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Hot Mix Resurfacing


Structure Projects


Annual Bridge Engineering 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 3,500,000 (3,500,000)

OSIM Inspections 80,000 50,000 70,000 55,000 75,000 330,000 (330,000)

Deck Condition Surveys 80,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 220,000 (220,000)

Dennis Bridge Rehab (980305) 720,000 720,000 (720,000)

Townline Bridge Repairs (D00005) 400,000 400,000 (400,000)

Third Line Culvert Rehab (000072) 247,000 247,000 (247,000)

River Rd Bridge N - Cayuga Rehab (000017) 413,000 413,000 (413,000)

Townline Bridge N - Cay/Sen Replac (000023) 719,000 719,000 (719,000)

Peart Bridge - River Rd Rehab (000032) 615,000 615,000 (615,000)

Empire Rd Culvert Rehab (980909) 264,000 264,000 (219,250) (44,750)

Conc 6 Bridge, Walpole Replacement (010076) 322,000 322,000 (322,000)

Conc 2 Culvert Seneca Rehab (000069) 300,000 300,000 (300,000)

Church St Jarvis Replacement (000086N) 450,000 450,000 (373,730) (76,270)

Cheapside Rd Bridge Rehab (010014) 460,000 460,000 (382,040) (77,960)

Townline Rd Bridge Rehab (010060) 560,000 560,000 (560,000)

Walpole St Culvert Rehab Jarvis (010108) 280,000 280,000 (232,540) (47,460)

Sandusk Crk Culvert Replac Walpole (030034) 400,000 400,000 (400,000)

Hart Rd Drain Replacement (00005C) 400,000 400,000 (400,000)

Oswego Bridge Rehab (981501) 500,000 500,000 (500,000)

Mud Street Culvert Rehab (980907) 260,000 260,000 (260,000)

Indian Line Culvert Rehab (982002) 260,000 260,000 (260,000)

Townsend Parkway Culvert Rehab (987404) 250,000 250,000 (250,000)

Caithness Street Culvert Rehab (000006-C) 200,000 200,000 (200,000)

Sunny Bank Park - Bridge Rehab (000019) 200,000 200,000 (200,000)

Balmoral Bridge Rehab (985301) 500,000 500,000 (500,000)

Nanticoke Rd Culvert Rehab (975503) 250,000 250,000 (250,000)

Haldimand Rd 56 Culvert Rehab (975604) 250,000 250,000 (250,000)

Haldimand Rd 56 Culvert Rehab (975605) 250,000 250,000 (250,000)

Wilkins Bridge Conc 5 Walpole Rehab (010012) 500,000 500,000 (500,000)

Reicheld Bridge Conc 5 Walpole Rehab (010020) 600,000 600,000 (600,000)

Cheapside Bridge Rehab (010004) 390,000 390,000 (390,000)

Hobb's Bridge Rehab (010005) 600,000 600,000 (600,000)

Lot 18/19 Conc 8 Walpole Bridge Rehab 0100016 463,000 463,000 (463,000)

Townline Road Bridge Rehab D00004 350,000 350,000 (350,000)

Hutchinson Road Bridge Rehab 116501 250,000 250,000 (250,000)

Boston Creek Bridge 980905 Rehab 400,000 400,000 (400,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Structure Projects


Lowbanks Culvert 970311 Rehab 350,000 350,000 (350,000)

Lot 18/19 Conc 3 Walpole 010008 Rehab 400,000 400,000 (400,000)

Total Replacement/State of Good Repair 1,964,000 2,029,000 1,830,000 1,890,000 1,590,000 1,492,000 1,825,000 1,570,000 1,748,000 1,885,000 17,823,000 (1,207,560) (16,615,440)


Cal-Argyle St Bridge Replacement (MTO) 1,300,000 1,300,000 (1,300,000)

Total New/Enhanced Service 1,300,000 1,300,000 (1,300,000)

Total Structure Projects 1,964,000 2,029,000 1,830,000 3,190,000 1,590,000 1,492,000 1,825,000 1,570,000 1,748,000 1,885,000 19,123,000 (1,207,560) (1,300,000) (16,615,440)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Structure Projects


Urban Paving Program

Hagersville Urban Paving


Hag - Howard St-King to Walpole 232,000 232,000 (232,000)

Hag - John St-King to Walpole 171,000 171,000 (171,000)

Hag - Church St-Main to John 66,000 66,000 (66,000)

Hag - Walpole St-Main to John 51,000 51,000 (51,000)

Hag - Tuscarora St - King to end 181,000 181,000 (181,000)

Hag - Alma St - Marathon to Parkview 261,000 261,000 (261,000)

Hag - Church from Main to Sherring 56,000 56,000 (56,000)

Hag - Park Place from Alma to Main 29,000 29,000 (29,000)

Hag - Marathon from Main to Sherring 51,000 51,000 (51,000)

Hag - Carrick St from King to Athens 61,000 61,000 (61,000)

Hag - Hewitt Dr-Parkview to South and Wardell Cres 211,000 211,000 (211,000)

Hag - Oneida Street 61,000 61,000 (61,000)

Hag - David St-Shering to Carrick 31,000 31,000 (31,000)

Hag - Foundary Street 32,000 32,000 (32,000)

Hag - Victoria Street 98,000 98,000 (98,000)

Total Replacement/State of Good Repair 1,462,000 130,000 1,592,000 (1,592,000)

Total Hagersville Urban Paving 1,462,000 130,000 1,592,000 (1,592,000)

Caledonia Urban Paving


Cal - Munro Ct-Ross to end 21,000 21,000 (21,000)

Cal - Ross St-Orkney W to Morrison 46,000 46,000 (46,000)

Cal - Haller Cres & Haller Pl 200,000 200,000 (200,000)

Cal-Douglas Dr-McKenzie to Highland 96,000 96,000 (96,000)

Cal-Morrison Rd-Ross St to east end 217,000 217,000 (217,000)

Cal-Tartan Dr - Highland to Buchanan 56,000 56,000 (56,000)

Cal-Highland Blvd - Tartan to E limit 173,000 173,000 (173,000)

Cal-Dumfries - Orkney W to Morrison 47,000 47,000 (47,000)

Cal-Scott St Fraser To Kinross 40,000 40,000 (40,000)

Cal-Highland Blvd - Haddington to Tartan 92,000 92,000 (92,000)

Cal - Kinross - Argyle to Braemar 305,520 305,520 (305,520)

Cal - Tartan Dr - Buchanan to River Rd 70,000 70,000 (70,000)

Cal - Mckenzie – Wigton to Fuller 220,000 220,000 (220,000)

Cal - Sutherland Street East – Banff to Haller Cresc 94,000 94,000 (94,000)

Cal – Haddington – Argyle to Wigton 220,000 220,000 (220,000)

Cal-Williamson Dr - all 417,000 417,000 (417,000)

Cal-Orkney St W - Ross to Williamson 90,000 90,000 (90,000)

Cal- MacMillian - Williamson to Williamson 63,840 63,840 (63,840)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

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Version:

Division: Urban Paving Program


Cal- Sutherland St W - Ross to Tracks 101,080 101,080 (101,080)

Cal- Robert Gordon Drive 40,000 40,000 (40,000)

Cal- Kintrye Crt - McKenzie to N. End 61,180 61,180 (61,180)

Cal-Highland Blvd - Haddington to Tartan 145,160 145,160 (145,160)

Cal- Frase Crt - Scott St to end 52,060 52,060 (52,060)

Cal- Glenmoore Pl. - full court 38,000 38,000 (38,000)

Cal- Morgan Dr - Celtic to McKenzie 228,000 228,000 (228,000)

Cal- Morgan Court 22,000 22,000 (22,000)

Cal- Burnside - Braemar to Thistlemoor 64,600 64,600 (64,600)

Cal- Orkney East - Argyle to Banff 194,940 194,940 (194,940)

Cal- Renfrew - Berwick to Wigton 108,000 108,000 (108,000)

Cal- McKeown Ct - McMaster to end 60,800 60,800 (60,800)

Cal- Iona Ct - McMaster to end 60,800 60,800 (60,800)

Cal- McMaster - McKenzie to Buchanan 178,600 178,600 (178,600)

Cal- Buchanan - N end to Highland 205,200 205,200 (205,200)

Cal- Douglas Dr - McKenzie to Highland 98,800 98,800 (98,800)

Cal- Hyslop - Scott Acres to Jamison 148,200 148,200 (148,200)

Cal- Leith Crt - Morrison to end 14,000 14,000 (14,000)

Cal- Munro Crt - Morrison to end 16,000 16,000 (16,000)

Cal- Piper Pl - Douglas Dr to W end 80,000 80,000 (80,000)

Cal- Clansman Cres - Caledonia Dr to Caledonia Dr 175,000 175,000 (175,000)

Cal- Dundee - Kinross to Kinross 140,000 140,000 (140,000)

Cal- Fraser - Kinross to Scott 71,000 71,000 (71,000)

Cal- MacGregor Pl - Fraser to end 35,000 35,000 (35,000)

Cal- Kilty Ct - Douglas Dr to end 64,000 64,000 (64,000)

Cal- Balmoral Crt - Ayr to end 58,000 58,000 (58,000)

Cal- Lamb Crt - Caithness to end 37,000 37,000 (37,000)

Cal- Shaw - Dundee to Stirling 33,000 33,000 (33,000)

Cal- McKinnon - Caithness to Williamson 34,000 34,000 (34,000)

Cal- Duncan Crt - Highland to end 45,000 45,000 (45,000)

Cal- Sutherland St W - Ross to Williamson 103,000 103,000 (103,000)

Cal- MacColl Pl - Glenmore Dr to North end 38,000 38,000 (38,000)

Cal- Glenmor Dr - MacCrae Dr to Kinross 135,000 135,000 (135,000)

Cal- Jamieson - Scott Acres to Hyslop 110,000 110,000 (110,000)

Cal- McCrea Dr - Kinross to Kinross 298,300 298,300 (298,300)

Total Replacement/State of Good Repair 715,780 798,540 881,880 299,680 1,112,200 1,181,000 560,000 213,000 5,762,080 (5,762,080)

Total Caledonia Urban Paving 715,780 798,540 881,880 299,680 1,112,200 1,181,000 560,000 213,000 5,762,080 (5,762,080)

Jarvis Urban Paving


Jar- Walpole Dr - Main to Talbot 79,200 79,200 (79,200)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

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Version:



Jar- Monson - Walpole to Boyd 74,800 74,800 (74,800)

Jar- Lafayette - Monson to Craddock 85,800 85,800 (85,800)

Jar- Julius - Lafayette to South end 13,860 13,860 (13,860)


Total Jarvis Urban Paving 253,660 253,660 (253,660)

Cayuga Urban Paving


Cay- Charles Cullen Parkway 125,000 125,000 (125,000)

Cay- Abbott Lane - Joseph to S end 65,000 65,000 (65,000)

Cay- Commodore - Country Club to Country Club 115,000 115,000 (115,000)

Cay- Country Club - Commodore to Commodore 118,000 118,000 (118,000)

Cay- Ottawa St S - WWTP to Joseph 50,000 50,000 (50,000)

Cay- Railton - Country Club to East end 20,000 20,000 (20,000)


Total Cayuga Urban Paving 493,000 493,000 (493,000)

Dunnville Urban Paving


Dunn - Lock Street – George Street to Pine Street 183,000 183,000 (183,000)

Dunn - Pine Street – Lock to Alder 103,000 103,000 (103,000)

Dunn - Jarrett Place – Diltz Rd to west extent 108,000 108,000 (108,000)

Dunn- Griffith - Alder to S Cayuga 57,000 57,000 (57,000)

Dunn- Tamarac - Main to Queen 47,500 47,500 (47,500)

Dunn- Jarret Pl - Concession to W end 170,000 170,000 (170,000)


Total Dunnville Urban Paving 668,500 668,500 (668,500)

Townsend Urban Paving


Town - Burnhamwood-Edenridge to Nord 36,000 36,000 (36,000)

Town - Stone Quarry Rd-Townsend Pkwy to End 52,000 52,000 (52,000)

Town - Forest Park Dr-Townsend Pkwy to End 66,000 66,000 (66,000)

Town - Arbour Dr-Forest Park Dr to End 21,000 21,000 (21,000)

Town – Elmvale Crescent 71,000 71,000 (71,000)

Town - Edenridge - Stone Quarry to NCP 71,000 71,000 (71,000)

Town - Ravine Cresc. - Edinridge to Edinridge 73,000 73,000 (73,000)

Town - Willow Glen - NCP to Bramble 48,000 48,000 (48,000)

Town - Woodfield - Willow Glen to W. end 67,000 67,000 (67,000)

Town - Hawthorne - Woodfield to Woodfield 48,000 48,000 (48,000)

Town - Bramble - Willow Glen to Woodfield 49,000 49,000 (49,000)


Total Townsend Urban Paving 602,000 602,000 (602,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

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Version:



Byng Urban Paving


Byng-Grant St - Rainham Rd to end 66,000 66,000 (66,000)

Byng-Gamble St - Port Maitland Rd to end 31,000 31,000 (31,000)

Byng-Thrush St - Grant to Secord 33,000 33,000 (33,000)

Byng-Secord St - Haldimand Trail to Thrush 93,000 93,000 (93,000)

Byng-Scott St - Rainham Rd to Secord 27,000 27,000 (27,000)

Byng-Hald Trail - Rainham Rd to Hald Tract 196,000 196,000 (196,000)


Total Byng Urban Paving 446,000 446,000 (446,000)

York Urban Paving


York- Mill St - John to Front 79,000 79,000 (79,000)

York- John St - Mill to Queen 57,500 57,500 (57,500)

York- Queen St - Front to John 90,500 90,500 (90,500)

York- Martin & Water 133,750 133,750 (133,750)

York- King Ave - Front to John 91,000 91,000 (91,000)

York- Albion - Hald Rd 9 to King Ave 52,500 52,500 (52,500)

York- Shannon - Hald Rd 9 to end 60,200 60,200 (60,200)


Total York Urban Paving 564,450 564,450 (564,450)

Total Urban Paving Program 1,908,000 602,000 715,780 798,540 881,880 968,180 1,112,200 1,181,000 1,053,000 1,161,110 10,381,690 (10,381,690)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

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Version:



Surface Treatment Program


Concession 6 Walpole - Hwy 6 to Rd 55 130,000 130,000 (130,000)

McLaughlin Road - Hwy 3 to Diltz 150,000 150,000 (150,000)

Oneida Road - 6th Line to 7th Line 90,000 90,000 (90,000)

Concession 6 Walpole - Rd 18 to Rd 55 150,000 150,000 (150,000)

Dry Lake Rd - Hwy 3 to Hald Rd 20 60,000 60,000 (60,000)

Burke Rd - Rd 17 to Hwy 3 60,000 60,000 (60,000)

Feere Rd - Rd 14 to end 15,000 15,000 (15,000)

Rattlesnake Rd - Booker Rd to end 25,000 25,000 (25,000)

McClung Rd - Rd 66 to Haldibrook 160,000 160,000 (160,000)

Conc 9 Walpole - Rd 55 to Rd 74 200,000 200,000 (200,000)

Conc 6 Walpole - Rd 18 to Cheapside 260,000 260,000 (260,000)

South Cayuga Road - Rainham Rd to Lakshore Rd 190,000 190,000 (190,000)

Sinclairville Road - Hald Rd 9 to Short Rd 70,000 70,000 (70,000)

Short Road - Sinclairville Rd to end 20,000 20,000 (20,000)

Conc 6 Walpole - Cheapside Rd to Hald Rd 53 260,000 260,000 (260,000)

Link Rd - Kholer Rd to Hald Rd 20 140,000 140,000 (140,000)

Irvine Rd - Hald Rd 9 to Nia Rd 9 50,000 50,000 (50,000)

Conc 13 Town - Stone Quarry Rd to Norfolk 140,000 140,000 (140,000)

Riverside Drive - Rainham Rd to Road 3 130,000 130,000 (130,000)

Conc 5 Rainham - Road 53 to Fisherville limits 270,000 270,000 (270,000)

River Road - Hwy 3 to Sutor Rd 710,000 710,000 (710,000)

Road 74 - Forest Park to Conc 12 Walpole 322,000 322,000 (322,000)

Unity Road - Hwy 6 to Mines Rd 300,000 300,000 (300,000)

Haldimand Rd 9 - Turnbull to Niagara 150,000 150,000 (150,000)

Blue Water Pkwy - Erie St to old bridge 90,000 90,000 (90,000)

Conc 11 Walpole - Rd 55 to Rd 74 390,000 390,000 (390,000)

Stoney Creek Rd - Rd 54 to Hald Rd 66 650,000 650,000 (650,000)

Inman Rd - North Feeder to 2 km north 160,000 160,000 (160,000)

Rd 74 - Conc 12 Walpole to Road 20 560,000 560,000 (560,000)

Onondaga Twl Rd - Greens Rd to tracks 20,000 20,000 (20,000)

Hald Dunn Twl - Rainham to Lakeshore Rd 140,000 140,000 (140,000)

Dry Lake Road - Hwy 3 to Hald Rd 9 220,000 220,000 (220,000)

Hald Rd 9 - Turnbull to Hwy 56 175,000 175,000 (175,000)

Johnston Rd - Rd 11 to Sandy Bay Rd 336,000 336,000 (336,000)

Farr Rd - Rd 3 to Lake Erie 119,000 119,000 (119,000)

South Coast - Peacock Point to Sandusk Rd 175,000 175,000 (175,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

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Debenture

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Version:

Division: Surface Treatment Program


Riverside Dr - Rainham Rd to Stelco Bridge 130,000 130,000 (130,000)

Blue Water Pkwy - Wheeler Rd to old bridge 200,000 200,000 (200,000)

Cheapside Rd - Rainham Rd to Hwy 3 600,000 600,000 (600,000)

Cheapside Rd - Hwy 3 to Conc 10 300,000 300,000 (300,000)

Moote Rd - Stringer Rd to Hald Rd 63 260,000 260,000 (260,000)

Conc 10 Wal - Hald Rd 74 to Rd 55 260,000 260,000 (260,000)

Marshall Rd - Kings Row to Hald Trail 140,000 140,000 (140,000)

Cheapside Rd - Rainham Road to South Coast Drive 155,000 155,000 (155,000)

Sutor Rd - River Rd to Hald Rd 20 200,000 200,000 (200,000)

Hald Rd #50 - Lake Shore Rd. to Hald Rd 3 140,000 140,000 (140,000)

Conc 14 Walpole - Rd55 to .3 Km E. Of Spruce St 60,000 60,000 (60,000)

Old Hwy3 Rd - Hwy 3 to Conc 7 30,000 30,000 (30,000)

Cheapside Rd - Conc 10 Rd to Hald Rd 20 140,000 140,000 (140,000)

Sweets Corners Rd - Lakeshore Rd to Hald Rd 3 120,000 120,000 (120,000)

Horseshoe Bay Rd - Hald Rd 49 to .3 Km W. Of Aikens Rd 30,000 30,000 (30,000)

Jarden Rd - Hwy 3 to Hald Rd 17 115,000 115,000 (115,000)

Rattlesnake Rd - Booker Rd to .7 Km N. Of Aiken Rd 75,000 75,000 (75,000)

Woodlawn Park Lane - Cheapside Rd to .055 Km E. Of Cheapside Rd 40,000 40,000 (40,000)

Decewsville Rd - Hwy 3 to Irish Line 140,000 140,000 (140,000)

Junction Rd - Conc 1 South to Hwy 3 145,000 145,000 (145,000)

Fisherville Rd - Hald Rd 3 to Lakeshore Rd 140,000 140,000 (140,000)

Pyle Rd - Hald Rd 3 to Villella Rd 50,000 50,000 (50,000)

Conc 5 Rd - .4 Km E. Of Hald Rd 12 to Hald Rd 8 230,000 230,000 (230,000)

Conc 3 Rd - Sweets Corners Rd to Hald Rd 8 260,000 260,000 (260,000)

South Feeder Canal Rd - Hald Rd 65 to Inman Rd 125,000 125,000 (125,000)

South Coast Drive - Sandusk Rd to Texaco Underpass 150,000 150,000 (150,000)

Conc 15 Walpole - Hald Rd 20 to Hald Rd 70 300,000 300,000 (300,000)

Sims Lock Rd - Hald Rd 54 to Abbey Rd 25,000 25,000 (25,000)

Unity Road - McClung to Hwy 6 30,000 30,000 (30,000)

1St Line - Hwy 6 to Oneida Rd(Unopened) 45,000 45,000 (45,000)

Canal Rd - Mumby Rd to Hald Rd 3 40,000 40,000 (40,000)

Conc 6 Walpole - Hald Rd 70 to Hwy 6 70,000 70,000 (70,000)

Total Replacement/State of Good Repair 1,260,000 1,149,000 1,256,000 1,277,000 1,350,000 1,285,000 1,245,000 1,100,000 880,000 1,030,000 11,832,000 (2,540,000) (9,292,000)

Total Surface Treatment Program 1,260,000 1,149,000 1,256,000 1,277,000 1,350,000 1,285,000 1,245,000 1,100,000 880,000 1,030,000 11,832,000 (2,540,000) (9,292,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

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Debenture

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Version:

Division: Surface Treatment Program


Gravel Road Conversion Program

Gravel Road Conversion


Conc 9 Walpole, Hald Rd 18 to Cheapside Rd 73,800 121,400 214,000 81,200 490,400 (441,400) (49,000)

Crown Rd - Hwy 3 to Aiken Rd 289,000 61,600 350,600 (315,500) (35,100)

Jenny Jump Rd - stub east of Crown Rd 72,000 52,200 19,800 144,000 (129,600) (14,400)

Jenny Jump Rd - Bird Rd to Crown Rd 133,600 96,900 36,700 267,200 (240,400) (26,800)

Conc 10 Walpole - Sandusk to Cheapside 292,000 211,700 80,300 584,000 (525,600) (58,400)

Abbey Rd - Road 66 north to end 57,000 12,500 69,500 (62,500) (7,000)

Stoneman Rd - Rd 66 to Rd 54 203,000 44,500 247,500 (222,700) (24,800)

Abbey Rd - Haldibrook south to end 42,000 7,700 49,700 (44,700) (5,000)

Conc 9 Walpole, Cheapside Rd to Hald Rd 53 73,000 119,000 212,000 80,300 484,300 (435,900) (48,400)

Gibson Rd, Link Rd to end 14,400 10,400 4,000 28,800 (26,000) (2,800)

Wilson Rd, Hald Rd 20 South to end 36,000 26,100 9,900 72,000 (64,800) (7,200)

Wilson Rd, Hald Rd 20 North to end 20,000 14,500 5,500 40,000 (35,900) (4,100)

Singer Rd, Indiana Rd to end 20,000 14,500 5,500 40,000 (35,900) (4,100)

Dunnville Townline Rd, Caistorville Rd to Hwy 3 231,200 167,600 63,600 462,400 (416,100) (46,300)

Conc 8 Rainham - Rd 53 to Rd 20 238,400 172,800 65,600 476,800 (429,100) (47,700)

Wilson Rd - Bains Rd north to end 22,400 16,200 6,200 44,800 (40,400) (4,400)

Swayze Rd - Hart Rd to Moote Rd 65,600 47,600 18,000 131,200 (118,000) (13,200)

Conc 9 Wal - Hwy 6 to Hald Rd 18 64,000 192,000 185,600 70,400 512,000 (460,800) (51,200)

Townline Rd E - Hwy 56 to Junction Rd 53,000 159,000 153,700 58,300 424,000 (381,600) (42,400)

Conc 1 Seneca - Hwy 56 to Singer Rd 192,000 139,200 52,800 384,000 (345,600) (38,400)

Conc 1 Rd S - Junction Rd to Hald/Dunn Townline Rd 150,400 109,000 41,400 300,800 (270,800) (30,000)

Wilson Rd - Meadows Rd to south end 6,400 19,200 18,600 7,000 51,200 (46,100) (5,100)

Dunn Hald Townline - Conc Rd 1 to Rd 17 88,800 266,400 257,500 97,700 710,400 (639,300) (71,100)

Kentucky Hill Rd - stub west of Robinson 14,000 42,000 40,600 15,400 112,000 (100,800) (11,200)

Link Rd - Gibson to Richert Road 52,000 156,000 150,800 57,200 416,000 (374,400) (41,600)

South Cayuga Road - Rd 20 to Rd 3 54,400 163,200 157,800 59,800 435,200 (391,700) (43,500)

Bains Road - Rd 20 to Rd 50 119,400 358,200 346,300 131,300 955,200 (859,800) (95,400)

Turnbull Road - Rd 9 to Conc. 1 Seneca 83,000 249,000 240,700 91,300 664,000 (597,600) (66,400)

Onondaga Road - Greens Rd to Sawmill Rd 40,600 121,800 117,700 44,700 324,800 (292,200) (32,600)

Ortt Road - HD Twl to Hwy 3 67,200 201,600 194,900 74,000 537,700 (483,900) (53,800)

Woods Road - stub west of Hwy 3 8,600 25,800 24,900 9,500 68,800 (61,900) (6,900)

Sweets Corners Rd - Bains Rd to Road 3 41,600 124,800 120,700 287,100 (258,300) (28,800)

Conc 6 Rainham - Road 12 to Road 20 54,400 163,200 157,800 375,400 (337,900) (37,500)

Conc 2 Rd south - Windecker to Rd 32 48,800 146,400 141,600 336,800 (303,100) (33,700)

Windecker Road - Hwy 3 to Conc Rd 1 40,600 121,800 118,300 280,700 (252,600) (28,100)

Indiana Road E - Hwy 56 to Turnbull Rd 50,000 150,000 145,000 345,000 (310,500) (34,500)

Indiana Road W - 3rd Line to River Rd 60,800 182,400 243,200 (218,900) (24,300)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

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Version:

Division: Gravel Road Conversion Program


Moul-Sher Twl - NS Drive to Bird Road 61,200 61,200 (55,100) (6,100)

Mt Olivet Road - Richert to Bains Rd 46,000 46,000 (41,400) (4,600)

McGowan Road - 5th Line to end 25,000 25,000 (22,500) (2,500)

Reeds Road - Hwy 3 to Townline Road 39,800 39,800 (35,800) (4,000)

Conc 9 Rainham - Old Talbot Road to end 5,000 10,000 15,000 (13,500) (1,500)

Old Lakeshore Road - New Lakeshore Road to end 30,000 30,000 (27,000) (3,000)

Total New/Enhanced Service 1,270,400 1,081,500 1,180,100 1,225,200 1,214,400 1,192,000 1,198,200 1,227,300 1,254,100 1,121,300 11,964,500 (10,767,600) (1,196,900)

Total Gravel Road Conversion 1,270,400 1,081,500 1,180,100 1,225,200 1,214,400 1,192,000 1,198,200 1,227,300 1,254,100 1,121,300 11,964,500 (10,767,600) (1,196,900)

Total Gravel Road Conversion Program 1,270,400 1,081,500 1,180,100 1,225,200 1,214,400 1,192,000 1,198,200 1,227,300 1,254,100 1,121,300 11,964,500 (10,767,600) (1,196,900)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

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External

Financing

Development

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Version:

Division: Gravel Road Conversion Program


Municipal Drains

Municipal Drains Maintenance


McNichol Maintenance (Drn Mtc Pgm) 20,400 20,400 (14,420) (5,980)

Babiy Maintenance (Drn Mtc Pgm) 23,500 23,500 (22,650) (850)

Barry Maintenance (Drn Mtc Pgm) 25,500 25,500 (21,450) (4,050)

Sugar Creek Main Maintenance (Drn Mtc Pgm) 40,700 40,700 (6,100) (18,300) (16,300)

Sugar Creek Maintenance (Drn Mtc Pgrm) 35,000 35,000 (32,825) (2,175)

Siddal Maintenance (Drn Mtc Pgm) 21,400 21,400 (20,180) (1,220)

Holtrop Maintenance (Drn Mtc Pgm) 15,300 15,300 (15,280) (20)

Allen Maintenance (Drn Mtc Pgm) 7,200 7,200 (7,200)

Moulton Station Maintenance (Drn Mtc Pgm) 17,300 17,300 (17,300)

Fred Buckner Maintenance (Drn Mtc Pgm) 25,500 25,500 (19,430) (6,070)

Buckner Maintenance (Drn Mtc Pgm) 22,400 22,400 (20,240) (2,160)

Broad Creek Maintenance (Drn Mtc Pgm) 33,600 33,600 (31,560) (2,040)

Lindsay Maintenance (Drn Mtc Pgm) 23,500 23,500 (19,510) (3,990)

Niece Maintenance (Drn Mtc Pgm) 16,300 16,300 (4,890) (11,410)

Stonehaven Maintenance (Drn Mtc Pgm) 5,800 5,800 (5,620) (180)

Horseshoe Bay Maintenance (Drn Mtc Pgm) 5,100 5,100 (4,000) (1,100)

Boyt Maintenance (Drn Mtc Pgm) 4,100 4,100 (2,400) (1,700)

James Main Maintenance (Drn Mtc Pgm) 66,200 66,200 (60,460) (5,740)

Waines Maintenance (Drn Mtc Pgm) 30,600 30,600 (30,070) (530)

Baker Main Maintenance (Drn Mtc Pgm) 25,500 25,500 (24,960) (540)

Sweets Corners Maintenance (Drn Mtc Pgm) 63,100 63,100 (18,730) (44,370)

Townline Br. of the Black Crk Maint (Drn Mtc Pgm) 12,300 12,300 (9,460) (2,840)

Michener #1 Maintenance (Drn Mtc Pgm) 22,400 22,400 (14,750) (7,650)

Michener Main Maintenance (Drn Mtc Pgm) 20,400 20,400 (18,730) (1,670)

Ordnance Reserve Maintenance (Drn Mtc Pgm) 42,200 42,200 (11,220) (30,980)

King Branch 1 & 2 Maintenance (Drn Mtc Pgm) 37,700 37,700 (29,490) (8,210)

Black Creek Maintenance (Drn Mtc Pgm) 66,200 66,200 (55,710) (10,490)

Baker East Maintenance (Drn Mtc Pgm) 22,400 22,400 (21,190) (1,210)

Baker West Maintenance (Drn Mtc Pgm 24,500 24,500 (23,170) (1,330)

Sixth Concession Maintenance (Drn Mtc Pgm) 40,800 40,800 (38,450) (2,350)

Mazi Maintenance (Drn Mtc Pgm) 35,000 35,000 (4,900) (11,800) (18,300)

Weikman Maintenance (Drn Mtc Pgm) 26,500 26,500 (12,690) (13,810)

Seneca Greens Maintenance (Drn Mtc Pgm) 1,900 1,900 (1,520) (380)

Anderson Maintenance (Drn Mtc Pgm) 8,400 8,400 (6,720) (1,680)

Harrop Maintenance (Drn Mtc Pgm) 97,700 97,700 (82,340) (15,360)

Hunter Maintenance (Drn Mtc Pgm) 11,200 11,200 (8,960) (2,240)

Lundy Maintenance (Drn Mtc Pgm) 26,500 26,500 (21,200) (5,300)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Municipal Drains


North Forks Maintenance (Drn Mtc Pgm) 77,400 77,400 (20,820) (54,460) (2,120)

South Forks Maintenance (Drn Mtc Pgm) 32,600 32,600 (9,470) (21,640) (1,490)

Maple Creek Maintenance (Drn Mtc Pgm) 98,800 98,800 (32,930) (52,700) (13,170)

Maple Creek Dunn Branch Maint (Drn Mtc Pgm) 16,300 16,300 (5,430) (8,700) (2,170)

Bravin Maintenance (Drn Mtc Pgm) 40,800 40,800 (10,250) (28,090) (2,460)

Chrysler Maintenance (Drn Mtc Pgm) 23,500 23,500 (6,950) (14,070) (2,480)

Deamude Maintenance (Drn Mtc Pgm) 23,500 23,500 (18,800) (4,700)

West Kelly Maintenance (Drn Mtc Pgm) 61,100 61,100 (56,810) (4,290)

Byers Maintenance (Drn Mtc Pgm) 14,300 14,300 (11,440) (2,860)

Girling Maintenance (Drn Mtc Pgm) 4,100 4,100 (3,280) (820)

Pat Warren Maintenance (Drn Mtc Pgm) 21,400 21,400 (7,130) (11,420) (2,850)

Boulton Maintenance (Drn Mtc Pgm) 14,300 14,300 (11,440) (2,860)

Ellsworth Maintenance (Drn Mtc Pgm) 30,600 30,600 (27,480) (3,120)

Furry Maintenance (Drn Mtc Pgm) 45,800 45,800 (38,550) (7,250)

Mackeigan Maintenance (Drn Mtc Pgm) 9,100 9,100 (7,280) (1,820)

Tweed Maintenance (Drn Mtc Pgm) 47,900 47,900 (43,680) (4,220)

Hoover Creek Maintenance (Drn Mtc Pgm) 39,700 39,700 (31,760) (7,940)

Wolf Creek Maintenance (Drn Mtc Pgm) 9,200 9,200 (7,360) (1,840)

Crow Road Maintenance (Drn Mtc Pgm) 17,300 17,300 (13,840) (3,460)

East Kelly Maintenance (Drn Mtc Pgm) 28,500 28,500 (22,800) (5,700)

Chalmers Dickout Maintenance (Drn Mtc Pgm) 31,600 31,600 (17,940) (13,660)

H.E. Dickout Maintenance (Drn Mtc Pgm) 22,400 22,400 (15,130) (7,270)

Bouck & Moyer Maintenance (Drn Mtc Pgm) 50,900 50,900 (43,550) (7,350)

Brown Maintenance (Drn Mtc Pgm) 20,400 20,400 (18,440) (1,960)

Boorsma Maintenance (Drn Mtc Pgm) 16,300 16,300 (15,030) (1,270)

Charles Angle Maintenance (Drn Mtc Pgm) 8,200 8,200 (6,900) (1,300)

Felgner Maintenance (Drn Mtc Pgm) 9,900 9,900 (7,920) (1,980)

Harvey Maintenance (Drn Mtc Pgm) 12,300 12,300 (9,840) (2,460)

Jones Maintenance (Drn Mtc Pgm) 6,200 6,200 (4,960) (1,240)

Farr Maintenance (Drn Mtc Pgm) 12,300 12,300 (9,840) (2,460)

Dent Maintenance (Drn Mtc Pgm) 46,900 46,900 (43,840) (3,060)

Chick Hartnett Maintenance (Drn Mtc Pgm) 35,700 35,700 (34,510) (1,190)

Hartnett Branch #1 Maintenance (Drn Mtc Pgm) 11,200 11,200 (10,920) (280)

Hartnett Branch #2 Maintenance (Drn Mtc Pgm) 8,100 8,100 (7,890) (210)

Hartnett Main Maintenance (Drn Mtc Pgm) 17,300 17,300 (16,870) (430)

Chick Main Maintenance (Drn Mtc Pgm) 16,300 16,300 (15,750) (550)

Chick Branch #1 Maintenance (Drn Mtc Pgm) 8,600 8,600 (8,310) (290)

Chick Branch #2 Maintenance (Drn Mtc Pgm) 8,400 8,400 (8,120) (280)

North Hutchinson N. Maintenance (Drn Mtc Pgm) 14,300 14,300 (11,730) (2,570)

North Hutchinson S Maintenance (Drn Mtc Pgm) 17,300 17,300 (13,130) (4,170)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

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Financing



Version:



South Hutchinson Maintenance (Drn Mtc Pgm) 26,500 26,500 (19,180) (7,320)

Jarvis 1 Maintenance (Drn Mtc Pgm) 51,900 51,900 (36,010) (15,890)

Jarvis 2 Maintenance (Drn Mtc Pgm) 29,600 29,600 (23,680) (5,920)

Carter Maintenance (Drn Mtc Pgm) 56,000 56,000 (39,200) (16,800)

Misc Municipal Drain Maintenance 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 400,000 (120,000) (160,000) (120,000)

Corbott Maintenance (Drn Mtc Pgm) 66,000 66,000 (14,200) (33,400) (18,400)

Sundy Maintenance (Drn Mtc Pgm) 55,600 55,600 (11,200) (26,200) (18,200)

Van Kuren Maintenance (Drn Mtc Pgm) 38,400 38,400 (9,800) (23,100) (5,500)

Total Replacement/State of Good Repair 265,100 285,200 246,300 157,300 168,100 442,700 382,000 286,500 263,300 282,400 2,778,900 (259,180) (1,945,865) (573,855)

Total Municipal Drains Maintenance 265,100 285,200 246,300 157,300 168,100 442,700 382,000 286,500 263,300 282,400 2,778,900 (259,180) (1,945,865) (573,855)

Municipal Drains Construction


Middaugh Drain Phase 1 - Construction (16) 157,700 157,700 (141,930) (15,770)

Middaugh Drain Phase 2 - Construction 101,800 101,800 (91,620) (10,180)

Total New/Enhanced Service 157,700 101,800 259,500 (233,550) (25,950)

Total Municipal Drains Construction 157,700 101,800 259,500 (233,550) (25,950)

Total Municipal Drains 265,100 285,200 404,000 259,100 168,100 442,700 382,000 286,500 263,300 282,400 3,038,400 (259,180) (2,179,415) (599,805)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:



ENVIRONMENTAL SERVICES

47

Environmental Services

Storm Sewer 541,000 1,880,000 1,230,000 150,000 257,000 205,000 160,000 130,000 130,000 130,000 4,813,000 (751,000) (4,062,000)

Waste Administration 550 1,000 21,800 550 7,500 31,400 (17,720) (13,680)

Waste Disposal Sites 378,200 223,000 108,000 56,000 111,000 56,000 66,000 101,000 66,000 56,000 1,221,200 (401,200) (820,000)

Total Environmental Services 919,750 2,103,000 1,338,000 207,000 389,800 261,550 226,000 231,000 196,000 193,500 6,065,600 (418,920) (751,000) (4,895,680)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing



Version:

Division: Environmental Services


Storm Sewer System


Cal - Caithness W-Firehall to Ross St(W WW R) 20,000 127,000 147,000 (147,000)

Cal - Master Servicing Plan (W WW R) 30,000 30,000 (30,000)

Dun - Master Servicing Plan Update (W WW R) (16) 30,000 30,000 60,000 (60,000)

Hag - Master Servicing Plan Update (W WW R) (16) 15,000 15,000 30,000 (30,000)

Jar - Master Servicing Plan Update (W WW R) 15,000 15,000 30,000 (30,000)

Cay - Master Servicing Plan Update (W WW R) 15,000 15,000 30,000 (30,000)

CCTV Inspect Prgrm - Structural Assess'ts (WW) 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 250,000 (250,000)

Storm Water Mngmt Investigation & Repair 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 500,000 (500,000)

System Annual Maintenance 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 550,000 (550,000)

Dun - Alder St - Cedar to West (W WW R) 155,000 1,600,000 1,100,000 2,855,000 (571,000) (2,284,000)

Cal- Stirling Street - Argyle to Peebles (R) 11,000 120,000 131,000 (131,000)

Dun- Park St Drainage Improvements 200,000 200,000 (200,000)

Total Replacement/State of Good Repair 541,000 1,880,000 1,230,000 150,000 257,000 205,000 160,000 130,000 130,000 130,000 4,813,000 (751,000) (4,062,000)

Total Storm Sewer System 541,000 1,880,000 1,230,000 150,000 257,000 205,000 160,000 130,000 130,000 130,000 4,813,000 (751,000) (4,062,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Storm Sewer


Waste Administration


Servers (SCADA) 6,200 6,200 12,400 (7,000) (5,400)

Desktops (SCADA) 1,300 1,300 2,600 (1,430) (1,170)

Connectivity Equipment (SCADA) 550 550 1,100 (620) (480)

Software (SCADA) 1,000 14,300 15,300 (8,670) (6,630)

Total Replacement/State of Good Repair 550 1,000 21,800 550 7,500 31,400 (17,720) (13,680)

Total Waste Administration 550 1,000 21,800 550 7,500 31,400 (17,720) (13,680)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Waste Administration


Waste Disposal Sites

Canborough


Waste Mgmt Facility Repairs 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 150,000 (150,000)



Driveway - Paving 300,000 300,000 (300,000)

Defibrillation Machine 2,200 2,200 (2,200)

Waste Bin Gates 10,000 10,000 (10,000)


Total Canborough 327,200 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 462,200 (462,200)

Canborough Perpetual Care


Final Cover System 10,000 10,000 10,000 10,000 10,000 50,000 (28,000) (22,000)

Leachate Management System 15,000 15,000 15,000 45,000 (25,500) (19,500)

Ground Water Monitoring-Well Repl 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (28,000) (22,000)

General Maintenance Perpetual 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 60,000 (34,000) (26,000)


Total Canborough Perpetual Care 21,000 26,000 21,000 11,000 36,000 11,000 21,000 26,000 21,000 11,000 205,000 (115,500) (89,500)

Tom Howe Perpetual Care


Final Cover System 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (57,000) (43,000)

Leachate Management System 30,000 30,000 30,000 90,000 (51,000) (39,000)

Ground Water Monitoring-Well Repl 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (28,000) (22,000)

General Maintenance Perpetual 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (57,000) (43,000)

LFG (Landfill Gas) Flare Shell/Insulation -Perpetual 22,000 22,000 (12,400) (9,600)

Leachate Management Best Practices Study 100,000 100,000 (56,500) (43,500)

LFG Burner Tips 24,000 24,000 (13,600) (10,400)

LFG Flare VFD 18,000 18,000 (10,200) (7,800)


Total Tom Howe Perpetual Care 25,000 177,000 67,000 25,000 55,000 25,000 25,000 55,000 25,000 25,000 504,000 (285,700) (218,300)

Perpetual Site Care-Other Sites


Monitoring Well Install'n and Data Managm't 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)


Total Perpetual Site Care-Other Sites 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)

Total Waste Disposal Sites 378,200 223,000 108,000 56,000 111,000 56,000 66,000 101,000 66,000 56,000 1,221,200 (401,200) (820,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Waste Disposal Sites


HEALTH SERVICES

53

Health Services

Land Ambulance Services 264,000 275,000 72,000 48,000 43,000 1,107,000 234,000 105,000 52,800 962,000 3,162,800 (172,000) (1,190,800) (1,800,000)

Cemeteries 49,000 10,000 15,000 10,000 490,000 10,000 10,000 10,000 10,000 10,000 624,000 (22,500) (601,500)

Total Health Services 313,000 285,000 87,000 58,000 533,000 1,117,000 244,000 115,000 62,800 972,000 3,786,800 (172,000) (22,500) (1,792,300) (1,800,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing



Version:

Division: Health Services


Land Ambulance Services

Land Ambulance Services


Land Ambulance - Medical Equip't Replacm't 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 16,000 160,000 (160,000)

Defibrillator Replacement 120,000 120,000 120,000 120,000 480,000 (480,000)

Paramedic PPE Replacement 30,000 30,000 (30,000)

Furniture/Appliances-Replacement 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 20,000 (20,000)

Stairchair Replacement 15,000 12,000 15,000 12,000 54,000 (54,000)

Public Access Automated External Defibrillator 50,000 42,000 30,000 25,000 25,000 172,000 (172,000)

FIT Testing Machine 22,800 22,800 (22,800)



Stretchers/Stairchairs Upgrade (Power Assisted) 96,000 72,000 96,000 72,000 336,000 (336,000)

Total New/Enhanced Service 96,000 72,000 96,000 72,000 336,000 (336,000)

Total Land Ambulance Services 264,000 275,000 72,000 48,000 43,000 163,000 234,000 105,000 52,800 18,000 1,274,800 (172,000) (1,102,800)

Caledonia Ambulance Base


EMS Base 944,000 944,000 (44,000) (900,000)


Total Caledonia Ambulance Base 944,000 944,000 (44,000) (900,000)

Dunnville Ambulance Base


EMS Station Replacement 944,000 944,000 (44,000) (900,000)

Total Replacement/State of Good Repair 944,000 944,000 (44,000) (900,000)

Total Dunnville Ambulance Base 944,000 944,000 (44,000) (900,000)

Total Land Ambulance Services 264,000 275,000 72,000 48,000 43,000 1,107,000 234,000 105,000 52,800 962,000 3,162,800 (172,000) (1,190,800) (1,800,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Land Ambulance Services


Cemeteries

Cemeteries Administration


GEN CEM - Cemetery & Headstone Restoration 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (100,000)


Total Cemeteries Administration 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (100,000)

Caledonia Cemeteries


CAL - Cemetery Bldg Door & Window Replc. 5,000 5,000 (5,000)

CAL - Cemetery Bldg Roof Replacement 6,000 6,000 (6,000)


Total Caledonia Cemeteries 6,000 5,000 11,000 (11,000)

Hagersville Cemeteries


HAG - Cemetery Bldg Improvements 8,000 8,000 (8,000)

HAG Cemetery Driveway/Landscaping 20,000 20,000 (20,000)



HAG - Cemetery Survey/Layout/Drainage 25,000 25,000 (22,500) (2,500)


Total Hagersville Cemeteries 28,000 25,000 53,000 (22,500) (30,500)

Dunnville Cemeteries


DUNN - Riverside Cem Bldg Tube Heater Repl. 5,000 5,000 (5,000)

DUNN - Lowbanks Erosion Control 455,000 455,000 (455,000)


Total Dunnville Cemeteries 5,000 455,000 460,000 (460,000)

Total Cemeteries 49,000 10,000 15,000 10,000 490,000 10,000 10,000 10,000 10,000 10,000 624,000 (22,500) (601,500)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Cemeteries


SOCIAL AND FAMILY SERVICES

59

Social and Family Services

Grandview Lodge 347,440 231,100 119,170 170,820 188,190 205,020 175,720 212,770 158,190 204,670 2,013,090 (55,500) (1,957,590)

Total Social and Family Services 347,440 231,100 119,170 170,820 188,190 205,020 175,720 212,770 158,190 204,670 2,013,090 (55,500) (1,957,590)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing



Version:

Division: Social and Family Services


Grandview Lodge

GVL - Program & Support Services


Televisions 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10,000 (10,000)



Snoezelen Therapy Travelling Cart 1,000 1,000 1,500 1,500 1,500 6,500 (6,500)

Holiday Decorations 2,000 2,000 (2,000)

Total New/Enhanced Service 2,000 1,000 1,000 1,500 1,500 1,500 8,500 (8,500)

Total GVL - Program & Support Services 3,000 2,000 1,000 2,000 1,000 2,500 1,000 2,500 1,000 2,500 18,500 (18,500)

GVL - Dietary Services


Galley Kitchen Dishwasher 21,500 21,500 21,500 64,500 (64,500)

Food Processor 5,600 5,600 11,200 (11,200)

Food Chopper/Grater 4,500 4,500 (4,500)

Galley Kitchen Toasters (2) 2,200 2,200 2,200 6,600 (6,600)

Galley Kitchen Ice Dispensers (2) 8,500 8,500 8,500 25,500 (25,500)

Galley Kitchen Refrigerator/Freezer 9,400 9,400 18,800 (18,800)

Main Kitchen Ice Machine 6,100 6,100 (6,100)

Galley Serveries Refrigerators (2) 1,200 1,200 1,200 3,600 (3,600)

Coffee Brewers (2) 6,000 6,000 (6,000)

Hot Water Dispensers (2) 5,650 2,830 8,480 (8,480)

Server Heat Lamps/Food Holding Heated Unit 5,100 5,100 5,100 5,100 20,400 (20,400)

Cambro Carts 3,900 3,900 7,800 (7,800)

Rational Oven/Steamer 21,400 21,400 (21,400)

Convectional Ovens 35,000 35,000 (35,000)

Stationary Kettle 7,850 7,850 (7,850)

Gas Stove 7,100 7,100 (7,100)

Skillet 25,000 25,000 (25,000)

Mixer/Grinder 13,000 13,000 (13,000)

Total Replacement/State of Good Repair 53,550 35,230 6,300 16,800 24,750 3,900 56,500 21,500 74,300 292,830 (292,830)

Total GVL - Dietary Services 53,550 35,230 6,300 16,800 24,750 3,900 56,500 21,500 74,300 292,830 (292,830)

GVL - Nursing & Personal Care


Nursing Pagers 4,320 4,320 4,320 4,320 4,320 4,320 4,320 4,320 4,320 4,320 43,200 (43,200)

Vital Machine 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 28,500 (28,500)

Nursing Treatment Cart 4,600 4,600 9,200 (9,200)

Health Care Aide Care Carts (2) 1,200 1,200 1,200 1,200 4,800 (4,800)

Sanitizer for Equipment 13,000 13,000 13,000 13,000 52,000 (52,000)


2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Grandview Lodge



Intravenous Pumps 6,320 6,320 6,320 18,960 (18,960)

Total New/Enhanced Service 6,320 6,320 6,320 18,960 (18,960)

Total GVL - Nursing & Personal Care 31,090 24,770 20,170 20,170 14,690 8,370 8,370 8,370 13,490 7,170 156,660 (156,660)

GVL - Housekeeping


Floor Lift 27,600 13,800 13,800 13,800 13,800 13,800 13,800 13,800 124,200 (124,200)

Floor Lift (sit to stand) 5,800 5,800 5,800 5,800 5,800 5,800 34,800 (34,800)

Walk Behind Vacumn 3,500 3,500 7,000 (7,000)

Floor Scrubber 12,000 12,000 (12,000)

Mattress Replacement 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 80,000 (80,000)

Therapeutic Tubs (1 each year) 23,700 23,700 23,700 23,700 94,800 (94,800)

Tub Chairs 12,050 12,050 12,050 12,050 48,200 (48,200)

Lounge and Room Furniture 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 200,000 (200,000)

Dining Room Furniture 10,000 10,000 10,000 10,000 10,000 10,000 60,000 (60,000)

Low to the Floor Electric Beds 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 162,000 (162,000)

Flooring Replacement 67,000 43,000 25,000 25,000 25,000 25,000 210,000 (210,000)

Ceiling Lift Carriages Replacement 9,200 9,200 9,200 4,600 4,600 4,600 4,600 4,600 4,600 4,600 59,800 (59,800)



Ceiling Lifts/Tracks, Carriage for Beds 11,200 11,200 11,200 11,200 11,200 11,200 11,200 11,200 89,600 (89,600)

Outdoor Furniture 2,500 2,500 2,500 2,500 10,000 (10,000)

Ceiling Lift Scales (2) 3,400 3,400 6,800 (6,800)

Total New/Enhanced Service 17,100 17,100 13,700 11,200 11,200 11,200 11,200 11,200 2,500 106,400 (10,000) (96,400)

Total GVL - Housekeeping 182,700 131,100 74,700 114,850 114,850 136,350 128,350 128,400 105,200 82,700 1,199,200 (10,000) (1,189,200)

GVL - Laundry & Linen


Industrial Dryer 15,900 15,900 31,800 (31,800)

Industrial 75 lb Washer 21,000 21,000 21,000 21,000 84,000 (84,000)


Total GVL - Laundry & Linen 21,000 15,900 36,900 21,000 21,000 115,800 (115,800)

GVL - Building & Property


Replace Compressors (HVAC and refrigeration) 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 120,000 (120,000)

Millwork Repairs 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)

Time Clock 3,200 3,200 (1,000) (2,200)

Serveries (16) Pot Lights 1,200 1,200 (1,200)

Roof Repair 25,000 25,000 (25,000)



2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:



Emergency Outdoor Speakers 4,700 4,700 (4,700)

Outdoor Space Impvmts (Hillview\Bridgeview) 26,000 26,000 (26,000)


Total GVL - Building & Property 77,100 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 17,000 230,100 (27,000) (203,100)

Total Grandview Lodge 347,440 231,100 119,170 170,820 188,190 205,020 175,720 212,770 158,190 204,670 2,013,090 (55,500) (1,957,590)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:



RECREATION AND CULTURAL SERVICES

65

Recreation and Cultural Services

Facilities & Parks Operations-Administration40,000 40,000 (36,000) (4,000)

Parks 2,382,000 2,388,300 155,500 335,000 922,000 215,000 712,000 165,000 195,000 2,120,000 9,589,800 (334,000) (1,281,300) (3,122,100) (4,852,400)

Arenas 360,000 490,500 228,500 789,000 55,000 202,000 555,000 269,000 97,000 201,000 3,247,000 (35,000) (3,212,000)

Pools 40,000 700,000 42,000 230,000 16,000 217,000 10,000 315,000 1,570,000 (1,570,000)

Library Summary 265,870 195,590 262,590 2,896,190 236,690 215,590 450,090 197,590 247,790 195,590 5,163,580 (495,980) (2,436,350) (2,231,250)

Community Development & Partnerships 3,000 3,000 (3,000)

Heritage and Culture Summary 909,100 17,000 14,500 13,000 20,000 35,000 5,000 31,100 5,000 5,000 1,054,700 (112,500) (260,000) (682,200)

Community Halls Partnership Program 377,800 372,600 306,600 160,100 475,100 42,700 62,700 42,700 161,800 42,700 2,044,800 (3,700) (2,041,100)

Community Partnership Program 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,350,000 (1,350,000)

Total Recreation and Cultural Services4,377,770 4,313,990 1,117,690 4,385,290 1,858,790 1,090,290 1,950,790 1,072,390 866,590 3,029,290 24,062,880 (112,500) (372,700) (1,813,280) (3,382,100) (16,151,050) (2,231,250)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing



Version:

Division: Recreation and Cultural Services


Leisure Services Administration


ADMIN - Recreation Master Plan Update 40,000 40,000 (36,000) (4,000)

Total Replacement/State of Good Repair 40,000 40,000 (36,000) (4,000)

Total Leisure Services Administration 40,000 40,000 (36,000) (4,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Facilities & Parks Operations-Administration


Parks

Trails and Pathways


Trails-Capital Maintenance 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 100,000 (100,000)



Caledonia River Walk Trail Extension (Caledonia Dam) 55,000 55,000 (49,500) (5,500)

York to Cayuga On-Road Route 1,800,000 1,800,000 (198,060) (1,301,940) (300,000)

Conversion of CNR Train Bridge 102,000 1,300,000 100,000 1,502,000 (1,502,000)

Caledonia to York Trail 623,300 623,300 (290,140) (218,160) (115,000)

Caledonia to Hagersville-via Mud Rd Hydro Corridor 130,000 1,895,000 2,025,000 (473,600) (1,551,400)

River Rd - On-Route Trail - Hwy 3 to Sutor 570,000 570,000 (570,000)

Total New/Enhanced Service 1,957,000 1,923,300 100,000 570,000 130,000 1,895,000 6,575,300 (1,011,300) (3,022,100) (2,541,900)

Total Trails and Pathways 1,967,000 1,933,300 110,000 10,000 580,000 10,000 10,000 10,000 140,000 1,905,000 6,675,300 (1,011,300) (3,022,100) (2,641,900)

General Parks


Park Development & Master Plan Init's 50,000 50,000 50,000 50,000 50,000 50,000 300,000 (270,000) (30,000)

Memorial Trees & Benches 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)

Total New/Enhanced Service 5,000 5,000 5,000 5,000 55,000 55,000 55,000 55,000 55,000 55,000 350,000 (50,000) (270,000) (30,000)

Total General Parks 5,000 5,000 5,000 5,000 55,000 55,000 55,000 55,000 55,000 55,000 350,000 (50,000) (270,000) (30,000)

Caledonia Parks


CAL - Kinsmen Light Fixture & Pole Replc. 100,000 100,000 (100,000)

CAL - Kinsmen Backstop & Fencing Replc. 20,000 20,000 (20,000)

CAL - McKinnon Backstop Replc. 15,000 15,000 (15,000)

CAL - Rotary Trail Bridge (16-$125,000) 150,000 150,000 (150,000)

CAL - Kinsmen Mill Race cleanup 15,000 15,000 15,000 15,000 60,000 (60,000)

CAL - Burke replace playground equipment 75,000 75,000 (75,000)

CAL - Kinsmen replace exercise equip & base 30,000 30,000 (30,000)

CAL - Kinsmen replace pavillion 75,000 75,000 (75,000)

Total Replacement/State of Good Repair 165,000 15,000 90,000 35,000 100,000 120,000 525,000 (525,000)


CAL - Avalon Park Appurtenances 80,000 80,000 (80,000)


Total Caledonia Parks 245,000 15,000 90,000 35,000 100,000 120,000 605,000 (605,000)

Hagersville Parks


HAG - Grant Kett Ball Light Replc. 80,000 80,000 (80,000)

HAG - Grant Kett Bleacher Replc. 30,000 30,000 (30,000)

HAG - Grant Kett Pavilion Roof Replc. 20,000 20,000 (20,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Parks


HAG - Grant Kett Concession/Washroom Replc. 72,000 72,000 (72,000)

HAG - Repair skateboard park 10,000 10,000 (10,000)

HAG - Replace skateboard park 200,000 200,000 (142,000) (58,000)

HAG - Repave Alma St. entrance 15,000 15,000 (15,000)

Total Replacement/State of Good Repair 25,000 20,000 30,000 280,000 72,000 427,000 (142,000) (285,000)


HAG - Grant Kett Additional Playground Equip 20,000 20,000 (20,000)


Total Hagersville Parks 25,000 40,000 30,000 280,000 72,000 447,000 (142,000) (305,000)

Cayuga Parks


FISH -Backstop/Ball Park Fencing 25,000 25,000 (25,000)

CAY - Skate Park Equipment Replc. 200,000 200,000 (142,000) (58,000)

FISH - Ball Park Fence Replacement 40,000 40,000 (40,000)

Total Replacement/State of Good Repair 25,000 200,000 40,000 265,000 (142,000) (123,000)


Cayuga Village on the Green Landscape 100,000 100,000 (100,000)


Total Cayuga Parks 25,000 100,000 200,000 40,000 365,000 (142,000) (100,000) (123,000)

Dunnville Parks


DUNN - Kinsmen Playground Equip. Replc. 75,000 75,000 (75,000)

DUNN - Lions Playground Equip. Replc. 75,000 75,000 (75,000)

DUNN - Kinsmen Backstop Replc. 30,000 30,000 (30,000)

DUNN - Parks Workshop Replacement 500,000 500,000 (500,000)

DUNN - Lions replace bldg roof/eavestrough 50,000 50,000 (50,000)

DUNN - Kinsmen replace bldg roof/eavestrough 40,000 40,000 (40,000)

DUNN - Central Park repair walkway 12,000 12,000 (12,000)

DUNN - Kinsmen replace ball park fence 15,000 15,000 (15,000)

DUNN - Canboro Park Quonset Hut Demo 30,000 30,000 (30,000)

DUNN - Boat Club Dock Replac. 20,000 20,000 (20,000)


Total Dunnville Parks 62,000 195,000 50,000 500,000 40,000 847,000 (847,000)

Nanticoke Parks


TOWN - Playground Equipment Replc. 100,000 100,000 (100,000)

TOWN - Lions Park Roof Repair/Maintenance 40,500 40,500 (40,500)

TOWN - Lions Pavilion HVAC Replacement 7,000 7,000 (7,000)

NANT - Springvale replace playground equip 100,000 100,000 (100,000)


2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Parks


Total Nanticoke Parks 100,000 40,500 7,000 100,000 247,500 (247,500)

Lafortune Park


LAF - Park Fencing/Gate/Signage 16,000 16,000 (16,000)


Total Lafortune Park 16,000 16,000 (16,000)

Port Maitland Pier & Lighthouse


DUNN- Pt. Maitland Lighthouse Repairs 35,000 35,000 (35,000)

DUNN - Pt. Maitland Lights & Electrical Sys. Replc. 2,000 2,000 (2,000)


Total Port Maitland Pier & Lighthouse 37,000 37,000 (37,000)

Total Parks 2,382,000 2,388,300 155,500 335,000 922,000 215,000 712,000 165,000 195,000 2,120,000 9,589,800 (334,000) (1,281,300) (3,122,100) (4,852,400)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Parks


Arenas

Arenas - General


ARENA ADMIN - IP Security Camera Replc. 150,000 150,000 150,000 150,000 600,000 (600,000)

ARENA ADMIN - LCD Comm. TV Repl. 25,000 15,000 25,000 15,000 80,000 (80,000)


Total Arenas - General 175,000 150,000 15,000 25,000 150,000 165,000 680,000 (680,000)

Hagersville Arena


HAG - Arena Evaporator/Condensor Replc. 40,000 40,000 (40,000)

HAG - Arena HVAC Rooftop Replc. 50,000 50,000 (50,000)

HAG - Arena Compressor Rebuild 8,000 8,000 8,000 8,000 8,000 8,000 8,000 56,000 (56,000)

HAG-Structural Inspection 5,000 5,000 10,000 (10,000)

HAG - Arena Brine Pump Replacement 10,000 10,000 (10,000)

HAG - Arena Bldg HW Tank Replc. 6,000 6,000 12,000 (12,000)

HAG - Arena Chiller Gasket Replacement 40,000 40,000 (40,000)

HAG - Arena Floor Scrubber Replc. 12,000 12,000 24,000 (24,000)

HAG - Arena Header Replacement 30,000 30,000 (30,000)

HAG - Concession Equipment Replacements 1,000 8,000 9,000 (9,000)

HAG - Ice Resurfacer HW Heater/Tank Replc. 4,000 4,000 8,000 (8,000)

HAG - Retrofit Exterior Lighting 30,000 30,000 (30,000)

HAG - Building Condition Repairs/Replc. 16,000 16,000 (16,000)



HAG-Lighting Retrofit & Dsgn/Energy Effic. Upgr. 235,000 235,000 (235,000)


Total Hagersville Arena 58,000 273,000 8,000 54,000 10,000 68,000 18,000 12,000 61,000 8,000 570,000 (570,000)

Haldimand County Caledonia Centre


HCCC - Replace Ceramic Floor Tile 25,000 25,000 (25,000)

HCCC - Ice Resurfacer HW Heater & Tank Replc. 8,000 8,000 16,000 (16,000)

HCCC - Arena Skate Tile Replacement 90,500 215,000 305,500 (305,500)

HCCC - Arena HW Heater Replacements 16,000 16,000 32,000 (32,000)

HCCC - Arena Booster Pump Replc. 6,000 6,000 (6,000)

HCCC - Arena Compressor Rebuilds 16,000 16,000 16,000 16,000 16,000 16,000 16,000 112,000 (112,000)

HCCC - Arena Parking Lot Resurfacing/Lining 450,000 450,000 (450,000)

HCCC - Structural Inspection 5,000 5,000 10,000 (10,000)

HCCC - Arena Computer System Replacement 35,000 35,000 (35,000)

HCCC - Arena Evaporator/Condenser Replc 115,000 115,000 (115,000)

HCCC - Arena Floor Scrubber Replc 12,000 12,000 12,000 12,000 48,000 (48,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Arenas


HCCC - Arena Glycol Pump Replacement 3,000 3,000 (3,000)

HCCC - Ice Making Water Trtmt Syst. Replc 30,000 30,000 (30,000)

HCCC - Arena Scoreboard Replacements 8,500 20,000 28,500 (28,500)

HCCC - Retrofit Interior Lighting 300,000 300,000 (300,000)

HCCC - Retrofit Exterior Lighting 30,000 30,000 (30,000)

HCCC- Building Condition Repairs/Replc. 22,000 10,000 32,000 (32,000)

HCCC - Entrance\Walkway Repairs 50,000 50,000 (50,000)

Total Replacement/State of Good Repair 167,000 30,500 181,500 561,000 76,000 478,000 85,000 21,000 28,000 1,628,000 (1,628,000)


HCCC - Dehumidification Installation 15,000 15,000 (15,000)

HCCC - Mezzanine Storage 27,000 27,000 (27,000)


Total Haldimand County Caledonia Centre 209,000 30,500 181,500 561,000 76,000 478,000 85,000 21,000 28,000 1,670,000 (1,670,000)

Cayuga Arena


CAY - Ice Resurfacer HW Heater/Tank Replc. 8,000 8,000 16,000 (16,000)

CAY - Arena Chiller Gasket Replacements 15,000 15,000 (15,000)

CAY - Arena Compressor Rebuilds 12,000 12,000 5,000 5,000 34,000 (34,000)

CAY - Arena Floor Scrubber Replc. 12,000 12,000 24,000 (24,000)

CAY - Arena HW Heater Replacements 16,000 16,000 32,000 (32,000)

CAY - Arena Booster Pump Replc. 5,000 5,000 (5,000)

CAY-Structural Inspection 5,000 5,000 (5,000)

CAY - Arena Concession/Kitchen Equip. Replc. 12,000 12,000 (12,000)

Total Replacement/State of Good Repair 29,000 12,000 12,000 12,000 15,000 29,000 17,000 17,000 143,000 (143,000)


Cayuga Arena Donation Projects 35,000 35,000 (35,000)


Total Cayuga Arena 64,000 12,000 12,000 12,000 15,000 29,000 17,000 17,000 178,000 (35,000) (143,000)

Dunnville Arena


DUNN - Arena HW Heater Replc. 16,000 16,000 32,000 (32,000)

DUNN - Arena Chiller Gasket Replc. 15,000 15,000 (15,000)

DUNN - Arena Compressor Rebuilds 12,000 12,000 5,000 5,000 34,000 (34,000)

DUNN - Ice Resurfacer HW Heater/Tank Replc. 8,000 8,000 16,000 (16,000)

DUNN - Arena Floor Scrubber Replc. 15,000 15,000 30,000 (30,000)

DUNN - Arena Booster Pump Replc. 5,000 5,000 (5,000)

DUNN-Structural Inspection 5,000 5,000 (5,000)

DUNN - Arena Concession Equip. Replc. 12,000 12,000 (12,000)

Total Replacement/State of Good Repair 29,000 27,000 12,000 15,000 29,000 17,000 5,000 15,000 149,000 (149,000)

Total Dunnville Arena 29,000 27,000 12,000 15,000 29,000 17,000 5,000 15,000 149,000 (149,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Arenas


Total Arenas 360,000 490,500 228,500 789,000 55,000 202,000 555,000 269,000 97,000 201,000 3,247,000 (35,000) (3,212,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Arenas


Pools

Caledonia Pool


CAL - Pool Heater Replacement 20,000 20,000 (20,000)

CAL - Sandblast & Repaint Pool Bowls 75,000 75,000 (75,000)

CAL - Water Treatment Controllers 6,000 6,000 (6,000)

CAL - Ultraviolet Units 32,000 32,000 (32,000)

CAL-Pool Pump\Motor Replacement 10,000 10,000 (10,000)

CAL - Replace Pool Filter & Sand 5,000 5,000 10,000 (10,000)

CAL - Replace Splash Pad Controller 10,000 10,000 20,000 (20,000)



CAL - Construct Equipment Building 15,000 15,000 (15,000)

CAL - Splash Pad Controller Surge Protection 5,000 5,000 (5,000)

CAL - Bike Racks 5,000 5,000 (5,000)


Total Caledonia Pool 15,000 42,000 80,000 16,000 20,000 10,000 15,000 198,000 (198,000)

Hagersville Pool


HAG - Sandblast & Repaint Pool Bowls 75,000 75,000 (75,000)

HAG - Pool Change House Replacement 197,000 197,000 (197,000)

HAG - Washroom Upgrades 15,000 15,000 (15,000)

HAG - Replace Pool Lines & Deck 150,000 150,000 (150,000)



HAG - Bike Racks 5,000 5,000 (5,000)


Total Hagersville Pool 20,000 75,000 197,000 150,000 442,000 (442,000)

Dunnville Pool


DUNN - Pool Filter Replacements 25,000 25,000 (25,000)

DUNN - Pool House Replacement 595,000 595,000 (595,000)

DUNN - Pool Filter House Replacement 75,000 75,000 (75,000)

DUNN - Sandblast & Repaint Pool Bowls 75,000 75,000 (75,000)

DUNN - Pool Pump\Motor Replacement 5,000 5,000 (5,000)

DUNN - Replace Pool Lines & Deck 150,000 150,000 (150,000)



DUNN - Bike Racks 5,000 5,000 (5,000)


2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Pools


Total Dunnville Pool 5,000 700,000 75,000 150,000 930,000 (930,000)

Total Pools 40,000 700,000 42,000 230,000 16,000 217,000 10,000 315,000 1,570,000 (1,570,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Pools


Library Summary

Library Administration


Shelving - System-wide 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)


Total Library Administration 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)

Caledonia Library


Carpeting 39,000 39,000 (39,000)

Fireplace Area Furniture 5,000 5,000 (5,000)

Youth Room Renovations 8,000 8,000 (8,000)

HVAC Units (2) 30,000 30,000 (30,000)

Library Materials 45,810 45,810 45,810 45,810 45,810 45,810 45,810 45,810 45,810 45,810 458,100 (458,100)

Tile Floors Replaced 7,500 7,500 (7,500)

Security Camera System - Replacement 17,000 17,000 (17,000)

Photocopier - Replacement 5,500 5,500 (5,500)

Refrigerators (2) Staff Room & Meeting Room (Repl) 2,000 2,000 (2,000)

Meeting Room - Tables and Chairs (Repl) 6,000 6,000 (6,000)

Replacement Lighting 41,000 41,000 (41,000)



Collection Enhancement 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 2,600 26,000 (23,600) (2,400)


Total Caledonia Library 87,410 48,410 86,410 53,910 70,410 55,910 48,410 50,410 95,410 48,410 645,100 (23,600) (621,500)

Hagersville Library



Photocopier - Replacement 2,300 2,300 (2,300)

Hagersville Library Replacement 2,625,000 2,625,000 (354,380) (39,370) (2,231,250)

Total Replacement/State of Good Repair 22,700 22,700 22,700 2,650,000 22,700 22,700 22,700 22,700 22,700 22,700 2,854,300 (354,380) (268,670) (2,231,250)




Total Hagersville Library 25,300 25,300 25,300 2,652,600 25,300 25,300 25,300 25,300 25,300 25,300 2,880,300 (377,980) (271,070) (2,231,250)

Jarvis Library


Flooring (carpet/tile) 25,000 25,000 (25,000)

Facility-wide Painting 4,000 4,000 (4,000)


Photocopier 2,300 2,300 (2,300)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Library Summary


Meeting Room Tables and Chairs (Repl) 6,780 6,780 (6,780)

Patron Seating (Repl) 3,000 3,000 (3,000)






Total Jarvis Library 30,980 24,200 53,200 27,200 26,500 24,200 58,700 24,200 24,200 24,200 317,580 (23,600) (293,980)

Cayuga Library



Photocopier 2,300 2,300 (2,300)





Total Cayuga Library 21,900 21,900 21,900 21,900 24,200 21,900 21,900 21,900 21,900 21,900 221,300 (23,600) (197,700)

Dunnville Library


Networkable Photocopier 5,000 5,000 (5,000)

HVAC Units (4) 60,000 60,000 (60,000)


Elevator Replacement 215,000 215,000 (215,000)

Security Camera System - Replacement 14,500 14,500 (14,500)

Meeeting Room Tables and Chairs (Repl) 5,200 5,200 (5,200)

External Book Return 10,500 10,500 (10,500)





Total Dunnville Library 59,530 49,030 49,030 109,030 63,530 49,030 269,030 49,030 54,230 49,030 800,500 (23,600) (776,900)

Selkirk Library


Facility-wide Painting 2,500 2,500 (2,500)

Circulation Counter 10,000 10,000 (10,000)


Photocopier 2,300 2,300 (2,300)

Carpet Replacement 12,500 12,500 (12,500)



2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

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Debenture

Financing



Version:






Total Selkirk Library 35,750 21,750 21,750 26,550 21,750 34,250 21,750 21,750 21,750 21,750 248,800 (23,600) (225,200)

Total Library Summary 265,870 195,590 262,590 2,896,190 236,690 215,590 450,090 197,590 247,790 195,590 5,163,580 (495,980) (2,436,350) (2,231,250)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

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Debenture

Financing



Version:



Adventure Camps


Industrial Fans 3,000 3,000 (3,000)


Total Adventure Camps 3,000 3,000 (3,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Community Development & Partnerships


Heritage and Culture Summary

Heritage & Culture General


General Repairs/Maintenance 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 50,000 (50,000)



Collections Management Software Upgrade 5,300 5,300 (5,300)

Moving Records to Genealogy Centre 2,000 2,000 (2,000)

Museum Display Space at Cayuga Library 260,000 260,000 (260,000)

Genealogy Centre at Cayuga Library 200,000 200,000 (200,000)


Total Heritage & Culture General 472,300 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 517,300 (260,000) (257,300)

Edinburgh Square


Flooring - Refinish and Replacement 4,500 4,500 (4,500)

Exterior Painting 16,600 16,600 (16,600)

Brick Re-Pointing 10,000 10,000 (10,000)

Stair Riser Replacement 12,000 12,000 (12,000)

Window Replacement 120,000 120,000 (40,000) (80,000)


Replace Rear Entry Doors in Gallery 3,800 3,800 (3,800)



Energy Management Upgrades 145,000 145,000 (72,500) (72,500)

Edinburgh Square Permanent Exhibit 41,000 41,000 (41,000)

Parking Lot Improvements 22,000 22,000 (22,000)


Total Edinburgh Square 341,800 12,000 4,500 30,000 16,600 404,900 (112,500) (292,400)

W. M. Memorial School Museum


Painting: Exterior and Shutter Repair 9,500 9,500 (9,500)


Septic Bed and Tile Replacement 25,000 25,000 (25,000)

Washroom Accessibility 5,000 5,000 (5,000)

Flooring Replacement 8,000 8,000 (8,000)



Move Log Cabin to W.M. Museum 40,000 40,000 (40,000)

Log Cabin Exhibit Improvements 30,000 30,000 (30,000)


2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Heritage and Culture Summary


Total W. M. Memorial School Museum 95,000 5,000 8,000 15,000 9,500 132,500 (132,500)

Total Heritage and Culture Summary 909,100 17,000 14,500 13,000 20,000 35,000 5,000 31,100 5,000 5,000 1,054,700 (112,500) (260,000) (682,200)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Heritage and Culture Summary




Comm. Centres - Roofing Repairs 21,100 104,300 87,400 114,900 22,700 22,700 22,700 22,700 57,800 22,700 499,000 (499,000)

Comm. Centres- Asbestos Mgmt 14,500 9,200 9,200 15,200 150,800 198,900 (198,900)

Comm. Centres - HVAC Replacements 30,000 40,000 10,000 160,000 20,000 30,000 290,000 (290,000)

Comm. Centres - Emergency Capital Repairs 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 200,000 (200,000)

Cheapside CC - Repair Floor Joists 2,000 2,000 (2,000)

Jarvis CC - Repair Exterior Block Walls 10,200 10,200 (10,200)

Hald. Agric. CC - Attic Venting Review 2,700 2,700 (2,700)

Nanticoke CC - Ext Brick/Int Wall Repairs 5,400 5,400 (5,400)

Selkirk CC - Foundation Repairs 6,800 6,800 (6,800)

Seneca CC - Roof Repl., Soffit/Fascia Repairs 27,700 27,700 (27,700)

Cayuga Kins. CC - Parking Lot Repl. 168,800 168,800 (168,800)

Cheapside C C - Replace Floor Joists 47,300 47,300 (47,300)

Cayuga Senior Centre - Parking Lot Repl. 54,000 54,000 (54,000)

Hagersville CC - Foundation/Brick Repairs 20,300 20,300 (20,300)

Hagersville CC - Foundation Waterproofing 67,500 67,500 (67,500)

Hald Agric. CC - Found/Struct. Repairs 50,000 50,000 (50,000)

Hald Agricultural CC - Cistern Top 6,800 6,800 (6,800)

Selkirk CC - Elevator Replac. 150,000 150,000 (150,000)

Nanticoke CC - Window Replc. 3,400 3,400 (1,700) (1,700)

Rainham CC - Repair Siding 2,000 2,000 (1,000) (1,000)

Selkirk Centennial CC - Replace Sidewalk 2,000 2,000 (1,000) (1,000)

DUNN - Kinsmen CC Roof Replc. 20,000 20,000 (20,000)

HAG - CC Roof Replacement 210,000 210,000 (210,000)

Total Replacement/State of Good Repair 377,800 372,600 306,600 160,100 475,100 42,700 62,700 42,700 161,800 42,700 2,044,800 (3,700) (2,041,100)

Total Community Halls Partnership Program 377,800 372,600 306,600 160,100 475,100 42,700 62,700 42,700 161,800 42,700 2,044,800 (3,700) (2,041,100)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Community Halls Partnership Program


Community Partnership Capital Projects


Annual Community Partnership Capital Projects 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,350,000 (1,350,000)

Total New/Enhanced Service 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,350,000 (1,350,000)

Total Community Partnership Capital Projects 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,350,000 (1,350,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Community Partnership Program


PLANNING AND DEVELOPMENT SERVICES

85

Planning and Development

Tree Conservation & Reforestation 237,500 306,500 474,500 394,500 396,000 150,000 150,000 150,000 150,000 150,000 2,559,000 (2,559,000)

Planning and Development Division 70,000 21,000 50,000 164,000 95,000 96,000 14,000 510,000 (287,800) (222,200)

Economic Development/Tourism Division 6,400 21,400 25,400 55,400 6,400 26,400 6,400 6,400 41,400 6,400 202,000 (34,000) (168,000)

Total Planning and Development 313,900 348,900 549,900 613,900 402,400 271,400 252,400 156,400 205,400 156,400 3,271,000 (34,000) (287,800) (2,949,200)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Funds

Reserve/

Reserve

Funds

Debenture

Financing



Version:

Division: Planning and Development


Tree Conservation


ROADSIDE - Remove & Replace Trees 105,300 136,100 210,900 175,500 176,000 50,000 50,000 50,000 50,000 50,000 1,053,800 (1,053,800)

GEN CEM - Remove & Replace Trees 66,100 85,200 131,800 109,500 110,000 50,000 50,000 50,000 50,000 50,000 752,600 (752,600)

GEN PARK - Remove & Replace Trees 66,100 85,200 131,800 109,500 110,000 50,000 50,000 50,000 50,000 50,000 752,600 (752,600)


Total Tree Conservation 237,500 306,500 474,500 394,500 396,000 150,000 150,000 150,000 150,000 150,000 2,559,000 (2,559,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Tree Conservation & Reforestation


Planning & Development Division


Aerial Photography Update 14,000 14,000 28,000 (28,000)

OP 5 yr. Review & Update Nat'l Areas Inventry 70,000 70,000 (70,000)

Population & Employment Forecast Update 21,000 21,000 42,000 (37,800) (4,200)

Zoning By-Law Update 75,000 75,000 (75,000)



Dev. Study-Lakeshore Area & Urban Dow'tns 50,000 25,000 75,000 (45,000) (30,000)

Dunv Sec Plan Implementation-Special Policy Area 150,000 150,000 (135,000) (15,000)

Employment Land Servicing Analysis 70,000 70,000 (70,000)

Total New/Enhanced Service 70,000 50,000 150,000 25,000 295,000 (250,000) (45,000)

Total Planning & Development Division 70,000 21,000 50,000 164,000 95,000 96,000 14,000 510,000 (287,800) (222,200)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Planning and Development Division


Economic Development/Tourism Division

Tourism


Promotional & Directional Sign Repl. 15,000 19,000 49,000 20,000 103,000 (103,000)

Tourism Product Development - Cycling 35,000 35,000 (35,000)


Total Tourism 15,000 19,000 49,000 20,000 35,000 138,000 (138,000)

Economic Development Admin


Tourism Partnership Signage Program 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 64,000 (34,000) (30,000)


Total Economic Development Admin 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 64,000 (34,000) (30,000)

Total Economic Development/Tourism Division 6,400 21,400 25,400 55,400 6,400 26,400 6,400 6,400 41,400 6,400 202,000 (34,000) (168,000)

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Expenditures

Grants

Subsidies

External

Financing

Development

Charges

Rsve Funds

Community

Vibrancy

Rsve Fund

Reserves/

Reserve

Funds

Debenture

Financing



Version:

Division: Economic Development/Tourism Division


APPENDICES

91

APPENDIX A

Principles

Source Sub-category

External Sources External Financing - Donation/Contributions

External Financing - Donation towards Decorative Streetlights

External Financing - Municipal Recoveries

Grants Allocation of Federal Gas Tax Funds

Ontario Community Infrastructure Fund - formula component

Clean Water and Wastewater Fund

Other Grants

County Reserves/Reserve FundsCapital Replacement Reserves/Reserve Funds

Land Sales Reserve

Parkland Dedication Reserve fund

Development Charge Reserve Funds

Debt Financing

County Debt Portion

DC Debt (growth related debt)

Application of Funding Sources for Specific Capital Projects

Nature of Project Hierarchy of Funding Source

Replacements/SOGR External Revenues

Applicable Grants

Development Charges (if applicable)

Specific Capital Replacement Reserve/Reserve Funds

Debt Financing

New Initiatives/Enhancements External Revenues

Applicable Grants

Development Charges (if applicable)

Specific Capital Replacement Reserve/Reserve Funds

Debt Financing

Annual debt repayments will not exceed 10% of own source revenues. Debt will only be applied to projects under the following principles:

Gross Project Costs < $1 million: Not eligible for debt

Gross Project Costs between $1 Million and $10 Million : Debt financed for a period of 10 years.

Gross Project Costs > $10 million and asset life >20 years: Debt financed for a period of 20 years.

- if the DCRF results in a negative balance, a review of significant DC funded projects will occur to review for potential DC debt issuance

Engineering components less than 25% of project cost, if initiated more than 2 years before construction, will not be eligible for debt financing.

DC debt will be applied under the following circumstances:

- projects where issuing debt for County share of project, and development charges funding is applicable, DC debt will be considered if insufficient development charges

receipts are available.

to be utilized for to provide a source of funds for land purchases, building construction or major capital improvements to County-owned buildings.

Development Charges reserve funds will remain positive in aggregate over the 10 year forecast.

Allocate 50/50 between water/wastewater and tax supported capital projects. Apply to incremental projects, new/enhanced services. Gas Tax will be used in order to

avoid debt financing. Need to ensure the project meets eligibility requirements for Gas Tax funding.

to be utilized for to provide a source of funds for acquisition and development of public parks, recreation facilities and trails.

HALDIMAND COUNTY

Principle

2017 DRAFT CAPITAL BUDGET AND FORECAST

CAPITAL FINANCING PRINCIPLES

As available based on eligibility of funds

Municipal Drains based on legislative assessment. Partnership with community groups based on Community Partnership Framework for new service/enhanced

infrastructure projects, or acceleration of replacement of infrastructure.

Based on agreed cost sharing principles

upgrades from standard to decorative streetlights will be funded by BIA or community group, based on $650/light

Capital Replacement Reserves/Reserve Funds will have a positive balance at the end of the 10 year forecast. Interim financing during the forecast will not exceed 25% of

annual contributions in any given year. All projects requiring interim financing will have interest charges applied to the capital project.

As the intention of this program is to assist municipalities in funding critical projects identified within their Asset Management Plans in the eligible “core infrastructure” areas, and as the

County’s current Asset Management Plan (AMP) identifies funding needs within the core infrastructure areas of Roads, Bridges, and Water, with the largest infrastructure deficit shown

within the roads program, this funding will be utilized within the roads program for 2015. Future year’s allocations will be assigned to eligible capital projects through the annual capital

budget review process.

To be utilized for acceleration of the rehabilitation and modernization of drinking water, wastewater and stormwater infrastructure; to foster economic growth and support a cleaner and

healthier environment for communities; to improve the reliability of drinking water, wastewater and stormwater systems and meet federal or provincial regulations, standards or

guidelines.

93

2017 Debt History APPENDIX B

TAX SUPPORTED

Project Payee Pmt Method date of issue Original Principal

Current Interest

rate Annual Principal Outstanding Principal 2017 Annual offsetting Net County Outstanding Principal Maturity

Payments (average) (as at December 31, 2016) Payments funding Responsibility (as at December 31, 2017)

Lowbanks - Firehall and Community Centre 1392/13 IO PAD October 1, 2013 $898,500 3.36% $89,850 $628,950 $110,226 0 $110,226 $539,100 2023

Cayuga Fire Station 1711/16 IO PAD October 3, 2016 $1,502,800 2.07% $150,280 $1,502,800 $180,608 (123,714) $56,894 $1,352,520 2026

Hagersville Fire Station 1711/16 IO PAD October 3, 2016 $1,747,700 2.07% $174,770 $1,747,700 $210,040 (28,050) $181,990 $1,572,930 2026

South Haldimand Fire Station 1711/16 IO PAD October 3, 2016 $1,236,300 2.07% $123,630 $1,236,300 $148,580 (48,577) $100,003 $1,112,670 2026

Cayuga EMS Station 1711/16 IO PAD October 3, 2016 $512,900 2.07% $51,290 $512,900 $61,641 (9,194) $52,447 $461,610 2026

Hagersville EMS Station 1711/16 IO PAD October 3, 2016 $710,400 2.07% $71,040 $710,400 $85,377 (11,453) $73,923 $639,360 2026

Grandview 824/07 IO PAD July 16, 2007 $17,000,000 5.27% $850,000 $9,350,000 $1,331,638 (483,552) $848,086 $8,500,000 2027

Grandview - New Debt 1393/13 IO PAD October 1, 2013 $1,686,000 3.82% $112,453 $1,349,440 $162,925 0 $162,925 $1,236,987 2028

HCCC - Balloon & New Debt 1392/13 IO PAD October 1, 2013 $3,658,000 3.36% $365,800 $2,560,600 $448,755 (183,990) $264,765 $2,194,800 2023

Cayuga Arena 1394/13 IO PAD October 1, 2013 $6,620,400 4.11% $331,020 $5,627,340 $558,893 (296,584) $262,309 $5,296,320 2033

Dunnville Arena 1394/13 IO PAD October 1, 2013 $7,656,900 4.11% $382,845 $6,508,365 $646,394 (194,605) $451,790 $6,125,520 2033

Caledonia Lions Hall 1711/16 IO PAD October 3, 2016 $1,653,000 2.07% $165,300 $1,653,000 $198,659 0 $198,659 $1,487,700 2026

Total Tax Supported $33,387,795 $4,143,737 -$1,379,719 $2,764,018 $30,519,517

RATE SUPPORTED WATER AND WASTEWATER

Project ByLaw # Payee Pmt Method date of issue Original Principal

Current Interest

rate Annual Principal Outstanding Principal 2017 Annual offsetting Net County Outstanding Principal Maturity

Payments (average) (as at December 31, 2016) Payments funding Responsibility (as at December 31, 2017)

Water projects

Nanticoke WTP - Lake Erie Industrial Park 825/07 IO July 16, 2007 $319,000 5.19% $31,900 $31,900 $33,145 $33,145 $0 2017

Nanticoke WTP - Nanticoke System Water

Improvements 825/07 IO July 16, 2007 $496,000 5.19% $49,600 $49,600 $51,536 $51,536 $0 2017

Cast Iron Watermain - Orkney Street, Caledonia CMHC Loans CMHC PAD October 1, 2010 $228,000 2.87% $22,800 $99,002 $26,552 $26,552 $75,292 2020

Cast Iron Watermain - Dunnville CMHC Loans CMHC PAD October 1, 2010 $1,109,900 2.87% $110,900 $481,550 $129,148 $129,148 $366,223 2020

Caithness Street - Argyle to McClung, Caledonia 1392/13 IO PAD October 1, 2013 $789,900 3.36% $78,990 $552,930 $96,903 $96,903 $473,940 2023

Wastewater Projects

Townsend Sewer Pumping Station 656/05 IO January 1, 2006 $625,000 4.35% $62,500 $0 $0 $0 $0 2016

Cayuga Water Pollution Control Plan Equal Tank 825/07 IO July 16, 2007 $1,600,000 5.19% $160,000 $160,000 $166,245 $166,245 $0 2017

Upgrade WTP - Cayuga CMHC Loans CMHC PAD October 1, 2010 $2,404,300 2.87% $240,430 $1,043,996 $279,991 $279,991 $793,968 2020

Upgrade WTP - Hagersville CMHC Loans CMHC PAD October 1, 2010 $3,146,000 2.87% $314,600 $1,366,057 $366,365 (162,000) $204,365 $1,038,898 2020

Caithness Street - Argyle to McClung 1392/13 IO PAD October 1, 2013 $502,800 3.36% $50,280 $351,960 $61,682 $61,682 $301,680 2023

Caledonia Water Polution Control Upgrade Balloon 1392/13 IO PAD October 1, 2013 $3,024,000 3.36% $302,400 $2,116,800 $370,977 (241,135) $129,842 $1,814,400 2023

$0

Total Rate Supported Water and Wastewater $6,253,795 $1,582,543 -$403,135 $1,179,408 $4,864,401

Total Debt: $39,641,590 $5,726,280 -$1,782,854 $3,943,426 $35,383,918

ByLaw #

94

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

CRR - Ambulance 481,332 376,962 277,592 318,222 358,852 399,482 535,112 385,742 286,372 327,002 367,632

CRR - Community Halls 253,504 143,904 30,504 (16,896) 88,204 13,904 221,204 408,504 615,804 704,004 911,304

CRR - Fire Fleet 961,619 1,507,049 2,099,979 2,419,909 2,567,839 2,935,769 2,918,699 2,819,129 2,802,059 3,124,989 3,417,919

CRR - General 6,480,050 5,402,240 4,296,520 4,746,230 4,481,590 4,189,680 4,502,440 4,294,000 4,885,010 5,527,600 5,242,810

CRR - Information Technology 345,951 567,071 401,231 548,791 452,721 721,381 1,051,301 1,304,961 1,348,021 1,396,881 1,642,541

CRR - Other Fleet 1,314,827 1,488,966 1,370,655 1,289,093 1,429,632 1,421,671 1,266,509 1,249,998 1,256,087 1,309,475 1,459,814

CRR - Roads Equipment 1,298,164 1,521,748 900,882 1,220,595 1,145,809 1,755,023 2,657,737 2,240,550 2,381,214 3,414,128 4,161,991

CRR - Roads Infrastructure 6,003,251 6,172,471 9,028,756 13,150,896 16,209,401 17,783,031 23,954,391 28,342,231 32,103,101 36,322,151 40,224,711

CRR - Storm Sewer 2,577,457 2,632,657 1,622,857 1,133,057 1,503,257 1,766,457 2,156,657 2,546,857 2,937,057 3,327,257 3,717,457

Community Partnership Capital Program Reserve 380,274 42,458 42,458 42,458 42,458 42,458 42,458 42,458 42,458 42,458 42,458

Roads Development Reserve 949,642 679,642 679,642 679,642 679,642 679,642 679,642 679,642 679,642 679,642 679,642

Roads Rehabilitation Reserve 134,223 134,223 134,223 0 0 0 0 0 0 0 0

Library Reserve Fund 132,312 112,282 162,532 145,782 81,062 90,212 120,462 (83,788) (35,538) (37,488) 12,762

Parkland Dedication Reserve Fund 653,772 599,523 515,774 547,025 578,276 609,527 640,778 672,029 703,280 604,531 35,782

Drain Fund 102,659 94,889 95,179 106,779 135,059 162,204 79,514 41,394 64,594 75,184 81,974

Waste Management Reserve Fund 160,601 16,481 116,361 266,241 438,721 587,301 759,781 927,861 1,080,841 1,248,921 1,418,131

Land Sales Reserve 971,959 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334

Harvard Plane Reserve Fund 32,907 31,907 30,907 29,907 28,907 27,907 26,907 25,907 24,907 23,907 22,907

Sub-total 23,234,505 22,808,807 23,090,386 27,912,066 31,505,765 34,469,983 42,897,926 47,181,810 52,459,243 59,374,976 64,724,170

Federal Gas Tax Revenue Reserve Fund 1,352,690 1,773,987 2,175,874 (16,550) 1,092,547 785,484 1,031,471 527,758 138,975 1,004,962 62,299

OCIF Funding 0 0 0 0 0 0 0 0 0 0 0

Hydro Divestiture Reserve Fund 71,718,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846

Community Vibrancy Reserve Fund (Appendix D) (11,544,782) (12,083,351) (12,456,942) (11,124,202) (9,816,320) (8,457,825) (7,046,723) (5,580,944) (3,910,844) (2,182,974) (395,266)

Total Tax Supported DCRF's (Appendix E) (2,255,878) (2,000,991) (1,962,098) (851,850) 252,466 1,178,593 2,115,631 3,228,664 4,654,734 6,193,232 6,929,303

TOTAL TAX SUPPORTED CAPITAL RES/RF'S 82,505,381 81,967,298 82,316,065 87,388,310 94,503,303 99,445,082 110,467,152 116,826,134 124,810,954 135,859,042 142,789,351

Note - 2016 estimates assume full commitment of active projects.

Excludes Tax Supported Operating Reserves

HALDIMAND COUNTY

SUMMARY OF FORECASTED CAPITAL RESERVE BALANCES

FOR THE YEARS 2017 TO 2026

95

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 308,833 481,332 376,962 277,592 318,222 358,852 399,482 535,112 385,742 286,372 327,002

Source of Funds:

Budgeted Contribution 173,620 177,090 177,090 177,090 177,090 177,090 177,090 177,090 177,090 177,090 177,090Additional Contribution Required for New Initiative Projects

Identified in Appendix G

Allocation of Additional Contribution 3,470 3,540 3,540 3,540 3,540 3,540 3,540 3,540 3,540 3,540 3,540

Total Source of Funds 177,090 180,630 180,630 180,630 180,630 180,630 180,630 180,630 180,630 180,630 180,630

Use of Funds:

Commitment for Active Projects 4,591

Contribution to State of Good Repair Projects 285,000 280,000 140,000 140,000 140,000 45,000 330,000 280,000 140,000 140,000

Contribution to New Initiatives/Enhanced Service Projects 0 0 0 0 0 0 0 0 0 0

Total Use of Funds 4,591 285,000 280,000 140,000 140,000 140,000 45,000 330,000 280,000 140,000 140,000

Closing Balance December 31st 481,332 376,962 277,592 318,222 358,852 399,482 535,112 385,742 286,372 327,002 367,632

HALDIMAND COUNTY

FORECAST OF CRR-AMBULANCE


96

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 240,063 253,504 143,904 30,504 (16,896) 88,204 13,904 221,204 408,504 615,804 704,004

Source of Funds:Budgeted Contribution 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Additional Contribution 200,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000 175,000


Use of Funds:

Commitment for Active Projects 261,559Contribution to State of Good Repair Projects 359,600 363,400 297,400 144,900 324,300 42,700 62,700 42,700 161,800 42,700Contribution to New Initiatives/Enhanced Service Projects


Closing Balance December 31st 253,504 143,904 30,504 (16,896) 88,204 13,904 221,204 408,504 615,804 704,004 911,304


FORECAST OF CRR - COMMUNITY HALLS

HALDIMAND COUNTY

97

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 1,759,567 961,619 1,507,049 2,099,979 2,419,909 2,567,839 2,935,769 2,918,699 2,819,129 2,802,059 3,124,989

Source of Funds:

Budgeted Contribution 585,760 625,420 625,420 625,420 625,420 625,420 625,420 625,420 625,420 625,420 625,420Additional Contribution Required for New Initiative Projects




Use of Funds:

Commitment for Active Projects 1,395,428


Contribution to New Initiatives/Enhanced Service Projects

Total Use of Funds 1,395,428 92,500 45,000 318,000 490,000 270,000 655,000 737,500 655,000 315,000 345,000

Closing Balance December 31st 961,619 1,507,049 2,099,979 2,419,909 2,567,839 2,935,769 2,918,699 2,819,129 2,802,059 3,124,989 3,417,919

FORECAST OF CRR-FIRE FLEET


HALDIMAND COUNTY

98

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 10,869,795 6,480,050 5,402,240 4,296,520 4,746,230 4,481,590 4,189,680 4,502,440 4,294,000 4,885,010 5,527,600

Source of Funds:

Budgeted Contribution 1,990,200 2,030,080 2,030,080 2,030,080 2,030,080 2,030,080 2,030,080 2,030,080 2,030,080 2,030,080 2,030,080


Other Contributions from Operations

Total Source of Funds 2,030,080 2,070,680 2,070,680 2,070,680 2,070,680 2,070,680 2,070,680 2,070,680 2,070,680 2,070,680 2,070,680

Use of Funds:


Contribution to State of Good Repair Projects 2,384,520 2,640,800 1,425,470 1,966,120 1,707,070 1,635,720 2,129,920 1,354,470 1,379,770 1,477,070

Contribution to New Initiatives/Enhanced Service Projects 763,970 535,600 195,500 369,200 655,520 122,200 149,200 125,200 48,320 878,400

Total Use of Funds 6,419,825 3,148,490 3,176,400 1,620,970 2,335,320 2,362,590 1,757,920 2,279,120 1,479,670 1,428,090 2,355,470

Closing Balance December 31st 6,480,050 5,402,240 4,296,520 4,746,230 4,481,590 4,189,680 4,502,440 4,294,000 4,885,010 5,527,600 5,242,810

FORECAST OF CAPITAL REPLACEMENT RESERVE - GENERAL


HALDIMAND COUNTY

99

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 1,242,585 345,951 567,071 401,231 548,791 452,721 721,381 1,051,301 1,304,961 1,348,021 1,396,881

Source of Funds:Budgeted Contribution 463,580 484,960 484,960 484,960 484,960 484,960 484,960 484,960 484,960 484,960 484,960Additional Contribution Required for New Initiative Projects Identified in Appendix G 8,780 16,500 16,500 16,500 16,500 16,500 16,500 16,500 16,500 16,500 16,500Allocation of Additional Contribution 9,270 9,700 9,700 9,700 9,700 9,700 9,700 9,700 9,700 9,700 9,700


Use of Funds:

Commitment for Active Projects 1,378,264Contribution to State of Good Repair Projects 264,740 325,500 358,600 602,230 237,500 176,240 252,500 463,100 457,300 260,500Contribution to New Initiatives/Enhanced Service Projects 25,300 351,500 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000


Closing Balance December 31st 345,951 567,071 401,231 548,791 452,721 721,381 1,051,301 1,304,961 1,348,021 1,396,881 1,642,541

FORECAST OF CRR-INFORMATION TECHNOLOGY


HALDIMAND COUNTY

100

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:

Budgeted Contribution 244,290 261,609 261,609 261,609 261,609 261,609 261,609 261,609 261,609 261,609 261,609

Additional Contribution Required for New Initiative Projects




Use of Funds:



Contribution to New Initiatives/Enhanced Service Projects 6,000 0 0 0 0 0 0 0 0 0



FORECAST OF CRR-OTHER FLEET


HALDIMAND COUNTY

101

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 1,945,928 1,298,164 1,521,748 900,882 1,220,595 1,145,809 1,755,023 2,657,737 2,240,550 2,381,214 3,414,128

Source of Funds:Budgeted Contribution 991,870 1,053,194 1,053,194 1,053,194 1,053,194 1,053,194 1,053,194 1,053,194 1,053,194 1,053,194 1,053,194Additional Contribution Required for New Initiative Projects Identified in Appendix G 40,420 230 230 3,560 3,560 3,560 3,560 3,560 3,560 3,560 3,560Allocation of Additional Contribution 19,840 21,060 21,060 21,060 21,060 21,060 21,060 21,060 21,060 21,060 21,060


Use of Funds:

Commitment for Active Projects 1,699,894Contribution to State of Good Repair Projects 832,900 1,695,350 708,100 1,152,600 468,600 175,100 1,495,000 937,150 44,900 329,950Contribution to New Initiatives/Enhanced Service Projects 18,000 0 50,000 0 0 0 0 0 0 0

Total Use of Funds 1,699,894 850,900 1,695,350 758,100 1,152,600 468,600 175,100 1,495,000 937,150 44,900 329,950

Closing Balance December 31st 1,298,164 1,521,748 900,882 1,220,595 1,145,809 1,755,023 2,657,737 2,240,550 2,381,214 3,414,128 4,161,991

FORECAST OF CRR-ROADS EQUIPMENT


HALDIMAND COUNTY

102

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:


Allocation of Additional Contributions 286,950 (54,620) 626,925 1,188,500 1,871,645 1,268,530 1,689,960 1,973,460 2,145,290 2,261,470 2,382,090


Use of Funds:


Contribution to State of Good Repair Projects 6,466,740 6,717,220 5,742,170 7,749,540 8,517,880 4,465,180 6,532,200 7,331,000 6,989,000 7,426,110

Contribution to New Initiatives/Enhanced Service Projects 2,266,000 10,000 280,770 20,180 133,600 10,000 10,000 10,000 10,000 10,000



FORECAST OF CRR-ROADS INFRASTRUCTURE


HALDIMAND COUNTY

103

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:




Use of Funds:


Contribution to State of Good Repair Projects 465,000 1,530,000 1,010,000 150,000 257,000 130,000 130,000 130,000 130,000 130,000

Contribution to New Initiatives/Enhanced Service Projects 0 0 0 0 0 0 0 0 0 0

Total Use of Funds 936,639 465,000 1,530,000 1,010,000 150,000 257,000 130,000 130,000 130,000 130,000 130,000


HALDIMAND COUNTY

FORECAST OF CRR-STORM SEWER


104

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:Budgeted Contribution (from CVF until 2023) 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000


Use of Funds:

Yearly Placeholder for projects 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000Commitment for Active Projects 165,460 487,816Contribution to State of Good Repair ProjectsContribution to New Initiatives/Enhanced Service Projects



FORECAST OF COMMUNITY PARTNERSHIP CAPITAL PROGRAM RESERVE


HALDIMAND COUNTY

105

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:

Budgeted Contribution 0 0 0 0 0 0 0 0 0 0 0

Total Source of Funds 0 0 0 0 0 0 0 0 0 0 0

Use of Funds:


Contribution to Accelerated Projects (CAO-01-2012)

Contribution to State of Good Repair Projects

Contribution to New Initiatives/Enhanced Service Projects 270,000

Total Use of Funds 27,000 270,000 0 0 0 0 0 0 0 0 0


FORECAST OF ROADS DEVELOPMENT RESERVE


HALDIMAND COUNTY

106

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 134,223 134,223 134,223 134,223 0 0 0 0 0 0 0

Source of Funds:

Budgeted Contribution


Use of Funds:

Commitment for Active Projects

Contribution to State of Good Repair Projects 134,223


Total Use of Funds 0 0 0 134,223 0 0 0 0 0 0 0

Closing Balance December 31st 134,223 134,223 134,223 0 0 0 0 0 0 0 0

FORECAST OF ROADS REHABILITATION RESERVE


HALDIMAND COUNTY

107

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 420,193 132,312 112,282 162,532 145,782 81,062 90,212 120,462 (83,788) (35,538) (37,488)

Source of Funds:


Other Contributions from Operations (Library Materials) 28,300 28,300 28,300 28,300 28,300 28,300 28,300 28,300 28,300 28,300 28,300

Additional Contribution for Debt Ramp Up 84,000


Interest Earned


Use of Funds:



Contribution to New Initiatives/Enhanced Service Projects 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440 1,440


Closing Balance December 31st 132,312 112,282 162,532 145,782 81,062 90,212 120,462 (83,788) (35,538) (37,488) 12,762

FORECAST OF LIBRARY RESERVE FUND


HALDIMAND COUNTY

108

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:


Interest Earned


Use of Funds:

Commitment for Active Projects - Acquisition 3,068

Committment for Active Projects - Development 60,187

Contribution to Acquisition

Contribution to Development of Public Parks, Recreation Facilities and Trails 85,500 115,000 0 0 0 0 0 0 130,000 600,000

Total Use of Funds 63,255 85,500 115,000 0 0 0 0 0 0 130,000 600,000


FORECAST OF PARKLAND DEDICATION RESERVE FUND


HALDIMAND COUNTY

109

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:Contribution from Land SalesBudgeted Contributions 44,000 44,880 44,880 44,880 44,880 44,880 44,880 44,880 44,880 44,880 44,880Allocation of Additional Contribution 880 900 3,705 6,510 9,315 12,120 12,120 12,120 12,120 12,120 12,120


Use of Funds:

Commitment for Active Projects 342,801Contribution to State of Good Repair Projects 53,550 51,100 42,595 28,720 32,660 139,690 95,120 33,800 46,410 50,210Contribution to New Initiatives/Enhanced Service Projects 0 0 0 0 0 0 0 0 0 0



FORECAST OF DRAIN FUND


HALDIMAND COUNTY

110

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 982,599 160,601 16,481 116,361 266,241 438,721 587,301 759,781 927,861 1,080,841 1,248,921

Source of Funds:



Interest Earned


Use of Funds:

Contribution to Operations 444,610



Contribution to New Initiatives/Enhanced Service Projects 312,200 0 0 0 0 0 0 0 0 0


Closing Balance December 31st 160,601 16,481 116,361 266,241 438,721 587,301 759,781 927,861 1,080,841 1,248,921 1,418,131

FORECAST OF WASTE MANAGEMENT RESERVE FUND


HALDIMAND COUNTY

111

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 650,004 971,959 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334

Source of Funds:

Budgeted Contribution 651,097 312,375

Total Source of Funds 651,097 312,375 0 0 0 0 0 0 0 0 0

Use of Funds:


Contribution to State of Good Repair Projects


Total Use of Funds 329,142 0 0 0 0 0 0 0 0 0 0

Closing Balance December 31st 971,959 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334 1,284,334

FORECAST OF LAND SALES RESERVE


HALDIMAND COUNTY

112

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $


Source of Funds:

Budgeted Contribution


Use of Funds:

Commitment for Active Projects

Contribution to Proposed Operation Items 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000

Contribution to Proposed Capital Items



FORECAST OF HARVARD PLANE RESERVE FUND


HALDIMAND COUNTY

113

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 4,110,152 1,352,690 1,773,987 2,175,874 (16,550) 1,092,547 785,484 1,031,471 527,758 138,975 1,004,962

Source of Funds:


Interest Earned


Use of Funds:


Contribution to State of Good Repair Projects (Tax Supported) 0 0 0 0 0 1,120,000 900,000 0 260,000 260,000

Contribution to New Initiatives/Enhanced Service Projects (Tax Supported) 1,143,300 973,300 1,062,000 1,102,600 1,093,000 1,072,700 1,078,400 1,104,400 1,128,700 1,009,200

Contribution to New Initiatives/Enhanced Service Projects (Water) 0 200,000 200,000 0 0 0 0 0 0 0

Contribtuion to New Initiatives/Enhanced Service Projects (Wastewater) 0 175,000 869,110 476,990 360,000 0 380,000 0 0 0

Contribution to State of Good Repair Projects (Water) 901,650 446,000 2,675,000 0 1,712,750 250,000 1,004,000 1,712,750 604,000 352,750

Contribution to State of Good Repair Projects (Wastewater) 262,500 662,500 245,000 170,000 0 170,000 0 430,320 0 2,179,400


Closing Balance December 31st 1,352,690 1,773,987 2,175,874 (16,550) 1,092,547 785,484 1,031,471 527,758 138,975 1,004,962 62,299

Note: Rate-Supported information is from 2017 Council approved Rate Supported Water & Wastewater Capital Forecast and Operating Budget.

FORECAST OF FEDERAL GAS TAX REVENUE RESERVE FUND


HALDIMAND COUNTY

114

APPENDIX C

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 0 0 0 0 0 0 0 0 0 0 0

Source of Funds:

Budgeted Contribution 668,300 1,207,563 1,709,877 2,620,313 0 0 0 0 0 0

Total Source of Funds 668,300 1,207,563 1,709,877 2,620,313 0 0 0 0 0 0 0

Use of Funds:


Contribution to State of Good Repair Projects 1,207,563 1,709,877 2,620,313 0 0 0 0 0 0 0


Total Use of Funds 668,300 1,207,563 1,709,877 2,620,313 0 0 0 0 0 0 0

Closing Balance December 31st 0 0 0 0 0 0 0 0 0 0 0

Note - capital budget only includes funding for identified projects from 2017 to 2019. Future years projects will be reviewed and identified in the applicable 10 year capital forecast after future OCIF funding is known.

FORECAST OF OCIF Funding


HALDIMAND COUNTY

115

APPENDIX C

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 0 72,633,566 71,718,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846

Source of Funds:Hdro Proceeds / Budgeted Contributions 73,265,957Interest Earned 778,766

Total Source of Funds 74,044,723 0 0 0 0 0 0 0 0 0 0 0

Use of Funds:

Hydro Divestiture Closure Costs / WWW Billing Conversion 661,158 414,720Allocation to Offset Operating Levy Impacts 750,000 500,000 250,000Commitment for Active ProjectsContribution to State of Good Repair ProjectsContribution to New Initiatives/Enhanced Service Projects

Total Use of Funds 1,411,158 914,720 250,000 0 0 0 0 0 0 0 0 0

Closing Balance December 31st 72,633,566 71,718,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846 71,468,846

HALDIMAND COUNTY

FORECAST OF HYDRO DIVESTITURE RESERVE FUND


116

AREA CONTRIBUTIONS EXPENDITURES DIFFERENCE CONTRIBUTIONS EXPENDITURES DIFFERENCE

Ward 1 7,522,035 (4,830,841) 2,691,194 4,938,413 (4,320,858) 617,555

Ward 2 13,281,080 (7,684,955) 5,596,126 8,363,266 (6,572,446) 1,790,820

Ward 4 1,586,131 (1,046,582) 539,548 993,518 (922,577) 70,941

Ward 5 7,918,742 (1,988,484) 5,930,258 4,698,887 (1,733,131) 2,965,756

Unallocated 8,077,011 (2,375,328) 5,701,683 5,084,684 (1,880,593) 3,204,091

TOTAL 38,385,000 (17,926,190) 20,458,810 24,078,767 (15,429,605) 8,649,162

COMMUNITY VIBRANCY FUND

2017 Capital Budget and Forecast

GROSS VALUE NET PRESENT VALUE

NET PRESENT VALUE CALCULATIONS

117

APPENDIX D

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

SUMMARY

Opening Balance January 1st 0 100,564 72,251 63,632 (4,942,085) (7,963,904) (11,544,782) (12,083,351) (12,456,942) (11,124,202) (9,816,320) (8,457,825) (7,046,723) (5,580,944) (3,910,844) (2,182,974)

Source of Funds:

Contributions from Agreement 233,371 754,509 1,508,959 1,631,031 1,894,250 1,894,250 1,894,250 1,894,250 1,894,250 1,894,250 1,894,250 1,894,250 1,894,250Additional Contributions 100,000 100,000 125,000 175,000Interest Earned 564 2,716 1,333 (99,050) (259,878) (393,217) (480,660) (499,681) (486,511) (436,368) (385,754) (333,148) (278,471) (224,150) (166,381) (106,542)

Total Source of Funds 100,564 2,716 1,333 134,321 594,631 1,115,742 1,275,371 1,394,569 1,582,739 1,457,882 1,508,496 1,561,102 1,615,779 1,670,100 1,727,869 1,787,708

Use of Funds:

Commitment for Active Projects 31,029 9,952 5,140,038 3,616,451 2,139,019Contribution to Trails Initiative 0 0 1,403,940 1,518,160 100,000 0 0 0 0 0 0 0Contribution to New Initiatives/Enhanced Service Projects 0 2,557,601 410,000 250,000 150,000 150,000 150,000 150,000 150,000 0 0 0

Total Use of Funds 0 31,029 9,952 5,140,038 3,616,451 4,696,620 1,813,940 1,768,160 250,000 150,000 150,000 150,000 150,000 0 0 0

Closing Balance December 31st 100,564 72,251 63,632 (4,942,085) (7,963,904) (11,544,782) (12,083,351) (12,456,942) (11,124,202) (9,816,320) (8,457,825) (7,046,723) (5,580,944) (3,910,844) (2,182,974) (395,266)

0assume internal borrowing not debt issuance 259,877.58-

Positive Interest Rate 2.8%

Negative Interest Rate 4.1%

Interest assumption on in-year transactions - 6 months

Non Specified 20%Opening Balance January 1st 0 100,564 72,251 63,632 (211,878) (295,643) (246,792) (135,898) (130,643) 273,491 513,203 759,626 1,012,950 1,273,366 1,693,174 2,124,737

Source of Funds:Contributions from Agreement 100,000 46,680 250,902 301,671 451,206 378,850 553,850 378,850 378,850 378,850 378,850 378,850 378,850 378,850Interest Earned 564 2,716 1,333 (3,802) (10,220) (11,309) (8,472) (5,436) 284 10,862 17,574 24,473 31,566 40,958 52,713 64,797

Total Source of Funds 100,564 2,716 1,333 42,878 240,682 290,362 442,734 373,414 554,134 389,712 396,424 403,323 410,416 419,808 431,563 443,647

Use of Funds:

Commitment for Active Projects 31,029 9,952 318,389 324,447 0Contribution to Unidentified Trails 181,840 218,160Contribution to New Initiatives/Enhanced Service Projects 241,511 150,000 150,000 150,000 150,000 150,000 150,000 150,000

Total Use of Funds 0 31,029 9,952 318,389 324,447 241,511 331,840 368,160 150,000 150,000 150,000 150,000 150,000 0 0 0

Closing Balance December 31st 100,564 72,251 63,632 (211,878) (295,643) (246,792) (135,898) (130,643) 273,491 513,203 759,626 1,012,950 1,273,366 1,693,174 2,124,737 2,568,384

Ward 1Opening Balance January 1st 0 0 0 0 (2,399,816) (2,994,767) (4,246,516) (4,039,678) (3,824,338) (3,600,148) (3,366,743) (3,123,746) (2,870,762) (2,607,379) (2,333,172) (2,047,695)

Source of Funds:Contributions from Agreement 134,876 376,105 376,105 376,105 376,105 376,105 376,105 376,105 376,105 376,105 376,105 376,105 376,105Interest Earned (48,323) (108,626) (145,812) (169,266) (160,765) (151,915) (142,701) (133,108) (123,120) (112,723) (101,898) (90,628) (78,895)

Total Source of Funds 0 0 0 86,553 267,479 230,293 206,839 215,340 224,190 233,404 242,997 252,985 263,382 274,207 285,477 297,210

Use of Funds:

Commitment for Active Projects 2,486,368 862,430 145,952Contribution to State of Good Repair ProjectsContribution to New Initiatives/Enhanced Service Projects 1,336,090 0

Total Use of Funds 0 0 0 2,486,368 862,430 1,482,042 0 0 0 0 0 0 0 0 0 0

HALDIMAND COUNTY

FORECAST OF COMMUNITY VIBRANCY RESERVE FUNDFOR THE YEARS 2011 TO 2037

118

APPENDIX D

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Closing Balance December 31st 0 0 0 (2,399,816) (2,994,767) (4,246,516) (4,039,678) (3,824,338) (3,600,148) (3,366,743) (3,123,746) (2,870,762) (2,607,379) (2,333,172) (2,047,695) (1,750,485)

Ward 2Opening Balance January 1st 0 0 0 0 (1,860,748) (3,073,737) (4,111,345) (5,115,186) (6,076,499) (5,754,300) (5,317,459) (4,862,664) (4,389,177) (3,896,230) (3,383,022) (2,848,722)

Source of Funds:Contributions from Agreement 51,815 213,675 607,530 664,046 664,046 664,046 664,046 664,046 664,046 664,046 664,046 664,046 664,046Interest Earned (37,468) (99,362) (144,680) (185,787) (225,358) (241,847) (227,205) (209,251) (190,559) (171,099) (150,838) (129,746) (107,786)

Total Source of Funds 0 0 0 14,347 114,313 462,850 478,259 438,688 422,198 436,841 454,795 473,487 492,947 513,208 534,300 556,260

Use of Funds:

Commitment for Active Projects 1,875,095 1,327,302 1,475,458Contribution to Trail Initiatives 1,222,100 1,300,000 100,000Contribution to New Initiatives/Enhanced Service Projects 25,000 260,000 100,000

Total Use of Funds 0 0 0 1,875,095 1,327,302 1,500,458 1,482,100 1,400,000 100,000 0 0 0 0 0 0 0

Closing Balance December 31st 0 0 0 (1,860,748) (3,073,737) (4,111,345) (5,115,186) (6,076,499) (5,754,300) (5,317,459) (4,862,664) (4,389,177) (3,896,230) (3,383,022) (2,848,722) (2,292,462)

Ward 4Opening Balance January 1st 0 0 0 0 (120,911) (791,388) (1,018,219) (978,409) (936,963) (893,813) (848,890) (802,121) (753,429) (702,736) (649,960) (595,014)

Source of Funds:Contributions from Agreement 0 5,076 80,531 80,531 80,531 80,531 80,531 80,531 80,531 80,531 80,531 80,531 80,531Interest Earned (2,435) (18,370) (36,439) (40,721) (39,085) (37,382) (35,608) (33,762) (31,840) (29,838) (27,755) (25,586) (23,328)

Total Source of Funds 0 0 0 (2,435) (13,295) 44,093 39,810 41,446 43,150 44,923 46,769 48,692 50,693 52,776 54,945 57,204

Use of Funds:

Commitment for Active Projects 118,476 657,182 35,924Contribution to State of Good Repair ProjectsContribution to New Initiatives/Enhanced Service Projects 235,000 0

Total Use of Funds 0 0 0 118,476 657,182 270,924 0 0 0 0 0 0 0 0 0 0

Closing Balance December 31st 0 0 0 (120,911) (791,388) (1,018,219) (978,409) (936,963) (893,813) (848,890) (802,121) (753,429) (702,736) (649,960) (595,014) (537,810)

Ward 5Opening Balance January 1st 0 0 0 0 (348,731) (808,369) (1,921,911) (1,814,180) (1,488,500) (1,149,434) (796,432) (428,922) (46,307) 352,033 762,134 1,183,717

Source of Funds:Contributions from Agreement 0 8,752 143,121 184,143 394,717 394,717 394,717 394,717 394,717 394,717 394,717 394,717 394,717Interest Earned (7,022) (23,300) (54,977) (76,413) (69,037) (55,651) (41,716) (27,207) (12,103) 3,623 15,383 26,866 38,670

Total Source of Funds 0 0 0 (7,022) (14,548) 88,143 107,730 325,681 339,066 353,002 367,510 382,615 398,340 410,100 421,583 433,388

Use of Funds:

Commitment for Active Projects 341,709 445,090 481,685Contribution to State of Good Repair ProjectsContribution to New Initiatives/Enhanced Service Projects 720,000 0

Total Use of Funds 0 0 0 341,709 445,090 1,201,685 0 0 0 0 0 0 0 0 0 0

Closing Balance December 31st 0 0 0 (348,731) (808,369) (1,921,911) (1,814,180) (1,488,500) (1,149,434) (796,432) (428,922) (46,307) 352,033 762,134 1,183,717 1,617,104

119

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

DCRF - Ambulance Services (47,031) (38,499) (28,833) (11,410) 7,463 27,898 50,133 74,088 99,825 127,408 156,905

DCRF - Fire Services 597,236 644,078 700,380 817,697 922,952 1,065,001 1,221,340 1,391,431 1,516,828 1,656,930 1,357,405

DCRF - General Government (71,866) (99,985) (59,381) (4,834) (38,230) 43,610 152,511 226,695 344,509 467,494 595,829

DCRF - Leisure Services (251,389) (336,594) (432,260) 23,635 527,508 908,959 1,474,561 2,095,176 2,922,884 3,808,323 4,273,589

DCRF - Library Services (251,273) (128,655) (811) 19,306 47,058 82,856 68,943 63,621 66,966 79,286 101,048

DCRF - Parking Services 31,826 50,873 70,759 95,898 122,129 19,924 45,306 71,826 99,513 128,406 158,545

DCRF - Public Works - Buildings & Fleet (32,745) 20,165 (308,562) (267,672) (204,399) (138,516) (69,728) 1,829 76,249 154,011 235,227

DCRF - Roads & Related (1,793,214) (1,688,980) (1,510,839) (1,210,040) (898,940) (608,735) (543,918) (399,117) (195,432) 23,674 274,647

DCRF - Stormwater (437,423) (423,395) (392,550) (314,430) (233,076) (222,404) (283,518) (296,886) (276,609) (252,300) (223,893)

Total (2,255,878) (2,000,991) (1,962,098) (851,850) 252,466 1,178,593 2,115,631 3,228,664 4,654,734 6,193,232 6,929,303

NOTES:

Includes interest earnings and/or financing charges based on DC Background Study formula

Development Charges revenue forecasts calculated per the 2014 Development Charges Background Study

Potential Debt repayment may be required related to major projects, currently shown as:

- Cayuga Library Replacement (open active project)

- Dunnville Library Expansion Project (open active project)

- Storm Water - Dunnville - Alder St - Cedar to West in 2017 to 2019

- Hagersville Library Replacement in 2020

- Caledonia Bridge in 2020

- Caledonia Fire Station in 2022

HALDIMAND COUNTY

SUMMARY OF FORECASTED DEVELOPMENT CHARGES RESERVE FUNDS BALANCES for Tax Supported Capital Forecast


Incorporated in this analysis is the financing of development related expenditures over the next 10 and 20 years (10 years for parking, leisure, library, general government, cemeteries and ambulance services; 20 years for roads/bridges,

fleet, fire services, water/water and storm sewer). It should be noted that at the end of this forecast period, the estimated balances in the reserve funds will be positive.

As it was anticipated that certain Development Charges reserve funds would be “negative” over the period covered by the current rates, these shortfalls would be offset either by external borrowing (“DC Debt”) for larger projects and

internal borrowing for smaller projects: future debt payments (internal or external) would ultimately be collected from future rates (as these costs are fully self financed).

120

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st (71,643) (47,031) (38,499) (28,833) (11,410) 7,463 27,898 50,133 74,088 99,825 127,408

Source of Funds:Actual Receipts to Dec 31, 2010Receipts expected per DC study 27,074 29,980 30,580 37,700 38,460 39,220 40,140 40,940 41,760 42,590 43,450Interest Earned (1,077) (801) (623) (341) 12 435 960 1,528 2,139 2,794 3,496


Use of Funds:DC debt repayment 20,647 20,291 19,936 19,600 19,219 18,865 18,513 18,161 17,802 17,449Proposed Projects-Capital Forecast (Tax) 1,384Proposed Projects-Capital Forecast (WWW)


Closing Balance December 31st (47,031) (38,499) (28,833) (11,410) 7,463 27,898 50,133 74,088 99,825 127,408 156,905

Debt repayment includes annual debt repayment for Hagersville and Cayuga EMS Base.

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - AMBULANCE


121

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 399,052 597,236 644,078 700,380 817,697 922,952 1,065,001 1,221,340 1,391,431 1,516,828 1,656,930

Source of Funds:Receipts expected per DC study 211,178 236,920 241,660 297,090 303,030 309,090 316,270 322,600 329,050 335,630 342,340Interest Earned 12,251 15,264 16,533 18,668 21,405 24,446 28,115 32,129 35,763 39,027 37,967


Use of Funds:DC debt repayment 0 200,342 196,891 193,440 190,179 186,487 183,046 179,638 234,416 229,555 224,832Proposed Projects-Capital Forecast (Tax) 25,245 5,000 5,000 5,000 29,000 5,000 5,000 5,000 5,000 5,000 455,000Proposed Projects-Capital Forecast (WWW)


Closing Balance December 31st 597,236 644,078 700,380 817,697 922,952 1,065,001 1,221,340 1,391,431 1,516,828 1,656,930 1,357,405

Debt repayment includes annual debt repayment for Caledonia, Hagersville, Cayuga, and South Haldimand Fire Stations.


HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - FIRE

122

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st (84,102) (71,866) (99,985) (59,381) (4,834) (38,230) 43,610 152,511 226,695 344,509 467,494

Source of Funds:Receipts expected per DC study 74,741 79,540 81,130 100,020 102,020 104,070 106,490 108,620 110,790 113,000 115,260Interest Earned (1,469) (1,659) (1,426) (473) (416) 270 2,412 4,663 7,024 9,985 13,076


Use of Funds:DC debt repaymentProposed Projects-Capital Forecast (Tax) 61,035 106,000 39,100 45,000 135,000 22,500 0 39,100 0 0 0Proposed Projects-Capital Forecast (WWW)

Total Use of Funds 61,035 106,000 39,100 45,000 135,000 22,500 0 39,100 0 0 0

Closing Balance December 31st (71,866) (99,985) (59,381) (4,834) (38,230) 43,610 152,511 226,695 344,509 467,494 595,829

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - GENERAL GOVERNMENT


123

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 718,399 (251,389) (336,594) (432,260) 23,635 527,508 908,959 1,474,561 2,095,176 2,922,884 3,808,323

Source of Funds:

Actual Receipts to Dec. 31, 2010

Receipts expected per DC study 813,168 843,210 860,080 1,099,800 1,121,800 1,144,230 1,171,490 1,194,920 1,218,820 1,243,200 1,268,060

Interest Earned 8,351 (5,677) (7,424) (2,719) 6,777 17,664 29,310 43,897 61,707 82,773 99,382

Total Source of Funds 821,520 837,533 852,656 1,097,081 1,128,577 1,161,894 1,200,800 1,238,817 1,280,527 1,325,973 1,367,442

Use of Funds:

DC debt repayment 692,880 675,178 658,182 641,186 624,704 607,194 590,198 573,202 407,818 395,534 383,577

Proposed Projects-Capital Forecast (Tax) 1,098,428 247,560 290,140 0 0 173,250 45,000 45,000 45,000 45,000 518,600

Proposed Projects-Capital Forecast (WWW)


Closing Balance December 31st (251,389) (336,594) (432,260) 23,635 527,508 908,959 1,474,561 2,095,176 2,922,884 3,808,323 4,273,589

Debt repayment includes annual debt repayment for HCCC, Cayuga Arena and Dunnville Arena.

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - LEISURE SERVICES


124

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 328,273 (251,273) (128,655) (811) 19,306 47,058 82,856 68,943 63,621 66,966 79,286

Source of Funds:Receipts expected per DC study 134,956 140,110 142,910 182,740 186,400 190,120 194,650 198,550 202,520 206,570 210,700Interest Earned 2,499 (3,332) (906) 232 816 1,598 1,909 1,649 1,606 1,798 2,218


Use of Funds:DC debt repayment 0 0 0 148,695 145,304 141,760 196,311 191,362 186,620 181,889 176,995Proposed Projects-Capital Forecast (Tax) 717,001 14,160 14,160 14,160 14,160 14,160 14,160 14,160 14,160 14,160 14,160Proposed Projects-Capital Forecast (WWW)


Closing Balance December 31st (251,273) (128,655) (811) 19,306 47,058 82,856 68,943 63,621 66,966 79,286 101,048

Debt repayment includes annual debt repayment for Cayuga and Dunnville Library Expansion Projects.

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - LIBRARY


125

APPENDIX E

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 0 3,996 13,477 31,826 50,873 70,759 95,898 122,129 19,924 45,306 71,826 99,513 128,406

Source of Funds:

Receipts expected per DC study 3,961 9,310 17,793 18,030 18,390 23,090 23,550 24,020 24,580 25,080 25,580 26,090 26,610

Interest Earned 35 171 557 1,017 1,496 2,049 2,681 2,025 802 1,440 2,107 2,803 3,529

Total Source of Funds 3,996 9,481 18,350 19,047 19,886 25,139 26,231 26,045 25,382 26,520 27,687 28,893 30,139

Use of Funds:

DC debt repayment

Proposed Projects-Capital Forecast (Tax) 128,250

Proposed Projects-Capital Forecast (WWW)

Total Use of Funds 0 0 0 0 0 0 0 128,250 0 0 0 0 0

Closing Balance December 31st 3,996 13,477 31,826 50,873 70,759 95,898 122,129 19,924 45,306 71,826 99,513 128,406 158,545

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - PARKING SERVICES


126

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st 15,222 (32,745) 20,165 (308,562) (267,672) (204,399) (138,516) (69,728) 1,829 76,249 154,011

Source of Funds:

Receipts expected per DC study 46,621 52,890 53,950 66,330 67,650 69,010 70,610 72,020 73,460 74,930 76,430Interest Earned (88) 20 (2,677) (5,440) (4,377) (3,127) (1,822) (463) 960 2,831 4,786


Use of Funds:DC debt repaymentProposed Projects-Capital Forecast (Tax) 94,500 0 380,000 20,000Proposed Projects-Capital Forecast (WWW)

Total Use of Funds 94,500 0 380,000 20,000 0 0 0 0 0 0 0

Closing Balance December 31st (32,745) 20,165 (308,562) (267,672) (204,399) (138,516) (69,728) 1,829 76,249 154,011 235,227

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - PUBLIC WORKS - BUILDINGS & FLEET


127

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st (1,593,704) (1,793,214) (1,688,980) (1,510,839) (1,210,040) (898,940) (608,735) (543,918) (399,117) (195,432) 23,674

Source of Funds:Actual Receipts to Dec. 31, 2010Receipts expected per DC study 315,297 354,590 361,680 444,300 453,180 462,250 472,970 482,430 492,080 501,920 511,960Interest Earned (32,704) (33,256) (30,340) (25,400) (19,480) (13,745) (10,927) (8,695) (5,182) (1,070) 3,668


Use of Funds:DC debt repayment 0 0 0 0 0 167,926 164,133 160,313 156,344 152,556Proposed Projects-Capital Forecast (Tax) 482,103 217,100 153,200 118,100 122,600 158,300 229,300 164,800 122,900 125,400 112,100Proposed Projects-Capital Forecast (WWW)


Closing Balance December 31st (1,793,214) (1,688,980) (1,510,839) (1,210,040) (898,940) (608,735) (543,918) (399,117) (195,432) 23,674 274,647

Debt repayment includes annual debt repayment for Caledonia Bridge

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - PUBLIC WORKS - ROADS & RELATED


128

APPENDIX E

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

$ $ $ $ $ $ $ $ $ $ $

Opening Balance January 1st (387,440) (437,423) (423,395) (392,550) (314,430) (233,076) (222,404) (283,518) (296,886) (276,609) (252,300)

Source of Funds:Actual Receipts to Dec. 31, 2010Receipts expected per DC study 45,706 67,280 68,620 84,720 86,410 88,140 90,190 92,000 93,840 95,710 97,630Interest Earned (7,965) (8,252) (7,775) (6,600) (5,056) (4,358) (4,885) (5,604) (5,469) (5,029) (4,510)


Use of Funds:DC debt repayment 0 0 0 0 0 73,110 71,419 69,763 68,095 66,372 64,713Proposed Projects-Capital Forecast (Tax) 87,723 45,000 30,000 0 0 75,000 30,000Proposed Projects-Capital Forecast (WWW)

Total Use of Funds 87,723 45,000 30,000 0 0 73,110 146,419 99,763 68,095 66,372 64,713

Closing Balance December 31st (437,423) (423,395) (392,550) (314,430) (233,076) (222,404) (283,518) (296,886) (276,609) (252,300) (223,893)

Debt repayment includes annual debt repayment for Dunnville - Alder St - Cedar to West

HALDIMAND COUNTY

DEVELOPMENT CHARGES RESERVE FUND - STORMWATER


129

APPENDIX F

PROJECTS DEFERRED or REMOVED DURING SENIOR MANAGEMENT REVIEW

NOTE: The following projects are shown as submitted, but have been cut or moved to future years.

HALDIMAND COUNTY


Gross Expenditure Financing

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Total

Grants /

Subsidies

External

Financing

Development

Charges

Rsve Funds

Federal Gas

Tax Rsve Fund

Reserves/

Reserve Funds

Debenture

Financing

DIVISION Description

Repair/

New

Cut/

Deferred

Fire General Administration Firefighter Coveralls New Cut 30,830 30,830 61,660 (61,660)

Fleet & Equipment New Stretcher Power Loading Devices - EMS (2) New Cut 54,000 54,000 27,000 27,000 27,000 189,000 (189,000)

Fleet & Equipment New 36" Stump Grinder Attachment - Roads (1) New Cut 12,000 12,000 (12,000)

Fleet & Equipment New One Ton Sign Truck - Roads (1) New Cut 60,000 60,000 (60,000)

Cemeteries Administration CEM ADIN - Cemetery Development New Cut 300,000 300,000 (270,000) (30,000)

Cemeteries Administration CAL - Columbarium & Pathways New Cut 65,000 65,000 (58,500) (6,500)

Cemeteries Administration HAG - Columbarium & Pathways New Cut 65,000 65,000 (58,500) (6,500)

Cemeteries Administration CAY - Riverside Columbarioum & Pathways New Cut 65,000 65,000 (58,500) (6,500)

Cemeteries Administration DUNN - Columbarium & Pathways New Cut 65,000 65,000 (65,000)

GVL - Housekeeping Flooring Replacement Repair Deferred 43,000 (43,000) -

GVL - Building & Property Camera Installation in Resident Home Areas Repair Cut 6,840 6,840 (6,840)

GVL - Building & Property Outdoor Rest Area Gazebo for Staff Repair Cut 14,000 14,000 (14,000)

GVL - Building & Property Standing Desk New Cut 840 840 (840)

Hagersville Parks HAG - Oneida Park Decommissioning New Cut 50,000 50,000 (50,000)

Hagersville Parks HAG- Grant Kett Additional Playground Equip New Deferred 20,000 (20,000) -

Cayuga Parks CAY - Kinsmen replace concession bldg Repair Cut 500,000 500,000 (500,000)

Cayuga Parks CAY - Bob Baigent - replace pavillion Repair Cut 200,000 200,000 (200,000)

Parks Cayuga Village on the Green Landscape New Deferred 100,000 (100,000) -

Nanticoke Parks NANT - Springvale replace playground equip Repair Deferred 100,000 (100,000) -

Haldimand County Caledonia Centre HCCC - Entrance/Walkway Repairs Repair Deferred 50,000 (50,000) -

Tourism River Access Points New Cut 50,000 50,000 (50,000)

-

Total 410,680 (28,170) 7,830 387,000 27,000 (100,000) 300,000 - - 700,000 1,704,340 - - (510,500) - (1,193,840) -

T:\Corporate Services\Finance\F- Finance\F05 - Budgets & Estimates\2017 Draft Tax Capital\Appendices\Appendix F - Projects Deferred - Deleted by SMT 2017.xlsx

130

APPENDIX G

General Government

Corporate Website Redesign 100,000 Corporate website re-design to better support the public 0 10,000 10,000

Wifi Access Points 15,000 WiFi access to County buildings to allow connectivity using laptops, tablets, mobile devices 0 1,500 1,500

Transportation Services

Road Closure Trailers - Roads (4) 18,000 Annual fleet charges (includes operating and annual depreciation to fund future replacement) 2,320 920 3,240

Mobile Device - F/T Fleet Automotive Tech 350 Annual Operating impact of $500 for the purchase of a Mobile Device 500 175 675

Pick Up Truck - WWW (1) 33,000Annual fleet charges (includes operating and annual depreciation to fund future replacement)

As identified in the 2017 WWW Operating Budget8,420 5,390 13,810

Automatic Natural Gas Backup Generator - Dunnville 15,000Increased natural gas usage-cannot be quantified at this time. Associated

maintenance/inspection costs, estimated at $500/year.500 750 1,250

Power Gate Operator - Cayuga 15,000Additional maintenance costs, estimated at $500/year. Efficiencies to be gained that cannot be

quantified500 500 1,000

Hagersville-Traffic Signal- Intersection Main & Railway 300,000 Minimal impact. Increase in hydro usage/maintenance. 20,000 20,000

Energy Conservation St Light Conversion 2,213,000 $218,100 in hydro savings, $95,000 in maintenance savings (313,100) 88,520 (211,480)

Recreation and Cultural Services

York to Cayuga On-Road Route 1,800,000 Increased operating costs for maintenance difficult to quantify. 0

Conversion of CNR Train Bridge 102,000Land purchase only (2018 portion of project will result in additional operating costs for

maintenance, inspections etc.)0

Heritage and Culture Collections Management Software Upgrade 5,300 Exact operational impact has yet to be determined. 530 530

Museum Strategy Operational Impacts 133,000As per report PED-GM-10-2016, loss of Community Museums Operating Grant (Provincial),

operating savings associated with HCMA Building (utilities)5,200 5,200

Edinburgh Square Energy Management Upgrades 145,000 Savings from energy efficiencies. Amount cannot be quantified at this time. 0

TOTAL 4,894,650 (295,660) 128,285 (154,275)

The items requiring additional contribution to CRR-IT and the various CRR - Fleet reserves are also noted on Summary 4 - Net Capital Financing

The items requiring additional contribution to CRR-Roads Infrastructure and CRR-General will be accommodated within the additional contributions being made to those reserves, shown on Summary 4 - Net Capital Financing

As well, the additional contribution related to purchase of the additional vehicle for Water and Wastewater was approved with the Water and Wastewater operating budget in December 2016.

Note - this excludes increased annual depreciation that may be required to fund future replacement of state of good repair projects, due to increased costs or changes in life cycle, and excludes any operating cost increases required for state

of good repair projects (such as utilities, maintenance, etc.)

CAPITAL

Estimated Annual

Cost/(Saving) (if

available)

Estimated Annual

Cost/(Saving) (if

available) TOTAL

Haldimand County

2017 Draft Tax Supported Capital Budget and Forecast 2018-2026

2017 Proposed Projects with Operating Impacts - NEW INITIATIVES ONLY

Description2017 Capital

CostDescription of Operating Impacts

OPERATING -

Estimated Annual

Cost/(Saving) (if

available)

131

draft tax supported capital budget and forecast 2017 … · budgeting” and involve the...

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