HomeMy WebLinkAboutFIN-07-040 - 2007 Final Budget Day
Report To:
Date of Meeting:
Submitted By:
Prepared By:
Ward(s) Involved:
Date of Report:
Report No.:
Subject:
Mayor Carl Zehr and Members of Council
April 16, 2007
Pauline Houston, General Manager of Financial Services & Treasurer
Dan Chapman, Director of Financial Planning & Reporting (2347)
All
March 30, 2007
FIN-07-040
2007 FINAL BUDGET DAY
RECOMMENDATION:
For discussion
BACKGROUND AND REPORT:
On Monday, April 16, 2007 Council will review the 2007 operating and capital budgets. Budget
detail and supplementary information is contained in the following attachments:
Slide presentation
Issue papers
page 2
page 53
In addition to this package, Council members are encouraged to bring copies of previous budget
presentations to the meeting for reference.
FINANCIAL IMPLICATIONS:
As detailed in the attachments to this report.
COMMUNICATIONS:
Notice of all budget meetings and an invitation for public input has been placed on the City
website. In addition, formal public notice of Council's intent to pass the budget has been
published in the Record.
Pauline Houston, CA
General Manager of Financial
Services & City Treasurer
Dan Chapman, CA
Director of Financial Planning
& Reporting
Page 1
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City of Kitchener
2007 Final Budget Day
Issue Paper Index
1 Mileage Rate
6.1 Transportation Demand Management Funding
8.1 Consultant Support - Development Process & Fee Review
11.1 Bridgeport Community Centre Operational 2007 Increase
20.1 Diversity Program
22 Waterloo Region Green Solutions Budget Request - 2007/2008
23 Budgeting for Net Supplementary Taxes
24 Investment Income
26 Funding for Council Changes to Capital Forecast
27 Kingsdale Community Centre Construction
28 McLennan Park
29 Mill Courtland Community Centre Expansion
30 Highway 401 Signage
31 Speaker's Corners
32 Community Centre Comparisons
33 Potential Reduction - Internal Telephone Charges
Page 53
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
BACKGROUND:
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
#1 - Mileage Rate
Operating
Financial Services-Financial Planning & Reporting
Michelle Brennan, Senior Financial Analyst
As part of the annual budget process, staff reviews the rate per kilometre paid to employees for using their
vehicles for business purposes. The rate is currently $0.43 per kilometre for the first 5,000 kilometres, and $0.39
per kilometre thereafter.
RATIONALE I ANALYSIS:
The cost to operate a vehicle is estimated to be $0_43 per km (calculations on following page).
The following table provides a comparison of mileage rates provided by municipalities:
Comparison of Area Municipalities ~ per KM
City of Kitchener 0.43 First 5,000 km
0.39 Over 5,000 km
0.44
0.43
City of Waterloo
City of Cambridge
Region of
Waterloo
City of Guelph
City of Hamilton
City of Burlington
0.42
0.45
0.39
0.50
0.44
0.44
First 5,000 km
Over 5,000 km
First 5,000 km
Over 5,000 km
The tax exempt allowance rates are as follows:
2004 - $0.42 first 4,000 km and $0.36 over 5,000 km
2005 - $0.45 first 5,000 km and $0.39 over 5,000 km
2006 - $0.50 first 5,000 km and $0.44 over 5,000 km
2007 - $0.50 first 5,000 km and $0.44 over 5,000 km
FINANCIAL IMPLICATIONS:
None.
RECOMMENDATION:
That the City of Kitchener's rate per kilometre remain at $0.43 for the first 5,000 kilometres, and $0.39 for each
additional kilometre.
Page 54
ISSUE: Mileage Rate
Assumptions & Calculation of Annual Operatina Costs for 2007
Assumptions
Capital Cost 24,432
Salvage Value 4,035
Depreciation, over 5 years 4,079
Insurance 1 ,530
Average annual interest, at
6.00/0 782
Kilometres Per Year 24,000
7.5 km per
Fuel Consumption litre
Annual Fuel Consumption 3,200
Repair Allowance 1 ,000
Fuel Cost ($ per litre) 0.90
Annual Operatina Costs
Depreciation 4,079
Insurance 1 ,530
Interest 782
Licence 74
Repairs 1 ,000
Fuel 2,891
10,356
Cost Per Kilometre 0.43
Page 55
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#6.1- Transportation Demand Management Funding
Operating
DTS-Engineering (Transportation Planning)
John McBride, Director of Transportation Planning
BACKGROUND:
As part of the presentation of the operating budget on February 26, 2007, staff brought forward
an issue paper (#6) to recommend the implementation of a TDM program and the hiring of a
coordinator, effective July 1,2007. The estimated annual cost was $160,000, with an $80,000
requirement for 2007 due to the mid-year implementation.
During the budget meeting, Council directed staff to remove this amount from the operating
budget, and to pursue discussions with senior officials of other area municipalities to discuss the
potential to share resources or utilize the Region's TDM coordinator on a project basis.
RATIONALE I ANALYSIS:
Subsequent to the February budget meeting, staff engaged the Cities of Waterloo and
Cambridge in discussions about this initiative. While there was some interest in exploring the
potential for a shared service, both municipalities are constrained by the fact that they have
already adopted their budgets for 2007. Staff has also recently had the opportunity to dialogue
with Regional staff about the initiative. The Region is supportive of working with Kitchener as
the City defines a TDM plan to augment the Region's work.
In the interest of moving the TDM initiative forward this year, staff recommends that a contract
employee or consultant be retained on a one-time basis for a six-month period to develop a plan
for Kitchener's TDM program. As part of the development of the plan, this individual or firm
would be responsible to pursue discussions with the Region to investigate how existing City and
Regional resources might be utilized to implement a Kitchener TDM initiative. In addition, the
work plan would involve the investigation of the feasibility and merit of new investment in a TDM
program under a variety of scenarios (including a City program, a local municipal shared service
or a partnership with the Region) through discussions with other area municipal staff, all with a
view to maximizing the efficiency of the TDM initiative. This plan would be presented to Council
before or during 2008 budget deliberations and would identify initial short and long-term
priorities as well as the associated resource requirements.
Staff has identified two non-operating funding sources for the contract position or consultant,
being EDIF and the Environmental Fund. The Environment Fund, yet to be established, will be
challenged to support the many initiatives that are expected to compete for funding and is not
recommended as the funding source at this time. EDIF includes a line item for "Parking
Solutions" and would be appropriate in terms of the seed funding for the initial TDM plan,
however cannot be considered as a long-term funding source. This approach is supported by
staff as the success of a TDM program will financially benefit the parking operation if fewer
parking spaces need to be constructed in the future.
FINANCIAL IMPLICATIONS:
Based on the amended approach to the development of the TDM plan, the budget request can
be reduced to $50,000 for 2007. The proposed $50,000 expenditure for the development of a
Page 56
TDM plan can be accommodated within the existing EDIF provision for Parking Solutions.
RECOMMENDATION:
That staff be directed to retain a contract employee or consultant for a six-month period at a
cost of $50,000 to develop a TDM plan for the City, including an assessment of opportunities to
share services with the Region and other area municipalities as well as initial short and long-
term priorities; and further
That the plan be tabled with Council before or during the 2008 budget process to identify the
resource requirements associated with the plan's priorities.
Page 57
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#8.1-Consultant Support-Development Process & Fee Review
Operating
CACJs Office - Performance Measurement & Internal Audit
Corina Tasker, Performance Measurement & Internal Auditor
BACKGROUND:
Issue paper #8, previously submitted by Planning, requested that an additional $10,000 be
added to the 2007 operating budget for the purpose of retaining a consultant to conduct a
review of the time and resources expended on each of the various applications in the
Development Process. During the review of the operating budget, the division was asked to
look for alternate funding sources as it was perceived that this "add" item was base funding for a
one-time initiative.
RATIONALE I ANALYSIS:
To clarify, the potential budget increase would be applied to the performance measurement and
internal audit budget, not the Planning Division budget, to augment existing annual funding of
$10,200 for consultant support. The demand for outside expertise is increasing as the City
continues to build the performance measurement and internal audit portfolio, despite the fact
that staffing is maintained at the level of 1 FTE.
The existing 2007 budget for consulting of $10,200 is already committed to fund the
development of an enterprise risk management (ERM) framework for the City, as set out in the
2007 Internal Audit priorities. The need to hire a consultant for a review of the Development
Process in planning leaves the Internal Audit budget with a shortfall of $10,000. Therefore, the
Internal Auditor budget for Consultant services must be increased to $20,200 in 2007 to
accommodate the cost of these two important projects. It is requested that this level of
operating budget funding be maintained to at least this amount in future budgets, as there will
be an ongoing need for this type of expense in relation to other audit projects such as future
ERM initiatives, project management audits, program reviews, etc.
FINANCIAL IMPLICATIONS:
$10,000 in Operating Budget
RECOMMENDATION:
That the 2007 Internal Audit budget be increased by an amount of $10,000, to a total of $20,200
for the funding of external consultants required to assist in 2 internal reviews.
That the additional $10,000 in 2007 be used to fund the Development Process review in the
Planning Department of Development and Technical Services.
And further, that the increased amount in the 2007 budget be carried forward to future years to
fund the costs of external support for the performance measurement and internal audit function.
Page 58
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#11.1 - Bridgeport Community Centre Operational 2007 Increase
Operating
Community Services - Community Programs and Services
Mark Hildebrand, Director of Community Program and Services
BACKGROUND:
On February 26, 2007 Council asked staff to provide more detail surrounding the requested
increase in operational funds for the Bridgeport Community Centre (BCC), including a break-
down of the initial requested grant addition of $20,000 to the Community Association.
Subsequently, staff revisited the request with the Bridgeport Neighbourhood Association to
further breakdown the costs associated with operating the community centre. The
Neighbourhood Association is proposing, if it is not possible to provide a grant increase of
$20,000, that $11,000 would be the minimum required to meet the needs expected in the
coming year. Considering the eminent hiring of a consultant to complete a business case for
the Bridgeport Community Centre expansion, it was felt that $11,000 would be sufficient until
such time that the business case results can be brought forward to Council with any
accompanying recommendations and resource needs. The budget for the $11,000 request is
below.
The Bridgeport Community Centre Background
. The Bridgeport Community Centre and ice skating pad opened in 1970. Both were built
by the Village of Bridgeport as a centennial project using a legacy grant from Levi
Snyder and funds raised by local community groups. When the Village became part of
the City of Kitchener in 1974, the Centre became the responsibility of the City of
Kitchener and Bridgeport community leaders requested that the Centre continue to be
operated by a committee, from Bridgeport, to which all village groups would send
representatives.
. In 1979 (reviewed in 1980) a submission was made to Mayor Rosenburg,
recommending the Bridgeport Community Association operate the Community Centre
with a grant from the City, a recommendation subsequently approved by City Council. In
2002, Council re-affirmed this recommendation having the Bridgeport Community
Association continue to oversee operations of the Bridgeport Community Centre,
including facility rentals as per the 1979 Council resolution (CSD-02-158).
. Traditional Community Centre's are operated by City of Kitchener staff while the
Community Associations' run the programs from these facilities. In this instance the
Bridgeport Community Association (BCA) operates and maintains the community centre
in addition to providing the programming out of the facility.
. In 2000, the City of Kitchener completed a $90,000 capital facility interior renovation at
Bridgeport. This resulted in a considerable increase in programming at the Centre.
RATIONALE I ANALYSIS:
BUDGET MANAGEMENT
City of Kitchener
. The City of Kitchener has one budget Index 621225 associated with the Bridgeport
Community Centre. The 2007 proposed budget was $61,667. With the adjusted
request from the Association, the proposed budget would be $52,667.
. Within Index 621225, there is a grant paid to the Bridgeport Community Association in
Page 59
installments 3 times throughout the year (January, June, and September).
. Expenses incurred against Index 621225 include those associated with:
o i) maintenance of the building (supplies, staff, equipment reserve charges,
revolving energy provision and contract services),
o ii) pager for the Bridgeport Community Association manager,
o iii) computer rental & lease charges, and
o iv) miscellaneous expenditures.
. Allocation of these funds is made in cooperation with the Bridgeport Community
Association.
. Any remaining dollars in the Index at year end is paid out to the Bridgeport Community
Association in the form of a grant as per report (CSD-02-158).
Bridgeport Community Association
. The Bridgeport Community Association 2006 operating actuals and the proposed
Bridgeport Community Association 2007 budget are provided below. This budget
reflects an increase of $11,000 to the Bridgeport Community Association grant.
. It is important to note that this budget only includes costs associated with maintenance
and operations of the centre, including rentals, and does not include costs associated
with programming.
. Bridgeport Community Association pays for part time staff including the centre manager,
custodians, office/program assistant, El, and CPP.
. Bridgeport Community Association also incurs costs for utilities, telephone, hydro,
advertising, office supplies, building maintenance and supplies.
Proposed
2006 2007
Revenues
City of Kitchener Grant- from 621225
Bridgeport CC Hall Rentals
Total
41,606
8,992
50,598
Expenses
Building material & supplies *
Office Supplies
Telephone **
Utilities (50~ increase)
Hydro (50~ increase)
Wages and Benefits ***
Facility Contingency ****
SOCAN
3,332
1,437
1,357
2,683
2,243
38,103
1,443
Total
50,598
52,667
8,992
61,659
4,032
1,467
1,399
2,817
2,356
43,318
6,070
200
61,659
* There is an increase in maintenance due to aging building and increased use.
** Increase in Telephone includes an increase in service (internet)
*** Increase in wages and benefits associated with maintaining an aging building, as well as
increase centre use, and WSIB.
Page 60
**** Facility Contingency is reserved for emergency expenses and special projects. It is
used for costs such as, broken windows/vandalism, and if possible staff training, community
surveys, additional administrative costs etc.
. The BCA has increased programming at BCC since their program survey in 2000.
Similar to all Neighbourhood Associations, BCA operate programs to break even (e.g.
revenues = instructor costs + supplies) or at a subsidized rate. Revenues collected for
programs, at the most, cover program specific costs and do not cover facility related
costs.
. Increased programming has put pressure on the Bridgeport Community Association
Centre operating budget by increasing costs associated with cleaning, equipment,
supplies, utilities, and staffing (the centre is open more hours and is servicing more
people);
. Over the past number of years utilities have been increasing beyond that allocated in the
operating grant.
. The size of the Bridgeport Community Centre is 5,454 square feet. The budget request
for 2007 is $52,667. Cost per square foot is $9.66 which is the lowest of all Community
Centres.
FINANCIAL IMPLICATIONS:
If Council chooses to increase the Bridgeport Community Association grant by $11,000, Index
621225 would increase to $52,667.
RECOMMENDATION:
That the 2007 operating budget grant to the Bridgeport Community Association be increased by
$11,000 as requested, increasing Index 621225 to $52,667.
Page 61
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#20.1 - Diversity Program
Operating
CAO's Office - Community and Corporate Planning
Shelley Adams, Director of Community and Corporate Planning
BACKGROUND:
In 2006, Council approved "A Plan for a Healthy Kitchener, 2007-2027" accepting, as a strategic
area of focus, the Community's "diversity" recommendations as a priority for action. Specifically,
that (1) the City of Kitchener create an organizational culture that is inclusive and representative
of the diversity of our community and, (2) the City develop policy and strategy that ensures
broad access, equity and inclusion of our diverse citizens in the life of our community.
Recognizing the need to improve the diversity of employees working at the City of Kitchener, a
committee of staff and community volunteers, known as the Diversity in the Workplace
Committee (DWC) was struck in the spring of 2005, well in advance of the HCP. The goal of
the committee is to create a corporate culture that is more inclusive and representative of the
diverse community we serve - in other words, enabling the Corporation to "look like Kitchener"
through stronger employee representation from visible minorities, persons with disabilities,
women, immigrants, gays, lesbians, transgendered persons, persons of different beliefs,
practices and observances, and aboriginals. To that end, the committee's focus is to improve
attraction, recruitment, hiring and retention practices for these groups. Work in this regard is well
advanced, although operating dollars to support further related initiatives in 2007 forms part of
this request.
DWC recognizes a changing internal corporate culture and thinking. However they do not
address issues related to service delivery in the public realm. This is a gap.
RATIONALE I ANALYSIS:
Organizational Initiatives: Over the last many months, the Diversity in the Workplace committee
has had many successes in bringing diversity initiatives to life within the Corporation. DWC
continues to work toward developing more new internal practices and policies, as well as future
initiatives and programming for City staff to participate in. It is these staff initiatives that DWC
will focus on in 2007.
DWC plans require funding for 2007, to cover or offset costs associated with Workplace Access,
Equity and Inclusion programs and activities. Such may include, but is not limited to, costs
associated with building corporate awareness through communication and staff training, and
community outreach such as participation in community events, presentations at community
organizations, producing materials in other languages and providing training to community
members.
DWC continues to work toward developing more new internal practices and policies, as well as
future initiatives and programming for City staff to participate in. Our plans are not yet complete
for 2007 though we continue to work toward the completion of comprehensive work plans for
each of the group's subcommittees.
Page 62
Community Initiatives: Diversity - in its broadest sense - was a recurring priority theme arising
from numerous major community engagement and planning exercises, including the Plan for a
Healthy Kitchener 2007-2027, CulturePlanl1 and Leisure Facilities Master Plan. Simply stated,
diversity matters at the community level manifest as issues of access, equity and inclusion. It is
these three "ends" that provide focus for this resource request. In addition, diversity is central to
the achievement of arts and culture and economic development objectives - to the health of the
City overall.
A request for staff resources to address diversity issues at the community level had originally
been put forward to Council for consideration as part of the 2007 operating budget adds.
However, in consideration of the priority of other departments' requests for staffing resources,
and in response to feedback during budget review, staff concurs with Council's assessment that
we need first develop a plan to address community access, equity and inclusion, prior to
consideration of permanent staffing requirements. This will be a focal point for the upcoming
year as part of a larger strategic effort to address Compass Kitchener priorities (community
engagement, advisory committees, diversity, etc), build the next iteration of the corporate plan
(i.e. the shared agenda) and, develop a "people plan" for the City of Kitchener.
Funding is being requested for costs associated with planning and capacity building in the
development of access, equity and inclusion strategy and policies at the community level.
Specifically, albeit hypothetically, the following are potential expenses: translation services;
room rental; community outreach and communications to diverse groups; and, community
training and awareness building.
FINANCIAL IMPLICATIONS:
Organizational (DWC) Initiatives: $10,000.00
Community Diversity Strategy: $15,000.00
RECOMMENDATION:
That Council approve $25,000.00 for corporate and community-focused efforts to address
issues of access, equity and inclusion in the City of Kitchener as a community priority arising
from A Plan for a Healthy Kitchener, 2007-2027.
Page 63
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#22 - Waterloo Region Green Solutions (Formerly REEP) Budget
Request - 2007/2008 (Environmental Committee)
Operating
Corporate Services - Legislated Services
Colin Goodeve, Committee Administrator
BACKGROUND:
The following resolution was approved by Council on October 16, 2006:
"That subject to consideration during the 2007 budget deliberations, $25,000. be allocated to the
Waterloo Region Green Solutions (formerly known as the Residential Energy Efficiency Project,
REEP), as part of the Environmental Committee's 2007 operating budget; and further,
That during the 2007 budget deliberations concerning this matter, consideration be given to
extending funding approval for a 2 year period to include $25,000. in each of 2007 and 2008."
RATIONALE / ANALYSIS:
Waterloo Region Green Solutions (WRGS) is requesting an increase in 2007 of $5,000. over the
$20,000. contributed by the City in 2006 for a total of $25,000. in 2007, to assist with service
expansion. In addition the group is requesting an extension of funding approval for a two year
period, to include $25,000. in each of 2007 and 2008. Expansion of new services in 2007
include:
. Greening Sacred Spaces - evaluation of energy efficiency of churches and similar
size buildings;
. Provincial Low-Income Program for Electrically Heated Homes - free energy
evaluations and energy saving measures for low-income families in electrically
heated homes; and,
. Solar Assessments - evaluation of potential for solar water heating, solar pool
heating and solar electricity in residential homes.
Kitchener's support is vital to the organization's continued operation and serves to leverage
funding from other municipalities, utilities, and the provincial government.
Correspondence from Ms. Mary Jane Patterson in support of WRGS's grant request is attached
and Ms. Patterson may be contacted at (519) 744-9799 for any additional information.
FINANCIAL IMPLICATIONS:
. $25,000. in 2007
. $25,000. in 2008
RECOMMENDATION:
"That $25,000. be allocated for a 2 year period to the Waterloo Region Green Solutions
(formerly known as the Residential Energy Efficiency Project, REEP), as part of the
Environmental Committee's 2007 and 2008 operating budgets."
Page 64
Residential Energy Project
A project of Waterloo Region Solutions
Working together for healthier homes and sustainable communities.
January 25, 2007
City of Kitchener
Kitchener City Hall
King Street West
Kitchener, ON
Attention: Mayor Carl Zehr and City Councillors
Dear Mayor Zehr and Councillors,
I write in support of our request for funding from the City of Kitchener for 2007 and 2008
in the amount of $25,000 per year. I also have news from the federal government.
EcoENERGY Retrofit Program
Natural Resources Canada has announced the return of an evaluation-based incentive for
improving energy efficiency in homes, called the EcoENERGY Retrofit Program. Details are
still coming out, but here is what we know so far.
1. Existing Service Organizations such as ours have been invited to indicate their interest
in continuing to deliver the residential energy assessments. We are interested, and Green
Communities Canada will respond on our behalf.
2. There will be no subsidy from the federal government for the cost of the initial or
follow-up evaluations.
3. Canadians will be eligible for an energy incentive based on retrofit measures
implemented and these grants (non-taxable) are expected to average $1,000. Essentially,
the government has taken the subsidy, and added it to the grant.
4. The EcoENERGY Program will be launched on April 1 , 2007. We are accepting names of
people who would like to book an evaluation after that time. In the meantime we are busy
completing follow-up evaluations for the customers who were part of the old EnerGuide
for Houses program, with a deadline of March 31 to apply for a grant. They will not be
grandfathered into the new program.
We are pleased to see the return of a federal incentive for home energy efficiency. It is
our belief that the resolutions passed by the City of Kitchener and our neighbouring city
councils were a significant factor in urging the federal government to return to the table.
Thank you for your strong support through the difficult times of 2006.
... /2
Page 65
Request for Funding from the City of Kitchener
We ask for a 2-year commitment and for an increase of $5,000 over the City's contribution
for the last several years. The 2-year commitment provides much-needed stability that
enables our organization to both attract higher level funding to our community, and to
weather the storm when it abruptly departs.
This year, for example, we join several other communities in a pilot project for the
Ontario Power Authority to provide free energy audits and home retrofits for low income
electrically-heated homes in Waterloo Region. The value of the initiative is over $200,000,
all of it provided by the province. No local funding is required for this project, and the
economic value to our community is substantial, in the form of improved housing stock,
better living circumstances for some of the people that need it most, and economic
stimulus in the form of home retrofit work. REEP was able to attract this pilot to our
community because we have a proven track record of local support that gives us the
stability and capacity to be a responsible partner and delivery agent for the OPA project.
The $5,000 increase that we request recognizes the expansion of our work beyond home
energy evaluations to other energy and environment-related services the community
needs. We are developing energy retrofits and educational programming for churches, for
example, an initiative that began with funding from the KW Community Foundation. The
work continues with our own reserve funds while we seek additional support to help the
churches carry out the retrofit work. There are now over 30 faith groups taking part,
looking for help in making their places of worship less expensive to heat and more
comfortable to inhabit. Together we are sharing resources and funding ideas with
networks of faith groups in other cities to find solutions.
Another recent REEP development is our Residential Solar Assessment, a third-party
evaluation of a home's potential for solar water heating, pool heating, or electricity
generation. We created this service when it became apparent to us that there is a gap
between the tremendous interest in solar energy in this community, and the ability to
follow through and purchase solar technology. It is one small step towards a better energy
future for Waterloo Region.
Our core work remains the home energy evaluations. The EnerGuide for Houses results for
2006 in the City of Kitchener are now in:
. 780 tonnes of CO2 reduced by REEP customers following our recommendations;
. $219,200 in federal grants received by Kitchener residents as a reward.
Congratulations to the City of Kitchener for reducing a total of 1 ,700 tonnes of CO2 through
home energy retrofits since the grants began in 2003. We look forward to continuing to
provide this service in Kitchener under the banner of the new EcoENERGY program.
Please do not hesitate to ask if you require any further information about our
organization.
Yours truly,
Mary Jane Patterson
Executive Director
Page 66
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#23 - Budgeting for Net Supplementary Taxes
Operating
General City - General Revenue
Pauline Houston, General Manager of Financial Services
BACKGROUND:
Historically, the City has not budgeted for net supplementary taxes. Any supplementary taxes
earned in a given year become part of the City's operating surplus, which by Council Policy gets
transferred to the tax stabilization reserve fund to stabilize tax rate impacts in future years. In
2006, $3,334,000 was budgeted to be transferred from the reserve fund to the operating budget.
The City plans to reduce reliance on the revenue from the tax stabilization fund over time.
History of Surpluses(Deficits)
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
(450,000)
(1,763,000)
431,000
22,000
(738,000)
(1,103,000)
392,000
1 , 117,000
3,500,000
3,366,000
History of Net Supplementary Taxes
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
728,803
(1,476,085)
( 611,045
126,830
( 17,704)
740,749
578,947
1 , 1 02, 177
1,654,531
2,104,670
RATIONALE I ANALYSIS:
The net effect of the above approach is that currently, the City is budgeting to achieve an
operating surplus of $3.3 million per year, with some flexibility built in to smooth out the impact
of fluctuations in supplementary taxes and surpluses over a number of years. As a financial
planning tool, this approach is preferable, but is not as transparent and easy to understand for
the Public. An alternative approach would be to budget for net supplementary taxes of $3.3
Page 67
million each year and eliminate the transfer from tax stabilization, which based on the last 10
years experience, would result in an operating deficit in most years. A more middle of the road
approach would be to budget a reasonable achievable amount for net supplementary taxes,
such as $1.5 million, with an offsetting reduction to the contribution to operating from the tax
stabilization reserve fund and continue the original program of reducing our reliance on the tax
stabilization reserve fund for budget purposes over time.
Some medium/large municipalities budget for net supplementary taxes and some do not.
Generally, small municipalities do not budget for net supplementary taxes
FINANCIAL IMPLICATIONS:
The recommended approach outlined below, results in more precision in budgeting, but reduces
the amount of flexibility to accommodate major fluctuations in revenues and expenditures in a
given year.
RECOMMENDATION:
In order to achieve a higher level of transparency and clarity for the Public, Staff recommend
that in 2007, we budget for $1.5 million in net supplementary taxes with an offsetting reduction
to the budgeted contribution to operating from the tax stabilization reserve fund and continue the
original program of reducing our reliance on the tax stabilization reserve fund for budget
purposes over time.
Page 68
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#24-lnvestment Income
Operating
General City-General Revenue
Roger LeBrun, Manager of Financial Planning & Reporting
BACKGROUND:
Each year, investment income is allocated to the Operating Fund based on short term
investments made throughout the year with available cash balances. These balances exclude
those specifically committed to areas like trust funds, reserve funds, EDIF, enterprises, etc.
Due to increasing investment rates and a slightly increasing balance, there is an opportunity in
2007 to increase the budget for investment income, which is currently approximately $1.6M.
RATIONALE I ANALYSIS:
In 2006, the investment rates earned were over 50% higher than those experienced in 2005.
The average yield in 2006 was 3.97% vs. 2.63% in 2005. Chart #1 shows the previous 5 years
short term average yields earned and chart #2 shows the previous 5 years short term
investment balances.
Investment income went from approximately $2M in 2005 to $3M in 2006. The table below
demonstrates the 5 year history of actual and budgeted investment income.
Rate projections for 2007 are expected to decline somewhat, with forecasts ranging from 3.75%
to 4.25%. Average short term balances are also expected to decline with the anticipation of
reduced unexpended capital balances.
With the assumptions that the 2007 average balance would be $52.7M (70% of 2006) and that
rates would decline throughout the year down to 3.75%, investment income for 2007 is
projected at $2M. This would allow for a budget increase of $400,000 for 2007, representing
approximately 0.5% of the general levy. While it is acknowledged that the 2007 investment
income will still likely be greater than $2M, it is a level of investment earnings that is believed to
be sustainable over time. To illustrate this point, if the 5 year average yield were used along
with the 5 year average short term balance, investment income would be $1.8M per annum.
FINANCIAL IMPLICATIONS:
$1.6M 2007 budget for investment income
$0.4M Proposed increase
$2.0M Amended budget for Investment Income
RECOMMENDATION:
That the 2007 budget for investment income be increased by $400,000 to $2M.
Page 69
Chart #1
Short Term Yields
4.5
1.5
4.0
3.5
3.0
2.5
2.0
1.0
0.5
0.0
2002
2003
2004
2005
2006
Chart #2
Average Short Term Investment Balances
120,000,000
80,000,000
100,000,000
60,000,000
40,000,000
20,000,000
2002
2003
2004
2005
2006
Page 70
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#26 - Funding for Council Changes to Capital Forecast
Capital
N/A
Dan Chapman, Director of Financial Planning & Reporting
BACKGROUND:
Throughout the 2007 budget process, Council has directed that changes be made to the capital
forecast, subject to final approval on budget day. Staff has prepared this issue paper assess
funding options for the changes that have an impact on the capital pool (c/c).
RATIONALE I ANALYSIS:
The following capital budget changes have been directed by Council, relating to projects that
are funded out of the capital pool:
Changes due to following:
Fund Permit System from Equipment Reserve
Advance Kingsdale CC
Additional Twin Pad Costs
Capital Grants
Lower Laurel Creek Embankment
Correct CC/DC Split for MCCC and Indoor Pool
Joseph Gaukel Funding Strategy
Defer Wards Pond and Strasburg Creek
Reduce Reconstruction of Various City Streets
Reduce Resurfacing of Various City Streets
2007 2008 2009 2010 2011 2012
(1 00) (1 00)
320 2,881 (3,201 )
1,570
30 30
360
307
(600)
( 120)
(780)
300
300
680
(70) 3,181
300 (3,201)
307
The changes have the impact of requiring an additional $1.2 million of capital pool funding over
the next six years. The capital pool consists of the following funding sources:
- Debenture issue - It is not feasible to increase the value of debt issued as the City's
capital policy limits the annual amount to ensure that the increase in debt charges does
not exceed the rate of assessment growth. The budgeted amounts are consistent with
the Council policy. Further, any increase in debt would have a direct impact on the level
of taxation in the subsequent year.
- Transfer from operating budget - It is not feasible to increase the transfer of capital
funding from the operating budget as this action would contravene Council's funding
guideline which links the annual increase to assessment growth and inflation. It would
also increase the annual levy requirement, which would have a direct impact on the
budget increase in the current year.
- Gas Capital Investment Reserve Fund - It is not feasible to increase transfers from the
gas capital investment reserve fund given that current projections (refer to budget
presentation) contemplate a deficit balance in the fund of $383,000 in 2010, growing to
$1.9 million the following year. Increasing or advancing funding would only exacerbate
the problem. Staff will continue to monitor margins in the gas utility as well as
contemplated activity through the reserve fund to ensure that the gas capital investment
reserve fund is sustainable over the long term. Staff does not propose that the
projection be amended at this time, but that the issue be addressed through the
development of the 2008 capital budget and forecast.
Page 71
- Hydro Capital Investment Reserve Fund - There appears to be room within this Reserve
Fund to accommodate the additional costs and project advancements identified above
(refer to projection included in budget presentation). This is due, in large part, to the
proceeds anticipated from the sale of Atria. Most significantly, these funds enable the
City to cash flow the Kingsdale construction earlier than anticipated. However, it should
be noted that if this course of action is pursued, the funds will not be available for other
uses between 2009 and 2011 (the period of Kingsdale advancement) which means that
they cannot be permanently committed to other projects until 2011 or later.
- Capital Closeouts - It is not feasible to increase this estimate as it is based on actual
closeout analysis as previously supplied to Council by memo on January 19, 2007.
- Economic Development Investment Fund - Staff does not recommend the use of EDIF
for the projects identified above as there is a small uncommitted/unallocated balance
available for the duration of the 1 O-year program ($1.75 million) and the projects do not
fit with the objects of the fund as approved by Council.
In addition, Council could consider the following other options to provide for funding, although
these approaches are not supported by staff:
- Defer other lower-priority works
- Fund capital costs through Reserve Funds
FINANCIAL IMPLICATIONS:
As discussed above, few feasible options exist to incorporate new or accelerated projects in the
1 O-year capital forecast. Staff has identified sufficient available funding in the Hydro Capital
Investment Reserve Fund to accommodate the projects adjusted by Council, but this approach
will limit the available of Atria sale proceeds to 2011 and beyond. The current projection for the
Hydro Capital Investment Reserve Fund incorporates these changes for illustrative purposes.
RECOMMENDATION:
That the changes to projects funded through the capital pool, as outlined in 2007 Budget Issue
Paper #26, be approved and funded through additional transfers from the Hydro Capital
Investment Reserve Fund.
Page 72
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#27 - Kingsdale Community Centre Construction
Capital
Community Services - Community Programs and Services
Mark Hildebrand, Director of Community Programs and Services
BACKGROUND:
At the Finance and Corporate Services Committee meeting on January 15, 2007 Council
adopted the following resolution:
"That subject to final budget deliberations on April 16, 2007, the Capital Forecast 2007-2016 be
amended by moving the project Kingsdale Community Centre (#620304007) from 2011 to
2009"
This issue paper has been prepared to discuss the feasibility of project advancement. Issue
paper #26 speaks to how the advancement could be funded.
RATIONALE I ANALYSIS:
The Kingsdale Community Centre business case has been completed in draft form by Green
Propeller Design and Monteith-Brown planning consultants and provided to staff for review.
Staff are currently collecting additional information, outside the scope of the business case, and
will be bringing this, as well as the business case, forward to Council for review and direction in
October 2007.
Specific considerations affecting this project
Unique to this business case is consideration of the adaptive reuse of Doherty Arena for the
community centre. There are a number of specific factors that staff is investigating to confirm
whether this location is a viable option or not including:
1. the ability of the City of Kitchener to enter into a long term agreement with Sportsworld,
2. the structural condition of the Doherty Arena,
3. the existence and removal of permafrost under the arena ice pad,
4. whether the arena can be adapted to meet the functional needs outlined in the
Kingsdale Business Case, and
5. GRCA approvals if it is necessary to build at Wilson park.
1. Agreement with Sportsworld
The business case suggests that Doherty Arena should be considered as a potential location
for the Community Centre only if it becomes available in the short term. The lifespan of the
arena is currently driven by the agreements negotiated between the City of Kitchener and
Sportsworld. Currently, to meet ice demand, the City of Kitchener continues to require use of
the Sportsworld complex. This need will continue past the construction of the Hanson site twin
pad in 2008 until 2016 when a second twin pad is tentatively scheduled for construction. At this
time, the City of Kitchener has not been able to negotiate a multi year lease agreement with
Sportsworld and there are no guarantees of continued access to ice. This will be a significant
factor in determining whether Doherty is a possible site for reuse. A long term lease with
Sportsworld would have to be negotiated by September 2007 in order to be able to consider
construction at Doherty in 2009. If a long term agreement is not made with Sportsworld, it may
be necessary to keep Doherty Arena in current inventory to ensure ice demands are met.
2. Structural Condition of the Doherty Arena
In 2004 Pretium Engineering Limited was engaged to perform a Building Condition Assessment
Page 73
of Doherty Arena. The purpose of the assessment was to determine the general condition of
the primary building components, including architectural, mechanical, electrical, structural, and
life safety systems, complete with recommendations for repair, replacement, or upgrading as an
arena. Based on the review conducted, the primary load carrying structural components,
including the concrete, wood and masonry structure, appear to be in sound condition. There is
no evidence of structural diminution in terms of significant cracking or settlement of foundations
or physical damage to structural elements. Staff believes that the analysis and
recommendations in this report are still relevant and can be considered useful when evaluating
the possible reuse of the facility as a Community Centre. One item outside the scope of the
2004 analysis was the condition of the ice making plant. Staff are suggesting that the existing
plant will not last until 2016 and at some point in the near future, if the rink is not
decommissioned, a significant investment will need to be made to keep the rink operational.
This matter will be subject to a separate report to Council.
3. Doherty Arena Permafrost
The Kingsdale Business Case suggests that, given the facility has been operating as an arena
since 1967, there is a real possibility that permafrost could exist beneath the ice pad. Staff
have consulted with engineers that have dealt with this issue at other locations, and inquired
about the effort necessary to remove permafrost from a location such as this. If we find that
permafrost is an issue at the Doherty arena, we will require up to six months, where there is no
ice on the slab and where the facility is well ventilated, in order to thaw the ground below the
slab. After removal of the condition, owners can consider other uses in such buildings without
being concerned about any serious structural issues relating to the previous permafrost
condition.
4. Adaptive Reuse/Functional Analysis
Staff will require an architect to review the needs outlined in the Kingsdale business case and
determine whether these needs can be met functionally in a cost effective manner within the
Doherty Arena structure. The scope of work will also include other community uses of the site,
considering;
. amenities currently in the Kingsdale area (e.g. ball diamonds, sports field, pool); and
. encouraging community based activities rather than drawing upon significant
participation from outside the Kingsdale community.
Schedule Considerations
As outlined in the schedule below, the earliest that construction might begin is April 2009 and it
is subject to several factors currently still to be defined. Within the specified timelines below,
staff will gather the necessary information to: i) analyze and determine the possibility of reusing
the Doherty Arena as a community centre; and ii) review alternate sites in Wilson park, if new
construction is necessary. Staff are cautioning that in house staff may not have the capacity to
project manage this construction if it is moved from 2011 to the critical path outlined below.
Critical Path
Event
1. Ice out of Doherty Arena for the season
2. Doherty Arena Review/Functional Analysis
3. Alternate Locations Site Review
4. Long term agreement with Sportsworld
5. Business Case to Council
6. Subject to Council Direction and
agreement with Sportsworld, thawing of
permafrost
Timeline
April 2007
September 2007
September 2007
September 2007
October 2007
November 2007
Page 74
7.
November 2007
Februa 2008
September 2008 (Subject to Design and
Tender
A ril 2009
8.
9.
Event
11. Commissioning of Building
12. Occu anc
Timelines
January 2010
Februa 2010
FINANCIAL IMPLICATIONS:
Currently there is $3,690,000 budgeted for the construction of a Community Centre in Kingsdale
in the 2011 capital budget. This estimate is based on the cost of a general facility that is
approximately 15,000 square feet. Given the analysis still to be completed, as well as the
expectation at this time that a facility, larger than 15,000 square feet, may be brought forward in
the business case, this budget amount is considered a "C" estimate. It will be necessary to
review and revise the total project budget as part of the 2008 Capital budget process. Also,
additional strategies may be required to supplement internal staff who may not be able to
project manage this work from 2008 to 2010.
If Council ratifies the decision to move the project budget ($3,690,000) forward to the 2009
budget year, staff recommend that 10% ($369,000) be moved to the 2007 budget year to cover
costs associated with the necessary engineering pre-design, and the consultant selection.
RECOMMENDATION:
That, should Council ratify the decision to advance the funding for the Kingsdale Community
Centre forward from the year 2011 to 2009, 10% of the existing capital budget ($369,000) be
advanced in the Capital forecast to the year 2007 to pay for costs associated with pre-design,
engineering and consultant selection.
Page 75
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
DIVISION:
#28 - McLennan Park
Capital
Community Services - Operations
Ken Currier, Director of Operations
BACKGROUND:
McLennan Park is located near the corner of Strasburg Rd and Ottawa St. S. The park
includes 97 acres on a former landfill site and is currently owned by the Region of Waterloo.
In June 2003 Council approved the modified design "Concept B" for the parks development that
would maintain the entire site for public use and include notable amenities such as community
trails, toboggan hill, skateboard park, downhill BMX and Freeride cycling trails. In November
2006 Council approved the long term lease agreement between the Region and the City of
Kitchener which would lead the way to begin the parks' development.
At the January 10, 2007 Capital Budget discussions Council requested information on the
feasibility of accelerating the development of the park from the current 10 year timeline to a
shorter time frame. The rationale for the parks' development and the current 4 phase timelines
is included in an issue paper originally submitted to Council along with the capital budget on
January 10, 2007.
RATIONALE I ANALYSIS:
Currently, McLennan Park's construction development includes a 4 phase approach with
proposed capital funding allocated in 2007,2009,2014 and 2015. This type of construction
approach was proposed after consultation with the Finance Department as capital funding was
identified as being available in those years. Specifically, the City reaches the development
charges cap for outdoor recreation services in 2009. Additional funding is not available until
2014, unless other parks or trail development was to be deferred to accommodate the
advancement of McLennan Park, or development charges funding was replaced with tax base
funding. It should be noted that the current 10 year timing was condensed through the 2007
budget process from the original timing of 20 years as approved by Council in the 2006 capital
budget and forecast.
To minimize disruption to the park and the area residents, a more condensed approach to
construction could be implemented (financing issues aside). By combining construction
components together and packaging them as a single contract, the park could be substantially
completed as early as the end of 2009, reducing the construction timelines to 3 years from 10
years.
The re-use of this former landfill site as a prominent community park within the region will
establish the City of Kitchener as a leader in environmental rehabilitation. If capital out of
current or development charges funding is not available, this project could be considered for
funding from the proposed environmental fund because of the environmental benefits
associated with the use, rehabilitation and beautification of a former landfill site.
Page 76
FINANCIAL IMPLICATIONS:
The current capital forecast includes the following provisions for McLennan Park:
Funding
CC
DC
2007
125,000
398,000
523,000
2009
597,000
663,000
1 ,260,000
2014
264,000
1,212,000
1,476,000
2015
1,331,000
175,000
1,506,000
Total
2,317,000
2,448,000
4,765,000
As outlined in issue paper #26, funding is not available in the capital pool until 2013 or later. As
well, development charges funding is not available until 2014 at the earliest. As a result, if the
2014 or 2015 amounts were to be advanced earlier than 2014, other trail or park development
would need to be deferred from 2009 to 2014 or an alternate funding source would need to be
identified to replace the $1.4 million development charges share. In summary, without funding
through the Environmental Fund or the deferral of other works, the project cannot be advanced
to the 2007-2009 timeframe.
RECOMMENDATION:
That Council approves the original request to reallocate the 20 year capital forecast for
McLennan Park to a nine-year forecast.
Page 77
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#29-Mill Courtland Community Centre Expansion
Capital
Community Services-Community Programs and Services
Mark Hildebrand, Director of Community Programs and Services
BACKGROUND:
At the Finance and Corporate Services Committee meeting on January 15, 2007 Council
requested staff to bring back an issue paper that i) confirmed the remediation completed on the
turf area located behind the Community Centre, and ii) discussed the implications of moving the
scheduled expansion of Mill Courtland Community Centre (budget $514,000) forward in the
capital forecast from 2012.
RATIONALE I ANALYSIS:
In the analysis below is an outline of the remediation that was completed to address issues
which existed at the Mill-Courtland Community Centre site. Also below is an update on the
business case being prepared by staff which is anticipated to be brought to Council for review in
November 2007.
i) Mill Courtland Community Centre Site Remediation
It was originally thought in 1993, as part of the construction of the Mill-Courtland Community
Center, that the turf area located at the rear of the site would serve as a storm water
management area to allow for percolation of water. It was also to be an outside area at the
Community Centre for participants to use for unstructured playas well as an outdoor winter rink.
However, it was found that 2 issues existed that required reconsideration of this design. First,
poor soil conditions hampered the percolation, and the area remained wet for long periods of
time. Second, given the previous use of the area as a scrap yard, there were issues of metal
shards and glass contamination on the site.
Staff has confirmed the following was completed to address these two issues.
1. In 1996, Agra Earth and Environmental Limited was retained by the City of Kitchener to
conduct a soils assessment report at the Mill Courtland Community Centre,
2. Based on recommendations from the report, approximately 12 inches of contaminated
soil was removed and replaced with clean topsoil and sod.
3. A catch basin and French drain was installed within the storm water management area
to assist with the removal of the water.
Although there are instances where wet soils still exist, the soil contamination has been
resolved as per recommendations within the 1996 report. As of 2007, there has been no
documentation of any further problems on this site received by staff, though staff will continue to
monitor and address any concerns that may be brought forward.
In anticipation of the possible expansion of the community centre, as outlined below, it should
be noted that to undertake any further construction on this site, further testing may be required
and some remediation completed, to current regulations and standards, before construction can
begin. Site remediation will also be addressed in the business case.
ii) Mill Courtland Community Centre Expansion
The Leisure Facilities Master Plan has recommended that a permanent expansion to the Mill-
Courtland Community Centre be assessed for possible development in 2008, considering: i)
current levels of facility use; ii) gaps in programming and services in the community; and iii) an
Page 78
evaluation and review of alternative spaces in the community. Staff is in the process of
completing the necessary business case (November 2007 estimated completion) and is of the
view that, in the absence of this analysis, it would be premature to provide a schedule of design
and construction as well as an appropriate budget.
The Challenge
In 2004, a set of portables (1,000 sq ft) were placed in the back parking lot of Mill Courtland
Community Centre to accommodate immediate programming needs. The portables include a
small meeting room, as well as additional office and storage space. They, however, lack water
access and washroom facilities and have only been seen as a temporary solution, until a
permanent expansion to the centre can be provided.
The budget estimate assigned to the expansion in the LFMP, and currently budgeted for in
2012, allows for an estimated 2,000 sq ft. of space. The initial intent of the space was to
replace the portables, which would be removed from the site, and adding a multi-purpose room,
offices and storage space. The assignment of need and budget to this expansion was only an
estimate however. It requires the necessary consultation with the community, detailed
assessment of the Mill-Courtland site and projected need of the area in the future as outlined.
Staff is suggesting that rather than proposing an expansion predicated around use of the current
portables and the perceived limitations at the Mill-Courtland site, the business case includes a
detailed analysis of community need as well as an assessment of current site capacity to ensure
the facility effectively meets the needs of the community into the future. Depending on the
outcome of this analysis, the proposed $514,000 currently provided in the 2012 budget, may
have to be reviewed and adjusted. We anticipate these critical elements will be addressed in
November 2007.
The Mill Courtland Community Centre expansion business case is scheduled to come forward
to Council for review, comment and direction November, 2007. A schedule of actions is
provided below.
Critical Path
Actions
Community Consultation
Site Capacity Assessment
Business Case Completion
Business Case Approval
Timelines
April - June 2007
April 2007
October 2007
November 2007
FINANCIAL IMPLICATIONS:
Currently there is $514,000 allocated in the Capital budget, in the year 2012, for the expansion
of the Mill-Courtland Community Centre. Given that the business case completion is scheduled
for November 2007, consideration of moving the project up in the Capital forecast should be
referred to the 2008 Capital budget process, at which point parameters surrounding the
expansion and the associated budget will be known.
RECOMMENDATION:
That consideration of moving the proposed Mill-Courtland Community Centre expansion forward
in the Capital Budget be referred to the 2008 Capital Budget process, pending completion of the
Business Case in November 2007.
Page 79
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#30 - Highway 401 Signage
Capital
Community Services - Operations
Ken Currier, Director of Operations
BACKGROUND:
In 2005 Council approved $200,000 for staff to proceed with a detailed design and specific site
recommendations for two entrance features with signs as indicated in report CSD-04-165.
Council also confirmed that the City of Kitchener logo be the overall theme of the entrance
feature and signage.
Since that time staff has been focusing on the selection of an appropriate location for the
features and signs in the eastbound and westbound lanes of the 401 with the Ministry of
Transportation. Ministry guidelines ensure specific size restrictions; sight lines and lighting
limitations are strictly followed. Although progress to date has been slow as ideal locations
have not yet been found through consultation with the Ministry, staff are now sensitive to the
fact that the design of the signage and entrance feature is the crucial component of this project.
The message that is delivered through the design of the sign and entrance feature will be a
commercial for our city and reflect our communities' identity. To accomplish this, the project has
been divided into two components, the design stage and the implementation stage.
RATIONALE I ANALYSIS:
The design stage will be headed up by our Communications Division with the assistance of a
design consultant that has expertise in this area and a staff team of creative individuals who will
propose several options for consideration. The team will determine the specific goals and
expectations for the features and signs and what specific messages are to be communicated
create detailed design guidelines, identify potential locations to compliment the designs and
determine a budget that reflects the expectations. The group then will proceed to select a
specific design through a consultation process, considering the application of the public art
principles and possible assistance of an artist.
Once a design and locations have been selected the implementation stage process will begin to
prepare working drawings, negotiate with property owners, construction access and power
requirements and gaining approvals from the Ministry of Transportation. This stage will be
coordinated through the Design and Development Section of Community Services.
FINANCIAL IMPLICATIONS:
During the 2005 Capital budget process $200,000 was allocated for the design and construction
of entrance features and signage along the 401 corridor. Once a design is selected and
negotiations are in the final stages with property owners and the Ministry of Transportation a
more detailed estimate will be presented to Council. It is anticipated this estimate will come
forward for consideration during the 2008 Capital Budget process as additional funding may be
required to complete the project.
RECOMMENDATION:
That Community Services and Communications Staff continue to lead the design and location
phase of the 401 signage and features project and will provide Council alternatives for their
consideration for implementation at a later date.
Page 80
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#31 - Speaker's Corners
Capital
Community Services - Operations
Ken Currier, Director of Operations
BACKGROUND:
Speaker's Corner is a heavily used urban green space. The site has its primary frontage facing
Benton Street between King St. East and Halls Lane. Directly across Benton St. is the Delta
Hotel and across the intersection from the site is the main entrance to the Market Square
shopping mall. This site is used on a daily basis as an informal sitting and gathering area and
displays several features and commemorative plaques for public enjoyment.
Speaker's Corner is located in an area of high pedestrian traffic along both King St. and
Benton/Frederick St. and situated in a location of visual prominence at the edge of the historic
urban core of downtown Kitchener.
The landscape structures and facilities on this site have been deteriorating for a number of
years. The last major improvement to this site was completed more than 30 years ago. Timber
planting bed walls are failing and are unsightly and in need of regular repair. The public sitting
and gathering area is undersized for the frequency and type of daily use. A general visual
erosion of the site and its features is occurring.
RATIONALE I ANALYSIS:
A complete reconstruction of this site will be required. The issue of primary concern is the
existing wood timber retaining wall along the western property limit. The elevation of Speaker's
Corner is 3 to 6 feet higher than the first floor level of the adjacent privately owned building
which has windows which extend to ground level. Timber retaining walls of this type have a
maximum life expectancy of 40 years before major repairs can be expected. This wall is more
than 30 years old. Any failure of this wall would impact the adjacent property in an immediate
and significant way.
Reconstruction of this retaining wall will have a major impact on the existing landscape over
most of the area of the site with a loss of most of the existing trees and vegetation and existing
site amenities. Redevelopment of Speaker's Corner will be necessary to maintain it's use as a
green urban public open space and a setting of visual significance to the streetscapes of King
St. and Benton/Frederick St. An appropriate setting is also required for the public 'artifacts'
currently found on the site such as the Maypole, Glockenspiel and Speaker's Podium.
The surface reconstruction of King St is planned to begin in 2008 and the complete
reconstruction of Halls Lane is scheduled for 2009.The timeline for Speakers Corners has been
scheduled for 2010 to coincide with the major streetscape and infrastructure upgrades along the
King St and Benton/Frederick St corridors. This has been done to allow for the continuity of
streetscape treatments and to compliment the objectives of the downtown streetscape master
plan to "green the downtown".
Page 81
FINANCIAL IMPLICATIONS:
A budget cost estimate for the redevelopment of this site includes the following:
Removal of existing site amenities and artifacts, demolition
of the existing retaining wall, excavation, grading, protection of
adjacent private property and reconstruction of a new retaining
wall $180,000
Reinstatement of site amenities in an appropriate redevelopment
scheme, including the Maypole, Glockenspiel and Speaker's podium
including structural elements and hard surface areas $100,000
Sitting areas and other pedestrian amenities including lighting $50,000
Landscape planting and site restoration $20,000
TOTAL $350,000
RECOMMENDATION:
That Council approves the advancement of funds in the Community Services Operations
Division Capital Budget from 2015 to 2010 for Speaker's Corner in the amount of $350,000.
Page 82
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#32 - Community Centre Comparisons
Operating
Community Services-Community Programs and Services
Mark Hildebrand, Director of Community Programs and Services
BACKGROUND:
On February 26, 2007 Council requested staff to provide a comparison of Community Centres
for April 16, 2007 final budget day, to better understand the cost per square foot per facility.
Also requested was a description of full-time and part-time Community Services and Facilities
management staff devoted to each facility. In addition, Council requested additional detail
related to the proposed Chandler Mowat Community Centre budget increase.
DETAILS/ANAL YSIS:
The attached chart compares the City of Kitchener's ten community centres and two senior
centres. Specifically, the chart compares the following for each facility:
. Number of square feet for each facility as of 2007,
. Proposed 2007 Community Services Budget,
. Proposed 2007 Facilities Management Budget,
. 2007 Cost/Square foot,
. 2006 Actual costs,
. 2006 Cost/Square foot,
. 2006 Attendance at each facility,
. 2007 proposed full time staff - community services staff,
. 2007 proposed part time staff hours - community services staff
. 2007 proposed part time staff hours - facilities management staff.
It should be noted that budget amounts shown in this chart reflect only those that are budgeted
for by the City of Kitchener. The figures do not include budgets related to Neighbourhood
Association programming which are developed and overseen by these groups separately. As
well, the full-time and part-time staff hours do not include hours associated with Neighbourhood
Association program instructors which are also managed by the Neighbourhood Associations.
NOTES:
1. Bridgeport Community Centre: The Bridgeport Neighborhood Association oversees
all programs and operations of the Bridgeport Community Centre. This is significantly
different from other Community Centres where the City of Kitchener manages and
maintains the Community Centre and the Neighbourhood Associations design and run
the programs out of these facilities. A cash grant is provided to the Bridgeport
Community Association by the City of Kitchener to help with the costs associated with
operating and maintaining the Centre. The proposed 2007 budget is $61,667.
Attendance excludes rentals at the facility which were not available through the
Neighbourhood Association (please see Bridgeport Issue paper for further information).
2. Centreville Chicopee, Country Hills, Doon Pioneer Park, Mill Courtland, Forest
Page 83
Heights Community Centre: These Centres are maintained and operated by the City.
Programs are designed and run by Neighbourhood Associations, and through
collaborations with other agencies and partners. Minimal City of Kitchener direct
programs run out of these facilities with the exception of the Youth Drop In program and
summer playgrounds.
3. Chandler Mowat Community Centre: A new permanent facility opened in November
2006. It is proposed that, like the centres listed in note #2 above, City of Kitchener
maintain and operate the facility and support the Neighbourhood Association in the
provision of their programs. In this case, the City of Kitchener also has a License
Agreement with House of Friendship who operates social programs out of the facility. In
2007 House of Friendship applied for a yearly operational grant of $37,760. This
amount is included in the proposed 2007 community services budget, in the attached
comparison chart. The increased budget proposed through issue paper #12 is broken
down as follows:
Salaries & Wages
Admin Expenses
Materials & Supplies
Miscellaneous
User Fees
162,525
9,400
21,593
4,353
(16,100)
181,771
4. Kingsdale Community Centre: This facility had an expansion completed October 2006
and went from 3000 to 5,806 square feet. It should be noted that the 2006 attendance
reflects participation for a 3,000 square foot facility. The City of Kitchener has a License
agreement with the House of Friendship who provides social programming and support
to the Neighbourhood Association in the provision of recreation programs. House of
Friendship requested a 2007 grant of $61,800, which is included in the 2007 proposed
community services budget amount, in the comparison chart attached.
5. Victoria Hills Community Centre: The Centre is operated by the City, programs are
run by the Neighbourhood Association and through collaborations, with the exception of
the direct City run youth drop in program and summer playgrounds. Attendance reflects
2005 statistics for a 7,717 sq ft facility. Because the community centre was being
expanded in 2006, and a number of programs were cancelled for a large part of the year
due to construction, 2006 statistics were not considered accurate and were not used.
6. Stanley Park Community Centre: The Centre is operated by the City, programs are
run by the Neighbourhood Association and through collaborations, with the exception of
the direct City run youth drop in program and summer playgrounds. Partnerships exist
with St Daniels Church and St Daniels School. The Church and the City have a shared
use agreement for the church parking lot and the School and City have a shared use
agreement for the schools use of the gym.
7. Rockway Seniors Centre: Programs operated out of the facility are direct City run
programs. The same holds true for special events, on-going groups and the meal
program that operates out of the facility. The activities of the volunteers are managed by
staff. There also are programs offered out of the facility through outside partners (e.g.
Lutherwood). Included in the Community Services budget in the comparison chart for
Rockway is the budget and staff hours associated with the Peer Helping Programs which
Page 84
receives a grant ($65,900) from the Ministry of Health. The total budget for the Peer
Helping program is $1,714.
8. Downtown Community Centre: The Centre is operated by the City. City staff run
direct programs, including special events, on-going groups, the meal program, and in the
summer, youth drop in and summer playgrounds. City staff also provides direct support
to four Neighbourhood Associations and the Downtown Neighbourhood Alliance who
also provide additional recreation programs to the community. Through this facility the
City has a partnership with the Waterloo Catholic District School Board for shared cost
and usage of the facility. Included in the comparison chart for the Downtown Community
Centre is the budget and staff hours associated with the Senior Day Program which is
funded primarily with a grant ($318,964) from the Ministry of Health. The total budget for
the senior day program is $30,272.
9. Breithaupt Centre: This facility was not included in the comparison chart due to the
nature of the business running from this facility. Per square foot costs and staff hours
are inflated due to the fact that this facility incorporates a pool. Proposed costs
associated directly to administering seniors and direct programs offered at the facility is
$188,488 with a proposed FTE count of 2 for 2007. However, this does not reflect costs
associated with front office support which is funded by a separate Aquatics budget.
10. All Community Centre facilities: Trades-people / Full time custodial and maintenance
staff are required on an as needed basis at each of the facilities and are not reflected in
the budget or the FTE counts. The average # of full time hours required for all the
community centres for trades, custodial and maintenance are 8,878.
Page 85
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CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#33 - Potential Reduction - Internal Telephone Charges
Operating
Corporate Services-Information Technology
Mike Grummett-Director of Information Technology
BACKGROUND:
During budget discussions at Finance & Corporate Services Committee Monday February 26th,
Staff was asked to investigate the feasibility of reducing yearly departmental Telephone
Reserve Fund charges for 2007.
The telephone reserve fund is used for yearly expenses for maintaining our current Telephony
Infrastructure, required updates/modifications to the system, Bell carrier charges and growing
the reserve to fund system replacement and implementation of future technologies. In recent
years, the fund has also been used for aspects of customer service enhancement such as a
corporate IVR and is expected to fund further initiatives in the near future.
RATIONALE I ANALYSIS:
The projections for the fund show a steady increase in the telephone reserve account for the
years 2007-2009 in anticipation of funding future telephone system replacements and
implementation of future technologies to support the customer service strategy.
Projected Year End Fund Balances, excluding the above capital expenditures:
2007 $1,221,849
2008 $1,580,034
2009 $1,958,733
Reducing departmental contributions to the fund at this point without a complete roadmap to
technologies required for enhanced corporate customer service may lead to those reductions
being reapplied in the future.
FINANCIAL IMPLICATIONS:
None at this time.
RECOMMENDATION:
That the internal telephone charges for departments not be reduced in operating budgets for
2007 and that a comprehensive review of the telephone reserve fund occur in conjunction with a
report on the Customer Service Strategy to be brought forward to Council later this year.
Page 87
CITY OF KITCHENER
2007 BUDGET ISSUE PAPER
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
#34 - Forest West Park Development
Capital
Community Services - Operations
Ken Currier, Director of Operations
<<<<NEW>>>>
BACKGROUND:
Forest West Park was developed approximately twenty years ago in Ward 5. Bounded by
Highview Drive, Old Park Lane, Hoddle Crescent, Yellow Birch Drive and Sugar Maple Street
the park is comprised of two Stormwater Management Ponds, playground, neighbourhood ball
diamond, trails and natural area. The park and abutting homes were developed over an existing
wetland bog. The original park design included some drainage tile in the high ground to assist in
moving the ground water off the site and keep the park accessible and active.
For the past number of years the park has grown increasingly wet and access into the park is
becoming less and less. Operations turf staff can not access the park for regular maintenance
until late June before the park begins to dry. This late access is met with frustration from the
neighbourhood as the grass becomes over a foot tall before staff can cut and maintain.
Operations staff has solicited feedback from the neighbourhood and are looking at a number of
options to regain access to the park by dealing with the surface water and subgrade saturation.
RATIONALE I ANALYSIS:
In looking at the redevelopment of Forest West Park and from the information that was gathered
from the neighbours who attended a public meeting, the recommended approach would be to
keep the amenities similar to what is in the park at present. The major change would be to
design the park so that water can be moved from within the park in a timely fashion. As
discussed, this would be through the installation of drainage tile and regrading some sections of
the park. This work, with some additional planting, is what was requested to address the
problems and bring the park an updated look.
At this time, the City does not have Forest West Park in the ten year capital forecast and the
2007 General Park Capital funding has a total of $153,000.00. In discussions with DTS staff, if
work is required to fix the SWM Ponds in the park, DTS budget provisions would be available as
a funding source. However, at this time the SWM Ponds are functioning properly. It is the 9-10
feet of peat moss/bog subgrade that is causing the park to be wet for long durations during the
year once saturated.
In order to address this situation in 2007, the City could proceed to install drainage tile in the
high land areas to move the water off site and create some drier areas in the park this year. This
would cost approximately $30,000. The City could then plan to have the remainder of Forest
West Park development considered during the development of the 2008 budget and capital
forecast.
FINANCIAL IMPLICATIONS:
Cost to redevelop the park so that the amenities are similar and the subgrade saturation and
surface water problems are corrected would be approximately $120,000.00 in total. With the
backlog of new parks waiting to be developed, the retrofit of existing parks is not part of the ten
year capital budget forecast at present. As discussed, the situation could be improved in 2007
by proceeding to undertake the drainage tile installation at a cost of $30,000. This work could
either be funded through a re-prioritization of projects identified in existing operations accounts
(such as turf improvement or park development), or through a source external to the division
(such as general capital contingency or an increased transfer to the c/c pool). The remainder of
the work could then be considered in the development of the 2008 budget and capital forecast.
Forest West Park - Capital Budaet
Drainage Tiles - $30,000.00
Fill/Grading - 35,000.00
Seeding - 10,000.00
Ball Diamond - 15,000.00
Plantinas - 30000.00
Total: $ 120,000.00
RECOMMENDA TION:
FOR DISCUSSION