Finance - Windsor Budget...2012 ± Summer Daegu South Korea 350 Euro (paid out of Mayor s Office...

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………………………………………………………………………………………………………………………………………………………………..4

Finance (Corporate)…………………………….……………………………………………………………………………………………………………………………………………………16

Information Technology…………………………..…………………………………………………………………………………………………………………………………………………..35

Office of the City Clerk

Council Services………………………………………………….……………………………………………………………………………………………………………………………………………..39

Human Resources…………………………………………………………………………………………………………………………………………………………..46

Human Resources (Corporate)………………………………..……………………………………………………………………………………………………………………………………………………..53

Windsor Public Library………………………………………………………………………………………………………………………………………………..57

Office of the City Engineer

Engineering……………………………………..…………………………………………………………………………………………………………………………………………..74

Parks …………………...…………………………………………………………………………………………………………………………………………………..108

Public Works…………………………….………………………………………………………………………………………………………………………………………………………..120

Office of the City Solicitor

Fire & Rescue………………………………….………………………………………………………………………………………………………………………………………..153

Legal………………………………….……………………..…………………………………………………………………………………………………………………………………………………..162

Planning & Building………………………………………..……………………………………………………………………………………………………………………………………………..178

Budget Issue Detail - Accepted (Public)

Table of Contents

Budget Issue Detail - Accepted (Public)

Table of Contents

Community Development & Health Office

Employment & Social Services…………………………………………………………………………………………………………………………………………………………..185

Housing & Children Services…………………………………………………………………………………………………………………………………………………………..204

Huron Lodge………………………...……………………………………………………………………………………………………………………………………………………..217

Recreation & Culture………………………………...……………………………………………………………………………………………………………………………………………………..223

Transportation Services

Transit Windsor……………………………………………………………………………………………………………………………………………………………………….239

Department Division Dept IDGLCategory /

GLAccount Municipal LevyBuilding Permit

ReservesOff Street Parking

ReservesSewer Surcharge

Reserves

City Council Administration - City Council

0111340 - Corporate Strategic Initiative 4231 - Special Projects (75,000)

Total Expenses (75,000) 0 0 0

Net Total (75,000) 0 0 0

Budget Issue Detail

2015

Stage 4: Administrative Accepted

City Council

City Council & Mayor's Office

2015-0314

3 - Budget Reduction (Target)

L - Service Elimination

Public

Reduction in Ward Funds

Recommended by Department

One-Time BSR Funding Requirement: $0

During the 2012 Capital Budget deliberations, Council passed a motion (M271-2012) to re-establish the Ward Fund Policy to accelerate ward specific projects or initiatives that may not otherwise be undertaken.

Subject to annual approval by City Council through regular budget deliberations, each ward is allocated the same funding amount. The amount approved in the 2014 budget was $15,000 per ward or $150,000 in total.

In order to achieve the goal of holding the line on the property tax levy, a reduction of $75,000 is reflected in the proposed budget. This would leave a budget of $7,500 per ward or $75,000 in total.

1





Reserves

CAO's Office Administration - CAO's Office

0121140 - CAO Administration 2070 - Outside Printing (364)


0121140 - CAO Administration 2940 - Advertising (500)


0121140 - CAO Administration

4010 - Administrative Services (700)

CAO's Office Administration - CAO's Office 0131420 - Consulting 2915 - Consulting

Services - External (41,240)


Net Total (42,804) 0 0 0

Budget Issue Detail

2015


CAO's Office

Office of the CAO

2015-0078


K - Service Reduction

Public

Reduction in Corporate Consulting

Not Recommended by Department

One -Time BSR Funding Requirement: $0

Total budget is currently $194,240

Proposed reduction of $ 41,240

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.

3 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 Projected Actuals: $80,805 Projected Variance: $113,435

The remaining $1,564 that makes up the total reduction is from minor line by line reductions in various accounts.

2





Reserves


0121140 - CAO Administration 2610 - Travel Expense 13,000


0121140 - CAO Administration

4155 - Registrations & Conferences 2,000

Total Expenses 15,000 0 0 0

Net Total 15,000 0 0 0

Budget Issue Detail

2015


CAO's Office

Office of the CAO

2015-0451

4 - Budget Increase (Enhancement)

M - Service Enhancement

Public

International Children's Games Delegation



In order to participate in this event you must be invited by the host city. Once you have been invited and attend, then you are given the first option to participate in future games. Windsor first participated in Athens, Greece in 2009. In June 2010, Windsor was selected to host the 2013 Summer International Children’s Games (ICG). A requirement of hosting was that for the 2 years prior, athletes must participate in the games. Reports were written to Council requesting approval for the entry fee which was funded as follows:

2011 – Summer Kelowna, British Columbia 250 Euro + Winter Lanarkshire, Scotland 250 Euro. Total 500 Euro (paid out of Mayor’s Office 2010 Operating Budget)2012 – Summer Daegu South Korea 350 Euro (paid out of Mayor’s Office 2011 Operating Budget)2014 – Summer Lake Macquarie, Australia 350 Euro (paid out of Mayor’s Office 2014 Capital Budget - Bid Account)

Each City delegation is comprised of a City Representative, a Head of Delegation plus participants being the athletes (18 maximum), coaches and managers which cannot exceed 25 in total. All costs of accommodations, meals and transportation during the event are the responsibility of the host city. Travel to and from the event are the responsibility of the delegation. In the past, travel for the City representative and/or Head of Delegation was funded through the Mayor’s Office budget or ICG Capital Budget. Teams selected to attend typically fundraise in order to cover the cost of their travel.

The amount of the budget is to cover travel for a City representative and Head of Delegation plus participation fees (~350 Euros) for each of the summer and winter games.

3





Reserves

FinanceFinancial Planning

0123553 - Perf Measurement & Fin Admin

4025 - Registration Cost Expense 521

Total Expenses 521 0 0 0

Net Total 521 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0395

1 - Budget Increase (Pressure)

G - Line Item Increase

Public

Increase in OMBI Membership Fee



The OMBI Membership Fee for 2014 was $17,300. It is anticipated that this fee could increase by 2% in 2015 and will require $521 in additional budget dollars.

4





Reserves

Finance Asset Planning 0122980 - Corporate Energy 3010 - Hydro - Electric (145,505)

Finance Asset Planning 0122980 - Corporate Energy 3020 - Water (13,884)

Finance Asset Planning 0122980 - Corporate Energy 3030 - Gas (87,689)


Net Total (247,078) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0428


H - Line Item Reduction

Public

MCW Energy Project Savings



The amount $247,078 represents annual verifiable energy savings associated with the corporate wide energy efficiency program implement 2010-2012. This amount was allocated as the annual repayment to the Corporate Energy Reduction Measures project. The project is fully funded and therefore the savings can now accrue to the operating budget.

5





Reserves

Finance Taxation & Financial Projects

0123512 - Property Assessment

6622 - Ownership Changes (40,000)

Total Revenues (40,000) 0 0 0

Net Total (40,000) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0235


I - Revenue Increase

Public

Ownership Changes Volume Increase



Ownership Changes captures fees charged to recoup administrative costs when there is a change in ownership or a new property is added to the tax roll. Although this revenue stream is user driven and therefore difficult to project, an increase is being presented based on the activity experienced over the past few years and the apparent increase in the sale and purchase of homes.

5 Year Trend Analysis:

2010 Budget: ($160,000) Actual: ($262,559) Variance: $102,5592011 Budget: ($250,000) Actual: ($257,500) Variance: $7,5002012 Budget: ($200,000) Actual: ($237,850) Variance: $37,8502013 Budget: ($200,000) Actual: ($238,550) Variance: $38,5502014 Budget: ($200,000) Actual*: ($250,000) Variance*: $50,000

*Year-End Projection

6





Reserves


0123345 - Intergovernmental Subsidies

6740 - Recovery of Internal Salaries (27,696)


Net Total (27,696) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0237



Public

Increase in Finance Recoveries from Social Services Provincial Subsidies



The Corporation is allowed to recover relevant corporate overhead costs when submitting claims to the province for social services. This budget issue captures inflationary increases for those overhead costs that are recoverable.

2014 budget: ($666,715)

7





Reserves

Finance Asset Planning 0122950 - Asset Planning

6990 - Other General Revenue (41,582)


Net Total (41,582) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0243



Public

Elimination of Temporary Position



A temporary Financial Analyst position was put in the department in 2013 to address additional work load to support recoverable work for projects funded by the Ministry of Transportation – Ontario (MTO) and the Windsor-Detroit Tunnel Corporation (WDTC). There is not a budget currently set up for the temporary salary or the funding revenue, as this position was funded by recoveries from MTO and WDTC.

Because WDTC was not utilizing 50% of the person’s time, it has been and requested that the charges be based on actual time instead. The reduction in funding for the position was able to be offset in 2014 because the division had a vacancy in June, providing gapping dollars. In 2015 there is no funding available to cover this gap and as such the temporary position is being eliminated. The WDTC related work will be redirected to the Financial Analyst – Policy position in the Financial Accounting Division and the MTO related work will continue to be supported as part of the remaining 3 Financial Analyst’s job duties in Capital Budget in the Asset Planning Division. Remaining work will be redistributed to the other 2 Financial Analysts and will, however, result in longer lead times or overtime to complete critical tasks such as variance reporting and capital budget development. The recovery for the work completed will continue to be submitted to the MTO and as such becomes revenue that the division can now set as an ongoing budget line item.

8





Reserves

Finance Asset Planning 0123550 - Capital & Reserves



0123609 - Collections, Invest, Banking

6651 - Internal User Fees (1,578)


0123609 - Collections, Invest, Banking



Finance (Corporate) Banking & Interest Charges

0143112 - Interest On Investments

2951 - Other Professional - Internal 637


0229610 - Interest and Penalties on Tax

2951 - Other Professional - Internal 2,109


0229615 - Interest & Penalties on Recvbl

2951 - Other Professional - Internal 531


Net Total (3,610) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0272



Public

Adjust Budgeted Recovery of Finance Staff



The enhanced collection of property tax arrears and related staffing resources, as approved by Council, will continue in 2015 with recoveries coming from the interest revenue charged against outstanding property taxes. In addition, the administrative fee for employees involved in the administration of reserves will also continue in 2015 with recoveries coming from the various Corporate Reserves.

This issue correctly aligns the budget to match the changes in 2015 salaries of the staff being recovered.

9





Reserves

Finance Asset Planning 0122980 - Corporate Energy

6735 - Recovery Of Expenses (270,000)


Net Total (270,000) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0430



Public

Establish Budget To Recognize Revenue From Solar Project at F.A.C.


One-Time Capital Contingency Funding Requirement: $1.2 million

The City is installing a photovoltaic system on the roof of the WIATC. which is expected to start generating electricity no later than February 1, 2015. The OPA under a 20 year contract with the City will pay $0.539 per kWh produced with an anticipated annual production of approximately 500,000 kWh. The first year revenue payment from the OPA for electricity generation resulting from the photovoltaic system is projected to be $270,000.

10





Reserves


2925 - Computer Maintenance (480)


3180 - Computer Rental - Internal (400)


8110 - Salary-Reg.Full Time (42,401)


8399 - Fringe Benefits (Dept.) (12,725)

Finance (Corporate) General Expense Accounts

0145003 - Salary & Wage Adjust Provision

8397 - Fringe Benefit Allocation (12,725)


Human Resources (Corporate) Fringe Benefits - Recovery

0131550 - Fringe Benefits Recovery

6995 - Internal Fringes Recovery 12,725

Total Revenues 12,725 0 0 0

Net Total (56,006) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0238



Public

Elimination of Energy Support Clerk Position



The position was recently vacated and as such an internal review of the duties and direction of the division was completed. This position provides support function for the Energy unit, which in 2013 became a part of the Asset Planning division in the Finance department. The division as a whole is small and is not located in the Finance area due to space challenges at City Hall. The duties of this position are to support the team in, following up with billing issues, invoice payment processing, filing and management of all departmental billing, UnIon Gas preauthorized utility payments, coordination of meetings, typing of minutes, Council reports, tenders, RFP, and general correspondence. It was determined that many of these tasks were already performed in Finance, which Asset Planning is a division of, and as such could be migrated to those positions as the volume was manageable. Challenges in logistics issues will be managed until such time as the division is migrated into the Finance area in the new City Hall. The most significant tasks performed which do not already exist in Finance is the PAP. The division has an active project with IT to implement a Utility data management system which will eliminate the majority of these currently manual tasks. The Union Gas PAP process is being looked at to migrate over to other union staff in Finance. While the loss of any support staff is challenging and will put more work on others overall, it is felt the division is in the midst of transitioning with new technologies and given there will be no displaced employee the recommendation has a low impact overall and can be recommended by management in order to achieve the fiscal goals of the 2015 budget.

Department Division Dept ID Position Title Employee Class Profile Name FTE

Finance Asset Planning 0122980 - Corporate Energy Energy Support Clerk Regular Full-Time Local 543 (1.0)

(1.0)

11





Reserves



2925 - Computer Maintenance 480



3180 - Computer Rental - Internal 400



8150 - Salary-Temporary 76,706



8399 - Fringe Benefits (Dept.) 11,506



8397 - Fringe Benefit Allocation 11,506


Budget Issue Detail

2015


Finance

Office of the CFO

2015-0336



Public

Establish Temporary Salary Budget - Financial Planning Administrator



Due to heavy workload, temporary salary dollars up to $76,706 plus $23,012 in Fringe Benefits are being requested as ongoing temporary dollars.

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.

For a number of years, the FPA support for Parks and Facilities Operations has been shared between two employees (one Regular Full-Time; one Temporary Full-Time) due to significant initiatives occurring in both divisions. In addition, the FPA's have provided consistency in terms of historical financial knowledge which has assisted in supporting recent staffing changes affecting both the Parks and Facilities Operations divisions at the management level.

Despite the significant progress that has been made with respect to financial support in this area, 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;- Continued tracking and reconciliation of the Waste and Recycling operational plan for transitional employees;- 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.

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 three years to ensure that the required level of service provided by Financial Planning continues. To date, this position has been funded through gapping and other savings in the Finance Department, and for 2014 was funded through one-time funding from the Budget Stabilization Reserve. Given the continuing workload in this area, it is being recommended that on-going, temporary salary dollars fund this position. As work on these initiatives continue, and both operational and financial processes are established to reflect the new practices and procedures required to support the Corporate direction of the Parks & Facility Operations Department , the need for the additional financial support to this area will continue to be reassessed.

12





Reserves



6995 - Internal Fringes Recovery (11,506)


Net Total 89,092 0 0 0

13

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0404



Public

Temporary Full Time Supervisor of Energy Contracts



BackgroundAsset Planning / Energy Initiatives has identified a need for an additional staff resource to assist with a more targeted enterprise wide energy management program. Energy Initiatives recently developed and is currently implemented a Corporate Energy Management Plan. The Plan reflects the significant growth of energy efficiency projects and coupled with the suite of incentive programs offered by the Ontario Power Authority will require additional resources to maximize access to this funding sources. This funding mechanism has created a stronger impetus to take advantage and initiate energy efficiency projects in recognition of the anticipated increase in energy costs of 8-10% annually for the foreseeable future. Particularly those projects that have simple payback periods of less than five years and in some cases less than two years. Implementing energy efficiency projects will result in significant ongoing annual operational savings and cost avoidance well beyond the end of the initial payback period.

Position JustificationIn order to take full advantage of government incentives and operational savings, additional resources resulting from a heave workload will be required to support the following initiatives:• Project implementation / administration• Enterprise wide monitoring and energy consumption analysis• Energy Management Software administration

1 - Energy Project Implementation: Two current examples of energy projects include:a) Addition of two high efficiency turbo blowers at LRWRP.The Project has received Provincial approval for a $345,000 capital grant. The project is valued at $785,000 and will save the Corporation approximately $200,000 annually once installed in February 2015.b) Combined heat and power plant at the WFCU Centre This project is valued at $2 million with an $800,000 capital grant (approval pending). Once implemented the combined heat and power plant will generate $500,000 in annual energy savings.While these are examples of larger projects, Energy Initiatives has an additional 24 energy efficiency projects that are in various stages of development / implementation. They represent in excess of $1.5 million in reduced annual costs, $840,000 in revenue generation, and consumption reduction of 15.5 million kWh of electricity and 900,000 cubic meters of natural gas annually.

2 - Consumption Analysis - In additional to requiring assistance to implement the aforementioned energy efficiency projects, a need has been identified for a more comprehensive approach to utility bill analysis throughout the Corporation. Consumption analysis is critical to determine if our buildings / facilities are operating as intended and at optimal energy efficiency. Identifying anomalies in consumption patterns can produce significant operational savings.Two recent cases that underscore the importance of identifying consumption abnormalities include:a) Reflecting ponds located north of 350 City Hall.Reviewing the consumption pattern at this site identified a significant water leak that has resulted in annual savings of $58,000 since being discovered in June 2012. Had this problem been discovered at inception of the water problem in 2006, the City could have saved $350,000.b) Traffic Signal billing.An analysis of traffic light bills noted that the consumption savings as a result of LED conversion was not properly reflected in the monthly invoices dating back the last several years. While these two examples represent significant savings, there are other examples of cost avoidance opportunities that while lesser in value nevertheless support the need to employ the appropriate resources to investigate similar anomalies in consumption patterns.Additional examples:• Defective valve at Riverside Library - $3,200 annual savings• City tree farm irrigation defective system - $17,000 annual savings• Hydro bill payment responsibility of tenant – $14,000 in annual savings

3 - Energy Management Software - Asset Planning / Energy Initiatives is currently investigating an Energy Management Software which will be a critical and powerful tool to assist with energy analysis. To effectively utilize this software will require the ability to deploy resources for the purposes of monitoring, tracking, and verifying energy consumption.

Position Cost / Funding SourceThe Supervisor of Energy Contracts will be required for two years as this will provide a reasonable timeframe for the employee to effectively participate in the aforementioned initiatives. The salary cost is approximately $140,000 inclusive of benefits for the two year contract.

The annual cost for this position is approximately $70,000 (including the benefits). Based on the significant amounts of energy cost saving opportunities that exist across the corporation administration is requesting that this position be funded thorough energy savings. These energy savings are readily quantifiable and often are subject to independent third-party review as part of the verification process employed by the OPA.

Given recent experience and the existing significant amount of energy reduction opportunities a conservative range of annual cost savings as a direct result of this position would be between $120,000 and $250,000.

14





Reserves





Finance Asset Planning 0122980 - Corporate Energy 8150 - Salary-Temporary 60,870













Net Total 0 0 0 0

15





Reserves

Finance (Corporate) General Expense Accounts 0121181 - MPAC 2995 - Other Purchased

Services 23,000


Net Total 23,000 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0342


B - Legislated

Public

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 2013 that MPAC is forecasting an increase of 0.95% for 2015, which works out to an increase of approximately $23,000.

2014 Budget: $2,452,266

16





Reserves


0229610 - Interest and Penalties on Tax

6510 - Penalty - Taxes Receivable 250,000


Net Total 250,000 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0344


F - Revenue Reduction

Public

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 2014 creating a potential deficit of approximately ($250,000) in 2014. Accordingly, 2015 budget will be set on this basis.

5 Year Trend Analysis2010 Budget ($6,300,000) Actual ($6,163,119) Variance ($136,881)2011 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 ($5,762,302) Actual*($5,512,302) Variance* ($250,000)

*2014 Year End Projection

17





Reserves

Finance (Corporate) Payments In Lieu 0226130 - University & College

6110 - Lieu Payment General (30,000)

Finance (Corporate) Payments In Lieu 0226140 - Hospitals 6110 - Lieu Payment General 5,000

Finance (Corporate) Payments In Lieu 0226150 - Jails & Other Lieu Grants

6110 - Lieu Payment General (15,000)

Finance (Corporate) Payments In Lieu 0226195 - PIL-Mun Share of Education

6010 - Main Municipal Tax Levy 220,000


Net Total 180,000 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0345



Public

Payments In-Lieu Revenue Adjustment



The City is able to retain the education share of property taxes that are levied on certain properties that are classified as Payment in Lieu of Taxes (PILT). These properties are generally owned by upper levels of governments but also include municipally owned facilities that are considered public utilities. Since 2008, the Province has been decreasing the Education Rates. Therefore the revenue levied and retained is projected to be lower by ($220,000) in 2015. This revenue loss can be mitigated in 2015 through a $40,000 increased funding received from adjustments in the Institutional (University, Hospitals, Jails) accounts which is based upon increased student and bed capacity reported in 2014.

5 Year Trend Analysis: PIL Municipal Share of Education 2010 Budget $1,600,000 Actual $1,586,848 Variance ($13,152)2011 Budget $1,600,000 Actual $1,656,724 Variance $56,7242012 Budget $1,600,000 Actual $1,556,590 Variance ($43,410)2013 Budget $1,600,000 Actual $1,382,035 Variance ($217,965)2014 Budget $1,600,000 Actual* $1,384,035 Variance* ($215,965)


18





Reserves

Finance (Corporate) General Expense Accounts 0131680 - Contingency 3010 - Hydro - Electric 1,399,643

Finance (Corporate) General Expense Accounts 0131680 - Contingency 3020 - Water (86,662)

Finance (Corporate) General Expense Accounts 0131680 - Contingency 3030 - Gas 281,410


0131680 - Contingency (Parking Operations) 3010 - Hydro - Electric 37,284

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0346



Public

Utilities Inflationary Provision - Hydro, Water, Gas



HydroThe 2015 hydro budget net increase is based on various internal line by line analyses and industry reports. Along with the commodity cost increase adjustment, a number of different locations have been adjusted due to consumption pattern trends.

It is currently anticipated that the full year overall average price in 2014 will be $0.1474, which is 3% higher than 2013. The Ontario Power Authority (OPA) has communicated a 2014 increase of 10% over 2013 (Commercial Operations). The increase communicated for 2015 is 5.7% over 2014 (Commercial Operations). Therefore it makes the projections for 2014 extremely challenging. Equally as challenging is any reasonable projection for 2015 costs.

When assuming consumption usage remains consistent with 2014 and using an inflation factor range of 3.0% to 5.7% (based on information discussed above), the budget increase required for 2015 ranges from $1.3 million to $1.6 million. It is recommended that the higher amount be considered. It should also be noted that a $0.01 per kilowatt hour price increase to the commodity price represents an annualized increase of approximately $900,000 making this budget line very volatile and difficult to predict.

WaterThe 2015 water budget is projected to decrease by ($168,638) based on water rate increase and consumption pattern adjustments. This projection is based on various internal line by line analyses and WUC announcement of 4% rate increase in 2015.

GasThe 2015 gas budget increase is projected to be $296,922 based on a cost increase of 6% and consumption pattern adjustments. This projection is also based on various internal line by line analyses and industry reports. The significantly colder 2013/2014 winter has reduced gas storage levels resulting in price commodity increases.

Every effort is made to closely monitor and analyze trends on consumption and cost on the various utilities accounts. A number of different factors can impact these accounts, such as weather conditions (wet/dry hot/cold) consumer response to temperature changes, impact of global adjustment on commodity cost (which is outside of the City's control), among others.

Efforts to achieve savings through consumption reduction measures have resulted in a 3% decrease in electricity consumption for the period 2011 to 2013. However for the same period the electricity commodity price has increased. Rate and weather variables, which are out of the City's control, generate increases which exceed the consumption and cost savings measures to date. It should be noted that had previous efforts to reduce consumption not been put in place this budget issue would be significantly higher. The Province has indicated that electricity prices will increase an average of 8 to 10% over the next 5 years. With this in mind administration continues to identify and implement additional energy reduction projects, and to resolve anomalies in consumption to further reduce costs and continue to offset the increases in rate as much as possible.

In summary:

2014 Budget Consumption Adj Inflation Adj 2015 Budget IncreaseHydro $11,915,808 $904,014 $722,436 $13,542,258 $1,626,450Water $1,626,661 ($224,182) $55,544 $1,458,024 ($168,638)Gas $1,151,364 $219,907 $77,015 $1,448,286 $296,922

19





Reserves


0131680 - Contingency (Parking Operations) 3020 - Water (3,811)


0131680 - Contingency (Parking Operations) 3030 - Gas 234


0131680 - Contingency (Sewer Surcharge) 3010 - Hydro - Electric 189,524


0131680 - Contingency (Sewer Surcharge) 3020 - Water (78,165)


0131680 - Contingency (Sewer Surcharge) 3030 - Gas 15,277

Total Expenses 1,594,391 0 33,707 126,636

Net Total 1,594,391 0 33,707 126,636

20





Reserves

Finance (Corporate) Fringe Benefits 0131513 - Employment Insurance

8360 - Unemployment Insurance 45,000


Net Total 45,000 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0347



Public

Employment Insurance (EI)



An increase of approximately $45,000 is required in the Employment Insurance budget for 2015. The EI Maximum Insurable Earnings (MIE) for 2015 is projected to increase to $50,000 from $48,600 in 2014.

5 Year Trend Analysis

2010 Budget $2,583,986 Actual $2,656,994 Variance ($73,008)2011 Budget $2,835,532 Actual $2,680,590 Variance $154,9422012 Budget $2,782,000 Actual $2,807,466 Variance ($25,466)2013 Budget $2,975,000 Actual $3,065,675 Variance ($90,675)2014 Budget $3,235,000 Actual*$3,235,000 Variance* $0


21





Reserves

Finance (Corporate) Fringe Benefits 0131516 - Employer Health Tax

8390 - Employer Health Tax 130,000


Net Total 130,000 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0348



Public

Employer Health Tax (EHT)



The Employer Health Tax rate is forecast to remain unchanged at 1.95% of gross taxable earnings. Taxable gross earnings for 2015 are estimated to be approximately $212.9 million based on current YTD totals and a forecast 2% increase over 2014; therefore a budget increase of $130,000 is being recommended for 2015.


2010 Budget $3,648,317 Actual $3,738,553 Variance ($90,236)2011 Budget $3,823,522 Actual $3,583,976 Variance $239,5462012 Budget $3,626,000 Actual $3,661,093 Variance ($35,093)2013 Budget $3,800,000 Actual $3,695,513 Variance $104,4872014 Budget $3,940,000 Actual*$4,070,000 Variance* ($130,000)

*2014 Projection

22





Reserves

Finance (Corporate) Fringe Benefits 0131515 - Canada Pension Plan

8370 - Canada Pension Plan 190,000


Net Total 190,000 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0349



Public

Canada Pension Plan (CPP)



Although the rates have not increased, there is a need to increase the budget as we are projecting a deficit in this account based on the 2014 approved budget. 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, a budget increase of $190,000 is being recommended.


2010 Budget $6,034,947 Actual $5,765,405 Variance $269,5422011 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*$5,950,000 Variance*($190,000)


23





Reserves

Finance (Corporate) Fringe Benefits 0131519 - Sick Leave Gratuity

8350 - Sick Leave Gratuity 1


Net Total 1 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0350



Public

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. While this budget is in line with the five year average, should there be an influx of retirees there is a risk that a significant variance could occur.


2010 Budget $1,100,000 Actual $810,538 Variance $289,4622011 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*$1,200,000 Variance*($100,000)


24





Reserves

Finance (Corporate) General Expense Accounts 0131680 - Contingency 3038 - Thermal Energy 317,540


Net Total 317,540 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0414



Public

Thermal Energy Budget Increase



District Energy (DE) 2014 related costs are trending higher primarily as a result of higher. In addition to adjusting the budget to the 2014 year end consumption projection, a 5% inflation factor for 2015 is being recommended.

Historical Trends:

2012 Budget: $0 Actual: $627,779 Variance: ($627,779)2013 Budget: $991,000 Actual: $1,133,293 Variance: ($142,293)2014 Budget: $1,511,000 Actual*: $1,741,467 Variance*: ($230,467)

*Year-end Projection

25

In-Camera Issue

(This Page Was Left Blank Intentionally)

26





Reserves


0224140 - Net Tax Additions/Reductions

4575 - Tax Reductions - Current Year (300,000)


Net Total (300,000) 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0360



Public

Reduction in Net Tax Additions/Reductions



Based on an analysis of outstanding appeals and available funding in the reserve for tax appeals, a $300,000 reduction to this provision is recommended. This figure is subject to significant changes as more information becomes available regarding the outcome of pending appeals.

27





Reserves

Finance (Corporate) Fund Transfers 0184810 - Cleary Theatre Administration

4245 - Transfer to Capital Fund (350,000)


Net Total (350,000) 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0426



Public

Cleary Capital Project Repayment Reduction


One-Time BSR Funding Requirement: $100,000

The $719,000 in annual savings resulting from the transfer of the Cleary International Centre to St Clair College was maintained in the base budget and used annually as a transfer to the capital fund to finance the capital costs associated with the project. The 2010 operating budget realized savings of $300,000 by reducing the base budget to $419,000. The remaining savings of $350,000 are being recommended to be realized in this year’s budget. This leaves a budget of $69,000 in the Corporate Finance account to fund ongoing WSIB costs associated with this initiative. One-time costs, to a maximum of $100,000, will be required to fund and close the capital project associated with this initiative.

28





Reserves


0131695 - Windsor Airport Management

4010 - Administrative Services (324,000)


Net Total (324,000) 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0427



Public

Airport Management Fee



YQG receives an annual management fee from the City of Windsor of $324,000 ( $27,000 per month). In January of 2013 City Council authorized a non interest bearing loan to YQG in the amount of $998,200 in order to fully fund the pension deficit of YQG. Council further directed that the annual management fee amount paid to YQG be redirected to repay this loan amount after which the management fee to YQG would be eliminated. As at January 1, 2015 it is projected that the loan amount outstanding will have been reduced to a level of $350,200. It is proposed that this outstanding balance be funded from one time funding sources in 2015 and in that in conjunction with this, that the annual management fee to YQG of $324,000 be taken as a permanent reduction in the City’s operating budget.

29





Reserves

Finance (Corporate) Fund Transfers 0229770 - Trns frm Reserve-PAYG Dividend

7054 - Transfer From Reserve Funds (1,000,000)

Total Revenues (1,000,000) 0 0 0

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

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0429



Public

PAYG Dividend



The City’s move from leasing to purchasing various equipment through the Pay as You Go-Leasing Reserve is providing positive returns through more efficiencies and longer life cycles of the equipment. The City currently transfers funds of approximately $1.8 million annually from this reserve fund to the City’s operating budget. Based on projected forecasts for this reserve, it is proposed that this amount be increased by an additional $1 million annually beginning in 2015. This will still maintain a fully funded reserve.

30





Reserves


0143116 - Interest Paid to Reserves

4530 - Temporary Financing Costs 25,000



0143112 - Interest On Investments

6540 - Bank Deposit Interest Earned (475,000)


Net Total (450,000) 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0352



Public

Increase in Interest Income



Based on projected cash flows and projected investment returns, this net revenue budget can be increased by $450,000 ($475,000 overall interest revenue increase less $25,000 higher expense for the reserves share of the interest).

5 Year Net Budget Trend Analysis

2010 Budget $0 Actual $757,402 Variance ($757,402)2011 Budget $0 Actual ($535,305) Variance $535,3052012 Budget ($500,000) Actual ($833,795) Variance $333,7952013 Budget ($525,000) Actual ($1,104,029) Variance $579,0292014 Budget ($826,664) Actual*($1,126,664) Variance*$300,000


31





Reserves

Finance (Corporate) Corporate Revenue Accounts

0121183 - OMPF-Ont Municipal Partnership

6310 - Ontario Specific Grants (2,946,500)


Net Total (2,946,500) 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0358



Public

Ontario Municipal Partnership Funding (OMPF)



The province has announced that the City of Windsor will receive $2,946,500 more Ontario Municipal Partnership Fund revenues in 2015. This funding relates to the Assessment Equalization component of the fund which benefits municipalities with lower assessment valuations.

2014 Budget: ($17,705,400)

32





Reserves

Finance (Corporate) Local Improvements 0221162 - Railway & Hydro

6011 - Mun. Tax Addition - Curr Yr (50,000)

Finance (Corporate) Local Improvements 0221180 - Bridge/Tunnel 6011 - Mun. Tax Addition - Curr Yr (80,000)


Net Total (130,000) 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0403



Public

Right of Way Billings/Bridge and Tunnel Tax Revenue



In accordance with the Municipal Act section 305 and section 320; the Taxation of railway and power utility lands as well as taxes on international bridges and tunnels are billed on an annual basis. Accordingly, a line amount has been added within the budget to bring the budget to the amount expected to be realized in 2015.

2014 Budget - $0

33





Reserves

Finance (Corporate) Corporate Revenue Accounts

0229616 - Windsor Airport Dividend 6560 - Dividends (1,000,000)


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

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0448



Public

YQG (Windsor Airport) Dividend



Based on very positive operating results, we have been advised by the Chair of the YQG Board that a $1 million dividend will be declared.

34





Reserves

Information Technology Administration - Info. Tech.

0131804 - Corporate Telus



Information Technology Technology Infrastructure

0131766 - Communications Data

2150 - Minor Apparatus & Tools (10,000)


Net Total (36,000) 0 0 0

Budget Issue Detail

2015


Information Technology

Office of the CFO

2015-0053



Public

Corporate Cell Phone and Air Card Cost Reduction



By renegotiating the corporate cell phone and air card contract we have secured an annual savings corporately. These bills are managed centrally and funded by each department. This reduction will be passed on to the individual departments once the budget is approved.

35





Reserves

Information Technology End User Management 0125415 - WPL 2710 - Telephone Equipment - General (25,818)

Information Technology End User Management 0125415 - WPL 2925 - Computer Maintenance (95,679)


0131766 - Communications Data

2150 - Minor Apparatus & Tools 3,000

Windsor Public Library Library 0111720 - Library Services Default

4115 - Culture - Recreation Grant 118,497


Net Total 0 0 0 0

Budget Issue Detail

2015



Office of the CFO

2015-0061



Public

Adjustment to the Consolidated Service Delivery Model between the City of Windsor and the Windsor Public Library



Having experienced the first year of shared services between the City of Windsor's I.T. Department and the Windsor Public Library, several operational processes have highlighted the need to reconsider the estimated budget transfer that followed the approval of this model. Several projected expenditures, previously transferred to the City’s Information Technology Department, are realistically more Departmental in nature and therefore, should remain within the Library’s budget. This transfer would assist in maintaining consistency in corporate information technology service delivery with other operational departments.

The budget amounts previously transferred to the City of Windsor’s Information Technology Department that will be transferred back to Windsor Public Library include:

1. SirsiDynix (Catalogue)2. 3M (Self Checkout Machine Maintenance)3. Bibliocommons for Library in a Box4. Hoopla (Subscription for online movie streaming for WPL patrons)5. Cell Phones6. Yellow Pages This will result in a reduction of $118,497 to the Information Technology budget and an increase of the same amount in the annual transfer to the Windsor Public Library, resulting in a net zero impact to the Municipal Levy.

36





Reserves


0131980 - Telephone System

2710 - Telephone Equipment - General (10,000)


Net Total (10,000) 0 0 0

Budget Issue Detail

2015



Office of the CFO

2015-0087



Public

Reduction in Corporate Phone Expense



Savings in corporate phone expenses will be realized in 2015 as a result of improvements made in previous years, such as renegotiating contracts and changing services, along with the implementation of newer, more efficient phone systems; allowing Information Technology to reduce this budget without impacting service. With the addition of newer phone systems however, comes additional, yearly system maintenance costs which will reduce projected surpluses in future years. Updating of phone systems around the corporation are planned to continue in 2015 and future years.

5 YEAR TREND OF EXPENSES2010 Budget: $225,982 Actuals: $208,033 Variance: $17,9492011 Budget: $200,982 Actuals: $197,323 Variance: $3,6592012 Budget: $200,982 Actuals: $160,078 Variance: $40,9042013 Budget: $200,982 Actuals: $175,917 Variance: $25,0652014 Budget: $180,982 Projected Actuals: $170,000 Projected Variance: $10,000

37





Reserves

Information Technology End User Management 0125413 - End User Management



Net Total (16,285) 0 0 0

Budget Issue Detail

2015



Office of the CFO

2015-0402



Public

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 2015 by $16,285 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 2015 recovery from E&SS to I.T. will be $216,037.

38





Reserves

Council Services Policy, Gaming, Licensing & Bylaw Enf.

0125310 - Lottery Licences

6410 - Licenses & Permits 331,000


Net Total 331,000 0 0 0

Budget Issue Detail

2015


Council Services


2015-0098


C - Contractual

Public

E-Bingo Program



The Ontario Lottery and Gaming Corporation has introduced a new funding model to municipalities, the Commission of 6.75% of Net Wins has been reduced to 3% and the Commission of 2% for Concessions has been reduced to 0%. This represents approximately 56% reduction in E-bingo Commission fees collected by the Corporation of the City of Windsor.

These contract terms come into effect on December 1, 2014 for Breakaway Gaming Centre and would translate to a 2015 budget reduction of $234,800.

The Paradise Gaming Centre contract is effective September 1, 2015 therefore a 2015 budget reduction of $96,200 is being requested at this time for a total 2015 Budget reduction of $331,000 for Breakaway and Paradise Gaming Centres.

A budget reduction of $192,400 will be presented during the 2016 budget process to address the annual budget impact for the contract with Paradise Gaming Centre.

It should also be noted that the current traditional paper hall is in discussion with the OLG about transitioning to an e-bingo hall in 2015 which could have a further impact on fees. However, information is limited at this time and administration will report as more details become available.

2010 Budget $(1,989,084) Actual $(1,505,793) Variance $(483,291)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 $(1,400,717) Variance $0 (Projected to Year-End)

39





Reserves

Council Services Communications & Cust. Service

0131729 - 311 Call Centre

2980 - Maintenance Contracts 13,000



0131729 - 311 Call Centre



Net Total 6,500 0 0 0

Budget Issue Detail

2015


Council Services


2015-0125


C - Contractual

Public

Motorola ASP Hosting Contract 311 CSR Customer Service System



The Motorola contract annual escalation increase of $13,000 in 2015 for a total contract cost of $456,500 inclusive of Non-Recoverable HST, as approved (CR278/2012). This contract is subject to a cost sharing arrangement with Enwin for 50% of the annual cost for the duration contract period from January 1, 2013 to December 31, 2015.

40

In-Camera Issue


41





Reserves

Council Services Policy, Gaming, Licensing & Bylaw Enf. 0125160 - Licencing 8150 - Salary-Temporary (35,612)

Council Services Policy, Gaming, Licensing & Bylaw Enf. 0125160 - Licencing 8399 - Fringe Benefits

(Dept.) (5,342)

Council Services Policy, Gaming, Licensing & Bylaw Enf. 0125315 - Gaming 8150 - Salary-Temporary (6,799)

Council Services Policy, Gaming, Licensing & Bylaw Enf. 0125315 - Gaming 8399 - Fringe Benefits

(Dept.) (1,020)









Net Total (48,773) 0 0 0

Budget Issue Detail

2015


Council Services


2015-0398



Public

Elimination of Temporary Salary Budget



Elimination of the Temporary Salary budget would hinder the ability to hire students and/or temporary staff as required. However, this account was not used in previous years to help control costs and is being submitted to achieve the target budget reductions.

42

Budget Issue Detail

2015


Council Services


2015-0309



Public

Strategic Marketing Partnerships



Purpose:Communications and Marketing will develop an innovative, revenue-generating program that creates partnerships between public and private sectors. This will allow the City of Windsor to expand services and fund supplemental programs despite reduced budgets. The department will assess what community assets and properties, such as parks and facilities, can be leveraged for partnerships, sponsorships, advertising, and other revenue-generating programs customized for the community.

How it Works:•Identify assets and evaluate opportunities•Maximize vendor relationships•Seek and provide revenue consulting•Assist in negotiating marketing contracts and agreements•Manage programs and partnerships

Key Benefits to the Community:•Increase revenue to improve community services•Long term contractually obligated revenue•Incremental in-kind products and services•Enhance the image and brand of our municipality•Develop green partnerships to support sustainability

To Do:•Asset Research & Evaluation – conduct a preliminary asset audit using the city’s website and discussions with designated municipal officials to determine the most viable revenue generating approaches as well as an onsite inspection and evaluation of our city’s top facilities and properties.•Creative Session – brainstorming session with our key city staff and stakeholders on how to generate incremental revenue for our city’s Corporate Sponsorship and Marketing Program. Consider naming rights, official partnerships, franchises, point of purchase opportunities, vending, sponsorships, and placement of communications and technology.•Online Customized Municipal Marketing Web Site – develop a customized municipal marketing web based revenue generating tool that features our city’s Corporate Sponsorship and Marketing Program as well as city events.•Category Opportunities – Identify the most lucrative revenue generating programs taking into consideration the revenue potential, degree of difficulty to execute and anticipated public acclaim. (transportation, events/programs, signage, green initiatives, pouring rights, and naming rights)•Corporate Partner Target List – identify a priority prospect list to be included in the Marketing Partnership report.•Customized Partner Packages/RFPs (Collateral Materials) – address each category opportunity separately to ensure maximum response and guide our city in developing sales and marketing materials.•Marketing Partnership Report – based on the work completed, the Marketing Partnership Report will be developed defining specific opportunities that are available for immediate activations.

Budget recommendation for 2015 – Target Revenue $100,000

Activity Guide:• Increase ad sales through an increase in pages, focus on sales and an increase in ad fees, justifiable due to an increase in exposure for clients - $15,000

Special Events:• Partner with the community on fundraising efforts that provide opportunities for partners and at the same time - funds for enhancing city programs –$5,000

Sponsorship /Grants/Community Partners:• Create “Fun Activity Days” to be held on specific holidays in partnership with other agencies - $80,000

Total budget revenue projection for 2015 - $100,000

43





Reserves


0153111 - Communications Unit



Net Total (100,000) 0 0 0

44





Reserves

Council Services Policy, Gaming, Licensing & Bylaw Enf. 0125118 - Dog Licence 6410 - Licenses &

Permits (18,600)

Information Technology Enterprise System Support

0131772 - Enterprise Systems Support 6650 - User Fees 13,200

Information Technology Project Mgmt & Applications

0125411 - Project Management & Applicat 6650 - User Fees 5,400

Total Revenues 0 0 0 0

Net Total 0 0 0 0

Budget Issue Detail

2015


Council Services


2015-0324



Public

Changes to Dog Tag Fees


One Time BSR Funding Requirement: $18,600

The current basic dog tag fee is ($15 altered, $32 unaltered) plus a $2 or $3 administrative fee depending on the payment type (over the counter or electronic). Fees for restricted dogs are $100 for the first dog and $125 for the second.

Administration proposes a $2 Dog Tag fee increase and the elimination of the Online ($2) and Over the Counter ($3) administrative fee which would result in a net $0 budget corporately.

Due to timing of the adoption of the 2015 Approved Operating Budget, this Fee increase would be in effect for the 2016 Dog Tag sales that will start December 2015.

45

Budget Issue Detail

2015


Human Resources


2015-0083


C - Contractual

Public

Non Union Salary Market Review



In November 2005, City Council first established the mandate to conduct a compensation or salary market comparison every three (3) years, based on a recommendation made by the Hay Group in its “Final Report to Council on Non-Union Compensation Programs”. Council affirmed the practice of undertaking a review of the non-union employees’ compensation every three (3) years upon approving in April 2008 a target pay at the 65th percentile of the market, effective January 1, 2007.

Additionally, the Corporation entered into an agreement with the Civic Association of Non-Union Employees (CANUE), signed April 1, 2010, whereby a market salary review would be completed every three (3) years commencing in 2010, and that salaries would be maintained at no less than the 50th percentile of the comparator municipalities (approved by Council Resolution CR137/2010).

Specifically, the Memorandum of Agreement signed by CANUE, the Corporation and CCW-PETU states...“The Corporation will agree to conduct a market salary review commencing in 2010 and thereafter every three (3) years for CANUE employees, and that salaries will be maintained at no less than 50% percentile of the comparator municipalities using the methodology used in the 2007 market salary review.”

On April 30, 2010, the CAO approved the recommendations made within an Administrative Report under the Delegation of Authority re: Sole Source Request to Retain Consultant for Salary Market Comparison 2010 dated April 19, 2010 (CAO#1402) and added the following applicable amendments: “Future reviews need to be budgeted within the budget as this is expected to be standard – every 3 years.”

Furthermore, in a report titled Non –Union Salary Market Comparison 2010 – Survey Methodology to Council #14985 on November 29, 2010, it was recommended in part:

THAT City Council BE INFORMED that Administration will undertake the COMPLETION of a salary market comparison of non-unionized positions, within the Corporation of the City of Windsor, and for purposes of maintaining a consistent methodology will exclude the Corporate Leadership Team positions, as previously endorsed by City Council and in accordance with the Memorandum of Agreement (the “MOA”) and the Terms and Conditions of Employment between the Corporation of the City of Windsor (the “Corporation”) and the Civic Association of Non-Union Employees (CANUE), signed on April 1, 2010;

AND THAT City Council AUTHORIZE the COMPLETION of the salary market comparison, as noted above, by Gazda, Houlne & Associates Inc. (the “Consultant”) using a new methodology proposed by the Consultant, which uses actual data filed by municipalities (i.e., the annual Financial Information Return or FIR) with the Province of Ontario, Ministry of Municipal Affairs and Housing to determine and select comparable municipalities to the City of Windsor for a salary market review, at the quoted price of $28,750 (plus applicable taxes) – this is the option recommended by the City of Windsor’s Salary Market Comparison– 2010 Committee (for non-union positions);

AND THAT Council APPROVE the INCLUSION of the Chief Administrative Officer (CAO) and the five (5) Corporate Leadership positions directly reporting to the CAO at an additional cost of $7,200 (plus applicable taxes);

THAT the expenditures be CHARGED TO the CORPORATE CONSULTING ACCOUNT in 2010 requiring PRE-APPROVAL OF a budget carry forward at the end of 2010 was approved.

Council approved the above recommendations as per CR 431/2010. It was also reported within the Financial Matters section that “...a budget carry-forward will be required/requested to cover this cost for this aspect of the 3 year review. In order to meet this obligation, it is recommended that the Human Resources base budget be adjusted to allow for an annual contribution to a reserve account of approximately one-third (1/3) of the cost of this work so that this obligation is properly funded as each 3 year commitment arises.”

On May 3, 2011 one of the resolutions Windsor City Council adopted was in regard to the Non-Union Salary Market review as follows:“That Council Approve the establishment of a Non-Union Salary Market Review Reserve Account and that the approved annual operating budget be transferred to this reserve account subject to the approval of the CFO and City Treasurer.” Further, the 2013 Terms and Conditions of Employment for CANUE employees state that a Salary Market Review would be conducted every two years.

Council approved the frequency of the Non Union Salary Market Comparison reviews during the 2012 Budget deliberations (Reports#15775, 15776 and 15777 M123-2012) to every 2 years which would cover the period from 2013 to 2014. It should be noted that a Compensation Review for a 3 year period of time consisting of 2010, 2011 and 2012, was conducted. The last review was completed in 2013 for the years 2013 and 2014 and cost $43,193. The next review will cover the 2-year period of 2015 and 2016.

The reserve account is required to ensure funds are set aside for a compensation review to be completed every 2 years, as opposed to every 3 years as was originally approved. We anticipate based on past experiences the Salary Market Review to cost between $35,000-$43,000. We are hopeful that a basic Salary Market Review could be completed for $35,000 moving forward; however, an additional $5,000 expense is expected for each additional meeting or request from the consultant for work outside the scope of the original contract. If the intent is to include funding to cover additional meeting or consultant work expenses, the annual transfer to the reserve account will need to be increased accordingly for a total annual budget of $20,000.

The 2014 Approved budget is $12,000.

Reserve Account (1783) Non-Union Market Review balance is $10,620 as of August 31, 2014.

46





Reserves

Human Resources Administration - Human Resources

0124110 - Human Resources Admin Mgt

4248 - Transfer to Reserve Account 8,000


Net Total 8,000 0 0 0

47





Reserves

Human Resources Organizational Develop & OH&S

0131600 - Health & Safety

2915 - Consulting Services - External 1,800


Net Total 1,800 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0113


C - Contractual

Public

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 contract with the Electrical Safety Authority (ESA) came due for renewal in April 2014. The current contract that is now in place with ESA, effective April 1, 2014 to March 31, 2016, sustained an increase to $26,150 (inclusive of HST) per year effective in 2014 for the remainder of the contract period. Due to the timing of the contract, we did not request a budget increase for this account in 2014.

2013 Budget $21,850 Actual $23,623 Variance ($1,773)2014 Budget $21,850 Actual $23,623 Variance ($1,773) (Projected to Year End)

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.

48





Reserves





Net Total (39,398) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0333



Public

Increase in the 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.

2014 Approved Revenue Budget $183,074

49





Reserves



4248 - Transfer to Reserve Account (50,000)


Net Total (50,000) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0067



Public

Succession Planning Initiative



The annual transfer to the Succession Planning Reserve Account is being offered to meet the required 10% budget cut scenario.

As reported in the June 24, 2011 Succession Planning A Practical Approach report, an estimated 49% of the City of Windsor's workforce and 49% of the non-union management staff will become eligible to retire by year 2021(based on regular full-time employees, not including police). And while retirement is just one reason that employees may leave a position and the organization, other factors including redeployment or promotions to new positions and resignation from the corporation also contribute to creating vacancies within the organization.

Without a strategic approach to succession planning, any value built into the organization may be lost. Successful succession management comprises strategic talent management, in which we ensure we have the human capital to adapt, respond, and succeed in an evolving municipal environment. It focuses on key talent pools regardless of leadership level whose performance makes the organization effective. Strategic talent management embraces selection, development, and performance to recognize potential and keep a steady supply of people moving up and across the organization. To work effectively, the plan must identify key roles and the capabilities required to succeed in those roles, determine current and potential talent for filling those roles, identify development needs, and take a broad view of existing talent pools. The ability to move people cross-functionally is important to succession, as lateral moves are considered a viable and sometimes overlooked way to fill needed roles with high-potential employees.

Failing to execute a succession management strategy will signal the lack of behaviours needed to handle the kinds of changes that are certain to come at an ever-growing pace. A layered approach can help create a succession plan that ensures the right talent will be available when needed. It is therefore critical for long-term planning, skills development and execution of organizational strategy. Over time, it should become a continuous process integrated with training and development initiatives.

This reduction is recommended as there are unspent funds available in the reserve.

2014 Succession Planning Reserve Account Approved Budget $100,000Succession Planning Reserve (account 1784) balance as at September 30, 2014 is $420,994To date, there have been three items approved to be funded from this Reserve account, $40,000 for the Finance Department in 2012 and $50,000 from the Parks Department in 2012/2013 and the Manager of Pollution Control in 2013 plus $15,000 for the Talent Management program start up in 2014.

There are several Succession Planning tools available to the Corporation as a management strategy. Strategies to be considered for Succession Planning which are currently in progress include Job Shadowing, Mentoring, Coaching, Temporary Positions, P.A. Discussions, Corporate Training, Job Rotation, Education Assistance, Apprenticeship, Acting Assignments, Committees, Projects, Phased-In Retirement, External Secondments, Leadership Windsor Essex, Art of Supervision, Certifications (Management Windsor, Computer Technology, Municipal Leadership)

50





Reserves




Human Resources Employee Services & WSIB

0131450 - WSIB Administration







8110 - Salary-Reg.Full Time 72,556









Net Total 95,401 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0378



Public

Disability Management Specialist (DMS) Position



Legislative changes in the WSIB area around Early and Safe Return to Work requirements require our DMS staff to become more extensively involved in consultations and evaluations with a variety of experts in the return to work field. These consultations assist us to ensure employees returning to work can do so safely without undue risk to themselves, the Public, and their fellow workers. Once a determination has been made that an employee can safely return to work, further evaluations must occur to identify what components of a position a returning employee can do and what accommodations or modifications may be needed to their work environment to ensure their safety and that of their co-workers.

The process of appealing a claim to the Workplace Safety and Insurance Board is a detailed, time consuming and time sensitive process. It is reasonable to expect that given sufficient resources the Corporation could identify and appeal claims where a valid basis for a challenge is identified. However human resources must be available to commit the time and effort needed to this appeal process. Under current staffing levels this time is not always available. While we have been able to cut our WSIB cost between 2010 and 2013, by over $200,000, it would be our expectation that with this position we will continue cutting this cost.

At the time the Integrated Attendance Management (IAM) Policy was approved, corporate sick time usage had reached an average of 13.4 days per employee. Administration is pleased to report that due to a number of programs and measures, the overall sick leave in 2013 had been reduced to 12.5 days. With additional efforts placed on the program through an added DMS to our establishment we can further reduce this number.

We are developing strategies to have our four Safety Advisors work in partnership with our three DMS’ with an expanding mandate to work with our departments to reduce accidents, injuries and occupational disease claims. We have a number of sound measures established. However in order to further expand our partnerships we are looking at having teams of a Safety Advisor and a DMS work specifically in each area of the corporate structure to enable us to apply successful accident reduction strategies that are tailored to each unique work environment and continuously assess and modify their applications towards accident and injury reduction.

We know that some areas of the Corporation have traditionally higher sick leave and absentee rates, and as such, these areas require a much more significant time commitment which under current staffing levels diminishes the time our DMS have to provide service to other areas with more manageable absence rates. An additional DMS will allow us to concentrate on those areas that may require added attention to bring down their absenteeism rates.

This request includes salary, benefits and annual computer maintenance charges.

51


Human Resources Employee Services & WSIB 0131450 - WSIB Administration

Disability Management Specialist Regular Full-Time Non-Union 1.0

1.0

52

Budget Issue Detail

2015


Human Resources (Corporate)


2015-0131


C - Contractual

Public

Group Life Insurance Program



A. Group Life Insurance

A budget request of $211,000 is being proposed in Group Life Insurance premiums due to the salary increases from negotiated employment contracts over the last couple of years. Typically there are three factors which drive the insurance premium budget, 1. increases to the premium rates, 2. changes in salary step levels for current employee's and 3. overall changes in employment levels e.g. staff movements/promotions. In the last round of negotiations with the provider the City secured a fixed premium rate. Further, there has not been significant changes to the number of employees.

Although the City negotiated a fixed premium rate guarantee of 10% to be funded from the RDA and CFR the budget increase (As outlined in 2013-0091) effective from January 1, 2013 to December 31, 2015 due to the salary increases from negotiated employment contracts over the last couple of years an increase of $211,000 is required at this time.

2014 Approved Budget Group Life Insurance $1,113,0012015 Requested Budget Group Life Insurance $1,324,000

2009 Budget $1,322,644 Actual $950,201 Variance $372,443 2010 Budget $1,039,837 Actual $976,869 Variance $62,968 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 $1,179,973 Variance $(67,000) (Projected to Year-End)

B. Accidental Death and Dismemberment

Comments / Assumptions Maintaining 2014 rate of $0.43/$1,000 for 2015. Negotiated increases and step progressions have no impact on volume of insurance. Total volume is approximately 69,780,000

Calculations Rate is 0.43/$1,000. 69,780,000 x 0.43/1,000 = 30,005.40 x 8% = $32,406. Therefore total request for AD/D is $32,406.

2014 Approved Budget Accidental Death and Dismemberment $32,8002015 Requested Budget Accidental Death and Dismemberment $32,406

2009 Budget $40,500 Actual $40,500 Variance $02010 Budget $40,206 Actual $40,206 Variance $0 2011 Budget $40,500 Actual $40,500 Variance $02012 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 (Projected to Year-End)

C. Retiree Death Benefit

Comments / Assumptions In the last 5 years, plus the projected deaths for 2014, we have been averaging 32 deaths per year. Require 32 x $10,000 = $320,000 to cover the costs of the deaths.

As of August 31, 2014 there is $194,757 in the reserve fund to cover the deaths, therefore no need to increase the premiums which we lowered in 2011 from $2.89/1,000 to $2.41/1,000 to limit the amount of growth in reserve fund. Negotiated increases and step progressions have no impact on the volume of insurance. Total volume at August 8, 2014 is 11,308,500.

53





Reserves

Human Resources (Corporate) Fringe Benefits - HR 0131514 - Group Life Insurance

4248 - Transfer to Reserve Account 33,042

Human Resources (Corporate) Fringe Benefits - HR 0131514 - Group Life Insurance

8340 - Group Life Insurance 210,606


Net Total 243,648 0 0 0

Calculations 11,308,500 x $2.41 / $1,000 = $27,253.49 x 12 = $327,042. Therefore total request for Retiree Death Benefit is $327,042.

2014 Approved Budget Retiree Death Benefit $294,0002015 Requested Budget Retiree Death Benefit $327,042

2009 Budget $336,856 Actual $336,856 Variance $02010 Budget $342,996 Actual $342,996 Variance $0 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 $294,000 Variance $0 (Projected to Year-End)

54





Reserves

Human Resources (Corporate) Fringe Benefits - HR 0131520 - Greenshield 8395 - Health Coverage 596,168


Net Total 596,168 0 0 0

Budget Issue Detail

2015




2015-0132


C - Contractual

Public

Green Shield Benefits



The 2015 budget increase represents the Health benefit plan increases based on the overall projected increase of 2% for all premium rates for the Active, Retiree and Surviving Spouse Groups.

2014 Approved Budget is $18,638,4002015 Requested Budget is $19,234,568

2009 Budget $16,640,000 Actual $16,762,191 Variance $(122,191)2010 Budget $16,313,021 Actual $16,794,655 Variance $(481,634)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 $18,638,400 Variance $-

Attachment includes a break down of head count by employee group.

55





Reserves

Human Resources (Corporate) Fringe Benefits - HR 0131510 - OMERS 8310 - Pensions - Contributory (154,375)


Net Total (154,375) 0 0 0

Budget Issue Detail

2015




2015-0391


C - Contractual

Public

OMERS



The following comments and assumptions were considered for the 2015 Budget.

1. 2015 YMPE was not available at the time of the budget submission, therefore the YMPE from 2014 of $52,500 was used. This budget request may change based on the YMPE for 2015.2. Used new contribution rates of 9.0% up to YMPE and 14.6% over the YMPE for NRA 65 and 9.2% and 15.8% for NRA60 effective 01-01-2015 in calculations as provided by OMERS.3. Did not take into account any step progressions throughout the 2015 year.4. Transit Windsor and the Windsor Public Library data were not taken into account for these calculations.

The calculation considers all employees enrolled in OMERS in the following pay groups:

CUPE Local 543CUPE Local 82Mayor and City CouncilNon Union Non Union CANUENon Union - PoliceWindsor Police Association (WPA) - UniformWindsor Police Association (WPA) - CivilianOntario Nurses Association (ONA)Windsor Professional Firefighters Association (WPFFA)

2014 Approved Budget $19,539,6202015 Requested Budget $19,385,245

2009 Budget $13,400,000 Actual $13,466,023 Variance $(66,023)2010 Budget $13,656,324 Actual $14,529,102 Variance $(872,778)2011 Budget $15,560,846 Actual $15,212,877 Variance $347,969 2012 Budget $17,288,000 Actual $17,107,148 Variance $180,852 2013 Budget $18,909,300 Actual $18,962,993 Variance $(53,693)2014 Budget $19,539,520 Actual $19,539,520 Variance $0 (Projected to Year-End)

56





Reserves




Net Total 110,500 0 0 0

Budget Issue Detail

2015


Windsor Public Library


2015-0281


C - Contractual

Public

2014 & 2015 Negotiated Salary Contract



The 2014 Negotiated Salary Contract increase for local 2067 was 1.0%. The amounts for this contractual increase were not mitigated in the prior budget year. $50,000

The 2015 Negotiated Salary Contract increase for Local 2067 is 1.25%. This contract ends on December 31, 2015. The amount below includes the increased costs to OMERS. $60,500

57





Reserves




Net Total 18,832 0 0 0

Budget Issue Detail

2015




2015-0282


C - Contractual

Public

2015 Non Union Salaries Increase



The Non Union Salary increase for 2015 is 1% the amount below also includes the additional cost of OMERS on this salary increase.

Included in this amount is the salary and benefit increase for the new CEO for the Windsor Public Library hired in 2014.

58





Reserves




Net Total 77,225 0 0 0

Budget Issue Detail

2015




2015-0283


C - Contractual

Public

Increase in Greeen Shield and Medavie Blue Cross Contract for 2014 & 2015:



The 2014 contract increase for group benefits is $42,900 – this amount was not mitigated in the prior budget year.

The contract increase for Group Benefits for 2015 is 4.6%. This contract renews on August 1st each year. The group benefits for WPL have been with Medavie Blue Cross for 5 years and Green Shield for 18 years. The increase for 2015 is $34,325.

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. The two main areas which increased over the past year per our experience review with PBL Insurance (Broker) are for Health Care $6,648 and Dental costs $14,184. There was a minimal increase to LTD of $2,964 and a decrease to the cost of Basic Life Insurance in the amount of $(1,476).

59





Reserves




Net Total 3,526 0 0 0

Budget Issue Detail

2015




2015-0443


C - Contractual

Public

2015 Contract Increases



SIRSI Dynix (our automated library cataloguing system) $2,8403M self-checkout system at all branches $686Total $3,526

60





Reserves




Net Total 29,950 0 0 0

Budget Issue Detail

2015




2015-0285


E - Inflationary

Public

Estimated Increase in Utilities Costs



2014 estimated increase for utilities costs was $17,950 – these costs were not mitigated in the prior budget year.2015 estimated increase for utilities costs is $12,000.Below find a 5 year analysis of actual amounts.

Windsor Public Library Utilities Analysis Electricity Water Union Gas TOTAL % Change2009 $210,277.02 $29,523.29 $71,474.49 $311,275.46 20.3% 2010 $196,689.45 $28,544.37 $60,924.96 $286,158.78 (8.07%)2011 $207,556.60 $27,112.31 $67,642.58 $302,311.49 5.644%2012 $197,785.55 $29,880.42 $46,958.01 $274,623.98 (9.16%)2013 $219,014.27 $29,135.33 $44,832.60 $292,982.20 6.68%2014 (Jan to Jun) $110,045.44 $12,461.88 $30,505.45 $153,012.77

Est 2014 $220,090.88 $24,923.76 $61,010.90 $306,025.54 4.45%Est 2015 $231,535.61 $26,219.80 $64,183.47 $321,938.87 5.2%

Consideration has to be given to weather conditions which fluctuate from year to year and the aging equipment in these facilities.

61





Reserves




Net Total 75,000 0 0 0

Budget Issue Detail

2015




2015-0288


E - Inflationary

Public

Supply Costs - Aging Work Force Increase Sick Time



Windsor Public LibrarySupply Cost Analysis

Actuals Actuals July YTD Dec YTD Budget Budget Difference 2012 2013 2014 EST 2014 2014 2015

Sick Coverage $103,955 $142,619 $112,551 $192,944.23Vacation Coverage $125,901 $115,250 $ 62,932 $107,882.83Miscellaneous Coverage $108,400 $ 95,944 $ 81,067 $138,972.72

Totals $338,257 $353,812 $256,550 $439,800.00 $273,394 $381,394 $108,000% Increase 4.60 24.30

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.Our aging workforce is a contributing factor to the sick time. As the 2014 budget amount does not begin to cover the actual increased costs of sick time, the 2015 budget has been increased - senior staff will work to reduce the amount of supply staffing used.This increase would provide a 7.8% increase from actual expenditures in 2013 but a reduction of 15.3% from estimated 2014 dollars.

62





Reserves




Net Total 289,458 0 0 0

Budget Issue Detail

2015




2015-0411



Public

Revenue Reduction per Board Motion



The WPL Board passed a motion during the 2014 Budget process that WPL Administration be directed to not utilize any Operations Reserve monies as revenue to mitigate any budget pressures as it had in the past. This resulted in a revenue reduction from the 2013 budget to the 2014 budget in the amount of $289,458.

63





Reserves




Net Total 38,190 0 0 0

Budget Issue Detail

2015




2015-0284



Public

Long Term Debt Payments to the City of Windsor



In 2014 there was an increase to the Joint Job Evaluation Loan for interest in the amount of $18,190 – this amount was not mitigated in the prior budget year.

In 2015 there are currently 3 outstanding loans: the increased payment to CCW for 2015 is $20,000.This represents a Bridgeview Loan increase of $11,200 and a Security System Loan of $8,800.

Loan Balance information at the end of 2014:

Joint Job Evaluation Loan $854,714Bridgeview Loan $ 67,013Enhanced Security Loan $ 51,987Totals of Loans due $973,714

64





Reserves




Net Total 10,000 0 0 0

Budget Issue Detail

2015




2015-0286



Public

Health & Safety Expenses



WPL has never had a specific budget line for Health & Safety items which are mandated expenses when required under the Ontario H & S Act. Expenses have always been charged to other budget lines. After researching various GL accounts from 2013 to pull out the items purchased for H & S requirements, the total was $17,896. WPL would like to request additional money to establish a budget line for this purpose as these requirements are continually escalating with more ergonomic equipment etc. being required. An amount of $20 K has been estimated for costs in 2015.

65





Reserves




Net Total 11,280 0 0 0

Budget Issue Detail

2015




2015-0287



Public

PC Realignment and Computer Hardware Replacement



Windsor Public Library PC's and Printers in PAYG Program 2014 Estimates Type Number PAYG Total Maintenance Total Total PAYG Budget left with Difference & Maintenance WPL in 2014Laptops 3 600 $1,800 480 $1,440 $3,240 $3,240 $0 Desktops 140 400 $56,000 480 $67,200 $123,200 $123,200 $0 Stand-alone Printers 13 0 $0 120 $1,560 $1,560 $1,560 $0 Networked Printers 33 0 $0 240 $7,920 $7,920 $7,920 $0 PAC's 94 250 $23,500 480 $45,120 $68,620 $68,620 $0 A&D Literacy Laptops (1) 7 0 $0 480 $840 $840 $0 $(840)A&D Literacy Desktops (1) 3 0 $0 480 $360 $360 $0 $(360) PAYG Total $81,300 Maint Total $125,880 $207,180 $204,540 $(1,200) (1) Set up to be completed in September; PAYG to begin in 2015; Maintenance for 3 months in 2014 2015 Estimates

Type Number PAYG Total Maintenance Total Total PAYG Budget left with Difference & Maintenance WPL in 2014 Laptops 3 600 $1,800 480 $1,440 $3,240 $3,240 $0 Desktops 140 400 $56,000 480 $67,200 $123,200 $123,200 $0 Stand-alone Printers 13 0 $0 120 $1,560 $1,560 $1,560 $0 Networked Printers 33 0 $0 240 $7,920 $7,920 $7,920 $0 A&D Literacy Laptops (1) 7 600 $4,200 480 $3,360 $7,560 $0 $(7,560)A&D Literacy Desktops (1) 3 400 $1,200 480 $1,440 $2,640 $0 $(2,640)WPL CEO Laptop 1 600 $ 600 480 $ 480 $1,080 $0 $(1,080) PAYG Total $89,700 Maint Total $133,800 $223,500 $204,540 $(11,280) (1) Tracked separately from regular WPL equipment

66

In-Camera Issue


67

In-Camera Issue


68





Reserves


4115 - Culture - Recreation Grant (45,000)


Net Total (45,000) 0 0 0

Budget Issue Detail

2015




2015-0409



Public

Line Item Reductions



WPL will be joining the City of Windsor as a Department under a new governance model as of January 1st, 2015. This will allow us to reduce the following expense lines as the City will now be providing more Corporate Services directly to WPL with no charge backs. They are as follows:Professional Fees for both WPL Board Expenditures ($30,000) and general purposes ($15,000) along with a reduction in conference fees ($8,000) as our staff will be able to participate in many of the courses offered by the City of Windsor directly.

69





Reserves




Net Total (1,500) 0 0 0

Budget Issue Detail

2015




2015-0410



Public

Line Item Reductions



As the WPLB we now be playing a reduced roll in the governance of WPL and the City will be handling all Corporate Services some of the expenditures directly related to the WPL Board have been reduced. These include Board Training ($1,000) and Meals and Miscellaneous ($500).

70

In-Camera Issue


71





Reserves




Net Total (5,000) 0 0 0

Budget Issue Detail

2015




2015-0425



Public

Transfer of Library Employees to City Education Program



72





Reserves




Net Total (100,000) 0 0 0

Budget Issue Detail

2015




2015-0424



Public

Credit All Fines to Revenue



2014 Net Budget Increase for instituting Fine and Fees $75,0002015 no allocation to Operations Reserve for Fines and Fees so addition to Revenue of $25,000

73





Reserves




Planning & Building Administration - Planning & Building

0152750 - Building Management


Planning & Building Administration - Planning & Building

0152750 - Building Management


Planning & Building Building 0152710 - Site Development Zoning




Public Works Traffic Ops, Parking & Trans. Planning 0162770 - Admin-Traffic 8110 - Salary-Reg.Full

Time 94,684

Public Works Traffic Ops, Parking & Trans. Planning 0162770 - Admin-Traffic 8399 - Fringe Benefits

(Dept.) 28,407






Net Total 128,972 0 0 0

Budget Issue Detail

2015


Engineering


2015-0082


A - Annualization

Public

Organizational Changes - Office of the City Engineer



An InCamera 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 Building and Operations divisions as follows:

BUILDING DEPARTMENT:1) The elimination of the former Executive Director / Chief Building Official (CBO) position; 2) The elimination of the former Deputy Chief Building Official position; 3) The addition of a Chief Building Official position; 4) The addition of an Assistant/Developmental Chief Building Official position.

OPERATIONS:1) Addition of a Manager of Traffic Operations and Signals position.

74


Planning & Building Administration - Planning & Building 0152750 - Building Management

Chief Buidling Official Regular Full-Time Management 1.0

Planning & Building Administration - Planning & Building 0152750 - Building Management

Chief Building Official Regular Full-Time Management (1.0)


Assistant/Developmental Chief Building Official

Regular Full-Time Management 1.0


Mgr, Perm Serv & Dep Build Off Regular Full-Time Management (1.0)

Public Works Traffic Ops, Parking & Trans. Planning

0162770 - Admin-Traffic Manager of Traffic Operations & Signals


1.0

75





Reserves

Engineering Development, Projects & Right of Way

0161033 - Sewer Replace & Repairs

4240 - Transfer to Current Fund 45,594



5410 - Construction Contracts - TCA 45,594

Total Expenses 45,594 0 0 45,594



6999 - Work Auth Recovery (45,594)


Net Total 0 0 0 45,594

Budget Issue Detail

2015


Engineering


2015-0138


A - Annualization

Public

Sewer Replacement and Repairs - Increase in Rebate to 50% of Cost



The Development division administers the sewer replacement policy approved by Council. Residents' private drain connections (PDC) regularly fail due to age, tree root infiltration, and other factors. The City provides a rebate to residents, as approved by Council from time to time.

During the 2013 Budget process, Council approved a rebate of $2,000 subject to certain conditions being met.

At its meeting on July 21, 2014 and per Council Resolution 189/2014, Council approved an increase in PDC replacement rebates of up to 50% of the replacement cost under specific conditions outlined in the attached report.

The increase in rebate amounts will not only increase the amount to be paid to property owners, but potentially could also increase the number of replacements done as a result of the changed rebate amount. The council approval is retroactive to August 26, 2013. At the time Administration had estimated that there would be up to $45,593.50 that would have to be paid out. The department would also monitor the uptake and report to Council as required or during the annual budget process.

Based on this analysis, the department is proposing a budget increase of $45,594 for 2015.

76





Reserves

Engineering Facility Operations 0122825 - Huron Lodge 3190 - Linen Rental 190,000


Net Total 190,000 0 0 0

Budget Issue Detail

2015


Engineering


2015-0201


D - Council Initiative

Public

Increase in Contract Rate for Linen Rental - Huron Lodge



CR238/2014 recommended the pre-commitment of an increase to the Linen Rental account (Huron Lodge) in the amount of $190,000, and approved the awarding of RFP 91-14 to Brite Linen Services. Laundry services for non-personal linen at Huron Lodge have been contracted out for over twenty years. This includes the rental and laundering of bedding, towels, face cloths, wash cloths and bibs. The last contract was awarded in 2009 and the rate was $0.27 per lb. The contract was last renewed in November 2013 for one year at which point the new negotiated rate was $0.49 per lb (due to inventory loss). Usage for 2014 is currently tracking at 780,000 lbs and has historically never been more than 750,000 lbs in a year. The current budget for linen rental is $200,000.Facility Operations took over the environmental division of Huron Lodge in April 2014. The budget will be increased by $190,000 (780,000 lbs x $0.49 = $382,200 + non-recoverable HST = $388,927 less the current budget of $200,000 - rounded up) to cover the cost of the award of RFP 91-14. A business case can be completed to investigate bringing the service back in-house in 2016 if it will be less expensive.

77





Reserves

Engineering Infrastructure & Geomatics

0194110 - Street Light-Maintenance

3012 - Hydro - Maintenance 1


Net Total 1 0 0 0

Budget Issue Detail

2015


Engineering


2015-0319



Public

Street Lighting - LED Conversion



During 2014 Budget deliberations, City Council passed CR241/2013 which authorized Administration, in collaboration with ENWIN, to convert the existing HPS street lights to LED fixtures. The resultant savings in energy and maintenance costs are expected to be in the order of 29% and 50% respectively.

A reduction of $245,800 in the 2014 Street Light Maintenance Budget was put forward as anticipated savings and approved by Council during budget deliberations. Timing of project implementation has resulted in a delay in achieving the expected savings. As a result, one-time funding of $245,800 is requested from the Budget Stabilization Reserve.

The current proposed target dates for the LED conversion project are as follows:

MILESTONES PROPOSED DATES Retain a Lighting Consultant October 2014Prepare RFP for supply & install of LED lighting in the roadway November2014 -January 2015Release RFP January 2015Review submissions February - March 2015Receive and Award RFP April 2015Submit application for OPA grant April 2015 Commence installation of fixtures June 2015Complete installation June 2016Project wrap up June 2016

78

In-Camera Issue


79





Reserves

Engineering Facility Operations 0122831 - Family Aquatic Complex

2210 - Bldg. Maintenance Material 60,000


Net Total 60,000 0 0 0

Budget Issue Detail

2015


Engineering


2015-0199



Public

Increase to FAC Maintenance Budget for UV Replacement Bulbs



When the original budget was prepared for the Family Aquatic Centre there was no inclusion for the biannual replacement cost of the ultraviolet (UV) bulbs required for the water filtration system. These UV bulbs are essential in the killing of bacteria. The cost to replace these bulbs is $30,000 and are they required to be replaced every six months.Total increase recommended to maintenance $60,000.

80





Reserves

Engineering Facility Operations 0122805 - Art Gallery 2145 - Housekeeping Supplies (40,000)

Engineering Facility Operations 0122805 - Art Gallery 2210 - Bldg. Maintenance Material (62,981)

Engineering Facility Operations 0122805 - Art Gallery 2961 - Security Services - Internal (60,000)

Engineering Facility Operations 0122810 - Buildings Maintenance






Budget Issue Detail

2015


Engineering


2015-0212



Public

Reduction to Expense Lines - Art Gallery (Facility Operations) to Support New Positions



In 2013 the Corporation purchased the Art Gallery. An operating budget was created for Facility Operations to cover building maintenance costs, utilities and security. Based on actual costs incurred in 2013, and the fact that the new museum is scheduled to open on the first floor in 2015 and has its own budget, it is recommended that certain costs be reduced.

Account 2961 - Security Services - Internal * Reallocate the entire $60,000 budget to fund a NEW Full-Time Facility Person Position (L543 Classification 0.07)

In 2013, temporary part-time caretakers were used at the Art Gallery for security. In 2015, the new museum will be opening on the first floor of the Art Gallery and will have front desk staff which will eliminate the need for internal security. Facility Operations is recommending that these funds be used to fund a Facility Person (L543 Classification 0.07) position to assist the Facilities Supervisor of Maintenance for the Western Campus (FAC, AGW, new museum, Baby House and Transit Windsor) with the ordering of supplies, coding of invoices, organization of caretaking and maintenance staff, and payroll. The cost of this position is: wages $40,558 + fringes $12,167 + computer and printer costs $1,000 = $53,725.

Account 2145 - Housekeeping Supplies - *Reallocate $40,000 of the $50,000 budget to help fund a Regular Full-Time Caretaker (L543 Class 0.06) position

In 2014, a budget reallocation was made to establish a caretaking budget for AGW. However, no extra position has been added to the caretaking complement. Currently, caretaking is being provided by borrowing different caretaking staff assigned to other facilities. Thus, Facilities is recommending the addition of a NEW regular full-time caretaker (L543 Class 0.06) funded partially by reallocating $40,000 of the current $50,000 housekeeping supplies budget. The actual housekeeping supplies costs in 2013 were less than $10,000 and are projected to be comparable in 2014. Cost of regular full-time caretaker (L543 Class 0.06) $60,221 = wages $46,322 + fringes $13,899Account 2210 - Building Maintenance Material - *Reduce the budget by $62,981 to help fund the new Caretaker position and a NEW HVAC Technician Position

The current budget for maintenance at the Art gallery is $142,981 and actual expenses in 2013 were approximately $43,000. It is expected that expenses will increase when the new museum opens but not to the level of the current budget. Facilities would like to reduce this budget by $62,981 leaving a budget of $80,000. These savings could be used to fund part of the caretaker position requested above and the remainder would help to fund a new HVAC Technician position (see below)

Total savings $162,981Full-time Caretaker 60,221Facility Person 53,725

Net savings $49,035 It is recommended that these savings be included in the decision regarding adding an HVAC Technician (Budget Issue # 2015 - 0267). In 2014, Facility Operations took over managing the maintenance of over 720,000 square feet of community centres, arenas, marina, and pool facilities. These, along with all of the other buildings that they currently conduct maintenance for, all have heating and cooling systems that require preventative and ongoing maintenance. Some of these facilities have very complex systems such as the FAC, WFCU Centre and the community arenas. It is recommended that the City add an HVAC technician to staff. This position will have to be rated through the JJE process, but it is expected to be comparable to a L82 Band 9 Certified Plumber, Electrician in the Skilled Trades division of Facility Operations. Total cost $97,234 wages $63,565 + fringes $19,069 + phone $600 + truck $14,000

81





Reserves



Engineering Facility Operations 0122840 - Caretaking Services












Net Total (49,035) 0 0 0



Facility Person Regular Full-Time Local 543 1.0

Engineering Facility Operations 0122840 - Caretaking Services Caretaker Regular Full-Time Local 543 1.0

2.0

82





Reserves

Engineering Pollution Control 0174124 - Pump Station-Operations 2140 - Chemicals - Other (10,000)

Engineering Pollution Control 0174124 - Pump Station-Operations

4240 - Transfer to Current Fund (10,000)

Total Expenses (10,000) 0 0 (10,000)

Engineering Pollution Control 0174124 - Pump Station-Operations

6735 - Recovery Of Expenses 10,000


Net Total 0 0 0 (10,000)

Budget Issue Detail

2015


Engineering


2015-0266



Public

Pollution Control - Line item reduction for Chemicals budget at the Retention Treatment Basin (RTB)



Based on historical usage to date, the budget for chemicals for the operation of the Retention Treatment Basin (RTB) can be reduced by $10,000.

Budget and Actual results (as of September, 2014) are presented below. No figures are presented prior to 2011, at which time the RTB became operational.

Year Budget Actual Variance2014 $25,000 $0 $25,0002013 $50,000 $0 $50,0002012 $50,000 $0 $50,0002011 $0 $9,158 ($9,158)

83





Reserves

Engineering Pollution Control 0174402 - Industrial Waste Control

2980 - Maintenance Contracts (5,000)



Engineering Pollution Control 0175301 - Landfill Sites 2570 - Infrastructure Repairs (15,000)

Engineering Pollution Control 0175301 - Landfill Sites 4240 - Transfer to Current Fund (15,000)

Total Expenses (20,000) 0 0 (20,000)



Engineering Pollution Control 0175301 - Landfill Sites 6735 - Recovery Of Expenses 15,000


Net Total 0 0 0 (20,000)

Budget Issue Detail

2015


Engineering


2015-0268



Public

Pollution Control, Savings at Industrial Waste Control & Landfill Sites



Due to reduced usage and need, the budget for maintenance contracts & repairs can be reduced by $5,000 (Industrial Waste Control) and $15,000 (Landfill Sites).

Budget and Actuals (as of September 30, 2014) are presented below:

Industrial Waste Control / Maintenance Contracts Landfill Sites / Infrastructure Repairs

Year Budget Actuals Variance Year Budget Actuals Variance2014 $25,000 $30,219 ($5,219) 2014 $40,000 $2,857 $37,1432013 $40,000 $17,321 $22,679 2013 $40,000 $909 $39,0912012 $40,000 $23,177 $16,823 2012 $40,000 $225,880* ($185,880)2011 $40,000 $32,626 $7,374 2011 $80,000 $54,607 $25,3932010 $40,000 $34,625 $5,775 2010 $100,000 $28,850 $71,150

* Includes one-time costs of $166,447.89 associated with the Malden Landfill Gas Control Barrier (Tender 77-12).

84





Reserves

Engineering Pollution Control 0174201 - LRWRP Operations




Total Expenses (100,000) 0 0 (100,000)




Net Total 0 0 0 (100,000)

Budget Issue Detail

2015


Engineering


2015-0269



Public

Pollution Control, Adjust Budget for Unspent amount re: West Nile Virus Larviciding



Based on recent usage over the course of the past five years, the budget for the larvicide program to deal with the West Nile Virus can be reduced by $100,000.

This will leave a budget of $49,000 for the maintenance contracts account, specifically for West Nile Virus larviciding.

85





Reserves

Engineering Administration - Engineering

0163120 - Public Works Admin Support

4240 - Transfer to Current Fund (32)


0163150 - Office of City Engineer


Total Expenses 0 0 0 3,583


0163120 - Public Works Admin Support

6999 - Work Auth Recovery 32





Net Total (3,583) 0 0 3,583

Budget Issue Detail

2015


Engineering


2015-0063



Public

Adjust Recoveries From Work Authorization for Office of the City Engineer and PW Admin Support



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 2015 recoveries percentage has been adjusted suitably and 2015 wage and fringe rates have been used in the calculations. See attached for details.

Please note that if Budget Issue #0320 is accepted, the recoverable salaries will be reduced by $16,195, resulting in a net decrease to Recovery revenue of $12,612 instead of the increase of $3,583.

86





Reserves

Engineering Development, Projects & Right of Way 0122625 - Development 6410 - Licenses &

Permits (31,179)


Net Total (31,179) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0135



Public

Increase in Revenue due to Increase to Permits Issued



In the last few years, the Development division has implemented various controls in the management of the public ROW. These changes resulted in an increase in the issuance of permits for work in the ROW in the following areas:

1. Streamlining various encroachments from agreements to a simpler issuance of a permit2. Controls put in place for various utilities working in the ROW through Municipal Access Agreements, Utility Coordinating Committee and new procedures3. Annual Permits for signage companies working in the ROW4. Online permit applications for emergency work by Union Gas, WUC and ENWIN5. Enforcement of encroachments (bus shelters, vendor boxes, furniture, etc..)

As a result of the increase in the number of permits, the total estimated annual revenue increase is expected to be $31,179. Please refer to attachment for detail of calculation.

It should be noted that the increase in the number of permits issued translate into increase workload.

87





Reserves



6999 - Work Auth Recovery 8,810

Engineering Development, Projects & Right of Way 0122624 - Projects 6999 - Work Auth

Recovery (59,629)

Engineering Development, Projects & Right of Way 0122625 - Development 6999 - Work Auth

Recovery (11,772)

Engineering Infrastructure & Geomatics 0161035 - Geomatics 6999 - Work Auth

Recovery (20,467)


0171401 - Infrastructure & Engineering



Net Total (113,527) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0136



Public

Adjust Recoveries from Capital Projects



This increase is the impact of the two changes: Wage increase and Fringe rate increase for all allocated staff.Allocation of Technologist II and Engineer II from Development for their time on capital projects. Increase to allocation of Project Administrator. This had been reduced while being assigned to the Parkway project. As this project is expected to wind down in 2015, other projects will be assigned to the Project Administrator.

88





Reserves



6672 - MOE Application & Review (3,800)


Net Total (3,800) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0137



Public

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 set up to reflect revenue of $3,800 during the 2014 budget process with the intent to review and come forward as appropriate during the 2015 budget process.

Further, on August 26, 2013, through CR157/2013, City Council approved a fee schedule for technical review of private developments. It was unclear at that time how many, and what size developments would come forward over the course of 2014 and as a result, the department was to provide an estimate in 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 modest increase to net revenues of $3,800.

89





Reserves


Permits (4,600)


Net Total (4,600) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0151



Public

Adjust Non Residential Encroachment Fee – Annual Fee



Annual Encroachments fees are annual charges that apply to property owners (except for residential or partially exempt properties) on the municipal Right-of-Way by way of various encroachments such as buildings, fences, parking etc. The encroachment fees are broken down into 1) Annual Fee, and 2) Annual Billing & Inspection Fee.

1)Annual Fee : This is typically calculated based on the area of the Right-of-Way which is encroached upon, and based on the value of the lands at the time the application is approved. The current charges (per square foot) used for encroachment calculations has been in place since the 1980s and are summarized as follows:Residential $7.50Industrial $1.75Commercial $10.00Downtown $15.00Institutional $4.00Parking $240 per space

The following proposed rates are based on current land values:Residential $10.00Industrial $2.30Commercial $12.00Downtown $30.00Institutional $5.00Parking $350.00 per space

The number of new encroachments over the past 2 years has averaged approximately 50 per year with 23 being nonresidential and nonexempt for which annual permit fees apply.

Sample calculations:Based on a 10 x 10 feet; 100 sq.ft. encroachment for a commercial propertyOLD RATES: 100 X $10.00 = $ 1,000.00 per year NEW RATES: 100 X $12.00 = $1,200.00 per yearThis results in a $200 increase in revenue for this single encroachment.

Using this conservative estimate as the average, the total increase in revenues per year assuming 23 new encroachment that carry an annual fee can be estimated at approximately $4,600 annually.NOTE: As existing encroachments have agreements in place that outline the required fees, a review of the older agreements would be warranted; however this will take time as we review legal implications and procedural change. This will be subject to a separate report to Council.

2) Encroachment Inspection Fee: This has been presented separately under Budget Issue 2015-0156.

90





Reserves


Permits (1,000)


Net Total (1,000) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0152



Public

Revised structure for Development Review Fees



Windsor along with many other municipalities experiences the same issue of more than necessary man-hours being spent on one development application due to the lower quality drawings from Consultants requiring repeated reviews to achieve acceptable construction drawings. Various municipalities are using varying methods of achieving higher quality drawings. Some are imposing initial fees with the first submission, based on either flat fees, fees based on a percentage of the construction value, or the number of building lots. Most municipalities appear to accept that three submissions should be reasonable to achieve approval and therefore impose costs after the third submission. The costs are not intended to be a penalty, but an opportunity to recover costs and as a by product, achieve a higher quality of submission from the Consultants. Municipalities have stated they suspected the Consultants may have determined that it is more economical to have the municipality do a quality assurance review than it is to do so internally.

A pilot project is suggested as follows:

First and Second submission is freeThird Submission is assessed a fee of $500 Each Subsequent submission would be assessed $500 fee.

The fee of $500 for any submission after two is anticipated to work as a deterrent so that Consultants will submit better quality submissions, thereby minimizing the number of submissions and reducing our time and cost being spent on reviewing repeated inferior submissions.

There will be additional pressure to clearly specify requirements (development manual), and document the number of submissions and deficiencies (written correspondence) and collection of fees (administrative/financial).

Tentatively, budget is being set up conservatively for $1,000 while the department monitors the pilot project.

91





Reserves


Permits (1,458)


Net Total (1,458) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0156



Public

Adjust Non Residential Encroachment Fee – Annual Billing and Inspection Fee

Recommended by the Department


Annual Encroachments fees are annual charges that apply to property owners (except for residential or partially exempt properties) that the municipal Right-of-Way by various encroachments such as buildings, fences, parking etc. The encroachment fees are broken down into 1) Annual Fee, and 2) Annual Billing & Inspection Fee.

1) Annual Fee This has been presented separately under Budget Issue 2015-0151.

2) The annual encroachment Inspection Fee has been set at $25 per inspection for several years. This inspection fee only applies to encroachments related to commercial properties (not residential properties). This amount no longer covers the cost for the administrative time to complete the inspection.

An analysis of the costs involved (wages and fleet) shows that the true cost is $52 per inspection. Hence, the department is proposing an increase from $25 to $52. This new fee would apply to all new encroachment agreements related to commercial properties. There are several old encroachment agreements (1,700+) that identifies the annual inspection fee as $25. These agreements would require updating which will be subject to a separate process.

The additional revenues are estimates from the average number of new encroachments over the past 4 years of 54 per year. The recommended increase would result in a $1,458 ($27x54) increase in revenues.

92





Reserves

Engineering Facility Operations 0122952 - Facility Operations Admin



Net Total (181,980) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0189



Public

Adjust Allocation of Supervisors' Wage Costs



Currently in Facility Operations there are six (6) supervisor positions. Two of these positions strictly oversee the capital projects with respect to Facility Operations. The salaries and fringes for the supervisor positions are charged to Dept ID 0122952 - Facility Operations Admin. For 2015, the budgeted amount for these salaries including fringes, totals $229,684. It is recommended that the portion of their wage costs directly related to time spent on capital projects be recovered from the respective projects. This recovery is consistent with our TCA policy. The costs would be charged on a per hour basis to each project according to hours actually worked. Going forward, these project administration costs should be included in the budgeting process for all capital projects undertaken by Facility Operations.

After factoring in lost time (vacation, sick leave, stat holidays, conferences, training, and meetings), estimated hours per year for the two full-time project managers are 1,442 (1820-378) each.Recovery is calculated as follows:

Supervisor 1 - wages $91,974 + fringes $27,592 = $119,566 / 1820 hrs = $65.70 per hour x 1,442 hrs = $94,733Supervisor 2 - wages $84,706 + fringes $25,412 = $110,118 / 1820 hrs = $60.50 per hour x 1,442 hrs = $87,247 Total Recovery = $181,980

93





Reserves


Permits (53,606)


Net Total (53,606) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0260



Public

Encroachment Agreement - 185 Ouellette Ave.

Recommended by Department - Council Approved


As Council is aware, Public Works and Government Services Canada (PWGSC) have indicated that they are currently in the process of trying to dispose of 185 Ouellette Avenue, as-is, without any facade repairs. The scaffolding has been treated by the City's Development and Right of Way department as a hoarding for the past four years, which is how any temporary measure to facilitate repair, maintenance and construction of buildings is treated. Hoarding fees are very reasonable knowing that construction is temporary and for 185 Ouellette Avenue, the amount had been $2,556.00 (plus HST) annually.

The scaffolding has been in place since 2010 and there is no schedule for when PWGSC will be removing it. Further, they have indicated that removal of the scaffolding on the City sidewalk would jeopardize the safety of those in the vicinity of the building. It appears that PWGSC is suggesting that the City would face liability for injuries or damage were we to require the scaffolding be removed.

This development has pointed out an anomaly - the scaffolding has been treated as a hoarding which is expected to be short term, whereas, given that that it has been there since 2010, it is more appropriate to treat it as an encroachment due to its somewhat permanent nature and therefore have an agreement with a corresponding fee of $53,606.

This is expected to provide incentive for the owner to move forward with the plans to repair or complete construction on the buildings so that it is more cost-effective to do the repairs than to encumber the public Right-of-Way or public lands.

City Council gave approval at its meeting on April 7th, 2014 (CR93/2014) to execute an encroachment agreement with PWGSC.

As this is expected to be in place for at least two years, the department is proposing a revenue budget increase.

94





Reserves

Engineering Development, Projects & Right of Way 0122625 - Development 6990 - Other General

Revenue (28,560)


Net Total (28,560) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0263



Public

Increase in Revenue - Street Furniture Advertising

Recommended by Department - Council Approved


Administration issued an RFP for advertising within the public Right-of-Way on both Transit Windsor bus shelters and street furniture. Maintenance was a requirement for the street furniture portion but was an option for the bus shelters.

The proposal from Creative Outdoor Advertising was based on a per ad unit plus a percentage of revenue per year. The proponent has submitted five different furnishing styles with different base revenues. The base guarantee revenue ranged from $120 to $300 per unit plus 5% to 8% net advertising revenue for each contract year. The revenue range is subject to what furniture style is chosen and where used, as some furniture style has more available advertising space. Styles of furniture will be coordinated with administration and BIA’s , to ensure the type and style of furnishings are compatible Net Revenue has been defined as “Total revenue received less posting fees, outside sales commission design fees, and printing fees. Thus, based on the existing ad street furniture units (238 units) and the minimum annual guaranteed revenue ($120 per unit), the annual revenue is expected at a minimum of $28,560 plus an additional 5% net revenue generated. The RFP allowed for advertising on any or all locations. It is noted the supplier is responsible for maintenance of outdoor furnishings.

The department proposes to increase the revenue budget by the minimum guaranteed amount of $28,560 only at this time. The additional 5% net revenue would be dependant on the furniture style selected and hence not included at this time. The matter will remain under review during the year and will be reevaluated on an annual basis.

95





Reserves

Engineering Facility Operations 0122810 - Buildings Maintenance 6650 - User Fees (11,000)


Net Total (11,000) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0354



Public

Adjustment to Recoveries of Labour Costs from Tenants of Windsor Justice Facility



Facility Operations acts as Manager of the Windsor Justice Facility (WJF), of which Windsor Police Services and Infrastructure Ontario (Courts) operate. Facility Operations incurs the operational costs of the building and recovers 100% from the two tenants. Part of the recovery includes actual labour costs of the maintenance staff and $28 per hour for caretaking. Facility Operations is not increasing its caretaking rate for 2015. It is recommended that the revenue budget be increased to reflect the increase in labour costs (change in classification plus contract increase) of the maintenance staff for 2015. Increase to Revenue $11,000 ( wages $8,462 + fringes $2,539)

96





Reserves

Engineering Facility Operations 0122951 - DND/Police Training Facility 6650 - User Fees (15,500)


Net Total (15,500) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0355



Public

Adjustment to Recoveries for Facility Operations - Tilston Armoury Building (DND)



Facility Operations acts as manager of the DND facility which is used by Windsor Police Services and The Department of National Defence. Facility Operations incurs all of the operational costs of the facility and recovers these costs from the users. It is recommended that revenue be increased to reflect the increases in labour costs for 2015 and the management fee charged as a percentage of operating costs.

To correctly reflect the cost of the Maintenance Engineer (contract increase and reclassification), the budget should be raised by $4,500 in 2015. The increase in the Site Facilitator's labour costs from 2014 to 2015 is approximately $5,000.Factoring in known projected increases to the operating costs, the increase to the management fee is $6,000.

Total recommended increase to revenue is $15,500.

97





Reserves

Engineering Facility Operations 0122831 - Family Aquatic Complex

3176 - Facility Operations - Internal 205,000


8115 - Salary-Reg.Part Time 258,471

Engineering Facility Operations 0122840 - Caretaking Services 8150 - Salary-Temporary (265,880)








6651 - Internal User Fees (205,000)





Net Total (3,350) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0219


J - Alternative Service Delivery

Public

Conversion of Ten TPT Caretakers to Nine RPT Caretakers - FAC



The original budget established for the new Family Aquatic Centre included one regular full-time caretaker (RFT) at 40 hours per week, and nine temporary part-time (TPT) caretakers at 25 hours per week. Currently there is one RFT caretaker and twelve TPT caretakers working at the FAC on a regular basis. The hours of the TPT staff vary from 15 hours to 40 hours per week. Extra staff is brought in when special events are taking place in the Natatorium. Projected caretaking costs for 2014 are $445,000 based on actual costs for the first seven months. It is recommended that the budget for caretaking at the FAC be increased by $205,000 for 2015. This increase will be offset by a reallocation of budget dollars from the general caretaking pool.

Another issue is the added complexity of juggling staff schedules to accommodate the annual "one month" layoff periods that must take place for each TPT staff member. Therefore, converting these ten positions to nine regular part-time will eliminate the layoff requirement and allow for a consistent and improved level of service.

The recommendation:Eliminate 10 TPT positions from the caretaking department at a savings of: wages $26,588 + fringes $3,988 = $30,576 x 10 = $305,765Add 9 RPT positions to the caretaking department at a cost of: wages $28,719 + fringes $4,882.69 = $33,601.69 x 9 = $302,415Increase the Facilities FAC caretaking budget line by $205,000 } It should be noted that this is an internal adjustment to Facilities is to better track Increase the recovery of caretaking to the Caretaking Dept ID by $205,000 } the actual costs of the FAC.

Net decrease to Facility Operations' budget is $3,350.


Engineering Facility Operations 0122840 - Caretaking Services Caretaker Regular Part-Time Local 543 5.6

5.6

98





Reserves








3180 - Computer Rental - Internal (1,000)









Net Total (89,196) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0193



Public

Elimination of the Chief Operating Engineer/Maintenance Leader



At the end of July 2014, the Chief Operating Engineer/Maintenance Leader at 350 City Hall Square, officially retired from the Corporation. Facility Operations has an Operating Engineer stationed at 400 City Hall Square whom can be utilized at both facilities. It is anticipated that when the new City Hall building is in operation, there will be less maintenance required due to new, more efficient systems. The recommendation is that this L543 Classification 0.14 position be eliminated.

Salary $67,101 + Fringes $20,135 $87,231Desktop Computer (rent and maint.) 960Laptop Computer (rent and maint.) 1,000

Total Decrease in Expenses $89,196



Chief Oper Eng/Maint Leader Regular Full-Time Local 543 (1.0)

(1.0)

99

In-Camera Issue


100





Reserves

Engineering Facility Operations 0122825 - Huron Lodge 8110 - Salary-Reg.Full Time (48,485)

Engineering Facility Operations 0122825 - Huron Lodge 8399 - Fringe Benefits (Dept.) (14,545)









Net Total (63,030) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0218



Public

Elimination of the Laundry Services Leader Position - Huron Lodge Environmental



This position is a L543 Classification 0.08 and has been vacant for a number of years. Facility Operations took over management of the environmental division of Huron Lodge in April 2014 and is recommending the elimination of this position. The total cost saving: wages $48,485 + fringes $14,545 = $63,030


Engineering Facility Operations 0122825 - Huron Lodge Laundry Services Leader Regular Full-Time Local 543 (1.0)

(1.0)

101

In-Camera Issue


102

In-Camera Issue


103





Reserves


8120 - Hourly-Reg.Full Time (60,050)






Parks Parks Operations 0280215 - Parks/Beautifcation Mntc

8120 - Hourly-Reg.Full Time 54,621








Net Total (7,056) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0274



Public

Conversion of Certified Painter Position (L82 Band 7)



This position was transferred from Parks as part of the Skilled Trades portfolio to Facility Operations in 2014. It has been vacant since October 2012. Since then, any painting required by the Parks Department has been done by an external contractor. This position will be transferred to the Parks division under Band 4 - Tractor/Operator Landscaper and is considered a service enhancement.

Savings to Facility Operations - $78,068 wages $60,050 + fringes $18,018

Addition to Parks - $71,012 wages $54,621 + fringes $16,391



Certified Painter Regular Full-Time Local 82 (1.0)


Tractor/Operator Landscaper Regular Full-Time Local 82 1.0

0.0

104





Reserves

Engineering Infrastructure & Geomatics 0161035 - Geomatics 2925 - Computer

Maintenance 480

Engineering Infrastructure & Geomatics 0161035 - Geomatics 3180 - Computer Rental -

Internal 900

Engineering Infrastructure & Geomatics 0161035 - Geomatics 4020 - Membership Fees

& Dues 100

Engineering Infrastructure & Geomatics 0161035 - Geomatics 8110 - Salary-Reg.Full

Time 56,647

Engineering Infrastructure & Geomatics 0161035 - Geomatics 8399 - Fringe Benefits

(Dept.) 16,994

Budget Issue Detail

2015


Engineering


2015-0065



Public

Addition of Regular Full Time Position GIS Analyst



The Geomatics division provides a variety of services to a wide range of customers (internal and external). The division strives to maintain quality data that promote customer service, using innovative approaches through modern, accurate data collection and dissemination. In successful municipal environments that offer GIS services, they support 6 recognized unique positions and the City has 4. One lacking at the City of Windsor is the GIS Analyst.

The Service Enhancement – Full Time Employee is required for a GIS Analyst position that would provide the following additional services (details about the background and purpose of a GIS Analyst is found in the attached Business Case):

GIS Analyst:1. Build spatial data from tabular data: Using geo-referenced points from a database, create maps showing specific features/events associated with a location. This type of service is provided to customers such as; Engineering Department, Corporate Departments, Council inquiry, Special Event (example: storm/flooding calls from 311 matched against rainfall data). For the past 3 years, we have had borrowed staff from 311 to help in this area.

2. Functional support to citywide GIS applications: This position would provide functional support for the following: WebEOC (city/county emergency management tool), MappMyCity’s new approach to external face of city mapping and GIS to showcase a variety of departments initiatives, including soon to be designed Garbage & Recycling mobile app, Pot Hole app, My Ride app, Sewer Atlas app, as well as help maintain and improve the following new apps: Parks Finder, 6 Cultural Mapping apps, MyCity apps for mobile (currently designed for desktop only), all of which are seen as economic development enhancements that with help serve and lure development to city by allowing users to interact and ”query” city data. For example the new MyCity app features a large number of city related datasets, the MyRide features info for cyclists as well as motorists, and the Parks Finder allows for a lookup of assets and amenities found in city parks.

3. Perform GIS analysis on projects: Support to Asset Planning initiatives for all engineering infrastructure data housed in a variety of databases and departmental locations. Help in analysis during times of crisis/events that are high profile and require timely and accurate GIS response where not all required data has been assembled for analysis (ie: Fire Services for new fire hall locations, promotion of airport lands for meg hospital site, basement/yard/street flooding analysis); Risk Management data analysis and mapping of Slip and Fall /Trip and Fall incidents; GIS Analyst provides the skills to manipulate tabular data which we do not currently have in order to suit GIS mapping/analysis inquiries

4. Develop custom locators for city geo-coding: Currently Geomatics has little knowledge in this area and the Division would benefit as more request come forward. Technology is moving in this direction with the most recent request to use Geo-referencing for permits issued in the Right of Way (useful when locating street furniture and managing permits for these, pot holes that need immediate filling, and other points not associated with an address).

5. Utility Coordination Committee Mapping: Develop, maintain, update database for all capital work to be undertaken by all utilities in a given year, and produce a map that all parties can view via an internet browser, or “mapping service”. This tool will provide means for tracking, through geo-referencing, projects currently under construction, and assist in better management of pavement status(ex. Moratorium)

The list of responsibilities and tasks noted above include service enhancements by improving efficiencies and offering improved customer service to both internal and external customers. There is also an economic development aspect that can be noted when it relates to continued creation and enhancement to public “apps”. Mobile or desktop apps that allow residents, visitors, potential developers and industry to learn more about properties, infrastructure, amenities, cultural, recreation and lifestyle data, must be created, maintained and kept up to date or they quickly become obsolete. Tasks that are deemed necessary for good customer service may not always be recoverable.

105





Reserves












Net Total 24,138 0 0 0


Engineering Infrastructure & Geomatics 0161035 - Geomatics GIS Analyst Regular Full-Time Local 543 1.0

1.0

106

In-Camera Issue


107





Reserves




Parks Forestry & Horticulture 0280402 - Gardens 2230 - Infrastructure Maint. Material 20,000

Parks Forestry & Horticulture 0280402 - Gardens 8160 - Hourly-Temporary 36,365

Parks Forestry & Horticulture 0280402 - Gardens 8399 - Fringe Benefits (Dept.) 3,637


2230 - Infrastructure Maint. Material 5,500





Parks Forestry & Horticulture 0280402 - Gardens 7052 - Transfer From Capital Projects (60,000)


7052 - Transfer From Capital Projects (5,500)


Net Total 0 0 0 0

Budget Issue Detail

2015


Parks


2015-0406


A - Annualization

Public

Increased Maintenance for Bert Weeks Fountain



CR205/2014 indicates:That $65,500 per annum BE ALLOCATED in 2015 and 2016, for the required ongoing maintenance of the Bert Weeks Memorial Garden, and that this amount BE FUNDED for 2015 and 2016 from the $2 million placeholder approved as part of the 2014 capital budget for Riverfront Initiatives, and that after this 2 year period, that these costs BE FUNDED on a go-forward basis from the existing Parks Department Operational Budget.

For 2015 & 2016 the funding source will be a Transfer from Capital. On-going funding will need to be revisited in the 2017 Budget process.

108

In-Camera Issue


109





Reserves

Parks Parks Operations 0280208 - Equipment Maintenance

2115 - Motor Fuel & Lubricants 43,500


Net Total 43,500 0 0 0

Budget Issue Detail

2015


Parks


2015-0392



Public

Fuel & Lubricant Budget Increase



Parks usage rate for fuel has increased over the years and the Fuel rate is being adjusted corporately with a 5% increase.

The current budget is $156,530 with an additional $43,500 being requested based on the current year projected variance and the 5% increase in Fuel price which reflects more up to date pricing levels and current usage of equipment.

Trend Analysis:

2008: Budget $101,913; Actuals $124,269; Variance ($22,356)2009: Budget $81,530; Actuals $68,092; Variance $13,438 - Work Stoppage2010: Budget $81,530; Actuals $106,695; Variance ($25,165)2011: Budget $81,530; Actuals $214,138; Variance ($132,608)2012: Budget $81,530; Actuals $157,435; Variance ($75,905)2013: Budget $156,530; Actuals $148,609; Variance $7,9212014: Budget $156,530; Actuals $116,154: Variance $40,376 (aa Aug 31)

At the end of August 2013 the Fuel & Lubricant costs were at $90,768. For the same period this year, our costs have increased by $25,386, approx. 28% increase.If this trend continues through the end of the year we can expect a variance of (33,500) which does not reflect the proposed Fuel Rate increase of 5%.

110





Reserves

Parks Parks Operations 0280209 - Winter Control 8140 - Overtime - Wages 106,000


Net Total 106,000 0 0 0

Budget Issue Detail

2015


Parks


2015-0450



Public

Winter Control



The Parks Department currently budgets $247,645 for winter control activities. Average annual winter control costs over the past 5 years have been approximately $410,000 with the Parks Department deploying multiple trucks to an average of 36 Snow Events each year. This increase to winter control will better align the budget with expected costs.

111

Budget Issue Detail

2015


Parks


2015-0155



Public

User Fee Budget Changes



The Parks Department has proposed the following fee changes to more accurately reflect the cost of activities associated with the noted works.

The Forestry User Fee increases are as follows:

1. House Moving Route Clearance: 2014 Fee-$57.14, Proposed Fee-$60 Incl HST

This fee is charged when a route needs to be checked for Tree Clearance when a School Portable or a House is being transported on City Streets. This occurs less than once per year with the resulting increase to budget being $2.86.

2. Commemorative Tree Program: 2014 Fee-$261.90, Proposed Fee-$275 Incl HST

This fee is charged for Trees "In Memory Of" or "In Honour Of" someone. This occurs approximately 30 times per year with the resulting increase to budget being $393.

3. Commemorative Plaque Program: 2014 Fee-$315, Proposed Fee-$330 Incl HST

This fee covers the cost for an identifying plaque for those trees that are dedicated "In Memory Of" or "In Honour Of" someone. This occurs approximately 30 times per year with the resulting increase to budget being $450.

4. Street Tree Planting: 2014 Fee-$261.90/unit of 50' frontage, Proposed Fee-$275 Incl HST

This fee is collected by the Building Permit department, deposited into the Tree Planting Reserve directly and has no effect on the Operating Budget.

5. Street Trees: 2014 Fee-$333.33/Lot with Sidewalk, Proposed Fee-$340 Incl HST

This fee is collected by the Building Permit department, deposited into the Tree Planting Reserve directly and has no effect on the Operating Budget.

6. Horticultural Logo: 2014 Fee-$428.57, Proposed Fee-$500 Incl HST

This is the fee charged to an organization that requests to have a Garden grown with their Logo. Ie. the garden in Jackson Park planted to recognize the Ontario Summer Games.This occurs 2 times per year with the resulting increase to the operating budget of $142.86.

7. Commemorative Bench Program: 2014 Fee-$761.90, Proposed cancellation of program

This occurs less than once per year with a resulting decrease in revenue of $761.90.

8. Benches: 2014 Fee-$471.43, Proposed cancellation of program

This occurs less than once per year with a resulting decrease in revenue of $471.43.

9. City of Windsor Lots Weed Cutting (<0.49 acre): 2014 Fee-$220/cut.

10. City of Windsor Lots Weed Cutting (>0.50 acre): 2014 Fee-$440/cut.

11. City of Windsor Lots Weed Cutting per hour: $128/hour

Items 9, 10, and 11 are not tied to a revenue budget. These are City owned Lots (ie. Transitional properties). The use of this fee has been replaced using a cost recovery only model. Proposed cancellation of this Fee.

12. Picnic Table Rental: 2014 Fee-$60/day, Proposed cancellation of this Fee.

Parks does not rent out Picnic Tables, this fee is not tied to a revenue budget.

112





Reserves

Parks Forestry & Horticulture 0280325 - Tree Maintenance

6735 - Recovery Of Expenses (843)

Parks Forestry & Horticulture 0280402 - Gardens 6460 - Sale Of Goods & Services (143)

Parks Forestry & Horticulture 0281061 - Ojibway Nature Centre 6420 - Rental Income (1,092)

Parks Forestry & Horticulture 0281061 - Ojibway Nature Centre 6650 - User Fees (3,650)

Parks Parks Operations 0280201 - Park General Expense 6420 - Rental Income 1,233

Parks Parks Operations 0280215 - Parks/Beautifcation Mntc 6650 - User Fees 60


Net Total (4,435) 0 0 0

13. Ojibway Nature Centre Youth Fee: 2014 Fee-$2.00/hour, Proposed Fee-$2.20 and $2.40 for High School Youth

An increase of 10% will result in a revenue budget increase of $3,650.

JK/SK Customized Program $3.00 Grade 1 to 3 Customized Program $3.50 Grade 4 to 6 Advanced Program $4.00 Grade 4 to 6 Customized Program $3.50 Grade 7 to OAC Customized Program $5.00

14. Ojibway Nature Centre Room Rentals: Prairie Room 2014 Fee-$29/hr, Proposed Fee-$34/hr; Woodland Room 2014 Fee-$23/hr, Proposed Fee-$28/hr; Entire Centre 2014 Fee-$78/hr, Proposed Fee-$120/hr. Room rental increases based on current usage will result in an increase revenue budget of $1,092.

Last Updated: In 2011, with the opening of the new Ojibway Complex, fees were initially decreased significantly and have not been adjusted upwards since.

113





Reserves

Parks Parks Development 0280260 - Landscape Architect Oper


Parks Parks Development 0280260 - Landscape Architect Oper



Net Total (88,615) 0 0 0

Budget Issue Detail

2015


Parks


2015-0335



Public

Adjust Wage Allocation



Parks' Landscape Architect Operations 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 that: Costs of internal staff whose primary duties are to provide services relating to capital projects (for example, engineering services) are to be recovered from capital.

The Parks Development team primary duty is to work with capital projects. The team is time-tracking to determine how much time is spent on various Parks’ projects, projects for other departments as well as other corporate initiatives.

In accordance with the TCA Policy, their time is recovered from the appropriate projects. Historically, the recovery has been budgeted at approximately 55% of the team’s wages. During the 2014 budget process, Parks put forth a request to eliminate the recovery due to the declining capital funding being allocated to Parks. However, in an effort to comply with the TCA Policy a revenue increase of $88,615 is required to bring the budget to $238,615, returning the recovery to the historical 55% rate of their time.

This rate should be reviewed each year using the actual time-tracking results to ensure the proper recovery rate is being budgeted accurately.

114





Reserves

Parks Parks Operations 0280208 - Equipment Maintenance 4210 - Depreciation 144,000


Net Total 144,000 0 0 0

Budget Issue Detail

2015


Parks


2015-0144



Public

PARKS: Enhanced Off-Road Fleet Replacement Depreciation & Establish Separate Reserve Fund



Off-Road Parks Fleet - Establish Separate Reserve and Increase Depreciation Contribution

Parks wishes to develop a ten year Off-Road Equipment Replacement Schedule, similar to those already existing for other City Departments.

The current Depreciation Contribution amount of $245,400 in the Operating Budget that was established more than 11 years ago is no longer sufficient. Each year, this Depreciation budget is transferred to the Fleet Replacement Reserve Fund where equipment purchases are charged against it. Some of this off-road equipment includes tractors, riding mowers, as well as Zamboni’s for the 4 Arena and 2 Outdoor Arena facilities. This equipment is essential to the department and down-time due to equipment repairs results in a loss of productivity and man-hours which results in the department’s inability to meet expected service levels.

Parks makes every effort to repair and in some cases rebuild equipment during the off-seasons. However, with aging equipment there are often times when the equipment breaks down and can push cut cycles. As an example, a park that is cut bi-weekly may go three weeks or more when equipment breaks down. The Parks & Recreation Departments have experienced significant growth with Gateways, Vacant Lots, WFCU, etc. The Parks’ off-road equipment inventory has grown with the workload and the depreciation contribution needs to keep pace.

Parks is requesting a separate Parks’ Off-Road Fleet Replacement Reserve be established, which would be overseen by the Fleet Review Committee. This Reserve Fund would be funded with this enhanced depreciation transfer from Operating, which better reflects both the current inventory and the current market value for replacements.

This Operating Budget Issue relates to Fleet’s Capital Project OPS-022-07. The $144,000 increase to the Reserve Fund annual contribution is required to sustain the current plan and will be assessed on an annual basis.

115





Reserves




Budget Issue Detail

2015


Parks


2015-0326



Public

Add 2 Forestry II Positions



Reorganizations and budget constraints in the past did not allow for the replacement of 2 Forestry II positions when the 2 present Forestry Supervisors vacated these positions. As a result our Forestry II compliment went from 9 to 7 positions. It should be noted that 15 years ago our Forestry team consisted of approximately 12 positions. Re-organization of the Division allowed us to be far more productive with less staff. A competent Forestry crew is required to deal with the numerous hazardous situations related to storm damage in our city and is required for the non-routine tree maintenance. With present staffing levels it is difficult to keep up with this specialized work. The Forestry division consistently ranks in the top 3 of citizen requests to 311. Between 2009-2013, 15% of the 81,000 – 311 calls regarding trees required an emergency response. Over this 5 year period, Forestry averaged 11 Health and Safety emergencies per calendar day.

An Arborist is a recognized skilled trade in the Province of Ontario. This trade requires at least 5 years continuous experience, training and development to reach full competence to the standards of the City of Windsor.

Our Arborists provide other services besides tree maintenance. Examples are:• Winter Control• Lighting repairs• Public Events assistance• Installation and Removal of Holiday displays• Disaster RecoveryIt should be noted that no transitional employees have the qualifications for these positions.

Funding for the 2 proposed positions will be provided through an internal operating budget transfer within the Forestry Division Operating Budget. Unlike staffing complements in Local 543 which are approved by Council, the staffing complements in Local 82 are budget based. It is not uncommon for internal budget transfers to occur between contract services accounts to labour accounts. It should be noted that no additional funds are being requested for the 2 positions.

The current budget for Maintenance Contracts (Acct 2980) is $542,930. For 2015, the Forestry II position is budgeted at $60,050 with a fringe budget cost of $18,015.The fringe benefits include sick time W.S.I.B. and all other benefits. Based on 2014 Fleet Rental Rates, a truck would be an annual increase of $13,967.

The addition of 2 regular, full-time positions would require a reduction in our Maintenance Contracts account of $170,097, which will bring the budget to $372,833. No additional funding is required for equipment, or materials. However, a small pick-up truck is required.

In a recent storm, we required the assistance of a contractor to assist with tree damage. The contractor cost was $169 to $245 per hour, depending on equipment requirements versus our “in house” cost of approximately $149 per hour for overtime work. In terms of productivity the cost difference is even more significant as our crews are more productive due to their superior skill set. Our “in house” staff is approximately 30% - 40% more productive which further reduces our “in house” costs.

Further, an inherent cost of contractors is follow-up inspections. When our own forces do a job we do not have to do a follow up inspection, but for contractor jobs follow up inspections are required to ensure the works were properly completed. It is not uncommon for us to re-inspect the same job site more than once, if works have not been completed to our satisfaction. Again, this is not required when our own forces do the work.

The City of Windsor is responsible for the maintenance of approximately 70,000 street trees and thousands more trees in our Parks and Natural Areas. Trees by their nature present a liability due to the fact that limb/tree failures can occur at any time. Response to such failures is a key function of our Forestry team. The addition of the 2 positions will enhance the process of inspections and will allow us to provide a quicker response time for emergency and urgent works and will allow us to carry out more proactive pruning which will reduce future tree issues.

The Forestry II position is a very physically challenging job, especially during storm incidents. Increasing the compliment of our Forestry #’s will allow us to regularly change their work activities, in order to reduce respective strain injuries.

We believe the hiring of full time Arborists will not have a negative effect on our service levels.

116





Reserves




3140 - Vehicle Rental - Internal 13,967










Net Total 0 0 0 0


Parks Forestry & Horticulture 0280325 - Tree Maintenance Forestry II Regular Full-Time Local 82 2.0

2.0

117

In-Camera Issue


118

In-Camera Issue


119





Reserves




Public Works Maintenance 0164401 - Winter Control Operations 2010 - Office Supplies 500

Public Works Maintenance 0164401 - Winter Control Operations 2012 - Other Charges 7,525

Public Works Maintenance 0164401 - Winter Control Operations 2070 - Outside Printing 1,000

Public Works Maintenance 0164401 - Winter Control Operations 8150 - Salary-Temporary 13,500

Public Works Maintenance 0164401 - Winter Control Operations 8190 - Other Pay 450

Public Works Maintenance 0164401 - Winter Control Operations







Net Total 25,000 0 0 0

Budget Issue Detail

2015


Public Works


2015-0438


A - Annualization

Public

Establish Snow Angels Program Budget



As per CR82/2014, an annualized budget of $25,000 is to be included as a pre-committed 2015 budget item to pay for the snow angels program costs. The budget and related costs will be set up and tracked within the winter control budget.

120





Reserves




Public Works Contracts & Field Services

0161059 - Field Serv. Ont. One Call

2220 - Equipment Maint. Materials 4,200


0161059 - Field Serv. Ont. One Call 2711 - Cell Phones 126






3145 - Vehicle Rental - Other 4,200






4025 - Registration Cost Expense 3,780






5485 - Other Departmental Services 26,417

Budget Issue Detail

2015


Public Works


2015-0034


B - Legislated

Public

Contracts & Field Services, Ontario One Call Requirements



(Attachment)

BACKGROUNDThe Ontario Underground Infrastructure Notification System Act, 2012, S.O. 2012, which came in to effect for municipalities on June 19, 2014, requires all infrastructure owners to become members of the ON1Call system in Ontario and provide physical locates in the field.

Municipalities have raised various concerns to the Ministry of Consumer Services related to the interpretation of the Act and limited benefit of physically locating sewers. As noted on the attached letter dated June 3, 2013, it is anticipated that further clarification will be made as the ministry and ON1Call are developing further regulations for consultation. The current interpretation is that all sewers need to be physically located, thus contributing to additional costs.

PROCESSCurrently, Administration staff (Permit Clerks in Engineering) receive the locate request and confirm that there is a permit issued for the work. They then schedule the locates. As there is no resource capacity in the Operations Department (Contracts and Field Services), the locates are completed by new staff.

With some experience under the new regulation, it has been determined that additional resources are required. A temporary Secretary, Field Services (L543, Classification 0.08), is being requested and will be a dedicated resource to this service. They will perform the duties currently performed by the Permit Clerks in Engineering. Additionally, a permanent dedicated Infrastructure Location Technician (L543, Classification 0.10) will be needed, as well as 1/3 of another permanent employee's time who will also act as an Infrastructure Location Technician.

It was expected that a new employee (L543, Classification 0.15) would be required as part of the 2014 Budget submission. Based on experience, this is not necessary, and the corresponding adjustments have been made.

COSTThere are several new costs incurred by the City through locating all storm, sanitary and combined sewers. A summary of all anticipated annual costs is attached for information.

121





Reserves





0161059 - Field Serv. Ont. One Call 8150 - Salary-Temporary 6,901




Total Expenses 132,763 0 0 116,064








Net Total 0 0 0 116,064


Public Works Contracts & Field Services 0161059 - Field Serv. Ont. One Call

Infrastructure Location Technician

Regular Full-Time Local 543 1.0

1.0

122

Attachment

Budget Issue: 2015-0034

Ontario One Call Budget Pressures

ESTIMATED ANNUAL COST :

The following estimate is the operating cost differential anticipated as the City becomes a member and provides the service of locating all

storm, sanitary and combined sewers.

The regulation became mandatory starting June 2014, therefore, the 2014 cost is for ½ year.

Estimated calls in 2012: Total locates requested 7588

Private property 1616

Public property 1192

Both Public & Private 3121

Unknown neither checked 1659

A. Membership Cost: Notification cost =$1.60 per call

Cleared/Filtered =$2.10 per call

Assumptions:

1. As there are sewers on most roads, it is anticipated that each call on public property would require either a Notification or

a Cleared/Filtered (1192 +3121 = 4313)

2. Of those calls, it is estimated that 50% of calls would be cleared and the other half would require locates (4313/2 = 2156).

Initial Set-up Fee $1,000 Total $9,0002156 X $1.60 3,450 Less: Budget Increase, 2014 (5,220)

2156 X $2.10 4,528 Budget Increase, 2015 $3,780

Subtotal A $9,000 (approx)

B. Resource Cost: Average Time per locate 2 hours

# locates per year 2156

Total hours required to complete all locates 4312

hours of work per year per employee 1820 (based on 35hrs direct hours, 40 hour work week)

Total number of staff required 2.37

Total 2014 2015

Staff Cost (L543 - 0.15 Step 1) - $58,635 for 7/12 of year $0 $34,008 ($34,008) 8150

Staff Cost (L543 - 0.15 Step 1) - 14% fringes for 7/12 of year $0 $4,761 ($4,761) 8399

Staff Cost (L543 - 0.15 Step 1) - Add'l 1% fringe for 7/12 of year ($340) $0 ($340) 8399

Inf. Location Technician (L543 - 0.10 Step 2) - $52,208 $52,208 $0 $52,208 8150

Inf. Location Technician (L543 - 0.10 Step 2) - 15% fringes $7,831 $0 $7,831 8399

1/3 Inf. Location Technician (L543 - 0.10 Step 2) - $52,208 $17,403 $0 $17,403 5485 Recovery paid to Field Serv GA

1/3 Inf. Location Technician (L543 - 0.10 Step 2) - 30% fringes $5,221 $0 $5,221 5485 Recovery paid to Field Serv GA

Secretary, Field Services (L543 - 0.08 Step 2) - $40,909 $40,909 $0 $40,909 8150

Secretary, Field Services (L543 - 0.08 Step 2) - 15% fringes $6,136 $0 $6,136 8399

1 vehicle $10,000 $5,800 $4,200 3145

1/3 vehicle $3,333 $0 $3,333 5485 Recovery paid to Field Serv GA

Equipment $10,000 $5,800 $4,200 2220

1 cell phones $300 $174 $126 2711

1/3 cell phones $100 $0 $100 5485 Recovery paid to Field Serv GA

2 computers $2,160 $626 $1,534 2925/3180

1/3 computer $360 $0 $360 5485 Recovery paid to Field Serv GA

Subtotal B $155,621 $51,169 $104,452

Total 2014 2015

Subtotal A $9,000 $5,220 $3,780

Subtotal B $155,621 $51,169 $104,452

Total $164,621 $56,389 $108,232

TOTAL ESTIMATED COST(A+B)= $164,621 (per year) 125





Reserves





0162773 - Traffic Admin Signs & Markings 8150 - Salary-Temporary 26,483


0162773 - Traffic Admin Signs & Markings







Net Total 30,455 0 0 0

Budget Issue Detail

2015


Public Works


2015-0040


B - Legislated

Public

Traffic Operations, Signs and Markings - Legislated Requirement for Temporary Supervisor



Under the OHSA, a supervisor is required to be on duty for the afternoon/midnight shift while staff are on regular duties. This temporary position is required to meet the obligations under the OHSA and will be required from the middle of June to the middle of September. These obligations were previously handled by a supervisor on call, however, due to further interpretation of the requirements by the Ministry of Labour, it has been determined that a supervisor on duty is required.

126





Reserves


0165210 - Parking Enforcement

2950 - Other Professional - External 16,004


Net Total 16,004 0 0 0

Budget Issue Detail

2015


Public Works


2015-0035


C - Contractual

Public

Traffic Operations, Parking Enforcement Contract Increase (Tender 97-10)



Per applicable clauses contained in Tender 97-10, Parking Enforcement is subject to an annual increase related to the CPI for the previous year. This is for contracted services with Commissionaires to provide enforcement services.

An increase of $16,004 is required for 2015 based on the CPI (2.4%) for June 2013 to June 2014.

Trend Analysis:2014 - Budget $666,813, Actuals $248,895 as at June 30, 2014 - 37% committed, 50% of year elapsed2013 - Budget $658,906, Actuals $653,196, Variance $5,710 surplus2012 - Budget $650,986, Actuals $648,046, Variance $2,940 surplus

The gross number of tickets issued per Parking Enforcement FTE is 7,844 which is currently well above the OMBI median of 4,618. The gross enforcement cost per ticket is calculated at $16.35 which is currently below the OMBI median of $19.09.

127





Reserves




Net Total 31,380 0 0 0

Budget Issue Detail

2015


Public Works


2015-0043


C - Contractual

Public

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 2014/2015 season:Tender 50-07 (Salt):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 2015 budget increase for this tender (50-07) is $26,690 (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):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 2015 budget increase for the brine tender (08-07) is $4,690.

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:2014 - Budget $654,100, Actuals $1,164,408 as at June 30, 2014 (50% of year committed)2013 - 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) deficit2009 - Budget $391,003, Actuals $712,171, Variance ($321,168) deficit

The operating costs for winter maintenance of roadways per lane km maintained in winter are calculated at $2,085.07, which is currently well below the OMBI median of $4,439.71.

128





Reserves




Net Total 5,723 0 0 0

Budget Issue Detail

2015


Public Works


2015-0045


C - Contractual

Public

Maintenance, Increase in Contract Costs for Winter Maintenance of Municipal Roads (as Approved by Council)



Extensions of both contracts 03-06 with Amico Contracting and 04-06 with Coco Paving were approved for three additional seasons: 2013-2014, 2014-2015, 2014-2015. The annual cost of these contracts will be adjusted each year as required by the terms contained in the contracts surrounding special inflation and CPI adjustments.

Labour and Equipment to provide winter maintenance of municipal roads - Crawford Yard (Tender 03-06)2014-2015, Total Tender Price, $696,036 (including non-refundable HST cost)2013-2014, Total Tender Price, $694,161 (including non-refundable HST cost)2015 INCREASE IN CONTRACT COSTS FOR TENDER 03-06 $1,875

Labour and Equipment to provide winter maintenance of municipal roads - Environmental Services Yard (Tender 04-06)2014-2015, Total Tender Price, $1,253,784 (including non-refundable HST cost)2013-2014, Total Tender Price, $1,249,936 (including non-refundable HST cost)2015 INCREASE IN CONTRACT COSTS FOR TENDER 04-06 $3,848

It should be noted that the operating budget for winter maintenance is based on average winter conditions. Any changes in the average winter conditions will cause an operating budget variance.

5-Year Trend Analysis:2014 - Budget $2,137,189, Actuals $2,222,845, 50% of year committed as of June 30, 20142013 - Budget $2,097,495, Actuals $2,138,415, Variance ($40,920) deficit2012 - Budget $2,036,959, Actuals $1,894,421, Variance $142,538 surplus2011 - Budget $1,937,935, Actuals $2,179,236, Variance ($241,301) deficit2010 - Budget $1,862,264, Actuals $1,768,920, Variance $93,344 surplus2009 - Budget $1,862,264, Actuals $1,697,539, Variance $164,725 surplus

The operating costs for winter maintenance of roadways per lane km maintained in winter are calculated at $2,085.07 which is currently well below the OMBI median of $4,439.71.

129





Reserves

Public Works Environmental Services 0173302 - Waste Disposal Charges

2975 - Landfill Tipping Fees 1


Net Total 1 0 0 0

Budget Issue Detail

2015


Public Works


2015-0247


C - Contractual

Public

Environmental - Budget Requirement for Landfill Tipping Fees



In 2014, the Regional Landfill Tipping Fee budget for the City of Windsor amounted to $5,600,906.

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 2015, 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 $10,250,000.

However, at this time the City of Windsor’s assessment for 2015 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 $10,700,000 from the 2014 allocation of $10,250,000. 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 2015.

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

2009 / $3,762,472 * strike impact2010 / $5,132,720 2011 / $5,709,126 2012 / $5,496,1962013/ $5,577,7102014/ $3,322,786 (as at the end of August 2014) Average / $5,478,938 (not including 2009 strike year or 2014)

Based on review of volumes and costs in 2014, it appears that the City may not have any increase in this budget line. The full EWSWA 2015 Budget will be brought before the EWSWA Board early in the new year and presented to Council thereafter.

130





Reserves

Public Works Environmental Services 0173302 - Waste Disposal Charges


Public Works Environmental Services 0173801 - Recycling 2980 - Maintenance Contracts 16,613


Net Total 79,141 0 0 0

Budget Issue Detail

2015


Public Works


2015-0255


C - Contractual

Public

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), 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 2014 City of Windsor budget for contracted services involving waste collection was $2,409,226 (based on 43,925 tonnes collected). The 2014 budget for yard waste collection was $377,300 (based on 7,000 tonnes collected). As per City of Windsor staff, the estimated increase based on the escalation factor for 2015 in the contract is approximately 2.6%.

This would result in an overall increase in contractor costs of $79,141 ($62,578 for Waste Collection and $16,613 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 2015.

131





Reserves


0162410 - Pavement Marking

2260 - Pavement Marking Supplies 7,755


Net Total 7,755 0 0 0

Budget Issue Detail

2015


Public Works


2015-0039


E - Inflationary

Public

Traffic Operations, Signs and Markings - Increase in Cost of Paint



The cost of paint is projected to rise 5% in 2015 versus 2014. This increase reflects the inflationary increase only and does not address volume variances.

5-Year Trend Analysis:2014 - Budget $155,098, Actuals $51,349 as at June 30, 2014 (50% of year committed) 2013 - 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) deficit2009 - Budget $83,712, Actuals $114,692, Variance ($30,980) deficit

132





Reserves

Fire & Rescue Fire Support Services 0191410 - FIRE-Apparatus 4210 - Depreciation (16,445)


Public Works Fleet 0125538 - Fleet Recoveries



Net Total 0 0 0 0

Budget Issue Detail

2015


Public Works


2015-0111



Public

Fleet, Revenue Adjustment - Fire and Rescue



Revenue reduction for Fleet and expense reduction for Fire required to bring budgets in both departments in line with the current 2015 projected Fleet recovery from Fire and Rescue for depreciation, insurance and licensing.

133





Reserves

Public Works Fleet 0125533 - Fleet, Vehicle Parts

2255 - Outside Vehicle Parts (13,346)

Public Works Fleet 0125534 - Fleet, Fuel 2115 - Motor Fuel & Lubricants (28,205)

Public Works Fleet 0125536 - Fleet, Licensing, Insur & Depr 3240 - Vehicle Licenses (1,413)


Public Works Fleet 0125538 - Fleet Recoveries 6420 - Rental Income 168,000


Net Total 125,036 0 0 0

Budget Issue Detail

2015


Public Works


2015-0399



Public

Fleet, Reduction in Rental Rate Revenue



Throughout 2013 and 2014, several vehicles were returned to Fleet, and as a result, budgeted revenues collected for these vehicles need to be decreased. Below is a breakdown of the revenue impacts by department:

2013 Returns- Building - $23,200- Parks - $19,200- Environmental - $67,600

2014- Building - $44,800- Parks - $13,200

Expense reductions in Fleet that can be taken as a result of the vehicle reductions include a reduction of ($1,413) for licencing, a reduction of ($28,205) for fuel, and a reduction of ($13,346) for parts.

134





Reserves




Net Total 275,587 0 0 0

Budget Issue Detail

2015


Public Works


2015-0341



Public

Maintenance, Increase in Winter Control Budget



Our winter control budget has been overspent consistently, and we expect this trend to continue in the absence of a major service reduction related to our winter control program. It should be noted that a winter control budget is very difficult to predict, as we cannot anticipate the number of snow events that will occur in any given year. Additionally, snow clearing of bus shelters is an added cost as no bidders for the recent RFP for transit shelters were received. Our analysis and projections are based on historical data.

Below is a summary of winter control costs for 2009-13. The current year, 2014, has been excluded from this analysis as the winter was extreme and not indicative of an average winter.

Year Actuals Budget Variance2013 $4,539,424 $3,793,854 ($745,570)2012 $3,673,164 $3,641,145 ($32,019)2011 $4,665,120 $3,498,876 ($1,166,244)2010 $3,636,942 $3,307,074 ($329,868)2009 $3,539,098 $3,265,955 ($273,143)

Actuals (2009-13 Average): $4,010,750, 2014 Budget: $3,735,163, Difference: $275,587

Our average deficits for the past five years compared to the current year budget, excluding 2014, is ($275,587). As a result, we are requesting a budget increase for winter control of $275,587.

Please note related budget issues submitted:2015-0043 - Supply of Highway Salt (Tender 50-07) and Brine (Tender 08-07) - $31,3802015-0045 - Increase in Contract Costs for Winter Maintenance of Municipal Roads (Tender 03-06 and 04-06) - $5,7232015-0229 - Maintenance, Reduce Residential Snow Clearing and Salting - ($587,377)

135





Reserves

Public Works Fleet 0125534 - Fleet, Fuel 2115 - Motor Fuel & Lubricants 31,500


Net Total 31,500 0 0 0

Budget Issue Detail

2015


Public Works


2015-0362



Public

Fleet, Increase in Fuel Costs (Gasoline @ $1.05)



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.

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.

During the 2011 Budget process, the cost of fuel was maintained at the 2010 levels of $0.80/litre for diesel and $0.90/litre for unleaded, however, management identified there being a risk associated with unforseen price fluctuations. City Council approved to deal with any over expenditures in fuel as a budget variance noting that there were enough corporate contingency funds to address fuel variances.

In 2011, the price of fuel was significantly more than the budgeted cost/litre. As a result, the 2012 budget was based on a projected price of $1.00/litre for both unleaded and diesel fuel and projected consumption of 930,000 litres. In 2012, budget dollars were included for the use of coloured diesel which the Fleet Division introduced for off-road equipment. A savings of $0.143/litre are realized when using coloured diesel rather than clear diesel. That year, Fleet Management established the coloured diesel budget based on a fuel price of $0.86/litre and projected consumption of 98,837 litres. These changes resulted in a net budget increase of $60,779 which was approved by Council during the 2012 budget process. In 2013, the fuel budget was reduced by ($100,000) due to a decrease in overall consumption by the Police Department and a change that had us using more coloured diesel where possible in place of the more expensive regular diesel fuel.

The fuel budgets in 2013 and 2014 were developed based on the projected price of $1.00/litre for both unleaded and diesel fuel and $0.86/litre for coloured diesel. Projected consumption for both fuel types was maintained at 1,028,837 litres.

Given the forecasts of analysts in the field, the increased cost of crude oil, the average cost/litre to date and the current cost/litre, management feels that an adjustment to the 2015 Budget using a projected price for gasoline of $1.05/litre is necessary. Diesel fuel and coloured diesel prices of $1.00/litre and $0.86/litre, respectively, may continue for 2015 but there is a risk of higher variances than in previous years. These rates have not been adjusted.

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.

136





Reserves

Public Works Environmental Services 0175201 - Pest Control 2950 - Other Professional - External 72,000


Net Total 72,000 0 0 0

Budget Issue Detail

2015


Public Works


2015-0454



Public

Environmental, Additional Costs for Rodent Control Contractor



The agreement with the current contractor was set to expire in December, 2014. In light of the fact that the 2015 Budget was not expected to receive Council approval until early 2015, a three-month extension to the contract was negotiated and will expire in March, 2015 (at which time the successful proponent of a forthcoming RFP will begin service). Without knowledge of what the terms of the new agreement will entail, it is recommended that the monthly rate for the contract extension (roughly $6,000) be used for budget purposes. The anticipated annual cost of the new contract totals $72,000.

It should be noted that there are no funds budgeted specifically for this expense in the Pest Control department budget. B11/2013 approved funding of $250,000 for skunk and rodent removal, which is anticipated to be near exhaustion by 2014 year end. As a result, $72,000 in funding is required.

137





Reserves

Public Works Technical Support 0162100 - Technical Support



4240 - Transfer to Current Fund (892)

Total Expenses (1,774) 0 0 (892)


6735 - Recovery Of Expenses 892


Net Total (882) 0 0 (892)

Budget Issue Detail

2015


Public Works


2015-0217



Public

Technical Support, Eliminate Annual Oracle Software Maintenance and Support Fee



The Hansen infrastructure management system was migrated/upgraded from Version 7 to Version 8 in Fall 2012. A component of this upgrade was the migration from an Oracle database platform to MS SQL. Consequently, the annual Oracle Software Maintenance Agreement is no longer required. This is an annual savings of $1,774 (including non-rebatable HST).

Note that if Issue 2015-0357 is accepted, this issue is not required.

138





Reserves

Public Works Traffic Ops, Parking & Trans. Planning 0162770 - Admin-Traffic 3140 - Vehicle Rental -

Internal (7,493)


Net Total (7,493) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0444



Public

Public Works Operations, Reduce One Car



Reduce one car, Executive Director car returned to Fleet

139





Reserves

Public Works On-Off Street Parking 0165110 - Parking Garage 1 (Goyeau)

6440 - Parking Revenue - Daily (116,175)

Public Works On-Off Street Parking 0165120 - Parking Garage 2 (Pellissier)


Total Revenues 0 0 (187,425) 0

Net Total 0 0 (187,425) 0

Budget Issue Detail

2015


Public Works


2015-0038



Public

On/Off Street Parking, Eliminate 1st Hour Free Parking in Goyeau and Pelissier Street Garages



Daily parking revenues can be significantly increased if the first hour free parking is eliminated in the Goyeau (#1) and Pelissier (#2) Street parking garages.

OMBI revenue-to-cost (R-C) ratios for parking garages show the average R-C to be $1.72 while the R-C for Windsor is $0.73. This indicates the revenues from parking garages, at the present rate structure, do not cover the operating costs of the facilities. Elimination of the first hour of free parking will assist in offsetting this shortfall. Additionally, there is some evidence of abuse of the first hour of free parking. With the move of the university to the downtown area, increase in parking demand will occur and rates should reflect the increased future demand.

It is expected that revenues would increase by $187,425 per year.

Please note that should this issue be accepted, Parking By-law 9023 will require amending.

140





Reserves

Public Works Maintenance 0172802 - Sewer/Drainage Admin



Public Works Maintenance 0172802 - Sewer/Drainage Admin



Net Total (25,344) 0 0 25,344

Budget Issue Detail

2015


Public Works


2015-0046



Public

Adjust Sewer Surcharge Recovery related to Salary and Wage Changes



Salary and Wage adjustments are done corporately. Subsequent budget adjustments are necessary to correct those that should be funded from sewer surcharge.

141





Reserves


0161051 - Field Serv Gen Admin




0161051 - Field Serv Gen Admin



Net Total (3,361) 0 0 3,361

Budget Issue Detail

2015


Public Works


2015-0050



Public

Contracts & Field Services, Sewer Surcharge Recovery Adjustments



An increase of $3,361 for increases in salary, fringe, and equipment costs is required to bring the sewer surcharge recovery in Field Services to the proper levels related to the Coordinator - Research Analyst and Administrative Inspector positions.

142





Reserves







Net Total (20,040) 0 0 20,040

Budget Issue Detail

2015


Public Works


2015-0112



Public

Technical Support, Adjust Recoveries from Sewer Surcharge



Technical Support recovers 50.30% of it's operating expenditures from the Sewer Surcharge. This issue is being put forward as a result of an increase in full time salaries due to negotiated wage increases and salary step increments, as well as an increase in the fringe benefits rate from 26% to 30% for full time salaried employees. Additionally, increased recoveries for Technical Support are needed due to negotiated wage increases and an increase in the fringe benefits rate from 14% to 15%.

Note that if Issue 2015-0357 is accepted, this issue is not required.

143





Reserves

Public Works Fleet 0125539 - Fleet Administration

7054 - Transfer From Reserve Funds (29,676)


Net Total (29,676) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0161



Public

Fleet, Adjust Recoveries for Fleet Coordinator



The recoveries for the Fleet Coordinator have been budgeted at $106,029 for several years now. This budget adjustment is being put forward to reflect an increase in revenues due to the current salary and benefits for this position.

Funding for this recovery will come from the Fleet Replacement Reserve (Fund 136).

144





Reserves


6450 - Parking Revenue - Monthly (25,200)


6450 - Parking Revenue - Monthly (16,800)


Net Total 0 0 (42,000) 0

Budget Issue Detail

2015


Public Works


2015-0180



Public

On/Off Street Parking, Reduction in Group Discount Rates for Parking Garages



Currently, large groups of people with monthly parking permits are offered a $10 discount off their monthly fees. This discount was introduced as an incentive for groups to make single payments instead of multiple payments, as doing so reduced the time required to process these payments. As more and more of these payments are received electronically, the workload for processing multiple payments from these groups compared to processing a single payment is negligible. As a result, it is recommended that the discount be reduced in half, to $5 per month and roughly 700 people would be impacted.

145





Reserves


7052 - Transfer From Capital Projects (10,000)


Net Total (10,000) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0216



Public

Technical Support, Adjust Recovery from Capital Rehabilitation Projects



Currently $35,000 is budgeted as a recovery from capital rehabilitation projects for work performed by the Technical Support Division in support of road, bridge, and sidewalk rehabilitation programs. The budgeted amount has been unchanged since 2007. An increase is necessitated by the significant increases in capital rehabilitation projects and funding in recent years. An additional $10,000 budgeted capital recovery is proposed.

Note that if 2015-0357 is accepted, this issue is not required.

146





Reserves





Public Works On-Off Street Parking 0165125 - Parking Garage 3 (1 Riverside)


Public Works On-Off Street Parking 0165630 - On Street Walks Revenue


Public Works On-Off Street Parking 0165640 - Off Street Lots Revenue



Net Total 0 0 (132,200) 0

Budget Issue Detail

2015


Public Works


2015-0373



Public

On/Off Street Parking, Increase in Hourly Rates



Rates at meters, lots and garages will all increase by 10 cents should this issue be accepted. Meter rates would increase to $1.35 per hour (or fraction thereof), and lots/garages would increase to $1.10 per hour (or fraction thereof).

The last increase in parking rates occurred in 2007 raising rates by $0.25 from $1.00 to $1.25 at parking meters. The rate in parking lots is $1.00/hour and in the Pelissier Street and Goyeau Street garages the first hour of parking is free with a rate of $1.00/hour thereafter. The 2013 OMBI statistics indicate the average parking rate is $1.66 with a median rate of $ 1.34. These rates are for municipal parking. In a number of municipalities, a great portion of off street parking supply is provided by the private sector. We do not have comparison values on parking rates at this time, however OMBI revenues-to-cost (R-C) ratios show Windsor has a R-C of $1.92 for lots while the average is $1.67 and R-C of $0.73 while the average is $1.72. Given the move of the university to the downtown area beginning in 2015, the demand on parking will increase. The proposed increase continues with the philosophy of higher rates for prime on-street spaces with lower costs to encourage longer term parking in off-street facilities.

147

In-Camera Issue


148





Reserves

Public Works Environmental Services 0173309 - Barricades 6650 - User Fees (1)

Total Revenues (1) 0 0 0

Net Total (1) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0453



Public

Environmental, User Fee for Delivery and Pick Up of Barricades


One Time BSR Funding Requirement: $0

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. This budget issue is being put forward solely so that this fee is formally placed on the user fee schedule.

149





Reserves

Public Works Environmental Services 0175701 - Building & Security

2960 - Security Services - External (31,150)


Net Total (31,150) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0369


J - Alternative Service Delivery

Public

Environmental - Change in security cost for the Solid Waste Control Centre



The EWSWA no longer wishes to use the services of Paladin Security for their facilities located in the same yard as Environmental Services at 3540 North Service Road. Currently this service is cost shared between Environmental Services and EWSWA. If Paladin Security is retained for foot patrol security services going forward, the incremental cost to Environmental Services is $77,875, as Environmental Services would be responsible for paying the full security costs.

To mitigate these costs, Environmental Services is looking to discontinue the foot patrol with Paladin Security and will instead, have the premises monitored remotely by Paladin through Facilities. The cost to purchase and install the necessary equipment (ie cameras) is unknown as of the time of writing (October 2014), however, it is felt that there is sufficient funding in the Solid Waste Control Centre reserve fund to partially cover these capital expenditures. As a result of this change, Environmental Services would see annual operating budget savings of $31,150.

150

In-Camera Issue


151

In-Camera Issue


152





Reserves




Fire & Rescue Fire Operations 0191110 - Firefighting 2145 - Housekeeping Supplies (6,000)

Fire & Rescue Fire Operations 0191110 - Firefighting 4210 - Depreciation (200,000)

Fire & Rescue Fire Operations 0191110 - Firefighting 8110 - Salary-Reg.Full Time 157,056

Fire & Rescue Fire Operations 0191110 - Firefighting 8130 - Overtime - Salary 18,331

Fire & Rescue Fire Operations 0191110 - Firefighting 8399 - Fringe Benefits (Dept.) 47,120

Fire & Rescue Fire Operations 0191510 - FIRE-CBRN/Hazmat 8190 - Other Pay (8,000)

Budget Issue Detail

2015


Fire & Rescue


2015-0001



Public

WPFFA Arbitration Award - Implementation Plan



M460-2013 AMENDED BY M467-2013 ADOPTED BY COUNCIL December 16, 2013:"That administration BE DIRECTED to proceed in accordance with the instructions of City Council. Particularly:

THAT City Council RECEIVE the verbal report of Mayor Francis and members of administration in respect to the matter of the recent interest arbitration award for members of WPFFA; and

THAT City Council APPROVE IN PRINCIPLE, the plan to transform service delivery for the Windsor Fire and Rescue Services which results in a 53% improvement to the department’s ability to initially deliver 10 firefighters within 10 minutes to a fire emergency in the City of Windsor; and

THAT the transformation plan, approved in principle INCLUDE the strategic consolidation of three (3) existing fire halls along with the construction of two (2) new fire halls, implementation of a platoon system, which will increase the number of front-line fire fighters by the number of 10.5 Full Time Equivalents, with 7 new Assistant Chiefs to oversee same (1 in place now for a total of 8), elimination of District Chief positions and Incident Technician positions (drivers), elimination of designated ESU positions (to be delivered using modified workers and other available staff), the implementation of staffing for up to 3 quints, the removal from regular service reassignment of one fire truck to be available as needed, and to effect other administrative position changes as reported in the financial schedule of the City Treasurer, and deemed necessary to effect a zero net cost of the interest arbitration award change to a 42 hour work week; and

That a review of the present location of Fire Hall No. 8 BE UNDERTAKEN to determine its optimal location for the future. On December 16, 2013, these matters received further consideration in an open meeting of City Council and further ratified based on Communication No. 31, M465-2013 reads:

"That the report of the Executive Director of Human Resources dated December 12, 2013 regarding “Arbitration Award – Windsor Professional Fire Fighters Association (WPFFA) and the Corporation of the City of Windsor (Corporation) and Implementation Plan”, be removed from communication to be considered during regular items stage of the meeting."

This resulted in M460-2013 which reads:

"That CR16905 The Report of Special In-Camera Meeting held December 10, 2013, BE ADOPTED as amended."

The budgetary changes outlined in report #16905 are reflected in this budget issue. Note that changes to utility and insurance budgets are managed centrally, and therefore will not be reflected in budget changes within this issue. Further, a second Assistant Chief position was approved in the 2014 budget process so the requirement for additional Assistant Chief positions has been reduced by one in this issue.

Also of note is the increase in business license fees associated with the plan. This issue was brought forward in the 2014 budget process, but was not accepted. The subsequent plan to offset the financial impacts of the 42 hour work week did include $65,000 in additional revenue from this source, however, Licensing Commission approval has not yet been sought. Should approval not be obtained, revenue will fall short of budget in 2015.

153





Reserves

Fire & Rescue Fire Support Services 0191150 - FIRE-Public Education




Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention





Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 6650 - User Fees (65,000)





Net Total (172,544) 0 0 0


Fire & Rescue Fire Operations 0191110 - Firefighting Assistant Chief - Fire Rescue Regular Full-Time WFA 6.0

Fire & Rescue Fire Operations 0191110 - Firefighting Captain - Fire Rescue Regular Full-Time WFA 2.0

Fire & Rescue Fire Operations 0191110 - Firefighting District Chief - Firefighting Regular Full-Time WFA (7.0)


Public Education Officer Regular Full-Time WFA (1.0)

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention Ast Chief Fire Preventn Officr Regular Full-Time WFA (1.0)

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention Fire Prevention Officer Regular Full-Time WFA 1.0

0.0

154





Reserves

Fire & RescueFire Operations

0131590 - FIRE-Emergency Preparedness

2927 - Computer Maint-External 5,600


Net Total 5,600 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0005



Public

Increase in WebEOC Budget



In 2010, Council approved the acquisition of WebEOC and EmerGeo software as follows:

CR418/2010:"That City Council APPROVE the acquisition and implementation of the WebEOC and EmerGeo software through the current University of Windsor contract and that the one time cost of $8,054.02 plus applicable taxes, to permit EOC access for the City of Windsor BE FUNDED from the Ontario Fire Service Grant Reserve Account 1768. The annual maintenance cost of approximately $2,400.00 plus applicable taxes will BE FUNDED from within the current operating budget; and

That the CAO and City Clerk BE AUTHORIZED to execute the necessary agreement with the University of Windsor and the County of Essex for the WebEOC and EmerGeo Emergency Information Management Software System, satisfactory in form to the City Solicitor, in financial content to the City Treasurer, and in technical content to the Fire Chief and the Executive Director of Information Technology."

The City's proportionate share of maintenance costs was subsequently deemed to be higher (2/5 instead of 1/9), and the department now requires an additional $5,600 towards funding the City's total share of $8,000.

2014 budget: $2,400

155





Reserves

Fire & Rescue Fire Support Services 0191410 - FIRE-Apparatus

2220 - Equipment Maint. Materials 1


Net Total 1 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0006



Public

SCBA Equipment Maintenance



WFRS is requesting funding of $30,000 for the ongoing maintenance of Self Contained Breathing Apparatus (SCBA) in 2015. The SCBA units currently used by WFRS are at the end of their lifespan and due for replacement, however the replacement process has been delayed due to problems within the industry associated with meeting the latest NFPA standard. Because of these circumstances, replacement of the equipment is not expected to be completed until the end of 2015. As with any piece of equipment, maintenance costs increase with age and time in service.

2014 budget: $36,520

One-time funding of $30,000 from the Budget Stabilization Reserve is requested to fund this expected increase in SCBA maintenance costs in 2015. It is anticipated that maintenance costs will revert to the current budgeted level upon replacement of the units in late 2015.

156





Reserves

Fire & Rescue Fire Support Services 0191610 - FIRE-Training 2925 - Computer Maintenance 4,320

Fire & Rescue Fire Support Services 0191610 - FIRE-Training 3180 - Computer Rental - Internal 5,400


Net Total 9,720 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0010



Public

Fire Training Division Computers


One-Time Ontario Fire Service Grant Funding Requirement: $12,600

The Fire Training division currently has nine stand-alone computers used exclusively for running Blue Card fire training software. These computers were purchased by WFRS in 2010 through the Ontario Fire Service Grant as corporate computers at the time were not capable of running the Blue Card training software. These computers have now been identified for replacement, and the replacements will require corporate software to be loaded and to be added to the corporate network in order to run all fire training programs (corporate computers are now capable of running the Blue Card software). The annual operating costs associated with these adjustments is $1,080 per computer.

Computer maintenance fees: $480 x 9 = $4,320PAYG fees: $600 x 9 = $5,400Total: $9,720

The Ontario Fire Service Grant has sufficient funding available for the initial purchase (9 x $1,400) of the nine laptop computers in 2015.

157





Reserves

Fire & Rescue Fire Operations 0191110 - Firefighting 8290 - Clothing - Uniforms 55,006


Net Total 55,006 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0016



Public

Fire Uniform Budget



Per the collective agreement, WFRS employees are awarded a pre-set number of points each year for use towards purchasing uniform and other related items. The actual purchase prices of these items have increased steadily over the years, raising the average annual cost per point expended. The collective agreement also provides (with limitations) for the carryforward of unused points. The average point carryforward for the five year period 2009-2013 is approximately 4,000 points, and can be spent at the fire employee's discretion. As such, a reserve was set up in 2011 to/from which any variances in the firefighting dept ID uniform budget are to be transferred at the end of each year. This reserve has now been depleted, and given the current budget level and point usage patterns, positive variances in the clothing account are not anticipated. As such, additional funding of $55,006 in the uniform budget is requested in order to fund both current operational requirements as well as ensure adequate funds are built in the reserve account should point usage increase in any given year.

Based on the current approved staff complement of 290 WFRS personnel, a total of 11,590 points will be issued annually. If this amount is expended annually at the current estimated average cost per point, the total required budget for points-driven uniform expenses will be approximately 11,590 x $15 = $173,850.

In addition, new fire recruits and promoted employees are provided new uniform items at no point cost. An additional $10,000 cost is estimated for these items.

Points driven expenditures: $173,850Non-point driven expenditures: $10,000Total required budget: $183,850

2014 budget: $128,844

Note that this budget was reduced to the current level from $132,444 in 2007 and has remained unchanged since that time.

Uniform history (actuals):2010: $103,6302011: $153,7582012: $192,4282013: $202,5132014: $170,000 (projected)

158





Reserves

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 6650 - User Fees (1)


Net Total (1) 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0013



Public

Modification of User Fee: Special Events Application & Review



The establishment of user fees for special event applications and review was approved by Council in 2014. The intention at that time was to waive the fees for non-profit events and, as such, the fee schedule specifies that the fee applies to for-profit organizations only. This has proven troublesome as many non-profit organizations sponsor for-profit events, and believe they should be entitled to the exemption. WFRS would like to modify the user fee description from the current "Special Events Application & Review - For Profit Organizations" to better reflect the original intent of the exemption.

159

Budget Issue Detail

2015


Fire & Rescue


2015-0009



Public

Additional Fire Prevention Officers and Training Officers



The Fire Department requires additional staff resources as recommended by the Fire Master Plan and Administrative Review 2006, and accepted by Notice of Council Decision M9-2006 where Windsor City Council adopted the following resolution at its meeting held January 16, 2006:

Moved by Councillor Zuk, seconded by Councillor Lewenza"That the report of T.L. Powell & Associates Ltd., presented on January 16, 2006 entitled "City of Windsor Organization and Administrative Review of Windsor Fire and Rescue Services" BE RECEIVED, and further, that the Chief Administrative Officer and Fire Chief BE DIRECTED to begin the process for implementation of the recommendations contained in the Review. Carried."

The addition of two Fire Training Officer positions and four Fire Prevention Officer positions are advised at this time, as described below.

ITEM #1: Two Fire Training Officers

Operating budget requirement per position:Salaries and Fringe Benefits = $140,870Clothing = $900 (60 points x $15 average cost per point)Office Supplies = $250Cell Phone = $300Computer Charges = $880Training Courses = $1,000TOTAL = $144,200 x 2 positions = $288,400

The addition of two Training Officers would address some of the gaps noted in the report which correctly identified that the Training Division has a major impact on staff competency, occupational health and safety, promotions, recruitment and diversity outreach. Staffing deficiencies identified as not meeting current requirements include:

1) Driver testing2) Reclassification examinations3) Recruit training4) Annual refresher training required by all divisions5) Limited officer training6) Corporate training initiatives 7) New initiatives

Present staffing levels within the division present a challenge in meeting minimum mandated requirements. Additional training officers are required to meet the training requirements of the department.

ITEM #2: Four Fire Prevention Officers

Operating budget requirement per position:Salaries and Fringe Benefits = $140,870Clothing = $900 (60 points x $15 average cost per point)Office Supplies = $250Travel & training = $2,000Cell Phone = $300Computer Charges including Air Card = $2,080Membership Fees and Dues = $500TOTAL = $146,900 x 4 positions = $587,600

Current Fire Prevention staffing is not sufficient to meet the legislated obligations in the Fire Protection and Prevention Act. Shortfalls exist in several critical areas identified in the community risk assessment and include:

1) Retrofit requirements2) Additional obligations placed on municipalities in the area of Health Care and Hotel Facilities3) Fire investigations

160





Reserves




Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 2010 - Office Supplies 250

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 2610 - Travel Expense 1,000

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 2711 - Cell Phones 300






4020 - Membership Fees & Dues 500

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 4050 - Training Courses 1,000

Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention 5125 - Computers - PCs 1,000




8290 - Clothing - Uniforms 900








Net Total 146,900 0 0 0

4) Recommended annual inspection frequency

The addition of four Fire Prevention Officers would bring the municipality closer to meeting its requirements under the Act. Each Fire Prevention Officer position would also require a vehicle, including mobile office set up, as follows:

Small fleet vehicle: $20,000Mobile office: $3,800Total $23,800 x 4 positions = $95,200

One-time funding from the Budget Stabilization Reserve of approximately $95,200 would therefore be required in order to fund the initial capital costs associated with the establishment of these four new positions.

Together, the addition of these six positions - two Fire Training Officers and four Fire Prevention Officers - would require an operating budget increase of approximately $876,000.

However, due to budgetary constraints and competing corporate priorities, Administration recommends funding for only one Fire Prevention Officer at this time. Due to the elimination of the Public Education Officer position as dictated by the arbitration award implementation plan (reference issue 2015-0001), departmental capacity will not be increased in 2015 with this addition. Service can be expected to be maintained at the status quo level while the challenges facing the department remain.

This addition requires an operating budget increase of $146,900 and one-time BSR funding of $23,800 as outlined earlier in this issue.


Fire & Rescue Fire Support Services 0191310 - FIRE-Prevention Fire Prevention Officer Regular Full-Time WFA 1.0

1.0

161





Reserves

Legal Provincial Offences 0126600 - Prov Offences Admin

2925 - Computer Maintenance 4,500




Net Total 2,360 0 0 0

Budget Issue Detail

2015


Legal


2015-0291


A - Annualization

Public

Court Administration Management System (CAMS) Annual Maintenance Fees



The Provincial Offences Division implemented the Court Administration Management System (CAMS) in early 2014 and received $2,500 in the 2014 operating budget (change request 2014-0204) for the pro-rated cost of the annual maintenance fees payable to the Region of Niagara. This budget request is for the balance of the annual maintenance fees ($1,700) as well as for internal hosting & support fees ($2,800).

Based on the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula for 2014, the City portion of the total incremental costs will be approximately 52.4%, or $2,360.

162





Reserves


3175 - Facility Rental - External 8,520




Net Total 4,465 0 0 0

Budget Issue Detail

2015


Legal


2015-0119


C - Contractual

Public

Westcourt Place Lease



The City of Windsor leases space at Westcourt Place to accommodate and administer the Provincial Offences Act court. The leased space consists of three (3) courtrooms, office space for twenty (20) employees, a satellite office of the police court services branch and sufficient space for the public, which totals approximately 17,039 square feet.

On March 7th, 2011 (CR85/2011 as amended by M64-2011), City Council approved a lease renewal with Westcourt Place for an additional three (3) year period from January 1, 2012 to December 31, 2014. The lease renewal also permitted for a further option to extend for an additional two (2) year period from January 1, 2015 to December 31, 2016 subject to a $0.50 escalation increase for this renewal period. This option was exercised in 2014. As a result, the total lease cost for the facility will increase by $8,520 (17,039 SF x $0.50) beginning in 2015.


163





Reserves


2961 - Security Services - Internal 15,338




Net Total 8,038 0 0 0

Budget Issue Detail

2015


Legal


2015-0133


C - Contractual

Public

Increase in Court Security Costs



The Provincial Offences Division utilizes the services of the Windsor Police Services for courtroom security. This budget request is to fund an estimated 3% collective bargaining increase over the 2014 Collective Agreement rates and a fringe benefit rate adjustment from 26% to 30% for two Police Security Officer in 2015.


164





Reserves

Finance (Corporate) General Expense Accounts 0131680 - Contingency 3200 - Insurance

Premiums 734,658


0131680 - Contingency (Parking Operations)

3200 - Insurance Premiums 3,510


0131680 - Contingency (Sewer Surcharge)

3200 - Insurance Premiums 31,419

Total Expenses 734,658 0 3,510 31,419

Net Total 734,658 0 3,510 31,419

Budget Issue Detail

2015


Legal


2015-0020


E - Inflationary

Public

Annual Inflationary Insurance Premium Increase



The main cost drivers of insurance premiums are OMEX reciprocal member claims experience, the insurer's assessment of risk exposure and inflationary increases. 2015 rates are currently unknown and are difficult to predict at this stage. Projections included in this issue are based on a 2% increase in property values over current TIV values & a 20% increase over actual 2014 premium rates for property, vehicle, transit & traveller and general liability insurance. The total funding required to fund the projected insurance premium increase is $769,587, of which $734,658 represents the municipal levy portion.

The 2014 insurance premium budget increase was based upon a 10% increase over 2013 premiums, and proved to be optimistic. Vehicle insurance premiums rose over 20% while general liability costs rose 30% over 2013 budgeted costs. As a result, a deficit in the insurance premium account of $240,000 is projected for 2014. The 2015 budget increase must therefore fund the budgetary shortfall of 2014 as well as the projected premium increases for 2015.

The 2015 projected insurance premium changes by insurance category and funding source are broken down below:

Corporate insurance premium budget changes by category (net of recoverable agency premiums): General liability: $422,421 Building & Property: $65,763 Crime: $0 Vehicle: $107,819 Transit & Traveller: $173,646 Councillor Accident: ($62) Total: $769,587

Corporate insurance premium budget changes by funding source (net of recoverable agency premiums): Municipal Levy: $734,658 Sewer Surcharge: $31,419 Parking Reserve: $3,510 Total: $769,587

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: $2,920,000 (projected)

2014 budget: $2,680,104

165





Reserves

Legal Purchasing 0123210 - Purchasing 6650 - User Fees 7,100


Net Total 7,100 0 0 0

Budget Issue Detail

2015


Legal


2015-0018



Public

Decrease in Tender Deposit Revenue



In order to both provide more bidding opportunities for a larger pool of vendors and to realize greater clerical efficiency and document control within the Purchasing Department, electronic document distribution was introduced in February 2014. In recognition of the requirement of the electronic document taker to generate the documents themselves, the Fees & Charges bylaw was amended to set a flat fee of $25 for electronic documents:

CR78/2014 (April 7, 2014; LL #17097)"That the Fees and Charges Bylaw for 2014 BE AMENDED to include all document fees for purchasing documents as follows: Counter Documents: Estimated Project Value Document Fee $100,000 or less $25.00 $100,001 to $1,000,000 $50.00 $1,000,001 to $5,000,000 $75.00 $5,000,001 to $10,000,000 $175.00 $10,000,000 or more $200.00* *refundable to compliant unsuccessful bidders

Electronic Documents: $25.00 "

For the five month period from February through June, the take-up on electronic documents has been 63% of total tender documents issued and has resulted in reduced revenue of $7,150 due to the lower price of electronic documents for projects with estimated values greater than $100,000. Average revenue per tender document for this same period decreased from the 2013 level of $41.11 to $34.87. Assuming the project value distribution pattern and total number of documents issued is evenly distributed throughout the rest of 2014, and that 2015 patterns are similar to this, tender deposit revenue can be estimated to be approximately $34,870 ($34.87 x 1,000 documents) in 2015. Rounded to $35,000, a revenue reduction of $7,100 is requested at this time.

Tender document revenue history (actuals):2010: $81,719 2011: $53,108 2012: $37,394 2013: $40,8252014: $35,000 (projected)

2014 budget: $42,100

166





Reserves





6485 - Bylaw Fines - Courts 1,221,296

Total Revenues 1,221,296 0 0 0

Net Total 640,326 0 0 0

Budget Issue Detail

2015


Legal


2015-0121



Public

Reduction in Court Fine Revenue



As a result of lower than anticipated charging volumes, a deficit of $1.6M is projected in the court fine revenue account in 2014. Although the department anticipates that revenue will increase in 2015 due to the pilot project of adding a second placement collection agency (which specializes in accounts that have already gone through the first placement agency), annual revenue is not expected to exceed $6M. A revenue budget decrease of ($1,221,296) is therefore requested at this time.

The Court Administration Management System (CAMS) was implemented in March 2014 and offers enhanced statistical reporting capabilities. For example, it is now possible to distinguish between the amount of revenue collected on current fines (less than 45 days old) and defaulted fines (greater than 45 days old). For the period March 1 to September 30, 2014, 62% of total fine revenue collected related to current fines while the remaining 38% related to defaulted fines. It is anticipated that the availability of such information will provide management with the tools to better understand and address variations in collections revenue.

Court Fine Revenue (actuals):2010: $6,781,619 2011: $6,885,896 2012: $6,781,112 2013: $6,248,7652014: $5,600,000 (projected)

2014 budget: $7,221,296

Based on the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula for 2014, the City portion of the total incremental change will be approximately 52.4%, or $640,326.

167





Reserves

Legal Legal, Real Estate & Risk Mgmt

0143146 - Canderel Lease

3175 - Facility Rental - External 70,000


Net Total 70,000 0 0 0

Budget Issue Detail

2015


Legal


2015-0023



Public

Canderel Lease Expense



As disclosed in the 2013 year end and subsequent variance reports to Council, a calculation error made by the landlord in respect of the CPI increase required by the Canderel lease resulted in monthly underpayments by the City to the landlord. Prior to discovery of this issue a budget reduction in the amount of $171,701 was taken in respect of this item (in 2014), which will result in a deficit of approximately $70,000 in this account in 2014. A budget increase of $70,000 is requested in 2015 in order to fund the City's lease obligations to the landlord.

2014 budget: $974,736

168

In-Camera Issue


169





Reserves

Legal Provincial Offences 0126600 - Prov Offences Admin 2085 - Publications (5,000)


4010 - Administrative Services 2,378


Net Total (2,622) 0 0 0

Budget Issue Detail

2015


Legal


2015-0297



Public

Reduction of Provincial Offences Division Publications Budget



Budgetary savings of $5,000 can be achieved in the Provincial Offences Division with the cessation of non-essential subscriptions. A five-year history of publication account expenditures is provided below.

2010: $18,1732011: $16,1722012: $18,5942013: $17,374 2014: $14,000 (Proj)

2014 budget: $14,000

Based on the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula for 2014, the City portion of the total incremental savings will be approximately 52.4%, or $2.622.

170





Reserves

Legal Provincial Offences 0126620 - Court Administrator

2961 - Security Services - Internal (250,000)


Windsor Police Services Patrol 0192505 - Court Services Branch

6990 - Other General Revenue 250,000


Net Total 0 0 0 0

Budget Issue Detail

2015


Legal


2015-0433



Public

Elimination of Provincial Offences Court Police Overtime Budget



During the 2006 Operating Budget process, the Windsor Police Services Board approved a recovery from the Provincial Offences Court for overtime costs incurred by police officers to attend court to give evidence at trials. An offsetting budget in the Provincial Offences Division was subsequently approved in the 2008 Operating Budget. As the Provincial Offences Division does not reimburse any other police agencies in the County of Essex for the attendance of their officers to provide testimony at trials, it is recommended that this budget be eliminated in 2015.

2014 budget: $250,000

Note that Windsor Police Services overtime costs are not covered by the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula.

171





Reserves


0125240 - Real Estate -Operating



Net Total (160,000) 0 0 0

Budget Issue Detail

2015


Legal


2015-0022



Public

Recovery of Real Estate Services Staff Services from Capital Projects



The Manager of Real Estate Services and the Coordinator of Real Estate Services positions are largely dedicated to work in support of identifiable capital projects. In accordance with the council approved Tangible Capital Asset (TCA) Policy, it is recommended that the costs of these positions be recovered from the appropriate capital projects.

Specifically, Part 3 of Schedule A (TCA Terms and Definitions) of the TCA Policy states:

"Cost of TCA is the gross amount of consideration given up to acquire, construct, develop or better a tangible capital asset, and includes all costs attributable to the asset‟s acquisition, construction, development or betterment, including installing the asset at the location and in the condition necessary for its intended use. Included in the cost of TCA are: a. Temporary financing incurred during the construction of an asset. b. Costs of internal staff seconded to a project which results in a TCA where their regular duties are backfilled. c. Development charges and permits. d. Costs of internal staff whose primary duties are to provide services relating to capital projects (for example, engineering services). Costs of staff who are assigned to participate in projects as part of their normal range of duties and who are not specifically seconded and backfilled would not be included in cost of TCA (for example, technology or finance staff who are not backfilled). These overhead type costs are only included in the cost of a capital project in the event that external funding of the project allows for their recovery; they will be recorded in a separate general ledger account and excluded from the cost of TCA. e. All non-recoverable taxes. "

As the primary duties of these two positions are to provide services relating to capital projects, the costs should be charged to the underlying capital projects and capitalized accordingly.

Salary and fringe costs for the Manager of Real Estate Services and the Coordinator of Real Estate Services positions total $217,133, and it is estimated that 75% of their work is in support of identifiable capital projects. As such, it is recommended that a recovery budget of $160,000 ($217,113 x 75% = $162,835, rounded) be established in the Real Estate Services operating budget.

2014 budget: $0

172





Reserves

Legal Legal, Real Estate & Risk Mgmt 0125230 - Admin-Legal 6740 - Recovery of

Internal Salaries (3,081)


Net Total (3,081) 0 0 0

Budget Issue Detail

2015


Legal


2015-0085



Public

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 in main part to the increased fringe rate applied to permanent employee salary costs, the recovery will increase by $3,081 in 2015.

Salary & fringes: $152,688Recovery @ 50% = $76,334

2014 budget: $73,253

173





Reserves


0131690 - Risk Mgmt&Loss Prevention



Net Total (3,146) 0 0 0

Budget Issue Detail

2015


Legal


2015-0086



Public

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. The budget for this recovery is currently understated and should be increased by $3,146 to account for increased employee fringe benefit costs.

2014 budget: $96,572

174

In-Camera Issue


175

In-Camera Issue


176

In-Camera Issue


177





Reserves

Planning & Building Building 0152721 - Building Permit Reserve


Total Expenses 0 260,500 0 0


6410 - Licenses & Permits 260,500

Planning & Building Building 0152720 - Building Permit Fee Reserve



Net Total 0 260,500 0 0

Budget Issue Detail

2015


Planning & Building


2015-0375



Public

Downward Adjustment to Building Permit Fees Revenue Budget



In recent years and going forward, the actual permit fee revenues collected are seen as falling short of the budgeted amount. The following summary shows the recent historical pattern and the projected near future trend for Building permit fee revenues.

Year 2010 2011 2012 2013 2014 2015 2016

Budget $2.5 M $2.5 M $2.293 M $2.306 M $2.306 M $2.306 M $2.306 M

Actual $1.822 M $2.56 M $2.67 M $1.93 M $2 M (est.) $2.046 M (est.) $2.046 M (est.)

Years 2011 and 2012 saw an exceptional level of institutional and large scale projects (i.e. The University and College expansions) which generated significant permit revenue. Adminstration is not aware of a similar occurrence taking place any time soon and therefore suggests that the prevailing permit revenue budget amount be adjusted downward to a more realistically anticipated level. Going forward, it is suggested that a permit revenue budget of $2.046 M is more attainable and that the existing permit revenue budget amount of $2,306,500 be adjusted accordingly.

Proposed permit revenue budget adjustment: $2,306,500 - $2,046,000 = ($260,500) Note: Budget Issue #2015-0211 (proposed permit fee increase) offers an offsetting solution to this reduction.

178





Reserves







Net Total (81,815) 81,815 0 0

Budget Issue Detail

2015


Planning & Building


2015-0377



Public

Increased Draw on Building Permits Fee Reserve Due To Increased Salary Related Expenses (Legislated Permits Budget)



As a result of year 2015 salary increases and the fringe benefit percentage increase to 30% for full time staff, there will be an additional draw on the Reserve to fund these costs in the amount of $81,815. It is cited as a draw on Reserve as it is uncertain that permit fee revenues at current posted prices and forecasted activity volume will cover the added apportioned costs.

Therefore the amount of this budget issue is an increase to the budgeted draw on Reserve in the amount of $81,815.

179





Reserves







Net Total (116,406) 116,406 0 0

Budget Issue Detail

2015


Planning & Building


2015-0206



Public

Adjustment to Building Department Costs Apportioned to the Tax Levy



Per City Council decision M252-2011 (report #15110 entitled Building Permit Fee Reserve Deficit Reduction Action Plan and in accordance with Ontario Building Code Legislation) that Departmental costs be properly apportioned to and funded from the appropriate funding source (property tax levy or the Building Permit Fee Reserve). These costs represent the current additional incremental portion of the Building Department budget associated with Building Permits based on current work load within the Department. It represents the current overall allocation of staff time to Ontario Building Code Enforcement. This budget line item is simply an adjustment to the total that is being funded from Building Permits and a corresponding reduction in the draw on the tax levy. The adjustment follows the 2014 organizational restructuring of the Office of the City Engineer which was endorsed by City Council in July 0f 2014. The By-law Enforcement officers team was separated from the Building Department and moved to the Office of the City Clerk. This changed the proportion of work allocation for some Building Administrative staff to allow them to focus more on permits related work which should be appropriately funded from permit revenues. Staff affected include the Chief Building Official, reception, secretarial and financial support staff. The impact of this adjustment to the tax levy is a $116,406 reduction. This same amount in turn will now be funded from permit revenues. The total includes wages, fringe and incidental costs related to the respective employees.

180





Reserves

Planning & Building Development 0153750 - Development Management 2020 - Postage (1,500)

Planning & Building Policy & Design 0153620 - Planning Policy 2085 - Publications (4,500)


Net Total (6,000) 0 0 0

Budget Issue Detail

2015


Planning & Building


2015-0209



Public

Miscellaneous Line Item Reductions



Reduction to the postage budget within the Planning Divisions: ($1,500)Reduction to the publications budget within the Planning Divisions ($4,500) ----------- Total ($6,000)

181





Reserves

Planning & Building Building 0153700 - Inspections-Property Standards

6735 - Recovery Of Expenses (1)


Net Total (1) 0 0 0

Budget Issue Detail

2015


Planning & Building


2015-0210



Public

Increase To Property Standards Fee (Inflationary and Cost Re-evaluation Adjustment)



Since its adoption in 2011, the Property Standards Fee has been revisited in terms of its adequacy toward cost recovery of actual costs incurred by Building staff in enforcing the Property Standards By-law. The 2011 set fee was $225 per violation. Data recorded since then suggests that a more appropriate fee level would be $265 per violation. A $40 increase. As the volume of property standards violations is not significant and current revenue budgets are not being met, Administration recommends that the tax levy revenue budget not be adjusted in any way if this new fee level is accepted. The fee increase will only serve to help close the existing gap between budget and actuals for property standards cost recovery.

Recent history of property standards enforcement related cost recoveries:

2014 Budget amount (represents collective budget amount for property standards, condos & subdivisions inspections, re-open dormant work order files, general reinspections): $50,000(The Prpoerty Standards fee makes up about 4/5 of the amount collected in this total)

2012 2013 2014 Budget $50,000 $50,000 $50,000Actual $15,189 $53,575 $40,000 (estimate)

Zero Budget Impact suggested as this increase is being proposed in order to close the gap between budget and actuals.

182

Budget Issue Detail

2015


Planning & Building


2015-0211



Public

Proposed Increase to Permit Fees (Legislated Permits Budget)



A separate supplementary report to City Council on this item will be provided at the time of budget deliberations in support of the rationale and Ontario municipal comparisons behind this proposed increase.

Rationale for the proposed permit fees increases:

1) Over most of the past decade, cost recovery (fee revenue) has been less than actual operating costs (currently at approximately $3 M).

2) The Department draws on the Building Permits Fee Reserve as required in order to meet operating expenses.

3) Administration has made significant strides in cost cutting in recent years until the point of now just working with a minimum required staffing level given existing pressures.

4) Windsor Permit Fees have not been increased for many years (since year 2000).

5) Other Ontario municipalities have been or are looking at increasing their permit fees for reasons similar to the above.

6) Budget Issue #2015-0206 (funding source adjustment due to some staff time allocation changes - more time on Building Code Enforcement) represents a permit funding/Reserve draw pressure of $116,406.

7) Other inflationary pressures, 2015 salary increases as well as allocated related operating costs in 2015 will amount to $81,815 additional draw on permit funds and/or the Reserve.

8) City Council's directed 10% reduction of the current annually budgeted $523,404 Reserve Draw will amount to $52,340.

In recent years and going forward, the actual permit fee revenues collected are seen as falling short of the budgeted amount. The following summary shows the recent historical pattern of Building permit fee revenues.

Year 2010 2011 2012 2013 2014

Budget $2.5 M $2.5 M $2.293 M $2.306 M $2.306 M

Actual $1.822 M $2.56 M $2.67 M $1.93 M $2 M (est.)

Revenue for years 2015 and 2016 are projected to be about $2.046 M in each year at current fee rates.

Ontario Building Code Legislation prescribes that Building Permit fees be set to no more than cover actual municipal costs incurred to enforce the Ontario Building Code. Ontario Building Code enforcement costs for the City of Windsor currently exceed annual Building Permit revenues and despite Departmental efforts to down size, curtail costs and improve on efficiency, the funding gap still remains and is projected to continue unless further measures are adopted. For 2014 (and subsequently declined by the CLT and City Council), a 10% increase across the board for building permits was proposed.

The proposed 2015 permit fee increases:

1. Dwelling Units: 10% increase = $133,5002. Commercial/Institutional Buildings: 25% increase = $182,0003. No increase for Industrial Buildings4. Increase minimum permit fee from $125.00 to $150.00 = $15,0005. Increase Sewer replacement/repair permits and heating permits by $50.00 = $70,0006. Administration also proposes elimination of existing $60 fee for courtesy inspections. = ($3,000)

Total of above fee changes is: $397,500183





Reserves

Engineering Infrastructure & Geomatics 0161035 - Geomatics 6656 - G.I.S. User Fees (11,952)


6410 - Licenses & Permits (385,548)


7054 - Transfer From Reserve Funds 385,548




Total Expenses 0 (385,548) 0 0

Net Total (11,952) (385,548) 0 0

Less portion to Engineering as GIS fee revenue: ($ 11,952)* -------------Net amount to be recorded in Building Permit Revenue $385,548

*Most permit fees collected include a small recovery amount that is recorded in the Engineering Geomatics Division budget for maintenance of the GIS data base used by Building employees.

The 2015 proposed permit fee increases would help close the gap between budget and actuals that has prevailed with permit revenues in recent years. Over the past decade permit fees were kept stable in order to remain competitive with our neighbouring municipalities, out of sensitivity to the slow economy of 2007 to 2012, to maintain our image as being development friendly and the fact that Windsor development charges were increased, particularly in recent years. A Building Department Cost Stabilization Reserve Fund was established in 2005 for Building Permits revenues. The fund was based on the principle of setting aside funds to offset reduced fee revenues in times of reduced construction activity. Unfortunately there has been a decline in construction activity and the Reserve is in a deficit position. All indications are that the 2015 and 2016 revenues are to be less than the operating costs of the Department. These funds are not to be used to retire the current deficit but will be setting aside funds to offset the operational costs of the Department. There currently is an annual budgeted draw on Reserve of $523,404 which is the shortfall in revenue to cover annual operating expenses of Building Code Enforcement. Revenues will be monitored on a yearly basis to determine if further increases will be necessary in the future. The proposed fee increases will put the City of Windsor on the higher end of building permit fees when compared to other Ontario municipalities and our surrounding neighbour municipalities. However, we are seeing other municipalities also increasing their permit fees lately toward more appropriate cost recovery. It should be noted that the City of Windsor Building Department has historically emphasized high customer service such as same day building permits, 24 hour inspection requests, unlimited number of inspections etc... which has been well received by its customers and the community. The low number of TARION complaints levelled against the City of Windsor in comparison with other Ontario municipalities based on past studies speaks to the benefits of our customer service strategy.

184





Reserves

Employment & Social Services Other Employment Services

0131474 - TransIncntveOldWkrs(TIOW)

3573 - Special Allowance 46,148



4225 - Incentive & Other Expense 112,731






8190 - Other Pay 1,397










6310 - Ontario Specific Grants (253,730)





Net Total 0 0 0 0

Budget Issue Detail

2015


Employment & Social Services

Community Development & Health Commissioner

2015-0129


A - Annualization

Public

Targeted Initiative for Older Workers (TIOW) - Annualization of (3) Positions



The Targeted Initiatives for Older Workers (TIOW) is a joint 100% funded Federal - Provincial initiative administered by The Ministry of Training, Colleges and Universities (MTCU) to assist vulnerable communities that have a population of 250,000 or less, are experiencing ongoing high unemployment, and/or have a high reliance on a single industry affected by downsizing or closures. Windsor is one such community that was deemed eligible for TIOW funding and has been administering the program since 2010. In 2013, the Ministry announced the program and funding would cease on March 31, 2014. The 2014 TIOW budget and corresponding positions were reduced during the 2014 budget process leaving the January to March 2014 portion of funding.

As communicated to Council on May 5, 2014 (LiveLink Report 17133), the Ministry announced the program would continue for 3 years (from April 1, 2014 to March 31, 2017) and three positions were approved through CR111/2014. This budget issue adds three (3) permanent full-time positions to the staff establishment to deliver the TIOW program, inclusive of one (1) Job Developer and two (2) Employment Caseworkers. These positions will be 100% provincially funded from the Ministry of Training, Colleges, and Universities. This budget issue removes the partial permanent full-time positions (1.25 FTE) that were left by the previous TIOW contract year.

Service Level Impact: None

Staffing Impact: Addition of 3 Permanent Full time Positions

Budget Impact: None 100% Provincially Funded

185


Employment & Social Services Other Employment Services 0131474 - TransIncntveOldWkrs(TIOW)

Caseworker - Employment Services

Regular Full-Time Local 543 1.5


Clerk Junior (Team) Regular Full-Time Local 543 (0.3)


Job Developer Regular Full-Time Local 543 0.5

1.8

186





Reserves

Employment & Social Services OW Financial Assistance

0206101 - Ontario Residents-City 3550 - Dental Mandatory (407,828)


0206101 - Ontario Residents-City

3562 - Financial Assistance 1,612,179

Budget Issue Detail

2015




2015-0148


B - Legislated

Public

Ontario Works (OW) Financial Assistance - Impact of Provincial Budget Changes



As per the 2014 Ontario Budget, the government 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 and also cost shared with the County at the negotiated weighted assessment rates. Municipalities do not have to cost-share the proposed Ontario Works rate increases until January 2015. The Province announced the following changes to the Ontario Financial Assistance Program:

1. Benefit Rate Increase:The Province announced a 1% rate increase for families on Ontario Works effective October 1, 2014. Effective January 1, 2015, the cost will be shared with municipalities at a ratio of 91.4%/8.6%.

2. Increase of $30 (or about 5%) for Singles Without Children on Ontario Works (applied to Basic Needs and Boarder amounts):The Province announced a $30 (or about 5%) increases for singles without children effective October 1, 2014. The increase will be cost shared with municipalities starting January 1, 2015 at a ratio of 91.4%/8.6%.The estimate for singles without children increase is based on the current trend of approx 43% of cases being single adults without children.

3. Decrease in Sole Support Part Supplement The Province announced an $8 per month reduction to a maximum of $103 per benefit unit (would have been cost shared 91.4%/8.6%in 2015) to sole support single parent cases without a dependant adult with an offsetting increase in the Transition Child Benefit (100% Provincially funded) amount to allow for further consolidation of children's benefits into the Ontario Child Benefit effective August 2014. This change results in Municipalities saving their 8.6% share of the benefit cost.

4. Upload of Dental Mandatory: The Province announced the upload of Ontario Works children’s dental benefits (dental mandatory) including Temporary Care Assistance which will be integrated under the current Healthy Smiles Ontario banner, effective August 2015. The new integrated program will be 100% provincially funded with oversight and governance by the Ministry of Health and Long-Term Care (MOHLTC). The amount of the savings from August to December is reflected below.

The dollar value impacts of the above noted budget increases (pressures) on the 2015 operating budget are as follows:

City Cost Social Assistance Change ------------- -------------------------------- $45,421 Benefit Rate Increase $83,980 Increase for Singles without Children ($26,823) Decrease in Basic Needs Rates ($15,415) Upload of Dental Mandatory ----------- $87,163

Note: Cost projections are based on a budgeted caseload of 9,500 and on information available at the time of preparation of this projection. Information used may be impacted by caseload changes or unforeseen economic, social or political events.


Staffing Impact: None

Budget Impact: Projected increase to Municipality =$130,524 comprised of County Cost of $43,361, and City Cost of $87,163

187





Reserves


0206102 - Non-Residents-City

3562 - Financial Assistance 68,884


0206103 - Indian Welfare City

3562 - Financial Assistance 547


0206114 - Sole Support-City



0206701 - Ontario Residents-County 3550 - Dental Mandatory (61,030)


0206701 - Ontario Residents-County



0206702 - Non-Residents-County



0206705 - Sole Support-County

3562 - Financial Assistance (4,322)

Total Expenses 1,517,719 0 0 0





0206101 - Ontario Residents-City 6340 - Net County Cost (30,115)





0206102 - Non-Residents-City 6340 - Net County Cost (1,685)



6310 - Ontario Specific Grants (547)





0206114 - Sole Support-City 6340 - Net County Cost (395)





0206701 - Ontario Residents-County 6340 - Net County Cost (13,050)





0206702 - Non-Residents-County 6340 - Net County Cost (614)



6310 - Ontario Specific Grants 3,951


0206705 - Sole Support-County 6340 - Net County Cost 254


Net Total 87,163 0 0 0

188





Reserves



3531 - Mandatory Benefits 17,732



3532 - Employ Transitions - Mand. (10,973)


0206101 - Ontario Residents-City 3533 - Drugs (4,303)


0206101 - Ontario Residents-City 3536 - Medical Supplies (9,764)



3540 - Indigent Transportation (4,041)


0206101 - Ontario Residents-City 3543 - Moving Expenses (3,399)


0206101 - Ontario Residents-City 3546 - Funeral and Burial (181,470)


0206101 - Ontario Residents-City 3550 - Dental Mandatory 97,084



3551 - Dental Discretionary 33,234



3553 - Dentures and Repairs (75,843)



3556 - Prosthetic Appliances (32,889)


0206101 - Ontario Residents-City 3560 - Glasses 4,555






3563 - Transition Child Benefit (34,505)


0206101 - Ontario Residents-City 3576 - Comforts (20)

Budget Issue Detail

2015




2015-0188



Public

Ontario Works (OW) Financial Assistance Expenditure and Revenue Realignment



The 2015 Base OW Financial Assistance Budget has been realigned to more closely match the actual expenditure and recovery trends between the City and the County and between mandatory and discretionary expenditures for the 2014 year.



Budget Impact: Net City Savings $116,563

189





Reserves



3580 - Special Assistance - Other (3,469)



3582 - Other Health Assistance (34,127)



3531 - Mandatory Benefits 4,248



3532 - Employ Transitions - Mand. 6,033



3540 - Indigent Transportation 9,377


0206102 - Non-Residents-City 3543 - Moving Expenses (883)








0206102 - Non-Residents-City 3576 - Comforts 1,741









3531 - Mandatory Benefits 94






3563 - Transition Child Benefit (245)


0206103 - Indian Welfare City 3576 - Comforts (257)



3531 - Mandatory Benefits (6,816)






3540 - Indigent Transportation (3,505)


0206114 - Sole Support-City 3543 - Moving Expenses (3,049)



3562 - Financial Assistance (2,335,265)





0206114 - Sole Support-City 3576 - Comforts 2,519









3531 - Mandatory Benefits (637)




190





Reserves


0206701 - Ontario Residents-County 3536 - Medical Supplies (1,424)



3540 - Indigent Transportation 446


0206701 - Ontario Residents-County 3543 - Moving Expenses (883)


0206701 - Ontario Residents-County 3546 - Funeral and Burial (37,034)


0206701 - Ontario Residents-County 3550 - Dental Mandatory 1,854



3551 - Dental Discretionary (7,637)








0206701 - Ontario Residents-County 3560 - Glasses 2,114








0206701 - Ontario Residents-County 3576 - Comforts 852



3580 - Special Assistance - Other (542)



3582 - Other Health Assistance 16,720






3532 - Employ Transitions - Mand. (602)



3540 - Indigent Transportation 334


0206702 - Non-Residents-County 3543 - Moving Expenses (223)


0206702 - Non-Residents-County 3560 - Glasses 314








0206702 - Non-Residents-County 3576 - Comforts (296)








0206703 - Indian Welfare-County





191





Reserves






3540 - Indigent Transportation (573)


0206705 - Sole Support-County 3543 - Moving Expenses (508)


0206705 - Sole Support-County 3560 - Glasses 1,016








0206705 - Sole Support-County 3576 - Comforts (887)












0206101 - Ontario Residents-City 6340 - Net County Cost (48,792)








0206102 - Non-Residents-City 6340 - Net County Cost (7,974)






6310 - Ontario Specific Grants 2,318,013


0206114 - Sole Support-City 6340 - Net County Cost 76,569








0206701 - Ontario Residents-County 6340 - Net County Cost (75,458)








0206702 - Non-Residents-County 6340 - Net County Cost (18,088)




192





Reserves





0206705 - Sole Support-County 6340 - Net County Cost (5,331)





Net Total (116,563) 0 0 0

193





Reserves

Employment & Social Services OW Program Delivery

0206110 - O W Windsor Office 2010 - Office Supplies (9,802)


0206110 - O W Windsor Office

2710 - Telephone Equipment - General (115,201)



2951 - Other Professional - Internal 16,767






0206110 - O W Windsor Office 6340 - Net County Cost (118,152)



6740 - Recovery of Internal Salaries 53,011



6742 - Recovery of Internal Fringes 11,026


Net Total (419,729) 0 0 0

Budget Issue Detail

2015




2015-0390



Public

OW 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 2015 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 $38,128,810 in 2015. The first $7,272,210 in gross expenditures would be cost shared at 91.4% provincially and 8.6% 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 in order to offset the program’s incremental salary and benefit costs increases. The budget has also been realigned to accommodate increased Internal staff support costs (IT, HR, Finance, etc) with the corresponding increase in staff recoveries appearing in the support department’s budgets.




194





Reserves


0205428 - EmplmtResrcesDevCtr(ERDC)

2620 - Car Allowance (4,077)







6742 - Recovery of Internal Fringes (25,663)


Net Total (115,283) 0 0 0

Budget Issue Detail

2015




2015-0397



Public

Employment Services Line By Line Reduction



To realign expenses to fall within the provincial approval in order to recover increased salary and fringe expenses.




195





Reserves

Employment & Social Services OW 100 MUNICIPAL 0206104 - Other Assist-City 100









0206101 - Ontario Residents-City 3536 - Medical Supplies (600)





0206101 - Ontario Residents-City 3543 - Moving Expenses (4)


0206101 - Ontario Residents-City 3546 - Funeral and Burial (12,722)


0206101 - Ontario Residents-City 3550 - Dental Mandatory (28,333)











0206101 - Ontario Residents-City 3560 - Glasses (2,433)

Budget Issue Detail

2015




2015-0422



Public

Ontario Works (OW) Financial Assistance- Reduction Due to Projected Caseload Decrease



The provision of Ontario Works Financial Assistance is a mandated service which is cost shared with the province (2015 provincial/municipal ratio will be 91.4/8.6). The County shares in the municipal cost at the negotiated weighted assessment rates.

Caseload projections provided by the province suggest that the overall caseload across municipalities in Ontario will, on average, experience a small percentage increase. Our 2014 budgeted monthly average caseload is 9,600 whereas the January 1, 2014 to September 30, 2014 actual monthly average caseload is 9,459. The October 2014 caseload has dropped to 9,075. The average monthly caseloads for the past five years are as follows: 2013: 9,417, 2012: 9,756, 2011: 10,035, 2010: 9,900, 2009: 9,510.

Based on this information, Administration is proposing to budget for an average monthly caseload of 9,200 for 2015, despite the Department's recommendation to continue to budget for an average caseload of 9,600.

The projected cost is based on current trends observed and may be impacted by changes in provincial directives, shifts in the economy or other social events.




196





Reserves








0206101 - Ontario Residents-City 3576 - Comforts (717)

















0206102 - Non-Residents-City 3543 - Moving Expenses 3








0206102 - Non-Residents-City 3576 - Comforts (269)






3582 - Other Health Assistance (506)






3532 - Employ Transitions - Mand. 540


0206103 - Indian Welfare City 3533 - Drugs 28











0206114 - Sole Support-City 3536 - Medical Supplies 32











0206701 - Ontario Residents-County 3536 - Medical Supplies (38)




197





Reserves


0206701 - Ontario Residents-County 3546 - Funeral and Burial (2,851)


0206701 - Ontario Residents-County 3550 - Dental Mandatory (4,765)









3556 - Prosthetic Appliances (482)


0206701 - Ontario Residents-County 3560 - Glasses (844)








0206701 - Ontario Residents-County 3576 - Comforts (48)

















0206702 - Non-Residents-County 3560 - Glasses (13)






3563 - Transition Child Benefit (358)




















0206705 - Sole Support-County 3560 - Glasses (42)







198





Reserves







Total Expenses (3,555,318) 0 0 0



6310 - Ontario Specific Grants 1,522,767


0206101 - Ontario Residents-City 6340 - Net County Cost 46,283








0206102 - Non-Residents-City 6340 - Net County Cost 8,237
















0206701 - Ontario Residents-County 6340 - Net County Cost 8,622








0206702 - Non-Residents-County 6340 - Net County Cost 1,258





0206705 - Sole Support-County 6340 - Net County Cost 4,631




Total Revenues 3,355,318 0 0 0

Net Total (200,000) 0 0 0

199





Reserves





0206101 - Ontario Residents-City 6340 - Net County Cost 85,557





0206102 - Non-Residents-City 6340 - Net County Cost 24,329










0206701 - Ontario Residents-County 6340 - Net County Cost 326,824





0206702 - Non-Residents-County 6340 - Net County Cost 52,389





0206705 - Sole Support-County 6340 - Net County Cost 196,453


Net Total (1,518,248) 0 0 0

Budget Issue Detail

2015




2015-0149



Public

Ontario Works (OW) Financial Assistance - Upload of Municipal Cost



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 2015, an increased portion of the original municipal share of OW Financial Assistance costs will be uploaded. The Provincial / Municipal cost share ratio for 2015 will be 91.4%/8.6% in place of the 2014 rate of 88.6%/11.4%.



Budget Impact: Projected decrease to Municipality= ($ 2,289,997) comprised of County Cost Reduction= ($771,749) and City Cost Reduction= ($1,518,248)

200





Reserves

Employment & Social Services Admin-Comm Dev & Health Office

0131957 - Comm. Development Office 2010 - Office Supplies 200


0131957 - Comm. Development Office 2085 - Publications 500


0131957 - Comm. Development Office 2609 - Mileage Expense (400)


0131957 - Comm. Development Office 2711 - Cell Phones 250


0131957 - Comm. Development Office

2925 - Computer Maintenance (1,000)



4020 - Membership Fees & Dues 4,500



0131957 - Comm. Development Office 6340 - Net County Cost (3,789)









6742 - Recovery of Internal Fringes (20,264)


Net Total (38,360) 0 0 0

Budget Issue Detail

2015




2015-0182



Public

CDO Office Increase in Recoveries and Reallocation of Line Items



Due to an overall increase in the fringe rate as well as salaries in the year due to both wage and step increases, recoveries from the OW Program Delivery budget have increased.

In addition, various operating expense lines have been adjusted to better reflect actual expenditures within specific categories.




201





Reserves


0206801 - Central Administration



0206801 - Central Administration 6340 - Net County Cost 45,539


Net Total (93,018) 0 0 0

Budget Issue Detail

2015




2015-0208



Public

Ontario Works (OW) - Upload of Municipal Share of Employment Assistance (EA) Costs



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 2015 employment envelope has not yet been released. The projected upload savings is based on the notional envelope provided by the Ministry for 2015. 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 2015, a further portion of the municipal share of OW Employment Assistance costs will be uploaded, leading to a Provincial/Municipal cost share ratio of 91.4% / 8.6% for 2015 instead of the 2014 ratio of 88.6% / 11.4%. The municipal savings (City/County) is projected to be $138,557. 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 $138,557, resulting in City Savings of ($93,018), and County Savings of ($45,539).

202





Reserves



4230 - Special Projects-Social Servic (650,000)






0206110 - O W Windsor Office 6340 - Net County Cost 100,000


Net Total (225,000) 0 0 0

Budget Issue Detail

2015




2015-0423



Public

Reduction of Budgeted Ontario Works Program Delivery Funding - Employment Assistance (EA)



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 2015 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 $38,128,810 in 2015. The first $7,272,210 in gross expenditures would be cost shared at 91.4% provincially and 8.6% 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 funding for Windsor/Essex maybe lower than projected once the actual funding allocation is released.

Approved expenditures under Ontario Works Program Delivery include employment related expenses associated with Agreements with community agencies for the delivery of employment services. Examples include employment placement programs, counselling services and career planning. These funds are vital for the continuation of important employment programs, inclusive of employer incentives in partnership with the Windsor/Essex Economic Development Corporation, job specific certificates and licenses, (i.e. CPR/First Aid, RN/RPN Nursing, AZ Truck Driving, Forklift, Smart Serve, and Food Service), in addition to internally provided specialized programming.

Administration has requested a net city reduction of $225,000 which translates into a gross reduction of $650,000 and a $425,000 loss in provincial and county revenue.

203





Reserves

Housing & Children Services Housing Administration 0121188 - Soc Housing NP Prov Pmts 3755 - Debentures (393,196)


Housing & Children Services Housing Administration 0121188 - Soc Housing NP Prov Pmts

6320 - Canada Specific Grants 760,496

Housing & Children Services Housing Administration 0121188 - Soc Housing NP Prov Pmts 6340 - Net County Cost (123,672)


Net Total 243,628 0 0 0

Budget Issue Detail

2015


Housing & Children Services


2015-0305



Public

Federal Block Funding Loss



Background – Public Housing UnitsThe City of Windsor is the sole shareholder of the Windsor-Essex Community Housing Corporation (WECHC). This portfolio consists of 3,538 former public housing units, 598 former Federal housing units (seniors) and 573 former Provincial housing units (family). The City’s funding obligations are legislated by the Housing Services Act (HSA). With respect to the Public Housing units, the Act obligates the service manager to “maintain the housing in a good state of repair and sound structural condition”. Housing Services meets with WECHC Management yearly to review forecasted spending for the coming year. Effective with the 2014 Operating Budget, WECHC is now part of the Agency, Board and Commission's Section of the budget. A separate Agency, Board and Commission template will be prepared by WECHC and submitted to the Administrative Budget Committee.

Loss of Federal Block FundingSince the downloading of Social Housing units to the municipality in 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 that were downloaded to the City of Windsor as part of Local Services Realignment in 1998. These former federal operating agreements have defined terms with the bulk of them expiring within the next 20 years. The Ministry of Municipal Affairs and Housing (MMAH) announces, on a five year cycle (2013 – 2017), the expiry of this funding. This budget issue outlines the effect of 2015 loss of Federal Funding with respect to units owned by WECHC. Block Funding will be reduced in 2015 in the amount of $ 760,496 (representing 5 Public Housing properties consisting of 436 units). This loss is offset by savings as a result of the maturity of debentures costs for these 5 properties in the amount of $ 393,196. The net municipal Budget Pressure that is shared with the County is $367,300. Research on this issue conducted by Federation of Canadian Municipalities (ECM) and Housing Services Corporation (HSC) indicates the 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.

Future reductions in net Federal funding will continue yearly until all Federal funding with respect to WECHC units is depleted by 2027. Further yearly reductions of $ nil in 2016 and $280,974 in 2017 for WECHC units have been identified by MMAH. The next 5-year Annual Apportionment Schedule (2018 – 2022) from MMAH is expected in 2017. A comprehensive Council Report (# 16747) with respect to the loss of federal Block Funding was presented to Council on January 6, 2014. Further updates will be provided to Council as required. The County will share in these losses using the arbitrated weighted assessment formula.

OMBI data: Per the preliminary 2013 Ontario CAO’s Benchmarking Initiative (OMBI) data we remain one of the lowest cost per housing unit to operate.


Staffing Level Impact: None

Provincial Subsidy Impact: $367,300 Decrease in subsidy (net of debenture reduction)

County Revenue Impact: $123,672 Increase

Budget Impact: Net City increase of $ 243,628

204





Reserves

Housing & Children Services Children's Services 0205212 - CC Non-Profit City 3572 - Fee Subsidy -CC (361,927)

Housing & Children Services Children's Services 0205213 - CC Non-Profit County 3572 - Fee Subsidy -CC 13,404

Housing & Children Services Children's Services 0205214 - CC Commercial City 3572 - Fee Subsidy -CC 352,832

Housing & Children Services Children's Services 0205215 - CC Commercial County 3572 - Fee Subsidy -CC (261,421)


Housing & Children Services Children's Services 0205212 - CC Non-Profit City

6310 - Ontario Specific Grants (1)

Housing & Children Services Children's Services 0205212 - CC Non-Profit City 6340 - Net County Cost 52,076

Housing & Children Services Children's Services 0205212 - CC Non-Profit City 6650 - User Fees (75,758)


Net Total (280,795) 0 0 0

Budget Issue Detail

2015




2015-0273



Public

Re-align Children Service's budget to Provincial Approved Budget



The Children Service's budget is being realigned to be consistent with the municipal contribution required by the Provincially Approved Budget. City of Windsor/County of Essex 2014 provincial funding allocation for child care is $26,107,146 with a required municipal contribution of $4,296,135 being shared with the County using the arbitrated assessment formula. This item is being put forward to provide Council with options for budget reductions. Based on Provincially approved budget the City of Windsor/County of Essex are required to contribute their share of the total approved funding. The Municipal contribution above the requirement is being reduced.

Service Level Impact: None.


Provincial Subsidy Impact: $0

County Revenue Impact: $0

205





Reserves

Housing & Children Services Residential Support Services

0206310 - Dom Hostels City - HRS

2951 - Other Professional - Internal (30,976)


Net Total (30,976) 0 0 0

Budget Issue Detail

2015




2015-0292



Public

Re-align Consolidated Homelessness Prevention Initative (CHPI) to Provincial Approved Budget



The CHPI budget has been realigned to be consistent with the 2014-2015 Provincially Approved CHPI Plan. City of Windsor/County of Essex 2014-2015 provincial funding allocation for CHPI is $8,152,419 with a municipal contribution from the City of Windsor and the County of Essex in the amount of $1,116,375. The funds above this historical municipal contribution are not required and are being proposed for reduction.Service Level Impact: None.



County Revenue Impact: $0

206





Reserves

Housing & Children Services Housing Administration 0121188 - Soc Housing NP Prov Pmts 6340 - Net County Cost (27,233)

Housing & Children Services Housing Administration 0123180 - Social Housing Administn 6340 - Net County Cost (10,511)


Net Total (37,744) 0 0 0

Budget Issue Detail

2015




2015-0234



Public

Housing County Revenue Increase



Social Housing programs are cost shared with the City using the arbitrated weighted assessment formula. Budgeted County revenue in the Housing programs is being increased as a result of incremental salary and fringe benefit rate increases, as well to incorporate the impact of 2014 weighted assessment changes. Service Level Impact: None.



County Revenue Impact: $27,233 Increase

City Budget Impact: $37,744 Net City Reduction

207





Reserves

Housing & Children Services Children's Services 0205108 - Child Care Admin City 6340 - Net County Cost 2,646

Housing & Children Services Children's Services 0205109 - Child Care Admin County 6340 - Net County Cost (10,074)

Housing & Children Services Children's Services 0205303 - CC Deliv Agent Res Cent 6340 - Net County Cost (153)


Net Total (7,581) 0 0 0

Budget Issue Detail

2015




2015-0236



Public

Children Services County Revenue Increase



Children’s Services programs are cost shared with the County based on the arbitrated weighted assessment formula. The budgeted County revenue is being increased in Children’s Service programs to incorporate the projected impact of preliminary weighted assessment changes for 2014. Service Level Impact: None


Provincial Subsidy Loss: $0

County Revenue Increase: $7,581

208





Reserves

Housing & Children Services Housing Administration 0121195 - IAH Program 6735 - Recovery Of Expenses (6,386)


Net Total (6,386) 0 0 0

Budget Issue Detail

2015




2015-0296



Public

Investment in Affordable Housing (IAH) Revenue Increase



Investment Affordable Housing (IAH) is a 100% funded program by the Ministry of Municipal Affairs and Housing (MMAH). MMAH has allocated a specific amount for administration over a four year plan until March 31, 2015. The IAH revenue is required to be increased to re-align the budget to the proper budget allocation.

Service Level Impact: None.

Staffing Level Impact: There None

Provincial subsidy Impact: $6,386 Increase

County revenue Impact: $0

209

In-Camera Issue


210

In-Camera Issue


211

In-Camera Issue


212

In-Camera Issue


213

In-Camera Issue


214

In-Camera Issue


215

In-Camera Issue


216





Reserves

Huron Lodge Administration - Huron Lodge

0202071 - HL Administration

8380 - Workers Comp. - Admin. 50,000


Net Total 50,000 0 0 0

Budget Issue Detail

2015


Huron Lodge


2015-0026



Public

WSIB Requirement (Year 3 of 4 Year Plan)


One-Time BSR Funding Requirement $0

With a total budget of $353,452 in 2014, the department is required to pay monthly fixed salary and pension costs related to WSIB claims, some from many years ago, averaging approximately $460,000 annually. Huron Lodge has historically offset this deficit with favourable variances in revenues from unexpected increases in subsidy. It is estimated that an additional $100,000 in budget dollars to the WSIB accounts is necessary in order for the department to properly manage the existing WSIB expense level and to avoid variances in these accounts. In each of 2013 and 2014 the department requested a $50,000 increase each year with the expectation to have favourable variances (where applicable in other line items) offset this deficit until the budget reaches a sustainable operating level. A $50,000 budget increase was received in each of 2013 and 2014 as part of the budget process. This budget issue is for an additional $50,000 for the 3rd year of the 4 year phased in plan.

Based on the 6 year historical trends outlined below, WSIB has had an annual average unfavourable variance of ($226,856). 2008 Budget $253,452 Actual $536,943 Variance ($283,491)2009 Budget $253,452 Actual $466,480 Variance ($213,028)2010 Budget $253,452 Actual $456,066 Variance ($202,614)2011 Budget $253,452 Actual $442,509 Variance ($189,057)2012 Budget $253,452 Actual $584,586 Variance ($331,134)2013 Budget $303,452 Actual $445,264 Variance ($141,812)2014 Budget $353,452 Actual at July 31, 2014 $212,693 6 Year Average 2008-2013 Budget $261,785 Actual $ 488,641Variance ($226,856)

217

In-Camera Issue


218

In-Camera Issue


219





Reserves

Huron Lodge Program Services 0202810 - HL Provincial Subsidy



Net Total (542,920) 0 0 0

Budget Issue Detail

2015


Huron Lodge


2015-0027



Public

Subsidy Increase



The Ministry of Health and Long Term Care (MOHLTC) announced in March of 2014 an increase to Huron Lodge's Case Mix Index (CMI) for the 2014 – 2015 funding year. The CMI is used to calculate the nursing and personal care per diem amount funded to Long Term Care Homes. Provided no additional funding changes are announced for the 2015 year, Huron Lodge will receive an additional $542,920 in revenue for 2015.

2008 Budget ($7,137,694) Actual ($7,254,804) Variance $117,1102009 Budget ($7,634,241) Actual ($7,826,081) Variance $191,8402010 Budget ($7,859,241) Actual ($8,178,985) Variance $319,7442011 Budget ($8,090,697) Actual ($8,669,871) Variance $579,1742012 Budget ($8,690,241) Actual ($8,987,874) Variance $297,6332013 Budget ($9,140,241) Actual ($9,549,692) Variance $409,4512014 Budget ($9,510,700) Actual at July 31, 2014 ($5,712,743) 6 Year Average 2008-2013 Budget ($8,092,059) Actual ($8,411,218) Variance $319,159

220





Reserves

Huron Lodge Program Services 0202815 - HL Residents Maintenance

6970 - H.L. Residents Revenue (168,000)


Net Total (168,000) 0 0 0

Budget Issue Detail

2015


Huron Lodge


2015-0028



Public

Increase in Resident Revenue



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, 2014. Utilizing previous trends, it is estimated that the resident revenue can be increased by $168,000 in 2015. This number is based on the current accommodation ratio (ie: basic, semi-private, private) and could change if the accommodation mix changes.

2008 Budget ($4,254,654) Actual ($4,401,521) Variance $146,8672009 Budget ($4,379,654) Actual ($4,526,721) Variance $147,0672010 Budget ($4,509,654) Actual ($4,605,886) Variance $96,2322011 Budget ($4,601,654) Actual ($4,629,144) Variance $27,4902012 Budget ($4,628,654) Actual ($4,685,362) Variance $56,7082013 Budget ($4,738,654) Actual ($4,822,678) Variance $84,0242014 Budget ($4,848,654) Actual at July 31, 2014 ($2,854,472) 6 Year Average 2008-2013 Budget ($4,518,821) Actual ($4,611,885) Variance $93,064

221





Reserves

Huron Lodge Program Services 0202810 - HL Provincial Subsidy



Net Total (26,980) 0 0 0

Budget Issue Detail

2015


Huron Lodge


2015-0080



Public

CARF Accreditation Revenue Increase



In 2013 Huron Lodge was successful in acquiring a three year accreditation from the Commission on Accreditation of Rehabilitation Facilities (CARF). As a result, it is expected that Huron Lodge will receive additional funding from the MOHLTC during the duration of the accreditation in the amount of $26,980 per year. This is based on $0.33 per bed per day for 224 beds.

222





Reserves








Recreation & Culture Cultural Affairs 0121145 - Windsor's Community Museum











Net Total 0 0 0 0

Budget Issue Detail

2015


Recreation & Culture


2015-0107


A - Annualization

Public

2015 New Museum Start-Up



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 will not be in full operation until October 2015, a start-up budget for four months have been included in the amount of $243,607 (includes Facility Operations costs). The difference between the projected full year budget of $774,941 and the start-up of $243,607 ($553,573 less existing budgets) will be brought forward as part of the 2016 operating budget subject to annual inflationary and other business adjustments. The FTE of 10.5 includes full-time and part-time staff. The request for staffing in the 2015 budget is only for the start-up of the Museum operation and the remaining staff compliment will form a part of the 2016 operating budget.

As a result of approving this issue the following positions will be added to the established positions in the Recreation and Culture Department:One (1) Collections Assistant (Local 543) - Start-up budget includes 4 months of wagesOne (1) Education/Programming Coordinator (Local 543) - Start-up budget includes 4 months of wages

And further, that the following position will have a position name change in the Recreation and Culture Department:Education/Volunteer Coordinator (Local 543) will now be Exhibition/Volunteer Coordinator (Local 543) at the same salary grade

And further, that the following classification be added to the Parks and Facilities Operations Department:One (1) Caretaker (Local 543) - Start-up budget includes 4 months of wages which have been included as part of Parks and Facilities Operations budget.

It should be noted that the budget that pertains to building repairs & maintenance along with budgeted salary and wage expenditures for caretakers is held within the Facilities Operations Department's budget.

Should this be approved, the department will require full funding to a maximum of $243,607 from the Budget Stabilization Reserve (BSR).

223


Engineering Facility Operations 0122840 - Caretaking Services Caretaker Regular Full-Time Local 543 1.0


Collections Assistant Regular Full-Time Local 543 1.0


Education/Program Coordinator Regular Full-Time Local 543 1.0

3.0

224





Reserves

Recreation & Culture Recreation Facilities 0281185 - Global Spectrum-WFCU



Net Total 90,000 0 0 0

Budget Issue Detail

2015




2015-0445


C - Contractual

Public

Global Spectrum - Non OHL Events



The City of Windsor has overall responsibility for the management of the WFCU Centre. However, the City has entered into a contract with Global Spectrum to operate and manage all Non-OHL events at the WFCU Centre. In its first full year of operation (2009), Global Spectrum had a net operating loss of ($246,726) in 2010 a net operating loss of ($126,178), in 2011 a net operating loss of ($166,835), in 2012 a net operating loss of ($52,292), in 2013 a net operating loss of ($130,565) and a projected loss of ($132,812) for 2014.

As part of the agreement the City is responsible to cover all operating costs incurred by Global Spectrum including any operating losses.

Global Spectrum has indicated that they are expecting to operate at the projected loss of ($90,000) for the 2015 operating budget year.

It is the intent to go forward using Global Spectrum for event management for 2015 and will reassess in 2016.

Global Spectrum Trend Analysis

2014 Operating Loss of ($132,812) Projection2013 Operating Loss of ($130,565)2012 Operating Loss of ($52,292)2011 Operating Loss of ($166,835)2010 Operating Loss of ($126,178)2009 Operating Loss of ($246,726)

225





Reserves

Recreation & Culture Community Centres & Programming

0281041 - John Atkinson Memorial Centre 6417 - Lease Revenue 18,425


Net Total 18,425 0 0 0

Budget Issue Detail

2015




2015-0106



Public

Reduce Leasing Revenue at John Atkinson Memorial Centre



The space that Chez Nous Child Care Centre once utilized at John Atkinson Memorial Centre has become vacant as of December 31, 2013. The revenue that is brought in from programming and room rentals does not offset the loss of lease revenue. The loss of leasing revenue is based on 2,267 sq. ft.

The Real Estate Services department is aware of the tenant loss at John Atkinson Memorial Centre and will actively pursue future tenants.

226





Reserves

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 6420 - Rental Income 15,000

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 6430 - Concessions 50,225

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 6435 - Commissions 149,775

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 6650 - User Fees 10,000


Net Total 225,000 0 0 0

Budget Issue Detail

2015




2015-0385



Public

WFCU Centre



Now that the facility has been operating for 5 full years there is substantial financial activity for Administration to look for current trends, averages and mitigating strategies. The 2015 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.

The 2015 budget reflects the changes of declining attendance at events held at the WFCU Centre and revenues within concession sales by $200,000, programming revenue by $60,000 and suite revenue by $15,000. The current budgeted revenue for the facility is based on projected participation levels. Upon reviewing the current revenue trends of the facility Recreation and Culture has adjusted the 2015 budget to be reflective of current revenue trends.

Over the past few years the supply of ice pads has continually increased within Windsor-Essex County. There has been an increase in operational pads in Lakeshore, Amherstburg, LaSalle, Tecumseh and the Windsor Central Park Facility. The additional pads located within Windsor-Essex County have increased competition for the Corporation of the City of Windsor to book ice rentals at City of Windsor facilities. As a result the ice revenues are below the budgeted amount. Furthermore, the main bowl is being held almost exclusively for the Windsor Spitfire’s and for non-ice events which is therefore leaving open prime-time booking space at the WFCU Centre main bowl.

3 Year WFCU Centre Operating Budget Trend Analysis (Recreation & Culture Budget)

2014 (Projected) Budget ($219,890) Actual ($496,404) Variance ($276,514)2013 Budget ($573,795) Actual ($902,414) Variance ($328,619)2012 Budget ($606,019) Actual ($777,574) Variance ($171,555)2011 Budget ($478,188) Actual ($417,246) Variance $60,942

3 Year Concession Revenue Trend Analysis 2013 Budget $361,210 Actual $212,875 Variance ($148,335)2012 Budget $361,210 Actual $238,663 Variance ($122,547)2011 Budget $361,210 Actual $314,593 Variance ($46,617)

227





Reserves




Recreation & CultureAquatic Services

0281022 - Neighbourhood Pool-Beach


Recreation & CultureAquatic Services

0281022 - Neighbourhood Pool-Beach


Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 2320 - Confections 124,000

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex



3210 - Building Insurance (31,724)


4248 - Transfer to Reserve Account (50,000)



Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 8130 - Overtime - Salary (8,261)

Budget Issue Detail

2015




2015-0185



Public

Family Aquatic Complex (Windsor International Training Centre and Adventure Bay)



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 almost one year, Administration has been able to analyze some of the operating and financial trends. The 2015 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 additional requests for budget dollars in 2015:

EXPENSES: The 2015 expenditure budget increases reflects the changes of increasing staffing levels from the originally budgeted 27 lifeguards to 32. The additional lifeguards were added to improve safety as per the established guidelines from the Life Savings Society and TSSA and to allow for proper operational logistics. Part-time pool coordinator positions was also required in order to better manage the significant number of lifeguards. Furthermore, once the facility opened it became apparent that in order to provide better service, lead hands were added to the concessions as well as the front desk. An additional part time facility attendant position was required on the second floor to oversee the canon cove play area and fitness centre. Offsetting these additional costs are savings in wages as it relates to operating hours and improved business process efficiencies.

REVENUES: The 2014 budgeted revenue for the facility was based on projected participation levels. Upon reviewing the current revenue trends and average participation rates, the department has reduced the 2015 revenue budget to reflect trends experienced year to date. Reductions in membership revenue as well as programming revenue are the main drivers behind these adjustments. Helping offset these reduced revenues is a proposed $1 to $3 increase to the Water Park Drop In Rates as well as inflationary increases in program and rental rates, which are included as part of the user fee schedule. In addition, Concession revenue is projected to be double the 2014 budgeted level and has also positively contributed to reducing this increase.

It should be noted that this budget increase does not include adjustments to utility costs (water, hydro & gas) as well as facility operation costs (caretaking, maintenance, etc). These increases are reported as part of the Corporate Accounts (budget #2015-0346) and Facility Operations department (budget #2015-0199) respectively.

228





Reserves

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 8140 - Overtime - Wages (10,864)

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 8160 - Hourly-Temporary 278,479







Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 6417 - Lease Revenue 212,600

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 6420 - Rental Income 716,888

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 6430 - Concessions (510,000)

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 6650 - User Fees (500,501)


6990 - Other General Revenue 50,000


Net Total 332,914 0 0 0


Recreation & Culture Aquatic Services 0281022 - Neighbourhood Pool-Beach

Supv, Community Programming, Outdoor Pools & Beaches

Regular Full-Time Management (1.0)


Assistant Manager, FAC & Aquatics Services



Supervisor, Community Programming FAC - Waterpark

Regular Full-Time Management (1.0)


Supv, Community Programming, Outdoor Pools & Beaches


0.0

229





Reserves

Recreation & Culture Aquatic Services 0281031 - Gino & Liz Marcus Comm Centre 6650 - User Fees (2,623)


0281032 - Optimist Comm Centre 6420 - Rental Income 3,522


0281032 - Optimist Comm Centre 6650 - User Fees (6,399)


Net Total (5,500) 0 0 0

Budget Issue Detail

2015




2015-0110



Public

User Fee Increase - Recreation and Culture



The Recreation & Culture department is proposing a moderate fee increase to the 2015 schedule of fees. The proposed increases range from an inflationary 1% increase to a maximum of 20%. There are some fees that exceed the 20% increase. The fee itself may only be increasing by $1.00 to $2.00 however, the original fee is minimal which makes the new proposed fee look like a high percentage increase. In some cases a higher percentage increase is related to eliminating discrepancies in rates used at different facilities and to ensure consistency.

The estimated gross revenue impact is approximately $55,000. 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 $49,500. As a result, the net impact to the budget is projected to be an increase to the revenue of $5,500.

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.

230

In-Camera Issue


231

In-Camera Issue


232

In-Camera Issue


233





Reserves


2210 - Bldg. Maintenance Material (11,525)






Budget Issue Detail

2015




2015-0130



Public

Conversion of Adie Knox Herman Arena



Conversion of Adie Knox Herman Arena $53,646 ($43,071 Recreation & Culture and $10,575 Parks and Facilities Operations)

Adie Knox Herman Arena is a 45 year old facility that was built in 1969. This facility is the only single pad ice rink left within the City of Windsor, while the remaining ice rinks operate multiple pads. Ice bookings for Adie Knox Herman Arena are realized from September – March and have occasional summer floor bookings in the off season (i.e. Roller Derby).

If Council accepts the conversion of Adie Knox Herman Arena, Administration would try to accommodate the user groups of this facility at our other facilities. However, it should be noted the current user groups at Adie Knox Herman Arena may not be accommodated at the same time frame at our other facilities. To date there has been no consultation with affected user groups. Should Council approve this change to a non-ice facility, Administration recommends that consultation with the user groups and a report be brought back to Council on the results of the consultations for information.

Over the past few years the supply of ice pads has continually increased within Windsor-Essex County. There has been an increase in operational pads in Lakeshore, Amherstburg, LaSalle, Tecumseh and the Windsor Central Park Facility. The additional pads located within Windsor-Essex County have increased competition for the Corporation of the City of Windsor to book ice rentals at City of Windsor facilities. As a result the ice revenues are below the budgeted amount.

Recreation and Culture would convert the only single pad currently still operating within the City of Windsor to a non-ice facility. The facility could be used year-round for activities such as lacrosse and roller derby on a cost-recovery basis. This conversion would carry a capital cost of approximately $50,000 for HVAC. The proposed capital costs for HVAC were not included in the 2015 Capital Budget submission. If Council wishes to approve the conversion of Adie Knox Herman Arena, the capital costs should be viewed as a high priority since it would be approved outside the normal budget competition for funding.

The department would transfer the full-time rink attendants from Adie Knox Herman Arena to the WFCU Centre and reduced the part-time staffing at that location.

Should this issue be approved, the department may require partial or full funding to a maximum of $53,646 from the Budget Stabilization Reserve (BSR) until such time that the reduction can be implemented.

It is recommended that the conversion to a non-ice facility would be implemented after the 2014/2015 ice season is complete.

3 Year Adie Knox Herman Revenue Trend Analysis

Ice Floor Room2013 $250,074 $10,517 $0.002012 $242,907 $0.00 $1,4002011 $182,522 $0.00 $4,255

3 Year Adie Knox Herman Budget Trend Analysis

2013 Budget ($104,151) Actual ($68,602) Variance $35,5492012 Budget ($146,204) Actual ($114,440) Variance $31,7642011 Budget ($81,335) Actual ($197,151) Variance ($115,817)

The conversion of Adie Knox Herman Arena would be a savings in the Recreation and Culture department of $43,071 and $10,575 to the Parks and Facilities Operations department for a total Corporation savings of $53,646.

If Council recommends the conversion of Adie Knox Herman Arena, it will have an impact on Parks' Off-Road Fleet Inventory with the reduction of one zamboni.

234





Reserves

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena

2145 - Housekeeping Supplies (2,000)


2175 - First Aid Safety Supplies (225)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 2180 - Program Supplies (500)


2230 - Infrastructure Maint. Material (3,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 2320 - Confections (4,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 2610 - Travel Expense (600)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 2620 - Car Allowance (500)


2710 - Telephone Equipment - General (400)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 2711 - Cell Phones (300)


2720 - Telephone Equipment - Computer (882)




2950 - Other Professional - External (4,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 3010 - Hydro - Electric (50,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 3020 - Water (5,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 3030 - Gas (5,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 3040 - Sanitation (2,500)


3180 - Computer Rental - Internal (400)


4020 - Membership Fees & Dues (300)


8120 - Hourly-Reg.Full Time (130,751)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 8140 - Overtime - Wages (8,525)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 8160 - Hourly-Temporary (59,604)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 8190 - Other Pay (2,300)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 8210 - Meal Allowance (600)


8290 - Clothing - Uniforms (1,000)



Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 8120 - Hourly-Reg.Full Time 130,751

235





Reserves

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 8399 - Fringe Benefits (Dept.) 39,222





Parks Parks Operations 0280208 - Equipment Maintenance 6420 - Rental Income 8,900

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 6420 - Rental Income 105,550

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 6430 - Concessions 9,250

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 6650 - User Fees 325


Net Total (53,646) 0 0 0



Caretaker Community Centres Regular Full-Time Local 82 (0.9)


Certified Refrigeration Operator Regular Full-Time Local 82 (1.0)


Rink Attendant "A" Full-Time Regular Full-Time Local 82 (0.5)

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre Caretaker Community Centres Regular Full-Time Local 82 0.9

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre Certified Refrigeration Operator Regular Full-Time Local 82 1.0

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre Rink Attendant "A" Full-Time Regular Full-Time Local 82 0.5

0.0

236





Reserves


2210 - Bldg. Maintenance Material 25,500





0281021 - Adie Knox Herman Pool 2180 - Program Supplies (1,197)


0281021 - Adie Knox Herman Pool 2320 - Confections 2,300


0281021 - Adie Knox Herman Pool 2620 - Car Allowance 55


0281021 - Adie Knox Herman Pool

2710 - Telephone Equipment - General 320


0281021 - Adie Knox Herman Pool 2711 - Cell Phones (300)


0281021 - Adie Knox Herman Pool 2712 - Blackberries 700



2720 - Telephone Equipment - Computer (382)



2925 - Computer Maintenance 1,320


0281021 - Adie Knox Herman Pool 2940 - Advertising (1,332)





0281021 - Adie Knox Herman Pool 3010 - Hydro - Electric 88,258


0281021 - Adie Knox Herman Pool 3020 - Water 1,185


0281021 - Adie Knox Herman Pool 3030 - Gas 19,956

Budget Issue Detail

2015




2015-0105



Public

Operation of Adie Knox Herman Recreation Complex Pool



As per CR175-2014, Council approved on July 7, 2014 the following recommendations; "That the swimming pool at Adie Knox Herman Recreation Complex REMAIN OPEN at least until December 2015 to allow for community programming, and further;THAT the additional estimated funds required to operate in 2015 in the amount of $261,814 BE INCLUDED as part of Recreation and Culture Department's 2015 Operating Budget, subject to final approval in the 2015 budget process".

It should be noted that the budget increase of $261,814 includes costs relate to building repairs & maintenance along with budgeted salary and wage expenditures for caretakers which are held within the Facilities Operations Department's budget. As a result, the net impact to the Recreation and Culture budget is only $259,735.

The projected operating budget that was presented to Council on July 7, 2014 is subject to changes due to increase and/or decreases in salaries, wages, fringe benefits and utilities.

237





Reserves


0281021 - Adie Knox Herman Pool 3040 - Sanitation 500






4020 - Membership Fees & Dues (750)



4025 - Registration Cost Expense (1,000)


0281021 - Adie Knox Herman Pool 4050 - Training Courses (500)



5170 - Recreation Equipment (2,500)





0281021 - Adie Knox Herman Pool 8160 - Hourly-Temporary 198,593



8240 - Other Training Expenses 13,000









0281021 - Adie Knox Herman Pool 6420 - Rental Income 13,988


0281021 - Adie Knox Herman Pool 6430 - Concessions (500)



6460 - Sale Of Goods & Services (1,400)


0281021 - Adie Knox Herman Pool 6650 - User Fees (193,423)


Net Total 259,730 0 0 0


Recreation & Culture Community Centres & Programming 0281021 - Adie Knox Herman Pool

Recreation Assistant Regular Full-Time Local 543 1.0

1.0

238





Reserves


0145003 - Salary & Wage Adjust Provision 8190 - Other Pay 302,430

Transit Windsor Administration - Transit Windsor

0400120 - Planning & Revenue Support

8398 - Fringe benefits-transit alloc 12,472


0400150 - Corporate Services


Transit Windsor Administration - Transit Windsor 0400170 - Greyhound 8398 - Fringe benefits-

transit alloc 3,118

Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance


Transit Windsor Transit Maintenance 0400340 - Facility Maintenance


Transit Windsor Transportation 0400210 - Tunnel 8398 - Fringe benefits-transit alloc 5,509

Transit Windsor Transportation 0400220 - City Service 8398 - Fringe benefits-transit alloc 201,973




7055 - Transfer From Revenue Funds (302,430)


Net Total 302,430 0 0 0

Budget Issue Detail

2015


Transit Windsor

Transportation Services Office

2015-0090


B - Legislated

Public

Transit Windsor Statutory and Contractual Fringe Benefits Rate Increases



Transit Windsor is projecting an increase in its statutory and contractual fringe benefits due to rate increases. The projected increases for the Health and Welfare Benefits are prepared by a consultant and the other projected increases are calculated internally. The projected increases are:

$237,000 - Health and Welfare Benefits Projected Increase (Green Shield and Great West Life)$ 32,602 - OMERS Rate Increase$ 12,870 - CPP Rate Increase$ 12,015 - EI Rate Increase$ 7,942 - EHT Rate Increase

This will require a budget adjustment to gross up the budget. Actuals will be trued up on an annual basis.

239

Budget Issue Detail

2015


Transit Windsor


2015-0091


B - Legislated

Public

Transit Windsor Pension


One-Time BSR Funding Requirement: $1,300,000 (Funding Required from Fringe Rate Stabilization Reserve)

On April 10, 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 that would allow the transfer of the Transit Windsor Pension Plan into OMERS.

Transit Windsor's 2014 budget submission included a one-time provision for $500,000 to fund the anticipated amount required to satisfy the solvency deficit for the frozen pension plan, once we reach the maximum allowed using the Letter of Credit. We anticipate this will be August 2014. The $500,000 is expected to fully fund the 2014 shortfall.

We anticipated that the regulations governing the merger of a Single Employer Pension Plan (SEPP) and a Jointly Sponsored Pension Plan (JSPP) would be released in January 2014 and we would be able to discuss with OMERS the implications of transferring the TW plan into OMERS. We were optimistic we could accomplish this in 2014.

During the conference call on April 10, 2014, we were advised that OMERS believes that the government had the legislation to release the regulations now but the government felt they needed another section in the legislation, or at least some clarification to the legislation, before the regulations can be released. OMERS has advised that, notwithstanding that an election was called, the budget contained the criteria that sets out the legislative authorization for the creation of the regulations. OMERS reported that this legislation was supported by all parties and believes that the government can develop the regulations and send it out for comment.

The next steps will be:

• Preliminary discussions with stakeholders (OMERS, Ottawa and Toronto have already had discussions).• Draft regulations.• Post regulations for 45 days.• Put regulations in effect.

Once the regulations are in effect, OMERS can begin discussions with closed plans to see what can be done. They have already started these discussions with OC Transpo/City of Ottawa and the old City of Toronto who also have legacy plans. Their discussions also included staff from the Office of the Superintendent of Financial Institutions (OSFI), the regulatory body for federally regulated pension plans. Once they have gone through one plan, OMERS feels it will provide the blueprint for further plans and will make the discussion and conversion much easier. OMERS believes that there is a “good case” that the regulations will be completed sometime in the fall so that discussions with Transit Windsor can begin early next year. With that timeline in mind (and remembering it is the best case scenario), it would appear that discussions with Transit Windsor will not occur until, at the earliest, sometime early 2015, and then they believe we could complete a review in a few months and then take the appropriate action. We should be mindful that, until the plan is reviewed under OMERS’ rules, we do not know what the financial implications, if any, will be to switch the benefits to an OMERS plan. We do know that, if the plan is converted to OMERS, the requirement to fund solvency deficits is no longer required and the full value of the Letter of Credit supporting these solvency deficits can be collapsed. There likely will be a requirement to make some sort of payment to OMERS to top up the plan on a going concern basis but we do not know for certain what that would look like. What we do know is that we are not seeking to improve the plan from its current benefits, based on career average, to the best five years, so that is not an expense or an issue (i.e. we need them to determine “what value” an employee’s years in the TW plan can buy in the OMERS plan so that the employee is left whole). However, if there is a going concern deficit, this would have to be paid.

It now appears highly likely that the Transit Windsor operating budget for 2015, in whole or in part, will need another one-time funding amount until these issues are resolved. All things being equal, and based on the 2013 valuation and the fact that new mortality tables will be used, we could potentially need additional funding to address the solvency deficit, in the range of $1,654,000 to $1,823,000, of which we have a budget of $400,000 for the going concern deficit. Mercer will provide further estimates as we get closer to year end.

The resulting $1,300,000 would be one time funding and the entire amount 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 of $400,000 would need to be maintained. It is not known if there are other costs that would need to be incurred for the conversion. Government regulation must be in place before we can discuss the conversion of the plan with OMERS. If for some reason approval is not given, other strategies to de-risk the plan should be investigated. Administration previously looked at changing investment managers from OMERS to someone else so that the asset mix can match the liabilities. This remains an option.

240





Reserves



8310 - Pensions - Contributory 1,300,000




7054 - Transfer From Reserve Funds (1,300,000)


Net Total 0 0 0 0

241





Reserves

Transit Windsor Transportation 0400220 - City Service 8130 - Overtime - Salary 660

Transit Windsor Transportation 0400220 - City Service 8140 - Overtime - Wages 8,720


Net Total 9,380 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0088


C - Contractual

Public

Transit Windsor Departmental Negotiated Salary & Wage Adjustment for Overtime



Departmental salary and wage overtime accounts adjustment for all salaried, hourly and temporary employees as per the approved complement. Regular salary and wage budgets are to provide coverage for basic service and have been calculated and entered at the negotiated rates into the Team Budget Salary Budget module. Overtime budgets are required to provide additional supervision for special events throughout the year. The increase is required to adjust the overtime budgets for the contractual increase and to not erode the overtime budget.

242





Reserves

Transit Windsor Transportation 0400260 - City Bus Shelters



Transit Windsor Transportation 0400260 - City Bus Shelters 6475 - Transit Revenue (17,000)


Net Total 63,000 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0379



Public

Bus Shelters/Advertising (RFP 71-14) & Maintenance



The opportunity to advertise on street furniture, refuse bins, and bus shelters within the city dates back to 1970’s. There have been different agreements throughout the years; however, a formal request for proposals had never been issued by the City. CBS had provided both advertising and maintenance services for the Transit Windsor bus shelters. When requested to extend their contract to December 31, 2014, CBS declined. They agreed to continue to provide the advertising services until such time as an alternate provider could be contracted but they declined to provide ongoing maintenance services. Transit Windsor with assistance from Public Works – Operations has undertaken the maintenance of the bus shelters.

With the approval CR118/2013, Administration has issued an RFP for advertising within the public right-of-way on both Transit Windsor bus shelters and street furniture. Maintenance was a requirement for the street furniture portion but was an option for the bus shelters.

The Request for Proposal (RFP - No. 71-14) entitled “Opportunities for Advertising in the Public Right-of-Way” to generate advertising revenue through bus shelters and street furniture consisted of three options. The first option (Option A) was to provide advertising on bus shelters ONLY; the second option (Option B) was to provide advertising and maintenance for bus shelters; and the third option (Option C) was to provide advertising, ownership and maintenance for street furniture. Proponents had the opportunity to submit proposals on all or one of the options.

RFP No. 71-14 was advertised on May 31, 2014 and closed on June 19, 2014. Four submissions were received - two for Bus Shelters – Advertising Only (Option A), and two for Outdoor Furnishings – Advertising and Maintenance (Option C). No bids were received for Bus Shelters- Advertising and Maintenance (Option B). The proposals were reviewed by representatives from Public Works, Finance, Planning and Transit Windsor.

The successful proponent, Streetseen Media, for the Bus Shelter – Advertising Only (Option A) will commence the transition upon finalization of the current provider’s (CBS) contract with the City. CBS’s contract is month to month only. Streetseen Media have offered to explore the continuation of existing adverting campaigns underway by the current provider during the transition period. It is noted that currently 58 of the 139 bus shelter locations are equipped for advertising. Streetseen Media is offering to provide advertising for all 139 locations. Confirmation by the Transit Windsor Board of their ratification of administration’s recommendation to proceed with awarding the contract has been obtained.

It is projected that there will be a shortfall as the revenue from the new contract will not cover all of the maintenance costs. This was anticipated, as the current provider discontinued maintenance of the bus shelters at the end of the previous term, which concluded in December of 2013. It is noted that maintenance costs will increase by approximately $3,000 per year if all bus shelters are converted to accept advertisement due to increase in hydro costs. In addition, discussions are required to address the maintenance of the bus shelters including snow removal/refuse pickup currently being performed by Public Works Operations and how to mitigate the shortfall based on the minimum revenues. For clarity on this matter the revenue has increased from the previous contract but the maintenance costs are now Transit Windsor’s responsibility. The City experienced higher than normal costs in part due to a severe winter. This is the reason the previous provider did not want to maintain the shelters and no bidder submitted to take on the maintenance.

Administration is of the opinion that there is an opportunity to increase revenue by allowing more shelters to be advertised on and will be working with the successful proponent on this subject to City Council agreeing with more advertising locations.

It is recommended that the revenue generated from advertising be credited to the City’s Operating Budget and subject to the annual budget process. This will allow the allocation of revenues to the proper departments impacted by this initiative.

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Reserves























0400150 - Corporate Services 2010 - Office Supplies 4,617


0400150 - Corporate Services 2620 - Car Allowance 6,000






8398 - Fringe benefits-transit alloc (117,957)



Transit Windsor Transportation 0400220 - City Service 8110 - Salary-Reg.Full Time (127,527)





Budget Issue Detail

2015


Transit Windsor


2015-0228



Public

Implementation of Transit Windsor Service Delivery Enhancement Governance Model


One-Time BSR Funding Requirement: Up to a maximum of $400,000

On June 30, 2014, City Council approved (CR 136/2014) a consolidated reporting, governance and operational structure and service delivery model, as identified in Option 1 of the report of administration, encompassing the services currently provided by Transit Windsor, and including the legal entities of Your Quick Gateway (Windsor) Inc. (“YQG” Windsor Airport) and the Windsor Detroit Tunnel Corporation (“WDTC”). This issue contains the financial savings from implementing the reorganization savings at Transit Windsor as per Option 1 of the report.

244





Reserves





Net Total (346,761) 0 0 0


Finance Financial Planning 0123553 - Perf Measurement & Fin Admin

Financial Analyst Regular Full-Time Non-Union 1.0

Human Resources Employee Services & WSIB 0131450 - WSIB Administration

Disability Management Specialist Regular Full-Time Non-Union 1.0

Human Resources Organizational Develop & OH&S 0131600 - Health & Safety Health & Safety Advisor Regular Full-Time Non-Union 1.0

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services Accounting Coordinator Regular Full-Time TW-NU1 (1.0)

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services CEO of Your Quick Gateway & WDTC

Regular Full-Time Senior Manangement 1.0

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services Director of Corporate Services Regular Full-Time TW-NU1 (0.5)

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services Health & Safety Advisor - Transit Windsor

Regular Full-Time TW-NU1 (1.0)

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services Human Resources Assistant Regular Full-Time TW-NU1 (1.0)

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services Human Resources Coordinator Regular Full-Time TW-NU1 (1.0)

Transit Windsor Administration - Transit Windsor 0400150 - Corporate Services Senior Manager of Fleet & Support Services

Regular Full-Time TW-NU1 1.0

Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance Director of Corporate Services Regular Full-Time TW-NU1 (0.5)

Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance Maintenance Manager - Fleet Regular Full-Time TW-NU1 (1.0)

Transit Windsor Transportation 0400220 - City Service Director of Operations Regular Full-Time TW-NU1 (1.0)

(2.0)

245





Reserves

Transit Windsor Transportation 0400220 - City Service 6475 - Transit Revenue (150,000)


Net Total (150,000) 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0221



Public

Additional Ridership Volume Revenue Increase



In the process of monitoring 2014 budget versus actual variances, it is being noted that 2014 actual revenues for transit services is currently trending better than budgeted and revenues are projected to exceed budget. Current projections to year end are projecting a surplus of approximately $200,000, and will be reported to City Council in the 2014 Q3 report.

Therefore, it is being recommended that Transit Windsor's 2015 revenue budget be increased by $150,000.

246





Reserves


2115 - Motor Fuel & Lubricants 252,858

Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance 2520 - Vehicle Repairs 123,268



Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance 8140 - Overtime - Wages 27,954



Transit Windsor Transportation 0400220 - City Service 8120 - Hourly-Reg.Full Time 748,202

Transit Windsor Transportation 0400220 - City Service 8140 - Overtime - Wages 54,896

Transit Windsor Transportation 0400220 - City Service 8398 - Fringe benefits-transit alloc 194,540


Transit Windsor Transportation 0400220 - City Service 6475 - Transit Revenue (345,000)


Net Total 1,140,000 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0374



Public

Implementation of Transit Windsor Service Delivery Enhancement Governance



On June 30, 2014, City Council approved (CR 136/2014) a consolidated reporting, governance and operational structure and service delivery model, as identified in Option 1 of the report of administration, encompassing the services currently provided by Transit Windsor, and including the legal entities of Your Quick Gateway (Windsor) Inc. (“YQG” Windsor Airport) and the Windsor Detroit Tunnel Corporation (“WDTC”). This issue contains the financial impact of implementing the service improvements at Transit Windsor as per Option 1 of the report.\\


Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance Mechanic Regular Full-Time TW-HRLY 1.0

Transit Windsor Transportation 0400220 - City Service Operator Regular Full-Time TW-HRLY 13.0

14.0

247

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