2021 / 2022 draft operating & capital budget
TRANSCRIPT
2021 / 2022 DraftOperating & Capital Budget
Town of Whitchurch-Stouffville Draft Published: November 18, 2020
3 INTRODUCTION
Working toward a sustainable budget that ensures the protection and maintenance of core services now and into the future.
Building and maintaining a tax base that supports the highest quality program and service delivery.
Supporting a collaborative, timely, customer-focused approach to operations that enhances efficiency, effectiveness, and customer satisfaction.
Successful stewardship of the infrastructure and facilities required to support a growing community and vibrant economy.
Fiscal Sustainability
Expanding the tax base through a growing, diversified economy
Service Excellence
Asset Planning, Maintenance and Development
OUR
VISI
ON To be an inclusive, caring community with a unique rural-urban identity that provides an exceptional quality of life.
OUR
MIS
SION To enhance our
community by delivering service excellence that is friendly, efficient and financially responsible.
111 Sandiford Drive, Stouffville ON L4A 0Z8(905) 640-1900 or (855) 642-TOWS (8697)townofws.ca
Town of Whitchurch-Stouffville
4 COMMUNITY SNAPSHOT
6 SERVICES WE OFFER
8 WHERE OUR MONEY COMES FROM
10 LONG TERM FISCAL & COMMUNITY PLANNING
12 MESSAGE FROM THE MAYOR
12 MESSAGE FROM THE CAO
13 MAYOR & COUNCIL
14 FREQUENTLY ASKED QUESTIONS
15 THE BUDGET CYCLE
15 DEFINITIONS
16 2021/2022 OPERATING BUDGET SUMMARY
20 DEPARTMENTAL OPERATING BUDGETS
54 OTHER OPERATING BUDGET IMPACTS
64 2021/2022 CAPITAL BUDGET
65 HOW WE ARE INVESTING
66 CAPITAL BUDGET OVERVIEW
69 ASSET MANAGEMENT
70 DEBT FORECAST
71 OPERATING BUDGET IMPACTS
72 CAPITAL BUDGET FUNDING
74 APPENDICES
2021 / 2022 Draft Operating & Capital Budget“A budget is telling your money where to go instead of wondering where it went.” “You must gain control over your money or the lack of it will forever control you.” ~ Dave Ramsey
Time and money are scarce resources to all individuals and organizations; the efficient and effective use of these resources requires planning. Planning alone, however, is insufficient. Control is also necessary to ensure that plans are carried out.
Last year’s preamble to the 2020 budget book spoke about “1 + 1 = 3” and if two sticks are rubbed together, one will bring forth fire. The results then become greater than the sum of its parts. It is only then, when one plus one equals three, do great things begin to happen. That is when the world is
at its best, when we are at our best, when life feels the fullest - one plus one equals three. It’s the reason the universe is never fully comprehensible!
The world forever changed after a few months of Council approving the 2020 Operating Budget - the COVID-19 pandemic changed our daily routine and after many months, the Town continues to play an essential role in protecting the health, safety and economic security of residents and business in their communities. The human and financial costs are staggering with no end in sight.
As William Gladstone said, “Budgets are not merely affairs of arithmetic, but in a thousand ways go to the root of prosperity of individuals, the relation of classes and the
strength of kingdoms.”The 2021 and 2022 multi-year budget
proposes to factor the pandemic, maintain and expand service levels and restore the very essence of why residents and businesses call Whitchurch-Stouffville home.
We STILL want a life where one plus one equals three.
13,415 families inWhitchurch-Stouffville
23% are families of 3
27% are families of 4
10% are families of 5
or more
41% are families of 2
11.9%The population of
Whitchurch-Stouffville has gone up
between 2016 and 2020
Community Snapshot$120,241
2030 55.9 k
2025 53.4 k
2020 51.3 k
2016 45.8 k
2011 37.6 k
2006 24.4 k
POPU
LATI
ONSO
CIO-
ECON
OMIC
$150,340Medium Household Income
Average Household Income
15-64
65+
0-1418.8%
64.6%
16.6%
AGE
27%of Whitchurch-Stouffville’s population spends 30% or more of household total income on shelter costs
76% of residents have less than a 45-minute commute
91 acres of parkland including 38 parks and parkettes
16 kms walking and biking trails
13,500 jobs; 24,500 employees;1000 employers
Top languages other than English: Cantonese, Tamil, Mandarin, Italian
Dozens of special events and festivals each year
13,000+ program registrants plus 28,000+ drop-in participants
Home of the world famous Stouffville Strawberry Fesitval
Household Income
< $
49k
$50k
- $
99k
$100
k -
$149
k
$150
k -
$199
k
> $
200k
Whitchurch-StouffvilleOntario
$2.41mis the average household net worth in Whitchurch-Stouffville, making it the 6th richest community in
Canada.
5COMMUNITY
Fire & Emergency ServicesFire & Emergency ServicesHeritage PreservationHeritage PreservationLegal ServicesLegal ServicesLibraryLibraryMedia & Public RelationsMedia & Public RelationsMuseumMuseumParking ControlParking ControlParks and ParkettesParks and Parkettes
Animal ServicesAnimal ServicesArena & FacilitiesArena & FacilitiesBuilding PermitsBuilding PermitsBy-Law EnforcementBy-Law EnforcementCemeteriesCemeteriesRecreation ProgramsRecreation ProgramsLicensingLicensingEconomic DevelopmentEconomic Development
PlanningPlanningRoad MaintenanceRoad MaintenanceSidewalk MaintenanceSidewalk MaintenanceSpecial EventsSpecial EventsWaste CollectionWaste CollectionWater & WastewaterWater & Wastewater
7COMMUNITY
In order for the Town of Whitchurch-Stouffville to become, and to stay, the greatest town in Ontario in which to live, we must supply you - our citizens, businesses and tourists - the best services we can. Your family must have the best parks to play in, and you must have the best quality water available.
These services help create and maintain many of the programs, initiatives, buildings, events and protection services that you use everyday. It is our responsibility to bring these to you in a reliable, convenient manner.
The funds that are needed to offer these services are allocated in the Town’s operating budget. These funds go toward
The Services We Offerthe day-to-day operations of the Town of Whitchurch-Stouffville.
In general, these services can be categorized into four different categories (listed below), however for budget purposes, they are usually categorized based on which Town department oversees them. For example, special events, such as fireworks displays, Farmers’ Market, Movies in the Park, RibFest Drive Thru and The Santa Claus Parade Drive Thru, fall under the Leisure & Community Services’ portfolio.
You may be familiar with some of the Town’s more popular services, like waste collection, fire protection and parks. However, dozens of other services are offered on a daily basis - which all help
contribute to your well-being.The Town of Whitchurch-Stouffville
also oversees animal control services, by-law enforcement (such as parking and property standards), the maintenance of our cemeteries, protecting our heritage, and overseeing planning and building regulations.
The services the Town of Whitchurch-Stouffville is responsible for are listed on the opposite page.
Playground and park development & maintenance
Road repair, rehabilitation & reconstruction projects
Enhanced public relations & community engagement
Library services for the hundreds of thousands of visitors annually
Water and wastewater management and quality testing
Encouraging economic development throughout the Town
Protecting the environment for future generations
Running special events that the entire family will enjoy
In your communityFire and emergency services; planning for the future of new and existing communities; recreational and arts programs, events and festivals; wellness initiatives; by-law services; maintenance of public spaces, including parks and parkettes; disaster response services; and protection of historical and natural resources.
On the roadConstruction and maintenance of pedestrian pathways and roads, streetlights and traffic control, street cleaning and snow removal.
For the environmentThe collection of garbage from our homes, climate change action including tree main-tenance; and the care and management of parks and green spaces.
Other Essential ServicesProvide citizens access to great customer service; providing citizens the ability to contribute to Town projects and initiatives through community engagement; maintaining Town facilities, and ensure planning and resources are in place to build a great town.
8
Where Does Our Money Come From?
A user fee is the amount of money paid by a user in order to gain access to a particular activity or service. The Town of Whitchurch-Stouffville is happy to provide a wide range of cultural and recreational programs throughout the year to Stouffville residents of all ages. Whether it be swimming lessons at the Leisure Centre, March Break programs at the Museum or seniors activities at 6240 Main St., all program user fees charged for these activities assist in the funding of Town services.
User Fees
The Town of Whitchurch-Stouffville By-Law Department is responsible for enforcing Municipal By-Laws to ensure the Town of Whitchurch-Stouffville remains a safe,
Fines
Reserves that are unrestricted can be transferred to stabilize operations due to unexpected events, losses of income, and large unbudgeted expenses. From time to time unexpected issues occur and repairs to Town equipment, vehicles or buildings are required and can be quite costly. Transfers from reserves refers to the contribution from Town of Whitchurch-Stouffville reserves to fund operating expenses.
Transfers From Reserves
Municipalities need to supply services, such as road maintenance, sewers, parks and libraries, to their citizens. Towns and cities that do not supply adequate services will lose their economic advantage. These pages outline the nine ways the Town of Whitchurch-Stouffville funds all of our services for our citizens.
quiet and respectful place for all residents to live. There are many Municipal By-Laws that require permits for activities such as fires & open-air burning, fireworks, temporary signs, etc. Failure to obtain a permit for such activities will result in a fine. These fines and permit fees all contribute to our Operating Budget funds.
The Town of Whitchurch-Stouffville boasts nine rental facilities available for a vast range of events including tournaments, fundraisers and weddings. These buildings include the various Town arenas, halls, sports fields and the Whitchurch-Stouffville Museum. The rental income earned as a result of Town venue bookings provides a large contribution to the annual Town of Whitchurch-Stouffville Operating Budget.
Rental Income
GrantsA Grant is a non-repayable sum of money provided to a municipality for a particular project or plan. An example of this would be when the Town of Whitchurch-Stouffville received funds from the Provincial Government as part of Canada’s Clean Water
Deferred RevenueThe main component of deferred revenues are the drawdowns from development charge reserves, which fund the repayment of growth-related capital debt. Development charge draws in the operating budget are amounts required to service debt to pay for previous investments in growth-related capital projects. In Whitchurch-Stouffville’s municipal Budget, debt service includes both interest and repayment of principal.
2021 | 2022 Revenue Sources
37.4 | 37.2 m
9.5 | 9.5 m
5.5 | 5.8 m
2.9 | 2.9 m
2.8 | 3.1 m
2.5 | 2.4 m
Property Taxes
User Fees
Other
Deferred Revenue
Rental Income
Grants
0.8 | .9 m Fines
and Wastewater Fund. The money was used for improvements to the Town’s storm sewer system. Grants may be for operating or capital projects.
COMMUNITY
Internal recoveries are revenues for services that are provided between Town departments. The revenues net against expenses, so the overall budget impact is zero. Amounts are allocated to more completely reflect the cost of providing services, particularly to areas that have a self-sustaining mandate such as the rates budgets, Building Services and the Library. Examples include direct and indirect costs to support the Building division, and computer rentals, licenses and maintenance.
Recoveries - Internal Revenue
External recoveries are revenues for services that are provided between the Town and external organizations or entities such as York Region. Examples of when we would use external sources include engineering staff time and administrative overhead for site inspections, meetings for
Recoveries - External Sources
Property TaxesOne of the carrying costs that come with homeownership is your property tax. Property taxes are charged by the municipality you live in and are used to pay for services such as garbage and recycling collection, sewer protection, road and draining maintenance, snow removal, street lighting, policing, fire protection and more. How much you have to pay depends on the municipality you live in, as well as the value of the other properties around you.
Once a year, Whitchurch-Stouffville, and all other municipalities across the province, determine their property tax rate. In Ontario, the assessed value of your
site and development agreements, recovery for roads/sidewalk winter maintenance for not assumed subdivisions, or cost and administrative overhead for work done on behalf of the developers.
property is determined by the Municipal Property Assessment Corporation (MPAC). The Ontario Government has announced that the 2020 Assessment Update has been postponed. Property assessments for the 2021 taxation year will continue to be based on the fully phased-in January 1, 2016 current values (i.e., the same valuation date in use for the 2020 taxation year). Your 2016 Notice reflects the assessed value and classification of your property as of January 1, 2016 and this will be used as the basis for calculating your 2021 property taxes. The 2021 property taxes are calculated using the assessed value and multiplying it by the combined municipal and education tax rates (also known as blended tax rate) for each property class.
Property taxes are ultimately determined by how much money the municipality needs to supply you with the services you and your family need.
32.1%In 2020, the Town of Whitchurch-Stouffville received
of the fees paid on your tax bill
41.3%went to the Region of York
26.6%went to the Province of Ontario for education
In 2020, the Town of Whitchurch-Stouffville had the 7th lowest residential tax rate in the entire Greater Toronto-Hamilton Area, making it one of the most affordable locations in Southern Ontario.
East Gwillimbury
Aurora
Burlington
Oakville
Whitchurch-Stouffville
Vaughan
Richmond Hill
Milton
0.77729
0.75289
0.72666
0.72466
0.70997
0.66529
0.65311
0.66870
Markham
Toronto
0.62319
0.59970
18.
19.
20.
22.
23.
24.
25.
26.
27.
21.
$1,529
low net municipal tax levy per capita of
Compared to other municipalities, Whitchurch-
Stouffville enjoys a...
4.5%
low percentage of property tax & water fees of household income of
an improving percentage of reserves of our
complete revenues of44%
an improving amount of reserves per capita of
$410
COMMUNITY10
Long-Range Fiscal & Community Planning
The Operating Budget seeks to deliver the services contemplated under the Strategic Plan while incorporating recommendations from the many Master Plans completed in 2018 and 2019, and within the fiscal capacity of the Town of Stouffville (the “Town”).
The enhancement of the administration of the Town towards becoming a high-performance organization and the challenges of the physical infrastructure are the two dominant themes for the current budget and through this term of Council.
The enhancement of administration to achieve service excellence is provided through a series of initiatives including staff development and empowerment, and the implementation of new software systems. Ensuring hiring competitiveness and training for professional development and service excellence is not a single year commitment but continues for multiple years to come.
Long-range operating budget planning has been dramatically influenced by the impacts of COVID-19, Bill 108 and Bill 135 and attendant regulations. The operating budget contribution to capital, in excess of $7.3 million, is critical to the maintenance of existing assets and the delivery of strategic initiatives. The adequacy of growth-related capital funding through Development Charges continues to be a challenge and the uncertainty with respect to development activity affects our taxing capacity as well. It is difficult to forecast the growth in service delivery without some confidence in the timing of development, and the form of development.
The Town is undertaking a series of capacity studies that will help to clarify the development potential within the current urban boundaries.
The information technology infrastructure has received great attention
over the last three years to prepare for the modernization of productivity software systems. There is a well-developed strategy for systems implementation, the timing set by priority, to enhance the quality of service and information flowing to Council and to staff.
Many of these new systems are ‘cloud’ based with annual subscription costs; this change from capital funded, on-site hosted systems, to externally hosted systems place s a greater pressure on operating costs, but conversely reduces the demand on capital. For example, the 2021 impact is 0.54% of the levy increase with the expectation that this will continue as new systems come into service.
While no new debt is contemplated for 2021, staff continue to be concerned about both the impact of the COVID -19 uncertainties and legislative challenges described above and in the capital budget, and the sufficiency of growth-related revenues to fund debt servicing costs through the current repayment periods.
At the same time, the Town continues to advocate for commercial and industrial development within the potential Provincially Significant Employment Zone (PSEZ) along the Highway 404 corridor. This goes to the strategic objective of expanding the tax base through a diversified economy with the objective of supporting work-life balance and assisting with non-residential growth revenue from development charges.
Additionally, the Town has applied to York Region to approve the conversion of commercial land to multiple use commercial and residential and to bring underutilized properties into active use and increase the commercial utilization in a newer model.
THE BUDGET12
Iain LovattMessage from the Mayor
Well, we never saw this coming! That seems to be the sentiment for most people in Whitchurch-Stouffville today. In the midst of the Covid-19 pandemic, many are faced with financial pressures related to home life, work or school. The Town is no different and the fact that it’s budget time again has put a heightened focus and emphasis on bringing in a budget that is fiscally responsible while maintaining and if possible, increasing service levels. This year, we will be presented with our first ever multi-year budget earlier than we ever have had in our history. Historically, February is budget time. This budget, presented in December, will give staff a head start on implementing the strategic investments and early tenders to gain the best value for our tax dollars.
Overall, Council & Staff are committed
The mission of Council is to have the vision and understanding of what is needed for the Town of Whitchurch-Stouffville to continue to be a progressive, prosperous and thriving community. It is the mission of the Town’s staff to share that vision and understanding in carefully developing operating and capital budgets, with the best interests of everyone in mind and which are fiscally responsible and sustainable, in pursuit of service excellence.
Council and staff understand that our present and future residents, businesses, investors, visitors expect, and deserve, that we deliver and provide the best services possible.
As Chief Administrative Officer for the Town, I am proud to present the Draft Operating and Capital Budget for 2021 which is the culmination of many hours of
Rob AdamsMessage from the CAO
to enhancing our residents’ experience in town, and I believe this multi-year budget will demonstrate that vision. While there will be some obvious COVID-19 related budgetary pressures that Council will need to address this year, I am confident in our Staffs’ “fine tooth comb” approach and bringing the recommendations before you for Councils’ consideration and adoption. While it’s fair to say 2020 is not what anyone planned for or expected, WS is well positioned to weather this pandemic and deliver for its residents great value. Thanks for taking an interest in your community and reading the budget!
dedicated staff work from throughout the organization. All through the year, staff will monitor the Town’s financial health on a day-to-day basis and look for ways to improve service delivery and streamline processes.
I would like to thank staff across the organization who have worked tirelessly to produce and deliver a balanced budget at a time when there will be budgetary challenges and pressures.
Mayor & Council
ROB RAYCROFTDeputy CAO /Corporate Services
BRIAN PARROTTDirector of Finance / Treasurer
HAIQING XUDirector of Development Services
MARILOU MURRAYDirector of Leisure & Community Services
The Draft Operating Budget is compiled every year by the Town’s senior management team, managers and expert staff. In total, the Town has one Chief Administrative Officer, five Directors, a Fire Chief and the Library’s Chief Executive Officer on the senior management team. All of them oversee the various departments within the Town.
The Chief Administrative Officer is the head of the corporation and is the primary liaison between staff and Council.
Whitchurch-Stouffville Council, which is comprised of the Mayor and six Councillors, is responsible for approving the operating, rate-based and capital budgets. These budgets must meet Council’s objectives in a fiscally prudent manner. The senior management team is comprised of the individuals on the right.
MARGARET WALLACEChief Executive Officer - Library
WILLIAM SNOWBALLFire Chief
BRIAN KAVANAGHDirector of Public Works
From left, Ward 5 Councillor Richard Bartley, Ward 6 Councillor Sue Sherban, Ward 2 Councillor Maurice Smith, Mayor Iain Lovatt, Ward 1 Councillor Ken Ferdinands, Ward 4 Councillor Rick Upton, Ward 3 Councillor Hugo Kroon.
THE BUDGET 13
THE BUDGET14
Frequently Asked Questions
The Operating Budget is an annual, detailed projection of the day-to-day expenses that are required to run the Town of Whitchurch-Stouffville and deliver services to residents. This type of budget is largely funded by municipal fines, property taxes and user fees.
What is the Operating Budget?
The budget supports expenditures for the Town of Whitchurch-Stouffville services such as recreation and programming, fire protection, library services, culture, facilities maintenance, roads, water/wastewater, parks, wages/benefits and administration. The budget is largely funded by nine different revenue sources of which property taxes and user fees are the primary sources.
What does the operating budget support?
The budget process draws information from historical data and direction from a wide range of sources such as various studies and plans, as previously approved by Council, and require hundreds of staff hours to complete. The budget is developed based on existing service levels, adjusted for growth, legislated requirements and inflationary factors. Once all details are compiled, the budget is presented to Council for its approval. The objective is to be fiscally responsible in managing the Town’s assets and operations, while continuing to provide service excellence and community engagement.
How is the 2021 Budget decided?
Is a document that contains detailed anticipated expenditures and revenues for two or more budgetary periods. Multi-year budgeting provides an effective way for municipal governments to plan, allocate resources and align financial plans with long-term strategic objectives. The Town is proposing its first multi-year budget the 2021 and 2022 budget years, with 2022 being the fourth and final year of the current term of Council.
What is a Multi-Year Budget?
The operating budget deals with day-to-day activities such as Town programs and services, maintenance of facilities and infrastructure, fire protection, by-law enforcement and many other services that support the Town. The operating budget outlines both expenditures and revenue sources and the grant to the Public Library and other organizations.
The operating budget also includes the regular maintenance of assets and the replacement of small items. We can think of operating expenditures by the type of service provided, for example, programs or administration; by the object type such as salaries, utilities, and debt repayment as just a sample; and of course, by department— the traditional approach. There are many approaches to presenting revenue and expenditures and staff continually seek to enhance the budget presentation.
A capital budget is largely concerned with our fixed assets such as facilities; infrastructure including parks, roads, sewer and water systems; and all other assets owned by the Town. Maintenance that increases the life of an asset is a capital expense, as is the replacement of capital assets. For the proposed capital budget, we have characterized capital expenses as growth related, asset management, and strategic initiatives.
Growth refers to new development projects, much of which is funded from development charges. Asset management is the long-term or ‘life-cycle’ repair, rehabilitation, or replacement of current assets and those to be acquired. Strategic initiatives are those projects that are community oriented or enhance the administration of the Town.
What is the difference between an operating budget and a capital budget?
15THE BUDGET
Definitions
The Budget Cycle
A tax rate is the percentage applied to the assessed value of property assessment to provide the property tax levy. The amount to be raised is based on the tax revenue requirements of the Town of Whitchurch-Stouffville’s operating budget. The residential tax rate acts as the benchmark. The Residential Tax Rate = Amount to be Raised/Total Weighted Assessment). The tax rates for all other classes of property are determined relative to the residential tax rate.
Property tax is the main source of revenue for the Town of Whitchurch-Stouffville. The tax levy is the total amount of money to be raised from property taxes set by the Town’s budget. The tax levy provides the largest single source of funding for the yearly operating budget. The tax levy comes from property taxes, which are based on the assessed value of properties within the Town.
The Town of Whitchurch-Stouffville is responsible for the collection of taxes on behalf of York Region and the Province of Ontario for Regional and educational services. The blended tax rate is the total of the Town’s rate, York Region’s rate and the Provincial education tax rate.
Tax Rate Tax Levy Blended Tax Rate
The performance of the Corporation is continually compared to the approved budget as a control mechanism and a performance assessment tool. Staff monitor deviations, anomalies, unanticipated events and external factors help maintain the financial plan for the year.
1BudgetDrivers
BudgetDevelopment2 3
BudgetApproval4 5Budget
Monitoring
Budget drivers are factors that significantly influence our budget’s activities. Examples of some drivers that will influence Whitchurch-Stouffville’s 2021 operating budget include development activity (historically below projection but forecasted to increase within the next 5 years); COVID related restrictions impacting the provision of services; asset management as outlined in the Town’s Asset Management Plan (AMP); and low interest rates.
Budget development is the process of assembling operating and capital budgets of divisions and departments together and incorporating forecasts to produce a well structured, cohesive financial plan.
The budget review process is a staff level detailed review, balancing service delivery and capital management with fiscal constraints and long-term sustainability. At this stage, staff takes a look at all the divisions and departments. The financial plan is reviewed in the context of the entire Corporation. The budget review process ensures the protection and maintenance of core services to residents as well as develops cost saving strategies and efficiencies within the Town.
The budget approval process consists of Council’s review of all the operating and capital budgets put forth by Staff. Council, through deliberations, will approve a budget that meets their objectives.
BudgetReview
THE BUDGET16
Operating Budget SummaryThe 2021 and 2022 Whitchurch-Stouffville Operating Budgets proposes a series of fiscal measures for the delivery of the Town’s Strategic Plan, its master plans, and to satisfy compliance with statutory provisions. The Town of Whitchurch-Stouffville is a broadly diversified service entity, operating within a highly regulated statutory environment, and with reporting obligations greatly in excess of private sector entities.
The draft 2021 operating budget contemplates $ 61,258,867 of revenues and $ 61,565,997 of expenditures. For a base budget net levy increase of $307,130 or 0.89% after net assessment growth of 0.87%. Please refer to pages 54 to 63 for proposed staffing additions and other operating budget impacts.
Based on the 2021 Council decisions and the final budget being approved, the net levy increase for 2022 will be calculated.
For illustration purposes, the net tax levy is increased from the base levy of $307,130 to $1,419,029 which includes all of the proposed staffing additions, market compensation review and COLA of 1%. This results in an overall 2021 and 2022 levy increase of 4.11%
and 5.34%, respectively, as illustrated on pages 18 and 19.
The pillars of the Town’s Strategic Plan are: 1) Fiscal Sustainability, 2) Expanding the tax base through a growing, diversified economy, 3) Service Excellence, and 4) Asset Planning, Maintenance and Development. Each of these pillars is supported through program service delivery—funded through the operating budget—and through the operating contribution to the capital plan.
Many of the Town’s current projects aid in sustainable development or fiscal sustainability through effective and efficient administration, improved long-term planning, and enhanced reporting to senior management and Council to assist with effective decision making. Examples include the new Budget System, the Permitting System, Human Resources Information System, the Asset Management and Work Order systems, and the Customer Relationship Management (CRM) contemplated for 2021.
These systems are expected to generate operating savings by improving administrative efficiency, enhancing service
delivery, expanding the quality of financial and operating reporting, and supporting asset management and maintenance.
Budget drivers include the staffing additions, COVID-19 Pandemic; collective bargaining agreements with Fire Emergency Services and Library Services, revenue reductions to reflect economic realities, and other budget pressures to maintain service levels.
Salaries and benefits are the most significant operating investment, representing approximately 47.4% of gross expenditures. The Town has a commitment to review the overall competitiveness of remuneration, at least every four years.
The Town continues to deal with the immediate public health crisis while maintaining service continuity.
The 2021 budget demonstrates a commitment to maintain existing service levels in all departments as the Town continues to be impacted by the COVID-19 Pandemic. Staff are sensitive to the services provided to residents and the wishes of Council with respect to the levels and quality of services.
Corporate Services
Leisure & Community Services
Public Works
Development Services
Fire & Emergency Services
Finance & Technology Services
Office of the CAO
Public Library
2028323640444550
Projected 2021 Operating Expenditures of
$62,677,896 Projected 2021 Operating Revenues of
$61,258,867
Net Levy Increase of
4.11%
Projected net levy increase of
$1,419,029=
2021 Expenses by Expense Object$29.75
$10.75
$5.39
$3.88
$2.76
$2.64
$2.43
$1.60
$1.07
$0.86
$0.63
$0.57
$0.19
$0.15
15.55 m
9.66 m
7.30 m
6.35 m
4.74 m
4.22 m
2.16 m
0.72 m
0.68 m
0.15 m
Leisure & Community Services
Public Works
Fire & Emergency Services
Corporate Services
Development Services
Financial Services
Library Grant
Office of the CAO
Council
Cemetery
2021 Expenses by Department
Salaries & Benefits
Transfer to Reserves
Professional Services
Debt Repayments
Utilities & Telecommunications
Property Maintenance
Transfers
Office Supplies & Maintenance
Vehicle Operations
Licenses & Fees
Insurance
Internal Allocation
Interest & Bank Charges
Write Offs
2021
Projected 2021 Operating Expenditures of
$61,757,946 Projected 2021 Operating Revenues of
$65,097,597
Net Levy Increase of
5.34%
Projected net levy increase of
$1,920,622=
2022 Expenses by Expense Object$31.07
$10.69
$5.48
$3.88
$2.85
$2.68
$2.50
$1.97
$1.09
$1.27
$0.68
$0.57
$0.21
$0.15
15.99 m
9.92 m
7.53 m
6.85 m
4.86 m
4.83 m
2.24 m
0.73 m
0.69 m
0.15 m
Leisure & Community Services
Public Works
Fire & Emergency Services
Corporate Services
Development Services
Financial Services
Library Grant
Office of the CAO
Council
Cemetery
2021 Expenses by Department
Salaries & Benefits
Transfer to Reserves
Professional Services
Debt Repayments
Utilities & Telecommunications
Property Maintenance
Transfers
Office Supplies & Maintenance
Vehicle Operations
Licenses & Fees
Insurance
Internal Allocation
Interest & Bank Charges
Write Offs
2022
DEPARTMENTS20
Corporate ServicesThe Corporate Services Department is responsible for a variety of legislative, corporate and public services. The department consists of five divisions: Centralized Customer Service Centre, Clerk’s (including cemeteries), Corporate Communications, Legal & Municipal Law Enforcement (including animal services) and Human Resources.
Even though legal expenses are difficult to predict at the beginning of the year, Legal Services does traditionally have the largest
The 2021 operational budget projects Corporate Services will account for
13.9%
14.4%The 2022 operational budget projects Corporate Services will account for
of the Town’s total expenditures including cemeteries and Council expenses
Corporate CommunicationsOfficer
Manager,Human Resources
Manager,Customer Service
Town Clerk
Deputy CAO, Corporate Services
Representing
14.4%of the Town’s full-time
workforce
202120222021
projected revenues
2022projected revenues
$1.9m$2.3m
* includes Council and cemeteries
of the Town’s total expenditures including cemeteries and Council expenses
Town Solicitor
Administrative Assistant
amount of expenditures in the Corporate Services Department. Real Estate makes contributions to reserves with the sale of surplus property.
Human Resources, Clerk’s, Municipal Law Enforcement and Customer Service are also expected to have expenditures greater than a half million dollars.
Corporate CommunicationsCoordinator
Advertising & Marketing Coordinator
Customer ServicesAssociate (FT)
Senior Clerk’s Coordinator
Council Coordinator
Licensing & Public Services Coordinator
Committee Coordinator
Records Coordinator
Sr. Human Resources Generalist
Human Resources Generalist
Health & Safety Specialist
Payroll Clerk
Sr. Law Clerk
Law Clerk
Supervisor, Municipal Law Enforcement
Municipal Law Enforcement Officer
Sr. Municipal Law Enforcement Officer
Animal Services Officer
By-Law & Corporate Support
+ part-time reception clerks
+ part-time animal services officers
+ part-time parking control officers
17number of days
StouffvilleReopens.ca was under development
in-house before successful launch
6.4kpages viewed on L4A.ca within the first 2 weeks
of launch. Farmers’ Market dominated
summer viewership
41ktelephone calls
received by Customer Service
in Town Hall
671kpeople reached
through 494 posts on the Town’s corporate
Facebook page.
195,800
234
copies of "On The Road inWhitchurch-Stouffville"mailedto 17,800 households
local business promoted
60 local events promoted
66 pages of Town services & initiatives promoted130
450marriage licenses were issued in 2020
burial permits issued in 2020
LEGA
L
REAL
EST
ATE
HUM
AN R
ESOU
RCES
CLER
KS
BY-L
AW
CUST
. SER
VICE
ADM
IN
Projected 2021 Expenses
ADM
IN
CUST
. SER
VICE
BY-L
AW
CLER
KS
HUM
AN R
ESOU
RCES
REAL
EST
ATE
LEGA
L
DIGITAL ONLY
issues of "On The Road promoting local businesses during the COVID-19 pandemic
5
Animal Services case files opened so far in 2020
426
Parking complaints received so far in 2020
599
$1.17
$1.00
$.90
$.76$.88
$.56
$.44
* in millions of dollars
Projected 2022 Expenses
* in millions of dollars
$1.23
$1.10
$1.00
$.94
$.91
$.58
$.45
Corp
orat
e Se
rvic
esOb
ject
Nam
eAu
dite
d
Dec
31/2
019
2020
Bud
get
2021
Bud
get
Budg
et
Chan
ge ($
)Bu
dget
Ch
ange
(%)
2022
Bud
get
Budg
et
Chan
ge ($
)Bu
dget
Cha
nge
(%)
Sala
ries
& Be
nefit
s 3
,931
,235
3
,832
,090
4
,085
,090
2
53,0
00
6.60
% 4
,222
,569
1
37,4
79
3.37
%
Utili
ties
& Te
leco
mm
unic
atio
ns 1
6,72
5 1
3,90
0 1
7,10
0 3
,200
23
.02%
18,
200
1,1
00
6.43
%
Lice
nce
& Fe
es 6
,480
6
,480
6
,480
-
0.
00%
6,4
80
-
0.00
%
Insu
ranc
e -
4
65,0
00
508
,500
4
3,50
0 9.
35%
556
,350
4
7,85
0 9.
41%
Prof
essi
onal
Ser
vice
s 2
73,0
09
361
,500
3
60,0
00
(1,5
00)
-0.4
1% 3
56,7
50
(3,2
50)
-0.9
0%
Offic
e Su
pplie
s &
Mai
nten
ance
302
,687
2
72,0
80
280
,080
8
,000
2.
94%
600
,580
3
20,5
00
114.
43%
Vehi
cle
Oper
atio
ns 2
12,5
19
18,
100
19,
000
900
4.
97%
19,
000
-
0.00
%
Prop
erty
Mai
nten
ance
96,
106
-
-
-
- -
-
-
Gran
ts 4
,530
8
,000
8
,000
-
0.
00%
8,0
00
-
0.00
%
Inte
rest
& B
ank
Char
ges
5,3
53
5,3
00
5,8
00
500
9.
43%
5,8
00
-
0.00
%
Tran
sfer
s to
Res
erve
s 1
20,0
00
1,0
10,0
00
1,0
10,0
00
-
0.00
% 1
,010
,000
-
0.
00%
Tran
sfer
s fr
om R
eser
ves
(126
,700
) (7
7,50
0) (7
7,50
0) -
0.
00%
(397
,500
) (3
20,0
00)
412.
90%
Reco
verie
s -
Exte
rnal
Rev
enue
-
50,
000
50,
000
-
0.00
% 5
0,00
0 -
0.
00%
Reco
verie
s -
Inte
rnal
Rev
enue
(8,9
16)
(167
,330
) (1
81,3
00)
(13,
970)
8.35
% (1
92,3
00)
(11,
000)
6.07
%
User
Fee
s (2
87,3
59)
(1,3
20,5
10)
(1,3
39,7
60)
(19,
250)
1.46
% (1
,340
,760
) (1
,000
)0.
07%
Fine
s (9
9,54
8) (1
10,0
00)
(223
,600
) (1
13,6
00)
103.
27%
(261
,200
) (3
7,60
0)16
.82%
Prop
erty
Tax
es (1
,038
) -
-
-
-
-
-
-
Gran
ts -
(2
,000
) (2
,000
) -
0.
00%
(2,0
00)
-
0.00
%
Reco
verie
s -
Exte
rnal
(68,
842)
(81,
250)
(81,
250)
-
0.00
% (8
1,25
0) -
0.
00%
Tota
ls 4
,376
,241
4
,283
,860
4
,444
,640
1
60,7
80
3.75
% 4
,578
,719
1
34,0
79
3.02
%
Expe
nse
4,9
68,6
44
6,0
42,4
50
6,3
50,0
50
5.09
% 6
,853
,729
7.
93%
Reve
nue
(592
,403
) (1
,758
,590
) (1
,905
,410
)8.
35%
(2,2
75,0
10)
19.4
0%
Net
4,3
76,2
41
4,2
83,8
60
4,4
44,6
40
3.75
% 4
,578
,719
3.
02%
Tota
l Cor
pora
te S
ervi
ces
4,3
76,2
41
4,2
83,8
60
4,4
44,6
40
3.75
% 4
,578
,719
3.
02%
DEPARTMENTS22
Note
s
DEPARTMENTS24
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 2
8,56
0 3
1,09
0 3
1,55
0 4
60
1.48
% 3
1,55
0 -
0.
00%
Utili
ties
& Te
leco
mm
unic
atio
ns 2
30
230
2
30
-
0.00
% 2
30
-
0.00
%
Insu
ranc
e 2
,300
2
,600
2
,900
3
00
11.5
4% 3
,200
3
00
10.3
4%
Prof
essi
onal
Ser
vice
s 6
7,17
5 8
3,05
0 8
5,05
0 2
,000
2.
41%
85,
050
-
0.00
%
Offic
e Su
pplie
s &
Mai
nten
ance
4,4
30
11,
040
11,
040
-
0.00
% 1
1,04
0 -
0.
00%
Prop
erty
Mai
nten
ance
1,0
14
4,0
70
4,0
70
-
0.00
% 4
,070
-
0.
00%
Tran
sfer
s to
Res
erve
s 2
7,46
2 1
17,1
40
14,
380
(102
,760
)-8
7.72
% 1
4,08
0 (3
00)
-2.0
9%
Tran
sfer
s fr
om R
eser
ves
-
(100
,000
) -
1
00,0
00
-100
.00%
-
-
User
Fee
s (9
3,67
2) (1
25,2
20)
(125
,220
) -
0.
00%
(125
,220
) -
0.
00%
Fine
s (3
7,49
9) (2
4,00
0) (2
4,00
0) -
0.
00%
(24,
000)
-
0.00
%
Tota
ls -
-
-
-
-
-
Expe
nse
131
,171
2
49,2
20
149
,220
-4
0.13
% 1
49,2
20
0.00
%
Reve
nue
(131
,171
) (2
49,2
20)
(149
,220
)-4
0.13
% (1
49,2
20)
0.00
%
Net
-
-
-
-
Tota
l Cem
eter
y -
-
-
-
Cem
eter
ies
Note
s
DEPARTMENTS26
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 5
60,9
35
588
,710
5
97,8
20
9,1
10
1.55
% 6
02,8
90
5,0
70
0.85
%
Prof
essi
onal
Ser
vice
s 4
,727
5
,000
5
,000
-
0.
00%
5,0
00
-
0.00
%
Offic
e Su
pplie
s &
Mai
nten
ance
41,
478
49,
300
49,
300
-
0.00
% 4
9,30
0 -
0.
00%
Tran
sfer
s to
Res
erve
s 3
0,00
0 3
0,00
0 3
0,00
0 -
0.
00%
30,
000
-
0.00
%
Tota
ls 6
37,1
40
673
,010
6
82,1
20
9,1
10
1.35
% 6
87,1
90
5,0
70
0.74
%
Expe
nse
637
,140
6
73,0
10
682
,120
1.
35%
687
,190
0.
74%
Reve
nue
-
-
-
-
Net
637
,140
6
73,0
10
682
,120
1.
35%
687
,190
0.
74%
Tota
l Cou
ncil
637
,140
6
73,0
10
682
,120
1.
35%
687
,190
0.
74%
Coun
cil
Note
s
DEPARTMENTS28
Leisure & Community Services The Leisure & Community Services Department is accountable for the administration, operation and maintenance of all Town municipal facilities and parks; the implementation of short and long term asset management plans for all municipal facilities; the planning and execution of recreational programming; the development, provision and facilitation of culture, theatre and museum services along with a year round roster of special community events for all our residents and
The 2021 operational budget projects Leisure & Community Services will account for
30.2%
29.6%The 2022 operational budget projects Leisure & Community Services will account for
of the Town’s total expenditures.
Manager,Recreation
Manager, Facilities & Parks
Director, Leisure & Community Services
202120222021
projected revenues
2022projected revenues
$7.6m$8.2m
of the Town’s total expenditures.
Manager, Culture & Community Services
Administrative Assistant
Maintenance Technician
visitors.This year has been especially challenging
for our department as we have necessarily pivoted to manage the needs of our diverse and growing community with engagement opportunities while complying with the varying Provincial Orders put in place to fight the spread of Covid-19. We are committed to ensuring that all are safe in our facilities and our programs as we navigate through the current circumstances.
Manager, Facility Assets & Capital Planning
Representing
26.4%of the Town’s full-time
workforce
4
Facility Supervisor
Parks Supervisor
Facility Operations Clerk
Facility Booking Clerk
Operators
Aquatics Supervisor
Recreation Supervisor
Fitness Supervisor
Recreation Admin Supervisor
63kpeople reached through 14 virtual programs and events at the museum
and 19 on the Park
7.9kpeople visited the new and improved Farmers’ Market in Downtown
Stouffville this summer
129%of the total visitor goal
obtained for the COVID-19 affected Drive Thru
Country Ribfest
100%of the allowable capacity
under COVID-19 restrictions was reached at Movies in
the Park this summer
COM
MUN
ITY
PROG
RAM
S
SPOR
TS C
OMPL
EXES
FACI
LITI
ES
CULT
URE
PARK
S
ADM
IN
Projected 2021 Expenses
$4.10
$3.47
$3.08
$1.78$2.54
$.58
* in millions of dollars
Projected 2022 Expenses
* in millions of dollars
$4.32
$3.48
$3.07
$2.57
$1.86
$..59
14
Operators7
Aquatics Programmer
Recreation Programmer
Fitness Programmer
Facility Booking Clerk
Special Events Coordinator
Downtown Coordinator
Cultural Facility Supervisor
Museum Supervisor/Curator
Coordinator, Museum/Cultural Events
Cultural and Rental Coordinator
Cultural and Rental Coordinator
+ part-time aquatics staff
+ part-time recreational staff
+ part-time fitness staff
+ part-time reception clerks
+ part-time interpreters, event staff
+ part-time box office, event staff
+ part-time event staff
+ part-time event staff
COM
MUN
ITY
PROG
RAM
S
SPOR
TS C
OMPL
EXES
FACI
LITI
ES
PARK
SCULT
URE
ADM
IN20 Town-owned facilities under our management, including
3government
buildings
2culturalfacilities
4community
centres
2arenas
7sports
facilities
2fire halls
totaling over 484,000 square feet
The Whitchurch-Stouffville Museum & Community Centre was the recipient of the Ontario Museum Association “2020 Award of Excellence in Exhibition” for the exhibit Archaeology Alive! The
Jean-Baptiste Laine Site in Whitchurch-Stouffville.
DEPARTMENTS30
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 7
,432
,332
8
,375
,780
8
,191
,255
(1
84,5
25)
-2.2
0% 8
,436
,470
2
45,2
15
2.99
%
Utili
ties
& Te
leco
mm
unic
atio
ns 1
,807
,875
1
,833
,900
1
,837
,940
4
,040
0.
22%
1,8
62,9
40
25,
000
1.36
%
Insu
ranc
e 1
1,00
0 1
2,70
0 1
4,00
0 1
,300
10
.24%
15,
400
1,4
00
10.0
0%
Prof
essi
onal
Ser
vice
s 4
88,0
85
468
,930
4
77,4
60
8,5
30
1.82
% 5
01,5
80
24,
120
5.05
%
Offic
e Su
pplie
s &
Mai
nten
ance
481
,467
4
93,7
10
457
,340
(3
6,37
0)-7
.37%
488
,860
3
1,52
0 6.
89%
Vehi
cle
Oper
atio
ns 4
63,4
98
614
,420
6
36,1
30
21,
710
3.53
% 6
50,7
80
14,
650
2.30
%
Prop
erty
Mai
nten
ance
1,0
72,1
84
997
,580
1
,047
,840
5
0,26
0 5.
04%
1,0
37,6
80
(10,
160)
-0.9
7%
Gran
ts 2
09,9
22
252
,480
2
56,9
80
4,5
00
1.78
% 2
56,9
80
-
0.00
%
Inte
rest
& B
ank
Char
ges
160
,235
1
64,5
00
146
,490
(1
8,01
0)-1
0.95
% 1
67,7
00
21,
210
14.4
8%
Debt
Fin
anci
ng 1
,060
,896
1
,024
,000
9
65,8
10
(58,
190)
-5.6
8% 9
65,8
10
-
0.00
%
Debt
Prin
cipl
e 1
,413
,046
1
,462
,810
1
,514
,640
5
1,83
0 3.
54%
1,5
14,6
40
-
0.00
%
Tran
sfer
s to
Res
erve
s 5
41,5
88
6,0
00
1,0
00
(5,0
00)
-83.
33%
1,0
00
-
0.00
%
Tran
sfer
s fr
om R
eser
ves
(2,0
26)
-
(84,
940)
(84,
940)
n/a
(84,
940)
-
0.00
%
Reco
verie
s -
Inte
rnal
Rev
enue
(464
,191
) (5
14,7
90)
(525
,730
) (1
0,94
0)2.
13%
(527
,010
) (1
,280
)0.
24%
User
Fee
s (2
,466
,091
) (2
,852
,400
) (2
,457
,267
) 3
95,1
33
-13.
85%
(2,6
93,1
96)
(235
,929
)9.
60%
Rent
al In
com
e (2
,964
,154
) (3
,063
,040
) (2
,713
,180
) 3
49,8
60
-11.
42%
(3,0
64,9
80)
(351
,800
)12
.97%
Fine
s (7
,325
) (7
,600
) (7
,600
) -
0.
00%
(7,6
00)
-
0.00
%
Defe
rred
Rev
enue
(1,7
07,9
85)
(1,7
03,1
30)
(1,6
91,4
50)
11,
680
-0.6
9% (1
,692
,440
) (9
90)
0.06
%
Prop
erty
Tax
es -
(7
2,34
0) (7
4,99
0) (2
,650
)3.
66%
(76,
940)
(1,9
50)
2.60
%
Gran
ts (5
9,18
4) (4
6,03
0) (5
2,81
0) (6
,780
)14
.73%
(52,
810)
-
0.00
%
Reco
verie
s -
Exte
rnal
(53,
528)
(25,
000)
(26,
200)
(1,2
00)
4.80
% (2
6,20
0) -
0.
00%
Tota
ls 7
,417
,644
7
,422
,480
7
,912
,718
4
90,2
38
6.60
% 7
,673
,724
(2
38,9
94)
-3.0
2%
Expe
nse
15,
142,
128
15,
706,
810
15,
546,
885
-1.0
2% 1
5,89
9,84
0 2.
27%
Reve
nue
(7,7
24,4
84)
(8,2
84,3
30)
(7,6
34,1
67)
-7.8
5% (8
,226
,116
)7.
75%
Net
7,4
17,6
44
7,4
22,4
80
7,9
12,7
18
6.60
% 7
,673
,724
-3
.02%
Tota
l Lei
sure
& C
omm
unity
Ser
vice
s 7
,417
,644
7
,422
,480
7
,912
,718
6.
60%
7,6
73,7
24
-3.0
2%
Leis
ure
& C
omm
unity
Ser
vice
s
Note
s
DEPARTMENTS32
Public WorksThe Public Works Department is responsible for the operation, maintenance and capital works associated with the municipal right-of-way infrastructure which includes roads, sidewalks, streetlights, traffic signals, signage and pavement markings, boulevard trees, water distribution systems, wastewater collection systems, storm water management facilities, and drainage facilities.
The 2021 operational budget projects Public Works will account for
18.7%
18.5%The 2022 operational budget projects Public Works will account for
Manager,Capital Projects
Manager, Operations
Director, Public Works
202120222021
projected revenues
2022projected revenues
$2.5m$2.4m
Administrative Assistant
The Department delivers numerous services including solid waste collection and recycling programs, fleet management, the school crossing guard program and winter snow clearing. These services are carried out by the department’s two divisions: Operations and Capital Projects.
Representing
15.8%of the Town’s full-time
workforce
of the Town’s total expenditures.
of the Town’s total expenditures.
Supervisor, Roads
Supervisor, Water/Wastewater
Operations Technologist
Operations Coordinator
Leadhand, Roads
ROAD
S
RECY
CLIN
G
ADM
IN
STRE
ETLI
GHTS
WAS
TE M
ANAG
EMEN
T
SIDE
WAL
KS
Projected 2021 Expenses
$5.11
$1.34
$1.22
$.51
$.71
$.43
* in millions of dollars
Projected 2022 Expenses
* in millions of dollars
$5.27
$1.37
$1.26
$.72
$.53
$.44
7
Leadhand, Arborist
Mechanic
Operations Clerk
Operators, Roads
Arborist
Leadhand, Water/Wastewater
Certified Waterworks Operator
Utility Locates Operator
5
Senior Project Manager
Project Manager
Asset Management / GIS Technician
Financial Coordinator
Capital Projects Technologist
5.0ktonnes of garbage
collected
4.4ktonnes of organics
collected
3.3ktonnes of recyclables
collected
110tonnes of textiles
collected
7.8k tonnes of material diverted from landfills
510 lane kms of roads maintained
3700 streetlights maintained
475 trees planted
Drinking water quality
Stouffville Ballantrae - Musselman’s Lake
100% 100%Ministry of the Environment,
Conservation and Parks inspection score
170kilometres of watermains maintained
85kilometres of
sanitary sewers maintained
100kilometres of storm sewers maintained
ROAD
S
RECY
CLIN
G
ADM
IN
STRE
ETLI
GHTS
WAS
TE M
ANAG
EMEN
T
SIDE
WAL
KS
DEPARTMENTS34
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 2
,634
,006
2
,550
,120
2
,589
,770
3
9,65
0 1.
55%
2,7
17,7
01
127
,931
4.
94%
Utili
ties
& Te
leco
mm
unic
atio
ns 4
94,9
68
518
,390
5
20,5
35
2,1
45
0.41
% 5
30,1
35
9,6
00
1.84
%
Prof
essi
onal
Ser
vice
s 3
,413
,876
3
,172
,360
3
,224
,550
5
2,19
0 1.
65%
3,2
85,9
50
61,
400
1.90
%
Offic
e Su
pplie
s &
Mai
nten
ance
316
,404
3
39,6
00
345
,855
6
,255
1.
84%
351
,155
5
,300
1.
53%
Vehi
cle
Oper
atio
ns 2
86,7
47
231
,770
2
46,2
50
14,
480
6.25
% 2
52,4
00
6,1
50
2.50
%
Prop
erty
Mai
nten
ance
1,6
92,6
71
1,5
39,2
30
1,5
90,3
50
51,
120
3.32
% 1
,641
,500
5
1,15
0 3.
22%
Debt
Fin
anci
ng 2
65,9
19
246
,480
2
14,7
90
(31,
690)
-12.
86%
214
,790
-
0.
00%
Debt
Prin
cipl
e 8
62,6
41
893
,330
9
25,0
20
31,
690
3.55
% 9
25,0
20
-
0.00
%
Tran
sfer
s to
Res
erve
s 1
,117
,398
-
-
-
-
-
-
-
Tran
sfer
s fr
om R
eser
ves
(120
,000
) (3
30,0
00)
(393
,910
) (6
3,91
0)19
.37%
(363
,910
) 3
0,00
0 -7
.62%
Reco
verie
s -
Inte
rnal
Rev
enue
(329
,125
) (3
64,5
00)
(364
,500
) -
0.
00%
(364
,500
) -
0.
00%
User
Fee
s (1
52,8
40)
(188
,080
) (1
86,3
30)
1,7
50
-0.9
3% (1
87,3
30)
(1,0
00)
0.54
%
Rent
al In
com
e (2
,862
) (4
,000
) (4
,500
) (5
00)
12.5
0% (4
,500
) -
0.
00%
Defe
rred
Rev
enue
(1,2
08,0
25)
(1,2
22,7
30)
(1,1
08,8
20)
113
,910
-9
.32%
(1,1
08,8
20)
-
0.00
%
Prop
erty
Tax
es -
-
-
-
-
-
-
-
Gran
ts (5
4,57
8) (5
4,00
0) (5
4,00
0) -
0.
00%
(54,
000)
-
0.00
%
Cont
ribut
ions
-
-
-
-
- -
-
-
Reco
verie
s -
Exte
rnal
(312
,184
) (3
55,0
00)
(355
,000
) -
0.
00%
(355
,000
) -
0.
00%
Tota
ls 8
,905
,016
6
,972
,970
7
,190
,060
2
17,0
90
3.11
% 7
,480
,591
2
90,5
31
4.04
%
Expe
nse
11,
084,
630
9,4
91,2
80
9,6
57,1
20
1.75
% 9
,918
,651
2.
71%
Reve
nue
(2,1
79,6
14)
(2,5
18,3
10)
(2,4
67,0
60)
-2.0
4% (2
,438
,060
)-1
.18%
Net
8,9
05,0
16
6,9
72,9
70
7,1
90,0
60
3.11
% 7
,480
,591
4.
04%
Tota
l Pub
lic W
orks
8,9
05,0
16
6,9
72,9
70
7,1
90,0
60
3.11
% 7
,480
,591
4.
04%
Publ
ic W
orks
Note
s
DEPARTMENTS36
Development ServicesThe Development Services Department consists of four divisions: Policy Planning, Development Planning, Engineering, and Building. It administrates and oversees key aspects of the land use planning and development in the Town, through policy development, administration of engineering review, building code review, and development approvals.
The 2021 operational budget projects Development Services will account for
9.2%
9.1%The 2022 operational budget projects Development Services will account for
Manager,Building Services / CBO
Manager, Policy Planning
Director, Development Services
202120222021
projected revenues
2022projected revenues
$4.5m$4.5m
Administrative Assistant
Representing
12.5%of the Town’s full-time
workforce
Manager,Development Planning
Manager,Engineering
of the Town’s total expenditures.
of the Town’s total expenditures.
Deputy CBO/Building Engineer
Permit Administrator
Zoning Administrator
Building Code Technician
BUIL
DING
ENGI
NEER
ING
DEVE
LOPM
ENT
POLI
CY
ADM
IN
Projected 2021 Expenses
$1.82
$1.26
$.85
$.32
$.50
* in millions of dollars
Projected 2022 Expenses
* in millions of dollars
$1.82
$1.27
$.82
$.60
$.35
Supervisor, Inspections
Building Official
Senior Building Official
3
Senior Planner, Development
Planner I, Development
Planner II, Heritage
Assistant Planner
Senior Development Engineer
Development Engineer / Coordinator
Engineering Coordinator
Engineering Technologist
Senior Planner, Policy
Planner II, Policy
seniors care units to be opened in next two years
1581959apartment units to be opened in the next two years
671freehold, semi- or townhouse units to be built in the near future
152condo units to be opened in near future
15total schools in Whitchurch-
Stouffville, including Catholic and Public
building permits issued in 2020
639
in work value in those permits
$176.9mbuilding permits fees brought in by the Town
$3.9m
2major school projects
coming by 2027 including an addition to SDSS
24site plan applications
received in 2020
14site plan applications approved and building
begun in 2020
BUIL
DING
ENGI
NEER
ING
DEVE
LOPM
ENT
POLI
CYADM
IN
DEPARTMENTS38
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 2
,835
,182
3
,261
,720
3
,391
,250
1
29,5
30
3.97
% 3
,529
,640
1
38,3
90
4.08
%
Utili
ties
& Te
leco
mm
unic
atio
ns 5
,183
4
,440
4
,440
-
0.
00%
5,6
40
1,2
00
27.0
3%
Prof
essi
onal
Ser
vice
s 9
30,4
45
669
,100
6
69,1
00
-
0.00
% 6
69,1
00
-
0.00
%
Offic
e Su
pplie
s &
Mai
nten
ance
68,
953
27,
020
33,
720
6,7
00
24.8
0% 3
3,72
0 -
0.
00%
Vehi
cle
Oper
atio
ns 3
,070
3
,230
4
,000
7
70
23.8
4% 4
,000
-
0.
00%
Prop
erty
Mai
nten
ance
138
1
50
150
-
0.
00%
150
-
0.
00%
Tran
sfer
s to
Res
erve
s 8
12,8
55
93,
600
121
,570
2
7,97
0 29
.88%
100
,360
(2
1,21
0)-1
7.45
%
Reco
verie
s -
Inte
rnal
Exp
ense
s 5
20,0
00
520
,000
5
20,0
00
-
0.00
% 5
20,0
00
-
0.00
%
Reco
verie
s -
Inte
rnal
Rev
enue
(910
,153
) (6
50,0
00)
(650
,000
) -
0.
00%
(650
,000
) -
0.
00%
User
Fee
s (3
,961
,770
) (3
,374
,490
) (3
,483
,140
) (1
08,6
50)
3.22
% (3
,483
,240
) (1
00)
0.00
%
Defe
rred
Rev
enue
(10,
288)
-
-
-
- -
-
-
Reco
verie
s -
Exte
rnal
(332
,600
) (3
39,8
60)
(330
,000
) 9
,860
-2
.90%
(330
,000
) -
0.
00%
Tota
ls (3
8,98
5) 2
14,9
10
281
,090
6
6,18
0 30
.79%
399
,370
1
18,2
80
42.0
8%
Expe
nse
5,1
75,8
26
4,5
79,2
60
4,7
44,2
30
3.60
% 4
,862
,610
2.
50%
Reve
nue
(5,2
14,8
11)
(4,3
64,3
50)
(4,4
63,1
40)
2.26
% (4
,463
,240
)0.
00%
Net
(38,
985)
214
,910
2
81,0
90
30.7
9% 3
99,3
70
42.0
8%
Tota
l Dev
elop
men
t Ser
vice
s (3
8,98
5) 2
14,9
10
281
,090
30
.79%
399
,370
42
.08%
Deve
lopm
ent S
ervi
ces
Note
s
DEPARTMENTS40
Fire & Emergency ServicesWhitchurch Fire and Emergency Services is a composite fire department staffed by both career and volunteer firefighters. Our mission is “Proudly Protecting People and Property through Public Education, Fire Prevention and Emergency Response.” They are also responsible for the Emergency Management Program of the Town which has directed the overall response to the Covid-19 pandemic. It is estimated the
The 2021 operational budget projects Fire & Emergency Services will account for
14.2%
14.0%
Deputy Fire Chief
Fire Chief
202120222021
projected revenues
2022projected revenues
$.33m$.33m
Administrative Assistant
department will answer in excess of 1400 calls for assistance in 2021 from our two fire stations.
Our fire prevention and public education division has continued to work during the pandemic although through adjusted protocols responding to customer needs.
Training Officer
Fire Prevention Officer
Representing
17.6%of the Town’s full-time
workforce
of the Town’s total expenditures.
of the Town’s total expenditures.
The 2022 operational budget projects Fire & Emergency Services will account for
Captain
SUPP
RESS
ION
ADM
IN
PREV
ENTI
ON &
EDU
CATI
ON
EMER
GENC
Y M
ANAG
EMEN
T
Projected 2021 Expenses
$5.97
$.77
$.53
$.02
* in millions of dollars
Projected 2022 Expenses
* in millions of dollars
$6.17
$.78
$.56
$.02
Fire Prevention Inspector
Firefighters
418fire inspections were conducted in 2020
177fire prevention plan reviews were conducted
41public education events were held in 2020
1355emergency responses were initiated in 2020 by Whitchurch-Stouffville Fire & Emergency Services
2226vehicle movements were reported in 2020 by Whitchurch-Stouffville Fire & Emergency Services
SUPP
RESS
ION
ADM
IN
PREV
ENTI
ON &
EDU
CATI
ON
EMER
GENC
Y M
ANAG
EMEN
T
DEPARTMENTS42
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 5
,563
,702
5
,967
,230
6
,246
,491
2
79,2
61
4.68
% 6
,467
,437
2
20,9
46
3.54
%
Utili
ties
& Te
leco
mm
unic
atio
ns 1
43,8
64
157
,000
1
57,0
00
-
0.00
% 1
57,0
00
-
0.00
%
Insu
ranc
e 1
2,75
4 1
5,00
0 1
5,00
0 -
0.
00%
15,
000
-
0.00
%
Prof
essi
onal
Ser
vice
s 3
75,2
00
393,
300
356
,000
(3
7,30
0)-9
.48%
366
,000
1
0,00
0 2.
81%
Offic
e Su
pplie
s &
Mai
nten
ance
142
,579
10
4,00
0 1
02,0
00
(2,0
00)
-1.9
2% 1
05,0
00
3,0
00
2.94
%
Vehi
cle
Oper
atio
ns 1
33,4
82
165,
400
165
,400
-
0.
00%
165
,400
-
0.
00%
Debt
Fin
anci
ng 8
8,36
9 83
,950
7
7,95
0 (6
,000
)-7
.15%
77,
950
-
0.00
%
Debt
Prin
cipl
e 1
68,4
89
174,
270
180
,270
6
,000
3.
44%
180
,270
-
0.
00%
Tran
sfer
s to
Res
erve
s 3
00,0
00
1,00
0 -
(1
,000
)-1
00.0
0% -
-
-
Tran
sfer
s fr
om R
eser
ves
(53,
220)
(5,0
00)
-
5,0
00
-100
.00%
-
-
-
Reco
verie
s -
Inte
rnal
Rev
enue
(1,4
00)
(1,4
00)
(1,4
00)
-
0.00
% (1
,400
) -
0.
00%
User
Fee
s (1
73,6
98)
(194
,200
) (2
04,8
60)
(10,
660)
5.49
% (2
05,2
50)
(390
)0.
19%
Rent
al In
com
e (2
9,77
5)(3
0,85
0) (3
0,85
0) -
0.
00%
(30,
850)
-
0.00
%
Defe
rred
Rev
enue
(73,
645)
(75,
320)
(75,
320)
-
0.00
% (7
5,32
0) -
0.
00%
Gran
ts -
(10
0) (1
00)
-
0.00
% (1
00)
-
0.00
%
Reco
verie
s -
Exte
rnal
(18,
375)
(17,
500)
(18,
000)
(500
)2.
86%
(18,
500)
(500
)2.
78%
Tota
ls 6
,578
,326
6,
736,
780
6,9
69,5
81
232
,801
3.
46%
7,2
02,6
37
233
,056
3.
34%
Expe
nse
6,9
28,4
39
7,06
1,15
0 7
,300
,111
3.
38%
7,5
34,0
57
3.20
%
Reve
nue
(350
,113
)(3
24,3
70)
(330
,530
)1.
90%
(331
,420
)0.
27%
Net
6,5
78,3
26
6,73
6,78
0 6
,969
,581
3.
46%
7,2
02,6
37
3.34
%
Tota
l Fire
& E
mer
genc
y Se
rvic
es 6
,578
,326
6,
736,
780
6,9
69,5
81
3.46
% 7
,202
,637
3.
34%
Fire
& E
mer
genc
y Se
rvic
es
Note
s
DEPARTMENTS44
Finance & Technology Services is responsible for financial reporting and budgets, information technology management, revenue and taxation, procurement, and day-to-day financial administration.
The 2021 operational budget projects Finance & Technology Services will account for
8.2%
9.0%The 2022 operational budget projects Finance & Technology Services will account for
of the Town’s total expenditures
Director of Finance / Treasurer
Manager, Budgets / Co-Deputy Treasurer
202120222021
projected revenues
2022projected revenues
$44.3m$43.8m
of the Town’s total expenditures
Manager, Revenue & Taxation
Manager of Finance / Co-Deputy Treasurer
Manager, Information Technology
Representing
12.0% of the Town’s full-time workforce
Finance & Technology Services
Procurement Supervisor
Procurement Supervisor
Financial Analyst, Treasury
Accounts Payable Clerk
Financial Analyst, Capital
Financial Analyst, Budgets & Planning
Sr. Financial Analyst
Financial Analyst, Financial Planning
Administrative Assistant
Tax Clerk
Revenue Clerk
Tax Analyst
Business Systems Analyst
Business Analyst
Client Services Coordinator
GIS Systems Analyst
Network Architect
System Architect
Water Billing Clerk
1.4%The 2021 & the 2022 operational budget projects the Office of the CAO will account for
of the Town’s total expenditures each year
2021&
2022
The Office of the CAO is responsible for the strategic leadership of the Corporation that works in consultation with Council, the Community and our Partners to strengthen the Town and the manner in which we deliver services and programs to our residents and our stakeholders. The CAO acts as the key advisor to Council, leads the Senior Management Team and serves as a primary contact with other levels of government, the public and the business community. The Office of the CAO supports Council, all Departments, their Divisions and their staff.
Chief Administrative Officer
Executive Assistant to the CAO
Executive Assistant to the Mayor
Economic Development Officer
CORPORATE NON-DEPARTMENTAL
INFORMATION TECHNOLOGY
FINANCE
REVENUE & TAX ADMIN
REVENUE & TAXATION
CORPORATE NON-DEPARTMENTAL
INFORMATION TECHNOLOGY
FINANCE
REVENUE & TAX ADMIN
REVENUE & TAXATION
* in millions of dollarsProjected 2021 Expenses for FTS
Projected 2022 Expenses for FTS
$11.25
$2.83
$1.55
$.44
$.15
$11.0
$2.30
$1.51
$.41
$.15
* in millions of dollars
Chief Administrative Officer
DEPARTMENTS46
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 2
,806
,859
2
,893
,120
3
,943
,810
1
,050
,690
36
.32%
4,3
72,5
90
428
,780
10
.87%
Utili
ties
& Te
leco
mm
unic
atio
ns 1
88,5
28
208
,150
2
22,2
60
14,
110
6.78
% 2
68,2
60
46,
000
20.7
0%
Lice
nce
& Fe
es 3
80,5
82
676
,400
8
57,5
00
181
,100
26
.77%
1,2
68,5
00
411
,000
47
.93%
Insu
ranc
e 4
11,5
03
85,
200
86,
050
850
1.
00%
86,
050
-
0.00
%
Prof
essi
onal
Ser
vice
s 9
0,46
2 1
86,8
00
180
,800
(6
,000
)-3
.21%
180
,800
-
0.
00%
Offic
e Su
pplie
s &
Mai
nten
ance
231
,835
3
01,0
30
311
,830
1
0,80
0 3.
59%
321
,030
9
,200
2.
95%
Writ
e Of
fs 1
44,7
84
152
,000
1
52,0
00
-
0.00
% 1
52,0
00
-
0.00
%
Inte
rest
& B
ank
Char
ges
35,
634
36,
120
36,
120
-
0.00
% 3
6,12
0 -
0.
00%
Tran
sfer
s to
Res
erve
s 7
,718
,773
1
0,54
9,42
0 9
,570
,790
(9
78,6
30)
-9.2
8% 9
,536
,330
(3
4,46
0)-0
.36%
Tran
sfer
s fr
om R
eser
ves
(2,6
11,3
31)
(2,0
40,5
20)
(1,7
40,3
90)
300
,130
-1
4.71
% (1
,740
,390
) -
0.
00%
Reco
verie
s -
Inte
rnal
Rev
enue
(645
,010
) (6
25,4
80)
(623
,730
) 1
,750
-0
.28%
(623
,730
) -
0.
00%
User
Fee
s (1
,087
,241
) (1
,934
,560
) (1
,697
,260
) 2
37,3
00
-12.
27%
(1,4
97,2
60)
200
,000
-1
1.78
%
Fine
s (4
42,3
95)
(569
,700
) (5
57,2
00)
12,
500
-2.1
9% (5
57,2
00)
-
0.00
%
Prop
erty
Tax
es (3
5,03
5,72
1) (3
7,06
3,93
0) (3
7,33
4,93
0) (2
71,0
00)
0.73
% (3
7,13
4,93
0) 2
00,0
00
-0.5
4%
Gran
ts (1
,897
,843
) (1
,996
,370
) (2
,355
,830
) (3
59,4
60)
18.0
1% (2
,321
,370
) 3
4,46
0 -1
.46%
Tota
ls (2
9,71
0,58
1) (2
9,14
2,32
0) (2
8,94
8,18
0) 1
94,1
40
-0.6
7% (2
7,65
3,20
0) 1
,294
,980
-4
.47%
Expe
nse
12,
008,
960
15,
088,
240
15,
361,
160
1.81
% 1
6,22
1,68
0 5.
60%
Reve
nue
(41,
719,
541)
(44,
230,
560)
(44,
309,
340)
0.18
% (4
3,87
4,88
0)-0
.98%
Net
(29,
710,
581)
(29,
142,
320)
(28,
948,
180)
-0.6
7% (2
7,65
3,20
0)-4
.47%
Tota
l Fin
ance
& T
echn
olog
y Se
rvic
es (2
9,71
0,58
1) (2
9,14
2,32
0) (2
8,94
8,18
0)-0
.67%
(27,
653,
200)
-4.4
7%
Fina
nce
& T
echn
olog
y Se
rvic
es
Note
s
DEPARTMENTS48
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Sala
ries
& Be
nefit
s 6
08,9
22
674
,290
6
74,7
70
480
0.
07%
684
,040
9
,270
1.
37%
Utili
ties
& Te
leco
mm
unic
atio
ns 1
,116
2
,700
2
,700
-
0.
00%
2,7
00
-
0.00
%
Prof
essi
onal
Ser
vice
s 4
1,47
1 3
2,00
0 3
2,00
0 -
0.
00%
32,
000
-
0.00
%
Offic
e Su
pplie
s &
Mai
nten
ance
16,
586
27,
050
12,
800
(14,
250)
-52.
68%
12,
800
-
0.00
%
Tota
ls 6
68,0
95
736
,040
7
22,2
70
(13,
770)
-1.8
7% 7
31,5
40
9,2
70
1.28
%
Expe
nse
668
,095
7
36,0
40
722
,270
-1
.87%
731
,540
1.
28%
Reve
nue
-
-
-
-
Net
668
,095
7
36,0
40
722
,270
-1
.87%
731
,540
1.
28%
Tota
l CAO
668
,095
7
36,0
40
722
,270
-1
.87%
731
,540
1.
28%
Offic
e of
the
CAO
Note
s
DEPARTMENTS50
Public LibraryThe Whitchurch-Stouffville Public Library is a welcoming, modern, and exciting place of community engagement, where diverse people gather to discover, create, and share ideas. Situated in the heart of downtown Stouffville, the 33,000 square foot facility is home to thousands of books, audio books, a recording studio and a family makerspace lab for inspiration and creation.
4.2%
4.2%
Administrative Assistant
Manager, Library Services
Chief Executive Officer
202120222021
projected revenues
2022projected revenues
$2.6m$2.6m
Coordinator, Service Delivery
Coordinator, Programs
Coordinator, Children’s Services
Coordinator, Digital Services
Technical Services Assistant
Library Assistant
of the Town’s total expenditures.
of the Town’s total expenditures.
Whitchurch-Stouffville Library Board
The 2021 operational budget projects the grant to the WS Public Library will account for
The 2022 operational budget projects the grant to the WS Public Library will account for
+ part-time assistant+ part-time assistants and pages + part-time assistants + part-time assistant
Note
s
DEPARTMENTS52
Obje
ct N
ame
Audi
ted
De
c 31
/201
920
20 B
udge
t20
21 B
udge
tBu
dget
Ch
ange
($)
Budg
et
Chan
ge (%
)20
22 B
udge
tBu
dget
Ch
ange
($)
Budg
et C
hang
e (%
)
Libr
ary
Sala
ries
& Be
nefit
s 1
,405
,246
1
,486
,410
1
,521
,200
3
4,79
0 2.
34%
1,5
39,6
50
18,
450
1.21
%
Utili
ties
& Te
leco
mm
unic
atio
ns 1
7,26
6 1
4,40
0 1
5,84
0 1
,440
10
.00%
15,
840
-
0.00
%
Lice
nse
& Fe
es 5
,136
5
,140
5
,140
-
0.
00%
5,1
40
-
0.00
%
Insu
ranc
e 1
0,20
0 1
1,73
0 1
5,60
0 3
,870
32
.99%
15,
600
-
0.00
%
Prof
essi
onal
Ser
vice
s 5
13,4
52
556
,860
5
64,3
70
7,5
10
1.35
% 5
62,6
70
(1,7
00)
-0.3
0%
Offic
e Su
pplie
s &
Mai
nten
ance
120
,222
1
38,7
50
152
,100
1
3,35
0 9.
62%
154
,100
2
,000
1.
31%
Book
s 3
01,7
66
285
,200
2
98,5
00
13,
300
4.66
% 3
07,3
00
8,8
00
2.95
%
Inte
rest
& B
ank
Char
ges
4,6
28
4,5
00
4,5
00
-
0.00
% 4
,500
-
0.
00%
Tran
sfer
s to
Res
erve
s 7
3,52
0 2
,500
2
,500
-
0.
00%
2,5
00
-
0.00
%
User
Fee
s (9
5,53
3) (9
4,80
0) (5
7,80
0) 3
7,00
0 -3
9.03
% (5
9,80
0) (2
,000
)3.
46%
Fine
s (4
2,45
0) (4
4,00
0) (2
9,00
0) 1
5,00
0 -3
4.09
% (4
4,00
0) (1
5,00
0)51
.72%
Defe
rred
Rev
enue
(195
,420
) (1
95,4
20)
(195
,420
) -
0.
00%
(195
,420
) -
0.
00%
Gran
ts -
Ope
ratin
g (8
3,09
8) (6
9,00
0) (1
32,8
00)
(63,
800)
92.4
6% (6
9,00
0) 6
3,80
0 -4
8.04
%
Gran
ts -
Tow
n 5
4,09
2 (2
,102
,270
) (2
,164
,730
) (6
2,46
0)2.
97%
(2,2
39,0
80)
(74,
350)
3.43
%
Tota
ls 1
,977
,941
-
-
-
-
-
Expe
nse
2,4
51,4
36
2,5
05,4
90
2,5
79,7
50
2.96
% 2
,607
,300
1.
07%
Reve
nue
(473
,495
) (2
,505
,490
) (2
,579
,750
)2.
96%
(2,6
07,3
00)
1.07
%
Net
1,9
77,9
41
-
-
-
Tota
l Lib
rary
1,9
77,9
41
-
-
-
Libr
ary
Gran
t
Tow
n Gr
ant t
o Li
brar
y 1
,415
,160
1
,583
,680
1
,623
,760
4
0,08
0 2.
53%
1,6
99,8
10
76,
050
4.68
%
Tow
n Gr
ant I
n-Ki
nd L
ibra
ry 5
08,6
87
518
,590
5
40,9
70
22,
380
4.32
% 5
39,2
70
(1,7
00)
-0.3
1%
Tota
ls 1
,923
,847
2
,102
,270
2
,164
,730
6
2,46
0 2.
97%
2,2
39,0
80
74,
350
3.43
%
Expe
nse
1,9
23,8
47
2,1
02,2
70
2,1
64,7
30
2.97
% 2
,239
,080
3.
43%
Reve
nue
Net
1,9
23,8
47
2,1
02,2
70
2,1
64,7
30
2.97
% 2
,239
,080
3.
43%
Tota
l Lib
rary
Gra
nt 1
,923
,847
2
,102
,270
2
,164
,730
2.
97%
2,2
39,0
80
3.43
%
Publ
ic L
ibra
ry
Note
s
IMPACTS54
Other Operating Budget Impacts
Cost of Living (COLA) adjustments are awarded on an annual basis effective January 1st of each year, subject to Council approval. In determining the appropriate cost of living adjustment, management will review the market index and salary and wage information from neighbouring municipalities.
Staff are recommending a 1% (or $152,060) increase for 2021.
Cost of Living Adjustments2
Community Improvement Plan
The Town-wide Community Improvement Plan (“Town-wide CIP”) is meant to enable and boost development momentum across the Town. The intent of this program is to offer targeted incentives across the Town, both within settlement areas, as well as in our rural areas. All programs will be funded by the Town based on a budget established and controlled by Council. Each year the funding allocation for the Town-wide CIP will be evaluated and assessed by Council. Only some of the suite of business incentives in the Town Wide CIP involve Matching Grants that need to be funded, these are: Building Improvement Grant Program (Downtown); Leasehold Improvement Program (Urban Intensification Areas in Stouffville and Ballantrae, and Downtown); Food Security Grant Program (Rural Areas); and Tourism & Outdoor Experience Grant Program (Rural Areas). Economic Development recommends that these programs be funded on a first-come, first-serve basis, with roughly three intakes a year.
Staff recommends a $50,000 inclusion in the 2021 budget.
3
1New Staff Hires
For 2021, the proposed budget includes 10 full time positions, one conversion from part time to full time and two part time positions in the departments. Business cases that discuss the taxpayer value, the current problem it solves in the department making the request, the strategic fit and lastly the financial implications for each of the positions are included in the budget book for Council consideration.
Two Parking Officers
Customer Service Associate
Economic Development Research Assistant
Fire Suppression Staff
Taxation Collection Clerk
Procurement Analyst
Arborist
Roads Labourers
5657585960616263
PAGES:
Enhanced Patio Funding
Council endorsed a sidewalk expansion program in the summer of 2020 that allowed restaurant patios downtown to expand for health, safety and economic reasons. Council has asked staff to develop a plan for 2021. Although the 2020 program was paid from the Downtown levy, at no cost to the Town, the 2021 program could incur costs if Council desires more and/or better measures. There is potential to invest in permanent fixtures that can be used beyond the Main Street Reconstruction Project, suggesting an approach of investment over short-term rental.
Staff recommends $50,000 as an inclusion in the 2021 budget.
4
Assistant to the CAO5
Waiving Of Tax & Water Fees6
Transfer of Grant Monies
At its November 3rd meeting, Council approved the information report regarding the Assistant to the CAO position which was established by the Office of the CAO in 2017 to provide means to help the Town develop its future leaders through this learning opportunity. It was intended that this position be a one-year assignment which would be refilled each year to provide ongoing developmental opportunities for staff.
On October 13, 2020, the staff returned to her home position of Manager, Culture and Community Services. While it was intended that this position was to be refilled, the position will be put on hiatus until the financial pressures of the Covid-19 pandemic are resolved.
Staff recommends that the salary and benefits associated to this position of $158,400 be reduced in the 2021 operating budget.
At its November 3rd meeting, Council approved the waiving of fees for the Summary tax and water statements and for the issuing of arrears notices originally approved in By-law 2019-123-FI, “Schedule H”:
The potential revenue loss is approximated to be $65,000 annually; assuming the issuance of arrears notices four times a year that provide a minimum of $60,000 in revenues and approximately $5,000 in fees associated to summaries of tax and water statements.
Accordingly, the proposed 2021 and 2022 revenues attributed to tax and water fees will be reduced by $65,000. No Council decision is required.
Service Provided Fee ($)
Arrears Notices (Water & Tax) 6.00
Water Statement of Account – Summary 15.00
Tax Statement of Account – Summary 15.00
In the 2020 Operating Budget, Leisure Services budgeted for a Grant through the New Horizons for Seniors Program, in the amount of $16,000. This Federal grant through Service Canada was successfully received; however, was not fully utilized due to COVID-19 and the Town’s closure of facilities as mandated by the Provincial order. The New Horizons for Seniors Program provides funding that supports: volunteerism, community engagement, social participation and inclusion among seniors.
Staff require that $15,000 be included in the 2021 Leisure Services grant revenues and $9,000 in the related program supplies, as a late budget addition. No Council decision is required.
7
Market Compensation Review
A market compensation review (MCR) was conducted in 2019, in response to the continuing challenges of attracting and retaining staff. The review indicates that the Town is not competitive in a number of pay bands with a group of comparable municipalities. As part of the 2020 budget deliberations, Council approved a June 1st, 2020 implementation; however, COVID-19 forced the Town to undertake cost containment and savings strategies as COVID related costs mounted. Council requested that the MCR be deferred to the 2021 budget to assess COVID related fiscal impacts. As 2020 comes to a close, the threat of the pandemic is still in the background with no clear path known in 2021. As such, it has been requested that the MCR be removed from the 2021 budget to alleviate a 2021 budget pressure of $468,350.
8
Fire & Emergency Services Additions
Fire & Emergency Services proposed an additional 2 FTEs in 2022 during the intake process which were not included in the 2021/2022 department budget. The total dollar impact is $149,300 (0.43% tax levy impact). This was a late budget addition with budget impact in 2022. No Council decision is required but for transparency is noted for information and planning purposes.
9
BUSINESS CASES56
Two (2) Full-Time Parking OfficersTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
With hundreds of complaints, there is a desire from residents to increase this service level. The Town has received nearly 600 complaints as of October 20, 2020, in addition to conducting regular patrols. As of October 20, 2020, our Part Time parking officers have issued approximately $90,000 in tickets in, at a payroll cost to the Town of approximately $30,000. This means that the Part-time officers generate approximately $3 of tickets for every $1 of payroll. Despite the number of complaints, we only offer approximately 20 hours of part-time parking coverage per week. This does not allow our Part-time parking officers to respond to all complaints, or to attend high frequency areas regularly. By bringing on Full-time staff and providing them with attainable targets, the cost of the creation of the positions can be offset and the Town can more actively provide a desired service for our residents.
Parking complaints are escalating year over year. As of October 20, 2020, the Town has received 554 complaints relating to parking issues. Pro-rated, Staff anticipate 690 parking complaints in 2020. This is a significant increase from 2018 and 2019 which saw 399 and 451 complaints, respectively, for the full year.
Complaints most commonly relate to 3-hour parking, illegal parking, and overnight parking. Because of the volume of complaints, there is a trickle down problem. 1) Staff are not able to get to every complaint. 2) We typically only have 20 hours of Part-time parking coverage per week, which is split between overnight and during the day. 3) Full time By-law Staff are being required to assist with Parking duties, which thus takes away from their other By-law duties. 4) This in turn causes delays with responding to By-law complaints. By bringing on dedicated Full-time Parking Officers, the Town will be able to provide greater parking enforcement coverage for its residents; respond to complaints in a timely fashion; and allow our Full Time By-law Officers to focus on their core function, instead of parking.
Service excellence and Fiscal Sustainability are two of the four pillars of Council’s Strategic Plan. Full-time Parking Staff will provide Service Excellence by enhancing Staff efficiency across multiple departments, including Corporate Services and Development Services. Many By-law complaints are related to Development Services by-laws such as Fences, Zoning, vacant property, etc.). By adding dedicated Parking Staff, we can provide a greater level of service and responsiveness to our residents. This will also provide better service for internal divisions by ensuring our By-law officers are able to respond to by-law issues (not Parking). This will streamline processes to ensure Officers maintain carriage of files for a longer period of time, rather than passing files back and forth, which can delay the process of moving to resolution. With Full-time Parking officers, residents will enjoy better service from the Town. Full-Time Parking Officers can also provided enhanced revenue, thereby contributing to the Fiscal Sustainability of the Town.
Operating Costs 2021 2022
Professional Development 2000 600
Memberships 200 -
Uniform 3600 1000
Cell Phone 1200 400
New Hire Costs 2021 2022
Full-time 90,200 30,000
Part-time
Benefits FT 23,400 7,600
Benefits PT
Cost Recovery 2021 2022
PT wages
PT benefits
Estimated Fines 113,600 37,600
Total Cost $ 160.200 Total Cost Recovery $ 151.200 Total Net Cost $ 9,000
Cost Recovery % 94%
% incr. on tax levy 0.00%
FINANCIAL IMPLICATIONS
Corporate Services - Expand Service Level
Customer Service AssociateTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
It will ensure effective and efficient customer service, a priority identified by Council in its 2019 Strategic Plan. Full time staff provide greater consistency, and maintain a deeper knowledge base of Town operations, enabling them to offer a higher level of service than part-time staff.
Customer interactions are becoming more complex and the methods in which customers contact the Town are evolving (phone, email, in person, online chat potentially); the length of calls/emails and follow up time required to address issues is also increasing. Knowledge transfer and the investment in part-time staff who have inconsistent schedules and potentially short-term commitment poses a challenge.
Service Excellence - the consistency of having full-time staff members serve the public enhances efficiency, effectiveness, and customer satisfaction. It also helps to contribute to staff accountability, empowerment, streamlined processes, and employee development plans.
Operating Costs 2021 2022
New Hire Costs 2021 2022
Full-time 51,000
Part-time
Benefits FT 13,200
Benefits PT
Cost Recovery 2021 2022
PT wages 49,220
PT benefits 7,880
Total Cost $ 64,200 Total Cost Recovery $ 57,100 Total Net Cost $ 7,100
Cost Recovery % 84%
% incr. on tax levy 0.02%
FINANCIAL IMPLICATIONS
Corporate Services - Expand Service Level
Conversion from Part-time to Full-time
BUSINESS CASES58
Economic Dev. Research AssistantTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
A Research Assistant will assist with realizing one of the new Strategic Plan pillars: Expanding the tax base through a growing, diversified economy. The Research Assistant will conduct research regarding best development practices by forecasting opportunities for job creation, income generation and expansion of the property tax base. The Research Assistant will also assist with identifying and assessing re-development/intensification opportunities, track available lands and buildings, study the lastest agricultural techniques, research best practices in tourism, and maintain the L4A.ca website. Finally, the Research Assistant will assist with implementation of Economic Development & Tourism Strategic Plans, the Town business retention and expansion program and with communication (L4A website development and OTR magazine production).
The Town continues with a one-person team that is dedicated to fulfulling 1 of 4 Strategic Plan pillars. Progress will be slower, and opportunities missed. Council’s short-term expectations regarding the Strategic Plan may not be achieved.
Mayor and Council are fully focused on diversifying the tax base by adding more commercial and industrial assessment. The new Economic Development Strategy (finalized in Q1 2021) will have recommendations on how we can accomplish Council’s objective. However, the current staff team of 1 person is fully occupied with COVID-19 business community response, On the Road magazine production, and managing the Community Improvement Plan, tourism and agricultural portfolios - and day-to-day economic development activities. A second team member is needed to help realize the Economic Development Strategy and begin to achieve Council’s goals.
Operating Costs 2021 2022
Professional Development 800 200
Mileage 800 200
Cell Phone 1000 200
Office Furniture 4500
Computer HW & SW 1000
New Hire Costs 2021 2022
Full-time 48,900 16,049
Part-time
Benefits FT 16,300 5,290
Benefits PT
Cost Recovery 2021 2022
PT wages
PT benefits
Total Cost $ 95,239 Total Cost Recovery Total Net Cost $ 95,239
Cost Recovery % 0%
% incr. on tax levy 0.19%
FINANCIAL IMPLICATIONS
Office of the CAO - Expand Service Level
Four (4) Fire Suppression StaffTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
Decreased firefighter turnout times resulting in much quicker response time. Having 521 staffed for an immediate response provides an improved service to all of the Town’s residents. A quicker 52 primary response would also allow the Station 51 apparatus to stay in Station 52 area providing better protection to the district 51 residents. Hiring plan is for 2 in January and 2 in April creates approximately $30,000 in savings as opposed to all 4 starting in January
Increase staff would allow the 52 apparatus (521) to respond without the need to wait for an additional member from the part time staff. The health and safety of firefighters is placed at undue risk by the assignment of only two firefighters on nightshift at 52, adding a third firefighter although still below the recommended standard provides an improved margin of safety for firefighter and the community. 1710 also recommends that a full complement (15 firefighters) arrive within 9 minutes and 20 seconds (includes 80 seconds for turnout) in the 90th percentile of calls. Both are for a 2000 square foot residential structure. Increasing the staff at 52 on nights provides a better opportunity to meet the standard.
1. Master Fire Plan recommendation 14, plan adopted by Council in August 2018. 2. Council priority #3 Service Excellence Create an employee attraction strategy to get the best available people, streamline processes, create and implement employee development plans, improved customer and employee safety. 1710 requires that the first arriving apparatus arrive with 4 firefighters in 5 minutes and 20 seconds (includes 80 seconds for turnout) for the 90th percentile of calls.
Operating Costs 2021 2022
New Hire Costs 2021 2022
Full-time 242,813 49,962
Part-time
Benefits FT 75,478 13,989
Benefits PT
Cost Recovery 2021 2022
PT wages 25,000 5,000
FT wages 50,000 10,000
MVC Revenue 10,000
Total Cost $ 382,242 Total Cost Recovery $ 100,000 Total Net Cost 282,242
Cost Recovery % 26%
% incr. to tax levy 0.68%
FINANCIAL IMPLICATIONS
Fire & Emergency Services - Expand Service Level
Two starting January 1, 2021 / 2 starting April 1, 2021
BUSINESS CASES60
Taxation Collection ClerkTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
Since 2014, the Town has increased the number of properties by approximately 1,600, resulting in additional property tax and water billings to be collected. The number of staff within the Revenue and Taxation Division has remained the same at 5 staff members since 2011. Adding a Collection Clerk would allow the Revenue & Taxation Division to collect outstanding receivables (tax, water and miscellaneous account receivable), analyze account balances and ensure appropriate collection methods are applied in a fair and consistent manner.
As of December 31, 2019, the Town’s outstanding receivables were: Property Taxes 7.6%, Water Billing 12% and Miscellaneous A/R 10%. The average outstanding receivables for comparable municipalities is 5.9%. The benefit would be to reduce our receivables to be in line with comparable municipalities within our Region and adding to the Town’s cash flow. Collecting on receivables for non-residents becomes a challenge and this position would begin collection processes immediately, which would assist with elimination of uncollectable write-offs. It would also allow to reduce overtime and part-time hours.
A Collection Clerk would support fiscal sustainability and service excellence within our strategic plan by supporting a customer-focused approach to operations that enhances efficiency, effectiveness and customer satisfaction. On September 8, 2020, Council approved in principle the registration of tax arrears certificates for all tax accounts eligible for tax sale and transferring all water billing account in arrears greater than 120 days to the tax accounts for collection.
Operating Costs 2021 2022
New Hire Costs 2021 2022
Full-time 44,100 8,800
Part-time
Benefits FT 15,700 3,100
Benefits PT
Cost Recovery 2021 2022
PT wages 16,300
PT benefits 1,700
Total Cost $ 71,700 Total Cost Recovery $ 18,000 Total Net Cost $ 53,700
Cost Recovery % 25%
% incr. on tax levy 0.12%
FINANCIAL IMPLICATIONS
Finance & Technology Services - Expand Service Level
Procurement AnalystTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
Over the last 3 years, the level of procurement activity and projects (including: competitive bids, alternative procurements, contract amendments, renewals, extensions, change orders, vendor relations, negotiations, standardization of processes, policies and procedures, training and contract management) has increased substantially (over 150 procurement related projects/contracts annually). The Procurement Analyst position is requested to provide additional support, back-up and will serve as an effective resource to the Procurement Services Division and in meeting the needs of internal key stakeholders and vendor community. This position will be responsible for procurement/contract related administration tasks, vendor performance records, facilitation of the competitive bidding process, vendor/contract negotiations, creating and improving processes, procedures and policies, execution of strategic/innovative procurement objectives, monitoring and analysis of cost savings, cost avoidance and key metrics generated through procurement activity and will assist in the development and implementation of annual procurement plans.
• Identify opportunities for cost savings, volume discounts and joint department procurement.
• Assist with creating a process to monitor spend per supplier/contract, to ensure that the Procurement By-law thresholds are in compliance.
• Assist with creating a process to track change orders against various projects across the Town (in collaboration with internal key stakeholders)
• Assist with the improvement of single bid contracts, by establishing a guideline/procedure to mitigate potential risk arising from these particular situations.
• Assist with establishing a formal process for evaluating vendor performance, to mitigate risks due to poor performance, additional costs, potential litigation, etc
• Assist with the centralization of contract management, to leverage efficiencies in negotiations with vendors.
Service Excellence: The Procurement Analyst will contribute value in supporting a collaborative, timely, customer-focused approach to operations that enhances efficiency, effectiveness and customer satisfaction. Fiscal Sustainability: The Procurement Analyst will work toward a sustainable budget that ensures the protection and maintenance of core services now and into the future. Furthermore, the Procurement Analyst will contribute value through working on negotiations, cost savings and cost avoidance on various projects for the benefit of the Town of Whitchurch-Stouffville.
In addition, as a result of a documented recommendation stemming from the Procurement Services audit, additional resources within Procurement Services are recommended.
Operating Costs 2021 2022
New Hire Costs 2021 2022
Full-time 48,200 9,600
Part-time
Benefits FT 16,250 3,200
Benefits PT
Cost Recovery 2021 2022
PT wages 9,110 9,110
PT benefits 1,030 1,030
Total Cost $ 77,250 Total Cost Recovery $ 20,280 Total Net Cost $ 56,970
Cost Recovery % 26%
% incr. to tax levy 0.16%
FINANCIAL IMPLICATIONS
The addition of a Procurement Analyst will mitigate significant risks and solve problems as follows: The Procurement Analyst will ensure that appropriate approvals are in place with the appropriate delegated authority.
This position addresses the following Council Strategic Priorities:
Finance & Technology Services - Expand Service Level
BUSINESS CASES62
ArboristTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
Demands on the Town’s tree services for maintenance, removals and an increase in growth has the arboriculture work program requirements exceeding the capacity of qualified staff. This position will provide an increase of service levels for the arboriculture program to maintain the Town’s tree infrastructure in the road allowance, parks and on Town properties. Demands on Customer service are increasingly complex, with additional follow-up time required to provide service and education to the Residents, internal Staff and consultants on different aspects of tree health and maintenance.
A certified Arborist increases health and safety with familiarity of potential hazards and mitigation procedures to protect work crews and the public. An additional Certified Arborist can increase responsiveness to work assignments, reducing the turn around time for resident inquiries. An additional Certified Arborist mitigates the need to utilize rotating Staff from other divisions which has often lead to reduced service levels.
Council Priority #3 - Service excellence supporting a collaborative, timely, customer-focused approach to operations that enhances efficiency, effectiveness, and customer satisfaction.
This position will provide an increase of service levels for the arboriculture program to maintain the Town’s tree infrastructure in the road allowance, parks and on Town properties.
Council Priority #4 - Asset Planning, Maintenance and Development. Successful stewardship of the infrastructure required to support a growing community for maintenance of existing and future trees.
Operating Costs 2021 2022
Clothing Allowance 1,000
Technical Training / Development 500 500
Fees, Dues & Subscriptions 200
Radios/pagers/cells 500 500
New Hire Costs 2021 2022
Full-time 28,400 28,400
Part-time
Benefits FT 7,100 7,100
Benefits PT
Cost Recovery 2021 2022
No cost recoveries identified
Total Cost $ 74,200 Total Cost Recovery Total Net Cost $ 74,200
Cost Recovery % 0%
% incr. on tax levy 0.10%
FINANCIAL IMPLICATIONS
Public Works - Expand Service Level
Two (2) Part-time Roads LabourersTAXPAYER VALUE PROBLEM SOLVING STRATEGIC FIT
Growth of road infrastructure requires a new winter maintenance route which will be assigned in-house commencing in November 2021. The two six-month contract positions will assist Roads Operations with winter maintenance patrols and plowing to allow the Town to continue to meet and exceed the minimum Provincial regulation for winter maintenance. The positions will work on a rotating schedule Monday to Friday with one position starting at 3:30am to perform winter patrol duties and the other 3:30pm to assist with afternoon/evening shift duties.
Operating Costs 2021 2022
Clothing Allowance 1,000
Radios/pagers/cells 200
New Hire Costs 2021 2022
Full-time 2 months in 2021 4 months in 2022
Part-time 17,000 31,465
Benefits FT
Benefits PT 2,400 4,771
Cost Recovery 2021 2022
No cost recoveries identified
Total Cost $ 57,276 Total Cost Recovery Total Net Cost $ 57,276
Cost Recovery % 0%
% incr. to tax levy 0.06%
FINANCIAL IMPLICATIONS
Public Works - Growth
‘Continuing to meet and exceed the Provincial regulations for winter maintenance ensures the Town minimizes risk and liability of winter based claims. The two new positions ensure current Staffing levels are not stretched too thin to meet the current and future growth of the road infrastructure. The addition of a contracted staff commencing at 3:30am allows the On-Call Operator to be available for emergencies only, reducing staff fatigue and associated safety risks. The additional contracted staff commencing at 3:30pm allows additional Operators to be available for early morning snow events to cover the additional plow route. The two positions mitigate risk of staff shortages due to seasonal and pandemic related illnesses.
Council Priority #3 - Service Excellence - Supporting a collaborative, timely, customer-focused approach to operations that enhances efficiency, effectiveness, and customer satisfaction through maintaining the high level of service Residents expect from the Town during a winter storm event.
64
2021-2022 Capital BudgetThe Capital Budget supports the maintenance of existing assets, growth related projects, and strategic initiatives. The capital budget for 2021 proposes $13 million of investment in infrastructure, equipment, and studies including $1.4 million of 2020 capital projects postponed due to COVID- 19. Additionally, department staff have identified $8.4 million of projects for which the assistance of the development community is required and $6.6 million of projects that have been termed “Unfunded” in that the total funding for these projects has not currently been identified.
The Capital Budget is responsive to the
CAPITAL BUDGET
pillars of the Strategic Plan, and specifically to Fiscal Sustainability; Asset Planning, Maintenance and Development; and Customer Service Excellence.
Additionally, the capital budget is informed by the projected sustainable maintenance costs arising from the 2018 Comprehensive Asset Management Plan. The capital budget process is subject to an unusual number of uncertainties for 2021. Ongoing uncertainties with respect to the pandemic and the provincial orders may limit a number of capital projects from starting and/or completing.
Included in the 2021 Capital Budget is $0.7
million in strategic initiatives, over $4.6
million in growth related projects and over
$7.5 million in asset repair and replacement
investments.
Infrastructure Repair
New Infrastructure
47.14%
18.19%
Community Safety• Replacement of the 2007 Pumper
truck is planned in 2021 to ensure effective fire service for all residents and businesses.
• Review of the Fire Master Plan is scheduled to commence in 2021 to account for the rapid community growth in the Town.
4.92%
Parks & Open Spaces• Skating Trail was identified as
a number one priority through the “Design your Memorial Park” consultation project. Design phase will take place in 2021 and construction phase in 2022.
• Sunny Ridge Spray Pad replacement is scheduled for 2021.
10.42%
• Investment in the repair and rehabilitation of Town-wide road infrastructure including: Lloyd St and O’Brian Avenue watermain repairs, Vanzant Court sewer and road reconstruction, Reeves Way and Hoover Park Drive sewer repairs
• Equipment replacement as recommended in the Town’s Asset Management Plan.
Community Planning• Our community is growing! $1.7
million will be invested for the mandated Official Plan Review studies and policy development initiatives that support smart growth.
• Supporting industrial and commercial development is a key priority of Council. To promote the vision of economic diversity in the Gormley area, a Gormley & Greenbelt expansion servicing environmental assessment will be completed to identify water and wastewater infrastructure solutions for the area. This will be completed in partnership with York Region and the City of Markham.
• Heritage Conservation Study is taking place in 2021 to determine the heritage significance of properties
• Traffic Operation Study will help to identify operational safety improvements
• The Town will be working with Ministry of Transportation and York Region to investigate and design intersection and traffic signal improvements at various locations
8.74%
Community Spaces• Significant lifecycle upgrades will
be completed to maintain vibrant Town-wide community spaces.
• Downtown revitalization initiatives will be taking place in 2021
• Library recording studio and Innovation lab equipment will be replaced in 2021
8.68%
Customer Service• The Town continues to invest in
technology infrastructure to build capacity to provide effective and efficient services into the future, including a new Permitting and Planning system for 2021 and a Customer Relationship Management System (CRM) in 2022 to improve the Town’s customer service experience
• Upgrade of the Town’s website in 2021 that was rescheduled from 2020
• Security upgrades to Town Hall customer service desk in 2021 that was also rescheduled from 2020
1.91%
• Extension of Subtrunk 1 and construction of new water and wastewater mains.
• Additional roads, sewer and water related infrastructure projects will be initiated with developers as growth in the Phase 3 area begins.
2021 - 2030
$ 27
.46
$ 71
.15
$ 15
.73
$ 13
.19
$ 13
.11
$ 7.
42$
2.89
How We Are InvestingNe
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Infr
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Ope
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aces
Com
mun
ity S
pace
s
Com
mun
ity P
lann
ing
Com
mun
ity S
afet
y
Cust
omer
Ser
vice
in millions of dollars.
2021
-30
Capital Budget Overview
Legislation. Asset management planning for existing assets is primarily driven by the Infrastructure for Jobs and Prosperity Act, 2015 and the attendant O. Reg. 588/17. The Act makes it compulsory to meet planning objectives outlined in the Act and Regulation. The objectives are detailed at greater length in the 2018 Comprehensive Asset Management Plan for the Town. Additionally, municipalities have an obligation to meet the lifecycle asset management provisions of the Development Charges Act, 1997 and O. Reg.
Asset Management
66 OVERVIEW
85.1
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ives
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mill
ions
of d
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rs.
Project Category Cost ($)
Growth-Related Projects 4,663,150
Asset Management 7,518,800
Strategic Initiatives 773,650
Total: 12,955,600
2021
Project Category Cost ($)
Growth-Related Projects 59,505,358
Asset Management 85,090,300
Strategic Initiatives 6,338,650
Total: 150,934,308
2021- 2030
Growth Related Project FundingGrowth related capital projects are normally wholly or substantially funded through Development Charge (DC) revenues. Development Charges are generally paid at the time when building permits are drawn. The authority for Development Charges is the Development Charge Act, 1997. The Act requires that a Development Charge Background Study (DCBS) be prepared that formulates the rational for each charge, brought into service through a DC By-law.
The Act is highly prescriptive with respect to how the charge is to be calculated. The growth forecast in the DCBS considers the historical construction activity, the economic and market outlook, construction underway, intensification objectives, designated lands, and servicing capacity. The outlook must conform with the Town’s Official Plan, and the growth objectives of York Region. The reader is referred to the 2018 Development Charges Background Study, July 12, 2018 for a full detail of the forecast growth.
However, the achievability of growth does not always correspond to projections. For example, if the units or square metres of development are below projections, then revenue for reserves is below projection, and with respect to Whitchurch-Stouffville (WS), dramatically below projections. In fact, WS has been below projections since 2013 DCBS and this continues with the 2018 DCBS
82/98; the fiscal plan requirements of the Safe Drinking Water Act, 2002 and O. Reg. 453/07; and the requirements for lifecycle planning for Federal Gas Tax supported projects as administered by the Association of Municipalities of Ontario (AMO). Asset Management Plan. The maintenance of existing assets is funded primarily through the tax levy and grant funds for major capital projects, along with the support of certain federal and provincial grants. Water and Wastewater existing infrastructure is supported through water and wastewater rates, with some assistance from grant funding. An example of grant support is the use of Federal Gas Tax funding to assist with a portion of the expenditure for Frederick St., Church St., George St. and Duchess St. reconstruction. The Town’s 2018 Asset Management Plan (AMP) is fully compliant with O. Reg. 588/17, a mandatory condition for many grant funding requirements.
The 2018 AMP recommends an average annual renewal investment of $14.2 million in the next ten years, or $16.3 million annually when the full lifecycle of the assets is taken into consideration. The difference in the two investment rates indicates that the most significant investment required is just over ten years out. The Town will not meet either objective based on the proposed capital funding for 2021.
2021-2030
2021
Strategic Initiatives
Strategic Initiatives are those projects that are central to the continuing improvement of administration of the Town including service and productivity software and systems; high priority studies and reports; the combination of studies and systems responding to legislative requirements such as asset management and the Official Plan Review, and other projects to enhance the community that are not growth or asset renewal (repair and rehabilitation).
Unfunded / Front-Ended Projects
The use of the ‘Front Ended’ and Unfunded’ designations is a response to the funding shortfalls as illustrated above. Unfunded and front-end projects are those for which no current source of funding is identified. The term “front-end” applies to projects for which Development Charges would otherwise fund the projects in whole
or substantially, but the reserves are currently insufficient to clearly provide the necessary funding. It is the expectation that the relevant developer or developers will construct the infrastructure and that repayment will come from the applicable portion of the development charges as building permits are drawn.
Unfunded projects are beyond the current funding capacity of the Town.
Uncertainties
COVID-19. As COVID-19 continues to sweep across the globe, municipal governments are entering 2021 with many unknowns.
In the Town, the primary sources of revenue are property taxes and user levies, which make up more than 80% of municipal revenues. Other than for operating expenditures, these revenues also provide funding for the capital program on an annual basis. In general, these revenues are at a significant risk due to the COVID-19
lockdown and the resulting economic slowdown.
Further, municipalities must meet their obligations as set and prioritized by the Province regardless of their fiscal capacity. That is, whatever the outcome of COVID-19, municipalities must continue to meet their core responsibilities as delegated by the Province. These are the essential services that help keep people healthy, safe, and happy, including water and wastewater treatment, waste collection and recreation opportunities, to name just a few, and they are vital even in this pandemic.
With greater uncertainty on how the pandemic will evolve in 2021, the Town has been fiscally responsible using funds where available, maintaining or expanding service levels and deferring non-essential capital projects. However, should the pandemic worsen the Town may have to implement further restraints and/or capital deferrals as
Continued...
Over the next 10 years, the Town of Whitchurch-Stouffville is expected to spend over $150 million dollars to help develop, build and preserve the Town’s
capital assets in order to maintain the healthy well-being of our
50,000+ residents.
69OVERVIEW
Capital Budget Overviewwell as seek funding relief from the higher orders of government.
Development Activity. The section above on growth funding outlines uncertainties with respect to development charge revenue. In circumstances where it is very difficult to reliably forecast development activity, prudent budgeting would suggest not taking on the funding risk of large infrastructure projects or the assumption of debt, even if the debt is theoretically funded
Asset Management
from development charges. The potential stranding of $15.6 million of Leisure related debt from the implementation of Bill 108 is a hard lesson for debt funding. Grant Funding. There are two forms of grant funding available to municipalities: formula-based grants and discretionary grants. Formula-based grants such as Federal Gas Tax (FGT) and Ontario Community Infrastructure Program (OCIF) are set from year to year and municipalities may
plan well ahead for the funding available. Discretionary grants are by application and uncertain with respect to amounts, timing of receipt, and deadlines for the use of funds.
Partial grant funding of large projects may render the grant funding unusable if the “Town” portion is unavailable during the specified time frame. The Town has applied for a number of discretionary grants, but the receipt is uncertain. As a result, these projects have been excluded from the 2021 capital budget.
In 2018, the Town completed a Comprehensive Asset Management Plan (AMP) which will direct the Town’s investments in asset rehabilitation and renewal over the next 10 years.
Contributions to the Town’s infrastructure maintenance reserves are primarily funded from the tax levy and are informed by the recommendations of the AMP.
For 2020, Council supported an annual 3% capital levy to continue the work of building up the necessary reserve contributions
to target levels. However, due to the pandemic and Council’s direction to limit a significantly higher tax levy impact, the levy is being paused for 2021 and 2022.
2021 reserve contributions of $5.1 million, along with federal and provincial grant funding of $2.41 provide $7.51 million for rehabilitation. While significant, a funding gap of $6.69 million remains when compared to the $14.2 million annual investment recommended by the 2018 AMP.
56% of the projects included in the Town’s
10-year Capital Plan relate to the repair and renewal of existing assets, representing a commitment of almost $85.1 million.
Making timely investments in the Town’s existing infrastructure will contribute to the Town’s long-term financial sustainability ensure that the Town will be able to sustain its vibrant community spaces, open spaces and infrastructure for generations to come.
2021 Largest Proposed Projects
Lloyd Street Re-Construction
Various Road Repairs and Rehabilitation
Memorial Park Skating Trail
Fire Truck Pumper Replacement
Vanzant Court Sewer Replacement
1.6
in millions of dollars.
1.5
0.9
0.8
0.7
DEBT & OPERATING IMPACTS70
Debt ForecastThe Town has used debt to facilitate investments in many important infrastructure projects, including most recently the expansion of the Leisure Centre and Library.
While the Town continues to face funding pressures due to the cost of infrastructure associated with new growth, the impact of slower than expected development activity, and potential other new initiatives, no new debt is currently proposed in the current capital plan. This reflects the findings of the 2019 benchmarking report and 2019
Reserve & Reserve Fund strategy, both of which found the Town to have high relative debt levels as compared to its peers.
In the face of uncertainties and high debt levels, only projects with identified funding sources are included in the recommended 2021-2030 Capital Plan. Unfunded projects include the $6.6 million upgrade to the Ballantrae Fire Station 5-2; the $16 million aquatic and facility space expansion; the $10 million upgrades to Bethesda Road between Highway 48 and Tenth Line; and the development of numerous parks and
Amou
nt (m
illio
ns $
)20
11
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
$35 m
30
25
20
15
10
5
Existing Debt
New Debt
parkettes including the Ballantrae South parkette, Gormley parkettes and the Ballymore park.
$87.8 million in projects remain unfunded as staff work with partners in the development community and other levels of government to advance priority initiatives.
The complete list of 2021-2030 unfunded projects can be found in Appendix Four.
2021/22 Operating ImpactsProject No. Project Title Sum of Operating Impact
1321 Purchase Order Requisition System $21,000
1323 Department Requests for Hardware & Software $5,100
1324 Internet/WAN Renewal Agreement/RFP $46,000
951 Controlled Crossing Infrastructure Safety Assessment & Repairs $500
1042 Customer Relationship Management System (CRM) $180,000
Grand Total: $252,600
What is the impact of capital spending for buildings, equipment, and other facilities on future operating expenditures of the Town?
Operating impacts can be classified in terms of increased revenues, increased expenditures and/or cost savings in relation to a capital project that is completed. To ensure that operating impacts and life cycle costs are identified, the following items are of key importance:
• Development of policies and procedures that require capital planning and asset management documents (or plans) to include operating impacts and life cycle costs when submitted in order for approval to be obtained.
• Staff involved with estimating operating impacts should be trained on documentation of their assumptions/methodology. Items to consider
when making assumptions include:
• Timeframe to determine when costs, savings or revenue will start;
• Various anticipated phases of the project;
• In-house versus external operations;• Type of work being done; and• Whether the costs, savings, or
revenues are recurring or non-recurring.
Operational costs arising from the Town’s capital program include asset maintenance costs, inflationary pressures and incremental reserve contributions to save for the replacement of growth-related infrastructure assumed or constructed in prior years.
FUNDING SOURCES72
Funding Source 2020 2021 2022 2023 2024 2025 2026 2027
Bill 124 Surplus Reserve 50,000 - - - - - - -
Cemetery Reserve 27,000 - - - - - - -
Development Charges 1,912,109 3,723,900 5,143,768 3,218,485 3,082,545 4,107,341 1,503,399 1,739,470
Federal Gas Tax Reserve 658,400 2,132,600 3,395,000 2,280,000 2,620,000 1,500,000 1,100,000 1,100,000
Grants 1,786,442 4,196,172 720,000 720,000 720,000 720,000 720,000 -
Library Reserve 36,800 36,800 49,118 29,118 42,318 292,318 42,318 30,513
Sewer Reserve 1,652,481 675,556 2,113,406 1,231,481 948,681 467,131 1,127,931 143,681
Trade - In 19,000 30,000 38,000 17,000 36,000 39,000 26,000 -
Water Reserve 389,715 960,590 2,730,956 1,152,340 889,515 624,865 3,607,665 2,623,415
New Infrastructure Reserve 599,703 2,346,082 1,796,884 2,677,208 2,409,623 1,916,327 2,170,269 1,738,569
R & R Reserve 2,767,500 2,858,250 3,079,550 3,166,250 4,402,800 4,505,100 3,754,000 2,280,000
Strategic Initiatives Reserve 806,650 795,000 680,000 1,230,000 945,000 815,000 365,000 545,000
Fleet & Equipment Reserve 2,169,800 1,781,000 2,565,000 1,706,000 2,293,000 1,732,000 2,053,000 1,726,000
Stormwater Infrastructure Reserve 80,000 130,000 130,000 130,000 130,000 130,000 130,000 130,000
Grand Total: 12,955,600 19,665,950 22,441,682 17,557,882 18,519,482 16,849,082 16,599,582 12,056,648
Department 2021 2022 2023 2024 2025 2026 2027 2028
Office of the CAO 25,000 25,000 125,000 25,000 25,000 25,000 125,000 25,000
Finance and Technology Services 1,086,650 645,000 1,040,000 1,020,000 625,000 1,050,000 640,000 1,180,000
Corporate Services 58,800 50,000 100,000 - 50,000 50,000 65,000 -
Fire & Emergency Services 1,228,200 831,600 1,146,600 166,600 1,022,600 135,000 752,000 145,000
Development Services 1,039,400 1,771,000 1,205,000 1,539,100 846,600 922,000 1,740,000 470,000
Public Works 4,990,000 8,784,900 14,495,500 9,339,000 12,398,500 10,304,600 7,799,400 5,870,000
Waste Water 1,648,000 352,000 130,000 130,000 232,900 180,000 130,000 130,000
Water 115,000 400,000 1,470,000 115,000 150,500 365,000 2,615,000 2,615,000
Leisure & Community Services 2,714,550 6,756,450 2,466,400 4,980,000 2,925,200 3,324,300 2,490,000 1,486,000
Library 50,000 50,000 263,182 243,182 243,182 493,182 243,182 135,648
Grand Total: 12,955,600 19,665,950 22,441,682 17,557,882 18,519,482 16,849,082 16,599,582 12,056,648
Capital Budget FundingApproximately 67% of asset management is funded from Repair & Rehabilitation reserves and Fleet & Equipment reserves. Key asset management capital projects in 2021 include road repairs, replacement of 2007 pumper, Vanzant Court sewer replacement and Customer Relationship Management System (CRM).
Growth-related projects are funded from a combination of development charges and the Town’s contribution to the New Infrastructure reserve, which funds the portion of growth-related expenditures not recoverable under the Development Charges Act.
4% of the Capital Plan relates to Strategic
Initiatives. The Strategic Initiatives reserve is funded from the tax levy.
In 2019, Finance staff undertook a review of the Town’s reserves and reserve funds in order to optimize the use of available funds and direct resources towards Council’s priorities. As a result, a number of reserves were closed or consolidated, and several new reserves were established. The new reserve structure reflects the Town’s three priority funding streams: Rehabilitation and Replacement, New Infrastructure and Strategic Initiatives. Together these 3 reserves receive all of the reserve allocations from the tax-levy. Water and wastewater user fees directly support the Water &
Wastewater Capital reserves.Development Charge collections were
strong for residential development activity in 2020 but not so the case for non-residential. The Town has not been able to attract significant commercial and industrial development; to that end, Council has made expanding the tax base a priority of the Strategic Plan. As a result, Development Charge reserves are significantly under the expected balanced forecast in the 2018 Development Charges Background Study and will necessitate an increased use of long-term funding strategies such as front-ending agreements, possibly Development Charge funded debt and project rescheduling.
Development Charges
Fleet & Equipment
Grants & Donations
Water & Wastewater Reserves
Repair & Rehabilitation Reserves
Strategic Initiatives Reserves
New Infrastructure Reserve
Other
13%
16%
6%
15%
33%
5%
11%
1%
2028 2029 Grand Total
- - 50,000
- - 27,000
230,535 127,335 24,788,887
1,100,000 1,100,000 16,986,000
- - 9,582,614
20,000 - 579,303
143,681 143,681 8,647,710
15,000 10,000 230,000
183,415 123,415 13,285,891
50,769 27,569 15,733,003
3,081,000 3,006,000 32,900,450
145,000 645,000 6,971,650
2,353,000 1,523,000 19,901,800
130,000 130,000 1,250,000
7,452,400 6,836,000 150,934,308
2029 2030 Total Forecast
25,000 25,000 450,000
640,000 1,055,000 8,981,650
50,000 - 423,800
790,000 595,000 6,812,600
35,000 65,000 9,633,100
3,200,400 2,967,000 80,149,300
130,000 130,000 3,192,900
115,000 115,000 8,075,500
2,447,000 1,884,000 31,473,900
20,000 - 1,741,558
7,452,400 6,836,000 150,934,308
Public Works5.0 m
2.7 m
1.7 m
1.2 m
1.1 m
Leisure Services
Waste Water
Fire & Emergency Services
Finance & Technology Services
2021 Highest Department Capital Budgets
in millions of dollars.
APPENDIX ONE74
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Cust
omer
Ser
vice
Exc
elle
nce
761
Gene
ral A
dmin
Stu
dyGe
nera
l Adm
in S
tudy
Stra
tegi
c In
itiat
ives
$ 25
,000
1042
Cust
omer
Rel
atio
nshi
p M
anag
emen
t Sys
tem
(CRM
)"R
epla
cem
ent o
f leg
acy
Serv
ice
Requ
est M
anag
er a
ppli-
catio
n w
hich
no
long
er m
eets
bus
ines
s ne
eds
of T
own'
s cu
stom
er s
ervi
ce d
epar
tmen
t."
Repa
ir &
Repl
acem
ent
$ 50
0,00
0$
180,
000
1328
Tele
phon
e Sy
stem
Rep
ortin
g
The
prop
osed
repo
rtin
g sy
stem
will
mak
e ca
lling
dat
a m
ore
acce
ssib
le d
irect
ly to
dep
artm
ent e
nd u
sers
and
will
allo
w to
ge
nera
te v
ario
us re
port
s th
at w
ill h
elp
to im
prov
e cu
stom
er
serv
ice
expe
rienc
e.
Repa
ir &
Repl
acem
ent
$ 10
,000
566
Web
site
Upg
rade
Upgr
ade
to th
e To
wn'
s w
ebsi
te. R
esch
edul
ed fr
om 2
020
due
to C
OVID
.Re
pair
& Re
plac
emen
t$
100,
000
1276
Tow
n Ha
ll -
Cus
tom
er S
ervi
ce C
ount
er S
ecur
ity U
pgra
deSe
curit
y up
grad
es to
Tow
n Ha
ll Cu
stom
er S
ervi
ce d
esk.
Re
sche
dule
d fr
om 2
020.
Repa
ir &
Repl
acem
ent
$ 50
,000
Com
mun
ity S
pace
s
1145
Dow
ntow
n Si
gn B
oard
Dow
ntow
n si
gn in
stal
latio
n fo
r the
new
Tow
n pr
omot
ion.
Stra
tegi
c In
itiat
ives
$ 12
5,00
0
1242
Gene
ral F
acili
ty U
pgra
des
Annu
al p
rovi
sion
nee
ded
for g
ener
al fa
cilit
y up
grad
es fo
r re
pair
and
reha
bilit
atio
n.Re
pair
& Re
plac
emen
t$
65,0
00
1268
Life
cycl
e Up
grad
es -
Tow
n Ha
llPr
ovis
ions
for a
nnua
l fac
ility
mai
nten
ance
and
enh
ance
men
ts
at th
e To
wn
Hall.
Repa
ir &
Repl
acem
ent
$ 20
,000
1270
Life
Saf
ety
Upgr
ades
Prov
isio
n fo
r ann
ual m
aint
enan
ce, r
epai
r, up
grad
es a
nd
enha
ncem
ents
of l
ife s
afet
y sy
stem
s su
ch a
s ge
nera
tors
, fire
sp
rinkl
ers,
etc
.
Repa
ir &
Repl
acem
ent
$ 50
,000
1271
Offic
e Fu
rnitu
rePr
ovis
ion
for v
ario
us w
orks
tatio
ns a
nd o
ffice
furn
iture
nee
ds
at a
ll m
unic
ipal
loca
tions
.Re
pair
& Re
plac
emen
t$
15,0
00
1290
Cloc
k To
wer
Con
ditio
n As
sess
men
t and
Rep
airs
Cond
ition
ass
essm
ent t
o de
term
ine
exte
nt o
f upd
ates
re
quire
d to
clo
ck to
wer
.Re
pair
& Re
plac
emen
t$
25,0
00
795
Corp
orat
e Ac
cess
ibili
ty -
Fac
ilitie
sCo
rpor
ate
Acce
ssib
ility
Ann
ual P
rogr
amRe
pair
& Re
plac
emen
t$
20,0
00
796
Faci
litie
s Li
fecy
cle
Upgr
ades
Prov
isio
n fo
r ann
ual r
epai
rs a
nd m
aint
enan
ce
requ
irem
ents
of v
ario
us T
own
faci
litie
s.Re
pair
& Re
plac
emen
t$
70,0
00
805
Faci
lity
Cons
erva
tion
& Su
stai
nabi
lity
Upgr
ades
Faci
lity
sust
aina
bilit
y up
grad
es a
s se
t out
in th
e 5-
year
En-
ergy
Con
serv
atio
n an
d De
man
d M
anag
emen
t Pla
n in
clud
ing:
en
ergy
aud
its,re
com
mis
sion
ing
of o
ld e
quip
men
t, lig
htin
g up
grad
es, p
eak
savi
ngs
equi
pmen
t, et
c.
Repa
ir &
Repl
acem
ent
$ 35
,000
1154
Loch
inva
r Boi
ler R
epla
cem
ent -
SCS
CRe
plac
emen
t of
Loch
inva
r boi
lers
and
a fi
re p
anel
repl
ace-
men
t.Re
pair
& Re
plac
emen
t$
90,0
00
1348
Conc
rete
Flo
or R
epai
r - S
CSC
Repa
ir co
ncre
te e
rosi
on a
t fro
nt o
f SCS
C ar
ena.
Repa
ir &
Repl
acem
ent
$ 30
,000
780
Life
cycl
e Up
grad
es -
Are
nas
Prov
isio
n fo
r ann
ual r
epai
rs a
nd m
aint
enan
ce re
quire
men
ts
at th
e St
ouffv
ille
Aren
a an
d St
ouffv
ille
Clip
pers
Spo
rts
Com
plex
.
Repa
ir &
Repl
acem
ent
$ 60
,000
1351
Stou
ffvill
e Ar
ena
- Fu
rnac
e In
sert
and
Re-
circ
ulat
ion
Pum
psTo
repl
ace
furn
ace
inse
rt &
reci
rcul
atio
n pu
mps
at S
touf
fvill
e Ar
ena.
Repa
ir &
Repl
acem
ent
$ 20
,000
2021
Pro
ject
Lis
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Com
mun
ity S
pace
s
1355
Plat
e an
d Fr
ame
Repl
acem
ent -
Sto
uffv
ille
Aren
aPl
ate
and
fram
e to
repl
ace
chill
er a
nd n
ew v
alve
s at
St
ouffv
ille
Aren
a.Re
pair
& Re
plac
emen
t$
150,
000
426
Life
cyle
Upg
rade
s -
Oper
atio
ns C
entr
ePr
ovis
ion
for a
nnua
l fac
ility
mai
nten
ance
and
enh
ance
men
ts
at th
e Op
erat
ions
Cen
tre.
Repa
ir &
Repl
acem
ent
$ 15
,000
234
Life
cycl
e Up
grad
es -
WS
Leis
ure
Cent
rePr
ovis
ions
for a
nnua
l fac
ility
mai
nten
ance
and
enh
ance
men
ts
at th
e Le
isur
e Ce
ntre
.Re
pair
& Re
plac
emen
t$
50,0
00
594
Fitn
ess
Equi
pmen
t Rep
lace
men
t - W
S Le
isur
e Ce
ntre
Annu
al p
rovi
sion
for
life
cycl
e re
plac
emen
t of fi
tnes
s eq
uip-
men
t in
use
at th
e Le
isur
e Ce
ntre
.Re
pair
& Re
plac
emen
t$
45,0
00
1363
Mus
eum
Gra
ding
Upg
rade
sTo
upg
rade
the
grad
ing
at th
e m
useu
m s
ite to
dea
l with
all
rain
and
sto
rm w
ater
with
min
imum
impa
ct o
n th
e ex
istin
g in
fras
truc
ture
suc
h as
reta
inin
g w
alls
, sto
rm s
ewer
line
, po
ndin
g, e
tc.
Repa
ir &
Repl
acem
ent
$ 25
,000
787
Life
cycl
e Up
grad
es -
Mus
eum
Prov
isio
n fo
r ann
ual f
acili
ty m
aint
enan
ce a
nd
enha
ncem
ents
at t
he M
useu
m.
Repa
ir &
Repl
acem
ent
$ 15
,000
1223
Reco
rdin
g St
udio
Equ
ipm
ent
Repl
acem
ent o
f exi
stin
g re
cord
ing
stud
io e
quip
men
t. Fu
nded
by
Lib
rary
Don
atio
n Re
serv
e.Re
pair
& Re
plac
emen
t$
20,0
00
1225
Inno
vatio
n La
b Eq
uipm
ent
Repl
acem
ent o
f exi
stin
g eq
uipm
ent.
Fund
ed b
y Li
brar
y Do
natio
n Re
serv
e.Re
pair
& Re
plac
emen
t$
10,0
00
1083
Addi
tiona
l Fur
nitu
re &
Equ
ipm
ent
Addi
tiona
l fur
nitu
re a
nd e
quip
men
t for
the
Libr
ary.
Grow
th$
20,0
00
1305
Dow
ntow
n In
itiat
ives
Fund
s ar
e re
quire
d to
adv
ance
var
ious
str
ateg
ic in
itiat
ives
in
the
dow
ntow
n to
sup
port
revi
taliz
atio
n/be
autifi
catio
n an
d to
uris
m o
ppor
tuni
ties,
incl
udin
g ev
ent r
elat
ed p
roje
cts
such
as
Far
mer
s M
arke
t, Ho
liday
Mar
ket.
Stra
tegi
c In
itiat
ives
$ 50
,000
Park
s &
Open
Spa
ces
1140
Play
grou
nd R
esur
faci
ng R
epla
cem
ent
"All
play
grou
nd lo
catio
ns to
be
sche
dule
d th
roug
hout
the
mul
ti ye
ar te
rm. R
emov
e pe
a st
one
and
repl
ace
with
eng
i-ne
ered
woo
d fib
er fo
r saf
ety
and
clea
nlin
ess.
"
Repa
ir &
Repl
acem
ent
$ 25
,000
1146
Asph
alt P
ath
Mai
nten
ance
Asph
alt m
aint
enan
ce a
t var
ious
par
king
and
trai
l loc
atio
ns.
Repa
ir &
Repl
acem
ent
$ 10
,000
1263
Sunn
y Ri
dge
Spra
y Pa
d Re
plac
emen
tEx
istin
g st
ruct
ure
has
reac
hed
the
end
of u
sefu
l life
. A N
ew
infr
astr
uctu
re is
requ
ired
to m
aint
ain
leve
l of s
ervi
ce.
Resc
hedu
led
from
202
0.
Repa
ir &
Repl
acem
ent
$ 12
0,00
0
1306
Play
grou
nd E
quip
men
t Rep
lace
men
tAn
nual
allo
tmen
t for
the
repl
acem
ent o
f pla
ygro
und
equi
p-m
ent.
Repa
ir &
Repl
acem
ent
$ 80
,000
1364
Cem
eter
y Li
fecy
cle
Upgr
ades
Prov
isio
ns fo
r cap
ital r
epai
rs a
nd m
aint
enan
ce re
quire
men
ts
for t
he C
emet
ery.
Repa
ir &
Repl
acem
ent
$ 27
,000
510
Mem
oria
l Pk
Ph 5
- (Z
one
4,8)
Ska
ting
Trai
l & R
elat
ed F
acili
ties
Skat
ing
trai
l ide
ntifi
ed a
nd n
umbe
r one
prio
rity
thro
ugh
"Des
ign
your
Mem
oria
l Par
k" c
onsu
ltatio
n pr
ojec
t and
will
in
clud
e co
ncre
te tr
ail t
hrou
ghou
t the
par
k, s
ite a
ltera
tions
, la
ndsc
apin
g m
echa
nica
l roo
m b
ridge
and
zam
boni
. Des
ign
in 2
021,
co
nstr
uctio
n in
202
2.
Grow
th$
836,
550
APPENDIX ONE76
2021
Pro
ject
Lis
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Park
s &
Open
Spa
ces
618
Tree
Rep
lace
men
t Pro
gram
Annu
al tr
ee re
plac
emen
t pro
gram
is re
quire
d on
a y
early
ba
sis
due
to th
e Em
eral
d As
h Bo
rer d
isea
se a
nd to
enh
ance
th
e To
wn'
s tr
ee c
anop
y.
Repa
ir &
Repl
acem
ent
$ 40
,000
647
Asph
alt O
ff Ro
ad T
rail-
Mem
oria
l Par
kCo
sts
asso
ciat
ed w
ith a
ddin
g to
or i
mpr
ovin
g tr
ail s
yste
m a
t va
rious
loca
tions
.Gr
owth
$ 19
,000
791
Park
Am
eniti
esAn
nual
pro
visi
on fo
r the
repa
ir an
d m
aint
enan
ce o
f par
k am
eniti
es.
Repa
ir &
Repl
acem
ent
$ 25
,000
792
Play
grou
nd M
aint
enan
ceAn
nual
pro
visi
on fo
r pla
ygro
und
mai
nten
ance
wor
k.Re
pair
& Re
plac
emen
t$
30,0
00
793
Smal
l Equ
ipm
ent
Annu
al b
udge
t to
capt
ure
the
purc
hase
of s
mal
l equ
ipm
ent
for p
arks
.Re
pair
& Re
plac
emen
t$
15,0
00
Com
mun
ity P
lann
ing
64Go
rmle
y &
Gree
nbel
t Exp
ansi
on S
ervi
cing
EA
Envi
ronm
enta
l Ass
essm
ent f
or w
ater
and
was
tew
ater
in
fras
truc
ture
sol
utio
ns in
Gor
mle
y an
d th
e gr
eenb
elt
expa
nsio
n ar
eas
in p
artn
ersh
ip w
ith Y
ork
Regi
on a
nd T
own
of
Mar
kham
in 2
020.
Grow
th$
233,
300
1245
Park
ing
Stud
y"T
o re
view
and
upd
ate
exis
ting
park
ing
stan
dard
s. R
esch
ed-
uled
from
202
0 du
e to
COV
ID"
Stra
tegi
c In
itiat
ives
$ 20
,000
1246
OPR
- He
ritag
e Co
nser
vatio
n Di
stric
t Stu
dy/P
olic
y Do
wnt
own
Stou
ffvill
eTo
stu
dy th
e he
ritag
e si
gnifi
canc
e of
pro
pert
ies
in th
e st
udy
area
to d
eter
min
e th
e po
tent
ial f
or th
e de
sign
atio
n of
a H
CD.
Stra
tegi
c In
itiat
ives
$ 75
,000
1366
CBC
Feas
ibili
ty A
sses
smen
t Stu
dyAm
endm
ents
to th
e Pl
anni
ng A
ct re
quire
s m
unic
ipal
ities
to
enac
t and
impl
emen
t a C
omm
unity
Ben
efit C
harg
e by
law
. Th
is s
tudy
will
hel
p in
form
this
byl
aw.
Stra
tegi
c In
itiat
ives
$ 30
,000
315
Balla
ntra
e-M
usse
lman
's L
ake
Seco
ndar
y Pl
anRe
view
of S
econ
dary
Pla
n po
licie
s an
d re
late
d te
chni
cal
wor
k.Gr
owth
$ 94
,400
318
OPR
- In
tens
ifica
tion
& Gr
owth
Man
agem
ent S
trat
egy
Stou
ffvill
e Se
cond
ary
Plan
: to
exam
ine
over
all g
row
th
man
agem
ent f
or th
e To
wn,
incl
udin
g in
tens
ifica
tion,
her
itage
, tr
ansp
orta
tion,
infr
astr
uctu
re a
nd g
ener
al p
olic
y re
view
as
part
of O
ffici
al P
lan
revi
ew.
Grow
th$
40,0
00
330
Vario
us P
lann
ing
Stud
ies
Prov
isio
n fo
r add
ition
pla
nnin
g st
udie
s an
d su
ppor
t as
requ
ired
thro
ugho
ut th
e ye
ar.
Stra
tegi
c In
itiat
ives
$ 20
,000
632
Traf
fic O
pera
tion
Stud
y (L
inke
d to
Tra
nspo
rtat
ion
Mas
ter P
lan)
Iden
tify
oper
atio
nal s
afet
y im
prov
emen
ts th
roug
h re
com
-m
ende
d tr
affic
ope
ratio
ns s
tudi
es.
Grow
th$
266,
700
1058
Dive
rsity
and
Incl
usio
n St
rate
gy -
LS
Stud
y de
term
ined
by
the
Leis
ure
Mas
ter P
lan
Grow
th$
80,0
00
1048
Mai
n St
Cor
ridor
Urb
an D
esig
n Gu
idel
ine
Upda
teSt
ouffv
ille
Urba
n De
sign
Gui
delin
es w
hich
incl
udes
a fo
cus
on M
ain
St. a
s w
ell a
s ge
nera
l Sto
uffv
ille
urba
n de
sign
gu
idel
ines
.
Grow
th$
50,0
00
1127
Flow
Mon
itorin
g W
W31
Annu
al w
ater
flow
mon
itorin
g pr
ogra
m.
Grow
th$
160,
000
108
Sign
als
- RR
#30/
Hoov
er P
ark
DrW
ork
with
Yor
k Re
gion
to u
nder
take
traf
fic s
igna
ls a
t Reg
ion-
al R
d 30
and
Hoo
ver P
ark
Dr.
Grow
th$
285,
000
1085
Inte
rsec
tion
Impr
ovem
ents
- L
akes
hore
at H
wy
48W
ork
with
MTO
to in
vest
igat
e an
d de
sign
in
ters
ectio
n im
prov
emen
ts a
t Lak
esho
re R
oad
and
Hwy
48.
Grow
th$
50,0
00
APPENDIX ONE78
2021
Pro
ject
Lis
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Com
mun
ity P
lann
ing
1160
Dow
ntow
n Re
habi
litat
ion
Desi
gn a
nd M
aste
r Pla
nDo
wnt
own
Reha
bilit
atio
n De
sign
and
Mas
ter P
lan,
50%
of
2020
pro
ject
def
erre
d to
202
1.Re
pair
& Re
plac
emen
t$
125,
000
1256
Burk
hold
er N
eigh
bour
hood
EA
Envi
ronm
enta
l Ass
essm
ent t
o in
vest
igat
e po
tent
ial r
oad
mod
ifica
tions
in th
e Bu
rkho
lder
St a
nd P
ark
Driv
e ar
ea.
Resc
hedu
led
as a
ppro
ved
in 2
020.
Repa
ir &
Repl
acem
ent
$ 20
0,00
0
New
Infr
astr
uctu
re
1253
Carg
o Va
nAd
ditio
nal v
ehic
le is
requ
ired
for t
he T
own
to m
eet a
nd
exce
ed th
e m
inim
um p
rovi
ncia
l sta
ndar
ds fo
r wat
er q
ualit
y.St
rate
gic
Initi
ativ
es$
67,0
00
1367
Subt
runk
#1
Ext,
Am
endm
ent t
o EA
, Des
ign
& Ag
ency
App
rova
ls
WW
08, W
W09
, WW
10To
und
ergo
Sub
trun
k #1
ext
ensi
on a
men
dmen
t to
the
EA,
unde
rtak
e ge
otec
hnic
al a
nd h
ydro
geol
ogic
al a
naly
sis,
des
ign
and
agen
cy a
ppro
vals
prio
r to
the
cons
truc
tion
of p
ortio
ns
WW
08, W
W09
and
WW
10 o
f the
was
tew
ater
sys
tem
as
defin
ed in
the
DC S
tudy
.
Grow
th$
500,
000
1310
Vehi
cle
Hois
t - F
our P
ost H
eavy
Dut
yFo
ur p
ost v
ehic
le h
oist
with
cap
abili
ties
to li
ft up
to
30,0
00lb
s.St
rate
gic
Initi
ativ
es$
65,0
00
1078
Trai
ler
New
trai
ler -
Par
ks, d
esig
nate
d as
gro
wth
.Gr
owth
$ 18
,000
Com
mun
ity S
afet
y
1004
Buy-
Out V
ehic
le -
201
6 By
-law
3Le
ase
expi
res
June
, 20
21. V
ehic
le is
use
d fo
r par
king
en
forc
emen
t. Re
pair
& Re
plac
emen
t$
8,80
0
1049
Fire
Mas
ter P
lan
Revi
ewFi
re M
aste
r Pla
n Re
view
Grow
th$
120,
000
1064
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
)Eq
uipm
ent a
nd g
ear t
o ou
tfit t
he n
ew F
irefig
hter
s id
entifi
ed
in th
e Fi
re M
aste
r Pla
n.Gr
owth
$ 33
,200
1345
Vehi
cle
Digi
tal R
epea
ter
Repe
ater
nee
ded
to e
nhan
ce ra
dio
capa
bilit
ies
to e
nsur
e co
mm
unic
atio
n de
man
ds w
ith v
ertic
al b
uild
ings
.St
rate
gic
Initi
ativ
es$
35,0
00
188
Bunk
er G
ear R
epla
cem
ent
In-S
ervi
ce G
ear r
epla
cem
ent a
s re
quire
d by
legi
slat
ion
and
to
acco
mm
odat
e vo
lunt
eer r
ecru
itmen
t.Re
pair
& Re
plac
emen
t$
35,0
00
826
Mis
c. E
quip
men
t, To
ols
& Fi
refig
hter
Gea
rPr
ovis
ion
for t
he re
plac
emen
t of v
ario
us s
mal
l too
ls a
nd
equi
pmen
t as
requ
ired.
It a
lso
fund
s m
oder
niza
tion
of
equi
pmen
t on
truc
ks w
hen
need
ed.
Repa
ir &
Repl
acem
ent
$ 25
,000
179
Repl
ace
5912
(514
) 200
5 Ta
nker
Repl
ace
tank
er a
nd a
uxili
ary
equi
pmen
t. Re
ques
t to
go to
te
nder
in 2
021
and
dow
n pa
ymen
t will
be
in 2
022.
Repa
ir &
Repl
acem
ent
$ 25
,000
575
Repl
ace
5917
(511
) 200
7 Pu
mpe
rRe
-bud
gete
d un
used
201
9 $2
5,00
0 po
rtio
n fo
r spe
cs to
be
adde
d to
the
repl
acem
ent o
f Pum
per/
Resc
ue 5
917
2007
Pu
mpe
r, in
clud
es v
ehic
le, h
ose
and
vario
us e
quip
men
t. $3
00,0
00 w
as d
efer
red
from
202
0.
Repa
ir &
Repl
acem
ent
$ 90
0,00
0
819
Repl
ace
5926
(520
) 201
1 Ut
ility
Tru
ckRe
plac
emen
t of 5
926
(520
) 201
1 Ut
ility
pic
k-up
truc
k an
d lig
hts,
usi
ng e
xist
ing
radi
o -
Stat
ion
52.
Repa
ir &
Repl
acem
ent
$ 55
,000
1269
Life
cycl
e Up
grad
es -
Fire
Hal
lsPr
ovis
ions
for a
nnua
l fac
ility
mai
nten
ance
and
enh
ance
men
ts
at th
e Fi
re H
all.
Repa
ir &
Repl
acem
ent
$ 20
,000
APPENDIX ONE80
2021
Pro
ject
Lis
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Infr
astr
uctu
re R
ehab
ilita
tion
And
Equi
pmen
t Rep
lace
men
t
1302
Corp
orat
e M
obile
Sm
artp
hone
Ref
resh
Repl
acem
ent o
f app
roxi
mat
ely
120
corp
orat
e m
obile
sm
artp
hone
s du
e to
reac
hing
end
of s
ervi
ce li
fe.
Repa
ir &
Repl
acem
ent
$ 85
,000
1322
HRIS
Tim
e Cl
ocks
Purc
hase
of d
igita
l tim
e cl
ocks
for u
se b
y To
wn
shift
wor
kers
. Th
e cl
ocks
will
inte
rfac
e w
ith th
e ne
w H
RIS/
payr
oll s
yste
m
and
auto
mat
e th
e pr
oces
s of
repo
rtin
g ho
urs
wor
ked.
Stra
tegi
c In
itiat
ives
$ 60
,000
1323
Depa
rtm
ent R
eque
sts
for H
ardw
are
& So
ftwar
eVa
rious
requ
ests
from
end
-use
r dep
artm
ents
for d
eskt
op
hard
war
e an
d/or
sof
twar
e. E
ach
indi
vidu
al e
nd u
ser r
eque
st
mus
t be
less
that
$10
K an
d ap
prov
ed b
y th
e re
spec
tive
depa
rtm
ent h
ead.
Stra
tegi
c In
itiat
ives
$ 15
1,65
0$
5,10
0
1324
Inte
rnet
/WAN
Ren
ewal
Agr
eem
ent/R
FPTh
e To
wn’
s pr
esen
t agr
eem
ent w
ith B
ell f
or In
tern
et a
nd
wid
e-ar
ea n
etw
ork
data
ser
vice
s is
sla
ted
to e
xpire
in M
arch
20
22. G
iven
the
timin
g of
this
exp
iry, i
t is
nece
ssar
y to
sec
ure
fund
ing
in 2
021
to p
rovi
de s
uffic
ient
tim
e to
eith
er n
egot
iate
a
rene
wal
agr
eem
ent w
ith th
e in
cum
bent
ven
dor o
r to
issu
e a
requ
est f
or p
ropo
sal t
o se
ek th
ese
serv
ices
on
the
open
m
arke
t. As
par
t of t
his
proc
urem
ent,
it is
reco
mm
ende
d th
at
Inte
rnet
ban
dwid
th b
e up
grad
ed to
1GB
ser
vice
to m
eet
grow
ing
busi
ness
dem
ands
.
Repa
ir &
Repl
acem
ent
$ 10
,000
$ 46
,000
1330
Mee
ting
Room
Tec
hnol
ogy
Upgr
ades
To b
ette
r sup
port
hyb
rid m
eetin
gs (a
mix
of i
n-pe
rson
and
re
mot
e at
tend
ees)
, var
ious
tech
nolo
gy u
pgra
des
are
need
ed
to m
eetin
g ro
oms.
Thi
s w
ill in
clud
e de
ploy
ing
a de
dica
ted
PC a
nd v
ideo
con
fere
ncin
g eq
uipm
ent t
o se
amle
ss fa
cilit
ate
host
ing
thes
e ty
pes
of m
eetin
gs.
Repa
ir &
Repl
acem
ent
$ 10
,000
490
Hard
war
e Li
fecy
cle
Upgr
ades
to S
erve
rs &
Infr
astr
uctu
reAn
nual
upg
rade
s re
quire
d fo
r har
dwar
e up
grad
es in
volv
ing
serv
ers
and
infr
astr
uctu
re.
Repa
ir &
Repl
acem
ent
$ 40
,000
570
Softw
are
Lice
nsin
g Li
fecy
cle
Upgr
ades
to S
erve
rs &
Infr
astr
uc-
ture
Addi
tiona
l sof
twar
e lic
ensi
ng re
quire
men
ts re
late
d to
new
so
ftwar
e an
d/or
add
ition
al s
taffi
ng.
Repa
ir &
Repl
acem
ent
$ 40
,000
961
PC E
quip
men
t - D
eskt
op a
nd N
oteb
ook
PC R
efre
shDe
skto
p an
d no
tebo
ok P
C re
fres
h to
add
ress
life
cycl
e re
plac
emen
t of t
he T
own'
s PC
ass
ets.
Repa
ir &
Repl
acem
ent
$ 80
,000
936
Digi
tal P
erm
it Re
view
Sof
twar
e &
Hard
war
eM
oder
nize
Bui
ldin
g Se
rvic
es to
mov
e aw
ay fr
om p
aper
to
war
d el
ectr
onic
doc
umen
ts.
Stra
tegi
c In
itiat
ives
$ 50
,000
878
Smal
l Equ
ipm
ent
To s
uppo
rt s
ervi
ce to
resi
dent
s, a
var
iety
of s
mal
l equ
ipm
ent
is re
quire
d.Re
pair
& Re
plac
emen
t$
50,0
00
1248
Post
Con
stru
ctio
n Im
prov
emen
tsPr
ovis
ions
for p
ost-
cons
truc
tion
impr
ovem
ents
(e.g
. bou
le-
vard
upg
rade
s) a
s re
quire
d th
roug
hout
the
year
. Res
ched
uled
$6
0k fr
om 2
020.
Repa
ir &
Repl
acem
ent
$ 60
,000
196
Repa
ir/Re
habi
litat
ion
Annu
al re
pair
and
reha
bilit
atio
n of
var
ious
road
s.Re
pair
& Re
plac
emen
t$
1,50
0,00
0
584
Traf
fic C
ontr
ol S
igns
Annu
al p
rovi
sion
for t
he p
urch
ase
of n
ew tr
affic
con
trol
si
gns.
One
tim
e In
crea
se in
202
1 to
pur
chas
e st
anda
rized
, re
gula
tory
sig
nage
for a
ll To
wn
roun
dabo
uts
Repa
ir &
Repl
acem
ent
$ 16
5,00
0
718
Lloy
d St
. Rec
onst
ruct
ion
(W27
)"W
27 -
150
mm
wat
erm
ain
upgr
ade
alon
g Ll
oyd
Stre
et fr
om
Mai
n St
reet
to R
ose
Aven
ue. D
esig
n an
d re
cons
truc
tion
of th
e ro
ad, w
ater
mai
n an
d sa
nita
ry s
ewer
with
pot
entia
l add
ition
of
a s
torm
sew
er a
nd c
atch
bas
ins.
"
Grow
th$
1,60
0,00
0
APPENDIX ONE82
2021
Pro
ject
Lis
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Infr
astr
uctu
re R
ehab
ilita
tion
And
Equi
pmen
t Rep
lace
men
t
733
O'Br
ien
Ave.
Rec
onst
ruct
ion
Mai
n St
. to
Rose
Ave
. (W
26)
W26
- 1
50 m
m w
ater
mai
n up
grad
e al
ong
O'Br
ien
Ave.
from
M
ain
Stre
et to
Bur
khol
der S
tree
t.Gr
owth
$ 80
,000
750
Proj
ect M
anag
emen
t & A
dmin
istr
atio
nPr
ojec
t man
agem
ent a
nd a
dmin
istr
atio
n fo
r 202
1.Gr
owth
$ 17
7,00
0
895
Stre
etlig
ht Im
prov
emen
ts, V
ario
us L
ocat
ions
Annu
al p
rovi
sion
s fo
r str
eetli
ght r
epai
rs, i
mpr
ovem
ents
and
ad
ditio
ns a
s re
quire
d th
roug
h th
e ye
ar.
Repa
ir &
Repl
acem
ent
$ 50
,000
898
Stor
mw
ater
Sys
tem
s &
Faci
lity
Man
agem
ent I
mpr
ovem
ents
"Ann
ual p
rovi
sion
s fo
r sto
rm s
ewer
sys
tem
repa
irs,
impr
ovem
ents
, add
ition
s as
requ
ired
thro
ugh
the
year
."Re
pair
& Re
plac
emen
t$
80,0
00
834
Vario
us S
idew
alk
Repa
irs
Annu
al c
apita
l fun
d fo
r sid
ewal
k re
pairs
as
requ
ired
thro
ugh
the
year
.Re
pair
& Re
plac
emen
t$
70,0
00
1013
1 To
n Pi
ck-U
p Tr
uck
Repl
ace
(#15
-134
)Re
plac
emen
t of u
nit #
15-1
34, 1
ton
pick
up tr
uck.
Re
sche
dule
d fr
om 2
020.
Repa
ir &
Repl
acem
ent
$ 67
,000
845
1/2
Ton
Pick
up T
ruck
Rep
lace
(#14
-127
)Re
plac
emen
t of
unit
14-1
27, 1
/2 T
on p
icku
p tr
uck.
Re
sche
dule
d fr
om 2
020.
Repa
ir &
Repl
acem
ent
$ 44
,000
848
Back
hoe
Load
er R
epla
ce (#
11-9
2)Re
plac
emen
t of u
nit #
11-9
2 ba
ckho
e lo
ader
.Re
pair
& Re
plac
emen
t$
150,
000
1007
Smal
l Equ
ipm
ent (
Was
tew
ater
)Pu
rcha
se o
f sm
all e
quip
men
t to
supp
ort P
ublic
Wor
ks
was
tew
ater
act
iviti
es.
Repa
ir &
Repl
acem
ent
$ 10
,000
1257
Reev
es W
ay a
nd H
oove
r Par
k Dr
ive
Infil
trat
ion
Cons
truc
tion
phas
e of
the
sani
tary
sew
er re
pair
on R
eeve
s W
ay B
lvd
and
Hoov
er P
ark
Driv
e.Re
pair
& Re
plac
emen
t$
250,
000
407
U/G
Cond
ition
Ass
essm
ent/A
sset
Man
agem
ent
Annu
al a
mou
nt to
per
form
und
ergr
ound
infr
astr
uctu
re s
truc
-tu
re c
ondi
tion
asse
ssm
ents
as
need
ed.
Repa
ir &
Repl
acem
ent
$ 20
,000
586
Sew
er S
yste
m Im
prov
emen
ts
Annu
al a
mou
nt f
or u
nfor
esee
n ci
rcum
stan
ces
and
wor
k th
at
does
n't c
onst
itute
a s
epar
ate
capi
tal p
roje
ct.
Repa
ir &
Repl
acem
ent
$ 50
,000
696
Aban
don
Sew
er o
n Ch
urch
St f
rom
Mai
n to
Som
ervi
lle S
t (M
e-m
oria
l Par
k) In
cld
Road
Wor
kAb
ando
n ex
istin
g se
wer
s on
Chu
rch
St fr
om M
ain
St to
So
mer
ville
St (
Mem
oria
l Par
k).
Repa
ir &
Repl
acem
ent
$ 25
,000
854
Vanz
ant C
ourt
Sew
er R
epla
cem
ent
"Rec
onst
ruct
ion
of th
e sa
nita
ry s
ewer
and
road
. Rep
lace
-m
ent o
f the
san
itary
sew
er w
ill d
istu
rb a
sig
nific
ant p
ortio
n of
the
road
sur
face
so
full
asph
alt r
epla
cem
ent i
s re
quire
d.
Proj
ect h
as b
een
resc
hedu
led
from
201
9.”
Repa
ir &
Repl
acem
ent
$ 79
3,00
0
1006
Smal
l Equ
ipm
ent (
Wat
er)
Purc
hase
of s
mal
l equ
ipm
ent t
o su
ppor
t Pub
lic W
orks
wat
er
activ
ities
, inc
ludi
ng b
ulk
wat
er s
tatio
n fo
r 202
0.Re
pair
& Re
plac
emen
t$
15,0
00
587
Wat
er S
yste
m Im
prov
emen
ts
"Ann
ual a
mou
nt f
or u
nfor
esee
n ci
rcum
stan
ces
and
wor
k th
at d
oesn
't co
nstit
ute
a se
para
te c
apita
l pro
ject
."Re
pair
& Re
plac
emen
t$
100,
000
1021
Gorm
ley
Pum
ping
Sta
tion
Life
cycl
e Up
grad
esPr
ovis
ions
to p
rovi
de g
ener
al fa
cilit
y up
grad
es.
Repa
ir &
Repl
acem
ent
$ 70
,000
1184
3/4
Ton
Sing
le C
ab w
ith L
ong
Box
Pick
up T
ruck
, Rep
lace
#08
-07
Repl
ace
unit
#08-
07, p
icku
p tr
uck.
Res
ched
uled
from
202
0Re
pair
& Re
plac
emen
t$
76,0
00
1189
3/4
Ton
4 Do
or 4
WD
Pick
up T
ruck
, Rep
lace
#11
-10
Repl
ace
unit
#11-
10, w
ith a
3/4
ton
pick
up tr
uck.
Repa
ir &
Repl
acem
ent
$ 73
,000
APPENDIX ONE84
2021
Pro
ject
Lis
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Desc
riptio
nPr
ojec
t Typ
eBu
dget
Oper
atin
g Im
pact
Infr
astr
uctu
re R
ehab
ilita
tion
And
Equi
pmen
t Rep
lace
men
t
1210
Fron
t Dec
k M
ower
c/w
Atta
chm
ents
Rep
lace
201
1 #P
-18
2011
Joh
n De
ere
Fron
t Dec
k c/
w A
ttach
men
ts R
epla
ce #
P-18
Repa
ir &
Repl
acem
ent
$ 50
,000
1234
Mai
nten
ance
Tec
hnic
ian
Van,
Rep
lace
FA-
CP-1
2-12
Repl
ace
- 20
12 V
ehic
le -
Mai
nten
ance
Tec
hnic
ian
Van,
flee
t #1
2-12
Repa
ir &
Repl
acem
ent
$ 60
,000
1332
Fenc
e Re
pair
& Re
plac
emen
t"L
ifecy
cle
repl
acem
ent a
nd s
afet
y re
pairs
of f
ence
s (i.
e. o
n Te
nth
Line
bet
wee
n No
rth
St &
Cha
mbe
rsbu
rg W
ay)"
Repa
ir &
Repl
acem
ent
$ 80
,000
951
Cont
rolle
d Cr
ossi
ng In
fras
truc
ture
Saf
ety
Asse
ssm
ent a
nd
Repa
irs"I
nfra
stru
ctur
e im
prov
emen
ts a
t con
trol
led
cros
sing
s. T
o un
dert
ake
safe
ty re
pairs
and
reha
bilit
atio
n w
ork
at ra
il cr
ossi
ngs
that
wer
e id
entifi
ed b
y""P
ublic
Rai
lway
Gra
de
Cros
sing
s Sa
fety
Ass
essm
ent (
Appr
opria
tene
ss o
f Whi
stle
Ce
ssat
ion)
Met
rolin
x At
-Gra
de R
ailw
ay C
ross
ings
""su
bmitt
ed
in S
epte
mbe
r 202
0."
Stra
tegi
c In
itiat
ives
$ 90
,000
$ 50
0
Tota
l 202
1 Ca
pita
l Bud
get:
$ 12
,955
,600
$ 23
1,10
0
APPENDIX ONE86
2021
Pro
ject
Lis
t
Note
s
APPENDIX TWO88
5-Ye
ar C
apita
l For
ecas
tPr
ojec
t Nu
mbe
rPr
ojec
t Titl
eTy
pe20
2120
2220
2320
2420
25To
tal
Offic
e of
the
CAO
581
Stra
tegi
c Pl
anni
ngSt
rate
gic
Initi
ativ
es-
-10
0,00
0-
-10
0,00
0
761
Gene
ral A
dmin
Stu
dySt
rate
gic
Initi
ativ
es25
,000
25,0
0025
,000
25,0
0025
,000
125,
000
Offic
e of
the
CAO
Tota
l: 25
,000
25,0
0012
5,00
025
,000
25,0
0022
5,00
0
Fina
nce
& Te
chno
logy
Ser
vice
s
1051
Deve
lopm
ent C
harg
e St
udy
Grow
th-
-10
0,00
0-
-10
0,00
0
1042
Cust
omer
Rel
atio
nshi
p M
anag
emen
t Sys
tem
(CRM
)Re
pair
& Re
plac
emen
t50
0,00
0-
--
-50
0,00
0
1045
Elec
tron
ic D
ocum
ent &
Rec
ords
Man
agem
ent S
yste
mSt
rate
gic
Initi
ativ
es-
-30
0,00
0-
-30
0,00
0
1128
IT D
isas
ter R
ecov
ery
Stra
tegi
c In
itiat
ives
-20
0,00
0-
--
200,
000
1129
Stor
age
Area
Net
wor
k (S
AN) R
epla
cem
ent
Repa
ir &
Repl
acem
ent
--
100,
000
--
100,
000
1238
Futu
re E
mer
ging
Tec
hnol
ogy
Need
sSt
rate
gic
Initi
ativ
es-
--
350,
000
-35
0,00
0
1295
Serv
er C
hass
is a
nd C
lust
er R
epla
cem
ent
Repa
ir &
Repl
acem
ent
--
-10
0,00
0-
100,
000
1296
Mic
roso
ft W
indo
ws
Serv
er O
pera
ting
Syst
em U
pgra
des
Repa
ir &
Repl
acem
ent
--
-10
0,00
0-
100,
000
1297
IT S
ecur
ity A
udit
Repa
ir &
Repl
acem
ent
-25
,000
-30
,000
-55
,000
1302
Corp
orat
e M
obile
Sm
artp
hone
Ref
resh
Repa
ir &
Repl
acem
ent
85,0
00-
-85
,000
-17
0,00
0
1320
DMZ
Serv
er R
epla
cem
ent
Repa
ir &
Repl
acem
ent
--
80,0
00-
-80
,000
1322
HRIS
Tim
e Cl
ocks
Stra
tegi
c In
itiat
ives
60,0
00-
--
-60
,000
1323
Depa
rtm
ent R
eque
sts
for H
ardw
are
& So
ftwar
eSt
rate
gic
Initi
ativ
es15
1,65
0-
--
-15
1,65
0
1324
Inte
rnet
/WAN
Ren
ewal
Agr
eem
ent/R
FPRe
pair
& Re
plac
emen
t10
,000
--
--
10,0
00
1325
Corp
orat
e Te
chno
logy
Str
ateg
ic P
lan
Stra
tegi
c In
itiat
ives
-10
0,00
0-
--
100,
000
1326
Mic
roso
ft SQ
L Se
rver
Dat
abas
e Up
grad
esRe
pair
& Re
plac
emen
t-
70,0
00-
--
70,0
00
1327
Addi
tiona
l Dia
mon
d/M
icro
soft
GP L
icen
ses
Repa
ir &
Repl
acem
ent
--
--
45,0
0045
,000
1328
Tele
phon
e Sy
stem
Rep
ortin
gRe
pair
& Re
plac
emen
t10
,000
--
--
10,0
00
1329
Mic
roso
ft W
indo
ws
10 E
nter
pris
e Up
grad
esRe
pair
& Re
plac
emen
t-
30,0
00-
--
30,0
00
1330
Mee
ting
Room
Tec
hnol
ogy
Upgr
ades
Repa
ir &
Repl
acem
ent
10,0
00-
--
-10
,000
490
Hard
war
e Li
fecy
cle
Upgr
ades
to S
erve
rs &
Infr
astr
uctu
reRe
pair
& Re
plac
emen
t40
,000
80,0
0017
0,00
024
5,00
028
0,00
081
5,00
0
566
Web
site
Upg
rade
Repa
ir &
Repl
acem
ent
100,
000
--
--
100,
000
570
Softw
are
Lice
nsin
g Li
fecy
cle
Upgr
ades
to S
erve
rs &
In
fras
truc
ture
Repa
ir &
Repl
acem
ent
40,0
0080
,000
80,0
0080
,000
80,0
0036
0,00
0
961
PC E
quip
men
t - D
eskt
op a
nd N
oteb
ook
PC R
efre
shRe
pair
& Re
plac
emen
t80
,000
60,0
0021
0,00
030
,000
220,
000
600,
000
Fina
nce
& Te
chno
logy
Ser
vice
s To
tal:
1,08
6,65
064
5,00
01,
040,
000
1,02
0,00
062
5,00
04,
416,
650
Corp
orat
e Se
rvic
es
1276
Tow
n Ha
ll -
Cus
tom
er S
ervi
ce C
ount
er S
ecur
ity U
pgra
deRe
pair
& Re
plac
emen
t50
,000
--
--
50,0
00
582
Econ
omic
Dev
elop
men
t Str
ateg
y Up
date
Stra
tegi
c In
itiat
ives
--
--
50,0
0050
,000
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Corp
orat
e Se
rvic
es
1002
By-la
w V
ehic
le,
Repl
ace
- 20
13 B
y-la
w 1
Repa
ir &
Repl
acem
ent
--
50,0
00-
-50
,000
1003
By-la
w V
ehic
le, R
epla
ce -
201
3 By
-law
2Re
pair
& Re
plac
emen
t-
-50
,000
--
50,0
00
1004
Buy-
Out V
ehic
le -
201
6 By
-law
3Re
pair
& Re
plac
emen
t8,
800
--
--
8,80
0
1294
By-la
w V
ehic
le,
Repl
ace
- 20
15 B
y-la
w 4
Repa
ir &
Repl
acem
ent
-50
,000
--
-50
,000
Corp
orat
e Se
rvic
es T
otal
: 58
,800
50,0
0010
0,00
0-
50,0
0025
8,80
0
Fire
& E
mer
genc
y Se
rvic
es
1049
Fire
Mas
ter P
lan
Revi
ewGr
owth
120,
000
--
--
120,
000
1064
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
)Gr
owth
33,2
0016
,600
16,6
0016
,600
16,6
0099
,600
1345
Vehi
cle
Digi
tal R
epea
ter
Stra
tegi
c In
itiat
ives
35,0
00-
--
-35
,000
1347
Com
mun
ity R
isk
Asse
ssm
ent -
Fire
Stra
tegi
c In
itiat
ives
--
70,0
00-
-70
,000
188
Bunk
er G
ear R
epla
cem
ent
Repa
ir &
Repl
acem
ent
35,0
0040
,000
40,0
0040
,000
40,0
0019
5,00
0
190
Repl
ace
One
Set R
escu
e To
ols
& Ai
r Bag
sRe
pair
& Re
plac
emen
t-
--
50,0
00-
50,0
00
824
Defib
Equ
ipm
ent R
epla
cem
ent
Repa
ir &
Repl
acem
ent
--
40,0
00-
-40
,000
826
Mis
c. E
quip
men
t, To
ols
& Fi
refig
hter
Gea
rRe
pair
& Re
plac
emen
t25
,000
25,0
0030
,000
30,0
0030
,000
140,
000
179
Repl
ace
5912
(514
) 200
5 Ta
nker
Repa
ir &
Repl
acem
ent
25,0
0067
5,00
0-
--
700,
000
575
Repl
ace
5917
(511
) 200
7 Pu
mpe
rRe
pair
& Re
plac
emen
t90
0,00
0-
--
-90
0,00
0
577
Repl
ace
5920
(521
) - 2
008
Pum
per
Repa
ir &
Repl
acem
ent
--
900,
000
--
900,
000
819
Repl
ace
5926
(520
) 201
1 Ut
ility
Tru
ckRe
pair
& Re
plac
emen
t55
,000
--
--
55,0
00
931
Repl
ace
5921
(514
) 200
8 Pu
mpe
r / T
anke
rRe
pair
& Re
plac
emen
t-
--
-90
0,00
090
0,00
0
940
Repl
ace
5928
(510
1) 2
013
Vehi
cle
- Fo
rest
ry U
nit
Repa
ir &
Repl
acem
ent
-75
,000
--
-75
,000
993
Repl
ace
5922
-201
5 -
Chie
f's V
ehic
leRe
pair
& Re
plac
emen
t-
-50
,000
--
50,0
00
995
Repl
ace
Fire
Pre
vent
ion
Vehi
cle
(593
1) 2
016
Repa
ir &
Repl
acem
ent
--
-30
,000
-30
,000
996
Repl
ace
Fire
Pre
vent
ion
Vehi
cle
(593
2) 2
016
Repa
ir &
Repl
acem
ent
--
--
36,0
0036
,000
Fire
& E
mer
genc
y Se
rvic
es T
otal
: 1,
228,
200
831,
600
1,14
6,60
016
6,60
01,
022,
600
4,39
5,60
0
Deve
lopm
ent S
ervi
ces
064
Gorm
ley
& Gr
eenb
elt E
xpan
sion
Ser
vici
ng E
AGr
owth
233,
300
--
--
233,
300
095
Stou
ffvill
e Se
cond
ary
Plan
Grow
th-
--
111,
100
-11
1,10
0
1000
Dron
e Re
plac
emen
tRe
pair
& Re
plac
emen
t-
-15
,000
--
15,0
00
1048
Mai
n St
Cor
ridor
Urb
an D
esig
n Gu
idel
ine
Upda
teGr
owth
50,0
00-
100,
000
--
150,
000
1050
Futu
re S
ervi
ce A
rea
Stud
y - W
ater
& W
aste
wat
erGr
owth
-50
0,00
0-
--
500,
000
1229
Com
mun
ity Im
prov
emen
t Pla
nSt
rate
gic
Initi
ativ
es-
--
-10
0,00
010
0,00
0
1231
Engi
neer
ing
Stan
dard
Rev
iew
Stra
tegi
c In
itiat
ives
--
-50
,000
-50
,000
APPENDIX TWO90
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Corp
orat
e Se
rvic
es
1002
By-la
w V
ehic
le,
Repl
ace
- 20
13 B
y-la
w 1
Repa
ir &
Repl
acem
ent
--
50,0
00-
-50
,000
1003
By-la
w V
ehic
le, R
epla
ce -
201
3 By
-law
2Re
pair
& Re
plac
emen
t-
-50
,000
--
50,0
00
1004
Buy-
Out V
ehic
le -
201
6 By
-law
3Re
pair
& Re
plac
emen
t8,
800
--
--
8,80
0
1294
By-la
w V
ehic
le,
Repl
ace
- 20
15 B
y-la
w 4
Repa
ir &
Repl
acem
ent
-50
,000
--
-50
,000
Corp
orat
e Se
rvic
es T
otal
: 58
,800
50,0
0010
0,00
0-
50,0
0025
8,80
0
Fire
& E
mer
genc
y Se
rvic
es
1049
Fire
Mas
ter P
lan
Revi
ewGr
owth
120,
000
--
--
120,
000
1064
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
)Gr
owth
33,2
0016
,600
16,6
0016
,600
16,6
0099
,600
1345
Vehi
cle
Digi
tal R
epea
ter
Stra
tegi
c In
itiat
ives
35,0
00-
--
-35
,000
1347
Com
mun
ity R
isk
Asse
ssm
ent -
Fire
Stra
tegi
c In
itiat
ives
--
70,0
00-
-70
,000
188
Bunk
er G
ear R
epla
cem
ent
Repa
ir &
Repl
acem
ent
35,0
0040
,000
40,0
0040
,000
40,0
0019
5,00
0
190
Repl
ace
One
Set R
escu
e To
ols
& Ai
r Bag
sRe
pair
& Re
plac
emen
t-
--
50,0
00-
50,0
00
824
Defib
Equ
ipm
ent R
epla
cem
ent
Repa
ir &
Repl
acem
ent
--
40,0
00-
-40
,000
826
Mis
c. E
quip
men
t, To
ols
& Fi
refig
hter
Gea
rRe
pair
& Re
plac
emen
t25
,000
25,0
0030
,000
30,0
0030
,000
140,
000
179
Repl
ace
5912
(514
) 200
5 Ta
nker
Repa
ir &
Repl
acem
ent
25,0
0067
5,00
0-
--
700,
000
575
Repl
ace
5917
(511
) 200
7 Pu
mpe
rRe
pair
& Re
plac
emen
t90
0,00
0-
--
-90
0,00
0
577
Repl
ace
5920
(521
) - 2
008
Pum
per
Repa
ir &
Repl
acem
ent
--
900,
000
--
900,
000
819
Repl
ace
5926
(520
) 201
1 Ut
ility
Tru
ckRe
pair
& Re
plac
emen
t55
,000
--
--
55,0
00
931
Repl
ace
5921
(514
) 200
8 Pu
mpe
r / T
anke
rRe
pair
& Re
plac
emen
t-
--
-90
0,00
090
0,00
0
940
Repl
ace
5928
(510
1) 2
013
Vehi
cle
- Fo
rest
ry U
nit
Repa
ir &
Repl
acem
ent
-75
,000
--
-75
,000
993
Repl
ace
5922
-201
5 -
Chie
f's V
ehic
leRe
pair
& Re
plac
emen
t-
-50
,000
--
50,0
00
995
Repl
ace
Fire
Pre
vent
ion
Vehi
cle
(593
1) 2
016
Repa
ir &
Repl
acem
ent
--
-30
,000
-30
,000
996
Repl
ace
Fire
Pre
vent
ion
Vehi
cle
(593
2) 2
016
Repa
ir &
Repl
acem
ent
--
--
36,0
0036
,000
Fire
& E
mer
genc
y Se
rvic
es T
otal
: 1,
228,
200
831,
600
1,14
6,60
016
6,60
01,
022,
600
4,39
5,60
0
Deve
lopm
ent S
ervi
ces
064
Gorm
ley
& Gr
eenb
elt E
xpan
sion
Ser
vici
ng E
AGr
owth
233,
300
--
--
233,
300
095
Stou
ffvill
e Se
cond
ary
Plan
Grow
th-
--
111,
100
-11
1,10
0
1000
Dron
e Re
plac
emen
tRe
pair
& Re
plac
emen
t-
-15
,000
--
15,0
00
1048
Mai
n St
Cor
ridor
Urb
an D
esig
n Gu
idel
ine
Upda
teGr
owth
50,0
00-
100,
000
--
150,
000
1050
Futu
re S
ervi
ce A
rea
Stud
y - W
ater
& W
aste
wat
erGr
owth
-50
0,00
0-
--
500,
000
1229
Com
mun
ity Im
prov
emen
t Pla
nSt
rate
gic
Initi
ativ
es-
--
-10
0,00
010
0,00
0
1231
Engi
neer
ing
Stan
dard
Rev
iew
Stra
tegi
c In
itiat
ives
--
-50
,000
-50
,000
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Deve
lopm
ent S
ervi
ces
1245
Park
ing
Stud
ySt
rate
gic
Initi
ativ
es20
,000
--
--
20,0
00
1246
OPR
- He
ritag
e Co
nser
vatio
n Di
stric
t Stu
dy/P
olic
y Do
wn-
tow
n St
ouffv
ille
Stra
tegi
c In
itiat
ives
75,0
0035
,000
--
-11
0,00
0
1366
CBC
Feas
ibili
ty A
sses
smen
t Stu
dySt
rate
gic
Initi
ativ
es30
,000
--
--
30,0
00
311
Gorm
ley
Seco
ndar
y Pl
anGr
owth
--
85,0
0015
0,00
081
,600
316,
600
312
Vand
orf -
Pre
ston
Lak
e Se
cond
ary
Plan
Grow
th-
-50
,000
44,0
00-
94,0
00
315
Balla
ntra
e-M
usse
lman
's L
ake
Seco
ndar
y Pl
anGr
owth
94,4
00-
--
-94
,400
318
OPR
- In
tens
ifica
tion
& Gr
owth
Man
agem
ent S
trat
egy
Grow
th40
,000
--
--
40,0
00
330
Vario
us P
lann
ing
Stud
ies
Stra
tegi
c In
itiat
ives
20,0
0020
,000
20,0
0020
,000
20,0
0010
0,00
0
385
Tran
spor
tatio
n M
aste
r Pla
nGr
owth
-25
1,00
0-
--
251,
000
632
Traf
fic O
pera
tion
Stud
y (L
inke
d to
Tra
nspo
rtat
ion
Mas
ter
Plan
)Gr
owth
266,
700
--
--
266,
700
932
Zoni
ng C
ompl
ianc
e Up
date
Stra
tegi
c In
itiat
ives
-75
,000
--
-75
,000
933
Wat
er &
Was
te W
ater
Mas
ter P
lan
Grow
th-
-50
0,00
0-
-50
0,00
0
934
Stor
mw
ater
Mas
ter P
lan
Grow
th-
--
-44
0,00
044
0,00
0
936
Digi
tal P
erm
it Re
view
Sof
twar
e &
Hard
war
eSt
rate
gic
Initi
ativ
es50
,000
--
--
50,0
00
937
Tow
n Co
rp O
nlin
e Pe
rmit
& Fe
e Ac
cept
ance
Sof
twar
eSt
rate
gic
Initi
ativ
es-
-15
,000
--
15,0
00
938
Onlin
e In
spec
tion
& St
atus
requ
est S
oftw
are
Stra
tegi
c In
itiat
ives
--
-35
,000
-35
,000
981
Grow
th M
anag
emen
t Fis
cal I
mpa
ct A
naly
sis
Stra
tegi
c In
itiat
ives
-30
,000
--
-30
,000
983
Com
preh
ensi
ve Z
onin
g By
law
Upd
ate
(New
Zon
ing
Byla
w)
Grow
th-
-21
0,00
0-
-21
0,00
0
985
Corr
idor
Impr
ovem
ent S
tudi
es a
nd M
unic
ipal
Cla
ss E
AsGr
owth
-20
0,00
0-
--
200,
000
988
Prov
inci
al P
olic
y Co
nfor
mity
Exe
rcis
eSt
rate
gic
Initi
ativ
es-
-50
,000
50,0
00-
100,
000
1243
Tent
h Li
ne R
ound
abou
t - S
tree
t GGr
owth
--
-91
9,00
0-
919,
000
1127
Flow
Mon
itorin
g W
W31
Grow
th16
0,00
016
0,00
016
0,00
016
0,00
016
0,00
080
0,00
0
1068
Pede
stria
n Br
idge
- S
avan
a Co
veGr
owth
-50
0,00
0-
--
500,
000
1041
Repl
ace
Vehi
cle
2017
Eng
17-
1Re
pair
& Re
plac
emen
t-
--
-45
,000
45,0
00
Deve
lopm
ent S
ervi
ces
Tota
l:1,
039,
400
1,77
1,00
01,
205,
000
1,53
9,10
084
6,60
06,
401,
100
Publ
ic W
orks
1088
Lake
shor
e Rd
Env
ironm
enta
l Ass
essm
ent
Grow
th-
168,
300
--
-16
8,30
0
177
Cont
ract
ed P
low
Uni
t Gr
owth
--
218,
900
--
218,
900
850
Woo
d Ch
ippe
r Rep
lace
(#12
8-14
)Re
pair
& Re
plac
emen
t-
--
35,0
00-
35,0
00
878
Smal
l Equ
ipm
ent
Repa
ir &
Repl
acem
ent
50,0
0050
,000
50,0
0050
,000
50,0
0025
0,00
0
APPENDIX TWO92
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Publ
ic W
orks
004
Boye
r St.
Reco
nstr
uctio
nRe
pair
& Re
plac
emen
t-
--
-65
,000
65,0
00
012
Stre
etlig
hts-
Hwy
48 -
Bet
hesd
a Rd
to M
ain
StGr
owth
--
527,
100
--
527,
100
016
Hwy
48 M
ulti-
use
Path
way
and
Str
eetli
ghts
- B
alla
ntra
e Rd
to
Pin
e Vi
sta
Ave
Grow
th-
1,42
3,00
0-
--
1,42
3,00
0
020
Traf
fic T
imin
g Sy
stem
-Oth
er R
oads
Grow
th-
149,
200
--
-14
9,20
0
023
Win
ona
Dr, M
ain
to R
uper
t Rec
onst
ruct
ion
Repa
ir &
Repl
acem
ent
--
-65
,000
600,
000
665,
000
028
Pede
stria
n Br
idge
-Sto
uffv
ille
Rese
rvoi
r - M
illar
d St
Grow
th-
--
-30
0,00
030
0,00
0
034
Sign
als-
Hwy
48/B
ethe
sda
Rd N
orth
Leg
Grow
th-
-28
5,00
0-
-28
5,00
0
074
Lore
tta C
resc
ent
Repa
ir &
Repl
acem
ent
--
--
75,0
0075
,000
1022
Wes
tfiel
d Es
tate
s Dr
aina
ge E
asem
ent R
ehab
ilita
tion
Ph2
Repa
ir &
Repl
acem
ent
-20
0,00
0-
--
200,
000
103
Mai
n St
Rec
onst
ruct
ion,
Nin
th L
ine
to S
touf
fer S
t. W
22Gr
owth
--
5,50
0,00
0-
3,20
0,00
08,
700,
000
107
Sign
al -
Ten
th L
ine
Nort
h/Fo
rsyt
h Fa
rm R
dGr
owth
-28
5,00
0-
--
285,
000
108
Sign
als
- RR
#30/
Hoov
er P
ark
DrGr
owth
285,
000
--
--
285,
000
1085
Inte
rsec
tion
Impr
ovem
ents
- L
akes
hore
at H
wy
48Gr
owth
50,0
0010
3,00
0-
--
153,
000
1100
Lake
shor
e Rd
Sha
red
Rout
e Tr
eatm
ent -
Hw
y 48
to N
inth
Li
neGr
owth
-27
,800
--
-27
,800
1103
Stou
ffvill
e Tr
ails
Pla
n Sh
ared
Rou
te T
reat
men
tGr
owth
-17
4,00
0-
--
174,
000
116
Stre
etlig
hts
& Si
dew
alks
-Ni
nth
Line
S. L
imit
Exis
tg M
us-
selm
ans
Lake
to N
. Lim
it Ex
istg
Grow
th-
150,
000
-72
2,00
0-
872,
000
1160
Dow
ntow
n Re
habi
litat
ion
Desi
gn a
nd M
aste
r Pla
nRe
pair
& Re
plac
emen
t12
5,00
0-
--
-12
5,00
0
1161
LED
Stre
etlig
ht C
onve
rsio
n Pr
ojec
tSt
rate
gic
Initi
ativ
es-
--
450,
000
-45
0,00
0
122
Pede
stria
n Br
idge
- L
ittle
Rou
ge a
t Rin
gwoo
d SW
MGr
owth
--
--
300,
000
300,
000
123
Pede
stria
n Br
idge
- L
ittle
Rou
ge W
. Sto
uff C
on 8
Grow
th-
-30
0,00
0-
-30
0,00
0
124
Pede
stria
n Br
idge
- R
eeso
r Cre
ekGr
owth
--
--
300,
000
300,
000
1248
Post
Con
stru
ctio
n Im
prov
emen
tsRe
pair
& Re
plac
emen
t60
,000
--
--
60,0
00
1256
Burk
hold
er N
eigh
bour
hood
EA
Repa
ir &
Repl
acem
ent
200,
000
--
--
200,
000
1309
Mai
n St
reet
Ped
estr
ian
Cros
sing
Des
ign
Stra
tegi
c In
itiat
ives
--
50,0
00-
-50
,000
1332
Fenc
e Re
pair
& Re
plac
emen
tRe
pair
& Re
plac
emen
t80
,000
--
--
80,0
00
196
Repa
ir/Re
habi
litat
ion
Repa
ir &
Repl
acem
ent
1,50
0,00
02,
000,
000
1,76
0,00
01,
960,
000
1,96
0,00
09,
180,
000
304
Fred
eric
k St
, Chu
rch
St, G
eorg
e St
and
Duc
hess
St.
Reco
n-st
ruct
ion
Repa
ir &
Repl
acem
ent
--
425,
000
3,55
0,00
0-
3,97
5,00
0
340
Som
ervi
lle S
t - O
'Brie
n to
Civ
icRe
pair
& Re
plac
emen
t-
--
150,
000
715,
000
865,
000
584
Traf
fic C
ontr
ol S
igns
Repa
ir &
Repl
acem
ent
165,
000
15,0
0015
,000
15,0
0015
,000
225,
000
APPENDIX TWO94
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Publ
ic W
orks
657
Nint
h Li
ne -
Mul
ti-us
e Pa
thw
ay &
Str
eetli
ghts
, Bet
hesd
a Rd
to
Rup
ert A
veGr
owth
--
--
200,
000
200,
000
660
Mul
ti-us
e Pa
thw
ay in
Blv
d M
ain
St -
Hw
y 48
to N
inth
Lin
eGr
owth
-15
0,00
042
3,80
0-
-57
3,80
0
661
Mai
n St
Rec
onst
ruct
ion
- Ten
th L
ine
to R
R#30
with
Sto
rm
Sew
er &
Gro
wth
-Mul
ti-us
e Pa
th L
ane
in B
lvd
Grow
th-
--
100,
000
1,79
0,70
01,
890,
700
662
Tent
h Li
ne M
ulti-
use
Path
way
and
Str
eetli
ghts
- B
ethe
sda
to M
ain
StGr
owth
--
--
250,
000
250,
000
665
RR30
Mul
ti-us
e Pa
thw
ays
- M
ain
to S
. Lim
it &
Stre
etlig
hts
- N.
Lim
it of
Dev
elop
men
t to
S. L
imit
Grow
th-
--
-20
0,00
020
0,00
0
709
Edw
ard
St. R
econ
stru
ctio
nRe
pair
& Re
plac
emen
t-
1,60
0,00
0-
--
1,60
0,00
0
718
Lloy
d St
. Rec
onst
ruct
ion
(W27
)Gr
owth
1,60
0,00
0-
--
-1,
600,
000
733
O'Br
ien
Ave.
Rec
onst
ruct
ion
Mai
n St
. to
Rose
Ave
. (W
26)
Grow
th80
,000
1,25
9,60
0-
--
1,33
9,60
0
736
Orch
ard
Pk R
econ
stru
ctio
n (W
28)
Grow
th-
--
65,0
0070
4,40
076
9,40
0
750
Proj
ect M
anag
emen
t & A
dmin
istr
atio
nGr
owth
177,
000
177,
000
177,
000
177,
000
177,
000
885,
000
840
Beth
esda
Sid
eRd
Resu
rfac
ing
2km
bet
wee
n (H
wy
404
to
Hwy
48 a
nd T
enth
Ln
to R
R30)
Grow
th-
-30
0,00
030
0,00
030
0,00
090
0,00
0
858
Com
mer
cial
St,
Libr
ary
Ln &
Mill
St (
Com
mer
cial
to M
ain)
Re
cons
truc
tion
& W
M o
n Ch
urch
St W
24-2
5,31
Grow
th-
-1,
682,
900
--
1,68
2,90
0
895
Stre
etlig
ht Im
prov
emen
ts, V
ario
us L
ocat
ions
Repa
ir &
Repl
acem
ent
50,0
0050
,000
50,0
0050
,000
50,0
0025
0,00
0
898
Stor
mw
ater
Sys
tem
s &
Faci
lity
Man
agem
ent I
mpr
ove-
men
tsRe
pair
& Re
plac
emen
t80
,000
130,
000
130,
000
130,
000
130,
000
600,
000
951
Cont
rolle
d Cr
ossi
ng In
fras
truc
ture
Saf
ety
Asse
ssm
ent a
nd
Repa
irsSt
rate
gic
Initi
ativ
es90
,000
--
--
90,0
00
958
Sout
h St
Rec
onst
ruct
ion
Repa
ir &
Repl
acem
ent
--
65,0
001,
100,
000
-1,
165,
000
959
Mar
ket S
t Rec
onst
ruct
ion
Repa
ir &
Repl
acem
ent
-65
,000
1,10
0,00
0-
-1,
165,
000
115
Nint
h Li
ne &
Blo
omin
gton
Rd
Side
wal
k &
Stre
etlig
hts-
N. to
S.
, W. t
o E.
Lim
it Ha
mle
t of B
loom
ingt
onGr
owth
--
905,
000
--
905,
000
673
Side
wal
k Hw
y 48
- M
illar
d St
to S
am's
Way
Grow
th-
--
-45
3,40
045
3,40
0
675
Side
wal
k Do
wnt
own
Inte
nsifi
catio
n Ar
ea -
Var
ious
Loc
a-tio
nsGr
owth
--
100,
800
--
100,
800
834
Vario
us S
idew
alk
Repa
irs
Repa
ir &
Repl
acem
ent
70,0
0070
,000
70,0
0070
,000
70,0
0035
0,00
0
1012
1/2
Ton
Pick
-Up
Truc
k Re
plac
e (#
15-1
33)W
Repa
ir &
Repl
acem
ent
--
--
44,0
0044
,000
1013
1 To
n Pi
ck-U
p Tr
uck
Repl
ace
(#15
-134
)Re
pair
& Re
plac
emen
t67
,000
--
--
67,0
00
1014
1 To
n Pi
ck-U
p Tr
uck
Repl
ace
(#16
-149
)Re
pair
& Re
plac
emen
t-
--
-67
,000
67,0
00
1015
1/2
Ton
Pick
-Up
Truc
k Re
plac
e (#
16-1
51)
Repa
ir &
Repl
acem
ent
--
--
44,0
0044
,000
APPENDIX TWO96
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Publ
ic W
orks
1016
3/4
Ton
Pick
-Up
Truc
k Re
plac
e (#
16-1
52)W
Repa
ir &
Repl
acem
ent
--
--
63,0
0063
,000
1253
Carg
o Va
nSt
rate
gic
Initi
ativ
es67
,000
--
--
67,0
00
1016
3/4
Ton
Pick
-Up
Truc
k Re
plac
e (#
16-1
52)W
Repa
ir &
Repl
acem
ent
--
--
63,0
0063
,000
1253
Carg
o Va
nSt
rate
gic
Initi
ativ
es67
,000
--
--
67,0
00
1254
Min
i Exc
avat
orSt
rate
gic
Initi
ativ
es-
125,
000
--
-12
5,00
0
175
Sing
le A
xle
Dum
p Tr
uck,
Rep
lace
(#13
-93)
Repa
ir &
Repl
acem
ent
--
--
275,
000
275,
000
176
Tand
em D
ump
Truc
k, R
epla
ce (#
08-6
8)Re
pair
& Re
plac
emen
t-
350,
000
--
-35
0,00
0
556
Sing
le A
xle
Dum
p Tr
uck,
Rep
lace
(#09
-67)
Repa
ir &
Repl
acem
ent
--
260,
000
--
260,
000
843
2 To
n Du
mp
Truc
k Re
plac
e (#
10-8
0)Re
pair
& Re
plac
emen
t-
-10
0,00
0-
-10
0,00
0
845
1/2
Ton
Pick
up T
ruck
Rep
lace
(#14
-127
)Re
pair
& Re
plac
emen
t44
,000
--
--
44,0
00
847
3/4
Ton
Carg
o Va
n Re
plac
e (#
14-1
30W
)Re
pair
& Re
plac
emen
t-
63,0
00-
--
63,0
00
848
Back
hoe
Load
er R
epla
ce (#
11-9
2)Re
pair
& Re
plac
emen
t15
0,00
0-
--
-15
0,00
0
849
Tand
em D
ump
Truc
k Re
plac
e (#
11-8
9)Re
pair
& Re
plac
emen
t-
--
350,
000
-35
0,00
0
Publ
ic W
orks
Tot
al:
4,99
0,00
08,
784,
900
14,4
95,5
009,
339,
000
12,3
98,5
0050
,007
,900
Was
te W
ater
1007
Smal
l Equ
ipm
ent (
Was
tew
ater
)Re
pair
& Re
plac
emen
t10
,000
10,0
0010
,000
10,0
0010
,000
50,0
00
1257
Reev
es W
ay a
nd H
oove
r Par
k Dr
ive
Infil
trat
ion
Repa
ir &
Repl
acem
ent
250,
000
--
--
250,
000
1367
Subt
runk
#1
Ext,
Am
endm
ent t
o EA
, Des
ign
& Ag
ency
Ap
prov
als
WW
08, W
W09
, WW
10Gr
owth
500,
000
--
--
500,
000
407
U/G
Cond
ition
Ass
essm
ent/A
sset
Man
agem
ent
Repa
ir &
Repl
acem
ent
20,0
0020
,000
20,0
0020
,000
20,0
0010
0,00
0
586
Sew
er S
yste
m Im
prov
emen
ts
Repa
ir &
Repl
acem
ent
50,0
0010
0,00
010
0,00
010
0,00
010
0,00
045
0,00
0
696
Aban
don
Sew
er o
n Ch
urch
St f
rom
Mai
n to
Som
ervi
lle S
t (M
emor
ial P
ark)
Incl
d Ro
ad W
ork
Repa
ir &
Repl
acem
ent
25,0
0022
2,00
0-
--
247,
000
697
S10
Aban
don
Sew
er S
. Lim
it Be
ryl A
ve to
Nin
th L
ine
20m
S.
of W
inga
rden
Ct
Grow
th-
--
-10
2,90
010
2,90
0
854
Vanz
ant C
ourt
Sew
er R
epla
cem
ent
Repa
ir &
Repl
acem
ent
793,
000
--
--
793,
000
Was
te W
ater
Tot
al:
1,64
8,00
035
2,00
013
0,00
013
0,00
023
2,90
02,
492,
900
Wat
er
1006
Smal
l Equ
ipm
ent (
Wat
er)
Repa
ir &
Repl
acem
ent
15,0
0015
,000
15,0
0015
,000
15,0
0075
,000
144
Wat
erm
ain
in E
asem
ent-
250m
m, n
orth
end
of C
am F
ella
Repa
ir &
Repl
acem
ent
-12
5,00
0-
--
125,
000
587
Wat
er S
yste
m Im
prov
emen
ts
Repa
ir &
Repl
acem
ent
100,
000
100,
000
100,
000
100,
000
100,
000
500,
000
701
Thic
ketw
ood
Blvd
300
mm
from
E. S
ide
of S
touf
fer S
t to
W.
Side
of S
touf
fer
Repa
ir &
Repl
acem
ent
--
--
35,5
0035
,500
742
W23
Sec
ond
St 2
00m
m N
inth
Lin
e to
Alb
ert S
tGr
owth
--
399,
000
--
399,
000
APPENDIX TWO98
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Wat
er
746
W39
& W
40 G
orm
ley
Fire
Pro
tect
ion
- Ne
w 3
00m
m o
n St
ouffv
ille
Rd &
Uni
on S
tGr
owth
-16
0,00
095
6,00
0-
-1,
116,
000
Wat
er T
otal
: 11
5,00
040
0,00
01,
470,
000
115,
000
150,
500
2,25
0,50
0
Leis
ure
& Co
mm
unity
Ser
vice
s
1052
Leis
ure
Mas
ter P
lan
Grow
th-
--
138,
900
-13
8,90
0
1054
Spor
ts F
ield
Nee
ds A
sses
smen
t & C
once
pt P
lan
Grow
th-
-10
0,00
0-
-10
0,00
0
1055
Age
Frie
ndly
Pla
n -
LSGr
owth
--
75,0
00-
-75
,000
1056
Outd
oor F
acili
ties
Need
s As
sess
men
t - L
SGr
owth
--
100,
000
--
100,
000
1057
Aqua
tic E
xpan
sion
Fea
sibi
lity
& Co
ncep
t Stu
dyGr
owth
-50
,000
--
-50
,000
1058
Dive
rsity
and
Incl
usio
n St
rate
gy -
LS
Grow
th80
,000
--
--
80,0
00
052
Bloo
min
gton
Par
kette
Grow
th-
--
-50
,000
50,0
00
053
Asp
en/P
ennd
utch
Par
kette
Grow
th-
150,
000
--
-15
0,00
0
1031
Conv
ersi
on o
f Ped
estr
ian
Brid
ge to
Veh
icle
brid
ge/E
A -
Vand
orf P
ark
Stra
tegi
c In
itiat
ives
--
--
350,
000
350,
000
1071
Natu
raliz
ed O
ff Ro
ad T
rail-
McC
owan
Rd
Grow
th-
-51
,400
--
51,4
00
1140
Play
grou
nd R
esur
faci
ng R
epla
cem
ent
Repa
ir &
Repl
acem
ent
25,0
0050
,000
50,0
0050
,000
50,0
0022
5,00
0
1146
Asph
alt P
ath
Mai
nten
ance
Repa
ir &
Repl
acem
ent
10,0
0010
,000
15,0
0015
,000
15,0
0065
,000
1175
Pow
er W
ash
& W
ater
proo
f Par
k Sh
elte
rsRe
pair
& Re
plac
emen
t-
30,0
00-
--
30,0
00
1220
Stou
ffvill
e Cr
eek
Pede
stria
n Br
idge
& F
oot P
ath,
Des
ign
& Co
nstr
uctio
nSt
rate
gic
Initi
ativ
es-
--
-35
0,00
035
0,00
0
1261
Vand
orf P
layg
roun
d Re
plac
emen
tRe
pair
& Re
plac
emen
t-
100,
000
--
-10
0,00
0
1263
Sunn
y Ri
dge
Spra
y Pa
d Re
plac
emen
tRe
pair
& Re
plac
emen
t12
0,00
0-
--
-12
0,00
0
1304
Cric
ket P
itch
Cour
tSt
rate
gic
Initi
ativ
es-
60,0
00-
--
60,0
00
1306
Play
grou
nd E
quip
men
t Rep
lace
men
tRe
pair
& Re
plac
emen
t80
,000
100,
000
100,
000
100,
000
100,
000
480,
000
132
Tent
h Li
ne S
outh
Nei
ghbo
urho
od P
ark
Grow
th-
--
70,0
0070
0,00
077
0,00
0
135
Sorb
ara
Park
ette
Grow
th-
-50
,000
370,
000
-42
0,00
0
1364
Cem
eter
y Li
fecy
cle
Upgr
ades
Repa
ir &
Repl
acem
ent
27,0
00-
--
-27
,000
509
Diam
ond
3 Be
thes
da P
ark
Grow
th-
-30
,000
581,
100
-61
1,10
0
510
Mem
oria
l Pk
Ph 5
- (Z
one
4,8)
Ska
ting
Trai
l & R
elat
ed
Faci
litie
sGr
owth
836,
550
4,74
0,45
0-
--
5,57
7,00
0
513
Mem
oria
l Par
k Ph
7 -
(Zon
e 8)
Grow
th-
--
1,90
0,00
0-
1,90
0,00
0
618
Tree
Rep
lace
men
t Pro
gram
Repa
ir &
Repl
acem
ent
40,0
0040
,000
50,0
0050
,000
50,0
0023
0,00
0
645
Asph
alt O
ff Ro
ad T
rail-
SW Q
uadr
ant t
o Ni
nth
Line
Grow
th-
--
-60
,300
60,3
00
647
Asph
alt O
ff Ro
ad T
rail-
Mem
oria
l Par
kGr
owth
19,0
00-
--
-19
,000
APPENDIX TWO100
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Leis
ure
& Co
mm
unity
Ser
vice
s
648
Asph
alt O
ff Ro
ad T
rail-
Mem
oria
l Par
k-Pa
rk D
r to
Lori
Ave
Grow
th-
19,0
00-
--
19,0
00
649
Asph
alt O
ff Ro
ad T
rail-
Beth
esda
Par
k Co
nnec
tion
Grow
th-
--
-22
,900
22,9
00
791
Park
Am
eniti
esRe
pair
& Re
plac
emen
t25
,000
40,0
0040
,000
40,0
0040
,000
185,
000
792
Play
grou
nd M
aint
enan
ceRe
pair
& Re
plac
emen
t30
,000
44,0
0044
,000
44,0
0044
,000
206,
000
793
Smal
l Equ
ipm
ent
Repa
ir &
Repl
acem
ent
15,0
0015
,000
15,0
0015
,000
15,0
0075
,000
1021
Gorm
ley
Pum
ping
Sta
tion
Life
cycl
e Up
grad
esRe
pair
& Re
plac
emen
t70
,000
15,0
0015
,000
15,0
0015
,000
130,
000
1145
Dow
ntow
n Si
gn B
oard
Stra
tegi
c In
itiat
ives
125,
000
--
--
125,
000
1148
Balla
ntra
e Co
mm
unity
Cen
tre
Floo
ring
and
Kitc
hen
Repl
acem
ent
Repa
ir &
Repl
acem
ent
-50
,000
--
-50
,000
1242
Gene
ral F
acili
ty U
pgra
des
Repa
ir &
Repl
acem
ent
65,0
0050
,000
75,0
0075
,000
75,0
0034
0,00
0
1262
Inte
rim D
ownt
own
Indi
geno
us In
terp
retiv
e Ce
ntre
Stra
tegi
c In
itiat
ives
--
-20
0,00
0-
200,
000
1268
Life
cycl
e Up
grad
es -
Tow
n Ha
llRe
pair
& Re
plac
emen
t20
,000
40,0
0040
,000
40,0
0040
,000
180,
000
1269
Life
cycl
e Up
grad
es -
Fire
Hal
lsRe
pair
& Re
plac
emen
t20
,000
30,0
0030
,000
30,0
0030
,000
140,
000
1270
Life
Saf
ety
Upgr
ades
Repa
ir &
Repl
acem
ent
50,0
0075
,000
75,0
0075
,000
75,0
0035
0,00
0
1271
Offic
e Fu
rnitu
reRe
pair
& Re
plac
emen
t15
,000
15,0
0015
,000
15,0
0015
,000
75,0
00
1290
Cloc
k To
wer
Con
ditio
n As
sess
men
t and
Rep
airs
Repa
ir &
Repl
acem
ent
25,0
0075
,000
--
-10
0,00
0
242
Balla
ntra
e Co
mm
unity
Cen
tre
HVAC
Rep
lace
Repa
ir &
Repl
acem
ent
--
100,
000
--
100,
000
250
Latc
ham
Hal
l HVA
C Re
plac
eRe
pair
& Re
plac
emen
t-
-60
,000
--
60,0
00
263
Com
mun
ity P
arki
ng L
ot Im
prov
emen
tsRe
pair
& Re
plac
emen
t-
50,0
00-
--
50,0
00
795
Corp
orat
e Ac
cess
ibili
ty -
Fac
ilitie
sRe
pair
& Re
plac
emen
t20
,000
20,0
0035
,000
35,0
0035
,000
145,
000
796
Faci
litie
s Li
fecy
cle
Upgr
ades
Repa
ir &
Repl
acem
ent
70,0
0010
0,00
010
0,00
010
0,00
010
0,00
047
0,00
0
805
Faci
lity
Cons
erva
tion
& Su
stai
nabi
lity
Upgr
ades
Repa
ir &
Repl
acem
ent
35,0
0035
,000
50,0
0050
,000
50,0
0022
0,00
0
1154
Loch
inva
r Boi
ler R
epla
cem
ent -
SCS
CRe
pair
& Re
plac
emen
t90
,000
--
--
90,0
00
1180
Mun
ters
Uni
ts L
ifecy
cle
Upgr
ades
- S
CSC
Repa
ir &
Repl
acem
ent
-20
,000
--
-20
,000
1181
Ice
Resu
rfac
er -
Rep
lace
#52
5 (S
CSC)
Repa
ir &
Repl
acem
ent
--
110,
000
--
110,
000
1280
SCSC
- B
oile
r Roo
m P
ump
& M
otor
Rep
lace
men
tRe
pair
& Re
plac
emen
t-
--
80,0
00-
80,0
00
1348
Conc
rete
Flo
or R
epai
r - S
CSC
Repa
ir &
Repl
acem
ent
30,0
00-
--
-30
,000
1349
Repl
ace
Amm
onia
pla
nt (3
) com
pres
sor r
epla
cem
ents
/ pu
mps
- S
CSC
Repa
ir &
Repl
acem
ent
--
100,
000
--
100,
000
1350
Seco
nd B
oile
r Rep
lace
men
t (SC
SC)
Repa
ir &
Repl
acem
ent
-40
,000
--
-40
,000
780
Life
cycl
e Up
grad
es -
Are
nas
Repa
ir &
Repl
acem
ent
60,0
0080
,000
80,0
0080
,000
80,0
0038
0,00
0
1286
Stou
ffvill
e Ar
ena
- Ro
ll Up
Doo
rsRe
pair
& Re
plac
emen
t-
--
-50
,000
50,0
00
1351
Stou
ffvill
e Ar
ena
- Fu
rnac
e In
sert
and
Re-
circ
ulat
ion
Pum
psRe
pair
& Re
plac
emen
t20
,000
--
--
20,0
00
APPENDIX TWO102
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Leis
ure
& Co
mm
unity
Ser
vice
s
1355
Plat
e an
d Fr
ame
Repl
acem
ent -
Sto
uffv
ille
Aren
aRe
pair
& Re
plac
emen
t15
0,00
0-
--
-15
0,00
0
1356
Sprin
kler
dry
sys
tem
repl
acem
ent P
ad B
- S
touf
fvill
e Ar
ena
Repa
ir &
Repl
acem
ent
-10
0,00
0-
--
100,
000
1357
Mun
ters
Whe
el re
plac
emen
t and
upg
rade
- S
touf
fvill
e Ar
ena
Repa
ir &
Repl
acem
ent
--
-75
,000
-75
,000
1361
Auto
mat
ic F
loor
Scr
ubbe
r - S
touf
fvill
e Ar
ena
Repa
ir &
Repl
acem
ent
--
-30
,000
-30
,000
220
Aren
a, P
ad B
Boa
rds
and
Glas
s Re
plac
emen
tRe
pair
& Re
plac
emen
t-
-17
0,00
0-
-17
0,00
0
1310
Vehi
cle
Hois
t - F
our P
ost H
eavy
Dut
y -
Oper
atio
ns C
entr
eSt
rate
gic
Initi
ativ
es65
,000
--
--
65,0
00
426
Life
cyle
Upg
rade
s -
Oper
atio
ns C
entr
eRe
pair
& Re
plac
emen
t15
,000
15,0
0015
,000
15,0
0015
,000
75,0
00
234
Life
cycl
e Up
grad
es -
WS
Leis
ure
Cent
reRe
pair
& Re
plac
emen
t50
,000
50,0
0010
0,00
010
0,00
010
0,00
040
0,00
0
594
Fitn
ess
Equi
pmen
t Rep
lace
men
t - W
S Le
isur
e Ce
ntre
Repa
ir &
Repl
acem
ent
45,0
0045
,000
45,0
0045
,000
45,0
0022
5,00
0
1305
Dow
ntow
n In
itiat
ives
Stra
tegi
c In
itiat
ives
50,0
0050
,000
50,0
0050
,000
50,0
0025
0,00
0
1363
Mus
eum
Gra
ding
Upg
rade
sRe
pair
& Re
plac
emen
t25
,000
--
--
25,0
00
787
Life
cycl
e Up
grad
es -
Mus
eum
Repa
ir &
Repl
acem
ent
15,0
0030
,000
30,0
0030
,000
30,0
0013
5,00
0
943
Rent
al A
men
ities
/ Up
grad
es -
Mus
eum
Stra
tegi
c In
itiat
ives
-75
,000
--
-75
,000
1076
Smal
l Dum
p Tr
uck
- Pa
rks
Grow
th-
-80
,000
--
80,0
00
1077
Trai
ler -
Par
ksGr
owth
--
18,0
00-
-18
,000
1078
Trai
ler -
Par
ksGr
owth
18,0
00-
--
-18
,000
1080
Zero
Tur
n M
ower
s (2
)Gr
owth
--
65,0
00-
-65
,000
1081
Trac
tor -
Par
ksGr
owth
--
70,0
00-
-70
,000
1082
ATV
Utili
ty V
ehic
le -
Par
ksGr
owth
--
25,0
00-
-25
,000
1182
3/4
Ton
Sing
le C
ab w
ith L
ong
Box
Pick
up T
ruck
, Rep
lace
#1
2-02
Repa
ir &
Repl
acem
ent
--
73,0
00-
-73
,000
1183
3/4
Ton
4WD
with
6ft
Box
Pick
up T
ruck
, Rep
lace
#11
-11
Repa
ir &
Repl
acem
ent
-73
,000
--
-73
,000
1184
3/4
Ton
Sing
le C
ab w
ith L
ong
Box
Pick
up T
ruck
, Rep
lace
#0
8-07
Repa
ir &
Repl
acem
ent
76,0
00-
--
-76
,000
1188
3/4
Ton
4 Do
or 4
WD
Long
Box
Pic
kup
Truc
k, R
epla
ce
#15-
14Re
pair
& Re
plac
emen
t-
--
-73
,000
73,0
00
1189
3/4
Ton
4 Do
or 4
WD
Pick
up T
ruck
, Rep
lace
#11
-10
Repa
ir &
Repl
acem
ent
73,0
00-
--
-73
,000
1196
Med
ium
-Dut
y 2
Ton
Cab
Dum
p Tr
uck,
Rep
lace
#12
-13
Repa
ir &
Repl
acem
ent
--
-81
,000
-81
,000
1197
Encl
osed
Util
ity T
raile
r - 2
012
Repl
ace
#TR-
2Re
pair
& Re
plac
emen
t-
--
-18
,000
18,0
00
1198
7 To
n Lo
wbe
d Ta
ndem
Tra
iler -
200
8 Re
plac
e #T
R-3
Repa
ir &
Repl
acem
ent
-15
,000
--
-15
,000
1201
20' L
ands
cape
Tra
iler,
Repl
ace
2015
#TR
-10
Repa
ir &
Repl
acem
ent
--
--
23,0
0023
,000
APPENDIX TWO104
5-Ye
ar C
apita
l For
ecas
t
Note
s
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
Tota
l
Leis
ure
& Co
mm
unity
Ser
vice
s
1202
20' L
ands
cape
Tra
iler,
Repl
ace
2015
#TR
-11
Repa
ir &
Repl
acem
ent
--
--
23,0
0023
,000
1207
Fork
lift R
epla
ce #
P-2
Repa
ir &
Repl
acem
ent
-68
,000
--
-68
,000
1208
Fron
t Dec
k M
ower
c/w
Atta
chm
ents
Rep
lace
201
2 #P
-3Re
pair
& Re
plac
emen
t-
-50
,000
--
50,0
00
1210
Fron
t Dec
k M
ower
c/w
Atta
chm
ents
Rep
lace
201
1 #P
-18
Repa
ir &
Repl
acem
ent
50,0
00-
--
-50
,000
1211
Fron
t Dec
k M
ower
c/w
Atta
chm
ents
Rep
lace
201
2 #P
-5Re
pair
& Re
plac
emen
t-
--
50,0
00-
50,0
00
1212
4320
Far
m G
room
er T
ract
or R
epla
ce #
P-6
Repa
ir &
Repl
acem
ent
--
70,0
00-
-70
,000
1216
Wid
e De
ck M
ower
591
0 Re
plac
e 20
14 #
P-11
Repa
ir &
Repl
acem
ent
--
-90
,000
-90
,000
1234
Mai
nten
ance
Tec
hnic
ian
Van,
Rep
lace
FA-
CP-1
2-12
Repa
ir &
Repl
acem
ent
60,0
00-
--
-60
,000
292
Land
scap
ing
Trai
lers
Rep
lace
201
2 #T
R-5
& #T
R-7
Repa
ir &
Repl
acem
ent
--
--
46,0
0046
,000
293
2 To
n Di
esel
Sin
gle
Axle
Dum
p Tr
uck,
Rep
l#11
-09
Repa
ir &
Repl
acem
ent
-85
,000
--
-85
,000
295
Skid
Ste
er +
Atta
chm
ents
, Rep
lace
#07
-4Re
pair
& Re
plac
emen
t-
--
90,0
00-
90,0
00
301
Diam
ond
Groo
mer
, Rep
lace
#09
-3Re
pair
& Re
plac
emen
t-
7,00
0-
--
7,00
0
302
Trac
tor 5
105
Repl
ace
#P-1
5Re
pair
& Re
plac
emen
t-
--
82,0
00-
82,0
00
788
Wid
e De
ck M
ower
Grow
th-
--
-90
,000
90,0
00
789
3/4
Ton
4x4
Truc
k -
Park
sGr
owth
--
-73
,000
-73
,000
Leis
ure
& Co
mm
unity
Ser
vice
s To
tal:
2,71
4,55
06,
756,
450
2,46
6,40
04,
980,
000
2,92
5,20
019
,842
,600
Libr
ary
1083
Addi
tiona
l Fur
nitu
re &
Equ
ipm
ent
Grow
th20
,000
20,0
0020
,000
20,0
00-
80,0
00
1223
Reco
rdin
g St
udio
Equ
ipm
ent
Repa
ir &
Repl
acem
ent
20,0
00-
--
-20
,000
1225
Inno
vatio
n La
b Eq
uipm
ent
Repa
ir &
Repl
acem
ent
10,0
00-
--
-10
,000
276
Repl
ace
Mic
rofil
m R
eade
rRe
pair
& Re
plac
emen
t-
-20
,000
--
20,0
00
469
Repl
ace
Self
Chec
k-Ou
t Re
pair
& Re
plac
emen
t-
30,0
00-
--
30,0
00
565
Mis
c Fu
rnitu
re/E
quip
men
tRe
pair
& Re
plac
emen
t-
--
-20
,000
20,0
00
907
Libr
ary
Colle
ctio
n M
ater
ials
Grow
th-
-22
3,18
2-
-22
3,18
2
908
Libr
ary
Colle
ctio
n M
ater
ials
Grow
th-
--
223,
182
-22
3,18
2
909
Libr
ary
Colle
ctio
n M
ater
ials
Grow
th-
--
-22
3,18
222
3,18
2
Libr
ary
Tota
l: 50
,000
50,0
0026
3,18
224
3,18
224
3,18
284
9,54
6
Gran
d To
tal:
12,9
55,6
0019
,665
,950
22,4
41,6
8217
,557
,882
18,5
19,4
8291
,140
,596
APPENDIX TWO106
5-Ye
ar C
apita
l For
ecas
t
Note
s
APPENDIX THREE108
Proj
ect
Num
ber
Proj
ect T
itle
Type
2021
2022
2023
2024
2025
2026
2027
Road
s
026
Cree
k Cr
ossi
ng-S
truc
ture
, Bak
er H
ill D
r at L
ittle
Rou
ge
Cree
k, E
ast (
RB10
)Gr
owth
3,30
0,00
0-
--
-3,
300,
000
106
Cree
k Cr
ossi
ng-S
truc
ture
, For
syth
Far
m R
d at
Ree
sor
Cree
k (R
B05)
Grow
th3,
300,
000
--
--
3,30
0,00
0
Was
te W
ater
040
Sani
tary
Pum
ping
Stn
& F
orce
mai
n-S.
of S
am's
Way
to
Roug
evie
w S
PS F
orce
mai
n (W
W03
& W
W04
)Gr
owth
--
-25
0,00
02,
240,
000
2,49
0,00
0
1120
Subt
runk
#1
Ext,
450m
m S
ewer
on
Fors
yth
Farm
Dr
form
RR#
30 to
Kee
ler A
ve W
W11
Grow
th-
-3,
414,
000
--
3,41
4,00
0
1121
Subt
runk
#1
Ext,
450m
m S
ewer
on
Keel
er A
ve fr
om
Fors
yth
Farm
Dr t
o Co
nnec
tion
Subt
runk
#15
WW
12Gr
owth
--
773,
000
--
773,
000
1122
Subt
runk
#10
Ext
, 450
mm
Sew
er o
n Ba
ker H
ill B
lvd
from
exi
stin
g to
Wes
t Law
n Cr
es. W
W19
Grow
th57
6,00
0-
--
-57
6,00
0
1125
Subt
runk
#10
Ext
, 450
mm
Sew
er o
n Ba
ker H
ill B
lvd
Cree
k Cr
ossi
ng W
W27
Grow
th58
7,00
0-
--
-58
7,00
0
692
Subt
runk
#3
Ext.
300m
m S
ewer
N. o
f Gre
enw
ood
Rd to
N.
Sid
e of
Go
Railw
ay W
W16
Grow
th-
1,10
9,00
0-
--
1,10
9,00
0
Wat
er
1095
W38
Yor
k Du
rham
Lin
e#3
- Ne
w 2
00m
m W
ater
mai
n (W
07 to
For
syth
Far
m D
r)Gr
owth
304,
000
--
--
304,
000
1097
W34
Fut
ure
Rd #
15 S
. of B
ethe
sda
and
E. o
f Nin
th L
ine
300m
m W
ater
mai
nGr
owth
-2,
104,
000
--
-2,
104,
000
739
W07
Yor
k Du
rham
Lin
e#2
- Ne
w 2
00m
m W
ater
mai
n be
twee
n Be
thes
da S
idRd
& M
ain
St to
(W38
)Gr
owth
--
570,
000
--
570,
000
Park
s
126
Pede
stria
n Br
idge
- L
&M G
arde
nsGr
owth
300,
000
--
--
300,
000
Tota
l8,
367,
000
3,21
3,00
04,
757,
000
250,
000
2,24
0,00
018
,827
,000
2021
-203
0: D
evel
oper
Fro
nt-e
nded
Pr
ojec
ts
Note
s
Fore
cast
Ye
arPr
ojec
t Num
ber
Proj
ect T
itle
Tota
l Cos
t
2021
83Up
grad
e of
Sta
tion
5-2,
Bal
lant
rae
6,6
00,0
00
2022
650
Asph
alt O
ff Ro
ad T
rail-
Ring
woo
d Po
nd C
onne
ctio
n 2
2,90
0
715
W04
& W
05 M
ain
St 4
00m
m 5
0m E
. Hw
y48
to H
wy4
8 an
d S.
on
Hwy4
8 fr
om M
ain
St to
350
m S
. of M
ain
St 1
72,5
00
1005
New
Veh
icle
- B
y-la
w 5
7,00
0
1059
Fire
Veh
icle
- D
eput
y Ch
ief
55,
000
1062
Equi
pmen
t & G
ear -
Ass
ista
nt D
eput
y Ch
ief
8,5
00
1147
*Fire
Sta
tion
52 G
ener
ator
- In
Con
junc
tion
with
Ren
ovat
ion
Proj
ect
100
,000
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1333
Serv
ice
Vehi
cle
- Pu
blic
Wor
ks 8
0,00
0
1346
New
Tra
inin
g fa
cilit
y -
Fire
& E
mer
genc
y se
rvic
es 2
50,0
00
2023
79Be
thes
da S
ideR
d Hw
y48
to N
inth
Lin
e re
cons
truc
tion,
incl
udin
g Cr
eek
Cros
sing
950
,000
90Aq
uatic
Exp
ansi
on 1
,200
,000
651
Asph
alt O
ff Ro
ad T
rail-
Stou
ffvill
e Cr
es.-
Mai
n to
Nor
th o
f Mill
St (
up to
Sto
uffv
ille
Rese
rvoi
r) 3
7,70
0
655
Land
Acq
uisi
tion
- Ex
pans
ion
of S
port
s Fi
eld
Deve
lopm
ent
2,0
00,0
00
689
Subt
runk
#1
Ext,
600m
m S
ewer
on
RR#3
0 N.
of H
oove
r Pk
Dr to
Mai
n St
WW
08 4
,917
,000
715
W04
& W
05 M
ain
St 4
00m
m 5
0m E
. Hw
y48
to H
wy4
8 an
d S.
on
Hwy4
8 fr
om M
ain
St to
350
m S
. of M
ain
St 1
,589
,500
1063
Equi
pmen
t & G
ear -
Tra
inin
g Of
ficer
8,3
00
1066
Fire
Veh
icle
- T
rain
ing
Offic
er 5
5,00
0
1118
Subt
runk
#1
Ext,
450m
m S
ewer
on
RR#3
0 fr
om M
ain
St to
N. L
imit
of C
am F
ella
WW
09 2
,923
,000
1119
Subt
runk
#1
Ext,
450m
m S
ewer
on
RR#3
0 fr
om N
. Lim
it of
Cam
Fel
la to
For
syth
Far
m D
r WW
10 1
,000
,000
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1319
Clim
ate
Chan
ge A
ctio
n Pl
an 1
50,0
00
1334
Skid
Ste
er 7
0,00
0
2024
51Ba
llant
rae
S. P
arke
tte P
ark
52,
000
90Aq
uatic
Exp
ansi
on 6
,450
,000
429
Aqua
tic E
xpan
sion
- M
ulti
Purp
ose
Faci
lity
Spac
e 3
,999
,800
652
Aqua
tic E
xpan
sion
- R
ecre
atio
nal F
acili
ty S
pace
(Add
ition
al)
5,5
50,0
00
656
Indo
or S
port
s Ce
ntre
2,0
00,0
00
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
APPENDIX FOUR110
2021
- 2
030
Unfu
nded
Pro
ject
s
Fore
cast
Ye
arPr
ojec
t Num
ber
Proj
ect T
itle
Tota
l Cos
t
2025
30Be
thes
da S
ideR
d Re
cons
truc
tion
- Ni
nth
Line
to T
enth
Lin
e w
ith C
reek
Cro
ssin
g 6
75,0
00
51Ba
llant
rae
S. P
arke
tte P
ark
370
,000
79Be
thes
da S
ideR
d Hw
y48
to N
inth
Lin
e re
cons
truc
tion,
incl
udin
g Cr
eek
Cros
sing
3,3
49,6
00
131
Tovt
el /
Stou
ff Co
n 8
Neig
hbou
rhoo
d Pa
rk 7
0,00
0
654
Beth
esda
Par
k Pi
cnic
She
lter
150
,000
1067
Bal
lym
ore
Park
50,
000
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1362
Phas
e 3
Neig
hbou
rhoo
d Pa
rk (N
P8) W
est
80,
000
1368
W36
Hw
y48
#2, N
ew 3
00m
m d
iam
eter
wat
erm
ain
alon
g Hw
y48
784
,000
2026
61Be
thes
da P
k Sr
Soc
cer F
lds
611
,100
79Be
thes
da S
ideR
d Hw
y48
to N
inth
Lin
e re
cons
truc
tion,
incl
udin
g Cr
eek
Cros
sing
5,0
00,0
00
131
Tovt
el /
Stou
ff Co
n 8
Neig
hbou
rhoo
d Pa
rk 1
,635
,300
1061
Equi
pmen
t & G
ear -
Fire
Pre
vent
ion
Staf
f 8
,300
1067
Bal
lym
ore
Park
370
,000
1074
Skat
eboa
rd P
ark
750
,000
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1259
Fire
Veh
icle
- F
ire P
reve
ntio
n Of
ficer
(202
6) 3
0,00
0
1318
Flow
Mon
itorin
g W
W31
160
,000
1343
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
) 1
6,60
0
1362
Phas
e 3
Neig
hbou
rhoo
d Pa
rk (N
P8) W
est
720
,000
2027
30Be
thes
da S
ideR
d Re
cons
truc
tion
- Ni
nth
Line
to T
enth
Lin
e w
ith C
reek
Cro
ssin
g 4
,820
,600
78Go
rmle
y Pa
rket
te 5
0,00
0
133
Ronc
o Ne
ighb
ourh
ood
Ph1
(Fai
rgat
e) 7
0,00
0
615
Cric
ket P
itch
400
,000
616
10 M
icro
Soc
cer F
ield
s 5
06,6
00
639
Phas
e 3
Neig
hbou
rhoo
d Pa
rk (N
P8) E
ast
80,
000
1069
Natu
raliz
ed O
ff Ro
ad T
rails
-Hoo
ver P
k Dr
Woo
dlot
E 2
1,30
0
1070
Natu
raliz
ed O
ff Ro
ad T
rail-
Hoov
er P
k Dr
Woo
dlot
W 2
0,00
0
1073
Mic
ro/M
ini S
port
s Fi
elds
- O
ps C
entr
e 2
73,8
00
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1315
Corr
idor
Impr
ovem
ent S
tudi
es a
nd M
unic
ipal
Cla
ss E
As 2
50,0
00
1318
Flow
Mon
itorin
g W
W31
160
,000
1343
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
) 1
6,60
0
APPENDIX FOUR112
2021
- 2
030
Unfu
nded
Pro
ject
s
Note
s
Fore
cast
Ye
arPr
ojec
t Num
ber
Proj
ect T
itle
Tota
l Cos
t
2028
78Go
rmle
y Pa
rket
te 3
70,0
00
133
Ronc
o Ne
ighb
ourh
ood
Ph1
(Fai
rgat
e) 1
,576
,000
639
Phas
e 3
Neig
hbou
rhoo
d Pa
rk (N
P8) E
ast
720
,000
653
Mic
ro/M
ini S
port
s Fi
elds
1,1
59,9
00
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1316
Com
preh
ensi
ve Z
onin
g By
law
Upd
ate
(New
Zon
ing
Byla
w)
210
,000
1317
Stou
ffvill
e Se
cond
ary
Plan
120
,000
1318
Flow
Mon
itorin
g W
W31
160
,000
1331
Wat
er &
Was
te W
ater
Mas
ter P
lan
500
,000
1343
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
) 1
6,60
0
2029
512
New
Spo
rt F
ield
s Ba
seba
ll Ex
pans
ion
(3),
Com
mun
ity P
ark
1,5
00,0
00
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1258
Fire
Mas
ter P
lan
180
,000
1318
Flow
Mon
itorin
g W
W31
160
,000
1343
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
) 1
6,60
0
2030
1240
Cem
eter
y Li
fecy
cle
Upgr
ades
40,
000
1318
Flow
Mon
itorin
g W
W31
160
,000
1343
Equi
pmen
t & G
ear -
Fire
fight
ers
(New
) 1
6,60
0
Gran
d To
tal:
$69
,022
,700
APPENDIX FOUR114
2021
- 2
030
Unfu
nded
Pro
ject
s
Note
s