HomeMy WebLinkAboutFIN-07-134 - 2008 Operating BudgetILREPORT
Report To: Councillor B. Vrbanovic, Chair, and Members of
the Finance and Corporate Services Committee
Date of Meeting: January 14, 2008
Submitted By: Pauline Houston, General Manager of Financial Services & Treasurer
Prepared By: Dan Chapman, Director of Financial Planning &Reporting (2347)
Ward(s) Involved: ALL
Date of Report: December 10, 2007
Report No.: FIN -07 -134
Subject: 2008 Operating Budget
RECOMMENDATION:
For discussion
BACKGROUND:
On Monday, January 14, 2008 the Finance and Corporate Services Committee will review the
2008 Operating Budget. This report and related attachments provide budget detail.
REPORT:
Consistent with the past approach to presenting budget information, the proposed agenda for
2008 Operating Budget discussion follows an issue -based City -wide format. The following
information is attached for review and reference:
• Hard copy of PowerPoint presentation
City budget summary by Department and Object
• Budget Issue Papers
To facilitate Council consideration of proposed new initiatives for 2008, staff has grouped the
new budget requests into the following four categories.
1. Mandated items, >90% non -levy funding, and highest priority item — 0.23% levy impact
2. Category 1 plus capacity to deliver major capital programs — 0.47% levy impact
3. Category 2 plus corporate support for existing initiatives — 0.69% levy impact
4. All items — 0.94% levy impact
All issue paper references between #1 and #20 are from the September 17, 2007 special
strategy session package. These issue papers have been reproduced and are appended to the
report (with the exception of #8 and #10 which have been withdrawn).
1
The details of each package of new initiatives are as follows:
Category 1 - Mandated, non-levy and highest Priority item
Mandated items
• Adult crossing guard — Williamsburg
$ 8,500
IP #1
• Hours of work legislation
88,560
IP #16
Initiatives with >90% non-levy funding
• Direct detect staffing and manager
-
IP #314
• Development engineering
10,000
IP #11
• Additional site plan staff
-
IP #12
• Support for cash and capital planning
-
IP #17
• Supervisor, storm and sanitary maintenance
-
IP #20
• Construction engineering
-
DTS-07-156
Highest priority item as determined by CMT
• Corporate call centre
881773
IP#15
Total
$195,833
Levy impact
0.23%
Category 2 - Category 1 plus capacity to deliver mamor capital programs
• Package 1 $1951833
• Downtown coordinator (EDIF/King Streetscape) 631000 IP #6
• Environmental planner (LEAF/Plan for Environment) 81,406 IP #13
• Infrastructure asset planning (Accelerated program) 58,450 DTS-07-156
Total
Levy impact
$ 398, 689
0.47%
Cateaory 3 - Cateaory 2 Dius corporate suDDort for existina initiatives (RECOMMENDED
• Package 2 $3981689
• Leisure access card implementation (subsidy increase) 20,000 IP #5
• Seasonal downtown ambassoadors 251000 IP #7
• Energy management labour and benefits 83,615 IP #14
• Junior buyer 55,000 IP #19
Total
Levy impact
Category 4 - All items
$ 582, 304
0.69%
• Package 3 $5821304
• Forest Heights Library Staffing Adjustment 20,750
• Leisure access card implementation (staffing) 46,500
• Small business centre 12,500
• Williamsburg community centre 53,265
• Parking systems administrator 20,000
• Infrastructure asset planning (additional FTE) 58,450
Total
Levy impact
0)
$ 793, 769
0.94%
IP #1
IP #5
IP #9
IP #22
IP #18
DTS-07-156
FINANCIAL IMPLICATIONS:
As detailed in the attached information
COMMUNICATIONS:
Notice of budget meetings and an invitation for public input has been advertised through the
Record, Your Kitchener and via the City's website.
ATTACHMENTS:
Budget Presentation
Budget Summary Reports
Issue Papers from September 17, 2007 Council Strategy Session ( #8 and #10 withdrawn)
Issue Paper #21
— 2008 KPL Operating Budget
Issue Paper #22
— Williamsburg Community Centre Proposal
Issue Paper #23
— Mileage Rate
Issue Paper #24
— Legislative Changes
Issue Paper #25
— Potential Budget Reduction —Grass Cutting
Issue Paper #26
— Potential Budget Reduction —Leaf Collection
Issue Paper #27
— Potential Budget Reduction — Sportsfields
Issue Paper #28
— Market Salary Survey
Issue Paper #29
— Investment Income
Issue Paper #30
— EDIF Levy
Pauline Houston, CA
General Manager of Financial
Services & City Treasurer
3
Dan Chapman, CA M PA
Director of Financial Planning
& Reporting
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CITY OFKDCHENER
CONSOLIDATED SUMMARY BY OBJECT
EXCLUDING ENTERPRISES
2007 2008 $ %
Budget Budget Variance Variance
EXPENSES
Salaries
Wages
Administrative Expenses
Equipment Reserve Charges
Boards
Debt Expense
yNabaha|m & Supplies
Professional & Contract Services
Rental &Leases
Grants Paid
Promotional Costs
Repairs &Maintenance
Utilities/Taxes
Transfer to Other Funds
Internal Charges
Internal Recoveries
REVENUES
General Levy
Other Taxation
User Fees
Grants Received
Rec. From Other Municipalities
Transfers from Other Funds
Sundry Income
4813181831
531272.680
418531858
10.25
211680.368
22.366.161
685.782
3.16
418251482
5.006.326
180.844
3.75
5.852.701
6.345.178
4821478
8.41
813381844
817131822
3731878
4.00
415411532
4.576.366
341834
0.77
4.805.544
418341581
128.047
2.68
3.653.868
3.587.668
(56,201)
'1.54
1.110.668
1.221.505
110.837
8.88
2.502.811
2.561.048
581237
2.33
1.280.340
1.241.045
C38,285
'3.07
781.626
8281181
37.565
4.75
5.367.643
5.283.805
083.738
'1.56
1116021288
13.014.863
1.412.565
12.17
3.065.058
311711473
106.414
3.47
(10,169,681)
(1014681646)
(298,965)
2.94
118568036 126667187 8088151 683
(82.387.881)
(8213871881)
O
0.00
(4.375.608 )
(4.302.138)
731468
'1.68
(15.708.718)
(17.047.588 )
(1.338.880)
8.52
(595.155)
(597.606)
(2,451)
0.41
(188.872)
(214.857)
C26.085
13.81
(8.681.418)
(8,402.850)
278.568
'3.21
NET EXPENSE (REVENUE) 0 517281025 517281025 0.00
PAGE 1
N�
��
CITY OFKDCHENER
NET SUMMARY OFREVENUES AND EXPENSES
EXCLUDING ENTERPRISES K'jT(,,.,t4FN-FR
Total Net Departmental Expenditures 1001201 1112 105723360 55221248 551
REVENUES
General Revenue
Total Revenues
NET EXPENSE (REVENUE)
(100,201,112) (99,995,335) 2051777 -0.21
(100,201,112) (99,995,335) 2051777 -0.21
O 517281025 517281025 0.00
PAGE 2
2007
2008
$
%
Budget
Budget
Variance
Variance
NET DEPARTMENTAL EXPENDITURES
General Expenses
2513661327
2714021351
210361024
8.03
Mayor and Council
7521064
7781525
271461
3.65
Office of the Chief Administrator
518851266
611681683
1731417
2.88
Community Services
2313051608
2317381064
4321456
1.86
Corporate Services
1418781780
1513251884
4461204
3.00
Development & Technical Services
2715231888
2818361687
213121688
8.40
Financial Services
2378078
2472066
83887
385
Total Net Departmental Expenditures 1001201 1112 105723360 55221248 551
REVENUES
General Revenue
Total Revenues
NET EXPENSE (REVENUE)
(100,201,112) (99,995,335) 2051777 -0.21
(100,201,112) (99,995,335) 2051777 -0.21
O 517281025 517281025 0.00
PAGE 2
K_C_E,^ER PUBLIC LIBRARY
2008 BUDGET ISSUE PAPER
ISSUE: #1~ Forest Heights Community Library Staffing Adjustment
F~,^D. Operating
DEPARTMENT. General Expense — Boards ~Kitchener Public Library
PREPARER: Ann Wood, Senior Manager, Public Services
BACKGROUND:
Located adjacent to the Forest Heights Pool and Forest Heights Collegiate, the Forest Heights
Community Library, established in1976. serves apopulation of over 72.000 people orjust over 40% of
the total City population (2001census figures). This branch of the Kitchener Public Library isavaluable
and vital addition to the quality of life in that community, a strategic priority emphasized and supported in
AFlan For A Healthy Kitchener, Community Strategic Plan 2007-2027, by providing convenient access to
core library services including books and multimedia material, adult and children's programs, information
resources and eervioee, and public internet computer workstations. As the Forest Heights community
continues to grovv, the demand for library service at this location continues to increase. Hovvever, staffing
at this location has not kept pace with the increased level ofactivity.
RATIO IS:
The Forest Heights Community Library continues to be the Kitchener Public Library's busiest community
library |ooaton, handling approximately 2296 of KPL'e total circulation. From 2000 to 2006. use of library
materials at the Forest Heights Community Library location increased by over 11 % and the number of
reference questions answered increased bv over 1396. Use of public internet computer workstations has
increased by 1.20096 during this time period. As vve||, in keeping with the City of Kitohener'e strategic
priorities, this location has been progressively more involved in opportunities to meet the needs of an
increasingly diverse community. The community library has hosted the Settlement and Educational
Partnerships in Waterloo Region (SEPVVR) workers in order to assist newcomers and their families by
providing initial settlement services and also works closely with the ESL Department at the adjacent high
school, an intake school for ESL students for the City, providing tours, library memberships, and assisting
with projects and curriculum related questions. As well, new immigrant families have been increasingly
participating in the community library's Reading Buddy's program.
Although the community library has experienced a growth in the public's use of the facility, staffing levels
at this location have remained static at 10.85 FTE. The addition of a part-time library assistant at the
Forest Heights Community Library would provide much needed public service support in order for that
location to continue to respond positively to the community's needs.
FINANCIAL IMPLICATIONS:
Increased salary and benefits expense of $20,750.00 (based on 22.5 hours/week), to be funded from an
increase in the grant from the City of Kitchener to KPL
The Kitchener Public Library Board recommends the approval of an increase to the Library' eoperating
budget in order to ensure that the Forest Heights Community Library continues to respond to the Forest
Heights community's need for excellence in library service.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #2 - ADULT CROSSING GUARD — WILLIAMSBURG PUBLIC SCHOOL
FUND: OPERATING
DEPARTMENT: DEVELOPMENT & TECHNICAL SERVICES - ENGINEERING
PREPARER: JOHN MCBRIDE, DIRECTOR TRANSPORTATION PLANNING
BACKGROUND:
In September 2007 Williamsburg Public School will be opening in the South Ward. Most of the
students attending the new school were at W.T. Townshend School on Activa Drive. Attendance
at this Kindergarten to grade 6 school is anticipated to be 500 students, none of whom are
eligible for bussed transportation.
RATIONALE / ANALYSIS:
During a safety audit of the catchment area of Williamsburg School in April, 2007, attended by
Transportation Planning staff, Waterloo District School Board staff, staff from the school and
Waterloo Regional Public Health staff, it was determined that the optimal location for a crossing
point that would serve virtually all students attending the school who need to cross Max Becker
Drive would be at Isabella Street.
A Gap Study indicates that the nature of traffic is such that an Adult Crossing Guard is
warranted at this location.
Alignment with City's Strategic Plan
The abovementioned activities align with the City's Theme of "leadership" and support the
Initiative "engineering will exemplify leadership on engineering - related civic issues ".
FINANCIAL IMPLICATIONS:
The cost of the proposed Adult Crossing Guard facility on Max Becker Drive at Isabella Street
for the remainder of 2007 will be $2500 and will be represented as over - expenditure in the 2007
Operating Budget. The cost of the installation of signs and crosswalk lines as well as a concrete
pad will be $1500 and will be taken from existing 2007 sidewalk and sign maintenance
accounts.
The annual cost for wages, fringe benefits and miscellaneous supplies, to be included in the
2008 Operating Budget, will be approximately $8,500.
RECOMMENDATION:
That one additional Adult Crossing Guard be approved for the intersection of Max Becker Dr
and Isabella St to assist primary school children who will be attending Williamsburg Public
School.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #3 - DIRECT DETECT ADMINISTRATIVE ASSISTANT
FUND: OPERATING
DEPARTMENT: DEVELOPMENT & TECHNICAL SERVICES - FIRE
PREPARER: TIM BECKETT, FIRE CHIEF
BACKGROUND:
The Direct Detect Program is a state of the art service provided to residents and businesses
located within Kitchener and other municipalities within our dispatch jurisdiction.
In the Kitchener Fire Department Master Community Plan 2005 to 2010, Goal #5 provides for
continued expansion of the program within the community and monitoring of program growth,
revenue generation and customer expectations to identify the program needs and budgets.
This goal is also identified in the business plan identifying the need for cost-efficient
organization.
In the April 2007 Direct Detect Business Plan, it was identified to increase the current .5 FTE to
1.0 FTE on the administration side to assist with tracking of customer accounts, establish
technician schedules, track the budget and assist with marketing and promotion of the program.
RATIONALE / ANALYSIS:
The current administrative assistant is .5 of an FTE. When the position was created in
February 2004, the total customer base was 1159. In 2007 the customer base has grown to
2708. The increase in customer base has resulted in increased customer service issues
and an increase in administration paperwork which requires an increase from .5 FTE to 1.0
FTE.
This would allow time to complete necessary administrative paperwork, co-ordinate
customer accounts for billing purposes and provide availability 5 business days per week to
assist with customer service issues.
FINANCIAL IMPLICATIONS:
The increase in the .5 to 1.0 FTE is approximately $12,507. The administrative assistant
would be adjusted from .5 to 1 FTE in the spring of 2008 and would therefore account for an
increase of $9,380.25.
This would have limited impact on the budget as the additional assistance would assist in
marketing as well as freeing up time from the proposed manager therefore showing cost
neutral. The proposed 2008 operating budget is showing expected net revenue of $40,000
with the 1.0 FTE included.
RECOMMENDATION:
That Council approves the increase from .5 FTE to 1.0 FTE in the Direct Detect Program.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #4 - DIRECT DETECT MANAGER
FUND: OPERATING
DEPARTMENT: DEVELOPMENT & TECHNICAL SERVICES - FIRE
PREPARER: TIM BECKETT, FIRE CHIEF
BACKGROUND:
The Direct Detect Program is a state of the art service provided to residents and businesses
located within Kitchener and other municipalities within our dispatch jurisdiction.
In the Kitchener Fire Department Master Community Plan 2005 to 2010, Goal #5 provides for
continued expansion of the program within the community and monitoring of program growth,
revenue generation and customer expectations to identify the program needs and budgets.
This goal is also identified in the business plan identifying the need for cost efficient
organization.
In the April 2007 Direct Detect Business Plan, it was identified that a manger /supervisor would
be required to fulfill the need to expand the program.
RATIONALE / ANALYSIS:
The Direct Detect program is currently at 2708 customers and growing. There is a huge
market that we have not yet reached. The need for a Manager to coordinate the workload,
review new product and most importantly market the program is upon us now.
2006 has been our most successful year thus far and 2007 is showing direct detect to
exceed budgeted revenue expectations.
The primary role of the manager /supervisor is to increase sales through marketing. This
manager will also be required to assist in installs and servicing for a portion of their time.
It is anticipated that this position would be filled in late spring /early summer of 2008. The
Manger positions would be filled using existing FTE counts.
FINANCIAL IMPLICATIONS:
The additional costs to promote a Manger /Supervisor would be seen to be cost neutral as a
portion of the role of the manager is marketing and sales.
This increase in work would more than offset the additional costs. 1/ year costs of manager
are approximately $5000, with expected increase in net revenue of approximately $40,000.
RECOMMENDATION:
That Council approves the establishment of Manager /Supervisor position for Direct Detect in
the Fire Department Budge as per the Direct Detect Business Plan.
IIIIIIII �lIR�
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #5 - Leisure Access Card (LAC) Strategy — Budget Costs Associated
with the Implementation Plan
FUND: Operating
DEPARTMENT: Community Services — Community Programs & Services — Program
& Resource Services
PREPARER: Lori Palubeski, Manager, Program & Resource Services
BACKGROUND:
In 2004, Council directed staff to undertake a detailed long term review of the Leisure Access
Card and to develop a sustainable service delivery strategy. The review of the service was
completed in August 2006. Since that time, staff have developed an implementation plan that
would allow for an improved program fee subsidy service over three years.
Staff presented an update to Community Services Committee in June 2007 (CSD -07 -023) and
received approval to proceed with the recommendations that did not have specific budget
implications. Those recommendations with associated budget requests were referred to staff
for consideration during 2008 budget deliberations.
RATIONALE / ANALYSIS:
Corporate Theme: Diversity
Strategic Direction: Inclusive Communities
The recommendations in report CSD -07 -023 with associated budget costs are as follows:
• A new permanent PT Leisure Access Coordinator position
• A 3 year phase -in increase in the current subsidy budget ($20,000 per year for 3 years)
• The development of a marketing plan
Operational dollars to support the above will allow staff to have the capacity to provide improved
service efficiencies. These include, but are not limited to, the development of a customer
feedback and evaluation component, investigation of opportunities for collaboration with
community partners and other levels of government and the development of a universal
application process for both City of Kitchener direct programs and our affiliated groups.
Currently, the fee subsidy allotted for children, youth, adults and seniors is insufficient. Fee
subsidy increases have not been consistent with the inflationary rate of the fees and charges
schedule. The gap becomes larger and larger every year. It is anticipated that the 2008 6%
increase in direct program fees will further strain the fee subsidy budget and will result in
additional barriers to program participation for some families.
Access to quality recreation and leisure programs is an important determinant in the health of
our community. Removing the economic barriers to program participation allows for improved
access, equity and inclusion.
In addition to this, the Leisure Facilities Master Plan (2005) recommends that the department
embark on new policy development in several program and service areas which include policy
development as it relates to access, equity and inclusion. Also, "A Plan for a Healthy Kitchener"
(2006) recommends that the Corporation support staff in implementing priorities from the LFMP
which notes the development and implementation of a leisure access strategy. Finally, the
Safe and Healthy Advisory Committee's work plan identifies "Access, Equity and Inclusion" as
one of the theme areas for emerging action items over the next term.
As importantly, our experiences and the research in this field indicate that access to and
participation in recreational and leisure activities has a proven positive impact on community
safety and crime prevention.
FINANCIAL IMPLICATIONS:
Staff is requesting an increase of $66,500 in operating funds to address the costs associated
with hiring a part time Inclusion Coordinator ($45,500), increasing fee subsidy ($20,000), and
covering marketing costs ($1,000).
Operating funding requested.
RECOMMENDATION:
That $66,500 be added to operating budget 621405 to accommodate the costs associated with
implementing a new permanent part -time Leisure Access Coordinator position, increase the
current Leisure Access Card subsidy for 2008, and to develop a marketing plan as
recommended in the Leisure Access Card strategy report (CSD -07 -023).
Approved 2007
Budget
Proposed 2008
Budget
Total Increase
Requested
Fee Subsidy
451000
651000
207000
Wages & Benefits
-
451500
457500
Marketing
-
11000
11000
Total Annual
Budget
451000
1111500
66,500
RECOMMENDATION:
That $66,500 be added to operating budget 621405 to accommodate the costs associated with
implementing a new permanent part -time Leisure Access Coordinator position, increase the
current Leisure Access Card subsidy for 2008, and to develop a marketing plan as
recommended in the Leisure Access Card strategy report (CSD -07 -023).
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #6 - DOWNTOWN COORDINATOR
FUND: OPERATING
DEPARTMENT: CAOS OFFICE, ECONOMIC DEVELOPMENT
PREPARER: SILVIA WRIGHT, MANAGER OF DOWNTOWN COMMUNITY
DEVELOPMENT
BACKGROUND:
In 2004 the Downtown Strategic Plan was approved, as were a number of major catalyst
projects in the downtown area through EDIF (Economic Development Strategy.) Over the last
few years these strategies have resulted in substantial increases for commercial, residential and
community activity, creating a need for additional human resources to properly serve the needs
of downtown revitalization. Staffing levels have declined to 2 FTEs in 2007.
Not only has the amount of work increased as a result of strategic success, the scope of
downtown activity is comprehensive and broadly based, including service in the following areas:
economic strategy, administration of all downtown financial incentives, committee facilitation,
urban vitality initiatives including downtown orientation tours, safety and community liaison,
urban design, heritage and planning liaison, special projects, traditional and digital marketing
strategies and the facilitation of downtown streetscape operation elements.
RATIONALE / ANALYSIS:
Downtown Coordinator: It is proposed that one additional FTE be created to support specific
activities in the area of maintenance, operation and support of quality standards of Downtown
Kitchener streetscape. The Coordinator would focus on public elements of the physical
environment and their relationship with community activity in the downtown.
The new coordinator is required to
- Provide focus on downtown streetscape operations
- Address details in the physical environment to support catalyst investment success
- Facilitate annual calendar of operational activities across all departments
- Understand resources required from operations, engineering, traffic, special events,
facilities management and external services (including regional waste management,
recycling, social outreach, police, fire, EMS) as required.
- Provide resources for social issues that impact comfort and safety downtown
- Provide support for all business concerns with regard to the environment, especially
during construction of new streetscape on King St
- Provide support for new standards as required in new streetscape after construction
- Fulfill recommendations from "Future Search" conference for safety and security for all
stakeholders within downtown
- Understand the interaction between the physical and social environment and proactively
meet the needs for higher standards and expectations
FINANCIAL IMPLICATIONS:
$63,000 (wages + fringe benefits) annually in the downtown development operating budget.
RECOMMENDATION:
That the amount of $63,000 annually be allocated in the operating budget to enable the addition
of a Downtown Coordinator to the Economic Development Division.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #7 — Downtown Ambassador Program
FUND: Operating
DEPARTMENT: CAO's Office / Corporate Services Department
PREPARER: Silvia Wright, Manager of Downtown Development
Shayne Turner, Director of By -law Enforcement
BACKGROUND:
The City is experiencing substantial increase in activity within the downtown community, relating
to business and residential development, as well as increased attendance at special events. To
sustain this positive momentum, a need has been identified to put supports in place to ensure
visitors, employees, residents and business investors have positive experiences within the
downtown area.
RATIONALE / ANALYSIS:
Staff are proposing to implement a seasonal program (May to August) to hire and train 2 college
or university students to act as "downtown ambassadors ". To those living, working and visiting
in the downtown area, the ambassadors will provide:
• promotion and support of downtown activities, inquiries about events, businesses and services
• effective street presence, monitoring, reporting and deterring any negative activities
The downtown ambassadors will be friendly, approachable and knowledgeable in seasonal
events (private and public), business activity, and community resources. They will be able to
provide information, directions and suggestions to provide people with experiences in arts, food,
shopping, Kitchener Market and multicultural activities.
The downtown ambassadors will play an important role in creating a positive environment for
business success, providing support to create positive perceptions for business site selectors
and real estate investors who may be considering any downtown location. The role will consist
of proactive and preventative work to enhance comfort, safety and security, thereby growing
opportunities for positive perceptions of the downtown. They will be trained to provide
assistance in case of emergencies and reporting illegal or otherwise unwanted activities, clearly
identifiable and approachable (such as brightly coloured golf shirts) and will be equipped with a
form of communication (ie. cell phones, radios).
The schedule of services is anticipated to be 4 months (16 weeks), 2 people providing 7 day a
week coverage on foot or on bicycle, predominately during afternoon /evening hours. These
positions will have direct links to City offices such as Downtown Development, Special Events,
By -law Enforcement, Corporate Security and the Kitchener Tourism office, as well as external
agencies and groups such as the KDBA, Waterloo Regional Police and the Outreach Workers
program. This initiative is clearly aligned with the Dynamic Downtown strategic initiative, as
contained in the City's Strategic Plan.
FINANCIAL IMPLICATIONS:
The estimated cost of this program, 2 staff for 16 weeks (May to August) is $25,000 annually.
RECOMMENDATION:
That staff implement a seasonal "downtown ambassador" program for 4 months of each year
and further; That $25,000 be added to the annual Operating Budget within the Downtown
Development Division.
IIIIIIII �lIR�
CITY OF KITCHENER
2008 OPERATING BUDGET ISSUE PAPER
ISSUE: #9 - FINAL INSTALLMENT OF SMALL BUSINESS CENTRE FUNDING
FUND: OPERATING
DEPARTMENT: CAO'S OFFICE — ECONOMIC DEVELOPMENT
PREPARER: KATHY WEISS, DIRECTOR OF BUSINESS DEVELOPMENT
BACKGROUND:
A funding model was developed as part of this three -year strategic plan for the SBC and was
presented to the public sector funding partners. The funding levels for the three municipalities are
based on a 2 (Kitchener) to 1 (Cambridge, Waterloo) per capita funding ratio formula. In 2005,
Kitchener council approved an increase in cash contribution to $50,000 in accordance with the three
year strategic plan ending in 2007 at $75,000. Diligent fiscal and operations management reduced the
deficit substantially by that year end and as a result the request for funding in 2006 remained at 2005
levels (see chart below). Using a reasonable approach in terms of the 2007 funding request, SBC
Board of Advisors are proposing the additional $25,000 be staged over 2 years at $12,5000 each year
with final increase occurring in 2008.
RATIONALE / ANALYSIS:
In 2004, the WRSBC developed a three -year strategic plan that outlined six main objectives to
ensure the future success of the organization. They are as follows:
1. Stable baseline funding provided by the public sector partners
2. Increased Private Sector funding
3. Professional marketing plan to increase client visits
4. Enhance Client Services
5. Better tracking and measurement of services
6. Fiscal Accountability and eliminate deficit by 2006
Many of the objectives in the 2004 -2006 Strategic Plan have been met and /or implemented.
These include:
1. Projection to eliminate the accumulated and annual operating deficits by year end 2006
2. Increased private sector in -kind and direct financial support.
3. Re- branded the Small Business Centre and aggressively implementing our new marketing
strategy to ensure we increase our client base and client visits.
4. Opening of new satellite office in Waterloo
5. Increased and extended outreach programs and partnerships to ensure that we are
providing our services throughout Waterloo Region.
2004 2005 2006 2007 2008
proposed
Kitchener $113,000 $1379500 $1379500 $1579000 $1709000
Cash $251000 $501000 $501000 $621500 $751000
In-kind $871800 $871800 $871800 $951000 $951000
Waterloo $35,000 $609000 $759000 $779012 $859000
Cash $351000 $601000 $521362 $61021 $121453
In-kind $22,638 $70,991 $72,547
IIIIIIII �,!;
In order to continue on this journey and truly reach the objectives of increasing the client base,
services and programs we now require the final installation of the additional funding to get to the
funding ratio and levels originally outlined in our 2004 -2006 Strategic Plan.
The revenue used to pay down the deficit will now be absorbed into up to date marketing
materials and the implementation of an ongoing marketing strategy as well as to continue the
funding of the additional FTE whose role is to increase awareness, generate private sector
sponsorship both for events and general revenue as well as a back -up resource for the satellite
offices so those respective locations do not have to close in the absence of the Small Business
Advisors.
We have sufficient flexibility within the budget, both on the revenue and expense side, to make
adjustments throughout the course of the year to ensure we do not go into a deficit position again.
However, it will be very difficult to provide the service levels that are required and expected from
all stakeholders without this final increase. Securing this baseline funding from public sector
partners will continue to provide stability in the operations of the WRSBC and allow for improved
services offered to entrepreneurs and small business throughout the Waterloo Region
FINANCIAL IMPLICATIONS:
Increased $12,500 expense to the tax supported general expense account.
RECOMMENDATION:
THAT $12,500 to be added to the 2008 Operating Budget for the Waterloo Region Small
Business Centre to increase the annual grant from $62,500 to $75,000.
IIIIIIII �lIR�
Cambridge
$64,000
$779500
$779500
$859000
$859000
Cash
$111750
$171000
$171000
$171000
In-kind
$641000
$651750
$651750
$681000
$681000
Region of
Waterloo
$50,000
$479000
$459000
$469350
509000
Province of
Ontario
$60,000
$659000
$709000
$759000
$859000
Private
Sector
Sponsorship
$6,500
$129500
$149000
$219000
$219000
In order to continue on this journey and truly reach the objectives of increasing the client base,
services and programs we now require the final installation of the additional funding to get to the
funding ratio and levels originally outlined in our 2004 -2006 Strategic Plan.
The revenue used to pay down the deficit will now be absorbed into up to date marketing
materials and the implementation of an ongoing marketing strategy as well as to continue the
funding of the additional FTE whose role is to increase awareness, generate private sector
sponsorship both for events and general revenue as well as a back -up resource for the satellite
offices so those respective locations do not have to close in the absence of the Small Business
Advisors.
We have sufficient flexibility within the budget, both on the revenue and expense side, to make
adjustments throughout the course of the year to ensure we do not go into a deficit position again.
However, it will be very difficult to provide the service levels that are required and expected from
all stakeholders without this final increase. Securing this baseline funding from public sector
partners will continue to provide stability in the operations of the WRSBC and allow for improved
services offered to entrepreneurs and small business throughout the Waterloo Region
FINANCIAL IMPLICATIONS:
Increased $12,500 expense to the tax supported general expense account.
RECOMMENDATION:
THAT $12,500 to be added to the 2008 Operating Budget for the Waterloo Region Small
Business Centre to increase the annual grant from $62,500 to $75,000.
IIIIIIII �lIR�
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #11 - DEVELOPMENT ENGINEERING SERVICE DELIVERY
FUND: OPERATING & DEVELOPMENT CHARGES
DEPARTMENT: DTS - ENGINEERING SERVICES DIVISION
PREPARER: GRANT MURPHY, DIRECTOR ENGINEERING SERVICES
BACKGROUND:
In mid -2007 the Engineering Services Division completed a significant re- organization in order
to provide more effective management and coordination associated with infrastructure and
development driven programs. This paper focuses on specific constraints related to the
provision of development engineering services. The primary objectives of the development
engineering section are to review, approve, and administrate new infrastructure in subdivision
developments and site plans. This section is responsible for the construction of major
infrastructure works (development charge projects) to support long -term growth needs, including
management of watershed studies, completion of environmental assessments (EA's), and
design studies for various municipal initiatives (e.g. development charges study, stormwater
management policy). In addition to these works, staff actively participate in various steering
committees and consultation processes, and will be playing lead roles in the implementation of
new legislation as it relates to development (Source Water Protection /Places to Grow).
RATIONALE /ANALYSIS:
There two specific areas of interest identified in this paper, 1) addressing immediate and on-
going need to effectively manage, conduct and monitor the work load of technical staff and 2)
completion of a service delivery process review to optimize resources further while continuously
improving service levels to the development industry.
Managing Development Engineering Section Workload
Development processes now involve far more public consultation /participation, and
development engineering staff play a key role in those processes. Services have expanded to
include more negotiation /facilitation /resolution of community and development concerns relative
to growth in the City. Part of this communication includes the completion of class environmental
assessments. Given that these types of studies, and the technology used to support them, have
become more complex, a great deal of dedicated staff time is necessary to properly manage
each of these projects. Since these studies support and guide responsible development growth,
sufficient staff resources are key to the success of the City's long term growth.
Development growth has steadily increased over the past 5 years, however, and staff resource
allocation has remained at 3 FTE's. Based on historical annual work volumes on subdivision
developments, and industry expectations relative to timelines and general coordination of work,
it is proposed that additional staff resources be hired.
Development Client Services, Supervisor
The position of development client services supervisor, would be responsible for the day -to -day
work programs of staff, and would work with the industry to assess performance objectives,
recommend improvements to processes, and facilitate positive change /improvements as
necessary. The supervisor would be tasked with assigning work and ensuring that necessary
infrastructure improvements are coordinated and effectively implemented. This position would
be involved in public consultation /participation, and negotiation and resolution of community and
development concerns relative to growth in the City.
IIIIIIII �lIR�
Design and Construction Engineer
The position of design and construction engineer would be involved in leading development
driven capital projects associated with new pumping stations, stormwater management facilities,
and the review of detailed design studies for many different types of infrastructure projects (road
closures /servicing works /watershed studies /sewage pumping facilities). It should be noted that
additional emphasis is being placed by Provincial authorities on the effective design of
stormwater management facilities in order to protect groundwater sources, during and after
development. The above - mentioned positions would report to the Manager, Development
Engineering.
Development Engineering Service Delivery Process Review
Further to leverage the recent momentum gained from the reorganization of the Engineering
Services Division, a business service delivery process review will be completed which would
focus on the following activities:
1) Review standard operating procedures and optimize development application hand -offs
between Building, Planning and Engineering.
2) Develop and implement engineering consultant peer review program.
3) Complete review and update Subdivision Manual, including creating aweb -based
version.
4) Implement a process to make available digital as- constructed drawings via On -Point to
Development Engineering Consultants.
5) Application of project management software to monitor construction project status
It is proposed that a university or community college engineering student assist full -time staff
with these activities from January to September 2008.
Alignment with City's Strategic Plan
The abovementioned activities align with the City's theme of "efficient and effective
government", the strategic direction of providing "cost effective services" and supporting the
initiative that "Engineering will attempt to match current, and anticipated workload and divisional
initiatives, with an appropriate level of staff resources in a positive team environment that
enhances learning opportunities and project prioritization."
FINANCIAL IMPLICATIONS:
The development approvals section charges an administrative fee, based on a percentage of
project costs, to recover funds for processing /review of engineering design submissions. This
charge came into effect in 1994, with an average annual revenue stream of $470,000 collected
(based on the previous 5 years of data). Staff are in the process of reviewing the fee structure
to ensure that the Development Client Services Supervisor position will be fully funded through
administrative fees. Any recommendations for changes to fees will be brought forward to
Council prior to filling the position. The estimated total costs for this position are $100,000.
Estimated annual costs for the Design and Construction Engineer (salaries, benefits, etc.) are
estimated to be approximately $90,000.00 and will be allocated 75% to development charges
and capital works projects, with the remainder being allocated to the operating budget. A
portion will be recovered from the water and sewer enterprises, with the tax - supported impact
anticipated to be approximately $10,000 per year.
RECOMMENDATION:
That the hiring of a Design and Construction Engineer in 2008 be approved; and further
That the hiring of a Supervisor, Development Client Services in 2008 be approved, provided that
development administration fees are projected to provide full funding for the position
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #12— ADDITIONAL SITE PLAN STAFF
FUND: OPERATING
DEPARTMENT: DEVELOPMENT & TECHNICAL SERVICES - PLANNING
PREPARER: JEFF WILLMER, DIRECTOR OF PLANNING
BACKGROUND:
The City of Kitchener is experiencing an increase in the demands on the Planning staff that are
responsible for review of development applications, particularly Site Plan applications. It is
proposed that a Site Development Facilitator and a Planner /Technician dedicated to site plan
applications be added to the development review team - a revenue - neutral proposal with
funding proposed to be generated through re- structuring of site plan application fees.
RATIONALE / ANALYSIS:
The Kitchener CMA is one of Canada's fastest - growing urban areas. Our diverse economy is
recognized as likely to significantly minimize the impact of an economic downturn.
Furthermore it is expected that Kitchener's share of the tri- cities' growth will increase as,
compared to our neighbouring cities, we have more opportunities for re- urbanization of
brownfield sites, mixed -use corridors and downtown development, as well as more
opportunities for greenfield development, including developments requiring site plan approval.
Community Expectations:
The nature of our work continues to grow and become more labour- intensive. Planners and
Site Plan Facilitators are expected to lead as agents of change as we strive to maintain and
improve quality of life in a growing community. We are no longer simply processing
applications and gathering responses on technical compliance matters; we are increasingly
becoming the negotiators of design improvements necessary to ensure that new site
development makes a positive contribution to the community. This is particularly critical for
infill or reurbanization projects which must be compatible with established neighbourhoods and
immediate neighbours.
Large Scale and Complex Development Projects.
Examples of the type of issues that Site Plan Planners and Site Development Facilitators have
dealt with in recent large scale projects include: the negotiation of architectural treatments for
prominent downtown buildings: coordination of road and intersection design; integration of
rapid transit into new development proposals; provision of appropriate streetscape;
emphasizing and ensuring safe and complete pedestrian movement; determining sun - shadow
impacts on neighbouring properties; coordinating other planning approvals such as
condominium approval, zone changes or OMB hearings; public consultation and facilitation of
dispute resolution. These issues have been part of most if not all of such recent applications
as Chicopee Snow Tube Park, Catholic Family Counseling Centre, UW School of Pharmacy,
Arrow Lofts, Kaufman Lofts, Sportsworld Crossing, Deer Ridge Centre, Stirling Bridge / 90
Woodside redevelopment and Drewlo - Queen Street. Many forthcoming applications are of
the complex type, including: the Michelin /Goodrich site re -use or redevelopment; Centre Block;
UW Health Sciences Campus Phase 2; ICON Condominiums (former "Block that Rocks ");
Lang Tannery; and the Ira Needles Blvd Commercial Centre.
Legislative Change:
The Province of Ontario enacted the Places To Grow Act in 2005 and the Places To Grow —
Growth Plan for the Greater Golden Horseshoe in June 2006. They promote the concept of
"complete communities" and Planners are expected to promote a balance of employment,
shopping, institutional and recreational opportunities within new communities. The Places to
Grow legislation sets aggressive forecasts for population and employment in our region, as
well as aggressive targets for reurbanization (40% of new growth within built -up area) and
greenfield density (50 persons + jobs per hectare). This will result in more complicated Site
Plan Applications and consequently place greater demands on both Site Plan Planners and
Site Development Facilitators to ensure the appropriate design, density and development of
the mixed -use communities.
Need for Additional Planner /Technician and Site Plan Facilitator:
The development industry continues to express dissatisfaction with the level of service
provided by City P &D staff on site plan development applications. This dissatisfaction is not
generally with the quality of planning and facilitation input, advice or direction. It is typically a
concern with the slow turnaround time and the delayed response to inquiries and applications
leading to final site plan approval which allows for the issuance of a building permit.
Without a planner or technician devoted primarily to site plans, site plan applications are being
assigned to any one of several development staff who must manage competing priorities
among a wide range of development applications including Committee of Adjustment,
Subdivision, Zone Change, Official Plan Amendment, Part Lot Control and Demolition. The
site plan applications frequently get delayed because of other applications getting priority.
Council has continued to support the community expectation of more public engagement on
development applications including those not required by legislation (as set out in the Public
Participation Policy). This adds to the need for site plan review resources.
The workload demand on these positions is also evident by the number of phone calls they
receive on current projects, which has exceeded more than 30 phone calls in a single morning.
The demand on these positions of the Site Development Facilitators and a Planner dedicated
to Site Plan Applications within DTS will only be increasing as intensification increases in
response to City, Regional and Provincial policy. [Quality of Life; Development]
FINANCIAL IMPLICATIONS:
$147,046.40 annually in Operating Budget (assumes Job Grade 18, Step 2; includes benefits
and overhead). The Planning Division proposes to offset this financial implication at no cost to
the tax payer. Firstly, following the lead of other cities such as Cambridge and Waterloo, the
increase in revenue comes from increasing the base fee for Site Plan Applications to $2,500
plus adding an additional fee for the number of residential units at $50 /unit for residential
applications and for non - residential applications a fee of $1.00 sq. m. of GFA. These new fees
will generate approximately $200,000 /year of new income over last year's fees for site plan
applications. Secondly, a new plan review fee is proposed, equal to 3.5% of the site
development costs for plan review of the Landscape, Lighting, Site, Tree Management,
Irrigation and Building Elevations Plans. It is estimated that this proposed fee would generate in
excess of $100,000 per year.
RECOMMENDATION:
That the amount of $147,046.40 annually be allocated in the Operating Budget to enable the
Planning Division to hire one additional Site Plan Facilitator and one Planner /Technician with
urban design experience dedicated to Site Plan Applications.
That Planning staff monitor the additional revenue generated by the revised fee structure in
2008 and consider any additional staff warranted to provide service for the fees collected.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #13— ENVIRONMENTAL PLANNER
FUND: OPERATING
DEPARTMENT: DEVELOPMENT & TECHNICAL SERVICES, PLANNING
PREPARER: JEFF WILLMER, DIRECTOR OF PLANNING
BACKGROUND:
Since 1999 when the City first established the environmental planner position, the
environmental planning program has grown significantly, as has the community interest in
environmental matters and the appreciation of their importance to enhancing quality of life in
Kitchener. With Council priority on completion of the Strategic Plan for the Environment update
in 2008 and implementation of the Local Environmental Action Fund, there is a strong need for a
second environmental planner to add capacity for implementation.
RATIONALE / ANALYSIS:
Kitchener's environmental planning program is a strong example of responsible environmental
policy implementation for mid -sized cities in Ontario. The implementation of Kitchener's Tree
Management Policy in subdivisions and site plans has been effective at conserving natural
features worthy of protection. The diversity of environmental issues of interest to the
community, as demonstrated by the matters considered by the Environmental Committee,
continues to grow in number and complexity. The City's Strategic Plan for the Environment,
covering a wide range of environmental initiatives, is being updated in 2007 -2008. The Local
Environmental Action Fund, established in 2007, will begin implementation in earnest in 2008.
The volume of work on development applications alone would justify adding a second
environmental planner at a senior level of responsibility. The position is responsible for review
and approval of all major environmental implementation reports leading up to subdivision draft
approval, grading and servicing approval, and plan registration. Turnaround times for these
plan reviews, at each of these stages, do not meet industry expectations and every delay results
in a significant cost to the industry. The increased complexity of these plans is another factor
for two reasons. Firstly, while the environmental plans always had to be coordinated with
servicing and grading plans as well as storm water management plans, they now must also be
coordinated with requirements for infiltration to maintain baseflow in streams, and /or to
maximize groundwater recharge for wellhead areas. In the near future, it is likely that
consideration of air quality and pesticide use will need to be integrated into the environmental
review of development applications. Secondly, with land values at an all -time high, and
everyone — investor /developers and planners /consultants alike — wanting to make efficient use
of limited land supply, development designs are increasingly pushing the envelope. This results
in more iterations of plan submission, review and resubmission until an acceptable plan and /or
design is agreed upon, or dispute resolution, enforcement and penalty if actions are taken
without plan approval. Increasingly, applicants are appealing to the Ontario Municipal Board,
further taxing the ability of the environmental planner to prioritize and carry out other important
and /or higher priority tasks in the Work Program. With the anticipated addition of environmental
concerns such as significant valleylands and woodlands to the Region's official plan, even more
— and more complex — reviews will be required of the environmental planner. This is not
optional; it is required by provincial planning legislation. All of this demands more of the
environmental planner's time.
The environmental planner is relied upon as the primary technical support for the citizens'
Environmental Committee, advisory to Council. The range of issues of interest to the
Committee has continued to grow, and the demand on staff time has grown accordingly.
Integrated decision - making now involves close collaboration among many functional areas of
the City's administration. It has been recognized that there is value added to certain corporate
projects with the participation of the environmental planner. Involving environmental expertise
in Engineering and Community Services studies and environmental assessments for new roads,
sewers, water management facilities and recreational amenities means anticipating and early
vetting of environmental concerns emerging from approval agencies and members of the public.
Due to the lack of resource in this area, the environmental planner is frequently unable to
participate in such studies when requested by other divisions or departments.
The position is also responsible for policy development, such as pesticide planning, air quality
planning, and environmental strategic planning. The current update of the Strategic Plan for the
Environment (adopted 1992 and updated 1997) is a high priority of Council, staff and the
community. A second environmental planner position has been established for a one year
period through the City's secondment program. This additional resource will be in place until
mid October 2007 and will provide capacity for development review and enable completion of
the Strategic Plan for the Environment.
Following October 2007, it will be necessary to provide a second environmental planner in order
to provide acceptable turnaround time on development review and to develop and implement
the policy objectives of the Strategic Plan. This is consistent with the community's objectives as
confirmed in the Environics survey and the Who Are You Kitchener exercise and the
recommendations of A Plan for a Healthy Kitchener.
The Environics survey demonstrated that the community -at -large is not satisfied with Planning
services, does not feel there is enough public engagement on planning matters, and is willing to
spend more to improve these services. The Who Are You Kitchener? Project confirmed those
results, and demonstrated that planning and development issues - in particular including
environmental planning — are key issues for the community.
The Healthy Community Plan / Plan for a Healthy Kitchener sets out a major challenge and
illustrates the increasing complexity of planning work, as the need to synthesize social,
economic and environmental interests is greater than ever before. An additional Environmental
Planner will be a key resource to assist in implementing the plan's recommendations with
respect to Planning & Development functions. It is particularly significant that `Environment' was
identified as one of six key facets of a healthy Kitchener.
Despite the growth of the environmental planning function and the increased demand on staff
time, we continue to rely on one environmental planner. The 2007 temporary secondment has
demonstrated that even with two full time environmental planners, it is a significant challenge to
provide an adequate level of service on development application review at the same time as
providing support to the Environmental Committee and advancing the City's Environmental
policy and program initiatives. In order to respond to the community's expectation that
environmental matters be given high priority there is a definite need to retain this resource.
FINANCIAL IMPLICATIONS:
$811406.10 annually in Operating Budget (assumes Job Grade 20, Step 2, includes benefits and
overhead), funded from the general tax levy.
RECOMMENDATION:
That the amount of $81,406.10 annually be allocated in the Operating Budget to enable the
Planning Division to add a second Environmental Planner.
IIIIIIII �lIR�
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #14— ENERGY MANAGEMENT LABOUR AND BENEFITS
FUND: OPERATING BUDGET
DEPARTMENT: CORPORATE SERVICES — FACILITIES MANAGEMENT
PREPARER: LAURIER PROULX — DIRECTOR OF FACILTIES MANAGEMENT
BACKGROUND:
In 1999, Facilities Management sought and received approval for a divisional reorganization. At
that time, one additional position was created to continue the energy management initiatives.
Due to budget constraints this position was funded from the revolving energy management fund.
The position has been funded from the Capital account to this day.
RATIONALE / ANALYSIS:
The energy management fund is slowly being depleted by the wage being drawn from it. In
these times where the environmental benefits of doing energy management are more
recognized and appreciated, we propose that this draw on the fund come to an end and that this
position be funded from the general levy. The energy savings generated does show up on the
bottom line annually. It contributed substantially to the surplus generated in FM operating
budget in the past years and we expect this to continue into the future. The healthy status of the
energy management fund is essential for staff to continue to do aggressive energy management
for the Corporation.
Staff believe this initiative is aligned with the strategic theme "Effective and Efficient
Government" as contained in the City's Strategic Plan.
FINANCIAL IMPLICATIONS:
This will require an increase in Operating budget of $65,324 plus fringe benefits.
RECOMMENDATION:
That $83,615 be included in Operating budget to cover energy management labor and benefits
starting in 2008.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #15 - Corporate Call Centre
FUND: Operating
DEPARTMENT: Office of the Chief Administrator
PREPARER: Jeannie Murphy, Customer Service Project Manager
BACKGROUND:
In 2002, the Shared Agenda of Council and Administration identified customer service
as a top priority. Staff were directed to determine if the customer service levels that
we were providing were meeting the needs of our citizens. A Feasibility Study was
commissioned and found that customer service is treated as a peripheral function and
not the 'core' activity within divisions. As a result, customer service approaches are
inconsistent across the Corporation.
The Customer Service Strategy Committee also commissioned a study of Kitchener
citizens to determine their experiences and expectations with the City's customer
service. Nearly half of the participants said they experienced difficulties when they
tried to get in touch with the City. Citizens said that they would like the City to enhance
staff training to improve knowledge and customer handling skills, and to improve the
phone system, particularly with a live person to answer calls.
A business case will be presented to Finance & Corporate Services Committee on
Sept.24, 2007 which articulates an implementation plan to transition existing
decentralized call centres across the corporation into a Corporate Call Centre,
providing 24 / 7 customer service to citizens. In addition, a customer service Welcome
Centre will be constructed in City Hall. The purpose of this issue paper is to request
operating budget for Phase 1 of the project which will run from Oct/07 until Nov/08.
RATIONALE / ANALYSIS:
A Corporate Call Centre presents an opportunity to improve service delivery, increase
citizens' satisfaction with the way service is offered, and to become more consistent and
efficient as an organization.
Theme: Efficient and Effective Government
Strategic Direction: Provide services to the public that match or exceed the
customer's expectations and adopt standards that put people first to ensure excellent
customer service.
FINANCIAL IMPLICATIONS:
Phase 1 of this project will require the following operating budgets:
1w-
L I Wez=-
• Call Centre staff
34,679
• Software licenses
2,550
• Training / Team building
4,500
• Computer / Phone Charges
3,778
• Project contingency
10,000
Total Call Centre costs
55,507
Welcome Centre:
• Welcome Centre staff 50,135
• Computer/ Phone Charges 1,852
Total Welcome Centre costs 51,987
Total operating budget required: 107,494
Funding sources:
Tax — base (general expense) 88,773
Sewer enterprise 18,722
Total 107,494
RECOMMENDATION:
That Council approves a 2008 operating budget addition of $107,494 for Phase 1 of the
Corporate Call Centre implementation.
12/14/2007
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #16 - Hours of Work Legislation
FUND: OPERATING
DEPARTMENT: Community Services Department, Operations
PREPARER: Scott Berry — Manager of Maintenance Operations
BACKGROUND:
In 2007, Hours of Work legislation changes impacted the winter maintenance activities the
Operations Division delivers by reducing the time plow and salter operators could drive each
day, while at the same time, increasing the off duties hours requirements. The potential impact
of this legislation was to reduce the productive time that available Operations staff could devote
to winter maintenance activities, and reduce levels of service if not addressed.
RATIONALE / ANALYSIS:
Theme: Efficient and effective government.
Direction: Provide services to the public that match or exceed the customers' expectations and
adopt standards that put people first to ensure excellent customer service.
Initiative: Hire additional staff.
Prior to 2007, winter control activities were traditionally based on 15 hour plow route duration.
Staff and equipment resources were aligned to the ability of staff to devote to winter
maintenance in each day when conditions required it. The new legislation reduces the maximum
hours of driving to 13 hours.
Initial calculations prior to implementation of the legislation, suggested a 13% reduction in
productive time available to us each day to meet Minimum Maintenance Legislation, equating to
a need for an additional 4 plow routes, and possibly an additional 2 salter routes to maintain
current levels of service in terms of winter response.
In 2007, the Operations Hours of Service Budget Issue paper requested an additional 2
temporary staff and 2 rental loaders as an initial response to address this shortfall. It was
recognized at that time, that the changes incorporated, would need to be monitored and
evaluated to determine if additional resources would need to be added to ensure the
Corporation was in compliance with the new legislation in subsequent years. A review of our
ability to provide appropriate levels of service and meet both Hours of Service and Minimum
Maintenance Standards Legislation for the upcoming winter suggests additional resources are
yet required to address these recent changes in legislation.
FINANCIAL IMPLICATIONS:
The addition of two temporary staff and two rental loaders.
• $18.43 x 24% = $22.85 x 800 hr (5 months) _ $18,280 x 2 people = $36,560
Loader @ $5,200 /month x 5 months x 2 loaders = $52,000
Total of $88,560
Staff propose that $88,560 be funded from the 2008 Operating Budget.
RECOMMENDATION:
That Council approves the $88,560 to be allocated to the Operations operating budget in order
for Operations to comply with Hours of Work legislation.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #17 —Analytical Support for Cash and Capital Planning
FUND: Operating
DEPARTMENT: Financial Services — Financial Planning & Reporting
PREPARER: Dan Chapman, Director of Financial Planning & Reporting
BACKGROUND:
The Financial Planning and Reporting Division is responsible for coordinating the City's budget
and financial reporting processes, as well as providing leadership in the area of investment
management, grant applications and financial analysis. An increase in the complexity and
volume of activity, as well as major changes in accounting standards, necessitates the addition
of analytical resources, primarily in the area of cash and capital planning. Staff believes that the
increased investment income associated with increased analytical capacity should be sufficient
to offset the associated costs.
RATIONALE / ANALYSIS:
The Financial Planning and Reporting Division is staffed by six professional accountants who
are responsible for coordinating the City operating and capital budget processes, internal and
external financial reporting, cash and investment management, grant submissions, and financial
analysis. The division provides expert financial support to all City departments in the areas
referenced above as well as with multiple high profile projects, business cases, committees, etc.
The demands placed upon the division have increased over the past several years primarily as
a result of growth and increasing complexity in the activities performed within the division. The
division faces significant challenges and opportunities in the following areas:
• Investment balances have grown by more than 25% over the past five years and the
total value of short-term investments can reach as high as $100 million at a time —
small increases in the investment yield due to additional investment planning can
provide significant revenue to the City;
• The introduction of PSAB 3150 results in a fundamental shift in the approach to
accounting for capital assets and will centralize financial analysis and reporting of
tangible capital asset activity in the Financial Planning and Reporting Division — as a
result, increasing demands will be placed upon the division to provide analytical
support to City departments and Council on issues related to capital asset planning
and lifecycle asset management;
• The City budget process is becoming increasingly complex and sophisticated — in
addition to the fact that gross operating expenditures have increased by almost 30%
over the past five years, the City is moving forward with the development of multi-
year budgets, integrated with the City's strategic and business planning processes,
and aligned with performance measurement. The level of consultation on financial
issues has also increased; and
• There is a need to build capacity for rigorous cash flow forecasting — in addition to
the benefits associated with more detailed forecasting of cash flows (operating and
capital) in order to maximize investment returns, the move to an accrual based
budget will necessitate a detailed cash budget for cash planning and rate-setting.
These demands necessitate the addition of analytical resources to the division. This
approach is consistent with findings in the following areas:
• Internal service level review — as recommended in the Budgets Organizational
Review conducted by the internal auditor in 2005, the Financial Planning and
Reporting Division undertook a comprehensive review of its service levels in
consultation with all City departments. The findings of this review affirmed the
service levels provided by the division but also demonstrated the need to increase
the division's analytical capacity; and
• Employee culture survey — despite the fact that a healthy culture was confirmed
within the division through the employee culture survey, the results clearly indicated
that the current workload is perceived by staff to be excessive, leading to a high
degree of job - related stress. In addition, the workload at the management level is
seen to be a barrier to succession planning.
In order to respond to these issues, staff recommends that Council authorize the addition of one
FTE to the division to create analytical capacity primarily in the areas of cash budgeting,
investment management, capital planning and analytical support for increasingly complex
financial planning and reporting processes.
Staffin_. Comparison
As part of the Organizational Review of the division completed in 2005, it was noted that the
division's staffing level is lower than that of comparable municipalities (Brampton, Burlington,
Markham and Oakville) which have staffing levels ranging from 7 to 10 FTE's, as compared to 6
at the City of Kitchener.
Alignment with the Strategic Plan
The addition of resource capacity for cash and capital planning directly supports the strategic
directions for financial management related to investing and managing assets strategically and
ensuring effective and responsible stewardship of public funds.
FINANCIAL IMPLICATIONS:
The cost of an additional financial analyst is approximately $85,000 in 2008 (including fringe
benefits and overhead). Staff believes that this cost can be offset by additional investment
income associated with improved cash planning and investment management. As such, there
is no net levy requirement associated with this proposal. This assumes an improvement of
approximately 4.7% over five -year average yields, or 3.9% over budgeted 2007 investment
income as a result of the increased capacity for cash planning and investment management.
RECOMMENDATION:
THAT the addition of one FTE be approved for the Financial Planning and Reporting Division to
increase the capacity for cash and capital planning at a cost of $85,000 in 2008; and further
THAT the budget for investment income be increased by $85,000 in 2008 in anticipation of
increased investment yields associated with the increased capacity for cash planning and
investment management.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #18 — Parking Systems Administrator
FUND: Operating
DEPARTMENT: Corporate Services, By -law Enforcement Division
PREPARER: Shayne Turner, Director of By -law Enforcement
BACKGROUND:
Several key items related to the administration of the City's parking enforcement program have
been transitioned to the By -law Enforcement Division since its creation in 2002. These include
the process of parking trials, court filing and court docket preparation, administration of the
City's private parking officer program and the inputting of all handwritten parking tickets (in
excess of 26,000 tickets per year). This workload was initially absorbed within the Division.
RATIONALE / ANALYSIS:
Currently, the above mentioned workload is being handled by a contract position previously
approved by the Vacancy Management Committee. Staff are proposing to convert this position
to a full -time position. They do not foresee the ability to absorb this work into the current staff
complement without a decrease in service levels in other areas when the contract position
expires. The following statistics indicate the growth experienced with regard to the
administration of the parking enforcement program:
- the number of parking trials processed annually has grown from 552 in 2003 to 955 in 2006
(58%).
- the number of private individuals authorized to issue parking tickets on private property, has
risen from 1,100 in 2002 to approximately 1,600.
- the number of handwritten tickets to be inputted has grown form 19,446 in 2002 (done by
cashiers) to 26,260 in 2006 (35 %).
- the tracking of calls for service (parking complaints) has increased from 1200 in 2003 to
approximately 3,500 in 2006.
Risks: The parking ticket revenue funds the entire Parking Enforcement component as well as
the Noise Enforcement component of the Division and realizes an annual surplus of
approximately $107,000. Failure to allocate resources in this area on a full time basis may
jeopardize our ability to process tickets and conform to provincial legislation (Provincial
Offences Act). A failure in either or both of these areas may result in a reduction of revenue,
non - compliance with provincial legislation and reduce our ability to meet acceptable response
times to calls for service.
Staff feel that this proposal is aligned with the strategic theme of "Effective and Efficient
Government" as contained in the City's Strategic Plan.
FINANCIAL IMPLICATIONS:
It is anticipated that the annual cost of this position would be $56,000. Approximately $36,000
of this cost can be absorbed from the existing part -time wages Index (that being the dollars
currently used to fund the contract position). As such, $20,000 would be required as new funds
to be placed in the Division's Operating Budget.
RECOMMENDATION:
That a Parking Systems Administrators position be created with the By -law Enforcement
Division with the corresponding $20,000 to be allocated to the annual Operating Budget of the
By -law Enforcement Division.
IIIIIIII �lIR�
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #19 — JUNIOR BUYER
FUND: OPERATING
DEPARTMENT: FINANCIAL SERVICES - PURCHASING
PREPARER: LARRY GORDON, DIRECTOR OF PURCHASING
BACKGROUND:
The Purchasing Division has not increased our staff complement since 1980 and has reached
the point where we are no longer able to ensure that our service delivery to our client
Departments /Divisions meets their expectations. We have achieved the maximum benefit of
technological changes and require an additional staff person (Junior Buyer). *Work Load Issues
see attached.
RATIONALE / ANALYSIS:
The addition of a Junior Buyer who will be able to issue routine quotations and tenders will allow
the Buyers, Supervisor and Director additional time to ensure that the more complex tenders
and quotations are issued expeditiously. This will ensure that projects commence earlier, thus
helping to deliver City Services /Projects to the users earlier. Purchasing services will be more
affect on effect on Kitchener residents' quality of life.
FINANCIAL IMPLICATIONS:
The Financial Implication for this position will be a net increase of approximately $55,000
(wages +fringe benefits) to the Purchasing /Stores Operating Budget.
RECOMMENDATION:
That the Purchasing Division be authorized to create a position of Junior Buyer that will enable
the Division to provide faster turn - around times for quotations and tenders and increase the
City's ability to enhance ratepayer satisfaction through faster deliver of new programs and
financial savings through additional new contracts.
* Changes and trends over last 5 years in Purchasing environment that impacts workload:
• Increased number of tenders and quotes — why?
• Increased volume of projects being undertaken by City (e.g. accelerated
infrastructure program, EDIF program, etc.)
• Tender and quote $ limits haven't been increased since by -law change in 2001
• Increased user expectations regarding turnaround time
• Automation /technology improvements have reduced time required for routine tasks
• Increased responsibilities related to legal liability, risk management and safety
• Increased complexity of quotes and tenders (i.e. buying more complex goods and
services, requiring more details specs)
• Increased number of errors in documents prepared by consultants and operating
department staff, resulting in more time being required by purchasing administrative staff
to proofread documents and only one person is really good at proofreading
• Increased requests from boards (Library and CITS) to prepare quotes and tenders to
enable them to get better pricing
• Increased involvement in specification writing for RFPs and El's
• New computerized purchasing system will have an impact on the way we do work as
well (e.g. may need more buyers and fewer admin)
• Increased involvement in purchasing co- operatives and joint purchasing strategies,
which increases value for the City, but also increases workload because often times
because Kitchener is the largest and most sophisticated participant, we end up doing the
work
• Increased financial information required for reports to Council
• Approval delays because of Council meeting schedule
• Delays in getting information from user departments and /or FPR adds time to the
process
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #20 - Supervisor of Storm and Sanitary Maintenance
FUND: Operating
DEPARTMENT: Community Services Department, Operations
PREPARER: Scott Berry — Manager of Maintenance Operations
BACKGROUND:
Currently within the Operations Division, the Sanitary Sewer and Storm Water Section have one
Supervisor, 16 full time staff and 4 seasonal staff. Staff is responsible for maintaining the City's
Storm and Sanitary Sewer infrastructure which includes 23 pumping stations and all regional
storm drains and maintenance cleaning. This includes approximately 1,000 km of storm and
sanitary pipes, and all city water courses and storm water management ponds.
The current supervisor is responsible for all 16 full time staff as well as 4 seasonal staff and is
also on call year round. Periodically a roads supervisor would be utilized to backfill the on call
duties when the current supervisor is absent and a unionized staff member would perform
regular daytime supervisory functions. The wastewater collection facility, which is licensed by
the Ministry of the Environment, has recently been upgraded to a level four classification, which
the current supervisor possesses. No other Supervisor in Operations is licensed at that level.
RATIONALE / ANALYSIS:
Theme: Efficient and effective government.
Direction: Provide services to the public that match or exceed the customers' expectations and
adopt standards that put people first to ensure excellent customer service.
Initiative: Hire additional supervisor.
This area has undergone considerable growth and experienced technological advancements in
the last few years with the addition of 8 pumping stations since 2000, at least one storm water
management pond for each newly developed subdivision and regional infrastructure growth.
The level of supervision required for this amount of infrastructure has surpassed what is
normally expected of one supervisor.
The Overall Responsible Operator (ORO), which is a requirement of our licensing with the
Ministry is held by the current Supervisor and would be shared between the new and existing
Supervisor. The on call Supervisory duties would also be split between the two Supervisors.
A proposed staff reporting structure would see the area remain under the direction of the
Manager of Operational Support:
Manager of Operational Support
Supervisor Supervisor
Storm &Sanitary Maintenance Waste Water Operations
8 Full Time Employees 8 Full Time Employees
4 Student Seasonal Employees
FINANCIAL IMPLICATIONS:
That the Operation's Division budget — Administration Section be allocated an increase of
approximately $53,500 in wages /fringe benefits and an increase to the equipment costs budget
of approximately $4,000.
The breakdown would be 50% ($57,500) funded by the Sanitary Utility and the remaining 50%
($57,500) would be funded in Operations through a re- allocation of existing funds.
RECOMMENDATION:
That Council approves the funding requirement of $115,000, with $57,500 funded from Sanitary
utility and $57,500 funded from the Operations operating budget, to be used to hire an
additional supervisor for the Storm /Sanitary Sewer area.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #21 — Kitchener Public Library — Operating Budget Request in
excess of 3%
FUND: Operating
DEPARTMENT: General Expense — Boards
PREPARER: Sonia Lewis
BACKGROUND:
In the preparation for the 2008 Operating Budget, the Library made every effort to carefully
review each budget line to comply with the 3% guideline provided by the City of Kitchener. Of
the additional $114,430 requested, $20,750 relates to a 0.5 FT staffing request for the Forest
Heights Community Library outlined in a separate issue paper for strategic initiatives submitted
in August. Many budget lines have been frozen and a few have been adjusted by inflation or to
reflect actual costs. The revenue generation opportunities were also reviewed resulting in
increases for interest related revenues and decreases in room rental, photocopy and
partnership revenue. A room rental fee survey conducted this fall determined that the library's
rates are consistent with or higher than the City of Kitchener's anticipated 2008 rates.
As a public service organization, the two largest operating expenses relate to resource materials
and salaries and benefits. For 2008, a COLA of 3% (same rate as City of Kitchener) has been
incorporated. The impact of COLA, minimum wage increase (approximately 9 %), salary
progressions and the related impact on benefits such as CPP, El, OMERS, WSIB, and EHT
exceed the 3% guideline. The salary budget assumes a gapping target of $30,000.
A market compensation survey conducted in 2003 concluded KPL's employee benefits and paid
absences policies were less generous than the average of other comparable libraries. The
2008 budget includes $20,000 towards benefit improvements as identified in the survey. Like
the salary adjustments approved by Council in the past, benefit improvements will help KPL
remain competitive in the employment market.
To respond to inflation, price increases, population growth and increased demand for KPL
resources the resource budget must increase annually by at least the rate of inflation. For 2008
the resources budget and associated processing costs have been adjusted by 2% for inflation.
From 2000 to 2005 the cost of fiction books increased by 6.4 %, non - fiction books by 11.17 %,
audio books by 12.29% and magazine subscriptions by 34.04 %. With no increase to the budget
several new formats were introduced, including DVDs, e- books, online audio books and
newspapers and a number of electronic databases. During this same period visits to KPL
jumped 54 %, the number of registered borrowers increased 71 %, the circulation of audiovisual
materials went up by 85% and the number of reserves place on items jumped by almost 120 %.
While KPL may benefit from the strengthening Canadian dollar in 2008, there is a 6 -9 month lag
between the time prices are set and books are sold. Furthermore, a stronger Canadian dollar
will not compensate for the resources budget having being flat -lined from 2000 -2006.
The promotional and public programs budgets have been frozen for many years and have been
adjusted by 2% for inflation to address increases in printing and programming material costs.
RATIONALE / ANALYSIS:
The budget request reflects the true cost of operating the library system at the current service
level. No new services have been incorporated and any possible savings, including $30,000 in
staff gapping, have been included. As identified above, the impact of COLA and the net impact
Ion benefits alone, make it impossible to achieve the 3% guideline while maintaining the current I
service level to the citizens of Kitchener.
FINANCIAL IMPLICATIONS:
Cutting $114,430 would compromise the Library Board's ability to maintain the current level of
service. Without the funding level requested for 2008, the Library Board would need to consider
cuts to the resource materials and /or the salary budgets. The service delivery impacts could
include reduced public service hours, services and programs and /or fewer new books,
magazines, and audiovisual materials available to the public. A reduction of service hours could
range from closing one evening per week to complete closure for several days.
RECOMMENDATION:
The Kitchener Public Library Board recommends the approval of the funding request to ensure
the continuation of the current level of service provided to and valued by the community.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #22 — Williamsburg Community Centre Proposal
FUND: Operating
DEPARTMENT: Community Services — Community Programs & Services
PREPARER: Mark Hildebrand, Interim Director, Community Programs and
Services
BACKGROUND:
In May 2006 staff was directed to investigate the potential for a multi -year lease for dedicated
meeting, office and programming space in the Williamsburg area. On September 11, 2007,
Community Services Committee were in receipt of report CSD -07 -040 outlining options for
providing community support, including the provision of space, to the Williamsburg community.
At this meeting it was recommended that, subject to Council's 2008 budget deliberation
process, a lease agreement with RBJ Schlegel for the use of 3,000 square feet of space (at
$25. per square foot) be approved.
RATIONALE / ANALYSIS:
Corporate Theme: Development
Strategic Direction: Continue to focus on maintaining and enhancing community centres and
pools
At the September 11, 2007 Community Services Committee meeting the following options were
provided for the committee's consideration:
• Pursue leasing 3,000 square feet of space for 5 years at $25. a square foot beginning
July 2008;
• Refer the costs associated with leasing this space for 2008 to the 2008 budget process;
• Refer the costs associated with topping up this amount, to reflect a full year of leasing
and operating, to the 2009 budget process; and
• Allow staff to re- allocate existing budget resources to provide the support needed to the
Williamsburg Community (beginning July 2008).
2008 Budget Implications
The following are the "C" class cost estimates if the City leased 3,000 square feet of space for 6
months, beginning July 2008. Also included below are the estimated costs associated with
furnishing and fitting up the leased space. The amount for furnishings and fixtures would be
addressed in the 2008 capital budget.
Lease Costs (3000 square feet @ $25. sq foot) $ 371500
Facilities Management Costs 121290
Utilities Costs 31475
Total Cost $ 531265
Furnishings and Fixtures (Capital) $ 401000.00
Staff is suggesting that existing budget resources be used to fund the Community Services staff
support that would be required to animate the Williamsburg community. In report CSD -07 -040 it
was suggested that, at minimum, a part -time District Facilitator and support staff would be
needed to provide for any consistent support to the community. Staff is suggesting the
reallocation of $40,800 to cover the costs of moving a part -time District Facilitator to full -time, to
provide support to Williamsburg, and provide minimal administration support as well.
2009 Budget Implications
Approval of $53,265 in the 2008 operating budget will cover the operations of the Williamsburg
community space for 6 months. In this scenario it will be necessary to add, and refer the costs
associated with operating the community space for a full year to the 2009 budget process. It is
estimated that it will cost an additional $54,865 to cover the lease, facility management and
utilities cost for a full year. This is a "C" class estimate and includes a 3% inflationary increase
from 2008 budget amounts. It should be noted that this amount does not include any additional
Community Services staff support that may be required in 2009. Staff support suggested for
the 6 months in 2008 is minimal and, depending on community demand, may not be sufficient in
2009.
FINANCIAL IMPLICATIONS:
Staff is requesting an increase of $53,265 in operating funds to address the costs associated
with leasing and operating 3,000 square feet of space in the Williamsburg area. This amount
covers the cost of lease the space, including common area maintenance, insurance and taxes;
facilities management costs; and utility costs. There is also a $40,000 estimated capital cost
associated with furnishings and fixtures, for 2008.
RECOMMENDATION:
That $53,265 is added to the Community Programs and Services operating budget to
accommodate the costs associated with leasing and operating 3,000 square feet of space in the
Williamsburg area for 2008.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #23 - Mileage Rate
FUND: Operating
DEPARTMENT: Financial Services — Financial Planning & Reporting
PREPARER: Saleh Saleh, Senior Financial Analyst
BACKGROUND:
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 / ANALYSIS:
The cost to operate a vehicle is estimated to be $0.44 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
City of Waterloo 0.44
City of Cambridge 0.44
Region of Waterloo 0.45
City of Guelph 0.45 First 5,000 km
0.39 Over 5,000 km
City of Hamilton* 0.50 First 5,000 km
0.44 Over 5,000 km
City of Burlington 0.44
*will be adjusted to the 2008 tax exempt allowance rate once published by Department of Finance
The tax exempt allowance rates are as follows:
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:
Increasing the rate per kilometer to $0.44 for the first 5,000 kilometers will add $3,808 to the tax based operating
budget based on 2007 mileage. It would appear, based on year-to-date actuals, that this increase can be
accommodated within the existing 2008 budget allocation.
RECOMMENDATION:
That the City of Kitchener's rate per kilometre be at $0.44 for the first 5,000 kilometres, and $0.39 for each
-additional kilometer, effective March 1, 2008.
Assumptions & Calculation of Annual Operating Costs for 2008
Assumptions
3)959
Capital Cost
25,793
Salvage Value
6)000
Depreciation, over 5 years
3)959
Insurance
1)530
Average annual interest, at 6.0%
825
Kilometres Per Year
24)000
Fuel Consumption
7.5 km per litre
Annual Fuel Consumption
3)200
Repair Allowance
1)000
Fuel Cost ($ per litre)
1.00
AnnualODeratina Costs
Depreciation
3)959
Insurance
1)530
Interest
825
Licence
74
Repairs
1)000
Fuel
3)200
10, 588
Cost Per Kilometre
0.44
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #24 — Legislative Changes
FUND: Operating and Capital
DEPARTMENT: All
PREPARER: Dan Chapman, Director of Financial Planning & Reporting
BACKGROUND:
The attached is a summary of the impact of legislative changes on the tax-base and enterprise
budgets from 1999-2008.
RATIONALE / ANALYSIS:
This information is provided annually to provide context for the impact of legislative changes on
the City's operating budget.
FINANCIAL IMPLICATIONS:
The impact of legislative changes is non-discretionary and must be built into the City's budget.
RECOMMENDATION:
None
EXTRA COSTS TO THE CITY OF KITCHENER DUE TO LEGISLATIVE CHANGES 1999 -2008
FUNCTIONAL AREA
TAX -BASE CHANGES
FINANCE
Foregone interest due to late tax bills
New tax bill format
Vacancy administration
Rebate programs administration
Fleet Drive Clean
Additional GST Rebate
Ontario Regulation 363/04 National Load Securement Standard
PSAB 3150
FACILITIES MANAGEMENT
Asbestos management program
Electrical safety authority
Backflow prevention
TSSA - pressure piping
Security Guard Act
Bill 124 permit requirements
Generator verification
Roof anchors inspection
TSSA - amusement devices (pools & waterslides)
Arc Flash Safety Requirements
CSD
Public Spa Regulations - Lyle Hallman Pool
HR
Construction Projects O. Reg. 275/05 Asbestos
Ontario Regulation 363/04 National Load Securement Standard
Confined Space 628 for construction, 629 Industrial
WSIB changes to reporting requirements
Permit System
New "Family Day" statutory holiday
PLANNING AND DEVELOPMENT
Development Charges reduction
New School Site Plans 1 /yr
ROADWAYS
Regulatory signs
Traffic control
Standby generator load testing
Road patrol
CSA playground surface
Traffic calming EA's
Hours of Work
Training and Compliance Co- Ordinator
FIRE
Inspection for hotels, motels and nursing homes
Emergency planning and preparedness
Fire investigations
Training - to meet provincial standards
CORPORATE SERVICES
Election Costs Over 4 Years vs. 3
Loss of Birth Registration Function
TOTAL TAX -BASE CHANGES
ENTERPRISE CHANGES
FINANCE
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
858,000
195,000
570,000
300,000
306,000
312,120
318,362
324,730
331,224
337,849
20,000
5,000
5,100
5,202
5,306
5,412
5,520
5,631
20,000
20,400
20,808
21,224
21,649
22,082
22,523
22,974
1,000
1,020
1,040
1,061
1,082
1,104
1,126
1,149
1,172
1,195
5,000
85,730
20,084
58,400
24,523
20,934
20,000
20,400
20,808
21,224
Hours of Work
(600,000)
(617,000)
(643,000)
(655,860)
(668,977)
45,800
46,716
Training and Compliance Co- Ordinator
30,000
30,600
15,000
15,300
PLANNING AND DEVELOPMENT
160,000
173,000
Building Inspection New Certification re: Bill 124
15,000
15,300
20,000
5,000
5,100
5,202
5,306
0 15,000 20,000
20,400
35,808
(463,476)
(476,918)
30,000
30,600
31,212
31,836
32,473
1,219,927
926,624
544,342
357,815
625,732
50,000
6,000
6,120
6,242
6,367
19,000
4,000
4,080
4,162
4,245
5,000
5,100
5,202
5,306
60,000
61,200
62,424
63,672
64,946
4,000
4,080
4,162
4,245
4,330
3,230
3,295
3,360
3,428
3,496
60,000
15,000
10,000
5,000
2,000
2,040
2,081
3,000
3,060
3,121
5,000
5,100
5,202
1,200
1,224
1,248
100,000
100,000
60,778
87,667
48,111
385,444
54,000
487,524
352,189
197,934
1,109,994
773,444
7,750
7,875
7,750
7,905
8,063
8,224
8,389
8,557
8,728
8,902
50,000 50,000
75,157 20,000
8,400 8,568 8,739 8,914 9,092 9,274 9,460 9,649 9,842 10,039
150,000 153,000 156,060 159,181 162,365 165,612 168,924
30,000 30,600 31,212 31,836 32,473 33,122 33,785
30,000 30,600 31,212 31,836 32,473
85,000 173,560
85,000 76,000
76,213 78,904 81,690 82,363 85,981 88,799 87,701 90,575 92,386 94,234
56,748 73,721 57,883 75,195 76,699 78,233
39,452 40,845 41,118 42,990 44,399 43,850 45,287 46,193 47,117
88,194 90,930 88,921 92,828 131,790 185,027 193,157 197,020 200,960
(31,189) (31,189)
47,756
1,017,141 642,410 1,034,346 1,199,527 890,816 1,007,818 834,733 749,933 2,126,645 1,860,256
Gas Distribution Access Rule (GDAR)
373,638
451,057
475,030
Additional GST Rebate
(500,000)
(514,167)
(535,833)
(546,550)
(557,481)
PSAB 3150
90,000
98,000
WATERWORKS
Water quality testing
15,000
15,300
15,606
15,918
16,236
16,561
16,892
47,230
Recertification
15,000 5,000
5,100
5,202
5,306
5,412
5,520
5,631
5,743
SANITARY UTILITY
Hours of Work
45,800
46,716
Training and Compliance Co- Ordinator
15,000
15,300
PLANNING AND DEVELOPMENT
Building Inspection New Certification re: Bill 124
15,000
15,300
15,600
15,912
16,230
16,555
TOTAL ENTERPRISE CHANGES
0 15,000 20,000
20,400
35,808
(463,476)
(476,918)
(124,202)
94,060
147,094
TOTAL IMPACT OF LEGISLATIVE CHANGES
1,017,141 657,410 1,054,346
1,219,927
926,624
544,342
357,815
625,732
2,220,705
2,007,349
Notes:
1. Costs are approximations
2. Federal Gas Tax Revenue excluded as it is a grant (unlike GST rebate which is a permanent legislative change)
Issue Paper #24 - Legislative Changes
Legislative Changes 2007 -12 -14
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #25 — Potential Budget Reduction — Grass Cutting (Cul -de -sacs)
FUND: Operating
DEPARTMENT: Community Services Department
PREPARER: Greg Hummel- Interim Director of Operations
BACKGROUND:
Through the budget focus group sessions, Council was presented with options to help reduce or
minimize the operating budget in Grass Cutting by considering a program to have neighbours
`adopt' the cul -de -sac islands on their street. Direction was given to review the suggestions from
an operations view and to see how we may accomplish the suggestions.
RATIONALE / ANALYSIS:
Cul -de -sacs in the City of Kitchener are classified as `class /priority 3' standard in that they are
planned to be cut on a 3 week rotation and will be cut when the turf grows to 15 -30 centimeters
in height. This standard is rarely achieved because there are over 500 cul -de -sac islands in our
inventory and limited resources to meet the demand. At present, the current practice is to have
the cul -de -sacs cut on a 4 week rotation.
Presently, many of our cul -de -sac islands are being maintained by residents. This maintenance
arrangement is being carried out by the residents on an ad -hoc basis and not known by the City
of Kitchener. Based on the total number of cul -de -sac islands, the required labour force and
equipment is not available in the operating budget at this time to meet the service level standard
that has been established.
In the past, we have accepted voluntary labour to cut some of our inventory. This program was
carried out by KW Rehabilitation. The type of work was not viewed as fully engaging and did not
provide enough of a skilled trade for their members. Because of this, the practice was
discontinued.
In reviewing the cul -de -sac maintenance activity, there are a number of factors that need to be
fully assessed before the City would be able to solicit help in the maintenance operations of
these pieces of property.
1) Based on our existing collective agreement, our Union membership would have to be
willing to allow the City of Kitchener to contract out the service of turf maintenance either
through payment for service or volunteers.
2) How would the City of Kitchener ensure that the minimum maintenance standards would
be followed?
3) How would the program be administered?
4) What risks are associated with allowing a resident to maintain our property?
5) Are there requirements to have these residents covered under our Health and Safety
policies and WSIB coverage?
6) Is there a compensation package for the residents who look after our property?
7) What risks are assumed by the resident while accessing the cul -de -sac island by way of
the road?
Option to Improve:
Operations has an existing program called Community Gardens. This program was created to
assist neighbours on cul-de-sacs who wanted to beautify their island by removing the turf and
adding plant material. By removing the turf and planting the area created a better environmental
condition and reduced the negative impacts of running mowers and trimmers. The program
operates through direct requests from the public. Through the completion of an application
form, residents will receive approved funding through a report to Council as part of a one time
grant of $1,500.00. This funding amount and the application process has become a deterrent to
the success of the program. The program has a funding total of $13,000 per year and a
maximum grant amount of $1,500. If the program was better communicated and the application
process simplified, residents would embrace the program. Also, by removing the limitation on
the amount given to each project and by reviewing each project on a site by site basis many of
the projects would become a reality. By making these changes to the Community Garden
program, there would be more planting opportunities on cul-de-sac islands and the amount of
turf that would have to be maintained would be reduced. This would be a positive both through
operations and to the environment. Through careful monitoring of the program and its
successes, expansion of the program would be beneficial in the future.
FINANCIAL IMPLICATIONS:
Not applicable at this time.
RECOMMENDATION:
To continue to review the opportunities suggested by the community and to find the answers to
the questions that could help us meet the minimum standards that have been established. This
further review would be a longer term objective and be part of the 2009 budget process.
To make the necessary adjustment to the 'Community Garden' program so that the program
becomes more accessible to the general public and to communicate to the residents that the
program is available.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #26 — Potential Budget Reduction — Leaf Collection
FUND: Operating
DEPARTMENT: Community Services Department
PREPARER: Scott Berry — Manager of Maintenance Operations
BACKGROUND:
During 2008 Budget Focus Groups, the following suggestions were made in relation to the Leaf
Collection activity.
1. Assess cost /benefit as it relates to use of leaf drop off sites, and the rationale for adding
more sites.
2. Assess feasibility of selling collected leaves for mulch.
3. Assess rationale of providing bagged leaf collection on one side of the street only.
RATIONALE / ANALYSIS:
1. The leaf drop off sites are a key component to the City of Kitchener's success with the
leaf collection activity as these sites divert significant amount of leaves from the streets.
There are presently twelve sites spread geographically throughout the city. Areas of the city
that are heavily treed have a greater number of drop off sites for residents to utilize within a
given distance. These sites cost approximately $100,000 per leaf season to maintain.
Beyond the leaf season, these sites are unfortunately used regularly by residents and
landscape / home renovation contractors for year round illegal dumping of refuse. Because
of this, Operations staff are needing to maintain some of these sites on a bi- weekly basis
outside of the leaf program at an additional cost of $30,000 - $40,000 per year (exclusive of
increased By -Law Enforcement patrols to address illegal dumping issues) for the twelve
sites city -wide.
While the benefit of utilizing leaf drop off sites during the leaf season is unquestioned, staff
would strongly suggest the number of sites be limited in numbers to maximize benefits and
minimize locations for illegal dumping. Two of the twelve sites are recognized by staff as
being presently under - utilized by residents during the leaf program. While it is difficult to
remove a site from service, adding more sites at this time may not be beneficial.
Establishing these sites in areas close enough to residential neighborhoods to be
convenient for residents, but yet, out of sight because of the potential for illegal dumping and
concerns from residents in the immediate area continue to be a major challenge in satisfying
all needs of residents.
2. The City of Kitchener handles between 4,000,000 and 6,000,000 Ibs of leaves from
streets and leaf drop off sites each year. These leaves go to either farms as directed by the
Region of Waterloo to supplement soil or to the Waste Management Facility in Waterloo
where the leaves are composted and given away or sold.
In discussions with Region of Waterloo staff, while it is true some of the leaves are sold to
large users such as commercial nurseries, there is a surplus of this product on the market
each year and prices received reflect this fact.
Municipalities throughout the Region all have leaves to dispose of in one form or another
every year.
The fact that the Region encourages area municipalities to utilize the farms for leaf drop off,
identifies the surplus of this material in terms of quantities required for sale or giveaway.
Further, revenues received do not offset the costs of stockpiling, processing, loading and
administration of the sale of the product to consumers. The Region continues to operate this
program primarily to divert leaves from landfill , as opposed to a revenue generator.
In an effort to deal with the amount of material on hand, the Region is underway with a pilot
project to give compost material away for no charge to residents May through October, as
opposed to the single day free distribution seen in May and September in the past.
3. The Region of Waterloo is responsible for the curbside yard waste collection program,
and the suggestion to provide bagged leaf collection on one side of the street only has been
communicated to Region staff for their information.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
1A. That Operations staff continue to monitor the need for additional leaf drop off sites
throughout the City of Kitchener, adding additional sites only when there is a clear need.
1 B. That Operations and Communication staff continue to explore additional ways to market
and communicate to residents the preferred use of leaf drop off sites over curb side loose
leaf collection practices.
2. That the City of Kitchener continue to transport leaves to either private farms as directed
by the Region of Waterloo or to the Region's Waste Management Facility for compost.
3. That through the public forum process, explore the communities desire for the elimination
of loose leaf collection from roadways in favour of curbside yard waste program only.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #27 — Potential Budget Reduction — Sportsfield Maintenance
(`Adopt —a- Park')
FUND: Operating
DEPARTMENT: Community Services Department
PREPARER: Greg Hummel - Interim Director of Operations
BACKGROUND:
Through the budget focus group sessions, Council was presented with options to help reduce or
minimize the operating budget in Sportsfields by considering a program to have User Groups
`adopt' the facility in which they play. Direction was given to review the suggestions from
maintaining field conditions, painting of lines and addressing garbage collection.
BACKGROUND:
Sportsfield Operations looks after 185 various fields within the City of Kitchener. The fields are
classified by five settings, Al, A21 B, S1, S2 and receive different levels of service based on
their classifications. All field maintenance is based on a fee for the level of service provided to
each of the different facilities.
A1, A2: These field classifications are very similar in that the only difference is that the Al fields
have additional amenities such as lighting or irrigation. These fields are cut twice a week and
are lined daily depending on the scheduled use. These fields are also controlled by permit and
access is not allowed without a permit.
B: These fields are situated in City owned parkland and are maintained on a weekly basis.
Fields are cut and lined each week and changed depending on the scheduled use.
S1, S2: These fields are located on School Board lands. These fields are cut and lined on a bi-
weekly basis and programmed so that field lining is consistent each week.
RATIONALE / ANALYSIS:
All of our fields are used for many different sports during the week. Fields are used for soccer,
flag football, rugby, football, field hockey, field lacrosse, frisbee football and many other uses as
requested. Baseball diamonds don't have as many different sports on the diamonds, but with
slo- pitch, boys and girls fastball and baseball all needing different pitching rubber distances,
base distances and sport specific lining, the diamonds change on a daily basis. With the
different uses, there is a need to have the technical skill /ability to adjust the field requirements at
each facility. This coupled with the concerns about quality of workmanship and issues of safety
become prohibitive in moving forward with this option.
The types of equipment required for cutting and grooming would add additional risk and safety
concerns if the general public is using the equipment. This also poses issues regarding the
`collective agreement' and having any other people participate in CUPE 68 work.
Based on the different daily users, it would be impractical to have each group look after the
lining or cutting of grass at each facility. With the fields at close to 95% capacity, having groups
line, pick garbage and possibly change pitching rubbers and bases could pose problems and
additional risks associated with preparing the fields for use. With the high use capacity, the turn
around for preparation of the fields for each user group and the existing high expectations of
quality would be negatively impacted.
Our user fees were reviewed with all the groups and set to account for 50 -75% of the operating
costs of maintaining the fields. These incremental increases were phased in over a five year
period with 2008 being the last increase. We will be meeting with the users to review costs to
date and service level requirements. The fee schedule was designed to have minor sports
groups cover 50% of the operating costs and adult user fees to cover 75% of the operating
costs of the sports facilities. Presently, the user fees are only covering approximately 27% of the
operating expenses and are not near a full cost recovery position.
Option to Improve:
The greatest impact that the sports groups could have at the facilities is addressing the amount
of garbage that is left behind after every sporting activity.
In 2007, through the Cleanliness Committee, a pilot project was initiated at South West Optimist
Park with any interested user group to help keep the park clean by picking up litter after their
bookings. Only one group took the opportunity to help improve the cleanliness of the facility and
received a grant of $250.00 for their efforts. Through discussions with other groups at our year
end users meeting, more groups are interested in participating in this program.
In Sportsfield Operations, two staff members spend a minimum of two hours a day picking
garbage off the ground at our active sports facilities such as Budd Park. Based on the time
spent each day picking garbage, staff spends a minimum of $5,600.00 a season on this activity
alone at one facility and not spending their time on the desired needs of the users and the
facility itself.
FINANCIAL IMPLICATIONS:
If the groups were to concentrate their energy on picking garbage up after their bookings at the
active facilities such as: Peter Hallman Ball Yard, Budd Park, South West Optimist, Wilson Park,
Meinzinger, Woodside, Lion's, Rosenberg, Breithaupt, Kaufman and Fischer Park there would
be a reduction of time spent on garbage by almost $56,800.00. This savings would allow for the
parks to be kept in a cleaner condition and allow staff to provide a desired level of service on the
sports fields.
RECOMMENDATION:
To continue to find partnerships with the users to help minimize the time spent on garbage
collection by staff and to concentrate staff efforts on the playing fields. Also to meet with our
user groups to find solutions for the cleanliness of our facilities.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #28 — Market Salary Survey
FUND: Operating
DEPARTMENT: Human Resources
PREPARER: Doug Paterson, Director of Human Resources
BACKGROUND:
A consulting firm was contracted to review the competitiveness of the City's salary structure.
This review is a standard in the City's salary administration process; however a review has not
been undertaken since 1989. A number of issues over recent years have highlighted some
problems with the City's current compensation levels (e.g. recruitment and retention difficulties
for some job classes) and as such, a review was warranted.
RATIONALE / ANALYSIS:
One of the City's corporate strategic directions related to leadership is to position the
municipality as a leader in public sector policy, processes, and programs. One of the key
components of this direction is developing a long term strategy to recruit and retain well
qualified staff. A fair and competitive salary /wage structure is integral to that strategy. The
study's two main objectives were:
1. Conduct an analysis to clearly identify how Kitchener pay structures compared to the
salary market in 2006; and
2. Develop recommendations for pay range adjustments in 2008 that are in keeping with
pay policy.
Based on market pay data gathered from six independent research sources, the study
concluded that Kitchener's pay ranges are below market — 1% to 8.6% on average for salaried
jobs and 0 to 6.6% on average for hourly jobs. The study also concluded that the current pay
policy of 50th percentile of market results in the City never paying more than the bottom half of
the salary market, making it extremely difficult to attract candidates. Other conclusions include
the need to reduce the number of pay grades in the system to make salary administration easier
and the need to update pay rates to market on a more regular basis.
FINANCIAL IMPLICATIONS:
The operating budget impact for 2008 would be $720,000.
RECOMMENDATION:
The sum of $720,000 be set aside in 2008 for the potential implementation of salary
adjustments. Any recommended adjustments will be brought forward to Council at the
appropriate time in 2008.
CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #29— Investment Income
FUND: Operating
DEPARTMENT: General Revenue
PREPARER: Roger LeBrun, Manager of Financial Planning & Reporting
BACKGROUND:
Generally, each year Council has reviewed the budget for investment income. 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.
RATIONALE / ANALYSIS:
The charts below summarize the five year history on rates and balances. Chart #1 shows the
previous 5 years of short term average yields earned and chart #2 shows the previous 5 years
of short term investment balances.
Upon analyzing the five year averages of short term investment balances ($83M), short term
interest rates (3.24 %) and average amount attributable to the operating fund (84 %), the
resulting average short term interest amounts to approximately $2.21VI annually.
While it is acknowledged that the 2008 investment income will still likely be greater than $2.2M,
it is a level of investment earnings that is believed to be sustainable over time.
FINANCIAL IMPLICATIONS:
None at this time.
RECOMMENDATION:
That the 2008 budget for investment income be set at $2.262M which incorporates a 3%
increase over the 2007 budget.
Chart #1
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Chart #2
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CITY OF KITCHENER
2008 BUDGET ISSUE PAPER
ISSUE: #30 - EDIF Special Capital Levy
FUND: Operating
DEPARTMENT: General Expense
PREPARER: Ruth -Anne Goetz, Senior Financial Analyst
BACKGROUND:
In the original EDIF projections, calculated by Ernst & Young in early 2004, the projected
interest rates on the ten -year $89 million debt issue program ranged from 4.75% in the early
years to 7.5% in the final 6 years of the program.
RATIONALE / ANALYSIS:
During budget preparations this year, staff revised these projections to incorporate the actual
interest rate on debt that has been issued for the EDIF fund to date (ranging from 3.15% to
5.03 %) and also revised the projected interest rates on future debt to 6 %. Using lower, and
more realistic, interest rates means that the special capital levy increases can be reduced in
future years.
FINANCIAL IMPLICATIONS:
To adjust the EDIF projections to reflect a lower special capital levy rate, three primary options
are available for Council's consideration:
Option 1
Straight -line the special capital levy rate for the remainder of the EDIF program. This results in
a special capital levy rate of 1.10% for 2008 t0 2013 (originally projected at 1.23 %). This would
reduce the overall property tax increase in each year by 0.13 %; or
Option 2
Lower the current year's special capital levy rate to 0.71 %, from 1.23% as originally projected.
The levy rate for 2009 to 2013 would remain at the current projected level of 1.23 %. This
would reduce the overall property tax levy increase in 2008 by 0.52 %; or
Option 3
Maintain the special capital levy at approximately 1.25% for the remainder of the program.
This would provide an additional $2.9 million of revenue to the EDIF program, over the next six
years.
RECOMMENDATION:
Staff recommends that the EDIF projections by amended to reflect current anticipated interest
rates on debt issuance and that Council give direction with respect to how the lower debt rates
should flow through to the general levy.