Chief Administrative Officer Selection Committee - 11 Dec 2023 - Agenda

Published December 11, 2023

Word Count 7613 words

Reading Time 36 min read

Body: Council Type: Agenda Meeting: Regular Date: December 11, 2023 Collection: Council Agendas Municipality: Frontenac County

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Chief Administrative Officer Selection Committee Monday, December 11, 2023 –10:00 a.m. Township of South Frontenac Council Chamber, 4432 George Street, Sydenham, ON https://youtube.com/live/h5wHVOM0WZo?feature=share

AGENDA Page 1.

Call to order

Election of Officers a) Election of Chair b)

Election of Vice-Chair

Adoption of the agenda a) That the agenda for the December 11, 2023 meeting of the Chief Administrative Officer Selection Committee be adopted.

Disclosure of pecuniary interest and general nature thereof

Adoption of Minutes

2-8

Items of Business a) Review of Candidate qualifications and key leadership attributes

9 - 31

Discussion on history and future challenges for the County

Preferred advertising strategies

Finalize desired hiring process, interview strategy and timelines

Next meeting date

Adjournment

Page 1 of 31

POSITION DESCRIPTION CHIEF ADMISTRATIVE OFFICER POSITION SUMMARY The Chief Administrative Officer (CAO) is the senior appointed official of the County responsible for the overall administration of municipal operations in accordance with the objectives, policies, and plans approved by the Council. The CAO is responsible for directing, controlling, and coordinating the activities of the various County departments. Working with a Senior Leadership Team, the CAO ensures that the policies and programs of the County are implemented and advises and informs Council of the operations and affairs of the County. The CAO performs all the duties and exercises the powers and functions assigned by all applicable enactments or as assigned by Council. The CAO will carry out the duties in alignment to the organization’s mission, vision and values, and work to further its priorities. SUPERVISION RECEIVED Works under the guidance of County Council. SUPERVISION EXERCISED The direct reports of the CAO include: • Director of Corporate Services/Treasurer • Director of Human Resources • Administrator of Fairmount Home • Chief Paramedic/Director, Emergency & Transportation Services • Director of Planning and Economic Development • Executive Assistant (joint reporting relationship with Director, Services/Treasurer) • Manager of Continuous Improvement

Corporate

CORE COMPETENCIES • •

Demonstrates the core Corporate competencies: Professionalism, Respect and Integrity; Client Service Orientation; Accountability, Commitment and Perseverance; Communication; Innovation/Process Improvement; and Teamwork Demonstrates the core Leadership competencies: Corporate Accountability; Leading People; and Personal Effectiveness

HR-02-07 Employee Job Descriptions Chief Administrative Officer – 2017 Nov

Review of Candidate qualifications and key leadership attributes

Page 1 of 6

Page 2 of 31

KEY RESPONSIBILITES AND ROLE EXPECTATIONS Operational Leadership • Coordinates and administers the delivery of services to the municipality’s residents and businesses in a manner that will ensure the sustainable utilization of human, financial and physical resources of the County and in accordance with Council’s direction • Performs the responsibilities of the position within the legislative and regulatory standards set out in the applicable Federal, Provincial and Municipal statutes • Performs the responsibilities of the position consistent with the Operational policies of the County • Provides innovative leadership to ensure all municipal services are focused on the recipient and delivered at optimum levels at the lowest possible cost. Ensures that operations are effectively managed and that there is ongoing compliance with legislation, regulations and standards • Recommends short and long range plans • Provides leadership to members of the Senior Leadership and Leadership Teams in the innovative implementation of the County’s strategic plan, including progressive economic development, fiscal management, continuous improvement, social responsibility and municipal infrastructure • Provides advice and guidance to Council, staff, and the public with respect to good governance practices and effective and efficient administration for the achievement of corporate goals and Council directives • Develops and maintains effective and co-operative relationships and liaises with the general public, senior representatives of other municipalities, agencies and employers, other levels of government, consultants, community groups, to obtain and provide relevant information, and promote a high standard of public relations that will assist Council and promote the interests of the municipality • Provides financial oversight on both annual budgeting and taxation policy; providing Council with a strategic financial blueprint that balances the corporate goals against the fiscal realities and taxpayer interest Staff Leadership • Inspires teams by promoting a compelling vision for the organization of trust, credibility, respect and openness committed to the goals, objectives and mission • Engages team input and facilitates their involvement in decision making and planning • Champions people management strategies and implements systems to ensure the creation of high performance teams • Inspires others to define new opportunities and continuously improve the organization • Encourages and values diversity in the organization’s talent base • Collaborates with Human Resources to attract, hire and retain top talent • Creates a high performance environment by setting clear, realistic goals and work plans and providing open and consistent feedback and coaching • Monitors and evaluates performance of directly reporting staff; holds staff accountable for goal achievement and results, promoting learning, and personal growth HR-02-07 Employee Job Descriptions Chief Administrative Officer – 2017 Nov

Review of Candidate qualifications and key leadership attributes

Page 2 of 6

Page 3 of 31

• • • •

Mentors directly reporting staff, and provides an engaging environment where team members are motivated to achieve goals Works to build an inclusive and productive continuous improvement environment that promotes collaboration, teamwork; setting performance standards and providing relevant feedback Recognizes and celebrates the successes of individuals and teams Implements effective strategies to increase resiliency and the resiliency of the team

Financial Management • Ensures that the County budget is effectively developed and implemented; works with Senior Leadership to identify and respond to potential variances • Operates in a fiscally responsible manner and identifies opportunities for cost savings Health & Safety • Protects own health and safety and the safety of others by adopting safe work practices, reporting unsafe conditions immediately, and attending all relevant inservices regarding occupational health and safety • Follows all guidelines for employees and employers as legislated under the Ontario Occupational Health and Safety Act. • Ensures directly reporting staff are trained in health and safety and where appropriate, wear the applicable Personal Protective Equipment (PPE) while in the workplace Other Duties • Completes other duties as assigned The foregoing description reflects the general responsibilities and expectations necessary to describe the principal functions of the job identified and shall not be construed to be all of the work requirements that may be inherent in this classification EDUCATION AND EXPERIENCE: • •

• • • • •

Degree in in public administration, management or a related field; Masters preferred Minimum of ten (10) years of successful experience in a CAO or senior management capacity in a municipal organization, demonstrating a working knowledge of relevant Acts and provincial regulations including three (3) years of experience in an administrative and managerial position within an organization with multiple service lines and wide ranging and diverse public responsibilities Equivalent combination or recent, relevant education and experience may be considered Experience in strategic planning and organizational development Experience working effectively with elected officials, community volunteers, boards and committees, and public participation processes Experience or significant exposure working in a two tier municipal environment with a strong knowledge of the upper and lower tier AMCTO designation; CMO designation preferred

HR-02-07 Employee Job Descriptions Chief Administrative Officer – 2017 Nov

Review of Candidate qualifications and key leadership attributes

Page 3 of 6

Page 4 of 31

KNOWLEDGE, SKILLS & ABILITIES: • • •

• • • • • • • • • • • • • • • •

Demonstrated knowledge of relevant Acts/Regulations/Statutes, local government functions/responsibilities, and thorough knowledge of Council/Committee processes and protocols Demonstrated understanding of municipal finance, municipal planning and development and related issues Demonstrated critical thinking skills by systematically obtaining and assessing relevant information, utilizing reflective reasoning and taking action in decision making, with a realistic understanding of the issues and the impact of decision on the department/County Demonstrated ability to initiate and lead change within the County, promoting and applying innovative methods and solutions to situations through a continuous process improvement mindset Demonstrated excellent communication skills, both written and verbal and ability to communicate complex information to a diverse audience base with ease and confidence in a professional, consistent and positive manner Demonstrated ability to think strategically and translate strategy into action Demonstrated leadership skills including effective mentoring, coaching, counselling and conflict management skills Demonstrated ability to provide an engaging work environment where staff are motivated to set and achieve or exceed challenging goals Demonstrated ability to promote education, development and learning with staff Demonstrated ability to create high performance teams with a focus on quality and service excellence Demonstrated professional work ethic and behaviours in interaction with internal and external contacts Demonstrated ability to adhere to confidentiality while exhibiting discretion and good judgement Demonstrated ability to be a team player who is able to establish and maintain effective working relationships with employees, clients/resident/patients and the public Demonstrated respect for individual differences and competencies Demonstrated commitment to client-centered service/care Demonstrated strong organizational skills and the capacity to multi-task in a fastpaced environment, responding with flexibility to changing priorities Demonstrated ability to manage projects and timelines Ability to express ideas clearly and concisely with ease and confidence in a professional, consistent and positive manner Demonstrated ability to prepare and present detailed and sensitive information to staff, leadership and Council members Demonstrated personal effectiveness in navigating organizational politics, building resiliency, encouraging work life balance and being aware of own strengths and limitations

HR-02-07 Employee Job Descriptions Chief Administrative Officer – 2017 Nov

Review of Candidate qualifications and key leadership attributes

Page 4 of 6

Page 5 of 31

• • • • • • •

Demonstrated knowledge of all legislation and regulations pertinent to the role as well as an understanding of policies and legislation affecting municipal government, that impact functioning in the role Advanced computer proficiency using Microsoft Office Suite of products including Word, Excel, PowerPoint, Outlook; ability to use other software applications Demonstrated understanding and commitment to health and safety policies, procedures and applicable legislation Demonstrated ability to attend work on a regular basis Must hold a valid Class “G” driver’s license Satisfactory Criminal Reference Check, valid within the last six months Demonstrated ability to meet the physical demands of the position

HR-02-07 Employee Job Descriptions Chief Administrative Officer – 2017 Nov

Review of Candidate qualifications and key leadership attributes

Page 5 of 6

Page 6 of 31

WORKING CONDITIONS: • • • • • •

Potential exposure to conflict Varied hours of work to meet the operational demands of the position Periods of time sitting in meetings, viewing a computer monitor and keyboarding Intermediate level of concentration is required to analyze and interpret data and information and prepare reports Multi-tasking environment and necessity to meet deadlines on a regular basis Frequent travel

COMPENSATION: • •

Probationary period of six (6) months Remuneration at the Band A non-union grid level

Manager Signature: Date:

HR-02-07 Employee Job Descriptions Chief Administrative Officer – 2017 Nov

Review of Candidate qualifications and key leadership attributes

Page 6 of 6

Page 7 of 31

County of Frontenac Organizational Chart Chief Administrative Officer Direct Reports – Director of Human Resources, Director of Corporate Services/Treasurer, Director of Planning and Economic Development, Administrator of Fairmount Home, Chief of Paramedics/Director of Emergency and Transportation Services, Executive Assistant, and Manager of Continuous Improvement. Directors Director of Human Resources 2 Human Resources Generalists and the Occupational Health Nurse Director of Corporate Services/Treasurer Manager of Information Services with reports Business Analyst [with reports of 3 Service Desk Analysts] and Network Administrator Manager of Legislative Services with reports Administrative Clerk and Communications Officer Deputy Treasurer with reports 2 Accounts Payable/Accounts Receivable, and 2 Payroll & Benefits Clerk Senior Financial Analyst Director of Planning and Economic Development Manager of Community Planning with reports of 2 Community Planners Manager of Economic Development with report of a Community Development Officer Administrator of Fairmount Home – see separate Org Chart Chief of Paramedics/Director Emergency and Transportation Services Paramedic – see separate Org Chart

Review of Candidate qualifications and key leadership attributes

Page 8 of 31

Frontenac County Strategic Plan (2023 – 2026)

Introduction Over the current term of council, the Strategic Plan (the plan) will inform and guide the decision-making efforts of County Council necessary to achieve the strategic priorities laid out in the plan. With a population of 29,295 residents plus seasonal visitors, Frontenac County is comprised of four townships and covers approximately 4,000-square-kilometres of rural land nestled around a city of more than 132,000 residents. While the County operates within a larger provincial, national and international context, much of the County remains embedded within the City of Kingston’s economy which provides an array of employment opportunities and access to additional healthcare, social service and educational supports and services. The development of the strategic priorities and objectives were informed by the results of a comprehensive engagement process with input received from township and county councils, local residents, youth and young professionals. The recommendations further considered the county’s composition, demographics, geography and local context for relevancy and suitability.

Executive Summary: Frontenac County Strategic Plan (2023 – 2026) The Guiding Vision for Frontenac County To be a thriving and sustainable County that balances economic growth, environmental preservation, and individual lifestyles, ensuring a vibrant and inclusive community for current and future generations in Frontenac.

The County of Frontenac Mission (Statement of Purpose) Our mission is committed to proactively promote and support managed growth in Frontenac County, leveraging its economic potential, while preserving the County’s distinct natural environment and respecting the diverse lifestyle choices of our residents.

Discussion on history and future challenges for the County

Page 9 of 31

Strategic Priorities (2023 – 2026)

Develop a Regional Approach to Overcome Infrastructure Issues and Maximize Infrastructure Development Opportunities • • •

Support member municipalities in their efforts to maintain and improve roads and bridges. Develop strategies to improve regional transportation connectivity and accessibility. Enhance collaboration with the Township of Frontenac Islands and the Province of Ontario on ferry services.

Contribute to the Progress of Sustainable Economic Growth and Prosperity Throughout the County • • • • • •

Work with Townships to improve and sustain the villages and hamlets across the region. Develop regional tools and policies to support long-term protection of lakes, rivers, and other important environmental features in Frontenac. Support different forms of housing such as small apartments, affordable houses, and seniors housing. Provide business support and resources to existing and prospective businesses. Attract new investments and businesses to Frontenac County. Support workforce development initiatives to create job opportunities and retain talent.

Strengthen Quality of Life through Enhanced Service Delivery •

•

Focus on Frontenac Paramedics o Improve response times and coverage throughout Frontenac County. o Increase the number of paramedics to meet the growing demand for services. o Provide additional facilities for Frontenac Paramedics that will effectively meet steadily growing demand for services and accommodate more paramedic training. Focus on Fairmount Home o Improve the quality of care and services provided to residents. o Expand the capacity to accommodate more residents. o Enhancing staff training and development opportunities. Focus on Social Services and Housing o Ensure equal and fair access to social services, childcare, and social housing for County residents. o Advocate for additional funding and resources from provincial and federal governments for social services and affordable housing.

Discussion on history and future challenges for the County

Page 10 of 31

o Invest additional resources in the availability of affordable housing and related services.

Maximize Administrative Leadership within the County Administration • • •

Ensure efficient and responsible financial management of County resources. Ensure transparency and accountability of the governance of the County of Frontenac (Council and its Committees). Ensure community engagement remains a continued priority and to develop dynamic solutions to improve citizen awareness/involvement in County of Frontenac activities and to promote collaboration with member municipalities.

Explore Supplementary Initiatives to Address Emerging Needs Stemming from the county-wide consultation process, a recurring theme emerged with a focus on having Frontenac County consider environmental stewardship and sustainability in its policy development and recommendations. • • •

Collaborate with regional, provincial, and federal agencies, as well as community organizations and Indigenous communities, to leverage expertise, resources, and funding for environmental initiatives. Establish a baseline inventory of County administration’s carbon emissions to track progress and identify areas for targeted reduction efforts. Engage residents, businesses, educational institutions, and community organizations in collaborative efforts to address environmental challenges and promote sustainable practices.

Extensive consultation attracted online input from 703 residents (including 109 seasonal residents and 76 youth and young professionals). Local consultations were conducted with each of the four townships and county councils in public session. Individual meetings were held with nine senior staff members from the four townships and County administration. For the services which Frontenac County and the City of Kingston collaborate on and financially support together, they were discussed with two senior members of the city’s senior leadership team.

Overview of Strategy Development Process: Project initiation commenced in January 2023, followed by an in-depth review of relevant background documents, reports and studies, necessary to increase the understanding and situational context of the contracted Project Team.

Discussion on history and future challenges for the County

Page 11 of 31

Throughout February and March, each Township and County Council received a project briefing and participated in a discussion, facilitated and led by the Project Team, during each council’s scheduled monthly session. During each discussion, council members were asked to comment on a series of questions designed to garner insights capable of helping guide the actions of County council forward over this term of council and how those strategies could provide reciprocal value back to the townships. Throughout April and early May, a comprehensive online survey was promoted to residents of each township, where the thoughts, opinions and ideas were captured from 703 residents, including 109 who identified as seasonal residents (compared to the 210 and 71 collected respectfully in 2019). A special outreach strategy was deployed to ensure the voice of youth and young professionals was also captured, which resulted in 109 individuals under the age of 35 having participated. Of the responses captured by those currently residing in Frontenac County, North Frontenac represented 16%, Central Frontenac 14%, South Frontenac 21% and Frontenac Islands 49%. Additionally, two open houses were offered to residents (one in each South Frontenac and North Frontenac) and nine individual meetings were held with senior staff members from the county, townships including one meeting the City of Kingston (regarding services that are jointly supported by both Frontenac County and the City of Kingston). All input was compiled and presented, including the draft strategic plan to the County’s senior leadership team on May 29 and County Council on June 21. A revised draft was presented to County Council on July 17, 2023 for approval.

Discussion on history and future challenges for the County

Page 12 of 31

1. Develop a Regional Approach to Overcome Infrastructure Issues and Maximize Infrastructure Development Opportunities This priority leverages the county’s regional reach to further strengthen its support role with each individual township to meet their infrastructure needs. While a number of infrastructure-related needs were identified for improvement throughout the consultation and engagement process, the prevailing focus for this term of this council in this strategic priority is tied to transportation. Objectives in support of this strategy: • • •

Enhance collaboration with the Township of Frontenac Islands and the Province of Ontario on ferry services. Support member municipalities in their efforts to maintain and improve roads and bridges. Develop strategies to improve regional transportation connectivity and accessibility.

Direction for Development of Operational Plans: •

•

In supporting ferry service to the islands, it is understood that the ferry asset is owned by Ontario’s Ministry of Transportation, is governed by Transport Canada and its daily operations and collection of fees are handled by Frontenac County. The County can continue supporting the Township of Frontenac Islands to ensure they have a platform by which their priorities and funding requests are openly conveyed to the appropriate provincial and federal government agencies. To ensure that county-wide roads and bridges maintain their current level of service, the County should explore opportunities for partnership with the townships to unlock provincial and federal infrastructure funding. The County will ensure that residents are empowered to share their thoughts, opinions and ideas to better regional transportation connectivity and accessibility. The County will also strengthen coordination and communication between transportation service providers and local governments.

Discussion on history and future challenges for the County

Page 13 of 31

2. Contribute to the Progress of Sustainable Economic Growth and Prosperity Throughout the County As the second pillar for establishing a strong foundation by which to guide the county’s priorities during this term of council, this strategic priority focuses on strengthening collaboration between regional and sub-regional levels of government to ensure economic prosperity through collaborative efforts focused on business retention, expansion and attraction, while ensuring businesses have access to workforce development tools and initiatives to create job opportunities and retain talent. Progressing sustainable economic growth and developing relevant regional tools and policies in partnership with townships will help improve and sustain the villages and hamlets across the region. The County, in collaboration with townships, must develop new policies that increase the number and variety of housing stock to meet the needs of residents through their various stages of life. Objectives in support of this strategy: • • • • • •

Direction for Development of Operational Plans: •

Ensure that the community is consulted and that townships are included in all phases of planning. • Develop policies that mitigate development impacts on the county’s many environmental assets and features. • Develop policies that increase the number and variety of housing stock to meet the needs of residents through their various stages of life. • Encourage the exploration of new technologies tied to communal services that can encourage residential development in strategic areas throughout the county. • Identify efficiencies in partnership with townships to more effectively deliver and streamline the delivery of economic development services and supports necessary to retain, expand and attract business investment in the county.

Discussion on history and future challenges for the County

Page 14 of 31

3. Strengthen Quality of Life through Enhanced Service Delivery This priority focuses on strengthening the quality of life through enhanced service delivery of Frontenac Paramedics, Fairmount Home and social services and housing throughout the county. Beyond contributing to regional economic prosperity, the county has a responsibility to its residents by ensuring the efficient and effective delivery of is paramedic services, that capacity and quality of care is available to its aging residents, and that residents have equal and fair access to social services, childcare and social housing. Objectives in support of this strategy: •

•

Focus on Frontenac Paramedics o Improve response times and coverage throughout Frontenac County. o Increase the number of paramedics to meet the growing demand for services. o Provide additional facilities for Frontenac Paramedics that will effectively meet steadily growing demand for services and accommodate more paramedic training. Focus on Fairmount Home o Improve the quality of care and services provided to residents. o Expand the capacity to accommodate more residents. o Enhance staff training and development opportunities. Focus on Social Services and Housing o Ensure equal and fair access to social services, childcare, and social housing for County residents. o Advocate for additional funding and resources from provincial and federal governments for social services and affordable housing. o Invest additional resources in the availability of affordable housing and related services.

Direction for Development of Operational Plans: •

•

Ensure that the community and the townships are consulted to better understand, define and quantify the demand for county-wide paramedic services, retirement housing, social services and social housing. Establish open, transparent and frequent communication with the City of Kingston to ensure the efficient and effective delivery of Frontenac Paramedics, Fairmount Home, and social services and housing to county residents in a manner that ensures their long-term viability and sustainability. Support the integration of proven technologies capable of minimizing paramedic response times to medical emergencies.

Discussion on history and future challenges for the County

Page 15 of 31

•

Encourage the development of affordable and social housing in areas that are best served with supporting infrastructure and amenities in proximity (such as public transit, grocery stores, elementary schools, childcare, health clinics and social services). Identify best return on investment scenario to guide decision-making on increasing capacity of the Fairmount Home.

Maximize Administrative Leadership within the County Administration Throughout this term of Council, the County, supported by its Corporate Services’ division will continue to take a leadership role in providing the administrative support necessary to champion the strategic priorities and objectives laid out in this 2023-2026 Strategic Plan. County Administration will continue to be the catalyst that brings together the Townships to discuss, debate and develop mutually beneficial solutions that will help guide the County and its townships forward in an ethical and sustainable manner. Objectives in support of this strategy: • • •

Direction for Development of Operational Plans: • •

•

To justify the short- and long-term financial implications tied to investments in major economic and/or infrastructure-related projects. Incorporate best practices to enhance community outreach and awareness, while providing accessible platforms that empower and allow residents to voice their thoughts, opinions and ideas. Maintain open, transparent and frequent communication with the City of Kingston to ensure the efficient and effective delivery of Frontenac Paramedics, Fairmount Home and social services and housing for county residents.

Discussion on history and future challenges for the County

Page 16 of 31

Discussion on history and future challenges for the County

County of Frontenac All Departments Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Taxation from Other Governments User Charges Payments in Lieu of Taxes Federal and Provincial

53,000

61,000

8,000

(15.09%)

61,860

62,729

63,606

64,492

3,665,215

3,981,235

316,020

(8.62%)

4,072,918

4,164,813

4,259,641

4,345,966

42,297

42,839

542

(1.28%)

43,267

43,700

44,137

44,578

22,176,688

24,206,164

2,029,476

(9.15%)

23,828,570

24,619,006

25,101,203

25,571,637

Provincial Offences Net Revenue

81,298

68,372

(12,926)

15.90%

68,372

Investment Income

160,000

600,000

440,000

(275.00%)

480,000

440,000

400,000

360,000

Other

981,620

1,064,190

82,570

(8.41%)

1,104,477

1,127,407

1,155,796

1,169,680

Transfers from Obligatory Reserve

902,851

892,851

(10,000)

1.11%

892,851

Transfers from Reserve

570,929

627,477

56,548

(9.90%)

781,132

797,245

580,074

Total Operating Revenue

28,633,898

31,544,128

2,910,230

(10.16%)

31,333,447

32,216,123

32,565,680

33,097,650

47,281,673

Operating Expense Salaries & Benefits

38,525,966

41,094,136

2,568,170

6.67%

43,318,389

45,513,279

46,859,035

Materials

5,217,203

5,348,221

131,018

2.51%

4,102,007

4,146,746

4,180,266

4,218,752

Contracted Services

8,471,810

9,202,286

730,476

8.62%

9,297,080

9,425,162

9,725,864

9,995,316 221,879

Rents & Financing

221,675

218,395

(3,280)

(1.48%)

221,667

221,736

221,807

External Transfers

249,299

151,861

(97,438)

(39.08%)

151,861

Depreciation

1,942,002

2,056,311

114,309

5.89%

2,056,311

Reserve Transfers

2,995,459

3,484,970

489,511

16.34%

3,526,231

3,657,826

3,762,171

3,776,808

#DIV/0!

120,091

6.82%

62,793,637

65,293,012

67,077,406

67,822,691 34,725,041

Four Hours of Care Unapproved Projects

#DIV/0!

Page 17 of 31

Total Operating Expense

57,623,414

61,556,180

3,932,766

Net Municipal Contribution

28,989,516

30,012,052

1,022,536

3.53%

31,460,190

33,076,889

34,511,726

LESS: Depreciation

(1,942,002)

(2,056,311)

(114,309)

(5.89%)

(2,056,311)

Net Municipal Contribution LESS Depreciation

27,047,514

27,955,741

908,227

3.36%

29,403,879

31,020,578

32,455,415

32,668,730

City of Kingston

(14,723,294)

(15,409,626)

(686,332)

4.66%

(16,262,467)

(17,299,262)

(17,910,183)

(18,119,005)

County Contribution - Operating

12,324,220

12,546,115

221,895

1.80%

13,141,412

13,721,316

14,545,232

14,549,725

Discussion on history and future challenges for the County

County of Frontenac All Departments Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Capital Revenue

7,892,704

2,433,236

(5,459,468)

69.17%

2,039,125

3,876,859

1,978,558

1,950,597

Capital Expense

10,474,880

2,433,236

(8,041,644)

(76.77%)

2,330,125

3,892,848

1,994,558

2,233,597

Net Capital Expense

2,582,176

(2,582,176)

(100.00%)

291,000

15,989

16,000

283,000

City of Kingston - Capital

(2,582,176)

2,582,176

(100.00%)

County Contribution - Capital County Contribution - Debenture Total Requisition

(218,625)

#DIV/0!

291,000

(202,636)

16,000

283,000

131,989

282,241

150,252

113.84%

282,241

282,239

282,241

12,456,209

12,828,356

372,147

2.99%

13,714,653

13,800,919

14,843,473

15,114,966

Page 18 of 31

Discussion on history and future challenges for the County

County of Frontenac General Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Taxation from Other Governments

53,000

61,000

User Charges

53,664

Payments in Lieu of Taxes

42,297

42,839

8,000 542

(15.09%) (1.28%)

61,860

62,729

63,606

53,664

64,492 53,664

43,267

43,700

44,137

44,578

Provincial Offences Net Revenue

81,298

68,372

(12,926)

15.90%

68,372

Investment Income

160,000

600,000

440,000

(275.00%)

480,000

440,000

400,000

360,000

Total Operating Revenue

390,259

825,875

435,616

(111.62%)

707,163

668,465

629,779

591,106

Contracted Services

1,501

Rents & Financing

250

(249)

(99.60%)

Reserve Transfers

759,508

1,089,597

330,089

43.46%

1,013,614

1,023,778

1,034,349

1,045,343

Total Operating Expense

761,259

1,091,099

329,840

43.33%

1,015,116

1,025,280

1,035,851

1,046,845

Net Municipal Contribution

371,000

265,224

(105,776)

(28.51%)

307,953

356,815

406,072

455,739

307,953

356,815

406,072

455,739

307,953

356,815

406,072

455,739

307,953

356,815

406,072

455,739

Operating Expense

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 371,000

265,224

(105,776)

City of Kingston County Contribution - Operating

(28.51%) #DIV/0!

371,000

265,224

(105,776)

(28.51%)

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

Page 19 of 31

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

371,000

265,224

(105,776)

(28.51%)

Discussion on history and future challenges for the County

County of Frontenac Governance Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Transfers from Reserve

22,500

10,000

(12,500)

55.56%

25,000

Total Operating Revenue

22,500

10,000

(12,500)

55.56%

25,000

198,090

Operating Expense Salaries & Benefits

180,330

184,160

3,830

2.12%

187,540

190,988

194,503

Materials

63,998

61,880

(2,118)

(3.31%)

61,964

62,751

61,838

61,927

Contracted Services

67,402

92,106

24,704

36.65%

58,405

62,368

91,357

92,374

Reserve Transfers

15,000

25,000

10,000

66.67%

25,000

Unapproved Projects

#DIV/0!

Total Operating Expense

326,730

363,146

36,416

11.15%

332,909

341,107

372,698

377,391

Net Municipal Contribution

304,230

353,146

48,916

16.08%

332,909

341,107

347,698

352,391

332,909

341,107

347,698

352,391

332,909

341,107

347,698

352,391

332,909

341,107

347,698

352,391

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 304,230

353,146

48,916

City of Kingston County Contribution - Operating

16.08% #DIV/0!

304,230

353,146

48,916

16.08%

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

Page 20 of 31

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

304,230

353,146

48,916

16.08%

Discussion on history and future challenges for the County

County of Frontenac Corporate Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue User Charges

132,689

#DIV/0!

132,689

605,561

618,693

13,132

(2.17%)

648,165

659,969

676,915

679,197

Transfers from Reserve

5,000

20,000

15,000

(300.00%)

5,000

11,000

5,000

Total Operating Revenue

610,561

771,382

160,821

(26.34%)

785,854

803,658

814,604

816,886

Other

Operating Expense Salaries & Benefits

1,670,900

1,726,095

55,195

3.30%

1,804,221

1,874,149

1,942,182

1,910,012

Materials

215,235

232,061

16,826

7.82%

201,594

209,248

206,844

208,423

Contracted Services

945,863

943,097

(2,766)

(0.29%)

940,361

946,715

956,613

968,316

Rents & Financing

7,000

720

(6,280)

(89.71%)

720

Depreciation

416,484

510,484

94,000

22.57%

510,484

Reserve Transfers

17,500

4.80%

3,474,880

3,558,816

3,634,343

3,615,455 2,798,569

Unapproved Projects

#DIV/0!

Total Operating Expense

3,272,982

3,429,957

Net Municipal Contribution

2,662,421

2,658,575

(3,846)

(0.14%)

2,689,026

2,755,158

2,819,739

LESS: Depreciation

(416,484)

(510,484)

(94,000)

(22.57%)

(510,484)

Net Municipal Contribution LESS Depreciation

2,245,937

2,148,091

(97,846)

(4.36%)

2,178,542

2,244,674

2,309,255

2,288,085

County Contribution - Operating

2,245,937

2,148,091

(97,846)

2,178,542

2,244,674

2,309,255

2,288,085

Capital Revenue

4,825,730

6,500

(4,819,230)

99.87%

Capital Expense

4,825,730

6,500

(4,819,230)

(99.87%)

156,975

City of Kingston

#DIV/0!

Page 21 of 31

Net Capital Expense

(4.36%)

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture Total Requisition

90,476

240,728

150,252

166.07%

240,728

240,727

240,728

2,336,413

2,388,819

52,406

2.24%

2,419,270

2,485,401

2,549,983

2,528,813

Discussion on history and future challenges for the County

County of Frontenac Ferry Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue 283,080

282,606

(474)

0.17%

293,656

303,064

313,508

Federal and Provincial

User Charges

1,097,059

1,130,547

33,488

(3.05%)

1,157,554

1,186,493

1,216,155

1,246,559

Total Operating Revenue

1,380,139

1,413,153

33,014

(2.39%)

1,451,210

1,489,557

1,529,663

1,560,067

1,516,316

Operating Expense 1,246,433

1,294,811

48,378

3.88%

1,461,056

1,508,163

1,560,371

Materials

Salaries & Benefits

48,152

53,467

5,315

11.04%

48,785

Contracted Services

85,554

64,875

(20,679)

(24.17%)

68,379

70,651

72,890

75,305

Depreciation

4,770

1,582,990

1,632,369

1,686,816

1,645,176 85,109

Unapproved Projects Total Operating Expense

#DIV/0! 1,384,909

1,417,923

33,014

2.38%

Net Municipal Contribution

4,770

131,780

142,812

157,153

LESS: Depreciation

(4,770)

127,010

138,042

152,383

80,339

127,010

138,042

152,383

80,339

127,010

138,042

152,383

80,339

Net Municipal Contribution LESS Depreciation

#DIV/0!

City of Kingston

#DIV/0!

County Contribution - Operating

#DIV/0!

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

Page 22 of 31

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

#DIV/0!

Discussion on history and future challenges for the County

County of Frontenac Social Housing Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Transfers from Reserve

#DIV/0!

Total Operating Revenue

#DIV/0!

Operating Expense Contracted Services

818,041

793,668

(24,373)

Reserve Transfers Unapproved Projects 818,041

793,668

(24,373)

Net Municipal Contribution

818,041

793,668

(24,373)

LESS: Depreciation

Page 23 of 31

842,003

867,263

893,281

(2.98%)

817,478

842,003

867,263

893,281

(2.98%)

817,478

842,003

867,263

893,281

817,478

842,003

867,263

893,281

817,478

842,003

867,263

893,281

817,478

842,003

867,263

893,281

#DIV/0! 818,041

793,668

(24,373)

City of Kingston County Contribution - Operating

817,478

#DIV/0!

Total Operating Expense

Net Municipal Contribution LESS Depreciation

(2.98%) #DIV/0!

818,041

793,668

(24,373)

(2.98%)

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

818,041

793,668

(24,373)

(2.98%)

Discussion on history and future challenges for the County

County of Frontenac Fairmount - County Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue User Charges

3,322,971

3,506,776

183,805

(5.53%)

3,587,409

3,669,896

3,754,280

3,840,605

Federal and Provincial

8,873,306

9,810,670

937,364

(10.56%)

9,972,164

10,031,228

10,093,690

10,156,777 123,813

Other

105,367

118,567

13,200

(12.53%)

119,883

121,225

122,591

Transfers from Reserve

288,471

276,471

(12,000)

4.16%

276,471

288,471

25,000

Total Operating Revenue

12,590,115

13,712,484

1,122,369

(8.91%)

13,955,927

14,110,820

13,995,561

14,146,195

16,638,875

Operating Expense Salaries & Benefits

14,247,375

15,281,588

1,034,213

7.26%

15,800,653

16,275,467

16,801,879

Materials

1,319,662

1,458,599

138,937

10.53%

1,417,097

1,435,801

1,454,446

1,473,436

Contracted Services

1,452,803

1,587,102

134,299

9.24%

1,602,718

1,643,529

1,683,921

1,784,654

3,334

3,401

2.01%

3,469

3,538

3,609

3,681

Depreciation

Rents & Financing

615,436

627,745

12,309

2.00%

627,745

Reserve Transfers

834,681

#DIV/0!

120,091

7.14%

20,406,454

20,940,852

21,526,372

21,483,163 7,336,968

Four Hours of Care Unapproved Projects

#DIV/0!

Total Operating Expense

18,473,291

19,793,116

1,319,825

Net Municipal Contribution

5,883,176

6,080,632

197,456

3.36%

6,450,527

6,830,032

7,530,811

LESS: Depreciation

(615,436)

(627,745)

(12,309)

(2.00%)

(627,745)

Net Municipal Contribution LESS Depreciation

5,267,740

5,452,887

185,147

3.51%

5,822,782

6,202,287

6,903,066

6,709,223

City of Kingston

(3,753,063)

(3,876,963)

(123,900)

3.30%

(4,147,155)

(4,405,218)

(4,710,748)

(4,578,934)

County Contribution - Operating

1,514,677

1,575,924

61,247

4.04%

1,675,627

1,797,069

2,192,318

2,130,289

Page 24 of 31

Capital Revenue

353,084

641,304

288,220

(81.63%)

521,620

423,875

426,628

398,667

Capital Expense

353,084

641,304

288,220

81.63%

521,620

423,875

426,628

398,667

1,675,627

1,797,069

2,192,318

2,130,289

Net Capital Expense

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

1,514,677

1,575,924

61,247

4.04%

Discussion on history and future challenges for the County

County of Frontenac Social Services Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue

#DIV/0!

Operating Expense Contracted Services

1,161,556

1,243,565

82,009

7.06%

1,280,873

1,319,273

1,358,824

1,399,562

Total Operating Expense

1,161,556

1,243,565

82,009

7.06%

1,280,873

1,319,273

1,358,824

1,399,562

Net Municipal Contribution

1,161,556

1,243,565

82,009

7.06%

1,280,873

1,319,273

1,358,824

1,399,562

1,280,873

1,319,273

1,358,824

1,399,562

1,280,873

1,319,273

1,358,824

1,399,562

1,280,873

1,319,273

1,358,824

1,399,562

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 1,161,556

1,243,565

82,009

City of Kingston County Contribution - Operating

7.06% #DIV/0!

1,161,556

1,243,565

82,009

7.06%

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

1,161,556

1,243,565

82,009

7.06%

Page 25 of 31

Discussion on history and future challenges for the County

County of Frontenac Frontenac Paramedics Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

14,168,301

Operating Revenue User Charges

#DIV/0!

Federal and Provincial

12,206,323

13,264,947

1,058,624

(8.67%)

12,698,852

13,401,285

13,791,358

Transfers from Reserve

121,520

164,356

42,836

(35.25%)

299,761

420,074

Total Operating Revenue

12,327,843

13,429,303

1,101,460

(8.93%)

12,998,613

13,821,359

14,211,432

14,588,375

Salaries & Benefits

20,282,858

21,662,296

1,379,438

6.80%

23,064,932

24,628,109

25,283,291

25,976,302

Materials

2,617,556

2,591,387

(26,169)

(1.00%)

1,422,989

1,442,783

1,460,975

1,478,803

Contracted Services

1,843,130

2,188,742

345,612

18.75%

2,157,173

2,234,444

2,305,368

2,357,405

Rents & Financing

211,091

214,273

3,182

1.51%

217,477

Depreciation

905,312

913,312

8,000

0.88%

913,312

1,183,690

1,294,771

111,081

9.38%

1,406,330

1,522,042

1,642,062

1,645,705

Total Operating Expense

27,043,637

28,864,781

1,821,144

6.73%

29,182,213

30,958,167

31,822,485

32,589,004

Net Municipal Contribution

14,715,794

15,435,478

719,684

4.89%

16,183,600

17,136,808

17,611,053

18,000,629

(905,312)

(913,312)

(8,000)

(0.88%)

(913,312)

Net Municipal Contribution LESS Depreciation

13,810,482

14,522,166

711,684

5.15%

15,270,288

16,223,496

16,697,741

17,087,317

City of Kingston

Operating Expense

Reserve Transfers Unapproved Projects

LESS: Depreciation

#DIV/0!

Page 26 of 31

(10,970,231)

(11,532,663)

(562,432)

5.13%

(12,115,312)

(12,894,044)

(13,199,435)

(13,540,071)

County Contribution - Operating

2,840,251

2,989,503

149,252

5.25%

3,154,976

3,329,452

3,498,306

3,547,246

Capital Revenue

1,766,890

1,057,432

(709,458)

40.15%

867,505

3,452,984

1,551,930

Capital Expense

4,349,066

1,057,432

(3,291,634)

(75.69%)

1,158,505

3,468,973

1,567,930

1,834,930

Net Capital Expense

2,582,176

(2,582,176)

(100.00%)

291,000

15,989

16,000

283,000

City of Kingston - Capital

(2,582,176)

2,582,176

(100.00%)

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

2,840,251

2,989,503

149,252

5.25%

(218,625) 291,000

(202,636)

16,000

283,000

3,445,976

3,126,816

3,514,306

3,830,246

Discussion on history and future challenges for the County

County of Frontenac Health Unit Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue

#DIV/0!

Operating Expense Contracted Services

834,078

854,930

20,852

2.50%

876,303

898,211

920,666

920,891

Total Operating Expense

834,078

854,930

20,852

2.50%

876,303

898,211

920,666

920,891

Net Municipal Contribution

834,078

854,930

20,852

2.50%

876,303

898,211

920,666

920,891

876,303

898,211

920,666

920,891

876,303

898,211

920,666

920,891

876,303

898,211

920,666

920,891

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 834,078

854,930

20,852

City of Kingston County Contribution - Operating

2.50% #DIV/0!

834,078

854,930

20,852

2.50%

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

834,078

854,930

20,852

2.50%

Page 27 of 31

Discussion on history and future challenges for the County

County of Frontenac Library Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Transfers from Reserve

33,150

#DIV/0!

153,400

31,200

58,500

Total Operating Revenue

33,150

#DIV/0!

153,400

31,200

58,500

1,158,687

Operating Expense Contracted Services

946,275

1,010,652

64,377

6.80%

1,160,227

1,068,232

1,126,643

Reserve Transfers

34,000

38,000

4,000

11.76%

42,000

46,000

50,000

Total Operating Expense

980,275

1,048,652

68,377

6.98%

1,202,227

1,114,232

1,176,643

1,208,687

Net Municipal Contribution

980,275

1,015,502

35,227

3.59%

1,048,827

1,083,032

1,118,143

1,150,187

1,048,827

1,083,032

1,118,143

1,150,187

1,048,827

1,083,032

1,118,143

1,150,187

1,048,827

1,083,032

1,118,143

1,150,187

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 980,275

1,015,502

35,227

City of Kingston County Contribution - Operating

3.59% #DIV/0!

980,275

1,015,502

35,227

3.59%

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Page 28 of 31

Total Requisition

980,275

1,015,502

35,227

3.59%

Discussion on history and future challenges for the County

County of Frontenac Planning & Development Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue User Charges

5,500

Federal and Provincial

5,500

#DIV/0!

Other

270,392

326,630

56,238

(20.80%)

336,129

345,913

355,990

366,370

Transfers from Obligatory Reserve

20,000

10,000

(10,000)

50.00%

10,000

Transfers from Reserve

36,000

103,500

67,500

(187.50%)

46,500

Total Operating Revenue

331,892

445,630

113,738

(34.27%)

398,129

407,913

417,990

428,370

Salaries & Benefits

881,080

927,930

46,850

5.32%

981,749

1,018,090

1,058,317

1,023,710

Materials

54,127

55,722

1,595

2.95%

52,246

Contracted Services

308,185

395,845

87,660

28.44%

326,878

331,103

333,303

335,403

Reserve Transfers

129,080

131,421

2,341

1.81%

133,106

134,825

136,579

10.09%

1,493,979

1,536,264

1,580,445

1,547,938

2.37%

1,095,850

1,128,351

1,162,455

1,119,568

1,095,850

1,128,351

1,162,455

1,119,568

1,095,850

1,128,351

1,162,455

1,119,568

41,513

41,512

41,513

1,137,363

1,169,863

1,203,968

1,161,081

Operating Expense

Unapproved Projects

#DIV/0!

Total Operating Expense

1,372,472

1,510,918

138,446

Net Municipal Contribution

1,040,580

1,065,288

24,708

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 1,040,580

1,065,288

24,708

City of Kingston County Contribution - Operating

2.37% #DIV/0!

1,040,580

1,065,288

24,708

Capital Revenue

947,000

728,000

(219,000)

23.13%

650,000

Capital Expense

947,000

728,000

(219,000)

(23.13%)

650,000

Page 29 of 31

Net Capital Expense

2.37%

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture Total Requisition

41,513

1,082,093

1,106,801

24,708

2.28%

Discussion on history and future challenges for the County

County of Frontenac Continuous Improvement GIS Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Transfers from Reserve

20,000

#DIV/0!

Total Operating Revenue

20,000

#DIV/0!

Operating Expense Salaries & Benefits

16,990

17,256

266

1.57%

18,238

18,313

18,492

18,368

Materials

13,622

10,254

(3,368)

(24.72%)

12,481

10,281

Contracted Services

1,870

22,903

21,033

1,124.76%

3,484

3,832

4,215

4,637

55.20%

34,203

32,426

32,988

33,286

(6.37%)

34,203

32,426

32,988

33,286

34,203

32,426

32,988

33,286

34,203

32,426

32,988

33,286

34,203

32,426

32,988

33,286

Unapproved Projects

#DIV/0!

Total Operating Expense

32,482

50,413

17,931

Net Municipal Contribution

32,482

30,413

(2,069)

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 32,482

30,413

(2,069)

City of Kingston County Contribution - Operating

(6.37%) #DIV/0!

32,482

30,413

(2,069)

(6.37%)

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Page 30 of 31

Total Requisition

32,482

30,413

(2,069)

(6.37%)

Discussion on history and future challenges for the County

County of Frontenac Other Segmented Budget 2023

2024

2023-2024

2025

2026

2027

2028

Budget

Projected

Variance $

Variance (%)

Budget

Operating Revenue Other Transfers from Obligatory Reserve

300

882,851

883,151

Transfers from Reserve

97,438

Total Operating Revenue

980,589

883,151

(97,438)

100.00%

(97,438)

9.94%

883,151

Materials

882,851

External Transfers

249,299

882,851

151,861

(97,438)

(39.08%)

151,861

Reserve Transfers

22,000

54,000

32,000

145.45%

54,000

22,000

Operating Expense

Unapproved Projects

#DIV/0!

Total Operating Expense

1,154,150

1,088,712

(65,438)

(5.67%)

1,088,712

1,056,712

Net Municipal Contribution

173,561

205,561

32,000

18.44%

205,561

173,561

205,561

173,561

205,561

173,561

205,561

173,561

LESS: Depreciation Net Municipal Contribution LESS Depreciation

#DIV/0! 173,561

205,561

32,000

City of Kingston County Contribution - Operating

18.44% #DIV/0!

173,561

205,561

32,000

18.44%

Capital Revenue

#DIV/0!

Capital Expense

#DIV/0!

Net Capital Expense

#DIV/0!

Page 31 of 31

City of Kingston - Capital

#DIV/0!

County Contribution - Capital

#DIV/0!

County Contribution - Debenture

#DIV/0!

Total Requisition

173,561

205,561

32,000

18.44%

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