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HomeMy WebLinkAboutFIN-19-001 - 2019 Operating Budgetl Staff Report K u Financial Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: January 7, 2019 SUBMITTED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 x 7353 PREPARED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 x 7353 WARD (S) INVOLVED: All DATE OF REPORT: December 3, 2018 REPORT NO.: FIN -19-001 SUBJECT: 2019 Operating Budget RECOMMENDATION: For Discussion Note: Final approval of the 2019 Operating Budget will take place as part of Final Budget Day, scheduled for January 31, 2019. EXECUTIVE SUMMARY: The budget is the City of Kitchener's annual financial plan, and is the primary basis of financial decision making. The budget process allows Council to prioritize the programs and services delivered by the City and sets direction for the work to be completed over the upcoming year as well as future years referenced in the budget forecast. For 2019, the proposed tax rate increase is 2.3%, which is below the rate of inflation (2.4% as of October). In addition, the Water Utilities (water, sanitary, and stormwater) rate increase is 6.5% and is consistent with the rate forecast from the 2018 budget process as well as the Water Infrastructure Program (WIP) review that was discussed by Council in September 2017. The impact of the 2019 budget on the average homeowner is summarized in the table below Taxes Water Utilities Gas 2018 $ 1,096 $ $ 1,205 $ $ 750 $ Note: Water Utilities includes Water, Sanitary & Stormwater charges In addition to continuing to fund core services, the 2019 budget also includes priority investments in the areas of Road Safety & Cycling, Environmental Sustainability, Improving Customer Service, and Maintaining & Investing in Infrastructure. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. O-1 Change 2019 $ % 1,121 $ 25 2.30% 1,283 $ 78 6.50% 743 $ (7) -0.93% Note: Water Utilities includes Water, Sanitary & Stormwater charges In addition to continuing to fund core services, the 2019 budget also includes priority investments in the areas of Road Safety & Cycling, Environmental Sustainability, Improving Customer Service, and Maintaining & Investing in Infrastructure. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. O-1 BACKGROUND: The City's operating budget funds the ongoing costs of valued public services citizens use every day. Examples include offering a multitude of programming at the City's 13 community centres, having drinkable water available at the turn of a tap, and maintaining roads in a condition they are safe to drive on all seasons of the year. The City's operating budget also funds a number of services citizens may not think of when they consider what the City offers them for the taxes and fees they are charged. These services are nonetheless crucial in ensuring the City runs efficiently and effectively. Examples include operating robust information technology systems so citizens are able to sign up for the programming offered at their community centre, maintaining proper records about the City's water system to ensure compliance with applicable legislation, and having a proper process to purchase the right vehicles and equipment to make the city's roadways driveable, even throughout a Canadian winter. The 2019 operating budget provides funding for all the City's services. It doesn't matter if the service is delivered by frontline staff directly to citizens, or is needed behind the scenes in a supporting role. Funding in the operating budget is used to maintain the City's current service levels, and is used to improve them based on Council direction. The remainder of this report elaborates on the 2019 operating budget in the following sections: • 2019 Budget Priority Investments • Overview of the Tax Supported Operating Budget • Overview of the Enterprise Operating Budgets REPORT: 1) 2019 Budget Priority Investments As noted above, the City's operating budget funds ongoing (or core) services the public enjoys everyday. The majority of the budget funds already existing service levels, but each year some new priority areas emerge based on public and Council input. The four areas of priority investment for the 2019 budget are: • Road Safety & Cycling • Environmental Sustainability • Improving Customer Service • Maintaining & Investing in Infrastructure Specifics of the investments in these four areas are noted below, and the majority of the investments are expanded on in issue papers later in the budget package. Issue papers are typically one or two pages in length and provide background, analysis, and financial information about a specific issue. O-2 '— •Installation of Protected Bike Lanes (Belmont, Water, Queens) & Dutch Roundabout •Improvements to Iron Horse Trail (Lighting and Trestle Bridge Replacement) •Clearing Snow in Bike Lanes •Increase in Resident Led Traffic Calming •Sustainability Program to meet our GHG Commitments •Energy Retrofit Reserve to fund projects that have positive payback •Smarter Fleet Investments (increase in use of Biodiesel) Urban Forest Strategy (Clearing the tree planting backlog and inspection program) FImproving Customer Service -improving Citizens Online Experience •Alignment of Resources to Support a Growing Community InvestingMaintaining and - •Rehabilitating City Hall Outdoor Spaces (Carl Zehr Square) •Maintaining Water, Sewer, and Gas Utility Infrastructure •Moving Ahead with Huron Brigadoon (Tartan Ave) Community Centre 2) Overview of the Tax Supported Operating Budget `I The proposed net tax levy increase is 2.3% and would amount to an additional $25 per year, or $2.08 per month on the average Kitchener home (assessed at $309,000). The proposed tax rate increase of 2.3% is below Ontario's cumulative rate of inflation for 2018 (2.4% as of October). While keeping tax rate increases around the rate of inflation is an important factor to take into account when setting the budget it is not the only consideration. Strategic direction around property tax policy has been a long-standing part of the City's Strategic Plan. Kitchener's direction says the City will strive for competitive, rational and affordable taxation levels. To determine this, the City must consider the following when setting tax rates: • Comparison to other municipalities; • Inflationary factors, including those unique to municipalities; and • Balance of service levels versus affordability O-3 Comparison to Other Municipalities The City of Kitchener is already one of the most affordable cities in Ontario. It has one of the lowest tax burdens of large cities in Ontario, consistent with the other cities in the Region of Waterloo. The graph below shows the 2017 results of BMA's annual tax burden analysis for the same bungalow property in each of Ontario's largest municipalities. Kitchener holds the seventh lowest ranking in the province, meaning it is one of the most affordable cities in Ontario. $ 6,000 $5,000 $4,000 $ 3,OOD $ 2,000 $1,000 $0 Annual Tax Burden of a Bungalow in Large Ontario Municipalities (>100,000 people) + c - o = W d m e c c C � m- c t 1 c s M= m r m M e E air � flc J C .9 y = C0 J � C M 7 E E �` _ M � H R � i a acf E m u � y F V7 2 LY Inflationary Factors, Including Those Unique to Municipalities The proposed tax rate increase approximates the anticipated rate of inflation. Inflation considerations for setting tax rates are in two parts: • Typical consumer inflation, represented by the Consumer Price Index (CPI) • Unique municipal inflation, represented by the Municipal Price Index (MPI) Year-to-date Ontario CPI inflation to the end of October is 2.4% and is projected to be in that range at the end of the year. O-4 In addition to CPI inflation, the City of Kitchener calculates a Municipal Price Index (MPI), which accounts for the fact that the "basket of goods" the City purchases is considerably different than the basket of goods used to calculate CPI inflation figures. For instance, the top three components of the CPI calculation are shelter, transportation and food which do not apply the same way to a municipality as they do an individual. The MPI calculation accounts for the different costs of a municipality such as staffing, operating supplies, and capital construction. The MPI figure for this year is 3.0%, meaning that inflation pressures on the City of Kitchener budget are higher than the typical Ontario household. In setting divisional budget targets, inflationary increases are limited to a few select cost types. For instance, budgets for compensation are increased according to collective agreements, but budgets for supplies, and contracted services are held flat. If increases are required in those budget lines, divisions are required to find savings, or new ways to generate revenues to offset the increased costs. Rigorous budget review leading to savings, reductions, and efficiencies allows the City to deliver a budget below MPI. Balance of service levels versus affordability The proposed tax rate increase also reflects citizen preferences related to service levels and affordability. The proposed tax supported budget maintains existing City services at an increase near the rate of inflation. These preferences have been reaffirmed through statistically significant community surveys conducted in 2013 and 2018. The graph below shows that Kitchener citizens prefer increasing taxes at the rate of inflation in order to maintain existing services (59% in 2018, down from 61 % in 2013) over other alternatives. Citizen Preferences Regarding Tax Increases and Service Levels Increase taxes at the rate of inflation and maintain services Increase taxes to expand services Maintain taxes and possibly cut services Unsure 59% 61% 6% 6% 0% 10% 20°lo 30% 40% 50% 60% 70% 6. 2018 Community Survey [S 2013 Community Survey O-5 Recent Operating Budget Results One final, but important consideration is how the City has been performing financially in recent years. For the past three years, the City has ended the year with a surplus in tax supported operations. Leading up to 2015, the City had ended the year with a deficit for a period of 10 years. For the decade prior to 2015, the City had finished each year with an operating budget deficit (before applying funds from one-time capital closeouts). Capital closeouts are funding left over when a capital project is completed, and should not be relied on to fund ongoing operating budgets as they are one-time revenues. In essence, the City's operating budget was not truly balanced and the cost of providing services was larger than revenues to fund them. Over the course of several budgets, Council made eliminating ongoing operating deficits a priority, and chose to allocate funding to budget areas that were regularly over budget (i.e. areas of chronic deficit). So while full funding levels appear to have been achieved, there is a very small margin of error between ending the year in a surplus or deficit position. Council needs to ensure their earlier efforts to pass a sustainable budget are not eroded by budget reductions which are not supported by underlying operating conditions. The table below shows the yearend history for the past few years. These yearend results demonstrate the thin margin of error operating divisions have in their Council approved budgets. It also demonstrates overall accuracy in the City's budget and good oversight and monitoring of City finances while delivering valued services to the community. Tax Supported Operating Budget Results Before Capital Closeouts 40h��� 11 *k1l (Deficit)/Surplus Before -$0.32M $0.98M $0.94M $1.42M $0.57M Capital Closeouts The City maintains a Tax Stabilization Reserve Fund (TSRF) which is used to fund any operating deficits (or receive funds from any operating surpluses) within the tax supported operating budget. At the end of 2018, the TSRF is projected to have a balance of $4.1 M after the yearend surplus is closed out. Maintaining a balance in the TSRF is important as these funds are used to fund deficits and avoid tax rate increases caused by deficits in prior years as prescribed in the Municipal Act. It is also important to maintain a balance in the TSRF going forward as it is planned to be the funding source for transitional costs incurred by Centre in the Square in 2019 and beyond. An appendix to this report shows the tax supported operating budget in the same format as the variance report. Like the variance reports, comments have been provided for variances that are more than $50,000 compared to the prior year's budget. O-6 3) Overview of Enterprise Operating Budgets The City operates seven enterprises, which are self-sufficient business lines that raise their own revenues through user rates instead of being funded through property taxes. As part of the budget package, "Enterprise Overviews" have been provided for each of the enterprises. These overviews describe the main purpose of the enterprise, provide some benchmarking information, and describe recent challenges/successes. The seven enterprises are noted in the table below. City of Kitchener Enterprises • Golf • Natural Gas • Building • Water • Parking • Sanitary Sewer • Storm Water Rates for the enterprises listed on the left of the table have already been considered by Council as part of the annual user fee review (report FIN -18-042). The enterprises listed on the right are commonly referred to as the utilities and their utility rates will be approved on until Final Budget Day (with the exception of Natural Gas which happens outside of the budget process). While each of the enterprises is managed separately as its own business line, one significant principle is followed by each of enterprises; ensuring financial sustainability. Each enterprise has its own stabilization reserve fund that is used to manage fluctuations in financial operating results from year to year. In years that end with positive results, the surplus funds are held in reserve and are used to fund deficits that may arise in future years. The general guidelines for managing these reserve balances are as follows: • If an enterprise has a positive stabilization reserve balance, the goal of staff is to propose a budget (and any associated rate increase) that ensures the reserve does not become negative, and ideally would achieve the minimum target threshold for the reserve. • If the stabilization reserve balance is already negative, the goal of staff is to propose a budget (and any associated rate increase) that reduces/eliminates annual operating deficits in each year of the forecast and returns the reserve to a positive balance within the 5 -year forecast. Budget highlights and reserve balances for each of the enterprises are provided below. Building Decreased building permit activity in 2018 is causing a projected deficit of $822,000 by the end of the year. Lower than expected results in apartments and single detached permits has led to lower revenues. After reducing many Building fees by 5% in 2017, no rate increase is projected for the next few years based on the health of the stabilization reserve. This approach has been vetted by the Waterloo Home Builders Association (WHBA) earlier this fall. Even with no rate increase in 2019, O-% a surplus of $725,000 is expected due to increased activity as the development charges exemption in the downtown core expires in the spring of 2019. No rate increase is projected for the next few years, which will reduce the funding in the stabilization reserve, and could see it dip below the minimum target level by 2021 if the forecast comes to fruition. 2018 Projected Actual 2018 Accumulated Stabilization Reserve Balance 2019 Budgeted Rate Increase 2019 Budaeted Result 2019 Accumulated Stabilization Reserve Balance $822,000 deficit $7,335,000 positive 0% $725,000 surplus $8,209,000 positive Golf Financial results in Golf are on budget for 2018. The Golf stabilization reserve balance will remain in a negative balance, but is expected to improve starting in 2022 when some existing debt is paid off, resulting in lower principal and interest payments. It is not expected the accumulated deficit in Golf will be fully paid off until 2038 which is four years after all the Doon Expansion debt is paid off. The 2019 budget for Golf is largely status quo. Some fees are being increased by 2%, while others are being held flat to remain competitive. Overall, a positive result of $15,000 at the end of the year is expected, which is just slightly better than budgeted. Budget Summary — Golf A 2018 Projected Actual $15,000 s u �rp Ius 2018 Accumulated Stabilization Reserve Balance $984,000 negative 2019 Budgeted Rate Increase 2% 2019 Budgeted Result $4,000 surplus 2019 Accumulated Stabilization Reserve Balance $1,005,000 negative Parking The 2018 projected surplus of $951,000 in Parking is better than budget due to increased monthly parking revenues during garage repairs at some neighbouring residential buildings, and higher demand for hourly parking. For 2019-2021, Parking is projecting deficits as it makes contributions to restoring the parking structure membrane as part of the City Hall Outdoor Spaces project. Rates at the City's parking facilities are being increased 1.5% in 2019, which is consistent with last year. These rate increases will help ensure the Parking stabilization reserve remains positive over the 5 -year forecast. • 2018 Projected Actual $951,000 surplus 2018 Accumulated Stabilization Reserve Balance $1,408,000 positive 2019 Budgeted Rate Increase 1.5% 2019 Budgeted Result $83,000 deficit 2019 Accumulated Stabilization Reserve Balance $1,354,000 positive Gas In 2018, Gas Delivery is projecting a surplus of $1,660,000 which is better than the expected surplus of $1,054,000. The better than expected results are due to higher revenues caused by cooler than normal temperatures. For 2019, Gas Delivery is expected to have a surplus of $25,000, which keeps the stabilization reserve between its minimum and maximum target balances. 2018 Projected Actual$1,660,000 surplus 2018 Accumulated Stabilization Reserve Balance $3,920,000 positive 2019 Budgeted Rate Increase Set outside of budc 2019 Budgeted Result $25,000 surplus 2019 Accumulated Stabilization Reserve Balance $4.024.000 Dositive Water, Sanitary & Storm Water The budgets for these three utilities are being discussed together as they were the combined subject of a comprehensive review called the Water Infrastructure Program (WIP). The WIP review took several months to complete and involved collaboration between several divisions within the City including Asset Management, Engineering, Kitchener Utilities, Operations — Environmental Services, Operations — Roads and Traffic, Financial Planning and Communications. The findings of the WIP review were presented and discussed by Council in September 2017 as part of report INS -17-070 Water Infrastructure Program Summary and Rate Options. This report provided information about the infrastructure in each of the utilities and provided Council with investment options for both capital replacement and increased maintenance spending along with 5 -year rate options for these utilities. All of the options provided to Council were viable alternatives that would ensure the continued safe operation of these valued utilities. The options offered different alternatives for Council to consider, depending on their attitudes towards cost of service and risk tolerance. Council's consensus from that discussion was reflected in the 2018 utility rate increases approved as part of the 2018 budget. The 2019 combined proposed rate increase of 6.5% is also consistent with the consensus option from the WIP discussion as noted in the table below. O-9 Projected Combined Utility Rate Increases 2018 2019 2020 2021 2022 Rate Increase Projection from WIP 6.5% 6.5% 4.5% 4.5% 4.5% The 2019 combined increase of 6.5% has been achieved despite two significant Regional impacts on these budgets that were not anticipated as part of the original WIP modeling. First, as of 2019 the Region is changing their Water and Sanitary rates as of January 1 st instead of March 1St. The City's rate change for 2019 is effective March 1St, which means the City will be paying a higher cost as of January 1 st, but not increasing its rates until March 1 st. To remedy this, the City intends to change its rates effective January 1St starting in 2020. Second, the Regional rate increase for sanitary sewage processing is 1 % higher than the forecast rate available during the time of the WIP modeling. This means the City is paying a higher amount to the Region than forecast during WIP. The impact of these two issues is 0.6% on the combined rate. In other words, 0.6% of the 6.5% combined rate increase relates to issues that were unanticipated during the WIP review in 2017. The table below shows a detailed breakdown of the 2019 rate increases. Utilitv Rate Increases Broken Into Component Parts Water 1.7% 0.8% 0.6% 1.4% 4.5% Sanitary 4.8% 2.3% 0.0% 0.9% 8.0% Storm Water 0.0% 5.2% 2.1% -0.1% 7.2% Total 2.9% 2.1% 0.5% 1.0% 6.5% • Regional Rate Increase - Impact on the utility rate of the change in Regional water/sanitary rates. • Capital - Impact of increased investment in the capital program. • Maintenance - Impact of increased investment in maintenance activities. • Other - Impact of all other changes. Examples include inflationary increases for existing budget items, changes to water/sewage processing volumes, and changes to net revenue/(expense). 0-10 Benefits of WIP Investments The WIP investments made as part of the 2018 budget approval are already showing benefits to the community, environment, and infrastructure. The 2018 WIP accomplishments include: • Watermain cleaning program resulted in a 48% decrease in discoloured water quality complaints • Increased storm main repairs program by 27% • Implemented a new catch basin cleaning program and removed 300 metric tonnes of sediment from catch basins • Replaced 6.05 kms of water, sewer and stormwater pipes • Protected 2,200 properties against backflow and cross -connection contamination • Maintained 20% of water valves to improve the overall safety of the drinking water system The 2019 WIP investments will build on the success of the 2018 accomplishments and augment them with funding for: • Stormwater o Watercourse inspection & maintenance o Catchbasin inspection & maintenance o Street sweeping, culvert maintenance, storm sewer maintenance, and spill response • Water o Watermain cleaning o Valve maintenance & replacement o Hydrant operation & maintenance These continuing investments will help reduce the risk of flooding causing property damage, improve water quality, and ensure water valves are operational to isolate mains in emergencies and for construction thereby reducing the number of customers affected and watermain break costs. The summary charts below show these utilities have modest surpluses budgeted in 2019, and in the case of Stormwater, the surplus is required to return the stabilization reserves to a positive balance. Budget 2018 Projected Actual $1,712,000 surplus 2018 Accumulated Stabilization Reserve Balance $3,498,000 positive 2019 Budgeted Rate Increase 4.5% 2019 Budgeted Result $81,000 surplus 2019 Accumulated Stabilization Reserve Balance $3,650,000 positive 0-11 Budget 2018 Projected Actual $1,501,000 surplus 2018 Accumulated Stabilization Reserve Balance $3,280,000 positive 2019 Budgeted Rate Increase 8.0% 2019 Budgeted Result $240,000 surplus 2019 Accumulated Stabilization Reserve Balance $3,587,000 positive Budget2018 Projected Actual $164,000 surplus 2018 Accumulated Stabilization Reserve Balance $406,000 negative 2019 Budgeted Rate Increase 7.2% 2019 Budgeted Result $433,000 surplus 2019 Accumulated Stabilization Reserve Balance $19,000 positive ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the city's strategic vision through the delivery of core service. FINANCIAL IMPLICATIONS: The financial impacts on the average homeowner of services provided to citizens by the City of Kitchener are shown in the table below. Taxes Storm Water Water Sa n ita ry Gas Assumptions: City Taxes: Current Assessed Value (CVA) of $309,000 Storm Water: property classified as Residential Single Detached Medium Water & Sanitary: water consumption of 204m3 Natural Gas: gas consumption of 2,100m3 0-12 Change 2018 2019 $ % $ 1,096 $ 1,121 $ 25 2.30% $ 162 $ 175 $ 13 7.20% $ 472 $ 493 $ 21 4.50% $ 571 $ 615 $ 44 8.00% 1 I 1 ,.� • � $ 750 $ 743 $ (7) -0.93% Assumptions: City Taxes: Current Assessed Value (CVA) of $309,000 Storm Water: property classified as Residential Single Detached Medium Water & Sanitary: water consumption of 204m3 Natural Gas: gas consumption of 2,100m3 0-12 COMMUNITY ENGAGEMENT: Citizens have an opportunity to provide input about priority areas of the Operating Budget through a number of processes. Their input comes through public consultation efforts for comprehensive master plans (e.g. Leisure Facilities Master Plan), strategies (e.g. Urban Forestry Strategy, Customer Service Strategy), or specific projects (e.g. City Hall Outdoor Spaces). As part of those processes, staff considers the feedback received from the public as they make their recommendations and share it with Council when those recommendations are presented for approval. The budget is the process whereby Council affirms the various approved priorities and allocates funds to bring concepts into reality. For the 2019 budget process, staff will continue to employ a suite of traditional and electronic engagement methods in an effort to effectively inform and consult citizens. Staff will proactively provide information about the budget process via media outreach and the City's website. Citizens are encouraged to provide their input by: • Writing, emailing or phoning City Hall • Attending the public input session planned for January 21, 2019 • Responding to the City's Face book/Twitter posts about the budget Utilizing Engage Kitchener online budget survey Contacting their ward councillor ACKNOWLEDGED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services 0-13 H Z u a ti N t c o Lr 000 m ctio c m m W N m a o ti rn m � ti o ti iro 0 c � o a`ticoQ N ul r r m LD N N N LD a o v` -i rnm nc io rn a N oo r m N T T U7 O U N h O LD N IX rn a � io m T V1 ti O O a N a U1 v v N N F 2 N 00 ti c L W u a m m - a U O r N c T rl U1 U1 N f M N m W m c m co m N c a io ti o c -i u c -I O m m m N c N N h LD U1 c -i h N h N N c N m m N W f N U7 O N m m e O Lr a co c c r a om m n u N N r LD a c c -i O N m m e O Lr co co c c N N � lma a c c -i O O O c c c O O O v v v m m m 0 0 0 0 0 0 0 ti m N o rn a u U7 LD N N LD N O N N h LD r T N a c or Lr a c a n LD W rl U7 N LD f U7 T m a LD N c ti m N N r a N O ,-i m a m I ,-i c in ti m a io ,� c a a a m� ti c c -I c -I N U7 c -I c ul LD O ul T h c N r N h h LD U a m N o a LD I' n ti 0 m 0 w c m N a N N 0 c -I c -I N U7 c -I c rn t O o c O io m c a r r oo rn a m o rl N N N r a N o o m N c m ti rn m N C c oooc ,-i ri c -i o 0o vi n h ti 0 0 LD o0 c m N a m ti O c rl N N U7 N c a N o o m N c m ti rn m N C c oooc LD m c -i O W ul rl N N U7 N c E E v cj u O v v a W a cW G O v ov U O (J ~ O ~ O c O O O. l0 l0 � > LL Q E o u o tb c a .!A O u w~^ v> v E m O D N W p z v u F > OC OW O N wQ ^ d c O N O H O Q m m N L O bA m Lu a o N 0 m = On aV of w W O M m a N_ w K u LLI w OF ma u K Z w Ln z O O 0 Z G! 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The mandate of the Building enterprise is to ensure construction within the City meets the minimum requirements as detailed in the Building Code. Services Provided: The Building enterprise provides a majority of its services to external customers for building permit issuance and on-site inspections. Building also supports the AMANDA software system and administers the final grading approvals for new low-rise residential buildings. Benchmarking: The charts below outline the total number of building permits issued and fees collected over the past 6 vears. 3000 2500 2000 1500 1000 500 0 $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 Total Building Permits Issued 2013-2018 2013 2014 2015 2016 2017 *2018 ■ Industrial/Commercial Institutional ■ Residential Total Building Fee Revenues 2013-2018 $4,942 2013 2014 2015 2016 2017 *2018 ■ Industrial/Commercial Institutional Residential * 2018 — Year -To -Date (YTD) January 1st to July 31st 0-16 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 RTCHENER Primary Legislation: The Building enterprise is governed by the Provincial Building Code including referenced legislation such as the Planning Act, the Development Charges Act, and other construction standards. The main purpose of the Building Code is to ensure the buildings citizens work, live and play in are safe through the issuance of building permits and site inspections. Building permit revenues must only be used for the administration and enforcement of the Building Code. Customer Base: The majority of Building's customers are the private sector, and their experience in building regulations is diverse; from minimal to knowledgeable. Building's customers include single time users such as do-it-yourself homeowners, repeat homebuilders, and non-residential applicants who build 1-2 times per year. The 2018 Year -To -Date (Jan. 1 -June 30) breakdown of Building's customer base is 83% residential, 11% industrial/commercial and 6% institutional. Recent Challenges: The downtown development charge exemption expires on February 28 2019, and building permit activity is expected to increase as a result. Building is not staffed for the influx of complex multi-storey buildings. The good news is temporary hires are complete to handle the increase in permit activity expected over the next few years. The Building enterprise experienced higher than normal job position changes. The position changes are the result of staff turnover and backfilling of temporary positions. The net effect of these changes is additional training for staff, which has an impact on workflow. The public portal upgrade is moving ahead but the planned go -live date of January 1, 2019 is uncertain due to technical issues beyond the city. Staff continues to monitor and assist with the goal of getting the project back on schedule. Recent Successes: Building successes are attributed to a technically skilled professional staff with proven customer service skills. Customer feedback on Building staff services continues to be positive. The Building enterprise seeks opportunities to leverage technology, this year the field technology for the building inspectors was upgraded. Speaking of leveraging, in May, we also leveraged and promoted Building Safety Month. The Building enterprise administered the termite pilot project for the 4th year. Tuesday Express Service was improved by starting at 2 p.m., 2 hours earlier than previous years. Lastly, through ongoing and prudent financial measures including high activity levels, the Building Stabilization Reserve remains positive and sustainable over the 5 -year projection period including an anticipated economic downturn. 0-17 CITY OF KITCHENER ENTERPRISE OVERVIEW Operating Model/Philosophy: Kitchener Golf provides an affordable golf experience for all. Services Provided: 1 KjT(.TmNER Kitchener Golf operates golf properties and facilities at both Doon Valley and Rockway Golf Courses offering affordable recreational golf opportunities, as well as facilitated camps and clinics, leagues, tournament and events. Kitchener Golf facilities are open from dawn to dusk seven days a week during the golf season, which can run anytime between April -November dependent upon weather. During the off season, the facilities can be utilized for special occasions and provide a public space for winter walking and cross country skiing. Benchmarking: The chart below outlines the prices at a number of privately owned public golf courses in the area. Kitchener Golf's prices are at the low end of the spectrum. Primary Legislation: A Level Playing Field agreement signed with National Golf Course Owners Association states that municipal golf courses will pay a dividend to their municipality equal to the sum of property and income taxes. This ensures that municipal golf courses are not at an unfair advantage. Customer Base: Both courses are open to everyone. Recent Challenges: Aging infrastructure of clubhouses, golf carts, maintenance and storage building. Recent Successes: In collaboration with Inclusion Services, we launched the Golf Fore Life — Golfers with Dementia program funded by a recreation grant from the Government of Ontario. We have received a tremendous amount of positive feedback and media exposure for this unique program. We are looking into securing funding to continue the program for 2019.w 0-18 Kitchener Merry Hill Cambridge Puslinch Elmira Primetime $47 $39 $57 $50 $53 Off -Peak $37 $28 $45 $46 $40 Primary Legislation: A Level Playing Field agreement signed with National Golf Course Owners Association states that municipal golf courses will pay a dividend to their municipality equal to the sum of property and income taxes. This ensures that municipal golf courses are not at an unfair advantage. Customer Base: Both courses are open to everyone. Recent Challenges: Aging infrastructure of clubhouses, golf carts, maintenance and storage building. Recent Successes: In collaboration with Inclusion Services, we launched the Golf Fore Life — Golfers with Dementia program funded by a recreation grant from the Government of Ontario. We have received a tremendous amount of positive feedback and media exposure for this unique program. We are looking into securing funding to continue the program for 2019.w 0-18 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 KjT(.TmNER Operating Model/Philosophy: The Parking Enterprise's goal is a self- funded, financially sustainable enterprise providing accessible and convenient parking in the downtown core at a fair price. It is very important to the core as it helps the City achieve and balance its economic development growth management and transportation objectives. Services Provided: The Parking Enterprise manages and operates the City's downtown parking portfolio, which currently consists of five parking garages, 17 surface lots, on -street meters and free parking spaces (totaling 3,593 spaces). It has direct responsibility for the operation, maintenance, capital rehabilitation and fiscal management of the City's public parking infrastructure. Benchmarking: The table below outlines current prices of monthly parking for surface and garage facilities in the downtown. The City's monthly parking prices are at the high end of the spectrum. Current Parking Operators Monthly Parking Fees before HST Provider Surface Garage Major 3rd party Private Business $118.65 $125.00 City of Waterloo $115.97 $150.07 City of Kitchener - Downtown $138.27 $157.08 Primary Legislation: Not applicable. Customer Base: All garage and surface facilities are open to anyone living, working or visiting the downtown. The customer base currently includes 2,113 monthly parkers and over 500,000 daily customers per annum. The total number of monthly parkers has remained relatively stable year over year, but inventory has increased in the last four years by 1,129 spaces with the addition of two new garages and the Bramm Street surface lot. The percentage of monthly customers over the current supply is approximately 68%. Recent Challenges: ION ridership will affect travel patterns in and around the downtown. The ION is scheduled to commence early 2019 and will impact parking demand. In 2018, the City's monthly garage parking rate of $154.87 + HST ($175.00) is the highest being charged within the downtown business area. Competitors in the downtown have not followed suit with the City's aggressive parking rate increases and contribute to eroding the City's market share. The City's daily rates are very reasonable. Hourly rates in private parking garages range 0-19 1 CITY OF KITCHENER ENTERPRISE OVERVIEW KITCHENER from $1.50 to $2.00 per half hour, where City garages provide 2 hours of parking at a rate of $3.20. The City's pay & display surface rate is $2.30 per hour. Increased demand for surface parking spaces throughout the downtown and specifically in the Innovation District is forecasted. In addition, supply of surface parking spaces is being reduced as planned redevelopment of surface lots occurs. An increase to monthly surface rates and hourly rates are warranted as demand for convenient and cheaper spaces increase and inventory decreases. Based on anecdotal evidence, staff anticipates increasing monthly parking rates in garage facilities above inflation at this time will result in less overall revenue as current customers will seek out cheaper alternatives. Increased parking rates in surface lots but not in garage facilities will narrow the price gap enticing long -stay parkers to use garages. It is forecasted this will free up valuable surface spaces for short -stay customers. Increased monthly garage parking rates also influence Downtown Kitchener's competitive advantage. High parking prices can directly impact current and future economic development in the downtown. Recent Successes: The Parking Enterprise is forecasted to achieve net revenue better than budgeted. Expenses estimates are very close to budget. However, projected revenues are higher than budgeted due mainly to a number of short term parking arrangements with neighbouring apartments and condominiums while they complete major garage repairs. The parking stabilization reserve fund is forecasted to be in a surplus position between the established minimum and maximum benchmarks at the end of 2018 and will continue to remain in a surplus position for the remainder of the 5 year forecast. 0-20 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 Kj*R Operating Model/Philosophy: Provide customers with safe, dependable and economical natural gas. Provide prompt, cost effective and professional services related to rental water heaters. Promote conservation, greenhouse gas reduction (GHG) and operate in an environmentally sensitive manner. Services Provided: Gas Delivery: Kitchener Utilities (KU) is a Natural Gas Distributor. KU delivers approximately 267 million cubic metres (m3) of Gas to our customers yearly. Ongoing work to the distribution system for maintenance, repair and upgrades include, installing and replacing meters, underground pipe installation and maintenance, providing services to homes and businesses, responding to gas emergencies involving gas line hits, gas leaks and odour calls, and gas utility locates. As a natural gas distributor KU is required to comply with codes, rules and regulations imposed by multiple governing bodies (see primary legislation list below). In addition to these rules and regulations, our commitment to customers is to promote and deliver energy conservation programs to help customers reduce greenhouse gas emissions. Gas Supply: Kitchener Utilities manages the purchase and transportation of the commodity to Ontario for consumption in Kitchener. Regulations require these costs to be a straight pass through to the end user. Water Heater Rentals & Service: Supply and service of rental water heaters. Benchmarking: While the population of Kitchener continues to grow, natural gas use has been declining over the past 10 years. The graph below shows that the volume of gas consumed in Kitchener has fallen from 295,733,000 m3 in 2005, to 273,923,953 m3 projected for 2018. This can be attributed to energy efficiency improvements, government policies to reduce GHG's, a decline in large industrial use, and conservation awareness. The volatile nature of the weather can result in large swings in consumption year over year. 0-21 300,000,000 250,000,000 200,000,000 150,000,000 100,000,000 50, 000, 000 0 CITY OF KITCHENER ENTERPRISE OVERVIEW Gas Volumes - (m3) 1,304 ,L006 ,LOO11 20ti0 20ti2 2018 2016 201aP 1 KffCHENfF-R Primary Legislation: Technical Standards and Safety Act 2000 Ontario Regulation 210/01 Oil & Gas Pipeline Systems Canadian Standards Association Z662-11 Pipeline Systems Essentials Code Canadian Standards Association Z246.1-09 Security Management for Petroleum and Natural Gas Industry Systems Code Canadian Standards Association B149.1-10 Natural Gas and Propane Installation Code Ontario Regulation 212/01 Gaseous fuels Ontario Regulation 184/03/215 Fuel industry certificates Measurement Canada — Gas Meters Electricity and Gas Inspection Act Ontario Energy Board — Gas Distribution Access Rule, Demand Side Management Guidelines, Code of Conduct, Storage and Transportation Access Rule Greenhouse Gas Emissions: Quantification, Reporting, and Verification regulation (0. Reg. 390/18) under the Environmental Protection Act, R.S.O. 1990, Chapter E.19 (EPA) Customer Base: Natural Gas: 71,000 Rental Water Heaters: 43,000 0-22 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 Kj*R Recent Challenges: As a result of the completion of the Regional Light Rail Transit project, there has been an increase in development of properties in and around the downtown core. These services are more resource intensive on the engineering side (design and inspection) and higher contractor costs from working around other utilities to install infrastructure in a constricted area. In order to meet the increased design and inspection requirements additional staff have been requested as part of the budget process. Kitchener Utilities is experiencing an increase in multi -metering requests (multiple meters at a property that only had a single meter), which has resulted in increased demand of staff time and resources. Recent Successes: Kitchener Utilities participated in 13 public outreach events to promote program awareness around conservation, safety and rental water heaters across the community, and engaged with over 7,750 customers. The implementation of the new meter inventory management system was launched for water meters. The new system will improve the management of meters, and increase administrative efficiencies as new meters will be directly scanned in and out of the database reducing data entry. The system will be expanded to include gas meters and water heaters in late 2019. In collaboration with CityWorks (the City's work order management system) a mobile gas valve inspection program was developed to collect real time data on valve inspections. This program sets the template for future maintenance programs to go mobile and remove the need for manual data entry of completed paper inspections. 0-23 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 KITCHFI`�R Operating Model/Philosophy: Provide customers with quality, dependable, and economical distribution of water. Promote conservation and operate in an environmentally sensitive manner. Services Provided: Water Distribution: Monitoring, installing and repairing the network of water mains, meters and services to ensure a reliable and safe supply of water. Conservation: Promoting conservation programs, which help customers reduce the amount of water used which save both money and conserves energy. Benchmarking: While the population of Kitchener continues to grow, water use has been declining over the past 10 years. The graph below shows that the amount of water metered and billed by the City of Kitchener has fallen from 22,500,000 m3 in 2005, to a projected amount of 19,282,000m3 in 2018. This is attributed to a decrease in industrial demand, increase in water efficiency measures, and greater conservation awareness. 15,000,000 5,000 000 0 Metered Water (M3) 2405 20D6 2007 2018 2D&9 2D1D 2D11 2D12 201a 2014 2015 2416 2017 2018P Yew 0-24 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 Primary Legislation: KiTc.R Safe Drinking Water Act, 2002. Ontario Regulation 170/03 Drinking Water Systems Ontario Regulation 128/04 Certification of Drinking Water System Operator and Water Quality Analysis Ontario Regulation 169/03 Ontario Drinking Water Quality Standards Ontario Regulation 188/07 Licensing of Municipal Drinking Water Systems Customer Base: Water: 68,000 Recent Challenges: There is a recent provincial requirement to have licensed Water Distribution Holders witness any connection to a live water distribution systems. This requires City of Kitchener staff to attend construction activities performed by contractors on the water distribution system. As a result, this is placing increased demands on existing staff time to comply with this requirement and decreasing time available to complete required maintenance activities. Recent Successes: In 2018 a Financial Plan covering 2018-2023 was submitted to Council. The plan demonstrates the financial viability of the Kitchener Drinking Water System. A third part audit was completed in September 2018 found that Kitchener Utilities was fully satisfactory in meeting the requirements of the Drinking Water Quality Management Standards. The 2018 watermain cleaning program commenced at the end of August 2018 and will consist of approximately 160km of watermain and 1600 valves. Additional support for the backflow prevention program was hired in mid -2018 to increase compliance numbers and further protect the municipal drinking water system. Water meter exchanges are continuing to replacing aging water meters. In the first half of 2018 approximately 2800 water meters were replaced. 0-25 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 KjT(.TmNER Operating Model/Philosophy: The Sanitary Sewer utility performs the service of removing wastewater generated in the city in an efficient, cost effective, and environmentally responsible manner. The Sanitary Sewer utility also ensures this is done in compliance with legislative and regulatory requirements. Services Provided: The Sanitary Sewer utility performs a wide range of activities and programs that together supports the provision of safe and reliable collection of raw sewage generated within Kitchener and neighbouring municipalities, and its subsequent conveyance through 900 kilometers of pipes and 23 pumping stations to a Regional wastewater treatment facility, where the City pays the Region for ultimate treatment and disposal. Such activities and programs include: • The Water Infrastructure Program (WIP) — Previously known as AIRP • Pumping station rehabilitation and replacement • The trenchless sewer rehabilitation program • Trunk sewer replacement • Spot repair program • Pumping station maintenance • Flow monitoring program • Closed Circuit Television (CCTV) inspection program • Flushing programs • Emergency repair work • Service connection blockage clearing • Hydraulic modeling • Condition and Risk assessment, scoring, and system analysis • System for the remote control of and data acquisition from pumping stations (SCADA) Benchmarking: The Utility is participating in the National Water and Wastewater Benchmarking Initiative which looks at key performance indicators for municipalities across the country. Data for the current year is being gathered and will be processed to compare to previous years. Primary Legislation: Clean Water Act Environmental Protection Act Ontario Water Resources Act Environmental Assessment Act Customer Base: The owners, residents, and users of nearly all facilities in the city are generators of raw sewage. This would include nearly every residential, and every significant commercial, industrial, and 0-26 CITY OF KITCHENER ENTERPRISE OVERVIEW institutional building in the city. In total, this equates to over 65,000 customers billed for this service. Recent Challenges: 1 Kj*R Operational: Significant amounts of Kitchener's sanitary assets have reached, or are nearing, the end of their lifecycle. As these assets deteriorate, the need for ongoing, regular maintenance increases, resulting in a requirement for more funding and resources for preventative and corrective maintenance. The recently approved sanitary utility rate increase will result in improved budgets for both maintenance and replacement of sanitary infrastructure, and thus contribute to reduced risk to the utility. Budgetary: (1) Construction costs for replacement and rehabilitation of infrastructure from 2004 to 2017 were significantly greater than the CPI rate of inflation. (2) Unit costs of sewage processing have been, and are expected to, increase at rates well above the rate of inflation (these costs are controlled by the Region). Recent Successes: Capital Works: Furthering the goals of the Water Infrastructure Program through the replacement of sanitary sewer mains and services: by the end of 2018, 6.0 kilometers of sewer main replacement are anticipated to have been accomplished along with 2.0 kilometres of sewer main rehabilitation. Capital Works: (1) Replacement of the Freeport sewage pumping station (SPS) is complete. Associated forcemain construction is now underway. The completion of this work will continue toward the lifting of a development freeze that has existed in this area for over a decade. (2) Construction of the new Doon South Sewage Pumping Station is now complete thereby permitting the development of the Doon South Community Plan area. (3) The South Strasburg Trunk Sanitary Sewer is now complete providing an outlet for growth in south-west Kitchener. Analysis: (1) Development of a risk analysis software tool for use in the enhanced prioritization of remediation work to the sanitary sewer network. (2) Development of a flow analysis tool for use in analyzing the capacity of individual pipe sections within the sanitary sewer network for both existing and future proposed flows. Administration: (1) New cross border servicing agreements have been established with Woolwich Township and the City of Waterloo. (2) Transfer of the Mannheim Sewage Pumping Station to Wilmot Township has occurred. 0-27 CITY OF KITCHENER ENTERPRISE OVERVIEW 1 KjT(.TmNER Operating Model/Philosophy: The Stormwater utility performs the service of treating and controlling stormwater generated in the city in an efficient, cost effective and environmentally responsible manner to comply with legislative and regulatory requirements. Services Provided: The utility provides the necessary funding to operate, maintain, rehabilitate, replace and build stormwater infrastructure across the city. The stormwater system is comprised of approximately 100 kilometers of open watercourses in 20 subwatersheds, 650 kilometers of sewers, 12,000 catch basins, 16,000 manholes, 65 hydrodynamic separators, 1,200 storm sewer outfalls and 146 stormwater facilities. Services include new capital projects identified by the annual water quality audit that is conducted on local watercourses to determine where additional stormwater controls are required to improve water quality. Other projects are required to address flooding in various parts of the City. In addition to discreet capital projects, annual programs are established to address recurring activities. These include: • Stormwater Management (SWM) Monitoring Program • Sediment Management Program • Watercourse Improvement Program • SWM Facility Retrofit Program • Drainage Improvement Program • SWM Infrastructure Implementation Program • Water Infrastructure Program (WIP) — Previously known as AIRP • Low Impact Development (LID) AIRP • Sewer & Manhole Maintenance and Repair • Watercourse/Bridge/Culvert Maintenance and Repair • Street Sweeping • Leaf Pickup • Spills Finally, the utility also funds a credit program to provide an incentive to private property owners to control stormwater at the source where it falls on private property. Benchmarking: The stormwater utility finalized the Integrated Stormwater Management Master Plan (ISWM- MP) to replace the 2001 SWM Policy 1-1135 with policy MUN-UTI-2003. The master plan establishes goals and objectives as well as provides direction to the utility until the year 2030. There is an annual process of measuring progress against planned progress in the ISWM-MP. Additionally, the utility is participating in the National Water and Wastewater Benchmarking Initiative which looks at key performance indicators for municipalities across the country. Data is gathered annually and is processed to compare results to previous years. 0-28 1 CITY OF KITCHENER ENTERPRISE OVERVIEW Primary Primary Legislation: There is existing legislation that dictates certain requirements for stormwater management. The key pieces of legislation include: • Clean Water Act, • Water Opportunities Act, • Environmental Assessment Act, • Ontario Water Resources Act, • Canadian Environmental Protection Act, • Canadian Fisheries Act, etc. Customer Base: There are over 70,000 properties in the city that are billed for the stormwater management service. The bill is based on the amount of impervious surface on the property. Recent Challenges: Operational: Storm events are becoming more severe and intense which has a direct impact to the entire stormwater system, by either causing damage to or exceeding the capacity of existing infrastructure in an unpredictable manner. Legislative: The new legislation for the Sewer Safety Inspections process has resulted in an increased level of service that is now required for the locating of utilities prior to construction activities taking place. Budgetary: (1) There is an existing backlog of legacy projects identified in previous stormwater audits that can only be completed as funding becomes available. (2) Operations and maintenance requirements necessary to maintain the current service levels versus the current budget allocations for such activities. This does not take into consideration the need for additional budget to facilitate the transition to a more preventative maintenance approach. (3) The stormwater utility is currently reviewing alternative strategies to enhance the lifecycle of stormwater infrastructure to help address the current and any future deficits. Recent Successes: Operations and Maintenance: Operations staff removed over 7,000 tonnes of sediment from stormwater facilities in 2017/2018 returning them to their design condition to improve water quality. A total of 45 out of 146 facilities have now been cleaned out. Capital Works: (1) The construction of SWM Facility 21 and the Kolb culvert replacement is underway and will be completed in 2018. (2) Sediment will be sampled in over 12 additional SWM facilities to complete chemical analysis for determining the correct disposal methodology for future works. (3) Restoration of fish habitat and construction is currently underway for Idlewood Creek. Approval agencies include DFO, GRCA, MNRF and First Nations. (4) Sediment removal from the Victoria Park Lake forebay will occur in the fall of 2018. 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L O DC Ln v 4-jN N •- ca � 4� � O O = O O b0 •- c +-j • - O � L DC � log Operating Budget Issue Paper Index 0-122 Description Included in Proposed Budget? Op 01 Continuing Transitional Funding for Centre In The Square N/A Op 02 Clearing Snow in Bike Lanes Yes Op 03 Enhancing the City's Environmental Sustainability Yes Op 04 Increasing the City's Use of Alternate Fuel Yes Op 05 Implementing First Stage of Urban Forest Strategy Yes Op 06 Improving Citizens Online Customer Service Experience Supporting Service and Growth Maintaining Gas Utility Infrastructure Yes Op 07 Yes Op 08 Yes Op 09 Maintaining Water Stormwater and Sanitary Infrastructure Yes 0-122 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 01— Continuing Transitional Funding for Centre In The Square (CITS) FUND: Operating DEPARTMENT: Centre In The Square PREPARER: Deborah Daub, Director of Finance, CITS BUDGET ASK: $146,527 (funded from the Tax Stabilization Reserve Fund) In 2016, Centre In The Square (CITS) was allotted $250,000 for transition funding due to the change to Mandate B that became a new policy from the City of Kitchener for CITS to follow. This transition funding increased the total funding for CITS to $2,000,000 when it was added to the $1,750,000 operating grant that was approved for 2016. Since then, the total funding provided to CITS by the City has remained at $2,000,000, but the transition funding has been decreased each year by the increase in the grant provided to CITS by the City. The transition funding has been $250,000 in 2016, $218,500 in 2017, and $182,870 in 2018. The request reflects the decision taken by City Council in March 2015 tied to the new mandate and the subsequent financial implications for CITS. As the new agreement between CITS and KWS is implemented over the next 2 — 4 years (starting with the 2019/2020 season in September 2019) and to continue to make the necessary adjustments for the Mandate fiscally possible, CITS is asking for a continuation of this transition funding with a decrease of $36,343 from the 2018 amount. This would amount to an additional transitional funding of $146,527. With the increase of the operating grant by inflation to $1,853,473, this additional funding will leave the total funding for CITS at $2,000,000 matching the total amount received in 2016, 2017, and 2018. In addition, in order to support several capital projects relating to health and safety, CITS is requesting that any yearend surplus amounts in 2019 be retained by CITS and assigned to its capital replacement fund. Any deficits would be split 50/50 between CITS and the City. The current arrangement is that any surpluses or deficits are split 50/50 between CITS and the City. CITS would like to retain any 2019 surplus to help fund upcoming capital projects such as the replacement of the original stage fire safety barrier (fire curtain) and the replacement of the remaining original stage jack lift mechanisms. The transition funding will support the Front of House costs for our community partners (such as the Grand Philharmonic Choir) and will allow CITS to continue to work with other smaller arts presenting organizations within Kitchener. It also provides support for other Mandate activities such as covering some of the costs of access to the Studio and Main Theatres. That approval be granted for additional transitional funding of $146,527 for the CITS to be disbursed from the Tax Stabilization Reserve Fund at the request of the CITS Board, with Council being notified of the request by email, And that any yearend surplus in 2019 be retained by CITS to help fund its capital projects, but any deficit be split 50/50 between CITS and the City. 0-123 ISSUE: FUND: DEPARTMENT: PREPARER: BUDGET ASK: CITY OF KITCHENER 2019 BUDGET ISSUE PAPER Op 02 — Clearing Snow in Bike Lanes Operating Infrastructure Services — Operations (Roads & Traffic) Roslyn Lusk, Director, Operations (Roads & Traffic) None (included in proposed operating budget) On May 3, 2018, the Province released amendments to Ontario Regulation 239/02 (O.Reg. 239/02), Minimum Maintenance Standards (MMS) for Ontario Highways. A major change in the MMS relates to an enhanced focus on active transportation, namely winter maintenance of sidewalks and bike lanes. Before this amendment, there were no requirements under the Province's MMS to remove snow from sidewalks and bike lanes. In June 2018, Council approved components of staff report INS -18-023 (Winter Sidewalk Maintenance Review) which will allow enhanced bylaw enforcement to achieve better compliance with the sidewalk maintenance bylaw. In addition, City Operations staff in Parks & Cemeteries (PC) have increased their sidewalk inspection and maintenance program to respond to the changes in the MMS. While the proactive bylaw enforcement will attempt to address the legislative requirements for sidewalk clearing, it does not address the legislative requirements for winter maintenance of bike lanes. The City's current winter maintenance program includes the clearing of snow from on -road bike lanes as part of roadway maintenance where there is sufficient boulevard space for storing snow. Where there is insufficient boulevard space, snow is stored in the bike lane until snow loading operations commence. Snow loading from boulevards, corners at intersections and from bike lanes occurs when snow encroaches into travel lanes or sidewalks, or when the snow piles become a sight line issue at corners. Snow loaded away from these areas is transported to the city's Snow Storage and Disposal Facility (SSDF) located on Battler Road. There is currently an inventory of 126 km of on -road cycling facilities within the City of Kitchener; that is, 62 km on Regional roads and 64 km on City roads. 33 km (17 km on Region roads and 16 km on City roads) of the on -road cycling facilities do not have sufficient boulevard storage for snow cleared away from the bike lane (i.e. curb -face sidewalks) and therefore do not receive winter maintenance. The City currently winter maintains the remaining 93 km of on -road cycling facilities on both Region (45 km) and City roads (48 km) that have sufficient boulevard storage. Figure 1 is a map identifying both the on -road and off-road cycling infrastructure. For the winter of 2018/2019, staff are recommending expansion of the winter maintenance program to include an additional 11 km of bike lanes on City roads where there is insufficient boulevard for snow storage. Together with existing on -road cycling facilities that were previously winter maintained, the additional 11 km of bike lanes proposed for maintenance this year provides clear and direct connections to other maintained trails, cycling facilities and/or the downtown. This additional service will bring the inventory of on -road cycling facilities with winter maintenance on City roads to 59 km (or 92% of existing City on -road cycling infrastructure). 0-124 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER The legislation applies to all cycling facilities located within the municipal highway. The City also maintains 65 km of off road cycling facilities in winter that do not fall under the new legislation. Based on the proposed budget, a total of 169 km of cycling facilities (both Region and City) will be accessible to winter cyclists in the City of Kitchener. The proposed budget provides funding for winter maintenance of on road bike lanes for the short term, until the Cycling and Trails Master Plan refresh is completed. The information gathered regarding operational impact and costs associated with winter maintenance of bike lanes during the short term will inform the development of the Cycling and Trails Master Plan. City staff have engaged in a number of conversations with the Region and area municipalities. The Region, Cambridge and Waterloo have indicated they will be continuing with status quo in terms of winter maintenance, with removal of snow stored in bike lanes as soon as is practicable. City staff will continue to participate in a working group with the Region and area municipalities to define a year— round active transportation network. Snow loading costs were estimated based on an average of 10 events requiring loading per winter season. An average snow loading operations cost approximately $2,500/km per event. The impacts for snow loading the additional 11 km of on road bike lanes for 10 events is $300,000; which includes $275,000 for the snow loading and $25,000 in salt costs. The financial impact of $300,000 does not contemplate the operational impacts of future cycling infrastructure that may come online beyond 2019. For information. 0-125 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER 3 Figure 1: yr Maintained ng Facilities 201 8/1 9) Winter Maintained On -road Cycling Facilities Proposed for 2018-2019 Currently Winter Maintained On -Road Cycling Facilities Currently Winter Maintained Off -Road Cycling Facilities 0-126 I ` T�rrc��:FR D 0-126 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 03 — Enhancing the City's Environmental Sustainability FUND: Operating and Capital DEPARTMENT: Development Services — Development Services Administration PREPARER: Claire Bennett, Corporate Sustainability Officer BUDGET ASK: None (included in proposed operating & capital budget) Corporate Sustainability is a recently established initiative in Development Services (DS) with a corporate -wide mission to reduce greenhouse gas (GHG) emissions stemming from City operations, while adapting to climate change impacts, lowering operating costs, meeting internal and external climate targets and gaining recognition through leadership in sustainability and innovation. The program and associated actions will be represented in the City's first Corporate Climate Action Plan (CorCAP), to be launched in 2019; given its ambitious scope and scale of influence, the request herein is for an operating and one-time capital allocation for a reserve fund to assist in implementing the plan. An 8% absolute GHG reduction target was approved by Council in 2017, to be achieved by 2026 through a set of strategic actions, and corresponding implementation plan, in the areas of buildings, pumping stations, fleet, lighting and waste. In addition to Council expectation, the CorCAP is a deliverable within the Business Plan (DS) for 2019 and incorporates Infrastructure Services business plan items (ie. Sanitary Review) as well as key priorities in the Strategic Plan. Further, the CorCAP and sustainability program coordinates and satisfies external mandates in the Green Energy Act/Electricity Act and with Sustainable Waterloo Region and ClimateActionWR in addition to making the City eligible for certain FCM and other federal level funding. This issue paper outlines an operating budget for programming activities and any related resource supports to focus on outreach and engagement activities as well as coordinating corporate and community -wide climate data (asset damage from weather events, waste, fleet, utilities, program participation, sensors - soil, weather, equipment, etc.). The program will improve availability and quality of data for robust forecasting, trending, reporting and program design for current and emerging capital and operating implications; though, the primary focus will be to influence behavioural change through engagement programming, (ie. Lovemyhood greening; driver behaviour) which is essential for reducing consumption/costs (with very small overhead), while also improving staff morale - with particular opportunity for front-line staff empowerment. Corporate Sustainability, via the CorCAP, establishes a formalized climate management program, including mechanisms to gather key data to measure, fund and communicate actions in terms of cost, savings and carbon reductions. Through the proposed revolving fund, the CorCAP action items will leverage planned capital expenditures, such as new builds/major renovations, asset renewal, stormwater master plan items, etc. to align with strategic goals and core functions to improve capacity through financial and efficiency savings and innovative 0-127 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER deliverables. Further, SaveONenergy incentives are available through 2020 so there is a significant financial argument to do applicable projects in the short term. There will be corporate wide (and community) benefits to this allocation in the form of cross -departmental operating savings from reduced energy and maintenance costs and process efficiencies, improved reputation and compliance to internal and external mandates. The one-time 2019 and 2020 capital contribution will be used strategically, to establish a reserve that will invest in projects that have strong payback periods. The operational savings will pay off project costs and be reinvested into further energy savings projects. The ongoing operating ask will fund operating expenses - Fleet and Stormwater groups have allocated contributions to the corporate sustainability operating budget. Corporate Sustainability Budget Request 2019 Budget - Corporate Sustainability Revolving fund $400,000 2-7 year payback projects, to be paired with planned capital expenditures to leverage more efficient and innovative solution. Operating $129,000 $40,000 for program expenses as well as $89,000 for contract staff ($30,000 from the Stormwater utility, $20,000 from Fleet, and $39,000 from DS Administration) Total $529,000 That an Energy Retrofit reserve fund be created to fund projects that result in energy (including water and waste) savings. 0-128 Reserve Fund Information Sheet Name of Reserve/Reserve Fund Energy Retrofit Category Reserve Fund Type Discretionary Classification Program Specific Purpose Provides funding to finance projects that result in energy (including water and waste) savings. Projects will be designed to have between a 2 to 7 year payback period Funding Source One-time contribution at time reserve was created. Additional one-time contributions approved by Council. Savings from approved projects will repay the initial investment from the reserve. Appropriation of Funds Transfer to the capital account for stand-alone projects and to pay the marginal costs of efficiency improvements within larger capital projects. Target Level Minimum: Closing balance should not drop below zero. Rationale: Projects should only proceed if there are funds to pay for them. Maximum: Closing balance should not be greater than the one-time contributions made to the reserve ($400,000 at the time the reserve was created). Rationale: Projects funded by the reserve need to repay their investment, but once the investment is paid back, savings should accrue to the appropriate divisional budget. Excess: Not applicable. Next Review: 2024 Reporting Annual report to Finance and Corporate Service Committee (e.g. Budget) Accountability Cost Centre TBD Divisional Ownership Development Services Ownership Lead Justin Readman Interest Allocation Yes Other Previous Policy New Previous Title Not applicable Resolution Date Amendment Date(s): Repeal Date: Proposed start date 1 -Jan -19 End Date (if applicable) 0-129 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 04 — Increasing the City's Use of Alternate Fuel FUND: Operating DEPARTMENT: Infrastructure Services— Fleet PREPARER: Don Miller, Director of Fleet BUDGET ASK: None (included in proposed operating budget) The City of Kitchener Fleet has utilized Biodiesel blends to fuel Heavy Duty Truck and Off Road Equipment since the commissioning of the fuel distribution system at the Kitchener Operations Facility in 2011. There is an opportunity to support the Corporate Climate Action Plan (CorCAP) goals in reducing greenhouse gas emissions by increasing the use of alternate fuels. Biodiesel is a renewable, clean -burning diesel replacement that is effective in reducing greenhouse gas emissions. The Biodiesel specified is a derived from soybean oil feedstock and manufactured to applicable Canadian General Standards Board (CGSB) standards for applicable fuel types and blends. The fuel blends are used as follows: • Biodiesel is currently used at a minimum level of B-5 (5% Biodiesel) during cold weather periods to ensure fuel stability, to avoid gelling and plugging of fuel filters. • Biodiesel is currently used at a level of B-20 (20% Biodiesel) during warm weather periods. • The proposed increase to a level of B-50 (50% Biodiesel) would be implemented during warm weather periods. The Corporate Climate Action Plan (CorCAP) overall target for Fleet is 115 tCO2e annual with a commitment of 805 tCO2e reduction by 2026. The 2016 baseline for Fleet GHG emissions were 3,560 tCO2e with a goal of 2026 fleet GHG emissions be 3,455 tCO2e. Along with other fleet Initiatives, the full implementation and utilization of increased levels of Biodiesel to a B-50 (50% Biodiesel) as proposed would support meeting these targets with an estimated annual reduction of 162 tCO2e. The estimated cost to increase the biodiesel content to a B-50 Biodiesel blend in summer months is $71,960. For information. 0-130 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 05 —Implementing the First Stage of the Sustainable Urban Forest Strategy FUND: Operating DEPARTMENT: Parks & Cemeteries, Infrastructure Services Department PREPARER: Niall Lobley, Director, Parks & Cemeteries and David Schmitt, Environmental & Urban Forest Project Manager BUDGET ASK: None (included in proposed operating budget) Directed by Kitchener's Strategic Plan (2015-2018), and following a comprehensive review and community engagement process, staff presented Kitchener's first draft Sustainable Urban Forest Strategy at the May 7, 2018 (INS -18-025) Strategic Council Session. This strategy, once approved, will act as the foundational plan that is required to establish a long-term approach to the way we value and manage our urban forest. With the public review process for the draft completed, staff will be presenting the final strategy and long-term implementation plan for Councils consideration in early 2019. Council provided strong indication during the strategy session that alongside a sustained implementation of the plan, staff should identify opportunities for 'quick wins' early in implementation associated with five priority areas: 1) Address areas of risk 2) Address key gaps (i.e. data collection, best practices, plan first) 3) Improve customer service 4) Continue work that will support tree planting on private lands, and 5) Protect trees Staff have reviewed the Sustainable Urban Forest Strategy (SUFS) and current Forestry Program to identify specific actions that can be undertaken immediately to respond to Council priorities. A revised operating and capital program that is risk- and action -focused has been developed with three key outcomes. These are: A) Increase tree planting activities The City has for several years removed more trees annually than it has replaced. This has been significantly driven by the reaction to Emerald Ash Borer, but also reflects challenges within the urban forest canopy. These issues have led to a significant backlog of tree planting needs. 1. Implement an accelerated tree planting program to start to address the existing street tree backlog — more than doubling our current planting program to plant 2,000 — 2,500 trees over 3 years (Note: Planting activity will largely commence in fall 2019, with most significant planting in 2020 and 2021). 2. Implement a partnership with external agencies to support private tree planting activities. Outcomes: Seek to eliminate the existing tree planting backlog over 3 — 5 years; develop a sustainable tree planting program that seeks to address potential for future backlogs; develop canopy targets and move to meet these through both City and private programs. 0-131 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER B) Identify and remove at risk trees Trees are found adjacent to private property, trails and roads, City buildings, in our parks, community centres and other facilities. Failure of part or all of a tree can be mitigated through routine programmed works and a cyclical inspection program. 1. Implement a priority risk based inspection process which will ensure all City trees are inspected to an agreed frequency. 2. Implement a priority based program of proactive work based on inspection that seeks to mitigate risk. Outcomes: Reduced potential for tree failure; over successive cycles reduced clean-up costs after storm events; reduced tree related risk to residents and tree related liability for the City. C) Improve customer service Consistently a top 5 issue of customer contact through the Corporate Contact Centre on an annual basis is related to tree planting and pruning. Ensuring a helpful and accurate response is provided to our customers is important. 1. Implement customer service standards and define service levels in respect to City response times to customer enquiries. 2. Proactively seek to inform customers and influence expectation through providing clear messaging around tree related matters. Outcomes: Reduce customer based complaints, develop an understanding of City responsibilities for tree management, improve customer response times on urban forest matters and provide information and support proactively on urban forest initiatives. Forest Operations Technologist The development of the Strategy has demonstrated the need for an additional resource to be able to help implement the strategy and to help engage business improvements in forestry. In support and addition to the above, two areas of pressure have been identified: 1. The need to better address and serve the customers of the forestry department, internal and external, by systematic prioritization of work programming. 2. A resource is required to better manage and implement operational programs and ensure data is captured and utilized in decision-making. The strategy has outlined where there are data gaps that need to be filled, and where there are uses of data that can support more effective service delivery. The proposed budget includes the request for a Forest Operations Technologist to address these issues. 0-132 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER To support these 'quickwins', the following related capital accounts have been consolidated into one Urban Forest Strategy account, Urban Forest, Naturalization, Woodland Parks and Emerald Ash Borer. This will provide initial support to deliver on the priorities identified above. Additional operational support is required to ensure that these programs can be initiated and sustained. The proposed budget includes $235,000 to support the delivery of the above outcomes to be allocated to: Identify and remove at risk trees $100,000 Increase tree planting activities $125,000 Improve customer service $10,000 Total $235,000 The funding for the Forest Operations Technologist is within the current salary allocation within Forestry. Over successive years of adding no staff to the Forestry compliment, and through prudent allocation of resources, it has become possible to add an additional FTE to the Forestry operating budget without impact to the overall budget. The forecasted budget for this position is $111,000. That one Forestry Operations Technologist position be approved to better support forestry related service delivery and citizen requests. 0-133 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 06 — Improving Citizens' Online Customer Service Experience FUND: Operating and Capital DEPARTMENT: Community Services Department — Customer Service Division PREPARER: Jana Miller, Director, Customer Service BUDGET ASK: None (included in proposed operating & capital budgets) In late 2016, the City began using a Customer Relationship Management (CRM) software which helps track, manage and monitor customer interactions with the City through its Corporate Contact Centre. When Council approved the new CRM, it was also envisioned that the CRM would also eventually support a new online customer service portal which residents could use to access, and follow-up on, a wide variety of municipal programs and services at their convenience. The idea of creating a centralized online customer service portal for citizens to access City information, programs and services was raised frequently during the City's recent Customer Service Review. That review gathered input from more than 1,700 staff and 3,500 citizens between February and August, 2018. The creation of a one-stop, centralized and personalized online customer service portal (which will be accessible from the front page of the City's website) will allow residents to: access information, get answers to questions, perform transactions, request services, report problems, resolve issues and follow-up on their previous inquiries/complaints. By signing into their secure online portal account, citizens will be able to: • Customize their online interactions with the City by connecting their account to the specific services and information they want to access. • Initiate, track and receive updates on their service requests in one centralized online location (instead of having to visit multiple webpages and log -in to multiple systems) no matter how they initiate their requests (social media, online, phone, walk-in). • Receive information and assistance online that is consistent with what they would receive when calling the Corporate Contact Centre for assistance. • Proactively receive information and notifications from a wide range of City services and programs based on their own information preferences, location, site searches, etc. All of these features will respond to citizens growing expectations to be able to access municipal services and information online quickly and conveniently through self -serve options. 0-134 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER The funding splits for the additional costs related to the online customer service portal are shared between the tax -base and enterprises based on how the overall CRM costs are funded. Capital Costs: In order to create the online customer service portal, the City needs to purchase several online tools that will work with our CRM to ensure information, business processes and data from a variety of other city-wide systems (e.g. CityWorks, AMANDA) are combined to provide customers with a seamless online customer experience: Details Total Enterprise Funding Tax -Base Funding Capital Costs for Online Portal $280,600 $134,688 $145,912 Existing Funding $161,976 $77,749 $84,228 Funding Added to 2019 Forecast $118,624 $56,939 $61,684 *Existing capital funding of $161,976 will come from the current CRM capital account Operating Costs: The online customer service portal will only be successful if its content is kept up-to-date and meticulously accurate — otherwise residents will receive incorrect information and their service requests will not be fulfilled correctly. The hundreds of business processes, plus additional scripting and information that will be provided to residents so that they can walk themselves through their online service interactions will require relentless identification, development, updating and digitization. In order to complete this work, an additional staff resource (Knowledge Management Associate) is required. As a comparison, the Region of Waterloo currently employs two full time equivalents (FTEs) in order to complete similar work for their CRM. Additionally, there will be some ongoing licensing costs for the portal which have been incorporated into the costs below: Details I Total Enterprise Funding Tax -Base Funding Operating Costs for Online Portal 1 $225,575 $106,020 $119,555 That one Knowledge Management Associate position be approved to support the customer service online portal. 0-135 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER The following mock-ups have been created to help demonstrate the vision for the City's new online customer service portal and show to a few of the ways the portal might be used by residents. It is important to note that the final product may not be exactly as shown below. These two mock-ups below show the 'dashboard' that would appear once a resident has signed into the portal from the front page of the City's website: Welcome back David! THINGS TO DO What's happening in your neighbourhood ::::. ..... Events coming up downtown '1'�� •Free family fun View your property tax bill in detail,,. Check cut all of the fun events we have planned... BYLAW COMPLAINTS BUILDING PERMITS 7123/2018:A City of Kitchener inspector will be on your 1213412018: A sidewalk complaint you filed against a property property to inspect the footings of yourdeck. Please du not located at 1234 Main Street has been sent to our bylaw division. proceed with building until this inspection is complete_ The property owner has been notified and has until midnight on Learn more about buddign permits... 12131/2018 to clear the sidewalk, or risk being fined. WE'RE WORKING IN YOUR AREA Read more... Road closures: River Road closed at Ottawa Street Facility notices: Stanley Park Community Centre will be closed SNOW REMOVAL on Aug. 10 far the Civic Holiday, Snow removal zone: priority 1 Power outages: none at this time Service level during a snowfall: includes plowing and/or de-icing Read more... according to conditions. All priority 1 routes are maintained until PROGRAM REGISTRATION they meet or exceed minimum maintenance standards. Summer camp registration starts: 212312019 Read more about aur s naw removal process... Spring swimming registration starts: 111 51 20 1 9 WASTE COLLECTION View all of the ways your family can get active... waste collection date: 1115121111 Next blue bin collection Cate: 111512019 WE THOUGHT YQU MIGHT LIKE:. • Kids cooking camp atthe Kitchener Market ' Early bird golf memberships on sale now! New homeowner tips from our building division View more content chosen just far you... G+ LOGOUT t SETTINGS 0 HELP Hello Beatrix! PROPERTY TAX BILL Current propertytax installment: $1035.78 Total propertytaxes: $2,071.55 Due date: 312312019 View your property tax bill in detail,,. BYLAW COMPLAINTS 1213412018: A sidewalk complaint you filed against a property located at 1234 Main Street has been sent to our bylaw division. The property owner has been notified and has until midnight on 12131/2018 to clear the sidewalk, or risk being fined. Read more... SNOW REMOVAL Snow removal zone: priority 1 Ak Service level during a snowfall: includes plowing and/or de-icing according to conditions. All priority 1 routes are maintained until they meet or exceed minimum maintenance standards. Read more about aur s naw removal process... WASTE COLLECTION waste collection date: 1115121111 Next blue bin collection Cate: 111512019 moi/Next moi/ Next green bin collection date: 1115/2019 Learn more about waste collection.- ollection._.PROGRAM PROGRAMREGISTRATION Spring registration starts: 2/2312019 Last fall you took beginner pilates, you may be interested in beginner yoga. Read the course description to learn more. View all of the ways to get active... G+ LOGCl1T SETTINGS 0 HELP 0-136 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 07 — Supporting Service and Growth FUND: Operating DEPARTMENT: Development Services & Community Services PREPARER: Barry Cronkite, Chief Jon Rehill, Kim Kugler, Mark Hildebrand BUDGET ASK: None (seeking approval of FTEs only) The creation of new permanent full time equivalent positions (FTEs) within the organization requires City Council approval. This issue paper is seeking approval of four FTEs which are required to support continued service delivery and to respond to growth pressures. Funding for these FTEs has been built into the recommended operating budget through a combination of growth funding and/or increased revenues. Traffic Proiect Coordinator Continued development, large scale infrastructure projects, a steady increase in permits issued and overall growth of the city has significantly increased the workload required of the existing Traffic Project Coordinator position. Accordingly, in September 2017, Council approved the hire of a temporary (12 month) Traffic Project Coordinator to support these increased demands on the work area. City Council also approved a new user fee for road occupancy permits and other associated works (INS -17-067) and referred permanent status of that temporary position to the 2019 budget process so that staff could confirm that sufficient revenues are generated from the new fee to fund a permanent position. Staff are now in position to confirm that the new fees generate sufficient funding to make this position permanent. ActiveNet Administrator Over the past 8 years the City has seen significant growth in the number of residents using its online system (ActiveNet) to register for direct City programs, Neighbourhood Association programs, summer camps, events and programs at the market, and camps/lessons at Kitchener Golf. Over this period of time no new staffing has been added to respond to the growing number of customers using this system as their primary method to register for programs. As a result, customers have had a number of negative experiences with discrepancies in fees charged, inquiries left unanswered for a prolonged period of time, inability to apply LAC (Leisure Access Card) funds through the system, and significant frustration regarding the online search function. ActiveNet is currently only supported by one FTE. The addition of a second FTE to support the increased customer use of ActiveNet would significantly increase customers experience by: providing more timely responses to their questions and concerns, better auditing to avoid discrepancies in fees being charged to residents, the roll out of a facility booking module, and the implementation of 'scan cards' at our pools to eliminate the need for paper tickets. 0-137 2010 2018 - Projected Programs Available 6,858 19,610 Online Transactions 6,843 38,000 Online Revenue $751,764 $2,400,000 Gross Revenue (including online) $7,675,679 $12,200,000 0-137 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER Inclusion Support Worker The Senior Day Program provides a supportive and inclusive programming opportunity for frail older adults living in the community that are no longer able to participate in traditional programming due to a variety of physical, social and/or emotional limitations. The program is highly utilized by the community and serves on average 27 individuals per day and 6,500 program visits annually. The Waterloo Wellington Local Health Integration Network (WWLHIN) funds approximately 80% of the programs operating budget. In 2012, the WWLHIN provided funding for two part time Inclusion Support Workers (ISWs) to support the increasing number of people attending the program. Over the last two years, caregivers and families have requested that staff consider expanding the program hours to coincide with regular business hours. Extending the day programs hours would enable caregivers to maintain employment and/or other interests while having their family member supervised in a day program setting. This request is to convert two existing part-time staff into one permanent FTE in order to provide an enhanced level of customer service for program participants and their families. By making this change the hours of operation for the program would change from 9:30 am — 3:30 pm to 8:30 am — 4:30 pm. The WWLHIN has funded the two temporary part time positions since 2012 and supports this operational change in order to respond to client demand. Fire System Specialist The Kitchener Fire Department relies on approximately ten different fire specific technology systems and several corporate systems to fulfill its mandate for public and fire fighter safety. As the community continues to grow, the number of systems and their complexity, continues to grow as well requiring additional staff support. These fire technologies provide critical life safety services to City of Kitchener residents and Kitchener fire fighters. The most important fire technology system is the Communication System used for receiving 911 calls and dispatching Fire Suppression crews on a timely basis to respond to emergency calls. The Communication System is comprised of a variety of integrated components including Computer Aided Dispatch System, Records Management System, 911 Emergency Phone System, Voice Radio System, Station Alerting and Paging and Audio Logging. The Kitchener Fire Department currently has only 1 permanent FTE and 1 temporary FTE in place (2 people in total) to support all of these vital fire technology systems. Staff are requesting approval to convert the existing temporary position into a permanent FTE. This position directly supports critical systems related to the dispatch operations. As such, a portion of the funding for this role is being recovered from the customers Kitchener dispatches for based on their share of call volumes. No new funding is required for these FTEs. That a total of four FTEs be approved for the following fully funded positions: Traffic Project Coordinator, Inclusion Support Worker, Fire System Specialist, ActiveNet Administrator. 0-138 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 08 Maintaining Gas Utility Infrastructure FUND: Capital & Operating DEPARTMENT: Infrastructure Services— Utilities PREPARER: Sylvie Eastman, Utilities Engineer BUDGET ASK: None (included in proposed operating & capital bu Kitchener Utilities' (KU's) Engineering Group designs, tenders and manages all new and replacement gas infrastructure. Engineers are responsible for overall planning, design, and contract administration. Technologists are responsible for various activities over the course of gas pipeline projects, including creating design drawings, performing various pre -construction planning activities, inspecting gas pipeline construction, preparing contractor progress reports for payment. A temporary Utilities Engineer has been in place since 2016, two temporary Utilities Planning and Design Technologist positions have been in place since 2014, and a third was hired in 2018. These positions allow KU to be able to meet the legal requirement to relocate gas mains on City/Regional/Provincial highways, and meet the increasing demand for new gas services because of new development, particularly along the Light Rapid Transit (LRT) corridor. A Draftsperson/Records person is responsible for updating and maintaining drawings per CSA Z662 for Oil & Gas Pipeline Systems, the Safe Drinking Water Act, the Ontario Underground Infrastructure Notification System Act and the Occupational Health and Safety Act. Failure to communicate correct information about the gas and water distribution system can result in fines, Orders, damage to the system, an uncontrolled release of gas or water, and ultimately property damage, injury, or death. A temporary Draftsperson/Recordsperson has been in place since 2017 to ensure drawings are kept up to date. KU's Engineering staff works on various project types: • Greenfield projects involve installing new gas mains and services for customers in new subdivisions, which provide additional revenues. • Renewal (Redevelopment and Replacement) projects involve replacing existing gas mains and services, and installing gas services to new customers in areas that are already developed. These projects typically require more engineering staff resources for design and installation than Greenfield projects. KU is legally required to do certain projects, including servicing customers if their property is adjacent to an existing gas main, and replacing existing gas mains and services if required by the road authority (including the MTO, the Region, or the City) because the existing gas line is in the way of their proposed works and needs to be moved. Other projects are required to maintain the safety and integrity of the gas distribution system. Figure 1 shows actual technologist labour hours by project type between 2011 and 2017, and projected technologist labour hours through to 2025, based on the City's Growth Management Plan and 10 -Year Capital Forecast. All staff are fully utilized, and without the requested staff resources KU will be unable to accommodate projected growth while maintaining the current level of service to our customers and other stakeholders. 0-139 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER Figure 1 - Number of Technologist Hours by Project Type vs. Number of Inspector Hours Available by Year 1s66v 1s6av 32000 20000 Errs- all staff arc fully ulll—d 1�V0U 11000 and aary rn Mr [Iver rrryuirrM prof. ts. 1600 190IX1 R000-170"" hr -4- - 12000 II 12060 vallnlslr regrMar rlmr hu s f r lr...p—ry i1c c-hrrologisrs wklr,g -� lavav looao into accnunr training of - E E � 26o6 s66o o Woo Fos- vuilublc 6x60 6000 .gulag lime• hours fur e full-rimtechnologists rarkl.g in ac. int 4vnn anion IF n 014141, v ... Ll—, alp. 7-n x�r6 Number cd Temp 5t aft/Available Firs Number 17C/Ava liable Pies [i 2011 2012 2013 2014 2015 2016 2017 201E 2019 2020 2021 2022 2023 2029 0 2025 of rte •rir •�v..rl r..r ,rr �.rwrrlrr The two technologist positions created in 2014 and 2015 were originally requested to address the increased workload associated with the LRT. However, workload has not decreased following the completion of LRT construction, but rather has increased due to the following drivers: • Many existing steel gas mains are now approaching their design life of 60 years. If aging infrastructure is not replaced, the resources required for maintenance and repair will increase, along with the potential risks associated with leaking gas mains. • The size of storm sewers has increased due to greater flood risk from climate change. If the existing gas infrastructure is not replaced/ relocated, there will be insufficient space to upsize City/Region stormwater infrastructure to meet updated code requirements, and flood damage may increase. • The MTO and the Region have both increased the number of transportation projects in the past few years. This has resulted in greater conflict between existing gas mains and proposed highway/roadway improvements. • The workload associated with Regional Municipal Consent (MC) applications has increased substantially. MCs are required for more projects, and the labour required has increased from a few hours to approximately a week per submittal. • The need for new gas mains and services is anticipated to increase, in order to meet the targets of the Citv's Growth Management Plan. The total amount required for two (2) Utilities Planning & Design Technologists and one (1) Utilities Engineer is $287,000. Source funding is the Gas Pipelines capital budget. These positions have been temporarily filled over the past number of years so there is no impact to the current budget. The amount required for the Draftsperson/Recordsperson is $89,000 and the costs have been split 50/50 within the proposed Gas and Water operating budgets. That a total of four FTEs be approved for 2 Utilities Planning & Design Technologists, 1 Utilities Engineer and 1 Drafts person/Recordsperson to maintain the integrity of the Gas and Water systems. 0-140 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER ISSUE: Op 09 — Maintaining Water, Stormwater, and Sanitary Infrastructure FUND: Operating DEPARTMENT: Infrastructure Services — Kitchener Utilities; Operations- Roads & Traffic PREPARER: Angela Mick; Leah Walter BUDGET ASK: None (included in the proposed operating budget) Council endorsed the Water Infrastructure Program (WIP) and five-year rate forecast at a strategic session on September 25, 2017. As a component of WIP, a maintenance program review was conducted for the water, stormwater, and sanitary utilities. The maintenance program review considered regulatory requirements, industry best practices, asset management principles and associated master plans (e.g. Integrated Stormwater Master Plan). WIP identified that the stormwater utility has a maintenance gap of $2.OM and the water utility a maintenance gap of $1.3M. The sanitary utility review did not identify a maintenance funding gap however included recommendations to optimize, enhance and coordinate the various sanitary maintenance programs. Council endorsed the phase-in of the maintenance gap over a 5 -year timeframe to allow time for programs to be developed and resourced and to align with the 5 -year rate forecast. The phase-in for the stormwater program is $400,000 annually and for the water program is $260,000 annually. In 2018, Council approved the allocation of WIP maintenance funding for storm main repairs, catch basin cleaning, watermain flushing, water valve maintenance, cross connection control program, underground infrastructure utility locates. Benefits realized from the 2018 funding allocation include: • 27% increase in deficient storm mains repaired • The watermain cleaning program has resulted in a 48% decrease in discoloured water complaints. • 20% of the water valves were maintained to improve the overall safety of the drinking water system. • 2,200 properties are protected against backflow and cross -connection • Approximately 17,000 locates completed Stormwater Utili The 2019 stormwater maintenance program funding allocation is for watercourse maintenance, catch basin/manhole casting repairs and other programs to mitigate environmental impacts. The improvements to these programs lead to better conveyance of stormwater resulting in reduced flooding, regulatory compliance, reduced risk of litigation and improved service to customers. Table 1 provides a summary of the stormwater maintenance program gaps and proposed 2019 funding allocations. Sanitary Utility To address sanitary program needs, a contract Operations Technologist was retained in 2017 to implement program improvements for pumping stations, repairs to sanitary mains, laterals and 0-141 CITY OF KITCHENER 2019 BUDGET ISSUE PAPER maintenance holes. In 2018, the Operations Technologist enhanced the existing hot spot flushing program to address areas that are most affected by sanitary backups and incorporate areas of high grease or significant sags identified through the CCTV program. New operational programs that the Sanitary Utility plans to implement in 2019 include a preventative flushing program of sanitary mains outside of the hot spot program and CCTV camera inspections of laterals to identify defects and plan repairs before a customer experiences a sewage backup. There is an ongoing body of work associated with delivering sanitary maintenance programs and a full-time permanent Operations Technologist is required to support the Sanitary Utility. Water Utility The 2019 water maintenance program funding allocation is for continued implementation of the watermain cleaning and valve maintenance/replacement program. A hydrant maintenance program is proposed to protect against corrosion and increase reliability of the hydrant performance. In addition, regulatory changes were implemented in January 2018 that require licensed drinking water operators to be present to witness all cut and caps and all final connections to ensure that the drinking water system is not compromised during these activities. Table 2 provides a summary of the water maintenance program gaps and proposed 2019 funding allocations. Temporary staff have been used throughout 2017 and 2018; however, they do not have water licenses and are not permitted to operate and in many cases perform maintenance activities on the drinking water system. It is very difficult to attract temporary staff with water licenses. Staff are recommending the addition of three (3) full-time construction and maintenance operators to address the need for qualified staff to perform the additional maintenance activities and meet the new regulatory requirements described above. Tables 1 and 2 provide a summary of the 2019 allocation of maintenance funding to address the gaps identified through the Water Infrastructure Program. As previously endorsed by Council, the $400,000 for stormwater maintenance and $260,000 for water maintenance represents the year 2 funding allocation of the 5 -year program phase-in. The addition of three (3) full-time construction and maintenance operators at a total maximum cost of $340,000 is proposed to be funded through a combination of both existing funding and 2019 water utility funding. While the sanitary utility does not have a maintenance funding gap, program needs and opportunities to optimize various sanitary services require the addition of one (1) fulltime Operations Technologist at a cost of $111,000. Funding has been re -allocated from the existing sanitary budget to accommodate this position. 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