HomeMy WebLinkAbout2025 Asset Management Plan Financial Strategy
Watson & Associates Economists Ltd.
905-272-3600
September 4, 2025 info@watsonecon.ca
Asset Management Plan – Financial
Strategy
Municipality of Bayham
________________________
Watson & Associates Economists Ltd.
Table of Contents
Page
1. Introduction ...................................................................................................... 1-1
1.1 Overview ................................................................................................. 1-1
1.2 Legislative Context for the Asset Management Plan and Financial
Strategy .................................................................................................. 1-2
1.3 Financial Strategy Development ............................................................. 1-3
2. Financial Strategy ............................................................................................ 2-1
2.1 Introduction ............................................................................................. 2-1
2.2 Annual Contribution and Lifecycle Funding Target ................................. 2-1
2.3 Capital Expenditure Forecast .................................................................. 2-4
2.4 Funding ................................................................................................... 2-4
2.5 Tax Levy Impact ..................................................................................... 2-5
2.6 Rate-Supported Impact ........................................................................... 2-6
3. Recommendations and Next Steps ................................................................ 3-1
3.1 Recommendations .................................................................................. 3-1
3.2 Next Steps .............................................................................................. 3-1
Appendix A Financial Strategy Tables – Tax Levy Impact ................................... A-1
Appendix B Financial Strategy Tables – Rate-Supported Impact ......................... B-1
Report
Watson & Associates Economists Ltd.
Chapter 1
Introduction
Watson & Associates Economists Ltd. PAGE 1-1
1. Introduction
1.1 Overview
The Municipality of Bayham (Municipality) retained Watson & Associates Economists
Ltd. (Watson) to prepare the Financial Strategy as part of the Municipality’s Asset
Management Plan (A.M.P.). This strategy is intended to ensure the long-term financial
sustainability of the Municipality’s infrastructure by aligning asset management goals
with realistic and achievable funding approaches. The project involved updating the
annual lifecycle funding requirements for existing assets and developing a financial
strategy to support the asset management plan.
While informed by the broader A.M.P., this report focuses specifically on the financial
strategy component, providing a framework to guide infrastructure funding decisions
over the long term. It should be noted that the information presented in this Financial
Strategy is based on the best data available to the Municipality at this time. While best
efforts have been taken to ensure the accuracy and completeness of the data used to
develop this Financial Strategy, it is best viewed as a living document that will continue
to be refined as newer/better information becomes available.
The total replacement cost for the Municipality’s infrastructure assets is estimated to be
approximately $171.7 million. Tax Supported Core Assets1 account for the largest
share of replacement costs (60%), followed by Wastewater Assets (22%), Tax
Supported Non-Core Assets (10%), and Water Assets (8%).
A breakdown of the replacement cost by asset category is provided in Table 1-1 and is
further illustrated in Figure 1-2.
1 Core infrastructure assets are defined by Ontario Regulation 588/17 as being roads, bridges, culverts, and any asset that is
utilized in the provision of water, wastewater, and stormwater services. Any other assets owned and managed by a municipality that
are not included within the definition of core infrastructure assets are classified as non-core infrastructure assets.
Watson & Associates Economists Ltd. PAGE 1-2
Table 1-1: Replacement Cost (2025$) by Asset Category
Figure 1-2: Distribution of Replacement Cost by Asset Category
1.2 Legislative Context for the Asset Management Plan and
Financial Strategy
Asset management planning in Ontario has evolved significantly over the past decade.
Prior to 2009, it was common municipal practice to expense capital assets in the year of
their acquisition or construction. Consequently, this meant that many municipalities did
not have appropriate tracking of their capital assets, especially with respect to any
changes that capital assets may have undergone (i.e., betterments, disposals, etc.).
Furthermore, this also meant that many municipalities had not yet established
inventories of their capital assets, both in their accounting structures and financ ial
statements. As a result of revisions to Section 3150 – Tangible Capital Assets of the
Asset Category 2025 Replacement
Cost
Tax Supported Core Assets 95,854,818$
Tax Supported Non-Core Assets 24,069,310$
Tax Supported Assets 119,924,128$
Water Assets 14,173,805$
Wastewater Assets 37,583,541$
Rate Supported Assets 51,757,346$
Total 171,681,474$
Watson & Associates Economists Ltd. PAGE 1-3
Public Sector Accounting Board (PSAB) handbook, which came into effect for the 2009
fiscal year, municipalities were required to change this long-standing practice and
capitalize their tangible capital assets over the term of the asset’s expected useful
service life. In order to comply with this revision, municipalities needed to establish
asset inventories, if none previously existed.
In 2012, the Province launched the Municipal Infrastructure Strategy, which required
municipalities and local service boards seeking provincial funding to demonstrate how
any proposed project fits within a broader asset management plan. In addition, asset
management plans encompassing all municipal assets needed to be prepared by the
end of 2016 to meet Federal Gas Tax (now the Canada Community-Building Fund)
agreement requirements. To help define the components of municipal asset
management plans, the Province produced a document entitled Building Together:
Guide for Municipal Asset Management Plans. This document outlined the information
and analyses that were required to be included in municipal asset management plans
under this initiative.
The Province’s Infrastructure for Jobs and Prosperity Act, 2015 (IJPA) was proclaimed
on May 1, 2016. This legislation detailed principles for evidence -based and sustainable
long-term infrastructure planning. The IJPA also gave the Province the authority to
guide municipal asset management planning by way of regulat ion. In late 2017, the
Province introduced O. Reg. 588/17 under the IJPA. The intent of O. Reg. 588/17 is to
establish standard content for municipal asset management plans. Specifically, th e
regulation requires that asset management plans be developed that define levels of
service, identify the lifecycle activities that will be undertaken to achieve those levels of
service, and provide a financial strategy to support the levels of service and lifecycle
activities.
As noted earlier, this report responds directly to the requirements by providing a
financial strategy that identifies the anticipated capital and operating costs necessary to
maintain service levels and outlines how these costs will be funded and managed.
1.3 Financial Strategy Development
The development of the Financial Strategy section of the asset management plan was
guided by the Municipality’s A.M.P., discussions with the Municipality’s staff,
Watson & Associates Economists Ltd. PAGE 1-4
information gathered through reviews of various background documents and studies,
and detailed analysis of the Municipality’s capital asset data and financial information.
The key steps involved in the development of this financial strategy are summarized
below:
1. Develop a financial strategy to support the asset management plan. The
financial strategy informs how the capital and operating expenses identified in the
A.M.P. will be funded over the forecast period, and how any existing funding
gaps will be managed.
2. Document the comprehensive financial strategy in a formal report to inform future
decision-making and to communicate planning to municipal stakeholders.
Watson & Associates Economists Ltd.
Chapter 2
Financial Strategy
Watson & Associates Economists Ltd. PAGE 2-1
2. Financial Strategy
2.1 Introduction
This chapter outlines the financial strategy that would sustainably fund the lifecycle
management strategies presented in the A.M.P. This financial strategy examines how
the Municipality can fund the lifecycle activities required to achieve the proposed levels
of service over a 10-year forecast period. Additionally, it provides a suggested
approach for eliminating the current annual lifecycle funding gap by 2049 and 2034 for
tax-supported and rate-supported assets, respectively. The strategy presented is a
suggested approach which should be examined and re-evaluated during the annual
budgeting processes to ensure the sustainability of the Municipality’s financial position
as it relates to its assets.
O. Reg. 588/17 requires, at a minimum, a 10-year capital plan that forecasts the costs
of implementing the lifecycle management strategy and the lifecycle activities identified
therein. The financial strategy in this asset management plan has been developed for a
10-year forecast period (i.e., 2025-2034) to be in compliance with this requirement.
Various financing options, including reserve funds, debt, and grants, were considered
during the process of developing the financial strategy and are described in more detail
in section 2.4 below.
2.2 Annual Contribution and Lifecycle Funding Target
An annual lifecycle funding target represents the amount of funding that would be
required annually to fully finance a lifecycle management strategy over the long term.
By planning to achieve this annual funding level, the Municipality would theoretically be
able to fully fund capital works as they arise. In practice, capital expenditures often
fluctuate year-to-year based on the asset replacement and renewal/rehabilitation
projects being undertaken in a particular year. By planning to achieve the lifecycle
funding target over the long term, however, the periods of relatively low capital needs
would allow for the building up of lifecycle reserve funds that could be drawn upon in
times of relatively high capital needs.
For the replacement of current assets, as well as the addition of the proposed levels of
service requirements, the annual lifecycle funding target as of 2025 is approximately
Watson & Associates Economists Ltd. PAGE 2-2
$10.2 million ($5.84 million for tax-supported assets and $4.41 million for rate-supported
assets). A breakdown of the lifecycle funding target by asset category is provided in
Table 2-1.
Table 2-1: Average Annual Lifecycle Cost by Asset Category
With respect to the tax-supported assets, the Municipality budgeted to contribute
approximately $3.1 million from the tax levy and other current revenue sources towards
capital-related needs in 2025. Included in this are budgeted contributions to capital-
related reserves and reserve funds and ongoing federal and provincial grants (i.e.,
Asset Category Annual Lifecycle
Cost
Tax Supported
Core Assets
Road Network 2,770,500$
Bridges & Culverts 536,600$
Storm Water Network 840,300$
Non-Core Assets
Buildings 623,600$
Vehicles 621,200$
Machinery & Equipment 138,300$
Land Improvements 313,000$
Total Tax Supported 5,843,500$
Water Assets
Water Network 1,185,100$
Buildings 9,900$
Vehicles -$
Machinery & Equipment 7,100$
Land Improvements -$
Total Water 1,202,100$
Wastewater Assets
Sanitary Sewer Network 2,449,000$
Buildings 602,800$
Vehicles 32,100$
Machinery & Equipment 126,500$
Land Improvements -$
Total Wastewater 3,210,400$
Grand Total 10,256,000$
Watson & Associates Economists Ltd. PAGE 2-3
Canada Community-Building Fund (CCBF) and Ontario Community Infrastructure Fund
(OCIF)).
With respect to the rate-supported assets, the Municipality budgeted to contribute
approximately $0.3 million from water and wastewater rates towards the capital-related
needs in 2025. Included in this is the budgeted contribution to capital-related reserves
and reserve funds.
The difference between the annual lifecycle funding target and current annual
contribution is referred to as the lifecycle funding gap.
Based on the analysis of 2025 budgeted capital funding relative to the annual lifecycle
funding targets, the Municipality is currently facing an annual lifecycle funding gap of
approximately $6.9 million, of which $2.8 million is related to tax-supported assets and
$4.1 million is related to water and wastewater. Figures 2-2 and 2-3 illustrate the
funding gap based on current annual lifecycle targets relative to the 2025 budgeted
capital funding for tax-supported and rate-supported assets, respectively.
Figure 2-2
Annual Lifecyle Funding Targets vs. Budgeted Capital Funding – Tax Supported
Watson & Associates Economists Ltd. PAGE 2-4
Figure 2-3
Annual Lifecyle Funding Targets vs. Budgeted Capital Funding – Rate Supported
2.3 Capital Expenditure Forecast
The combined 10-year (2025 to 2034) capital expenditure forecast for the Municipality’s
assets is based on the Municipality’s 2025 capital budget and the lifecycle activities
identified in the Municipality’s A.M.P. The tax-supported capital expenditure forecast
totals $72.6 million (2025$), while the rate-supported capital expenditure forecast
amounts to $57.9 million (2025$), resulting in combined capital expenditures of $130.5
million (2025$) over the 10-year forecast period.
2.4 Funding
The Tables in Appendix A summarize the recommended strategies to finance the asset
lifecycle expenditures identified previously. This funding forecast was based on the
funding sources identified in the Municipality’s 2025 budget.
The lifecycle costs required to sustain established level of service targets are being
partially recovered through several external funding sources:
Watson & Associates Economists Ltd. PAGE 2-5
• OCIF formula-based funding is assumed to remain based on the Municipality’s
2025 allocation, then reduced by 50% after 2026. It is noted that the Ministry of
Infrastructure recently shifted from using historical costs to using replacement
costs in the formula used for calculating annual OCIF funding allocations. As a
result of this formula change, the Municipality’s OCIF allocation may continue to
change in the coming years. The amount of OCIF funding will need to be
monitored by the Municipality’s staff and, if a significant variance occurs relative
to the estimate provided in this asset management plan, the financial strategy
may need to be updated.
• CCBF funding has been shown as a stable and long -term funding source for
eligible capital projects. Annual funding estimates are based on the
Municipality’s allocations for 2026 and 2027, and inflated by 4% every 2 years
based on historical increases.
This financial strategy has been developed to be fully funded by grants, reserves, taxes,
rates, debt, or other funding sources to ensure no funding shortfall. This means,
however, that if identified grants are not received at expected amounts, shortfalls may
present themselves. In such an event, the difference could be made up through
increases to the tax levy/user rates over and above those presented hereafter.
Based on Council’s direction, the financial strategy was designed to phase-in annual
contributions towards capital, such that the Municipality reaches full lifecycle funding
levels by 2049 for tax-supported assets and by 2034 for rate-supported assets.
2.5 Tax Levy Impact
As discussed in section 2.2, while the extent of capital expenditures will fluctuate from
year to year, it is important for the Municipality to implement a consistent, yet
increasing, annual investment in capital so that the excess annual funds can accrue in
capital reserve funds. Appendix A Table A-4 presents a summary of the impacts on the
tax rate as a result of this financial strategy.
Debt has been assumed over the forecast period to address the portion of the capital
program not funded from reserves, grants, or other external sources. Debt is estimated
at $8.6 million over the 10-year period. A debt continuity forecast, including details of
principal amounts borrowed and annual debt servicing costs, is provided in Table A-2 in
Appendix A.
Watson & Associates Economists Ltd. PAGE 2-6
Consideration for cash flow and positive reserve fund balances has been included in
setting the capital reserve transfer amounts. A detailed continuity schedule of all
capital-related reserves/reserve funds related to assets can be found in Table A-3 in
Appendix A.
In order to fully fund the recommended lifecycle management strategy by 2049 using
the Municipality’s own available funding sources (i.e., using taxation, CCBF funding,
and OCIF funding), an increase in the Municipality’s taxation levy of 4.9% annually
would be required from 2026 to 2034, with the same annual increase assumed through
to 2049.
Layering on assessment increases resulting from new assessment growth, assumed to
be 1.3% annually, the impacts on individual property tax bills resulting from the financial
strategy are estimated to be increases of 3.6% annually from 2026 to 2034. The results
are summarized in Table A-4 of Appendix A.
The taxation impacts identified above include inflationary adjustments to the
Municipality’s operating costs and revenues (i.e., general operating inflation of 3%
annually). It is noted that is other funding sources become available (as mentioned
above), or if maintenance practices allow for the deferral of capital works, the impact on
the Municipality’s taxation levy would potentially decrease.
As mentioned in section 2.4, this strategy (and associated tax increases) aims to fully
fund the annual lifecycle requirements by 2049 using a phased-in approach. If the
Municipality adopts a tax rate that is less than what is noted above, then achieving the
annual lifecycle target requirements will be delayed beyond the 2049 estimated
timeframe.
Figure 2-4 illustrates the overall tax-supported financial forecast, with full details of the
Financial Strategy provided in Appendix A.
2.6 Rate-Supported Impact
Similar to the tax-supported impacts, the rate-supported analysis aims to forecast a
consistent, yet increasing, annual investment in water and wastewater capital so that
the excess annual funds can accrue in capital reserve funds. Appendix B Table B-5
presents a summary of the impacts on rate revenues as a result of this financial
strategy.
Watson & Associates Economists Ltd. PAGE 2-7
Debt has been assumed over the forecast period to address the portion of the capital
program not funded from reserves, grants, or other external sources. The debt is
estimated at $1.6 million for water (with no debt anticipated for wastewater) over the 10-
year period. A debt continuity forecast, including details of principal amounts borrowed
and annual debt servicing costs, is provided in Tables B-2 in Appendix B for water.
Consideration for cash flow and positive reserve fund balances has been included in
setting the capital reserve transfer amounts. A detailed continuity schedule of all water
and wastewater capital-related reserves/reserve funds related to assets can be found in
Appendix B Tables B-3 and B-4, respectively.
In order to fully fund the recommended lifecycle management strategy by 2034 using
the Municipality’s own available funding sources (i.e., water and wastewater rates),
annual increases of 14.2% to the Municipality’s water revenues and 20.2% to the
Municipality’s wastewater revenues would be required from 2026 to 2034, as
summarized in Table B-5 of Appendix B.
The rate revenue impacts identified above include inflationary adjustments to the
Municipality’s operating costs and revenues (i.e., general operating inflation of 3%
annually). If, however, other funding sources become available (as mentioned above),
or if maintenance practices allow for the deferral of capital works, the impact on the
Municipality’s water and wastewater rates would potentially decrease.
As mentioned in section 2.4, this strategy (and associated rate revenue increases) aims
to fully fund the annual lifecycle requirements by 2034 using a phased-in approach. If
the Municipality’s water and wastewater revenues are less than what is noted above,
then achieving the annual lifecycle target requirements will be delayed beyond the 20 34
estimated timeframe.
Figure Figure 2-2-5 illustrates the overall rate-supported financial forecast, with full
details of the Financial Strategy provided in Appendix B.
Watson & Associates Economists Ltd. PAGE 2-8
Figure 2-4: Overall Financial Forecast (Inflated) – Tax-Supported
$0.0M
$5.0M
$10.0M
$15.0M
$20.0M
$25.0M
$30.0M
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Reserve Fund Balance (Year-end)Net Operating Expenditures Debt Servicing Costs (P&I)
Capital Expenditures Debt Proceeds Grants, Donations, and External Recoveries
Tax Levy Revenue Lifecycle Funding Target
Note:The lines representing "Tax Levy Revenues", "Grants",and "Debt Proceeds" are stacked
Tax Levy increasing at 4.9 % annually.
With estimated assessment growth of 1.3 % annually, the
estimated annual increase to tax bills is 3.6%.
Watson & Associates Economists Ltd. PAGE 2-9
Figure 2-5: Overall Financial Forecast (Inflated) – Rate-Supported
$0.0M
$5.0M
$10.0M
$15.0M
$20.0M
$25.0M
$30.0M
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Reserve Fund Balance (Year-end)Net Operating Expenditures
Debt Servicing Costs (P&I)Capital Expenditures
Debt Proceeds Grants, Donations, and External Recoveries
Water and Wastewater Revenue Lifecycle Funding Target
Note:The Lifecycle Target Funding line includes the Operating Expenditures
Water Revenues increasing at 14.2% annually.
Wastewater Revenues increasing at 20.2% annually.
Watson & Associates Economists Ltd.
Chapter 3
Recommendations and Next
Steps
Watson & Associates Economists Ltd. PAGE 3-1
3. Recommendations and Next Steps
3.1 Recommendations
The following recommendations are provided for the Municipality’s consideration:
• That the Municipality of Bayham Asset Management Plan – Financial Strategy be
received and approved by Council; and
• That consideration be made as part of the annual budgeting process to ensure
sufficient capital funding is available to implement the Financial Strategy.
3.2 Next Steps
Following the approval of this A.M.P. Financial Strategy by Council, the Municipality’s
asset management journey will transition from developing the plan to its
operationalization. The Municipality will need to establish processes and implement
systems to keep asset information (e.g., condition, replacement costs, etc.) updated and
relevant, so that it can be relied on to identify capital priorities and inform the annual
budget process. Furthermore, the Municipality will need to establish a format and
process for the annual updates to Council on asset management progress, as required
by O. Reg. 588/17.
The Financial Strategy should be updated as the strategic priorities and capital needs of
the Municipality change. This can be accomplished in conjunction with specific
legislative requirements (i.e., five-year review of the asset management plan as
required by O. Reg. 588/17), as well as the Municipality’s annual budget process.
Appendices
Watson & Associates Economists Ltd.
Appendix A
Financial Strategy Tables –
Tax Levy Impact
Watson & Associates Economists Ltd. PAGE A-1
Table A-1
Municipality of Bayham
Financial Strategy
Capital Budget Forecast – Tax-Supported (Inflated $)
Table A-2
Municipality of Bayham
Financial Strategy
Schedule of Tax-Supported Debenture Repayments
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Capital Expenditures
Tax Supported
General Government 1,205,000 51,500 90,200 71,000 45,000 46,400 101,500 49,200 107,700 13,000
Fire 496,000 1,208,400 195,700 382,700 1,072,000 171,000 176,100 864,000 28,500 29,400
Building - - 58,300 - - - - - - -
Public Works 3,422,500 3,688,900 6,467,800 6,764,500 7,486,300 19,759,200 9,925,600 6,899,000 1,389,000 2,028,300
Parks & Rec.215,000 1,004,300 313,000 125,700 106,900 86,900 89,600 92,200 95,000 97,900
Facilities 3,737,250 231,800 95,500 622,900 112,600 115,900 71,600 - - -
Planning & Development 30,000 10,300 - - 33,800 11,600 29,900 - - 39,100
Total Expenditures 9,105,750 6,195,200 7,220,500 7,966,800 8,856,600 20,191,000 10,394,300 7,904,400 1,620,200 2,207,700
Capital Funding
Tax Supported
CCBF 232,395 232,395 241,691 241,691 251,359 251,359 261,413 261,413 271,870 271,870
OCIF 460,850 460,850 230,425 230,425 230,425 230,425 230,425 230,425 230,425 230,425
Other 4,546,005 1,591,755 3,417,884 4,482,884 4,708,216 11,443,216 5,593,162 3,413,162 - -
Debenture Issuance - 642,063 535,667 68,629 526,746 4,951,367 1,146,000 679,991 - -
Transfer from Capital R.F.s 3,866,500 3,268,137 2,794,833 2,943,171 3,139,854 3,314,633 3,163,300 3,319,409 1,117,905 1,705,405
Total Funding 9,105,750 6,195,200 7,220,500 7,966,800 8,856,600 20,191,000 10,394,300 7,904,400 1,620,200 2,207,700
Description
Year of Issuance Principal 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
2025 - - - - - - - - - - -
2026 642,063 - - 49,359 49,359 49,359 49,359 49,359 49,359 49,359 49,359
2027 535,667 - - - 41,180 41,180 41,180 41,180 41,180 41,180 41,180
2028 68,629 - - - - 5,276 5,276 5,276 5,276 5,276 5,276
2029 526,746 - - - - - 40,494 40,494 40,494 40,494 40,494
2030 4,951,367 - - - - - - 380,642 380,642 380,642 380,642
2031 1,146,000 - - - - - - - 88,100 88,100 88,100
2032 679,991 - - - - - - - - 52,275 52,275
2033 - - - - - - - - - - -
2034 - - - - - - - - - - -
Total 8,550,463 - - 49,359 90,539 95,815 136,310 516,951 605,052 657,327 657,327
Watson & Associates Economists Ltd. PAGE A-2
Table A-3
Municipality of Bayham
Financial Strategy
Tax-Supported Capital Reserves (Inflated $)
Description 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Opening Balance 2,204,929 715,008 101,000 101,000 101,000 101,000 101,000 101,000 101,000 2,534,442
Transfer from Operating 2,369,500 2,653,129 2,793,833 2,942,171 3,138,854 3,313,633 3,162,300 3,318,409 3,526,255 3,803,349
Transfer to Capital 3,866,500 3,268,137 2,794,833 2,943,171 3,139,854 3,314,633 3,163,300 3,319,409 1,117,905 1,705,405
Closing Balance 707,929 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2,509,349 4,632,385
Interest 7,079 1,000 1,000 1,000 1,000 1,000 1,000 1,000 25,093 46,324
Watson & Associates Economists Ltd. PAGE A-3
Table A-4
Municipality of Bayham
Financial Strategy
Operating Budget Forecast – Tax-Supported (Inflated $)
Description 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Expenditures
Operating Expenditures
Tax Supported
General Government 1,263,884 1,201,668 1,237,700 1,274,800 1,313,100 1,352,500 1,393,100 1,434,900 1,477,900 1,522,200
Council 109,708 173,243 178,400 183,800 189,300 195,000 200,800 206,900 213,100 219,500
Fire Department 701,838 701,297 722,300 744,000 766,300 789,300 813,000 837,400 862,500 888,400
Police Services 980,727 985,000 1,014,600 1,045,000 1,076,300 1,108,600 1,141,900 1,176,100 1,211,400 1,247,800
Conservation Authority 111,665 114,865 118,300 121,900 125,500 129,300 133,200 137,200 141,300 145,500
Building Services 233,316 201,412 207,500 213,700 220,100 226,700 233,500 240,500 247,700 255,100
Bylaw Enforcement 155,666 157,881 162,600 167,500 172,500 177,700 183,000 188,500 194,200 200,000
Public Works 2,148,169 2,195,703 2,261,600 2,329,400 2,399,300 2,471,300 2,545,400 2,621,800 2,700,400 2,781,500
Winter Control 129,306 129,816 133,700 137,700 141,900 146,100 150,500 155,000 159,700 164,400
Streetlights 44,000 44,000 45,300 46,700 48,100 49,500 51,000 52,500 54,100 55,700
Waste Management 490,000 490,000 504,700 519,800 535,400 551,500 568,000 585,100 602,600 620,700
Cemeteries 22,500 22,500 23,200 23,900 24,600 25,300 26,100 26,900 27,700 28,500
Municipal Assistance 9,000 9,000 9,300 9,500 9,800 10,100 10,400 10,700 11,100 11,400
Parks & Recreation 117,940 114,774 118,200 121,800 125,400 129,200 133,100 137,000 141,200 145,400
Straffordville Community Centre 64,346 67,693 69,700 71,800 74,000 76,200 78,500 80,800 83,300 85,800
Vienna Community Centre - - - - - - - - - -
Libraries 48,503 49,059 50,500 52,000 53,600 55,200 56,900 58,600 60,300 62,100
Museums Bayham 61,476 62,672 64,600 66,500 68,500 70,500 72,700 74,800 77,100 79,400
Development Services 239,437 262,115 270,000 278,100 286,400 295,000 303,900 313,000 322,400 332,000
Tourism 112,399 106,523 109,700 113,000 116,400 119,900 123,500 127,200 131,000 134,900
Municipal Drainage 8,444 8,591 8,800 9,100 9,400 9,700 10,000 10,300 10,600 10,900
Capital-related Expenditures
Tax Supported
Transfers to Capital Res./R.F.s 2,369,500 2,653,129 2,793,833 2,942,171 3,138,854 3,313,633 3,162,300 3,318,409 3,526,255 3,803,349
Existing Debenture Repayments - - - - - - - - - -
New Debenture Repayments - - 49,359 90,539 95,815 136,310 516,951 605,052 657,327 657,327
Total Expenditures 9,421,823 9,750,939 10,153,892 10,562,711 10,990,569 11,438,543 11,907,752 12,398,661 12,913,181 13,451,875
Watson & Associates Economists Ltd. PAGE A-4
Table A-4 (Continued)
Municipality of Bayham
Financial Strategy
Operating Budget Forecast – Tax-Supported (Inflated $)
Description 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Revenues
Tax Supported
General Government 97,500 90,500 103,400 106,500 109,700 113,000 116,400 119,900 123,500 127,200
Council - 60,000 - - - - - - - -
Fire Department 45,000 22,000 47,700 49,200 50,600 52,200 53,700 55,300 57,000 58,700
Police Services 4,000 12,000 4,200 4,400 4,500 4,600 4,800 4,900 5,100 5,200
Conservation Authority - - - - - - - - - -
Building Services 262,000 257,000 278,000 286,300 294,900 303,700 312,800 322,200 331,900 341,900
Bylaw Enforcement 46,000 46,000 48,800 50,300 51,800 53,300 54,900 56,600 58,300 60,000
Public Works 605,951 622,180 642,900 662,100 682,000 702,500 723,500 745,200 767,600 790,600
Winter Control 5,000 5,000 5,300 5,500 5,600 5,800 6,000 6,100 6,300 6,500
Streetlights - - - - - - - - - -
Waste Management 35,000 35,000 37,100 38,200 39,400 40,600 41,800 43,000 44,300 45,700
Cemeteries 2,000 2,000 2,100 2,200 2,300 2,300 2,400 2,500 2,500 2,600
Municipal Assistance - - - - - - - - - -
Parks & Recreation 2,600 2,600 2,800 2,800 2,900 3,000 3,100 3,200 3,300 3,400
Straffordville Community Centre 20,000 10,000 21,200 21,900 22,500 23,200 23,900 24,600 25,300 26,100
Vienna Community Centre - - - - - - - - - -
Libraries 78,904 80,482 83,700 86,200 88,800 91,500 94,200 97,000 100,000 103,000
Museums Bayham 13,200 13,200 14,000 14,400 14,900 15,300 15,800 16,200 16,700 17,200
Development Services 123,500 113,000 131,000 135,000 139,000 143,200 147,500 151,900 156,400 161,100
Tourism 85,000 85,000 90,200 92,900 95,700 98,500 101,500 104,500 107,700 110,900
Municipal Drainage 6,500 6,500 6,900 7,100 7,300 7,500 7,800 8,000 8,200 8,500
Other Revenues 1,304,800 1,243,300 1,243,300 1,243,300 1,243,300 1,243,300 1,243,300 1,243,300 1,243,300 1,243,300
General Taxation 6,715,270 7,045,177 7,391,292 7,754,411 8,135,369 8,535,043 8,954,352 9,394,261 9,855,781 10,339,975
Total Revenues 9,452,225 9,750,939 10,153,892 10,562,711 10,990,569 11,438,543 11,907,752 12,398,661 12,913,181 13,451,875
Tax Supported
Tax Revenues Required 7,045,177 7,391,292 7,754,411 8,135,369 8,535,043 8,954,352 9,394,261 9,855,781 10,339,975
Prior Year Tax Levy 6,715,270 7,045,177 7,391,292 7,754,411 8,135,369 8,535,043 8,954,352 9,394,261 9,855,781
Add: Tax Revenues from Incremental Assessment 87,299 91,587 96,087 100,807 105,760 110,956 116,407 122,125 128,125
Tax Revenues at 0% Tax Rate Increase 6,802,568 7,136,764 7,487,379 7,855,218 8,241,129 8,645,998 9,070,758 9,516,386 9,983,906
Additional Increase in Tax Levy 242,609 254,528 267,032 280,151 293,914 308,353 323,502 339,395 356,069
3.6%3.6%3.6%3.6%3.6%3.6%3.6%3.6%3.6%Impact of Additional Increase in Tax Levy on Tax Bills
Watson & Associates Economists Ltd.
Appendix B
Financial Strategy Tables –
Rate-Supported Impact
Watson & Associates Economists Ltd. PAGE B-1
https://watsonecon.sharepoint.com/sites/Bayham-2025AMPReview/Shared Documents/Bayham 2025 Asset Management Plan Financial Strategy.docx
Table B-1
Municipality of Bayham
Financial Strategy
Capital Budget Forecast – Rate Supported (Inflated $)
Table B-2
Municipality of Bayham
Financial Strategy
Schedule of Water Debenture Repayments
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Capital Expenditures
Water - - 85,400 19,884,400 347,800 449,800 521,800 393,600 41,800 88,100
Wastewater 159,000 646,800 932,000 86,300 19,814,600 20,953,900 242,400 137,700 274,900 169,000
Total Expenditures 159,000 646,800 1,017,400 19,970,700 20,162,400 21,403,700 764,200 531,300 316,700 257,100
Capital Funding
Water
Grants - - - 16,883,000 - - - - - -
Debenture Issuance - - - 1,555,103 29,469 - - - - -
Transfer from Capital R.F.s - - 85,400 1,446,297 318,331 449,800 521,800 393,600 41,800 88,100
Total Water - - 85,400 19,884,400 347,800 449,800 521,800 393,600 41,800 88,100
Wastewater
Grants - - - - 17,389,000 17,911,000 - - - -
Debenture Issuance - - - - - - - - - -
Transfer from Capital R.F.s 159,000 646,800 932,000 86,300 2,425,600 3,042,900 242,400 137,700 274,900 169,000
Total Wastewater 159,000 646,800 932,000 86,300 19,814,600 20,953,900 242,400 137,700 274,900 169,000
Total Funding 159,000 646,800 1,017,400 19,970,700 20,162,400 21,403,700 764,200 531,300 316,700 257,100
Description
Year of Issuance Principal 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
2025 - - - - - - - - - - -
2026 - - - - - - - - - - -
2027 - - - - - - - - - - -
2028 1,555,103 - - - - 119,550 119,550 119,550 119,550 119,550 119,550
2029 29,469 - - - - - 2,265 2,265 2,265 2,265 2,265
2030 - - - - - - - - - - -
2031 - - - - - - - - - - -
2032 - - - - - - - - - - -
2033 - - - - - - - - - - -
2034 - - - - - - - - - - -
Total 1,584,572 - - - - 119,550 121,816 121,816 121,816 121,816 121,816
Watson & Associates Economists Ltd. PAGE B-2
https://watsonecon.sharepoint.com/sites/Bayham-2025AMPReview/Shared Documents/Bayham 2025 Asset Management Plan Financial Strategy.docx
Table B-3
Municipality of Bayham
Financial Strategy
Water Capital Reserves (Inflated $)
Table B-4
Municipality of Bayham
Financial Strategy
Wastewater Capital Reserves (Inflated $)
Description 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Opening Balance 840,996 919,617 1,025,207 1,142,151 - - 23,878 161,619 648,409 1,748,464
Transfer from Operating 69,516 95,439 191,035 304,146 318,331 473,442 657,941 873,970 1,124,543 1,446,703
Transfer to Capital - - 85,400 1,446,297 318,331 449,800 521,800 393,600 41,800 88,100
Closing Balance 910,512 1,015,056 1,130,843 - - 23,642 160,019 641,989 1,731,152 3,107,067
Interest 9,105 10,151 11,308 - - 236 1,600 6,420 17,312 31,071
Description 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Opening Balance 3,411,217 3,485,800 3,261,396 2,966,579 3,791,293 2,588,354 1,147,002 3,001,455 5,563,754 8,719,184
Transfer from Operating 199,070 390,105 607,811 873,476 1,197,034 1,590,192 2,067,136 2,644,913 3,344,001 4,188,908
Transfer to Capital 159,000 646,800 932,000 86,300 2,425,600 3,042,900 242,400 137,700 274,900 169,000
Closing Balance 3,451,287 3,229,105 2,937,207 3,753,755 2,562,727 1,135,646 2,971,738 5,508,667 8,632,855 12,739,093
Interest 34,513 32,291 29,372 37,538 25,627 11,356 29,717 55,087 86,329 127,391
Watson & Associates Economists Ltd. PAGE B-3
https://watsonecon.sharepoint.com/sites/Bayham-2025AMPReview/Shared Documents/Bayham 2025 Asset Management Plan Financial Strategy.docx
Table B-5
Municipality of Bayham
Financial Strategy
Operating Budget Forecast – Rate Supported (Inflated $)
Description 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Expenditures
Operating Expenditures
Water 814,650 913,953 961,319 1,011,418 1,064,009 1,119,348 1,177,692 1,238,900 1,304,831 1,344,000
Wastewater 800,430 810,807 835,100 860,200 886,000 912,600 940,000 968,200 997,200 1,027,100
Capital-related Expenditures
Water
Transfers to Capital Res./R.F.s 69,516 95,439 191,035 304,146 318,331 473,442 657,941 873,970 1,124,543 1,446,703
Existing Debenture Repayments - - - - - - - - - -
New Debenture Repayments - - - - 119,550 121,816 121,816 121,816 121,816 121,816
Wastewater
Transfers to Capital Res./R.F.s 199,070 390,105 607,811 873,476 1,197,034 1,590,192 2,067,136 2,644,913 3,344,001 4,188,908
Existing Debenture Repayments - - - - - - - - - -
New Debenture Repayments - - - - - - - - - -
Total Expenditures 1,883,666 2,210,304 2,595,265 3,049,240 3,584,924 4,217,398 4,964,585 5,847,799 6,892,390 8,128,527
Revenues
Water 884,166 1,009,392 1,152,354 1,315,564 1,501,890 1,714,606 1,957,449 2,234,686 2,551,189 2,912,519
Wastewater 999,500 1,200,912 1,442,911 1,733,676 2,083,034 2,502,792 3,007,136 3,613,113 4,341,201 5,216,008
Total Revenues 1,883,666 2,210,304 2,595,265 3,049,240 3,584,924 4,217,398 4,964,585 5,847,799 6,892,390 8,128,527
Annual % Increase Required
Water Revenues 14.2%14.2%14.2%14.2%14.2%14.2%14.2%14.2%14.2%
Wastewater Revenues 20.2%20.2%20.2%20.2%20.2%20.2%20.2%20.2%20.2%