HomeMy WebLinkAboutFCS-12-004 - 2012 Final Budget Report and AddendumStaff Report
KI~rCx~.l\T>~R Finance and Carparate Services Department www.kifchenerca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 19, 2012
SUBMITTED BY: Ryan Hagey, Manager/Interim Director of Financial Planning
PREPARED BY: Ryan Hagey, Manager/Interim Director of Financial Planning
WARD(S) INVOLVED: All
DATE OF REPORT: January 6, 2011
REPORT NO.: FCS-12-004
SUBJECT: 2012 Final Budget Day Package
RECOMMENDATION:
For discussion.
BACKGROUND:
Final budget approval is scheduled for January 19, 2012. In addition to the packages Council
has already received during previous budget presentations, this report and the related
attachments provide information on the budget to help facilitate decision making by Council.
The primary content of this report focuses on new legislation regarding municipal budgeting.
The attachments to this report (presentation and follow up issue papers) deal with the core
content of the 2012 budget.
REPORT:
Regulation 284/09 of the Municipal Act titled "Budget Matters -Expenses" requires that before
Council adopts the annual budget, it must first receive a report about excluded expenses and
adopt that report by resolution. The first resolution of the 2012 budget process will accomplish
this task.
Public Sector Accounting Board (PSAB) changes effective in 2009 require the annual
Consolidated Financial Statements to be prepared using full accrual accounting. As a result,
certain expenses are included in the financial statements that are not included in the budget.
For the City of Kitchener these include amortization expenses on tangible capital assets and
employee future benefits.
Amortization Expense on Tangible Capital Assets
Amortization expense on tangible capital assets of $28 million was recorded in the 2010
consolidated financial statements and will be calculated for 2011 as part of financial statement
preparation. The City's 2012 budget does not include an amount related to amortization
expense on tangible capital assets. The 2012 expense is estimated to be $28 million. This
expense is meant to represent the rate at which the City is using up its assets (based on
FINAL - 1
historical cost). It can therefore be used as a rough indication of what should be budgeted for
replacement.
Employee Future Benefits
The PSAB standards do not require that liabilities associated with employee future benefits be
fully funded. The liability for employee future benefits in the City's 2010 consolidated financial
statements equals approximately $23 million, of which $4.6 million was funded by reserves and
reserve funds. These benefits include sick leave, post retirement benefits and workplace safety
and insurance benefits. The estimated increase for 2011 is 11.3% ($2.6 million) based on
inflation and potential employee contract increases. As part of long term financial planning, staff
will continue to develop strategies to close the funding gap.
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:
Budget information has been available on the City of Kitchener website
(kitchener.ca/2012budget). Feedback has been welcomed using the following methods:
• Public meeting on January 9, 2012 in the Council Chambers
• Online comment form at kitchener.ca/2012budget
• Telephone 519-741-2602
• Responses to upcoming Facebook and Twitter postings
• Regular mail at: 2012 Budget, c/o Corporate Communications, Kitchener City Hall, PO
Box 1118, 200 King St. W. 2nd Floor, Kitchener, ON N2G 4G7
• Hard copies of the budget were available by calling 519-741-2602 and leaving a
message with mailing address.
ACKNOWLEDGED BY: Dan Chapman, Deputy CAO (Finance and Corporate Services)
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Issue Parser (IP) Index
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IP # Description
Operating
BD01 General Expense Major Components
BD02 Gapping Program
BD03 Parking Fine Revenue -Follow Up Information
BD04 New Eco Event -Revised Proposal
BD05 Site Plan Inspector
BD06 Gas Rate Analysis
BD07 Gas Capital Investment Reserve Fund
BD08 Water and Sanitary Reserves and Rate Increase Options
BD09 Tier 1 Grant - tri-Pride Community Association Inc.
BD10 Benefits for Part-time/Temporary Employees
BD11 Credit Card Agreement
BD12 Impact of Salary Freeze -Council Salaries
BD13 Impact of Salary Freeze -Senior Management, CITS & KPL
BD14 2011 Projected Results
Capital
BD20 Kitchener-Wilmot Hydro Dividend Policy
BD21 Capital Closeouts
BD22 Tax Revenue Increases from Tannery & Kaufman Lofts
BD23 Planning Studies
BD24 Safe and Healthy Advisory Committee Budget
BD25 Marketplace Acoustics
BD26 Centennial Stadium and Jack Couch Ball Park
BD27 Community Development Infrastructure Program
BD28 Prioritization of Recreation Facilities
BD29 Fire Fleet Details
BD30 Fleet Replacement Equipment Purchases
BD31 Operations Follow Ups
BD32 Consulting Activity
BD33 Review of KMAC Capital Reserve Fees
Potential Reductions
BD40 Your Kitchener Publication
BD41 Property Tax Administration Fee
FINAL - 86
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD01 -General Expense Major Components
FUND: Operating
DEPARTMENT: Finance & Corporate Services Department, Financial Planning
PREPARER: Bonnie Saunderson, Senior Financial Analyst
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper detailing the major components of the general expense item
from slide OP-20.
RATIONALE /ANALYSIS:
Expense Item
1) Transfers to Other Funds
Boards (CITS & KPL)
Debt Expense
Grants Paid
2) Administrative Expenses
3) Professional & Contract Services
Gapping
Total General Expense
of Net Tax
of General Supported
Expense Operating
2012 Budget Budget Budget
$ 10,595,252 38.3% 8.8%
10,513,993 38.0% 8.7%
3,970,947 14.4% 3.3%
2,522,286 9.1 % 2.1
1,167,390 4.2% 1.0%
898,272 3.2% 0.7%
(2,000,000) -7.2% -1.7%
$ 27,668,140 100.0% 23.0%
1) Includes Capital out of Current and EDIF funding
2) Includes Bad Debt Expense, Insurance Premiums and Tax Rebates
3) Includes Humane Society Contract and Computer Software License Fees
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 87
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD02 -Gapping Program
FUND: Operating
DEPARTMENT: All
PREPARER: Barb Wagner, Supervisor of Salary Administration
BACKGROUND:
This issue paper provides information related to Council's query regarding details of the current
gapping program.
RATIONALE /ANALYSIS:
Process:
Gapping is the process whereby unused salary, wage and fringe dollars which accrue when a
vacancy occurs (due to internal transfer, resignation, termination), are transferred from the
operating budgets of the divisions to the gapping account. A gapping target is set by Council
annually through the budget process.
Requests to fill vacant positions are reviewed and authorized by the Corporate Management
Team. The administrative process is fairly complex, involving staff from Financial Planning,
Payroll and Human Resources. A comprehensive review of the administration of the gapping
program is currently being undertaken.
Exemptions:
- Current exemptions to gapping include:
- Business units designated as enterprises by the Ontario Government;
~~ Sewer and Water through Bill 237 Sustainable Water and Waste Water Systems
Improvement and Maintenance Act, 2010; (includes positions in Utilities and
Operations Divisions); and,
=' The Building Division through an amendment to the Building Code Act, 1992, an
Act to Improve Public Safety and to Increase Efficiency in Building Code
Enforcement.
- Positions funded through capital accounts.
- The following positions are not required to maintain prolonged vacancies for reasons
outlined below, however all available gapping will be deducted from the operating accounts
through an annual year-end sweep of accounts:
- Positions necessary for safety and security where coverage is mandatory (e.g.
firefighters and security officers);
- Revenue generating positions (e.g. bylaw enforcement);
- Part-time positions or positions where coverage is required to keep a facility operational
(e.g. community centres, pools);
- "One-of" positions of a business critical or critical skilled nature (e.g. Internal Auditor,
Webmaster)
- 9000 series positions/co-op positions (vacancies are not reviewed by CLT).
FINANCIAL IMPLICATIONS:
The Corporation has not achieved the budgeted gapping target since 2007. The gapping target
included in the 2012 budget is $2M and is the same as the 2011 budget target.
RECOMMENDATION:
Information only.
2012-01-06
FINAL - 88
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD03 -Parking Fine Revenue -Follow Up Information
FUND: Operating
DEPARTMENT: Community Services - By-law Enforcement
PREPARER: Shayne Turner, Director of By-law Enforcement
BACKGROUND:
Further to Issue Paper IP#07, presented to Finance and Corporate Services Committee on
December 5, 2011, additional information was requested relating to:
1) What would be the impact if the private property parking fine was reduced to $20 from $25?
2) Could the City provide a portion of the profits from private property tickets to the property
owner?
RATIONALE /ANALYSIS:
Before addressing the two questions specifically, it is fundamentally important to discuss what
the true focus of parking fines should be. The focus of a fine system is to deter violations and
encourage compliance. The two aforementioned questions relate to how the City can increase
ticket issuance, thereby increasing fine revenue. This is in conflict with the fundamental goal of
an enforcement regime, that being prevention and compliance. In simplest terms, the City
should be encouraging more compliance, not more violations.
Question #1
It is difficult to accurately quantify the impact of reducing the private property parking fine by $5
to $20. Although hard to predict, it is possible that this change could result in an increase in
tickets issued, if people look at the reduced fine as an acceptable risk for parking illegally, where
a fine of $25 would not be an acceptable risk to them. However, it is likely that the increase in
tickets issued would not be sufficient to offset the resulting decrease caused by the reduced fine
itself. Using a benchmark of 11,000 private property tickets issued annually, there would need
to be an increase of 2,750 tickets issued per year (13,750 annually) just to offset the fine
reduction. Given recent trends, it is unlikely that the number of tickets would increase enough to
result in a significant increase in total fine revenue.
Question #2
Parking ticket enforcement is governed by the Provincial Offences Act (POA). A review of the
POA shows that it is silent in relation to providing a portion of profits to the property owner. It
does not specifically preclude a form of revenue sharing with property owner, nor does it
expressly allow it. Assuming that there is no legal impediment to a revenue sharing model,
there are still concerns associated with this type of model. These concerns include:
- A perception of a commission for ticket issuance may undermine the integrity of the
tickets and the officer's objectivity, in the eyes of the public; and
- An incentive to issue tickets could affect the accuracy and quality of the tickets.
Finally, there is the same potential as in Question #1 that the number of tickets will not increase
to the point of offsetting the reduced revenue as well as realizing increased revenue over what
is currently received.
FINANCIAL IMPLICATIONS:
It is difficult to accurately determine what the financial impact of lowering the parking fine, or
implementing a revenue sharing model would be. However, based on staff's current analysis,
they believe that it is unlikely that either initiative would result in any significant increase in
revenue and further, may represent a risk of even further increasing the fine revenue deficit.
RECOMMENDATION:
For information.
2012-01-06
FINAL - 89
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD04 -New Eco Event -Revised Proposal
FUND: Operating or Capital
DEPARTMENT: CSD -Special Events
PREPARER: Jeff Young
BACKGROUND:
On December 5, 2012 Council requested that staff prepare a revised proposal that would
include the potential to partner with the City of Waterloo on alternating dates for an eco-themed
event. In addition, staff were asked to review and report back on what other communities are
currently implementing.
RATIONALE /ANALYSIS:
Waterloo is tentatively planning on hosting their Car Free Sunday events on June 17, July 15,
August 19, September 16.
In order to effectively compliment the proposed dates from Waterloo, it is recommended that
Kitchener host events on July 29, August 26, September 23. These dates would avoid conflicts
with current festivals/events planned in the downtown of Kitchener.
High level dialogue has taken place with Waterloo staff around the concept of partnering the two
events on alternating dates throughout the summer. Waterloo staff are open to the idea of
discussing cooperative branding and promotional activities. If council directs staff to move
forward with this concept then cooperative planning will be undertaken in conjunction with the
Waterloo for 2012.
The focus of the events based in Kitchener would continue to incorporate the theme of
alternative forms of transportation and also include enhancing environmental awareness within
the community, providing an outlet where eco-friendly businesses can demonstrate their
products to consumers and bring people to the downtown.
The proposed series of events would connect to City strategies in the following manner:
1. Creation of another event(s) that supports the City's economic development strategy
2. Supports the City's environment strategy by providing awareness and education
3. Helps create a more livable community by enhancing citizen spirit and pride
Attached is a comparison of some similar events occurring in Southwest Ontario.
2012-01-06
FINAL - 90
FINANCIAL IMPLICATIONS:
The estimated cost for the City of Kitchener to run this even three times in 2012 is $24,825.
Proposed Budget for City of Kitchener
(3 dates -July 29, August 26, September 23)
Expense Est. Cost Per Event
Programming $ 1,800.00
Staffing/Volunteer Recognition $ 675.00
Traffic $ 1,800.00
Communications/Marketing $ 2,500.00
Police Services $ 1,500.00
Total $ 8,275.00
Total for 3 events $ 24,825.00
It should also be noted that a new event may take several years to achieve the success of
existing events as it applies to key metrics: attendance, sponsorship, awareness, partnerships
RECOMMENDATION:
That $24,825 be added to the operating budget to fund three new Eco-Events in 2012.
2012-01-06
FINAL - 91
Comparison of Similar Events
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2012-01-06
FINAL - 92
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD05 -Site Plan Inspector
FUND: Operating
DEPARTMENT: Community Services -Planning Division
PREPARER: Alain Pinard and Director of Planning
BACKGROUND:
At the Finance and Corporate Services Committee meeting of December 5, 2011 staff was
asked to respond to the following question:
Could the proposed Site Plan Inspector position be part time versus full time and provide
some budget savings?
RATIONALE /ANALYSIS:
The hiring of a full time Site Plan Inspector would complete a restructuring of the Site Plan
approval function and Site Plan fees that started in 2008. Revenue increases have exceeded
the projections that were made in 2008 when the restructuring started.
A part time Site Plan Inspector is not recommended for the following reasons:
• Efficiencies from eliminating site inspections by Urban Designers would not be fully realized;
• Sorting out what site plan files would be inspected by the part time Site Plan Inspector and
what files would be inspected by Urban Designers could be cumbersome to administer and
result in inefficiencies;
• It is anticipated that it will be difficult if not impossible to recruit a qualified candidate who is
willing to work part time; and
There is no rationale to deviate from the site plan fee/service restructuring that was initiated
in 2008 given that revenue projections have been exceeded.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information.
2012-01-06
FINAL - 93
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD06 -Gas Rate Analysis
FUND: Operating
DEPARTMENT: Infrastructure Services -Utilities
PREPARER: Loraine Baillargeon, Manager, Asset Optimization
BACKGROUND:
Utilities Division was requested to investigate and report on the impact of possible rate reduction
scenarios on a) revenues and b) Gas Capital Investment Reserve Fund (GCIRF).
RATIONALE /ANALYSIS:
The City of Kitchener is able to set rates for its natural gas utility outside of Ontario Energy
Board (OEB) approval, but if the OEB determines that Kitchener is not complying with their
direction, it could impose their legislated requirements on the Gas utility. Currently, Kitchener's
gas rates are set based on previously adopted policies, which staff are planning to review in
2012 and bring back to Council for discussion in 2012. Changes to rate-setting practices
without a basis in policy may expose the City to increased risk of OEB rate regulation. Further a
reduction to rates would have a corresponding impact on the Utility's ability to maintain the
forecast operating dividend or transfers to the Gas Capital Investment Reserve Fund, which
would ultimately necessitate increases to the tax rate. The gas bill is made up of three separate
components which are described below.
Supply Rate: The supply program has been in effect since April 1998. There can be no cross-
subsidization between this program and any other program the City offers. The program is non-
profit and the rate is approved by Council. A disciplined portfolio approach to gas purchase is
used to provide customers with a low risk, reasonable cost alternative to the current retail
offerings. Customers receive the benefit of aggregated buying power with low overheads and
no profit margin. The current supply rate is $.212 per cubic metre.
Delivery Rate (daily fixed charge and variable charge): Kitchener's rates are derived from the
Ontario Energy Board approved rates for use by Union Gas in their Southern Ontario zone.
Transportation Rate: Kitchener's rate is based on the National Energy Board approved rates
for TransCanada Pipelines (TCPL) for delivery of gas from the Alberta border to the connection
with the Union Gas pipeline system in Ontario. Council endorsed the use of the TCPL rate in
October 2004. The current transportation rate is $.06182 per cubic metre.
The combined total (all-in) per cubic metre charge for gas, transportation and delivery is $0.411.
FINANCIAL IMPLICATIONS:
The chart below outlines the estimated cost for a Union Gas customer and a Kitchener Utility
customer for 2012. For illustrative purposes, it also provides a scenario where Kitchener Utility
transportation rate is decreased by 10% (and shows the corresponding revenue decrease of
$700,000). The revenue reduction would also decrease the gas dividend or GCIRF transfer by
$700,000 per year, which compounded would be $3.5M over the next 5 years.
2012-01-06
FINAL - 94
Kitchener 10% 10%
With a Reduction Reduction
Effective Union Gas Kitchener 10% Revenue GCIRF
Januar 1/12 c/m3 c/m3 Reduction Im act Im act
Supply 11.17 21.20 21.20
Delivery 13.87 13.72 13.72
Trans ortation 5.06 6.18 5.56 $ 700,000) $ (700,000)
Total Unit Rate 30.10 41.10 40.48
Annual Char e $ 781.39 $ 1,068.84 $ 1,052.53
The following text describes the components of the gas rate for 2012 in greater detail.
Supply Rate: For 2012, 43% of the annual gas requirements have been pre-purchased at an
average cost of $.256 per cubic metre. After factoring in the remaining 57% of gas at currently
forecast prices, the average cost could drop to $0.19 - $0.20 per cubic metre. The supply
program cannot be cross-subsidized, and is non-profit/loss. The penalty for cross-subsidizing
this rate would be that the Ontario Energy Board would take over all rate regulation for the City
of Kitchener.
A decision to change the supply rate in 2012 is premature at this time. As the fall and beginning
of winter have been warmer than expected, consumption and revenues have been lower than
forecast. A rate decrease could result in expenses not being recovered should winter
consumption continue to be lower than forecast.
Delivery Rate: As per Union Gas' proposed rate changes (effective January 15t), Kitchener
Utilities propose to increase the daily fixed charge and likely reduce the variable charge later in
2012. Assuming volumes are as forecast, budgeted revenues will not change unless the
approved Union Gas rates are different than what was proposed in the fall of 2011.
Transportation Rate: A decrease in this rate would reduce revenues to the City. For example,
a 10% reduction in this rate would translate to an approximate decrease in revenues of
$700,000 as shown in the table above. This would have a direct impact on the ability for the
utility to pay a dividend or transfer funds to the gas capital investment reserve fund (essentially
depleting the fund).
All In Rate Comparison: Union Gas' combined total charge for gas, transportation and
delivery for the first quarter of 2012 is $.301 per cubic metre.
If Kitchener's transportation rate was adjusted so that the all-in rate was also $.301 per cubic
metre, the impact to the dividend or transfer to the Gas Capital Investment Reserve Fund would
be in the range of a $5 to $8 million reduction annually. However, to do this, the transportation
rate would have to be less than $0.00/cubic metre which is not possible.
The OEB is aware of how the Kitchener Utilities sets each of the rate components and should
there be a drastic change to rates without a carefully thought out change in the rate setting
process, there is a risk that they may regulate all of the rates charged to Kitchener Utilities
customers which would increase the City's costs and reduce flexibility.
RECOMMENDATION:
That any decision regarding rates for the Gas utility be deferred until staff have completed the
analysis of alternative approaches to rate setting and reported back to Council later in 2012.
2012-01-06
FINAL - 95
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD07 -Gas Capital Investment Reserve Fund
FUND: Operating and Capital
DEPARTMENT: Utilities Gasworks
PREPARER: Susan White, Senior Financial Analyst
BACKGROUND:
On December 5, 2011, staff presented the Gasworks operating budget for 2012. Council asked
for additional information on the impact of transferring funds from the Gas Capital Investment
Reserve Fund (GCIRF) to the Tax Stabilization Reserve Fund (TSRF) due to the improved
performance of 2011.
RATIONALE /ANALYSIS:
The chart below shows the bottom line impact on the GCIRF if there was aone-time transfer
from the GCIRF to the TSRF in the amounts of $1 M, $2M or $3M.
Actual Projected Budget Budget Budget Budget Budget
2010 2011 2012 2013 2014 2015 2016
Revenues:
Interest (115) 61 108 117 143 143 161
Contribution from Gas 7,257 8,794 3,279 7,071 4,185 5,082 5,290
Total Revenues 7,142 8,854 3,387 7,188 4,327 5,226 5,451
Expenses:
Transfer to Capital 4,750 5,500 5,000 5,000 4,750 4,750 4,750
Total Expenses 4,750 5,500 5,000 5,000 4,750 4,750 4,750
Net Revenue (Expense) 2,392 3,354 (1,613) 2,188 (423) 476 701
Opening Balance (1,281) 1,11 1 4,465 2,852 5,040 4,617 5,093
Closing Balance 1,111 4,465 2,852 5,040 4,617 5,093 5,794
Transfer of $1 M 1,111 3,450 1,807 3,963 3,508 3,950 4,617
Transfer of $2M 1,111 2,435 761 2,886 2,399 2,808 3,440
Transfer of $3M 1,111 1,420 (284) 1,809 1,290 1,666 2,264
In each of the three transfer scenarios the ending balance also includes the impact to interest
revenue and therefore is not in $1 M increments.
FINANCIAL IMPLICATIONS:
1) Benchmarks for a stabilization reserve would be 10%-15% of operating revenues. In this
case, it would translate to a balance of approximately $5M-$7M, which is the projected balance
before transferring any one-time amount out of the GCIRF.
2) There is significant volatility in the Gas utility, so future cashflows are uncertain. Since 2005,
the gross profit margin has ranged between 39% to 49%. Staff have forecast 48.5% in 2012
and 45% for future years, but these levels of profitability are not guaranteed.
3) Any transfer to the TSRF would be one-time and should not be used as an ongoing funding
source for the operating budget, as the funding will be used up, but not replenished.
RECOMMENDATION:
That the balance of the GCIRF be retained given future uncertainty within the Gas utility and
the overall health of all City reserves.
2012-01-06
FINAL - 96
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD08 -Water and Sanitary Reserves and Rate Increase Options
FUND: Operating and Capital
DEPARTMENT: Infrastructure Services -Sanitary Sewer Utility and Water Utility
PREPARER: Ruth-Anne Goetz, Senior Financial Analyst
Susan White, Senior Financial Analyst
BACKGROUND:
On December 5, 2011, staff presented the Water and Sanitary utility operating budgets to
Council. Since that information was prepared, the Region of Waterloo has finalized its rate
increases for 2012. The rate increases finalized by the Region for water (6.9%) and sanitary
(7.9%) match the rates staff used in their initial projections presented on December 5.
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 they meet legislative requirements and that their infrastructure meets the growing
demands of the municipalities it serves.
The following issue paper provides further information for Council, in regards to the need for
Water and Sanitary reserves as well as rate increase options.
RATIONALE /ANALYSIS:
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 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 its original estimates. There exists a 36.38 kilometre shortfall at the end of 2011.
Using the 2011 cost of construction, additional Water and Sanitary Sewer funding of $106M is
required to fund this shortfall.
In addition to catching up on the shortfall in the AIRP, there are other reasons for building
reserve balances in both Water and Sanitary utilities. For Water, weather is a concern as it can
directly impact the amount of water sales in the summer (e.g. wet summers lead to less lawn
watering and therefore less revenue) and in the winter (e.g. changing winter temperatures can
lead to more main breaks and therefore higher costs). Keeping a sufficient balance in the Water
stabilization reserve will allow the reserve to fund these unanticipated circumstances rather than
having to charge these costs to rate payers in the following year.
2012-01-06
FINAL - 97
Weather is also a significant concern for Sanitary. The yearly surplus/deficit in the Sanitary
utility is heavily reliant on weather patterns - if there is a wet year, the wastewater processing
costs will increase substantially due to inflow and infiltration. The current budget contemplates
an inflow/infiltration amount of 20%, which would be considered appropriate for an average
year. However, as rainfall amounts are unpredictable, and vary from year to year, this can
often lead to a significant unfavourable variance in wastewater processing. For example,
should the 2012 inflow/infiltration amount mirror the amount noted in 2008 and 2009 (approx
40%), this would result in an unfavourable variance of over $3M in processing alone.
The establishment of the Water and Sanitary stabilization and capital reserves will be a positive
step towards dealing with unpredictable circumstances such as the weather and known
infrastructure deficits which are being partially addressed through the current work of the AIRP.
The chart below shows the expected reserve balances at the end of 2011 as well as the
benchmark amounts for the reserves. The chart also shows three different 2012 rate options
(2.9%, 4.9%, and 6.9%) for both Water and Sanitary and the respective reserve transfer for
each rate scenario. In every scenario, there is sufficient funding to cover the operating and
capital costs for each utility. The only difference between these scenarios is how much funding
would remain to be transferred to the respective reserve. As the rate increase is reduced, the
amount of funding available to be transferred to the reserve also reduced.
($ '000's) Water Sanitary
Projected Stabilization
Reserve Balance 2011 3,915 102
Minimum Benchmark (10%) 3,234 3,547
Maximum Benchmark (15%) 4,852 5,321
Budgeted 2012 Transfer to Reserve
6.9% 1,699 3,470
4.9% 1,141 2,866
2.9% 583 2,261
FINANCIAL IMPLICATIONS:
Should the rate increase for the utilities be lowered, fewer funds would be transferred to the
respective reserves. If there are unexpected costs and there is no stabilization reserve there
will be an impact to the rates the following year. The stabilization fund offers an opportunity to
mitigate unexpected costs and offer a more proactive approach to rate setting over the long
term rather than reacting to circumstances in the short term.
Further, there is a significant backlog (approximately $106M) of infrastructure replacement work
to be completed, which is funded 46% from sanitary, 31 % from water, and 23% from storm
water. Therefore it would be prudent to build reserves to deal with this backlog.
RECOMMENDATION:
For information.
2012-01-06
FINAL - 98
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD09 -Tier 1 Grant - tri-Pride Community Association Inc.
FUND: Operating
DEPARTMENT: Community Services/Administration
PREPARER: Jeff Young, Manager of Special Events/
Renate Willms, Supervisor of Administration
BACKGROUND:
At the November 28, 2011 Community and Infrastructure Services Committee meeting, Council
considered a staff report outlining 2012 Tier 1 grant recommendations. Included in that report
was a grant recommendation of $1,126 (in kind) to the tri-Pride Community Association to assist
with expenses related to hosting their annual festival.
Representatives of the tri-Pride Community Association were in attendance to appeal the 2012
grant allocation recommended by staff, requesting that their grant be increased to $9,000
($7,500 cash; $1,500 in kind) for the 2012 event only.
The event organizers provided a draft budget for review but, since a date and venue for the
2012 event had not yet been determined, indicated that the estimated costs may change. The
Committee deferred the grant request to final budget day, pending receipt of additional
information, including confirmation of an event date and venue, updated budget estimates,
options for funding sources and a copy of the organization's July 31, 2011 financial statement.
RATIONALE /ANALYSIS:
The City provides a Tier 1 grant to the tri-Pride Community Association to assist with expenses
related to hosting their annual tri-Pride festival on Roos Island in Victoria Park. As a result of a
new City of Kitchener noise restriction in Victoria Park approved by Council on March 28, 2011,
the event can no longer be held on Roos Island.
Since the November 28 CISC meeting, Special Events staff have met with tri-Pride
representatives and confirmed that their annual festival will be held on Saturday, June 2, 2012
at Kitchener City Hall (Civic Square, Rotunda, King Street). The tri-Pride Community
Association has provided an updated budget to reflect the costs for hosting the event at this
location, a copy of which is attached. To reflect the updated budget estimates, the tri-Pride
Community Association has amended their 2012 grant request from $9,000 to $8,100 ($1,120
cash; $6,980 in kind).
The tri-Pride Community Association has advised that a July 31, 2011 financial statement will
not be available until some time in early 2012.
Community grants align with many strategic directions in the City of Kitchener strategic plan,
including quality of life, leadership and community engagement, diversity and a dynamic
downtown.
2012-01-06
FINAL - 99
~~ FINANCIAL IMPLICATIONS: ~~
The organization is requesting a grant of $8,100 ($1,120 cash; $6,980 in kind) for the 2012
event, an increase of $6,974 over the staff recommended amount of $1,126.
If funded through the community grants budget, any additional grant amount above 2%
approved for the tri-Pride Community Association would reduce the 2012 Tier 2 grant allocation
($134,216 subject to final budget approval) accordingly. This funding source is not
recommended as an option as the Tier 2 grant review committee, during its November and
December meetings, has made recommendations for distribution of the $134,216 Tier 2 budget
allocation.
Should Council wish to approve a grant increase greater than 2% for the tri-Pride Community
Association, staff recommend that the additional increase be funded through the Special Events
operating budget.
RECOMMENDATION:
Staff recommends that the tri-Pride Community Association Inc. receive a 2012 grant of $1,126
(in kind) for their annual festival. This amount represents their 2011 grant plus a 2% increase.
2012-01-06
FINAL - 100
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD10 -Benefits for Part-time/Temporary Employees
FUND: Operating
DEPARTMENT: All
PREPARER: Ita Magid, Supervisor of Benefit Development
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed staff
to prepare an issue paper detailing the provision of benefits to part-time and temporary employees.
RATIONALE /ANALYSIS:
Full-time employees are provided with benefits coverage which includes Extended Health Care,
Dental, Life Insurance and Long Term Disability.
Extended Health Care, Dental and Life Insurance benefits are also offered to part-time and temporary
employees who qualify by having worked 700+ hours in the year prior to their enrolment date. In
order to maintain the benefits, employees must work 500+ hours annually.
Part-time employees pay 50% toward the cost of their benefits. The Corporation pays 100% of the
cost of benefits for temporary employees.
OMERS regulations mandate the Corporation to offer pension benefits to part-time and temporary
employees who have worked 700+ hours in the two years prior to their enrolment date.
Approximately 40% of part-time employees enrolled in benefits have worked for the Corporation
between 5 - 10 years, and 30% have worked for the Corporation between 10 - 26 years. In many
instances, part-time employees hold similar jobs to full-time employees (just at reduced hours) yet
they are not offered the same standard of benefits coverage. The 2009 Culture Survey identified
dissatisfaction with benefits as being a major issue among part-time employees.
FINANCIAL IMPLICATIONS:
Employee
Grou Total # of
Em to ees # Enrolled
in Life Ins City's Cost
for 2010 # Enrolled
in EHC City's Cost
for 2010 # Enrolled
in Dental City's Cost
for 2010
Part-time
Tem orar 905
114 31
78 $3,790
$19,601 44
78 $45,017
$103,280 47
78 $65,671
$91,780
Total 1019 109 $23,391 122 $148,297 125 $157,451
EHC =Extended Health Care which includes, Vision, Prescriptions, Hospital, Paramedicals, etc.
City's Cost for 2010
a) includes an administration fee charged by the Insurance Company to process claims
b) excludes the employee's share of the cost
Part-time employees may choose anyone or all of the benefits.
Temporary employees are enrolled in all the benefits as The Corporation pays 100%.
OMERS premium cost = $233,024 includes 143 part-time /temporary employees
RECOMMENDATION:
For information purposes only.
2012-01-06
FINAL - 101
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD11 -Credit Card Agreement
FUND: Operating
DEPARTMENT: Finance & Corporate Services Department, Accounting Division
PREPARER: Brenda Johnson, Director of Accounting
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper detailing:
1. How does the City negotiate credit card agreements?
2. How often are credit cards used?
3. Can the City charge customers a convenience fee?
RATIONALE /ANALYSIS:
1. The City of Kitchener's credit and debit card service provider is Global Payments. Fees
are negotiated and listed in an agreement with Global Payments, but change from time
to time as credit card companies (VISA/MC/AMEX) change their rates. Global
Payments will typically pass along savings as they realize them from the credit card
companies, or potentially increase rates if the credit card companies increase rates. The
rates were reduced in February of 2011.
2. Credit and debit cards are used throughout the City (pools, community centres' online
registrations with CLASS (the facilities booking system), the Auditorium, golf courses,
the market, cemeteries, parking, clerks, and building and planning). Credit is not
accepted for tax or utility payments. For the last twelve month period (December 2010
to November 2011), the total credit and debit purchases were $15.7M with fees of $267K
(discount fees, equipment rental and administrative fees). The City has experienced
increased credit and debit card usage in each of the last five years.
3. Up until one year ago, merchants were not legally able to charge a different rate for
customers using credit cards versus cash. However, the federal government has
recently changed legislation to now allow it. If this were to be done, disclosure is
required at each point of sale terminal or the City could face heavy fines.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 102
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD12 -Impact of Salary Freeze -Council Salaries
FUND: Operating
DEPARTMENT: CAO's Office, Office of the Mayor & Council
PREPARER: Barb Wagner, Supervisor of Salary Administration
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper detailing the impact of freezing Council salaries.
RATIONALE /ANALYSIS:
Annual economic increases for Mayor and Council mirrored the annual economic increases
awarded to the management group from 2004 to 2008. Council salaries have been frozen twice
in the last three years, first in 2009, when the management group was awarded a 1 % reduction
to the economic increase and again in 2011, reflecting the 0% increase awarded to senior
management.
FINANCIAL IMPLICATIONS:
Potential savings achieved through freezing Council salaries are: $9,232 ($8,028 in wages, and
$1,204 in fringe).
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 103
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD13 -Impact of Salary Freeze -Senior Management, CITS &KPL
FUND: Operating
DEPARTMENT: All Departments
PREPARER: Barb Wagner, Supervisor of Salary Administration
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper detailing the impact of freezing salaries for senior management,
the Centre in the Square and the Kitchener Public Library.
RATIONALE /ANALYSIS:
The following information provides some context for compensation trends in 2012:
The City has access to the results of a national compensation survey of over 250
organizations conducted by Morneau Shepell, an independent third party. In a recent
survey forecasting 2012 results, they are projecting an average 2.8% salary budget
increase. Public sector organizations are projecting the lowest increase (2.0%), while
private sector organizations such as manufacturing (2.6%), services (2.7%), finance
(3.2%) and oil and gas (3.4%) are projecting increases that are near or above the
average.
• Also, as of the last CIBC Canadian Metropolitan Economic Activity Index, Kitchener
was second only to Toronto on the list of the best performing Canadian metropolitan
economies. According to that report, "The City of Kitchener continues to show positive
momentum...largely reflecting a very strong labour market, healthy population growth,
relatively high quality employment and a low level of business bankruptcies."
Below are the specific impacts to the Boards and City of Kitchener Senior Management of a
continued salary freeze.
Centre in the Square:
CITS is forecasting a 1 % increase in management salaries for 2012. The 2011 increase for all
non-union staff was 0%.
Kitchener Public Library:
A salary freeze would not be permitted under KPL's pay equity plan, according to KPL staff.
Note: As arms-length organizations, CITS and KPL have full authority to determine how their
budgets are allocated and to determine annual economic increases within the funding
allocations they receive.
City of Kitchener Senior Management (Grades 12 and above):
Annual economic increases to senior management (Grades 12 and above) have typically
mirrored increases negotiated through the CUPE 791 collective bargaining process with the
exceptions of 2010 when senior management received a 1 % reduction to the economic
increase, and 2011 when the economic increase was eliminated. The CUPE 791 increase
effective April 1St is 1.75%.
~ ~ In considering the option of reducing the cost of living adjustment for senior management fora ~ ~
2012-01-06
FINAL - 104
third consecutive year, members of city council should be aware of the following impacts to the
city's ability to attract and retain skilled, knowledgeable and experienced management staff:
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 and management
positions. This compression will make 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 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 extra hours. Compression can also cause situations
where frontline staff earn more than their direct supervisor, especially relevant where
significant amounts of overtime are incurred (e.g. fire department, operations division).
Reduce Market Competitiveness
The city's 2006 salary comparison study concluded that staff are paid well below the market
rate for similar positions in other municipalities and corporations, and confirmed significant
challenges recruiting qualified employees in many positions, especially senior management
positions. Reducing the cost of living adjustment for senior management for a third
consecutive year will continue to reduce the salary competitiveness gained through the
market adjustments implemented as a result of the 2006 study and increase the potential for
a significant correction when the next study is completed.
Staff Morale
Continuing to award adjustments to senior management that are inconsistent with market or
other city staff can also affect morale, conveying a message, even if unintentional, that the
contributions of these employees are not equally valued and that it acceptable to award
below-market increases to this group.
FINANCIAL IMPLICATIONS:
Centre in the Square:
Potential savings achieved through freezing the July 15t increase of 1 % would be approximately
$3,000 for 2012.
Kitchener Public Library:
A salary freeze of KPL management staff would result in savings of $24,800 (includes fringe)
however, according to KPL staff, such a freeze would not be permitted under KPL's pay equity
plan.
City of Kitchener Senior Management (Grades 12 and above):
Potential savings achieved through freezing senior management salaries would be: $141,694
($109,840 in wages, and $31,854 in fringe).
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 105
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD14 - 2011 Projected Results
FUND: Operating
DEPARTMENT: Finance & Corporate Services Department, Financial Planning
PREPARER: Alicia Italiano, Senior Financial Analyst
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare a summary report with 2012 budget figures and projected 2011 actuals.
RATIONALE /ANALYSIS:
Refer to the attached appendix for the summary report by Division. The attached report
includes all 2011 items posted in SAP up to and including January 4th. These amounts are net
of revenue and expenses.
Please note the majority of year end entries and accruals are still outstanding as the year end
process is not finalized until mid February. Where possible staff have made provisions or
estimates for larger items. There are still a number of smaller transactions that could add up to
a significant dollar amount. For example, there are still three weeks to process invoices relating
to 2011.
These projections have not been vetted by the Divisions, they are purely Finance estimates
based on the actuals in the system and any information we are aware of to date.
FINANCIAL IMPLICATIONS:
It is anticipated that the projected deficit for 2011 can be offset by capital closeouts.
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 106
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CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD20 -Kitchener-Wilmot Hydro Dividend Policy
FUND: Operating
DEPARTMENT: General Revenue
PREPARER: Bonnie Saunderson, Senior Financial Analyst
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper detailing the Kitchener-Wilmot Hydro dividend policy.
RATIONALE /ANALYSIS:
ITCI~ICNIEI~~ ® L, ~'` I~I'I~I1~ II~~.
~®I~ICY P~~~I~iJ ~
I ~~~~ ~~: ~~V1d~13E~ ~f311C~..-o -----.I~~l~l~~i°-W112T1~~ 37Q~r ® ~~1C. - -__
r .---
------
I
~
~~~ ~-rttgeent: >'!l~li'IIc`111CE i
$~E'VISIOn: ldle~' .. ._..~ ,
C1~0. 1"°~d
_
);'r'esident a~ C,~,aO.: It. ~lrarie 4 Issue >~ate: ®ct®bor ~I, ~®t9~ l ~
~°lt~ I±i13aY1CE:: ~ae ~aL1tlII'1~~,.C LL/`'Cs~
I~L'V1Si®n ~9at~: -
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~ To establish the process and criteria to consider in deternzining the dividends to be paid
by Kitchener-Wilmot Hydro Inc. to Kitchener Power Corporation.
P'roccss
After due consideration of the following criteria, and upon acceptance of the audited
financial statements of Kitchener-Wilmot Hydro Inc., the corporation's C.E.O. and
C.F.O. will submit a recornrnendation to the Board regarding the amiual payment of
dividends.
C.,ritcria
~ The payment of dividends wili be based on the following criteria:
1) Existing Banlc and Financing Covenants
® Dividend payments must not breach the terms of financing agreement witl? the
Bank of Monfreal nor contravene any other contractual or legal constraint.
Z) VJorlting Capital Needs of LDC
® Capital expenditures a_re r_.u,Tently financed inten~ally through Net Income
(profits), therefore adenuate level of working capital needs to be maintained to
meet current capital reduirements, as well as to finance the day to day operational
needs.
3) Solvency Test
Ontario Business Corporation Act (Pare III Section 38 (3)) prohibits the payment
of dividends if:
"After the payment, the corporation would be unable to pay its liabilities
as they become clue, or, the realizable value of its assets woaclcl thereby
be Zess tlcarz the aggregate of its liabilities arzd stated copitcd. "
2012-01-06
FINAL - 108
I I~ITCI~NEIZ-wII,M®T IIYI~R® INC. I I
SUBJECT: Dividend Policy -Kitchener-Wilmot Hydro
Inc. President & CEO: R. Charie
V-P Finance: G. Guthrie
Revision: New Issue Date: Oct. 31, 2006 No. F-10 Pa e 2 of 2
4) Capital Structure
If profits are distributed to shareholders such that financing is required to meet the
corporation's capital requirements, the capital structure must not exceed the
Ontario Energy Board (OEB) deemed capital structure.
Therefore dividend distribution should not result in financing requirements that
exceed the deemed capital structure.
The corporation should not have to barrow in order to pay. a dividend.
5) Future Corporate Needs
Financing for future capital initiatives must be considered to ensure adequate
levels of warlcing capital are maintained if initiatives are financed from profits,
and to cover interest payments if financed from debt.
6) OEB Regulatory Changes
The electricity industry is still in a state of flux with the pace of change and
reform continuing well into the near future. The financial risk associated with on-
going regulatory change must be considered including critical issues such as
smart meter funding, compliance issues and the Affiliate Relationships Code
(i.e. -street lighting activities), the cost of capital and 2°d generation incentive
regulation, CDM and revenue stabilization mechanisms, commodity payment
default risk, which are all currently under review by the OEB.
Dividend Declaration and Payment
® Subject to the recommendation of the corporation's C.E.O. and C.F.O:, a Dividend may
be declared and paid each year at the Board's discretion, up to a maximum of 40% of the
corporation's prior year audited after-tax net income.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 109
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD21 -Capital Closeouts
FUND: Capital
DEPARTMENT: All
PREPARER: Ruth-Anne Goetz, Senior Financial Analyst
BACKGROUND:
At the November 17, 2011 Finance and Corporate Services committee meeting, Council had
requested that staff provide a detailed listing of the 2011 tax supported capital closeouts, as well
as the total amount of closeouts in the past five years.
RATIONALE /ANALYSIS:
An extensive review of existing capital account balances for each department is undertaken
every year as part of capital budget review. Each department provides recommendations for
closeouts and options to postpone capital projects or fund them differently. In 2011,
departments were able to achieve approximately $2.3M in tax supported capital closeouts
through this process. A detailed list of the 2011 closeouts is provided in Appendix A.
It should be noted that with the implementation of the Stormwater and Parking enterprises in
2011, fewer projects are being funded by the tax base. This means there will be fewer
opportunities for tax supported capital closeouts in future years.
Historical capital closeouts have been as follows, for the last five years:
Closeout $
2010 1,354,026
2009 3,865,901
2008 906,435
2007 1,269,534
2006 1,923,865
In 2009 and 2010, the majority of the closeout amounts were utilized to fund operating deficits.
For 2008 and prior, the majority of the closeout amounts were reinvested into the tax supported
capital pool.
FINANCIAL IMPLICATIONS:
As part of the 2012 budget submission, $950,000 of capital closeouts are committed to funding
the 2012 capital program. The remaining balance is available to be applied to fund any
operating budget deficit.
RECOMMENDATION:
For information.
2012-01-06
FINAL - 110
Appendix A
Tax Supported Capital Closeouts in 2011
~• ~
1 CSD CP&S Industrial Artefacts (25,000)
2 CSD CP&S Forest Heights Community Centre, General Provision (823)
3 CSD CP&S WilliamsburgCommunityCentreFurniture (6,104)
4 CSD CP&S Kiwanis Park Pump House 61,698
5 CSD CP&S BridgeportCommunityCentre (121,453)
6 CSD Enterprise Services WTBI Cemetery Licence Fees (7,000)
7 CSD Fire Fire Aerial Ladder Testing (15,000)
8 CSD Fire Fire Vehicle Maintenance (125,000)
9 CSD Fire Fire Station #7 (2,397)
10 CSD Fire Fire Thermal Imaging Camera (829)
11 CSD Admin Cliffton Road Project (1 0,770)
12 FCS Legal Services Automated Filing System 7,000
13 FCS Legislated Services Records Centre General Provision (3,235)
14 General KPL Library WREPNET Project (30,000)
15 General General Capital Pool Clearing Account 1,107
16 INS Engineering Wilson Ave- Bridge Replacement (4,743)
17 INS Engineering Green brook Plaza Bridge 57,999
18 INS Engineering Guelph Moore to Ellis (27,434)
19 INS Engineering Shirley Ave/LacknerBlvdE (9,922)
20 INS Engineering Ellis Ave Hartwood to City of Waterloo 38,823
21 INS Engineering Woodside Ave 6,029
22 INS Engineering Green brook -Stirling to Lakeside (6,174)
23 INS Engineering Stirling Ave Greenbrookto H W (5,359)
24 INS Engineering Jubilee Dr -Park to Courtland SR (16,500)
25 INS Engineering Kingsway Dr Sunbeam Ent to Mall 1,184
26 INS Engineering Belmont - Union to Glasgow SR 1,268
27 INS Engineering Sportworld/Tulane Intersection (2,567)
28 INS Engineering Local Imp Sanitary Sewer KingE/Deeridge (286,596)
29 INS Engineering ShirleyAve N Ext/Phase One (50,129)
30 INS Engineering SS Study Stirling at Dumfries (1,105)
31 INS Engineering Local Imp -Sanitary Sewer Victoria St N at Lackner 295,518
32 INS Engineering Local Imp -Sanitary Sewer Ottawa & Strasburg 13
33 INS Engineering Huron Business Pond 2 (522,804)
34 INS Engineering Voisin Greenway Rehabilitation (20,569)
35 INS Engineering Laurel Creek Rehabilitation (116,268)
36 INS Engineering Laurel Creek Slope Stabilization 46
37 INS Engineering Grand River Slope Stabilization (1,099,345)
38 INS Engineering Total Station Survey Equipment (6,622)
39 INS Engineering Street Lighting Miscellaneous (50,000)
40 INS Engineering Street Lighting Metal Halide Prg (15,014)
41 INS Engineering Street Lighting General (50,000)
42 INS Engineering Street Lighting New Install 83-3 (36,378)
43 INS Engineering IncandescentReplacement/Ornamental (9,151)
44 INS Engineering Street Lighting Group Lamp Replacement (100,000)
45 INS Engineering Alterations/Street Lighting 3,318
46 INS Engineering Cycling Master Plan 850
47 INS Engineering Transportation Demand Management 5,181
48
49 INS FM Aquatic Facility- Chicopee (RING) (17,024)
50 INS FM Aquatic Facility- W ilson/Kingsdale (RING) (7,266)
TOTAL (2,335,223 )
2012-01-06
FINAL - 111
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD22 -Tax Revenue Increases from Tannery & Kaufman Lofts
FUND: Operating
DEPARTMENT: Finance & Corporate Services Department -Revenue Division
PREPARER: John Sonser, Revenue Analyst
Bonnie Saunderson, Senior Financial Analyst
BACKGROUND:
At the November 17, 2011 Finance and Corporate Services Committee meeting, Council
directed staff to prepare an issue paper detailing the tax revenue increases as a result of the
development of the Tannery and Kaufman Lofts properties.
RATIONALE /ANALYSIS:
The following is a summary of the Tannery and Kaufman Lofts current City tax revenue
compared to pre-development tax revenue. The Tannery is currently assessed as New
Construction Commercial and appears to still be undergoing development.
Kaufman
Annual Tax Revenues Tannery Lofts
Pre-Development $ 22,365 $ 9,255
Post-Development (2011/current) 68,697 150,296
Increase due to development $ 46,332 $ 141,041
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 112
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD23 -Planning Studies
FUND: Capital
DEPARTMENT: Community Services Department -Planning Division
PREPARER: Alain Pinard, Director of Planning
BACKGROUND:
At the Finance and Corporate Services Committee meeting of November 29, 2011 more
information was requested on the Planning Studies account moving forward. The question
arose during discussions on the development charges accounts.
RATIONALE /ANALYSIS:
The Planning Studies account is a general account that is used to fund a variety of growth-
related activities. These include studies and community engagement that prepare land for
development, support the growth management program, the official plan review and the
implementation of approved policy documents and strategies (e.g. Official Plan and Kitchener
Strategic Plan, Kitchener Growth Management Strategy).
The Planning Studies account is comprised of two components: a smaller component that is
funded from capital from current (CC) and a larger component that is funded from development
charges (DC).
The smaller CC component has a long history and annual funding from CC for this account has
ranged between $20,000 and $25,000. Proposed funding in the Capital Forecast from CC
ranges between $22,000 and $37,000 per year. Any planning initiative that is not growth related
and that is not funded from an existing account is paid for from the CC component of this
account. Typical expenses include outsourced professional services, the purchase of display
materials and data, room rentals, and communications materials.
The larger DC component is new and was introduced as part of the last DC by-law that was
approved in 2009. The DC by-law background study identified various growth-related planning
activities that can be charged back to developers through development charges.
As a result, growth-related studies and related activities have been charged back to this account
since the DC by-law was adopted in 2009. Major expenditures to date include the Rosenberg
community planning projects ($358,480 combined) and the hiring of an in-house Policy Analyst
dedicated to supporting related activities, and which has reduced the need to hire external
consultants (annual salary range of $49,033 - $61,290).
For the most part, growth-related planning studies are foundational and legislated. That is, they
give guidance to subsequent decisions on infrastructure and other community facilities, and they
are required by statute. It is noted that Report FCS-11-171 which presented information on the
priority of all DC projects ranked planning studies first overall.
Future initiatives, (e.g. community engagement, contract staff, outsourced professional services,
etc.), that are expected to require funding from this account include:
• Completion of the Official Plan Review (2012);
• Review of the Secondary Plans for Central Neighbourhoods (2012-2014);
• Nine Rapid Transit Station Area plans (2012-2015);
• Comprehensive Review of the Zoning By-law (2012-2015);
• Cultural Landscape Inventory (2013-2014)
2012-01-06
FINAL - 113
II ~ Hidden Valley Land Use Review (approx. 2013-2015); and II
Streetscape Master Plans (2013-2016)
These initiatives are either legislated or a commitment has been made to undertake them. Most
of these initiatives are identified as Services Priorities in the Community Services Business
Plan. Current funding levels are required in order to support these planned initiatives.
FINANCIAL IMPLICATIONS:
The majority of this account is funded through
tax base.
Development Charges and does not impact the
RECOMMENDATION:
For information.
2012-01-06
FINAL - 114
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD24 -Safe and Healthy Advisory Committee Budget
FUND: Capital
DEPARTMENT: GAO's Department -Strategic Planning and Innovation
PREPARER: Shelley Adams, Director
BACKGROUND:
Individual and community safety and security is critical to quality of life. In the 2005 and 2009
Environics surveys, Kitchener Citizens identified safe and secure neighbourhoods as a high
priority. The City's Safe and Healthy Community Advisory Committee (SHAG) advises
council and staff on policies, programs and services offered directly by or in conjunction with the
city that relate to the health of our neighbourhoods, with a focus on community safety and crime
prevention.
Since its inception, this committee has had the benefit of a capital account in the amount of
$55,000 (at its inception in the late 1990s), to its current annual allocation of $36,000. The fund
has been used over the years to (a) support projects planned for and implemented by this
advisory committee, and (b) provide grants to community groups and organizations to deliver
certain events, initiatives, projects or programs in support of the mandate of the committee.
Examples of the former include neighbourhood safety audits, the 2000-2003 "lighten up"
campaigns, the 2007 "creating a Culture of Safety" community forum, and the annual publication
of "The Little Black Book", a pocket resource for youth.
More recently, funds have almost entirely been used to provide grants to the community for
efforts directed at community safety and crime prevention. Between 2005 and 2010, SHAG
provided a grant to the Working Centre's outreach program to support people who live on, or
are at risk of living on, the street (from $23,000 to $16,000 in 2010). In the 2011 budget year,
this grant was transferred to and funded by the Tier 1 Community Grants program, in keeping
with aims of, and funding criteria for, that program. The KDBIA has been awarded between
$8,000 and $10,000 on an annual basis for the downtown graffiti program. In 2010, the group
recommended funding in the amount of $15,000 be granted to the City's youth services division
to conduct a "for-youth-by-youth" engagement project. Smaller projects have been funded each
year (e.g., WAYVE anti-bullying, a community garden, etc.), as well as to help cover costs of the
annual "town and gown barbeque" in the Doon-Conestoga College neighbourhood, and to
sponsor an award at the Festival of Neighbourhoods annual Grand Finale. Small amounts are
allocated annually to meeting expenses and committee administration. Regularly, the committee
grants almost its entire budget on an annual basis.
RATIONALE /ANALYSIS:
The 2011 allocation amounted to $36,100. To date, the budget has been allocated as follows:
Wages and Benefits $23,000
Advisory Committee Meeting Expenses 700
Placemaking Workshop (with Crime Prevention Council) 800
KBIA Graffiti Program 5,000
Festival of Neighbourhoods Award 250
TOTAL commitment to date $29,750
Until 2007, afull-time staff position was dedicated to the efforts of this committee, as well as to
various corporate and community safety and crime prevention efforts. From that point in time,
2012-01-06
FINAL - 115
staff in existing positions picked up these responsibilities, as able. However, with the growing
focus on community safety as a shared priority between citizens and Council, and as internal
workload demands grew, so too did the need for dedicated resources to this business area.
With the transfer of the Working Centre grant to the community services grants program in
2011, the group was afforded an opportunity to secure temporary staffing support to rebuild the
Safe and Healthy Advisory Committee (after a year of substantial turnover), develop a workplan
of substantial ambition, support community partnerships and initiatives (i.e., the Iron Horse Trail
Safety project, educational collaborations, etc.), and, currently, implement a process to build a
city-wide strategy for safe and healthy neighbourhoods with the advisory committee.
In addition, with the evolution of the KDBIA's graffiti program and the use of graffiti repellant
finishes on outdoor furniture and paint, it is expected that the grant will be further reduced or
eliminated in 2012. That said, we are anticipating a request from a new collaboration between
ourselves, the Waterloo Regional Police Service, the Crime Prevention Council and various
community organizations for request to support "graffiti-to-art" initiatives as they come forward.
One possibility on the horizon is the funding of supplies for removal of graffiti and replacement
with a mural on a shed abutting the Iron Horse Trail in the Victoria Park Neighbourhood, as part
of a larger community safety effort.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 116
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD25 -Marketplace Acoustics
FUND: Capital
DEPARTMENT: CAO- Economic Development -Market
PREPARER: Diane Garrington, Market Manager
Kim Feere, Program and Development Coordinator
BACKGROUND:
In 2010, the City constructed a teaching kitchen and event space in the Kitchener Market as a
catalyst for business development by connecting local food producers to local chefs and
consumers in a kitchen teaching environment. Since the 2010 launch the facility has been used
for weekly cooking lessons, corporate development, and summer chef camp.
In November 2011, the Kitchener Market partnered with Grand River Shows to deliver Food &
Drink Expo 2011. The event drew a capacity audience of 5,000. During this event, hourly
cooking classes in the Marketplace were booked with 40-50 attendees each, demonstrating the
potential interest in casual culinary education.
RATIONALE /ANALYSIS:
In the first quarter of 2011, the Kitchener Market launched its Rental Marketing Plan which
incorporates three Marketplace rental packages ranging from $35/hour to $75/hour depending
on client requirement. The initial response to the product offering was very positive with three
significant corporate bookings -two of which were monthly. Initial corporate rentals were in the
range of $2,580 - $4,000 per year. However, all three bookings were lost as a result of the
acoustic levels and light control in the room. It is estimated that the value of these lost rentals
annualized was in the $8,680 range. It also had the effect of eliminating corporate rentals for the
remainder of the year. Ambient noise levels have impaired further bookings. From an acoustic
standpoint, the corporate training and development market is the most demanding. For this
purpose, the noise level within the room must be mitigated to allow for comprehension of normal
speech.
The Kitchener Market contracted David Thompson Architect Ltd. in January, 2011 to study the
cause of unwanted noise levels. In order to function properly the room must be sealed from the
rest of the Market by installing a physical barrier between the two spaces. Three options have
been submitted for consideration with price estimates ranging from $88,000 to $100,000.
The calculation of the payback for this work is:
Proposed Marketplace Acoustic budget $100,000
Estimated additional Marketplace net revenue $22,400
Payback term 4.5 years
Addressing the acoustic challenges in the Market will also allow the facility to evaluate its pricing
model, adding further new revenue.
FINANCIAL IMPLICATIONS:
None. The funding for the acoustic upgrade is included in the proposed 2012 capital budget.
RECOMMENDATION:
For information.
2012-01-06
FINAL - 117
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD26 -CENTENNIAL STADIUM AND JACK COUCH BALL PARK
FUND: CAPITAL
DEPARTMENT: COMMUNITY SERVICES DEPT -ENTERPRISE
PREPARER: KIM KUGLER, MANAGER AUD/ARENAS/GOLF
BACKGROUND:
In May 2011, public access to the grandstands and one portable at Centennial Stadium and a
second portable at Jack Couch Ball Park were closed to the public as a result of a facility audit.
The sports fields at Centennial Stadium and Jack Couch remained operational and the track
remained usable but with some modifications as a result of reductions in the number of useable
lanes.
During capital budget review, Council asked for information and a cost estimate related to the
issues at Centennial Stadium and Jack Couch Ball Park (aging grandstand, track and portables
washrooms, lighting and irrigation systems). Staff members are meeting with all the user groups
to identify the needs primarily for Centennial Stadium. Information is also being collected from
suppliers and contractors to determine estimates for repair or replacement work for various
components of the stadium to be addressed in a report in March 2012.
RATIONALE /ANALYSIS:
The capital investment required for Centennial Stadium could vary from $1,000,000 to
$3,000,000 depending on the scope of the upgrades, repairs, replacements or decommissioning
that is required. The costs will vary depending on the scope of the programming that is
ultimately recommended. Staff expect this to be addressed in greater detail in the March 2012
report and ultimately dealt with as part of the 2013 capital budget process.
There are a number of repairs being made to lighting and irrigation systems to ensure the use of
the playing fields for 2012 and these projects are being funded within existing Auditorium and
Facilities Management capital maintenance budgets for Centennial Stadium.
At this time a facility audit has not been completed for Jack Couch Ball Park so there are no
cost estimates available.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 118
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD27 -Community Development Infrastructure Program
FUND: Capital
DEPARTMENT: Community Services -Community Programs and Services
PREPARER: Linda Pretty, Admin Assistant, Community Programs and Services
BACKGROUND:
As directed by Council at the budget meeting on November 17, 2011, staff has prepared the following
summary providing a financial overview of the Community Development Infrastructure Program (CDIP) from
its inception in 1996 to November 2011.
CDIP exists to offer aone-time cash grant to provide seed money to neighbourhood associations and
communities of interest for the purpose of community development whereby residents take action and
address self-identified issues in their community.
Based on Council directive in June 2010, the Community Development Infrastructure Grant program was
added as a component to the Community Investment policy (see Section 6 of the revised Council Policy 1-
525-Community Investment).
The chart below identifies CDIP cash grants that have been made to date.
RATIONALE /ANALYSIS:
Date of Approval Group Project Grant
Approved
March 20, 2000 GROUP ("Get Rid of Urban To run a pesticide awareness program 1,500.00
Pesticides")
October 15, 2001 CCAS (Cameron To link schools, government, social services 14,500.00
Communities and Schools) and other communities of interest to
support children and families.
April 29, 2002 From the Ground Up Building and sustaining healthy communities 1,500.00
March 1, 2004 Downtown East Change the negative perception of the area 30,000.00
"Ya Gotta Love It" and to develop a strategic plan related to
absentee landlords and tenant behavior
March 23, 2004 Culture Plan II Steering Culture Plan II Action Plan 7,150.00
Committee
May 2, 2005 Downtown East Continue the project to change the negative 15,000.00
"Ya Gotta Love It" perception of the area and to develop a
strategic plan related to absentee landlords
and tenant behavior
November 21, 2005 Stanley Park NA Expenses related to incorporation of the 700.00
association
April 10, 2006 Paulander Drive Community needs and resource assessment 12,700.00
Community
2012-01-06
FINAL - 119
December 11, 2006 Centreville Chicopee Developing a service plan for preschool 6,700.00
Community Association program
February 19, 2007 Downtown East Associated costs to expand the "Landlord 36,650.00
"Ya Gotta Love It" Program"
($17,400 in 2007 and $19,250 in 2008)
August 13, 2007 Cherry Park Costs associated with incorporation; 11,300.00
Neighbourhood program & admin costs to investigate
Association programming space.
January 8, 2008 Healing of the Seven Costs to strengthen their outreach program 15,000.00
Generations
March 31, 2008 Festival of Neighbourhoods Strategic review of the program 15,000.00
October 27, 2011 Williamsburg Community Associated costs to incorporate 3,000.00
Association
TOTAL 170,700.00
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 120
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD28 -Prioritization of Recreation Facilities
FUND: Capital
DEPARTMENT: Community Services /Infrastructure Services
PREPARER: Mark Hildebrand, Director Community Programs and Services
BACKGROUND:
On Thursday November 17, 2011, at Finance and Corporate Services Committee Meeting, staff
was asked to bring back an issue paper considering Recreation Facilities (indoor and outdoor)
and their prioritization in the 10 year capital forecast. The questions asked as well as the
accompanying answers are below.
RATIONALE /ANALYSIS:
1. Provide information outlining the length of time that the Mill Courtland Community
has been waiting for an expansion to the Mill Courtland Community Centre (MCCC).
An expansion for Mill Courtland has been in the 10 year capital forecast since 2005, initially
scheduled for project initiation in 2009. Financial constraints and change in scope has seen the
project pushed out, with 2018 currently the target year to begin the project.
In 2005, the Leisure Facilities Master Plan first documented the need for a small addition to the
MCCC. Although a thorough business case was not yet completed, in 2005, $350,000 was
placed in year 2009 of the 10 year capital forecast to accommodate a room addition, to replace
the space provided by a small portable placed on site in 2004. During budget deliberations in
2006, this amount was increased to $514,000 and moved out to 2012 in the Capital Forecast,
due to financial constraints.
Community consultation and research showed that approximately 5,600 sq ft was actually
required to meet the needs of the community, increasing the estimated budget to $2.2 million.
During 2011 capital budget deliberations staff brought forward an issue paper recommending
the increased budget. It was placed in years 2016 to 2018 of the 10 year capital forecast.
2. Provide an issue paper to prioritize Doon Pioneer Park community centre, Mill
Courtland Community Centre and South-End Community Centre, Pool, Arena, Park
and Library and considering development charge priorities for South-End projects.
There are two items that have been reviewed and approved by Council which addresses the
prioritization of recreation facilities, including Report FCS-11-014 "2011 Capital Forecast and
Development Charges Reserves", and the Kitchener Growth Management Plan.
Report FCS-11-014
On February 4, 2011 Report FCS-11-014 was brought forward to Finance and Corporate
Services Committee which addressed the 2011 Capital Forecast and Development Charges
Reserves. Within this report priorities for Parks and Recreation services were forwarded which
considered: i) recommendations in the Leisure Facilities Master Plan (2005), ii) the Community
Centre Feasibility Study (2000), iii) the Parks Master Plan (2010); as well as community
consultation, an analysis of population growth areas, and programming market demand
analysis.
The priorities for Parks and Recreation Services (indoor and outdoor) for development charge
funding in order of priority were as follows:
2012-01-06
FINAL - 121
Indoor Recreation Outdoor Recreation
• Doon Pioneer Park Community Centre Expansion Neighbourhood Parks and Trails
• Mill Courtland Community Centre Expansion District Parks and Sportsfields
• Southwest Community Centre Artificial Turf
• Southwest Pool South District Park Sportsfields
• Southwest Arena
Key points from report FCS-11-014 that led to the recommended priorities include:
• The Community Centre Feasibility Study (2000) originally recommended the expansion
of the Doon Pioneer Park Community Centre for 2008 and has been pushed out in the
forecast a number of times. Substantial growth in the community and higher demand on
programming are increasing the need to complete the expansion as soon as possible.
• Mill Courtland Community Centre was experiencing space needs due to increased
participation in programs. A portable was placed on site as a short term solution with an
expansion seen as a need for the long term -see #1 above.
• Given the servicing profile for indoor pools (1 pool for every 50,000 residents) and
because current demand for aquatic programming did not show immediate need, capital
funding for a new pool in the south end was pushed to the far end of the capital forecast.
• With the recent addition of Activa Sportsplex, and also acquiring 100% of the inventory
at Sportsworld, the next arena facility could be delayed for up to 10 years.
• The timing of the South-End Library branch will be impacted by the decline in
development charge revenues over the past several years.
Considering Report FCS-11-014, the subsequent 2011 ten year capital forecast was approved
for the following recreational facilities, in order of priority:
PROJECT
Doon Pioneer Park
CC Expansion
Mill Courtland CC
Expansion
South District Park
South End Library
South End CC
South End Arena "
South End Pool
4,449 4,756 450 347 10,002
1,036 3,681 4,717
8,840 8,840
Note: Remainder of project budget to be placed in year 2021
The Kitchener Growth Management Plan
In 2011 staff brought forward the Kitchener Growth Management Plan (KGMP), which also
helps establish the timing of growth related capital budget projects including the expansions of
Doon Pioneer Park CC, Mill Courtland Community Centre, as well as the south end community
facilities. The priorities brought forward in the KGMP not only considered the health of
development charges reserves, but also coordinated priorities with the timing of major
infrastructure servicing.
The growth-related recreation facilities recommended for the Capital Budget Forecast as
reflected through the approved KGMP 2011 included:
• Doon Pioneer Park Community Centre expansion (2016),
• Mill Courtland Community Centre expansion (2016-181,
2012-01-06
Approved 2011 10 Year Capital Forecast
Budget Year/Amount ($ 000's)
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total
3, 700 I I I I I 3,700
878 ~ 1,790 ~ 247 ~ ~ ~ 2,915
FINAL - 122
South End Community Centre and Library (Rosenberg) (2019-20),
South District Park (2017, 2019), and
Twin Pad Arena and Pool (2020-2021+)
Note: the Rosenberg Secondary Plan includes the potential for a future neighbourhood-scale community
facility in the "Becker" lands which for now would be post-2021.
The current prioritization of recreation facilities, as outlined in FCS-11-014 and the KGMP, takes
into consideration recommendations from the City of Kitchener's major strategies, studies and
plans while also considering financial constraints and planned growth in the community. As
such, staff is not making any recommendations to deviate from what has been outlined in the
2012 proposed 10 year capital forecast which reflects the recommended priorities which are:
1. Doon Pioneer Park Community Centre Expansion
2. Mill Courtland Community Centre Expansion
3. South District Park
4. South End Library
5. South End Community Centre
6. South End Arena
7. South End Pool
The following has been forwarded in the 2012 ten year capital forecast for approval and reflects
the relative priority of the projects as listed above. The facility priorities outlined in the KGMP
have been considered in the forecast and are consistent with the suggested timing of the
projects. Timing of all Development Charge funded projects in 2015 and beyond is tentative and
subject to change based on the results of the next DC background study.
Proposed 2012 10 Year Capital Forecast
Budget Year/Amount ($ 000's)
PROJECT 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Total
Doon Pioneer Park 3,700 3,700
CC Expansion
Mill Courtland CC g7g 1,790 247 2,915
Expansion
South District Park 2,938 7,211 10,149
South End Library 445 476 45 4,535 4,501 10,002
South End CC 487 1,337 3,066 166 5,056
South End Arena 8,840 9,282 18,122
South End Pool 4,870 5,113 9,983
If changes in the potential timing of the recreation facilities are to be entertained, particularly in
the South End/Rosenberg community, the ripple effect would also have to be considered
including the timing of servicing and development in the area along with the impact of other
growth-related infrastructure in the city on the Development Charges Reserve Fund forecast.
Considering the south end facilities, since it is unlikely that these can be built prior to 2015, it is
likely more appropriate to defer any timing decisions to when the next Development Charges
Background Study and By-law is completed in 2014 to allow for a full review.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
For information.
2012-01-06
FINAL - 123
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
BD29 -Fire Fleet Details
Capital
Fire
Tim Beckett, Fire Chief
BACKGROUND:
During the 2012 Capital Budget review meeting on December 17, 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 division 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.
Fire, in collaboration with Financial Planning, has developed a twenty (20) year replacement strategy for
major fleet and equipment including self contained breathing apparatus. Details of the fleet and replacement
schedule can be found in the tables below.
Table 1 -Listing of Vehicles and Year Purchased
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-6) 4529 2005
Reserve Pump 1 (KP-8) 4523 1998
Reserve Pump 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-2) 4525 (Reserve Rescue) 2000
Tanker 6 (KT-6) 4527 2001
Hazmat 1 (KHZ-1) 4526 2001
2012-01-06
FINAL - 124
Table 2 - Eauipment Cost and Years of Service
eplacement Cost
ost
isposal %
et Cost
dd Equip
otal Costs
Years
Primary
Years
Backup
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
Specials Ops 384,300 0°/ 384,300 268,800 653,100 15 0 1
Platform-Aerial 1,200,000 5°/ 1,140,000 147,000 1,287,000 13 0 2
Aerial 1,150,000 5°/ 1,092,500 147,000 1,239,500 13 0 2
SCBA-Bottles/Pac 1,000,000 0°/ 1,000,000 - 1,000,000
Table 3 - 15 Year Capital Forecast
Purchase Cost by Yea r By Vehicle Tvne
Vehicle Type 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Pumper - 1,522 - - 1,712 - - 1,926 - - 2,167 - - 2,437 -
Rescue - - - - - 998 - - - - - - - 1,366 -
Tower - - 963 - - - - - - - 1,317 - - - -
Aerial - - - - - - - - - - 1,908 - - - -
Platform-Aerial - - - - - - - - - - - 2,061 - - -
Specials Ops - - - - 795 - - - - - - - - - -
Tanker 786 - - - - - - - - - - 1,210 - - -
SelfContained Breathing Apparatus 200 1,601
Total 786 1,522 963 - 2,507 1,198 - 1,926 - - 5,392 4,872 - 3,803 -
Beginning Balance 2,552 2,624 2,606 2,991 4,503 3,231 3,857 5,744 5,114 6,556 8,013 4,306 1,063 2,673 470
Add:
Transfers from Operating 925 1575 1420 1575 1300 1900 1950 1355 1500 1500 1750 1750 1750 1750 1750
Interest 37 38 40 54 56 51 69 78 84 105 89 39 27 23 18
Total Revenue 3,514 4,237 4,066 4,620 5,859 5,182 5,876 7,177 6,698 8,161 9,852 6,095 2,840 4,446 2,238
Less Purchases:
Vehicle from above less savings 786 1,522 963 - 2,507 1,198 - 1,926 - - 5,392 4,872 - 3,803 -
Other 104 108 112 117 122 127 132 137 142 148 154 160 167 173 180
Total Expenses 890 1,631 1,075 117 2,629 1,325 132 2,063 142 148 5,546 5,032 167 3,976 180
Ending Balance 2,624 2,606 2,991 4,503 3,231 3,857 5,744 5,114 6,556 8,013 4,306 1,063 2,673 470 2,058
FINANCIAL IMPLICATIONS:
None.
RECOMMENDATION:
Information only.
2012-01-06
FINAL - 125
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD30 -Fleet Replacement Equipment Purchases
FUND: Equipment Reserve Fund
DEPARTMENT: Infrastructure Services Department -Fleet Division
PREPARER: Bonnie Saunderson, Senior Financial Analyst
BACKGROUND:
At the November 17, 2011 Finance and Corporate Services Committee meeting, Council
directed staff to prepare an issue paper detailing the 2012 replacement equipment purchases as
approved at the 2012 Annual Fleet Equipment Review on November 18, 2011.
RATIONALE /ANALYSIS:
In reviewing the departmental equipment requirements for 2012, the Equipment Review
Committee gave consideration to the age and life cycle, utilization, service type, reliability,
current condition, and historical maintenance and repair costs of each unit recommended for
replacement.
The average depreciation life cycle of the equipment approved for replacement is 8.6 years.
The average age of the equipment approved for replacement is 11.2 years. Fleet evaluated the
body condition and mechanical repairs for all units that have met the depreciation life cycle and
also identified the equipment utilization from the Fleet Management System records. In
addition, input was received from user divisions for each unit recommended for replacement. It
was determined that restoration costs exceed depreciation charges, as many units require body
and mechanical repairs.
Careful consideration and discussion by the Equipment Review Committee resulted in the
following:
Proposed Deferred Approved
Total Units to be Replaced 47 9 38
Total Additional Units 18 6 12
Net Cost of Replacements $ 2,808,070 $ 214,700 $ 2,593,370
Total Cost of Additions $ 725,200 $ 474,200 $ 251,000
A detailed listing of the 2012 Approved Equipment Replacements, as well as the 2012 Approved
Equipment Additions, can be found on the attached schedules.
FINANCIAL IMPLICATIONS:
The purchase of the replacement equipment will be funded by the Equipment Reserve Fund.
Divisions are billed for all equipment costs including depreciation charges, which in turn pays for
the replacement of that equipment over the course of its depreciated life cycle.
The purchase of the additional equipment will be funded by the Capital Fund (25.8%), the Gas
Enterprise (29.8%), and the Water, Sanitary, and Storm Water Enterprises (14.8% each).
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 126
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CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD31 -Operations Follow Ups
FUND: Operating and Capital
DEPARTMENT: Infrastructure Services -Operations
PREPARER: Jim Witmer -Director of Operations
BACKGROUND:
At the November 17 operating budget and December 5 capital budget meeting, questions were
asked that required follow up from Operations staff. The responses to these questions are
answered below.
RATIONALE /ANALYSIS:
1. Under the Operations Division are Trails and Parks maintenance costs part of the
capital budget and whether these costs should be an operating expense?
The capital budget program does not include any costs associated with maintenance work. All
maintenance costs are included in the operating budget. The costs associated with the capital
program are for the installation of new parks and trails or significant repairs to the asset.
Many of the accounts titles on the existing capital balances report are created in our City Works
software and generic titles such as "general maintenance" is entered as the title description.
Detailed work orders for these accounts verify the work is capital in nature.
2. On Potential Reductions issue papers 21 Reduced Sportsfields Maintenance and 23
Temporary Labour Hiring Delay what is the lost revenue associated if these reductions
were done?
There is no impact on revenues, just an impact on service levels and playability for the user
groups.
FINANCIAL IMPLICATIONS:
None.
RECOMMENDATION:
Information only.
2012-01-06
FINAL - 131
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD32 -Consulting Activity
FUND: Operating and Capital
DEPARTMENT: All
PREPARER: Susan White, Senior Financial Analyst
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper detailing the amount of monies spent on consultants.
RATIONALE /ANALYSIS:
The consultin activit for 2011 as at December 15, 2011 is summarized in the chart below.
2.888.800 Total (Items >$20k)
3.327.056 Total all items
438;255 Total (Items <$20k)
A similar analysis was provided to Council last year detailing the consultant spending in 2010.
The comparison is as follows:
2011 2010
2,888,800 Total (Items >$20k) 5,021,509
3,327,056 Total all items 5,486,413
438,255 Total (Items <$20k) 464,904
Reduced spending in 2011 is attributable to a number of factors including the finalizing of
Infrastructure Stimulus projects, finalization of the Consolidated Maintenance Facility, and the
cyclical nature of work. Infrastructure Stimulus projects are funded by the Federal, Provincial,
and City Governments. The use of City St aff is not eligible for reimbursement by the Federal
and Province, however the use of consultants are.
FINANCIAL IMPLICATIONS:
None.
RECOMMENDATION:
For information.
Amount Account Description
990.551 CAP/CONSOLIDATED MAINTENANCE FACILITY Desi n & construction administration
250.996 DEV CHG/HURON RDiTRILLIUM TO FISCHR-HELM Desi n & construction administration
231.816 CMF Im rovements (ISF Desi n & construction administration
221.632 STORM WATER -SWM FACILITIES ISF Desi n & construction administration
149.832 PARK - STEWART TO C OF W Desi n & construction administration
148.900 GENERAL -CAP/HALLS LANE-VICTORIA TO EBY Desi n & construction administration
110.176 CAP /NEW REGULATOR STATIONS Desi n & construction administration
109.653 CAP/PLANNING STUDIES-DC Growth Related Plannin Studies
77.977 CAP/BRIDGEPORT CC (ISF Desi n & construction administration
75.519 CAP/STRASBURG WATERCOUSE-MIDiSOUTH Desi n & construction administration
64.818 McLennen Park ISF Desi n & construction administration
47.407 GAS DELIVERY Advisor Services for the Procurement & M mt of Natural Gas Su I
47.306 WABANAKI DR/WILSON TO FAIRWAY RD Desi n & construction administration
43.851 RES General Trainin Reserve Learnin and Develo ment
40.966 GENERAL -CAP/DTS/ANDREW ST-BRAUN TO KING Desi n & construction administration
40,845 FM/COMMUNITY CENTRES GENERAL PROVISION Desi n & construction administration
64.160 CAP/GAS-DEMAND SIDE MGMT Ener evaluations
30,616 CAP/DOWNTOWN STREETSCAPE - DT Desi n & construction administration
28.113 CAP/SITE REMEDIATION-44 GAUKEL ST. Remediation Administration
26.692 RES Fund Sick Leave Benefit Consultant
25.231 44 GAUKEL MONITORING Environmental Monitorin
21.217 CAPiFM/ROOF GENERAL PROVISION Desi n & construction administration
20.291 CAP/GENERAL CAPITAL CONTINGENCY Peer review of otential meetin lace
20,235 CAPiWALTERBEAN TRAIL BRIDGE CROSSING Design & construction administration
2012-01-06
FINAL - 132
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD33 -Review of KMAC Capital Reserve Fees
FUND: Capital
DEPARTMENT: Community Services -Enterprise
PREPARER: Kim Kugler, Manager of KMAC and Arenas
BACKGROUND:
At the time of printing, this issue paper was still being finalized and will be distributed at a later
date. It is expected to be two pages long, so this issue paper has been inserted as a
placeholder for the final version.
RATIONALE /ANALYSIS:
Details to be provided at a later date.
2012-01-06
FINAL - 133
II FINANCIAL IMPLICATIONS: II
Details to be provided at a later date.
RECOMMENDATION:
Details to be provided at a later date.
2012-01-06
FINAL - 134
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD40 -Your Kitchener Publication
FUND: Operating
DEPARTMENT: CAO's Office -Communications and Customer Service
PREPARER: Andrea Bailey, Senior Manager, Communications and Marketing
Bonnie Saunderson, Senior Financial Analyst
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper providing further information on the original Budget Potential
Reductions Issue Paper PR01 -Printing and Distribution of Your Kitchener.
Your Kitchener is currently produced bi-monthly at a cost of $46,200 for 12 pages of content. In
addition, the City spends an average of $16,000 each year in display advertising with local
community newspapers, for a combined total cost of approximately $62,200.
The Kitchener Citizen and The Kitchener Post community newspapers have proposed taking over
the printing and delivery of Your Kitchener in 2012. Under both proposals, Your Kitchener would
run as a four page supplement, in pre-purchased ad space. The city's communications staff
would continue to write and lay out the content of the supplement and send the complete file to
the chosen newspaper for printing and delivery. Alternately, Your Kitchener could be completely
eliminated.
RATIONALE /ANALYSIS:
Below is a breakdown of the space dedicated to each enterprise in Your Kitchener for 2011, the
amount each group contributed financially to the publication in 2011, and a cost comparison
showing what each group would pay for the same amount of space in the three local newspapers
(based on square-inch costs):
Enterprise/
Division Space used
in 2011 Your Kitchener
2011 contribution Kitchener
Citizen cost Kitchener
Post cost The
Record
Kitchener Market 6 pages $ 6,000 $ 10,906 $ 19,136 $ 42,000
The Aud 6 pages $ 6,180 $ 10,906 $ 19,136 $ 42,000
Kitchener Golf 2.25 pages $ 7,000 ($ 3,500
per golf course) $ 4,091 $ 7,176 $ 15,750
Kitchener Utilities 5/8 of a page $ 625 $ 909 $ 1,595 $ 3,500
Kitchener Cemeteries 1.5 pages $ 1,750 $ 4,784 $ 2,727 $ 10,500
Economic
Development/Small
Business Centre 6 pages $3,500 $ 10,906 $ 19,136 $ 42,000
Total $ 25,055 $ 42,502 $ 68,906 $ 155,750
No advertising revenue would be lost by discontinuing Your Kitchener, as outside groups and
businesses are not permitted to advertise in this publication. Many city community programs and
services do not have sufficient marketing funds and rely heavily on Your Kitchener to share
information with the public. As such, they may experience decreased participation/enrolment by
discontinuing Your Kitchener. The loss in revenue for the city's enterprises is unknown.
2012-01-06
FINAL - 135
~~ FINANCIAL IMPLICATIONS: ~~
Option 1: Kitchener Citizen proposal
• 4-page pop-up monthly insert, process colour: $49,920 annually (savings of $12,280)*
• 4-page pop-up bi-monthly insert, process colour: $24,960 annually (savings of $37,240)*
• 4-page pop-up insert, 9 issues, process colour: $37,440 annually (savings of $24,760)*
• Current circulation: 66,000 (East and West editions combined)
• Citizen would continue to run ward councillors' monthly columns for free
Option 2: Kitchener Post proposal
• 4-page pop-up monthly insert, process colour: $59,940 annually (savings of $2,260)*
• 4-page pop-up bi-monthly insert, process colour: $29,970 annually (savings of $32,230)*
• 4-page pop-up insert, 9 issues, process colour: $44,955 annually (savings of $17,245)*
• Current circulation: 60,000 citywide
Option 3: Discontinue Your Kitchener
• Annual savings of $46,200
• The City would continue to spend an average of $16,000 each year in display
advertising with local community newspapers.
Savings are based on the assumption that a 4 page pop-up insert would be sufficient to meet
the city's advertising needs, compared to the current 12 page publication every second month.
It is important to note that current service levels to the enterprises may be reduced by moving
to a 4 page pop-up insert.
Completely eliminating the Your Kitchener publication could have negative impacts as it is
considered one of the city's primary and most effective tools for information sharing and
community engagement.
RECOMMENDATION:
For information only.
2012-01-06
FINAL - 136
CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD41 -Property Tax Administration Fee
FUND: Operating
DEPARTMENT: Finance & Corporate Services Department, Revenue Division
PREPARER: John Sonser, Revenue Analyst
BACKGROUND:
At the December 5, 2011 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper providing additional information on the circumstances for when
the property tax admin fee will apply, and to confirm that Waterloo and Cambridge are also
charging Ownership and Utility transfer fees.
RATIONALE /ANALYSIS:
The property ownership change fee will apply when an existing property is either sold or
transferred to a new owner. The fee will not be charged for a name change (e.g. estate,
marriage, or where a joint owner is dropped from the tax roll).
The following is a summary of the property ownership change fee and utility administration fee
currently being charged by Cambridge and Waterloo compared to Kitchener:
Municipalities
Cambridge Waterloo Kitchener
Ownership Change Fee $ 40.00 $ 37.50 $ 35.00 F(proposed)
Utility Administration Fee $ 25.00 $ 37.00 $ 35.00
FINANCIAL IMPLICATIONS:
In 2012, it is anticipated that the ownership change fee will generate additional revenue totaling
$185,000.
RECOMMENDATION:
Staff is recommending a 2012 operating revenue budget for ownership changes totaling
$185,000 and that a $35 fee for "Property Ownership Changes" be added to the City's 2012
fees and charges schedule.
2012-01-06
FINAL - 137
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CITY OF KITCHENER
2012 BUDGET ISSUE PAPER
ISSUE: BD33 -REVIEW OF KMAC CAPITAL RESERVE FEES
FUND: CAPITAL RESERVE FUND
DEPARTMENT: COMMUNITY SERVICES DEPARTMENT -ENTERPRISE DIVISION
PREPARER: KIM KUGLER, MANAGER AUD/ARENAS/GOLF
BACKGROUND:
In 1986, the Kitchener Memorial Auditorium Complex (KMAC) implemented a Capital Reserve
Fund (CRF) charge based on ticket price. The CRF charge was set at $0.25 per ticket under
$20.00 and $0.50 per ticket over $20.00. Currently, the CRF charges for tickets at the KMAC
range from $0.66 to $1.75 plus applicable taxes.
During the recent expansion presentation by the Kitchener Rangers, Council asked staff to
investigate the potential of increasing the CRF for all events by $0.50 per ticket.
RATIONALE /ANALYSIS:
After surveying the Ontario Hockey Facilities, staff were able to determine that less then half the
facilities have a CRF fee attached to hockey tickets (see Table 1 below). Of the seven facilities
that do charge a fee, Kitchener has the second highest rate. For non hockey events, 81 % of the
facilities charge a CRF fee. Kitchener has the sixth highest fee within the sixteen venues for
non hockey events
Table 1: CAPITAL RESERVE CHARGES IN ONTARIO FACILITIES
Facilit
OHL Non-OHL Ticket
Events
Miscellaneous
Sudbur No No
Nia ara No No User rou $10 er rental
Sault Ste. Marie No $0.89
Barrie No $1.33
Guel h No $1.33
London No $1.55
Brampton No $2.00
Ottawa No $1.50 under $12
$2.50 over $12
Mississau a No $2.00 Low riced tickets ma receive reduction
Owen Sound $0.32 No Assi n 3% of rental fee to CRF
Peterborou h $0.89 $0.89
Oshawa $0.89 $1.55 Will lower for ticket rices under $20.00
Windsor $1.00 $1.75
Sarnia $1.00 $2.00
Kin ston $1.55 $2.21
Kitchener $0.66 -
$1.27 $1.75 Trade shows and other rentals range
from $50 - $1800
Theatre -Kitchener Not
Applicable $1.99 over $10
Theatre -Toronto Not
Applicable $1.50 under $20
$3.00 over $20
;~~. 12 v 1 _. , ;r
FINAL - 133
~ ~ FINANCIAL IMPLICATIONS: ~ ~
An increase of $0.50 per ticket would have a negative effect on the rental rates obtained from
event organizers. The entertainment business is extremely competitive and in the current
economy, if during the rental negotiation a venue is successful in securing a higher CRF, then
they usually have to give up some revenue on the rental or operating side to offset what is
gained on the capital side.
In regard to Kitchener Rangers tickets, staff would not recommend an increase for two reasons:
1. The Rangers pay the second highest CRF rate in the OHL and an increase of $0.50 per
ticket would represent a 40% -76% increase over current rates.
2. The increase would negatively impact the Rangers expansion business plan presented
to Council by potentially making it challenging to meet their commitment.
The City and Kitchener Rangers have agreed that inflationary increases will be built into the
Rangers operating lease to ensure the CRF grows in a steady and achievable fashion.
RECOMMENDATION:
Maintain the current CRF fees and support incremental inflationary increases to be outlined in
the multi year lease agreement with the Kitchener Rangers.
;~~. 12 ~1- i 7
FINAL - 134