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Home My WebLink AboutFCS-11-037 - 2011 Budget Package - Final Budget Day REPORT TO: S~a~'Re~port finance and Corporate Services department DATE OF MEETING: SUBMITTED BY: PREPARED BY: WARD(S) INVOLVED: DATE OF REPORT: REPORT NO.: SUBJECT: RECOMMENDATION: For discussion BACKGROUND: Finance and Corporate Services Committee March 1, 2011 Dan Chapman, Deputy CAO Ryan Hagey, Manager of Financial Planning All February 18, 2011 FCS-11-037 2011 Budget Package (Final Budget Day) www.kitchenerca Final 2011 budget approval is scheduled for March 1. This report and related attachments provide information on the 2011 budget to facilitate decision making by Council. REPORT: There are three attachments to this report. 1. Final Budget Day Presentation 2. Additional Operating Budget Issue Papers 3. Additional Capital Budget Issue Papers The additional issue papers address specific questions and requests for information that have arisen throughout the budget process. The final budget presentation reiterates much of the information that has already been presented to Council as well as some new slides to address items of particular interest. The budget presentation outlines both the current overall budget position as well as the position which could be achieved if identified budget reductions are supported by Council. The current overall impact for an average residential ratepayer is an increase of $169 or 5.67%. That impact could be reduced to $89 or 2.99% if all reductions are supported. This includes all property taxes, the storm water rate, water and sewer utilities along with the anticipated gas supply rate change effective April 1, 2011. Potential reductions are identified in the following areas: • Property tax supported budget - up to a 5.21 % reduction as directed by Council 1 Staff Re~p~r~ I~~rc~~nT~~ Finance and Corporate Services 1~eparfinent w~+w.kitthenerca Water and sewer rates -Council previously directed staff to prepare a rate increase scenario of 4.9% in lieu of the proposed 6.9% increase; in addition to a 4.9% rate increase scenario, staff have prepared scenarios for 2.9% and 3.9% increases to further aid Council in achieving meaningful and sustainable budget reductions Even with these reductions included, the 2011 budget would provide for the following improvements at an increased cost of less than $0.25 per day for the average household: • Implementation of a sustainable service level for storm water management, inclusive of new funding for Victoria Park Lake remediation works commencing in 2011; • Funding for year 8 of 10 of the Economic Development Investment Fund in support of the renovation and expansion of the Kitchener Public Library -Central Library; and • Operating budgets for a number of new or expanded facilities to support a growing community, including: o Kingsdale Community Centre o Bridgeport Community Centre Expansion o McLennan Park • Improvements to the City's long-term financial stability through reduced reliance on the depleted tax stabilization reserve fund, reduced reliance on gapping revenues which are falling short of targets and a reduced dividend from Golf Courses which can no longer be sustained ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Foundation: Efficient and Effective Government Goal: Financial Management Strategic Direction: Strive for competitive, rational and affordable taxation levels FINANCIAL IMPLICATIONS: Financial implications are provided in the attached information. COMMUNITY ENGAGEMENT: An extensive communications plan was launched in support of the 2011 budget. Formal public input on the 2011 budget was received on February 15, 2011. ACKNOWLEDGED BY: D. 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Z O ~ Z Q ~ O ~ ~ O ~ N ? ~ X ~ ~ ~ I > cnO ` a O-cA C~~ a~ ~ mw~ ~ ~ o U U U ~ ~ W W Q Q o r~_,°` w ° Ef3"• ' 4. `~ r ~ - - ~ 4 ~ ~; r J „ . ~w ~~ _ _ _ __ ^1 N ~~ ~ ~--+ ~ 0 ~ ~ ~ ~ ~ N l..L •~ W ~+ ~ ~~ C~ N N ~ 0 ~ ^ ' ~ ~ .~ ' ~ ~ ~ ~ ~ U ~ ~ ~--~ N U ~ ~ O ~ ~ ~ ~ O _O ~ ~ ~ ~ m 0 • 0 r~ N a~-+ _ ~ ~ fa ~1 ~ O ~_ ~ O _ ~~_ ~ ~ > z c w o ~ . ~ ~ L ~ . ~ O ~ .~- C ~ _ V ~ ~ ~ ~ ~ ~ O N - ~ ~ C7 '~ C ~ ~ L O ~ O L O +~ ~ ~ a"~ U L ~+ C > ~ ~ U ~ a--~ - ~ c~i~ (! a--~ Q ~ ~ ~ +, L N ~ Y ~ O a--~ U rya/ L.L ~' ~ ~ N L N ~ Y ~ O a"~ U ~ ~ •~ ~ L N ~ C ~ +~ ~ ~ ~ , ~ ~ ~' ~ m ~ +-+ c O E U ~ ~ +~-, ra ~ - J ~ ~ ~ ~+ V ~ .V ~ ~ ~ wCw,, W ~ O ~ O ~ -O N ~ ~ ~ ~ p ~ ~ O L ~ C_ ~~ ~ cn -O ~ ~ L O ~ ~ ~ ~ ° ~ U ~ ~ ~_ ra ~ ~ L ~ ~ 1 ~ N ~_ (n O C ~ rl L ~ ~ ~ C ~ ~ c ~ ~ ~ U Q ~ +-+ ~ C ~ L ~ ~ ~ c ~ a--~ ~1 ~$ ~ = ,--i 0 I..f) 0 ~p 0 I~ O 00 O O~ O O ~--i ~ N N M N ~ N Lf~ N ~p N I~ N ~ C7 0 0 0 0 0 0 0 ~ 0 0 0 0 0 0 ~L~ ,~ ,-- - .~--__._ --- Sri _ ~~~rj ..Ti Y4 ' ~ 1~_ ~.~~ _ ~ s. ~. 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(~ N C'3 Cn N ~ ~ ~ i O ~ (~ ~ ~ ~ ~ ~ ~ ~ o ~ Q ~ ~, ~ ~ ~ ~ ~ ~_ O ° W ~ c~ ~ c~ ~ N ~ ~ O ~ ~ N oC . ~? cn ~ ~ N ~ ~ ~ ~ ~ ~ » U ~ ~ O ~ Lid C~ U C~ Cfl O U N C^~ l..L a~ O O LL ,_- ~, -= I '~ c 0 U N a~ m O `~ V, ~ ~~ ~~ w` ~ ~ ~ ~ .~ . _ ~ C~ Q) ~~ ~-io Cn ~ p c~ ~ ~ o ~ ~ ~~ c~ ~ o ~ ~ ~ O o ~ ,~ +~ o~ ~o~o V ~ ~ ~ C~ - T ~ o T ~ ~ ~ O C~ ~ ~ ~ ~ o~ o O ~ ~ ~~ ~ U a~ ~ .~ o ~ ~, ~ ~ o p o ~ ~ O o ~ r o ~ ~ ~ CV ~ ~ ~ ~ ~ ~ ~ c~ ° ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ i ~ ~ U ~ ~ ~ ~ ~ W (~ ~ - - ~ (~ ~ ~--~ _ ~ 07 cn ~ c~ N ~ .~ .~:: s ~, E~' ~" ~ !~" s ,_ ~~ i.,~ , ~ i __ -- ~ __ H ~_ Follow UD ODerating Bud4et Issue Parser (IP) Index IP # Description General Items Op 01 General Questions Op 02 Manufacturing Employment Op 03 Wages and Income Op 04 Bankruptcy Statistics Op 05 City Strategy for Sponsorship/Fundraising/Naming Rights Op 06 Arts Sustainability -Creative Enterprises Enabling Organization Op 07 City of Kitchener Staffing Op 08 City of Kitchener Benefit Rates Op 09 Mileage Rate and Per Diems Op 10 Legislative Impacts on the Budget Op 11 Fleet Departmental Specific Items Op 21 Growth Items Op 22 Operations Unfunded Positions Op 23 Job Ranking for Roads Maintainers Op 24 Turf Maintenance Op 25 Sidewalks Op 26 Community Grant -Tier 1 -Minor Sport Provision Op 27 Kitchener Rangers and the Aud Op 28 Kitchener Public Library Enterprise Items Op 31 Building Enterprise Op 32 Parking Enterprise Op 33 Gas Utility Op 34 Increased Dividend from Gas Op 35 Water & Sanitary Utilities Op 36 Stormwater Utility 81 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 01 -General Questions FUND: Operating DEPARTMENT: All PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: At the January 20 operating budget meeting, a number of questions were asked that required follow up. These questions have been grouped into similar topics in the responses back to City Council. This issue paper deals with general questions. RATIONALE /ANALYSIS: 1. On the detailed budget reports, what makes up administrative expenses? Administrative expenses includes costs such as insurance, postage, training, amortization expense (enterprise only), and interest charges (enterprise only). 2. Provide combined statements for the entire City. A consolidated budget report for all City operations (including enterprises) is included in the attached appendix titled 124 Group Summary (including enterprises). 3. Provide a listing of staff-proposed tax-levy increases vs. actual increases over the last 7 years. The chart below shows the staff proposed budget amounts to the Finance and Corporate Services Committee, the final budget approved by City Council and the difference between those two numbers. All values include EDIF. Tax Rate Increases (incl EDIF) Year 2004 2005 2006 2007 2008 2009 2010 Pro osed 4.60% 4.33% 2.68% 5.64% 6.37% 4.83% 4.05% Actual 4.84% 3.76% 0.00% 3.08% 3.71 % 3.98% 2.90% Difference 0.24% -0.57% -2.68% -2.56% -2.66% -0.85% -1.15% 4. What were the savings from the OMERS pension holiday? (i.e. how much was transferred to the Tax Stabilization Reserve Fund?) The OMERS pension holiday began in August of 1998 and continued until the end of 2002. OMERS rates were reintroduced in January 2003 at a reduced level and then fully implemented for 2004. This means that the City's OMERS expense was reduced from August 1998 until December 2003. Rather than reduce benefit rates, City Council chose to maintain the rates and contribute the OMERS portion to the Tax Stabilization Reserve Fund. City records on this item only go back to 2000, so staff have estimated the values for 1998 and 1999 based on the actual amounts transferred in the other years. OMERS Savings (in $000's) Estimate Estimate 1998 1999 2000 2001 2002 2003 TOTAL City 423 1,014 1,014 1,014 1,094 750 5,309 Library & CITS 32 76 76 86 70 64 403 TOTAL 454 1,090 1,090 1,100 1,164 814 5,712 ~~ 8 5. How have the City's investments performed compared to the One Fund? The City's short term investment portfolio outperformed the One Fund's Money Market Fund significantly in 2010. The Money Market Fund is for short term investments of up to one year and is best suited for comparison against the City's short term investment yields. The graph below shows that the City's portfolio returns averaged around 1 % in 2010, while the One Fund's Money Market Fund averaged closer to 0.5%. 2010 Comparison of City of Kitchener Investment Yields vesus 1.50 1.25 1.00 .~ 0.75 0.50 0.25 Month ~ City Yield One Fund Money Market Annualized Yield - 1 yr 6. Provide information about the amount of spending on consultants in 2010. Information regarding the spending on consultants is included in the attached appendix titled 2010 Consulting Activity. Details for accounts with spending of more than $20,000 in 2010 have been provided and amount to $5.Omillion of the total spend of $5.5million. These numbers include spending from both the operating budget and the capital budget. The majority of this was spent on design and project management for capital projects, specifically the Consolidated Maintenance Facility, stimulus funding projects, and a number of road projects. A specific request was made with respect to spending on the Transportation Demand Management (TDM) Studies. The spending for this was not included in the attached appendix since it occurred in 2008. The total spending was 50K and the consulting firm used was Urbantrans Consultants. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. ~~ 83 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec The Corporation of the City of Kitchener 124 Group Summary (including enterprises) GL Group Code 2010 Actual 2010 Budget Page 1 of 1 2011-02-16 13:56 2011 Variance Variance Budget ~ 10 SALARIES 70,335,021 69,466,079 75,212,000 5,745,921 8.27 15 WAGES 37,730,013 33,654,949 35,187,197 1,532,248 4.55 20 ADMINISTRATIVE EXPENSES 12,390,175 13,438,856 15,011,998 1,573,142 11.71 25 EQUIPMENT RESERVE CHARGES 4,058,227 8,297,661 8,513,532 215,871 2.60 30 BOARDS 10,009,570 10,010,043 10,384,740 374,697 3.74 35 DEBT EXPENSE 4,857,585 4,899,529 5,208,621 309,092 6.31 40 MATERIALS & SUPPLIES 6,036,096 10,720,714 9,953,772 (766,942) -7.15 45 PROFESSIONAL & CONTRACT SERVICES 4,461,165 5,013,522 5,162,833 149,311 2.98 50 RENTALS & LEASES 1,667,638 1,725,427 1,683,338 (42,089) -2.44 55 GRANTS PAID 2,718,010 2,755,472 3,081,847 326,375 11.84 60 PROMOTIONAL COSTS 1,377,704 1,568,392 1,550,090 (18,302) -1.17 65 PURCHASES OF GAS/WATER/SEWER 93,290,975 104,340,000 98,579,288 (5,760,712) -5.52 70 REPAIRS & MAINTENANCE 688,745 843,380 892,765 49,385 5.86 75 UTILITIES/TAXES 6,023,315 5,692,574 6,591,494 898,920 15.79 79 TAX REQUISITIONS 0 0 0 0 0.00 80 TRANSFERS TO OTHER FUNDS 59,841,948 53,145,156 64,644,087 11,498,931 21.64 85 INTERNAL CHARGES 7,411,345 12,250,300 13,249,071 998,771 8.15 90 INTERNAL RECOVERIES (7,664,120) (13,077,550) (13,169,753) (92,203) 0.71 95 ALLOCATIONS & SETTLEMENTS (837,389) 0 0 0 0.00 EXPENDITURES Sub-Total: 314,396,022 324,744,504 341,736,920 16,992,416 5.23 01 GENERAL LEVY (95,728,814) (95,728,397) (95,728,397) 0 0.00 02 OTHER TAXATION (6,174,842) (3,496,138) (3,696,138) (200,000) 5.72 03 USER FEES (190,592,784) (198,419,124) (200,707,321) (2,288,197) 1.15 04 GRANTS RECEIVED (820,396) (614,807) (626,898) (12,091) 1.97 05 RECEIVED FROM OTHER MUNICIPALITIES (2,258,894) (607,398) (678,761) (71,363) 11.75 06 EQUIPMENT RESERVE RENTALS (4,180,264) (9,688,285) (10,026,824) (338,539) 3.49 07 TRANSFERS FROM OTHER FUNDS (9,768,263) (9,613,610) (7,940,407) 1,673,203 -17.40 08 SUNDRY INCOME (14,851,863) (17,226,254) (16,967,172) 259,082 -1.50 REVENUE Sub-Total: (324,376,120) (335,394,013) (336,371,918) (977,905) 0.29 Totals (9,980,098) (10,649,509) 5,365,002 16,014,511 -150.38 84 2010 Consulting Activity Amount Account Description 870,186.59 CAP/CONSOLIDATED MAINTENANCE FACILITY Design & construction administration 606,740.99 CMF Improvements (ISF) Design & construction administration 504,539.12 PARK STEWART TO C OF W Design & construction administration 239,984.60 CAP/BRIDGEPORT CC (ISF) Design & construction administration 204,931.71 STORM WATER SWM FACILITIES (ISF) Design & construction administration 203,086.27 CAP/DOWNTOWN STREETSCAPE DT Design & construction administration 196,037.59 DEV CHG/ENGINEERING STUDIES Pre design 194,177.93 GENERAL -CAP/HALLS LANE VICTORIA TO EBY Design & construction administration 178,085.16 CAP/PLANNING STUDIES DC Pre design 162,440.61 SEWER AND WATER MAIN REHAB (ISF) Design & construction administration 138,885.95 CAP/BUILDING/PROCESS MAPPING Business process improvement 123,031.34 MELROSE AVE KRUG TO STIRLING Design & construction administration 118,977.63 GENERAL CAP/DTS/WELLINGTON-WEBER TO MAR Design & construction administration 111,005.73 STIRLING AVE -KING TO WEBER Design & construction administration 106,065.45 AQUATIC FACILITY-HARRY CLASS (RING) Design & construction administration 105,977.75 RES Funds Computer Terminal Fund IT Strategy Plan, complete with report and presentaiton to Council 85,478.40 RES Building Ent Design & construction administration 82,786.76 CAP/DTS/FLOW MONITORING PROGRAM Pre design 80,228.00 GENERAL CAP/DTS/BORDEN-KING TO WEBER Design & construction administration 64,560.97 CITY HALL LIGHTING (ISF) Design & construction administration 60,210.00 GAS DELVRY/ADMIN/OTHER REVENUES Advisory Services for the Procurement & Mgmt of Natural Gas Supply 57,847.02 CAP/WALTERBEAN TRAIL BRIDGE CROSSING Design & construction administration 57,435.04 CAP/DELTA PROGRAM SAP Consulting 56,419.10 ENHANCEMENTS TO TAX/UTILITY SYSTEM Evaluation of exsisting system 50,673.80 ENERGY MANAGEMENT SYSTEMS (ISF) Design & construction administration 49,152.30 KING STREET STREETSCAPE (CAF) Design & construction administration 46,482.72 OVERLAND DR BRIDGE REPLACEMENT Design & construction administration 43,690.44 CAP/CORPORATE PLAN Used for the Organizational Design Review:. Employee Culture printing, Metrics@Work Knowledge Sharing Symposium 35,508.34 GENERAL HOHNER SAMUEL SIMEON Design & construction administration 35,508.32 GENERAL CAP/DTS/SAMUEL-KRUG TO FRED Design & construction administration 35,508.32 GEN CAP/SIMEON-KRUG TO BINGEMAN Design & construction administration 4,940.52 CAP/URBAN DESIGN IMPROVEMENTS Partnership project with the Waterloo Region District School Board and the Regional Municipality of Waterloo for design and project management of the streetscape/landscaping improvements to the bus shelter and surrounding area in front of KCI (Kitchener Waterloo Collegiate and Vocational School). 34,650.00 WTBI ENVIRONICS/COMPASS KITCHENER Community Survey and Engagement process 4 year cycle. 26,235.91 AQUATIC FACILITY BREITHAUPT (RING) Design & construction administration 20,039.01 CENTRE IN THE SQUARE IMPROVEMENTS (ISF) Design & construction administration 5,021,509.39 TOTAL (items >$20k) 5,486,413.21 TOTAL ALL ITEMS 464,903.82 TOTAL (items <$20k) 85 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 02 -Manufacturing Employment FUND: N/A DEPARTMENT: CAO -Economic Development PREPARER: Janette MacDonald, Technical Analyst BACKGROUND: This paper addresses manufacturing employment in the Kitchener-Cambridge-Waterloo Census Metropolitan Area. RATIONALE /ANALYSIS: In the Kitchener-Cambridge-Waterloo CMA, employment in manufacturing peaked in the year 2000 at 68,600 jobs, making up 31 per cent of total employment. Since then manufacturing employment has fallen by almost 22 per cent or about 15,000 jobs. In 2010, a slight improvement raised manufacturing employment to just over 20 per cent of total employment, with 53,700 people employed in this industry. Despite these manufacturing losses, the Kitchener-Cambridge-Waterloo CMA still has the highest concentration of manufacturing employment among CMAs in Canada, just slightly higher than Brantford and Windsor. Employment in manufacturing in the Kitchener-Cambridge-Waterloo CMA 80 31 1 % 35.0% 70 28.4% 27.2% 26.8% 26.6% 30.0% y 25.1 % 24.6% a 60 23.4% 25.0% ~ ~ -8 50 20.3% 19.7% 20.4% o ~ o ~, 20.0% o ~ ~-°Q40 ~>' 0 ~ ~ 15.0% ~° a vi ~ 30 a~i E 20 ~ ~ 10.0% a d 10 5.0% 0 0.0% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Employed Percentage of total employment It is important to note that an employer like Research in Motion is designated as a manufacturer. So the remarkable growth in professional office positions at this company count as manufacturing jobs, which has masked the loss of skilled and general labour jobs; the decline in traditional manufacturing work has likely been much greater than represented above. This has contributed to structural unemployment. The decline in manufacturing is also apparent in the change in the number of establishments between June 2008 (before the start of the recession) and June 2010. The number of manufacturing establishments fell from 1,721 to 1,537, a loss of 184 businesses. 2011-02-18 • 2010 Diversity score by distribution of employment by industry Calgary Edmonton Vancouver Oshaw a Saint Jahn Abbotsford Regina Moncton Halifax Saskatoon Toronto Winnipeg St. Catharines-Niagara Greater Sudbury Barrie Peterborough London Nbntreal St. John's Kelowna Quebec Trois-Rivieres Hamilton Victoria Kingston Guelph Sherbrooke Thunder Bay Saguenay Kitchener Windsor Brantford Ottaw a-Gatineau Diversity score by distribution of employment by industry for southern Ontario CMAs 0.920 0.900 -~ 0 0.880 v N 0.860 \/ N N 'p 0.840 0.820 0.800 , ' ~ ~ ~ Oco O O'~ 00 O O 00 00 O~ 0 0 O 02 03 Otx 0 0 0 Oh 06 OA 00 00 ,~O 0 0 0 0 0 0 ~ ~ ~ 2 2 ~ 2 2 2 2 2 2 2 2 2 St. Cathar ines-Niagara ®Kitchener Brantford Guelph -London -Windsor Barrie While the manufacturing industry in the CMA has contributed to prosperity during periods of economic expansion, it has made this community vulnerable due to the lack of economic diversity. In fact, based on an economic diversity score, the Kitchener- Cambridge-Waterloo CMA is one of the least diverse among the 33 national CMAs, despite improvements in its diversity score over the past decade. While Ottawa-Gatineau is the least diverse, this is due to employment in comparatively stable public administration jobs. Source: Statistics Canada Labour Force Survey FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information. ~~ ~7 Score 0.86 0.87 0.88 0.89 0.9 0.91 0.92 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 03 -Wages and Income FUND: N/A DEPARTMENT: CAO -Economic Development PREPARER: Janette MacDonald, Technical Analyst BACKGROUND: This paper addresses wages and income in the Province of Ontario, as current local wage data is unavailable. RATIONALE /ANALYSIS: There are several limitations to the interpretation of wage data to make inferences about the socio-economic well-being of the community. Generally, a good indicator is household income, as this reflects the capacity of a household unit to purchase goods and services, pay taxes, invest, etc. However, local household income data is unavailable for 2009 and 2010 making it difficult to evaluate the impact of the recession on this community in that respect. The only data available for these two years are Labour Force Survey wages. However, this survey reflects the wages of people with jobs, and thus does not offer any insight into reduced wealth in households where one or more individuals have lost a job. As well, this survey offers provincial data only with respect to wages. Further, wages are complex in that exogenous variables do not always influence them either due to time lags or constraints such as an established minimum wage level, or preset wage increases. For example, under union contracts, wages will continue to appreciate at predetermined levels despite external economic performance. With this in mind, the following graph shows the change in real wages since 2000 for the province of Ontario. Wages were generally increasing between 2003 and 2009, and then fell in 2010. This may reflect a delayed reaction to the recession as contracts and wage increases negotiated in 2008 (before the start of the recession) for 2009 may still have occurred in 2009. For reference, Ontario's CPI for 2009 was 0.4 per cent, and in 2010 it was 2.5 per cent. As above, wages negotiated in 2009 may have been influenced by the low rate of inflation in that year, leading to a wage increase that was lower than the rising price index in 2010. Or, the lower wage increase may reflect reduced capacity of firms to offer increases on par with inflation. But it can not be shown from this data if the reduction in real wages in 2010 was a result of financial capacity to reward labour or the expectations of firms regarding inflation. Further, wages will be influenced by the supply of available labour. ~~ ~~ Average real weekly wages in Ontario ° 1.6% 1.6% ° 690 1.2% 2% 680 1.0% 670 0.8 /~. ~- 0.6%~~~ 1 ° ~ 660 0.2% 1 °0 650 /` N 640 -0.4% I ~ -0.4% 0% ~ 630 ° 620 -1% 610 600 -2% 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Average weekly wages - Annual percentage change Seniors In 2008, the percentage of persons over the age of 65 who are low income after tax was 0.6 - a low since 2000. The prevalence of low income status is far greater among persons under the age of 18 than it is for seniors. Percentage of persons with low income after tax 16 status in the Kitchener-Cambridge-Waterloo CMA 14 12 ~ 10 R .. c 8 a~ i a 6 4 2 0 2004 2005 2006 2007 2008 All persons Persons under 18 years Persons 18 to 64 years Persons 65 years and over FINANCIAL IMPLICATIONS: N/A. RECOMMENDATION: For information. ~~ 89 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 04 -Bankruptcy Statistics FUND: N/A DEPARTMENT: CAO -Economic Development PREPARER: Janette MacDonald, Technical Analyst BACKGROUND: This paper addresses consumer and business bankruptcies in the Kitchener-Cambridge- Waterloo Census Metropolitan Area. RATIONALE /ANALYSIS: While consumer bankruptcies did increase during the worst of the recession in 2009, in the third quarter of 2010 the number of bankruptcies had returned to apre-recessionary level. Business bankruptcies are at a four year low. Kitchener-Cambridge-Waterloo CMA Kitchener-Cambridge-Waterloo CMA consumer bankruptcy rate business bankruptcy rate (per 10,000 people) (per 1,000 businesses) 45 39.6 9 8.1 40 g 35 7 a 25 23.8 25.5 25.8 5 5.4 5.4 20 4 3.4 Y ~ 15 3 m 10 2 5 1 0 0 07Q3 08Q3 09Q3 1003 07Q3 O8Q3 09Q3 10Q3 In the third quarter of 2010, the Kitchener-Cambridge-Waterloo CMA posted 25.8 consumer bankruptcies per 10,000 people, close to the median of 26 bankruptcies among the 25 CMAs in the study group. The local business bankruptcy rate of 3.4 per 1,000 businesses was just below the median of 3.8, meaning that the CMA is essentially mid-range in performance with respect to this indicator (see page 2). ~~ 90 Consumer bankruptcies Business bankruptcies by by CMA (2010Q3) CMA (2010Q3) Bankruptcies per 1,000 businesses Bankruptcies per 10,000 people 0 2 4 6 8 10 0 10 20 30 40 London Montreal Saint John St. Catharines-Niagara Sherbrooke Trois-Rivleres Sudbury Quebec Windsor Thunder Bay St. John's Halifax Halifax Hamilton Montreal Sherbrooke Saguenay Windsor St. Catharines-Niagara Saguenay Trois-Rivieres Ottaw a Thunder Bay Toronto Kingston Kingston Kltchener Kitchener Hamilton London Quebec Saskatoon V Ictoria Regina Ottawa Calgary Edmonton Edmonton Calgary Sudbury Toronto Vancouver Winnlpeg Victoria Saskatoon Winnipeg Vancouver St. John's Regina Saint John Source: CIBC World Markets FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information. 91 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 05 -City Strategy for Sponsorship/Fundraising/Naming Rights FUND: Capital and Operating DEPARTMENT: All PREPARER: Pauline Houston, Deputy CAO, Infrastructure Services BACKGROUND: As part of the Budget Review Process, City Council requested information regarding the City's as well as the Centre in the Square's approach to capital and operating fundraising, sponsorships, and naming rights, in particular the potential value that could be leveraged to support our capital and operating budgets. RATIONALE /ANALYSIS: A number of years ago (5-10 years), the City implemented a corporate approach to fundraising and sponsorship and hired afull-time fundraiser to implement the program. The approach was abandoned within two years, as the financial results were much less than initially anticipated. Currently, the City takes a targeted approach to capital and operating fundraising. For example: o For major capital projects, the feasibility of launching a capital fundraising campaign is assessed, taking into consideration scope of the project, fundraising potential of the project amenities and market saturation levels. In the case of Activa Sportsplex ,Activa donated $500,000 as part of a successful $2 million dollar fundraising campaign and in turn received the naming rights for the lifespan of the facility. All of the fundraising in this case was used to offset capital costs of the project. o Naming Rights -the City has a facility naming policy that provides a process for naming decisions, which may be tied to prominent community leaders or may be tied to a specific capital fundraising campaign. In addition to the naming of the Activa Sportsplex, itself, there was also less prominent naming recognition for other components of the facility (i.e.. KSA, Lennox Lewis Sport Entertainment, KMHA, etc.). In addition, all major components of the Aud (Memorial Auditorium Complex, Don Cardillo Arena, Kinsmen Arena, Kiwanis Arena, etc) have already been named. As result, no additional major naming possibility exists there. o The City undertakes targeted corporate sponorships for events and programs. For example, some sponsorships exist for signature City events such as Kidspark, Word on the Street and New Years Eve. In terms of programs, Kitchener Rangers sponsor our Outdoor Winter Rink Program, Tim Hortons sponsors Free Public Skate program, and Canadian Tire sponsors our Leisure Access Card program (fee subsidy program that is used by citizens to participate in City of Kitchener Leisure, Senior and Aquatics programs). o In Arena advertising - The Kitchener Rangers and City share revenue from the in-arena advertising at the Aud which includes rinkboards, backlit panels and message centres. The City also has a revenue sharing arrangement with a third party advertising provider who sells rinkboard ads in community arenas. Staff have had some preliminary discussions about revisiting the development of a corporate fundraising/sponsorship strategy that would consider among other things, an ongoing corporate sponsorship program. The strategy development would include research of best practices from other municipalities that have already or are in the process of implementing broader programs. This project is not currently on Staff's work plan, but will be included and prioritized as part of the 2011-2014 Business Planning and prioritization process. ~~ 92 Centre in the Square Centre In The Square Inc., with the assistance of City of Kitchener, by way of specific/annual grants, is responsible for managing the capital requirements of the facility. The performing arts centre completes a technical audit, approximately every 3 years, identifying capital asset inventory of the building/site and the expected life, which allows the organization to plan for needs of the venue. The latest technical audit (2009) identified a capital need of $20 million dollars over the next 20 years and it is anticipated that these funds will be made up in the following way: o $6.3M from the capital reserve ticket surcharge which is a fee applied to tickets sold o $6.2 M from City of Kitchener grants over the next twenty years o $7.5 M from fundraising which could include naming rights The Centre In The Square Board has just undertaken a capital fundraising feasibility study and is examining the options for a capital campaign. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: Information only. ~~ 93 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 06 -Arts sustainability Fund -Creative Enterprises Enabling Organization FUND: Operating DEPARTMENT: CAO's Office PREPARER: Carla Ladd, CAO BACKGROUND: In 2009, the Prosperity Council of Waterloo Region introduced the creation of an organization dedicated to advancing creative enterprises in the region. As part of this, they also introduced a funding model shared between local and regional municipalities, private sector and senior levels of government to provide operating funds for the organization and sustainability funding for creative enterprises at the level of $1.00 per capita which equates to approximately $220,000 for the City of Kitchener. RATIONALE /ANALYSIS: Creative enterprises which include predominantly arts, culture and heritage are seen as a key ingredient for talent attraction for continued economic growth in the region. Currently, many businesses, particularly those in the hi-tech sector shuttle employees from the GTA to Waterloo Region in order to fill talent needs. As part of the Prosperity agenda, the need to grow the creative sector was seen as paramount to continue to achieve prosperity in the Region. The City of Kitchener has long been a supporter of the arts and creative enterprises and as such, supported the work of the Prosperity Council and provided full funding per the formula for both the Creative Enterprises Enabling Organization and the sustainability funding for creative enterprises. During Operating budget, Council members had a number of questions about this program as follows. Who would be on the Enabling Organization and how would that be decided? The Creative Enterprises Enabling Organization is a broad mix of public sector representatives, private sector members and members from the arts community. A list of the Board of Directors is attached along with an explanation of how the Board was formed. Who will be monitoring the spending of the $450,000 that are expected to be the cost of running this organization? The Board of Directors will exercise financial control over the organization and consistent with other organizations serving the region (CTT, Waterloo Region Tourism Organization), the Board would report to its major funders on an annual basis as to its activities and financial position. Who are the people who sit on the Prosperity Council? Is it a volunteer group or are they given honorariums? The Prosperity Council is comprised of representatives from CTT, Communitech, and the Chambers of Commerce for Kitchener-Waterloo and Cambridge. The members of the Council are volunteers and do not receive honorariums or payment of any kind. What happened to the money that was given to the Prosperity Council last year? How was it divided and what are the names of the organizations that received money? How much did each organization receive and how and to who are they held accountable? No funds have been given to the Prosperity Council. Funding in the amount of $50,000 was provided to the Creative Enterprises Enabling 201 1-02-18 94 Organization for their operations, much of which has not yet been used given start up of the new organization is still underway. Some funds have been used for strategic planning, communications and recruitment of a new CEO (soon to be announced). Surplus funds have been accrued and will be applied to operations going forward. Funds in the amount of $220,000 were also approved by Kitchener Council as their contribution towards the `sustainability fund' however these funds were under the control of the city and allocated by Council to those institutions considered to be creative anchors as follows: The Museum (Childrens Museum) - 120,000 Kitchener Waterloo Art Gallery - 40,000 Kitchener Waterloo Symphony - 40,000 An additional 20,000 was reserved for emergency requests. Full information about the allocation of funds is contained in the attached staff report. These organizations are also the recipients of Tier 1 Community Grant funds and consistent with Council approved policy, annually provide the City financial reports, operating budgets and information about programs, services and audiences. FINANCIAL IMPLICATIONS: In 2010, the $1 per capita sustainability funding, for a total of $220,000 was provided from capital funds originally set aside to support a Cultural Capitals program which unfortunately the City was not successful in winning. The intent was to build the sustainability funding into the 2011 operating budget and as such, the request has been put forward as a potential add to the 2011 operating budget. RECOMMENDATION: That City Council support the addition of funds in the Operating budget towards Kitchener's share of the sustainability fund. Based on the per capital formula, the full amount would be $220,000 however Council may wish to consider a phase in option over 2 years of $110,000 in 2011 and an additional $110,00 in 2012. ~~ 95 wws ~~ V_l ~`~ ~"^ -_ o w Y h ~ N o w v w ~ °1 ;Y C O C ~ f6 fL0 C vii O °' •3 O- y i ~ N v f0 'C 4 QJ w ~ Q C O ~ O. C D ~i ~ ~~ O~ v Y v C N ` V ~' C V ~ ~ C Q (0 ~ ap+ C > Y Y C N to h Y ~ N ~ ° UJ t' .~ h m ~ L •3 Y c v > f6 "= c v ~n ~ N C O ~ ~ Q O. 6 t Q co U L L L N ~ u ~ ~ C ~ O p N C Y V ~ ~ N O 7 ~ ~~ N 'L C C O ~ d _ Y~~ Y >` O L~ _~ Q -O N C ~ GJ ~- U v~ fC6 ~ `~ O '6 N T N O ~ O ~n tY0 L ~ 4O ~ ~ L ° ca 'O t ~ ~ C v~ +' °_ ~ u ~ u E w ~ L Y ~ Y Y ~ ~ > O O Q O ~ ° ~ ~ ~ ~ c c o ~ ~ m v o a ~ v v, ~ ~ ~ ?~ N v to O Q ~ Y p v C L O O+ ~ L v v a cca m v o v v a~~ ~ '~ v ~' ~-° c a -tea v •L O > N C U C ~ N fC C L~ C L 7 p- ~ U C ~ ~ O ~' U >~ N = a s .'^ ~ E ° ~ U 'd fC0 p~ O L 7 C ~~ C u ~ ~ V Y fl- C d •p v ~ `c y ~ ° O aci ~ +~ Q" y `O^ 3 a •O aci ~_ ° v "_' Q- ~ •v ao ~ 'o a 7 v .~ ~ '> C C N ,~ ~ ~ V1 b0 ~ f6 VI ~ 3 N v U N ~ ~ ~ ~ Y 61 3 ,O+ (O N C pCj ~ ~ X ~ O ~ N a~+ aS-~ Up C of ±' •C > 7 > th/1 OD ~ U u ~ U +, ~ •+_~ •c °~ c o ~° v +~ L ~ -O 'L v, ,~ v ~ ~ cv ' ~ o ~ m c y- a. ~ ~ 3 O ~ V C f0 "O co N > O Cl N N 7 .C U ~ ~ Y ,u iA L N h0 ~'' N ~n 'c v+ C L Y L d C •L ~• Y ~ ~ ~; °1 ~° ~ v >_ :a ~ u ~ ? `~ .° •Z c m r ~ ° `-" c c ~' m 3 ~ `L° ~ m v 3 ~" ~ ~ Q UA 00 ~ Ol 00 Y 00 C C ~ f6 of ~ (O 3 ~ +t•, C ~C ~ ` ~, C O O_ h N ° N ~ Y L C (9 ° L N C tV fC ° to I• C O •C C 'D ~ of f0 > L >~ ~ O. •~ ~. N L ~ 7 °- U O U 7 h a p~~ it ~ ° ...° T Q 2 Q~ LL C7 Q U d ~ ~' O ,C •C pYp +' (0 ~ _Q 30 OU -° ~ ~ ~ 'N s~+ > `~ N ~ -° U ~ Y >' N h f0 C N C C G1 - C C C N N 7 3 O O ~ •~ C ~ 7 p ~ ~ ~ ai w 2 Q w iL w m m ~ u a O_ m m ra~ • • • • • • • • • ~ v Y +. N c c u t °- 3 c W Q y m H • • • • • • • • • • • v~ Q U ~ N ~ s O O Y N w- v +~ c •a ~ m 0 C U ~ ~ O ~' 7 .~i6+ O O Y V- Y h ~ ° U ° O N L N-- (O ° (6 i Y •CA - u y C Op ~n s ro c v L u m 3 o v L c o ,~,, •y a~ = co t ~ p m 'O > c ~ ~ U1 CJ L L U "O h (O N h~ h N 7 C fd C ~ ~ O 7 N v N Y N ~ L~ Y ~ G VI c ~ ~ 0 3 c°°o L m c~ o o c >: ~ •Y W `~ ° ~ c ~ 3 a o aui ~ v 3 °c° t ~ °' y ~ Y N~ h s h C 6 Y y ~ ~ ~ L N a1 ,-c., GJ Y t- N 41 O1 c 4p ~' L O O N }' ~ L °A ~ ° a~i is ~ C _ ~ ~ C ~ N V1 N L L ~ O U C C ? N c0 u ~, v O h •3 u s y ~ a c o o p cn v c c O ~ u s u1 u .n vi 3 m O 'u ~ ;in m m •m u ~ ,O„ Ou v ~ o h o ~ aci c o~~ U ~ ~ a~ v Y v> ~ °~ o rv co +S+ ~ m o h N ~ ~ `n C O i LO ~ r9 ~ t p ~ a>. ` •~ r`+ h ~ ~..• N C YO y N t O v YO ~ N L h +"~ N ~ h0 t6 u 0 > C O> u Y ~ L U ~ C in w- L C O C N O C y v ~ ao >, Y ° v L ~ ~ p 0 U 'O N ~ ~~ U L N "O i Y N C ~ GJ Yt m C Y OA ~ ~n y Y '^ ~ •a+ OA u ~ v o >, 7~ v° 3 v~~~ a ~ Q~ tYO Y N~ Y T y C v v C L L Y -° °~ C - d W L "° y ; °" ~~ U~ C ~ C L > v .(F6 C L (O L L O ~ (~ ~ ,~ Ql m Q u L m ~ d C ~ UJ O ~ L f0 c0 v ro t `~• O •a ~ Y ~ u O d~ v ~ v~ s u aa.. The Prosperity Council of Waterloo Region is a federation of the Greater Kitchener Waterloo Chamber of Commerce, the Cambridge Chamber of Commerce, Canada's Technology Triangle Inc. and Communitech Technology Association. Together, these organizations represent more than 3,400 businesses in Waterloo Region. ~~ ~.;~~ P~os~E~~rocauNC~ • pr6spor~iywaterE4o.com A• 7~1 FF#ttft dA +Sane Ntr:Duar w~aYs GtaunDer m L'a • CmidxY Fx+ae~r U3an~c aye. CjwDtide! ChaaiDtr 61 CdwCSN[e• fgwm4nileCD Ta2aa4Fe;y AsYei:ilipn Prosperity Council of Waterloo Region: Creative Enterprise Agenda Simply put: It's about jobs and the quality of life. The Creative Enterprise Agenda links arts and the creative process to a far wider range of economic activities. It encourages innovative thinking, fosters entrepreneurial business development and builds a community that enhances quality of life while attracting and retaining a young, well-educated, diverse work force that can live anywhere -but choose to live here. Why? Because we're vital and vibrant. Plus the jobs are created here. Waterloo Region's rich cultural heritage, entrepreneurial spirit, strong value on diversity and "can do" attitude create a unique context to make this work. Our ultimate goal is to generate private-sector employment in Creative Age industries -those that exist and those still to be imagined. How? By providing the catalyst that creates these new jobs in these new economies. The Creative Enterprise Agenda underpins everything: What work looks like. What life looks like. We aim to undert8ke this by: • Improving our quality of life: • Attracting and retaining the best and the brightest: • Cultivating the Creative Economy: • Fostering bold, new ideas: Prosperity is about wellness for all citizens. Prosperity is about supporting a young, well-educated, diverse, professional workforce in all disciplines. Prosperity is about providing resources to make this happen. Prosperity is about risk, experimentation and expansiveness across the globe. Prosperity Council and its supporters believe that a creative sector with a sustainable infrastructure is integral to fully realize long-term growth opportunities for Waterloo Region. On September 24, 2008 representatives from across Waterloo Region in business, government, education and the broader arts community attended a Forum. Here they learned about groundbreaking initiatives in other communities. It was determined that while our local arts and culture resources are excellent, some require strengthening and others further development. To make this happen three task forces, (comprised of members from government, health care, arts and culture, education and the private sector) were struck to consider key questions: • Vision: What might Waterloo Region look like as a world-class destination for creative minds? What kind of unique concepts and elements will define us? • Structure: What form should the coordinating body take to deliver the vision? What does the infrastructure look like? • Resources: What human and capital resources are required in order to continue building a healthy, vibrant, sustainable and expanding creative sector in Waterloo Region? These task forces are now compiling their findings, which will be presented September 24, 2009 -one year later - at our anniversary Forum. Last year we had a conversation with 130 thinkers. This year we will continue the dialogue with many more. It's world-changing work. Join us. 97 The "enabling organization" is intended to: • Encourage and enable the creative sector • Help provide an environment for artists to create great art • Allow creative organizations and individuals to focus on their "core" business • Encourage divergent organizations to find and build upon common purpose • Find centers of excellence and build on them • Encourage creativity and innovation, not stifle these outcomes • Be sustainable, robust, and resilient • Be responsive and responsible to its community (local governments, businesses, funders, the general public, and those who participate in the arts, culture, and heritage sectors) • Provide services throughout the creative sectors (for-profit and not-for-profit). -enabling and supporting creativity and innovation is the goal • Be seen as a means to invest in facilities, people, and the future • Build on what has been successful, learn from prior experiences, collaborate and be organic - it will bean iterative process Specifically, the organization could provide or coordinate: • Administrative services • Human resource functions and services (benefit plans) • Audience development programs • Marketing assistance • Festivals • Grant writing assistance • Advocacy • .Corporate funding • Physical space • • .;~~~.~ ~ PROSPERITY COUNCIL F' MAiEALAA AE6PAA O pfa594rifgaafCrFad,cam a. r.uei rtrr M :ew.r« ~ r..ww. e~c.~f•uai-.es..~n*<+yem::. c.,~an w»xNds,,;bn.. u+mxaac..~..ewr~x„«+r„ November 8, 2009 Mayor Carl Zehr and members of council City of Kitchener City Hall, P.O. Box 1118, 200 King Street West, Kitchener Ontario N2G 4G7 Dear Mayor Zehr: For the past three years, the Prosperity Council through its task force on Creative Enterprise has been developing a Creative Enterprise Agenda which links arts and the creative process to a far wider range of economic activities. It encourages innovative thinking, fosters entrepreneurial business development and builds a community that enhances quality of life while attracting and retaining a young, well- educated, diverse work force that can live anywhere -but choose to live here. On September 24, 2009, the task force reported to the community. The task force findings and recommendations are contained in the attached summary. As outlined in the summary: • Measured collectively on a per capita basis, municipal support for arts and culture lags municipalities like Toronto, Ottawa and Hamilton. • Private sector support for performing arts is lower than in other municipalities. • Organizations in Waterloo region are receiving less than their "fair share" of provincial and federal arts funding. • We estimate that the current sustainability shortfall for arts and culture organizations in the community is $2.5 to $5 million. We propose the following: 1. A commitment to increase funding to arts and culture by $3 million annually in order to address the sustainability shortfall. We propose the $3 million be funded as follows: $1 million - Increased private sector contributions $1 million - increased municipal support $1 million - increased support from provincial and federal programs (leveraging the municipal and private sector support) We further propose that the $1 million of increased municipal support be funded by: (a) Local municipalities each increasing funding by $1 per resident per year (b) Regional government increasing funding by $1 per resident per year • • 2. The immediate creation of the "Enabling Organization" as outlined in the task force summary document. We propose the budget for the enabling organization be funded as follows: 25% -regional government 25% -local governments (pro-rated based on population) 50% -other sources (grant applications and private sector) We estimate that the annual cost of running the enabling organization will be in the neighborhood of $450,000. It is anticipated that the enabling organization will be set up to minimize costs and maximize efficiencies. For example, we are exploring the concept of co- locatingwith an entity such as CTT in order to share some administrative functions. We anticipate the enabling organization will be established early in 2010 and are in the process of establishing the initial board of directors. We hope that you will provide budget allocation for the organization in your 2010 budgets. We have applied to several programs for grant assistance and have commenced a private fundraising campaign in order to secure the additional funds required. We are cognizant of the current financial situation facing the municipalities and realize that full implementation of our proposals would have to be phased in over several years. We are looking forward to providing you with additional details and background and discussing our proposals when we meet with you on December 3`d Yours truly, Tim Jackson Roger Farwell Creative Enterprise Task Force co-chairs Copy: Carla Ladd, Chief Administrative Officer ~. /%u~ Jamie Martin 100 ~~,:~ PROSPERITY COUNCIL Creative Enterprise Initiative - :- o f W A T E A L 0 0 R E G I O N prosperitywaterlee.enm An Intlin UVS of Greater IG4hener Watnlae Chamberef Commeme • Canada's Technobgy Trungk Inc. Cambridge Chamber of Commerce • Commenitech Technology Association Background Timeline: • In 2003 the Prosperity Council of Waterloo Region established the "Good to Great Agenda" adopted by participants at the first Prosperity Forum. Agenda seeks to raise the ambition of the community and resulted in the collective commitment to five key directions that include: 1. Build a collaborative vision based on the Prosperity model (strategy, tactics and measures) for the region 2. Brand and market this region as one successful area for business, arts and lifestyle 3. Enhance regional health institutions with state-of-the-art facilities to attract and keep physicians and build expertise 4. Strengthen local post secondary institutions in size, quality, and impact to attract and keep highly talented people 5. Create and fund a regional arts and culture development and promotion body • The Task Force on Creative Enterprise was formed to address the 5th direction. • June 11, 2007, at the King Street Theatre Centre, (now the Conrad Centre for the Performing Arts) the Council hosted Creative Intersections, a community forum which established a framework for the role of arts and culture in the growth of prosperity within the Region of Waterloo. • April 2008, third party consultants completed "The Report on Model Communities Research" - a document outlining groundbreaking creative initiatives in other communities around the world. • August 28, 2008, at Kitchener City Hall Rotunda, the Task Force on Creative Enterprise hosted a consultation session with members of the arts community -feedback from this session was used to help further the agenda. • The Creative Dimensions in Prosperity Forum held September 24, 2008 at Whistle Bear Golf Club, engaged business, community and arts leaders, and resulted in the creation of Task Forces to address Vision, Structure and Resources. • June 9, 2009, at St. George Banquet Hall, the draft work of the three Task Forces was presented at a consultation session with various community representatives who had participated in the Creative Dimensions in Prosperity Forum the previous year. Feedback from this session led to further research and work by the three Task Forces. • Anew audience of young community leaders was introduced to the Creative Enterprise Agenda at a briefing session and reception held September 9th, 2009, at the Conrad Centre for the Performing Arts. • During the summer of 2009 briefing sessions were held with key influencers to test the findings of the Task Forces. • September 24, 2009, at the Waterloo Inn and Conference Centre, the final work of the Vision, Structure and Resources Task Forces was presented to a broad representation of community stakeholders. Significant findings and key recommendations were offered to move the Creative Enterprise Agenda to the next stage. • December 2009 the inaugural Barnraisers Council is appointed with the assistance of UW President David Johnston • December 2009 -call for applications to the Creative Enterprise Enabling Organization Board of Directors • March 2010 the inaugural Board of the Enabling Organization are selected and announced 101 EMBARGOED UNTIL MARCH 13, 2010 ~:;~"C;:~ PROSPERITY COUNCIL •` ~" O F WATERLOO R E G I O N prosperitywaterfoo.com An Inltin flue of Greater Mncherier Watergq Chamber of Commerce • Canada's TechndagyLiangle Imo. Cembritlge Chamber of Commerce • Communitech Technology nsseciation Creative Enterprise Enabling Organization inaugural board of directors appointed WATERLOO, ONTARIO, March 13, 2010 -The Prosperity Council of Waterloo Region's Task Force on Creative Enterprise announced today that it has made the appointments for the initial Board of Directors of the Creative Enterprise Enabling Organization. The creation of the Enabling Organization was one of two key recommendations contained in the Task Force on Creative Enterprise's report to the community released on September 24, 2009. As outlined in the report, the Enabling Organization will provide a wide range of services with the intention of enabling the arts, culture, and creative sectors (private, public, and not-for-profit) to achieve their'potential. It will evolve considerably following its inception and will, among other initiatives, focus on and become:. • A collaborative body for shared services/resources for the arts, culture and creative community • A coordinating body for festivals, promotion and marketing, digital presence, etc. • Enabler of strategic financial services for the creative sector • Advocate for the creative sector to provincial and federal governments and stakeholders • Provide support to improve capacity of organizations "Early investigations have taught us that the business sector and arts sector have some common opinions. These include audience engagement, marketing, and funding," said Roger Farwell, who has been asked to serve as the initial Chair of the Board. "We are excited about working with those in the creative sectors, building on collaborations and partnerships that already exist for mutual benefit of the community at large". A call for applications for Board positions was made in December 2009, and drew a high volume of quality applications from community-minded individuals with impressive credentials. "The selection process has been very intensive and thorough, and with such a limited number of positions to fill the decisions were difficult" states Farwell. "However, we are confident that those selected represent a wide spectrum of talented people with diverse backgrounds committed to transforming Waterloo Region's cultural landscape". The initial responsibility of the Board will be recruitment of the CEO of the Enabling Organization. The founding Board members are (in alphabetical order): Hilary Abel Michele Baumgarten Jennifer Chivers-Wilson Michael Duschenes Tim Ellis Brett Emmerton Cheryl Ewing For additional information contact: Roger Farwell Dave Mansell Jamie Grant Bob Mavin Mark Jackson Mike Murray Jim King Milena Protich Carla Ladd Dave Schnarr Phil Leconte Lynne Short Judy Major-Girardin Roger Farwell Chair, Board of Directors Creative Enterprise Enabling Organization rfarwell@twfp.com - 519 576-2150 Biographies of the inaugural board members follow: 102 Hilary Abel Hilary Abel is a local writer, and creator of the blog "RQ", focused on the sharing of all aspects of KW creative culture. Hilary has over 10 years of experience within Marketing & Communications and has a keen interest in social networking, online marketing, a strong understanding of how communication is changing within our society. Currently a Marketing Manager within the Small & Medium Business segment at Research in Motion, her work is focused on the dynamic entrepreneurs of North America. Hilary launched (gatalyst) magazine, an independently funded, local arts and culture magazine for Kitchener, Waterloo, Cambridge and Guelph, which showcased over 50 local artists to the community, provided prominent advertising space for more than 25 not-for-profit organizations, championed the involvement of local writers, photographers, illustrators and students in contributing to a magazine with high reproduction value, building their experience, reputation and portfolio, and promoted local arts and business events. Hilary is involved in many ongoing grassroots initiatives, which aim to cultivate and support the talent that our cities offer the community and the world. Michele Baumgarten Michele Baumgarten possesses over 15 years of senior management experience in marketing and communications with organizations in the Region of Waterloo and Toronto including the Waterloo Regional Children's Museum, Cambridge Tourism/Chamber of Commerce, and the Royal Ontario Museum. Currently, she works at Sunlife Financial Canada in a newly created position of Media and Public Relations Planner. In this role Michele is responsible for working with the Canadian Executive Team to identify opportunities to help SunLife build their profile initially in Waterloo Region, then across Canada, and to identify activities they could be actively supporting. Prior to this position Michele ran her own full-time business as a marketing & communications consultant, working with many clients in Waterloo Region. She currently chairs the Marketing Committee for the KW Arts Awards, was past vice-president of the Board of Directors for the Canadian-Clay & Glass Gallery, and participated on the steering committee of Inspiring Women, "The Experience". She holds an Honours Degree in Fine Art from York University and is a graduate from the 2007 class of Leadership Waterloo Region. Jennifer Chivers-Wilson For over 20 years, Jennifer Chivers-Wilson has been a tax specialist in public practice serving Canadian- controlled businesses with a focus on: business organization; strategy execution; wealth protection; and tax minimization. Currently a Senior Manager with Ernst & Young LLP in Kitchener, Jennifer's practice is restricted to tax, specializing in planning for owner managed enterprises, including estate and succession planning. A consultant to charitable and not-for-profit sectors, Jennifer has lectured at the University of Western Ontario, authored articles on estate planning and charitable giving and has spoken in various public forms. Jennifer holds an Honours BBA from the University of Western Ontario and is a Chartered Accountant. Jennifer and her family have a strong connection and commitment to the arts community in Waterloo Region, particularly The New Quarterly. She participates regularly in various arts events, is a member of the K-W Art Gallery and the Canadian Clay and Glass Gallery, and has volunteered in the community with organizations such as K-W Counselling Services and Friends of Joseph Schneider Haus. 103 Michael Duschenes Michael Duschenes has been Chief Operating Officer at Perimeter Institute for Theoretical Physics for over 5 years. Currently, he is overseeing a major period of growth at the Institute, and success will depend in large part on the ability to attract the world's leading scientists to a dynamic and creative community. Prior to joining PI, Michael spent many years contributing to building healthier, more vibrant and creative communities as a senior executive and consultant in the not-for-profit sector, particularly in the arts. He has worked as a management consultant, providing expertise in: organizational and board development; strategic and business planning; revenue generation; and•strategic partnership development to many not- for-profit organizations, both locally and nationally. His clients included the Canada Council for the Arts, the Department of Canadian Heritage, the Ontario Arts Council, the Winnipeg Symphony Orchestra, the Centre In The Square, Opera Atelier, Orchestras Canada, Kitchener-Waterloo Philharmonic Choir, the Canadian Clay and Glass Gallery, the Guelph Youth Music Centre, the Contemporary Art Forum Kitchener and Area and the Guelph Youth Singers, among others. Michael's most hands-on experience in the local cultural community was as Executive Director of the Kitchener-Waterloo Symphony in the late 1990's and early 2000's. Tim Ellis As Chief Operating Officer for the Accelerator Centre, Tim Ellis provides daily guidance to AC clients on a range of business and operational issues, and oversees the Accelerator Centre's education, business development and mentoring programs, as well as the AC's financial and facility operations. The Accelerator Centre is firmly focused on accelerating the growth and success of fledgling start-ups from a variety of technology sectors. The Centre's team of advisors and mentors provide a unique range of support services and education programs, enabling AC Clients to move to market faster, create jobs and stimulate economic activity. Prior to joining the Accelerator Centre, Tim held several positions within the for-profit sector, including Vice President, Operations and Sales at Handshake VR Inc., a software development company with technology serving the automotive, healthcare and education sectors. Brett Emmerton Brett's career in Information Technology has been centered around Kitchener-Waterloo for the last 12 years where he has been involved with a wide range of businesses in both a consultative and leadership role. Since early 2005 Brett has been a member of the Senior Leadership team at Desire2Learn Inc. where he is responsible for the SaaS Infrastructure/Hosting, Business Applications, and IT Operations teams. His expertise in DataCentre Architecture & Operations has enabled Desire2Learn's dramatic growth from its early stages to several million students and hundreds of K-20 Education, Government, and Healthcare Institutions. He has an entrepreneurial spirit and has been responsible for the creation of several new products and services through multiple regional business from IT Services to SaaS based Business Intelligence Products. Brett is a father of a young family and is passionate about shaping the community, it's economy and education systems. 104 Cheryl Ewing Cheryl Ewing has over 20 years experience in senior management in the arts. Having worked in the municipal, educational, for profit and not-for-profit sectors Cheryl brings a broad perspective to the work of artists and their impact on the community. Cheryl has been integral to the design of the innovative young audience programmes -eye-GO to the Arts and River Run Centre's Linamar for the Performing Arts. She is the General Manager of ACE (a national Association of Cultural Executives), administers Open Ears Festival and is project manager for a provincial performing arts conference -Ontario Contact, as well as a cutting edge marketing research project -the Values & Benefits Study. She is the author of Raising the Curtain, a manual for young audience presenters and is an active volunteer on the boards of Dancetheatre David Earle and JM Drama/Registry Theatre. Cheryl is a member of the Rotary Club of Kitchener and has received community recognition including Canada 125 Medal for Community Service (1992), K-W Arts Award (1998), and the 2009 Oktoberfest Women of the Year (Arts & Culture). Roger Farwell Roger Farwell is a senior partner at The Walter Fedy Partnership and Director of the firm's Integrated Design Studio, a multidisciplinary team of architects and engineers. He has put his considerable knowledge of the design process to work throughout Waterloo Region, and has directed projects including the Chaplin Family YMCA of Cambridge, Conestoga College, KidsAbility, Manulife Financial, Sun Life Financial, The Record, University of Waterloo and Wilfrid Laurier University. A lifelong resident of Kitchener-Waterloo and graduate of the UW School of Architecture, Roger's extensive volunteer activities include eye-GO to the Arts, Junior Achievement, Kitchener Murals Program, City of Waterloo Public Art Committee, and the Salvation Army Advisory Board. He is a Past President of the Greater KW Chamber of Commerce and since 1997 has been co-chairing the Prosperity Council of Waterloo Region's Task Force on Creative Enterprise. Roger is a member of the Ontario Association of Architects, the Royal Architectural Institute of Canada, and the Grand Valley Society of Architects. Roger was the recipient of Waterloo Region's 2009 Barnraiser Award, celebrating his collaborative skills and innovative approach with community groups while working to build a better community. Jamie Grant Jamie Grant is the general manager of the Centre In The Square. Since his arrival in 1998 he has transformed the Centre and its programming from a place for an elite few to a venue with something for . everybody. Prior to his position at the Centre, Jamie spent 6 years in Saint John, New Brunswick as the first general manager of Imperial Theatre, one of the predominant performing arts centres in Atlantic Canada. A leader and innovator in the profession for many years, Jamie is a founding member of Canada's National Theatre Festival -Magnetic North. He helped found "eye-GO to the Arts", a program designed to encourage youth to attend performing arts, and is the founding and current Chair of the Alliance for a Grand Community, a unique and multi-disciplinary organization of CEO's of arts organizations in the Region of Waterloo. Jamie received the 2009 Community Leader of the Year Award from the Kitchener Waterloo Chamber of Commerce. He is the 2007 Association of Cultural Executives National Cultural Executive of the Year and is a 2003 K-W Arts Award winner. Jamie currently serves on the Grand River Hospital Foundation Board of Directors, is active on the Civic District committees, and is a Governor of Canada's Technology Triangle Inc. 105 Mark Jackson Mark has been a resident of Waterloo Region since 1970. He attended the University of Waterloo and graduated with a degree in civil engineering. After a short time in Toronto, Mark returned to the area to work for the Region of Waterloo as Manager of Design and Construction. In 1979, Mark and three UW classmates founded Paragon Engineering Limited in Kitchener. In 1997 as part of a planned evolution of the firm, Paragon merged with Stanley Associates Engineering (now Stantec) and since then Mark has held a number of senior executive roles culminating in his appointment as COO in late 2006. Mark retired from Stantec at the end of 2009 as part of a personal plan to become more involved in the community. An active member of the business community, Mark has participated on a number of Boards including Kitchener-Wilmot Hydro Inc, Kitchener Energy Services Inc, and Deer Ridge Golf Club. In addition, Mark has been a member of many Advisory Boards, including Alberta Research Council and UW's Deans Advisory Council for Cooperative Education. Mark is also a former member of the Kitchener Rotary Club. Prior to enrolling in UW's engineering program Mark gave serious consideration to a career in music, and had applied to the Royal Conservatory of Music at the University of Toronto. Jim King Jim King is the Chief Administrative Officer (CAO) for the City of Cambridge. Jim is responsible to City Council for the general management of the civic administration and the conduct of the business affairs of the Corporation. Jim has extensive knowledge of the corporation and has served the City of Cambridge for over 30 years. Since 1976, his roles have given him a variety of high level experience in a multitude of departments. Most recently, Commissioner of Community Services, he directed one of the City's largest departments. He recently led the Leisure Services and Facilities Master Plan update which sets the direction for the corporation over the next 20 years. A graduate of the University of Waterloo with a Bachelor of Arts, Jim holds a Masters of Public Administration from the University of Western Ontario. Active in the community, Jim was a member of the Society of Directors of Municipal Recreation of Ontario; the Canadian Parks and Recreation Association; and the Canadian Association of Municipal Administrators where he served as President in 1984/85. He is past Chair of the Cambridge/North Dumfries United Way fundraising campaign and has also served as a Member of the Board for the Cambridge Y.M.C.A. Carla Ladd As the City of Kitchener's Chief Administrative Officer (CAO), Carla Ladd is the conduit between City Council and the Corporation. Carla has worked for the City of Kitchener for more than 20 years, holding managerial roles in the Corporate Planning division and the former Strategic Services department before becoming CAO. She accepted the role of CAO in 2004 -making her the city's first woman to hold the position. Through an international partnership program, Carla has taken her knowledge, skills and experience in planning and development to developing countries such as Namibia, the Philippines and Ghana, where she has provided advice on re-engineering the countries' planning policies, land development programs, community engagement practices and strategic planning. In 1997, Ms. Ladd was seconded to direct the activities of the Mayor's Task Force on Economic Development, which led to a major restructuring of the Economic Development function within the city. She holds an Honours B.A. in Recreation from the University of Waterloo and a Masters of Science in Rural Planning and Development from the University of Guelph. 106 Phil Leconte Over the last 17 years Phil Leconte has been a professional performing artist based in Waterloo. His company, The Silly People, has a g-obal reputation for producing high quality variety performances. With The Silly People, Phil has performed in over 20 countries, every Province in Canada, and at over 400 events and international festivals. In 2002 Phil produced, directed, and performed an indoor variety show which led to the creation of a series that ran for 4 years, allowing him to build his reputation in Waterloo Region and to work with many local and international artists. The success of these indoor shows lead to the creation of the Waterloo Arts Festival, of which Phif is the Executive Producer. The Festival includes different disciplines of the arts such as visual and performance, and provides an opportunity for local artists to showcase their work and talent, while bringing the entire community together in Waterloo Region. In March 2010, The Silly People will introduce another new Festival to Waterloo, The Uptown Waterloo Comedy Festival. In 2007, Phil was awarded an official Certificate of Recognized by the Mayor and Council of the City of Waterloo for his contributions and enrichment to the City. Judy Major-Girardin Judy Major-Girardin has taught in the Honours Art Program at McMaster University since 1983. She is a practicing artist who resides in Cambridge, Ontario and has a special interest in printmaking and painting. She has a BFA from the University of Windsor and an MFA from the University of Alabama in Tuscaloosa. Judy has exhibited her paintings and graphic works in solo and group exhibitions throughout Canada and the U.S.A. including: Ariel Gallery, N.Y.C., the Kitchener-Waterloo Art gallery, the Mississauga Civic Centre, the Glenhyrst Art Gallery of Brant, the Cambridge Public Gallery and the Pauline McGibbon Centre in Toronto. Her graphic work has been included in juried exhibitions in locations such as Japan, New York, California, Ohio, Illinois, Vancouver and Toronto. Judy's volunteer work includes Co-Chairing the Cambridge Sculpture Garden, located in downtown Cambridge on Grand Avenue. It is minutes away from the Cambridge Public Gallery, Design at Riverside Gallery, the School of Architecture and the historic McDougall Cottage. The garden is on the Canada Trail system and along the Grand River and features permanent work in addition to temporary exhibitions. Dave Mansell Dave Mansell has been involved in the arts in Kitchener-Waterloo since before he can remember. He began his musical career at the age of 4, taking violin lessons from a member of the K-W Symphony, and continued studying music throughout his youth and adolescence. After receiving a degree in music from the University of British Columbia, Dave moved to Toronto where he worked in the music industry in various capacities, as well as produced his own and other people's music through a company he founded called Baby Devil Productions. Since then, Dave has toured Canada, Europe and parts of the US. Currently, Dave is the-Nice-President of Operations and Programming Manager at Maxwell's Music House in Waterloo. With business partner Paul Maxwell, Dave has designed and implemented many marketing initiatives which have been integral to the success of Maxwell's Music House over the past few years. As well as a music venue, Maxwell's is most importantly a music school, providing educational opportunities to get young minds engaged at an early age. Through initiatives such as Rockstar Camp, Maxwell's encourages kids to participate as an active part of the arts community through music and performance. 107 Bob Mavin -Bob Mavin is the Interim Chief Administrative Officer of the City of Waterloo. Formerly the Chief Financial Officer, Bob, who has been with the city for 9 years in total, brings a history of more than 30 years in municipal government to the role. Bob will represent the CAO of the City of Waterloo on the Enabling Organization Board until such time as the role is filled permanently. Mike Murray Mike Murray is the Chief Administrative Officer (CAO) with the Regional Municipality of Waterloo, and has overall responsibility for all of the Region's functions including Social Services, Public Health, Transportation and Environmental Services, Planning, Housing and Community Services and all related corporate support functions. Mike has been with the Region since 1992 in a variety of positions, including Director of Water Services and Commissioner of Transportation and Environmental Services. Before joining the Region, Mike worked as a consulting engineer, mainly in northern and western Canada where he was involved in the planning, design and construction of water and wastewater treatment facilities. Throughout his career Mike has fostered collaborative working relationships with diverse stakeholder groups. He was a founding member of the Waterloo Region Immigrant Employment Network and the Waterloo Region Tourism Marketing Corporation. Mike has also served on the Boards of numerous industry associations and not-for-profit organizations including the Canadian Urban Institute, The Ontario Center for Environmental Technology Advancement and Canada's Technology Triangle Inc. Mike has a Bachelor's Degree in Chemical Engineering from McMaster University and a Master's Degree in Civil/Environmental Engineering from the University of Toronto. He-has also completed the Queen's University Program for Public Executives and leadership programs at the Banff Center for Management and the Niagara Institute. Milena Protich Milena Protich is a partner at the law firm of Lee LLP. She obtained a Juris Doctor degree at Osgoode Hall Law School in 1983 and a Master of Laws degree at the London School of Economics in 1984. She was called to the bar in Ontario in 1986. Milena's practice involves varied litigation before civil and criminal courts and administrative tribunals. She has extensive experience in municipal, planning and environmental law as well as the law of charities and non-profit organizations. She has published papers in the areas of municipal, administrative and charitable/non-profit law, and has acted for a wide variety of local, national and international charities and non-profit groups. Milena has served on many boards including, Cambridge Memorial Hospital, Theatre Cambridge, Encore Musical Stage and Cambridge YMCA. She is currently on the Board of Directors of Kitchener-Wilmot Hydro Inc., the Executive of the Charities Law Section of the Canadian Bar Association and is a member of the Central Church Council of the Serbian Orthodox Church in North and South America. Milena is a recipient of the Law Society of Upper Canada Bicentennial Award of Merit for her volunteer activities in the community and has been awarded a Woman of Distinction Award by the Cambridge YMCA. 108 Dave Schnarr Dave Schnarr is a Certified Human Resource Professional with over 25 years of successful Human Resource and Labour Relations practice. Through his consulting firm, Dave Schnarr Consulting Services, he specializes in providing Human Resource Services in the public and private sectors, and provides expertise in areas such as: recruitment and selection of staff; retaining key employees; leadership development; pro-active employee/employer relations practices; conflict resolution/alternative dispute resolution; providing expert advice for the day-to-day operation of H/R departments; strategic planning; and organizational development. Dave is currently the Executive Director for the Centre for Family Business based in Waterloo Region. His community involvement includes serving on boards for organizations such as the Kitchener-Waterloo Hospice and the Kitchener-Waterloo and Area United Way. He has recently served a six year term on the Board of Directors for the Centre in the Square, including 2 years as Chair of the Board. Lynne Short As VP Marketing & Communications for Cowan Insurance Group, Lynne is responsible for the strategic planning, design and execution of all corporate marketing and communications initiatives for the Cowan group of companies. With over 20 years in a variety of marketing roles, she also has experience in brand management, media relations and market research. Lynne has. a B.Comm from Ottawa University and is a graduate of Wilfrid Laurier's MBA Program. She has volunteered for a variety of organizations throughout her career, and currently is a member of the United Way of Kitchener-Waterloo's Family and Youth Priority Action Team. 109 l , KIT~~R ' • ' Community Services REPORT TO: Mayor and Members of Council DATE OF MEETING: March 22, 2010 SUBMITTED BY: Pauline Houston, General Manager, Community Services PREPARED BY: Ingrid Pregel, Manager, Cultural Development (Ext. 3383) WARD(S) INVOLVED: N/A DATE OF REPORT: March 12, 2010 REPORT NO.: CSD-10-021 SUBJECT: ARTS AND CULTURE SUSTAINABILITY FUND RECOMMENDATION: That one time allocation of the following investment amounts be made from the Arts and Culture Sustainability Fund: The (Children's) Museum $120,000 Kitchener Waterloo Art Gallery $ 40,000 Kitchener Waterloo Symphony $ 40,000 Retain for emergency requests $ 20,000; and That these organizations be notified by letter indicating: the purpose of the funds, the requirement for semi annual financial reporting to Council and the requirement to work with the Enabling Organization of the Prosperity Council and other arts organizations during 2010 with the aim to increase collective sustainability; and That consideration of replenishing the Fund to provide for ongoing investment funding beyond 2010 be referred to the 2011 Operating Budget Process. REPORT: On February 1, 2010 Council received CSD-10-009 (Prosperity Council Task Force on Creative Enterprise Funding Update) and approved the transfer of $220,000 from the Arts and Culture Capacity Building Fund to an Arts and Culture Sustainability Fund as an initial contribution by the City of Kitchener to support the commitment to work towards an additional $1. per capita annual investment in creative enterprise. Council's Arts and Culture Advisory Committee (ACAC) had in addition recommended to Council that those funds be provided to Prosperity Council's Enabling Organization for distribution. The Enabling Organization is not yet operational, nor has Council made the decision to provide these funds to an external organization for allocation. With the understanding that ACAC intended the recommendation to require collaboration with other municipal and private sector partners in the quest to stabilize the sector, staff met with municipal 110 counterparts and the Chair of the Board of the Enabling Organization to discuss the pressing needs of our arts organizations and determine the best strategy to stabilize them for 2010. It was agreed that the immediate needs are pressing this year and therefore any funds targeted as multi year should be allocated in 2010. Therefore this report recommends allocating the full fund this year and referring consideration of replenishing the investment fund for 2011 and beyond to the 2011 operating budget process instead of 2012 as originally envisioned. Council has received requests as identified below. Recommended allocations are based on Council's strategic priorities, planned programs, need and opportunities to leverage other sources of funding. Organization: Request Proposed Allocation % of Request The Museum $300,000 $120,000 40 KW Art Gallery $ 80,000 $ 40,000 50 KW Symphony $100,000 $ 40,000 40 Accountability to the public in exchange for these investment funds is important. It was also agreed that key arts organizations need to collaborate with one another and the Enabling Organization with the aim of achieving collective sustainability for the future. This requirement and semi annual financial reporting to Council is also recommended to be contained in the letters of transmittal accompanying the funds. FINANCIAL IMPLICATIONS: As outlined in report. COMMUNICATIONS: Arts and Culture Advisory Committee discussed the creation of the Arts and Culture sustainability Fund at its meeting January 19, 2010 and made recommendations to Council. Principles for allocations from the fund have been discussed by members of staff with municipal partner counterparts and with the Chair of the Board of Directors of the Enabling Organization. The arts organizations requesting contributions from the Fund have received a copy of this report. CONCLUSION: Council of the City of Kitchener has for many years recognized the value provided to our citizens by the arts and culture community. The City has led the way to enable provision of world class facilities and programming. Allocations from the Arts and Culture sustainability Fund are an important investment in the continued quality of life we enjoy. ACKNOWLEDGED BY: Pauline Houston, General Manager, Community Services 111 COUNCIL MINUTES MARCH 22, 2010 - 67 - CITY OF KITCHENER helped to leverage over $100M in additional funding from within the private sector and other government agencies. He thanked the City for its contribution, commenting that The Hub has grown beyond original expectation to encompass both a Regional and National mandate. Ms. Michelle Wade, Heritage Planner, presented the 2009 Heritage Progress Report, which provides details of Committee and staff activities related to: heritage property evaluations for listing on the Municipal Heritage Register; heritage permit applications; grant applications; heritage awareness programs; major projects; heritage impact assessments and conservation plans; and 2009 restoration achievements. Ms. Wade noted the most significant accomplishment in 2009 was the design, construction and dedication of the St. Mary's Heritage Conservation District Interpretive Area, located at Veterans' Green (Spadina Road East and Glen Road); a project undertaken in consultation with Heritage Kitchener and members of Legion Branch #50. Ms. Susan Mainland, Social Planning Council, and Ms. Janice Ouellette, announced kick-off plans for the 2010 Festival of Neighbourhoods, which encourages individuals and families to build stronger neighbourhood relationships by planning and registering neighbourhood events. The neighbourhood registering the most events will receive a $10,000. capital community grant from the City to be used toward a special project that will enhance the winning neighbourhood. Ms. Mainland also challenged members of Council to again participate in the Ward Challenge, in which City Councillors are encouraged to help citizens in their respective Wards to register an event. Mayor C. Zehr advised that notice had been given that Council would consider this date adoption of a by-law to close part of Howe Drive, listed as Items 10(d) and 13(e) on the Council agenda. Mayor Zehr inquired if anyone in attendance wished to speak to this matter and no one came forward. Moved by Councillor G. Lorentz Seconded by Councillor C. Weylie "That the by-law to close part of Howe Drive, listed as Items 10(d) and 13(e) on the Council agenda, be given three readings this date." Carried. Mr. David Marskell, The Museum (formerly The Children's Museum), attended in support of Item 7 on the Committee of the Whole agenda, regarding a one-time allocation of investment funds. Representatives from the Kitchener-Waterloo Art Gallery and the Kitchener-Waterloo Symphony were also in attendance in support of similar funding to their respective organizations. Councillor J. Gazzola commented that while he could support the principle of providing $1 /capita for the creative sector through establishment of an "Enabling Organization", he could not support the proposed investment funding. He noted that the funds are residual monies previously set aside for a capital project that ultimately did not proceed due to failure to obtain other government grant funding and now is being called a "sustainability" fund with almost the entire amount to be given away. He stated that of particular concern was the amount of public funding to The Museum. He pointed out that the City is to contribute a total of approximately $250,000. to The Museum this year and the Region of Waterloo has given an additional $300,000 of which approximately 40% comes from Kitchener tax dollars. He suggested that while he could support giving more funding to the arts, more information is needed in regard to the proposed investment funding allocations. Mayor C. Zehr commented that the issues surrounding funding for all three of the organizations has been ongoing for some time and as a result of the study undertaken by the Prosperity Council, it has been demonstrated that the creative sector is underfunded. He noted that the "Enabling Organization" is not yet operational and the proposed investment funding is intended to match the commitment of a $1 /capita in the interim. He suggested that it is important to address this matter now in terms of allowing the organizations to move forward with planning for this years programming and as a condition of approval, all three organizations are required to report to the City on an ongoing basis. Moved by Councillor G. Lorentz Seconded by Councillor C. Weylie "That one time allocation of the following investment amounts be made from the Arts and Culture sustainability Fund: 112 COUNCIL MINUTES MARCH 22, 2010 - 68 - CITY OF KITCHENER The (Children's) Museum $120,000 Kitchener Waterloo Art Gallery $ 40,000 Kitchener Waterloo Symphony $ 40,000 Retain for emergency requests $ 20,000; and, That these organizations be notified by letter indicating: the purpose of the funds, the requirement for semi annual financial reporting to Council and the requirement to work with the Enabling Organization of the Prosperity Council and other arts organizations during 2010 with the aim to increase collective sustainability; and further, That consideration of replenishing the Fund to provide for ongoing investment funding beyond 2010 be referred to the 2011 Operating Budget Process." A recorded vote was requested. In favour: Mayor C. Zehr and Councillors G. Lorentz, J. Smola, K. Galloway and C. Weylie. Contra: Councillor J. Gazzola Absent: Councillor B. Vrbanovic Motion Carried. Mr. Dave Weaver attended in support of the decisions of the Committee of Adjustment relative to Sign Variance Applications, Submission Nos. 2010-006 (2430 Homer Watson Boulevard); 2010-007 (1241 Weber Street East); 2010-008 (426 Highland Road West); and 2010-009 (795 Ottawa Street South), listed as Items 2.B iii), iv), v) and vi) on the Committee of the Whole agenda. Moved by Councillor J. Gazzola Seconded by Councillor G. Lorentz "That the application of Antigua International Developments Limited (SG 2010-006 - 2430 Homer Watson Boulevard) requesting permission for 2 fascia signs to project 1.034m (3.39') above the building elevation when the Sign By-law does not permit signs to extend above the building, on Part of Biehn's Unnumbered Tract, being Parts 2 & 3, Reference Plan 58R-4554, 2430 Homer Watson Boulevard, Kitchener, Ontario, BE APPROVED, subject to the following condition: That the owner shall apply for and receive approval of a sign permit from the City of Kitchener." - and - "That the application of Golden Triangle Oils Limited (SG 2010-007 - 1241 Weber Street East) requesting permission for 2 fascia signs to project 1.034m (3.39') above the building elevation when the Sign By-law does not permit signs to extend above the building, on Lots 1-4 & 18-22, Plan 322, being Parts 3, 4 & 7, Reference Plan 58R-14719, 1241 Weber Street East, Kitchener, Ontario, BE APPROVED, subject to the following condition: That the owner shall apply for and receive approval of a sign permit from the City of Kitchener." - and - "That the application of Golden Triangle Oils Limited (SG 2010-008 - 426 Highland Road West) requesting permission for 2 fascia signs to project 1.034m (3.39') above the building elevation when the Sign By-law does not permit signs to extend above the building, on Part Lot 92, Plan 786, 426 Highland Road West, Kitchener, Ontario, BE APPROVED, subject to the following condition: That the owner shall apply for and receive approval of a sign permit from the City of Kitchener." 113 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 07 -City of Kitchener Staffing FUND: Operating PREPARER: Michael May, Interim Director of Human resources PURPOSE OF ISSUE PAPER: This issue paper provides information related to a variety of staffing issues as requested by members of the Finance and Corporate Services Committee. BACKGROUND: Within the next decade, for every two people who are retiring there will be less than one person entering the labour force to take their place. This fundamental shift -which has already begun - is quickly increasing competition for skilled and qualified employees. Over the next 10 years 28% of current city staff and 34% of current management staff will be eligible to retire. As the Canadian labour force continues to become more competitive, attracting and retaining qualified employees to replace these retirees will become increasingly difficult. Recognizing this fact, the City of Kitchener has begun to take a number of steps to ensure it is positioned to compete for and retain skilled and qualified employees in the future -including making its salaries more competitive. Salary Comparison Study: The City of Kitchener has traditionally aimed to pay its employees in the middle range of the pay scale when compared to what other corporations pay their employees for similar work. This means that 50% of employers pay their staff above what the city pays and 50% pay less than the city. In 2006, the city conducted an extensive salary comparison study that found it had fallen substantially below even that middle range target. This was especially true with senior management positions. According to the results of that salary comparison study, on average City of Kitchener salaried employees were being paid 1.0% to 8.6% less than their counterparts doing similar work in other organizations. Hourly wage earners were making on average 0% to 6.6% less than their counterparts. The city's inability to offer salaries at even this middle range target has had a negative impact on its ability to attract and retain skilled, knowledgeable and experienced staff to a number of key positions within the corporation. The results of the 2006 comprehensive salary comparison study confirmed the following trends the city had been experiencing -and continue to experience: A number of employees had been leaving the city for similar positions at other municipalities - which were paying thousands of dollars more in salary. Kitchener was becoming a training ground for other municipalities where we would hire staff, give them valuable experience and training (at an additional cost) and then they would leave for similar, but higher paid positions elsewhere. The city had begun to experience significant challenges recruiting qualified employees for a number of positions across the organization. For example, in 2007 alone the city experienced challenges recruiting qualified candidates for over 25 specific positions. From 2008 to 2011 we have continued to experience challenges in recruiting a number of positions such as: plumbers, electricians, HVAC technicians, IT staff, construction project managers, planners, engineers, financial staff, turf specialists and market staff. As an example, on two separate occasions it has taken staff over six months and three separate recruitment efforts to find and hire successful candidates for management positions. 114 Pay Structure Adjustments: Recognizing these trends and the findings of its 2006 salary comparison study, in 2008 city council approved a 4-year market salary adjustment plan aimed at coming closer to paying city employees at that middle range target of the market as it stood in 2006. That plan saw the city's pay bands for Local 791, Local 68, non-union and management staff increased in the range of 0-5.6% in 2008, 0-3% in 2009 and 0-3% in 2010 depending on their different job classification and the duties they perform for the organization. Since beginning to implement the pay structure adjustments we have seen a drop in staff turnover from 5.5% - 4.1% with voluntary resignations declining from 30 in 2006 to 7 in 2010. REPORT: 1. Provide a graph of staff head count versus the city's population. As the graph below indicates, the number of City of Kitchener FT E's (full-time equivalent) versus the population has remained relatively steady, with a slight decline. The staffing numbers below are based on a calculation that includes: core complement (permanent FTEs); contract employees; temporary employees, and; part-time/seasonal positions. 1,600 8.0 1, 500 1,400 w w ~ 7.0 ~ 1, 300 _O 1,200 6.0 }' 1,100 ~ 1, 000 5.0 Q ~ 900 O ~ 800 4.0 a ~ 700 ~ 600 3.0 O 500 r 400 2.0 W 300 ~ 200 1.0 ~ 100 0 2006 2007 2008 2009 2010 0.0 Fire Station Activa Sportsworld Downtown #7, Chandler Sportsplex, Twin Pads, New Facilities Community Mowat Williamsburg Centre Community Welcome Community Centre Centre Centre During this time period the kilometers of road maintained by city staff has grown by 1.35% per year and the active turf area maintained by staff has grown by 14.25% per year. ~ FTE's 1,403 1,454 1,478 1,481 1,494 FTE/1000 6.7 6.8 6.7 6.6 6.5 115 2. What were the gapping results in 2008-2010? The opportunity to gap arises when a position becomes vacant for a variety of reasons: resignations, terminations, promotions, secondments, parental leave, etc. As the chart below indicates, opportunities for gapping have decreased over the past several years for two primary reasons: (1) As referenced above, the implementation of the market salary adjustments has lead to a lower turnover rate -meaning fewer opportunities to gap. (2) As the chart above indicates, the number of city staff serving a growing population and increased level of service has not kept pace. This is resulted in less capacity for staff within the organization to absorb the additional workload created through gapping without incurring overtime costs or reducing service levels to citizens. Ga in Anal sis 2008 2009 2010 Ga in Revenue $1,849,544 $1,685,868 $852,039 # of Positions Ga ed 71 72 49 # of Weeks Ga ed 1283 854 521 # of Positions Without Ga in 69 110 148 *Positions that may not be gapped include: "safety and security" positions (e.g., firefighters, security officers); revenue-generating positions (e.g., by-law enforcement); 9000-series (casual part-time); co-op students; positions charged 100% capital/works to be invoiced; positions in facilities that have no backups (e.g. community centres) and positions dedicated as an enterprise by the Province (e.g., sewer and water, building inspectors). 3. What was the reduction in headcount at the City of Kitchener in the past two years? Significant budget reductions were undertaken in 2010 tha including: the elimination of employer paid parking, closure elimination of 7 full-time and 3 part-time positions. In 2011, a time positions have already been eliminated. 4. What elements make up vacancy management? t had direct effects on city staff, of the city hall cafeteria, and the n additional 2 full-time and 2 part- When a position becomes vacant within the organization, operating management follows the steps outlined below: Assess their business needs to determine: if the vacant role continues to meet their needs; whether adjustments should be made to the position; if the FTE could be better utilized elsewhere, or; if it could be eliminated completely. If it is determined changes should be made to the vacant position, management staff engage in a separate Proposal To Reorganize process before proceeding to fill the vacancy. That form also allows HR staff to consider labour relations implications of the request and prepare accordingly, and requires approval by the CAO, Deputy CAO, and H R. Once management staff determine how they would like to fill the vacancy, they complete a Request To Hire form and submit it to the Human Resources (HR) Division. This forms ensures management staff have all relevant funding and approvals in place prior to proceeding to the next step in the process. The form also allows HR staff to consider labour relations implications of the request and prepare accordingly. The form requires approval from HR and the relevant Deputy CAO. 116 The city's Corporate Leadership Team (CLT) reviews all approved Requests To Hire on a weekly basis to consider corporate-level priorities and identify any opportunities to use the vacant position more efficiently and effectively. CLT also considers the length of the gapping period for the vacant position. If CLT is satisfied with the request to hire -and the request can be accomplished within the existing FTE (full-time equivalent) count -the request is approved and recruitment for the position begins. It is important to note that any requests for staffing that would increase the number of FTEs within the organization must be approved by city council. 5. What are the future impacts of the annualization of pay grid collapse? As part of the market salary adjustment program referenced above, in 2010 the city reduced the number of pay grades from 24 to 14. This one-time adjustment was made in October 2010 and therefore only a part of the cost could be absorbed in that year -with the remainder in 2011. There will be no further impacts of this collapse after 2011. 6. How are non-management staff costs tied to the costs of CUPE Local 791 staff? Is there any way to disentangle them? The Province of Ontario's Pay Equity Act ensures employees are compensated with equal pay for equal work. To meet our legislated obligations in this regard, the City of Kitchener currently determines compensation levels for non-union, management and CUPE Local 791 positions using a single, common and comprehensive job evaluation system. Under that job evaluation system, formal job descriptions are prepared and matched against strict criteria by a joint rating committee made up of non-union, management and Local 791 representatives. Based on that committee review, a position is assigned points and falls into one of 14 different grade levels. Each one of those grade levels are matched to a specific salary range that ensures positions rated within the same grade level are paid the same amount - regardless of whether or not it is a union, non-union or management position. This system ensures we are paying people equal pay for equal work. The city could disconnect Local 791 and non-union job evaluations from management position evaluations through the creation of a second, separate job evaluation system just for management staff. It is important to recognize that this undertaking would take a considerable amount of time; it would require additional funds to purchase a new job evaluation system; it could not be completed in 2011, and; it would create two significant risks to the corporation: (1) All management positions would have to be run through any new job evaluation system with no guarantee of the outcome. This means that the rate of pay for management positions may increase or decrease. (2) Utilizing two separate job evaluation systems would increase the likelihood of compression between the salaries of management and unionized staff - as discussed further below. Staff believe that continuing to maintain a combined job evaluation system is the most effective approach to ensuring fairness, equity and compliance with legislation. 117 7. What have our salary increases been for the past 5 years compared to inflation? Staff Grou 2006 2007 2008 2009 2010 CUPE Local 68 3% 3% 3% 3% 2% CUPE Local 68 Mechanics) 3% 3% 3 3% 2% CUPE Local 791 3% 3% 3% 3% 3% *Fire Fi hters Association 3.25%* 3.15%* 3.15%* 3.3% 2.9% IBEW Local 636 3% 3% 3% 3% 3% Management (below grade 12) /non-union 3% 3% 3% 3% 3% Management (rade 12 and above) 3% 3% 3% 3% 2% Inflation 1.8% 1.8% 2.3% 0.4% 2.5% The figures in this chart reflect cost of living increases and do not include the impacts of the pay structure adjustments discussed above given those impacts differ widely depending on the job classification of any individual position. *Result of a provincial arbitration. These figures do not include recognition pay (3-6-9) which the arbitrator awarded to individual members of the association depending on their length of service - not including management staff in the fire department. 8. If there was a wage freeze on the Mayor, City Councillors and management staff, what would that save us? The salaries of the Mayor and City Council were frozen in 2009 and their budget increase was reduced from 3%-2% in 2010. Freezing those salaries in 2011 would result in a savings of approximately $13,000. In 2010, the cost of living increase for management staff was reduced from 3% to 2%. Freezing management salaries for positions rated Grade 12 and above would result in a savings of $155,524 (including fringe). These changes would affect the 52 management positions in the organization. As noted above, management positions are rated under the same job evaluation system as CUPE Local 791 positions. Through that system there are 114 management positions within the corporation rated below Grade 12 -meaning they are rated at the same level as some Local 791 positions. Under the Province of Ontario's Pay Equity Act, all positions evaluated within the same job ranges must be compensated at the same rate of pay. As a result, we cannot freeze the salaries of these 114 positions while CUPE Local 791 positions rated at the same grade receive the increase negotiated under their collective agreement. In considering these options, members of city council should be aware of the following impacts on the city's ability to attract and retain skilled, knowledgeable and experienced management staff: 1. Waae / Salary Compression: Continuing to increase management salaries at a lower rate than the salaries of unionized staff will narrow the gap between the salaries paid to non- management positions and management positions. This wage/salary compression can (and has) made it difficult to encourage current, skilled, non-management staff to apply for management positions. The relatively small increase in salary to a management position can be seen as not enough to offset the increased responsibility, as well as the loss of paid overtime and union seniority protection. It is also not enough to compensate for the expectation that Management staff work beyond 35 hours per week without paid overtime or banking those extra hours. This compression can also cause situations where frontline staff make more than their direct supervisor -this is especially the case where significant amounts of overtime are incurred (e.g. fire department, operations division). 118 2. Reducing Market Competitiveness: As discussed above, the city's 2006 salary comparison study concluded staff are paid well below the market rate for similar positions in other municipalities and corporations. This is especially true with senior management positions. Freezing management salaries will reduce some of the salary competitiveness gained through the recent market salary adjustments -especially given a number of other municipalities are continuing to increase management salaries in 2011. 9. What percentage of the city's total costs are employee costs (salaries, wages, benefits). Employee Costs as a % of Total Costs 7o.o°i° 60.0% 50 0% . 40 0% . 30.0% 20 0% . 10 0% . 0 0% . 2004 2005 2006 2007 2008 2009 2010 2011 Excluding Enterprises -^-Including Enterprises 10. What savings would be achieved by providing the Mayor and City Councillors with only two conference trips? The total conference budget for Council is $50,500 (or $5,050 per person) and $10,100 for the Mayor. The cost of conferences varies widely based on length, topic, and location. This makes it difficult to estimate the cost of providing for only two conference trips for Mayor and Council. RECOMMENDATION: Information only. 119 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 08 City of Kitchener Fringe Benefit Rates FUND: Operating PREPARER: Michael May, Interim Director of Human resources BACKGROUND: During the Finance and Corporate Services Committee's January 20 review of the draft 2011 operating budget, committee members requested additional details on the city's fringe benefit rates. REPORT: The following chart provides a break down of the city's fringe benefit rates by employee type: Component Full-Time Full-Time City Fire Part-Time / Hourl Salar Council Tem Hourl Statutory Deductions (CPP, EI, OMERS*, ect.) 14.89% 14.85% 5.05% 15.59% 10.66% Health Benefits (Extended Health Care, 9.11 % 7.72% 5.86% 7.51 % 4.15% Dental, AD&D, ect.) Insurance Life, LTD, ect. 1.26% 1.80% 0 /° 1.45 /° 0.19 /° ° Leave & Other Benefits (Sick leave, vacation pay, 23 77%** 91 % 3 2.6% 4 1 % 9 35% statutory holiday pay, . . . . Bereavement, ect. Total*** 49% 28% 14% 29% 24% * Members of the Finance and Corporate Services Committee specifically asked about the impact of OMERS (Ontario Municipal Employees Retirement System) on fringe rates. Within the Statutory Deductions, the following amounts are allocated to OMERS -Full-time hourly (7.51%); Full-time salary (8.40%); City Council (0% -while members of council are not enrolled in OMERS, the city does provide them with an RRSP contribution that is equivalent of OMERS. In 2010 that contribution was $2,460 per councillor and $6,063 for the Mayor); Fire (9.94%); Part-time hourly /temp (2.61 %). ~~ Leave and Other Benefits are higher for full-time hourly employees because all of their paid time off (e.g. vacation time, sick leave, statutory holidays) is charged to fringe accounts and not their respective wage accounts. This is done because these employees wages are often charged to different accounts within operating areas depending on the tasks they are performing /projects they are working on at any given time. *** Final fringe rates for each employee group are rounded as they are estimates based on the previous year's actual payroll which is not a 100% predictor of future costs as they are an accumulation of expenses for a number of individuals who have very different benefits needs from year to year. RECOMMENDATION: Information only. 120 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 09 -Mileage Rate and Per Diems FUND: Operating DEPARTMENT: Financial Services -Financial Planning PREPARER: Michelle Fardy, Senior Financial Analyst BACKGROUND: To provide a comparison of the mileage and per diem rates with area municipalities. RATIONALE /ANALYSIS: Mileage Rate The cost to operate a vehicle is estimated at $0.45 per km (calculations on following page). The following provides a comparison of mileage rates provided by municipalities: Comparison of Municipalities er KM City of Kitchener 0.44 First 5,000 km 0.39 Over 5,000 km City of Waterloo 0.44 Region of Waterloo 0.48\.45 Union\ Management & Non-Union City of Cambridge 0.51 First 5,000 km for Union 0.46 Over 5,000 km for Union\Non-union City of Guelph 0.45 First 5,000 km City of Hamilton* 0.52 First 5,000 km 0.46 Over 5,000 km *follows the tax exempt allowance rate published by Department of Finance The tax exempt allowance rates are as follows: 2007 - $0.50 first 5,000 km and $0.44 over 5,000 km 2008\09\10\11 - $0.52 first 5,000 km and $0.46 over 5,000 km Per Diems The rates for per diems in area munici alities is rovided in the chart below: Municipality Breakfast Lunch Dinner Incidentals Total Cit of Kitchener $10 $15 $25 $14 $64 Cit of Waterloo $75 Re ion of Waterloo $12 $16 $30 $10 $68 Cit of Cambrid e $25 $30 $45 $100 Cit of Guel h $15 $20 $35 $10 $80 City of Hamilton $15 $15 $25 $16 $71 2011-02-18 121 FINANCIAL IMPLICATIONS: Expected increase in mileage claims for Tax-based is $4,300; for Enterprise - $500, for a one cent increase in the mileage rate. RECOMMENDATION: Mileage Rate That the City of Kitchener's rate per kilometre increase to $0.45 for the first 5,000 kilometres, and $0.40 for each additional kilometer, for an overall cost of $4300 for Tax-based and $500 for Enterprise. That the per diem rate remain the same for 2011. ISSUE: Rate per Kilometre: Cost to Operate a Vehicle Assumptions & Calculation of Annual Operating Costs for 2011 Assumptions Capital Cost 24,500 Salvage Value 5,000 Depreciation, over 5 years 3,900 Insurance 1,640 Average annual interest, at 6.0% 784 Kilometres Per Year 24,000 Fuel Consumption 7.5 km per litre Annual Fuel Consumption 3,200 Repair Allowance 1,000 Fuel Cost ($ per litre) 1.06 Annual Operatina Costs Depreciation 3,900 Insurance 1,640 Interest 784 Licence 74 Repairs 1,000 Fuel 3,392 10,789 Cost Per Kilometre 0.45 Per Diem Rate That the City of Kitchener's daily per diem rate remain unchanged at $64. 2011-02-18 122 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 10 -Legislative Impacts on the Budget FUND: Operating DEPARTMENT: All PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: Changes in legislation can have an impact on the City's budget. In some cases it is a benefit to the budget (e.g. savings due to having an election every four years instead of every three years), and in other cases it is to the detriment of the budget (e.g. additional costs of adhering to new safety legislation). RATIONALE /ANALYSIS: The information provided in the attached appendix is intended to provide context for the impact of legislative changes on the City's operating budget. FINANCIAL IMPLICATIONS: The impact of legislated changes is non-discretionary and must be built into the City's budget. RECOMMENDATION: Information only. T„-) r~ 123 Appendix A EX'1'12A COST'S 'IY)'fHE CITY OF' KLPCHENEI2 llIlE '1'O LEGISLrYfIVE CHANGES 211111-211111 FUNC'PIOVAL AREA 20111 21102 2003 2004 2001 2(IOfi 2007 2005 2009 2UIU 'fAX-13ASE CHANGES L1YINCIAL SERVICES Poreeune interest lue to lute uu bills 57(1.000 ?00.000 30(.000 3 L'.120 3183(2 321.730 3312?1 337.819 311,( 06 35 L198 Vese ms hill lixinut ?0000 5.000 S.I00 5?02 5306 5.1 L' .5?0 5.631 5.713 5.858 ~iatncy administration ?0.000 ?0.100 20.808 21221 2L619 22.08' "5'~ _2.971 2;.133 _3A02 Rebate pmgrmis ulministruion L[1-I[7 I.O(I L[182 1.101 1.12( 1.119 1.172 1.195 1219 1213 Fleet I)rice Clean 20.081 58.100 215?3 ?0931 '0.000 '0.100 ?(1.808 31.?21 ? L619 ?2.(182 AJdi[ionul CST Rcbutc !600.000] [(,IZ(]O(17 1613.000] 1655.860] rt(iN977] f(i82357) f(i9(i.001) Ontario Renulution 363/01 Nu[ionul Loud Securemen[ Standard 30.(100 30.((10 PSe\B 315(1 160.000 173.000 118.84(1 I L .(100 Iiurnx+niauion of PST/GST IIISTI 13.0[1(1 ?LO[1(1 EA CILI'1'IES 17A V A GE11EN'1' Aabea[os manugemen[prtvum Elcarieal safety uuthori[y Bucl.fluvv pmvention TSSA-plc sure piping Bill 121 pcrmi[rcquirmcn[ Gene rotor ceritlaition Roof ane hors inspection TSSA-amusemen[deviees tpooLs & wutceslidesl Arc Flush Sufc6~ Rcq[lirc menu Seniriro Gourd Act COA719UNI'1'F SERVICES Pu hlic Spa Rc_u lutiom - Lylc llullman Pool Sul2q' l Iellnen -The Aud ~ Comnui ni6~ Arenuo LY.A4 -Class 9 pesticides -Coll courses HLSVIAN RESOURCES Consu~uction Projects O. Rey 275/05 Asbestos On[urio Resolution 3(3/01 Va[ionul Loud Securement StundurJ CoNincd Spuec 628 lix cons[rue[ion. 629 Industrial Voila Resulatc~n Chance s. Industrial Permit Stistem Violence in the AA'orl.pluce Lcsislu[ion Bill I(i8 PLANNING e1Nll UHVELOI']IEV9 ?0.000 5.000 5.100 520? 5306 5.11_' S 571 30.000 30.600 3121? 31.836 3?.173 33.1" 1' 9" 50.000 6.000 6.1?0 621? 6367 6.195 6.689 19.000 1.000 1.080 4.16_' 4._'15 4.330 1.160 1.000 5.100 5?02 5306 5.112 5571 60.000 61200 62.131 63.67? 61.91( 66215 72.800 1000 1.080 1.1(i? 1215 1330 1116 1.518 3.?30 3295 3360 3.1'8 3.196 3.566 3.673 60.000 15.000 15.000 15.000 ?1.000 15.000 lo.ooo s.non 5.763 679 ?.000 ?.010 ?.ONI 2. L2 1.791 3.000 3.060 3.121 3.181 0 5.000 10500 19.725 31.000 13.000 9.000 9.000 9.000 9.000 100.000 100.000 0 I .[100 Dceelopnsnt Churses reduction 18.111 3X5.111 51000 187.5?i S2.IK9 197.931 L109991 773.111 327.111 501.[111 Site plan fees for school portables consvuctcd hclorc 2007 7.750 7.901 8.063 8.??i 8389 8.5;7 8,7'8 H9(1? 9,080 9.168 12OADF\':11'S Renrlatar> signs So.ooo Traffic control 75.157 ?0.000 Smndhv senem~rloul teams K739 8.911 9.09? Road punol 150.0(10 15;.0(10 CSA plawround _surfaec 30.000 30.600 Traffic culmins FA's hours of Worl. Training and Compliance QrOrlinunx PII2E Im~atiun for hoQls. morcle and nursing hone 8L690 82363 85981 Emerse ney plnnnlns and preparedness 56.718 Fire incestinutions 10.845 11.1 I8 12990 Tumin_-[. met prociniul sumdards 90.930 88.921 92.828 l=ire Safca Plan Rey icsv I,EGISLA'1'Ell SERVICES Elce[ion Cosy Ocer4 Yeai5 vo. ; Lens o(Binh Rcsiaru[ion Function "f0'1'AI, "1'AX-BASE CH:INGES 1,034,346 1,199,927 590.516 IA07,515 534,733 7x5,733 2,139,521 L573,T6 1,x63,939 1,6511,936 EN'1'EI2PI2ISE CHANGES 17NAVCIAL SEI2VICE5 Addidonal GST Rcba[c PS;\B 3150 FV:1'1'El2\VORKS Wn[cr quuliq costing IS.000 IS300 IS.tiOti SnYc Diin Linn Wucr Act Rccenificution 5.000 5.100 520_ S;1N LfA12]' U'171,I'1'F I tours o{ Worl. T~nining and Compliunec Co-Orlinaax GAS\VORKS Gus Distribution Accem Rulc 1GDAR) Dis[iibu[ion StStcm Io[c~itg Ylunugcmcn[Prosmm Distiihution -Competency :Assessment Progrun PLANNING ANll llP:vA:LOPA-IP:N7 (500.000) 1511.167] 1535.3] !5165501 1557.1811 U68.631) (580.00x) 90.000 98.000 71.160 0 15.918 16.'x6 16.Sti1 16.892 17?a0 145.175 19.620 176.098 181381 186.8?3 19?.1?7 198200 '01.116 5306 5.112 5.5'0 5.(131 5.743 5.858 6.031 15.800 16.716 17.65(1 x.603 15.000 15.;00 15.(06 U.`l18 373.638 151.057 175.030 128576 111.133 37.778 63.1?3 61508 15396 20.000 BuilJing lrnpection Services-New Certiliauion re: Bill l?1 1500[1 15.30[1 15.600 15.9 L' 1(2;0 1(.555 16.886 173[13 "1'O"1'AL EN"I'EI2PI21SH CHANGP;S 211,111111 211,x1111 35,5115 1a63A76) 131111,52111 94,957 394,30fi 41N,029 266,451 265,351 'f0"1'AL I~1PAC"1' OE I,EGISI,A'fIVH C'.HANGES 1,054,346 1,219.927 926,624 544.342 533,913 543,691 2,454,127 2,277,755 1,730.1120 1,919.257 Votes: L Qse[s uic upproainuitions 2. Federal Gus Tux Revenue escludel us it is runt lunlilse GST rehum s+hich is a pernwnen[ Iesislu[ice choose) 9271 9.160 9.619 9.81? 156.060 159. 181 I X365 165.6L' 3121? 31.836 3?.173 ,3.1" 30.000 30.600 31.' I? ? 1.836 85.000 85.000 10.039 168.9?1 ».7Pi5 :;_'.173 173560 76.000 10?-1U 10.111 17230a 175.719 31.161 35.150 ;3.122 ,3.785 1 72031 180,57? 77.5_'0 79.[17!1 88.799 87.701 90.575 92 x86 91.?a1 IOti.718 109.811 79.721 57.8 75.195 76.699 78?73 76.91fi 103238 11399 13.850 15?87 16.193 17.117 53.371 519„ 131.790 185.027 193.157 197.0'_0 200.960 230.196 237.182 53.371 51.9" (31.189) L I. 1891 L I. 1891 La L 18`)J 38.98? 10.151 1?.010 124 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 11 -Addition of Fleet FTE to Core Complement FUND: Fleet Administration DEPARTMENT: Infrastructure Services-Fleet PREPARER: Don Miller, Director of Fleet BACKGROUND: Due to the separation of Fleet Repair and Maintenance Facilities (Bramm St. Garage and Strasburg Garage), there has been and ongoing requirement to have administrative/clerical staff at both locations. These duties have been fulfilled by two (2) Part Time Fleet Clerks. RATIONALE /ANALYSIS: The relocation of the repair and maintenance activities from the two repair facilities to the Consolidated Maintenance Facility (CMF) is expected to provide operational efficiencies that allow the reduction of required hours of work from 48 hours per week to 35 hours per week. As a result, it is being recommended that the two part time positions be eliminated and replaced with one full time clerk. FINANCIAL IMPLICATIONS: Sufficient budget exists in the two (2) part time Fleet Clerk positions to offset the addition of one full time Fleet Clerk to core complement. RECOMMENDATION: That a royal be ranted for the addition of one full time Fleet Clerk to core com lement. - T„-) r~ 125 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 21 -Growth Items FUND: Operating DEPARTMENT: Community Services PREPARER: Brian Page -Supervisor Site Development Deb Campbell -Manager, Community Resource Centre's Greg Hummel -Manager of Park Planning, Development/Operations Cynthia Fletcher -Director, Facilities Management Dorothy McCabe -Chief of Staff BACKGROUND: During the 2011 Operating Budget review meeting on January 20th members of City Council requested further information regarding Growth Items. Below are a listing of questions received and their respective responses. RATIONALE /ANALYSIS: 1. Are the costs for mileage and parking included in the portable sign position? No, these costs were not included in the original issue paper. As well, the benefit rate that was used in the original submission was too high and has been adjusted. Revised figures are below Wage 44,341 Benefit 12,415 Mileage 1,600 Parking 1,497 Workstation 6,000 Total 2011 expense 65,853 Therefore, the overall impact is a savings of $195,413 to the tax base instead of $197,209 (a decrease of $1,796). 2. Can Council get additional budget details about the growth items for Kingsdale Community Centre, Bridgeport Community Centre, McLennan Park, and Increase in Council? Also, identify potential savings at community centres of reducing one staff person and the potential impact on service at the community centre. Kingsdale Community Centre The Centre is anticipated to be ready for occupancy on April 1, 2011. The anticipated hours of operation are Monday to Friday, gam-9pm; Saturday gam-1 pm for programs; 1 pm onward for rentals and community use as required; Sunday, open for rentals and community use as requested. Overall anticipated hours of operation are 80 hours per week. Current budget request reflects an increase of $230,000 to reflect 9 months of operation. There is no opportunity for a budget reduction. The facility will serve a large and densely populated area with more than 14,000 residents. The facility will be utilized both daytime and evening with the provision of Neighbourhood Association programming, social service programming which res onds to the needs of local residents, older adult ro rammin ,summer la rounds, outh - T„-) r~ 126 I I drop-in and rentals. The additional 3 months of operational budget will be reflected in the 2012 I I budget. There is no potential for additional cost savings through reduction of a staff person. The staff complement is made up of one full time staff person to provide leadership at the facility, and to engage the community and develop their capacity to meet the needs of the Kingsdale neighbourhood. In addition, this staff person ensures the safe and efficient operation of the Centre, responds to customer service concerns, attends to program and partnership development and higher level issues. The remainder of the staff complement are part time staff who provide administrative support, customer service, custodial/maintenance support and maintain the hours of operation at the Centre. The 2011 budget detail is provided below. Kingsdale Community Centre 2011 Budget Submission ommunity Services FM User Fees -Rentals (4,000) - Sundry Income (2,000) - Salaries/Wages 165,024 68,644 Administrative Expenses 3,600 - Equipment Reserve Charges 4,935 2,952 Material & Supplies 6,800 18,574 Professional & Contracted Services 11,000 5,704 Rentals & Leases 3,652 - Grants Paid 750 - Repairs & Maintenance - 3,174 Promotional Costs Utilities Bridgeport Community Centre 600 - - 27,826 190,361 126,874 The Centre is anticipated to open in October 2011. The anticipated hours of operation are Monday to Friday, gam-9pm; Saturday gam-1 pm for programs; 1 pm onward for rentals and other community use as required; Sunday, open for rentals and community use as requested. Overall anticipated hours of operation are 80 hours per week. The original budget request can be amended to reflect 3 months of operation (Oct -Dec 2011). The additional 9 months of operational expenses would be reflected in the 2012 budget. There is no potential for additional cost savings through reduction of a staff person. The staff complement is made up of one full time staff person to provide leadership at the facility, and to engage the community and develop their capacity to meet the needs of the Bridgeport and River Ridge neighbourhoods. In addition, this staff person ensures the safe and efficient operation of the Centre including responding to health and safety and legislative issues, customer service concerns, program and partnership development and higher level issues. The remainder of the staff complement are part time staff who provide administrative support, customer service, custodial/maintenance support and maintain the hours of operation at the Centre. - T„-) r~ 127 Bridgeport Community Centre Original Budget Submission Revised Budget ommuni y ommuni y Services FM Services FM Reductions User Fees -Rentals (1,500) - (500) - (1,000) Sundry Income (460) - (153) - (307) Salaries/Wages 120,053 59,958 40,017 19,986 120,008 Administrative Expenses 4,785 - 2,000 - 2,785 Equipment Reserve Charges 3,636 3,444 1,212 1,148 4,720 Material & Supplies 5,730 10,060 1,910 3,353 10,527 Professional & Contracted Services 13,600 - 13,600 - - Rentals & Leases 913 - 913 - - Grants Paid 750 - 250 - 500 Repairs & Maintenance - 4,032 1,344 2,688 Promotional Costs 500 - 167 - 333 Utilities - 14,950 - 4,983 9,967 148,007 92,444 59,415 30,815 150,221 Community Centre Staff Overall there is no opportunity for reduction of staff at Community Centres. Currently, 6.5 FTEs provide supervision to staff teams at 13 community centres, and deliver and/or oversee support to 29 neighbourhood associations throughout the City of Kitchener. The majority of staff within the Community Centre section is part-time staff. Staff provide administrative, program and capacity building support to neighbourhood associations, as well as attend to customer service, facility issues and rentals. The use of staff time is maximized by operational efficiencies such as clustering programs to ensure that Centres are fully utilized when staff are present, and ensuring that facility needs are covered by staff at the lowest wage grade possible during evenings, weekends and rentals. Any reduction of staff would result in a reduction of hours of operation of Community Centres, loss of support to neighbourhood associations and reduced customer service for community residents. McLennan Park Operations McLennan Park was part of the Infrastructure Stimulus Funding in 2009/2010. With the additional funding, the timing of park completion was accelerated and the anticipated completion/opening of the park is June 2011. The total 2011 budget request of $570,407 for McLennan Park is shared between Operations ($380,107) and Facilities Management ($190,300). Labour: The additional staffing required for McLennan Park would be: 4 Temporary labourers: $111,821 (April 11 -November 4) 8 Student labourers: 76,880 (May 2 -September 2) - T„-) r~ 128 I I With an opening in June, Operations could reduce the budget by $58,033. Therefore the total I I operations budget of $380,107 requested could be reduced to $322,074. Facilities Management: Wages/Salaries/Benefits are for Security, Maintenance and Custodial service and is calculated as hours of service. No full-time or part-time staff are dedicated to this site. With an opening in June, Facilities Management could reduce the budget by $32,300. Therefore the total Facilities Management budget of $190,300 requested for 2011 could be reduced to $158,000. McLennan Park Original Budget Submission Revised Budget perations perations Reductions Salaries/Wages 250,135 86,824 197,102 65,824 74,033 Equipment Reserve Charges 127,300 9,348 122,300 7,048 7,300 Material & Supplies 2,672 13,878 2,672 9,878 4,000 Professional & Contracted Services - 500 - 500 - Repairs & Maintenance - 2,750 - 2,750 - Utilities - 77,000 - 72,000 5,000 380,107 190,300 322,074 158,000 90,333 Council Below is the detailed line by line accounting of the proposed 2011 City Council budget, totaling $946,800. - T„-) r~ 129 Council Internal Recovery -Building Enterprise (15,450) Salaries Full-Time 241,750 Salaries -Fringe Benefits 67,690 Council Fringe Benefits 55,305 Wages Part-Time 1,025 Mayor & Council Fringe Benefits 26,261 Honorarium 395,037 Meeting Expense 21,604 Memberships & Subscriptions 15,174 Staff Training & Seminars 2,328 Conference 37,500 Conference -Executive 13,000 Office Supplies 6,742 Envelops & Printed Forms 146 Auto Expenses 7,650 Insurance Premiums 958 Tech & Home Office 36,750 Refunds -Parking 100 Rent & Lease -Office Equipment 800 External Phone Charge 1,696 Long Distance 146 Miscellaneous Expense 4,700 Telephone Reserve Charge 11,280 Rent & Lease -Computer Charge 14,608 946,800 Included in the Salaries FT and Fringe Benefits line above is 60K for the additional staff person which is currently vacant. FINANCIAL IMPLICATIONS: The 2011 operating budget could be reduced by a total of $238,758 based on the delayed opening of Bridgeport Community Centre ($150,221) and McLennan Park ($90,333) as well as the changes for the portable sign position (-$1,796). RECOMMENDATION: Information only. - T„-) r~ 130 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 22 -Operations Unfunded Positions FUND: Operating DEPARTMENT: Infrastructure Services -Operations PREPARER: Jim Witmer ,Director of Operations BACKGROUND: During preparation of the 2011 operating budget, it has become apparent that the Operations Division requires additional funding to provide the full range of activities and service delivery that are expected. Operations recognizes the past efforts to provide additional funding during the 1998 and 2004 budget process. Even with these increases, there are still 9 unfunded positions. Typically Operations can find work that is funded from somewhere other than its operating budget (e.g. capital projects, work charged to third parties, work charged to other departments) in order to support its activities, but it is becoming more difficult to find this type of work and Operations has become more reliant on these unfunded roles to assist in the growing demands for its services. In essence, Operations has used these roles to keep pace with service growth without having the operating funds to support the work. Operations has incorporated new growth infrastructure maintenance into its existing core compliment and budget allocations. Additional roads, sidewalks, parks, trails, woodlots, and open spaces are several of the areas that have seen significant growth related increases. RATIONALE /ANALYSIS: Based on the staff positions which are not funded out of work for others, capital projects or contracts, Operations has 148 hourly full-time staff, 26 temporary staff and 41 students. The funding required for these positions including fringe benefits, overtime and shift premiums is $11,088,472. The current budget provides funding in the amount of $10,524,268 which represents a shortfall of $564,204. This shortfall equates to 8.95 FTE's as identified previously in the Operations Budget position Issue Paper. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information. - T„-) r~ 131 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 23 -Job Ranking for Roads Maintainers FUND: Operating DEPARTMENT: Infrastructure Services -Operations PREPARER: Jim Witmer -Director of Operations BACKGROUND: The following issue paper is provided in response to a request from City Council for additional information at the January 20t" Operating Budget review. RATIONALE /ANALYSIS: Provide more details on the impact of job reclassifications alluded to in Issue Paper 08 Operations Budget Position? The Roads Maintainer position was created by combining the duties of 5 separate positions. The new Road Maintainer position had a formal job description written and evaluated which caused the position to increase from a band 5 to a band 6. This change in job rating has increased the wage line in Operations accordingly. FINANCIAL IMPLICATIONS: The impact of the change in job ranking for the 78 roads maintainers was a $207,000 increase to the operating budget which was not accounted for in the budget call and is increasing the overall deficit projection. RECOMMENDATION: For information. -~°~ t; ~ '~' ;' 132 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 24 -Turf Maintenance FUND: Operating DEPARTMENT: Infrastructure Services -Operations PREPARER: Jim Witmer -Director of Operations BACKGROUND: The following issue paper is provided in response to a request from City Council for additional information at the January 20t" Operating Budget review. RATIONALE /ANALYSIS: Has there been any work done on contracting out turf maintenance? The Operations Division reviews its workload and workforce for turf on an annual basis to determine the most efficient and effective routing of equipment to maintain the 467 plus hectares of turf. Operations hires summer students and temporary staff each year to supplement its work force in order to complete City work and also meet our contract obligations with the Region of Waterloo for the maintenance of their rights-of-way within the City of Kitchener. As the City is a unionized organization, it strives to maintain good working relationships with staff, and any contracting out of services would not be considered without discussion with staff to ensure all options have been explored first. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: Information only. - T„-) r~ 133 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 25 -Sidewalks FUND: Operating and Capital DEPARTMENT: Infrastructure Services -Operations Community Services Department - By-law Enforcement Division PREPARER: Jim Witmer -Director of Operations Shayne Turner -Director of By-law Enforcement BACKGROUND: The following issue paper is provided in response to a request from City Council for additional information at the January 20th Operating Budget review. RATIONALE /ANALYSIS: 1. What are the relative costs of the different options available for correcting sidewalk issues (grinding, asphalt ramping, mud jacking, slab replacement)? Maintenance Methods to Repair Sidewalk Defects There are four methods of sidewalk repair that are available: removal and replacement of the defective portion of sidewalk; mud jacking; grinding the edge of the slab to reduce the vertical discontinuity; or asphalt ramping. Some of these methods would be considered to be temporary repairs, which would considerably reduce the City's liability, but are not deemed to be permanent in nature. Typically the permanent repairs require more effort and time to complete and come at a higher cost to the City. The permanent solutions will be completed on a planned basis by geographic area to be most cost effective, whereas the temporary solutions are done quickly on an adhoc basis shortly after the initial inspection and recording of the defect in our work management system. Temporary Maintenance Methods 1) Asphalt Ramping Asphalt ramping involves the placement of hot asphalt as a temporary repair to level out the area of vertical discontinuity to reduce the incidents of tripping. This can be completed reasonably quickly and can be done within the specified window allowed by the new standards for obtaining compliance. The cost in 2010 was approximately $15 per defect. 2) Grinding This repair option involves the grinding of the raised edge of the sidewalk panel to reduce the trip lip to less than the 20mm dimension identified in the standard. The estimated cost is 30 to $60 per defect. The grinding solution can be effective for the warm-weather months; however there is no guarantee that further heaving will not occur during the next winter, producing another trip hazard that cannot be ground down again. Permanent Maintenance Methods 1) Mud iacking This repair involves the drilling of holes strategically within the sidewalk slab panel so that a mixture of cement and topsoil in a slurry form can be placed underneath the slab and it gently raises it into a position which will eliminate the trip hazard. This is a cost effective solution where the slab sections are intact and can be completed for approximately $18.25/m2. A mud jacking crew is capable of completing on average 162.5m2 per day. The average area of the repair is 1.5m x 6m = 9m2 which equates to $164 per defect. T„-) r~ 134 2) Slab Replacement When the slab needs to be replaced, the complete section is removed and replaced with a new sidewalk. This restoration usually requires topsoil and sod replacement to restore the location to its original condition. A crew is capable of completing on average 60m2 of sidewalk each day at a cost of $90/m2. On average the area of repair is 1.5m x 3m = 4.5m2 which equates to $405 per defect. 2. How many claims are brought forward regarding sidewalk issues & what was the average cost per claim? Each year, claims against the City are made by pedestrians for damages due to injury caused by tripping over sidewalk defects, primarily heaves, and falling (referred to as "trip and fall claims"). Between January 1, 2001 and December 31, 2010, 221 trip and fall claims were made against the City. Although the City and/or the Waterloo Region Municipalities Insurance Pool are generally successful in defending against many claims, the City/Insurance Pool has paid out the sum of $2.05 million for adjusting, litigation and settlement of claims where liability exists. Some claims are yet to be litigated. The average cost per claim is $9,275. 3. Provide a claim history on winter slip and falls and the cost to the City. Each year, claims against the City are made by pedestrians for damages due to injury caused by slipping and falling on a sidewalk due to the presence of ice or snow. Between January 1, 2001 and December 31, 2010, 176 slip and fall claims were made against the City. Although the City and/or the Waterloo Region Municipalities Insurance Pool are generally successful in defending against many claims, the City/Insurance Pool has paid out the sum of $2.65 million for adjusting, litigation and settlement of claims where liability exists. Some claims are yet to be litigated. The average cost per claim is $15,057. Staff wish to advise Council that they intend to undertake a review of the current enforcement process relating to the City's sidewalk snow and ice by-law, after the current winter season ends and prior to the 2011/2012 winter season. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: Information only. T„-) r~ 135 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 26 -COMMUNITY GRANT -TIER 1 -MINOR SPORT PROVISION DEPARTMENT: COMMUNITY SERVICES- COMMUNITY PROGRAMS AND SERVICES PREPARED BY: DENISE KEELAN, MANAGER AQUATICS AND ATHLETICS BACKGROUND: The proposed 2011 Community Grant Tier 1 minor sport budget has $17,910 earmarked for a Minor Sport Provision account. In 2010, the same account was approved by Council at the budgeted amount of $20,520. Questions arose during 2011 Community Grants budget discussions with regards to how the budget was allocated in 2010. The Athletics section utilizes the minor sport provision account to provide support to our local 41 affiliated minor sport groups with such items as one time capital costs, equipment costs, special projects, start-up costs, emergency costs etc. that may fall outside the group's normal operating budget. It can be used by the group to leverage funding from other levels of government as well. This account is also used for community programs and events, which may not be attached to a specific affiliated sport group, but supports youth sport in the City of Kitchener. RATIONALE /ANALYSIS: The Minor Sport Provision Account provided support to the following in 2010: 1. Kitchener Minor Hockey Ice Pirates Special Needs Hockey Program -startup costs (not able to fund through Comm. Inv. Strat in 2010) $4,000 2. Forest Heights T-Ball Association -Additional Storage Room Costs $2,400 3. Athletic Awards Banquet (sponsorship shortfall) $8,000 4. Coach Honorarium -Volleyball $ 300 5. Key Replacement (city sport storage) $ 143 6. Athletic Internal Order Closeouts (equestrian camp, 2009 ICG) 702 Total expenditures $15,545 For 2011 staff is considering two requests for funding from the Minor Sport provisional account, which were requested under the Tier 1 funding application, but not approved. Nordic Sports has requested $3,000 for equipment and the KMHA Ice Pirates Special Needs Program have requested $4,800, which could not be funded under the Community Investment Strategy for 2011. RECOMMENDATION: For information only. - T„-) r~ 136 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 27 -Kitchener Rangers and The Aud FUND: Operating DEPARTMENT: Community Services -Enterprise PREPARER: Tanya Cable -Senior Financial Analyst Kim Kugler -Manager, The Aud & Arenas BACKGROUND: Council has requested further information regarding the revenues and expenses of the Kitchener Rangers at the auditorium compared to the rest of the complex. RATIONALE /ANALYSIS: The table below shows the 2011 budget for the Kitchener Rangers compared to The Aud. Rangers % of Rangers The Aud * The Aud Revenues 565,588 2,761,961 20.48% Expenses 248,325 3,770,469 6.59% Surplus (Deficit) 317,263 (1,008,508) Does not include Utilities It is important to note that the revenues and expenses listed in the table above for the Rangers do not represent all of the revenues or expenses associated with the Rangers. It is impossible to calculate the exact costs as some revenues and many expenses are not tracked separately for the Rangers. Expenses such as utilities, supplies and staff time are not allocated to the Rangers cost centre so the exact impact of the Rangers on the budget is not possible to determine. The above figures represent only those amounts that are tracked separately and can be directly associated to the Rangers. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: For information purposes only. T„-) r~ 137 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 28 -KPL Reductions FUND: Operating DEPARTMENT: Kitchener Public Library PREPARER: Alicia Italiano, Senior Financial Analyst II BACKGROUND: II At a meeting on February 14, 2011, City Council resolved: That for budget deliberations, staff compile a list of potential items for reduction that would effect a decrease ranging from 1 % up to 5% in the overall proposed tax levy increase of 1.94% for 2011 and outline the implications associated with each item listed for potential reduction. The Kitchener Public Library has been asked to provide potential items for reduction to help the City meet these targets. RATIONALE /ANALYSIS: See attached report prepared by KPL on potential reductions. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. T„-) r~ 138 ~CP~ KITCHENER PI~BLIC LIBRARY REPORT REPORT TO: Chair Gazzola and Members of Finance and Corporate Services DATE OF MEETING: February 28, 2011 SUBMITTED BY: Kitchener Public Library Board PREPARED BY: Sonia Lewis, CEO, Kitchener Public Library, 519.743.0271, ext. 244 WARD(S) INVOLVED: All DATE OF REPORT: February 17, 2011 SUBJECT: PROPOSED OPERATING BUDGET REDUCTION RECOMMENDATION: For information only. BACKGROUND: In 2010 City funding for Kitchener Public increased by less than a quarter of one percent. This funding level resulted in an 11 % cut to KPL's budget for books, AV materials and electronic resources, reducing it to its 2004 level. The staffing complement was reduced by almost 4 full- time equivalents. In addition, KPL reduced the cost of living increase allowed under the budget guidelines and cut the staff training budget by 31 %. In the end KPL cut expenses by 3% in 2010. In accordance with the City's budget guidelines, Kitchener Public Library's proposed 2011 operating budget included a 2.5% increase to the base budget and a growth allocation of $37,000 for RFID costs. No new staffing was included in the budget. The purpose of this report is to respond to Council's request for potential budget reduction strategies up to 5%. The report also outlines the impact of operating budget reductions on services provided by the Library. A one percent reduction in City funding equates to approximately $89,000. REPORT: At its February 16, 2011 meeting the Kitchener Public Library Board reviewed Council's request for potential operating budget reductions. A number of options up to a 5% cut were examined by the Library Board. Consideration was given to both revenue generating opportunities and possible reductions to operating expenses. No opportunities were identified to increase revenues, largely due to the anticipated impact of the central library project. 139 Only one viable cost reduction option was identified by the KPL Board. This option would cut $24,600 or 0.28% from the budget. All other options reviewed by the Library Board are not viable as they would have significant impacts on public service at a time when library services, collections and programs are in demand. FINANCIAL IMPLICATIONS: Option 1 -Cut 0.28% Savings identified for this option are offset by the need for an additional $43,000 to cover the OMERS pension rate increase. When the budget was submitted to the City in August 2010, the full impact of the OMERS rate increase was unknown. Potential Expense Reductions Public Programs $ (5,700) Resource Materials (books, AV materials, electronic resources) $(25,900) Processing/Bindery $ (3,000) Staff Training $ (6,000) Postage, Delivery and Stationery $(12,000) Equipment Maintenance and Facilities Expenses $(15,000) Pension Benefits -add costs for OMERS rate increase 43 000 Total Reduction $(24,600) Option 1 Impact: Eliminating the 2% inflationary increase in 2011 for resources results in a 0% increase to this budget line. Since the resource materials budget was cut by 11% in 2010, this means it remains at its 2004 level. Even with a frozen budget, we have reduced buying power. Costs for print and AV materials are expected to increase by 1-3% in 2011. Price increases for electronic resources have been averaging 5%/year. The provision of recreational and information resources is a core library service. Freezing or cutting the resources budget has a direct impact on the service we provide to the community as it means fewer new items would be added to KPL collections. For high demand items this results in longer turnaround to satisfy holds that customers place on items. It means collections in languages other than English and French cannot keep pace with the growth in our multicultural communities, impacting the service we are able to provide to new Canadians. It limits our abilities to expand our electronic resources at a time when the demand for downloadable titles doubled last year and continues to increase. Staff training was reduced by 31 % in 2010. The 2011 budget restores some of that cut. Reduced funding for training limits our ability to develop skills and respond to changes, particularly in the area of technology and its application in libraries. Option 2 -Cut 1% Given the impact on public service, compounded by the effect of cuts made in 2010, the Library Board feels a 1 % cut is not viable. 2 140 Potential Expense Reductions Option 1 cuts (includes 2% cut to Resources) $(24,600) Salaries -reduce staffing 64 700 Total Reduction $(89,300) Option 2 Impact: Implementing this option would require cutting five positions (3 full-time equivalents), reducing staffing levels at circulation and information desks and impacting public service system-wide. This is in addition to the almost 4 full-time equivalents cut in the 2010 budget which also impacted public service staffing. Customers would experience longer line-ups, on occasion information desks would be closed and telephone reference service would be reduced and possibly eliminated. Transferring support services staff to public services to assist with the gaps in public service would result in longer turnaround times to get new materials ordered and ready for the public. Public service would be further impacted as this option includes the 2% cut to the resources budget outlined under Option 1. Option 3 -Cut 3% A 3% cut is not viable given its significant impact on public service. Potential Expense Reductions Options 1 and 2 cuts (includes cuts to resources and salaries) $ (89,300) Additional Resource Materials $ (89,300) Additional Salaries $ (89,300) Total Reduction $(267,900) Option 3 Impact: Only the resources and salaries budget lines could fund this level of cut and there would be significant impacts on public service, possibly on service hours. Total cut to resources would be 10% or $115,200 (including $25,900 from option 1). $115,200 buys approximately 4,100 books which equates to 12% of the total new books acquired in 2010. The impact of cutting the resources budget is outlined under Option 1. Total cut to salaries would be $154,000 (including $64,700 from option 2). This equates to 5 full-time equivalents and would impact 7-9 positions. Staffing cuts would result in reduced services and programs. Off desk activities would be reduced so we could staff information and circulation desks. There would be reduced support for students in our shared high school/library facilities. Storytimes which develop reading and early literacy skills would be cut back. Reduced staffing levels would impact our ability to participate in community events like Kidspark and Word on the Street, putting a greater burden on our partners, like the City. Customers would experience longer line-ups for service. It would take longer for returned items to be reshelved. 3 141 Option 4 -Cut 5% A 5% cut would require significant reductions to public service levels and hours of service. This level of cut is not viable. Potential Expense Reductions Options 1, 2 and 3 cuts (includes cuts to resources and salaries) $(267,900) Additional Resource Materials $ (89,300) Additional Salaries $ (89,300) Total Reduction $(446,500) Option 4 Impact: Only the resources and salaries budget lines could fund this level of cut and there would be significant impacts on public service as outlined in options 1-3 above. In addition, service hours would be impacted. Options the Library Board would need to consider would include a two week system-wide closure, closing Sundays year round and/or closing one evening per week system-wide. Total cut to salaries would be $243,300 or over 8 full-time equivalents, impacting 11-13 positions. Total cut to resources would be 18% or $204,500. Compared to last year, this would result in purchasing 22% fewer books. CONCLUSION: Kitchener Public Library services are in demand city-wide. Circulation has increased 22% in the past five years. Families, seniors, the unemployed and other residents turn to the library in tough economic times for access to free information and recreational resources, services and programs. The cuts absorbed in 2010 cannot be sustained. A reduction of $24,600 could be achieved, albeit with some impact on the public given the reduced buying power for books, AV materials and electronic resources. Further cuts beyond that level would have significant impacts on Kitchener residents and are not recommended by the Kitchener Public Library Board. ACKNOWLEDGED BY: Sonia Lewis, CEO, Kitchener Public Library 4 142 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 31 -Building Enterprise FUND: Operating DEPARTMENT: Community Services -Building Division PREPARER: Mike Selling, Director of Building Alicia Italiano, Senior Financial Analyst BACKGROUND: During the 2011 Operating Budget review meeting on January 20t", 2011 members of City Council requested further information and explanations on the Building Enterprise projections. Below is some further background and explanations to their questions. RATIONALE /ANALYSIS: • Building Permit Revenues can vary significantly from year to year and are influenced by a number of factors including; economy, availability of residential lots, interest rates and scale of projects. • Please see Table 2 below for a history of total permits issued and revenues generated. In this chart you will see that it is not uncommon for building permit revenues to swing over $1 M per year while maintaining a similar number of permits. • Table 1 below is a copy of the Building Enterprise five year projections. Below are the explanations for the questions posed during the 2011 Operating review meeting. • Why are the 2010 Projections significantly higher than budget? When preparing the 2010 budget a drop in residential permit activity was anticipated due to the Region of Waterloo development charge increase and the implementation of HST in July of 2010. These two factors did not reduce residential building permit activity in 2010. A third factor attributing to the increase in projections is the increase in the number of non-residential projects that went forward including 18 government projects which represented 23% of the 2010 construction value. With the increase in non-residential projects and no decrease in residential activity, Kitchener experienced higher revenues than budgeted. Why did the net revenue drop from $1.377M to $39K? Net revenue is a function of both revenues and expenses. The building permit revenues are forecasted to decline by approximately $1 M dollars in 2011. Each year staff review a number of sources to establish revenues as part of the budget preparation, the sources include; Canada Mortgage and Housing Corporation (CMHC) Annual Forecasts, proposed projects that the Building Division is aware of and historical permit data. In 2011 total revenue is expected to be reduced based on CMHC forecasts for residential activity, projects that are in the queue and a reduction in large projects. As mentioned in question one above there were some significant and large non-residential projects (stimulus funded) that contributed to the spike in revenues in 2010 that are not expected in 2011. The remainder of the drop in net revenues is due to an increase in overall expenditures of 384K. In 2010 the salary budget was reduced in anticipation of two maternity leaves and an allocation of some manager time to facilities management. In 2011 these employees are back from maternity leave and therefore the budget was increased accordingly. The balance of the increase is attributed to the pay grid collapse, progressions and inflationary increases. T„-) r~ 143 Why is there a significant increase in the Direct Expense line in 2011 and beyond? In 2011 there was a reallocation of five staff from the Community Service Admin Division to the Building Division. A decrease can be seen in the indirect line in 2011 as the employees are now considered a direct expense instead of an indirect expense. Why if permit revenue is declining in 2011 are we not reducing our headcount? There is not a one to one relationship between permit revenue and the number of permits issued (see Table 2). Workloads vary depending on the number of permits and the type of permits commercial versus residential. Although revenues are declining in 2011 this is largely due to less larger projects not a significant decline in total permits issued. When a building permit is issued in one year, Building's statutory requirements (workload) is not complete; site inspections of the construction build often exceed one year from start of construction. The construction build out is extended beyond one year for large and complex projects such as the new provincial courthouse. Since we had a high volume of larger projects in 2010 the workload on these will flow into 2011. In reviewing building permit statistics it is important to consider two factors; staff resources are required to complete site inspections after building permit issuance and revenue collected in one year is paying for inspections the next year or more. Site inspectors are also working with permit holders to sign-off (final) open permits dating before 1993. Retaining qualified technical staff in economic slowdowns is vital and important to minimize exposure to liability and maintain the high level of service the industry expects. Building staff (Municipal Building Officials) are now required to be provincially qualified. Each layoff of a qualified staff person results in a loss of investment in training and time and does not promote consistent building code enforcement. Hiring or replacing technical and professional staff is not easy. The building reserve fund is used during economic slowdowns to manage staffing levels when there are temporary fluctuations in activity. The Building Division continues to monitor workload throughout the year to ensure adequate staff resources to meet statutory obligations. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. Table 1 -Building Enterprise Statement of Revenue and Expenses (ooo~s) Revenue Building Permit Revenue Interest Income Total Revenue Expenses Direct Benefit of FTE hiring delay Indirect Total Expenses Budget Projected Budget Budget Budget Budget Budget 2010 2010 2011 2012 2013 2014 2015 3,472 5,002 4,053 3,849 4,037 4,121 4,283 50 25 20 15 16 15 16 3,522 5,027 4,073 3,864 4,053 4,136 4,298 3,053 2,983 3,437 3,540 3,646 3,756 3,869 (330) (296) (170) (144) (148) (152) (157) 963 963 768 791 814 839 864 3,686 3,650 4,034 4,187 4,313 4,443 4,575 I I Excess Revenue over Expense (164) 1,377 39 (323) (260) (307) (277) I I - T„-) r~ 144 Table 2 -Building Permit Historical Statistics Building Permit Revenue in '000, # of Permits, $5..500 Construction Value in '00000 $5,113 000 $4,907 $5 . $ 4,694 $4 500 $4,367 , $4 000 $3,774 $3,751 $3,831 . $3 50 0 $3,491 $3,394 $3,659 . 2963 2960 $3 000 . 2547 2581 $2 500 , $2 000 . $1 500 . $1 000 . $50 0 $ - 2006 2007 2008 Year 2009 2010 ^ Building Permit Re~nue '000 ^ # of Permits ^ Construction Value in '00000 T„-) r~ 145 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: OP-32 -Parking Enterprise Details FUND: Operating DEPARTMENT: Infrastructure Services PREPARER: John McBride, Director of Transportation Planning BACKGROUND: During the presentation of the Parking Enterprise Model on January 17t", 2011 members of City Council requested further information on various aspects of the parking operation. Below is further background and explanations to their questions. RATIONALE /ANALYSIS: How do the proposed monthly parking rates in Kitchener compare to other comparable municipalities in southern Ontario? Kitchener's monthly parking rates in structures as outlined in the Enterprise Model are proposed to be $137.20 including HST and increase by 10% each year to 2014. The current monthly structure parking rates including HST, in cities of similar size in southern Ontario are outlined below. City Population Monthly Structure Rate Mississau a 668,549 $65 Hamilton 504,559 $75 - $115 Bram ton 433,806 $40 London 352,395 $77 - $99 Windsor 216,473 $67.80 Kitchener 204,668 $137.20 Oakville 165,613 $74 Burlin ton 144,738 $104 - $117 Guel h 114,943 $65 - $70 Waterloo 97,475 $110 What other municipalities operate under a Parking Enterprise model? Most municipalities have historically operated parking within a municipal department, similar to how Kitchener had operated. The other main alternative is the Parking Authority. Two examples of a Parking Enterprise are the City of Hamilton, who has operated as an enterprise since the disbandment of the former Parking Authority and the City of Winnipeg. Comments from Hamilton indicate that the Enterprise Model is working well, and takes the financial burden off the tax base since they are a self funding entity. Winnipeg has had good success with their Enterprise and generates a dividend for the City. - T„-) r~ 146 What is the impact if only one or two of the recommended staff positions are approved? The Parking Enterprise Model recommended the hiring of three full time positions, a Parking Manager, a Transportation Demand Management Coordinator and a Transportation Planning Project Manager. All three positions are essential to maintain existing levels of service or to expand programs and are outlined below. Parking Manager -The Parking Enterprise generates gross revenues and expenditures of approximately $6 million and $5 million respectively. A higher level of financial monitoring and quicker response to changes in parking patterns and operating issues are required if we are to remain financially solvent. There are currently in excess of $40 million in capital construction ongoing with two additional garages expected within the next few years. Existing staff can not support the level of involvement required to maintain or expand an operation of this size. Programs and policies supportive of the parking operation, and the Downtown, can not be completed. Transportation Demand Management Coordinator -Critical to the success of implementing the TDM Plan as well as the Cycling Master Plan is sufficient staff resources to develop, implement and support both plans. Provision has been made in the TDM budget to fully fund one Transportation Demand Management Coordinator position. This position would share their time equally between the Cycling Master Plan and the TDM Plan. The implementation of both the Cycling Master Plan and the Transportation Demand Management Plan are essential if we expect to start to shift people to travel modes other than the single occupant vehicle. The only way to implement these plans is to provide sufficient staff resources dedicated to their program development and implementation. Without this position, the Cycling Master Plan and TDM Plan can not be implemented with existing resources. Transportation Planning Project Manager -Significant and strategic studies are taking place both at the City and Region that will define and impact the transportation network for decades. Some of these over the past year include: Regional Studies Regional Transportation Master Plan Rapid Transit River Rd Extension Fischer Hallman Corridor Design Guidelines Ottawa St EA Weber St EA City Studies Kitchener Transportation Master Plan Cycling Master Plan Transportation Demand Management Strategy Parking Enterprise Model Long Term Parking Strategy Southwest Kitchener Transportation Study Huron Rd EA Strasburg Rd EA Existing staff are challenged to meet the demands required to lead, participate or represent the City adequately on these study teams. Specific transportation planning and design expertise are required. This position would provide support to other divisions for transportation related initiatives as well as the street lighting program and potential conversion to LED lighting. T„-) r~ 147 What options exist to reduce the 2011 levy impact of $493,894? Levy Impact Alternatives Alternative 1 -Two Year Staaed Imalementation of TDM & Cvclina Master Plan 1) Two Year Staged Implementation of TDM & Cycling Master Plan 2011 2012 2013 Original dividend per business case $ 1,750,000 $ 1,802,500 $ 1,856,575 Increase in dividend from on final business case $ 270,000 $ - $ - Revised Dividend $ 2,022,011 $ 1,804,512 $ 1,858,588 Levy Impact $ $ 223,894 $ 270,000 $ - Lev Im act % 0.23% 0.28% 0.00% Assumptions • No changes to staffing from original business case • Due to the timing of the parking enterprise approval and the length of time to recruit and fill the TDM and Parking Manager positions only 6 months of salaries were included in 2011 for the new roles. (Savings of 100K) • Includes TDM and Cycling Master plan but the current year spending was reduced by 170K Implications/Risks • No significant risk or implications Alternative 2 -Three Year Staaed Implementation of TDM & Cvclinq Master Plan 2) Three Year Staged Implementation of TDM & Cycling Master Plan 2011 2012 2013 Ori final dividend er business case $ 1,750,000 $ 1,802,500 $ 1,856,575 Increase in dividend from on final business case $ 330,000 $ 165,000 $ - Revised Dividend $ 2,080,000 $ 1,967,500 $ 1,856,575 Lev Im act $ $ 163,894 $ 165,000 $ 165,000 Levy Impact % 0.17% 0.17% 0.17% Assumptions • No changes to staffing from original business case • Due to the timing of the parking enterprise approval and the length of time to recruit and fill the TDM and Parking Manager positions only 6 months of salaries were included in 2011 for the new roles. (Savings of 100K) • Includes TDM and Cycling Master plan but the current year spending was reduced by 230K • Reduced funding for TDM and Cycling Master Plan by 165K in 2012 Implications/Risks • Reduced funding to implement TDM and Cycling Master Plan will limit the ability for significant infrastructure improvements • Initiatives will be focused on programs, education and lower cost capital initiatives. Alternative 3 - Defer Implementation of TDM & Cycling Master Plan Master Plan Original dividend per business case Increase in dividend from original business case Revised Dividend Levy Impact $ Levy Impact 2011 I 2012 I 2013 $1,750,000 $ 1,802,500 $ 1,856,575 $ 493,894 $ 245,000 $ - $ 2,243,894 $ 2,047,500 $ 1,856,575 $ - $ 248,894 $ 245,000 0.00% 0.25% 0.25% - T„-) r~ 148 Assumptions • Includes six months salary for a parking manager (50K) but no other new staff positions for TDM Coordinator or Transportation Planning Program Manager in 2011. • Completely removes the funding (400K) for TDM and Cycling Master Plan in 2011 • In 2011 44K of capital provisions were deferred to future years • Reduces the funding for TDM and Cycling Master Plan by 245K in 2012 Implications/Risks • The Transportation Demand Management and Cycling Network programs, policies and services will not be developed. The delay in starting to give the public opportunities to travel other than in single occupancy vehicles will result in increased congestion, greater environmental impacts, greater risk to the downtown from insufficient parking and greater expense to the City from having to build additional parking structures. • Although the 2011 levy impact is completely eliminated it just shifts the problem to future years. The parking enterprise will not remain solvent if the dividend remains at the 2011 level. TDM and the Cycling Master Plan will continue to have to be scaled back in 2012. Can you provide a listing of parking assets and long term enterprise debt as of Dec 31, 2010? Initial Outstanding Parking Enterprise Long Term Debt Principal 12/31/10 Charles Benton Parking Garage 10-048 3,525,000 3,525,000 3,525,000 3,525,000 - T„-) r~ 149 Parking Tangible Capital Assets Current Historical Accumulated Net Book Value Replacement Cost Amortization 12/31/10 Value Parking Equipment 855,246 (413,075) 442,172 1,245,488 Surface Lots (excludes the land itself): 3,305,728 (1,186,160) 2,119,568 6,344,000 Owned 1,837,265 (672,178) 1,165,087 3,976,000 Lot 3 48,101 (48,101) - 480,000 Lot 6 17,236 (17,236) - 172,000 Lot 7 36,425 (36,425) - 164,000 Lot 8 773,906 (206,375) 567,531 1,124,000 Lot 9 12,025 (12,025) - 120,000 Lot 11 2,405 (2,405) - 24,000 Lot 14 20,042 (20,042) - 200,000 Lot 15 609,656 (60,966) 548,690 668,000 Lot 16 13,629 (13,629) - 136,000 Lot 19 197,707 (197,706) 0 700,000 Lot 22 62,067 (45,516) 16,551 124,000 Lot 27 44,066 (11,751) 32,315 64,000 Leased 1,468,463 (513,982) 954,481 2,368,000 Lot 2 31,983 (31,983) - 144,000 Lot 5 88,923 (11,856) 77,067 104,000 Lot 12 376,169 (112,851) 263,318 556,000 Lot 13 404,273 (134,758) 269,515 624,000 Lot 18 291,242 (116,497) 174,745 496,000 Lot 21 20,425 (15,660) 4,766 44,000 Lot 23 68,717 (34,359) 34,357 124,000 Lot 24 186,731 (56,019) 130,713 276,000 Garages 27,252,742 (7,736,722) 19,516,020 70,128,000 Duke & Ontario Garage 1,516,078 (1,273,505) 242,572 12,832,000 Market Garage 12,756,601 (1,530,792) 11,225,809 16,472,000 City Hall Garage 12,980,063 (4,932,424) 8,047,639 24,824,000 Charles & Benton 16,000,000 TOTAL 31,413,716 9,335,956 22,077,760 77,717,488 FINANCIAL IMPLICATIONS: The Parking Enterprise has been developed to be a self funding and self sustaining operation. Other than an initial levy impact there will be no furt her impact to the tax base. RECOMMENDATION: Information onl . T„-) r~ 150 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 33 -Gas Utility FUND: Enterprise Operating DEPARTMENT: Infrastructure Services -Utilities Division PREPARER: Susan White, Senior Financial Analyst BACKGROUND: During the January 20, 2011 Operating Budget Review, staff received some additional questions from members of City Council. Below are the questions relating to the Gasworks Utility. RATIONALE /ANALYSIS: 1) Provide details of the Kitchener Utilities (KU) Regulatory Analyst and the impact of the former manager position moved to the CMF. The KU Regulatory Analyst is, as indicated on the issue paper (#51), an add to staff. The Regulatory Analyst position is to ensure ongoing compliance with an evolving and increasing level of oversight by the Ontario Energy Board of natural gas distribution and related services in Kitchener. The Regulatory Analyst is also required for succession planning purposes as the Manager, Regulatory Affairs and Supply (contract position) is nearing retirement. 2) Prepare a graph of natural gas costs for Kitchener vs. Waterloo/Cambridge customers for the past few years. Total Gas Costs (Kitchener Utilities vs Union Gas) Total Gas Charges ,~~~.~~ 1,~1C10.00 1,200.{0 1,OOQ.{7C7 800.{l0 600.00 400.0[7 2011.40 ^ Union Gas ^ Kitc#~ener Utilities T„-) r~ 151 Natural gas rates for Waterloo and Cambridge (Union Gas) are currently substantially lower than Kitchener's due to different rate structures and pricing methodology. Kitchener Utilities' (KU) main strategy is to provide stable pricing (for Gas Supply). KU has a disciplined purchasing strategy. At regular intervals, gas is bought for future use, up to five years in advance. Union Gas buys all their gas at the prevailing spot price. Historically, Kitchener's price has been lower than Union's, except for very short periods of time. The current situation is mainly due to the drastic decrease in gas prices since mid-2008. The chart below shows the average unit rates for total gas supply and delivery as well as gas supply alone for the period 1999 to 2010 for both gas utilities. Average Unit Rates $/m3 Total Charges Gas Supply Union Gas $0.40 $0.23 Kitchener Utilities $0.42 $0.24 FINANCIAL IMPLICATIONS: The staff recommended budget includes an annual cost is $81,190 (salary + fringe) for the KU Regulatory Analyst, which is funded from the gas utility budget (i.e. has no impact on taxes). RECOMMENDATION: Information only. - T„-) r~ 152 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: OP 34 -Gas Works Utility -Increase Dividend from Gas FUND: Capital DEPARTMENT: Gasworks Utility PREPARER: Susan White, Senior Financial Analyst BACKGROUND: Gasworks Utility is an enterprise based entity within the City of Kitchener. It is responsible for managing the storage, transportation and supply assets of the utility. The supply program operates on a nonprofit basis. Any profits generated on the balance of the program are used for the following: • Dividend to the Revenue Fund (annual transfer increased by inflation) • Transfer to the Gas Capital Investment Reserve Fund (transfer varies and funds citywide capital expenditures; any shortfall in gas delivery operations is clawed back from this reserve) As an enterprise stabilization reserve, the benchmark target is 10-15% of revenue, due to the volatile nature of the utility businesses. RATIONALE /ANALYSIS: Staff have created multiple scenarios for increasing the dividend to the revenue fund thereby impacting the Gas Capital Investment Reserve. The impacts are shown in the table below. Gas Capital Investment Reserve Closing Balance 2009 2010 2011 2012 2013 2014 2015 No Change (1,281 ) Increase Transferto Revenue Fund by: $1M (1,281 ) $SOOk (1,281 ) $600k $400k (1,281) 1 281 $200k , ) ( (1,281) 1 ,111 2,464 5,454 6,769 7,604 7,689 1 ,111 1,449 3,364 3,539 3,167 1,978 1 ,111 1,652 3,782 4,185 4,054 3,1 20 1 ,111 1,855 4,200 4,831 4,942 4,262 1 ,111 2,058 4,61 8 5,477 5,829 5,405 1 ,111 2,261 5,036 6,123 6,716 6,547 FINANCIAL IMPLICATIONS: The list of potential budget reductions prepared by staff includes a reduction of up to $400,000. This would maintain a balance in the Gas Capital Investment Reserve Fund within the acceptable range. Increasing the transfer beyond this point would expose the utility and the reserve to an unreasonable financial risk. RECOMMENDATION: For Information - T„-) r~ 153 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 35 -Water and Sanitary Utilities FUND: Operating and Capital DEPARTMENT: Infrastructure Services -Sanitary Sewer Utility and Water Utility PREPARER: Ruth-Anne Goetz, Senior Financial Analyst BACKGROUND: The following issue paper is provided in response to a request from City Council for additional information at the January 20, 2011 Operating Budget review. RATIONALE /ANALYSIS: 1. What have the cumulative Sanitary/Water rate increases been for the past ten years? Combined Combined Sanitary/Water Increase Over Cumulative Rate Previous Year Increase 2001 1.4257 0.00% 0.00% 2002 1.4543 2.01 % 2.01 2003 1.4979 3.00% 5.06% 2004 1.7739 18.43% 24.42% 2005 2.1009 18.43% 47.36% 2006 2.1991 4.67% 54.25% 2007 2.3747 7.99% 66.57% 2008 2.6695 12.41 % 87.24% 2009 3.0022 12.47% 110.58% 2010 3.2566 8.47% 128.42% 2011 Proposed 3.4812 6.90% 144.17% It is important to provide a context around why the rates increased substantially over the last seven years. In December 2002, in response to the Walkerton tragedy, the Sustainable Water and Sewage Systems Act, 2002 was passed. This legislation made it mandatory that the City assess and cost recover the full amount of its water and sewer services. Beyond operating and overhead costs, this also includes capital costs of replacing water and sanitary infrastructure. Starting in 2004, the City took steps to ensure that the Water and Sanitary Sewer Utilities operated on a fully sustainable basis. The Accelerated Infrastructure Replacement Program (AIRP) was created, the goal of which is to replace all linear infrastructure older than 80 years by 2032. The implementation of the AIRP required significant dedication of funds to be transferred to the water and sanitary sewer capital programs. This commitment of funds necessitated the large rate increases in 2004 and 2005. Since the implementation of the AIRP, the cost of construction of a linear kilometer has risen dramatically. So much so, that the City has fallen well behind of it's original estimates. There exists a 31.71 kilometer shortfall, which equates to $115,264,000, of which $88,753,000 relates to Water and Sanitary Sewer. The Region of Waterloo provides the water supply and the wastewater processing for the City of Kitchener. Regional rate increases have gone up significantly over the last ten years (a combined annual increase of over 12% for 2007, 2008 and 2009) as the Region strives to ensure that their infrastructure meets the growing demands of the municipalities it serves. - T„-) r~ 154 Through the establishment of the Water and Sanitary Sewer Capital/Stabilization reserves, it is hoped that any surpluses that arise each year can be set aside in order to continue work on the AIRP, in order to tackle the shortfall that currently exists. Conversely, should a deficit occur in any given year, the reserve funds will be used to offset that deficit in order to stabilize rates charged to customers. 2. What would be the impact of reducing the 2011 Sanitary/Water rate increase of 6.9%? Attached are the updated projections (with year end actuals) showing the 6.9% increase. Staff have also included other scenarios which show the financial impact of only increasing the rates by 4.9%, 3.9%, and 2.9%. Reducing the rate increase in 2011 will cause a reduced transfer to the capital/stabilization reserves, hence less funding available to the City for use in recouping the shortfall of infrastructure kilometers constructed. Using current construction values, approximately two additional kilometers of linear infrastructure could be built with that money, during that time. Given that the existing shortfall of kilometers is 31.71 km, all efforts to reduce that shortfall should be made. 3. What is the sump pump connection program (project # 8004022) and when is it expected to be completed? There were approximately 2,800 single family homes built between 1980 and 1992 that had their sump pumps directly conneced to their sanitary sewer pipes. This plumbing hook-up sends clean groundwater to the city's sanitary sewer system where it is unnecessarily treated at the Kitchener Wastewater Treatment Plant. The sump pumps were installed to address high groundwater which surrounds these house foundations. The sump pump draws the groundwater from a small pit in the basement floor and then discharges it to the house plumbing. Following 1992, most new homes had dedicated storm sewer service connections installed at the time of construction. The sump pump connection program, which is funded by the sanitary utility, is intended to provide a dedicated connection for the groundwater from sump pumps to the city's stormwater sewer system, instead of the sanitary sewers. This effectively separates groundwater flows from sewage flows and reduces the overall flows that are treated at the Kitchener Wastewater Treatment Plant. Since the inception of the sump pump connection program in 1983, approximately 750 services have been installed. The large majority of this work has taken place in the area of the city bounded by the Conestoga Parkway, Westmount Road, and the north and west city limits. In 2011, $184,000 is set aside for this program which enables about 30 new stormwater connections to be installed on annual basis. At the current pace of installation, it will take an additional 38 years to complete the remaining 2050 properties. FINANCIAL IMPLICATIONS: Reducing the rate increase in 2011 to 4.9% will result in less funding available to improve the existing infrastructure replacement shortfall. RECOMMENDATION: For information. 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W ~ ~ ~ ~ W ~ ~ ~ c~ N U 0) ` Z Q ~ O ~ ~ W Qx" c O ~ c~ o ~ ~ W w ~ `~ ~ `~ _ °~ (~ ~ ~~ ~ ~ (~ fA ~ ~ W C ~ v ~ ~ 0) ~ W W 0) . N O ~ ~ 0) N O O OG W > N Z v o ~ > ~ Q O °~ OC ~~~ o ~ ~ c ~ ~ Q- W Z ~ ~ w ~ w ~ w ~ 0) o w ~ y ~ .~ ~ ~ O W >~ .~ ~ N ~ u~ _ ~ E ~ = J W W 0~ ~ ° ~ ~ ~ i~ ~ ~ ~ Z ~ N O N ~ O = 0 N Z E N O LL ~ j Q U oC O O N W ~ o 0 y C ~ OC OC U ~ Y A W ~ ~ ~~ a,w ~ ~ ~ ~ ~ O U O x O c c c W o Q~ W y ~ ~ J O O O O ~ W ~ Z ~ ~ ~ ~ ~W ~ Z Q ~ ~ ~ O ~ ~ ~ ~ ~ ~ ~ N N N ~ Z Q o o ~ cnUC7p UOa OSu~ ~w ~ ~ v m~Q ~ c c c ~ (~ ca N ~ J:V O W ° oC ~ C7 ~ ~ w U w Q U Q - - o 0 - 0 N r N ~ O ~ O C~ 00 O C~ 00 Gfl Gfl Gfl ~ ~ I~ O ~ ~ W O N O ~ c~ Gfl T ao T Gfl O Gfl ~ ~ ~ ' ~ ~ ~ ' O O O O O O ~ ~y ~,.~ T ~ T I~ O r T C'7 C'7 C'7 ~ ~ O m ~ N r N~ am T N ~ ~ O O ~ O O I~ O O ~ O N O ~ O ~ O O ~ ~ O ~ ~ ~ O N ~ T T_ _ _ _ _ ' T ~ T A ' ` ~ /~ ~i/ T , } y M l'! M l'! M l'! ~ /~ YJ ~ /~ YJ O /y W M l'! N M ~ T r ~ ~ o ~ r _ ~ N ~ C'') 00 O 00 00 O 0 0 0 O N ~ Gfl I~ O ~ ~ ~ ~ ~ O O O ~ I~ T O E T O Gfl r ~ N N N O O O m C~ N T T N T ~ 00 Gfl ' ~ T O Gfl Gfl O 00 00 O 00 ~ 00 O ~ ~ ~ O Gfl 0 0 OO C 7 O T T ~ `-' 0 0 I~ C~ 0~0 0~0 0~0 ~ ~ O am N ~,.~ _ 1 T ~ V / ~ T ~ '/^~ W ~ / ~ Y J N T ~ '/^~ W ~ '/^~ W O /y W T C'7 T N T T Gfl ~ ~ I~ ~ O T O N O N N O ~ ~ 00 00 O C~ I~ N N O O H O ~ O O ~ 0 0 ~ ~ ~y I~ ~ T ~,.~ O ~ ~ ~ N N O O O rn rn ~ O ~ ~ T O ~ N ~ T ~ T N O ~ m C~ t4 ~ O 00 N ~ ~ 00 I~ T O T ~-• ~ 7 ~ O O O ~ T N Gfl ~ T C~ 00 O O 00 V N T O ~ ~ O O O ~ ~ O O~ O Q T O ~ ~ O ~ N ~ `' T T T N ~ N ~ I~ ~ ~ O T N O O ~ ~ ~ \° \° \° ~ ~ ~ ~ ~ ~ O T ~ T N N N O ~ O O O O ~ C S aO ~ ~ T Gfl ~ C'7 Gfl Gfl Gfl O M `' T T T N W W p ~ (n Z ~ ~ a X ~ N ~ U ~ ~ W ~ ~ LL Q ~ p p Z Q ~ N U ~ ~ p W Q x p ~ m W m ~ N ~ o = > ~ ~ ~ ~ ~ , : ~ W W Z z ~ ~ ~ ~ °~ > ~~ W m ~ p ~ 0 OC > j ~ Q O C o ~ O ~ ~ ~ ~ Q W LJJ w w ~ ~ > ~ a' ~ ~ > ~ ~ m ~ ~ W ~ W X ~ ~ m ~ Q Q ~ Z ~~ ~ ~ m ~ •~ ~ ~ J H N Z ~ Q ~ ~ O ~ ~ p p ~ W p p N ~ ~ ~ U Q H ~ Y ? W N W ~ p Cn ~ ~ ~ Q ~ N W ~ ~ N ~ ~ ~ ~ ~ J U ~ X ~ ~~ ~~ ~~ Q W W Z (~ p o ~ c~ ~ ~ Z c Q m ~ o ~ .~ cn ~ ~ ~ N O ° > ~ cn ~ C~ p w U O a O ~ ~ a ~ ~ (~ Vm~ ~ Q ~ U U U H Q a ~ o ~ _ ~ ~ ~ U ~ N N ~ ~ O ~ W W Q Q M CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 36 Stormwater Utility FUND: Enterprise -Stormwater (Operating and Capital) DEPARTMENT: Infrastructure Services PREPARER: Grant Murphy BACKGROUND: In November 2004, Council directed staff to proceed with undertaking a Stormwater Management Program and Funding Review Study collaboratively with the City of Waterloo as part of the Shared Services Initiative. The purpose was to identify the City's current level of service, compare this to the legislated requirements and guidelines, develop a sustainable level of service, and to evaluate appropriate funding mechanisms to support the stormwater program needs. The results of the study were presented to Council in October 2009 and recommended that a utility structure and user rate approach be implemented in order to fully fund the City's annual stormwater management program. On January 18, 2010, Council approved the principle of shifting stormwater management programming from the tax base to a rate based approach (DTS Report 10-016 and 10-023). In May 2010, staff presented to Council the stormwater rate and utility implementation plan. After deliberation and additional public consultation, City of Kitchener Council approved the implementation of "tiered flat fee" stormwater rate structure on June 14t", 2010 (DTS reports 10-094, 10-100 and 10-120). For more details about the stormwater utility please refer to the City's webpage http://www.ktchener.ca//en/livinginkitchener/Stormwater Utility.asp RATIONALE /ANALYSIS: This paper provides additional information about the stormwater rate structure and proposed credit policy, and the stormwater utility operating and capital budget, based upon questions from members of the Finance and Corporate Services Committee. Rate Structure and Credit Policy 1. When does the approved stormwater rate come into effect? On June 14, 2010, City of Kitchener Council approved the stormwater rate structure, effective January 1, 2011, with the first utility bills being issued to property owners on February 4t" 2011. 2. What are the benefits of implementing a stormwater rate and proposed credit policy? Stormwater management systems represent valuable public assets that provide a number of community benefits. By controlling floodwaters and preventing pollutants from reaching our rivers and lakes, stormwater management systems protect both the public and environment. Until December 31, 2010, property owners in the City of Kitchener who were required to pay property taxes had a portion of these taxes go towards the City's stormwater management program. Under the tax-based funding approach, stormwater management programming was paid by property owners based on the value of their property and not on the amount and quality of stormwater run-off. In order to fund the recommended $13M average annual stormwater management program, more revenue would ultimately need to be generated from the tax base and would further amplify the inequity between properties of different assessments and ones that share similar topography or on-site stormwater management systems. As such, the tax based funding approach provides no incentives to property owners. - T„-) r~ 164 As of January 1, 2011, the cost of the City's stormwater management program has been shifted to the user pay based approach. A rational nexus has been established between the amount of the user fee and the cost of the service being provided - in that the more impervious area an individual property owner has, the greater the amount of runoff and pollutant loading from the property and, consequently, the greater the demand on the City's stormwater management system, either for flood control or water quality treatment purposes. The proposed rate structure would enable an approximate 17.9% shift in overall stormwater program costs from residential users to the non-residential sector. Generally, knowledge of the stormwater rate credit policy has impacted the way new developments are built. Implementing measures on private property will help reduce total runoff volume and pollutant loading discharge to the city's stormwater management system and will help to optimize the City's expenditures. However, with existing developments, the main effect is for property owners to reduce their directly-connected impervious area. Another example is to redirect drainage from a parking lot onto a vegetated swale that absorbs runoff volume and thus reduce pollutant loading to the outlet. Property owners would qualify for stormwater rate credits when they can demonstrate that their existing or proposed stormwater facilities or applied best management practices are functioning as approved. Credits are defined as percent (%) reductions applied to the rate category that is applied to the property in question. As long as the facilities or best management practices are operating as demonstrated by self-certification reports or municipal inspections, the credit will be applied to the charged fee. 3. Will staff be examining the feasibility of a stormwater rate credit policy? Yes, staff will report to Council on or before January 1, 2012 with regards to a stormwater rate credit policy for all eligible properties including residential, multi-residential and non-residential sectors. Staff will carry out additional work during 2011 to fully explore alternatives for credit policy implementation. A process similar to an environmental assessment will be followed and generally includes the following steps: Identification of a problem or opportunity Identification, assessment of impacts, and evaluation of alternative solutions Selection of a preferred solution Preparation of the policy Public consultation will be integrated into this process and will include at least two (2) public information centres at which the public will have opportunity to provide input and feedback. 4. When will Kitchener implement a stormwater rate credit program? The proposed policy would be retroactive to January 1, 2011, the start of the stormwater rate billing to property owners. stormwater credits are approximated to make up about 5% of the total average annual stormwater budget or $647,000 in 2011. This value will be updated once the policy paper is presented to Council. 5. What is the grant program and what properties does it apply to? It was apparent during the public input sessions in 2010, that there were concerns around the financial impact that the rate will have on the congregations at some "places of worship". Representatives from the "places of worship" sector have reiterated to Council that they provide certain community benefits that need to be recognized, such as social support programs. Most feedback either sought to reduce the stormwater charge, phase in the charge or eliminate the charge completely. It is not recommended that a stormwater charge exemption be exclusively for the "places of worship" or charitable organizations, as this would not be fair to other property owners in different rate categories. This does not promote good environmental stewardship by "places of worship" or charitable - T„-) r~ 165 organizations and would be viewed as subsidizing certain users within a specific rate category, making the rate structure susceptible to legal challenges by other users. However, on June 14t", 2010, Council directed staff to establish a grant program in order to subsidize "places of worship" and charitable organizations. These grants represent 100% of the stormwater rate charges and is contingent on the implementation of a stormwater or environmental education program for their members or clients To address Council's direction on this matter, staff suggested that the abovementioned grant program be funded from the tax levy to the enterprise, as this is deemed to be a social benefit with no rational relationship to the provision of stormwater management services to those property owners. Approximately $300,000 are being allocated annually from the tax levy to the stormwater utility (or a 0.3% tax levy increase in 2011). The grant program is distinct from any future stormwater charge credit policy which would be funded by the stormwater rate base. As mentioned above, there will be a rational relationship to the amount of stormwater run-off that is being redirected or treated by the property owner before it reaches the City's stormwater system. 6. Are the school boards charged the stormwater rate on properties that they own? Both the Waterloo Region District School Board and the Waterloo Catholic District School Board have raised concerns as to a municipality's authority to apply stormwater rates to their properties. Council directed staff to work with the Association of Municipalities of Ontario (AMO), the Waterloo Region District School Board, Waterloo Catholic District School Board, the City of Waterloo, and various Government of Ontario Ministries to address the discrepancy between the Municipal Act and the Education Act regarding a municipality's authority to apply stormwater rates to Board of Education properties. At this stage, stormwater utility bills will be issued to both the Waterloo Region District School Board and the Waterloo Catholic District School Board. However, pending the resolution of this matter, payment of the applicable stormwater rates would not be expected from the Waterloo Region District School Board and the Waterloo Catholic District School Board until 2012. stormwater Utility Program - Capital and Operating 1. Can the recommended level of stormwater program funding be reduced from $13M to $10M annually? What would the stormwater rates look like? No. It is not recommended that the stormwater management program be arbitrarily capped at $10M per year. As mentioned in previous reports, stormwater-related works are subject to such legislation as the Ontario Water Resources Act, Canadian Environmental Protection Act, the Federal Fisheries Act, and several guidelines published through the Ministry of Environment and Ministry of Natural Resources. Since 2001, Council has annually been presented with the results of the stormwater management audit for their consideration and adoption. These annual audits, including other sub-watershed studies, identify the pressing need for improvements to watercourses and creeks, completing stormwater pond retrofits, replacing old and deteriorating pipes, and other maintenance, such as cleaning up dirt and debris from catchbasins. Please refer to the attached Table #1 for details about several of the capital projects being undertaken in 2011 (list does not include accelerated infrastructure replacement projects). If the stormwater management program were capped at $10M annually, then projects and activities would be deferred and the City would be out of compliance with these regulations. Additionally, projects in the next four (4) years of the accelerated infrastructure replacement program represent the most urgent infrastructure work in the 10 year capital program (2011 to 2020). To defer these projects further would only expose the City to additional risk, as these represent very old and deteriorated infrastructure that needs replacement. In - T„-) r~ 166 other words, projects identified in the first few years of the capital forecast represent the "worst of the worst". Table #1 -Stormwater Management 2011 Capital Program Project Name Project Limits Rationale Drainage Improvement Program City-Wide Utilizing the prioritized list from the Drainage Working Committee, complete drainage improvements in order to eliminate persistent flooding problems for residents and business owners. Generally, problems are caused by issues such as incorrect grading, inadequate ornon-existent catch basins, or undersized storm sewers. This program will address a given number of locations across the city in a given year, the number dependent on the estimated costs to work at each location. Grand River Erosion Control Grand River Boulevard and Erosion of the escarpment bank along the Grand River threatens the viability of Tintawa Court a public trail. Local resident concerns also exist about longer-term threats to rivate ro ert from the erosion. Huron Business Park Pond #3 South of Trillium Dr, East of Existing pool does not provide adequate storage volume and quality controls in McBrine Dr order to meet MOE and City of Kitchener standards. Limerick Dr Drainage Improvements 131 Limerick to End of The purpose of this project is to relieve overland flooding problems that occur Greensview on Limerick Dr. and Greensview PI. during periods of heavy runoff. The roads currently are built to a rural cross section without curbs, few storm sewers, and non standard outlet. Schneider Creek Channel 1 Hayward to Balzer In 1995 Paragon Engineering Limited finalized the Schneider Creek Remediation Class Environmental Assessment, Environmental Study Report for Schneider Creek between Manitou Drive and Hayward Avenue under the direction of the Grand River Conservation Authority. This Environmental Assessment has been updated to reflect current practice for rehabilitating this stream. Stormwater Management Monitoring City-Wide The stormwater management monitoring program (or commonly called the Program annual SWM audit) conducts inventorying, inspection and assessment of the Citys non-sewer stormwater management (SWM) infrastructure. This infrastructure includes stormwater management ponds, oil and grit separators, and watercourses. Field inspections are conducted on each site, and physical defects and maintenance needs are noted and inventoried. As well, water quality testing for chemistry, temperature, and benthics is performed on watercourses to determine the health of the environment. Stormwater Management Implementation City-Wide Otherwise known as the "cash in-lieu" SWM program, this supports the 2001 SWM Policy. Cash In-lieu is collected from sites that are being developed and can not support on-site SW M facilities. A specific charge is applied to these lands and currently is $31,056 per hectare of developable land (2011). The SWM Implementation program utilizes the cash in-lieu of privately owned SW M works to construct centralized and municipally owned SW M facilities in order to improve water quality to watercourses. A list of SWM works completed annually (retrofits, OGSs, creek rehabilitations, etc.) in October of each year as well as the location and number of sites where cash in-lieu was collected and the total cash in-lieu collected annually. This program helps to implement the findings of the SWM monitoring and audit which is a review of SWM works completed annually, and recommendations for retrofit or creek rehabilitation work. Victoria Park Lake Rehabilitation Victoria Park The City is planning the implementation of restoration to Victoria Park Lake that addresses sediment accumulation and water quality. An Environmental Assessment has been completed and recommendations far remediation will be undertaken as art of this ro ect. Finally, if the stormwater management program were capped at $10M annually then the Victoria Park Lake remediation would be deferred until 2015 or beyond. Other projects within the current forecast are of higher priority in terms of infrastructure conditions, regulatory compliance issues or potential liability associated with property damages or claims. Staff's long term budget recommendations remain the same in that the sustainable level of service of $13.OM (2010) on average annual basis should continue to be adopted by the City and that the rate structure supporting this service level be maintained as is. - T„-) r~ 167 2. Can more detail be provided about the Operating Expense line within the stormwater utility operating forecast? Yes. A detailed summary of the work activities included in the annual 2011 stormwater utility operating budget are shown in Table 2 and include storm sewer maintenance and repair, watercourse maintenance, bridge and culvert maintenance, machine and hauling sweepings and leaf pick-up. These costs comprise the "Operating" line of the five year projection. Table 2 -stormwater Activities (2011 Operating Budget) Activity Description Proposed 2011 Expenditure Storm Sewer Maintenance 134,784 Storm Sewer Repairs 156,556 Watercourse Maintenance 314,408 Bridge & Culvert Maintenance 88,402 Machine & Hauling Sweepings 321,131 Leaf Pickup 389,084 Storm Spills 50,226 Other (administration, internal charges) 1,371,575 Total Operating Costs, 2011 2,826,166 FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information. T„-) r~ 168 ,~~ -~ l~[~~'] 31=.1•: Follow UD Capital Bud4et Issue Parser (IP) Index IP # Description General Items Cap 01 KidsAbility Grant Cap 02 Development Charges: Engineering and Non-Engineering Cap 03 100th Anniversary of Achievement of Cityhood Cap 04 CITS Capital Requirements/Priorities Cap 05 Print Shop Annual Operational Savings Cap 06 Computer Reserve and Telephone Reserve Cap 07 Payment Card Industry (PCI) Compliance Cap 08 Fire Fleet Details Cap 09 Emerald Ash Borer Management Cap 10 Outdoor Winter Ice Rinks Cap 11 Huron Natural Area Cap 12 Trails, General Parks, Park Strategic Plan Cap 13 Engineering Follow Up Questions Cap 14 Increased Traffic Calming Reviews Cap 15 Reserve Funds Cap 16 Existing Capital Balances Cap 17 Reduction to General Provisions Cap 18 Other Capital Reductions 169 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 01 -KidsAbility Grant [NOT INCLUDED IN 2011 BUDGET] FUND: Capital DEPARTMENT: General Expense PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: During consideration of the capital budget at the Finance and Corporate Services Committee meeting on February 4th, 2011, members of the Committee requested further information about spreading the $25,000 funding request from KidsAbility over multiple years. RATIONALE /ANALYSIS: The capital contingency account has an uncommitted year end balance of $34,000, which is sufficient to fund the KidsAbility request for $25,000. Furthermore, an additional $169,000 is budgeted to be added to this account in 2011. Therefore, there is no financial need to split the funding request over multiple years. FINANCIAL IMPLICATIONS: The $25,000 grant request from KidsAbility could be accommodated within existing capital contingencies. RECOMMENDATION: Information only. T„-) r~ 170 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 02 -Development Charges: Engineering and Non-Engineering FUND: Capital DEPARTMENT: Infrastructure Services and Community Services PREPARER: Grant Murphy, Director of Engineering Services Ruth-Anne Goetz, Senior Financial Analyst BACKGROUND: At the February 4, 2011 Finance and Corporate Services Committee meeting, Council directed staff to provide further information on some development charge funded projects. RATIONALE /ANALYSIS: 1. What is the status of the Strasburg Road Extension? Strasburg Road is proposed to be extended from Rush Meadow Drive to New Dundee Road and is totally funded from development charges. The City is currently undertaking the detailed design for the Strasburg Road extension from Rush Meadow Drive to Robert Ferrie Drive and further, a Class Environmental Assessment for the Strasburg Road extension from Robert Ferrie Drive to New Dundee Road. SNC-Lavalin is the engineering consultant assigned to complete this project and was awarded this work in April 2010 for $2.35M. The consultant fees include the additional funds forecasted in 2011, and will be utilized to complete the Detailed Design and Class EA for this project. 2. What is the status of the Huron Road Widening? Huron Road is proposed to be widened from Strasburg Road to Fischer Hallman Road, beginning in 2011 and is funded from development charges. The Huron Road Environmental Study Report was filed with the Ministry of Environment in February 2010. The City is completing the detailed design of the above section of the road and is planning to tender this project in March 2011. The proposed construction will include a four (4) lane road with multi-use pathway (sidewalk and bicycle lane) on both sides of the road, streetlights etc. The proposed cross-section of the road requires additional properties within this corridor. The City is currently negotiating the land purchases. The land purchase also added an additional cost to the project. City staff will be bringing a report in March to Council for the approval to purchase the land from the affected landowners. Construction is expected to start in the summer of 2011 and carry over into most of 2012. 3. How big was the development charge deficit caused by Activa? As per the 2009 Development Charges Background Study, the deficit caused by the oversizing of the Activa Sportsplex to accommodate growth in the 2009 to 2018 period is $5,746,912. Of this amount, 90% is recoverable through the development charge reserve ($5,172,221). FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information only. - T„-) r~ 171 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 03 - 100t" Anniversary of Achievement of Cityhood FUND: Capital DEPARTMENT: General Expense PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: During consideration of the capital budget at the Finance and Corporate Services Committee meeting on February 4th, 2011, members of the Committee requested further information about the 100th Anniversary celebration planned for 2012. The information provided below in the Rationale/Analysis portion of this issue paper is taken straight from the issue paper prepared as part of the 2008 budget process. RATIONALE /ANALYSIS: In 1912, the town of Berlin celebrated its "Achievement of Cityhood". The City Crest was adopted and an official ceremony took place announcing that the community of 15,000 people was now large enough to move from a town to that of a City. At the time, there were approximately 10 cities in Ontario, which made the "Achievement of Cityhood" an extremely significant event and a proud moment in history. Most communities celebrate significant historical dates. This report suggests that the City should provide funds to support a celebration of the City's 100th anniversary of "Achievement of Cityhood" in 2012. The celebration would include various community initiated programs, events and a marketing campaign The initial budget is based on comparable costs to Waterloo's 100th Anniversary event in 2007. Much more public consultation will be required with the community and stakeholders to determine the form of event and allotment of funding. Staff will seek Council support for the program component once the involvement of the public input piece is complete. $15,000 was approved during the 2007 budget process for each of 2011 and 2012 as a placeholder for the anniversary celebration for a total of $30,000. An overall total of $180,000 is required to fund the celebration, so an additional $150,000 is being requested to more realistically reflect the cost of the celebration. FINANCIAL IMPLICATIONS: None. The proposed 2011 capital budget includes a total budget of $180,000 ($15,000 in 2011, $165,000 in 2012) for the 100th Anniversary celebration. RECOMMENDATION: Information only. T„-) r~ 172 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 04 -CITS Capital Requirements/Priorities FUND: Capital DEPARTMENT: CITS PREPARER: Jamie Grant BACKGROUND: During the 2011 Capital Budget review meeting on February 4th, 2011 members of City Council requested further information on the capital requirements and priorities at Centre in the Square. RATIONALE /ANALYSIS: See attached PDF document for a complete copy of the Technical Audit at CITS. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. T„-) r~ 173 GENIUAR ~ebruary 17, 2009 ~ - ~~._~F,,`~Y`__ J~ Project No.: TB-02069-01-TB Sent b E-mail: rsonoda centre-s uare.com and Courier Robert 5onoda, Director of Operations Centre in the Square 101 Queen Street North Kitchener, ON N2H 6P7 Dear Mr. Sonoda: Re: 2009 Reserve Fund Study Update (With a Site Visit) -Draft #1 for The Cen#re lr~ The S uare We are pleased to submit one (1) copy of the Draft #1 2009 Reserve Fund Study Update With a Site Visit, for the above noted complex. This Update was based on the following information: a) The e-mailed spreadsheet of previous repairslreplacements (attached in Appendix A); b) Our site visit completed by Nalinda Mendis {GEMVAR) and Liiiana Monge (M&E Engineering Ltd) on December 22, 2008; and c) Correspondence with Centre In The Square stafflpersonnel. The following changes/additions were made to the Reserve Fund Study, as per the above noted information: Item costs have been adjusted to reflect currenf costs and/or actual replacement/repair costs as per the e-mailed spreadsheet attached in Appendix A.) 2. ADD-BOARD ROOM CHAIRS (The Year Replace for the above item has been adjusted from 2009 to 2014, as the chairs appeared to be in good condition with no problems noted or reported during our site visit,) 3. ADD-ELECTRICAi+ SYSTEM {The Useful life for the above item has been adjusted from 10 to 5, and the Year Replace has been adjusted from 2005 to 2014 as no problems were noted or reported during our site visit.) GENIVAR Consultants Umlted Parlnershlp 1300 Cochrane Drive, Suite 500, Mtarkham, omario Canada L3R 5K3 Telephone : (905a 475-7270 -1=ax : (905) 475-5994 - www.genivar.cam 174 GENIVAR Page 2 Centre In The Square 2009 RFSUS -Draft #~ February 17, 2009 4. ADD-FINISH-PAINTING (The Year Replace for the above item has been adjusted from 2006 to 2011, as no problems were noted or reported with the painted finishes within the addition building during our site visit.) 5. ADD-FIRE SYSTEM (The above item has been deleted from the study, as it is included with the item MECH- FIRE SYSTEM.} 6. ADD-FURNISHINGS & APPLIANCES (The Year Replace for the above item has been adjusted from 2009 to 2011, as no problems were Hated or reported with the furnishings and appliances within the addition building during our site visit.) 7. ADMINISTRATION-FURNISHINGS (The total Item Cast adjusted from $22,000 to $5,000, the Useful Life adjusted from 10 years to 5 years, and the Year Built adjusted from 2001 to 2008, to reflect the historical informatianlpricing within the e-mailed spreadsheet attached in Appendix A.} 8. BLDG-CAULKING-MASONRY BLDG-CAULKING-WINDOWS & DOORS {The Year Replace for the above items have been adjusted from 2005 to 2012. During our site review, we observed that the caulking was typically in fair condition overall. We observed localized areas of previous caulking repairs, minor areas of debondedlsplit caulking, and minor areas of hardened caulking. However, the majority of the caulking was serviceable and still soft. We have scheduled this item to coincide with other exterior wall repairs.) 9. BLDG-CLADDING-BRICK-5% {The Year Built for the above item was adjusted from 1981 to 2008, to reflect the brick repairs completed in 2008, as noted in the e-mailed spreadsheet attached in Appendix A. We observed minor areas of efflorescence; however na other problems were noted or reported during our site visit,) 10. BLDG-CLADDING-PRECAST CONCRETE-5% BLDG-GRILLES & VENTS BLDG-METAL FLASHING-25% {The Year Replace for the above items have been adjusted from 2005 to 2012, as no problems were noted or reported with the precast concrete, grilles and vents, and metal flashing during our site visit. These items coincide with other exterior wall repairs.} 11. BLDG-DOORS-INTERIOR-1d% (The Year Replace for the above item has been adjusted from 2007 to 2093, as no problems were noted ar reported with the interior doors during our site visit. This item coincides with other interior finishing items.) GENIVAR Consultants Llmlted Partnership 175 GENIUAR Page 3 Centre to The Square 2009 RF5U5 -Draft #7 February 17, 2009 12. BLDG-DOORS-OVERHEAD {The Year Replace far the above item has been adjusted from 2008 to 2009. Personnel from the Art Gallery reported that the overhead dour serving the gallery receiving area requires replacement; the lucking mechanism does not work, door does not openlclvse properly, and ice/snow enters receiving area through base of door.) 13. ADD-ROOFING-BUILT UP BLDG-ROOF-BUILT UP PHASES I to VI BLDG-ROOF-CAULKWG BLDG-ROOF-SINGLE PLY BLDG-ROOF-SKYLIGHT BLDG-ROOF-REPAIRS-2009 (New 2009 One-fime Repair Item) {The Year Replace for the above items have been adjusted to begin in 2010 and end in 2016. Our 2003 study had scheduled the roof replacements to begin in 2005 and end in 2014. We understand that an-going roof repairs have been completed; mast recently in 2008. We have added item BLDG-ROOF-REPAIRS-2009 as a one-time repair item in 2009, as required, and was based on pricing of the 2008 roof repair. The majority of the roof areas were snow-covered during our site visit. However where observed, the built- up membrane was blistering and cracked at various locations. We do nut recommend extending these items further due to the age and condition of the roofs, and to minimize damage due to potential roof leaks.} 14. Bf_DG-SIDING-WOOD {The Year Replace for the above item was adjusted from 2004 to 2009. We observed areas of damaged, stained, and chipped woad during our site visit.} 15. BLDG-WINDOWS-ALUM FRAMES-20% {The Year Replace for the above item was adjusted from 2010 to 2014. Na problems were noted with the aluminum window frames during our site visit. This item coincides with the second cycle of the seaied glazing unit replacement.) 16. BLDG-WINDOWS-SEALED UNITS-10% (The Year Replace for the above item was adjusted from 2005 to 2009. We were informed by the Art Gallery staff that there were failed sealed glazing units serving the Art Gallery offices with leaks and condensation. We also observed an active water leak with condensation at the sealed units facing the admin offices/stage door, with ice within the glazing.} 17. COMPUTER SYSTEM {The total item Cost was adjusted from $154,000 to $12D,000, the Useful Life was adjusted from 4 years to 10 years, and the Year Built was adjusted from 1997 to 2008, to reflect the historical infarmationlpricing within the e-mailed spreadsheet attached in Appendix A.) GE'N1VAR Consultants Limited Partnership 176 GENNAR Paga 4 Centre fn The 5guare 2009 RFSUS -Draft #1 February 17, 2009 18. COMPUTER SYSTEM-BOX OFFICE (The Useful Life was adjusted from 5 years to 10 years, and the Year Built was adjusted from 2002 to 2004, to reflect the historica! Information within the e-mailed spreadsheet attached in Appendix A. The Year Replace was set at 2018 to coincide with the other Computer System item.) 19. ELEC-CONCERT CEILING FIXTURES #;The Year Replace far the above item was adjusted from 2008 to 2014, as no problems were noted or reported.} 20. ELEGDESKTOP PUBLISHING {The Year Built for the above item was adjusted from 1993 to 2005, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.} 21. ELEC-DIMMER RACK (The Year Built for the above item was adjusted from 1992 to 2004, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 22. ELEC-EXTERIOR LIGHTING (The above item has been split into 2 items: ELEC-EXTERIOR LIGHTING and ELEC- EXTERIOR LIGHTING-PARKING to reflect the historical informationlpricing within the e- mailed spreadsheet attached in Appendix A.} 23. ELEC-FOLLOW SPOTS (The Year Built for the above item was adjusted from 1981 to 2005, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.} 24, ELEC-HOUSE LIGHT FIXTURES (The Year Replace for the above item was adjusted from 2005 to 2011, as no problems were noted or reported.) 25. ELEC-INTERIOR LIGHTING (The Year Replace for the above item was adjusted from 2006 to 2011, as no problems were noted or reported.) 26. ELEC-LIGHTING INST-1996 The Year Built far the above item was adjusted from 1996 to 2006, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A. This item has therefore been renamed to ELEC-LIGHTING INST-2006.) 27. ELEC-LIGHTING INST-1998 ELEC-LIGHTING INST-1999 (The Year Replace for the above items was adjusted from 2008 and 2009, respectively, to 2011, as no problems were noted or reported during our site visit, and to coincide with other electrical items.) GENIVAR Consultants Llmlted Partnership 177 ((Ft 1; f '' E ~' GENIVAR Page 5 Centre fn The Square 2009 RFSUS -Draft #1 February 17, 2009 28. ELEC-PAR CANSISOURCE 4 PAR (The total Item Cast was adjusted from $35,000 to $25,000, and the Year Built was adjusted from 1981 to 2005, to reflect the historical informationlpricing within the e- mailed spreadsheet attached in Appendix A.} 29. ELEC-PARKING ARM (The total Item Cost was adjusted from $8,000 to $12,000, and the Year Suilt was adjusted from 2001 to 2007, to reflect the historical informationlpricing within the e- maiied spreadsheet attached in Appendix A.) 30. ELEC-PERF LGTNG-CONSOLE ELEC-PERT= LGTNG-CONSOLE-UPGR (The Useful life for the above items were adjusted such that the upgrade item occurs between replacement years. The Year Built of the Upgrade item was adjusted from 1997 to 2001, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 31. ELEC-SOURCE 4-10 DEGREE {CEILING) - (Redundant) ELEC-SOURCE 4-19 DEGREE (CANOPY} - {Redundant) (The above items were deleted from the study as we understand they were included in the Items ELEC-LIGHTING INST-1998, 1999, and 2006) 32. FINISH-CARPETS-LOWER (The Year Replace for the above item was adjusted from 2006 to 2010. We observed localized areas of stained and frayed carpeting (i.e.: at the carpeted stairwell at the Art Gallery). However, we understand that the Art Gallery offices were recently re- carpeted.} 33. FINISH-CEILING-ACOUSTIC TILE (The Year Replace for the above item was adjusted from 2014 to 2010. We observed areas of water-stained and dirt-stained ceiling tiles throughout the complex, primarily within the Art Gallery.} 34. FINISH-ELEVATOR INTERIORS (The Year Replace for the above item was adjusted from 2003 to 2010. The interior elevator finishes appeared to be dated with staining and scuff marks throughout.} 35. FINISH-FLOORING-STUDIO (The Year Replace for the above item has been adjusted from 2005 to 2024. This is based on the typical 30 year fife cycle as the studio flooring appeared to be in good condition, due to the recent GEMPAC repairs.) GFNlVAR Consultants Limited Partnership 178 ~~ GENIVAR Page 6 Centre !n The Square 2009 RFSUS -graft # 1 February 17, 2009 36. FINISH-FLOORING-STUDIO REPAIRS (Redundant) (The above item .has been deleted from the study, as the studio floor repairs are included in the item FINISH-GEMSTAGE-STUDIO} 37. FINISH-GEMSTAGE-STAGE (The Year Built of the above item was adjusted from 1993 to 2005, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 38. FINISH-GEMSTAGE-STUDIO (The Year Built of the above item was adjusted from 1994 to 2007, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 39. FINISH-MIRRORS (We observed that certain dressing roams and change rooms (including mirrors) appeared to be recently refurbished. The Year Built of the above item was therefore adjusted from 1981 to circa 2006.) 40. FINISH-PAINTING (The Year Replace far the above item was adjusted from 2006 to 2013. The painted interior finishes appeared to be fair condition during our site visit. This item coincides with other interiorfinishing and painting items.) 41. FINISH-WINTER MATTING (The Year Replace for the above item was adjusted from 2006 to 2011, as the winter matting appeared #o be in serviceable condition during our site visit.) 42. FOH-UNIFORMS (The Useful Life for the above item was adjusted from 7 to 15, as we understand that uniform replacements are not frequent.) 43. MECH-AIC-CHILLER (The total Item Cost was adjusted from $180,OD0 to $600,000, and the Year Built was adjusted from 1981 to 2005, to reflect the historical information/pricing within the e- mailed spreadsheet attached in Appendix A.) 44. MECH-AIC-CHILLER-RETROFIT (Extraneous) (The above item was deleted from the study as retrofit casts are no longer required as the chiller was replaced in 2005. Chiller maintenance can also be managed from the Operating Budget.) 45. MECH-A/C-COOLING TOWER (The Year Replace for the above item was adjusted from 2006 to 2011, as no problems were noted or reported during our site visit.) GEIVlVRR Consultants Limited Partnership 179 GENIUAR Page 7 Centre In The Square 2009 RFSLJS -Draft #7 February 17, 2009 46. MECH-AIC-MULTIZONE UNITS MECH-AIC-PACKAGE UNITS MECH-AIC-RT UNITS (The above items have been re-named to MECH-AIC-CARRIER AHU, MECH-AIC- LfEBERT-VAULT & BASEMENT AHU, AND MECH-AIC-LIEBERT-ART GALLERY AHU. The air handling units appear in fair condition. We were informed that the Liebert unit dedicated to the art gallery was installed in 2006 at a cost of approximately $125,000 and that the Liebert unit dedicated to the vault and basement of the art gallery was installed in 2003 at a cost of approximately $255,000. We were also advised that the Carrier air handling unit was replaced in 2006 at a cost of approximately $55,000.) 47. MECH-BOILERS-REPAIRS (The above item has been split into the following items MECH-BOILERS-REPAIRS- DHW and MECH-BOILERS-REPAIRS-HEATING. The Useful lives have been adjusted such that repair items occur between replacement years.} 48. MECH-COMPRESSOR MECH-CONVECTORS (The Year Replace for the above items was adjusted from 2006 to 2011, as no problems were noted or reported during our site visit.} 49. MECH-COMPUTERS-MECH (The Year Replace for the above item was adjusted from 1999 to 2006, to reflect the historical informatianlpricing within the e-mailed spreadsheet attached in Appendix A.) 50. MECH-Et,EVATOR UPGRADES-THEATRE (The Year Replace for the above item was adjusted from to 2006 to 2011, as no problems were noted or reported during our site visit.) 51. MECH-FANS-EXHAUST (The Useful Life far the above item was adjusted fram to 25 to 35, based on typical service lives of exhaust tans.) 52. MECH-FANS-SUPPLY (The Useful Life for the above item was adjusted from to 25 to 40, based on typica! service fives of supply fans.) 53. MECH-FIRE SYSTEM (The Year Built for the above item was adjusted from 1981 to 2001 as the fire system is original. The Useful Life has been adjusted from 20 to 60 years, to reflect the typical service life for full replacement of the fire system. There is a separate item far interim repairs/upgrades,) GENlVAR Consultants [Imrted Partnership 180 GENIUAR Page 8 Centre !n The Square 2009 RFS(1S - Aral! #7 February 77, 2009 54. MECH-FIRE SYSTEM-FIRE PUMP (The Year Built for the above item was adjusted from 1981 to 2007, and the total item cost was adjusted from $6,500 to $15,000, to reflect the historical informationlpricing within the e-mailed spreadsheet attached in Appendix A.) 55. MECH-FIRE SYSTEM-UPGRADE {The Year Built for the above item was adjusted from 1981 to 2001, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A. The Year Replace has been extended from 2006 to 2021 as no problems were noted or reported during our site visit.) 56. MECH-HEATERS-FORCED FLOW MECH-HEATING-UNITS (The above items have been combined into item MECH-HEATERSIHEATING UNITS, as there are miscellaneous unit heaters and cabinet heaters located in mechanical roams, electrical rooms, service rooms and other common areas. There are baseboard heaters installed in the perimeter areas of the theater. The units vary in capacity. We recommend budgeting for an allowance for repairs or partial replacement after 30 year of life service and every 5 years thereafter.) 57. MECH-HUMIDIFIER-STUDIO (The Year Built for the above item was adjusted from 1995 to 2006, and the total item cast was adjusted from $5,000 to $25,000, as per the information provided to us during our site visit. There are five humidification systems installed in the art gallery. These units are manufactured by Neptronics, model SK300.) 58. MECH-ICE MAKERS-1999 (The Year Replace for the above item was adjusted from 2009 to 2011, as no problems were noted or reported during our site visit, and to coincide with the ice-makers installed in 2001.} 59. MECH-POWER TOOLS (The Ysar Replace for the above item was adjusted from 2005 to 2015, as no problems were noted or reported during our site visit.) 60. MECH-PUMPS-CIRCULATING {The Year Replace for the above item was adjusted from 2003 to 2011, as no problems were noted or reported during our site visit.) 61. MECH-PUMPS-SUMP-1989 (The Year Replace for the above item was adjusted from 2004 to 2011, as no problems were reported during our site visit, and to coincide with the sump pumps installed in 1996. ) GENiVAR Consultants limited Partnership 181 GENIUAR Page 9 Centre !n The Square 2009 F7FSUS -Draft #1 February 17, 2009 62. MECH-SITE SERVICES {The Year Replace for the above item was adjusted from 2006 to 2011, as no problems were reported during our site visit.} 63. MECH-TANKS-1981 MECH-TANKS-1992 (The above items have been split into Items MECH-TANKS-EXPANSION-1581, MECH- TANKS-EXPANSION-2005, and MECH-TANKS-DHW-1981. There are two diaphragm expansion tanks serving the chilled water system and the heating system. The tanks have an approximate storage capacity of 1000 Its. The expansion tanks appear to be in fair condition. We were advised that one expansion tank was replaced in 2005 at a cost of approximately $5,200. There is one domestic hot water storage tank located in the basement mechanical room. The tank has an approximate storage capacity of 700 US gallons and appears to be in fair condition.} 64. MECH-WATER SOFTENER {The Year Replace for the above item was adjusted from 2013 to 2016, as no problems were noted or reported during our site visit.} 65. MULTIPURPOSE ROOM-APPLIANCES PH II (The Year Replace for the above item was adjusted from 2046 to 2011, as required, as no problems were noted or reported during our site visit. ) 66. SITE-ASPHALT PAVING SITE-CONCRETE CURBS-25% {The Year Replace for the above items was adjusted from 2004 to 2011. Portions of the concrete curbs and asphalt paving were snow-covered during our site visit, however where observed the paving and curbs appeared to be in serviceable condition, and we also understand that some repairs were previously completed. This item coincides with the Site Services item.} 67. SND&COMM-SOUND PROCESSING SNDS~COMM-TEST & REPAIR EQUIP (The Year Replace for above outstanding items from the 2003 study has been set at 2010, as required, as no problems were reported during our site visit.} GEIVIVAR Consultants limited Parlnershlp 182 ~' i -- ; GENNAR Centre M Th S~ua1re0 r 2009 RFSUS -Draft #1 February 77, 2009 68. SND&COMM-CHAIN HOIST SND&COMM-CONTROL RM MONITOR SND&COMM-CONTROL RM-CD/DAT SND&COMM-CONTROL RM-CONSOLE SND&COMM-FOLDBACK-AMPS SND&COMM-1=OLDBACK-LDSPKRS SND&COMM-LOUDSPKR CLUS-AMPS SND&COMM-LOUDSPKR CLUS-SPKRS SND&COMM-MIC ACCESS THTRE-CHR WGN-DRIVE UNITS (The Year Replace far above outstanding items from the 2003 study has been set at 2011, as required, as no problems were reported during our site visit.) B9. SND&COMM-ELEC PROCESSING EQUIP SND&COMM-INTERCOM-BELT PACKS SND&COMM-I NTERCOM-HEADSETS SND&COMM-INTERCOM-POWER SUPPLY SND&COMM-PROGMIPAGE-AMPS SND&COMM-PROGMIPAGE-LDSPKRS SND&COMM-P RO G MIPAG E-M ICS (The Year Replace for above outstanding items from the 2003 study has been set at 2012, as required, as no problems were reported during our site visit.} 70. SND&COMM-ASSIST LISTENING DEV SND&COMM-TOWER-AMPS SND&COMM-TOWER-DELAY SND&COMM-TOWER-SPKERS THTRE-CTRWT STG-LINES-25% THTRE-CTRWT STG/RIGGING THTRE-CYCLORAMA THTRE-LIGHT CARDS THTRE-MOB STG TOWER-BEARING THTRE-MOB STG TOWER-COMPRESSOR THTRE-MOB STG TOWER-HALL WOOD RPR THTRE-MOB STG TOWER-WOOD RPR THTRE-ORCH PIT RAILINGS (The Year Replace for above outstanding items from the 2003 study has been set at 2013, as required, as no problems were noted or reported during our site visit, andlor has been set at 2013 to coincide wi#h similar work,} GENlVAR Consultants Limited f'artnershfp 183 ~. GENIVAR Fage 11 Centre !n The Square 2009 RFSUS -Draft #1 February 17, 2009 71. SND&COMM-CLOSED CIRCUIT TV {There are approximately 8 color CCTV security cameras located throughout the ground floor and 5 cameras on stage. We were advised that the on stage cameras were added in 2008. The cameras are monitored at the security desk and have a digital recording system. The CCTV system was reported to be in good operating condition. Several upgrades have been completed during the fast years. The Year Built for the above item was therefore adjusted from 1981 to 2008.} 72. SND&COMM-COCKPIT-CONSOLE (The Year Built for the above item was adjusted from 1990 to 2003, and the total Item Cost was adjusted from $200,000 to $150,000 to reflect the historical informationlpncing within the e-mailed spreadsheet attached in Appendix A.} 73. SND&COMM-COCKPIT-DIG REVERB (The Year Built for the above item was adjusted from 2001 to 2006, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 74. SND&COMM-INTERCOM-WIRELESS 1989 (The Year Built for the above item was adjusted from 1989 to 2003, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.} 75. SND&COMM-INTERCOM-WIRELESS-1994 (The Year Built far the above item was adjusted from 1994 to 2004, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 76. SND&COMM-MICROPHONES-PHASE 1 SND&COMM-MICROPHONES-PHASE 2 (The Year Built for the above items was adjusted from 1995 to 2003, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 77. SND&COMM-PORT SND SYSTEM (The Year Built for the above items was adjusted from 2001 to 2004, and the total Item Cost was adjusted from $1,500 to $5,000 to reflect the historical informationlpricing within the e-mailed spreadsheet attached in Appendix A.} 78. SND&COMM-PORT STG-LDSPKR-UPGR SND&COMM-PORTABLE STG-AMPS SND&COMM-PORTABLE STG-LDSPKR (The above items were combined into item SND&COMM-PORT STAGE SOUND SYSTEM. We understand that the Portable Stage Sound System was replaced in 2007 at an approximate cost of $455,000.) 79. SND&COMM-VIDEO CAMERA {The Year Built for the above items was adjusted from 1998 to 2008, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.} GENlVAR Cons~ltanfs Limited Partnership 184 GENIVAR Page 12 Centre to The Square 2009 RFSUS -Draft #i February 17, 2009 80. SND&COMM-WIRELESS MICROPHONES {The Year Built for the above items was adjusted from 1981 to 2008, to reflect the historica! information within the e-mailed spreadsheet attached in Appendix A.) 81. TELEPHONE SYSTEM (The Year Replace for the above item was adjusted from 2009 to 2015, as no problems were reported during our site visit.) 82. TELEPHONE SYSTEM-UPGRADE (The Year Replace for the above item was adjusted from 2006 to 2010, as required, as no problems were reported during our site visit.) 83. THTRE-A000S CANOPY-SKfN & PAINTING (The Year Replace #or the above item was adjusted from 2006 to 2012, as no problems were noted or reported during our site visit, and to coincide with other painting items.) 84. THTRE-AUD DOORS PH I to IV {The Year Replace for the above items was adjusted from 2004120051200fi12007, to 2011120121201312014, respectively, as no problems were noted or reported during our site visit.) 85. THTRE-LOOSE SEATING THTRE-SEATING (The Year Replace fior the above items was set to 2014, as we were informed that the theatre seating will be replaced in approximately 5 years.) 86. THTRE-MAIN CURTAIN-MOTOR THTRE-SAFETY CURTAIN THTRE-STUDIO CURTAINS {The Year Replace for the above items was set to 2014, to coincide with the theatre seating items.) 87. THTRE-PIANO-GRAND {The Year Built for the above item was adjusted from 1981 to 2407, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) $8. THTRE-PIANO-UPRIGHT (The Year Replace for the above item was adjusted from 2004 to 2010, as required, as no problems were reported during our site visit.} GENlVAR Consultants Llmlted Partnership 185 GENNAR Page 13 Centre In The Square 2009 RFSUS -Draft #~ February 17, 2009 89. THTRE-STG ACCESSORIES-RISERS THTRE-STG LEFT-MOTORS {The above items were combined into item THTRE-STG ACCESSORIES-RISERS & MOTORS, the Year Built was set at 2005, and the total item cast was adjusted to $110,000 to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.} 90. THTRh-STG ACCESSORIES-STANDS (The Year Built for the above item was adjusted from 1992 to 2004, to reflect the historical information within the e-mailed spreadsheet attached in Appendix A.) 91. THTRE-STG LIFT-SCR JACKS (The Year Built for the above item was adjusted from 1999 to 2007, and the total item cost was adjusted from $38,000 to $340,000 to reflect the historical information within the e-mailed spreadsheet attached in Appendix A. This item has therefore also been renamed to THTRE-STG LIFT-SPIRALIFT.) 92. THTRE-WARDROBE RACKS -1991 (The Year Replace for the above item was adjusted from 2006 to 2015, as no problems were reported during our site visit.} 93. THTRE-WARDROBE RACKS -0RIG (The Year Replace For the above item was adjusted from 2003 to 2010, as required, as no problems were reported during our site visit.} The following items have been added to the Study, in addition to any above noted changes: 1. BLDG-51DING-PRECOATED STEEL-REPAIRS 2009 (The above item was added to the Study, and is a one-time repair of the sloped prefinished metal roofing/siding. We understand this work is approximately $100,000, is scheduled for 2009, and will include the removal and reinstatement of the existing metal to repair fasteners and any membrane problems below.} 2. ELEC-MAIN SWITCHBOARD (The above item has been added to the Study. Electrical power is transformed to 2081120 volts and fed to a main switch board rated at 6,000 amps, 3 phase, 4 wires. The main switchboard consists of 4 cells. These panels are located in the ground floor main electrical room. The switchboard provides power to the building addition, risers and mechanical equipment. We recommend conducting an infrared scan every 2 to 3 years as part of on-going maintenance for the electrical systems. 3. FINISH-ART GALLERY-MOVEABLE WALL (The above item was added to the Study and Is a one-time repair allowance for the moveable wall at the Art Gallery/meeting room. We were informed by the Art Gallery staff that the moveable wall does not properly slide and falls off the track) Gr;IVlVAFi Consultants Limited Partnership • ~~ GENNAR Page 14 Centre to The Square 2008 RFSUS -Draft #1 February i7, 2009 4. MECH-EMER GEN-OVERHAUL (The above item was added to the study, and is for overhaulinglrepairs to the emergency generator. AGO KW, 'Onan' diesel generator provides power to emergency lighting, sump pumps, exhaust fan in mechanical room and sub panel for the art gallery. The generator set is complete with a transfer switch. The generator set is located in the basement mechanical room. There is a diesel storage tank with an approximate storage capacity of 250 gallons clw containment dyke located in the same room. The generator had logged 265 hours of operation at the time of our visit. The generator and associated equipment were not in operation at time of inspection. We were informed that it was overhauled in 2007 and that a new transfer switch was installed at a cost of approximately $38,000.) 5. MECH-FIRE ALARM PANEL {The above item was added to the Study and is for the replacement of the main fire alarm panel. There is an Edwards main fire alarm pane! located in the administration vestibule of the building. There is a fire panel located in the art gallery. This panel is connected to the main fire alarm panel. The fire alarm system monitors all pull stations, audible devices, heat and smoke detectors. The system is zoned. Smoke detectors and audible devices (speakers) are installed throughout the building. Pull stations are installed near the exits. The system was not tested during our inspection. The system was last tested by Tyco Grinnel on September 2008.) 6. MECH-DOM. COLD WATER P1P1NG MECH-DOM. HOT WATER PIPING (The above items were added to the Study and are for the domestic cold and hat water piping. There is an approximately 10~ incoming water line that splits to feed the fire suppression system and a 2" domestic water line with a 2" water meter complete with a locked bypass, located in the basement mechanical room. We have assumed that the domestic cold and hat water piping is copper type M as we were not able to verify the type of copper used. The distribution piping appears well covered with insulation as observed throughout the building. Nv leaks were noted or reported.} 7. MECH-AIC-COOLING TOWER-OVERHAUL (The above item was added to the Study, and is far overhaulinglrepairs to the cooling tower. There is one cooling tower manufactured by BAC with a nominal cooling capacity of approximately 275 tons, located on the roof. There is a chemical feed system installed for the condensing water. Typically, component replacement of the chemical treatment system can be managed as part of the operating budget as required. We were informed that the tooting tower is in goad operating conditions.) GENIVAR Consultants Limited Partnership 187 GENIVAR Page i 5 Centre !n The Square 2009 f3F'SUS -Draft #1 February 77, 2009 8. MECH-HEATINGICOOLING DISTR. PIPING (The above item was added to the Study, and is for the replacement of the heatinglcooling distribution piping. There is a closed water loop serving the air primary heating system and the radiation heating system. The pipes are located in risers in behind walls and enclosures and were not inspected. The heatinglcooling piping appears in operational condition and well covered with insulation as observed in the mechanical room. No leaks were noted or reported. We recommend budgeting for an allowance for repairs or partial replacement after 30 years of life service and every 5 years thereafter.} 9. MECH-FANS-SUPPLY-OVERHAUL MECH-FANS-SUP PLY-OVERHAUL-2009 (The above items were added to the Study and are for overhaulinglrepairs to the supply fans. There are three high capacity supply fans serving the concert hall, backstage and perimeter variable volume systems. These fans are manufactured by Canadian Blower and are installed with heating and cooling coils. We were advised that the coils for two of the supply fans were replaced. The coils for unit F1 were replaced in 2006 at a cost of approximately $30,000 and far unit F3 in 2007 at a cost of $42,000. We understand that the remaining supply fan is scheduled to be overhauled in 2009.} 10. MECH-ART GALLERY-WASHROOM REPAIRS-2009 (This above item was added to the Study, and is a one-time allowance for repairs to the private and public washrooms within the Art Gallery space. We were informed by the Art Gallery staff that they experience on-going leaksltoilet problems}. 11. ELEC-DIGITAL CLOCKS ELEC-TESTING DEVICESIRADIOS FINISH-CARD TABLES FINISH-KEYSIRE-LOCK MECH-A/C DUCTLESS SPLIT UNIT MECH-BOILER PUMP & FIRE EYE CONTROLLER MECH-HALON SYSTEM MECH-TRANSFER SWITCH SITE-BOLLARD LANDING PADSIBIKE RACKS SITE-CONCRETE PAD SITE-WHEELCHAIR RAMP THTRE-AUDIENCE RECALL SYSTEM {The above new items were added to the Study, as per the historical information within the e-mailed spreadsheet attached in Appendix A.} GEIVlVAR Consultanfs Lrinifed Partnership • • • ~~ GENNAR Page i6 ,~ Cenfre In Tha Square 2009 RFSIIS -Draft #i February i7, 2009 We have enclosed the following information for your review: 'I. Reserve Fund Worksheet This worksheet lists the components that comprise the Reserve Fund. There are a total of 235 items that make up the Reserve Fund. 2. Annual Expenditures Schedule This revised schedule sets out the anticipated Reserve Fund expenditures #or the next 30 years. The inflation rate for these expenses has been set at 3.00%, as per the rate set in our 2003 study. This Inflation rate also reflects our 10-year historical averages. We have enclosed a graph that illustrates the level of anticipated expenses. We trust the enclosed information meets your requirements at this time. Once you have had had a chance to review the draft report, please feel free to contact us so that we may finalize the report. We will continue working on the PSAB costing tables based on the information within this Draft #1 report. We would appreciate any changeslcomments ASAP, in order for us to incorporate any changes to this Draft report within the PSAB costing tables. Sincerely, GEjNIVAR Consultants Limited Partnership Nalinda Mendis, B.Arch.Sc. Building Sciences Encl. GENNAR Consultants Ltmlted Partnership 189 2009 Reserve Fund Study Update (With a Site Visit} The Centre In The Square Draft #1 Reserve Fund Worksheet ABBREVIATIONS ADD Addition Building BLDG Building Envelope ELEC Electrical Systems FINISH Interior Finishes SOH Front of House MECH Mechanical Systems SITE I^andscaping Items SND&COMM Sound and Communication Systems THTRE TheatrelAuditorium XX Unclassified Items 190 GENNAR ~L Item ©escription -The major building component that comprises this category (refer to the Reserve Fund Item Descriptions section for more details). Where a % is shown next to the item {For example: Exterior Walls -Precast Concrete Panel Repair 10%), this means that a percent of the total quantity for this component is included for Reserve Fund purposes. In the example noted above, this would mean that 10% of the area for precast concrete cladding has been included for major repair ou# of the Reserve Fund. GrouplSub-group -Numbering system for in#ernal referencing only. Number of Items -Quantity estimate for the Reserve Fund item. Item Type -Unit of measure for the quantity estimate of the Reserve l=and item. Item Cost -The unit cost for major repair or replacement of the Reserve Fund item in today's dollars. Total Item Cost -The total cost for major repair or replacement of the Reserve Fund item in today's dollars. (In general, Total Item Cost =Number of items x item Cost). Year Built -The year the Reserve Fund item was placed in service. Useful Life -Norma! life expectancy, in years, for the Reserve Fund item. Life Adjustment -The number of years added or subtracted from the fife expectancy of the Reserve Fund item based on its current condition and/ar as part of a phasing program. Year Replace - The next time the Reserve Fund item is scheduled for major repair/replacement. Life Left -The number of years left before the next major repairlreplacement. One Time? -Designates whether or nat the major repairlreplacement is a one-time expense. Page 1 of 2 GENlVAR Consultants Llmlted Aartnershlp Latest Revlslan: November 1, 2005 191 GENIVAR GLOSSARY Ideal Balance - A benchmark against which the Reserve Fund Starting Balance in the cash flow tables can be compared. The formula for the Ideal Balance for any given year in the Cash Flow Tables is as follows: (deal Balance = Sum {(Effective Age !Useful Life) X Total Item Cost far each Reserve Fund Item), Nate: Effective Age ~ Useful life - Li#e Lef# For calculating the "Unadjusted Ideal Balance", the Total Item Cast is NOT adjusted by the assumed Inflation Rate on Reserve Fund expenditures. Far calculating the '9nflation Adjusted ideal Balance", the Total Item Cost is adjusted by the assumed lnflation Rate on Reserve Fund expenditures. Percent Funded -This ratio tells you how the Reserve Fund Starting Balance compares to the inflation Adjusted Ideal Balance. For example, if, in the year 2030, the Reserve Fund Starting Balance is $500 and the lnflation Adjusted !deal Balance is $1,000, #hen the Reserve Fund is 50% funded in the year 2030. Page 2 of 2 GEfNI1/AR Cons~Itants Limited Parinershlp Letest Revision: !November ?, 2005 192 ,~, ++~ ~ ~`• O O O O: O O O O; O o O O: O O O O: O O O O; O O O O; O O o ~ ~k O ~I q q q q; q Q p ~I ; q q q FI : q r~ FI q: 6€ q q q; q q q q: q q q .~ '~ ~".~ ~ A ~ t#'-.i O Vl O vi ~ .n V1 N N : •n V1 N O ~ 'cC M M a, ~ M [~ [~ ~' ~ O M M M ; d• ~n ~o ~ y .••r .~ r-r ; .-i N • ~ ~ ~ y ~ ~ O~ d' O~ ~' ; CI' '~t ~ •-•+ ' st ~ *~ O~ : M N N DO ! N tD ~D M ; O~ N N N ; M ~ Vl 6'b w ~~ N N N N; rOV N N N; N c° N N; N eO~t N N: N N N N; N N N N: N N N p a ~ Oa ~~ O u"~ O vt : O O V7 N; O O N O: O N N O: N O O fy ; 00 ~ ,--~ vy : M M M N ~ .-, (V ~ ~ r3 sue. V~ ~f N ~ N '~' ; N ~ ~ ,'tea ; M N •~•< M : ~ O O O : ~ M M ~ ; N N ~ ~ ; .~•+ .~-~ .'~-~ tl O -~I a r7 C/~ ~ }' ~ ~ ~ d' ; e!' 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N rf . ~--~ W r-~ f-~ ~ H ~--[ tW ~ ~ ~ W n y C G O O; O O O O; O O O C O O O; O C 0 0 C O O 0 0 0 0 O C O; O O o c o o; o 0 o a; 0 0 o a 0 0 0; o 0 pp O pc o.o aS o o,o Q o c:o $ a ~.o g $ Q p Q Q; vOi~ M Q ', O 2S c g: o v~°n~ '~ O O ~'" ~O d' vi N ~ [- O P ~ O O O O ~ v's o0 [~ v~ ~ 00 O ~ +--~ N r+ ~ M : ~ ; N N .~ r/] ~ ~ H H H E-~ ; H H W E-~ i H F E-~ [~ i H H H H~ H ~l rl ~ ~ N rl r! rf: rK M Q 1~; r~ Rf r~ W rl N ~ rl TI TN w N zo ~ O O O oo 0 0 00 0 0 00 0 0 00 o a ~~ ~~ 0 0 0 OHO O O Oj0 O O 4;0 O O Oj0 O ~] ~~ o0 00 00 00 ~ o0 0o t~ oo , t~ o0 00 00 , t~ o0 00 00 . ao n O O U ~ ~ ~ ~~ ~~ ~~~~~ ~~d~~~ ;~ W ~ ~:Cj ~'~ U ~ ~ ~ ~ a~ ~ oa :o~¢~;¢c~c~c~, a¢~;o ~ ~ ~ •~~oa.~a;wv~v~~n;v~~n~v};v~ w < ~ ~ o ~ _ ~; ~ ~ ~ H I 201 2009 Reserve Fund Study Update {With a Site Visit} The Centre In The Square Draft #1 Annual Expenditures Schedule zoz - . Annual Expenditures February 17, 2009 Tl:e Centre In TI=e Square - 209 RFSUS - Drnft #1 Year Amount Item Description 20U9 ~' 21,000 BLDG-DOORS-OVERHEAD 15,000 BLDG-SIDING-WOOD 8,000 BLDG-WINDOWS-S$ALED UNITS-10% 6,000 MECH-BOILERS-REPAIltS-DHW 70,000 BLDG-ROOF-REPAIRS-2009 10D,000 BLDG-SIDING-PRECOATED STEEL-REPAIRS-2009 5,000 FII~TISH-ART GALLERY-MOVEABLE WALL 40,000 MECH-FANS-SUPPLY-OVERHAUL-2009 l0,DD0 MECH-ART GALLERY-WASHROOM REPAIRS-2009 2'15,000 2010, ~ 133,900 BLDG-ROOF-BUILT UP PH VI 15,450 BLDG-ROOF-SKYLIGHT 18,540 ELEC-DESKTOP P BLIS U H ING ry n{ i ( Y ,.~h~~~~~7 r 'ri~~~`~~i7f 7,725 FINISH-DANCE FLOOR 61,800 FINISH-ELEVATOR INTERIORS 23,690 FOH-LOBBY BENCHES 22,660 MULTIPURPOSE ROOM-APPLIANCES PH it 12,360 SND&COMM-SOUND PROCESSING 5,150 SND&COMM-TEST & REPAIR EQUIP 7,210 TELEPHONE SYSTEM-UPGRADE 22,660 THTRE-LEGS & BORDERS 22,660 THTRE-PIANO-UPRIGHT 7,725 THTRE-WARDROBE RACKS-ORIG 491,825 2QX.1. ~ 40,314 SND&COMM-MIC ACCESS 16,563 SND&COMM-MICROPHONES-PHASE 1 10,609 THTRE-AUD-DOORS PH I Page 1 of 18 203 Annual Expenditures February I7, 2009 TJce Centre rra The Square - 2009 RPSUS -Draft #I Year Amount Item Description 15,914 THTRE-CHR WGN-DRIVE UNITS 18,566 THTR&PROJECTION EQUIPMENT 21,218 MECH-DOM. HOT WATER PIPING 10,609 MECH-HEATING/COOLING DISTR. PIPING 8,222 ADD-FINISH-PAINTING 32,88$ ADD-FURNISHINGS & APPLIANCES 53,045 ADD-ROOFING-BUILT UP 10,609 BLDG-ROOF-SINGLE PLY 1,724 BOX-OFFICE-FURNISHINGS-25% 31,827 ELEC-HOUSE LIGHT FIXTURES 212,180 ELEGINTERIOR LIGHTING 26,523 ELEC-LIGHTING INST--1998 37,132 ELEC-LIGHTING INST 1999 10,609 ELEGPANELS-10% 53,045 FINISH-CEILING-ACOUSTIC TILE 127,308 FINISH-CERAMIC-TILE 212,180 FINISH-QUARRY TILE 10,609 FINISH-WINTER MATTING 5,305 FOH-FURNISHINGS-25% 95,481 MECH-A/GCOOLING TOWER 127,30$ MECH-BOILERS-HEATING 15,914 MECH-COMPRESSOR 58,350 MECH-CONVECTORS 111,395 MECH-ELEVATORUPGRADES-THEATRE 5,305 MECH-HEATERS/HEATING UNITS 4,244 M$CH-ICE MAKERS-1999 5,835 MECH-ICE MAKERS-2001 53,045 MECH-PUMPS-CIRCULATING 3,1$3 MECH-PUMPS-SUMP-1989 12,731 MECH-PUMPS-SUMP-1996 15,914 MECH-SITE SERVICES Page 2 of 18 204 Annual Expenditures February 17, 2(109 The Centre In The Square - 2009 RFSUS -Draft #Y Year Amount Item Description 7,426 MECH-TANKS-EXPANSION-1981 23,340 MULTIPURPOSE ROOM APPLIANCES PH III 5,305 MULTIPURPOSE ROOM-FURNISHINGS 50,923 35,646 12,731 9,018 6,365 5,092 91,237 4,880 21,218 21,218 29,705 47,741 196,267 2,043.811 2012. '.; 54,636 23,220 7,854 24,040 21,513 65,564 21,$55 9,835 16,937 4,010 6,010 3,825 19,341 17,060 SITE-ASPHALT PAVING SITE-CONCRETE CURBS-25% SITE-LANDSCAPING PH I SND&COMM-CHAIN HOIST SND&COMM-CONTROL RM MONITOR SND&COMM-CONTROL RM-CD/DAT SND&COMM-CONTROL RM-CONSOLE SND&COMM-CONTROL RM-RECORDERS SND&COMM-FOLDBACK-AMPS SND&COMM-FOLDBACK-LDSPKRS SND&COMM-JACK FIELDS SND&COMM-LOUDSPKR CLUS-AMPS SND&COMM-LOUDSPKR CLUS-SPKRS BLDG-CAULKING-MASONRY BLDG-CAULKING-WINDOWS & DOORS BLDG-CLADDING-PRECAST CONCRETE-5% BLDG-GRILLES & VENTS BLDG-METAL FLASHING-25% BLDG-ROOF-BUILT UP PH I BLDG-ROOF-CAULKING SND&COMM-CONTROL RM-MISC SND&COMM-ELEC PROCESSING EQUIP SND&COMM-INTERCOM-BELT PACKS SND&COMM-INTERCOM-HEADSETS SND&COMM-INTERCOM-POWER SUPPLY SND&COMM-INTERCOM-WIRELE55-1994 SND&COMM-MICROPHONES-PHASE 2 Page 3 of 18 205 Annual Expenditures FebraQry 17, 2009 The Centre In The Square - 20x9 RFSUS -Draft #1 Year Amount Item Description 15,298 SND&COMM-PROGM/PAGE-AMPS 10,427 SND&COMM-PROGM/PAGE-LDSPKRS 1,639 SND&COMM-PROGM/PAGE-MICS 32,782 THTRE-ACOUS CANOPY-SKIN & PAINTING 218,545 XX-CONTINGENCY 576.892 2013 ~ 5,628 ADMINISTRATION-FURNISHINGS 2,814 BLDG-DOORS-INTERIOR-10% 236,357 BLDG-ROOF-BUILT UP PH II 50,648 ELEC-AUX. LIGHTING CONSOLE 11,255 ONSOLE-UPGR P E~~ LGTNG- C ELEC- p (; ~ ~j 129,434 FIMSH-PAINTING 151,444 FINISH-PAINTING-AUDITORIUM 10,692 SND&COMM-ASSIST LISTENING DEV 168,826 SND&COMM-COCKPIT-CONSOLE 21,779 SND&COMM-INTERCOM-WIRELESS-1989 2,814 SND&COMM-TOWER-AMPS 6,753 SND&COMM-TOWER-DELAY 5,065 SND&COMM-TOWER-SPKERS 15,757 THTRE-AUD-DOORS PH II 2$,138 THTRE-CTRWT 5TG-LINES-25% 33,765 THTRE-CTRWT STG/RIGGING 16,883 THTRE-CYCLORAMA 7,879 THTRE-LIGHT CARDS 39,393 THTRE-MOB STG TOWER-BEARING 24,761 THTRE-MOB STG TOWER-COMPRESSOR 39,393 THTRE-MOB STG TOWER-HALL WOOD RPR 29,263 THTRE-MOB STG TOWER-WOOD RPR 15,757 THTRE-ORCH PIT RAILINGS 9,567 THTRE-WORKSHOP EQUIPMENT Page 4 of 18 ~ ~~ Annual Expenditures ' February 17, 2409 The Centre In The Sgerare - 2009 RFSUS -Draft #1 Year Amount Item Description t y ~~ nn~ ~Q14.- 13,911 ADD-BOARD ROOM CHAIRS 5,796 ADD-ELECTRICAL SYSTEM 3,478 ADD-EXHAUST FANS 139,113 ADD-MAKE-UP AIR UNIT 127,520 BLDG-ROOF-BUILT UP PH III 28,982 BLDG-WINDOWS-ALUM FRAMES-20% 9,274 BLDG-WINDOWS-SEALED UNITS-10% 28,982 ELEC-CONCERT CEILING FIXTURES 7,535 FII~IISH-BASEBOARDS 86,946 FINISH-TOILET & SHOWER PTNS .. ~~~ ~ `~ ~ _ ryg 3 3~ Y ~~~ -~~~AT1NG 30,721 THTRE-MAIN CURTAIN-MOTOR 266,633 THTRE-SAFETY CURTAIN 712,954 THTRE-SEATING 63,760 THTRE-STUDIO CURTAINS 121,724 THTRE-WINCHES-CEILING 1,879,183 2015 119,405 BLDG-ROOF-BUILT UP PH N 21,493 ELEC-DESKTOP PUBLISHING 41,792 FINISH-GEMSTAGE-STAGE 11,941 MECH-POWER TOOLS 101,494 TELEPHONE SYSTEM 8,358 TELEPHONE SYSTEM-UPGRADE 23,881 THTRE-AUD DOORS PH III 10,144 THTRE-WARDROBE RACKS-1991 338,514 201b :< 29,517 BLDG-DOORS-ENTRANCE 20,293 BLDG-DOORS-EXTERIOR Page S of 1$ 207 Annual Expenditures February 17, 2009 The Centre In The Square - 2009 RFSUS -Draft #1 Year Amiount Item Description 159,884 BLDG-ROOF-BUILT UP PH V 339,445 BLDG-SIDING-PRECOATED STEEL 55,344 ELEC-LIGHTING INST-2006 12,299 ELEGPANELS-10°/a 73,792 MECH-COMPUTERS-MECH 9$,390 MECH-EMER GEN 92,241 MECH-FANS-EXHAUST 6,149 MECH-HEATBRS/HEATING UNITS 24,597 MECH-WATER SOFTENER 22,138 SND&COMM-AUD EFFECTS-AMPS 9,224 SND&COMM-AUD EFFECTS-LDSPKR 10,454 SND&COMM-COCKPIT-DIG REVERB 104,539 SND&COMM-MICRO SPLITTER 6,149 SND&COMM-PORT SND SYSTEM 14,758 SND&COMM-SOUND PROCESSING 36,896 MECH-TANKS-DHW-1981 36,896 MECH-DOM. COLD WATER PIPING 12,299 MECH-HEATINGICOOLING DISTR. PIPING ~,l dS,3a6 za~~ 'F 2018 31,659 FOH-UNIFORMS b,0$0 SND&COMM-CONTROL RM-CD/DAT 25,335 SND&COMM-FOLDBACK-LDSPKRS 576,380 SND&COMM-FORT STAGE SOUND SYSTEM 3,167 THTRE-AUD DOORS PH IV 4,434 THTRE-CHR WGN-GROOVE WHEELS 6,967 THTRE-LEGS & BORDERS 1997 18,368 FINISH-GEMSTAGE-STUDIO 672,4oz 6,524 ADMIi~IISTRATION-FURNISHINGS 113,515 BLDG-CLADDING-BRICK-5% Page 6 of 18 •~ Annuai Expenditures February 17, 2009 T7ie Centre In Tlse Square - 2009 RFSUS -Draft #Y Year Amount Item Description 156,573 COMPUTER SYSTEM 260,955 COMPUTER SYSTEM-BOX OFFICE 27,139 SITE-ASPHALT PAVING -RING ROAD 20,224 SND&COMM-ELEC PROCESSING EQUIP 5,524 SND&COMM-V1DE0 CAMERA 39,143 SND&COMM-WIRELESS MICROPHONES 52,191 THTRE-ACOUS CTRL CURTAINS-BACK WALL 84,810 THTRE-BANNERS 247,907 THTRE-STAGE CURTAINBALANCE 1,0].5,505 2019 ':= 8,735 5,376 6,720 10,751 335,974 16,127 33,598 33,262 60,476 24$,624 20,982 3,360 13,439 797.429 2020., `~ 24,916 34,606 55,369 7,613 7,613 24,501 ADD-BLDG-DOORS-HANDICAP ADD-DOORS-INTERIOR ADD-ELECTRICAL SYSTEM BLDG-WINDOWS-SEALED UNITS-10% ELEGDIMMER RACK ELEC-PARKING ARM MECH-BOILERS-DHW SITE-INTERLOCKING UNIT PAVERS SND&COMM-LOUDSPKR CLUS-AMPS SND&COMM-LOUDSPKR CLUS-SPKRS SND&COMM-MICROPHONES-PHASE 1 SND&COMM-TOWER-AMPS THTRE-STGRCCESSORIES-STANDS ELEC-DESKTOP PUBLISHING ELEC-PAR CANS/SOURCE 4 PAR MECH-ELEVATOR UPGRADES-ART GALLERY SND&GOMM-INTERCOM-BELT PACKS SND&COMM-INTERCOM-HEADSETS SND&COMM-INTERCOM-WIRELESS-1994 Page 7 of 18 209 Annual Expenditures Feb~unry 17, 2009 The Centre In The Square ~ 2009 RFSUS - Draft #1 Year Amount Item Description 21,611 SND&COMM-MICROPHONES-PHASE 2 9,690 TELEPHONE SYSTEM-UPGRADE 35,990 THTRE-MO$ STG TOWER-WOOD RPR 22L910 2x21„` 7,129 FOH-FURNISHINGS-25% 294,410 MECH-FANS-SUPPLY 14,258 MECH-FIRE SYSTEM-UPGRADEIREPAIRS 7,129 MECH-HEATERS/HEATING UNITS 35,644 MEGH-HUMIDIFIER STUDIO 5,703 MECH-ICE MAKERS-1999 7,842 MECH-ICE MAKERS-2001 21,386 MECH-SITE 5ERVICES 31,367 MULTIPURPOSE ROOM-APPLIANCES PH I 196,755 SITE-CONCRETE-SOUTH ENTRANCE 34,218 SITE-CONCRETE-STUDIO 17,109 SITE-LANDSCAPING PH I 6,559 SND&COMM-CONTROL RM-RECORDERS 28,515 SND&COMM-FOLDBACK-AMFS 8,555 SND&COMM-TOWER-DELAY 28,515 THTRE-CHR WGN-FLOORING 24,951 THTRE-PROJECTION EQUIPMENT 57,030 MECH-FIRE ALARM PANEL 14,258 MECH-HEATING/COOLING DISTR. PIPING 2,317 BOX-OFFICE-FURNISHINGS-25% 213,864 ELEGDISCONNECT SWITCH 35,644 ELEC-LIGHTING INST-1998 49,902 ELEGLIGHTING INST-1999 14,258 ELEC-PANELS-10% 142,576 FINISH-HARDWOOD-STAGE 9,980 FINISH-LOCKERS 14,258 FINISH-WINTER MATTING Page 8 of 18 210 Annual Expenditures February 17, 2009 The Cehtre In The Square - 20Q9 RPSUS -Draft #1 Year Amount Item Description 1.329,130 2022 ~`, 73,427 31,206 10,555 29,371 161,539 5,140 24,559 14,685 17,622 499,302 293,707 1,157,113 2023 '- 11,723 7,563 3,781 68,067 14,370 226,889 7,260 30,252 29,269 42,353 6,807 37,81 S 10,588 52,941 15,126 SG~4 801 BLDG-CAULKING-MASONRY BLDG-CAULKING-WINDOWS & DOORS BLDG-CLADDING-PRECAST CONCRETE-S% BLDG-ROOF-CAULKING FINISH-CARPETS-LOWER SND&COMM-INTERCOM-POWER SUPPLY SND&COMM-PROGM/PAGE-AMPS SND&COMM-PROGM/PAGE-LDSPKRS SND&COMM-SOUND PROCESSING THTRE-SIG LIFT-SPIRALIFTS XX-CONTINGENCY ADD-FINISH-PAINTING ADMINISTRATION-FURNISHINGS BLDG-DOORS-INTERIOR-10% ELEC-AUX. LIGHTING CONSOLE SND&COMM-ASSIST LISTENING DEV SND&COMM-COCKPIT-CONSOLE SND&COMM-CONTROL RM-CD/DAT SND&COMM-FOLDBACK-LDSPKRS SND&COMM-INTERCOM-WIRELESS-1489 SND&COMM-JACK FIELDS SND&COMM-TOWER-SPKERS TH'TRE-CTRWT SIG-LINES-25% THTR&LIGHT CARDS THTRE-MOB STG TOWER-HALL WOOD RPR MECH-A/C-COOLING TOWER-OVERHAUL Page 9 of 18 211 Annual Expenditures FeGruary 17, 2009 The Centre In Tlie Square - 2009 RFSUS -Draft #I Yeax Amount Item Description 2024 ~~ 7,790 ADD-ELECTRICAL SYSTEM 23,370 ADD-Fi1VISH-CERAMIC TILE 54,529 ADD-LIGHTING-INTERIOR 12,464 BLDG-WINDOWS-SEALED LJNI I'S-10% 38,949 11,b85 24,148 27,264 200,199 2025 208,612 28,885 128,376 104,306 96,282 96,282 56,165 184,541 36,908 77,026 53,918 8,024 4,012 11,233 35,304 176,51$ 12,035 13,640 12,$38 3,209 3,209 16,047 FINISH-FLOORING-STUDIO SITE-WOOD RETAINING WALLS SND&COMM-ELEC PROCESSING EQUIP THTRE-MOB STG TOWER ELEC BLDG-ROOK-BUILT UP PH VI ELEC-DESKTOP PUBLISHING ELEC-FOLLOW SPOTS ELEC-FERF LGTNG-CONSOLE FINISH-CARPETS-UPPER FINISH-ELEVATOR INTERIORS FINISH-GEMSTAGE-STAGE FINISH-PAINTING FOH-LOBBY BENCHES SITE-ASPHALT PAWING SITE-CONCRETE CURBS-25% SND&COMM-TEST & REPAIR EQUIP SND&COMM-TOWER-AMPS TELEPHONE SYSTEM-UPGRADE T'HTRE-PIANO-UPRIGHT THTRE-STG ACCESSORIES-RISERS & MOTORS THTRE-WARDROBE RACKS-ORIG THTRE-WORKSHOP EQUIPMENT ELEC-DIGITAL CLOCKS FINISH-CARD TABLES MECH-BOILER PUMP & FIRE EYE CONTROLLER THTRE-AUDIENCE RECALL SYSTEM Page 10 of 18 212 }? I', i ~. f `_. .x - Annum Expenditures February 17, 2409 Tl:e Centre In 7'he Square - ,2009 RFSUS - Dr~rft #I Year Amount Item Description 1,3d7,370 2026 - 51,238 82,642 74,378 16,528 165,285 10,744 99,171 16,528 8,264 4,959 19,834 14,049 14,049 142,145 62,808 16,528 24,793 23,140 99,171 i 6,528 6,611 8,264 330,570 i 3as,22~ 2027 ._. 102,146 24,685 15,322 76,609 314,950 ADD-FURNISHINGS & APPLIANCES ADD-ROOFING-BUILT UP ELEGLIGHTING INST-2006 ELEC-PANELS-10% ELEC-TRANSFORMERS FINISH-BASEBOARDS MECH-COMPUTERS-MECH MECH-FIRE SYS'T'EM-UPGRADEIREPAIRS MECH-HEATERS/HEATTNG UNITS MECH-PUMPS-SUMP-1989 MECH-PUMPS-SUMP-1996 SND&COMM-CHAIN HOIST SND&COMM-COCKPIT-DIG REVERB SND&COMM-CONTROL RM-CONSOLE SND&COMM-MIC ACCESS THTRE-AUD-DOORS PH I THTRE-CHR WGN-DRIVE UNITS MECH-BOILERS-REPAIRS-HEATING ELEC-MAIN SWITCHBOARD MECH-HEATING/COOLING DISTR. PIPING ELEG-TESTING DEVICES/RADIOS MECH-A/C DUCTLESS SPLIT UNIT MECH-HALON SYSTEM BLDG-ROOF-BUILT UP PH I FINISH-GEMSTAGE-STUDIO SND&COMM-CONTROL RM-MISC SND&COMM-LOUDSPKR CLUS-AMPS SND&COMM-LOUDSPICR CLUS-SPKRS Page 11 of 18 213 ,- ,, Annual Expenditures Febf~uary 17, 2009 The Centre In Phe Square - 2009 RFSCIS - Draf ~ #.l Year Amount Item Description 26,579 SND&COMM-MICROPHONES-PHASE l 774,607 SND&COMM-PORT STAGE SOUND SYSTEM 2,554 SND&COMM-PROGMIPAGE-MICS 44,263 THTRE-MOB STG TOWER-WOOD RPR 178,755 THTRE-PIANO-GRAND 1,560,471 202$. ' 8,768 152,555 368,236 210,421 350,701 236,723 482,214 35,070 350,701 9,644 9,644 31,037 27,377 8,768 21,042 $,76$ 52,605 24,549 52,645 26,303 24,549 2,492,2$0 2029 `; 21,673 9,031 ADMINISTRATION-FURNISHINGS BLDG-CLADDING-BRICK-5% BLDG-ROOF-BUILT UP PH II COMPUTER SYSTEM COMPUTER SYSTEM-BOX OFFICE FINISH-PAINTING-AUDITORIUM MECH-A/C-LIEBI;RT-VAULT & BASEMENT AHU MECH-WATER SOFTENER SND&COMM-CLOSED CIRCUIT TV SND&COMM-INTERCOM-BELT PACKS SND&COMM-INTERCOM-HEADSETS SND&COMM-INTERCOM-WIRELESS-1994 SND&COMM-MICROPHONES-PHASE 2 SND&COMM-PORT SND SYSTEM 5ND&COMM-SOUND PROCESSING SND&COMM-VIDEO CAMERA SND&COMM-WIRELESS MICROPHONES THTRE-AUD-DOORS PH II THTRE-CTRWT STG/RIGGING THTRE-CYCLORAMA THTRE-ORCH PIT RAILINGS ADD-BOARD ROOM CHAIRS ADD-ELECTRICAL SYSTEM Page 12 of 18 214 Annual Expenditures FeBruary 17, 2009 The Centre In The Square - 2009 RF,~US -Draft #Y Year Amount Item Description 27,092 ADD-SIDING-PREFINISHED METAL 37,928 BLDG-DOORS-OVERHEAD 198,672 BLDG-ROOF-BUILT UP PH III 14,449 BLDG-WINDOWS-SEALED UNITS-10% 45,153 ELEC-CONCERT CEILING FIXTURES 307,039 ELEC-EXTERIOR LIGHTING 10,837 MECH-BOILERS-REPAIRS-DHW 10,837 SND&COMM-CONTROL RM MONITOR 8,669 SND&COMM-CONTROL RM-CDIDAT 36,122 SND&COMM-FOLDBACK-LDSPKRS 10,837 SND&COMM-TOWER-DELAY 47,862 THTRE-MAIN CURTAIN-MOTOR 7$6 200 2030 ~= 186,030 27,904 33,485 13,952 1,116,177 18,603 40,926 28,835 15$,125 13,022 37,206 40,926 15,813 1 731,004 BLDG-ROOF-BUILT UP PH IV BLDG-ROOF-SKYLIGHT ELEC-DESKTOP PUBLISHING FINISH-DANCE FLOOR MECH-AIC-CHILLER MECH-POWER TOOLS MULTIPURPOSE ROOM-APPLIANCES PH II SND&COMM-ELEC PROCESSING EQUIP TELEPHONE SYSTEM TELEPHONE SYSTEM-UPGRADE THTRE-AUD DOORS PH III THTRE-LEGS & BDRDERS THTRE-WARDROBE RACKS-1991 2031.,,;;; 249,093 BLDG-ROOF-BUILT UP PH V 19,161 BLDG-ROOF-SINGLE PLY 3,114 BOX-OFFICE-FURNISHINGS-25% Page 13 of I8 215 Annua! Expenditures February 17, 2DD9 The Centre In The Square - 2009 RFSUS -Draft #I Year Amount Item Description 47,903 ELEGLIGHTING INST 1998 67,064 ELEC-LIGHTING INST 1999 19,161 ELEC-PANELS-10% 22,993 ELEGPARKING ARM 95,805 FINISH-CEILING-ACOUSTIC TILE 57,483 FINISH-MIRRORS 19,161 FINISH-WINTER MATTING 9,581 FOH-FURNISHINGS-25% 114,966 MECH-AIC-CARRIER AHU 258,674 MECH-AIC-LIEBERT-ART GALLERY AHU 14,161 MECH-FIRE SYSTEM-UFGRADE/REPAIRS 9,581 MECH-HEATERS/HEATING UNITS 7,664 MECH-ICE MAKERS-1999 10,539 MECH-ICE MAKERS-2001 95,805 MECH-PUMPS-CIRCULATING 28,742 MECH-SITE SERVICES 42,154 MULTIPURPOSE ROOM APPLIANCES PH III 22,993 SITE-LANDSCAPING PH I 34,490 SND&COMM-AUD EFFECTS-AMPS 14,371 SND&COMM-AUD EFFECTS-LDSPKR 8,814 SND&COMM-CONTROL RM-RECORDERS 38,322 SND&COMM-FOLDBACK-AMPS 162,869 SND&COMM-MICRO SPLITTER 4,790 SND&COMM-TOWER-AMPS 67,064 THTRE-ACCOUST. CEILING PANELS-FIBREGLASS 33,532 THTRE-PROJEGFION EQUII'MENT 526,928 XX-SUPERSTRUCTURE 19,161 MECH-EMER GEN-OVERHAUL 57,483 MECH-TRANSFER SWITCH 19,161 MECH-HEATING/COOLING DISTR. PIPING 2 207,782 Page 14 of 18 216 Annual Expenditures February 17, 2UU9 The Centre In The Square - 2009 RI~SUS -Draft #1 Year Amount Item Description 2032 ~ 98,679 BLDG-CAULKING-MASONRY ;:F..,. ,.:. 41,939 BLDG-CAULKING-WINDOWS & DOORS 14,1$5 BLDG-CLADDING-PRECAST CONCRETE-5% 43,419 BLDG-GRILLES & VENTS 39,472 BLDG-ROOF-CAULKING 49,340 41,051 5,908 27,63D 19,736 4,934 394,717 394,717 108,547 1,285,273 2033 '';< 10,164 5,082 91,476 19,312 304,919 39,335 9,148 50,820 14,230 44,721 71,148 G60,353 FOH-UNIFORMS SITE-ASPHALT PAVING -RING ROAD SND&COMM-INTERCOM-POWER SUPPLY SND&COMM-PROGM/PAGE-AMPS SND&COMM-PROGMIPAGE-LDSPKRS THTRE-AUD DOORS PH IV THTRE-LOOSE SEATING XX-CONTINGENCY FINISH-KEYSIRE-LOCK ADMINISTRATION-FURNISHINGS BLDG-DOORS-INTERIOR-10% ELEC-AUX. LIGHTING CONSOLE SND&COMM-ASSIST LISTENING DEV SND&COMM-COCKPTT-CONSOLE SND&COMM-INTERCOM-WIRELESS-1989 SND&COMM-TOWER-SPKERS THTRE-CTRWT SIG-LINES-25% THTRE-LIGHT CARDS THTRE-MOB STG TOWER-COMPRESSOR THTRE-MOB STG TOWER-HALL WOOD RPR 2034 - 1 D,469 ADD-ELECTRICAL SYSTEM 6,2$1 ADD-EXHAUST FANS 251,253 ADD-MAKE-UP AIR UTTIT Page 15 of 18 217 Annual Expenditures February 17, 2009 The Centre In Tl:e Square - 2009 RFSUS - Drr~,}1 #I Year Amount Item Description 31,407 BLDG-SIDING-WOOD 16,750 $LDG-WINDOWS-SEALED UNITS-IO% 523,445 ELEC-DIMMER RACK 230,316 FINISH-CARPETS-LOWER 157,033 FINISH-TOIi..ET & SHOWER PTNS 83,751 SITE-METAL RAILINGS 25,125 SND&COMM-SOUND PROCESSING 54,438 THTRE-MOB STG TOWER-WOOD RPR 1,287,673 THTRE-SEATING 2035 203G 20,938 THTRUSTG ACCESSORIES-STANDS 115,158 THTRE-STUDIO CURTAINS 219,847 THTRE-WINCHES-CEILING 104,689 SITE-WHEBLCHAIIt RAMP 3,138,573 16,714 ADD-FINISH-PAINTING 38,819 ELEC-DESKTOP PUBLISHING 53,915 ELEGPAR CANS/SOURCE 4 PAR 35,584 FINISH-COATRACKS 75,481 F1I~IISH-GEMSTAGE-STAGE 15,096 MECH-TANKS-EXPANSION-2005 10,352 SND&COMM-CONTROL RM-CD/DAT 43,132 SND&COMM-FOLDBACK-LDSPKRS 60,385 SND&COMM-JACK FIELDS 97,047 SND&COMM-LOUDSPKR CLUS-AMPS 398,969 SND&COMM-LOUDSPKR CLUS-SPKRS 33,670 SND&COMM-MICROPHONES-PHASE 1 15,096 TELEPHONE SYSTEM-UPGRADE 894,257 66,639 ELEGHOUSE LIGHT FIXTURES 444,25$ ELEC-INTERIOR LIGHTING Page 16 of 1$ 218 -.. Annual Expenditures ' February 17, 2009 The Centre In The Square - 2009 RFSUS -Draft #I Year Amount Item Description 99,958 ELEC-LIGHTING INST-2006 22,213 ELEC-PANELS-10% 194,916 MECH-A/C-COOLING TOWER 33,319 MECH-COMPRESSOR 133,277 MECH-COMPUTERS-MECH 122,171 MECH-CONVECTORS 233,235 MECH-ELEVATORUPGRADES-THEATRE 22,213 MECH-FIRE SYSTEM-UPGRADEIREPAIRS 11,106 MECH-HEATERSIfiEATING UNITS 55,532 MECH-HUMIDIFIER-STUDIO 18,881 SND&COMM-COCKPIT-DIG REVERB 34,430 SND&COMM-ELEC PROCESSING EQUIP 12,217 SND&COMM-INTERCOM-BELT PACKS 12,217 SND&COMM-INTERCOM-HEADSETS 39,317 SND&COMM-INTERCOM-WIRELESS-1994 34,680 SND&COMM-MICROPHONES-PHASE 2 22,213 MECH-HEATING/COOLING DISTR. PIPING 77,745 SITE-BOLLARD LANDING PADSBIKE RACKS i,~9s.s3s 2037 '; 22,879 ELEGPERF LGTNG-CONSOLE-UPGR 137,276 FINISH-CARPETS-UPPER 33,175 FINISH-GEMSTAGE-STUDIO 263,112 FINISH-PAINTING 1,041,007 SND&COMM-PORT STAGE SOUND SYSTEM 5,720 SND&COMM-TOWER-AMPS 13,728 SND&COMM-TOWER-DELAY 68,638 THTRE-ACOUS CANOPY-SKIN & PAINTING 8,008 THTRE-CHR WGN-GROOVE WHEELS 12,584 THTRE-LEGS & BORDERS 1997 777,896 THTRE-STG LIFT-SPIR.ALIFTS 19,447 THTRE-WORKSHOP EQUIPMENT Fage 17 of 18 219 Annual Expenditures Febfuary 17, 2009 T'he Centre In The Square - ,2009 RFSUS -Draft #l Year Amount Item Description 68,638 ELEGEXTERIOR LIGHTING-PARKFNG 2,472,1.06 2.038 '' 11,783 .y<.._ 205,021 282,788 471,313 15,318 11,783 70,697 94,263 153,177 $2,480 447,747 23,Sbb ADMINISTRATION-FURNISHINGS BLDG-CLADDING-BRICK-5% COMPUTER SYSTEM COMPUTER SYSTEM-BOX OFFICE FINISH-BASEBOARDS SND&COMM-VIDEO CAMERA SND&COMM-WIRELESS MICROPHONES THTRE-ACOUS CTRL CURTAINS-BACK WALL THTRE-BANNERS THTRE-MOB STG TOWER-BEARING THTRE-STAGE CURTAINBALANCE SITE-CONCRETE PAD 1,869,934 Total: 37330,484 Page 18 of 18 2 2 Q:..~ ~ Annual Expenditures February 17, 2009 The Centre In Tlee Sgriare - 2009 RFS`tIS -Draft #Y Expenditures $3,200,000 $2,SOO,4U4 S2,4U0,000 $a,ooa,ooo $ i,6oo,aoo si,~oo,ooo $soo,ooo $400,044 $0 ^ Expenditures 221 a, o ~ N m ~r ~n td n oo C~ o ~ N cn ~r ~n ~o n oo ~ o •-~ N cra ~t ~n a ~ o0 C~ .--~ rr +--~ +--~ --+ ~--~ .--~ +--~ .-y .-+ N N N N [V N N N N N M M M M M M M M M c o 0 0 0 0 0 0 0 0 0 0 ©0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N O O+ O S W W W p~ O f o O 1N N Op O _ W N 7 y H yy CI N N W ( p A T j 3 O O .. ~ p O N ~ ~ p N ~ pp~~~g H W v ~ OI 00 ~ W W ~ mm O ~A gy ^ ~j = ~ O ~ y y77 W p h ~ ~ m LL' A Vj a { p ~ U ~ C ~ m ~ 'S7 `xm ~ ~ 0 ~ C ~ ~ m r C C W ~5 ~ ~ `Q ; ° W ~ m ~ E p 17 ~j TN ~ J _ ~ ._ y ~ m a ~C In 3 t U C .~ m U $ S ._ ~ p m a m m ~ m c ~ ~ ' W m m g ~ ~ N L Z IL II~~ ~ q QjQj~~~ c .Q ~ ~ i Q Vl ~ 2 M dd D ui dti 4 = a V i dd ~ r a N N N N N N N N N N ~ N g$$ 8 8 8 5 $ $ $ g O o g S O o ~B', $ B S S S S S g $ O c $ S g O o O o $ O o O o S O o ~ O o S g g 0 o 0 o 0 o S 0 o 0 o S O o g~~ a R 25 5~ 25 5~ 25 ~ ~ u4i n ugi eo $ ~ v_ g o g ~n ~ Qu o uQi n g a g o ~ ~ ~ u'S i g ~n ~ g u7 g N ~ ~ ~ ° o ~i ~ g a ~ ° a~ n ~ ~°+i r> S u~ ~S ~ ~ g o g u> g a ~ u> uQi n $ °o M ro~~ c~ v~ r w ~ ~ "d i `~ `~ ~ ~ "~ ~ '~ ~ `~ "~ `~ i~ i ~ ~ `~ i w `~ ~ `" W ~ w °~ ~ `~ w ~ ~i ~ ~' ~ w i i ~ g ` i w w n n n w n n v~ n fp ~ OD W m m m ~ m ~- W ~- m r W m Ol m ~ W 01 m ~ m ~ w ~ m ~ rn ~ m ~ ' O o N T W W ~ ~ m ~ rn ~ ~ O N W m r O/ m N OI m ' OD m 61 m ~ m ~ m ~ ~ O N r GO m ~ Iti 01 m r In 0 o N ~ 0 N In 0 o N ~ 0 N ~ y O] m ~ W m r W rn ~ rn ~- W W ~ ~- 0 N Iti 01 ~ W rn } A ~ C ~ C a ~ c m ~_ ~t 0p C ~p ~' g ~ ,~ C m E p~ ° O L ° = F ~ C ~ C ~ ~ S r2 ~ s m ~ L a J c ~ O ~ g ~~ m _ Vmi L ~i c ~ L e9~ G d ~ ~ = ~ Q ~ y m ~ m rs C w ~ , ~l l ~' ~ w 7 ; ~ L ~ (} O ~ LL ~ Vi LL ~ m a O O .W O . ~ m 't ~ LL LL ~ ~ o ~L ~ ~ a Sp a Sp a ap a ~ o G ~ L N C ~ ~ E ~ '~ i ~! ~ N N ~ ~ O ~ LL ~ ~ ~` m ~ -a`+ 3 ~ ° e'i• ~ P7 ~ W cUi G o 5 m m c~ w { m ~ m x ~ ~ ~ te a p ' '~ ~ S a S a ~ v r~ d 3 0 FF 5 0 7 7 ) a g ~3 ~ ~ E o ~ ~ m m z m ~ e ~ ~i $ a j ~ ~ Q8 ~ m ~ F r -o ~ m ~ o w ~a U "' U U U U V ~ U a V ~a' U ~ ~ w ~ m a ~ v ~ v °~ a ep v m v ~ a m v w tS m v m v 2 ~ c ~ ~ ~ ~ y a ~ a ,° a $ a 8 a m 'aT $ ~ E ~' ~ ~ °1 m r m - ~ ~ ~ x ~ ~ m ~ ` = - E ~ ~ m 3 7 3 'm ~ 'm ~+ ~ m a a a a a a 4 ~ ~ ¢ ~ ~ ¢ ~ a 4 ¢ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ m ~ ~ m m m m m ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ r~~ ~L. o:. ~/ .. 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The information provided below in the Rationale/Analysis portion of this issue paper is taken straight from the issue paper prepared as part of the 2009 budget process. RATIONALE /ANALYSIS: In July 2008, the city's internal print shop began using a new digitally networked imaging system that replaced its outdated printing equipment which had been proving costly to operate and maintain and was not able to respond to the growing customer demand for high quality, high speed printing services. The cost of the new equipment was $381,391 and was funded through the city's capital budget. The new print shop equipment includes three black and white printers and one colour printer. Starting in 2009 all staff will be able to request printing services of the print shop directly for their work stations -eliminating the need to complete and submit environmentally unfriendly paper print requisition forms. The operations of the new printing equipment has improved the capabilities of the print shop while at the same time reducing the annual operating and maintenance costs by a minimum of $75,000 in 2008. Starting in 2009, the new print shop equipment will result in an operational savings of $169,000 per year compared to the 2008 budget. These operational savings will be realized through three major areas: (1) Reduced maintenance costs -The newer equipment requires less maintenance than the older equipment did, most of which was over 15 years old. (2) Reduced supplies and materials -Fewer supplies such as ink and printing plates are required to operate the newer, more technically advanced copiers. (3) Reduced salaries and benefits -Through technological advances that make the new equipment easier and more efficient to operate, the number of staff operating the Print Shop has been reduced from five employees to two FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. ~~ 227 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 06 -Computer Reserve and Telephone Reserve FUND: Reserve Funds DEPARTMENT: Finance and Corporate Services PREPARER: Michelle Fardy, Senior Financial Analyst BACKGROUND: At the February 4, 2011 Finance and Corporate Services Committee meeting, Council directed staff to prepare an issue paper summarizing the details of the Computer Reserve and the Telephone Reserve. RATIONALE /ANALYSIS: A summary of the information requested on the revenues and expenses for each reserve fund is included as an attachment to this issue paper. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For Information. ~~ 22~ 0 z w w W N w m m W ~ O N a O ~ U O N ~ r r~ ~~ o s~ N ~ ~ r (D N ~, N O C7 ~ ~ r O ~ ~ N O I~ ~, 67 67 (D N N ~ ~ ~ O ~ ~ N m N ao ~ ~ ~ CD ~ O ~ N ~ ~ m ~ ~ N ~ O C'7 ~ ~ ~ p ~ ~ ~ N Q N ~ (D 00 N ~ ~ r O ~ ~ ~ N V Q ~ (D 0 N 67 o~~~~ao ~ N N r 0 0 0 I~ O O O O 67 Ln ~ o~~~~~ N N r ~ ~ ~ ~ 0 0 0 0 0 0 0 O O O O O Ln Ln O O O O Ln Ln Ln ~ I~ ~ O O ~ Ln ~ ~ ~ ~ N N ~ ~ ~ 00 (D 0 0 0 0 0 0 0 (D N O O O O O ~~ ~ 0~0 O O ~ Ln ~ ~ ~ CAD N N ~ ~ ~ 67 Ln O 0 0 0 0 0 0 0 0 Ln O 0 0 0 0 0 0 0 0 Ln O 0 0 0 0 0 0 0 0 Ln (D O 0 0 0 0 0 0 Ln Ln CD 00 Ln CrJ Ln O O Ln Ln Ln ~ I~ N N Ln ~ O 67 ~ ~ ~ O 00 67 67 ~ I~ O ~ (D C7 N 00 O Ln CD ~ ~ O O O Ln Ln 67 O I~ r ~ 67 O r r N O ~ O C'7 ~ C D ~I(D 0~0 C7 N r~ N N .~. N .~. N .~. r C7 O r O C7 r r N C7 .~. 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O O a m c ,. " w _ Y' ~ > •vi O > > >, ~ V ~ ~ a° ~ ~ o ~_ Z W J~ Vl ~ i U~ w d (~,~ d ~ ~ ~ ~ ~ ~ ~ ° ~ ~ w v'U V ~ y •~ ~ w ~ `~ ~U pZ wV ~ ~ v aN~Z ~ vim °' ~w ~ ~ ~ oc~ y m °'a o v,a > ~ ~~~ y 0C p~ p U- a~i N ~,O s aw w Q o z a ~~ z a~~:°U ~cn>aN~ ~ Oc~ w ~ ama w ~ ~~ a- m>~ 3aa ~ ~~ > o m --~ a m o -- ~ ~_ y a m o~ w ~~ ~ U ~~ O W H J O D U U H Y z> O Z ~~ CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 07 -Payment Card Industry (PCI) Compliance FUND: CAPITAL DEPARTMENT: Finance & Corporate Services - I.T. PREPARER: Jeff Ham, Manager GIS and DBA BACKGROUND: During the 2011 Capital Budget review meeting on February 4, 2011 members of City Council requested further information on Payment Card Industry (PCI) compliance. RATIONALE /ANALYSIS: 1) Could you please provide a history of the of credit card transactions year over year and whether there is an increasing or decreasing trend? The following tables outline the increasing value of transactions year over year from 2007 to 2010: Total Credit Card Transactions ($) Card Type Year American Express MasterCard VISA Grand Total 2007 $ 419,022 $ 2,699,371 $ 4,170,770 $ 7,289,164 2008 $ 587,351 $ 2,707,459 $ 4,287,024 $ 7,581,834 2009 $ 431,743 $ 2,547,313 $ 3,612,742 $ 6,591,798 2010 $ 534,832 $ 3,045,189 $ 4,535,980 $ 8,116,001 Grand Total $ 1,972,948 $ 10,999,333 $ 16,606,517 $ 29,578,797 The following shows internet-based "on-line payments" for program registrations through our CLASS payment server: Internet Payment for Registrations MasterCard VISA Total 2007 $228,454 $265,540 $493,994 2008 $278,840 $296,335 $575,175 2009 $321,007 $306,416 $627,423 2010 $369,001 $385,981 $754,982 Total $1,197,302 $1,254,272 $2,451,574 Over the past four years, the growth in the value of transactions exceeds the rate of inflation which would indicate a trend towards increased usage of credit cards as a means of payment. 2) Do we have any business areas that only accept Debit cards? The following business areas within the corporation accept debit cards, but do not accept credit cards: • Revenue, • Clerks, Building By-law Enforcement ~~ 231 3) Where do we currently accept credit cards and debit and what are the amounts of the transactions? The following are the major places where credit card and debit card transactions occur at the City. This includes payments for parking tickets handled on-line through "paytickets.ca", all credit card payments and all debit card payments. Sum of DS Amount Upload Ycar DS Location 2007 2008 2009 2010 Grand To[al BREITHAUPT COMMUNITY CENTRE 308,945.45 332,025.51 375,945.35 419,418.40 1,436,334.71 CAMERON HEIGHTS POOL 6,649.47 26,000.30 43,605.21 76,254.98 CANTEEN/CITY HALL 22,160.80 26,120.98 25,829.79 6,301.53 80,413.10 CEMETERIES 346,304.34 359,788.69 472,641.50 689,133.72 1,867,868.7_5 CLERKS 160,152.80 169,568.90 184,869.48 195,365.60 709,956.78 COMMUNITY SERVICES - 7TH FLOOR 590,139.98 766,886.03 836,712.79 997,219.42 3,190,958.22 DOON GOLF COURSE 835,298.32 849,639.85 931,567.19 983,535.63 3,600,040.99 DOWNTOWN COMMUNITY CENTRE 62,183.63 68,656.59 75,727.70 89.953.53 296.521.45 ENFORCEMENT 14,735.50 16,992.25 22,719.00 24,380.50 78,827.25 FARMERS MARKET 4,836.82 4,836.82. FINANCE-REVENUE 3,271,362.84 4,147,492.50 4,947,092.26 5,181,985.29 17,547,932.89 FIRE HALL 157.00 157.00 FOREST HEIGHTS POOL 350,804.14 381,692.69 438,367.08 472,180.59 1,643,044.50 GOVERNMENT INFO COUNTER 86,169.91 77,497.97 140,771.81 53,367.14 357,806.83 HALLMAN POOL 244,511.67 247,377.54 277,620.26 325,615.27 1,095,124.74 HARRY CLASS POOL 23.698.58 23.698.58 KITCHENER MEMORIAL AUDITORIUM 4,732,584.79 4,760,347.53 3,27_9,571.24 4,294,395.30 17,016,898.86 KIWANIS POOL 16,112.30 16,112.30 PARKING-ALL LOCATIONS 379,381.09 475,829.98 506,516.87 589,874.45 1,951,602.39 PLANNING & DEVELOPMENT 58,952.24 58,952.7_4 ROCKWAY GOLF COURSE 946,536.81 902,250.41 917,219.42 901,213.54 3,667,220.18 ROCKWAY SENIOR CENTRE 58,623.62 61,070.31 54,736.58 55,163.28 229,593.79 WILLIAMSBURG COMMUNITY 141.75 1,645.85 1,787.60 CENTRE WILSON POOL 1,006.13 1,006.13 YOUR KITCHENER STORE 10,364.33 1,932.46 4,696.70 1,953.34 18,946.83 Grand Total 12,420,260.02 13,651,976.66 13,468,747.07 15,430,913.66 54,971,897.41 4) What is Centre in the Square (CITS) doing regarding PCI Compliance? CITS is pursuing a "hosted solution" that is specifically available for their box-office system and meets PCI compliance requirements. This system closely matches the specific business requirements at the CITS and would not meet the diverse business needs for all credit card transactions handled at the City. CITS is part of the City of Kitchener's PCI Compliance task force and as such shares any knowledge, training materials and policies that could help either of our organizations in achieving and remaining PCI compliant. 5) Why can't we partner with other municipalities to lower the cost of becoming PCI compliant? PCI Compliance is a condition within our binding agreement between the City of Kitchener and our acquirer, Global Payments. As such, the City of Kitchener has been issued a "Merchant ID" that is unique to us, and for liability reasons can not be shared with third parties, or other Municipalities through a partnership. The costs associated with Kitchener's PCI Compliance are related to the purchase of hardware and licensed software specific to our network and systems architecture. Costs ~~ 232 also included are those of scanning our systems and validating our Self Assessment Questionnaire. Each "merchant", under the conditions of their respective agreements with their acquirer, is required to do this independently so there is no opportunity to partner on those efforts. Ultimately, each municipality is unique, with their own applications, network architecture, risks and policies that need to be compliant. City staff are actively in discussions with other municipalities to share experience and knowledge in becoming PCI compliant. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information. ~~ 233 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 08 -Fire Fleet Details FUND: Capital DEPARTMENT: Fire PREPARER: Tim Beckett, Fire Chief BACKGROUND: During the 2011 Capital Budget review meeting on February 4th, 2011 members of City Council requested further information on the age of the fire fleet as well as the 20 year capital projections. Below is the information requested. RATIONALE /ANALYSIS: The Fire Department must maintain an effective and reliable fleet of emergency response apparatus and subsequent major equipment to meet the demands for an all-hazard emergency response to the citizens. The fire department in collaboration with finance has developed a twenty (20) year replacement strategy for major fleet and equipment including self contained breathing apparatus. We have developed this using the attached cost table and replacement years. See the appendix for the details. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. Appendix: Table 1 -Listing of Vehicles and their VEHICLE DESIGNATION & ASSIGNMENT YEAR Pumper 1 (KP-1) 4535 2009 Pumper 2 (KP-2) 4534 2009 Pumper 3 (KP-3) 4536 2009 Pumper 4 (KP-4) 4531 2007 Pumper 5 (KP-5) 4532 2007 Pumper/Tower 6 (KP-61 4529 2005 Reserve Pump 1 (KP-8) 4523 1998 ~ Reserve Pumo 2 (KP-9) 4520 1995 Aerial/Ladder (KA-2) 4538 2009 ~ Aerial/Platform (KA-4) 4539 2010 Rescue 1 (KR-1) 4537 2009 ~ Rescue 2 (KR-21 4525 (Reserve Rescuel 2000 ITanker 6 (KT-6) 4527 I 2001 Hazmat 1 (KHZ-1) 4526 2001 ~~ 234 Table 2 - Eauipment Cost and Years of Service Replacement Cost ost isposal % et Cost dd Equip otal Costs # Years Prima # Years Backu Target # of Primary each Year Target # of Backup Each Year Pumper 575,000 5% 546,250 157,500 703,750 9 4 6 2 Rescue 498,750 5% 473,813 315,000 788,813 8 8 1 1 Tanker 630,000 5% 598,500 157,500 756,000 11 0 1 Tower 735,000 5% 698,250 157,500 855,750 8 0 1 S ecials O s 384,300 0% 384,300 268,800 653,100 15 0 1 Platform-Aerial 942,500 5% 895,375 147,000 1,042,375 13 0 2 Aerial 892,500 5% 847,875 147,000 994,875 13 0 2 Table 3 - 10 Year Capital Forecast Fire Department Vehicles 10 Year Capital Forecast As of 2010 ~eglnning valance 1,oy3 1,~L4 /tSb L,3yL I,tS/~ 3,b4L 3,4~L 4,4bU 3,tStSU ~,"lye b,bby Add: Transfers from Operating 0 825 1,675 1,170 1,825 1,300 1,900 1,950 1,355 1,500 1,500 Interest 16 11 16 21 27 35 39 41 45 59 70 Total Revenue 1,609 2,360 2,477 3,583 3,727 4,977 5,391 6,451 5,280 6,754 8,239 Less Purchases: Vehicles (see below) 0 1,489 0 1,623 0 1,440 846 2,486 0 0 785 Other 85 85 85 85 85 85 85 85 85 85 85 Total Expenses 85 1,574 85 1,708 85 1,525 931 2,571 85 85 870 Ending Balance 1,524 786 2,392 1,875 3,642 3,452 4,460 3,880 5,195 6,669 7,369 Purchase Cost by Year By Vehicle Typ Pumper e - 718 - 732 - 747 - 2,286 - - 785 Rescue - - - - - - 846 - - - - Tower - - - 890 - - - - - - - Aerial - - - - - - - - - - - Platform-Aerial - - - - - - - - - - - Specials Ops - - - - - 693 - - - - - Tanker - 771 - - - - - - - - - Self Contained Breathing Apparatus 200 - 1,489 - 1,623 - 1,440 846 2,486 - - 785 ~~ 235 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 09 -Emerald Ash Borer Management FUND: Capital DEPARTMENT: Infrastructure Services Department -Operations PREPARER: David Schmitt, Environmental & Urban Forest Project Manager BACKGROUND: Emerald Ash Borer (EAB) an introduced and quarantined tree pest, regulated by the Canadian Food Inspection Agency (CFIA) is causing catastrophic tree loss throughout eastern North America. Since its discovery in 2002, Windsor has already felt the full impact of EAB, while London, Hamilton, Toronto, the GTA, and Ottawa are currently dealing with this pest. With the positive identification of EAB in the City of Kitchener by the CFIA in August 2010, Kitchener joins the growing list of municipalities facing this challenge. Once EAB is detected within an area the lifecycle of the infestation is rapid, with 100% tree mortality typically occurring within ten years. The financial costs municipalities face to address this issue are significant and are compounded by the fact that both the federal and provincial governments have ignored requests from affected municipalities for financial assistance. In recent years several new tools have become available which can help municipalities manage this issue in a cost effective manner. Council was first made aware of EAB in 2004. Since then a number of updates have been provided with the most recent update occurring at Community Services Committee in June 2010 (Report CSD-10-036). The staff report and PowerPoint presentation from June 2010 are attached to this issue paper as pdf for additional information. RATIONALE /ANALYSIS: Street Trees With the recent completion of the street tree inventory the financial impact of EAB on the City's street trees can be determined. For the 4,551 ash trees along residential streets 100% mortality will occur if no action is taken. The total cost to remove and replant these trees will be 4.75 million dollars. The loss of these ash trees will also result in a loss of $3 million in free environmental services (air quality, carbon sequestration, storm water -values calculated using iTree-Streets developed by the United States Forest Service). Over the ten year period the total net loss to the community will be $7.75 million for just the City's street trees. Parks, Natural Areas and Other City Lands The City of Kitchener has an inventory of more than 1,500 hectares of parkland and natural areas. At this time staff does not have the required information to calculate the impact of EAB on these other city lands, including active parkland, natural areas, cemeteries, and golf courses. The City of Burlington estimates that their total costs to deal with EAB will exceed 11.5 million dollars. Private Lands Recognizing that the urban forest on private lands far exceeds what is found on public lands, the financial impact on the community will be significant. With no support form the federal and provincial governments all of the responsibility for leadership, communication and the management of wood waste from private lands within a quarantine zone will fall to the City. Additionally any strategy the City develops to manage EAB costs on its lands must also consider the ash population on private lands. To determine the presence of ash trees on public and ~~ 236 private lands hyper spectral technology can be used to identify individual ash trees. EAB Management Strategy In dealing with EAB the City has two options: 1. Accept 100% mortality and address EAB costs as they occur 2. Develop a proactive strategy (e.g. Oakville, Burlington, and Toronto) with the objective to manage costs and possibly conserve a portion of the City's ash population. Staff belief the second option is the most cost effective. An EAB strategy would include: ^ Annual monitoring of the movement of EAB ^ Hyper spectral analysis to identify ash trees on city and private lands ^ Educational and stewardship information for private lands ^ Identification of priority protection areas and wood waste sites ^ Active management using chemical treatment & tree removal to control the spread of EAB ^ A replanting plan, and ^ The preparation of a ten year capital budget Since the confirmation of EAB staff continues to work with area municipalities; work to date has focused on a common communications strategy. Due to limitations in the financial capacity of the 2011 capital budget staff decided to defer the EAB capital request until 2012. With the confirmation of EAB in the late summer of 2010 staff now belief this capital request should be addressed as soon as possible. To view the June 2010 CSD-10-036 report and a map of the City's streets to search "EAB" on the City's website. FINANCIAL IMPLICATIONS: The 2011-2020 Capital Budget proposes the following new funding in 2012: - Emerald Ash Borer (management strategy) $175,000 Once the 2012 Emerald Ash Borer management strategy is complete, staff will bring forward additional items for consideration in the 2013-2022 capital budget deliberations for the following: ^ Street tree removal and replacement ^ Park, natural areas and other city lands tree removal and replacement ^ Active management to manage costs and conserve part of the city's ash population ^ Private tree education ^ Disposal site(s) for both city trees and private trees RECOMMENDATION: For Information on ~~ 237 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 10 -Outdoor Winter Ice Rinks FUND: Capital and Operating DEPARTMENT: Infrastructure Services-Operations PREPARER: Greg Hummel BACKGROUND: Through budget deliberations, council requested information on ways that the City of Kitchener could provide more outdoor winter rinks in 2011. RATIONALE /ANALYSIS: Each year, the City of Kitchener receives requests to install more outdoor rink locations. Presently, staff has requests for four additional rinks in new subdivisions that have been developed in the last three-four years. Capital funding required for the development of an outdoor winter rink location ranges from $13,000-$15,000. The biggest impact to the cost of the rink is the location of the underground services. The above noted range of costs covers the installation of a concrete rink shack, electrical and water service, purchasing rink boards, hoses/nozzles/shovels. The operating budget required for each winter rink location is approximately $3,700 per year. The operating budget is required for the installation and dismantling of the rink as well as the electrical and water usage costs. FINANCIAL IMPLICATIONS: Over the last number of years, staff has been requested to put monies from the Victoria Park Capital into a reserve for future ice skating in the park. With the funding needed for other winter ice rink locations, staff is recommending that this reserve is used to fund the capital expenditure for the installation of four new winter ice rink locations. Capital Expenditure: Four new rinks C~ $ 13,000-15,000 each = $52,000-60,000 The reserve has a year end balance of $62,000. The existing operating account would need additional funding to be able to supply the rink on an annual basis. Operating Expenditure: Four new rinks ~a $3,700 each = $14,800 RECOMMENDATION: For information. ~~ 238 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 11 -Huron Natural Area FUND: Capital DEPARTMENT: Infrastructure Services -Operations PREPARER: Dan Ritz, Supervisor of Design & Development BACKGROUND: In 1981 the lands known as the Huron Natural Area (HNA) were zoned for an industrial park. Through the vision of community leaders the idea of protecting this unique area grew and today 264 hectares have been protected. Today HNA is Kitchener's premier and largest natural area. It is also a partnership project with the Waterloo Region District School Board (WRDSB) and the Waterloo Catholic District School Board (WCDSB) through a Joint Venturers agreement. The Vision for HNA is as stated in the HNA Master Plan (2001): • to maintain or improve the ecological integrity and stewardship of the park, and • to facilitate the understanding of the Waterloo Region's indigenous ecosystems In 2006, the City along with SuperBuild funding invested $1.5 million dollars into HNA. This work included; the development of a main access point/parking, awashroom/picnic shelter with a green roof, a bus drop off zone and construction of the Huron trail, Forest trail and Meadow trail. In 2008, the WRDSB placed a school portable on site, and now more than 4,000 children participate in the spring and fall outdoor education programming at HNA. In 2010, the city completed the Strasburg Creek boardwalk crossing with a donation of $175,000 from TD Canada Trust. The funding went towards the development of new sections of trail crossing Strasburg Creek and a protected archeological site containing an aboriginal village with longhouses, along with interpretative signage for the site. In addition to trail work staff have been working on several conservation and stewardship projects including; an ecological landscape plan for the front entrance in partnership with the Evergreen Foundation, restoration of a southern Ontario meadow community, assessment of the turtle and beaver population in HNA, and invasive species management. Most of these projects would not be occurring had the City not received funding form the federal, provincial and regional governments. Today the park is used daily by the public with the parking lot often filled. Kitchener's Natural Areas Program (KNAP) Earth Day Celebrations annually attract more than 750 community members. More than 300 residents and students annually participate in 15 or more educational hikes provided by the city through KNAP. RATIONALE /ANALYSIS: Throughout 2010, staff through working with the Joint Ventures group began developing the HNA "Strategic Initiatives". These initiates, while not yet complete include a variety of themes: land acquisition, site management, school & city based programming, environmental education center and a fund raising campaign. Within the site management theme, outstanding trail development continues to be identified and implemented through capacity in the city's Community Trail ten-year capital budget. ~~ 239 In order to complete the primary HNA trail system (see HNA trail map attachment), two section remain incomplete: 1. The Plantation Trail which features 1.7km through a forest which was planted in the late 1950's to create habitat from abandoned farm fields. 2. The Woodland Trail which features 0.8km past a series of kettle wetlands into a younger mixed forest. Trail conditions are variable with a few steep hills, potential boardwalks and uneven terrain. Both the Plantation Trail and Boardwalk Trail were originally scheduled and budgeted through the Community Trail capital budget in years 2012 and 2014. Through direction by Council during the 2010-2019 capital budget process, staff was directed to identify HNA trail works as a separate line item in the future 2011-2020 capital budget discussion. As a result, staff is recommending that $50,000 in 2012 and $50,000 in 2014 be reallocated from the Community Trail capital budget to a new Huron Natural Area line item for the Plantation and Woodland trail works. Staff also proposes to bring back the HNA "Strategic Initiatives" in a future capital budget discussion in 2012-2021 deliberations. FINANCIAL IMPLICATIONS: The 2011-2020 Capital Budget proposes the following funding changes: Huron Natural Area Community Trails 2012 increase by $50,000 decrease by $50,000 2014 increase by $50,000 decrease by $50,000 RECOMMENDATION: For information only. ~~ 240 t ti 2011-02-18 ~F .~ d ~_ ` ~~ y ~.~ .. '~ `£ ~~~ ~~, ,:~ ~f~ ~ ~ _' °a u w~ ~ _ 3 o o A o 0 J z _ 'c c N _3 `o a' - ~ a 3y` a a I J .~ c ~ ~ 't c o ~ o m ~ c _ ~ v' w a ' « ~ O ~ $ o c ~ _ Q ~ A a a E ~° y a j Y ~ .c v • • ~ i= 3 C C G o ~= m ~ - s a .,~~~1~ ~ - ~ ' .. X. ~ ` L 9 ~ { b f 1.~ + . `~ ~ ~ t / ~ r"~• ~, Y~~ • ~~ ~ ` ~ % ! f ; 1 ~ ~ ,• . / ~ I _ ~ ` .` .! ~~ ' y ~ 'E ` r~ ~ ~a~py ~ . ~~:. ~ ...~. ~ t ia.~. Q~ _.,~ `~`: ' ,• ~. ~ ~` .s t" 1 0~ ~i ~~y. a~,.~ r "~, y "</ "d ~~ .. ~, __! t ~ W y ~<~ ~~ 6]_. ~. ~ ~ i u e ~~5~~°w 241 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 12 -Trails, General Parks, Park Strategic Plan FUND: Capital DEPARTMENT: Infrastructure Services-Operations PREPARER: Greg Hummel BACKGROUND: Through budget deliberations, council requested more information what is being planned for community trail development and general park development in 2011. As well, council requested to see what is still outstanding in the ten year capital forecast regarding the Park Strategic Plan. RATIONALE /ANALYSIS: Community Trails: The 2011 capital budget allocation will address the following: 1)Community Trails Master Plan 2) Balzer Greenway Trail 3) Doon Trail-Phase 1 4) Schneider Creek (Trans-Canada) Trail Connection, Balzer & Block Line 5) Walter Bean Grand River Bridge (Contract Administration) (see attached) General Park: The 2011 capital budget allocation will address the following: 1)Deer Ridge (JHS) Community Park 2) Parkvale (Activa) Community Park 3) Countrystone (Sunvest) Community Park 4) Michael Donnenwerth (Eby Estates) Community Park (see attached) Parks Strategic Plan: Through the 2011 budget process many of the items identified in the plan have been taken into consideration as part of the ten year capital forecast. The main themes identified in the plan are shown with the funding that is still required to meet the recommendations of the Parks Strategic Plan: Natural Areas: Urban Natural Area Management Plans/Urban Forestry Site Specific Management Plans Outstanding Value: $1 million dollars Community Trails: Community Trails Master Plan Trail Development Outstanding Value: $1 million dollars Neighbourhood Parks: Park Rehabilitation New park Development Outstanding Value: $2 million dollars (see attached) The Park Strategic Plan will be brought to Council in late March for a presentation as part of the orientation review. 242 FINANCIAL IMPLICATIONS: As identified in the 2011 Capital Budget process. RECOMMENDATION: For information. ~~ 243 ~I"l~h~IT' TFIL CE'ELt~EJT UF'~,~4TEC~ FEBRt1AF~Y, ~~01'I TI~NLie F=~`1~7 TkWLS PLbfN1E6 N'.~1'I TFIJLS PL..fiiH~ 9Ea'Oil® 8111 1 x7rr 6a1 ~. - ::a1'rari;i TNT h~~''?&Y I? Et'~f~~`7erx T'aF. 8 B"upc aecr.T::sERaen rp a '~~~rswai -fni 1< Fs~rY'!'.Me~{~1a&z 3 ;ic~Mmra .Nra-&7s1~Caret uca.enp Ir. ]oer ~-Phaxl 1~ Bo~~.i ~:..x.~7ry. t ?.h:L~run -:.rt.'PSl ~ 1 tricots G!erk "fra raeod3/ - 6n~r&'3ad[ Liar iE i~°~~'i' F~: E;~ T'!aY, 5 _~rrF Tal+~3pe1 ~-a"'l'"+-r l~~~ra;= 12 5'Jairr 3em ura-g ?ts'3r16;r-7.+tYn. 17 L~ron 7ra~-i~foJr?d.? 5 Sk51tr3rdn-:'_.9n TrJ:R~.¢al~~ 12 Hurts-hinhra.V.r~1a.s ik'str 3~n-7re'~itlCr ?a'~:RNA; 1° Lararnce henR'terc F] _asek la7-f&i~t; 9 t45~ Sean -,~ Rf a ~ Tans ~ l3~t1g ,_~ Tre - P'e~x ` 3: '.1 Terns t= C7e'~: Trsl C,a'aPa~r T:'s 3usi~'7a RrhS' rx~>: ~; x Cerrtc Tfap ~~~ IEN .; , 244 NOTE: TRPlL 1Y:]ii}C~ IdEMTIFIEI3 EEYON O 2]"' AaL4Y` 9E R=-Pf~k]TI~Ed ~LI9,IECT TfJ TriE 4:]NPiE710hJ S~F T°HE C+'OIiMUNfT'! T°^uWLS k44wTER PLA.4 EEIL EII CEELF~E1T 1 2 a 9 10 11 12 1'~ le! hem .*aaelYvr Ftirk IfiG7} Ll,etjsil {a~atn ~F1. `J71. fe. u`ar.tx.th Ftrk I~1'[lal ,w~, cret.,,ut,?y wrb ;a~x; Goan rlb-Ta Tl~d C~xretwrlh Rrk 120G91 h u~. : urtir~uwlr ~11.125fOi F~evy~ [m,elat~ P.A I~'~. ~ean5ureeweh Cratr. w5h prk (2i~F~91 T nmuitf rre~rararsiy FrLi~~ill 0.1oe FSei11l CufH1oA ~"~.T' 61) Li5[ie,e lye..el jl 9eei5nw ;Ft.tral Carn'tnrith F~ 1,1181 9eneterc I!Gws; um5elltih P.1151~1C? ~~ixstlYp L`Yi' II-11n1YM~ .".u rleruldt/ Pelt.I~llbj IIPC~J~aTED FE~RIJ~R1~, °Q'I'1 ~ P,WI[3T•uUdh~J,Fd~ruMa~9,1lGi~TY'JvVEwT(~fds 111 Frvn4suli`e,rwl=:I ~.--+rrree sr'?alk ~. ~e)m~ciex l~sa*+!eel;:drtlurktrF FIJI 31 Tg, "r.dl:rren.wssael l:.armulh Prk 73' ~ireeprl S.rwill i'.,m Feag.I~lemv.nN'Fen '}~ 31>tvlFw-~h 4%Fw ~ctrtYeartl7~.rk Irk9we) 2~ Fem. i$lae,7 J: Er-.r.l ~aih Prt. '~~ Lksnt ties. ;2C Euen u.e. r=le,v5.ney f•.e'w;wlir.} ~; t~dierr `vary Fl.Ih jSfs=el ~ Rrtrr F3~rNe elillk I14,rs,l I RFC~Ce~.IE6 P.4fe4S IFUSlI~ll3~i5~lC,~I T uvelFl.:i.i Cumn.ne5'P.el `~'- Ytrtiyeny L~nnarelpF.klxSenr.ri., ~~sulsl 4Y M~In Feeds i=a~mu~etY' FS.n 1 ;ftae~r~l:l 'S2 Tevvee~.e 3ry.;l-`Ir>,t_C'rafr lv+t++ry l~s>eerrlurwpPrk ~?- :i,eteC FSkVI.d.PAt ;°wtgltYlY~~C`_enm~dh FlY e1 3v1 Tlueeyl trmmn@'F'~5 itlesaln.YPdrkel gt. ~enentfmp Pelts {#A.at~d1..2 Perko; 9~. Fraxtwr Grtre. Frae~r y? L'eaeael.l {5`t. Syrn?I Gurmath Peek }i~ 6ee,9ekl-Ru~wkfl ~ ~ ~lfl :~iJw) ~ &tele:la ua wlre, ~.a al e.4 _. Elq;eauen zxlntlplrht.nl. T•IaaY! lBy dFe~9i wx~ c._ TIInelei ("wak FlaT,Nl ~+' ~ c.1 ulwv.le.a nl m .sis,.:l ~-x a r~uw,vr.,• 1_wvidt CV Evil ~ . ~'r._ _. ~ :reins Y'wal - Pi1RYu FaAFiMEC. ~'d X11 YS ~ Fem. I-~'Ye C'cRr<afsPp t~pk 1@ h.ky~ iBy+Jye e:tnnare,pPrk 7P :.oea±f'R,a'le i`wr~I; 'w;mu[ky Pmk 1& IieiSrM CMmt...:nft IEbr Evd~.; ~swenmh fink 1~-c ~{ ~:rrr`:R.. rt .,_.. ..._ . O 245 S-CTE: ?iRti =•Et'E_°.=P.#.R L--?- _~~_ _. ~, ~- I^Jr._s ~E ?+,aF: REF!,&1Li'!,T10N CIF E%13- ~.v ?{.±.w._ PARKS STRATEGIC PLAN CAPITAL INVESTMENTS P~ Natural Areas Urban ~Jatural Area Management Planf Urban Forest Strategy Site-Specific hfatural Area Management Plans Community Community Trails Master Plan 8d: Strategy Trails Trali DeVelopmen$;7cesnctin~:i..•deany~~ate-~tial rt::~n I r-- ilv' :.'..'rl"t t .ra 115 "'~a_tef plan Grand River Flcsodplain Acqusituon Ct~rridar Riverside Park ~'IctiiVie Parkland LFMP Projects I;Includesl~7cLennanPark,5uutf~~istrit4 aa~k, l°:cturia ~~:ark; Skate?,,oard parks,:ratc'i Sport Field Retrcafits tc~ Synthetic Turf Neighhourhaod Park Rehabilitation i;in~I.IdesGler?ar~_ ince:,t--aiArea Parks °t city} Ne4V Park QeVeiopment [includes current Ctietiv nark _ 3sc+; ag ~ reseP~~e garis in Exi_Jng h:eighaourL-oads~ Community inclL.res Cemn,unity =ngage~rer~t & CG nmunicatlan 5tr:ategp^, arks Pron,otian & A~•darer~e s Strategy, Sie~^.ard Illp 8: =ducati,on, Engagement Community Capacity Buif•Jir:g & ~rolunteer5ul>p©rts 2011-02-18 Proposed 10 yr Parks Strategic Plan $1.4 million $1.Q millican kOO T° EP.P. LIE EL C.!EE"~=.~FS $4.3 million $1.U million FO^TG7 EPLiEZ E~D[3 E-`r ...c5 $1.a million rBo - rBo $12.3 million rso C 5 4 illi h'14'iE TO FI R.Si S YEARS OF . m on CAPITAL EUOG E7 $1.2 million $1,Q million ROD TG EARLI Ek &uOGET VEAFLS $5.1 million $1.U million ADO Tu EAR L'. ER. EuC GET YEARS - reo 246 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 13 -Engineering Follow Up Questions FUND: Capital DEPARTMENT: Infrastructure Services, Engineering PREPARER: Grant Murphy, Director of Engineering Ruth-Anne Goetz, Senior Financial Analyst BACKGROUND: At the February 4, 2011 Finance and Corporate Services Committee meeting, Council directed staff to provide further information on certain Engineering issues. RATIONALE /ANALYSIS: 1. Provide information on Federal Gas Tax funding. Background: The Federal Gas Tax Fund is a way to help build Canada's communities by providing funding in support of municipal infrastructure that contributes to cleaner air, cleaner water and reduced greenhouse gas emissions. Eligible Projects: The types of projects that can be funded by the Federal Gas Tax funds can be broken down into two categories, Environmentally Sustainable Municipal Infrastructure, and Capacity Building Projects. o Environmentally Sustainable Municipal Infrastructure (ESMI), includes ^ Public transit ^ Water ^ Wastewater ^ Solid Waste ^ Community Energy Systems ^ Local Roads and Bridges o Capacity Building Projects, includes ^ Collaboration ^ Knowledge ^ Integration What are the requirements for increased spending? A provision in the funding agreement specifies that there should be no reduction in capital spending by municipalities on municipal infrastructure. Therefore, a base amount was calculated, taking into account the total municipally funded capital spending on infrastructure projects between January 1, 2000 and December 31, 2004, less any development charges and grant funding applied to those infrastructure projects. For the City of Kitchener, this base amount was approximately $70 million. As part of the annual audit of our Federal Gas tax funds, the auditors must ascertain whether our budgeted funding for infrastructure projects exceeds this base amount. Based on the preliminary 2011 capital forecast, the municipal infrastructure spending amount is approx $138 million. ~ ~ It should be noted that municipalities have up to three years after the year the money was ~ ~ .; , 247 received, to spend the funds on an eligible environmentally sustainable municipal infrastructure project. If this does not occur, further funding may be withheld. What has been the growth in capital budgets from one year to the next? For audit purposes, the annual amount of spending must be calculated, as the municipality must prove that the Gas Tax funds received will result in net incremental capital spending on municipal infrastructure. The yearly spending amounts are based on budgeted dollars for the five years noted, in order to be comparable with the Base Amount, which is the actual infrastructure spending incurred from 2000 to 2004. Years Spending (in `000's) 2000 to 2004 (Base Amount) $69,776 ( actual ) 2005-2009 $123,556 (bud et 2006-2010 $120,543 bud et 2007-2011 $123,725 (bud et) 2008-2012 $128,130 (bud et 2009-2013 $131,155 (bud et 2010-2014 $122,595 bud et 2011-2015 $138,235 (bud et) 2. Provide a copy of the Environmental Assessment that was approved for the Victoria Lake Rehabilitation project. Engineering staff have provided a hard copy of the Victoria Park Lake Environmental Assessment document to the office of the Mayor and Council. An electronic version is available on the website. 3. How much funding is in the Storm Water Management Implementation account at the end of 2010? The balance in the account at the end of 2010 is a surplus of $541,575.92. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information only. ~~ 248 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 14 -Increased Traffic Calming Reviews FUND: Operating /Capital DEPARTMENT: Infrastructure Services PREPARER: Ken Carmichael, Supervisor of Traffic and Parking BACKGROUND: During consideration of the capital budget at the Finance and Corporate Services Committee meeting on February 4t", 2011, members of the Committee requested further information on the potential to increase the number of traffic calming reviews executed by Transportation Planning. Below is further background and explanations to their questions. RATIONALE /ANALYSIS: Existing Traffic Calming Practices Two (2) formal traffic calming reviews are executed in house by staff each year. These reviews are supported by capital funding in the amount of $100,000 per year. Previous and current analysis of staff time spent on traffic calming reviews indicate that approximately 20-25% of the Traffic Technologists' time is spent on traffic calming reviews, while approximately 10% of the Supervisor of Traffic and Parking's time is spent on traffic calming reviews. Impact of Increased Traffic Calming Reviews In House Staff Execution Having staff execute additional traffic calming reviews will require the provision of additional staff. It is estimated that one (1) additional Traffic Technologist would be required to execute four (4) additional traffic calming reviews in one year. The execution of additional reviews would require additional capital funding in the amount of approximately $50,000 per review in order to install the recommended physical measures. Consultant Execution With the provision of a consultant executing the traffic calming reviews, Traffic Technologist and Supervisor of Traffic and Parking staff time is still required. It is estimated that 10% of the Traffic Technologists' time would be dedicated per traffic calming review, while 5% of the Supervisor of Traffic and Parking's time would be dedicated to the process. Due to the current workload for our Traffic Technologists, adding this required time to their existing workload is not possible. In order to provide staff dedicated to this process, with consultants managing the formal traffic calming reviews, it is advised that an additional Traffic Co-op Student would be required in order to complete all the required staff tasks and duties that are associated with the traffic calming process, along with the other day-to-day duties required in Transportation Planning. Capital funding would be required for the consultant's execution of traffic calming reviews. It is estimated, based on previous experience and confirming with local consultants, that this would amount to a minimum of $30,000 to $50,000, de endin on the location's sco e, er review. ~~ 249 The execution of additional reviews would require additional capital funding in the amount of $50,000 per traffic calming review in order to install the recommended physical measures. Roadways Warranted For Traffic Calming The City of Kitchener has currently received requests to implement traffic calming on 131 of its roadways. However, our traffic calming policy requires that minimum warrants are met before a formal traffic calming review will be considered. Accordingly, based on current conditions measured in the field, approximately 35 of the 131 requested roadways demonstrate conditions that warrant a formal traffic calming review. At the same time, staff is ensuring that traffic calming measures are incorporated into new subdivision designs. This should reduce the demand for further traffic calming requests in the future. FINANCIAL IMPLICATIONS: In House In order to execute four (4) additional traffic calming reviews each year, the following funding is required: • $80,000 operating budget funding annually to provide one (1) additional Traffic Technologist. • $200,000 capital budget funding annually to support the implementation of the physical traffic calming measures. Consultant In order to execute four (4) additional traffic calming reviews each year, the following funding is required: • $40,000 operating budget funding annually to provide one (1) additional Traffic Co-op Student. • $160,000 capital budget funding annually to hire a Traffic Calming consultant. • $200,000 captial budget funding annually to support the implementation of the physical traffic calming measures. RECOMMENDATION: Information only. ~~ 250 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 15 -Reserve Funds FUND: Reserve Funds DEPARTMENT: Finance and Corporate Services PREPARER: Michelle Fardy, Senior Financial Analyst Ryan Hagey, Manager of Financial Planning BACKGROUND: At the February 4, 2011 Finance and Corporate Services Committee meeting, Council directed staff to prepare an issue paper summarizing the details of all City Reserve Funds. As well, some additional information was requested about the Equipment Reserve Fund and the Sick Leave Reserve Fund. RATIONALE /ANALYSIS: 1. Summary of Reserve Funds A summary of the information requested on the 2011 budgeted revenues and expenses for each reserve fund is included as an attachment to this issue paper. 2. Equipment Reserve Fund The purpose of the equipment reserve fund is to fund equipment purchases. Departments are charged a rental fee for the equipment they use, which in turn pays for the maintenance and replacement of that equipment over the course of its useful life. Council policy is that the reserve fund be maintained at an amount equal to the accumulated depreciation of the City fleet, which is over $20 million. The balance of the equipment reserve fund at the end of 2010 was just over $6 million, which is well short of the target level. Additionally, the Financial Condition Assessment presented to Council January 17th shows that City reserve balances as a whole are underfunded relative to other municipalities, so any reduction to this reserve fund would only increase this disparity. 3. Sick Leave Reserve Fund The purpose of the sick leave reserve fund is to fund outstanding accumulated unused sick leave days. The sick leave reserve fund is funded through the benefit rates charged to departments through payroll entries. Council policy is that the sick leave reserve fund should be maintained at a level equivalent to 25% of the liability for accumulated unused sick leave days. The balance of the sick leave reserve fund at the end of 2010 was $4.6M and approximates the balance required according to the Council policy. As mentioned above, City reserve balances are low and should not be reduced further. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: Information only. 251 o v v o ~n ~n v G H Z ~ . . ~ N M ~ M ~ M ~ N ~ ~ ~ ~ W C ~ W .. M ~ M ~ ~ ~ N M 0 W V ~ M M N ~ ~ N ~ ~ H .... a O v ~ M ~ M ~ 6~ ~ 6~ ~ N ~ ~ ~ M ~ W Y N N ~ ~ ~ Z GG N M in Q ~ a m O 6~ 6~ M M ~ M 6~ Z ~ ~ ~ ~ J a ~ CO W M O M M O ~ N ~ N ~ N N I~ ~ N ~ ~ N N ~ J N N ~ N M N ~ ~ O W ~ Y V ~ Q ~ ~n O ~n O O ~n M N H O O O O O 6~ Z N N 6~ M M H W CWC L W ~ Q Q Z Q C L N I~ ~ ~ N ~ N Z ~ ~ M ~ 0 W V ~ m Q ~ m ~ O o v ~n ~ Z ~ a ~ ~ ~ ~ o ~ ~ w ~ a ~ w cn w a, ~}~ ~C J ~ a ~ ~ ~ W , ( /) ~ L L ~ ~ o ~ Z . w . ~ ~ '~ W bn ~ ~ ~ LL a~ a ~ ~ ~ X ~ ~ ~ •~ ~ ~ U °J ro °~ 3 ~ ° ~ a~ ~, 'a a~ > c -- ~ a~ v~ o ~ v m ~ cn c ~ o ~ ~ v ~ ~ ~ w c ~ ~ ~ ~ ~ ~ ~ , ~ 0 0 0 Z m ~ c„ iy O ~ O ~ O ~ O ~ O ~ O ~ , Q ~ ~ y ~ w LJJ ~ m r ~ v, i i i i i i O ~ ~ ~ ~ ~ ~ ~ ~ W b!J C r W ~ ~ C O C O C O C O C O C O > ~ v~ ~ ~ t Z w 4J Q v~ C ~ v~ C ~ v~ C ~ C O ~ ~ Q ~~ O ~ ~ ~ u u u u u u o ~ 0 w ~ ~ ~ ~ Z O _ v W N N ~ O~ ~ I~ O O O n ~ ~ ~ Z ~O O~ ~ O~ O ~ O O O ~ ~ ~ N ~ O d w ~~ ~ ~ ~ ~ ~ ow ~, o Z ,_ N ~n n O O m m O N N ~ ~ ~ ~ H Z .... ~G w U LL U J Q 0 ~ U ~ Orn N m ~n O O O O m ~n N ~ o ~ v rn m ~n ~ ~n ~ m ~ ~ ~ Z ~O ~O ~ N d Q U w Q ~ Z U ~ I~ ~ ~ N O N O ~ N ~ N O N N ~ ~ N N J X 4 C Q W ~ U LL O O ~n ~n ~n ~ rn O O ~o ~o ~o m ~o O N N N d ~ Z _ w ~ U U• LL ~ ~ O O ~ ~ O~ O O O~ ~O ~O O N Z 0 Q J ~.~" LL rn O m ~ ~o ~n n ~n n ~n rn O c~ m ~n m O 0 O ~O ~n ~n m ~O ~o m ~ ~ ~ ~ ~ m cal ~ m ~ O m cal ~ LJJ Z N m m N ~o V ~ m ~7 ~ o ~ ~o ~ w d m N O ~ O ~ ~ O Z z O ~ U w w J W w V / ~ Y ~ W CI~ C LL ~ ~ ~ ~ Z 7 ~ ~ W up C ~ ~ 4J ~ ~ ~ a~ ~ w a ~ ~, y ~ 'Q ~ ~ ~ 3 ~ ~ i a~ y ~ ~ ~ ~ W 4J ~ a~ W ~ ~ o a~ m eL V ~ m ~ U ~ a~ cn o V ~ "' a~ eL ~ V a i eG ~ .~ ~ w ~ ~ ~ ~ w ~, ~ ~ ~ ~ ~ ~ ~ ~, " ~ o 0 0 ~ z m w O O O O O O Q to = ~ w b1J m ~ '^ ~ w cwn ~ w w w w ~ ~ b1J ~ ~ yZj ~ y i i C C i C i C i C i C ~ Vi C L Z ~ ~ Vi C Vi C Vi C C o W GC ~ C ~~ o O > ~ o 0 V V 0 V 0 V 0 V o V a~ ~ ~ ~ O ~ ~ w ~ ~ ~ ~ ~ ~ ~i ~ Z a O V N ~ W ~, d Q °' N ~ ~ w ~ O O ~ O M ~ M ~ ~ I~ O ~ ~ ~ Q N N N N ~ M J V _ ~ O ~ O O ~ ~ N ~ ~ M I~ O O N ~ ~ Q ~ O O ~ ~ ~ Z O N N N Q J ~ V N N O O ~ 6l Q _V J m a ~ ~ ~ ~O ~ ~ N ~ ~O W LL ~ m O O J " ~ O z ~ ° ~ ~ N "' N O H Q ~ ~ ~ N M ~ ~ ~ ~ Z W ~ N N W ,~, Q O v _ O ~ ~ J Q M W ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ M N Q W Z Z ~..~..~ Z ~ ^ I..L w V I w ~ I..L ~ C/~ ~ ~ ~ ~ W ~ O . 4J ~ ~ LL ~ Z w LL ~ LJJ W ~ ~ ro ~~ ~ ro~ O ~ ~ ro ~ ro ~ c v ~ L.L.I W U ~ ~ ~ ~ ~ ~ ~ Q O `~ O ~ O ~ O ~ ~ Z CO c~ m O ~ O ~ O ~ O ~ O O ~ ~ O O cn W +~ ~ O O ~ O w ~ qp c bA ~ ~ v ~ ` ` ` ` ` ` _ ~ ~ ~ (n ~ ~ ~ ~ ~ w ~ ~ a--~ W C ~ Z LJJ ~ -~ + O -~ + O -~ + O -~ + O -~ -~ + + O O ~ O C ~ +~ Z LJJ ~ ~ C ~ C ~ C C ~ O OC C Q , ~ O ~ ~ s u u u u u u o ~ 0 w ~ ~ ~~ Z O _ v W M N Q N 0 N ~ Q O H I~ M M ~ ~ Ol ~ I~ ~ M N O~ ~ O ~ I~ ~ ~+"~ ~ ~+"~ M ~ N V O O ~ ~ N ~ V ~ ~ ~ N V N O u'f 0 ~'f ~ V M ~ ~ N O ~ ~ ~ M O N N ~ N N ~ N ~ ~ M O~ ~ M N ~ ~O ~ ~ ~ ~ ~ ~ O O O W v' ? ~ ~ ~ ~ N N 3 °~ a Y ~ W O 3 Y N ~ O O O M ~O M I~ a a u ce _ O v O O O M M ~ O ~ ~ 0 H ~ j ,,,,, O d W ~ ~ H I~ N ~ N O M O M N ~"' ~ ~ N ~ U ~ Z C7 Z ~ _ ~ W I~ O O ~ M M ~ ~ N O N N N N ~ V ~ V N N ~ ~ N (.7 J Z Z W Z U ~ ~ N ~ ~O m ~ ~ ~O ~ ~O rn I~ rn ~ O O W lfl lfl ~ ~ lfl N Z ~ .... V a J Q ~ M W Q O N M N M O N M ~ N M Ol Z ~ X N H J_ m ~..~..~ ~ ~ ~ ^' I..L W ~ /~ v // ^ I..L ~ " ~ Q ~ C/~ L.L ~ ~ W O - ~ ~ LL Z ~ ~ cw ~ y C ~ ~ ~ NJ a~ -6 V a W N -6 ~ ~ y ~ N ` N i ~ y O ~ W ~..~ N ~ ~ o ~ O ~ U m U ~ V1 O U ~ v' ~ ~ U ~ .O W ~ rC C w v, ~ ~ ~ ~ ~ O O O O ~ O ~ O ~ ° V ~ 0 0 o ,~ ~ Z m ~ m w ~ ~ Q O ~ i ~ = ~ w w w w w ~ np ~ M r r W ~ N i i i i C C C C i C i C 1 v~ C ~ W O v~ Q C v~ v~ C C C W CC ~ C ~ rn O > ~ o 0 0 0 U U U U 0 U 0 U ~ o ~ ~ O ~ x~ w~ ~~ ~~ o ~ ~ a O o v N ~ W Z V N Q °' N CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 16 -Existing Capital Balances FUND: Capital DEPARTMENT: All PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: During consideration of the capital budget at the Finance and Corporate Services Committee meeting on February 4th, 2011, members of the Committee requested further information about existing balances of capital projects, including general provision accounts. RATIONALE /ANALYSIS: A listing of capital account balances as at December 31, 2010 is attached. At year end, the unexpended balance of all capital projects, regardless of funding source, was $48.8million. A number of these projects have already been started, but there is a difference between the timing of budget approval and actual spending from the account. Commitments have already been made to a number of projects that will continue to advance in 2011. Some of the more significant projects include: • Community Centre upgrades (e.g. Kingsdale and Bridgeport) • Major Park upgrades (e.g. McLennan Park) • Central library construction • Full Reconstruction projects (e.g. Park Street and Halls Lane) • New Construction projects (e.g. Blockline Road and Strasburg Road) • Charles/Benton parking garage • Civic District parking garage • Consolidated Maintenance Facility (CMF) FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: Information only. ~~ 256 R ~ N (`~ ~ O O O N O ~ ~ ~ ~ (`~ (O r r r CO O I~ O W ' I~ (O O O ~ ~ ' O O ' ~ ' ' O N ~ r C~ r CO O O H (`') O O O W O (O (O I~ r~ O r N W O (`') r O r O~ O O O O N N I~ r O N r r~~ . . . . . . . . . . . . . . . d V ~O(~(~O~ OOrO t0 r (~ N r~~ O r O OOOO r(~~ N CO CO ~~ CO (~ ~ r~ . . . . . . . . . . . . . . . r ONE OOOOC~(~ (~(~ (O O (~(~(~N N (~ N r N (~ ~ (O (O O N N O O (O N~ I~ W O O ~ N~ O N CO ~~ O~ O ~~ O O CO I~ r~~ N N r~ 0 ~ (~ r O r~ O O ~ O r d (O I~ N N R A N I~ N C O O r 0 (~ (~ ~~ N N O~ (~ N (O I~ r (~ O (~ r (O (O I~ ~ N r O r I~ (~ N Cv ~ O N v r r (~ (~ (~ N r 0 (~ `-' (~ N N N r `-' O (~ O r O~ v CO N N ~ ~ C W ~ or~~cornoo o ao r~ co r co 0 o r . ~n~ncoco~~ co r~ r~ ~ ~ co co r rn o~ ~ r~~no~n coor~nrn ono ' o rn o o r~ ~ o ~ co r~ r r~ r o co co r (O ~~ O (O (O N (O O O (~ ~ ~ r O O N N O O N O O O O ~ ~ ~ . ~ (~ (~ (~ O I~ CO O r~ O r ~ O H O N (~ O ~ ~ ~ O ~ O W ~ ~ (~ O (O ~ N l0 N CO I~ r ~ ~ (O ~ ~ (O (O N ~ ~ CO N CO r CO (~ CO (~ ~ N O O N ~ d x ~~ ~ N N~~ ~ O O O~~ r r (O N N (~ (~ ~ O N~ O~ N O N O r~ O O W r r~ (~ ~ N N (~ r O W p ~ r T i r W p T 0 N l0 I~ CO r r ~ r r N r ao~no o oo O N O O O O ooo~n O O O N co oo ornornr~o~nco~no ~nrn ' CO O O O (`') O (`') r 0 CO ~~ O ~ Q7 0 0 ~ ~ W O O ~ N N ~ O M~ N N O O CO N O N ~ ~ O CO O O N Q . . . . . . 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O O ~ N ~ N CO CO N N I~ r N ~ ~ N (~ (~ ~ R O O Q7 CO B O O ~ r O N r r (`') O (`') r r~ CO O N ~~ 0 0 r O ~ O CO (O (`7 (O I~ O N N (~ r N `-' `-' (~ ~ ~ ~ O `-' ~ r .~ .~ .~ .~ .~ .~ .~ .~ .~ .~ m C .~ d Q v v N N N W= ZWZ Q U OC ~ W Z Q p W p H m (nQ W c~wg Z Hm U~ W U Y m W U U Z ~ ~~F OC(}p m wQw~U OaoC 0 ~ Q~ O Z CC7c7 wc7 w Uo a U Q w ~ > a ~ > ~ ~ cn z ~ ~ W } FZ ¢ OU cn-o[ ~ zQ~wm~w ~ w°C ~ ~ ~}} wo~~w ~c F ZO Z o~ cn c W W - w agC`3C`3 YY Y U` aSnm (nQ Q O~ w Z F Z Z Z Z Z O W W W ~ ~~ Z Z O H W ~~~ W QZ W W W W W OCUU U C7UZUdZO O a Z~~~ ~ ~~ J m ~ Q Q Q Q Q Q Q Q Q Q Q~ U~ Q O W Q Q U U Q U U U F U ~ U U U~~ U w W w Q Z Q Q r r Q V O O ~~ O V CO O O ~ O (`') ~ ~ 2 d (n > W W W W W~> Q~~ 0 0~> O O O~ O~ 0 0 0~ 0 0 UUUUC7~p~~}} ~n~n} °'~~n~n~nZ_~n~~n~n~nO000 U W } J J J J ~ ~ O ~ ~ ~ ~ ~ -6 ~ ~ ~ ~ ~ ~ p ~ ~ ~ ~ ~ ~ C7 Z ~ _ W W W W O~ O m Z Z Z i 6~ Q ~ d d mmmmmL~2Z W W W w E ~ y ~ Q Q ~ ~ ~ oC ~ o U U w O R i +~+ ~ J C ~ N CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 17 -Reduction to General Provisions FUND: Capital DEPARTMENT: All PREPARER: Ruth-Anne Goetz, Senior Financial Analyst BACKGROUND: City staff have been directed to review General Provision accounts within the capital forecast, and provide recommendations for reductions. RATIONALE /ANALYSIS: On February 7, staff were directed to find a 5% reduction in the tax levy. In order to achieve this, staff have reviewed their operating and capital budgets, to identify possible areas for reduction. General provision accounts within the capital budget have been reviewed, with a goal of reducing funding by 5%. However, upon review, it was determined that an overall funding decrease of 3.8% in these accounts can be achieved. Where possible, funding cuts were increased by more than 5% elsewhere in order to offset any cuts that were increased by less than 5%. Facilities Management staff has concerns about the significant budget reduction and resulting deferral of major capital repairs/replacement over the next 10 years. In the past 2 budget cycles, the Facilities Management capital budget has been reduced by $500,000 (2010) and now a proposed $900,000 (2011). If approved, the Capital retrofit/repair/replacement program will be significantly impacted. This means that, rather than acting with due diligence in a preventative/predictive manner, Facilities Management staff will be responding to major building component failure. There would be several risks associated with this course of action Risks to Health/Safety: Public, staff Risks to Image: City of Kitchener Risks to Credibility: City of Kitchener and Facilities Management Risks to Finance: Preventative/Predictive measures are more cost effective in the long run Risks to Facility/Component Longevity: If maintained/upgraded properly, the total lifespan of major components/facility can be realized" Please see attached listing of general provision accounts, and amounts by which they can be reduced. FINANCIAL IMPLICATIONS: An overall 3.8% reduction in funding for these general provision accounts will result in a decrease in the transfer to capital from the operating fund of $275,000. RECOMMENDATION: For information. ~~ 276 U ~ h ~ ~ ~ O C C O . ~ C T cn h h N N C C C ~ ~ 7 N O ~ ~ O O O ~ ~ (~ (~ ~ ~ ~ ~ ~ (~ 7 7 7 Q Q 7 - - - ~ ~ 6 N N 6 6 N N N~~ v Z~ c c c~~'~ o~ ~ 0 0 0 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ Q ~ ~ N ~ i~ O O ~ ~ ~ Q Q cn i~ i~ LL O ~ Q- ~ N N N ~ ~~~~~~ ~ ~ c~ ~ ~ _ _ ~ ~ ~ ~ O O O ~ ~ ~ ~ ~ ~ ~ c~ ~ o cn cn cn ~ ++ N (~ (~ (~ C C i N N C C ~ L L L _O _O ~ h h ~ O O O- i i i U U 0 O_ O_ ~fn U O C ~~~ N N 7 C C N U W J J J W W LL W W ~ W 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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O w w w~ U~ m 0 0~ (~ a, ~~ °_~ O Q~ (~ (~ O W~===pQLLLLLL=~ W OCU~Q~QUO>UOCOCOCUQY(nUmQ1~U ULL=LLm W W U N N ~~~ ~~~ ~~~ rrr ~~~ ~~~ ~~~ ~~~ ~~~ ~~~ ~~~ ~~~ ~~~ 000 ~~~ 000 _~~~ ~~~~~ ~ ~~~ ooo QQQQQ Q~~~ QQQ 000000 O O O O O O 0000 O O O O 000000000 O O O O O O O O N O O O O O N~ O O O O . . . . . . . . . Ln O O O Ln Ln Ln Ln 00 O GO O N N M 1~ ~~ O O O O O In ~ ~ N r N 00 M r M M N r CO M O~~ N~~ ~ GO M N r N M N r r 0 0 0 O N M~ In M O O O N N O O~ ~ N r N d0 ~ r M M N N GO M O~~ N~~ > ~ W ~ ~ J D W ~ ~ ~ Y ~ ~ ~ W ~ M W Z Z Ow ~ wU ~ QU zJ~oZCU ~~ ~ = o[ N~ Z ~W ~~ ~~QOQ _ ~~ z w O ¢ C7 Jz W Q¢ O W Q~ H O~ w (n ~ w Q ~ W ~~ ~_ U~ ~ m W Z~ J~ z ~ oC cn O w cn ~ U H p C~ ~ C7 C7 oC z ~ ~ ~ W Q o O ~ oC c7 c7 ~ g ~ ~ ~ z °~ z W W W QZ?Z~~Z O ~OQ~C'3C'3U~ ¢ W ~ ~ W W= W O W ~ ~¢ LL ¢ W W 0 C7 J 0 0 W-- H~ O~ U ~¢~ W W~ LL W W W Q ~ OC OC U W W z z Q Q O O H W W W ZLL~~C7W W Q w OC ~JHQ(n(nZ(n CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Cap 18 -Other Capital Reductions FUND: Capital DEPARTMENT: All PREPARER: Ryan Hagey, Manager of Financial Planning II BACKGROUND: II City staff were asked to review and comment on a number of capital project adjustments. RATIONALE /ANALYSIS: 1) Review the need of some general accounts (Corporate Plan, Compass Kitchener, Downtown Incentives, Brownfield Programs). Staff have reviewed the need for these general accounts and proposed reductions as part of the general provision reduction or as part of their departmental reductions. Staff do not support any reductions beyond those amounts. 2) Adjust the provision for Urban Design Improvements (p.177). A potential reduction of $50,000 and associated impacts is included in the staff prepared reduction list. 3) Could GPS Maintenance and Operations Review (p.185) be moved out further in the forecast? One-time reductions in capital do not impact the tax levy unless the amount is spread out over all years of the budget and the forecast is rebalanced. This means that the savings on the tax levy are only 1/10t" of the amount removed. Capital issue paper 52 describes the need for an improved GPS system. As detailed in this issue paper, the City is experiencing performance issues with the current system. The GPS maintenance project is a collaboration of a number of nearby municipalities (Kitchener, Waterloo, Cambridge, Region of Waterloo, Brantford, and the County of Brant) which will allow the City to receive more favourable pricing. Delaying this project will lead to higher costs as the City will not benefit from economies of scale. The Operations Review is budgeted fully in 2012, so a deferral would not benefit the 2011 budget. The outcome of this project is to identify potential efficiencies within Operations in light of the movement of those staff into the CMF. 4) Could the Cycling Master Plan and Transportation Demand Plan be delayed? Options about changes to the Parking enterprise are detailed in issue paper Op 32. These include changes to the implementation of cycling master plan and transportation demand plan. 5) Could additional sources of funding be found to fund EDIF? A potential reduction of up to $500,000 and associated impacts is included in the staff prepared reduction list. 6) What is the implication to deferring the reconstruction of Halls Lanes from 2011 to 2013? The reconstruction of Halls Lane is scheduled in three phases. Phase 1 (Gaukel to Benton), phase 2 (Victoria to Gaukel) and phase 3 (Benton to Eby) are scheduled for 2011, 2012 and 2013 respectively. In addition to the budget request for 2011, we are requesting funds for phases 2 (2012) and 3 (2013) in the amount of $3.2M and $2.5M respectively. ~~ 2~0 The City's underground infrastructure (sanitary & storm sewers and watermain) is in poor condition on this street, with the watermain being in especially poor condition. On a recent watermain break, Kitchener Utilities had a very difficult time repairing the break due to the narrow right of way and the amount of infrastructure contained in the right of way. Any delay will result in an increased risk of failure of our infrastructure and additional operational costs. Significant work has already occurred on this project. In anticipation of the reconstruction, KW- Hydro has relocated some infrastructure and installed temporary infrastructure. The tender for phase 1 has closed and is within the budget estimate of approximately $4M. We are targeting a March 7th award. The project team has been in communication with the Downtown Kitchener BIA and property owners regarding the work scheduled for 2011 and a construction open house has been advertised for March 2nd. As such staff are not recommending the deferral of this project any longer. FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: Information onl . ~~ 281 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 01a -Consultant Additional Information FUND: Operating/Capital DEPARTMENT: All PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: Staff have provided City Council with information regarding consulting costs as part of the March 1 Final Budget Day package (text at bottom of page 83, chart on page 85). Additional details were requested about the consultant information and have been included in the attached chart. RATIONALE /ANALYSIS: The original chart that was provided to City Council was prior to year end accruals and adjustments. Since that information was prepared, the City has finalized year end results (subject to audit). In addition to the extra details requested by City Council, staff have updated the values in the attachment to reflect final results for 2010. The two significant changes in the attached chart are 1) year end accruals and 2) adjustments. 1) Year end accruals account for costs that will be paid in 2011, but apply to work done in 2010. The values from the previous chart have been updated to include accruals made as part of the 2010 year end process. Year end accruals have added approximately $260,000 to the chart previously provided. 2) As part of the year end process, staff review selected accounts to ensure that charges have been categorized properly. As part of this analysis, staff identified consulting costs that were classified against a general sub-object when they could be specifically classified as a consulting cost. The original chart provided details for expenses coded to consulting sub-objects. These additional costs have been included in the revised consulting chart and amount to approximately $4 million. FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. 2011-03-11 N l0 i U a '> ~ .U W a~ d c a ~ O N N C C O U O N d N ~ w w ~~ ~~ w~ w ~ w ~ ~ w ~~~ ~~ _~° _~° ~Q~Q~~~~Q~N~~~.a ~~~oa~~~~~~a~NN o~a~ _ ~d°eo_ ~ U ~ m- B U J `m - ~ W No ~ m ~ No _~ m =~ a~ U~UU 6(7¢U~U(7 6(7¢0 as z~ ~° ~. W a D m ~ ~ 2 ~ a U N ~ v N ~ `o a a U U .~ . .~ .~ ~~~ ~i~i minim O ~~U E a O ~ a `m U - U m w z z w = U w ~ U O Y r _ U w a N g ~ E a w w ~ > ¢ N O ~ ? m N a " d - U ~ U N z~°w wa s= ~~~~ `~£~ maz w z in mw vv~ w~=~ __-_ _w ~r '-'m m U ~ z ~ ~ ~ ~ ~> U w o 0 0" > Q~ U H H H L e m o ~NNN ~~ N C d N 7 a a A U ~ N .~ Q a~ ~~ ~~ o N N C C O U O N d N ~ ~£~ £ ~ £ v_v sss ~~~ ~N CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 12 -February 28 Questions FUND: Operating DEPARTMENT: All PREPARER: Ryan Hagey, Manager of Financial Planning BACKGROUND: At the February 28 budget meeting City Council asked a number of questions that required follow up. RATIONALE /ANALYSIS: 1) What are the costs of a part-time position for the Office of the Mayor & Council? Part-time additional support person for Council: $17 500 $60 000 including salary and benefits was allocated for a full time, additional support staff if required. Should this position be reduced to a part-time position, the salary and benefits for the 2011 budget would be reduced to $17 500 as the position would not be filled until approximately mid-2011. As an additional computer and workspace already exists, no additional technology costs would be required for this position. 2) Provide usage numbers for Community Centres over the Christmas break. Over the Christmas break, only two community centres were open. From Dec 29 - 31, 2010, Victoria Hills Community Centre provided service to 108 people, including three neighbourhood association drop in programs, outreach worker services, and public access computer usage. Downtown Community Centre provided service to 177 people, including drop in programs, public access computer usage and one rental. 3) Provide savings estimates for shutting down City Hall over Christmas break. Projected savings are approximately $5,000 and is primarily caused by reduced utility costs. 4) Provide information about amount of printing done by the various neighbourhood associations. Neighbourhood Associations print three newsletters a year of twelve pages each. Stanley Park neighbourhood association and Doon Pioneer Park neighbourhood association print newsletters of 16-20 pages. Additional one off printing is done for neighbourhood associations throughout the year. Quantities of each newsletter printed vary widely depending on the size of the neighbourhood association's area. Council may wish to direct staff to review the neighbourhood association printing policy to ensure it is being applied consistently across all neighbourhood associations and to identify any potential efficiencies in printing that may result from the new print shop equipment. 2011-03-11 5) What is the total cost of all six City run festivals? 2010 EVENTS Net Expenses Cruising on King 15,931 The Word On The Street 20,121 Kidspark 34,129 New Year's Eve 24,289 Christkindl Market 2010 1,618 Tapestry 24,750 TOTAL 120,838 6) Provide the number of complaints received regarding turf maintenance. In 2010, staff has tracked approximately 350 calls in total. These are the calls that have been tracked as specific complaints. Through our marketing, communication endeavors and Q&A with the corporate contact centre, many of the calls have been answered before official complaints have been registered. In previous years staff has averaged over 1500 complaints in a year. 7) What would the savings be if we opened all outdoor pools June 25 and closed Sept 5? The savings included in the budget reduction document on Feb 28t" were $30,000. The revised savings based on the request to standardize the season from June 25t" to Sept 5t" would be $22,950 a drop of $7,050 from the initial savings projections. The only exception to this is the Harry Class pool where the calculation assumes the season ending on Sept 18th (as per CSD) If Harry Class were to close on Sept 5t" along with the other pools the savings would be an additional $4,000. Total savings would be $26,950. What would be the impacts if those dates were moved to the beginning of June? The net revenues generated from June 1 -24th is $4,900 (weather dependant). See details by pool below: June 1 - 24th Expenses Revenues Kiwanis $ 21,000 $ 18,000 Harry Class $ 6,500 $ 17,000 Wilson $ 1,300 $ 800 Idlewood $ 3,500 $ 1,400 $ 32,300 $ 37,200 8) Why is the Stormwater Rate Grant for Charitable Organizations and Places of Worship placed on the tax levy instead of the utility rate base? Under the authority of sections 9, 10 and 11 and part XII of the Province of Ontario's Municipal Act, 2001, the City has the authority to pass a "fees and charges" by-law for the purposes of funding stormwater management. A user fee may be charged to cover the cost of a service and a key component is to ensure that there is a nexus between the amount of the user fee and the 2011-03-11 cost of the service being provided, such that it is not categorized as a tax. To be clear the stormwater Rate Grant for Charitable Organizations and Places of Worship is deemed to be an exemption and is distinct from the proposed stormwater rate credit policy. The exemption is being provided with no rationale nexus to the service being provided. As such, staff received professional opinions that the cost of this exemption be assigned to the tax levy such that the utility rate base remains whole. Otherwise it is viewed that other utility rate payers would challenge the rate structure and Council would be faced with an untenable position to defend this rate in the courts. 9) Provide a summary of charitable organizations that are exempt from SWM. 251 properties are deemed to be Charitable Organizations and Places of Worship. There are 124 Places of Worship that are receiving $218,000 in annual grants and 127 charitable organizations that are receiving $82,000 in annual grants. The stormwater rate that these properties should be paying is shown on their utility bill and then this amount is shown as a deduction. Also, it is approximated that there are about 30 charitable organizations deemed as tenants. Based on corporate practice, these tenants would have to demonstrate that they have had to pay their stormwater utility bill or property tax bill, before it is reimbursed to them. This is consistent with practices in other municipalities 10) Provide a list of streets that require sidewalks. See Attachment 1 for the complete list. 11) What is the cost of changing the recognition reception back to a formal dinner? The change from a formal dinner to a reception was made in 2010. The savings achieved from going from a formal dinner to a reception was approximately $2,200. Council should be aware that this change was made in part to achieve budget savings, but it was also made to respond to suggestions from a number of staff. Event organizers indicate attendance increased in 2010 and the majority of feedback received indicated a preference for the reception format. 12) What are the savings of removing the 15 & 20 year recognition milestones? Including 15 year employees in the long-service recognition program was an addition made in 2001. Twenty year employees have been recognized through this program since its formal approval in 1990. Quantifying the potential savings of removing 15 & 20 year employees from long-service program is difficult given the number of those employees can fluctuate significantly each year. Given the overall costs of the dinner/reception are only approximately $4,000 per year, the savings achieved by not inviting 15 and 20 year employees to that dinner/reception would be minimal. Based on the actual amounts spent in 2010 and 2011 on gift for 15 and 20 year employees, should council wish to remove these employees for this portion of the program there would be a savings of approximately $4,000. Council may choose to continue to have 15 and 20 year employees invited to the dinner/reception, but not have access to the gift program. 2011-03-11 13) Provide more detail about the " Other" line of the SWM issue paper. Further breakdown of Other Expense in Stormwater Management Utility 2011 2010 Bad Debt Expense 5,179 Internal Charges: Admin Overhead 319,366 312,343 Facilities Maintenance 19,464 18,897 GIS 30,000 29,126 Dispatch Cost 44,161 42,875 Engineering/Operations Overhead 138,735 134,694 Commissioner's Office 22,195 21,549 Billing/Meter Reading 545,275 395,524 Staff Salaries and Benefits 247,200 Total "Other" 1,371,575 955,007 FINANCIAL IMPLICATIONS: None. RECOMMENDATION: Information only. 2011-03-11 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 35a -Water and Sanitary Utilities Additional Info FUND: Operating and Capital DEPARTMENT: Infrastructure Services -Sanitary Sewer Utility and Water Utility PREPARER: Ruth-Anne Goetz, Senior Financial Analyst BACKGROUND: The following issue paper provides further information for Council, in regards to the Sanitary Sewer and Water Utilities budgets for 2011. RATIONALE /ANALYSIS: On January 20, 2011, staff presented the Sanitary Sewer Utility and Water Utility operating budgets to Council. Since that information was prepared, the City has finalized year end results (subject to audit), three tenders have come in significantly under budget for projects in the Accelerated Infrastructure Program, and the Regional sewage processing rate has been decreased from 9.9% to 7.9%. The numbers below include the impact of these items. Below is a chart that compares the effect of potential rate increases for each utility. Amounts shown represent the excess of revenues over expenses for each year. SANITARY SEWER UTILITY Prolrese~:l 2411 Rate ~:hange 2414 Actual 24'1'1 Bu 6.9 °l0 2 ,818 4 4.9 °l0 2 ,818 4 3.9 °lo 2 ,818 3 2.9 °l0 ~ 2 ,818 3 1.9 °l0 2 ,618 3 0.9 °l0 2 ,618 2 0.0°l0 2.618 2 Prolrosecl 2411 Rate Change 2414 Actual 2411 Bridge 6.9°l0 884 2,677 4.9°l0 884 2,177 3.9°l0 884 1 ,927 2.9°l0 884 1 ,677 1.9°l0 884 1 ,427 0.9°l0 884 1 ,177 a of Shortfall km's that can Ire 24'12 Buclge# 24`13 Buclge# 2414 Uuclge# 2415 Buclge# cans#ruc#ecl, 24`11 at ti.{b°'n at U.~°.'o at {i.~°'o at li.~~o t8 24'15 5,343 7,338 8,834 9,470 18 4,580 i 6,521 7,781 8,587 18 4,198 8,113 7,324 8,071 _ 1~ 3,816 5,705 8,888 7,804 14 3,434 5,296 6,452 7,138 13 3,062 4,888 6,016 6,871 12 2.708 4.521 5.823 8.251 11 WATER UTILITY a of Shortfall km's that can Ire 24'12 Budget 2413 Bi.ulget 24'14 Budget 2415 Budget constructed, 2411 alt G.4°n at G.J°~a at 5.9°'o at 4.~1°~o t4 2415 2,222 4,257 4,989 5,124 16 1 ,530 3,517 4,205 4,300 13 1 ,184 3,147 3,812 3,888 12 838 2,778 3,420 3,478 11 492 2,408 3,028 3,064 9 i 146 i 2,038 2,838 2,852 8 (165) 1 ,705 2,283 2,281 7 The above analysis assumes that the proposed rate change affects 2011 only. The Sanitary Sewer Utility rate increase for 2012 onwards is projected to be 6.9% per year, and the Water Utility rate increase for 2012 onwards will mirror the Regional rate increase. The existing shortfall in the number of kilometers from the inception of the program to the end of 2010 is 31.71 km. To the end of 2015, that shortfall is likely to grow to 51.06 km. As can be 2011-03-11 seen above, should the proposed rate increase be lowered, only a small fraction of the shortfall can be addressed by the end of 2015. FINANCIAL IMPLICATIONS: Should the rate increase for the utilities be lowered, less funds would be transferred to the respective stabilization/capital reserves. The intention of these reserves is to fund additional capital work, such as the Accelerated Infrastructure Replacement Program (AIRP) kilometer shortfall. Over the next 5 years, there will not be sufficient funds in the reserves to pay for the cost of the shortfall, even with a rate increase of 4.9%, putting the AIRP into jeopardy. RECOMMENDATION: For information. 2011-03-11 CITY OF KITCHENER 2011 BUDGET ISSUE PAPER ISSUE: Op 36a -Stormwater Utility Additional Information FUND: Operating DEPARTMENT: Infrastructure Services -Stormwater Utility PREPARER: Ruth-Anne Goetz, Senior Financial Analyst BACKGROUND: Staff have provided City Council with information regarding the Stormwater Utility as part of the March 1 Final Budget Day package (Issue Paper Op 36). Information on the 2010 comparative amounts, as well as the breakdown of the budgeted 2011 Other Revenue was requested. RATIONALE /ANALYSIS: 1. What makes up the Other Revenue line of the Operating Budget projection? The 2011 budget for Other Revenue is made up of the following: Description 2011 Budget Late Char es 36,871 External Recoveries (for Storm spills) 30,000 Contribution from Sanitary Sewer and Water Utilities (to fund Watercourse work) 98,096 Contribution from City Operating (to fund tax rebate for Places of Worship and Charitable Organizations) 300,000 Tota I 464, 967 2. What are the 2010 comparatives for the Operating Expenses, Transfer to Capital (Accelerated Infrastructure Program) and Transfer to Capital (Other)? The 2010 comparatives are as follows: Descri tion 2011 Bud et 2010 Bud et Operating Expenses: Storm Sewer Maintenance 134,784 147,130 Storm Sewer Re airs 156,556 270,998 Watercourse Maintenance* 314,408 302,940 Bridge & Culvert Maintenance* 88,402 85,196 Machine & Hauling Sweepings 321,131 284,202 Leaf Pickup 389,084 414,966 Storm S ills 50,226 0 Other (administration, internal charges) 1,371,575 955,007 Total Operating Expenses 2,826,166 2,460,439 Transfer to Capital (Accelerated Infrastructure Program) 2,189,000 3,331,000 Transfer to Capital (Other) 9,107,000 4,818,000 *The 2010 budget did not have a separate breakout of these two accounts, therefore the 2010 total has been prorated based on the 2011 breakout. 2011-03-11 FINANCIAL IMPLICATIONS: N/A RECOMMENDATION: For information. 2011-03-11 Further breakdown of Other Expense in Stormwater Management Utility 2011 2010 Bad Debt Expense 5,179 Internal Charges: Admin Overhead 319,366 312,343 Facilities Maintenance 19,464 18,897 GIS 30,000 29,126 Dispatch Cost 44,161 42,875 Engineering/Operations Overhead 138,735 134,694 Commissioner's Office 22,195 21,549 Billing/Meter Reading 545,275 395,524 Staff Salaries and Benefits 247,200 Total "Other" 1,371,575 955,007