HomeMy WebLinkAboutFCS-13-179 - 2014 Operating Budget KI Staff Report
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REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: December 12, 2013
SUBMITTED BY: Dan Chapman, Deputy CAO
519-741-2200 x 7347
PREPARED BY: Ryan Hagey, Director of Financial Planning
519-741-2200 x 7353
WARD(S) INVOLVED: All
DATE OF REPORT: November 26, 2013
REPORT NO.: FCS-13-179
SUBJECT: 2014 Operating Budget
RECOMMENDATION:
For discussion.
NOTE: Final approval of the 2014 Operating Budget will take place as part of Final Budget Day,
scheduled for January 30, 2014.
BACKGROUND:
The budget is the City of Kitchener's annual financial plan, and is the primary basis of financial
decision making. The budget process allows Council to prioritize the programs and services
delivered by the City and sets direction for the work to be completed over the upcoming year as
well as future years referenced in the budget forecast. The operating budget funds the day-to-
day costs of the municipality such as salaries, utilities, and supplies.
Council has already received report FCS-13-120 (2014 Budget Process) which outlined the
context heading into the 2014 budget, summarized the major issues impacting the 2014 budget,
described the approach proposed by staff for the 2014 budget, summarized budget timelines,
and outlined the public input plan. Subsequent to receiving this report, Council approved the
following motion:
WHEREAS the City of Kitchener has established Strategic Directions for Financial
Management that, when setting direction for property tax increases, require the City
consider.
• comparison to other municipalities;
• inflationary factors, including those unique to municipalities; and
• balance of service levels versus affordability
AND WHEREAS Kitchener has the lowest tax burden of cities in the Waterloo region and is
well below the average of similar Ontario cities based on an independent study conducted
annually by BMA Management Consultants Inc.;
AND WHEREAS inflation projections for 2013 range between 1.3% to 1.5%;
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AND WHEREAS Kitchener citizens and City Council have indicated a preference towards
inflationary tax rate increases that maintain services;
THEREFORE IT BE RESOLVED THAT staff be directed to submit the 2014 tax-supported
budget with a levy increase not exceeding 1.25%.
BE IT FINALLY RESOLVED THAT staff be directed to bring forward suggestions for an
additional 0.25% reduction to the 2014 levy increase, which could be achieved through
alternate revenue sources, such as the municipal sponsorship strategy, while having a
minimal impact on service levels.
Council has also received report FCS-13-151 (2014 Budget — Strategic Initiatives and
Alternative Revenues), which included the issue papers for strategic initiatives and alternative
revenues. As part of this report, Council approved the following motion:
That the issue papers for Strategic Initiatives and Alternate Revenues attached to report
FCS-13-151 (2014 Budget — Strategic Initiatives and Alternative Revenues) be posted on
the City's budget website for public input and referred to the December 12, 2013 special
Finance and Corporate Services Committee meeting dealing with the 2014 operating
budget.
As per Council's direction, these issue papers have been posted online for several weeks and a
fulsome discussion on each of the issue papers is anticipated as part of the operating budget
presentation.
The objectives of this report are to:
1) Summarize the Tax Supported Operating Budget
2) Summarize the Enterprise Operating Budgets
REPORT:
Tax Supported Operating Budget
1) Base Operating Budget
The proposed tax levy increase for 2014 is 1.17%. This is comprised of a base budget increase
of 1.25%, and a subsequent decision of Council to increase user fees beyond 2%, which has
reduced the tax levy by -0.08%. A tax rate increase of 1.17% on the average Kitchener home
(assessed at $258,000) would amount to $11.86, or just under $1 per month. An increase of
this amount balances the competing interests of affordability and sustainability.
Affordability in the 2014 Tax Supported Operating Budget
Budget affordability means that the budget approved by Council supports the strategic
directions for financial management and responds to the current economic climate. As noted
above in the background section of the report, this includes:
• Comparison to other municipalities;
• Inflationary factors, including those unique to municipalities; and
• Balance of service levels versus affordability
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Comparison to Other Municipalities
The City of Kitchener is already one of the most affordable cities in Ontario. It has one of the
lowest tax burdens of large cities in Ontario, and has the lowest tax burden amongst cities in the
Region of Waterloo. The graph below shows the draft 2013 results of BMA's annual tax burden
analysis for the same bungalow property in each of Ontario's largest municipalities. Kitchener
now holds the third lowest ranking in the province, meaning it is one of the most affordable cities
in Ontario.
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Annual Tax Burden of a Bungalow in the Large Ontario Municipalities ( 100000 people)
.................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
.......................................................................................................................................................................................................................................................................................................................................................................................................................................
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Note This comp adjust does not adust for storm water costs which are not included in the tax
base for Kitchener, along with any other municipalities utilizing some form of storm water rate.
Adding in the storm water costs for Kitchener, the City would increase to sixth lowest (between
London and Kingston).
Inflationary Factors, Including Those Unique to Municipalities
The proposed 2014 tax rate increase approximates the anticipated rate of inflation. Inflation
considerations for setting tax rates are in two parts:
• Typical consumer inflation, represented by the Consumer Price Index (CPI)
• Unique municipal inflation, represented by the Municipal Price Index (MPI)
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In terms of CPI inflation, the proposed 2014 tax supported budget increase of 1.17% is below
the 2013 Provincial (1.5%) and Federal (1.3%) budget estimates for (CPI) inflation, but is slightly
higher than the actual cumulative Ontario CPI figure of 1.0% (January to October)
In addition to CPI inflation, the City of Kitchener calculates a municipal price index (MPI), which
accounts for the fact that the "basket of goods" the City purchases is considerably different than
the basket of goods used to calculate CPI inflation figures. For instance, the top three
components of the CPI calculation are shelter, transportation and food which do not apply the
same way to a municipality as they do an individual. The MPI calculation accounts for the
different costs of a municipality such as staffing, operating supplies, and capital construction.
The MPI figure for the 2014 budget process is 1.6%, meaning that inflation pressures on the
City of Kitchener budget are higher than on the typical Ontario household budget.
Balance of service levels versus affordability
The proposed 2014 tax rate reflects citizen preferences related to service levels and
affordability. As part of the 2013 budget process, the City commissioned a telephone survey of
Kitchener residents regarding their opinions on tax rate increases and service levels. In the
phone survey, 62% of respondents said they prefer an inflationary tax rate increase that
maintains current service levels, as shown in the chart below.
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INo tax rate increase, reduction to services 29%
I99,ati,on,ary tax rate increase, maintain services 62%
Beyond inflationary tax rate increase, improve services 8%
This result is consistent with the findings of a demographically representative, statistically
significant 2009 citizen survey conducted by Environics Research Group, which found that
citizens prefer high service levels over low taxes by a ratio of more than 2 to 1.
Sustainability in the 2014 Tax Supported Operating Budget
Budget sustainability means that the budget approved by Council is adequate to fund existing
service levels and avoid deficits. Tax supported operating budget sustainability has not yet
been achieved, by the City of Kitchener. Sustainability will be considered in terms of:
• History of operating deficits;
• Chronic deficits; and
• Status of the Tax Stabilization Reserve Fund
History of Operating Deficits
The City of Kitchener has a recent history of operating deficits. For the past number of years,
the City has finished the year with an operating budget deficit (before applying funds from one-
time capital closeouts). In essence, the City's operating budget is not truly balanced. The table
below shows the history of operating deficits dating back to 2009 and includes the projected
2013 deficit based on actuals up to the end of August.
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Tax Supported Operating Budget Deficits Before Capital Closeouts
Deficit Before -$3.74M -$0.48M -$0.24M -$0.51 M -$0.70M
Capital Closeouts
..............................................................................................................................................................................................................................................................................................................................................................................................................................
These deficits have occurred through varying weather conditions and economic cycles, which
leads staff to conclude that there is a chronic shortfall in funding for the expected service levels
delivered by the City on average amounting to $1.1M annually. This chronic shortfall must be
addressed in order to ensure the City maintains a balanced budget in substance as required by
Provincial legislation.
Chronic Deficits
The City of Kitchener has areas of chronic deficit. In previous budget presentations, staff have
highlighted three main areas that have produced negative variances in recent years, namely:
• Bylaw fine revenues
• Water & electricity costs
• Shortfall in the Operations division
The proposed 2014 tax supported operating budget makes strides towards correcting the
budgets in these areas and further reducing the size of the expected negative variance, but
does not fully address the unfunded amount. This has been accomplished while still submitting
a budget that complies with Council's tax rate increase guideline. The table below shows the
estimated unfunded balances in each of the three main areas of negative variance, as well as
the impact on the net tax levy if Council chose to add this funding to the 2014 operating budget.
Summary of Chronic Deficits
M133 00..w,� M$1 Bylaw fine revenues $ 0,000 13%
Electricity costs at City-owned facilities $120,000 0.12% $1.18
Shortfall in the O erations division $150,000 0.15% $1.47
One of the options available to Council is to apply additional assessment growth revenues to the
unfunded budget lines shown above. In preparing the 2014 tax supported operating budget,
staff assumed assessment growth of 1.0%. Actual assessment growth is 1.31%, meaning that
there is $315,000 of additional assessment growth revenue that has not been accounted for as
part of the proposed 2014 tax supported operating budget. As was outlined in report FCS-13-
120 (2014 Budget Process), Council has three options for the additional assessment growth
revenue, including a correction to unfunded operating budget deficits. All three options are
shown in the table below.
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Options for Additional Assessment Growth Revenue of$315,000 (0.31%)
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mlOutcome Less likely to have an operating budget deficit in 2014 due to more
realistic budgets for areas of chronic deficit (Bylaw fine revenues,
electricity costs, Operations division shortfall). This would also
increase the likelihood of an operating budget surplus, which would
start to build up the Tax Stabilization Reserve Fund to the minimum
target balance.
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Outcome Enhancements to existing services, new services, or implementation
of master plans and audit reviews. More information is provided later
in this report.
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Outcome Lower property tax increase below 1.17%.
Status of the Tax Stabilization Reserve Fund (TSRF)
The Tax Stabilization Reserve Fund is depleted, as has been forecast in previous years. The
TSRF is the primary source for funding a tax supported operating deficit, so it is important that
Council makes decisions that will contribute to a balanced operating budget in 2014.
Information for the TSRF is provided in the table below.
Summary of the Tax Stabilization Reserve Fund
O enin Balance $1,159,080 $3,596,967 $111111695,198
..........
......... ......................... .............................................................................................................
Add: Revenues $3,187,886 $53,231 $21,620
Less: Expenses -$750,000 -$1,955,000 -$1,652,000
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Target Balance (Minimum) $4,749,802 $4,951,223 $5,104,543
The reserve fund balance has decreased from $3.6M at the end of 2011 to a projected balance
of $65,000 at the end of 2013. Significant funds have been drawn from the reserve fund over
this time to help keep taxes low (improving affordability), but the funds have not been
replenished (decreasing sustainability).
2) Strategic Initiatives
Funding for strategic initiatives is meant to be used to invest in enhancements to existing
services, provide new services, or implement recommendations from master plans and audit
reviews. The 2014 operating budget includes four strategic initiative options for Council's
consideration that meet this criteria. As noted above, assessment growth is higher than
budgeted, and applying all or some of that additional revenue to strategic initiatives, and
offsetting the costs of strategic initiatives, is an option for Council to consider.
Ignoring assessment growth, if all of these strategic initiatives were approved by Council, it
would increase the taxes on the average home (assessed value of $258,000) by $4.76. The
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table below summarizes the four strategic initiative options and their impacts on the net tax levy,
while more details can be found in the attached issue papers.
Summary of Strategic Initiative Options
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S101 Improve Citywide Bylaw $179,409 0.17% $1.76
Enforcement
Improve Customer Service
S102 and Efficiency through Mobile $102,767 0.10% $1.01
Technology
............................................................................. ....................................................................
Improve Infrastructure Data
S103 Management to Better Support $34,205 0.03% $0.34
S endin Decisions
S104 Proactive Street Tree $169,500 0.16% $1.66
Maintenance
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3) Alternative Revenues
In setting the target tax rate increase not to exceed 1.25% for 2014, Council also requested staff
to present alternative revenue options that could reduce the levy increase by 0.25%, or
approximately $250,000.
Staff developed seven options for Council's consideration, which total a potential reduction of
$265,150 and could reduce the tax rate increase by 0.26%. As mentioned above, Council has
already decided on the item related to user fees (AR05), and approved a modified version of
this option that saw most user fees increase by 3%, but recreation fees to increase by 2.5%. As
such, the net impact of the modified option was $80,000 instead of the original amount of
$115,000.
The table below summarizes the seven alternative revenue options and their potential impacts
on the net tax levy. Based on Council's passing of the modified user fee item, the total potential
net tax levy reduction is now $230,150 instead of$265,150. The remaining six options yet to be
considered by Council could reduce the net tax levy by $150,150, while the user fee reduction of
$80,000 has already been incorporated into the based budget submission. More details on each
of the alternative revenue options can be found in the attached issue papers.
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Summa of Alternative Revenue O tions
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Additional Cost Recover for Special Events —
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AR01 Non-City Events y p ($5,000)
-
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
AR02 Increased Cost Recovery for Bylaw Enforcement ($32,500) (0.03%) ($0.32)
............................................................Increased...Advertising Revenue...Through...............................................................................................................................................................................................................................................................................................
AR03 Sponsorship Strategy ($45,000) (0.04%) ($0.44)
AR04 Mobile Catering Licensing Fee ($5,500) (0.00%) ($0.05)
i
AR06 New Cost Recovery for Engineering ($37,150) (0.04/o) ($0.36)
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
AR07 Fee for 4th & Subsequent Subdivision Review ($25,000) (0.02%) ($0.25)
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Increase User Fees by an Additional 1% While
AR05 Providing Additional Funding to the Leisure Access ($80,000) (0.08%) ($0.78)
Card (LAC)
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Enterprise Operatin_a Budgets
The City operates the following enterprises, which are self-sufficient business lines and are not
supported by property taxes:
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• Golf Gas
•
Build'n Water
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• Parkin Sanitary Sewer
9............................................................................................................................ .........................................................
• Storm Water
Rates for the enterprises listed on the left have already been considered by Council as part of
the annual comprehensive user fee review (report FCS-13-160). The enterprises listed on the
right are considered to be utilities and do not have their utility rates set until Final Budget Day
(with the exception of Gas which happens mid-year).
For utility rates, the City-controlled portion of the rates has been held to an inflationary-type
increase, save and except for the impact of pass-through rate increases from other sources,
(e.g. for Regional water/sewer charges) which can account for a significant portion of the overall
rate. It is imperative that the City's rate increase for utilities be maintained at this level as a
minimum in order to ensure proper asset management.
Council received report INS-13-100 (Corporate Asset Management Program Update), which
included asset management plans for the City's water, sanitary and storm water utilities, as well
as the City's pavement which is significantly funded through these utilities. This report provided
some key insights including that:
• City infrastructure, for which detailed asset management plans have been completed, is
generally in fair to good condition with confidence levels ranging from 60% to 90%.
Deficits for these assets exist but are seen to be manageable assuming that current
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levels of funding (plus annual construction inflation) are maintained and external,
uncontrollable costs (e.g. water supply and sewage treatment) are not subsidized.
• Some specific assets (e.g. water meters) are in poor condition and are funded
significantly below what is required to sustain them.
• The City needs to maintain existing investments in infrastructure over the next 10 years
The proposed utility rate increases for approval during 2014 Final Budget Day are outlined
below.
Proposed Utility Rate Increases
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Water 2.75% 0.75% 3.50%
Sanitary Sewer 4.50% 0.50% 5.00%
Storm Water 0.00% 3.00% 00%
Any reduction to the proposed utility rates would go against the findings of report INS-13-100
(Corporate Asset Management Program Update) and would put the City at risk of not being able
to effectively manage the assets for these utilities. This is of utmost importance as Council has
a legal and fiduciary responsibility to meet the requirements of safe water legislation, and
reducing funding below a sustainable level could compromise the City's ability to achieve this.
Finally, although Gas rates will not be determined as part of the budget process, the budget
does include assumptions about changes in Gas rates that will be decided by Council after the
2014 winter heating season. The proposed 2014 Gas budget assumes a one cent decrease
overall.
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:
As outlined in this report and related attachments.
COMMUNITY ENGAGEMENT:
For the 2014 budget process, staff will employ a suite of traditional and electronic engagement
methods in an effort to effectively inform and consult citizens. Staff will again receive feedback
through mail or phone call, advertise the budget meeting schedule in City facilities and online,
establish a dedicated budget web page which will contain all public budget information, and post
budget updates on the City's Facebook page and Twitter feed. As well, two new initiatives
piloted during the 2013 budget process will be continued for the 2014 budget process in an
effort to further engage the public. These two methods are:
• An "Ask An Expert" session on Facebook dedicated specifically to the 2014 budget
• An interactive budget website which allows citizens to vote for various budget options
and provide written feedback.
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The dedicated budget website containing all public budget information and the interactive
portion of the website are currently available. The interactive portion of the budget website
allows residents to model different budget scenarios by choosing which strategic initiatives or
alternative revenue items they support and then allows them to see the impact on their
projected tax bill in real time.
Based on the array of public input opportunities, citizens will be able to provide their input by:
• Writing/phoning City Hall
• Attending the public input session planned for January 2014
• Attending the virtual Ask An Expert Facebook event dedicated to the 2014 budget
• Responding to the City's Facebook/Twitter posts about the 2014 budget
• Completing the questions on the interactive budget website
• Contacting their ward councillor
ACKNOWLEDGED BY: Dan Chapman, Deputy CAO (Finance and Corporate Services)
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0 - 72
Oneratina Budget Issue Pager Index
Included in
IP # Description Proposed
Budget?
Op 01 Operating Budget Impact of the Central Library Project Yes
Op 02 Mileage and Per Diem Rates N/A
Op 03 Use of Overtime and Absenteeism/Paid Sick Time N/A
Op 04 Conference Costs N/A
Op 05 Fire Department Voluntary Compliance Program in Lower Doon No
Op 06 Victoria Park - Equipment No
0 - 73
CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
f"C;l Tlf^:
ISSUE: Op 01 - Operating Budget Impact of the Central Library Project
FUND: Operating
DEPARTMENT: Kitchener Public Library (KPL)
PREPARER: Sonia Lewis, CEO, Kitchener Public Library (519-743-0271 ext. 244)
BUDGET IMPACT: $497,700 increase
BACKGROUND:
The Central Library expansion and renovation project is scheduled for completion in early 2014.
The operating budget impact of this project has been included in the City's 10 year forecast since
2005. Originally, the projected annual impact was $1.689M. This has been reduced by 52% for
an annual impact of$742,000, plus $75,000 for City security. Council approved partial funding of
$244,300 in KPL's 2013 operating budget.
The Central Library offers increased benefits to the entire community— more technology and
resources, added space for studying, reading and programs, new opportunities for lifelong
learning and literacy, and well trained staff to respond to the public's evolving information needs.
The Central Library capital funding addressed the need for a modernized and enlarged physical
space accessible by all members of our community. Operating funds for the Central Library will
address service requirements and ensure the building, equipment and computer systems are well
maintained.
RATIONALE/ANALYSIS:
The Central Library project is far more than a building renovation. It involves transforming library
service to respond to changing demographic, societal and technological trends. Citizen
expectations for library service are changing. Adequate operating funding for the central library
will ensure library services remain relevant to Kitchener residents.
Trends such as population growth, full day kindergarten, mobile devices, creative spaces, digital
technologies, online resources and lifelong learning, demand changes in public library services.
Planning for the Central Library included reviewing these trends and assessing the implications
for service delivery and staffing levels. This resulted in fundamental changes to the service
model including new approaches to children's programming, information services, technology
training, outreach and collections. To successfully deliver these services, some additional staffing
is required.
A number of other factors contribute to the need for additional operating funds. The size of the
facility is increasing by 30%. The use of technology will expand. The number of people visiting
the library and number of items borrowed will grow significantly.
The Central Library operating budget includes the cost of additional staff to respond to citizen
expectations and the 50%- 100% projected growth in usage. Some of the growth will be
managed by offering self-serve options, such as RFID-based self-checkout.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER '`
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Increasingly, library service depends on technology. People seek opportunities to learn about
technology at the library. Funding to support the expanded use of technology and 60% increase
in public computers has been included in the Central Library budget.
A significant capital investment has been made in the Central Library. Now operating funds are
needed to ensure the building and equipment are well maintained. The 30% increase in space
impacts costs for utilities, building contracts, supplies, repairs, and cleaning.
The original Central Library operating budget included 18 full time equivalent (FTE) staff. This has
been reduced by 50% in the current budget to include 7.5 FTE for public service, 1 FTE for
information technology and 0.5 FTE for Facilities. Staffing with a direct impact on customer
service has been prioritized.
The physical transformation of the Central Library will inspire people. However, it is exceptional
service that will make people repeat visitors. The proposed Central Library operating budget will
support the programs, collections, maintenance, and staffing that Kitchener residents will equate
to responsive service.
FINANCIAL IMPLICATIONS:
A total of$742,000 per year is required to operate the expanded and renovated Central Library.
Of this total, $244,300 was approved in 2013 and the remaining $497,700 is requested for 2014.
RECOMMENDATION:
The Kitchener Public Library Board recommends that $497,700 be allocated to KPL in 2014 to
operate the expanded and renovated Central Library.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
f"C;l Tlf^:
ISSUE: Op 02— Mileage and Per Diem Rates
FUND: Operating
DEPARTMENT: All
PREPARER: Bonnie Saunderson, Senior Financial Analyst (519-741-2200 ext. 7115)
BUDGET IMPACT: None
BACKGROUND:
To provide a comparison of the current mileage and per diem rates used by local municipalities.
RATIONALE/ANALYSIS:
Mileage Rate
The following is a comparison of current mileage rates utilized by local municipalities to
reimburse employees who use their personal vehicle for business purposes.
Municipality Rate/km
City of Kitchener $0.48 First 5,000 kms
$0.43 Over 5,000 kms
$0.46 For Non-Union employees
City of Cambridge $0.51 First 5,000 kms for Union employees
$0.46 Over 5,000 kms for Union employees
City of Waterloo $0.46
Region of $0.50 First 5,000 kms
Waterloo $0.47 Over 5,000 kms
The current tax exempt allowance rates as prescribed by the Department of Finance are
$0.54/km for the first 5,000 kms driven, and $0.48/km for each additional kilometre.
The following is a summary of the calculated cost/km to own and operate a vehicle.
Assumptions & Calculation of Annual Operating Costs
Assumptions
Capital Cost $ 31,448
Salvage Value $ 5,280
Depreciation, over 5 years $ 5,234
Kilometres Per Year 24,000
Fuel Consumption 9.21-/ 100km
Annual Fuel Consumption (L) 2,208
Fuel Price (per L) $ 1.264
Insurance $ 1,718
Average annual interest, at 6.0% $ 1,004
Repair Allowance $ 1,145
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
f"C;l Tlf^:
Annual Operating Costs
Depreciation $ 5,234
Fuel $ 2,791
Insurance $ 1,718
Interest $ 1,004
Repairs $ 1,145
Vehicle License $ 90
$ 11,981
Cost Per Kilometre $ 0.50
Per Diem Rates
The following is a comparison of current per diem rates used by local municipalities.
Municipality Breakfast Lunch Dinner Incidentals Total
City of Kitchener $ 10 $ 15 $ 25 $ 14 $ 64
City of Cambridge $ 25 $ 30 $ 45 $ 20 $ 120
City of Waterloo $ 15 $ 25 $ 35 $ - $ 75
Region of Waterloo $ 12 $ 16 $ 30 $ 10 $ 68
FINANCIAL IMPLICATIONS:
Based on current usage, if the mileage rate was increased by two cents (from $0.48 to $0.50) it
would increase the City's annual costs by$6,874. Council has previously declined to increase
the per diem rate to match the Region of Waterloo rate, but if that was approved, it would
increase the City's annual costs by$900.
No adjustment to the budget is proposed as:
• The overall impact of these changes is relatively small
• The impact would be spread amongst a number of City divisions
• The impact is based on actual use which may vary from year to year
RECOMMENDATION:
That the City of Kitchener's rate per kilometre be increased to $0.50/km for the first 5,000
kilometres driven, and $0.45 for each additional kilometre.
That the City of Kitchener's per diem rates remain at $64/day ($10 for breakfast, $15 for lunch,
$25 for dinner, and $14 for incidentals).
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER '`
f C,l Tlf^:
ISSUE: Op 03— Use of Overtime and Absenteeism/Paid Sick Time
FUND: Operating
DEPARTMENT: All
PREPARER: Michael Goldrup, Director of Human Resources (519-741-2200 ext. 7117)
BUDGET IMPACT: None
BACKGROUND:
At the August 12th, 2013 Finance and Corporate Services Committee meeting, staff agreed to
provide further information on overtime and absenteeism. The three year trend for overtime is very
positive, as is the trend for absenteeism; the latter in particular when compared to a municipal
benchmark average. The improved trend in reduced paid sick time for Fire suppression is
particularly noteworthy.
RATIONALE/ANALYSIS:
Overtime
The table below shows the actual overtime and budgeted overtime figures for the last three years.
Overtime as Annual
Overtime a % of Total Overtime
Year Paid Payroll Budget
2010 $ 2,493,706 3.09% $ 1,550,238
2011 $ 2,636,228 3.23% $ 1,516,767
2012 $ 1,764,574 2.01% d $ 1,480,728
Overtime is monitored by management within divisions and corporately by the Corporate
Leadership Team. The need for overtime is difficult to predict as seasonal demands on programs are
the main driver, in addition to the pressure on staff to meet increasing service demands with no
addition of staff in most parts of the organization over many years.
Management continues to make efforts to manage the use of overtime, and to ensure that it is tied
to valued service outcomes. One way this is achieved is by requiring all overtime to be approved in
advance by an employee's supervisor/manager. The following summarizes the general provisions
that are common across the City of Kitchener collective agreements regarding the types of
overtime.
Types of overtime:
a) Continuation of work day: this would be characterized as work that is typically a
continuation of an employee's normal work day and is work that could not be completed
within the normal days scheduled hours and cannot be left for completion on the next
scheduled shift;
b) Scheduled overtime: work that for varying operational reasons (e.g. equipment, public
safety, required utility shutoffs etc.) cannot be performed during regularly scheduled
hours;
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER '`
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c) Emergency overtime: work that could not be anticipated or must be attended to for
service or safety reasons (e.g. immediate weather related work, equipment or
infrastructure failure, CVOR requirements, etc.);
d) Overtime resulting from on-call or standby: closely tied to emergency overtime, various
operations place employees on standby or on-call in order to response to situations
occurring outside of normal scheduled operating hours.
Absenteeism/Paid Sick Time
Paid sick time is trending well below the municipal average that is sourced from the Human
Resources Benchmarking Network annual survey. The survey does not include Fire, so there is no
average for this employee group. Fire is shown separately below.
Paid Sick Days Per Eligible Employee (Based on 7 hour day)
Municipal Average City of Kitchener
2010 2011 2012 2010 2011 2012
Days 10 9 11 8 8 8
Hours 69.2 61.9 75.8 57.2 58.2 55.5
Cost $1,729,945 1 $1,811,983 $1,887,707
Fire - Paid Sick Hours Per Eligible Employee
Area 2010 2011 2012
Suppression Hours 85.6 75.6 69.7
Non-Suppression Hours 15.8 25.9 33.9
FINANCIAL IMPLICATIONS:
None.
RECOMMENDATION:
For information.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
f"C;l Tlf^:
ISSUE: Op 04—Conference Costs
FUND: Operating
DEPARTMENT: All
PREPARER: Michael Goldrup, Director of Human Resources (519-741-2200 ext. 7117)
BUDGET IMPACT: None
BACKGROUND:
As part of the 2013 budget process, Council directed staff to track conference attendance in 2013
and provide information to Council as part of the 2014 budget process, including the number of
employees per department attending conferences.
RATIONALE/ANALYSIS:
Conferences have been defined as: Usually a one-day or multi-day, multi discipline focused
event, often requiring travel (including out of province or international) and overnight stays with
meals, for industry networking, discussion forums, keynote speakers and skill development
opportunities. Examples would include the annual conferences put on by professional
associations relevant to City functions (e.g., Ontario Professional Planners Institute, Municipal
Finance Officers Association, Ontario Building Officials Association, etc.).
The year-to-date conference costs summary for the first eight months of 2013 for staff and
members of Council is as follows:
of Department
# of Total Spend/ Per Attending
Department FTEs Attendees Department Attendee Conferences
Mayor & Council 11 8 $ 29,875 $ 3,734 73%
CAO 86 5 $ 8,669 $ 1,734 6%
INS 718 36 $ 43,576 $ 1,210 5%
FCS 191 15 $ 14,603 $ 974 8%
CSD 1,229 35 $ 33,679 $ 962 3%
Total 2,235 99 $ 130,402 $ 1,318 4%
The total number of attendances at out of province conferences in the first eight months of 2013
is 14 staff and 11 from Mayor and Council. Of the 14 staff attendees, five attended the Cityworks
conference. This is a multi-stream conference, related to relatively new software, which is of
high value to the City.
FINANCIAL IMPLICATIONS:
None. All conference attendance is covered by existing budgets.
RECOMMENDATION:
For Information.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
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ISSUE: Op 05— Fire Department Voluntary Compliance Program in Lower Doon
FUND: Operating
DEPARTMENT: CSD— Fire Department
PREPARER: Tim Beckett, Fire Chief
BUDGET IMPACT: $97,000
BACKGROUND:
In 2011, the Kitchener Fire Department began a 3 year voluntary, self-compliance program in the
Lower Doon / Pioneer Park areas that was intended to assist owners and operators of residential
rental properties, which were not purpose-built as multi-unit apartment buildings, in improving
fire and life safety systems within their buildings. Compliance with the program is totally
voluntary and the owners of the properties are under no obligation to implement the
recommendations provided by the Fire Department through the program.
Despite investing considerable staff time and effort into this voluntary compliance program over
the past 3 years, to date it has achieved limited success. With approximately 85 rental homes in
the Lower Doon area and many more in the Upper Doon/Pioneer Park area, only 50% of the
Lower Doon area took an interest in the program and only 30% actually conformed to the
voluntary guideline. To date, 25 properties have completed the program.
On June 24, 2013, City Council referred the continuation of the Fire Department's voluntary self-
compliance program to the 2014 budget process for consideration as an addition to the budget.
RATIONALE/ANALYSIS:
Over approximately 3 months in the summer/fall of 2011, a majority of the Fire Department's fire
prevention officers canvassed the Lower Doon area aggressively in an attempt to enlist as many
property owners/operators as possible in the program. Once the initial launch of the program
and the blitz by fire prevention staff was complete, the area inspector was tasked with
completing any additional requests from landlords (which have been very limited). The limited
success staff have had in enlisting additional participants to the program (after the initial launch
and blitz) is an indication that a dedicated staff member is required to proactively and effectively
market and implement the program —especially given additional legislative requirements for fire
safety inspections in other areas of the city which require staff time to complete.
Dedicating this level of fire prevention staff to one specific program and one specific area of the
City is not sustainable within existing staffing levels. In addition to serving this area of the city
(Lower Doon), the fire prevention team is responsible for conducting a variety of inspections
throughout the entire city, most of which are required by legislation and are therefore
nondiscretionary. These legislative requirements continue to grow and staff anticipates new
regulations will be put into place shortly surrounding long-term care facilities and retirement
home which will put further workload onto existing staff.
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2014 BUDGET ISSUE PAPER
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Extending the life of this self-compliance program beyond its intended 3 year period would
require an additional Civilian Fire Safety Inspector to be dedicated to it full-time. With an
estimated 140+ homes in the area that are not part of the program, there is a potential to
increase the numbers of participants in the program with a dedicate staff resource. Although one
dedicated staff member would not be able to complete all houses in the area, it would likely
improve the situation.
A staff member that is dedicated to this program would market it to property owners/operators
in the area, liaise more frequently and proactively with the landlord association, educate
homeowners and renters on fire safety and conduct the inspections and re-inspections of the
voluntary compliance program as required. There is no capacity within existing staffing levels to
complete this bodywork.
FINANCIAL IMPLICATIONS:
Continuing the Fire Department's volunteer self-compliance program in this specific area of the
city would require an additional staff position. This could be achieved by hiring 1 Civilian Fire
Safety Inspector that would be specifically dedicated to the compliance program for a two year
period. The cost of 1 Civilian Fire Safety Inspector would be $97,000 per year (includes salary and
fringe). After the two year period, the program could be re-evaluated (including a cost benefit
analysis) to determine if it should be continued on a permanent basis, adjusted to be more
effective, or discontinued.
RECOMMENDATION:
Staff has considered the continuation of this voluntary self-compliance program as part of the
2014 budget process and do not recommend funding the program this year due to the relatively
high resource requirements, the limited success of the program to date, and the need to fund
other initiatives considered higher corporate priorities for 2014.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
f"C;l Tlf^:
ISSUE: Op 06—Victoria Park - Equipment
FUND: Operating and Capital
DEPARTMENT: Infrastructure Services -Operations
PREPARER: Greg Hummel, Manager Park Planning, Development and Operations
BUDGET IMPACT: Operating($0 to $116,000), Capital ($0 to $243,000)
BACKGROUND:
On August 26, 2013 a number of delegations came to Council to present their issues regarding the Victoria Park
Maintenance Facility. Five delegates presented their concerns as well as a petition signed by residents of the
neighbourhood to Council. Concerns presented dealt with the increased number of vehicles within the park,
close proximity to residences, noise of the equipment, impact of vibration from the equipment on residents, and
the safety of park users.
Report INS-13-086 was presented to Council on October 16, 2013 outlining equipment used in the park and near
the park working out of Victoria Park Machine Shop. Council requested that staff look at options and provide
costs for the options.The options would be considered during the 2014 Budget Process.
RATIONALE/ANALYSIS:
Option 1: Maintain the Status Quo
Based on report INS-13-086, the additional equipment that currently operates out of Victoria
Park since the closure of the Bramm Street Operations Yard through the summer and winter
months will continue to operate out of the Machine Shop. The equipment is in close proximity to
the start of the routes that are serviced through both summer and winter activities. With the
increased use of the park, maintenance activities have also increased. The booking of the
pavilion and the washrooms being open twelve months of the year has increased the need for
janitorial services, HVAC, plumbing and event set-up, which has increased the number of city
vehicles coming into the park. The daily maintenance of the splash pad, required CSA inspections
of the playground and the increased garbage can emptying three days a week has also brought
more city vehicles into the park. Other maintenance activities such as street sweeping, catch
basin cleaning and debris removal from the outlet grates are completed regularly and have an
impact on the neighbours as large pieces of equipment are needed to complete the required
work. With the increased use of the park comes increased city vehicle traffic for maintenance.
Issues regarding the number of vehicles coming in and out of the Machine Shop will continue to
be monitored so that the operation of equipment and the amount of travel through the
residential streets will be minimized.
Option 2: Relocate Trackless and Sweepers to the Kitchener Operations Facility (KOF)
As reported in INS-13-086, Council could direct staff to relocate the three turf trackless
mowers/sidewalk plows and the sidewalk sweeper to the Kitchener Operations Facility. By
relocating the equipment to the KOF, it was acknowledged within the report that the amount of
travel time to the start of both the summer and winter routes would have an impact between
$82,000 - $116,000 yearly in lost efficiencies. With the relocation, impacts on other residential
areas would not occur. This option would not change the existing budget but efficiencies would
be impacted.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER
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Option 3*: Re-use Bramm Street Yards Block Wall Shed
On the old Bramm Street Yard site, there is an existing Block Wall Shed located near the railway
lands at Park Street. This piece of land could not be considered part of the parking lot
redevelopment at this time because of existing zoning on the parcel. By keeping the existing
Block Wall Shed and converting the building to meet the needs of the trackless machines and
staff, the turf and winter operations would not be impacted. The capital cost of renovating the
building including structural supports, insulation, electrical/water service, new roof, fuel storage,
perimeter fencing and communication systems would cost approximately $243,000. Annual
operating cost for this site would be approximately $20,000 for electrical, water, storm outlet
and site cleaning.
r
Option 4*: Re-use Former Bramm Street Trackless Storage Building and Compound
The old storage building still exists on the Bramm Street property. The building is in good
condition and would require a new electrical/water service, heating and fuel storage. A fenced
compound for fuel/salt storage and equipment washing would occur in the area identified in
Option 3. The capital cost to have this building operational would be approximately $205,000-
$240,000. The annual operating cost for the trackless storage building location would be $20,000
for electrical, water, storm outlet and site cleaning.
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*Options 3 and 4
It should be noted that the options for storage at the former Bramm Street Yards site should be
considered to be temporary solutions, as the site is proposed for redevelopment in the 7-15 year time
frame. The former Bramm Yards are located in the Innovation District and the ongoing intensification
of this district could support between 300,000 and 600,000 sq. ft. of mixed use office development
with 2,000 to 3,000 jobs. The current prohibition on parking on the Park Street frontage may be
addressed through a future zoning application or minor variance when parking demand warrants it.
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CITY OF KITCHENER `
2014 BUDGET ISSUE PAPER '`
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FINANCIAL IMPLICATIONS:
Operating
Option Description costs/year Capital cost
1 Status quo $0 $0
Relocate the three turf trackless mowers/sidewalk $82,000 $0
2 plows and the sidewalk sweeper to the Kitchener to
Operations Facility $116,000
3 Relocate the equipment to Bramm Street Block $20,000 $243,000
Wall Shed
4 Relocate the equipment to Bramm Street $20 000 $2050,000
Trackless Storage Building and Compound
$240,000
RECOMMENDATION:
Staff recommend option #1. This option would not increase the capital or operating budget and would
be the most efficient option in providing the services needed. Adjustments have already taken place to
minimize the impact regarding the number of trips in and out of the Machine Shop and staff will
continue to monitor and adjust.
0 - 85
Strategic Initiatives Issue Paper (IP) Index
Included in
IP # Description Proposed
Budget?
SI 01 Improve Citywide Bylaw Enforcement No
S102 Improve Customer Service and Efficiency through Mobile No
Technology
S103 Improve Infrastructure Data Management to Better Support No
Spending Decisions
S104 Proactive Street Tree Maintenance No
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CITY OF KITCHENER `
2014 BUDGET STRATEGIC INITIATIVES ISSUE PAPER
f"C;l Tlf^:
ISSUE: SI 01— Improve Citywide Bylaw Enforcement
FUND: Operating
DEPARTMENT: Community Services— By-law Enforcement
PREPARER: Shayne Turner, Director of By-law Enforcement
BUDGET IMPACT: $179,409 tax
OVERVIEW OF THE PROPOSED STRATEGIC INITIATIVE:
Respond to a significant increase in bylaw enforcement service requests from the community by
shortening response times and ensuring bylaw officers are available 24/7 to respond to calls from
the public.
RATIONALE/ANALYSIS:
On August 26, 2013, City Council received the results of a service level review of the Bylaw
Enforcement Division which demonstrated that over the past several years the numbers of
service requests being made by residents has grown significantly. For example:
• 80% increase in noise complaints from 2002 to 2012 (2,068 to 3,783);
• 220% increase in total calls for service for Noise Officers (includes other by-law types)
from 2002 to 2012 (2,224 to 4,979);
• 300% increase in parking complaints from 2002 to 2012 (1,330 to 4,014).
In addition to a significant increase in the number of calls received from the public, since 2002
the Bylaw Enforcement Division has been required to provide services in a number of new areas.
These include (but are not limited to): licensing inspections, open air burning, snow events,
student housing, public nuisance, graffiti, site alterations and tree cutting bylaws, towing and
snow dumping on roadways.
At the same time as service demands have increased within the Bylaw Enforcement Division,
staffing levels have remained relatively constant. As a result, during peak periods (late evenings
and weekends), response times can be as long as 3 hours depending on the nature of the
complaint and the time of day when it is received.
In addition to slower than acceptable response times, approximately 26 hours per week, there is
no Bylaw Officer on duty to respond to complaints from the public (e.g. noise, public nuisance,
backyard fires). The number of calls received during times when no officer was available to
respond has increased from 130 in 2008 to 301 in 2012. This has essentially meant there was no
response to those calls, or a very late response which is often ineffective given the nature of the
issues.
The addition of two Bylaw Enforcement Officers would provide the following benefits:
1. Improved response times by filling gaps in the existing staffing schedule and ensuring an
officer is on duty 24 hours a day, 7 days a week to respond to public complaints.
The addition of 2 FTEs would allow for a schedule that will provide full 24/7 coverage. Staff
has experienced an increased public expectation with regard to not being able to access
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2014 BUDGET STRATEGIC INITIATIVES ISSUE PAPER
f"C;l Tlf^:
enforcement services during certain times of the week. Now that residents are able to call
the main bylaw enforcement line 24/7 and get a live response, they also expect an officer will
be available 24/7 to respond to a call in a timely manner.
2. Improved response times by providing for extra officer coverage during times when the City
traditionally experiences high call volumes.
The two additional FTEs would be assigned as Noise Enforcement Officer and would perform
enforcement duties related to the noise bylaw, as well as the Open Air Burning, Public
Nuisance and Traffic By-laws. They would also play a key role in supporting Parking
Enforcement, particularly during evenings, overnight and weekends. Current staffing levels
often allow for only one Noise Enforcement officer to be on shift during peak demand periods
such as late evenings or weekends. The addition of these two positions would provide for
improved response times during peak periods and will lessen concerns expressed from the
public when they are not allow able to receive a timely response to their complaint.
3. Mitigate safety risks to officers by providing for increased times when officers can
support/back-up one another when responding to a call with an elevated level of risk; as
opposed to only one officer attending to the call.
Staff are noticing an increase in the number of incidents where an officer's safety has been
jeopardized, either by a specific incident or by an identifiable "near miss."The overlap of
officer coverage provided by the addition of two FTEs would mitigate some of these risks by
allowing for a joint response (officers teamed together) when responding to calls where
elevated risks are identified.
4. Increased bylaw enforcement presence/capacity in Lower Doon.
On June 24, 2013, City Council directed staff to consider additional bylaw enforcement in
Lower Doon and Doon Pioneer Park as part of the 2014 budget process. This proposal to add
two FTEs will allow for increased capacity to provide an increased level of enforcement and
presence in the Lower Doon area to focus on: 1) proactively engaging the tenants to help
mitigate the nuisance concerns identified; and 2) providing for zero tolerance enforcement
where circumstances are warranted.
BUDGET IMPACT:
This initiative requires two additional full time equivalent (2 FTE) Bylaw Enforcement Officers.
Total cost of two additional Bylaw Enforcement Officers is $179,409 (including salary, fringe and
administrative expenses). In addition to the service improvements and shorter response times
that would result from the addition of two Bylaw Enforcement Officers, it is anticipated those
new officers would generate approximately$40,000 in fine revenue (combined) annually that
would assist in reducing the $215,000 chronic deficit identified in the April 2013 variance report.
ALIGNMENT TO THE CITY OF KITCHENER STRATEGIC PLAN:
This proposal is linked to the Community Priority of Quality of Life.
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ISSUE: SI 02— Improve Customer Service and Efficiency through Mobile
Technology
FUND: Operating
DEPARTMENT: Finance and Corporate Services— Information Technology
PREPARER: Dan Murray— Interim Director of Information Technology
BUDGET IMPACT: $102,767 tax/$102,767 enterprise ($205,534 total)
OVERVIEW OF THE PROPOSED STRATEGIC INITIATIVE:
Further implement and support the use of mobile technology at the City of Kitchener to improve
handling of citizen requests for service, provide faster response times to citizens, and improve
efficiency and effectiveness through better use of data.
RATIONALE/ANALYSIS:
The Corporate Technology Strategic Plan (2010) identified "mobile computing for staff on the
move" as one of the four key strategic areas of focus for the City. The mobile computing strategy
was developed in 2013 in response to that recommendation and outlines the requirements to
position the City to bolster the use mobile computing for members of the public, field workers
and mobile staff to achieve the following:
1. Improved handling of citizen requests for service
Increasing the use of mobile technology will be required in order for the City to establish a
"closed loop" for two-way communications with citizens which forms part of the customer
service vision. This means that citizens will be able to request service through any number of
channels (e.g., mobile application, City website, Corporate Contact Centre) and this request
can in turn be routed to front-line service staff via mobile technology. Once the request has
been completed, information on the status of the request can then be immediately relayed
back to the requestor by the field worker using mobile technology and also be tracked for
reviewing performance against service levels in real time. This presents an opportunity for
improvements in areas such as By-Law enforcement, where complainants have an interest in
follow-up communications on the status of their requests. With the use of mobile
technology, By-Law enforcement officers could update the status of calls in real time which in
turn can be relayed to the complainant at any hour of the day. The addition of mobile
computing resources is one of the essential actions required to establish this higher level of
customer service.
2. Faster response times for citizens
Providing technology to front-line employees enables the City to reduce the need for
requests for service to be handled by multiple staff members before they are acted upon in
the field. Over the long term, this will increase response times for citizens on selected
services. For example, graffiti reporting is presently reported via a phone call to the
Corporate Contact Centre, which is handled by a Customer Service Representative, entered
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into a work management system, prioritized by a Supervisor and assigned via a crew meeting
to workers in the field. Using mobile technology, a resident could conceivably snap a picture
of graffiti using their smartphone and immediately submit it with location coordinates via the
City's mobile application. An automated workflow could immediately route the work request
to the appropriate Supervisor or crew, enabling a much faster response.
3. Improve efficiency and effectiveness through better use of data
Mobile technology will enable field workers to access better information in the field (e.g.,
infrastructure drawings and maps, property data, customer history, service request details,
etc.) and will also allow field workers to capture data while still in the field. This will improve
the ability of field workers to diagnose issues quickly, make better decisions, and complete
their work efficiently and effectively. As an example, utility service connection details were
historically maintained in hardcopy files. More recently, all of this data was converted to an
electronic format in the Geographic Information System (GIS). Without mobile technology,
field workers would still be required to print out hardcopy maps and diagrams, which can
become outdated and do not provide the ability to capture details in the field based on actual
physical conditions or work completed. Implementing mobile technology ensures that
workers are using the most current information when undertaking repairs and maintenance.
Mobile technology will also enable field workers to capture data remotely, reducing the need
for the information to be handled twice, once in the field on paper and once in the office
where it would be entered into a system. This would apply to many maintenance and
inspection activities, such as routine valve maintenance, fire hydrant inspections, etc.
Implementing mobile technology represents a significant new service offering for the Information
Technology division and will have many facets, including:
• Implementation of citizen-facing mobile applications to engage citizens and improve the
handling of requests for service
• Increased use and management of mobile devices (tablets, mobile phones and laptops)
• Improved support for existing and new applications with a mobile interface , including a
Customer Relationship Management System
• Development of a Bring-Your-Own-Device (BYOD) mobile policy and procedures
In order to achieve the objectives outlined in the mobile computing strategy, dedicated staff
resources will be required to both implement the services and to support them on a continuing
basis. Without these additional staff resources, significant core services will not be properly
established to support the growing demand of mobile computing initiatives and future mobile
computing projects will fail to meet their objectives.
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The staff resources required are:
• One Mobile Computing Infrastructure Support Specialist who is required for developing and
maintaining the "back end" technologies to support mobile computing, including wireless
technology, application delivery, web servers and technologies, device management, etc.
• One Mobile Computing Device Support Specialist who is required for managing the end user
device lifecycle, including device specifications, device testing, laptop builds, end user support
procedures and training, escalated issue resolution, etc.
Additional information concerning the Mobile Technology Strategy will be presented as part of
an update on the Corporate Technology Strategic Plan at the November 18, 2013 meeting of the
Planning & Strategic Initiatives Committee.
BUDGET IMPACT:
This initiative requires two additional full time equivalent (2 FTE) Mobile Computing staff in the
Information Technology division. The staff resources required to deliver on the mobile
computing strategy will be funded through a split of tax supported and internal recoveries from
the enterprise divisions. The total annual funding required is $205,534, with a tax-supported
increase of$102,767 (50/50 split).
ALIGNMENT TO THE CITY OF KITCHENER STRATEGIC PLAN:
This proposal is linked to the Effective and Efficient Government Foundations of Information
Technology. The mobile computing strategy is directly referenced in both the Corporate
Technology Strategic Plan as well as in the City's Strategic Plan. The following is an excerpt from
the City's Strategic Plan:
"As the world of technology moves forward at a rapid pace, the city's information technology
group supports the technological infrastructure for many of our financial and operational
services. With increasing demands for real-time information, the city is looking to bolster the use
of mobile technology to help staff report on activities remotely from the field."
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ISSUE: SI 03— Improve Infrastructure Data Management to Better Support
Spending Decisions
FUND: Operating
DEPARTMENT: Infrastructure Services—Administration
PREPARER: Hans Gross, Director of Asset Management
BUDGET IMPACT: $34,205 tax/$35,602 enterprise ($69,807 total)
OVERVIEW OF THE PROPOSED STRATEGIC INITIATIVE:
Maintain infrastructure data required to support optimal decisions by staff and Council regarding
capital infrastructure maintenance and replacement.
RATIONALE/ANALYSIS:
Infrastructure Services Administration currently has two full time staff(temporary positions)
spending 80% of their time on staff time entry and 20% of their time on asset data entry.
Currently one position is funded from the Cityworks Capital account and the other is funded from
a combination of water and gas utilities.The funding from the Cityworks account will stop in
2014 and the funding from water and gas will continue for one additional year. As the City
transitions to mobile time entry, these two staff positions will need to transition to asset data
entry. Mobile time entry is estimated to be phased in over one to three years.
Asset data entry (e.g. asset condition, location, maintenance activity) is required for Facilities
Management, Parks, Forestry, Cemeteries, and Golf Courses and is currently not being done by
anyone. The need for additional staff is based on the Asset Management Program Roadmap.
The Roadmap's first priority is to establish a Data Management Plan, which will consist of data
collection, data quality control and data entry/data maintenance.
The data entry is the first step in the development of detailed asset management plans which will
result in establishing a sustainable financial plan for the management of assets within Facilities
Management, Parks, Forestry, Cemeteries and Golf Courses which have a replacement value of
$546 million. The City needs to make wise investment decisions to ensure tax and utility
revenues are being spent wisely.
BUDGET IMPACT:
This initiative requires one additional full time equivalent (1 FTE) to assist with Asset
Management data entry and will be funded through a split of tax supported and internal
recoveries from the enterprise divisions. The total annual funding required is $69,807, with a tax-
supported increase of$34,205 and an enterprise increase of$35,602. It is also anticipated that
one additional FTE would be required in 2015.
ALIGNMENT TO THE CITY OF KITCHENER STRATEGIC PLAN:
This proposal is linked to the Effective and Efficient Government Foundations of Asset
Management and Financial Management.
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ISSUE: SI 04— Proactive Street Tree Maintenance
FUND: Operating
DEPARTMENT: Infrastructure Services—Operations
PREPARER: Greg Hummel, Manager Park Planning, Development and Operations
BUDGET IMPACT: $169,500 tax
OVERVIEW OF THE PROPOSED STRATEGIC INITIATIVE:
Implement proactive street tree maintenance which will better support the quality of street trees
within the City of Kitchener.
RATIONALE/ANALYSIS:
The City of Kitchener has an existing inventory of approximately 60,000 street trees which should
benefit from proactive maintenance including the activities of street raising, structural pruning,
and timely stumping. In addition, there are over 800 hectares of natural/hazard and park lands
that are covered with trees and forest that need additional maintenance to ensure the quality of
the trees, as well as the safety of Kitchener residents.
The first activity of street raising ensures safe passage beneath the trees for pedestrians, cyclists
and trucks/automobiles. The street raising process needs to be completed every three to five
years to ensure that the limbs are not obstructing safe passage or hindering views. Street raising
becomes one of the most important proactive maintenance activities when dealing with the
existing tree inventory. With the limited number of foresters within the City's labour force, when
faced with balancing one priority versus another immediate priority, tree raising gets delayed.
Delaying this activity impacts safe passage.
The second activity is structural pruning. This new approach to pruning establishes acceptable
growing patterns for the trees. Completing this type of maintenance early in the life of a tree
takes more time initially, but over the long term growth of the tree will reduce overall
maintenance, especially in later years. This time invested early is labour intensive, but as the
trees grow, the need for severe street tree raising and the use of costly equipment is reduced.
This is healthier for the tree and reduces the overall maintenance costs of the tree.
The final activity is the immediate stumping of trees as they are removed. Currently stumps are
removed approximately one year after the branches and stems are removed. The additional
proposed staff would be able to assist with the immediate stumping, allowing the tree
replacement to happen within a growing season.
BUDGET IMPACT:
This initiative requires two additional full time equivalent (2 FTE) staff and one temporary
labourer at a combined cost of $188,000. Staff will also require a chipper truck and necessary
attachments to address the structural pruning and chipping of branches at a cost of$61,500. The
combined cost is $249,500, of which $80,000 is already included in the 2014 Growth Allocation,
reducing the additional budget request to $169,500.
ALIGNMENT TO THE CITY OF KITCHENER STRATEGIC PLAN:
This proposal is linked to the Community Priority of Environment.
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Alternative Revenue Issue Paper (IP) Index
Included in
IP # Description Proposed
Budget?
AR 01 Additional Cost Recovery for Special Events - Non-City Events No
AR 02 Increased Cost Recovery for Bylaw Enforcement No
AR 03 Increased Advertising Revenue Through Sponsorship Strategy No
AR 04 Mobile Catering Licensing Fees No
AR 05 Increase User Fees by an Additional 1%, While Providing Additional No
Funding for the Leisure Access Card (LAC)
AR 06 New Cost Recovery for Engineering No
AR 07 Fee for Fourth and Subsequent Subdivision Review No
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ISSUE: AR 01—Additional Cost Recovery for Special Events - Non-City Events
FUND: Operating
DEPARTMENT: Office of the Chief Administrator- Economic Development
PREPARER: Jeff Young, Manager of Special Events
NET BUDGET IMPACT: $5,000
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
Staff has identified an opportunity to increase revenues in Special Events through the chargeback
of services offered through the city to 3rd party event organizers (non-city events).
Throughout the year, Special Events works with a number of 3rd party event organizers who host
both large and small scale events throughout the city. These events typically utilize a combination
of city streets and park spaces to host their events. Examples of these types of events include
Kitchener Blues Festival, Ribfest, LINK Picnic, Oktoberfest, Tri Pride.
Based on event history, staff have identified costs required to run these events in city locations.
Examples of these costs that are currently charged back to the event organizers include repairs to
grass, garbage collection, custodial, traffic, parking, etc.
Special Events will continue to work with internal departments to identify areas where additional
costs can be charged back as actuals to 3rd party event organizers. In addition, Special Events will
detail in their contract the replacement cost of equipment if it is damaged during their event.
Examples of equipment currently loaned to the event organizers from the Special Events
inventory includes tents, tables, chairs, projector, etc.
NET BUDGET IMPACT:
An estimated $5,000 can be further recovered from 3rd party event organizers throughout the
year.
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
If costs to host their events on city property are increased there is a high likelihood that the
organizers would request additional funding through their Tier1 and Tier2 grant applications. If
these requests were agreed to, there would be no net benefit to the City.
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ISSUE: AR 02— Increased Cost Recovery for Bylaw Enforcement
FUND: Operating
DEPARTMENT: Community Services Department— Bylaw Enforcement
PREPARER: Shayne Turner, Director of Bylaw Enforcement
Kim Kugler, Director of Enterprises
NET BUDGET IMPACT: $32,500
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
Staff has identified two opportunities to increase revenues in the Bylaw Enforcement Division:
1. Cost recovery for parking enforcement during Kitchener Ranger games ($25,000):
The bylaw enforcement division currently provides targeted parking enforcement during all
Kitchener Ranger's games (within The Aud parking lots and in surrounding neighbourhoods).
This increased level of service is in response to the challenges experienced by surrounding
neighbourhood residents and it aligns with the commitment made to them during the public
consultation process related to the expansion of The Aud.
During a typical evening there are two enforcement officers on duty. During a Kitchener
Ranger's game these two officers are directed to pay increased attention to The Aud and
surrounding neighbourhoods. In addition a third officer is brought in and assigned specifically
for this increased level of parking enforcement.
The total costs incurred to provide this increased service level over the entire hockey season
is approximately$25,000. Currently those costs are funded through the tax-based operations
of the bylaw enforcement division. Staff is proposing the bylaw enforcement division begin to
recover these costs through revenue generated from the recently introduced paid parking
initiative at The Aud. This will provide a new source of revenue for the bylaw division which is
not tax-based.
Staff recommends this change as funds from paid parking at The Aud were always intended
to fund a variety of future parking and transportation management initiatives, including the
enforcement of current parking regulations. Revenue generated from paid parking at The Aud is
intended to go into a reserve to fund future investments into transportation and parking initiatives at
the facility.
2. New Fees for follow-up inspections ($7,500):
Some existing bylaw violations (e.g. property standards) require the bylaw enforcement
division to conduct follow-up inspections to ensure the homeowner has complied with an
order to remedy a situation by a certain date. On some occasions, when those follow-up
inspections are conducted the work remains incomplete, requiring a Bylaw Enforcement
Officer to conduct a second (and possibly a third) follow-up inspection at a later date.
The City could begin to charge a fee to property owners to assist in recovering staffing costs
when these additional follow-up inspections are required because the homeowner has not
completed required work by the stated deadline. If an inspection reveals that the violation
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has been corrected, the fee would not apply. Staff would ensure that any documentation
given to a property owner, relating to a Bylaw violation and the required corrective action,
also advises of the potential for follow-up inspection fees to be applied if the work is not
completed in time. A number of municipalities in Ontario have a follow-up inspection fee
mechanism in place, although the amounts of the fees vary.
As a starting point, staff is proposing a fee of$75 per inspection when non-compliance is
observed, with the potential to increase that fee as additional follow-up in sections are
required on the same property. Based on past experience relating to the number of situations
where multiple inspections are required before compliance is achieved, staff estimate the
potential for $7,500 in new revenue to be generated in 2014.
Implementing this new fee will likely require amendments to several existing by-laws, or
alternatively an entirely new by-law. Staff also proposed that any fees charged and not paid
within a designated timeframe would be applied to the tax rolls for the subject property.
NET BUDGET IMPACT:
Over the past three years staff has identified a structural deficit in the bylaw enforcement
division related to fine revenue and part-time wages. For 2013, staff are projecting that chronic
deficit to be in the range of$265,000—$280,000. Council may wish to allocate the new revenues
identified in this issue paper to either: (1) reduce the bylaw enforcement division's chronic deficit
by$32,500, or (2) increase revenue projections within the Division by$32,500 to reduce the tax
supported levy.
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
1. Cost recovery for parking enforcement during Kitchener Ranger games: Should Council
choose to allocate $25,000 in revenue from paid parking at The Aud to fund the increased
parking enforcement around The Aud during Kitchener Ranger games, that would reduce the
amount of money available in future years to fund other parking and transportation
initiatives at The Aud.
New Fees for follow-up inspections:This type of fee mechanism is primarily a tool to
encourage compliance and will likely not ensure sustained revenue levels over the long term.
As compliance levels increase, revenue realized through this fee will decrease.
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ISSUE: AR 03 - Increased Advertising Revenue through Sponsorship Strategy
FUND: Operating
DEPARTMENT: Community Services Department
PREPARER: Michael May, DCAO
NET BUDGET IMPACT: $45,000
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
The City of Kitchener owns and operates a wide variety of"assets" (e.g. physical buildings,
programs, services, special events) that could potentially be leveraged through increased
advertising opportunities and/or sponsorship partnerships with corporations, organizations and
individuals to generate non-tax based revenue for the municipality.
Currently the City has no formal strategy, policy or program regarding sponsorships. As a result,
there is no coordinated and unified approach to identifying, costing and selling these
opportunities for the benefit of the municipality and its residents/customers. Nor are there any
corporate-wide processes or guidelines in place to encourage, plan, implement, monitor and
control sponsorships. The City's historic ad hoc and decentralized approach to selling
sponsorships and advertising has for the most part focused on cost recovery instead of
maximizing this potential source of non-tax based revenue through sponsorships sold at fair
market value.
On May 14, 2012, City Council directed staff to undertake the development of a Municipal
Sponsorship Strategy. In early 2013, staff began work on a sponsorship strategy that is intended
to provide strategic directions and tactical recommendations on the potential development and
implementation of a formal Municipal Partnership Program.
Staff is continuing to work on a Municipal Sponsorship Strategy which will be presented to the
Planning & Strategic Initiatives Committee on December 2, 2013. That strategy, and
accompanying staff report, will outline the benefits and risks of proceeding with the
development and implementation of a formal, corporate-wide Municipal Partnership Program,
and will make specific recommendations on work to be completed prior to launching such a
program.
NET BUDGET IMPACT:
While more work is required to complete the Municipal Sponsorship Strategy before presenting
it to City Council on December 2, at this time staff believes there may be an opportunity to add
$45,000 in new advertising revenue to the 2014 budget. Staff have already identified the
following specific items for 2014:
(1) increased advertising revenues at The Aud and Cemeteries ($10,000);
(2) increased ad rates for Leisure magazine ($5,000), and;
(3) new advertising opportunities in Your Kitchener, Best of Times and Leisure ($15,000).
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In addition to these three opportunities which have already been identified, the Municipal
Sponsorship Strategy will identify other potential opportunities to increase advertising revenues
by$15,000 through items such as:
• advertisements on municipally owned and operated websites;
• facility signage advertisements (e.g. parking garages, aquatics facilities), and;
• advertisements on city fleet vehicles.
In order to pursue these new advertising opportunities and generate an increased level of
revenue for the municipality, it will be necessary to engage the support of an outside vendor
through a competitive RFP process.
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
While staff believe it is reasonable to estimate an additional $15,000 in revenue could be
generated through these additional advertising sales, there is a moderate risk this revenue target
will not be achieved in 2014 due to the startup time required prior to implementation of sales
and revenue collection. There is also a public relations risk related to residents' acceptance or
disagreement with this increased level of advertising on municipal assets.
Further details on the potential revenues and implementation costs of a Municipal Partnership
Program will be included in the Municipal Sponsorship Strategy and accompanying staff report
being presented to the Planning & Strategic Initiatives Committee on December 2, 2013.
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ISSUE: AR 04— Mobile Catering Licensing Fees
FUND: Operating
DEPARTMENT: Finance and Corporate Services— Legislative Services
PREPARER: Patricia Harris— Manager of Licensing
NET BUDGET IMPACT: $5,500
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
In the past year, licensing staff have received several enquiries from businesses that wish to offer
their services as mobile caterers. A mobile caterer is hired by a private business to bring a mobile
refreshment vehicle to a private social, sporting or recreational event and serve the patrons of
that event.
Historically, the City has not licensed mobile businesses, but in recent years mobile businesses
have been growing in popularity. This includes businesses such as mobile hairstyling and mobile
catering.
Current City by-laws require caterers at a specific address to obtain a license. Refreshment
vehicles such as hot dog carts, chip wagons and mobile canteen trucks that operate at industrial
and construction sites are also required to obtain a license to ensure public safety. In order to
create a level playing field for all food related businesses and to ensure the health and safety of
the public, the licensing of mobile caterers is also being recommended. Among other things, this
will enable the necessary inspections to take place (e.g., public health and fire). An amendment
to Chapter 586 (Refreshment Vehicles) and Chapter 501 (Business License Fees) will be required
to accommodate this new license category.
The licensing of mobile caterers will not impact the current food truck program operating in
Civic Square. Businesses that sell food only at special events require a Special Event license
only, and not an annual business license.
NET BUDGET IMPACT:
Approximately 10 mobile caterers may be operating in Kitchener. In speaking with the operators,
they have indicated that they are asked regularly to provide catering to private events in the City.
Based on that information a license fee of$550 per mobile caterer is suggested. This fee was
determined by taking the average of the fee for stationary refreshment vehicles such as hot dog
carts and chip wagons ($1,020), caterers at specific addresses ($306) and mobile canteen trucks
($328). This amounts to approximately$5,000 in new license fees for 2014.
Licensing currently has the resources to issue the licenses and provide enforcement.
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
As in all business licensing, the number of licensees may not meet expectations. This may be
because a business is no longer operating.
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ISSUE: AR 05— Increase User Fees by an Additional 1%, While Providing
Additional Funding for the Leisure Access Card (LAC)
FUND: Operating
DEPARTMENT: All
PREPARER: Ryan Hagey, Director of Financial Planning
NET BUDGET IMPACT: $115,000
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
The proposed 2014 budget includes an increase of 2%to most user fees, effective January 1,
2014. This proposal would increase most user fees by an additional 1%, to a total of 3%, effective
January 1, 2014. In order to achieve an effective date of January 1, 2014 Council would need to
approve this increase to user fees as part of the broader discussion of user fees on November 18.
Fees and charges are used by municipalities to reduce reliance on the tax base for various
programs and services. Cost recovery is one of the main driving factors considered when setting
fees and charges which are often used for programs and services where customers have a choice
whether or not to use them.
To help offset increased costs of recreational programs and services, this proposal would provide
additional funding for the Leisure Access Card (LAC) fee subsidy program. LAC helps ensure that
City of Kitchener recreation programs remain accessible for lower-income families. The LAC
program has been consistently overspent for the past number of years, but the additional costs
have been covered by third party funding (e.g. Canadian Tire Jumpstart Foundation). There are
indications that the third party funding will be reduced or eliminated going forward, which would
necessitate the identification of approximately$30,000 in alternate funding for the LAC budget.
To ensure a sustainable program, it is recommended that this alternate funding be phased in
over the next few years. It is proposed that $10,000 be added this year. Staff will work in the
short term to address any remaining shortfall through existing program balances. The current
budget for LAC is $122,100, so an increase of$10,000 equates to an 8% increase to this budget.
NET BUDGET IMPACT:
Increasing user fees by an additional 1%, effective January 1, 2014 would generate approximately
$125,000 of revenue. If user fees were to be increased, staff are also recommending that
funding for the Leisure Access Card fee subsidy program be increased by$10,000. The net result
is $115,000 of additional revenue for the tax base.
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
The following risks are associated with this proposal:
• Increases to user fees can result in decreased use of the program/service, which would result
in less revenue than budgeted.
• Some user fees cannot be increased as they are set by legislation or are already at the high
end of what the market will bear.
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ISSUE: AR 06 New Cost Recovery for Engineering
FUND: Operating
DEPARTMENT: Infrastructure Services - Engineering
PREPARER: Linda Cooper, Supervisor of Client Services
NET BUDGET IMPACT: $37,150 Tax Supported
$ 6,700 Enterprise
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
Guiding Principle: Development should pay for itself.
No fees are currently collected for several different types of applications and requests that
Engineering facilitates. Engineering should collect fees for these services to cover staff's time and
associated costs. The new fees are described below and are split into tax supported fees and
enterprise fees.
Tax Supported Fees
Damage Deposit Inspection: Currently the Building department collects a damage deposit on
behalf of Engineering as part of every building permit application. Engineering will complete at
minimum two inspections for the construction work prior to refunding the damage deposit.
Engineering is proposing to collect an admin fee on all damage deposits to cover Engineering admin
staff time and field inspections, the proposed fee is $40 per meter of lot frontage up to a maximum
of$400.
On Site Plumbing Applications:This process is initiated and facilitated by Building. Building will
receive an application for a site servicing permit from a developer who is proposing new or revised
servicing on site, but is not going through the Site Plan Process. Building will circulate the plans to
Engineering, and Engineering staff will review the plans in accordance with the development
manual, DGSSMS specs and in terms of adequate capacity within our system. Building will
complete their review in accordance with the Building code. Once the plans are acceptable,
Engineering will give Building their sign off and then Building will then issue a servicing permit for
the property. Engineering is proposing a review fee for these applications of$475 per application
which is in line with the Engineering Site Servicing Permit fee.
Driveway Ramp Widening Permit: Engineering receives requests for permission/approval from
residences who would like to widen their driveway by cutting their driveway ramps. Engineering
coordinates the approval with Planning and Transportation Services for the driveway cut. Once all
the requirements are satisfied, as per the driveway ramp widening application, then Engineering
will issue a permit for the work. Engineering is proposing an admin fee for this process in the
amount of$150 per application.
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Enterprise Fees
Sewer Surcharge Review: Engineering receives requests from property owners and developers to
surcharge additional flows to the sanitary system. Engineering will run the additional flows through
the sanitary model and grant approval for the surcharge. The proposed Sewer Surcharge Fee will
be $850 per application which will cover the staff time required to facilitate these requests.
Capacity Analysis Request: Engineering receives capacity analysis requests from developers prior
to submitting a development application, or for a zone change application for a property.
Engineering reviews the development proposal and determines if the sanitary system can
accommodate the increase in flow. Engineering is proposing to collect a new fee for a Capacity
Analysis Request in the amount of$500 per application.
NET BUDGET IMPACT:
The total increase in revenue is projected to be $43,850. The breakdown is noted in the table
below.
�-M� l " ......... i 11 � .1 mil'a.. ...........
111........�.......�IIaI�....... Fal
Tax Supported
,,,,,,,,
Damage Deposit Inspection $40 per meter of lot frontage $10,400
to a maximum of$400
On Site Plumbing Applications $475 per application 50 $23,750
Driveway Ramp Widening $150 per application 20 $3,000
Total Tax Supported Additional
Revenue
$37,150
Enterprise
,,,,
Sewer Surcharge Review $850 per review 2 $1,700
Capacity Analysis Request $500 per application 10 $5,000
Total Enterprise Additional
Revenue $6,700
J
Total Additional Revenue $43,850
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
All the fees proposed are new and could be viewed negatively by developers and residents.
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CITY OF KITCHENER `
2014 BUDGET ALTERNATIVE REVENUE PROPOSALS ISSUE PAPER
f"C;l Tlf^:
ISSUE: AR 07— Fee for Fourth and & Subsequent Subdivision Review
FUND: Operating
DEPARTMENT: Infrastructure Services - Engineering
PREPARER: Linda Cooper, Supervisor of Client Services
NET BUDGET IMPACT: $25,000
DESCRIPTION OF THE ALTERNATIVE REVENUE PROPOSAL:
Currently the Engineering drawing review for Subdivision development is paid through an
administration fee which amounts to 4.5% of the construction value of the development. This
fee is to cover all aspects for which Engineering is involved in the approval of the subdivision. On
average the engineering drawings for the subdivision go through 3-4 review submissions prior to
approval of the drawings. Occasionally, subdivision plans are submitted which require more than
three reviews, occasioning additional staff time for engineering. In these cases the Engineering
Consultant is not completing the required revisions as requested by Engineering and/or in
accordance with the Development manual. For these cases, Engineering suggests establishing an
additional review fee for the subdivision drawings for those developments that are constantly
resubmitting drawings for review without addressing Engineering's past review comments and
standards. Additional reviews occasioned by circumstances outside of the Engineering
Consultant's control will not be subject to this additional fee.
The Engineering Review Fee of$5000/submission will be applied to any subdivision development
upon submitting their fourth and subsequent Engineering drawing set for review. It is
anticipated that this fee will encourage thorough preparation of submissions by Engineering
Consultants.
NET BUDGET IMPACT:
The estimated revenue the Subdivision Review Fee will generate is $25,000 per year.
RISKS/IMPACTS ASSOCIATED WITH THIS PROPOSAL:
Industry may view this new fee as unfair so it will be applied reasonably by the Director of
Engineering and may be waived for minor changes such as items missed by City staff in previous
reviews, changes in standards, and minor drawing. Since the fee is tied to issues of non-
compliance, increased compliance levels may cause a decrease in actual revenue realized over
time.
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