total operating expenditures - oakville, ontario - town hall/2016bob-consolida… · 2016 operating...

Executive Summary

2016 Operating Budget and 2017 – 2018 Forecast

The 2016 Budget Discussion Document presents the proposed 2016 operating budget, 2017-2018 forecasts and the 2016 Capital Budget for the Town of Oakville. The document represents the outcome of the 2016 staff budget process, presenting the budget recommended by staff, for public comment and the review and approval of the Budget Committee and Council. As in prior years, the 2016 budget has been prepared using a performance based program based budgeting (PB2) methodology. PB2 focuses on programs rather than departments and traditional line item budgeting. Emphasis is on the allocation of resources to programs based on desired outcomes and measurement of actual program results against expected outcomes. Performance measures are included in the budget document for all town programs.

Overall, the 2016 operating and capital budgets ensure the town’s strong financial position is maintained and our residents continue to receive the programs and services they value. The 2016 budget has been prepared in accordance with Council direction to prepare the budget with overall property tax increase in line with inflation. Assessment growth resulting from additional properties added to the roll or expansions/additions to existing properties reduces the overall tax increase. The 2016 staff recommended budget includes assessment growth of 1.92%.

The total proposed 2016 tax increase to the town’s budget net of assessment growth is 2.45%. When combined with the proposed increase for the Region and Education the overall tax increase is 1.68%.

The program business plans include a detailed budget for 2016 and a forecast by program and service for 2017 and 2018. Business plans for each program provide information on the purpose of the program, define existing service levels and identify strategic initiatives linked to the town’s strategic plan. PB2 performance measures for each program are also included in the business plans. OVERALL TOWN BUDGET The town base budget is made up of two components. The first provides for the same level of service as provided in 2015. Program spending at this level reflects the costs to deliver the same level of service as previous years. Increases in program spending and resulting tax levy requirements are driven by the costs of materials and supplies, contracted and other purchased services as well as labour costs. Changes in revenue from user fees and other sources also impact the tax requirement. In addition, the base budget includes the impact of decisions made in previous years such as the annualized impact of service adjustments and the operating impacts of new facilities and infrastructure resulting from completed capital projects and infrastructure assumed through the development process.

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To maintain existing service levels, the tax levy requirement for this component is $170.2 million. The increase of $5.1 million or 1.16% after assessment growth is below the current rate of core inflation. The tax impact of the increase on the town’s base budget of 1.16% has an impact on the overall tax bill of 0.46% or $3.93 per $100,000 of assessment.

Table 1 – Total Tax Impact of Proposed Budget

PurposeShare of Tax Bill Increase

Impact on Total Bill

$ Increase per $100,000 of Assessment

Town of Oakville 40.0%Inflationary Impacts/Revenue Adjustment 1.75% 0.70% $5.95Annualized Impact of 2015 Service Adjustments 0.08% 0.03% $0.26Capital Driven Operating Costs for New Infrastructure 1.25% 0.50% $4.25Assessment Growth -1.92% -0.77% ($6.53)

Total Base Operating Budget 1.16% 0.46% $3.93Capital Levy 1.00% 0.40% $3.40Additional Funding for Road Resurfacing 0.15% 0.06% $0.51Service Adjustments 0.14% 0.06% $0.48

Total Town of Oakville* 40.0% 2.45% 0.98% $8.32

Region of Halton** 37.0% 1.9% 0.70% $5.98

Education 23.0% 0.00% 0.00% $0.00Total * 1.68% $14.29*Exclusive of reassessment impacts**Proposed Region of Halton total tax increase

The second component of the budget is the increased funding for the maintenance and replacement of aging infrastructure, demands for new infrastructure and service adjustments required as the town grows. The base budget includes an additional $1.9 million for the 1% capital levy

and increased funding for the road resurfacing program. The capital levies are an important source of funding for the town’s capital program and help ensure the infrastructure gap faced by municipalities does not continue to grow. While these levies are a very important source of funding for infrastructure renewal and the town’s share of growth related capital projects, they represent an additional 1.15% of the proposed tax increase on the town’s portion of the tax bill and 0.46% or $3.91 on the overall tax bill. The service adjustments required to ensure service delivery is maintained as the town grows adds an additional 0.14% to the town tax levy, resulting in a 0.06% impact or $0.48 on the overall tax bill. In total this component of the budget adds 1.29% to the town portion of the tax bill and 0.52% to the overall bill.

Table 1 presents a summary of the total tax impact of the proposed budget, including the anticipated increases in the Region of Halton tax budget and education rates. The cost associated with each item is outlined below.

Inflationary Impacts/Revenue Adjustments

While Canada’s inflation rate slowed in September due to the drop in gasoline prices, core inflation which excludes eight volatile products such as gasoline, tobacco and mortgage interest remained at 2.1%. In the Bank of Canada’s most recent monetary policy report core inflation was forecast to remain in the 2% to 2.1% range throughout 2016. This is higher than the forecast in their July report which showed core inflation in the 1.9% range for 2016. The town’s budget process takes many

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months to complete. At the time of budget development the guideline was set at 1.9% for the overall tax levy increase in line with core inflation projections at that time. The budget as presented is below the 1.9% target and more recent projections. Inflationary pressures and adjustments on the town’s base budget total 3.5%. This has been partially offset by an increase to program rates and fees and revenue adjustments bringing the net increase to 1.75%, resulting in an increase of 0.70% on the overall tax bill or an increase of $5.95 on each $100,000 of assessment.

The inflationary impacts provide for the town’s personnel costs which are driven by collective agreements with the town’s four unions. These contracts provide for annual cost of living increases, as well as movement through salary grids and negotiated benefit coverage. The town typically negotiates longer term contracts to ensure stability. Personnel costs account for 47.9% of gross expenditures and represent the largest component of inflationary increases. A total of eight positions have been gapped in the base budget. These positions in the Community Development Commission will remain gapped until development activity increases to the point new staff are required to meet development application and permit timelines. In addition to the gapped positions, $850,000 has been included in the

budget to reflect the time positions are vacant due to employee turnover within the organization. These measures have resulted in a $2.3 million reduction in personnel costs. Many of the materials and supplies that the town uses are construction related. The construction price index for Ontario has increased by 1.8% over the last year. There is also increased pressure on the budget due to inflation on utilities, materials, supplies and purchased services. The cost increases on materials and supplies has been partially offset by a reduction in fuel prices and the towns’ insurance premiums.

Activity Revenue The 2016 base budget incorporates proposed rates and fee increases. Rates and fees will be reviewed by the Budget Committee at its meeting on November 18, 2015 and its recommendations forwarded to Council for approval on December 14, 2015. Many of these fee increases are effective January 1, 2016 and are required to maintain or improve the cost recovery of town programs. The fee increases, if approved as proposed, result in an additional $0.96 million in revenue. In addition to the fee increase, volume adjustments were made to program revenue budgets where applicable. The largest increase due to anticipated volume can be seen Transit followed by Recreation and Culture. The increased revenue has been offset by a reduction in anticipated revenue in Planning and Building Services, reflecting revised fees and an anticipated reduction in development activity in 2016. These adjustments have reduced the overall increase in activity revenue to $421,500.

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Annualized Impact of 2015 Service Adjustments The 2016 base budget includes the annualized impact of increased staffing in Fleet approved in 2015. This along with a small impact related to a Fire Fit/Rope Rescue Tower approved in 2015 adds $124,700 to the 2016 recommended budget resulting in a 0.08% increase on the town tax levy and 0.03% on the overall tax bill. Capital Driven Operating Costs for New Infrastructure The base budget includes the operating costs for new infrastructure and programs completed as part of the capital budget. The 2016 operating impacts total $2.1 million and include the cost of maintaining new roads and parks added to the town in 2015, software support costs as well as the impact of the operation and replacement of new transit buses and fleet equipment. The phased in contribution to the building replacement reserve for new facilities built within the past five years is also included in this amount. This includes the contribution for QEPCCC, the transit facility and North Park Operations Centre and Temporary Fire Station 9. The operating impacts add 1.25% to the town’s base budget, resulting in an increase of 0.50% on the overall tax bill or an increase of $4.25 per $100,000 of assessment.

Assessment Growth from New Development New development within the town results in an increase in the town’s assessment base. New assessment generates additional tax revenue without an increase in the town’s tax

rate. Assessment growth of 1.92% has been included in the staff recommended budget based on preliminary numbers from the Municipal Property Assessment Corporation (MPAC). Capital Levy The town implemented a 1% capital levy in 1996. This program recognized the need to set aside additional funding to pay for both the replacement of aging infrastructure as well as demands for new infrastructure, including recreational and other facilities. A capital levy policy is considered a best practice in municipal financing. The capital levy provides an increasing source of funding to address infrastructure renewal and helps ensure that funding is available to replace assets as required based on the town’s asset management plan. The capital levy has a 1% impact on the town’s tax rate, or 0.4% impact on the total tax rate or $3.40 per $100,000 of assessment. In addition to the 1% capital levy, the base budget also includes an additional transfer to capital to fund increased road resurfacing as recommended by the Budget Committee and Council in 2010. Service Adjustments The staff recommended budget also includes service adjustments required to ensure service delivery levels are maintained as the town grows. The adjustments have been included in the proposed budget for Council consideration through the budget process. They include part time positions required to keep up with the demand for recreation programs, staffing required to maintain service levels in Forestry and

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Infrastructure Maintenance as well as funding to increase the number of Council newsletters. The adjustments total $236,800, adding 0.14% to the town tax levy, resulting in a 0.06% increase on the overall tax bill or $0.48 per $100,000 of assessment. In addition to the service adjustments there is one new request related to business development. If approved the request would add $50,000 to the proposed budget. SUMMARY The proposed 2016 budget results in a 2.45% tax increase on the town’s share of the property tax bill after assessment growth. The town budget represents approximately 40% of the total property tax bill. As a result the proposed increase equates to a 0.98% increase on the total tax bill. Overall, the total tax increase including the proposed increase for the Region of Halton and assuming no increase in education rates is 1.68%. PERFORMANCE BASED PROGRAM BASED BUDGET The 2016 budget was prepared using the performance based program based budgeting (PB2) methodology. The 2016 budget and the forecasts for 2017 and 2018 focus on programs, and the services within each program, rather than departments and line item expenditures. In preparing the 2016 budget and 2017 and 2018 forecasts, emphasis is on allocating resources to programs based on the goals and objectives to be achieved by the program.

A key component of PB2 is the development of performance indicators to measure how well programs are meeting objectives. The program business plans and resulting program budgets are based on achieving the priorities in the town’s strategic plan and each new initiative in the budget is tied to a strategic objective. Performance measures have been included in each program business plan. The measures show the five year trend for key outcomes based on the approved budget for the program. The business plans also provide information on the purpose of the program, services delivered by the program and define existing service levels.

Program Budget Highlights The net base budget has increased by $7.2 million. Four programs account for approximately $5 million of the increase.

The largest program increase is in the Infrastructure Maintenance program at $1.65 million and includes the annualized impact of new positions approved in 2015, the cost to maintain new roads assumed through growth as well as increased costs associated with winter control, leaf pick-up and signal maintenance. The next largest increase is in Oakville Transit and includes the 2016 cost associated with the 5 year Transit service plan approved in principle by Council in the spring. The plan provides for increased service to residents and is expected to increase the cost recovery of the program over the next five years. The 2016 budget includes the additional staff

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required to meet service delivery targets as well as the cost of maintaining and operating new buses identified in the plan. Overall the net increase in this program is $1.57 million.

The third largest program increase is Emergency Services. This program has increased $1.01 million primarily due to increased personnel costs. This includes wage and benefit adjustments as well as the extension of a contract emergency management position required to implement a corporate incident management system. An increase to the fire equipment reserve has also been budgeted to ensure sufficient funding is available to replace vehicles and equipment as required.

Finally the fourth largest program increase is in Information Systems + Solutions at $0.7 million. The increase includes additional staff required to maintain new system applications approved through the capital budget such as Open Data, PCI Certification Compliance and Corporate Document Management. The balance of the increase is primarily driven by software maintenance cost increases as well as maintenance costs associated with new software.

The balance of the increase is spread between the remaining programs. Further details can be found in the program business plans.

Table 2 on the next page shows the breakdown of the increased tax requirement for the base budget by program.

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Table 2 - Net Base Budget Increase By Program (millions)

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2016 Tax Levy Requirement The total 2016 tax levy requirement to support town programs is $172.3 million and is shown by program in Table 11 on page E-20. The forecasts for 2017 and 2018 are shown in Table 13 on page E-22. Table 3 below shows how much of each tax dollar is spent on specific town services. The allocation of tax dollars differs from the allocation of gross expenditures as many town programs are supported partially or entirely from user fees. The largest share of the tax dollar is spent on Infrastructure Renewal followed by Emergency Services.

Table 3 – How Your Tax Dollars Are Spent

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2016 BUDGET COMMITTEE PROCESS The recommendations included in this book reflect the direction to date provided by Council through its Budget Committee. The budget process provides the Committee with the opportunity to provide further direction and request additional information from staff. The capital budget was reviewed by the Committee in October and will be deliberated on with the operating budget on December 7, 2015. The following meetings have been scheduled for the review of the 2016 Budget:

• November 18, 2015 – Distribution of Operating Budget Document

and Overview Presentation – Rates and Fees

• November 19, 2015 – Staff Presentations

• November 30, 2015 – Public Delegations

• December 2, 2015 – Public Delegations

• December 7, 2015 – Deliberations and Recommendations

• Council Approval – December 14, 2015

Residents can also contribute by email to [email protected].

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mailto:[email protected]

Executive Summary


Total 2016 Operating Expenditures by Cost Component

The gross expenditures proposed in the 2016 operating budget total $297.7 million including service adjustments for the town’s 26 programs.

The chart on page E-11 (Table 4) shows the town’s total 2016 base operating budget expenditures by cost component. In total gross expenditures have increased by $14.1 million. The details are provided in Table 10 on page E-19. The forecast budget for 2017 and 2018 is shown in Table 12 on page E-21. Salaries and Benefits account for 47.9% or $142.6 million of the operating budget. This is an increase of $5.3 million over 2015 as a result of anticipated wage and benefit costs, movement through salary grids, and the cost of positions required as a result of growth in the municipality, software implementations and capital infrastructure. Purchased Services includes costs for items such as communication, contracted services, professional fees, training and development, insurance and printing. Purchased Services comprise 11.4% of the budget and have increased $2.8 million due to inflationary pressures, costs associated with winter control and software maintenance. Materials and Supplies include expenditures for utilities, fuel, office supplies, construction and other materials. They represent 7.3% of the town’s gross expenditures and have

increased by $211,100. Fuel budgets have been reduced to reflect the reduction in fuel prices seen over the past year and expected to continue in 2016. This has minimized the impact of inflation on this expenditure category. Other expenditures include community grants, financial expenses and debt charges. The full year debt charges for the new hospital are included in this expenditure category. As mentioned previously the debt servicing costs are funded through an additional dividend from Oakville Hydro and reserves. Transfers to reserves including provisions for future expenditures, e.g. equipment replacement and transfers to tax stabilization reserves account for 12.1% of expenditures. The capital from operating includes the funding transferred to the capital budget of $26 million and minor capital in the operating budget of $200,000 and accounts for 8.8% of expenditures. The increase in expenditures is offset by an increase in revenues including activity revenue which has increased by $421,500. Activity revenue includes items such as Recreation and Culture user fees, Transit fares and Planning application fees. The increase in activity revenue in many programs has been offset by a reduction in revenue in Planning and Building Services. Revenue in these programs has decreased by $2.5 million due to application and permit volume reductions and revised planning fees.

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Table 4 - Total Operating Expenditures by Cost Component, $297.7 Million

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Table 5 - 2016 Operating Budget by Funding Source, $297.7 Million

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Total 2016 Operating Revenues

Table 5 shown on the previous page illustrates the funding sources for the 2016 operating budget. Taxation revenues provide 57.9% (2015 – 58.2%) of the funding. Fees and charges are the next largest source of funding at $67.1 million or 22.5%. Included in the fees and charges are increases to maintain cost recovery ratios for all programs. The 2016 budget includes a $5.2 million dividend from Oakville Hydro of which $1.9 million is included in the base budget. The balance of the dividend supports the hospital debt charges.

SERVICE ADJUSTMENTS The demand for new programs and services is continuing to grow. Every year the town must identify the costs to provide programs and services to its newest residents, while also responding to demands for new programs and services from current residents. In addition, requests for new programs or services may be the result of legislative requirements or to address health and safety concerns. The proposed budget includes service adjustments totaling $236,800. They are included in the recommended budget as they have been identified by departments as necessary to meet demand for service as the town grows. The adjustments are identified below for consideration by the Budget Committee and Council. In addition to the service adjustments included in the proposed budget there is one new request for the Committee’s consideration. The request of $50,000 for business development funding is shown below and would bring the town increase to 2.48% and the overall increase to 1.69%.

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Table 6 – Summary of Service Adjustments

Department

Full-Time FTE

Impact

Part-time FTE

Impact Title2016 Gross

Impact2016 Net Impact 2017 Impact

Parking Outsource Overnight Parking Permit Requests 75,000 Mayor and Council Increase the number of Newsletters 83,900 83,900 FCM 1.0 Project Manager Non Union 114,000 IS&S 1.0 Senior Business Analyst 114,400 IS&S 1.0 Non Union Senior Business Analyst 109,100 Parks and Open Space 1.0 Forestry Information Analyst 101,500 25,400 Infrastructure Maintenance 1.0 Works Infrastructure Technician 80,400 Recreation 1.0 (1.0) Recreation Assistant - Conversion of PT Leagues Position 19,500 19,500 19,500 Various 5.8 Part-time adjustments to meet service needs 205,000 108,000

Total 6.0 4.8 902,800$ 236,800$ 19,500$ New Requests

Mayor and Council Business Development

Increased Service To allow the Mayor’s office to move Oakville in a direction that leverages the strengths of the towns assets and to create a favourable environment for business attraction and retention while allowing Oakville to maintain its competitive position in the marketplace.

Tax Levy 50,000$ 50,000$ Funding Source FTE

Gross Operating

Net Operating Program Service Request Type Description

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BUDGET COMMITTEE REFERRALS

During the course of 2015, items have been referred to the Budget Committee for consideration. Table 7 is a list of items referred to the Budget Committee for consideration during the 2016 budget review process.

Table 7 - 2016 Budget Committee Referrals

Support for the Memorial Monument for the 150th Anniversary of the Lorne Scots Regiment

Council 09/21/2015

Parks and Open Space

Staff report to the Budget Committee regarding the proposal including funding and installation of a Regimental Memorial monument.

2015 Budget Deliberations 2015 Budget Committee 03/23/2015

Roads and Works

That staff provide options for project financing through the ESCo and report back to Council prior to the 2016 budget.

Bronte Marina Building (Formerly Metro Marine)

P and D 9/8/2014

Facilities and Construction Management

That additional repairs required to bring the building to a state of good repair be referred to the 2016 capital budget;

2015 Budget Deliberations 2015 Budget Committee (03/23/15)

Clerk’s Department

That staff report to the 2016 Budget Committee with options to provide by-law enforcement during evenings and weekends.


Finance Department and E & C Department

That staff report back on the ability to include the Wyecroft Road Extension capital project in the 2016 – 2025 capital forecast.


Finance Department

. That, in addition to Council’s direction to keep overall property taxes in line with inflation for 2016, the 2017 and 2018 budgets be prepared keeping overall property tax increases in line with inflation.

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2016 Capital Budget Commissioner Presentations

2016 Budget Committee 10/21/15

Finance Department

That staff advise what projects to bring forward for federal funding that have no or low impact on operating budgets and generally meet the criteria of being transit, environmental, such as storm water, etc., and recreation and social or cultural facilities, or energy efficiency, such as LED conversion.


Engineering & Construction

That staff identify projects that are or could be made shovel ready should infrastructure funding become available and report back on any steps that would be necessary to make projects shovel ready such as the Wyecroft Road Extension capital project.


Engineering & Construction

. That funding for the road resurfacing program be referred to the 10 year capital plan process and that staff report on funding for the program beyond the $10,000,000 annual level for 2020 and beyond.

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FORECAST FOR 2017 AND 2018 The Budget Document also includes a forecast of the 2017 and 2018 operating budgets, incorporating inflation, related expenditure increases and the increased operating costs resulting from capital projects undertaken in 2016 and 2017.

The forecasted increase for 2017 is 3.73% and 4.66% in 2018 net of assessment growth, for base budget purposes only. The overall increase including the region and education is projected to be 2.31% in 2017 and 2.72% in 2018.

These increases are largely due to new infrastructure constructed as part of the capital budget and inflationary adjustments. Table 8 shows the total base budget increase for 2016, 2017 and 2018 by cost driver.

Table 8 - Forecast Budget Increase

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Table 9 shows the projected overall tax impact in 2017 and 2018, including the town’s base budget and the forecast increases for the Region of Halton and Education tax requirements. As noted above, the overall increase including the region and education is projected to be 2.31% in 2017 and 2.72% in 2018. Table 9 – Overall Tax Impact

2016 Requested

Budget

2017 Forecast Budget

2018 Forecast Budget

Inflationary Impacts/Revenue Adjustment 1.75% 2.64% 2.89%

Annualized Cost of New Services Approved in Prior Year 0.08% 0.01%

Capital Driven Operating Costs for New Infrastructure 1.25% 0.94% 1.63%

Assessment Growth -1.92% -1.00% -1.00%

Total Base Operating Budget 1.16% 2.59% 3.52%

Capital Levy/Additional Road Resurfacing Funding 1.15% 1.14% 1.14%

Service Adjustments 0.14%

Total Recommended Budget 2.45% 3.73% 4.66%

Total Town Budget 2.45% 3.73% 4.66%

Province of Ontario 0.00% 0.00% 0.00%

Region of Halton (1) 1.90% 2.20% 2.30%

Overall Tax Bill Impact (%)(2) 1.68% 2.31% 2.72%

Overall Tax Bill Impact ($'s per $100,000 of assessment)(3) $14.29 $19.93 $24.00(1) Based on Region's forecast increase for 2017 and 2018 identified in 2016 budget(2) Total Tax Bill is 37.02% Region. 40.02 Town, 22.96% Education(3) Exclusive of reassessment impactsTable may not add due to rounding

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Table 10 - 2016 Operating Budget by Program 2015 2016 Base 2016 2016 2015 - 2016

Restated Base Budget Service Requested ChangeBudget Budget Change Adjustments Budget (%)

EXPENDITURE BY PROGRAMPolitical Governance 3,430,600 3,634,200 5.9% 83,900 3,718,100 8.4%Administrative Executive Management 1,860,600 1,871,200 0.6% 0 1,871,200 0.6%Service Oakville 801,900 885,400 10.4% 22,900 908,300 13.3%Strategy, Policy & Communications 1,249,900 1,271,400 1.7% 0 1,271,400 1.7%Human Resources 2,433,300 2,478,300 1.8% 0 2,478,300 1.8%Regulatory Services 2,737,600 2,658,500 -2.9% 0 2,658,500 -2.9%Financial Services 6,343,400 6,517,300 2.7% 0 6,517,300 2.7%Environmental Policy 973,100 954,600 -1.9% 0 954,600 -1.9%Legal Services 2,008,600 2,208,100 9.9% 0 2,208,100 9.9%Information Systems + Solutions 8,462,300 9,122,600 7.8% 223,500 9,346,100 10.4%Facilities & Construction Management 4,058,600 4,034,300 -0.6% 114,000 4,148,300 2.2%Emergency Services 33,799,300 34,789,000 2.9% 0 34,789,000 2.9%Recreation Services 29,429,000 30,402,700 3.3% 136,200 30,538,900 3.8%Culture 6,072,000 6,283,000 3.5% 0 6,283,000 3.5%Library 9,074,400 9,121,600 0.5% 17,000 9,138,600 0.7%Parks & Open Space 21,858,800 22,879,800 4.7% 124,500 23,004,300 5.2%Infrastructure Maintenance 30,506,600 32,689,700 7.2% 0 32,689,700 7.2%Infrastructure Planning & Improvements 3,352,000 3,390,200 1.1% 0 3,390,200 1.1%Parking 4,175,300 4,464,000 6.9% 75,000 4,539,000 8.7%Oakville Transit 28,489,200 31,109,600 9.2% 0 31,109,600 9.2%Strategic Business Support 1,035,600 1,053,500 1.7% 0 1,053,500 1.7%Building Services 10,236,700 9,579,700 -6.4% 0 9,579,700 -6.4%Planning Services 6,850,100 6,715,100 -2.0% 0 6,715,100 -2.0%Development Engineering 4,470,000 4,681,900 4.7% 0 4,681,900 4.7%Economic Development 702,400 728,700 3.7% 0 728,700 3.7%Corporate Revenue & Expenses 59,160,200 63,353,400 7.1% 0 63,353,400 7.1%Total EXPENDITURE BY PROGRAM 283,571,500 296,877,800 4.7% 797,000 297,674,800 5.0%

REVENUES Activity Revenue 60,373,600 60,715,100 0.6% 80,000 60,795,100 0.7% Internal Recoveries 21,681,600 23,069,500 6.4% 388,200 23,457,700 8.2% Grants 826,400 860,700 4.2% 0 860,700 4.2% Other Revenue 35,571,700 40,139,200 12.8% 92,000 40,231,200 13.1%Total Revenues 118,453,300 124,784,500 5.3% 560,200 125,344,700 5.8%Tax Levy Requirement 165,118,200 172,093,300 4.2% 236,800 172,330,100 4.4% Assessment Growth -1.92%Tax Levy Requirement 2.45% E - 19

Executive Summary


Table 11 – 2016 Operating Budget –Tax Levy by Program 2015 2016 Base 2016 2016 2015 - 2016

Restated Base Budget Service Requested ChangeBudget Budget Change (%) Adjustments Budget (%)

TAX LEVY BY PROGRAMPolitical Governance 3,413,700 3,621,600 6.1% 83,900 3,705,500 8.5%Administrative Executive Management 1,817,100 1,825,700 0.5% 0 1,825,700 0.5%Service Oakville 789,900 793,500 0.5% 22,900 816,400 3.4%Strategy, Policy & Communications 1,249,900 1,271,400 1.7% 0 1,271,400 1.7%Human Resources 2,425,700 2,470,700 1.9% 0 2,470,700 1.9%Regulatory Services 1,342,900 1,227,700 -8.6% 0 1,227,700 -8.6%Financial Services 5,198,900 5,317,200 2.3% 0 5,317,200 2.3%Environmental Policy 913,100 929,600 1.8% 0 929,600 1.8%Legal Services 1,998,100 2,167,600 8.5% 0 2,167,600 8.5%Information Systems + Solutions 8,335,100 9,038,900 8.4% 0 9,038,900 8.4%Facilities & Construction Management 2,670,800 2,774,400 3.9% 0 2,774,400 3.9%Emergency Services 33,449,800 34,459,500 3.0% 0 34,459,500 3.0%Recreation Services 11,923,000 12,229,900 2.6% 56,200 12,286,100 3.0%Culture 3,383,800 3,511,800 3.8% 0 3,511,800 3.8%Library 8,379,500 8,430,800 0.6% 0 8,430,800 0.6%Parks & Open Space 15,097,100 15,690,300 3.9% 73,800 15,764,100 4.4%Infrastructure Maintenance 19,339,900 20,992,600 8.5% 0 20,992,600 8.5%Infrastructure Planning & Improvements 2,020,400 2,003,500 -0.8% 0 2,003,500 -0.8%Parking 0 0 0.0% 0 0 0.0%Oakville Transit 19,813,100 21,384,000 7.9% 0 21,384,000 7.9%Strategic Business Support 215,600 229,200 6.3% 0 229,200 6.3%Building Services 0 39,900 0.0% 0 39,900 0.0%Planning Services 1,460,000 1,842,400 26.2% 0 1,842,400 26.2%Development Engineering 731,800 -21,700 -103.0% 0 -21,700 -103.0%Economic Development 702,400 728,700 3.7% 0 728,700 3.7%Corporate Revenue & Expenses 18,446,600 19,134,100 3.7% 0 19,134,100 3.7%

Total TAX LEVY BY PROGRAM 165,118,200 172,093,300 4.2% 236,800 172,330,100 4.4% Gross Expenditures by TypeSalaries, Wages, Benefits 137,263,600 141,920,400 3.4% 681,900 142,602,300 3.9%Materials & Supplies 21,519,300 21,610,500 0.4% 119,900 21,730,400 1.0%Purchased Services 31,157,200 33,948,400 9.0% -4,800 33,943,600 8.9%Internal Charges 18,351,300 19,766,600 7.7% 0 19,766,600 7.7%Other Expenditures 15,995,800 17,415,500 8.9% 0 17,415,500 8.9%Minor Capital & Transfer to Reserves 59,284,300 62,216,400 4.9% 0 62,216,400 4.9%Gross Operating Expenditures 283,571,500 296,877,800 4.7% 797,000 297,674,800 5.0% E - 20

Executive Summary


Table 12 – 2016 – 2018 Operating Budget by Program 2016 2017 Base 2017 2017 2016-2017 2018 2018 2018 2017-2018

Requested Forecast Budget Service Forecast Change Forecast Service Forecast ChangeBudget Base Budget Change (%) Adjustments Requested Budget (%) Base Budget Adjustments Requested (%)

GROSS EXPENDITURESPolitical Governance 3,718,100 3,768,900 1.4% 0 3,768,900 1.4% 4,541,300 0 4,541,300 20.5%Administrative Executive Management 1,871,200 1,913,900 2.3% 0 1,913,900 2.3% 1,961,700 0 1,961,700 2.5%Service Oakville 908,300 929,500 2.3% 0 929,500 2.3% 1,067,300 0 1,067,300 14.8%Strategy, Policy & Communications 1,271,400 1,301,100 2.3% 0 1,301,100 2.3% 1,334,300 0 1,334,300 2.6%Human Resources 2,478,300 2,544,300 2.7% 0 2,544,300 2.7% 2,595,900 0 2,595,900 2.0%Regulatory Services 2,658,500 2,702,500 1.7% 0 2,702,500 1.7% 2,751,700 0 2,751,700 1.8%Financial Services 6,517,300 6,678,200 2.5% 0 6,678,200 2.5% 6,859,100 0 6,859,100 2.7%Environmental Policy 954,600 972,100 1.8% 0 972,100 1.8% 991,500 0 991,500 2.0%Legal Services 2,208,100 2,245,100 1.7% 0 2,245,100 1.7% 2,286,800 0 2,286,800 1.9%Information Systems + Solutions 9,346,100 9,863,900 5.5% 0 9,863,900 5.5% 10,095,800 0 10,095,800 2.4%Facilities & Construction Management 4,148,300 4,218,000 1.7% 0 4,218,000 1.7% 4,296,200 0 4,296,200 1.9%Emergency Services 34,789,000 35,653,900 2.5% 0 35,653,900 2.5% 38,297,300 0 38,297,300 7.4%Recreation Services 30,538,900 30,905,300 1.2% 19,500 30,924,800 1.3% 31,894,700 0 31,894,700 3.1%Culture 6,283,000 6,472,000 3.0% 0 6,472,000 3.0% 6,620,600 0 6,620,600 2.3%Library 9,138,600 9,306,400 1.8% 0 9,306,400 1.8% 9,580,600 0 9,580,600 2.9%Parks & Open Space 23,004,300 23,866,200 3.7% 0 23,866,200 3.7% 24,713,800 0 24,713,800 3.6%Infrastructure Maintenance 32,689,700 33,385,100 2.1% 0 33,385,100 2.1% 33,811,800 0 33,811,800 1.3%Infrastructure Planning & Improvements 3,390,200 3,467,600 2.3% 0 3,467,600 2.3% 3,554,200 0 3,554,200 2.5%Parking 4,539,000 4,624,700 1.9% 0 4,624,700 1.9% 4,653,400 0 4,653,400 0.6%Oakville Transit 31,109,600 34,295,200 10.2% 0 34,295,200 10.2% 37,373,200 0 37,373,200 9.0%Strategic Business Support 1,053,500 1,080,200 2.5% 0 1,080,200 2.5% 1,110,200 0 1,110,200 2.8%Building Services 9,579,700 8,628,700 -9.9% 0 8,628,700 -9.9% 8,689,200 0 8,689,200 0.7%Planning Services 6,715,100 6,733,600 0.3% 0 6,733,600 0.3% 6,843,600 0 6,843,600 1.6%Development Engineering 4,681,900 4,765,700 1.8% 0 4,765,700 1.8% 4,859,600 0 4,859,600 2.0%Economic Development 728,700 743,600 2.0% 0 743,600 2.0% 759,800 0 759,800 2.2%Corporate Revenue & Expenses 63,353,400 66,713,700 5.3% 0 66,713,700 5.3% 69,377,300 0 69,377,300 4.0%

Total GROSS EXPENDITURES 297,674,800 307,779,400 3.4% 19,500 307,798,900 3.4% 320,920,900 0 320,920,900 4.3% REVENUES by Type Activity Revenue 60,795,100 61,505,500 1.2% 0 61,505,500 1.2% 63,198,000 0 63,198,000 2.8% Internal Recoveries 23,457,700 23,937,300 2.0% 0 23,937,300 2.0% 24,425,200 0 24,425,200 2.0% Grants 860,700 853,200 -0.9% 0 853,200 -0.9% 853,200 0 853,200 0.0% Other Revenue 40,231,200 41,017,800 2.0% 0 41,017,800 2.0% 41,739,200 0 41,739,200 1.8% Total Revenues 125,344,700 127,313,800 1.6% 0 127,313,800 1.6% 130,215,600 0 130,215,600 2.3%Tax Levy 172,330,100 180,465,600 4.7% 19,500 180,485,100 4.73% 190,705,300 0 190,705,300 5.66%

Assessment Growth -1.00% -1.00%Total Tax Levy Requirement 172,330,100 180,485,100 3.73% 190,705,300 4.66%

E - 21

Executive Summary


Table 13 – 2016 – 2018 Operating Budget – Tax Levy by Program

2016 2017 2016-2017 2018 2017-2018Requested Forecast Change Forecast Change

Budget Requested Budget (%) Requested Budget (%)TAX LEVY

Political Governance 3,705,500 3,756,300 1.4% 3,839,400 2.2%Administrative Executive Management 1,825,700 1,863,400 2.1% 1,911,200 2.6%Service Oakville 816,400 837,600 2.6% 975,400 16.5%Strategy, Policy & Communications 1,271,400 1,301,100 2.3% 1,334,300 2.6%Human Resources 2,470,700 2,536,700 2.7% 2,588,300 2.0%Regulatory Services 1,227,700 1,271,700 3.6% 1,320,900 3.9%Financial Services 5,317,200 5,463,500 2.8% 5,633,400 3.1%Environmental Policy 929,600 947,100 1.9% 966,500 2.0%Legal Services 2,167,600 2,204,600 1.7% 2,246,300 1.9%Information Systems + Solutions 9,038,900 9,556,700 5.7% 9,788,600 2.4%Facilities & Construction Management 2,774,400 2,830,500 2.0% 2,894,800 2.3%Emergency Services 34,459,500 35,324,400 2.5% 37,967,800 7.5%Recreation Services 12,286,100 12,732,300 3.6% 13,542,900 6.4%Culture 3,511,800 3,604,900 2.7% 3,702,800 2.7%Library 8,430,800 8,593,100 1.9% 8,861,700 3.1%Parks & Open Space 15,764,100 16,489,200 4.6% 17,222,200 4.4%Infrastructure Maintenance 20,992,600 21,289,700 1.4% 21,334,800 0.2%Infrastructure Planning & Improvements 2,003,500 2,053,700 2.5% 2,112,500 2.9%Parking 0 0 0.0% 0 0.0%Oakville Transit 21,384,000 23,114,100 8.1% 25,179,600 8.9%Strategic Business Support 229,200 255,900 11.6% 285,900 11.7%Building Services 39,900 40,700 2.0% 35,500 -12.8%Planning Services 1,842,400 1,851,200 0.5% 1,953,500 5.5%Development Engineering -21,700 -23,500 8.3% -15,100 -35.7%Economic Development 728,700 743,600 2.0% 759,800 2.2%Corporate Revenue & Expenses 19,134,100 21,846,600 14.2% 24,262,300 11.1%

Total TAX LEVY 172,330,100 180,485,100 4.73% 190,705,300 5.66% GROSS EXPENDITURES by Type Personnel Services & Benefits 142,602,300 147,878,100 3.7% 155,248,400 5.0% Materials & Supplies 21,730,400 22,183,800 2.1% 23,144,500 4.3% Purchased Services 33,943,600 34,516,500 1.7% 35,765,200 3.6% Internal Charges 19,766,600 20,173,000 2.1% 20,593,300 2.1% Other Expenditures 17,415,500 17,778,500 2.1% 16,414,200 -7.7% Minor Capital & Transfer to Reserves 62,216,400 65,269,000 4.9% 69,755,300 6.9% Total Expenditures 297,674,800 307,798,900 3.4% 320,920,900 4.3% E - 22

Executive Summary


Table 14 – Town Revenue Operating Budget Summary

2016 Base Requested 2016 % Forecast Forecast2015 Base Budget 2016 Requested Change 2017 2018

Budget Budget Change (%) Adjustments Budget 2016/2015 Budget Budget SOURCES OF REVENUECorporate Revenue

Taxation 165,118,200 172,093,300 4.2% 236,800 172,330,100 4.4% 180,485,100 190,705,300Supplementary Taxes 1,250,000 1,250,000 0.0% 0 1,250,000 0.0% 1,250,000 1,250,000Local Improvement Collections 2,100 2,100 0.0% 0 2,100 0.0% 0 0Payments in Lieu of Taxes 3,741,000 4,044,000 8.1% 0 4,044,000 8.1% 4,044,000 4,044,000General Provincial Grants 0 0 0.0% 0 0 0.0% 0 0Income from Investments 6,154,300 4,986,400 -19.0% 0 4,986,400 -19.0% 4,986,400 4,986,400POA Halton Court Fines 794,000 794,000 0.0% 0 794,000 0.0% 794,000 794,000Tax Penalty & Interest 3,000,000 3,000,000 0.0% 0 3,000,000 0.0% 3,000,000 3,000,000Oakville Hydro Revenue 10,198,200 10,826,500 6.2% 0 10,826,500 6.2% 11,826,500 13,326,500Subdivision Agreement Fees 0 0 0.0% 0 0 0.0% 0 0Other Service Fees 0 0 0.0% 0 0 0.0% 0 0Fund Balance and Transfer 9,032,900 10,696,200 18.4% 0 10,696,200 18.4% 10,850,900 9,598,800

Total Corporate Revenue 199,290,700 207,692,500 4.2% 236,800 207,929,300 4.3% 217,236,900 227,705,000

Departmental Revenue 62,599,200 66,115,800 5.6% 172,000 66,287,800 5.9% 66,624,700 68,790,700

Internal Recoveries 21,681,600 23,069,500 6.4% 388,200 23,457,700 8.2% 23,937,300 24,425,200

TOTAL REVENUE 283,571,500 296,877,800 4.7% 797,000 297,674,800 5.0% 307,798,900 320,920,900

E - 23

Executive Summary


2016 TOTAL EXPENDITURES

The table below sets out the 2016 expenditure needs for all programs for both operating and capital. Total combined gross spending in 2016 is projected at $371.1 million.

The following chart shows the major areas of spending for the combined operating and capital programs.

Table 15 – 2015 Capital & Operating Expenditures

E - 24

Executive Summary


Table 16 – Town Summary Budgeted Expenditure and Revenue by Program (Operating & Capital)

2015 2015 2016 2016 2016 2016Gross 2015 Net Gross 2016 Net Capital Capital +

Expenditures Revenue Expenditures Expenditure Revenue Expenditures Expenditures ExpendituresPolitical Governance 3,430,600 (16,900) 3,413,700 3,718,100 (12,600) 3,705,500 0 3,718,100Administrative Executive Management 1,860,600 (43,500) 1,817,100 1,871,200 (45,500) 1,825,700 5,960,000 7,831,200Service Oakville 801,900 (12,000) 789,900 908,300 (91,900) 816,400 686,000 1,594,300Strategy, Policy & Communications 1,249,900 0 1,249,900 1,271,400 0 1,271,400 578,000 1,849,400Human Resources 2,433,300 (7,600) 2,425,700 2,478,300 (7,600) 2,470,700 0 2,478,300Regulatory Services 2,737,600 (1,394,700) 1,342,900 2,658,500 (1,430,800) 1,227,700 0 2,658,500Financial Services 6,343,400 (1,144,500) 5,198,900 6,517,300 (1,200,100) 5,317,200 453,000 6,970,300Environmental Policy 973,100 (60,000) 913,100 954,600 (25,000) 929,600 200,000 1,154,600Legal Services 2,008,600 (562,000) 1,446,600 2,208,100 (40,500) 2,167,600 0 2,208,100Information Systems + Solutions 8,462,300 (127,200) 8,335,100 9,346,100 (307,200) 9,038,900 2,281,000 11,627,100Facilities & Construction Management 4,058,600 (836,300) 3,222,300 4,148,300 (1,373,900) 2,774,400 4,181,700 8,330,000Emergency Services 33,799,300 (349,500) 33,449,800 34,789,000 (329,500) 34,459,500 5,664,900 40,453,900Recreation Services 29,429,000 (17,506,000) 11,923,000 30,538,900 (18,252,800) 12,286,100 1,810,900 32,349,800Culture 6,072,000 (2,688,200) 3,383,800 6,283,000 (2,771,200) 3,511,800 240,000 6,523,000Library 9,074,400 (694,900) 8,379,500 9,138,600 (707,800) 8,430,800 1,561,500 10,700,100Parks & Open Space 21,858,800 (6,761,700) 15,097,100 23,004,300 (7,240,200) 15,764,100 20,610,700 43,615,000Infrastructure Maintenance 30,506,600 (11,166,700) 19,339,900 32,689,700 (11,697,100) 20,992,600 9,753,600 42,443,300Infrastructure Planning & Improvements 3,352,000 (1,331,600) 2,020,400 3,390,200 (1,386,700) 2,003,500 33,851,700 37,241,900Parking 4,175,300 (4,175,300) 0 4,539,000 (4,539,000) 0 31,000 4,570,000Oakville Transit 28,489,200 (8,676,100) 19,813,100 31,109,600 (9,725,600) 21,384,000 10,828,000 41,937,600Strategic Business Support 1,035,600 (820,000) 215,600 1,053,500 (824,300) 229,200 215,000 1,268,500Building Services 10,236,700 (10,236,700) 0 9,579,700 (9,539,800) 39,900 0 9,579,700Planning Services 6,850,100 (5,390,100) 1,460,000 6,715,100 (4,872,700) 1,842,400 500,000 7,215,100Development Engineering 4,470,000 (3,738,200) 731,800 4,681,900 (4,703,600) (21,700) 40,000 4,721,900Economic Development 702,400 0 702,400 728,700 0 728,700 0 728,700Corporate Revenue & Expenses 59,160,200 (6,541,100) 52,619,100 63,353,400 (8,620,100) 54,733,300 0 63,353,400

283,571,500 (84,280,800) 199,290,700 297,674,800 (89,745,500) 207,929,300 99,447,000 397,121,800Less Operating and Capital Overlap (23,819,400) (25,995,800) (25,995,800)

259,752,100 (84,280,800) 199,290,700 271,679,000 (89,745,500) 207,929,300 99,447,000 371,126,000Town Revenue 175,471,300 181,933,500

E - 25

Executive Summary


Table 17 – Capital Budget and Financing Summary By Program

Total Development Gas Tax Program Total Tota l Capita l Long Term Total TotalProject Charges Funding Speci fic External Town Levy Financing Corporate ProposedBudget Reserve Financing Reserves Financing Financing

CORPORATE INITIATIVES

Corporate Ini tiatives 7,677,000 271,800 105,000 376,800 6,101,000 1,199,200 7,300,200 7,677,000Total CORPORATE INITIATIVES 7,677,000 271,800 105,000 376,800 6,101,000 1,199,200 7,300,200 7,677,000

CORPORATE SERVICES

Faci l ties and Construction Management 4,181,700 2,337,200 2,337,200 861,000 983,500 1,844,500 4,181,700Information Systems & Solutions 2,281,000 315,000 1,966,000 2,281,000 2,281,000

Total CORPORATE SERVICES 6,462,700 2,337,200 2,337,200 1,176,000 2,949,500 4,125,500 6,462,700COMMUNITY SERVICES

Parks and Open Space 20,610,700 3,318,300 6,975,500 10,293,800 1,729,200 8,587,700 10,316,900 20,610,700Emergency Services 5,664,900 846,400 196,000 1,042,400 4,439,000 183,500 4,622,500 5,664,900Recreation and Cul ture Department 2,033,900 1,192,900 1,192,900 826,000 15,000 841,000 2,033,900Oakvi l le Publ ic Library 1,561,500 145,500 145,500 560,000 856,000 1,416,000 1,561,500Oakvi l le Gal leries 17,000 0 17,000 17,000 17,000Infrastructure Maintenance 9,753,600 995,000 259,200 1,254,200 -1,676,400 823,000 6,000,000 8,499,400 9,753,600Oakvi l le Trans i t 10,828,000 347,400 3,495,900 25,000 3,868,300 5,797,000 1,162,700 6,959,700 10,828,000

Total COMMUNITY SERVICES 50,469,600 5,507,100 3,495,900 8,794,100 17,797,100 15,027,600 11,644,900 6,000,000 32,672,500 50,469,600COMMUNITY DEVELOPMENT

Infrastructure Planning 33,882,700 15,390,400 3,879,600 371,500 19,641,500 4,193,000 10,048,200 14,241,200 33,882,700Environmenta l Pol icy 200,000 100,000 100,000 100,000 100,000 200,000Planning Services 500,000 360,000 360,000 115,000 25,000 140,000 500,000Dev Eng/Economic Dev 40,000 36,000 36,000 4,000 4,000 40,000Strategic Bus iness Support 215,000 90,000 125,000 215,000 215,000

Total COMMUNITY DEVELOPMENT 34,837,700 15,786,400 3,979,600 371,500 20,137,500 4,498,000 10,202,200 14,700,200 34,837,700 TOTAL 99,447,000 21,565,300 7,475,500 11,607,800 40,648,600 26,802,600 25,995,800 6,000,000 58,798,400 99,447,000

E - 26

Executive Summary


2016 CAPITAL BUDGET

The 2016 capital budget plan continues to implement objectives set out in various master plans and strategic goals while maintaining fiscal sustainability and ensuring the financial policies are adhered to. The 2016 capital budget has been developed with the following financing policies and assumptions:

• Debt re-payment levels including the hospital

commitment remain within the council approved policy limits;

• Outstanding debt to reserve levels do not exceed the 1:1 ratio required to maintain AAA credit rating;

• The 1% Capital levy increase is maintained; • Timing of Growth projects aligns with anticipated

residential and non-residential development; • Capital reserves are maintained at sufficient levels to

minimize risk, support future initiatives and provide for unknown contingencies;

• Equipment reserves are maintained at sufficient levels to support on-going life cycle replacements;

• Building replacement reserve contributions are maintained and as new facilities are built contributions are increased and phased in over five years;

The total 2016 recommended gross capital budget is $99.4 million, which includes recommendations from the October 26th, 2015 Budget Committee to adjust the following projects:

• Defer the Bronte Branch Library project of $435,000 from 2016 to 2017

• Add the Lorne Scots Regimental Memorial project has of $50,000 to the 2016 budget.

As indicated in the Table 18, 42% of the capital budget has been allocated to Infrastructure Renewal projects with $42.4 million. The Growth and Strategic Priorities portions of the budget each represent 26% of the total 2016 budget with $26.5 million each.

Table 18 – Capital Forecast by Category ($Millions)

Infrastructure Renewal 42.4$

Growth 26.5

Strategic Priorities 26.5

Community Enhancements 2.5

Enterprise Initiatives 1.6

Total 99.4$

Classification 2016

E - 27

Executive Summary


As shown above, the total value of town capital projects in 2016 is $99.4 Million. The following table provides highlights of the projects included in the 2016 capital budget. These projects represent 43.8% of the total capital budget.

Table 19 – Top 10 Largest Capital Projects

Program Department - Project2016

Budget

Infrastructure Planning 53331604 Road Resurfacing and Preservation Program 7.8$

Infrastructure Planning 53310601 Cornwall Rd-Chartwell to Morrison 7.3$

Infrastructure Maintenanc 51631601 LED Streetlighting 6.0$

Corporate Initiatives 42101401 OTM Hospital Demolition 4.2$

Oakville Transit 54411606 Replacement Buses 3.8$

Parks and Open Space 52271605 EAB Management Program 3.7$

Emergency Services 43301602 Fire Station #3 3.6$

Infrastructure Planning 53321506 Bridge Road - Warminster to Fourth Line 3.0$

Parks and Open Space 52241201 16 Mile Creek West Shore Landscape Rehabilitati 2.1$

Infrastructure Planning 53311410 Speers Rd - GO Station W of 3rd Line to 4th Line 2.0$

Total 43.5$

Top 10 Largest Capital Projects ($ Millions)2016 Capital Budget

2016 Capital Budget by Program

The following chart illustrates the 2016 capital budget by program. As shown in the graph, the Infrastructure Planning & Improvements program has the largest capital budget totaling $33.9 million or 34% of the total capital budget. Table 20 – 2016 Capital Budget by Program - $99.4M

Of the $33.9 million, $17.9 million is for road infrastructure improvements to service growth needs of the town and $14.8 million is for rehabilitating existing infrastructure. E - 28

Executive Summary


It should also be noted that the capital program includes a $250,000 increase in funding from operating to the Road Resurfacing & Preservation Program project recommended as part of the 2010 budget process. Highlights include $7.8 million for the Road Resurfacing & Preservation, $7.3 million for Cornwall Road widening from Chartwell to Morrison, $3.0 million for the reconstruction and urbanization of Bridge Road from Warminster Drive to Fourth Line and $2.0 million for continued design work and land acquisitions for the reconstruction and widening of Speers Road form the GO Station west of Third Line to Fourth Line. The second largest capital program is Parks and Open Space totaling $20.6 million or 21% of the total capital budget. Included in the Parks and Open Space program is $3.7 million to continue work on Emerald Ash Borer (EAB) management in street trees and woodlots. As well, $2.1 million to begin landscaping rehabilitation works in the parks along the 16 Mile Creek West Shore and $1.7 million to begin Waterfront Trail Improvements at Tannery Park. Growth initiatives for the Parks program include $1.6 million to begin construction of a neighbourhood park in North Oakville as well as $0.5 million for continued development of trail systems throughout the Natural Heritage System (NHS) areas in North Oakville. Oakville Transit’s capital budget totals $10.8 million or 11% of which includes $4.3 million to replace its ageing bus and care-A-van fleet at the end of their useful life, and $1.4 million to refurbish older buses in order to extend their life expectancy. In addition, $2.3 million has been included to

purchase additional fleet to expand service as recommended in the 5 Year Transit Service Review to support growth across the town. Finally, $0.6 million has been included to continue initiatives related to the Transit Information System. The Infrastructure Maintenance program accounts for $9.8 million or 10% of the total capital budget. Highlights include $6 million for Phase 1 of the LED Streetlight conversion program, $1.7 million for the replacement of roads and works equipment and $1 million for new equipment to service growth areas.

Corporate Initiatives include $7.7 million in funding to continue efforts related to various strategic goals such as web based services, open data, and the demolition of the Oakville Trafalgar Hospital site and the Brantwood School site.

Between the Recreation and Culture program and Facilities and Construction Management program, a total of $6.2 million or 6.2% has been budgeted to refurbish and replace building components at town facilities. Significant works planned include $0.6 million for change room renovations at White Oaks Pool, as well as $0.2 million for interior renovations and arena repairs to Joshua’s Creek facilities and $0.2 million to start the upgrade to the change room facilities at Glen Abbey and the purchase of a new Marquee sign.

E - 29

Executive Summary


2016 Capital Financing Overview

Financing of the 2016 capital budget is provided by several different funding sources as illustrated in table 21 below. The Capital Levy provides the largest portion of the financing for the 2016 budget with $26 million or 26%. The Capital Levy is a primary source of funding for infrastructure renewal projects and allows capital work to be completed without the issuance of debt. The second largest source of funding is Development Charges with $21.6 million representing 22%. Other funding sources include Equipment and Building Maintenance reserves, Gas Tax reserve funds and Program Specific reserve funds.

Table 21 – 2016 Capital Budget Financing - $99.4M

Operating Impacts from Capital Projects

Operating impacts from capital projects total $2.1 million for 2016, and include a 5.4 new FTE’s offset by a reduction of 2.5 FTE in Library for a net total of 2.9 FTEs. Information Systems + Solutions has the largest operating impact at $0.6 million, primarily for various software licensing and staffing to support new and on-going system implementations and enhancements. This includes PCI Certification Project, Corporate Document Management and Open Data.

The $0.5 million for Oakville Transit is for additional transfers to reserves for the Transit Facility and additional fleet due to expansion bus and Care-A-Van bus purchases. These transfers are required for future replacement.

The $0.4 million in Parks & Open Spaces operating impacts are mainly for the ongoing maintenance and operating requirements of the new North Oakville Neighbourhood Park 2, the Uptown Core – Memorial Park, the White Oaks Secondary School Field and washroom rehabilitation, Mattamy Pendent Park and CLC Lands (Dorval) Parkette. This includes additional seasonal and part-time hours for park maintenance, hydro, contracted services and various materials and supplies.

E - 30

Executive Summary


Infrastructure Maintenance has $0.3 million in operating impacts mainly due to additional fuel and transfer to reserves for growth vehicles. These impacts were offset slightly offset from hydro energy savings to reflect beginning of the LED street light conversion program.

Recreation Services has $0.25 million in operating impacts for the annualized impacts for QEP and the Youth Centre and staffing to support seniors services at QEP that has been deferred until programming levels met the need for a full-time coordinator.

Emergency Services has operating impacts of $0.1 million for a transfer to reserves for new pumper purchased in 2015 for Station #9.

Finally, Library has a reduction of $0.08 million and (2.5) FTE in operating impacts as a result of anticipated efficiencies from the RFID System Installation, and the Print Management System.

Operating Impacts by Program FTE 2016Corporate Services

Information Systems & Solutions 3.0 608,500 Total Corporate Services 3.0 608,500

Community ServicesParks and Open Space 1.4 369,300 Emergency Services 140,700 Recreation and Culture 1.0 250,500 Oakville Public Library (2.5) (80,400) Infrastructure Maintenance 311,200 Oakville Transit 471,100 Total Community Services (0.1) 1,462,400

Community DevelopmentParking (2,800) Total Community Development - (2,800)

Total Operating Impacts by Program 2.9 2,068,100

E - 31

Executive Summary


Regulation 284/09 The Town of Oakville is required under Ontario Regulation 284/09 to report on amortization, post-employment benefits and solid waste landfill closures and post-closure expenses that are excluded from the annual budget. The town does not have a landfill within our level of authority therefore only includes the impact of amortization and post-employment liabilities. The 2016 proposed budget excludes amortization expenses which are currently estimated at $43.0 million. Amortization expenses are not budgeted as municipalities use traditional transfers to reserve and reserve funds and annual capital levy funding to repair, maintain and replace existing assets. Funds are held in reserve and reserve funds and balances are reviewed annually in order to ensure that funding levels are adequate for future asset replacements. The 2016 proposed budget includes $49.2 million in budgeted transfers directly to capital and reserves or reserve funds for the refurbishment and replacement of the town’s capital assets. Based on analysis completed during the preparation of the 2016-2025 capital forecast and financing strategy, annual budgeted transfers provide adequate funding for the major repairs and replacement of existing tangible capital assets over the 10 year period. As outlined in the 2016-2025 capital forecast, infrastructure renewal needs have been identified based on life cycle information and prudent repair and maintenance standards. Currently, all identified infrastructure renewal needs in the 10 year period have been funded including the $42.3 million

included in 2016. It should also be noted that as part of the town’s current budgeting practice, it is policy that as new assets are constructed or purchased for growth, additional transfers to reserve are built into the operating budget in the year the asset comes into service to ensure funding exists for the replacement of those assets. Included in the $49.2 million noted above is $1.0 million in increased transfers to reserves and reserve funds as a result of new capital assets. The town has been required under PSAB to report post-employment liabilities within the financial statements for many years. Post-employment liabilities include both Workers Safety & Insurance Board (WSIB) and post-employment employee benefit liabilities. Actuarial reviews were conducted during 2013 which provided an updated estimate of the liability for financial reporting. The town’s current estimated liability reported in its financial statements is $25.5 million ($22.9 million for post-employment benefits and $2.6 million for WSIB). The town has budgeted to contribute a total of $594,200 ($317,600 for employee benefits and $276,600 for WSIB) to its Post-Employment Reserve fund which has a forecasted balance of $15.8 million at the end of 2015. Thus, the town has an estimated unfunded post-employment liability of $9.7 million. There is no requirement to have full funding in place for the post-employment benefits but full funding is required for the WSIB, which the town has. The current year annual cost of employee benefit post-employment benefits is expensed as paid throughout the year and is budgeted at $725,800.

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TOWN OF OAKVILLE Business Plan and Budget

New Request Form 2016

Department: Mayor and Council Program: Business Development Request: Business Development Request Type / Driver: Council Strategic Goal that this request supports: To be highly valued and widely celebrated for the innovative and outstanding way we satisfy the needs of our residents To provide accessible programs and services To continuously improve our programs and services Description of Request Based on the current requirements of the Mayor (e.g. as CEO the Mayor is obligated to participate in and foster activities that enhance the economic wellbeing of the town) it is essential to have funds available for business development to support the business community. In addition, this will ensure Mayor’s office has sufficient budget for executing the goals and duties as CEO. Explanation of the Service Level impact if the request is implemented To allow the Mayor’s office to move Oakville in a direction that leverages the strengths of the town’s assets and to create a favourable environment for business attraction and retention while allowing Oakville to maintain its competitive position in the marketplace. Overall Financial Impact: Net

Program Expenditure

FTE Impact

Service Level Change

Existing Budget

0 0.0

Requested Increase

$50,000 0.0

Total Revised Budget

$50,000 0.0

How will the performance of this initiative be measured? Identify the performance measure. Type of Measure Performance Indicator Customer Benefit / Impact Program Outcome Detail BU/Object Code Changes – For Input to FMW if approved: FTE Change Details: Business Unit

Position ID Position Title Group Current FTE (if PT #HRs)

Revised FTE (if PT #HRs)

TOTAL FTE IMPACT

Page 1

Expenditure/Revenue Change Details: Business Unit

Object Code Object Code Description 2016 Current Budget

Proposed Increase/Decrease

2016 Revised Budget

Personnel Costs: 10150 5716 Sponsorship/Partner

Development $50,000 $50,000

TOTAL (TO BE USED ABOVE FOR OVERALL IMPACT $50,000

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Program: Political Governance

Program Based Budget

2016 - 2018

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Program: Political Governance Vision Statement: To be the most livable town in Canada. Mission Statement: We create and preserve Canada’s most livable community that enhances the natural, cultural, social and economic environments. We achieve this by continuously improving programs and services that are both accessible and environmentally and fiscally sustainable. We are highly valued and widely celebrated due to the innovative and outstanding way we satisfy the needs of our residents, businesses and employees. As a result, the process is as fulfilling as the outcome. We ensure our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community.

Program Description The Political Governance program supports the Mayor and Members of Council who are elected to ensure the short and long-term well being of the community by effectively governing the Corporation of the Town of Oakville. Governance responsibilities include strategic planning and priority setting, ensuring accountability and transparency, maintaining financial integrity, establishing internal controls and policy, and representing public interest. Mayor and Council, and Secretariat Services provide investigative resources and clerical services to the Mayor and Members of Council to enable them to address ongoing issues and constituent matters including the production of the “Let’s Talk Oakville” newsletter. Council and Committee Services perform functions in compliance with council approved policies and legislation, including those relating to transparency and accountability in the governing process. The program provides meeting services to council and its boards and committees, facilitates the implementation of policies and procedures, and administers municipal elections. Election provides for the administration of the municipal election process in accordance with the requirements of the Municipal Elections Act and other legislative requirements. Print and Mail Services provide a centralized print operation and manages the internal and external distribution of all non-electronic mail for the corporation.

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Program Services

Political Governance provides activities through the following services: • Mayor and Council, and Secretariat Services • Council and Committee Services • Election • Print and Mail Services

Staffing Overview Program: Political Governance 2014 2015 2016 2016 2016 2016 Net

Approved Approved Capital Service Reallocation Total ChangeServices/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015

Mayor and Council and Secretariat 1.0 1.0 1.0 0.0Council and Committee Services 7.0 7.0 0.5 7.5 0.5Elections 0.0 0.0 0.0 0.0Print and Mail Services 4.3 4.3 4.3 0.0

Total Political Governance 12.3 12.3 0.0 0.0 0.5 12.8 0.5 Overall, the total 2016 staff complement for Political Governance is 12.8 FTE’s. During 2015, the Assistant Clerk position was reallocated from Regulatory Services to Political Governance. As well, the Manager of Elections, Policy and Print Services, that was fully charged to Council and Committee Services was changed to allocate 50% of the time to Public Services.

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Program Services Budget Overview

Net NetGross Net Gross Net Change Change

Services/Activities: Budget Budget Budget Budget 2016 vs 2015 2016 vs 2015 (%)Mayor and Council and Secretariat 1,508,100 1,508,100 1,642,100 1,642,100 134,000 8.9%Council and Committee 894,100 894,100 1,006,700 1,006,700 112,600 12.6%Election 425,000 425,000 425,000 425,000 0 0.0%Print Centre/Mail Services 237,200 586,500 241,100 631,700 45,200 7.7%

Total 3,064,400 3,413,700 3,314,900 3,705,500 291,800 8.5%

2015 Restated 2016 Requested

In 2016, the Political Governance program increased by $291,800 or 8.5%. This includes a position reallocation from Regulatory Services, inflationary increases to salaries and benefits as well as additional funds in the Mayor and Council budget to increase the number of “Let’s Talk Oakville” newsletters from 2 to 4 per year. Print Centre and Mail Services includes compensation adjustments as a result of revisions to job responsibilities and the elimination of print room chargebacks.

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Key Performance Indicators 1. Percentage of gross operating budget

2011 2012 2013 2014 2015 1.6% 1.6% 1.6% 2.0% 1.6%

Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges)

2. Percentage of total FTEs

2011 2012 2013 2014 2015 0.6% 0.7% 0.7% 0.8% 0.8%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total town FTEs. How Calculated: Total program FTEs including part-time / total town FTEs including part-time

3. Percentage of meeting time spent in open session

2011 2012 2013 2014 2015 n/a 94.1% 96.5% 97.8% 95.7%

Why Important: Monitors transparency in terms of time spent in closed session of council. How Calculated: Total number of minutes spent in meetings / total number of minutes spent in open session in camera

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Key Objectives (Initiatives) for 2016 – 2018

• Mayor and Council, and Secretariat will work to control growth and keep up with the facility and service needs of residents, supporting the

strategic goal of continuous improvement of programs and services. • Mayor and Council, and Secretariat will work to keep tax increases in line with the rate of inflation and will continue to use program based,

performance based budgeting to determine appropriate spending, supporting the strategic goal of fiscal sustainability. • Mayor and Council, and Secretariat will enhance Council’s presence and outreach in the community as well as its knowledge base,

supporting the strategic goals of accountability, innovation and continuous improvement of programs and services. • Mayor and Council, and Secretariat will publish a town wide Council newsletter, “Let’s Talk Oakville,” 4 times a year, supporting the strategic

goals of accountability, innovation and continuous improvement of programs and services. • Council and Committee Services will support transparency and openness by ensuring council and committee documentation is publicly

available. • Council and Committee Services in partnership with IS+S will continue to develop portals and annotation capabilities encouraging the move

towards paperless agendas supporting the goals of innovation and continuous improvement of programs and services. • Council and Committee Services will coordinate the review of requirements for the introduction of corporate policies, and ensure ongoing

reviews take place every 5 years, supporting the strategic goals of accountability and continuous improvement of programs and services. • Election administration will adhere to the requirements of the Municipal Elections Act. • Election administration will continue to conduct research supporting the strategic goals of accountability, innovation and continuous

improvement of programs and services in preparing for the 2018 election and facilitating a mock election using internet voting in 2016. • Print and Mail Services will continue establishing tracking systems to measure print and mail requirements within the corporation to enable

efficiency reviews and enhanced performance, while at the same time ensuring efficiencies in operating equipment and supporting the goals of accountability and continuous improvement of programs and services.

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2016 Program Budget Drivers

2015 2016 2016 2016 2016 $ %Restated Base Capital Service Requested Change Change

Budget Budget Budget Impact Adjustments Budget From 2015 From 2015Expenses:

Personnel Services & Benefits 2,407,600 2,534,700 0 0 2,534,700 127,100 5.3%Materials & Supplies 196,200 199,900 0 83,900 283,800 87,600 44.6%Capital Out Of Operations 5,000 5,100 0 0 5,100 100 2.0%Purchased Services 547,700 497,700 0 0 497,700 (50,000) (9.1%)Payments & Grants 159,000 16,100 0 0 16,100 (142,900) (89.9%)Internal Expenses & Transfers 115,100 380,700 0 0 380,700 265,600 230.8%Total Expenses 3,430,600 3,634,200 0 83,900 3,718,100 287,500 8.4%

Revenues:External Revenues 5,200 12,600 0 0 12,600 7,400 142.3%Internal Recovery & Fund Trsfs 11,700 0 0 0 0 (11,700) (100.0%)Total Revenues 16,900 12,600 0 0 12,600 (4,300) (25.4%)

Tax Levy 3,413,700 3,621,600 0 83,900 3,705,500 291,800 8.5% In 2016, the Political Governance program has increased by $291,800 or 8.5%. The main drivers for this change are noted in the details below: • Personnel Services & Benefits increased by $127,100, primarily due to a position reallocation from Regulatory Services. Contractual and

inflationary increases are also included. • Materials and Supplies increased by $87,600 primarily due to the two additional “Let’s Talk Oakville” newsletters to be published in 2016. • Purchased Services decreased by $50,000 primarily due to the removal of election related budget items, such as externally contracted

personnel, election voting equipment rental costs and related support costs. • Payments and Grants decreased by $142,900, relates to the election rebate program. • Internal Expenses & Transfers increased by $265,600 relates to the transfer to the election reserve. Annual transfers ensure adequate

funding exists for the next election. • Internal Recovery & Fund Transfers decreased by $11,700 since print room chargebacks were eliminated.

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2017 - 2018 Operating Budget Forecast


Budget Requested (%) Requested (%)Gross Expenditures

Political GovernanceMayor And Council And Secretariat 1,649,500 1,667,200 1.1% 1,688,300 1.3%Council And Committee Services 1,006,700 1,031,300 2.4% 1,059,000 2.7%Election 425,000 425,000 0.0% 1,139,300 168.1%Print And Mail Services 636,900 645,400 1.3% 654,700 1.4%Total Gross Expenditures 3,718,100 3,768,900 1.4% 4,541,300 20.5%

Tax Levy

Political GovernanceMayor And Council And Secretariat 1,642,100 1,659,800 1.1% 1,680,900 1.3%Council And Committee Services 1,006,700 1,031,300 2.4% 1,059,000 2.7%Election 425,000 425,000 0.0% 450,000 5.9%Print And Mail Services 631,700 640,200 1.3% 649,500 1.5%Total Tax Levy 3,705,500 3,756,300 1.4% 3,839,400 2.2%

Gross Expenditures By Type Personnel Services & Benefits 2,534,700 2,600,400 2.6% 2,988,800 14.9% Materials & Supplies 283,800 286,900 1.1% 512,200 78.5% Purchased Services 497,700 554,400 11.4% 844,300 52.3% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 16,100 14,100 (12.4%) 14,100 0.0% Minor Capital & Transfer To Reserves 385,800 313,100 (18.8%) 181,900 (41.9%) Total Expenditures 3,718,100 3,768,900 1.4% 4,541,300 20.5% Revenues By Type Activity Revenue 12,600 12,600 0.0% 12,600 0.0% Internal Recoveries 0 0 0.0% 0 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 689,300 0.0% Total Revenues 12,600 12,600 0.0% 701,900 5,470.6%Tax Levy 3,705,500 3,756,300 1.4% 3,839,400 2.2% 2017 - 2018 Budget Forecast Highlights

• The 2017 budget reflects equipment rental increases since the organization is required to make partial payments in advance of the next election.

• The 2018 budget reflects increases related to estimated election expenses.

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Program: Administrative Executive Management


2016 – 2018

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Administrative Executive Management

Program: Administrative Executive Management Vision Statement: To demonstrate leadership and a commitment to excellence in the overall administration and management of the Corporation of the Town of Oakville.

Mission Statement: To provide professional advice to Council and direction to the corporation with a focus on results, leadership, accountability and organizational values.

Program Description The CAO is responsible for making sure the town has the right leadership, policies, staffing and culture to enable the organization to achieve the vision and goals set by Council. The CAO manages the implementation of Council’s strategic plan by providing professional advice to Council and works with the town’s executive team to ensure that departments develop the business and operational plans required to implement Council’s strategic goals. The CAO also ensures the efficient and effective operation of the corporation by managing the resources/assets of the organization as a public trust, seeking efficiencies and proper return on investment, developing effective working relationships with community partners, stakeholders and other levels of government, developing a widely shared vision for the organization that fosters a strong performance culture, and providing opportunities for employees at all levels to contribute to the organization, and to learn and to grow in their performance.

Program Services The CAO Office provides services through the CAO/Executive Management Team and the Internal Audit program. Program: Administrative Executive 2014 2015 2016 2016 2016 2016 NetManagement Approved Approved Capital Service Reallocation Total ChangeServices/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015

CAO's Office 3.0 3.0 3.0 0.0Commissioners & Office Support 6.0 6.0 6.0 0.0Internal Audit 1.0 1.0 1.0 0.0

Total Administrative Executive Management 10.0 10.0 0.0 0.0 0.0 10.0 0.0

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Net Net

Gross Net Gross Net Change ChangeServices/Activities: Budget Budget Budget Budget 2016 vs 2015 2016 vs 2015 (%)

CAO/Executive management 1,665,100 1,665,100 1,671,600 1,671,600 6,500 0.4%Internal Audit 195,500 152,000 199,600 154,100 2,100 1.4%

Total 1,860,600 1,817,100 1,871,200 1,825,700 8,600 0.5%


Overall the Administration Executive Management program has increased by 0.5% or $8,600, mainly due to inflationary increases.

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2011 2012 2013 2014 2015 1.2% 1.2% 1.1% 0.9% 0.9%



2011 2012 2013 2014 2015 0.8% 0.8% 0.8% 0.6% 0.6%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time

3. Annual overall tax rate increase

2011 2012 2013 2014 2015 2.6% 2.9% 1.6% 0.7% 1.6%

Why Important: Overall tax rate increase is the increase residents see on their tax bill. How Calculated: Based on overall tax increase as identified in Region of Halton annual tax policy report.

4. Percentage of citizens surveyed satisfied with town programs and services

2011 2012 2013 2014 2015 87% 87%(2011 survey) 88% 88% (2013 survey) 85%

Why Important: The town is committed to surveying its residents to provide statistically valide measures of statisfaction. This data assists Council and town staff in allocating program funds to meet public expectations. How Calculated: Pollara Strategic Insights conducts a 20 minute survey of 800 residents every two years on behalf of the town to produce survey results that are accurate to within 3.5 per cent, 19 times out of 20.

5. Employee turnover rate

2011 2012 2013 2014 2015 1.5% 2.3% 3.9% 3.3% 4.2%

Why Important: Tracking employee turnover is important due to the financial costs associated with hiring, as well as impact on organizational effectiveness. How Calculated: Total emplyees leaving organization/Total program FTEs Administrative Executive Mangement Page 14


Key Objectives (Initiatives) for 2016 – 2018 The Administrative Executive Management program will assist Council to achieve its goal to be financially sustainable by: • Ongoing review of town business processes to maximize effective and efficient use of online service delivery channels to ensure town

provides its citizens with excellent value for their tax dollars. • Preparing and implementing annual town operating and capital budgets and developing long-term capital forecasts that help Council to

achieve its goals and maintain long-term financial stability of the town.

The Administrative Executive Management program will assist Council to achieve its vision to be the most livable town in Canada by: • Implementing Vision 2057, the town’s community planning framework that brings together the town’s master plans, the town’s integrated

community sustainability plan and other major initiatives under one framework to ensure a consistent and comprehensive approach to achieving a livable Oakville.

• Leading the continued implementation of ServiceOakville, a one town, one window approach to service that will enhance customer service and provide additional performance metrics through an integrated Customer Relationship Management (CRM) system.

• Leading the development of the town’s digital strategy and governance framework to enhance online service delivery for residents and business.

The Administrative Executive Management program will assist Council to achieve its goal to be accountable in everything we do by: • Ongoing implementation of the Town of Oakville Management Framework to guide corporate decision-making. • Providing Council with an annual review of progress toward Council’s 2014 - 2018 Strategic Plan and ensuring the town business plans,

budget and corporate performance management systems (TOPS) align with Council’s strategic goals. • Continue to support the development of the technology framework to transform the town into a knowledge driven organization. • Continue to promote effective risk management, control and governance throughout the town via the Internal Audit function

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Personnel Services & Benefits 1,676,900 1,659,200 0 0 1,659,200 (17,700) (1.1%)Materials & Supplies 4,000 4,000 0 0 4,000 0 0.0%Capital Out Of Operations 900 900 0 0 900 0 0.0%Purchased Services 178,800 207,100 0 0 207,100 28,300 15.8%Internal Expenses & Transfers 0 0 0 0 0 0 0.0%Total Expenses 1,860,600 1,871,200 0 0 1,871,200 10,600 0.6%

Revenues:External Revenues 43,500 45,500 0 0 45,500 2,000 4.6%Internal Recovery & Fund Trsfs 0 0 0 0 0 0 0.0%Total Revenues 43,500 45,500 0 0 45,500 2,000 4.6%

Tax Levy 1,817,100 1,825,700 0 0 1,825,700 8,600 0.5% In 2016, the Administrative Executive Management program has increased by $8,600 or 0.5%. The main drivers for this increase are the following: • Personnel Services & Benefits decreased by $17,700 due to compensation adjustments. • Purchased Services has increased by $28,300 to include fund in professional services to undertake various studies in 2016. • External Revenues have been increased by $2,000 to reflect projected recovery of internal audit services from Oakville Hydro.

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Budget Requested Budget (%) Requested (%)Gross Expenditures

Administrative Executive ManagementCAO/Executive Management 1,671,600 1,709,300 2.3% 1,751,600 2.5%Internal Audit 199,600 204,600 2.5% 210,100 2.7%Total Gross Expenditures 1,871,200 1,913,900 2.3% 1,961,700 2.5%

Tax Levy

Administrative Executive ManagementCAO/Executive Management 1,671,600 1,709,300 2.3% 1,751,600 2.5%Internal Audit 154,100 154,100 0.0% 159,600 3.6%Total Tax Levy 1,825,700 1,863,400 2.1% 1,911,200 2.6%

Gross Expenditures By Type Personnel Services & Benefits 1,659,200 1,701,900 2.6% 1,749,700 2.8% Materials & Supplies 4,000 4,000 0.0% 4,000 0.0% Purchased Services 207,100 207,100 0.0% 207,100 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 0 0 0.0% 0 0.0% Minor Capital & Transfer To Reserves 900 900 0.0% 900 0.0% Total Expenditures 1,871,200 1,913,900 2.3% 1,961,700 2.5% Revenues By Type Activity Revenue 45,500 50,500 11.0% 50,500 0.0% Internal Recoveries 0 0 0.0% 0 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 45,500 50,500 11.0% 50,500 0.0%Tax Levy 1,825,700 1,863,400 2.1% 1,911,200 2.6%

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2017 - 2018 Budget Forecast Highlights • Forecast includes inflationary increases for personnel services and benefits. Revenue forecast includes increased recovery expected in

Internal Audit from Oakville Hydro. 2016 - 2018 Recommended Capital Budget The Corporate Initiative projects consist of community enhancements and strategic priorities to the current Oakville Trafalgar Memorial Hospital site and the south central school sites. Funds have been budgeted for demolition of the buildings on the sites, for land use planning studies of the sites and to expand Brantwood Park. There are also several strategic priorities and an infrastructure renewal project to fund several Information Systems & Solutions orientated projects to address technology solutions for staff scheduling, Open Data and the replacement of our current CRM tool. In addition, there are capital funds for the Downtown Cultural Hub Phase 3, to explore funding through various partnerships and sponsorship program. Operating impacts in 2016 and 2017 are for an additional FTE in Information Systems + Solutions and software maintenance for the Open Data project. In 2018, Staff Scheduling – Community Services will have additional operating impacts for software maintenance.

Administrative Executive Management Classification 2016 2017 2018 2016 2017 201821101602 Downtown Cultural Hub Phase 3 Strategic Priorities 1,000,000 36101606 CRM Infrastructure Replacement Infrastructure Renewal 686,000 172,000 36101609 Open Data Strategic Priorities 85,000 100,000 42,500 102,50036101702 Staff Scheduling - Community Services Strategic Priorities 350,000 45,00042101401 OTM Hospital Demolition Strategic Priorities 4,180,000 7,500,000 42101519 Brantwood School Demolition and Sitework Strategic Priorities 525,000 46601801 South Central Community Centre Community Enhancements 250,000 52211611 Brantwood Park expansion Community Enhancements 105,000 63101601 OTM Hospital Planning Studies Strategic Priorities 150,000 200,000

Total Administrative Executive Management 6,731,000 8,322,000 250,000 42,500 102,500 45,000

Capital Budget & Forecast Operating Impact

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Program: ServiceOakville


2016 – 2018

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ServiceOakville

Program: ServiceOakville Vision Statement: To deliver citizen focused services that combine people, processes and technology to maximize value to the public. Mission Statement: To help the town achieve its goals and objectives by delivering services valued by the organization and the community; providing leadership in the implementation of the town’s customer service strategy by working with other departments; and delivering accessible, integrated customer service solutions to the public.

Program Description The ServiceOakville program provides a one-window approach to customer service that tracks and handles walk-in, email and telephone inquiries on behalf of the Roads and Works department, Parks and Open Space department, Parking Enforcement and for the Tourism section. In addition, ServiceOakville provides reception and switchboard services for all departments at the town. The ServiceOakville contact centre opened in 2012. Staff are equipped and trained to answer inquiries on behalf of partner departments and log all service requests through the town’s customer relationship management application. This provides seamless customer service, improves the effectiveness and efficiency of service request distribution and provides service level reporting.

Program Services The program is divided into two areas: • ServiceOakville contact centre provides customer service in the form of telephone and email handling, main reception, and payment

services at Oakville Town Hall. • The program office is responsible for definition and execution of the customer service strategy and consolidation of new programs and

departments.

ServiceOakville enhances the customer experience by: • Providing a live answer during the town’s business hours. • Ensuring timely and accurate delivery of service requests to responsible business areas. • Providing residents with a tracking number if a service request is issued.

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ServiceOakville

ServiceOakville is efficient and avoids additional costs through: • Multi-skilled Customer Service Representatives (CSRs) who are able to respond to calls on behalf of diverse departments, reducing the

need for every department to have staff available to respond to routine calls. • The use of an enterprise Customer Relationship Management (CRM) application to create requests to go directly to the correct business

owner responsible for completing the service. • Leveraging the CRM to automatically escalate outstanding work to responsible managers, avoiding the need for residents to call back to get

action.

Staffing Overview Program: ServiceOakville 2014 2015 2016 2016 2016 2016 Net


ServiceOakville 8.3 8.5 0.4 1.0 9.9 1.4

Total ServiceOakville 8.3 8.5 0.0 0.4 1.0 9.9 1.4 Overall, staff complement for ServiceOakville has increased by 1.4 FTE. During 2015, a position was reallocated from Parking. In addition, 0.4 part-time hours were added to the budget in order to meet staff coverage needs for training, sick leave, on call and vacations as ServiceOakville takes on additional call handling.



Services/Activities: Budget Budget Budget Budget 2016 vs 2015 2016 vs 2015 (%)

ServiceOakville 801,900 789,900 908,300 816,400 26,500 3.4%

Total 801,900 789,900 908,300 816,400 26,500 3.4%


Overall ServiceOakville has increased $26,500 or 3.4% mainly as a result of personnel costs due to inflationary, compensatory and contractual obligations and the slight increase in part-time staffing required. In 2016, ServiceOakville will be first response for Parking calls and ticket payments, as a result one FTE has been reallocated to ServiceOakville and a recovery from Parking has been included to off-set the cost of this service.

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ServiceOakville


2011 2012 2013 2014 2015 0.3% 0.3% 0.4% 0.4% 0.4%



2011 2012 2013 2014 2015 0.4% 0.4% 0.6% 0.5% 0.5%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of calls answered within 30 seconds *Note: Telephone system target is currently set with 70% of calls answered within 30 seconds. In 2016, this setting will be changed to 80% of calls answered within 30 seconds.

2011 2012 2013 2014 2015 n/a 94% (Nov/Dec) 88% 85% 81% (end of Sept)

Why Important: This metric provides an accuate representation of the customers’ experience. Set appropriately, it will meet callers’ expectations for service, will keep the abandon rate less than 5%, and will minimize expenses. How Calculated: Service level = [ Number of calls answered within the service level threshold] / [Number of calls offered] * 100. Excluded are any calls where the caller hung up before waiting in queue for 6 seconds or less as well as those calls that were handled by a ServiceOakville CSR in less than 20 seconds.

4. Abandon rate

2011 2012 2013 2014 2015 n/a 2% (Nov/Dec) 4% 4% 5% (end of Sept)

Why Important: This measures the rate of callers’ hanging up prior to reaching a customer service representative. Generally, the longer callers have to wait to be answered, the higher this number is. This is a good performance indicator of being appropriately staffed to handle call volume. How Calculated: Abandonment rate % = [Number of Calls offered – Number of Calls handled] / [Number of Calls offered] * 100. Excluded are any calls where the caller hung up before waiting in queue for 6 seconds or less.

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ServiceOakville

5. Percentage of inquiries answered at first contact on behalf of partnered departments 2011 2012 2013 2014 2015

n/a 96% (Nov/Dec) 89% 89% 91% (end of Sept) Why Important: A critical driver of customer satisfaction is having their issue addressed in a “one-and-done” capacity. How Calculated: The total number of CRM requests logged as “FCR” (First Call Resolution) / Total number of cases handled (both FCR and SR – Service Requests)

Key Objectives (Initiatives) for 2016 - 2018 The Program Office will: • Work jointly to develop a “Digital by Default” framework for service delivery. • Work will continue in 2016 to migrate additional department inquiries to the ServiceOakville contact centre. Service transition requires the

following activities: o Review and revise front office and back office processes as required. o Work with consolidating departments to define their service levels. o Configure the Customer Relationship Management (CRM) system to handle all new inquiry types. o Train ServiceOakville Customer Service Representatives (CSRs) on all business inquiries of the consolidating department. o Provide training to consolidating department staff on handling of CRM requests received from ServiceOakville.

• Expand performance reporting tools for ServiceOakville department clients. • Identify areas where there is a large volume of voicemail messages and redirect those inquiries to ServiceOakville for live answer and

capture in the CRM • Replace current CRM in 2016-17. Develop CRM and knowledgebase requirements for RFP process. • Create an Internal Service Hub that will focus on the creation of a town-wide customer service strategy. This hub will:

o Work with internal and external stakeholders to develop the vision of town-wide customer service o Provide training to staff on customer service standards and principles o Provide training and expertise on CRM and telecom data analysis

ServiceOakville’s contact centre will:

• Work with other programs to establish 24/7 live call answer for town service requests. Phase two will focus on calls relating to parking. • Implement telephone system back-up to ensure continuity of service in the event of network failure. • Implement a new CRM and knowledgebase • Increase efficiency of call centre operation by reaching a target of 85% occupancy for CSRs in ServiceOakville • Review the ownership and process efficiency of the Accessible Customer Feedback Form.

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ServiceOakville




Personnel Services & Benefits 767,500 850,200 0 22,900 873,100 105,600 13.8%Materials & Supplies 6,600 6,600 0 0 6,600 0 0.0%Capital Out Of Operations 0 0 0 0 0 0 0.0%Purchased Services 27,800 28,600 0 0 28,600 800 2.9%Internal Expenses & Transfers 0 0 0 0 0 0 0.0%Total Expenses 801,900 885,400 0 22,900 908,300 106,400 13.3%

Revenues:External Revenues 4,000 4,000 0 0 4,000 0 0.0%Internal Recovery & Fund Trsfs 8,000 87,900 0 0 87,900 79,900 998.8%Total Revenues 12,000 91,900 0 0 91,900 79,900 665.8%

Tax Levy 789,900 793,500 0 22,900 816,400 26,500 3.4% In 2016, the ServiceOakville Program has increased $26,500 or 3.4%.The main drivers for the increase are the following: • Personnel Services & Benefits increased $105,600 as a result of inflationary and compensation increases and the addition of part-time staff

to provide back-up coverage when staff are incurring training hours, sick time, vacation, etc. Also, due to an adjustment to service delivery an FTE was reallocated from Parking to ServiceOakville.

• Internal Recoveries and transfers have increased by $79,900 for the recovery of the Parking services.

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ServiceOakville

2017 - 2018 Expenditure Summary


Budget Requested Budget (%) Requested Budget (%)

Gross ExpendituresService Oakville 908,300 929,500 2.3% 1,067,300 14.8%Total Gross Expenditures 908,300 929,500 2.3% 1,067,300 14.8%

Tax Levy

Service Oakville 816,400 837,600 2.6% 975,400 16.5%Total Tax Levy 816,400 837,600 2.6% 975,400 16.5%

Gross Expenditures By Type Personnel Services & Benefits 873,100 894,300 2.4% 1,032,100 15.4% Materials & Supplies 6,600 6,600 0.0% 6,600 0.0% Purchased Services 28,600 28,600 0.0% 28,600 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 0 0 0.0% 0 0.0% Minor Capital & Transfer To Reserves 0 0 0.0% 0 0.0% Total Expenditures 908,300 929,500 2.3% 1,067,300 14.8% Revenues By Type Activity Revenue 4,000 4,000 0.0% 4,000 0.0% Internal Recoveries 87,900 87,900 0.0% 87,900 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 91,900 91,900 0.0% 91,900 0.0%Tax Levy 816,400 837,600 2.6% 975,400 16.5%

2017 - 2018 Budget Forecast Highlights • The 2017 Budget reflects inflationary increases only. In 2018, in addition to inflationary increases, Service Oakville has included 1.0 FTE for

the Supervisor of Performance.

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Program: Strategy, Policy and Communications


2016 – 2018

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Strategy, Policy and Communications

Program: Strategy, Policy and Communications

Vision Statement: To be recognized leaders in providing high-quality strategic advice, communications and customer service programs and services that serve to engage and inform the community, our stakeholders and employees. Mission Statement: To provide corporate leadership by creating and maintaining an effective strategic framework to help the town achieve its goals and objectives and to assist departments in providing accessible and responsive communications to the community.

Program Description The Strategy, Policy and Communications program supports the goals of Council and the corporation through the development and execution of Council’s strategic plan and by supporting effective two-way communications programs and services to inform, engage and serve the community, stakeholder groups and town employees. In 2014, the department took on additional responsibility for helping the town meet its commitment to providing accessible programs and services. The program helps to create awareness and promote the town’s many diverse programs and services by developing and executing strategic communications plans and materials and in providing centralized contact centre services. The program also identifies and coordinates responses to emerging media and public issues and is responsible for the continued development and enhancement of internal communications programs that support engaged and informed employees. Program Services The Strategy, Policy and Communications Program provide the following services on behalf of the corporation and to client departments: • Strategy, Policy and Communications • Accessibility • ServiceOakville (separate program)

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Staffing Overview

2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015

Strategy, Policy & Communications 8.8 9.8 0.0 9.8 0.0

Total Strategy, Policy & Communications 8.8 9.8 0.0 0.0 0.0 9.8 0.0 Program Services Budget Overview

Net Net

Gross Net Gross Net Change ChangeServices/Activities: Budget Budget Budget Budget 2016 vs 2015 2016 vs 2015 (%)

Strategy, Policy & Communications 1,249,900 1,249,900 1,271,400 1,271,400 21,500 1.7%

Total 1,249,900 1,249,900 1,271,400 1,271,400 21,500 1.7%


Overall the Strategy, Policy & Communications program has increased $21,500 or 1.7% mainly as a result of inflationary increases mitigated with savings within personnel due to staff turnover.

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2011 2012 2013 2014 2015 0.5% 0.5% 0.5% 0.6% 0.6%



2011 2012 2013 2014 2015 0.5% 0.5% 0.5% 0.6% 0.6%


3. Percentage of citizens satisfied with the amount of information received by the town

2011 2012 2013 2014 2015 85% 85% (based on 2011

survey) 88% 88% (based on 2013

survey) 86%

Why Important: To track overall citizen satisfaction with town performance, identify merging issues, and help set strategic priories for the future. Public engagement is a key component of open and transparent governance; it helps us to develop and deliver quality programs and services; and is important to Oakville achieving its vision of being the most livable town in Canada. How Calculated: To gather the opinions of local residents in the most comprehensive and efficient way, Pollara Strategic Insights conducted a 20-minute telephone survey among 808 randomly-selected residents of the Town of Oakville.

4. Number of unique visitors on Oakville.ca

2011 2012 2013 2014 2015 Launched new web site in 2012 using Google Analytics

518,346 visitors viewed a total of 3,219,253 pages, averaging 2.98 pages per visit

656,433 visitors viewed a total of 3,649,760 pages averaging 2.72 pages per visit

709,066 visitors viewed a total of 3,644,463 pages averaging 2.6 pages per visit

As of October 8, 2015, 592,331 visitors viewed a total of 2,951,115 pages averaging 2.58 pages per visit. Projection: 710,797 visitors viewing 3,541,338 pages

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Why Important: Oakville.ca is the town’s primary tool to provide information to residents, and 74 per cent of respondents to the town’s 2015 Citizen Survey identified oakville.ca as their preferred way to access town information, up 10 per cent in two years. Seventy-six percent of respondents want to do business with the town through online tools. How Calculated: The town uses Google web analytics to track web statistics.

5. Number of followers on town social media sites

2011 2012 2013 2014 2015 Social media launched January 2012

4,834 10,715 17,759 As of October 1, 2015: 23,161. Projection: 24,500

Why Important: Social media is now used by almost two thirds of Canadians, with one third of Canadians accessing their social media sites on a daily basis. Facebook remains the most popular social media site in Canada followed by LinkedIn and Twitter and are effective channels for the town to engage in two-way communications with residents. How Calculated: Twitter and Facebook analytical tools are used to calculate totals.

Key Objectives (Initiatives) for 2016 – 2018 • The Strategy, Policy and Communications program will support Council’s strategic goal to be accountable in everything we do by:

o Developing effective communications plans and programs to promote town programs and services and celebrate town accomplishments.

o Review oakville.ca to ensure it continues to meet public expectations as the town’s primary source of information about Council and town programs, services, and events.

o Build distribution list for town’s new e-newsletter, launched in fall 2015. o Monitoring and maintaining town social media sites, and continue to add features on Oakville App. o Supporting implementation of open data initiatives including Livable Oakville dashboard. o Continuing to monitor progress and engage and inform the public on Council’s strategic work plan.

• The Strategy, Policy and Communications program will help achieve Council’s strategic goal to ensure that our programs and services are accessible by: o Providing expertise and advice to the Accessibility Advisory Committee. o Providing leadership and expertise to staff accessibility steering committee and champion departmental accessibility initiatives. o Supporting departments in providing accessible communication formats ensuring WC3 compliance for town’s website.

• The Strategy, Policy and Communications will help achieve Council’s strategic goal to have a process that is as fulfilling as the outcome by: o Engage the public to review the town’s Public Engagement Tool Kit and update as necessary to encourage effective public

involvement in policy development and decision-making. o Implement new and convenient opportunities for public engagement through alternative web-based channels including social media

and online forums. o Work jointly with town’s new director of Digital Strategy to implement new and convenient online service channels to meet public

needs and expectations.

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http://oakville.ca/





Personnel Services & Benefits 1,150,700 1,169,200 0 0 1,169,200 18,500 1.6%Materials & Supplies 19,000 19,200 0 0 19,200 200 1.1%Capital Out Of Operations 3,000 2,500 0 0 2,500 (500) (16.7%)Purchased Services 77,200 79,000 0 0 79,000 1,800 2.3%Payments & Grants 0 1,500 0 0 1,500 1,500 0.0%Internal Expenses & Transfers 0 0 0 0 0 0 0.0%Total Expenses 1,249,900 1,271,400 0 0 1,271,400 21,500 1.7%

Revenues:External Revenues 0 0 0 0 0 0 0.0%Internal Recovery & Fund Trsfs 0 0 0 0 0 0 0.0%Total Revenues 0 0 0 0 0 0 0.0%

Tax Levy 1,249,900 1,271,400 0 0 1,271,400 21,500 1.7% In 2016, the Strategy, Policy and Communication program has increased by $21,500 or 1.7%. The main drivers for this increase are the following: • Personnel Services & Benefits have increased $18,500 primarily due to contractual and inflationary increases. Minor reductions in salary

rate changes as a result of staff turnover are also included. • Payments and Grants has increased by $1,500 for accessibility related items such as accessible pdf documents to address hearing or visual

impairments.

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Budget Requested Budget (%) Requested (%)Gross Expenditures

Strategy, Policy & Communications 1,271,400 1,301,100 2.3% 1,334,300 2.6%Total Gross Expenditures 1,271,400 1,301,100 2.3% 1,334,300 2.6%

Tax Levy

Strategy, Policy & Communications 1,271,400 1,301,100 2.3% 1,334,300 2.6%Total Tax Levy 1,271,400 1,301,100 2.3% 1,334,300 2.6%

Gross Expenditures By Type Personnel Services & Benefits 1,169,200 1,198,900 2.5% 1,232,100 2.8% Materials & Supplies 19,200 19,200 0.0% 19,200 0.0% Purchased Services 79,000 79,000 0.0% 79,000 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 1,500 1,500 0.0% 1,500 0.0% Minor Capital & Transfer To Reserves 2,500 2,500 0.0% 2,500 0.0% Total Expenditures 1,271,400 1,301,100 2.3% 1,334,300 2.6% Revenues By Type Activity Revenue 0 0 0.0% 0 0.0% Internal Recoveries 0 0 0.0% 0 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 0 0 0.0% 0 0.0%Tax Levy 1,271,400 1,301,100 2.3% 1,334,300 2.6%

2017 - 2018 Budget Forecast Highlights • 2017-2018 includes inflationary increases only.

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2016-2018 Recommended Capital Budget The following chart details the requested 2016 capital budget for the Web Based Services project. This project was launched in 2011 to completely redevelop the Oakville.ca web site. Base functionality was created with the initial site built in 2011, while phase two in 2012 continued to enhance the website’s functionality. In 2016, will work on ongoing enhancements to site functionality and online services including improvements to online documents and forms, a new Corporate KPI dashboard and application development. 2016 Operating impacts are for software maintenance for the Web based Services project.

Strategy, Policy and Communications Classification 2016 2017 2018 2016 2017 201821101101 Web Based Services Strategic Priorities 493,000 614,000 467,000 6,000

Total Strategy Policy and Communciations 493,000 614,000 467,000 6,000


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Program: Human Resources


2016 - 2018

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Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to corporate success. Mission Statement: To support the town in achieving organizational goals and objectives by enhancing individual, team, group and corporate effectiveness.

Program Description Human Resources assists in the achievement of the town’s corporate priorities by advocating for human resource policies, programs and practices that enhance the effectiveness and satisfaction of individuals, groups and teams in the town administration and contribute to an organization that has a competitive advantage in the employment market place. Consultancy services are provided to both Council and departments in labour and employee relations; total compensation; health, safety and wellness; recruitment and selection; organizational development; performance consulting; and employee administration. Without restricting its corporate responsibility to maximize the effectiveness of the town’s employees, Human Resources informs, advises, guides, consults and recommends with due regard to consistency of practice, fairness of treatment, equity in application and legislative compliance.

Program Services The Human Resources Program provides the following services: • Administration and Policy Development • Recruitment • Organizational Development • Total Rewards • Health, Safety, Wellness and Disability Management • Labour and Employee Relations

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Staffing Overview Program: Human Resources 2014 2015 2016 2016 2016 2016 Net


Administration and Policy Development 7.0 7.0 (3.0) 4.0 (3.0)Recruitment 1.0 1.0 3.0 4.0 3.0Organizational Development 2.0 2.0 2.0 0.0Reward and Recognition 1.0 1.0 1.0 0.0Health, Safety & Wellness 4.2 4.2 4.2 0.0Labour Relations 1.0 1.0 1.0 0.0

Total Human Resources 16.2 16.2 0.0 0.0 0.0 16.2 0.0 Three positions were reallocated from Administration and Policy Development to Recruitment as their work is primarily recruitment related.




Administration and Policy Development 798,300 797,900 575,500 575,100 (222,800) (27.9%)Recruitment 220,600 220,600 440,000 440,000 219,400 99.5%Organizational Development 405,800 404,600 409,500 408,300 3,700 0.9%Reward and Recognition 175,400 175,400 177,300 177,300 1,900 1.1%Health, Safety & Wellness 596,300 590,300 611,500 605,500 15,200 2.6%Labour Relations 236,900 236,900 264,500 264,500 27,600 11.7%

Total 2,433,300 2,425,700 2,478,300 2,470,700 45,000 1.86%


The 2016 budget reflects a careful consideration of expenditures required to fulfill the business plan, based on a five year trend analysis and does not include any new programs or services. Adjustments have been made to reallocate resources between services, otherwise only inflationary increases for salaries and benefits have been added.

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2011 2012 2013 2014 2015 1.3% 1.3% 1.3% 1.2% 1.2%

Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs

2011 2012 2013 2014 2015 1.1% 1.1% 1.1% 1.1% 1.0%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time.

3. Average days per short term disability claim

2011 2012 2013 2014 2015 N/A N/A 24.7 28.82 14.27

Why Important: Indicates trends in short term disability absences. How Calculated: Total number of short term disability days/Total number of short term disability claims. 4. Percentage of LEADS training and development program participants who indicated an increase in learning

2011 2012 2013 2014 2015 N/A 92% 94% 96.3% 97%

Why Important: Reflects the value and relevance of the training and development programs to the participants. How Calculated: Summary of data from LEADS program evaluation sheets (self-evaluation of level of knowledge pre and post learning). 5. Claims settled prior to grievance arbitration

2011 2012 2013 2014 2015 100% 100% 96.3% 75% 96%

Why Important: Shows the effectiveness of the relationship in resolving disputes with the bargaining units. How Calculated: % of grievances settled prior to arbitration.

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6. Health and Safety – number of lost time accidents/injuries per # of hours 2011 2012 2013 2014 2015 2.5 1.7 1.9 2.1 2.1

Why Important: Assesses the effectiveness of our safety program. How Calculated: # of Lost Time Incident / FTE X 200,000 hours (average of 100 workers’ hours worked). 7. Ministry of Labour orders

2011 2012 2013 2014 2015 0 6 5 0 2

Why Important: Indicator of the effectiveness of organization’s health and safety practices. How Calculated: Number of orders issued, to ensure compliance, by the Ministry of Labour. Key Objectives (Initiatives) for 2016 – 2018 • To continuously improve programs and services:

o Expand the range of accessible corporate reports and use of data to support evidence based decision making in human resources. o Increase the use of automation and workflow to increase efficiency and effectiveness of administrative processes. o Revitalize the attendance support program. o Review, and make recommendations on, the effectiveness of the town’s attraction, recruitment and selection strategies, policies and

procedures. o Enhance the Oakville LEADS corporate training and development program to support talent development at the supervisory and

managerial level;and in the organization’s innovation, creativity and evidence based decision making. o Develop a corporate business management curriculum. o Review wellness programming cost benefit assessment tools.

• To be accountable in everything we do:

o Prepare for global harmonization of workplace hazardous material information systems. o Audit job evaluation plans and ensure pay equity compliance. o Evaluate the effectiveness of the town’s reward and recognition programs. o Update policies and procedures in accordance with the corporate schedule.

• To be highly valued and widely celebrated for the innovative and outstanding way we satisfy the needs of our employees and ensure that

our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community. o Continue support of the You Matter employee engagement program. o Prepare and negotiate collective agreements with OPFFA and CUPE. o Evaluate options for a mental health awareness and support program.

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Budget Budget Budget Impact Adjustments Budget From 2015 From 2015

Expenses:Personnel Services & Benefits 1,792,200 1,806,000 0 0 1,806,000 13,800 0.8%Materials & Supplies 16,200 14,900 0 0 14,900 (1,300) (8.0%)Capital Out Of Operations 36,800 35,600 0 0 35,600 (1,200) (3.3%)Purchased Services 586,100 619,800 0 0 619,800 33,700 5.7%Internal Expenses & Transfers 2,000 2,000 0 0 2,000 0 0.0%Total Expenses 2,433,300 2,478,300 0 0 2,478,300 45,000 1.8%

Revenues:External Revenues 7,600 7,600 0 0 7,600 0 0.0%Internal Recovery & Fund Trsfs 0 0 0 0 0 0 0.0%Total Revenues 7,600 7,600 0 0 7,600 0 0.0%

Tax Levy 2,425,700 2,470,700 0 0 2,470,700 45,000 1.9% In 2016, Human Resources program has increased by $45,000. The main drivers for this change are the following:

• Personnel Services and Benefits increased by $13,800 primarily due to inflationary and compensation increases. Minor reductions in salary rate changes as a result of staff turnover are also included.

• Materials & Supplies decreased by $1,300 due to budget efficiencies found in office supplies. • Capital out of Operations decreased by $1,200 due to budget efficiencies found in office furnishings. • Purchased Services increased by $33,700 primarily due to increased EAP program costs. Increases also related to associated expenses

for upcoming union negotiations.

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Budget Requested Budget (%) Requested Budget (%)Gross Expenditures

Human ResourcesAdministration And Policy Development 575,500 589,200 2.4% 604,700 2.6%Recruitment 440,000 468,800 6.5% 478,600 2.1%Organizational Development 409,500 415,600 1.5% 422,400 1.6%Reward And Recognition 177,300 180,700 1.9% 184,500 2.1%Health, Safety & Wellness 611,500 621,100 1.6% 631,900 1.7%Labour Relations 264,500 268,900 1.7% 273,800 1.8%Total Gross Expenditures 2,478,300 2,544,300 2.7% 2,595,900 2.0%

Tax LevyHuman Resources

Administration And Policy Development 575,100 588,800 2.4% 604,300 2.6%Recruitment 440,000 468,800 6.5% 478,600 2.1%Organizational Development 408,300 414,400 1.5% 421,200 1.6%Reward And Recognition 177,300 180,700 1.9% 184,500 2.1%Health, Safety & Wellness 605,500 615,100 1.6% 625,900 1.8%Labour Relations 264,500 268,900 1.7% 273,800 1.8%Total Tax Levy 2,470,700 2,536,700 2.7% 2,588,300 2.0%

Gross Expenditures By Type Personnel Services & Benefits 1,806,000 1,852,000 2.5% 1,903,600 2.8% Materials & Supplies 14,900 14,900 0.0% 14,900 0.0% Purchased Services 619,800 639,800 3.2% 639,800 0.0% Internal Charges 2,000 2,000 0.0% 2,000 0.0% Other Expenditures 0 0 0.0% 0 0.0% Minor Capital & Transfer To Reserves 35,600 35,600 0.0% 35,600 0.0% Total Expenditures 2,478,300 2,544,300 2.7% 2,595,900 2.0%

Revenues By Type Activity Revenue 7,600 7,600 0.0% 7,600 0.0%Tax Levy 2,470,700 2,536,700 2.7% 2,588,300 2.0%

2017 - 2018 Budget Forecast Highlights • Budget reflects inflationary increases only.

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Program: Financial Services


2016 – 2018

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Financial Services

Program: Financial Services Vision Statement: To manage and protect the town’s financial resources and assets in an equitable and accountable manner, to ensure the long term fiscal sustainability of the town.

Mission Statement: To provide financial services to support the Corporation, in order to assist in the delivery of town’s programs and to ensure compliance with government policies.

Program Description

The Financial Services Program is delivered by two departments within the town, Financial Operations and Financial Planning. These departments are collectively responsible for the financial integrity of the Corporation through its fiscal stewardship. The Financial Services teams provides professional financial and accounting, payroll & benefits, revenue, procurement & asset management support services and advice; develops financial policy, and short and long-term financial plans to ensure sustainable funding for the town’s programs and services; and fulfills the statutory duties of the Treasurer.

The services provided by Financial Services are based on key operating and financial principles, which ensure fiscal responsibility, prudent financial management, compliance with legislation and regulations and corporate consistency. The two Directors and Deputy Treasurers ensure that quality services are provided in a manner aligned with Council-approved policies and directions. In addition, they ensure the effective operation and integration of these services to meet the demands of internal and external clients.

Program Services

The Financial Services Program provides activities through the following services: • Financial Operations • Financial Planning

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Financial Services

Staffing Overview

During 2015 in an effort to streamline processes the finance staff in the Library was amalgamated with the town. As a result the 2015 FTE’s were restated to show 3.0 FTE reallocated to the Financial Services program. In 2016, efficiencies were found to allow for the overall reduction of part-time hours in Financial services resulting in a reduction of 1.0 FTE.

Program: Financial Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Adjustment of Staff FTE 2016 vs 2015

Administration 4.0 3.8 (0.3) (0.2) 3.3 (0.5)Asset Management 4.4 5.0 5.0 0.0Accounting Operations 8.0 9.0 9.0 0.0Payroll and Benefit Services 6.0 7.7 (0.7) 7.0 (0.7)Revenue and Taxation 11.5 11.5 11.5 0.0Financial Planning and Policy 8.0 10.0 0.2 10.2 0.2Development Financing and Investment 3.0 3.0 3.0 0.0Purchasing and Risk Management 8.0 8.0 8.0 0.0

Total Financial Services 52.9 58.0 0.0 (1.0) 0.0 57.0 (1.0)

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Financial Services


Overall the Financial Services program has increased by 2.3% or $118,300. The primary impacts are inflationary and the annualization of two 2015 positions required to support management of town assets, one of which is in Asset Management and the other in Financial Planning and Policy. The reductions in Payroll and Financial Planning Administration are a result of the reduction to part-time hours.


Services/Activities: Budget Budget Budget Budget 2016 vs 2015 2016 vs 2015 (%)Financial Operations:

Administration 257,700 257,700 258,200 258,200 500 0.2%Asset Management 519,100 519,100 581,100 581,100 62,000 11.9%Accounting Operations 862,700 862,700 883,200 883,200 20,500 2.4%Payroll & Benefit Services 722,000 722,000 719,300 719,300 (2,700) (0.4%)Revenue & Taxation 1,306,500 824,000 1,331,900 847,700 23,700 2.9%Total Financial Operations 3,668,000 3,185,500 3,773,700 3,289,500 104,000 3.3%

Financial Planning:Administration 318,000 318,000 300,400 300,400 (17,600) (5.5%)Financial Planning & Policy 1,137,500 734,800 1,209,900 753,100 18,300 2.5%Development Financing & Investments 341,700 185,000 348,600 192,200 7,200 3.9%Purchasing & Risk Management 878,200 775,600 884,700 782,000 6,400 0.8%Total Financial Planning 2,675,400 2,013,400 2,743,600 2,027,700 14,300 0.7%

Total 6,343,400 5,198,900 6,517,300 5,317,200 118,300 2.3%


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Financial Services


2011 2012 2013 2014 2015 2.8% 2.8% 2.8% 2.9% 2.9%


2. Percentage of total FTEs 2011 2012 2013 2014 2015 3.6% 3.3% 3.4% 3.4% 3.7%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Stabilization Reserves as a percentage of own source revenues

2011 2012 2013 2014 2015 14% 13% 17% 20% 21%

Why Important: GFOA recommends, at a minimum, that governments regardless of size, maintain unrestricted fund balances in their general fund of no less than two months of own source revenues to provide sufficient liquidity and protect against unforeseen events. This is equivalent to approximately 17%. How Calculated: Total Stabilization Reserves divided by total town own revenue. 4. Debt service ratio (debt charges to own source revenues)

2011 2012 2013 2014 2015 4.41% 5.51% 3.87% 4.63% 4.55%

Why Important: Debt service ratio is an indication of financial flexibility of the organization. The Ministry of Housing limit is 25% and Council Policy is 12%. How Calculated: Total debt charges divided by total town own revenue sources as per the Ministry of Housing and Municipal Affairs

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Financial Services

5. % of taxes receivable to total tax billed

2011 2012 2013 2014 2015 4.93% 4.33% 4.23% 4.04% 4.00%

Why Important: Provides an indicator of the financial health of the community How Calculated: Total tax receivable grossed up by future payments & credits(supp/omits & prepaid PAP credits)/Current year billable taxes 6. Net Surplus/Deficit as a percentage of Approved Budget

2011 2012 2013 2014 2015 4.6% 4.2% 3.1% -4.7% 2.8%

Why Important: Ensures proper budget practices are followed and spending is in accordance with approved budget How Calculated: Net surplus/deficit after transfer/ Approved budget 7. Achieve full expected life of assets

2011 2012 2013 2014 2015 78.82% 72.22% 70.00% 64.38% 76.09%

Why Important: To ensure that all Tangible Capital Assets are set up with the correct useful life and that they are disposed of with a NBV of zero. Having the correct useful life enables to better plan replacements and schedule preventative maintenance and the associated costs at the correct time. How Calculated: (# of disposed assets at end of Useful Life or greater/Total # of TCA disposed * 100) 8. Unqualified external audit of town’s financial statements and internal controls

2011 2012 2013 2014 2015 Achieved Achieved Achieved Achieved TBD

Why Important: An unqualified opinion indicated the Town is preparing the financial statements in accordance with the Public Sector Accounting Standards and that there are no significant control deficiencies How Calculated: Auditors based an opinion after the interim and final audit of the annual statements, which is presented to Council 9. Return on Investment Portfolio

2011 2012 2013 2014 2015 5.24% 3.90% 3.90% 3.54% 3.25% (to date)

Why Important: Provides a measure of the effectiveness of the investment program to earn a reasonable rate of return on investment of its cash resources having regard to market, legislative and policy constraints. These earnings provide non-tax contributions to operations, reserve funds and trust funds. How Calculated: Average annual rate of return

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Financial Services

Key Objectives (Initiatives) for 2016 – 2018 The following initiatives will be undertaken by the Financial Services program over 2016-2018 and help to meet council’s strategic objective to be fiscally responsible: • A full review of financial planning policies is underway. Policies and procedures are being developed consistent with the financial planning

principles used to develop the town’s long-term financial plan. • Continued review of programs rates and fees in accordance with the rates and fees policy approved by Council in 2012 to ensure fees are

based on the full cost of providing the service. • The Development Charges by-law expires in February 2018. An update to the by-law will completed during 2016 -2017. Preliminary work

will begin in 2016 with the update of master plans to support the background study required to pass a new by-law. Potential changes resulting from the provincial review of Development Charges legislation will need to be considered in the timing of the new by-law.

• A major update of the long term financial forecast was completed in 2015 resulting in a proposed 2016 -2025 capital plan which was presented to Council in October 2015. Revisions to the forecast are anticipated over 2016/17 based on the recommendations of the various studies and master plans scheduled to be completed in 2016. The revised forecast will also be influenced by the update to the Development Charges Background Study to be completed in 2017.

• Purchasing staff in conjunction with IS+S are developing a vendor portal to monitor vendor performance and collect pertinent legislated information from vendors awarded contracts with the town.

• All competitive bid document templates will be reviewed and updated by Purchasing staff with review by the Legal Department • Financial Services staff will be participating in the development of a Corporate Services training program. • Job costing project management capabilities within the town’s Corporate Information System (CIS) will be implemented for Facilities and

Construction Management projects to assist project managers in overseeing the financial aspects of each phase of capital projects. • A corporate KPI dashboard has been developed to provide a snapshot of how the town is doing in relation to key deliverables. Department

performance indicators have been revised to provide outcome based indicators which show the results achieved by all town programs. It is anticipated the indicators will be refined over the next two years as part of the annual budget process.

• Asset management services plan to continue to implement the CAM (work order functionality) and utilize the asset information available to support the capital forecast, development charge and asset replacement decisions. In 2013, the system was rolled out to all facility managers for all building assets, as well as parks technical staff began utilizing tablets in the field. The utilization of the asset register is being widely used by Financial Planning staff and department asset owners. In 2014 & 2015 staff continued to optimize the solution and have implemented tablets into the field within the traffic and parks divisions, work order functionality in Emergency Services to replace the fire fault system, and further enhanced the parks implementation. In 2015, staff will continue with the design of the Roads and Works implementation, for our go live implementation of January 2016. We are integrating condition assessments and criticality into the budget planning. In 2016, Roads implementation will go live, as well as continued optimization for other departments.

• An RFP was issued in October 2015 to complete a review of our Asset Management Plan to meet ministry guidelines, as well as create a work plan for the 2016 to 2021 timeframe. A request for funding from the AMO, LAMP grant is pending.

• Compliance to PSAB 3260 Contaminated sites will be complete in time for the deadline in 2015, and will be included in the town’s statements for 2014 & 2015.

• In September 2015, Financial Services moved the finance staff from the Oakville Public Library and integrated them with our town departments. As we move into 2016, we will be streamlining current processes to improve service, utilize systems and implement corporate efficiencies.

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Financial Services

• Financial Operations will continue to modernize operations in 2016, looking for ways to implement processing efficiencies. We continue to see growth in our E-Post for tax bill issuance, various e-payment solutions and significant growth in Accounts Payable processes to pay vendors electronically and have invoices electronically scanned and uploaded into CIS.

• Payroll and Benefit services have made paperless pay advices a condition of employment and worked with IS+S to expand employee workspaces to automate some processes and provide visibility online to employees. For 2016 we will continue to automate paper based processes, with attendance and work order functionality.

• Implement the CIS real estate module for all town properties which are town owned and leased or the town leases.

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Financial Services


In 2016, the Financial Services program has increased by $118,300 or 2.3%. The main drivers for this increase are the following: • Personnel Services & Benefits increased $168,700 primarily due to inflationary and compensation increases. Also included is the

annualization of two positions added in 2015: Asset Analyst in Asset Management section (1) and Senior Capital Analyst in Financial Planning (1).

• Materials & Supplies increased $1,200 primarily due to postage related to tax billings. • Purchased Services increased $5,700 for professional dues and professional development to support staff training. • Payments and Grants decreased $1,700 primarily due to registration and filling fees, resulting from lower tax special charges revenues. • External Revenues increased $1,400 primarily due to ownership change fees. • Internal Recovery & Funds Transfers increased $54,200 to reflect the annualization of recoveries from capital for the Financial Planning

position.



Personnel Services & Benefits 6,031,000 6,199,700 0 0 6,199,700 168,700 2.8%Materials & Supplies 159,100 160,300 0 0 160,300 1,200 0.8%Capital Out Of Operations 1,000 1,000 0 0 1,000 0 0.0%Purchased Services 128,600 134,300 0 0 134,300 5,700 4.4%Payments & Grants 23,700 22,000 0 0 22,000 (1,700) (7.2%)Total Expenses 6,343,400 6,517,300 0 0 6,517,300 173,900 2.7%

Revenues:External Revenues 659,200 660,600 0 0 660,600 1,400 0.2%Internal Recovery & Fund Trsfs 485,300 539,500 0 0 539,500 54,200 11.2%Total Revenues 1,144,500 1,200,100 0 0 1,200,100 55,600 4.9%

Tax Levy 5,198,900 5,317,200 0 0 5,317,200 118,300 2.3%

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Financial Services




Financial ServicesFinancial Operations 3,773,700 3,865,200 2.4% 3,967,800 2.7%Financial Planning 2,743,600 2,813,000 2.5% 2,891,300 2.8%Total Gross Expenditures 6,517,300 6,678,200 2.5% 6,859,100 2.7%

Tax Levy

Financial ServicesFinancial Operations 3,289,500 3,381,000 2.8% 3,483,600 3.0%Financial Planning 2,027,700 2,082,500 2.7% 2,149,800 3.2%Total Tax Levy 5,317,200 5,463,500 2.8% 5,633,400 3.1%

Gross Expenditures By Type Personnel Services & Benefits 6,199,700 6,360,600 2.6% 6,541,500 2.8% Materials & Supplies 160,300 160,300 0.0% 160,300 0.0% Purchased Services 134,300 134,300 0.0% 134,300 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 22,000 22,000 0.0% 22,000 0.0% Minor Capital & Transfer To Reserves 1,000 1,000 0.0% 1,000 0.0% Total Expenditures 6,517,300 6,678,200 2.5% 6,859,100 2.7% Revenues By Type Activity Revenue 507,200 507,200 0.0% 507,200 0.0% Internal Recoveries 539,500 550,300 2.0% 561,300 2.0% Grants 0 0 0.0% 0 0.0% Other Revenue 153,400 157,200 2.5% 157,200 0.0% Total Revenues 1,200,100 1,214,700 1.2% 1,225,700 0.9%Tax Levy 5,317,200 5,463,500 2.8% 5,633,400 3.1%

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Financial Services

2016 - 2018 Recommended Capital Budget The following chart details recommended capital projects for 2016. The capital forecast includes funding to begin the update of the Development Charges Study, mandatory every 5 years, along with additional funds to review the various Master Plans that contribute to the DC Study. The Asset Management program will continue to facilitate utilization of the corporate asset register to provide work order functionality, service request automation and technologies to track information on the town's assets. In 2016, the Roads and Works department will be migrating onto work order management, Parks & Open Space services will improve its current work order functionality through the increase in the utilization of tablets and the integration with GIS and the central and transit stores will be looking for more automation opportunities. The Asset Management group will also continue to support existing user groups move to continuously improve their reporting and systems to deliver more efficient programs and services. The town’s asset management plan and roadmap will be a focus for 2016. This AMP will incorporate policy review, service standards, and will look at the current governance structure.

Finance Classification 2016 2017 2018 2016 2017 201833101502 Development Charges Study Growth 302,000 201,000 36101009 Asset Management (IS+S) Infrastructure Renewal 151,000 151,000 151,000

Total Finance 453,000 352,000 151,000


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Financial Services

Page 54

Program: Regulatory Services


2016 - 2018

Page 55

Regulatory Services

Program: Regulatory Services Vision Statement: To incorporate legislative requirements and opportunities to excel in the provision of professional regulatory services. Mission Statement: We will provide quality and innovative services within a fiscally sustainable environment.

Program Description Regulatory Services are provided by the Clerk’s department and address a variety of functions in accordance with provincial legislative requirements, municipal by-laws and Council direction, including: licensing of businesses, taxis and lotteries; enforcement of town’s regulatory by-laws; Corporate Records Management and Municipal Freedom of Information administration; information and public services as required by legislation such as issuance of burial permits and marriage licenses; and management of the Oakville and District Humane Society service contract.

Program Services Regulatory Services are provided through the following programs: • Licensing and By-law Services • Humane Society • Public Services

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Regulatory Services

Staffing Overview

Overall, the total 2016 staff complement for Regulatory Services is 16.3 FTE’s. During 2015, the Assistant Clerk position was reallocated to Council and Committee Services. That move was offset by the allocation of 50% of budget for the Manager of Elections, Policy and Print Services to reflect that position’s responsibilities in Public Services.


In 2016, this program has decreased $115,200 or 8.6%. This decrease is primarily related to position reallocation between Regulatory Services and Political Governance as noted above. Minor increases to licensing revenue have also been included to reflect current trends in actuals.

Program: Regulatory Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Licensing & By-law Services 11.5 11.5 11.5 0.0Oakville Humane Society 0.0 0.0 0.0 0.0Public Services 5.3 5.3 (0.5) 4.8 (0.5)

Total Regulatory Services 16.8 16.8 0.0 0.0 (0.5) 16.3 (0.5)



Licensing & By-law 1,316,000 147,300 1,327,600 122,800 (24,500) (16.6%)Humane Society 774,000 774,000 774,000 774,000 0 0.0%Public Services 647,600 421,600 556,900 330,900 (90,700) (21.5%)

Total 2,737,600 1,342,900 2,658,500 1,227,700 (115,200) (8.6%)


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Regulatory Services


2011 2012 2013 2014 2015 1.6% 1.5% 1.4% 1.4% 1.3%



Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Cost recovery ratio for By-Law and Licensing

2011 2012 2013 2014 2015 67.9% 73.6% 76.4% 76.7% 63.6%

Why Important: Assessing the on-going monitoring of cost recovery through rates and fees. How Calculated: Total revenues/ Total costs plus overhead rate 4. Average time to resolve an investigation

2011 2012 2013 2014 2015 66 days 71 days 60 days 73 days 36 days

Why Important: Efficient use of resources (tracking/process improvements in 2015) How Calculated: Total investigation time / total investigations

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Regulatory Services

Key Objectives (Initiatives) for 2016 – 2018 • Licensing fees to maintain a full cost recovery to support the administration of the licensing by-law. • Develop a comprehensive by-law enforcement strategy including options for after-hours enforcement. • Ongoing oversight of Humane Society five year contract as executed in 2014 • Conduct a comprehensive review of the taxicab regulations, including issuance model, tariff rates, safety and ridesharing. • Review noise by-law and provide options, considering new provincial guidelines. • Public Services in partnership with Information Systems + Solutions to continue the review of an Electronic Document Management System

to enable future electronic document management, supporting the strategic goal of continuous improvement of programs and services and innovation.

• Public Services in partnership with IS+S will continue to review the by-law data base software program to enable online self-service from creation to disposition including workflow, upgrades to improve search functionality for web postings relating to the by-law data base, supporting the goals of innovation and continuous improvement of programs and services.

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Regulatory Services


In 2016, the Regulatory Services program decreased by $115,200 or 8.6%. The main drivers for this change are the following: • Personnel Services and Benefits decreased by $80,700 due to a position reallocation to Political Governance. Contractual and inflationary

increases are also included. • The Purchased Services budget includes the transfer to the Humane Society which remains the same as 2015 at $774,000. • External Revenue has increased by $36,100 to reflect current trends in lottery license revenues.



Personnel Services & Benefits 1,794,100 1,713,400 0 0 1,713,400 (80,700) (4.5%)Materials & Supplies 16,700 17,100 0 0 17,100 400 2.4%Purchased Services 886,500 886,000 0 0 886,000 (500) (0.1%)Payments & Grants 40,300 42,000 0 0 42,000 1,700 4.2%Internal Expenses & Transfers 0 0 0 0 0 0 0.0%Total Expenses 2,737,600 2,658,500 0 0 2,658,500 (79,100) (2.9%)

Revenues:External Revenues 1,393,700 1,429,800 0 0 1,429,800 36,100 2.6%Internal Recovery & Fund Trsfs 1,000 1,000 0 0 1,000 0 0.0%Total Revenues 1,394,700 1,430,800 0 0 1,430,800 36,100 2.6%

Tax Levy 1,342,900 1,227,700 0 0 1,227,700 (115,200) (8.6%)

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Regulatory Services


2017 - 2018 Budget Forecast Highlights Budget reflects inflationary increases only. Forecasted revenues assumed to remain consistent and will be reviewed during next budget cycle.



Regulatory ServicesLicensing & By-Law 1,327,600 1,360,000 2.4% 1,396,300 2.7%Humane Society 774,000 774,000 0.0% 774,000 0.0%Public Services 556,900 568,500 2.1% 581,400 2.3%Total Gross Expenditures 2,658,500 2,702,500 1.7% 2,751,700 1.8%

Tax Levy

Regulatory ServicesLicensing & By-Law 122,800 155,200 26.4% 191,500 23.4%Humane Society 774,000 774,000 0.0% 774,000 0.0%Public Services 330,900 342,500 3.5% 355,400 3.8%Total Tax Levy 1,227,700 1,271,700 3.6% 1,320,900 3.9%

Gross Expenditures By Type Personnel Services & Benefits 1,713,400 1,757,400 2.6% 1,806,600 2.8% Materials & Supplies 17,100 17,100 0.0% 17,100 0.0% Purchased Services 886,000 886,000 0.0% 886,000 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 42,000 42,000 0.0% 42,000 0.0% Minor Capital & Transfer To Reserves 0 0 0.0% 0 0.0% Total Expenditures 2,658,500 2,702,500 1.7% 2,751,700 1.8% Revenues By Type Activity Revenue 1,429,800 1,429,800 0.0% 1,429,800 0.0% Internal Recoveries 1,000 1,000 0.0% 1,000 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 1,430,800 1,430,800 0.0% 1,430,800 0.0%Tax Levy 1,227,700 1,271,700 3.6% 1,320,900 3.9%

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Program: Legal Services


2016 – 2018

Page 63

Legal Services

Program: Legal Services Vision Statement: A team of skilled and dedicated professionals providing the highest level of in-house legal and real estate services and expertize to the town. Mission Statement: The Legal Services Program is dedicated to providing exceptional expert and strategic legal and real estate services, constructive professional advice, and time-sensitive support to Council and staff to ensure compliance with the law and to protect and advance the interests of the town.

Program Description The Legal Services program provides a full range of professional services and advice to Council and to all departments of the municipal corporation, with expertise in the fields of municipal and planning law and real estate transactions to facilitate legally supportable decisions and actions and manage risks to the municipality.

Program Services The Legal Services program provides the following services to the town: • Legal Services • Realty Services • Corporate Hearings and Litigation

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Legal Services

Staffing Overview

Overall, the total staff complement for Legal Services has increased by 1.3 for a total of 9.7 FTE’s. In 2015, a position was reallocated from Corporate to provide for a full-time Law Clerk to provide support as a result of the increased work load in Legal Services. As well, part-time Assistant Solicitor hours were converted to create a full-time Solicitor position in order to provide on-going legal advice required. Finally, part-time hours were included for a Screening Officer to manage the dispute resolution processes related to the town’s administrative monetary penalty program. The cost of this position will be recovered from the Parking program.


The 2016 Legal Services program has increased by $169,500 or 8.5% primarily related to the staffing changes noted above, which include conversion of PT Assistant Town Solicitor to FT, PT Screening Officer addition, and a Full-time Law Clerk. Additional funds for consulting services have also been added to Realty Services for appraisals and acquisitions. The current balance in the Litigation Reserve is $2.8 million, which is sufficient to cover larger corporate hearing and litigation expenses above the $500,000 included in the budget.

Program: Legal Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015 Legal Services 7.4 7.4 0.3 1.0 8.7 1.3Realty Services 1.0 1.0 1.0 0.0Corporate Hearings & Litigation 0.0 0.0 0.0 0.0

Total Legal Services 8.4 8.4 0.0 0.3 1.0 9.7 1.3



Legal Services 1,324,900 1,319,400 1,478,000 1,442,500 123,100 9.3%Realty Services 183,700 178,700 230,100 225,100 46,400 26.0%Corporate Hearings & Litigation 500,000 500,000 500,000 500,000 0 0.0%

Total 2,008,600 1,998,100 2,208,100 2,167,600 169,500 8.5%


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Legal Services


2011 2012 2013 2014 2015 1.4% 1.2% 1.2% 1.1% 1.0%


2011 2012 2013 2014 2015 0.6% 0.6% 0.6% 0.5% 0.5%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Number of proceedings, including OMB appeals, resolved without going to litigation

2011 2012 2013 2014 2015 Not Available Not Available Not Available Not Available 28

Why Important: Monitors the proportion of proceedings resolved to the satisfaction of the town without incurring additional litigation costs. How Calculated: Total number of settled proceedings (excluding insured claims) 4. Total value of cash-in-lieu of parkland dedication entitlements calculated by Realty Services

2011 2012 2013 2014 2015 Not Available Not Available Not Available Not Available $10,638,171*

Why Important: Monitors the value of cash in lieu of parkland dedication entitlements identified and calculated by Realty Services. How Calculated: Total value of all cash-in-lieu of parkland dedication calculations performed and entered by Realty Services *as of Oct. 30, 2105 5. Town’s livability through by-law compliance – successful prosecutions

2011 2012 2013 2014 2015 90% 94% 94% 88% 91%

Why Important: Monitors the proportion of offences resulting in by-law compliance and/or conviction for non-compliance. How Calculated: Total number of proceedings resulting in by-law compliance and/or convictions / Total number of court dispositions

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Legal Services

Key Objectives (Initiatives) for 2016 – 2018 The following initiatives will be undertaken over 2016-2018 to help meet Council’s strategic objective to continuously improve our programs and services: • The Legal Department will develop and participate in corporate strategic processes that ensure strong and coordinated responses that serve

to protect and advance the town’s interests in development applications, hearings, and litigation, and position the municipality to maximum advantage to achieve successful outcomes through resolution and consensus, where appropriate.

• The Legal Department will provide knowledgeable and strategic advice and opinions that maximize the opportunity for Council and town staff to successfully protect and advance the interests of the municipality and its citizens.

• The Legal Department will investigate opportunities and, where appropriate, recommend and implement acquisitions and dispositions of land that will assist the municipality in achieving its strategic objectives.

• The Legal Department will undertake a comprehensive strategic planning process to identify and implement strategic initiatives to ensure continued leading edge service and performance.

• The Legal Department will continue to participate in the streamlining of court and prosecution processes to enhance the efficient and effective enforcement of town by-laws.

• The Legal Department will oversee and manage the dispute resolution processes in respect of the town’s administrative monetary penalty program.

• Realty Services will oversee Oakville’s real estate portfolio through the strategic acquisition, disposition and leasing of real estate rights as well as management of inventories of owned and leased lands.

• Realty Services will investigate, and where appropriate recommend implementation of innovative structures and/or potential partnerships to facilitate complex or large-scale infrastructure and town projects.

• Realty Services will actively monitor the real estate market and make timely and considered recommendations as opportunities arise for strategic land acquisitions and dispositions by the town.

• Realty Services will assist in reviewing and formulating recommendations regarding the town’s policies and requirements in connection with the calculation and collection of cash-in-lieu of parkland dedication.

• Realty Services will assist Finance and Environmental Policy in support of initiatives related to accounting policies and stewardship of real estate assets.

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Legal Services


In 2016, the Legal Services program has increased by $169,500 or 8.5%. The main drivers for this increase are the following: • Personnel Services and Benefits increased by $181,100, primarily due to several staffing adjustments including conversion of PT Assistant

Town Solicitor, a PT Screening Officer addition, and a FT Law Clerk. Inflationary and compensation increases are also included. • Material & Supplies increased $3,300 primarily due to increased cost of books and periodicals, to reflect current usage. • Purchased Services increased $16,600 primarily due to professional fees related to consulting services for appraisals and acquisitions. • Payments and Grants decreased $1,500 due to registration and filing fees, as related to current usage. • Internal Expenses & Transfers increased $30,000 due to cost recovery from Parking related to the new Screening Officer position.



Personnel Services & Benefits 1,296,500 1,477,600 0 0 1,477,600 181,100 14.0%Materials & Supplies 40,300 43,600 0 0 43,600 3,300 8.2%Capital Out Of Operations 0 0 0 0 0 0 0.0%Purchased Services 666,600 683,200 0 0 683,200 16,600 2.5%Payments & Grants 4,700 3,200 0 0 3,200 (1,500) (31.9%)Internal Expenses & Transfers 500 500 0 0 500 0 0.0%Total Expenses 2,008,600 2,208,100 0 0 2,208,100 199,500 9.9%

Revenues:External Revenues 10,500 10,500 0 0 10,500 0 0.0%Internal Recovery & Fund Trsfs 0 30,000 0 0 30,000 30,000 0.0%Total Revenues 10,500 40,500 0 0 40,500 30,000 285.7%

Tax Levy 1,998,100 2,167,600 0 0 2,167,600 169,500 8.5%

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Legal Services

2017 - 2018 Operating Budget Summary




Legal ServicesLegal Services 1,478,000 1,511,000 2.2% 1,548,100 2.5%Realty Services 230,100 234,100 1.7% 238,700 2.0%Corporate Hearings & Litigation 500,000 500,000 0.0% 500,000 0.0%Total Gross Expenditures 2,208,100 2,245,100 1.7% 2,286,800 1.9%

Tax Levy

Legal ServicesLegal Services 1,442,500 1,475,500 2.3% 1,512,600 2.5%Realty Services 225,100 229,100 1.8% 233,700 2.0%Corporate Hearings & Litigation 500,000 500,000 0.0% 500,000 0.0%Total Tax Levy 2,167,600 2,204,600 1.7% 2,246,300 1.9%

Gross Expenditures By Type Personnel Services & Benefits 1,477,600 1,514,600 2.5% 1,556,300 2.8% Materials & Supplies 43,600 43,600 0.0% 43,600 0.0% Purchased Services 683,200 683,200 0.0% 683,200 0.0% Internal Charges 500 500 0.0% 500 0.0% Other Expenditures 3,200 3,200 0.0% 3,200 0.0% Minor Capital & Transfer To Reserves 0 0 0.0% 0 0.0% Total Expenditures 2,208,100 2,245,100 1.7% 2,286,800 1.9% Revenues By Type Activity Revenue 10,500 10,500 0.0% 10,500 0.0% Internal Recoveries 30,000 30,000 0.0% 30,000 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 40,500 40,500 0.0% 40,500 0.0%Tax Levy 2,167,600 2,204,600 1.7% 2,246,300 1.9%

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Program: Information Systems + Solutions


2016 – 2018

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Information Systems + Solutions

Program: Information Systems + Solutions Vision Statement: A vital participant providing enabling technology to support the town’s mission to create and preserve Canada’s most livable community, enhancing our natural, cultural, social and economic environments.

Mission Statement: Information Systems + Solutions (IS+S) is a centre of expertise that adds value to the corporation through efficient, reliable services; effective and disciplined project and process management to support corporate and departmental projects; and strategic planning for the deployment of information and communications systems technology and processes.

Program Description The Information Systems + Solutions program (IS+S) is responsible for all hardware, software and communications systems and the data residing on such. The IS+S team operates and is funded in two ways: day-to-day operations and maintenance are funded through the operating budget; business systems and technology additions, replacements and enhancements are funded through the capital budget. Day-to-day operations and maintenance involves ongoing support, maintenance and security services for all of the town’s information technology, wired and wireless communications and business systems, 24 hours a day, 365 days a year. The operating budget primarily consists of software and hardware maintenance agreements, ongoing support staffing, communications costs and routine supplies and consulting services. Business systems and technology additions, replacements and enhancements involve project related initiatives, primarily to support corporate and departmental initiatives and, secondarily, periodic hardware and software system technology refresh initiatives. The IS+S program provides professional business analysis and project management support and advice to streamline business processes. It also develops business plans, statements of work and tender documents to acquire or configure business systems that support corporate and departmental needs. The IS+S program provides complete support for the initiatives from initial inception to the completion of the development, testing, training and user acceptance cycle, where the project then transitions into day-to-day operations and maintenance mode. The services and technologies provided by IS+S are based on information systems standards and principles. The program actively promotes the consolidation of hardware and software technologies to streamline systems’ support and reduce operating costs. Staff actively reviews systems and processes to ensure compliance with legislation and regulations concerning data maintenance, storage and security. Quality services are provided in a manner aligned with Council approved policies and directions.

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Program Services The Information Systems + Solutions program provides services through the following programs: • Administration • Projects & Development • Systems & Telecom Services • Client & Help Desk Services • Application Support Services

Staffing Overview

Overall, staff complement for Information Systems + Solutions has increased by 5.0 for a total of 57.1 FTE’s. The following summarized the changes:

• 3.0 FTE’s have been included as a result of recent capital improvements which are required to sustain system applications. In particular, a database analyst assigned to the Open Data project; a business analyst to support PCI Certification compliance and an application analyst to support on-going Corporate Document Management initiatives.

• 2.0 business analysts’ positions, which are to be fully recovered from capital have been included as FTE’s. The IS+S program provides professional business analysis, project management oversight and advice to streamline business processes that support corporate and departmental technological needs. The past several years, contract positions have been hired to implement various projects, it is evident that this type of support for capital initiatives is required over the long-term forecast.

Program: Information Systems + Solutions 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Adjustment of Staff FTE 2016 vs 2015 Administration 2.0 2.0 2.0 0.0Projects & Development 11.0 11.0 2.0 13.0 2.0Systems & Telecom Services 12.0 12.0 1.0 13.0 1.0Client & Help Desk Services 11.1 11.1 11.1 0.0Application Support Services 15.0 16.0 2.0 18.0 2.0

Total Information Systems + Solutions 51.1 52.1 3.0 2.0 0.0 57.1 5.0

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In 2016, the IS+S program has increased by $703,800 or 8.4%. The primary drivers for the increase are the 5 additional staff which include the various Analyst positions noted above. Two of the new positions will be fully recovered from capital initiatives and therefore, have no net tax levy impact. The other 3 positions have been phased in with mid-year start dates for a total impact of $192,100. Other operational drivers include increases to maintenance and licensing costs and new software maintenance costs for Adobe AEM Forms, Amanda Web Portal, Envisionware and Purple Forge to name a few. Otherwise, only inflationary increases have been included.



Administration 317,300 233,000 322,100 240,400 7,400 3.2%Project & Development 1,289,300 1,289,300 1,530,700 1,307,200 17,900 1.4%Network Services 2,323,400 2,282,500 2,412,300 2,412,300 129,800 5.7%Client Services 1,691,700 1,691,700 1,772,900 1,772,900 81,200 4.8%Application Support Services 2,840,600 2,838,600 3,308,100 3,306,100 467,500 16.5%

Total 8,462,300 8,335,100 9,346,100 9,038,900 703,800 8.4%


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2011 2012 2013 2014 2015 3.6% 3.8% 3.8% 3.9% 4.1%



Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of calls resolved within 24 hours

2011 2012 2013 2014 2015 85% 85% 80% 81% 84% as of Oct

2015 Why Important: Lower technology down time means more uptime for staff to complete duties. How Calculated: Number of calls divided by the number of those calls that were fixed within 24 hours. 4. Reduction in number of help desk requests (as an average # of help desk tickets per year per town employee with log-in rights)

2011 2012 2013 2014 2015 NA NA 1300 login staff

12,735 tickets 9.8 tickets per employee

1600 login staff 12,412 tickets 7.8 tickets per employee

2300 login staff 13,500 tickets 5.9 tickets per employee

Why Important: Demonstrates systems stability and effective support model working with increase in number of staff supported. How Calculated: Number of help desk tickets created/ number of staff with login rights to give the average number of tickets per user.

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5. Client satisfaction with support 2011 2012 2013 2014 2015

No data - Survey started in 2012

91% Satisfied to Very Satisfied



94% Satisfied to Very Satisfied as of Oct 2015

Why Important: Indicates that staff believe that IS+S can help with the technical issues and that they were satisfied with the support they received. How Calculated: Stats based on online survey that is emailed after each Help Desk ticket is completed and closed. 6. Internal network availability - percentage of network uptime

2013 2014 2015 Total Time (Mins) 8765.8 8765.8 8765.8 # Downtime Events 121 52 50 Total Downtime (Hrs) 341.2 149.5 122.2 Why Important: Network availability measures the IT Department’s ability to provide robust and reliable networks, physical and virtual servers, and storage for the organization and public. How Calculated: This KPI is calculated solely on non-scheduled outages impacting users. Goal is to reduce the number of downtime events by 10% and the total downtime by 10% each year

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Key Objectives (Initiatives) for 2016 – 2018 • Participate in web site feature and service enhancements to the public extending self-service functionality, online forms, accessible options,

search functionality, and responsive capability. Key for 2016-2018 will be a site refresh, replacement of the by-law management system, a new calendar solution, replacement of Town TV, new web based forms, and a new corporate performance dashboard.

• Replacement of the Recreation Program and Facility Booking application, Electronic Agenda Management System, and Service Oakville’s client management system.

• Application infrastructure refreshes on the corporate GIS system, SharePoint platform, Amanda 7, and the Corporate Information System (JD Edwards).

• Complete implementation of new Library ILS system and introduction of RFID for book handling. • Continued expansion of network infrastructure to support town facilities. • Contribute to and assist with initiatives from ServiceOakville, Asset Management, Forms and Survey Automation, Oakville.ca Web

Sustainment and Service Enhancement and Amanda Self Service Portal and Business Process streamlining. • Contribute to and lead the development of web enabled services for both internal users and external clients. This includes the introduction of

PCI compliant ePayment and client identity management solutions, redevelopment of external facing calendar, video solutions, performance management, by-law management, and customer facing feedback and form experiences.

• Support and lead key corporate technology initiatives through the provision of project management, business analysis, and developer skill sets including the Class Registration and Booking System replacement, Electronic Agenda Management replacement, GIS system refresh, SharePoint upgrade, Transit ITS, Open Data and Corporate Document Management.

• Foster development and implementation of applications which achieve legislated requirements and best practice, such as web standards and AODA compliance.

• Contribute to the development of business intelligence by providing the database infrastructure and tools needed so that town staff can access information being captured in town applications in order to report on business specific information collected that could be used to demonstrate that the business is accountable and improving their programs and services.

• Contribute to and lead the AMANDA infrastructure implementation of the future public facing portal solution. • Contribute to and support employee performance management and recruitment solutions. • Contribute to the development of application integrations and electronic forms and business automation by using Adobe AEM Forms. • Continue to support various initiatives such as Open Data, Document Management and portal development through SharePoint.

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In 2016, the IS+S program has increased by $703,800 00 or 8.4%. The main drivers for this change are the following: • Personnel Services and Benefits increased by $538,500 partially due to the addition of two new Business Analysts positions, totaling

$223,500. Both positions are 100% recovered from capital. Three other analyst positions have been phased in with mid-year start dates, totaling $192,100, to support initiatives related to the Open Data project, PCI Certification compliance and Corporate Document Management. Inflation and compensatory increases are also included.

• Purchased Services increased by $345,600 primarily due to an increase of $334,400 for software maintenance resulting from several capital projects (i.e. PCI Certification, Corporate Document Management, GIS Enhancement and AMANDA public portal). The remainder relates to inflationary increases on various software maintenance contracts.

• External Revenues decreased by $26,500 due to the elimination of cost recoveries from area municipalities. • Internal Recovery & Funds Transfer increased by $206, 5000 primarily to reflect the capital recoveries for the two new Business Analysts

positions.



Personnel Services & Benefits 5,451,400 5,574,300 192,100 223,500 5,989,900 538,500 9.9%Materials & Supplies 116,400 119,100 (3,000) 0 116,100 (300) (0.3%)Capital Out Of Operations 0 0 0 0 0 0 0.0%Purchased Services 2,818,600 2,744,800 419,400 0 3,164,200 345,600 12.3%Payments & Grants 55,900 55,900 0 0 55,900 0 0.0%Internal Expenses & Transfers 20,000 20,000 0 0 20,000 0 0.0%Total Expenses 8,462,300 8,514,100 608,500 223,500 9,346,100 883,800 10.4%

Revenues:External Revenues 110,200 83,700 0 0 83,700 (26,500) (24.0%)Internal Recovery & Fund Trsfs 17,000 0 0 223,500 223,500 206,500 1,214.7%Total Revenues 127,200 83,700 0 223,500 307,200 180,000 141.5%

Tax Levy 8,335,100 8,430,400 608,500 0 9,038,900 703,800 8.4%

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2017 - 2018 Budget Forecast Highlights • The 2017 budget includes annualization of staffing in the 2016 budget as well as impacts from capital for additional software maintenance

resulting from new initiatives • 2018 reflects inflationary increases only.



Information Systems + SolutionsAdministration 322,100 431,300 33.9% 441,800 2.4%Project & Development 1,530,700 1,564,000 2.2% 1,604,200 2.6%Systems & Telecom Services 2,412,300 2,557,100 6.0% 2,599,400 1.7%Client & Help Desk Services 1,772,900 1,796,600 1.3% 1,823,100 1.5%Application Support Services 3,308,100 3,514,900 6.3% 3,627,300 3.2%Total Gross Expenditures 9,346,100 9,863,900 5.5% 10,095,800 2.4%

Tax LevyInformation Systems + Solutions

Administration 240,400 349,600 45.4% 360,100 3.0%Project & Development 1,307,200 1,340,500 2.5% 1,380,700 3.0%Systems & Telecom Services 2,412,300 2,557,100 6.0% 2,599,400 1.7%Client & Help Desk Services 1,772,900 1,796,600 1.3% 1,823,100 1.5%Application Support Services 3,306,100 3,512,900 6.3% 3,625,300 3.2%Total Tax Levy 9,038,900 9,556,700 5.7% 9,788,600 2.4%

Gross Expenditures By Type Personnel Services & Benefits 5,989,900 6,241,800 4.2% 6,413,700 2.8% Materials & Supplies 116,100 116,100 0.0% 116,100 0.0% Purchased Services 3,164,200 3,430,100 8.4% 3,490,100 1.7% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 55,900 55,900 0.0% 55,900 0.0% Minor Capital & Transfer To Reserves 20,000 20,000 0.0% 20,000 0.0% Total Expenditures 9,346,100 9,863,900 5.5% 10,095,800 2.4% Revenues By Type Activity Revenue 83,700 83,700 0.0% 83,700 0.0% Internal Recoveries 223,500 223,500 0.0% 223,500 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 307,200 307,200 0.0% 307,200 0.0%Tax Levy 9,038,900 9,556,700 5.7% 9,788,600 2.4%

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2016 - 2018 Recommended Capital Budget The capital budget for Information Systems + Solutions ensures that software and supporting hardware are kept current to ensure the town's information management runs seamlessly and efficiently. Some of the larger projects for 2016 have been caused by discontinued applications including the CLASS Registration and Facility Booking System and the Electronic Agenda Management System. Application infrastructure refreshes are planned on the corporate GIS system, SharePoint, Amanda 7, and the Corporate Information System (JD Edwards). 2016 - 2018 operating impacts shown for the various projects above include costs for various software licensing and staffing to support new systems implemented as part of these projects.

Technology Initiatives in Other Programs: The following are capital projects in other program areas that the Information Systems + Solutions team would be involved in sourcing and implementation.

Information Systems & Solutions Classification 2016 2017 2018 2016 2017 201836101508 Corporate Document Management Strategic Priorities 226,000 302,000 201,000 138,80036101509 PCI Certification Project Strategic Priorities 140,000 40,000 40,000 351,000 58,80036101510 GIS System Enhancement Infrastructure Renewal 101,000 156,000 101,000 7,00036101515 Systems and Networking Infrastructure Infrastructure Renewal 50,000 50,000 50,000 36101602 Electronic Agenda Management Infrastructure Renewal 327,000 36101603 GIS Infrastructure Refresh Infrastructure Renewal 231,000 36101604 16 Mile - Cansec Security System Installation Infrastructure Renewal 115,000 36101605 Share Point Enhancements Strategic Priorities 60,000 50,000 40,000 36101610 Corporate Information System (CIS) Infrastructure Renewal 126,000 126,000 126,000 15,00036101611 Hardware Evergreening Infrastructure Renewal 754,000 754,000 804,000 6,000 45,00036101612 Misc Sustainment for Corporate Applications Infrastructure Renewal 151,000 101,000 126,000 4,50036101802 IS + S Strategic Plan Infrastructure Renewal 101,000 36101803 CIS Infrastructure Refresh Infrastructure Renewal 126,000 36101902 Sharepoint Infrastructure Refresh Infrastructure Renewal 28,700

Total Information Systems & Solutions 2,281,000 1,579,000 1,715,000 536,000 103,800 15,000


Information Systems & Solutions Classification 2016 2017 2018 2016 2017 201821101101 Web Based Services Strategic Priorities 493,000 614,000 467,000 6,00036101606 CRM Infrastructure Replacement Infrastructure Renewal 686,000 172,00036101608 Fuel and Liquids Management System Strategic Priorities 745,000 100,00036101609 Open Data Strategic Priorities 85,000 100,000 42,500 102,50036101702 Staff Scheduling - Community Services Infrastructure Renewal 350,000 45,00054421104 Transit Information and Communications S Strategic Priorities 560,000 50,000 54421604 IVR & Web Interface for Specialized Transit Scheduling Strategic Priorities 150,000 63101201 Amanda Module Enhancements Infrastructure Renewal 90,000 90,00063101401 AMANDA Public Portal Infrastructure Renewal 125,000 12,00071101404 RFID System Installation Infrastructure Renewal 804,000 (59,500) (139,100) (117,600)

Total Information Systems & Solutions 3,738,000 1,376,000 467,000 1,000 63,400 (72,600)


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Program: Facilities and Construction Management


2016 - 2018

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Program: Facilities and Construction Management Vision: To develop and maintain town buildings which are safe, comfortable and welcoming to all.

Mission Statement: To provide technical expertise and effective project management to facility user departments for facility design, construction, commissioning, capital replacements, repairs and maintenance of town buildings in an energy efficient, fully accessible, and sustainable manner.

Program Description The Facilities and Construction Management (FCM) department is responsible for the design, construction, commissioning, capital replacements, maintenance, repair and demolition of all town buildings. The Town of Oakville has a large and growing facility portfolio. In the past five years, the town has built, acquired and demolished several properties, leaving our building stock portfolio at about 2.1M sq. ft. of building area. In addition to growth and related facility expansion plans and renovations, the town is operating within a challenging and changing environment, as evidenced by aging facilities and infrastructure deficit, a growing focus on energy costs and energy management, growing client expectations and ongoing regulatory change (e.g. accessibility legislation). These are the factors that continue to challenge and drive the work of the Facilities and Construction Management department. The department provides professional project management services related to buildings to all town departments. Using traditional as well as innovative, state of the art project management controls and techniques, our team of project managers, project leaders and technical experts ensures that town buildings are developed and maintained effectively and efficiently throughout their entire life cycle. We serve the town’s facility user departments by providing support in developing their projects; managing the construction of new buildings and capital replacements; developing preventative maintenance programs; and, budget forecasting for new construction and capital replacements. In addition, FCM develops standards and guidelines for the construction and maintenance of all town owned buildings and manages facility operations at Town Hall, Oakville Public Libraries, Oakville Transit, Central Operations and North Depot Operations; including custodial services, preventative maintenance programs, maintenance contract management, minor repairs and security. FCM also coordinates town wide compliance with accessibility and environmental legislation, energy management and the management of designated substances in buildings.

Program Services The Facilities and Construction Management department provides the following services: • Administrative Services • Capital Projects • Facility Operations

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Staffing Overview

Overall, the staff complement for Facilities and Construction Management (FCM) has increased by 1.0 for a total of 22.0 FTE’s. For 2016, the Facilities Management Coordinator position was reallocated from Facility Operations to Capital Projects. Also, one FTE has been included for a Project Manager position which will be 100% recovered from capital. The FCM team provides professional services for the planning, design and management of the construction of new facilities and major building renovations town wide. For the past several years, contract positions have been hired to implement various projects, it is evident that this type of support for capital initiatives is required over the long-term forecast


In 2016, the Facilities and Construction Management program has increased by $103,600, or 3.9%. In 2015, FCM became responsible for managing all Corporate Properties, including leased properties at Trafalgar Square. This was formerly managed by Realty Services under the Legal program. The 2015 budget for both programs have been restated to account for this transition, however, the number of leased properties has declined from previous years resulting in decreased revenues. Other operational drivers include increases in repairs & maintenance, janitorial and security services as well as inflationary increases for salaries and benefits, utilities and external contracted services. The $98,400 increase in the Capital Projects section is primarily a result of the reallocation of the Facilities Management Coordinator that was formerly in Operations.

Program: Facilities & Construction Mgmt 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015 Administration 2.0 3.0 3.0 0.0Capital Projects 8.0 8.0 1.0 1.0 10.0 2.0Facility Operations 8.0 10.0 (1.0) 9.0 (1.0)

Total Facilities & Construction Mgmt 18.0 21.0 0.0 1.0 0.0 22.0 1.0



Administration 367,200 367,200 367,100 367,100 (100) (0.0%)Capital Projects 1,016,200 337,200 1,230,000 435,600 98,400 29.2%Facilities Operations 2,675,200 1,966,400 2,551,200 1,971,700 5,300 0.3%

Total 4,058,600 2,670,800 4,148,300 2,774,400 103,600 3.9%


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2011 2012 2013 2014 2015 1.5% 1.5% 1.6% 1.7% 1.8%



Why Important: Assesses the capacity of the program by examining the proportion of staff FTE’s against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Operations: Orders to Comply for FCM Managed Facilities

2011 2012 2013 2014 2015 1 Order received / 1 Order

resolved within prescribed timeline

1 Order received / 1 Order resolved within prescribed timeline

Why Important: Measures our ability to achieve compliance within prescribed time frames. The measure also indicates whether or not our managed facilities are safe and compliant. How Calculated: Tracks total orders received vs. response time to bring into compliance. Authorities include, but not limited to, Electrical Safety Authority (ESA), Technical Standards and Safety Authority (TSSA), Ministry of Environment (MOE), Ministry of Health (MOH), Ministry of Labour (MOL) 4. Operations: Total cost of operating per square foot of facility managed

2011 2012 2013 2014 2015 $4,301,668 / 882,586 s.f. =

$4.87 psf $4,560,902 / 902,442 s.f. = $5.05 psf

Why Important: Determines the total cost of providing facility operations and can be compared both to other organizations as well as year over year. Includes utilities, maintenance costs and staffing. How Calculated: Total Operating Costs divided by gross square footage managed. Does not include capital repair and replacement costs.

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Key Objectives (Initiatives) for 2016 – 2018 • Manage municipal facility development: The ten year capital forecast will be presented to Council as part of the 2016 budget and will

include new facilities, major renovations, demolitions, site remediation and capital replacements. In 2016 FCM will manage the design development of the Oakville Arena/Seniors Centre site; the demolition and site remediation of our two former school sites and the demolition of the former hospital site, among other projects. Most of these are multi-year projects and require qualified, in-house, professional project management staff for design development, construction tendering and project administration. External project management consulting firms have typically cost significantly more than in-house services. This initiative speaks to Council’s strategic goal to be accountable in everything we do.

• Manage Corporate Security: Staff resources will continue to be allocated in 2016 to develop corporate security policies, procedures and an overall strategy. FCM will deliver a Safety and Security Awareness Handbook to Council and staff that will assist in promoting safety and security awareness in the workplace. This initiative speaks to Council’s strategic goal to be the most livable town in Canada.

• Buildings asset management program: FCM will continue to utilize the buildings asset management case management system to manage

our preventative maintenance programs, performance metrics, work order case management, etc. at Town Hall, Oakville Public Library buildings, Transit buildings, Central Operations, North Operations, all leased facilities, the Church Street parking garage and the South East Depot. This initiative speaks to Council’s strategic goal to continuously improve our programs and services.

• Aging facilities and infrastructure deficit: The service impact is felt in all areas of capital replacements, repairs and maintenance, with the

most significant impact in the area of civil and architectural projects. With the full implementation of the buildings asset management work order system, staff resources are required to manage work orders and service requests (both planned and unplanned maintenance and repairs), and to plan and coordinate the capital work for the town’s portfolio of 100+ facilities. This initiative speaks to Council’s strategic goals to continuously improve our programs and services and to be the most livable town in Canada.

• Evolving expectations: Growing client expectations for project management services and oversight of capital replacement projects and

preventative maintenance programs. With the full implementation of the buildings asset management system, the Capital Projects and the Facilities Operations divisions are accountable for all state of good repairs projects (capital replacements), the development of standards and guidelines governing the construction and maintenance of town buildings and the asset management program as it relates to the management of town buildings. This initiative speaks to Council’s strategic goals to continuously improve our programs and services and to be accountable in everything we do.

• Ongoing regulatory change: New standards, guidelines and regulations have been developed by the provincial government to support the

accessibility legislation (AODA) which became law in 2005. In late 2014 Council adopted the Oakville Universal Design Standard, putting Oakville at the forefront of accessible design and construction in Ontario. FCM will continue to dedicate staff and financial resources over the next ten years to eliminate physical barriers in our existing facilities, and will conduct accessibility audits in all large Town facilities. This initiative speaks to Council’s strategic goals to have accessible programs and services and to be the most livable town in Canada.

• Growing focus on energy costs and management: Staff and financial resources are required to effectively develop the town’s energy

management program. In 2016, FCM together with the Environmental Policy department, will review the highest energy usage facilities, provide guidance, report usage to stakeholders and utilize analysis to improve energy consumption and reduce costs. This initiative speaks to Council’s strategic goals to be environmentally sustainable and to continuously improve our programs and services.

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• Performance Measurements: In 2016 Facilities and Construction Management staff will continue to develop meaningful performance

indicators that will help us to continuously improve our service. This initiative speaks to Council’s strategic goal to continuously improve our programs and services.

• Environmental Sustainability: In 2016, Facilities Operations staff will continue to work with Environmental Policy staff to expand the award

winning Town Hall recycling program to include all FCM managed facilities. This initiative speaks to Council’s strategic goals to be environmentally sustainable and to continuously improve our programs and services.

• Centralized and standardized execution and monitoring of construction projects: Staff will continue to develop Project/Portfolio Management

Office procedures, guidelines and templates to strive toward zero defects in our projects. This initiative speaks to Council’s strategic goals to continuously improve our programs and services, to provide outstanding service to our residents and businesses, to be fiscally and environmentally sustainable and to be accountable in everything we do.

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In 2016, the Facilities and Construction Management program increased by $103,600 or 3.9%. The main drivers for this change are the following: • Personnel Services and Benefits increased $147,700 which includes compensation and inflationary increases. An FTE for a permanent

Project Manager position to be fully recovered from capital has been included. • Purchased Services increased by $31,200 due to various increases in repairs & maintenance, janitorial and security services, which reflect

current resource usage. • Payments & Grants decreased by $21,500 as property taxes for leased properties fell due to less leased properties than prior year. • Internal Expenses & Transfers decreased by $66,200 as the transfer to the Working Capital Reserve fell due to less leased properties than

prior year. • External Revenues decreased by $129,300 as revenues from leased properties decline as a result of fewer leased properties than prior

year. • Internal Recovery & Fund Transfers increased by $115,400 primarily due to the recovery of salary and benefits for the Project Manager

position.



Personnel Services & Benefits 2,326,200 2,359,900 0 114,000 2,473,900 147,700 6.3%Materials & Supplies 526,800 525,800 0 0 525,800 (1,000) (0.2%)Capital Out Of Operations 2,500 2,000 0 0 2,000 (500) (20.0%)Purchased Services 850,900 882,100 0 0 882,100 31,200 3.7%Payments & Grants 90,000 68,500 0 0 68,500 (21,500) (23.9%)Internal Expenses & Transfers 262,200 196,000 0 0 196,000 (66,200) (25.2%)Total Expenses 4,058,600 4,034,300 0 114,000 4,148,300 89,700 2.2%

Revenues:External Revenues 558,800 429,500 0 0 429,500 (129,300) (23.1%)Internal Recovery & Fund Trsfs 829,000 830,400 0 114,000 944,400 115,400 13.9%Total Revenues 1,387,800 1,259,900 0 114,000 1,373,900 (13,900) (1.0%)

Tax Levy 2,670,800 2,774,400 0 0 2,774,400 103,600 3.9%

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Facilities & Construction ManagementAdministration 367,100 376,400 2.5% 386,600 2.7%Capital Projects 1,230,000 1,257,600 2.2% 1,289,900 2.6%Facilities Operations 2,551,200 2,584,000 1.3% 2,619,700 1.4%Total Facilities & Construction Management 4,148,300 4,218,000 1.7% 4,296,200 1.9%Total Gross Expenditures 4,148,300 4,218,000 1.7% 4,296,200 1.9%

Tax Levy

Facilities & Construction ManagementAdministration 367,100 376,400 2.5% 386,600 2.7%Capital Projects 435,600 449,600 3.2% 468,000 4.1%Facilities Operations 1,971,700 2,004,500 1.7% 2,040,200 1.8%Total Facilities & Construction Management 2,774,400 2,830,500 2.0% 2,894,800 2.3%Total Tax Levy 2,774,400 2,830,500 2.0% 2,894,800 2.3%

Gross Expenditures By Type Personnel Services & Benefits 2,473,900 2,533,800 2.4% 2,602,100 2.7% Materials & Supplies 525,800 535,600 1.9% 545,500 1.8% Purchased Services 882,100 882,100 0.0% 882,100 0.0% Internal Charges 1,000 1,000 0.0% 1,000 0.0% Other Expenditures 68,500 68,500 0.0% 68,500 0.0% Minor Capital & Transfer To Reserves 197,000 197,000 0.0% 197,000 0.0% Total Expenditures 4,148,300 4,218,000 1.7% 4,296,200 1.9% Revenues By Type Activity Revenue 429,500 429,500 0.0% 429,500 0.0% Internal Recoveries 794,400 808,000 1.7% 821,900 1.7% Grants 0 0 0.0% 0 0.0% Other Revenue 150,000 150,000 0.0% 150,000 0.0% Total Revenues 1,373,900 1,387,500 1.0% 1,401,400 1.0%Tax Levy 2,774,400 2,830,500 2.0% 2,894,800 2.3%

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2016 - 2018 Recommended Capital Budget Facilities and Construction Management 2016 capital projects will allow for the continued state of good repair of town facilities. Funds are budgeted for accessibility improvements to remove physical barriers at various facilities across the town and to ensure compliance with the Accessibility for Ontarians with Disabilities Act 2005 (AODA). Also in 2016, various energy management improvements will be done to town buildings; one of the actions by FCM that make up the town’s Conservation and Demand Management plan. 2017 and 2018 operating impacts savings are as a result of energy management improvements that will create savings in utility costs.

Facilities and Construction Management Classification 2016 2017 2018 2016 2017 201842101514 HVAC - Various Locations Infrastructure Renewal 1,020,100 319,800 68,000 42101523 Digital Project Documentation Infrastructure Renewal 53,000 53,000 42101601 Various Facility Accommodation Needs Infrastructure Renewal 263,000 488,300 263,000 42101602 Leased Properties - Repairs and Replacements Infrastructure Renewal 142,000 26,000 26,000 42101603 Building Structural Inspections Infrastructure Renewal 105,000 42101604 Roof Replacement - Various Locations Infrastructure Renewal 319,000 401,500 759,000 42101605 Electrical Safety Authority Inspections Infrastructure Renewal 23,000 23,000 23,000 42101606 Architectural/Structural Infrastructure Renewal 44,000 64,000 36,000 42101607 Mechanical Commission Infrastructure Renewal 68,000 68,000 68,000 42101608 Roofs - Minor Repairs Infrastructure Renewal 26,000 26,000 26,000 42101609 Asbestos Monitoring and Remediation Infrastructure Renewal 118,000 118,000 118,000 42101610 Facilities Emergency Repairs Infrastructure Renewal 105,000 105,000 105,000 42101611 Facility Repairs Infrastructure Renewal 365,600 134,000 68,000 42101612 Sitework - Various Facilities (Drives) Infrastructure Renewal 481,500 322,000 42101613 Heritage Building Maintenance and Repair Infrastructure Renewal 58,500 318,500 42101614 Accessibility Improvements Strategic Priorities 278,000 210,000 210,000 42101615 Energy Management Large Buildings Infrastructure Renewal 420,000 441,000 420,000 (57,800) (55,000) 42101616 Properties under 12,000 SF Maintenance and Repair Infrastructure Renewal 149,500 22,000 42101617 Electrical - Various Locations Infrastructure Renewal 142,500 11,000 42101701 Town Hall Major Accomodation Needs Infrastructure Renewal 189,000 682,500 42101801 Town Hall - Repairs/Replacement (Mechanical) Infrastructure Renewal 35,400 42101802 Pine Glen Indoor Soccer Facility Repairs Infrastructure Renewal 15,000

Total Facilities and Construction Management 4,181,700 3,329,100 2,933,900 (57,800) (55,000)


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Capital Facility Initiatives in Other Programs: The following are capital projects in other program areas that the Facility and Construction Management team would be involved in planning and overall management.

Facilities and Construction Management Classification 2016 2017 2018 2016 2017 201842101401 OTM Hospital Demolition 4,180,000 7,500,000 42101519 Brantwood School Demolition and Sitework 525,000 43301201 DC Growth - New Station # 8 2,000,000 4,453,000 1,619,80043301701 Station # 4 Expansion 2,000,000 43301602 Fire Station #3 3,585,000 3,685,000 43301613 Fire Station #3 - Demolition 500,000 1,650,000 46311301 Oakville Arena Rehabilitation and Seniors Centre 25,000 8,350,000 21,000,000 237,50046601801 South Central Community Centre 250,00047101802 Oakville Centre Lobby Expansion 1,200,000

Total Facilities and Construction Management 8,815,000 25,185,000 26,903,000 1,857,300


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Emergency Services

Program: Emergency Services


2016 – 2018

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Emergency Services

Program: Emergency Services Vision Statement: To minimize or eliminate injuries, loss of life and property from natural, technological or human-caused events.

Mission Statement: To provide emergency response through a range of services to protect the lives, property and environment of the inhabitants of Oakville from the adverse effects of fires, sudden medical and non-medical emergencies including but not limited to exposure to dangerous conditions brought on by natural, technological or human caused events.

Program Description The Emergency Services; prevent fires, educates the public with regards to fire related risks, enforces fire safety standards, suppresses fires, and prepares and manages all emergencies throughout the town. These services are provided to the town’s residents, business community and adjoining communities through various agreements; and fulfils the statutory duties of the Fire Chief. The Emergency Services program is provided by the Oakville Fire Department and TOWARF (Town of Oakville Water and Air Rescue Force). The services provided by the Town of Oakville Fire Department are based on statutory requirements outlined in the Fire Protection and Prevention Act as well as the Emergency Management and Civil Protection Act. The Fire Chief and Deputy Fire Chiefs ensure the quality services are provided in accordance with the Establishing and Regulating Bylaw through standard operating guidelines in a manner aligned with Council approved policies and procedures. The Town of Oakville Water and Air Rescue Force (TOWARF), as a volunteer based Auxiliary Unit of the Canadian Coast Guard, provides marine patrol and search and rescue services along the town’s waterfront and to approximately 10 miles from shore, during the boating season (May 1 to October 31 of each year).

Program Services The Oakville Fire Department provides services through the following programs: • Administration – provide central administrative support, coordination and supervision to the entire fire department. • Suppression – deliver emergency response services based on hazards and the needs of the community. • Fire Prevention – deliver Fire Protection and Prevention Act mandated programs. • Training – create monthly training syllabuses; deliver programs based on legislated requirements, Office of the Fire Marshal and Emergency

Management directives, National Fire Protection Association standards and current best practices • Emergency Management – ensure an adequate level of municipal preparedness and response to large scale emergencies.

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Emergency Services

• Communications – support the delivery of dispatch and communication services for response crews, through a partnership with the Burlington Fire Department.

• TOWARF – provide marine patrol services along Oakville’s waterfront as an auxiliary unit of the Canadian Coast Guard through a 90 volunteer member force.

Staffing Overview

The total 2016 staff complement for Emergency Services is 226 FTE’s. No changes were made this year.

Program: Emergency Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015 Administration 7.0 7.0 7.0 0.0Emergency Planning 0.0 0.0 0.0 0.0Training 6.0 6.0 6.0 0.0Fire Prevention 9.0 9.0 9.0 0.0Suppression 204.0 204.0 204.0 0.0Communications 0.0 0.0 0.0 0.0TOWARF 0.0 0.0 0.0 0.0

Total Emergency Services 226.0 226.0 0.0 0.0 0.0 226.0 0.0

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Emergency Services


Overall, the Emergency Services program increased $1,009,700 or 3.0% primarily driven by personnel costs. OPFFA anticipated contractual agreements as well as inflationary increases for other groups and benefits have been included. As well, the Emergency Management Analyst contract position was extended in order to complete training and implement a corporate Incident Management System (IMS). The Fire Master Plan was completely rewritten in 2015 to include expected growth through both new development and urban intensification over the next 10 years. Results of this review will assist in determining recommended service enhancements to address the increased needs in North Oakville. As well as, to develop a 5 – 10 year strategic, sustainable plan with clear direction respecting future needs, maintenance of existing facilities, staff levels, equipment, and services. The 8.1 % reduction in Administration was due to the retirement of a staff person on accommodation. All other controllable operational costs have been contained at current levels. No new services or enhancements are planned for 2016.



Administration 1,437,400 1,437,400 1,320,900 1,320,900 (116,500) (8.1%)Emergency Planning 25,400 25,400 26,100 26,100 700 2.8%Training 1,040,400 1,025,400 1,075,100 1,062,100 36,700 3.6%Fire Prevention 1,327,300 1,295,800 1,336,200 1,302,700 6,900 0.5%Suppression 28,984,100 28,713,600 30,035,500 29,785,000 1,071,400 3.7%Communications 952,200 952,200 962,700 962,700 10,500 1.1%TOWARF 32,500 0 32,500 0 0 0.0%

Total 33,799,300 33,449,800 34,789,000 34,459,500 1,009,700 3.0%


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2011 2012 2013 2014 2015 15.4% 15.2% 15.2% 15.7% 15.6%


2011 2012 2013 2014 2015 14.3% 14.0% 13.8% 14.7% 14.5%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of responses crew travel time is 240 seconds or less

2011 2012 2013 2014 2015 57% 77% 80% 76% 74.9%

Why Important: The average time fire crews leave the station until they arrive on location How Calculated: Information is provided through the Computer Aided Dispatch system from Burlington Dispatch 4. Number of fire related injuries per 100,000 population

2011 2012 2013 2014 2015 2.19 4.35 4.86 2.14 TBD

Why Important: Reflects characteristics such as density, code enforcement, smoke detector use, fire prevention and education How Calculated: Total number of injuries x 100,000 / official population

5. Number of firefighters per 100,000 population (ISO 37120 core indicator)

2011 2012 2013 2014 2015 104 102 102 109 108

Why Important: National Fire Protection Association (NFPA) states median staffing rate in Canada is roughly 100 firefighters per 100,000 population. How Calculated: Total number of firefighters x 100,000 / official population

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Key Objectives (Initiatives) for 2016 - 2018 The following initiatives will be undertaken by Emergency Services over 2016 – 2018 and help meet the council’s goals of being fiscally sustainable and to continuously improve our programs and services: • Implement the Fire Master Plan to address growth in North Oakville and the proposed intensification of development within selected areas of

South Oakville. The plan provides comprehensive recommendations with respect to future needs, maintenance of existing facilities, optimizing staff levels, equipment, and services.

• Design and build Fire Station 8 near the corner of Bronte and Dundas roads. Occupancy is expected in 2018. This will assist in reducing response times for north Oakville.

• Expand Fire Station 4 to provide a depth of response and to replace the building at the end of its life cycle. Design and build beginning in 2018.

• Implement a mobile data terminal in all response vehicles to improve response capabilities and the on-scene effectiveness of the emergency response crews.

• Implement an internal records management system that’s able to integrate with other corporate data bases to ensure the most up-to-date information is available to emergency responders prior to arrival on-scene.

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In 2016 the net Emergency Services program is increasing by 3.0% or $1,009,700. The main drivers for this increase are due to the following: • Personnel costs have increased by $667,900 primarily due to contractual increases to salaries and benefits and position movements

through the pay bands. Adjustments have been made where retirements have been replaced with new hires. • Materials & Supplies have decreased by $23,600 primarily due to a decrease in average fuel prices based on historical trends. • Capital out Of Operations has increased by $1,000 for computer hardware which was reallocated from Materials & Supplies. • Purchased Services has increased $14,700 due to inflationary increases for the Suppression dispatch system and uniforms as well as

increases for professional development and training. Increases were partially mitigated with $15,000 savings in contracted vehicle maintenance and a $7,000 reduction to insurance premiums.

• Internal Expenses and Transfers have increased $329,700 primarily due to a $140,700 capital impact for a transfer to fire equipment reserve to ensure sufficient funding in the reserve for future equipment replacements. Additionally, internal charges for fleet have increased to reflect recent 3 year trends which are partially offset with savings in contracted vehicle maintenance costs.

• Revenues have decreased $20,000 to reflect a declining trend of vehicle accident revenue.



Personnel Services & Benefits 29,692,500 30,360,400 0 0 30,360,400 667,900 2.2%Materials & Supplies 699,800 676,200 0 0 676,200 (23,600) (3.4%)Capital Out Of Operations 0 1,000 0 0 1,000 1,000 0.0%Purchased Services 1,711,000 1,725,700 0 0 1,725,700 14,700 0.9%Payments & Grants 34,500 34,500 0 0 34,500 0 0.0%Internal Expenses & Transfers 1,661,500 1,850,500 140,700 0 1,991,200 329,700 19.8%Total Expenses 33,799,300 34,648,300 140,700 0 34,789,000 989,700 2.9%

Revenues:External Revenues 317,000 297,000 0 0 297,000 (20,000) (6.3%)Internal Recovery & Fund Trsfs 32,500 32,500 0 0 32,500 0 0.0%Total Revenues 349,500 329,500 0 0 329,500 (20,000) (5.7%)

Tax Levy 33,449,800 34,318,800 140,700 0 34,459,500 1,009,700 3.0%

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Emergency ServicesAdministration 1,320,900 1,349,900 2.2% 1,386,300 2.7%Emergency Planning 26,100 26,100 0.0% 26,100 0.0%Training 1,075,100 1,096,900 2.0% 1,122,500 2.3%Fire Prevention 1,336,200 1,368,700 2.4% 1,405,000 2.7%Suppression 30,035,500 30,817,100 2.6% 33,362,200 8.3%Communications 962,700 962,700 0.0% 962,700 0.0%Towarf 32,500 32,500 0.0% 32,500 0.0%Total Gross Expenditures 34,789,000 35,653,900 2.5% 38,297,300 7.4%

Tax Levy

Emergency ServicesAdministration 1,320,900 1,349,900 2.2% 1,386,300 2.7%Emergency Planning 26,100 26,100 0.0% 26,100 0.0%Training 1,062,100 1,083,900 2.1% 1,109,500 2.4%Fire Prevention 1,302,700 1,335,200 2.5% 1,371,500 2.7%Suppression 29,785,000 30,566,600 2.6% 33,111,700 8.3%Communications 962,700 962,700 0.0% 962,700 0.0%Towarf 0 0 0.0% 0 0.0%Total Tax Levy 34,459,500 35,324,400 2.5% 37,967,800 7.5%

Gross Expenditures By Type Personnel Services & Benefits 30,360,400 31,136,700 2.6% 33,481,700 7.5% Materials & Supplies 676,200 682,300 0.9% 703,700 3.1% Purchased Services 1,725,700 1,725,700 0.0% 1,897,300 9.9% Internal Charges 418,400 500,900 19.7% 569,600 13.7% Other Expenditures 34,500 34,500 0.0% 34,500 0.0% Minor Capital & Transfer To Reserves 1,573,800 1,573,800 0.0% 1,610,500 2.3% Total Expenditures 34,789,000 35,653,900 2.5% 38,297,300 7.4% Revenues By Type Activity Revenue 297,000 297,000 0.0% 297,000 0.0% Internal Recoveries 32,500 32,500 0.0% 32,500 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 329,500 329,500 0.0% 329,500 0.0%Tax Levy 34,459,500 35,324,400 2.5% 37,967,800 7.5%

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2016 - 2018 Recommended Capital Budget The 2016 capital budget for Emergency Services will provide funds to ensure that the Fire station infrastructure, vehicles and equipment are maintained to a state of good repair. In 2016, work will begin to relocate Fire Station 3 to the Trafalgar Park site near Oakville Arena. Also, a fully equipped pumper tanker will be ordered to be in service for the opening of Fire Station 8 in 2018.

Operating impacts associated with the opening of Fire Station 8 in the fall of 2018 include 16 new Fire Fighters and 4 new Captains, uniforms and protective clothing, utilities and insurance. There will also be costs for fuel and an increased transfer to the equipment replacement reserve related to the pumper tanker.

Emergency Services Classification 2016 2017 2018 2016 2017 201843301201 DC Growth - New Station # 8 Growth 2,000,000 4,453,000 1,619,80043301601 Fire Station Facility Maintenance Infrastructure Renewal 45,000 38,000 43301602 Fire Station #3 Strategic Priorities 3,585,000 3,685,000 43301603 SCBA Equipment Testing and Replacement Infrastructure Renewal 30,000 43301604 Station #8 - Equipment & Vehicle Growth 846,400 41,700 43301605 Furniture and Equipment Replacement Infrastructure Renewal 27,500 10,000 10,000 43301606 Fire Vehicle and Equipment Replacement Infrastructure Renewal 128,000 961,800 1,110,800 43301607 Portable Radio Equipment Infrastructure Renewal 25,000 25,000 25,000 43301608 Specialized Equipment - New Infrastructure Renewal 25,000 25,000 25,000 43301609 Fire Dispatch Centre Equipment Replacement Infrastructure Renewal 50,000 50,000 50,000 43301610 Protective Clothing Replacement Infrastructure Renewal 101,000 101,000 101,000 43301611 Fire Training Facility Infrastructure Renewal 151,000 181,000 181,000 43301612 Specialized Equipment Replacement Infrastructure Renewal 151,000 151,000 151,000 43301613 Fire Station #3 - Demolition Strategic Priorities 500,000 1,650,000 43301701 Station # 4 Expansion Growth 2,000,000

Total Emergency Services 5,664,900 10,839,800 6,144,800 1,661,500


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Service: Administration Mission To provide centralized supervision, leadership and management as well as, coordinated administrative support for the entire fire department. Major Responsibilities • Provide the strategic direction to the emergency services program by implementing best practices and Council direction to ensure efficient

and effective delivery of services. • Ensure compliance with all applicable legislation and administer operating and capital budgets.

Strategic Priorities (Initiatives) • Update and improve the fire station infrastructure to improve the livable environment for on-duty staff. • Develop strategies to actualize the recommendations as outlined in the Fire Master Plan. • Optimize the levels of service through a service review detailed in the Fire Master Plan

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2016 Key Budget Drivers • Personnel Services & Benefits have decreased by $112,000 due to a retirement of an accommodation position which will not be replaced.

Savings are partially reduced with inflationary increases for wages and benefits. • Materials & Supplies have decreased $700 due to reallocations of $1,000 to Minor Capital & Transfers to Reserves for computer hardware. • Purchased Services have decreased $4,800 primarily due to a reduction in insurance premiums.

2017 - 2018 Budget Forecast Highlights • Budgets reflect inflationary increases only.

2015 2016 2016 2016 2016 $ % 2017 2018Restated Base Capital Service Requested Change Change Forecast Forecast

Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,328,400 1,216,400 0 0 1,216,400 (112,000) (8.4%) 1,245,400 1,278,000 Materials & Supplies 10,600 9,900 0 0 9,900 (700) (6.6%) 9,900 9,900 Purchased Services 98,400 93,600 0 0 93,600 (4,800) (4.9%) 93,600 97,400 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 1,000 0 0 1,000 1,000 0.0% 1,000 1,000 Total Expenses 1,437,400 1,320,900 0 0 1,320,900 (116,500) (8.1%) 1,349,900 1,386,300 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 0 0 0 0 0 0.0% 0 0Tax Levy 1,437,400 1,320,900 0 0 1,320,900 (116,500) (8.1%) 1,349,900 1,386,300 Tax Levy By Activity

Administration 1,437,400 1,320,900 0 0 1,320,900 (116,500) (8.1%) 1,349,900 1,386,300Tax Levy 1,437,400 1,320,900 0 0 1,320,900 (116,500) (8.1%) 1,349,900 1,386,300

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Service: Emergency Planning Mission To ensure all departments within the Town of Oakville are trained and prepared to manage large scale emergencies. Major Responsibilities • Ensure the Town of Oakville is compliant with the Emergency Management and Civil Protection Act. • Prepare, train and effectively respond should an emergency occur.

Strategic Priorities (Initiatives) • Implement a provincial Incident Management System within the Town of Oakville Emergency Operations Centre to enhance the

response/recovery capabilities. • Conduct training and exercises to ensure the newly developed Incident Management System can be effectively implemented during an

emergency event. • Establish and full equip a backup Emergency Operations Center at QEPCCC to relocate from the Region Headquarters building.

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2016 Key Budget Drivers • Minor changes for inflationary purposes only.

2017 - 2018 Budget Forecast Highlights • No changes anticipated.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 0 0 0 0 0 0 0.0% 0 0 Materials & Supplies 4,000 4,100 0 0 4,100 100 2.5% 4,100 4,100 Purchased Services 21,400 22,000 0 0 22,000 600 2.8% 22,000 22,000 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 25,400 26,100 0 0 26,100 700 2.8% 26,100 26,100 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 0 0 0 0 0 0.0% 0 0Tax Levy 25,400 26,100 0 0 26,100 700 2.8% 26,100 26,100 Tax Levy By Activity

Emergency Planning 25,400 26,100 0 0 26,100 700 2.8% 26,100 26,100Tax Levy 25,400 26,100 0 0 26,100 700 2.8% 26,100 26,100

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Service: Training Mission To ensure all fire department response personnel are trained to safely and effectively manage all emergencies. Major Responsibilities • Ensure that training programs are developed based on current service delivery requirements. • Ensure that training is delivered safely and efficiently.

Strategic Priorities (Initiatives) • Develop leading edge programs to ensure Oakville’s fire fighters have the skills necessary to deliver the services identified in the Fire Master

Plan. • Research innovative ways to improve the efficiency and effectiveness of emergency service delivery. • Implement new National Fire Protection Association (NFPA) Fire Officer Qualification training.

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2016 Key Budget Drivers • Personnel Services & Benefits have been increased $22,700 to reflect wage and benefit assumptions. • Materials & Supplies increased $1,600 for inflationary adjustments to utilities and training supplies. • Purchased Services have increased $6,300 primarily due to staff training and membership costs. • Internal Charges have increased $4,100 to incorporate usage of fleet services. • Activity Revenue has decreased $2,000 to reflect trends.


2015 2016 2016 2016 2016 $ % 2017 2018Restated Base Capital Servie Requested Change Change Forecast Forecast

Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 799,300 822,000 0 0 822,000 22,700 2.8% 843,100 866,500 Materials & Supplies 81,300 82,900 0 0 82,900 1,600 2.0% 83,600 84,300 Purchased Services 121,700 128,000 0 0 128,000 6,300 5.2% 128,000 129,500 Internal Charges 0 4,100 0 0 4,100 4,100 0.0% 4,100 4,100 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 38,100 38,100 0 0 38,100 0 0.0% 38,100 38,100 Total Expenses 1,040,400 1,075,100 0 0 1,075,100 34,700 3.3% 1,096,900 1,122,500 Revenues: Activity Revenue 15,000 13,000 0 0 13,000 (2,000) (13.3%) 13,000 13,000 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 15,000 13,000 0 0 13,000 (2,000) (13.3%) 13,000 13,000Tax Levy 1,025,400 1,062,100 0 0 1,062,100 36,700 3.6% 1,083,900 1,109,500 Tax Levy By Activity

Training 1,025,400 1,062,100 0 0 1,062,100 36,700 3.6% 1,083,900 1,109,500Tax Levy 1,025,400 1,062,100 0 0 1,062,100 36,700 3.6% 1,083,900 1,109,500

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Service: Fire Prevention Mission To reduce the risk of injury, loss of life and property from fire through public education, fire prevention programs and code enforcement in the Town of Oakville. Major Responsibilities • Provide building stock and complaint requested inspections to ensure compliance with fire code requirements. • Provide public education to increase public awareness of fire and life safety principles and practices.

Strategic Priorities (Initiatives) • Implement mobile inspection technology which will allow Fire Inspectors to update information on site and complete documents in the field. • Update the Municipal Fire Protection Information Survey to ensure service levels are appropriate and in compliance with the Fire Protection

and Prevention Act. • Identify and target specific areas for delivery of public fire safety education

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $8,500 to reflect wage and benefit assumptions. • Purchased Services increased $400 for special event supplies. • Activity Revenue has increased $2,000 to reflect trends for By-Law Fines Part III



Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,282,700 1,291,200 0 0 1,291,200 8,500 0.7% 1,323,700 1,360,000 Materials & Supplies 37,700 38,100 0 0 38,100 400 1.1% 38,100 38,100 Purchased Services 6,900 6,900 0 0 6,900 0 0.0% 6,900 6,900 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 1,327,300 1,336,200 0 0 1,336,200 8,900 0.7% 1,368,700 1,405,000 Revenues: Activity Revenue 31,500 33,500 0 0 33,500 2,000 6.3% 33,500 33,500 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 31,500 33,500 0 0 33,500 2,000 6.3% 33,500 33,500Tax Levy 1,295,800 1,302,700 0 0 1,302,700 6,900 0.5% 1,335,200 1,371,500 Tax Levy By Activity

Fire Prevention 1,295,800 1,302,700 0 0 1,302,700 6,900 0.5% 1,335,200 1,371,500Tax Levy 1,295,800 1,302,700 0 0 1,302,700 6,900 0.5% 1,335,200 1,371,500

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Service: Suppression Mission To quickly and effectively respond to natural or human made incidents in order to prevent loss of life and mitigate injury and property damage within the Town of Oakville. Major Responsibilities • Provide efficient and effective response to a wide range of emergency events. • Limit the impact of emergency events on citizens of Oakville and their property.

Strategic Priorities (Initiatives) • Improve on scene arrival times for an effective response team at an emergency event. • Utilize state of the art equipment and technology to minimize property damage resulting from emergency events. • Implement an in-house Records Management System

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2016 Key Budget Drivers • Personnel Services & Benefits has increased $748,700 primarily due to wage and benefit assumptions and staff progression through pay

bands, which has been partially mitigated with the scheduled retirement of several personnel. • Materials & Supplies have decreased $25,000 to reflect 5 year trends in actuals and reduced fuel prices based on revised cost per litre. • Internal charges have increased $134,900 to reflect historical trends on the usage of fleet services. • Minor Capital & Transfer to Reserves has increased $190,700 due to an increase in the transfer to the Fire Vehicle and Equipment reserve

to ensure the reserve has a sufficient balance to replace equipment in future years. • Revenues have reduced $20,000 to reflect the declining vehicle accidents revenue source.

2017 - 2018 Budget Forecast Highlights • 2017 reflects inflationary increases only. • 2018 budget includes partial year impacts associated with the opening of Station #8 in the fall of 2018, as well as increase transfer to the

Fire Vehicle and Equipment reserve as a result of the additional pumper purchased.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 26,282,100 27,030,800 0 0 27,030,800 748,700 2.8% 27,724,500 29,977,200 Materials & Supplies 566,200 541,200 0 0 541,200 (25,000) (4.4%) 546,600 567,300 Purchased Services 510,400 512,500 0 0 512,500 2,100 0.4% 512,500 678,800 Internal Charges 279,400 414,300 0 0 414,300 134,900 48.3% 496,800 565,500 Other Expenditures 2,000 2,000 0 0 2,000 0 0.0% 2,000 2,000 Minor Capital & Transfer To Reserves 1,344,000 1,394,000 140,700 0 1,534,700 190,700 14.2% 1,534,700 1,571,400 Total Expenses 28,984,100 29,894,800 140,700 0 30,035,500 1,051,400 3.6% 30,817,100 33,362,200 Revenues: Activity Revenue 270,500 250,500 0 0 250,500 (20,000) (7.4%) 250,500 250,500 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 270,500 250,500 0 0 250,500 (20,000) (7.4%) 250,500 250,500Tax Levy 28,713,600 29,644,300 140,700 0 29,785,000 1,071,400 3.7% 30,566,600 33,111,700 Tax Levy By Activity

Suppression 28,713,600 29,644,300 140,700 0 29,785,000 1,071,400 3.7% 30,566,600 33,111,700Tax Levy 28,713,600 29,644,300 140,700 0 29,785,000 1,071,400 3.7% 30,566,600 33,111,700

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Service: Communications Mission Through a joint partnership with the Burlington Fire Department, the Appleby Dispatch Centre provides dispatch services for the Oakville Fire Department. The division provides support for the delivery of dispatch and communication services. Major Responsibilities • Effectively dispatch emergency response teams in accordance with applicable standards. • Provide management and technical support for the communication infrastructure used by the Oakville Fire Department.

Strategic Priorities (Initiatives) • Ensure the maximum efficiency of the voice communication component of the new regional radio communication network and manage the

implementation of the mobile data system rollout. • Maximize the accuracy and the effectiveness of the newly acquired computer aided dispatch and records management systems.

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2016 Key Budget Drivers • Purchased Services have increased by inflation for the communication dispatch system cost shared with Burlington Fire Department.

2017 - 2018 Budget Forecast Highlights • No change in budgets.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 0 0 0 0 0 0 0.0% 0 0 Materials & Supplies 0 0 0 0 0 0 0.0% 0 0 Purchased Services 952,200 962,700 0 0 962,700 10,500 1.1% 962,700 962,700 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 952,200 962,700 0 0 962,700 10,500 1.1% 962,700 962,700 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 0 0 0 0 0 0.0% 0 0Tax Levy 952,200 962,700 0 0 962,700 10,500 1.1% 962,700 962,700 Tax Levy By Activity

Communications 952,200 962,700 0 0 962,700 10,500 1.1% 962,700 962,700Tax Levy 952,200 962,700 0 0 962,700 10,500 1.1% 962,700 962,700

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Service: TOWARF Mission Through a grant from the Town of Oakville, TOWARF, as a volunteer based Auxiliary Unit of the Canadian Coast Guard, provides marine patrol and search and rescue services along the town’s waterfront and to approximately 10 miles from shore. Major Responsibilities • Patrol and respond to water related assistance calls from boaters. • Respond to marine search and rescue services calls at the direction of the Canadian Coast Guard and assist other agencies where

requested. Strategic Priorities (Initiatives) • The TOWARF executive group has examined the business plan, with a look toward specific areas for improvement. It was identified that an

improved Public Relations (PR) campaign was a required area for overhaul. Minor changes were made to the method for delivering Pleasure Craft Courtesy Checks (PCCC). Additionally TOWARF had participated in a larger number of community outreach meetings and held a number of community open house events. Feedback from these events further confirmed suspicions that PR was truly an area needing improvement. Further improvements will require diverting funds from operations which would result in a reduction in hours of vessel service. This was deemed an unacceptable loss.

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2016 – 2018 Operating Budget Summary

2016 Key Budget Drivers • No year over year increase.

2017 - 2018 Operating Budget Forecast • No year over year increase.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 0 0 0 0 0 0 0.0% 0 0 Materials & Supplies 0 0 0 0 0 0 0.0% 0 0 Purchased Services 0 0 0 0 0 0 0.0% 0 0 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 32,500 32,500 0 0 32,500 0 0.0% 32,500 32,500 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 32,500 32,500 0 0 32,500 0 0.0% 32,500 32,500 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 32,500 32,500 0 0 32,500 0 0.0% 32,500 32,500 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 32,500 32,500 0 0 32,500 0 0.0% 32,500 32,500Tax Levy 0 0 0 0 0 0 0.0% 0 0 Tax Levy By Activity

TOWARF 0 0 0 0 0 0 0.0% 0 0Tax Levy 0 0 0 0 0 0 0.0% 0 0

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Program: Recreation Services


2016 - 2018

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Program: Recreation Services Vision Statement: All residents of Oakville are engaged in meaningful, diverse and accessible recreation and cultural experiences that foster Individual, family and community wellbeing. Mission Statement: To support the development of a healthy, vibrant and livable community by:

• Providing quality programs and services • Enhancing community capacity • Increasing access to programs and services

Program Description The Recreation program is responsible for the effective delivery of recreation services, including direct program delivery, the provision of facilities and community support. In addition, it provides internal departmental and corporate support. Specifically, recreation is provided through services such as administration, recreation programs and operations and support services. This requires an excellent understanding of the community, its demographics and the changing needs of the residents as well as expertise necessary for the development and delivery of safe, appropriate, high quality and professional services. To support the development and delivery of these services, recreation services establishes strategic plans and business plans that are aligned with Council’s strategic plan for all services. It develops and recommends supporting policies, establishes and implements effective systems and procedures and markets all services. In providing recreation services, the Recreation program develops and implements plans for facility provision and maintenance in accordance with approved strategic and master plan goals, legislated safety requirements, industry best practices and established high departmental standards to ensure a quality experience for our patrons.

Program Services The Recreation Services Program provides activities through the following services: • Administration • Recreation Programs and Operations • Support

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Staffing Overview

The staff complement for Recreation has increased by 4.2 FTE’s as a result of the following:

• A full time position at QEPCCC for the additional Recreation Coordinator added as a capital impact in operating for Seniors Services. • The popular ORHL and hockey skills program required expansion to accommodate demand. As a result the equivalent of 1.0 FTE in PT

hours were converted to FT, and the additional cost being mitigated with revenues. • An adjustment of 0.1 part-time hours for on-site event support to town-delivered events and initiatives in 2016. • 1.3 part-time FTEs for QEPCCC specialty camps. • 0.9 part-time FTEs for Camp Play leaders for summer programs and to run additional week of Hockey camp at 16 Mile CC. • 1.0 part-time FTEs to operate Joshua Creek concessions, which has been offset by revenues.

Program: Recreation Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Administration 0.6 0.6 0.6 0.0Recreation Programs and Operations 263.1 265.1 1.0 3.2 269.3 4.2Support 13.6 15.4 15.4 0.0

Total Recreation Services 277.3 281.1 1.0 3.2 0.0 285.3 4.2

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Overall, the Recreation program budget has increased $363,100 or 3.0%. Personnel costs are one of the larger drivers which have increased by $531,600. Included are inflationary increases and contractual adjustments to salaries, wages and benefits. In addition, 1.0 FTE is included for QEPCCC Seniors program as an impact from capital impacts; and due to the popularity of the ORHL programs 16 Mile is adding a Recreation Assistant to support programs which is offset with a reduction to part-time hours. The phasing-in of the transfer to the Building Maintenance reserve for QEPCCC has added an additional $140,800. External revenues have been increased by $448,500 for program registration fees, studio and room rentals, school permit rental fees and membership fees based on current trends.


Services/Activities: Budget Budget Budget Budget 2016 vs 2015 2016 vs 2015 (%)Administration

Administration 409,200 409,200 413,900 413,900 4,700 1.1%Total Administration 409,200 409,200 413,900 413,900 4,700 1.1%Recreation Programs & Operations

Childrens Program 1,410,200 194,700 1,541,600 152,500 (42,200) (21.7%)Adult Programs 23,300 (1,700) 24,100 (3,000) (1,300) 76.5%Aquatic Programs 3,954,400 1,184,800 4,040,500 1,279,600 94,800 8.0%Youth Centre/Programs 537,500 518,900 583,800 564,300 45,400 8.7%Seniors Program 808,200 486,600 888,800 556,500 69,900 14.4%Fitness Programs/Memberships 3,409,700 359,700 3,613,000 436,100 76,400 21.2%Arenas - Stand Alone 7,386,200 3,136,700 7,512,100 3,145,400 8,700 0.3%Community Centres 8,155,500 3,336,000 8,463,600 3,379,200 43,200 1.3%Seniors Centres 173,000 85,200 175,000 87,000 1,800 2.1%Pools - Stand Alone 487,400 487,400 463,900 463,900 (23,500) (4.8%)

Total Recreation Programs & Operations 26,345,400 9,788,300 27,306,400 10,061,500 273,200 2.8%Support Services

Community Development/Special Events 348,300 194,400 398,700 238,800 44,400 22.8%Registration and Booking 1,829,200 1,212,200 1,876,500 1,206,500 (5,700) (0.5%)Program Subsideis & Grants 132,700 130,700 164,200 162,200 31,500 24.1%Marketing & Promotions 364,200 188,200 379,200 203,200 15,000 8.0%

Total Support Services 2,674,400 1,725,500 2,818,600 1,810,700 85,200 4.9%Total Recreation Services 29,429,000 11,923,000 30,538,900 12,286,100 363,100 3.0%


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2011 2012 2013 2014 2015 11.2% 11.6% 11.6% 11.4% 11.5%

Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges). 2. Percentage of total FTEs

2011 2012 2013 2014 2015 17.0% 18.0% 18.2% 18.0% 18.0%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time. 3. Square meters of recreation facilities per 1000 population (ISO 37120 supporting indicator)

2011 2012 2013 2014 2015 379 413 410 405 405

Why Important: Demonstrates availability of indoor recreational facilities to residents How Calculated: Facility inventory size taken from building floor plans. 4. Program capacity rates (registered programs)

2011 2012 2013 2014 2015 78% 72% 74% 75% 76% YTD

Why Important: Determines efficiency, relevance and utilization of program planning efforts of staff. How Calculated: Utilizes program enrollment data – Qlikview. 5. Participant hours for recreation programs per capita

2011 2012 2013 2014 2015 17 20 20 18 19

Why Important: Captures the activity level of facility and program users. How Calculated: Utilizes program enrollment and course durations. For facility rentals, average hourly participation rates are assigned based on sport assumption. For memberships, assumes 60 minute participation – Qlikview.

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6. Percentage of citizens satisfied with recreation programs and services 2011 2012 2013 2014 2015 n/a n/a 85% 86% 87% YTD

Why Important: Program surveys capture customer experience scores about the program, the instructor, the facility and the registration experience. How Calculated: Utilizes customer feedback system survey results - SharePoint Key Objectives (Initiatives) for 2016 – 2018 • Implement departmental strategic plan in support of Council’s strategic plan and corporate priorities. • Realign and streamline the departmental organizational structure to better support departmental priorities and address gaps and deficiencies • Continue to develop collaborative relationships and partnerships with key community groups/organizations such as sport groups and the

YMCA. • Continue to explore unique partnerships in program delivery. • Complete an Older Adult (Seniors Service) Strategy. • Develop Age Friendly Plan. • Launch the new Glen Abbey Youth Centre and explore the creation of an additional youth centre in north Oakville by 2018. • Continue implementation of Fitness Centre Review. • Utilizing the Integrated Project Delivery model, initiate the design phase for the combined Oakville Arena / Seniors’ Centre redevelopment

project. • Commence South Central Community Centre and North Park feasibility study (2018). • Complete and implement recommendations from the Aquatic Services Review. • Commence implementation of the Event Strategy. • Continue facility upgrades and repairs. • Continue implementation of decision support and analytic tools. • Continue expansion of e-business solutions to improve access to programs and services. • Ongoing implementation of Parks, Recreation Libraries, Facilities Master Plan recommendations. • Prepare Parks, Recreation and Library Master Plan update. • Commence Outdoor Pool Strategy

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In 2016, Recreation Services incurred an increase of $363,100 or 3.0%. The main drivers for this increase are: • Personnel Services and Benefits have increased by $531,600, due to contractual and inflationary adjustments to wages and benefits. In

addition 1.0 FTE has been included for QEPCCC Seniors Program as part of the capital impact in operating and with the current program requirements 1.0 FTE has been converted from PT at 16 Mile CC to support the ORHL hockey league which is offset by revenue. In addition, part-time hours have been added to provide support for summer camps and specialty camps at QEPCCC.

• Materials and Supplies have increased by $44,800 largely due to increases anticipated for heat and hydro. • Capital out of Operations is increasing by $5,200 for office equipment and furniture. • Purchased Services has increased by $105,000 as a result in adjustments for instructor and performer fees to provide necessary supplies;

repairs and maintenance; and the additional rental cost for the youth centre relocated from Cross Avenue to Glen Abbey. • Payments and Grants has increased by $36,000 mostly for increases expected within municipal grants and bank charges. • Internal Expenses and Transfer have increased by $387,300 for the capital impact to phase in QEPCCC transfer to the Building

Maintenance reserve fund which was increased by $140,800. Adjustments have also been included for internal arena charges and internal facility charges.

• External Revenue was increased by $448,500 as a result of increases to registration fees based on current usage, membership passes and school permit rental fees.

• Internal Recovery and Funds Transfer have increased by $298,300 for planned usage by internal clients of arenas and facility.



Personnel Services & Benefits 15,984,300 16,338,700 77,000 100,200 16,515,900 531,600 3.3%Materials & Supplies 4,115,400 4,120,900 3,300 36,000 4,160,200 44,800 1.1%Capital Out Of Operations 13,700 18,900 0 0 18,900 5,200 38.0%Purchased Services 3,219,400 3,295,000 29,400 0 3,324,400 105,000 3.3%Payments & Grants 403,400 439,400 0 0 439,400 36,000 8.9%Internal Expenses & Transfers 5,692,800 5,939,300 140,800 0 6,080,100 387,300 6.8%Total Expenses 29,429,000 30,152,200 250,500 136,200 30,538,900 1,109,900 3.8%

Revenues:External Revenues 13,838,200 14,206,700 0 80,000 14,286,700 448,500 3.2%Internal Recovery & Fund Trsfs 3,667,800 3,966,100 0 0 3,966,100 298,300 8.1%Total Revenues 17,506,000 18,172,800 0 80,000 18,252,800 746,800 4.3%

Tax Levy 11,923,000 11,979,400 250,500 56,200 12,286,100 363,100 3.0%

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Recreation ServicesAdministration 413,900 429,400 3.7% 442,400 3.0%Recreation Programs And Operations 27,306,400 27,654,000 1.3% 28,566,700 3.3%Support Services 2,818,600 2,841,400 0.8% 2,885,600 1.6%Total Gross Expenditures 30,538,900 30,924,800 1.3% 31,894,700 3.1%

Tax Levy

Recreation ServicesAdministration 413,900 429,400 3.7% 442,400 3.0%Recreation Programs And Operations 10,061,500 10,469,400 4.1% 11,222,800 7.2%Support Services 1,810,700 1,833,500 1.3% 1,877,700 2.4%Total Tax Levy 12,286,100 12,732,300 3.6% 13,542,900 6.4%

Gross Expenditures By Type Personnel Services & Benefits 16,515,900 16,940,700 2.6% 17,580,100 3.8% Materials & Supplies 4,160,200 4,131,500 (0.7%) 4,283,200 3.7% Purchased Services 3,325,200 3,294,600 (0.9%) 3,435,000 4.3% Internal Charges 3,407,700 3,409,100 0.0% 3,440,500 0.9% Other Expenditures 438,600 453,600 3.4% 458,600 1.1% Minor Capital & Transfer To Reserves 2,691,300 2,695,300 0.1% 2,697,300 0.1% Total Expenditures 30,538,900 30,924,800 1.3% 31,894,700 3.1% Revenues By Type Activity Revenue 14,107,600 14,028,800 (0.6%) 14,138,000 0.8% Internal Recoveries 3,963,900 3,982,400 0.5% 4,032,500 1.3% Grants 179,100 179,100 0.0% 179,100 0.0% Other Revenue 2,200 2,200 0.0% 2,200 0.0% Total Revenues 18,252,800 18,192,500 (0.3%) 18,351,800 0.9%Tax Levy 12,286,100 12,732,300 3.6% 13,542,900 6.4%

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2016 -2018 Recommended Capital Budget The Recreation Services capital forecast for 2016 is focused on continuing to ensure the state of good repair for all recreation facilities. The Oakville Arena Rehabilitation and Senior Centre project will enter phase two with detailed design work completed in advance of construction, slated for 2017. White Oaks Pool will see renovations to the pool change rooms including enhanced accessibility. River Oaks Community Centre will see renovations and accessibility upgrades to their community rooms. The opening of the Glen Abbey Youth Centre will occur within the first quarter of 2016.

Recreation Services Classification 2016 2017 2018 2016 2017 201846311301 Oakville Arena Rehabilitation and Seniors Centre Community Enhancements 25,000 8,350,000 21,000,000 237,50046311601 Ice Resurfacer Replacement Infrastructure Renewal 101,000 101,000 101,000 46311602 Southern Arena's - Repair, Replacement Infrastructure Renewal 32,000 85,500 85,000 46311701 South Arenas Interiors Infrastructure Renewal 26,300 46312102 Kinoak Arena - Concrete, Dasher Boards, Doors, Glass Infrastructure Renewal 46401602 White Oaks Pool - Changeroom Reno Infrastructure Renewal 561,000 46401603 Outdoor Pools - Repairs, Replacement Infrastructure Renewal 29,000 164,000 70,000 46401604 Outdoor Pool Interiors Infrastructure Renewal 25,600 46401605 Stand Alone Pool Interiors Infrastructure Renewal 11,500 30,000 46401606 Stand Alone pools - Repairs, Replacement Infrastructure Renewal 48,000 71,000 84,000 46401701 Stand Alone pools - Furniture Infrastructure Renewal 8,000 25,000 46401802 White Oaks - Tile Pool Tank Infrastructure Renewal 120,000 46601601 Youth Centres - Furniture and Equipment Infrastructure Renewal 5,000 5,000 5,000 46601602 Recreation Planning Studies Infrastructure Renewal 75,000 75,000 75,000 46601603 Senior's Centre - Repairs, Replacement Infrastructure Renewal 24,300 20,500 41,300 46601604 Senior Centre Interiors Infrastructure Renewal 90,500 35,000 46601605 Senior's Centre - Furniture, Equipment Rplcmnt Infrastructure Renewal 5,000 5,000 5,000 46601802 New Youth Centre Growth 442,000 159,10046631601 River Oaks - Furniture/Equipment Replacement Infrastructure Renewal 66,000 68,000 57,000 46631603 River Oaks - Repairs, Replacement Infrastructure Renewal 5,000 65,000 468,000 46631801 River Oaks - Fitness Changeroom Reno/Accessibility Infrastructure Renewal 363,000 46631802 River Oaks Interior Renovations Infrastructure Renewal 58,500 46641603 Iroquois Ridge - Repairs and Replacement Infrastructure Renewal 130,000 13,000 113,000 46641604 Iroquois Ridge - Fitness and Gymnasium Storage Studies Infrastructure Renewal 40,000 46641605 Iroquois Ridge - Furniture/Equipment Replacement Infrastructure Renewal 34,000 9,000 2,000 46641701 Iroquois Ridge - Gymnasium Expansion Infrastructure Renewal 150,000 46651601 Glen Abbey - Marquee Sign Community Enhancements 100,000 46651602 Glen Abbey - Fitness Changeroom Reno/Accessibility Infrastructure Renewal 25,000 352,000 46651603 Glen Abbey - Furniture/Equipment Replacement Infrastructure Renewal 18,000 29,000 9,000 46651604 Glen Abbey - Repairs, Replacement Infrastructure Renewal 81,000 69,000 28,200 46651801 GA - Fitness Expansion Study Strategic Priorities 150,000 46661602 QEPCCC Facility Repairs and Replacements Infrastructure Renewal 5,000 5,000 80,000 46661603 QEPCCC - Furniture and Equipment Infrastructure Renewal 15,000 26,000 70,000 46661701 QEPCCC Facility Enhancements Infrastructure Renewal 70,000 93,000 46671603 Joshua's Creek Interiors Infrastructure Renewal 123,000 46671604 Joshua's Creek Arena Repairs and Maintenance Infrastructure Renewal 110,000 43,300 181,000 46681601 16 Mile Repairs and Maintenance Infrastructure Renewal 26,000 20,000 15,000

Total Recreation Services 1,810,900 9,830,600 23,806,000 396,600


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2016 – 2018 Operating impacts for the Oakville Arena Rehabilitation and Seniors Centre and the New Youth Centre start in 2018 for additional building utilities, staff and contracted services.

Service: Administration Mission To oversee the operation of the town’s recreation services including programs, support services and facilities in order to ensure their efficient and effective operation. Major Responsibilities • Develop strategy, long term planning, policies and business plans to support delivery of Recreation Services. • Establish partnerships and strategic alliances to enhance services. • Set strategic directions for the department in support of Council’s strategic plan. • Develop and manage operating and capital budgets. • Support and develop staff and create and implement systems/structures to support service delivery. • Ensure fulfillment of recommendations of the Parks, Recreation, Culture and Library Master Plans and strategic planning documents.

Strategic Priorities (Initiatives) • Provide leadership to implementation of departmental strategic plan. • Ensure highest standard of service delivery. • Maintain program/service affordability while maintaining cost-recovery ratios. • Utilizing the Integrated Project Delivery model, initiate the design phase for the combined Oakville Arena / Seniors’ Centre redevelopment

project. • Undertake strategic planning documents, service reviews and policy frameworks including:

o Older Adult (Seniors’ Services) Strategy. o Inclusion Policy Framework o Customer Service Plan o Affordable Recreation Policy Framework o Outdoor Pool Strategy

• Development of Age –Friendly Plan. • Commence Parks, Recreation, Culture and Library Master Plan Review. • Complete North Park Community Centre Feasibility and Impact Study. • Continue exploration of partnerships with key groups. • Ongoing implementation of Parks, Recreation and Library Facilities Master Plan recommendations. • Expansion of e-business solutions to improve access to programs and services.

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2016 Key Budget Drivers • Personnel Services and Benefits increased by $1,900 for anticipated inflation. • Material and Supplies has decreased by $11,200 for reductions to postage. • Purchased Services and Internal Charges has increased by $8,800 due to increases for consultant fees and recruitment costs. • Minor Capital has increased by $5,200 due to increases planned for office furniture and equipment.

2017 - 2018 Budget Forecast Highlights • 2017 - 2018 budgets reflect contractual and inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 105,900 107,800 0 0 107,800 1,900 1.8% 110,400 113,300 Materials & Supplies 43,300 32,100 0 0 32,100 (11,200) (25.9%) 34,500 36,400 Purchased Services 54,100 63,100 0 0 63,100 9,000 16.6% 69,600 75,800 Internal Charges 600 400 0 0 400 (200) (33.3%) 400 400 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 205,300 210,500 0 0 210,500 5,200 2.5% 214,500 216,500 Total Expenses 409,200 413,900 0 0 413,900 4,700 1.1% 429,400 442,400 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 0 0 0 0 0 0.0% 0 0Tax Levy 409,200 413,900 0 0 413,900 4,700 1.1% 429,400 442,400 Tax Levy By Activity

Administration 409,200 413,900 0 0 413,900 4,700 1.1% 429,400 442,400Tax Levy 409,200 413,900 0 0 413,900 4,700 1.1% 429,400 442,400

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Service: Recreation Programs and Operations Mission To provide relevant and efficient programs, services and facilities. Major Responsibilities Children’s Programs • Manage all aspects of the development and delivery of high quality, developmentally appropriate programs for children aged 3-12 years,

including: program development, marketing, hiring of staff, training, supervision, customer service, research and program assessment. • Maintain the HIGH FIVE Accreditation standard for school aged programs and assess program offerings in relationship to current trends. • Coordination of all programs to ensure a diverse range of developmentally appropriate programs and services is offered for children. • Continued development and expansion of specialty day camp programs and new program partnerships.

Adult Programs • Manage all aspects of the development and delivery of high quality, developmentally appropriate programs for adults over the age of 18,

including: new program development, hiring of staff, training, supervision, research trends and client needs, customer service and program assessment.

Youth Centres/Programs • Manage all aspects of providing three youth centres and programs for youth 12-18 years including: hiring, training and supervising staff,

developing programs, marketing; working with community groups and liaising with Halton Region and other youth-serving organizations. • Coordinate events, programs, sponsorship and community partners to celebrate Youth Week. • Explore outreach opportunities and partnership for Youth Services. • Opening of the new youth centre in Glen Abbey (Nottinghill Gate) • Examine location options for an additional Youth Centre in north Oakville (2018).

Aquatic Services • Manage all aspects of the provision of aquatics services for ten pool locations. • Provide aquatic services throughout the town with responsibilities including: program development, marketing, hiring of staff, training,

supervision, customer service, and research and program assessment. • Ensure that all pools and operations comply with legislation pertaining to pool operations. • Provide facility management of pools not housed in recreation centres, ensuring a high standard of program, maintenance, cleanliness and

customer service.

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• Manage all capital projects related to stand alone pools. • Complete and implement recommendations from Aquatics Service Review. • Provide facility management of five pools not housed in recreation centres, ensuring a high standard of maintenance, cleanliness and

customer service. Seniors’ Programs Services • Manage all aspects of two stand-alone seniors’ centres, three older adult centres and seniors’ clubs located within community centres,

including program development and marketing, volunteer management, hiring, training and supervising full and part time staff, customer service, and research and program development.

• Provide facility management of two stand-alone seniors’ centres ensuring a high standard of maintenance, cleanliness and customer service. • Manage all capital projects related to the seniors’ centres. • Liaise with community groups, Halton Region and provincial organizations serving seniors. • Budget preparation and submission for the Ontario’s Seniors Secretariat’s Elderly Persons Centre grants (3).

Volunteer Management and Support • Manage and coordinate volunteer functions to support volunteers in providing assistance with recreation programs, events and facilities

throughout the Recreation and Culture department. Fitness Programs/Memberships • Manage all aspects of fitness program delivery including developing, implementing and marketing pre-registered programs that offer

recreational, instructional and skill development opportunities that engage all ages and demographics in physical fitness and healthy lifestyle.

• Operate and manage four fully-equipped fitness centres within municipal community centres which offer health, wellness and fitness opportunities to ages 14 and up.

• Provide access to centres via membership or on a drop-in basis, with wellness and ancillary services available by appointment. Arenas – Stand Alone • Provide facility management to five stand-alone arena complexes housing nine ice surfaces, ensuring a high standard of maintenance,

cleanliness and customer service. • Provide ice and floor facilities as a venue for a wide range of recreational and personal development opportunities. • Provide a home base for sports organizations and community groups, e.g., Minor Oakville Hockey Association (MOHA), Oakville Hornets,

Oakville Speed Skating Club and Oakville Skating Club. • Develop and manage ice related programming for children and adults. • Develop partnerships with key ice user groups to enhance service and programming opportunities. • Manage capital projects related to the arenas. • Host large scale tournaments.

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Community Centres • Provide facility management to four community centres, ensuring a high standard of maintenance, cleanliness and customer service. • Provide a wide range of programs, services and facilities designed to engage all community demographics. • Provide on-site recreational and instructional programming developed and operated by Fitness, Aquatics, Culture, Seniors and Youth. • Provide a programming venue for other Recreation and Culture departmental programs. • Operate four multi-use centres that contain aquatics, arenas, fitness, wellness, older adult centres and libraries as well as community

rooms/gymnasiums which afford the opportunity for social or sports activity rental to community groups, organizations and the public. • Host large-scale community events and provide a home base for community groups. • Manage capital projects related to the community centres.

Community Development • Coordinate and oversee the Make Your Move program and grant which is responsible for public awareness and education to the community

on the importance of daily physical activity. New initiatives promote CAN Bike (learn to cycle program) for all ages, Fitness on the Trails, Free Guided Trail walks and the implementation of physical literacy standards within our children’s program.

• Continue to work in collaboration with the YMCA of Oakville, both school boards and the Halton Poverty Roundtable to implement Halton Sport Leadership program. • Work in collaboration with Halton Region on community issues and program development for children, youth and seniors. • Explore new program and service initiatives with other key community stakeholders. • Work with staff and community partners on program planning, marketing and implementation of the Family Day event.

Strategic Priorities (Initiatives) • Continue to improve the functionality, accessibility and aesthetics of existing facilities. • Continue expansion of direct program services in response to identified needs and service gaps. • Maximize the use and efficiencies of existing facilities through enhanced direct programming, lease agreements and rentals. • Continue to implement Fitness Centre Review recommendations to optimize usage. • Explore outreach opportunities for Youth Services. • Examine location options for an additional Youth Centre in north Oakville (2018). • Provide leadership for the Oakville Arena/Senior Centre redevelopment. • Develop an Age-Friendly Plan. • Complete and implement recommendations from the Aquatics Service Review. • Complete an Older Adult (Senior Services) Strategy.

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Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 14,637,100 14,892,900 77,000 100,200 15,070,100 433,000 3.0% 15,457,500 16,054,800 Materials & Supplies 3,933,100 3,951,300 3,300 36,000 3,990,600 57,500 1.5% 3,959,500 4,109,300 Purchased Services 2,771,400 2,856,900 29,400 0 2,886,300 114,900 4.1% 2,849,200 2,983,400 Internal Charges 2,645,100 2,872,200 0 0 2,872,200 227,100 8.6% 2,900,600 2,932,000 Other Expenditures 18,700 6,400 0 0 6,400 (12,300) (65.8%) 6,400 6,400 Minor Capital & Transfer To Reserves 2,340,000 2,340,000 140,800 0 2,480,800 140,800 6.0% 2,480,800 2,480,800 Total Expenses 26,345,400 26,919,700 250,500 136,200 27,306,400 961,000 3.6% 27,654,000 28,566,700 Revenues: Activity Revenue 12,798,600 13,135,600 0 80,000 13,215,600 417,000 3.3% 13,136,800 13,246,000 Internal Recoveries 3,640,600 3,911,400 0 0 3,911,400 270,800 7.4% 3,929,900 3,980,000 Grants 115,700 115,700 0 0 115,700 0 0.0% 115,700 115,700 Other Revenue 2,200 2,200 0 0 2,200 0 0.0% 2,200 2,200 Total Revenues 16,557,100 17,164,900 0 80,000 17,244,900 687,800 4.2% 17,184,600 17,343,900Tax Levy 9,788,300 9,754,800 250,500 56,200 10,061,500 273,200 2.8% 10,469,400 11,222,800 Tax Levy By Activity

Recreation Programs & OperationsChildrens Programs 194,700 99,100 0 53,400 152,500 (42,200) (21.7%) 143,500 136,700Adult Programs (1,700) (3,000) 0 0 (3,000) (1,300) (76.5%) (2,900) (2,800)Aquatic Programs 1,184,800 1,279,600 0 0 1,279,600 94,800 8.0% 1,340,400 1,419,800Youth Centre/Programs 518,900 531,600 32,700 0 564,300 45,400 8.7% 575,400 745,800Seniors Programs 486,600 479,500 77,000 0 556,500 69,900 14.4% 570,300 587,000Fitness Programs/Memberships 359,700 412,500 0 23,600 436,100 76,400 21.2% 492,500 542,700Arenas - Stand Alone 3,136,700 3,166,200 0 (20,800) 3,145,400 8,700 0.3% 3,346,500 3,670,900Community Centres 3,336,000 3,238,400 140,800 0 3,379,200 43,200 1.3% 3,444,000 3,554,500Seniors Centres 85,200 87,000 0 0 87,000 1,800 2.1% 89,600 91,600Pools - Stand Alone 487,400 463,900 0 0 463,900 (23,500) (4.8%) 470,100 476,600

Tax Levy 9,788,300 9,754,800 250,500 56,200 10,061,500 273,200 2.8% 10,469,400 11,222,800

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2016 Key Budget Drivers Recreation Programs and Operations have a proposed 2016 budget increase of $273,200 or 2.8%. The increase can be attributed to the following changes in the Recreation Programs and Operations activities. • Children’s Programs’ has decreased by $42,200. Although the budget for part-time hours for camp has increased, the revenue for summer

programs has been adjusted to reflect current trends resulting in a net reduction to the tax levy. The largest revenue increase has been to the before and after care budgets.

• Adult Programs’ has increased by $1,300 for anticipated increases to program registrations.

• Aquatic Programs has an increase of $94,800. This is due to the increase to internal charges for QEPCCC for their portion of the increased

cost for the facility as well as increases to salary and benefits due to inflation. In addition, Glen Abbey pool is budgeting a reduction to their program registration budget for 2016.

• Youth Programs’ has increased by $45,400. This includes a capital impact of $32,700 for lease costs anticipated for the relocation of the

Cross Avenue youth centre to Glen Abbey. The balance of the increase is a result of inflation and minimal changes to various expenditures. • Seniors’ Programs’ has increased by $69,900. Personnel costs and minor adjustments have been increased which are partially offset with

the increased revenue. An additional 1.0 FTE has been added to QEPCCC Seniors Program for a Recreation Coordinator as part of the capital impact in operating.

• Fitness Programs and Memberships’ has increased by $76,400. Program revenue adjustments for membership fees, studio and room

rentals and program registration have resulted in an overall revenue increase of 4.2% in this area. Expense increases were attributed to inflation for instructor fees, repairs and maintenance, personnel and benefits, as well as an $85,100 increase for internal charges at QEPCCC to reflect recreation programs’ share of QEPCCC facility costs.

• Arenas – Stand Alone has increased by $8,700. Contractual adjustments related to staffing and benefit costs have been included. Based on

current trends, utilities have been reduced. Joshua Creek has included the supplies, part-time hours and revenue for the addition of a snack bar.

• Community Centres’ budget has increased by $43,200. Inflationary increases for personnel and benefit costs have been reflected. Budgets

for food and refreshments, repairs and maintenance, utilities and contracted services have been adjusted based on current needs. QEPCCC facility has a budgeted increase to internal facility recovery of $227,400 as facility costs are charged out to Aquatics, Recreation and Culture programs.

• Seniors Centres’ increased by $1,800 due to minor increases in part-time costs and utilities.

• Pools – Stand Alone has decreased by $23,500 due to reductions made to utility costs at White Oaks pool.

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2017 - 2018 Budget Forecast Highlights • 2017 personnel expenditures include contractual increases for union groups as well as inflationary increases for other wage groups and

benefits. With the planned shutdown of the Oakville Arena it is anticipated that budget reductions will be incurred to utilities. • 2018 budgets reflect inflationary increases only. The new Oakville Arena will reopen in 2018 with the additional anticipated operational costs

budgeted accordingly. Service: Support Mission To satisfy the needs of residents, businesses and employees by delivering business solutions that acquire, engage and retain customers who desire healthy, active and social lifestyles. To establish new business processes and web technologies that drive sales and improve overall work productivity. To offset operating costs through alternate sources of revenue including advertising, sponsorships and donations. Major Responsibilities Community Groups/Special Events • Provide support services to community organizations including liaising with CORE members, assessing needs, reviewing new CORE

applications and providing communication updates. • Direct support delivery of special events such as the Children’s Festival and the Community Spirit Awards and staff support to the Santa

Claus Parade. • Provision of event support for community events.

Program Subsidies and Grants • Manage the application process for the sport development grant, fee waivers for events and fee assistance for registered programs and

memberships. Program Registration and Bookings/Customer Service • Provide support services for registered programs including applications processing and payments for the Recreation and Culture department

and the libraries. • Provide customer service support for front counter, telephone and email inquiries. • Process facility bookings applications, issue permits and payments for arenas, sport fields, parks, schools and special events. • Provide administration support to the Recreation and Culture Department, Parks and Open Spaces Department and other corporate

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Sponsorship, Marketing and Promotion • Manage the sponsorship strategy and advertising program including development of materials, procurement of sponsors, and management

of sponsor relationships. • Develop, implement and evaluate marketing strategies/ promotional products and revenue generation activities related to Recreation and

Culture services and facilities. • Enhance, maintain and monitor the department’s website as an effective marketing tool. • Design and coordinate the distribution of the Parks, Recreation and Culture guide. • Manage a comprehensive electronic customer feedback system to ensure customer needs are met and understood. • Assess trends and demographic profiles of current and past customers, making recommendations during the program planning and

development process. Strategic Priorities (Initiatives)

• Delivering business solutions that acquire, engage and retain customers who desire healthy, active and social lifestyles. • Establish new business processes and web technologies that drive sales and improve overall work productivity.

o E-forms and online requests (2016) o Customer feedback expansion – facility rentals (2016) o Marketing and Sponsorship plan (2016) o Department dashboard refresh (2017) o Recreation software replacement project (2016-2018)

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2016 Key Budget Drivers • Personnel Services and Benefits have increased by $96,700 due to CUPE 1329 contractual increases as well as inflation for other wage

groups and benefits. The full-time staff complement approved in 2015 for Special Events has been phased in and the balance of the personnel cost have been added to the 2016 budget.

• Materials and Supplies postage budget has been reduced by $1,500. • Purchased Services has decreased by $18,100 for reductions to insurance and advertising. • Internal Charges has increased by $19,600 for internal reciprocal agreements with school boards, • Other Expenditures have increased by $47,500 for increases for bank charges and municipal grants. • Activity Revenue has increased by $21,300 for school permit rental fees. • Internal Recoveries has increased by $27,500 for internal reciprocal agreements and facility recoveries. • Grants have increased by $10,200 as a result of higher anticipated provincial grants.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,241,300 1,338,000 0 0 1,338,000 96,700 7.8% 1,372,800 1,412,000 Materials & Supplies 139,000 137,500 0 0 137,500 (1,500) (1.1%) 137,500 137,500 Purchased Services 393,900 375,800 0 0 375,800 (18,100) (4.6%) 375,800 375,800 Internal Charges 515,500 535,100 0 0 535,100 19,600 3.8% 508,100 508,100 Other Expenditures 384,700 432,200 0 0 432,200 47,500 12.3% 447,200 452,200 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 2,674,400 2,818,600 0 0 2,818,600 144,200 5.4% 2,841,400 2,885,600 Revenues: Activity Revenue 870,700 892,000 0 0 892,000 21,300 2.4% 892,000 892,000 Internal Recoveries 25,000 52,500 0 0 52,500 27,500 110.0% 52,500 52,500 Grants 53,200 63,400 0 0 63,400 10,200 19.2% 63,400 63,400 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 948,900 1,007,900 0 0 1,007,900 59,000 6.2% 1,007,900 1,007,900Tax Levy 1,725,500 1,810,700 0 0 1,810,700 85,200 4.9% 1,833,500 1,877,700 Tax Levy By Activity

Support ServicesCommunity Development/Special Event 194,400 238,800 0 0 238,800 44,400 22.8% 242,300 246,200Registration and Booking 1,212,200 1,206,500 0 0 1,206,500 (5,700) (0.5%) 1,216,000 1,246,100Program Subsidies & Grants 130,700 162,200 0 0 162,200 31,500 24.1% 167,200 172,200Marketing & Promotion 188,200 203,200 0 0 203,200 15,000 8.0% 208,000 213,200

Tax Levy 1,725,500 1,810,700 0 0 1,810,700 85,200 4.9% 1,833,500 1,877,700

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2017 - 2018 Budget Forecast Highlights • 2017 - 2018 personnel expenditures include CUPE 1329 contractual requirements as well as inflationary increases for other wage groups

and benefits.

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Program: Culture


2016 – 2018

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Program: Culture Vision Statement: Oakville is a community where culture inspires, engages and thrives and all residents are engaged in meaningful, diverse and accessible recreation and cultural experiences that foster individual, family and community wellbeing. Mission Statement: To support the development of the creative and cultural community in Oakville by:

• Providing quality programs and services • Enhancing community capacity • Increasing access to program and services

The Culture program is delivered by the Recreation and Culture department and by Oakville Galleries. Cultural Services Cultural Services is responsible for the management and programming of the Oakville Museum, Queen Elizabeth Park Community and Cultural Centre (QEPCCC) and the Oakville Centre for Performing Arts (OCPA) as well as providing administration, support, grants, and cultural planning. This requires an excellent understanding of the community, its demographics and the changing needs of the residents as well as the expertise necessary for the development and delivery of safe, appropriate and professional services. Support is also provided to the arts and cultural community in Oakville through the issuance and management of grants administered by the Oakville Arts Council, as well as general development and management support through staff. To support the development and delivery of these services, strategic plans and business plans are aligned with Council’s strategic plan for all services. Cultural Services develops and recommends supporting policies, establishes and implements effective systems and procedures, and markets all services. Cultural Services also develops and implements plans for facility provision and maintenance in accordance with approved strategic and master plan goals, legislated safety requirements, industry best practices and established high departmental standards to ensure a quality experience for our patrons. Oakville Galleries Oakville Galleries is one institution with two distinct buildings and sites, located on the grounds of Gairloch Gardens and at Centennial Square. It is committed to presenting, collecting and providing educational contexts for contemporary artworks of all media. In all aspects of its operations, the Galleries draws on contemporary art to facilitate reflection and discovery in unexpected and stimulating ways: from exhibitions and the permanent collection to in-school and community programs. Oakville Galleries’ offerings engage Oakville residents with the questions that shape us as individuals, communities and cultures. Over the last 20 years, the Galleries have built a contemporary art collection of national significance, containing more than 1,100 works of art valued at over $3 million.

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Program Services The Culture program provides activities through the following services: • Administration, Support and Grants • Oakville Centre for the Performing Arts (OCPA) • Oakville Museum • Queen Elizabeth Park Community and Cultural Centre (QEPCCC) Cultural Program and Facilities * • Oakville Galleries (Managed by the Board of the Oakville Galleries)

* Additional QEPCCC budgets are covered in the Recreation Services budget under Recreation Programs and Operations

Staffing Overview

The Culture program increased their staff by 0.2 for a total of 48.6 FTE. This can be attributed to the following: • In 2016, part-time hours equivalent to 0.2 FTE have been added at Oakville Galleries for the bilingual coordinator.

Program: Culture 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Administration, Support & Grants 1.7 1.7 1.7 0.0Oakville Centre for the Performing Arts 15.7 15.7 15.7 0.0Oakville Galleries 10.9 11.0 0.2 11.2 0.2Oakville Museum 8.0 8.0 8.0 0.0QEP Culture Centre 11.0 12.0 12.0 0.0

Total Culture 47.3 48.4 0.0 0.2 0.0 48.6 0.2

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Overall, the 2016 Culture program has increased by $128,000 or 3.8%. The major drivers of this increase include contractual and inflationary increases for wages and benefits and for supplies and services. Included are increases for: retail goods, professional fees and instructor and performer fees. The cost to maintain QEPCCC facility is shared amongst the activities within the centre. The additional cost apportioned to the QEP Cultural budget is $80,800. Revenue budgets were adjusted where appropriate, based on trends and upcoming planned programs. Overall, revenue for federal grants, revenue from special events, studio/room rentals and concession revenue is increasing.



Administration, Support & Grants 502,100 502,100 514,500 514,500 12,400 2.5%Oakville Centre for the Performing Arts 2,327,000 888,000 2,391,300 916,900 28,900 3.3%Galleries 907,100 333,800 953,200 344,700 10,900 3.3%Museum 659,900 536,700 670,400 549,400 12,700 2.4%QEP Cultural Centre 1,675,900 1,123,200 1,753,600 1,186,300 63,100 5.6%

Total 6,072,000 3,383,800 6,283,000 3,511,800 128,000 3.8%


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2011 2012 2013 2014 2015 2.4% 2.5% 2.4% 2.4% 2.4%


2011 2012 2013 2014 2015 2.9% 3.3% 3.1% 3.1% 3.1%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Square metres of cultural facilities per 1000 population

2011 2012 2013 2014 2015 28 64 64 63 63

Why Important: Appropriate provision of dedicated or specialized cultural facilities allows residents to be able to experience and partake cultural activity and for groups and organizations to have access to space. How Calculated: Total municipal space dedicated to culture. Total space of Gariloch Gallery, Oakville Museum and Coach House, Sovereign House, Thomas House, Oakville Historical Society, Old Post Office, Oakville Galleries at Centennial Square and OCPA. 50% or 6689 m2 of QEPCCC. 4. Percentage of citizens satisfied with arts and cultural programs and venues

2011 2012 2013 2014 2015 82% n/a 85% n/a 83%

Why Important: Assess the satisfaction of residents with cultural programs and facilities. How Calculated: Report Card to Citizens – Biannual public survey 5. Percentage of users reporting satisfaction with registered cultural programs

2011 2012 2013 2014 2015 n/a n/a 85% 87% 88% YTD

Why Important: Reflects general resident satisfaction with registered cultural programs How Calculated: Results from customer feedback system for cultural registered programs at Oakville Museum, OCPA and QEPCCC

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6. Number of culture participants per 1000 population

2011 2012 2013 2014 2015 n/a n/a n/a 465 490

Why Important: Reflects uptake of cultural programs and services How Calculated: Annual attendance at Erchless Estate, OCPA and Oakville Galleries. Registered program participants at QEPCCC. Does not include events or exhibitions. Key Objectives (Initiatives) for 2016 – 2018 • Implement Cultural Plan. • Continue with the development of Downtown Oakville Cultural Hub project. • Develop Public Art Strategy • Continue to support and partner with arts and cultural organizations to build capacity in the community. • On-going implementation of business and strategic plans for all services. • Explore and implement mechanisms for engaging artists and the cultural community in cooperation with the Oakville Arts Council. • Implementation of Oakville Museum Business Plan. • Undertake Museum Coach House Study.

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In 2016, the net budget for the Culture program has increased by 3.8% or $128,000. The main drivers for this increase include the following: • Personnel Services and Benefits have increased by $36,400. The inflation for salaries and benefits has been offset with savings in hourly

rate for part-time staff at QEPCCC and new staff hired at a reduced starting rate. • Materials and Supplies have been increased by $38,200 for fuel and retail purchases. • Capital out of Operations has been decreased by $800 for reductions in electrical and lighting equipment. • Purchased Services have increased by $45,500 due to increases for professional fees, instructor and performer fees and advertisements. • Payments and Grants have increased by 10,900 for anticipated increases to municipal grants and exhibition fees for the Galleries. • Internal Expenses and Transfers have increased by $80,800 to recognize Culture’s share of the cost for facility operation and maintenance

of QEPCCC. • External Revenues have increased by $100,800 based on current trends, revenue from special events, concession, federal grants and

studio and room rental have been trending higher. • Internal Recoveries has decreased by $17,800 to reduce the transfer from the Innovation Reserve for OCPA.



Personnel Services & Benefits 3,166,300 3,202,700 0 0 3,202,700 36,400 1.1%Materials & Supplies 458,200 496,400 0 0 496,400 38,200 8.3%Capital Out Of Operations 37,500 36,700 0 0 36,700 (800) (2.1%)Purchased Services 1,069,700 1,115,200 0 0 1,115,200 45,500 4.3%Payments & Grants 277,300 288,200 0 0 288,200 10,900 3.9%Internal Expenses & Transfers 1,063,000 1,143,800 0 0 1,143,800 80,800 7.6%Total Expenses 6,072,000 6,283,000 0 0 6,283,000 211,000 3.5%

Revenues:External Revenues 2,649,400 2,750,200 0 0 2,750,200 100,800 3.8%Internal Recovery & Fund Trsfs 38,800 21,000 0 0 21,000 (17,800) (45.9%)Total Revenues 2,688,200 2,771,200 0 0 2,771,200 83,000 3.1%

Tax Levy 3,383,800 3,511,800 0 0 3,511,800 128,000 3.8%

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CultureAdministration, Support & Grants 514,500 527,100 2.4% 540,900 2.6%Oakville Centre For The Performing Arts 2,391,300 2,503,900 4.7% 2,569,000 2.6%Oakville Galleries 953,200 968,900 1.6% 986,300 1.8%Oakville Museum 670,400 685,300 2.2% 701,900 2.4%QEP Cultural Centre 1,753,600 1,786,800 1.9% 1,822,500 2.0%Total Gross Expenditures 6,283,000 6,472,000 3.0% 6,620,600 2.3%

Tax Levy

CultureAdministration, Support & Grants 514,500 527,100 2.4% 540,900 2.6%Oakville Centre For The Performing Arts 916,900 950,500 3.7% 982,000 3.3%Oakville Galleries 344,700 360,400 4.6% 377,800 4.8%Oakville Museum 549,400 564,300 2.7% 580,900 2.9%QEP Cultural Centre 1,186,300 1,202,600 1.4% 1,221,200 1.5%Total Tax Levy 3,511,800 3,604,900 2.7% 3,702,800 2.7%

Gross Expenditures By Type Personnel Services & Benefits 3,202,700 3,283,600 2.5% 3,373,500 2.7% Materials & Supplies 496,400 510,000 2.7% 521,700 2.3% Purchased Services 1,115,200 1,184,900 6.3% 1,205,400 1.7% Internal Charges 1,077,400 1,094,500 1.6% 1,113,200 1.7% Other Expenditures 288,200 295,000 2.4% 301,800 2.3% Minor Capital & Transfer To Reserves 103,100 104,000 0.9% 105,000 1.0% Total Expenditures 6,283,000 6,472,000 3.0% 6,620,600 2.3% Revenues By Type Activity Revenue 2,252,800 2,356,100 4.6% 2,406,700 2.1% Internal Recoveries 1,000 1,100 10.0% 1,200 9.1% Grants 495,400 487,900 (1.5%) 487,900 0.0% Other Revenue 22,000 22,000 0.0% 22,000 0.0% Total Revenues 2,771,200 2,867,100 3.5% 2,917,800 1.8%Tax Levy 3,511,800 3,604,900 2.7% 3,702,800 2.7%

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2016-2018 Recommended Capital Budget The Cultural Services capital forecast provides funds to ensure that cultural facilities are maintained to a state of good repair. In 2016, the Oakville Centre for the Performing Arts will replace its auditorium and studio booth consoles, some lighting and lighting controls and a scissor lift, all of which are beyond their useful life. Having completed a backlog of large capital projects, the Oakville Museum has a minimal capital budget for small repairs and maintenance and interiors. Queen Elizabeth Park Community and Cultural Centre also has minimal capital budgeted for 2016 with small amounts for maintenance, furniture and equipment.

Culture Classification 2016 2017 2018 2016 2017 201847101601 Oakville Centre - Repairs, Replacement Infrastructure Renewal 218,000 161,000 251,000 47101701 Oakville Centre - Acoustic System Replacement Infrastructure Renewal 452,000 47101702 OCPA - Replacement of Concert Grand Piano Infrastructure Renewal 241,000 47101802 Oakville Centre Lobby Expansion Infrastructure Renewal 1,200,000 47801601 Museum - Repairs and Maintenance Infrastructure Renewal 5,000 18,000 5,000 75101601 Galleries Collection Infrastructure Renewal 12,000 12,000 75101602 Galleries Equipment Infrastructure Renewal 5,000 5,000

Total Culture 240,000 872,000 1,473,000


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Service: Administration, Support and Grants Mission To enhance the quality of life of Oakville residents, we provide a range of cultural services and facilities including support for Oakville’s creative sector, and the administration of the town’s cultural grants, operations and assets. Major Responsibilities • Ensure the effective, efficient and sustainable operation of the Oakville Centre for the Performing Arts, the Oakville Museum and QEPCCC

through attention to development of budgets, consulting on programming, marketing, human resource support, maintenance and development of infrastructure and exploring sources of external funding.

• Ensure the fulfillment of recommendations made in the Recreation and Culture Strategic Plan, Museum Business Plan, The OCPA Business Plan, the town of Oakville’s Cultural Plan, and the Parks, Recreation, Culture and Library Master Plan.

• Provide support and services to external arts, culture and heritage groups through consultation and liaison; project development, organizational support and sustainability and administration of town grants.

• Provide support to the development of the Downtown Oakville Cultural Hub project. • Management of the Corporate Art and Public Art Programs.

Strategic Priorities (Initiatives) • On-going implementation of the Cultural Plan and Cultural Plan update. • Support and liaison for community cultural organizations. • Explore and implement mechanisms for engaging artists and the cultural community in cooperation with the Oakville Arts Council. • Ensure highest standard of service delivery while implementing efficiencies where possible. • Continue to develop and implement unique partnerships with the cultural community. • On-going management of the Town of Oakville Corporate Art Collection and Public Art Initiatives.

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2016 Key Budget Drivers • Personnel Services and Benefits have increased by $6,200, for inflation and budgeted adjustments. • Purchased Services has increased by $500 for contracted services, advertising and professional development. • Other Expenditures is increasing by $5,700 for municipal grants.

2017 - 2018 Budget Forecast Highlights • The 2017 - 2018 Budget reflects inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 275,600 281,800 0 0 281,800 6,200 2.2% 288,700 296,800 Materials & Supplies 2,500 2,500 0 0 2,500 0 0.0% 2,500 2,500 Purchased Services 30,200 30,700 0 0 30,700 500 1.7% 30,700 30,700 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 188,900 194,600 0 0 194,600 5,700 3.0% 200,300 206,000 Minor Capital & Transfer To Reserves 4,900 4,900 0 0 4,900 0 0.0% 4,900 4,900 Total Expenses 502,100 514,500 0 0 514,500 12,400 2.5% 527,100 540,900 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 0 0 0 0 0 0.0% 0 0Tax Levy 502,100 514,500 0 0 514,500 12,400 2.5% 527,100 540,900 Tax Levy By Activity

Administration, Support & Grants 502,100 514,500 0 0 514,500 12,400 2.5% 527,100 540,900Tax Levy 502,100 514,500 0 0 514,500 12,400 2.5% 527,100 540,900

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Service: Oakville Centre for the Performing Arts (OCPA) Mission The Oakville Centre for the performing Arts mission is to provide the public with experiences and performances from the cultural world outside of the community and to foster an appreciation of the arts where culture inspires, engages and builds capacity for a sustainable audience where culture thrives within the community. All of our programs and activities are directed to achieving this mission. The Oakville Centre is a leading edge performing arts venue servicing the community in many roles; as presenter, an educator and a venue. On any given day we provide a social and community focal point for live performance through our balanced program of touring and local acts in all genres. As educators, we provide teachers and their students the opportunities to experience the excitement of high quality theatre, music and dance - many that complement literacy, numeracy and other school curricula offering students rewarding moments that support their creative development. As a venue we provide the community with a place to exchange and share ideas and exposure them to creative experiences that inspire curiosity and understanding ensuring the Oakville Centre remains relevant, sustainable and dynamic. The Oakville Centre is a town-owned, professional quality performing arts venue that exists to serve the performing arts needs of the residents of Oakville by: • Presenting a diverse selection of Canadian and international artists that deliver meaningful cultural and artistic experiences designed to

entertain, engage and inspire. • Being a leader in community cultural development and community engagement through educational activities that provide conditions for

creativity to flourish. • Being strategic in program delivery to nurture the foundation for a sustainable audience in music, drama, spoken word, and comedy and a

unique learning and family series. • Offering Oakville audiences of all ages and circumstances an opportunity to collectively experience, explore and celebrate themselves

through the arts of dance, music, storytelling, theatre, film and digital media.

Major Responsibilities • Program a multi-disciplined, sophisticated season of professional performing arts events and outreach programs. • Support the growth of aspiring professional artists and Oakville arts organizations through mentoring and advisoring the local performing

arts community. • Providing a functional arts facility, superior customer service and technical expertise which support Oakville’s arts organizations to grow and

prosper • Being a resource to help address community issues where arts can strengthen social cohesion by providing cultural activities that bring

people together, promote well-being, new skills and increased participation and integration. • Collaborate with some of the rental groups to harness their unique connections to niche market to co-present new series, all of which are

critical to sustaining and strengthening the cultural development of the Centre and the community. • Continue to assess and research best practices in the sector and evaluate patron experiences.

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• Maximize opportunities to receive regional, provincial and federal grants in order to offset costs to the town through funding for programming and infrastructure initiatives.

Strategic Priorities (Initiatives) • Continue the implementation of the Strategic Review and Business Analysis and the Cultural Plan Update. • Engage the community in meaningful cultural experiences through curated programming choices. • Targeted artistic development initiatives such as dance outreach, all of which ensure participation, engagement, and involvement by the

community. • Focus on operational excellence, efficiently and entrepreneurial spirit to identify to new revenue sources and develop increased revenue

from existing operations • Contribute to the development of the Downtown Cultural Hub project.

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2016 Key Budget Drivers • Personnel Services and Benefits has increased by $17,300 due to inflation and adjustments. • Materials & Supplies has increased by $26,300. This is mostly due to adjustments made to refreshment supplies and utilities. • Adjustments planned for instructor and performer fees, insurance and repairs and maintenance have provided for the increase of $21,300 in

Purchased Services. • An increase for licenses and permits provides the $1,000 change to Other Expenditures. • As a result of the reductions to the electrical lighting budget, minor capital was reduced by $1,600. • Activity revenue budget has increased by $20,700, increases to concession revenue and facility rental were offset with decreases to

corporate sponsorship. • Anticipated increases to both federal and provincial grant revenue has increased the budget by $32,500. • Reserve transfer of $17,800 has been removed which results in a reduction to other revenue.

2017 - 2018 Budget Forecast Highlights • Increases for personnel expenses reflect approved contractual increases and inflationary increases for salary and benefits. Additional

increase for instructor and performer fees has been added for 2017 for upcoming shows and this is offset with anticipated ticket sales


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,155,900 1,173,200 0 0 1,173,200 17,300 1.5% 1,203,300 1,236,300 Materials & Supplies 271,300 297,600 0 0 297,600 26,300 9.7% 310,000 320,500 Purchased Services 775,200 796,500 0 0 796,500 21,300 2.7% 864,900 884,700 Internal Charges 2,400 2,400 0 0 2,400 0 0.0% 2,400 2,400 Other Expenditures 38,200 39,200 0 0 39,200 1,000 2.6% 40,300 41,400 Minor Capital & Transfer To Reserves 84,000 82,400 0 0 82,400 (1,600) (1.9%) 83,000 83,700 Total Expenses 2,327,000 2,391,300 0 0 2,391,300 64,300 2.8% 2,503,900 2,569,000 Revenues: Activity Revenue 1,320,200 1,340,900 0 0 1,340,900 20,700 1.6% 1,427,300 1,460,800 Internal Recoveries 1,000 1,000 0 0 1,000 0 0.0% 1,100 1,200 Grants 80,000 112,500 0 0 112,500 32,500 40.6% 105,000 105,000 Other Revenue 37,800 20,000 0 0 20,000 (17,800) (47.1%) 20,000 20,000 Total Revenues 1,439,000 1,474,400 0 0 1,474,400 35,400 2.5% 1,553,400 1,587,000Tax Levy 888,000 916,900 0 0 916,900 28,900 3.3% 950,500 982,000 Tax Levy By Activity

Oakville Centre for the Performing Arts 888,000 916,900 0 0 916,900 28,900 3.3% 950,500 982,000Tax Levy 888,000 916,900 0 0 916,900 28,900 3.3% 950,500 982,000

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Service: Oakville Museum Mission For the benefit of residents and visitors, the Oakville Museum collects, presents, provides programs about, and preserves the art of our time in order to engage people with the questions that shape us as individuals, communities and cultures. Major Responsibilities Conservation • Conserve/develop/maintain permanent collection. • Provide collection records management. • Achieve and maintain museum standards.

Presentation • Provide exhibitions throughout Oakville. • Provide educational programs (school and community groups). • Lead Doors Open Oakville

Community Engagement • Provide outreach activities. • Continue to develop volunteer program. • Ensure revenue generation.

Research • Conduct original cultural and art historical research.

Strategic Priorities (Initiatives) • Continued implementation of museum five-year business plan. • Institute a new Museum Development Committee model. • Develop an enhanced community outreach and programming plan. • Develop and begin implementation on 2017 Sesquicentennial programming • Undertake Coach House Study. • Contribute to the implementation of the Cultural Plan.

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2016 Key Budget Drivers • Personnel Services and Benefits increase of $7,900 reflects contractual increases and normal personnel adjustments. • Materials & Supplies has increased by $5,800 to reflect the past 3-year trends for utilities. • Purchased Services has decreased by $3,200 for reductions to insurance and advertising. • Activity Revenue has been reduced by $2,200 for reductions to program registration and sales.

2017 - 2018 Budget Forecast Highlights • Personnel expenses reflect approved contractual increases for CUPE 1329 and inflationary increases for other groups and benefits.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 539,700 547,600 0 0 547,600 7,900 1.5% 561,800 577,600 Materials & Supplies 74,600 80,400 0 0 80,400 5,800 7.8% 81,100 81,900 Purchased Services 44,600 41,400 0 0 41,400 (3,200) (7.2%) 41,400 41,400 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 1,000 1,000 0 0 1,000 0 0.0% 1,000 1,000 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 659,900 670,400 0 0 670,400 10,500 1.6% 685,300 701,900 Revenues: Activity Revenue 65,500 63,300 0 0 63,300 (2,200) (3.4%) 63,300 63,300 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 57,700 57,700 0 0 57,700 0 0.0% 57,700 57,700 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 123,200 121,000 0 0 121,000 (2,200) (1.8%) 121,000 121,000Tax Levy 536,700 549,400 0 0 549,400 12,700 2.4% 564,300 580,900 Tax Levy By Activity

Oakville Museum 536,700 549,400 0 0 549,400 12,700 2.4% 564,300 580,900Tax Levy 536,700 549,400 0 0 549,400 12,700 2.4% 564,300 580,900

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Service: Oakville Galleries Mission For the benefit of residents and visitors, we collect, preserve, provide programs about, and present the art of our time in order to engage people with the questions that shape us as individuals, communities and cultures. Major Responsibilities Presentation • Offering a regular program of innovative art exhibitions in Gairloch Gardens and at Centennial Square. • Providing multidisciplinary educational programs to audiences of all ages (both in schools and at the Galleries). • Offering on-site tours, talks and other engagement programs. • Researching potential exhibitions and education programs.

Community Engagement • Offering year-round art classes and camps for children and youth. • Offering a diverse slate of off-site art programs at sites throughout Oakville (senior’s residences, libraries, farmers markets, etc.). • Maintaining ongoing community consultation through committee work (Fundraising Committee, Acquisition Committee, etc.). • Continuing to develop the Galleries’ volunteer program.

Conservation • Developing, maintaining and conserving a permanent collection of art for the people of Oakville. • Providing complete collection records management. • Providing non-capital maintenance to facilities in Gairloch Gardens and at Centennial Square. • Achieving and maintaining museum standards.

Financial • Securing all available operating and program grants. • Ensuring all revenue generating opportunities is maximized. • Continuing to expand membership and patron programs. • Seeking out corporate and individual support for programs and events wherever possible.

Strategic Priorities (Initiatives) • To complete the feasibility studies underway and contribute to the assessment process for the Downtown Cultural Hub project. • To focus on maximizing individual and private sector contributions to ensure programs are fiscally sustainable. • To continue the development of arts programming at satellite locations throughout Oakville in partnership with community organizations to

enhance our social and cultural environment.

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2016 Key Budget Drivers • Increases to Personnel Services of $8,600 are due to anticipated salary and benefit costs. • Materials & Supplies increase of $6,100 for paint supplies, utilities and miscellaneous supplies. • Purchased Services has increased by $26,700 for professional fees and contracted services. • Other Expenditures increases of $4,200 are for exhibition fees and copyright fees. • Activity Revenue has increased by $47,500 for revenue from special events and for program registration. • Grants have decreased by $12,300 for reductions to federal and provincial grants.

2017 - 2018 Budget Forecast Highlights • Oakville Galleries are anticipating normal inflationary increases for 2017 and 2018.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 598,300 606,900 0 0 606,900 8,600 1.4% 622,200 639,200 Materials & Supplies 107,900 114,000 0 0 114,000 6,100 5.7% 114,400 114,800 Purchased Services 141,700 168,100 0 0 168,100 26,400 18.6% 168,100 168,100 Internal Charges 10,000 10,000 0 0 10,000 0 0.0% 10,000 10,000 Other Expenditures 49,200 53,400 0 0 53,400 4,200 8.5% 53,400 53,400 Minor Capital & Transfer To Reserves 0 800 0 0 800 800 0.0% 800 800 Total Expenses 907,100 953,200 0 0 953,200 46,100 5.1% 968,900 986,300 Revenues: Activity Revenue 233,800 281,300 0 0 281,300 47,500 20.3% 281,300 281,300 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 337,500 325,200 0 0 325,200 (12,300) (3.6%) 325,200 325,200 Other Revenue 2,000 2,000 0 0 2,000 0 0.0% 2,000 2,000 Total Revenues 573,300 608,500 0 0 608,500 35,200 6.1% 608,500 608,500Tax Levy 333,800 344,700 0 0 344,700 10,900 3.3% 360,400 377,800 Tax Levy By Activity

Oakville Galleries 333,800 344,700 0 0 344,700 10,900 3.3% 360,400 377,800Tax Levy 333,800 344,700 0 0 344,700 10,900 3.3% 360,400 377,800

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Culture

Service: QEP Community and Cultural Centre Mission The Queen Elizabeth Park Community and Cultural Centre is a welcoming, vibrant and dynamic public space that inspires and develops active living and cultural and artistic interests. Major Responsibilities • Multi-disciplinary programming including diverse cultural and recreational programming in the form of classes, workshops, camps,

memberships and drop-in programs and exhibitions. • Provision of senior services through the seniors centre as well as all other components. • Aquatic Services. • Provision of youth services through the youth centres as well as all other components. • Provision of space for cultural groups and guilds in Oakville. • Building and managing relationships with all user groups. • Monitor staffing for appropriateness relative to the number of programs offered annually, thus decreasing overtime, lieu time and safety

issues. • Leading town run Culture Days programming • Maintain facilities to the highest possible standard and undertake preventative maintenance in order to ensure viability of the facility at all

times. Strategic Priorities (Initiatives) • Establish relationships and access arrangements with all user groups. • Continue implementation of Operating Model and refine as needed. • Work with the facility users to engage the community in events and activities at QEPCCC. • Contribute to implementation of the Cultural Plan.

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Culture


2016 Key Budget Drivers • Personnel Services and Benefits has decreased by $3,600. Contractual increases have been included, however reductions made to

instructor hours has mitigated the expense for 2016. • Minimal increases are anticipated for purchased services and overall an increase of $500 is budgeted for programming. • Internal Charges have increased by $80,800 to recognize Culture’s share of the cost for facility operation and maintenance of QEPCCC. • Activity Revenue has increased by $14,600 for studio and room rentals and for membership fees.

2017 - 2018 Budget Forecast Highlights

• Personnel expenses reflect approved contractual increases for CUPE 1329 and inflationary increases for other groups and benefits. Activity Revenue has been increased to reflect anticipated rate increases.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 596,800 593,200 0 0 593,200 (3,600) (0.6%) 607,600 623,600 Materials & Supplies 1,900 1,900 0 0 1,900 0 0.0% 2,000 2,000 Purchased Services 78,000 78,500 0 0 78,500 500 0.6% 79,800 80,500 Internal Charges 984,200 1,065,000 0 0 1,065,000 80,800 8.2% 1,082,100 1,100,800 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 15,000 15,000 0 0 15,000 0 0.0% 15,300 15,600 Total Expenses 1,675,900 1,753,600 0 0 1,753,600 77,700 4.6% 1,786,800 1,822,500 Revenues: Activity Revenue 552,700 567,300 0 0 567,300 14,600 2.6% 584,200 601,300 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 552,700 567,300 0 0 567,300 14,600 2.6% 584,200 601,300Tax Levy 1,123,200 1,186,300 0 0 1,186,300 63,100 5.6% 1,202,600 1,221,200 Tax Levy By Activity

QEP Cultural Centre 1,123,200 1,186,300 0 0 1,186,300 63,100 5.6% 1,202,600 1,221,200Tax Levy 1,123,200 1,186,300 0 0 1,186,300 63,100 5.6% 1,202,600 1,221,200

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Program: Library Services


2016 – 2018

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Program: Oakville Public Library Vision Statement: Love the experience. Mission Statement: Building community by connecting people and ideas.

Program Description The Oakville Public Library serves as a community hub and provides residents with collections, content, programs and physical and virtual spaces to meet their informational and recreational needs. The Library fosters a love of reading, promotes literacy and supports life-long learning. The Library performed over 8.6 million service transactions in 2014 (e.g. circulation of collections, online records accessed, program participation, etc.). Library service is valued by the community. In both the 2013 and 2015 Citizen Survey, the library continued to earn a satisfaction rating of 90%. Service is offered through the library’s six branches, its website (www.opl.ca), outreach locations throughout the community (including ten Book Nooks for pre-school children, five Book Depots for teens and one deposit station at a seniors’ residence), and its Homebound Delivery service. Most branches are open seven days a week and service on the website is available 24 hours a day, seven days a week. The library system has 109.8 FTEs, with approximately 58% of the library’s workforce being permanent part-time.

Program Services The Oakville Public Library (OPL) provides services through the following programs: • Administrative Services • Branch Services • Collections & Technologies • Community Engagement

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Staffing Overview

During 2015 in an effort to streamline processes the Library’s finance department was amalgamated with the town. As a result the 2015 FTE’s were restated to show 3.0 FTE reallocated to the town’s Financial Services program. In 2016 there will be a capital impact resulting in a 2.5 FTE reduction due to the streamlining of process with the implementation of RFID and AMH systems. In addition, a service adjustment has added 0.7 FTE for community development to meet programming demands which will be funded by the development reserve fund. The net result will be a 1.8 FTE reduction for Library Services.


Overall the Library Services budget has increased by $51,300 or 0.6%. In 2015 Library Services further refined its organizational structure to align with its strategic plan. Modernization of the Library benefits program occurred in 2015/2016. Capital impact savings of ($80,400) includes personnel savings from new automated checkout and handling systems (RFID + AMH) to be launched throughout 2016 with savings phased in over five years. Revenues have increased $15,000 mainly due to books donated for sale. Additionally, $10,000 in efficiencies has been incorporated largely due to the Library joining the town’s Blackberry plan.

Program: Library 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Administration Services 10.9 8.3 8.3 0.0Community Engagement 4.9 11.1 0.7 11.8 0.7Branch Services 72.3 69.0 (2.5) 66.5 (2.5)Collections and Technology 25.0 23.2 23.2 0.0

Total Library 113.1 111.6 (2.5) 0.7 0.0 109.8 (1.8)



Administrative Services 766,700 582,300 749,700 567,400 (14,900) (2.6%)Branch Services Support 4,563,300 4,239,800 4,587,600 4,274,300 34,500 0.8%Collections & Technologies 2,637,600 2,597,600 2,652,400 2,597,400 (200) (0.0%)Community Engagement 1,106,800 959,800 1,148,900 991,700 31,900 3.3%

Total 9,074,400 8,379,500 9,138,600 8,430,800 51,300 0.6%


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2011 2012 2013 2014 2015 5.2% 5.2% 4.9% 4.7% 4.5%


2011 2012 2013 2014 2015 7.9% 7.7% 7.6% 7.3% 7.2%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Number of active library cardholders per capita [cardholder “purge” occurred and definition was modernized to reflect industry best practices]

2011 2012 2013 2014 2015 .88 .92 .49 .48 TBD

Why Important: Reflects relevance of Library service to the community How Calculated: # active cardholders / population 4. Collection breakdown (% mix) - % annual operating budget of digital vs print/audio visual

2011 2012 2013 2014 2015 15% / 85% 15.6% / 84.4% 21% / 79% 20.8% / 79.2% 29.2% / 70.8%

Why Important: Trend in spending reflects the increased supply of digital resources How Calculated: Total operating budget – electronic resources 5. Percentage of citizens satisfied with library programs and services

2011 2012 2013 2014 2015 90% 90% 90%

Why Important: Town Citizen Survey respected tool to measure community satisfaction with library services How Calculated: Town-selected third-party consultant

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6. Number of library items borrowed per capita annually

2011 2012 2013 2014 2015 11.9 11.7 11.4 10.8 TBD

Why Important: Reflects one core aspect of library service How Calculated: Circulation / population Key Objectives (Initiatives) for 2016 - 2018 Through its strategic plan Love the Experience 2012-2015, the Oakville Public Library supports Council’s strategic goals of providing accessible programs and services, enhancing our cultural and social environments, continuously improving programs and services and being fiscally sustainable. These principles will continue to form the basis of the development of the new Strategic Plan 2016 - 2019. • 2016 initiatives include upgrade of library web site, introduction of print management software and RFID and upgrade of PAC (public access

computers). • The Library has been actively involved in the town’s Downtown Cultural Hub project. • A new strategic plan 2016-2019 will be developed in 2016.

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In 2016, the Library Services program has increased by $51,300 or .6%. The main drivers for the change are the following: • Personnel Services & Benefits have increased by $19,800 or .3% primarily due to personnel savings from implementation of automated

checkout and material handling systems (RFID + AMH) which will be phased in over 5 years. In addition $10,800 has been included for staffing of the new QEPCCC Incubator hub and a $17,000 service adjustment to fund part-time staff to support community engagement. Inflationary increases for wages and benefits have also been included.

• Materials and Supplies have decreased by $5,800 primarily due to savings in book collections as a result of anticipated reduction in missing inventory due to implementation of the RFID system.

• Purchased Services has increased $51,800. Contributing factors include a capital impact for on-going purchases of new tags to be used with RFID system, an increase in insurance premiums and janitorial services.

• Internal Expenses & Transfers have decreased $2,000 due to the elimination of internal printing charges from the town. • External Revenues have increased by $19,400 primarily due to $15,000 in sales of donated books. • Internal Recovery & Fund Transfers have decreased $6,500 due a reduction in HIP (Halton Information Providers) and Library Development

reserve funds as a result of stronger revenue earnings.



Personnel Services & Benefits 6,917,600 6,989,000 (68,600) 17,000 6,937,400 19,800 0.3%Materials & Supplies 1,303,900 1,326,600 (28,500) 0 1,298,100 (5,800) (0.4%)Capital Out Of Operations 10,700 11,000 0 0 11,000 300 2.8%Purchased Services 693,300 728,400 16,700 0 745,100 51,800 7.5%Payments & Grants 35,900 36,000 0 0 36,000 100 0.3%Internal Expenses & Transfers 113,000 111,000 0 0 111,000 (2,000) (1.8%)Total Expenses 9,074,400 9,202,000 (80,400) 17,000 9,138,600 64,200 0.7%

Revenues:External Revenues 558,400 577,800 0 0 577,800 19,400 3.5%Internal Recovery & Fund Trsfs 136,500 113,000 0 17,000 130,000 (6,500) (4.8%)Total Revenues 694,900 690,800 0 17,000 707,800 12,900 1.9%

Tax Levy 8,379,500 8,511,200 (80,400) 0 8,430,800 51,300 0.6%

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LibraryAdministrative Services 749,700 764,000 1.9% 780,300 2.1%Branch Services 4,587,600 4,710,800 2.7% 4,855,200 3.1%Community Engagement 1,148,900 1,174,700 2.2% 1,203,200 2.4%Collections & Technologies 2,652,400 2,656,900 0.2% 2,741,900 3.2%Total Gross Expenditures 9,138,600 9,306,400 1.8% 9,580,600 2.9%

Tax Levy

LibraryAdministrative Services 567,400 581,700 2.5% 598,000 2.8%Branch Services 4,274,300 4,392,000 2.8% 4,530,800 3.2%Community Engagement 991,700 1,017,500 2.6% 1,046,000 2.8%Collections & Technologies 2,597,400 2,601,900 0.2% 2,686,900 3.3%Total Tax Levy 8,430,800 8,593,100 1.9% 8,861,700 3.1%

Gross Expenditures By Type Personnel Services & Benefits 6,937,400 7,070,800 1.9% 7,235,000 2.3% Materials & Supplies 1,298,100 1,273,500 (1.9%) 1,324,700 4.0% Purchased Services 745,100 804,100 7.9% 862,900 7.3% Internal Charges 90,500 90,500 0.0% 90,500 0.0% Other Expenditures 36,000 36,000 0.0% 36,000 0.0% Minor Capital & Transfer To Reserves 31,500 31,500 0.0% 31,500 0.0% Total Expenditures 9,138,600 9,306,400 1.8% 9,580,600 2.9% Revenues By Type Activity Revenue 391,600 397,100 1.4% 402,700 1.4% Internal Recoveries 0 0 0.0% 0 0.0% Grants 186,200 186,200 0.0% 186,200 0.0% Other Revenue 130,000 130,000 0.0% 130,000 0.0% Total Revenues 707,800 713,300 0.8% 718,900 0.8%Tax Levy 8,430,800 8,593,100 1.9% 8,861,700 3.1%

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2016-2018 Recommended Capital Budget The Oakville Public Library has a number of capital projects in 2016 that will provide enhanced service to residents. The OPL Board believes that the future of library content is digital and that library space is collaborative, innovative and flexible. With this concept in mind the library is proposing the reorganization of spaces within the Library and the creation of a digital hub at branch's beginning in 2016. This project includes improving the flexibility of spaces and increasing the technology available to patrons. Also, incubator spaces will be created at the Queen Elizabeth Park Community and Cultural Centre (QEPCCC) that will test new library programs, services and technologies. The Radio Frequency Identification (RFID) system installation will be completed with the addition of sorters in the Glen Abbey, Iroquois Ridge, Woodside, and White Oaks branches. The capital forecast also provides funds to maintain the library branch facilities in a state of good repair.

Through 2016-2018 these projects will have an impact on the operating budget. RFID components such as security gates, self-check in/out, and automated sorting of returned materials are projected to result in part-time labour savings once fully implemented. Additional costs for part time staff are included for the QEPCCC Incubator Hub.

Library Services Classification 2016 2017 2018 2016 2017 201871101404 RFID System Installation Strategic Priorities 804,000 (59,500) (139,100) (117,600) 71101504 Library Technology Hub Strategic Priorities 500,000 71101602 QEPCCC Incubator Hub Strategic Priorities 60,000 10,80071101704 Bronte Branch Library (Leasehold improvements and collections) Growth 435,000 175,000 174,20071101604 Library Interiors Infrastructure Renewal 95,000 194,500 71101605 Libraries Capital Replacement Infrastructure Renewal 50,500 85,000 15,000 71101606 Library Furniture and Equipment Infrastructure Renewal 52,000 52,000 52,000

Total Library Services 1,561,500 766,500 67,000 (48,700) 35,900 56,600


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Service: Administrative Services Mission To provide strategic leadership and support through the Library’s CEO and Executive Team so that the Board and Library staff can work within a Library - town framework to deliver an exceptional customer experience for Oakville residents. Major Responsibilities • Assist the Oakville Public Library Board in fulfilling its responsibilities under the Province of Ontario Public Libraries Act and all other relevant

legislation. • Assist the Board with creation of its Strategic Plan each four year term and execute the supporting annual Business Plans. • Develop meaningful metrics to effectively measure performance with respect to strategic goals and objectives.

Strategic Priorities (Initiatives) • Oakville Public Library operates in a transparent and fiscally responsible manner and meets all requirements under provincial and federal

legislation. • Transform our virtual and physical spaces to encourage creativity, collaboration and discovery. • Participate in the 2016 refresh of the Parks, Recreation and Library Facilities Master Plan (2016) • Continue to participate in the Downtown Cultural Hub study. • Continue to explore potential efficiencies with the Town of Oakville. • Manage our human resources to address issues of capacity, retention and succession planning.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $16,400 due to inflationary increases for wages and benefits. • Materials & Supplies have decreased $1,900 due to a reduction in office supplies. • Purchased Services have decreased $31,600 primarily due to a reduction of blackberry costs as the Library joins the towns plan,

reallocation of collection agency fees and photocopy rentals to Branch Services. • Activity Revenue has decreased $2,100 due to a reallocation of vending machine revenue to Branch Services.



Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 528,700 545,100 0 0 545,100 16,400 3.1% 559,400 575,700 Materials & Supplies 20,300 18,400 0 0 18,400 (1,900) (9.4%) 18,400 18,400 Purchased Services 180,000 148,400 0 0 148,400 (31,600) (17.6%) 148,400 148,400 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 34,700 34,800 0 0 34,800 100 0.3% 34,800 34,800 Minor Capital & Transfer To Reserves 3,000 3,000 0 0 3,000 0 0.0% 3,000 3,000 Total Expenses 766,700 749,700 0 0 749,700 (17,000) (2.2%) 764,000 780,300 Revenues: Activity Revenue 2,100 0 0 0 0 (2,100) (100.0%) 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 182,300 182,300 0 0 182,300 0 0.0% 182,300 182,300 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 184,400 182,300 0 0 182,300 (2,100) (1.1%) 182,300 182,300Tax Levy 582,300 567,400 0 0 567,400 (14,900) (2.6%) 581,700 598,000 Tax Levy By Activity

Administrative Services 582,300 567,400 0 0 567,400 (14,900) (2.6%) 581,700 598,000Tax Levy 582,300 567,400 0 0 567,400 (14,900) (2.6%) 581,700 598,000

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Service: Branch Services Mission To provide an exceptional customer experience. Major Responsibilities • Continue to develop flexible interior spaces that maximize opportunities for independent work, collaboration and innovation – to ensure that

library remains an important community hub. • Integrate services across physical and virtual spaces. • Provide access to programs and services that support 21st century literacy skills.

Strategic Priorities (Initiatives) • Evaluate the performance and effectiveness of our customer service program. • Assist residents in growing their digital and media literacy skills. • Rebalance functional zones within branches to provide collaborative and independent spaces, building on the Downtown Cultural Hub study.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased decreased $43,800 primarily as a result of capital impact savings of ($68,600) from RFID

($47,500) and Print Management ($31,700) which are partially offset with increased costs for QEPCC Incubator Hub $10,600. In addition, inflationary increases have been included for wages and benefits.

• Materials & Supplies have increased by $8,500 primarily for processing supplies. • Purchased Services have increased $60,100 primarily due to an increased insurance premiums $20,000, increase in janitorial contracts

$24,400 and $11,400 in photocopy rentals reallocated from Administrative Services. • Activity Revenue has decreased by $10,200 due to reduced fines and rental revenues to reflect five year trends.

2017 - 2018 Budget Forecast Highlights • 2017 increases include capital impacts of $155,000 for half year of expenses relating to the new Bronte branch which is mitigated through

savings from Print Management ($31,700) and RFID + AMH of ($101,800) for a net impact of $21,500. In addition inflationary increases have been included for all branch services.

• 2018 reflects annualization of Bronte branch $154,200 which is offset with through ($117,600) personnel savings from RFID + AMH. Inflationary increases have been included for all branch services for a total 2018 net increase of $138,800.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 3,778,500 3,803,300 (68,600) 0 3,734,700 (43,800) (1.2%) 3,785,400 3,857,700 Materials & Supplies 287,900 296,400 0 0 296,400 8,500 3.0% 309,900 323,200 Purchased Services 385,400 445,300 200 0 445,500 60,100 15.6% 504,500 563,300 Internal Charges 90,500 90,500 0 0 90,500 0 0.0% 90,500 90,500 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 21,000 20,500 0 0 20,500 (500) (2.4%) 20,500 20,500 Total Expenses 4,563,300 4,656,000 (68,400) 0 4,587,600 24,300 0.5% 4,710,800 4,855,200 Revenues: Activity Revenue 323,500 313,300 0 0 313,300 (10,200) (3.2%) 318,800 324,400 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 323,500 313,300 0 0 313,300 (10,200) (3.2%) 318,800 324,400Tax Levy 4,239,800 4,342,700 (68,400) 0 4,274,300 34,500 0.8% 4,392,000 4,530,800 Tax Levy By Activity

Branch Services 4,239,800 4,342,700 (68,400) 0 4,274,300 34,500 0.8% 4,392,000 4,530,800Tax Levy 4,239,800 4,342,700 (68,400) 0 4,274,300 34,500 0.8% 4,392,000 4,530,800

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Service: Collections & Technologies Mission Collect, create and provide access to relevant content and resources for Oakville residents. Major Responsibilities • Transform virtual spaces to encourage innovation, collaboration and discovery. • Implement new content acquisition strategy based on outcomes of 2015 RFPs. • Assist residents in growing their digital and media literacy skills. • Ensure that Library collection mix continues to meet current and evolving community needs.

Strategic Priorities (Initiatives) • Deliver compelling and relevant web, mobile and digital resources. • Leverage technology to provide more efficient and convenient service (e.g. introduction of print management and RFID). • Rebalance traditional library resources with new and emergent digital content. • Collect, preserve and provide access to relevant local content. • Re-envision services to meet the immediate and emerging needs of mobile customers.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $9,600. Inflationary costs have been added for wage and benefit increases which is

partially offset by savings due wage adjustments due to alignment of position responsibilities. • Materials & Supplies have decreased by $14,700 primarily due to capital impact of ($28,500) for collections savings due to the anticipated

reduction of missing inventory as RFID implementation as inventory will be tracked electronically. • Purchased Services have increased $19,100 primarily due to $16,500 capital impact for the on-going purchase of tags to be used with RFID. • Minor Capital & Transfer to Reserve have increased $800 for minor expenditures of computer hardware. • Activity revenue of $25,000 has been added including $15,000 for sales of donated books and $10,000 in HIP (Halton Information Providers)

programming revenue. • Other Revenue has decreased $10,000 due to reduction funding from HIP Trust Fund due to stronger programming revenue.

2017 - 2018 Budget Forecast Highlights • 2017 includes a $70,500 savings from RFID for collections materials which is partially offset with $20,000 in materials for anticipated new

Bronte branch. In addition inflationary costs have been included for wages and benefits.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,648,700 1,658,300 0 0 1,658,300 9,600 0.6% 1,700,900 1,748,000 Materials & Supplies 877,500 891,300 (28,500) 0 862,800 (14,700) (1.7%) 824,700 862,600 Purchased Services 104,900 107,500 16,500 0 124,000 19,100 18.2% 124,000 124,000 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 6,500 7,300 0 0 7,300 800 12.3% 7,300 7,300 Total Expenses 2,637,600 2,664,400 (12,000) 0 2,652,400 14,800 0.6% 2,656,900 2,741,900 Revenues: Activity Revenue 0 25,000 0 0 25,000 25,000 0.0% 25,000 25,000 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 40,000 30,000 0 0 30,000 (10,000) (25.0%) 30,000 30,000 Total Revenues 40,000 55,000 0 0 55,000 15,000 37.5% 55,000 55,000Tax Levy 2,597,600 2,609,400 (12,000) 0 2,597,400 (200) (0.0%) 2,601,900 2,686,900 Tax Levy By Activity

Collections & Technologies 2,597,600 2,609,400 (12,000) 0 2,597,400 (200) (0.0%) 2,601,900 2,686,900Tax Levy 2,597,600 2,609,400 (12,000) 0 2,597,400 (200) (0.0%) 2,601,900 2,686,900

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• 2018 includes a $20,000 capital impact in collection materials for Bronte branch as well as $17,900 inflation of materials for all other branches. Inflationary costs for salaries and benefits have also been included.

Service: Community Engagement Mission Enhance community awareness and engagement to increase use of and support for the Library’s programs, services and spaces. Major Responsibilities • Create and execute a community engagement plan. • Create conversations with residents, customers and partners to promote library programs and services. • Develop relevant, innovative and creative programs. • Pursue partnership, fundraising and sponsorship opportunities.

Strategic Priorities (Initiatives) • Take a holistic and multi-faceted approach to communications with all stakeholders to promote the role and importance of the library. • Develop criteria based on customer feedback, desired outcomes and industry trends to determine a programming strategy and life cycle. • Explore ways to increase support for the Library.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $37,600 due to a $17,000 addition in part-time wages for Community Engagement

programming as well as inflationary increases for wages and benefits. • Materials & Supplies have increased $2,300 primarily for collection materials to be used in programming. • Purchased Services have decreased $4,200 primarily due to an increase in performer fees for programming as well as blackberry expenses

reallocated from Administrative Services. • Internal Charges have decreased $2,000 due to the elimination of printing charges from the town. • Activity Revenue has increased $2,800 due to anticipated higher program registration revenue. • Other Revenue has increased $3,500. The transfer from the Library Development Reserve Fund was decreased $13,500 due to stronger

programming revenue however $17,000 was added to support increased part-time expenditures. 2017 - 2018 Budget Forecast Highlights • Inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 961,700 982,300 0 17,000 999,300 37,600 3.9% 1,025,100 1,053,600 Materials & Supplies 118,200 120,500 0 0 120,500 2,300 1.9% 120,500 120,500 Purchased Services 23,000 27,200 0 0 27,200 4,200 18.3% 27,200 27,200 Internal Charges 2,000 0 0 0 0 (2,000) (100.0%) 0 0 Other Expenditures 1,200 1,200 0 0 1,200 0 0.0% 1,200 1,200 Minor Capital & Transfer To Reserves 700 700 0 0 700 0 0.0% 700 700 Total Expenses 1,106,800 1,131,900 0 17,000 1,148,900 42,100 3.8% 1,174,700 1,203,200 Revenues: Activity Revenue 50,500 53,300 0 0 53,300 2,800 5.5% 53,300 53,300 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 3,900 0 0 3,900 3,900 0.0% 3,900 3,900 Other Revenue 96,500 83,000 0 17,000 100,000 3,500 3.6% 100,000 100,000 Total Revenues 147,000 140,200 0 17,000 157,200 10,200 6.9% 157,200 157,200Tax Levy 959,800 991,700 0 0 991,700 31,900 3.3% 1,017,500 1,046,000 Tax Levy By Activity

Community Engagement 959,800 991,700 0 0 991,700 31,900 3.3% 1,017,500 1,046,000Branch Services 959,800 991,700 0 0 991,700 31,900 3.3% 1,017,500 1,046,000

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Program: Parks and Open Space


2016 – 2018

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Program: Parks and Open Space Vision Statement: A commitment to a better quality of life for individuals, families, businesses - today and tomorrow and to make Oakville the most livable town in Canada by developing and managing a safe and sustainable open space system for all our citizens to use and enjoy. Mission Statement: A commitment to ensuring a diverse range of open space opportunities that preserves and enhances the quality of life for present and future generations. This will be accomplished by protecting and enhancing our heritage and environment, facilitating community partnerships and providing effective, efficient services through a dedicated and professional staff.

Program Description The Parks and Open Space department provides the residents of Oakville the planning, administrative and day-to-day maintenance for the town’s parks and open space system as well as undertaking the planning and construction of new parkland/ open space as well as rehabilitation of park facilities and assets. Services are provided in the following areas: Parks Administration, Park Planning and Development, Parks Maintenance, Forestry, Cemeteries and Harbours. Parks Administration services focus on administration, planning and providing customer service to client groups and stakeholders as well as ensuring the efficient delivery of services for the community. The largest service in the Parks and Open Space program is Parks Maintenance which includes turf, sports-fields, sanitation and horticulture. This service provides grass cutting in all parks and roadsides, sports field maintenance, horticulture services, integrated pest management, sanitation services, playground, splash pad, structure maintenance (stairs, bridges, and boardwalks), and winter control at all community centres, arenas, senior centres, parks and civic squares, recreational trail maintenance and provides assistance to community groups with hundreds of special events every year. The Park Planning and Development section focuses on the planning and development of new parks and open space facilities, along with the replacement and renewal of existing parks infrastructure. Forestry services include the provision for maintaining the town’s urban forest that includes street and park trees, woodlots and trees along trail systems. Cemetery services provide the maintenance and management of all cemetery properties to provide dignified final resting places for many Oakville residents.

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Harbours services is the provision of services that involves operating and maintaining Oakville and Bronte harbours through the supply of mooring slips, boat lifting and launching, winter and summer storage, cradle storage, as well as mast stepping and unstepping.

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Program Services Parks and Open Space provide activities through the following services: • Parks and Open Space Administration • Park Planning and Development • Parks Maintenance • Forestry • Cemeteries • Harbours

Staffing Overview

Parks and Open Space staff complement has increased of 4.6 for a total of 162.2 FTE for 2016. The following provides details for the budget changes: • To ensure service levels are maintained and the department is within budget, the part-time budget for Parks Maintenance has increased by

1.9 FTE for Environmental Services, Horticulture and Sports Field Maintenance. • Parks Maintenance share staff with Infrastructure Maintenance. For 2016, additional budgeted hours are allocated to Parks Maintenance

activities resulting in a reallocation of 0.3 FTE. Town wide, there is no budget impact. • A Forestry Information Analyst position has been added to manage the data system related to the Forestry work order system and various

forestry programs. A portion of the personnel expense is recovered through capital projects and from Oakville Hydro. • To adequately service and support the new parks being assumed through growth, additional full-time and part-time staff are required, which

has added 1.4 FTE to the complement.

Program: Parks and Open Space 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Administration 1.7 1.7 1.7 0.0Parks Planning and Development 5.0 5.0 5.0 0.0Parks Maintenance 110.4 111.1 1.4 1.9 0.3 114.6 3.6Forestry 25.0 23.1 1.0 24.1 1.0Cemeteries 6.3 5.6 5.6 0.0Harbours 8.2 8.2 8.2 0.0Forestry Temporary Arborist 3.0 3.0 0.0

Total Parks and Open Space 156.6 157.6 1.4 2.9 0.3 162.2 4.6

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Overall, the increase to the 2016 Parks and Open Space budget is 4.4% or $667,000. The largest driver being salary and benefits which has an increase of $611,100 primarily as a result of additional staffing included to maintain newly developed park and trail infrastructure. Administration is increasing by $74,900. Main budget drivers include increases to property taxes for leased lands and insurance. Normal inflation adjustments have been included for Parks Planning and Development which explains the increase of $6,900. Parks Maintenance is increasing by 4.6% or $527,600. Additional budget was included as a result of capital impacts for new park development. This resulted in an increase of 1.4 FTE, contracted services and utility increases. Forestry is increasing by $53,800 for inflation, adjustments to contracted services and the addition of the Forestry Information Analyst to support capital projects and work required for Hydro. The revenue budget for sports field rentals, regional recoveries and hydro has increased, however external revenues were reduced for Cemetery and Harbours to reflect recent trends. Although Harbour and Cemetery revenue do not impact the tax levy, it will reduce transfers to reserves which may affect future capital purchases or projects.



Parks & Open Space Administration 389,600 379,900 465,000 454,800 74,900 19.7%Park Planning & Development 615,300 255,900 624,700 262,800 6,900 2.7%Parks Maintenance 14,073,100 11,405,000 15,045,900 11,932,600 527,600 4.6%Forestry 3,660,600 2,934,100 3,770,300 2,987,900 53,800 1.8%Cemeteries 1,193,100 122,200 1,161,800 126,000 3,800 3.1%Harbours 1,927,100 0 1,859,600 0 0 0.0%

Total 21,858,800 15,097,100 22,927,300 15,764,100 667,000 4.4%


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2011 2012 2013 2014 2015 8.0% 8.1% 7.8% 7.9% 7.9%


2011 2012 2013 2014 2015 10.2% 10.2% 10.3% 10.2% 10.1%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time. 3. Hectares of open space per 1000 population

2011 2012 2013 2014 2015 .007 .008 .007 .008 .008

Why Important: Reflects the total amount of parks and open space per person. How Calculated: 1465 ha/188,900 pop = .008/1000. 4. Kilometers of trails

2011 2012 2013 2014 2015 292 295 295 297 303

Why Important: Reflects the total number of recreational trail maintained. How Calculated: Total km of trails from GIS. 5. Percentage of ash canopy conserved

2011 2012 2013 2014 2015 75% 73% 69% 60%

Why Important: It’s a yardstick to measure the success of treating ash in the ash canopy conservation sub-program. How Calculated: Square Metre of ash treated vs total municipal ash canopy on roads and active parkland

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Key Objectives (Initiatives) for 2016 – 2018 • Continued implementation of Parks, Recreation and Library Facilities Master Plan. • Continue implementation of the North Oakville Trails Plan. • Continue implementation of invasive species strategy focused on Emerald Ash Borer at this time. • Continue implementation of the North Oakville Urban Forest Strategic Management Plan. • Monitor any movement of Asian long-horned beetle into Oakville. Liaise with Canadian Food Inspection Agency and municipal partners. • Continue implementation of 16 Mile Creek West Shore Landscape Master Plan focusing on Tannery Park area. • Undertake a review of all Parks facilities and parkland in collaboration with any update to Development Charge By-law. • Implement master plan for Memorial Park. • Complete facility fit plan for North Park including consultation with key stakeholders and further partnership opportunities in accordance with

the direction of Council. • Develop neighbourhood parks in North Oakville in accordance with direction from Parks, Recreation and Library Facilities Master Plan and

North Oakville park facility distribution plan. • Work on a collaborative basis with the Region of Halton, City of Burlington to implement Master Plan for Burloak Waterfront Park. • Develop Village Squares in North Oakville in accordance with vision and requirements of the North Oakville Secondary Plan. • Implement any Council approved changes to the Private Tree By-law. • Complete final report and implement progressive discipline program for outdoor sports field permit holders promoting the “Be A Good

Neighbour” philosophy. • Implement capital infrastructure renewal programs and undertake engineering audits for existing structures. • Implement additional management programs to reduce the impact of Canada geese on our waterfront parks. • Continue to refine department performance indicators to support performance-based budgeting. • Continue phasing in work order based asset management program within Parks Maintenance. • Undertake a review of all splash pads for greater water efficiency. • Update ten year capital forecast on an annual basis. • Undertake an accessibility audit for trails and report back to Council. • Complete waterfront park development projects at Edgemere and Birch Hill Promenade. • Review opportunities for additional full burial lots at Trafalgar Lawn Cemetery and cremation plaza at St. Jude’s cemetery to respond to

market trends to cremation. • Review and develop pro/con analysis of future expansion of Trafalgar Lawn Cemetery including all expenses and revenues. • Undertake Harbours Master Plan that includes completion of Feasibility and Capacity Study- Phase 2 and the future use of the Bronte

Marina building (formerly Metro Marine) and report to Council. • Implement seawall rehabilitation within Oakville harbor.

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In 2016 the budget for Parks and Open Space program is increasing by $667,000 or 4.4%. The main drivers include: • Personnel costs have increased by $611,100, and include inflationary increases for salaries and benefits. Also, $207,400 in additional

staffing to support new park infrastructure is included. Forestry has increased full-time staff by 1.0 FTE which is partially funded through a recovery from capital and hydro. Parks Maintenance part-time staffing hours have increased to provide support during the summer season for sportsfield and environmental services.

• Materials and Supplies have increased by $152,500 which includes of an increase of $100,800 for utilities, and construction material as an impact from capital which is required to maintain new park infrastructure.

• Purchased Services have increased by $214,200. The majority of this increase is for contracted services where additional funds are needed for winter control, environmental services and to support work done for Oakville Hydro which is recoverable.

• Payments and Grants have increased by $62,900, to account for adjustments for property taxes and license and permits. • Internal Expenses and Transfers were increased by $103,500 to reflect average usage for vehicle maintenance required by the department

and due to a reduction in external revenue for Harbours, a reduced transfer to the Harbours Reserve has been budgeted. • External Revenues has increased by $169,300. The revenue budget for sportsfield rentals, Regional recoveries and Hydro has increased.

However, due to current trends, Harbours, storage revenue and wet mooring has decreased by $147,900. • Internal Recoveries have increased by $309,200. Parks Maintenance allocates Supervisor’s time from admin to the activity business units

they oversee. As a result of this internal reallocation, the recovery has increased by $184,000 but overall there is no impact to the department as the expense is included in Internal Expenses. In addition, the internal recovery for snow removal and labour recovery has increased by $63,500 which is expensed to other programs within the town.



Personnel Services & Benefits 10,979,100 11,258,300 207,400 124,500 11,590,200 611,100 5.6%Materials & Supplies 1,905,400 1,956,000 101,900 0 2,057,900 152,500 8.0%Capital Out Of Operations 65,700 67,000 0 0 67,000 1,300 2.0%Purchased Services 3,061,800 3,211,800 64,200 0 3,276,000 214,200 7.0%Payments & Grants 185,200 247,300 800 0 248,100 62,900 34.0%Internal Expenses & Transfers 5,661,600 5,765,100 0 0 5,765,100 103,500 1.8%Total Expenses 21,858,800 22,505,500 374,300 124,500 23,004,300 1,145,500 5.2%

Revenues:External Revenues 4,481,200 4,645,500 5,000 0 4,650,500 169,300 3.8%Internal Recovery & Fund Trsfs 2,280,500 2,539,000 0 50,700 2,589,700 309,200 13.6%Total Revenues 6,761,700 7,184,500 5,000 50,700 7,240,200 478,500 7.1%

Tax Levy 15,097,100 15,321,000 369,300 73,800 15,764,100 667,000 4.4%

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• Capital impacts of $369,300 have been included for impacts to staffing, utilities and contracted services for new parks development. In particular costs to maintain Memorial Park , North Oakville village squares, Ortona Park, and improved soccer fields/new washroom/field house building at Oakville Park have been included.

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Parks & Open SpaceParks & Open Space Administration 465,000 480,900 3.4% 487,600 1.4%Park Planning & Development 624,700 641,000 2.6% 658,400 2.7%Parks Maintenance 15,045,900 15,717,900 4.5% 16,419,700 4.5%Forestry 3,847,300 3,936,200 2.3% 4,006,100 1.8%Cemeteries 1,161,800 1,174,100 1.1% 1,185,000 0.9%Harbours 1,859,600 1,916,100 3.0% 1,957,000 2.1%Total Gross Expenditures 23,004,300 23,866,200 3.7% 24,713,800 3.6%

Tax Levy

Parks & Open SpaceParks & Open Space Administration 454,800 470,200 3.4% 476,900 1.4%Park Planning & Development 262,800 264,700 0.7% 274,600 3.7%Parks Maintenance 11,932,600 12,552,200 5.2% 13,199,400 5.2%Forestry 2,987,900 3,074,300 2.9% 3,141,600 2.2%Cemeteries 126,000 127,800 1.4% 129,700 1.5%Harbours 0 0 0.0% 0 0.0%Total Tax Levy 15,764,100 16,489,200 4.6% 17,222,200 4.4%

Gross Expenditures By Type Personnel Services & Benefits 11,590,200 12,044,700 3.9% 12,460,200 3.4% Materials & Supplies 2,057,900 2,162,900 5.1% 2,239,000 3.5% Purchased Services 3,276,000 3,403,700 3.9% 3,437,300 1.0% Internal Charges 4,666,500 4,792,900 2.7% 5,094,200 6.3% Other Expenditures 248,100 258,800 4.3% 259,900 0.4% Minor Capital & Transfer To Reserves 1,165,600 1,203,200 3.2% 1,223,200 1.7% Total Expenditures 23,004,300 23,866,200 3.7% 24,713,800 3.6% Revenues By Type Activity Revenue 4,650,500 4,769,600 2.6% 4,874,900 2.2% Internal Recoveries 2,270,300 2,287,200 0.7% 2,297,300 0.4% Grants 0 0 0.0% 0 0.0% Other Revenue 319,400 320,200 0.3% 319,400 (0.2%) Total Revenues 7,240,200 7,377,000 1.9% 7,491,600 1.6%Tax Levy 15,764,100 16,489,200 4.6% 17,222,200 4.4%

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2016-2018 Recommended Capital Budget The Parks and Open Space capital budget for 2016 will provide funds to both expand the parks and trail network and continue to maintain the current park infrastructure. Growth projects include the construction of a neighbourhood park in North Oakville, landscaping and design of the Oakville portion of Burloak Waterfront Park, additional parkettes, and extensive development of the town's trail network in North Oakville. Infrastructure renewal projects include annual maintenance of the town's park infrastructure including sportsfields, playgrounds, splash pads, stairs, bridges, trails, parking lots, sports field lighting and washrooms. Landscaping rehabilitation works will continue in the parks along the 16 Mile Creek West Shore, along with Waterfront Trail Improvements at Tannery Park. Existing sportsfields at the White Oaks School ‘north’ campus will be improved, with the construction of two new Class A fields and the relocation of the washroom/fieldhouse on the site. Parks vehicles and equipment are on a replacement schedule based on useful life and condition of the assets. The EAB Management program continues with the ash tree injection program, replacement plantings and removal of dead ash trees both on streets, active parks and woodlots. Harbours will be replacing the existing boat launch at Bronte Harbour as it is at the end of its useful life.

Parks and Open Spaces Classification 2016 2017 2018 2016 2017 2018Parks and Open Spaces 52211514 North Oakville - Neighbourhood Park - 1 Growth 1,872,000 666,000 123,30052211527 Burloak Waterfront Park - Community Park Growth 234,000 234,000 23,30052211528 Sportfields Conversions Strategic Priorities 780,000 34,50052211602 CLC Lands (Dorval) Parkette Growth 484,000 22,40052211604 Mattamy Pendent-Park-SD 590.2 (Kaitting House) Growth 425,000 20,40052211606 WOSS Field and Washroom Rehabilitation Strategic Priorities 1,612,000 37,00052211607 Skateboard Park Rehab Infrastructure Renewal 104,000 52211608 Replacement of In-Ground Waste Containers Infrastructure Renewal 50,000 50,000 50,000 52211609 Parking - Palermo Cemetery Infrastructure Renewal 60,000 52211610 Erchless Estate - Rockery Stairs Infrastructure Renewal 78,000 52211612 Picnic Shelters and Bandshells Infrastructure Renewal 130,000 78,000 52211613 NHS - Trail Growth 520,000 780,000 1,040,000 7,300 7,300 7,30052211614 Sports Field Rehabilitation Infrastructure Renewal 338,000 364,000 364,000 52211615 Stairs, Bridges and Trails Infrastructure Renewal 676,000 894,000 915,000 52211616 Tennis and Basketball Court Infrastructure Renewal 281,000 192,000 151,000 52211617 Electrical Lighting Rehab Infrastructure Renewal 177,000 161,000 57,000 52211618 Parks Facilities Repairs Infrastructure Renewal 197,000 242,100 491,000 52211619 Parking Lot and Driveway - Parks Facilities Infrastructure Renewal 931,000 229,000 166,000 52211620 Splash Pad Rehabilitation Infrastructure Renewal 338,000 52211621 Playground Rehabilitation Infrastructure Renewal 250,000 286,000 156,000 52211622 Lorne Scots Regimental Memorial Strategic Priorities 50,000 52211701 Wallace Park - Washroom Expansion/Renova Infrastructure Renewal 36,000 364,000 52211702 South Shell Waterfront Park Phase 3 Growth 645,000 20,30052211703 North Oakville Neigh.Park 4 Growth 322,000 1,612,000 52211704 Splash Pad - College Park area Community Enhancements 52,000 364,000


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Parks and Open Spaces Classification 2016 2017 2018 2016 2017 201852211705 Park Signs - New Growth Growth 15,000 52211708 Coronation Park - East Picnic Infrastructure Renewal 26,000 52211711 Convert Bsktbll&Tennis Crts to Artificial Ice Community Enhancements 780,000 21,500 31,90052211712 Green Ginger Village Square Growth 510,000 20,40052211713 Fitzsimmons Trail Growth 26,000 213,000 3,90052211802 Uptown Core -Memorial Park Special Project Growth 432,000 104,30052211805 Clearview Creek Trail Community Enhancements 260,000 4,90052211806 Winston Park West Trail Development Growth 52,000 52211807 Edgemere Waterfront Trail Growth 317,000 4,90052211808 Shieldbay Village Square 1 Growth 525,000 20,40052221403 Waterfront Parks Goose Management Strategic Priorities 75,000 100,000 52221602 Backstops and Fencing Infrastructure Renewal 130,000 88,000 94,000 52221603 Gairloch Gardens Rehabilitation Infrastructure Renewal 36,000 364,000 260,000 34,50052221604 Greenhouse Rehabilitation Infrastructure Renewal 104,000 31,000 30,000 52221605 Sports Field Irrigation Infrastructure Renewal 52,000 52,000 52,000 52221708 River Oaks - Artificial Turf Replacement Infrastructure Renewal 780,000 52231601 Cul-de-sac Rehabilitation Infrastructure Renewal 260,000 260,000 286,000 52241201 16 Mile Creek West Shore Landscape Rehabilitation Infrastructure Renewal 2,054,000 1,248,000 52241602 Waterfront Trail Improvement - Tannery Waterworks Community Enhancements 1,716,000 936,000 936,000 52241603 Pathway Rehabilitation Infrastructure Renewal 208,000 208,000 234,000 52241604 Asphalt Pathway Rehabilitation Infrastructure Renewal 208,000 208,000 208,000 52251601 Parks Growth Vehicles and Equipment Growth 152,000 467,000 232,000 24,900 91,800 40,10052251602 Parks Replacement Equipment Infrastructure Renewal 1,221,200 1,024,400 908,100 52251701 Parks Structure Inspections Infrastructure Renewal 30,000 30,000 52271505 I-Tree Infrastructure Renewal 20,000 52271601 Urban Forest Strategic Management Plan (UFSMP) Infrastructure Renewal 125,000 52271602 Street Tree Planting - Non Growth Infrastructure Renewal 300,000 300,000 300,000 52271603 Woodlot Preventative Maintenance Infrastructure Renewal 75,000 75,000 75,000 52271604 Parks Tree Planting Infrastructure Renewal 150,000 175,000 175,000 52271605 EAB Management Program Strategic Priorities 3,740,000 3,680,000 3,280,000 Total Parks and Open Spaces 19,358,200 17,291,500 14,807,100 221,200 273,100 212,300


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Operating impacts required in 2016-2018 as a result of these projects include part-time staffing, utilities and supplies to maintain new parks and trails as they are built. Funds for licensing, insurance and fuel for new vehicles and equipment required for growth of the town will have an impact on future operating budgets. In addition, an increased transfer to the Parks and Open Space equipment replacement reserve has been included to ensure that the eventual replacement of these new assets at the end of their useful is affordable.

Parks and Open Spaces Classification 2016 2017 2018 2016 2017 2018Cemeteries 52711502 Road Rehabilitation Enterprise Initiatives 104,000 104,000 104,000 52711601 Cemeteries Annual Provision Enterprise Initiatives 15,000 15,000 15,000 52711702 TLC Pond Armourstone/Bridge Enterprise Initiatives 156,000 52711801 TLC North Cemetery Lands Development Enterprise Initiatives 75,000 52721601 Cemetery Equipment Enterprise Initiatives 205,000 84,000 Total Cemeteries 324,000 275,000 278,000Harbours 52211603 Seawall Rehabilitation - Oakville Harbour Enterprise Initiatives 130,000 2,288,000 52211801 Seawall Installation - Berta Point - Bronte Harbour Enterprise Initiatives 104,000 52901601 Rehab Boat Launch - Bronte Harbour Enterprise Initiatives 312,000 52901602 New Gantry Wall TOWARF Slip Enterprise Initiatives 177,000 52901603 Harbours Security Enterprise Initiatives 75,000 52901604 Annual Dockage/Property Enterprise Initiatives 84,500 87,000 89,600 52901605 Harbours Equipment Replacement Enterprise Initiatives 150,000 64,500 18,000 Total Harbours 928,500 2,439,500 211,600

Total Parks and Open Spaces 20,610,700 20,006,000 15,296,700 221,200 273,100 212,300


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Service: Parks Administration Mission To oversee the operation of the town’s Parks and Open Space programs, support services and facilities in order to ensure their efficient and effective operation. Major Responsibilities • Overall supervision of the department and ensure quality customer service. • Development of strategy, long-term planning polices, innovation and sustainable business plans to support the delivery of Parks and Open

Space services. • Support and develop staff through appropriate skills training and professional development. • Establishment of strategic partnerships and alliances to enhance services. • Responsible for ensuring risk management, training, health and safety, and corporate policies are adhered to. • Ensure the fulfillment of recommendations of the Parks, Recreation and Library Services Master Plan. • Oversee processing garden plot program, town tree protection deposits and refunds, processing of gate applications and Parks Access

Applications and Park Ambassador programs. • Update relevant Parks and Open Space project and customer service information on the town website.

Strategic Priorities (Initiatives) • Implementation and ensure ongoing support to the Parks and Open Space portions of the updated Corporate website. • Implement and oversee business review and process changes within Parks Operations to further evolve Customer Relationship

Management (CRM) as a support to Service Oakville. • Ensure all sectional health and safety operational plans and the departmental emergency management plan are updated annually.

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2016 Key Budget Drivers Parks & Open Space Administration has an increase of $74,900 for 2016. The following areas are contributing to the increase: • Personnel Services & Benefits has increased $4,500. This is due to annual inflationary increases for wages and benefits. • Purchased Services has increased by $15,800, primarily due to increase in insurance premiums. • Other Expenditures have increased by $55,000 to include revised property taxes due to the renewal of several Provincial lease agreements,

imposition of taxes within existing lease agreements and renewal of Hydro One corridor agreements. • Minor Capital is increasing by $100 for general equipment. • Due to anticipated increases to miscellaneous recoveries, activity revenue is increasing by $500.

2017- 2018 Budget Forecast Highlights • Other than inflationary impacts there are no anticipated increases for 2017 and 2018.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 224,500 229,000 0 0 229,000 4,500 2.0% 234,900 241,600 Materials & Supplies 2,800 2,800 0 0 2,800 0 0.0% 2,800 2,800 Purchased Services 64,800 80,600 0 0 80,600 15,800 24.4% 80,600 80,600 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 95,000 150,000 0 0 150,000 55,000 57.9% 160,000 160,000 Minor Capital & Transfer To Reserves 2,500 2,600 0 0 2,600 100 4.0% 2,600 2,600 Total Expenses 389,600 465,000 0 0 465,000 75,400 19.4% 480,900 487,600

Revenues: Activity Revenue 9,700 10,200 0 0 10,200 500 5.2% 10,700 10,700 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 9,700 10,200 0 0 10,200 500 5.2% 10,700 10,700Tax Levy 379,900 454,800 0 0 454,800 74,900 19.7% 470,200 476,900 Tax Levy By Activity

Parks & Open Space Administration 379,900 454,800 0 0 454,800 74,900 19.7% 470,200 476,900Tax Levy 379,900 454,800 0 0 454,800 74,900 19.7% 470,200 476,900

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Service: Park Planning and Development Mission To provide a diverse range of active and passive open space opportunities for residents and visitors alike in order to enhance the quality of life for present and future generations. This is achieved through the careful planning, design and construction of new facilities and rehabilitation and replacement of existing infrastructure. Major Responsibilities • Planning and developing of new parkland and open space on a town-wide basis. • Participating on various development review teams and technical advisory committees to support other internal departments and represent

Parks and Open Space mandate. • Implementation of the parks master plans as well as undertaking annual capital asset renewal and rehabilitation projects. • Reviewing site plan applications, subdivision agreements, official plan amendments and other planning documents and circulations that

impact town parks and open spaces. Strategic Priorities (Initiatives) • Complete implementation of master plan update for Bronte Heritage Waterfront Park. • Continue implementation of 16 Mile Creek West Shores Landscape Master Plan focusing on Tannery Park and then Shipyard Park. • Continue to refine the North Oakville Parks Facility Distribution Plan, and 10 year capital infrastructure renewal programs based on Parks,

Recreation and Library Services Master plan facility update. • Work collaboratively with Halton Region and the City of Burlington to implement master plan for Burloak Waterfront Park. • Implement revised master plan for Memorial Park (formerly Uptown Core Park). • Undertake rehabilitation program at Gairloch Gardens. • Reconstruct two soccer fields, construct field house/washroom building at Oakville Park to accommodate new French Catholic school • Undertake a Trails Audit for accessibility. • Plan for new park on the (former) hospital lands. • Develop neighbourhood parks in North Oakville as per Parks, Recreation and Library Master Plan and Park’s Facility Distribution plan. • Develop village squares in North Oakville in conformity with vision for the North Oakville Secondary Plan. • Continue implementing annual capital renewal programs. • Continued investigation with Halton Region to implement water recycling program at splash pads.

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2016 Key Budget Drivers Overall Parks Planning and Development has decreased by $6,900. This is due to the following: • Personnel Services & Benefits have increased by $7,500 mainly for inflation for salary and benefits offset with a new staff member starting

at a lower rate. • Purchased Services is increasing by $1,900 for mileage and professional dues. • Internal recoveries have been increased by $2,500 as a result of increased staff time to deliver the capital program.

2017 - 2018 Budget Forecast Highlights • 2017 – 2018 includes anticipated contractual increases as well and inflationary increases for other wage groups and benefits.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 590,000 597,500 0 0 597,500 7,500 1.3% 613,100 630,500 Materials & Supplies 1,100 1,100 0 0 1,100 0 0.0% 1,100 1,100 Purchased Services 24,200 26,100 0 0 26,100 1,900 7.9% 26,800 26,800 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 615,300 624,700 0 0 624,700 9,400 1.5% 641,000 658,400

Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 359,400 361,900 0 0 361,900 2,500 0.7% 376,300 383,800 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 359,400 361,900 0 0 361,900 2,500 0.7% 376,300 383,800Tax Levy 255,900 262,800 0 0 262,800 6,900 2.7% 264,700 274,600 Tax Levy By Activity

Park Planning & Development 255,900 262,800 0 0 262,800 6,900 2.7% 264,700 274,600Tax Levy 255,900 262,800 0 0 262,800 6,900 2.7% 264,700 274,600

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Service: Parks Maintenance Mission To maintain outdoor recreation facilities and open spaces, and facilitate special events in order to enhance the quality of life for residents and visitors to Oakville. Major Responsibilities • Maintenance of town parkland through an integrated pest management and plant health care programs. This includes ongoing turf

monitoring, specialized fertilizer programs based on soil analysis, aquaciding (hot water) on hard surface areas, horticultural grade vinegar used on all horticulture beds, use of AAS (All American Selections) for flowering material that is hardy and drought and insect-resistant.

• Mowing town parkland, boulevards, utility corridors on a seasonal basis (April to October). Maintenance of town sports fields including mowing athletic fields, grooming ball diamonds, maintenance of tennis and basketball courts. Supervise park patrol function (April – November).

• Maintenance of horticulture beds on parkland, road allowances. Plant and maintain annual beds on a town-wide basis. Provide horticulture service to three business improvement areas. Oversee and operate the greenhouse production facility and conservatory. Facilitate bookings at greenhouse for weddings, photo shoots, tours and plant loan program.

• Maintenance of town recreational trails and park pathways. This includes seasonal proactive maintenance (May to November) and reactive maintenance in the period of October to April. Snow removal on designated pathways.

• Snow and/or ice removal and checks of all town facilities including recreation centres, arenas, public squares, Centennial Library, performing arts centre, pathways leading to school sites, stairs, bridges, leash free areas, downtown Oakville public lots and park parking lots and driveways, both open and closed (for emergency access).

• Inspection and required maintenance and repair of all park structures including playground equipment, splash pads, drinking fountains, buildings (irrigations, washrooms, change rooms, storage), park furniture, fencing, lighting, in ground water and electrical service, park identification and bylaw signage, parking lots, gates and barriers, bridges and stairs.

• Set up, service and take down of special events with in the parks properties, trails, sports fields, and parks. This includes tables, sanitation, water bars, utilities and staffing.

Strategic Priorities (Initiatives) • Transfer of central irrigation system from a monthly leased modem operation to a completely wireless system to reduce cost and improve

data integrity and efficiency. • Implement rates and fees for outdoor sports fields on a schedule that brings rates and fees in line with Council direction in terms of recovery

and in line with regional municipal comparators • Expand and improve efficiencies of waste management in parks. This includes more efficient handling of solid waste through moving

towards additional in-ground large volume containers and diversion to landfill through modest recycling at major sports fields. • Continued development of a Park’s asset management system through ensuring all assets are captured correctly in corporate database,

correct attributes have been assigned and ultimately assets are maintained on a work order based system that captures all costs over the life of the asset and links to the asset replacement based on the 10 year capital forecast.

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• Continue enhancing Parks Technical Services group migrated to full asset maintenance using tablet technology to create, track inspections and repairs and close work orders. Work order management tied to payroll further reducing ‘paper’ and further increasing efficiencies between departments. Continued expansion of the tablet work order system for 2016 / 2017 is in the winter control and turf programs.

• Investigate centralized control for sports field lighting. • Investigate recycling grey water from splash pads as operating budget efficiency. • Identify target locations for naturalization and continue working with community groups, NGO’s on native tree/shrub plantings towards

naturalization and canopy goals. Work with community groups on projects such as pollinator gardens.

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2016 Key Budget Drivers Overall Parks Maintenance has increased by $527,600 or 4.6%. This is due to the following: • Personnel costs have increased by $418,700. This increase includes part-time hours to provide additional support for environmental

services and sportsfields. Contractual and inflationary increases for various wage groups and benefits and impacts from capital for maintenance of new parks provide balance of the increase.

• Materials & Supplies have increased by $165,000 which is needed for utilities ($101,500), construction material ($30,700) and botanical supplies.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 6,692,300 6,855,200 207,400 48,400 7,111,000 418,700 6.3% 7,437,500 7,729,100 Materials & Supplies 1,595,600 1,658,700 101,900 0 1,760,600 165,000 10.3% 1,863,700 1,937,900 Purchased Services 1,726,300 1,827,100 61,100 0 1,888,200 161,900 9.4% 2,003,500 2,037,100 Internal Charges 3,886,100 4,106,900 0 0 4,106,900 220,800 5.7% 4,233,300 4,534,600 Other Expenditures 22,900 27,400 800 0 28,200 5,300 23.1% 28,900 30,000 Minor Capital & Transfer To Reserves 149,900 151,000 0 0 151,000 1,100 0.7% 151,000 151,000 Total Expenses 14,073,100 14,626,300 371,200 48,400 15,045,900 972,800 6.9% 15,717,900 16,419,700 Revenues: Activity Revenue 1,251,400 1,435,600 5,000 0 1,440,600 189,200 15.1% 1,493,000 1,547,600 Internal Recoveries 1,416,700 1,672,700 0 0 1,672,700 256,000 18.1% 1,672,700 1,672,700 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 2,668,100 3,108,300 5,000 0 3,113,300 445,200 16.7% 3,165,700 3,220,300Tax Levy 11,405,000 11,518,000 366,200 48,400 11,932,600 527,600 4.6% 12,552,200 13,199,400 Tax Levy By Activity

Parks MaintenanceAdministration/Equipment/Facility 1,736,400 1,554,000 1,700 0 1,555,700 (180,700) (10.4%) 1,585,700 1,617,600Integrated Pest Management 626,200 737,000 38,300 0 775,300 149,100 23.8% 825,000 838,100Parkland Mowing & Sportsfield Mtc 3,174,200 3,234,400 67,600 34,000 3,336,000 161,800 5.1% 3,535,000 3,920,200Horticulture Services 1,930,800 1,939,000 65,800 0 2,004,800 74,000 3.8% 2,059,700 2,103,500Sanitation Services 1,129,600 1,110,900 91,500 14,400 1,216,800 87,200 7.7% 1,289,000 1,330,300Winter Control 397,700 470,900 (14,500) 0 456,400 58,700 14.8% 512,600 541,100Parks Infrastructure 2,410,100 2,471,800 115,800 0 2,587,600 177,500 7.4% 2,745,200 2,848,600Special Events/Community Support 0 0 0 0 0 0 0.0% 0 0

Tax Levy 11,405,000 11,518,000 366,200 48,400 11,932,600 527,600 4.6% 12,552,200 13,199,400

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• Purchased Services have increased by $161,900 mostly for contracted services and utilities as an impact from capital to support new parks and trails.

• Internal Charges have increased by $220,800 to reflect average usage for vehicle maintenance required by the department. In addition internal charge also includes revised allocation of Supervisors time to the activities they oversee. The offsetting revenue is included in internal recoveries and there is no impact overall to the department.

• Other Expenditures has increased by $5,300 for changes to licenses and permits. • Minor capital has increased by $1,100 for the increase to general equipment. • Activity Revenue has increased by $189,200 to reflect increased use of the adult and youth sports field rentals and Halton Region

recoveries. • Internal Recoveries have increased by $256,000 for winter control, reciprocal agreements with school boards and to balance the allocation

of the Supervisors support provided to activities. 2017 - 2018 Budget Forecast Highlights • In 2017, in addition to increases for salary and benefits, capital impacts for additional part-time staffing and materials and supplies have

been included to maintain park new development. In 2017/2018 it is anticipated that that capital projects for Neighbourhood Park 1, Neighbourhood Park 4 Shieldbay/Minto, and Green Ginger development will progress.

Service: Forestry Mission To provide the community with a safe and healthy urban forest canopy that is protected and enhanced to provide a variety of ecological benefits through sustainable management and stewardship. Major Responsibilities • To oversee the administration of the forestry section and staff to ensure that work is undertaken in an organized, efficient and safe manner. • Work with community partners on various forestry initiatives. • Maintain large trees on town road allowances town-wide. This includes pruning, take-down and cabling. • Maintain woodlots, trees along trail systems, and large park trees on a town-wide basis. Responsibilities also include overseeing prescribed

burns, invasive species removal and replanting programs, and inspect and monitor woodlots for pest activity. Also responsible for delivering annual street tree planting program.

• This includes ensuring compliance of town tree protection during construction and rehabilitation projects and implements woodlot management plans for the continued health of the urban forest. The section also has a shared responsibility for the Private Protection Tree By-law.

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Strategic Priorities (Initiatives) • Continued implementation of EAB Strategic Management Plan. • Identify target locations for naturalization and continue working with community groups, NGO’s on native tree/shrub plantings towards

naturalization and canopy goals. • Development of woodlot prescriptions for those woodlots impacted by EAB and development “prime sites” at each woodlot property. • Report to Council on I-Tree project (formerly UFORE). • Work collaboratively with Development Engineering to update relevant Policies and Procedures to Tree Protection. • Work collaboratively with Development Engineering for the efficient and timely transfer of tree database and tree planting from development

to operations. • Update Urban Forest Strategic Management Plan. • Implementation of any modifications to the Private Tree By-law as approved by Council. • Continue monitoring for gypsy moth infestations and the threat posed by ALHB (Asian long horned beetle) to Oakville’s forest canopy. • Investigate the development of an Invasive Species business unit that would focus on invasive species that are within our parks, open space

areas, and woodlots.

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2016 Key Budget Drivers Overall, Forestry has increased by $53,800 or 1.8%. This is due to the following: • Personnel Services & Benefits have increased by $182,600 or 7.7%. A Forestry Information Analyst position has been included in the

complement for 2016 which is partially offset with revenue from Oakville Hydro and a recovery from capital projects. Also included are inflationary increases for salary and benefits.

• Materials & Supplies has decreased by $600 for gasoline. • Purchased Services has increased by $46,400 for contracted services mostly for work completed for Oakville Hydro which is recovered.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 2,365,900 2,472,400 0 76,100 2,548,500 182,600 7.7% 2,625,900 2,695,500 Materials & Supplies 93,600 93,000 0 0 93,000 (600) (0.6%) 93,300 93,600 Purchased Services 732,300 775,600 3,100 0 778,700 46,400 6.3% 789,900 789,900 Internal Charges 461,400 419,700 0 0 419,700 (41,700) (9.0%) 419,700 419,700 Other Expenditures 6,400 6,400 0 0 6,400 0 0.0% 6,400 6,400 Minor Capital & Transfer To Reserves 1,000 1,000 0 0 1,000 0 0.0% 1,000 1,000 Total Expenses 3,660,600 3,768,100 3,100 76,100 3,847,300 186,700 5.1% 3,936,200 4,006,100

Revenues: Activity Revenue 580,100 662,300 0 0 662,300 82,200 14.2% 662,300 662,300 Internal Recoveries 125,000 125,000 0 50,700 175,700 50,700 40.6% 178,200 180,800 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 21,400 21,400 0 0 21,400 0 0.0% 21,400 21,400 Total Revenues 726,500 808,700 0 50,700 859,400 132,900 18.3% 861,900 864,500Tax Levy 2,934,100 2,959,400 3,100 25,400 2,987,900 53,800 1.8% 3,074,300 3,141,600 Tax Levy By Activity

ForestryAdministration 215,800 208,600 0 50,800 259,400 43,600 20.2% 263,600 269,700Large Tree Maintenance 1,576,000 1,604,500 3,100 0 1,607,600 31,600 2.0% 1,655,100 1,672,200Woodland Stewardship/Forest Health 723,800 821,800 0 0 821,800 98,000 13.5% 836,200 845,100Municipal Tree Protection 460,000 385,500 0 0 385,500 (74,500) (16.2%) 395,300 406,200Recoverable Activities (41,500) 5,000 0 (25,400) (20,400) 21,100 50.8% (18,900) (18,400)CS-FORESTRY-HER- REGION 0 (66,000) 0 (66,000) (66,000) 0.0% (66,000) (66,000)CS-FORESTRY-PL 0 0 0 0 0 0.0% 9,000 32,800

Tax Levy 2,934,100 2,959,400 3,100 25,400 2,987,900 53,800 1.8% 3,074,300 3,141,600

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• Internal Charges have decreased by $41,700 based on current usage of vehicle maintenance. • Activity Revenue has increased by $82,200 to reflect an increase to the recovery from Oakville Hydro and Halton Region. • Internal Recoveries have increased by $50,700 to reflect increase labour recoveries for support provided by the Forestry Information

Analyst. 2017 - 2018 Budget Forecast Highlights • Inflationary increases have been included for 2017 and 2018.

Service: Cemeteries Mission To provide families and the community with attractive cemetery properties that are protected and preserved, and to provide a variety of cemetery products and services for the respectful disposition of the deceased while meeting legislated requirements. Major Responsibilities • Provide direction and supervision to the cemeteries section and be a liaison between the section and families. Provide both at-need and pre-

need service to existing customers and potential customers. • Provide maintenance to Trafalgar Lawn Cemetery. This includes grounds maintenance, full burial, cremation burial, and installation of

headstones and markers. • Provide maintenance to seven pioneer cemeteries across town. These must be maintained under provincial legislation and obligation to

families with interment rights. Many of Oakville’s original leaders are buried in pioneer cemeteries. Strategic Priorities (Initiatives) • Continue with monument/marker restoration program within our pioneer cemeteries throughout the term of the business plan to enhance our

cultural environment. • Rehabilitate roadways at Oakville/St. Mary’s and Trafalgar Lawn cemeteries. • Ensure rates and fees have been adjusted in order to ensure that the town is competitive within the marketplace to provide a fiscally

sustainable operation and contribute to a reserve fund for capital improvement projects, all in accordance with the Cemeteries Business Plan.

• Provide additional interment spaces/options throughout the term of the business plan to ensure we continuously improve our programs and services in order to satisfy the needs of the families we serve.

• Undertake an analysis to determine the feasibility of expanding Trafalgar Lawn Cemetery north of the existing cemetery. A full review of expenditures and revenues will be included in the study.

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2016 Key Budget Drivers Overall, Cemeteries has increased by $3,800. This is due to the following: • Personnel Services & Benefits have increased by $6,800 as a result inflation and adjustments made to contracts. • Materials & Supplies have decreased by $11,000 for reductions to cemetery markers and miscellaneous materials. • Purchased Services have decreased by $1,300 for minor adjustments made to contracted services. • Minor Capital have decreased by $25,700 for the change to the transfer to cemetery perpetual care which balances with the change to

perpetual care fees. This has been offset by an increase to the transfer to the cemetery reserve. • Activity Revenue have decreased by $35,100 for the decrease to the perpetual care fees.

2017 - 2018 Budget Forecast Highlights • There are no significant increases anticipated for 2017 or 2018.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 453,800 460,600 0 0 460,600 6,800 1.5% 472,000 484,700 Materials & Supplies 103,500 92,500 0 0 92,500 (11,000) (10.6%) 92,900 93,300 Purchased Services 208,500 207,200 0 0 207,200 (1,300) (0.6%) 207,700 207,700 Internal Charges 80,400 79,700 0 0 79,700 (700) (0.9%) 79,700 79,700 Other Expenditures 11,400 12,000 0 0 12,000 600 5.3% 12,000 12,000 Minor Capital & Transfer To Reserves 335,500 309,800 0 0 309,800 (25,700) (7.7%) 309,800 307,600 Total Expenses 1,193,100 1,161,800 0 0 1,161,800 (31,300) (2.6%) 1,174,100 1,185,000

Revenues: Activity Revenue 922,900 887,800 0 0 887,800 (35,100) (3.8%) 897,500 907,300 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 148,000 148,000 0 0 148,000 0 0.0% 148,800 148,000 Total Revenues 1,070,900 1,035,800 0 0 1,035,800 (35,100) (3.3%) 1,046,300 1,055,300Tax Levy 122,200 126,000 0 0 126,000 3,800 3.1% 127,800 129,700 Tax Levy By Activity

CemeteriesAdministration 43,400 58,100 0 58,100 14,700 33.9% 55,700 52,700Maintenance - Active Cemeteries 156,800 159,900 0 0 159,900 3,100 2.0% 164,100 169,000Burials - Active Cemeteries (200,200) (218,000) 0 0 (218,000) (17,800) (8.9%) (219,800) (221,700)Pioneer Cemeteries 122,200 126,000 0 0 126,000 3,800 3.1% 127,800 129,700

Tax Levy 122,200 126,000 0 0 126,000 3,800 3.1% 127,800 129,700

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Service: Harbours Mission To provide the community with recreational boating and ancillary marine services at market value rates and operate the harbour services in an efficient and environmentally responsible and sustainable manner. Harbours service is responsible for the operation of Oakville and Bronte harbours serving approximately 585 boating customers. The day to day operation of the Harbours service is overseen by the Supervisor of Harbours and managed by the Harbours Administrator with support from full-time and part-time staff. Major Responsibilities • Provide harbours services to mooring customers in Oakville and Bronte Harbours. • Provision of full service marina in Bronte. • Provide algae cleanup in Bronte. • Undertake dredging operations as required.

Strategic Priorities (Initiatives) • Continue clean marine initiatives within both Oakville and Bronte harbours to continuously improve programs and services as well as to be

environmentally sustainable. • Implement the Oakville Harbours Strategic Business Plan including approved rates and fees adjustments and ancillary services to ensure

the section is competitive within the marketplace to provide a fiscally sustainable operation, in accordance with the business plan. • Explore additional services that can be offered to customers (e.g. mast-up storage, mooring/storage packages) so that we may continuously

improve programs and services in order to satisfy the needs of boating customers. • Assist in undertaking the Harbours Master Plan that includes Feasibility and Capacity Study – phase 2 and future use of Bronte Marina

building (formerly Metro Marine). • Expand security initiatives within the harbours. • Work with various boat clubs to renew leases and MOU’s as appropriate. • Undertake annual dock improvements to maximize slips and recoveries. • Undertake annual dredging within both Harbours. • Annually survey boaters for customer service, trends, ensure we are meeting customer expectations. • Investigate opportunities for Oakville harbours customers to receive reciprocal privileges at boat clubs around Lake Ontario and likewise

provide reciprocal opportunities for out-of-town boaters to moor in Oakville/Bronte Harbours.

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2016 Key Budget Drivers Overall, the net budget for Harbours has remained unchanged. Within the budget, the following changes were made: • Personnel Services & Benefits have decreased by $9,000 due to a re-grade of an administrative position offset with inflationary increases for

wages and benefits. • Materials & Supplies have decreased by $900 due to decreases to postage and maintenance supplies. • Purchased Services have decreased by $10,500 due to a decrease in insurance premiums. • Internal Charges are increased by $1,100 for changes to internal labour charges. • Other Expenditures have increased by $2,000 for increases to bank charges. • Minor Capital & Transfer to Reserves have been decreased by $50,200 as a result of a reduction to the transfer to the Harbours reserve. • Activity Revenue has decreased by $67,500 based on current trends the storage packages and wet mooring has been reduced. This

translates to a decrease in transfers to the harbour reserve as shown in Minor Capital & Transfers to Reserves. 2017 - 2018 Budget Forecast Highlights • Inflationary increases and minor adjustments are anticipated for 2017 and 2018.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget Budget

Expenses: Personnel Services & Benefits 652,600 643,600 0 0 643,600 (9,000) (1.4%) 661,300 678,800 Materials & Supplies 108,800 107,900 0 0 107,900 (900) (0.8%) 109,100 110,300 Purchased Services 305,700 295,200 0 0 295,200 (10,500) (3.4%) 295,200 295,200 Internal Charges 59,100 60,200 0 0 60,200 1,100 1.9% 60,200 60,200 Other Expenditures 49,500 51,500 0 0 51,500 2,000 4.0% 51,500 51,500 Minor Capital & Transfer To Reserves 751,400 701,200 0 0 701,200 (50,200) (6.7%) 738,800 761,000 Total Expenses 1,927,100 1,859,600 0 0 1,859,600 (67,500) (3.5%) 1,916,100 1,957,000

Revenues: Activity Revenue 1,717,100 1,649,600 0 0 1,649,600 (67,500) (3.9%) 1,706,100 1,747,000 Internal Recoveries 60,000 60,000 0 0 60,000 0 0.0% 60,000 60,000 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 150,000 150,000 0 0 150,000 0 0.0% 150,000 150,000 Total Revenues 1,927,100 1,859,600 0 0 1,859,600 (67,500) (3.5%) 1,916,100 1,957,000Tax Levy 0 0 0 0 0 0 0.0% 0 0 Tax Levy By Activity

Harbours 0 0 0 0 0 0 0.0% 0 0Tax Levy 0 0 0 0 0 0 0.0% 0 0

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Program: Infrastructure Maintenance


2016 – 2018

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Infrastructure Maintenance

Program: Infrastructure Maintenance Vision Statement: To meet the needs of our community through the support and maintenance of Oakville’s municipal transportation infrastructure network and water resource systems. Mission Statement: Provide quality road, traffic and water resource systems maintenance and operations to the residents and businesses of Oakville.

Program Description The Infrastructure Maintenance program, as delivered through the Department of Roads & Works Operations is responsible for the maintenance and operation of the town’s transportation and water resource infrastructure systems. It manages the following activity areas to achieve this: • Facilities & Administration • Works Operations Administration • Works Operations • Roadside Maintenance • Loose Leaf Collection • General Activities • Winter Control • Storm water System Maintenance • Traffic Control Device Maintenance • Street Lighting • Crossing Guards • Fleet Operations

Program Services The Infrastructure Maintenance Program activities have been consolidated under the following four service areas: • Facilities & Administration • Fleet Operations • Works Operations • Traffic Operations

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Staffing Overview

Overall, total staff complement for the Infrastructure Maintenance program has increased by 3.0 for a total of 135.2 FTE’s. Changes are as follows:

• Works Operations – 1 full-time and 1.0 part-time additional FTE’s to provide services to growth areas in the town; 0.3 FTE of a shared position with Parks and Open Space is being reallocated back to better reflect actual conditions.

• Fleet Operations – 1 full-time and 0.3 part-time FTEs to accommodate vehicle and equipment maintenance needs for growth fleet as approved in the 2015 budget.


Overall the Infrastructure Maintenance program has increased by $1,652,700 or 8.5%. This is primarily driven by adjustments in personnel costs, street lighting hydro costs, infrastructure growth and service expansion to north Oakville communities. In addition, it includes additional staffing in Works Operations and Fleet to service growth needs of the town.

Program: Infrastructure Maintenance 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Facilities & Administration 5.7 5.2 5.2 0.0Works Operations 59.2 58.9 2.0 (0.3) 60.6 1.7Traffic Operations 19.1 20.9 20.9 0.0Crossing Guards 26.1 25.6 25.6 0.0Fleet Operations 21.1 21.6 1.3 22.9 1.3

Total Infrastructure Maintenance 131.2 132.2 0.0 3.3 (0.3) 135.2 3.0



Facilities & Administration 2,359,400 1,579,100 2,366,000 1,592,900 13,800 0.9%Fleet Operations 6,298,600 (47,200) 6,815,800 (52,600) (5,400) 11.4%Works Operations 13,092,800 11,135,400 14,282,300 12,271,500 1,136,100 10.2%Traffic Operations 8,755,800 6,672,600 9,225,600 7,180,800 508,200 7.6%

Total 30,506,600 19,339,900 32,689,700 20,992,600 1,652,700 8.5%


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2011 2012 2013 2014 2015 12.6% 13.1% 12.6% 12.3% 12.3%


2011 2012 2013 2014 2015 8.9% 8.7% 8.7% 8.5% 8.5%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Minimum maintenance standard deficiencies identified per lane kilometers

2011 2012 2013 2014 2015 (Projection) 0.79 0.46 0.31 0.52 0.50

Why Important: Assesses general road conditions with respect to provincial standards and provides ‘a state of good repair’ asset indicator. How Calculated: Minimum Maintenance Standard deficiencies identified (excluding street lights and sign retro-reflectivity) / total lane kilometer of town roads 4. Percentage of citizens surveyed who are satisfied with town services (roads & sidewalks)

2011 2012 2013 2014 2015 83% 83% (2011 Survey

Results) 82% 82% (2013 Survey

Results) 85%

Why Important: To ensure we’re meeting the service expectations of our residents and to help us set our strategic priorities How Calculated: To gather the opinions of local residents in the most comprehensive and efficient way, Pollara Strategic Insights conducted a 20-minute telephone survey among 808 randomly-selected residents of the Town of Oakville.

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5. Percentage of respondents who believe that one of the town's best qualities is that it is clean and visually attractive

2011 2012 2013 2014 2015 90% 90% (2011 Survey

Results) 91% 91% (2013 Survey

Results) 90%

Why Important: To ensure we’re meeting the service expectations of our residents and to help us set our strategic priorities How Calculated: To gather the opinions of local residents in the most comprehensive and efficient way, Pollara Strategic Insights conducted a 20-minute telephone survey among 808 randomly-selected residents of the Town of Oakville. 6. Number of winter storm events that met town standard for snow clearing

2011 2012 2013 2014 2015 (Projection) 100%

(4 events) 100%

(0 events) 100%

(6 events) 100%

(8 events) 100%

(6 events) Why Important: Assesses the performance of winter maintenance response for roads and sidewalks during the winter season. How Calculated: Response timelines are compared to established service levels for roads and sidewalks. Measured snow events are those which exceed 7.5cms and the seasonal number of events are indicated in brackets. Key Objectives (Initiatives) for 2016 – 2018 The program will continue to address several issues in 2016 – 2018 including: • Growth and aging transportation infrastructure. • Inflationary impacts of fuel, materials and utilities. • Continued implementation of capital asset management systems. • Extension of services to new north Oakville communities. • Staff development, recruitment and succession planning.

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In 2016, the Infrastructure Maintenance program has increased by $1,652,700 or 8.5%. The main drivers for this increase are the following: • Personnel Services & Benefits have increased by $626,300 primarily due to inflationary adjustments for wages and benefits and contract

obligations. Also included is the addition of an Infrastructure Technician to support Minimum Maintenance road patrols as well as the work order system for Works Operations, and the addition of a full-time Mechanic Apprentice and part-time Mechanic position which was approved by Council during the 2015 budget process.

• Materials & Supplies have decreased by $67,400 primarily due savings in fuel from a lower budgeted cost per litre. Also included as a capital impact is a reduction to hydro costs as a result of the conversion to LED streetlights which is partially offset by a transfer to the reserve for the future replacement of LED lights shown under Internal Expenses & Transfers.

• Purchased Services have increased by $798,000 primarily due to an increase in contracted services for winter control, leaf collection, traffic signals maintenance, Ontario One Call Locate Services and catch basin maintenance. Also included are capital impacts as a result of new equipment due to growth.

• Internal Expenses & Transfers have increased by $824,500 primarily due to increases for vehicle maintenance. Also included are capital impacts for transfers to reserves for future maintenance and replacements of new vehicles, equipment, facilities and LED streetlights.

• External Revenues have increased by $126,800 primarily due to increases in recoveries from the Region for works operations activities and El Con Construction for vehicle maintenance.

• Internal Recovery & Fund Transfers have increased by $403,600 due to higher recoveries by Stores and Fleet operations as these costs are fully allocated out to user departments.


Budget Budget Budget Impact Adjustments Budget From 2015 From 2015

Expenses:Personnel Services & Benefits 10,397,200 10,943,700 0 79,800 11,023,500 626,300 6.0%Materials & Supplies 6,762,800 6,797,300 (101,900) 0 6,695,400 (67,400) (1.0%)Capital Out Of Operations 8,500 10,200 0 0 10,200 1,700 20.0%Purchased Services 8,205,300 8,923,100 160,000 (79,800) 9,003,300 798,000 9.7%Payments & Grants 82,200 80,500 1,700 0 82,200 0 0.0%Internal Expenses & Transfers 5,050,600 5,623,700 251,400 0 5,875,100 824,500 16.3%Total Expenses 30,506,600 32,378,500 311,200 0 32,689,700 2,183,100 7.2%

Revenues:External Revenues 4,244,800 4,371,600 0 0 4,371,600 126,800 3.0%Internal Recovery & Fund Trsfs 6,921,900 7,325,500 0 0 7,325,500 403,600 5.8%Total Revenues 11,166,700 11,697,100 0 0 11,697,100 530,400 4.7%

Tax Levy 19,339,900 20,681,400 311,200 0 20,992,600 1,652,700 8.5%

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Infrastructure MaintenanceFacilities & Administration 2,366,000 2,464,300 4.2% 2,555,700 3.7%Fleet Operations 6,815,800 7,175,900 5.3% 7,527,900 4.9%Works Operations 14,282,300 14,760,900 3.4% 15,048,900 2.0%Traffic Operations 9,225,600 8,984,000 (2.6%) 8,679,300 (3.4%)Total Gross Expenditures 32,689,700 33,385,100 2.1% 33,811,800 1.3%

Tax Levy

Infrastructure MaintenanceFacilities & Administration 1,592,900 1,660,000 4.2% 1,729,500 4.2%Fleet Operations (52,600) -52,800 (0.4%) -52,900 (0.2%)Works Operations 12,271,500 12,750,100 3.9% 13,038,100 2.3%Traffic Operations 7,180,800 6,932,400 (3.5%) 6,620,100 (4.5%)Total Tax Levy 20,992,600 21,289,700 1.4% 21,334,800 0.2%

Gross Expenditures By Type Personnel Services & Benefits 11,023,500 11,237,900 1.9% 11,583,300 3.1% Materials & Supplies 6,695,400 6,561,300 (2.0%) 6,366,500 (3.0%) Purchased Services 9,003,300 9,138,900 1.5% 9,112,800 (0.3%) Internal Charges 3,126,700 3,305,900 5.7% 3,306,100 0.0% Other Expenditures 82,200 82,300 0.1% 84,100 2.2% Minor Capital & Transfer To Reserves 2,758,600 3,058,800 10.9% 3,359,000 9.8% Total Expenditures 32,689,700 33,385,100 2.1% 33,811,800 1.3% Revenues By Type Activity Revenue 4,371,600 4,379,300 0.2% 4,387,800 0.2% Internal Recoveries 7,325,500 7,716,100 5.3% 8,089,200 4.8% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 11,697,100 12,095,400 3.4% 12,477,000 3.2%Tax Levy 20,992,600 21,289,700 1.4% 21,334,800 0.2%

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2016 – 2018 Recommended Capital Budget The 2016 capital forecast for Infrastructure Maintenance will provide funds to ensure that traffic and fleet assets are maintained to a state of good repair mitigating unscheduled breakdowns as well as avoiding higher repair and maintenance costs. The Roads & Works Operations replacement equipment capital forecast is based on the life cycle and asset conditions from the town's vehicle and equipment asset registry. The growth capital forecast will provide for new vehicles and equipment required to provide services to growth areas in the town. The Central Operations Depot Capital Replacement ensure the building equipment and systems maintain optimum efficiency. 2016 work includes replacing two main water tank/heaters, replacing and redesigning two main gate assemblies and replacing the brine system. Traffic will undertake an LED streetlight conversion project in 2016, which spans into 2017. All streetlights will be replaced with energy efficient LED bulbs. In addition, traffic operations will continue to replace the scheduled hardware and controllers on traffic signals through the Traffic Signal Hardware and Traffic Signal Control replacement projects. Operating Impacts for 2016 – 2018 include savings in hydro utilities as a result of the LED streetlight conversion project, with the debt charges commencing in 2017. These savings are partially offset by operating impacts from the roads and works growth equipment projects for contracted services for traffic operations signal maintenance in 2016, contracted services for vehicle/equipment maintenance, fuel and motor vehicle parts for increases to the fleet, as well as an increase to the transfer to the equipment reserve. In 2018, there is additional part-time dollars allocated to operate new vehicle purchases to sustain roads growth.

Infrastructure Maintenance Classification 2016 2017 2018 2016 2017 201851311605 Central Ops - Furniture Replacement Infrastructure Renewal 10,000 10,000 51311606 Central Operations Depot Capital Replacement Infrastructure Renewal 259,200 51311701 Winter Operations - Salt/Plow Route Optimization Strategic Priorities 50,000 51611601 Major Traffic Signal Repairs Infrastructure Renewal 40,000 40,000 45,000 51611602 Traffic Signal Interconnect Infrastructure Renewal 55,000 55,000 60,000 51611603 Traffic Signal Hardware Replacement Infrastructure Renewal 256,000 256,000 317,000 51611604 Traffic Signal Controller Replacement Infrastructure Renewal 362,000 362,000 362,000 51631601 LED Streetlighting Strategic Priorities 6,000,000 6,000,000 (56,700) 203,600 (148,100) 51631602 Streetlight Rehab Infrastructure Renewal 50,000 50,000 50,000 51631801 BIA Streetlight Pole Rehabilitation Infrastructure Renewal 30,000 51321601 Radio System Replacement & Integrated AV Infrastructure Renewal 50,000 50,000 50,000 51321602 Roads and Works Replacement Equipment Infrastructure Renewal 1,676,400 1,555,500 1,465,300 51321603 Roads and Works Growth Equipment Growth 995,000 683,000 583,000 178,100 103,900 202,700

Total Infrastructure Maintenance 9,753,600 9,101,500 2,972,300 121,400 307,500 54,600


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Service: Facilities & Administration Mission Provide efficient administration and management of program resources to achieve corporate and departmental objectives, and in the management/supervision yard and building facilities for the Central Operations yard and North Operations depot. Major Responsibilities • Leadership of department. • Clerical support. • Risk Management. • Management of various yard and building facilities. • Fleet training program.

Strategic Priorities (Initiatives) • Reduction in utilities consumption. • Implementation of Asset Management program and processes for infrastructure assets. • Driver Safety and Collision Prevention.

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2016 Key Budget Drivers

• Personnel Services & Benefits have increased by $8,700 primarily due to inflationary adjustments for wages and benefits and contract obligations.

• Materials & Supplies have increased by $13,400 primarily due to inflationary increases for utilities at the Central Operations and North Operations facilities.

• Purchased Services have decreased by $89,400 primarily due to a reduction in insurance premiums. • Minor Capital & Transfer to Reserves have increased by $72,000 primarily due to the phase-in of the transfer to the Building Maintenance

reserve for the North Operations facility. • Internal Recoveries have decreased by $7,200 primarily due to lower recoveries for interdepartmental facility charges.

2017 - 2018 Budget Forecast Highlights • In addition to inflationary impacts, 2017 and 2018 budgets include the continued phase-in of the transfer to the reserve for the North

Operations facility.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 528,000 536,700 0 0 536,700 8,700 1.6% 550,200 565,200 Materials & Supplies 525,100 538,500 0 0 538,500 13,400 2.6% 548,100 549,300 Purchased Services 966,200 876,800 0 0 876,800 (89,400) (9.3%) 876,800 876,800 Internal Charges 47,500 49,400 0 0 49,400 1,900 4.0% 49,400 49,400 Other Expenditures 2,700 2,700 0 0 2,700 0 0.0% 2,700 2,700 Minor Capital & Transfer To Reserves 289,900 286,700 75,200 0 361,900 72,000 24.8% 437,100 512,300 Total Expenses 2,359,400 2,290,800 75,200 0 2,366,000 6,600 0.3% 2,464,300 2,555,700 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 780,300 773,100 0 0 773,100 (7,200) (0.9%) 804,300 826,200 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 780,300 773,100 0 0 773,100 (7,200) (0.9%) 804,300 826,200Tax Levy 1,579,100 1,517,700 75,200 0 1,592,900 13,800 0.9% 1,660,000 1,729,500 Tax Levy By Activity

Facilities & Administration 1,579,100 1,517,700 75,200 0 1,592,900 13,800 0.9% 1,660,000 1,729,500Tax Levy 1,579,100 1,517,700 75,200 0 1,592,900 13,800 0.9% 1,660,000 1,729,500

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Service: Fleet Operations Mission

To provide overall administration and management of the town’s fleet of vehicles and equipment (excluding transit) along with stores and inventory control functions at Central Operations in order to meet the operating needs of town programs and all pertinent regulations. Also provides maintenance of the Oakville Hydro Fleet on a cost recovery basis. Major Responsibilities • Fleet purchases and dispositions. • Parts and inventory control. • Vehicle & equipment repairs & maintenance.

Strategic Priorities (Initiatives) • Ensure assets undergo the appropriate preventive maintenance activities in order to increase reliability, extend service life and to do so in

the most cost effective manner. • Continue to address and reduce need for emergent or temporary repairs. • Ensure adequate inventory of materials and fuels. • Achieve the objectives of the town’s sustainable green fleet procedure for environmental sustainability by continuing to introduce

environmentally friendly hybrid, flex-fuel and low emission rated vehicles to the fleet.

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• Personnel Services & Benefits have increased by $150,700 primarily due to inflationary and contractual adjustments for wages and benefits

as well as the addition of a full time Mechanic Apprentice and part time Mechanic position which was approved by Council during the 2015 budget process.

• Materials & Supplies have decreased by $26,200 primarily due to savings in fuel from a lower budgeted cost per litre which is partially offset by inflationary increases for motor vehicle parts.

• Purchased Services have increased by $26,100 primarily due to increases in contracted vehicle maintenance services which is partially offset by a reduction in insurance premiums.

• Internal Charges have increased by $18,900 due to higher vehicle maintenance charges to reflect actual usage. • Minor Capital & Transfer to Reserves have increased by $347,700 primarily due to transfers to reserves for future maintenance and

replacements of vehicles and equipment. • Activity Revenue has increased by $54,400 as a result of higher recoveries from El Con Construction for vehicle maintenance. • Internal Recoveries have increased by $468,200 to fully recover the higher costs for Stores and Fleet operations which are fully allocated

out to user departments.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 2,103,200 2,253,900 0 0 2,253,900 150,700 7.2% 2,311,800 2,376,800 Materials & Supplies 1,562,700 1,511,700 24,800 0 1,536,500 (26,200) (1.7%) 1,601,100 1,650,400 Purchased Services 363,000 365,400 23,700 0 389,100 26,100 7.2% 401,600 412,500 Internal Charges 334,900 353,800 0 0 353,800 18,900 5.6% 353,800 353,800 Other Expenditures 78,500 76,800 1,700 0 78,500 0 0.0% 78,600 80,400 Minor Capital & Transfer To Reserves 1,856,300 2,127,800 76,200 0 2,204,000 347,700 18.7% 2,429,000 2,654,000 Total Expenses 6,298,600 6,689,400 126,400 0 6,815,800 517,200 8.2% 7,175,900 7,527,900 Revenues: Activity Revenue 507,000 561,400 0 0 561,400 54,400 10.7% 565,300 569,200 Internal Recoveries 5,838,800 6,307,000 0 0 6,307,000 468,200 8.0% 6,663,400 7,011,600 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 6,345,800 6,868,400 0 0 6,868,400 522,600 8.2% 7,228,700 7,580,800Tax Levy (47,200) (179,000) 126,400 0 (52,600) (5,400) (11.4%) (52,800) (52,900) Tax Levy By Activity

Fleet Operations (47,200) (179,000) 126,400 0 (52,600) (5,400) (11.4%) (52,800) (52,900)Tax Levy (47,200) (179,000) 126,400 0 (52,600) (5,400) (11.4%) (52,800) (52,900)

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2017 - 2018 Budget Forecast Highlights • In addition to inflationary increases, 2017 and 2018 budgets include operating impacts for vehicle and equipment growth.

Service: Works Operations Mission To maintain the integrity of the town’s road infrastructure and storm sewer network by carrying out maintenance operations in compliance with Ontario Municipal Act, Minimum Maintenance Standards, Council approved service levels and department service standards/practices. Major Responsibilities • Maintain the town’s transportation and drainage systems through activities such as: bridge & culvert maintenance, road repair, shoulder

maintenance, street sweeping & flushing, sidewalk & pathway repair. • Roadside maintenance activities such as ditching & sodding litter control, sidewalk & pathway cleaning and graffiti abatement. • Plan and undertake the town’s Bulk Loose Leaf Collection program. • Winter maintenance activities such as salting, sanding and plowing of roads and sidewalks; snow removal as necessary within business

improvement areas, laneways and cul-de-sacs; and the provision of the Seniors Driveway Windrow Removal program. • Storm sewer, manhole/catch basin repairs, maintenance & cleaning. • Pump station maintenance. • Storm water pond, creek & channel repairs & maintenance. • Shoreline protection repairs & maintenance


the most cost effective manner. • Continue to address and reduce need for emergent or temporary repairs. • Reduction of roadside litter and graffiti through awareness and coordination with regional initiatives. • Successful delivery of the Bulk Loose Leaf Collection Program. • Effective and appropriate winter maintenance services in order to provide safe vehicular and pedestrian mobility during the winter season. • Comply with and pursue initiatives to meet goals contained within the town’s Salt Management Plan, supporting the Strategic Goal to be

environmentally sustainable. • Preservation of natural channel and shoreline infrastructure. • Provide for a reliable and functional municipal drainage system.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $307,400 primarily due to contractual obligations for wages and benefits and the addition

of an Infrastructure Technician to support Minimum Maintenance road patrols as well as the work order system for Works Operations, which has been offset in savings in other areas.

• Materials & Supplies have increased by $18,300 primarily due to inflationary increases for salt purchases used for winter control activities. • Purchased Services have increased by $618,000 primarily due to contracted services for winter control, leaf collection and catch basin

maintenance. • Internal Charges have increased by $245,700 primarily due to increases for vehicle maintenance. • Activity Revenue has increased by $78,600 primarily due to increases in recoveries from the Region for works operations activities. • Internal Recoveries have decreased by $25,200 primarily due to a reduction in the staff time recovered from capital projects.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 4,783,800 5,011,400 0 79,800 5,091,200 307,400 6.4% 5,166,800 5,358,100 Materials & Supplies 1,453,800 1,462,100 10,000 0 1,472,100 18,300 1.3% 1,473,000 1,473,900 Purchased Services 4,719,300 5,365,800 31,300 (59,800) 5,337,300 618,000 13.1% 5,560,400 5,656,200 Internal Charges 2,045,700 2,291,400 0 0 2,291,400 245,700 12.0% 2,470,400 2,470,400 Other Expenditures 900 900 0 0 900 0 0.0% 900 900 Minor Capital & Transfer To Reserves 89,300 89,400 0 0 89,400 100 0.1% 89,400 89,400 Total Expenses 13,092,800 14,221,000 41,300 20,000 14,282,300 1,189,500 9.1% 14,760,900 15,048,900 Revenues: Activity Revenue 1,926,400 2,005,000 0 0 2,005,000 78,600 4.1% 2,005,000 2,005,000 Internal Recoveries 31,000 5,800 0 0 5,800 (25,200) (81.3%) 5,800 5,800 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 1,957,400 2,010,800 0 0 2,010,800 53,400 2.7% 2,010,800 2,010,800Tax Levy 11,135,400 12,210,200 41,300 20,000 12,271,500 1,136,100 10.2% 12,750,100 13,038,100 Tax Levy By Activity

Works OperationsWorks Operations Administration 1,362,100 1,283,400 0 80,400 1,363,800 1,700 0.1% 1,393,300 1,427,400Road Maintenance 1,195,500 1,454,000 31,300 (25,000) 1,460,300 264,800 22.1% 1,505,100 1,516,300Roadside Maintenance 1,009,500 1,118,000 10,000 (20,400) 1,107,600 98,100 9.7% 1,132,200 1,199,600Loose Leaf Collection 857,200 962,300 0 0 962,300 105,100 12.3% 966,200 970,100General Activities 359,500 347,100 0 0 347,100 (12,400) (3.4%) 349,500 351,900Winter Control 5,149,700 5,736,600 0 0 5,736,600 586,900 11.4% 6,101,000 6,263,600Stormwater System Maintenance 1,201,900 1,308,800 0 (15,000) 1,293,800 91,900 7.6% 1,302,800 1,309,200

Tax Levy 11,135,400 12,210,200 41,300 20,000 12,271,500 1,136,100 10.2% 12,750,100 13,038,100

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2017 - 2018 Budget Forecast Highlights • In addition to inflationary impacts, 2017 and 2018 budgets include operating impacts for various road infrastructure improvement projects as

a result of projected growth in the town.

Service: Traffic Operations Mission To provide safe vehicle and pedestrian movement through the maintenance and operation of various traffic control devices in compliance with the Ontario Municipal Act, Minimum Maintenance Standards and departmental service standards/practices. Major Responsibilities • Installation, operation, repair and maintenance of traffic signals. • Installation, repair and maintenance of traffic signage and pavement markings. • Traffic sign retro-reflectivity inspection program. • Operation and maintenance of street lighting. • Provision of locate services for town underground infrastructure. • Provision of crossing guards at approved school crossing locations.


the most cost effective manner. • Continue to address and reduce need for emergent or temporary repairs. • Maintain illumination levels for Traffic and Pedestrian Safety. • Implementation of streetlight standards and LED streetlight conversions. • Assist school children to cross safely at approved school crossing locations. • Continue to assess new and existing crossing guard locations as they relate to meeting town warrants.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $159,500 as a result of increases due to contractual obligations for wages and benefits,

and changes in the labour time allocated to Traffic Operations activities. • Materials & Supplies have decreased by $72,900 primarily due to hydro savings as a result of the conversion to LED streetlights which is

partially offset by a transfer to the reserves for the future replacement of LED lights shown under Minor Capital & Transfer to Reserves. • Purchased Services have increased by $243,300 primarily due to contracted services for traffic signals maintenance and Ontario One Call

Locate Services. • Internal Charges have increased by $39,900 primarily due to adjustments to vehicle maintenance charges. • Minor Capital & Transfer to Reserves have increased by $100,000 due to the transfer to reserves for future replacement of LED streetlights

shown as an impact from the capital budget. • Activity Revenue has decreased by $6,200 primarily due to a reduction in recoveries from the Region for traffic maintenance work. • Internal Recoveries have decreased by $32,200 primarily due to a reduction in the staff time recovered from capital projects.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 2,982,200 3,141,700 0 0 3,141,700 159,500 5.3% 3,209,100 3,283,200 Materials & Supplies 3,221,200 3,285,000 (136,700) 0 3,148,300 (72,900) (2.3%) 2,939,100 2,692,900 Purchased Services 2,156,800 2,315,100 105,000 (20,000) 2,400,100 243,300 11.3% 2,300,100 2,167,300 Internal Charges 392,200 432,100 0 0 432,100 39,900 10.2% 432,300 432,500 Other Expenditures 100 100 0 0 100 0 0.0% 100 100 Minor Capital & Transfer To Reserves 3,300 3,300 100,000 0 103,300 100,000 3,030.3% 103,300 103,300 Total Expenses 8,755,800 9,177,300 68,300 (20,000) 9,225,600 469,800 5.4% 8,984,000 8,679,300 Revenues: Activity Revenue 1,811,400 1,805,200 0 0 1,805,200 (6,200) (0.3%) 1,809,000 1,813,600 Internal Recoveries 271,800 239,600 0 0 239,600 (32,200) (11.8%) 242,600 245,600 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 2,083,200 2,044,800 0 0 2,044,800 (38,400) (1.8%) 2,051,600 2,059,200Tax Levy 6,672,600 7,132,500 68,300 (20,000) 7,180,800 508,200 7.6% 6,932,400 6,620,100 Tax Levy By Activity

Traffic OperationsTraffic Control Device Maintenance 2,914,500 3,293,700 119,700 (20,000) 3,393,400 478,900 16.4% 3,532,800 3,649,400Crossing Guards 1,070,100 1,090,000 0 0 1,090,000 19,900 1.9% 1,111,100 1,133,800Streetlighting 2,688,000 2,748,800 (51,400) 0 2,697,400 9,400 0.3% 2,288,500 1,836,900

Tax Levy 6,672,600 7,132,500 68,300 (20,000) 7,180,800 508,200 7.6% 6,932,400 6,620,100

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• In addition to inflationary impacts, 2017 and 2018 budgets include additional savings for hydro and contracted utility services as a result of the conversion to LED streetlights.

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Program: Oakville Transit


2016 – 2018

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Oakville Transit

Program: Oakville Transit Vision Statement: To provide a viable and sustainable transportation option through innovative, responsive and customer focused service delivery. Mission Statement: To provide a safe, reliable, convenient and efficient public transit service.

Program Description The Oakville Transit program is responsible for designing and delivering a family of transit services for the Town of Oakville. The program is delivered via four core service areas within the department: Administration; Operations; Fleet and Maintenance; and Planning and Accessible Services. Oakville Transit is able to report on several major accomplishments through 2015 including improvements in accessibility, the application of technology, infrastructure growth, fleet renewal and service review. Oakville Transit initiated its project to install a Transit Intelligent Transportation System (ITS) which is expected to be operational by the end of 2015. Oakville Transit purchased five new fully accessible low floor ramp equipped conventional buses to replace aging buses as well as three smaller capacity 30 foot conventional buses and two new specialized transit buses as first steps towards the right-sizing of our fleet. Work continues on Transit’s multi-year plan to make all routes accessible through upgrade or installation of accessible infrastructure whenever possible. Transit also completed a full review of all of its services, schedules, routes and departmental structure. The resulting Five Year Service Plan was unanimously approved by Council in July and its phased implementation started with the introduction of Home to Hub service in newly developed areas north of Dundas. Service improvements to the new hospital will be implemented in December and major route and service level changes will occur in September 2016. The focus of Oakville Transit’s strategic objectives will be continuous improvement of our programs and services; to have programs and services that are environmentally sustainable; to have programs and services that are accessible; and to have programs and services that are fiscally sustainable.

Program Services The Oakville Transit program provides activities through the following services: • Transit Administration • Transit Operations • Transit Fleet and Maintenance • Transit Planning and Accessible Services

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Oakville Transit

Staffing Overview

Overall, Oakville Transit’s staff complement will increase by 21 by year end, for a total of 229.2 FTE’s. In 2015, Transit completed a comprehensive review of its services and developed a 5 Year Service Plan which was subsequently unanimously approved by Council. In order to deliver the desired service enhancements identified in Year One of this Plan, 21 new positions were to be included in the 2016 budget. Nine (9) of these positions are required immediately including 2 Bus Drivers, 5 Control Centre Service Supervisors, a Driver Trainer, and a Licensed Mechanic. The remaining 12 positions (11 new Bus Drivers and a Transit Stores Supervisor) will start in September.


The increase in Oakville Transit is $1,570,900 or 7.9%. This is primarily a result of the service level increases in Year One of the Council approved Transit Five Year Plan. Subsequent to Council’s approval of the plan, all previously forecasted operating costs resulting from the 2015 10 year capital forecast were removed from the Oakville Transit base budget and replaced with the costs and FTEs related to the Five Year Plan. The result was a forecasted savings of approximately $1.7 million over the life of the plan. It is anticipated that the Five Year Plan will result in an approximate 60% increase in transit ridership by 2020 while achieving a cost recovery rate of more than 35%; up from a probable 28% in 2015. The end result being a Transit system that is more affordable and more sustainable. Customer facing highlights of the plan include increased frequency of service on most routes, elimination of poor performing routes, improved connections, leveraging of technology, improved accessibility and an innovative, flexible and responsive service delivery model for newly developed and low demand areas of the town.

Program: Oakville Transit 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Transit Administration 5.4 4.0 1.0 5.0 1.0Transit Operations 153.7 155.7 16.0 171.7 16.0Transit Fleet & Maintenance 29.1 30.1 2.0 32.1 2.0Transit Planning & Accessible Services 18.0 18.4 3.0 (1.0) 20.4 2.0

Total Oakville Transit 206.2 208.2 0.0 21.0 0.0 229.2 21.0



Transit Administration 492,200 371,300 647,000 526,100 154,800 41.7%Transit Operations 12,401,300 3,892,700 13,773,100 4,215,000 322,300 8.3%Transit Fleet & Maintenance 13,419,900 13,373,300 14,113,600 14,067,000 693,700 5.2%Transit Planning & Accessible Services 2,175,800 2,175,800 2,575,900 2,575,900 400,100 18.4%

Total 28,489,200 19,813,100 31,109,600 21,384,000 1,570,900 7.9%


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Oakville Transit

All business units have increases associated with inflationary and contractual obligations which contribute to the increase in the Transit operating budget. The increase in Administration is a result of reallocation of a Supervisor position from the Planning and Accessible Services area to reflect resource needs. Purchased Services accounts have decreased by $14,700 due to budget reallocations to other service areas. In Transit Operations, Personnel Services & Benefits have increased by $1,305,700 primarily due to first year staffing requirements of the Five Year Service Plan. Materials & Supplies have decreased by $18,100 while Purchased Services have increased by $31,200, both as a result of budget reallocations. Presto fare settlement fees have increased $53,000 as a result of higher usage of the service. Activity Revenue has increased by $835,000 due to a budgeted increase in ridership and a general fare increase, while Other Revenue has increased by $214,300 primarily due to an increase in the transfer from the Ontario Gas Tax reserve fund. The increase in Fleet and Maintenance is driven primarily by an increase in Personnel Services & Benefits of $193,500 resulting from 2016 staffing requirements for the Five Year Service Plan. Minor Capital & Transfer to Reserves have increased by $471,100 due to capital impacts for transfers to the Transit Vehicle and Equipment reserve for future replacement of new conventional and specialized buses as well as a transfer to the Building Maintenance reserve fund for the Transit Facility which has been phased in over five years. In Planning and Accessible Services, Personnel Services & Benefits have increased by $88,800 primarily due to 2016 staffing requirements for the Five Year Service Plan. This increase is partially offset by the reallocation of a Supervisor position to the Administration area to reflect resource needs. Purchased Services have increased by $308,800 primarily due to increases in advertising to support the implementation of the Five Year Service Plan and higher demand for taxi services used to assist in the delivery of specialized transit services. Key Performance Indicators 1. Percentage of gross operating budget

2011 2012 2013 2014 2015 11.8% 12.0% 11.8% 12.1% 11.9%


2011 2012 2013 2014 2015 13.8% 13.5% 13.3% 13.4% 13.4%


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Oakville Transit

3. Ridership 2011 2012 2013 2014 2015

2,874,798 2,914,603 2,961,712 3,014,613 2,962,000 Why Important: Represents the level of use of the services and allows comparison to revenue recovered and costs How Calculated: Total number of passenger boardings less those which are transfers from another bus 4. Annual number of public transport trips per capita

2011 2012 2013 2014 2015 15.8 15.8 16.0 16.1 15.8

Why Important: To understand the degree to which transit ridership is either increasing or decreasing relative to the town’s population How Calculated: Net ridership divided by the total town population 5. Transit on-time performance

2011 2012 2013 2014 2015 Not Available Not Available Not Available Not Available Not Available

Why Important: This measures the reliability of transit services and will be available next year once the ITS system is fully implemented. How Calculated: This KPI relies on ITS to measure deviations from schedule. “On-time” is defined as a bus being no more than 1 minute ahead of schedule and no more than 3 minutes behind schedule. 6. Subsidy (tax levy per ride)

2011 2012 2013 2014 2015 4.44 4.69 4.60 4.82 5.66

Why Important: Measures the degree to which cost of providing service is being shared between transit customers and taxpayers How Calculated: The total net direct operating costs of conventional service divided by the number of conventional service rides 7. Preventable accidents safety rating

2011 2012 2013 2014 2015 0.66 0.39 0.43 0.46 0.67

Why Important: Measures the effectiveness of driver training and of driver performance How Calculated: The number of preventable collisions per 100,000 kms driven 8. Cost recovery ratio

2011 2012 2013 2014 2015 28.7% 28.0% 28.2% 27.9% 28.4%

Why Important: Measures the portion of operating costs recovered from external sources (fares, advertising, etc.) How Calculated: Total External Revenue / Gross Expenditures; based on actuals for 2011-2014 and budget for 2015 (excludes Gas Tax funding)

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Oakville Transit

Key Objectives (Initiatives) for 2016 – 2018 • Improved use of technology in the delivery and management of service through introduction of an Intelligent Transit System (ITS) is a focus

for 2016 and beyond. This is closely tied to continuous improvement but also addresses fiscal sustainability as the management reporting capability would allow for more efficient use of resources as well as more efficient scheduling of service.

• Implementation of the recommendations arising from the 2015 Transit Services Review will be completed in September 2016. • Continue to increase service levels for delivery of specialized transit services; striking a more efficient balance between internal care-A-van

operations and contracted taxi services. This will address increasing demands for service due to demographic and AODA changes while also meeting the demands of Home to Hub service in new developments north of Dundas.

• Assessment of funding options and service delivery models to reduce reliance on local property tax revenue to support operations, and to ensure local transit service is in a position to be expanded and attract new customers in accordance with the goals and objectives contained with the town’s strategic plan, the Oakville and Halton transportation master plans, the five year transit operations plan, the Metrolinx “Big Move” regional transportation plan, the Environmental Strategic Plan, and the North Oakville secondary plan.

• Utilize the new commingled Home to Hub demand response model for delivery of transit services in the new communities north of Dundas.




Personnel Services & Benefits 16,598,500 18,355,800 0 0 18,355,800 1,757,300 10.6%Materials & Supplies 4,806,600 4,772,300 0 0 4,772,300 (34,300) (0.7%)Capital Out Of Operations 30,000 30,000 0 0 30,000 0 0.0%Purchased Services 2,504,000 2,876,300 0 0 2,876,300 372,300 14.9%Payments & Grants 651,800 705,800 0 0 705,800 54,000 8.3%Internal Expenses & Transfers 3,898,300 3,898,300 471,100 0 4,369,400 471,100 12.1%Total Expenses 28,489,200 30,638,500 471,100 0 31,109,600 2,620,400 9.2%

Revenues:External Revenues 8,049,900 8,884,900 0 0 8,884,900 835,000 10.4%Internal Recovery & Fund Trsfs 626,200 840,700 0 0 840,700 214,500 34.3%Total Revenues 8,676,100 9,725,600 0 0 9,725,600 1,049,500 12.1%

Tax Levy 19,813,100 20,912,900 471,100 0 21,384,000 1,570,900 7.9%

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Oakville Transit

In 2016, the Oakville Transit program has increased by $1,570,900 or 7.9% primarily due to the first year of the phased implementation of the Five Year Service Plan approved by Council. The main drivers for the increase are the following: • Personnel Services & Benefits have increased by $1,757,300 primarily due to 2016 staffing requirements for the Five Year Service Plan as

well as inflationary adjustments and contractual obligations for wages and benefits. • Materials & Supplies have decreased by $34,300 primarily due to a reduction in the budgeted cost per litre for fuel which is partially offset by

increases required for motor vehicle parts. • Purchased Services have increased by $372,300 primarily due to increases in advertising to support the implementation of the Five Year

Service Plan. Also included are requirements for building and vehicle maintenance, and a higher demand for taxi services used to assist in the delivery of specialized transit services.

• Payments & Grants have increased by $54,000 primarily due to increases for the Presto fare settlement fee as a result of higher usage of the service.

• Internal Expenses & Transfers have increased by $471,100 due to capital impacts for transfers to the Transit Vehicle and Equipment reserve for future replacement of new buses and care-A-vans as well as a transfer to the Building Maintenance reserve fund for the Transit Facility which has been phased in over five years.

• External Revenues have increased by $835,000 due to a budgeted increase in ridership as a result of the phased implementation of the Five Year Service Plan and an increase to the adult single ride fares and monthly pass.

• Internal Recovery & Fund Transfers have increased by $214,500 primarily due to an increase in the transfer from the Ontario Gas Tax reserve fund to partially fund the implementation of the Five Year Service Plan.

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Oakville Transit



• 2017 and 2018 includes additional costs required to achieve the service improvements identified in the Transit Service Review. Revenues have been increased to reflect anticipated ridership increases set out in the 5 Year Plan with the cost recovery ratio anticipated to increase to 31% in 2017 and 2018.



Oakville TransitTransit Administration 647,000 661,100 2.2% 685,400 3.7%Transit Operations 13,773,100 15,066,400 9.4% 16,410,400 8.9%Transit Fleet & Maintenance 14,113,600 15,521,900 10.0% 17,011,700 9.6%Transit Planning & Accessible Services 2,575,900 3,045,800 18.2% 3,265,700 7.2%Total Gross Expenditures 31,109,600 34,295,200 10.2% 37,373,200 9.0%

Tax Levy

Oakville TransitTransit Administration 526,100 540,200 2.7% 564,500 4.5%Transit Operations 4,215,000 4,052,800 (3.8%) 4,384,300 8.2%Transit Fleet & Maintenance 14,067,000 15,475,300 10.0% 16,965,100 9.6%Transit Planning & Accessible Services 2,575,900 3,045,800 18.2% 3,265,700 7.2%Total Tax Levy 21,384,000 23,114,100 8.1% 25,179,600 8.9%

Gross Expenditures By Type Personnel Services & Benefits 18,355,800 20,244,900 10.3% 21,832,600 7.8% Materials & Supplies 4,772,300 5,273,100 10.5% 5,879,100 11.5% Purchased Services 2,876,300 3,244,300 12.8% 3,744,300 15.4% Internal Charges 10,600 10,600 0.0% 10,600 0.0% Other Expenditures 705,800 749,800 6.2% 809,200 7.9% Minor Capital & Transfer To Reserves 4,388,800 4,772,500 8.7% 5,097,400 6.8% Total Expenditures 31,109,600 34,295,200 10.2% 37,373,200 9.0% Revenues By Type Activity Revenue 8,884,900 10,669,500 20.1% 11,682,000 9.5% Internal Recoveries 81,200 81,200 0.0% 81,200 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 759,500 430,400 (43.3%) 430,400 0.0% Total Revenues 9,725,600 11,181,100 15.0% 12,193,600 9.1%Tax Levy 21,384,000 23,114,100 8.1% 25,179,600 8.9%

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Oakville Transit

2016 - 2018 Recommended Capital Budget The 2016 capital budget for Oakville Transit will provide for continued growth and right-sizing of the Transit fleet as service expands into new developments in North Oakville. Of the 14 conventional expansion buses purchased of the three years, 12 will be smaller capacity 30 foot buses. The Transit fleet will also be maintained in a state of good repair, with funds provided for vehicle refurbishments and replacement buses. The vehicle replacement schedule is based on the useful lives and conditions from the town's central asset registry. The capital program will provide for accessibility improvements, new shelters, and the implementation of onboard cameras and automated passenger counters. Projects have also been identified for new and enhanced systems that will increase efficiency and effectiveness including a fuel and liquids management system that will be used for both transit and operations fleet, continued development of the Transit Intelligent Transportation System, increased radio system coverage, and an interactive voice response (IVR) and web interface for the para-transit scheduling software.

Operating Impacts in 2016 - 2018 as a result of these projects include additional software and equipment maintenance for the fuel and liquids management system, and incremental increases to transfers to the Transit equipment replacement reserve in order to set aside funds on an annual basis for the eventual replacement of these new vehicles at the end of their useful life.

Oakville Transit Classification 2016 2017 2018 2016 2017 201854211601 Transit - 10 year forecast & 5 Year Plan Growth 150,000 54211602 Bus Stop Accessibility Improvements Strategic Priorities 101,000 101,000 40,000 54211603 Transit Facility Capital Repairs and Replacement Infrastructure Renewal 25,000 36,800 25,000 54211701 Transit Facility Equipment Replacement Infrastructure Renewal 70,700 178,800 54201601 Replacement Shelters Infrastructure Renewal 199,000 193,000 54201602 New Shelters Growth 45,000 45,000 45,000 36101608 Fuel and Liquids Management System Infrastructure Renewal 745,000 100,00054411602 Care-A-Van Vehicle Replacement Infrastructure Renewal 472,000 432,000 54411603 Maintenance Vehicle and Equipment Replacement Infrastructure Renewal 57,000 57,000 54411604 Expansion Buses - New 30 ft Conventional Growth 1,789,000 2,186,000 1,312,000 255,600 312,300 187,40054411605 Care-A-Van Vehicle Expansion Growth 510,000 500,000 250,000 72,900 71,400 35,70054411606 Replacement Buses Infrastructure Renewal 3,798,000 3,045,000 3,045,000 54411607 Major Vehicle Refurbishment Infrastructure Renewal 1,357,000 2,261,000 905,000 54411702 Supervisory Vehicle Replacement Infrastructure Renewal 70,000 54411801 Expansion Buses - 40 Ft Growth 1,101,000 91,80054421104 Transit Information and Communications S Strategic Priorities 560,000 50,000 54421601 Automated Passenger Counters Strategic Priorities 45,000 45,000 54421603 Onboard Cameras Community Enhancements 575,000 54421604 IVR & Web Interface for Specialized Transit Scheduling Strategic Priorities 150,000 54421605 Radio System Support - Extended Service to Burlington Strategic Priorities 250,000 54421701 Security Cameras Infrastructure Renewal 25,000 25,000

Total Oakville Transit 10,828,000 8,583,500 7,460,800 328,500 483,700 314,900


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Oakville Transit

Service: Transit Administration Mission To provide strategic direction, leadership, management and administration to Oakville Transit. Major Responsibilities • Providing leadership in the administration and management of all transit staff, services and functions.

Strategic Priorities (Initiatives) • Improved use of technology in the delivery and management of service through introduction of an Intelligent Transit System (ITS) is the

focus for 2016 and beyond. This is closely tied to continuous improvement but also addresses fiscal sustainability as the management report capability would allow for more efficient use of resources as well as more efficient scheduling of service.



Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 419,000 588,300 0 0 588,300 169,300 40.4% 602,400 618,100 Materials & Supplies 8,400 8,600 0 0 8,600 200 2.4% 8,600 8,600 Purchased Services 64,800 50,100 0 0 50,100 (14,700) (22.7%) 50,100 58,700 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 492,200 647,000 0 0 647,000 154,800 31.5% 661,100 685,400 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 24,600 24,600 0 0 24,600 0 0.0% 24,600 24,600 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 96,300 96,300 0 0 96,300 0 0.0% 96,300 96,300 Total Revenues 120,900 120,900 0 0 120,900 0 0.0% 120,900 120,900Tax Levy 371,300 526,100 0 0 526,100 154,800 41.7% 540,200 564,500 Tax Levy By Activity

Transit Administration 371,300 526,100 0 0 526,100 154,800 41.7% 540,200 564,500Tax Levy 371,300 526,100 0 0 526,100 154,800 41.7% 540,200 564,500

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Oakville Transit

2016 Key Budget Drivers • Personnel Services & Benefits have increased by $169,300 primarily due to the reallocation of a Supervisor position from the Planning and

Accessible Services area to reflect resource needs. In addition, inflationary adjustments and contractual obligations for wages and benefits have been incorporated.

• Purchased Services have decreased by $14,700 primarily due to budget reallocations to other service areas to reflect resource needs. 2017 - 2018 Budget Forecast Highlights • 2017 and 2018 budgets reflect inflationary increases only.

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Oakville Transit

Service: Transit Operations Mission To provide users of our transit system with safe, courteous and on-time service in order to retain and grow our customer base while contributing to improved quality of life in Oakville. Major Responsibilities • Delivery of scheduled fixed route conventional transit services relative to service schedules developed by Planning as well as Late Night

Zone service, Home to Hub service, Seniors Specials, School Specials and special event service. Strategic Priorities (Initiatives) • Utilize the new Driver Trainer position to deliver updated Driver Certification Program, including use of bus simulator technology, to assist

with continuous improvement of defensive driving and customer service skills. • Integrate the new Intelligent Transportation System with the existing Control Centre for improved management of service. • Develop and implement driver performance measures utilizing ITS data. • Deliver service improvements for the first year of the new Five Year Plan including introduction of service onto the grounds of the new

hospital.

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Oakville Transit


2016 Key Budget Drivers • Personnel Services & Benefits have increased by $1,305,700 primarily due to 2016 staffing requirements for the Five Year Service Plan as

well as inflationary adjustments and contractual obligations for wages and benefits. • Materials & Supplies have decreased by $18,100 primarily due to budget reallocations to Purchased Services to reflect resource needs. • Purchased Services have increased by $31,200 primarily due to budget reallocations from Materials & Supplies to reflect resource needs as

well as inflationary increases for contracted services. • Other Expenditures have increased by $53,000 due to increases for the Presto fare settlement fee as a result of higher usage of the service. • Activity Revenue has increased by $835,000 due to a budgeted increase in ridership as a result of the phased implementation of the Five

Year Service Plan and a general fare increase. • Other Revenue has increased by $214,300 primarily due to an increase in the transfer from the Ontario Gas Tax reserve fund to partially

fund the implementation of the Five Year Service Plan. 2017- 2018 Budget Forecast Highlights • 2017 and 2018 budgets reflect additional staffing and other resource requirements for the implementation of the Five Year Service Plan as

well as revenue adjustments to reflect ridership and fare increases.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 11,905,500 13,211,200 0 0 13,211,200 1,305,700 11.0% 14,396,500 15,609,000 Materials & Supplies 46,200 28,100 0 0 28,100 (18,100) (39.2%) 36,100 46,400 Purchased Services 404,900 436,100 0 0 436,100 31,200 7.7% 492,100 553,900 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 44,700 97,700 0 0 97,700 53,000 118.6% 141,700 201,100 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 12,401,300 13,773,100 0 0 13,773,100 1,371,800 11.1% 15,066,400 16,410,400 Revenues: Activity Revenue 8,036,700 8,871,700 0 0 8,871,700 835,000 10.4% 10,656,300 11,668,800 Internal Recoveries 23,000 23,200 0 0 23,200 200 0.9% 23,200 23,200 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 448,900 663,200 0 0 663,200 214,300 47.7% 334,100 334,100 Total Revenues 8,508,600 9,558,100 0 0 9,558,100 1,049,500 12.3% 11,013,600 12,026,100Tax Levy 3,892,700 4,215,000 0 0 4,215,000 322,300 8.3% 4,052,800 4,384,300 Tax Levy By Activity

Transit Operations 3,892,700 4,215,000 0 0 4,215,000 322,300 8.3% 4,052,800 4,384,300Tax Levy 3,892,700 4,215,000 0 0 4,215,000 322,300 8.3% 4,052,800 4,384,300

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Oakville Transit

Service: Transit Fleet and Maintenance Mission To purchase, repair and perform preventative maintenance on vehicles and equipment to ensure these assets remain in a state of good repair in order to meet operational needs. Major Responsibilities • Maintenance of transit vehicle assets through provision of scheduled and unscheduled servicing of all transit revenue vehicles. • Acquisition of revenue and non-revenue vehicle assets including the development of specifications for all new vehicle purchases;

preproduction meetings; and pre-delivery inspections. Strategic Priorities (Initiatives) • Acquisition of expansion and replacement conventional and specialized transit buses. • Management of bus mid-life refurbishment program. • Management of vehicle parts and supply inventory. • Continue efforts to right-size the transit fleet to develop a more flexible and responsive family of services. This will involve purchase of an

appropriate mix of traditional 40 foot conventional buses, smaller capacity fully accessible 30 foot buses, and specialized transit buses. • Continue to investigate alternative propulsion systems with a focus on fully electric buses.

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Oakville Transit


2016 Key Budget Drivers • Personnel Services & Benefits have increased by $193,500 primarily due to 2016 staffing requirements for the Five Year Service Plan as

well as inflationary adjustments and contractual obligations for wages and benefits. • Materials & Supplies have decreased by $18,900 primarily due to a reduction in the budgeted cost per litre for fuel which is partially offset by

increases required for motor vehicle parts. • Purchased Services have increased by $47,000 primarily due to requirements for building and vehicle maintenance which is partially offset

by a reduction in insurance premiums. • Minor Capital & Transfer to Reserves have increased by $471,100 due to capital impacts for transfers to the Transit Vehicle and Equipment

reserve for future replacement of new buses and care-A-vans as well as a transfer to the Building Maintenance reserve fund for the Transit Facility which has been phased in over five years.


• 2017 and 2018 budgets reflect additional staffing and other resource requirements for the implementation of the Five Year Service Plan.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 2,741,600 2,935,100 0 0 2,935,100 193,500 7.1% 3,294,900 3,596,700 Materials & Supplies 4,751,000 4,732,100 0 0 4,732,100 (18,900) (0.4%) 5,224,900 5,818,600 Purchased Services 1,402,500 1,449,500 0 0 1,449,500 47,000 3.4% 1,621,500 1,890,900 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 607,100 608,100 0 0 608,100 1,000 0.2% 608,100 608,100 Minor Capital & Transfer To Reserves 3,917,700 3,917,700 471,100 0 4,388,800 471,100 12.0% 4,772,500 5,097,400 Total Expenses 13,419,900 13,642,500 471,100 0 14,113,600 693,700 5.2% 15,521,900 17,011,700 Revenues: Activity Revenue 13,200 13,200 0 0 13,200 0 0.0% 13,200 13,200 Internal Recoveries 33,400 33,400 0 0 33,400 0 0.0% 33,400 33,400 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 46,600 46,600 0 0 46,600 0 0.0% 46,600 46,600Tax Levy 13,373,300 13,595,900 471,100 0 14,067,000 693,700 5.2% 15,475,300 16,965,100 Tax Levy By Activity

Transit Fleet & Maintenance 13,373,300 13,595,900 471,100 0 14,067,000 693,700 5.2% 15,475,300 16,965,100Tax Levy 13,373,300 13,595,900 471,100 0 14,067,000 693,700 5.2% 15,475,300 16,965,100

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Oakville Transit

Service: Transit Planning and Accessible Services Mission To plan, schedule and communicate efficient, convenient and accessible conventional fixed route and para-transit services, and to provide accessible passenger amenities in order to retain and grow our customer base and to improve the quality of life in Oakville. Major Responsibilities • Planning of all transit services (fixed route accessible conventional; care-A-van service; and special services). • Coordination of Office Services support functions; administration and clerical support; revenue room control and supervision. • Includes responsibility for the accessibility component of conventional fixed route service as well as specialized transit operations. • Also responsible for review of specialized transit applications; determination of eligibility; and travel training

Strategic Priorities (Initiatives) • Development of procedures and practices consistent with the new Accessibility for Ontarians with Disabilities Act (AODA) regulations will be

the focus for the next three years. This is directly related to the strategic priority of delivering programs and services that are accessible. • Incorporate new commingled Home to Hub service utilizing existing specialized transit resources • We will also be focusing on improvement in the quality of service being delivered by our contracted taxi services. This is consistent with the

strategic priority to continuously improve programs and services. • Both of these strategic priorities will also be addressed with improvements to transit infrastructure; more landing pads, walkways, shelters

and accessible amenities. • Introduce new specialized transit scheduling software incorporating IVR and web based ride booking. • Provide same day and late day specialized transit booking capability.

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Oakville Transit


2016 Key Budget Drivers • Personnel Services & Benefits have increased by $88,800 primarily due to 2016 staffing requirements for the Five Year Service Plan as well

as inflationary adjustments and contractual obligations for wages and benefits which is partially offset by the reallocation of a Supervisor position to the Administration area to reflect resource needs.

• Purchased Services have increased by $308,800 primarily due to increases in advertising to support the implementation of the Five Year Service Plan and higher demand for taxi services used to assist in the delivery of specialized transit services.

2017 - 2018 Budget Forecast Highlights • 2017 and 2018 budgets reflect additional staffing and other resource requirements for the implementation of the Five Year Service Plan as

well as anticipated increases in demand for taxi services used to assist in the delivery of specialized transit services.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,532,400 1,621,200 0 0 1,621,200 88,800 5.8% 1,951,100 2,008,800 Materials & Supplies 1,000 3,500 0 0 3,500 2,500 250.0% 3,500 5,500 Purchased Services 631,800 940,600 0 0 940,600 308,800 48.9% 1,080,600 1,240,800 Internal Charges 10,600 10,600 0 0 10,600 0 0.0% 10,600 10,600 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 2,175,800 2,575,900 0 0 2,575,900 400,100 18.4% 3,045,800 3,265,700 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 0 0 0 0 0 0.0% 0 0Tax Levy 2,175,800 2,575,900 0 0 2,575,900 400,100 18.4% 3,045,800 3,265,700 Tax Levy By Activity

Transit Planning & Accessible Services 2,175,800 2,575,900 0 0 2,575,900 400,100 18.4% 3,045,800 3,265,700Tax Levy 2,175,800 2,575,900 0 0 2,575,900 400,100 18.4% 3,045,800 3,265,700

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Program: Environmental Policy


2016 - 2018

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Environmental Policy

Program: Environmental Policy Vision Statement: To advance actions to sustain and enhance Oakville’s environment.

Mission Statement: To deliver comprehensive and effective strategic sustainability and environmental support to all town staff, agencies and the community that will protect, restore, enhance and sustain Oakville’s environment.

Program Description The Environmental Policy program provides strategic sustainability, environmental and energy policy development; guidance and support on the planning and implementation of related programs and practices by departments; environmental and energy research scans for sustainability, best practices, technology, and regulatory and compliance issues; implementation of Oakville’s Environmental Strategic Plan (ESP), Council-approved environmental policies and related procedures, the Oakville community sustainability plan, environmental stewardship and energy management programs; and brownfield issue management. The program identifies emerging issues and promotes opportunities for enhancements across all town departments and the community and also informs the town and community about current and future environmental and energy legislation, best practices, programs, technologies and measures to support informed and improved sustainable, environmental and energy management decision-making, compliance, operations and actions. Program implementation support is largely the responsibility of the Environmental Policy department to develop, coordinate, facilitate/enable, implement, monitor and measure, and improve program outcomes. Supported strategic priorities include enhancing the natural environment, being environmentally sustainable, having programs and services that are innovative, transformative and continuously improving, and advancing the town’s position as an environmental leader. Program Services The Environmental Policy program provides the following service: • Environmental Policy

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Staffing Overview


Overall the Environmental Policy program has increased by $16,500 or 1.8%. In some accounts, expenditures have been reallocated to meet changing requirements of this program. Primary drivers however are inflationary increases for wages and benefits.

Program: Environmental Policy 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change

Services/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015 Environmental Policy 6.4 6.4 6.4 0.0

Total Environmental Policy 6.4 6.4 0.0 0.0 0.0 6.4 0.0



Environmental Policy 973,100 913,100 954,600 929,600 16,500 1.8%

Total 973,100 913,100 954,600 929,600 16,500 1.8%


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2011 2012 2013 2014 2015 0.6% 0.6% 0.5% 0.5% 0.5%


2011 2012 2013 2014 2015 0.4% 0.4% 0.4% 0.4% 0.4%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Energy consumption (electricity and natural gas) per square foot of town facility

2011 2012 2013 2014 2015 41.84 ekWh/sq. ft 36.45 ekWh/ sq. ft 39.24 ekWh/ sq. ft 41.18 ekWh/sq. ft N/A

Why Important: Energy consumption per square foot is an energy intensity measurement defined in the corporate Energy Conservation and Demand Management Plan (CDM 2014-2019). The CDM goal is a 15 percent reduction in corporate energy use from the 2012 baseline by 2019. Energy consumption per square foot is one of the indicators that will be used to measure the success of meeting the CDM goal. How Calculated: Energy consumption (natural gas and electricity) is calculated for each year using utility billed data from all town owned facilities. This data is then measured against the total gross floor area to calculate ekWh/sq. ft. 4. Improved air quality: average annual ground level Ozone concentration in parts per billion

2011 2012 2013 2014 2015 28.0 27.8 27.7 28.3 27.2

Why Important: Responsible for the majority of smog advisories in Oakville, known to have significant negative impacts on respiratory health. How Calculated: Annual average measured in parts per billion (ppb). Raw data provided by the province. Data reflects one year prior (e.g. 2015 based on data from January 1 to December 31, 2014).

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5. Improved water quality: mean chloride and phosphorus in creeks (mg/L) 2011 2012 2013 2014 2015

16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks .048 .068 .048 .074 .088 .041 .045 .118 .021 .02 .016 .013 .016 .034 .014

Why Important: Excess phosphorus is a significant contributor to water quality issues and is the main cause of excessive algal blooms. How Calculated: The average of total phosphorus from samples drawn from each of Oakville’s three major creek systems (16 Mile, 14 Mile and Bronte) between April and October. Values should ideally be below the Provincial Water Quality Objectives (PWQO) of 0.03 mg/L. Raw data provided by Conservation Halton. Data reflects one year prior (e.g. 2015 based on data from January 1 to December 31, 2014). 6. Fine particulate matter (PM2.5): number of days with daily average exceeding Health Canada’s Health Reference Level

2011 2012 2013 2014 2015 17 25 13 33 29

Why Important: Fine particulate matter is a significant contributor to poor air quality. Exposure associated with hospital admissions and serious health effects, including premature death. How Calculated: Health Canada’s health reference level for PM2.5 is 15 ug/m3, the point at which health effects may start to be seen in some populations. The daily average is calculated based on hourly values and the total number of days that exceed a value of 15 ug/m3 are determined. Raw data provided by the province. Data reflects one year prior (e.g. 2015 based on data from January 1 to December 31, 2014). Key Objectives (Initiatives) for 2016 - 2018 The following initiatives will be undertaken by Environmental Policy over 2016 - 2018 to help to meet Council’s strategic objectives to enhance the natural environment, to be environmentally sustainable and to have programs and services that are innovative and continuously improving: • Implementation of the Council-endorsed 2011 Environmental Strategic Plan (ESP) will continue with annual progress reporting to Council

and the community. The five-year update will begin as scheduled in 2016. • The Oakville Wildlife Strategy implementation is continuing to meet the ongoing priorities regarding coyote and other wildlife issues, Species

at Risk legislative requirements and the need for cohesive/integrated biodiversity and invasive species response planning. Moving into 2016 the innovative Road Ecology Strategy will begin implementation by staff and work on the development of an overarching comprehensive Biodiversity Strategy will begin.

• Implementation of the corporate Energy Conservation and Demand Management Plan (CDM Plan) will continue to be a focus of key departments: Environmental Policy, Facilities and Construction Management, Recreation and Culture and Finance along with several other departments. Staff training to support facility by facility implementation is a cornerstone of the program required to achieve energy efficiencies.

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• Promotion of Oakville’s Local Community Sustainability Plan, Let’s Be Livable, will continue into 2016 and beyond. Strategic corporate sustainability initiatives continue to be implemented by departments in programs, policies and practices including monitoring, measuring and reporting on these outcomes.

• Brownfield management and the development of strategic policy began in 2013 and will continue into 2016/17 to meet regulatory requirements, achieve process efficiencies, improve risk mitigation, and to be accountable and fiscally sustainable.

• Implementation of the Oakville Climate Change Strategy will continue into the future to ensure continued progress to adapt to and mitigate climate change impacts. Work to address key vulnerabilities in storm water management and urban forest health are underway involving multiple departments.

• Effective implementation of the Health Protection Air Quality By-law and other air quality initiatives will continue including supporting actions outlined in the Oakville-Clarkson AirZone Action Plan to maintain the established leadership role of the town in improving local air quality.

• Environmental policy development will continue through implementation and updating of sustainable purchasing, sustainable green buildings, fleet greening, and Towards Zero Waste procedures among others.

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In 2016, the Environmental Policy program has increased by $16,500 or 1.8%. The main drivers for this increase are the following. • Personnel Services have increased by $15,000 as a result of anticipated contractual increases as well as inflationary increases for other

groups and benefits. • Materials & Supplies have increased by $2,500 to reflect resource needs with a portion of the additional budget being reallocated from

Purchased Services. • Purchased Services have decreased by $36,000 primarily due to a reduction for staff training that occurred in 2015 involved in energy

management to support the target of 15% reduction in energy use by 2019. • Internal Recovery & Fund Transfers have decreased by $35,000 due to the elimination of a transfer from reserve budgeted in 2015 to fund

the staff training for energy management.



Personnel Services & Benefits 660,600 675,600 0 0 675,600 15,000 2.3%Materials & Supplies 35,200 37,700 0 0 37,700 2,500 7.1%Capital Out Of Operations 1,300 1,300 0 0 1,300 0 0.0%Purchased Services 261,000 225,000 0 0 225,000 (36,000) (13.8%)Internal Expenses & Transfers 15,000 15,000 0 0 15,000 0 0.0%Total Expenses 973,100 954,600 0 0 954,600 (18,500) (1.9%)

Revenues:External Revenues 25,000 25,000 0 0 25,000 0 0.0%Internal Recovery & Fund Trsfs 35,000 0 0 0 0 (35,000) (100.0%)Total Revenues 60,000 25,000 0 0 25,000 (35,000) (58.3%)

Tax Levy 913,100 929,600 0 0 929,600 16,500 1.8%

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Environmental Policy 954,600 972,100 1.8% 991,500 2.0%Total Gross Expenditures 954,600 972,100 1.8% 991,500 2.0%

Tax Levy

Environmental Policy 929,600 947,100 1.9% 966,500 2.0%Total Tax Levy 929,600 947,100 1.9% 966,500 2.0%

Gross Expenditures By Type Personnel Services & Benefits 675,600 693,100 2.6% 712,500 2.8% Materials & Supplies 37,700 37,700 0.0% 37,700 0.0% Purchased Services 225,000 225,000 0.0% 225,000 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 0 0 0.0% 0 0.0% Minor Capital & Transfer To Reserves 16,300 16,300 0.0% 16,300 0.0% Total Expenditures 954,600 972,100 1.8% 991,500 2.0% Revenues By Type Activity Revenue 25,000 25,000 0.0% 25,000 0.0% Internal Recoveries 0 0 0.0% 0 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 25,000 25,000 0.0% 25,000 0.0%Tax Levy 929,600 947,100 1.9% 966,500 2.0%

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2016 -2018 Recommended Capital Budget The capital budget will provide funds to update the Environmental Strategic Plan (ESP) as well as to develop a Biodiversity (Natural Heritage System) Strategy in 2016 and 2017. In 2017, $400,000 has been budgeted to purchase a new software platform to manage and analyze energy consumption across the town, and ensure The Energy Conservation and Demand Management Plan targets are met. Finally, plans to update the Integrated Community Sustainability Plan are scheduled in 2018.

Environmental Policy Classification 2016 2017 2018 2016 2017 201822101602 Environmental Strategic Plan (ESP) Update Strategic Priorities 100,000 22101604 Biodiversity (Natural Heritage System) Strategy Strategic Priorities 100,000 200,000 22101701 Energy Management System Solution Strategic Priorities 400,000 22101801 Integrated Community Sustainability Plan Strategic Priorities 50,000

Total Environmental Policy 200,000 600,000 50,000


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Program: Infrastructure Planning and Improvements


2016 – 2018

Page 245

Program: Infrastructure Planning and Improvements Vision Statement: To meet the needs of our community through the provision, management and rehabilitation of municipal infrastructure.

Mission Statement: To plan, manage and provide road, traffic and storm sewer infrastructure/services to the residents and businesses of Oakville.

Program Description The Infrastructure Planning and Improvements Program includes the overall management, coordination and implementation of engineering planning and design and construction of Oakville’s transportation infrastructure. Best engineering practices are followed to ensure cost effective and responsible results; this will include environmental assessments, studies, public and agency consultations, engineering design/approval and the tendering and construction administration for projects and services including roads, traffic signals, bridges, culverts, sidewalks, cycle ways and multi-use pathways.

Program Services The Infrastructure Planning and Improvements Program provide the following services: • Administration • Road Infrastructure Improvements • Road Corridor Management

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Staffing Overview

Overall, the staff complement for Infrastructure Planning and Improvements is 27.6 FTE. The equivalent of 0.5 FTE in part time hours were reallocated to Development Engineering as a result of a re-organization of Program responsibilities.


In 2016, the Infrastructure Planning & Improvements program has decreased by $16,900 or 0.8% primarily due to an increase in recoveries as it is expected that staff will spend more time implementing capital projects which is partially offset by contractual increases for wages and benefits. In addition, part-time dollars were reallocated to the Development Engineering program and insurance premiums were decreased.

Program: Infrastructure Planning 2014 2015 2016 2016 2016 2016 Net& Improvements Approved Approved Capital Service Reallocation Total ChangeServices/Activities: FTE FTE Impact Level Change of Staff FTE 2016 vs 2015

Administration 1.8 1.3 1.3 0.0Road Infrastructure Improvements 26.0 24.8 (0.5) 24.3 (0.5)Stormwater Management 1.0 0.0 0.0 0.0Road Corridor Management 3.9 2.0 2.0 0.0

Total Infrastructure Planning & Improvements 32.7 28.1 0.0 0.0 (0.5) 27.6 (0.5)



Administration 328,200 327,000 314,700 313,500 (13,500) (4.1%)Road Infrastructure Improvements 2,768,300 1,661,700 2,809,800 1,641,700 (20,000) (1.2%)Road Corridor Management 255,500 31,700 265,700 48,300 16,600 52.4%

Total 3,352,000 2,020,400 3,390,200 2,003,500 (16,900) (0.8%)


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2011 2012 2013 2014 2015 2.0% 2.0% 1.9% 1.8% 1.6%


2011 2012 2013 2014 2015 2.4% 2.2% 2.2% 2.1% 1.8%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of deficient pavement with the network

2011 2012 2013 2014 2015 11.0 10.4 7.3 8.1

Why Important: Investing in the state of good repair of the town’s road network assists in optimizing life cycle performance and is a key aspect to community sustainability How Calculated: The percentage of deficient pavement is calculated based on a satisfactory Pavement Quality Index (PQI) level. For arterial/collector roads, a satisfactory PQI rating is established as 65; for a local residential road the PQI rating is established as 50. The reported figures represents the percentage of roads that fall under the established PQI levels. 4. Kilometers of sidewalks/cycle ways per 1000 population (ISO 37120 supporting indicator)

2011 2012 2013 2014 2015 6.21

Why Important: Provides a consistent comparator to other municipalities of varying sizes How Calculated: The town’s total inventory (in km) of all (sidewalks + on-road cycle facilities + signed bike routes + off road multi--use paths) divided by the current year population x 1000. Note – this is a new KPI report commencing in 2015. Population figure used for 2015 = 188,900.

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5. Kilometers of active transportation implemented per year 2011 2012 2013 2014 2015

31.7km 17.1km 16.1km 20.0km 28.3km Why Important: Monitors the success of implementation of the Active Transportation Master Plan How Calculated: Total length of new sidewalks, bike lanes, bike routes, and multiuse trails constructed per year, or total length of sidewalks, bike lanes, bike routes and multi-use trails constructed/total length of active transportation infrastructure (sidewalks, bike lanes, bike routes, multiuse trails) identified on the Active Transportation Master Plan network 6. Traffic control system performance (intersection level of service) at acceptable levels

2011 2012 2013 2014 2015 99% 99% 99% 98% 98%

Why Important: Determines whether a signalized intersection is operating at acceptable levels of delay, on a scale of A to F. A location which is operating at LOS A, B, C or D is considered to have satisfactory operation with delays to motorists at acceptable levels (A-c) or reaching the upper limit of tolerable delays (D). . When an intersection’s LOS is found to be LOS E or F, its levels of delay are not acceptable to motorists. How Calculated: % of signalized intersections at Level of Service A – D Key Objectives (Initiatives) for 2016 – 2018 • Developing an implementation and funding strategy for the infrastructure recommended from the Completed Midtown Oakville

Transportation and Stormwater Class EA study for transportation in co-ordination with Metrolinx, MTO and Halton. • Undertake and complete a Transportation Master Plan update in support of a new DC Bylaw. • Completion of the detailed engineering design for the Kerr Street Grade Separation project and develop a strategy to secure lands

necessary to accommodate the new alignment of Kerr Street. • Negotiate and finalize funding arrangements with Metrolinx to address the delivery of the Kerr and Burloak grade separation projects. • Initiate engineering design for the widening of the Speers Road corridor from Kerr Street to Dorval Drive. • Initiate the detailed engineering design for the North Service Road Reconstruction and Widening Project (from the current urbanized section

east of Invicta Drive to Eighth Line). • Complete the engineering design for the Lakeshore Road (Downtown) Reconstruction and Streetscape Project. • Complete the engineering design for the rehabilitation of the Lakeshore Road Bridge at 16 Mile Creek Project. • Complete detailed design for the Cornwall Road Reconstruction and Widening Project (Chartwell Road to Morrison Road) and initiate utility

reallocations in advance of the construction phase which is scheduled for 2016. • Complete engineering design for new southbound dual right turn lanes from Cross to Speers/Cornwall Road, and initiate construction. • Undertake the intersection improvement program (functional review, engineering design and implement improvements) of selected

intersections in town to address capacity and/or safety issues. • Undertake the traffic signal construction program. • Undertake an environmental assessment of the Lakeshore Road corridor from Mississaga Street to Dorval Drive. • Capital asset management to assess, plan and deliver projects to optimize the life cycle of major engineering infrastructure components

such as road reconstruction & urbanization, road pavement resurfacing and preservation, bridge & culvert structures, etc.

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• Deliver the Active Transportation Capital Program (pedestrian/cycling infrastructure network upgrades and major rehabilitation) and Smart Commute initiatives.

• Continuation of traffic signal optimization program. • Develop/evolve the current traffic calming program to address other roads beyond elementary school zones and deliver the capital program

related to both passive and physical treatments. • Management of the road corridor network to ensure an efficient and safe road system through the coordination of third party activities (e.g.

utility and regional work, special event planning, licenses and encroachment agreements, etc.). • Complete the College Park Area Transportation Study. • Complete the Coronation Park Area Drainage Improvement EA Study. • Deliver the Tannery & Waterworks Parks Shoreline Improvement Project.


In 2016, the Infrastructure Planning & Improvement program has decreased by $16,900 or 0.8%. The budget drivers are highlighted below. • Personnel Services & Benefits have increased by $52,800 primarily due to anticipated contract requirements as well as inflationary

increases for other wage groups and benefits. In addition, part-time dollars were reallocated to the Development Engineering program. • Materials & Supplies have decreased by $2,900 primarily due to a reduction in the budgeted cost per litre for fuel. • Purchased Services have decreased by $14,800 primarily due to a reduction in insurance premiums. • Internal Expenses & Transfers have increased by $3,200 primarily due to an increase in labour charges from Fleet operations. • External Revenues have decreased by $1,500 primarily due to a rationalization of permit revenue. • Internal Recovery & Fund Transfers have increased by $56,600 primarily due to higher recoveries reflecting staff time spent on

implementing capital projects.



Personnel Services & Benefits 2,985,500 3,038,300 0 0 3,038,300 52,800 1.8%Materials & Supplies 48,900 46,000 0 0 46,000 (2,900) (5.9%)Capital Out Of Operations 10,500 10,100 0 0 10,100 (400) (3.8%)Purchased Services 243,700 228,900 0 0 228,900 (14,800) (6.1%)Payments & Grants 20,900 21,200 0 0 21,200 300 1.4%Internal Expenses & Transfers 42,500 45,700 0 0 45,700 3,200 7.5%Total Expenses 3,352,000 3,390,200 0 0 3,390,200 38,200 1.1%

Revenues:External Revenues 237,700 236,200 0 0 236,200 (1,500) (0.6%)Internal Recovery & Fund Trsfs 1,093,900 1,150,500 0 0 1,150,500 56,600 5.2%Total Revenues 1,331,600 1,386,700 0 0 1,386,700 55,100 4.1%

Tax Levy 2,020,400 2,003,500 0 0 2,003,500 (16,900) (0.8%)

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Budget Requested Budget (%) Requested Budget (%)

Gross ExpendituresInfrastructure Planning & Improvements

Administration 314,700 319,500 1.5% 325,000 1.7%Road Infrastructure Improvements 2,809,800 2,876,700 2.4% 2,951,500 2.6%Road Corridor Management 265,700 271,400 2.1% 277,700 2.3%Total Gross Expenditures 3,390,200 3,467,600 2.3% 3,554,200 2.5%

Tax Levy

Infrastructure Planning & ImprovementsAdministration 313,500 318,300 1.5% 323,800 1.7%Road Infrastructure Improvements 1,641,700 1,685,300 2.7% 1,736,200 3.0%Road Corridor Management 48,300 50,100 3.7% 52,500 4.8%Total Tax Levy 2,003,500 2,053,700 2.5% 2,112,500 2.9%

Gross Expenditures By Type Personnel Services & Benefits 3,038,300 3,115,500 2.5% 3,201,900 2.8% Materials & Supplies 46,000 46,200 0.4% 46,400 0.4% Purchased Services 228,900 228,900 0.0% 228,900 0.0% Internal Charges 14,700 14,700 0.0% 14,700 0.0% Other Expenditures 21,200 21,200 0.0% 21,200 0.0% Minor Capital & Transfer To Reserves 41,100 41,100 0.0% 41,100 0.0% Total Expenditures 3,390,200 3,467,600 2.3% 3,554,200 2.5% Revenues By Type Activity Revenue 236,200 240,400 1.8% 244,600 1.7% Internal Recoveries 1,150,500 1,173,500 2.0% 1,197,100 2.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 1,386,700 1,413,900 2.0% 1,441,700 2.0%Tax Levy 2,003,500 2,053,700 2.5% 2,112,500 2.9%

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2016-2018 Recommended Capital Budget The following chart details recommended capital projects for 2016-2018. Highlight projects being undertaken in 2016 include the widening of Cornwall Road from Chartwell to Morrison, the reconstruction and urbanization of Bridge Road from Warminster Drive to Fourth Line, continued design work and land acquisitions for the reconstruction and widening of Speers Road form the GO Station west of Third Line to Fourth Line, and the conversion of existing one-way streets in the downtown core to two-way operation. In addition, several continuing capital programs (Road Resurfacing Preservation Program, Active Transportation New Facilities and Rehabilitation Programs, Fences and Noise Wall Maintenance and Rehabilitation, Storm Sewer Maintenance and Replacement, Bridge and Culvert Minor Rehabilitation, Traffic Calming and New Signal Construction Programs) are included.

Infrastructure Planning Classification 2016 2017 2018 2016 2017 201853111601 Transportation Master Plan Updates Growth 556,000 53111602 Engineering and Construction Cap. Repl. Infrastructure Renewal 25,000 25,000 25,000 53310601 Cornwall Rd-Chartwell to Morrison Growth 7,323,000 54,40053310703 Kerr St Widening and Grade Separation (Speers to NSR-N of QEW) Growth 4,626,000 53311105 Wyecroft Rd - Burloak Drive to RRL Burl Growth 1,715,400 53311410 Speers Rd - GO Station W of 3rd Line to 4th Line Growth 2,020,000 11,009,000 94,200 4,80053311501 Cross Avenue - Speers - Dual Right Turn Lanes Growth 894,000 3,10053311502 North Service Road (1km East of Invicta to 8th Line) Growth 5,873,000 49,30053311604 Lakeshore Road West - East St to Third Line Growth 505,000 258,000 53311605 Great Lakes Blvd - Phase 2 Growth 283,000 2,929,000 24,30053311606 Wyecroft Rd - East of Fourth Line to Weller Growth 101,000 354,000 1,788,000 53311608 Speers - East of Dorval Drive to Kerr St Growth 136,000 1,086,000 2,283,000 24,10053311613 Signal Optimization Program Growth 183,900 183,900 183,900 53311614 Traffic Management - Intersections Growth 1,050,000 1,050,000 1,050,000 53311705 Burloak Dr Grade Sep - Harvester to PW D Growth 152,000 1,086,000 53311712 Wyecroft Rd - Sinclair Rd to Kerr St Growth 76,000 293,000 53311713 Speers Road - Fourth Line to Dorval Drive Growth 283,000 1,369,000 53321504 Downtown Lakeshore - Reconstruction/Streetscape Infrastructure Renewal 201,000 53321506 Bridge Road - Warminster to Fourth Line Infrastructure Renewal 3,000,000 15,70053321601 Bridge Road - Sherin Drive to Warminster Infrastructure Renewal 177,000 1,429,000 10,50053321604 Downtown One Way Road Conversion Program Strategic Priorities 682,000 10,20053321607 Invicta Drive - North Service Rd to North Limit Infrastructure Renewal 157,000 1,288,000 7,70053321703 Old Bronte Road - Streetscape Design Strategic Priorities 64,346 53331602 Roadside Safety Program Infrastructure Renewal 50,000 50,000 50,000 53331603 Fences and Noise Wall Maintenance & Rehabilitation Infrastructure Renewal 409,000 106,000 106,000 53331604 Road Resurfacing and Preservation Program Infrastructure Renewal 7,828,000 8,585,000 9,343,000 53341602 Active Transportation Initiatives Growth 144,000 144,000 53341603 ATMP Cycle lanes, Pathways etc. Growth 394,000 394,000 394,000 13,000 4,200 4,20053341604 AT Facility Rehabilitation Infrastructure Renewal 263,000 289,000 289,000 53341605 Sidewalks on Regional Roads Growth 1,890,000 1,470,000 735,000 11,900 11,90053351601 Infrastructure Assessment and Engineering Studies Infrastructure Renewal 100,000 100,000


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A number of projects involve the widening and urbanization of roadways in order to increase capacity to address growing travel demands, as well as accommodate active transportation modes. Operating impacts required in 2016-2018 as a result of additional lane kilometres of roadways, cycling provision, multi-use paths and sidewalks include additional costs for winter control, roadway and sidewalk maintenance, and hydro.

Infrastructure Planning Classification 2016 2017 2018 2016 2017 201853360803 Rebecca Street at 16 Mile Creek Infrastructure Renewal 505,000 53360805 Brookmill Road at Joshuas Creek Infrastructure Renewal 667,000 53361103 Warminster Drive at 14 Mile Creek Infrastructure Renewal 1,212,000 53361301 Bridge Road at 14 Mile Creek Infrastructure Renewal 51,000 742,000 53361501 Lakeshore Road at 16 Mile Creek Infrastructure Renewal 53361601 Rebecca Street at 14 Mile Creek Infrastructure Renewal 10,000 82,000 53361604 Sixth Line at Morrison/Wedgewood Diverson Infrastructure Renewal 10,000 58,000 53361606 Bridge Permitting Allocation Infrastructure Renewal 63,000 168,000 48,000 53361607 Bridge & Culvert Minor Rehabilitations - Various Locations Infrastructure Renewal 200,000 200,000 200,000 53361701 Biannual Structure Inspection Infrastructure Renewal 80,000 53381404 Tansley Drive/Seabourne Sewer Infrastructure Renewal 434,000 53381405 Woodhaven Park Drive Sewer Infrastructure Renewal 76,000 606,000 53381602 Storm Sewer Maintenance & Replacement Program Infrastructure Renewal 338,000 338,000 338,000 53381603 Storm Sewer Inspection Infrastructure Renewal 125,000 125,000 125,000 53381703 Maplehurst Storm Sewer Infrastructure Renewal 76,000 783,000 53381704 Coral Terrace/Birchview Drive Sewer Infrastructure Renewal 61,000 576,000 53381801 Brant Street/Kerr Street Sewer Infrastructure Renewal 35,000 53381803 Tweedsdale/Lakeshore Sewer Infrastructure Renewal 51,000 53411601 Traffic Studies and Monitoring Infrastructure Renewal 25,000 25,000 25,000 53411602 Traffic Signal Construction Program Growth 500,900 500,900 1,002,800 12,500 14,50053411603 PXO Conversion Program Infrastructure Renewal 68,000 68,000 68,000 3,400 3,400 3,40053411604 New Traffic Calming Program Strategic Priorities 158,000 158,000 158,000

Total Infrastructure Planning 32,141,200 44,747,146 25,158,700 99,800 218,000 62,900


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Program: Parking


2016 – 2018

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Program: Parking Vision Statement: To provide municipal parking operations for residents and businesses with practices which contribute and complement the “livability” of the entire Oakville community.

Mission Statement: To effectively plan, deliver and manage municipal parking strategy and business/field operations (infrastructure, services, enforcement) for the residents and businesses of Oakville in a financially self-supporting manner, and with a customer service focus.

Program Description This program provides for and manages the business of the town’s municipal parking operations, including strategy, for town-wide and commercial district parking. The provision of town-wide parking operations focuses on compliance with the regulations for on-street parking and the management of temporary on-street parking permit program where appropriate and in accordance with approved policy. Commercial parking operations are currently provided within the Downtown Oakville and Kerr Village commercial districts. Commercial parking is provided in the form of on-street spaces, municipal parking lots and one parking garage structure; their usage is permitted through meter payments, pay-and-display and pay-by-plate machines and monthly permits. Municipal parking is effectively provided and administered through the activities of customer service (payment, request and inquiry processing); enforcement and prosecution; relevant by-law and policy administration; utilization and rate/fee monitoring; expansion planning (commercial parking); and equipment/infrastructure assessment (planning for renewal and replacement of parking equipment/structure and technology). The overall parking strategy and business operations are managed by Engineering and Construction. Enforcement is delivered by the Clerks Department (By-law and Licensing Services). With the implementation of Administrative Monetary Penalties in 2015, prosecution (i.e. screening and hearings) is now delivered by Legal. Early in 2016, the front line customer service for parking will be provided by Service Oakville.

Program Services The Parking Program delivers the following services: • Commercial District Parking • Parking Strategy & Business Operations

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Staffing Overview

With the consolidation of front line customer service to ServiceOakville, there is a reallocation of one customer service representative from Parking to ServiceOakville.


In 2016, the Parking Services program continues to be a self-sustaining operation with expenses fully offset by revenues. The gross budget has increased by $363,700 or 8.7% which is primarily due to an increase in interdepartmental charges of $250,000 to reflect charges from ServiceOakville for the CSR services which were consolidated under ServiceOakville; from the Legal program for a Screening Officer position and charges relating to winter control maintenance of the municipal parking lots. In addition, $75,000 has been included in purchased services to outsource of overnight parking permit requests which will free up Parking Control Officers’ time for normal duties. Revenues are projected to increase by $288,700 or 7.3%, primarily due to the annualization of the administrative monetary penalties for parking infractions.

Program: Parking 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Commercial District Parking 4.5 2.0 2.0 0.0Parking Strategy & Business Operations 16.1 18.9 (1.0) 17.9 (1.0)

Total Parking 20.6 20.9 0.0 0.0 (1.0) 19.9 (1.0)



Commercial District Parking 1,882,800 (379,700) 2,061,800 (238,600) 141,100 (37.2%)Parking Strategy & Business Operations 2,292,500 379,700 2,477,200 238,600 (141,100) (37.2%)

Total 4,175,300 0 4,539,000 0 0 0.0%


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2011 2012 2013 2014 2015 1.4% 1.4% 1.3% 1.4% 1.4%


2011 2012 2013 2014 2015 1.3% 1.3% 1.3% 1.3% 1.3%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of available North of Dundas Street parking permits issued

2011 2012 2013 2014 2015 N/A N/A 7% 20% 26%

Why Important: Measures to the growth of a new program in a developing area. How Calculated: Total Permits issued/Total Permit spaces available 4. Utilization rate of parking spaces by Commercial District

2011 2012 2013 2014 2015 N/A 73%/54% N/A 69%/64%

Why Important: Assesses the available parking in the commercial districts How Calculated: From parking utilization surveys Downtown Oakville /Kerr Village 5. Percentage of tickets paid and not disputed

2011 2012 2013 2014 2015 94% 95% 95% 94% 94%

Why Important: Assesses the quality of the tickets How Calculated: Total tickets issued-# tickets at early resolution and court/total tickets issued

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6. Percentage of tickets resolved during facilitation sessions 2011 2012 2013 2014 2015

98% 99% 98% 99% 98% Why Important: Assesses the value and success of the program How Calculated: Total number of tickets resolved/Total number of tickets at early resolution Key Objectives (Initiatives) for 2016 – 2018 • Liaison with the commercial BIA’s with regards to the management of commercial parking operations with particular emphasis on resolving

customer service issues with new parking payment machines and improving the overall commercial parking patron experience • Initiate project to implement new technologies and tools for parking payment options, including pay by phone • Complete consolidation of front office parking customer service within ServiceOakville • Undertake a Sign Review Study in downtown Oakville to improve parking way-finding • Develop an approach to cash-in-lieu of parking. • Complete annual utilization surveys in commercial districts • Maintenance of municipal parking infrastructure within the commercial districts

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In 2016, the Parking Services program continues to be a self-sustaining operation with expenses fully offset by revenues. The gross budget has increased by $363,700 or 8.7%.The main drivers for the change are the following: • Personnel Services & Benefits have decreased by $48,100 due to a Parking Customer Service Representative (CSR) being reallocated to

the ServiceOakville program which is partially offset by inflationary increases for salaries and benefits. The Parking CSR position however is still being charged to the Parking program through interdepartmental charges and is included in Internal Expenses and Transfers.

• Materials and Supplies have increased by $14,900 to reflect needs in utilities and office equipment supplies for tickets and permits. • Purchased Services have increased by $126,900 primarily due to outsourcing of overnight parking permit requests which is funded by the

Parking reserve fund with the transfer included in Internal Recovery & Fund Transfers. Also included are increases in the service contract for pay-and-display machines, support costs for the integrated ticket and permit management system, repairs and maintenance for the parking garage, and insurance premiums.

• Payments & Grants have increased by $20,000 due to Ministry of Transportation (MTO) service fees reflecting higher usage of the service. • Internal Expenses & Transfers have increased by $250,000 due to an interdepartmental charge for the Parking CSR position which has

been reallocated to the ServiceOakville program, an interdepartmental charge from the Legal program for a Screening Officer position, an increase in charges for winter control and an increase in the transfer to the Parking reserve fund.

• External Revenues have increased by $288,700 primarily due to the annualization of the administrative monetary penalties for parking violations.



Personnel Services & Benefits 1,958,500 1,910,400 0 0 1,910,400 (48,100) (2.5%)Materials & Supplies 184,800 199,400 300 0 199,700 14,900 8.1%Capital Out Of Operations 0 0 0 0 0 0 0.0%Purchased Services 376,100 427,100 900 75,000 503,000 126,900 33.7%Payments & Grants 407,000 427,000 0 0 427,000 20,000 4.9%Internal Expenses & Transfers 1,248,900 1,498,900 0 0 1,498,900 250,000 20.0%Total Expenses 4,175,300 4,462,800 1,200 75,000 4,539,000 363,700 8.7%

Revenues:External Revenues 3,947,000 4,231,700 4,000 0 4,235,700 288,700 7.3%Internal Recovery & Fund Trsfs 228,300 228,300 0 75,000 303,300 75,000 32.9%Total Revenues 4,175,300 4,460,000 4,000 75,000 4,539,000 363,700 8.7%

Tax Levy 0 2,800 (2,800) 0 0 0 0.0%

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ParkingCommercial District Parking 2,061,800 2,111,400 2.4% 2,089,300 (1.0%)Parking Strategy & Business Operations 2,477,200 2,513,300 1.5% 2,564,100 2.0%Total Gross Expenditures 4,539,000 4,624,700 1.9% 4,653,400 0.6%

Tax Levy

ParkingCommercial District Parking (238,600) (222,300) 6.8% (269,100) (21.1%)Parking Strategy & Business Operations 238,600 222,300 (6.8%) 269,100 21.1%Total Tax Levy 0 0 0.0% 0 0.0%

Gross Expenditures By Type Personnel Services & Benefits 1,910,400 1,960,100 2.6% 2,016,100 2.9% Materials & Supplies 199,700 201,800 1.1% 203,700 0.9% Purchased Services 503,000 503,900 0.2% 503,900 0.0% Internal Charges 671,200 671,200 0.0% 671,200 0.0% Other Expenditures 427,000 419,100 (1.9%) 419,100 0.0% Minor Capital & Transfer To Reserves 827,700 868,600 4.9% 839,400 (3.4%) Total Expenditures 4,539,000 4,624,700 1.9% 4,653,400 0.6% Revenues By Type Activity Revenue 4,235,700 4,321,400 2.0% 4,350,100 0.7% Internal Recoveries 228,300 228,300 0.0% 228,300 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 75,000 75,000 0.0% 75,000 0.0% Total Revenues 4,539,000 4,624,700 1.9% 4,653,400 0.6%Tax Levy 0 0 0.0% 0 0.0%

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2016-2018 Recommended Capital Budget The 2016 capital budget will provide funds to maintain and replace the town's parking assets, including the parking lots, the parking garage, on street and lot parking equipment and parking service vehicles. The capital program includes a number of growth related projects including a new municipal commercial parking lot (Lot 14) to be constructed on a vacant site on Water Street, and the implementation of a new scheduling system to better manage parking control and enforcement resources. A Parking Demand Study will also begin in 2016 to provide strategies and recommendations for establishing and operating a parking supply as the town grows.

Operating impacts required as a result of these projects include parking lot revenue, equipment and maintenance expenses related to the new lot on Water Street.

Parking Classification 2016 2017 2018 2016 2017 201853511601 Parking Garage - Rehab - FCM Enterprise Initiatives 146,500 149,000 53511602 Parking Lot 14 Paving and Equipment Growth 40,000 (2,800) (2,800) 53511603 Parking - Minor repairs Enterprise Initiatives 15,000 33,000 20,000 53511605 Lot Maintenance and Repair Enterprise Initiatives 90,000 60,000 95,000 53511702 Parking Demand Study Growth 130,000 53511704 Annual Utilization Survey Enterprise Initiatives 30,000 45,000 53521505 Vehicle Replacement (Enforcement) Enterprise Initiatives 31,000 35,000 53521601 Parking Signage and Wayfinding Enterprise Initiatives 50,000 53521602 Replacement of on Street Parking Equipment Enterprise Initiatives 15,000 30,000 30,000 53521604 Scheduling System Enterprise Initiatives 25,000 53521701 Vehicle Replacement (Operations) Enterprise Initiatives 35,000 53521801 Replace Handhelds and Software Enterprise Initiatives 15,000

Total Parking 542,500 337,000 240,000 (2,800) (2,800)


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Service: Commercial District Parking Mission Manage and maintain public parking facilities (on-street, parking lots, and parking garage) within the Downtown Oakville and Kerr Village commercial districts to allow patrons and employees to park safely and conveniently. Provide payment options, provide permits and ensure adequate parking supply and enforce parking regulations. Major Responsibilities • Provide options for parking in the commercial districts, including locations, durations, rates and fees • Provide easy access payment options for patrons. • Manage parking permit program for long term patrons (e.g. employees). • Revenue collection. • Ensure appropriate way-finding. • Liaison with BIA’s. • Conduct commercial parking and utilization studies.

Strategic Priorities (Initiatives) • Capital asset management - assess, rehabilitate and replace parking system infrastructure that optimizes life cycle costing, public safety and

customer convenience. • Enforcement activities that optimize compliance with commercial area parking regulations.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $4,000 due to increases in contractual obligations for wages and benefits as well as

inflationary increases for other wage groups and benefits. • Materials and Supplies have increased by $3,700 to reflect needs in office equipment supplies and utilities. • Purchased Services have increased by $38,500 primarily due increases in the service contract for pay-and-display machines, repairs and

maintenance for the parking garage, and insurance premiums. • Internal Charges have increased by $49,200 primarily due to an increase in the charge for winter control. • Minor Capital & Transfer to Reserves have increased by $83,600 due to an increase in the transfer to the Parking reserve fund. • Activity Revenue has increased by $37,900 primarily due to an increase in parking lot and parking meter revenue.

2017 - 2018 Budget Forecast Highlights • 2017 and 2018 personnel expenditures include inflationary increases for other salaries and benefits.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 196,400 200,400 0 0 200,400 4,000 2.0% 205,500 211,200 Materials & Supplies 106,000 109,400 300 0 109,700 3,700 3.5% 111,300 112,700 Purchased Services 293,300 330,900 900 0 331,800 38,500 13.1% 332,700 332,700 Internal Charges 391,100 440,300 0 0 440,300 49,200 12.6% 440,300 440,300 Other Expenditures 254,200 254,200 0 0 254,200 0 0.0% 255,300 255,300 Minor Capital & Transfer To Reserves 641,800 725,400 0 0 725,400 83,600 13.0% 766,300 737,100 Total Expenses 1,882,800 2,060,600 1,200 0 2,061,800 179,000 9.5% 2,111,400 2,089,300 Revenues: Activity Revenue 2,262,500 2,296,400 4,000 0 2,300,400 37,900 1.7% 2,333,700 2,358,400 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 2,262,500 2,296,400 4,000 0 2,300,400 37,900 1.7% 2,333,700 2,358,400Tax Levy (379,700) (235,800) (2,800) 0 (238,600) 141,100 37.2% (222,300) (269,100) Tax Levy By Activity

Commercial District Parking (379,700) (235,800) (2,800) 0 (238,600) 141,100 37.2% (222,300) (269,100)Tax Levy (379,700) (235,800) (2,800) 0 (238,600) 141,100 37.2% (222,300) (269,100)

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Service: Parking Strategy & Business Operations Mission Manage the overall town-wide parking program, which includes all areas outside of the Downtown Oakville and Kerr Village commercial districts, in order to provide residents with opportunities to park their vehicles while maintaining a safe road system in accordance with the town’s Traffic Bylaw. Major Responsibilities • Parking strategy for new and existing areas. • Temporary on-street parking and North of Dundas overnight parking programs. • Pro-active and reactive enforcement of town parking bylaw regulations on all municipal roadways and private property (as required).

Strategic Priorities (Initiatives) • Assess community growth along with appropriate levels of enforcement and resource requirements. • Address enforcement coverage (i.e. the need for additional enforcement officers as the town continues to grow north of Dundas Street). • Review efficiencies and technologies that may be available through alternate service delivery options for parking enforcement. • Ensure timely responses to requests for enforcement from the public

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2016 Key Budget Drivers • Personnel Services & Benefits have decreased $52,100 due to a Customer Service Representative (CSR) position being reallocated to the

ServiceOakville program which is still being charged to the Parking program through internal charges. Inflationary increases also included. • Materials and Supplies have increased by $11,200 to reflect needs in office equipment supplies for tickets and permits. • Purchased Services have increased by $88,400 primarily due to outsourcing of overnight parking permit requests which is funded by the

Parking reserve fund with the transfer shown in Other Revenue. Also included are support costs for the integrated ticket and permit management system.

• Internal Charges have increased by $117,200 primarily due to interdepartmental charges from the ServiceOakville for the CSR position and from the Legal program for a Screening Officer position.

• Other Expenditures have increased by $20,000 primarily due to Ministry of Transportation (MTO) service fees reflecting higher usage. • Activity Revenue has increased by $250,800 primarily due to the annualization of the administrative monetary penalties for parking

violations. 2017 - 2018 Budget Forecast Highlights • 2017 and 2018 personnel expenditures include inflationary increases for salaries and benefits.


Budget Budget Budget Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,762,100 1,710,000 0 0 1,710,000 (52,100) (3.0%) 1,754,600 1,804,900 Materials & Supplies 78,800 90,000 0 0 90,000 11,200 14.2% 90,500 91,000 Purchased Services 82,800 96,200 0 75,000 171,200 88,400 106.8% 171,200 171,200 Internal Charges 113,700 230,900 0 0 230,900 117,200 103.1% 230,900 230,900 Other Expenditures 152,800 172,800 0 0 172,800 20,000 13.1% 163,800 163,800 Minor Capital & Transfer To Reserves 102,300 102,300 0 0 102,300 0 0.0% 102,300 102,300 Total Expenses 2,292,500 2,402,200 0 75,000 2,477,200 184,700 8.1% 2,513,300 2,564,100 Revenues: Activity Revenue 1,684,500 1,935,300 0 0 1,935,300 250,800 14.9% 1,987,700 1,991,700 Internal Recoveries 228,300 228,300 0 0 228,300 0 0.0% 228,300 228,300 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 75,000 75,000 75,000 0.0% 75,000 75,000 Total Revenues 1,912,800 2,163,600 0 75,000 2,238,600 325,800 17.0% 2,291,000 2,295,000Tax Levy 379,700 238,600 0 0 238,600 (141,100) (37.2%) 222,300 269,100 Tax Levy By Activity

Parking Strategy & Business Operations 379,700 238,600 0 0 238,600 (141,100) (37.2%) 222,300 269,100Tax Levy 379,700 238,600 0 0 238,600 (141,100) (37.2%) 222,300 269,100

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Program: Economic Development


2016 – 2018

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Program: Economic Development Vision Statement: To be recognized by companies as the premier town in Canada in which to locate.

Mission Statement: To support existing businesses and attract new ones so that Oakville’s business environment is strong, diversified and prosperous.

Program Description Economic Development The Economic Development department is one of seven departments in the Town of Oakville’s Community Development Commission, along with Building, Planning, Development Engineering, Environmental Policy, Strategic Business Support, and Engineering & Construction. Economic Development may be viewed as a first point of contact for companies, providing access to the various departments with which they engage. The basis for the work of departmental staff is the town’s Economic Development Strategy 2009 - 2019, which includes three main goals: • Attract knowledge based industries in the professional services, advanced manufacturing, digital media & animation, and life sciences

sectors. • Respond to the needs to the business community in order to foster business retention and expansion. • Explore international business opportunities.

Tourism Tourism services are delivered by The Oakville Tourism Partnership Inc, (OTP), a not-for-profit organization comprising volunteer stakeholders in the local community. OTP focuses on tourism activities that will position the Town of Oakville as a desirable place to visit, enjoy attractions and restaurants, and to shop. It functions as a hub that connects people and coordinates the activities in tourism including provincially funded Regional Tourism Organizations; town departments and facilities; BIAs; Oakville Chamber of Commerce; Halton Region; and local businesses such as hotels, restaurants and retailers. In 2015, the organization branded itself as Visit Oakville.

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Program Services The Economic Development department provides the following services: • Marketing for investment attraction • Corporate Calling Program and business assistance • Site selection services and employment land tracking • Industry development in targeted sectors • Industry events for business retention, expansion and attraction • Research and analysis

The Oakville Tourism Partnership Inc. (Visit Oakville), an external not-for-profit organization, provides the following services: • Marketing for visitor attraction • Visitor and Community Services • Industry Engagement • Product Development • Customer Service Training and Coordination • Ambassador Program in the BIAs

Staffing Overview

The total staff complement for Economic Development is 4.3 FTE’s. No changes in 2016. There are no FTE’s for Tourism.

Program: Economic Development 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Economic Development 4.3 4.3 4.3 0.0

Total Economic Development 4.3 4.3 0.0 0.0 0.0 4.3 0.0

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Overall, the Economic Development program has increased by $26,300 or 3.7%. The increase is primarily attributable to increases in salaries and benefits. Note that this budget includes $49,500 for Visit Oakville, an arms-length organization providing tourism services.


2011 2012 2013 2014 2015 0.3% 0.3% 0.3% 0.3% 0.3%


2011 2012 2013 2014 2015 0.3% 0.3% 0.3% 0.3% 0.3%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Industrial occupancy rate

2011 2012 2013 2014 2015 93.6% Q4 96.1% Q4 97.6% Q4 97.6% Q4 98.2% Q2

Why Important: Provides information about industrial activity and the availability of existing space for new investment. How Calculated: Source: CBRE Limited Industrial Market reports which provide vacancy rates.



Economic Development 702,400 702,400 728,700 728,700 26,300 3.7%

Total 702,400 702,400 728,700 728,700 26,300 3.7%


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4. Office occupancy rate

2011 2012 2013 2014 2015 85.6% Q4 83.6% Q4 83.5% Q4 85.7% Q4 87.2% Q2

Why Important: Provides information about commercial activity and the availability of existing space for new investment. How Calculated: Source: CBRE Limited Oakville Office Market reports which provide office vacancy rates (direct and sublet). 5. Square feet of industrial development

2011 2012 2013 2014 2015 142,131 45,958 7,686 182,557 130,000 projected

Why Important: Measure of the industrial development activity in Oakville for economic development analysis and review of initiatives. How Calculated: Town of Oakville Building Permit data – new construction and additions (not alterations) 6. Square feet of commercial development

2011 2012 2013 2014 2015 1,023,363 498,958 915,521 889,414 600,000 projected

Why Important: Measure of the commercial development activity in Oakville for economic development analysis and review of initiatives. How Calculated: Town of Oakville Building Permit data – new construction and additions (not alterations) 7. Number of businesses per 100,000 population

2011 2012 2013 2014 2015 3614 3653 3926 4232 Not available

Why Important: (ISO 37120 supporting indicator of economic health) – licensed businesses How Calculated: Source: Canadian Business Patterns, Statistics Canada (number of locations includes only those with one or more employees). Note: The Statistics Canada methodology for determining the number of business locations changed in 2014, which resulted in an increase in the number of businesses, making year-over-year comparisons difficult.

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Key Objectives (Initiatives) for 2016 – 2018 The following objectives for Economic Development will help meet Council’s strategic objectives to enhance our economic environment and to be highly valued and widely celebrated for the innovative and outstanding way we satisfy the needs of our businesses:

• Implement marketing initiatives in targeted sectors and respond to investment leads; 2016 includes an office campaign to attract professional and financial service companies.

• Provide recommendations to Council regarding an international business development plan for targeted industry sectors. • Provide internal project management for the development of the Life Sciences and Technology District. • Undertake a Brownfield Redevelopment Study and develop related incentive program for privately held lands. • Implement process improvements including CRM system, site selection tool, data tracking, and GIS mapping for employment districts. • Plan and implement business outreach initiatives such as the Innovation Awards Program, Corporate Calling Program, Oakville-China

Business Forum, and Canadian Open Realtor Event. • Continue with business retention and expansion initiatives in the Advanced Manufacturing sector including implementation of the Ontario

Auto Mayors’ recommendations. • Work with the BIAs for implementation of Retail Action Plans. • Partner with Visit Oakville, BIAs and other industry partners to increase visitation and promote Oakville as a place to invest time and

money. • Undertake research and the development of a comprehensive Economic Development Strategy (master plan).

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In 2016, the Economic Development program has increased by $26,300 or 3.7%. The main drivers for the change are the following: • Personnel Services and Benefits have increased by $21,000 due to anticipated contract requirements as well as inflationary increases for

other wage groups and benefits. In addition, wage adjustments have been made to reflect revised position responsibilities. • Purchased Services have increased by $5,000 due to an increase in official promotion services.



Personnel Services & Benefits 548,000 569,000 0 0 569,000 21,000 3.8%Materials & Supplies 10,300 10,600 0 0 10,600 300 2.9%Purchased Services 94,600 99,600 0 0 99,600 5,000 5.3%Payments & Grants 49,500 49,500 0 0 49,500 0 0.0%Internal Expenses & Transfers 0 0 0 0 0 0 0.0%Total Expenses 702,400 728,700 0 0 728,700 26,300 3.7%

Revenues:External Revenues 0 0 0 0 0 0 0.0%Internal Recovery & Fund Trsfs 0 0 0 0 0 0 0.0%Total Revenues 0 0 0 0 0 0 0.0%

Tax Levy 702,400 728,700 0 0 728,700 26,300 3.7%

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• 2017 and 2018 budgets reflect inflationary increases only.



Economic DevelopmentEconomic Development 677,700 692,600 2.2% 708,800 2.3%Tourism 51,000 51,000 0.0% 51,000 0.0%Total Gross Expenditures 728,700 743,600 2.0% 759,800 2.2%

Tax Levy

Economic DevelopmentEconomic Development 677,700 692,600 2.2% 708,800 2.3%Tourism 51,000 51,000 0.0% 51,000 0.0%Total Tax Levy 728,700 743,600 2.0% 759,800 2.2%

Gross Expenditures By Type Personnel Services & Benefits 569,000 583,900 2.6% 600,100 2.8% Materials & Supplies 10,600 10,600 0.0% 10,600 0.0% Purchased Services 99,600 99,600 0.0% 99,600 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 49,500 49,500 0.0% 49,500 0.0% Minor Capital & Transfer To Reserves 0 0 0.0% 0 0.0% Total Expenditures 728,700 743,600 2.0% 759,800 2.2% Revenues By Type Activity Revenue 0 0 0.0% 0 0.0% Internal Recoveries 0 0 0.0% 0 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 0 0 0.0% 0 0.0%Tax Levy 728,700 743,600 2.0% 759,800 2.2%

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2016-2018 Recommended Capital Budget The capital forecast will provide funds to update the Economic Development Strategy in 2017. The Economic Development Strategy was developed in 2008 for business retention, expansion and attraction. The Strategy will again be updated in 2022.

Economic Development Classification 2016 2017 2018 2016 2017 201865101701 Economic Development Strategy Update Strategic Priorities 50,000

Total Economic Development 50,000


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Building Services

Program: Building Services


2016 – 2018

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Building Services

Program: Building Services Vision Statement: To provide a centre of expertise for the community and the development industry regarding the requirements of the Ontario Building Code, the town’s zoning by-laws and Committee of Adjustment.

Mission Statement: To inform and assist our customers to ensure safe and orderly development and provide efficient delivery of building and zoning review approvals, inspections, minor variance and consent applications and other related services.

Program Description The Building Services department is responsible for enforcing both Provincial and Municipal regulations. Provincially, the department enforces the Ontario Building Code to ensure that all construction within the municipality meet the minimum standard required ensuring life safety for all residents, businesses and workers that choose to live and/or work in Oakville. Municipally, the department administers the local zoning bylaws which are designed to ensure that development within the municipality conforms to the regulations designed to create the most livable town in Canada. In addition, the department administers the Committee of Adjustment service. This service area allows residents, builders, businesses and developers the opportunity to obtain minor variances from zoning regulations and /or the severance of lands to create new lots.

Program Services The Building Services Department provides activities through the following services: • Building Administration • Permit and Zoning • Inspection Services • Committee of Adjustment

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Building Services

Staffing Overview

Overall, the total staff complement for Building Services is 47.2 FTE’s. In 2016, the Building Services area has decreased by 1.0 FTE by transferring a vacant position (Supervisor of Committee of Adjustments) to Development Engineering, creating a new position (Supervisor of Inspection Services) to meet resource needs.


The Building Services program is a 100% cost recovered program, which has been fully achieved in the 2016 budget. In 2015 staff completed an in-depth costing review with the assistance of an external consultant, and this review has provided more accurate fees. Building permit fees will increase by 2%, and minor variance and consents fees have been adjusted to become close to full cost recovery in 2016. In 2017 rates will be further defined to achieve full cost recovery. In 2016, Building permit revenue is expected to decrease by $778,100 as a result of anticipated reduction in permit volumes from 2015. As a result, the transfer to the Building Maintenance reserve has been reduced by $1.3 million. Personnel costs have increased by $208,100 or 4.6% primarily as a result of funding a Building Inspector position that was previously gapped, as well as contractual and inflationary increases for

Program: Building Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Building Administration 2.8 2.8 2.8 0.0Inspection Services 22.0 22.0 22.0 0.0Permit & Zoning 20.2 20.2 20.2 0.0Committee of Adjustment 3.3 3.3 (1.0) 2.3 (1.0)

Total Building Services 48.3 48.3 0.0 0.0 (1.0) 47.3 (1.0)



Building Administration 316,200 316,200 471,300 463,400 147,200 46.6%Inspection Services 4,162,900 (158,000) 4,878,900 (36,800) 121,200 (76.7%)Permit & Zoning 5,153,400 (158,200) 3,571,600 (426,600) (268,400) 169.7%Committee of Adjustment 604,200 0 657,900 39,900 39,900 0.0%

Total 10,236,700 0 9,579,700 39,900 39,900 0.0%


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Building Services

wages and benefits. Several Building Inspectors and the Manager, Policy and Research remain gapped for 2016. Overall gross expenditures have decreased by $644,600 which is primarily driven by the decrease in the transfers to reserve. Key Performance Indicators 1. Percentage of gross operating budget

2011 2012 2013 2014 2015 2.6% 2.5% 2.5% 2.5% 2.3%


2011 2012 2013 2014 2015 3.3% 3.3% 3.2% 3.1% 3.1%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Cost recovery ratio

2011 2012 2013 2014 2015 99% 100% 100% 100% 100%

Why Important: Building Code Act allows for 100% cost recovery and council has directed full cost recovery for Committee of Adjustment. How Calculated: (Total Revenue + Transfer from Reserves) / (Gross Revenues – Committee of Adjustments Tax Supported) 4. Percentage of inspections completed within mandated timeframes

2011 2012 2013 2014 2015 99% 99% 99% 99% 99%

Why Important: Provincially mandated timeframes regulate time taken to complete inspections. How Calculated: Results gathered from the Amanda system.

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Building Services

5. Median days to complete issuance of permits/refusal letters within mandated timeframes # Days 2011 2012 2013 2014 2015 10 days 15 days 20 days 30 days

6 14 19 20

8 15 20 22

9 15 19 29

13 14 21 18

10 15 15 16.5

Why Important: Provincially mandated timeframes regulate time taken to process building permit applications. How Calculated: Results gathered from the Amanda system. 6. Median days to provide Committee of Adjustment notices within mandated timeframes

2011 2012 2013 2014 2015 11 days 12 days 12 days 12 days 13 days

Why Important: The Planning Act stipulates providing notice of applications a minimum of 10 days prior to a Committee of Adjustment meeting. How Calculated: Results gathered from the Amanda system. Key Objectives (Initiatives) for 2016 – 2018 The following objectives for Building Services will help meet Council’s strategic objectives to be fiscally sustainable and to be accountable in everything we do in making the Town of Oakville the most livable town in Canada. • Complete annual fee review. • Achieve provincially mandated time frames for permit review, inspections and committee of adjustment. • Provide appropriate training to staff including code changes coming into effect. • Provide advice on housekeeping items for the new zoning by-law. • Investigate the use of technology to improve efficiencies and customer service. • Review and inspect to ensure compliance with new code regulations.

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In 2016, the Building Services program net budget is zero by recovering 100% of costs for services with the exception of Committee of Adjustments $39,900. The main drivers for the changes in the budget are as follows: • Personnel Services & Benefits have increased by $208,100 which includes inflationary wage and benefit increases and the un-gapping of

one position. Several Building Inspectors and the Manager, Policy and Research remain gapped for 2016. During the year if inspection volumes and revenues exceed budget, gapped positions will be filled to keep up with demand. Additionally one position has been reallocated to Development Engineering to meet resource needs.

• Materials & Supplies have increased $1,200 due to inflation for postage and periodicals. • Internal Expenses and Transfers have decreased by $865,600 which is a reflection of the reduced transfer to Building Enterprise Reserve by

$1.3 million to the revised amount of $2.2 million. This has been offset by an increase of $460,000 to internal charges to reflect other departments direct and indirect costs attributed to the delivery of Building services.

• External Revenue has decreased by $785,100 mainly due to building permit revenue decreasing as a result of anticipated reduction in volume from 2015.

• Internal Recovery & Fund Trsfs has increased by $88,200 due to a transfer from reserves as well as recoveries from Planning and Development Engineering to reflect the use of Building resources in delivery of those services.



Personnel Services & Benefits 4,493,200 4,701,300 0 0 4,701,300 208,100 4.6%Materials & Supplies 43,100 44,300 0 0 44,300 1,200 2.8%Capital Out Of Operations 0 0 0 0 0 0 0.0%Purchased Services 222,900 222,200 0 0 222,200 (700) (0.3%)Payments & Grants 600 600 0 0 600 0 0.0%Internal Expenses & Transfers 5,476,900 4,611,300 0 0 4,611,300 (865,600) (15.8%)Total Expenses 10,236,700 9,579,700 0 0 9,579,700 (657,000) (6.4%)

Revenues:External Revenues 10,130,200 9,345,100 0 0 9,345,100 (785,100) (7.8%)Internal Recovery & Fund Trsfs 106,500 194,700 0 0 194,700 88,200 82.8%Total Revenues 10,236,700 9,539,800 0 0 9,539,800 (696,900) (6.8%)

Tax Levy 0 39,900 0 0 39,900 39,900 0.0%

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Building ServicesBuilding Administration 471,300 481,600 2.2% 493,100 2.4%Inspection Services 4,878,900 3,714,700 (23.9%) 3,694,200 (0.6%)Permit & Zoning 3,571,600 3,769,300 5.5% 3,833,000 1.7%Committee Of Adjustment 657,900 663,100 0.8% 668,900 0.9%Total Gross Expenditures 9,579,700 8,628,700 (9.9%) 8,689,200 0.7%

Tax Levy

Building ServicesBuilding Administration 463,400 473,700 2.2% 485,200 2.4%Inspection Services (36,800) (191,300) (419.8%) (211,800) (10.7%)Permit & Zoning (426,600) (282,400) 33.8% (273,400) 3.2%Committee Of Adjustment 39,900 40,700 2.0% 35,500 (12.8%)Total Tax Levy 39,900 40,700 2.0% 35,500 (12.8%)

Gross Expenditures By Type Personnel Services & Benefits 4,701,300 4,836,600 2.9% 4,988,000 3.1% Materials & Supplies 44,300 44,300 0.0% 44,300 0.0% Purchased Services 222,200 222,200 0.0% 222,200 0.0% Internal Charges 2,382,000 2,382,000 0.0% 2,382,000 0.0% Other Expenditures 600 600 0.0% 600 0.0% Minor Capital & Transfer To Reserves 2,229,300 1,143,000 (48.7%) 1,052,100 (8.0%) Total Expenditures 9,579,700 8,628,700 (9.9%) 8,689,200 0.7% Revenues By Type Activity Revenue 9,345,100 8,399,700 (10.1%) 8,465,400 0.8% Internal Recoveries 115,600 115,600 0.0% 115,600 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 79,100 72,700 (8.1%) 72,700 0.0% Total Revenues 9,539,800 8,588,000 (10.0%) 8,653,700 0.8%Tax Levy 39,900 40,700 2.0% 35,500 (12.8%)

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Building Services

Service: Building Administration Mission To provide direction and vision to the department’s service areas; to coordinate and streamline all aspects of the department’s operations; to ensure that the operation of the department complies with applicable statutory requirements and provides quality service to our customers. Major Responsibilities • Provide leadership and direction to staff to ensure established goals and objectives are met. • Ensure that the operation of the department complies with legislative requirements and effective management practices. • Implement corporate and commission strategic goals and objectives.

Strategic Priorities (Initiatives) • Maintain staffing levels to meet required legislative requirements. • Maintain 100% cost recovery for all aspects of the department’s operations. • Ensure that appropriate training on the new Ontario Building Code 2012 amendments are provided and maintained for required staff. • Ensure that appropriate training on the new zoning by-law is provided and maintained for required staff. • To continue to review various processes to ensure effective and efficient service delivery.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $5,800. The addition of inflationary costs for wages and benefits are substantially

mitigated by the gapping of the Manager of Policy and Research. • Purchased Services have decreased $3,800 due to reduction of insurance premiums. • Internal Charges have increased $153,000 due to increased charges to reflect other departments direct and indirect costs attributed to the

delivery of Building services. • Internal Recoveries of $7,900 have been added for internal department’s use of Building resources.



Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 253,000 258,800 0 0 258,800 5,800 2.3% 269,100 280,600 Materials & Supplies 7,700 7,800 0 0 7,800 100 1.3% 7,800 7,800 Purchased Services 28,800 25,000 0 0 25,000 (3,800) (13.2%) 25,000 25,000 Internal Charges 26,700 179,700 0 0 179,700 153,000 573.0% 179,700 179,700 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 316,200 471,300 0 0 471,300 155,100 49.1% 481,600 493,100 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 7,900 0 0 7,900 7,900 0.0% 7,900 7,900 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 0 7,900 0 0 7,900 7,900 0.0% 7,900 7,900Tax Levy 316,200 463,400 0 0 463,400 147,200 46.6% 473,700 485,200 Tax Levy By Activity

Building Administration 316,200 463,400 0 0 463,400 147,200 46.6% 473,700 485,200Tax Levy 316,200 463,400 0 0 463,400 147,200 46.6% 473,700 485,200

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Service: Inspection Services Mission To provide the required mandatory building inspections to ensure construction conformity with the Ontario Building Code, for the benefit of the public. Major Responsibilities • Meet legislative requirements for carrying out inspections. • Ensure that staff is trained to required provincial standards to carry out their responsibilities.

Strategic Priorities (Initiatives) • Ensure compliance with the requirements of the Ontario Building Code 2012 and amendments. • Maintain legislative requirements for carrying out inspections. • Investigate the use of technology to improve efficiencies and customer service.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $165,900 due to the un-gapping of one Building Inspector, which is offset by inflationary

increases for salaries and benefits. Two Building Inspectors and one Mechanical Inspector remain gapped for 2016. During the year if inspection volumes and revenues exceed budget, gapped positions will be filled to keep up with demand.

• Purchased Services have increased $2,700 primarily for inflationary increases to mileage. • Internal Charges have increased by $40,200 due to a higher allocation of time from other departments that is recoverable through building

inspection fees. • Minor Capital & Transfer to Reserves have increased by $507,100 primarily due to an increase in the transfer to Building Enterprise Reserve

as a result of higher inspection revenue. • Activity Revenue has increased by $594,800 due to an increase of earned deferred revenue. Deferred revenue is calculated on outstanding

permit applications and inspections which have not been completed. Over a four year period a portion of revenue is earned as applications move through the permitting and inspection process.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,906,200 2,072,100 0 0 2,072,100 165,900 8.7% 2,135,000 2,205,400 Materials & Supplies 10,200 10,300 0 0 10,300 100 1.0% 10,300 10,300 Purchased Services 145,800 148,500 0 0 148,500 2,700 1.9% 148,500 148,500 Internal Charges 815,300 855,500 0 0 855,500 40,200 4.9% 855,500 855,500 Other Expenditures 600 600 0 0 600 0 0.0% 600 600 Minor Capital & Transfer To Reserves 1,284,800 1,791,900 0 0 1,791,900 507,100 39.5% 564,800 473,900 Total Expenses 4,162,900 4,878,900 0 0 4,878,900 716,000 17.2% 3,714,700 3,694,200 Revenues: Activity Revenue 4,320,900 4,915,700 0 0 4,915,700 594,800 13.8% 3,906,000 3,906,000 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 4,320,900 4,915,700 0 0 4,915,700 594,800 13.8% 3,906,000 3,906,000Tax Levy (158,000) (36,800) 0 0 (36,800) 121,200 76.7% (191,300) (211,800) Tax Levy By Activity

Inspection Services (158,000) (36,800) 0 0 (36,800) 121,200 76.7% (191,300) (211,800)Tax Levy (158,000) (36,800) 0 0 (36,800) 121,200 76.7% (191,300) (211,800)

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Building Services

2017 - 2018 Budget Forecast Highlights • In 2017 activity revenue projections have been decreased due to anticipated reduction of earned deferred revenue. The net result is a $1.2

million decrease in transfer to the Building Enterprise Reserve for 2017. • 2018 reflects inflationary changes only from 2017.

Service: Permit and Zoning Mission To process building permit applications and provide advice to applicants in order to ensure compliance with the Ontario Building Code and town zoning by-laws for the benefit of the applicants and the public. Major Responsibilities • To provide guidance, review, and technical expertise to the community and the development industry and internal departments. • To undertake the review of all building permit applications to ensure compliance with the Ontario Building Code and the town’s zoning by-

laws. Strategic Priorities (Initiatives) • Provide advice on housekeeping items for the new zoning by-law. • Implement changes to process and review to accommodate any new amendments to the Ontario Building Code. • Investigate the use of technology to improve efficiencies and customer service.

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Building Services


2016 Key Budget Drivers • Personnel Services & Benefits have increased by $32,900 due to inflationary increases for salaries and benefits. Additionally the Supervisor

of COA position has been reallocated to Development Engineering to meet resource needs. • Internal Charges have increased by $219,400 due to a higher allocation of time from other departments that can be recovered through

permit fees. • Minor Capital & Transfer to Reserves have decreased by $1,834,600 due to a reduction in the transfer to the Building Enterprise Reserve as

a result of lower anticipated revenues. • Activity Revenue has decreased by $1,367,900 to reflect reduction in anticipated permit volumes in 2016, although a 2% fee increase was

included. • Internal Recoveries have increased $54,500 to include a higher time allocation of Building resources used by other departments.

2017 - 2018 Budget Forecast Highlights • In 2017, activity revenue is expected to increase by $53,500. Minor fee increases have been projected. Personnel costs have been

increased to include inflationary costs. Overall, 2017 results in an expected increase transfer to the Building Enterprise Reserve of $140,800.

• 2018 reflects inflationary changes only from 2017.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 2,129,800 2,162,700 0 0 2,162,700 32,900 1.5% 2,219,600 2,283,300 Materials & Supplies 14,900 15,200 0 0 15,200 300 2.0% 15,200 15,200 Purchased Services 40,000 40,200 0 0 40,200 200 0.5% 40,200 40,200 Internal Charges 696,700 916,100 0 0 916,100 219,400 31.5% 916,100 916,100 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 2,272,000 437,400 0 0 437,400 (1,834,600) (80.7%) 578,200 578,200 Total Expenses 5,153,400 3,571,600 0 0 3,571,600 (1,581,800) (30.7%) 3,769,300 3,833,000 Revenues: Activity Revenue 5,258,400 3,890,500 0 0 3,890,500 (1,367,900) (26.0%) 3,944,000 3,998,700 Internal Recoveries 53,200 107,700 0 0 107,700 54,500 102.4% 107,700 107,700 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 5,311,600 3,998,200 0 0 3,998,200 (1,313,400) (24.7%) 4,051,700 4,106,400Tax Levy (158,200) (426,600) 0 0 (426,600) (268,400) (169.7%) (282,400) (273,400) Tax Levy By Activity

Permit & Zoning (158,200) (426,600) 0 0 (426,600) (268,400) (169.7%) (282,400) (273,400)Tax Levy (158,200) (426,600) 0 0 (426,600) (268,400) (169.7%) (282,400) (273,400)

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Service: Committee of Adjustment Mission To process minor variance and consent applications in accordance with the statutory regulations and policies in order to support informed decision making. Major Responsibilities: • To ensure applications are processed in accordance with legislative requirements. • To ensure the Committee has all required documentation to make an informed decision.

Strategic Priorities (Initiatives) • Maintain and review methods of providing information on committee applications and processes to the public. • Maintain 100% cost recovery. • Investigate the use of technology to improve efficiencies and customer service.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $3,500 to include anticipated inflationary increases for salaries and benefits. • Internal Charges have increased by $49,300 due to a higher allocation of time from other departments involved in COA processes. • Activity Revenue has decreased by $12,000 due to anticipated changes in volume although a fee increase was included. • Other Revenue has increased $25,800 as a transfer from the COA reserve has been included to help mitigate the impact on the tax levy due

to the decreased activity revenue. 2017 - 2018 Budget Forecast Highlights • Increases in expenditures and revenues are inflationary in nature.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 204,200 207,700 0 0 207,700 3,500 1.7% 212,900 218,700 Materials & Supplies 10,300 11,000 0 0 11,000 700 6.8% 11,000 11,000 Purchased Services 8,300 8,500 0 0 8,500 200 2.4% 8,500 8,500 Internal Charges 381,400 430,700 0 0 430,700 49,300 12.9% 430,700 430,700 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 604,200 657,900 0 0 657,900 53,700 8.9% 663,100 668,900 Revenues: Activity Revenue 550,900 538,900 0 0 538,900 (12,000) (2.2%) 549,700 560,700 Internal Recoveries 0 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 53,300 79,100 0 0 79,100 25,800 48.4% 72,700 72,700 Total Revenues 604,200 618,000 0 0 618,000 13,800 2.3% 622,400 633,400Tax Levy 0 39,900 0 0 39,900 39,900 #DIV/0! 40,700 35,500 Tax Levy By Activity

Committee of Adjustment 0 39,900 0 0 39,900 39,900 0.0% 40,700 35,500Tax Levy 0 39,900 0 0 39,900 39,900 0.0% 40,700 35,500

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Program: Planning Services


2016 – 2018

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Program: Planning Services Vision Statement: To promote the development and maintenance of a livable and sustainable community in order to enhance the natural, cultural, social and economic environments of the Town of Oakville. Mission Statement: As a team, strive for excellence in creating and maintaining a livable community for present and future generations.

Program Description The Planning Services department is responsible for creating and maintaining the town’s policy framework and implementation tools required for managing growth and development and sustaining the livability for the town. The Policy Planning section establishes long term planning policy through the creation and maintenance of the official plan (Livable Oakville) and associated studies and research. The Current Planning and Heritage section is responsible for the review of development applications prescribed under the Planning Act which is undertaken by district teams, as well as the identification and designation of properties of cultural heritage value and the ongoing administration of the heritage permitting process as set out in the Ontario Heritage Act. The Urban Design section provides expertise in urban design through design policies and standards and through the evaluation of development applications. Program Services Planning delivers the following services: • Administration • Urban Design • Current Planning and Heritage • Policy Planning • Special Projects

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Staffing Overview

Overall, the total staff complement for Planning is 31.0 FTE’s. No changes for 2016, although it should be noted that 2 positions have been unfunded or “gapped”.


In 2016, the Planning Services program budget has been increased by $382,400. In 2015 staff completed an in-depth costing review with the assistance of an external consultant, and this review has provided more accurate reflection of costs which, impacts fees. As a result many of the planning fees have been adjusted to ensure the appropriate cost recovery is achieved. Overall, Planning’s gross expenditures have decreased by $135,000. While inflationary increases have been included for salaries and benefits, the decrease is a result of reduced internal charges from other departments which capture the time attributed to the delivery of Planning Services. In 2016, planning revenue is expected to decrease by $1.7 million to an anticipated amount of $ 2.9 million. This reduction in revenue reflects the changes to the fee structure, as well as lower projected volumes, particularly in zoning and subdivision applications. As a result of reduced revenue, a transfer from the Planning Stabilization reserve of $1.7 million has been budgeted to ensure the required cost recovery ratios are met to minimize the impact on the overall tax levy.

Program: Planning Services 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Administration 2.0 3.0 3.0 0.0Urban Design 5.0 5.0 5.0 0.0Current Planning & Heritage 17.0 16.0 16.0 0.0Policy Planning 8.0 7.0 7.0 0.0

Total Planning Services 32.0 31.0 0.0 0.0 0.0 31.0 0.0



Administration 471,400 448,700 518,800 516,500 67,800 15.1%Urban Design 843,400 838,500 1,035,900 1,023,800 185,300 22.1%Current Planning & Heritage 4,565,400 (568,300) 4,144,000 (491,300) 77,000 (13.5%)Long Range Planning 969,900 741,100 1,016,400 793,400 52,300 7.1%

Total 6,850,100 1,460,000 6,715,100 1,842,400 382,400 26.2%


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2011 2012 2013 2014 2015 1.9% 1.9% 1.8% 2.0% 1.9%


2011 2012 2013 2014 2015 2.3% 2.2% 2.2% 2.1% 2.0%


2011 2012 2013 2014 2015 36% 46% 54% 55% TBD

Why Important: To ensure fee supported related activities are being recovered 100% in accordance with the town’s Rate’s and Fee policy to the limit permissible under the Planning Act. The revised Fee Model indicates the target for 2016 is 53% as this is the level of Planning activities that can be recovered through fees based on 5 year average volumes. Achievement can be rationalized against budgeted and actual activity volumes. How Calculated: Total Fee Revenue/Total Gross Costs. Actual cost recovery varies from year to year based on volumes. 4. Percentage of development applications (subdivisions, official plans, zoning) meeting statutory timeframes

2011 2012 2013 2014 2015 NA NA NA 75% 80%

Why Important: Ensure that Planning Services is meeting legislated timing for processing development applications. How Calculated: Tracked from AMANDA system to measure the time taken to process applications from "Open" to "Council decision" status.

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5. Percentage of site plan applications processed from initiation to recommendation within 4 months

2011 2012 2013 2014 2015 NA NA NA 75% 74%

Why Important: Ensure that Planning Services is meeting legislated timing for processing Site Plan applications. How Calculated: Tracked from AMANDA to measure the time taken to process applications from "Open" to "Clearing Conditions" status. 6. Percentage of Council Decisions related to Development Applications* Appealed within 12 months

2011 2012 2013 2014 2015 0% 18% 50% 40% 19%

Why Important: The percentage of Council decisions related to development applications that are appealed, measures the effectiveness of the Official Plan. How Calculated: Tracked from AMANDA to measure the percentage of Council decisions related to development applications (*Subdivision and Condominium applications, Zoning By-law amendments and Official Plan amendments). Key Objectives (Initiatives) for 2016 – 2018 The following initiatives will be undertaken by the Planning Services department over the 2016 to 2018 period to meet Council’s strategic objectives of being innovative in everything we do, enhance our economic, social and cultural environments, continuously improve programs and services, and have programs and services that are fiscally and environmentally sustainable: • To be the most livable town in Canada.

o Continue the Five Year review and update of the Town’s Official Plan (Livable Oakville) and consolidation of the North Oakville East and West Secondary Plans to create one Livable Oakville Official Plan.

o Commence Speers Road Corridor Study, Growth Area Check Ins, Stable Residential Area review and Provincial and Regional Plan conformity.

o Continue to co-lead the Midtown Strategy to implement the Midtown EA, update to the Livable Oakville Plan, Urban Design and Parking Strategy and new zoning.

o Finalize the new comprehensive Zoning By-law (inZone) through the OMB hearing process. o Completion of the Livable by Design Manual Part C (Site Design and Development Standards). o Commence Livable by Design Manual Part B documents (design direction for Bronte and Kerr Growth Areas and for other districts

and specific types of development). o Continue to provide monitoring of growth and development and updates to population forecasts. o Continued management of the Kerr Street Community Improvement Plan Façade Program. o Complete the work under the Heritage Work Program including implementation of the Cultural Heritage Landscape Strategy. o Continued management of the Heritage Grant Program.

• To continuously improve programs and services. o Undertake a review of the site plan process and co-ordinate the development of a new site plan by-law and process.

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o Co-ordinate with other departments in the sign by-law review. • To provide outstanding services to our businesses and residents.

o Continue to build upon the Livable by Design Awards program. o Continue improvements to community outreach and communication materials.

• To be accountable in everything we do. o Complete the implementation directions for the South Central Public Lands Study including the redevelopment of the OTMH Lands,

Brantwood and Chisholm school sites. o Ongoing implementation of the Process Mapping exercise including the development of an AMANDA public portal.


In 2016, the Planning Services program has increased by $382,400 or 26.2%. The main drivers for the change are the following: • Personnel Services & Benefits have increased by $67,400 due to anticipated inflationary increases for salaries and benefits. • Internal Expenses & Transfers have decreased by $202,300 due to a lower allocation of time from other departments involved in the

planning application process. • External Revenue has decreased by $1,708,500 as a result of a new fee structure and anticipated lower volumes particularly in zoning and

subdivision applications. • Internal Recovery & Fund Transfers have increased by $1,191,100 primarily due to transfer from the Planning Enterprise Reserve to meet

required cost recovery ratios.



Personnel Services & Benefits 3,482,500 3,549,900 0 0 3,549,900 67,400 1.9%Materials & Supplies 21,100 21,400 0 0 21,400 300 1.4%Capital Out Of Operations 4,000 4,000 0 0 4,000 0 0.0%Purchased Services 105,000 104,400 0 0 104,400 (600) (0.6%)Payments & Grants 240,200 240,400 0 0 240,400 200 0.1%Internal Expenses & Transfers 2,997,300 2,795,000 0 0 2,795,000 (202,300) (6.7%)Total Expenses 6,850,100 6,715,100 0 0 6,715,100 (135,000) (2.0%)

Revenues:External Revenues 4,688,000 2,979,500 0 0 2,979,500 (1,708,500) (36.4%)Internal Recovery & Fund Trsfs 702,100 1,893,200 0 0 1,893,200 1,191,100 169.6%Total Revenues 5,390,100 4,872,700 0 0 4,872,700 (517,400) (9.6%)

Tax Levy 1,460,000 1,842,400 0 0 1,842,400 382,400 26.2%

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Planning ServicesAdministration 518,800 529,500 2.1% 541,500 2.3%Urban Design 1,035,900 1,051,900 1.5% 1,069,800 1.7%Current & Heritage Planning 4,144,000 4,113,600 (0.7%) 4,169,000 1.3%Long Range Planning 1,016,400 1,038,600 2.2% 1,063,300 2.4%Total Gross Expenditures 6,715,100 6,733,600 0.3% 6,843,600 1.6%

Tax LevyPlanning Services

Administration 516,500 527,200 2.1% 539,200 2.3%Urban Design 1,023,800 1,039,800 1.6% 1,057,700 1.7%Current & Heritage Planning (491,300) (528,900) (7.7%) (479,700) 9.3%Long Range Planning 793,400 813,100 2.5% 836,300 2.9%Total Tax Levy 1,842,400 1,851,200 0.5% 1,953,500 5.5%

Gross Expenditures By Type Personnel Services & Benefits 3,549,900 3,648,500 2.8% 3,758,500 3.0% Materials & Supplies 21,400 21,400 0.0% 21,400 0.0% Purchased Services 104,400 104,400 0.0% 104,400 0.0% Internal Charges 2,795,000 2,794,900 (0.0%) 2,794,900 0.0% Other Expenditures 240,400 160,400 (33.3%) 160,400 0.0% Minor Capital & Transfer To Reserves 4,000 4,000 0.0% 4,000 0.0% Total Expenditures 6,715,100 6,733,600 0.3% 6,843,600 1.6% Revenues By Type Activity Revenue 2,979,500 2,517,800 (15.5%) 2,739,000 8.8% Internal Recoveries 206,900 213,400 3.1% 214,900 0.7% Grants 0 0 0.0% 0 0.0% Other Revenue 1,686,300 2,151,200 27.6% 1,936,200 (10.0%) Total Revenues 4,872,700 4,882,400 0.2% 4,890,100 0.2%Tax Levy 1,842,400 1,851,200 0.5% 1,953,500 5.5%

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2016 - 2018 Recommended Capital Budget The 2016 - 2018 capital budget will provide funds for Planning Services to undertake the required 5-year review of the Official Plan and other special planning projects and studies to support the review, including a Zoning Review and the Urban Design Guidelines Review,

Service: Administration Mission To establish overall departmental direction and provide leadership and guidance by defining goals and objectives, establishing policies and procedures and monitoring compliance. To provide long term and day to day direction and advice to the development industry, residents, staff, Council and represent the town at the Ontario Municipal Board. Major Responsibilities • Co-ordinates budget requests from the managers and prepares business plan. • Implements corporate and commission strategic goals and objectives. • Accountable for professional planning advice provided by the department staff. • Delegated all approvals as directed by Council under the Planning Act and town by-laws. • Co-ordinates responses to planning inquiries and issues. • Oversees the departments work program and manages many projects including community outreach. • Provides direction and guidance for resolution of issues and creation of successful quality outcomes. • Establishes overall planning philosophy and professional approach of the department including mentoring, leadership and ongoing support.

Strategic Priorities (Initiatives) • Administration section is responsible for overseeing the delivery of all department initiatives with an integral role in the Livable Oakville

community planning exercises.

Planning Services Classification 2016 2017 2018 2016 2017 201863101603 Zoning Review Growth 100,000 100,000 100,000 63101604 Urban Design Guidelines Strategic Priorities 150,000 100,000 100,000 63101605 Official Plan/ Prov. Conformity Review Growth 100,000 100,000 100,000 63101606 Special Planning Projects/Studies Growth 50,000 50,000 50,000 63101607 Heritage Planning Studies Infrastructure Renewal 100,000 100,000 100,000

Total Planning Services 500,000 450,000 450,000


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2016 Key Budget Drivers • Personnel Services & Benefits have decreased by $5,600 primarily due to gapping of one management position which is partially offset with

inflationary increases for wages and benefits. • Purchased Services have decreased $3,800 primarily due to a decrease to insurance premiums. • Internal Charges have increased by $56,500 to a higher allocation of time from other departments that can be recovered through Planning

fees. • Internal Recoveries have decreased by $20,400 due to a decrease in time allocated to other departments’ fee recovery models.

2017 - 2018 Budget Forecast Highlights • 2017 and 2018 budgets reflect inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 283,400 277,800 0 0 277,800 (5,600) (2.0%) 288,500 300,500 Materials & Supplies 21,100 21,400 0 0 21,400 300 1.4% 21,400 21,400 Purchased Services 29,500 25,700 0 0 25,700 (3,800) (12.9%) 25,700 25,700 Internal Charges 133,400 189,900 0 0 189,900 56,500 42.4% 189,900 189,900 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 4,000 4,000 0 0 4,000 0 0.0% 4,000 4,000 Total Expenses 471,400 518,800 0 0 518,800 47,400 10.1% 529,500 541,500 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 22,700 2,300 0 0 2,300 (20,400) (89.9%) 2,300 2,300 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 22,700 2,300 0 0 2,300 (20,400) (89.9%) 2,300 2,300Tax Levy 448,700 516,500 0 0 516,500 67,800 15.1% 527,200 539,200 Tax Levy By Activity


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Service: Urban Design Mission To provide urban design direction for the town and facilitate the creation, enhancement and implementation of urban design policies and practices in Oakville that enhance public places and private spaces. Major Responsibilities • Ensure urban design policies and practices are created and sustained that implement and reflect the town’s strategic direction to enhance its

built environment. • Develop urban design policies, standards, guidelines and design-related documents. • Complete the design and technical review of a full range of development applications. • Prepare concepts and alternative plans for development areas and sites. • Provide support on the design and implementation of capital projects. • Provide urban design awareness through outreach initiatives and the Livable by Design Award program.

Strategic Priorities (Initiatives) • Completion of the Livable by Design Manual Part C (Site Design and Development Standards). • Commence Livable by Design Manual Part B documents (design direction for Bronte and Kerr Growth Areas and for other districts and

specific types of development). • Contribute to various studies and implementation initiatives, such as the Downtown Streetscape and Transportation Study, Downtown

Cultural Hub, Midtown Strategy, Trafalgar Park redevelopment, ATMP update and Livable Oakville Plan review. • Continue and expand upon the re-launched Livable by Design Awards. • Continue the sign by-law review initiative. • Initiate the Lighting Study (Phase 3 – lighting of development sites). • Collaborate on initiatives with town departments on the delivery of enhancements to and programming within public places.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $11,100 due to anticipated CUPE 1329 contract requirements and inflationary increases

for other wage groups and benefits. • Purchased Services have increased $1,900 primarily for professional development and dues. • Internal Charges have increased by $179,500 to a higher allocation of time from other departments. • Internal Recoveries have increased by $7,200 due to an increase in time allocated to other departments’ fee recovery models.

2017 - 2018 Budget Forecast Highlights • 2017 and 2018 budgets reflect inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 601,100 612,200 0 0 612,200 11,100 1.8% 628,200 646,100 Materials & Supplies 0 0 0 0 0 0 0.0% 0 0 Purchased Services 9,700 11,600 0 0 11,600 1,900 19.6% 11,600 11,600 Internal Charges 232,600 412,100 0 0 412,100 179,500 77.2% 412,100 412,100 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 843,400 1,035,900 0 0 1,035,900 192,500 22.8% 1,051,900 1,069,800 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 4,900 12,100 0 0 12,100 7,200 146.9% 12,100 12,100 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 4,900 12,100 0 0 12,100 7,200 146.9% 12,100 12,100Tax Levy 838,500 1,023,800 0 0 1,023,800 185,300 22.1% 1,039,800 1,057,700 Tax Levy By Activity

Urban Design 838,500 1,023,800 0 0 1,023,800 185,300 22.1% 1,039,800 1,057,700Tax Levy 838,500 1,023,800 0 0 1,023,800 185,300 22.1% 1,039,800 1,057,700

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Service: Current Planning & Heritage Mission To review and process development applications and make recommendations to the respective approval authority, in order to meet legislative requirements and comply with town policies and procedures for applicants, the public, the Committee of Adjustment and town Council. Advise and guide Heritage Oakville, heritage property owners and the community to facilitate the protection and enhancement of heritage resources in Oakville. Major Responsibilities • Completion of the technical and design evaluation as well as comprehensive planning analysis of a full range of development applications in

accordance with legislative requirements, policy and regulatory framework and sound planning principles. • Coordination and integration of technical and design comments received from internal department and external agencies. • Conducting of public consultation with respect to the development application process. • Team facilitation and participation on policy and area specific studies. • Reporting and presenting to Council information and recommendations on development applications reflective of the highest quality

professional planning advice provided in the public interest. • Review and update internal by-laws, policies, procedures and fees to effect the continuous improvement of programs and services,

compliance with applicable legislation and to ensure cost recovery targets are being achieved. • Ensuring policies and practices to implement the Ontario Heritage Act and reflect the town’s strategic direction to enhance cultural heritage

environments. • Revise and update, as needed, district heritage plans, heritage policies and by-laws. • Ongoing heritage property review in order to identify properties of cultural heritage merit to be listed and/or designated. • Research, evaluation and administration of applications for permits for heritage properties. • Site inspections and enforcement of heritage permits. • Provide education and awareness of the town’s cultural heritage resources.

Strategic Priorities (Initiatives) • Process Mapping/Re-engineering Implementation to improve the development application review process efficiency and quality of service

including delegation where appropriate. • Ongoing implementation of the AMANDA public portal. • Complete a review of the Site Plan process and develop a new Site Plan By-law with Urban Design. • Ongoing heritage designation of Oakville properties. • Delivery of Heritage education and awareness programs. • Implementation of Cultural Heritage Landscape Strategy. • Update to the Old Oakville Heritage Conservation District Plan and Guidelines.

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• Heritage District Street/Entry Signage. • Heritage Grant Program – complete three year pilot plus consideration of an ongoing program.


2016 Key Budget Drivers • Personnel Services & Benefits have increased by $53,200 for inflationary increases to salaries and benefits which is partially mitigated with

savings resulting from gapping of a Senior Planner. • Purchased Services have decreased $3,400 primarily due to the reduction in advertising and cell phone expenses to reflect 5 year trends. • Internal Charges have decreased by $471,400 due to a reduction of other department’s time being spent on planning processes. • Activity Revenue has decreased by $1,708,500 as a result of changes to the Planning fee structure as well as anticipated volume reductions

particularly in site plan and subdivision fees. • Other Revenue has increased $1,222,400 due to an increase in the transfer from the Planning Stabilization reserve to meet cost recovery

ratios.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,852,800 1,906,000 0 0 1,906,000 53,200 2.9% 1,955,700 2,011,100 Materials & Supplies 0 0 0 0 0 0 0.0% 0 0 Purchased Services 50,500 47,100 0 0 47,100 (3,400) (6.7%) 47,100 47,100 Internal Charges 2,571,900 2,100,500 0 0 2,100,500 (471,400) (18.3%) 2,100,400 2,100,400 Other Expenditures 90,200 90,400 0 0 90,400 200 0.2% 10,400 10,400 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 4,565,400 4,144,000 0 0 4,144,000 (421,400) (9.2%) 4,113,600 4,169,000 Revenues: Activity Revenue 4,688,000 2,979,500 0 0 2,979,500 (1,708,500) (36.4%) 2,517,800 2,739,000 Internal Recoveries 131,800 119,500 0 0 119,500 (12,300) (9.3%) 123,500 123,500 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 313,900 1,536,300 0 0 1,536,300 1,222,400 389.4% 2,001,200 1,786,200 Total Revenues 5,133,700 4,635,300 0 0 4,635,300 (498,400) (9.7%) 4,642,500 4,648,700Tax Levy (568,300) (491,300) 0 0 (491,300) 77,000 13.5% (528,900) (479,700) Tax Levy By Activity

Current Planning & Heritage (568,300) (491,300) 0 0 (491,300) 77,000 13.5% (528,900) (479,700)Tax Levy (568,300) (491,300) 0 0 (491,300) 77,000 13.5% (528,900) (479,700)

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2017 - 2018 Budget Forecast Highlights • 2017 personnel costs inflationary increases while other expenditures are reduced by $80,000 due to the completion of a 3 year heritage

grant pilot program. Activity revenue has decrease by $461,700 to reflect anticipated changes in volume although inflationary increase to rates has been included. This results in a further increase transfer from reserve of $464,900 over 2016 to meet cost recovery ratios.

• 2018 expenditures have been increased by inflation. Activity revenue has increase by $221,200 over 2017 to reflect anticipated changes in volume and inflationary increases to fees, resulting in a decreased transfer from reserve of $215,000.

Service: Policy Planning Mission To develop policies and programs to help guide and manage growth in Oakville while balancing community needs, economic prosperity and environmental sustainability. Major Responsibilities • Management of the Official Plan, the Livable Oakville Plan and North Oakville East and West Secondary Plans. • Implementation of the new comprehensive zoning by-law (inZone). • Provide support to current planning on policy interpretation and expert opinion at the OMB. • Cooperation and coordination with the Region and the Province to advance planning policies and initiatives. • Continued community outreach and education and facilitation of community led planning exercises. • Ongoing research and compilation of demographic (housing and population statistics) and development information in databases for use in

monitoring and in the development of long range policy.

Strategic Priorities (Initiatives) • Finalization of the new comprehensive zoning by-law (inZone) including OPA #4 through resolution of appeals at the Ontario Municipal

Board. • Merton Planning Study. • Midtown Implementation Strategy. • Five Year Statutory Official Plan review and updated and management of all major studies under the work program (Employment and

Commercial Land Review, Speers Road Corridor Study, Growth Area Check Ins, Provincial and Regional conformity, Stable Residential Area review, North Oakville Review).

• South Central Public Lands Study implementation – OTMH, Chisholm and Brantwood School Redevelopment. • Growth monitoring program. • Kerr Street Façade Improvement Program.

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• Monitoring Halton Region and adjacent municipality planning initiatives. • Community outreach and enhanced community engagement. • Monitoring and provide comments on provincial planning initiatives.


2016 Key Budget Drivers • Personnel Services & Benefits have increased by $8,700 due to inflationary increases. • Purchased Services have increased $4,700 primarily due to an increase in advertisement costs. • Internal Charges have increased by $33,100 due to an increase of other department’s time being spent on planning processes. • Internal Recoveries have decreased by $5,800 due to a decrease in staff time being allocated to other department’s recovery models.

2017 - 2018 Budget Forecast Highlights • Inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 745,200 753,900 0 0 753,900 8,700 1.2% 776,100 800,800 Materials & Supplies 0 0 0 0 0 0 0.0% 0 0 Purchased Services 15,300 20,000 0 0 20,000 4,700 30.7% 20,000 20,000 Internal Charges 59,400 92,500 0 0 92,500 33,100 55.7% 92,500 92,500 Other Expenditures 150,000 150,000 0 0 150,000 0 0.0% 150,000 150,000 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 969,900 1,016,400 0 0 1,016,400 46,500 4.8% 1,038,600 1,063,300 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 78,800 73,000 0 0 73,000 (5,800) (7.4%) 75,500 77,000 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 150,000 150,000 0 0 150,000 0 0.0% 150,000 150,000 Total Revenues 228,800 223,000 0 0 223,000 (5,800) (2.5%) 225,500 227,000Tax Levy 741,100 793,400 0 0 793,400 52,300 7.1% 813,100 836,300 Tax Levy By Activity

Long Range Planning 741,100 793,400 0 0 793,400 52,300 7.1% 813,100 836,300Tax Levy 741,100 793,400 0 0 793,400 52,300 7.1% 813,100 836,300

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Program: Development Engineering


2016 - 2018

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Development Engineering

Program: Development Engineering Vision Statement: To build and improve and protect the community through sound and sustainable (re)development and stormwater management practices.

Mission Statement: Protecting the public and its interest in the greater community by ensuring land (re)development proposals complies with approved engineering standards and that our community is supported by stormwater management infrastructure and strategies that work to safeguard the community and its natural resources.

Program Description The Development Engineering program is responsible for ensuring that land (re)development proposals incorporate sound engineering, environmental and best management practices in the design and that they are implemented through construction. Additionally this program area is responsible for setting the communities stormwater management strategy; ensuring the community and its landform is served by an appropriate network of pipes, channel, streams and control structures. A diversified group of professional staff provide a range of engineering expertise (civil, water resources, environmental) to ensure proposals and strategies meet set standards; are supportable by public infrastructure; protect the community and surrounding environment; and include measures to mitigate unacceptable impacts.

Program Services The Development Engineering department provides program services through the following sections: • Administration • Development Engineering • Permits and Inspection

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Staffing Overview

For 2016, the Development Engineering service area has increased by a total of 1.5 FTE for a total of 28.8 FTE’s. In 2016, a full-time Supervisor position was transferred from the Building department. In addition, the equivalent of 0.5 FTE in part-time hours was transferred from Infrastructure Planning to further align program responsibilities.


Overall the Development Engineering program has decreased by $753,500 or 103.0%. In 2015, a capacity/utilization review was undertaken to verify the fees for the various permits and activities within this program area. Recommended changes to the fee structure have been incorporated into this budget program. While most permit/activity rates have been improved to address inflationary increases (2%), permit rates for Utility and Road Cut related activities have been improved significantly to ensure the rate is in line with the User Fee Policy and achieving the intentioned full cost recovery. In 2016, activity revenues are planned to increase by $1,162,000 to a total of $4.0 million as a result of the changes to the fee structure and projected volume. The increase in external revenues has been offset by an increase in personnel expenditures to reflect the additional staff allocated to the Development Engineering program as well as a reduction in internal recoveries due to changes in the Planning Services fee structure as set out within the Planning Services Business Plan. Overall, the program results in a net favourable amount of $21,700.

Program: Development Engineering 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Administration 2.0 2.0 2.0 0.0Development Engineering 10.0 11.2 1.0 12.2 1.0Permits & Inspection 11.0 14.1 0.5 14.6 0.5

Total Development Engineering 23.0 27.3 0.0 0.0 1.5 28.8 1.5



Administration 294,200 249,000 335,000 309,100 60,100 24.1%Development Engineering 2,621,800 1,047,000 2,031,900 370,400 (676,600) (64.6%)Permits & Inspection 1,554,000 (564,200) 2,315,000 (701,200) (137,000) 24.3%

Total 4,470,000 731,800 4,681,900 (21,700) (753,500) (103.0%)


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2011 2012 2013 2014 2015 1.3% 1.3% 1.2% 1.3% 1.6%


2011 2012 2013 2014 2015 1.5% 1.5% 1.5% 1.5% 1.8%


2011 2012 2013 2014 2015 86% 65% 75% 79% TBD

Why Important: To ensure fee supported related activities are being recovered 100% in accordance with the town’s Rate’s and Fee policy. The revised Fee Model indicates the target for 2016 is 74% as this is the level of Development Engineering activities that can be recovered through fees based on 5 year average volumes. Achievement can be rationalized against budgeted and actual activity volumes. How Calculated: Total Fee Revenues/Gross Expenses 4. Percentage of development applications (Subdivisions and Site Plans) processed within the prescribed timeframe

2011 2012 2013 2014 2015 NA NA NA 75% 77%

Why Important: To ensure service delivery remains in line with service level expectations. This measure can also be rationalized against expected and actual activity volumes. How Calculated: Actual processing time/Service Level processing time.

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5. Percentage of permit applications processed within the prescribed timeframe (4 to 6 weeks)

2011 2012 2013 2014 2015 NA NA NA 70% 70%

Why Important: To ensure service delivery remains in line with service level expectations. This measure can also be rationalized against expected and actual activity volumes. How Calculated: Actual processing time/Service Level processing time. Key Objectives (Initiatives) for 2016 – 2018 • Programs and Services that is environmentally sustainable.

o Develop Stormwater Management Plan for Oakville. o Implement Site Plan (Engineering) Review process to comprehensively review and condition stormwater and tree canopy changes

related to single residential land (re)development proposals. • To continuously improve our programs and services.

o Review, update, streamline, and move to online the services provided through the Permits and Inspection service area. • To have programs and services that is environmentally sustainable.

o Ensure development compliance with new engineering standards and modify as necessary (Low Impact Designs, new street planting and topsoil requirements, environmental monitoring).

• To be fiscally sustainable. o Undertake a review of rates and fees for all permit and processing activities within the department and ensure alignment with User

Fee Policy o Explore the merits of Stormwater Utility Model for Oakville

• To be accountable o To deliver the 2016 Capital Program for Water Resource projects (shorelines, streams) to ensure the protection of lands and that

infrastructure remains in a state of good repair.

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In 2016, the Development Engineering program has decreased by $753,500 or 103.0%. The main drivers for the change are the following: • Personnel Services & Benefits have increased by $176,800 primarily due to the transfer of the Supervisor of Committee of Adjustment

position from Building Services department and part-time transferred from Infrastructure Planning. In addition, inflationary increases for salaries and benefits have been included.

• Purchased Services have decreased $1,400 primarily due to a reduction in insurance premiums. • Internal Expenses & Transfers have increased by $36,100 due to a higher allocation of time from other departments that can be recovered

through the Development Engineering application process. • External Revenue has increased by $1,162,000 as a result of the changes to the fee structure and projected volumes. • Internal Recovery & Fund Transfers have decreased by $196,600 due to change in the fee structure for Planning Services activities that are

supported by Development Engineering.



Personnel Services & Benefits 3,062,300 3,239,100 0 0 3,239,100 176,800 5.8%Materials & Supplies 18,000 18,300 0 0 18,300 300 1.7%Capital Out Of Operations 0 0 0 0 0 0 0.0%Purchased Services 292,800 291,400 0 0 291,400 (1,400) (0.5%)Payments & Grants 4,400 4,500 0 0 4,500 100 2.3%Internal Expenses & Transfers 1,092,500 1,128,600 0 0 1,128,600 36,100 3.3%Total Expenses 4,470,000 4,681,900 0 0 4,681,900 211,900 4.7%

Revenues:External Revenues 2,847,300 4,009,300 0 0 4,009,300 1,162,000 40.8%Internal Recovery & Fund Trsfs 890,900 694,300 0 0 694,300 (196,600) (22.1%)Total Revenues 3,738,200 4,703,600 0 0 4,703,600 965,400 25.8%

Tax Levy 731,800 (21,700) 0 0 (21,700) (753,500) (103.0%)

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Development EngineeringAdministration 335,000 342,000 2.1% 350,200 2.4%Development Engineering 2,031,900 2,069,300 1.8% 2,111,100 2.0%Permits & Inspection 2,315,000 2,354,400 1.7% 2,398,300 1.9%Total Gross Expenditures 4,681,900 4,765,700 1.8% 4,859,600 2.0%

Tax Levy

Development EngineeringAdministration 309,100 316,100 2.3% 324,300 2.6%Development Engineering 370,400 382,500 3.3% 398,400 4.2%Permits & Inspection (701,200) (722,100) (3.0%) (737,800) (2.2%)Total Tax Levy (21,700) (23,500) (8.3%) (15,100) 35.7%

Gross Expenditures By Type Personnel Services & Benefits 3,239,100 3,322,900 2.6% 3,416,700 2.8% Materials & Supplies 18,300 18,400 0.5% 18,500 0.5% Purchased Services 291,400 291,400 0.0% 291,400 0.0% Internal Charges 1,102,400 1,102,300 0.0% 1,102,300 0.0% Other Expenditures 4,500 4,500 0.0% 4,500 0.0% Minor Capital & Transfer To Reserves 26,200 26,200 0.0% 26,200 0.0% Total Expenditures 4,681,900 4,765,700 1.8% 4,859,600 2.0% Revenues By Type Activity Revenue 4,009,300 4,090,500 2.0% 4,171,500 2.0% Internal Recoveries 694,300 698,700 0.6% 703,200 0.6% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 4,703,600 4,789,200 1.8% 4,874,700 1.8%Tax Levy (21,700) (23,500) (8.3%) (15,100) 35.7%

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2016 - 2018 Recommended Capital Budget The 2016-2018 Capital budget will provide funds for an environmental study addressing servicing needs related to transportation and storm water management, a storm sewer rates feasibility study, and a flood study update. The majority of the capital program focuses on erosion control at a number of shoreline and creek locations.

Development Engineering Classification 2016 2017 2018 2016 2017 201853371102 Morrison Creek West Reach 37 Infrastructure Renewal 420,000 53371505 Vista Promenade - Shoreline Protection Infrastructure Renewal 1,680,000 53371506 Esplanade Promenade Park- Shoreline Protection Infrastructure Renewal 2,100,000 53371508 Shannon's Creek - Reaches 92 and 93 - Creek Erosion Infrastructure Renewal 210,000 53371601 Holyrood Promenade Infrastructure Renewal 131,000 210,000 53371603 Arkendo Park- Shoreline Protection Infrastructure Renewal 158,000 1,733,000 53371604 Storm Pond - Capital Maintenance Infrastructure Renewal 420,000 263,000 263,000 53371605 Shoreline Assessment Infrastructure Renewal 90,000 53371606 Morrison Creek East- Reaches 39 to 45 - Creek Erosion Infrastructure Renewal 315,000 525,000 525,000 53371607 Outfall Major Maintenance Infrastructure Renewal 35,000 35,000 35,000 53371701 Flooding Protection Program Infrastructure Renewal 105,000 525,000 53371704 Erosion Control - Allocation Infrastructure Renewal 105,000 315,000 53381402 Storm Sewer Rates Feasibility Study Strategic Priorities 50,000 53381701 Flood Study Update Infrastructure Renewal 158,000 64101601 Environmental Studies Growth 40,000 40,000

Total Development Engineering 1,239,000 3,711,000 5,536,000


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Service: Administration Mission To provide overall program leadership, set direction, define goals and objectives and establish policies and procedures for the overall function of the program. The Administration service provides for management of public inquiries and also provides administrative and clerical support to the divisions of Development Engineering and Permits and Inspection. Major Responsibilities • To ensure the department operations comply with Council policies and further the objectives of the Strategic Plan. • Provide oversight and direction to the department to ensure established goals and objectives are met. • Continuously review programs to ensure they are effective and operating within established performance objectives.

Strategic Priorities (Initiatives) • To be fiscally sustainable.

o Undertake a review of rates and fees for all permit and processing activities within the department and ensure alignment with User Fee Policy

• To be accountable. o To ensure strategic projects and initiatives progress forward to completion and implementation as expected. o Monitoring of annual budget and execution of approved business plan.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $3,800 due to inflationary increases. • Internal Charges have increased $38,500 for due to higher direct and indirect costs from other departments that can be recovered through

the Development Engineering application process. • Internal Recoveries have decreased by $19,300 due to a changes in the fee structure for Planning Services activities that are supported by

Development Engineering. 2017 - 2018 Budget Forecast Highlights • Budgets reflect inflationary increases only.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 277,800 281,600 0 0 281,600 3,800 1.4% 288,600 296,800 Materials & Supplies 4,500 4,100 0 0 4,100 (400) (8.9%) 4,100 4,100 Purchased Services 11,900 10,800 0 0 10,800 (1,100) (9.2%) 10,800 10,800 Internal Charges 0 38,500 0 0 38,500 38,500 0.0% 38,500 38,500 Other Expenditures 0 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 294,200 335,000 0 0 335,000 40,800 13.9% 342,000 350,200 Revenues: Activity Revenue 0 0 0 0 0 0 0.0% 0 0 Internal Recoveries 45,200 25,900 0 0 25,900 (19,300) (42.7%) 25,900 25,900 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 45,200 25,900 0 0 25,900 (19,300) (42.7%) 25,900 25,900Tax Levy 249,000 309,100 0 0 309,100 60,100 24.1% 316,100 324,300 Tax Levy By Activity


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Service: Development Engineering Mission To undertake the technical review of planning applications and the development and administration of associated agreements. Areas of professional review include: civil engineering design, stormwater management, traffic/transportation, environmental protection (trees and noise), etc. which includes effective coordination and development of the agreements, monitoring of construction activities, management of financial securities and assumption of works upon completion. Additionally this program area is responsible for ensuring that our community is supported by stormwater management infrastructure and strategies that work to safeguard the community and its natural resources. Major Responsibilities • The primary responsibility of the Development Engineering division is to establish and apply the engineering standards for development

proposals that serve to protect the existing community areas and serve to support new community growth that employs technological advances minimizing environmental, fiscal and social impacts and supports a more livable community.

• Staff undertakes the review of all engineering aspects of new (re)development proposals to ensure compliance with established engineering principles, standards and guidelines.

• Liaison with outside agencies including the Region of Halton and Conservation Halton. • Approved developments are traditionally accompanied by a development agreement, ensuring all appropriate conditions, clauses,

obligations and securities are contained therein. Finally, and in conjunction with Permits and Inspection division, ensure that all conditions of the agreement fulfilled prior to the release of the agreement and its securities.

• Stormwater Management o Monitoring climatic conditions within the community and correlating this data with stormwater system response data to confirm

systems continue to function appropriately. o Undertaking qualitative assessments of the community’s stormwater infrastructure and recommending/programming/initiating

improvements to maintain its integrity/functionality. o Undertake studies to develop strategies/policies/programs to ensure the community appropriate considers its stormwater

management needs in light of climatic, landform and emerging/improved practices in stormwater management. The following planning application types are reviewed: • Draft plan and detailed engineering design of subdivisions and condominiums. • Site plans.

The service also provides technical input to: • Official Plan Amendments. • Zoning By-law Amendments. • Part Lot Control applications. • Committee of Adjustment applications.

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Strategic Priorities (Initiatives) • Programs and Services that is environmentally sustainable.

o Develop Stormwater Management Plan for Oakville o Review possible changes to the Site Plan By-law to focus greater attention on stormwater and canopy change impacts related to land

(re)development proposals. • To have programs and services that is environmentally sustainable.


• To be fiscally sustainable. o Explore the merits of Stormwater Utility for Oakville

• To be accountable o To deliver the 2016 Capital Program for Water Resource projects (shorelines, streams) to ensure the protection of lands and that

infrastructure remains in a state of good repair

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $110,600 primarily due to the transfer a vacant Development Inspector from Permits and

Inspections being reallocated and converted to an Urban Forester. In addition inflationary increases for salaries and benefits have been included.

• Internal Charges have decreased by $701,000 due to a lower allocation of time from other departments that can be recovered through the Development Engineering fees.

• Activity Revenue has increased by $218,400 primarily due to anticipated subdivision volume increase. • Internal Recoveries have decreased by $131,700 due to changes in the fee structure for Planning Services activities that are supported by

Development Engineering. 2017 - 2018 Budget Forecast Highlights • 2017 personnel costs reflect inflationary increases for salaries and benefits. Activity revenue increased by $21,100 to reflect anticipated

changes in volume and inflationary increases to fees. • 2018 expenditures have been increased by inflation. Activity revenue increased by $21,600 over 2017 to reflect anticipated changes in

volume and inflationary increases to fees.


Budget Budget Budget Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,318,000 1,428,600 0 0 1,428,600 110,600 8.4% 1,466,100 1,507,900 Materials & Supplies 1,300 1,300 0 0 1,300 0 0.0% 1,300 1,300 Purchased Services 237,000 237,400 0 0 237,400 400 0.2% 237,400 237,400 Internal Charges 1,061,500 360,500 0 0 360,500 (701,000) (66.0%) 360,400 360,400 Other Expenditures 4,000 4,100 0 0 4,100 100 2.5% 4,100 4,100 Minor Capital & Transfer To Reserves 0 0 0 0 0 0 0.0% 0 0 Total Expenses 2,621,800 2,031,900 0 0 2,031,900 (589,900) (22.5%) 2,069,300 2,111,100 Revenues: Activity Revenue 837,100 1,055,500 0 0 1,055,500 218,400 26.1% 1,076,600 1,098,200 Internal Recoveries 737,700 606,000 0 0 606,000 (131,700) (17.9%) 610,200 614,500 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 1,574,800 1,661,500 0 0 1,661,500 86,700 5.5% 1,686,800 1,712,700Tax Levy 1,047,000 370,400 0 0 370,400 (676,600) (64.6%) 382,500 398,400 Tax Levy By Activity

Development Engineering 1,047,000 370,400 0 0 370,400 (676,600) (64.6%) 382,500 398,400Tax Levy 1,047,000 370,400 0 0 370,400 (676,600) (64.6%) 382,500 398,400

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Service: Permits & Inspection

Mission To provide review/approval of development related permits and enforcement of related town by-laws, including site alteration, pool enclosure, tree, and use of roads by-laws; to provide oversight and inspection during and following construction ensuring that private development and construction work is compliant with approved plans, town standards, agreement obligations and applicable legislation. This includes grading and drainage for minor private developments (additions, pools, etc.); grading, drainage, sewer and road construction for site plans, condominiums and new industrial/ commercial/ residential subdivisions. Major Responsibilities • Ensure approved developments are constructed according to approved engineering plans which in turn safeguard the public. The town

further confirms that new infrastructure to be assumed is sound and transferred with no immediate financial liability. • Manage day to day construction activities in a manner that minimizes disruption and/ or delay to the public utilizing existing public

infrastructure. • Administer the site alteration, pool enclosures, private/ public tree protection, and use of road by-laws and permitting process, including

application processing, plan review/ approval and construction compliance. Strategic Priorities (Initiatives) • To continuously improve programs and services.

o Review, update and streamline the services provided through the Permits and Inspection service area • To have programs and services that is environmentally sustainable.


• To be fiscally sustainable. o Undertake a review of rates and fees for all permit and processing activities within the department.

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2016 Key Budget Drivers • Personnel Services & Benefits have increased by $62,400 primarily due to the transfer of a vacant position from Building Services to create

a Supervisor of Inspection Services position. In addition, part-time hours were added for a Student Technologist and inflationary increases for salaries and benefit groups have been included.

• Internal Charges have increased by $698,600 due to a higher allocation of time from other departments that can be recovered through the permit fees.

• Activity Revenue have increased by $943,600 primarily due to rate changes for utility and road cut related activities and volume changes for supervision fees.

• Internal Recoveries have decreased by $45,600 due to a reduction in time allocated to other departments’ fee recovery models. 2017 - 2018 Budget Forecast Highlights • 2017 personnel costs reflect inflationary increases for salaries and benefits. Activity revenue increased by $60,100 to reflect anticipated

changes in volume and inflationary increases to fees. • 2018 expenditures have been increased by inflation. Activity revenue increased by $59,400 over 2017 to reflect anticipated changes in

volume and inflationary increases to fees.


Budget Budget Budget Impact Adjustments Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 1,466,500 1,528,900 0 0 1,528,900 62,400 4.3% 1,568,200 1,612,000 Materials & Supplies 12,200 12,900 0 0 12,900 700 5.7% 13,000 13,100 Purchased Services 43,900 43,200 0 0 43,200 (700) (1.6%) 43,200 43,200 Internal Charges 4,800 703,400 0 0 703,400 698,600 14,554.2% 703,400 703,400 Other Expenditures 400 400 0 0 400 0 0.0% 400 400 Minor Capital & Transfer To Reserves 26,200 26,200 0 0 26,200 0 0.0% 26,200 26,200 Total Expenses 1,554,000 2,315,000 0 0 2,315,000 761,000 49.0% 2,354,400 2,398,300 Revenues: Activity Revenue 2,010,200 2,953,800 0 0 2,953,800 943,600 46.9% 3,013,900 3,073,300 Internal Recoveries 108,000 62,400 0 0 62,400 (45,600) (42.2%) 62,600 62,800 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0 0.0% 0 0 Total Revenues 2,118,200 3,016,200 0 0 3,016,200 898,000 42.4% 3,076,500 3,136,100Tax Levy (564,200) (701,200) 0 0 (701,200) (137,000) (24.3%) (722,100) (737,800) Tax Levy By Activity

Permits & Inspection (564,200) (701,200) 0 0 (701,200) (137,000) (24.3%) (722,100) (737,800)Tax Levy (564,200) (701,200) 0 0 (701,200) (137,000) (24.3%) (722,100) (737,800)

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Strategic Business Support

Program: Strategic Business Support


2016 - 2018

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Program: Strategic Business Support Services Vision Statement: To be a centre of expertise and innovation for developing and delivering business solutions to the departments within the Community Development Commission. Mission Statement: To provide strategic and operational expertise and resourcing to the departments of the Community Development Commission in the areas of information management, customer service, business process and financial management, business solutions development and GIS.

Program Description Strategic Business Support equips the Commission with the capacity to effectively design, develop, implement and manage its programs and services by performing the following strategic and operational services: • Design, coordination and support for Commission change management and continuous improvement/re-engineering of processes. • Coordination and support for strategic planning, program based budgeting, performance indicators and financial monitoring. • Design, coordination and support of technology based solutions. • Development and delivery of communications and information management services. • Development and delivery of GIS based data management and cartographic services for the commission and corporation.

Program Services Strategic Business Support provides services through the following staff group: • Strategic Business Support

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Staffing Overview


In 2016, the Strategic Business Support program gross budget has increased by $13,600 or 6.3%. The program provides support to the Community Development Commission, and over the last year has increased the services being provided to the Environmental Policy and Engineering and Construction department. In addition, the town’s use of GIS continues to expand with the adoption of the GIS Strategic Plan. The program has increasingly moved to support other departments within the Corporation, resulting in a larger percentage of program costs shifting to the tax levy.

Program: Strategic Business Support 2014 2015 2016 2016 2016 2016 NetApproved Approved Capital Service Reallocation Total Change


Strategic Business Support 9.0 9.0 9.0 0.0

Total Strategic Business Support 9.0 9.0 0.0 0.0 0.0 9.0 0.0



Strategic Business Support 1,035,600 215,600 1,053,500 229,200 13,600 6.3%

Total 1,035,600 215,600 1,053,500 229,200 13,600 6.3%


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2011 2012 2013 2014 2015 0.5% 0.5% 0.4% 0.4% 0.5%


2011 2012 2013 2014 2015 0.6% 0.6% 0.6% 0.6% 0.6%

Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE’s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of projects and service requests completed based on total submitted

2011 2012 2013 2014 2015 N/A N/A 90% 90% 97%

Why Important: How Calculated: As per Strategic Business Support (SBS) customer satisfaction survey and SBS Service Request Tracking System. Key Objectives (Initiatives) for 2016 - 2018 The initiatives below will be undertaken by Strategic Business Support Services between 2016 - 2018 to support the Commission and the organization in meeting its strategic goals and actions. • Implement self-serve options utilizing the AMANDA and SharePoint applications to help streamline business processes. • Continue to refine revenue models in order to assist achieving fiscal sustainability. • Support the integration and simplification of services through process analysis and re-engineering activities. • Develop and implement Information Management Strategy for the Commission.

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• Implement GIS Strategy for the Corporation. • Develop robust business intelligence and performance measurement capability for the commission.

The objectives above directly contribute to the achievement of the following strategic plan areas of focus: • To be accountable in everything we do. • To be fiscally sustainable. • To provide outstanding service to our residents and businesses. • To continuously improve our programs and services.


In 2016, the Strategic Business Support program budget has increased by $13,600 or 6.3%. The main drivers for the change are the following: • Personnel Services & Benefits have increased by $19,500 due to inflationary increases for salaries and benefits. • Internal Recovery & Fund Transfers have increased by $4,300 to reflect the time spent by staff on activities that are fee recoverable. • Increase GIS Services to support the Corporation in addition to the Commission • Increased Amanda, Financial and Information Management support services provided within the Commission



Personnel Services & Benefits 1,008,900 1,028,400 0 0 1,028,400 19,500 1.9%Materials & Supplies 3,500 3,500 0 0 3,500 0 0.0%Capital Out Of Operations 6,000 5,100 0 0 5,100 (900) (15.0%)Purchased Services 17,200 16,500 0 0 16,500 (700) (4.1%)Total Expenses 1,035,600 1,053,500 0 0 1,053,500 17,900 1.7%

Revenues:External Revenues 800 800 0 0 800 0 0.0%Internal Recovery & Fund Trsfs 819,200 823,500 0 0 823,500 4,300 0.5%Total Revenues 820,000 824,300 0 0 824,300 4,300 0.5%

Tax Levy 215,600 229,200 0 0 229,200 13,600 6.3%

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2017 - 2018 Budget Forecast Highlights • Inflationary increases only.



Strategic Business Support 1,053,500 1,080,200 2.5% 1,110,200 2.8%Total Gross Expenditures 1,053,500 1,080,200 2.5% 1,110,200 2.8%

Tax LevyStrategic Business Support 229,200 255,900 11.6% 285,900 11.7%Total Tax Levy 229,200 255,900 11.6% 285,900 11.7%

Gross Expenditures By Type Personnel Services & Benefits 1,028,400 1,055,100 2.6% 1,085,100 2.8% Materials & Supplies 3,500 3,500 0.0% 3,500 0.0% Purchased Services 16,500 16,500 0.0% 16,500 0.0% Internal Charges 0 0 0.0% 0 0.0% Other Expenditures 0 0 0.0% 0 0.0% Minor Capital & Transfer To Reserves 5,100 5,100 0.0% 5,100 0.0% Total Expenditures 1,053,500 1,080,200 2.5% 1,110,200 2.8% Revenues By Type Activity Revenue 800 800 0.0% 800 0.0% Internal Recoveries 823,500 823,500 0.0% 823,500 0.0% Grants 0 0 0.0% 0 0.0% Other Revenue 0 0 0.0% 0 0.0% Total Revenues 824,300 824,300 0.0% 824,300 0.0%Tax Levy 229,200 255,900 11.6% 285,900 11.7%

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2016 - 2018 Recommended Capital Budget The 2016 - 2018 capital budget will provide funds for the Amanda Module Enhancements, which will implement the “One-Permit” on-line business process being implemented with the Amanda Public Portal technology. The 2016 operating impacts are for software maintenance for the Amanda Public Portal.

Strategic Business Support Classification 2016 2017 2018 2016 2017 201863101201 Amanda Module Enhancements Infrastructure Renewal 90,000 90,000 63101401 AMANDA Public Portal Strategic Priorities 125,000 12,000

Total Strategic Business Support 215,000 90,000 12,000


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Program: Corporate Revenue and Expenses


2016-2018

Page 333Corporate Revenue and Expenses

Program: Corporate Revenue and Expenses Vision Statement: The Corporate Revenue and Expenses program pertains to the town operations as a whole and includes all revenues and expenditures not identified with specific programs.

Program Description The Corporate and Financial Expenses service pertains to town operations as a whole or relating to financing costs versus operating costs. They are not directly identified with specific programs, but are recorded and reported as town expenditures. The Town Revenue service pertains to town operations as a whole and includes all revenues not identified as a revenue stream or as cost recoveries within specific programs.

Program Services The Corporate Revenue and Expenses program provides activities through the following services: • Corporate Revenue – includes Taxation & Grants; Fines and Penalties; Interest Earned and Miscellaneous Revenue • Corporate Expenses – includes Debt; Capital Funding; Corporate Expenses; WSIB Self Insurance and Town Grants


Corporate Revenue Budget Summary

2016 Base Requested 2016 % Forecast Forecast2015 Base Budget 2016 Requested Change 2017 2018

Budget Budget Change (%) Adjustments Budget 2016/2015 Budget Budget SOURCES OF REVENUECorporate Revenue

Taxation 165,118,200 172,093,300 4.2% 236,800 172,330,100 4.4% 180,485,100 190,705,300Supplementary Taxes 1,250,000 1,250,000 0.0% 0 1,250,000 0.0% 1,250,000 1,250,000Local Improvement Collections 2,100 2,100 0.0% 0 2,100 0.0% 0 0Payments in Lieu of Taxes 3,741,000 4,044,000 8.1% 0 4,044,000 8.1% 4,044,000 4,044,000General Provincial Grants 0 0 0.0% 0 0 0.0% 0 0Income from Investments 6,154,300 4,986,400 -19.0% 0 4,986,400 -19.0% 4,986,400 4,986,400POA Halton Court Fines 794,000 794,000 0.0% 0 794,000 0.0% 794,000 794,000Tax Penalty & Interest 3,000,000 3,000,000 0.0% 0 3,000,000 0.0% 3,000,000 3,000,000Oakville Hydro Revenue 10,198,200 10,826,500 6.2% 0 10,826,500 6.2% 11,826,500 13,326,500Subdivision Agreement Fees 0 0 0.0% 0 0 0.0% 0 0Other Service Fees 0 0 0.0% 0 0 0.0% 0 0Fund Balance and Transfer 9,032,900 10,696,200 18.4% 0 10,696,200 18.4% 10,850,900 9,598,800

Total Corporate Revenue 199,290,700 207,692,500 4.2% 236,800 207,929,300 4.3% 217,236,900 227,705,000

Departmental Revenue 62,599,200 66,115,800 5.6% 172,000 66,287,800 5.9% 66,624,700 68,790,700

Internal Recoveries 21,681,600 23,069,500 6.4% 388,200 23,457,700 8.2% 23,937,300 24,425,200

TOTAL REVENUE 283,571,500 296,877,800 4.7% 797,000 297,674,800 5.0% 307,798,900 320,920,900 Corporate Revenue has increased by 5.0% in total. This reflects the increase in gross expenditures resulting from the 2016 proposed operating budget. Income from Investments has decreased $1.1M due to a reduction in portfolio earnings due to hospital contribution of $40M. The Oakville Hydro revenue increase reflects the increased dividend to support the hospital debt. Fund Balance and Transfer include the capital levy of $1.6M.


Corporate Expenses Budget Summary


Budget Budget Budget Impact Level Change Budget from 2015 from 2015 Budget BudgetExpenses: Personnel Services & Benefits 634,500 7,700 0 0 7,700 (626,800) (98.8%) 47,400 96,600 Materials & Supplies 1,000 1,000 0 0 1,000 0 0.0% 1,000 1,000 Purchased Services 2,310,600 3,003,800 0 0 3,003,800 693,200 30.0% 2,503,800 2,503,800 Internal Charges 0 0 0 0 0 0 0.0% 0 0 Other Expenditures 13,229,300 14,629,700 0 0 14,629,700 1,400,400 10.6% 15,006,000 13,567,600 Minor Capital & Transfer To Reserves 39,424,800 41,111,200 0 0 41,111,200 1,686,400 4.3% 43,555,500 46,108,300 Total Expenses 55,600,200 58,753,400 0 0 58,753,400 3,153,200 5.7% 61,113,700 62,277,300 Revenues: Activity Revenue 678,400 678,400 0 0 678,400 0 0.0% 678,400 678,400 Internal Recoveries 4,482,800 4,877,900 0 0 4,877,900 395,100 8.8% 4,873,100 4,873,100 Grants 0 0 0 0 0 0 0.0% 0 0 Other Revenue 9,912,800 12,839,100 0 0 12,839,100 2,926,300 29.5% 12,493,800 11,241,700 Total Revenues 15,074,000 18,395,400 0 0 18,395,400 3,321,400 22.0% 18,045,300 16,793,200Tax Levy 40,526,200 40,358,000 0 0 40,358,000 (168,200) (0.4%) 43,068,400 45,484,100 Tax Levy By Activity

Corporate ExpensesDebt 2,753,000 2,477,800 0 0 2,477,800 (275,200) (10.0%) 2,699,400 2,513,100Capital Funding 23,819,400 25,995,800 0 0 25,995,800 2,176,400 9.1% 28,420,100 30,942,900Corporate Expenses 13,938,200 11,864,100 0 0 11,864,100 (2,074,100) (14.9%) 11,928,600 12,007,800WSIB Self Insurance 0 4,700 0 0 4,700 4,700 0.0% 4,700 4,700Town Grants 15,600 15,600 0 0 15,600 0 0.0% 15,600 15,600

Tax Levy 40,526,200 40,358,000 0 0 40,358,000 (168,200) (0.4%) 43,068,400 45,484,100 Overall Corporate Expenses has decreased by $168,200 or 0.4 %. The main drivers for this change are the following. • Personnel Services & Benefits have decreased to include corporate gapping of $850,000. • Purchased Services have increased $693,200 to include a one time expense related to old hospital prior to demolition. • Other Expenditures have a net increase of $1.4 million. This reflects the retirement of roads debt and the issuance of new debt for the town’s

contribution to the Oakville Hospital. • Minor Capital & Transfers to Reserves has increased by $1.68 million to reflect the increase in capital levy funding which is transferred to

directly to capital.


• Other Revenue has increased by $2.9 million reflecting the increased transfer from reserves to fund a full year hospital debt and a transfer from the Building Maintenance Reserve to fund infrastructure renewal costs included in the operating budget. In addition funding included offsetting one time hospital costs.


Corporate Revenue and Expenses

Appendix I

Schedule of Full Time Equivalent Complement

Page 339

Summary of Total 2016 FTEs by Program

ProgramFull-time Restated

Part-time Restated

Capital Impact


Reallocation of Staff Total

Political Governance 12.0 0.3 - - 0.5 12.8 Administrative Executive Management 10.0 - - - - 10.0 ServiceOakville 6.0 2.5 - 0.4 1.0 9.9 Strategy, Policy and Communications 9.0 0.8 - - - 9.8 Human Resources 14.0 2.2 - - - 16.2 Regulatory Services 15.5 1.3 - - (0.5) 16.3 Financial Services 56.0 2.0 - (1.0) - 57.0 Environmental Policy 5.0 1.4 - - - 6.4 Legal Services 6.6 1.8 - 0.3 1.0 9.7 Information Systems & Solutions 48.0 4.1 3.0 2.0 - 57.1 Facilities and Construction Management 20.0 1.0 - 1.0 - 22.0 Emergency Services 226.0 - - - - 226.0 Recreation Services 119.5 161.6 1.0 3.2 - 285.3 Culture 19.5 17.9 - - - 37.4 Parks & Open Spaces 80.4 74.2 1.4 2.9 0.3 159.2 Infrastructure Maintenance 97.6 34.6 - 3.3 (0.3) 135.2 Infrastructure Planning & Improvements 24.3 3.8 - - (0.5) 27.6 Parking 20.4 0.5 - - (1.0) 19.9 Oakville Transit 189.0 19.2 - 21.0 - 229.2 Economic Development 4.3 - - - - 4.3 Strategic Business Support 9.0 - - - - 9.0 Building Services 46.8 1.5 - - (1.0) 47.3 Planning Services 31.0 0.0 - - - 31.0 Development Engineering 26.2 1.1 - - 1.5 28.8 Other 3.0 - - - (1.0) 2.0

Total - Town 1,099.0 331.7 5.4 33.1 - 1,469.2

Galleries 7.0 4.0 - 0.2 - 11.2 Library Services 46.0 65.6 (2.5) 0.7 - 109.8 Forestry Temporary Arborists 3.0 3.0

Consolidated Total 1,152.0 401.4 2.9 34.0 - 1,590.2 Page 340

Schedule of Continuous Full-time Positions

Program2014

Restated2015

Restated 2016Capital Impact


Reallocation of Staff

2016 Preliminary

FTEPolitical Governance 12.0 12.0 12.0 - - 0.5 12.5 Administrative Executive Management 10.0 10.0 10.0 - - - 10.0 ServiceOakville 6.0 6.0 6.0 - - 1.0 7.0 Strategy, Policy and Communications 8.0 9.0 9.0 - - - 9.0 Human Resources 14.0 14.0 14.0 - - - 14.0 Regulatory Services 15.5 15.5 15.5 - - (0.5) 15.0 Financial Services 51.0 56.0 56.0 - - - 56.0 Environmental Policy 5.0 5.0 5.0 - - - 5.0 Legal Services 6.6 6.6 6.6 - 1.0 1.0 8.6 Information Systems & Solutions 47.0 48.0 48.0 3.0 2.0 - 53.0 Facilities and Construction Management 18.0 20.0 20.0 - 1.0 - 21.0 Emergency Services 226.0 226.0 226.0 - - - 226.0 Recreation Services 117.5 119.5 119.5 1.0 1.0 - 121.5 Culture 19.5 19.5 19.5 - - - 19.5 Parks & Open Spaces 80.4 80.4 80.4 2.0 1.0 0.3 83.7 Infrastructure Maintenance 97.6 97.6 97.6 - 2.0 (0.3) 99.3 Infrastructure Planning & Improvements 27.8 24.3 24.3 - - 24.3 Parking 20.1 20.4 20.4 - - (1.0) 19.4 Oakville Transit 187.0 189.0 189.0 - 21.0 - 210.0 Economic Development 4.3 4.3 4.3 - - - 4.3 Strategic Business Support 9.0 9.0 9.0 - - - 9.0 Building Services 46.7 46.8 46.8 - - (1.0) 45.8 Planning Services 32.0 31.0 31.0 - - - 31.0 Development Engineering 23.0 26.2 26.2 - - 1.0 27.2 Other 4.0 3.0 3.0 - - (1.0) 2.0

Total - Town 1,088.0 1,099.0 1,099.0 6.0 29.0 - 1,134.0

Galleries 7.0 7.0 7.0 - 7.0 Library Services 49.0 46.0 46.0 - - - 46.0 Forestry Temporary Arborists 3.0 3.0 3.0

Consolidated Total 1,144.0 1,152.0 1,152.0 6.0 29.0 - 1,187.0

Page 341

Schedule of Seasonal and Part-time Staff Stated as Full-time Equivalents

Program2014

Restated2015

Restated 2016Capital Impact


Reallocation of Staff

2016 Preliminary

FTEPolitical Governance 0.3 0.3 0.3 - 0.3 Administrative Executive Management - - - - ServiceOakville 2.3 2.5 2.5 0.4 2.9 Strategy, Policy and Communications 0.8 0.8 0.8 0.8 Human Resources 2.2 2.2 2.2 2.2 Regulatory Services 1.3 1.3 1.3 1.3 Financial Services 1.9 2.0 2.0 (1.0) 1.0 Environmental Policy 1.4 1.4 1.4 1.4 Legal Services 1.8 1.8 1.8 (0.7) 1.1 Information Systems & Solutions 4.1 4.1 4.1 4.1 Facilities and Construction Management - 1.0 1.0 1.0 Emergency Services - - - - Recreation Services 159.7 161.6 161.6 2.2 163.8 Culture 16.9 17.9 17.9 17.9 Parks & Open Spaces 76.2 74.2 74.5 (0.6) 1.6 75.5 Infrastructure Maintenance 33.4 34.6 34.6 1.3 35.9 Infrastructure Planning & Improvements 4.9 3.8 3.8 (0.5) 3.3 Parking 0.5 0.5 0.5 0.5 Oakville Transit 19.2 19.2 19.2 19.2 Economic Development - - - - Strategic Business Support - - - - Building Services 1.5 1.5 1.5 1.5 Planning Services - - - - Development Engineering - 1.1 1.1 0.5 1.6 Other - - - -

Total - Town 328.4 331.7 332.0 (0.6) 3.8 0.0 335.2

Galleries 3.9 4.0 4.0 0.2 4.2 Library Services 64.1 65.6 65.6 (2.5) 0.7 63.8

Consolidated Total 396.4 401.3 401.7 (3.1) 4.7 403.2

Page 342

Appendix II

Schedule of Reserves, Reserve Funds and Debt

Page 343

Town of Oakville2016 Projected Reserve, Reserve Fund Balances ($ Millions)

Reserve/Reserve Fund

Transfers to/(from)

Reserve from Operating

Capital Commitments1

Development Charges/ Revenues Total

Obligitory Reserve Funds:Development Charges 15.0 (5.0) (56.8) 27.5 (19.4) 2.1 (17.3) Parkland 33.0 - (12.5) 4.2 24.7 1.1 25.9 Gas Tax 12.6 (1.0) (12.2) 7.7 7.2 0.4 7.6 sub-total 60.6 (6.0) (81.4) 39.4 12.6 3.6 16.2

Discretionary Reserve Funds:Town Building Replacement 14.1 2.6 (3.9) - 12.8 0.5 13.3 Parking 3.2 0.7 (0.3) - 3.5 0.1 3.7 Harbours 1.1 0.0 (0.8) - 0.3 0.1 0.4 Street Trees 0.3 (0.0) - - 0.3 0.0 0.3 Employment Liability 15.8 0.6 - - 16.4 0.6 17.1 Bonus Zoning 2.0 - - - 2.0 0.1 2.1 Other 0.4 0.0 (0.1) - 0.4 0.0 0.4 sub-total 36.9 3.9 (5.1) - 35.7 1.4 37.1

Total Reserve Funds 97.5 (2.1) (86.6) 39.4 48.2 5.1 53.3 Town Reserves:Operational Reserves2 20.9 1.2 - - 22.1 - 22.1 Equipment Reserves 15.4 7.5 (8.0) 0.0 14.9 - 14.9 Capital Reserves 59.0 14.2 (29.1) - 44.0 0.0 44.1 Stabilization Reserves2 52.8 (0.6) - - 52.1 - 52.1 Total Reserves 148.1 22.2 (37.2) 0.0 133.2 0.0 133.2

Total Reserves, Reserve Funds 245.6 20.1 (123.7) 39.4 181.4 5.1 186.5 * Note: Schedule may not add due to rounding

2) The balance for Stabilization and Operational reserves includes preliminary estimated 2015 surplus.

Projected 2015 Ending

Balance

2016 Activity

Interest

Projected 2016 Ending

Balance

1) The Capital Commitments for Development Charges, Parkland and Gas Tax reflect 2016 budgeted transfers plus the balance of all outstanding commitments from prior years as project spending does not all incur by year end.

Page 344

Town of Oakville2016 Projected Outstanding Debt Principal ($ '000s)

2015 Outstanding

Debt

Prior Year Debt Approved Not

Issued Yet

2016 Proposed

Debt

2016 Debt Principal Payment

2016 Projected Outstanding

DebtTax Levy Supported Debt:

Municipal Buildings 405 - - 75 330

Roads 3,171 - 6,000 1,328 7,843

Transit 3,257 - - 529 2,728

Fire Protection (0) - - - (0)

Recreation Facilities 237 - - 127 109

Parks and Pier Rehab 1,208 - - 164 1,044

sub-total 8,278$ -$ 6,000$ 2,223$ 12,055$ Self Supported Debt:

Harbours 1,546 1,843 - 458 2,931

Development (Joshua's Creek, 16 Mile Creek) 23,086 - - 4,167 18,919

Pine Glen Soccer Club 7,751 - - 381 7,370

sub-total 32,383$ 1,843$ -$ 5,006$ 29,220$ Hospital Debt:

New Oakville Hospital1 90,000 - - 1,816 88,184

sub-total 90,000$ -$ -$ 1,816$ 88,184$ TOTAL 130,661$ 1,843$ 6,000$ 9,046$ 129,458$

1) Debt Principal Payment for the New Oakville Hospital reflects the contribution to the sinking fund.

Page 345

total operating expenditures - oakville, ontario - town hall/2016bob-consolida… · 2016 operating...

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