HomeMy WebLinkAboutFIN-09-002 - 2009 Final Budget DayI L REPORT 74
Report To: Councillor Berry Vrbanovic, Chair, and Members of the Finance and
Corporate Services Committee
Date of Meeting: January 12, 2009
Submitted By: Dan Chapman, General Manager of Financial Services
Prepared By: Roger LeBrun, Director of Financial Planning &Reporting (2339)
Ward(s) Involved: All
Date of Report: December 18, 2008
Report No.: FIN -09 -002
Subject: 2009 FINAL BUDGET DAY
RECOMMENDATION:
For discussion
BACKGROUND:
On Monday, January 12, 2009 Council will review the 2009 operating and capital budgets.
Council members are asked to bring this package and copies of previous budget presentations
to the meeting for reference.
REPORT:
Budget detail and supplementary information is contained in the following attachments:
Slide presentation
Issue Paper #1 —Site
Plan and Development Review (FTE)
Issue Paper #2 —
Construction Engineering Project Delivery (FTE)
Issue Paper #3 —
Operations to Service Growth (FTE)
Issue Paper #4 —
Environmental Remediation
Issue Paper #5 —
Relined Gas Mains vs Replacement Gas Mains
Issue Paper #6 —Road
Resurfacing Program
Issue Paper #7 —Gas
Capital Investment Reserve Fund
Issue Paper #8 —Hydro
Capital Investment Reserve Fund
Issue Paper #9 —
C/C Adjustment to the Capital Program
Issue Paper #10
— Winter Maintenance Funding (Budget Correction)
Issue Paper #11
— Equipment Reserve Fund
Issue Paper #12
— Telephone Reserve Fund
Issue Paper #13
— Computer Reserve Fund
Issue Paper #14 — Reserve Funds (Details)
At Council's request, City departments have prepared separate reports which provide details of
cuts previously recommended. These reports follow FIN -09 -002.
In addition, Kitchener Public Library and the Centre in the Square will submit separate staff
reports with recommendations to achieve the 1% reduction in the City's appropriation, as
directed by Finance and Corporate Services Committee on December 8, 2008. These reports
will be supplied under separate cover as part of the official agenda package.
FINANCIAL IMPLICATIONS:
As detailed in the attachments to this report.
COMMUNICATIONS:
Notice of budget meetings and an invitation for public input was placed on the City website and
published in and the Record. The Public Input Session was held December 8, 2008.
Dan Chapman, CA MPA
General Manager of Financial
Services
Roger LeBrun, CMA
Director of Financial Planning
& Reporting
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ISSUE:
FUND:
DEPARTMENT:
PREPARER:
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
#01 - SITE PLAN AND DEVELOPMENT REVIEW
OPERATING
DTS - ENGINEERING SERVICES DIVISION
GRANT MURPHY, DIRECTOR ENGINEERING SERVICES
BACKGROUND:
The Development Engineering Section is responsible for the engineering review and approval of
new site plans and subdivision developments, to ensure that sufficient and adequate engineering
infrastructure is provided to service the lands being developed. A primary objective of the
Development Engineering Section is to review and approve site plans in a timely and expedient
manner.
A majority of this review activity relates to the effective management and quality control of the
stormwater run -off. This activity requires the comprehensive review of preliminary stormwater
management reports to ensure that targets established in sub - watershed studies are achieved in
order to protect the environment and protect property from flood conditions. Included in the site
plan and development review process are meetings with prospective developers and property
owners to discuss the City's requirements, review of potential zone changes, reviews for
condominium conversions. Following approval, staff work with engineering consultants to ensure
that the work has been performed according to City specifications and that monitoring is being
completed as required.
RATIONALE /ANALYSIS
In discussions with the building and land development industry, via the Waterloo Region Home
Builders Association, satisfaction levels have not been addressed in the last 24 months. These
delays during the reviewing process affect the effective delivery of the housing or building
product to meet market demand. Though there is an expected slow down in the industrial,
commercial sector, growth in the multi - residential and residential sector will remain steady,
during 2009. Based on an analysis, which considered the number of applications, their relative
complexity, and the required staff effort and the abovementioned industry expectations, it is
proposed that an additional staff resource be hired to address the project workload.
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
Estimated annual costs for both of this position (salaries, benefits) are $ 80,000.00 and would be
funded through site plan and development approval fees.
During budget deliberations, staff recommended increasing site plan review and approval fees
by upwards of 40% to cover the operating expenses associated with the site plan and
development review process, which includes both planning and engineering tasks. As such, this
position will not affect the Engineering Services Division operating budget, significantly.
RECOMMENDATION
That Council approve hiring one (1) additional Engineering Technologist to complete site plan
and development reviews.
1 of 1
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #02 - CONSTRUCTION ENGINEERING PROJECT DELIVERY
FUND: CAPITAL
DEPARTMENT: DTS - ENGINEERING SERVICES DIVISION
PREPARER: GRANT MURPHY, DIRECTOR ENGINEERING SERVICES
BACKGROUND:
There are many infrastructure programs and projects related to roads, bridges, sewers,
stormwater management, watermains, pumping stations many of which include environmental
remediation. Most of these projects are planned well in advance, while others need to be
inserted into the capital forecast due to potential property damage or endangerment to the
public. Once these projects are scoped and approved; designed and tendered, it is the
responsibility of the Engineering Construction Section to ensure that they are successfully built
according to specification and budget.
A significant re- organization was completed in the Engineering Division during 2007, in order to
provide more effective management and coordination associated with infrastructure capital
programs. One of the new sections created was Engineering Construction which provides
quality assurance services (i.e. inspection) and project management for accelerated
infrastructure renewal projects, and annual program for sidewalks, road re- surfacing, and
trenchless sewer rehabilitation.
In early 2008, a roles and responsibilities review was completed by Human Resources to
identify gaps and opportunities to optimize resourcing in the Engineering Division. As a result
some activities were realigned based on expected workload. There also have been various
improvements accomplished in the construction services delivery process such as;
implementing a construction contractor evaluation procedure; implementing an engineering
consultant evaluation procedure; developing standardized customer relations communication
packages and utilizing project management software to monitor construction project status. As
such, the 2008 construction work plan has been very successful at achieving the projected
goals.
In September, a further review and assessment of the section's work plan from 2009 to 2012
was completed, focus on three main areas of concern:
1) the start -up and construction of projects related to the accelerated infrastructure renewal
program;
2) addressing emerging and unforeseen projects which are either customer driven or
weather dependent.
3) the completion of project commissioning and other warranty work related to a variety of
planned infrastructure projects.
In early 2008, Council approved two (2) additional construction project managers in order to
handle the expected workload for the accelerated infrastructure renewal program. However,
there is a concern that there are not sufficient resources to properly manage and inspect
unforeseen issues and project commissioning work (items 2 and 3). With a scarcity of
resources, then this will jeopardize how effectively the accelerated infrastructure renewal
program is executed.
RATIONALE / ANALYSIS:
There are increasing requirements for the Engineering Construction Section to oversee other
projects that will be needed in the coming year. A majority of the unplanned work is related to
dealing with a variety of drainage projects such as Stirling Avenue and Dumfries Street, 294
Veronica Drive (at Fairway Road), 72 Craig Drive and 48 King Street, the Edgehill Drive
stormwater outlet failure, mainly related to the excessive storm events in July and August, 2008.
Coupled with this, there are several larger scale stormwater management projects which will
require additional project management oversight, such as the Krizanderson SWM pond retrofit,
Forfar SWM pond retrofit, Resurrection SWM Pond retrofit, Shoemaker Greenway, Reach 2 & 31
the Highway 8 sanitary sewer crossing rehabilitation, bridge rehabilitation work, and the
Springdale pumping station replacement. These projects have been included in the 2009 capital
works plan, including the King Street reconstruction project, and as such there is a requirement
to add additional staff to the current complement.
Most construction projects require multiple years to be built and once built require follow up by
staff related to commissioning activities, warranty work, or customer claims. Examples of these
projects are Joseph and Gaukel (2003 to 2008), Victoria Street (2002 to 2008), Guelph Street
(2007 to 2010 projected), and Breithaupt Street (2008 to 2011 projected).
Quality Assurance — Inspection
For several years, the Engineering Services Division had an approved contract position (thru
vacancy management), which amounted to 0.9 FTE to complete construction inspection
activities. It is expected that the construction project workload, will not be decreasing in the long
term, and as such a request is being made to make this position permanent full -time (1.0 FTE).
Project Management
There will be a requirement for an additional construction project manager (1.0 FTE) to deal with
a variety of the larger scale projects, as mentioned above. It is expected that the construction
project workload, will not be decreasing in the long term.
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 "asset management" and supporting the
initiative that "engineering will provide leadership for an integrated replacement and
maintenance plan for the corporation."
FINANCIAL IMPLICATIONS:
Estimated annual costs (salaries, benefits) are $150,000.00 and would be funded through the
Capital budget. These positions will not have any material affect on the Engineering Services
Division operating budget.
RECOMMENDATION:
That Council approve hiring one (1) additional Construction Technician and (1) additional
Construction Project Manager in 2009 to complete projects related to council approved capital
projects; and that the 0.9 FTE contract position be discontinued.
October 24, 2008
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #03— Operations to Service Growth
FUND: Operating
DEPARTMENT: Community Services
DIVISION: Operations
BACKGROUND:
As a result of the growth of the City of Kitchener, Operations has had to utilize its staff and
equipment that were historically assigned to work for others to maintain the current service
levels. The functions that we have identified that require additional resources are in the winter,
turf and road patrol maintenance areas.
Since 2004, Operations has attempted to minimize the reliance on work for others by additional
funding. Without this additional funding, Operations would rely on revenues from work for
others to offset this funding shortfall or would simply have an over expenditure.
RATIONALE / ANALYSIS:
While the staff complement has remained the same, the City has grown. In order to bring our
funded staff to the appropriate complement to perform duties within the winter, turf and road
patrol maintenance areas, additional funding will be required to reduce the shortfall.
The service growth funding added to the savings as identified within Winter Report, CSD-08-066
will allow for additional staff and equipment to meet the existing service level standards.
FINANCIAL IMPLICATIONS:
Pre-approved budget items in report CSD-08-066 (increased winter maintenance offset
by savings by contracting out Cul-de-sac blowing during full plows):
PT to FT staffing for Winter Maintenance - $113,750 (1.7 FTE)
• Increase Equipment Reserve Charges (Winter) = $57,000
• 20% Reduction of Overtime = ($107,250)
• Savings in staff wages = ($15,000)
• Savings in equipment reserve charges = ($151000)
Net impact of pre-approval: $33,500
Other components of Growth Allocation:
• Roads Patrol (winter) - $21,500
• Increase in half FT Urban Forester = $401000 (.5 FTE)
• Increase in Turf Temporary Labourer = $90,000.00 (3 Temporary Labourers (1.75 FTE)
• Increase Equipment Reserve Charges (Turf) = $45,000
Additional increases proposed: $196,500
Total increase to the Operations (CSD) operating budget of - $ 230,000
RECOMMENDATION:
That Council approves funding to service growth of $230,000 for the Operations operating
budget in order for Operations (CSD) to be able to maintain the current level of service across
the City of Kitchener.
October 24, 2008
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #04 - Environmental Remediation Index 715090
FUND: Capital funding for project 701201008
DEPARTMENT: Development and Technical Services
DIVISION: Building
BACKGROUND:
At the November 24, 2008 Finance and Corporate Services Committee meeting, Council
directed staff to prepare an issue paper summarizing the potential intended uses of the
Environmental Remediation account.
The City of Kitchener, like many municipalities with an industrial heritage as its roots is likely to
experience environmental issues associated with that legacy. As a result, a strategy to respond
to these issues has been developed.
The framework for the "environmental remediation strategy" focuses on city owned lands and
city activities or operations, current and past that have generated environmental issues.
The strategy also supports the efforts and objectives of the Healthy Community Plan Working
Group which has recommended the development of "a long -term strategy for healthy community
policy and programs across environmental, economic and social services areas within the City's
mandate or sphere of influence."
One of the objectives of the City of Kitchener's Healthy Communities Plan is the development of
an environmental remediation strategy. The Environmental Remediation Strategy's purpose is:
"To ensure that the City of Kitchener is a leader in environmental remediation by being
proactive, informed, responsive, consistent, fiscally responsible, regulatory compliant
and in a legally defensible position when involved in environmental matters."
The annual allocation of Capital funding has been used for remediation projects such as,
Guelph Street Park, Clifton Road and Bramm Street Upper Yards. It was also used to fund the
current Phase 1 and 2 environmental assessments for Battler Yards, Elmsdale, and Chandler
Street properties.
RATIONALE / ANALYSIS:
In developing this strategy we identified how the City can initially become involved in
environmental matters. The City's involvement can begin when contamination or environmental
issues are suspected or discovered on municipally owned lands like Battler Yards.
Battler Yards, located at 1585 Battler Road is property that the City of Kitchener has been using
for many years for the storage of soil, recycled asphalt and concrete, street sweepings and
other aggregates for municipal purposes. As part of the funding program for the new
Consolidated Maintenance Facility, these lands are proposed to be sold and the activity moved
to the new site. Based on this proposal, a Phase 1 and 2 Environmental Assessment was
completed on the property and the report has advised that due to the activities conducted on the
property over the years some environmental remediation will be required on the property to
bring it into compliance with the requirements of Ontario Regulation 153/04.
October 24, 2008
FINANCIAL IMPLICATIONS:
The anticipated costs associated with the management of the street sweeping pile, excavation
and removal of identified soil impacts, Risk Assessment along with engineering and contingency
will be up to $1,000,000.
This work would likely begin in 2011 after the site as been vacated and activities moved to the
CMF in late 2010.
RECOMMENDATION:
That Council maintains the annual funding allocation in the Capital budget for the Environmental
Reserve fund for the environmental issues associated with the Battler Yards Site and other
potential liabilities associated with municipal lands.
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #05 — Relined Gas Mains vs. Replacement Gas Mains
FUND: Capital
DEPARTMENT: Financial Services - Utilities
PREPARER: Wally Malcolm, Director of Utilities
BACKGROUND:
At the October 20 2008, Finance and Corporate Services Committee meeting, Council
requested that an issue paper be brought forward clarifying the difference between the Utilities —
Operations Replacement Gas Mains account and the Replace Relined Gas Mains account.
RATIONALE / ANALYSIS:
Relining Jgas mains was a strategy used back in the early '70's. Instead of excavating and all the
work and disruption that went with it, they just pulled a smaller main through the original main.
This practice was efficient in both cost and time.
Unfortunately what wasn't considered was when the new main (inside the old main) had a leak,
there was no way to detect where the actual location of the leak. Natural gas follows the path of
least resistance. When a leak occurs, the natural gas would travel between the two pipes until
there was a place for it to escape through the old (outer) pipe. The location of the leak could be
kilometres away. For this reason, a decision was made to put in a program to replace all
previously installed relined pipes.
The replacement program started as a 10 year program approximately in 2000. Several years
ago, an extra year was added based on the determination that more than 10 years was required
to complete the program. When this program is completed, there will no longer be anymore
relined pipes within our distribution system.
Replacing mains is where we have an old main that has served its purpose. Much of the
replacement main work stems from the overall infrastructure replacement we do for water and
sewer. If the road is dug up and we know from our corrosion program that the shape of the main
and services are deteriorating, we'll go in and replace during the course of the reconstruction
project.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
IW=I
ISSUE:
FUND:
DEPARTMENT:
PREPARER:
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
#06 - 2009 ROAD RE- SURFACING PROGRAM
CAPITAL
DTS - ENGINEERING SERVICES DIVISION
GRANT MURPHY, DIRECTOR ENGINEERING SERVICES
BACKGROUND:
Upon request from Council at the December 8, 2008 meeting of Finance & Corporate Services
Committee, this memo summarizes the proposed road re- surfacing program for 2009 which includes
both road rehabilitation and the completion of full street reconstruction projects, associated with the
accelerated infrastructure renewal program. The purpose of the road re- surfacing program is to
maintain an acceptable level of service within the City of Kitchener. The list of streets that are being
completed in 2009, are ones that are in a condition that warrants their re- surfacing based on
engineering criteria or that need to be completed as part of the accelerated infrastructure renewal
program.
RATIONALE / ANALYSIS:
Table #1 describes the streets that will have their road surfaces rehabilitated through the placement of
new or re- cycled asphalt. Based on a set of engineering criteria, these streets are prioritized based on
their condition. The roads are assigned a pavement quality index value, between 1 and 10, with higher
values indicating roads in better condition.
Table #1 — 2009 Road Resurfacing Projects
Street Name
Extents
Pavement
Quality Index
Ahrens St
Guelph St. to Hartwood Ave.
3.7
Bell Lane
Water St. N. to College St.
4.8
Blockline Rd.
Homer Watson Blvd. to Strasburg Rd.
7.2
Edwin St.
Guelph St. to Union St.
3.4
Elm Ridge Dr.
McGarry Dr. to Queens Blvd.
3.4
Glen Avon Cres.
Forestwood Dr. to Forestwood Dr.
4.0
Greenbrook Dr.
Warren Rd. to Birchcliff Ave. Note 1
9.2
Hartwood Ave.
Margaret Ave. to City of Waterloo Boundary
4.1
Hartwood PI.
Hartwood Ave. to Hartwood Ave.
3.9
Hickory Heights Cres.
Elm Ridge Dr. to Elm Ridge Dr
3.7
Leonard St.
Edwin St. to Oxford St.
3.9
Lorilee Cres.
West Heights Dr. to Lorilee Cres.
4.6
Noel Cres.
Trafalgar Ave. to cul -de -sac
4.4
Queen St.
Weber St. to Lancaster St. Note 2
9.8
Silver Aspen Cres.
Elm Ridge Dr. to Elm Ridge Dr.
4.9
Trafalgar Ave.
Kenneth Ave. to Franklin St. N.
4.1
Note 1 — To be completed as part of other infrastructure rehabilitation work.
Note 2 — Base asphalt placed in 2008 and final coat to be placed in 2009.
Table #2 lists streets that have been reconstructed and are associated with the accelerated infrastructure
renewal program. The final lift of asphalt is being placed over the base coat in order to complete the
project. Typically, the final asphalt coat is not placed for a period of two years, so as to identify
construction deficiencies and then correct them accordingly.
Table #2 - Accelerated Infrastructure Renewal Projects
Street Name
Extents
Joseph St.
Queen St. to Victoria St.
Gaukel St.
Joseph St. to King St.
Richmond Ave.
Joseph St. to cul -de -sac
Heins Ave.
Joseph St. to Jubilee Dr.
Francis St,
Charles St. to Joseph St.
Strange St.
Glasgow St to Victoria St.
Mansion
Ellen St. to Lancaster St.
Luella St.
Chestnut St. to Lancaster St.
Ahrens St.
Victoria St. to Queen St.
Ellen St.W.
Victoria St. to Queen St.
Hermie PI.
St. Leger St. to Victoria St.
Moore Ave
Shanley St. to Emma Ave.
Emma Ave.
Dekay St. to Moore Ave.
Briar Ave.
Dekay St. to Moore Ave.
Victoria St.
Waterloo St. to Charles St.
King St.
At Victoria St. intersection
FINANCIAL IMPLICATIONS:
It should be noted that the streets listed on the attached tables may be subject to some change
pending actual tendered asphalt prices that are submitted relative to the total 2009 approved budget
of $2.672M for Re- surfacing of Various Streets. Streets to be completed as part of the accelerated
infrastructure renewal program, have funds already allocated in a previous capital budget year and
approved by Council.
RECOMMENDATION:
It is recommended that this report be received for information.
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #07 — Gas Capital Investment Reserve Fund
FUND: Operating and Capital
DEPARTMENT: Utilities
PREPARER: Wally Malcolm, Director of Utilities
John Sonser, Senior Financial Analyst
BACKGROUND:
The 2009 budget originally provided for a $6.0 million dividend from the Gas Utility to the
Operating budget, which represents a 3% increase over the prior year. Upon reviewing the
potential for a sustainable increase in the dividend (as a 2009 levy reduction initiative) staff
proposed a further increase of $400,000 per year, bringing the annual dividend up to
approximately $6.4 million. By comparison Kitchener Power Corporation is forecast to provide
an annual dividend of approximately $1.7 million and total dividend and interest payments of
$6.0 million per year.
At the December 8, 2008 Finance and Corporate Services Committee meeting, Council directed
staff to investigate the potential to provide a further sustainable increase in the dividend from the
Gas Utility to the tax-supported operating budget.
RATIONALE / ANALYSIS:
An increase in the Gas Utility dividend will reduce (by a corresponding amount) the amount
available for transfer to the Gas Capital Investment Reserve Fund which funds City-wide capital
projects. The capacity for both these transfers is dependent upon sufficient profitability within
the Gas Utility.
Impact of Gross Margin Fluctuations on the Gas Capital Investment Reserve Fund
Since 2000, the gross margin percentage for gas delivery has ranged from 37% to 52% on an
annual basis. The current Gas Utility budget forecasts an average gross margin of 42% over
the next five years, with the forecast for the 2009 fiscal year set at 46.8%. Given the potential
for significant fluctuation in gross margin, it would be prudent to maintain a balance in the Gas
Capital Investment Reserve Fund to avoid compromising funding for projects in the City's capital
forecast. The following table projects the ending balance in the Gas Capital Investment
Reserve Fund at various average gross margin levels ($ 000's):
5 year Gas Delivery
Average Gross Margin %
2009
2010
2011
2012
2013
Current 42.0%
4,340
4,113
6,430
7,238
9,002
41.0%
31887
3,469
51344
51727
71059
40.0%
3,416
21799
4,216
4,156
51040
39.0%
21945
2,129
31088
21585
31020
38.0%
2,474
1,460
1,960
1,014
1,001
37.0%
21003
790
831
(557)
(1, 018)
If gross margins decline to the lowest level in the recent past (37%), the balance in the Gas
Capital Investment Reserve Fund will run into deficit within the next five years.
Potential Gas Utility Funding Requirements
As illustrated above, if gross margin remains above the historic low level, some of the capacity
in the Reserve Fund could ostensibly be used for tax levy reduction. However, there are likely
to be additional regulatory changes which will require funding from the Gas Utility, thus reducing
the amount available for transfer into the Reserve Fund. A few examples of potential future
costs include:
• Measurement Canada will be making a decision in 2009 with respect to new seal date
requirements for gas meters. This may lead to shortening the useful life of the gas
meters within the distribution system. The replacement costs could be in the range of $3
million on a one -time basis;
• Regulator sets located in the downtown core and Belmont Street area will need to be
relocated to an outdoor location to address safety issues — staff are currently exploring
the extent and cost of this change;
• Commercial meter set regulators (approximately 8,000) are approaching and exceeding
30 years of service. The Utility will be undertaking an audit on the sets and prepare a
program to replace these sets in the near future; and
• Imperial residential gas meter sets will soon need to be replaced to meet regulatory
requirements.
Other unexpected costs could include rebuilding of meter stations or expansion of pipeline
infrastructure. The City's gas main infrastructure is approaching 50 years and, over time, a
program will need to be set up to replace the infrastructure similar to the current water main
replacement program.
The Need for Sufficient City -Wide Reserve Balances and Contingencies
As indicated in the budget presentation, the City's Reserve Fund balances are declining and are
well below benchmark averages. The Gas Capital Investment Reserve Fund represents one of
the few remaining reserves set aside to fund additional capital requirements such as matching
investments for Federal infrastructure initiatives or emergency funding for projects such as the
Joseph /Gaukel remediation. For this reason, it is prudent to maintain a reasonable balance in
the fund and, if any funds were considered surplus to the needs of the Reserve Fund, consider
reallocating them to other Reserve Funds which are under - funded such as the Tax Stabilization
Reserve Fund.
Capacity for a Dividend Increase
It is recommended that a sufficient balance be maintained in the Gas Capital Investment
Reserve Fund to:
Sustain funding for the City's capital budget in the event gross margin declines in the
Gas Utility which would result in decreased transfers to the reserve;
Sustain funding for the City's capital budget in the event regulatory or capital costs
increase the Gas Utility's own capital budget requirement significantly; and
Provide a reasonable contingency to ensure that emergency capital funding is available
for previously unidentified City projects.
In the view of staff, the range of projected balances in the Gas Capital Investment Reserve
Fund provide some contingency for the three objectives referenced above but provide little room
for additional permanent transfers to the tax-supported operating budget, especially in light of
the City's overall Reserve Fund balances.
FINANCIAL IMPLICATIONS:
As discussed above.
RECOMMENDATION:
That the transfer from the Gas Utility to the tax-supported operating budget be increased from
the 2008 level by 3% plus an additional $400,000 as recommended by staff on December 8,
2008 for a total dividend of $6,425,114 in 2009.
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #08 — Hydro Capital Investment Reserve Fund
FUND: Operating and Capital
DEPARTMENT: General Revenue
PREPARER: Dan Chapman, General Manager of Financial Services
BACKGROUND:
At the December 8, 2008 Finance and Corporate Services Committee meeting, Council directed
staff to investigate and report back by final budget day on the anticipated dividend to be
received from Kitchener Power Corporation in early 2009. Currently, the City is forecast to
receive $1.7 million as an operating dividend and $4.3 million as interest income on long -term
debt. These proceeds are allocated to the operating budget ($750,000) with the balance
retained in the Hydro Capital Investment Reserve Fund to fund the City's capital program.
RATIONALE / ANALYSIS:
City staff have been advised by Kitchener Power Corporation staff that it is reasonable to
maintain a forecast dividend of $1,710,000 in 2009. If this dividend is realized, it will be a
challenge to increase the transfer to the operating budget on a sustainable basis given the
relatively low balance in the Reserve Fund. Maintaining a balance in the Reserve Fund is
important to ensure that the City has contingency in the event of:
• A reduced dividend from Hydro resulting from adverse financial results within Kitchener
Power Corporation;
• Reduced interest income should the interest rate on long -term debt be reduced; and
• The need to fund emergency or high - priority initiatives on a one -time basis (e.g., LEAF),
or fund a deficit in the operating budget for which there is insufficient capacity in the Tax
Stabilization Reserve Fund.
In 2009, the City received an additional $400,000 of dividend proceeds from Kitchener Power
Corporation. This unbudgeted revenue was applied to the operating budget to reduce an
operating deficit primarily related to winter control. It is more likely than not that the City will
realize an operating deficit again in 2009 based on current interest rates, a cooling housing
market and changes in demands for City services. Given the current position of the Tax
Stabilization Reserve Fund, staff recommends that the current level of expenditure out of the
Hydro Capital Investment Reserve Fund be maintained and therefore that there be no increase
to the operating transfer.
A current projection for the Hydro Capital Investment Reserve Fund is attached.
FINANCIAL IMPLICATIONS:
As discussed above.
RECOMMENDATION:
That the current forecast expenditures out of the Hydro Capital Investment Reserve Fund be
maintained in 2009.
Hydro Capital Investment Reserve Fund Projection
10,818 6,091 6,510 6,057 6,001 6,014 6,044 6,079;
Expenditures
2007
2008
2008
2009 2010 2011
2012
2013
Actual
Budget
Projected
750
1,150
750
Reve n ue s
750
750
750
Transfer to Capital
7,285
4,800
Kitchener Power Corp. Dividend
6,367
1,710
2,122
1,710 1,710 1,710
1,710
1,710
Interest on Long Term Debt
4,260
4,259
4,259
4,259 4,259 4,259
4,259
4,259
Interest income
192
122
129
88 32 45
75
107
10,818 6,091 6,510 6,057 6,001 6,014 6,044 6,079;
Expenditures
Transfer to Operating
750
750
1,150
750
750
750
750
750
Transfer to Capital
7,285
4,800
4,800
7,985
5,400
4,500
4,500
4,500
Provisional - Environmental Fund
2,000
0
0
0
0
0
0
0
10,035
5,550
5,950
8,735
6,150
5,250
5,250
5,250
Net Revenue (Expense)
783
541
560
(2,678)
(149)
764
794
826
Balance beginning of year
21237
3,020
3,020
3,580
902
754
1,517
2,311
Balance end of year
3,020
3,561
3,580
902
754
1,517
2,311
3,137
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #09 — C/C Adjustment to the Capital Program
FUND: Operating and Capital
DEPARTMENT: All
PREPARER: Roger LeBrun, Director of Financial Planning & Reporting
BACKGROUND:
At the November 24, 2008 Finance and Corporate Services Committee meeting, Council
directed staff to prepare an issue paper summarizing the impacts to the operating and capital
budgets of delaying or deferring $1 M in the 2009 capital program.
RATIONALE / ANALYSIS:
If there were to be a reduction to the capital program of $1 M in 2009, there are 3 general
scenarios that can be considered, namely:
1. reduce the capital program by $1 M in 2009 only
2. defer $1 M in projects from 2009 to 2010
3. reduce the capital program by $1 M each year across the ten -year capital forecast
The impacts to the tax levies projected for the next three years are summarized below:
Option
2009 Levy
Im pact
2010 Levy
Impact
2011 Levy
Impact
Note
Reduction - 2009 only
-1.13%
1.13%
0.00%
1
Defer from 2009 to 2010
-1.13%
2.26%
-1.13%
2
Reduction each year
-1.13%
0.00%
0.00%
3
Notes:
1. A one -time reduction in the capital program would result in a reduction to the levy of
1.13% for 2009. However, since subsequent years capital programs would be
unaffected, there would be a requirement to increase the levy by 1.13% in 2010 in order
to keep the planned base in tact for future years funding.
2. A deferral of a $1 M capital project from 2009 to 2010 would result in a reduction of
1.13% in 2009, however there would be a compounded effect in 2010 as a result of the
issue noted above (note 1) along with an increased funding requirement of $1 M to fund
the deferred project.
3. A permanent reduction of $1 M in each year across the forecast would result in a tax levy
reduction in 2009 of 1.13 %.
Please see the appendix A which itemizes all capital projects in the 2009 -2018 capital forecast
that are funded by C /C. The primary risk in deferring or reducing capital expenditure relates to
the fact that the City is not currently providing sufficient funding for a sustainable level of
infrastructure replacement, and a reduction in spending would only exacerbate the situation.
FINANCIAL IMPLICATIONS:
As noted in the report.
RECOMMENDATION:
N/A
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CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #10 - Winter Maintenance Funding (Budget Correction)
FUND: Operating
DEPARTMENT: Community Services
DIVISION: Operations
BACKGROUND:
In August 2008, Council approved a series of recommendations contained within the Winter
Maintenance Report CSD -08 -066. The winter maintenance report was written to identify
process improvements, staffing requirements, contracting options and then funding realities to
ensure that the winter maintenance program can be efficient and effective.
In that report, the following recommendation was presented: "That the principle of budgeting
for winter maintenance based on a 5 year rolling historical average cost be maintained,
and the necessary adjustments to budget be referred to the 2009 Operating Budget
Process." Historically the Operations Division has had insufficient funds allocated toward
winter maintenance purposes. Given the uncertainty of the winter weather this shortfall can
become significant when winter conditions are then above the norm. The last 5 years have
identified that based on the actual activity experienced we have had on average a $420,000
annual shortfall.
RATIONALE / ANALYSIS:
The analysis has concluded that on average there has been an annual funding shortfall of
$420,000 associated with winter maintenance. To review where the shortfall needs to be
allocated, the $420,000 can be divided into the following four categories:
1. wages and benefits - $115,000
2. equipment reserve charges - $1151000
3. materials - $701000
4. contract services - $1201000
Total Cost: $420,000
FINANCIAL IMPLICATIONS:
• Option 1: Bring the annual operating budget into alignment by eliminating the shortfall of
$420,000 with the entire increase allocated in the 2009 budget.
• Option 2: Allocate $120,000 for contract services, $70,000 for material and $115,000
which represents 50% of the wages and benefits and equipment reserve charges for a
total cost of $305,000 to the 2009 budget and defer $115,000 which is the remaining
50% of the wages and benefits and equipment reserve charges to the 2010 budget.
• Option 3: Include only the contract service and materials $190,000 in 2009 and defer
the wages and benefits and equipment reserve charges $230,000 to the 2010 budget.
RECOMMENDATION:
That Council approves funding of the identified shortfall to ensure that the services that are
required to be delivered can be provided within the annual operating budget to meet our
minimum maintenance standards and address Council and constituent expectations related to
service standards.
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #11 - Equipment Reserve Fund
FUND: Reserve Funds
DEPARTMENT: Financial Services
PREPARER: Saleh Saleh, Senior Financial Analyst
BACKGROUND:
At the November 24, 2008, Finance and Corporate Services Committee meeting, Council
requested that an issue paper be brought forward outlining the projections of the Equipment
Reserve Fund.
RATIONALE / ANALYSIS:
A key purpose of the equipment reserve fund is to fund the costs of purchasing and replacing
existing equipment. Replacements are funded through a chargeback to departments as the
equipment depreciates. Funding for new equipment purchases which are over and above the
replacements are funded from contributions from Capital out of Current (CC pool), Gas, Water,
Sewer and Development Charges. The combination of the growth of the City and demand for
higher service levels in the areas of Winter Control, Turf Maintenance and Road Maintenance,
the current equipment is being used more intensively. This impacts the reserve fund in two
ways; requires the replacement of equipment sooner due to the decreased life span and
requires the need for additional equipment due to growth. The reserve fund projects costs of
replacements based on what the current market value for equipment is from dealers.
Below is an updated projection for the fund.
Equipment Reserve Projection
337055
Revenues
Investment Income
Contribution from Operating
Contribution from Capital Fund
Contribution from Gas
Contribution from Water
Contribution from Sewer
Contribution from Dev Charges
Total Revenues
Expenses
Permit System
Equipment Replacement Current year
Equipment Approved Prior Year
Snow Melter /Tractor
Contingency (replacements)
New Equipment
Total Expenses
Net Revenues (Expenses)
Opening Fund Balance
Ending Fund Balance
Actual
Budget
Proj Actual
Budget
Budget
Budget
Budget
Budget
2007
2008
2008
2009
2010
2011
2012
2013
377,172
17 0, 919
3 29, 00 0
269,567
162,997
138,720
131,191
137,602
2,470,074
2,374,034
2,374,034
2,274,034
2,319,515
2,365,905
2,413,223
2,461,488
148,959
15 2, 000
152,000
154,000
157,000
161,000
161,000
319,000
106,900
110,000
1 10, 00 0
112,000
113,000
115,000
117,000
1 19, 00 0
53,683
54,101
54,101
55,183
56,000
57,000
5 8, 000
59,000
53,683
54,101
54,101
55,183
56,000
57,000
5 8, 000
59,000
284,800
291,000
2 91, 00 0
296,000
302,000
308,000
315,000
166,000
3,495,271
3,206,155
3,364,236
3,215,966
3,166,512
3,202,625
3,253,414
3,321,090
100,000
10 0, 000
100,000
905,561
2,490,078
1,231,926
3,068,000
3,612,723
2,236,948
2,859,880
1,646,792
984,399
2,942,579
1,700,738
2,802,432
337,806
289,045
132,651
66,884
213,900
214,836
146,747
178,444
118,440
644,648
661,202
3 38, 85 9
1,210,000
684,000
698,000
70 9, 000
7 22, 00 0
3,261 ,459
6,326,510
3,438,407
7,294,332
4,511, 559
3,081 ,695
3,747,325
2,487,232
23 3, 812
(3,120,355)
(74,172)
(4,078,366)
(1,345,047)
12 0, 930
(493,910)
833,858
9,089,676
9,323,488
9,323,488
9,249,317
5,170,951
3,825,904
3,946,834
3,452,924
9,323,488
6,203,133
9,249,317
5,170,951
3,825,904
3,946,834
3,452,924
4,286,782
Currently, the accumulated depreciation on active equipment is estimated to be approximately
$20 million. The target for the minimum fund balance is at least 50% of accumulated
depreciation, or $10 million. Within the accumulated depreciation balance, approximately $13M
worth of equipment is fully depreciated, but has had replacement years deferred as the
equipment is still in good working condition. With projected fund balances averaging at around
$4.1 M over the next 5 years, the fund is below the minimum target and therefore there is not
any excess capacity available.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
MW I =I
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #12- Telephone Reserve Fund
FUND: Reserve Funds
DEPARTMENT: Financial Services
PREPARER: Saleh Saleh, Senior Financial Analyst
BACKGROUND:
At the November 24, 2008 Finance and Corporate Services Committee meeting, Council
directed staff to prepare an issue paper outlining the balance and projections of the Telephone
Reserve Fund.
RATIONALE / ANALYSIS:
A key purpose of the telephone reserve fund is to finance the cost of implementing a new
telephone system. Below is the projection for the fund.
TELEPHONE RESERVE FUND
338004 2007 2008 2008 2009 2010 2011 2012 2013
Final Budget Proj Actual Budget Budget Budget Budget Budget
Contributions from Library 12,485 12,734 12,734 12,989 13,249 13,514 13,784 14,060
Region of Waterloo
Department Charges 751,919 729,066 727,589 755,443 770,552 785,963 801,682 817,716
Interest Income 45,540 53,628 53,628 64,729 75,968 88,734 104,319 120,768
Mi sc
TOTAL REVENUE 809,944 795,428 793,951 833,161 859,769 888,211 919,785 952,544
Telephone Charges, Reserve (335,990) (364,884) (365,587) (372,182) (379,625) (387,218) (394,962) (402,861)
Long D istan ce Charges (8,714) (10,980) (7,961) (11,199) (11,423) (11,652) (11,885) (12,123)
Other Costs (69,744) (71,806) (52,100) (73,243) (74,707) (76,202) (77,726) (79,280)
Capital Costs (62,212) (24,970) (32,382) (25,469) (25,978) (26,498) (27,028) (27,568)
Call Centre (30,000) (30,000)
Client Service Contract Position (68,588) (68,588)
Telephone Node for CMF (35,000)
TOTAL EXPENDITURES (476,660) (502,640) (488,030) (550,681) (595,323) (501,569) (511,601) (521,833)
NET REVENUE (EXPENDITURE) 333,285 292,788 305,921 282,480 264,446 386,642 408,185 430,711
Fund Opening Balance 883,271 1,216,556 1,216,556 1,522,478 1,804,958 2,069,404 2,456,046 2,864,230
Fund Closing Balance 1,216,556 1,509,344 1,522,478 1,804,958 2,069,404 2,456,046 2,864,230 3,294,941
Funding accumulated in this reserve fund will be put towards the future purchase of a new
telephone system to provide better customer service and therefore there is no anticipated
excess capacity. However, at this point in time, no specific estimate is available with respect to
how much funding will be required.
*As a potential budget reduction strategy, staff are proposing per report FIN -08 -166, that
the 3% inflationary contribution from departmental budgets to the reserve be eliminated
for 2009. This will result in a base reduction to the reserve of $22,000 per year. This
reduction has not been reflected in the projections above.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
N/A
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #13 - Computer Reserve Fund
FUND: Reserve Funds
DEPARTMENT: Financial Services
PREPARER: Saleh Saleh, Senior Financial Analyst
BACKGROUND:
At the November 24, 2008 Finance and Corporate Services Committee meeting, Council
directed staff to prepare an issue paper outlining the balance and projections of the Computer
Reserve Fund.
RATIONALE / ANALYSIS:
The Computer Reserve Fund has been used to purchase and replace computer hardware
Currently, the replacement cycle for computers is five years. Below is a projection of the fund:
In 2009, funding will be needed to address the backlog of technology upgrades that have been
deferred from previous years, therefore allowing for the preparation of City networks to support
Voice Over Internet Protocol (VoIP) telecommunications in the future. In addition, the reserve
will fund the next cycle of hardware server upgrades as a result of the corporations migration to
the next software version of Microsoft Windows /Office /Email /etc in the coming years.
Further, a permanent reduction of $25,000 was approved by Council for 2008. At this point in
time, no specific estimate is available with respect to how much funding will be required from
2011 onwards. Funding requirements beyond 2010 will be identified as part of the Corporate
Technology Strategic Plan being conducted in 2009.
*As a potential budget reduction strategy, staff are proposing per report FIN -08 -166, that
the 3% inflationary contribution from departmental budgets to the reserve be eliminated
for 2009. This will result in a base reduction to the reserve of $21,000 per year. This
reduction has not been reflected in the projections above.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
N/A
2007
Final
2008
Budget
2008
Proj Actual
2009
Budget
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Contributions from Revenue Fund
751,226
736,110
736,110
763,124
829,386
896,974
965,914
1,036,232
Interest Income
28,624
29,731
28,560
24,385
17,092
19,682
30,952
44,923
TOTAL REVENUE
779,850
765,841
764,670
787,509
846,479
916,656
996,866
1,081,155
Transfer to New Financial System
(103,000)
(103,000)
(103,000)
Client Services Contract Position
(68,588)
(68,588)
CMF Computer Room Equipment
(100,000)
(250,000)
Corporate Technology Strategic Plan
(129,000)
Equipment Puchases and Replacements
(612,266)
(642,600)
(624,512)
(637,002)
(649,742)
(662,737)
(675,992)
(689,512)
TOTAL EXPENDITURES
(612,266)
(745,600)
(727,512)
(1,037,590)
(968,330)
(662,737)
(675,992)
(689,512)
NET REVENUE (EXPENDITURE)
167,584
20,241
37,158
(250,081)
(121,852)
253,919
320,874
391,643
Fund Opening Balance
542,115
709,699
709,699
746,857
496,775
374,924
628,843
949,717
Fund Closing Balance
709,699
729,940
746,857
496,775
374,924
628,843
949,717
1,341,360
In 2009, funding will be needed to address the backlog of technology upgrades that have been
deferred from previous years, therefore allowing for the preparation of City networks to support
Voice Over Internet Protocol (VoIP) telecommunications in the future. In addition, the reserve
will fund the next cycle of hardware server upgrades as a result of the corporations migration to
the next software version of Microsoft Windows /Office /Email /etc in the coming years.
Further, a permanent reduction of $25,000 was approved by Council for 2008. At this point in
time, no specific estimate is available with respect to how much funding will be required from
2011 onwards. Funding requirements beyond 2010 will be identified as part of the Corporate
Technology Strategic Plan being conducted in 2009.
*As a potential budget reduction strategy, staff are proposing per report FIN -08 -166, that
the 3% inflationary contribution from departmental budgets to the reserve be eliminated
for 2009. This will result in a base reduction to the reserve of $21,000 per year. This
reduction has not been reflected in the projections above.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
N/A
CITY OF KITCHENER
2009 BUDGET ISSUE PAPER
ISSUE: #14— Reserve Funds
FUND: Reserve Funds
DEPARTMENT: Financial Services
PREPARER: Saleh Saleh, Senior Financial Analyst
BACKGROUND:
At the December 8, 2008 Finance and Corporate Services Committee meeting, Council directed
staff to prepare an issue paper summarizing the details of all City Reserve Funds.
RATIONALE / ANALYSIS:
A summary of the information requested on the revenues and expenses for each reserve fund is
included as an attachment to this issue paper.
FINANCIAL IMPLICATIONS:
N/A
RECOMMENDATION:
N/A
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