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HomeMy WebLinkAboutFIN-2021-60 - 2022 Capital Budget and 10-Year ForecastStaffReport` Financia! Services Department www. kitchener. ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: November 29, 2021 SUBMITTED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 ext. 7353 PREPARED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 ext. 7353 WARD(S) INVOLVED: All DATE OF REPORT: November 4, 2021 REPORT NO.: FIN -2021-60 SUBJECT: 2022 Capital Budget and 10 -Year Forecast RECOMMENDATION: For discussion. Note: Final approval of the 2022 Capital Budget & 10 -Year Forecast will take place as part of Final Budget Day, scheduled for December 16, 2021. REPORT HIGHLIGHTS: Kitchener is Moving Forward on shared community priorities, as many of the constraints experienced throughout much of the pandemic begin to lift The Capital Budget includes $1 M of unallocated funding with investment options in the areas of affordable housing, facilities infrastructure gap, and community trails. The Capital Budget and 10 -Year Forecast includes total planned investments of $1.413, with $134M expected in 2022 EXECUTIVE SUMMARY: The City of Kitchener's proposed 2022 budget is about Moving Forward on our shared community priorities. This budget builds on investments made in each of the five goals outlined in our 2019-2022 Strategic Plan, and resumes the long-term capital investments in our infrastructure that will ensure consistent, reliable services to meet the needs of a rapidly growing city. As we begin to emerge from the pandemic, it's important to reflect back on what we have accomplished together as a City over the past few years, while Moving Forwardwith a focus on economic recovery, responding to community needs, supporting a growing city, and maintaining our commitment to core services and infrastructure that citizens rely on. In addition to planned spending already included in the 2022 Capital Budget, there is also an opportunity to invest more in areas of importance to the community, namely affordable housing, reducing the City's facility infrastructure gap, and community trails. Through the budget process, Council will decide how much additional funding to allocate to each of these areas. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 3 of 199 BACKGROUND: 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. The City's Capital Budget and 10 -Year Forecast (referred to hereafter as the "Capital Budget") provides for investments in infrastructure (assets) that provide a long-term benefit to the community. Examples include parks, roads, and sanitary sewers. The projects included in the Capital Budget often take a number of years to construct, and could either create new assets or renew existing assets. The term of the budget is 10 years, which helps establish capital priorities for both the near future and the medium term. As part of the annual budget process, Council reviews, deliberates, and approves the Capital Budget. The remainder of this report elaborates on the Capital Budget in the following sections: • Moving Forward - Building On Citizen Priorities • Moving Forward - Capital Investment Options • Capital Budget Highlights • Setting Capital Budget Priorities • Identify major projects not yet included in the Capital Budget REPORT: 1) Moving Forward - Building On Citizen Priorities The proposed 2022 budget includes meaningful investments in a number of areas that are important to the citizens of Kitchener, including: • Advancing Work on the Strategic Plan by investing in the items like the protected cycling network, and the Sustainable Urban Forest Strategy • Focusing on Economic Recovery by investing in the Make It Kitchener 2.0 Strategy • Supporting a Growing City by investing in amenities like Schlegel Park in developing areas of the city • Responding to community by investing in Indigenous placemaking in Victoria Park, and the City's share of the regional Indigenous Reconciliation Action Plan • Maintaining Foundational Commitments to Core Services by investing in existing facilities, roads, and utility pipes. Several other investments are being made through the 2022 Capital Budget, and are highlighted through the materials included in the budget package. 2) Moving Forward - Capital Investment Options In addition to the priority areas noted above, the 2022 Capital Budget also includes $1 M of unallocated funding and some options of how to invest it. Staff have developed options based on previous budget discussions where Council has expressed a desire for further investment. Options in a) affordable housing, b) reducing the City's facilities infrastructure gap, and c) community trails are provided at the funding levels of $250,000, $500,000 and $1,000,000. More detailed information about each of these options is provided in specific issue papers later in the budget package. Council will determine how to allocate the $1M through the 2022 budget process. Page 4 of 199 Capital Investment Options 50% of DCs 50% of DCs 50% of DCs 75 units 150 units 300 units Lyle Hallman Comfort LED lighting Pool Station & paving at Upgrades Upgrades facility parking lots Community 550 metres 1,100 metres 2,200 metres Trails of trails of trails of trails 3) Capital Budget Highlights The proposed Capital Budget includes over 400 projects with a total cost of $1.413 over the 10 years. The City's capital budget makes long-term investments into infrastructure/assets for all City services. The graphic below shows these different areas and the overall investments planned over the next decade. 10 -Year Capital Budget Investments by Service Area Parks, Trails & Forestry - $65 million Technology, Systems & Equipment -$29 million s, ,,-Y Other Arenas, Pools & Natural Gas - $135 million on $53 million Indoor Recreation - $52 million �AWWAIMP Water, Sanitary & Stormwater � $189 million Fleet Vehicles !�- $76 million City Facilities & Community Centres $125 million Parking - $25 million ( Eff Fire - $28 million Full Road Reconstruction $470 million >w,+alks - $164 million Page 5 of 199 Funding for the Capital Budget comes from sources internal to the City (e.g. utility/tax rates) as well as outside sources (e.g. Canada Community -Building Fund, grants, or development charge revenues). Sources of funding for the Capital Budget are shown in the table below. Capital Budget Funding Sources % Funding Source Description 55% Enterprises These are self -funding business lines the City operates which are not supported by property taxes. They include Parking, Golf, Building, water, Sanitary Sewer, 5tormwaterand Gas. 13% Tax Supported Funds from property taxes, issuing debt, and dividends from Capital Pool the City's ownership in the natural gas and hydro utilities. 14% Development Funds collected from new development to help pay for Charges growth related capital infrastructures uch as roads, water mains, sewers, and indoor & outdoor recreation. 7% Reserves Funds from dedicated capital reserves. 5% CCB Fund Funds provided to the City from the Canada Community - Building Fund (formerly Federal Gas Tax). 4% Grants Funds provided to the City through grants. 2% Facilities Funds from a reserve dedicated to address the City's facilities Infrastructure i nf rastru ct u re ga p . 4) Setting Capital Budget Priorities While it may seem that there is little public consultation done on the large financial commitments made through the Capital Budget, the reality is a great deal of consultation has already occurred in advance of the budget process. The Capital Budget reflects the priorities established by Council through a number of different consultation processes, many of which are shown in the graphic below and described further in the following table. Through these processes, and then ultimately the budget, Council determines which projects are completed first, within various constraints (e.g. funding & staff availability). Priority Setting Processes Used to Provide Input to the Capital Budget Long Term Financial Plan Strategic Plan I Master Plans Development Charge Study Specific Issues 10 Proposed p Previous Capital Capital Budget Budget Page 6 of 199 Prioritv Settina Processes Used to Provide In Strategic Plan Long Term Financial Plan (LTFP) Business Plan Master Plans Development Charge (DC) Study Specific Issues Previous Capital Budget to the Capital Bud The Strategic Plan is updated each term of Council and sets priorities to be addressed during the term. These priorities may require new capital/operating funding or staff resources to achieve the desired actions. The City adopted its first LTFP in 2019. The LTFP is a holistic document spanning all aspects of City finances. The recommendations from the LTFP identify specific actions that may adjust and/or reprioritize funding between City operations. _ The Business Plan is updated each year and identifies key projects/programs to be worked on by the City's divisions. Resources for these priorities are then reflected in the budget. Master Plans are undertaken periodically to help better understand and establish priorities for a certain topic. For example, the Cycling & Trails Master Plan (CTMP) seeks to establishes priorities for active transportation. Funding is allocated in the budget based on the Master Plan priorities. DC Studies set priorities for the location and timing of growth related capital infrastructure such as roads, water mains, sewers, and indoor & outdoor recreation. DC Studies are valid for up to five years, and the City's latest version was updated in 2019. Projects identified in the DC Study are _included in the capital budget. Periodically, specific issues arise outside of a more comprehensive review like a Master Plan. These specific issues are discussed and debated by Council, and often referred to the budget process for final approval. A recent example of this is the Facilities Infrastructure Program. The City's capital budget identifies projects for the next 10 years, so there is already an established starting point for the new capital budget. Each year staff validate the timing, amount, and need for project funding before proposing the budget to Council for approval. In preparing the Capital Budget each year, staff reviews the previous Capital Budget against new priorities identified within the past year through any of the other processes noted in the table above. If new priority projects have been identified, they are discussed by senior staff as part of the comprehensive internal review of the Capital Budget. Priority is placed on projects related to: • Asset replacement and rehabilitation needs • Growth related needs • Strategic items The requests for funding typically exceed its availability, so senior staff weighs the costs of projects against the benefits they will create before making a recommendation to Council. Ultimately, Council decides which priorities will move forward as part of the budget process. Page 7 of 199 5) Identify Major Capital Projects Not Included in the Capital Budget It's not uncommon to have unfunded items identified, but not included in the capital forecast. The following areas are on staff's radar but not completely funded in the Capital Budget. As better information becomes available, Council will have to determine levels of investment into these areas. Asset Management Plan Implementations The City continues to collect better information about the state of its infrastructure. This information will help the City invest more wisely in the maintenance and replacement of its assets. Much work has already been completed on the City's Water Infrastructure Program (WIP) focusing on water, sanitary, and stormwater infrastructure. The City is leveraging the experience and knowledge gained from the WIP review to develop asset management plans beyond these utilities. Some of this work is already underway through Building Condition Assessments (BCAs) for City -owned facilities, and it will continue as additional BCAs and similar studies are completed for the other asset types. It is expected that as better information is gathered, it will reveal that additional infrastructure investments will be required. STRATEGIC PLAN ALIGNMENT: This report supports the delivery of core services. FINANCIAL IMPLICATIONS: Funding requirements for the Capital Budget have been included in the corresponding operating budgets and reserve funds. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. CONSULT — Citizens have an opportunity to provide input about priority areas of the 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 issues (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 approved priorities and allocates funds to bring these concepts into reality. In addition to the opportunities for input on specific topics, staff will continue to employ a suite of traditional and electronic engagement methods in an effort to effectively inform and consult citizens about the budget at large. 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 a virtual public input sessions planned for November 15 • Responding to the City's Face book/Twitter posts about the budget • Utilizing Engage Kitchener online budget survey • Contacting their ward councillor Page 8 of 199 PREVIOUS REPORTS/AUTHORITIES: • FIN -21-58, 2022 Operating Budget APPROVED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services Page 9 of 199 Definitions, Abbreviations & Acronyms Definitions Assessment growth refers to property taxes from new and/or expanded homes and/or businesses to pay for the services they receive. Base Budget funds programs and services already offered to the public and includes the costs (e.g. staffing, materials, supplies) and revenues (e.g. user fees, recoveries) to deliver the program/service. Boards are separate organizations established by the City to provide programs and services as allowed under the Municipal Act. For Kitchener, the Boards include Centre in the Square (CITS) and Kitchener Public Library (KPL). Brownfield properties are formerly developed sites that are no longer being used for those purposes. In the City context, they are often former industrial or commercial sites with known or suspected pollution. Capital Budget funds investments in municipal infrastructure (or assets) that provide a long-term benefit to the community. Examples of capital costs include building or replacing roads, water mains, vehicles, community centres and parks. Capital out of Current is a funding transfer from the operating budget to the capital pool. Capital Pool is used to fund tax supported capital projects. The capital pool is funded by a) capital out of current, b) debt, c) gas utility investment reserve, and d) hydro utility investment reserve. Corporate Allocations are general expenses like debt charges and contributions to the capital budget. Debt is funding the City has borrowed to complete capital projects. Debt to Reserve Ratio is the amount of the City's debt divided by the amount the City has in reserves. The target debt to reserve ratio is 1:1; meaning the City would have one dollar saved in reserves for every dollar of debt it has issued. Development Charges are fees imposed on development to fund growth related capital costs. Enterprises are self -funding business lines operated by the City and are fully funded by their own user rates, not property taxes. The City's enterprises are Golf, Building, Parking, Natural Gas, Water, Sanitary Sewer, and Stormwater. Existing Capital Balances are capital funding that have already been approved by Council, but have not been spent. Some capital projects take multiple years to complete (e.g. road reconstruction, building a new community centre), so the funding may accumulate for future spending. Page 10 of 199 Definitions, Abbreviations & Acronyms Federal Gas Tax is annual funding provided to the City by the federal government for capital improvements. Impacts Due to Growth are additional operating costs required to support the expansion of service areas as the city continues to grow. Interdivision/Internal Charges are costs charged by one City division to another City division for work completed on their behalf. For instance, the Building enterprise pays other City divisions for financial, technological, and legal support. Issue Papers are brief documents (typically 1-2 pages in length) that provide information about budget issues, usually relating to new items included in the proposed budget. Net Tax Levy is the amount of funding required from property taxes. It equals all of the tax supported gross expenditures minus all other revenues. Operating Budget funds the day-to-day costs of the municipality to provide its programs and services. Examples of operating costs include salaries and wages for city employees; utility costs, such as water and electricity; and operating supplies, such as road salt. Reserve/Reserve Funds are used to set aside funding now to be used for a specific purpose in the future. The city maintains reserves for both operating purposes (e.g. rate stabilization reserve funds), capital purposes (e.g. fleet and equipment reserve fund) and as required by legislation (e.g. federal gas tax reserve fund). Strategic Plan articulates a vision "together we will build an innovative, caring, and vibrant Kitchener" and mission "proudly providing valued services for our community", for the City. Following each municipal election, this document is updated with Council's new strategic goals and key activities for the upcoming term. Strategic Initiatives are program/service enhancements that help achieve the goals of the City's Strategic Plan. Tax Supported programs/services are funded in part or completely by property taxes. Examples include road & sidewalk maintenance, fire protection, and community centre programming. User Fees are charges for programs and services provided by the City, which reduces dependence on property taxes as a funding source. Typically they are charged for programs/services where customers have a choice on whether or not to use them. Examples of user fees include swimming lessons and marriage licenses. Page 11 of 199 Definitions, Abbreviations & Acronyms Acronyms & Abbreviations AIRP —Accelerated Infrastructure Replacement Program AMP —Asset Management Plan CAO —Chief Administrative Officer's Department CC — Capital out of Current CITS — Centre in the Square COR — Corporate Services Department CPI — Consumer Price Index CRM — Customer Relationship Management CSD —Community Services Department CVA — Current Value Assessment DC — Development Charges DSD — Development Services Department DT — Downtown EDIF — Economic Development Investment Fund FIN — Financial Services Department FTE — Full Time Equivalent GHG — Green House Gas GIS — Geographic Information System INS— Infrastructure Services Department KMAC — Kitchener Memorial Auditorium Complex KOF — Kitchener Operations Facility KPL — Kitchener Public Library KU — Kitchener Utilities LTFP — Long Term Financial Plan MGMT - Management MOE — Ministry of the Environment MPAC —Municipal Property Assessment Corporation MPI — Municipal Price Index MTCE — Maintenance MTO — Ministry of Transportation PIL — Payment in Lieu of Taxes PSAB — Public Sector Accounting Board ROW — Region of Waterloo SWM — Stormwater Management TCA—Tangible Capital Asset TIG —Tax Increment Grant TSRF —Tax Stabilization Reserve Fund VPP —Victoria Park Pavilion WRHBA —Waterloo Region Homebuilders Association WIP —Water Infrastructure Program YTD —Year to Date Page 12 of 199 ^-) W m m O N N N O N ca V C: m N O N O1 N i E O z tw m m O t V a Lo m i t tw m E W O O x O N Ln aD 0 rn rn 4- 0 (Y) a� c� a 0 LLU own rn rn 4- 0 a� c� a z z z z z 0 rn rn 4- 0 LO (1) c� a N re 0 C CO Co a LL ro V Ca i Q�j NCL O 0. v m r-I r-I r-I r-.j rl N N N N N N O O O O O O N N N N N N Lr) Lr) 0) O lD 00 N m E E E F= E E W W W W W w > > > > > V O O O O 0 w z z z z z 0 rn rn 4- 0 LO (1) c� a N N N L L O Q ate+ Q + + C: N + E N O O ++ U O cn N Q N J 'L L (n Q 0 x m+j N U_ N � > b L cB = U m x N N N E N N � 4-1 L L L a + a + O W H 0 Q Q O m OO N W O O '� cB L11 00 =3 Q� C: Q MON ilk \11, I cu cu N E a) U cB Q N L N N L O Ln N L cB U � N L }.r 0 � L }.r Q L O N W C: O C O 0 C6 v +-i M N Q M O 0: rn rn 4- 0 m a� c� a O co +, U N =3 -0 N N .co a) _0 co r -I N O O CL -0 c N O Q N O co of 's Q U N N c U N coQ o N a"' E N Co O LLCU N Q = = ^LL W N Lco N Ln N N ^L W Ln ate -+ O Ln CU = CU N cc LJ. —0co O O +' N = N N L N N — — � c N N Q% Ln N MN rl r -i tn- +EE ocoC cn DC • • • rn rn 4- 0 m a� c� a zz _ ....:�. _ _ a - _„... 61 1 L- III rn rn 4- 0 ti a� c� a 3 T N a) L O tw U c co s N s U a+ > O 4- f6 4- � N Q l].a a) N f6 >- a + L a••+ -0 a) 0 U 4- c6 Q a) Q E U a) a) O N a) a) a••+ O Ni U S 3 o U to a) 7 Q 0 OL +' N a) UA 0 OU O O N O Q N N i O 4u (6 N do (1) Q fu s L f N N a••+ N O +'•4- U o 7 L > '}+ L E m N N ate+ N 4 UA O U UA f6 QJ L S 4- a) Q X c6 s a) U C OU - a) a--+ a) s N � a) U m • N ate-+ > • � a--+ C a) a) i--+ a"' +-+ C C Q i ° r -0 E U . 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Reserves are funds set aside in the present for a future use (similar to a personal long-term savings account). Kitchener has a consolidated reserve policy that governs the use of all reserves maintained by the City. The City has over 40 active reserves that collectively have a projected balance of $134M at the end of 2021, dropping to $121M at the end of 2022. Reserves will play a key role in helping the City maintain financial flexibility as it emerges from the COVID-19 pandemic, while avoiding more drastic measures like service reductions or significant rate increases. The attached reserve continuity schedule shows summary information for each of the City's reserves for the upcoming year. This information includes: • Opening balance • Projected revenues • Projected expenses • Projected ending balance • Minimum/Maximum target level Reserves are maintained to set aside funds in advance of needing them. This helps avoid rate shock for significant expenses. For information. 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O O 4-j O V • � cry — • — ca C,Up 2 V cn I I I CL -0 ro rn rn 4- 0 ti a� c� a rn rn 4- 0 LO ti a� U O c: L - ca � c/1 C: 06 O U ate-+ i ca 4-J �^ O U (� DC � O O � � O N 0 0 Q) Q I I i, 4-j V � O Q a--� _0 V Q Q � O � U II 1 1 U O c: L - ca � c/1 C: 06 O U ate-+ i ca 4-J �^ O U (� DC � O O � � O N 0 0 Q) Q I I rn rn 4- 0 ti ti a� c� a � L � Q Q� >(� � a� O Q a -J Q cn N Q V Q a-+ . � V b-0 O U _0 CO }; O � 4- N � M _a c _0> a > Q — o C: CO �O Q� •� Q C a--� w N-0 -0 N N •— •— 0 i N N a) — i N 0 VN C: V N � N te-+ V. 4–JC — aC: +-+ C ate-+ a--+ a--' 0) V Ca OEN O N co4 V — V W -(/)- a--� rn rn 4- 0 ti ti a� c� a rn rn 4- 0 co ti a� c� a Q O o U N o ' E M l� O O c LM O • +0.+ V cn � +0.+ V O -04 �4- V� V V m N �i O i ani U U O�, 4 O N O •O V V V C:_ �_Ln Ln Q U UU U C Q C QC: - O O O -0 � � a �; U '� m Ln U '� U t; U 'a Ln CO v) m v) m � _r _r 1� _ro 1 U U U rn rn 4- 0 co ti a� c� a io rn rn 4- 0 rn ti a� c� a qOL OL OL caca ca U U U rn rn 4- 0 0 co a� c� a CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 02 - Affordable Housing Reserve & Development Charges Grant FUND: Capital DEPARTMENT: Development Services — Planning PREPARER: Andrew Ramsaroop, Engagement and Program Manager — Affordable Housing BUDGET IMPACT: For Council's Direction As part of the 2022 budget process, Council will be deciding on capital investment options in three different areas: affordable housing, facilities infrastructure gap, and community trails. Each area has three different funding levels, $250,000, $500,000, or $1,000,000. This issue paper deals with affordable housing. In response to growing housing unaffordability, the City approved its first housing strategy - Housing forAll in 2020. It contains over 40 actions for the City to help create more affordable housing opportunities in our community and support the Region's goals of ending homelessness. Housing forAll identified the need for approximately 500 supportive housing units, over 5,000 community housing units, and a need for over 9000 affordable rental housing units in our city. Council identified addressing the need for more supportive housing as one of its priorities. It also identified working with the Region and School Boards to review the feasibility and implications of reducing the development charges for affordable housing development. Currently, three policies support the development of affordable and supportive housing in Kitchener: 1. Waivers of application fees and building permit fees for affordable rental housing; 2. Deferral of development charge (DC) payments over a 20 -year period; and 3. Waiver of interest on deferred DC payments interest policy. These policies help make affordable and supportive housing developments more feasible, however, the cost of having to pay the City's portion of DCs has been identified by non -profits as being a barrier to providing and developing supportive housing. Under current legislation, affordable and supportive housing developments like all other residential developments are subjected to paying DCs. These fees cannot be waived and must be paid in order to satisfy legislated requirements. However, the City could provide a grant to qualifying developments to partially or fully offset their DC costs, thereby improving the financial viability of these projects. Although a full DC grant would have the largest impact on a project, partial DC grants would also improve project viability. In providing financial relief from paying DCs (full or partial), the non-profit housing provider is able to allocate the savings into other aspects of the development that may have shortfalls that they would otherwise need to fundraise for, or seek further support. This is especially important for affordable and supportive housing developments that have not received Rapid Housing Initiative funding or other Federal and Provincial funding and will help to bring more units to occupancy within Housing forAll's timeframe. Page 81 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Currently, The Region of Waterloo has a Regional Development Charge Grant for affordable housing projects for its share of DCs as available funds permit. Providing relief from development charge requirements has a direct impact on affordable housing locally and lifting people out of homelessness. It also better enables the City to reach its goals of seeing more affordable and supportive housing units created in Kitchener. As part of the 2022 budget process Council can approve the creation of an Affordable Housing reserve, which was one of the actions identified through the Housing forAll strategy, and allocate funding to be transferred into the reserve. Then through a separate report to come back in the first half of 2022, Council could approve a DC grant policy and the specific parameters of the Affordable Housing reserve. This will allow adequate time for research and consultation instead of trying to complete all of that work in the midst of the 2022 budget process. The table below shows the number of units that could potentially receive a development charge (DC) grant but is for illustrative purposes only. As noted above, if funding is approved for this initiative, staff would come back in the first half of 2022 with a policy which would provide Council with an opportunity to determine how much of a grant to provide to qualifying developments. As can be seen in the table, the number of units that could benefit from this program ranges from 25 to 600. For instance, if Council approved $250,000 during the budget process, and later through the policy discussion chose a grant of 25%, 100-150 units could benefit from the program, depending on whether they were built in the central neighbourhoods or in the suburbs as shown in this part of the calculation table. 25% Grant 2021 Grant Units @ Units @ Units @ DC Rate 25% $250,000 $500,000 $1,000,000 Suburban Multiple $ 9,831 $ 2,458 100 200 400 Central Multiple $ 6,585 $ 1,646 150 300 600 50% Grant 2021 Grant Units @ Units @ Units @ DC Rate 50% $250,000 $500,000 $1,000,000 Suburban Multiple $ 9,831 $ 4,916 50 100 200 Central Multiple $ 6,585 $ 3,293 75 150 300 100% Grant 2021 Grant Units @ Units @ Units @ DC Rate 100% $250,000 $500,000 $1,000,000 Suburban Multiple $ 9,831 $ 9,831 25 50 100 Central Multiple $ 6,585 $ 6,585 37 75 150 For Council's direction. Page 82 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 03 — Reducing the City's Facilities Infrastructure Gap FUND: Capital DEPARTMENT: Infrastructure Services— Facilities Management PREPARER: Asad Qureshi, Director Facilities Management BUDGET IMPACT: For Council's Direction As part of the 2022 budget process, Council will be deciding on capital investment options in three different areas: affordable housing, facilities infrastructure gap, and community trails. Each area has three different funding levels, $250,000, $500,000, or $1,000,000. This issue paper deals with the facility infrastructure gap. The City of Kitchener owns 255 facilities varying in function and age. The Facilities Management (FM) division is responsible for operating and maintaining these buildings in a state of good repair (SOGR). The current 10 -Year facility infrastructure gap has been calculated at $185M. Investment in SOGR program will result in reduction of infrastructure deficit. Closing the facilities infrastructure gap and ensuring City facilities are accessible and energy efficient is a high priority for the City. FM staff have reviewed the most immediate unfunded needs and have identified the following projects which could be completed in 2022/2023. Several components at Lyle Hallman pool are reaching the end of their useful lives and require replacement. The work will include replacing the existing windows in the pool area with more energy efficient models, replacing the existing walkway and installing tactile indicators to improve accessibility, and replacing the overhang at the entrance of the building. Comfort stations at City facilities are heavily used by the public. A review of these facilities has identified four (Victoria Park, Huron Natural Area, Wilson park and Breithaupt park) that require extensive refurbishing/upgrading. The work will include any needed structural or cosmetic repairs, accessibility improvements (where applicable), as well as replacing existing fixtures with more energy/water efficient fixtures. The City has already replaced its streetlights with more energy efficient LED models. While the lighting at some City parking lots have been upgraded, there are still many other where an upgrade to more energy efficient LEDs is required. At the same time, the pavement in several City parking lots is also in need of repair. The work will include the conversion of conventional lights to LEDs and upgrades to pavement at several City facilities such as community centres, arenas and fire stations. FM has prepared a prioritized list of parking lots based on current condition and could complete the work over the next two years. Project budget estimated cost is summarized below: Lyle Hallman pool $250,000 Comfort station upgrades $500,000 LED lighting upgrades and repaving of parking lots $1,000,000 For Council's direction Page 83 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 04 — Enhancing Community Trails FUND: Capital DEPARTMENT: Infrastructure Services— Parks and Cemeteries PREPARER: Niall Lobley, Director of Parks and Cemeteries BUDGET IMPACT: For Council's Direction As part of the 2022 budget process, Council will be deciding on capital investment options in three different areas: affordable housing, facilities infrastructure gap, and community trails. Each area has three different funding levels, $250,000, $500,000, or $1,000,000. This issue paper deals with community trails. The Cycling & Trails Master Plan (CTMP) was completed in 2020 and is expected to be a catalyst for building a city where people willingly and joyfully choose active transportation for recreation and getting around. With a focus on planning and designing for "all ages and abilities," the City is making it safer and more comfortable for everyone to get out walking, rolling and cycling. The CTMP identifies the need for additional funding in both the short and long term to achieve the goals identified in the plan. The Community Trails General provision supports the development of trails within the City of Kitchener. Three principal project types are funded by the Community Trails General Provision: 1. Repair and replacement of pedestrian bridges. The City owns and maintains 65 pedestrian bridges serving our trails network. Investment, repair and replacement is largely reactionary and driven by the findings of the OSIM (Ontario Structure Inspection Manual) Bridge Inspections undertaken on a biannual basis. 2. Development of new trail. New trail is informed by the Cycling and Trails Master Plan and largely focuses on developing alternative routes or infilling gaps within the trails network. 3. Upgrade of existing walkways and trails to meet the needs of Kitchener's growing and changing community as directed by the Cycling and Trails Master Plan. The focus of this work is on upgrading existing granular trails and walkways to asphalt trails and is directed by the Cycling and Trails Master Plan Funding for trails is also supported by individual Capital Budget requests (such as for the recent upgrades to the Iron Horse Trail) and by grant funding ($2M of improvements to the Walter Bean Trail are supported by DMAF, $650,000 of Federal Gas Tax money has recently been allocated toward bridge replacements, and Council endorsed a successful application for $1.55M of stimulus funding to support trail and bridge projects). A project list stemming from priorities within the Cycling and Trails Master Plan has been developed, and funding allocated from the Community Trails General provision toward completing this work. Page 84 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Between 2022 and 2030, approximately 9.2km of trail upgrades are planned and approximately 2.5km of new trail is planned. Four bridges are currently being replaced (in Vanier Park, in Victoria Park, at Rothsay Avenue, and Lynn Valley) and an additional five are tentatively scheduled for replacement between 2022 and 2030. The Cycling and Trails Master Plan indicates the need for 70km of off-road trail to be constructed to meet the needs for a connected community; 13km of this is considered an immediate or short term (by 2030) need. An additional 17km is identified as a medium term priority and 40km as a long term priority. The Cycling and Trails Master Plan provides a construction estimate of $450 per meter for trails. The nature of construction, landscape and works required alongside trail construction (such as grading, drainage etc.) all have an impact on trail costs, so in some cases this will be a generous allowance, in others, it may be under -reflective of true costs, but broadly speaking, this provides a reasonable number on which budget estimates can be proposed. Three options for consideration are outlined below under financial implications and show an approximate number of linear meters of trail that will be constructed in each scenario and an operating impact of these additional trail lengths. In all scenarios, staff will rely on direction provided within the Cycling and Trails Master Plan to inform project priority and so investment will expedite the delivery of priorities within the Plan. Trail construction requires planning and design work as well as permit approvals and site analysis. Staff already have a full construction plan in 2022. It is anticipated that projects to the value of $250,000 could be added to the 2022 work plan, however, larger projects which are more complex could be planned in 2022, but construction would be in 2023. The additional increase to the Community Trails General provision for each option is outlined below alongside the estimated Operating Impacts. Operating impacts occur in year following trail construction; 2022 capital works impact 2023 onwards operating budget. 2022 2023 Additional Meters Operating Impact Option 1 $ 250,000 $ - 550 $ 6,000 Option 2 $ - $ 500,000 1100 $ 12,000 Option 3 $ - $ 1,000,000 2200 $ 24,000 For Council's direction. 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O w O m of Q 0 Of O z O U} Q .O W W W W W Of N W W i �' �' � � W �' W Q a W ch Z CL LL LL CL x z d O Lu Of o '1 `i U LL Q L O O I- O M O C O O N N O O O N O V O M O V O O O O O O O O (D (0 O C O O O LO O O O O O O O N O N O O E d Z O O O O O O O O O O O O N O O O O O O N N O Q '> V $I � U o o W z rn rn 4- 0 M (o w O (o N d CL rn rn 4- 0 LO (1) c� a (1) a) C- s o 0 O r -I C 4- m a) co O E c - N (1) O u ca O N 0 wif).ca E -0U v E (1) 0 U E p - O V Q '— O ca Q O Ln O 4-0 ca U CL u ca .(U O 0 0 0 0. rn rn 4- 0 LO (1) c� a N (f) 00 (f) 0 m 0 O I- O O 0 M CL No o rn m m m ((o (11) LO (O o v co M M N O M O MI if I� M N m N O m O 00 N r N N N O N OI 00 O 00 O (O MO O (fl M 00 N N NI O V 0 N I- O CD M () N OM NI � (1)� (O � N (Y)N N M CY) ISI Ol!7 O O N co N N O N OO N N (D ONO O 00 NI N — N (1)� N Lal OI� (2 co 00 O V N N N M O NI r— N (0 (NO N V N N CY) N ON N (CO (O (N N N N V 00 NI (!i 00 CY) N N (1)�2 O O NO L� O (O (O (O (O (f) F) N r N N W g N ui (7 U Z_ O U N zCL Of Q J 75 Of U) z O OL 0 CL O W 0 0 Q A a vUi O Y O w Q Q w L W Z O (� Z U` Z L Q CL � z z OOf j - z W Q of m LU z z z m Q O E E z °; Q oo 2 Q o 0� o E _ Z z C7 W ui U- GO C=1 O U z Q co cQ O a Y z Z Q Q� >Q UU UU z z QQ)wu-=O>zw a 2gU 2 oY z Oop wchQ U af U O i O a 7 ~ LL 0 0 (h N00 I- 0 O O O O O O O N N N N N N N N N N tOO oy O E 04 2 O p Zp O 0 0 0 0 0 NO N N 0 N N N N N N O 4+ RN (O (6 (O (6 (C) (6 (O (O (O (O (O (O _ ; � V o o W zl '❑ '❑ '❑ '❑ '❑ rn rn 4- 0 m N CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 05 — 2031 Dom Cardillo Arena Floor Replacement FUND: Capital DEPARTMENT: Community Services — Sport Division PREPARER: Jeremy Dueck, Manager, The Aud BUDGET IMPACT: None (included in the proposed budget) The Dom Cardillo Arena floor was last replaced in 1996. The current industry standard for the life expectancy of a rink floor is 25 to 30 years. Floor replacement also includes the header trench. The Dom Cardillo Arena floor is used extensively for ice rentals and major special events. Taking into consideration the current industry standard for floor life expectancy (i.e., 25-30 years), the Dom Cardillo Arena floor will be 35 years old in 2031. Funding of $2M has been included in 2031 for this replacement project. For information. 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N R H rn rn 4- 0 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 06 — 40 km/h Neighbourhood Speed Limit Implementation FUND: Capital DEPARTMENT: Development Services Department—Transportation Services PREPARER: Barry Cronkite, Director of Transportation Services BUDGET IMPACT: For Council Direction The City of Kitchener piloted and evaluated a neighbourhood speed limit reduction program that reduced the speed limits in residential neighbourhoods from 50km/h to 40km/h. Through the use of "gateway" signs at their entry and exit points of the neighbourhoods, road users were informed of the new default speed limit (40 km/h) within the areas. The City also reduced the speed limit in school zones within the pilot areas to 30 km/h. The evaluation results showed a reduction of up to 5 km/h in operating speeds in the neighbourhoods under review, with an average reduction of 3km/h. Based on this evaluation, Council approved implementation of a neighbourhood speed limit on all residential neighbourhoods within the City of Kitchener. As a part of this project, the speed limit in all school zones and shared neighbourhood bikeways within the City of Kitchener will be reduced to 30 km/h. Council also requested that the implementation be brought back during the 2022 budget process for consideration of a 2 -year implementation, rather than the 3 year implementation presented by staff. Staff recommended a 3 -year implementation plan primarily given the challenges and constraints related to staff capacity. The City has been divided into 64 "Neighbourhood Speed Limit Areas" for implementation. These areas are mostly bounded by arterial streets and regional roads. Within each unique area, staff must locate and remove all existing signage as well as premark for, manufacture and install new signage. Initially, Transportation staff will locate existing signs and determine the location of all new signs. Operations — Roads and Traffic will then remove, manufacture and install based on the implementation plan. There are over 400 removals and 1350 new installations that are required. This is over and above staff's typical workload. Additionally, community engagement is a primary consideration and will include social media posts on City accounts, pamphlets and posters at city -run facilities, direct mailing to residents and regular webpage updates for information and ongoing feedback. Staff are confident that all works required for the neighbourhood speed limit area project can be completed within the 3 -year timespan recommended. The project could be completed over a 2 -year timeframe, however, there risks that staff may not be able to adequately address the general day to day maintenance needs, that also have signage and pavement marking impacts (adjustments to on -street parking, etc.). The total cost to implement the speed limit reduction is $550,00, regardless of whether project is implemented over two or three years. The implementation costs are summarized in the table below and would generally be split evenly amongst the number of years associated with the project. Page 145 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Capital Cost (Signage, removal and installation) $430,000 Capital Cost (Education and engagement initiatives) $70,000 Contingency (10%) $50,000 Total Cost $550,000 If the project were implemented over two years instead of three (as proposed in the 2022 budget), there is adequate funding in reserves to fund the accelerated project timeline. For Council direction. 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(� Ui Q y = O = _ = J 2 O O Z Q J_ z O U W o w o o Q w 0 w w �- O w w J a U U Q U U Y Y U w z z U U rn U U C� m U Y U CD Q w U U U Q m U U af U w ~ z O L (!i N O I- N N O N V V 0 0 I- 0 M V (n O N (!i (O O M O 00 O O O O O N M co co M V V V V V O 15 O O O O O O O O O W O O O O O O O O O O O O O d •� E O O O O O O O O O O O O O O O O O O O O O O O O 0 p d Z o 0 0 0 0 0 11, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O N O O O O O O O O O O O O O Q •N 3 NN N N N N O N N 0 0 0 0 0) 0) 0.) O O O O O O O 0) o a co z a a s rn rn 4- 0 (Y) LO a N M O M r N 0) N O N OI N M O O N � NI I� co N 00 00 N O O co V N co N O V � N � NI co (0 N � RI N N N lLO N N M NI N N RI N N (O M NI I- �2 (D �2 O cy) O CY) Lr) O O N N N (2 r M N U R N~ N Q) g Q Q r� N 0 U 0O Z U O N N W W z a Z w LW a v o Q Z W° U Q L Wz U � U W U Of U) L fC 0 Z W W —� � N > W of W E CO w E> z z a1 W E }' W 0 m Z E Q° m w = V cr J U ui ++ chw U J Q OLQ a CD Q m U W L Q J_ W m U- Z U W ~ N i O 00 O O OO IZI> O O ,y > p 0) ooi ooC-Ooi rn rn N w V o o W zl'❑'❑'❑'❑ rn rn 4- 0 LO N CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 07 — Centreville Chicopee Community Centre Site Remediation FUND: Capital DEPARTMENT: Infrastructure Services — Facilities Management PREPARER: Chris Oke, Manager Project Delivery, Facilities Management Asad Qureshi, Director Facilities Management BUDGET IMPACT: None (included in the proposed budget) The Centreville Chicopee Community Centre (CCCC) was originally built in 1980, additions were done in 1987 and 2001. The Community Centre is a single storey structure with multipurpose rooms, administration space and a small kitchen. A dedicated childcare area is part of the facility. An outdoor splash pad area, paved basketball court and playground structure complete the facility. In 2020, the City commissioned a Building and Site Condition Assessment to determine the present physical condition of the facility and site with respect to structural/architectural components, building envelope, mechanical and electrical systems, fire/life safety systems and predictive 30 -year renewal costs. As a result, several recommendations were identified to repair or replace end of life cycle site elements. Currently a Site Remediation Study is underway to determine the scope, budget and operating costs of the site elements to be replaced and upgraded to modern standards through consultant review and public engagement. A preliminary budget has been set based on the recommendations from the 2020 Building and Site Condition assessment. The Community Centre serves a diverse and active population. Several site elements are beyond their useful life cycle and costly repairs are required each year to just maintain a working condition. We have an opportunity to upgrade the elements to modern standards and provide additional programming to the public. Site elements to be replaced and re -designed include the splash pad, play structure, basketball /play surfaces, surrounding parking lot and access walkways to meet accessible standards. The projected cost included in the budget is $1.81VI and includes detailed design and construction. For information. Page 155 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 08 —Conrad Centre Capital and Operating Needs FUND: Capital and Operating DEPARTMENT: Infrastructure Services Dept. — Facilities Management PREPARER: Lynda Stewart Manager, Projects and Energy Management Jim Edmondson, Manager Facilities Management BUDGET IMPACT: None (included in the proposed budget) The City acquired the Conrad Centre for the Performing Arts at 36 King Street West after the 2021 budget process. Given the condition of the building, Facilities Management requires funding to address immediate needs. The Conrad Centre was acquired in early 2021 and supports the strategic goal of "Vibrant Economy' by retaining key downtown locations to meet a future development vision and to continue to provide space for the performing arts and creative industries. This property was gifted to the City by the CONRAD family. Economic Development is strategizing opportunity for the current tenant lease agreement with the Kitchener -Waterloo Symphony and other office leased space options for arts and creative industry markets. Facilities Management supported Economic Development by commissioning a Baseline Property Condition Assessments (BPCA) at this location prior to purchase to identify immediate building risks. A more in-depth Building Condition Assessment (BCA) for the building is also planned. The BPCA shows a significant deferred capital maintenance backlog exists, with some repairs needed immediately. BPCA data shows the known needs in the next 10 years will cost an estimated $1.80M. In 2022, critical repairs are expected to be $800,000, the most critical needs are a full Roof Replacement, HVAC replacements, and Fire and Life Safety System upgrades. In 2023, a full elevator rehabilitation and upgrades to the plumbing systems are required at an estimated cost of $550,000 (2021 values). Best practice in asset management and the ISO standard suggests that a percentage of current replacement value (CRV) be targeted annually for capital reinvestment funding where detailed asset data is not readily available. The current replacement value of the Conrad Centre is $23.98M. This is calculated using 2021 construction values, replacing the performing arts facility as it currently exists (no allowance for upgrades) and with no additional land value added. A reinvestment of 1.7% of CRV annually would be $407,592 or $4.6M over 10 years with a yearly cost escalation of 2.5%. To address immediate capital replacements and repairs at the Conrad Centre, funding of $1.35M has been included in 2022/2023 to address this issues identified above. For information. Page 156 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 09 — Centralized & Improved In -Person Service at City Hall FUND: Capital DEPARTMENT: Infrastructure Services Department— Facilities Management PREPARER: Asad Qureshi, Director, Facilities Management Jana Miller, Director, Corporate Customer Service BUDGET IMPACT: None (included in the proposed budget) On June 14, 2021, Council unanimously approved the vision for a centralized main -floor service centre at Kitchener City Hall. The service centre will permanently relocate eight existing service counters on six floors to a new centralized, main -floor service centre where all in-person service can be delivered to the public in one easily accessible location. Funding for the project was referred to the 2022 budget process. While other City service channels, including online service and telephone service, have undergone substantial improvements with the introduction of the MyKitchener online service portal (2021) and the Corporate Contact Centre which has been providing 24-7 service since 2014, in-person service has remained the same since City Hall was opened 28 years ago — with multiple service counters on multiple floors of the building. The global pandemic forced staff to reimagine in-person service and create a temporary centralized in-person service model at City Hall that ensured both safety and ease of use for customers, and it was very well received by members of the public. Efforts to create a permanent main floor service centre at City Hall expand on this success but, more importantly, are a direct response to community feedback received through the extensive engagement process that informed the 2018 Customer Service Review (including a statistically -representative Environics Survey) and the 2020 Development Services Review. The Environics Survey, which informed the 2018 Customer Service Review, revealed that 42 per cent of interactions with the City are still performed in person, and that at least one-quarter of citizens who don't use the City's online services say this is because they prefer to interact in person. Additionally, through these reviews, citizens have repeatedly said that navigating in- person service at City Hall is very difficult due to bouncing between service counters and staff to submit fees, applications, or to get answers to their questions, or status updates on projects. The Vision The creation of a centralized main floor service centre will see up to 30 existing service staff and subject matter experts relocated to serve customers in this single location during peak times. The new counter will ensure service is always delivered right to the customer, eliminating the need for them to find their way around multiple counters on multiple floors. With the new service centre customers will arrive at one place on the main floor — that is easy to find, even if you've never been to City Hall before — and it will always be the right place to receive service and information. Customers will enjoy a simplified and centralized experience with a more consistent service philosophy, business practices and application of policy, across service areas. Page 157 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER The vision for the service centre includes three key components: General Information/Customer Check -In Counter Signage at all entrances to City Hall, including at parking garage elevators, will drive customer traffic to the new check-in station where an existing staff person will direct them for both pre - booked appointments and walk-in service. A new software platform that enables appointment booking and management, and electronic ticketing for walk-ins, (similar to Service Ontario or the Passport Office), will assist with managing customer queues and required staff resources. General inquiries will also be handled at this desk, which will be located where Security staff are currently located in the Rotunda. Expanded Service Counter Upon leaving the Check -In counter, walk-in customers will have an electronic ticket that will guide them to the queue they need to be in for the service area they need. Those with pre -booked appointments will be directed to a lounge area where they will be personally greeted by the staff person they'll meet with at their appointment time. The expanded and fully accessible service counter will be located where the current Information Desk counter is, in front of the Small Business Centre. The counter will include seats for service representatives from frontline areas including: Legislated Services, Revenue, Planning, Building, Engineering, Transportation Services, and help with registration for Community Services programs activities. Existing customer service staff will be relocated from their current counters on other floors to serve at the counter each day. Additionally, for the first-time, new public access computers will be available for members of the community to use near the expanded counter. Service Support Centre When customers have a more complex inquiry, or when escalations or further technical expertise is needed to serve a customer at the service counter, technical experts will be available from each service area for assistance — on demand. Working out of the newly constructed support centre, located directly behind the expanded service counter, technical experts representing each of the service areas can easily be called on to come to support counter staff. The support centre will also include meeting rooms equipped with technology, for appointments and/or confidential or sensitive matters, additional areas for quick informal discussions with customers. Capital funding of $1,659,000 ($1,183,000 tax based, $476,000 enterprises) has been included in the 2022 budget to build the new Service Centre (including the service counter and support centre). Staff have completed a cost estimate for this construction that includes a design and finishes for all of the work that are aligned with the well-established architectural standards for City Hall. A new Support Centre Supervisor position has been requested as part of the operating budget. For Information. Page 158 of 199 rn rn 0 rn LO a> 0) m a L 4— co O -I-J O > 4-J N O v C: rl cn O a)4- E +, V O O > >C:'> O O '— ME V w _0 CSA -0Q N bn . 0- 0 cr_ V Q }' w �+ V VE � � a oC w rn rn 0 rn LO a> 0) m a CL M r r r N O N rn rn 4- 0 0 N NI 00 I- 0) 00 (00 r- O 00 0 V l!7 C -4 O O l!i N O (!i V � N r- CDI 10 'IT () r- V 0c N r - CD G (Ii NI N r - ISI O (D � O 0) N N N () co 'IT 00 NI r - CJI O V O V V IN N r- 00 NI 0000 m N (O 00 NI 0 O 00 V N M N V LO Cd I W O W N (fl N 00 N 7 � V~ V U) w V � Q V � � (7 J^ II Z wwc 0 - D G0,3 a U) u_ U W U Z 0 > L Wz ui F U) w w w R Z w U Q U ;Q O d a CL w Of U w u Q w w d _ U -w LL w Z U- C7 L O O O E aOL o O M az O O CL '> 5 O (h O l!7 )oaN zl rn rn 4- 0 0 N rn rn 4- 0 m a� c� a V � Q � X bn O O O 0 O 4-j C: O N E 00 O +-+ •— � ca -0 -0 _0 N 0 O O V Q N O V � c� G m •� O N U � � rn rn 4- 0 m a� c� a v N O L- E A L E 7 co N cC v L O U- m O r O Lo Lo OI O N V N N 00 N � N O N V � N N rr-- N CY) N NI O r- N N O W N M N CY) N Lai O 00 (14 (!i M V O OM �2 N N N CY) N O() 00 N N O (fl �NNI 00N 00 N NI O ONO N N N W N (fl 00 00 N NI O 01 V (!i (!i O O N � N N O N 00 (` ) O d O V (I N 0000 N co (� W O U Q -1 O U N (7 M W H H d W W U Z W O MI O Z U N IN N R Z d O Q W Q u d � N r } O Q a N j N � W a) O O J a` o N � MOI O N O N V Q =0 < N CY) N LL CY)l "11 LL Q Z O N V N V N N (1) 1- (fl O 'IT LO V N O O v N O L- E A L E 7 co N cC v L O U- m O r O Lo Lo OI O N V N N 00 N � N O N V � N N rr-- N CY) N NI O r- N N O W N M N CY) N Lai O 00 (14 (!i M V O OM �2 N N N CY) N O() 00 N N O (fl �NNI 00N 00 N NI O ONO N N N W N (fl 00 00 N NI O 01 V (!i (!i O O N � N N O N 00 (` ) N R H rn rn 4- 0 N O Z O H Q w W U Q -1 O U (7 W H H d W W U Z W d 9 Z U � R Z d O Q W Q u d } v Q a O j W 2 U � W a) O J a` o z � W Q =0 < LL "11 LL Q Z Q O 'IT LO V i O O O O O O - O N N O O y () N N N 0C 0 N 0 N N 0 az' 1- 00 1- 00 1- 00 O 0) O O 0) 0) Q'� t; $I 0 0 N Z N R H rn rn 4- 0 N CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 10 — Gas Meters FUND: Capital DEPARTMENT: Infrastructure Services - Utilities PREPARER: Parmi Takk — Manager of Gas Measurement and Service BUDGET IMPACT: None (included in the proposed budget) A gas utilities' use and management of an inventory of gas meters is administered and enforced by Measurement Canada through the statutes that regulate trade measurement, specifically the Electricity and Gas Inspection Act and Regulations. The Electricity and Gas Inspection Act and Regulations set the rules for the purchase and sale of electricity and natural gas and defines units for energy measurement. The Act requires that: • electricity and natural gas meters be approved for use in Canada, • only approved and verified meters are used to determine the amount of electricity or natural gas consumed, and • the accuracy of electricity and natural gas meters be verified in accordance with the time periods stipulated in the Regulations. For each class of gas meter, Measurement Canada has stipulated the "seal" period for the meters. Once a meter has been sealed or re -sealed, it has a predetermined period of time to be in service before it must be removed, tested, re -furbished or retired from service, as circumstances dictate. The City of Kitchener has approximately 75,733 meters in our distribution system that are administered under the Act mentioned above. The number of meters that require replacement fluctuate per year based on their age and type/size of gas meter. In 2020, additional funding of one million dollars was requested, approved and spent to support the meter replacement backlog. However, after a thorough quality analysis of both meters and instruments/modules (required for all large customers) it was determined that in 2022 there is a large quantity of overdue meters from previous years that require replacement which was not forecasted in 2020. Additional funding is required to exchange these overdue gas meters as well as test the meters that are due in 2023. A new process of sampling meters in the year before they are due will assist with budgeting and workforce planning. The capital account is expected to be in a deficit by end of 2021 and to limit the impact on gas rates, the funds will be spread over five years. Looking forward, ongoing analysis is needed of the meters and instruments coming due to begin building metrics in pass and failure rates to better forecast meter replacement. The gas meter department currently does not have the capacity to complete this work and a separate request for a staff position has been requested in 2022 to assist with this as well as other requirements of the Gas Meter Group to meet our code and regulatory obligations. Page 163 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Total funding of $1M ($200,000/year) has been added from 2022-2026 based on the projected need to replace meters. These additional funds will allow for the backlog of the overdue meters and instruments/modules to be replaced as long as all seal groups that are sent for testing pass. For information. Page 164 of 199 rn rn 4- 0 LO m (1) c� a ateJ O v+-+ ate-J }, O i cn 4-0 a a Q cn cU � 'p p +-+ U ca E00 Ln (Dcurn a > CL v � J -�cn- c� a U fa a G ~ V Oi rn rn 4- 0 LO m (1) c� a CL M r r N O N v N O L a A L E 7 co r� N cC v L O U- L m o_ O W) W) N R H rn rn 4- 0 m N W U z Q () w z w U z U W E j W W Z > 0 W U ui 0 u N z w U a a D o (L O o 06 Q Y U) Z O of �af LLQ z d Q V d L 0 O d o 0 EO CO `z f0 N a c 0) Q z v 3I 0 a co z N R H rn rn 4- 0 m N CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 11— Downtown Kitchener Streetscape FUND: Capital DEPARTMENT: INS — Parks & Cemeteries PREPARER: Niall Lobley, Director, Parks & Cemeteries, Cory Bluhm, Executive Director, Economic Development BUDGET IMPACT: None (included in the proposed budget) During 2021, associated with a refreshed approach to the operational management of the downtown area, initial investments were made to address tree canopy losses in the downtown and review street tree management and provision and to address critical needs in respect to failing and ageing paving along King Street. Based on this initial work, staff have identified additional capital needs in the downtown area. The downtown streetscape is more than a decade old, and, over the past decade minor investments have been made in respect to providing for upkeep in the downtown. This has included replacement of street trees, replacement of street furniture and repairs to paving, alongside other elements. However, dedicated maintenance and reinvestment has been reactive in nature, responding to concerns and complaints; there is no dedicated funding or program to maintain the enhanced streetscape of King Street and the downtown. Since 2020, staff have been working to establish a more proactive approach to the downtown reflecting the significant public and political attention of the area and the value of the core as an economic driver for Kitchener. This approach was formalized in 2020 when a new downtown operations team was initiated to explore an alternative approach and identify the required resourcing, to support the downtown area, and in 2021, capital investment is being made to start the replacement of trees and addressing areas of paving needing replaced. Staff have identified additional needs throughout the downtown and are seeking support for specific capital investment needs and an annual general provision allocation to support needs as they arise and provide the financial flexibility to respond to needs in a timely manner. Capital investment is broadly grouped into three areas of existing infrastructure that need investment: Tree and Planter Replacement and Enhancement Program In 2021 staff planned and initiated a comprehensive review and replacement of trees in the downtown. An analysis of existing tree health and condition was undertaken and a review of existing infrastructure to support trees in both the granite planters and tree wells was completed. This resulted in work being prepared and tendered for early 2022 completion on the south side of King Street, between Young and Water to eliminate some trees and replace others (work was combined with paver replacement). In addition to this 2021 work, the following needs have been identified: Page 167 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER • Tree decommission in 32 locations has been recommended. This would see 32 tree locations 'retired' and tree wells restored to surrounding pavement conditions. These trees have been selected based on past growth challenges and conflicts with King Street uses such as patios. • Tree replacements in 35 locations. These are trees which have either been removed already and not replaced or additional trees identified for removal to be replaced. Soil and planting enhancements would be included. • Granite Planters in 18 locations. In these locations raised soil conditions with replacement inlets of outlets from King Street storm infrastructure with replacement trees (2 per planter) would be addressed. This work would include repairs to electrical and would improve horticultural planting conditions. Paver Replacement Through work in 2021, staff have identified that the paving, particularly on King Street, is in increasingly poor condition. Acute areas of need were identified and replaced in 2021, but there are challenges throughout King Street of uneven, cracked and cut pavers. Staff are exploring alternatives to the existing paver system through 2021 and 2022, with a view to exploring if an alternative, high quality option exists that is comparable, or exceeds, in aesthetic, to the pavers. An estimate was developed for the additional Federal Gas Tax in 2021, for the complete replacement of pavers along King Street. It is estimated that this is between $5M and $6M to complete. Through successive phases it is hoped that the pavers are replaced throughout all of King Street on a ten to fifteen -year cycle. This issue paper addresses the next phase of work (Phase 2: $1.75M), reflecting the highest priority areas. Phases 1 and 2 will complete the replacement of all trees identified for replacement and all pavers along King Street on both north and south sides between Water and Ontario streets, including a high quality concrete treatment opposite City Hall extending the Carl Zehr Square design elements to the south side of King Street. • Phase 1 (award 2021, construct 2022) — Paver replacement south side of King Street, Water to College and south side of King, Young to approximately Bobby O'Brien's. • Phase 2 (2022 — 2024) — Concrete replacement south side of King Street, opposite City Hall, south side of King Street Bobby O'Briens to Ontario Street Project Management Costs are included in final budget estimates to provide short term project initiation and ongoing project management support as needed. General Provision A relatively meager general provision, with annual funding of $65,000 has been included to support the three areas of investment. This account will allow for ongoing repairs to garbage units (including replacement when needed), repair to granite slabs on planters, and replacement trees as required. Page 168 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Project Management support for the initial 2 — 3 years is considered critical to set up the program for success. This is estimated at approximately 10% of the capital costs and is included in the cost estimates. Funding for this initiative has been included in the proposed budget including: • Tree & Planter and Replacement Program: $1.18M over 2022/23 • Phase 2 paver replacement: $1.75M in 2022/23 • General Provision: $650k over 10 years Project Name 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Downtown Infrastructre Gen $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 650,000 Paver Replacement Program - Phase 2 $ 1,750,000 $ 1,750,000 Tree Replacement $ 190,000 $ 190,000 $ 380,000 Downtown Hoticulture $ 800,000 $ 800,000 For information. Page 169 of 199 N r NI V I� O CL W I- d) O N M M N M (h M N O W co O N M (0 O O N ' r 0) N NI V O N m O M co NI O (O V LO NO LO (O O N O V N � � N N r N Q O N N OI 00 Q rr 0 r- O 0 W U O V N �+ N CL 0 U W U p M Of z i- z CD N Q U � W U N A Gi L w U CL W Lo U Z Q L > NI I- � z o rn o p O () N ui E U O (h E CD CD CD 0 C - N EO -� w Q Z? 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The Tree Canopy Target will inform future actions to sustain and potentially grow the Forest Canopy. The Sustainable Urban Forest Strategy (SUFS) is a key action under the Environmental Leadership strategic goal. The early priorities of SUFS by Council were embedded in the Strategic Plan to: Establish a tree canopy target Eliminate the street tree planting backlog from 2018 Both these objectives are on target to be completed by the end of 2021. Private Property Tree Planting & Stewardship In 2019, a partnership with REEP Green Solutions was established to support tree planting on private property. The greatest opportunity for increasing urban tree canopy remains on private property and more than half of the existing urban canopy is under private ownership. Investing in private canopy delivers widespread community benefits and contributes toward supporting an Urban Tree Canopy. Funding of $40,000 a year was dedicated to delivering tree planting with REEP whereby homeowners would be able to plant a subsidized tree on their property, receiving advice on species selection and care and maintenance. This program has been extremely successful; after limited initial promotion after budget 2019, no further promotional work has been undertaken and word of mouth and the REEP website have generated an ongoing waitlist. In Kitchener alone: • More than 375 applications have been submitted to REEP • More than 150 consultations have been completed • Almost 200 trees planted by the end of 2021 • Approximate 80 residents remain on the waiting list Despite COVID-19, more than 150 in person attendees were at workshops in 2019 and 2020, and more than 1,500 participants (between 40% and 50% from Kitchener) attended webinar stewardship and educational sessions in 2020 and 2021. REEP now operate similar programs in Cambridge, Waterloo and Guelph and are seeking external funding through the Federal 'Two Billion Tree' program having secured several external partners. Kitchener provided funding for an initial three-year period, this funding runs out in 2021. Staff are seeking to extend and enhance this program over the next 10 years in support of the Urban Page 177 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Forest, increasing the stewardship and educational activities that REEP can provide to communities in Kitchener. REEP have confirmed ability to deliver an enhanced program and welcome the opportunity to continue working with the City. Park Tree Planting Staff have been able to operate an enhanced tree planting program to address street trees over the past three years to eliminate the backlog of street tree planting from 2018. This has led to outstanding tree replacements being completed and an accelerated annual planting of approximately 800 trees over each of the past 3 years (normal rate is around 300 — 400). While the street tree program has been able to 'catch up' and, sufficient funding is sustained within Capital to continue to replace street trees within 3 years of removal, staff have not been able to replace trees lost in parks and open spaces. It is estimated that over the past decade, as many as 2000 park trees have been lost without replacements. Funding is requested to support an enhanced tree planting program to begin to address park tree replacements. Tree Canoav Review In 2019 staff were able to complete a comprehensive review of the Urban Forest Canopy. This data showed that over the period 2014 — 2019, tree canopy had been able to increase in Kitchener (INS -20-17). This work is informing the Tree Canopy Target work ongoing. In order to ensure that this data remains up to date and of value to managing the Urban Forest, staff recommend that a review of tree canopy coverage occur every 5 years. A total of $1.1M has been added over the 10 -year forecast in the following areas: • Private property tree planting and stewardship = $400,000 total ($40k/year) • Park tree planting = $550,000 total ($110k every other year starting in 2023) • Tree canopy review = $150,000 total ($75k per review in 2024 & 2029) For information. 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Q _ (n ui W E W = LL O Q W W Z �' C1 z O U wt; 2 U) y H W0 2z Q O p o � W W O i a W< v J O Q u < Y UJ w U- z d U H L V y O O O O (!i O O O O N N _ E OL 7 V N M M = o z p V az o N o 0 )oaN zl N N V I- LO M N R H rn rn 4- 0 co N rn rn 4- 0 N co N +-+ O O 4-J L C 4-J L — bn 0 O O ca DC � m V L •� C U rn rn 4- 0 N co N CL M r r N O N V N O L - E a L E 7 co r+ N V L O U- m 0 r 0 W) W) NI Z_ N 0) 00 O lzl V lzl Of O Z O (0 LO Z O �! v w U o-I > IL Z u�Oi N E O LL OI V I� Lu 0 U R Z } > W W (n U Z H v O Q H Z N D Q } } (L Q (n U U H N �! V O V Z < LO N O i V NON O N NO O OO 0 N O V N'1- 0 N 0 0 a`z 1- N 0 �D N ZI O V LO N NI 0) O O CD m V G N N N La N (O O 00 CD (h O V N M M 4 (O O I- N (h V O M M O m O V RI M N (� N (O co CA O () V N H Z_ IL U Of O Z O U)H Z O U w m = w U > IL Z w Of U) Of E O LL Of Lu W Lu 0 U R Z } > W W (n U Z H v O Q H Z Uv H D Q } } (L Q (n U U H H Z < < i V NON O O NO O OO 0 E N'1- V 0 0 a`z o 0 a N ZI a N R H rn rn 4- 0 cY) co N CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 13 — Sanitary Trunk Rehab General Provision Account FUND: Capital DEPARTMENT: Infrastructure Services Department — Sanitary and Stormwater Utilities PREPARER: Nick Gollan, Manager, Planning and Programs BUDGET IMPACT: None (included in the proposed budget) There have been no major capital infrastructure rehabilitation works completed on sanitary trunk sewers in several decades. Preliminary analysis completed on existing background information as part of the Integrated Sanitary Master Plan (ISAN-MP) indicates the need to begin allocating funding to critical trunk sanitary sewer infrastructure rehabilitation. The City of Kitchener formally initiated the [SAN -MIP in May 2021. Since that time, extensive work has gone into reviewing background information and developing a hydraulic model analysis platform to assist in making long term strategic decisions around sanitary infrastructure investments to maintain existing sanitary services and prepare for the increasing development pressures being experienced in the community. One element of consideration is the existing condition of current sanitary assets such as trunk sewers which service large sewer sheds in the city by transporting sewage to the Region's Wastewater Treatment Plant in Kitchener. One example of a trunk sewer which will require rehabilitation in the near term is the Montgomery Trunk Sanitary Sewer. This work will involve the replacement of high-risk, poor condition sections of the existing trunk sewer (-1.3 km identified in preliminary study), which will address risks of structural failure as well as reduce inflow and infiltration (I&I). This scope of work will also include the removal of existing siphons, which are currently not easily maintained and pose an operational risk. Similar rehabilitation works for the City's —106 km of sanitary trunk sewers will be needed over the next several years and will be prioritized through the Sanitary Master Plan work being conducted currently (to be completed in Fall 2022). These rehabilitation works will require substantial budget to complete. $9,900,000 has been included in the budget from 2023 to 2026. This is a high-level estimate for the rehabilitation works needed for the Montgomery Trunk Sewer project. Additional budget beyond 2026 will be secured in future years once the full scope of rehabilitation works for the City's remaining trunk sewers is determined through the development of the Sanitary Master Plan. For information. 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' 1- 00 00 00 00 O) O) O) O) O) O) O) O) O) O) O) O) O) O) O) O) _CL; W) V o o W zl NI I'❑'❑ rn rn 4- 0 cY) CITY OF KITCHENER 2022 BUDGET ISSUE PAPER ISSUE: Cap 14 — Water Hydrant and Water Service Replacement FUND: Capital DEPARTMENT: Infrastructure Services — Gas and Water Utilities PREPARER: Angela Mick, Manager — Quality Management and Water Programs BUDGET IMPACT: None (included in the proposed budget) Council endorsed the Water Infrastructure Program (WIP) and five-year rate forecast at a strategic session on September 25, 2017. Watermains, services and hydrants have the same estimated lifespan and are replaced as part of capital reconstruction project. There are instances when the services or hydrants fail before the watermain can be replaced so they need to be replaced in advance of a reconstruction project. Kitchener Utilities is responsible for water distribution maintenance on 900 km of distribution watermains, 4,565 fire hydrants and over 62,000 services. It is critical that hydrants are in good working condition to fight fires. Fire hydrants are also required as a means to maintain adequate disinfection levels and clean watermains, maintaining drinking water quality. Hydrants are used to determine pressure/flow in the system to confirm that adequate supply is available to support infill and new development. Protected hydrants (with a backflow prevention box and meter) are provided for large construction projects to provide a continual and protected water supply. Protected hydrants are also accessed for other City maintenance programs to provide water supply for storm/sewer inspection work, sewer flushing, and street sweeping/leaf clean up. Hydrants are strategically placed to ensure adequate coverage, so it is important to ensure that all hydrants are in service. Generally, water hydrants and services are anticipated to last until all the water infrastructure is replaced as part of a full reconstruction project. Although hydrants are maintained annually, there are instances where the hydrant needs to be replaced due to vehicle damage or inability to repair. Similarly, the intent is to replace services (from main to property line) as part of reconstruction projects but there are some instances where the services must be replaced because they cannot be repaired due to the poor condition of the pipe. There is a specific regulatory account to replace lead services and new services are installed/funded by development; however, there is not a capital account for water service replacement. Service replacement costs can vary greatly depending on the size of the service. Due to the critical nature of fire hydrants, there is a regulatory requirement to operate every municipal hydrant annually. As part of the operating checks, there are repairs that need to be complete and on occasion, hydrants need to be replaced. The 5 year average (2016-2020) for hydrant replacements was $94,000, which does not include restoration costs. It should be noted that the 2020 costs were more than double the average as there was a backlog of hydrants out of service which were addressed in 2020. New dashboard Page 194 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER tools were created to monitor any hydrants that are out of service to prevent future backlogs. There is also a new mobile inspection program scheduled for implementation in 2022 to promote timely follow-up repairs/replacements of hydrants. Prior to 2021, hydrant replacement was funded from the maintenance account. Due to the volume of replacement hydrant work in 2020 and a review of CityWorks work orders it was determined that, to abide by accounting principles, the work should be capital in nature. This would be consistent with the capital valve replacement account, where only repairs are maintenance, replacements are capital. Funding of $1.1M ($100,000/year + inflation) has been added to the capital budget. For information. Page 195 of 199 ISSUE: FUND: DEPARTMENT: PREPARER: BUDGET IMPACT CITY OF KITCHENER 2022 BUDGET ISSUE PAPER Cap 15 — Watermain Replacement — Stirling Ave S and East Ave Capital Infrastructure Services — Gas and Water Utilities Angela Mick, Manager, Quality Management and Water Programs None (included in the proposed budget) Watermain replacement projects are selected based on watermain condition (probability of failure) and the criticality of the watermain (consequence of failure). Watermain condition is calculated based on: • Material • Age • History of breaks (40% of score) • Suspected lead services • Shallow infrastructure • History of frozen services A criticality score, from 1-10, with 10 being highest risk, is calculated based on: • Proximity to environmental features • MTO road class — roadway impacts • Customer class - hospitals, industrial/commercial/institutional, multi -family • Other critical infrastructure impacts - LRT tracks, transmission gas mains • Potential damage to private/public property • System impacts —the results of the watermain being isolated from the system - non - looped pipes, difficulty to repair (e.g., under the expressway) and fire flow impacts Although not specifically calculated as part of the score, other considerations like undersized infrastructure, exposed infrastructure, water quality issues (potential for looping) and other planned projects which may impact the watermain, extension of existing project limits to prevent isolated sections of metallic mains are reviewed. Reconstruction projects are selected when all or most of the infrastructure (water, storm and sanitary) are in poor condition because it is most cost effective to replace all the infrastructure together. There are streets across the City where only the water is in poor condition. For example, in previous decades, there were more single utility projects, which results in infrastructure not lining up for a full reconstruction project. There are also areas where the watermain is failing prematurely due to a combination of corrosive soils and thin-walled pipe. In some of these areas, watermain relining has been completed to extend the life of these pipes to line up with other infrastructure. In the City's experience, watermain relining has been expensive and comparable to open cut replacement, however we are open to this method to improved technologies and decreasing costs over time. Page 196 of 199 CITY OF KITCHENER 2022 BUDGET ISSUE PAPER A structural reline lasts approximately 40 years so it is not an option for mains which are beyond their useful life, particularly for thin-walled cast iron with an estimated pipe life of 50 yea rs. There are several projects where the watermain requires replacement in isolation since the other infrastructure is in good condition. Two high priority projects are: • Stirling Ave S - Courtland Ave E to King St E - 700m of cast iron watermain from the 1940s • East Ave - Cameron St N to Eugene George Way -800m of cast iron watermain from 1939-1949 East Ave — Cameron St N to Eugene George Way The existing watermain is from 1939-1949, has experienced 5 breaks and is in poor condition. The watermain supplies fire protection to the Aud via a hydrant. The City is completing a full reconstruction project on East Ave between Frederick St and Krug St. This section of East Ave does not qualify for a complete reconstruction. It would be advantageous to include the additional water -only scope onto the existing East Ave project scheduled for 2024. There will be cost savings relating to extending limits of an existing project rather than a separate standalone project. The criticality of the watermain is a 7/10 for most of the length. East Ave was identified as the fourth highest priority project; however, two higher priority streets are awaiting more condition information on other infrastructure which may move those streets to full reconstruction projects. Stirling Ave S - Courtland Ave E to King ST E The existing watermain is from the 1940s, has experienced over 10 breaks and is in very poor condition. In addition, the watermain is shallow and is suspected to contain lead services. The sanitary and storm infrastructure is newer and is in good condition so the project would be a water only replacement. Stirling Ave S is within the LRT PARTS boundary where development is expected to occur. The watermain is critical, with a score of 7-8, and should be upsized to support future development. The combination of poor condition and criticality has identified this project as the highest priority water project. Funding of $7.3M has been added to the capital budget for the following projects: • East Ave —Cameron St N to Eugene George Way - $3.21M total o $310,000 in 2022 for design and $2.9M for construction in 2024 and 2025 Stirling Ave S — Courtland Ave E to King St E - $4.1M total o $270,000 in 2025 for design and $3.83M for construction in 2026 and 2027 For information. Page 197 of 199 rn rn 4- 0 co rn a� c� a 0 rn rn 4- 0 rn rn a� c� a