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FCS Agenda - 2019-12-02 - 2020 Capital Budget & 10-Year Forecast
Special Finance & Corporate Services Committee Agenda KTTC H -,NF:R Office of the City Clerk 2020 Capital Budget & 10 -Year Forecast Kitchener City Hall 200 King St.W. - 2nd Floor Kitchener ON N2G 4G7 Monday, December 2, 2019 9:30 a.m. - 4:30 p.m. Council Chamber Page 1 Chair - Councillor S. Davey Vice -Chair - Councillor P. Singh Discussion Items 1. FIN -19-086 - 2020 Capital Budget and 10 -Year Forecast (6 hrs) • Overview by CFO • Boards • Capital Funding Sources • Debt • Reserve Funds • Development Charges • Capital Budget Format • Capital Forecast and Issue Papers • Resolution NOTE: Final approval of the 2020 Capital Budget & 10 -Year Forecast will take place as part of Final Budget Day, scheduled for January 20, 2020. Any recommendations from the Committee regarding the above matters will be considered at a special Council meeting to be held immediately following this meeting. 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 ** Please be advised the Public Budget meeting scheduled for January 13, 2020 is scheduled to begin at 7:30 p.m. VIEW AGENDA If you wish to be a delegation to address the 2020 Budget, please complete the delegation registration form at the following link: APPEAR AS A DELEGATION 2020 Capital Budget Table of Contents The major sections of the budget are noted in the table below. Content Staff Report Page 1 Definitions, Abbreviations & Acronyms 8 Overview by CFO 13 Boards 27 • Centre in the Square (CITS) 28 • Kitchener Public Library (KPL) 32 Capital Funding Sources 35 Debt 42 Reserve Funds 49 Development Charges 75 Capital Budget Format 83 Capital Forecast and Issue Papers 99 • General City 101 • Office of the Chief Administrator 104 • Asset Management 107 • Revenue 110 • Communications 113 • Office of the Mayor & Council 116 • Technology Innovation & Services 119 • Human Resources 124 • Legislated Services 127 • Legal 130 • Community Services Administration 132 • Sport 135 • Neighbourhood Programs & Services 143 • Corporate Customer Service 149 • Fire 152 • Bylaw 156 • Development Services Administration 158 • Economic Development 161 • Engineering 169 • Transportation Services 200 • Parking 206 • Planning 211 • Building 216 • Facilities Management 219 • Fleet 230 • Water 232 • Gas 237 • Roads & Traffic 242 • Parks & Cemeteries 245 2020 Capital Budget Table of Contents In addition to the major sections noted above, the budget document also includes issue papers (IPs) that provide information on notable topics. They can be found in the budget document as noted below. Issue Paper Cap 01— Reserve Continuity Schedule 66 Cap 02 — Updating Stabilization Reserves 72 Cap 03 — Continued Support for Resident -Led Neighbourhood Projects (Love My Hood) 91 Cap 04 — Implementing the City's Corporate Climate Action Plan (CorCAP) 94 Cap 05 — Continue Participatory Budgeting Community Engagement 96 Cap 06 — Transitioning to Office365 122 Cap 07 — Queen Street Placemaking 196 Cap 08 — Disaster Mitigation and Adaptation Fund (DMAF) Grant 198 Cap 09 — Converting Decorative Pot -top Streetlights to LED 204 Cap 10 — Maintaining Parking Garage Infrastructure 209 Cap 11— Facilities Infrastructure Deficit Reduction 226 Cap 12 — Coordinating Watermain Replacements with the Region 236 Cap 13 — Replacing Gas Pipelines 240 Cap 14 — Revised Parks Capital Program 257 Staff Report K. JR Financia! Services Department www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: December 2, 2019 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: November 7, 2019 REPORT NO.: FIN -19-086 SUBJECT: 2020 Capital Budget & 10 -Year Forecast RECOMMENDATION: For Discussion Note: Final approval of the 2020 Capital Budget & 10 -Year Forecast will take place as part of Final Budget Day, scheduled for January 20, 2020. EXECUTIVE SUMMARY: 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 proposed Capital Budget includes over 500 projects with a total cost of $1.413. The 2020 Capital Budget and 10 -Year Forecast includes a number of projects that were previously identified, but also includes updates that reflect the priorities approved in the revised Development Charges Bylaw as well as discussions from the Strategic Plan and the Long Term Financial Plan. Funding sources for the Capital Budget are shown in the graph below. 10 year Capital Forecast Funding Sources Fed Gas Tax, 5% Reserves, 7% Dev't Charges, 18% Grants, 4% Facilities, 2% Capital Pool, 12% Enterprises, 52% *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. C-1 BACKGROUND: The City's Capital Budget and 10 -Year Forecast (referred to hereafter as the "Capital Budget") provides for investments in infrastructure (assets) that provide a long-term benefit to the community. Examples include parks, roads, and sanitary sewers. The projects included in the Capital Budget often take a number of years to construct, and could either create new assets or renew existing assets. The term of the budget is 10 years, which helps establish capital priorities for both the near future and the medium term. As part of the annual budget process, Council reviews, deliberates, and approves the Capital Budget. The remainder of this report elaborates on the Capital Budget in the following sections: • Capital Budget Highlights • Setting Capital Budget Priorities • Long Term Financial Plan • 2020 Budget Priority Investments Identify major projects not yet included in the Capital Budget REPORT: 1) Capital Budget Highlights The proposed Capital Budget includes over 500 projects with a total cost of $1.413 over the 10 years. Funding for the Capital Budget comes from sources internal to the City (e.g. utility/tax rates) as well as outside sources (e.g. Federal Gas Tax, grants, or development charge revenues). Sources of funding for the Capital Budget are shown in the table below. Capital Budget Funding Sources 52% Enterprises These are self -funding business lines the City operates which 12% Tax Supported Capital Pool 18% Development Charges 7% Reserves 5% Federal Gas Tax 4% Grants 2% Facilities Infrastructure are not supported by property taxes. They include Parking, Golf, Building, Water, Sanitary Sewer, 5tormwater and Gas. Funds from property taxes, issuing debt, and dividends from the City's ownership in the natural gas and hydro utilities. Funds collected from new development to help pay for growth related capital infrastructure such as roads, water mains, sewers, and indoor & outdoor recreation. Funds from dedicated capital reserves. Funds provided to the City from the Federal Gas Tax. Funds provided to the City through grants. Funds from a reserve dedicated to address the City's facilities infrastructure gap C-2 The 2020 Capital Budget includes nearly $50M of grant funding from the Disaster Mitigation and Adaptation Fund (DMAF). The City is proud to have been selected from this national, merit - based program that will invest $2 billion to support large-scale infrastructure projects to help communities better manage the risks of disasters triggered by natural hazards like storms. 2) Setting Capital Budget Priorities Council establishes capital budget priorities through a number of different processes, which are shown in the graphic below and described further in the following table. Through these processes, and then ultimately the budget, Council determines which projects are completed first, within various constraints (e.g. funding & staff availability). Priority Setting Processes Used to Provide Input to the Capital Budget Business Plan Long Term Financial Plan Strategic Plan pment Study Specific Issues Previous Capital Budget C-3 Prioritv Settina Processes Used to Provide Inaut to the Caaital Bud Strategic Plan The Strategic Plan is updated each term of Council and sets priorities to be addressed during the term. These priorities may require new capital/operating funding or staff resources to achieve the desired actions. Long Term Financial The City adopted its first LTFP in 2019. The LTFP is a holistic Plan (LTFP) document spanning all aspects of City finances. The recommendations from the LTFP identify specific actions that may adjust and/or reprioritize funding between City operations. Business Plan The Business Plan is updated each year and identifies key projects/programs to be worked on by the City's divisions. Resources for these priorities are then reflected in the budget. Master Plans Master Plans are undertaken periodically to help better understand and establish priorities for a certain topic. For example, the Leisure Facilities Master Plan (LFMP) establishes priorities for indoor and outdoor recreation and the Long Term Financial Plan provides multi-year direction about the City's finances. Funding is allocated in the budget based on the Master Plan priorities. Development Charge DC Studies set priorities for the location and timing of growth (DC) Study related capital infrastructure such as roads, water mains, sewers, and indoor & outdoor recreation. DC Studies are valid for up to five years, and the City's latest version was updated in 2019. Projects identified in the DC Study are included in the capital budget. Specific Issues Periodically, specific issues arise outside of a more comprehensive review like a Master Plan. These specific issues are discussed and debated by Council, and often referred to the budget process for final approval. A recent r example of this is the City Hall Outdoor Spaces project. Previous Capital The City's capital budget identifies projects for the next 10 Budget years, so there is already an established starting point for the new capital budget. Each year staff validate the timing, amount, and need for project funding before proposing the budget to Council for approval. In preparing the Capital Budget each year, staff reviews the previous Capital Budget against new priorities identified within the past year through any of the other processes noted in the table above. If new priority projects have been identified, they are discussed by senior staff as part of the comprehensive internal review of the Capital Budget. Priority is placed on projects related to.. C-4 • Asset replacement and rehabilitation needs • Growth related needs • Strategic items The requests for funding typically exceed its availability, so senior staff weighs the costs of projects against the benefits they will create before making a recommendation to Council. Ultimately, Council decides which priorities will move forward as part of the budget process. 3) Long Term Financial Plan As noted earlier in the report, Council endorsed the Long Term Financial Plan (LTFP) in 2019. The main LTFP action affecting the 2020 Capital Budget relates to the Facilities Infrastructure Gap. Based on updated asset management information, staff estimated a funding gap of $227M related to City facilities. The LTFP included recommendations to reduce this gap by transferring a portion of expiring debt payments to address the issue, as well as reallocating Federal Gas Tax funding from road resurfacing. Council also decided to direct funding from increased 2020 user fees to the facility infrastructure gap. Collectively, this has reduced the gap from $227M to $189M as shown in the graph below. More discussions are planned with Council in 2020 to review other strategies to further reduce this funding gap. Facilities Infrastructure Gap Reduced from $227M to $189M $35,.000,000 530,040.400 __--------* f $25.000.000 r I f - - - - •I I — �r I $20,004,040 $189M Facilities infrastructure dap _ _ - - - - $15,000,000 $10.000,040 1 — — — — — ' _ — — $5,000,004 11111♦ • ■ $- 20220 2421 2022 2023 2024 2025 2026 2027 2029 2029 ® Current Capital Investment ■ 60% of Debt Room N Increased User Fees v Reallocation of Gas Tax Funding Facilities Infrastructure Gap C-5 4) Capital Budget Additional Investment Options Much like the operating budget, Council will decide how to invest $3.5M of unallocated capital funding as part of the 2020 budget process. Staff are proposing three different areas for investment based on the Strategic Plan and previous Council direction. The graphic below shows the four areas of investment, as well as options for each area. Patic�patoB Ji�retinSuds � 0 $15OKf yr ($1.5111 total) $207K (One-time) y $175K/yr ($1.75M total) $472K (One-time) $20OK/yr ($21VI total) $9571 (One-time) ,$3001{ x3yrs $400K x3yrs $300K x10yrs ($900K total) ($1.2M total) ($31VI total) 5) Identify Major Capital Projects Not Included in the Capital Budget The only significant capital projects on staff's radar but not included in the Capital Budget are Asset Management Plan Implementations, which are described below. Asset Management Plan Implementations Council was recently provided asset information as part of report FIN -19-078 2019 State of the Infrastructure Report. This was a first -of -its -kind comprehensive report in what will be an ongoing discussion with Council about the condition of the City's infrastructure. The recent report builds on previous work prepared the City's water utilities (Water, Sanitary sewer, and Stormwater) as part of the Water Infrastructure Program (see report INS -17-070 Water Infrastructure Program Summary and Rate Options). Staff are leveraging the experience and knowledge gained during the WIP review to develop asset management plans beyond the water utilities. Some of this work is already underway through Building Condition Assessments (BCAs) for City -owned facilities, and it will continue as C-6 additional BCAs or similar studies are completed for the other asset types. It is expected that as better information is gathered, it will reveal that additional infrastructure investments will be required. As it will likely be unaffordable to try and address all asset deficiencies at the same time, Council will have to determine priorities based on the information provided through asset management plans. 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: Funding requirements for the Capital Budget have been included in the corresponding operating budgets and reserve funds. COMMUNITY ENGAGEMENT: Citizens have an opportunity to provide input about priority areas of the budget through a number of processes. Their input comes through public consultation efforts for comprehensive master plans (e.g. Leisure Facilities Master Plan), strategies (e.g. Urban Forestry Strategy, Customer Service Strategy), or specific issues (e.g. City Hall Outdoor Spaces). As part of those processes, staff considers the feedback received from the public as they make their recommendations and share it with Council when those recommendations are presented for approval. The budget is the process whereby Council affirms approved priorities and allocates funds to bring these concepts into reality. For the 2020 budget 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 and the City's website. Citizens are encouraged to provide their input by: • Writing, emailing or phoning City Hall • Attending the public input session planned for January 13, 2020 • Responding to the City's Face book/Twitter posts about the budget • Utilizing Engage Kitchener online budget survey • Providing feedback on the 2020 budget options using the online budget allocation tool • Contacting their ward councillor ACKNOWLEDGED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services C-7 Definitions, Abbreviations & Acronyms Definitions Assessment growth refers to property taxes from new and/or expanded homes and/or businesses to pay for the services they receive. Base Budget funds programs and services already offered to the public and includes the costs (e.g. staffing, materials, supplies) and revenues (e.g. user fees, recoveries) to deliver the program/service. Boards are separate organizations established by the City to provide programs and services as allowed under the Municipal Act. For Kitchener, the Boards include Centre in the Square (CITS) and Kitchener Public Library (KPL). Brownfield properties are formerly developed sites that are no longer being used for those purposes. In the City context, they are often former industrial or commercial sites with known or suspected pollution. Capital Budget funds investments in municipal infrastructure (or assets) that provide a long-term benefit to the community. Examples of capital costs include building or replacing roads, water mains, vehicles, community centres and parks. Capital out of Current is a funding transfer from the operating budget to the capital pool. Capital Pool is used to fund tax supported capital projects. The capital pool is funded by a) capital out of current, b) debt, c) gas utility investment reserve, and d) hydro utility investment reserve. Corporate Allocations are general expenses like debt charges and contributions to the capital budget. Debt is funding the City has borrowed to complete capital projects. Debt to Reserve Ratio is the amount of the City's debt divided by the amount the City has in reserves. The target debt to reserve ratio is 1:1; meaning the City would have one dollar saved in reserves for every dollar of debt it has issued. Development Charges are fees imposed on development to fund growth related capital costs. Enterprises are self -funding business lines operated by the City and are fully funded by their own user rates, not property taxes. The City's enterprises are Golf, Building, Parking, Natural Gas, Water, Sanitary Sewer, and Stormwater. Existing Capital Balances are capital funding that have already been approved by Council, but have not been spent. Some capital projects take multiple years to complete (e.g. road reconstruction, building a new community centre), so the funding may accumulate for future spending. Definitions, Abbreviations & Acronyms Federal Gas Tax is annual funding provided to the City by the federal government for capital improvements. Impacts Due to Growth are additional operating costs required to support the expansion of service areas as the city continues to grow. Interdivision/Internal Charges are costs charged by one City division to another City division for work completed on their behalf. For instance, the Building enterprise pays other City divisions for financial, technological, and legal support. Issue Papers are brief documents (typically 1-2 pages in length) that provide information about budget issues, usually relating to new items included in the proposed budget. Net Tax Levy is the amount of funding required from property taxes. It equals all of the tax supported gross expenditures minus all other revenues. Operating Budget funds the day-to-day costs of the municipality to provide its programs and services. Examples of operating costs include salaries and wages for city employees; utility costs, such as water and electricity; and operating supplies, such as road salt. Reserve/Reserve Funds are used to set aside funding now to be used for a specific purpose in the future. The city maintains reserves for both operating purposes (e.g. rate stabilization reserve funds), capital purposes (e.g. fleet and equipment reserve fund) and as required by legislation (e.g. federal gas tax reserve fund). Strategic Plan articulates a vision "together we will build an innovative, caring, and vibrant Kitchener" and mission "proudly providing valued services for our community", for the City. Following each municipal election, this document is updated with Council's new strategic goals and key activities for the upcoming term. Strategic Initiatives are program/service enhancements that help achieve the goals of the City's Strategic Plan. Tax Supported programs/services are funded in part or completely by property taxes. Examples include road & sidewalk maintenance, fire protection, and community centre programming. User Fees are charges for programs and services provided by the City, which reduces dependence on property taxes as a funding source. Typically they are charged for programs/services where customers have a choice on whether or not to use them. Examples of user fees include swimming lessons and marriage licenses. C-9 Definitions, Abbreviations & Acronyms Acronyms & Abbreviations AIRP —Accelerated Infrastructure Replacement Program AMP —Asset Management Plan CAO —Chief Administrative Officer's Department CC — Capital out of Current CITS — Centre in the Square COR — Corporate Services Department CPI — Consumer Price Index CRM — Customer Relationship Management CSD —Community Services Department CVA — Current Value Assessment DC — Development Charges DSD — Development Services Department DT — Downtown EDIF — Economic Development Investment Fund FIN — Financial Services Department FTE — Full Time Equivalent GHG — Green House Gas GIS — Geographic Information System INS— Infrastructure Services Department KMAC — Kitchener Memorial Auditorium Complex KOF — Kitchener Operations Facility KPL— Kitchener Public Library KU — Kitchener Utilities LTFP — Long Term Financial Plan MGMT - Management MOE — Ministry of the Environment MPAC —Municipal Property Assessment Corporation MPI — Municipal Price Index MTCE — Maintenance MTO — Ministry of Transportation PIL — Payment in Lieu of Taxes PSAB — Public Sector Accounting Board ROW — Region of Waterloo SWM — Stormwater Management TCA—Tangible Capital Asset TIG —Tax Increment Grant TSRF —Tax Stabilization Reserve Fund VPP —Victoria Park Pavilion WRHBA —Waterloo Region Homebuilders Association WIP —Water Infrastructure Program YTD —Year to Date C-10 4-j m a) N O N O N O N V C: Ca E E O U MIN N r r W Al N 0 ca 0 m N U i 0 Vi bm c LL ate-+ ca � U LL N CC ate-+ .a ca U N L ca N N c ca ca U i 0 LL ateJ .a ca U c .0 0 N CC 0 0 0 0 0 0 0 0 0 N r U 0 LLU own M r i two two OJe � v VO O v O v O O v eq L.L tw LA O E N C: LU cn au au a) E a) U cB Q a) L N N N L O O O N N N O N � a) � E cB � L Q o U a) N O O N bD > 0 C: O :3 o o ca -0 u +_+ 00 Zt a) Q o ca a r O 4� co +, U 4- a) t1A =3 -0 a) N .co 4- c _0 i--' CL a) O O N O N -0 co Q =3 Q O N N U _ U CUco CU � CP ++ CL N Co L E Q O LL LL > W L N oC N N () N DC Co O O O co _0> 4- • N cA L ca > C O — = +j a) cu °c L a� E ° N a' o a, E 0 I� E il� 0) O N 00 N 0 a -j V l'-� �•J Al 0) O N Ln N E 0 z 0 .C: U O t�A E O N cr N i O cn U N � O 'U b-0 O � � 'O O ' > ca � 2 � � U � O i � � � U 0 .C: U O t�A E O N cr c co U N co L Ln U N cu O c O co N N ,.7 d CO N U CU Ln co E co O a+ /N W O L O co L z O O U co Q N N Q 0 (� U U O N L L E co Cn N i bn L >` •O 4� Q Co Z U UCU U C: O a N �--+ aj E N c: N Q aj CO 'L O cB C: > 'C: 0 C: =3 UCo 'C: N O �N O U N co E co N _O > O x cu Ln cu 0 a Z a Q c co U N co L Ln U N cu O c O co N N ,.7 CO N U CU ate- 3 co O p L '} LL O a >, O U co Q L >� O N rrLnn V E co Cn N aj O 40A L co 4� Q Co Z U UCU U C: O a N �--+ aj E N c: ++ aj CO _O > 'C: 0 C: =3 'C: E E O �N 2 U c co U N co L Ln U N cu O c O co N N ,.7 At acr tS m 4-1 dJ E c O LU z2 as 0 U" w Tim �l O Ln r -I -Cn- i E O c O U LU 4-1 ca E LUOf LL] LU U" F— UJ U.J U C(f 0 F— F- r - CC • CD Ck Iwo �CQ�� 6f�� W .. 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E X N L J Cl) CoCl)CL o U Q = Cl)coU N Q co N Co >, co Q U U- U- CD 2 m J 0 H! m 0 N N O N 8 8 8 8 8 8 o � a a 8 8 co �D � o N N = TZ, 7FD N m >- i a--+_00 ca LO cr 0 CD m o N � C: N � o 0 U N 0 N- 00 00 co C)00 M� N cg ma O i N �° N 0a--+ } a ' 4- C N Q o , NNS rO C r CO CO U N N m •� > 0 �M� N U m U 0o ca C°Q N i •— T- � C4 L6 06 � ate-+ (� � � � ate-+ • � ca U C: bn 0 kn a CO C: 0 o 4--j c O -0 N -0 m N • —bn N C V C: > W '- E .� 0 0 . cn Ln 0 Ln w bn ca O m V E 0 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 01— Reserve Continuity Schedule FUND: Capital DEPARTMENT: All PREPARER: Debra Fagerdahl, Manager of Financial Planning BUDGET ASK: None STRAT PLAN: Core Service One of the components of the capital budget process is a review of reserve balances. Reserves are funds set aside in the present for a future use (similar to a personal long-term savings account). Kitchener has a consolidated reserve policy that governs the use of all reserves maintained by the City. The City has over 40 active reserves that collectively have a projected balance of nearly $80M as at December 31, 2020. This includes two reserves that will be considered for approval through the 2020 Capital Budget process (Investment Stabilization Reserve — issue paper Cap 02) and Facilities Infrastructure Reserve — issue paper Cap 11 ). The attached reserve continuity schedule shows summary information for each of the City's reserves for the upcoming year. This information includes: • Opening balance • Projected revenues • Projected expenses • Projected ending balance • Minimum/Maximum target level Reserves are maintained to set aside funds in advance of needing them. This helps avoid rate shock for significant expenses. For information. 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Ln O co O 0 O T LC) Ln O O N O co O to O I- O T LC) N O O M LC) LC) M N I- 0) O O L6 N I- LO 00 co C'7 O � C7 r N (fl 00 C'7 O C'7 O 7 LL d > com m a>i 0- co aa))a d O U CC y 0 0 0 Q O N x N a) a) a) W O C m CL a) a) N w 0 0 in I-- Cl) co T I� T O N LO F-- T T to O co LO to N N O N O O � O O N N T a0 T O I� N O O Cl) T � toO to A=. Ln O co O 0 O T LC) Ln O O N O co O to O I- O T LC) N O O M LC) LC) M N I- 0) O O L6 N I- LO 00 co C'7 O � C7 r N (fl 00 C'7 O C'7 O CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 02 — Updating Stabilization Reserves FUND: Reserves DEPARTMENT: Reserves PREPARER: Ryan Hagey — Director of Financial Planning BUDGET IMPACT: None (reallocating existing funds) STRAT PLAN: Core Service The City maintains a number of reserves, which are funds that have been raised for a specific purpose or an unanticipated event. The creation/modification of these reserves requires Council approval and are governed by a comprehensive policy. Earlier in 2019 as part of the Long Term Financial Plan (LTFP), two recommendations were made regarding stabilization reserves and referred to the 2020 budget process. This issue paper outlines the changes to those reserves that were recommended in the LTFP, which have also been reflected in the proposed 2020 budget. Investment Stabilization Reserve A new Investment Stabilization Reserve is proposed for 2020 to address potential fluctuations in the City's investment income. The primary risk area for City investments is changing interest rates, which can be impacted very quickly by global economic factors outside of the City's control. Given the size of the City's investment portfolio typically exceeds $200M, a 1% reduction to interest rates would equate to $2M less revenue for the City. Creating this new reserve recognizes the risk in this area of City operations and dedicates funding to deal with unforeseen volatility in the investment markets. Initial funding of $500,000 will be transferred from the Tax Rate Stabilization Reserve to establish this new reserve. Weather Events Reserve The Winter Control Reserve is also proposed to be renamed the Weather Events Reserve and expanded to address all season weather related impacts due to climate change. In order to accommodate the expanded nature of this reserve, a transfer of $1M from the Rate Stabilization is proposed to top up this reserve in order to be used for this expanded purpose. No net impact as all of the changes noted in this issue paper deal with transfers between reserves. That the Investment Stabilization Reserve and Weather Events Reserve be approved as detailed in the attached reserve information sheets. C - 72 Reserve Fund Information Sheet Name of Reserve/Reserve Fund Investment Stabilization Category Reserve Fund Type Discretionary Classification Stabilization Purpose Provides funding to mitigate risk and uncertainty related to changes in interest rates and market conditions. Funding Source -transfers from the operating budget related to investment income surpluses (actuals better than budget) -interest income Appropriation of Funds -transfers to the operating budget related to investment income deficits (actuals worse than budget) Target Level Minimum: The closing balance should not drop below zero. Rationale: Any available funding would be used to offset a deficit in investment income. Maximum: The maximum balance should not exceed $2,000,000 Rationale: This approximates the amount of investment income lost if interest rates were to drop by 1%. Excess: Amounts in excess of the maximum balance will be transferred to the Tax Stabilization reserve fund Next Review: 2020 budget Reporting -annual report to FCSC Accountability Cost Centre TBD Divisional Ownership Financial Services - Financial Planning Ownership Lead Director, Financial Planning Interest Allocation Yes Other Previous Policy New Previous Title Not applicable Resolution Date Amendment Date(s): Repeal Date: Proposed start date January 1, 2020 End Date (if applicable) Consolidation of Other Reserves Not applicable C - 73 Reserve Fund Information Sheet Name of Reserve/Reserve Fund Weather Events Category Reserve Fund Type Discretionary Classification Stabilization Purpose Provides funding for weather events beyond what is typically budgeted in the operating budget. This reserve fund minimizes the financial implications resulting from extreme weather conditions. Funding Source -transfer of the surplus from the Winter Control operating budget -other budgeted transfers -interest income Appropriation of Funds -transfer to the operating budget related to any weather related deficit. (this includes both summer and winter operations). Target Level Minimum: Minimum balance should be no less than $1.0 million Rationale: 25% of the 5 year average annual winter maintenance costs Maximum: The maximum balance should not exceed 50% of the 5 year average annual winter maintenance costs Rationale: Based on highest winter control variance experienced within the past 5 years Excess: Excess funding greater than the maximum balance transfers to the Tax Stabilization Reserve Fund Next Review: 2020 budget Reportins -annual report to FCSC Accountability Cost Centre 6527777 Divisional Ownership Infrastructure Services, Parks & Cemeteries Ownership Lead Director, Parks & Cemeteries Interest Allocation Yes Other Previous Policy Previous Title Winter Control Resolution Date Amendment Date(s): Repeal Date: Proposed start date End Date (if applicable) C - 74 fa U ti N i Q 64% X b-0mo �j CSA O •— 4-1 CL aj N >- E E O M � i O ca — 4-J > (1) ca (3) O -0 V O a--� -0 (1)ca 4-J_0 V) CL O •N Eu a--� C: ' ' a 'V fB c� 0 . — Q� �� LL E .x O E C: MIN a -- co O • — Ln Q V N O rl U ca U '� O p u m 0 Ca U 0 �t 0 N i ate-+ E w V 0 Q) C-0 ate--+ 7( MC: O � � N O +- C: O a- _0 _0 Q) N _0 U ca CL O O � � ca O •— c V O N N • — }, v +� O O V L i ex i m E _ Q v Q) C-0 ate--+ L � O N O O N cc _ N Lf)ON O . - v a.. 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At that time Council approved a three year schedule (2017 — 2019) for implementing the strategy's 32 recommended actions. 81% of those actions will have been completed by the end of 2019, with the remaining scheduled for completion in 2020. In order to fund the implementation of the strategy, City Council also approved the creation of a new Neighbourhood Development Reserve. As planned, funding in that reserve is projected to be fully spent or committed by the end of 2019. In September 2019, staff presented City Council with a report (CSD -19-020) that summarized the work that has been done over the past three years to implement Love My Hood and to increase the City's ability to support resident -led neighbourhood projects. That report also identified the operating and capital funding needed to continue the program beyond 2019. At that time City Council referred the financial impacts of continuing Love My Hood to the 2020 budget process. Over the past three years the City has supported 90 different resident -led #LoveMyHood projects, with more than 400 residents investing over 8,500 hours of volunteer time into their community. These resident -led projects have positively impacted thousands of residents across the City. Examples include: 9 new community gardens 3 new neighbourhood7 greening initiatives markets 6 traffic calming projects 5 public seating initiatives 7 neighbourhood art projects 4 community signage 4 tree planting initiatives 65 neighbourhood events projects Between 2017 and 2019 the number of resident groups accessing Love My Hood supports (financial, resources and staffing) has steadily increased: • Resident -led projects supported each year has increased from 13 in 2017 to 33 in 2019. • By the end of 2019, Love My Hood will have supported 110 unique neighbourhoods groups in 46 different neighbourhoods across the city. • The amount of financial support provided to resident groups is projected to more than double from $58,595 in 2017 to $122,140 in 2019. C-91 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER Financial Support (Grants) for Resident -Led Projects: Over the past three years the number of resident groups accessing financial support for their resident -led project through a City grant has steadily increased. During that time period, the City has spent or committed a total of $330,985 in financial support to 78 different resident -led projects (as of October 31, 2019) through its Neighbourhood Matching Grant, Placemaking Grant and Community Garden Grant. In September 2019, City Council agreed to consolidate those three grants into a single Neighbourhood Matching Grant, subject to the 2020 budget process. Between 2017 and 2019, residents submitted 161 applications for Love My Hood grant funding totaling more than $1.2 million in requests for financial support — more than triple the amount of grant funding actually awarded. 64% of the grant applications received from residents were deemed eligible for a Love My Hood grant, but 37 of those projects were denied due to a lack of available funding. Those 37 projects had a total value of $439,126. 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 Available Grant Funds vs. Funds Requested from 2017-2019 Grant Funds Awarded Funds Requested ■ Awarded ■ Eligible ■ Ineligible As demonstrated by the chart above, over the past three years residents have demonstrated a significant demand for financial support for their resident -led projects that has far outweighed the funding available. Given the significant interest residents have demonstrated forfinancial support through Love My Hood, staff believe it would be appropriate to increase the amount of funding the City provides to resident -led project through its Neighbourhood Matching Grant. In September 2019, City Council directed staff to bring forward options to increase Love My Hood grant funding as a part of the 2020 budget process. C -92 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER 1. Option #1— $1.5 million/ $150,000 per year for 10 years (2020 — 2029) 2. Option #2 — $1.75 million/ $175,000 per year for 10 years (2020 — 2029) 3. Option #3 — $2.0 million/ $200,000 per year for 10 years (2020 — 2029) In order to continue the #LoveMyHood program, as identified in CSD -19-020, two temporary positions within the City's Neighbourhood Development Office will need to be converted to permanent FTEs. In addition, in order to provide more proactive and strategic support to neighbourhoods across the city, the City's 4 current part-time Neighbourhood Liaison positions will need to be converted to full-time FTEs. The funding for these staffing changes has been built into staff's proposed operating budget and the request for FTEs is included in issue paper Op 06. For Council's direction. C -93 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 04 Implementing the City's Corporate Climate Action Plan (CorCAP) FUND: Capital DEPARTMENT: Development Services Department PREPARER: Claire Bennett, Corporate Sustainability Officer BUDGET IMPACT: For Council's Direction STRAT PLAN: Environmental Leadership In 2017, Council approved an 8% absolute Greenhouse Gas (GHG) reduction target to be achieved by 2026. The implementation plan (CorCAP), approved in 2019, contains a set of actions in the areas of City facilities, fleet, outdoor lighting and waste to meet the target. Using 2016 as a baseline, the City's corporate GHG target is ambitious yet achievable with strategic investments in facilities, fleet and outdoor lighting. The recent declaration by Council of a climate emergency has further emphasized the commitment to implementing the City's climate action goals. In 2018 the City's corporate annual GHG production was 10,256 tonnes of carbon emissions (tCO2e) with a 2026 target of 9,375 tCOZe. As the City expands (addition of new facilities and fleet to service growth) there will be additional GHGs added to the inventory. This means that the City will need to do better than its target in the years leading up to 2026 to accommodate growth. The primary goal of the CorCAP is to complete projects that achieve meaningful carbon reductions within City facilities, fleet and outdoor lighting. In addition to carbon reductions, the projects proposed below also help to implement the City's capital plans and align with asset renewal needs. Staff have identified a number of projects that could be implemented in 2020. Depending on Councils desired level of investment, all or some of the below projects would move forward and achieve carbon reductions and associated operating savings. The projects are ranked based on savings/cost (-) per tonne of GHG reduction, which considers capital cost, energy reduction and lifecycle of the asset; the projects are aligned with asset renewal and user and service improvements. C - 94 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER Option A This option includes projects 1, 2, and 3 and requires additional capital funding of $207,000 with an annual operating savings of $27,050. This set of projects would result in a reduction of 149 tCOZe annually. Appropriate energy savings from these projects will be directed to the energy reserve. Option B This option includes projects 1, 2, 3, 4a, and 5 and requires additional capital funding of $472,000 with an annual operating savings of $49,850. This set of projects would result in a reduction of 218 tCOZe annually. Appropriate energy savings from these projects will be directed to the energy reserve. Option C This option includes projects 1, 2, 3, 4b, and 5 and requires additional capital funding of $957,000 with an annual operating savings of $99,050. This set of projects would result in a reduction of 331 tCOZe annually. Appropriate energy savings from these projects will be directed to the energy reserve. For Council's direction. C -95 Savings Annual Annual Payback GHG pertonne Rank Project M Savings Period Reduction of GHG Notes ($) (years) Reduction (CO2e) ($) Hybrid mid-size SUV (5) $25,000 $6,250 4 14 $186 Aligns with asset replacement 1 (Incremental cost) schedule. Electric vehicles — (3) $42,000 $6,800 6 16 $115 Aligns with asset replacement 2 (Incremental cost) schedule De -stratification fans to $140,000 $14,000 10 119 $3 Improves user comfort in 3 reduce heating load addition to efficiency. (indoor pools) Battery idle -reduction $150,000 $17,800 10 41 $0 Uses battery or solar energy system (25 vehicles) to maintain safety and 4a operating equipment while Solar idle -reduction $35,000 system (5 vehicles) completing fieldwork rather than running the engine for power. Battery idle -reduction $600,000 $67,000 10 154 $0 Uses battery or solar energy system (100 vehicles) to maintain safety and 4b operating equipment while Solar idle -reduction $70,000 completing fieldwork rather system (10 vehicles) than running the engine. Solar wall to leverage $80,000 $5,000 16 28 $-44 A more innovative project 5 passive heating at that improves asset Forest Heights Pool performance. Option A This option includes projects 1, 2, and 3 and requires additional capital funding of $207,000 with an annual operating savings of $27,050. This set of projects would result in a reduction of 149 tCOZe annually. Appropriate energy savings from these projects will be directed to the energy reserve. Option B This option includes projects 1, 2, 3, 4a, and 5 and requires additional capital funding of $472,000 with an annual operating savings of $49,850. This set of projects would result in a reduction of 218 tCOZe annually. Appropriate energy savings from these projects will be directed to the energy reserve. Option C This option includes projects 1, 2, 3, 4b, and 5 and requires additional capital funding of $957,000 with an annual operating savings of $99,050. This set of projects would result in a reduction of 331 tCOZe annually. Appropriate energy savings from these projects will be directed to the energy reserve. For Council's direction. C -95 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 05 — Continue Participatory Budgeting Community Engagement Process FUND: Capital DEPARTMENT: Community Services — Neighbourhood Programs & Services PREPARER: Josh Joseph, Supervisor, Neighbourhood Development Office BUDGET IMPACT: For Council's Direction STRAT PLAN: Core Service Participatory budgeting is a process of engaging the community where residents are given control over a portion of the City's budget. It differs from traditional public engagement/consultation in that residents identify multiple priority projects and then decide which of the projects are funded. The ultimate decision by residents as to where and how funding will be spent is determined through some form of a vote. In 2017, the City partnered with the University of Waterloo to pilot participatory budgeting on two park redevelopment projects (Elmsdale and Sandhills). In June 2019 City staff and the University of Waterloo presented Council with the results of those pilots (FIN -19-050) which highlighted the successes of the pilot projects, as well as a number of lessons learned and changes that should be made to the program if it is going to continue. At that time Council directed staff to report back through the 2020 budget process on the "staffing and funding requirements for a permanent participatory budgeting solution." Findings from City's 2017 Participatory Budgeting Pilot: 1. The number of residents engaged through participatory budgeting was higher, and the quality of the engagement (in terms of idea generation, community dialogue and outcomes) was better than utilizing traditional engagement methods. Staff estimate approximately 25- 100 individuals get involved in a park redevelopment project through traditional engagement methods (e.g. town hall meeting, paper and online survey). By comparison, through the three rounds of engagement there were over 200 residents involved in the Elmsdale participatory budgeting process and over 200 residents in Sandhills. 2. The amenities residents chose through participatory budgeting for Elmsdale and Sandhills were not those that are commonly selected through the City's traditional community engagement approach when redeveloping a park. Given that the amenities chosen for the parks were ideas generated by residents themselves (and not City staff), we can be confident that the redeveloped park better reflects the desires of residents that live close to, and use the parks — meaning the City's financial investment into redevelopment of the parks will provide greater value to the community. 3. Future participatory budgeting processes should not be limited to park redevelopment projects because that limits the number and diversity of residents who may be interested/willing to engage in the process (e.g. people who use parks regularly are more likely to get involved while those who do not use them are less likely). Opening up the process C -96 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER to allow for resident -generated project ideas beyond parks would allow for ideas related to other community priorities (e.g. social, environmental). 4. Formal internal City processes and procedures are required to ensure the full coordination and cooperation of staff from many different areas of the City in order to effectively support residents engaging in participatory budgeting. This is especially important in order to ensure the outcome chosen by residents is achievable and doable. Processes and procedures developed to support resident -led neighbourhood projects through Love My Hood could be utilized to better support participatory budgeting and ensure a smooth and positive experience for residents. 5. The participatory budgeting process, which goes beyond the City's traditional engagement techniques, takes longer to complete and requires dedicated staffing to ensure the engagement process is truly effective. This is especially important given the binding nature of the community vote on how municipal funding is spent. The process of supporting residents engaging in participatory budgeting is very similar to the staff supports provided to resident - led neighbourhood projects through Love My Hood and the Neighbourhood Development Office. 6. Clear and dedicated staff leadership and support of the participatory budgeting process is required to manage the overall process, ensure residents receive necessary supports and public expectations are managed within the approved budget (to avoid going over budget). The City's existing Neighbourhood Development Office are well positioned to play that corporate leadership role. Proposal for Future Participatory Budgeting Process Understanding the lessons learned from the two 2017 participatory budgeting pilot projects and the City's three years of experience supporting similar types of resident -led projects through Love My Hood, the following is an overview of staff's recommended approach to participatory budgeting going forward: • Staff within the Neighbourhood Development Office should take the lead in administering the participatory budgeting process and be accountable for the program's success. They would also be accountable for ensuring projects are on budget. • Members of the City's Neighbourhood Liaison team should serve as primary supports to residents participating in the process and ensure effective engagement of all eligible residents. • The internal circulation process, created to support resident -led neighbourhood projects as part of Love My Hood, should be utilized to ensure full coordination between many different parts of the organization — which includes supporting residents in idea generation and testing to ensure they are achievable and doable. • The scope of participating budgeting should be expanded beyond park redevelopment to include other types of projects identified by residents, and it should be targeted to different areas of the City each year to ensure the financial investment makes a meaningful improvement versus diluting the funds across too large an area or population. C -97 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER • This revised participatory budgeting program should be run for the next three years (2020 — 2022) to allow the City to continue to work with the University of Waterloo, and continue to gain experience with this form of community engagement. Following that three year period, staff should report back to Council with a comprehensive review the program (including recommendations on next steps). This approach is similar to how Love My Hood was run from 2017 — 2019. If Council agrees to continue participatory budgeting beyond the two pilot projects already completed, a full staff report would be brought forward to Council in the first half of 2020 to provide further details on the proposed changes to the program to seek their detailed direction and approval to proceed. The budgeted amount for each of the two participatory budget pilot projects was $150,000. The actual amount spent was approximately $175,000 for Sandhills and $200,000 for Elmsdale / Chandler Mowat. The following are three options City Council could consider as part of the capital budget if it wishes to continue the participatory budgeting program. Staff believe taking a measured approach related to participatory budgeting would be appropriate and have suggested two options that secure funding for an additional three years. This would allow the City to test the modified approach outlined above before making any permanent funding commitments. If Council wishes to make participatory budgeting a permanent program, the final option funding for all 10 years of the capital forecast. 1. Option #1— $900,000 / $300,000 per year for three years (2020 — 2022) 2. Option #2 — $1.2 million/ $400,000 per year for three years (2020 — 2022) 3. Option #3 — $3.0 million/ $300,000 per year for 10 years (2020 — 2029) Staff believe all three options identified above can likely be supported by the additional staffing that has been built into the proposed operating budget for the #lovemyhood program. If Council should choose to make a larger annual capital investment in participatory budgeting than outlined above, additional staffing would be required to support the program. 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This will allow the City to stay up to date with Microsoft developments and leverage the security and maintenance benefits provided. A pilot project has been underway to develop the required architecture to move all existing staff to the product in 2020. The City has standardized on Microsoft products for many years and the products are deeply integrated with several of the City's enterprise systems such as SAP, Amanda, and OnPoint. Office365 offers significant benefits from both a technology and staff productivity perspective and is the strategic direction Microsoft is taking for all their Office suite products. For many years, City technology staff have had to maintain both the desktop software and the back office server products for several of the Microsoft Office Suite of products. With limited budgets and staff resources to maintain these software systems, the City has historically been forced to run older versions of the software, missing out on productivity features in new versions, and potentially exposing security flaws in older software. The City has often not deployed new software that it has usage rights for through our Enterprise Agreement with Microsoft because of software version compatibility issues or the lack of staff resources to install and maintain the new software. In short, it has been difficult to maximize all the benefits of software licensing. Office365 introduces an entirely new operating model for Microsoft Office products wherein the back office server components of the software are entirely hosted by Microsoft in a cloud based environment. Microsoft provides new productivity features continuously in this environment ensuring that the products are always on the newest version, compatible amongst each other and that security best practices are enforced in this environment. This software model ensures the City is able to maximize its investment at all times and that the City is able to leverage all the productivity features available to it. Office365 will also allow the City to diversify its server environment, moving a significant portion of network services to a cloud environment. Should the City fall prey to a ransomware attack as so many other municipalities have, the City would very likely be able to maintain email communications and access to important data files supporting quick recovery of on-site systems and the ability to maintain services through a cyber incident. Office365 offers many other benefits to the City that will enhance the technology environment and also improve the productivity of staff. Listed below are just some of the benefits: C-122 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER • Introduction of video and web conferencing to allow for team collaboration without the need for additional infrastructure (also reducing travel costs/carbon impact) • Enhanced team collaboration and staff productivity with tools like Microsoft Teams and Sharepoint • No need to maintain an on -premise Exchange server for email system • Ability to offer much larger mailbox sizes to staff to store and archive email (100G13) • Elimination of the need for .pst files for archiving email • Addition of legal hold and e -discovery to better support of Freedom of Information (FOI) and /or legal claims • Ability of staff to easily store and share files for collaboration (1TB of space) • Supports mobility of staff, including future work environments and expectations of new technology savvy workers The above listed benefits will improve the overall productivity of staff using technology on a daily basis, reduce staff travel, and free up TIS staff to do higher value work. The City currently has aging email server infrastructure and moving to a cloud -based solution now will help avoid a major upgrade that would tie staff up for several months. The annual additional cost of an Office365 subscription is $150,000 ($1.5M over the 10 -year capital forecast) and has been included in the proposed budget. For information. 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7 O v v aJ aJ t O_ aJ O m E io c 3 'm m 3 W `� v° -p v v v c a p Q E =01 O LL Q E v E E v o m> � E E .� a a < O c W O v O v CL m O O p a > Q y p an O 7 41 C .O Ln > .�n aJ E E O u O c W t oA Q p- u v v p E O ai c c tlA _ EO aJ m Q c p m to v1 a)O a1 c an � m O c pU a -p C 2 Y aJ aJ aJ O E O 7 v y aJ W Q Q a 7 E^ E o ° Q v y c— o m -O W v 'O v` :� p aJ aJ O pp O c O O u y0 m O ° o c '2- v v v ° Y c� c O_ p O_ °c° - c v v aJ Eo 0 Q 3 Q Q E_ u u a v aJ 'E E 'm -p 'm Q O_ Q N v v Laa o o -0 aJ p m u v o u 0 o c u rn m a a 0= 3 t v O v V) o m c > O W m v l0 .4 1.0 M l0 W c -I n N W l0 N -Zt cl cl (4 N 40 ll 01 a0 l0 W O N M C r71 Lf1 al N 00 Lr) l0 W N N n M O N LM v `- M '-' l0 C) M c l al n Ln ci N N ci O N O � p N \ Q Lu N Z O Z O = o ° a a W O_ a O z a > o <v w W Ln 2 W W (7 0 LU LLI a a u a W 0_ YmQy J a W z (D LU ° o O oYC O H O > CO m O ' N W U) ZO 0_ O W cc C� Q H Z O F w LU o_ (7 a LL �' a� � z > a w z � � > V C-4 w o za o oLLI w a N E V) LU Z Ov W N Z O Z D NLU S N = � z � u � C7 LL x OC W 2 W 2 W W 0_ cOc G O_ Q z W LU Q N Q m C� LU G J a a a a a a a a a a a a 0- u u v v v v v v v v v (7 l7 (7 (7 (7 (7 0 (7 (7 (7 (7 z z z z z z z z z z z WW W W W W W W W W W W z W z W z W z W z W z W z W W z z W z W z z W z W z W z W z W z W z W z z W W z W z W W W W W W W W W W W W v u u u u u u u u u I u u 5; = W �5 c WW UO N W rn W N W N W rn W N W W N N W LI)N W z zz W z z z z z z z z W W W W W W W W W W 0_ a 0_ a a 0_ a n. n. a 0- O q O O O O O O O O O O J W >> W W W > W > W > W > W > W W > > W > W > W W W W W W W W W L W LO 0) T - 0 U CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 07 — Queen Street Placemaking FUND: Capital DEPARTMENT: Development Services and Infrastructure Services Department— Engineering, Planning, Economic Development, Parks and Cemeteries, Transportation Planning Divisions PREPARER: Steve Allen, Manager, Engineering Design and Approvals BUDGET IMPACT: None (included in proposed budget) STRAT PLAN: Core Service The conceptual plans for the Queen Street Placemaking Plan were approved by Council in 2017 and the project has been undergoing detailed design throughout 2018 and 2019. The construction of the Plan was tendered in April 2019 and received only one bid which exceeded the approved budget. The tender was cancelled, reissued, and will close in early November (after the writing of this issue paper, but before the Capital presentation). Staff have identified additional funding sources required to complete the Queen Street Placemaking project. The surface reconstruction of Queen Street between Charles and Duke was identified as a priority due to failing sidewalks and deteriorated pavement. An Issue Paper for this project was submitted with Engineering's 2017 capital budget. In consultation with other departments, additional needs within and adjacent to the right-of-way were also identified. The original Queen Street scope and these additional needs was approved by Council in August 2017 as the Queen Street Placemaking Plan. The Placemaking Plan includes the following areas: • Queen Street from Duke Street to Charles Street • Vogelsang Green • Cenotaph • Goudies Plaza • Charles/Queen Parkette • Placemaking elements throughout (benches, planters etc.) Each of the additional components beyond Engineering's original project was to be funded by each asset owner (Parks & Cemeteries, Planning, Economic Development, Transportation Planning) as well as a contribution from the downtown BIA. The budget presented to Council in 2017 was based on a conceptual design developed by the consultant engaged in the Placemaking component. Project design proceeded through 2018 and early 2019. Cost estimates completed by the design consultant throughout the design period and just prior to tendering suggested a tender price of approximately $2.21VI. The project was tendered for construction in April 2019. Only one bid was received and was significantly over the Council approved budget ($3.7M). Staff determined it was in the City's best interests to cancel this tender and re -issue for 2020 construction. C-196 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER After the cancelling of the tender, staff and the City's consultants undertook a review which included discussions with the low bidder and interested firms that did not submit pricing. Based on their feedback, clarifications and changes were made to the tender. This review also resulted in some modifications in scope in an effort to reduce the cost without sacrificing the key objectives of the Placemaking Plan. Prior to retendering, staff also undertook a review of the low bid, the consultant's cost estimate, and engaged a third -party to complete an additional cost estimate. Based on this review, staff believe it is likely the re -tendered project will exceed the approved budget, and have identified additional funding to bring the total construction budget for Queen Street Placemaking up to $3.5M. The budget changes are noted below in Table 1. Table 1— Queen Street Placemaking Proposed Additional Funding Sources Source Amount Planning Existing Accounts Closeouts $242,000 2021 Urban Design Improvement $74,000 Engineering Existing Accounts Closeouts $235,000 2020 Road Resurfacing $200,000 2021 Road Resurfacing $200,000 2022 Road Resurfacing $200,000 Federal Gas Tax Reserve $800,000 Parks and Cemeteries Existing Accounts Closeouts' $270,000 TOTAL ADDITIONAL FUNDING SOURCES $2,221,000 Funds Previously included in the 2019 Capital Forecast $204,000 Total Funds included in the 2020 Capital Forecast $2,425,000 1. Transfer of previously approved Cenotaph funding to the Queen Street Placemaking account (not additional budget) The Queen Street Placemaking project requires additional funding and is proposed to be addressed as identified in Table 1. For information C-197 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 08 — Disaster Mitigation and Adaption Fund (DMAF) Grant FUND: Capital DEPARTMENT: Infrastructure Services— Sanitary and Stormwater Utilities Division PREPARER: Nick Gollan, Manager, Utility Planning and Programs BUDGET IMPACT: $49.990M increased grant funding in submitted budget STRAT PLAN: Core Service DMAF is a national merit -based program that will invest $2 billion to support large-scale infrastructure projects to help communities better manage the risks of disasters triggered by natural hazards like storms. DMAF projects will support the Government of Canada's objectives laid out in the Pan -Canadian Framework on Clean Growth and Climate Change. Kitchener, in partnership with the GRCA and Reep Green Solutions, submitted an application that consists of 6 program elements. The program lasts until the year 2028. Projects with grant funding are identified in the stormwater capital budget. The project is comprised of 5 program elements combining approximately 95 discrete capital projects of interconnected assets in the stormwater management network that are vulnerable to damage from flooding. Resiliency is built into the system through adaptive infrastructure that improves capacity to manage stormwater during extreme rainfall events, which is identified as the top risk for the region. The 5 program elements are described below: • The Water Infrastructure Component is the core element of the project and will incorporate green infrastructure/low impact development techniques as well as appropriately sizing the storm sewer network to reduce runoff and mitigate climate change in 55,000 metres of reconstructed roadways. • Revitalization of natural areas and trails which will see approximately 2,000 metres of the Walter Bean Trail within the floodway of the Grand River being reconstructed using innovative techniques to withstand the damaging effects of flooding and ice jams around the perimeter of the Deer Ridge Golf Course along the Grand River. • The Critical Infrastructure Erosion element will see 4,000 metres of watercourses being restored to protect critical infrastructure such as trunk sanitary sewers and watermains that are becoming exposed due to erosion of the banks. The watercourses include Shoemaker, Schneider, Stonegate, Strasburg, Borden, Voisin and Laurel creeks. • The Bridgeport Dike element will ensure that the existing dike is repaired and enhanced to provide greater freeboard and protect the homes and businesses in the floodplain from a regional storm event in the Bridgeport East neighbourhood. • Construction of 8 new stormwater management facilities in existing city parks using both above and below ground techniques to capture and retain water before it enters downstream watercourses to reduce erosion and improve water quality by removing total suspended solids. The parks include Prospect, Sandrock, Cherry, Countryside, Country Hills, Idlewood, Millwood and Victoria Park. C-198 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER The proposed DMAF project will improve resiliency of the stormwater network by adapting to changing precipitation patterns to accommodate extreme storm events. Major adaptive stormwater infrastructure will be constructed in critical areas that have been identified as the most vulnerable locations to the effects of climate change. The project contributes to environmental, cultural and employment benefits, including expected greenhouse gas (GHG) reductions, creation of resilient and vibrant communities with enhanced greenspace, access to cultural heritage and diverse employment. The 5 program elements are bundled from approximately 95 discrete capital projects which roll up to a total approximate value of $125M of which $49.990M will be from the federal DMAF program; the remaining amount will be funded by the Stormwater Utility. It is anticipated that additional staffing in the Sanitary and Stormwater Utility will be required to deliver the DMAF program. The additional resourcing needs are currently being evaluated and will be brought forward once additional details of the DMAF program are provided by the Federal government. The provision of this grant funding has no impact to projected rate increases and only funds an incremental increase in the amount of work that was previously planned. This allows legacy unfunded projects to advance as well as other unfunded initiatives that have been identified in various studies led by different city departments as they relate to infrastructure in close proximity to, or directly connected to, stormwater infrastructure impacted by the effects of climate change. Consideration will need to be given to operating the Utility in a deficit position in the later years of the DMAF program in order to advance projects currently identified in those years of the program to fully realize the available funding. All project payments to contractors and consultants must be finalized by March 31, 2028 for the final report and claim submission to the Federal government. For information only. 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LU LU LU ± LU LU LU LU \ \ \ § § § z } } } } } } } . .- § g g g g g g LU j j LU j j j Cl) O N U CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 09 — Converting Decorative Post -top Streetlights to LED FUND: Capital DEPARTMENT: Development Services Department — Transportation Services PREPARER: Aaron McCrimmon-Jones, Manager, Transportation Planning BUDGET IMPACT: None (included in proposed budget) STRAT PLAN: Environmental Leadership The City of Kitchener's existing streetlight program is comprised of approximately 18,325 streetlights, which includes 15,636 LED cobra head lights and 2,689 decorative post -top lights. In 2017, The City's cobra head streetlights were converted from High Pressure Sodium (HPS) to Light Emitting Diode (LED) along with the build -out of the City's adaptive smart network. Converting the decorative post -top streetlights to new LED lights, and incorporating them into the adaptive network will further reduce carbon emissions, improve lighting performance, provide capabilities to monitor and control the decorative lighting portfolio, and further expand smart city connectivity. The use of LEDs in roadway lighting fixtures has become a common, accepted practice within the street light industry. LEDs have a long life span, low overall maintenance costs and significant energy savings compared to older lighting technology. The expected life span of an LED streetlight luminaire is approximately 15 to 20 years, with most manufacturers offering a warranty/guarantee for a minimum of 10 years. The City's ornamental post -top portfolio contains 2,689 fixtures. Many of these lights are located in downtown and urbanized areas and help enhance the pedestrian realm, as well as celebrate built form and historic streetscapes. More recently, ornamental post -top lights have been implemented in newer subdivisions to enhance the suburban streetscape. The City's Development Manual is being updated to require all new subdivisions to include LED lighting fixtures equipped with smart nodes for compatibility with the adaptive smart network. It is estimated that 887,343 annual kilowatts will be saved through converting the existing ornamental post -top lighting portfolio to LED representing a 62% energy reduction. This results in approximately $175,000 in annual energy savings. With the addition of annual maintenance savings ($125,000), it is expected the conversion can pay itself back in reduced operating costs in just under 11 years. Converting the ornamental post -top streetlights to new LED lights, and incorporating them into the adaptive network, is consistent with other City -owned lighting portfolios, and the City's updated development manual. Furthermore, it will reduce carbon emissions, improve lighting performance, and provide capabilities to monitor and control the post -top fixtures. The expected reduction in carbon emissions will help the City achieve goals and actions in the 2019 — 2022 Strategic Plan, specifically under the Environmental Leadership theme by "...reducing consumption and emissions at our facilities and in our operations". C - 204 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER The financial business case for converting the City's decorative post -top streetlights to LED requires an initial capital investment; however, annual operating savings will pay this investment back. The analysis projects that converting the decorative post -top portfolio to LED has a payback period of just under 11 years and will reduce GHG carbon emissions by 31 tonnes. Capital Cost $2,700,000 Contingency (20%) $540,000 Total Capital Cost $3,240,000 Maintenance savings (re-lamping) $125,000 Electricity savings $175,000 Annual Operating Cost Savings $300,000 Payback Period (Capital Cost / Annual Operating Cost Savings) 10.8 years Given the length of the payback for the project is more than 5 years, staff recommend issuing debt to fund the initial capital costs of the streetlight conversion. The $3.24M of debt required is relatively small compared to the City's overall debt load of nearly $60M at the end of 2020 and has very little impact on the City's debt to reserve ratio. In addition, debt interest rates have returned to historically low levels, so the cost of borrowing is cheap. For information. C - 205 U N O C •� - O U N L � U U ate-+ U O a- J .� N U i a--+ iE 0 (D O U bp E (1)O N s -0 O V L 4-J Q N C— CU O cn • •0 O N cc O u U CC i .� O U CL � a U cj — U ^� V! 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In order to ensure continued success, the Parking Enterprise annually retains surplus funds in the appropriate reserve accounts in order to fund all future operating, capital improvement and expansion costs related to the municipal parking operation. In order to maintain the future sustainability of the City's garages, it is very important to protect parking garage concrete structures from the infiltration of chlorides through the use of waterproof membrane systems. Failure to do so will result in corrosion of the imbedded steel within the suspended slab which cause concrete delaminations, and can result in extensive and expensive concrete repairs. The concrete structure in the City's parking garages are protected by a thin set traffic deck coating and/or an asphaltic waterproofing (i.e. hot rubberized waterproofing plus an asphalt protection wearcourse). Typically, the effective service life of an asphaltic waterproofing system is 20 — 25 years with proper maintenance, whereas the effective service life of a thin traffic deck coating system is 12 —15 years. There is approximately 500,000 square feet of suspended slab in the City's garages, excluding podium deck soffit (i.e. roof deck above City Hall garage). The cost in 2019 dollars to replace all suspended slab waterproof membrane systems is estimated to be $8 to $9 million. The Parking Enterprise completes updated garage condition survey assessment reports approximately every three years. The purpose of the updates is to determine the present condition of the parking garage structure with respect to water infiltration and corrosion -related deterioration, and to determine the remaining effective service life of the moisture protection systems (waterproofing) of the suspended parking level slabs. The findings of the review help to identify the types and extent of deterioration currently evident and the growth rate of deterioration, which in turn, allows us to plan and prioritize required repairs and maintenance of the parking garage in the immediate, medium (1— 3 years) and long term (4 — 10 years). City Hall Garage As assessed by our consultants in April 2019, the City Hall garage generally appears to be in fair condition relative to its age; however, it is exhibiting signs of age related distress and localized corrosion related deterioration in the form of concrete delamination, debonded or worn thin traffic deck waterproofing, through -slab leaking cracks and rust staining. The recommended C - 209 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER course of action includes localized waterproofing repairs within 1— 3 years. While the localized repair program will increase the service life of the Level P1 thin traffic deck coating, the system has exceeded its expected service life and will require a wholesale replacement within 4 — 6 years. Duke & Ontario Garage As assessed by our consultants in July 2019, the Duke & Ontario garage generally appears to be in fair condition relative to its age, however it is also exhibiting signs of age related distress and localized corrosion related deterioration in the form of concrete delamination, debonded or worn thin traffic deck waterproofing, debonded or worn thin asphaltic waterproofing, through -slab leaking cracks and rust staining. Previous localized concrete and waterproofing repair programs and wearcourse overcoating projects appear to have decreased the rate of deterioration and corrosion related deterioration throughout the parking garage, however ongoing repairs and maintenance are required to protect the structure and to ensure the durability of the parking structure for the long term. In 2005 the first phase of a multi-year parking garage rehabilitation program was undertaken to install a new external post -tensioning system. In addition, localized concrete repairs and wholesale replacement of the waterproofing systems was completed. Within each phase, different parking levels were completed (i.e. P2 North, P5 South etc.). The fourth and final phase of this program was completed in 2012/2013. The waterproofing repairs completed in 2005, 2006 and 2009 have or will soon reached their effective service life and will again require replacement within the next 2 — 5 years. The balance at the end of 2019 of the structural provisions capital account will be about $925,000. In order to fund the forecasted repairs at City's parking garages, the Structural Provision capital budget has been increased by $1.7M between 2020-2024 as follows: 2020: $50,000 2021: $150,000 2022: $500,000 2023: $500,000 2024: $500,000 This addition is completely funded from Parking enterprise revenues and is included in the proposed budget. For information. 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The Facilities Management (FM) division is responsible for operating and maintaining these buildings in a state of good repair (SOGR). As outlined in the recent Strategic Council Session on the Long Term Financial Plan, facilities are by far the most underfunded asset category, with a $227M funding gap. Since 2016, the City of Kitchener FM division has been developing an on-going facilities asset management program intended to support strategic capital project planning and delivery, proactive maintenance programs, core service delivery improvements and effective management of all City facilities. With foundational elements in place, and the launch of a combined Building Condition Assessment, Energy Audit and Accessibility Audit Program in 2019, FM will be able to leverage comprehensive data to support a SOGR capital planning and delivery program. FM utilizes an evidence -based approach for its capital planning process, incorporating multiple perspectives and factors: • Building Condition Assessment (BCA) Data • Community Programming / Service needs • Construction impact on current programming • Improving accessibility • Increasing energy efficiency • Risk assessment • Budget and project management / delivery capacity A comprehensive Facility Infrastructure Program will be developed in 2020 to provide Council with more detailed information on the SOGR needs, long-term infrastructure investment strategies based on facility life -cycle projections, and associated funding options to address the facility infrastructure gap. 10 YEAR FUNDING STRATEGY In order to address the $227M facilities infrastructure funding gap, a Facility Infrastructure Gap capital account has been established, with the purpose of funding capital projects that directly C - 226 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER reduce the infrastructure gap. There are two primary funding sources for this account that were discussed by Council in more detail during a recent strategy session related to the Long Term Financial Plan: A newly established Facility Infrastructure Reserve Fund, funded by a transfer of 60% of the Economic Development Investment Fund (EDIF) debt room plus $150,000 from an increase to tax supported user fees in 2020. • A reallocation of 25% of the Federal Gas Tax funding previously allocated to Road Resurfacing A total of $38M has been added to the Facility Infrastructure Gap capital account (2020 — 2029) to address SOGR projects and reduce the funding gap. For 2020, investments will be made based on the BCA information already received for the Centreville Chicopee Community Centre, Grand River Arena, and the Breithaupt Centre. A summary of these investments is shown in the table below and described in more detail below the table. Details about the allocation of funding for 2021 and beyond will be developed based on additional BCA information. Summary of 2020 Facility Infrastructure Gap Investments $690K (Facility Infrastructure Reserve (60% EDIF)) +$809K (Federal Gas Tax Reserve) $ 1,499,000 All 2020 SOGR/BCA Projects CENTREVILLE CHICOPEE Envelope Repairs & Replacements (Foundation, Doors, Roof, Staircase, Structural) - $68K $ 90,000 COMMUNITY CENTRE Services Repairs & Replacements (Emergency Lighting, HVAC, Plumbing, Electrical) - $22K $ 324.000 Site Remediation Planning & Design ($25K) +$209K (hold funds for construction) $ 234,000 All 2020 SOGR/BCA Projects - Envelope Repairs (Foundation, Masonary, Structural Maintenance) - $34K GRAND RIVER ARENA - Services Repairs & Replacements (Equipment Control, Life Safety Systems, HVAC, Interior Lighting, $ 204,000 $ 214,000 Plumbing) - $170K Washroom / Dressing Room Re -design Feasibility $ 10,000 All 2020 SOGR/BCA Projects - Envelope Repairs & Replacements ( Foundation, Doors, Roof, Staircase, Structural) - $192K BREITHAUPT CENTRE Lighting Replacement(EmergencyLighting,Exit Signs,Interior Lighting) -$77K $ 617,000 $ 961,000 Plumbing Component Replacements ( Water Heaters, Water Softeners, Pumps, Piping) - $348K Elevator Modernization $ 344,000 2020 FACILITY INFRASTRUCTURE GAP INVESTMENTS In 2018, seven (7) BCAs were completed in support of the Leisure Facilities Master Plan. These BCAs are the basis of a capital project planning exercise and illustrates how the new funding will be used to reduce the facilities infrastructure funding gap. Of the seven facilities, Centreville Chicopee Community Centre, Grand River Arena, and Breithaupt Centre were identified as those requiring significant investment to ensure a SOGR, as well as presenting opportunities for energy efficiencies and enhancements to program delivery. As shown in the table above, the 2020 facility investments include both immediate SOGR/BCA investments as well as funding allocations that consider feasibility and design of future projects. Information about the funding earmarked for future investments is provided in the bullet points below. • Centreville Chicopee Community Centre requires significant site remediation beginning in 2021, at a total cost of $350K. In 2020, $234K has been identified to undertake site remediation planning & design as well as to hold some funding towards future C - 227 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER construction. To leverage economies of scale, it is also staff's intention to coordinate the replacement of the on-site splash pad and playground equipment, which are outside the normal BCA parameters. • The Grand River Arena has known programming challenges related to the configuration and accessibility of its washrooms/dressing rooms. These issues go beyond the typical BCA like -for -like refurbishment so funding of $10K has been allocated in 2020 to develop design and cost alternatives for this future project. • The Breithaupt Centre elevator is scheduled for a modernization (major component replacement) in 2020/2021 at a cost of $344K. $344K is allocated to hold funds for the project and to begin design and specifications required for tender in 2020. PROJECT DELIVERY RESOURCE The Operating Budget includes a request for one additional project management position. This position is critical to ensure FM can be successful in delivering the 50+ projects planned for 2020, including those outlined in this issue paper. This position is fully funded within the proposed tax rate increase. The 2020 Capital Budget includes $38M of funding for the Facility Infrastructure Gap. The total costs and funding sources by year are shown in the table below (totals may differ due to rounding). Summary of 2020 Facility Infrastructure Gap Funding The creation of the Facility Infrastructure Reserve outlined in the table above requires Council approval. A reserve information sheet with the pertinent details is attached to this issue paper. That the Facility Infrastructure Reserve Fund be approved as detailed in the attached reserve information sheet. C - 228 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 TOTAL Facility Infrastructure $690K $1.2M $1.7M $2.2M $2.7M $3.2M $3.7M $4.1M $4.6M $5.OM $29.1M Reserve Federal Gas Tax $809K $768K $870K $8601K $905K $923K $9411K $960K $979K $999K $9.OM Reserve Total $1.5M $1.9M $2.5M $3.OM $3.6M $4.1M $4.6M $5.1M $5.6M $6.OM $38.1M The creation of the Facility Infrastructure Reserve outlined in the table above requires Council approval. A reserve information sheet with the pertinent details is attached to this issue paper. That the Facility Infrastructure Reserve Fund be approved as detailed in the attached reserve information sheet. C - 228 Reserve Fund Information Sheet Name of Reserve/Reserve Fund Facility Infrastructure Category Reserve Fund Type Discretionary Classification Capital Purpose Provides funding for Facilties Management State of good repair (SOGR) program to address the Facilities Infrastrucure deficit. Funding Source -transfer from EDIF debt room -interest income Appropriation of Funds -transfers to FM SOGR capital projects for deficits or funding shortfalls Target Level Minimum: The closing balance should not drop below zero. Rationale: transfers to FM capital projects should be made only if the fund has a balance Maximum: No Maximum Rationale: Funding may need to be built up over many years for significant project Excess: Not applicable Next Review: 2020 budget Reporting -annual report to FCSC Accountability Cost Centre TBD Divisional Ownership Infrastructure Services - Facilities Management Ownership Lead Director, Facilities Management Interest Allocation Yes Other Previous Policy New Previous Title Not applicable Resolution Date Amendment Date(s): Repeal Date: Proposed start date January 1, 2020 End Date (if applicable) Consolidation of Other Reserves Not applicable C - 229 O M N .+, u ; / r M N A 2 E / 00 � \ $ \Mi CD LO 0 LO cl � « & C0 LO LO - e w w C � LO a 7 « CD V L 1 e w r- 0 4 CD \ R \ % S - � � w = N CD & @m p cmr \ I �� p N r - \ � r \ e |w \ e e \ § CCD 3 a 04 C [ ° \ � r « � 2 k Fo- , j ry i z § \ 2 D § \ \ �j LU \ §U) §\ \ Lu z / / e / \ \ \ / § / / a of u § 2L z / U-± z = / ; 2 �.0 8 0 S 0 �E / § ƒz \ \ E f § $ , z @ 2 ) a 5 ; / r M N A N M N U cn _0 fu v ca O 0 ca O O Z,4-1 Q cu • c}' 4A ate--+ L O N v +� � E Ov 4 4- v �O W p v U }' •� a- =3c aN-+ T. 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The Region has provided updated timing for some of the projects in its capital forecast. The City has added funding to its capital forecast for the locations noted below. Bridge: Woolwich to University (project 5576) in 2020, $315,000 The majority of the watermain in this section is in poor condition and requires replacement from Woolwich St to the City of Waterloo border (250m). Westmount: Ottawa to Greenbrook (project 5972) in 2024/25, $1,800,000 The majority of the watermain in this section is in poor condition and requires replacement from Greenbrook to the expressway (650m). Homer Watson: Bleams to Beasley (project 7547) in 2027, $450,000 The watermain should be looped to improve water quality and fire flows between Trillium Dr and Beasley Dr. River Road Extension in 2020, $200,000 As part of the Region's project, there is an opportunity to add fire hydrants and improve the spacing along Goodrich Drive to meet the current standards. Funding for each of the projects as outlined above has been included in the proposed capital forecast. For information. C - 236 ti M N U N C: .�7; .� cn E N C zi . bn p .(A (A v rq > N c o Co CL O m -6 E � U O4J V Q�� o CL J a� V Q CL .� O � i ca a cD ti M N U . o e m o = 2 S § / \ p ® % / \ $ § \ Lu \ % © § m E @ \ 9 CD m R m \ = e LU i 6 } w k \ / 2 ƒ � o m m r e§ -C ^L m L \ \ \ § \ e m 0')LO \ \ § j \ § 04q S m w 2 : a � � E E � f � k U - d � 0 k C�N - LO e m q \ ) / \ � S w C � 0') � = m C � r - = m C,40 � LO - - = m C \ \ ) LO \ 04 & w qqE j \ m m § m & w ; / co M N i \ j \ / \ \ Lu / % ry § LU / § § Z m \ = / z LU i m z } \ § \ / 2 ƒ ) \ \ \ § \ Of m j \ § m $ \ \ 2 � m 80 ° 0 @ 8 9 0 \ � m \ E 0 0 0 0 0 m ) § 2 2 2 @ @ a § $ k F�l ; / co M N i M N U Y '0 C a1 s C Eon = 3 E v N U C� a1 � N a1 m L U v v m y T U p a1 ro al v .0 m m E v v 3 E v y ra m (a w F w — ON -O i C a1 Y C Y Y U !Z U O w U w 00 O m O m ro N O0 j 3 — a m m CID OJ � t Y L c v O O i O a) 00 Y c iv T v T a) U c vl c "Ci -a Y (n aJ > U 7 .c L NN? a 0 yUv O_ O p p(vC vYOoO LL Oo v v C7 E a O � o -o o c o c v m t = i .o w p 3 F o v n o CU 3Fu i0 'O 3 L-+ O_ 7 -- y YO ON I v` o O O O m E a) �n m m Q 0 as c a, O I w e m 00 E O O O Q O "� "' a1 an v Y 'O v @ O 2 E m j a�1 a1 = a1 U to •— O U O �n Q w j a1 v -6 pp U v U "O m 3 p t L vOi M t v t 0 N ai 0 0 o c 0- c o a' U 0 v w O F a VI -0 .� a s (n LL n I— Vt LL ° l0 all I, r, N -ii I� 001 0 't ur n m 00 m In N ci I, a) 1-1 0^l Nm n v U) l0 (!1 ci ^... ^... .... N ci O N � O N \ O Lu cn U O O F ai O W 0_ N a K 0 of l7 U 0 U II LL O LLJ a ~ m a LL J J Y a Z N a O U a Z z CO o J w CC U > CC U U Q w a O z w O LL i H Z F p u a o w LL w = Ln a I > z N (.7 E z m VNLU Z ,� cc D Z Z W J LU O a 2 � J O V w a LL LU 2 o _ a w o w 2 o o a a a w a a a I I I D D D D (n cn a s N a (n a U) a U) a U) a (n a N N U) N (n (n N to LU w U_ W U_ w w w w U_ w U_ _U > > > _U > _U > _U > > > w LU w w w w K w w w w K w CC w U) (n N N N N N v1 LU w W w w w w w D D D D D IJ IJ IJ U t t :D D D D D K K 0' F F F F F H H H a s a a a a a a LL LL U- Il LL LL LL LL L LL LL L LL LL Z Z Z Z Z Z Z Z M N U CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 13 Replacing Gas Pipelines FUND: Capital DEPARTMENT: Infrastructure Services - Utilities PREPARER: Sylvie Eastman & Les Jones, Utilities Engineers BUDGET IMPACT: None (included in proposed budget) STRAT PLAN: Core service The gas pipelines budget is utilized to ensure the gas utility is able to respond to both internal drivers such as the replacement of aging infrastructure at the end of life, and external drivers such as utility relocations associated with road reconstruction works and service and capacity needs for new customers. Road infrastructure work at the request of external agencies such as the Ministry of Transportation, Region of Waterloo and the City cannot be refused by the Utility, under legislation. The vast majority of the 2019 gas pipeline work and associated budget are being influenced by external drivers as demonstrated in Figure 1. Figure 1- Drivers for 2019 Projects - Customer ■ Road Authority End of Life Customer -driven projects include new mains, new services, and replacement of existing infrastructure to increase capacity or provide new service. Road authority -driven projects are those replacement projects required by the road authority due to conflict between existing gas infrastructure. End of life projects are when infrastructure is at the end of its design life. With the continual increase in the number of customers and the rise in occurrence of extreme weather patterns due to climate change, additional infrastructure investment is required. High demand for natural gas, such as peak winter events, causes pressure to drop in the pipeline network. If the pressure drops significantly, customers could be without natural gas. In January 2019, the gas distribution system experienced the highest hourly and daily gas consumption to date and represented a risk to customers who could temporarily be without natural gas during winter months. C - 240 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER Forecasted gas pipeline project costs are shown in Figure 2: • Developer driven projects has increased mostly due to the redevelopment in the downtown core. The increased demand for new gas mains and services is anticipated to continue, in order to meet the targets of the City's Growth Management Plan. • Capacity driven projects typically involve replacing existing gas mains, or upgrading regulator stations with larger pipes in order to increase the supply of natural gas. • Road authority projects continue to be steady the number of road reconstruction projects continues to grow, resulting in greater utility conflicts. • End of life projects are increasing because many existing steel gas mains are now approaching their design life of 60 years. An asset management plan is being completed in 2019 and will assist in determining future replacement needs. If aging infrastructure is not replaced, the resources required for maintenance and repair will increase, along with the risks associated with leaking gas mains. Whenever possible, Kitchener Utilities (KU) schedules projects with road works to minimize costs and disruption to residents. $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Figure 2 - Gas Pipelines 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 � Developer � Capacity P --m Road Authority � End -of -Life Budget Increasing the gas pipelines budget by $2M annually will assist KU to meet the immediate requirements to service development, the road authority, and provide additional intermediate capacity upgrades until the asset management plan is completed, which will determine future requirements. Increased funding of $2M per year has been included in the capital budget and is supported by the 2020 natural gas rates already passed by Council, as well as the natural gas rate projection. For information. 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Cr LU LU U tt U U U U D M D > >Ln :)CL K CC OL CC 0 cr W K cr r r r V) V) N r r V) r N r N r r Ir V) V) V) r N r N r V) a a a a a a a a a a a a a oc I=L" Cc oc o cc s U- Of LL LL U. LL LL {L U. LL LL LL U. LL W Z Z Z Z Z Z 91 Z Z Z Z Z Z (D Lo N U CITY OF KITCHENER 2020 BUDGET ISSUE PAPER ISSUE: Cap 14 — Revised Parks Capital Program FUND: Capital DEPARTMENT: Infrastructure Services— Parks & Cemeteries PREPARER: Niall Lobley, Director BUDGET IMPACT: None STRAT PLAN: N/A Based on Council and Corporate Leadership Team feedback, Parks & Cemeteries staff have worked for the past 12 months on a comprehensive revision to the Parks Capital program. This work develops a project based approach to budgeting which it is hoped will provide greater transparency, accountability and, over time, long term clarity of which parks are being worked on in which years. Creating Value: Building Places for People through collaborative and transparent planning and budget approaches to parkland re -development and enhancement The role of the 'municipal park' is changing and evolving. With a growing community, the impacts of climate change and a better understanding of asset management against a backdrop of financial sustainability, the way in which our City's parks are managed needs to evolve. Programs such as Love My Hood, and enhancements to the ways in which we engage, listen and collaborate with communities in building community space, it is increasingly recognized that a 'park' is not an isolated asset within a neighbourhood, but a critical part of the way in which communities identify and live within their neighbourhoods. Politically, the demand for accountability and transparency in public investments grows as does the pressure to understand the true cost of municipal infrastructure and a pressure for equitable investment of tax revenue. Previously, the parks capital program, which is designed to meet the needs of reinvestment and enhancing our public open spaces, has been focused on specific asset categories, e.g. play structures, community gardens, space rehabilitation. It has been further segregated by park classification, type and location, e.g. Major Parks, Neighbourhood Parks, District Parks, Downtown Parkettes. In each of these areas, General Provisions have emerged as the predominant element of the Capital Budget program. Guided by a Master Plan, staff have allocated resources to projects year on year. The nature of a General Provision has meant that there has been little clarity as to which projects are being addressed in which years. Increasingly, projects have been completed as reaction to community or corporate priorities, rather than being guided by strategic direction. At the same time, we have seen an increasing need to leverage funds from several capital accounts to deliver a project; a 'park' is made up of several asset categories and so this is appropriate. Costs of park rehabilitation are escalating as community expectation, legislative changes and construction prices have changed, meaning that staff increasingly delay projects in some areas to reallocate general provision to other areas. C - 257 CITY OF KITCHENER 2020 BUDGET ISSUE PAPER To address these challenges, support clarity of workload and to provide enhanced opportunity for collaboration, staff have realigned the capital program for 2020. Most General Provisions have been removed and multiple separate budget lines have been condensed. The sum of these changes have then been allocated to named, specific projects over a 2 — 3 year period. • 2020 focusses on projects that have been identified as in need — either responding to an existing and ongoing body of work, capitalizing on ongoing work (such as Federal Gas Tax projects) or addressing known equipment and infrastructure pressures. • 2021 and 2022 focusses on projects that staff have identified will require greater planning and community work, but again, capitalize on existing infrastructure pressures and ongoing work. Staff have also identified that increasingly projects occur over a period of at least 2 years; with a distinctive planning phase (including engagement, design, consultation and tendering) occurring first, followed by a construction phase. It is rarely possible to plan and construct in a single budget period. There are key benefits to moving to a project specific budget process for parks, including: • It allows for significantly enhanced collaboration and synergy with other programs; when a park is scheduled for work can (and should) be influenced by a greater range of stakeholders • A published program of work allows for efficiencies of scale to be maximized where communities and internal stakeholders can see alignment between programs and projects • It allows for greater political and community accountability by clearly showing Council and communities when parks are being addressed • It allows for realistic budgeting for parks projects, clearly communicating the cost of developing and re -developing infrastructure The 10 year capital budget program will be further enhanced and developed and populated through the development of an open spaces strategy in 2020-2022, and will also rely on strategic documents such as the Cycling and Trails Master Plan and Leisure Facilities Master Plan to help inform future projects. •(em For information. C - 258 LO N U • O to N U