Executive Summary Operating Budget and Forecast

Transcription

1 Executive Summary The 2017 Budget Discussion Document presents the proposed 2017 operating budget, forecasts and the 2017 Capital Budget for the Town of Oakville. The document represents the outcome of the 2017 staff budget process, presenting the budget recommended by staff, for public comment and the review and approval of the Budget Committee and Council. As in prior years, the 2017 budget has been prepared using a performance based program based budgeting (PB2) methodology. PB2 focuses on programs rather than departments and traditional line item budgeting. Emphasis is on the allocation of resources to programs based on desired outcomes and measurement of actual program results against expected outcomes. Performance measures are included in the budget document for all town programs. Overall, the 2017 operating and capital budgets ensure the town s strong financial position is maintained and our residents continue to receive the programs and services they value. The 2017 budget has been prepared in accordance with Council direction to prepare the budget with an overall property tax increase in line with inflation. The total proposed 2017 tax increase to the town s budget net of assessment growth is 2.80%. When combined with the proposed increase for the Region and Education the overall tax increase is 1.83%. Assessment growth resulting from additional properties added to the roll or expansions/additions to existing properties reduces the overall tax increase. The 2017 staff recommended budget includes assessment growth of 1% resulting in a proposed 2.8% tax increase on the town s portion of the property tax bill. While 2017 represents the first year of the phase in of the 2016 current value assessment, the increase in property values does not provide additional revenue to the town. The tax rate is set to ensure the town raises the same tax revenue under the new property values as it did prior to the reassessment. The program business plans include a detailed budget for 2017 and a forecast by program and service for 2018 and Business plans for each program provide information on the purpose of the program, define existing service levels and identify strategic initiatives linked to the town s strategic plan. PB2 performance measures for each program are also included in the business plans Operating Budget and Forecast Page 1

2 Executive Summary OVERALL TOWN BUDGET The town base budget is made up of two components. The first provides for the same level of service as provided in Program spending at this level reflects the costs to deliver the same level of service as previous years. Increases in program spending and resulting tax levy requirements are driven by the costs of materials and supplies, contracted and other purchased services as well as labour costs. Changes in revenue from user fees and other sources also impact the tax requirement. In addition, the base budget includes the impact of decisions made in previous years such as the annualized impact of service adjustments and the operating impacts of new facilities and infrastructure resulting from completed capital projects and infrastructure assumed through the development process. To maintain existing service levels, the tax levy requirement for this component is $176.7 million. The increase of $4.4 million or 1.58% after assessment growth is below the current rate of core inflation. The tax impact of the increase on the town s base budget of 1.58% has an impact on the overall tax bill of 0.64% or $5.25 per $100,000 of assessment. The second component of the budget is the increased funding for the maintenance and replacement of aging infrastructure, demands for new infrastructure and service enhancements required as the town grows. The base budget includes an additional $2 million for the 1% capital levy and increased funding for the road resurfacing program. The capital levies are an important source of funding for the town s capital program and help ensure the infrastructure gap faced by municipalities does not continue to grow. While these levies are a very important source of funding for infrastructure renewal and the town s share of growth related capital projects, they 2017 Operating Budget and Forecast Page 2

3 Executive Summary represent an additional 1.14% of the proposed tax increase on the town s portion of the tax bill and 0.46% or $3.80 on the overall tax bill. This component of the budget also includes service enhancements that were referred to the Budget Committee by Council during These enhancements were included for Council s consideration as they have broad community benefit. The enhancements add 0.08% to the town tax levy, resulting in a 0.03% impact or $0.27 on the overall tax bill. In total this component of the budget adds 1.22% to the town portion of the tax bill and 0.49% to the overall bill. Table 1 presents a summary of the total tax impact of the proposed budget, including the anticipated increases in the Region of Halton tax budget and education rates. The cost associated with each item is outlined below. Table 1 Total Tax Impact of Proposed Budget Purpose Share of Tax Bill Increase Impact on Total Bill $ Increase per $100,000 of Assessment Town of Oakville 40.2% Inflationary Impacts/Revenue Adjustment 1.28% 0.51% $4.26 Annualized Impact of 2016 Service Adjustments 0.44% 0.18% $1.46 Capital Driven Operating Costs for New Infrastructure 0.86% 0.35% $2.86 Assessment Growth -1.00% -0.40% ($3.33) Total Base Operating Budget 1.58% 0.64% $5.25 Capital Levy 1.00% 0.40% $3.33 Additional Funding for Road Resurfacing 0.14% 0.06% $0.47 Service Adjustments 0.08% 0.03% $0.27 Total Town of Oakville* 40.2% 2.80% 1.13% $9.31 Region of Halton** 37.1% 1.9% 0.70% $5.83 Education 22.7% 0.00% 0.00% $0.00 Total * 1.83% $15.14 *Exclusive of reassessment impacts **Proposed Region of Halton total tax increase 2017 Operating Budget and Forecast Page 3

4 Executive Summary Inflationary Impacts/Revenue Adjustments While Canada s inflation rate has been in the lower end of the Bank of Canada s inflation target, core inflation which excludes eight volatile products such as gasoline, tobacco and mortgage interest remained in the 2% range. The town s budget process takes many months to complete. At the time of budget development the guideline was set at 1.9% for the overall tax levy increase in line with the core inflation rate at that time. The budget as presented is in line with the target. Inflationary pressures and adjustments on the town s base budget total 1.73%. This has been partially offset by an increase to program rates and fees and revenue adjustments bringing the net increase to 1.28%, resulting in an increase of 0.51% on the overall tax bill or an increase of $4.26 on each $100,000 of assessment. The inflationary impacts provide for the town s personnel costs which are driven by collective agreements with the town s four unions. These contracts provide for annual cost of living increases, as well as movement through salary grids and negotiated benefit coverage. The town typically negotiates longer term contracts to ensure stability. Personnel costs account for 47.8% of gross expenditures and represent the largest component of inflationary increases. A total of seven positions have been gapped in the base budget. These positions in the Community Development Commission will remain gapped until development activity increases to the point new staff are required to meet development application and permit timelines. In addition to the gapped positions, $850,000 has been included in the budget to reflect the time positions are vacant due to employee turnover within the organization. These measures have resulted in a $1.8 million reduction in personnel costs. Many of the materials and supplies that the town uses are construction related. The construction price index for Toronto has increased by 3.1% from Q to Q There is also increased pressure on the budget due to inflation on utilities, materials, supplies and purchased services. Hydro prices in particular are expected to increase 10% in The cost increases on materials and supplies has been partially offset by a reduction in fuel prices and the towns insurance premiums Operating Budget and Forecast Page 4

5 Executive Summary Annualized Impact of 2016 Service Adjustments The 2017 base budget includes the annualized impact of year one of the transit service plan implemented in September This along with a small impact related to a recreation position conversion approved in 2016 adds $764,400 to the 2017 recommended budget resulting in a 0.44% increase on the town tax levy and 0.18% on the overall tax bill. Capital Driven Operating Costs for New Infrastructure The base budget includes the operating costs for new infrastructure and programs completed as part of the capital budget as well as infrastructure assumed by the town as new developments are completed. The 2017 operating impacts total $1.5 million and include the cost of maintaining new roads and parks added to the town in 2016, software support costs as well as the impact of the operation and replacement of new transit buses and fleet equipment. The phased in contribution to the building replacement reserve for new facilities built within the past five years is also included in this amount. The operating impacts add 0.86% to the town s base budget, resulting in an increase of 0.35% on the overall tax bill or an increase of $2.86 per $100,000 of assessment. Assessment Growth from New Development New development within the town results in an increase in the town s assessment base. New assessment generates additional tax revenue without an increase in the town s tax rate. Assessment growth of 1% has been included in the staff recommended budget Operating Budget and Forecast Page 5

6 Executive Summary Capital Levy The town implemented a 1% capital levy in This program recognized the need to set aside additional funding to pay for both the replacement of aging infrastructure as well as demands for new infrastructure, including recreational and other facilities. A capital levy policy is considered a best practice in municipal financing. The capital levy provides an increasing source of funding to address infrastructure renewal and helps ensure that funding is available to replace assets as required based on the town s asset management plan. The capital levy has a 1% impact on the town s tax rate, or 0.4% impact on the total tax rate or $3.33 per $100,000 of assessment. In addition to the 1% capital levy, the base budget also includes an additional transfer to capital to fund increased road resurfacing as recommended by the Budget Committee and Council in Service Adjustments The staff recommended budget also includes referrals to the Budget Committee for service adjustments required to meet community needs as the town grows. The adjustments have been included in the proposed budget for Council consideration through the budget process. They include funding to implement a speed limit program as outlined in the report from Engineering and Construction, the Municipal Enforcement Strategy approved by Council and a phased in implementation of the Private Tree By-law. All three items were referred by Council to the Budget Committee to be considered in conjunction with the proposed 2017 operating budget. The referrals total $145,700, adding 0.08% to the town tax levy, resulting in a 0.03% increase on the overall tax bill or $0.27 per $100,000 of assessment. Activity Revenue The 2017 base budget incorporates proposed rates and fee increases. Rates and fees will be reviewed by the Budget Committee at its meeting on November 15, 2016 and its recommendations forwarded to Council for approval on December 12, Many of these fee increases are effective January 1, 2017 and are required to maintain or improve the cost recovery of town programs. The fee increases, if approved as proposed, result in an additional $1.3 million in revenue. In addition to the fee increase, volume adjustments 2017 Operating Budget and Forecast Page 6

7 Executive Summary were made to program revenue budgets where applicable. The largest volume increase can be seen Transit which includes the anticipated revenue generated from ridership growth as a result of the service improvements implemented in September The volume increases have been offset by volume reductions in the Planning Services and Building Services programs based on anticipated development activity in These adjustments, along with the revenue associated with the private tree by-law bring the overall increase in activity revenue to $1,298,100. SUMMARY The proposed 2017 budget results in a 2.8% tax increase on the town s share of the property tax bill after assessment growth. The town budget represents approximately 40% of the total property tax bill. As a result the proposed increase equates to a 1.13% increase on the total tax bill. Overall, the total tax increase including the proposed increase for the Region of Halton and assuming no increase in education rates is 1.83%. PERFORMANCE BASED PROGRAM BASED BUDGET The 2017 budget was prepared using the performance based program based budgeting (PB2) methodology. The 2017 budget and the forecasts for 2018 and 2019 focus on programs, and the services within each program, rather than departments and line item expenditures. In preparing the 2017 budget and 2018 and 2019 forecasts, emphasis is on allocating resources to programs based on the goals and objectives to be achieved by the program. A key component of PB2 is the development of performance indicators to measure how well programs are meeting objectives. The program business plans and resulting program budgets are based on achieving the priorities in the town s strategic plan and each new initiative in the budget is tied to a strategic objective. Performance measures have been included in each business plan. The measures show the five year trend for key outcomes based on the approved budget for the program. The business plans also provide 2017 Operating Budget and Forecast Page 7

8 Executive Summary information on the purpose of the program, services delivered by the program and the funding required to deliver the program based on Council approved service levels. In addition to the performance measures included in the budget document, the town will be launching its custom Livable Oakville Performance Dashboard in November. The dashboard features 29 measures that show the town s progress toward its goal to be the most livable town in Canada. Program Budget Highlights The net base budget has increased by $6.6 million. The largest increase can be seen in Corporate Revenue and Expenses. Of the operating programs, the highest increases are seen in Infrastructure Maintenance, Emergency Services, Information Systems and Transit as discussed below: Corporate Revenue and Expenses - $1.59 million. Includes the operating contribution to capital, debt charges and corporate expenses and revenues not attached to a particular department. The increase of $1.59 million is primarily due to the capital levy increase in accordance with town practice of adding 1% to the capital levy annually. Infrastructure Maintenance - $0.98 million. Based on expected electricity rates, hydro expenses were increased by 10% in While the impact of the cost increase has been offset by savings related to the implementation of the LED Streetlight program, the conversion is being funded through the issuance of debt. As a result, debt charges related to phase one of the implementation have been budgeted for in the program. The costs associated with growth in the town also impact this program as new roads assumed by the town must be maintained. The cost increases have been partially offset by savings in the fuel budget as the budget was brought in line with current fuel prices and the expected impact of cap and trade on fuel costs beginning in Operating Budget and Forecast Page 8

9 Executive Summary Emergency Services - $0.81 million. Includes Fire Prevention, Training, Emergency Planning as well as Suppression. The increase is primarily due to increased personnel costs resulting from inflationary impacts on wages and benefits as well as progression of firefighters through the grid. Information Systems - $0.79 million. Includes the annual software maintenance and software as a service costs for software used throughout the town such as JD Edwards, AMANDA and Class as well as the many smaller applications used to support town programs. The 2017 budget includes an increase of $489,800 to the software maintenance budget; accounting for 62% of the program budget increase. The increase relates not only to increased costs associated with existing software but also the costs associated with new software purchased through the capital budget such as the Library ILS, Parking equipment and software and the Specialized Transit Scheduling Software. Oakville Transit - $0.65 million. Includes the 2017 cost associated with the annualized impact of year one of the 5 year Transit service plan implemented in September The plan provides for increased service to residents and is expected to increase the cost recovery of the program over the coming years. The annualization of the 2016 service adjustments adds $762,000 to the budget. This along with inflationary adjustments to wages and benefits account for the largest share of the increase. The impact has been partially offset with a reduction to the fuel budget reflecting significant savings in fuel over the past two years. The balance of the increase is spread between the remaining programs. Further details can be found in the program business plans. In addition to program increases there are three programs that have seen a decrease in tax levy support. The largest decrease can be seen in Planning Services. While revenue has declined from the 2016 budget and is below the level required to achieve the desired cost recovery, a reserve contribution has been allocated to bring the program in line with its cost recovery target. The reserve contribution is a temporary measure to smooth fluctuations in planning activity on the operating budget Operating Budget and Forecast Page 9

10 Executive Summary Table 2 shows the breakdown of the increased tax requirement for the base budget by program. Table 2 - Net Base Budget Increase By Program (millions) 2017 Operating Budget and Forecast Page 10

11 Executive Summary 2017 Tax Levy Requirement The total 2017 tax levy requirement to support town programs is $178,806,900 million and is shown by program in Table 11 on page 22. The forecasts for 2018 and 2019 are shown in Table 13 on page 24. Table 3 below shows how much of each tax dollar is spent on specific town services. The allocation of tax dollars differs from the allocation of gross expenditures as many town programs are supported partially or entirely from user fees. The largest share of the tax dollar is spent on Infrastructure Renewal followed by Emergency Services. Table 3 How Your Tax Dollars Are Spent 2017 Operating Budget and Forecast Page 11

12 Executive Summary 2017 BUDGET COMMITTEE PROCESS The recommendations included in this book reflect the direction to date provided by Council through its Budget Committee. The budget process provides the Committee with the opportunity to provide further direction and request additional information from staff. The following meetings have been scheduled for the review of the 2017 Operating and Capital Budgets: November 15, 2016 Distribution of Operating Budget Document and Overview Presentation Rates and Fees November 17, 2016 Staff Presentations November 22, 2016 Public Delegations November 24, 2016 Public Delegations December 6, 2016 Deliberations and Recommendations Council Approval December 12, 2016 Residents can also contribute by to Total 2017 Operating Expenditures by Cost Component The gross expenditures proposed in the 2017 operating budget total $308.5 million including service adjustments for the town s 27 programs. The chart on page 14 (Table 4) shows the town s total 2017 base operating budget expenditures by cost component. In total gross expenditures have increased by $13.5 million. The details are provided in Table 10 on page 21. The forecast budget for 2018 and 2019 is shown in Table 12 on page Operating Budget and Forecast Page 12

13 Executive Summary Salaries and Benefits account for 47.8% or $147.4 million of the operating budget. This is an increase of $4.8 million over 2016 as a result of anticipated wage and benefit costs, movement through salary grids, and the cost of positions required as a result of growth in the municipality, software implementations and capital infrastructure. Purchased Services includes costs for items such as communication, contracted services, professional fees, training and development, insurance and printing. They comprise 11.1% of the budget and have increased $0.3 million due to inflationary pressures, costs associated with winter control and software maintenance. Materials and Supplies include expenditures for utilities, fuel, office supplies, construction and other materials. They represent 7.1% of the town s gross expenditures and have increased by $177,300. While increases for most expenditure items in this category have risen in line with inflation there is a significant increase in hydro costs; which are expected to increase by 10% in The impact of the increase has been partially offset by hydro savings related to energy management retrofits in various town facilities as well as the LED streetlight conversion program. Fuel budgets have been reduced to bring the per litre cost of fuel in line with current prices. This has minimized the impact of inflation on this expenditure category. Other expenditures include community grants, financial expenses and debt charges. The debt charges related to the LED Streetlight conversion project are included in this expenditure category. The debt charges have been offset by a reduction in hydro costs in the materials and supplies category. Transfers to reserves including provisions for future expenditures, e.g. equipment replacement and transfers to tax stabilization reserves account for 13.3% of expenditures. The capital from operating includes the funding transferred to the capital budget of $28.4 million and minor capital in the operating budget of $265,200 and accounts for 9.3% of expenditures. The increase in expenditures is offset by an increase in revenues including activity revenue which has increased by $1.3 million. Activity revenue includes items such as Recreation and Culture user fees, Transit fares and Planning application fees Operating Budget and Forecast Page 13

14 Executive Summary Table 4 - Total 2017 Operating Expenditures by Cost Component, 2017 Operating Budget and Forecast Page 14

15 Executive Summary Table 5 - Total 2017 Operating Revenues by Type, 2017 Operating Budget and Forecast Page 15

16 Executive Summary Total 2017 Operating Revenues Table 5 shown on the previous page illustrates the funding sources for the 2017 operating budget. Taxation revenues provide 58% ( %) of the funding. Fees and charges are the next largest source of funding at $68.4 million or 22%. Included in the fees and charges are increases to maintain cost recovery ratios for all programs. The 2017 budget includes a $4.2 million dividend from Oakville Hydro of which $1.9 million is included in the base budget. The balance of the dividend is transferred to the hydro reserve which supports the hospital debt charges. SERVICE ADJUSTMENTS The demand for new programs and services is continuing to grow. Every year the town must identify the costs to provide programs and services to its newest residents, while also responding to demands for new programs and services from current residents. In addition, requests for new programs or services may be the result of legislative requirements or to address health and safety concerns. In order to meet Council s guideline of an overall increase in line with inflation no new requests have been identified for However, three referrals to the Budget Committee for service enhancements that have broad community impact have been included in the recommended budget. These include the cost associated with the speed limit reduction plan, the first phase of the Municipal Enforcement Strategy and the implementation of a new private tree bylaw. In total they add $145,700 to the proposed budget. A summary of all Budget Committee referrals is provided below in Table 6. BUDGET COMMITTEE REFERRALS During the course of 2016, items have been referred to the Budget Committee for consideration. As indicated above, three of the referrals have been included in the 2017 proposed budget. Those along with the remaining referrals are listed below (Table 6) for consideration by the Budget Committee Operating Budget and Forecast Page 16

17 Executive Summary Table Budget Committee Referrals Included in Recommended Budget Item Date of Meeting Dept Responsible Outstanding Speed Limit Review CSC 4/25/2016 Engineering & Construction 4. That staff report to the 2017 Budget Committee to address a plan to fund and implement the recommendations of the report dated April 4, 2016 from the Engineering and Construction department. Traffic Calming Process Update CSC 4/25/2016 Engineering & Construction 2. That staff report to the 2017 Budget Committee on a plan to address the funding required for the ongoing costs associated with the use of twelve (12) Radar Speed Display Sign (RSDS) units as a permanent addition to the Traffic Calming Program. Municipal Enforcement Strategy Private Tree Protection By law Review ASC 3/29/2016 CSC 10/11/16 Municipal Enforcement Services Parks and Open Space 2. That implementation Option B2 presented in the February 29, 2016 report on a Municipal Enforcement Strategy from the Clerk s department, with implementation costs phased in over 5 years beginning in 2017, be approved and referred to the Budget Committee for consideration. 2. That the report be forwarded to the 2017 Budget Committee for consideration. Referrals to Budget Committee Item Date of Meeting Dept Responsible Outstanding Tourism Function P and D 03/21/2016 Economic Development 2. That a Services Agreement between the town and Visit Oakville be drafted and additional annual funding of $50,000 for a three year period be considered through the 2017 budget process. Town of Oakville Cultural Plan CSC 3/29/2016 Recreation and Culture 4. That future staffing and funding requests be referred to the 2017 budget process. Heritage Grant Program 2016 P and D 5/16/2016 Planning Services 2. That staff report to the Budget Committee on the options and implications of an ongoing Heritage Grant program, and possible additional financial incentives; and 3. That staff report to the Budget Committee on the value and/or amount of work on heritage properties before and after the introduction of the Heritage Grant Program, and the amount of work that would have been undertaken without a grant Operating Budget and Forecast Page 17

18 Executive Summary In 2015 Council approved the Transit Services Review and Five Year Plan in principal. In accordance with the Council recommendations Year 1 of the Plan was included in the 2016 operating budget. Subsequent years of the plan will be considered each year during the annual budget process. The additional resources required to increase service in the second year of the plan are not included in the staff recommended budget but are shown below for Council s consideration. If approved the additional service would add $594,700 to the 2017 operating budget, resulting in a 0.35% increase to the tax levy. The table below shows the Year 2 Service Enhancements for Council s consideration. Table 7 Transit Service Review Year 2 Service Enhancements Annualized Transit New Request FTE Cost Cost Extended Sunday & Holiday Service (July Start) 110, ,300 3 Drivers (1 conventional, 2 care A van) 3 261,300 Accessible Transit Supervisor 1 113,100 Customer Service Rep/Marketing Specialist (July start) 1 50,000 50,000 Contracted Serv for Functional Assessor/Travel Trainer for Specialized Transit 60, , , Operating Budget and Forecast Page 18

19 Executive Summary FORECAST FOR 2018 AND 2019 The Budget Document also includes a forecast of the 2018 and 2019 operating budgets, incorporating inflation, related expenditure increases and the increased operating costs resulting from capital projects undertaken in 2017 and The forecasted increase for 2018 is 2.6% and 5.3% in 2019 net of assessment growth, for base budget purposes only. The overall increase including the region and education is projected to be 1.9% in 2018 and 3.02% in These increases are largely due to new infrastructure constructed as part of the capital budget and inflationary adjustments. Table 8 shows the total base budget increase for 2017, 2018 and 2019 by cost driver. Table 8 - Forecast Budget Increase 2017 Operating Budget and Forecast Page 19

20 Executive Summary Table 9 shows the projected overall tax impact in 2018 and 2019, including the town s base budget and the forecast increases for the Region of Halton and Education tax requirements. As noted above, the overall increase including the region and education is projected to be 1.9% in 2018 and 3.02% in Table 9 Overall Tax Impact 2017 Requested Budget 2018 Forecast Budget 2019 Forecast Budget Inflationary Impacts/Revenue Adjustment 1.28% 1.71% 3.05% Annualized Cost of New Services Approved in Prior Year 0.44% 0.01% 0.11% Capital Driven Operating Costs for New Infrastructure 0.86% 0.76% 1.90% Assessment Growth -1.00% -1.00% -1.00% Total Base Operating Budget 1.58% 1.48% 4.06% Capital Levy/Additional Road Resurfacing Funding 1.14% 1.14% 1.13% Service Adjustments 0.08% -0.02% 0.11% Total Recommended Budget 2.80% 2.60% 5.30% Total Town Budget 2.80% 2.60% 5.30% Province of Ontario 0.00% 0.00% 0.00% Region of Halton (1) 1.90% 2.30% 2.40% Overall Tax Bill Impact (%)(2) 1.83% 1.90% 3.02% Overall Tax Bill Impact ($'s per $100,000 of assessment)(3) $15.14 $15.99 $25.93 (1) Based on Region's forecast increase for 2018 and 2019 identified in 2016 budget (2) Total Tax Bill is 37.02% Region % Town, 22.96% Education (3) Exclusive of reassessment impacts Table may not add due to rounding 2017 Operating Budget and Forecast Page 20

21 Executive Summary Table Operating Plan by Program Base Restated Base Budget Service Requested Change Change Budget Budget Change Adjustments Budget ($) (%) EXPENDITURE BY PROGRAM Political Governance 3,634,200 3,595, % 0 3,595,100 (39,100) 1.1% Administrative Executive Management 1,871,200 2,087, % 0 2,087, , % Service Oakville 908, , % 0 915,500 7, % Strategy, Policy & Communications 1,271,400 1,287, % 0 1,287,500 16, % Human Resources 2,478,300 2,662, % 0 2,662, , % Regulatory Services 2,658,500 2,760, % 185,300 2,945, , % Financial Services 6,613,400 6,793, % 0 6,793, , % Environmental Policy 954, , % 0 967,200 12, % Legal Services 2,208,100 2,236, % 0 2,236,000 27, % Information Systems 9,346,100 10,091, % 0 10,091, , % Facilities & Construction Management 4,052,200 4,059, % 0 4,059,700 7, % Emergency Services 34,789,000 35,629, % 0 35,629, , % Recreation & Culture Services 34,178,600 34,266, % 88,300 34,355, , % Oakville Public Library 9,138,600 9,380, % 0 9,380, , % Parks & Open Space 19,982,900 20,701, % 83,100 20,784, , % Cemeteries 1,161,800 1,074, % 0 1,074,300 (87,500) 7.5% Harbours 1,859,600 1,838, % 0 1,838,500 (21,100) 1.1% Infrastructure Maintenance 32,689,700 33,591, % 10,300 33,601, , % Infrastructure Planning & Improvements 3,390,200 3,601, % 63,900 3,665, , % Parking 4,539,000 4,406, % 0 4,406,200 (132,800) 2.9% Oakville Transit 31,109,600 31,309, % 1,738,900 33,048,000 1,938, % Strategic Business Support 1,053,500 1,070, % 0 1,070,000 16, % Building Services 9,579,700 9,562, % 0 9,562,200 (17,500) 0.2% Planning Services 6,715,100 6,638, % 0 6,638,000 (77,100) 1.1% Development Engineering 4,681,900 4,626, % 0 4,626,200 (55,700) 1.2% Economic Development 728, , % 0 736,600 7, % Corporate Revenue & Expenses 63,353,400 70,396, % 0 70,396,600 7,043, % Total EXPENDITURE BY PROGRAM 294,947, ,284, % 2,169, ,454,400 13,506, % 2017 Operating Budget and Forecast Page 21

22 Executive Summary Table Operating Budget Tax Levy by Program Base Restated Base Budget Service Requested Change Change Budget Budget Change (%) Adjustments Budget ($) (%) TAX LEVY BY PROGRAM Political Governance 3,621,600 3,583, % 3,583,500 (38,100) 1.05% Administrative Executive Management 1,825,700 1,868, % 1,868,900 43, % Service Oakville 816, , % 740,500 (75,900) 9.30% Strategy, Policy & Communications 1,271,400 1,287, % 1,287,500 16, % Human Resources 2,470,700 2,654, % 2,654, , % Regulatory Services 1,227,700 1,268, % 185,300 1,453, , % Financial Services 5,413,300 5,524, % 5,524, , % Environmental Policy 929, , % 942,200 12, % Legal Services 2,167,600 2,196, % 2,196,500 28, % Information Systems 9,038,900 9,824, % 9,824, , % Facilities & Construction Management 2,678,300 2,736, % 2,736,200 57, % Emergency Services 34,459,500 35,268, % 35,268, , % Recreation & Culture Services 15,805,100 16,233, % (16,700) 16,216, , % Oakville Public Library 8,430,800 8,648, % 8,648, , % Parks & Open Space 15,638,100 16,141, % (113,800) 16,028, , % Cemeteries 126, , % 137,700 11, % Infrastructure Maintenance 20,992,600 21,958, % 10,300 21,969, , % Infrastructure Planning & Improvements 2,003,500 2,167, % 63,900 2,231, , % Oakville Transit 21,384,000 21,271, % 762,000 22,033, , % Strategic Business Support 229, , % 256,200 27, % Building Services 39, , % 280, , % Planning Services 1,842,400 1,582, % 1,582,500 (259,900) 14.11% Development Engineering (21,700) (118,600) % (118,600) (96,900) % Economic Development 728, , % 736,600 7, % Corporate Revenue & Expenses 19,134,100 20,723, % 20,723,800 1,589, % Total TAX LEVY BY PROGRAM 172,253, ,915, % 891, ,806,900 6,553, % Assessment Growth 1.00% Tax Levy Requirement 2.80% 2017 Operating Budget and Forecast Page 22

23 Executive Summary Table Operating Budget by Program 2017 Operating Budget and Forecast Page 23

24 Executive Summary Table Operating Budget Tax Levy by Program 2017 Operating Budget and Forecast Page 24

25 Executive Summary Table 14 Town Revenue Operating Budget Summary 2017 Operating Budget and Forecast Page 25

26 Executive Summary 2017 TOTAL EXPENDITURES The table on page 27 sets out the 2017 expenditure needs for all programs for both operating and capital. Total combined gross spending in 2017 is projected at $402.8 million. The following chart shows the major areas of spending for the combined operating and capital programs. Table Capital & Operating Expenditures 2017 Operating Budget and Forecast Page 26

27 Executive Summary Table 16 Town Summary Budgeted Expenditure and Revenue by Program (Operating & Capital) Gross 2016 Net Gross 2017 Net Capital Capital + Expenditures Revenue Expenditures Expenditures Revenue Expenditures Expenditures Expenditure Political Governance 3,634,200 (12,600) 3,621,600 3,595,100 (11,600) 3,583, ,595,100 Administrative Executive Management 1,871,200 (45,500) 1,825,700 2,087,400 (218,500) 1,868,900 9,274,000 11,361,400 Service Oakville 908,300 (91,900) 816, ,500 (175,000) 740, ,000 1,249,500 Strategy, Policy & Communications 1,271, ,271,400 1,287, ,287, ,000 1,714,500 Human Resources 2,478,300 (7,600) 2,470,700 2,662,200 (7,600) 2,654, ,662,200 Regulatory Services 2,658,500 (1,430,800) 1,227,700 2,945,500 (1,491,700) 1,453, ,000 3,070,500 Financial Services 6,613,400 (1,200,100) 5,413,300 6,793,600 (1,269,300) 5,524, ,000 7,405,600 Environmental Policy 954,600 (25,000) 929, ,200 (25,000) 942, ,000 1,515,200 Legal Services 2,208,100 (40,500) 2,167,600 2,236,000 (39,500) 2,196, ,236,000 Information Systems 9,346,100 (307,200) 9,038,900 10,091,400 (266,900) 9,824,500 2,880,200 12,971,600 Facilities & Construction Management 4,052,200 (1,373,900) 2,678,300 4,059,700 (1,323,500) 2,736,200 5,333,700 9,393,400 Emergency Services 34,789,000 (329,500) 34,459,500 35,629,200 (360,500) 35,268,700 2,089,800 37,719,000 Recreation Services 28,449,600 (18,217,400) 10,232,200 28,283,000 (14,938,800) 13,344,200 15,130,100 43,413,100 Culture 5,729,000 (3,001,000) 2,728,000 6,072,100 (3,199,600) 2,872, ,000 6,874,100 Library 9,138,600 (707,800) 8,430,800 9,380,500 (732,100) 8,648, ,500 9,656,000 Parks & Open Space 19,982,900 (4,344,800) 15,638,100 20,784,900 (4,756,800) 16,028,100 17,475,000 38,259,900 Cemeteries 1,161,800 (1,035,800) 126,000 1,074,300 (936,600) 137, ,000 1,290,300 Harbours 1,859,600 (1,859,600) 0 1,838,500 (1,838,500) 0 3,360,000 5,198,500 Infrastructure Maintenance 32,689,700 (11,697,100) 20,992,600 33,601,300 (11,632,100) 21,969,200 9,523,000 43,124,300 Infrastructure Planning & Improvements 3,390,200 (1,386,700) 2,003,500 3,665,700 (1,434,500) 2,231,200 40,540,800 44,206,500 Parking 4,539,000 (4,539,000) 0 4,406,200 (4,406,200) 0 187,000 4,593,200 Oakville Transit 31,109,600 (9,725,600) 21,384,000 33,048,000 (11,014,300) 22,033,700 12,514,700 45,562,700 Strategic Business Support 1,053,500 (824,300) 229,200 1,070,000 (813,800) 256, ,000 1,261,000 Building Services 9,579,700 (9,539,800) 39,900 9,562,200 (9,282,000) 280, ,000 9,812,200 Planning Services 6,715,100 (4,872,700) 1,842,400 6,638,000 (5,055,500) 1,582, ,000 7,343,000 Development Engineering 4,681,900 (4,703,600) (21,700) 4,626,200 (4,744,800) (118,600) 0 4,626,200 Economic Development 728, , , ,600 50, ,600 Corporate Revenue & Expenses 63,353,400 (5,775,200) 57,578,200 70,396,600 (8,311,200) 62,085, ,396, ,947,600 (87,095,000) 207,852, ,454,400 (88,285,900) 220,168, ,843, ,298,200 Less Operating and Capital Overlap (25,995,800) (28,450,100) (28,450,100) 268,951,800 (87,095,000) 207,852, ,004,300 (88,285,900) 220,168, ,843, ,848,100 Town Revenue 181,856, ,718, Operating Budget and Forecast Page 27

28 Executive Summary Table 17 Capital Budget and Financing Summary by Program 2017 Operating Budget and Forecast Page 28

29 Executive Summary 2017 CAPITAL BUDGET The 2017 capital budget plan continues to implement objectives set out in various master plans and strategic goals while maintaining fiscal sustainability and ensuring the financial policies are adhered to. The 2017 capital budget has been developed with the following financing policies and assumptions: Debt re-payment levels including the hospital commitment remain within the council approved policy limits; Outstanding debt to reserve levels do not exceed the 1:1 ratio required to maintain AAA credit rating; The 1% Capital levy increase is maintained; Timing of Growth projects aligns with anticipated residential and non-residential development; Capital reserves are maintained at sufficient levels to minimize risk, support future initiatives and provide for unknown contingencies; Equipment reserves are maintained at sufficient levels to support on-going life cycle replacements; Building replacement reserve contributions are maintained and as new facilities are built contributions are increased and phased in over five years; The total 2017 recommended gross capital budget is $122.8 million. As indicated in the Table 18, 45% of the capital budget has been allocated to Infrastructure Renewal projects with $55.3 million. Growth represents 20% of the total 2017 budget with $24.2 million and Strategic Priorities represent 18% of the total 2017 budget with $22.7 million. Table 18 Capital Forecast by Category (Millions) 2017 Operating Budget and Forecast Page 29

30 Executive Summary As shown above, the total value of town capital projects in 2017 is $122.8 million. The following table provides highlights of the projects included in the 2017 capital budget. These projects represent 56.4% of the 2017 capital budget. Table 19 Top 10 Largest Capital Projects 2017 Operating Budget and Forecast Page 30

31 Executive Summary The following chart illustrates the 2017 capital budget by program. As shown in the graph, the Infrastructure Planning & Improvements program has the largest capital budget totaling $40.7 million or 33% of the 2017 capital budget. Table Capital Budget by Program - $122.8M Highlights include $10.5 million for Lakeshore Road at 16 Mile Creek, $8.6 million for the Road Resurfacing & Preservation, $4.7 million for Kerr Street Widening and Grade Separation, Speers Road to North Service Road north of QEW, and $4.0 million for Speers Road, GO Station west of Third Line to 4th Line Operating Budget and Forecast Page 31

32 Executive Summary The second largest capital program is Parks and Open Space totaling $21.1 million or 17% of the total capital budget. Included in the Parks and Open Space program is $3.7 million to continue work on Emerald Ash Borer (EAB) management in street trees and woodlots. As well, $1.3 million to begin landscaping rehabilitation works in the parks along the 16 Mile Creek West Shore and $1.2 million to begin Waterfront Trail Improvements at Tannery Park. The Recreation and Culture program accounts for $15.9 million or 13% of the budget which includes $13.0 million for Trafalgar Park Revitalization. Oakville Transit s capital budget totals $12.5 million or 10% which includes $3.2 million to replace its ageing buses at the end of their useful life and $2.4 million to refurbish older buses in order to extend their life expectancy. In addition, $4.3 million has been included to purchase additional fleet to expand service as recommended in the 5 Year Transit Service Review to support growth across the town. Corporate Initiatives include $10.8 million in funding to continue efforts related to various strategic goals such as demolition of the Oakville Trafalgar Hospital site and planning for the construction of the South East Community Centre. The Infrastructure Maintenance program accounts for $9.5 million or 8% of the capital budget. Highlights include $6.6 million for the LED Streetlight conversion program, $1.3 million for the replacement of roads and works equipment and $0.6 million for new equipment to service growth areas. The Facilities and Construction Management program is $5.3 million to refurbish and replace building components at town facilities Operating Budget and Forecast Page 32

33 Executive Summary 2017 Capital Financing Overview Financing of the 2017 capital budget is provided by several different funding sources as illustrated in table 21 below. The Capital Reserve provides the largest portion of the financing for the 2017 budget with $41.7 million or 34%. The second largest source of funding is the Capital Levy with $28.5 million or 23%. The Capital Levy is a primary source of funding for infrastructure renewal projects and allows capital work to be completed without the issuance of debt. The third largest source of funding is Development Charges with $15.5 million representing 13%. Other funding sources include Equipment and Building Maintenance reserves, Gas Tax reserve funds and Program Specific reserve funds. Table Capital Budget Financing - $122.8M 2017 Operating Budget and Forecast Page 33

34 Executive Summary Operating Impacts from Capital Projects Operating impacts from capital projects total $1,215,300 for 2017, and include a 2.6 new FTEs offset by a reduction of 2.7 FTEs in Library for a net total reduction of 0.1 FTEs. Table 22 Operating Impacts by Program Operating Impacts by Program FTE 2017 Corporate Services Information Systems 268,800 Total Corporate Services - 268,800 Community Services Parks and Open Space ,700 Emergency Services 1,200 Recreation and Culture (13,100) Oakville Public Library (2.7) (34,800) Infrastructure Maintenance 441,100 Oakville Transit ,800 Total Community Services (0.1) 901,900 Community Development Parking 44,600 Total Community Development - 44,600 Total Operating Impacts by Program (0.1) $ 1,215,300 The largest operating impact at $441,100 is in Infrastructure Maintenance and relates primarily to the debt charges for the conversion of LED Streetlighting which is partially offset with savings on utilities. Also included are impacts due to additional vehicles and equipment for roads and parks maintenance Operating Budget and Forecast Page 34

35 Executive Summary The next largest impact is from Oakville Transit at $329,800 which includes additional transfers to reserves for additional fleet due to expansion bus and Care-A-Van bus purchases. These transfers are required for future replacement. Also included is 1.0 FTE for a Transit Planner position. The next largest impact is from Information Systems at $268,800 primarily for various software licensing for new and on-going system implementations and enhancements. This includes Specialized Transit Scheduling Software, Electronic Agenda Management and Library Radio-frequency Identification (RFID) System. The $177,700 impact in Parks & Open Spaces are mainly for the ongoing maintenance and operating requirements of the new North Oakville Neighbourhood Park 1, the Uptown Core Memorial Park, and Green Ginger Village Square. This includes additional seasonal and part-time hours for park maintenance, hydro, contracted services and various materials and supplies. Parking has an operating impact of $44,600 for software maintenance for the Parking License Plate Recognition (LPR) system. Library has a reduction of ($34,800) primarily as a result of anticipated efficiencies from the RFID System Installation and the Print Management System. A reduction of 3.4 FTEs is also included from these efficiencies which is partially offset by the addition of 0.7 FTEs for the Iroquois Ridge Digital Creation Hub for a net reduction in FTEs of 2.7. Recreation and Culture has a reduction of ($13,100) in operating impacts primarily due to savings in utilities due to the implementation of various energy management initiatives. Lastly, Emergency Services has operating impacts of $1,200 for utilities for new Station # Operating Budget and Forecast Page 35

36 Executive Summary Regulation 284/09 The Town of Oakville is required under Ontario Regulation 284/09 to report on amortization, post-employment benefits and solid waste landfill closures and post-closure expenses that are excluded from the annual budget. The town does not have a landfill within our level of authority therefore only includes the impact of amortization and post-employment liabilities. The 2017 proposed budget excludes amortization expenses which are currently estimated at $45.0 million. Amortization expenses are not budgeted as municipalities use traditional transfers to reserve and reserve funds and annual capital levy funding to repair, maintain and replace existing assets. Funds are held in reserve and reserve funds and balances are reviewed annually in order to ensure that funding levels are adequate for future asset replacements. The 2017 proposed budget includes $53.6 million in budgeted transfers directly to capital and reserves or reserve funds for the refurbishment and replacement of the town s capital assets. Based on analysis completed during the preparation of the capital forecast and financing strategy, annual budgeted transfers provide adequate funding for the major repairs and replacement of existing tangible capital assets over the 10 year period. As outlined in the capital forecast, infrastructure renewal needs have been identified based on life cycle information and prudent repair and maintenance standards. Currently, all identified infrastructure renewal needs in the 10 year period have been funded including the $55.3 million included in It should also be noted that as part of the town s current budgeting practice, it is policy that as new assets are constructed or purchased for growth, additional transfers to reserve are built into the operating budget in the year the asset comes into service to ensure funding exists for the replacement of those assets. Included in the $53.6 million noted above is $0.5 million in increased transfers to reserves and reserve funds as a result of new capital assets. The town has been required under PSAB to report post-employment liabilities within the financial statements for many years. Postemployment liabilities include both Workers Safety & Insurance Board (WSIB) and post-employment employee benefit liabilities. Actuarial reviews were conducted during 2013 which provided an updated estimate of the liability for financial reporting. The town s current estimated liability reported in its financial statements is $26.9 million ($24.4 million for post-employment benefits and $2.5 million for WSIB). The town has budgeted to contribute a total of $643,300 ($347,600 for employee benefits and $295,700 for WSIB) to its Post-Employment Reserve fund which has a forecasted balance of $17.2 million at the end of Thus, the town has an estimated unfunded post-employment liability of $9.7 million. There is no requirement to have full funding in place for the postemployment benefits but full funding is required for the WSIB, which the town has. The current year annual cost of employee benefit post-employment benefits is expensed as paid throughout the year and is budgeted at $725, Operating Budget and Forecast Page 36

37 Program: Political Governance Program Based Budget Page 37

38 Vision To be the most livable town in Canada. Mission We create and preserve Canada s most livable community that enhances the natural, cultural, social and economic environments. We achieve this by continuously improving programs and services that are both accessible and environmentally and fiscally sustainable. We are highly valued and widely celebrated due to the innovative and outstanding way we satisfy the needs of our residents, businesses and employees. As a result, the process is as fulfilling as the outcome. We ensure our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community. Key Initiatives Mayor and Members of Council ensure the short and long term well being of the community by effectively governing the Corporation of the Town of Oakville. Mayor and Members of Council provide strategic planning and priority setting ensuring accountability and transparency, maintaining financial integrity, establishing internal controls and policy and representing public interest. Provides Council, Committee and local boards meeting support facilitating the governing process in accordance with applicable legislation and ensuring transparency and accountability. Ensures the administration of the municipal election process is in accordance with the requirements of the Municipal Elections Act and other legislative requirements. Provides a centralized print and mail operation for the corporation. Facilitates the implementation of corporate policies and procedures. Political Governance Page 38

39 . Program Services Political Governance provides activities through the following services: Mayor and Council, Secretariat Services $1.5M Strategic planning Establishing internal controls and policy Representing public interest Council and Committee Services $1.0M Meeting services to Council and its boards and committees Implementation of policies and procedures Elections $0.4M Administration of the municipal election process Print and Mail Services $0.6M Centralized print operations Internal and external distribution of all nonelectronic mail for the corporation. Political Governance Page 39

40 Key Performance Indicators 1. Percentage of gross operating budget % 1.6% 2.0% 1.6% 1.5% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.7% 0.8% 0.8% 0.8% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of meeting time spent in open session % 96.5% 97.8% 95.7% 90.0% Why Important: Monitors transparency in terms of time spent in closed session of Council. How Calculated: Total number of minutes spent in meetings/ total number of minutes spent in open session in camera Political Governance Page 40

41 Staffing Overview Program: Political Governance Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Mayor and Council and Secretariat 1.0 (1.0) 0.0 (1.0) Council and Committee Services Elections Print and Mail Services Total Political Governance (1.0) 11.8 (1.0) Political Governance has a total of 11.3 FTEs. During the year, 1.0 full-time FTE for Mayor and Council was reallocated to Corporate. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2017 vs vs 2016 (%) Mayor and Council and Secretariat 1,565,600 1,558,200 1,544,500 1,537,100 (21,100) (1.4%) Council and Committee 1,006,700 1,006, , ,000 (17,700) (1.8%) Election 425, , , , % Print Centre/Mail Services 636, , , , % Total $3,634,200 $3,621,600 $3,595,100 $3,583,500 $(38,100) (1.1%) In 2017, the Political Governance program decreased by $ (38,100) or -1.05% resulting in a net total budget of $ 3,583,500. The Mayor and Council and Secretariat represents the largest portion of the budget at $1.5 million which are the costs for governance responsibilities including strategic planning, ensuring accountability and transparency, financial integrity and representing public interests. Council and Committee Services is the second largest portion at $1.0 million which represents costs to perform Council/committee meeting services and facilitate the implementation of policies and procedures. Other services include Election at $0.4 million and Print Centre and Mail Services at $0.6 million. Political Governance Page 41

42 Net Program Budget Change Mayor and Council and Secretariat was reduced by $21,100 due to savings resulting from the conversion of the Administrative Assistant position from full-time to part-time, as well as an increase to the budgeted recoveries for Regional Council salaries and benefits. Council and Committee has budgeted savings of $17,700 due to a re-organization of duties in staffing between Council and Committee Services and Legislative Services (part of Regulatory Services). Election has increased purchased services by $62,500 to order equipment to prepare for the 2018 election. This has been funded from the Election reserve to result in zero net change. Print Centre/Mail Services has increased by $700 which is the net impact of inflationary impacts on salaries and benefits, offset by savings found in materials and supplies and purchased services. Political Governance Page 42

43 2017 Program Budget by Component Net $ 3,583, Expenditures 2017 Revenues Minor Capital & Transfer to Reserves, 304,600 Personnel Services & Benefits, 2,516,900 Other Expenditures, 14,100 $3.6M $0.0M Purchased Services, 556,400 Materials & Supplies, 203,100 Activity Revenue, 11,600 In 2017, the Political Governance program s total expenditures are $3,595,100 and total revenues are $ 11,600, resulting in a net budget of $ 3,583,500. The net change from the prior year is $ (38,100) or -1.05%. The main drivers for this change are noted in the details below: Personnel Services & Benefits is the largest cost component of the budget at $2.5 million, representing 70% of the total gross expenditures. In 2017 Personnel costs have decreased by $17,800, primarily due to a budgeted increase to the recovery from Halton Region for Regional Councilors salaries and benefits. As well, the Executive Assistant to the Mayor position was converted from full-time to part-time, creating savings in salaries and benefits. The Council and Committee Services re-organization also provided savings with a re-distribution of duties between Council and Committee Services and Legislative Services. Purchased Services increased by $58,700 primarily due to advanced funding needed to order voting equipment for the 2018 municipal election. Internal Expenses & Transfers decreased by $81,200 related to the transfer to the election reserve. Annual transfers ensure adequate funding exists for the next election. Activity Revenue includes Print and Mail services recoveries for work done for outside parties, and recoveries from the Region for Regional Councilor shared expenditures. Political Governance Page 43

44 Operating Budget Forecast Political Governance Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Mayor and Council and Secretariat 1,544,500 1,620, % 1,666, % Council and Committee 989,000 1,010, % 1,037, % Election 425,000 1,139, % 450,000 (60.5%) Print Centre/Mail Services 636, , % 654, % Total Gross Expenditures 3,595,100 4,414, % 3,807,800 (13.7%) Tax Levy By Service Mayor and Council and Secretariat 1,537,100 1,613, % 1,658, % Council and Committee 989,000 1,010, % 1,037, % Election 425, , % 450, % Print Centre/Mail Services 632, , % 650, % Total Tax Levy 3,583,500 3,713, % 3,796, % Gross Expenditures By Type Personnel Services & Benefits 2,516,900 2,938, % 2,716,900 (7.5%) Materials & Supplies 203, , % 204,000 (52.4%) Purchased Services 556, , % 520,300 (39.5%) Internal Charges % - 0.0% Other Expenditures 14,100 14, % 55, % Minor Capital & Transfer to Reserves 304, ,400 (43.1%) 311, % Total Expenditures 3,595,100 4,414, % 3,807,800 (13.7%) Revenues By Type Activity Revenue 11,600 11, % 11, % Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue - 689, % - (100.0%) Total Revenues 11, ,900 5,942.2% 11,600 (98.3%) Tax Levy $3,583,500 $3,713, % $3,796, % Political Governance Page 44

45 Budget Forecast Highlights The 2018 net budget is projected to increase by 9.7% or $109,800 primarily due to the inclusion of costs for 2 new Councilors which will be required for the proposed new ward after the October municipal election. As well, costs have been included for the 2018 Election which have been offset by a transfer from the Election reserve. The 2019 budget reflects the annualization of the costs for the new Councilors and inflationary increases to the cost of delivering services. Political Governance Page 45

46 Page 46

47 Program: Administrative Executive Management Program Based Budget Page 47

48 Vision To demonstrate leadership and a commitment to excellence in the overall administration and management of the Corporation of the Town of Oakville. Mission To provide professional advice to Council and direction to the corporation with a focus on results, leadership, accountability and organizational values. Key Initiatives Provide leadership on key town capital projects and strategic initiatives to support Council in achieving its strategic priorities. Prepare and implement annual town operating budget that achieves Council's target to align budgetary increase to the rate of inflation. Continue to undertake annual reviews of town business processes to maximize efficient use of online service delivery channels to ensure town provides its citizens with excellent value for their tax dollars. Prepare annual capital budgets and long term capital forecast that the ensure long term financial stability and maintain sound infrastructure for the town. Continue to promote effective risk management, human resources management and sound management decision making practices throughout the town. Administrative Executive Management Page 48

49 Program Services The CAO Office provides services through the CAO/Executive Management Team and the Internal Audit program. CAO/Executive Management $1.7M Provides leadership and strategic direction, as implemented by Council, for the organization as a whole Internal Audit $0.2M Ensures effective risk management, control and governance of Town resources Administrative Executive Management Page 49

50 Key Performance Indicators 1. Percentage of gross operating budget % 1.1% 0.9% 0.9% 0.9% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.8% 0.6% 0.6% 0.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Annual overall tax rate increase % 1.6% 0.7% 1.6% 1.6% Why Important: Overall tax rate increase is the increase residents see on their tax bill. How Calculated: Based on final overall tax increase as identified in the Region of Halton annual tax policy report. 4. Percentage of citizens surveyed satisfied with town programs and services %(2011 survey) 88% 88% (2013 survey) 85% 85% (2015 survey) Why Important: The town is committed to surveying its residents to provide statistically valid measures of satisfaction. This data assists Council and town staff in allocating program funds to meet public expectations. How Calculated: Pollara Strategic Insights conducts a 20 minute survey of 800 residents every two years on behalf of the town to produce survey results that are accurate to within 3.5 per cent, 19 times out of Employee turnover rate % 4% 4% 8% 3.2% Why Important: Tracking employee turnover is important due to the financial costs associated with hiring, as well as impact on organizational effectiveness. How Calculated: Total employees leaving organization/total program FTEs Administrative Executive Management Page 50

51 Staffing Overview Program: Admin Executive Net Management Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 CAO/Executive Management Internal Audit Total Admin Executive Management Overall, the total 2017 staff complement for this program is 10.0FTE. There is no change for this year. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) CAO/Executive Management 1,671,600 1,671,600 1,883,500 1,700,500 28, % Internal Audit 199, , , ,400 14, % Total $1,871,200 $1,825,700 $2,087,400 $1,868,900 $43, % In 2017, the Administrative Executive Management program increased by $43,200 or 2.4%, resulting in a net total budget of $1,868,900. The CAO/Executive Management service area represents the largest portion of the budget at $1.7million, which are the costs of leadership and policy implementation to enable the organization to achieve Council s visions & goals. The Internal Audit service area provides accountability and oversight for the town by managing adequacy and effectiveness related to the town s processes for controlling activities and managing risk. Administrative Executive Management Page 51

52 Net Program Budget Change CAO/Executive Management has increased by $28,900 primarily due to inflationary adjustments for wages and benefits. Internal Audit has increased by $14,300 primarily due to inflationary adjustments for wages and benefits. Administrative Executive Management Page 52

53 2017 Program Budget by Component Net $1,868,900 Minor Capital & Transfer to Reserves, Expenditures 2017 Revenues Activity Revenue, 35,500 Purchased Services, 207,100 $2.1M $0.2M Materials & Supplies, 4,500 Personnel Services & Benefits, 1,874,900 Other Revenue, 183,000 In 2017, the Administrative Executive Management program s total expenditures are $2,087,400 and total revenues are $218,500, resulting in a net budget of $1,868,900. The net change from the prior year is $43,200 or 2.4%. The main drivers for this increase are the following: Personnel Services & Benefits is the largest component of the budget at $1.9 million, representing 90% of the total gross expenditures. This amount also includes the Director of Digital Strategy. This is a contract position, where the associated wages and benefits are offset by an internal labour recovery. The category also includes annual inflationary and compensatory adjustments. External Revenues has decreased by $10,000 to reflect recovery of internal audit services from Oakville Hydro. Administrative Executive Management Page 53

54 Operating Budget Forecast Administrative Executive Management Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service CAO/Executive Management 1,883,500 1,926, % 1,973, % Internal Audit 203, , % 214, % Total Gross Expenditures 2,087,400 2,135, % 2,187, % Tax Levy By Service CAO/Executive Management 1,700,500 1,743, % 1,790, % Internal Audit 168, , % 179, % Total Tax Levy 1,868,900 1,916, % 1,969, % Gross Expenditures By Type Personnel Services & Benefits 1,874,900 1,922, % 1,975, % Materials & Supplies 4,500 4, % 4, % Purchased Services 207, , % 207, % Internal Charges % - 0.0% Other Expenditures % - 0.0% Minor Capital & Transfer To Reserves % % Total Expenditures 2,087,400 2,135, % 2,187, % Revenues By Type Activity Revenue 35,500 35, % 35, % Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue 183, , % 183, % Total Revenues 218, , % 218, % Tax Levy $1,868,900 $1,916, % $1,969, % Administrative Executive Management Page 54

55 Budget Forecast Highlights Forecast includes inflationary increases for personnel services and benefits. Revenue forecast includes increased recovery anticipated in Internal Audit from Oakville Hydro Recommended Capital Budget The Corporate Initiative projects consist of community enhancements and strategic priorities to the current Oakville Trafalgar Memorial hospital site and the south central school sites. Funds have been budgeted for demolition of the buildings on the sites and for land use planning studies of the sites. Capital Budget & Forecast Operating Impact Administrative Executive Management Classification Strategic Digital Development Pilot Projects Strategic Priorities 251, Centennial Pool - Demolition Costs Strategic Priorities 101, OTM Hospital Demolition Strategic Priorities 7,605, , South East Community Centre Community Enhancements 1,217,000 5,073,000 12,174, South East Neighbourhood Park Community Enhancements 52, OTM Hospital Planning Studies Strategic Priorities 201,000 Total Administrative Executive Management 9,274,000 5,641,000 12,226, Administrative Executive Management Page 55

56 Page 56

57 Program: ServiceOakville Program Based Budget Page 57

58 Vision To deliver citizen focused services that combine people, processes and technology to maximize value to the public. Mission To help the town achieve its goals and objectives by delivering services valued by the organization and the community; providing leadership in the implementation of the town s customer service strategy by working with other departments; and delivering accessible, integrated customer service solutions to the public. Key Initiatives Continue to work jointly to develop a "Digital by Default" framework for service delivery. Continue to migrate additional department inquiries into the ServiceOakville contact centre. Replace current Customer Relationship Management application. Continue implementation of Internal Service Hub focused on the creation of town wide customer service strategy. ServiceOakville Page 58

59 Program Services The program enhances the customer experience by: ServiceOakville $0.7M Provides live answers during the town's business hours Effective management of service requests to applicable business area Leverages the Customer Relationship Management application to escalate outstanding items appropriately ServiceOakville Page 59

60 Key Performance Indicators 1. Percentage of gross operating budget % 0.4% 0.4% 0.4% 0.4% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.6% 0.5% 0.5% 0.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of calls answered within 30 seconds *Note: Telephone system target is currently set with 70% of calls answered within 30 seconds. In 2016, this setting will be changed to 80% of calls answered within 30 seconds % (Nov/Dec) 88% 85% 83% 80% (September) Why Important: This metric provides an accuate representation of the customers experience. Set appropriately, it will meet callers expectations for service, will keep the abandon rate less than 5%, and will minimize expenses. How Calculated: Service level = [Number of calls answered within the service level threshold] / [Number of calls offered] * 100. Excluded are any calls where the caller hung up before waiting in queue for 6 seconds or less as well as those calls that were handled by a ServiceOakville CSR in less than 20 seconds. 4. Abandon rate % (Nov/Dec) 4% 4% 4% 5% (September) Why Important: This measures the rate of callers hanging up prior to reaching a customer service representative. Generally, the longer callers have to wait to be answered, the higher this number is. This is a good performance indicator of being appropriately staffed to handle call volume. How Calculated: Abandonment rate % = [Number of Calls offered Number of Calls handled] / [Number of Calls offered] * 100. Excluded are any calls where the caller hung up before waiting in queue for 6 seconds or less. ServiceOakville Page 60

61 5. Percentage of inquiries answered at first contact on behalf of partnered departments % (Nov/Dec) 89% 89% 88% 81% (September) Why Important: A critical driver of customer satisfaction is having their issue addressed in a one-and-done capacity. How Calculated: The total number of CRM requests logged as FCR (First Call Resolution) / Total number of cases handled (both FCR and SR Service Requests) ServiceOakville Page 61

62 Staffing Overview Program: ServiceOakville Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 ServiceOakville Total ServiceOakville Overall, the total 2017 staff complement for this program is 9.8FTE. There is no change for this year. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Service Oakville 908, , , ,500 (75,900) -9.3% Total $908,300 $816,400 $915,500 $740,500 $(75,900) (9.3%) Overall the ServiceOakville program has a net budget of $740,500, which provides the cost to deliver a one-window approach to customer service that tracks and handles walk-in, and telephone inquiries on behalf of Road and Works, Parks and Open Spaces, Parking Enforcement, Parking Operations, Development Engineering, Engineering and Construction and Tourism. Staff are equipped and trained to answer inquiries on behalf of partner departments and log all service requests through the town s customer relationship management application. This application is integrated into the town s work order management system to provide efficient and effective service delivery to residents. The 2017 budget has decreased $75,900 or (9.3)% as a result of an increase to the internal recovery from Parking to reflect call volumes. In addition, several expenses were reallocated to address evolving program requirements. ServiceOakville Page 62

63 Net Program Budget Change Service Oakville has decreased by $75,900 primarily due to an increase to the internal labour recovery from Parking to reflect Customer Service Representatives time spent on parking calls. Inflationary adjustments for wages and benefits were also included. ServiceOakville Page 63

64 2017 Program Budget by Component Net $740, Expenditures 2017 Revenues Personnel Services & Benefits, 879,000 $0.9M Activity Revenue, 4,000 $0.2M Internal Recoveries, 171,000 Materials & Supplies, 7,800 Purchased Services, 28,700 The ServiceOakville program s total expenditures are $915,500; total revenues are $175,000, resulting in a net budget of $740,500. In 2017 the budget has decreased $75,900 or (9.3) %. The main components of the budget are: Personnel Services & Benefits represents 96% of the total gross expenditures. In 2017, personnel costs increased $5,900 as a result of inflationary and compensation increases. A modest decrease to overtime was included to better reflect current trends. Internal Recoveries represents 97% of the total revenue, which have increased by $83,100 as a result of the increase to the labour recovery for services provided to Parking. ServiceOakville Page 64

65 Operating Budget Forecast Service Oakville Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Service Oakville 915,500 1,050, % 1,078, % Total Gross Expenditures 915,500 1,050, % 1,078, % Tax Levy By Service Service Oakville 740, , % 903, % Total Tax Levy 740, , % 903, % Gross Expenditures By Type Personnel Services & Benefits 879,000 1,013, % 1,041, % Materials & Supplies 7,800 7, % 7, % Purchased Services 28,700 28, % 28, % Internal Charges % - 0.0% Other Expenditures % - 0.0% Minor Capital & Transfer To Reserves % - 0.0% Total Expenses 915,500 1,050, % 1,078, % Revenues By Type Activity Revenue 4,000 4, % 4, % Internal Recoveries 171, , % 171, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 175, , % 175, % Tax Levy $740,500 $875, % $903, % ServiceOakville Page 65

66 Budget Forecast Highlights In 2018, the net budget for ServiceOakville is projected to increase by $134,700 or 18.2% primarily as a result of salary and benefit cost included for an additional FTE for a Supervisor of Performance. The 2019 budget reflects inflationary increases to the cost of delivering service Recommended Capital Budget Funding to complete the implementation of the replacement CRM Infrastructure for use by ServiceOakville and its partner divisions, and enhance web and mobile access by the public. Capital Budget & Forecast Operating Impact ServiceOakville Classification CRM Infrastructure Replacement Infrastructure Renewal 334,000 Total ServiceOakville 334, ServiceOakville Page 66

67 Program: Strategy, Policy and Communications Program Based Budget Page 67

68 Vision To be recognized leaders in providing high quality strategic advice, communications and customer service programs and services that serve to engage and inform the community, our stakeholders and employees. Mission To provide corporate leadership by creating and maintaining an effective strategic framework to help the town achieve its goals and objectives and to assist departments in providing accessible and responsive communications to the community. Key Initiatives Undertake refresh of oakville.ca to ensure it continues to meet public expectations as the town's primary source of information, delivers easy and accessible online services, and promotes open and transparent government. Complete data collection and verification process to join the World Council on City Data. Complete town's open data policy, continue to expand town's open data catelogue, and partner with Sheridan College and Silicon Halton on initiatives to promote the use of the town's data. Continue to develop and implement effective communications strategies to support town programs and services. Continue to support effective public engagement through multiple channels and tools. Partner with Human Resources to develop the town's first Inclusion Strategy. Undertake 2017 Citizen Survey and complete midterm update to Council's strategic plan. Strategy, Policy and Communications Page 68

69 Program Services The Strategy, Policy and Communications program provides the following services on behalf of the corporation and to client departments: Strategy, Policy and Communications $1.3M Supports Council's vision to engage and serve all stakeholders, including staff and the community Strategy, Policy and Communications Page 69

70 Key Performance Indicators 1. Percentage of gross operating budget % 0.5% 0.6% 0.6% 0.6% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.5% 0.6% 0.6% 0.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of citizens satisfied with the amount of information received by the town % (based on 2011 survey) 88% 88% (based on 2013 survey) 86% 86% (based on 2015 survey) Why Important: To track overall citizen satisfaction with town performance, identify merging issues, and help set strategic priories for the future. Public engagement is a key component of open and transparent governance; it helps us to develop and deliver quality programs and services; and is important to Oakville achieving its vision of being the most livable town in Canada. How Calculated: To gather the opinions of local residents in the most comprehensive and efficient way, Pollara Strategic Insights conducted a 20-minute telephone survey among 808 randomly-selected residents of the Town of Oakville. Strategy, Policy and Communications Page 70

71 4. Number of unique visitors on Oakville.ca 518,346 visitors viewed a total of 3,219,253 pages, averaging 2.98 pages per visit ,433 visitors viewed a total 709,066 visitors viewed a total 736,100 visitors viewed a total of 3,649,760 pages averaging of 3,644,463 pages averaging of 3,711,134 pages averaging 2.72 pages per visit 2.6 pages per visit 2.6 pages per visit As of October 1, 2016: 631, 643 visitors viewed a total of 3,011,649 pages averaging 2.5 pages per visit. Annual projection is over 800,000 visitors and 3.8 million page visits Why Important: Oakville.ca is the town s primary tool to provide information to residents, and 74 percent of respondents to the town s 2015 Citizen Survey identified oakville.ca as their preferred way to access town information, up 10 percent in two years. Seventy-six percent of respondents want to do business with the town through online tools. How Calculated: The town uses Google web analytics to track web statistics. 5. Number of followers on town social media sites ,834 10,715 17,759 25,0028 As of October 1, 2016: 31,800 Annual Projection: 33,500 Why Important: Social media is now used by almost two thirds of Canadians, with one third of Canadians accessing their social media sites on a daily basis. Facebook remains the most popular social media site in Canada followed by LinkedIn and Twitter and are effective channels for the town to engage in two-way communications with residents. How Calculated: Twitter and Facebook analytical tools are used to calculate totals. Strategy, Policy and Communications Page 71

72 Staffing Overview Program: Strategy, Policy Net & Communications Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Strategy, Policy & Communications Total Strategy, Policy &Communications Overall, the total 2017 staff complement for this program is 9.8 FTE. There is no change for this year. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Strategy, Policy & Communications 1,271,400 1,271,400 1,287,500 1,287,500 16, % Total $1,271,400 $1,271,400 $1,287,500 $1,287,500 $16, % Overall the Strategy, Policy & Communications program has a net budget of $1,287,500 which represents the cost to support the development and execution of Council s strategic plan and to help create awareness and promote the town s many diverse programs and services through strategic communication plans and materials. In addition, the department supports the town s commitment to accessibility and inclusion. In 2017, the budget has increased $16,100 or 1.3%, mainly as a result of inflationary increases for wages and benefits. Strategy, Policy and Communications Page 72

73 Net Program Budget Change Strategy, Policy and Communication has increased $16,100 primarily due to inflationary adjustments for wages and benefits. Strategy, Policy and Communications Page 73

74 2017 Program Budget by Component Net $1,287, Expenditures Personnel Services & Benefits, 1,193,800 $1.3M Materials & Supplies, 13,900 Purchased Services, 75,000 Other Expenditures, 2,300 Minor Capital & Transfer to Reserves, 2,500 The Strategy, Policy and Communication program s total expenditures are $1,287,500. This program has no revenues. In 2017, the budget has increased by $16,100 or 1.3%. The main drivers for this increase are the following: Personnel Services & Benefits is the largest cost component of the budget at $1.2 million, representing 93% of total gross expenditures. In 2017, personnel costs have increased $24,600 primarily due to contractual and inflationary increases. Materials and Supplies has decreased by $5,300 for postage and special events supplies, which better align current spending trends. Purchased Services has decreased by $4,000 for various accounts including professional fees, membership dues and meeting expenses. Payments and Grants has increased by $800 for accessibility costs. Strategy, Policy and Communications Page 74

75 Operating Budget Forecast Strategy, Policy & Communications Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Strategy, Policy & Communications 1,287,500 1,317, % 1,351, % Total Gross Expenditures 1,287,500 1,317, % 1,351, % Tax Levy By Service Strategy, Policy & Communications 1,287,500 1,317, % 1,351, % Total Tax Levy 1,287,500 1,317, % 1,351, % Gross Expenditures By Type Personnel Services & Benefits 1,193,800 1,224, % 1,257, % Materials & Supplies 13,900 13, % 13, % Purchased Services 75,000 75, % 75, % Internal Charges % - 0.0% Other Expenditures 2,300 2, % 2, % Minor Capital & Transfer To Reserves 2,500 2, % 2, % Total Expenses 1,287,500 1,317, % 1,351, % Revenues By Type Activity Revenue % - 0.0% Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue % - 0.0% Total Revenues % - 0.0% Tax Levy $1,287,500 $1,317, % $1,351, % Strategy, Policy and Communications Page 75

76 Budget Forecast Highlights includes inflationary increases only Recommended Capital Budget The following chart details the requested capital budget. This Web Based Services project was launched in 2011 to completely redevelop the Oakville.ca web site. Base functionality was created with the initial site built in 2011, while phase two in 2012 continued to enhance the website s functionality. Work will continue on enhancements to site functionality and online services including improvements to online documents and forms, a new Corporate KPI dashboard and application development. The OTMH Lands Public Engagement project relates to the demolition of the former hospital buildings which will begin in This demolition project is very complex and it will be disruptive for the neighbourhood. Additional project resources are required to ensure sufficient level of community engagement in the planning phase, as well as dedicated resources to manage ongoing notification and complaint handling during the 8-12 month demolition process. Capital Budget & Forecast Operating Impact Strategy, Policy and Communications Classification Web Based Services Strategic Priorities 227, , , OTMH Lands Public Engagement Strategic Priorities 200,000 Total Strategy Policy and Communciations 427, , , Strategy, Policy and Communications Page 76

77 Program: Economic Development Program Based Budget Page 77

78 Vision To be recognized by companies as the premier town in Canada in which to locate. Mission To support the growth of existing businesses and attract new ones so that Oakville s business environment is strong, diversified and prosperous. Key Initiatives Lead Servicing and Site Selection Proposals Brownfield Redevelopment Strategy Development of an Innovation Hub at the former Post Office Film Office One Window Approach Invest Oakville Marketing for Business Attraction including new website and social media Corporate Calling Program for Business Retention & Expansion Auto Mayors Program International Business Development focus on China Economic Development Page 78

79 Program Services Economic Development is a department of the Town of Oakville. Oakville Tourism Partnership is an external not-for-profit organization that is housed within the Economic Development department. They provide the following services: Economic Development $0.7M Business retention and expansion initiatives including a corporate calling program Marketing to attract new investment Lead servicing and site selection proposals Business development in targeted industry sectors Research projects and data analysis Tourism $0.05M The Oakville Tourism Partnership Inc. (branded as Visit Oakville) provides customer service, marketing for visitor attraction; destination development; and an Ambassador Program in the BIAs Economic Development Page 79

80 Key Performance Indicators 1. Percentage of gross operating budget % 0.3% 0.3% 0.3% 0.3% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.3% 0.3% 0.3% 0.3% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Industrial occupancy rate % Q4 97.6% Q4 97.6% Q4 98.0% Q4 96.1% Q3 Why Important: Provides information about industrial activity and the availability of existing space for new investment. How Calculated: Source: CBRE Limited Industrial Market reports which provide vacancy rates. 4. Office occupancy rate % Q4 83.5% Q4 85.7% Q4 79% Q4 76% Q3 Why Important: Provides information about commercial activity and the availability of existing space for new investment. How Calculated: Source: CBRE Limited Oakville Office Market reports which provide office vacancy rates (direct and sublet). 5. Square feet of industrial development ,958 7, , , ,000 Projected Why Important: Measure of the industrial development activity in Oakville for economic development analysis and review of initiatives. How Calculated: Town of Oakville Building Permit data new construction and additions (not alterations). Actuals for 2016 Q3 are 79,784 sq.ft. Economic Development Page 80

81 6. Square feet of commercial development , , , , ,000 Projected Why Important: Measure of the commercial development activity in Oakville for economic development analysis and review of initiatives. How Calculated: Town of Oakville Building Permit data new construction and additions (not alterations) Actuals for 2016 Q3 are 576,736 sq.ft. 7. Number of businesses per 100,000 population N/A N/A N/A 4,226 4,276 Why Important: (ISO supporting indicator of economic health) licensed businesses How Calculated: Source: Canadian Business Patterns, Statistics Canada, and Data on statistical establishments as at December 2015 and June 2016 respectively. Note: The Statistics Canada methodology for determining the number of business locations changed in 2014, which resulted in an increase in the number of businesses, making year-over-year comparisons difficult; data for is therefore not included. Economic Development Page 81

82 Staffing Overview Program: Economic Development Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Economic Development 4.3 (0.3) 4.0 (0.3) Total Economic Development (0.3) 4.0 (0.3) The total staff complement for Economic Development is 4.0 FTE s. There is a (0.3) decrease from 2016 due the realignment of services, Administrative support has been reallocated to the newly created Municipal Enforcement department. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Economic Development 728, , , ,600 7, % Total 728, , , ,600 7, % Overall, the Economic Development program has a net budget of $736,600 which is an increase of $7,900 or 1.1%. The Economic Development program includes initiatives for investment attraction as well as business retention and expansion, primarily related to commercial and industrial development. This includes marketing, lead servicing, research, business development in targeted industry sectors, and customer service. Salary and wage are the main driver of the Economic Development budget. Salary and wages increases for departmental staff are largely offset by the transfer of 0.3 FTE administrative support to the Municipal Enforcement department. Economic Development Page 82

83 Net Program Budget Change Economic Development has increased by $7,900 over Although inflationary costs for salaries and benefits have been included as well as contracted service costs to assist with various project initiatives; these increases have been accommodated by redistribution of existing expenditure budgets and the reallocation of 0.3 FTE of an administrative support person. Economic Development Page 83

84 2017 Program Budget by Component Net $736, Expenditures Materials & Supplies, 7,300 Personnel Services & Benefits, 569,200 $0.7M Purchased Services, 110,600 Other Expenditures, 49,500 In 2017, the Economic Development program s total expenditures are $736,600, with zero revenues; resulting in a net budget of $736,600. The net change from the prior year is $7,900 or 1.1%. The main drivers are the following: Personnel Services and Benefits make up 77% of the total expenditures and is the main driver of the budget. Personnel costs have increased by $200 due to anticipated contractual increases and inflationary increases for other groups and benefits, which has been almost entirely offset by the reallocation of 25% for PT admin services to the Municipal Enforcement department. Purchased Services make up 15% of total expenditures and mainly consist of consultant fees and promotion expenses to provide economic development services to the town. Purchased Services have increased by $11,000 for reallocations from Materials & Supplies, and $8,000 for an increase in contracted services for an occasional contract person for various project initiatives. Other Expenditures make up 7% of total expenditures and consists of grants for Tourism. Materials & Supplies have decreased by $(3,300) for reallocations to Purchased Services. Economic Development Page 84

85 Operating Budget Forecast Economic Development Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By service Economic Development 736, , % 766, % Total Gross Expenditures 736, , % 766, % Tax Levy By Service Economic Development 736, , ,300 Total Tax Levy 736, , % 766, % Gross Expenditures By Type Personnel Services & Benefits 569, , % 598, % Materials & Supplies 7,300 7, % 7, % Purchased Services 110, , % 110, % Internal Charges % - 0.0% Other Expenditures 49,500 49, % 49, % Minor Capital & Transfer To Reserves % - 0.0% Total Expenses 736, , % 766, % Revenues By Type Activity Revenue % - 0.0% Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue % - 0.0% Total Revenues % - 0.0% Tax Levy $736,600 $750, % $766, % Economic Development Page 85

86 Budget Forecast Highlights The budget reflects inflationary increases only Recommended Capital Budget The capital forecast will provide funds to update the Economic Development Strategy in The Economic Development Strategy was developed in 2008 for business retention, expansion and attraction. The Strategy will again be updated in Capital Budget & Forecast Operating Impact Economic Development Classification Economic Development Strategy Update Strategic Priorities 50,000 Total Economic Development 50, Economic Development Page 86

87 test Program: Human Resources Program Based Budget Page 87

88 Vision To be the principal authority for human resources management and a key strategic contributor to corporate success. Mission To support the town in achieving organizational goals and objectives by enhancing individual, team, group and corporate effectiveness. Key Initiatives Develop a People Plan for the Town of Oakville. Develop attraction and talent management programs, including an Inclusion Plan and succession management approach. Increase the use of automation and workflow to increase efficiency and effectiveness of administrative processes, particularly in the areas of recruitment and learning. Develop a corporate business management curriculum. Ongoing training and support to successfully implement the attendance support program. Human Resources Page 88

89 Program Description Human Resources assists in the achievement of the town s corporate priorities by advocating for human resource policies, programs and practices that enhance the effectiveness and satisfaction of individuals, groups and teams in the town administration and contribute to an organization that has a competitive advantage in the employment market place. Admin and Policy Development $0.7M Guidance Consistency of practice Equity in application Organizational Development $1.1M Total Compensation Recruitment and Selection Reward Recognition Training and Development Labour and Employee Relations $0.8M Legislative Compliance Health and Saftey Employee Wellness Labour Relations Human Resources Page 89

90 Key Performance Indicators 1. Percentage of gross operating budget % 1.3% 1.2% 1.2% 1.1% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 1.1% 1.1% 1.0% 1.0% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time. 3. Average days per short term disability claims N/A * Why Important: Indicates trends in case managed short term disability absences. Includes only medical absences that are managed corporately by Human Resources. How Calculated: Total number of case-managed short term disability days/total number of case-managed short term disability claims. 4. Percentage of LEADS training and development program participants who indicated an increase in learning % 94% 96.3% 97% 97.5% * Why Important: Reflects the value and relevance of the training and development programs to the participants. How Calculated: Summary of data from LEADS program evaluation sheets (self-evaluation of level of knowledge pre and post learning). 5. Claims settled prior to grievance arbitration % 96.3% 75% 96% 60% * Why Important: Shows the effectiveness of the relationship in resolving disputes with the bargaining units. How Calculated: % of grievances settled prior to arbitration. Human Resources Page 90

91 6. Health and Safety Lost time frequency rate * Why Important: Assesses the effectiveness of our safety program. How Calculated: (# of incidents X 200,000 hours) / total number of worker hours. 200,000 represents the total annual hours for 100 staff as per industry standard. 7. Ministry of Labour orders * Why Important: Indicator of the effectiveness of organization s health and safety practices. How Calculated: Number of orders issued, to ensure compliance, by the Ministry of Labour. * indicates data as available year-to-date. Human Resources Page 91

92 Staffing Overview Program: Human Resources Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Administration and Policy Development Recruitment 4.1 (0.1) 4.0 (0.1) Organizational Development Reward and Recognition Health, Safety & Wellness 4.1 (1.0) 3.1 (1.0) Labour Relations Total Human Resources (0.1) (0.1) Overall, the total 2017 staff complement for Human Resources is 16.1 FTEs. During 2016, two part-time co-op positions were converted to full-time positions an HR Associate and a Manager of HR Advisory Services. Human Resources Page 92

93 Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change 2017 vs 2016 Budget Budget Budget Budget 2017 vs 2016 (%) Administration and Policy Development 575, , , , , % Recruitment 440, , , ,500 63, % Organizational Development 409, , , ,000 4, % Reward and Recognition 177, , , ,100 8, % Health, Safety & Wellness 611, , , ,700 (27,800) (4.6%) Labour Relations 264, , , ,200 2, % Total 2,478,300 2,470,700 2,662,200 2,654, , % The 2017 budget increased by $183,900 or 7.4% resulting in a net total budget of $2,654,600. The budget reflects a careful consideration of expenditures required to fulfill the business plan, based on a five year trend analysis and does not include any new programs or services. Adjustments have been made to reallocate resources between services. Budget increases were included only for salaries and benefits to reflect the additional costs of the converted positions and for increased recruitment expenses to fill vacant positions. Human Resources Page 93

94 Net Program Budget Change Administration & Policy Development has increased $132,000 primarily due to the conversion of the parttime FTEs to full-time FTEs. Recruitment has increased $63,500 to provide for increased recruitment costs due to retirements and staff turnover. Organization Development has increased $4,700 for inflation on salaries and benefits. Reward and Recognition has increased $8,800 for inflation on salaries and benefits. Health, Safety & Wellness has decreased $27,800 as a result of converting the Co-op position to full-time, and moving the position to Administration & Policy Development. Labour Relations has increased $2,700 for inflation on salaries and benefits. Human Resources Page 94

95 2017 Program Budget by Component Net $2,654, Expenditures 2017 Revenues Minor Capital & Transfer to Reserves, 35,600 Internal Charges, 2,000 $2.7M Personnel Services & Benefits, 1,968,500 $0.0M Purchased Services, 641,200 Materials & Supplies, 14,900 Activity Revenue, 7,600 In 2017, Human Resources program s total expenditures are $2,662,200 and total revenues are $7,600, resulting in a net budget of $2,654,600. The net change from the prior year is $183,900 or 7.4%. The main drivers for this change are the following: Personnel Services and Benefits is the largest component of the budget at $2.0 million representing 74% of the total gross expenditures. In 2017, personnel costs have increased by $162,500 due to the conversion of two part-time Co-op positions to two full-time FTEs a Manager, HR Advisory Services and an HR Associate. These new positions will help to improve service delivery from Human Resources Services. As well, inflation is included for salaries and benefits. Purchased Services is the second largest component of the budget at $0.6 million and includes the budgets for corporate training, recruitment, staff and volunteer recognition and external professional fees. In 2017, Purchased Services increased by $21,400 primarily due to increased recruitment costs as Human Resources staff assist in filling vacant positions in the town. Activity Revenue is budgeted at $7,600 and is primarily registration fees for town staff fitness classes and external recoveries for staff training programs. Human Resources Page 95

96 Operating Budget Forecast Human Resources Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration and Policy Development 707, , % 744, % Recruitment 503, , % 525, % Organizational Development 414, , % 427, % Reward and Recognition 186, , % 193, % Health, Safety & Wellness 583, , % 602, % Labour Relations 267, , % 276, % Total Gross Expenditures 2,662,200 2,713, % 2,770, % Tax Levy By Service Administration and Policy Development 707, , % 744, % Recruitment 503, , % 525, % Organizational Development 413, , % 426, % Reward and Recognition 186, , % 193, % Health, Safety & Wellness 577, , % 596, % Labour Relations 267, , % 276, % Total Tax Levy 2,654,600 2,706, % 2,763, % Gross Expenditures By Type Personnel Services & Benefits 1,968,500 2,019, % 2,077, % Materials & Supplies 14,900 14, % 14, % Purchased Services 641, , % 641, % Internal Charges 2,000 2, % 2, % Other Expenditures % - 0.0% Minor Capital & Transfer To Reserves 35,600 35, % 35, % Total Expenses 2,662,200 2,713, % 2,770, % Revenues By Type Activity Revenue 7,600 7, % 7, % Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 7,600 7, % 7, % Tax Levy $ 2,654,600 $ 2,706, % $ 2,763, % Human Resources Page 96

97 Budget Forecast Highlights The 2018 net budget is projected to increase by 1.9% or $51,400 and reflects inflationary increases to the cost of delivering services. The 2019 net budget is projected to increase by 2.1% or $57,200 and reflects inflationary increases to the cost of delivering services. Human Resources Page 97

98 Page 98

99 Program: Financial Services Program Based Budget Page 99

100 Vision To manage and protect the town s financial resources and assets in an equitable and accountable manner, to ensure the long term fiscal sustainability of the town. Mission To provide financial services to support the Corporation, in order to assist in the delivery of town programs and to ensure compliance with government policies. Key Initiatives Analysis the 2017 MPAC reassessment shifts and ensure MPAC meet the needs of the town. Complete Asset Managment Plans and policies to meet ministry quideline. Create curriculum for internal customers on finanical services functions, continue to train staff on systems and processes. Update Development Charges (DC) Background Study in preparation for new by law in Complete major update to Long term Financial Forecast and financing plan in accordance with DC Study and Asset Management Plan. Continue effort to streamline Library current back office services to improve service, utilize systems and implement corporate efficiencies. Complete ISO certification through World Council on City Data on 100 standardized performance measures. Financial Services Page 100

101 Program Services The Financial Services teams provides professional financial and accounting, payroll & benefits, revenue, procurement & asset management support services and advice; develops financial policy, and short and long-term financial plans to ensure sustainable funding for the town s programs and services; and fulfills the statutory duties of the Treasurer. The services provided are based on key operating and financial principles, which ensure fiscal responsibility, prudent financial management, compliance with legislation and regulations and corporate consistency. The Deputy Treasurers ensure that quality services are provided in a manner aligned with Council-approved policies and directions. Financial Planning $2.1M Financial Planning and Policy Development Financing and Investment Purchasing and Risk Management Financial Operations $3.4M Accounting Operations Revenue and Taxation Asset Management Payroll and Benefit Services Financial Services Page 101

102 Key Performance Indicators 1. Percentage of gross operating budget % 2.8% 2.9% 2.9% 3.0% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 3.4% 3.4% 3.7% 3.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Stabilization Reserves as a percentage of own source revenues Projected 13% 17% 20% 21% 21% Why Important: GFOA recommends, at a minimum, that governments regardless of size, maintain unrestricted fund balances in their general fund of no less than two months of own source revenues to provide sufficient liquidity and protect against unforeseen events. This is equivalent to approximately 17%. How Calculated: Total Stabilization Reserves divided by total town own revenue. 4. Debt service ratio (debt charges to own source revenues) % 3.87% 4.63% 4.55% 5.62% Why Important: Debt service ratio is an indication of financial flexibility of the organization. The Ministry of Housing limit is 25% and Council Policy is 12%. How Calculated: Total debt charges divided by total town own revenue sources as per the Ministry of Housing and Municipal Affairs 5. % of taxes receivable to total tax billed % 4.23% 4.04% 4.05% TBD Why Important: Provides an indicator of the financial health of the community at end of each fiscal year How Calculated: Total tax receivable grossed up by future payments & credits (supp/omits & prepaid PAP credits) / Current year billable taxes Financial Services Page 102

103 6. Net Surplus/Deficit as a percentage of Approved Budget % 1.6% -4.8% -0.6% TBD Why Important: Ensures proper budget practices are followed and spending is in accordance with approved budget How Calculated: Net variance on town programs excluding Corporate Revenue & Expenses / Approved budget 7. Achieve full expected life of assets % 70.00% 64.38% 76.09% 77.9% Why Important: To ensure that all Tangible Capital Assets are set up with the correct useful life and that they are disposed of with a NBV of zero. By knowing the correct useful life, staff are better able to plan replacements and schedule preventative maintenance, knowing the associated costs at the correct time. How Calculated: (# of disposed assets at end of useful life or greater/total # of TCA disposed * 100) 8. Unqualified external audit of town s financial statements and internal controls Achieved Achieved Achieved Achieved TBD Why Important: An unqualified opinion indicated the Town is preparing the financial statements in accordance with the Public Sector Accounting Standards and that there are no significant control deficiencies How Calculated: Auditors based an opinion after the interim and final audit of the annual statements, which is presented to Council 9. Return on Investment Portfolio % 3.90% 3.54% 3.1% 3% (projected) Why Important: Provides a measure of the effectiveness of the investment program to earn a reasonable rate of return on investment of its cash resources having regard to market, legislative and policy constraints. These earnings provide non-tax contributions to operations, reserve funds and trust funds. How Calculated: Average annual rate of return Financial Services Page 103

104 Staffing Overview Program: Financial Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Administration Asset Management Accounting Operations Payroll and Benefit Services Revenue and Taxation Financial Planning and Policy Development Financing and Investment Purchasing and Risk Management Total Financial Services The total 2017 staff complement for Financial Services is 58.1 FTEs. During 2016, the Facility Asset Coordinator position was moved to Asset Management from the Facilities & Construction Management program. The position will provide support and analysis with the corporate work order program related to buildings module and support life-cycle management and budget planning decision support for departments through analysis of asset and equipment utilization and life-cycle maintenance costs relative to current condition and expected life. Financial Services Page 104

105 Program Services Budget Overview Services/Activities: 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 558, , , ,800 10, % Financial Operations: Asset Management 677, , , ,900 36, % Accounting Operations 883, , , ,100 24, % Payroll & Benefit Services 719, , , ,400 15, % Revenue & Taxation 1,331, ,700 1,366, ,100 (3,600) (0.4%) sub-total 3,611,600 3,127,400 3,722,500 3,200,500 73, % Financial Planning: Financial Planning & Policy 1,209, ,100 1,242, ,100 18, % Development Financing & Investments 348, , , ,400 2, % Purchasing & Risk Management 884, , , ,500 7, % sub-total 2,443,200 1,727,300 2,502,300 1,755,000 27, % Total $6,613,400 $5,413,300 $6,793,600 $5,524,300 $111, % In 2017, the Financial Services program increased by $111,000 or 2.1% resulting in a net total budget of $ 5,524,300. Financial Services are delivered by two departments within the town, Financial Operations and Financial Planning. Financial Operations includes Asset Management, Accounting Operations, Payroll and Benefits services and Revenue Taxation and represents $3.2 million of the budget. Financial Planning includes Financial Planning & Policy, Development Financing and Investments and Purchasing and Risk Management and represents $1.8 million of the budget. Administration provides strategic direction and support to both departments and has a budget of $0.6 million for Financial Services Page 105

106 Net Program Budget Change Administration has increased $10,200 primarily due to inflationary increases on salaries and benefits. Asset Management has increased $36,700 for inflationary and step increases on salaries and benefits, including the impact of job re-evaluations. Accounting Operations has increased $24,900 for inflation and step increases on salaries and benefits. Payroll & Benefit Services has increased $15,100 for inflationary and step increases on salaries and benefits. Revenue & Taxation decreased $3,600 with increased revenue projections offsetting inflationary impact of salaries and benefits. Financial Planning & Policy increased $18,000 for inflationary and step increases on salaries and benefits. Development Financing & Investments increased $2,200 for inflation on salaries and benefits, offset by increases to interest investments revenue. Purchasing & Risk Management increased $7,500 for inflation on salaries and benefits, offset by increased capital recoveries. Financial Services Page 106

107 2017 Program Budget by Component Net $5,524, Expenditures 2017 Revenues Personnel Services & Benefits, 6,476,000 Activity Revenue, 545,000 $6.8M $1.3M Minor Capital & Transfer to Reserves, 1,500 Other Expenditures, 22,000 Purchased Services, 130,100 Materials & Supplies, 164,000 Other Revenue, 157,200 Internal Recoveries, 567,100 In 2017, Financial Services program s total expenditures are $6,793,600 and total revenues are $ 1,269,300, resulting in a net budget of $ 5,524,300. The net change from the prior year is $111,000 or 2.1%. The main drivers for this change are noted in the details below: Personnel Services and Benefits is the largest component of the budget at $6.5 million, representing 95% of the total gross expenditures. In 2017, personnel services have increased by $180,200 primarily for inflation on salaries and benefits. Activity Revenue is 42.9% of total revenues at $0.55 million and includes fees for tax statements, tax special charges, and ownership change fees. In 2017, revenues increased by $37,800 based on projected volumes. Internal Recoveries are 44.7% of total revenues at $0.57 million and represent the recoveries from the capital program for Financial Planning time spent on developing the 10 Year Capital Forecast, Development Charge Study updates and overall capital reporting and project variance management. The budget for 2017 has increased by $27,600 for inflation on salaries and benefits and minor adjustments to staffing recoveries. Other Revenue is 12.4% of total revenues at $0.15 million and accounts for the investment interest recovery for Development Financing & Investments. Financial Services Page 107

108 Operating Budget Forecast Financial Services Financial Services Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 568, , % 596, % Asset Management 713, , % 750, % Accounting Operations 908, , % 956, % Payroll & Benefit Services 734, , % 773, % Revenue & Taxation 1,366,100 1,394, % 1,429, % Financial Planning & Policy 1,242,000 1,272, % 1,308, % Development Financing & Investments 354, , % 373, % Purchasing & Risk Management 905, , % 952, % Total Gross Expenditures 6,793,600 6,950, % 7,140, % Tax Levy By Service Administration 568, , % 596, % Asset Management 713, , % 750, % Accounting Operations 908, , % 956, % Payroll & Benefit Services 734, , % 773, % Revenue & Taxation 844, , % 907, % Financial Planning & Policy 771, , % 799, % Development Financing & Investments 194, , % 213, % Purchasing & Risk Management 789, , % 828, % Total Tax Levy 5,524,300 5,658, % 5,824, % Gross Expenditures By Type Personnel Services & Benefits 6,476,000 6,633, % 6,822, % Materials & Supplies 164, , % 164, % Purchased Services 130, , % 130, % Internal Charges % - 0.0% Other Expenditures 22,000 22, % 22, % Minor Capital & Transfer To Reserves 1,500 1, % 1, % Total Expenses 6,793,600 6,950, % 7,140, % Revenues By Type Activity Revenue 545, , % 545, % Internal Recoveries 567, ,700 (4.0%) 613,100 (4.0%) Grants % - 0.0% Other Revenue 157, , % 157, % Total Revenues 1,269,300 1,291,900 (1.8%) 1,315,300 (1.8%) Tax Levy $ 5,524,300 $ 5,658, % $ 5,824, % Page 108

109 Budget Forecast Highlights The 2018 net budget is projected to increase by 2.6% or $145,600 and reflects inflationary increases to the cost of delivering services. The 2019 net budget is projected to increase by 2.2% or $125,500 and reflects inflationary increases to the cost of delivering services Recommended Capital Budget The following chart details recommended capital projects for The capital forecast includes funding to begin the update of the Development Charges Study, mandatory every 5 years, along with additional funds to review the various Master Plans that contribute to the DC Study. In 2017, work will continue on the Strategic Asset Management Plan (SAMP) which will create a roadmap and governance structure by defining customer focused service levels for each of the towns asset categories, determine funding requirements to meet targeted services levels in order to better align available capital and operating resources and improve asset management practices. Strategic Asset Management plans are now a requirement of receiving any Provincial or Federal grants including Gas Tax and are now a legislative requirement of the Planning Act and Development Charges Act. In addition, the asset management group will continue to facilitate utilization of the corporate asset register to provide work order functionality, service request automation and technologies to track information on the town's assets. The Long-term Capital Financing Strategy will provide funds to complete an analysis of the town s asset renewal and replacement needs for all asset classes over a 40 year period to determine long-term future funding requirements and assess the town s current and future capital funding levels. Capital Budget & Forecast Operating Impact Financial Services Classification Development Charges Study Growth 201, Strategic Asset Management Plan Infrastructure Renewal 311, , , Long-Term Capital Financing Strategy Strategic Priorities 100,000 Total Financial Services 612, , , Financial Services Page 109

110 Page 110

111 Program: Regulatory Services Program Based Budget Page 111

112 Vision To incorporate legislative requirements and opportunities to excel in the provision of professional regulatory services. Mission We will provide quality and innovative services within a fiscally sustainable environment. Key Initiatives Provide legislative functions and services in accordance with provincial legislative requirements, municipal bylaws and Council direction. Administer the licence issuance processes for business, taxi, marriage and lotteries in accordance with the applicable legislation and town by laws. Provide customer service related to burial permits, liquor clearances, civil marriages and Municipal Freedom of Information. Administer the corporate records management program. Implement Council approved Municipal Enforcement Strategy. Review, update and streamline Sign By law and processes. Review short term rental licensing for buisnesses like Airbnb. Review impacts of contruction in Oakville neighbourhoods provide options to address concerns. Regulatory Services Page 112

113 Program Services Regulatory Services are provided by the Clerk s and Municipal Enforcement departments. They address a variety of functions in accordance with provincial legislative requirements, municipal by-laws and Council direction, including: licensing of businesses, taxis and lotteries; Corporate Records Management and Municipal Freedom of Information administration; civil marriage services; information and customer services as required by legislation such as issuance of burial permits and marriage licenses; and enforcement of town by-laws. Legislative Services $0.3M Corporate Records Management Freedom of Information Civil Marriage Services Licensing & By law $0.3M Business Licenses Taxis and Lotteries Legislative Requirements Humane Society $0.8M Management of the Oakville and District Humane Society service contract Regulatory Services Page 113

114 Key Performance Indicators 1. Percentage of gross operating budget % 1.4% 1.4% 1.3% 1.2% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 1.1% 1.1% 1.1% 1.0% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Cost recovery ratio for By-Law and Licensing % 76.4% 76.7% 63.6% 69.5% Why Important: Assessing the on-going monitoring of cost recovery through rates and fees. How Calculated: Total revenues/ Total costs plus overhead rate 4. Average time to resolve an investigation days 60 days 73 days 36 days 27 days Why Important: Efficient use of resources (tracking/process improvements in 2015) How Calculated: Total investigation time / total investigations Regulatory Services Page 114

115 Staffing Overview Program: Regulatory Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Licensing & By-law Services Oakville Humane Society Legislative Services Total Regulatory Services The 2017 staff complement for Regulatory Services includes a new full-time By-law Officer, activating the first stage of the Municipal Enforcement Strategy as outlined in the report to Council March 29 th, Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Licensing & By-law 1,327, ,800 1,575, , , % Legislative Services 556, , , ,100 13, % Humane Society 774, , , ,700 14, % Total $2,658,500 $1,227,700 $2,945,500 $1,453,800 $226, % In 2017, the Regulatory Services program increased by $226,100 or 18.4% resulting in a net total budget of $1,453,800. Licensing and By-law represents the largest portion of the net budget at $1.6 million and includes the costs and revenues for licensing of businesses, taxis and lotteries, and enforcement of the town s regulatory by-laws. The Humane Society is the second largest portion at $0.8 million and represents the contract with the Oakville and District Humane Society for animal control services. The smallest portion of the budget is Legislative Services, which represents $0.3 million of the Regulatory Services net budget. It includes the costs of Corporate Records Management and Municipal Freedom of Information administration and information and public services as required by legislation such as issuance of burial permits and marriage licenses. Also included are the costs related to the first stage of the new Municipal Enforcement Strategy to provide 24/7 service to residents. Regulatory Services Page 115

116 Net Program Budget Change Licensing & By-law was increased by $198,200 for inflationary impacts on salaries and benefits, including the adjustments for the new Director of Municipal Enforcement Services position. As well, it includes the budget of $185,300 for the first stage of the new Municipal Enforcement Strategy, which includes a new By-law Enforcement Officer. These increases are offset by increases to licensing and other revenue to reflect trends in actuals. Public Services was increased $13,200 for inflationary impacts on salaries and benefits Humane Society contract for animal control services increased $14,700 in line with inflation as approved in the 2016 budget. Regulatory Services Page 116

117 2017 Program Budget by Component Net $1,453, Expenditures 2017 Revenues Personnel Services & Benefits, 1,955,900 $2.9M Materials & Supplies, 17,600 $1.5M Minor Capital & Transfer to Reserves, 5,600 Purchased Services, 908,400 Other Expenditures, 58,000 Activity Revenue, 1,491,700 In 2017, the Regulatory Services program s total expenditures are $2,945,500 and total revenues are $ 1,491,700, resulting in a net budget of $1,453,800. The net change from the prior year is $226,100 or 18.4%. The main drivers for this change are the following: Personnel Services and Benefits is the largest cost component of the budget at almost $2.0 million, representing 66% of the total gross expenditures. Personnel costs increased by $242,500 due primarily to the roll-out of the first stage of the Municipal Enforcement Strategy which adds a new full-time Bylaw Enforcement Officer to the budget. Additional costs included are for overtime and stand-by pay for the 24/7 service which will be offered. The personnel services and benefits budget also includes additional costs for the newly created Director of Municipal Enforcement Services position, and contractual and inflationary increases on salaries and benefits. Purchased Services is the second largest component of the budget at $0.9 million, representing 31% of the total gross expenditures. A significant part of this budget is the contract with the Oakville and District Humane Society for $788,400 which was increased by $14,700 as approved by Council in Activity Revenue is a substantial offset to the gross expenditures at $1.5 million. The budget has increased by $61,900 to reflect current trends in lottery license and Vital Statistic revenues. Regulatory Services Page 117

118 Operating Budget Forecast Regulatory Service Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Licensing & By-law 1,575,700 1,702, % 1,949, % Legislative Services 581, , % 608, % Humane Society 788, , % 788, % Total Gross Expenditures 2,945,500 3,086, % 3,346, % Tax Levy By Service Licensing & By-law 321, , % 695, % Legislative Services 344, , % 371, % Humane Society 788, , % 788, % Total Tax Levy 1,453,800 1,594, % 1,855, % Gross Expenditures By Type Personnel Services & Benefits 1,955,900 2,102, % 2,368, % Materials & Supplies 17,600 17, % 17, % Purchased Services 908, , % 908, % Internal Charges % - 0.0% Other Expenditures 58,000 58, % 58, % Minor Capital & Transfer To Reserves 5,600 - (100.0%) (5,600) 0.0% Total Expenses 2,945,500 3,086, % 3,346, % Revenues By Type Activity Revenue 1,491,700 1,491, % 1,491, % Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 1,491,700 1,491, % 1,491, % Tax Levy $1,453,800 $1,594, % $1,855, % Regulatory Services Page 118

119 Budget Forecast Highlights The 2018 net budget is projected to increase by 9.7% or $140,700 and includes a new By-law Enforcement Officer, as recommended in the Municipal Enforcement Strategy. The 2019 net budget is projected to increase by 16.3% or $260,700. The budget includes costs associated with upgrading existing staff to provide 24/7 bylaw enforcement coverage, as recommended in the Municipal Enforcement Strategy Recommended Capital Budget The capital forecast includes a review and update of the current sign by-law which has been in effect since 2006, and a review of the business process surrounding Municipal Freedom of Information and Protection of Privacy (MPIPPA) requests to determine opportunities to streamline the process. Capital Budget & Forecast Operating Impact Regulatory Services Classification Sign By-law Review Strategic Priorities 65, FOI Tracking System Study Infrastructure Renewal 60,000 Total Regulatory Services 125, Regulatory Services Page 119

120 Page 120

121 Program: Legal Services Program Based Budget Page 121

122 Vision A team of skilled and dedicated professionals providing the highest level of in house legal and real estate services and expertize to the town. Mission The Legal Services Program is dedicated to providing exceptional expert and strategic legal and real estate services, constructive professional advice, and time sensitive support to Council and staff to ensure compliance with the law and to protect and advance the interests of the town. Key Initiatives The Legal Department will vigorously defend and advance the town's position and interests as directed by Council in planning and development matters, including any hearings and litigation that may arise, including the Glen Abbey Golf Course, Symgine, cash in lieu of parkland appeals, OPA 4/InZone appeals, and minor variance appeals. The Legal Department will update and modernize standard forms of agreement frequently used by the town, including subdivision agreements, site plan agreements, leases and licences. The Legal Department and its Realty Services section will advance the development of the former public works lands, including through the implementation of a municipal development corporation, subject and pursuant to Council approvals and directions. The Legal Department and its Realty Services section will complete an approved sale of the former Chisholm Public School site for residential development. Legal Services Page 122

123 Program Services The Legal Services program provides a full range of professional services and advice to Council and to all departments of the municipal corporation, with expertise in the fields of municipal and planning law and real estate transactions to facilitate legally supportable decisions and actions and manage risks to the municipality. Legal Services $1.5M Realty Services $0.2M Corporate Hearings & Litigation $0.5M Legal Services Page 123

124 Key Performance Indicators 1. Percentage of gross operating budget % 1.2% 1.1% 1.0% 1.0% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.6% 0.5% 0.5% 0.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Number of proceedings, including OMB appeals, resolved without going to litigation Not Available Not Available Not Available 28 39* Why Important: Monitors the proportion of proceedings resolved to the satisfaction of the town without incurring additional litigation costs. How Calculated: Total number of settled proceedings (excluding insured claims) 4. Total value of cash-in-lieu of parkland dedication entitlements calculated by Realty Services Not Available Not Available Not Available $10,638,171 $7,040,902* Why Important: Monitors the value of cash in lieu of parkland dedication entitlements identified and calculated by Realty Services. How Calculated: Total value of all cash-in-lieu of parkland dedication calculations performed and entered by Realty Services 5. Town s livability through by-law compliance successful prosecutions % 94% 88% 91% 96%* Why Important: Monitors the proportion of offences resulting in by-law compliance and/or conviction for non-compliance. How Calculated: Total number of proceedings resulting in by-law compliance and/or convictions / Total number of court dispositions *as of Oct. 26, 2016 Legal Services Page 124

125 Staffing Overview Program: Legal Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Legal Services Realty Services Corporate Hearings & Litigation Total Legal Services The staff complement for Legal Services remains unchanged from Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Legal Services 1,478,000 1,442,500 1,492,600 1,458,100 15, % Realty Services 230, , , ,400 13, % Corporate Hearings & Litigation 500, , , , % Total $2,208,100 $2,167,600 $2,236,000 $2,196,500 $28, % In 2017, the Legal Services program increased by $28,900 or 1.3% resulting in a net total budget of $ 2,196,500. Legal Services represents the largest portion of the budget at $1.5 million which are the costs of providing professional services and advice to Council and to all departments of the municipal corporation with expertise in the fields of municipal and planning law. Corporate Hearings and Litigation is the second largest component of the budget at $0.5 million and represents the funds used for major hearings and litigation. The current balance in the Litigation reserve is $2.8 million, which is sufficient to cover larger corporate hearing and litigation expenses above the $500,000 included in the budget. Realty Services are budgeted at $0.2 million and include the costs of providing real estate services for the town. Legal Services Page 125

126 Net Program Budget Change Legal Services has increased $15,600 primarily for inflation on salaries and benefits, offset by adjustments to budgets for materials and supplies and professional fees. Realty Services has increased $13,300 for inflation and step increases on salaries and benefits and for cost adjustments on materials and supplies and professional fees. Corporate Hearings & Litigation budget has remained the same. Any shortfalls will be funded from the Corporate Hearings and Litigation reserve. Legal Services Page 126

127 2017 Program Budget by Component - $ 2,196, Expenditures 2017 Revenues Purchased Services, 673,500 Other Expenditures, 3,000 Activity Revenue, 9,500 $2.2M $0.0M Materials & Supplies, 43,000 Personnel Services & Benefits, 1,516,500 Internal Recoveries, 30,000 In 2017, the Legal Services program s total expenditures are $2,236,000 and total revenues are $ 39,500, resulting in a net budget of $ 2,196,500. The net change from the prior year is $28,900 or 1.3%. The main drivers for this change are noted in the details below: Personnel Services and Benefits is the largest component of the budget at $1.5 million, representing 68% of the total gross expenditures. In 2017, personnel costs have increased by $38,900, primarily due to inflationary increases on salaries and benefits. Purchased Services is the second largest component of the budget at $0.7 million and mainly represents the cost of external legal and consulting services. The budget decreased $9,700 for a reduction in insurance costs. Legal Services Page 127

128 Operating Budget Forecast Legal Services Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Legal Services 1,492,600 1,527, % 1,565, % Realty Services 243, , % 252, % Corporate Hearings & Litigation 500, , % 500, % Total Gross Expenditures 2,236,000 2,274, % 2,317, % Tax Levy By Service Legal Services 1,458,100 1,492, % 1,530, % Realty Services 238, , % 247, % Corporate Hearings & Litigation 500, , % 500, % Total Tax Levy 2,196,500 2,235, % 2,278, % Gross Expenditures By Type Personnel Services & Benefits 1,516,500 1,555, % 1,598, % Materials & Supplies 43,000 43, % 43, % Purchased Services 673, , % 673, % Internal Charges % - 0.0% Other Expenditures 3,000 3, % 3, % Minor Capital & Transfer To Reserves % - 0.0% Total Expenses 2,236,000 2,274, % 2,317, % Revenues By Type Activity Revenue 9,500 9, % 9, % Internal Recoveries 30,000 30, % 30, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 39,500 39, % 39, % Tax Levy $2,196,500 $2,235, % $2,278, % Budget Forecast Highlights Budget reflects inflationary increases only. Legal Services Page 128

129 Program: Information Systems Program Based Budget Page 129

130 Vision A vital participant providing enabling technology to support the town s mission to create and preserve Canada s most livable community, enhancing our natural, cultural, social and economic environments. Mission Information Systems is a centre of expertise that adds value to the corporation through efficient, reliable services; effective and disciplined project and process management to support corporate and departmental projects; and strategic planning for the deployment of information and communications systems technology and processes. Key Initiatives Oakville.ca Web Site refresh planned for 2017 to include higher orders of accessibility, responsive design and as a Services First Platform. Implementation of the Amanda 7 and Public Portal Platform which affects Building, Planning, Development Engineering, Enforcement Services and Taxation. Implement Patron Self Check out and Check in stations at the Public Libraries and install automated sorters in the back rooms to improve efficiencies. Implementation of a new Customer Service Management System to replace existing end of life CRM. Implementation of a new Fuels and Liquids Management System at Roads and Transit Fleet Operations to replace end of life that has been in operation for over 25 years. Implement a new Electronic Agenda Management Solution with Public and Council web access portals. Information Systems Page 130

131 Program Services Information Systems provides services through the following programs: Projects and Development $1.3M Structured project management Custom integrations and application development Business reengineering Project consultation Systems and Telecom $2.6M Maintain data storage Provide infrastructure for town's core applications Client & Help Desk $1.8M Manage Help Desk Purchase corporate desktop hardware, software and printer technologies Administration $0.3M Technology vision and strategic planning for town Application Support $3.7M Database administration Manage corporate applications Information Systems Page 131

132 Key Performance Indicators 1. Percentage of gross operating budget % 3.8% 3.9% 4.1% 4.3% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 3.1% 3.3% 3.4% 3.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of calls resolved within 24 hours % 80.0% 81.0% 81.6% 81.1% as of Oct 2016 Why Important: Lower technology down time means more uptime for staff to complete duties. How Calculated: Number of calls divided by the number of those calls that were resolved within 24 hours. 4. Reduction in number of help desk requests (as an average # of help desk tickets per year per town employee with log-in rights) NA 1300 login staff 1600 login staff 2300 login staff 12,735 tickets 12,412 tickets 13,500 tickets 3161 login staff 17,111 tickets 9.8 tickets per employee 7.8 tickets per employee 5.9 tickets per employee Why Important: Demonstrates systems stability and effective support model working with increase in number of staff supported. How Calculated: Number of help desk tickets created/ number of staff with login rights to give the average number of tickets per user. 5.4 tickets per employee Information Systems Page 132

133 5. Client satisfaction with support % Satisfied to Very Satisfied 92% Satisfied to Very Satisfied 94% Satisfied to Very Satisfied 94% Satisfied to Very Satisfied Why Important: Indicates that staff believe that IS+S can help with the technical issues and that they were satisfied with the support they received. How Calculated: Stats based on online survey that is ed after each Help Desk ticket is completed and closed. 96% Satisfied to Very Satisfied as of Oct Internal network availability - percentage of network uptime Total Time (Hrs) # Downtime Events Total Downtime (Hrs) Percent Uptime 98.3% 98.6% 98.6% Why Important: Network availability measures the Information Systems department s ability to provide robust and reliable networks, physical and virtual servers, and storage for the organization and public. How Calculated: This KPI is calculated solely on non-scheduled outages impacting users. Goal is to reduce the number of downtime events by 10% and the total downtime by 10% each year Information Systems Page 133

134 Staffing Overview Program: Information Systems Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Administration Projects & Development Systems & Telecom Services Client & Help Desk Services Application Support Services Total Information Systems + Solutions The total staff complement for Information Systems remains at 57.1 FTEs for Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 322, , , ,200 52, % Projects & Development 1,530,700 1,307,200 1,578,100 1,338,200 31, % Network Services 2,412,300 2,412,300 2,636,900 2,636, , % Client Services 1,772,900 1,772,900 1,807,900 1,807,900 35, % Application Support Services 3,308,100 3,306,100 3,750,300 3,748, , % Total 9,346,100 9,038,900 10,091,400 9,824, , % In 2017, the Information Systems program has increased by $785,600 or 8.7% resulting in a net budget of $ 9,824,500. Application Support Services represents the largest portion of the budget at $3.7 million, followed by Network Services at $2.6 million. The primary drivers for the $785,600 increase are the operating impacts for new hardware and software maintenance as a result of various capital projects implemented in This accounts for $268,800 of the increase. In addition, two positions approved in the 2016 budget with a July start have been annualized in the 2017 budget. Other operational drivers include increases for toner, software and hardware maintenance and licensing costs, as well the reduction in recoveries from Oakville Hydro. Otherwise, only inflationary increases have been included. Information Systems Page 134

135 Net Program Budget Change Administration has increased $52,800, due to the reduction in recoveries from Oakville Hydro. Projects and Development has increased $31,000 due to inflation and step increases on salaries and benefits. Network Services has increased $224,600 for hardware and software maintenance required to maintain the town s network infrastructure. Client Services has increased $35,000 due to inflation and step increases on salaries and benefits and for increased toner costs for town printers. Application Support Services has increased $442,200 to provide for software maintenance on town applications implemented primarily through capital project initiatives. Information Systems Page 135

136 2017 Program Budget by Component Net $ 9,824, Expenditures 2017 Revenues Personnel Services & Benefits, 6,277,300 $10.1M Materials & Supplies, 140,100 Internal Recoveries, 239,900 $0.3M Minor Capital & Transfer to Reserves, 20,000 Purchased Services, 3,654,000 Activity Revenue, 27,000 In 2017, the Information Systems program s total expenditures are $10,091,400 and total revenues are $266,900, resulting in a net budget of $9,824,500. The net change from the prior year is $785,600 or 8.7%. The main drivers for this change are the following: Personnel Services and Benefits is the largest cost component of the budget at $6.3 million representing 62% of the total gross expenditures for this program. Personnel costs have increased by $287,400 primarily due to contractual increases for staff as well as inflationary and benefit increases for all groups. Also included are the annualizations of the Business Analyst and Data Analyst positions that were approved in the 2016 budget for half a year. Purchased Services is the second largest cost component at $3.7 million or 36% of the total gross expenditures for this program. Purchased services has increased by $489,800 primarily due to an increase of $235,600 for software and hardware maintenance resulting from several capital projects (i.e. Radio System Support, Parking LPR Equipment and Software, Specialized Transit Scheduling Software, Electronic Agenda Management and Library ILS Upgrade). The remainder relates to inflationary increases on various software maintenance contracts as well as ongoing software as a service contracts. Materials and Supplies increased by $24,000 for increased toner costs due to an increase in number of printers in the organization. Internal Recoveries of $239,900 represent an allocation of Business Analysts time spent on implementing capital initiatives which helps to offset overall gross expenditures. In 2017, internal recoveries have increased by $16,400 primarily to reflect the inflationary and benefit increases and step adjustments for these capital recoveries. External Revenues decreased by $56,700 due to the elimination of cost recoveries from Oakville Hydro. Information Systems Page 136

137 Operating Budget Forecast Information Systems + Solutions Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 318, , % 334, % Projects & Development 1,578,100 1,615, % 1,661, % Network Services 2,636,900 2,762, % 2,813, % Client Services 1,807,900 1,829, % 1,856, % Application Support Services 3,750,300 3,959, % 4,076, % Total Gross Expenditures 10,091,400 10,492, % 10,741, % Tax Levy By Service Administration 293, , % 309, % Project & Development 1,338,200 1,367, % 1,402, % Network Services 2,636,900 2,762, % 2,813, % Client Services 1,807,900 1,829, % 1,856, % Application Support Services 3,748,300 3,957, % 4,074, % Total Tax Levy 9,824,500 10,216, % 10,456, % Gross Expenditures By Type Personnel Services & Benefits 6,277,300 6,421, % 6,603, % Materials & Supplies 140, , % 140, % Purchased Services 3,654,000 3,910, % 3,978, % Internal Charges % - 0.0% Other Expenditures % - 0.0% Minor Capital & Transfer To Reserves 20,000 20, % 20, % Total Expenses 10,091,400 10,492, % 10,741, % Revenues By Type Activity Revenue 27,000 27, % 27, % Internal Recoveries 239, , % 258, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 266, , % 285, % Tax Levy $9,824,500 $10,216, % $10,456, % Information Systems Page 137

138 Budget Forecast Highlights The 2018 net budget is $10,216,800, and is an increase of $392,300 or 4.0% from It includes inflationary increases as well as impacts from capital for additional software maintenance resulting from new initiatives. The 2019 net budget is $10,456,300, and is an increase of $239,500 or 2.3% from It primarily reflects inflationary increases Recommended Capital Budget The capital budget for Information Systems ensures that software and supporting hardware are kept current to ensure the town's information management runs seamlessly and efficiently. Application infrastructure refreshes are planned on the corporate GIS system, SharePoint, Amanda, and the Corporate Information System (JD Edwards). Other projects in 2017 include installation of fiber cable at various town locations, enhancements to the virus and ransomware detection system and migration to new Wi-Fi wireless technologies. Operating impacts shown for the various projects above include costs for various software licensing. Capital Budget & Forecast Operating Impact Information Systems Classification Corporate Document Management Strategic Priorities 302, , , PCI Certification Project Strategic Priorities 40,000 40,000 40, GIS System Enhancement Infrastructure Renewal 156, , , Systems and Networking Infrastructure Infrastructure Renewal 50,000 50,000 50, Share Point Enhancements Strategic Priorities 50, ,000 50, Corporate Information System (CIS) Infrastructure Renewal 126, , ,000 15,000 60, Hardware Evergreening Infrastructure Renewal 754, , , Misc Sustainment for Corporate Applications Infrastructure Renewal 101, , , HP to Aruba Wireless Migration Infrastructure Renewal 198, ,900 5,400 5, Enterprise Storage Architecture and Retension Study Infrastructure Renewal 50, Advanced Virus, Ransonware and Security Enhancements Infrastructure Renewal 291,000 46, CCTV Security Technologies Review & Enhancement Study Infrastructure Renewal 50, Vocera SW Replacement Infrastructure Renewal 70, Amanda Infrastructure Upgrade Infrastructure Renewal 226, Cansec Security at Fire Stations Infrastructure Renewal 30,000 30,000 15, Fiber Installation/Termination, Various Locations Infrastructure Renewal 285, , IS + S Strategic Plan Infrastructure Renewal 101, CIS Infrastructure Refresh Infrastructure Renewal 126, Firewall Infrastructure Refresh Infrastructure Renewal 251, Sharepoint Infrastructure Refresh Infrastructure Renewal 251, Storage Area Network Refresh Infrastructure Renewal 176, Point of Sale Terminals Expansion and Refresh Strategic Priorities 50,000 50,000 20,000 Total Information Systems 2,830,200 2,201,300 2,166,000-66,400 65,400 Information Systems Page 138

139 Technology Initiatives in Other Programs: The following are capital projects in other program areas that the Information Systems team would be involved in sourcing and implementation. Capital Budget & Forecast Operating Impact Information Systems Classification FOI Tracking System Study Infrastructure Renewal 60, Web Based Services Strategic Priorities 227, , , Strategic Digital Development Pilot Projects Strategic Priorities 251, CRM Infrastructure Replacement Infrastructure Renewal 334, Staff Scheduling Study Strategic Priorities 50, Harbour Management Systems Replacement Enterprise Initiatives 30, Iroquois Ridge Digital Creation Hub Strategic Priorities 45,000 23,600 23, Glen Abbey Digital Creation Hub Strategic Priorities 100, , Radio System Replacement & Integrated AV Infrastructure Renewal 50,000 50,000 50, OT VMS/Media Screens - Hospital Strategic Priorities 90, Transit Information and Communications S Strategic Priorities 281,200 63,600 81, Security Cameras Infrastructure Renewal 25,000 25,000 25, Replace Handhelds and Software Enterprise Initiatives 15,000 18, Energy Management System Solution Strategic Priorities 317, , , Amanda Module Enhancements Infrastructure Renewal 90, AMANDA Public Portal Strategic Priorities 101,000 9,400 Total Information Systems 1,951, ,000 1,187,000 96, ,900 - Information Systems Page 139

140 Page 140

141 Program: Facilities and Construction Management Program Based Budget Page 141

142 Vision To develop and maintain town buildings which are safe, comfortable and welcoming to all. Mission To provide technical expertise and effective project management to facility user departments for facility design, construction, commissioning, capital replacements, repairs and maintenance of town buildings in an energy efficient, fully accessible, and sustainable manner. Key Initiatives Manage municipal facility development using lean construction principals and processes (new facilities, major renovations, demolitions, site remediations and capital replacements). In 2017, we will build the new fire station No. 3 at Rebecca and Kerr; renovate and restore the Oakville Arena, add a senior centre and community centre, and revitalize Trafalgar Park; demolish the former hospital facility on Reynolds Street; plan the development of the South East Community Centre; plan the construction of fire stations No. 4 and 8; and plan the renovation of our council chamber to accommodate two additional councillors in Manage corporate security through the implementation of a corporate security strategy. Conduct accessibility audits for all public facing, larger facilities. Facilities and Construction Management Page 142

143 Program Services The Facilities and Construction Management (FCM) department is responsible for the design, construction, commissioning, capital replacements, maintenance, repair and demolition of all town buildings. The Town of Oakville has a large and growing facility portfolio. In the past five years, the town has built, acquired and demolished several properties, leaving our building stock portfolio at about 2.1M sq. ft. of building area. In addition, FCM develops standards and guidelines for the construction and maintenance of all town owned buildings and manages facility operations at Town Hall, Oakville Public Libraries, Oakville Transit, Central Operations, North Depot Operations, some leased facilities and some Parks facilities. FCM also coordinates town wide compliance with accessibility and environmental legislation, energy management and the management of designated substances in buildings. Administration $0.4M Regulatory Compliance Consistency of Practice Standard and Guidelines Capital Projects $0.3M Design & Construction Capital Replacements/Repairs Growth Facilities Facility Operations $2.0M Preventative Maintenance Minor Repairs and Security Contract Maintenance Energy Management Facilities and Construction Management Page 143

144 Key Performance Indicators 1. Percentage of gross operating budget % 1.6% 1.7% 1.8% 1.8% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 1.0% 1.2% 1.4% 1.4% Why Important: Assesses the capacity of the program by examining the proportion of staff FTE s against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Operations: Orders to Comply for FCM Managed Facilities Order received / 1 Order resolved within prescribed timeline 1 Order received / 1 Order resolved within prescribed timeline 5 orders received / 4 Orders resolved within prescribed timeline / 1 Order did not meet the prescribed timeline but has been resolved. Why Important: Measures our ability to achieve compliance within prescribed time frames. The measure also indicates whether or not our managed facilities are safe and compliant. How Calculated: Tracks total orders received vs. response time to bring into compliance. Authorities include, but not limited to, Electrical Safety Authority (ESA), Technical Standards and Safety Authority (TSSA), Ministry of Environment (MOE), Ministry of Health (MOH), Ministry of Labour (MOL) 4. Operations: Total cost of operating per square foot of facility managed $4,301,668 / 882,586 s.f. = $4.87 psf $4,896,986 / 902,442 s.f. = $5.43 psf $4,585,800 / 1,043,177 s.f. = $4.40 psf Why Important: Determines the total cost of providing facility operations and can be compared both to other organizations as well as year over year. Includes utilities, maintenance costs and staffing. How Calculated: Total Operating Costs divided by gross square footage managed. Does not include capital repair and replacement costs. Facilities and Construction Management Page 144

145 Staffing Overview Program: Facilities & Construction Net Approved Capital Adjustment Reallocation Total Change Services/Activities: FTE Impact Level Change of Staff FTE 2017 vs 2016 Administration Capital Projects 10.0 (1.0) 9.0 (1.0) Facility Operations Total Facilities & Construction Mgmt (1.0) 21.0 (1.0) During 2016, the Facility Asset Coordinator position was moved to Asset Management in the Financial Operations program to better align the services provided by the job. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 367, , , ,500 7, % Capital Projects 1,133, ,500 1,168, ,800 5, % Facilities Operations 2,551,200 1,971,700 2,516,800 2,016,900 45, % Total $4,052,200 $2,678,300 $4,059,700 $2,736,200 $57, % In 2017, the Facilities and Construction Management program increased by $57,900 or 2.2% resulting in a net total budget of $ 2,736,200. Facilities Operations represents the largest portion of the budget at $2.0 million and includes costs of managing facility operations at Town Hall, Oakville Public Libraries, Oakville Transit, Central Operations and North Depot operations. Administration and Capital Projects make up the remainder of the net budget at $0.7 million and represents the costs for project management of the construction of new buildings and capital replacements as well as coordinating town-wide compliance with accessibility and environmental legislation, energy management and the management of designated substances in buildings. Facilities and Construction Management Page 145

146 Net Program Budget Change Administration has increased $7,400 due to inflationary impacts on salaries and benefits. Capital Projects has increased $5,300 due to inflationary impacts on salaries and benefits. Facilities Operations has increased $45,200 due to inflationary impacts on salaries and benefits, as well as on hydro costs for the impact of cap and trade. Facilities and Construction Management Page 146

147 2017 Program Budget by Component Net $ 2,736, Expenditures Other Revenue, 150, Revenues Personnel Services & Benefits, 2,431,300 Materials & Supplies, 565,600 Activity Revenue, 349,900 $4.1M $1.3M Minor Capital & Transfer to Reserves, 58,000 Other Expenditures, 80,100 Internal Charges, 3,600 Purchased Services, 921,100 Internal Recoveries, 823,600 In 2017, the Facilities and Construction Management program s total expenditures are $4,059,700 and total revenues are $1,323,500 resulting in a net budget of $2,736,200. The net change from the prior year is $57,900, or 2.2%. The main drivers for this change are noted in the details below: Personnel Services and Benefits is the largest component of the gross expenditures at $2.4 million, representing 60% of the total gross expenditures. In 2017, personnel costs have increased $53,500 which includes inflation and step changes to salaries and benefits. Purchased Services is the second largest component of the gross expenditures at $0.9 million and is primarily made up of the budgets for contracted services, and repairs and maintenance for town facilities. The budget increased by $39,000 due primarily to various increases in repairs & maintenance for leased town properties. Materials and Supplies are budgeted at $0.6 million and are primarily made up of the costs for utilities at Town Hall and leased town properties. The budget has increased by $39,800 due to anticipated increases in hydro costs for cap and trade. Internal Recoveries are the largest portion of total revenues with $0.8 million and are primarily recovery of salaries and benefits from the capital program to implement various facility related capital projects. The budget has increased by $29,200 to reflect inflation on the salary and benefits. Activity Revenue consists primarily of rental revenue on leased town properties and is budgeted at $0.3 million for The budget has decreased by $79,600 as there are fewer leased properties than last year resulting in a decline in revenues. Facilities and Construction Management Page 147

148 Operating Budget Forecast Facilities and Construction Management Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 374, , % 394, % Capital Projects 1,168,400 1,195, % 1,227, % Facilities Operations 2,516,800 2,549, % 2,588, % Total Gross Expenditures 4,059,700 4,128, % 4,211, % Tax Levy By Service Administration 374, , % 394, % Capital Projects 344, ,500 (0.7%) 341,600 (0.3%) Facilities Operations 2,016,900 2,049, % 2,088, % Total Tax Levy 2,736,200 2,775, % 2,824, % Gross Expenditures By Type Personnel Services & Benefits 2,431,300 2,488, % 2,558, % Materials & Supplies 565, , % 587, % Purchased Services 921, , % 923, % Internal Charges 3,600 3, % 3, % Other Expenditures 80,100 80, % 80, % Minor Capital & Transfer To Reserves 58,000 58, % 58, % Total Expenses 4,059,700 4,128, % 4,211, % Revenues By Type Activity Revenue 349, , % 349, % Internal Recoveries 823, , % 886, % Grants % - 0.0% Other Revenue 150, , % 150, % Total Revenues 1,323,500 1,352, % 1,386, % Tax Levy $2,736,200 $2,775, % $2,824, % Facilities and Construction Management Page 148

149 Budget Forecast Highlights The 2018 net budget is projected to increase by 1.4% or $39,500 and reflects inflationary increases to the cost of delivering services. The 2019 net budget is projected to increase by 1.8% or $49,100 and reflects inflationary increases to the cost of delivering services Recommended Capital Budget Facilities and Construction Management capital projects will allow for the continued state of good repair of town facilities. Funds are budgeted for accessibility improvements to remove physical barriers at various facilities across the town and to ensure compliance with the Accessibility for Ontarians with Disabilities Act 2005 (AODA). Also in 2017, various energy management improvements will be done to town buildings; one of the actions by FCM that make up the town s Conservation and Demand Management plan. Operating impact savings are a result of energy management improvements that will create savings in utility costs. Capital Budget & Forecast Operating Impact Facilities and Construction Management Classification HVAC - Various Locations Infrastructure Renewal 363, , , Various Facility Accommodation Needs Infrastructure Renewal 742, , , Leased Properties - Repairs and Replacements Infrastructure Renewal 25,000 25, Building Structural Inspections Infrastructure Renewal 55, Roof Replacement - Various Locations Infrastructure Renewal 467, ,400 1,224, Electrical Safety Authority Inspections Infrastructure Renewal 24,000 24,000 24, Architectural/Structural Infrastructure Renewal 17,000 11, Mechanical Commission Infrastructure Renewal 71,000 71,000 71, Roofs - Minor Repairs Infrastructure Renewal 27,000 27,000 27, Asbestos Monitoring and Remediation Infrastructure Renewal 123, ,000 57, Facilities Emergency Repairs Infrastructure Renewal 109, , , Facility Repairs Infrastructure Renewal 276, , , Sitework - Various Facilities (Drives) Infrastructure Renewal 809, , , Heritage Building Maintenance and Repair Infrastructure Renewal 151,400 73,900 48, Accessibility Improvements Strategic Priorities 219, , , Energy Management Large Buildings Infrastructure Renewal 488, , ,000 (39,800) (55,000) (13,800) Properties under 12,000 SF Maintenance and Repair Infrastructure Renewal 166, , , Electrical - Various Locations Infrastructure Renewal 44,200 66,000 6, Digital Project Documentation Infrastructure Renewal 55, Town Hall Major Accomodation Needs Infrastructure Renewal 982, , , Council Chambers Renovation Infrastructure Renewal 197,000 1,310, Town Hall - Repairs/Replacement (Mechanical) Infrastructure Renewal 31,500 48, Pine Glen Indoor Soccer Facility Repairs Infrastructure Renewal 15,000 Total Facilities and Construction Management 5,333,700 5,844,100 4,434,800 (39,800) (55,000) (13,800) Facilities and Construction Management Page 149

150 Capital Facility Initiatives in Other Programs: The following are capital projects in other program areas that the Facility and Construction Management team would be involved in planning and overall management. Capital Budget & Forecast Operating Impact Facilities and Construction Management Classification Centennial Pool - Demolition Costs Strategic Priorities 101, OTM Hospital Demolition Strategic Priorities 7,605, , South East Community Centre Community Enhancements 1,217,000 5,073,000 12,174, DC Growth - New Station # 8 Growth 2,029,000 4,733,000 1,706, Fire Station #3 - Demolition Strategic Priorities 363,000 1,522, Station # 4 Expansion Growth 2,029, Fire Station - No. 9 Growth 50, Trafalgar Park Revitalization Community Enhancements 13,029,000 21,000,000 1, , , New Youth Centre Growth 152, ,300 1, ,100 59, River Oaks - Fitness Changeroom Reno/Accessibility Infrastructure Renewal 415, Iroquois Ridge - Storage Expansion Infrastructure Renewal 540,000 10, Glen Abbey - Fitness Changeroom Reno/Accessibility Infrastructure Renewal 406, Museum - Coach House Study & Reno Infrastructure Renewal 1,433,700 40,500 (34,800) Bronte Branch Library (Leasehold improvements and collections) Growth 743, , , Palermo Terminal Growth 3,196,000 Total Facilities and Construction Management 22,670,400 33,476,000 22,550,300 2, ,100 2,315,400 Facilities and Construction Management Page 150

151 Program: Emergency Services Program Based Budget Page 151

152 Vision To minimize or eliminate injuries, loss of life and property from natural, technological or human caused events. Mission To provide emergency response through a range of services to protect the lives, property and environment of the inhabitants of Oakville from the adverse effects of fires, sudden medical and non medical emergencies including but not limited to exposure to dangerous conditions brought on by natural, technological or human caused events. Key Initiatives Implement the Fire Master Plan to address growth in North Oakville and the proposed intensification of development within selected areas of South Oakville. The plan provides comprehensive recommendations with respect to the future needs of facilities, optimizing staff levels, equipment and services. Build Fire Station 3 as part of the Trafalgar Park Revitialization Project and decommission current station at 125 Randall Street. Design and build Fire Station 8 on the corner of Bronte Road and Pineglen with occupancy expected in mid This will assist in reducing response times for North Oakville. Design and build replacement Fire Station 4 commencing in 2019 to improve the depth of coverage response capabilities in North Oakville. Review and update the Town's Emergerncy Plan. Emergency Services Page 152

153 Program Services The Oakville Fire Department provides services through the following programs: Administration & Emergency Planning $1.4M Oversight, Leadership and Management Financial control Preparedness Response and Recovery from large scale emergencies Suppression $30.4M Emergency response services Training and Fire Prevention $2.4M Training programs to enhance fire fighter compentencies Inspection, Code Enforcement and Public Education programs TOWARF $0M Provide marine patrol along Oakville's waterfront Communications $1.1M Dispatch and Communication services Emergency Services Page 153

154 Key Performance Indicators 1. Percentage of gross operating budget % 15.2% 15.7% 15.6% 15.2% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 13.8% 14.7% 14.5% 14.18% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of responses crew travel time is 240 seconds or less % 80% 76% 74.9% 64.99% (September) Why Important: The average time fire crews leave the station until they arrive on location How Calculated: Information is provided through the Computer Aided Dispatch system from Burlington Dispatch 4. Number of fire related injuries per 100,000 population (September) Why Important: Reflects characteristics such as density, code enforcement, smoke detector use, fire prevention and education How Calculated: Total number of injuries x 100,000 / official population 5. Number of firefighters per 100,000 population (ISO core indicator) Why Important: National Fire Protection Association (NFPA) states median staffing rate in Canada is roughly 100 firefighters per 100,000 population. How Calculated: Total number of firefighters x 100,000 / official population Emergency Services Page 154

155 Staffing Overview Program: Emergency Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Administration Training Fire Prevention Suppression Total Emergency Services The total 2017 staff complement for Emergency Services is 226 FTE s. No changes were made this year. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Admin & Emergency Planning 1,347,000 1,347,000 1,378,200 1,378,200 31, % Training & Fire Prevention 2,411,300 2,364,800 2,455,400 2,396,900 32, % Suppression 30,035,500 29,785,000 30,707,800 30,438, , % Communications 962, ,700 1,055,300 1,055,300 92, % TOWARF 32, , % Total 34,789,000 34,459,500 35,629,200 35,268, , % In 2017, the Emergency Services program increased by $809,200 or 2.3% for a net budget of $35.3 million. Emergency Services provides services to educate the public with regards to fire related risks, prevents fires, enforces fire safety standards, suppresses fires and prepares and manages all emergencies throughout the town. Fire Suppression is the largest component of the budget at $30.4 million representing 86% of the total net budget which is comprised primarily of personnel costs to deliver emergency response services. Training and Fire Prevention total $2.4 million to create monthly training syllabuses; deliver programs based on legislated requirements and deliver Fire Protection and Prevention Act mandated programs. Administration, Emergency Planning and Communications makes up the balance with $2.4 million to ensure quality services are provided in accordance with standard operating guidelines and ensure adequate level of municipal preparedness for large scale emergencies. Emergency Services Page 155

156 Net Program Budget Change Administration and Emergency Planning has increased $31,200 primarily due to inflationary adjustments for wages and benefits. Training and Fire Prevention has increased $32,100 primarily due to inflationary and contractual agreements for salaries and benefits which is partially mitigated with increased false alarm and by-law revenue. In addition professional development fees were reduced to match 5 year trends. Suppression has increased $653,300 as a result of inflationary and contractual agreements to salaries and benefits which is partially mitigated with fuel savings and reduced internal labour costs for vehicle maintenance. Communications has increased $92,600 mainly as a result of increased charges for shared Suppression dispatch services with Burlington Fire. Emergency Services Page 156

157 Program Budget by Component Net $35,268, Expenditures 2017 Revenues Minor Capital & Transfer to Reserves, 1,573,300 $35.6M Personnel Services & Benefits, 31,165,200 Internal Recoveries, 32,500 $0.4M Other Expenditures, 34,800 Internal Charges, 389,600 Purchased Services, 1,811,500 Materials & Supplies, 654,800 Activity Revenue, 328,000 The Emergency Services program s total gross expenditures are $35,629,200 and total revenues are $360,500, resulting in a net budget of $35,268,700. In 2017, the net budget has increased by $809,200 or 2.3%. The main drivers for the budget are noted in the details below: Personnel Services and Benefits are the largest cost component at $31.2 million and represent 87% of the total gross expenditures. In 2017, personnel costs have increased by $804,800, primarily due to anticipated contractual increases to salaries and benefits and position movements through the pay bands. Adjustments have been made where retirements have been replaced with new hires. Purchased Services total $1.8 million and in 2017, have increased by $85,800 primarily due to contract increases for the suppression dispatch system shared with the City of Burlington. Minor Capital & Transfers to Reserves total $1.6 million and include transfers to the Fire Vehicle and Equipment reserve for future replacements as assets reach the end of their useful life. In 2017, the budget remains unchanged. Materials & Supplies have decreased by $21,400 primarily due to a decrease in fuel prices to $0.85 per litre. Internal Charges have decreased by $28,800 for fleet vehicle maintenance charges to reflect recent three year activity. Activity Revenue makes up 91% of total revenues which have been increased $31,000 to reflect new recovery opportunities for in-town vehicle accident revenue. Emergency Services Page 157

158 Operating Budget Forecast Emergency Services Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 1,355,600 1,388, % 1,428, % Emergency Planning 22,600 22, % 22, % Training 1,083,600 1,105, % 1,132, % Fire Prevention 1,371,800 1,405, % 1,443, % Suppression 30,707,800 31,480, % 34,117, % Communications 1,055,300 1,055, % 1,055, % TOWARF 32,500 32, % 32, % Total Gross Expenditures 35,629,200 36,490, % 39,231, % Tax Levy By Service Administration 1,355,600 1,388, % 1,428, % Emergency Planning 22,600 22, % 22, % Training 1,068,600 1,090, % 1,117, % Fire Prevention 1,328,300 1,362, % 1,399, % Suppression 30,438,300 31,211, % 33,847, % Communications 1,055,300 1,055, % 1,055, % TOWARF % - 0.0% Total Tax Levy 35,268,700 36,130, % 38,870, % Gross Expenditures By Type Personnel Services & Benefits 31,165,200 31,969, % 34,400, % Materials & Supplies 654, , % 687, % Purchased Services 1,811,500 1,811, % 1,984, % Internal Charges 389, , % 399, % Other Expenditures 34,800 34, % 34, % Minor Capital & Transfer To Reserves 1,573,300 1,613, % 1,724, % Total Expenses 35,629,200 36,490, % 39,231, % Revenues By Type Activity Revenue 328, , % 328, % Internal Recoveries 32,500 32, % 32, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 360, , % 360, % Tax Levy $ 35,268,700 $ 36,130, % $ 38,870, % Emergency Services Page 158

159 Budget Forecast Highlights 2018 includes increase to anticipated fleet usage. All other increases are inflationary in nature budget includes partial year impacts associated with the opening of Station 8 in the fall of 2019, as well as an increase transfer to the Fire Vehicle and Equipment reserve as a result of an additional pumper to be purchased Recommended Capital Budget The capital budget for Emergency Services will provide funds to ensure that the Fire station infrastructure, vehicles and equipment are maintained to a state of good repair. The relocation of Fire Station 3 to the Trafalgar Park site is part of the Trafalgar Park Revitalization project, and the Station is expected to be open in Demolition of the old Station 3 site will begin in A feasibility study for a permanent Station 9 will also be completed in Construction for a new station (Station #8) will begin in 2018 to be completed in 2019 to service residents in North Oakville. Station 4 is forecasted to require full replacement and will be expanded, with design scheduled for 2019 and construction in Capital Budget & Forecast Operating Impact Emergency Services Classification DC Growth - New Station # 8 Growth 2,029,000 4,733,000 1,706, Fire Station Facility Maintenance Infrastructure Renewal 96,000 48,000 54, Furniture and Equipment Replacement Infrastructure Renewal 10,000 10,000 46, Fire Vehicle and Equipment Replacement Infrastructure Renewal 1,037,800 1,149, , Portable Radio Equipment Infrastructure Renewal 25,000 25,000 25, Specialized Equipment - New Infrastructure Renewal 25,000 25,000 25, Fire Dispatch Centre Equipment Replacement Infrastructure Renewal 50,000 50,000 50, Protective Clothing Replacement Infrastructure Renewal 101, , , Fire Training Facility Infrastructure Renewal 181, , , Specialized Equipment Replacement Infrastructure Renewal 151, , , Fire Station #3 - Demolition Strategic Priorities 363,000 1,522, Station # 4 Expansion Growth 2,029, Appleby Dispatch CAD system upgrade Infrastructure Renewal 754, Fire Station - No. 9 Growth 50,000 Total Emergency Services 2,089,800 5,291,800 9,082,800 1,706,700 Operating impacts associated with the opening of Fire Station 8 in the fall of 2019 include 16 new Fire Fighters and 4 new Captains, uniforms and protective clothing, utilities and insurance. Emergency Services Page 159

160 Page 160

161 test Program: Recreation and Culture Services Program Based Budget Page 161

162 Vision All residents of Oakville are engaged in meaningful, diverse and accessible recreation and cultural experiences that foster individual, family and community wellbeing. Mission To support the development of a healthy, vibrant and cultural community in Oakville by: Providing quality programs and services Enhancing community capacity Ensuring access to programs and services Key Initiatives Implementation of Recreation and Culture Department Strategic Plan Older Adult Strategic Review Construction of Trafalgar Park Communty and Older Adults' Centre (Oakville Arena) Recreation Software Replacement (CLASS) Consultation and Design of South East Oakville Community Centre Theatre Feasibility Study Canada / Ontario 150 initiatives (Canada Day, New Year's Event) Implementation of Cultural Plan Parks, Recreation and Library Facilities Master Plan Review Recreation and Culture Services Page 162

163 Program Services The Recreation and Cultural Services program is responsible for the effective delivery of: recreation services that support healthy, active living; cultural services and experiences; community development and support; and the provision of high quality and accessible facilities. This requires an excellent understanding of the community, its demographics and the changing needs of the residents as well as expertise necessary for the development and delivery of safe, appropriate, high quality and professional services. Admin $0.4M Establish Strategic Plans and Policies Cultural Services $2.8M Program Development & Support $2.3M Community Development Program Support Registration and Bookings Marketing and Development Recreation & Culture Hubs $10.7M Administration and Grants Oakville Centre for the Performing Arts Museum Events Galleries Facility Admin and Maintenance Support Glen Abbey Hub Sixteen Mile Hub Iroquois Ridge Hub River Oaks Hub QEPCCC Hub Southern Facilities Seniors Centres Recreation and Culture Services Page 163

164 Key Performance Indicators 1. Percentage of gross operating budget % 13.9% 13.8% 13.9% 13.8% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 21.3% 21.1% 21.2% 20.0% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total town FTEs. How Calculated: Total program FTEs including part-time / total town FTEs including part-time (includes Galleries) 3. Square meters of recreation facilities per 1000 population (ISO supporting indicator) Why Important: Demonstrates availability of indoor recreational facilities to residents How Calculated: facility inventory size taken from building floor plans. 4. Square meters of cultural facilities per 1000 population Why Important: Appropriate provision of dedicated or specialized cultural facilities allows residents to be able to experience and partake in cultural activity and for groups and organizations to have access to space. How Calculated: Total municipal space dedicated to culture. Total space of Gariloch Gallery, Oakville Museum and Coach House, Sovereign House, Thomas House, Oakville Historical Society, Old Post Office, Oakville Galleries at Centennial Square and OCPA and 50% or 6689 m2 of QEPCCC. 5. Program capacity rates (registered programs) % 74% 75% 77% 74% Why Important: Determines efficiency, relevance and utilization of program planning efforts of staff How Calculated: Utilizes program enrollment data - Qlikview Recreation and Culture Services Page 164

165 6. Participant hours for recreation programs per capita YTD Why Important: Captures the activity level of facility and program users How Calculated: Utilizes program enrollment and course durations. For facility rentals, average hourly participation rates are assigned based on sport assumption. For memberships, assumes 60 minute participation - Qlikview 7. Number of culture participants per 1000 population n/a n/a Why Important: Reflects uptake of cultural programs and services How Calculated: Annual attendance at Erchless Estate, OCPA and Oakville Galleries. Registered program participants at QEPCCC. Does not include events or exhibitions. 8. Percentage of citizens satisfied with recreation and culture programs and services n/a 85% 86% 85% 86% Why Important: Program surveys capture customer experience scores about the program, the instructor, the facility and the registration experience. How Calculated: Utilizes customer feedback system survey results - SharePoint Recreation and Culture Services Page 165

166 Staffing Overview Program: Recreation Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Administration Program Development and Support Recreation and Culture Hubs (1.9) (2.4) (4.3) Cultural Services Total Recreation Services (1.9) (0.9) Overall the staff complement for Recreation and Culture is for 2017, which overall is a reduction of 0.9 FTE. Changes during the year include: 1.0 FTE has been reallocated from Corporate to Recreation and Culture as part of the change needed for the departmental re-org. The position was used for a new Community Engagement Specialist. 1.9 FTE reduction has been included as a result of service efficiencies found in part-time. Other Part-time adjustments have been made to reallocated staff as a result of the re-organization completed to implement the new strategic direction. Recreation and Culture Services Page 166

167 Program Services Budget Overview Services/Activities: 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 413, , , ,700 14, % Program Development & Support 3,338,300 2,165,200 3,406,100 2,289, , % Recreation and Culture Hubs Facility Hub Admin 1,488, , , , , % Glen Abbey Hub 3,472,100 1,397,000 3,963,900 1,423,800 26, % River Oaks Hub 2,859, ,900 3,282, ,600 (21,300) (2.3%) Sixteen Mile Hub 5,781,500 1,833,800 5,403,300 1,894,100 60, % Iroquois Ridge Hub 4,008,000 1,493,900 4,296,800 1,490,300 (3,600) (0.2%) QEPCCC Hub 7,800,900 3,217,200 5,304,100 3,323, , % Southern Facilities 1,862, ,800 1,555, ,500 (139,300) (14.9%) Seniors Centres 845, , , ,500 1, % sub-total 28,118,300 10,512,700 25,050,700 10,684, , % Cultural Services Admin & Grants 635, , , ,100 17, % Oakville Centre 2,391, ,900 2,564, ,000 21, % Museums 670, , , ,200 12, % Events 496, , , ,000 42, % Oakville Gallery Grant 953, ,700 1,038, ,200 6, % sub-total 5,147,000 2,713,300 5,469,600 2,814, , % Total 37,017,500 15,805,100 34,355,100 16,216, , % Recreation and Culture Services Page 167

168 The 2017 budget presented is a combined budget of the former Recreation Services Program and Cultural Services Program which make up the Recreation and Culture Department. The department has recently undergone a re-organization to better serve the needs of the community and the 2017 budget, as presented, reflect those changes. For comparative purposes, the 2016 budget has been restated. Overall, the 2017 budget has increased by $411,600 or 2.6%, resulting in a net total budget of $16.2 million including Galleries. The largest portion of the budget are the Recreation and Culture Hubs totaling $10.7 million which deliver and manage all types of programs and services within a geographic area to reflect the new strategic direction of the department. As a result, budgets have been re-aligned to reflect service by geographical location rather than by activity type. This involved consolidating aquatics, outdoor pools, children, youth, adult and fitness services into various Hubs. The budget for recreation and cultural programing at QEPCCC has been included in this section as part of the QEPCCC Hub. Cultural Services is the second largest service area at $2.8 million which delivers and manages cultural services related to Oakville Centre, Museum, Events and Cultural grants including Galleries. The remainder of the budget is comprised of Program Development and Support which provides customer care and service to customers, internal program and business support and support to community groups and organizations, and Administration which provides overall management, policy and strategic directions across the department. Recreation and Culture Services Page 168

169 Net Program Budget Change Administration has increased $14,800 primarily due to increases for professional development, office furniture and consultants fees. Program Development and Support has increased $123,900 primarily due to contractual increases and adjustments to salaries and benefits as a result of the departmental re-org. Additional changes include increases to bank charges and decreases to corporate sponsorship revenue. Recreation and Culture Hubs has increased $171,700. Much of the increase is for adjustments to personnel costs and utility budgets due to impacts from cap and trade. These increases have been partially offset by additional revenue anticipated for program registrations. Increases and decreases within the various Hubs reflect the re-alignment of the budget into geographical areas. In addition, it should be noted that due to the closure of Oakville Arena, budgets have been reallocated to accommodate ice programming at other facilities. Culture Services has increased by $101,200 mainly as a result of increases to personnel, municipal grants and advertisements. Recreation and Culture Services Page 169

170 2017 Program Budget Drivers - Net $16,216, Expenditures 2017 Revenues Personnel Services & Benefits, 19,970,600 Internal Recoveries, 502,700 Minor Capital & Transfer to Reserves, 3,112,600 Other Expenditures, 760,700 Internal Charges, 1,055,100 Purchased Services, 4,508,000 $34.4M Materials & Supplies, 4,948,100 Activity Revenue, 16,815,900 $18.1M $18.1M Grants, 631,600 Other Revenue, 188,200 The Recreation and Cultural Services program s total expenditures are $34,355,100 and total revenues are $18,138,400, resulting in a net budget of $16,216,700. In 2017, the budget has increased by $411,600 or 2.6%. The main drivers are: Personnel Services and Benefits have increased by $159,600. With over 58% of the gross expenditures, personnel makes up the largest expense component for Recreation and Culture with full complement being FTEs. The department implemented a planned re-org in 2016 with the additional personnel impacts being completed in Much of the service level and inflationary changes to the budget were mitigated with additional revenue and reductions to expenses. Materials and Supplies has a total budget of $4.9 million making up 14.8% of the gross expenses, which is an increase by $197,500. Inflationary increases expected for utility costs to operate the facilities contributed an increase of $268,000 to the budget, which has been partially offset with budget efficiencies to external reproductions and office supplies. Purchased Services makes up the third largest component with a budget of $4.5 million which has increased by $65,600 as a result of increases to professional fees and janitorial costs. Recreation and Culture Services Page 170

171 Minor Capital &Transfers to Reserves total $3.1 million and consist mainly of transfers to the Building Maintenance and Replacement reserve for future asset replacement needs as building components reach the end of their useful life. In 2017, costs have increased by $318,200. Internal Charges have decreased by $591,100. This cost category consists of the expenses charged to Recreation and Culture by other departments and is based on usage of services. In addition, in previous years internal charges for facility usage were charged to recreation program areas, however, due to the reorganization of the department s reporting structure, chargebacks and recoveries within the same hub were removed resulting in a decrease to the internal charges. Internal recoveries, in turn, have also been adjusted resulting in a zero net impact overall. Other Expenditures have increased by $26,700 mostly for increases expected within municipal grants and bank charges. Over 93% of the revenue earned by the department is attributed to Activity Revenue with a total of $16.8 million. For 2017, activity revenue has increased by $432,300. This is the result of increases to registration due to consideration of new programs, increased registrations and inflationary rate increases. The largest increase to activity revenue was within registration fees. Based on trend and with the departmental re-org, it is anticipated that the number of program participants will increase as the staff are able to provide better targeted programs and improve access. Grants maintains 4% of total revenue with $631,600 which have decreased by $42,900. Grant revenue is comprised primarily of funding received through Provincial and Federal grants for various cultural programs. In 2017, a reduction in grant funding is anticipated in the Oakville Centre for the Performing Arts and Community Development areas due to a redistribution of funding allocation by the Federal and Provincial governments. Internal Recoveries have decreased by $623,300, primarily as a result of changes related to the new reporting structure, internal recoveries that were deemed redundant as the overall impact is zero were removed. This affected both the Internal Charges and Internal Recoveries. Recreation and Culture Services Page 171

172 Operating Budget Forecast Recreation and Culture Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures by Service Administration 428, , % 447, % Program Development & Support 3,406,100 3,464, % 3,464, % Recreation and Culture Hubs 0.0% 0.0% Facility Hub Admin 385, , % 399, % Glen Abbey Hub 3,963,900 4,041, % 4,042, % River Oaks Hub 3,282,200 3,377, % 3,402, % Sixteen Mile Hub 5,403,300 5,486, % 5,508, % Iroquois Ridge Hub 4,296,800 4,542, % 4,601, % QEPCCC Hub 5,304,100 5,442, % 5,444, % Southern Facilities 1,555,700 1,734, % 2,131, % Seniors Centres 859, , % 878, % Total Recreation and Culture Hubs 25,050,700 25,902, % 26,409, % Cultural Services Admin & Grants 653, , ,100 OPCA 2,564,500 2,649,000 2,707,000 Museums 680, , % 735, % Events 533, , % 537, % Oakville Galleries Grant 1,038,300 1,055, % 1,055, % Total Cultural Services 5,469,600 5,604, % 5,704, % Total Gross Expenditures 34,355,100 35,412, % 36,024, % Tax Levy by Service Administration 428, , % 447, % Program Development & Support 2,289,100 2,347, % 2,347, % Recreation and Culture Hubs 0.0% 0.0% Facility Hub Admin 385, , % 374, % Glen Abbey Hub 1,423,800 1,471, % 1,472, % River Oaks Hub 885, , % 930, % Sixteen Mile Hub 1,894,100 1,925, % 1,923, % Iroquois Ridge Hub 1,490,300 1,701, % 1,758, % QEPCCC Hub 3,323,600 3,364, % 3,350, % Southern Facilities 797, , % 1,343, % Seniors Centres 484, , % 497, % Total Recreation and Culture Hubs 10,684,400 11,241, % 11,650, % Cultural Services Admin & Grants 653, , % 669, % OPCA 938, , % 967, % Museums 562, , % 616, % Events 310, , % 313, % Oakville Galleries Grant 351, , % 368, % Total Cultural Services 2,814,500 2,893, % 2,936, % Total Tax Levy $ 16,216,700 $ 16,923, % $ 17,381, % Recreation and Culture Services Page 172

173 Operating Budget Forecast Continued Recreation and Culture Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Type Personnel Services & Benefits 19,970,600 20,601, % 20,754, % Materials & Supplies 4,948,100 5,086, % 5,180, % Purchased Services 4,508,000 4,713, % 4,868, % Internal Charges 1,055,100 1,105, % 1,105, % Other Expenditures 760, , % 779, % Minor Capital & Transfer To Reserves 3,112,600 3,126, % 3,336, % Total Expenditures 34,355,100 35,412, % 36,024, % Revenues By Type Activity Revenue 16,815,900 17,116,800 (1.8%) 17,271,000 (0.9%) Internal Recoveries 502, ,800 (10.0%) 552, % Grants 631, , % 631, % Other Revenue 188, , % 188, % Total Revenues 18,138,400 18,489,400 (11.8%) 18,643,600 (0.8%) Tax Levy $16,216,700 $16,923, % $17,381, % Budget Forecast Highlights Much of the changes to budgets reflect contractual and inflationary increases. However, the planned opening of Oakville Arena Community Centre and Older Adult Facility (formally Oakville Arena and Kerr Street Seniors Centre) in 2018, will require additional operating expenses for the new larger facility as well as additional personnel and programming materials. Corresponding programming revenue increases have been included which offset the increase in expenditures. Recreation and Culture Services Page 173

174 Recommended Capital Budget The capital forecast for 2017 is focused on continuing to ensure the state of good repair for all recreation facilities. The Trafalgar Park Revitalization project will begin construction and Glen Abbey will see renovations to the fitness change room. The Oakville Centre for the Performing Arts will replace its concert grand piano and staff will undertake a full feasibility study, design study and business case for the expansion, renovation or rebuilding of the OCPA. Completion of the study will allow staff and Council to make recommendations and decisions regarding renovation, expansion or rebuilding of the theatre. Having completed a backlog of large capital projects, the Oakville Museum has a minimal capital budget for small repairs and maintenance and interiors. Contingent upon receiving provincial grant funding, a project to add a kitchen to QEP Community & Cultural Centre for public use has been recommended for Operating impacts for Trafalgar Park and the New Youth Centre are for additional building utilities, staff and contracted services. Capital Budget & Forecast Operating Impact Recreation and Culture Classification Trafalgar Park Revitalization Community Enhancements 13,029,000 21,000,000 1, , , Ice Resurfacer Replacement Infrastructure Renewal 101, , ,000 7, Southern Arena's - Repair, Replacement Infrastructure Renewal 85,500 85,000 70, South Arenas Interiors Infrastructure Renewal 26, Outdoor Pools - Repairs, Replacement Infrastructure Renewal 166,000 91,100 5, Stand Alone Pool Interiors Infrastructure Renewal 30, Stand Alone pools - Repairs, Replacement Infrastructure Renewal 83,000 44, , Stand Alone pools - Furniture Infrastructure Renewal 8,000 25,000 21, White Oaks - Tile Pool Tank Infrastructure Renewal 121, Youth Centres - Furniture and Equipment Infrastructure Renewal 5,000 5,000 5, Recreation Planning Studies Infrastructure Renewal 75,000 75,000 75, Senior's Centre - Repairs, Replacement Infrastructure Renewal 26,500 56,300 11, Senior Centre Interiors Infrastructure Renewal 101, Senior's Centre - Furniture, Equipment Rplcmnt Infrastructure Renewal 5,000 5,000 5, New Youth Centre Growth 152, ,300 1, ,100 59, River Oaks - Furniture/Equipment Replacement Infrastructure Renewal 61,000 62,000 5, River Oaks - Repairs, Replacement Infrastructure Renewal 75, ,500 70, River Oaks - Zamboni Tunnel Floor Infrastructure Renewal 90, River Oaks - Fitness Changeroom Reno/Accessibility Infrastructure Renewal 415, River Oaks Interior Renovations Infrastructure Renewal 58,500 59, River Oaks - Replace Slab A Ice Rink Infrastructure Renewal 50,000 1,479, Iroquois Ridge - Repairs and Replacement Infrastructure Renewal 58, ,000 10, Iroquois Ridge - Furniture/Equipment Replacement Infrastructure Renewal 14,000 16,000 13, Iroquois Ridge - Storage Expansion Infrastructure Renewal 540,000 10, Glen Abbey - Fitness Changeroom Reno/Accessibility Infrastructure Renewal 406, Glen Abbey - Repairs, Replacement Infrastructure Renewal 170,200 53, ,000 (6,000) Glen Abbey - Water Slide Structural Review and Replacement Infrastructure Renewal 25, , Glen Abbey - Furniture/Equipment Replacement Infrastructure Renewal 51,600 91,600 23, GA - Fitness Expansion Study Strategic Priorities 151,000 Recreation and Culture Services Page 174

175 Capital Budget & Forecast Operating Impact Recreation and Culture Classification QEPCCC - Kitchen Renovation Infrastructure Renewal 257, QEPCCC Facility Repairs and Replacements Infrastructure Renewal 120, ,000 49, QEPCCC - Furniture and Equipment Infrastructure Renewal 31,500 76,000 40, QEPCCC Facility Enhancements Infrastructure Renewal 70,000 35,000 73, Joshua's Creek Arena Repairs and Maintenance Infrastructure Renewal 15, , , Mile Repairs and Maintenance Infrastructure Renewal 25,000 20,000 29, Mile Marquee Sign Infrastructure Renewal 141, Oakville Centre - Repairs, Replacement Infrastructure Renewal 146, ,000 18, Oakville Centre - Acoustic System Replacement Infrastructure Renewal 452, OCPA - Replacement of Concert Grand Piano Infrastructure Renewal 241, OCPA Feasability Study Infrastructure Renewal 400, Oakville Centre Lobby Expansion Infrastructure Renewal Museum - Coach House Study & Reno Infrastructure Renewal 1,433,700 40,500 (34,800) Museum - Repairs and Maintenance Infrastructure Renewal 15,000 22,000 5, Galleries Collection Infrastructure Renewal 12, Galleries Equipment Infrastructure Renewal 5,000 Total Recreation and Culture 15,932,100 26,643,300 3,282,400 (3,100) 394, ,100 Recreation and Culture Services Page 175

176 Page 176

177 Program: Library Services Program Based Budget Page 177

178 Vision Inspiring Oakville Mission Cultivating discovery and creativity by: Providing access to resources for information and recreation Fostering the joy of reading and learning for all ages Offering a welcoming and supportive environment Key Initiatives Implement the action plan from the Strategic Plan by re envisioning services to meet the immediate and emerging needs of both in person and mobile customers. Successfully construct and open the first Creative Digital Hub at Iroquois Ridge Library on July 2, Create and execute a new fundraising plan, determining development opportunities for programming and collection enhancements. Review of revised service level agreements with Halton Information Providers (HIP), confirming Information Oakville as lead role and maximizing finanical support for all partners. Complete the implementation of all RFID check in & out technology, security gates in all locations. Ensure the capital forecast is in line with the outcome of the Parks, Recreation, Culture & Library Facility Master Plan. Library Services Page 178

179 Program Services The Oakville Public Library serves as a community hub and provides residents with collections, content, programs, physical and virtual spaces to meet the informational and recreational needs of residents. The library fosters a love of reading, collaboration, innovation, promotes literacy and lifelong learning. Community Engagement $1.0M Administrative Services $0.6M Support the Library Board Strategic Planning HR & corporate functions Develop relevant, innovative and creative programs and events Create community partnerhisp, fundraising and sponsorship opportunities Marketing and communication Branch Services $4.4M Collections & Technologies $2.7M Provide physical and digital collections and programming to the public Service provided through six branches, ten book nooks, five book depots, one incubator space as well as through outreach delivery and programming Develop flexible community spaces to maximize collaboration and innovation Collect, create and provide access to relevant collection to meet the evolving community needs Support the public with digital and media literacy skills Leverage technology to provide efficient and convenient public services Information Oakville Library Services Page 179

180 Key Performance Indicators 1. Percentage of gross operating budget % 4.9% 4.7% 4.5% 4.2% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 7.6% 7.3% 7.2% 6.9% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Number of active library cardholders per capita [cardholder purge occurred and definition was modernized to reflect industry best practices] N/A 41% 42% 39% 41% (September) Why Important: Reflects relevance of Library service to the community How Calculated: # active cardholders / population 4. Collection breakdown (% mix) - % annual operating budget of digital vs. print/audio visual % / 84.4% 21% / 79% 20.8% / 79.2% 29.2% / 70.8% 31% / 69% Why Important: Trend in spending reflects the increased supply of digital resources How Calculated: Total operating budget electronic resources Library Services Page 180

181 5. Percentage of citizens satisfied with library programs and services % 90% Why Important: Town Citizen Survey respected tool to measure community satisfaction with library services. Survey completed every two years. How Calculated: Town-selected third-party consultant 6. Number of library items borrowed per capita annually TBD Why Important: Reflects one core aspect of library service How Calculated: Circulation / population Library Services Page 181

182 Staffing Overview Program: Library Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Administration Services Community Engagement Branch Services 66.8 (2.7) 64.1 (2.7) Collections and Technology Total Library (2.7) (2.5) In 2017 there will be a capital impact resulting in a 2.7 FTE reduction due to the streamlining of process with the implementation of RFID / AMH systems (2.6 FTEs) and the final phase of the Print Management project (0.8 FTEs). Capital reductions are partially offset with the addition of.7 FTEs for the Iroquois Ridge Digital Creation Hub. In addition, a service adjustment has added 0.2 FTE for a part-time facility operator to meet current demands within the Library operating hours of service. The net result will be a 2.5 FTE reduction for Library Services. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2016 vs vs (%) Administrative Services 746, , , ,100 27, % Community Engagement 1,148, ,500 1,234,000 1,016,700 40, % Branch Services 4,587,600 4,274,300 4,650,600 4,359,500 85, % Collections & Technologies 2,655,600 2,615,600 2,721,500 2,680,100 64, % Total 9,138,600 8,430,800 9,380,500 8,648, , % Overall the Library Services budget has increased by $217,600 or 2.6% resulting in a net total budget of $8,648,400. Branch Services represents approximately half of the budget at $4.4M which provides services through six physical branches, book nooks, book depots and an incubator hub. Collections & Technologies is the second largest portion at $2.7M which represents costs for various collection materials and technology support for both services and the public. Other services include Community Engagement at $1.0M and Administrative Services at $0.6M. Library Services Page 182

183 Net Program Budget Change Administration Services has increased $27,700 primarily due to wage adjustments and inflationary increases for salaries, benefits and training development. Community Engagement has increased $40,200 primarily due to inflationary and contractual agreements to salaries and benefits. In addition the transfer to reserve fund has increased $35,000 for The Friends of the Library which is partially mitigated with $20,000 increased revenue from books donated for sale. Branch Services has increased $85,200 which includes inflationary and contractual agreements to salaries, benefits and utilities. Operating impacts from capital include part-time staff for the new Iroquois Ridge Digital Creation Zone which is offset with personnel savings from RFID and print management projects for a net reduction of 2.5 FTE s. Fine revenue was also decreased to reflect current trends. In addition onetime funding of $46,000 for the implementation of the strategic plan has been included as a result of savings from the temporary closure of Iroquois Ridge as approved by the OPL board. Collections & Technologies has increased $64,500 primarily due to inflationary increases for salaries and benefits and reallocations to collections. Library Services Page 183

184 Program Budget by Component Net $8,648, Expenditures 2017 Revenues Personnel Services & Benefits, 7,097,400 $9.4M Materials & Supplies, 1,379,100 Other Revenue, 160,000 $0.7M Activity Revenue, 384,800 Minor Capital & Transfer to Reserves, 66,000 Other Expenditures, 41,000 Internal Charges, 112,000 Purchased Services, 685,000 Grants, 187,300 In 2017, the Library Services program s total expenditures are $9,380,500 and total revenues are $732,100 resulting in a net budget of $8,648,400. The net change from the prior year $217,600 or 2.6%. The main drivers of the budget are noted in the details below: Personnel Services & Benefits is the largest cost component with $7.1 million representing 75% of total gross expenditures. Personnel costs have increased by $160,000 primarily due to inflationary increases for wages and benefits. In addition $21,000 has been included for staffing of the new Iroquois Ridge Digital Creation Hub. Increases were partially mitigated with personnel savings from implementation of automated checkout and material handling systems (RFID + AMH) which will begin in 2017 along with final phase of savings from Print Management. Increased Facility Operator hours were fully offset with a reduction in contracted maintenance services. Materials and Supplies is the second largest component with $1.4 million which have increased by $81,000 primarily due to inflation and reallocations for collections. In addition a $30,000 increase for collections has been incorporated which will be recovered through the Development Reserve Fund for a zero impact to the tax levy. Library Services Page 184

185 Purchased Services have decreased $60,100 primarily due to a reduction of contracted services to mitigate additional part-time hours mentioned above and processing supplies which were reallocated to collections. Internal Charges have increased $21,500 due to updated service agreements between Glen Abbey and Iroquois Ridge with the respective recreation centers for which they share facilities. Activity Revenue is the largest revenue component which is mainly comprised of fines, admissions, room rentals, and photocopy revenue and registration fees. In 2017, revenues have been decreased by $6,800 primarily due to a reduction in fine revenue to match the 5 year trend. Other Revenue have increased by $30,000 due to incorporating funding from Library Development reserve fund transfer to mitigate the collection expenditure. Grants consists of a Public Library Operating and Pay Equity grant from the Province of Ontario to assist in operational needs. The grant has remained relatively static for approximately 10 years at $182,300. Library Services Page 185

186 Operating Budget Forecast Library Services Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administrative Services 774, , % 806, % Community Engagement 1,234,000 1,260, % 1,291, % Branch Services 4,650,600 4,721, % 4,992, % Collections & Technologies 2,721,500 2,736, % 2,805, % Total Gross Expenditures 9,380,500 9,508, % 9,895, % Tax Levy By Service Administrative Services 592, , % 624, % Community Engagement 1,016,700 1,043, % 1,074, % Branch Services 4,359,500 4,425, % 4,690, % Collections & Technologies 2,680,100 2,694, % 2,763, % Total Tax Levy 8,648,400 8,770, % 9,152, % Gross Expenditures By Type Personnel Services & Benefits 7,097,400 7,181, % 7,475, % Materials & Supplies 1,379,100 1,364,300 (1.1%) 1,397, % Purchased Services 685, , % 803, % Internal Charges 112, , % 112, % Other Expenditures 41,000 41, % 41, % Minor Capital & Transfer To Reserves 66,000 66, % 66, % Total Expenses 9,380,500 9,508, % 9,895, % Revenues By Type Activity Revenue 384, ,300 (1.4%) 395,900 (1.4%) Internal Recoveries % - 0.0% Grants 187, , % 187, % Other Revenue 160, , % 160, % Total Revenues 732, ,600 (0.8%) 743,200 (0.8%) Tax Levy $8,648,400 $8,770, % $9,152, % Library Services Page 186

187 Budget Forecast Highlights 2018 increases include capital impacts of $157,900 for half year of expenses relating to the new Bronte branch which is mitigated through savings from RFID + AMH of ($212,300) and a (5.3) FTE reduction. Annualization of the Iroquois Ridge Digital Creation Zone has been included at $23,800. $66,800 in savings from RFID for collections materials is partially offset with $20,000 in materials for the anticipated new Bronte branch. In addition inflationary increases have been included for all branch services and wages and benefits reflects annualization of Bronte branch at $157,100. In addition a $20,000 capital impact in collection materials for Bronte branch as well as $5,100 inflation of materials for all other branches. Inflationary costs for salaries and benefits have also been included Recommended Capital Budget The Oakville Public Library capital forecast provides funds to maintain the library branch facilities in a state of good repair. There are a number of capital projects that will provide enhanced service to residents. The OPL Board believes that the future of library content is a mixture of digital and traditional collections and that library space is collaborative, innovative and flexible. With this concept in mind the library is proposing the reorganization of spaces within the Library and the creation of a digital creation hubs at branches, increasing the technology available to patrons. A Digital Creation Hub will be complete at Iroquois Ridge in 2017, with a second hub planned for Glen Abbey in Library service will also be added to the Bronte area through the lease of space in Capital Budget & Forecast Operating Impact Library Services Classification Iroquois Ridge Digital Creation Hub Strategic Priorities 45,000 23,600 23, Library Interiors Infrastructure Renewal 98, Libraries Capital Replacement Infrastructure Renewal 30,000 15, Library Furniture and Equipment Infrastructure Renewal 52,000 52,000 52, Bronte Branch Library (Leasehold improvements and collections) Growth 743, , , White Oaks Library Renovation Infrastructure Renewal 261, Iroquois Ridge Refresh Strategic Priorities 50, Glen Abbey Digital Creation Hub Strategic Priorities 100, , Library Master Plan Update Growth 50,000 Total Library Services 275,500 1,171, ,000 23, , ,100 These projects will have an impact on the operating budget in the coming years. The opening of a Library branch in Bronte will add part-time personnel, collection, property rental, and facility maintenance costs. Additional costs for part time staff are also included for the Digital Creation Hub at Iroquois Ridge. Library Services Page 187

188 Page 188

189 Program: Parks and Open Space Program Based Budget Page 189

190 Vision A commitment to a better quality of life for individuals, families, businesses today and tomorrow and to make Oakville the most livable town in Canada by developing and managing a safe and sustainable open space system for all our citizens to use and enjoy. Mission A commitment to ensuring a diverse range of open space opportunities that preserves and enhances the quality of life for present and future generations. This will be accomplished by protecting and enhancing our heritage and environment, facilitating community partnerships and providing effective, efficient services through a dedicated and professional staff. Key Initiatives Continue implementing invasive species strategy focusing on Emerald Ash Borer management plan at this time. Complete update to Urban Forest Strategic Management Plan and report to Council. Implement updated Private Tree By law (if approved by Council). Complete trail accessibility audit and report to Accessibility Advisory Committee. Continue implementation of 16 Mile Creek West Shore Landscape Masterplan. Rehabilitate soccer fields at Oakville Park, construct new track, walking paths and fieldhouse to accommodate new Conseil Scolaire Viamonde school. Assist in key corporate initiatives such as Trafalgar Park/Oakville Arena project, former hospital lands site redevelopment. Parks and Open Space Page 190

191 Program Services Parks and Open Space provide activities through the following services: Parks & Open Space Admin $0.5M Forestry $2.9M Overall supervision of department and ensure quality of customer service Park Planning & Dev. $0.3M Planning and development of new parkland and open space Impementation of parks master plans and capital infrastructure renewal Review planning applications, agreements and amendments for town parks and open space impact Maintenance of parkland, horticulture beds, trails and park Parks Mtc. pathways $12.4M Snow and ice removal at town facilities Maintenance of park structures, equipment and assets Maintenance of woodlots, trees along trail systems and large park trees Annual tree planting program Parks and Open Space Page 191

192 Key Performance Indicators 1. Percentage of gross operating budget % 6.9% 7.0% 6.9% 7.1% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 9.3% 9.2% 9.3% 9.3% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Hectares of open space per person Why Important: Reflects the total amount of parks and open space per person How Calculated: 1504 ha/192,100 pop 4. Kilometers of trails Why Important: Reflects the total number of recreational trail maintained How Calculated: Total km of trails from GIS, recalculated as of Percentage of ash canopy conserved % 73% 69% 60% 53% Why Important: It s a yardstick to measure the success of treating ash in the ash canopy conservation sub-program. How Calculated: Calculation is the sq.m of ash treated vs. total municipal ash canopy on roads and active parkland Parks and Open Space Page 192

193 Staffing Overview Program: Parks and Open Space Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Parks & Open Space Administration Park Planning & Development Parks Maintenance Forestry Total Parks and Open Space Parks and Open Space staff complement has increased by 4.4 for a total of FTE for The following provides details for the budget changes: To provide required services to the new parks and trails in North Oakville, 1.6 part-time and seasonal staff have been added as operating impacts from capital for ongoing maintenance. In addition, Parks Maintenance staff have increased by 1.0 FTE to provide the time required to train new summer staff for safety requirements and tasks. The Forestry service area has increased complement by 2.8 FTE. The additional seasonal staff is required to maintain the new trees in newly developed areas of Oakville primarily in the North. In addition, staff was added to support the private tree by-law as outline in the report to Council dated October 11 th Parks and Open Space Page 193

194 Program Services Budget Overview 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2017 vs vs 2016 (%) Parks & Open Space Administration 465, , , ,300 12, % Park Planning & Development 624, , , ,600 1, % Parks Maintenance 15,045,900 11,932,600 15,804,400 12,444, , % Forestry 3,847,300 2,987,900 3,865,200 2,851,500 (136,400) (4.6%) Total 19,982,900 15,638,100 20,784,900 16,028, , % In 2017, the Parks and Open Spaces budget has increased by $390,000 or 2.5% for a net total budget of $16.0 million. Parks Maintenance is the largest component of the net budget at 78% with $12.4 million which represents the cost to maintain and upkeep various parks and trails across town including activities such as grass cutting, sports field maintenance, horticulture, integrated pest management, sanitation services, maintenance of playground/splash pads and other amenities, and winter control at various town facilities. The second largest component is Forestry with a net budget of $2.9 million, which are costs for the preservation of the town s tree canopy that includes street and park trees, woodlots and trees along trail systems. Parks Planning & Development section focuses on the planning and development of new parks and open space facilities along with the replacement and renewal of existing park infrastructure at net budget of $264,600. Parks and Open Space Administration s total net budget is $467,300 and provides overall planning and customer service to client groups and stakeholders and ensures the efficient delivery of services to the community. Parks and Open Space Page 194

195 Net Program Budget Change Administration has increased by $12,500 to incorporate changes for personnel costs and revised property tax. Parks Planning and Development has increased $1,800. Inflation and contractual increases have been mitigated with increases to internal labour recovery from capital and reductions in professional development to reflect average spending. Parks Maintenance has increased $512,100 as a result of inflationary and contractual agreements to salaries and benefits, contracted services and utilities which is partially offset with increases to external revenues, reciprocal agreements and internal charges for winter control. In addition, the Parks Maintenance budget has been adjusted for capital impacts to include part time wages, contracted services and landscape material, for new parks being built in North Oakville. Forestry has decreased by $136,400. The approval of the private tree permit review resulted in an additional 1.5 FTE added to the budget in 2017 and annualized in Partial year of revenue from the private tree by-law has also been included which offsets overall budget increases in this area. In addition, costs have been added to Forestry Operations to maintain street trees planted in new subdivisions of North Oakville. Parks and Open Space Page 195

196 Program Budget by Component Net $16,028, Expenditures 2017 Revenues Materials & Supplies, 2,000,100 Internal Recoveries, 2,251,500 Personnel Services & Benefits, 10,679,800 $20.8M Purchased Services, 2,973,800 $4.8M Activity Revenue, 2,483,900 Minor Capital & Transfer to Reserves, 181,600 Other Expenditures, 196,300 Internal Charges, 4,758,400 Other Revenue, 21,400 The Parks and Open Space program s total expenditures are $20,784,900 and total revenue is $4,756,800, resulting in a net budget of $16,028,100. In 2017 the budget has increased by $390,000 or 2.5%. The main drivers include: Personnel Services & Benefits is the largest cost component with $10.7 million representing 51% of the total gross expenditures. In 2017, personnel costs have increased by $188,700 and include inflationary increases for salaries and benefits. Capital impacts for new parks being developed require additional part-time budget of $67,900, and to ensure new trees are properly maintained in new growth areas (2) part-time crews have been added at a cost of $51,900. Internal Charges are the second largest component with $4.8 million which are primarily the costs charged by Fleet and Stores services to maintain parks vehicles and equipment. In 2017, internal charges were increased by $231,800 to reflect actual vehicle maintenance required and adjustments to internal labour. Purchased Services total $3.0 million, which have increased by $200,200. The majority of this increase is for contracted services for winter control, environmental services and to support work done for Oakville Hydro which is recoverable. Materials and Supplies have increased by $142,600 which is primarily driven by an additional $68,500 for utilities, and $59,100 as an impact from capital to maintain new park infrastructure. Other Expenditures have increased by $11,700, to account for adjustments for property taxes and license and permits. Parks and Open Space Page 196

197 Activity Revenue represents 52% of the total revenue and includes sport field rentals as well as recoveries from the Region and Hydro for services done on their behalf. In 2017, activity revenue has been increased by $370,800 to reflect adjustments to sports field rental fees and volume of work expected to be completed for the Region and Oakville Hydro. Internal Recoveries are 47% of the total revenue, which have increased by $41,200. Parks Maintenance recovers the cost for snow removal services provided to town facilities which has been adjusted to reflect actual trends. In addition, the recovery from the capital program for Parks Planning and Development staff to implement various capital projects has been adjusted to reflect inflationary increases to salaries and benefits. Parks and Open Space Page 197

198 Operating Budget Forecast Parks & Open Spaces Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Parks & Open Space Administration 477, , % 490, % Park Planning & Development 637, , % 671, % Parks Maintenance 15,804,400 16,652, % 17,426, % Forestry 3,865,200 3,973, % 4,073, % Total Gross Expenditures 20,784,900 21,762, % 22,661, % Tax Levy By Service Parks & Open Space Administration 467, , % 479, % Park Planning & Development 264, , % 283, % Parks Maintenance 12,444,700 13,229, % 14,003, % Forestry 2,851,500 2,782, % 2,880, % Total Tax Levy 16,028,100 16,757, % 17,647, % Gross Expenditures By Type Personnel Services & Benefits 10,674,700 11,126, % 11,521, % Materials & Supplies 2,000,100 2,112, % 2,247, % Purchased Services 2,973,800 3,080, % 3,156, % Internal Charges 4,758,400 5,074, % 5,338, % Other Expenditures 196, , % 202, % Minor Capital & Transfer To Reserves 181, ,700 (5.5%) 195, % Total Expenses 20,784,900 21,762, % 22,661, % Revenues By Type Activity Revenue 2,483,900 2,724,000 (9.7%) 2,724, % Internal Recoveries 2,251,500 2,260,000 (0.4%) 2,268, % Grants % - 0.0% Other Revenue 21,400 21, % 21, % Total Revenues 4,756,800 5,005,400 (5.2%) 5,014, % Tax Levy $16,028,100 $16,757, % $17,647, % Parks and Open Space Page 198

199 Budget Forecast Highlights 2018 and 2019 budgets include inflationary impacts for salaries and benefits as well as operational impacts from capital to support new parks being built in North Oakville Recommended Capital Budget The capital budget for will provide funds to both expand the parks and trail network and continue to maintain park infrastructure in a state of good repair. Growth projects include the construction of a neighbourhood park in North Oakville, landscaping and design of the Oakville portion of Burloak Waterfront Park, a skateboard park at Memorial park, additional parkettes, and further development of the town's trail network in North Oakville. In coordination with the Trafalgar Park Revitalization project, park improvements to be included are the replacement of the playground, addition of a shade structure, and work to enable the conversion of the tennis court to an outdoor rink during the winter. Annual maintenance of infrastructure includes funding for sports fields and courts, playgrounds, stairs, bridges, trails, parking lots, sports field lighting and washrooms. Landscaping rehabilitation works will continue in the parks along the 16 Mile Creek West Shore, along with Waterfront Trail Improvements at Tannery Park. Vehicles and equipment will be replaced based on condition of the assets. EAB Management continues with the ash tree injection program, replacement plantings and removal of dead ash trees both on streets, active parks and woodlots. Capital Budget & Forecast Operating Impact Parks and Open Spaces Classification Parks and Open Spaces Forster Park Washroom Rehabilitation Infrastructure Renewal 260, Uptown Core -Memorial Special Project Growth 234,000 9,600 20, Green Ginger Village Square Growth 520,000 21, North Oakville - Neighbourhood Park - 1 Growth 618, , Burloak Waterfront Park - Community Park Growth 238,000 23, Sportfields Conversions Strategic Priorities 780,000 34, Skateboard Park Rehab Infrastructure Renewal 52, Replacement of In-Ground Waste Containers Infrastructure Renewal 52,000 52,000 52, Picnic Shelters and Bandshells Infrastructure Renewal 52, , NHS - Trail Growth 259, , ,000 1,500 2,600 1, Sports Field Rehabilitation Infrastructure Renewal 364, , , Stairs, Bridges and Trails Infrastructure Renewal 894, , ,000 Parks and Open Space Page 199

200 Capital Budget & Forecast Operating Impact Parks and Open Spaces Classification Tennis and Basketball Court Infrastructure Renewal 473, ,000 52, Electrical Lighting Rehab Infrastructure Renewal 161,000 57, , Parks Facilities Repairs Infrastructure Renewal 213, , , Parking Lot and Driveway - Parks Facilities Infrastructure Renewal 354,000 1,024,000 94, Playground Rehabilitation Infrastructure Renewal 114, , , Wallace Park - Washroom Expansion/Renova Infrastructure Renewal 36, , South Shell Waterfront Park Phase 3 Growth 62, ,000 20, NP4 - Shieldbay Growth 322,000 1,654,000 1,352, , Splash Pad - College Park area Community Enhancements 52, ,000 33, Park Signs - New Growth Growth 15,000 15, Coronation Park - East Picnic Infrastructure Renewal 26, Convert Bsktbll&Tennis Crts to Artificial Ice Community Enhancements 780,000 13,000 19, NHS Trail - Shieldbay Growth 525,000 2, Fitzsimmons Trail Growth Trafalgar Park Playground and Shade Structure Community Enhancements 364,000 9, Old Abbey Park - Phase Two Infrastructure Renewal 78, ,000 2, Uptown Core -Memorial Park Special Project Growth 439, Town Artificial Skating Rink Community Enhancements Avonhead Ridge Trail Extension Community Enhancements 36,000 5, Clearview Creek Trail Community Enhancements 260,000 5, Winston Park West Trail Development Growth 52,000 5, Edgemere Waterfront Trail Growth 322,000 7, Shieldbay Village Square 1 Growth 541,000 21, Minto NHS Trails Growth 369,000 1, Staroak Village Square Growth 535,000 21, Phase 2 Palermo Park Growth 360, Green Ginger NHS Trail Growth 364,000 1, Sixth Line NHS Trails Growth 265,000 1, North Oakville - Neighbourhood Park - 3 Growth 322, ,300 Parks and Open Space Page 200

201 Capital Budget & Forecast Operating Impact Parks and Open Spaces Classification North Park Sports Park Ph 2 Growth 234,000 23, Waterfront Parks Goose Management Strategic Priorities 75, , Backstops and Fencing Infrastructure Renewal 88,000 94, , Gairloch Gardens Rehabilitation Infrastructure Renewal 364, ,000 34, Greenhouse Rehabilitation Infrastructure Renewal 38, , Sports Field Irrigation Infrastructure Renewal 50,000 50,000 50, River Oaks - Artificial Turf Replacement Infrastructure Renewal 780, B.A. Field - artificial turf replacement Infrastructure Renewal 884, Towne Square Rehabilitation Infrastructure Renewal 156,000 1,404, Cul-de-sac Rehabilitation Infrastructure Renewal 251, , , Mile Creek West Shore Landscape Rehabilitation Infrastructure Renewal 1,352, Waterfront Trail Improvement - Tannery Waterworks Community Enhancements 1,196,000 1,196, Pathway Rehabilitation Infrastructure Renewal 208, , , Asphalt Pathway Rehabilitation Infrastructure Renewal 208, , , Bronte Boardwalk - Part 2 Infrastructure Renewal 104,000 6, Parks Growth Vehicles and Equipment Growth 452, ,000 1,100,000 62,300 68, , Parks Replacement Equipment Infrastructure Renewal 795,000 1,370,700 1,695, Parks Structure Inspections Infrastructure Renewal 30,000 30,000 30, Urban Forest Strategic Management Plan (UFSMP) Infrastructure Renewal 80, Street Tree Planting - Non Growth Infrastructure Renewal 302, , , Woodlot Preventative Maintenance Infrastructure Renewal 75,000 75,000 75, Parks Tree Planting Infrastructure Renewal 176, , , EAB Management Program Strategic Priorities 3,703,000 3,497,000 2,683,000 Total Parks and Open Space 17,475,000 17,963,400 16,355, , , ,000 Parks and Open Space Page 201

202 Page 202

203 Program: Cemeteries Program Based Budget Page 203

204 Vision A commitment to a better quality of life for individuals, families, businesses today and tomorrow and to make Oakville the most livable town in Canada by developing and managing a safe and sustainable open space system for all our citizens to use and enjoy. Mission To provide families and the community with attractive cemetery properties that are protected and preserved, and to provide a variety of cemetery products and services for the respectful disposition of the deceased while meeting legislated requirements. Key Initiatives Undertake Cemeteries masterplan focusing on an updated business plan, future product development, and developing a business case for potential future expansion. Rehabilitate roadways in Trafalgar Lawn Cemetery. Repair large culvert at St. Judes Cemetery. Continue monument restoration program at Pioneer Cemeteries. Cemeteries Page 204

205 Program Services Cemetery provide activities through the following services: Cemeteries $0.1 M Provide maintenance to Trafalgar Lawn Cemetery. This includes grounds maintenance, full burial, cremation burial, and installation of headstones and markers. Provide maintenance to seven pioneer cemeteries. These must be maintained under provincial legislation and obligation to families with interment rights. Cemeteries Page 205

206 Key Performance Indicators 1. Percentage of gross operating budget % 0.4% 0.4% 0.4% 0.4% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.4% 0.4% 0.4% 0.4% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total town FTEs. How Calculated: Total program FTEs including part-time / total town FTEs including part-time Cemeteries Page 206

207 Staffing Overview Program: Cemeteries Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Administration Burials - Active Cemeteries Maintenance - Active Cemeteries Pioneer Cemeteries Total Cemeteries Cemeteries staff complement remained the same for 2017 at 5.6 FTE. Program Services Budget Overview Services/Activities: 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 574,700 58, ,800 26,200 (31,900) (54.9%) Burials - Active Cemeteries 51,500 (218,000) 41,500 (185,500) 32, % Maintenance - Active 274, , , ,300 (600) (0.4%) C t i Pioneer Cemeteries 260, , , ,700 11, % Total 1,161, ,000 1,074, ,700 11, % Overall, the 2017 Cemeteries budget has increased by $11,700 or 9.3% for a net budget of $137,700 which represents the cost for preservation and care for historical locations known as Pioneer Cemeteries. The other 3 activities are all self-supported by revenues with any surpluses or shortfalls being offset from the Cemetery reserve. These services include: Administration which is responsible for the overall care of the Town cemeteries; Burials Active Cemeteries; the care of the local cemeteries is budgeted in Maintenance Active Cemeteries; and the preservation and care for historical locations are included in Pioneer Cemeteries. Cemeteries Page 207

208 Net Program Budget Change Administration has decreased by $31,900. As equipment has moved centrally to Parks Maintenance all equipment budgets for fuel and vehicle repair and parts budgets have been reallocated. Burials Active Cemeteries has increased by $32,500 for anticipated decreases to burials and marker revenue. Maintenance Active Cemeteries has decreased by $600 primarily for adjustments for security services which offset increases to salary and benefits. Pioneer Cemeteries has increased by $11,700 for decreases to the Pioneer marker sales revenue partially offset with reductions to marker purchases. Cemeteries Page 208

209 Program Budget by Component Net $137, Expenditures 2017 Revenues Minor Capital & Transfer to Reserves, 255,000 Other Expenditures, 15,500 $1.1M Personnel Services & Benefits, 468,600 Activity Revenue, 789,600 $0.9M Internal Charges, 66,500 Purchased Services, 207,000 Materials & Supplies, 61,700 Other Revenue, 147,000 The Cemeteries program has total gross expenditures of $1,074,300 and total revenue is $936,600 for a total net budget of $137,700. In 2017, the Cemetery budget has increased by $11,700. The main drivers of the budget are as follows: Personnel Services & Benefits is the largest cost component for Cemeteries which represents 42% of the expense budget with $468,600. The 2017 budget has increased by $11,700 or 9.3% as a result inflation and adjustments made to contracts. Minor Capital & Transfer to Reserves is the second largest component at $255,000 which represents 23% of the total expenses. In 2017, transfers to reserve have decreased by $54,800 primarily due to the reduction to the transfer to the Cemetery reserve as revenues have been decreased as well as the reallocation of the transfer to the equipment reserve to Parks Maintenance. Cemeteries Page 209

210 Purchased Services with a budget of $207,000 is 19% of the expense budget and includes costs mostly for contracted services to maintain both active and pioneer cemeteries. Also included are budgets for security services, uniforms and professional development For 2017 the budget has decreased by $200 in professional development. Internal Charges provides 6% of the expense budget for Cemeteries and totals $66,500 and represents internal charges for vehicle and equipment maintenance as well as corporate overhead support. Materials and Supplies budget totals $61,700. This has decreased by $30,800 for reductions to cemetery markers and vehicle fuel and supplies which were reallocated to Parks Maintenance. Activity Revenue for Cemeteries with 87% of the total revenue and for 2017 has decreased by $98,200 for the anticipated change to other service fees, plot sales and marker sales. Other Revenue which is primarily comprised of transfers from the Cemetery Care and Maintenance reserve represents 13% of the overall revenue for Cemetery. In 2017, the budget was decreased by $1,000 to be adjusted with actuals. Cemeteries Page 210

211 Operating Budget Forecast Cemeteries Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 498, , % 517, % Burials - Active Cemeteries 41,500 41, % 41, % Maintenance - Active Cemeteries 274, , % 283, % Pioneer Cemeteries 259, , % 264, % Total Gross Expenditures 1,074,300 1,087, % 1,106, % Tax Levy By Service Administration 26,200 26, % 32, % Burials - Active Cemeteries (185,500) (189,700) 2.3% (189,700) 0.0% Maintenance - Active Cemeteries 159, , % 168, % Pioneer Cemeteries 137, , % 142, % Total Tax Levy 137, , % 152, % Gross Expenditures By Type Personnel Services & Benefits 468, , % 492, % Materials & Supplies 61,700 61, % 61, % Purchased Services 207, , % 207, % Internal Charges 66,500 66, % 66, % Other Expenditures 15,500 17, % 19, % Minor Capital & Transfer To Reserves 255, , % 259, % Total Expenses 1,074,300 1,087, % 1,106, % Revenues By Type Activity Revenue 789, ,900 (1.4%) 805,100 (0.5%) Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue 147, , % 149,000 (1.4%) Total Revenues 936, ,900 (1.2%) 954,100 (0.7%) Tax Levy $137,700 $139, % $152, % Cemeteries Page 211

212 Budget Forecast Highlights There are no significant increases anticipated for 2018 or Recommended Capital Budget The 2017 Capital budget for Cemeteries includes the rehabilitation of roads and a culvert at St. Jude s Cemetery, along with an update to the Master Plan. Capital Budget & Forecast Operating Impact Cemeteries Classification Road Rehabilitation Enterprise Initiatives 45, Cemeteries Annual Provision Enterprise Initiatives 15,000 15,000 15, Culvert Rehab - St. Jude's Cemetery Enterprise Initiatives 55, TLC Pond Armourstone Enterprise Initiatives 111, Cemeteries Master Plan Update Enterprise Initiatives 101, TLC North Cemetery Lands Development Enterprise Initiatives 75, Cremation Niche Plaza - St Judes Cemeter Enterprise Initiatives 30, Cemetery Equipment Enterprise Initiatives 10,000 Total Cemeteries 216, , ,000 Cemeteries Page 212

213 Program: Harbours Program Based Budget Page 213

214 Vision A commitment to a better quality of life for individuals, families, businesses today and tomorrow and to make Oakville the most livable town in Canada by developing and managing a safe and sustainable open space system for all our citizens to use and enjoy. Mission To provide the community with recreational boating and ancillary marine services at market value rates and operate the harbour services in an efficient and environmentally responsible and sustainable manner. Harbours service is responsible for the operation of Oakville and Bronte harbours serving approximately 505 boating customers. The day to day operation of the Harbours service is overseen by the Supervisor of Harbours and managed by the Harbours Administrator with support from full time and part time staff. Key Initiatives Complete Harbours Masterplan and report to Council. Undertake a review of potential business software systems to replace the current HMS software system. Undertake dock rebuild for docks at the conclusion of their life cycle. Replace timbers on Bronte east pier to facilitate temporary dockage along pier. Continue design of seawall replacement on 16 Mile Creek north of Rebecca Street. Implement targeted dredging program on 16 Mile Creek. Harbours Page 214

215 Program Services Harbours provide activities through the following services: Harbours $0 Provide harbours services to mooring customers in Oakville and Bronte Harbours Provision of full service marina in Bronte. Provide algae cleanup in Bronte. Undertake dredging operations as required Harbours Page 215

216 Key Performance Indicators 1. Percentage of gross operating budget % 0.5% 0.5% 0.5% 0.5% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.6% 0.5% 0.5% 0.5% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total town FTEs. How Calculated: Total program FTEs including part-time / total town FTEs including part-time Harbours Page 216

217 Staffing Overview Program: Harbours Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Harbours Total Harbours Harbours staff complement has not increased and remains at 8.2 FTE for Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs (%) Harbours 1,859, ,838, % Total 1,859,600-1,838, % The Harbours budget reflects all operating costs necessary to maintain the (2) Town harbours which include Bronte and Oakville Harbour. The program is selffunded and budget increases are supported by revenue generated through fees. For 2017, the gross operating budget totals $1,838,500, which is a decrease of $21,100 from The revenue budget reflects recent trends and revenue adjustment for new slip fees. Although the Harbours program does not impact the tax levy, it will impact the reserve balances which may affect future capital purchases or projects. Harbours Page 217

218 Gross Program Budget Change Harbours The Harbours program is self-funded and any changes to revenue or expenditures impacts the Harbours reserve. In 2017, the gross operating budget has decreased by $21,100 which is primarily due to the reduction made to contracted services for the removal of the budget for the minidredge. The associated transfer from the reserves has also been removed from the budget and the net impact is $0. Additional changes were also included for equipment rental and utilities. The revenue budget Harbours reflects recent volume trends and adjustments for new slip fees. Harbours Page 218

219 Program Budget by Component Net $ Expenditures 2017 Revenues Minor Capital & Transfer to Reserves, 786,100 $1.8M Personnel Services & Benefits, 667,100 Activity Revenue, 1,778,500 $1.8M Materials & Supplies, 108,600 Internal Recoveries, 60,000 Other Expenditures, 59,700 Internal Charges, 62,600 Purchased Services, 157,300 In 2017, the Harbours program s total direct operating expenditures are $1,055,300 and anticipated revenues are $1,838,500, which results in a net revenue transfer to the Harbours reserve funds of $783,200 resulting in a net overall budget of zero. Overall program changes are described below Minor Capital & Transfer to Reserves is the largest component of the expense budget at $786,100 or 44% of total expenditures. For 2017, Harbours the budget has increased by $82,000. The increase slip fees anticipated for 2017 will provide additional revenue thereby increasing the transfer to the Harbours reserve fund by $66,000. In addition, the transfer to the dredge reserve has increased by $16,000. Personnel Services and Benefits is the second largest expense at $667,100 and represents 37% of the expenses. Due to inflationary increases planned for salaries and benefits the costs have increased by $23,500. Materials and Supplies totals $108,600 which is mostly utilities, maintenance supplies and construction material. In 2017 expenditures have increased by $700 for adjustments made to hydro and water Harbours Page 219

220 Purchased Services has decreased by $137,900. The budget previously included in contracted services for annual mini-dredging has been removed and will be completed out of capital on a larger scale every three years. The equivalent transfer from dredge reserves which funded the expense has also been removed. Other Expenditures has increased by $8,200 to account for adjustments for property taxes and bank charges. Internal Charges has an increased by $2,400 to reflect changes to Harbours for services provided by other departments. External Revenues provides 99% of the revenue earned by Harbours. In 2017, the budget has increased by $128,900. This reflects inflationary changes made to rates and fees and adjustments for lease rentals, miscellaneous sales and recoveries and slip fees. Other Revenue which includes transfers from reserves has decreased by $150,000. The transfer from reserves was to fund the annual mini-dredges, which has now been removed from operating. Harbours Page 220

221 Operating Budget Forecast Harbours Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Harbours 1,838,500 1,997, % 2,115, % Total Gross Expenditures 1,838,500 1,997, % 2,115, % Tax Levy By Service Harbours % 19, % Total Tax Levy % 19, % Gross Expenditures By Type Personnel Services & Benefits 667, , % 700, % Materials & Supplies 108, , % 111, % Purchased Services 157, , % 157, % Internal Charges 62,600 62, % 62, % Other Expenditures 59,700 60, % 61, % Minor Capital & Transfer To Reserves 783, , % 1,022, % Total Expenses 1,838,500 1,997, % 2,115, % Revenues By Type Activity Revenue 1,778,500 1,937, % 2,035, % Internal Recoveries 60,000 60, % 60, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 1,838,500 1,997, % 2,095, % Tax Levy $- $- 0.0% $19, % Harbours Page 221

222 Budget Forecast Highlights Inflationary increases and minor adjustments are anticipated for 2018 and Review of dredging fees Recommended Capital Budget The capital budget includes seawall works at Oakville and Bronte harbours in the coming years, along with dredging at the harbours on a triennial basis. Upkeep of dockage and replacement of equipment will take place to keep assets in a state of good repair. Capital Budget & Forecast Operating Impact Harbours Classification Seawall Rehabilitation - Oakville Harbour Enterprise Initiatives 2,600,000 1,165, Seawall Installation - Berta Point - Bronte Harbour Enterprise Initiatives 104, , New Gantry Wall TOWARF Slip Enterprise Initiatives 250, Harbours Equipment Replacement Enterprise Initiatives 40,000 18,000 18, Harbour Management Systems Replacement Enterprise Initiatives 30, Annual Dockage/Property Enterprise Initiatives 87,000 89,600 92, Oakville Harbour Dredging Enterprise Initiatives 603, Bronte Harbour Dredging Enterprise Initiatives 302,000 Total Harbours 3,360,000 1,678, ,300 Harbours Page 222

223 Program: Infrastructure Maintenance Program Based Budget Page 223

224 Vision To meet the needs of our community through the support and maintenance of Oakville s municipal transportation infrastructure network and water resource systems. Mission Provide quality road, traffic and water resource systems maintenance and operations to the residents and businesses of Oakville. Key Initiatives Ensure assets undergo the appropriate preventive maintenance activities in order to increase reliability, extend service life and to do so in the most cost effective manner. Effective fleet and driver training program. Successful delivery of the bulk loose leaf collection program. Effective and appropriate winter maintenance services in order to provide safe vehicular and pedestrian mobility during the winter season. Assist school children to cross safely at approved school crossing locations. Energy savings through LED street light conversion. Reduction of roadside litter and graffiti through awareness and coordination with regional initiatives. Infrastructure Maintenance Page 224

225 Program Services The Infrastructure Maintenance program, as delivered through the department of Roads & Works Operations is responsible for the maintenance and operation of the town s transportation and water resource infrastructure systems. It manages the following service areas to achieve this: Facilities & Admin $1.7M Facility Maintenance & Administration of Operations Driver Safety & Collision Prevention Fleet Operations $0M Works Operations $12.6M Fleet Acquisition & Disposition Parts Inventory, Stores & Distribution Vehicle & Equipment Maintenance Road& Roadside Maintenance Bulk Loose Leaf Collection Road Emergency Response Winter Control Stormwater System Maintenance Traffic Operations $7.7M Traffic Control Device Maintenance Street Lighting Crossing Guards Infrastructure Maintenance Page 225

226 Key Performance Indicators 1. Percentage of gross operating budget % 12.6% 12.3% 12.3% 12.4% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 8.7% 8.5% 8.5% 8.5% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total town FTEs. How Calculated: Total program FTEs including part-time / total town FTEs including part-time 3. Minimum maintenance standard deficiencies identified per lane kilometers projected Why Important: Assesses general road conditions with respect to provincial standards and provides a state of good repair asset indicator. How Calculated: Minimum Maintenance Standard deficiencies identified (excluding street lights and sign retro-reflectivity) / total lane kilometer of town roads 4. Percentage of citizens surveyed who are satisfied with town services (roads & sidewalks) % (2011 Survey Results) 82% 82% (2013 Survey Results) 85% 85% (2015 Survey Results) Why Important: To ensure we re meeting the service expectations of our residents and to help us set our strategic priorities How Calculated: To gather the opinions of local residents in the most comprehensive and efficient way, Pollara Strategic Insights conducted a 20-minute telephone survey among 808 randomly-selected residents of the Town of Oakville. Infrastructure Maintenance Page 226

227 5. Percentage of respondents who believe that one of the town's best qualities is that it is clean and visually attractive % (2011 Survey Results) 91% 91% (2013 Survey Results) 90% 90% (2015 Survey Results) Why Important: To ensure we re meeting the service expectations of our residents and to help us set our strategic priorities How Calculated: To gather the opinions of local residents in the most comprehensive and efficient way, Pollara Strategic Insights conducted a 20-minute telephone survey among 808 randomly-selected residents of the Town of Oakville. 6. Number of winter storm events that met town standard for snow clearing % 100% 100% (6 events) (8 events) (6 events) 100% (0 events) 100% projected (2 events) Why Important: Assesses the performance of winter maintenance response for roads and sidewalks during the winter season. How Calculated: Response timelines are compared to established service levels for roads and sidewalks. Measured snow events are those which exceed 7.5cms and the seasonal number of events are indicated in brackets. Infrastructure Maintenance Page 227

228 Staffing Overview Program: Infrastructure Maintenance Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Facilities & Administration Works Operations Traffic Operations Crossing Guards Fleet Operations Total Infrastructure Maintenance Overall, total 2017 staff complement for the Infrastructure Maintenance program is Staff complement have increased by 3.3 FTEs, changes are as follows: Traffic Operations 0.2 part-time FTEs due to the speed limit review inspections. Crossing Guards 3.1 part-time FTEs due to 2 additional part-time Crossing Guard Coordinators (1.2 FTE), a new Senior Crossing Guard Coordinator (0.6 FTE) and 5 new Guards for North Oakville (1.3 FTE). Infrastructure Maintenance Page 228

229 Program Services Budget Overview 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2017 vs vs (%) Facilities & Administration 2,366,000 1,592,900 2,472,700 1,699, , % Fleet Operations 6,815,800 (52,600) 6,866,500 (29,000) 23, % Works Operations 14,282,300 12,271,500 14,649,600 12,594, , % Traffic Operations 9,225,600 7,180,800 9,612,500 7,704, , % Total 32,689,700 20,992,600 33,601,300 21,969, , % Overall the Infrastructure Maintenance program has a net budget of $ 21,969,200 which is an increase of $976,600 or 4.7%. Works Operations represents the largest portion of the budget with $12.6 million to provide services such as winter control; roadside maintenance; storm system and drainage maintenance and bulk loose leaf collection. Traffic Operations is the second largest portion with $7.7 million which provides maintenance and operation of various traffic control devices in compliance with minimum maintenance standards and Ontario Municipal Act. Fleet Operations is responsible for maintaining the town s vehicle and equipment fleet and stores operations which are fully recovered from service delivery departments, and have a net positive budget due to recoveries from Oakville Hydro for vehicle maintenance. Facilities & Administration are comprised of costs associated with maintaining Central Operations and North Operations Depot as well as administrative costs for the entire program. Infrastructure Maintenance Page 229

230 Net Program Budget Change Facilities & Administration has increased $106,700 over 2016 which is mainly due to an increase in the transfer to the building maintenance reserve for the North Operations Depot. Fleet Operations has increased $23,600 as a result of increased transfer to reserves for vehicles and equipment. Works Operations has increased $322,700 mainly as a result of increased winter contracts, inflationary adjustments and contract obligations for wages and benefits and increased vehicle maintenance expense. Traffic Operations has increased $523,600 mainly due to the debt issued for LED Street lighting project which is partially offset by savings in hydro and contracted maintenance for the LED project. At the end of the project the savings will have fully offset the debt expense. Additional increases are due to inflationary adjustments for wages and benefits and contract obligations. Infrastructure Maintenance Page 230

231 2017 Program Budget by Component Net $ 21,969, Revenues $33.6M Internal Recoveries, 7,328,000 $11.6M Activity Revenue, 4,304,200 In the Infrastructure Maintenance program s total expenditures are $33,601,300 and total revenues $ 11,632,100 resulting in a net budget of $ 21,969,200. The net change from the prior year is $976,600 or 4.7%. The main drivers are the following: Personnel Services & Benefits make up 34% of total expenditures with $11.3 million and is also the largest driver. Personnel costs have increased by $294,700 primarily due to inflationary adjustments for wages and benefits and contract obligations. In addition, the budget for Crossing Guards has increased $181,900 due a new Senior PT Coordinator (0.6 FTE) and 1.2 FTE for additional PT Coordinators as well as an additional 5 additional crossing guards (1.3 FTE) for growth in North Oakville. Purchased Services make up 27% of total expenditures and is the second largest driver. Purchased Services are comprised, mainly of contracted services and hired equipment to maintain our road networks throughout the various seasons, as well as maintaining our streetlights, fleet vehicles and our stormwater systems. In 2017, purchased services have decreased by $(79,600) primarily due a decrease in street lighting maintenance which is partially offset by an increase in contracted services contracts for winter. Materials & Supplies make up 19% of total expenditures and is the third largest driver. Materials & supplies are comprised mainly of de-icing materials for roads, utilities for Central Operations and North Operations, fuel for vehicles and electrical signal parts to maintain traffic signals and streetlights. Materials & supplies have decreased by $(215,800) primarily as a result of operating impacts from capital for hydro savings for the LED conversion project ($313,300). Additional savings are seen in fuel for a decrease in the price per litre to $0.85. These savings are partially offset by an increase to de-icing materials. Infrastructure Maintenance Page 231

232 Internal Charges are mainly comprised of internal charges to the Works and Traffic Operations portions of the budget from Fleet and Stores for vehicle usage and maintenance as well as facility charges. Internal Charges have decreased by $(37,600) due to a decline in vehicle usage for Fleet. Other Expenditures are mainly comprised of debt payments for the LED conversion project. Other expenditures have increased by 675,900, due to the first year of debt payments for the LED conversion project. Minor Capital & Transfer to Reserves are comprised of transfers to reserves for building maintenance, vehicle and equipment renewal and replacement, and storm water maintenance. Minor Capital & Transfer to Reserves have increased by $274,000 due to increased transfers to the building maintenance reserve for North Ops and to the vehicle and equipment reserves. Internal Recoveries makes up 63% of total revenues and represent the recoveries in Fleet and Stores services for vehicle maintenance charged to other programs and Roads and Work operations. Internal Recoveries has only increased by 2,500. Activity Revenue makes up 37% of total revenues represent regional recoveries and overhead revenue for work done on behalf of external agencies such as Halton Region and Oakville Hydro. Activity Revenue has decreased by (67,500) due to the reduction of number of vehicles maintained on behalf of Oakville Hydro. Infrastructure Maintenance Page 232

233 Operating Budget Forecast Infrastructure Maintenance Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Facilities & Administration 2,472,700 2,562, % 2,652, % Fleet Operations 6,866,500 7,223, % 7,569, % Works Operations 14,649,600 15,040, % 15,429, % Traffic Operations 9,612,500 9,551, % 10,031, % Total Gross Expenditures 33,601,300 34,378, % 35,682, % Tax Levy By Service Facilities & Administration 1,699,600 1,789, % 1,879, % Fleet Operations (29,000) (29,000) 0.0% (29,000) 0.0% Works Operations 12,594,200 12,955, % 13,343, % Traffic Operations 7,704,400 7,640, % 8,119, % Total Tax Levy 21,969,200 22,356, % 23,314, % Gross Expenditures By Type Personnel Services & Benefits 11,318,200 11,551, % 11,849, % Materials & Supplies 6,479,600 6,268,400 (3.3%) 6,237,000 (0.5%) Purchased Services 8,923,700 8,971, % 9,337, % Internal Charges 3,089,100 3,130, % 3,165, % Other Expenditures 758,100 1,110, % 1,475, % Minor Capital & Transfer To Reserves 3,032,600 3,347, % 3,618, % Total Expenses 33,601,300 34,378, % 35,682, % Revenues By Type Activity Revenue 4,304,100 4,338,000 (0.8%) 4,339, % Internal Recoveries 7,328,000 7,684,400 (4.9%) 8,028, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 11,632,100 12,022,400 (3.4%) 12,368, % Tax Levy $21,969,200 $22,356, % $23,314, % Infrastructure Maintenance Page 233

234 Budget Forecast Highlights In addition to inflationary impacts, 2018 and 2019 budgets include additional savings for hydro and contracted utility services as a result of the conversion to LED streetlights Recommended Capital Budget The 2017 capital forecast for Infrastructure Maintenance will provide funds to ensure that traffic and fleet assets are maintained to a state of good repair mitigating unscheduled breakdowns as well as avoiding higher repair and maintenance costs. The Roads & Works Operations replacement equipment capital forecast is based on the life cycle and asset conditions from the town's vehicle and equipment asset registry. The growth capital forecast will provide for new vehicles and equipment required to provide services to growth areas in the town. The Central Operations Depot Capital Replacement ensures the building equipment and systems maintain optimum efficiency. Traffic will continue the LED streetlight conversion initiative which began in All streetlights will be replaced with energy efficient LED bulbs. In addition, traffic operations will continue to replace the scheduled hardware and controllers on traffic signals through the Traffic Signal Hardware and Traffic Signal Control replacement projects. Operating Impacts for include savings in hydro utilities as a result of the LED streetlight conversion project with the debt charges commencing in Operating impacts from the roads and works growth equipment project relate to the operating costs for this equipment. Capital Budget & Forecast Operating Impact Infrastructure Maintenance Classification Central Operations Depot Capital Replacement Infrastructure Renewal 24, Winter Operations - Salt/Plow Route Optimization Strategic Priorities 50,000 50, Central Ops - Furniture Replacement Infrastructure Renewal 10,000 10,000 10, Major Traffic Signal Repairs Infrastructure Renewal 40,000 45,000 45, Traffic Signal Interconnect Infrastructure Renewal 55,000 60,000 60, Traffic Signal Hardware Replacement Infrastructure Renewal 257, , , Traffic Signal Controller Replacement Infrastructure Renewal 364, , , LED Streetlighting Strategic Priorities 6,633, ,600 (148,100) 206, Streetlight Rehab Infrastructure Renewal 50,000 50,000 50, BIA Streetlight Pole Rehabilitation Infrastructure Renewal 30, Radio System Replacement & Integrated AV Infrastructure Renewal 50,000 50,000 50, Roads and Works Replacement Equipment Infrastructure Renewal 1,338,000 1,904,800 1,488, Roads and Works Growth Equipment Growth 601, , ,000 88, , , Sludge Decant Pit - Central Ops Infrastructure Renewal 75, Hoist Replacements - Central Ops Infrastructure Renewal 151,000 Total Infrastructure Maintenance 9,523,000 3,591,000 3,215, ,000 (9,100) 404,200 Infrastructure Maintenance Page 234

235 Program: Oakville Transit Program Based Budget Oakville Transit Page 235

236 Vision To provide a viable and sustainable transportation option through innovative, responsive and customer focused service delivery. Mission To provide a safe, reliable, convenient and efficient public transit service. Key Initiatives Expansion of Home to Hub services to under served areas of town Expansion of smaller capacity 30 foot bus fleet Launch of Onboard Vehicle Surveillance Camera System on all buses Implementation of new specialized transit scheduling software Launch of new fully accessible demand response ride booking tools (Web and AVL) Complete negotiations for new Presto Operating Agreement Oakville Transit Page 236

237 Program Services The Oakville Transit program provides activities through the following services: Transit Admin $0.5M Transit Operations $4.0M Providing leadership in the administration and management of all transit staff, services and functions. Delivery of scheduled fixed route conventional transit services, Late Night Zone service, Home to Hub service, Seniors Specials, School Specials and special event service. Transit Planning and Accessible Services $2.9M Transit Fleet and Mtc $14.7M Planning of all transit services (fixed route accessible conventional; care Avan service; and special services). Maintenance of transit vehicle assets through provision of scheduled and unscheduled servicing of all transit revenue vehicles. Oakville Transit Page 237

238 Key Performance Indicators 1. Percentage of gross operating budget % 11.8% 12.1% 11.9% 12.4% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 13.3% 13.4% 13.4% 14.4% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Ridership ,914,603 2,961,712 3,014,613 2,833,825 2,853,048 projected Why Important: Represents the level of use of the services and allows comparison to revenue recovered and costs How Calculated: Total number of passenger boarding less those which are transfers from another bus 4. Annual number of public transport trips per capita projected Why Important: To understand the degree to which transit ridership is either increasing or decreasing relative to the town s population How Calculated: Net ridership divided by the total town population 5. Transit on-time performance Not Available Not Available Not Available Not Available 73.9 projected Why Important: This measures the reliability of transit services How Calculated: This KPI relies on ITS to measure deviations from schedule. On-time is defined as a bus being no more than 1 minute ahead of schedule and no more than 3 minutes behind schedule. Oakville Transit Page 238

239 6. Subsidy (tax levy per ride) projected Why Important: Measures the degree to which cost of providing service is being shared between transit customers and taxpayers How Calculated: The total net direct operating costs of conventional service divided by the number of conventional service rides 7. Preventable accidents safety rating projected Why Important: Measures the effectiveness of driver training and of driver performance How Calculated: The number of preventable collisions per 100,000 kms driven 8. Cost recovery ratio - conventional % 28.2% 27.9% 28.4% 29.7% projected Why Important: Measures the portion of operating costs recovered from external sources (fares, advertising, etc.) How Calculated: Total External Revenue / Gross Expenditures; based on actuals for and budget for 2016 (excludes Gas Tax funding) 9. Cost recovery ratio care-a-van % 8.9% 8.5% 8.7% 7.8%projected Why Important: Measures the portion of operating costs recovered from external sources (fares, advertising, etc.) How Calculated: Total External Revenue / Gross Expenditures; based on actuals for and budget for 2016 (excludes Gas Tax funding) Oakville Transit Page 239

240 Staffing Overview Program: Oakville Transit Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Transit Administration Transit Operations Transit Fleet & Maintenance Transit Planning & Accessible Services Total Oakville Transit Overall, total 2017 staff complement for the Oakville Transit program is Staff complement have increased by 3 FTEs, as a result of a Transit planner being added as a capital impact for the Transit Information and Communication System, and 2.0 mechanics to address the increased fleet due to growth over the past several years. Oakville Transit Page 240

241 Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs (%) Transit Administration 647, , , ,300 (41,800) (7.9%) Transit Operations 13,773,100 4,215,000 14,687,000 3,997,300 (217,700) (5.2%) Transit Fleet & Maintenance 14,113,600 14,067,000 14,856,200 14,652, , % Transit Planning & Accessible Services 2,575,900 2,575,900 2,899,600 2,899, , % Total 31,109,600 21,384,000 33,048,000 22,033, , % Overall the Oakville Transit program has a net budget of $ 22,033,700 which is an increase of $649,700 or 3.0%. Oakville Transit s largest budget component is Transit Fleet & Maintenance services and makes up 67% of the 2017 overall net budget. Transit Fleet & Maintenance services is responsible for the maintenance and state of good repair of the conventional and specialized transit fleet as well as the Transit operations facility. Transit Operations is the second largest component of the net budget at $4.0 million, which is comprised of costs to provide conventional and Home to Hub transit service which is off set by the revenue generated from various Transit services. Transit Planning & Accessible Services is comprised of costs associated with providing specialized transit service, planning of all transit services and co-ordination of office support for a net budget of $2.9 million. Finally, Transit Administration is comprised of costs associated with the overall management of Oakville Transit. Oakville Transit Page 241

242 Net Program Budget Change Transit Administration has decreased $41,800 primarily due the elimination of temporary accommodation funding. Transit Operations has decreased $217,700 mainly due to the annualization of year one activity revenue of the Transit Service Review. Transit Fleet & Maintenance has increased $585,500 mainly as a result of the annualization of the first year of the Transit Service Review. Two mechanics have also been included to address the growing fleet over the last several years. Additional increases are for increased transfers to the Equipment Replacement Reserve. Transit Planning & Accessible Services has increased $323,700, due to annualization of the first year of the Transit Service Review for 3 drivers and additional taxi requirements, as well as a capital impact for a Transit Planner, associated with the Transit Information and Communication System project. Oakville Transit Page 242

243 2017 Program by Component Net $ 22,033, Expenditures 2017 Revenues Personnel Services & Benefits, 19,721,600 Materials & Supplies, 4,715,500 Activity Revenue, 10,016,500 $33.0M $11.0M Purchased Services, 3,163,500 Minor Capital & Transfer to Reserves, 4,686,000 Other Expenditures, 750,800 Internal Charges, 10,600 Other Revenue, 916,600 Internal Recoveries, 81,200 In 2017, the Oakville Transit program s total expenditures are $33,048,000 and total revenues are $11,014,300 resulting in a net budget of $ 22,033,700. The net change from the prior year is $649,700 or 3.0% primarily due to the first year of the phased implementation of the Five Year Service Plan approved by Council. The main drivers are the following: Personnel Services & Benefits make up 60% of the total expenditures and are the largest driver at $19.7 million. The majority of the total FTEs are comprised of Transit drivers and mechanics to service the fleet. Personnel Services & Benefits have increased by $1,365,800 primarily due to 2016 staffing requirements for the Five Year Service Plan as well as inflationary adjustments and contractual obligations for wages and benefits. Materials & Supplies make up 14% of the total expenditures and are the second largest driver at $4.7 million. Diesel fuel is the main component of the Materials & Supplies budget. Materials & Supplies have decreased by $56,800 primarily due to a reduction in the budgeted cost per litre for fuel which is partially offset by increases required for motor vehicle parts. Oakville Transit Page 243

244 Minor Capital & Transfers to Reserves total $4.7 million and also make up 14% of total expenditures. Minor Capital & Transfers to Reserves are comprised of transfers to reserves for building maintenance and vehicle and equipment replacement. Minor Capital & Transfers to Reserves have increased by $297,200 due to increases to the transfers to Vehicle and Equipment reserve for future replacement of new buses and care-a-vans as well as a transfer to the Building Maintenance reserve fund for the Transit Facility which has been phased in over five years. Purchased Services totals $3.2 million and make up 10% of the total expenditures. Purchased Services are mainly comprised of contracted vehicle maintenance, hired equipment for care-a-van, repairs and maintenance for the Transit facility and advertising. Purchased Services have increased by $287,200 primarily due to increases in advertising to support the implementation of the Five Year Service Plan. Also included are requirements for building and vehicle maintenance, and a higher demand for taxi services used to assist in the delivery of specialized transit services. Other Expenditures mainly consist of Transit facility property taxes, licenses and presto fare settlement fees. Other expenditures have increased by $45,000 primarily due to increases for the Presto fare settlement fee as a result of higher usage of the service. Activity Revenue makes up 91% of total revenues and is the largest revenue source. Activity Revenue is comprised of all revenues related to fares, service fees, memberships/passes and sales. Activity Revenue has increased by $1,131,600 due to the annualization of revenue from year one of the Transit Service Review and a fare increase to cash fares, presto fares and admission passes. Other Revenue makes up 8% of total revenues and is comprised of transfers from the fare card reserve and the Ontario Gas tax reserve. Other Revenues have increased by $157,100 primarily due to an increase in the transfer from the Ontario Gas Tax reserve fund which has been used to smooth out the impact of the Transit Service Review. As the new service is established and ridership grows, the use of gas tax will be phased out. Oakville Transit Page 244

245 Operating Budget Forecast Oakville Transit Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service 605, , % 635, % 14,687,000 15,070, % 15,506, % Transit Fleet & Maintenance 14,856,200 15,305, % 15,654, % Transit Planning & Accessible Services 2,899,600 3,013, % 3,073, % Total Gross Expenditures 33,048,000 34,008, % 34,869, % Tax Levy By Service 484, , % 596, % Transit Operations 3,997,300 3,830, % 3,894, % Transit Fleet & Maintenance 14,652,500 15,049, % 15,398, % Transit Planning & Accessible Services 2,899,600 3,013, % 3,073, % Total Tax Levy 22,033,700 22,391, % 22,962, % Gross Expenditures By Type Personnel Services & Benefits 19,721,600 20,338, % 20,951, % Materials & Supplies 4,715,500 4,755, % 4,826, % Purchased Services 3,163,500 3,198, % 3,200, % Internal Charges 10,600 10, % 10, % Other Expenditures 750, , % 750, % Minor Capital & Transfer To Reserves 4,686,000 4,954, % 5,129, % Total Expenses 33,048,000 34,008, % 34,869, % Revenues By Type Activity Revenue 10,016,500 10,567,100 (5.5%) 11,017, % Internal Recoveries 81,200 81, % 81, % Grants % - 0.0% Other Revenue 916, ,000 (5.7%) 808,200 (16.6%) Total Revenues 11,014,300 11,617,300 (5.5%) 11,907, % Tax Levy $22,033,700 $22,391, % $22,962, % Oakville Transit Page 245

246 Budget Forecast Highlights 2018 and 2019 includes additional revenue associated with the first year service improvements. No fee increase is forecasted for the next 2 years Recommended Capital Budget The capital budget for Oakville Transit provides for continued growth and right-sizing of the Transit fleet as service expands into new developments in North Oakville. Of the 13 conventional expansion buses purchased over the three years, 10 will be smaller capacity 30 foot buses. Transit fleet will be maintained in a state of good repair, with funds provided for vehicle refurbishments and replacement buses based on condition. The capital program provides for accessibility improvements, new shelters, the implementation of onboard cameras and automated passenger counters, and media screens at the Hospital. The Transit Intelligent Transportation System offers a multitude of customer facing benefits and management tools, and will be completed in Through the 2016 Federal Budget, the Public Transit Infrastructure Fund (PTIF) program was established, which provides capital funding for Transit service. Projects are to be completed by March 31 st 2018, and in order to meet eligibility requirements of this funding opportunity staff have advanced some projects from The PTIF application has been submitted, and should certain projects be deemed ineligible, they will return to their regular timeline in the forecast. Capital Budget & Forecast Operating Impact Oakville Transit Classification Transit - 10 year forecast & 5 Year Plan Growth 201, Bus Stop Accessibility Improvements Strategic Priorities 201, Transit Facility Capital Repairs and Replacement Infrastructure Renewal 25,000 36,800 25, Transit Facility Equipment Replacement Infrastructure Renewal 171,500 60,000 37, Specialized Transit Strategic Review Strategic Priorities 150, Replacement Shelters Infrastructure Renewal 193, New Shelters Growth 151, Garbage Receptacles at Bus Stops Infrastructure Renewal 80, OT VMS/Media Screens - Hospital Strategic Priorities 90, Palermo Terminal Growth 3,196, Care-A-Van Vehicle Replacement Infrastructure Renewal 452, Care-A-Van Vehicle Expansion Growth 523, , ,000 73,900 36,900 36, Replacement Buses Infrastructure Renewal 3,196,000 3,196,000 3,196, Major Vehicle Refurbishment Infrastructure Renewal 2,412, ,000 1,447, Supervisory Vehicle Replacement Infrastructure Renewal 75,000 75, Expansion Buses - New 30 ft Conventional Growth 4,301,000 1,071, , ,000 89, Expansion Buses - 40 Ft Growth 1,172, ,200 97,700 48, Maintenance Vehicle and Equipment Replacement Infrastructure Renewal 60,000 60, Transit Information and Communications S Strategic Priorities 281,200 63,600 81, Specialized Transit Scheduling Software Strategic Priorities 190,000 85, Automated Passenger Counters Strategic Priorities 50, , Security Cameras Infrastructure Renewal 25,000 25,000 25, Automatic Vehicle Monitoring System Strategic Priorities 450,000 Total Oakville Transit 12,514,700 6,350,200 10,203, , , ,100 Oakville Transit Page 246

247 Operating Impacts in as a result of these projects include additional software maintenance and personnel to run the Transit Intelligent Transportation System. Incremental increases to transfers to the Transit equipment replacement reserve are forecast in order to plan for the eventual replacement of these new vehicles at the end of their useful life. Oakville Transit Page 247

248 Page 248

249 Program: Environmental Policy Program Based Budget Page 249

250 Vision To advance actions to sustain and enhance Oakville s environment. Mission To deliver comprehensive and effective strategic sustainability and environmental support to all town staff, agencies and the community that will protect, restore, enhance and sustain Oakville s environment. Key Initiatives Council endorsed 2011 Environmental Strategic Plan (ESP) will be updated. Biodiversity Strategy will be developed with components integrating policy, digitized information and restoration planning. Brownfield Management project will help meet regulatory requirements, achieve process efficiencies and improve risk mitigation. Oakville Climate Change Action Plan continues to ensure steady progress to adapt to and mitigate climate change impacts especially for key vulnerabilities: stormwater management and urban forest health. Environmental programs continue for: corporate energy management, wildlife management, sustainable purchasing, green buildings, fleet greening, Towards Zero Waste and stewardship and sustainability outreach and education. Health Protection Air Quality By law implementation continues. Environmental Policy Page 250

251 Program Services Environmental Policy delivers the following services: Environmental Policy $0.9M Environmental and energy policy development Environmental programs: sustainability, stewardship and energy Environmental Policy Page 251

252 Key Performance Indicators 1. Percentage of gross operating budget % 0.5% 0.5% 0.5% 0.4% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.4% 0.4% 0.4% 0.4% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Energy consumption (electricity and natural gas) per square foot of town facility ekwh/ sq. ft ekwh/ sq. ft ekwh/sq. ft ekwh/sq. ft. N/A Why Important: Energy consumption per square foot is an energy intensity measurement defined in the corporate Energy Conservation and Demand Management Plan (CDM ). The CDMs goal is a 15 percent reduction in corporate energy use from the 2012 baseline by Energy consumption per square foot is one of the indicators that will be used to measure the success of meeting the CDM goal. How Calculated: Energy consumption (natural gas and electricity) is calculated for each year using utility billed data from all town owned facilities. This data is then measured against the total gross floor area to calculate ekwh/sq. ft. 4. Improved air quality: average annual ground level Ozone concentration in parts per billion Why Important: Responsible for the majority of smog advisories in Oakville, known to have significant negative impacts on respiratory health. How Calculated: Annual average measured in parts per billion (ppb). Raw data provided by the province. Data reflects one year prior (e.g based on data from January 1 to December 31, 2015). Environmental Policy Page 252

253 5. Improved water quality: mean phosphorus in creeks (mg/l) Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks 16 Mile/14 Mile/Bronte Creeks Why Important: Excess phosphorus is a significant contributor to water quality issues and is the main cause of excessive algal blooms. How Calculated: The average of total phosphorus from samples drawn from each of Oakville s three major creek systems (16 Mile, 14 Mile and Bronte) between April and October. Values should ideally be below the Provincial Water Quality Objectives (PWQO) of 0.03 mg/l. Raw data provided by Conservation Halton. Data reflects one year prior (e.g based on data from January 1 to December 31, 2015). 6. Fine particulate matter (PM2.5): number of days with daily average exceeding Health Canada s Health Reference Level Why Important: Fine particulate matter is a significant contributor to poor air quality. Exposure associated with hospital admissions and serious health effects, including premature death. How Calculated: Health Canada s health reference level for PM2.5 is 15 ug/m 3, the point at which health effects may start to be seen in some populations. The daily average is calculated based on hourly values and the total number of days that exceed a value of 15 ug/m 3 are determined. Raw data provided by the province. Data reflects one year prior (e.g based on data from January 1 to December 31, 2015). Environmental Policy Page 253

254 Staffing Overview Program: Environmental Policy Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Environmental Policy Total Environmental Policy Overall, the total 2017 staff complement for Environmental Policy is 6.4FTE. There is no change to complement for this year. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Environmental Policy 954, , , ,200 12, % Total 954, , , ,200 12, % Overall the Environmental Policy program has a net budget of $942,200 which is an increase of $12,600 or 1.4%. The Environmental Policy program provides strategic sustainability, environmental and energy policy development; implementation of Oakville s Environmental Strategic Plan (ESP) and overall guidance and support in the areas of environmental stewardship and energy management. The main drivers of the 2017 Environmental Policy budget are salary and wages. In some accounts, expenditures have been reallocated to meet changing requirements of this program. Environmental Policy Page 254

255 Net Program Budget Change Environmental Policy has increased by $12,600 primarily due to inflationary adjustments for wages and benefits. Environmental Policy Page 255

256 2017 Program Budget by Component Net $942, Expenditures Personnel Services & Benefits, 688,200 Materials & Supplies, 38,500 $1.0M 2017 Revenues $0.0M Purchased Services, 224,200 Minor Capital & Transfer to Reserves, 16,300 Activity Revenue, 25,000 In 2017, the Environmental Policy program s total expenditures are $967,200 and total revenues are $25,000; resulting in a net budget of $942,200. The net change from the prior year is $12,600 or 1.4%. The main drivers are the following. Personnel Services & Benefits make up 71% of the total expenditures and is the main driver of the Environmental Policy Budget. Personnel Services have increased by $12,600 as a result of anticipated contractual increases as well as inflationary increases for other groups and benefits Purchased Services make up 23% of the total expenditures and have decreased by $800 as a result of a reallocation to Materials & Supplies to better align budgets with expenses. Materials & Supplies make up only 4% of the total expenditures and have increased by $800 as a result of a reallocation from Purchased Services to better align budgets with expenses. Activity Revenue for the Environmental Policy budget consists of revenue associated with major emitter reviews. There was no increase to revenues for Environmental Policy Page 256

257 Operating Budget Forecast Environmental Policy Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures by Service Environmental Policy 967, , % 1,003, % Total Gross Expenditures 967, , % 1,003, % Tax Levy By Service Environmental Policy 942, , % 978, % Total Tax Levy 942, , % 978, % Gross Expenditures By Type Personnel Services & Benefits 688, , % 724, % Materials & Supplies 38,500 38, % 38, % Purchased Services 224, , % 224, % Internal Charges % - 0.0% Other Expenditures % - 0.0% Minor Capital & Transfer To Reserves 16,300 16, % 16, % Total Expenses 967, , % 1,003, % Revenues By Type Activity Revenue 25,000 25, % 25, % Internal Recoveries % - 0.0% Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 25,000 25, % 25, % Tax Levy $942,200 $958, % $978, % Environmental Policy Page 257

258 Budget Forecast Highlights The budget inflationary increases only Recommended Capital Budget The capital budget will provide funds for the Community Energy Plan as well as to develop a Biodiversity (Natural Heritage System) Strategy. Also, the purchase of a new software platform has been budgeted in the Energy Management System Solution project to manage and analyze energy consumption across the town and ensure The Energy Conservation and Demand Management Plan targets are met. Finally, plans to update the Integrated Community Sustainability Plan are scheduled in Environmental Policy Page 258

259 Program: Infrastructure Planning & Improvements Program Based Budget Page 259

260 Vision To meet the needs of our community through the provision, management and rehabilitation of municipal infrastructure Mission To plan, manage and provide road, traffic and storm sewer infrastructure/services to the residents and businesses of Oakville. Key Initiatives Transportation Master Plan update in support of a new DC Bylaw. Midtown Infrastructure funding strategy (MTO, Halton, Metrolinx). Funding partnerships with Metrolinx for the Kerr Street/Burloak Drive grade separation projects. Engineering design and mitigation strategy for the Lakeshore Rd Streetscape Project. Engineering design for the Kerr Street Grade Separation Project and land acquisition necessary to accommodate the new road alignment. Complete the pedestrian safety study and report to Council on a recommended plan. Active Transportation Capital Program (pedestrian/cycling infrastructure network upgrades and major rehabilitation) and Smart Commute initiatives. Infrastructure Planning and Improvements Page 260

261 Additional Program Initiatives: Major construction projects: o Lakeshore Road Bridge at 16 Mile Creek Rehabilitation Project o Cornwall Road Reconstruction and Widening Project (Chartwell Road to Morrison Road) o Speers Road Widening & Reconstruction Project (Bronte GO to Third Line) o Bridge Road Reconstruction (Warminster Drive to Fourth Line) o Great Lakes Boulevard Widening (Rebecca Street to Burloak Drive) o Annual Road Resurfacing & Preservation Program o Tannery & Waterworks Parks Shoreline Improvement Project Environmental Assessment Studies: o Completion of Lakeshore Road EA (Mississaga Street to Dorval Drive) o Completion of Coronation Park Drainage EA o Initiate Wyecroft Road EA (Bronte Road to Kerr Street) Engineering design for: o Speers Road Widening & Reconstruction Project (Fourth Line to Dorval Drive). o North Service Road Widening & Reconstruction (Eighth Line to east of Invicta Drive) o Invicta Drive Reconstruction Project o Bridge Road Reconstruction Project (Sherin Drive to Warminster Drive) o Bridge Road Structure Rehab at Fourteen Mile Creek Transportation Strategy projects: o Traffic signal construction program o Traffic signal optimization program o Traffic calming program o Implementation of southbound dual right turn lanes from Cross to Speers/Cornwall Road. Road corridor network management to ensure an efficient and safe road system through the coordination of third party activities (e.g. utility and regional work, special event planning, licenses and encroachment agreements, etc.). Infrastructure Planning and Improvements Page 261

262 Program Services The Infrastructure Planning and Improvements Program provide the following services: Administration $0.5 M Overall control of department and ensure standard of customer satisfaction Road Infrastructure Improvements $1.7 M Road Corridor Management $0.04 M Accomodate active transportation modes Planning involving the widening and urbanization of roadways in order to increase capacity to address growing travel demands Ensure an efficient and safe road system through the coordination of third party activities Develop the current traffic calming program to address other roads beyond school zones and deliver capital program related to physical and passive treatments Infrastructure Planning and Improvements Page 262

263 Key Performance Indicators 1. Percentage of gross operating budget % 1.9% 1.8% 1.6% 1.5% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 2.2% 2.1% 1.8% 1.7% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of deficient pavement within the network Why Important: Investing in the state of good repair of the town s road network assists in optimizing life cycle performance and is a key aspect to community sustainability How Calculated: The percentage of deficient pavement is calculated based on a satisfactory Pavement Quality Index (PQI) level. For arterial/collector roads, a satisfactory PQI rating is established as 65; for a local residential road the PQI rating is established as 50. The reported figures represents the percentage of roads that fall under the established PQI levels. The reported figure for 2016 is what was projected when staff presented the overall pavement network performance graph to Council in December We continue to be on track to achieve a 0 deficient road network in around Kilometres of sidewalks/cycle ways per 1000 population (ISO supporting indicator) Why Important: Provides a consistent comparator to other municipalities of varying sizes How Calculated: The town s total inventory (in km) of all (sidewalks + on-road cycle facilities + signed bike routes + off road multi-use paths) divided by the current year population x Note this is a new KPI report that was initiated in Population figure used for 2016 = 190,100. Infrastructure Planning and Improvements Page 263

264 5. Kilometres of active transportation implemented per year km 16.1km 20.0km 28.3km 18.2km Why Important: Monitors the success of implementation of the Active Transportation Master Plan How Calculated: Total length of new sidewalks, bike lanes, bike routes, and multiuse trails constructed per year, or total length of sidewalks, bike lanes, bike routes and multi-use trails constructed/total length of active transportation infrastructure (sidewalks, bike lanes, bike routes, multi-use trails) identified on the Active Transportation Master Plan network 6. Traffic control system performance (intersection level of service) at acceptable levels % 99% 98% 98% 98.6% Why Important: Determines whether a signalized intersection is operating at acceptable levels of delay, on a scale of A to F. A location which is operating at LOS A, B, C or D is considered to have satisfactory operation with delays to motorists at acceptable levels (A-C) or reaching the upper limit of tolerable delays (D).. When an intersection s LOS is found to be LOS E or F, its levels of delay are not acceptable to motorists. How Calculated: % of signalized intersections at Level of Service A D Infrastructure Planning and Improvements Page 264

265 Staffing Overview Program: Infrastructure Planning Net & Improvements Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Administration Road Infrastructure Improvements Road Corridor Management Total Infrastructure Plan & Improv Overall, the staff complement for Infrastructure Planning and Improvements is 29.0 FTE. In 2017, staff complement has increased by 1.3 FTE s. As a result of a reorganization of the Administrative staff in the Community Development commission, 1.0 FTE was reallocated from Development Engineering to Infrastructure Planning. In addition, the equivalent of 0.3 FTE that was previously allocated to Parking has been removed as Parking is now part of the newly created Municipal Enforcement department. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 316, , , , , % Road Infrastructure 2,807,900 1,639,800 2,936,500 1,735,300 95, % I t Road Corridor Management 265,700 48, ,600 35,900 (12,400) (25.7%) Total 3,390,200 2,003,500 3,665,700 2,231, , % In 2017, the Infrastructure Planning & Improvement budget increased by $227,700 or 11.4% resulting in a net total budget of $2,231,200 which reflects the costs for the overall management, coordination and implementation of engineering planning and design and construction of Oakville s transportation infrastructure. The $227,700 increase is primarily due to changes resulting from internal reorganizations noted above. In addition, costs identified in the report to Council on April 25 th regarding the Speed Limit review have been included. Infrastructure Planning and Improvements Page 265

266 Net Program Budget Change Administration has increased $144,600 primarily due to a reallocation of staff from Development Engineering Services to Infrastructure Planning & Improvement. In addition, with Parking moving to the new Municipal Enforcement department, management time formerly allocated to Parking has been removed. 160, , , Net Change Road Infrastructure Improvements has increased $95,500 primarily due to increased budget for inflationary and contractual agreements required for salaries and benefits which is partially mitigated with reductions to skills improvement and professional development. In addition, costs associated with the April 4, 2016 report to Council to maintain 12 speed limit displays have been incorporated. This required an additional $74,200 primarily for temporary contract employment and part-time support. Road Corridor Management has decreased by $12,400 as a result of increases to permit revenue and misc. recoveries. 100,000 80,000 60,000 40,000 20,000 0 (20,000) Administration Road Infrastructure Improvements Road Corridor Management (40,000) Net Change Infrastructure Planning and Improvements Page 266

267 Program Budget by Component Net $2,231, Expenditures 2017 Revenues Personnel Services & Benefits, 3,318,100 Activity Revenue, 255,000 $3.7M $1.4M Other Expenditures, 21,100 Minor Capital & Transfer to Reserves, 38,800 Internal Charges, 11,900 Purchased Services, 231,900 Materials & Supplies, 43,900 Internal Recoveries, 1,179,500 The Infrastructure Planning & Improvement program s total expenditures are $3,665,700 and total revenues are $1,434,500, resulting in a net budget of $2,231,200. In 2017, the budget has increased by $227,700 or 11.4%. The main drivers are highlighted below. Personnel Services & Benefits is the largest cost component of the budget at $3.3 million, representing 90% of the total gross expenditures. In 2017, personnel costs have increased by $279,800 primarily due to inter-departmental changes which resulted in 1.0 FTE reallocated from Development Engineering and the return of 0.3 FTE previously allocated to Parking returning to Administration. In addition, there are inflationary increases for other wage groups and benefits. The temporary employment budget has been adjusted to provide support for traffic calming measures and to assist with the speed limit review initiatives. Purchased Services have increased by $3,000 primarily due to a reduction in skills improvement and professional development. Materials & Supplies have decreased by $2,100 primarily due to a reduction in the budgets for small tools, office supplies, and misc. materials. Internal Recoveries represent 82% of the total revenue and represent the recoveries from the capital program for staff project management time spent implementing various capital program initiatives. In 2017, internal recoveries have increased by $29,000 to reflect inflationary increases to wages and benefits. Activity Revenue have increased by $18,800 to reflect fee and volume increases to permit revenue, monthly transit passes and misc. recoveries. Infrastructure Planning and Improvements Page 267

268 Operating Budget Forecast Infrastructure Planning and Improvements Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service 460, , % 476, % Road Infrastructure Improvements 2,936,500 2,998, % 3,075, % Road Corridor Management 268, , % 280, % Total Gross Expenditures 3,665,700 3,739, % 3,832, % Tax Levy By Service 460, , % 475, % Road Infrastructure Improvements 1,735,300 1,773, % 1,825, % Road Corridor Management 35,900 37, % 44, % Total Tax Levy 2,231,200 2,277, % 2,345, % Gross Expenditures By Type Personnel Services & Benefits 3,318,100 3,391, % 3,484, % Materials & Supplies 43,900 44, % 44, % Purchased Services 231, , % 231, % Internal Charges 11,900 11, % 11, % Other Expenditures 21,100 21, % 21, % Minor Capital & Transfer To Reserves 38,800 38, % 38, % Total Expenses 3,665,700 3,739, % 3,832, % Revenues By Type Activity Revenue 255, ,200 (1.6%) 259, % Internal Recoveries 1,179,500 1,203,200 (2.0%) 1,227, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 1,434,500 1,462,400 (1.9%) 1,486, % Tax Levy $2,231,200 $2,277, % $2,345, % Infrastructure Planning and Improvements Page 268

269 Budget Forecast Highlights Inflationary increases and minor adjustments are anticipated for 2018 and Recommended Capital Budget The following chart details recommended capital projects for Projects being undertaken in 2017 include the rehabilitation of Lakeshore Road Bridge at Sixteen Mile Creek, the reconstruction and widening on Great Lakes Boulevard north of Rebecca Street and on Speers Road from the GO Station west of Third Line to Fourth Line, the reconstruction and urbanization of Bridge Road from Sherin Drive to Warminster Drive, and land acquisitions for the widening and grade separation at Kerr Street between Speers Road and North Service Road. In addition, several continuing capital programs (Road Resurfacing Preservation Program, Active Transportation New Facilities and Rehabilitation Programs, Fences and Noise Wall Maintenance and Rehabilitation, Storm Sewer Maintenance and Replacement, Bridge and Culvert Minor Rehabilitation, Traffic Calming and New Signal Construction Programs) are included. Capital Budget & Forecast Operating Impact Infrastructure Planning Classification Transportation Master Plan Updates Growth 553, Engineering and Construction Cap. Repl. Infrastructure Renewal 25,000 25,000 25, Cornwall Rd-Chartwell to Morrison Growth 759, Kerr St Widening and Grade Separation (Speers to NSR-N of QEW) Growth 4,682, Speers Rd - GO Station W of 3rd Line to 4th Line Growth 4,048,000 7,084,000 10, North Service Road (1km East of Invicta to 8th Line) Growth 6,062,000 6, Lakeshore Road West - East St to Third Line Growth 268, , Great Lakes Blvd - Phase 2 Growth 2,993,000 3, Wyecroft Rd - East of Fourth Line to Weller Growth 405, ,000 1,827, Signal Optimization Program Growth 184, , Traffic Management - Intersections Growth 529,000 1,058,000 1,058, Burloak Dr Grade Sep - Harvester to PW D Growth 155,000 1,084, , Speers Road - Fourth Line to Dorval Drive Growth 289,000 1,399,000 4,800, Speers - East of Dorval Dr to Kerr St Growth 140,000 1,110,000 Infrastructure Planning and Improvements Page 269

270 Capital Budget & Forecast Operating Impact Infrastructure Planning Classification Khalsa Gate Streetscape - Pine Glen to Cul-de-Sac Strategic Priorities 167, , Burloak Drive - N of Prince William to Old Burloak Growth 170, Lakeshore Road West - Third to Sandwell Drive Growth 429, th Line - North Park to Burnhamthorpe Growth 622, Pedestrian Overpasses Growth 1,322,000 1, Downtown Lakeshore - Reconstruction/Streetscape Infrastructure Renewal 4,387, Bridge Road - Sherin Drive to Warminster Infrastructure Renewal 1,462,000 2, Invicta Drive - North Service Rd to North Limit Infrastructure Renewal 1,316,000 1, Transit Layby Lane - McCraney Street Strategic Priorities 15,000 76, Bridge Road - Third Line to Sherin Drive Infrastructure Renewal 140,000 1,139,000 1, Roadside Safety Program Infrastructure Renewal 51,000 51,000 51, Fences and Noise Wall Maintenance & Rehabilitation Infrastructure Renewal 106, , , Road Resurfacing and Preservation Program Infrastructure Renewal 8,602,000 9,361,000 10,120, Active Transportation Initiatives Growth 35, , ATMP Cycle lanes, Pathways etc. Growth 822, , , AT Facility Rehabilitation Infrastructure Renewal 296, , , Infrastructure Assessment and Engineering Studies Infrastructure Renewal 101, Brookmill Rd Bridge at Joshuas Creek Infrastructure Renewal 865, Warminster Dr Bridge at 14 Mile Creek Infrastructure Renewal 1,214, Bridge Rd at 14 Mile Creek Bridge Infrastructure Renewal 744, Lakeshore Rd Bridge at 16 Mile Creek Infrastructure Renewal 10,500, Bridge Permitting Allocation Infrastructure Renewal 168,000 49,000 76, Bridge & Culvert Minor Rehabilitations - Various Locations Infrastructure Renewal 202, , , Biannual Structure Inspection Infrastructure Renewal 81, , Amber L.Wedgewood Creek Culvert Repairs Infrastructure Renewal 167, SSR at Joshua Creek Bridge Rehabilitation Infrastructure Renewal 51, , Storm Sewer Maintenance & Replacement Program Infrastructure Renewal 353, , , Storm Sewer Inspection Infrastructure Renewal 132, , Maplehurst Storm Sewer Infrastructure Renewal 79, , Coral Terrace/Birchview Drive Sewer Infrastructure Renewal 63, , Woodhaven Park Drive Sewer Infrastructure Renewal 79, , Brant Street/Kerr Street Sewer Infrastructure Renewal 37, Tansley Drive/Seabourne Sewer Infrastructure Renewal 454, Traffic Studies and Monitoring Infrastructure Renewal 53,000 53,000 53, Traffic Signal Construction Program Growth 513, , PXO Conversion Program Infrastructure Renewal 74,000 74, New Traffic Calming Program Strategic Priorities 159, , ,000 Total Infrastructure Planning 38,765,800 33,801,900 32,740,300 7,300 19,300 A number of projects involve the widening and urbanization of roadways in order to increase capacity to address growing travel demands, as well as accommodate active transportation modes. Operating impacts are required in as a result of additional lane kilometres of roadways, cycling provision, multi-use paths and sidewalk and include additional costs for winter control, roadway and sidewalk maintenance, and hydro. Infrastructure Planning and Improvements Page 270

271 Program: Parking Program Based Budget Page 271

272 Vision To provide municipal parking operations for residents and businesses with practices which contribute and complement the livability of the entire Oakville community. Mission To effectively plan, deliver and manage municipal parking strategy and business/field operations (infrastructure, services, enforcement) for the residents and businesses of Oakville in a financially self supporting manner, and with a customer service focus. Key Initiatives Complete annual utilization surveys in commercial districts ( ). Liaison with commercial BIA's with regard to the management of commercial parking operations. Introduce new technologies and tools for parking payment options, including pay by phone. Introduce licence plate recognition software for improved parking controls. Review efficiencies and technologies that may be available through alternate service delivery options for parking enforcement. Ensure timely reponses to requests for enforcement from the public. Capital asset management assess, rehabilitate and replace parking system infrastructure that optimizes life cycle costing, public safety and customer convenience. Parking Page 272

273 Program Services The Parking Program delivers the following services: Commercial District Parking ($0.6 M) Manage and maintain public parking facilities to allow patrons and employees to park safely and conveniently Provide payment options, provide permits and ensure adequate parking supply and enforce parking regulations. Parking Operations & Enforcement $0.6 M Manage the overall townwide parking program Provide residents with opportunities to park their vehicles in accordance with the town s Traffic Bylaw. Parking Page 273

274 Key Performance Indicators 1. Percentage of gross operating budget % 1.3% 1.4% 1.4% 1.4% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 1.3% 1.3% 1.3% 1.3% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of available North of Dundas Street parking permits issued N/A 7% 20% 30% Projected 38% Why Important: Measures to the growth of a new program in a developing area. How Calculated: Total Permits issued/total Permit spaces available 4. Utilization rate of parking spaces by Commercial District %/54% N/A 69%/64% 62%/65% N/A Why Important: Assesses the available parking in the commercial districts How Calculated: From parking utilization surveys Downtown Oakville /Kerr Village Parking Page 274

275 5. Percentage of tickets paid and not disputed % 95% 94% 93% Projected 92% Why Important: Assesses the quality of the tickets How Calculated: Total tickets issued-# tickets at early resolution and court/total tickets issued 6. Percentage of tickets resolved during facilitation sessions % 98% 99% 99% Projected 99% Why Important: Assesses the value and success of the program How Calculated: Total number of tickets resolved/total number of tickets at early resolution Parking Page 275

276 Staffing Overview Program: Parking Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Commercial District Parking Parking Operations and Enforcement Total Parking There are no staffing changes anticipated for Parking for Program Services Budget Overview Services/Activities: 2016 Restated 2017 Requested Net Net Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs (%) Commercial District Parking 2,061,800 (238,600) 1,706,300 (641,300) (402,700) (168.8%) Parking Operations and Enforcement 2,477, ,600 2,699, , , % Total $4,539,000 $0 $4,406,200 $0 $0 0.0% Overall, the 2017 Parking budget has a total gross budget of $4.4 million and continues to be a self-sustaining operation with expenses fully offset by revenues resulting in a net budget of zero which includes a projected surplus revenue transfer to the Parking reserve of $245,000. There are 2 activities included: Commercial District Parking which provides the services to the Town operating parking lots and maintains parking permits; and Parking Operations and Enforcement which administers the parking fine program. In 2017, the direct operational budget (excludes transfers to reserve) has increased by $480,400 or 10.6%, primarily due to an increase in budgeted expense for Ministry of Transportation (MTO) Services, interdepartmental charges of $153,700 for winter control maintenance of municipal parking lots and an internal labour charge for additional ServiceOakville support to handle increased call volume. Parking Page 276

277 Net Program Budget Change Commercial District Parking has decreased by $402,700. With the changes made to the Parking budget, much of this decrease is due to the adjusted transfer to the Parking reserve to net the Parking program to zero. Direct operating expenditures increased by $124,900 as a result of increased costs for winter control, property taxes and utilities. Revenues generated in this section are expected to remain stable with a slight budgeted increase of $47,200. Parking Operations and Enforcement has increased $402,700 primarily due to inflationary and contractual agreements for salaries and benefits which resulted from the departmental re-org. Additional changes include increases to MTO charges and bank charges resulting in an overall direct operating expenditure increase of $222,700. Activity revenue is projected to decrease by $105,000 due to lower projected penalty and fine revenue. Parking Page 277

278 Program Budget by Component Net $ Expenditures 2017 Revenues Personnel Services & Benefits, 1,936,500 Materials & Supplies, 212,500 Activity Revenue, 4,177,900 $4.4M Purchased Services, 516,000 $4.4M Minor Capital & Transfer to Reserves, 347,300 Other Expenditures, 569,000 Internal Charges, 824,900 Internal Recoveries, 228,300 The Parking program s total direct operating expenditures are $4,406,200 and anticipated revenues are $4,406,200, which results in a net revenue transfer to the Parking reserve fund of $245,000 resulting in a net overall budget of zero. Overall program changes are described below. Personnel Services & Benefits is the largest cost component at $1.9 million representing 44% of the gross expenditures. In 2017, personnel costs have increased by $26,100 due partly to increases for inflation and negotiated wage increases. The Town attributes wages to activities where tasks are being completed, and as a result of a corporate realignment, the split of personnel costs have been recalculated resulting in a decreased allocation to Parking for Internal Charges comprise 19% of the budget with $0.8 million and have increased by $153,700 for changes to internal labour expense. A review of the winter control expenses required an increase to the winter control chargeback from Park Maintenance. In addition, the internal labour charge from ServiceOakville has been increased to reflect higher percentage of call volume for Parking inquiries based on 2016 data. Other Expenditures total $569,000 which have increased by $142,000 mainly due to Ministry of Transportation (MTO) service fees reflecting higher usage of the service. Additional increases have been included for property taxes and bank charges. Purchased Services, at a budget of $516,000, encompasses 12% of the expenditure budget. For 2017, the budget has increased by $13,000 primarily due to increases in the service contract and security services. Parking Page 278

279 Materials and Supplies has increased by $12,800 to reflect needs in utilities and office equipment supplies for tickets and permits. Minor Capital & Transfer to Reserves total $347,300 which includes an annual transfer to the Parking Equipment reserve of $102,300 for ongoing replacement of vehicles and equipment and $245,000 transfer to the Parking reserve fund which represents the net surplus revenue anticipated for the program. In 2017, the transfer to the Parking reserve fund has been decreased by $480,400 to net the overall Parking program to zero. Activity Revenue represents 95% of the budgeted revenue and has decreased by $57,800 primarily due to the decrease to parking fine revenue, offset with budgeted increase for parking lot revenue and parking permit budget revenue. Internal Recoveries, which is 5% of revenues for Parking, remained unchanged for Parking Page 279

280 Operating Budget Forecast Parking Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Commercial District Parking 1,706,300 1,791, % 1,490, % Parking Operations and Enforcement 2,699,900 2,715, % 2,760, % Total Gross Expenditures 4,406,200 4,507, % 4,250,100 (5.7%) Tax Levy By Service Commercial District Parking (641,300) (591,700) -7.7% (650,300) -9.9% Parking Operations and Enforcement 641, , % 650, % Total Tax Levy - - 0% - 0% Gross Expenditures By Type Personnel Services & Benefits 1,936,500 1,980, % 2,037, % Materials & Supplies 212, , % 216, % Purchased Services 516, , % 519, % Internal Charges 824, , % 824, % Other Expenditures 569, ,000 (4.6%) 535,000 (1.5%) Minor Capital & Transfer To Reserves 347, , % 116,000 (72.7%) Total Expenses 4,406,200 4,507, % 4,250,100 (5.7%) Revenues By Type Activity Revenue 4,177,900 4,278,700 (2.4%) 3,750,000 (12.4%) Internal Recoveries 228, , % 228, % Grants % - 0.0% Other Revenue % 271, % Total Revenues 4,406,200 4,507,000 (2.3%) 4,250,100 (5.7%) Tax Levy $- $- 0% $- 0% Parking Page 280

281 Budget Forecast Highlights There are no significant increases anticipated for Parking meter revenue has been reduced because of the road reconstruction planned for Lakeshore Road downtown Recommended Capital Budget The capital budget provides funds to maintain and replace parking assets including the parking lots, the parking garage, on street and lot parking equipment and parking service vehicles. There are no impacts on the operating budget as a result of the projects below. Capital Budget & Forecast Operating Impact Parking Classification New Parkade Traffic and Revenue Control Equipme Enterprise Initiatives 50, Parking Garage - Rehab - FCM Enterprise Initiatives 12, Parking - Minor repairs Enterprise Initiatives 50,000 20,000 20, Lot Maintenance and Repair Enterprise Initiatives 15,000 15,000 95, Annual Utilization Survey Enterprise Initiatives 30,000 45,000 30, Replacement of on Street Parking Equipment Enterprise Initiatives 15,000 30, , Vehicle Replacement (Operations) Enterprise Initiatives 35, Replace Handhelds and Software Enterprise Initiatives 15,000 18, Lot Equipment Replacement (Pay and Display) Enterprise Initiatives 15,000 Total Parking 187, , , Parking Page 281

282 Page 282

283 test Program: Building Services Program Based Budget Page 283

284 Vision To provide a centre of expertise for the community and the development industry regarding the requirements of the Ontario Building code, the town's zoning by laws and Committee of Adjustment. Mission To inform and assist our customers to ensure safe and orderly development and provide efficient delivery of building and zoning review approvals, inspections, minor variance and consent applications and other related services. Key Initiatives Undertake a Building Business Process Review Provide staff training on the new Ontario Building Code 2017 Provide stakeholder input on proposed changes to Ontario's Building Code Implement document management scanning project Conduct an infill residential housing strategy to minimize negative impacts Investigate the use of technology to improve efficiencies in customer service Building Services Page 284

285 Program Services The Building Services Department provides activities through the following services: Building Admin $0.4M Ensure that the operation of the department complies with legislative requirements and effective management practices Permit and Zoning ($0.2M) To undertake the review of all building permit applications to ensure compliance with the Ontario Building Code and the town s zoning by laws. Inspection Services ($0.2M) Meet legislative requirements for carrying out inspections. Committee of Adjustment $0.3M To ensure applications are processed in accordance with legislative requirements. To ensure the Committee has all required documentation to make an informed decision. Building Services Page 285

286 Key Performance Indicators 1. Percentage of gross operating budget % 2.5% 2.5% 2.3% 2.3% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 3.2% 3.1% 3.1% 3.0% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Cost recovery ratio % 100% 100% 100% 100% Why Important: Building Code Act allows for 100% cost recovery and council has directed full cost recovery for Committee of Adjustment. How Calculated: (Total Revenue + Transfer from Reserves) / (Gross Revenues Committee of Adjustments Tax Supported) 4. Percentage of inspections completed within mandated timeframes % 99% 99% 99% 99% (projected) Why Important: Provincially mandated timeframes regulate time taken to complete inspections. How Calculated: Results gathered from the Amanda system. Building Services Page 286

287 5. Median days to complete issuance of permits/refusal letters within mandated timeframes # Days days 15 days 20 days 30 days (projected) 19 (projected) 21 (projected) 19.5 (projected_ Why Important: Provincially mandated timeframes regulate time taken to process building permit applications. How Calculated: Results gathered from the Amanda system. 6. Median days to provide Committee of Adjustment notices within mandated timeframes days 12 days 12 days 13 days 14 days (projected) Why Important: The Planning Act stipulates providing notice of applications a minimum of 10 days prior to a Committee of Adjustment meeting. How Calculated: Results gathered from the Amanda system. Building Services Page 287

288 Staffing Overview Program: Building Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Building Administration Inspection Services Permit & Zoning Committee of Adjustment Total Building Services Overall, the total staff complement for Building Services is 47.3 FTE s. No changes are anticipated for 2017 however it should be noted that 4 positions have been unfunded or gapped. Building Services Page 288

289 Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Building Administration 471, , , ,200 7, % Inspection Services 4,878,900 (36,800) 4,245,300 (235,600) (198,800) (540.2%) Permit & Zoning 3,571,600 (426,600) 3,958,400 (235,600) 191, % sub-total 8,921, ,689, Committee of Adjustment 657,900 39, , , , % Total 9,579,700 39,900 9,562, , , % The Building Services program is a 100% cost recovered program, meaning total gross expenditures of $8.7 million have been fully offset by revenues resulting in a net budget of zero, after a projected surplus revenue transfer to reserve of $1.8 million for Building Services ensures that all construction within the municipality meet Ontario Building Code minimum standards to ensure life safety for all residents, businesses and workers. In 2017, Building permit rates have been increased by 2% and a nominal permit volume increase have been included. However, activity revenue is expected to decrease by ($241,900) due to less deferred revenue from prior years permit activity. As a result, the transfer to the Building Maintenance reserve has been reduced by ($456,800). Overall gross expenditures have decreased by ($17,500) which is primarily a result of the reduction to the transfers to Building Enterprise reserve. The Committee of Adjustment service allows residents, builders, businesses and developers the opportunity to obtain minor variances from zoning regulations and/or the severance of lands. In 2017, the total net budget for Committee of Adjustment is $280,200, which has increased by $240,300 or 602.3% as a result of an alignment of costs to reflect the delivery of service. Building Services Page 289

290 Net Program Budget Change Administration has increased $7,800 primarily due to inflationary adjustments for wages and benefits. Inspection Services has decreased ($198,800). Permit revenue has declined ($444,800) due to lower deferred revenue recognition which in turn results in a reduced transfer to the Building Maintenance reserve. The 2017 transfer to the Building Maintenance reserve is $1.1M, a $723,800 reduction from Permit & Zoning has increased $191,100 primarily due to the increase transfer to reserves which is partially mitigated with increased permit revenue of $174,200 due to anticipated higher volumes. Inflationary and contractual increases for wages and benefits have also been recognized. Committee of Adjustment has increased $240,300 mainly as a result of increased internal charges of $209,500 to reflect other departments direct and indirect costs attributed to the delivery of COA services which was partially mitigated with increased activity revenue from variances. Building Services Page 290

291 Program Budget by Component Net $280, Expenditures 2017 Revenues Personnel Services & Benefits, 4,836,300 Materials & Supplies, 46,800 $9.6M Purchased Services, 190,200 Activity Revenue, 9,103,200 $9.3M Minor Capital & Transfer to Reserves, 1,772,500 Other Expenditures, 6,600 Internal Charges, 2,709,800 Internal Recoveries, 178,800 In 2017, total direct operating expenditures for Building Services and Committee of adjustment is $7,789,700 and total revenues are $9,282,000 which results in a net revenue transfer to the Building Enterprise reserve of $1,772,500 for an overall net budget of $280,200. Overall, the Building Services portion of the budget is net to zero by recovering 100% of costs of the services with the net budget of $280,200 related to Committee of Adjustments. The main drivers of the budget are as follows: Personnel Services & Benefits represents the largest portion of the gross expenditures with $4.8 million. In 2017, personnel costs have increased by $135,000, to include inflationary wage and benefit increases and the un-gapping of one part time position. Several Building Inspectors and the Manager, Policy and Research remain gapped for During the year if inspection volumes and revenues exceed budget, gapped positions will be filled to keep up with demand. Internal Charges is the second largest component with $2.7 million, which have increased by $327,800 to reflect other departments direct and indirect costs attributed to the delivery of Building Services. Minor Capital and Transfer to Reserves, third largest portion, has decreased by $456,800 which is a reflection of the reduced transfer to the Building Enterprise Reserve to the revised amount of $1.8 million. Purchased Services have decreased by $32,000, due to reductions in professional development, skills improvement and mileage to reflect 5 year trends. Building Services Page 291

292 Activity Revenue represents 98% of the total revenue for the Building Services program. In 2017, activity revenue is projected to decrease by $241,900 mainly due to changes in building permit revenue. This is primarily a result of anticipated reduced deferred revenue being recognized which is partially offset with inflationary increases to rates and nominal permit volume increases. Internal Recoveries have increased by $63,200 which are a recovery from Planning and Development Engineering to reflect the use of Building resources in delivery of those services. Other Revenue have decreased by $79,100 due to the elimination of the COA reserve fund transfer that was used up in 2016 to help mitigate the impact on the tax levy. Building Services Page 292

293 Operating Budget Forecast Building Services Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Building Administration 486, , % 507, % Inspection Services 4,245,300 4,146, % 4,615, % Permit & Zoning 3,958,400 4,660, % 4,723, % Committee of Adjustment 872, , % 882, % Total Gross Expenditures 9,562,200 10,179, % 10,728, % Tax Levy By Service Building Administration 471, , % 492, % Inspection Services (235,600) (240,200) 2.0% (246,100) 2.5% Permit & Zoning (235,600) (240,100) 1.9% (246,100) 2.5% Committee of Adjustment 280, , % 268, % Total Tax Levy 280, ,400 (2.4%) 268, % Gross Expenditures By Type Personnel Services & Benefits 4,836,300 4,952, % 5,108, % Materials & Supplies 46,800 46, % 46, % Purchased Services 190, , % 190, % Internal Charges 2,709,800 2,709, % 2,709, % Other Expenditures 6,600 6, % 6, % Minor Capital & Transfer To Reserves 1,772,500 2,273, % 2,667, % Total Expenses 9,562,200 10,179, % 10,728, % Revenues By Type Activity Revenue 9,103,200 9,727, % 10,281,900 (5.7%) Internal Recoveries 178, , % 178, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 9,282,000 9,906, % 10,460,700 (5.6%) Tax Levy $280,200 $273,400 (2.4%) $268, % Building Services Page 293

294 Budget Forecast Highlights In 2018 inflationary fee increases have been incorporated and activity revenue is expected to increase $624,100 based on anticipated volume increases. Personnel costs have been increased to include inflationary costs. Overall, 2018 results in an expected increase transfer to the Building Enterprise Reserve of $500,700 to $2.3M reflects inflationary changes only from 2018 resulting in a $2.7M transfer to the Building Enterprise Reserve Recommended Capital Budget The recommended project is to undertake an end-to-end process and service review from permit application to issuance to inspections in order to identify opportunities to streamline, simplify and reduce the time it takes for permit issuance and improve customer service. Capital Budget & Forecast Operating Impact Building Services Classification Building Services Business Process Review Enterprise Initiatives 250, , ,000 Total Building Services 250, , , Building Services Page 294

295 test Program: Planning Services Program Based Budget Page 295

296 Vision To promote the development and maintenance of a livable and sustainable community in order to enhance the natural, cultural, social and economic environments of the Town of Oakville. As a team, strive for excellence in creating and maintaining a livable community for present and future generations. Mission Key Initiatives Continue the Five Year review and update of the Town s Official Plan (Livable Oakville) and consolidation of the North Oakville East and West Secondary Plans to create one Livable Oakville Official Plan (Urban Structure Employment and Commercial review). Commence Speers Road Corridor Study, Growth Area Check Ins, Residential Area review and Provincial and Regional Plan conformity. Continue to co lead the Midtown Strategy to implement the Midtown EA, update to the Livable Oakville Plan, Urban Design and Parking Strategy and new zoning. Continuing Livable by Design Manual documents (commencing design direction for Downtown, Bronte and Kerr Growth Areas). Continued management of the Kerr Street Community Improvement Plan Façade Program. Complete the work under the Heritage Work Program including implementation of the Cultural Heritage Landscape Strategy. Undertake a review of the site plan process and co ordinate the development of a new site plan by law and process. Collaboration with Transportation on the Lakeshore EA, Wayfinding Planning Services Page 296

297 Program Services Planning delivers the following services: Administration $0.5M Establish overall departmental direction and provide leadership and guidance Urban Design $1.0 M Ensure urban design policies and practices are created and sustained that implement and reflect the town s strategic direction to enhance its built environment. Policy Planning and Heritage $1.1 M Current Planning ($1.0 M) Review and process development applications to meet legislative requirements and comply with town policies and procedures for applicants, the public, the Committee of Adjustment and town Council Develop policies and programs to help guide and manage growth in Oakville while balancing community needs, economic prosperity and environmental sustainability. Planning Services Page 297

298 Key Performance Indicators 1. Percentage of gross operating budget % 1.8% 2.0% 1.9% 1.8% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 2.2% 2.1% 2.0% 2.0% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Cost recovery ratio % 54% 55% 54% 53% (projected) Why Important: To ensure fee supported related activities are being recovered 100% in accordance with the town s Rates and Fee policy to the limit permissible under the Planning Act. The revised Fee Model indicates the target for 2016 is 53% as this is the level of Planning activities that can be recovered through fees based on 5 year average volumes. Achievement can be rationalized against budgeted and actual activity volumes. How Calculated: Total Fee Revenue/Total Gross Costs. Actual cost recovery varies from year to year based on volumes. 4. Percentage of development applications (subdivisions, official plans, zoning) meeting statutory timeframes NA NA 75% 80% 54% (October) Why Important: Ensure that Planning Services is meeting legislated timing for processing development applications. How Calculated: Tracked from AMANDA system to measure the time taken to process applications from "Open" to "Council decision" status. Planning Services Page 298

299 5. Percentage of site plan applications processed from initiation to recommendation within 4 months NA NA 75% 74% 70% (October) Why Important: Ensure that Planning Services is meeting legislated timing for processing Site Plan applications. How Calculated: Tracked from AMANDA to measure the time taken to process applications from "Open" to "Clearing Conditions" status. 6. Percentage of Council Decisions related to Development Applications* Appealed within 12 months % 50% 40% 19% 8% (October) Why Important: The percentage of Council decisions related to development applications that are appealed, measures the effectiveness of the Official Plan. How Calculated: Tracked from AMANDA to measure the percentage of Council decisions related to development applications (*Subdivision and Condominium applications, Zoning By-law amendments and Official Plan amendments). Planning Services Page 299

300 Staffing Overview Program: Planning Services Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Administration 3.0 (0.5) 2.5 (0.5) Urban Design Current Planning Policy Planning & Heritage Total Planning Services (0.5) 30.5 (0.5) Overall, the total staff complement for Planning is 30.5 FTE s. In 2017, there is a reallocation of 0.5 FTE as an administrative role is now shared with Development Engineering. In addition it should be noted that 3 positions have been unfunded or gapped. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs (%) Administration 518, , , ,600 (71,900) (13.9%) Urban Design 1,035,900 1,023,800 1,097,100 1,006,400 (17,400) (1.7%) Current Planning 3,806,200 (749,100) 3,742,700 (973,700) (224,600) (30.0%) Policy Planning & Heritage 1,354,200 1,051,200 1,324,500 1,105,200 54, % Total 6,715,100 1,842,400 6,638,000 1,582,500 (259,900) (14.1%) In 2017, the Planning Services program budget has decreased by $(259,900) resulting in a net total budget of $1,582,500. The largest portion of the total net budget is Policy Planning & Heritage at $1.1 million which represent costs to help manage growth while balancing community needs, economic prosperity and environmental sustainability. Urban Design is the next largest portion of the total net budget at $1.0 million which are the costs for to ensure that policies and practices reflect the town s strategic direction to enhance its built environment. The costs associated with Current Planning are to review and process development applications which is offset by revenues from the applications resulting in a net budget of ($1.0) million. In 2017, planning activity revenue is expected to decrease by ($249,900) to an anticipated amount of $2.7 million due to projected lower volumes, particularly in site plan and subdivision applications. As a result, a transfer from the Planning Stabilization Reserve of $1.8 million has been budgeted to ensure the required cost recovery ratios are met to minimize the impact on the overall tax levy. Planning Services Page 300

301 Net Program Budget Change Administration has decreased ($71,900) primarily due to splitting an administrative role 50% with Development Engineering and an increase to the internal recovery for staff time spent on the Committee of Adjustments process. Urban Design has decreased ($17,400) primarily due to increased internal revenue for staff time allocated to other departments fee recovery models. Current Planning has decreased ($224,600), primarily as a result of the increased transfer from the Planning Stabilization reserve used to bring the program to the cost recovery level indicated in the Rates and Fee model. In addition, gapping of personnel costs for one Planner has been included for 2017; the internal recovery has been increased for staff time spent on other departments fee for service delivery; and a recovery from capital has been incorporated for staff time to be spent on the Official Plan update. While rate increases to fees have been included, overall activity revenue is expected to decrease due to lower anticipated volumes, particularly in site plan and subdivision applications. Policy Planning & Heritage has increased $54,000 primarily as a result of increased internal charges for other departments time being spent on the planning process. Inflationary increase for wages and benefits have also been incorporated. Planning Services Page 301

302 Program Budget by Component Net $1,582, Expenditures 2017 Revenues Purchased Services, 97,400 Internal Charges, 2,891,000 Materials & Supplies, 21,400 $6.6M Other Expenditures, 160,400 Other Revenue, 1,971,100 $5.0M Activity Revenue, 2,729,600 Personnel Services & Benefits, 3,463,800 Minor Capital & Transfer to Reserves, 4,000 Internal Recoveries, 354,800 In 2017, the Planning Services program has total expenditures of $6,638,000 and total revenues of $5,055,500 resulting in a net budget of $1,582,500. The main drivers for the change are the following: Personnel Services & Benefits represents 52% of the total gross expenditures for Planning Services with $3.5 million. In 2017, personnel costs have decreased by $86,100, primarily due to the gapping of a Planner and the 50% job share of an administrative assistant role with Development Engineering. Savings were partially offset with inflationary increases for salaries and benefits. Internal Charges is the second largest cost component at 43% with $2.9 million and represent direct and indirect costs from other departments involved in the Planning application process. In 2017, internal charges have increased by $96,000 due to a higher allocation of time from other departments involved in the planning process that can be recovered through Planning fees. Purchased Services have decreased by $7,000, due to reduction of skills improvement and professional development to reflect 5 year trends. Activity Revenue represents 54% of the total revenue for Planning Services with $2.7 million. Activity revenue has decreased by $249,900 due to anticipated lower volumes particularly in site plan and subdivision applications. Other Revenue primarily consists of the transfer from the Planning Stabilization reserve which is being used to help smooth out impacts due to volatility in application volumes. The transfer from reserve has increased by $284,800 to meet required cost recovery ratios. Internal Recoveries have increased by $147,900 to reflect an increase to the allocation to Building and Development Engineering departments fee for service recovery models. Planning Services Page 302

303 Operating Budget Forecast Planning Services Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 473, , % 493, % Urban Design 1,097,100 1,111, % 1,129, % Current Planning 3,742,700 3,893, % 3,943, % Policy Planning & Heritage 1,324,500 1,350, % 1,383, % Total Gross Expenditures 6,638,000 6,838, % 6,949, % Tax Levy By Service Administration 444, , % 464, % Urban Design 1,006,400 1,050, % 1,068, % Current Planning (973,700) (1,189,300) (22.1%) 361, % Policy Planning & Heritage 1,105,200 1,145, % 1,178, % Total Tax Levy 1,582,500 1,460,200 (7.7%) 3,072, % Gross Expenditures By Type Personnel Services & Benefits 3,463,800 3,663, % 3,775, % Materials & Supplies 21,400 21, % 21, % Purchased Services 97,400 97, % 97, % Internal Charges 2,891,000 2,891, % 2,891, % Other Expenditures 160, , % 160, % Minor Capital & Transfer To Reserves 4,000 4, % 4, % Total Expenses 6,638,000 6,838, % 6,949, % Revenues By Type Activity Revenue 2,729,600 3,305,000 (21.1%) 3,277, % Internal Recoveries 354, , % 283,300 (0.4%) Grants % - 0.0% Other Revenue 1,971,100 1,790, % 317, % Total Revenues 5,055,500 5,377,800 (6.4%) 3,877, % Tax Levy $1,582,500 $1,460,200 (7.7%) $3,072, % Planning Services Page 303

304 Budget Forecast Highlights 2018 personnel costs include the un-gapping of the Planner position from 2017 as well as inflationary increases for wages and benefits. Activity revenue has increased by $575,400 to reflect anticipated changes in volume in particular site plan and subdivision applications. This results in a decrease transfer from reserve of $180,600 from 2017 to bring the budget in line with the recommended cost recovery ratio expenditures have been increased by inflation. Activity revenue remains static. The transfer from the Planning Enterprise Reserve will be reduced by $1.5M as the Planning Stabilization reserve has been fully utilized which will have a net impact on the tax levy Recommended Capital Budget The capital budget will provide funds for Planning Services to undertake the required 5-year review of the Official Plan and other special planning projects and studies to support the review, including a Zoning Review and the Urban Design Guidelines Review. Capital Budget & Forecast Operating Impact Planning Services Classification Official Plan/ Prov. Conformity Review Growth 251, , , Heritage Planning Studies Infrastructure Renewal 202, ,000 25, Urban Design Guidelines Strategic Priorities 101, , Special Planning Projects/Studies Growth 50,000 50,000 50, Zoning Review Growth 101,000 Total Planning Services 705, , , Planning Services Page 304

305 Program: Development Engineering Program Based Budget Page 305

306 Vision To build and improve and protect the community through sound and sustainable (re)development and stormwater management practices. Mission Protecting the public and its interest in the greater community by ensuring land (re)development proposals complies with approved engineering standards and that our community is supported by stormwater management infrastructure and strategies that work to safeguard the community and its natural resources. Key Initiatives Develop Stormwater Master Plan considering Climate Change, Land Use Changes, Aging and Constrained Infrastructure, Community Protection. Explore the merits of Stormwater Utility Model. Implement Site Plan (Engineering) Review process to comprehensively review and condition stormwater and tree canopy changes realted to single residential land (re)development proposals. Review, update, streamline, and move to online the services provided through the Permits and Inspection service area. Deliver the 2017 Capital Program for Water Resource projects (shorelines, streams) to ensure the protection of lands and that infrastructure remains in a state of good repair. Development Engineering Page 306

307 Program Services The Development Engineering department provides program services through the following sections: Admin. $0.3M Provide oversight and direction to the department to ensure established goals and objectives are met. Development Engineering $0.3M Establish and apply the engineering standards for development proposals Permits and Inspections ($0.7M) Administer the site alteration, pool enclosures, private/ public tree protection, and use of road bylaws and permitting process, including application processing, plan review/ approval and construction compliance Development Engineering Page 307

308 Key Performance Indicators 1. Percentage of gross operating budget % 1.2% 1.3% 1.6% 1.6% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 1.5% 1.5% 1.8% 1.8% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Cost recovery ratio % 75% 79% 73% 80% Why Important: Monitors the programs alignment with the Town s User Fee Policy and is measure that can be rationalized against expected and actual activity levels. How Calculated: Total Revenues generated from applications/total expenses attributed to application processing 4. Percentage of development applications (Subdivisions and Site Plans) processed within the prescribed timeframe NA NA 75% 77% 80% (projected) Why Important: To ensure service delivery remains in line with service level expectations. This measure can also be rationalized against expected and actual activity volumes. How Calculated: Actual processing time/service Level processing time. 5. Percentage of permit applications processed within the prescribed timeframe (4 to 6 weeks) NA NA 70% 70% 67% (projected) Why Important: To ensure service delivery remains in line with service level expectations. This measure can also be rationalized against expected and actual activity volumes. How Calculated: Actual processing time/service Level processing time. Development Engineering Page 308

309 Staffing Overview Program: Development Engineering Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs 2016 Administration 2.0 (0.5) 1.5 (0.5) Development Engineering Permits & Inspection Total Development Engineering (0.5) 28.2 (0.5) In 2017, the Development Engineering program has a total of 28.2 FTE s, which is a 0.5 FTE reduction from This is a result of a reorganization of the Administrative staff in the Community Development Commission with the impact being 50% of an Administrative Assistant position transferred to the Infrastructure Planning & Improvements program. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs 2016 (%) Administration 335, , , ,600 (25,500) (8.2%) Development Engineering 2,031, ,400 2,095, ,600 (115,800) (31.3%) Permits & Inspection 2,315,000 (701,200) 2,213,300 (656,800) 44, % Total 4,681,900 (21,700) 4,626,200 (118,600) (96,900) (446.5%) Overall the Development Engineering program has decreased by 96,900 or 446.5% resulting in a net total budget of ($118,600) which is a savings to the tax levy. In 2015, a capacity/utilization review was undertaken to verify the fees for the various permits and activities within this program area. In 2016 the capacity and fees were further refined. Recommended changes to the fee structure have been incorporated into the budget for this program. The service area with largest gross budget is Permits and Inspections with $2.2 million, which are costs from administering site alterations, road by-laws and permitting processes from application processing, plan reviews/approval and construction compliance. Revenues generated from these activities more than offset costs resulting in a net budget of ($656,800) for The next largest portion of the budget is Development Engineering with $2.1 million which includes costs to establish and apply the engineering standards for development proposals. The net budget of this service area is $254,600 as revenues collected for supervision and subdivision agreements and internal recoveries offset expenditures. The net budget for Administration is $283,600 which incorporates costs to provide oversight and direction to the department ensuring goals are met. Revenue projections for these activities demonstrate an ability to achieve full cost recovery however the programs financial position does rely on projected activity volumes. Development Engineering Page 309

310 Net Program Budget Change Administration has decreased ($25,500) primarily due to an administrative position being shared with Infrastructure Planning & Improvements as well as an increase to internal charges for other departments time spent on Development Engineering activities. Savings are partially offset with inflationary adjustments for wages and benefits. Development Engineering has decreased ($115,800) primarily due to additional supervision and subdivision agreement revenue from increases rates and volumes. In addition internal recoveries have been increased to account for time development engineering staff contribute to Planning processes. Permits & Inspections has increased $44,400 primarily as a result of lower revenues. Site plan application rates have increased as well as volumes. However, while site alterations and temporary street permit rates have increased, volumes are expected to decline from Development Engineering Page 310

311 Program Budget by Component Net ($96,900) 2017 Expenditures 2017 Revenues Personnel Services & Benefits, 3,221,800 Materials & Supplies, 18,900 Purchased Services, 276,700 $4.6 $4.7M Activity Revenue, 3,914,800 Internal Recoveries, 830,000 Internal Charges, 1,078,000 Minor Capital & Transfer to Reserves, 26,200 Other Expenditures, 4,600 In 2017, the Development Engineering program s total expenditures are $4,626,200 and total revenues are $4,744,800 resulting in a net budget of ($118,600). The net change from prior year is $96,900 or 446.5%. The main drivers for the change are the following: Personnel Services & Benefits is the largest cost component of the budget at $3.2 million representing 70% of the total gross expenditures. In 2017 personnel costs have decreased by $17,300, primarily due an administration position being split with Infrastructure Planning & Improvements along with a cumulative six month gapping of a Road Construction Inspector and Coordinator. Inflationary increases and contractual obligations for wages have also been included. Internal Charges is the second largest portion of the gross expenditures with $1.1 million or 23% and represent time other departments spend on the Development Engineering application process that can be recovered through fees. In 2017, internal charges have decreased by $24,400 due to a lower allocation of time from other departments. Purchases Services have decreased by $14,700, due to a decrease in professional development and mileage fees to reflect 5 year trends. Activity Revenue is 82% of the total revenue for the Development Engineering program and represents fees recovered for various services provided. In 2017, activity revenue has been decreased by $94,500 as a result of lower projected volumes. Internal Recoveries have increased by $135,700 due to a larger allocation of Development Engineering time spent on Planning Services activities. Development Engineering Page 311

312 Operating Budget Forecast Development Engineering Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Administration 317, , % 331, % Development Engineering 2,095,600 2,129, % 2,172, % Permits & Inspection 2,213,300 2,307, % 2,351, % Total Gross Expenditures 4,626,200 4,761, % 4,856, % Tax Levy By Service Administration 283, , % 297, % Development Engineering 254, , % 267, % Permits & Inspection (656,800) (572,300) 12.9% (567,900) 0.8% Total Tax Levy (118,600) (29,600) 75.0% (2,200) 92.6% Gross Expenditures By Type Personnel Services & Benefits 3,221,800 3,356, % 3,451, % Materials & Supplies 18,900 19, % 19, % Purchased Services 276, , % 276, % Internal Charges 1,078,000 1,078, % 1,078, % Other Expenditures 4,600 4, % 4, % Minor Capital & Transfer To Reserves 26,200 26, % 26, % Total Expenses 4,626,200 4,761, % 4,856, % Revenues By Type Activity Revenue 3,914,800 3,956,100 (1.1%) 4,019,000 (1.6%) Internal Recoveries 830, ,600 (0.6%) 839,300 (0.6%) Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 4,744,800 4,790,700 (1.0%) 4,858,300 (1.4%) Tax Levy $(118,600) $(29,600) 75.0% $(2,200) -92.6% Development Engineering Page 312

313 Budget Forecast Highlights 2018 personnel costs reflect inflationary increases for salaries and benefits. Activity revenue increased by $41,300 to reflect inflationary increases to fees expenditures have been increased by inflation. Activity revenue increased by $62,900 over 2018 to reflect anticipated changes in volume and inflationary increases to fees Recommended Capital Budget The capital budget includes projects undertaking erosion control works at a number of shoreline and creek locations. A storm water rates feasibility study will be completed in 2017, and a flood study update in Capital Budget & Forecast Operating Impact Development Engineering Classification Morrison Creek West Reach 37 Infrastructure Renewal 324, , Vista Promenade - Shoreline Protection Infrastructure Renewal 1,688, Esplanade Promenade Park- Shoreline Protection Infrastructure Renewal 2,110, Taplow Creek Reach 24 - Creek Erosion Infrastructure Renewal 633, Holyrood Promenade Infrastructure Renewal 422, Storm Pond - Capital Maintenance Infrastructure Renewal 264, , , Morrison Creek East- Reaches 39 to 45 - Creek Erosion Infrastructure Renewal 158, Outfall Major Maintenance Infrastructure Renewal 37,000 37,000 37, Flooding Protection Program Infrastructure Renewal 106, , , McCraney Creek, Reach 21 - Creek Erosion Infrastructure Renewal 158, , Glen Oak Creek, Reach 32a - Creek Erosion Infrastructure Renewal 158, , Flood Study Update Infrastructure Renewal 264, Environmental Studies Growth 40, Creek & Channel Inspections Infrastructure Renewal 106, Storm Water Rates Feasibility Study Strategic Priorities 95,000 Total Development Engineering 1,775,000 4,410,000 3,799, Development Engineering Page 313

314 Page 314

315 Program: Strategic Business Support Program Based Budget Page 315

316 Vision To be a centre of expertise and innovation for developing and delivering business solutions to the departments within the Community Development Commission. Mission To provide strategic and operational expertise and resourcing to the departments of the Community Development Commission in the areas of information management, business process and financial management, business solutions development and GIS. Key Initiatives Implement the GIS Strategic Plan Implement the Single Permit Project Develop Online Services/Digital Strategy for the Community Development Commission (CDC) Develop, implement, and support Amanda based solutions for the CDC Support the Building Services Process Review Support Asset Management improvement efforts Develop, implement, and support GIS based solutions for the CDC and the corporation Support continious improvements and innovation efforts across CDC Develop and support the business intelligence/data analytics capabilty of the CDC Strategic Business Support Page 316

317 Program Services Strategic Business Support provides services through the following staff group: Strategic Business Support $0.3M Design, coordination and support for Commission change management and process engineering Design, coordination and support of technology based solutions Development and delivery of GIS based data management and cartographic services Strategic Business Support Page 317

318 Key Performance Indicators 1. Percentage of gross operating budget % 0.4% 0.4% 0.5% 0.5% Why Important: Monitors the cost of the program as a proportion of the total cost for the town. How Calculated: Gross program operating costs (excluding transfers to reserves and internal charges) / Gross town operating costs (excluding transfers to reserves and internal charges) 2. Percentage of total FTEs % 0.6% 0.6% 0.6% 0.6% Why Important: Assesses the capacity of the program by examining the proportion of staff expertise against the total Town FTE s. How Calculated: Total program FTEs including part-time / Total town FTEs including part-time 3. Percentage of projects and service requests completed based on total submitted N/A 90% 90% 97% 90% (projected) Why Important: Projects and service requests completed increase the effectiveness and efficiency of the program areas that SBS supports. How Calculated: As per Strategic Business Support (SBS) Service Request & Project Tracking Systems. Strategic Business Support Page 318

319 Staffing Overview Program: Strategic Business Support Net Approved Capital Service Reallocation Total Change Services/Activities: FTE Impact Adjustment of Staff FTE 2017 vs Strategic Business Support Total Emergency Services Overall the total staffing complement for Strategic Business Support is 9.0 FTE s. No changes for 2017 have been incorporated. Program Services Budget Overview 2016 Restated 2017 Requested Net Net Services/Activities: Gross Net Gross Net Change Change Budget Budget Budget Budget 2017 vs vs (%) Strategic Business Support 1,053, ,200 1,070, ,200 27, % Total 1,053, ,200 1,070, ,200 27, % In 2017, the Strategic Business Support program gross budget has increased by $27,000 or 11.8%. The program provides support to the Community Development Commission, and over the last year has increased the services being provided to the Environmental Policy and Engineering and Construction department. In addition, the town s use of GIS continues to expand with the adoption of the GIS Strategic Plan. The program has increasingly moved to support other departments within the Corporation, resulting in a larger percentage of program costs shifting to the tax levy. Strategic Business Support Page 319

320 Net Program Budget Change Strategic Business Support has increased $27,000. Inflationary increases have been incorporated for wages and benefits. In addition internal recoveries have decreased ($10,500) to reflect the average time spent by staff on activities that are fee recoverable. Strategic Business Support Page 320

321 Program Budget by Component Net $256, Expenditures 2017 Revenues Personnel Services & Benefits, 1,044,900 Internal Recoveries, 813,000 $1.1M Materials & Supplies, 3,500 $0.8M Purchased Services, 16,600 Activity Revenue, 800 Minor Capital & Transfer to Reserves, 5,000 In 2017, the Strategic Business Support program s total expenditures are $1,070,000 and total revenues are $813,300 resulting in a net budget of $256,200. The net change from prior year is an increase of $27,000 or 11.8%.The main drivers for the change are the following: Personnel Services & Benefits have increased, by $16,500, due to inflationary increases for salaries and benefits. Internal Recoveries have decreased by $10,500 to reflect the time spent by staff on activities that are fee recoverable. Minor Capital & Transfers to Reserves includes office furniture, computer hardware and software. Strategic Business Support Page 321

322 Operating Budget Forecast Strategic Business Support Requested Forecast Change Forecast Change Budget (%) (%) Gross Expenditures By Service Strategic Business Support 1,070,000 1,095, % 1,125, % Total Gross Expenditures 1,070,000 1,095, % 1,125, % Tax Levy By Service Strategic Business Support 256, , % 311, % Total Tax Levy 256, , % 311, % Gross Expenditures By Type Personnel Services & Benefits 1,044,900 1,069, % 1,100, % Materials & Supplies 3,500 3, % 3, % Purchased Services 16,600 16, % 16, % Internal Charges % - 0.0% Other Expenditures % - 0.0% Minor Capital & Transfer To Reserves 5,000 5, % 5, % Total Expenses 1,070,000 1,095, % 1,125, % Revenues By Type Activity Revenue % % Internal Recoveries 813, , % 813, % Grants % - 0.0% Other Revenue % - 0.0% Total Revenues 813, , % 813, % Tax Levy $256,200 $281, % $311, % Strategic Business Support Page 322

323 Budget Forecast Highlights Inflationary increases only Recommended Capital Budget The capital budget will provide funds for the Amanda Module Enhancements, which will implement the One-Permit on-line business process being implemented with the Amanda Public Portal technology. The operating impacts are for software maintenance for the Amanda Public Portal. Capital Budget & Forecast Operating Impact Strategic Business Support Classification Amanda Module Enhancements Infrastructure Renewal 90, AMANDA Public Portal Strategic Priorities 101,000 9,400 Total Strategic Business Support 191, , Strategic Business Support Page 323

324 Page 324

325 Program: Corporate Revenue and Expenses Program Based Budget Page 325

326 Vision The Corporate Revenue and Expenses program pertains to the town operations as a whole and includes all revenues and expenditures not identified with specific programs Key Initiatives The Corporate and Financial Expenses service pertains to town operations as a whole or relating to financing costs versus operating costs. They are not directly identified with specific programs, but are recorded and reported as town expenditures. The Town Revenue service pertains to town operations as a whole and includes all revenues not identified as a revenue stream or as cost recoveries within specific programs. Corporate Revenue and Expenses Page 326

327 Program Services The Corporate Revenue and Expenses program provides activities through the following services: \\ Corporate Revenues Taxation & Grants Fines and Penalties Interest Earned Miscellaneous Revenues Corporate Expenses Debt Capital Funding Corporate Expenses WSIB Self Insurance Town Grants Corporate Revenue and Expenses Page 327