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HomeMy WebLinkAboutFCS Agenda - 2017-11-20 - 2018 Operating Budget Special Finance & Corporate Services Committee Agenda Office of the City Clerk 2018 Operating Budget Kitchener City Hall nd 200 King St.W. - 2 Floor Kitchener ON N2G 4G7 Monday, November 20, 2017 9:30 a.m. - 4:30 p.m. Council Chamber Page 1 Chair - Councillor S. Davey Vice-Chair Councillor D. Schnider 1. FCS-17-188 2018 Operating Budget (6 hrs) Introduction from the CAO General Overview Boards Tax Supported Operating Budget Community Grants Enterprise Operating Budgets Resolution NOTE: final approval of the 2018 Operating Budget will take place as part of Final Budget Day, scheduled for January 22, 2018. ** The Committee will recess for lunch at 12:00 noon. Jeff Bunn Manager, Council & Committee Services/Deputy Clerk ** Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 ** REPORT TO:Finance and Corporate Services Committee DATE OF MEETING:November 20, 2017 SUBMITTED BY:Ryan Hagey, Director of Financial Planning, 519-741-2200 x 7353 PREPARED BY:Ryan Hagey, Director of Financial Planning, 519-741-2200 x 7353 WARD(S) INVOLVED:All DATE OF REPORT:October 16, 2017 REPORT NO.:FCS-17-188 SUBJECT:2018 OperatingBudget ___________________________________________________________________________ RECOMMENDATION: For Discussion Note: Final approval of the 2018 Operating Budget will take place as part of Final Budget Day, scheduled for January 22, 2018. 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 operating supplies. The objectives of this report are toprovide: Highlights of the 2018 Operating Budget Overview of the Tax Supported Operating Budget Overview of the Enterprise Operating Budgets REPORT: 1)Highlights of the 2018 Operating Budget The City’s operating budget funds the ongoing costs of valued public services citizens use every day. Examples include offering a multitude of programming at the City’s 13 community centres, having drinkablewater available at theturnof a tap, and maintainingroads in a way they are safe to drive on all seasons of the year. The City’s operating budget also funds a number of services citizens may not think of when they consider what the City offers them for the taxes and fees they are charged. These services are nonetheless crucial in ensuringthe City runs efficiently and *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. O - 1 effectively. Examples include operatingrobust information technology systems so citizens are able to sign up for the programming offered at theircommunity centre, maintaining proper records about the City’s water system to ensure compliance with applicable legislation, and having a proper process to purchase the rightvehicles and equipment to make the city’s roadways driveable, even throughout a Canadian winter. The 2018 operating budget provides funding for all the City’s services. It doesn’t matter if the service is delivered by frontline staff directly to citizens, or is needed behind the scenes in asupporting role.Funding in the operating budget is used to maintain the City’s current service levels, and is used to improve them based on Council direction. The major highlights of the 2018 operating budget include: Affordability and Sustainability Investing in Infrastructure Creating Community Each of these highlights is explored below. Highlight #1 – Affordabilityand Sustainability In order to enjoy being part of a sustainable community, citizens must be able to afford living there. Affordability is an issue that has been acknowledged in the 2018budget for both property taxes, and utility rates. The proposed net tax levy increase for 2018 is 1.7% and approximates the rate of inflation. The majority of programs and services supported by property taxes remain at current service levels, although there are requests for very limited enhancements to select City services. City staff have been able to propose an increase at the rate of inflation, despite significant cost increases due to Provincial legislative changes in minimum wage, and increased costs related to a newly negotiated animal control contract with the Humane Society. These cost increases have been largely offset by an increase to the City’s investment income budget, which carries some risk, but which staff believe is reasonable. These three changes are summarized in the chart below. Significant Cost Increases Largely Offset by Increase to Investment Income 20172018 Tax LevyTax Levy Budget Item BudgetBudget$ Impact% Impact Provincial Minimum Wage Changes$0$840,000$840,0000.72% Humane Society Contract$341,000$626,000$285,0000.24% Expense Subtotal$1,125,0000.96% Investment Income Revenue ($2,150,000)($3,000,000)($850,000)(0.73%) Total$275,0000.23% The proposed utility (water, sanitary, stormwater) rate increase is a combined 6.5%, which reflects the direction provided by Council earlier this year when they considered the Water Infrastructure Program (WIP) as presented in report INS-17-070. This rate, while higher than the rate of inflation, is a considerable decrease from the projected utility rate increase of 9.2% forecasted for 2018 as part of last year’s budget process. O - 2 In previous budget presentations, City staff have identified the tension between affordability and sustainability. If you swing toofar in either direction, you either have poor quality service levels that are cheap, or extravagant service levels that are expensive. The City’s aim for several years, based on resident feedback, has been to balance affordability and sustainability. The 2018 operating budget supports sustainability by being financially viable and not deferring deficits to future generations of ratepayers. It also supports sustainability by continuing to invest in the maintenance of City infrastructure and even making small increases to maintenance budgets in the areas of water and stormwater as noted in the Water Infrastructure Program report and discussion. Highlight #2 – Investing in Infrastructure Infrastructure is typically associated with the capital budget, as it is the budget that provides funding to create and replaceassets (infrastructure) used to deliver City services. Examples of City infrastructure includeparks, community centres, and sanitary sewer pipes. The 2018 operating budget invests in infrastructure as it includes additional funding to better maintain existing assets, specifically in the City’s water and stormwater systems. Increased maintenance funding in the operating budget helps preservetheCity’s infrastructure, which means it is in better shape to workproperly for alongerperiod of time. This helps sustain existing service levels for citizens and postponesthe need for capital replacement further into the future.Examples of 2018 investments include: Additional locating of infrastructure,whichhelpsavoid damage to the City’s underground infrastructure fromuninformed digging Improved planning, schedulingand supervising ofwork required to reduce the backlog of maintenance workon theCity’s watermain distribution system Reducingthe number of cross-connections between the drinking water system and pollution or contamination Highlight #3 – Creating Community While infrastructure is important to keep a city running, citizens are often looking for more than just a place to live, they are looking for a community to which they can belong. This concept is important to Kitchener and is reflected in the vision of theCity’s recently adoptedNeighbourhood Strategy “Helping people connect and work together to do great things in their neighbourhood” The 2018 operating budget supports the creation of community by maintaining funding for a number of valued community programs and services (e.g. community gardens, community parks, and community events) and also by adding new resources to help deliver on Council and community priorities. Examples include investments in resources forthe: Design and implementation of parks and trailsprojects Delivery of more grassroots, neighbourhood-led projects, programs and events O - 3 Planning, design and implementation ofbetter cycling facilities across the city andthe ability to seek out grant funding to help pay for it 2) Overview of the Tax Supported Operating Budget The proposed net tax levy increase for 2018 is 1.7% and would amount to an additional $18per year, or $1.50 per month on the average Kitchener home (assessed at $300,000). The proposed tax rate increase includes cost increases related to collective agreements and utility rates, and additional revenues from assessment growth, user fee increases, and the anticipated strong performance of the City’s investment portfolio. An appendix to this report shows the tax supported operating budget in the same format as the variance report. Like the variance reports, comments have been provided for variances that are more than $50,000 and/or 10% compared to the prior year’s budget. The proposed net tax levy increase for 2018 balances the competing interests of affordability and sustainability as described below. Affordability in the Tax Supported Operating Budget As noted in the highlights section of the report, the proposed tax rate increase of 1.7% acknowledges affordability as it mirrors the current rate of inflation. This limited increase has been achieved despite significant budget pressures related to Provincial minimum wage increases and achange to the animal control contract with the Humane Society. The proposed budget also includes a considerable increase to the City’s investment income budget. This increase bears risk, but staff believe it is reasonable based on the current investment climate and should be sustainable overthe long run. While keeping tax rate increases around the rate of inflation is one of the measures of affordability used by the City, it is not the only consideration.Budget affordability means the budget approved by Council supports the strategic directions for financial management. Property taxpolicy has been a long standing part of the City’s Strategic Plan and is included in the 2015-2018 Strategic Plan approved by Council. Kitchener’s direction says the City will strive for competitive, rational and affordable taxation levels. To determine this, the City must consider the following when setting tax rates: Comparison to other municipalities; Inflationary factors, including those unique to municipalities; and Balance of service levels versus affordability O - 4 Comparison to Other Municipalities The City of Kitchener is already one of the most affordable cities in Ontario. It has one of the lowest tax burdens of large cities in Ontario, consistent with the other cities the Region of Waterloo. The graph below shows the 2016 results of BMA’s annual tax burden analysis for the same bungalow property in each of Ontario’s largest municipalities. Kitchener holds the sixthlowest ranking in the province, meaning it is one of the most affordable cities in Ontario. Annual Tax Burden of a Bungalow in Large Ontario Municipalities (>100,000 people) Based on early indications, it is expected that Kitchener’s proposed2018tax rate increase will help it maintain its low tax burden amongst large Ontario municipalities, and will likely beamongst the lowest proposed tax rate increasesof all municipalities in the Region of Waterloo. Inflationary Factors, Including Those Unique to Municipalities The proposed tax rate increase approximates the anticipated rate of inflation. Inflation considerations for setting tax rates are in two parts: Typical consumer inflation, represented by the Consumer Price Index (CPI) Unique municipal inflation, represented by the Municipal Price Index (MPI) O - 5 Year-to-date Ontario CPI inflation to the end of Septemberis 1.7% and is projected to bein that range at the end of the year. The following graph shows the cumulative tax rate increase during this term of Council which is below the cumulative rate of CPI inflation in Ontario. This meansthe tax rate increases in this term of Council are affordablein that they are following the general trend of costs and incomes. Cumulative CPI Ontario Inflation versus Cumulative Tax Rate Increase in This Term of Council 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 2017budget process is 2.2%, meaning that inflation pressures on the City of Kitchener budget are higher than the typical Ontario household. In setting divisional budget targets, inflationary increases are limited to a few select cost types. For instance, budgets for compensation are increased according to collective agreements, but budgets for supplies, and contracted services are held flat. If increases are required in those budget lines, divisions are required to find savings, or new ways to generate revenues to offset the increased costs. Rigorous budget review leading to savings, reductions, and efficiencies allows the City to deliver a budget below MPI. O - 6 Balance of service levels versus affordability The proposed 2018tax rate reflects citizen preferences related to service levels and affordability. The proposed tax supported budget maintains existing City services at an increase near the rate of inflation. These preferences have been reaffirmed through citizen surveys conducted in 2012 and 2013. In the summer of 2012 (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, the majority of respondents (62%) said they prefer an inflationary tax rate increase that maintains current service levels. As part of the 2013 Environics survey, a similar majority of respondents (61%) said the same thing. While the 2012 phone survey did not reach enough residents to be considered statistically significant, the 2013 Environics survey interviewed more than 1,000 residents and the findings are statistically significant.Citizen preferences towards tax rate increases and service levels will be tested during another statistically representativecommunitysurvey scheduled for 2018. The graph below shows that Kitchener citizens prefer increasing taxes at the rate of inflation in order to maintain existing services over other alternatives. Citizen Preferences Regarding Tax Increases and Service Levels Sustainability in the Tax Supported Operating Budget Budget sustainability means that the budget approved by Council is adequate to fund desired service levels and avoid deficits. Tax supported operating budget sustainability has been an ongoing issue within the tax supported budget for a number of years, but significant progress has been made in recent budgets. Recent Operating Budget Results The City of Kitchener had along history of operating budget deficits, but this trend ended in 2015 with a yearend surplus for the first time in 10 years.This positive trend continued in 2016, which ended in a surplus as well. In 2017, the August variance O - 7 report showed a projected deficitas at the end of the year, so while tax supported operations have recently been positive, the projected result for 2017 shows this is not a certainty. For the decade prior to 2015, the City had finished each year with an operating budget deficit (before applying funds from one-time capital closeouts). In essence, the City’s operating budget wasnot truly balancedand the cost of providing services was larger than revenues to fund them.Over the course of several budgets, Council made eliminating ongoing operating deficits a priority, and chose to allocate funding to budget areas that were regularly over budget. So while full funding levels appear to have been achieved, there is a very small margin of error between ending the year in a surplus or deficit position. Council needs to ensure their earlierefforts to pass a sustainable budget are not eroded by budget reductions which are not supported by underlying operating conditions. The table below shows the yearend history dating back to 2013.These yearend results demonstrate the thin margin of error operating divisions have in their Council approved budgets. Tax Supported Operating Budget ResultsBefore Capital Closeouts 2017 2013201420152016 (projected) (Deficit)/Surplus Before Capital -$0.44M -$0.32M $0.98M $0.94M -$0.49M Closeouts The City maintains a Tax Stabilization Reserve Fund (TSRF) which is used to fund any operating deficits (or receive funds from any operating surpluses) within the tax supported operating budget. At the end of 2017, the TSRF is projected to have a balance of $1.7M after funding the projected yearend deficit. Maintaining a balance in the TSRF is important as these funds are used to fund deficits andavoid tax rate increases caused by deficits in prior yearsas prescribed in the Municipal Act. It is also important to maintain a balance in the TSRF going forward as it is planned to be the funding source for transitional costs incurred by Centre inthe Square in 2018and possibly beyond. O - 8 3) Overview of Enterprise Operating Budgets The City operates seven enterprises, which are self-sufficient business lines that raise their own revenues through user rates instead of being funded through property taxes. As part of the budget package, “Enterprise Overviews” have been provided for each of the enterprises. These overviews describe the main purpose of the enterprise, provide some benchmarking information, and describe recent challenges/successes. The seven enterprises are noted in the table below. City of Kitchener Enterprises GolfNatural Gas BuildingWater ParkingSanitary Sewer Storm Water Rates for the enterprises listed on the left of the table have already been considered by Council as part of the annual user fee review (report FCS-17-171). The enterprises listed on the right are commonly referred to as the utilities and do not have their utility rates set until Final Budget Day (with the exception of Natural Gas which happens outside of the budget process). While each of the enterprises is managed separately as its own business line, one significant principle is followed by each of enterprises; ensuring financial sustainability. Each enterprise has its own stabilization reserve fund that is used to manage fluctuations in financial operating results from year to year. In years that end with positive results, the surplus funds are held in reserve and are used to fund deficits that may arise in future years. The general guidelines for managing these reserve balances areas follows: If anenterprise has a positive stabilization reserve balance, the goal of staff is to propose a budget (and any associated rate increase) thatensuresthe reserve does not become negative, and ideally would achieve the minimum target threshold for the reserve. If the stabilization reserve balance is already negative, the goal of staff is to propose a budget (and any associated rate increase) that reduces/eliminates annual operating deficitsin each year of the forecast and returns the reserve to a positive balance within the 5-year forecast. Budget highlights and reserve balances for each of the enterprises are provided below. Golf Poor weather causing a delay in opening the golf coursesand flood events during the season are creating a projected deficit in 2017. The Golf stabilization reserve balance will remain in a negative balance, but is expected to improve starting in 2021 when some existing debt is paid off, resulting in lower principal and interest payments.It is not expected the accumulated deficit in Golf will be fully paid off until 2038 which is four years after all the Doon Expansion debt is paid off. O - 9 The 2018 budget for Golf is largely status quo. Some fees are being increased by 2%, while others are being held flat to remain competitive. Overall, a positive result of $12,000 at the end of the yearis expected, which is identical to the 2017 budget. Budget Summary –Golf 2017Projected Actual$63,000 deficit 2017Accumulated Stabilization Reserve Balance$997,000 negative 2018Budgeted Rate Increase2% 2018Budgeted Result$12,000 surplus 2018Accumulated Stabilization Reserve Balance$998,000 negative Building Decreasedbuilding permit activity in 2017 is causing a projected deficitof $391,000by the end of the year. Lower than expected results in residential projects (singles, townhomes, and apartments) has led to lower revenues. After reducing many Building fees by 5%in 2017, no rate increase is projected for the next few yearsbased on the health of the stabilization reserve. This approach has been vetted by the Waterloo Home Builders AssociationWHBAearlier this fall.No rate increase over the next few years will reduce the funding in the stabilization reserve, which is above the maximum target level, but is projected to be within the target range by 2020. Budget Summary –Building 2017Projected Actual$391,000 deficit 2017Accumulated Stabilization Reserve Balance$8,051,000 positive 2018Budgeted Rate Increase0% 2018Budgeted Result$70,000 deficit 2018Accumulated Stabilization Reserve Balance$8,091,000 positive Parking The 2017 projected surplus of $645,000 in Parking is betterthan budget due to increased monthly parking revenues during garage repairs at some neighbouring residential buildings. Rate in the City’s parking garages are being held flat in 2018, while surface parking rates are increasing 1.5%. The Parking stabilization reserve is forecast to be positive in the short term, but is projected to become negative in 2020 when the enterprise is scheduled to bear the full costs of Traffic Demand Management and Cycling Masterplan programswhich are currently funded by the tax base. O - 10 Budget Summary –Parking 2017Projected Actual$645,000 surplus 2017Accumulated Stabilization Reserve Balance$109,000 negative 2018Budgeted Rate Increase0%(garages) 1.5% (surface lots) 2018Budgeted Result$409,000 surplus 2018Accumulated Stabilization Reserve Balance$519,000 negative Gas In 2017, Gas Delivery is projecting a surplusof $2,091,000 which is lower than the expected surplus of $3,715,000. The lower than expected results are due to lower revenues caused by warmer than normal temperatures at the beginning of the year. For 2018, Gas Delivery is expected to have a surplus of $1,189,000, which will bring the stabilization reserve very close to its minimum target balance. Budget Summary –Gas Delivery 2017Projected Actual$2,091,000 surplus 2017Accumulated Stabilization Reserve Balance$2,062,000 positive 2018Budgeted Rate IncreaseSet outside of budget 2018Budgeted Result$1,189,000 surplus 2018Accumulated Stabilization Reserve Balance$3,280,000 positive Water, Sanitary & Storm Water The budgets for these three utilities are being discussedtogether as they were the combined subject of a comprehensive review called the Water Infrastructure Program (WIP). The WIP review took several months to complete and involved collaboration between severaldivisions within the City including Asset Management, Engineering, Kitchener Utilities, Operations – Environmental Services, Operations – Roads and Traffic, Financial Planning and Communications. The findings of the WIP review were presented and discussed by Council in September 2017 as part of report INS-17-070 Water Infrastructure Program Summary and Rate Options. This report provided information about the infrastructure in each of the utilities and provided Council with investment options for both capital replacement and increased maintenance spending. All of the optionsprovided to Council were viable alternatives that would ensure the continued safe operation of these valued utilities. The options offered different alternatives for Council to consider, depending on their attitudes towards cost of service and risk tolerance. Council’s consensus from that discussion is reflected in the proposed 2018utility rate increases as shown in the chart below. O - 11 Proposed Utility Rate Increases Broken Into Component Parts Regional CapitalTotal Rate UtilityMaintenanceOther Rate Increase(WIP)Increase Water1.0%7.1%0.6%-4.7%4.0% Sanitary4.2%1.9%0.0%0.8%6.9% Storm Water0.0%9.7%2.5%-2.3%9.9% Total2.5%5.4%0.6%-2.0%6.5% Regional Rate Increase – Impact on the utility rate of the change in Regional water/sanitary rates. This assumes the volumes or water/sewage processing remain constant year to year. Capital (WIP) – Impact of increased investment in the capital program. Maintenance – Impact of increased investment in maintenance activities. Other – Impact of all other changes.Examples include inflationary increases for existing budget items,changes to water/sewage processing volumes,and changes to net revenue/(expense). Looking to the longer term, the combined rate increasefor these utilities are also consistent with the consensus of the WIP review, and are projected to be considerably lower than during the 2017 budget process. The table below shows significant reductions to the projected combined utility rates as a result of Council’s direction during the WIP review. ProjectedCombined Utility Rate Increases 20182019202020212022 2017 Budget Projection9.2%9.3%9.4%9.4%9.4% 2018 Budget Projection6.5%6.5%4.5%4.5%4.5% Further reductions to the combined utility rate arenot possible without impacting the underlying capital and maintenance programsthat were the focus on the WIP review. The one exception would be if the City receivedgrantfunding thatcould be used to reduce the City’s cost of providing service. The Federal government has announced upcoming grant funding through their Investing In Canada Plan – Phase 2, but program details are not yet available. Depending on the parameters of the program, the City may be able to further reduce the projected utility rate increases, but it is wholly dependent on the specificsof the grant program. The summary charts below show these utilities have modest surpluses budgeted in 2018, and in the case of Sanitary and Stormwater, their surpluses are required to return their stabilization reserves to a positive balance. O - 12 Budget Summary –Water 2017 Projected Actual$3,359,000 surplus 2017 Accumulated Stabilization Reserve Balance$1,288,000 positive 2018 Budgeted Rate Increase4.0% 2018 Budgeted Result$23,000 surplus 2018 Accumulated Stabilization Reserve Balance$1,328,000 positive Budget Summary –Sanitary 2017 Projected Actual$853,000 deficit 2017 Accumulated Stabilization Reserve Balance$185,000 negative 2018 Budgeted Rate Increase6.9% 2018 Budgeted Result$329,000 surplus 2018 Accumulated Stabilization Reserve Balance$141,000 positive Budget Summary –Stormwater 2017 Projected Actual$807,000 surplus 2017 Accumulated Stabilization Reserve Balance$460,000 negative 2018 Budgeted Rate Increase9.9% 2018 Budgeted Result$585,000 surplus 2018 Accumulated Stabilization Reserve Balance$119,000 positive ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the city’s strategic vision through the delivery of core service. FINANCIAL IMPLICATIONS: The financial impacts on the average homeowner of services provided to citizens by the City of Kitchener are shown in the chart below. The impacts are shown by budget (e.g. tax, water, sanitary, storm water, gas) as well as by level of government (City, Region, Province).It should be noted that the impacts attributed to the Region of Waterloo are only for the additional costs of water supply and sewage processing that must be absorbed within City of Kitchener utility rates. Impacts related to changes in the Regional net tax levy are notincluded, as they are decided on by Regional Council. The breakdown by level of government shows the City of Kitchener is responsible for $39(or 53%) of the proposed increase, while the Region of Waterloo and Province of Ontario are responsible for $34(or 47%) of the proposed increase. The Regional portion of the impactrelates to increased costs for supplying water and processing sewage. The Provincial portion of the impact relates to the costs of implementing cap and trade legislation for natural gas. O - 13 Impact on Homeowner Change 20172018$% Taxes$1,086$1,104$181.70% Storm Water$148$162$149.90% Water$452$472$204.00% Sanitary$532$571$396.90% Subtotal (pre Gas)$2,218$2,309$914.10% Gas$788$770$(18)-2.28% Total$3,006$3,079$732.43% Impact by Level of Government City of Kitchener$391.30% Region of Waterloo$280.93% Provincial Carbon Tax$60.20% Total$732.43% NOTE: The budget impact attributed to the Region of Waterloo does notinclude the impact to taxpayers related to changes in the Regional net tax levy.It only includes the additional costs of water supply and sewage processing that must be absorbed within City of Kitchener utility rates. Assumptions: City Taxes:Current Assessed Value (CVA) of $300,000 Storm Water: property classified as Residential Single Detached Medium 3 Water & Sanitary: water consumption of 204m 3 Natural Gas: gas consumption of 2,100m COMMUNITY ENGAGEMENT: Citizens have an opportunity to provide input about priority areas of the Operating Budget through a number of processes. Their input comes through public consultation efforts for comprehensive master plans (e.g. Leisure Facilities Master Plan), strategies (e.g. Neighbourhood Strategy, Customer Service Strategy), or specific projects (e.g. Kiwanis Park Pool). As part of those processes, staff considers the feedback received from the public as they make their recommendations and share it with Council when those recommendations are presented for approval. The budget is the process whereby Council affirms the various approved priorities and allocates funds to bring concepts into reality. For the 2018budget process, staff will continue to employ a suite of traditional and electronic engagement methods in an effort to effectively inform and consult citizens. Staff will proactively provide information about the budget process via media outreach, O - 14 the City’s website and through Your Kitchener. Citizens are encouraged to provide their input by: Writing, emailing or phoning City Hall Attending the public input session planned for January 15, 2018 Responding to the City’s Facebook/Twitter posts about the budget Utilizing Engage Kitchener Contacting their ward councillor ACKNOWLEDGED BY: Michael Goldrup,Interim Deputy CAO (Finance and Corporate Services) O - 15 16 - O 17 - O 18 - O CITY OF KITCHENER ENTERPRISE OVERVIEW Building Enterprise Operating Model/Philosophy: The Building enterprise is responsible for the administration and enforcement of the Building Code Act and Building Code. The mandate of the Building enterprise is to ensure construction within the City meets the minimum requirements as detailed in the Building Code. Services Provided: The Building enterprise provides a majority of its services to external customers for building permit issuance and on-site inspections. Building also supports the AMANDA software system and administers the final grading approvals for new low-rise residential buildings. Benchmarking: The charts below outline the total number of building permits issued and fees collected over the past 6 years. st * 2017 – Year-To-Date (YTD) January 1 to June 30th O - 19 CITY OF KITCHENER ENTERPRISE OVERVIEW Primary Legislation: The Building enterprise is governed by the Provincial Building Code including referenced legislation such as Planning Act, Development Charges Act, and other construction standards. The main purpose of the Building Code is to ensure the buildings citizens work, live and play in are safe through the issuance of building permits and site inspections.Building permit revenues must only be used for the administration and enforcement of the Building Code. Customer Base: The majority of Building’s customers are the private sector, and their experience in building regulations is diverse; from minimal to knowledgeable. Building’s customers include single time users such as do-it-yourself home owners, repeat homebuilders, and non-residential applicants who build 1-2 times per year. The 2017 Year-To-Date (Jan. 1-June 30th) breakdown of Building’s customer base is 82% residential, 12% industrial/commercial and 6% institutional. Recent Challenges: Although Building staff regularly monitor economic trends to forecast permit activity levels, it is difficult to predict permit activity because staff do not control when owners decide to build. Further, not every permit generates the same amount of revenue or work effort by staff. The challenge continues to be remaining adequately resourced to meet provincially legislated time frames for permit decisions and inspections. Permit activity spiked in 2016 and, as expected, is trending slower in 2017. It is important to note that not all inspections for a permit are completed and signed-off in the same year and do-it-yourself projects require more time to explain how to-do-it and how to-repair-it. Recent Successes: Building successes are attributed to a technically skilled professional staff with proven customer service skills. Customer feedback on Building staff services continues to be positive. Building enterprise processes are not stagnant, and evolve to meet the needs of the customers. Recent examples include the approval to upgrade the existing public portal for online applications, upgrading field technology for the site inspectors and promoting Building Safety Month (May). The Building enterprise recognized the need to implement electronic plan review on large scale projects including high rise buildings. The implementation is expected to be completed before 2018. rdnd The Building enterprise administered the termite pilot project for the 3year, and for the 2 year organized the Canstruction Fundraiser for the Waterloo Region Food Bank. Lastly, through ongoing and prudent financial measures including high activity levels, the Building Stabilization Reserve remains positive and sustainable over the 5 year projection time frame including an unplanned economic downturn. O - 20 CITY OF KITCHENER ENTERPRISE OVERVIEW GolfEnterprise Operating Model/Philosophy: Kitchener Golf provides an affordable golf experience for all. Services Provided: Kitchener Golf operates golf propertiesandfacilities at both Doon Valley and Rockway Golf Courses offering affordable recreational golf opportunities, as well as facilitated camps and clinics, leagues, tournament and events. Kitchener Golf facilities are open from dawn to dusk seven days a week during the golf season, which can run anytime between April-November dependent upon weather. During the off season, the facilities can be utilized for special occasions and provide a publicspace for winter walking and cross country skiing. Benchmarking: The chart below outlines the prices at a number of privately owned public golf courses in the area. Kitchener Golf’s prices are at the low end of the spectrum. Kitchener Merry Hill Cambridge PuslinchElmira Primetime $47$39 $57 $50 $53 Off-Peak $37$28 $45 $46 $40 Primary Legislation: A Level Playing Field agreement signed with National Golf Course Owners Association states that municipal golf courses will pay a dividend to their municipality equal to the sum of property and income taxes. This ensures that municipal golf courses are not at an unfair advantage. Customer Base: Both courses are open to everyone. Recent Challenges: Aging infrastructure of club houses, maintenance and storage building. Experienced greater than normal rainfall throughout the season. This includedperiods of extremely heavy rain resulting in closing both courses from May 5-7 and the closure of Doon Valley G.C. for an extended period at the end of June as a result of flooding. Recent Successes: Secured a donation for a 2017 youth focused golf program, which allowed 50 youth to access Golf academy programs that would not have normally experienced golf. O - 21 CITY OF KITCHENER ENTERPRISE OVERVIEW Parking Enterprise Operating Model/Philosophy: The Parking Enterprise’s goalis a self-funded, financially sustainable enterprise, providing accessible and convenient parking in the downtown core at a fair price. It is very important to the core as it helps the City achieve and balance its economic development growth management and transportation objectives. Services Provided: The Parking Enterprise manages and operates the City’s downtown parking portfolio, which currently consists of five parking garages, 19 surface lots, on-street meters and free parking spaces (totaling 3,939 spaces). It has direct responsibility for the operation, maintenance, capital rehabilitation and fiscal management of the City’s public parking infrastructure. Benchmarking: The table below outlines current prices of monthly parking for surface and garage facilities in the downtown. The City’s monthly parking prices are at the high end of the spectrum. Primary Legislation: Not applicable. Customer Base: All garage and surface facilities are open to anyone living, working or visiting the downtown. The customer base currently includes 1,973monthly parkers and almost 450,000 daily customers per year.The total number of monthly parkers has remained relatively stable, but inventory has increased in the last four years by 1,129 spaces with the addition of two new garages and the Bramm Street surface lot. The percentage of monthly customers over the current supply is approximately 70%. Recent Challenges: ION light rail transit construction activity has affected travel patterns in and around the downtown. The ION construction is scheduled to continue until the end of 2017 and may continue to impact parking facilities immediately adjacent to construction zones along Charles and Duke Streets. In 2017, the City’s monthly garage parking rate of $154.87 + HST ($175.00) is the highest being charged within the downtown business area. Competitors in the downtown have not followed O - 22 CITY OF KITCHENER ENTERPRISE OVERVIEW suit with the City’s aggressive parking rate increases and contribute to eroding the City’s marketshare. Increased demand for surface parking spaces throughout the downtown and specifically in the Innovation District is forecasted. In addition, supply of surface parking spaces is being reduced as planned redevelopment of surface lots occurs. An increase to monthly surface rates and hourly rates are warranted as demand for convenient and cheaper spaces increase and inventory decreases. Based on anecdotal evidence, staff anticipates increasing monthly parking rates in garage facilities at this time will result in less overall revenue as current customers will seek out cheaper alternatives. Increased parking rates in surface lots but not in garage facilities will narrow the price gap enticing long-stay parkers to use garages. It is forecasted this will freeup valuable surface spaces for short-stay customers. Increased monthly garage parking rates also influence Downtown Kitchener’s competitive advantage. High parking prices can directly impact current and future economic development in the downtown. Recent Successes: The Parking Enterprise is forecasted to achieve net revenue significantly better than budgeted in 2017. Expenses estimates are very close to budget, but projected revenues are much higher than budgeted. This is due mainly to a number of short term parking arrangements with neighbouring apartments and condominiums while they complete major garage repairs. The parking stabilization reserve fund is forecasted to be in a surplus by the end of 2017 and continue with a small positive balance for the remainder of the 5 year forecast. O - 23 CITY OF KITCHENER ENTERPRISE OVERVIEW Gas Utility Operating Model/Philosophy: Provide customers with quality, dependable and economical distribution of natural gas. Provide prompt, cost effective and professional servicesrelated to rental water heaters, and appliance servicing. Services Provided: Gas Supply: Kitchener Utilitiespurchases and manages the gas supply to meet customer requirements. Gas Distribution: As a natural gas distributor, Kitchener Utilitiesdelivers natural gas to consumers. Work includes installingand replacing meters, underground pipe installation, services, responseto gas emergencies involving gas line hits, gas odour, carbon monoxide, and line locates. Regulatory Affairs: Ensuringcompliance with codes, rules and regulations imposed by government agencies and regulators. Appliance Service: Providing specialized services that focus on heating and cooling equipment inspection and maintenance. This includes items such as central air conditioning units, furnaces, hot water heaters, clothes dryers, fireplaces, pool heaters, ranges, etc. Conservation: Developing and promoting conservation programs which help customers save money and conserve energy. Water Heater Rentals & Service: Supply and service water heaters on a rental basis, including 24/7 service for repair and replacement of tanks. Benchmarking: While the population of Kitchener continues to grow, natural gas use has been declining over the past 10 years. The graph below shows that the volume of gas consumed in Kitchener has 33 fallen from 295,733,000 m in 2005, to 250,375,000 m projected for 2017.This can be attributed to efficiency improvements, a decline in large industrial use, conservation awareness, and weather. O - 24 CITY OF KITCHENER ENTERPRISE OVERVIEW 3 Gas Volumes - (m) 300,000,000 250,000,000 200,000,000 150,000,000 100,000,000 50,000,000 0 Primary Legislation: Technical Standards and Safety Act 2000 Ontario Regulation 210/01 Oil & Gas Pipeline Systems Canadian Standards AssociationZ662-11 Pipeline Systems Essentials Code Canadian Standards AssociationZ246.1-09 Security Management for Petroleum and Natural Gas Industry Systems Code Canadian Standards Association B149.1-10 Natural Gas and Propane Installation Code Ontario Regulation 212/01 Gaseous fuels Ontario Regulation 184/03/215 Fuel industry certificates Measurement Canada – Gas Meters Electricity and Gas Inspection Act Ontario Energy Board – Gas Distribution Access Rule, Demand Side Management Guidelines, Code of Conduct, Storage and Transportation Access Rule Climate Change Mitigation and Low-Carbon Economy Act, 2016, S.O. 2016, c. 7 Ontario Regulation 143/16: Quantification, Reporting and Verification of Greenhouse Gas Emissions Ontario Regulation 144/16: The Cap and Trade Program Customer Base: Natural Gas: 71,000 Rental Water Heaters: 42,000 O - 25 CITY OF KITCHENER ENTERPRISE OVERVIEW Recent Challenges: Construction associated with the ION light rail transit project is substantially complete, however ongoing increased workload is anticipated due to increased administrative and safety requirements associated with routine maintenance in the ION corridor, and increased growth and redevelopment in the ION corridor. Recent Successes: The unique partnership between Kitchener-Wilmot Hydro and Kitchener Utilities, in regard to conservation and public outreach, continues to allow Kitchener Utilitiesthe flexibility to enhance existing program offerings and create new program opportunities that reflect evolving market needs specific to Kitchener. These programs also help Kitchener customers save natural gas, electricity, and water. Work has commenced on a new meter inventory management system. The new system, when implemented, will improve the management of gas meters, increase administrative efficiencies, as well as meet the regulatory requirements with Measurement Canada. Kitchener Utilities continues to expand the use of mobile technology in field operations related to gas emergencies. The technology provides the mobile work force with access to key field information required to address and locate areas impacted by an emergency. Gas main replacements associated with the ION light rail transit project are complete. Gas Pipeline Inspectors completed a successful test on GPS equipment. This technology will be rolled out to new and replacement gas main projects for the 2018 construction season, to improve efficiency of collecting asset information and accuracy of as-built drawings. O - 26 CITY OF KITCHENER ENTERPRISE OVERVIEW Water Utility Operating Model/Philosophy: Provide customers with quality, dependable, and economical distribution of water. Promote conservation and to operate in an environmentally sensitive manner. Services Provided: Water Distribution: Monitoring, installing and repairing the network of water mains, meters and services to ensure a reliable and safe supply of water.Provide a bulk water facility. Conservation: Developing and promoting conservation programs which help customers save both money and conserve energy. Benchmarking: While the population of Kitchener continues to grow, water use has been declining over the past 10 years. The graph below shows that the amount of water metered and billed by the City 33 of Kitchener has fallen from 22,500,000 min 2005, to a projected amount of 18,913,000min 2017. This is attributed to a decreasein industrial demand, increased water efficiency measures, and greater conservation awareness. 3 Metered Water (m) 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 2005200620072008200920102011201220132014201520162017P Year O - 27 CITY OF KITCHENER ENTERPRISE OVERVIEW Primary Legislation: Safe Drinking Water Act, 2002. Ontario Regulation 170/03 Drinking Water Systems Ontario Regulation 128/04 Certification of Drinking Water System Operator and Water Quality Analysis Ontario Regulation 169/03 Ontario Drinking Water Quality Standards Ontario Regulation 188/07 Licensing of Municipal Drinking Water Systems Customer Base: Water: 68,000 Recent Challenges: Addressing the maintenance backlog associated with watermains and valves within the City. This includes valve operating checks, repair and replacement, valve chamber inspections and repair, and watermain cleaning. Changing the focus to more proactivemaintenance requires up-front planning, scheduling and managing of work and to follow-up on repairs. Recent Successes: The Water Infrastructure Program (WIP) was initiated in spring 2017 to evaluate variables that influence the water, sanitary sewer and stormwater rates with the intent of providing rate options. The work included a survey of residents, a review of the capital program, analysis of estimated life of pipe, and a detailed review of the maintenance program and a communication strategy. The WIP review was presented to Council in September 2017, and resulted in Council endorsement of one of the proposed rate options. The 2017 watermain cleaning program involved cleaning 160 km of watermain and operation of 1,300 valves. Prior to cleaning the mains, all valves within the area needed to be exercised, repaired and replaced (if required) so they would isolate. It is anticipated that this program will have the following benefits by having functioning valves and removal of buildup: Decrease the number and length of both planned and unplanned customer water disruptions Decrease the length of time without water Decrease the number of customers impacted Faster watermain repairs Less risk of claims Decrease reactive flushing Increase customer confidence in the safety of the drinking water; and Increase the reliability of the water system. O - 28 CITY OF KITCHENER ENTERPRISE OVERVIEW Sanitary Sewer Utility (Wastewater) Operating Model/Philosophy: Removing wastewater generated in the city inan efficient, cost effective, and environmentally responsible manner. The Sanitary Sewer utility also ensures this is done in compliance with legislative and regulatory requirements. Services Provided: The Sanitary Sewer utility performs a wide range of activities and programs that together supports the provision of safe and reliable collection of raw sewage generated within Kitchener and neighbouring municipalities, and its subsequent conveyance through 900 kilometers of pipes and 23 pumping stations to a Regional wastewater treatment facility, where the City pays the Region for ultimate treatment and disposal. Such activities and programs include: Pumping station rehabilitation and replacement Trenchless sewer rehabilitation program Trunk sewer replacement Spot repair program Pumping station maintenance Flow monitoring program Closed Circuit Television (CCTV) inspection program Flushing programs Emergency repair work Service connection blockage clearing Hydraulic modeling Condition and Risk assessment, scoring, and system analysis System for the remote control of and data acquisition from pumping stations (SCADA) Benchmarking: The SanitarySewer utility is participating in the National Water and Wastewater Benchmarking Initiative which looks at key performance indicators for municipalities across the country. Data for 2016is being gathered and will be processed to compare to previous years. Primary Legislation: Clean Water Act Environmental Protection Act Ontario Water Resources Act Environmental Assessment Act Customer Base: The owners, residents, and users of nearly all facilities in the city are generators of raw sewage. This would include nearly every residential, and every significant commercial, industrial, and institutional building in the city. In total, this equates to over 60,000 customers billed for this service. O - 29 CITY OF KITCHENER ENTERPRISE OVERVIEW Recent Challenges: Operational: Significant amounts of Kitchener’s sanitary assets have reached, or are nearing, the end of their lifecycle. As these assets deteriorate, the need for ongoing, regular maintenance increases, resulting in a requirement for more funding and resources for preventative and corrective maintenance. Utility rate increases will result in improvedbudgets for both maintenance and replacement of sanitary infrastructure, and thus contribute toreduced risk to the utility. Budgetary: 1) Construction costs for replacement and rehabilitation of infrastructure from 2004 to 2017 were significantly greater than the CPIrate of inflation. 2) Unit costs of sewage processing have been, and are expected to, increase at rates well above the rate of inflation (these costs are controlled by the Region). Recent Successes: Capital Works: 1) Replacement of the Freeport sewage pumping station (SPS) is complete. Associated forcemain construction is now underway. The completion of this work will continue toward the lifting of a development freeze that has existed in this area for over a decade. 2) Construction of the new Doon South Sewage Pumping Station is now complete thereby permitting the development of the Doon South Community Plan area. : Analysis 1) Development of a risk analysis software tool for use in the enhanced prioritization of remediation work to the sanitary sewer network. 2) Development of a flow analysis tool for use in analyzing the capacity of individual pipe sections within the sanitary sewer network for both existing and future proposed flows. Administration: 1) New cross border servicing agreements have been established with Woolwich Township and the City of Waterloo. 2) Transfer of the Mannheim SPS to Wilmot Township has occurred. O - 30 CITY OF KITCHENER ENTERPRISE OVERVIEW Stormwater Utility Operating Model/Philosophy: Treating and controlling stormwater generated in the city in an efficient, cost effective and environmentally responsible manner to comply with legislative and regulatory requirements. Services Provided: The utility provides the necessary funding to operate, maintain, rehabilitate, replace and build stormwater infrastructure across the City. The stormwater system is comprised of approximately 100 kilometers of open watercourses in 20 subwatersheds, 610kilometersof sewers, 12,000 catch basins, 16,000 manholes, 65 hydrodynamic separators, 1,200 storm sewer outfalls and 142 stormwater ponds with a total replacement value of $705M (2013). Services include new capital projects identified by the annual water quality audit that is conducted on local watercourses to determine where additional stormwater controls are required to improve water quality. Other projects are required to address flooding in various parts of the City. In addition to discreet capital projects, annual programs are established to address recurring activities. These include: Stormwater Management (SWM) Monitoring Program Sediment Management Program Watercourse Improvement Program SWM Facility Retrofit Program Drainage Improvement Program SWM Infrastructure Implementation Program Accelerated Infrastructure Replacement Program (AIRP) Low Impact Development (LID) AIRP Sewer & Manhole Maintenance and Repair Watercourse/Bridge/Culvert Maintenance and Repair Street Sweeping Leaf Pickup Spills Finally, the utility also funds a credit program to provide an incentive to private property owners to control stormwater at the source where it falls on private property. Benchmarking: The stormwater utility finalizedtheIntegratedStormwater Management Master Plan (ISWM- MP) to replace the 2001 SWM Policy I-1135with policy MUN-UTI-2003. The master plan establishes goals and objectives as well as provides direction to the utility until the year 2030. There will be an annual process of measuring progress against planned progress in the ISWM- MP. Additionally, the utility is participating in the National Water and Wastewater Benchmarking Initiative which looks at key performance indicators for municipalities across the country. Data for 2016 is being gathered and will be processed to compare results to previous years. O - 31 CITY OF KITCHENER ENTERPRISE OVERVIEW Primary Legislation: There is existing legislation that dictates certain requirements for stormwater management which impacts almost every facet of the services the utility provides ranging from new construction to operations and maintenance. The key pieces of legislation include: Clean Water Act,Ontario Water Resources Act, Water Opportunities Act,Canadian Environmental Protection Act, Environmental Assessment Act, Canadian Fisheries Act, etc. Customer Base: Every property owner in the city that has impervious surfaces on their property that contributes to the overall stormwater runoffthat is managed by the municipality. In total this equates to over 70,000 customers billed for this service. Recent Challenges: Operational: The nature of storm events becoming more severe and intense due to climate change has a direct impact to the stormwater management system, by either causing damage to, or exceeding the capacity ofexisting infrastructure in an unpredictable manner. Legislative: The new legislation for the Sewer Safety Inspections process, and for an increased level of service that is now required for the locating of utilities prior to construction activities. Budgetary: 1) There is an existing backlog of legacy projects identified in previous stormwater audits that still need to be completed. These can only proceed as budget becomes available. 2) Operations and maintenance requirements needed to maintain current service levels versus the current budget allocations for such activities. This does not take into consideration the need for additionalbudget to facilitate the transition to a more preventative maintenance approach. 3) The stormwater utility is currently looking at alternative strategies to enhance the lifecycle of stormwater infrastructure to help address the looming deficit. Recent Successes: Operations and Maintenance: Operations staff removed over 5,000tonnes of sediment from stormwater ponds in 2016/2017 returning them to their design condition to improve water quality. A total of 32 out of 146 ponds have now been cleaned out. Capital Works: 1) The construction of Stormwater Management Facilities 10 and 66 as well as Balzer Creek is underway and will be completed in 2017. 2) Sediment will be sampled in over 10 additional SWM ponds to complete chemical analysis and determine the correct disposal methodology for future works. 3) Land near Idlewood Creek has been purchased for the removal of two dams and restoring fish habitat and detailed design is currently underway. O - 32 33 - O Committee Operating Budget November 20, 2017 Finance & Corporate Services 2018 34 - O Agenda Presentation Introduction from the CAO General Overview Boards Tax Supported Operating Budget Community Grants Enterprise Operating Budgets Resolution 35 - O Introduction from the CAO 36 - O , budget. affordable An sustainable 2018 Operating Budget: 37 - O 38 - O General Overview 39 - O Topic User Fees and Charges Operating Budget Capital Budget Public Input Budget Approval Budget Calendar Date October 30 November 20 November 27 January 15, 2018 January 22, 2018 40 - O #kitbudget CityofKitchener or -2200 x 7700 www.kitchener.ca/citybudget CityKitchener 741 Facebook.com/ - @ at 519 budget@kitchener.ca us Keep upTweetEmail PhoneSee more at Connect to the Budget 41 - O Highlights of the Affordability and Sustainability Investing in Infrastructure Creating Community 2018 Operating Budget The 2018 Operating Budget highlights include: 1.2.3. 42 - O Sustainability #1 Affordability and Proposed tax rate increase of 1.7% is at the rate of CPI inflation Combined utility rate increase of 6.5% is much lower than previously forecast Forecasted rate increases are similar 43 - O Infrastructure #2 Investing in Locating of infrastructure Improved planning, scheduling and supervising of work on the Water system Reducing the number of cross-connections between the drinking water system and pollution or contamination More funding to maintain existing City assets, specifically in the Water and Stormwater systems 44 - O Community #3 Creating Parks and trails projects Grassroots, neighbourhood-led projects, programs and events Better cycling facilities across the city Maintaining funding for existing programs and services Investing in new resources for: 45 - O Budget Increases Summary of Proposed 14 46 - O Kitchener Budget Process Timeline Budget direction development Departments prepare budgets Internal administrative review Council committee review Council approval -Oct Aug Jan Jul- Mar-Jun Sep Nov-Dec 47 - O to the Budget Increases for staff compensation and utilities as required No increase for administration, materials and contract services Increase for user fee revenues Find savings in existing budgets Generate more revenue Budget targets provided to divisions which included: If divisions need funding for items held flat in the targets, they must: 48 - O Boards 49 - O to $10.82M in 2017 (KPL) Increase of 2.0% as per City guidelines 2018 budget is status quo Operating grant increased from $10.61M in 2018Expenditures have been flat lined, adjusted to reflect costs including cost of living as per City guidelines Kitchener Public Library 50 - O (KPL) Kitchener Public Library 51 - O provides more information (CITS) Op 01 Centre in the Square Increase of 2.0% as per City guidelines Third year requesting transition costs Decrease of 16.3% from 2017 Issue Paper Development Focus (Mandate B) approved in March 2015 Management change October 2015 Progress jointly with City defining needs and responsibilities all through 2016 Operating grant increased from $1.781M in 2017 to $1.817M in 2018 CITS anticipates needing additional funding of $182,870 from the City in 2018 to fund transitional costs 52 - O (CITS) Centre in the Square 53 - O Tax Supported Operating Budget 54 - O Budget needs to support the strategic directions for financial management Budget needs to fund existing service levels and avoid deficits Affordability Sustainability Two Contrasting Themes 55 - O Affordability Comparison to other municipalities Inflationary factors, including those unique to municipalities Balance levels of service provided with Strive for competitive, rational and affordable taxation levels, taking into consideration the following when setting tax rates: Strategic Plan Direction 56 - O Affordability Comparative Taxes 2016 property taxes (for municipalities with populations >100,000 3 Bedroom, 1.5 bathroom, single garage, 1,200 sq. ft. bungalow on 5,500 sq. ft. lot Source: BMA Management Consultants Inc. 2015 Annual Study 57 - O Affordability 2017 Household Comparisons 58 - O Affordability Ontario Inflation Year to Date Average Consumer Price Index (CPI) = 1.7% Year to Date Average Municipal Price Index (MPI) = 2.2% Inflation as at September 2017 Inflation pressures on Kitchener are higher than the average consumer 2017 59 2016 - O 2015 2014 2013 2012 2011 2010 Affordability 2009 2008 2007 Inflation vs. Tax Rates Percentage Increase 60 - O -date figure for CPI and proposed to CPI & Tax Increase This Term Affordability Inflation vs. Tax Rates : Note2018 figures based on year-tax rate increase. 61 - O Affordability Taxes and Service Levels 62 - O Sustainability Projected 2017 balance is $1.7M after funding the projected deficit Year-end results have been very close to budget in recent years Indicates there is a fine line between a surplus and a deficit City maintains a Tax Stabilization Reserve Fund to fund deficits Recent Operating Results 63 - O A 1% Change $1,166,083 $10.86 Value of 1% on the Net Tax Levy Value of 1% on average home (assessed value of $300,000) 64 - O Percent Assessment Growth 65 - O (excluding Enterprises) Department Net Expenditure by 66 - O Change Detail 2018 Tax Levy 67 - O Expansion business case Aud Aud *Debt Reduction & Work included suites, restaurant & concessions 100% of new revenue streams funded the debt costs City is honouring its contractual commitment to the Rangers Rangers Commitment In 2002, debt was issued for a renovation to the Debt matured in 2017 2012included a split of the new revenue streams from the 2002 renovation once debt matured 68 - O Ten Year Tax Rate Projection 69 - O for Parks & Trails, Neighbourhoods Issue Papers Title Increasing Support and Active Transportation Increasing Exposure to Workplace Safety Insurance Board (WSIB) Costs Funding Extraordinary Items Other Tax Supported IP#Op 02Op 03Op 04Op 05 70 - O Grants Community 71 - O Community Grants Process Changes to Tier 1 & 2 grant appeals will be considered by a staff committee Council will approve final Tier 1 amounts on Final Budget Day Council will approve final Tier 2 amounts through a staff report in March Changes approved by City Council on August 28, 2017 72 $8,119 - O $213,939$182,797 Estimate $1,178,479$1,583,335 2018 Grant Increases Overall grant budget to be increased by 2% Generally, Tier 1 groups will receive an inflationary increase of 1.7% No increase for In-Kind Facility & Travel Assistance Grants Kind Facility / Travel Assistance - Grant TypeTier 1 (Community Groups)Tier 1 (Sports Groups) Tier 2 InTotal 73 - O Budgets Enterprise Operating 74 - O Reserve ve -BalanceGolfSanitaryStorm Water Reserve ve +BalanceParkingGasBuildingWater City Dividend AllowedCity Dividend Not Allowed This is a problem, but better than last year Enterprise Summary Three are allowed by legislation to pay a dividend to the tax base Three of seven enterprises are projected to have a negative stabilization reserve at the end of 2017 Goal should be to return all enterprises to a positive position within the short term planning horizon Enterprise Overviews included in package provide highlights about each enterprise 75 - O Revenues have been lower than expected in new low rise residential projects including singles, townhomes and apartments Permit fees were reduced by 5% for 2017 and are planned to be held flat until 2021 Building Enterprise 2017 permit revenues are lower than budget and are projected to be $4.1M by year end Direct expenses are projected to be $108,000 lower than budget by year end due to staff vacancies Building stabilization reserve fund is expected to remain above the maximum benchmark in the near term but will decline in the later part of the forecast No dividend allowed as per legislation 76 - O Building Enterprise 77 - O Golf Enterprise Deficit projected to be eliminated in 2038 2017 projection is unfavourable to due later opening, closure at Doon for flooding and closures at both courses due to water saturation Memberships remain stable Increase in demand for specials, unique golf experiences, and loyalty programs Dividend amount based on the property and income taxes as per Level Playing Field agreement with the golf industry Golf stabilization reserve fund expected to improve once part of debt is retired after 2020 78 - O Golf Enterprise 79 - O surplus of $645,000 end Parking Enterprise Monthly parking revenues are higher than budget due to short-term gains to accommodate Starting in 2020, the Parking enterprise will once again fund the Traffic Demand Management (TDM) and Cycling programs which will result in ongoing deficits and a declining reserve balance Projecting a year-which is $589,000 higher than budgeted Parking stabilization reserve fund is forecasted to be in a surplus in all years of the forecast however, with the exception of 2019 it remains below the minimum benchmark. 80 - O Parking Enterprise 81 - O Modified cost of service approach) Delivery Gas Works Utility Warmer than normal weather (lower revenues) A change in the T3 Union Gas contract (higher expenses) 2017 actuals are less than budget due to: Gas Delivery stabilization reserve fund is expected to be lower than the minimum benchmark due to lower than expected net revenue, but is continuously improving Dividend represents maximum allowable return based on OEB approved rates and capital structure ( 82 - O Delivery Gas Works Utility 3 83 - 3 O 074 - 17 to Gas Works Utility Includes one-time set up of inventory and consolidation of stabilization reserves Transportation Rate Combined Rate Reference Report # INS- Supply and Transportation Supply and Transportation are being combined as of November 1, 2017 Effective November 1, 2017, Council has approved the following rates:Stabilization fund balance is adequate 84 - O Gas Works Utility Supply & Transportation 85 3 - O per m 074 - 17 2017 st Cap and Trade Reference Report # INS- Gas Works Utility Ontario Cap and Trade is a provincially legislated program which started January 1Effective November 1, 2017 Council has approved the following rates: 86 - O Cap and Trade Gas Works Utility 87 - O -070, Water Infrastructure 17 Water, Sanitary, and Report INS-Program Summary and Rate Options Storm Water Overview Budgets are discussed together during the budget and in other reviews Most recently (Sept 2017), these services were reviewed as part of the Water Infrastructure Program (WIP) Next few slides provide highlights of the WIP report & presentation Rate Region Wholesale 88 Wastewater Best Practice Other Capital - O +++ Road Region Wholesale Water Rate Regulatory Overhead, rebates, other revenues Reconstruction % % %% 3246 Capital Region Other 9 WIP: Breakdown of Maintenance 13 Combined Utility Rate Increasing risk of infrastructure failure 89 - risk Risk may be reactive program O through the incurred for maintenance maintenance No increase to Risk mitigation Additional costs Least customers affordable to to customers Affordability Customers see relief with rates Most affordable 20322044 between -- 2037 195 km 20182018 KM total road between 2018- reconstructed 171 km between 195 km Scenarios years type type material material 80 Based on Based on useful life Estimated WIP: Capital Program 13% 9.5% 6.1% capital Annual increase by 2032 by 2037 by 2044 Scenario Scenario 2 Scenario 3 Status Quo Scenario 1- Gap Closed Gap Closed Gap Closed 90 - O $0 WIP: Maintenance Water: $1.3M Stormwater: $2.0M Sanitary: A maintenance gap exists in two of the three utilities Staff recommended (and Council endorsed) a 5 year phase in of maintenance funding increases Program Review Findings 2022 9.40% 6.50% 5.00% 4.50% 91 - O 2021 9.40% 6.50% 5.00% 4.50% 2020 9.40% 8.00% 7.00% 4.50% 2019 9.30% 8.00% 7.00% 6.50% 2018 9.20% 8.00% 7.00% 6.50% Move to Option 2 accomplishments with the assistance of Federal Grant funding Three options presented to Council Council supported Options 2 & 3 Consensus was Option 3 for 2018 Option 1Option 2Option 3 Previous Forecast WIP: 5 Year Rate Options 92 - O Water, Sanitary, and Stormwater Rate Increase Proposed rate increases for Water, Sanitary, and Storm Water are: This is consistent with increases presented during the Water Infrastructure Program review 93 - O outline how increased 08 Op 06 Water Utility Less water usage compared to budget Recovery from Region for prior period shared maintenance and water main break repairs Administration costs and water main break repairs were also lower than budget. Projected 2017 results are favourable compared to budget 2018 to 2022 rate forecast is based on WIP review and ranges from 3.7% to 4.5%. Water stabilization reserve fund remains positive, but does not meet minimum balance within this 5 year forecast No dividend allowed as per legislation Issue papers maintenance funding will be used 94 - O Water Utility 95 - O Sanitary Utility -2022, but does not meet minimum Causes processing costs to exceed budget Projected 2017 results are unfavourable compared to budget due to a very wet year 2018 to 2022 rate forecast is based on WIP review and ranges from 4.0% to 8.0%. Water stabilization reserve fund is positive in 2018balance within this 5 year forecast No dividend allowed as per legislation. 96 - O Sanitary Utility 97 - O outlines how increased Op 09 Stormwater Utility Projected results for 2017 are unfavourable compared to budget due to high maintenance costs 2018 to 2022 rate forecast is based on WIP review and ranges from 6.0% to 9.9%. Storm Water stabilization reserve fund expected to be in a positive position for 2018 to 2022 No dividend allowed as per legislation Issue paper maintenance funding will be used 98 - O Stormwater Utility 99 - O Resolution 100 - O Resolution Operating Budget Resolution to be passed by Committee regarding follow up items for staff CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 01 – Continuing Transitional Funding for Centre In The Square (CITS) FUND: Operating DEPARTMENT: Centre In The Square PREPARER: Deborah Daub, Director of Finance, CITS BUDGET IMPACT: $182,870 BACKGROUND: In 2016, Centre In The Square (CITS) was allotted $250,000 for transition funding due to the change to Mandate B that became a new policy from the City of Kitchener for CITS to follow. This transition funding increased the total funding for CITS to $2,000,000 when it was added to the $1,750,000 operating grant that was approved for 2016. In 2017, this transition funding was continued but was decreased from $250,000 to $218,500. RATIONALE / ANALYSIS: The request reflects the decision taken by City Council in March 2015 tied to the new mandate and the subsequent financial implications for CITS. As the new agreement between CITS and Kitchener-Waterloo Symphony (KWS) is implemented over a 2 – 4 yeartimeframe,and to continue to make the necessary adjustments for the Mandate fiscally possible, CITS is asking for a continuation of this transition funding with a decrease of $35,630 from the 2017 amount. This would amount to an additional transitional funding of $182,870. With the increase of CITS’ operating grant by inflation to $1,817,130, this additional funding will leave the total funding provided by the City to CITS at $2,000,000 matching the total amount received in 2016 and 2017. FINANCIAL IMPLICATIONS: This money will continue the funding of the Front of House costs for our community partners, the KWS and the Grand Philharmonic Choir, that started in 2016 and will allow CITS to continue to work with other smaller arts presenting organizations within Kitchener by working out a way to cover the costs of their usage within the Studio and Main Theatres at CITS. RECOMMENDATION: That approval be granted for additional transitional funding of $182,870 for the CITS to be disbursed from the Tax Stabilization Reserve Fund at the request of the CITS Board, with Council being notified by email of the request, and that any yearend surplus be split 50/50 between the CITS and the City. O - 101 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 02– Increasing Support for Parks & Trails, Neighbourhoods and Active Transportation FUND: Operating & Capital DEPARTMENT: Infrastructure Services & Community Services PREPARER: Cynthia Fletcher, Justin Readman, & Michael May BUDGET IMPACT: None (seeking approval of FTEs only) BACKGROUND: The creation of new permanent full time equivalent positions (FTEs) within the organization requires City Council approval. This issue paper is seeking approval of three FTEs which are closely connected to Council priorities and to the City’s Strategic Plan (parks, trails, neighbourhoods and active transportation). Funding for all three FTEs already exists within the City’s Operating or Capital budgets. RATIONALE / ANALYSIS: Landscape Architect Lifecycle needs of park and trail related infrastructure and feedback from residents consistently identify demand for park and trail improvement works. To address the capital needs for parks and trails improvements there has been a corresponding growth in the capital budget of 240% over the past 10 year with no increase to permanent FTEs. These include Council priorities such as the Iron Horse Trail improvements; McLennan Park Great Lawn; South Kitchener District Park; Huron Natural Area and the community gardens strategy. Temporary contracts have helped to address staffing needs, however this does not provide a sustainable approach in the long term. Landscape Architects have responsibility for several functions including: park & trail initiatives (master planning, design, public consultation, contract drawings, tendering, construction administration, and inspections), development review (subdivision, site plan, zoning, and official plan) as well as the work associated with neighbourhood led initiatives driven by the City’s #lovmeyhood strategy. The funding of the Landscape Architect FTE would be through existing park & trail capital budgets with no increase to capital or operating budgets. Neighbourhood Liaison Coordinator / Project Manager The City has four part-time Neighbourhood Liaison positions that are meant to spend the vast majority of their time in the community, working to help residents and partners to plan, promote and execute grassroots neighbourhood-led projects, programs and events. Since these positions were created, the response from the community has been very positive. Some examples of projects the Neighbourhood Liaisons have supported include: the Wilson Avenue Public School resident-led traffic calming project; the Chandler Mowat Festival of Neighbourhood capital grant project; the Stanley Park Community Centre community garden; the Cherry Park shade structure; additional amenities at Max Becker Park; the Riverwood Community Block Party, and the Victoria Park Neighbourhood Action Plan. O - 102 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER Staff has determined that the Liaisons are spending too much time working ‘behind the scenes’ on project management and other internal requirements. This has meant they have not been able to spend as much time as they should working directly with residents. The addition of a full time FTE to coordinate the work of the Neighbourhood Liaisons, and provide internal project management support will free-up the Liaisons to spend more time to working directly with residents to support their projects. This change will increase the level of support City staff can provide to residents, while helping to move neighbourhood projects forward faster. Funding for this position has been reallocated from lower priority areas within the Community Services Department operating budget. Active Transportation Planning Project Manager The City has one full time Active Transportation Planning Project Manager responsible for seeking out and applying for grant opportunities, refreshing the long-term cycling master plan, engaging the community, planning, designing and implementing cycling facilities as well as promoting active transportation and transportation demand management initiatives. The City’s 2012 Cycling Master Plan identified the need for a second FTE in order to assist with delivering on all of the recommended actions. For the past two years the staffing gap has been filled by hiring a student to assist with some elements of program delivery, which creates risks and limitations to program delivery. When the cycling master plan was first adopted, much of the work being delivered focused on marketing and promotion. In recent years, more focus has been on infrastructure design and implementation; however, implementation has not kept up with the pace required to complete a minimum grid of cycling infrastructure, which is required to make cycling a viable mode of transportation. This new position will ensure that the City is maximizing funding opportunities from other levels of government. In addition, and as other cities have proven, real increases in cycling mode share happen when a complete, connected, and properly designed minimum grid of infrastructure is completed. This position will help ensure the minimum grid is designed properly and implemented in a timely manner so that the program is delivered while maximizing funding from other levels of government. In addition, this position will play an active role in working with new office development in the downtown core to promote active transportation so the City can defer and/or eliminate the need for additional and costly parking structures. Funding for this position will be provided through the Transportation Demand Management capital account. FINANCIAL IMPLICATIONS: No new funding is required for these FTEs. RECOMMENDATION: That a total of three FTEs for the following fully funded positions be approved: Landscape Architect, Neighbourhood Liaison Coordinator/Project Manager, and Active Transportation Planning Project Manager. O - 103 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 03– Increasing Exposure to Workplace Safety Insurance Board (WSIB) Costs FUND: Operating (WSIB reserve funded through fringe benefits) DEPARTMENT: FCS –Human Resources PREPARER: Michael Goldrup, Director, Human Resources BUDGET IMPACT: None BACKGROUND: During 2017 budget discussions, it was identified that the estimated value of future benefits costs for Workplace Safety and Insurance Board (WSIB) claims has increased significantly over time mainly due to changes legislatively in claim coverage. This value is estimated each year- end by the WSIB and represents both the value of existing claim costs, future costs of existing claims and potential future liability of presumptive and Post Traumatic Stress Disorder (PTSD) claims. The “presumptive legislation” implemented by the Provincial Government for illness/injury which is deemed to be occupational for fire fighters allows for claims dating back to 1960 to be submitted retroactively, meaning, if approved, large cost claims in the $700k to $1M range now have the potential of being approved by the WSIB and funded from the WSIB reserve. These large claims could outpace growth or funding provided in the current reserve and will result in a large unfunded deficit and instability in the WSIB reserve if not addressed. The potential for these large claims has increased over time since the first presumptive legislation was enacted in 2008 and the related potential for liability increased from 2014 to 2017 as new cancers were added to the legislation, as well as post-traumatic stress disorder (PTSD) coverage. The City funds all WSIB costs directly as a “schedule 2” employer. In 2016, the balance in the City’s WSIB reserve, which represents the monies set aside to cover the costs of WSIB claims, was projected to be $1.3M at year end. At that time the reserve balance was not growing sufficiently to cover potential large retroactive claim costs as annual contributions were being offset by annual costs. As part of the 2017 budget process, Council made the following additional contributions to the WSIB reserve: $109,000 one-time $439,000 ongoing Since the last full actuarial valuation performed at the City was from December 31, 2014, there was no credible experience data specific to the newer presumptive legislation availableat the time of the 2017 budget discussion in 2016. As a result, the full impact of the presumptive legislation was not included in the independent actuarial estimate. An updated actuarial review was commissioned in 2017 for year-end 2016 to properly inform future decisions regarding WSIB Reserve funding, as requested by Council during the 2017 budget. O - 104 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER RATIONALE / ANALYSIS: This actuarial valuation has now been completed by Mondelis. A 2016 actuary report on WSIB benefits analysis (actuary report)and WSIB estimated value of future benefits (WSIB report) have been received. Both reports are calculated based on 2016 data. The actuary report estimated the City’s current liability for existing WSIB claims to be $9.6M. This is very close to the WSIB report which is $10.1M. Minor differences between the WSIB report and the actuary report liability amounts are attributed to differences in assumptions used for calculation purposes such as differences in discount rate used based on cost of borrowing, and differing estimation of inflation. The actuarial liability does not represent a projection of the full future cost of potential WSIB claims. Neither liability report attempts to project future potential claims, nor the costs associated with those claims. The actuary report recommends that the future liability of $9.6M be funded in the WSIB reserve. It is recommended through the actuary report that annual contributions over a 10 – 15 year period would be appropriate to grow the reserve to achieve this balance, noting the potential for volatility in the reserve as new claim costs and large retroactive claims cannot be projected or anticipated with precision. FINANCIAL IMPLICATIONS: Based on the current reserve projection for yearend and average annual expenditures, the ongoing funding to the WSIB reserve has been reduced by $89,000 (from $439,000 to $350,000). Based on current projections, this will achieve the recommended funding level in the WSIB reserve within the actuary’s recommended timeframe of 10 – 15 years. RECOMMENDATION: For information. O - 105 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 04- Ensuring Accuracy of the City’s Assessment Base FUND: Operating DEPARTMENT: Finance and Corporate Services - Revenue PREPARER: Joyce Evans, Directors of Revenue/Deputy City Treasurer BUDGET IMPACT: None (costs covered through new revenue generation) BACKGROUND: The City has historically used a retired Municipal Property Assessment Corporation (MPAC) Assessor to help ensure accuracy of the City’s assessment base. This includes undertaking a range of activities to ensure that new assessment is accurately picked up by MPAC as soon as properties change use, as well as auditing proposed downward adjustments (e.g., rebates and write-offs) to ensure that they are accurate. This role also entails representing the City’s position with MPAC and the Assessment Review Board (ARB) as required. It provides value to the community by maximizing in-year supplementary taxes from new development and minimizing the potential for excessive reductions. Other cities typically have full-time staff members that perform these essential functions. The City has been able to manage with part-time hours from a retiree to this point but, for reasons outlined below; this approach is no longer feasible. The City should convert this long-standing informal role into core complement. While there is no net financial impact associated with the change, additions to core complement require Council approval. RATIONALE / ANALYSIS: Property taxes received by the City are levied against its “assessment base”. Property assessments for each individual property are calculated by the Municipal Property Assessment Corporation (MPAC) and, collectively, all assessments for Kitchener are known as its assessment base. Kitchener’s assessment base is continually growing and changing. For example new assessment should be added as new buildings are constructed, enlarged or renovated. Existing assessments should change as property uses change. Rebates and write-offs should only be paid where the requirements of the Municipal Act are met. Failure to capture these changes on an accurate and timely basis could result in under billed property taxes and excessive rebates which impacts in-year City revenues. In addition, MPAC’s changes to assessment are increasingly being challenged and appealed by property owners to the Assessment Review Board (ARB) with the help of assessment consultants, which requires an expert City presence at the hearing in order to ensure that the City’s interest is represented. It is not MPAC’s role to represent the municipality. To give a sense as to the extent of the assessment base to be managed, the City has 76,000 properties on the assessment roll. It is estimated that there are approximately 4,000 adjustments made to individual assessments each year because in-year changes to properties (i.e., for supplementary taxes, rebates, appeals, etc.). This does not include the 4-year reassessment cycle which sees every assessment value changed, adding an extra layer of complexity. Because of the sheer volume of changes happening to Kitchener’s assessment base each year, it is not feasible for MPAC to capture and record every change correctly or in a timely manner. O - 106 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER While the City supplies MPAC with building and planning data sets to identify property changes for assessment purposes, the data doesn’t cover every scenario. There can be a timing lag in new assessment coming onto the roll and MPAC cannot physically view every property to validate the assessment. In the past, the City has lost tax revenues due to the inability to manage a continuous audit of MPAC values and to determine whether their information is accurate and complete. As an example, farmland awaiting development is taxed at a reduced level. When the land is scraped to begin site servicing, it becomes taxable at a higher level. The trigger for MPAC to capture this change is typically when the property is inspected by MPAC. If MPAC is not aware of this change, the property may continue to be taxed at the lower level, potentially until development of the land happens. To mitigate this, the City conducts an annual physical inspection of farmland awaiting development and flags for MPAC any properties which have commenced grading or servicing. This results in additional in-year supplementary tax revenue for the City. The City has used the services of a retired MPAC Assessor for approximately 20 years to provide limited internal assessment expertise, but the role is becoming more demanding and time consuming to resolve issues. As well, the incumbent has signaled his intention to fully retire. Further, regarding ARB hearings, the number of hearings is increasing and new rules of the ARB require the person attending ARB hearings to be licensed by the Law Society of Upper Canada. This qualification would be a requirement of any position attending ARB hearings going forward. As part of the 2018 budget process, staff are proposing two new full time equivalents (FTEs) be hired to ensuring accuracy of the City’s assessment base. Formalizing theseroles on a permanent basis would allow the City to review assessment information at an in-depth level and catch incorrect/omitted assessments in a timely manner. This will help ensure that in-year net supplementary tax revenues are maximized, and the City has a more accurate assessment base. Some of the duties for these roles include: Reviewing MPAC information to ensure it is accurate and complete Monitoring building/occupancy permits to ensure properties are added to the assessment roll in a timely manner and that the assessment amounts are reasonable Inspecting properties to ensure they are recorded accurately on the assessment roll (e.g. vacant properties, farmland awaiting development) Notifying MPAC of issues with the assessment roll Representing City interests on City-owned assessment issues Representing the City at ARB hearings Staff is confident that the costs related to the two positions will be offset through gains in supplementary taxes or reduced write-offs. A few examples to demonstrate the savings that can be achieved are below: The retired assessor identified that anoccupancy permit related to a commercial property had been missed by MPAC. As a result, the City was able to recover $17,000 in taxes. O - 107 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER As a result of an onsite visit and inspection related to an application for a vacancy rebate of a commercial property owner, approximately $85,000 was saved in 2017. It is important to note that there have been instances where the City has lost tax revenueas staff have not been able to inspect or investigate assessment discrepancies due to a lack of in- house expertise. FINANCIAL IMPLICATIONS: None. The increased cost associated with this change (estimated at $175,000) can be offset through modest gains in supplementary taxes and reduced write-offs. The minimum efficiency gain which is required to be cost-neutral is 5% against gross supplementary/write-off budgets of $3.4M. This is an attainable target and one against which performance will be measured. RECOMMENDATION: That one Property Assessment Analyst position and one Property Assessment Review Administrator position be approved to ensure accuracy of the City’s assessment base and protection of the City of Kitchener’s assessment base. O - 108 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 05– Funding Extraordinary Items FUND: Operating DEPARTMENT: General Expense & Revenue PREPARER: Ryan Hagey, Directorof Financial Planning BUDGET IMPACT: $275,000 (included in budget) BACKGROUND: The City’s operating budget funds the day-to-day costs of all the services provided by the City. Typically these costs increase by an inflationary amount every year, as the costs of staffing, program materials, and contracted services increase. Occasionally, extraordinary items need to be included in the budget, as these items are more than just an inflationary change to an existing program budget. Three extraordinary items of note in the 2018 budget are: Increased costs related to changes in Provincial minimum wage legislation Increased costs of a newly negotiated service contract with the Kitchener Waterloo Humane Society Increased investment income RATIONALE / ANALYSIS: Provincial Minimum Wage Legislation – budget impact of $840,000 Earlier this year, the Provincial government released Bill 148, also known as the Fair Workplaces, Better Jobs Act. The Bill includes several changes such as personal emergency leave, on-call provisions, and equal pay for part-time employees, but the most significant change impacting the costs of City programs and services is an increase to minimum wage. Under the Bill, the hourly rate for minimum wage will increase from $11.60 to $14.00 on January 1, 2018, with a further increase to $15.00 on January 1, 2019. The estimated cost to the City’s tax supported services in 2018 related to all aspects of Bill 148 is $840,000 (includes applicable fringe benefit costs). There will also be additional costs to the 2019 budget based on the further increase of minimum wage. Humane Society Contract – budget impact of $285,000 In September 2017, Council approved a new multi-year contract for the Humane Society. This involved a one-time correction of the cost sharing between the City and Humane Society (in 2018) to be followed by inflationary increases in future years. The 2018 budget impact as outlined in report CSD-17-079 is $285,000, or an increase of nearly 84%. Investment Income – budget increase of $850,000 After several years of interest rates being held at historically low levels, the Bank of Canada increased interest rates twice in 2017. This has led to higher interest rates in the overall market, meaning higher returns for the City’s investment portfolio. The 2018 investment income budget has been increased by $850,000 based on expected investment balances and projected interest rates. The proposed 2018 investment income budget is $3M, which is the highest budget amount in the past 10 years (as shown in the graph below). O - 109 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER Relying on increased investment income bears some risk, since investment returns are not guaranteed and global economic conditions can impact the City’s investments. The City has experienced this in the past when interest rates decreased rapidly in 2009/2010. At the end of 2008, City investment yields were around 2.40%, but just one year later they had fallen to under 1%. The graph below shows how a change in interest rates reduced the City’s investment income from $3.5M in 2008 to $1.2M in 2009…a $2.3M reduction. Multi-Year History of Investment Income Budget versus Actual Staff have reviewed the City’s investment portfolio and projected returns for 2018. Staff believe increasing the investment income budget by $850,000 (from $2.15M to $3M, or a 39% increase) is reasonable and should be achievable. Increasing the budget above $3M is not advised as it bears additional risk, and makes the City more susceptible to sudden rate changes in the market. FINANCIAL IMPLICATIONS: The overall impact on the tax supported budget is $275,000 or 0.23% as shown in the table below. 2017 2018 Tax Levy Tax Levy Budget Item BudgetBudget $ Impact % Impact Provincial Minimum Wage Changes $0 $840,000 $840,000 0.72% Humane Society Contract $341,000 $626,000 $285,000 0.24% Expense Subtotal $1,125,000 0.96% Investment Income Revenue ($2,150,000) ($3,000,000) ($850,000) (0.73%) Total $275,000 0.23% RECOMMENDATION: For information. O - 110 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 06– Protecting the Water System from Cross Contamination FUND: Operating DEPARTMENT: Infrastructure Services - Utilities PREPARER: Matt Ryan, P.Eng – Supervisor, Loss Prevention & Maintenance BUDGET IMPACT: $67,000 (included in budget) BACKGROUND: In 2002 the City of Kitchener passed a Cross Connection Control/Backflow Prevention By-law (2002-135) to support the movement in protecting our source of potable (drinking) water from being contaminated. As part of a multi-barrier approach to drinking water, it is the City’s responsibility to help protect the citizens from potential cross contamination in the drinking water. Backflow is defined as any actual or potential cross-connection between a potable (drinking) water system and any source of pollution or contamination. Cross-connections are present in every drinking water supply system, and depending on the size of the system, hundreds or thousands of potential cross-connections can exist. The terms cross-connection control and backflow prevention are often used interchangeably. RATIONALE / ANALYSIS: The Water Infrastructure Program (WIP) report (INS-17-070) presented in September 2017, identified gaps in the Water utilities maintenance program, including resourcing of the Cross Connection Control Program. Currently, there is one Cross Connection Control Specialist managing the entire program. This staff person currently performs both the technical and administrative components of the program. Backflow prevention devices are required to be checked and certified yearly. This requires a significant amount of administrative work to track, send notifications, and follow up with property owners. The need for backflow prevention devices will continue to increase as more properties are developed or homeowners install irrigation systems, which also require a cross connection devise. A dedicated Cross Connection Control Clerk is required to manage the growing administrative requirements of the program. This would allow the Cross Connection Control Specialist to focus on the technical and in-field service aspects of the program and less time on day-to-day administrative functions. The Clerk would be the first point of contact for the plumbers/customers, and would complete data entry into the system. FINANCIAL IMPLICATIONS: The cost of the new Cross Connection Control Clerk position is $67,000 and has been included in the 2018 Water operating budget. RECOMMENDATION: That one Cross Connection Control Clerk position be approved in order to better protect the water system from cross contamination. O - 111 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 07– Locating Underground Infrastructure FUND: Operating DEPARTMENT: INS - Utilities PREPARER: Matt Ryan, Supervisor- Loss Prevention and Maintenance BUDGET IMPACT: $150,000 (included in budget, split 50/50 between Water & Gas) BACKGROUND: Bill 8, an Act Respecting an Underground Infrastructure Notification System for Ontario came into effect June 2012. The act states “the member shall make all reasonable attempts to do the things required by subsection (1) within five business days…”, and further that “A person or entity who does not comply with section 5, 6 & 7 is guilty of an offence and on conviction is liable to the fine set out in the regulations made under this Act.” Kitchener Utilities and their Locating Contractor physically locate gas and water infrastructure for contractors when they plan on excavating. When infrastructure is not properly located, the contractor may damage the infrastructure. Gas escapes can result in explosions/evacuations as well as claims and lawsuits. It is essential that experienced personnel (with drawings and locating equipment) be responsible for locating infrastructure. RATIONALE / ANALYSIS: Kitchener Utilities employs two full-time staff as well as a contracted locating firm to manage the cyclical volume of locates. An increase in the locating contract is required to meet the demand and turnaround for locates. The factors contributing to the need for an increased budget are: Increased number of locate requests; due to an increase in locate awareness (via the Ministry of Labor and the Technical Standards and Safety Authority) and general construction within the City. From 2009 to 2016, there has been an increase in the number of yearly locate requests from 9,076 to 17,098. Locates expire after 30 days so remarks are necessary. Each excavator is required to have their own locates, so the same stretch of road has several locate requests. The infrastructure is constantly changing so the infrastructure has to be physically located. FINANCIAL IMPLICATIONS: Additional funding of $150,000 has been included in the 2018 operating budget. The funding is split evenly between Water and Gas, so each utility has budgeted an additional $75,000 for locates. RECOMMENDATION: For information. O - 112 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 08- Reducing the Backlog of Maintenance Work on the Watermain Distribution System FUND: Operating DEPARTMENT: Infrastructure Services– Utilities PREPARER: Angela Mick, Utilities Water Engineer BUDGET IMPACT: $118,000 (included in budget) BACKGROUND: The Water Infrastructure Program (WIP) report (INS-17-070) presented in September 2017) identified gaps in the Water utilities maintenance program, including resourcing of the maintenance programs. These programs are vital because they ensure proper operation of the City’s water system, in compliance with provincial legislation. RATIONALE / ANALYSIS: As outlined in the WIP report, there is a backlog of work to do in the annual maintenance of watermains and valves within the City. A partial list of maintenance activities that have a backlog includes: Watermain flushing program Valve and large service valve operating checks, repair and replacement outside of the cleaning zone, including critical valves Valve chamber inspections and repair Dead end main flushing to increase chlorine residuals Subdivision/reconstruction inspections Hydrant maintenance, fire flow tests There are currently 45 construction and maintenance staff positions that are supervised by four full time supervisors. One additional full time position is required based on a continuing increase in infrastructure related work. The supervisor will focus on proactive maintenance which requires up-front planning, scheduling and managing of work, and to follow-up on repairs. This proactive maintenance will result in long-term annual savings and extend the useful life of the water distribution system assets. Implications of not having appropriate supervision on maintenance programs include: Increased safety risk to staff, the water distribution system, and the citizens Increased risk of follow-up not being completed Increased risk in mandatory compliance paperwork not being submitted/monitored. FINANCIAL IMPLICATIONS: The cost of the new Supervisor, Utilities Operations (Technical) position is $118,000 and has been included in the 2018 Water operating budget. RECOMMENDATION: That one Supervisor, Utilities Operations (Technical) position be approved in order to plan, schedule and supervise work required to reduce the backlog of maintenance work on the watermain distribution system. O - 113 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER ISSUE: Op 09– Increasing Stormwater Maintenance Program FUND: Operating DEPARTMENT: Infrastructure Services – Operations, Environmental Services PREPARER: Denise McGoldrick BUDGET IMPACT: $400,000 Stormwater Utility BACKGROUND: The Water Infrastructure Program (WIP) review and rate options were presented to Council at a strategic session on September 25, 2017. As a component of WIP, a maintenance program review was conducted for the stormwater program which considered the Integrated Stormwater Management Master Plan, asset management principles, regulatory requirements and industry best practices. It was identified that the stormwater program has a maintenance gap of $2.0M. Key stormwater maintenance program gaps identified in report INS-17-070 are summarizedin table 1 below. Table 1: Summary of Stormwater Maintenance Program Gaps ProgramBenefits of Program Total Financial Gap 1) Watercourse Prevents blockages to reduce the risk of flooding, $449,200 inspection & damage to the downstream environment and maintenance maintains channel capacity for increased flows during large rain events 2) Sediment Provides for proper testing and disposal to meet $155,400 management regulated requirements for sediment management 3) Catchbasin/ Inspection and maintenance of catchbasins and $393,400 maintenance maintenance holes to ensure proper drainage and hole inspection that the structure is not a hazard in the right of way and (per provincial maintenance standards) maintenance 4) Low Impact Ensures LID infrastructure (e.g. infiltration facilities, $45,000 Development permeable pavement, etc.) are functioning as (LID) intended and prevents blockages that could cause maintenance flooding and water quality impairment. 5) Storm main Protects the integrity of the storm sewer main and $626,800 repair prevents main breaks that have the potential to cause sinkholes and flooding to public and private property. 6) Leaf Provides leaf collection in mature treed areas to $210,000 collection prevent leaves from covering the catchbasins and decreases risk of flooding 7) Other Includes various other program areas such as $120,200 programs sweeping, culvert maintenance, storm sewer maintenance, spill response Total $2.0M O - 114 CITY OF KITCHENER 2018 BUDGET ISSUE PAPER Staff evaluated how to best address the maintenance gap from an implementation feasibility perspective and recommended the maintenance program gap be phased-in over a 5 year timeframe (i.e. an increase of $400,000 annually to the stormwater budget). Phasing in the increase allows time for programs to be properly developed and resourced and also aligns with the 5 year rate forecast. Council endorsed the 5 year funding phase-in for the maintenance gap. RATIONALE / ANALYSIS: Staff has prioritized the maintenance gaps identified in Table 1 and identified storm main repairs (item #5) as the most critical funding need for the 2018 budget. Currently, Kitchener has over 600 km of storm sewer mains and only 58% of the system has been inspected. As inspections occur, defects and failure risks are identified and there are currently approximately 850 known issues identified that require repair. The outcome of this program will be better conveyance of stormwater, reduced back- ups/flooding, regulatory compliance, reduced risk of litigation and improved stormwater service to customers. In addition, by repairing/replacing sections of pipe that are in poor condition, the life of the pipe is extended. FINANCIAL IMPLICATIONS: Additional funding of $400,000 has been included to the 2018 operating budget for increasing storm main repairs. RECOMMENDATION: For information. O - 115