finance · 2016-0300 3 - budget reduction (target) h - line item reduction public [accepted] city...

City Council & Mayor's Office

City Council………………………………………………………………………………………………………………………………………………………… 1

Office of the Chief Administrative Officer

CAO's Office…………………………...……………………………………………………………………………………………………………………………………………………………………..2

Office of the Chief Financial Officer

Finance………………………………………………………………………………………………………………………………………………………………..5

Finance (Corporate)…………………………….……………………………………………………………………………………………………………………………………………………20

Information Technology…………………………..…………………………………………………………………………………………………………………………………………………..45

Office of the City Clerk

Council Services………………………………………………….……………………………………………………………………………………………………………………………………………..55

Human Resources…………………………………………………………………………………………………………………………………………………………..66

Human Resources (Corporate)………………………………..……………………………………………………………………………………………………………………………………………………..76

Windsor Public Library………………………………………………………………………………………………………………………………………………..85

Office of the City Engineer

Engineering……………………………………..…………………………………………………………………………………………………………………………………………..105

Parks …………………...…………………………………………………………………………………………………………………………………………………..139

Public Works…………………………….………………………………………………………………………………………………………………………………………………………..147

Office of the City Solicitor

Fire & Rescue………………………………….………………………………………………………………………………………………………………………………………..183

Legal………………………………….……………………..…………………………………………………………………………………………………………………………………………………..197

Planning & Building………………………………………..……………………………………………………………………………………………………………………………………………..209

Budget Issue Detail - Accepted (Public)

Table of Contents

Budget Issue Detail - Accepted (Public)

Table of Contents

Community Development & Health Office

Employment & Social Services…………………………………………………………………………………………………………………………………………………………..224

Housing & Children Services…………………………………………………………………………………………………………………………………………………………..240

Huron Lodge………………………...……………………………………………………………………………………………………………………………………………………..249

Recreation & Culture………………………………...……………………………………………………………………………………………………………………………………………………..255

Transportation Services

Transit Windsor……………………………………………………………………………………………………………………………………………………………………….277

Department Division Dept IDGLCategory /

GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

City Council Administration - City Council City Council Blackberries (11,156)

City Council Administration - City Council City Council Computer

Maintenance (1,920)

City Council Administration - City Council City Council Telephone

Expenses (5,500)

Total Expenses (18,576) 0 0 0

Net Total (18,576) 0 0 0

Budget Issue Detail

2016

Stage 4: Administrative Accepted

City Council

City Council & Mayor's Office

2016-0300

3 - Budget Reduction (Target)

H - Line Item Reduction

Public

[ACCEPTED] City Council Reduction

Not Recommended by Department

One-Time BSR Funding Requirement: $0

By conducting a line-by-line analysis, a total of $18,576 in Blackberries, Computer Maintenance and Telephone Equipment accounts can be reduced to better align with the current expenditures.

The amount being reduced represents an effort to attain the 10% reduction to the operating budget as per the Corporate direction to all City Departments. Any further reductions would deplete the resources of City Council.

1


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

CAO's Office Administration - CAO's Office CAO Administration Membership Fees

& Dues 1,490

Total Expenses 1,490 0 0 0

Net Total 1,490 0 0 0

Budget Issue Detail

2016


CAO's Office

Office of the CAO

2016-0225

1 - Budget Increase (Pressure)

G - Line Item Increase

Public

[ACCEPTED] Municipal Associations Increase

Recommended by Department


2016 membership fees have not yet been determined by the organizations below. Accordingly, inflationary increases of 2% have been estimated to ensure adequate funds to maintain these memberships are included in the budget

AMO INCREASE OF $620The City of Windsor has a corporate membership with the Association of Municipalities of Ontario (AMO). AMO develops policy positions and reports on issues of general interest to municipal governments; conducts ongoing liaison with provincial government elected and non-elected representatives; informs and educates governments, the media and the public on municipal issues; markets innovative and beneficial services to the municipal sector; and maintains a resource centre on issues of municipal interest.

MEPCO INCREASE OF $144Membership with the Municipal Employer Pension Centre of Ontario (MEPCO), created by AMO, allows access to pension knowledge and expert pension actuary and legal counsel with municipal employer representatives to OMERS to help achieve outcomes that meet the needs of municipal governments and their employees, providing support, advocacy and resources to municipal employers.

FCM INCREASE OF $596Membership with the Federation of Canadian Municipalities (FCM) provides municipalities across Canada with access to a national organization that represents the interests of municipalities on policy and program matters that fall within federal jurisdiction.

ESSC CONTRIBUTION INCREASE OF $130The Emergency Services Steering Committee (ESSC) is funded by participating municipalities in Ontario to support the emergency services labour cost containment initiative and to advance the concept of coordinated bargaining, information sharing, and database development for emergency services bargaining and outcomes.

5 YEAR TREND OF EXPENSES2011 Budget: $63,030 Actuals: $62,810 Variance: $2202012 Budget: $63,803 Actuals: $64,125 Variance: -$3222013 Budget: $67,403 Actuals: $63,125 Variance: $4,278 2014 Budget: $72,463 Actuals: $70,885 Variance: $1,5782015 Budget: $72,699 Actuals: $72,199 (as of July 31st) Projected Variance $500

2


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

CAO's Office Administration - CAO's Office CAO Administration Consulting

Services - External (88,850)


Net Total (88,850) 0 0 0

Budget Issue Detail

2016


CAO's Office

Office of the CAO

2016-0227


K - Service Reduction

Public

[ACCEPTED] Reduction in Corporate Consulting


One -Time BSR Funding Requirement: $0

Total budget is currently $194,240

Proposed reduction of $ 88,850

The Corporate Consulting budget exists to fund various initiatives related to public consultations, administrative and organizational developments, etc. This budget funds initiatives from across all departments and service areas, and supports ongoing improvements to corporate organizational structure and process.

Reducing the Consulting budget makes significantly less funds available for corporate consulting expenses which are undertaken throughout the year on an as needed basis and assists in providing information and advice to City Council.

5 YEAR TREND OF EXPENSES2011 Budget: $194,240 Actuals: $62,455 Variance: $131,7852012 Budget: $194,240 Actuals: $47,486 Variance: $146,7542013 Budget: $194,240 Actuals: $73,339 Variance: $120,901 2014 Budget: $194,240 Actuals: $74,688 Variance: $119,5522015 Budget: $194,240 Actuals: $27,187 (as of July 31st) Projected Variance $80,000

3


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

CAO's Office Administration - CAO's Office CAO Administration Special Projects (60,000)


Net Total (60,000) 0 0 0

Budget Issue Detail

2016


CAO's Office

Office of the CAO

2016-0228


L - Service Elimination

Public

[ACCEPTED] Elimination of the Economic Development Initiative Budget



The Economic Development Initiative budget was established to record expenses to economic development opportunities as they arise. This budget has provided City Council with flexibility to support minor investment opportunities and where local infrastructure improvements may have been necessary. Jobs and economic diversification have remained at the top of the list of Council’s priorities in recent years.

Eliminating this budget removes the option for City participation in unanticipated economic development initiatives that may arise throughout the year. While this is not a recommended reduction, there is no more viable reduction option at this time within the CAO’s Office.

5 YEAR TREND OF EXPENSES2011 Budget: $101,500 Actuals: $101,500 Variance: $02012 Budget: $60,000 Actuals: $59,426 Variance: $5722013 Budget: $60,000 Actuals: -$3,575 Variance: $63,575 2014 Budget: $10,000 Actuals: $0 Variance: $10,0002015 Budget: $60,000 Actuals: $0(as of July 31st) Projected Variance $40,000

4


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance Administration - Finance Financial Services Office Supplies (5,000)

Finance Administration - Finance Financial Services Publications and

Manuals (1,110)

Finance Asset Planning Capital & Reserves Publications and Manuals (200)

Finance Asset Planning Corporate Energy Car Allowance (290)

Finance Asset Planning Corporate Energy Consulting Services - External (5,000)

Finance Financial Accounting

Accounting Services Car Allowance (68)


Financial Accounting Car Allowance (68)


Financial Accounting

Publications and Manuals (500)

Finance Financial Accounting Payroll Car Allowance (68)

Finance Financial Accounting Payroll Mileage and car

allowance (116)

FinanceFinancial Planning

Budget Control&Financial Admin

Car Allowance (150)

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0320



Public

[ACCEPTED] Line Item Reductions - Mileage, Car Allowance, Publications, Office Supplies and External Consulting Services Expense



By conducting a line-by-line analysis, a total of $1,560 in mileage, $2,998 in car allowance, (expenditures of the foregoing funds having been constrained by the heavy workload demands), $2,810 in publications, $5,000 in office supplies and $5,000 in external consulting services expenses could be reduced to align the budget with the expenditures in recent years. Reduction of mileage, and car allowance may limit the future ability of Finance staff members to attend relevant training and conference opportunities thereby impacting, along with the publications budget reductions, their professional development and keeping up-to-date on municipal trends and issues impacting local government. The Asset Planning division uses consulting services on a regular basis for a number of energy initiatives, the reduction in external consulting services will limit these initiatives which may result in missed opportunities for further savings.

5


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFinance

Financial PlanningBudget Control&Financial Admin

Mileage and car allowance (361)

Finance Financial Planning Intergovernmental Subsidies Car Allowance (136)

Finance Financial Planning Perf Measurement & Fin Admin Car Allowance (1,100)

Finance Financial Planning Perf Measurement & Fin Admin


Finance Taxation & Financial Projects

Collections, Invest, Banking Car Allowance (68)

Finance Taxation & Financial Projects Local Taxation Mileage and car

allowance (361)

Finance Taxation & Financial Projects Local Taxation Publications and

Manuals (670)


Property Assessment Car Allowance (1,050)


Property Assessment



Property Assessment


Total Expenses (17,368) 0 0 0Net Total (17,368) 0 0 0

6


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance Taxation & Financial Projects Local Taxation Consulting

Services - External (50,000)


Net Total (50,000) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0321



Public

[ACCEPTED] Decrease in Municipal Tax Equity Consultant Fees



A more streamlined approach to tax policy and administration has been taken by Administration over the past few years which has resulted in a reduced need for various ad hoc reports and reliance upon external consultants. A decrease in this budget line item of $50,000 is being put forward based on actual surpluses realized in the past two years and current year projections.

5 Year Trend Analysis

2011 Budget $180,000 Actual $259,424 Variance ($79,424)2012 Budget $180,000 Actual $253,154 Variance ($73,154)2013 Budget $200,000 Actual $177,790 Variance $22,210 2014 Budget $200,000 Actual $169,700 Variance $30,300 2015 Budget $200,000 Actual* $150,000 Variance* $40,000

*2015 Year End Projection

7


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Recovery of Salaries-INTERNAL

(3,472)

FinanceFinancial Planning Intergovernmental

Subsidies


(8,328)

Total Revenues (11,800) 0 0 0Net Total (11,800) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0249


I - Revenue Increase

Public

[ACCEPTED] Increase in Finance Recoveries from Social Services Provincial Subsidies



The Finance department provides direct financial support to the social programs administered by Social Services. These costs are eligible for provincial subsidy. This budget issue captures the increase in recoveries associated with incremental salary and benefit increases.

2015 budget: $757,786

8


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

FinanceAsset Planning Capital & Reserves


(1,536)


Collections, Invest, Banking

Fees and Recoveries INTERNAL

(5,488)




(2,032)

Total Revenues (9,056) 0 0 0

Finance (Corporate) Banking & Interest Charges

Interest & Penalties on Recvbl

INTERNAL Service Salary Allocn 632


Interest and Penalties on Tax

INTERNAL Service Salary Allocn 6,120


Interest On Investments

INTERNAL Service Salary Allocn 768


Net Total (1,536) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0274



Public

[ACCEPTED] Adjust Budgeted Recovery of Finance Staff



The enhanced collection of property tax arrears and related staffing resources, as approved by Council, will continue in 2016 with recoveries coming from the interest revenue charged against outstanding property taxes. In addition, the administrative fee for Finance employees involved in the administration of reserves will also continue in 2016 with recoveries coming from the various Corporate Reserves.

This issue correctly aligns the budget to match the changes in 2016 salaries of the staff being recovered.

9


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Return Cheque Service Fee (5,000)


Net Total (5,000) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0301



Public

[ACCEPTED] Non-Sufficient Funds (NSF) Cheque Fee (Volume Increase)

Recommended by Department with caution

One-Time BSR Funding Requirements: $0

The number of payments being returned insufficient funds continues to increase most notably in those taxpayers entering into tax arrears payment plans. An increase in this revenue line item of $5,000 is being recommended based upon historic activity and actual revenues realized. Caution is noted however that as collection staff continue to work with taxpayers to determine an affordable plan, this revenue line item is expected to decline in future.

5 Year Trend Analysis:

2011 Budget ($30,000) Actual ($31,998) Variance $1,998 2012 Budget ($30,000) Actual ($34,920) Variance $4,920 2013 Budget ($30,000) Actual ($39,170) Variance $9,170 2014 Budget ($30,000) Actual ($32,480) Variance $2,480 2015 Budget ($30,000) Actual* ($35,000) Variance* $5,000


10


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance Taxation & Financial Projects Local Taxation Collection Fees-

Other Depts (8,000)


Net Total (8,000) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0302



Public

[ACCEPTED] Other Charges Levied Against the Tax Roll/Added Charges Administrative Fee (Volume Increase)



Where it is deemed appropriate, fees charged to individuals for municipal services by operating departments (i.e. property standards) are secured in terms of collection by adding the charge directly to the property tax account. An administrative fee, received by the Tax Division, is added for each charge that is collected in this manner. An increase in the number of instances wherein charges are added is increasing thereby allowing for an increase in this revenue line item.

5 Year Trend Analysis:

2011 Budget ($12,000) Actual ($16,830) Variance $4,830 2012 Budget ($20,000) Actual ($42,930) Variance $22,930 2013 Budget ($30,000) Actual ($37,305) Variance $7,305 2014 Budget ($30,000) Actual ($34,830) Variance $4,830 2015 Budget ($30,000) Actual* ($38,000) Variance* $8,000

*2015 Year-End Projections

11


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Property Assessment

Ownership Changes (7,500)


Net Total (7,500) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0303



Public

[ACCEPTED] New Property Account Fee (New User Fee)



Currently the Tax Division charges a one-time $50 administrative fee for change in ownerships which to date has been applied to change in ownership to existing properties and also new properties that are created by way of land parcel severances. This user-specific fee helps to defray the costs of property account administration. With an upward trend in new development, it is anticipated that the number of new properties will begin to rise over the next few years. As a proactive measure, it is being recommended that a new property fee be implemented and segregated from the existing properties to be reflective of the effort required to create a new account which is more than what is required for ownership changes. The new administrative fee for new properties is recommended to be at $65 with a projected volume of 500. By reclassifying the new property fees from the current Ownership Fee Revenue of ($25,000) to a New Property Account Fee with a revenue of $32,500, the net projected revenue impact is $7,500.

12


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance Taxation & Financial Projects Local Taxation User Fees (45,000)


Net Total (45,000) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0304



Public

[ACCEPTED] Statement of Account Fee (New User Fee)

Recommended by Department with caution


As part of the regular service of property tax account administration, where changes have occurred to a property tax account (i.e. mailing address, ownership changes, pre-authorized payment plan updates), Statement of Accounts are prepared and mailed to property tax owners. Over and above this process, throughout the year the Tax Division receives approximately 1,500 requests for Statements of Accounts from taxpayers via 311. Requests, which are fewer in number, are also made via e-mail and over the counter enquiries. Reasons for the requests vary from misplaced tax bill, confirmation of balance owing or payments made, use in land purchase and sale transactions (as opposed to obtaining a tax certificate for which there is a council-approved $75 charge), etc. Currently there is no charge for the preparation and mailing of any Statement of Account. It is anticipated that in 2016 the Tax Division will be officially announcing an on-line web-site wherein taxpayers will be able to view their property tax account transactions and request Statements via e-mail at no charge. It is being recommended that a new Statement of Account fee be approved to be applied where requests are received from a taxpayer outside of what is considered regular account administration. It should be noted that an increase in taxpayer complaints will very likely arise as a result of this fee. As well, a number of taxpayers may no longer request a Statement. Therefore, the budgeted revenue increase has been set at a conservative level. It is noted that taxpayers will be able to access the same information online (once rolled out) at no charge, and we would continue to provide verbal information on account status at no charge.

The amount of the fee at $30 is consistent with charges of other peer municipalities. Other alternatives for lower fees and related budget impacts are noted as follows:• @ $10 - $15,000• @$15 - $22,500• @$25 - $37,500

13


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Collections, Invest, Banking User Fees (1,500)


Net Total (1,500) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0305



Public

[ACCEPTED] Tax Sale Tender Pick-up/Drop-off (New User Fee)



The Treasury and Cash Management division holds at minimum two Property Tax sales as part of the ongoing active collection of those accounts in property tax arrears. A substantial amount of time and effort is expended in the preparation of tender packages for use by the public. This information is made available via the City’s web-site for viewing by the public however quite often there are enquires made at the counter which may or may not result in a tender being made. The division is recommending that a fee be approved which would defray the costs associated with the tender package preparation and distribution and would be charged to those individuals either at time of pick-up (in-person over the counter) or at time of drop-off (to be included with submission). The amount of the fee at $25 is consistent with the fee charged by the Purchasing Department for tender packages where the value of the tender is $100,000 or less. The total volume is being estimated at 60 transactions for $25 each.

14


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance Taxation & Financial Projects Local Taxation Tax Information (50,000)


Net Total (50,000) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0306



Public

[ACCEPTED] Current and Prior Year Tax Information Fee (Volume and Fee Increase)



The Tax Division has been approached by a financial organization to provide current property tax information in electronic format for those clients who have mortgages with the financial organization but have elected to pay their property taxes on their own. The financial organization wants to ensure that their clients are staying current with their property taxes and has agreed to the payment for this service. There is a $5 fee already approved for the provision of current and/or prior year property tax information. It is being recommended that an increase in this budget revenue line be made to reflect the number of transactions being proposed (approx. 2,500 accounts twice per year) in addition to a fee increase to $10 as the charges have not been increased over a number of years to reflect inflationary costs.

15


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Recovery Of Expenses EXTERNAL

(10,000)


Net Total (10,000) 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0323



Public

[ACCEPTED] Increase in HST Rebate



As part of the City’s Commodity Tax Consulting agreement, Deloitte continues to provide consulting services to the City and continues to prepare an annual recovery for 100% of HST on certain administrative and overhead type costs that would otherwise be considered municipal expenditures with an unrecoverable portion of HST. Given the recent history of these recoveries, it is proposed that we increase the recovery amount from the current budgeted amount of approximately $60,000 to $70,000 on an annual basis. Administration will continue to monitor this item in future years to ensure it is sustainable on a regular and ongoing basis.

16


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance Taxation & Financial Projects Local Taxation Equipment Repairs 6,100


Net Total 6,100 0 0 0

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0275

4 - Budget Increase (Enhancement)

M - Service Enhancement

Public

[ACCEPTED] Cheque Scanner Maintenance Fee



The Finance Department administers over 80,000 property tax accounts, with Interim and Final Billings occurring annually in January and June. Payments are received on a daily basis with the main preferred method being by way of cheque (either through drop off boxes or mail in), with significant increases in activity during the timeframe of the six installment deadlines. Currently, cheque payment processing is completed manually in batches requiring additional staff resources during peak periods, once processed cheque payments are transferred to a financial institution via armoured car service. The functionality of a cheque payment scanner to batch payments and interface with the Amanda Tax Software will enhance the payment processing efficiency of the Tax Department and will include the ability to retain an image of the cheque payment for a specified period of time (a function that is currently not available). Further, the automated remote deposit will allow for tax payments to be credited to the City’s bank account daily. The annual maintenance fee associated with the cheque scanner is estimated at $6,100 per year. The one-time cost for the cheque scanner of $50,000 is included in the department's capital budget request.

17

Budget Issue Detail

2016


Finance

Office of the CFO

2016-0378



Public

[ACCEPTED] Convert Temporary Salary Budget to Regular, Full-Time Position - Financial Planning Administrator



Financial Planning Administrators (FPA) provide financial support to various departments by way of budget development and monitoring, variance analysis and reporting, accounting and year-end support, and assisting on a number of special projects and corporate initiatives. Traditionally, there had been 1 full-time FPA assigned to the Parks & Facility Operations areas; however over the past number of years, due to heavy workload in the area, there have been two FPA’s (1 permanent, full-time; and 1 temporary, full-time) assigned to support both Parks and Facility Operations. Initially, the hope had been that the temporary FPA position would only be required for as long as it took to stabilize Facility Operations; however given the continuing workload in this area, it is not anticipated that the FPA for Facility Operations would be able to re-assume the duties required to support the Parks Department as well.

The Facility Operations FPA has been working overtime on a consistent basis, with additional overtime hours required to meet the demands of peak deadlines related to budget, variance, year-end and third-party financial reporting. Despite this increase in overtime worked, there are still delays in responding to departmental requests and meeting time-sensitive deadlines. In addition, despite the significant progress that has been made with respect to the accounting, budgeting and financial reporting requirements of both areas, it has been noted that both FPA positions are required in order to properly support both the Parks and Facility Operations area, as there are currently a number of initiatives still underway that require enhanced Finance involvement.

These include:- Financial support for the existing and expanding use of 360Facilities as the Facility Operations work order management solution;- Financial Support for the expanded implementation, use and transition of 360Facilities in Parks Operations;- Development and implementation of regular processes surrounding 3rd party operating agreements (WJF, DND, 400 CHS);- Lead role on the financial implementation of the Corporate Building Management Strategy (Facility Operations as the Corporate Landlord);- Development of chargeback schedules;- Support for major process changes, including divisional staff realignment and establishment of levels of service.

In addition to the above, the Facility Operations division has also seen significant change in both business and operational practices, including the implementation of the Facility360 Work Order system and the assumption of both caretaking and maintenance responsibility for all Corporate Facilities. These changes have resulted in additional financial support required. As property manager for the WJF, DND and 400 CHS, the division is required to prepare annual budgets, monthly billings based on analysis of actual costs, and also carries out all capital maintenance on behalf of third party tenants (Provincial and Federal Governments). The addition of the Art Gallery of Windsor, WFCU, and WIATC also come with the requirement of regular cost reconciliations for financial analysis, monitoring and reporting. Internal tenants, such as our Recreation Facilities and Huron Lodge, require that all internal costs be tracked and reported as needed for funding submissions, operational analysis, and business case review. Many of our third party tenants also required annual, audited statements.

The current ongoing, high priority work being undertaken in this area has put a strain on the available time for regular duties such as account monitoring, reconciliation and reporting. As such, a temporary FPA has been assigned to the Parks Division for the past number of years to ensure that the required level of service provided by Financial Planning continues. This position is funded through temporary salary dollars and has been in place for 5 years, creating much needed stability in the area. In recognition of the level of support required, and on-going work to be done, it is being recommended that on-going, permanent support be added in this area, and that the temporary FPA positions assigned to the Parks Department be converted to a regular, full-time position.

Without the proper financial support in place, it will become increasingly difficult to manage and meet the deadlines related to core financial duties, as well as provide timely and reliable support for the significant initiatives occurring in both areas.

18


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFinance Financial Planning Perf Measurement

& Fin AdminFringe Benefits (Dept.) 8,610


Salary-Reg.Full Time 67,057

Finance Financial Planning Perf Measurement & Fin Admin Salary-Temporary (76,706)

Finance (Corporate) General Expense Accounts

Salary & Wage Adjust Provision

Fringe Benefit Allocation 8,610

Total Expenses 7,571 0 0 0Human Resources (Corporate)

Fringe Benefits - Recovery

Fringe Benefits Recovery

Automated Fringes Recovery (8,610)


Department Division Dept ID Position Title Employee Class Profile Name FTE


Financial Planning Administrator

Regular Full-Time Non-Union 1.0

1.0

19


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) General Expense Accounts MPAC Other Purchased

Services 22,380


Net Total 22,380 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0155


B - Legislated

Public

[ACCEPTED] MPAC Inflationary Fee Increase



The Municipality is mandated to use the Municipal Property Assessment Corporation (MPAC) for its assessment services. The total MPAC budget is distributed amongst municipalities on the basis of their weighted assessment. It was communicated in December 2014 that MPAC is forecasting an increase of 0.95% for 2016, which works out to an increase of approximately $22,380.

5-Year Budget Trend Analysis

2011 Budget $2,434,597 Actual $2,434,597 Variance $0 2012 Budget $2,471,112 Actual $2,471,112 Variance $0 2013 Budget $2,402,226 Actual $2,402,226 Variance $0 2014 Budget $2,383,103 Actual $2,355,721 Variance $27,382 2015 Budget $2,355,721 Actual $2,355,721 Variance $0

20


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) Corporate Revenue Accounts

Program Support Recoveries OW-Recovery 93,618

Total Revenues 93,618 0 0 0

Net Total 93,618 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0248


B - Legislated

Public

[ACCEPTED] Decrease in Program Support Recoveries



Ministry Transfer Payment guidelines indicate that central administration costs associated with governing and operating an organization are considered eligible for subsidy. Based on these guidelines, the City apportions corporate overhead and support costs to the Ontario Works program for the provision of services. Lower corporate overhead and support costs are being projected for this year and consequently a decrease to budgeted Corporate recoveries is being recommended.


2011 Budget ($3,786,439) Actual ($4,347,999) Variance $561,560 2012 Budget ($4,055,962) Actual ($4,081,377) Variance $25,415 2013 Budget ($3,614,199) Actual ($3,998,502) Variance $384,303 2014 Budget ($3,614,199) Actual ($3,570,369) Variance ($43,830)2015 Budget ($3,614,199) Actual* TBD Variance* -

*2015 Year End projection cannot be determined at this time

21

In-Camera Issue

(This Page Was Left Blank Intentionally)

22

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0277


E - Inflationary

Public

[ACCEPTED] Utilities Inflationary Provision - Hydro, Water, Gas, District Energy



Hydro

The 2016 Hydro Budget net increase is based on an internal line by line account analyses, historical trends, relevant climate data, industry reports and provincial government data. Account adjustments are undertaken based on consumption trends of the immediate prior years and an inflation factor is applied. The YTD 2015 overall average total cost per kWh is $0.145 which is trending 9.7% higher than the comparable period in 2014. The Independent Electricity Service Operator (IESO) Long Term Electricity Plan identifies a blended average increase between industrial and residential consumers of 9.8% for 2016. Our internal analysis of the actual electricity cost (commodity cost plus global adjustment) reflects a 19.1% increase YTD.

These varying analysis make it very challenging to project an inflation factor as well as overall 2016 costs. The City’s consumption is trending lower at -3.4% YTD and is reflective of a number of variables including weather patterns as well as the implementation of energy efficiency measures representing a consumption reduction of approximately 7.2 million kWh that will impact 2016.

This 7.2 million kWh consumption reduction is largely the result of the following projects: WFCU Center refrigeration lighting and dehumidification upgrade 700,000 kWh; Lou Romano Turbo blowers 1.5 million kWh, Windsor Justice facility humidification upgrade 500,000 kWh; Combined Heat and Power installations at WFCU Center and Huron Lodge 2.1 million kWh; Streetlight LED conversion 2.4 million kWh. By implementing these reduction measures the City will save $1,079,000 in 2016. The annualized cost savings would represent $2.2 million. The combined heat and power project currently under investigation for the Windsor International Aquatic and Training Center could result in additional future savings of $400,000.

Based on an assembly of the above noted data and related information, administration is recommending an electricity inflation factor of 7% increasing the 2016 budget by $230,594.

Water

The 2016 water budget is projected to increase by $41,817 based on water rate increase and consumption pattern adjustments. This projection is based on various internal line by line analysis and Windsor Utilities Commission (WUC) announcement of 4% water rate increase in 2016.

Natural Gas

The 2016 natural gas budget is projected to increase by $20,588 based on a 3% inflation factor, lower commodity costs and consumption pattern adjustments. This projection is also based on internal line by line analysis and industry reports. Included in the projected increase is an allocation of costs associated with the implementation of Combined Heat and Power systems at WFCU and Huron Lodge.

23


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFinance (Corporate) General Expense

Accounts Contingency Gas 34,246

Finance (Corporate) General Expense Accounts Contingency Thermal Energy 195,466

Finance (Corporate) General Expense Accounts Contingency Utilities (91,995)

Finance (Corporate) General Expense Accounts Contingency Water 17,114


Contingency (Parking Operations)

Gas 124



Utilities 1,672



Water (879)


Contingency (Sewer Surcharge) Gas (16,752)


Contingency (Sewer Surcharge) Utilities 307,922


Contingency (Sewer Surcharge) Water 24,758

Total Expenses 154,831 0 917 315,928Net Total 154,831 0 917 315,928

District Energy

The 2016 District Energy budget is projected to increase by $195,466 based on a 5% inflation factor and consumption pattern adjustments.

In summary:

2015 Budget Consumption Adj Inflation Adj 2016 Budget IncreaseHydro $13,592,348 ($673,808) $904,403 $13,822,942 $230,594Water $1,462,275 ($15,363) $57,876 $1,504,092 $41,817Gas $1,412,821 ($27,767) $42,555 $1,433,409 $20,588DE $1,828,540 $98,745 $96,721 $2,024,006 $195,466

24


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Interest and Penalties on Tax

Penalty - Taxes Receivable 200,000


Net Total 200,000 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0283


F - Revenue Reduction

Public

[ACCEPTED] Reduction of Revenues for Interest & Penalties on Tax



Due to the continued efforts of the collections staff and the improving economy, the number of accounts and associated dollar value of property tax arrears has started to decline and Administration projects that this trend will continue through 2015 creating a potential deficit of approximately ($200,000) in 2015. Accordingly, 2016 budget will be set on this basis.

5 Year Trend Analysis2011 Budget ($6,300,000) Actual ($6,014,481) Variance ($285,519)2012 Budget ($6,300,000) Actual ($5,869,214) Variance ($430,786)2013 Budget ($6,062,302) Actual ($5,569,095) Variance ($493,207)2014 Budget ($5,557,487) Actual ($5,102,192) Variance ($455,295)2015 Budget ($5,305,378) Actual*($5,105,378) Variance* ($200,000)


25


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Interest Paid to Reserves

Temporary Financing Costs (100,000)



Interest On Investments

Bank Deposit Interest Earned 400,000


Net Total 300,000 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0293



Public

[ACCEPTED] Decrease in Interest Income



A cut in interest rates by the Bank of Canada in January and July 2015 has resulted in lower actual investment yields than expected. Regards to interest paid on reserves, despite the reduction in investment rates, balances held in reserves were higher than expected. Based on projected cash flows and projected investment returns going forward, a net revenue budget reduction is being recommended in the amount of $300,000 ($400,000 overall interest revenue decrease and $100,000 lower expense for the reserves share of the interest).

5-Year Net Budget Trend Analysis

2011 Budget $0 Actual ($535,305) Variance $535,305 2012 Budget ($500,000) Actual ($833,795) Variance $333,795 2013 Budget ($525,000) Actual ($1,104,029) Variance $579,029 2014 Budget ($826,664) Actual ($1,033,524) Variance $206,860 2015 Budget ($1,276,027) Actual* ($776,027) Variance* ($300,000)

26


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Capital Interest Income

Investment Income - Own Funds 450,000


Net Total 450,000 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0332



Public

[ACCEPTED] Decrease in Capital Interest Income



The estimate for 2016 is approximately $450,000 lower than 2015’s. The decrease in projected capital interest income is primarily due to the availability of approved Debt Reduction Levy funding ($26.282m) that will be transferred in 2016 to partially fund the 2013 enhanced plan projects. This will significantly lower the amount of project deficits that are currently being charged interest until future years when the funds become available.

2011 Budget ($500,000) Actual ($913,129) Variance $413,129 2012 Budget ($500,000) Actual ($1,101,243) Variance $601,243 2013 Budget ($750,000) Actual ($954,464) Variance $204,464 2014 Budget ($750,000) Actual ($743,733) Variance ($6,267)2015 Budget ($750,000) Actual* ($425,327) Variance* ($370,000)


27


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) Fringe Benefits Canada Pension Plan

Canada Pension Plan 381,000


Net Total 381,000 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0193



Public

[ACCEPTED] Canada Pension Plan (CPP)



Although there has not been a confirmed rate increase, there is a need to increase the budget to account for any contractual salary increases. Due to the changing staffing levels throughout the year, this account is difficult to forecast with certainty. Therefore, based on activity over the past few years coupled with the negotiated salary increases, a budget increase of $381,000 is being recommended as the preliminary CPP estimate for 2016 is $7,000,000. As the Transit Windsor Fringe Benefit budget has been transferred to Corporate Accounts in 2015, any increase for Transit Windsor has been factored in this calculation.


2011 Budget $6,125,539 Actual $5,697,307 Variance $428,2322012 Budget $6,060,000 Actual $5,769,377 Variance $290,6232013 Budget $6,060,000 Actual $5,894,664 Variance $165,3362014 Budget $5,760,000 Actual $6,100,808 Variance ($340,808) 2015 Budget $6,619,000 Actual*$6,205,000 Variance* ($230,000)


28


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) Fringe Benefits Sick Leave Gratuity Sick Leave Gratuity 150,000Total Expenses 150,000 0 0 0

Net Total 150,000 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0194



Public

[ACCEPTED] Sick Leave Gratuity



This account is used to capture the sick leave gratuity paid out to eligible retirees. This account is difficult to predict as the timing of these retirements is uncertain. To align the budget with the five year average, a $150,000 budget increase is being recommended. It should be noted that if there is an influx of retirees there is a risk that a significant variance could occur.


2011 Budget $1,100,000 Actual $994,320 Variance $105,6802012 Budget $1,100,000 Actual $1,085,885 Variance $14,1152013 Budget $1,100,000 Actual $1,527,801 Variance ($427,801)2014 Budget $1,100,000 Actual $1,143,483 Variance ($43,483) 2015 Budget $1,100,000 Actual* $1,479,398 Variance* ($379,398)


29


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

CAO's Office Administration - CAO's Office CAO Administration Travel Expense (3,700)

Council Services Communications & Cust. Service 311 Call Centre Travel Expense (1,955)

Council Services Communications & Cust. Service

Communications Unit Travel Expense (400)

Council Services Council Services Division Council Services Travel Expense (2,270)

Council Services Council Services Division

Information & Records Mgmt. Travel Expense (1,000)

Council Services Policy, Gaming, Licensing & Bylaw Enf.

Bylaw Enforcement Travel Expense (400)


Council/Community Services Travel Expense (300)


Licencing & Gaming Travel Expense (2,837)

Employment & Social Services

Admin-Comm Dev & Health Office

Comm Dev & Health Admin Travel Expense (1,060)

Employment & Social Services Ontario Works Ontario Works-

Program Delivery Travel Expense (4,449)

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0401



Public

[ACCEPTED] Reduction in Travel Expense Accounts (Corporate Wide)


One Time BSR Funding Requirement: $0

This budget issue represents a 20% across the board reduction to all departmental Travel Accounts.

While this budget reduction has been brought forward by Administration, it is not recommended as travel costs incurred by employees are often necessary to ensure attendance at conferences and training, required to maintain the skills and knowledge related to their jobs. While the full budgets are not always spent in each department each and every year due to workloads and variance mitigation efforts, a permanent cut will impact the ability to stay current on a variety of important issues.

30


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEmployment & Social Services

Other Employment Services

SS-Employment Services Travel Expense (400)

Engineering Administration - Engineering

Engineering - Admin Travel Expense (400)

Engineering Development, Projects & Right of Way

PW Eng-Dev,Proj & Right of Way Travel Expense (400)

Engineering Facility Operations Fac.Ops. -Non-Campus Travel Expense (100)

Engineering Facility Operations Facility Operations Admin Travel Expense (80)

Engineering Infrastructure & Geomatics Geomatics Travel Expense (360)

Engineering Infrastructure & Geomatics

Infrastructure & Engineering Travel Expense (1,224)

Engineering Pollution Control Environmental Quality Services

TRANSFER to Current Fund (800)

Engineering Pollution Control Environmental Quality Services Travel Expense (1,400)

Engineering Pollution Control LRPCP Operations TRANSFER to Current Fund (200)

Engineering Pollution Control LRPCP Operations Travel Expense (200)Engineering Pollution Control LRWRP Operations TRANSFER to

Current Fund (2,000)

Engineering Pollution Control LRWRP Operations Travel Expense (2,000)

Finance Administration - Finance Financial Services Travel Expense (1,200)

Finance Asset Planning Asset Planning Travel Expense (520)

Finance Asset Planning Capital & Reserves Travel Expense (100)Finance Asset Planning Corporate Energy Travel Expense (130)


Accounting Services Travel Expense (100)


Financial Accounting Travel Expense (800)

Finance Financial Accounting Payroll Travel Expense (300)

FinanceFinancial Planning

Budget Control&Financial Admin

Travel Expense (100)

31


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFinance

Financial PlanningBudget Development & Fin Admin


Finance Financial Planning Intergovernmental Subsidies Travel Expense (273)

Finance Financial Planning Perf Measurement & Fin Admin Travel Expense (1,260)


Collections, Invest, Banking Travel Expense (200)

Finance Taxation & Financial Projects Local Taxation Travel Expense (134)


Property Assessment Travel Expense (200)

Fire & Rescue Fire Operations Fire Operations Travel Expense (760)Fire & Rescue Fire Operations FIRE-Emergency

Preparedness Travel Expense (500)

Fire & Rescue Fire Support Services

FIRE Support-Admin Travel Expense (2,540)

Fire & Rescue Fire Support Services FIRE-Apparatus Travel Expense (600)


FIRE-Communications Travel Expense (500)

Fire & Rescue Fire Support Services FIRE-Prevention Travel Expense (2,260)

Fire & Rescue Fire Support Services FIRE-Training Travel Expense (1,100)

Housing & Children Services Housing Services Housing Services Travel Expense (4,682)

Human Resources Administration - Human Resources

Diversity & Accessibility Travel Expense (600)


Human Resources Admin Mgt Travel Expense (1,800)

Human Resources Organizational Develop & OH&S Health & Safety Travel Expense (1,260)

Huron Lodge Administration - Huron Lodge HL Administration Travel Expense (500)

Huron Lodge Nursing & Personal Care

Nursing & Personal Care Travel Expense (200)

Huron Lodge Resident Services Resident Services Travel Expense (20)

Information Technology Administration - Info. Tech.

InformationTechnology Admin Travel Expense (1,040)

32


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesInformation Technology Enterprise System

SupportEnterprise Systems Support Travel Expense (2,490)

Information Technology Project Mgmt & Applications

Bus Proc Ctr Excellence Travel Expense (400)


Project Management & Applicat


Information Technology Technology Infrastructure

Technology Infrastructure Travel Expense (405)

Legal Legal, Real Estate & Risk Mgmt Admin-Legal Travel Expense (1,900)

Legal Legal, Real Estate & Risk Mgmt

Real Estate Services Travel Expense (300)

Legal Legal, Real Estate & Risk Mgmt Risk & Insurance Travel Expense (600)

Legal Provincial Offences

Prov Offences Admin Travel Expense (400)

Legal Purchasing Purchasing Travel Expense (440)Parks Forestry Forestry Travel Expense (380)

Parks Horticulture Horticulture Travel Expense (100)Parks Parks

Development Parks Development Travel Expense (105)

Planning & Building Administration - Planning & Building

Admin Building & Planning Travel Expense (690)


Building Management Travel Expense (140)

Planning & Building Building Building - Inspections Travel Expense (1,000)

Planning & Building Building Site Development TRANSFER to Current Fund (1,150)

Planning & Building Building Site Development Travel Expense (200)

Planning & Building Development Development Applications Travel Expense (1,100)

Planning & Building Policy & Design Planning Policy Travel Expense (726)

Planning & Building Urban Design Urban Design/Comm Dev Travel Expense (1,080)

Public Works Contracts, Field Services & Maintenance

PW Ops - Contracts, Field Serv. Maint.

Travel Expense (1,926)

33


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works Environmental

ServicesEnvironmental Services - Admin Travel Expense (600)

Public Works Fleet Fleet Travel Expense (700)Public Works Technical Support Technical Support TRANSFER to

Current Fund (377)

Public Works Technical Support Technical Support Travel Expense (750)

Public Works Traffic Ops, Parking & Trans. Planning

Transportation Planning Travel Expense (600)

Recreation & Culture Admin - Parks & Recreation Administration Travel Expense (2,074)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Travel Expense (650)

Recreation & Culture Community Centres & Programming

Community Programming-Admin


Recreation & Culture Cultural Affairs Cultural Affairs Office Travel Expense (1,863)

Recreation & Culture Recreation Facilities

Recreation Facilities-Admin Travel Expense (320)

Transit Windsor Administration - Transit Windsor Corporate Services Travel Expense (2,000)

Transit Windsor Transit Operations TW - Operations Travel Expense (800)

Total Expenses (73,973) (1,150) 0 (3,377)



Comm Dev & Health Admin Net County Cost 88

Employment & Social Services Admin-Comm Dev

& Health OfficeComm Dev & Health Admin


795


Program Delivery Net County Cost 640


Program DeliveryOntario Specific Grants 2,224



SS-Employment Services

Ontario Specific Grants 400

EngineeringPollution Control Environmental

Quality Services


800

34


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering

Pollution Control LRPCP OperationsRecovery Of Expenses EXTERNAL

200

EngineeringPollution Control LRWRP Operations


2,000

Housing & Children Services Housing Services Housing Services Net County Cost 1,629

Planning & Building Building Site Development TRANSFER From Reserve Funds 1,150

Public WorksTechnical Support Technical Support


377


Net Total (63,670) (1,150) 0 (3,377)

35


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

CAO's Office Administration - CAO's Office CAO Administration Training Courses (300)

Council Services Communications & Cust. Service 311 Call Centre Training Courses (525)


Communications Unit Training Courses (38)

Council Services Council Services Division Council Services Training Courses (285)


Information & Records Mgmt. Training Courses (188)


Bylaw Enforcement Training Courses (773)


Council/Community Services Training Courses (135)

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0404



Public

[ACCEPTED] Reduction in Training Expense Accounts (Corporate Wide)

Not Recommended By Department


This budget issue represents a 15% across the board reduction to all departmental Training Accounts.

While this budget reduction has been brought forward by Administration, it is not recommended as training costs incurred by employees are essential to ensure that our employees attend conferences and take advantage of training opportunities in order to maintain the necessary skills and knowledge required to do their jobs and remain current. While the full budgets are not always spent in each department each and every year due to workloads and variance mitigation efforts, a permanent cut will impact the ability to stay current on a variety of important issues.

The reductions below exclude the following:

1. CBRN/Hazmat related2. First Aid/Defib related3. Areas resulting in loss of third-party revenue

36


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesCouncil Services Policy, Gaming,

Licensing & Bylaw Enf.

Licencing & Gaming Training Courses (300)



Comm Dev & Health Admin Training Courses (690)


Program Delivery Training Courses (6,680)



SS-Employment Services Training Courses (1,500)


PW Eng-Dev,Proj & Right of Way Training Courses (300)

Engineering Facility Operations Fac.Ops. -Non-Campus Training Courses (195)

Engineering Facility Operations Facility Operations Admin Training Courses (3,150)

Engineering Infrastructure & Geomatics Geomatics Training Courses (1,155)


Infrastructure & Engineering Training Courses (605)

Engineering Pollution Control Environmental Quality Services Training Courses (375)



Engineering Pollution Control LRPCP Operations Training Courses (405)

Engineering Pollution Control LRPCP Operations TRANSFER to Current Fund (405)

Engineering Pollution Control LRWRP Operations Training Courses (1,124)Engineering Pollution Control LRWRP Operations TRANSFER to


Engineering Pollution Control Process Engineer & Maintenance Training Courses (151)

Engineering Pollution Control Process Engineer & Maintenance


Engineering Pollution Control Pump Station-Operations Training Courses (150)

Engineering Pollution Control Pump Station-Operations


Finance Administration - Finance Financial Services Training Courses (474)

Finance Asset Planning Asset Planning Training Courses (225)

37


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFinance Asset Planning Corporate Energy Training Courses (75)


Accounting Services Training Courses (419)


Financial Accounting Training Courses (449)

Finance Financial Accounting Payroll Training Courses (343)


Collections, Invest, Banking Training Courses (299)


Property Assessment Training Courses (154)

Fire & Rescue Fire Operations Fire Operations Training Courses (1,088)Fire & Rescue Fire Operations FIRE-Emergency

Preparedness Training Courses (195)


FIRE Support-Admin Training Courses (633)

Fire & Rescue Fire Support Services FIRE-Apparatus Training Courses (525)


FIRE-Communications Training Courses (150)

Fire & Rescue Fire Support Services FIRE-Prevention Training Courses (1,380)

Fire & Rescue Fire Support Services FIRE-Training Training Courses (1,447)

Housing & Children Services Housing Services Housing Services Training Courses (15)


Diversity & Accessibility Training Courses (75)


Human Resources Admin Mgt Training Courses (3,075)

Human Resources Employment Services

HR-Employment Services Training Courses (125)

Huron Lodge Administration - Huron Lodge HL Administration Training Courses (1,500)

Huron Lodge Nursing & Personal Care

Nursing & Personal Care Training Courses (105)

Huron Lodge Resident Services Resident Services Training Courses (30)

Information Technology Enterprise System Support

Enterprise Systems Support Training Courses (1,035)

38


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesInformation Technology Project Mgmt &

Applications


Training Courses (1,875)


Technology Infrastructure Training Courses (742)

Legal Legal, Real Estate & Risk Mgmt Admin-Legal Training Courses (391)

Legal Legal, Real Estate & Risk Mgmt Risk & Insurance Training Courses (450)


Prov Offences Admin Training Courses (750)

Legal Purchasing Purchasing Training Courses (450)

Parks Forestry Forestry Training Courses (210)Parks Forestry Ojibway & Natural

Areas Training Courses (45)

Parks Parks Development Parks Development Training Courses (12)

Parks Parks Operations Parks Operations Training Courses (594)


Admin Building & Planning Training Courses (225)


Building Management Training Courses (225)

Planning & Building Building Building - Inspections Training Courses (2,295)

Planning & Building Building Site Development Training Courses (300)Planning & Building Building Site Development TRANSFER to


Planning & Building Development Development Applications Training Courses (2,100)

Planning & Building Policy & Design Planning Policy Training Courses (525)

Planning & Building Urban Design Urban Design/Comm Dev Training Courses (218)



Training Courses (613)

Public Works Environmental Services

Environmental Services - Admin Training Courses (76)

Public Works Fleet Fleet Training Courses (600)

39


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works Technical Support Technical Support Training Courses (450)

Public Works Technical Support Technical Support TRANSFER to Current Fund (226)


Parking Enforcement Training Courses (195)


Signal Systems and Parking Training Courses (75)

Recreation & Culture Admin - Parks & Recreation Administration Training Courses (123)

Recreation & Culture Community Development

Community Development-Admin

Training Courses (195)

Recreation & Culture Cultural Affairs Cultural Affairs Office Training Courses (375)


Recreation Facilities-Admin Training Courses (945)

Transit Windsor Administration - Transit Windsor Corporate Services Training Courses (2,850)

Transit Windsor Transit Maintenance Fleet Maintenance Training Courses (3,000)

Transit Windsor Transit Operations TW - Operations Training Courses (6,750)

Transit Windsor Transit Sales & Customer Service

TW-Sales & Customer Service Training Courses (150)

Total Expenses (60,644) (2,200) 0 (2,431)



Comm Dev & Health Admin Net County Cost 57




518


Program Delivery Net County Cost 961






Ontario Specific Grants 1,500


Quality Services


375

40


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering

Pollution Control LRPCP OperationsRecovery Of Expenses EXTERNAL

405



1,124

EngineeringPollution Control Process Engineer

& Maintenance


151

EngineeringPollution Control Pump Station-

Operations


150

Housing & Children Services Housing Services Housing Services Net County Cost 5

Planning & Building Building Site Development TRANSFER From Reserve Funds 2,200



226


Net Total (49,632) (2,200) 0 (2,431)

41


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate)Fund Transfers

Budget Stabilization Contingen

TRANSFER to Reserve Fund (1,000,000)

Total Expenses (1,000,000) 0 0 0

Net Total (1,000,000) 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0428



Public

[ACCEPTED] Reduction to Corporate Contingency



Given increased budget allotments recommended for specific line items that have recently experienced significant negative budget variances (e.g., winter control and Fire and Rescue budgets) the overall contingency budget could be reduced from $2.5 million to $2 million in order to offset other budget pressures and in order to try and avoid any property tax levy increased requirements for City-controlled departments.

Certainly, any decrease in the overall contingency increases the risk of negative budget variances. Budgets are based on complex planning exercises undertaken using best judgment, but often with incomplete or best estimate information about events and conditions that will happen a year or more in the future and which may not be in the direct control of the municipality.

42


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) Corporate Revenue Accounts Casino Hosting Fee Casino Hosting Fee (400,000)


Net Total (400,000) 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0393



Public

[ACCEPTED] OLG Municipality Contribution Revenue Increase



In 2013, the City signed the Municipality Contribution Agreement with the Ontario Lottery and Gaming (OLG) Corporation as it relates to funding contributions to the City of Windsor relative to the gaming site located at 377 Riverside Drive East, Windsor, Ontario, N9A 7H7 (Caesars Windsor). The agreement provides for payments to host municipalities based on a weighted formula relative to games revenue levels. The contributions to the City is trending higher each year and is projected to be $400,000 higher than budgeted.

2015 Budget: $9,069,927

2011 Budget ($3,000,000) Actual ($3,000,000) Variance $0 2012 Budget ($3,000,000) Actual ($3,000,000) Variance $0 2013 Budget ($3,000,000) Actual ($8,072,401) Variance $5,072,401 2014 Budget ($9,069,927) Actual ($8,868,271) Variance ($201,656)2015 Budget ($9,069,927) Actual* ($9,469,927) Variance* $400,000 *2015 Year End Projection

43


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) Corporate Revenue Accounts

OMPF-Ont Municipal Partnership

Ontario Specific Grants (2,300,000)

Total Revenues (2,300,000) 0 0 0

Net Total (2,300,000) 0 0 0

Budget Issue Detail

2016


Finance (Corporate)

Office of the CFO

2016-0410



Public

[ACCEPTED] Ontario Municipal Partnership Funding (OMPF)



Based on preliminary discussions with the Province, an estimated funding increase of $2,300,000 in Ontario Municipal Partnership Fund (OMPF) revenues is anticipated in 2016. This funding relates to the Assessment Equalization component of the fund which benefits municipalities with lower assessment valuations.

2015 Budget: ($20,651,900)

44


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Technology Infrastructure

Computer Maintenance 5,000


Net Total 5,000 0 0 0

Budget Issue Detail

2016


Information Technology

Office of the CFO

2016-0125



Public

[ACCEPTED] Internet Expense Increase



In order to maintain current levels of service an increase is required for the purchase of more Internet bandwidth. There has been a dramatic increase in the amount of Internet bandwidth used over the past couple of years. This is due to the increase in the number of Internet users created by expanding the City IT infrastructure to the Airport and Library as well as introducing Wifi hotspots for the public, corporate guests, and employee Bring-Your-Own-Devices (BYOD). The introduction of hosted and more Internet centric applications has also put a larger demand on the amount of Internet use. The City will need to purchase a larger amount of bandwidth in order to avoid a noticeable decrease in the performance of Internet based applications. Currently we pay for 75mb of bandwidth and with the increase in funding our new bandwidth will rise to 200mb. It should be noted that this cost increase is only an estimate at this time with the actual amount not known until early 2016.

5 YEAR TREND OF EXPENSES2011 Budget: $12,000 Actuals: $10,375 Variance: $1,6252012 Budget: $12,000 Actuals: $12,415 Variance: $ 4152013 Budget: $12,000 Actuals: $15,573 Variance: -$3,573 2014 Budget: $12,000 Actuals: $17,657 Variance: -$5,6572015 Budget: $12,000 Actuals: $24,044 Variance: -$12,044

45

Budget Issue Detail

2016



Office of the CFO

2016-0060



Public

[ACCEPTED] Miscellaneous Line by Line Reductions



A detailed line by line review of all accounts in all divisions of Information Technology, led to various small reductions in numerous accounts:

TOTAL ACCOUNT$ 600 Business Meeting Expense$ 245 Car Allowance/Mileage$ 570 Publications$1,172 Computer Hardware$4,600 Minor Apparatus & Tools $ 600 Membership Fees & Dues

5 YEAR TREND OF EXPENSES

Business Meeting Expenses2011 Budget: $1,450 Actuals: $ 548 Variance: $9022012 Budget: $1,250 Actuals: $ 724 Variance: $5262013 Budget: $1,250 Actuals: $1,551 Variance:-$301 2014 Budget: $1,350 Actuals: $ 811 Variance: $5392015 Budget: $1,350 Actuals: $ 590 (as of Aug 31st) Projected Variance: $500

Car Allowance/Mileage2011 Budget: $330 Actuals: $ 0 Variance: $3302012 Budget: $330 Actuals: $213 Variance: $1172013 Budget: $330 Actuals: $ 0 Variance: $3302014 Budget: $270 Actuals: $113 Variance: $1572015 Budget: $270 Actuals: $0 (as of Aug 31st) Projected Variance $270

Publications2011 Budget: $670 Actuals:-$ 3 Variance: $1132012 Budget: $670 Actuals: $ 0 Variance: $6702013 Budget: $670 Actuals: $176 Variance: $494 2014 Budget: $670 Actuals: $100 Variance: $5702015 Budget: $670 Actuals: $135 (as of Aug) Projected Variance $535

Computer Hardware2011 Budget: $1,172 Actuals: $ 0 Variance: $1,1722012 Budget: $1,172 Actuals: $1,671 Variance:-$ 4992013 Budget: $1,172 Actuals: $ 205 Variance:-$ 967 2014 Budget: $1,172 Actuals: $ 0 Variance: $1,1722015 Budget: $1,172 Actuals: $ 483 (as of Aug 31st) Projected Variance $689

46


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesInformation Technology Administration -

Info. Tech.InformationTechnology Admin

Business Meeting Expense (200)

Information Technology End User Management

End User Management



End User Management Car Allowance (60)


Enterprise Systems Support



Enterprise Systems Support Car Allowance (40)


Enterprise Systems Support

Membership Fees & Dues (600)


Bus Proc Ctr Excellence Car Allowance (15)


Bus Proc Ctr Excellence




Car Allowance (80)



Computers - PCs (1,172)






Minor Apparatus & Tools (4,600)

Minor Apparatus & Tools2011 Budget: $37,512 Actuals: $18,177 Variance: $18,1772012 Budget: $39,512 Actuals: $21,112 Variance: $18,4002013 Budget: $46,512 Actuals: $24,626 Variance: $21,886 2014 Budget: $55,512 Actuals: $25,024 Variance: $30,4882015 Budget: $49,712 Actuals: $22,489 (as of Aug 31st) Projected Variance $16,000

Membership Fees & Dues2011 Budget: $ 0 Actuals: $ 0 Variance: $ 02012 Budget: $ 0 Actuals: $1,019 Variance:-$1,0192013 Budget: $1,200 Actuals: $ 815 Variance: $ 385 2014 Budget: $1,200 Actuals: $ 453 Variance: $ 7472015 Budget: $1,200 Actuals: $ 0 (as of July 31st) Projected Variance $ 747

47


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesInformation Technology Technology

InfrastructureTechnology Infrastructure



48


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Telephone Equipment - Computer

(10,000)


Net Total (10,000) 0 0 0

Budget Issue Detail

2016



Office of the CFO

2016-0070



Public

[ACCEPTED] Reduction in Data Line Expenses



Through ongoing monitoring of corporate data line needs and expenses, as well as a slight decrease in data line rates, Information Technology can reduce this budget without impacting service.

49


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


End User Management


(6,507)


Net Total (6,507) 0 0 0

Budget Issue Detail

2016



Office of the CFO

2016-0218



Public

[ACCEPTED] Recovery for P.C. Support Analyst Work in Social Services



P.C. Support Analysts from the Information Technology (I.T.) Department provide direct support to the Employment & Social Services Department. These costs are charged to various government funded programs within Employment & Social Services. The recovery in I.T. will increase in 2016 by $6,507 due to the negotiated increases in wages and fringe benefit increases associated with the P.C. Support Analyst positions. The E&SS department will absorb the increase within their current budget.

If this issue is accepted, the 2016 recovery from E&SS to I.T. will be $222,544.

50


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Information Technology Administration - Info. Tech.

InformationTechnology Admin Office Supplies (400)

Total Expenses (400) 0 0 0

Net Total (400) 0 0 0

Budget Issue Detail

2016



Office of the CFO

2016-0059


J - Alternative Service Delivery

Public

[ACCEPTED] Elimination of Paper Business Cards



This recommendation is to eliminate paper business cards within I.T. in favour of using electronic contacts and could be considered corporately.

51


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


PW Eng-Dev,Proj & Right of Way Licenses & Permits (4,000)


Enterprise Systems Support User Fees 4,000

Total Revenues 0 0 0 0Net Total 0 0 0 0

Budget Issue Detail

2016



Office of the CFO

2016-0240



Public

[ACCEPTED] Streamlining The Over-The-Counter Service Fee For Public Works Permits



Currently, Public Works is charging an additional $3 Over the counter fee in support of funding the technology maintenance costs to process permits. This revenue is transferred from Public Works to Information Technology annually. In order to reduce administrative overhead, beginning in 2016, the revenue will remain in the Public Works department. This issue will not result in any change to the total fee paid by the customer.

If accepted, Enterprise Support will with work with all departmental and IT resources to adjust the Amanda permit folder types to reflect the new fee structure in the Amanda System for the following:

SUB CATEGORY FEE/SERVICEDevelopment Moving/Oversized Load Permit (minimum)Development Annual Moving/Oversized Load Project PermitDevelopment Moving/Oversized Load Project Permit (This requires Annual Moving/Oversized Load Project Permit first and then this fee applies to each load over 10 moves.)Development Right –of-Way for: -sewer work, driveways, utility work, water service, other (day closure, signs, structure or object on ROW, temporary construction access, etc)

As this is a budget adjustment with $0 net effect to the municipal levy, no additional reductions were put forward. The $4,000 transfer of budget dollars is based on the actual # of permits charged. Administration from the Public Works department was consulted and is in agreement with this initiative.

52

Budget Issue Detail

2016



Office of the CFO

2016-0269



Public

[ACCEPTED] Streamlining The Over-The-Counter and On-Line Service Fees for Building Permits



Currently, the Building Department is charging an additional $3 over the counter fee, and $2 online fee in support of funding the technology maintenance costs to process permits. This revenue is transferred from Building to Information Technology. In order to reduce administrative overhead, beginning in 2016, the revenue will remain in the Building department. This issue will not result in any change to the total fee paid by the customer.

If accepted, Enterprise Support will with work with all departmental and IT resources to adjust the Amanda permit folder types to reflect the new fee structure in the Amanda System for the following:

SUB-CATEGORY FEE/SERVICE42 Site -Development Zoning Commercial Permit Fee (Group A, Division 1,2,3,4 occupancies as set out as gaming establishments in the Ontario Building Code)43 Site -Development Zoning Commercial Permit Fee (Group A, Division 1,2,3,4 occupancies excluding gaming establishments as set out as in the Ontario Building Code)44 Site -Development Zoning Commercial Permit Fee (Group D occupancies as set out as in the Ontario Building Code)45 Site -Development Zoning Commercial Permit Fee (Group E occupancies as set out as in the Ontario Building Code)51 Site -Development Zoning Demolition Fee56 Site -Development Zoning Heating Permit Fee Other (schools, institutional, high (hazard industrial, building over 3 storeys & 600 m2 in gross floor area))57 Site -Development Zoning Heating Permit Fee (residential)58 Site -Development Zoning Heating Permit Fee small commercial/industrial building (building not more than 3 storeys in height & gross floor area of the building under 600 m2)59 Site -Development Zoning ICI Projects Water Service Inspections60 Site -Development Zoning Industrial Permit Fee Group “f” Division 1,2,3, occupancies as set out in the Ontario Building Code61 Site -Development Zoning Industrial Permit Fee62 Site -Development Zoning Intuitional Permit Fee67 Site -Development Zoning Portable Sign Fee (A-Frame Sign)68 Site -Development Zoning Portable Sign Fee (Banner Flag Sign)69 Site -Development Zoning Portable Sign Fee (Banner Sign)70 Site -Development Zoning Portable Sign Fee (Community Event Sign – A-Frame, Banner, Ground)71 Site -Development Zoning Portable Sign Fee (Community Event Sign – Inflatable mobile)72 Site -Development Zoning Portable Sign Fee (Congratulatory Sign)73 Site -Development Zoning Portable Sign Fee (Construction Site Sign)74 Site -Development Zoning Portable Sign Fee (Development Project Sign-renewal)75 Site -Development Zoning Portable Sign Fee (Development Project Sign)76 Site -Development Zoning Portable Sign Fee (Election)77 Site -Development Zoning Portable Sign Fee (Inflatable Sign – Group 1& 2 Residential uses)78 Site -Development Zoning Portable Sign Fee (Inflatable Sign – Group 3& 4 Residential uses)79 Site -Development Zoning Portable Sign Fee (Mobile Sign)81 Site -Development Zoning Portable Sign Fee (Real Estate Sign)87 Site -Development Zoning Residential Permit Fee (All other residential of group “C” occupancies as set out in the Ontario Building Code)88 Site -Development Zoning Residential Permit Fee (Duplexes, Triplexes, Double Duplexes, Townhouses, floors above basement)89 Site -Development Zoning Residential Permit Fee (Multiple Dwelling)

53


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesInformation Technology Enterprise System

SupportEnterprise Systems Support User Fees 9,000

Planning & Building Building Building - Inspections User Fees (9,000)

Total Revenues 0 0 0 0

Net Total 0 0 0 0

90 Site -Development Zoning Residential Permit Fee (Multiple Dwelling)91 Site -Development Zoning Residential Permit Fee (Single Family Dwelling, Duplexes, Triplexes, Double Duplexes, Townhouses, basement floor areas, & interior finishing’s for non-residential units where a permit for only the shell of the building is issued.92 Site -Development Zoning Residential Permit Fee (Single Family Dwelling Duplexes, Triplexes, Double Duplexes, Townhouses, floors above basement)93 Site -Development Zoning Residential Permit Fee ( Single Family Dwelling, floors above basement)94 Site -Development Zoning Residential Projects Not Listed Above Including: Garages, carports, shed, porches, decks, renovations, fireplaces, recladding, window&/or door replacement, fire protection systems, retaining walls, parking lots (including parking areas on building sites) mezzanines, in plant offices, machine bases, pits, cranes, residential swimming pools, building repairs, authorized under a property standards order, greenhouses, plumbing work & any other unusual structures or projects not classified elsewhere in the schedule.96 Site -Development Zoning Sewer Permit Fee(sanitary drainage piping servicing all other building types)97 Site -Development Zoning Sewer Permit Fee(sanitary drainage piping servicing multiple dwellings)98 Site -Development Zoning Sewer Permit Fee(sanitary drainage piping servicing townhouses)99 Site -Development Zoning Sewer Permit Fee(sanitary drainage piping servicing a one or two family dwelling)100 Site -Development Zoning Sewer Permit Fee (storm drainage piping servicing a one or two family dwelling)101 Site -Development Zoning Sewer Permit Fee (storm drainage piping servicing all other building types)102 Site -Development Zoning Sewer Permit Fee (storm drainage piping servicing multiple dwellings)103 Site -Development Zoning Sewer Permit Fee (storm drainage piping servicing townhouses)104 Site -Development Zoning Sewer Permit Fee (storm drainage servicing land, but not connected to a building)105 Site -Development Zoning Sign Permit – (permits for signs encroaching on public property)106 Site -Development Zoning Sign permit – (permits for signs erected or displayed prior to obtaining a sign permit)108 Site -Development Zoning Sewer Permit Fee (awning, billboard, canopy, fascia wall, ground, projecting wall)109 Site -Development Zoning Sign Permit Fee (light standard sign)110 Site -Development Zoning Sign Permit Fee (renewal for additional 6 months)111 Site -Development Zoning Sign Permit Fee (window sign – illuminated0

As this is a budget adjustment with $0 net effect to the municipal levy, no additional reductions were put forward. The amount of the budget adjustment is based on the historical actual # of permits charged. Administration from the Building department was consulted and is in agreement with this initiative.

54


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Licencing & Gaming Licenses & Permits 152,447


Net Total 152,447 0 0 0

Budget Issue Detail

2016


Council Services


2016-0115


C - Contractual

Public

[ACCEPTED] Reduction to the E-Bingo Commission Fees Budget



In 2014, the Ontario Lottery and Gaming Corporation introduced a new funding model to municipalities, the commission of 6.75% of Net Wins was reduced to 3% and the commission of 2% for concessions was eliminated. This represents approximately 56% reduction in E-bingo commission fees collected by the Corporation of the City of Windsor.

These contract terms came into effect on December 1, 2014 for Breakaway Gaming Centre with the Paradise Gaming Centre contract scheduled to be in effect September 1, 2015. The result is a 2016 budget reduction request of $192,447 for the Paradise Gaming Centres. This has been offset by the 2015 projected surpluses in the account of $40,000 which could be a challenge to sustain in the future given the funding model and the uncertainty in volume from gaming activity.

It should also be noted that the current traditional paper hall is in discussion with the OLG about transitioning to an E-bingo hall which could have a further impact on commission fees. However, information is limited at this time and Administration will report as more details become available.

2011 Budget $(1,015,717) Actual $(1,339,709) Variance $323,992 2012 Budget $(1,165,717) Actual $(1,392,184) Variance $226,467 2013 Budget $(1,340,717) Actual $(1,386,925) Variance $46,208 2014 Budget $(1,400,717) Actual $(1,365,494) Variance $(35,223)2015 Budget $(1,069,717) Actual $(1,109,717) Variance $40,000 (Projected to Year-End)

55


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Council Services Communications & Cust. Service 311 Call Centre Contracted

Services (140,000)


Council Services Communications & Cust. Service 311 Call Centre Other General

Revenue 217,764


Net Total 77,764 0 0 0

Budget Issue Detail

2016


Council Services


2016-0287


C - Contractual

Public

[ACCEPTED] Enwin Cost Sharing Arrangement of Motorola ASP Host Contract



The Corporation of the City of Windsor has been advised that Enwin will no longer cost share the Motorola ASP Hosting Contract 311 CSR Customer Service System effective January 1, 2016. This budget reduction accounts for the loss in revenue resulting from Enwin's business decision. However, Enwin’s decision does not come as a complete surprise because they have been reducing its use of CSR and migrating to other platforms, while the Corporation has continued to grow the 311 service and maximize the use of the CRM product.

The corporation has invested in this solution which provides end to end service integration and robust data analytics on service delivery. All system infrastructure as well as maintenance and technical support on the product is provided by the vendor under the terms of the contract.

Given the reduction in contracted service required, Motorola has presented a draft contract for in the amount of $316,272 plus HST for 2016, permitting a budget reduction from the current 2015 approved budget of $466,000.

56


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Licencing & Gaming Licenses & Permits 1,400

Fire & Rescue Fire Support Services FIRE-Prevention User Fees 2,500

Planning & Building Building Inspections-Property Standards Licenses & Permits 800

Planning & Building Building Site Development Licenses & Permits 120

Total Revenues 4,820 0 0 0Net Total 4,820 0 0 0

Budget Issue Detail

2016


Council Services


2016-0113



Public

[ACCEPTED] Elimination of Lodging Home (Class 2) Licensing



Effective in 2015 there are certain Class 2 Lodging Homes captured under the City’s current licensing program that will no longer require a municipal licence.

These homes fall under the jurisdiction of the Province of Ontario and are licensed/regulated by the Retirement Homes Regulatory Authority (RHRA). The City will continue to licence Class 2 Lodging Homes that are subsidized by Social Services and/or those that do not fall under the jurisdiction of higher authority - current practices will remain the same for these homes. Social Services will be amending agreements that fall under both municipal and provincial jurisdiction.

Applications and licences for 2015 of the affected homes have been revoked in accordance to the City’s Licensing By-law and inspection processes will be closed in AMANDA. In addition, 2015 licence fees have been reimbursed to these homes.

This submission takes into account the budget reductions for the Licensing, Fire and Building Departments.

2011 Budget $(674,800) Actual $(649,582) Variance $(25,218)2012 Budget $(674,800) Actual $(644,977) Variance $(29,823)2013 Budget $(649,800) Actual $(645,590) Variance $(4,210)2014 Budget $(643,500) Actual $(643,385) Variance $(115)2015 Budget $(643,500) Actual $(643,500) Variance $- (Projected to Year-End)

57


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Information & Records Mgmt. Licenses & Permits 41,037


Net Total 41,037 0 0 0

Budget Issue Detail

2016


Council Services


2016-0114



Public

[ACCEPTED] Reduction to Civil Ceremony Revenue Budget



The Office of the City Clerk performs civil ceremonies for couples who wish to use the Council Chambers at City Hall as their place to exchange their vows. There are many other civil ceremony businesses that also provide the same service to couples. There has been a reduction in the number of civil ceremonies here at City Hall for a number of reasons, such as the legalization of same sex marriages in the United States, the population in the City is aging, young people possibly moving out of town, couples attending other Wedding Ceremony establishments, and surrounding municipalities offering or starting to provide a similar Civil Ceremony service.

2011 Budget $(316,027) Actual $(317,740) Variance $1,713 2012 Budget $(383,527) Actual $(342,005) Variance $(41,522)2013 Budget $(383,527) Actual $(334,560) Variance $(48,967)2014 Budget $(383,527) Actual $(329,535) Variance $(53,992)2015 Budget $(383,527) Actual $(342,527) Variance $(41,000) (Projected to Year-End)Note: The approved budget includes fees collected for Marriage Licenses, Civil Ceremonies and Death Registrations.

58


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Communications Unit

Other General Revenue 100,000

Recreation & Culture Admin - Parks & Recreation Administration Sale Of Goods &

Services (15,000)


Budget Issue Detail

2016


Council Services


2016-0134



Public

[ACCEPTED] Correction of Strategic Marketing Partnerships Initiative Budget



In 2015 the Communications and Customer Service department committed to a revenue budget of $100,000 for the Strategic Marketing Partnerships Initiative. Funds were to be raised through a new dedicated sponsorship program run by the Communications and Marketing Officer and in conjunction with specific targeted departments across the Corporation. The sponsorship policy, created in 2014, stated that revenue raised for a specific program would stay with that program and therefore the Communications Strategic Marketing Partnerships budget was not realized leading to a deficit, when in fact the revenue was raised, it just went to the benefitting departments instead to the Communications Department.

Specifically, Recreation and Culture, Public Works, the FINA project have received cash and in-kind revenues of $143,177 to date with another $107,000 in cash and in-kind revenue anticipated to the end of 2015 as a result of this Initiative managed by the Communications Department.

Lastly, and maybe most importantly, the outreach and collaboration of the Strategic Marketing Partnerships Initiative has directly improved the services and amenities that we offer our community and has also created and furthered relationships that we feel are priceless.

Though Communications will continue to raise funds for identified priorities in the Corporation, for accounting purposes, we recommend that eliminating this revenue line item from the Communications budget is more appropriate than showing an annual deficit in communications.

59


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Council Services Communications & Cust. Service 311 Call Centre Other Prof

Services-External (7,205)


Net Total (7,205) 0 0 0

Budget Issue Detail

2016


Council Services


2016-0292



Public

[ACCEPTED] Reduction to the Other Professional Services Account Budget



During 2015, the City of Windsor is piloting the text to 311 option for residents. Since its launch through to August 15th, 587 contacts have been made with the City via text. As an example, this account covered the costs for the text to 311 pilot project. If there is an increase to the cost of providing texting services after the initial pilot is complete, a reduction of this amount could impact our ability to continue this service. This budget reduction is being presented to meet the 10% target budget reductions.

Originally this budget amount was to cover a computer telephony integration project. Due to various factors – such as significant staffing turnover in the Call Centre in 2011 & 2012 and other priorities it was decided not to pursue the CTI project and focus on exploring alternate service enhancements such as the 311 text pilot project.

2011 Budget $20,000 Actual $- Variance $20,000 2012 Budget $20,000 Actual $76 Variance $19,924 2013 Budget $20,000 Actual $- Variance $20,000 2014 Budget $20,000 Actual $11,659 Variance $8,300 2015 Budget $20,000 Actual $12,000 Variance $8,000 (Projected to Year-End)

60


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Licencing & Gaming Licenses & Permits (122,100)

Engineering Pollution Control Environmental Quality Services Licenses & Permits (5,570)

Planning & Building Building Site Development Licenses & Permits (330)Total Revenues (128,000) 0 0 0

Net Total (128,000) 0 0 0

Budget Issue Detail

2016


Council Services


2016-0152



Public

[ACCEPTED] Business License Fee Increase



The Business License Fees have been calculated based on the 2016 costs of the Corporation and after comprehensive analysis a fee increase is proposed for 2016. Part of this analysis included a survey of other Ontario Municipalities that administer Business Licenses, based on the feedback it is apparent that there are varying applications of business licensing, differing calculations of the fee ranging from cost recovery to risk based licensing further there are differences in organizational structures, licensing categories and inspection schedules that are customized to the nuances of each Municipality. It is a challenge to offer a clear comparator as further evidenced by the annual OMBI exercise and discussions with participating Municipalities.

The 2015 Business License Fees were last increased in 2004, since then a review was conducted in 2008 which resulted in a decrease in the overall fees due to the removal of some components of the fee schedule.

This submission takes into account the projected license fee increase to the revenue budgets for the Licensing, Building and Pollution Control Departments.

61


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Accountability & Transparency

Administrative Services (20,000)


Net Total (20,000) 0 0 0

Budget Issue Detail

2016


Council Services


2016-0069



Public

[ACCEPTED] Reduction of the Integrity Commissioner Budget


One-Time BSR Funding Requirement: $7,500

The Accountability and Transparency program was established pursuant to the amendments to the Municipal Act in 2006, through Bill 130. This program contains funding for the Integrity Commissioner for $45,500. CR249/2013 approved and appointed the Integrity Commissioner for the City of Windsor for a two year term commencing November 4, 2013.

According to the Integrity Commissioner’s “Annual Report 2013-2014”, this position has four functions:

1) Education;2) Advisory (a key function as advice can often head-off Code of Conduct violations);3) Complaint investigation; and4) Complaint adjudication.

A balance of $5,000 would remain in the account for meeting investigations which is also part of the Accountability and Transparency Program.

2011 Budget $50,500 Actual $9,546 Variance $40,954 2012 Budget $50,500 Actual $42,960 Variance $7,540 2013 Budget $50,500 Actual $33,939 Variance $16,561 2014 Budget $50,500 Actual $22,022 Variance $28,478 2015 Budget $50,500 Actual $30,500 Variance $20,000 (Projected to Year-End)

Should this issue be approved, funding to a maximum of $7,500 from the Budget Stabilization Reserve is requested to offset the annual impact of this reduction.

62


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Cat Voucher Program

Other Prof Services-External (50,000)


Net Total (50,000) 0 0 0

Budget Issue Detail

2016


Council Services


2016-0068



Public

[ACCEPTED] Cat Voucher Program



Council resolution M104-2012 approved the implementation of a $75,000 spay/neuter program for feral and owned cats. The 2013 budget was reduced by $25,000 to reflect the actual activity from the 2012 pilot program and has remained at the same budget level of $50,000.

As of July 31, 2015, a total of 3,361 feral and owned cats have been spayed or neutered since the inception of this program. The Cat Voucher program is not a mandatory service and therefore, it is being submitted for consideration as a budget reduction.

63


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Council Services Communications & Cust. Service Customer Service Honourariums (2,700)

Council Services Communications & Cust. Service Customer Service Other Prof

Services-External (2,014)


Budget Issue Detail

2016


Council Services


2016-0074



Public

[ACCEPTED] Elimination of the Employee Recognition Banquet Event



This includes the elimination of the Customer Service Awards, Fran Horvath annual event and Retirees Gift program as all budgets have been consolidated.

The Employee Recognition Banquet (ERB) has been taking place for the last 2 years. It has combined numerous recognition efforts that used to be spaced out over the course of the year, including a presentation in Council Chambers, consolidating everything in to one gala night. The ERB, which invites all employees to one gathering, became both a recognition event and a networking event. Employees are recognized, rewarded and thanked for their efforts and contributions and those who may not receive a formal award have an opportunity to network with others in the corporation during an informal social event.

Tickets are provided for those employees who win awards and all others are required to purchase tickets for family and friends of award winners. Retirees are also honoured at this banquet and during the 2014 Budget process, Council approved a complimentary ticket to each retiree in appreciation of their years of service.

Employee recognition is not just a nice thing to do for people, it is also a communication tool that reinforces and rewards the most important outcomes employees provide to the corporation and to our citizens.

64


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Corporate Promo Material

Promotional Material & Product (5,000)


Net Total (5,000) 0 0 0

Budget Issue Detail

2016


Council Services


2016-0075



Public

[ACCEPTED] Elimination of Corporate Promotional Material



This program is used to purchase City pins and other promotional items which are used as gifts for various community events, groups visiting other city’s and/or groups /dignitaries visiting the City.

2011 Budget $5,000 Actual $4,989 Variance $11 2012 Budget $5,000 Actual $6,158 Variance $(1,158)2013 Budget $5,000 Actual $6,782 Variance $(1,782)2014 Budget $5,000 Actual $4,779 Variance $- 2015 Budget $5,000 Actual $5,000 Variance $- (Projected to Year-End)

65

Budget Issue Detail

2016


Human Resources


2016-0182


C - Contractual

Public

[ACCEPTED] Electrical Safety Authority (ESA) Annual Contract



The Corporation's contract with Continuous Safety Services and the work completed by the ESA inspector via this contract serves to protect the Corporation from liability in relation to electrical code violations as well as to enhance our ability to provide a safe workplace for our employees and the public who access our various sites at a corporate level and in a consistent and compliant manner.

The current contract has a 3% escalation increase effective for 2016 and $1,000 budget is being requested to address this increased cost.

ESA provides inspections of all Corporate sites to ensure the Electrical Safety code is maintained. As the owner and employer of numerous properties throughout the City of Windsor the Corporation has a legal requirement to ensure we maintain a safe work environment including the Ontario Electrical Safety Code (Section 40 of the Ontario Regulation 851 – Industrial Regulations and Section 62 of Ontario Regulations 67/93 – Health Care of the OHSA) and the Ontario Building Code. Since June of 2002 the Corporation has sought to achieve compliance with these standards through its contract with Continuous Safety Services. Through this contract the Corporation receives the following services: inspections of all City-owned buildings specified in our contract by an Electrical Safety Authority (hereafter ESA) inspector that allow for identification of defects, hazards and practices that could cause injury, property damage or a costly interruption of business activities; periodic inspections of maintenance work; expert interpretation of the Ontario Electrical Code for City staff and electricians; easy access to the Electrical Safety Authority TechnicalSupport Desk; direct communication with an ESA inspector on electrical safety matters; participation in at least one health and safety meeting annually; provision of a copy of the Ontario Electrical Code and any subsequent amendments; receipt of a copy of all electrical safety bulletins; reports on any and all unapproved equipment found in the workplace; discounted rates for training and seminars.

As inspections are performed by our ESA inspector the Corporation receives a site-specific report for every site inspected. The designated liaison Safety Advisor in Human Resources directs the site reports issued by our Inspector to the appropriate site manager for follow up action. This reporting documentation process enables the Corporation to demonstrate due diligence. The following is a sample of some of the most common electrical code defects found by our ESA inspector during inspections:

Reverse polarity plugs, unapproved equipment that has been or is going to be installed, compromised electrical cords, ground pins missing or broken off plugs, missing electrical panel fillers, electrical socket covers missing or broken, power bars being used improperly, electrical cords running through walls and creating a fire and/or trip hazard.

The ESA is the only authority that is able to conduct these compliance inspections. As such, an RFQ/RFP process is not feasible and a sole source method of purchasing this service is utilized. ESA inspects all City-owned properties on a site-specific schedule with semi-annual, annual or biannual timelines.

2011 Budget $43,700 Actual $52,259 Variance $(8,559)2012 Budget $21,850 Actual $23,638 Variance $(1,788)2013 Budget $21,850 Actual $23,624 Variance $(1,774)2014 Budget $21,850 Actual $23,228 Variance $(1,378)2015 Budget $23,650 Actual $23,650 Variance $- (Projected to Year-End)

66


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesHuman Resources Organizational

Develop & OH&S Health & Safety Consulting Services - External 1,000

Total Expenses 1,000 0 0 0Net Total 1,000 0 0 0

67


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Fringe Benefit Allocation (6,778)


Diversity & Accessibility

Computer Maintenance (480)



Computer Rental - INTERNAL (400)



Fringe Benefits (Dept.) (6,778)


Diversity & Accessibility Salary-Temporary (45,185)


Human Resources (Corporate)



Automated Fringes Recovery 6,778


Net Total (52,843) 0 0 0

Budget Issue Detail

2016


Human Resources


2016-0079



Public

[ACCEPTED] Reduction of Temporary Salary Budget (Elimination of Customer Service Representative Position)



This temporary position was originally created as an accommodation need. As the temporary position is currently vacant and no longer required for an accommodation, we will be eliminating the budget.

68


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Human Resources Admin Mgt


(8,666)


Net Total (8,666) 0 0 0

Budget Issue Detail

2016


Human Resources


2016-0023



Public

[ACCEPTED] Recovery of Human Resources support from Ontario Works Program



Human Resources Department of the Corporation of the City of Windsor offers to Employment and Social Services a full range of Human Resource's services inclusive of Recruitment, Health & Safety, WSIB, Claims Management, Pay Equity Compliance, Diversity and Accessibility support and Health and Dental Benefits Administration. Further the HR Department offers a gamut of Corporate Staff Development initiatives that are available to Employment and Social Services inclusive of Coaching, Mentoring, Lunch and Learns, Certificate programs and workshops.

This recovery of 2.25 FTE positions takes into consideration the above noted services. This adjustment is required to take into account annual salary and benefit increases.

69


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




(10,500)


Net Total (10,500) 0 0 0

Budget Issue Detail

2016


Human Resources


2016-0139



Public

[ACCEPTED] Closed Captioning Service Recovery



Closed captioning allows persons with hearing disabilities to have access to television programming by displaying the audio portion of a television program as text on the television screen. It provides a critical link to information for individuals who are deaf or hard-of-hearing. For individuals whose native language is not English, English language captions can improve comprehension of the information being conveyed. The City of Windsor remains committed to ensuring that its televised meetings are accessible to all citizens. Closed captioning is currently provided for all televised Council and Executive Committee meetings. TV Cogeco Cable Canada has committed to reimburse the costs incurred by the Corporation of the City of Windsor to deliver the closed captioning services to residents since 2014. We are requesting a new recovery budget for 2016.

70

Budget Issue Detail

2016


Human Resources


2016-0030



Public

[ACCEPTED] Employee Wellness Initiative


One-Time BSR Funding Requirement: $40,000 (4 months)

In order to meet the 10% reduction, the entire service has been brought forward for elimination, however, there may be other ways to deliver this service, but by doing so the Department may not be able to meet it’s 10% reduction target.

We are strongly opposed to the elimination of this corporate, successful and worthwhile initiative. A good wellness program, aside from maintaining and improving an employee's health also has an effect on workplace safety and attendance. Wellness programs such as ours that promote smoking cessation, back care, stress management and numerous other healthy practices make employees more alert to safety issues in the workplace and in the long run, assist with not only lowering our health care costs, but can also assist with our worker's compensation costs and overall absenteeism issue. A well designed workplace safety and wellness program also has a positive effect on morale and productivity as employees see this as a valuable benefit and that the Corporation generally cares about their well being.

The Windsor Essex County Health Unit (WECHU) has been our partner in the provision of a Wellness Program since 2008. The budget for this program includes one full-time staff at the WECHU who assists the City in running this program, along with payment of the administrative needs (i.e. phones, computer). In addition to the cost of this full-time position the Wellness budget also covers items such kiosks, strategically placed throughout the workplace, lunch and learn sessions, wellness events, flu clinics, health screenings, employee website dedicated to wellness, graphic design support, challenge events and many other programs and initiatives that are approved by the Wellness Steering Committee. There has not been an increase to the budget of Wellness Program since inception in 2008, despite its growth in participation and programming and in 2012 we reduced our budgets by $25,000 when we eliminated the mailing of our newsletter. Our newsletter currently remains online. Since January 2013, 1,875 unique visitors (employees) have viewed the electronic newsletter, which result in a combined 19,500 page views between all newsletters.

Many of the programs offered by the Wellness Committee are suggested, organized and provided through the generous volunteer time from our own staff given their recognition of the importance of this program to their fellow employees. Further our Steering Committee is a multifaceted collaboration of representatives from the Windsor Essex County Health Unit, Shepell-FGI EFAP services, Green Shield, STAR committee, CANUE, Co-chaired by ONA, Retiree Representative, Police Association, Windsor Fire and Rescue Services, Transit Windsor and the President of CUPE Local 543. Most recently, the Windsor Public Library Services has joined the Wellness Committee and is participating in the program.

The Wellness program illustrates and promotes this City's pursuit for a healthy community. The intent of the Wellness program is to provide for early detection of disease conditions, improved diagnosis, and healthy lifestyle education for employees to improve their overall health and well-being. In 2014/2015, the program offered many health promotion "challenges" and screenings which were well attended and received great feedback from employees. These included, but are not limited to:

Program (Attendees)Flu Clinic ( 217 staff vaccinated in 2014)Physical Activity Challenge (27 Teams, 300 total participants in 2015-6th annual event -in the six years, employees have accumulated over 4 million physical activity minutes.Mental Health Forum (200 staff participated in 2013, 260 staff participated in 2014, 200 staff participated in 2015)Health Screening Week* (250+ staff participated in 2014) - 5th annual event -in the five years, the wellness program has screened approximately 1450 employees.*Health Screening Week includes such activities as blood pressure and glucose monitoring, cholesterol tests, medication consultations, Body Mass Index, blood typing, Chiropodist consultation, Pharmacists consultation, Optometrist, Chiropractor, and registration for stem-cell and marrow network. The program continues to receive accolades from staff and the community at large. At this stage, after years of success we are now able to focus on true health concerns exhibited by our employees

71


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesHuman Resources Administration -

Human ResourcesHuman Resources Admin Mgt

Computer Maintenance 480


Human Resources Admin Mgt

Computer Rental - INTERNAL 600


HR-Employment Services



HR-Employment Services Program Supplies 17,000

Human Resources Organizational Develop & OH&S Health & Safety Ergonomic

Assessments (10,000)

Human Resources Organizational Develop & OH&S Health & Safety Fringe Benefit

Allocation 22,028

Human Resources Organizational Develop & OH&S Health & Safety Fringe Benefits

(Dept.) 22,031

through the health screening.

In addition to awards received in previous years, in 2014, the program won its second consecutive Diamond Award (highest honors you can receive as a workplace) for Workplace Wellness and its fourth consecutive Gold Bike Friendly Workplace Award both sponsored by the Gord Smith Healthy Workplace Awards (formally the Go For Health Workplace Wellness Awards - a provincially funded community program). Recipients of the award must show a strong commitment to improved health by promoting a comprehensive approach for employees, retirees and their families. These initiatives are important when we examine the overall health of City employees and residents in Windsor Essex County. Compared to the rest of the province of Ontario, Windsor Essex County residents have higher prevalence rates in chronic diseases such as hypertension, asthma, anxiety /mood disorders, diabetes, cancer and stroke. In addition Windsor Essex County residents have higher obesity rates compared to the province (60.7% were overweight or obese). Thirty three percent of deaths in the Windsor Essex County area can be attributed to heart and circulatory diseases. The good news is that 80% of these diseases can be prevented by adopting a healthy lifestyle. The Corporation continues to look at ways to assist our employees’ performance and total well being by providing resources to detect early onset of chronic disease, reduce stress-related illness and maintain a balanced healthy lifestyle approach. Our wellness committee offers a variety of tools, challenges and seminars designed to educate employees about a variety of health and wellness topics. Plans are underway in the fall to organize our 6th annual employee health screening week, flu shot clinics and a new and updated Workplace Wellness website.

This reduction is not recommended. Since the inception of this program our absenteeism rate and WSIB costs have dropped, which can be partially attributed to our Wellness Program and the commitment from it’s employees.

2011 Budget $144,289 Actual $142,680 Variance $1,609 2012 Budget $119,289 Actual $139,078 Variance $(19,789)*2013 Budget $119,289 Actual $116,305 Variance $2,984 2014 Budget $119,289 Actual $116,142 Variance $3,147 2015 Budget $119,289 Actual $119,289 Variance $- *Approved Budget carry forward of $20,000

Should this issue be approved, one-time funding of $40,000 is requested from the Budget Stabilization Reserve to comply with the termination clause of the existing contract that stipulates 120 days notice.

72


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesHuman Resources Organizational

Develop & OH&S Health & Safety Salary-Reg.Full Time 73,427






Net Total (15,754) 0 0 0


Human Resources Organizational Develop & OH&S

Health & Safety Ergonomist & Wellness Specialist


1.0

73

Budget Issue Detail

2016


Human Resources


2016-0077



Public

[ACCEPTED] Reduction of Benefits Consultant Budget



In October of 2010 the City of Windsor issued an RFP No. 145-10 seeking consulting services for the employee benefits programs. The purpose of the RFP was to obtain a benefit consultant who would provide advice on how the City may achieve cost savings and efficiencies in its benefit plan design, perform actuarial analyses, address legislative and benefit financial concerns as well as provide integrated approaches to a healthy workplace. On January 11, 2011, approval was received from City Council to retain the services of Goodman Group Insurance to act as a Benefits Consultant for the City of Windsor in accordance with their proposal in response to City of Windsor RFP No. 145-10 for a five- year term. The contract with Goodman Group Insurance expires in December of 2015. Given the timing of the expiration of the contract, should the Corporation wish to proceed without a Benefit Consultant this may be the time before a new contract is signed.

Goodman Group Insurance continues to provide comprehensive consulting services on a fee for service basis for employee benefits. Annually, they assist the City in completing the actuarial valuation as required under sections 3250 and 3255 of the Public Sector Accounting Board Standards of the CICA for the City's post-retirement life, drug, medical, vision, and dental benefits provided by the City to its retirees, as well as a valuation of the post-employment liabilities pertaining to sick leave benefits to its employees. They assist with the negotiating of renewal ratings, underwriting and service agreements.

Goodman Group Insurance is also a strategic partner during collective bargaining, providing valuable expertise in benefit plan redesign and cost forecasting. Most recently, they provided their expertise for collective bargaining in the areas of sick leave benefits and short term disability. They also conduct special projects on as needed basis (e.g. review executive level benefit plans; costing for WPFFA and WPA post retirement benefits) and provide solid advice and recommendations on the corporate fringe benefits budget.

In 2015, $20,000 from Transit Windsor’s Benefit Consultant fund was transferred to the City of Windsor Benefit Consultant Account.

Moving into 2016 we would request our Benefit Consultant not only to continue with the work noted above but to also assist in developing, reviewing and implementing an effective health care benefit plan with our CANUE and SMT groups, inclusive of researching a Health Care Spending Plan and a Short Term Disability Plan. The Benefit Consultant will also act as a strategic partner during our upcoming and ongoing negotiations with WPFFA, Local 543, and Local 82.

Further, for 2016 we are looking to provide a shared service for the Benefit Consultant as both Transit and Windsor Public Library have their own Benefit Consultant. Merging the 3 consultants into 1 will save money, as we will have 1 Benefit Consultant fee as opposed to 3 separate consultants.

2011 Budget $75,000 Actual $84,379 Variance $(9,379)2012 Budget $75,000 Actual $65,759 Variance $9,241 2013 Budget $75,000 Actual $64,395 Variance $10,6052014 Budget $75,000 Actual $45,015 Variance $29,985 2015 Budget $95,000 Actual $65,000 Variance $30,000 (Projected to Year-end) *

*$20,000 budget transferred from Transit Windsor

Should this issue be approved, one-time funding of $12,500 is requested from the Budget Stabilization Reserve to comply with the termination clause of the existing contract that stipulates 60 days notice.

74


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesHuman Resources Employment

ServicesHR-Employment Services

Consulting Services - External (10,000)


75

Budget Issue Detail

2016




2016-0244


C - Contractual

Public

[ACCEPTED] Green Shield Benefits



The Corporation of the City of Windsor currently provides health care benefits such as, drug, dental, extended health, vision, audio, travel for employees of the Corporation (Non-Union, ONA, CUPE 543 & 82, Windsor Fire Services as well as, Windsor Police Services). Providing benefit coverage to approximately 3,000 active employees, 1,255 retirees and 240 surviving spouses/dependents. Additionally benefits are provided to approximately 6,200 dependents of active employees, retirees and surviving spouses.

Our Corporate benefit plan is funded on an ‘Administrative Services Only’ basis or what is known in the industry as ASO. ASO means that we fund our own health insurance program /benefit claims and pay an administration fee to Green Shield to evaluate and process health plan claims based on the negotiated/agreed to plan provisions.

Note: For this budget Transit Windsor’s benefit forecasts have been presented separately, reasons for this include the following: (1) Transit Windsor has its own benefit consultant whose contract expires December 31, 2015 and (2) Transit Windsor came under the Corporate benefits governance model in 2015 with the integration of Transit Windsor as a City department for the purposes of benefits similar to the Windsor Police Service. Windsor Public Library is currently responsible for their own benefit program, but it is expected that they will come under the Corporate benefits governance model in 2016.

The 2016 budget increase represents the Health benefit plan increases based on the overall projected increase of 4.7% for all premium rates for the Active, Retiree and Surviving Spouse/Dependent Groups and the expansion of participants in this plan through retirements, inclusive of a increase in new staff requiring benefits given ongoing retirements, representing a 1% increase for 2015.

Comments/Assumptions:• The 2016 final premium Green Shield premium rates can be considered final. • Our Corporate Benefits Consultant is projecting an overall Corporate rate increase of 3.7% for all benefits. Contained within the 3.7% overall increase is a 10% increase in the travel benefit due to the decrease in value of the Canadian dollar. •In estimating the increase in our Corporate benefit billing accounts the August 2015 Green Shield billing rates for both single and family coverage were used as the base and then adding 3.7% to both single and family rates for all premiums •2015 and 2016 premiums include 8% retail sales tax•Negotiated increases and step progressions have no impact on the coverage. •Does not include Transit Windsor or Windsor Public Library.•Did not take into account any expected year end surplus of deficit in the ASO Reserve, currently in a deficit of ($100,303) as at August 31, 2015.

The total request for Green Shield budget is $20,259,552

76


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesHuman Resources (Corporate)

Fringe Benefits - HR Greenshield Health Coverage 899,522


2015 Approved Budget $19,360,0002016 Requested Budget $20,259,5522016 Request Increase $899,522 (4.7%)

The Fringe Rate Stabilization Reserve balance as of August 31 is $3,830,375

2011 Budget $16,117,105 Actual $17,555,652 Variance $(1,438,547)2012 Budget $17,585,000 Actual $17,375,272 Variance $209,728 2013 Budget $18,320,000 Actual $18,278,151 Variance $41,849 2014 Budget $18,638,400 Actual $18,657,335 Variance $(18,935)2015 Budget $19,360,000 Actual $19,391,338 Variance $(31,338) (Projected to Year-End)

Attachment includes a break down of the subscribers by employee group.

77

Green Shield Details for 2016 Budget

prepared September 4, 2015 (post benefit consultant meetings held September 3, 2015)

Billing

DivisionGroup Name Single Family

2015 Annual

Based on

Subscribers

2016 Projected

Annual Based on

Subscribers100 TRANSIT WINDSOR - NON-UNION - ACTIVE 2 20 218,908.92 227,011.20

101 TRANSIT WINDSOR - UNION - ACTIVE 34 188 1,729,038.60 1,793,009.40 Transit Transit total

200 TRANSIT WINDSOR - EARLY RETIREES 13 37 364,383.84 377,861.64 Estimated 2016 2015

201 TRANSIT WINDSOR - +65 28 36 696,342.72 722,111.40 3,119,993.64 3,008,674.08

297 WINDSOR POLICE ASSOCIATION - UNIT B (CIVILIAN) - ACTIVE 38 135 797,974.56 827,487.96

324 WINDSOR PROFESSIONAL FIRE FIGHTERS ASSOCIATION - ACTIVE 29 269 1,696,408.80 1,759,181.76

329 NON UNION - ACTIVE 52 362 1,838,794.32 1,906,804.68

330 NON-UNION - RETIREES 36 176 1,084,477.56 1,124,596.68

331 NON-UNION - SURVIVING SPOUSES 47 2 129,877.32 134,686.20

723 WINDSOR POLICE ASSOCIATION - UNIT A (UNIFORM) - ACTIVE 44 397 2,211,453.96 2,293,258.92

761 C.U.P.E. LOCAL 543 - ACTIVE 163 623 3,700,786.68 3,837,752.52

762 C.U.P.E. LOCAL 543 - RETIREES 80 198 1,390,144.68 1,441,588.56

763 C.U.P.E. LOCAL 543 - SURVIVING SPOUSES 63 1 171,811.80 178,167.96

1066 ONTARIO NURSES ASSOCIATION - ACTIVE 4 10 46,775.88 48,504.00

1234 C.U.P.E. LOCAL 82 - ACTIVE 33 188 1,049,507.40 1,088,323.32

1235 C.U.P.E. LOCAL 82 - RETIREES 44 122 1,018,828.80 1,056,526.92

1236 C.U.P.E. LOCAL 82 - SURVIVING SPOUSES 117 0 363,306.60 376,749.36

1543 ONTARIO NURSES ASSOCIATION - RETIREES & SURVIVING SPOUSES 5 3 40,003.08 41,483.40

1611 WINDSOR POLICE ASSOCIATION - UNIT B (CIVILIAN) - RETIREES 13 40 344,316.96 357,062.16

1612 WINDSOR POLICE ASSOCIATION - UNIT A (UNIFORM) - RETIREES 19 231 1,791,426.00 1,857,750.36

1613 WINDSOR POLICE ASSOCIATION - UNIT B (CIVILIAN) - SURVIVING SPOUSES 7 0 24,592.20 25,501.32

1614 WINDSOR POLICE ASSOCIATION - UNIT A (UNIFORM) - SURVIVING SPOUSES 95 5 371,084.40 384,803.16 Corporate Corporate total

27689 WINDSOR PROFESSIONAL FIRE FIGHTERS ASSOCIATION - RETIREES 29 189 1,275,744.00 1,322,953.32 Estimated 2016 2015

27690 WINDSOR PROFESSIONAL FIRE FIGHTERS ASSOCIATION - SURVIVING SPOUSES 65 1 189,363.36 196,369.56 20,259,552.12 19,536,678.36

TOTALS 1060 3233 22,545,352.44 23,379,545.76 23,379,545.76 22,545,352.44

Notes: 1) Subscriber counts are average and at specific point in time (08-05-2015).

2) 2015 & 2016 premiums include 8% tax

3) 2016 premiums are adjusted by estimated increases of 3.7%

5) Increases in the range of 10 - 15% are expected for the travel benefit as a result of the Canadian dollar's decline in value i.e., exchange rate.

Subscribers

4) For the purpose of these projections the estimated increases proposed by Transit's Consultant i.e., 12% for drugs, 11% for Health, 8% for Dental and 20% for Travel were not considered

78

Budget Issue Detail

2016




2016-0314


C - Contractual

Public

[ACCEPTED] Group Life Insurance Program



A. Group Life Insurance

The Corporation of the City of Windsor currently provides life insurance coverage for its eligible employees of the Corporation (Non-Union, CUPE 543 & 82, Windsor Fire Services as well as, Windsor Police Services). Providing coverage in line with the provisions provided within each groups respective terms and conditions of employment/collective agreement.

Note: For this budget Transit Windsor’s benefit forecasts have been presented separately, reasons for this include the following: (1) Transit Windsor has its own benefit consultant whose contract expires December 31, 2015 and (2) Transit Windsor came under the Corporate benefits governance model in 2015 with the integration of Transit Windsor as a City department for the purposes of benefits similar to the Windsor Police Service. Windsor Public Library is currently responsible for their own benefit program, but it is expected that they will come under the Corporate benefits governance model in 2016.

A budget request of $133,500 is being proposed in Group Life Insurance premiums.

The City negotiated a fixed premium rate guarantee of 10% to be funded from the Refund Deposit Account (RDA) and Claims Fluctuation Reserve (CFR) (As approved in 2013-0091) effective from January 1, 2013 to December 31, 2015. Given the rate guarantee has ended as of December 31, 2015, our benefit consultant has advised that our premium rate will increase by 10% in 2016, attributed to the demographic shift and increase in waiver reserves.

2015 Approved Budget Group Life Insurance $1,335,1582016 Requested Budget Group Life Insurance $1,401,916The $133,500 budget request represents a 10% increase over the 2015 approved budget.

2011 Budget $1,083,681 Actual $861,159 Variance $222,522 2012 Budget $1,113,000 Actual $1,177,592 Variance $(64,592)2013 Budget $1,113,001 Actual $1,135,256 Variance $(22,255)2014 Budget $1,113,001 Actual $1,164,289 Variance $(51,288)2015 Budget $1,335,158 Actual $1,335,158 Variance $- (Projected to Year-End)

B. Accidental Death and Dismemberment

The Corporation of the City of Windsor currently provides Accidental Death and Dismemberment (AD&D) coverage for its eligible employees of the Windsor Fire Services and Windsor Police Services. Providing coverage in line with the provisions provided within each groups respective terms and conditions of employment/collective agreement.

AD&D is a policy that pays benefits to the beneficiary if the cause of death is an accident. Fractional amounts of the policy will be paid out if the covered employee loses a bodily appendage or sight because of an accident. AD&D generally pays benefits for the loss of limbs, fingers, toes, sight and permanent paralysis. The types of injuries covered and the amount paid vary depending on the group’s terms and conditions of employment/collective agreement.

Note: For this budget Transit Windsor’s benefit forecasts have been presented separately, reasons for this include the following: (1) Transit Windsor has its own benefit consultant whose contract expires December 31, 2015 and (2) Transit Windsor came under the Corporate benefits governance model in 2015 with the integration of

79

Transit Windsor as a City department for the purposes of benefits similar to the Windsor Police Service. Windsor Public Library is currently responsible for their own benefit program, but it is expected that they will come under the Corporate benefits governance model in 2016.

Comments / Assumptions Maintaining 2015/2016 rate of $0.43/$1,000 for 2016. Negotiated increases and step progressions have no impact on volume of insurance. Total volume is approximately 68,635,000

2015 Approved Budget Accidental Death and Dismemberment $32,8002016 Requested Budget Accidental Death and Dismemberment $30,1522016 Budget Decrease of $2,648 given our projected variance at year end

2011 Budget $40,500 Actual $40,500 Variance $- 2012 Budget $32,800 Actual $30,731 Variance $2,069 2013 Budget $32,800 Actual $29,778 Variance $3,022 2014 Budget $32,800 Actual $31,600 Variance $1,200 2015 Budget $32,800 Actual $30,152 Variance $2,648 (Projected to Year-End)

C. Retiree Death Benefit

The Corporation of the City of Windsor currently self funds up to $10,000 of an eligible employee’s life insurance coverage for members of the Non-Union, CUPE 543 & 82, Windsor Fire Services, and Windsor Police Services. Self funding up to $10,000 of life insurance is allowable under the Income Tax rules and provides a cost savings in terms of the premiums we pay to the insurer.

Note: Windsor Public Library and Transit Windsor currently fund the full amount of their life insurance through their life insurance premiums. This will be looked at in 2016 when they come under the Corporate benefits governance model in 2016.

Comments / Assumptions-In the last 5 years (2010 - 2014), we have been averaging 34 deaths per year, which equates to approximately 3 deaths per month.-For 2015, in the first 7 months of the year we have had 24 deaths, annualizing this monthly trend equates to 41 projected deaths this year.-As of August 14, 2015 there is $73,939 in the reserve fund to cover the deaths, each month approximately $28,000 is contributed into the Reserve based on a funding formula of 2.8 deaths per month.-In 2004, Watson Wyatt underwent a study to look at mortality rates for our employment group for the period of 2004 - 2029. For 2016 they estimated we would need $423,177 in our Reserve (42.3 deaths) to fund our death benefit.-As our annual number of deaths, are trending upwards an increase in the contribution is being requested to cover an expected increase in deaths in line with the Watson Wyatt analysis. Note, the contribution was lowered in 2011 from $2.89/1,000 to $2.41/1,000 to limit the amount of growth in reserve fund.-It is recommended the contribution be increased to $3.047/1,000 to cover this benefit.-Negotiated increases and step progressions have no impact on the volume of insurance.-Total volume at August 2015 is 11,572,000.

Calculations 11,572,000 x $3.047 / $1,000 = $35,259.88 x 12 = $423,118.

Therefore, total request for Retiree Death Benefit is $423,118.

2015 Approved Budget Retiree Death Benefit $327,0422016 Requested Budget Retiree Death Benefit $423,118The $96,076 budget request represents a 29% increase over the 2015 approved budget.

2011 Budget $292,598 Actual $292,598 Variance $0 2012 Budget $294,000 Actual $304,017 Variance $(10,017)2013 Budget $294,000 Actual $318,963 Variance $(24,963)2014 Budget $294,000 Actual $325,169 Variance $(31,200)

80


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


Fringe Benefits - HR

Group Life Insurance

Group Life Insurance 128,204




TRANSFER to Reserve Account 96,076


Net Total 224,280 0 0 0

2015 Budget $327,042 Actual $327,042 Variance $- (Projected to Year-End)

81

Budget Issue Detail

2016




2016-0379


C - Contractual

Public

[ACCEPTED] Transit Windsor Corporate Benefit Increase



The 2016 Budget requests for Transit Windsor by Corporate Benefit are outlined below with the OMERS budget request included in Issue 2016-0244:

Green Shield Benefit

Transit Windsor currently provides health care benefits such as, drug, dental, extended health, long term care and travel to its eligible employees.

Transit’s benefit plan is funded on an ‘Administrative Services Only’ basis or what is known in the industry as ASO. ASO means they have funded their own health insurance program /benefit claims and pay an administration fee to Green Shield to evaluate and process health plan claims based on the negotiated/agreed to plan provisions.

Note: For this budget Transit Windsor’s benefit forecasts have been presented separately, reasons for this include the following: (1) Transit Windsor has its own benefit consultant whose contract expires December 31, 2015 and (2) Transit Windsor came under the Corporate benefits governance model in 2015 with the integration of Transit Windsor as a City department for the purposes of benefits similar to the Windsor Police Service.

The $111,321 budget increase can be attributed to the anticipated overall average premium increase of 3.7% for the Drug, Dental, Health care and Travel costs for the Transit Windsor employee group and the budget increase of $152,673 due to the realignment of the budget. As of August 31, there is a $184,256 surplus in the ASO reserve at Green Shield for Transit Windsor. This is a preliminary estimate provided by the City's benefit consultant and may change slightly as further data becomes available.

2015 Approved Budget $2,856,000 2016 Requested Budget $3,119,994

Historical Costs 2012 - $2,347,076 2013 - $2,529,023 2014 - $2,865,309 2015 - $3,008,674 (Projected to year end not including the reserve surplus)

Group Life Insurance and Accidental Death & Dismemberment (AD&D)

Transit Windsor currently provides life insurance & AD&D coverage for its eligible employees as per their terms and conditions of employment/collective agreement. AD&D is a policy that pays benefits to the beneficiary if the cause of death is an accident. Fractional amounts of the policy will be paid out if the covered employee loses a bodily appendage or sight because of an accident. AD&D generally pays benefits for the loss of limbs, fingers, toes, sight and permanent paralysis. The types of injuries covered and the amount paid vary depending on the group’s terms and conditions of employment/collective agreement

Note: For this budget Transit Windsor’s benefit forecasts have been presented separately, reasons for this include the following: (1) Transit Windsor has its own benefit consultant whose contract expires December 31, 2015 and (2) Transit Windsor came under the Corporate benefits governance model in 2015 with the integration of

82

Transit Windsor as a City department for the purposes of benefits similar to the Windsor Police Service.

The 9% premium increase translates to a $14,881 budget increase for Group Life Insurance, however the rates for AD&D remain unchanged for 2016. This is a preliminary estimate provided by the Transit Windsor's benefit consultant and may change slightly based on further negotiations with Great West Life.

2015 Approved Budget $170,0002016 Requested Budget $184,881

Historical Costs 2012 - $117,741 2013 - $123,886 2014 - $170,692 2015 - $170,000 (Projected to year end)

Short Term Disability

Transit Windsor currently provides short term disability coverage for its eligible employees. Providing coverage in line with the provisions within each groups respective terms and conditions of employment/collective agreement.

Transit’s short term disability plan is funded on an ‘Administrative Services Only’ basis or what is known in the industry as ASO. ASO means that they fund their own short term disability claims and pay an administration fee to Great West Life to evaluate and process short term disability claims based on the negotiated/agreed to plan provisions.

An anticipated increase in Short Term disability claims is anticipated in 2016 given the long term history of high claims and lengthy durations, this translates to a $151,681 budget increase. This is a preliminary estimate provided by the Transit Windsor's benefit consultant based on a significant increase in claims in recent months resulting in reserve deficits in the ASO plan of ($112,000) as at July 31. This may change slightly based on new claim activity for the remainder of 2015.


Historical Costs 2012 - $365,729 2013 - $419,898 2014 - $458,144 2015 - $435,057 (Projected to year end not including the reserve deficit)

Long Term Disability

Transit Windsor currently provides long term disability coverage for its eligible employees. Providing coverage in line with the provisions within each groups respective terms and conditions of employment/collective agreement. Transit’s long term disability plan is a premium based plan with Great West Life. With premium based plans the provider evaluates and processes long term disability claims and compensates employees who qualify based on the negotiated/agreed to plan provisions.

The Long Term Disability is fully insured with Great West Life, however there have been significant shortages over the years in the Reserve. The 2016 budget increase of $64,580 is a combination of the Reserve funding shortfall and high claim activity. This is a preliminary estimate provided by the Transit Windsor's benefit consultant and based on further negotiations with the carrier Great West Life.


83


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


Fringe Benefits - HR Greenshield Health Coverage 263,994




Group Life Insurance 14,881


Fringe Benefits - HR LTD Payments LTD Wages 64,580


Fringe Benefits - HR LTD Payments Other Prof

Services-External 151,681


Net Total 495,136 0 0 0

Historical Costs 2012 - $209,483 2013 - $247,187 2014 - $337,370 2015 - $373,942 (Projected to year end not including the reserve deficit)

84


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Council Services Council Services Division Council Services Fringe Benefits

(Dept.) 43,905

Council Services Council Services Division Council Services Salary-Reg.Full

Time 146,356


Acctg. Services - WPL

Fringe Benefits (Dept.) 27,928




Windsor Public Library Library Windsor Public Library

INTERNAL Service Salary Allocn 311,262


Salary-Reg.Full Time (239,432)

Total Expenses 383,095 0 0 0Council Services Council Services

Division Council ServicesRecovery of Salaries-INTERNAL

(190,263)




(120,999)






Net Total 0 0 0 0

Budget Issue Detail

2016


Windsor Public Library


2016-0107


A - Annualization

Public

[ACCEPTED] Organizational Changes Approved by the Windsor Public Library Board

Recommended by the Department


To move Chief Executive Officer (CEO) WPL and Manager Financial Services to correct departments as per organizational changes approved by the Windsor Public Library Board and to set up the corresponding recovery and expense.

85


Council Services Council Services Division Council Services Chief Executive Officer (CEO) WPL

Regular Full-Time Management 1.0

Finance Financial Accounting Acctg. Services - WPL Manager Financial Services


Windsor Public Library Library Windsor Public Library Chief Executive Officer (CEO) WPL

Regular Full-Time Management (1.0)

Windsor Public Library Library Windsor Public Library Manager Financial Services


0.0

86


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Fringe benefits-Departmental 998

Total Expenses 998 0 0 0

Net Total 998 0 0 0

Budget Issue Detail

2016




2016-0338


C - Contractual

Public

[ACCEPTED] 2016 Non Union Salaries Increase



The Non Union Salary increase for 2016 is 1.2% the amount below also includes the additional cost of OMERS on this salary increase.

Included in this amount are also the Non-Union wages and benefits for the staff employed by the City but invoiced to WPL (0.5 FTE for Facilities).

87


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Fringe benefits-Departmental 10,800


Net Total 10,800 0 0 0

Budget Issue Detail

2016




2016-0339


C - Contractual

Public

[ACCEPTED] Increase in Green Shield and Medavie Blue Cross Contract for 2015 & 2016



The 2015-2016 contract increase for group benefits is $10,800 which equates to approximately 2.2% overall increase. The suggested increase from Medavie Blue Cross was 0% and the suggested increase from Green Shield Canada was 10.7% increase. PBL Insurance Brokers were successful in negotiating a decrease of -0.8% from Medavie Blue Cross and an increase of 2.5% from Green Shield which averaged out to an overall increase of 2.2%.

This contract renews on August 1st each year. The group benefits for WPL have been with Medavie Blue Cross for 6 years and Green Shield for 19 years. The increase for 2016 is $10,800.

The main reason for the increase in the Group Benefit costs is the high average age of the staff (59) and the overall increase in health care costs globally.

88


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Net Total 4,885 0 0 0

Budget Issue Detail

2016




2016-0349


C - Contractual

Public

[ACCEPTED] Windsor Public Library Specific Software Contract Increase



WPL will be receiving increases (inflationary) on the following two library specific contracts:

SIRSI $2,263 this is our library automation system and is a sole sourced provider 3M $2,622 This is the contract for our self-service check outs and is also a sole sourced provider

Total increase $4,885

89

In-Camera Issue


90


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Building Maintenance (3,281)

Budget Issue Detail

2016




2016-0366


D - Council Initiative

Public

[ACCEPTED] Council Report #17894 - In Regards to WPL Facilities Master Plan



As Council approved the report # 17894 at City Council on August 24, 2015 in regards to WPL Facilities Master Plan the following issue is being submitted for the 2016 budget for changes required as approved.

The South Walkerville Branch of WPL will be closed as of February 29, 2016 and consolidated into Remington Park Branch until such time as the new Optimist Branch is completed. WPL will also be putting a BookMobile on the road as of June 2016. The Bookmobile Test Plan will be over two years, test the the delivery of a mobile library service to the unserved, with over 120 different locations being tested across the city.

The following are the funding issues:

Savings on 10 months of South Walkerville Branch for Facility Costs are as follows:

Leasing costs $24,422Property Tax Costs $ 6,615Utilities - estimated $ 6,625Building Contracts $ 2,246Maintenance Supplies $ 1,035

Total Savings 10 Months $40,943

Bookmobile Costs May to December 2016:

Insurance Costs May to December per Risk Management $ 3,500Storage Rental Unit (estimated at $14 K Annually) $ 9,333Fuel and Repairs & Maintenance (estimated by GPL at $52,400 annually) $30,567Staffing - there will be different hours and temporary staffing compliments for the bookmobile $32,380 (would be the estimated increase from South Walkerville)

Total Increase in Cost for 2016 from May to December 2016 estimated $75,780

Net Increase to costs with closing South Walkerville and adding the Bookmobile is $34,837

91


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesWindsor Public Library Library Windsor Public

LibraryFacility Rental EXTERNAL (15,089)

Windsor Public Library Library Windsor Public Library Motor Fuels 30,567

Windsor Public Library Library Windsor Public Library Salary-Temporary 32,380

Windsor Public Library Library Windsor Public Library Taxes (6,615)

Windsor Public Library Library Windsor Public Library Utilities (6,625)

Windsor Public Library Library Windsor Public Library Vehicle Insurance 3,500


92


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Windsor Public Library Library Windsor Public Library Salary-Temporary 6,696


Net Total 6,696 0 0 0

Budget Issue Detail

2016




2016-0342


E - Inflationary

Public

[ACCEPTED] Supply Costs (Coverage of Sick and Vacation Time)



Windsor Public LibrarySupply Cost Analysis

Actuals Actuals Actuals June YTD Budget Budget Difference 2012 2013 2014 Actuals 2015 2015 2016

Sick Coverage $103,955 $142,619 $161,404 $84,176Vacation Coverage $125,901 $115,250 $ 130,550 $45,039Miscellaneous Coverage $108,400 $ 95,944 $ 125,489 $60,730

Totals $338,257 $353,812 $417,442 $189,945 $381,394 $388,090 $6,696% Increase 4.60% 17.98%

The bulk of the increase since 2012 can be attributed to long term sick leaves and supply costs to cover retirements rather than hire full-time permanent replacements.

The budgeted amount for 2014 was $381,394 and the actuals came in at $417,442 which is an increase over budget in the amount of $36,048. Management staff are continually trying to reduce costs associated with the Supply staff however vacations and sick time must be covered to maintain minimum staffing levels. As there was such a large difference from budget to actual in 2014 it has been estimated that a minimum amount of $10,000 will need to be added to the budgeted amount for 2015. This would still be a 6.24% decrease to the actual costs incurred in 2014.

93


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Windsor Public Library Library Windsor Public Library Cell Phones 1,650


Net Total 1,650 0 0 0

Budget Issue Detail

2016




2016-0340



Public

[ACCEPTED] Cell Phone/Computer Increases



There will be an increase in the cell phone and computer charges due to the hiring of one additional manager in 2015.

94


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves





Provincial Grants - Library (10,560)


Net Total 0 0 0 0

Budget Issue Detail

2016




2016-0341



Public

[ACCEPTED] PC Realignment and Computer Hardware Replacement



Windsor Public Library PC's and Printers in PAYG Program The amounts below will be for the maintenance portion only as the equipment listed is for our Adult and Deaf Literacy programs which are funded directly from MTCU. 2016 Changes

Type Number PAYG Total Maintenance Total Total PAYG Budget left with Difference & Maintenance WPL in 2015 Laptops 4 0 $0 480 $1,920 $1,920 $0 $(1,920) Desktops 17 0 $0 480 $8,160 $8,160 $0 $(8,160) Stand-alone Printers 4 0 $0 120 $480 $480 $480 $(480) PAYG Total $0 Maint Total $10,560 $10,560 $0 $(10,560) These costs are being offset by a grant from the Ministry of Training Colleges and Universities.

95


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Gen. Operations & Supplies 39,763


Net Total 39,763 0 0 0

Budget Issue Detail

2016




2016-0344



Public

[ACCEPTED] Building and Property Expenses



The aging buildings of WPL are causing regular increases to Building Contracts; Repairs and Maintenance and Maintenance Supplies position of the Budget.

History: Contracts R & M Maintenance Supplies Totals2012 Actuals $63,895 $162,800 $32,144 $258,8392013 Actuals $91,361 $ 95,933 $38,891 $226,1852014 Actuals $105,622 $ 87,436 $35,328 $228,3862015 Jan to May $ 51,086 $ 54,978 $16,537 $122,601 $292,242 estimated for 2015 Actuals based on 5 months of activity

2016 Budget Est $102,803 $101,460 $38,000 $242,263

2015 Budget Approved $77,000 $92,500 $33,000 $202,500

96


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Gen. Operations & Supplies 3,000


Net Total 3,000 0 0 0

Budget Issue Detail

2016




2016-0347



Public

[ACCEPTED] Collection Fee Services Increase



Unique Management Services which is a US company is specialized in collecting late fees and lost books for libraries all over North America. Their charge back to customers is a % of what they collect. As they have been collecting more, the charge to WPL has increased over the past few years and is now estimated to be approx. $3,000 greater annually. The additional revenue generated by this agency of $15,000 is reflected in issue 2016-353 . (Net impact is $12,000 made up from Additional revenue of $15,000 offset by this additional cost $3,000)

2012 Collection Fees $6,8482013 $7,6422014 $6,9632015 Jan to May $2,163 estimated for 12 months $5,1912015 Budgeted Amount $2,0002016 Budget Amount $5,000

Difference being requested $3,000

97


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Operating and Other Supplies 27,000


Net Total 27,000 0 0 0

Budget Issue Detail

2016




2016-0352



Public

[ACCEPTED] Photocopy Expenses



WPL has been experiencing increased costs for photocopying due to the following reasons: Increase in programs being offered to the public; increase in community consultation for Facilities Master Plan and increase usage of the self-publishing machine. Per review of the historical costs over the past 4 years WPL will require an increase in the amount of $27,000 annually.

2012 Actuals $91,5152013 Actuals 74,0032014 Actuals 65,4232015 YTD May 32,028 2015 Estimate to December $76,867

2015 Budgeted Amount $ 41,000

2016 Estimate for Budget $68,000

98


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Fringe benefits-Departmental 10,674




Salary-Reg.Part Time (32,224)

Windsor Public Library Library Windsor Public Library Salary-Temporary (18,222)


Budget Issue Detail

2016




2016-0357



Public

[ACCEPTED] Organizational Changes - Windsor Public Library



In the 2015 Operating Budget the Windsor Public Library was presented to Council as a department as opposed to an Agency. The Budgeted Full Time Equivalent's were established and presented at that time. Since the establishment of the Budgeted Full Time Equivalent's there have been organizational changes approved by the Windsor Library Board. This issue reflects the increases and decreases for these changes along with the cost of the Fringe Benefits.

The following changes were approved by the Windsor Library Board to the part time positions:

Position Name Increase/(Decrease)

Adult/Deaf Literacy Coordinator ($31,850)Book Buddy Coordinator $13,628

Total Increase/(Decrease) ($18,222)

99


Windsor Public Library Library Windsor Public Library Branch Librarian Regular Full-Time Local 2067.1 1.0Windsor Public Library Library Windsor Public Library Librarian Regular Full-Time Local 2067.1 (1.0)

Windsor Public Library Library Windsor Public Library Library Service Representative

Regular Full-Time Local 2067.1 0.0

Windsor Public Library Library Windsor Public Library Library Service Representative

Regular Part-Time Local 2067.1 (0.6)

Windsor Public Library Library Windsor Public Library Manager Public Services Regular Full-Time Management 1.0Windsor Public Library Library Windsor Public Library Team Leader Regular Full-Time Local 2067.1 0.0

0.4

100


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Computer Maintenance (2,000)


Computer Rental - INTERNAL (400)

Windsor Public Library Library Windsor Public Library Freight (200)

Windsor Public Library Library Windsor Public Library Grants from City (200)


Postage and Courier (500)


Security Services - External (700)


Budget Issue Detail

2016




2016-0348



Public

[ACCEPTED] Various Budget Reductions Resulting From a Line by Line Review



After reviewing the historical information available on various line items within our budget the following items can be decreased:

Postage Meter & Stamps $500 – new lease contract with Pitney Bowes was reduced slightlyTruck Lease C of W 400 – reduced from 2015 budget estimate based on information from C of WFreight Expense 200 – per review of historical information this can be reducedYCW Archive Grants 200Alarm Monitoring 700Web Design Expense 2,000 – WPL is not maintaining as many web sites in 2016 as in 2015Total reductions $4,000

101

In-Camera Issue


102

In-Camera Issue


103


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Provincial Grants - Library (16,800)

Windsor Public Library Library Windsor Public Library User Fees (50,000)


Budget Issue Detail

2016




2016-0353



Public

[ACCEPTED] Credit All Fines to Revenue



2016 Increase for Research Fees $5,0002016 Increase for Fines and Fees from increasing amount charged for late fees $15,0002016 Increase for Photocopy Revenue $20,0002016 Increase for Rental Income to OEY and LSP $16,8002016 Increase in Self-publishing Fees $10,000

Total for Increases to Revenue $66,800

104

Budget Issue Detail

2016


Engineering


2016-0183


A - Annualization

Public

[ACCEPTED] Facility Operations: 2437 Howard Ave Operating Budget



The City of Windsor has its main Parks, Facilities and Recreation office at 2450 McDougall Street. Offices and some material storage are on the east side of McDougall with a further yard and garage on the west side of McDougall. The property at 2437 Howard Ave is adjacent to the main office and thus a natural fit for the creation of a combined secure site for the consolidation of equipment and material used by Parks, Facilities and Recreation. The former retail building at the front of the site on Howard has approximately 11,000 square feet of former office/display space that could be utilized as office space. The property is secured by fencing and warehouse space is available to store off road fleet in the winter months. The building itself has capacity to store material and consolidate other buildings or yards. It has covered bays in the back which can be used to cover material and store construction material.

Council approved acquisition of this approximately 40,000 square feet of property as proposed in an In-camera report in September 2014 (CR# M347-2014).The report had estimated annual operating costs in the range of $25,000 to $50,000 depending upon the amount of space utilized and purpose (office vs. storage, inside vs. outside).

Expenditures for 2014 and 2015 are as follows:Expense Type Budget 2014 Actuals 2015 YTD Actuals 2015 Projected YE ActualsLocksmith Service $0 $223 $0 $0Alarm Monitoring, Cleaning, Filter replacements, Heat/Cool/Ventilation Repairs $0 $0 $531 $5,500Hydro Electric $0 $964 $7,946 $13,621Water $0 $259 $2,086 $3,578Gas $0 $0 $0 $2,000TOTAL $0 $1,446 $10,564 $24,699

All expenses are currently being absorbed within the Facility Operations Maintenance Budget which is projected to be in deficit ($95,000) at the end of 2015.

• It should be noted that expenditures to date are artificially low because there is no dedicated budget for the maintenance of the facility, and some preventative maintenance is being deferred. A recent unavoidable expense for example, was about $1000 on exterior light relamping. The facility requires a monitored alarm system which is currently not active.The introduction of a dedicated budget will allow the department to proceed with necessary works.• Utilities are not budgeted corporately or departmentally, expenses are being absorbed in the Facilities budget at this time. Natural Gas costs are anticipated as the facility will require heating in the winter.

Since there is no budget set up for utilities, an annual expenditures budget of $25,000 is recommended by the department to cover utilities and to begin making this facility functional.

105


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Facility Operations Fac.Ops. -Non-

CampusContracted Services 5,500

Engineering Facility Operations Fac.Ops. -Non-Campus Gas 2,000

Engineering Facility Operations Fac.Ops. -Non-Campus Utilities 14,000

Engineering Facility Operations Fac.Ops. -Non-Campus Water 3,500


106


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Facility Operations Fac.Ops. -Non-Campus





Salary-Reg.Part Time 406,952

Engineering Facility Operations Fac.Ops. -Non-Campus Salary-Temporary (578,923)










Net Total 8,067 0 0 0

Budget Issue Detail

2016


Engineering


2016-0318


A - Annualization

Public

[ACCEPTED] Facility Operations: Conversion of Temporary Pool of Caretaking Staff to RFT and RPT (Job Code 543085)


One Time BSR Requirement: $0

In February 2015, City Council approved the elimination of the Facility Operations Caretaker Pool (10.5 FTE) and the addition of three (3.0) Regular Full Time, fourteen (14) Regular Part Time Caretaker positions (CR#M60-2015).

This matter is presented here for salary budget annualization purposes since the Council approval was received outside of the budget process.

The increase seen below is due to the contractual increase to the pay rates from 2015 to 2016 amounting to $6,686 and the Fringe Benefits $1,372 to the RFT and RPT staff.


Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker Regular Full-Time Local 543 3.0Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker Regular Part-Time Local 543 8.7

11.7

107


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Infrastructure & Engineering

Hydro - Maintenance (255,103)



TRANSFER to Capital Fund 1,422,746


Infrastructure & Engineering Utilities (1,167,643)


Net Total 0 0 0 0

Budget Issue Detail

2016


Engineering


2016-0095



Public

[ACCEPTED] Infrastructure & Geomatics - Street Lighting - LED Conversion



City Council passed CR149/2015, which awarded the supply, installation, and disposal (of the old fixtures) tenders for the LED Conversion Project. The resultant savings in energy and maintenance costs are expected to be in the order of 27% and 50%, respectively.

In 2014, a reduction of $245,800 in the Street Light Maintenance Budget was put forward as anticipated savings and approved by Council during budget deliberations. These savings, through the establishment of a transfer to capital, will be used to offset the capital investment required to convert the street lights to LED. Timing of project implementation will result in a delay in achieving the full budgeted savings in the first year. Therefore, while it is being recommended that the full budgeted reduction and transfer be established in 2016, only a portion of the budgeted transfer will be available to fund capital costs during the first year of the project. Preliminary estimates are for 25% of the conversion to occur by the end of 2015, with a completion date of June 30, 2016.

108


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Engineering - Admin

Work Auth Recovery INTERNAL

3,782


PW Eng-Dev,Proj & Right of Way


10,018


Budget Issue Detail

2016


Engineering


2016-0089



Public

[ACCEPTED] Development, Projects & ROW - Adjust Recoveries from Capital Projects



The recoveries for Development, Projects & ROW require adjusting an annual basis. The changes for 2016 are based on the following:

- A 1.2% wage increase applicable to all employees, effective January 1, 2016- Positions being filled by employees paid at lower steps within existing pay bands- Changes in recovery percentages based on projected workloads

109


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Contracted Services 40,000


Net Total 40,000 0 0 0

Budget Issue Detail

2016


Engineering


2016-0242



Public

[ACCEPTED] Facility Operations: Increase to Maintenance Budget for the Fire Halls



Maintenance costs for the ten Fire Halls across the City have been overbudget for the past few years. While critical items need to be maintained, the older Fire Halls require even more maintenance that has been deferred due to the lack of funding.

Year Budget Actual Variance2012 $108,210 $180,518 $(72,308)2013 $108,210 $151,313 $(43,103)2014 $108,210 $144,921 $(36,711)2015 Projected YE $108,210 $152,142 $(43,932)

It is recommended that the maintenance budget for Fire Halls be increased by $40,000.

110


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Pollution Control LRWRP Operations Other Prof Services-External (119,565)

Engineering Pollution Control LRWRP Operations TRANSFER to Current Fund (119,565)

Total Expenses (119,565) 0 0 (119,565)Engineering

Pollution Control LRWRP OperationsRecovery Of Expenses EXTERNAL

119,565

Total Revenues 119,565 0 0 0Net Total 0 0 0 (119,565)

Budget Issue Detail

2016


Engineering


2016-0201



Public

[ACCEPTED] Pollution Control - Reduction in Other Professional - External Expenses



The temporary Public Safety Administrator position, created as part of the LRWRP expansion project, is vacant following the retirement of the incumbent. The project is now complete and the position is no longer required, resulting in $119,565 in annual savings.

111


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Pollution Control LRWRP Operations Sludge Removal (250,000)Engineering Pollution Control LRWRP Operations TRANSFER to



Pollution Control LRWRP OperationsRecovery Of Expenses EXTERNAL

250,000


Budget Issue Detail

2016


Engineering


2016-0238



Public

[ACCEPTED] Pollution Control - Reduction in Sludge Removal Costs at the Lou Romano Water Reclamation Plant (LRWRP)



Since 2011, the budget for Sludge Removal Costs at LRWRP has remained at $2,994,950. Based on activity over the past four years, however, a budget issue is being put forth to reduce the budget for this line item by $250,000, to the pre-2011 level of $2,744,950. The actuals from 2011-15 are as follows:

2011 $2,896,2582012 $2,979,7002013 $2,643,3432014 $2,451,497P7 2015 YTD $1,221,570

Average (2011-14): $2,742,700

112


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


TRANSFER to Current Fund (29,000)

Total Expenses 0 0 0 (29,000)

Engineering Pollution Control Environmental Quality Services Licenses & Permits (29,000)


Quality Services


29,000

Total Revenues 0 0 0 0Net Total 0 0 0 (29,000)

Budget Issue Detail

2016


Engineering


2016-0251



Public

[ACCEPTED] Pollution Control - Increase in License and Permits Revenues for Pollution Control Inspections and Reports



On average, Pollution Control has received approximately $20,000 in annual revenues related to Pollution Control Inspections and Reports collected for Business Licenses and Overstrength Wastewater Surcharge Permits. Revenues for this inflow were not budgeted in the past; therefore, this budget issue is being put forward at this time. Due to an increase in the business license fee for 2016, however, Pollution Control is projecting revenues of approximately $29,000.

Actuals for 2010-15 are presented below:

Year Amount2010 $24,1052011 $22,2852012 $21,0302013 $21,1502014 $18,6452015 (as of August) $7,680

Five-Year Average (2010-14): $21,443

113


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Maintenance Parts & Materials (20,000)




Pollution Control Process Engineer & Maintenance


20,000


Budget Issue Detail

2016


Engineering


2016-0252



Public

[ACCEPTED] Pollution Control - Reduction in Equipment Maintenance Materials for Process Engineering and Maintenance



Over the past few years, Equipment Maintenance Material costs have trended below the budgeted expense of $50,340 in the Process Engineering and Maintenance department. As such, Pollution Control is proposing a ($20,000) reduction in this budgeted expense.

Budget vs Actual figures are presented below:

Year Budget Actual Variance2010 $52,496 $73,188 ($20,692)2011 $52,500 $62,793 ($10,293)2012 $52,500 $37,865 $14,8152013 $52,500 $25,708 $26,7922014 $52,500 $28,353 $24,1472015 (August) $50,340 $17,766 $32,574

114


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Engineering - Admin

TRANSFER to Current Fund 13,324


PW Eng - Admin TRANSFER to Current Fund 4,757

Total Expenses 0 0 0 18,081Engineering Administration -

EngineeringEngineering - Admin


(13,324)


PW Eng - AdminRecovery Of Expenses EXTERNAL

(4,757)


Net Total (18,081) 0 0 18,081

Budget Issue Detail

2016


Engineering


2016-0086



Public

[ACCEPTED] Office of the City Engineer, Adjust Recoveries from Sewer Surcharge



A proportionate share of the salaries and fringes of the City Engineer, Executive Administrative Assistant, Executive Initiatives Coordinator and Manager of Administration are recovered from Sewer Surcharge Funds. The 2016 recoveries percentage has been adjusted, based on the prior year's net budgets. Wages and fringe rates from 2016 were used in the calculations.

115


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Infrastructure & Geomatics Geomatics


(55,365)




46,945


Budget Issue Detail

2016


Engineering


2016-0088



Public

[ACCEPTED] Infrastructure & Geomatics - Adjust Recoveries from Capital Projects



The recoveries for Infrastructure & Geomatics require adjusting due to a 1.2% wage increase applicable to all employees, effective 2016, as well as updated salary figures, due to vacancies and employee movement within existing pay bands. Additionally, an adjustment of recovery dollars totalling $44,185 which was put into the Infrastructure and Engineering dept id instead of the Geomatics dept id for the 2015 Budget is reflected in these figures.

116


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


PW Eng-Dev,Proj & Right of Way

Other General Revenue (40,915)


Net Total (40,915) 0 0 0

Budget Issue Detail

2016


Engineering


2016-0092



Public

[ACCEPTED] Development, Projects & ROW - Increase in Street Furniture Advertising Revenues



The City issued an RFP in 2014 for advertising within the public Right-of-Way on both Transit Windsor bus shelters and street furniture. The successful proponent's proposal involved a monthly payment based on a fixed fee per location and a percentage of net advertising revenues.

As part of the 2015 Operating Budget, Issue 2015-0063 recommended budgeted revenues of $28,560 for street furniture advertising from this venture. Recent experience, however, has indicated that revenues are trending significantly higher than this amount. Administration is projecting total revenues of $69,475, leading to a recommendation to further increase the budgeted revenues by $40,915.

117


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



MOE Application & Review (2,750)


Net Total (2,750) 0 0 0

Budget Issue Detail

2016


Engineering


2016-0097



Public

[ACCEPTED] Infrastructure & Geomatics - Increase in Revenue due to Transfer of Review Function by Ministry of Environment



On July 17, 2012, The City of Windsor was granted status as a participating municipal authority to conduct administrative and technical review of Environmental Compliance Approvals (ECAs) for certain types of works. Service cost recovery is part of this program. The participating municipal partner receives and retains the application fees normally paid to the MOE. The payment of fees for applications for ECA is required by the Minister’s Requirements for Fees. These fees amount to $1,100 for a typical sewer rehabilitation project and can vary to some extent for other types of projects. Time spent by City staff reviewing and approving the applications is also tracked and charged against this revenue on an ongoing basis.

Given the department’s limited experience administering this program, in particular related to external public developments, the net budget was initially set up to reflect revenue of $3,800 during the 2014 budget process and was increased by another $3,800 for the 2015 Operating Budget.

In light of revenues earned to date and keeping in mind that development activity tends to be concentrated during the warmer months, the department is proposing a further increase in revenues of $2,750.

Budget vs Actual figures are presented below:

Year Budget Actual Variance2013 $0 $3,749 $3,7492014 $3,800 $6,072 $2,2722015 (August) $7,600 $6,037 ($1,563)

118

Budget Issue Detail

2016


Engineering


2016-0098



Public

[ACCEPTED] Infrastructure & Geomatics - Revenue Increase by Increasing GIS Surcharge from 5% to 7%



As the demand for innovative means of providing municipal services increases, so do the demands and expectations of Geographic Information Services (GIS).

In 1998, the 5% GIS Surcharge was first applied to departments that generated revenue from a variety of permits, as it was recognized that many internal GIS related applications and enhancements would be able to provide departments with timely and efficient information, which translates into better service to the public and taxpayer.

Having information available at the fingertips has raised user expectations, and keeping current with software, applications, staff time and knowledge base to continue to serve these expectations, should be funded by a nominal surcharge.

It is reasonable to increase the GIS Surcharge, from 5% to 7%, to keep pace with ever changing technology, much of which now helps to serve the taxpayer by allowing them access to information via the internet, as well as when served at the “counter”.

Examples of tools that use this technology include the internal EIS application (Executive Information System), many fields found in the Amanda Property Database, MappMyCity and its various externally viewed mobile applications that can be used by both staff and the public to access property, infrastructure, aerial photography, and more. 2015 GIS User Fee Budget $125,952 = 5% of $2,519,040 in permit revenuesAdd: If accepted, impact of 2016-0307 = $347,999 in permit revenuesTotal of $2,867,039 in permit revenues, $2,519,040 excluding 2016-0307 impacts

Increase to GIS Surcharge Revenues at 2%: $57,341 or $50,381 excluding 2016-0307 impacts

In 2014, these revenues generated $106,784 ($114,000 budgeted), which represents 8.7% of the Geomatics division's Operating costs ($106,784 / $1,222,538).In 2015, the budget was set at $125,952 and it is anticipated that the actuals will be more than the estimate. This represents 9.1% of the Geomatics division's Operating costs ($125,952 / $1,379,246). It should also be noted that if approved, IT will need to make resources available to make changes to permit totals in Amanda and that new totals will need to be edited for all related Schedule of Fees products for Public Works (Geomatics, Infrastructure, Development and ROW, Building Department Fees, Planning Act Fees and Fire Services Lawyers Letters Fees).

As of August 31st, the amount collected from these sources is $108,680 and is projected to be close to $150,000 for 2015.

119


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Infrastructure &

Geomatics Geomatics GIS User Fees (57,341)


120


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

EngineeringFacility Operations Facility Operations

Admin


(4,064)


Net Total (4,064) 0 0 0

Budget Issue Detail

2016


Engineering


2016-0229



Public

[ACCEPTED] Facility Operations: Increase in Recovery from Capital Projects



Facility Operations has eight (8) supervisor positions of which two positions strictly oversee capital projects. Their salary and fringes are therefore charged to those capital projects.

An increase to recovery is necessary to factor in the increase to the wage rates in 2016.

121


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Net Total (145,600) 0 0 0

Budget Issue Detail

2016


Engineering


2016-0258



Public

[ACCEPTED] Development, Projects & ROW - Reinstate Permit Fees for General Exemptions of Bylaw 25-2010



Bylaw 25-2010 Part 11 – General Exceptions states the following;

“11.1 The provisions of this By-law shall not apply to works undertaken by the Corporation, or by any agents or contractors employed by or engaged by the Corporation, acting under the direction of the City Engineer. 11.2 The provisions of this By-law shall not apply to works undertaken pursuant to a franchise agreement or legislation. “

This clause applies to each WUC, ENWIN and Union Gas as they obtain permits without paying any fees. In the last few years, Public Works has issued approximately 1,500 permits annually which include the no-fee permits that fall under the ‘General Exceptions’ above at up to 700 no fee permits annually between each of these entities. This is almost 50% of the permits issued with no recoveries of resources. This results in a total estimated loss in revenue of $145,000 ($208 x 700 = $145,600).

It is recommended that Bylaw 25-2010 be amended to delete and/or amend as required under legislation Part 11 in order for the City to recover all actual costs associated with issuance of these permits.

Total estimated increase in revenue = $145,600

122


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




(124,831)


Net Total (124,831) 0 0 0

Budget Issue Detail

2016


Engineering


2016-0259



Public

[ACCEPTED] Infrastructure & Geomatics - Full Recovery of Salaries and Fringe Benefits from Capital Projects



Currently, between 80% to 85% of salaries and fringe benefits are recovered for most of the staff in the Infrastructure Division, as follows:

- Engineer I (2) - 85%- Engineer II (1) - 85%- Engineer III (2) - 85%- Engineer III (1) - 80%- Technologist I (1) - 85%

This percentage represents the recovery from capital projects for salary and fringe benefits. It is being proposed that 100% of salary and fringe benefits, including lost time, be recovered from capital projects for the seven positions highlighted above. This would result in a reduction of expenses to the Operating Budget of approximately $125,000, with the increased recoveries being distributed among the many on-going capital projects.

This approach is consistent with the current practice for temporary staffing in this area.

123


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Engineering Pollution Control LRPCP Operations TRANSFER to Current Fund (51,003)

Engineering Pollution Control LRWRP Operations TRANSFER to Current Fund 113,384





Total Expenses 0 0 0 68,959


Quality Services


(8,551)

EngineeringPollution Control LRPCP Operations


51,003



(113,384)

EngineeringPollution Control Process Engineer

& Maintenance


(22,239)

Budget Issue Detail

2016


Engineering


2016-0261



Public

[ACCEPTED] Pollution Control - Increase Recoveries from Sewer Surcharge Due to 2016 Wage Increases



Effective January 1, 2016, employees are entitled to a 1.2% wage increase.

Pollution Control, excluding the Environmental Master Plan, is 100% recoverable from the Sewer Surcharge. This budget issue is being put forward to increase the recoveries from the Sewer Surcharge to Operations as a result of the 1.2% wage increase as well as step movement within existing pay bands.

124


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering

Pollution Control Pump Station-Operations


24,212

Total Revenues (68,959) 0 0 0Net Total (68,959) 0 0 68,959

125


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Facility Operations Facility Operations Admin User Fees (1,843)


Net Total (1,843) 0 0 0

Budget Issue Detail

2016


Engineering


2016-0316



Public

[ACCEPTED] Facility Operations: Increase in Revenue from WJF and DND due to increase to salaries



Facility Operations acts as Manager of the Windsor Justice Facility (WJF) occupied by the Windsor Police Services and Infrastructure Ontario (Courts) and for the Major Tilston Armoury occupied by the Department of National Defence and Police Training Facility.

Facility Operations incurs the operational costs of the buildings and recovers from these tenants.

Maintenance Engineer labour at the Justice Facility is recovered based on actual hours worked by the two assigned engineers. An increase of $1,922 to the revenue budget is necessary to factor in the increased wage rate for 2016. Only the Justice Facility share of $954 is presented here since Police is part of corporate budget and will result in a net zero impact.

Maintenance Engineer labour at the Tilson Armoury is recovered at the rate of $40 per hour from the DND and Police for 4 hours worked 5 days a week. An increase of $1,140 will adjust the revenue budget to match this recovery amount. Only the DND share of $889 is presented as a revenue increase since Police is part of corporate budget and will result in a net zero impact.

These increases are yet to be presented to the respective tenant Committees for consideration/approval.

126

Budget Issue Detail

2016


Engineering


2016-0331



Public

[ACCEPTED] Development, Projects & ROW - Reinstatement of Sidewalk Permit Fees



Bylaw 25-2010 outlines the terms of use of the public right-of-way (ROW) for health, safety and well-being of persons and for the protection of the property. It outlines the terms of hoarding, construction, and all types of structures occupying the ROW. Standard practice requires a permit to be issued. Currently, all residential use (usually parking or fencing) and business use of the ROW requires a permit at a minimum and encroachment fees where applicable.

One of these encroachments relates to businesses that extend their seating capacity into the public ROW through a ‘Sidewalk Cafe’. This increases the businesses’ capacity and therefore, likely increases business revenues. In the past, this use required an application fee, permit fee and the encroachment fee. To assist and promote the economic growth within the City’s BIAs in 2011 and 2012, Council approved an exemption of all fees related to Sidewalk Cafe with the direction to absorb costs within the Operating Budget on a permanent basis.

As a result, the then-Office of Continuous Improvement completed a business process review to simplify the process and has come up with a more efficient and streamlined approach to processing and issuing sidewalk cafe permits. The new process now includes a technical review, production of a detailed drawing and issuance of the terms within a permit. This new process was implemented in 2013.

Further, on March 2, 2015, Council received the results of the Sidewalk Cafe Pilot Project for Year Round Cafes. As a result Council approved the following:

CR35/2015 I. That the Report of the Results of the Year Round Sidewalk Cafe Pilot Project approved by Council Resolution 8/2013 and 64/2014 BE RECEIVED for information; and

II. That City Council confirm year round sidewalk cafes be permitted, subject to the requirements of the pilot project, including proper insurance and indemnification of the City, and that the current fee of $1 continue for the four year term of Council.

Currently, Administration accepts Sidewalk Cafe applications, completes a site review of the proposed cafe, confirms it meets all policies, best practices and AODA requirements, drafts a site plan and issues a $1 fee permit. The number of Sidewalk Cafe applications has consistently increased from 28 in 2011 to 51 applications received in 2015.

In order to meet the 10% operating budget reductions, Administration recommends the reinstatement of the Sidewalk Cafe Permit Fee, which is estimated to contribute $9,360 in additional revenues.

The permit fee relates to the administrative time to process a permit. The standard cost for the administrative time to process a permit is $208 which would result in the following anticipated permit fee revenues: 45 x $208.00 = $9,360

127


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Development,

Projects & Right of Way



128


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

EngineeringFacility Operations Fac.Ops. -

WJF/DND


(11,019)

Engineering Facility Operations Fac.Ops. -WJF/DND User Fees (28,558)


Budget Issue Detail

2016


Engineering


2016-0336



Public

[ACCEPTED] Facility Operations: Increase in Standard Rate charged to WJF and DND for Caretaking labour



Facility Operations acts as Manager of the Windsor Justice Facility (WJF) occupied by the Windsor Police Services and Infrastructure Ontario (Courts) and for the Major Tilston Armoury occupied by the Department of National Defence and Police Training Facility.

Facility Operations maintains these buildings and recovers caretaking costs at $28 per hour for predetermined levels of service at the facilities. The Department recommends increasing this rate to $31 per hour to match the caretaker hourly wage rate with fringes.

The increase to the caretaking rate will affect the Windsor Police Services because it shares these buildings with the Courts and DND, however, from a corporate perspective, this is a net zero impact between revenue increase to Facilities and expense increase to the Police. Therefore, only the portion that is recoverable from the Courts and DND is presented here as a revenue budget increase.

These increases are yet to be presented to the respective tenants/committees for consideration/approval.

129

Budget Issue Detail

2016


Engineering


2016-0390



Public

[ACCEPTED] Development, Projects & ROW - Reinstatement of Sidewalk Encroachment Fees



Bylaw 25-2010 outlines the terms of use of the public right-of-way (ROW) for health, safety and well-being of persons and for the protection of the property. It outlines the terms of hoarding, construction, and all types of structures occupying the ROW. Standard practice requires a permit to be issued. Currently, all residential use (usually parking or fencing) and business use of the ROW requires a permit at a minimum and encroachment fees where applicable.

One of these encroachments relates to businesses that extend their seating capacity into the public ROW through a ‘Sidewalk Cafe’. This increases the businesses’ capacity and therefore, likely increases business revenues. In the past, this use required an application fee, permit fee and the encroachment fee. To assist and promote the economic growth within the City’s BIAs in 2011 and 2012, Council approved an exemption of all fees related to Sidewalk Cafe with the direction to absorb costs within the Operating Budget on a permanent basis.

As a result, the then-Office of Continuous Improvement completed a business process review to simplify the process and has come up with a more efficient and streamlined approach to processing and issuing sidewalk cafe permits. The new process now includes a technical review, production of a detailed drawing and issuance of the terms within a permit. This new process was implemented in 2013.

Further, on March 2, 2015, Council received the results of the Sidewalk Cafe Pilot Project for Year Round Cafes. As a result Council approved the following:

CR35/2015

I. That the Report of the Results of the Year Round Sidewalk Cafe Pilot Project approved by Council Resolution 8/2013 and 64/2014 BE RECEIVED for information; and

II. That City Council confirm year round sidewalk cafes be permitted, subject to the requirements of the pilot project, including proper insurance and indemnification of the City, and that the current fee of $1 continue for the four year term of Council.

Currently, Administration accepts Sidewalk Cafe applications, completes a site review of the proposed cafe, confirms it meets all policies, best practices and AODA requirements, drafts a site plan and issues a $1 fee permit. The number of Sidewalk Cafe applications has consistently increased from 28 in 2011 to 51 applications received in 2015.

In order to meet the 10% operating budget reductions, Administration recommends the reinstatement of Sidewalk Cafe Encroachment Fees, which are estimated to contribute $81,900 in additional revenues.

130


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Development,

Projects & Right of Way



Sidewalk Cafes serve to increase the businesses' capacity to provide a service. This sometimes doubles the occupancy that they would normally have to operate. As a result, it provides the opportunity for increased revenues. Currently, the City charges for all other encroachments whether it is for residential use, commercial use, or other uses. If this fee is reinstated, it is estimated that using an average size cafe of 400 sq. ft. and assuming 45 cafe permits are issued in 2016, the expected revenues is estimated as follows:

The encroachment fee to occupy the public ROW per the 2012 user fee schedule was:DWBIA - $5.78 per square footOther BIA - $4.57 per square footNon BIA = $3.31 per square footAssuming an average square foot cost for 2016 of $4.55 per square foot would result in the following anticipated encroachment fee revenues:45 x 400 sq. ft. (average cafe size) x $4.55 (average rate) = $81,900

131


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Hourly-Reg.Full Time (5,494)







Pollution Control Pump Station-Operations


7,145






Net Total 0 0 0 (7,145)

Budget Issue Detail

2016


Engineering


2016-0204



Public

[ACCEPTED] Pollution Control - Convert Position from Pollution Control Mechanic to Wastewater Treatment Operator (Step 4 - III or IV)



Several years ago, an employee, whose previous position was a Pollution Control Mechanic, was placed in the Wastewater Treatment Operator (Step 4 - III or IV) position. The employee exercised the Older Worker Provision within the Local 82 Collective Agreement, which entitles employees who are within 5 years of normal retirement to work in an alternate position, but maintain their rate of pay. The employee is no longer in the position; therefore, the request to adjust the position back to the Wastewater Treatment Operator (Step 4 - III or IV) is being made.



Pollution Control Mechanic

Regular Full-Time Local 82 (1.0)


Wastewater Treatment Operator (Step 4-III or IV)

Regular Full-Time Local 82 1.0

0.0

132

Budget Issue Detail

2016


Engineering


2016-0299



Public

[ACCEPTED] Facility Operations: Contracting Out Caretaking Services

Recommended by Facility Operations, Huron Lodge and Recreation & Culture

One-Time BSR Funding Requirement: up to $1.3 million (4th Quarter of 2016)

As part of the restructuring in 2014, Caretaking and Maintenance was centralized with the Facility Operations Division to achieve efficiencies of processes and benefit from the specialized skill set provided by the Facility Operations staff.

Currently, Crawford Yard, Willistead Manor and Mackenzie Hall have external caretaking services. Facility Operations is proposing to contract out caretaking function at city facilities and anticipates that this change of method of service delivery without compromising on service levels will achieve efficiencies of processes and costs over a period of time.

The levels of service differ significantly based on the use and occupants of the facility (administrative buildings such as City Hall vs. the recreational facilities, art gallery, museum and community centres vs. Huron Lodge vs. Windsor Police Services). Some City facilities are partially or fully occupied by external parties such as Service Canada, Service Ontario, Department of National Defence and the Courts.

Excluding the Workers Compensation budget, Facilities has a $5.2 million budget for caretaking wage related expenses. This consists of regular full time, part time and temporary staff wages, fringe benefits, overtime, service pay, uniforms, etc.

The proposed change of method of service delivery will need to be discussed with the external tenants to ensure we address any concerns they may have regards non City employees accessing/working in their space. One other significant factor to consider is the level of service that our "in-house" caretakers are currently providing to our internal departments and our tenants. The City's caretakers can be called on for assistance over and above regular cleaning, such as setting up and taking down after events, extra cleaning jobs, security, etc. In Recreation facilities, these positions have an additional certification as “Pool Operator”. This includes pool chemistry, backwashing and minor system adjustments. The duties of caretakers in recreation facilities can also include snow shovelling walkways around the centre, tidying the area around the centre (litter and cigarette butts, minor landscaping such as weeding, watering flower pots), and minor repairs in the facility (e.g. repairs to locks, toilets, etc.). In addition these staff are typically the labour Health and Safety representative for the facility, particularly since the Corporation has moved to the single site H & S Committee system.

Facility Operations recommends the inclusion of 16 RPT Porters (25 hours per week) in house to take care of such ad hoc needs. This added cost for wages, fringes and uniforms is approximately $765,858. Tentatively, they would be assigned to various locations such as the City Hall Campus (350 & 400), the Joint Justice Facility, Major Tilston Armoury, Western Downtown Campus (WIATC, Art Gallery, Museum, Capitol Theatre and WITT) and the Community Centres (Forest Glade, Optimist, Adie Knox, Atkinson, Gino Marcus, Oakwood, WFCU and Waterworld).

Initial estimates suggest that the external service would cost approximately $3.06 million, assuming the continuation of service hours currently worked, at a rate of $18 per hour plus overheads. The cost of external service is preliminary and subject to the conditions of service delivery laid out in detail in the RFP (shift premiums for 24 hour service, special health and police clearances for Justice Facility, Huron Lodge, to name a few). After factoring in recoveries from external tenants, the net expense is estimated to be around $2.68 million.

STAFFING IMPACT: This presentation is based on preliminary analysis and will be affected significantly by the financial and non financial repercussions of displacing regular full-time and regular part time caretakers, the ‘domino effect’ on other city staff and overall impact on service delivery by affected city departments. Critical to the business model of the Recreation Department is the synergies developed between caretakers and rec assistants, rink attendants and other rec staff to provide satisfactory service to the

133


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Facility Operations Fac.Ops. -Huron

Lodge Clothing - Uniforms (3,550)

Engineering Facility Operations Fac.Ops. -Huron Lodge Contingency 371,109

Engineering Facility Operations Fac.Ops. -Huron Lodge

Contracted Services 1,082,029


Facility Opns-Labour INTERNAL 70,426



Engineering Facility Operations Fac.Ops. -Huron Lodge Meal Allowance (52)

Engineering Facility Operations Fac.Ops. -Huron Lodge Other Pay (26,800)

Engineering Facility Operations Fac.Ops. -Huron Lodge Overtime - Salary (3,000)





public at its community centres and pools at all times of the day or night. These synergies will be lost if there is external staff on the premises and Recreation will have to revisit its scheduling and staffing structure. The cost impact of this change has not been quantified at this time and not factored into the preliminary cost savings analysis.

The total staff directly affected will be forty three (43) regular full-time, forty eight (48) Regular Part-time belonging to Local 543 as well as six (6) belonging to Local 82.

Given the magnitude of the impact of this proposed change in service delivery and that the contracting out already carried out in recent years and continuing budget reductions across departments have resulted in available alternatives for displaced staff being far less than the need, more so for the part time staff, Administration has brought forward a separate report to Council seeking approval to investigate this proposal and its risks and benefits in detail by developing an RFP that identifies all the expectations in clear terms from external caretaking services and also develops comprehensive sensitivity analysis to calculate approximately the savings and time frame to achieve such savings.

As noted in the report, if Council were to approve this proposal, Administration would proceed to define the scope of the RFP, analyse bids received, conduct a thorough sensitivity analysis of the various layers of impacts in 2016. Optimistically, the external service would be in place for the last quarter of 2016 and therefore savings of $250,000 are presented here for 2016 Budget.

Consideration for maintaining the Local 82 caretaking system in Recreation facilities may be an option to mitigate the impacts (financial and operational) of layoffs. There may be a reduction to savings by $214,257. However, there would be considerable benefit from continuation of the existing business process and operational efficiencies.

The current estimate for 2016 One-Time BSR Funding is $1.3 million (4th Quarter of 2016). The actual amount required will depend on the model ultimately approved. The current estimate of $1.3 million is based on employees being placed into positions through attrition similar to the Waste/Recycling Outsourcing Model. The actual one time costs may be less if this model is not chosen.

134


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Facility Operations Fac.Ops. -Huron

Lodge Service Pay (3,965)

Engineering Facility Operations Fac.Ops. -Non-Campus Clothing - Uniforms (3,400)

Engineering Facility Operations Fac.Ops. -Non-Campus Contingency 311,087


Contracted Services 1,980,270


Facility Opns-Labour INTERNAL 140,852




Hourly-Reg.Full Time (305,138)

Engineering Facility Operations Fac.Ops. -Non-Campus Hourly-Temporary (76,508)

Engineering Facility Operations Fac.Ops. -Non-Campus Meal Allowance (1,100)

Engineering Facility Operations Fac.Ops. -Non-Campus Other Pay (16,000)

Engineering Facility Operations Fac.Ops. -Non-Campus Overtime - Salary (5,100)

Engineering Facility Operations Fac.Ops. -Non-Campus Overtime - Wages (1,000)


Salary-Reg.Full Time (1,364,823)



Engineering Facility Operations Fac.Ops. -Non-Campus Salary-Temporary (43,419)

Engineering Facility Operations Fac.Ops. -Non-Campus Service Pay (715)




Total Expenses (1,252,372) 0 0 0Engineering

Facility Operations Fac.Ops. -Non-Campus


112,428

135


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge





Total Revenues 1,002,372 0 0 0Net Total (250,000) 0 0 0


Engineering Facility Operations Fac.Ops. -Huron Lodge General Caretaker - HL Regular Full-Time Local 543 (13.0)

Engineering Facility Operations Fac.Ops. -Huron Lodge General Caretaker - HL Regular Part-Time Local 543 (HL-RPT) (9.0)Engineering Facility Operations Fac.Ops. -Huron Lodge General Caretaker- HL Regular Full-Time Local 543 (1.0)

Engineering Facility Operations Fac.Ops. -Huron Lodge General Staff Regular Full-Time Local 543 (1.0)Engineering Facility Operations Fac.Ops. -Huron Lodge Storekeeper Regular Full-Time Local 543 (1.0)

Engineering Facility Operations Fac.Ops. -Huron Lodge Storekeeper Regular Part-Time Local 543 (HL-RPT) (0.5)Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker Regular Full-Time Local 543 (27.0)

Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker Regular Part-Time Local 543 (17.8)

Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker Community Centres


Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker/Pool Maintenance Operator


Engineering Facility Operations Fac.Ops. -Non-Campus Porter Regular Part-Time Local 543 10.0(66.2)

136

Budget Issue Detail

2016


Engineering


2016-0096



Public

[ACCEPTED] Infrastructure & Geomatics - Conversion of Temporary Full Time Engineer II to Full Time Position



In 2007, the Infrastructure Division saw the elimination of one of its' positions, resulting in on-going workload and backlog issues. In the last number of years, the Infrastructure Division has seen increases to regular duties and the addition of new duties such as Municipal Drain works, MOE Transfer of Review, and development applications. This resulted in a temporary Engineer II position being created in April 2013 to assist in keeping up with the demand for service, as well as cleaning up significant backlogs in both Infrastructure and Right-of-Way (ROW) areas. The incumbent has been confirmed to this position on an annual basis.

The current staff establishment continues to struggle to keep up with the number of projects (both new and those with outstanding deficiencies) and duties. As a result, in the infrastructure area, delays in tendering contracts have occurred, which we anticipate will affect the tender prices.

In addition, Infrastructure staff provides support to the ROW area, which has seen an increase in encroachment and development applications, sidewalk cafes, local improvement applications and permits. This increase has resulted in more service expected from the Infrastructure staff as support.

Currently, we have Consultants engaged on a number of projects. It should be noted that significant time is still required on projects where Consultants have been engaged in order to monitor and direct the Consultants. Hiring Consultants on projects that they would normally do in-house only marginally reduces the demands on the engineering staff.

As a result of the long delays in getting MOE approvals (in the order of 9 to 12 months), the MOE has moved towards allowing Municipalities to complete Environmental Compliance Approvals (ECAs) which substantially improves the approval process timelines. These additional duties have been placed on senior staff within the Infrastructure area that is already operating at or above capacity.

As communicated to Council in November 2012, "initially, the City will undertake reviews for internal projects only. At some point in the future, we may also begin this process for external private developments within the City of Windsor". As of 2014, we have begun undertaking reviews for external Developers and Consultants to undertake the ECA's for private developments as the MOE is informing them that it will take 9 to 12 months for approval. This is being done in order for developments to proceed in a timely fashion, in order to minimize the risk of losing these lots to other municipalities.

Further, the new service to provide ECAs should be a priority to encourage development in the City.

The ROW area processes a variety of encroachments, local improvement initiatives, and other development related reviews. Adequate project resources are required in order to minimize any risks. The ROW area is further in a backlog due to the volume of work and lack of resources. This has and will continue to result in loss of revenues (encroachments and LIP) without this additional staff.

137


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


GeomaticsInfrastructure & Engineering


















(95,455)





Total Revenues (117,486) 0 0 0Net Total 883 0 0 0

As noted above, Municipal Drain works and MOE Transfer of Review have added significantly to the workload in the Infrastructure area. Municipal Drain works are managed by a number of engineers, accounting for approximately 83% of one full time equivalent staff time, while the MOE Transfer of Review is undertaken by the three senior Engineers, accounting for approximately 11% of one full time equivalent. We are seeing a significant increase in the time required to undertake the transfer of Review since starting to review private developments. The Right-of-Way Supervisor, who is responsible for technical reviews and approvals related to developments, permitting, encroachments among other things, has indicated that he is seeing an increase in applications. This is turn puts additional burden on the Infrastructure staff that provides support for some technical reviews as resources are available.

It is being proposed that all salary and benefit costs associated with this position be absorbed through capital projects that this person will work on. This is currently occurring with this position in its' temporary capacity. This would result in a minimal impact to the Operating Budget of $880, for computer rental and maintenance.


Engineering Infrastructure & Geomatics Infrastructure & Engineering

Engineer II Regular Full-Time Non-Union 1.0

1.0

138


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Parks Parks Operations Parks Operations Other Prof Services-External 5,000

Parks Parks Operations Parks Operations Taxes 19,000


Budget Issue Detail

2016


Parks


2016-0399


A - Annualization

Public

[ACCEPTED] Annual Taxes for Land Leased by the City



The City lease of the land known as 491 Riverside Drive West.

Adopted by Council at its meeting held September 8, 2015 (M376-2015):

1. That the recommendation contained in the in-camera report from the Manager of Real Estate Services, City Solicitor and Corporate Leader Economic Development and Public Safety, City Engineer and Corporate Leader Environmental Protection and Transportation, Chief Financial Officer/City Treasurer and Corporate Leader Finance and Technology and City Planner respecting a property matter - lease BE APPROVED AS AMENDED.

As part of the agreement, the City is responsible for the payment of annual taxes in the amount of $18,737. The Parks Department is requesting $19,000 budget dollars to pay this annual assessment as well as $5,000 for annual maintenance to the property.

139


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Parks Parks Operations Parks Operations Contracted Services 6,000


Net Total 6,000 0 0 0

Budget Issue Detail

2016


Parks


2016-0212


B - Legislated

Public

[ACCEPTED] Cemetery Maintenance



The City has assumed ownership and responsibility for the operation and maintenance of Fairbairn Cemetery.

Based on CR148/2015 in reference to Council Report #17861, Parks will investigate the following options: - Parks Department undertake the management and maintenance of Fairbairn Cemetery; - Parks will seek an experienced Third Party for the management and maintenance of Fairbairn Cemetery; and - Parks Department will manage this cemetery and arrange for the maintenance of the cemetery to be conducted by a third party contractor.Parks will report back to Council with a recommendation for a preferred option.

Until such time that a preferred operating model is approved, the Parks Department will continue to maintain the grounds and is requesting ground maintenance budget dollars for this work. Further costs associated with operating the cemetery are unknown at this time and will vary depending on the final operating model that is chosen. The Legal Department is currently working on a Fees and Charges Bylaw: Fairbairn Cemetery Rates and once this is complete, these fees will be added into the Parks User Fee Schedule.

140


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Parks Forestry Ojibway & Natural Areas Rental Income (3,000)

Parks Forestry Ojibway & Natural Areas User Fees (500)


Budget Issue Detail

2016


Parks


2016-0325



Public

[ACCEPTED] Increase in User Fee Revenue



The Ojibway Nature Centre would like to consolidate the several grade school programs into one User Fee category to be named JK-Gr 8 Customized Program. The per hour rate remains unchanged, this is simply a consolidation of User Fee lines for simplicity and to mirror the current recording of programming.

The Centre would like to introduce a Group Activity Program (less than 14 people) at a rate of $40/hour. There is a current fee for Group Activity at a rate of $3/person however, when there are less than 14 people, the fees do not cover the cost to run the program. It is expected that this new Fee will generate an increase in User Fee Revenue of $500.

The rate to rent the Entire Nature Centre is $120/hour. It is proposed that the rate be increased to $200/hour. When the entire centre is rented out, there are no opportunities for programming and the public have no access to washroom facilities. It is expected that there will be a $500 increase in Revenue.

The rental rate for the Prairie Room is currently $34/hour. It is proposed that the rate be increased to $38/hour. This is expected to increase rental revenue by $2,500.

141


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Parks Parks Operations Parks Operations Rental Income (26,900)Total Revenues (26,900) 0 0 0

Net Total (26,900) 0 0 0

Budget Issue Detail

2016


Parks


2016-0363



Public

[ACCEPTED] Increase Zamboni Repair Revenue



The Parks department receives revenue from Recreation for care and maintenance of the zamboni equipment at a rate of $8,900 per zamboni. The revenue line has not been increased as additional units were added and placed into service. This revenue increase will bring the budget in line with actuals.

142


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Parks Parks Development Parks Development


(314,928)


Net Total (314,928) 0 0 0

Budget Issue Detail

2016


Parks


2016-0398



Public

[ACCEPTED] Parks Design & Development-Full Recovery of Salaries and Fringe Benefits from Capital Projects



The Parks Design & Development Division has historically recovered a portion of the salaries from the Capital Budget for time spent on various stages of the annual projects.

The TCA Policy states,"Included in the cost of TCA are:Costs of internal staff whose primary duties are to provide services relating to capital projects (for example, engineering services)."

The Parks Development team primary duty is to work with capital projects.

The Parks Design & Development division currently recovers $238,615 from Capital Projects which is approximately 44% of the division wages. In accordance with the TCA Policy, and to operate consistently with other departments, their time should be 100% recovered from the appropriate projects. The team consists of a Manager of Parks Development, a Landscape Architect, 2 Parks Technologists, and a Draftsperson IV. The total salary & fringe for the division is $553,543. The division also currently seconded a Landscape Architect from the Planning Department, this employee is dedicated to the Parks Master Plan and the Division will recover his wages at 100% from the Parks Master Plan capital project.

Over the past 5 years, Parks annual Capital Budget funding average is $ 2,008,538. Full recovery of wages and fringe of $553,543 represents 28% of the annual average funding.

143

Budget Issue Detail

2016


Parks


2016-0408



Public

[ACCEPTED] Grass Cutting - Insourcing



The Parks Operation division is requesting to add 5 FTE to the complement.

The duty of maintaining E.C. Row, ditches and Vacant Lots was transferred to Parks from Public Works in June 2003.

This staffing increase will require $359,294 for wages and fringe, $5,000 for clothing, and also require $68,400 annual Fleet Rental Rates for 3 Crew Cab Trucks. No additional equipment purchases are required. The total cost is $432,694, which the department will fund entirely from their current operating budget. Hiring 5 additional employees will impact future Corporate liability for Post Retirement Benefits up to age 65, which are approximately $1,000/employee. However, it is projected that at the end of the year, there will still be 5 transitional staff and ideally these trained employees will attrition into these requested positions.

With respect to grass-cutting, in 1989, the City had 155 Parks with a total 1695 acres, with 1395 acres of maintained parkland. Today the City has 209 Parks with a total of 2407 acres. In addition to maintaining all of the parks, there are 244 vacant and transitional lots and 118.5 km of ditches that Parks is responsible to maintain.

The department will reduce contract dollars by ($423,014) and reduce the Other Professional-External budget by (9,680) to offset the cost of hiring these 5 staff. The $423,014 represents the contract budget dollars for cutting the E.C. Row, Vacant Lots, and Ditches and there is an annual surplus in the Vandalism Maintenance dollars that exceeds the proposed $9,680 transfer of funds. The department traditionally contracted out this grass cutting which are usually cut only 3 times per year.

Creating five new tractor operator positions increases the Parks workforce by 10,400 hours annually. These contracted areas are cut 3 times per year which will require approximately 3,850 staffing hours. There are approximately 5,550 remaining workforce hours available (taking into consideration vacation time and average sick time) to perform other work such as maintenance on sportsfields, boulevards, trails & playground equipment, snow removal, tree trimming in Parks, etc. The extra work hours would also allow the division to assist Public Works in spring clean-up efforts, and the Forestry and Horticulture divisions during the non-peak season of Fall with tree planting and bulb planting.

Even with naturalizing parts of the E.C. Row corridor in 2015, tender prices doubled and in the case of ditch cutting, quadrupled since 2011:

YEAR EC ROW DITCHES VACANT LOTS2015 $168,000 $164,970 $87,9042014 $200,000 $52,790 $42,5702013 $200,000 $52,790 $42,5702012 $200,000 $52,790 $42,5702011 $82,500 $43,613 $42,300

144


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


AccountsSalary & Wage Adjust Provision


Parks Parks Operations Parks Operations Clothing - Uniforms 5,000Parks Parks Operations Parks Operations Contracted

Services (423,014)

Parks Parks Operations Parks Operations Fringe Benefits (Dept.) 82,914

Parks Parks Operations Parks Operations Hourly-Reg.Full Time 276,380

Parks Parks Operations Parks Operations Vandalism Maintenance (9,680)

ParksParks Operations Parks Operations

VehicleRent-Dedicated INTERNAL

68,400







Net Total 0 0 0 0

Because there were still Transitional employees working in Parks, the department made the decision to bring the ditch cutting work in-house for 2015, due to the jump in tender price.

It should be noted, the Ministry of Labour Occupational Health and Safety Act (OHSA) and construction regulations outlines provisions for traffic control and worker protection. In the past, our hired grass contractors have been removed from the jobsite by Parks Management and the Ministry for not following proper safety protocol on right of ways. Parks staff and supervisors are fully trained and adhere to all Ministry legislated traffic controls when working on the roadways.

The department feels these grass cutting budget dollars could be better spent on hiring staff that could do this work as well as work on other workload pressures. In the past, Parks staff planted trees however, that service is now being contracted out by Forestry. With the additional staff, once the summer busy season ends, the staff would plant trees for the Forestry division which will reduce Forestry tree-planting contract costs.

145


Parks Parks Operations Parks Operations Tractor/Operator Landscaper 002










5.0

146


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves
















Net Total (154,503) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0022


A - Annualization

Public

[ACCEPTED] Organizational Changes - Public Works Operations



An In Camera report dated July 7, 2014 proposing organizational changes to the Office of the City Engineer portfolio was received and adopted (M290-2014) by City Council.

This budget issue reflects the recommendations from the report related to the Public Works Operations ROW Maintenance and Contracts & Field Services Divisions as follows:1) The elimination of the Manager of Maintenance position2) The elimination of the Manager of Contracts and Field Services position3) The addition of a Manager of Contracts, Field Services, and Maintenance position

The above organizational changes are now in effect.

147




Manager, Contracts, Field Services,

Maintenance




Mgr, Contracts & Field Serv.




Mgr, Maintenance Regular Full-Time Management (1.0)

(1.0)

148


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Public Works On-Off Street Parking

On-Off Street Parking


Total Expenses 0 0 (187,425) 0



Parking Revenue - Daily (187,425)

Budget Issue Detail

2016


Public Works


2016-0188


A - Annualization

Public

[ACCEPTED] On/Off Street Parking - Eliminate 1st Hour Free Parking in Goyeau and Pelissier Street Garages



This budget issue annualizes 2015 amended budget issue 2015-0038, approved by Council in B7-2015 to eliminate the 1st hour free parking in the Goyeau and Pelissier Street parking garages effective January 1, 2016.

Parking By-law 9023 will require amending.

5-Year Trend Analysis (Acct 6440 - Daily Revenue):GARAGE 1 (Goyeau)2015 - Budget $275,250, Actuals $57,127, Variance ($218,123) as at July 31st (58% of year committed)2014 - Budget $244,000, Actuals $206,113, Variance ($37,887) deficit2013 - Budget $244,000, Actuals $196,195, Variance ($47,805) deficit2012 - Budget $269,000, Actuals $257,517, Variance ($11,483) deficit2011 - Budget $320,000, Actuals $325,617, Variance $5,617 surplus2010 - Budget $320,000, Actuals $215,992, Variance ($104,008) deficit

5-Year Trend Analysis (Acct 6440 - Daily Revenue):GARAGE 2 (Pellissier)2015 - Budget $174,250, Actuals $49,915, Variance ($124,335) as at July 31st (58% of year committed)2014 - Budget $148,000, Actuals $133,307, Variance ($14,693) deficit2013 - Budget $148,000, Actuals $145,541, Variance ($2,459) deficit2012 - Budget $173,000, Actuals $104,570, Variance ($68,430) deficit2011 - Budget $215,000, Actuals $133,233, Variance ($81,767) surplus2010 - Budget $215,000, Actuals $95,186, Variance ($119,814) deficit

149


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works On-Off Street

ParkingOn-Off Street Parking


187,425

Total Revenues 0 0 0 0Net Total 0 0 (187,425) 0

150


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Parking Enforcement



Net Total (48,370) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0206


A - Annualization

Public

[ACCEPTED] Traffic Operations - Parking Enforcement Contract Extension (Tender 97-10)



The current parking enforcement contract expires at the end of December 2015. The contract provides an option for the City of Windsor to extend the contract for up to three (3) subsequent terms of one (1) year each, subject to agreement on the service fee for any such renewal. The negotiated price for the Service Agreement for Parking Enforcement is $677,280. A reduction of one (1) officer has reduced this amount to $620,840 for 2016. It should be noted, the reduction of one (1) officer was implemented in 2014 resulting in a surplus for that year and a projected surplus for 2015. The negotiated pricing for one (1) additional year including the reduction of one (1) officer will result in a budget reduction of $56,440 for 2016.

Council approved the above extension and change at their meeting of August 24, 2015, per CR153/2015 as follows:I) THAT Council APPROVE the extension of the Services Agreement for Parking Enforcement for one (1) year to Canadian Corps of Commissionaires Ottawa Windsor Division as provided in the current contract at a cost of $620,840.00 (excluding HST) to be adjusted on January 1, 2016 by the inflationary factor as per the terms of the contract; and further

II) THAT the CAO and City Clerk BE AUTHORIZED to execute the extension agreement with Canadian Corps of Commissionaires Ottawa Windsor Division for the provision of parking enforcement services as per the Services Agreement for Parking Enforcement, to an upset limit of $620,840.00 (excluding HST) plus inflationary adjustment for 2016, satisfactory in form to the City Solicitor, in financial content to City Treasurer, and in technical content to the City Engineer.

The service agreement for 2016 does not include CPI adjustments per applicable clauses contained in Tender 97-10. Parking Enforcement is subject to an annual increase related to the CPI for the previous year. An offsetting contract cost increase of $8,070 is required for 2016 based on the CPI (1.3%) for July 2014 to July 2015.

5-Year Trend Analysis:2015 - Budget $682,817, Actuals $280,302 as at July 31, 2015 - 41% committed, 58% of year elapsed2014 - Budget $666,813, Actuals $633,411, Variance $33,402 surplus2013 - Budget $658,906, Actuals $653,196, Variance $5,710 surplus2012 - Budget $650,986, Actuals $648,046, Variance $2,940 surplus

The 2014 gross number of tickets issued per Parking Enforcement FTE is 8,612 which is currently well above the 2014 OMBI median of 4,911. The 2014 gross enforcement cost per ticket is calculated at $19.95 which is currently below the 2014 OMBI median of $23.67.

151

Budget Issue Detail

2016


Public Works


2016-0207


B - Legislated

Public

[ACCEPTED] Traffic Operations - Increase in Paint, Glass Beading, and Equipment Costs



The Ontario Traffic Manuals for Book 7 Temporary Conditions has now been revised. This Book has authority under the Highway Traffic Act and also under the Occupational Health and Safety Act. Book 7 now requires a minimum of 2 crash trucks and 1 crash/buffer truck under the work zone setup for painting on any road which has a speed limit of 80 Km per hour or greater. Book 7 now requires a minimum of 1 crash truck to be used for painting of intersections (11 intersections) on roadways which have a speed limit of 80 km per hour or greater. This applies to all sections of E C Row, Dougall Parkway and Ojibway Parkway. Previously one crash truck was required and could be supplemented with sign trucks on roadways, sign trucks can no longer be used to block lanes. No crash truck was required or used for intersections prior to this change.

To achieve proper retroreflective properties of pavement markings per the Book 7 revisions, the thickness of paint lines must be increased to ensure glass beads are embedded and bonded to the pavement marking. In addition, the volume of glass beads must also be increased. The appropriate increase in paint and glass bead volume required to achieve proper retroreflectivity equates to an increase of $20,000 for both paint and glass beads.

An increase related to rental costs for crash attenuation vehicles for painting on all roads with speeds of 80km or greater is also required per the Book 7 revisions outlined above. As there are currently no City crash trucks available to rent for the additional requirements per revisions to Book 7, the crash trucks will be rented from contractors. Contractor pricing ranges from $120 - $160 per hour in 2015. Based on our experience to date painting Dougall Parkway and E.C. Row combined with a projection of the total number of hours that will be required to complete the required painting, we are estimating an annual budget requirement of approximately $30,000.

Calculation of Projected Budget Requirement: - Work completed to Date (Dougall, Ojibway, and a portion of E.C. Row) = 46 hours @ $160 per hour = $7,360 - Work to complete E.C. Row estimated at an additional 40 hours @ $160 per hour = $6,400 - Work to complete painting of 11 intersections on the identified roadways estimated at 4-10 hours per intersection @ $120-$160 per hour = estimated 100 hours @ $160 per hour = $16,000

This budget will be reviewed during 2017 budget development once we have completed painting using the additional equipment and paint to determine the budget adjustments that may be required (increase or decrease) based on the actual usage.

5-Year Trend Analysis (Acct 2260 Paint):2015 - Budget $162,853, Actuals $143,161 - $19,692 remaining at 58% of year committed2014 - Budget $155,098, Actuals $162,580, Variance ($7,482) deficit2013 - Budget $155,098, Actuals $186,798, Variance ($31,700) deficit2012 - Budget $143,598, Actuals $177,752, Variance ($34,154) deficit2011 - Budget $98,598, Actuals $145,488, Variance ($46,890) deficit2010 - Budget $83,712, Actuals $109,498, Variance ($25,786) deficit

152


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works Traffic Ops,

Parking & Trans. Planning

Signal Systems and Parking

Pavement Marking Supplies 20,000



VehicleRent-TempOther INTERNAL

30,000


Net Total 50,000 0 0 0

153


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Parking Facilities Repair 10,000




Total Expenses 10,000 0 10,000 0Public Works On-Off Street



(10,000)

Total Revenues (10,000) 0 0 0Net Total 0 0 10,000 0

Budget Issue Detail

2016


Public Works


2016-0209


B - Legislated

Public

[ACCEPTED] On/Off Street Parking - Inspection and Repair of Fire Suppression System



Parking Garage 3 at Ferry and Riverside has a fire suppression system installed. This system requires on-going inspection and maintenance per Ontario Legislation. This budget submission reflects the expenditure cost required annually for replacement of the fire system pipes which are now corroding and beginning to leak. Pipe replacement is required to keep the system operational.

5-Year Trend Analysis (Acct 2580):2015 - Budget $105,000, Actuals $163,761 as at July 31st (58% of year committed)2014 - Budget $105,000, Actuals $131,307, Variance ($26,307) deficit2013 - Budget $105,000, Actuals $118,662, Variance ($13,662) deficit2012 - Budget $105,000, Actuals $78,889, Variance $26,111 surplus2011 - Budget $60,000, Actuals $172,523, Variance ($112,523) deficit2010 - Budget $60,000, Actuals $115,740, Variance ($55,740) deficit

154


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Signal Systems and Parking Overtime - Salary 10,000


Net Total 10,000 0 0 0

Budget Issue Detail

2016


Public Works


2016-0211


B - Legislated

Public

[ACCEPTED] Traffic Operations - Emergency Locates - Ontario 1 Call



Ontario 1 Call is a legislated service which requires the Signals Division to respond 24 hours per day, 7 days per week to requests for providing locates for existing traffic underground infrastructure. The number of locates has increased since the inception of mandatory membership and the number of overtime calls has increased. We have now completed one full year under the required membership, and the impact during this year has been significant with an increase in the Signals overtime budget of $10,000 required.

5-Year Trend Analysis (Acct 8130 - Signal Maintenance):2015 - Budget $40,000, Actuals $27,791, $12,209 remaining as at July 31st or 58% of year committed2014 - Budget $30,000, Actuals $67,079, Variance ($37,079) deficit2013 - Budget $30,000, Actuals $67,229, Variance ($37,229) deficit2012 - Budget $30,000, Actuals $98,273, Variance ($68,273) deficit2011 - Budget $30,000, Actuals $73,095, Variance ($43,095) deficit2010 - Budget $30,000, Actuals $59,604, Variance ($29,604) deficit

155

Budget Issue Detail

2016


Public Works


2016-0044


C - Contractual

Public

[ACCEPTED] Environmental - Budget Requirement for Landfill Tipping Fees



In 2015, the Regional Landfill Tipping Fee budget for the City of Windsor amounted to $5,600,907.

The Essex Windsor Solid Waste Authority (EWSWA) is using a hybrid method to recover their costs. They assess municipalities a fixed amount for the year, based on uncontrollable costs related to the landfill (i.e. debenture payments, administrative costs, compensation payments to neighbouring municipalities).

The remainder of their costs will be recouped by way of a tipping fee for every tonne of refuse delivered to the landfill. This assists the City of Windsor from a variance reporting perspective as a greater portion of this substantial expenditure is now a definitive amount and not solely based on tonnage.

For 2016, EWSWA has been asked to return with a status quo budget and levy the same amount for landfill tipping fees to Windsor and the seven County of Essex municipalities, which is a total of $10,425,000.

However, at this time the City of Windsor’s assessment for 2016 remains uncertain as EWSWA has not passed a budget. It should be mentioned that EWSWA's forecast model estimates assessments to Windsor and the seven County of Essex municipalities will need to be increased at a rate of 4% - 5% annually in order to eliminate the annual operational deficits. For example, it is projected that the total amount levied to municipalities will need to increase to $10,910,000 from the 2015 allocation of $10,425,000. As a result, an increase remains possible despite a request from the City of Windsor that EWSWA administration bring forward a status quo budget for 2016. Given City Council has not yet approved the 2016 EWSWA Budget, the City's assessment has been maintained at the current 2015 level.

This number does not consider volume fluctuations, although tonnage estimates are considered to be relatively stable.

Below is the five-year trend analysis for actual City of Windsor landfill tipping fees:

YEAR / ACTUALS

2010 / $5,132,720 2011 / $5,709,126 2012 / $5,496,1962013/ $5,577,7102014/ $5,731,3332015/ $2,643,788 (as of June 2015) Average / $5,529,417 (not including 2015)

The full EWSWA 2016 Budget will be brought before the EWSWA Board early in the new year and presented to Council thereafter.

156


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


ServicesEnvironmental Services - Admin

Landfill Tipping Fees 1

Total Expenses 1 0 0 0Net Total 1 0 0 0

157


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Environmental Services - Admin



Net Total 122,257 0 0 0

Budget Issue Detail

2016


Public Works


2016-0046


C - Contractual

Public

[ACCEPTED] Environmental - Increase to Per Tonne Rate for Garbage Contract due to Hard Sided Container By-law



Effective July 1, 2014, By-law 2-2006, "A By-law to Establish and Maintain a System for the Collection and Disposal of Waste in the City of Windsor", required all garbage to be placed in a hard sided container.

At the time of implementation, productivity suffered immensely. As time passed, both residents and contractor became fully educated and productivity improved. A year later, however, productivity remains somewhat affected. The City's Waste Collection contractor, Green for Life, has exercised their right under the Service Agreement for Waste Collection to claim compensation for a material change to the contract.

On August 4, 2015, Council approved a $2.75 (plus non-recoverable HST) increase per tonne of waste collection as part of M298-2015 (In-Camera).

As per the waste collection contract agreed to between the City of Windsor and Turtle Island (now known as Green For Life, or GFL), the tonnage rate charged by the outside contractor for refuse and yard waste collection is to be reviewed annually and will increase/decrease based on a ratio involving the Consumer Price Index (CPI) and Average Diesel Fuel Prices for Windsor. As per City of Windsor staff, the estimated decrease based on the escalation factor for 2016 in the contract is approximately (0.5%).

Applying the (0.5%) escalation factor to the $2.75 per tonne increase on an estimated 43,925 tonnes in waste collected annually yields a budget increase of $122,257, including non-recoverable HST.

158

Budget Issue Detail

2016


Public Works


2016-0105


C - Contractual

Public

[ACCEPTED] Contracts, Field Services & Maintenance - Cost Increase in Supply of Highway Salt (Tender 50-07) and Brine (Tender 08-07)



The cost of supplying salt and brine for winter control will increase for the 2015/2016 season:

Tender 50-07 (Salt):2015/2016 cost = $61.86 per tonne (including non-refundable HST)2014/2015 cost = $60.11 per tonne (including non-refundable HST)2013/2014 cost = $58.41 per tonne (including non-refundable HST)2012/2013 cost = $56.77 per tonne (including non-refundable HST)

Over the past several years, the average tonnes of salt used in winter maintenance have been 15,700. The 2016 budget increase for this tender (50-07) is $27,475 (including non-refundable portion of HST). Without this increase, we will be forced to carry out a service level reduction.

The salt contract was extended for an additional three seasons, 2013/2014, 2014/2015, and 2015/2016, with approval given in CR265/2012.

Tender 08-07 (Brine):2015/2016 cost = $145,243 (including non-refundable HST)2014/2015 cost = $140,553 (including non-refundable HST)2013/2014 cost = $135,863 (including non-refundable HST)2012/2013 cost = $129,630 (including non-refundable HST)

The 2016 budget increase for the brine tender (08-07) is $4,689

The brine contract was extended for an additional three seasons, 2013/2014, 2014/2015, and 2015/2016, with approval given in CR101/2013.

5-Year Trend Analysis:2015 - Budget $961,067, Actuals $1,199,157, Variance ($238,090) aa July 31 (58% of year elapsed)2014 - Budget $654,100, Actuals $1,552,543, Variance ($898,443) deficit2013 - Budget $618,177, Actuals $1,039,944, Variance ($421,767) deficit2012 - Budget $579,917, Actuals $500,069, Variance $79,848 surplus2011 - Budget $477,693, Actuals $915,113, Variance ($437,420) deficit2010 - Budget $451,003, Actuals $692,011, Variance ($241,008) deficit

The 2014 operating costs for winter maintenance of roadways per lane km maintained in winter are calculated at $3,279.42, which is currently well below the 2014 OMBI median of $4,684.77.

159


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works Contracts, Field

Services & Maintenance


Infrastructure Maint. Material 32,164


160


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Taxes 20,000


PW OPs - Contracts, Field Serv. Maint.


Total Expenses 20,000 0 0 20,000Public Works Contracts, Field




(20,000)

Total Revenues (20,000) 0 0 0Net Total 0 0 0 20,000

Budget Issue Detail

2016


Public Works


2016-0154



Public

[ACCEPTED] Contracts, Field Services & Maintenance - Increase Property Tax Budget



The property tax budget for taxes at the inert landfill (O Matchette) is insufficient at its current $6,000. Average taxes paid for the past 4-years equates to $25,998. An increase of $20,000 is required.

5-Year Trend Analysis:2015 - Budget $6,000, Actual $28,941, Variance ($22,941)2014 - Budget $6,000, Actual $27,258, Variance ($21,528)2013 - Budget $6,000, Actual $25,524, Variance ($19,524)2012 - Budget $6,000, Actual $22,269, Variance ($16,269)2011 - Budget $6,000, Actual $22,952, Variance ($16,952)2010 - Budget $6,000, Actual $23,630, Variance ($17,630)

161


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Other Prof Services-External 1


Net Total 1 0 0 0

Budget Issue Detail

2016


Public Works


2016-0214



Public

[ACCEPTED] Traffic Operations - Permanent Speed Cushion on Bellagio



The requested one-time BSR funds are required for the installation of a permanent speed cushion on Bellagio in lieu of the temporary speed cushion installed per the following Motions approved by Council:

Original approval to install the speed cushions:Environment and Transportation Standing Committee Recommendation (Report 73) “ That the report of the City Engineer dated June 14, 2012 entitled “M122-2011 – Bellagio Street Closure Petition” BE RECEIVED for Information; and further THAT Administration BE DIRECTED to proceed with the purchase and installation of speed cushions on Bellagio Street, and that Administration provide details as to the cost and where the speed cushions will be installed on the street.

Final motion with respect to the installation: M353-2012 That Report No 73 of the E&T Standing Committee of its meeting held June 27, 2012 regarding M122-2011 – Bellagio Street Closure Petition BE ADOPTED as presented.

The temporary cushion requires $4,000 in annual expenditures for the installation in the spring and removal in late fall before snow begins to fall. Administration recommends that this speed cushion be converted to a permanent asphalt speed cushion which would require one-time BSR funding to convert. A permanent cushion would require ongoing maintenance performed by the maintenance division, but maintenance could be funded from their existing operating budget.

162


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves





Net Total (23,155) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0049



Public

[ACCEPTED] Environmental - Reduction of Costs for Rodent Extermination Contractor



CAO-3129 approved the execution of a contract with the City's rodent extermination contractor until the end of 2016. The costs identified in the contract ($48,000 plus non-recoverable HST) are far less than the $72,000 budget, therefore, a $23,155 reduction is being proposed.

163


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



TRANSFER to Capital Fund (738,675)


Net Total (738,675) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0052



Public

[ACCEPTED] Environmental - Elimination of transfer to fund waste collection and recycling contracting out transition project


One-Time BSR Funding Requirement: Up to $1,477,350

During the 2011 Operating Budget process, a transfer of $738,675 annually was established in the operating budget of the Solid Waste division to fund the capital project tracking the waste collection contracting out transition project. That figure was based on the calculated annual savings to the operating department from contracting out waste collection and recycling. The transition is expected to be complete by the end of 2017. As a result, this line item will be eliminated for certain during the 2018 operating budget process. As of October 2015, 6 employees remain on the transition list.

If Council wishes to accept this line item reduction in advance of the transition capital project being fully funded, one-time funding of up to $1,477,350 from the Budget Stabilization Fund would be needed ($738,675 x 2 years) to offset the annual transfer from the operating budget to the transition capital project.

164


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Operations Fire Operations Motor Fuels (17,386)

Budget Issue Detail

2016


Public Works


2016-0109



Public

[ACCEPTED] Fleet - Decrease in Fuel Costs (Gasoline @ $0.95, Diesel @ $.90, and Coloured Diesel @ $0.76)



The fuel budget is developed based on the projected fuel consumption for each fuel type. The corporate fleet utilizes unleaded, clear diesel and coloured diesel.

In 2015, administration of the Fire Department's fuel sites was transitioned to the Fleet Division. As a result, the 2015 approved operating budget of $176,379 for fuel at Fire fuel sites was transferred to the Fleet Division resulting in a total 2015 Fleet fuel budget of $1,194,674. The Fire fuel usage is 100% recoverable from Fire resulting in an overall net $0 budget for the Fleet Division for Fire fuel. Fuel is tendered cooperatively and as a result, very competitive pricing is achieved. Fuel is received through a 5-year contract that was tendered and awarded to Suncor Energy Products Partnership in late 2013 as per CR232/2013. The contract is valid for a 5 year term with extension options to add two additional 2 year terms upon mutual agreement and Council approval.

The budgeted price for fuel has fluctuated over the last 5 years and has ranged from $0.90 - $1.05 for unleaded and $0.80 - $1.00 for diesel. Coloured diesel is set at $0.14 less per litre than clear diesel. While management identified there being a risk associated with unforeseen price fluctuation, City Council approved to deal with any over expenditures in fuel as a budget variance noting that there were sufficient corporate contingency funds to address fuel variances.

The fuel budget in 2015 was developed based on the projected price of $1.05/litre for unleaded, $1.00/litre for diesel, and $0.86/litre for coloured diesel. Projected consumption for all fuel types was 1,001,975 litres. For 2016, this will be increased to 1,175,835 to include Fire's fuel usage.

Given the forecasts of analysts in the field, the cost of crude oil, and the average and current cost/litre, management feels that an adjustment to the 2016 budget using a projected price of $0.95/litre for unleaded, $0.90 for diesel, and $0.76/litre for coloured diesel is appropriate. This price adjustment results in a reduction to the fuel budgets of $117,583.

It should be noted that fuel prices continue to be difficult to predict. As with any forecast of a commodity's price for an entire year, variances are likely due to unforeseen price fluctuations.

5-Year Trend Analysis (Acct 2115 Motor Fuel & Lubricants):2015 - Budget $1,199,674, Actual $426,020, Variance $773,654 surplus as at July 31st (58% of year elapsed)2014 - Budget $1,020,000, Actual $1,010,041, Variance $9,959 surplus2013 - Budget $1,020,000, Actual $954,995, Variance $65,005 surplus2012 - Budget $1,120,000, Actual $965,170, Variance $154,830 surplus2011 - Budget $1,059,221, Actual $1,087,502, Variance ($28,281) deficit2010 - Budget $1,375,820, Actual $1,102,176, Variance $273,644 surplus

165


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works Fleet Fleet Motor Fuels (117,584)

Total Expenses (134,970) 0 0 0Public Works

Fleet FleetRecovery Of Expenses EXTERNAL

17,386


Net Total (117,584) 0 0 0

166


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Contracted Services (15,410)


Net Total (15,410) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0371



Public

[ACCEPTED] Environmental - Garbage and Yard Waste Maintenance Contracts



As per the waste collection contract agreed to between the City of Windsor and Turtle Island (now known as Green For Life, or GFL), the tonnage rate charged by the outside contractor for refuse and yard waste collection is to be reviewed annually and will increase/decrease based on a ratio involving the Consumer Price Index (CPI) and Average Diesel Fuel Prices for Windsor.

The 2015 City of Windsor budget for contracted services involving waste collection was $2,471,754 (based on 43,925 tonnes collected). The 2015 budget for yard waste collection was $393,913 (based on 7,000 tonnes collected).

As per City of Windsor staff, the estimated decrease based on the escalation factor for 2016 in the contract is approximately (0.5%).

This would result in an overall decrease in contractor costs of ($15,410); ($13,285) for Waste Collection, and ($2,125) for Yard Waste.

At this time, tonnages remain fairly consistent with prior years and as a result,there is no anticipated change in estimated tonnage levels for 2016.

167


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Public Works Administration - Public Works Operations - Admin TRANSFER to

Current Fund 76,238

Total Expenses 0 0 0 76,238

Public Works Administration - Public Works Operations - Admin


(76,238)


Net Total (76,238) 0 0 76,238

Budget Issue Detail

2016


Public Works


2016-0148



Public

[ACCEPTED] PW Operations - Increase Recovery from Sewer Surcharge RE: Liability Insurance

Recommended By Department

One-Time BSR Funding Required: $0

Liability insurance costs have risen 276% in the over the past 4 years. As the insurance is partially funded from sewer surcharge at a rate of 18.42%, Administration has calculated a required increase of $76,238 based on the 2015 set budget of $649,162.

Historical Budgets:2015 - Liability Insurance Budget = $649,1622014 - Liability Insurance Budget = $380,6452013 - Liability Insurance Budget = $346,0412012 - Liability Insurance Budget = $246,5622011 - Liability Insurance Budget = $235,239

The Sewer Surcharge recovery has been set at $43,337 over the above years.

168


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Support Services FIRE-Apparatus Depreciation (7,123)

Public Works Fleet Fleet Motor Fuels 2,627

Public Works Fleet Fleet Outside Vehicle Parts 2,124

Public Works Fleet Fleet Vehicle Licenses (3)

Total Expenses (2,375) 0 0 0Public Works

Fleet FleetRecovery Of Expenses EXTERNAL

9,048

Budget Issue Detail

2016


Public Works


2016-0241



Public

[ACCEPTED] Fleet - Revenue Adjustments



In 2015, several vehicles were added and returned to Fleet. As a result, budgeted expenses and revenues collected for these vehicles need to be adjusted. Below is a breakdown of the expense and revenue impacts by department:

2015 Returns:- Parking - $4,175 revenue decrease, $991 expense decrease- Facilities - $12,101 revenue decrease, $3,894 expense decrease

2015 Additions:- Field Services - $26,708 revenue increase, $8,268 expense increase- Parks - $14,178 revenue increase, $1,365 expense increase Total Revenue Increase = $24,610Total Expense Increase = $4,748 Net Budget Reduction = $19,862

Expense adjustments in Fleet that can be taken as a result of the vehicle additions/reductions include adjustments for licencing, fuel, and parts. Any adjustments for insurance and depreciation are handled corporately if applicable.

In addition to the revenue and expense adjustments related to additions and returns of fleet vehicles, revenue reductions are also required related to revenues for Fire, Transit Windsor, and Windsor Utilities Commission to bring budgets in line with the current 2016 projected Fleet recoveries for fuel, repairs, parts, depreciation, insurance and licensing. These revenue reductions total $1,925 for 2016.

169


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works Fleet Fleet Rental Income (24,610)


170


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Automated Fringes Recovery 1




(30,525)




(17,073)

Public Works Environmental Services ES - Supervisor 1


(8,799)

Public Works Environmental Services ES - Supervisor 4


5,503




(9,675)



(4,768)








Budget Issue Detail

2016


Public Works


2016-0266



Public

[ACCEPTED] PW Operations - Increase Recoveries from Sewer Surcharge Due to 2016 Wage Increases



Effective January 1, 2016, all City employees are entitled to a 1.2% wage increase.

Several departments within Operations recover a portion or all of their operating expenses from the Sewer Surcharge. This budget issue is being put forward to adjust the recoveries accordingly, due to the wage increase and to capture any other salary changes, such as employees receiving step increases within existing paybands.

171


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


Services ES - Supervisor 1 TRANSFER to Current Fund 8,799

Public Works Environmental Services ES - Supervisor 4 TRANSFER to











Public Works Technical Support Technical Support TRANSFER to Current Fund 4,767







Total Expenses (1) 0 9,676 55,661Net Total (65,337) 0 9,676 55,661

172


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves








86,130


On-Off Street Parking User Fees (86,130)

Total Revenues 0 0 0 0Net Total 0 0 (86,130) 0

Budget Issue Detail

2016


Public Works


2016-0294



Public

[ACCEPTED] On-Off Street Parking - Reinstate Cash-In-Lieu of Parking



On July 7, 2003, via CR410/2003, the cash-in-lieu of parking policy was repealed. This policy, which allowed businesses locating in the City to make payments to the City instead of providing the necessary parking spots to their patrons. These payments were seen as compensation to the City, who picked up part of the cost of providing parking to these patrons through City-owned parking facilities.

Cash-in-lieu was meant to build up sufficient funds in the On/Off Street Parking Reserve to expand parking or create new municipal parking spaces for these new businesses. Concerns from business owners centred on the length of time required to build sufficient funds to create new parking and that the funds were not designated to a specific area. There was a concern that businesses may be gone before the parking was created and the funds collected could be used to create parking in an alternate area locations containing competitors.

The balance in the On/Off Street Parking Reserve as at June 30, 2015 is ($1,891,205) deficit.

173


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves





Budget Issue Detail

2016


Public Works


2016-0324



Public

[ACCEPTED] On/Off Street Parking - Increase in Hourly Rates



Rates at meters, lots and garages would increase by 25 cents per hour should this issue be accepted. Meter rates would increase to $1.75 per hour (or fraction thereof), lots/Goyeau garage/Pelissier Garage would increase to $1.50 per hour (or fraction thereof) and Ferry Street Garage would increase to $1.75 per hour (or fraction thereof).

The last increase in parking rates occurred in 2014 raising rates by $0.25 per hour at meters, in lots, and in garages.

The 2014 OMBI statistics indicate the average on-street parking rate is $1.50 with a median rate of $1.50. These rates are only for municipal parking. In a number of municipalities, a great portion of off street parking supply is provided by the private sector. OMBI revenues-to-cost (R-C) ratios (Off-Street Surface Parking Only) show Windsor has a R-C of $1.81 for lots while the average is $1.66. For garages, Windsor has a R-C (Off-Street Structure Parking Only) of $0.62 while the average is $1.47.

Given the move of the university to the downtown area in 2015, the demand on parking is expected to increase. Offsetting this increase in demand will be a corresponding decrease (elasticity of demand) as parkers find alternates to municipal parking (private lots) in response to the rate increase. The projected revenue increase has been reduced by 15% to account for the expected decrease in usage.

The proposed increase continues with the philosophy of higher rates for prime on-street spaces with lower costs in off-street facilities to encourage long-term parking use.

5-year Trend Analysis (Acct 6440 - Daily Revenue - All Dept ID's):2015 - Budget $2,430,500, Actual $1,210,245, Variance $1,220,255 surplus as at July 31 (58% of year elapsed)2014 - Budget $2,100,000, Actual $2,065,906, Variance ($34,094) deficit2013 - Budget $2,100,000, Actual $1,988,438, Variance ($111,562) deficit2012 - Budget $2,325,000, Actual $2,002,340, Variance ($322,660) deficit2011 - Budget $2,440,000, Actual $2,073,776, Variance ($366,224) deficit2010 - Budget $2,490,000, Actual $1,888,610, Variance ($601,390) deficit

174


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPublic Works On-Off Street


Parking Revenue - Daily (379,125)




379,125

Total Revenues 0 0 0 0

Net Total 0 0 (379,125) 0

175


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Environmental Services - Admin User Fees (20,000)


Net Total (20,000) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0327



Public

[ACCEPTED] Environmental - Addition of Rodent Control User Fee



The well established rodent control program has always been fully funded by the tax levy. The City of Windsor is one of the few Ontario municipalities that continue to offer this service. Private contractors would typically offer the service for a fee of approximately $500.

This program could be partially offset by instituting a user pay fee. A charge of $100 per customer would help to offset the cost of the contractor, however, implementation of the fee will likely deter usage of the program. A conservative estimate of 200 customers (a 50% reduction from current usage by 400 customers per year) is assumed for the purposes of this calculation.

176


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Environmental Services - Admin User Fees (85,000)


Net Total (85,000) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0328



Public

[ACCEPTED] Environmental - Front End Loader User Fee for Condominiums



The front end loader service empties large bins from various municipal building, non-profit organizations, schools and condominiums. All but condominiums are assessed a fee of $28.00 each time their bins are emptied (this is called a lift). Condominiums have not been charged because the tax levy includes the provision of waste collection as if they were a detached home. Detached homes receive once a week collection, but many condominiums require collection more than once a week. This issue recommends that a fee of $28.00 per lift be assessed to condominiums for any lifts over the one per week allowed in the tax levy. It should be noted that some condominiums may seek service from the private sector for the additional lifts and therefore, the full anticipated revenue of $85,000 may not be realized.

177


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Environmental Services - Admin User Fees (1)

Total Revenues (1) 0 0 0

Net Total (1) 0 0 0

Budget Issue Detail

2016


Public Works


2016-0330



Public

[ACCEPTED] Environmental - Reduction of Barricade Revenues and Increase to User Fee



Environmental Services, for several years now, has charged a fee of $55 an hour for the delivery and pick up of barricades, separate from the current rental fee of $2 per day, per barricade. Revenues from this activity have averaged close to $10,000 per year. In order to more accurately reflect the actual costs of offering this service, Administration is recommending that the pick up / delivery and rental fees be increased to $60 an hour and $4 per day, per barricade. It is anticipated that these fee increases will also put projected revenues close to the budgeted revenues of $15,001.

Budget vs Actual revenues are presented below:

Year Budget Actual Variance2010 $5,000 $4,000 $1,0002011 $5,000 $2,461 ($2,539)2012 $5,000 $15,021 $10,0212013 $5,000 $10,543 $5,5432014 $5,000 $9,720 $4,7202015 (August) $15,001 $3,537 ($11,464)

178


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves










Budget Issue Detail

2016


Public Works


2016-0170



Public

[ACCEPTED] Contracts, Field Services and Maintenance - Convert Ontario One Call Secretary Position from Temporary to Permanent



Sewer locate as part of Ontario 1 Call became mandatory in June 2014 and as legislated by the Provincial Government, it is required that we provide sewer locates to requesters within the City of Windsor. Due to the unknown volume of calls and the demands for the administering and dispatch at the time, a temporary measure was put in place for these duties. Subsequently a Field Secretary was hired in a temporary capacity to assist in work overflow for this added demand. Based on the stats that have been generated, this should be a stand-alone position as it is legislated to have the locate request completed within 5 working days as well as emergency locates completed within 2 hrs, the demand of this position is very high.

A service enhancement to convert the Ontario 1 Call secretary from temporary to full time is necessary to meet the legislative requirement for our area. JUNE 23/14-DECEMBER 31/14 CLEARED BY CLERK - NO ONE DISPATCHED 2,816 DISPATCHED TO LOCATE - NO LOCATE - CLEARED 525 DISPATCHED TO LOCATE - DID LOCATE SHEET 474 TOTAL CALLS FROM ONTARIO ONE CALL 3,815 JANUARY 1/15 – AUGUST 6/15 CLEARED BY CLERK - NO ONE DISPATCHED 3,213 DISPATCHED TO LOCATE - NO LOCATE - CLEARED 540 DISPATCHED TO LOCATE - DID LOCATE SHEET 440 TOTAL CALLS FROM ONTARIO ONE CALL TO DATE 4,194

This position is 100% sewer surcharge funded. The increase required to convert this position from temporary to permanent represents the difference in wage and fringe costs that would be required.

179


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge




Salary-Temporary (40,909)




Total Expenses 16,796 0 0 9,811








(9,811)


Net Total 0 0 0 9,811

Department Division Dept ID Position Title Employee Class Profile Name FTEPublic Works Contracts, Field Services &

MaintenancePW Ops - Contracts,

Field Serv. Maint.Secretary - Field Services Regular Full-Time Local 543 1.0

1.0

180


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves













Budget Issue Detail

2016


Public Works


2016-0174



Public

[ACCEPTED] Contracts, Field Services & Maintenance - Field Services Coordinator Position


One-Time BSR Funding Required: $0

This Coordinator position would report to the Manager of Contracts, Field Services, and Maintenance in a newly formed division resulting from a reorganization of the City Engineer's portfolio approved by Council July 7, 2014. Approved in the report was the elimination of two (2) Divisions including the Manager positions for Contracts & Field Services and Maintenance replaced by the combined Division of Contracts, Field Services, and Maintenance including one (1) Manager position. Reporting to the Manager the Field Services Coordinator would be responsible to provide technical support, scope, and direction to Engineering, Parks, Facility Operations, Police, Traffic Operations, Transportation Planning, Contracts, Maintenance, and Corporate Projects in the form of technical design review, contract administration, surveys, CCTV programs, construction inspection, quality assurance/control, rain barrel and downspout disconnection, material testing and acceptance. The Coordinator would also be responsible to administer and oversee the Ontario 1 Call program, enforce Bylaw 25, manage the daily operation of the Field Services supervisory and clerical staff, approval and payment of invoices, hiring of staff, working with the union, assist with budget preparation, and daily coordination and delegation of duties to all staff in the Division.

After a full year of operating under the current structure without a Coordinator, it has become apparent that this staffing model is not sustainable. All of the above duties, in addition to his duties related to managing contracts and maintenance divisions, are currently being performed by one (1) Manager with overflow to existing Supervisors where possible, and are resulting in significant staffing and operational challenges. Field work will be significantly delayed in terms of the coordination effort that is required by this non-union position. Recognized gaps in Quality Control and CCTV Programs will continue, and support for corporate initiatives such as the expanded Asset Management capital programs in Parks, Facility Operations and Transportation Planning, will be limited. In addition, the area is faced with a significant increase in required inspections, which have been steadily rising over the past several years. The position would be fully recoverable from multiple capital programs in various Divisions throughout the corporation, as detailed above. The recovery funding will come from multiple sources in both capital and operating and is sustainable in the long-term as this position is an essential service that supports a number of on-going programs.

181


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge












(131,876)





Field Services Coordinator


1.0

182


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Fire & Rescue Fire Operations Fire Operations Clothing - Uniforms 4,200

Fire & Rescue Fire Operations Fire Operations Fringe Benefits (Dept.) 122,202

Fire & Rescue Fire Operations Fire Operations Other Pay 169,042

Fire & Rescue Fire Operations Fire Operations Overtime - Salary 186,651

Budget Issue Detail

2016


Fire & Rescue


2016-0002


A - Annualization

Public

[ACCEPTED] Annualization of Arbitration Implementation Ruling Impacts



On March 23, 2015, Windsor Fire & Rescue Services submitted to Council a report entitled "Update to City Council - Arbitration Award -remedial issues – Windsor Professional Fire Fighters Association (WPFFA) and The Corporation of the City of Windsor (Corporation) and amended Implementation Plan". The report outlined the impacts of the February 2, 2015 arbitration decision and Council approved the recommendations of the Fire Chief as follows (CR55/2015):

I. THAT City Council RECEIVE this report for information, and

II. THAT City Council RATIFY the adjustments to personnel and processes outlined in this report that were mandated by the Board of Arbitration dated February 2, 2015 which involves the addition and associated costs of adding 6 FTE to the staff complement to include 5 firefighters to allow for Incident Technicians (drivers) and the return of 1 Assistant Chief position and one acting Assistant Chief, the removal of 7 Assistant Chief positions and the addition of 8 District Chief positions, and

III. THAT the ongoing operational changes BE FUNDED from the City’s operating budget contingency in 2015 and that the CAO BE DIRECTED to build the changes into the base budget in 2016, and

IV. THAT the one time costs associated with the recruitments, the retroactive pay BE FUNDED from the Budget Stabilization Reserve.

This budget issue is brought forward in accordance with recommendation III and consists of the following budgetary changes:

1. The addition of six FTEs to the staff establishment2. Acting pay to fund existing personnel to act in an Assistant Chief capacity (not an additional FTE)3. Clothing allowance for the additional FTEs4. Overtime costs associated with the reinstatement of a statutory holiday

183


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFire & Rescue Fire Operations Fire Operations Salary-Reg.Full

Time 407,326

Total Expenses 1,011,623 0 0 0Human Resources (Corporate)





Net Total 889,421 0 0 0


Fire & Rescue Fire Operations Fire Operations Assistant Chief - Fire Rescue

Regular Full-Time WFA (7.0)

Fire & Rescue Fire Operations Fire Operations District Chief - Firefighting

Regular Full-Time WFA 8.0

Fire & Rescue Fire Operations Fire Operations Firefighter Regular Full-Time WFA- Firefighters 5.0

6.0

184


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


FIRE-Communications

Computer & SW Maint-External 436


Net Total 436 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0020


C - Contractual

Public

[ACCEPTED] Increase in Crisys Maintenance Fees



The current Crisys Computer Aided Dispatch (CAD) system was implemented in 2004 and is subject to annual fees for system maintenance. Annual maintenance agreement cost increases have been approximately 1.3% in each of the past two years. This budget request is to increase the budget by $436 to the projected 2016 cost of $30,496.

Jan 2016-Oct 2016: $29,520*1.013 *10/12*1.0176 = $25,358Nov 2016-Dec 2016: $29,520*1.013^2*2/12*1.0176 = $5,138Total = $30,496

5-year historical maintenance fees:Nov 2010-Oct 2011: $28,504Nov 2011-Oct 2012: $29,273Nov 2012-Oct 2013: $29,273Nov 2013-Oct 2014: $29,654Nov 2014-Oct 2015: $30,040

2015 budget: $30,060

185


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Support Services FIRE-Apparatus Other Municipal

Grants & Fees 33,000


Net Total 33,000 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0005



Public

[ACCEPTED] Reduction in Apparatus User Fee Revenue



Between 2009 and 2014, the Apparatus division experienced extended vacancies within the division due in large part to two retirements. Challenges were encountered in the recruiting of new technicians and it took some time to stabilize the division. These vacancies, coupled with increased maintenance needs of the WFRS fleet (which is the first priority of the division), contributed to a reduction in the level of outside work that the division could complete. During that period of time the department saw a number of customers look to other vendors to meet their apparatus repair needs. While some of the customers subsequently returned, not all have and actual revenue has consistently fallen short of budget over the past several years. Average annual revenue is $65,000 over the past five year period, and the drops to $60,000 when taken over the past three year period.

The maintenance and repair requirements of the WFRS fleet remain high and continue to place significant demands on the division. As such, an increase in the level of outside work performed over current levels is not projected at this time. The Fire Management Team recommends a decrease of $33,000 in the revenue budget to bring the budget in line with expectations.

5-year historical revenue:2011: $65,2002012: $80,2872013: $53,7102014: $64,5962015: $60,000 (projected)

2015 budget: $93,000

186


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Support Services FIRE-Prevention User Fees 3,750


Net Total 3,750 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0011



Public

[ACCEPTED] Reduction in User Fee Revenue: Pyrotechnic Event Application & Review



In the 2014 budget process, a new flat-rate user fee of $250 was approved for the application and review of plans for pyrotechnic events. At the time, it was estimated that approximately 20 applications would be received annually. Actual activity since that time has proven that estimate to be high as only 4-5 applications per year have been received. It is therefore recommended that the budget for revenue from this source be decreased by $3,750 to reflect the true level of revenue.

2015 budget: $5,000

187

Budget Issue Detail

2016


Fire & Rescue


2016-0015



Public

[ACCEPTED] Fire Rescue Division Staffing Options



As communicated to Council in the 2015 corporate variance reports, the Fire department faces significant daily staffing challenges which has put immense pressure on the departmental overtime budget. The overtime budget has historically been underfunded, and the shortfall has been exacerbated as a result of the 2013 and 2015 arbitration rulings. It is anticipated that the establishment of a Disability Management Specialist position in the Human Resources department will lead to fewer daily absences and thereby reduce overtime requirements in the department. However, until such time as the effectiveness of the tools provided to the position are known, it is anticipated that historical overtime pressures will persist.

Should Council wish to maintain the existing fire service level, the following funding options exist. The budgetary impacts identified assume net annual departmental salary gapping of $300,000 in the regular salary accounts, and take in to account the existing Fire Rescue overtime budget of $213,331 as well as the $186,651 in additional overtime funding provided by CR55/2015 (budget issue 2016-0002). In total, these offsetting funding sources will reduce the budget request for each option by approximately $700,000.

(1) Maintain the current staffing level and increase the overtime budget Annual operating budget impact: $1,000,000 One-time budget impact: $0

Based on the department's daily absence history and taking in to account the reduced staffing ratio available to cover unplanned absences, 2016 overtime costs are projected to be approximately $1.7M. The operating budget would therefore require an increase of approximately $1.0M to fund this cost.

(2) Reinstate the pre-award staffing ratio with a modest increase in the overtime budget Annual operating budget impact: $1,100,000 - $1,700,000 One-time budget impact: $77,600

The current staff ratio is insufficient to cover unplanned daily absences such as sickness, injury, interdepartmental transfers and others. Should Council wish to increase the staffing ratio to the pre-2015 level (32% of the minimum staffing level), each platoon must be increased by four FTEs, for a total of 16 additional FTEs to the staff complement. The cost of these new positions at a new recruit's average first year rate including fringe benefits would be approximately $80,000 each, or $1.28M, in 2016. This cost would increase incrementally each year in accordance with the wage rates mandated by the collective agreement. As of June 26, 2015 the average firefighter salary including fringe benefits was $116,914, which would translate in to an annual impact of $1.87M for 16 firefighter positions. An annual clothing allowance of $600 per firefighter ($9,600) would also be required upon hire. Overtime would decrease substantially however, and it is anticipated that annual overtime costs would fall to approximately $500,000. The 2016 budget impact would therefore be approximately $1.1M. One-time costs for new recruit outfitting including personal protective equipment would be $4,850 each, or $77,600.

(3) Increase each platoon by one FTE and increase overtime budget Annual operating budget impact: $900,000-$1,100,000 One-time budget impact: $24,250

There lies a balance between increasing the daily staffing level and employing existing staff on an overtime basis, from both a financial and a service delivery perspective. Currently, the Assistant Chief spends a considerable amount of time daily ensuring that minimum staffing levels are maintained, leaving less time for other important duties required of the position. This exacerbates the overtime issue as the Assistant Chief himself then requires additional overtime in order to

188


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge




Fire & Rescue Fire Operations Fire Operations Clothing - Uniforms 3,000Fire & Rescue Fire Operations Fire Operations Fringe Benefits

(Dept.) 91,559

Fire & Rescue Fire Operations Fire Operations Overtime - Salary 813,349

Fire & Rescue Fire Operations Fire Operations Salary-Reg.Full Time 305,180

Total Expenses 1,304,647 0 0 0

Fire & Rescue Fire Operations Fire Operations Permanent Gapping (300,000)





Total Revenues (391,559) 0 0 0Net Total 913,088 0 0 0

maintain his duties.

At first glance, it would seem financially advantageous to hire additional FTEs rather than pay on an overtime basis. However, unplanned absences do not occur evenly throughout the week, much less the year, and therefore overtime requirements vary from day to day. For example, as at August 31, 2015 the average daily overtime requirement was 3.15 firefighters. Some days more than 3 firefighters were required on overtime, some days less were. As a result, if the staff establishment was increased at a rate of the average of approximately 3/day, excess capacity would exist on the days where requirements were less than three.

An analysis was conducted using actual absence data from January - August 2015 and projections using adjusted 2013 and 2014 average absences for the remainder of the year. The goal of this analysis was to determine the most cost effective balance between hiring additional staff and paying existing staff on an overtime basis. The results of the analysis indicate the hiring of five additional firefighters (one per platoon plus one to cover their statutory and contractual absences) would come at a total cost of approximately $1.6M in the first year ($400k salary costs plus $1.2M overtime) and increase to $1.8M as the new recruits progress through the salary schedule. An annual clothing allowance of $600 per firefighter ($3,000) would also be required upon hire. The net annual operating budget impact in 2016 would therefore be approximately $900,000, and an additional $24,250 ($4,850 x 5) would be required for the initial outfitting of the new positions.

Recommendation:The Fire Management Team recommends Option 3 - the addition of five firefighters to the staff complement. This alternative will help alleviate some of the daily scheduling pressures in the department at a cost comparable to the current year. Although slightly more costly than Option 1, the hiring of additional FTEs will give the department greater flexibility to support other divisions within the organization as required as well as allow for greater training opportunities within the division.

2015 overtime budget: $213,331

Should this recommendation be accepted, one time funding from the Budget Stabilization Reserve of approximately $24,250 will be required to outfit the five new positions.

Note that the funding requirements put forward in this issue are contingent upon acceptance of budget issue 2016-0002 as presented.

189


Fire & Rescue Fire Operations Fire Operations Firefighter Regular Full-Time WFA- Firefighters 5.05.0

190


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Support Services FIRE-Prevention User Fees (8,750)


Net Total (8,750) 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0012



Public

[ACCEPTED] New User Fee: Site Plan Control Review



Several City departments play a role in the site plan control review process for newly proposed buildings and developments. A fee to reflect the cost of most of these services is built in to the user fee structure, which also includes a fee payable to the Essex Regional Conservation Authority (ERCA) for their contribution. These fees are in addition to a base fee related to the size of the proposed project, and consist of:

$471: Planning fee for landscape & lighting review$200: Building inspection fee$750: Legal fee for agreement preparation$200: ERCA fee$35: GIS fee$1,656: Total

The fire department also plays an important role in the site plan review process as it provides comment on fire department access, water supplies for firefighting operations, fire routes and fire department connections on newly proposed buildings and developments. The costs associated with providing this service is not included in the fee structure, however. It is proposed that a flat fee of $250 (average two hours/review x approved Fire Prevention hourly rate of $125) be approved in order to recover this cost. At an estimated annual volume of 35 occurrences, this fee will generate an additional $8,750 in revenue to the Fire department.

2015 budget: $0

191


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Support Services FIRE-Training User Fees (3,750)


Net Total (3,750) 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0197



Public

[ACCEPTED] New User Fee: Fire Extinguisher Training



As an identified expert in the field, Windsor Rescue & Fire Services (WFRS) is frequently requested to provide fire extinguisher training to local public groups, businesses and industry. There are local businesses which do provide this service but WFRS has no input into or controls over what information is provided or how the training is delivered. The consequence of poor fire extinguisher is larger fires, greater fire loss and more injuries. In addition, this reflects back negatively onto city statistics with the Office of Fire Marshal and Emergency Management.

WFRS proposes to offer comprehensive fire extinguisher training to the public. This will reduce the risk the public receiving improper training and the ill-effects of such, as well as increase the utilization of the currently underutilized clean burning propane-fed fire extinguisher trainer simulator owned by the department. A flat fee of $375 is recommended and is comparable to market rates. This fee will be sufficient to cover the anticipated internal costs associated with providing the training. Actual take-up of this service is difficult to predict, but a volume of ten occurrences is estimated for the first year of the program. A revenue budget of $3,750 is therefore recommended at this time.

2015 budget: $0

192


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Support Services FIRE-Training User Fees (1,000)


Net Total (1,000) 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0198



Public

[ACCEPTED] New User Fee: Building Manager Fire Safety Training



As a result of a 1995 Coroner’s Inquest into a high rise fire in North York that resulted in six resident deaths, fire departments, through the Office of the Fire Marshal alnd Emergency Management (OFMEM), were tasked with developing a training course with a large component of fire safety planning for building supervisory staff. Windsor Fire & Rescue Services (WFRS) has not yet fulfilled this mandate. WFRS responded to 407 calls in 2013 and 461 calls in 2014 to apartment buildings for fire related events (non-medical) that would be impacted by this training.

In adherence to the OFMEM recommendation and in the interests of public safety, WFRS proposes to offer a fire safety training course for building managers at a fee of $40 per registrant to cover the cost of instructor time and course materials. It is anticipated that the course would be offered three times per year with open-ended registration. It is difficult to predict take up on this offering but a conservative estimate of 25 registrations in the first year of operation can be made. At this level, additional revenue of $1,000 will accrue to the department.

2015 budget: $0

193

Budget Issue Detail

2016


Fire & Rescue


2016-0019



Public

[ACCEPTED] Transition to Second Set of Bunker Gear



The 2008 edition of NFPA 1851 requires that fire departments remove from service any bunker gear that has a manufacture date more than 10 years old, and further that all bunker gear must be inspected annually by a certified service provider. Any gear that fails inspection and which cannot be repaired cost-effectively must be retired regardless of age. Typically, Windsor Fire & Rescue Services must replace bunker gear at the 7 year mark.

The number of occupational cancer claims is rising each year as more and more cancers are added to the presumptive legislation list. The best opportunity to reduce the number of future cancer claims is to eliminate the exposure. An increasing number of studies have been completed on the level of cancer amongst firefighters, and all recommendations indicate that limiting the exposure to contaminated bunker gear is one of the best ways to prevent cancer amongst firefighters.

In order to limit this exposure, the department requests a budget increase of $70,000 to fund the purchase of a second set of bunker gear for all firefighters. This amount represents that which is required to sustain replacements on a five-year schedule over a 10 year period, with annual variances transferred to/from established reserve account 1774 (Replacement of PPE). This second (reserve) set would be used when the integrity of the firefighter’s first (primary) set is temporarily compromised, and would become the primary set once the first set reached the end of its useful life.

Bunker gear is constructed in three layers, a thermal liner, a moisture barrier and an outer shell. The outer shell is outside of the garment and is typically made of a PBI, Kevlar and Nomex fabric blend which provides flame protection and protection from sharp objects.

Moisture barriers are typically the second layer in bunker gear. They consist of a film or coating applied to a substrate. The film or coating is either semi-permeable (breathable) or impermeable (non breathable).The moisture barrier is the second line of defence in the firefighter garment. It provides some burn protection because of the insulation value of the substrate as well as the ability of the film/coating to reduce the passage of hot gases or liquids. However, its principal function is to increase firefighter comfort and protection by preventing fire ground liquids from reaching the skin of the firefighter.

The thermal liner is the most critical component in turnout gear because it has the biggest impact on thermal protection and heat stress reduction. Together with the moisture barrier, the two layers account for up to 75 percent of the thermal protective performance of a turnout garment. Thermal liners trap air in or between layers of nonwoven material that is quilted to a face cloth material. More so than the other layers, the material makeup of the thermal liner is critical to the comfort and safety of firefighters.

The thermal protection that bunker gear provides is reduced significantly when the gear becomes wet. The air trapped between the layers creates an insulation factor that eliminates heat transfer to the wearers. An example of this concept is if you were to grab a hot handle of a pot or pan with a towel. The air trapped in the material of the towel prevents the heat from transferring to your hand, but if you grab the handle with a wet towel you will get burned because the air space is absent and the heat transfers through the wet material to your hand. Because of the heat transfer that occurs through wet material a firefighter cannot wash his/her gear mid shift because it takes too long to dry. The firefighter therefore has to wear dirty gear until his/her shift is complete and then wash it between shifts. This means the firefighter is wearing gear that is contaminated with the products of combustion that were present at the previous call. Science has proven that the majority of these products of combustion are carcinogenic and can be absorbed into the body through the skin, as well as inhaled or ingested.

Currently the department is limited in its ability to manage this risk through a very limited supply of extra gear on hand to outfit firefighters whose gear gets soaked fighting a fire or is damaged on a call. In extreme cases where multiple personnel require gear from a single call the department has rented gear. This solution is very

194


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesFire & Rescue

Fire Operations Fire OperationsMachinery & Equipment -Non TCA

70,000


costly and takes hours to accomplish as the provider of the rental gear is not local.

Under the proposed plan a firefighter would get a new set every 5 years. The old set would remain assigned to the firefighter and whenever the primary set needed cleaning the second set would be used in the interim. The service life of the second set of gear would likely extend to its full 10 year expectancy as it would see reduce usage in the last five years. This would eliminate the need for any firefighter to wear contaminated gear thus reducing greatly their exposure to carcinogens.

Currently there are 22 allowed or pending occupational disease claims outstanding, and an increasing number of new claims is anticipated as the number of qualifying diseases under Bill 221 legislation continues to increase. The best opportunity to reduce the number of future cancer claims is to eliminate the exposure.

Should authorization to proceed with the supply of a second set of bunker gear not be approved, a budget increase of $40,000 is requested in order to fund bunker gear replacements and other personal protective equipment under the current protocol. This amount represents that which is required to sustain replacements over a 10 year period, with annual variances transferred to/from established reserve account 1774 (Replacement of PPE). The reserve currently has a $0 balance.

5-year historical costs (all PPE):2011: $78,8832012: $117,0902013: $115,0162014: $121,4552015: $135,000 (projected)

2015 budget: $115,000

195


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Fire & Rescue Fire Operations Fire Operations TRANSFER to Reserve Account 100,000


Net Total 100,000 0 0 0

Budget Issue Detail

2016


Fire & Rescue


2016-0036



Public

[ACCEPTED] Establishment of Self-Contained Breathing Apparatus (SCBA) Reserve



Firefighter safety is an essential component to maintaining an effective Fire and Rescue Service. The SCBA unit provides the firefighter the ability to breathe, work and communicate in a potentially toxic atmosphere that would otherwise be dangerous to health and safety. Emergencies such as structure fires, vehicle fires and hazardous material release all contain elements of smoke, fire and chemical compounds. The SCBA unit protects the firefighter in these environments while performing rescue and hazard mitigation activities.

SCBA equipment typically requires replacement every 10-15 years, and comes at a significant cost. To ensure that adequate funding is available when the next replacement is due (2026-2030), Fire Management requests that a dedicated reserve account be established and that an annual transfer of $100,000 from the Fire operating budget be approved to fund the future replacement of the department's SCBA equipment.

2015 budget: $0

196


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Prov Offences Admin

Administrative Services (80,888)


Prov Offences Admin Litigation Costs 168,236


Budget Issue Detail

2016


Legal


2016-0285


B - Legislated

Public

[ACCEPTED] Increase in Adjudication Services Rate for Provincial Offences



On August 13, 2015, the Ministry of the Attorney General sent a bulletin to all municipal POA offices outlining their plan to increase POA cost recovery rates for adjudication services (i.e., justices of the peace) and the monitoring and enforcing of the POA transfer agreements, effective January 1, 2016. An excerpt from the bulletin is outlined below:

“While justice of the peace resources and their cost have increased dramatically over the past ten years, the adjudication cost recovery rate has not been updated since 2004. Similarly, the cost recovery rate for monitoring the transfer agreements has remained constant at 50 per cent of the ministry’s costs since 2002. This means that the province has been subsidizing the municipal delivery of local court services for many years.” Therefore, based on this correspondence, the adjudication costs are going to increase by 50% (from $200 to $300 per hour) and the monitoring and enforcement costs are expected to increase by 100%. Looking at a three year average, administration is projecting the following increase:

Adjudication: $145,362Monitoring & Enforcement: $22,874Total: $168,236

5 year historical costs (gross):2011: $315,1782012: $311,0922013: $284,6702014: $276,4102015 : $270,000 (projected)

Based on the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula for 2015, the City portion of the additional costs will be approximately 51.92%, or $87,348.

197

In-Camera Issue


198


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Finance (Corporate) General Expense Accounts Contingency Building Insurance 59,395

Finance (Corporate) General Expense Accounts Contingency Insurance

Premiums 666,855

Finance (Corporate) General Expense Accounts Contingency Liability Insurance 497,688

Finance (Corporate) General Expense Accounts Contingency Vehicle Insurance 191,414

Budget Issue Detail

2016


Legal


2016-0003


E - Inflationary

Public

[ACCEPTED] Annual Inflationary Insurance Premium Increase



OMEX attributes most recent premium increases to claims experience along with the recommendations of their actuary and reinsurers. Historically, OMEX was pricing to stay competitive in the insurance market, by pricing below cost. As a result, it has had to issue retro-assessments when premiums collected in a given year later turned out to be less than what was required to pay out on claims. Realizing that both the threat and reality of issuing a retro-assessment is not well received by member municipalities, OMEX changed their funding model by pricing for sustainability, rather than to market. 2016 rates are currently unknown and are difficult to predict at this stage. However, given that the funding model has been adjusted, it is unlikely that insurance premiums will increase by the same magnitude as they have in recent past. Projections included in this issue are based on a 20% increase over actual 2015 premium rates for property, vehicle, transit, and general liability insurance. The funding required for the projected insurance premium increase is approximately $675,489, to be funded as follows:

Municipal levy: $617,449Off Street Parking Reserve: $2,121Sewer Surcharge Reserve: $149,259

Insurance premiums history (actuals including OMEX retro-assessments relating to 2011 & 2012): 2011: $2,015,637 2012: $2,086,010 2013: $2,387,764 2014: $2,918,8032015: $3,675,000 (projected)

2015 budget: $ 3,652,599

As communicated to Council in the 2014 Risk Management information report dated May 5, 2015 (LL #17685), a new insurance RFP will be issued in 2016 for the provision of insurance services beginning in January 2017. It cannot be known with certainty what effect the RFP will have on premiums in 2017 and beyond, however the process is a reliable way to obtain competitive pricing. A report will be brought forward to Council in 2016 with the results of the RFP.

199


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


Accounts




Contingency (Sewer Surcharge)


Total Expenses 1,415,352 0 2,121 149,259

Finance (Corporate) General Expense Accounts Contingency


(705,286)

Finance (Corporate) General Expense Accounts Contingency


(92,617)


Net Total 617,449 0 2,121 149,259

200


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Legal Legal, Real Estate & Risk Mgmt

Real Estate Services


110,000


Net Total 110,000 0 0 0

Budget Issue Detail

2016


Legal


2016-0007



Public

[ACCEPTED] Reduction in Recovery for Real Estate Services from Capital Projects



In 2015, budget issue 2015-0022 was brought forward to establish a budget for the recovery of a portion of the salaries of the Manager of Real Estate Services and the Coordinator of Real Estate Services positions from capital projects in accordance with the Council-approved Tangible Capital Asset (TCA) Policy. At the time, it was estimated that 75% of hours worked were on issues relating to identifiable capital projects. In a recent review of existing and upcoming capital projects, it was noted that far fewer are anticipated to involve new land aquisitions or dispositions and therefore will require fewer real estate services. It is estimated that less than 25% of the employees time in 2016 will be dedicated to work related to capital projects, and that a revenue reduction of $110,000 will be required. The 2016 budget will then be set at $50,000, which represents the salary and fringes costs associated with the number of hours worked on identifiable capital projects for the two positions at their 2016 budgeted pay levels.

2015 budget: $160,000

201

Budget Issue Detail

2016


Legal


2016-0010



Public

[ACCEPTED] Reduction in Claims Budget



Although NOT RECOMMEDED, the Legal Department is putting forward a reduction in the corporate claims budget of $300,000 in order to meet the 10% budget reduction mandate. Note that although this will lower the operating budget in 2016, the resulting annual deficits will result in the more rapid depletion of the Self Insurance Reserve Fund, and an alternate funding source will then need to be identified to fund these escalating costs.

In January 2011, Council approved that the City engage Sigma Risk Management Inc. to conduct an actuarial review in order to properly determine how to budget current and expected losses to sustain the department’s claims and insurance model. As part of the review, statistical methods were applied in order to estimate the City’s current loss deficit, as well as the amount of annual funding required on a going-forward basis to prevent falling into further deficit. The finding was that the City has been underfunding in its claims budget. According to the actuarial review, the City had a current actuarial claims deficit of approximately $6.7 million, and would require $3.66 million annually in order to meet annual claims demand.

The results of this comprehensive review were incorporated into the 2012 budget submissions, and Council approved an increase to the Risk Management claims budget in the amount of $1.75 million, in order to assist in funding claims as they become due. This additional funding resulted in a total claims budget of $3.35 million. While this funding assisted in meeting claims demands and from falling into further deficit, it has been and remains short of the projected annual funding necessary. Due to budgetary constraints, the $6.7 million actuarial claims deficit was not funded, and remains outstanding. It was determined that the actuarial claims deficit would slowly be funded through any annual surplus in the claims budget.

During the 2013 budget process, the Legal Department put forward a reduction in the claims budget as, much like now, it saw no other means of meeting the 10% budget reduction mandate. Council accepted the reduction and the claims budget was reduced from approximately $3.35M to $2.66M. As a result, claims surpluses have been reduced by an equal amount and therefore relying on them to fund the actuarial deficit is optimistic at best.

Claims costs arise from external sources. Unlike reducing service levels or trying to do more with less, claims costs are imposed regardless of Risk Management’s attempt to decrease spending, and often increase as a result of corporate budget cuts as a whole. Claim costs are not something over which Risk Management has direct control. Reducing the claims budget will result in running out of budgeted money to pay the City’s claims as they become due, and ultimately the money to pay the claims will need to be made available nonetheless. When a settlement or judgment becomes due, there is no viable option but to pay for it.

While it is the only possible source of reduction, Administration does NOT RECOMMEND that the claims budget be reduced as the funds will still eventually need to be garnered from another source. The Self-Insurance Reserve Fund had a balance of $4.19M as at September 25, 2015. Although it is anticipated that the City’s claims costs will continue to rise through the coming years, it is impossible to predict with certainty the number or severity of claims that may be made against the City, much less predict the magnitude or timing of any eventual settlements. To provide some context, note that the current budget of $2.66M can sustain the Self-Insurance Reserve Fund until 2024 assuming average annual cost increases do not exceed 9%. However, should the City’s claims budget be further reduced as proposed in this submission, the fund would be depleted by 2021 under the same assumptions. Once the Self-Insurance Reserve Fund is depleted, any variance in the claims budget would then require an alternate funding source.

202


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesLegal Legal, Real Estate

& Risk Mgmt Risk & Insurance Claim Costs and Subrogation (300,000)


A$300,000 reduction would adjust the 2016 budget to the five-year average claim cost of approximately $2.36M. In the interests of prudent financial planning however, this reduction is strongly NOT RECOMMENDED by the department.

Claims costs (actuals):2010: $1,486,0472011: $2,236,5222012: $2,178,9862013: $2,875,5892014: $2,139,9042015: $2,300,000 (projected)

2015 budget: $2,662,000

203

Budget Issue Detail

2016


Legal


2016-0039



Public

[ACCEPTED] Reduction in Provincial Offences Collection Charges



The Provincial Offences division makes every effort to collect outstanding fines in default. The municipality’s methods of fine collection and enforcement include:

• Written notices to defendants;• The suspension of driver’s licences;• Sending outstanding fines to 3rd party collection agencies;• The filing of judgments against defendants in Small Claims Court;

One of the most effective ways of collecting outstanding fines is filing a judgement (also known as a certificate of default) against the offender. A certificate of default (CD) is the first step that gives our division further authority to pursue specific actions against the offender including the garnishment of wages, writs of seizure and sale against property and the garnishment of bank accounts (in rare situations). There is a cost to process each one of these transactions and they are expensed to the Collection Charges account (#4560).

Historically, the process included issuing a CD against all offenders with outstanding fines, no matter the amount or infraction type. Although there are merits to such a procedure, it has been determined that the costs outweigh the benefits and therefore a new process has been developed with specific conditions that must be met before issuing a CD. As a result of this change, the collection charges have significantly reduced over the past year and therefore it is recommended that the budget be decreased by $50,000 to reflect the current trend. For those fines that do not meet our prescribed conditions, our regular collection efforts continue to prevail, which includes aggressively using our 3rd party collection agencies and suspending driver’s licences.

The bulk of this budget includes fees paid to third party collection agencies. By the end of the year, the POA office will be utilizing the services of up to four 3rd party collection agencies (the office currently uses one). Depending on the collection agency’s percentage rates and their collection efforts, this budget could be impacted next year and will need to be re-evaluated. However there would be a corresponding increase in revenue to offset any increases as these collection fees are paid entirely by the offender (as per the Municipal Act).

A five year budget vs. actual historical summary has been included below:2011: $168,1112012: $167,3462013: $155,6892014: $76,9632015: $125,000 (projected)

2015 budget: $175,000

Based on the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula for 2015, the City portion of the savings will be approximately 51.92%, or $25,960.

204


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesLegal Provincial

OffencesProv Offences Admin

Administrative Services 24,040


Prov Offences Admin Collection Charges (50,000)


Net Total (25,960) 0 0 0

205


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Legal Legal, Real Estate & Risk Mgmt Admin-Legal


(916)


Net Total (916) 0 0 0

Budget Issue Detail

2016


Legal


2016-0006



Public

[ACCEPTED] Ontario Works Recovery for Senior Legal Counsel



Each year, one half of the salary and fringe costs of one Senior Legal Counsel are recovered from the Province. Due to the contractual salary increase of 1.2% in 2016, the recovery will increase by $916 to $77,250.

Salary & fringes: $154,500Recovery @ 50% = $77,250

2015 budget: $76,334

206


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Legal Legal, Real Estate & Risk Mgmt Admin-Legal Document

Registration 1,235


Legal Legal, Real Estate & Risk Mgmt Admin-Legal User Fees (5,525)


Net Total (4,290) 0 0 0

Budget Issue Detail

2016


Legal


2016-0038



Public

[ACCEPTED] New User Fee: Real Estate Transaction Levy



In the 2013 budget process, Council approved the provision of legal services by the Legal Department to EnWin. Additional insurance is required when representing an external party, and this annual premium and associated levies are built in to the current operating budget. The associated levies consist of $65 for each deed registered and $50 for each claim served or each statement of defence filed. These are mandatory payments that must be reported and paid on a quarterly basis. Failure to do so will result in a suspension by the Law Society.

The Legal Department recommends the establishment of a new user fee to recoup the real estate transaction fees levied. Based on an estimated 85 deed registrations per year, approximately $5,525 in revenue will be generated to offset the cost of this levy.

It should be noted that the current expense budget for these levies is based on an activity level of 66 registrations. In order to adjust the budget to the current estimated activity level projection of 85 registrations, an increase in this budget of $1,235 (19 x $65) will be required and will reduce the overall budgetary savings to $4,290.

2015 revenue budget: $0

2015 expense budget: $4,290

207


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Legal Legal, Real Estate & Risk Mgmt Risk & Insurance


(1,197)


Net Total (1,197) 0 0 0

Budget Issue Detail

2016


Legal


2016-0042



Public

[ACCEPTED] Subrogation Recovery for Claims Administrator



The cost of the Claims Administrator-Subrogation position is recovered fully from the proceeds of subrogation claims, with the remaining funds being distributed to the underlying departments on a pro-rata basis. Due to the contractual salary increase of 1.2% in 2016, the recovery will increase by $1,197 to $100,915.

2015 budget: $99,718

208


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Planning & Building Building Site Development TRANSFER to Current Fund 126,679

Total Expenses 0 126,679 0 0

Planning & Building Building Site Development TRANSFER From Reserve Funds (126,679)


Net Total (126,679) 126,679 0 0

Budget Issue Detail

2016


Planning & Building


2016-0297



Public

[ACCEPTED] Portion of Planning Staff Time To be Funded From Permit Fees (Tax Levy Reduction)



In following City Council decision M252-2011 that Departmental costs be properly apportioned to and funded from the appropriate funding source (Tax Levy vs. Permits or Building Permit Fee Reserve), this budget issue addresses Planning staff time in terms of support to the delivery of Ontario Building Code enforcement. Through work place surveys and analysis it was found that a consistent portion of some Planning employees' work time is directly related to the enforcement of the Ontario Building Code in our municipality. Ontario Building Code Legislation specifies that such costs are eligible to be funded from permit revenues. The Planning staff time included in this budget issue is a portion of the wage related costs of the City Planner as well as several of the Development Area staff. It is also determined to be time not already being recovered by any existing fees for work being done by the staff. The total assessed amount is $126,679 and by appropriately funding it though permit revenues, equates to an equal reduction to the tax levy.

Current status of the Building Permit Fee Reserve:

The life to date current balance in the Reserve is ($10,269,000) deficit. The budgeted draw on the Reserve for 2015 is $412,844. The actual draw on Reserve in any given year depends upon the level of permit fee revenue collected during that year to cover operating expenses. Favourable revenue results will usually lower the amount of the actual draw required.

209


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Planning & Building Development Development Applications Legal Services (4,000)


Net Total (4,000) 0 0 0

Budget Issue Detail

2016


Planning & Building


2016-0309



Public

[ACCEPTED] Miscellaneous Line Reduction



Legal Services (reduce by $4,000)

This line item in the Planning and Building budget is typically used to record deed registration costs mostly associated with street and alley type work. A history of expenditure in this account is provided below. Activity in the account does vary year over year. A reduction to this budget line item would pose the risk of the Department not being able to cover expenses in the event that costs were to exceed budget in any given year, thereby causing a negative operating variance.

Actuals2015 Budget 2015 (July 31) 2014 2013 2012 2011$15,000 $3,838 $13,507 $10,948 $7,864 $9,331

210


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Total Expenses 0 (2,800) 0 0

Planning & Building Building Site Development Licenses & Permits (2,800)Planning & Building Building Site Development TRANSFER From

Reserve Funds 2,800

Total Revenues 0 0 0 0Net Total 0 (2,800) 0 0

Budget Issue Detail

2016


Planning & Building


2016-0286



Public

[ACCEPTED] Project Plans/Drawings Resubmission Fee



Currently there is no assessed fee to address the time and resources expended by Building staff regarding customer resubmissions of plans after a permit has already been issued. A resubmission would constitute any deviation from the already approved plan. Resubmission requires a revisit to the project plans by staff and can often take considerable time. This proposed flat fee helps to offset the associated costs of dealing with resubmissions. The proposed fee is $200 per occurrence and based on typical staff time expended historically regarding resubmissions. Again, the fee applies in situations where the permit has already been issued.

211


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Planning & Building Building Building - Inspections User Fees (1,428)

Planning & Building Development Committee Of Adjustment User Fees (15,392)

Planning & Building Development Development Applications User Fees (48,574)


Net Total (65,394) 0 0 0

Budget Issue Detail

2016


Planning & Building


2016-0289



Public

[ACCEPTED] Inflationary Increase To Existing Planning Application Fees And Property Standards Fees



This fee schedule adjustment merely reflects the Corporate negotiated 1% staff wage increase in year 2015 and the 1.2% staff wage increase in 2016 as well as the change in fringe benefits component of some fees which were set years ago when fringe benefits were allocated at 20% of wages paid. Today fringe benefits are allocated at 30% of wages paid for full time staff. In summary, this budget issue serves to align fee charges with current actual costs. The resulting revenue increase of this fee schedule adjustment is $65,394 (100% tax levy related).

212


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Planning & Building Development Development Applications User Fees (3,052)


Net Total (3,052) 0 0 0

Budget Issue Detail

2016


Planning & Building


2016-0290



Public

[ACCEPTED] Proposed Subdivision and Condominium Final Approval Registration Fee



Considerable cost is associated with the ultimate delivery of Final Plans to the Ontario Land Registry. This includes preparation of documents, obtaining internal approvals including that of the City Clerk and the Mayor and then physical delivery to the Registry Office and appropriate parties. The aforementioned activities are not already recovered by any existing fees but are a direct benefit to the proponent. The proposed fee is $436 per approved package and is computed based on the average cumulative time of all City personell involved in the process. The number of occurrences in a given year varies but a historical average annual count is about seven per year.

213

Budget Issue Detail

2016


Planning & Building


2016-0307



Public

[ACCEPTED] Proposed Increase To Building Permit Fees (Legislated Permits Budget)



Rationale for the proposed permit fees increases:

1) While the Building Department (now merged with the Planning Department as Planning and Building) has made great strides in reducing operating costs, implementing fees and adopting efficiency improvement measures in recent years, there still remains some budgeted draw on Reserve in the current operating budget in order to cover expenses.2) The current budgeted annual draw on Reserve is $412,844.3) Administration sees no further room for reductions as the Department is struggling with the current level of resources to cope with existing work loads and customer traffic.4) Other Ontario municipalities have been periodically or regularly increasing their permit fees for often the same reasons as stated above.5) Ontario Building Code Legislation prescribes that Building Permit fees be set to cover actual municipal direct and indirect costs associated with Building Code Enforcement.6) The proposed fee increases will put Windsor fees as average or higher in comparison to similar population municipalities. Administration has refrained from any proposals that would put Windsor as being the highest. It should also be noted that historically, The City of Windsor Building Department has emphasized high customer service standards which has been well received by its customers and the community. The low number of complaints levelled against the City in comparison to other Ontario municipalities speaks to the benefits of our customer service strategy. 7) On numerous occasions, builders have expressed the importance of timely processing of their permit applications and have said they would even pay a higher fee if it enabled more accelerated service.8) Acceptance of this budget item of increased permit fees would also serve as a good prerequisite to budget issue #2016-0310 for Service Enhancement. The estimated increased revenue would be adequate enough to pay for most of the service enhancement being proposed.

Table A - 2015 Building Permit Fee Comparison With Other Municipalities, shows how Windsor permit fees compare with other researched municipalities. Table A also shows the proposed fee levels being presented in this budget issue.

Summary of proposed fee increases for 2016:

Key assumption: That 2014 and 2015 permit volume trends do not deviate significantly for foreseeable future. 1) Increase the minimum permit fee amount to $200 (currently $150) - Total estimated revenue impact: $40,0002) Increase residential permit fee for dwelling units by 3.45% - Total estimated revenue impact: $37,8183) Increase commercial permit fees by 28.5% - Total estimated revenue impact: $269,7614) Increase industrial permit fees by 11% - Total estimated revenue impact: $17,820

Total estimated permit revenue increase under the above proposals is $365,399. Reduce the amount by $17,400 (GIS surcharge included in the fee prices) which is the portion that will be remitted to the Public Works Geomatics Division for maintenance cost of the GIS system used by the Building Division staff. The result will be a net $347,999 revenue increase in the Building Division. Public Works Geomatics will see the $17,400 as a revenue increase within their area.

214


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge


Geomatics Geomatics GIS User Fees (17,400)

Planning & Building Building Site Development Licenses & Permits (347,999)Planning & Building Building Site Development TRANSFER From

Reserve Funds 347,999



Total Expenses 0 (347,999) 0 0

Net Total (17,400) (347,999) 0 0

215

Table A - 2015 Building Permit Fee Comparison With Other Municipalities 2015 rates

(Support to 2016 budget issue #2016-0307: Proposed increase to building permit fees)

City Population City

Minimum

Permit Fee City

Residential

Single

Family

Dwelling

Permit Fee

($/Sq Ft) City

Commercial

($/Sq Ft) City

Industrial

($/Sq Ft)

Richmond Hill 195,000 Richmond Hill

$110

Residential,

$280 Other Toronto $1.53 Richmond Hill $2.79 Richmond Hill $1.28

Hamilton 540,000 Hamilton $220 Oakville $1.46 Oakville $2.77 Toronto $1.11

Toronto 2,700,000 Burlington $206 Windsor $1.45 Toronto $2.54 Oshawa $1.07

Oshawa 152,000 Oakville $200 Richmond Hill $1.31 Oshawa $2.53 Oakville $0.99

Windsor 211,000 Toronto $190 Hamilton $1.29 Kitchener $2.05 Windsor $0.90

Oakville 188,000 Windsor $150 Burlington $1.27 Burlington $1.91 Hamilton $0.84

Burlington 187,500 Oshawa $122 Kitchener $1.25 Windsor $1.75 Kitchener $0.82

Kitchener 234,000 Kitchener $112 Oshawa $1.11 Hamilton $1.41 Burlington $0.77

London 377,000 London $110 London $0.82 London $1.36 London $0.65

Windsor proposed rate for 2016: $200 $1.50 $2.25 $1.00

(+3.45%) (+28.5%) (+11%)

216

Budget Issue Detail

2016


Planning & Building


2016-0310



Public

[ACCEPTED] Increases to Building Division Staff Complement



The Department is requesting the additions of: 1 Plan Examiner, 2 Customer Service Representatives and 1 Building Inspector. Note: All positions would be primarily funded from permit related revenues with only a small portion being funded from the tax levy.

General Background Leading to These Budget Requests

The City of Windsor Building Division has experienced a gradual increase in permit activity since the recession of 2008 and is anticipating a continued rise in demand for services until at least 2017 where activity is expected to level off. The direction thereafter will depend on the prevailing state of the local economy. This increase has caused significant issues in terms of being able to keep up with demand for permit reviews and inspections. The uptake in the economy and corresponding impact on the Department workload also comes on the tail end of the Department’s downsizing of the past few years. Staffing needs were assessed based on 2010 level of permit activity with no certainty if or when the local economy was going to change significantly. With the recent favourable improvement in the local economy and increased customer traffic, the Building Division is finding itself failing to meet Ontario Building Code (OBC) mandated time lines for issuing “new construction” permits , with an average of 33 days to issue a residential permit (vs. maximum of 10 days according to OBC). Industrial permits are exceeding OBC timelines by an average of 23 days (vs. 15 days OBC standard) and commercial permits are exceeding OBC timelines an average of 49 days (vs. 30 days OBC standard). The fact that City development charges increased in the spring was not a huge factor for the spike in permit activity. Permit activity was up late in 2014 and continues to be higher as 2015 progresses. It is the sheer volume of new applications being submitted that challenges staff in meeting prescribed permit issuing time lines. Failing to maintain or remain close to OBC mandated timelines causes fundamental issues throughout the construction industry. Some contractors will simply start work without permits, causing enforcement issues and requiring that we file charges with the Courts against these builders. Other Builders, that abide by the OBC rules and wait for a permit, bear the economic impacts or having to pay additional costs for failing to meet closing dates, including Tarion Warranty penalties that can range in the tens of thousands of dollars for larger builders with multiple projects. Failure to meet OBC timelines also puts the Municipality at risk for litigation by builders and to potential inquiry by the Minister of Municipal Affairs and Housing. The Building Division has identified that additional staff are needed to be able to better meet the OBC requirements and to provide a basic level of customer service. Specifically, demand for permits has been projected out through 2017 and the data used to calculate the number of staff needed to meet current and projected demands by using a demand to staff ratio. Two attached documents accompany this budget request issue as support and for discussion. They are: an “Analysis of Plans Review Workload” and an “Analysis of Inspections Workload”.

Administration also wishes to remind the readers that for 2011, a report (Building Permit Fee Reserve Deficit Reduction Action Plan) was prepared for City Council in an attempt to meet budget constraints and to reduce the annual draw on Reserve in order to operate the Building Department. The year 2010 data in the above noted “Analysis” documents was assumed to be the trend for the foreseeable future subject to any significant changes in the economy. Year 2010 appeared to be most balanced and OBC timelines were either met or marginally exceeded. As explained in the report, Administration of the day, with City Council endorsement, proceeded with a partial Departmental downsizing accomplished through staff retirements in the ensuing years.

Growth Forecast

The Planning Division confirms that there is still significant land availability for development within our municipality including infilling of existing neighbourhoods for decades to come. A continuation of the current pace of development and level of enforcement of the existing roster of bylaws, and assuming no change in the volume of complaints received (call centre generated), leaves Administration believing that the resource strain will not subside for the foreseeable future in the absence of any form of adjustments or changes. The Canada Mortgage and Housing Corporation in its Windsor Market Outlook suggests that housing starts will continue to trend

217

higher and only moderate slightly for the foreseeable future.

Current status of the Building Permit Fee Reserve:

The life to date current balance in the Reserve is ($10,269,000) deficit. The budgeted draw on the Reserve for 2015 is $412,844. The actual draw on Reserve in any given year depends upon the level of permit fee revenue collected during that year to cover operating expenses as well as the magnitude of actual operating expenses incurred. Favourable revenue results will usually lower the amount of the actual draw required. Based on the favourable permit revenue pattern year to date in 2015, Administration is projecting for 2015 that the draw on Reserve will be significantly less than the budgeted $412,844 amount.

Summary

It is in consideration of the collective information presented in this budget issue that Administration is tabling the request to add additional staff as an option to addressing the challenges currently facing the Department.

A) The Request for 1 Building Inspector (Local 543 union)

Currently there are thirteen Building Inspectors employed within the Department. They do inspection type work for both permits and property standards. In the appendix titled “Analysis of Inspections Workload”, total completed inspections completed by the Division for year 2015 are about 18.5% higher than the 26,192 inspections recorded for year 2010. As part of the 2011 Building Permit Fee Reserve Deficit Reduction Plan, and budget constraint measures, Administration elected, and City Council approved to reduce the number of inspectors from the then 19 positions to 13 inspectors by means of attrition (not replacing retirees). The Department has been operating with 13 inspector positions since 2013.

Aggregate total overtime paid to Building Inspectors since year 2011: Budget 2011 2012 2013 2014 2015 (at Aug. 14)$4,000 $867 $506 $2,752 $20,995 $13,658

The data from the Inspections Analysis appendix highlights a dip in total inspections performed in 2014 due to unexpected vacancies of Inspector positions occurring for parts of the year. Hence the over time spike for the same period. In 2015 however, it has been a full complement of 13 Inspectors.

The graph provided in the appendix also shows the gap widening between staff on hand and the growing number of inspections. The team has been able to handle some of the extra workload depicted due to the fact that many of the employees are low seniority with the Corporation (new hires) and with low vacation time allotment. They therefore work more days per year right now than the remaining high seniority members of the team. As an aggregate, the team does share the same stresses identified with the other positions discussed in this budget issue, like OBC legislated time lines, documentation requirements, increased volumes, and in addition, more job requirements now as a result of 2012 imposed Provincial Legislation regarding Building Code Enforcement.

Additional and important statistics from the Building Division data bank:

As of August 27, 2015 there were 5,567 outstanding final permit inspections needing to be done. In excess of 600 of those are over 10 years old whereas two year old files are more typical and acceptable. An industry normal for the current volume of annual activity Windsor sees is about 2,500 finals outstanding. The reason for the higher than average number is inspectors are prioritizing their work to deal with more urgent and pressing issues/inspections so that work does not get delayed. Final inspections usually don’t have the same concerns but nonetheless are important for the closing of a permit and verifying of contractor follow ups. A definite backlog that cannot be ignored.

As of August 17, 2015 there were 807 outstanding complaints (from the 311 call centre) on the Inspection Team task list. Ideally this number should be about 150. About 252 of the complaints were older than 30 days. Ideally, that number should be zero. The lowest the backlog has ever been was 305 in February 2013. About 90% of complaints tend to be logged by tenants of rental units. The reason for the significant backlog with complaints is again the forced prioritization being done by the Inspections Team based on urgency of work needing tending.

As part of the acceptance of the 2011 adopted Building Permit Reserve Deficit Reduction Action Plan, the Inspections Team stated that they would try to work with other areas to attempt to off load some parts of their work portfolio namely bylaw enforcement of zoning, fences and pools. If they were successful, this reallocation would allow more concentration on Building Code Enforcement and help reduce the prevailing back logs identified above. Due to expressed Corporate capacity issues and concerns about technical aspects of the work, Corporate Senior Management made the decision to stay with the status quo. Inspectors were to remain dealing

218

with zoning, fences and pools. By midsummer of 2015 a total of 570 complaints from those bylaws had been added to the Inspection Team task list.

Administration proposes the following option to address the Building Inspector budget issue. (Costs include payroll at step 1, computer, vehicle)

Cost to Hire 1 Inspector: $93,061 Funding source: Permits = $65,142 Levy= $27,919

Hire 1 Inspector in conjunction with reduced non-Building Code inspections (includes changes in process to how some categories of 311 calls will be handled and amendments to existing by-laws) being done by the Division. The proposed by-law amendments are:

Amend Property Standards By-law #147-2011:• Investigation of surface water only when it results in principal building damage • Mould to be addressed only if caused by a building defect (leaks)• Infestation be removed from by-law (roaches, mice, rats)• Yard Condition items removed from by-law, address under By-law #3-2006Amend Zoning By-law #8600:• Front Yard Parking to be removed from by-law, move enforcement to parking B/L

No Enforcement by Inspectors of:• Pool By-law #160-2010• Fence By-law #170-2012

B) The Request for 1 Plan Examiner (Local 543 union)

Cost of Issue (B) $64,237 Funding source: Permits= $54,602 Levy= $9,635

In reference to the appendix “Analysis of Plans Review Workload”, it is noted that the actual number of Plan Examiners employed for Plans Review is two. The data shows that typically 2.2 staff have been doing the work since about 2010 because Building Inspectors (whom have similar credentials and more) have been assisting the staff in the interest of maintaining workflow, customer service and in an effort to meet OBC processing timelines. This team effort is over and above the over time worked by either position in order to minimize compromised customer service and any negative consequence that could occur with delayed service. As noted in the preceding written request for an additional Engineer, data from the same appendix supports that one more Plan Examiner would greatly help in meeting the current workload challenges of the position based on recent and projected permit volumes. The Plan Examiner works mostly with residential related permit applications. The Plan Examiner’s sign off on proposed construction projects is also legally significant in the overall permit process. At present, one of the staff Plan Examiners could potentially retire within the next several years. It is another job that also involves significant experience.

C) The Request for 2 Customer Service Representatives (Local 543 union) (one permanent and one temporary)

Management would review the temporary position after one year to verify any additional staffing needs at that time.

Cost of Issue (C) $116,907 Funding source: Permits= $105,216 Levy= $11,691

Currently there are four Customer Service Representatives (CSR) employed within the Department. They are also classified as review staff. As late as year 2011, there were six CSR’s. The 2011 report entitled “Building Permit Fee Reserve Deficit Reduction Action Plan”, based on information at the time, advocated the reduction from six to four CSR’s through staff retirements. Administration also adopted operating efficiency improvement measures simultaneously with the staff reduction with the optimism that continued similar permit activity of the day could be handled without too much strain. Data from the appendix “Analysis of Plans Review Workload”, summarizes how permit volumes for new construction are 13.4% higher now than that of 2010. Over all permits, which include renovations and other, not included in the new construction total, is at 2,470 permits projected for 2015 vs. 1,915 permits in 2010. That represents a 29% difference. While it was not easy to quantify, the CSR pool also benefits from assistance and coverage from the Plan Examiners during peak times. The CSR position also tends to be an area of higher staff turnover. Many times because the job provides skill sets transferable to other opportunities. It is also a very busy job as it is the front line of service for the Department. The CSR is the first step in the permit application process and facilitator thereafter. The CSR also deals with all counter customers that visit the Department regarding anything related to a permit. The “Analysis of Plans Review Workload” document shows a graph depicting how the gap between staffing levels and permit volumes has been

219


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Planning & Building Building Building - Inspections








Planning & BuildingBuilding Building -

Inspections

VehicleRent-Dedicated INTERNAL

10,480

Planning & Building Building Site Development Computer Maintenance 1,440

Planning & Building Building Site Development Computer Rental - INTERNAL 1,200

Planning & Building Building Site Development Fringe Benefits (Dept.) 35,768

Planning & Building Building Site Development Salary-Reg.Full Time 95,735

Planning & Building Building Site Development Salary-Temporary 46,999

gradually widening. With the increased gap, staff are attempting to do more with fixed resources. While this alone would create a stressful environment in any occupation, the work of a CSR is very tedious and focussed. Concentration to deal with a permit application and accompanying drawings can easily be compromised if the employee is constantly interrupted to tend to a customer at the counter or other. An adequate sized pool of CSR’s would help overall efficiency of the team and benefit customers alike. Data from the appendix shows strong support for the addition of two CSR’s to the team in order to handle the workload and intricacies of the service the position provides. While technology is aptly utilized in the position and increasingly more, considerable detail is required of staff at the input stages if useful information is to be tracked and later extractable for management and reporting. Stressed and hurried staff are not only more vulnerable to making a mistake, but tend to bypass or short cut some of the input the computer system is designed to track which can lead to issues later on. Consequences can include impacts to customer relations, quality of customer service, City finances and City image.

Mitigating efforts

Management has adopted slightly expanded business hours to address customer needs. Overtime has also been encouraged. As of July 31 for year 2015, approximately $9,000 in overtime has been paid in aggregate to the CSR pool. Negligible overtime paid in the past few years. As mentioned previously, Plan Examiners have also been covering and assisting where possible. And as also indicated, Building Inspectors in turn, assist the Plan Examiners directly and indirectly with plan reviews when customer applications need to keep moving. Hence a domino effect can be seen to take place. While mitigating efforts do help, they do not eradicate the challenges that persist. Work backlog still continues and perpetual overtime in some types of work is not always possible or appealing.

220


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesPlanning & Building Building Site Development TRANSFER to

Current Fund 224,960

Total Expenses 328,780 224,960 0 0





Planning & Building Building Site Development TRANSFER From Reserve Funds (224,960)

Total Revenues (279,535) 0 0 0Net Total 49,245 224,960 0 0


Planning & Building Building Building - Inspections Inspector Regular Full-Time Local 543 1.0

Planning & Building Building Site Development Customer Service Representative


Planning & Building Building Site Development Plan Examiner Regular Full-Time Local 543 1.0

3.0

221

Analysis of Plans Review Workload Support to Planning & Bldg. #2016-0310

The current Building Division Plans Review Staff complement is comprised of:

2 Plans Examiners, 3 Engineer Plan Examiners, 4 Customer Service Representatives

History of Permits (new construction only) Issued

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Mean STD DEV. Target

Residential 467 464 583 582 578 593 612 654 678 702 623 49 671

ICI 234 240 246 284 268 247 259 286 282 287 270 17 287Total Permits 701 704 829 866 846 840 871 940 960 990 893 66 959

% change 100% 4.5% 2.1% 1.3% 5.1% 13.4% 15.8% 19.4% 15.7%

Years 2015 to 2017 is estimated based on current trend.

lines. Permit volume of 2010 was also expected to be typical of the next few years of anticipated activity.

History of Total Permits Issued (new construction plus all other, i.e. renovations)Year 2008 2009 2010 2011 2012 2013 2014 2015Total Permits 1382 1523 1915 3214 2730 2328 2385 2470* *projection

Staff needs using 2010 ratios of permits/staff

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Mean STD DEV. TargetCust. Serv. Rep. 6 6.3 6.1 6.1 6.3 6.8 6.9 7.2 6.5 0.5 6.9

Engineer 3.3 3.4 3.4 3.3 3.5 3.7 3.8 3.9 3.3 0.2 3.5

Plans Examiner 2.2 2.3 2.2 2.2 2.3 2.5 2.5 2.6 2.5 0.2 2.7

Actual Number Of Plans Review Staff With Which Department Was Operating

FTE

Rounded

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Cust. Serv. Rep. 6 6 6 6 4 4 4 4 4 4 6.9 2.0

Engineer* 3.3 3.3 3.3 3.3 3.3 3.3 3.3 3.3 3.3 3.3 3.5 1.0

Plans Examiner** 2 2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.7 1.0

Staff Total 11.3 11.3 11.5 11.5 9.5 9.5 9.5 9.5 9.5 9.5 13.1 4.0

*Engineer total includes the Manager assisting and performing same work to help meet deadlines.

**Plans Examiner total includes inspectors assisting to help meet deadlines.

Graphical Depiction of Actual Staff (status quo) vs. Total Permits

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Permits (x10) 70.1 70.4 82.9 86.6 84.6 84 87.1 94 95.97 99

Actual Staff 11.3 11.3 11.5 11.5 9.5 9.5 9.5 9.5 9.5 9.5

Calculated Plans Review Staff Needed Assuming 2010 As True Base Year For Comparison (new construction)

Anticipated Need

Per Above

Estimates

Actual Staff (status quo)

Year 2010 is used as the base year where prevailing processes and staffing met legislated processing time

0

20

40

60

80

100

120

2006 2008 2010 2012 2014 2016 2018

Permits (x10)

Actual Staff

222

Analysis of Inspections WorkloadSupport to issue #2016-0310

Inspections Completed Planning & Building

Target

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Mean STD

Inspections

Permits 21107 17955 24832 28693 30080 27496 23445 29279 30398 31518 28218 2809 31026

Prop. Stand. 1165 1017 1360 1929 1436 1963 1374 1753 1886 1972 1709 274 1983Total Insp. 22272 18972 26192 30622 31516 29459 24819 31032 32285 33490 29927 3083 33009% change 100% 16.9% 20.3% 12.5% -5.2% 18.5% 23.3% 27.9% 7.8%

Use 2010 as base year and using historical typical average of 2000 per year per an experienced inspector.

Therefore 26,192/2000 = 13 inspectors required based on 2010 level of activity.

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Mean STD Target

# of Inspectors 13 15.2 15.6 14.6 12.3 15.4 16.0 16.6 14.9 1.5 16.4

Required staff at 95% confidence level: 15.6

Less existing complement: 13.0

Calculated shortfall 2.6

Rounded request for additional inspectors: 2.0

Historical Complement

Year 2008 2009 2010 2011 2012 2013 2014 2015

# of Inspectors 23 21 19 19.0 18.0 13.0 13.0 13.0

Graphical Illustration of Inspections vs. Number of Inspectors

Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Inspections

(x1000) 22 19 26 31 32 29 25 31 32 33

Staff 23 21 19 19 18 13 13 13 13 13

Year 2015 based on actual trend to July 31.

Years 2016 & 2017 estimated based on current trend and number of inspectors remaining constant at 13.

Required Staff Per Standard of 2000 inspections/yr/inspector

Actual Staff

Estimate

Projected Staffing Needs Based on Above Data

Year 2015 estimate is based on pattern to date as of July 31. Years 2016 & 2017 are based on anticipated trend.

Permits include residential, industrial, commercial and institutional (excludes revisions and site plan control).

Years 2015 through 2017 represent anticiapted demand (projected from July 31, 2015).

0

5

10

15

20

25

30

35

40

2006 2008 2010 2012 2014 2016 2018

Inspections (x1000)

Staff

223


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Financial AssistFinancial Assistance 1,843,766



Financial Assist Net County Cost (36,740)


Financial AssistOntario Specific Grants (1,736,828)

Total Revenues (1,773,568) 0 0 0Net Total 70,198 0 0 0

Budget Issue Detail

2016




2016-0156


B - Legislated

Public

[ACCEPTED] Ontario Works (OW) Financial Assistance - Impact of Provincial Budget Changes- Legislated



As per the 2015 Ontario Budget, the government is committed to introducing a number of changes to social assistance. The provision of Ontario Works Financial Assistance is a mandated service which is cost shared with the Province in 2016 at a rate of 94.2%/5.8%. The municipal cost is further cost shared with the County at the arbitrated weighted assessment rates. Municipalities do not have to cost-share the proposed Ontario Works rate increases until January 2016. The Province announced the following changes to the Ontario Financial Assistance Program:

1. A 1% rate increase for Ontario Works families2. A $25 increase (more than 3% ) for Singles Without Children on Ontario Works .3. A 1% Ontario Works increase for Assistance for Children with Severe Disabilities (ACSD) 4. A 1% Ontario Works increase will also apply to various rates and allowances, such a Temporary Care Assistance, Personal Needs Allowance, etc.

Due to challenges with the implementation of SAMS, Ontario Works expenditure reports received from the Province to date are still being reconciled so complete financial data is not available for projection purposes. This makes budgeting accurately for Ontario Works very difficult. It is cautioned that the actual 1% increases may differ as new subsidy information is received from the Province or as new expenditure reports become available.

Service Level Impact: None

Staffing Impact: None

Budget Impact: The above changes are estimated to increase the 2016 operating budget by $70,198 (net city cost).

224


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Financial AssistFinancial Assistance 2,100,000



Financial Assist Net County Cost (41,800)



Total Revenues (2,020,000) 0 0 0Net Total 80,000 0 0 0

Budget Issue Detail

2016




2016-0162



Public

[ACCEPTED] OW Financial Assistance - Increase Budget to Reflect 2015 Expenditure Levels



An increase the 2016 OW Financial Assistance budget to reflect 2015 expenditure levels is being requested. In 2016, Ontario Works Financial assistance costs will be cost shared with the Province at 94.2%, with the remaining municipal cost shared between the City and the County using the arbitrated assessment formula.

In November 2014, the Province implemented new provincial software called Social Assistance Management System (SAMS) to manage the delivery of Ontario Works assistance. As a result of this change, the methodology used to calculate Ontario Works caseloads has changed. "Pre" and "post" implementation caseloads are no longer directly comparable. The caseload data provided to us since SAMS implementation is still being validated by the Ministry, and therefore a “cost per case formula” is not being used for budgeting purposes. Also, due to challenges with the implementation of SAMS, Ontario Works expenditure reports received from the Province to date are still being reconciled so complete financial data is not available for projection purposes. This makes budgeting accurately for OW Financial Assistance very difficult. Assuming the OW expenditures reports received from January to July are valid, the City is projecting a deficit for 2015. In order to bring the budget to current expenditure levels, the department is requesting a budget increase of $80,000 (Net City Cost). It is cautioned that the actual 2015 budget deficit may differ as new subsidy information is received from the Province or as new expenditure reports become available.



Budget Impact: Projected increase to Municipality =$121,800 comprised of County Cost increase of $41,800, and a City increase of $80,000.

225

In-Camera Issue


226


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Financial Assist Dental Mandatory (635,674)



Financial Assist Net County Cost 12,521


Financial AssistOntario Specific Grants 598,805

Total Revenues 611,326 0 0 0Net Total (24,348) 0 0 0

Budget Issue Detail

2016




2016-0159



Public

[ACCEPTED] OW Children Mandatory Dental Upload - Line By Line Reduction



The Province announced the upload of Ontario Works children’s dental benefits (dental mandatory) which will be integrated under the current Healthy Smiles Ontario banner effective January 2016 with oversight and governance by the Ministry of Health and Long-Term Care (MOHLTC).

Although the provinces intended implementation date was August 2015 it has been delayed to January 2016, however the new integrated program will be 100% provincially funded effective August 2015. The amount of the savings for 2016 is estimated at $24,348 (net city savings).



Budget Impact: Projected Net City Savings of ($24,348)

227

In-Camera Issue


228

In-Camera Issue


229

In-Camera Issue


230

In-Camera Issue


231


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Program DeliveryComputer Maintenance 12,480


Program DeliveryINTERNAL Service Salary Allocn 50,355


Program Delivery Legal Services 1,649


Program Delivery Other - Non-Health (20,000)


Program Delivery

Social Dev-Corporate Overhead

(142,031)


Program Delivery Special Allowance (218,285)

Budget Issue Detail

2016




2016-0239



Public

[ACCEPTED] Ontario Works Program Delivery - Line by Line Reductions



The Ministry of Community and Social Services (MCSS) provides annualized funding for Ontario Works Program Delivery. The funding allocation is updated every two years to reflect changes in average municipal caseloads across the Province. The Ministry has not released the final 2016 funding allocations; however they have provided notional figures. Based on the notional figures, MCSS is expected to share OW Program Delivery gross expenditures up to a maximum of $36,089,237 in 2016. The first $7,214,437 in gross expenditures would be cost shared at 94.2% provincially and 5.8% municipally. Any remaining expenditures would be cost shared 50/50 provincially/municipally. The County of Essex shares in the municipal contribution using the arbitrated weighted assessment formula. It should be noted that there is a risk that the actual funding for Windsor/Essex maybe lower than projected once the new funding allocation is released.

Budgeted non-salary expenditures have been realigned and/or reduced to reflect current expenditure trends. Provincial and county revenues have also been increased to offset incremental salary and benefit costs increases for direct program staff, as well as for incremental increases related to Internal department support costs (IT, HR, Finance, etc). As part of the annual budget review, budgeted Corporate program support costs have also been updated with current cost estimates.



Budget Impact: The outcome of this exercise is overall Net City savings of ($178,831).

232


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEmployment & Social Services Ontario Works Ontario Works-

Program DeliverySpecial Projects-Social Servic 20,272


Program DeliverySS Purchase of Service (60,000)



Program Delivery Net County Cost 56,382




Net Total (178,831) 0 0 0

233


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



SS-Employment Services Auditing Services 2,724



SS-Employment Services Cell Phones 326







SS-Employment Services Salary-Temporary (15,326)


Social Planning & Policy

Social Policy & Planning

Special Projects-Social Servic (729)




Total Expenses (17,603) 0 0 0Employment & Social Services



Ontario Specific Grants (326)






Budget Issue Detail

2016




2016-0256



Public

[ACCEPTED] Employment Services (ES), Targeted Initiative for Older Works (TIOW) and Immigration Line By Line Reduction



In order to absorb increased salary and fringe expenses non salary expenses have been reduced to stay within the provincial and federal approval for these programs.



Budget Impact: Net City Savings $15,630

234


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Financial Assist Net County Cost 749,297



Total Revenues (1,490,758) 0 0 0Net Total (1,490,758) 0 0 0

Budget Issue Detail

2016




2016-0158



Public

[ACCEPTED] Ontario Works (OW) Financial Assistance - Upload of Municipal Cost - Revenue Increase



The provision of Ontario Works Financial Assistance is a mandated service that is cost shared with the Province and also cost shared with the County at negotiated weighted assessment rates.

As announced as part of the Provincial Municipal Fiscal Service Delivery Review (PMFSDR), Ontario Works Financial Assistance costs will be incrementally uploaded by the Province until costs are fully uploaded by 2018. In 2016, an increased portion of the original municipal share of OW Financial Assistance costs will be uploaded. The Provincial / Municipal cost share ratio for 2016 will be 94.2%/5.8% in place of the 2015 rate of 91.4%/8.6%. Service Level Impact: None


Budget Impact: Projected decrease to Municipality= ($ 2,240,055) comprised of County Cost Reduction= ($749,297) and City Cost Reduction= ($1,490,758)

235


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Program Delivery Net County Cost 65,976


Program DeliveryOntario Specific Grants (197,456)


Budget Issue Detail

2016




2016-0164



Public

[ACCEPTED] Ontario Works (OW) - Upload of Municipal Share of Employment Assistance (EA) Costs -Revenue Increase



As per the announcements of the Provincial Municipal Fiscal Service Delivery Review (PMFSDR), the Province is incrementally uploading Ontario Works Employment Assistance costs until fully uploaded by 2018. The 2016 employment envelope has not yet been released. The projected upload savings is based on the notional envelope provided by the Ministry for 2016. It is cautioned that the actual savings may differ, and will not be known until the Ministry releases the actual subsidy per case and employment funding allocation is distributed proportionately across the province based on caseload.

In 2016, a further portion of the municipal share of OW Employment Assistance costs will be uploaded, leading to a Provincial/Municipal cost share ratio of 94.2% /5.8% for 2016 instead of the 2015 ratio of 91.4% / 8.6%. The municipal savings (City/County) is projected to be $197,456. The county will share in the municipal savings using the arbitrated assessment formula.

Service Level Impact: N/A

Staffing Impact: N/A

Budget Impact: Projected increase in Provincial Funding ($197,456), resulting in County Savings of ($65,976) and City Savings of ($131,480).

236


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Comm Dev & Health Admin Net County Cost (3,079)



Comm Dev & Health Admin

Recovery of Fringes INTERNAL (3,681)




(12,270)


Net Total (19,030) 0 0 0

Budget Issue Detail

2016




2016-0257



Public

[ACCEPTED] CDO Office Increase in Recoveries and Reallocation of Line Items



Salary and fringe benefit increases for staff in the Community Development Office that provide support to the Ontario Works (OW) Program has lead to a corresponding increase in OW cost recoveries.

In addition, the county share of administrative expenses has slightly increased therefore there is an increase in county revenue.




237


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves


Program DeliveryFringe Benefits (Dept.) 16,062


Program DeliverySalary-Reg.Full Time 53,527

Budget Issue Detail

2016




2016-0220



Public

[ACCEPTED] Ontario Works Program Delivery (OW)- Addition of one Discretionary Benefits Caseworker



The Employment and Social Services department is mandated to provide Ontario Works (OW) assistance to eligible residents and their families. The cost of administering the program is shared with the Province (50%/50%) and further shared with the County using the arbitrated assessment formula.

The department is proposing to add one 1.0 FTE Discretionary Benefits Caseworker to enhance the delivery of Discretionary Benefits to clients.

It is more effective to have the Discretionary Benefits Caseworkers handle the full delivery of this service.

The Department currently has two (2) Discretionary Benefits Caseworkers as part of its staffing establishment. The core duties are to deliver Discretionary Benefits to Ontario Disability Support Program (ODSP) clients, low income individuals and families, and provide backup for Funeral & Burial applications. The services requested by the aforementioned client groups include: emergency dental, prescription drugs benefits, medical supplies, assistive & mobility devices, etc.

The Ontario Works Caseworkers are responsible to process Discretionary Benefits requests from active Ontario Works (OW) recipients.

The proposal to add one (1) Discretionary Benefits Caseworker to the current establishment is to consolidate all the Discretionary Benefits requests from all client groups, including the active OW recipients, to the Discretionary Benefits Caseworkers. Funeral & Burial Applications will also be added as one of the core functions of the Discretionary Caseworker since One (1) Senior Clerk Control position is being eliminated (referenced in Budget Issue #2016-0222). This will create expertise and consistency in how Discretionary Benefits are being delivered. This will also enhance customer service and it centralizes the management and control of Discretionary Benefits expenditures. Additionally, it will take away some workload impact on Ontario Works Caseworkers to better manage their caseloads and the SAMS computer system.

This recommendation will result in a nominal salary differential between a Senior Control Clerk (Grade 0.10) to a Discretionary Benefits Caseworker (Grade 0.15).

Service Level Impact: Conversion of positions within the Ontario Works staff complement will assist in providing efficient and effective services to clients.

Staffing Impact: One (1.0) Discretionary Benefits Caseworker will be added. Please reference budget issue #2016-0222 for additional staffing impacts.

Budget Impact: Projected increase in Net City Cost of $24,792

238


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge




Total Expenses 85,651 0 0 0Employment & Social Services Ontario Works Ontario Works-

Program Delivery Net County Cost (10,005)


Program DeliveryOntario Specific Grants (34,792)






Net Total 24,792 0 0 0

Department Division Dept ID Position Title Employee Class Profile Name FTEEmployment & Social

ServicesOntario Works Ontario Works-Program

DeliveryCaseworker Discretionary

Benefits Regular Full-Time Local 543 1.0

1.0

239


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Housing & Children Services Housing Services Housing Services Social Housing

Transfers 1


Budget Issue Detail

2016


Housing & Children Services


2016-0080


B - Legislated

Public

[ACCEPTED] Federal Block Funding Loss



Since 2001 the City has been receiving funding from the Federal government (known as Federal Block Funding). This funding represents the federal share of funding for former Federal social housing providers. These former federal operating agreements have defined terms with the bulk of them expiring within the next 17 years. The Ministry of Municipal Affairs and Housing (MMAH) traditionally announced funding on a five year cycle (last received for 2013 to 2017). In recent years this funding has been announced yearly (2018 to 2020). A comprehensive Council Report (# 16747) with respect to the loss of federal Block Funding was presented to Council on January 6, 2014. Attached is Appendix 2 from the Council Report showing the estimated financial impact of both the Federal revenue loss and expenditure reductions in future years. Further updates will be provided to Council as required. Federal Block Funding has been reducing on a yearly basis since 2011. To date, Housing Services has been able to absorb this loss of Federal Block Funding with in the current yearly operating budget allocation primarily as a result of subsidy savings experienced due to mortgage renewals (at lower interest rates), reduced Debenture payments (Public Housing) and the increase in geared-to-income revenue of non-profit providers.

This budget issue outlines the effect of 2016 loss of Federal Funding with respect to 7,912 Windsor-Essex Social Housing units that are delivered by the City as the Service Manager for Housing for Windsor and Essex County. Block Funding will be reduced for City and County in 2016 in the amount of $313,383. As some of the affected projects, have also reached the end of the Federal Operating Agreement (EOA), subsidy savings in 2016 are realized by the City. Housing Services has performed a projection of the subsidy needs of the housing portfolio and determined that this loss of Federal Funding can be absorbed due to projected subsidy savings in 2016. This issue is being brought forward to highlight the projected budget impact for future years.

Future reductions in net Federal funding will continue yearly until all Federal funding is depleted by 2032. Further yearly Federal funding reductions of $262,385 in 2017, $115,129 in 2018, $660,981 in 2019 and ($184,088) in 2020 have been identified by MMAH. The County will share in these losses (gains) using the arbitrated weighted assessment formula. Research on this issue conducted by Federation of Canadian Municipalities (FCM) and Housing Services Corporation (HSC) indicates that two social housing programs, Public Housing and Urban Native, are most at risk due to the high prevalence of Rent-Geared to Income units and insufficient capital reserves as they require higher levels of subsidy for their programs.

OMBI data: Per the preliminary 2014 Ontario CAO’s Benchmarking Initiative (OMBI) data, we remain one of the lowest costs per housing unit to operate.Service/Staffing Level Impact: NoneBudget Impact: Net City/County increase of $ nil for 2016

240


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesHousing & Children Services Housing Services Housing Services Canada Specific

Grants (1)

Total Revenues (1) 0 0 0Net Total 0 0 0 0

241


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Housing & Children Services Children's Services Children's Services INTERNAL Service

Salary Allocn (20,434)


Net Total (20,434) 0 0 0

Budget Issue Detail

2016




2016-0061



Public

[ACCEPTED] Realign Children Service's budget to Provincial Approved Budget

Recommended by Department One-Time BSR Funding Requirement: $0

The Children Service's budget is being adjusted to reflect the municipal contribution required by the 2015 Provincially Approved Budget. The City of Windsor/County of Essex 2015 provincial funding allocation for child care is $30,361,094 with a required municipal contribution of $4,296,135 being shared with the County using the arbitrated assessment formula. The Ministry of Education has yet to announce the 2016 funding allocation. Since the current Municipal contribution is above the requirement set out by the Province the municipal portion is being reduced, resulting in savings.

Service Level Impact: None.



242


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Housing & Children Services Children's Services Children's Services Net County Cost 32,269

Housing & Children Services Housing Services Housing Services Net County Cost (128,747)


Budget Issue Detail

2016




2016-0062



Public

[ACCEPTED] Housing and Children Services County Revenue Increase



The budgeted County revenue is being increased in Housing and Children Services programs in relation to incremental salary and fringe benefit rate increases, as well to incorporate the projected impact of preliminary weighted assessment changes for 2016 in the following areas: Housing Administration ($91,589)Windsor Essex County Housing ($37,158)Children Services $32,269

Total Revenue Increase ($96,478)

Service Level Impact: There will be no impact on services as a result of this revenue increase.

Staffing Level Impact: There will be no impact on staffing as a result of this revenue increase.


243


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Housing & Children Services Children's Services Children's Services


(983)


Net Total (983) 0 0 0

Budget Issue Detail

2016




2016-0236



Public

[ACCEPTED] Ontario Early Years Information Centre (OEY) Salary Recovery from Ontario Works



The incremental increases to salary and fringe benefit costs for Housing & Children’s Services staff operating the OEY Centre located at 400 City Hall, 1st Floor Ontario Works Intake Centre, has resulted in an increase in Salary Recovery Revenue from Ontario Works.

Service Level Impact: There will be no impact on services as a result of this revenue increase.

Staffing Level Impact: There will be no impact on staffing as a result of this revenue increase.

Budget Impact: Net City Savings $983

244


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Housing & Children Services Children's Services Children's Services Fringe Benefits

(Dept.) (6,932)

Housing & Children Services Children's Services Children's Services Salary-Reg.Full

Time (53,254)

Housing & Children Services Children's Services Children's Services Salary-Reg.Part

Time 53,254

Total Expenses (13,864) 0 0 0Human Resources (Corporate)





Budget Issue Detail

2016




2016-0246



Public

[ACCEPTED] Convert One (1) RFT Early Childhood Educator position to Two (2) RPT Early Childhood Educator positions



The City of Windsor directly delivers Ontario Early Years programs in 15 locations throughout Windsor and Essex County. These are free early years programs targeted at children ages 0 to 6 years and their parents/caregivers. Some of these programs have operated on a full day basis while others have been operated on a morning only basis. Demand and funding availability have dictated the mixed delivery approach. Early Childhood Educators (ECE) staff our 15 directly operated Ontario Early Years programs with a mix of 6 Regular Full Time (RFT) and 20 Regular Part Time (RPT) staff who have been employed to meet the needs of the delivery model. With the introduction of full day kindergarten for four and five year olds, the program now primarily meets the needs of the 0 to 3.8 yr age group. Families with children in this age group typically participate in morning sessions only in order to meet the sleep patterns of their children thus reducing our need for as many afternoon programs. To this end, a meeting was held with CUPE543 to advise them that that through attrition, the City will be replacing RFT positions with RPT positions if full time programming is not required. To date, including this position being eliminated, two (2) RFT positions will have transitioned to three (3) RPT positions.

Service Level Impact: There is no impact to hours of service provided.

Staffing Level Impact: The FTE will not change. One (RFT) ECE position at 1.0 FTE will be converted to Two (RPT) ECE positions, each at 0.5 FTE resulting in one FTE in the permanent staff establishment.

Budget Impact: Nil

245



Children's Services Children's Services OEY Early Childhood Educator



Children's Services Children's Services OEY Early Childhood Educator

Regular Part-Time Local 543 1.0

0.0

246


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Housing & Children Services Children's Services Children's Services Fringe Benefits

(Dept.) 15,483

Housing & Children Services Children's Services Children's Services INTERNAL Service

Salary Allocn (67,080)

Housing & Children Services Children's Services Children's Services Salary-Reg.Full

Time 51,597






Budget Issue Detail

2016




2016-0361



Public

[ACCEPTED] Addition of One (1) Regular Full Time (RFT) Position: Children’s Services, Special Projects Coordinator



The City of Windsor, Children’s Services is the Consolidated Municipal Service Manager (CMSM) for Child Care and Early Years funding for the Windsor-Essex community.

This position would report directly to the Manager of Children’s Services and will be fully funded through the Ministry of Education. The position will be responsible for providing research, analysis and supports regarding program/project development and implementation. Project work would focus on planning, policy development, strategies and program initiatives in Windsor-Essex County. Scope of work will be driven primarily by current funding initiatives and the related service system planning workload created by those initiatives and related guidelines. For example: effective August 31, 2015 the Child Care and Early Years Act will be proclaimed by the Province as the new legislation for child care and early years in Ontario replacing the Day Nursery Act. There will be a great deal of system changes as a result of this new Act coming into effect and as the CMSM we need to be able to lead the community during this transition.

Service Level Impact: The addition of this position will have a positive impact on the service delivery to the community and families accessing child care and early years services in Windsor-Essex County.

Staffing Impact: Addition of One (1) RFT Children’s Services, Special Projects Coordinator

Budget Impact: Nil (Fully funded by the Ministry of Education)

247



Children's Services Children's Services Children's Services, Special Projects Co-

ordinator


1.0

248


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Huron Lodge Nutrition & Dietary Services

Nutrition & Dietary Services



Net Total 6,000 0 0 0

Budget Issue Detail

2016


Huron Lodge


2016-0362



Public

[ACCEPTED] Increase to Maintenance Contracts


One Time BSR Funding Requirement : $0

Equipment used in the Dietary division of Huron Lodge for Resident care is required to be maintained to the manufacturer’s specification and in accordance to the Long Term Care Act. Over recent years the cost for preventative maintenance for this equipment has increased. In the past Huron Lodge has been able to mitigate any variances from this increase, from savings in other line items. However, with increased pressure to meet the target budget reductions, these costs will result in unfavourable variances going forward.The current budget for maintenance contracts in the Dietary division is $10,000. The annual cost for preventative maintenance from one vendor is $13,422. Other preventative maintenance costs total on average $2,500 annually. Therefore a budget increase of $6,000 is being requested to cover the increased costs of the preventative maintenance on food preparation equipment.

Year Budget Actual2012 $10,000 $15,1652013 $10,000 $16,9422014 $10,000 $14,0772015 $10,000 $15,095 at July 31,2015

249


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Huron Lodge Administration - Huron Lodge HL Administration H.L. Residents

Revenue (40,000)


Net Total (40,000) 0 0 0

Budget Issue Detail

2016


Huron Lodge


2016-0278



Public

[ACCEPTED] Resident Rent Revenue Increase


One-Time BSR Funding Requirement $0

Resident basic co-payment rates may increase annually by the increase in inflation, as measured by the Consumer Price Index (CPI) increase for the preceding year. It should be noted that resident rates are also geared towards resident annual income. In addition, the Ministry of Health and Long-Term Care has also undertaken a review of all accommodation rates and has implemented a modest increase effective September 1, 2015. Utilizing previous trends, it is estimated that the resident revenue can be increased by $40,000 in 2016. This number is based on the current accommodation ratio (ie: basic, semi-private, private) and could change if the accommodation mix changes.

5 Year Average Surplus Variance: $46,988 2011 27,490 2012 56,708 2013 84,024 2014 46,663 2015 20,053 (projected)

250


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Huron Lodge Administration - Huron Lodge HL Administration Ontario Specific

Grants (310,000)


Net Total (310,000) 0 0 0

Budget Issue Detail

2016


Huron Lodge


2016-0335



Public

[ACCEPTED] Subsidy Increase


One-Time BSR Funding Requirement $0

The Ministry of Health and Long Term Care (MOHLTC) announced in January of 2015 an increase to Huron Lodge's Case Mix Index (CMI) for the 2015 – 2016 funding year (April 2015 to March 2016). The CMI is used to calculate the nursing and personal care per diem amount funded to Long Term Care Homes using Resource Utilization Groups (RUGS). Each resident is clinically evaluated (through RAI MDS -Resident Assessment Instrument) and given a rating using RUGS guidelines set by the MOHLTC. RUGS categorizes residents based on their various levels of acuity and needs and assigns them a RUGS score. Some residents who require more care and resources would be given a higher RUGS score and categorized in a higher resource utilization group. In essence, the higher level of care required for a resident, the higher the RUGS score which translates into higher CMI and increased funding in the following MOHLTC funding year. Conversely, if the RUGS and correlating CMI decrease the funding will also decrease and Huron Lodge would be at risk for a budget shortfall. Provided no additional funding changes are announced and based on the current level of resident acuity, Huron Lodge will receive an additional $310,000 in 2016. Please note that funding mechanisms set by the MOHLTC can also change due to the overall provincial funding availability and Huron Lodge may be at risk of receiving less funding then expected.

5 Year Average Surplus Variance: $373,138 2011 $579,174 2012 $297,633 2013 $409,451 2014 $432,561 2015 $146,870 (projected)

251

In-Camera Issue


252

In-Camera Issue


253

In-Camera Issue


254


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Facility Operations Fac.Ops. -Western Downtown

Bldg. Maintenance Material 5,000


Building Maintenance 5,000

Engineering Facility Operations Fac.Ops. -Western Downtown Building Repairs 40,000


Housekeeping Supplies 12,000


Plant Equipment Repairs 30,000


Security Services - External 10,000

Budget Issue Detail

2016


Recreation & Culture


2016-0127


A - Annualization

Public

[ACCEPTED] 2016 Museum Budget


2016 BSR Funding Requirement: $0

As per CR234/2013 Council approved the following recommendation on November 18, 2013 "THAT City Council APRROVE IN PRINCIPLE a baseline net annual operating budget for Windsor's Community Museum in 2015 of $774,941, (this includes the original $352,417 for the current Francois Baby House and the incremental increase of $422,524 for the new Museum site) based upon the City operating model, with an expected staff complement total of 10.5 FTE positions (reflecting an incremental increase of 4.5 FTE positions), and resultant projections by Administration, subject to annual inflationary and other business adjustments".

Because the facility was not in full operation until Fall 2015, as part of the 2015 Operating Budget process a start-up budget for four months was approved to be funded from BSR in the amount of $243,607 (includes Facility Operations costs). Therefore, the 2016 budget for the Museum requires an increase to the base budget consistent with CR234/2013.

With inflationary increases for wages and utilities, the 2016 net operating budget for the Museum is $816,857 which includes the Francois Baby House. A current budget of $441,173 including annualized wages currently exists within the Recreation and Facility Operations Departments. The remaining $375,684 is being brought forward as part of the 2016 budget process.

Council approved a net increase of 4.5 FTE positions as part of the museum project as per CR 234/2013. Three FTE positions were approved in the 2015 budget process. After careful review of the salary budget for the Museum Assistant positions and the number of hours required, it was determined that in total only 1.25 FTE (5 part time positions) are required. Therefore this budget issue reduces the total part time wage budget for the Museum Assistants to the actual budget that is required by the department while establishing two more positions in addition to the three already established Part Time Museum Assistants.

255


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge




Recreation & Culture Cultural Affairs Cultural Affairs Office Advertising 50,885

Recreation & Culture Cultural Affairs Cultural Affairs Office Artefact Acquisition 5,049

Recreation & Culture Cultural Affairs Cultural Affairs Office Car Allowance 1,000

Recreation & Culture Cultural Affairs Cultural Affairs Office Cell Phones 2,400

Recreation & Culture Cultural Affairs Cultural Affairs Office



Computer Rental - INTERNAL 2,720

Recreation & Culture Cultural Affairs Cultural Affairs Office Confections 32,522

Recreation & Culture Cultural Affairs Cultural Affairs Office Conservation 11,500

Recreation & Culture Cultural Affairs Cultural Affairs Office Curatorial 2,600

Recreation & Culture Cultural Affairs Cultural Affairs Office Exhibition 36,200




Furniture & Furnishings 2,000

Recreation & Culture Cultural Affairs Cultural Affairs Office Gas 1,373

Recreation & Culture Cultural Affairs Cultural Affairs Office Hourly-Temporary 46,877


Membership Fees & Dues 850


Office Equipment Rental 1,500

Recreation & Culture Cultural Affairs Cultural Affairs Office Office Supplies 3,000

Recreation & Culture Cultural Affairs Cultural Affairs Office Other Pay 2,000


Other Prof Services-External 15,904

256


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesRecreation & Culture Cultural Affairs Cultural Affairs

Office Printshop 1,500

Recreation & Culture Cultural Affairs Cultural Affairs Office Program Supplies 15,000



Recreation & CultureCultural Affairs Cultural Affairs

Office


2,000


Telephone Expenses 2,000

Recreation & Culture Cultural Affairs Cultural Affairs Office Thermal Energy 7,144

Recreation & Culture Cultural Affairs Cultural Affairs Office Training Courses 1,000

Recreation & Culture Cultural Affairs Cultural Affairs Office Travel Expense 3,000

Recreation & Culture Cultural Affairs Cultural Affairs Office Utilities 26,604

Recreation & Culture Cultural Affairs Cultural Affairs Office Water 1,663






Other General Revenue 500

Recreation & Culture Cultural Affairs Cultural Affairs Office Rental Income (12,064)


Sale Of Goods & Services (59,130)


TRANSFER From Reserve Funds 178,399

Recreation & Culture Cultural Affairs Cultural Affairs Office User Fees (99,233)


257


Recreation & Culture Cultural Affairs Cultural Affairs Office Museum Assistant Regular Part-Time Local 543 (0.4)(0.4)

258


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Engineering Facility Operations Fac.Ops. -Non-Campus Building Repairs 20,833




Housekeeping Supplies 2,917


Infrastructure Maint. Material 2,083


Minor Apparatus & Tools 1,667

Engineering Facility Operations Fac.Ops. -Non-Campus Pest Control 250

Budget Issue Detail

2016




2016-0141



Public

[ACCEPTED] Establishment of the East Windsor Pool Operating Budget



On August 25th, 2014 Council through CR225/2014 approved the following recommendation

“That the estimated initial annual incremental operating costs of approximately $627,000 that would need to be funded within the city’s operating budget BE INCLUDED as part of Recreation & Culture’s and Parks & Facilities’ proposed 2016 Operating Budget, with details including the full FTE staffing requirements to be provided in the 2016 budget documents, for final approval.”

Attached is a copy of the proposed detailed operating budget for approval. The staffing requirements are as follows:

1 Full Time Recreation Assistant (Aquatics), Local 543 position (budgeted for 5 months)1 Full Time Caretaker, Local 82 position (budgeted for 5 months)The balance of the staffing requirement is made up of temporary, part time recreation staff including lifeguards, instructors, and desk staff. The temporary staff are scheduled according to programming hours. The budget for these positions is also only for 5 months.

It is expected the East Windsor pool will not be operational until fall of 2016. As such, this budget issue is for the interim funding for 5 months in 2016 to be funded from the Budget Stabilization Reserve with the establishment of the 5 months of the FTE funding in 2016 and the remaining budget be brought forward in the 2017 budget documents.

Total interim budget required for 2016 is $277,241 for both Recreation and Facility Operations which equates to five months of expected operating costs.

259


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesEngineering Facility Operations Fac.Ops. -Non-

CampusPlant Equipment Repairs 2,083



Engineering Facility Operations Fac.Ops. -Non-Campus Sanitation 208





Recreation Facilities-Admin Advertising 2,083


Recreation Facilities-Admin Car Allowance 125


Recreation Facilities-Admin Chemicals 5,400


Recreation Facilities-Admin Clothing - Uniforms 4,800


Recreation Facilities-Admin




First Aid Safety Supplies 840





Recreation Facilities-Admin Gas 18,292


Recreation Facilities-Admin Hourly-Temporary 180,330



Other Training Expenses 7,800


Recreation Facilities-Admin Program Supplies 4,200



Recreation Equipment 2,400



Rental Expense EXTERNAL 2,250







375



Telephone Expenses 75

260


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesRecreation & Culture Recreation

FacilitiesRecreation Facilities-Admin Utilities 69,000


Recreation Facilities-Admin Water 15,625



TRANSFER From Reserve Funds (55,640)






Recreation Facilities-Admin Rental Income (5,000)



TRANSFER From Reserve Funds (221,601)


Recreation Facilities-Admin User Fees (137,500)



Engineering Facility Operations Fac.Ops. -Non-Campus Caretaker Regular Full-Time Local 543 0.4

Recreation & Culture Recreation Facilities Recreation Facilities-Admin

Recreation Assistant Regular Full-Time Local 543 0.4

0.8

261


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves



Other Prof Services-External 5,000


Net Total 5,000 0 0 0

Budget Issue Detail

2016




2016-0365



Public

[ACCEPTED] Mayor's Walk


One -Time BSR Funding Requirement : $0

The Mayor’s Walk was initiated in 2008 and has taken place annually on the Victoria Day holiday at the Riverfront Trail and Festival Plaza to celebrate Windsor’s birthday. From 2008 – 2014, the walk was organized through the Mayor’s office. Responsibility for the organization of the 2015 event was transferred to the Recreation and Culture Department as per the following resolution:

“CR78/2015 That City Council APPROVE the Mayor’s Walk/City Birthday to be held on Monday, May 18, 2015 and further, THAT Administration BE DIRECTED to secure sponsorships to offset the expenses of the event and further, THAT any expenses in excess of sponsorship funds raised BE FUNDED through the existing Recreation and Culture budget and any variance in that budget line item BE CHARGED to the Budget Stabilization Reserve at year’s end and further, THAT the Executive Director of Recreation and Culture BE AUTHORIZED to take any steps as may be required to bring effect to this resolution and further, THAT the continuation of the Mayor’s Walk tradition BE CONSIDERED as part of the 2016 budget process.”

The event was successfully held on May 18, 2015, with the Recreation and Culture Department taking the lead on the organization of the event, with support from the Communications Department, particularly for the securing of sponsorships. Fortunately, the amount of sponsorships obtained, both in kind and cash contributions ($9,000) covered the cost of the event in 2015.

The event is heavily reliant on both the in kind and cash sponsorships. There are fixed costs that are required to be funded through these sponsorships. There is a definite risk that the sponsorship targets could fall short for future events, as staff are attempting to secure these funds in addition to other priorities for the corporation. Should sponsorship funds fall short in any given year, a variance for the department is highly probable. Should City Council wish to continue with this event as part of the delivery of annual programs and services, it is recommended that base funding be provided. It is recommended that an amount of $5,000 be provided to cover fixed costs that would be incurred (i.e. staffing, insurance, equipment) that would be vulnerable to sponsorship shortfalls.

262


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Recreation & Culture Admin - Parks & Recreation Administration Fringe Benefits

(Dept.) 7

Recreation & Culture Admin - Parks & Recreation Administration Hourly-Temporary 69

Recreation & Culture Aquatic Services Aquatics Services - Admin.


Recreation & Culture Aquatic Services Aquatics Services - Admin. Hourly-Temporary 10,029






Hourly-Temporary 17,661

Budget Issue Detail

2016




2016-0195


E - Inflationary

Public

[ACCEPTED] Negotiated Wage Increase in Temporary Salary & Wages



Departmental wage per the negotiated wage increases according to the union contracts for 2016. This includes all part-time staff within Recreation and Culture that is charged to account 8160 (Hourly - Temporary Part Time). Unlike negotiated salary wage increases that are annualized, negotiated wage increases for temporary part-time staff are not included as part of the salary budget process, and are submitted separately. Temp Part-Time wages form a significant part of the entire recreation budget. The budget for Temp Part Time wages totals $6.5M for Recreation. This includes staff such as program instructors, lifeguards, desk staff, etc. They are part of the bargaining units and therefore the corporation is obligated to pay the negotiated wage increases. Even minimal increases in wages will have an impact on the overall budget of Recreation. For 2016 the budget impact that will affect Recreation as a result of negotiated wage increases is $44,970. This increase will align the Temp Part Time wage budgets to actual expenditures. Should this increase not be funded, reductions will be required, either through reduced staffing, or through a reduction of other expenditures. As the part time staffing is directly related to recreation programs and service delivery, a staff reduction would result in a reduction in service levels and or a reduction in revenue, which would lead to ongoing variances.

For example if the wage increase was not approved in Aquatics, the schedule for Recreation swims at Outdoor pools could be reduced by one hour each week. This would allow the department to remain within budget in the labour component, however it would lead to a reduction in the service level. In Arenas the hours of operation could be reduced by one hour per week, in twin pad arenas by having the part time rink attendant leave early to cover the short fall in wages. To do this , the ice rentals would be reduced by one hour per week( i.e. on one pad). This has the potential of lowering up to one hour of ice rentals per week with a net loss of $5,160. This could create an even greater variance. This situation would also hold true for Community programming.

263


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesRecreation & Culture Community

Development


Fringe Benefits (Dept.) 94



Hourly-Temporary 943


Fringe Benefits (Dept.) 15

Recreation & Culture Cultural Affairs Cultural Affairs Office Hourly-Temporary 149





Recreation Facilities-Admin Hourly-Temporary 12,030





Total Revenues (4,089) 0 0 0Net Total 44,970 0 0 0

264

Budget Issue Detail

2016




2016-0129



Public

[ACCEPTED] Windsor International Aquatic and Training Centre and Adventure Bay) Budget Adjustment



As per CR276/2012, Council approved on December 3, 2012 the following "THAT City Council ADOPT a baseline net annual operating budget for 2014 for the FAC that is estimated at $1,251,868 based upon the City operating model and resultant projections by city Administration, subject to annual inflationary and other business adjustments as discussed in the financial implications section of the report".

Now that the facility has been operating for over a year, Administration has been able to analyze some of the operating and financial trends. The 2016 budget has been adjusted to reflect the experience year to date and Administration continues to look at the operations to find efficiencies and improvements to business processes. Mitigating strategies are also in place to help reduce the overall expenditures of the facility and marketing efforts continue so that revenues are increased.

The following are highlights supporting the changes to the 2016 budget for the WIATC.

The 2015 budgeted revenue for the facility was based on projected participation levels experienced in 2014 and part of 2015. Upon reviewing the current revenue trends and average participation rates, the department has reduced the 2016 revenue budget to reflect trends experienced year to date. Reductions in membership revenue as well as drop in revenue are the main drivers behind these adjustments. Included in this budget issue is a reduction in the allocation from the dedicated reserve fund for the admission subsidy as targets for the use of this subsidy have not been met. The overall budgeted revenue for WIATC /Adventure Bay is $4,293,720. This recommended reduction in budget revenue would leave the new target revenue at $3,546,051.

Helping offset this reduced revenue is a change in the lifeguard staffing levels that will allow us to recognize savings while still meeting TSSA standards. This amounts to an annual savings of approximately $350,730 (wages and fringe benefits). A detailed analysis of lifeguard positions was completed with the assistance of the Lifesaving Society which has allowed the department to reduce the number of lifeguards on duty for each hour that the waster park is open. This was done within the regulations and guidelines of TSSA and the Board of the Health continuing to provide a safe yet efficient environment for this service. In addition a change in operating hours was implemented based on participation data that allowed for further net savings in labour costs.

Adventure Bay Participants visits:

January to June 2014 131,234January to June 2015 70,043

As noted above, the number of visits to the facility for the first six months of 2015 is lower than the same period of the previous year, which included the initial opening of the waterpark. Some of this can be attributed to the attractiveness of a new facility and the desire by guests to visit a new family attraction. Moving forward is it is critical that we continue to attract and welcome returning guests. We also need to expand our market saturation to interest and then retain new users to the facility. A Marketing Plan developed specifically for the Adventure Bay Family Waterpark is being implemented within the allocated Marketing budget.

Historical Trend AnalysisYear Budget Actual Variance2014 ($1,295,929) ($3,507,477) ($2,211,548)2015 ($2,740,506) ($3,193,958)* ($453,452)* *based on projections at July 31st

265


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge






Recreation & Culture Aquatic Services Aquatics Services - Admin. Hourly-Temporary (318,846)







TRANSFER From Reserve Funds 100,000

Recreation & Culture Aquatic Services Aquatics Services - Admin. User Fees 647,669


Net Total 396,938 0 0 0

266

Budget Issue Detail

2016




2016-0226



Public

[ACCEPTED] Administrative Line Item Reductions



As part of a detailed analysis of every account line item, the Department has put forth a reduction in various line items of $25,000 from the Administration Division. Although the Administration Division budget is contained in the Recreation and Culture Department budget, this division provides support for three Departments – Recreation and Culture, Parks, and Facilities. These line items are being brought forward to achieve the required target budget reduction however are not recommended by the affected departments and would be a strain on the Administrative resources.

The proposed budget cuts and their impacts would be:

1) Reduction in Office Supplies, Postage, Office equipment- $11,000

Although the vast majority of communication is done electronically, there is still a requirement to send some materials and correspondence by mail. To support marketing initiatives (e.g. when materials are not conducive electronic messages) and where the client does not have access to a computer. This account was fully spent in 2014. This reduction could have a negative impact on customer service and revenues.

Office Supplies/Equipment - Reducing the office supply budget could lead to a year end variance should the supplies be required to meet service demands.

2) Reduction in Temporary wages and Benefits - $11,000

The Administration Division supports three departments- Recreation and Culture, Parks and Facilities. Reductions have been made in recent years to the full time Admin compliment and additional duties have been added (primarily related to the Facilities Department), absorbed by this reduced compliment. The existing complement also absorbed the additional administrative requirements (e.g payroll, accounts payable/receivable, revenue recording etc) for the 2 newest and largest Recreation facilities in recent years, the WFCU centre and the WIATC/Adventure Bay. Operating in all three departments, and especially in Recreation and Culture and Parks, is seasonally driven. Therefore the Temporary staff helps with heavy workload during the peak months of the year. The use of temporary staff has assisted the Administration Division in meeting its obligations to internal clients (staff from the 3 departments as well as Corporate Departments including Finance, Payroll, and HR) as well as direct customer service to external clients. This reduction is likely to lead to delays and missed deadlines.

3) Reduction in Registration Fees - $4,000

Staff are required to remain current in their professional fields, with some staff requiring accreditations and certifications (e.g. High Five Accreditation). A limited number of staff attend professional development sessions provided by Provincial organizations that cannot be obtained through the internal sessions provided by the corporation.

267


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge




Recreation & Culture Admin - Parks & Recreation Administration Conference

Registration (4,000)

Recreation & Culture Admin - Parks & Recreation Administration Fringe Benefits

(Dept.) (1,000)

Recreation & Culture Admin - Parks & Recreation Administration Hourly-Temporary (10,000)

Recreation & Culture Admin - Parks & Recreation Administration Office Equipment

Rental (5,000)

Recreation & Culture Admin - Parks & Recreation Administration Office Supplies (3,000)

Recreation & Culture Admin - Parks & Recreation Administration Postage and

Courier (3,000)







Net Total (26,000) 0 0 0

Three Year Trend

Office Supplies/Postage/Office EquipmentYear Budget Actuals Variance2012 $49,601 $20,988 $28,6132013 $49,601 $26,620 $22,981 2014 $44,601 $26,918 $17,683

Temporary Wages2012 $48,610 $22,627 $25,9832013 $48,610 $27,149 $21,4612014 $48,610 $58,237 ($9,627)

Registration Fees2012 $6,000 $4,110.69 $1,889.312013 $6,000 $4,048.81 $1,951.19 2014 $6,000 $4,205.62 $1,794.38

268


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Recreation & Culture Aquatic Services Aquatics Services - Admin. User Fees (4,400)



Rental Income (1,600)

Budget Issue Detail

2016




2016-0317



Public

[ACCEPTED] User Fee Increase - Recreation and Culture



The Recreation & Culture department is proposing a moderate fee increase to the 2016 schedule of fees. These increases range from 1% for Community Centre programming including increases in prime ice rental, swim class rates, room rentals and outdoor facility rentals to 38% for Tennis Tournament Rental. There are also new fees being added.

There is a new fee being proposed for the rental of Festival Plaza for Special Events that require full closure of the riverfront area having to reroute pedestrian flow to Riverside Dr. This new user fee will charge the renter $200 per day for this additional work required and is considered a supplemental charge to the current rental fee for Festival Plaza. Based on past experience this fee is expected to generate approximately $2,000 in additional revenue.

The impact on revenue of all user fee changes will yield an estimated gross revenue increase of approximately $70,000. However, offsetting this increase is a reflection in the trend in specific facilities where the revenue targets have not been met due to volume and current economic conditions. This is estimated to be approximately $62,000. As a result, budget impact for 2016 is $8,000. New fees for the Chimczuk Museum are incorporated into the budget issue for the New Museum (2016-0127).

It should be noted that projections are difficult to calculate on an annual basis and are subject to fluctuations due to external factors that are sometimes out of the control of the department.

Year Account Name Budget Actual Variance2014 6420 Rental Income $5,323,821 $4,565,151 ($758,670) 6650 User Fees $4,428,827 $3,849, 176 ($579,651)

2013 6420 Rental Income $4,554,817 $4,379,481 ($175,336) 6650 User Fees $2,366,889 $2,175,380 ($191,509)

2012 6420 Rental Income $4,806,501 $4,516,568 ($289,933) 6650 User Fees $2,425,169 $2,102,637 ($322,532)

Please refer to Appendix C - 2016 User Fee Schedule.

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GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesRecreation & Culture Community

Development


User Fees (2,000)


270

Budget Issue Detail

2016




2016-0136



Public

[ACCEPTED] Reduction in Hours at Adventure Bay



The Adventure Bay Family Waterpark, presented by WFCU has been open to the public since January 2014. The facility opened to very large crowds which was sustained through the first quarter, including the March Break period. Changes in attendance patterns have been monitored closely since that time, with weekly statistics reviewed by Recreation, Finance, Marketing and Communications staff, as well as senior management. This has allowed for the identification of trends in use, and the marketing plan has been adjusted along the way in recognition of these trends.

Prior to the opening of the facility, Recreation staff surveyed waterparks in Canada and the United States to benchmark fees and operating hours. A more recent survey has been undertaken to review seasonal changes in operating hours. This survey, combined with statistics from Adventure Bay, has led to the recommendation of some changes to our operating hours and services, with the goals of improving services and creating efficiencies.

This budget issue captures the total cost savings of various options. However please note that the summer would be excluded. These options include;

1. Mondays – Discontinuing Early Bird and Starlight hours and replacing with registered programs for a projected savings of $82,301. Offering specific programs will allow the waterpark to be used for a variety of activities such as water walking, intro to snorkelling, intro to kayaking, swim lessons, etc. The programs would require registration by session and would be staffed accordingly.

2. Tuesdays - Discontinuing Starlight hours and replacing with registered programs for a total savings of $73,031. Offerings would be as above.

3. Closing for one week in September following Labour Day to perform annual maintenance for a total savings of $3,873. It has been determined that a shutdown period of consecutive days would be beneficial to conduct deep cleaning, painting, light replacements, and preventative maintenance tasks. Attendance statistics indicate that the week after school starts would have the least impact as families are focused on back to school activities and routines.

4. Changes to Holiday Hours for a total savings of $3,937. Current Holiday hours are from 10 am – 8 pm. This includes all school holidays. Currently, the only Holiday when Adventure Bay is closed is Christmas Day. An analysis of attendance has demonstrated that participants attend for a shorter time period on certain holidays. On these holidays, it is recommended that the hours be offered from 10 am – 4 pm. In addition, it is recommended that in addition to Christmas Day, the waterpark be closed Easter Sunday. Following is a list of Holidays that are recommended for shortened hours:Thanksgiving MondayHallowe’enChristmas EveNew Year’s EveMonday of Easter WeekendLabour Day

The total of all of these options, should Council choose to implement all of them is $163,142 primarily consisting of savings in lifeguard wages, net of user fees.

It is anticipated that these changes could be implemented by May 1, 2016. Therefore $63,632 would be required in BSR funding.

271


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge














272


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Recreation & Culture Aquatic Services Aquatics Services - Admin. Advertising (1,084)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Car Allowance (250)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Chemicals (1,813)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Clothing - Uniforms (525)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Confections (436)


First Aid Safety Supplies (36)

Budget Issue Detail

2016




2016-0415



Public

[ACCEPTED] To Convert Atkinson Pool to a Splash Pad



CONVERSION OF ATKINSON POOL TO SPLASH PAD KEEPING ALL OTHER POOLS OPENThe Department is bringing forward a recommendation for the conversion of Atkinson Pool to a Splash Pad.

The conversion of Atkinson Pool to a splash pad is being recommended by Administration based on participation rates and financial performance. Although the community association (Friends for Atkinson) would not be in favour of simply closing the pool, they have indicated support for conversion to a splash pad in this park for the community. Should Council approve the conversion of Atkinson Pool, capital funds are required to convert the pool into a spray pad. There would be an annual savings to Recreation of $42,499 and an annual increase in operating cost to Parks and Facilities of $12,500 to start and close the facility as well as maintain the washroom facilities. Individuals that utilized swimming lessons at Atkinson Pool could continue their lessons at Mic Mac outdoor pool, WIATC or the Adie Knox Herman indoor pools which are in very close proximity to Atkinson outdoor pool.

The capital costs for the conversion mentioned above have not been included as part of the 2016 Capital Budget submission. If Council wishes to approve the conversion of Atkinson Pool, the capital costs should be viewed as a high priority since it would be approved outside the normal budget competition for funding The preliminary estimate for conversion of Atkinson pool to a splash pad would be a capital cost of approximately $500,000. The $500,000 would include demolishing the pool, creating the splash pad and alterations to the washrooms to meet AODA requirements.

It should be noted that Atkinson pool is also included in the Pool closure Issue #2016-0150 and that both options for Atkinson can’t be accepted. If the Atkinson splash pad issue is accepted then the pool closure savings will be reduced to $42,499.

273


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesRecreation & Culture Aquatic Services Aquatics Services -

Admin.Fringe Benefits (Dept.) (2,580)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Gas (5,010)



Housekeeping Supplies (317)


Other Training Expenses (328)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Program Supplies (520)


Recreation Equipment (267)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Utilities (6,002)

Recreation & CultureAquatic Services Aquatics Services -

Admin.

VehicleRent-TempOther INTERNAL

(250)

Recreation & Culture Aquatic Services Aquatics Services - Admin. Water (11,572)

Total Expenses (59,366) 0 0 0Human Resources (Corporate)




Recreation & Culture Aquatic Services Aquatics Services - Admin. Concessions 1,000

Recreation & Culture Aquatic Services Aquatics Services - Admin. Rental Income 120



274

Budget Issue Detail

2016




2016-0368



Public

[ACCEPTED] Increase to the Marketing Budget for the WIATC/AB



Adventure Bay’s base marketing budget for 2013, 2014 and 2015 was $100,000/year. Given that the facility didn’t open until 2014, significant marketing efforts didn’t begin until that time, and the unused 2013 budget, which totalled $76,957, was carried forward to 2014. Consequently, in 2014 the facility had a marketing budget of $176,957. In 2015, Adventure Bay had an approved carry forward of $33,574 resulting in a marketing budget of $133,574 for the year.

Even with the larger budgeted amounts in the prior years, it has been a challenge to market the facility. With that in mind, and given that we have ended up with a larger than $100,000 budget for the past two years, we feel that relying on the base amount in 2016 will make marketing a significant challenge. Thus, we are asking for an additional $50,000 in 2016 to help ensure proper coverage for the following areas of focus:

Tapping into the American market isn’t an easy endeavour, given factors such as border-crossing processes and competing more well-established parks. Furthermore, international marketing can be costly. It is recommended that Adventure Bay focus its efforts on advertising in Metro Parent Magazine, which is a localized parenting magazine and network in Metro Detroit. The magazine is issued in both (free) printed format at many locations in the Detroit area (e.g. schools, libraries, grocery stores, etc.), and in a digital version of the publication, which is designed to perform very well in Google searches (currently the predominant method of finding information on the Internet). It is a cost-effective and efficient entry into the American market, which is a good place to focus attention over the next year, as the Canadian dollar decreases in value against the American dollar. Metro Parent is a recognized brand, with almost 30 years of service and an audience that includes Wayne, Oakland, McComb, Ann Arbor and Livingston counties. Their distribution points are regularly audited to verify circulation of publications.

Experience and research over the first two years of marketing indicate that a strong focus on radio and television in a 2.5-hour travel radius should continue to be pursued and intensified. Repetition and reinforced brand recognition are keys to ensuring continued awareness among return visitors within the radius, as well as potential first-time visitors.

The one-minute promo video (and 30-second commercial version) created during the first year of operation has served us very well but has reached the end of its shelf life. In order to stimulate renewed interest, we need to present the public with a new campaign. The calibre of the first video should be met again, which means a professional production company would need to be hired to create the new piece.

It should be noted , The most common way of establishing a marketing budget is to use a percentage of sales. Several factors may influence what the appropriate percentage may be, however, according to the Chief Marketing Council - Worldwide, the percentage can be between 1% and 30%. Realistic ranges for new companies (1-5 years old) are between 12% and 20%, and more established companies (6 years +) are between 6% and 12%. These percentages are based on factors such as how established a product is; what the industry is; and how much the facility can afford.

Revenue at Adventure Bay/WIATC in 2014 were $3,126,438. Based on percentages recommended by the Chief Marketing Council – Worldwide, as Adventure Bay is a new entity, the marketing budget should range between $375,173 (12%) and $625,288 (20%). However, given that Adventure Bay is still in its infancy and is a municipal facility that has limited funding, it would be prudent to recommend a more modest budget of $300,000 (between 9% & 10%). Adminstration recommends a gradual increase recognizing the city's desire to maintain fiscal restraints. Therefore, an increase of $50,000 is recommended for 2016 to bring the total marketing budget to $150,000. With future increases, additional marketing tactics could be implemented such as Billboards, additional Television and radio ads, enhanced promotional materials and an intensive web campaign ( I.E. Google ad words).

In marketing to the States, Adventure Bay would most likely benefit from partnering with Tourism Windsor Essex Pelee Island to raise awareness of our destination, rather than just hoping that an individual attraction can change the perception of our destination.

275


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesRecreation & Culture Aquatic Services Aquatics Services -

Admin. Advertising 50,000


276

Budget Issue Detail

2016


Transit Windsor

Transportation Services Office

2016-0184


B - Legislated

Public

[ACCEPTED] Transit Windsor Pension


One-Time BSR Funding Requirement: $1,420,000 (Funding Required from Fringe Rate Stabilization Reserve)

Pension benefits for employees of Transit Windsor are accrued under two separate and distinct pension plans: the frozen Transit Windsor Pension Plan and OMERS. Benefits for service up to December 31, 1999 are frozen under the Transit Windsor Pension Plan, while benefits for service from January 1, 2000 are provided under OMERS.

The frozen Transit Windsor Pension Plan is a defined benefit plan, based on career earnings, and was originally regulated by the Province of Ontario. On January 1, 1996, the frozen plan was transferred to the federal jurisdiction under the authority of the Office of the Superintendent of Financial Institutions Canada (OSFI). The transfer was a direct result of a Labour Board decision that deemed Transit Windsor to be a federal employer. The transfer to federal jurisdiction triggered a requirement to provide OSFI with a valuation report and the first report was filed effective January 1, 1996. The initial valuation did not reflect any funding deficits.

Transit Windsor’s Pension Plan is currently valued at approximately $28 million. For the last several years, the Plan has required increased contributions due to lower interest rates (which increase liabilities) and higher inflation levels (which result in benefits being indexed at higher rates, which also increase liabilities). In addition to the foregoing, legislated changes to the actuarial valuation assumptions (i.e. improved mortality tables, asset smoothing, etc.) created the need for additional special payments into the Plan.

In 2011, the federal government recognized the burden that funding solvency deficits were creating for employers. In an effort to reduce funding volatility for plan sponsors, the federal government introduced the use of properly structured Letters of Credit (LOC) to satisfy solvency payments up to a limit of 15% of the plan assets. LOCs provide an alternative means for plan sponsors to satisfy their funding obligations in a secure fashion that does not compromise benefit security. The value of the LOC can be the lesser of the solvency deficit or 15% of the market value of plan assets. The value of the LOC is never put into the Plan; it is held by the trustee, in case of bankruptcy, at which time the LOC would be called and deposited into the Plan to discharge the Plan’s liabilities. The bank would look to the City for reimbursement of that amount of the LOC. All LOC funding must be renewed by December 31 (the fiscal year end of the Pension Plan); however, the LOC documents must be in place by December 15.

Since 2011, the Transit Windsor Board of Directors and Windsor City Council have approved the update and renewal of the LOC in accordance with the requirements of the Pension Benefits Standards Act, 1985, satisfactory in content to the City Treasurer and in form to the City Solicitor

In 2014, representatives of Transit Windsor and City Administration participated in a conference call with OMERS for an update on the introduction of the new regulations governing the merger of a Single Employer Pension Plan (SEPP) and a Jointly Sponsored Pension Plan (JSPP) that would allow the transfer of the Transit Windsor Pension Plan into OMERS. In February 2014, Transit Administration and the Deputy Treasurer of the City of Windsor met with representatives from OMERS to discuss any updates to the regulations allowing the transfer of pension assets. Further we asked OMERS to explore options for short term relief, such as changing the asset mix within the OMERS fund, as our situation is now critical because the maximum allowed to be funded by the Letter of Credit would be reached in 2014. Unfortunately no new solutions were available and it was decided to wait on the regulations.

On January 20, 2015 the Ontario Ministry of Finance released “framework” regulations for comment. This is the documentation that we have been waiting for to see if we can convert the frozen pension plan into OMERS. OMERS began the work required to review the regulations. Once finalized, they will then look at our pension, along with Ottawa and Toronto, and determine if a conversion is viable.

The public documents attached on the Ministry of Finance web site describe the proposed content of key regulations that would be required for converting or merging existing single sponsored pension plan (SSPP’s) into jointly sponsored pension plans (JSPP’s), and provide an overview of the proposed conversion and merger

277


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesTransit Windsor Administration -

Transit Windsor Corporate Services Pensions - Contributory 120,000

Total Expenses 120,000 0 0 0Transit Windsor Administration -

Transit Windsor Corporate Services TRANSFER From Reserve Funds (120,000)


Net Total 0 0 0 0

process, the proposed timeline for a transaction, the process, and the proposed framework for a merger with an existing JSPP.

What we are hoping to accomplish is to convert the “value” of the TW pension into a “value” of OMERS pension so TW employees will receive essentially the same pension dollars they would have received if we stayed as the stand-alone plan. It is likely that this review will determine that there is a requirement to fund the going concern and solvency deficits prior to any conversion. Any amount that has to be funded prior to the conversion cannot be quantified at this time but once the conversion is done it is anticipated that no further special payments will be required and the Letter of Credit can be collapsed.

OMERS’ is in the process of reviewing these long awaited regulations. Their assessment process will take some time but, subject to detailed analysis, they have advised that the descriptions appear to be consistent with the key issues OMERS was looking for.

Because of the unknowns with respect to the transfer of Transit Windsor's pension plan to OMERS, one-time funding is being requested again in 2016 until these issues are resolved. All things being equal, and based on the 2014 valuation and the fact that new mortality tables will be used, Transit Windsor could potentially need additional funding to address the solvency deficit, in the range of $1,742,000 to $1,916,200, of which Transit Windsor has a budget of $500,000. The 2015 approved budget included $1,800,000 in expenditures and up to $1,300,000 in funding from the Fringe Benefit Stabilization Reserve. The request for 2016 budget is to increase the expenditure budget and transfer from reserve by $120,000, for a total potential required transfer from the Fringe Benefit Stabilization Reserve of $1,420,000.

The resulting $1,420,000 funding from the Fringe Benefits Stabilization Reserve may not be required as the requirements to fund a solvency deficit will be eliminated if we can move the plan to OMERS. When that is accomplished, the Letter of Credit supporting the solvency deficit can be collapsed, however, the budget covering the going concern deficit would need to be maintained. In addition, it is not known if there are other costs that would need to be incurred for the conversion. Mercer will provide Transit Windsor further estimates as we get closer to year end.

278

Budget Issue Detail

2016


Transit Windsor


2016-0160



Public

[ACCEPTED] Implementation of Smart Bus Technology/Intelligent Transportation System (ITS)



On July 6, 2015, Council approved the implementation of the Intelligent Transportation System (ITS) as follows:

CR129/2015A. That APPROVAL BE GIVEN for the Chief Administrative Officer and the City Clerk to sign a contract with Strategic Mapping Inc., as the successful proponent to the Request for Proposal No. 122-14 Intelligent Transportation System (ITS) for the acquisition and implementation of an ITS solution with an upset limit of $ 2,062,814 plus taxes and further,

B. That APPROVAL BE GIVEN for the Chief Administrative Officer and the City Clerk to sign a five year hosting agreement with Strategic Mapping Inc. for the provision of hosting the proposed ITS software solution for the City of Windsor/Transit Windsor in accordance with their proposal in response to the City of Windsor RFP No. 122-14 with an upset limit of $34,000 plus taxes for five years in total and further,

C. That APPROVAL BE GIVEN for the Chief Administrative Officer and the City Clerk to sign a five year agreement with Strategic Mapping Inc. for the provision of Software Licenses for the proposed ITS software solution in accordance with their proposal in response to the City of Windsor RFP No. 122-14 with an upset limit of $ 303,800 plus taxes for five years in total and further,

D. That APPROVAL BE GIVEN for the Chief Administrative Officer and the City Clerk to sign a five year agreement with Strategic Mapping Inc. for the provision of Software Maintenance and Support for the proposed ITS software solution in accordance with their proposal in response to the City of Windsor RFP No. 122-14 with an upset limit of $80,000 plus taxes for the 5 years in total and further,

E. That APPROVAL BE GIVEN for the Chief Administrative Officer and the City Clerk to sign a five year agreement with Strategic Mapping Inc. for the provision of an Extended Hardware Warranty for the proposed ITS solution in accordance with their proposal in response to the City of Windsor RFP No. 122-14 with an upset limit of $132,000 plus taxes for five years in total and further,

F. That the City Solicitor BE AUTHORIZED to prepare the necessary contracts for these services, satisfactory in form to the City Solicitor, in financial content to the City Treasurer, in technical contact to the CIO/Executive Director of Information Technology, and in technical content to the Executive Director of Transit Windsor, and further,

G. That City Council APPROVE the allocation of the $1.7 million placeholder to the Transit Windsor Intelligent Transportation System project, net of consulting fees already incurred, that was part of the 2013 Enhanced Capital Spending Plan, and further,

H. That City Council APPROVE AND PRE-COMMIT $500,000 required from the planned 2019 Capital Budget allocated in principle for the Transit Windsor Smart Bus Project (TRN-001-08) to the capital project proposed herein, and further,

I. That City Council APPROVE the transfer of $500,000 required to add the camera enhancement to this project from the 2012 Fleet Replacement Project (project id 7121003) to the capital project proposed herein with any surplus remaining at the end of the project to be returned to future bus purchase accounts, and further,

279


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesTransit Windsor Transit Operations TW - Operations TRANSFER From

Capital Projects (55,058)


J. That City Council ACKNOWLEDGE in respect to the Transit Windsor 2017 Operating Budget, the likelihood of a net annual increase of $160,108 (subject to changes in CPI and annual negotiated increases, as well as offsets by other potential savings and efficiencies), as detailed in the Financial Matters section in this report; and further that the staff establishment at Transit Windsor be adjusted by a net 1 FTE positions as follows:• The addition of 1 FTE Hardware Support Specialist• The conversion of 1 FTE Statistics and Transit Technology Coordinator to 1 FTE ITS Coordinator.

As outlined in the report to Council, the start up costs of the capital project include the cost of the ITS Coordinator position as this position will be dedicated to this project. The entire Intelligent Transportation System (ITS) project is projected to have a 12 to 18 months implementation time frame. Transit Windsor is anticipating that approximately 6 months of the ITS Coordinator's time will be dedicated to the project in 2016 and recovered from capital. The transfer from capital projects funding will only occur for 12-18 months. Therefore this reduction is not sustainable. Transit Windsor will need to adjust for this during 2017 and 2018 budget development.

280


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Transit Windsor Transit Operations TW - Operations Transit Revenue 340,000Total Revenues 340,000 0 0 0

Net Total 340,000 0 0 0

Budget Issue Detail

2016


Transit Windsor


2016-0171



Public

[ACCEPTED] Ridership Revenue Estimates



As reported to Council in the 2015 quarterly variance reports, Transit Windsor is currently experiencing a shortfall in its revenue when compared to budget estimates. As reported, a portion of this shortfall was due to technical problems with the new province-wide Social Assistance Management System (SAMS) computer system, that required that the bus pass allowance be issued at $87 to allow Ontario Works clients to purchase the bus pass as opposed to obtaining it through a redeemable voucher code on their cheque stub. Consequently, fewer bus passes were purchased by OW clients. As the technical issues are addressed, the number of bus pass vouchers being redeemed is expected to normalize and return to budget estimates. The other contributing factor to the projected shortfall in revenue is the fact that Transit's ridership projections during the 2015 budget development were based on the anticipated increase in ridership as a result of the opening of the University of Windsor's downtown campus. The delay in the opening of the downtown facility has resulted in ridership not meeting budget estimates. As ridership is often difficult to predict, Transit Windsor is bringing the revenue shortfall issue forward during 2016 budget development as a potential risk area.

Transit Windsor management is currently in discussions with the University of Windsor Students’ Alliance (UWSA) and the University of Windsor to explore the possibility of reaching an agreement and partnership for a U-Pass for students at the University of Windsor. If these discussions are successful, revenue estimates are projected to come back in line with budget estimates, and potentially exceed budget estimates in 2016.

A summary of the transit revenue account for city service for the years 2010 to 2015 (projected) is outlined below:

Budget Actual Variance 2015 * 11,792,632 11,392,632 (400,000)2014 11,297,632 11,289,025 (8,607)2013 10,697,632 10,606,365 (91,267)2012 10,415,001 10,445,123 30,122 2011 10,315,000 10,538,463 223,463 2010 10,135,032 10,091,875 (43,157)

* 2015 projected as per the quarterly reports to Council.

281


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Transit Windsor Transit Sales & Customer Service

TW-Sales & Customer Service Thermal Energy 32,000


Net Total 32,000 0 0 0

Budget Issue Detail

2016


Transit Windsor


2016-0163



Public

[ACCEPTED] Increase in Costs - Windsor International Transit Terminal (WITT)



In recent years, Transit Windsor has been experiencing higher than anticipated costs at the Windsor International Transit Terminal (WITT). To date, Facilities Services has been providing services to WITT, and costs have been exceeding budget estimates over the last several years. In an effort to reduce costs, Transit Windsor has explored options with an external security firm and will be implementing contracted out services for security in the fall of 2015. This change in service has been discussed with Facilities Operations, and does not conflict with Facilities 'Western Campus" initiative. It is anticipated that this will allow Transit Windsor to stay within existing budget levels that Transit Windsor has traditionally been going over.

In addition, a budget submission is required for costs related to Thermal Energy costs that were never budgeted for and are now being charged to the facility.

282

Budget Issue Detail

2016


Transit Windsor


2016-0169



Public

[ACCEPTED] Increase in Vehicle Maintenance Materials



The cost of vehicle maintenance materials has been on the rise in recent years resulting in some significant budget vs. actual variances. This is largely attributable to the on-going maintenance required for the aging fleet and also due to the increased costs of replacement parts related to newer bus technology. A summary of the vehicle maintenance materials account for the years 2008 to 2014 is outlined below: 2008 - 2014 Budget Actual Variance 2014 $928,527 $1,094,892 $(166,365) *2013 $928,527 $1,180,757 $(252,230) **2012 $985,000 $1,331,255 $(346,255)2011 $985,000 $1,245,540 $(260,540)2010 $985,756 $1,199,083 $(213,327)2009 $985,756 $1,189,505 $(203,749)2008 $985,756 $1,113,302 $(127,546) * Excludes one-time funding of $400,000 allocated for mid life engine rebuilds, together with the associated costs, and $300,000 allocated for fleet structural repairs in the 2014 capital budget. ** Funding ($400,000) was provided in 2013 under the Enhanced Capital Spending Fund to fund the anticipated over expenditure in fleet maintenance repairs (including the labour component).

In addition, as reported to Council in the 2015 second quarter variance report, Transit Windsor is projecting a $311,000 deficit in the vehicle maintenance account for 2015 year end.

Transit Windsor's full life cycle costing study is now underway which will assist in determining the optimal cycle of maintenance, renewal and refurbishment of Transit Windsor's fleet. The recommendations will also include identification of any bus deemed in poor condition that requires immediate attention or replacement within the next 2 year period, as well as criteria for determining the threshold at which a bus moved beyond its serviceable life and required replacement. The results of the lifecycle costing review will assist Transit Windsor and Council with recommendations regarding fleet maintenance and replacement.

As outlined in Budget Issue 2016-0180, the budget for fuel will be reduced by $0.05 per litre, or $160,000. These funds will be reallocated to Transit Windsor's Vehicle Maintenance Materials Account in an effort to offset expenditures in this area. As fuel prices continue to be difficult to predict, variances are likely due to unforeseen price fluctuations and there is a risk of higher variances as a result of reducing the budget for fuel (Budget Issue 2016-0180).

283


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesTransit Windsor Transit

Maintenance Fleet MaintenanceVehicle Maintainance Materials

160,000


284


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Transit Windsor Transit Maintenance Fleet Maintenance Motor Fuels (160,000)


Net Total (160,000) 0 0 0

Budget Issue Detail

2016


Transit Windsor


2016-0180



Public

[ACCEPTED] Transit Windsor Fuel Market Rate Increase



The 2015 approved budget for fuel was set at $0.95 per litre. Based on a projected 3,250,000 litres of diesel to be consumed in 2015 (which includes the increase in litres due to the service enhancements implemented in the fall of 2014), every $0.01 deviation from the budget figure of $0.95 per litre translates to a price variance of approximately $32,000.

Given the forecasts of analysts in the field, the average cost per litre to date and the current cost per litre, administration is recommending that the 2016 budget be set at fuel prices of $0.90/litre for both unleaded and diesel fuel. The difference of $0.05 per litre, or $160,000 will be redirected to Budget Issue 2016-0169 - Increase in Vehicle Maintenance Materials.

It should be noted that fuel prices continue to be difficult to predict. As with any forecast of a commodity’s price for an entire year, variances are likely due to unforeseen price fluctuations and there is a risk of higher variances as a result of reducing this budget.

285


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Transit Windsor Transit Maintenance Fleet Maintenance Workers Comp. -

Admin. (10,000)

Transit Windsor Transit Operations TW - Operations Workers Comp. - Admin. (10,000)


Budget Issue Detail

2016


Transit Windsor


2016-0263



Public

[ACCEPTED] Reduction in Workers Compensation Benefits



Transit Windsor is projecting a decline in Workers Compensation Benefits as a result of the settlement of two long-term cases. Transit Windsor is projecting an annual savings of approximately $20,000.

A summary of Transit Windsor's workers compensation account for the years 2010 to 2014 is outlined below:

Budget Actual Variance 2014 450,000 393,095 56,905 2013 450,000 565,338 (115,338) ** 2012 600,000 420,783 179,217 2011 600,000 535,088 64,912 2010 532,006 630,722 (98,716) ** however, recoveries were recorded in revenue in the amount of $279,600 for completion of two large files.

286


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves

Transit Windsor Transit Maintenance Fleet Maintenance


(62,000)

Budget Issue Detail

2016


Transit Windsor


2016-0165



Public

[ACCEPTED] Reduction in Commission Revenues at Windsor International Transit Terminal (WITT)



As recently reported to Council in the 2015 quarterly variance report, Transit Windsor has been experiencing a decline in commission revenues at WITT as a result of customers purchasing tickets online as opposed to purchasing tickets at the customer service windows. The projected deficit for 2015 year end is estimated to be approximately $100,000. A summary of the commissions revenue account for the period 2010 to 2014 is outlined below:

Budget Actual Variance 2014 (175,000) (67,872) (107,128)2013 (175,000) (75,749) (99,251)2012 (175,000) (103,648) (71,352)2011 (175,000) (110,895) (64,105)2010 (165,000) (114,341) (50,659)

Transit Windsor management has been in negotiations with Greyhound representatives in an effort to come up with alternative revenue sources, or other options to minimize the deficit in this area.

Negotiations are on-going at this time, however, several options are being explored. These options include: * The negotiation of a flat fee from Greyhound for services provided by Transit Windsor staff at WITT (which would partially cover the cost of the service that the customer service representatives are providing when Greyhound customers pick up their online ticket purchases). Potential revenue, dependant on contract negotiations, is estimated to be approximately $90,000. * Providing Greyhound with garage maintenance services such as the cleaning, fuelling and storage of Greyhound buses for a negotiated fee. Potential revenue, dependant on contract negotiations, is estimated to be approximately $62,000 (estimated at ($85 x 2 buses) x 7 days per week, for 52 weeks a year).* Assisting Greyhound with their parcel delivery service for a negotiated fee. Potential revenue, dependant on contract negotiations, is estimated to be approximately $25,000 * With the reduction in Greyhound services, Transit Windsor would be reducing hours of operation on the entire terminal. Dependant on approvals for hours of service reduction, approximately $30,000 can be saved.

A separate report will be presented when negotiations have been finalized; at this point Transit Windsor is identifying a potential shortfall of approximately $30,000 in its commission revenue budget estimates, and a potential recovery of expenses of approximately $62,000.

287


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesTransit Windsor Transit Sales &

Customer ServiceTW-Sales & Customer Service Commissions 30,000


288

Budget Issue Detail

2016


Transit Windsor


2016-0221



Public

[ACCEPTED] Transit Windsor - Implementation of a Fare Increase



One option to achieve a 10% reduction to the 2016 operating budget, and to address the projected shortfall in revenue noted in Budget Issue 2016-0171, would be with the implementation of a new fare structure, effective July 1, 2016 which would see a 10% increase in almost all fare categories.

Based on a 10% (rounded) fare increase, the following fares would be implemented, effective July 1, 2016 for all fares, and effective June 15, 2016 for the sale of July passes: and generate an estimated revenue increase of approximately $340,000.

Cash Adult fares increase from $2.75 to $3.00 (9.1%) (pass from $87.00 to $95.70 (10%))Cash Student fares increase from $2.75 to $3.00 (9.1%) (pass from $60.00 to $66.00 (10.0%))Cash Senior fares increase from $2.75 to $3.00 (9.1%) (pass from $44.00 to $48.40 (10.0%)Tickets (book of 5) Adult fares increase from $11.50 to $12.65 (10.0%)Tickets (book of 5) Student fares increase from $9.00 to $9.90 (10.0%)Tickets (book of 5) Senior fares increase from $9.00 to $9.90 (10.0%)

* Affordable pass is equal to the senior pass.* Does not include bus pass program for Social Services.* Bus passes purchased by the School Board increase effective September 2016.* Student Summer Saver from $96.00 to $105.50 valid for July and August (10%).* Tunnel fares increase from $4.50 to $5.00 (pass from $87.00 to $95.70) (10%) and combo pass $157.00 (9.8%).* All day passes and family passes are three times the cash fare (from $8.25 to $9.00).

A summary of fares for several other transit properties is included below:

*$2.75 - London *$3.75 - Brampton *$2.75 - Sarnia *$3.50 - Burlington *$2.75 - Kingston *$3.00 - Brantford *$3.50 - Durham Region *$3.00 - Barrie

Transit Windsor was requested to develop a fare policy to be brought back to Council in early 2015, for approval for a 5 year fare plan that could be tied to the Consumer Price Index (CPI). This was to be done in conjunction with the implementation of Smart Media. This expected implementation in early 2015, as part of the Farebox project has been delayed by the farebox vendor and is anticipated in late 2015 or early 2016. Fare increases would commence July 1, 2016.

It should be noted that the above estimates do not include a decrease in ridership that is a risk and could occur with a fare increase.

289


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

ReservesTransit Windsor Transit Operations TW - Operations Transit Revenue (340,000)


290


GLAccountMunicipal

Levy

Building Permit

Reserves

Off Street Parking

Reserves

Sewer Surcharge

Reserves




Transit Windsor Transit Maintenance Fleet Maintenance Fringe Benefits

(Dept.) 20,544

Transit Windsor Transit Maintenance Fleet Maintenance Salary-Reg.Full

Time 68,486







Net Total 89,030 0 0 0

Budget Issue Detail

2016


Transit Windsor


2016-0168



Public

[ACCEPTED] Addition of 1 FTE Mechanic Position And Top Up of Salary for One Supervisor Position From A Mechanic Position (as approved in August, 2015)



In the recent Transit Windsor Service Delivery Enhancement Governance Model reorganization, the day shift Garage Manager position was eliminated. Transit Windsor management realized that this was leaving the garage maintenance day shift staff unsupervised at times. Initially, the midnight supervisor position was moved to the day shift to manage and monitor the garage operations, but that resulted in the midnight shift being left unsupervised. Management realized the potential safety implications of leaving the garage unsupervised, and in August, 2015, received approval to convert the one mechanic position that was approved in 2015 as part of Transit Windsor's Service Delivery Enhancements (budget issue 2015-0374) to a supervisor position.

With the Service Delivery Enhancements implemented in the fall of 2014, Transit Windsor is seeing an increase in maintenance requirements in the garage. A request is being made for:

1) the addition of one FTE mechanic to address the increase in demand ($73,030); and2) additional funds to top up the salary budget for the conversion of the mechanic position to the supervisor position in 2015 (approximately $16,000 difference). As outlined in Budget Issue 2016-0165, Transit Windsor is currently in discussions with Greyhound regarding the possibility of providing Greyhound with garage maintenance services such as the cleaning, fuelling and storage of Greyhound buses for a negotiated fee. If negotiations are successful, this revenue would be received even if there was not an increase in the number of mechanics.

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Transit Windsor Transit Maintenance Fleet Maintenance Maintenance Supervisor Regular Full-Time TW-NU2 1.01.0

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finance · 2016-0300 3 - budget reduction (target) h - line item reduction public [accepted] city...

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